160413 Town Hall AGD=
1. Call to Order
2. Adoption of Agenda
Moved By: Seconded By:
Proposed Resolution
THAT the Agenda as prepared for the Committee meeting of April 13, 2016, be adopted.
3. Disclosure of Pecuniary Interest
4. Approval of Previous Minutes
Moved By: Seconded By:
Proposed Resolution
THAT the Town Hall Project Steering Committee Minutes dated March10, 2016 be
approved.
5. General Business and Reports
i) KNY Space Needs Study Draft Report, dated April 1, 2016
6. Round Table
7. Next meeting
8. Adjournment
Moved By:
Proposed Resolution
THAT the April 13, 2016 meeting be adjourned at _____.
The Corporation of the Town of Tillsonburg
Town Hall Project Steering Committee
April 13, 2016
12:00am
Annex Board Room, Corporate Office
200 Broadway, 2nd Floor, Tillsonburg, ON N4G 5A7
AGENDA
=
Attendance
Marty Klein, Chair
Mayor Stephen Molnar
David Calder
Andrew Gilvesy
Lana White
Also Present:
Stephan Namisniak, KNY Architects Inc.
Regrets:
Councillor Penny Esseltine
Rick Strouth
John Veldman
1. Call to Order – 12:05
2. Adoption of Agenda
Moved By: A.Gilvesy Seconded By: S.Molnar
Resolution
THAT the Agenda as prepared for the Committee meeting of March 10, 2016, be adopted.
‘Carried’
3. Disclosure of Pecuniary Interest
None
4. Approval of Previous Minutes
Moved By: S.Molnar Seconded By: A.Gilvesy
Resolution
THAT the Town Hall Project Steering Committee Minutes dated February 18, 2016 be
approved.
The Corporation of the Town of Tillsonburg
Town Hall Project Steering Committee
March 10, 2016
12:00am
Annex Board Room, Corporate Office
200 Broadway, 2nd Floor, Tillsonburg, ON N4G 5A7
MINUTES
Council Meeting – Agenda - 2 -
‘Carried’
5. General Business and Reports
i) KNY Draft Interim Report 2, dated March 8, 2016
Stephan Namisniak provided copies of the Space Needs Summary, as
contained in Interim Report 2.
Recognizing that there are a number of staff that would shift to the new
facility, as part of his Interim Report 2, he also provided both 2 and 3 storey
schemes. We are looking at 46 personnel at this point. Parking is a huge
component.
Room sizes are generous yet responsible, based on guidelines of appropriate
office space. Some shifting doesn’t make a huge impact.
D.Calder noted that this will need to be reviewed with SLT, to see if anyone
has been missed and to see if operationally it makes sense the way it’s being
proposed. At some point decisions will have to be made, including what
facilities will be utilized. At this point we are trying to determine what size of
footprint we need to accommodate x number of employees. For this exercise
it will be just SLT reviewing the material, so expectations will not be set. Even
as we move forward, it will be emphasized that this is a work in progress.
With respect to the Chamber of Commerce and the BIA, consideration was given to
what they currently have and utilize. Board rooms and breakout rooms could be
shared.
The 3 concepts provided in Interim Report 2 were reviewed and discussed.
The number of parking spaces under the Town Centre Mall to be identified for future
reference.
Council Meeting – Agenda - 3 -
If we are committed to the core of the downtown, it’s better to do a higher building.
However, the higher the building, the more infrastructure required (elevators, fire
penetrations, etc.), and it becomes more technical and more expensive.
There can also be a basement/lower level component. That would make the
footprint smaller, perhaps for storage and/or meeting rooms.
Being a Town Hall, it’s felt that we need some presence and character. Google
Town Halls Ontario.
There needs to be assurance that we are building for long term.
D.Calder is working on locations. At the last meeting we talked about locations in the
core. The Development Commissioner contacted the County of Oxford for a better
map, showing Town owned properties. He is also looking at properties for sale in the
downtown core.
Various properties were identified, and it was suggested that roads could potentially
be closed to create a larger mass of property. Discussion was also held about
moving current Town operations to other existing Town properties.
Parking allocations were discussed, both current and future. 1/11 is a lot of parking,
considering the current staff number is only 45. Providing parking on our own site is
not necessarily required. It was noted that there are currently a number of parking
spaces not being used, but they are in the wrong places.
Once the numbers contained in the summary have been validated, to ensure they
are not too excessive or too refined, the spreadsheet can be updated to reflect same,
as well as the number of office spaces that should be considered. The real test will
be to test a real site to see if it works.
The possibility of liquidating some assets to help pay for some of this was also noted.
Council Meeting – Agenda - 4 -
We need to identify the current annual costs to operate the Spruce, Lisgar and
Broadway locations.
A decision will soon need to be made strategically where we are talking. How do we
prepare for that discussion? We first need to know what we are asking for. The next
step is to drive this down in detail and try it on potential properties and determine
where it fits best.
At the next meeting, would S.Namisniak be at a point where we could put a
building on some footprints?
It was suggested that the Development Commissioner attend the next meeting of the
Town Hall Project Steering Committee. Cephas Panschow is a resource that
Stephan can use.
There is also a question about location of the dispatch/communication center.
Discussion was held about timing. S.Namisniak wants to close off this part of the
report first. Some of the things discussed are outside of the scope of the contract.
There is a contract to produce to a certain point, however he is willing to discuss
additional work.
At this point we have the statistical analysis that we can move people around. Even
if we haven’t made the right assumptions yet, some numbers can be added.
S.Namisniak could provide some layouts.
In terms of square footage costs, the estimate is $300.
More consideration needs to be given for parking.
In terms of timing, Stephan needs a month. He will validate the space needs
summary and go from there.
Council Meeting – Agenda - 5 -
ii) Updated inventory/map of Town properties
Provided and discussed, as noted above.
6. Round Table
An update needs to go to Council at some point. When Stephan’s engagement is complete,
we have to communicate that to Council and update Council as to what has been done, and
what we need.
All options need to be considered. Potential partners also need to be approached very
soon, to identify opportunities to share space and to build space. A financial plan is needed.
The need for a financial analysis on the Rolph Street property was noted.
7. Next meeting – April 14, 2016 at 12:00noon
8. Adjournment
Moved By: A.Gilvesy
Resolution
THAT the March 10, 2016 meeting be adjourned at 1:24pm.
Town of Tillsonburg
Space Needs Study
Draft Report – April 1, 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. 2
TABLE OF CONTENTS
Executive Summary
1. INTRODUCTION
1.1. Background
1.2. Statement of Need
1.3. Purpose of the Project
1.4. Objective
1.5. Project Deliverables
1.6. Workplan
2. SUMMARY OF EXISTING CONDITIONS
2.1. Corporate Structure
2.2. Current Facilities
3. OVERVIEW OF SURVEY RESULTS
3.1. Questions
3.2. Survey Responses
3.3. Survey Results
3.4. Summary of Spaces
4. SITE DESIGN CONCEPTS
4.1. Concept One
4.2. Concept Two
4.3. Concept Three
5. SITE SELECTION – GUIDING PRINCIPALS
5.1. Site Selection Criteria / Location Determinants
5.2. Location
5.3. Size
5.4. Sustainable Design
5.5. Cost
5.6. Cultural Factors
5.7. Technical Factors
5.8. Civic Architecture and Civic Spaces
6. BASIS FOR INTERIOR DESIGN – GUIDING PRICIPALS
6.1. General Design Guidelines
6.2. Typical Workstation Components
6.3. Full Height Movable Walls / Partial Height Panels
6.4. Fit-Up Workstation Electrical
6.5. Private Offices
6.6. Prototype Office Arrangements
6.7. Support Spaces
6.8. Council Chambers
7. ACCESSIBILITY IN THE WORKPLACE
7.1. General
7.2. Accessible Routes
7.3. Accessible Entrances
7.4. Accessible Washrooms
7.5. Accessible Kitchens / Coffee Areas
7.6. Access Between Floors
7.7. Offices / Meeting / Program Rooms
7.8. Signage
7.9. Public Phones
8. BUDGET COSTING
9. CONCLUSIONS
10. RECOMMENDATIONS / NEXT STEPS
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EXECUTIVE SUMMARY
In January 2016 KNY Architects Inc. was retained to develop a space needs assessment outlining
current / future needs, for administrative functions and determining an anticipated functional size, for
a site and building, for a new Town Hall. The objective is to consolidate existing customer services,
currently operating in several Town facilities, with the intent to create operational efficiencies.
KNY Architect, Stephan Namisniak reviewed each facility and met with the Town Hall Steering
Committee which included:
Marty Klein, Chair, Mayor Stephen Molnar, Councillor Penny Esseltine, David Calder, CAO,
Andrew Gilvesy, Rick Strouth, and John Veldman
KNY Architects also provided value added services in a form of a descriptive, regarding site
selection, spacing planning, sustainability, accessibility guidelines and a cost plan for the project.
Study Summary
1. The total area of the three buildings reviewed are as follows:
200 Broadway Office / Amenity Area - 9,000 SF. +/-
10 Lisgar St. Office Area – 8,496 SF / Warehouse – 10,114 SF / Total – 18,609 SF. +/-
20 Spruce St. Office Area – 3,326 SF / Warehouse – 14,327 SF - Total – 17,653 SF. +/-
2. Not reviewed for the study was Fire Hall at 80 Concession and Annadale House at 30 Tillson.
3. These reviewed facilities accommodate 111 staff.
4. From this total, the new facility is to accommodate 47 Town staff.
5. The program area required for a new Town Hall is approximately 23,828 SF. and includes,
provisions the BIA and Chamber of Commerce and the following Town departments and staff:
Office of the CAO / Council – 14
Clerk – 3 (plus 1 future)
Building / Planning / Bylaw – 8
Finance – 12
Recreation, Culture & Parks – 3
Operation Services - 5
6. Parking requirements for the required building size would require 111 parking spaces.
7. Depending on the extent of outdoor public space, the property area required for the building and
to accommodate future additions and future parking, would range from 2.6 - 4.4 acres in site area.
8. Future building expansion area is desirable and suggested at 10,463 – 15,887 SF.
9. Future additions would require additional parking ranging from 49 – 76 parking spaces.
10. The building height would be either a 2 or 3 storey structure depending on available site area
available.
11. A suggested budget cost plan for the project is suggested as follows:
Building Cost - $275 / SF
Site Cost - $500,000 / Acre
Plus – Soft Costs
12. A consensus by many stakeholders is necessary in order to validate the need, desire, cultural and
financial commitment for the project to be realized. A budget needs to be defined, land secured,
and a variety of consulting services retained. A detailed Architectural design, is necessary to
define the relationship between site and building and to finalize the departmental relationships
determined in this space needs study. The process could take 2 – 3 years in order to get the
project to a “shovel ready” stage and through to completion depending on the many variable
described in this study.
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1.0 INTRODUCTION
1.1 Background
1. The Town is served by traditional municipal services of Public Works, Parks, Recreation and
Culture, Economic Development, Building and By-law Enforcement, Fire Services and
Corporate Services.
2. The Town Council is comprised of a Mayor, Deputy Mayor and 6 Councilors all elected at
large.
3. Customer Service is provided from the Customer Service Building which also houses
Tillsonburg Hydro Inc. located at 10 Lisgar Street.
4. There are operational and administrative staff located at the Public Works Building located at
Spruce Street and Recreation Complex located on Hardy Street and at the Town of
Tillsonburg Cemetery located on Simcoe Street.
5. Fire Services are provided from a standalone Fire Hall which includes dispatch,
administration, training room and fire fleet.
6. Annandale House, has 3 staff working from the location on Tillson Ave.
7. All these locations are under the ownership of the Town of Tillsonburg.
8. Corporate staff and Mayor and Council operate out of the Tillsonburg Town Centre, 200
Broadway Street Tillsonburg which is a combination of retail stores on the main floor and
office space on the second floor.
9. The Town is currently leasing approximately 9,000 square feet of space at this location for
general administration which also includes the Council Chamber with public seating.
10. The Town owns a municipal airport with support staff working from the airport terminal
building.
1.2 Statement of Need
With staff providing customer services to the public at multiple facilities, some departments
are disconnected functionally, with inappropriate adjacencies, some vacant and
underutilized. Others are overcrowded environments. The need is to evaluate how to improve
administrative and operational efficiencies in a consolidated facility, in order to provide
effective delivery of services to the public and equally improve safety, working and business
environments for staff and users.
1.3 The Purpose of the Project
1. The Corporation of the Town of Tillsonburg is seeking a study to evaluate the current
facilities and to evaluate land and interior space requirements for a possible Town Hall
construction.
2. Currently municipal staff work out of multiple locations.
3. The purpose of the evaluation is to determine an optimal “one-building” solution to increase
efficiency and reduce operational costs.
4. Town of Tillsonburg has not secured a site, requires an opinion of space summary needs, a
determination of property size to accommodate building, parking and any projected amenity
spaces.
5. Review the current space allocations over multiple physical locations housing staff
(administrative and operational) and Town Council, review layouts and facility limitations and
make short and long term recommendations for space rationalization.
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6. Provide facility options to include new construction, location change and rationalization of
current space in Town owned facilities.
1.4 Objective
1. This project will result in a report that includes a comprehensive review of the current and
future space needs, including a Council Chamber.
2. To develop a plan to insure adequate space is accounted for in any proposed Town Hall
project.
3. To develop and outline assumptions to guide the study and report.
4. To undertake stakeholder engagement meetings to gather information.
5. To identify current Town Hall square footage requirements and to provide for a 20 year
growth component.
6. Consider alternative uses for outdoor space that would complement a new Town Hall.
7. The consultant will work closely with the Town Hall Steering Committee.
1.5 Project Deliverables
1. A comprehensive report outlining the space usage as outlined in the project purpose.
2. Recommendation as to required space, taking into consideration a number of factors:
A continuation of approved direction to incorporate modular workstations into design
plans. The City has designed some floors with a combination of fixed offices, open
concept areas with modular workstations.
This direction was chosen as an alternative to constructing additional space.
Recommended adjacencies amongst functional areas.
Requirements for meeting rooms/training spaces.
Space for transient staff who work regularly at Town Hall or other facilities
3. A phased plan for implementation, with costing implications, taking into account a number of
factors: business disruptions, budget dollars, timing.
1.6 Work Plan
These tasks, which represent our methodology for the
project, are accomplished through their corresponding
activities:
Task 1: Project Start - Up
1. Meeting with Stakeholders for Requirements
2. Review and discuss administrative procedures
3. Confirm terms of references or discuss changes that may affect the process
4. Reaffirm objectives and expectations and seek necessary clarification
5. Confirm milestone and refine project schedule
6. Identify and arrange of relevant data
7. Site visit and review existing facilities
8. Take inventory of existing conditions
9. Confirm areas and dimensions of the existing spaces
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10. Document base floor plan drawings which are available
11. Interim Report
Task 2: Assess Needs of Departments
1. Review and document the Corporate Organizational Structure by department / individual
2. Prepare a survey questionnaire for data collection / opinions roles and responsibilities
3. Review industry trends and identify best practices and benchmarks
4. Assessment of the suitability of the current facilities, strategies and best practices
5. Review legislated accessibility requirements and functionality
6. Review standards for space related to parking requirements
7. Review common service areas and spaces
8. Review of administrative staff needs per square foot
9. Review senior management, CAO, Mayor’s office, Council Chambers use per square foot
10. Review Town master plans in order to establish future growth projections and office space
needs
11. Interim Report
Task 3: Strategic Planning / Analysis
1. Through stakeholders meetings, review and discuss the following issues:
2. Review / Propose Town’s accommodation standards, including those for modular
workstations and support spaces
3. Adjacency requirements amongst functional areas
4. Current functional adequacy of each Department / Division
5. Current short-term and long-term operational plan of each Department / Division
6. Future needs in short and long term within the next 5 years
7. Analyze collected data
8. Recommend and define options for individual work spaces and amenities
9. Refine options by engaging in discussions with stakeholders
10. Review the Site and Building space needs to meet projected accommodation needs, parking
and site amenities
11. Develop Space Planning Design Concepts for individual space needs
12. Interim Report
Task 4: Space Need Plan
1. The consultant shall prepare a Space Needs Analysis for the Town including the chosen
options to address the long and short term requirements. The Space Needs Plan will include
a summary of all staff spaces program requirements, (Offices, workstations, for both full time
and transient staff, meeting rooms, lunch room needs washroom needs, required support
amenity spaces, parking needs, site area required etc.)
2. Develop Site and Building Plan depicting alternative size concepts for a new facility
3. Interim Report
Task 5: Develop Final Report
1. Develop Conclusion / Recommendations / Next Steps Action Plan
2. Prepare a generalized Cost Plan for Development
3. Presentation to Council / Stakeholders
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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 Clerks off 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.
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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.
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 it the core of the departments 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 - Circa1970
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) Project 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
Current Future Required Area (SF)
Office of the CAO / Council
Chief Administrative Officer / President THI 1 0 Office 1 14 x 18 252
Mayor 1 0 Office 1 14 x 18 252 Lounge / workspace
Councillor 6 0 Workspace 1 15 x 20 300 Workspaces are shared
Assistant to CAO / Mayor 10Workspace 1 8x864
Commissioner of Economic Development 1 0 Office 1 10 x 14 140
Marketing / Partnership Officer 1 0 Workspace 1 8 x 8 64
Manager of Human Resources 1 0 Office 1 10 x 14 140
HR Assistant / Payroll 1 0 Office 1 10 x 14 140
General Manager / CEO THI 1 0 Office 1 10 x 14 140
Total 14 0 9 1492
Clerk
Clerk 1 Office 1 10 x 14 140
Deputy Clerk 1 Office 1 10 x 14 140
Records Management Coordinator 1 Workspace 1 8 x 8 64
Part Time / Student 0 1 Workspace 1 8 x 8 64
3 1 4 408
Building / Planning / Bylaw
Chief Building Official 1 0 Office 1 10 x 14 140
Deputy Chief Building Offical 1 0 Office 1 10 x 14 140
Property Standards / Bylaw Officer 1 0 Office 1 10 x 14 140
Municipal By‐Law Officer 1 0 Office 1 10 x 14 140
Development Technician 1 0 Workspace 2 8 x 8 128 Reception counter with 2 workspaces
County Planner 1 0 Office 1 10 x 14 140
Summer Students 2 0 Workspace 2 8 x 8 128
Total 8 0 9 956
Finance
Director 1 0 Office 1 10 x 14 140
Deputy Treasurer 1 0 Office 1 10 x 14 140
Budget Analyst 1 0 Workspace 1 8 x 8 64
Purchasing Coordinator 1 0 Workspace 1 8 x 8 64
Accounts Payable / Accounts Receivable 1 0 Workspace 1 8 x 8 64
Revenue Manager 1 0 Office 1 10 x 14 140
Tax Clerk 1 0 Workspace 1 8 x 8 64
Customer Service Reps / Billing Support Clerks 4 0 Workspace 4 8 x 8 256
Information Technology 1 0 Workspace 1 8 x 8 64
Total 12 0 12 996
Recreation, Culture & Parks
Director 1 0 Office 1 10 x 14 140
Manager of Parks & Facilities 1 0 Office 1 10 x 14 140
Unassigned / Spare 1 0 Office 1 10 x 14 140
Total 3 0 3 420
Number
Capacity Future Required Area (SF)
Operations Services
Director 1 0 Office 1 10 x 14 140
Operations Administrator 1 0 Workspace 1 8 x 8 64
Manager of Engineering 1 0 Office 1 10 x 14 140
Senior Operations Technologists 1 0 Workspace 1 8 x 8 64
Asset Management Technologists 1 0 Workspace 1 8 x 8 64
Total 5 0 5 472
REMARKSRoom SizeDepartmentStaffSpace Type Required
Department Staff Space Type Required REMARKSRoom Size
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3.4 Summary of Spaces
Number
Current Future Required Area (SF)
Office / Work Space Summary
Office of the CAO / Council 14 0 1,492
Clerk 3 1 408
Building / Planning / Bylaw 8 0 956
Finance 12 0 996
Recreation, Culture & Parks 3 0 420
Operation Services 5 0 472
Total 45 1 0 4,744
Number
Capacity Future Required Area (SF)
Common Spaces
Entry Vestibule 8 x 10 80
Staff Vestibule 8 x 10 80
Reception 10 x 10 100
Main Lobby / Welcome Area / Display Area 20 x 20 400
Council Chamber 100 50 x 75 3,750
Board Room ‐ 1 12 14 x 20 280 With servery /presentation space
Board Room ‐ 2 6 10 x 15 150
Training Room 20 20 x 25 500
Break ‐ Out Room ‐ 1 8 x 10 80
Break ‐ Out Room ‐ 2 8 x 10 80
Lunch Room / Kitchen ‐ Staff 15 x 30 450
Mail Room 8 x 10 80
Copy Room 10 x 15 150
File Room 10 x 15 150
Library Room 10 x 12 120
Map Room 10 x 15 150
Plotter Room 10 x 15 150
Washrooms ‐ Public 12 x 25 300
Washrooms ‐ Staff 12 x 25 300
Universal Barrier Free Washroom 10 x 10 100
Waste Recycling Room 10 x 12 120
Loading Area 8x8 64
General Storage 20 x 30 600
Vault 15 x 20 300
IT / Server Room 15 x 15 225
Mechanical Room 15 x 15 225
Electrical Room 15 x 15 225
Sprinkler Room 15 x 15 225
Elevator 10 x 10 100
Elevator Equipment Room 10 x 10 100
Stair 1 10 x 25 250
Stair 2 10 x 25 250
Stair 3 15 x 25 375
Tourism Office 14 x 18 252
Total Common Space 10,761
Total Common Space + Office Space 15,505
Chamber of Commerce ‐ 20 Oxford St.800
BIA ‐ 41 Bridge St. W.400
Unassigned 1,600
Sub ‐ Total 18,305
Circulation & Walls ‐ 30%5,523
Total 23,828 2,214
REMARKSRoom SizeDepartmentStaffSpace Type Required
Department Staff Required REMARKSRoom Size
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5.0 Site Design Concepts
5.1 Concept One
2 Storey Building – 23,828 SF. Required Parking – 111 Spaces
Future Addition – 10,887 SF. Required Parking – 76 Spaces
Total Area – 34,290 SF. Total Parking – 160 Spaces
Site Area = 193,732 SF – Parking 1 space / 20 SM
4.4 Acres
1.8 Ha
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5.2 Concept Two
2 Storey Building – 23,828 SF. Required Parking – 111 Spaces
Future Addition – 10,462 SF. Required Parking – 49 Spaces
Total Area – 34,290 SF. Total Parking – 160 Spaces
Site Area = 148,148 SF – Parking 1 space / 20 SM
3.4 Acres
1.4 Ha
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5.3 Concept Two
3 Storey Building – 23,828 SF. Required Parking – 111 Spaces
Future Addition – 10,462 SF. Required Parking – 49 Spaces
Total Area – 34,290 SF. Total Parking – 160 Spaces
Site Area = 114,750 SF – Parking 1 space / 20 SM
2.6 Acres
1.0 Ha
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6.0 Site Selection – Guiding Principles
6.1 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.
6.2 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.
6.3 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).
6.4 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
6.5 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:
6.6 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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6.7 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
6.8 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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They nurture and define a community’s identity by instilling a greater sense of pride, they foster
frequent and meaningful contact between citizens, they provide comfort in their public spaces and
they encourage an increasingly diverse population to use them.
The design of Civic Architecture has been and always will be the highest calling for an Architect.
These building are designed to last, they are a record of history, which reflect the architectural
preferences of their era, and equally are reflective of community preferences and the needs of a
developing population.
Kingston Belleville
Milton Goderich
Napanee Ingersoll
Town Halls promote and enhance the quality of life of the community. In many cases, Town Halls
serve not only as buildings for government functions, and transactions for public business, but also
have facilities for various civic and cultural activities. These may include art shows, stage
performances, exhibits and festivals. Town Halls are often designed with a great variety and flexibility
of purpose in mind. As symbols of local government, Town Halls have distinctive architecture, and
the buildings have great historical significance. Town Hall buildings serve as cultural icons that
symbolize their Town.
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7.0 BASIS FOR INTERIOR DESIGN – GUIDING PRINCIPALS
7.1 General Design Guidelines
New space planning has considered the following principles:
Recognize people as the most important asset of any organization.
New space planning must meet the functional needs of individuals, teams, departments and
the customer being provided the service.
Realize organizational values of openness.
Provide more opportunity for team work / collegiality.
Improve flexibility in space use. This principle recognizes that fewer barriers to change, less
disruption when change does occur, and lower costs in money and time can be
accomplished.
Workspace should be practical. This principle recognizes that simply allocating office space
to people based on their position or rank in an organizational hierarchy rather than the
functional needs of their work may result in a less productive workplace and additional costs.
Allocate office space in a rationalized, simplified and streamlined way.
Use open space planning whenever practical.
Reduce the number of different sizes of spaces.
Standardizing the sizes of as many work spaces as possible.
Use daylight and views.
Reduce wasted double circulation.
Enclosed offices are to be provided for senior managers.
Offices in general are to be 10’ x 14’
Enclosed offices should be positioned on the building core and provided with glazing to
receive natural light.
The supervision of staff and/or occasional confidential meetings is not usually considered
sufficient cause for an enclosed workstation.
Confidential meetings for staff in general are to be conducted in meeting rooms and quiet
rooms is considered a more efficient and functional solution.
Quiet Rooms can be provided for small group meetings and work requiring privacy.
Quiet Rooms should be equipped with furniture, computer equipment and communications
connections.
Workspaces in general are to be 8’ x 8’ in size,
Work space screens should be 1.65m (65") or lower in height.
Departments should consider sharing support spaces and equipment.
Utilize space efficiently with appropriately sized workstations: it is less costly to relocated
people than to relocate workstations.
Departments should be empowered to plan their office space. This principle recognizes that,
if office space is treated as an administrative resource and managers are given the
opportunity to plan office space using simplified
Standards and guidelines, more creative, cost-effective solutions to satisfying office space
needs will result.
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The following space planning concepts could be considered:
7.2 Typical Workstation Components
Workstations are based on an 8’ x 8’ (64 sq. ft.) workstation module. The module is
comprised of furniture components that meet the basic needs of most positions within a work
environment providing for work surface, shelving, filing, general and personal storage.
Consideration could also be given to 6’ X 9’ workstations.
7.3 Full Height Movable Walls / Partial Height Panels
Movable walls / panels can be used as the alternative to drywall construction. This alternative
supports sustainable practices and allows for future flexibility of office reconfigurations and
reduced waste.
The size, height and number of panels used to define a workstation or workspace area vary
to suit proximity to major corridors or windows. For example, panels parallel to exterior
windows will be lower to allow for the transfer of natural light to interior spaces.
Selection of panel heights should reflect the optimum balance between visual privacy for the
occupant and lighting efficiency (transfer of daylight and uniform illumination from overhead
lighting fixtures). Where appropriate, graduated panel heights and/or glazed screen panels
will be considered.
7.4 Fit-Up Workstation Electrical
Each workstation is provided with one duplex power outlet, one voice / data outlet, and one
power bar.
The power bar provides for an additional six power receptacles. This accommodates typical
workstation requirements for telephone, computer, computer monitor, cell phone charger and
a task light.
7.5 Private Office
Private offices are defined as individual spaces requiring full height enclosure based on the following
criteria:
Positions conducting unscheduled and sensitive Human Resource related conversations on
a frequent and daily basis.
Positions requiring confidentiality frequently dealing directly with the public if separate
interview and / or meeting rooms are not provided for that function.
Private offices require the additional considerations:
Separate light switching and light controls.
Supply and return air diffuser grill.
Private offices size: 140 square feet (10’ x 14’) (13.9m²)
To maximize the transfer of daylight into the general office area, private offices are to be
located along the interior of the building.
Private offices will be provided with glazing to provide access to natural light.
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7.6 Prototype Office Arrangements
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7.6 Support Spaces
A. Enclosed Meeting Rooms
Space guidelines for meeting rooms are based on the
number of people they are to accommodate. As a guide, an
area allowance of 1.85 m² (20 sq. ft.) per person for table
seating is used for room calculations. Consideration should
be given to the requirements for; window coverings, lighting,
electrical, map rails, Smart Board, audio visual, equipment
etc. The following are examples of meeting room sizes:
Small Meeting Rooms: to accommodate meeting table and chairs for 4 - 6 people.
Medium Meeting Rooms: to accommodate meeting table and chairs for 8 -14 people with
possible storage space for audio/visual equipment and a possible horizontal surface for
refreshment layout.
Large Meeting Rooms (Boardrooms / Training Rooms): to accommodate meeting table and
chairs for 20+ people with storage space for audio/visual equipment and a horizontal surface
for refreshment layout.
Consideration for folding / sliding partition separations should be considered for rooms
exceeding 400 square feet.
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B. Break – Out Rooms
Typical: 10’ x 8’ (80 sq. ft.) (7.4 m² )
Break - out rooms are spaces intended for use by personnel who normally occupy open area
workstations. These rooms provide a quite area to support work requiring a high level of
concentration, private telephone conversations. Data drop, power and phone lines should
also be considered.
As a guide, the recommended planning ratio is one break - out room for every 45 staff. As a
minimum, one break - out room per floor must accommodate the accessibility guideline for
required turning radius.
C. File / Storage Areas
File and / or storage rooms may be open, semi-enclosed or enclosed spaces. File areas may
require structural review for floor loading capacity. For storage areas, free standing shelving
units are recommended. As a guide, allow:
Area allowance of 10 sq. ft. (1 m² ) per file or storage unit
Area allowance of 20 sq. ft. (1.9m² ) per plan storage cabinet
D. Reception
Reception areas should be programmed as two separate components consisting of the
Waiting Area and the other being the Reception Workstation.
E. Waiting Area (sized to suit requirements)
Waiting areas may include chairs, coat storage, display material (bulletin board, pamphlet
rack etc.), child play area, and public access workstations.
Wheelchair accessible areas should include open space for a minimum of one wheelchair to
wait complete with a 5’ 6’ turning radius.
F. Reception Workstation (8.4m² or 90 square feet)
Reception workstations must provide a minimum of one 36’ wide section for barrier free
access as per Universal Design Guidelines.
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G. Centralized Shared Office Equipment Room
Sized to suit program requirements
Where possible, an enclosed centrally located equipment room should be provided as a
shared function for various groups and be located such that it is accessible from a common
corridor. The space should be sized to suit the Client’s needs & equipment sizes.
Requirements may include photocopiers, fax, printers, shredder, recycling, scanner, work
tables, mail sorting slots, and/or supply storage. Appropriate clearances and electrical should
be noted.
H. Supplementary Equipment / Printer Stations
Typical: 25 sq. ft (2.3 m² )
In addition to centralized office rooms, supplementary equipment / printer stations may be
provided in common open areas.
I. Staff Rooms
Staff Rooms may be provided when staff counts exceed 10 staff and a government
contracted cafeteria is not provided.
Only one staff room will be provided when multiple government tenants occupy an entire floor
plate and a government contracted cafeteria is not provided.
Staff Room size should be based on one third of the staff count.
Each Staff Room should provide 7’-6” linear feet of built-in counter, complete with cabinets,
sink, microwave area, optional under counter dishwasher, and area for fridge.
Counters exceeding the typical 7’-6” counter length, must adjust sink height to meet
accessibility standards.
Electrical provision to be provided for all equipment including small appliances.
J. Coffee Stations
Typical: 63 sq. ft. (5.8 m²)
A Coffee Station may be provided when a Staff Room is not provided (i.e. when the staff
count is less than ten).
Supplementary Coffee Stations in addition to Staff Rooms may be considered where the floor
plate is greater than 20,000 square feet.
A Coffee Station should include built-in counter, complete with cabinets, sink, microwave
area, and under counter fridge.
Consideration should be given for recycling waste and the inclusion of a water cooler.
Electrical provision is to be provided for all equipment including small appliances.
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7.8 Council Chambers
Careful consideration must be given to plan and shape of
the Chambers.
Non – fixed seating can provide for a multi – purpose
space that could be intended for a variety of uses.
The following are some alternative visual images,
intended for discussion and inspiration only.
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8.0 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
8.1 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.
8.2 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).
8.3 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).
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.
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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.
8.4 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.
8.5 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.
8.6 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.
8.7 Offices and / or Meeting / Program Rooms
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.
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8.8 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').
8.9 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").
9.0 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
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.
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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.
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10.0 BUDGET COSTING
This estimate includes all direct construction costs, general contractor's overhead and profit, based
on nonunion trades. Under present market conditions escalation, we consider it prudent to allow for
escalation to the anticipated tender date. The historical average for this area is ½ %per month.
Excluded from the construction estimate are:
administrative and financing costs
possible removal of hazardous material
escalation beyond a current tender date
demolition
Specific Project Management Fees
harmonizes services tax
Our cost budget is based on the assumption that good competitive conditions exist at the time of
tender. In competitive markets, and timing for construction contractors and sub-contractors will revise
unit rates, reduce profit margins and review their overall bidding strategy, in an attempt to secure a
project.
Budget Cost Plan
Building Area SF 23,828
Site Area Acres 2.5
Description
Estimated
Total
Building Cost / SF 275
Site Cost / Acre 500,000
Construction Costs
Building Cost 6,552,700
Site Cost 1,250,000
Total Site + Building Costs 7,802,700
Contingency Allowance 15.0% 1,170,405
Total Construction Costs 8,973,105
Soft Costs
Land TBD
Demolition TBD
FF&E 15% 1,345,966
City Staff, Legal & Other 5% 448,655
Professional Design Fees 10% 1,031,907
Total Soft Costs 2,826,528
TOTAL PROJECT BUDGET ‐ Not Including HST 11,799,633
Escalation Year
Escalation ‐ 3% / year 2016 12,153,622
Escalation ‐ 6% / year 2017 12,882,839
Escalation ‐ 6% / year 2018 13,655,810
Escalation ‐ 6% / year 2019 14,475,158
Escalation ‐ 6% / year 2020 15,343,668
Escalation ‐ 6% / year 2021 16,264,288
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11.0 CONCLUSIONS
11.1 General Overview
1. The total area of the three buildings evaluated are as follows:
200 Broadway Office / Amenity Area - 9,000 SF. +/-
10 Lisgar St. Office Area – 8,496 SF / Warehouse – 10,114 SF / Total – 18,609 SF. +/-
20 Spruce St. Office Area – 3,326 SF / Warehouse – 14,327 SF - Total – 17,653 SF. +/-
2. Not reviewed for the study was Fire Hall at 80 Concession and Annadale House at 30 Tillson.
3. These facilities accommodate 111 staff.
4. From this total, the new facility is to accommodate 46 staff which include 1 future staff.
5. The new facility requires the following space:
New office 4,744 SF.
Common Space 10,761 SF.
Total 15,505 SF.
Add:
Chamber of Commerce 800 SF.
BIA 400 SF.
Unassigned space 1,600 SF.
Add:
Circulation & Walls – 30% 5,523 SF.
Total Building Area 23,828 SF.
6. The building size required by the various consolidated departments is a building 2 – 3 storeys
in height and a building area of approximately 23,828 SF.
7. Future building expansion area is desirable and suggested at 10,463 – 15,887 SF.
8. Parking requirements for the required building size would require 111 parking spaces.
9. Depending on the extent of outdoor public space, the property area required for the building
and to accommodate future additions and future parking, would range from 4.4 – 2.6 acres in
site area.
10. Future additions would require additional parking ranging from 49 – 76 parking spaces.
11. The geometric configuration of the properties is an important consideration of the efficiency of
a building and site layout, which must be studied in further detail.
12. The budget cost plan should be considered very broad, since specifics of the site, building,
technical details, timelines, etc. are unknown and beyond the scope of this study.
As a result of this study the committee identified alternative sites for consideration.
These sites would require further evaluation with regards to appropriate location, property size,
zoning, setbacks, landscape, parking – surface or underground, usage and or demolition of existing
building and expropriation of existing properties etc.
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The site identified include the following:
Site A1 / A2 - Bridge / Venison Street - 2.19 acres
Site B - Rolf Street - 4.84 acres
Site C - 10 Lisgar Ave. - 1.15 acres
Site D1 / D2 - Oxford Street - 1.02 acres
Site E - London Street - 0.52 acres
Site F - Bidwell Street - 0.77 acres
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12.0 RECOMMENDATIONS / NEXT STEPS
1. Further design study would be required, on the above noted sites with regards to appropriate
location, property size, zoning, setbacks, landscape, parking – surface or underground,
usage and or demolition of existing building(s) and expropriation of existing properties etc.
2. The building design in terms of height and configuration will be subject to the site selected.
3. Ideally a 2 storey facility would provide good efficiencies in design and workspace
efficiencies, a 3 storey to a lesser extent.
4. It would not be recommended that the building height be increased to a 4 storey facility due
to a small footprint, demanding and inflexible layout, make departmental adjacencies less
efficient and less desirable, with added inefficiencies in design from a building plan and
height ratio, which would increase construction costs.
5. Parking will be a design challenge if only surface parking is desired. Off site or underground
parking should be considered to meet current bylaws and equally considered with an added
expense.
6. A detailed lot survey would be required to ensure the accurate size of the property is well
defined. Once the preferred site is determined meeting specific criteria of cultural and
technical attributes of the design a detail site survey, geotechnical and environmental reports
are necessary for a detail design, and construction documents intended tendering will be
required.
7. Detailed costing should be done during various stages of design development in order that
the design is working towards a target budget.
8. Naturally, properties will need to be purchased and consolidated for Town ownership. Prior
for this work to evolve and proceed.
A general project schedule could include the following timeline.
Evaluation of above noted site – 2 months
Land Acquisition – 12 months
Detailed Site Survey – 2 months
Geotechnical / Environmental Reports – 2 months
Schematic Design of a Preferred Site – 2 months
Detailed Design of Preferred Site – 4 months
Construction Documents – 6 months
Tendering / Council Approval – 2 months
Construction – 11 months
Final Occupancy – 1 month
Going Forward…
A consensus by many stakeholders is necessary in order to validate the need, desire, cultural and
financial commitment for the project to be realized. A budget needs to be defined, land secured, and
a variety of consulting services retained. A detailed Architectural design, is necessary to define the
relationship between site and building and to finalize the departmental relationships determined in
this space needs study. The process could take 2 – 3 years in order to get the project to a “shovel
ready” stage and through to completion depending on the many variable described in this study.