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HomeMy WebLinkAboutR-1996-088 Agreement / Wardell Architects / City Hall Office Space Planning• RESOLUTION NO. R-96- 88 A RESOLUTION authorizing and directing the City Manager and City Clerk of the City of Yakima to execute a Professional Services agreement with Wardell Architects P.S., an architectural firm, for the development of office space planning for the City - County Narcotics Unit and City Hall, in the City of Yakima. WHEREAS, the City of Yakima acknowledges the need to plan for efficient expenditures to provide necessary office space to perform the functions of the city, WHEREAS, the Yakima City Council deems it to be in the best interest of the city that the attached agreement document be executed by the City of Yakima, accordingly, now therefore; BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF YAKIMA: • The City Manager and City Clerk of the City of Yakima are hereby authorized and directed to execute the attached and incorporated Professional Services agreement with Wardell Architects P.S. ADOPTED BY THE CITY COUNCIL this (-VI) day of July, 1996. ATTEST: 7Z1.t}t.L " - c. (- City Clerk T H E AMERICA INSTITUTE ARCHITECTS AIA Document B151 Abbreviated Form of Agreement Between Owner and Architect for Construction Projects of Limited Scope 1987 EDITION THIS DOCUMENT HAS IMPORTANT LEGAL CONSEQUENCES; CONSULTATION WITH AN ATTORNEY IS ENCOURAGED WITH RESPECT TO ITS COMPLETION OR MODIFICATION. AGREEMENT made as of the 5 Nineteen Hundred and BETWEEN the Owner: (Name and address) and the Architect: (Name and address) Ninety -Six The City of Yakima 129 North 2nd Street Yakima, WA 98901 Wardell Architects, P S 815 Larson Building 6 South 2nd Street Yakima, WA 98901 day of July For the following Project: (Include detailed description of Project, location, address and scope.) Space allocation plan for the Yakima City Hall and Yakima Police CCNU Office Space Improvements The Owner and Architect agree as set forth below. in the year of Copyright 1974, 1978, ©1987 by The American Institute of Architects, 1735 New York Avenue, N W., Washington, D C. 20006. Reproduction of the material herein or substantial quotation of its provisions without written permission of the AIA violates the copyright laws of the United States and will be subject to legal prosecution. AIA DOCUMENT B151 • ABBREVIATED OWNER -ARCHITECT AGREEMENT • THIRD EDITION • AIA ° • © 1987 THE AMERICAN INSTITUTE OF ARCHITECTS, 1735 NEW YORK AVENUE, N.W., WASHINGTON, D C. 20006 WARNING: Unlicensed photocopying violates U.S. copyright laws and is subject to legal prosecution. B151-1987 1 TERMS AND CONDITIONS OF AGREEMENT BETWEEN OWNER AND ARCHITECT ARTICLE 1 ARCHITECT'S RESPONSIBILITIES 1.1 ARCHITECT'S SERVICES 1.1.1 The Architect's services consist of those services per- formed by the Architect, Architect's employees and Architect's consultants as enumerated in Articles 2 and 3 of this Agreement and any other services included in Article 12 1.1.2 The Architect's services shall be performed as expedi- tiously as is consistent with professional skill and care and the orderly progress of the Work. 1.1.3 The services covered by this Agreement are subject to the time limitations contained in Subparagraph 11 5 1 ARTICLE 2 SCOPE OF ARCHITECT'S BASIC SERVICES 2.1 DEFINITION 2.1.1. The Architect's Basic Services consist of those described under the three phases identified below, any other services identified in Article 12, and include normal structural, mechani- cal and electrical engineering services. 2.2 DESIGN PHASE 2.2.1 The Architect shall review with the Owner alternative approaches to design and construction of the Project. 2.2.2 Based on the mutually agreed-upon program, schedule and construction budget requirements, the Architect shall prepare, for approval by the Owner, Design Documents con- sisting of drawings and other documents appropriate for the Project, and shall submit to the Owner a preliminary estimate of Construction Cost. 2.3 CONSTRUCTION DOCUMENTS PHASE 2.3.1 Based on the approved Design Documents, the Architect shall prepare, for approval by the Owner, Construction Docu- ments consisting of Drawings and Specifications setting forth in detail the requirements for the construction of the Project and shall advise the Owner of any adjustments to previous preliminary estimates of Construction Cost. 2.3.2 The Architect shall assist the Owner in connection with the Owner's responsibility for filing documents required for the approval of governmental authorities having jurisdiction over the Project. 2.3.3 Unless provided in Article 12, the Architect, following the Owner's approval of the Construction Documents and of the latest preliminary estimate of Construction Cost, shall assist the Owner in obtaining bids or negotiated proposals and assist in awarding and preparing contracts for construction. 2.4 CONSTRUCTION PHASE—ADMINISTRATION OF THE CONSTRUCTION CONTRACT 2.4.1 The Architect's responsibility to provide Basic Services for the Construction Phase under this Agreement commences with the award of the Contract for Construction and terminates at the earlier of issuance to the Owner of the final Certificate for Payment or 60 days after the date of Substantial Completion of the Work. 2.4.2 The Architect shall provide administration of the Con- tract for Construction as set forth below and in the edition of AIA Document A201, General Conditions of the Contract for Construction, current as of the date of this Agreement. 2.4.3 Duties, responsibilities and limitations of authority of the Architect shall not be restricted, modified or extended without written agreement of the Owner and Architect with consent of the Contractor, which consent shall not be unreasonably withheld. 2.4.4 The Architect shall be a representative of and shall advise and consult with the Owner (1) during construction until final payment to the Contractor is due and (2) as an Additional Ser- vice at the Owner's direction from time to time during the cor- rection period described in the Contract for Construction. 2.4.5 The Architect shall visit the site at intervals appropriate to the stage of construction or as otherwise agreed by the Owner and Architect in writing to become generally familiar with the progress and quality of the Work completed and to determine in general if the Work is being performed in a man- ner indicating that the Work when completed will be in accor- dance with the Contract Documents. However, the Architect shall not be required to make exhaustive or continuous on-site inspections to check the quality or quantity of the Work. On the basis of on-site observations as an architect, the Architect shall keep the Owner informed of the progress and quality of the Work, and shall endeavor to guard the Owner against defects and deficiencies in the Work. (More extensive site representation may be agreed to as an Additional Service, as described in Paragraph 3.2 ) 2.4.6 The Architect shall not have control over or charge of and shall not be responsible for construction means, methods, techniques, sequences or procedures, or for safety precautions and programs in connection with the Work, since these are solely the Contractor's responsibility under the Contract for Construction. The Architect shall not be responsible for the Contractor's schedules or failure to carry out the Work in accordance with the Contract Documents. The Architect shall not have control over or charge of acts or omissions of the Contractor, Subcontractors, or their agents or employees, or of any other persons performing portions of the Work. 2.4.7 The Architect shall at all times have access to the Work wherever it is in preparation or progress. 2.4.8 Based on the Architect's observations and evaluations of the Contractor's Applications for Payment, the Architect shall review and certify the amounts due the Contractor 2.4.9 The Architect's certification for payment shall constitute a representation to the Owner, based on the Architect's obser- vations at the site as provided in Subparagraph 2 4 5 and on the AIA DOCUMENT 8151 • ABBREVIATED OWNER -ARCHITECT AGREEMENT • THIRD EDITION • AIA° • ©1987 THE AMERICAN INSTITUTE OF ARCHITECTS, 1735 NEW YORK AVENUE, N.W., WASHINGTON, D C. 20006 WARNING: Unlicensed photocopying violates U.S. copyright laws and is subject to legal prosecution. B151-1987 2 data comprising the Contractor's Application for Payment, that the Work, to the best of the Architect's knowledge, informa- tion and belief, has progressed to the point indicated and that quality of the Work is in accordance with the Contract Docu- ments The issuance of a Certificate for Payment shall not be a representation that the Architect has (1) made exhaustive or continuous on-site inspections to check the quality or quantity of the Work, (2) reviewed construction means, methods, tech- niques, sequences or procedures, (3) reviewed copies of requi- sitions received from Subcontractors and material suppliers and other data requested by the Owner to substantiate the Contrac- tor's right to payment or (4) ascertained how or for what pur- pose the Contractor has used money previously paid on account of the Contract Sum. 2.4.10 The Architect shall have authority to reject Work which does not conform to the Contract Documents and will have authority to require additional inspection or testing of the Work whenever, in the Architect's reasonable opinion, it is necessary or advisable for the implementation of the intent of the Contract Documents. 2.4.11 The Architect shall review and approve or take other appropriate action upon Contractor's submittals such as Shop Drawings, Product Data and Samples, but only for the limited purpose of checking for conformance with information given and the design concept expressed in the Contract Documents. The Architect's action shall be taken with such reasonable promptness as to cause no delay The Architect's approval of a specific item shall not indicate approval of an assembly of which the item is a component. When professional certification of performance characteristics of materials, systems or equip- ment is required by the Contract Documents, the Architect shall be entitled to rely upon such certification to establish that the materials, systems or equipment will meet the performance criteria required by the Contract Documents. 2.4.12 The Architect shall prepare Change Orders and Con- struction Change Directives, with supporting documentation and data if authorized or confirmed in writing by the Owner as provided in Paragraphs 3 1 and 3 3, for the Owner's approval and executicm in acc.ordance .: rth the. Contact Documents, n and may authorize minor changes in the Work not involving an adjustment in the Contract Sum or an extension of the Contract Time which are not inconsistent with the intent of the Contract Documents. 2.4.13 The Architect shall conduct inspections to determine the dates of Substantial Completion and final completion and shall issue a final Certificate for Payment. 2.4.14 The Architect shall interpret and decide matters con- cerning performance of the Owner and Contractor under the requirements of the Contract Documents on written request of either the Owner or Contractor The Architect's response to such requests shall be made with reasonable promptness and within any time limits agreed upon. When making such inter- pretations and initial decisions, the Architect shall endeavor to secure faithful performance by both Owner and Contractor, shall not show partiality to either, and shall not be liable for results of interpretations or decisions so rendered in good faith. ARTICLE 3 ADDITIONAL SERVICES 3.1 Additional Services shall be provided if authorized or con- firmed in writing by the Owner or if included in Article 12, and they shall be paid for by the Owner as provided in this Agree- ment Such Additional Services shall include, in addition to those described in Paragraphs 3.2 and 3 3, budget analysis, financial feasibility studies, planning surveys, environmental studies, measured drawings of existing conditions, coordina- tion of separate contractors or independent consultants, coor- dination of construction or project managers, detailed Con- striction. Cost estimates, quantity surveys, interior design, plan- ning of tenant or rental spaces, inventories of materials or equipment, preparation of record drawings, and any other ser- vices not otherwise included in this Agreernent under Basic Ser- vices or not customarily furnished in accordance with generally accepted architectural practice. 3.2 If more extensive representation at the site than is described in Subparagraph 2 4 5 is required, such ,additional project representation shall be provided and paid for as set forth in Articles 11 and 12 3.3 As an Additional Service in connection with Change Orders and Construction Change Directives, the Architect shall prepare Drawings, Specifications and other documentation and data, evaluate Contractor's proposals, and provide any other services made necessary by such Change Orders and Construc- tion Change Directives ARTICLE 4 OWNER'S RESPONSIBILITIES 4,1 The Owner shall provide full information, including a pro- gram which shall set forth the Owner's objectives, schedule, constraints, budget with reasonable contingencies, and criteria. 4.2 The Owner shall furnish surveys describing physical char- acteristics, legal limitations and utility locations for the site of Pro'e^t - legal description " the o and the .� a written l,.gau r . �. a.. wr vices of geotechnical engineers or other consultants when such services are requested by the Architect. 4.3 The Owner shall furnish structural, mechanical, chemical, air and water pollution tests, tests for hazardous materials, and other laboratory and environmental tests, inspections and reports required by law or the Contract Documents. 4.4 The Owner shall furnish all legal, accounting and insurance counseling services as may be necessary at any time for the Project, including auditing services the Owner may require to verify the Contractor s Applications for Payment or to ascertain how or for what purposes the Contractor has used the money paid by the Owner 4.5 The foregoing services, information, surveys and reports shall be furnished at the Owner's expense, and the Architect shall be entitled to rely upon the accuracy and completeness thereof. 4.6 Prompt written notice shall be given by the Owner to the Architect if the Owner becomes aware of any fault or defect in the Project or nonconformance with the Contract Documents. 4.7 The proposed language of certificates or certifications requested of the Architect or Architect's consultants shall be submitted to the Architect for review and approval at least 14 days prior to execution. 3 B151-1987 AIA DOCUMENT B151 a ABBREVIATED OWNER -ARCHITECT AGREEMENT a THIRD EDITION '' AIA° . ©1987 THE AMERICAN INSTITUTE OF ARCHITECTS, 1735 NEW YORK AVENUE, N.W , WASHINGTON, D C. 20006 WARNING: Unlicensed photocopying violates U.S. copyright Iaws and is subject to legal prosecution. data comprising the Contractor's Application for Payment, that the Work, to the best of the Architect's knowledge, informa- tion and belief. has progressed to the point indicated and that quality of the Work is in accordance with the Contract Docu- ments. The issuance of a Certificate for Payment shall not be a representation that the Architect has (1) made exhaustive or continuous on-site inspections to check the quality or quantity of the Work, (2) reviewed construction means, methods, tech- niques, sequences or procedures, (3) reviewed copies of requi- sitions received from Subcontractors and material suppliers and other data requested by the Owner to substantiate the Contrac- tor's right to payment or (4) ascertained how or for what pur- pose the Contractor has used money previously paid on account of the Contract Sum. 2.4.10 The Architect shall have authority to reject Work which does not conform to the Contract Documents and will have authority to require additional inspection or testing of the Work whenever, in the Architect's reasonable opinion, it is necessary or advisable for the implementation of the intent of the Contract Documents. 2.4.11 The Architect shall review and approve or take other appropriate action upon Contractor's submittals such as Shop Drawings, Product Data and Samples, but only for the limited purpose of checking for conformance with information given and the design concept expressed in the Contract Documents. The Architect's action shall be taken with such reasonable promptness as to cause no delay. The Architect's approval of a specific item shall not indicate approval of an assembly of which the item is a component. When professional certification of performance characteristics of materials, systems or equip- ment is required by the Contract Documents, the Architect shall be entitled to rely upon such certification to establish that the materials, systems or equipment will meet the performance criteria required by the Contract Documents. 2.4.12 The Architect shall prepare Change Orders and Con- struction Change Directives, with supporting documentation and data if authorized or confirmed in writing by the Owner as provided in Paragraphs 3.1 and 3.3, for the Owner's approval and execution in accordance with the Contract Documents, and may authorize minor changes in the Work not involving an adjustment in the Contract Sum or an extension of the Contract Time which are not inconsistent with the intent of the Contract Documents. 2.4.13 The Architect shall conduct inspections to determine the dates of Substantial Completion and final completion and shall issue a final Certificate for Payment. 2.4.14 The Architect shall interpret and decide matters con- cerning performance of the Owner and Contractor under the requirements of the Contract Documents on written request of either the Owner or Contractor The Architect's response to such requests shall be made with reasonable promptness and within any time limits agreed upon. When making such inter- pretations and initial decisions, the Architect shall endeavor to secure faithful performance by both Owner and Contractor, shall not show partiality to either, and shall not be liable for results of interpretations or decisions so rendered in good faith. ARTICLE 3 ADDITIONAL SERVICES 3.1 Additional Services shall be provided if authorized or con- firmed in writing by the Owner or if included in Article 12, and •� they shall be paid for by the Owner as provided in this Agree- ment. Such Additional Services shall include, in addirsDn to those described in Paragraphs 3.2 and 3.3, budget ar.:a':vsis, financial feasibility studies, planning surveys, environmental studies, measured drawings of existing conditions, coc rdina- tion of separate contractors or independent consultants. coor- dination of construction or project managers, detailed Con- struction Cost estimates, quantity surveys, interior design. plan- ning of tenant or rental spaces. inventories of mater.2.1s or equipment, preparation of record drawings, and any otre" ser- vices not otherwise included in this Agreement under Basi; Ser- vices or not customarily furnished in accordance with generally accepted architectural practice. 3.2 If more extensive representation at the site roman is described in Subparagraph 2 4 5 is required, such additional project representation shall be provided and paid for as set forth in Articles 11 and 12 3.3 As an Additional Service in connection with Change Orders and Construction Change Directives, the Archite= shall prepare Drawings, Specifications and other documentation and data, evaluate Contractor's proposals, and provide any- other services made necessary by such Change Orders and Construc- tion Change Directives. ARTICLE 4 OWNER'S RESPONSIBILITIES 4.1 The Owner shall provide full information, including a pro- gram which shall set forth the Owner's objectives, schedule, constraints, budget with reasonable contingencies, and cn2eria. 4.2 The Owner shall furnish surveys describing physical char- acteristics, legal limitations and utility locations for the site of the Project, a written legal description of the site and the ser- vices of geotechnical engineers or other consultants when such services are requested by the Architect. 4.3 The Owner shall furnish structural, mechanical, chemo ical. air and water pollution tests. tests for hazardous materiae. and other laboratory and environmental tests, inspections and reports required by law or the Contract Documents. 4.4 The Owner shall furnish all legal, accounting and inst. rance counseling services as may be necessary at any time for the Project, including auditing services the Owner may req ire to verify the Contractor's Applications for Payment or to ascertain how or for what purposes the Contractor has used the money paid by the Owner 4.5 The foregoing services. information, surveys and sports shall be furnished at the Owner's expense, and the Art,.itect shall be entitled to rely upon the accuracy and complereness thereof. 4.6 Prompt written notice shall be given by the Owner o the Architect if the Owner becomes aware of any fault or defect in the Project or nonconformance with the Contract Dociir-)ents. 4.7 The proposed language of certificates or certifications requested of the Architect or Architect's consultants scall be submitted to the Architect for review and approval at least 14 days prior to execution. 3 B151-1987 AIA DOCUMENT B151 • ABBREVIATED OWNER -ARCHITECT AGREEMENT • THIRD EDITION • AIA° • ' 1987 THE AMERICAN INSTITUTE OF ARCHITECTS, 1735 NEW YORK AVENUE, N.W., WASHINGTON, D C. 20006 WARNING:^Unlicensed photocopying violates U.S. copyright laws and is subject to legal prosecution. ARTICLE 5 CONSTRUCTION COST 5.1 DEFINITION 5.1.1 The Construction Cost shall be the total cost or esti- mated cost to the Owner of all elements of the Project designed or specified by the Architect. 5.1.2 The Construction Cost shall include the cost at current market rates of labor and materials furnished by the Owner and equipment designed, specified, selected or specially provided for by the Architect, plus a reasonable allowance for the Con- tractor's overhead and profit. In addition, a reasonable allow- ance for contingencies shall be included for market conditions at the time of bidding and for changes in the Work during construction. 5.1.3 Construction Cost does not include the compensation of the Architect and Architect's consultants, the costs of the land, rights-of-way, financing or other costs which are the respon- sibility of the Owner as provided in Article 4. 5.2 RESPONSIBILITY FOR CONSTRUCTION COST 5.2.1 It is recognized that neither the Architect nor the Owner has control over the cost of labor, materials or equipment, over the Contractor's methods of determining bid prices, or over competitive bidding, market or negotiating conditions. Accord- ingly, the Architect cannot and does not warrant or represent that bids or negotiated prices will not vary from any estimate of Construction Cost or evaluation prepared or agreed to by the Architect. 5.2.2 No fixed limit of Construction Cost shall be established as a condition of this Agreement by the furnishing, proposal or establishment of a Project budget, unless a fixed limit has been agreed upon in writing and signed by the parties hereto Fixed limits, if any, shall be increased in the amount of an increase in the Contract Sum occurring after execution of the Contract for Construction. 5.2.3 Any Project budget or fixed limit of Construction Cost may be adjusted to reflect changes in the general level of prices in the construction industry between the date of submission of the Construction Documents to the Owner and the date on which proposals are sought. 5.2.4 If a fixed limit of Construction Cost is exceeded by the lowest bona fide bid or negotiated proposal, the Owner shall. .1 give written approval of an increase in such fixed limit, .2 authorize rebidding or renegotiating of the Project within a reasonable time; .3 if the Project is abandoned, terminate in accordance with Paragraph 8.3, or .4 cooperate in revising the Project scope and quality as required to reduce the Construction Cost. 5.2.5 If the Owner chooses to proceed under Clause 5.2 4.4, the Architect, without additional charge, shall modify the Con- tract Documents as necessary to comply with the fixed limit, if established as a condition of this Agreement. The modification of Contract Documents shall be the limit of the Architect's responsibility arising out of the establishment of a fixed limit. The Architect shall be entitled to compensation in accordance with this Agreement for all services performed whether or not the Construction Phase is commenced. ARTICLE 6 USE OF ARCHITECT'S DRAWINGS, SPECIFICATIONS AND OTHER DOCUMENTS 6.1 The Drawings, Specifications and other documents pre- pared by the Architect for this Project are instruments of the Architect's service for use solely with respect to this Project, and the Architect shall be deemed the author of these docu- ments and shall retain all common law, statutory and other reserved rights, including the copyright. The Owner shall be permitted to retain copies, including reproducible copies, of the Architect's Drawings, Specifications and other documents for information and reference in connection with the Owner's use and occupancy of the Project. The Architect's Drawings, Specifications or other documents shall not be used by the Owner or others on other projects, for additions to this Project or for completion of this Project by others, unless the Architect is adjudged to be in default under this Agreement, except by agreement in writing and with appropriate compensation to the Architect. 6.2 Submission or distribution of documents to meet official regulatory requirements or for similar purposes in connection with the Project is not to be construed as publication in deroga- tion of the Architect's reserved rights. ARTICLE 7 ARBITRATION 7.1 Claims, disputes or other matters in question bet' -en the parties to this Agreement arising out of or relating to is Agree- ment or breach thereof shall be subject to and dec'oed by arbi- tration in accordance with the Construction In. stry Arbitra- tion Rules of the American Arbitration Associa on currently in effect unless the parties mutually agree oth- • ise. No arbitra- tion arising out of or relating to this Agree nt shall include, by consolidation, joinder or in any other anner, an additional person or entity not a party to this Agrement, except by writ- ten consent containing a specific re ' rence to this Agreement signed by the Owner, Architect, an any other person or entity sought to be joined. Consent to . bitration involving an addi- tional person or entity shall t constitute consent to arbitra- tion of any claim, dispute •r other matter in question not described in the written nsent. The foregoing agreement to arbitrate and other agr -ments to arbitrate with an additional person or entity dul consented to by the parties to this Agree- ment shall be spec' scally enforceable in accordance with appli- cable law in an court having jurisdiction thereof. 7.2 In no e --nt shall the demand for arbitration be made after the date en institution of legal or equitable proceedings based o such claim, dispute or other matter in question would be bared by the applicable statutes of limitations. 7.3 he award rendered by the arbitrator or arbitrators shall be al, and judgment may be entered upon it in accordance with pplicable law in any court having jurisdiction thereof. ARTICLE 8 TERMINATION, SUSPENSION OR ABANDONMENT 8.1 This Agreement may be terminated by either party upon not less than seven days' written notice should the other party AIA DOCUMENT 8151 • ABBREVIATED OWNER -ARCHITECT AGREEMENT • THIRD EDITION • AIA® • ©1987 THE AMERICAN INSTITUTE OF ARCHITECTS, 1735 NEW YORK AVENUE, N.W., WASHINGTON, D C. 20006 WARNING: Unlicensed photocopying violates U.S. copyright laws and is subject to legal prosecution. B151-1987 4 fait substantially to perform in accordance with the tprmc of chic Agreement through no fault of the party initiating the ter- mination. 8.2 If the Project is suspended by the Owner for more than 30 consecutive days, the Architect shall be compensated for ser- vices performed prior to notice of such suspension. When the Project is resumed, the Architect's compensation shall be equit- ably adjusted to provide for expenses incurred in the interrup- tion and resumption of the Architect's services. 8.3 This Agreement may be terminated by the Owner upon not less than seven days' written notice to the Architect in the event that the Project is permanently abandoned. If the Project is abandoned by the Owner for more than 90 consecutive days, the Architect may terminate this Agreement by giving written notice. 8.4 Failure of the Owner to make payments to the Architect in accordance with this Agreement shall be considered substantial nonperformance and cause for termination. 8.5 If the Owner fails to make payment when due the Archi- tect for services and expenses, the Architect may, upon seven days' written notice to the Owner, suspend performance of ser- vices under this Agreernent. Unless payment in full is received by the Architect within seven days of the date of the notice, the suspension shall take effect without further notice. In the event of a suspension of services, the Architect shall have no liability to the Owner for delay or damage caused the Owner because of such suspension of services. 8.6 In the event of termination not the fault of the Architect, the Architect shall be compensated for services performed prior to termination, together with Reimbursable Expenses then due and all Termination Expenses. 8.7 Termination Expenses are in addition to compensation for Basic and Additional Services, and include expenses which are directly attributable to termination. ARTICLE 9 MISCELLANEOUS PROVISIONS 9.1 Unless otherwise provided, this Agreement shall be gov- erned by the law of the principal place of business of the Architect. 9.2 Terms in this Agreement shall have the same meaning as those in AIA Document A201, General Conditions of the Con- tract for Construction, current as of the date of this Agreement. 9.3 Causes of action between the parties to this Agreement pertaining to acts or failures to act shall be deemed to have accrued and the applicable sta.tui.es of limitations shall com- mence to run not later than either the date of Substantial Com- pletion for acts or failures to act occurring prior to Substantial Completion, or the date of issuance of the final Certificate for Payment for acts or failures to act occurring after Substantial Completion. 9.4 The Owner and Architect waive all rights against each other and against the contractors, consultants, agents and employees of the other for damages, but only to the extent covered by property insurance during construction, except such rights as they may have to the proceeds of such insurance as set forth in the edition of AIA Document A201, General Con- ditions of the Contract for Construction, current as of the date of this Agreement. The Owner and Architect each shall require similar waivers from their contractors, consultants and agents. 9.5 The Owner and Architect, respectively, bind themselves, their partners, successors, assigns and legal representatives to the other party to this Agreement and to the partners, suc- cessors, assigns and legal representatives of such ocher party with respect to all covenants of this Agreement. Neither Owner nor Architect shall assign this Agreement without the written consent of the other 9.6 This Agreement represents the entire and integrated agree- ment between the Owner and Architect and supersedes all prior negotiations, representations or agreements, either writ- ten or oral. This Agreement may be amended only by written instrument signed by both Owner and Architect. 9.7 Nothing contained in this Agreement shall create a contrac- tual relationship with or a cause of action in favor of a third party against either the Owner or Architect. 9.8 The Architect and Architect's consultants shall have no responsibility for the discovery, presence, handling, removal or disposal of or exposure of persons to hazardous materials in any form at the Project site, including but not limited to asbestos, asbestos products, polychlorinated biphenyl (PCB) or other toxic substances. ARTICLE 10 PAYMENTS TO THE ARCHITECT 10.1 DIRECT PERSONNEL EXPENSE: 10.1.1 Direct Personnel Expense is defined as the direct salaries of the Architect's personnel engaged on the P roject and the portion of the cost of their mandatory and customary con- tributions and benefits related thereto such as employment taxes and other statutory employee benefits, insurance, sick leave, holidays, vacations, pensions and similar contributions and benefits. 10.2 REIMBURSABLE EXPENSES 10.2.1 Reimbursable Expenses include expenses incurred by the Architect in the interest of the Project for .11 expense of transportation and living expenses in con- nection with out-of-town travel authorized by the Owner; .2 long-distance communications, . 3 fees paid for securing approval of authorities having jurisdiction over the Project, .4 reproductions, . 5 postage and handling of Drawings and Specifications; .6 expense of overtime work requiring higher than regu- lar rates, if authorized by the Owner, .7 renderings and rnodels requested by the Owner; .8 expense of additional insurance coverage or limits, including professional liability nsurance, requested by the Owner in excess of that normally carried by the Architect and Architect's consultants, and .9 expense of computer-aided design and drafting equip- ment time when used in connection with the Project. AIA DOCUMENT B151 ® ABBREVIATED OWNER -ARCHITECT AGREEMENT • THIRD EDITION > AIA° ® ©1987 81511987 THE AMERICAN INSTITUTE OF ARCHITECTS. 1735 NEW YORK AVENUE, N.W., WASHINGTON, D C. 20006 WARNING: Unlicensed photocopying violates U.S. copyright laws and is subject to legal prosecution. fail substantially to perform in accordance with the terms of this Agreement through no fault of the party initiating the ter- mination. 8.2 If the Project is suspended by the Owner for more than 30 consecutive days, the Architect shall be compensated for ser- vices performed prior to notice of such suspension. When the Project is resumed, the Architect's compensation shall be equit- ably adjusted to provide for expenses incurred in the interrup- tion and resumption of the Architect's services. 8.3 This Agreement may be terminated by the Owner upon not less than seven days' written notice to the Architect in the event that the Project is permanently abandoned. If the Project is abandoned by the Owner for more than 90 consecutive days, the Architect may terminate this Agreement by giving written notice. 8.4 Failure of the Owner to make payments to the Architect in accordance with this Agreement shall be considered substantial nonperformance and cause for termination. 8.5 If the Owner fails to make payment when due the Archi- tect for services and expenses, the Architect may, upon seven days' written notice to the Owner, suspend performance of ser- vices under this Agreement. Unless payment in full is received by the Architect within seven days of the date of the notice, the suspension shall take effect without further notice. In the event of a suspension of services, the Architect shall have no liability to the Owner for delay or damage caused the Owner because of such suspension of services. 8.6 In the event of termination not the fault of the Architect, the Architect shall be compensated for services performed prior to termination, together with Reimbursable Expenses then due and all Termination Expenses. 8.7 Termination Expenses are in addition to compensation for Basic and Additional Services, and include expenses which are directly attributable to termination. ARTICLE 9 MISCELLANEOUS PROVISIONS 9.1 Unless otherwise provided, this Agreement shall be gov- erned by the law of the principal place of business of the Architect. 9.2 Terms in this Agreement shall have the same meaning as those in AIA Document A201, General Conditions of the Con- tract for Construction, current as of the date of this Agreement. 9.3 Causes of action between the parties to this Agreement pertaining to acts or failures to act shall be deemed to have accrued and the applicable statutes of limitations shall com- mence to run not Later than either the date of Substantial Com- pletion for acts or failures to act occurring prior to Substantial Completion, or the date of issuance of the final Certificate for Payment for acts or failures to act occurring after Substantial Completion. 9.4 The Owner and Architect waive all rights against each other and against the contractors, consultants, agents and employees of the other for damages, but only to the extent covered by property insurance during construction, except such rights as they may have to the proceeds of such insurance as set forth in the edition of AIA Document A201, General Con- ditions of the Contract for Construction, current as of the date of this Agreement. The Owner and Architect each shall require similar waivers from their contractors, consultants and agents. 9.5 The Owner and Architect, respectively, bind themselves, their partners, successors, assigns and legal representatives to the other party to this Agreement and to the partners, suc- cessors, assigns and legal representatives of such other party with respect to all covenants of this Agreement. Neither Owner nor Architect shall assign this Agreement without the written consent of the other 9.6 This Agreement represents the entire and integrated agree- ment between the Owner and Architect and supersedes all prior negotiations, representations or agreements, either writ- ten or oral. This Agreement may be amended only by written instrument signed by both Owner and Architect. 9.7 Nothing contained in this Agreement shall create a contrac- tual relationship with or a cause of action in favor of a third party against either the Owner or Architect. 9.8 The Architect and Architect's consultants shall have no responsibility for the discovery, presence, handling, removal or disposal of or exposure of persons to hazardous materials in any form at the Project site, including but not limited to asbestos, asbestos products, polychlorinated biphenyl (PCB) or other toxic substances. ARTICLE 10 PAYMENTS TO THE ARCHITECT 10.1 DIRECT PERSONNEL EXPENSE 10.1.1 Direct Personnel Expense is defined as the direct salaries of the Architect's personnel engaged on the Project and the portion of the cost of their mandatory and customary con- tributions and benefits related thereto, such as employment taxes and other statutory employee benefits, insurance, sick leave, holidays, vacations, pensions and similar contributions and benefits. 10.2 REIMBURSABLE EXPENSES 10.2.1 Reimbursable Expenses include expenses incurred by the Architect in the interest of the Project for: .1 expense of transportation and living expenses in con- nection with out-of-town travel authorized by the Owner; .2 long-distance communications; .3 fees paid for securing approval of authorities having jurisdiction over the Project; .4 reproductions; .5 postage and handling of Drawings and Specifications; .6 expense of overtime work requiring higher than regu- lar rates, if authorized by the Owner; .7 renderings and models requested by the Owner; .8 expense of additional insurance coverage or limits, including professional liability insurance, requested by the Owner in excess of that normally carried by the Architect and Architect's consultants; and .9 expense of computer-aided design and drafting equip- ment time when used in connection with the Project. 5 B151-1987 AIA DOCUMENT 8151 • ABBREVIATED OWNER -ARCHITECT AGREEMENT • THIRD EDITION • AIA® • 01987 THE AMERICAN INSTITUTE OF ARCHITECTS, 1735 NEW YORK AVENUE, N.W., WASHINGTON, D.C. 20006 WARNING: Unlicensed photocopying violates U.S. copyright laws and is subject to legal prosecution. 10.3 PAYMENTS ON ACCOUNT OF BASIC SERVICES 10.3.1 An initial payment as set forth in Paragraph 11 1 is the minimum payment under this Agreement. 10.3.2 Subsequent payments for Basic Services shall be made monthly and, where applicable, shall be in proportion to ser- vices performed within each phase of service. 10.3.3 If and to the extent that the time initially established in Subparagraph 11.5 1 of this Agreement is exceeded or ex- tended through no fault of the Architect, compensation for any services rendered during the additional period of time shall be computed in the manner set forth in Subparagraph 11.3.2 10.3.4 When compensation is based on a percentage of Con- struction Cost and any portions of the Project are deleted or otherwise not constructed, compensation for those portions of the Project shall be payable to the extent services are per- formed on those portions, in accordance with the schedule set forth in Subparagraph 11.2.2, based on (1) the lowest bona fide bid or negotiated proposal, or (2) if no such bid or proposal is received, the most recent preliminary estimate of Construction Cost or detailed estimate of Construction Cost for such por- tions of the Project. 10.4 PAYMENTS ON ACCOUNT OF ADDITIONAL SERVICES AND REIMBURSABLE EXPENSES 10.4.1 Payments on account of the Architect's Additional Ser- vices and for Reimbursable Expenses shall be made monthly upon presentation of the Architect's statement of services rendered or expenses incurred. 10.5 PAYMENTS WITHHELD 10.5.1 No deductions shall be made from the Architect's com- pensation on account of sums withheld from payments to contractors. ARTICLE 11 BASIS OF COMPENSATION The Owner shall compensate the Architect as follows: 11.1 AN INITIAL PAYMENT OF zero Dollars ($ 0.00 shall be made upon execution of this Agreement and credited to the Owner's account at final payment. 11.2 BASIC COMPENSATION 11.2.1 FOR BASIC SERVICES, as described in Article 2, and any other services included in Article 12 as part of Basic Services, Basic Compensation shall be computed as follows: (Insert basis of compensation, including stipulated sums, multiples or percentages, and identify phases to which particular methods of compensation apply, if necessary ) Fees for Basic Services shall be on a time and expense basis, not to exceed $20,000.00 for the City Hall Space Reallocation Plan and not to exceed $25,000.00 for the Yakima Police CCNU Office Space Improvements without prior written authorization from the City Manager. For Scope of Work covered by Basic Services and further explanation of fees see Attachment A and B 11.2.2 Where compensation is based on a stipulated sum or percentage of Construction Cost, progress payments for Basic Services in each phase shall total the following percentages of the total Basic Compensation payable: (Insert additional phases as appropriate.) N/A Design Phase: Construction Documents Phase: Construction Phase: Total Basic Compensation. percent ( %) percent ( %) percent ( %) one hundred percent (100%) AIA DOCUMENT 8151 • ABBREVIATED OWNER -ARCHITECT AGREEMENT • THIRD EDITION • AIA® • ©1987 THE AMERICAN INSTITUTE OF ARCHITECTS, 1735 NEW YORK AVENUE, N.W., WASHINGTON, D C. 20006 WARNING: Unlicensed photocopying violates U.S. copyright laws and is subject to legal prosecution. B151-1987 6 11.3 COMPENSATION FOR ADDITIONAL SERVICES 11.3.1 FOR PROJECT REPRESENTATION BEYOND BASIC SERVICES, as described in Paragraph 3.2, compensation shall be computed as follows. On a time and expense basis. Billing Rates shall be as follows: Principals Professional Associates Technical Clerical $85.00 per hour $65.00 per hour $40 00 per hour $35.00 per hour Expenses shall be billed at 1 1 time actual invoice 11.3.2 FOR ADDITIONAL SERVICES OF THE ARCHITECT provided under Article 3 or identified in Article 12, compensation shall be computed as follows. (Insert basis of compensation, including rates and/or multiples of Direct Personnel Expense for Principals and employees, ars{ identify Principals and classify employees, if required. Identify specific services to which particular methods of compensation apply if necessary ) On a time and expense basis. Billing Rates shall be as follows: Principals Professional Associates Technical Clerical $85 00 per hour $65.00 per hour $40.00 per hour $35.00 per hour Expenses shall be billed at 1 1 time actual invoice. 11.3.3 FOR ADDITIONAL SERVICES OF CONSULTANTS, including additional structural, mechanical and electrical engineering ser- vices and those provided under Article 3 or identified in Article 12 as part of Additional Services, a multiple of One and one-tenth ( 1 1 ) times the amounts billed to the Architect for such services (Identify specific types of consultants in Article 12. if required.) 11.4 REIMBURSABLE EXPENSES 11.4.1 FOR REIMBURSABLE EXPENSES, as described in Paragraph 10.2, and any other items included in Article 12 as Reimbursable Expenses, a multiple ofOne and interest ( 1.1 ) times the expenses incurred by the Architect, the Architect's employees and cons tants in t e of the Project. 11.5 ADDITIONAL PROVISIONS 11.5.11 _IF THE BASIC SERVICES covered by this Agreement have not been completed within ( ) months of the date hereof, through no fault of the Architect, extension of the Architect's services beyond that time shall be compensated as provided in Subparagraphs 10 3 3 and 11.3.2 11.5.2 Payments are due and payable Thirty ( 30 ) days from the date of the Architect's invoice. Amounts unpaid Sixty ( 60 ) days after the invoice date shall bear interest at the rate entered below, or in the absence thereof at the legal rate prevailing from time to time at the principal place of business of the Architect. (Insert rate of interest agreed upon.) Twelve 1.5% per month. (Usury laws and requirements under the Federal Truth in Lending Act, similar state and local consumer credit lass and other- regulations at the Owner s and Archi- tect s principal places of business, the location of the Project and elsewhere may affect the validity of this provision. Specific legal advice should he obtained with respect to deletions or modifications, and also regarding requirements such as written disclosures or waivers.) 11.5.3 The rates and multiples set forth for Additional Services shall be annually adjusted in accordance with normal salary review practices of the Architect. AIA DOCUMENT B151 ® ABBREVIATED OWNER -ARCHITECT AGREEMENT • THIRD EDITION • AIA® o ©1987 THE AMERICAN INSTITUTE OF ARCHITECTS, 1735 NEW YORK AVENUE. N.W., WASHINGTON. D C. 20006 WARNING: Unlicensed photocopying violates U.S. copyright laws and is subiect to legal prosecution. B151-1987 7 ARTICLE 12 OTHER CONDITIONS OR SERVICES (Insert descriptions of other services, identify Additional Services included within Basic Compensation and modifications to the payment and compensation terns included in this Agreement.) Supplementary Conditions' The following provisions are made a part of this Contract: Article 7. Delete in its entirety. 11.2.1 For further definition of Scope of Work refer to Attachment "A" City Hall Space Planning Study dated 6/25196 and Attachment "B" CCNU Office Space Improvements dated 6/27/96. This Agreement entered into as of the day and year first written above OWNER -City of Yakima (Signature) D1Ck Zais, City ATTEST: Manager (Printed name and title) City Clerk 7/5/96 (Printed name and title) CAUTi©N: You should sign an original AIA document which has this caution printed in red. An original assures that changes will not be obscured as may occur when documents are reproduced. AIA DOCUMENT B151 • ABBREVIATED OWNER -ARCHITECT AGREEMENT • THIRD EDITION • AIA° • ©1987 T E AMERICAN INS,(' • CHITECTS, 1735 NEW YORK AVENUE, N.W., WASHINGTON, D C. 20006 VITT CONTRACT NO: RESlOR RG! B151-1987 8 ATTACHMENT "A" June 25, 1996 Fred French City of Yakima Engineering Department 129 North 2nd Street Yakima, WA 98901 Re: City Hall Space Planning Study Project No. 1052.04 Dear Fred We are pleased to provide the following description of work for the space reallocation plan for City Hall. This will be your plan, not ours. That is, we will work closely with building users to develop a plan that meets the City's needs and is compatible with existing building constraints. Space Reallocation Tasks 1. Review previous studies and obtain copies of building construction documents. 2 Utilize 1996 space reallocation information already obtained from Divisions. Collect same from Divisions that have not yet responded. 3 Verify above information by comparison with current office space standards considered "industry standard". 4. Interview Division and Department heads with emphasis on criteria for location within the building such as public contact and need for adjacency to other Divisions. At the conclusion of each interview, we will tour each space and verify existing furniture and equipment location and size. 5. Distribute brief (two pages maximum) questionnaires to all employees with emphasis on space needs for equipment (computers, printers, similar items) and conferencing as well as general information (lunch room, locker room use, others as developed) 6. Prepare several layout alternatives giving differing weights to criteria: o Best solution to required adjacencies o Best solution to public access o Least -cost solution(s) o Solution(s) utilizing former jail space o Solution(s) to City Council Chambers space needs. Our intent is to build on information you have already gathered and supplement it with interviews, questionnaires and our knowledge of standard practices in office planning. Task 5, Questionnaires, will be in an easy to answer "yes -no -multiple choice" format to ensure the largest percentage of return. We will develop questions with you for consistency, compatibility with existing employee bargaining requirements and to gain the broadest possible overview of employee F. French Letter 6125/96 p. 2 needs. Task 6, Layouts, will begin prior to completion of the previous tasks We anticipate at least 3 or 4 review points during layout preparation with revisions based on review input. In addition we anticipate reviews with the City Manager and City Council as appropriate, specifically concerning Council Chambers as well as overall building space solutions. Time We should allow 12 weeks to complete the process. We anticipate completing Tasks 1 through 5 during the first 4 to 6 weeks Our goal is to hold all interviews during a single week with obvious exceptions for time conflicts. Deliverables o Draft and final submission of space and adjacency requirements for each Division. Copies of employee questionnaires along with a synopsis of findings will be included. o Several drafts and final approved layout for entire building. This will be a "schematic plan", not documents required for bidding and construction o An explanation of methodology used to complete the space plan. o Projected costs and recommendations for plan implementation based on realistic budget and time constraints. o Brief, 2 page maximum, Executive Summary of the plan. We suggest a time and expense form of agreement with a maximum amount of $20,000 for the above described work. Expenses (reimbursibles) would include printing costs for multiple copies of the final space requirements/layout documents., a minor amount of time for our structural consultant, KPFF Consulting Engineers for the impact of wall removal and other potential concerns. We understand you are coordinating ongoing mechanical/electrical improvements separate from this effort. Long distance phone expenses and routine printing for interim reviews will not be charged as an expense Should we reach consensus at an early stage of layout development, the remaining fee amount can be reallocated for further project needs. s;�f kl e y �,,,, , obert A. Wardell, AIA Principal ATTACHMENT "B" June 27, 1996 Captain Doug Bronson Yakima Police Department 200 South 3rd Street Yakima, WA 98901 Re: CCNU Office Space Improvements Project No. 1052.03 Dear Doug We are pleased to provide the following scope of work for space improvements for the CCNU Office. Tasks include the following: Preliminary Design and Building Reconnaissance: 1 Review Department needs with Police and CCNU personnel. 2. Review existing building conditions, including investigation of existing mechanical and electrical systems, present building layout to determine structural support systems, and measuring of existing building. 3. Develop preliminary space layout options. 4 Review preliminary layouts with users. Select layout to be developed further. 5. Develop preliminary estimate of probable construction cost. Please note that at this time we have completed tasks 1-3 and 5. Design Development 1. Based on the preliminary design agreed upon in step 4 above, further develop the layout in detail, including layouts of permanent fixtures such as casework, locations of plumbing, furniture layouts to assure usability of space. 2. Develop "first passes" at necessary mechanical and electrical systems and upgrades. 3. Meet with users on a regular basis to discuss developing design and receive additional input. Choose and review all colors and materials with Owner. 4. Review design with City code officials to ensure compliance with applicable codes. 5 Develop more detailed estimate of probable construction cost. D. Bronson Letter 6/27/96 p. 2 Contract Documents 1 Prepare contract documents consisting of construction drawings and specifications based upon final approved design. 2. Prepare detailed estimate of probable construction cost. Bidding 1. Print and distribute documents to potential bidders. Answer bidding questions during the bidding period, conduct site walk-through, and issue addenda to the documents. 2. Review bids and make recommendation for acceptance. 3 Assist City in preparation of Construction Contract. Construction Administration 1. Conduct weekly meetings with contractor to review job progress, answer questions, settle issues which arise in the course of construction. Issue minutes of all meetings 2. Make decisions on changes to the project and document same. 3. Review and approve pay requests from the contractor Review and recommend items for change orders. 4. Conduct final inspections at project completion and recommend acceptance of the project. At this time we suggest a professional services agreement on a time and expense basis, not to exceed $25,000. Billing would be monthly, based on actual time spent. Reimbursibles (minimum electrical and structural consulting) would be billed at 1.1 times our cost. The maximum fee would include these consultants, but would not include printing costs for bid and construction documents. We would suggest use of a standard AIA Architect -Owner Agreement, with City modifications. We are aware that funds are limited and will continue to work to minimize construction cost. Should the scope expand to include work in the entire building or other unforeseen conditions arise we would request renegotiating this agreement to coincide with additional work. Our goal will be to control costs throughout the project, including our fees. •;.Wardell AIA President BUSINESS OF THE CITY COUNCIL YAKIMA, WASHINGTON AGENDA STATEMENT Item No. J 6 For Meeting of July 2, 1996 ITEM TITLE: Consultant Services Contract for Space Planning. SUBMITTED BY: Police Department, and Department. of Community and Economic Development CONTACT PERSON/TELEPHONE: Captain Doug Bronson / 575-6199 Fred French, City Engineer / 575-6096 SUMMARY EXPLANATION: The building at 202 South Second Street was purchased with council approval in 1995 to house the Yakima City - County Narcotics Unit, including investigators, prosecutors support staff, the National Guard Counter -Drug Task Force and confiscated vehicles. This location, directly across 2nd Street from the Police Station/Legal Center , made the building highly desirable to house this operation. As discussed at the time of purchase, renovation will be required to prepare this building for occupancy as office space. (continued) Resolution XX Ordinance _ Contract XX Other (Specify) Funding Source 342 Public Works Trust / Capital Facilities APPROVED FOR SUBMITTAL: City Manager STAFF RECOMMENDATION: Adopt the attached resolution authorizing the city manager and city clerk to sign the consultant agreement for space planning. BOARD/COMMISSION RECOMMENDATION: COUNCIL ACTION: Resolution No. R-96-88 The unit's personnel currently occupy offices vacated by the Police Department's Detective and Community Services Divisions located on the second floor of City Hall. Since the future use of the existing space is contingent upon the relocation of the narcotics unit, this remodeling project is a critical element of the City Hall space utilization study. The vacated police area in city hall should be utilized for the remaining City Hall tasks in the most efficient way possible. City Hall space has not been substantially changed for many years. The staff has expanded over the years and some staff has been housed in remote locations. Technology has also placed different demands on the building systems. The opportunity to make the most efficient use of the vacated space and update building systems to accommodate the future will not be repeated for years to come. The City Hall study will help us to be more functionally responsive to the public and other customers by planning the departmental locations and space allocation for the entire building. Additional staff is not contemplated with this study, however, space for expansion will be programmed into a plan for future implementation. Wardell Architects P.S. have been selected from the consultant roster to perform these two tasks. This work was contemplated in the 1996 budget, and the study cost is budgeted for 1996 in the Public Works Trust / Capital Facilities Fund (342). The cost is estimated to not exceed $45,000 for both plans. MEMORANDUM February 25,1997 TO: Mayor Lynn Buchanan Council members FROM: Glenn J. Valenzuela, Dir Fred French, Manager Leonard Hall, Manager t SUBJECT: City Hall Study The City Council agreed to contract with Wardell Architects for the purpose of an evaluation and recommendation of the current City Hall facility. The evaluation was to consider the usage of the vacated Police work stations and to develop recommendations for the Council to consider. The attached report has been reviewed by the City Manager, Finance Director, Director of Community & Economic Development, Code Administration Manager, and City Engineer. The report was developed using two major criteria: (1) Service to the public, and (2) space would be evaluated on current staffing levels with no expansion. The completed study presents t,o., for consideration: 1. Relocates Department second floor. Total cot Irk stations on the first and '5. 2. Relocates Departments all. Total cost is estimated at $3,348,582. ) The current facility (66,000 sqt .��t) is 48 years old. The City Council has approved in recent years a stepped up maintenance program which has improved the building. The structure is still structurally sound and generally in good repair. The City's annual budget appropriates approximately $400,000 for maintenance and repair. It is estimated that a renovation project will extend the life of the building another 40-50 years. The current facility and surrounding provides adequate parking for staff and the public. Staff recommends that Council consider the second option as the most efficient use of the current facility. Space planning and actual department assignments will be recommended as part of the detailed site plan. Staff is currently evaluating finance options and will provide the Council with a report shortly. Council may wish to establish a Council committee to review staff's initial recommendations. IPWA RDELL Architects P.S. YAKIMA CITY HALL STUDY December 27, 1996 January 30, 1997 Update (509) 453-3693 Fax (509) 453-1336 509 W. Chestnut, Yakima, WA 98902 IPWARDELL Architects P.S. YAKIMA CITY HALL STUDY December 27, 1996 January 30, 1997 Update (509) 453-3693 Fax (509) 453-1336 509 W. Chestnut, Yakima, WA 98902 TABLE OF CONTENTS 1. Executive Summary 2. Methodology 3. Yakima City Hall a. Existing Facility Description b. Code Issues c. Building Circulation d. Structural Issues e General Maintenance f. Asbestos Hazard g. Other Conditions 4. Space Requirements by Department 5. Adjacency Requirements 6. Existing and Recommended Building Layouts 7. Council Chamber Alternatives 8. Sequencing; Implementation by Phase 9. Costs 10. Engineering Reports 11. Appendix a. Layout Standards b. Questionnaire Sample and Tabulation The following are on file and available from the City Engineer's Office o Heating, Cooling and Air Flow Analysis of the Building o A copy of all staff questionnaires completed and returned o Cost estimate back-up data. 1. EXECUTIVE SUMMARY Wardell Architects was retained by the City of Yakima to develop a plan to optimize utilization of recently vacated police areas in the City Hall building and to improve efficiency of current workspaces. the City Hall is the City's "front door". Its primary purpose is to house offices and related spaces to serve the public. Serving the Public There are three "public service" areas currently in City Hall. o Financial Services are currently located on the first floor We recommend combining the Utility Billing counter and the Finance counter to eliminate "wrong counter" frustration for the public and, according to both department heads, improve internal functioning o The permit center, now on the second floor, is a part of the Engineering, Building Code Administration and Planning Divisions. Often, citizens need information from all three Divisions during the permitting process for a construction project. These Divisions should remain together with improved counter space, additional small conference rooms for meetings with the public involving confidential situations such as land acquisition, and improved shared reference areas. Expanded use of electronic media for public retrieval of land use information should be considered in detailed planning. Many of these systems are already in place o The Council Chambers and related City Manager/City Council offices are located on the first floor in spaces designed for the City's form of government prior to 1959, three full- time commissioners. Circulation is poor and the Chambers are inadequate for current use We have explored several alternatives ranging from minimum changes (new lighting and paint) to relocating the Council Chambers to the fourth floor. Our recommendation is to move the Council Chambers to the fourth floor. In addition we recommend adding an information desk at the intersection of the two public corridors on the first floor It is shown on the recommended layout plan. It would be an easily recognized point for information (the current sign and shared functions of the Clerk's counter is confusing). We suggest that the desk would be staffed by a current employee, performing other tasks as well. The use of volunteers, such as senior citizens, should also be considered. City Hall Building Condition and Potential The City Hall building is 48 years old. It is structurally sound and generally in good repair, Air handling systems need control systems upgrading and some distribution system modifications. Electrical service should be increased coupled with functional and energy savings improvements possible with new lighting throughout. Replacing old light fixtures will dramatically reduce heat loads in the building City Hall has been chronically under- air conditioned for years. New lighting fixtures will singlehandedly solve this problem. Renovation Strategies: Schemes A & B We have developed two schemes to both meet departmental space requirements and better utilize the building. Scheme A relocates certain departments to utilize former Police space on Floors 1 and 2. Scheme B utilizes the former Jail space (Floors 3 and 4), as well as the former Police space, allows relocation of Information Services to the second floor, and relocates Codes, Planning and Engineering to the first floor The second floor mechanical room is a serious hinderance to efficient space utilization for these divisions. The third and fourth floors, used for storage since jail facilities were transferred to the County some years ago, can be converted to office space at far less cost than constructing new space. Space needs, can be met for all departments currently housed in City Hall without use of Floors 3 and 4. However, no expansion space will be available, conference space will be limited, print shop and mail rooms will continue to be undersized and the Council Chamber cannot be properly upgraded. Utilizing the fourth floor makes this upgrade cost effective. It should be noted that the Council Chambers serve as a meeting place not only for regular Council sessions, but also for other City organizations and is often transformed into a studio for Community Access Television. Conflicts and Details The former police garage is prime real estate: o Parking enforcement needs it to park scooters overnight o Engineering needs it to park a vehicle that houses sensitive and expensive equipment o Animal Control (moving from former Fire Station #2) needs it to park their vehicles overnight o Purchasing needs to receive and possibly store materials prior to distributing them to departments. Our recommendation is to remember that City Hall is primarily an office building for the purpose of providing services to the citizens of Yakima. It is possible that most of these requests can be granted. However, alternatives of parking in the unsecured lot behind City Hall or at City Shop facilities should be considered for vehicles. Any significant storage of materials should be off-site. Use of the Basement; What to do with Storage... We recommend housing the City -County Narcotics Unit in the basement. This group is often in the field, and requires a discreet, secure location We recommend relocating Information Services to an above grade floor. The basement is not desirable for staff spending the entire day at their workstations. Storage of irreplaceable documents is not recommended in a space below street level because of the potential for flood damage. We suggest eventual off-site storage of critical documents, use of the basement for supplies and similar storage and a concerted program to store data electronically. How to Implement Our preliminary cost estimates are itemized by Departments and Divisions where appropriate. We suggest a phased approach over several years to spread costs over time and minimize disruption to functioning portions of the building. Alternative year by year cost programs have been developed from this cost base It should be noted that projected costs were developed utilizing many of the existing walls and rooms. It appears that only minimal compromise with programmed needs will be necessary to utilize significant portions of the existing layouts. In summary, the City Hall Building was well constructed and has many useful years of life left. Judicious reuse of space, coupled with upgraded communications systems, electrical systems, and air handling systems, will result in an efficient facility that serves staff well and, in turn, serves the public well. COUNCIL CHAMBERS CITY CLERK CITY MANAGER FINANCE t UTILITY BILLING INFORMATION SERVICES HUMAN RESOURCES ENGINEERING CODE5 PLANNING COMMUNITY DEVELOPMENT PURCHASING CCNU FITNESS CENTER STORAGE 47/ S SCHEME B RECOMMENDED LAYOUT STORAGE STORAGE ENGINEERING CODES PLANNING COMMUNITY DEVELOPMENT CCNU FINANCE 1 UTILITY BILLING PURCHASING HUMAN RESOURCES COUNCIL CHAMBERS CITY MANAGER CITY CLERK FITNESS CENTER INFORMATION SYSTEMS STORAGE EXISTING LAYOUT 2. METHODOLOGY The following steps were taken in the preparation of this study' o Previous studies were reviewed and current and original floor plans and construction documents obtained from City staff o 1996 space allocation forms prepared by City staff were obtained. The forms outlined departmental space requests based on the number of staff members, equipment, conference and other space needs. o Department heads were interviewed with emphasis on criteria for location within the building such as public contract requirements and need for adjacency to other departments. The space allocation form information was verified. o Brief questionnaires were distributed to all staff in the City Hall building. Information pertaining to conference needs, adjacency requirements to other departments and the public, and use of lunchroom/fitness center, was obtained o Area (square footage) needs for each department were developed from space allocation forms provided by each department, modified and verified from interviews, questionnaires and industry standards o Adjacency requirements (locations of departments in the building) were determined by the method described above, with the additional requirement of staged construction The goal is to minimize renovation work while areas are occupied (renovate before moving in) and minimize the number of moves for each department. o Layouts by department reflect the above outlined process. Alternates were reviewed several times with city representatives It should be noted that during the implementation of this recommended layout, departmental organization may change and detailed planning will lead to plan modification. o Structural mechanical and electrical consultants toured the building with city representatives and representatives of Wardell Architects. Their findings are contained in the study. 3. YAKIMA CITY HALL a. Existing Facility Description Yakima City Hall is a four story reinforced concrete framed building completed in 1949. The building has a full basement. Exterior walls are brick faced reinforced concrete Exterior dimensions of basement, first and second floors are 136'-4" (east -west) by 130'-6" (north -south), each having a gross area of approximately 17,792 SF. Third and fourth floors are set back from the west side of the building with approximate gross areas of 7,743 SF and 5,567 SF respectively A machine room penthouse of approximately 730 SF extends above the fourth floor roof Floors and roofs are reinforced concrete slabs supported by concrete joists and beams, in turn supported by a regular grid of reinforced concrete columns Columns are approximately 1'-5" square East -west column spacing is 19'-2" and north -south spacing is 18'-0" Stairway and elevator shaft walls and certain interior (shear) walls are reinforced concrete Most original interior partitions are constructed of pumice block according to the original drawings. Over the years some remodeling and rearrangement of spaces has taken place. Some partition walls have been removed and some added, presumably including some of wood stud construction Interior walls on the third and fourth floors, constructed as a jail facility, are a combination of reinforced concrete, masonry, steel plate and open steel bar assemblies. Existing vertical clearances and dimensions are as shown on the building section drawing in this report. Suspended ceilings are typically shown as acoustical tile over gypsum board supported by a system of steel channels. b. Code Issues 1994 Uniform Building Code (UBC) as amended by Washington State. Occupancy types: The majority of uses fall under Group B, which includes "Civil Administration" (I)BC Sec. 304.1). The City Council Chambers would be classed as Group A, Division 3, "assembly room with an occupant load of less than 300 without a legitimate stage ." Table 3-B requires no separation between A-3 and B occupancies. Building area (SF): Basement (17,791) First Floor 17,991 Second Floor 17,991 Third Floor 7,743 Fourth Floor 5.567 Total 48,892 (plus Basement) Location on property: Property lines are indicated as being located at the outside face of the building wall on all sides, except at the east side the wall is shown 3.-8" west of the alley right-of-way (ROW) The property adjoins streets and alleys on 3 sides. West (North 2nd Street) - 100' ROW North (East 'B' Street) - 80' ROW East (Alley) - 20' ROW The original property included a 19'-6" wide strip of land south of the existing building. This strip was sold to the adjacent bank and is currently being used for parking The property east of the alley and extending to North 3rd Street is owned by the City and is currently used for parking Type of construction/allowable area: Per UBC 504.2, the allowable area from Table 5-B may be doubled for buildings having more than one story Per UBC Sec. 505, the base allowable area may be increased 50% (multiplied by 1.5) due to 'separation on two sides' (public ways exceeding 20' wide on north and west.) This can be compounded with the increase for more than one story. With these increases the minimum base allowable area from Table 5-B must be at least: 48,892 divided by 2 divided by 1.5 = 16,297 SF From Table 5-B Types of Construction which allow 4 stories and 16,297 SF include Type l-F.R , Type II -F R., Type 11-1 hour, Type 111-1 hour and Type IV-H.T. Type IV-H.T. (heavy timber) is obviously not applicable. Construction Types I and 11 listed above require noncombustible construction, except that fire -retardant treated wood studs may be used in interior partitions. Type 111-1 hour construction permits use of untreated wood framing. It is presumed that existing construction elements generally can be classified as having a minimum of a 1 -hour fire resistance rating. It is also presumed that a minimum number of existing partition walls are framed with untreated wood. Renovation would eliminate most or all untreated wood framing. Exterior walls and openings for Construction Types: Exterior walls are typically 6" thick concrete clad with brick veneer. Overall thickness shown on drawings is approximately 11". It is likely that exterior wall construction can be shown to comply with requirements for a 4 -hour fire-resistant assembly Per Table 5-A, for A-3 and B occupancies of any type of construction, openings (windows and doors) in exterior walls are not permitted closer than 5 feet from a property line (or center line of an adjacent 'public way') For B occupancies of Type 1-F R., II-F.R. and 111-1 hour openings closer than 20 feet to a property line or center line of a 'public way' must be protected by a minimum 3/4 hour fire rated assembly. For B occupancies of Type 11-1 hour openings closer than 10 feet to a property line or center line of a 'public way' must be protected by a minimum 3/4 hour fire rated assembly If the center line of the alley east of the building is considered as the 'property line', construction of other than Type 11-1 hour would require windows and doors on the east side of the building to be 'protected'. Bringing the building into conformance with requirements for Type 11-1 hour construction appears to be reasonably achievable In this case, "protected" windows (steel frames and wire glass) would not be required. Fire protection systems: UBC Sec. 904.2.2 requires that the basement have an automatic fire sprinkler system due to the lack of openings (windows) in exterior walls. The building currently has an automatic sprinkler in the basement. UBC does not require fire sprinklers on the above grade floors. During implementation phases, consideration should be given for providing sprinklers throughout the building Fire separation requirements diminish significantly and planning flexibility increases in a sprinklered building UBC Sec. 904 3 requires electrically monitored automatic sprinkler system water control valves and water flow switches where the number of sprinklers is over 100. Standpipes: Table 9-A requires 4 story non-sprinklered buildings of Tess than 150 feet high to have Class I, 11, or 111 standpipes. The building appears to comply with existing standpipes. Current codes require smoke and fire detection and alarm systems that include both auditory and visual alarm warnings (high pitched siren and strobe lights). There is no system currently. Installation of fire and security systems should take place concurrently during renovation Exiting: UBC Table 10-A requires a minimum of two exits other than elevators for assembly areas having over 50 occupants and for office uses having over 30 occupants. Section 1003.1 requires that "occupants on stories above the first and in basements shall have access to not less than two separate exits from the story or basement" (including storage rooms of over 300 SF above the second floor) See Building Circulation section of this report. Per Sec. 1009.2, stairway enclosure walls "shall be of not less than two-hour fire resistive construction in buildings four or more stories in height..." Current stairways appear to comply with this requirement. Elevators: Current codes require an elevator lobby separated from adjacent space, pressurized elevator shafts to expel smoke or smoke tight doors that close over elevator doors in the event of a fire Adding elevator lobbies does not appear feasible, given existing building circulation. Pressurization or smoke doors are feasible. We recommend following the pressurization solution c. Building Circulation In general, public circulation works well with ample corridors, and departments are located by most visitors with minimum difficulty, although a number of respondents to the staff questionnaires said they often encounter "lost souls" in corridors. Signage should be improved with a general building information location easier to identify Staff circulation routes are poor; a result of crowding workstations into corridors (Clerk's Office, Human Resources and Purchasing) and a change in use of the building over time (inadequate circulation between Mayor, City Manager and City Council space) The multiple doors at the east end of the first floor lobby area that provided after-hours security between the 24-hour Police Operation and other City Hall functions should be removed to improve circulation. A second set of doors at the "B" Street entrance should be re -installed to create a weather vestibule. Elevator service is adequate at this time. Improvements to control systems and refurbishment of cabs should take place over time. If the 3rd and 4th floors are utilized for office space, the old Police elevator should have doors added at its back, adjacent to the current elevator Both cars, with new control systems, could then be programmed to serve calls in tandem, increasing capacity and decreasing waiting time significantly. Current building codes require that one stairway must exit directly outside, or outside via an exit corridor separated from adjacent spaces. The west stair at Second Street has some separation from the rest of the building, but does not meet code requirements. Smoke and/or fire could easily infiltrate the Second Street vestibule area. The 3rd and 4th floors are served by one exit stair and an exterior "Fire Escape" Fire escapes no longer meet exit code requirements Use of the 3rd and 4th floors for offices will require addition of a third stairway in the building. A corridor to the alley (east) wall can be extended from either the new stair or the existing stair just north of the elevators, meeting code requirements . d. Structural Issues The building appears sound and inspection reveals no significant settlement or structural deficiencies. An exception is the concrete floor framing at the old Police Garage. Reinforcing steel is exposed where concrete has deteriorated, most probably caused by years of automobile washing. Rust should be removed from the reinforcing steel, and an epoxy -type grout or similar repair technique used to restore cover for the steel. The floor should be sealed to prevent further moisture infiltration. e. General Maintenance The building is well maintained, with signs of wear primarily in the former Police spaces. Many floor coverings are nearing the end of their useful life Ceiling tiles have been repeatedly painted, severely reducing acoustical effectiveness. Light fixtures are of several designs and ages. Virtually all lighting is inefficient in terms of current energy use code parameters. The quality of light is generally poor. Power and phone/data systems have been pieced together and generally meet user needs. However, expanding computer use is quickly overloading both power and low voltage wiring systems. Major replacement work is warranted as part of the building upgrading. New water piping was recently installed throughout the building and is in excellent condition. Lines were stubbed to the 3rd floor for extension through the 3rd and 4th floors. The main water service from "B" Street to the entrance point to the building (at the boiler room in the basement) will need replacement within the next few years. The heating, ventilating and air conditioning system has had adequate maintenance and is well designed. Certain components need replacement and isolated areas of distribution ductwork that have been modified in the past should be reworked during building upgrading to improve airflow. Major HVAC work is not warranted, except for floors 3 and 4 The old Jail system is not adequate for office use, and significantly imposes on 4th floor space. Roof top HVAC units, typically used for office construction today, would be employed for these floors. The exterior of the building is in good condition. Masonry shows little to no deterioration, in spite of its being close to 50 years of age Re -roofing and flashing repair should be considered within 5 years, and parapet caps (stone) should be inspected and re -grouted where necessary at that time. Sidewalks show considerable buckling on Second Street. Buckling was caused by street tree roots seeking water. Walks should be replaced and irrigation systems reviewed for adequacy. Some tree root pruning may be warranted In no case is tree replacement necessary or desirable. f. Asbestos Hazard An asbestos survey for the City Hall Building was prepared in 1994 in anticipation of the replacement of hot and cold water piping A copy of this survey, prepared by N W. Envirocon Inc. of Vancouver, WA, is on file with the Building Superintendent. The survey focused on areas of the building involved in the piping work and, while not totally comprehensive, is likely representative of asbestos conditions building -wide Generally, asbestos was found contained in pipe insulation, floor tile and tile mastic. There is a wall in the Human Resources area covered with cement asbestos board. The above findings are not surprising for a building of this age and should not be a significant factor in remodeling costs. We recommend specific testing for asbestos by phase of construction, utilizing the previous survey as well Materials containing asbestos must be removed or encapsulated when remodeling is undertaken. g. Other Conditions Storage Currently, storage for departments consists of a variable amount of in -department storage, generally for active and semi -active files, plus remote storage in the basement and/or on the 3rd and 4th floors. In many cases, the remote storage system consists of cardboard boxes stacked in old jail cells on the 3rd and 4th floors A better storage system for files should be implemented. Most departments acknowledged that they probably had excess dead files but had no manpower to either purge files or put files on microfilm. Engineering is putting their records on CD ROM; investigation of this system should be made with an eye to using it for all records. A concerted effort should be made to organize and catalog files for ease of retrieval, purge files which are outdated, and convert remaining files to a non -paper media wherever possible. New files should immediately be put on electronic media for storage. Realizing that in the short term paper files must be dealt with, the study allocates approximately 6850 SF for remote storage This figure includes types of storage other than files. In some cases the remote storage could be located off site. Several departments have expressed interest in using the old Police automated files for both active and inactive files; Clerk, Personnel and Purchasing seem the most logical candidates. Other high density file systems such as the units recently added in Finance should be investigated as an alternative during the implementation phase for each department. Locations for storage, especially files, pose a problem in the long run. The basement has been a traditional location for such storage, but the City could lose valuable records if the basement ever flooded. In no case should irreplaceable records, especially documents of historic or archival nature, be stored there. The other present location, the upper two floors of the building, are inefficient and should be used to facilitate expansion office space in the future. If an effort is made now to consolidate, purge and re -format records, as suggested above, the building may have sufficient storage capacity for some time. Employee Facilities The main lounge/lunchroom area and the Fitness Center are located in the Basement. Both of these are larger than current and potential use would dictate. The size of the fitness center is a result of the availability of space and the size of the old Police weight room According to the questionnaire, about 34% of the staff use the fitness center; actual use may increase during the winter and as people become accustomed to its availability. The lunchroom is actually two spaces, one of which was the original lunchroom for city employees, the other of which was the Police lunchroom. One of these could be eliminated. Police Facilities The Police Department still is occupying approximately 5,365 SF of space in the building, exclusive of the CCNU area. Files and miscellaneous storage should be sorted and relocated to the Police and Legal Center Police Property Storage in the basement will be phased out over time 4. SPACE REQUIREMENTS BY DEPARTMENT Space tabulations show the following* Existing Departmental Areas: Breakdown of space within the building envelope by floor and use New Space Allocations: Assignment of space by Division or Department, broken down by number of offices and workstations, conference rooms, other required work spaces. Existing and Allocated Space Comparison: Comparison of space each Division or Department has now to space allotted in the study. Explanation of Terms: NSF is "net square feet" or the area required for workstations, offices and equipment. Dept GSF is "gross square feet" or the area required for a department, including circulation space and including corridors within departments Total GSF is "gross square feet" for an entire floor and includes public corridors, mechanical spaces, stairs, rest rooms and other miscellaneous spaces not assigned to a specific department. Room/Workspace Sizes: Sizes of offices, workstations, and other spaces listed are based on generalized standard layouts. These standards are illustrated in Section 11 Appendix. Actual offices or workstations would vary from these standards based on existing conditions and requirements, which will be determined through detailed programming conferencing prior to construction. Yakima City Hall Space Study : Existing Departmental Areas 1/21/97 DEPARTMENT BSMT 1ST FLOOR 2ND FLOOR 3RD FLOOR 4TH FLOOR TOTAL CCNU/DPA 2929 2929 CITY CLERK 793 793 CITY COUNCIL 1316 1316 CITY MANAGER 1901 1901 CODE ADMINISTRATION 1970 1970 COMM & ECON DEV 429 429 ENGINEERING 2920 2920 FINANCIAL SERVICES 2408 2408 HUMAN RESOURCES 1180 1180 INFORMATION SYSTEMS 3871 3871 MAINTENANCE OFFICE 225 225 PLANNING 1679 1679 PURCHASING 1057 1057 UTILITIES 234 1052 1286 SHARED SPACE. H.R./PURCHASING 215 215 PLAN/CODE/C.E.D 803 803 VACANT (OLD POLICE) 3809 3633 7442 VACANT - GARAGE 995 995 MECHANICAL EQUIP 2099 1263 931 4293 TELEPHONE EQUIP 278 278 CIRC/TOILETS/GUST 2559 3065 2165 3082 2032 12903 FITNESS CENTER 4037 4037 NON-CONTIGUOUS STORAGE CCNU CITY CLERK 46 46 CITY COUNCIL 79 79 CITY MANAGER 44 44 CODE ADMINISTRATION 264 88 352 ENGINEERING 334 44 378 FINANCIAL SERVICES 364 538 902 HUMAN RESOURCES 789 156 945 INFORMATION SYSTEMS 169 169 LEGAL DEPARTMENT 218 218 MAINTENANCE 580 580 PLANNING 88 88 POLICE DEPARTMENT 1419 2738 1208 5365 PURCHASING 425 425 UTILITIES 529 529 UNKNOWN ?? 299 299 SHARED SPACE. CLERK/FINANCE 364 364 MAINT/INFO SYSTEMS 972 972 TOTAL 17791 17791 17791 7743 5569 66685 1 Yakima City Hall Space Study: New Space Allocations 1/29/97 1 No. of NSF Total Dept NSF Dept GSF Total Dept. Exist. Spaces (NSF + 35%) GSF GSF Department: City Manager Offices/workspaces: 1 280 280 1 250 250 1 144 144 2 108 216 Reception/Waiting 1 108 108 Files/Fax/Printer 1 65 65 Conference (12) 1 312 312 Coffee Area 1 35 35 1410 1904 1904 1901 Departrnent: Human Resources/Civil Service Offices/workspaces: 3 144 432 4 108 432 1 54 54 Reception/Waiting 1 120 120 Files 1 350 350 Copy/fax alcove 1 64 64 Testing area 1 54 54 Workroom / Conference 1 400 400 Coffee Area 1 35 35 1941 2620 2620 1180 Need shared conference as well Department: City Clerk Offices/workspaces: 1 180 180 2 108 216 1 81 81 Reception/Waiting 1 36 36 Active Files 1 400 400 Copy/fax alcove 1 64 64 Storage 1 200 200 Public counter 1 40 40 Mail Pick-up 1 50 50 1267 1710 1710 793 Need shared conference as well Department: Purchasing Offices/workspaces: 2 180 360 1 144 144 1 81 81 Active Files 1 150 150 Copy/fax /printer alcove 1 64 64 Central Stores/Stock 1 425 425 Reception/Wailing 1 36 36 Plan Storage 1 50 50 1310 1769 Receiving/Unpacking 1 400 400 400 540 1710 2309 2309 1057 Department: Information Systems Data Processing Offices/workspaces: 1 216 216 2 180 360 7 108 756 Files 1 40 40 1 Yakima City Hall Space Study New Space Allocations 1/29/97 2 No. of NSF Total Dept NSF Dept GSF Total Dept. Exist. Spaces (NSF + 35%) GSF GSF Computer Room 1 400 400 Peripheral Room 1 800 800 Conference/Training 1 800 800 2572 3472 Mailroom 1 400 400 400 540 Printshop 1 1200 1200 1200 1620 Word Processing Offices: 2 180 360 Waiting: 1 50 50 410 554 Storage 1 500 500 500 675 5082 6861 6861 3871 Department: Finance Offices/workspaces: 1 250 250 2 144 288 6 108 648 5 54 270 Front counter 1 81 81 4 54 216 Filing 1 500 500 Printing/fax alcove 1 64 64 Safe 1 10 10 Printer room 1 30 30 Conference room 1 144 144 2501 3376 3376 2408 * Need shared conference as well Department: Utilities Utilities Billing Offices/workspaces: 1 180 180 5 81 405 5 54 270 Public Counter 1 50 50 Files 1 50 50 Computer & Printers 1 25 25 Storage 1 70 70 1050 1418 Parking Enforcement Office/Workstations 3 54 162 Workspace/storage/files 1 80 80 lockers 1 15 15 257 347 Animal Control Office/Workstations 3 54 162 Workspace/storage/files 1 80 80 lockers 1 15 15 Reception/Counter 1 40 40 297 401 1604 2165 2165 1286 Department: CCNU Offices/workspaces: 1 144 144 8 54 432 Workspace/files 1 108 108 Interview Rooms 2 80 160 Conference/Raid Planning 1 280 280 1124 1517 1517 2929 2 Yakima City Hall Space Study: New Space Allocations 1/29/97 3 No. of NSF Total Dept NSF Dept GSF Total Dept. Exist. Spaces (NSF + 35%) GSF GSF Department: Maintenance Offices/workspaces: 1 180 180 Work Area/Lockers 1 150 150 Storage/Equipment 1 200 200 Custodial Closets (FIr 1,2) 5 25 125 Custodial Closets (FIr 3,4) 3 25 75 730 986 986 225 Department Community and Economic Develo,rnent bffices/workspaces: 1 180 180 (includes files) 1 144 144 Waiting 1 120 120 Conference 1 144 144 588 794 794 429 Department: Code Administration Offices/workspaces: 3 180 540 5 108 540 9 54 486 Work Area for Inspectors 1 100 100 Plan Files (Active) 1 75 75 Storage/Files 1 100 100 Library/Reference 1 50 50 1891 2553 2553 1970 Department: Engineering Offices/workspaces: 1 180 180 1 144 144 11 108 1188 9 54 486 Active Plan Storage 1 300 300 Active File Storage 1 200 200 Other Storage 1 50 50 2548 3440 3440 2920 Department: Planning Offices/workspaces: 1 144 144 8 108 864 Workroom/Intem 1 150 150 Storage 1 100 100 1258 1698 1698 1679 Shared Spaces — Codes/Planning/Engineering Counter 1 400 400 Address Files 1 300 300 Printing/Copy/Fax Room 1 100 100 Coffee Area 1 35 35 Conference Rooms 1 312 312 3 144 432 Public Computer Stations 2 20 40 1619 2186 2186 803 City Council Chamber Offices 1 250 250 1 180 180 Chamber 1 2000 2000 AV equipment room 1 100 100 2530 3416 3416 1316 3 Yakima City Hall Space Study: New Space Allocations 1/29/97 4 No. of NSF Total Dept NSF Dept GSF Total Dept. Exist. Spaces (NSF + 35%) GSF GSF Shared Spaces — Other areas Conference Rooms (12) 1 312 312 (6) (4) 1 3 200 144 200 432 944 1274 1274 215 Departmental Gross SF Total 38808 Non-contiguous Storage City Manager 1 75 75 44 Human Resources 1 700 700 945 City Clerk 1 600 600 228 Purchasing 1 400 400 425 Information Systems 1 700 700 655 Financial Services 1 700 700 1084 Utilities 1 500 500 529 CCNU 1 0 0 0 Maintenance 1 500 500 972 Comm & Econ Develop. 1 0 0 0 Code Administration 1 350 350 352 Engineering 1 350 350 378 Planning 1 150 150 88 City Council 1 50 50 79 5075 6851 6851 Other Areas Public,corrid., restrooms 1 7789 7789 * Mechanical & Electrical 1 3640 3640 Fitness Center, Lunchroom 1 1475 1475 Projected Circ/Restrooms 1 4234 4234 on 3 & 4 Garage 1 995 995 18133 18133 Basement, 1, 2 only Total Building GSF Allocated 63793 Total Building GSF: 66685 "Unassigned" GSF: 2892 4 Yakima City Hall Space Study Existing and Allocated Space Comparison - Summary 1/21/97 DEPARTMENT Existing Allocated GSF GSF CCNU 2929 1517 CITY CLERK 793 1710 CITY COUNCIL 1316 3416 CITY MANAGER 1901 1904 CODE ADMINISTRATION 1970 2553 COMM & ECON DEV 429 794 ENGINEERING 2920 3440 FINANCIAL SERVICES 2408 3376 HUMAN RESOURCES 1180 2620 INFORMATION SYSTEMS 3871 6861 MAINTENANCE OFFICE 225 986 PLANNING 1679 1698 PURCHASING 1057 2309 UTILITIES 1286 2165 SHARED SPACE. H.R./PURCHASING 215 0 PLAN/CODE/C.E.D. 803 2186 GENERAL CONFERENCE 0 1274 Total Departmental 24982 38809 VACANT (OLD POLICE) 7442 0 VACANT - GARAGE 995 995 MECHANICAL EQUIP 4293 3362 TELEPHONE EQUIP 278 278 CIRC/TOILETS/CUST 12903 12023 FITNESS CENTER 4037 1475 Total Miscellaneous 29948 18133 NON-CONTIGUOUS STORAGE. CCNU 0 0 CITY CLERK 46 810 CITY COUNCIL 79 68 CITY MANAGER 44 100 CODE ADMINISTRATION 352 473 ENGINEERING 378 473 FINANCIAL SERVICES 902 945 HUMAN RESOURCES 945 945 INFORMATION SYSTEMS 169 945 LEGAL DEPARTMENT 218 0 MAINTENANCE 580 675 PLANNING 88 202 POLICE DEPARTMENT 5365 0 PURCHASING 425 540 UTILITIES 529 675 UNKNOWN 299 0 SHARED SPACE: CLERK/FINANCE 364 0 MAINT/INFO SYSTEMS 972 0 Total Non-contiguous Storage 11755 6851 TOTAL ASSIGNED SPACE 66685 63793 UNASSIGNED 0 2892 1 5. ADJACENCY REQUIREMENTS Primary adjacencies are those departments/divisions/functions with which the Department or group most often has contact (on a daily basis) In most cases groups should be located in near proximity to each other (on same floor or within easy physical access) Secondary adjacencies are those departments/divisions/functions with which the Department or group has frequent but not daily contact. Physical proximity does not need to be adjacent, but should be accessible (within confines of the building). Tertiary adjacencies are occasional contacts (weekly, monthly, or less, depending upon the groups involved) City Manager: Primary' Secondary' Tertiary - Present Adjacencies: Concerns: City Council Chambers City Council & Mayor's Offices Public Access Finance City Clerk All City Department and Division Heads Good proximity to mayor, council chambers concerns below. Easy public and staff access, but see Office needs buffer from public and staff access in the form of a reception/waiting area, rather than having visitors waiting in the executive secretarial area. Adjacency Recommendations: Same Relationships as at present. Does not necessarily have to be on ground floor, depending on location of Council Chambers City Council: Primary' Tertiary: Present Adjacencies' Concern* City Council Chambers City Manager's Office Public Access All other City departments and divisions. Good proximity to City Manager, council chambers Easy public access. Same as City Manager. Mayor's Office location needs to be "public friendly". Adjacency Recommendations: Same Relationships as at present. Does not necessarily have to be on ground floor, depending on location of Council Chambers. City Clerk: Primary: City Council Chambers (but does not need to be physically adjacent). Secondary. Finance City Council, City Manager Tertiary' All other departments Present Adjacencies: Presently squeezed between Purchasing/Human Resources and Utility Billing, none of which is an essential adjacency Reasonable access to council chambers, although route goes through work spaces. Concerns: Present clerk's office function includes being the information center (both phone and in- person). Suggestion has been made that this function be covered by a single, readily - visible information desk located on first floor A public counter would not be necessary if this function were moved out of the Clerk's Office, allowing this Department to move to less public -accessible area. Present clerk's office also contains the central distribution mailboxes for the City. These should be located in a more accessible area (presently they are in a departmental back corridor) where staff can reach them without disturbing other departments. Adjacency Recommendations. Remove public information from physical Clerk's Office. Clerk's Office can then be located on any floor, as long as access to Council Chambers is reasonably direct, via elevator or stair. Human Resources Tertiary: All City employees, both in and out of City Hall Present Adjacencies: Presently squeezed in adjacent to Purchasing Concerns: Present arrangement is totally unsatisfactory for a number of reasons, not least of which is record confidentiality. The support staff for the department sit in what was originally a corridor; City personnel and vendors pass by these desks and the main personnel files to get to Purchasing. The department has no area in which to administer testing and has only two spaces (offices) in which to conduct private interviews Adjacency Recommendations: Can be located anywhere in building, as long as there are clear directions from entrances to the space. Could be located out of building. Purchasing Primary' Secondary. All City departments Access to exterior/delivery Vendors Present Adjacencies: Presently located behind Human Resources Concerns: Present arrangement is totally unsatisfactory. Human Resources becomes the reception area for Purchasing. Access to exterior is via main public corridor. Deliveries are made in public corridor Adjacency Recommendations: Needs to be located in an area with direct outside access and good access to Central Stores area for City employees from both within and outside City Hall. Recommend new location on first floor either adjacent to the existing parking garage or in northeast corner (with access via existing double doors from alley). Information Systems Primary - Present Adjacencies* All other City departments and divisions. Located in basement. IS Department personnel go to others most of the time, other employees come to basement for computer training. Department also is responsible for the mail room and print shop which require some interface with other departments, and word processing, which has contact with all other departments. Concern: Basement location has no windows, is not desirable office space. Adjacency Recommendations: Although location is not ideal, it does seem to be workable. Public contact is minimal (except possibly for vendors and technical support), so proximity to outside is not important, as long as there is reasonably direct access for equipment and supply delivery. Finance Primary* Secondary* Tertiary: One consideration might be whether the GIS station should be located in closer proximity to Planning/Engineering Public Access Utility Billing All other City Departments. Present Adjacencies: Located on first floor Concern* Space is very cramped. Adjacency Recommendations: Recommend a combining of the public counter area for finance and utility billing. These departments could be located on any floor, as long as there is clear direction (signage, possibly information desk on 1st floor) for the public to get to the counter Utilities Primary: Secondary' Tertiary: Present Adjacencies: Concern: Public Access (for Utility Billing) Finance Information Systems All other City Departments Located on first floor, between Council Chambers and City Clerk. Across corridor from Finance General concern is the multiplicity of public counters in main corridor area. Presently there are three (Utility Billing, City Clerk and Finance), which can be confusing to the public. Department also has two other components, Parking Enforcement and Animal Control. Both need facilities in the building for paperwork, lockers, etc., but have minimal contact with other staff members or with the public within the building. Parking enforcement scooters need a parking place at night, protected if possible. Animal control trucks need parking place. Adjacency Recommendations' Recommend combining of the public counter area for finance and utility billing. These departments could be located on any floor, as long as there is clear direction (signage, possibly information desk on 1st floor) for the public to get to the counter, although a location higher than the second floor might be viewed by the public as too inconvenient. Parking enforcement scooters can be parked at night in the old Police garage, or at the Police and Legal Center, if a space can be made available. The Animal Control trucks can be located at Public Works, left in the outside parking lot, or parked in the old Police garage if space can be made available CCNU Primary: Unobtrusive access to the exterior for both CCNU members and their contacts. Present Adjacencies: Located on second floor in old Police space. Concern. Need for a certain degree on anonymity Adjacency Recommendations: This group could go anywhere in the building. They have no need for contact with other City Hall employees. They conceivably could move out in the future, so would be ideal located in an area adjacent to a department where future expansion is anticipated. Maintenance Secondary' Present Adjacencies: Concern Code Administration and Engineering. Located in basement. Maintenance office and custodians area do not need to be adjacent. Adjacency Recommendations: Office could move closer to Code Administration, or could be located in another part of the building Storage spaces should be located with convenient elevator access. Community and Economic Development Primary: Secondary. Tertiary. Present Adjacencies: Code Administration/Planning/Engineering Public Access City Council Chamber City Manager All other City Departments. Planning, Code Administration. Concerns: Needs greater accessibility by public. Also needs to be physically separate from Planning to allay perception of being "head planner". Adjacency Recommendations: A separated reception area with good public visibility/access, located adjacent to the Codes/Planning/Engineering enclave. Code Administration Primary' Public Access Planning/Engineering Community & Economic Development Maintenance Secondary. Tertiary. Present Adjacencies: City Council Chamber Finance City Manager All other City Departments. Planning Community & Economic Development Engineering Concerns: None as far as adjacency. Adjacency Recommendations: Adjacency of Codes/Planning/Engineering works well. Goal is to share a single counter, or continue to have two counters but rearrange so that they have better sightlines for department personnel. A number of spaces (conference rooms, storage, files, etc.) are shared and need to be arranged so that access/use for all is better than at present. These departments need easy public access, but could be located on either first or second floor. Engineering Primary: Public Access Planning/Code Administration Community & Economic Development Secondary' City Council Chamber Finance City Manager City Clerk Tertiary. All other City Departments. Present Adjacencies: Planning Community & Economic Development Code Administration Concerns. None as far as adjacency Adjacency Recommendations: See comments in Code Administration Planning Primary' Public Access Engineering/Code Administration Community & Economic Development Secondary' City Council Chamber City Manager Information Systems Tertiary' All other City Departments. Present Adjacencies: Community & Economic Development Code Administration Concerns: None as far as adjacency Adjacency Recommendations: See comments in Code Administration. 6. EXISTING AND RECOMMENDED BUILDING LAYOUTS Following are layouts showing existing departmental locations and Schemes A and B developed as a part of this study. Note that department locations are diagrammatic only Detailed office space planning will result in modifications to the locations The background drawings in all cases show the existing floor plan. Walls will be relocated as necessary for revised circulation requirements and individual department needs, although at this stage it appears that a number of walls can be retained without compromising programmed office requirements. SCHEME A provides for current department space needs with exceptions for the mail room and print shop. It provides no expansion space. The enlarged Council Chambers has a column in the center, a serious hinderance to visibility and room function. SCHEME B fully utilizes the City Hall Building, converting the former jail space for office use and providing a column free, expanded Council Chambers Undesirable basement office space is converted to storage A limited amount of "unassigned" office space becomes available for either future expansion or location of departments not currently housed In City Hall Renovation costs for Floors 3 and 4 are significantly lower than new construction costs. We recommend adoption of Scheme B. SCHEME A: Not Recommended Basement o Move CCNU to a renovated space where the Fitness Center is now located. o Remodel locker areas to accommodate a smaller Fitness Center. o Modernize the old Police lunchroom. o Move Parking Enforcement to accommodate additional space need for GIS Systems work area, a part of Information Systems. o Retain a Building Maintenance Area as a repair center Relocate the Building Superintendent's office to the 2nd Floor First Floor o Combine Utility Billing with Finance and expand to north area of former Police space. Provide single counter at the Public Lobby to better serve the public. Note. A drive -up window could be provided at the alley for Utility payments as part of this scheme. However, this would be a costly installation, would require changing the alley to one- way northbound, and would appear counter to the ongoing trend away from in-person payments. A 24-hour drop box might be a reasonable alternative to better serve the public. o Relocate Purchasing to allow deliveries from the alley and joint use of the garage. Access to the former Police elevator is also available o Expand and reconfigure the City Clerk's office adjacent to the Council Chambers and the City Manager. o Provide an information desk in the Public Lobby at the "crossroads" of both entrance corridors. This could be staffed by the Clerk's Office (they currently act as a building information point) and/or volunteers. o Improve circulation through the City Manager's area and around the Council Chambers. Provide a waiting area for City Manager/City Council visitors. o Expand Council Chambers into Utility Billing area. o Improve signage. Second Floor o The Second Floor continues to serve as a single -point Construction Permit center. o Relocate and expand Engineering to accommodate staff now located off-site. o Relocate Codes adjacent to Engineering. a Adjust Planning layout minimally o Provide shared Codes -Planning -Engineering space to better serve the public. Include files, maps, improved counter space and conference spaces to be shared as appropriate. o Relocate Community and Economic Development for better visibility and public access. o Locate Human Resources with its own entrance and identity at the public corridor. SCHEME B: Recommended Layout Basement o Move CCNU to a renovated space where the Fitness Center is now located. o Remodel locker areas to accommodate a smaller Fitness Center o Modernize the old Police lunchroom o Enlarge print shop and mail room spaces. o Provide a "Central Stores" area for Purchasing in the Police Property storage space. o Relocate Information Systems and replace with assigned departmental storage. First Floor o The first floor serves as a single -point Construction Permit Center. o Provide separate public corridor entrance for Community and Economic Development for better visibility and public access. o Locate Codes, Engineering and Planning for adjacency to shared spaces and public counters. o Provide shared Codes, Planning and Engineering space to better serve the public. Include files, maps, improved counter space and conference spaces to be shared as appropriate. o Locate Purchasing to allow for alley deliveries, joint use of the garage and elevator access. o Provide an information desk in the Public Lobby at the "crossroads" of both entrance corridors. This could be staffed by the Clerk's Office (they currently act as a building information point) and/or volunteers Note that separation of Codes by the east public corridor is not ideal. Further detailed space planning should be undertaken with Codes, Planning and Engineering before finalizing their locations on this floor. Second Floor o Combine Utility Billing with Finance. Provide a single counter at the Public Lobby to better serve the public. In this Scheme, a remote (TV camera type) utility payment point could be established on the first floor, or as a drive -up alley location. o Locate Information Systems adjacent to Finance. o Locate Human Resources with its own public corridor access and identity. o Approximately 1300 SF of space is available for a department not currently housed in City Hall (and/or expansion space). Third Floor o Relocate City Clerk and City Manager/Council offices to this floor. o Provide additional exit stair and restrooms. o Approximately 1600 SF of space is unassigned. Fourth Floor o Relocate Council Chambers, one or two conference rooms and support space to this floor o New south stair provides quick connection between Council Chambers and City Clerk/Manager/Council offices on Third Floor. o Provide additional exit stair and rest rooms FITNESS CENTER LUNCH ROOM BUILDING MAINTENANCE.- (WORK AINTENANCE(WORK ROOM) CCNU • 1511 SF STORAGE LOCKERS NIIIIII=-" IIIIIIIi1 �1 ELEVATORS VAULT MAIL MECHANICAL POLICE STORAGE i M • PRINT SHOP WORD VAULT PROC ESSING ■ • �- • 7-11 BASEMENT N FLOOR 11191 GSF SCHEME A NOT RECOMMENDED •TELEPHONE STORAGE --mama • PARKING ENFORCEMENT 1 1 1 1 1 1 1 1 • INFORMATION SYSTEMS ' MAIL ROOM ! PRINT 1 SHOP DO NOT MEET PROGRAMMED SPACE REQUIREMENTS 1 1 1 1 1 1 1 1 1 ENGINEERING 3410 SF CODES • 2513 5F EAST 'B' STREET INFORMATION CENTER FINANCE t UTILITY BILLING 5194 5F INCLUDES ANIMAL CONTROL 1 • HUMAN RESOURCES 2420 5F • `LEVAORS v MECHANICAL COMMUNITY DEVELOPMENT 194 5F • SHARED CONFERENCE (2 ROOMS) • PLANNING 1498 SF ■ . ■ . a a : ■ SECOND N FLOOR 11191 GSF PURCHASING 2309 5F ■ GARAGE SHARED • SHARED: ENGINEERING CODES PLANNING 2184 SF COUNCIL CHAMBERS SCHEME A NOT RECOMMENDED FIRST FLOOR 11191 GSF N. 2ND STREET SHARED CONFERENCE CITY CLERK 1110 SF AV EQUIPMENT WAITING AREA CITY MANAGER t COUNCIL 2484 SF BUILDING MAINTENANCE • FITNESS CENTER • LOCKERS r• STORAGE• MECHANICAL LUNCH ROOM KII IIII� I{Illflll � g ELEVATORS • Oa • POLICE STORAGE ■ • STORAGE O 1 • PARKING ENFORCEMENT BASEMENT FLOOR EXISTING TELEPHONE • PRINT SHOP MAIL WORD PROCESSING • DATA PROCESSING FITNESS CENTER .----- LUNCH ROOM CCNU -- 1511 SF VA'� i PRINT SHOP i LOCKERS MAINTENANCE --° PURCHASING CENTRAL STORES MAIL ROOM 600 SF BASEMENT < N FLOOR 11191 G5F SCHEME B RECOMMENDED LAYOUT 7 !TELEPHONE 1200 SF -. ASSIGNED STORAGE 2189 SF --° INFO SYSTEMS STORAGE VACANT• 1 • MECHANICAL ENGINEERING • 1• SECOND FLOOR CODES GARAGE ammo � / EXISTING F OOR ‹-J-s4 N. 2ND STREET CITY MANAGER t COUNCIL • PROSECUTING ATTORNEY t CCNU • PLANNING PURCHASING HUMAN RESOURCES CITY CLERK UTILITY BILLING 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 UNASSIGNED 1292 5F FINANCE t UTILITY BILLING •- _ 5591 SF INCLUDES: PARKING ENFORCEMENT I ANIMAL CONTROL COMMUNITY DEVELOPMENT• 199 5F CODES 2513 5F EA SCHEME B RECOMMENDED LAYOUT • • 4 � • • • ELEVAiCR5 3 MECHANICAL 1111111111 • SECOND " FLOOR 11191 G5F • —a j a a PURCHASING 1149 5F • ti 11111 ;1111 uumm [►� i►! far 1J ■ GARAGE SHARED • HUMAN RESOURCES 2420 5F NEW EXIT STAIR • SHARED CONFERENCE 391 SF • INFORMATION SYSTEMS 9024 SF PRINT SHOP, MAIL. STORAGE REMAIN IN BASEMENT f 111111hinem -�- �. ■ ■III mho ''-ELEVATORS V.1.41 • NEW EXIT t FREIGHT ACCESS NEW EXIT STAIR • INFORMATION CENTER • ENGINEERING 3490 5F 1 FIRST FLOOR 11191 G5F 1 :: • 3 V J • • • SHARED ENGINEERING CODES PLANNING 2184 SF r_ • N. 2ND STREET PLANNING 1498 SF FOURTH FLOOR • POLICE STORAGE • POLICE STORAGE • OTHER STORAGE ,r-- s -d ■ LEVATil: n THIRD/ N FLOOR EXISTING OTHER STORAGE CONFERENCE LOBBY COUNCIL CHAMBERS FOURTH FLOOR 5561 G5F • NEW EXIT STAIR CITY f UNASSIGNED CLERK 1110 SF FT, 1400 SF THIRD N FLOOR 1143 GSF SCHEME 8 RECOMMENDED LAYOUT • NEW EXIT STAIR REST ROOMS AV SUPPORT SPACE • CITY MANAGER I COUNCIL 2484 SF 7. COUNCIL CHAMBER ALTERNATIVES Background The general consensus of those utilizing the Council Chambers is that the facility is often too small, presentations are difficult given space and layout restraints, the desk area is cramped, lighting and ventilation are poor, and the public seating is not comfortable. The City Hall Building has a consistent column spacing, utilizing a grid of approximately 18' x 19' There is no area within City Hall with a column -free space larger than 18' x 19' Expanding the Council Chamber without structural modifications to remove a column or columns results in columns in the space Removing columns on the first floor is not feasible, given the floor load imposed by the second floor. Removing columns on the second or fourth floors is feasible The concrete roof structure over the Chamber would be replaced with a lighter steel structure that would reduce weight on the remaining columns and provide increased ceiling height as well. Scheme 1: Minimum Work Council Chambers remain without increase in room size. The room would be repainted, recarpeted and new lighting installed. Current public seating capacity is about 60. Scheme 2: Increase Capacity/1st Floor/Not Recommended Room size is increased with public seating capacity of 90 Presentation facilities and desk seating are improved. The center column imposes sight restrictions from many locations. This approach is shown in overall building layout, Scheme A. Scheme 3: Maximum Capacity/1st Floor/Not Recommended Room size is increased to accommodate approximately 140 seats for the public. As with Scheme 2, columns are a visual liability. In both Schemes 2 and 3, ceilings will be uncomfortably low, given present building constraints. The low ceiling will be a significant factor in Scheme 3. Scheme 4. Increase Capacity/4th Floor/Recommended The Council Chambers are relocated to the Fourth Floor. The concrete roof is replaced with steel, and ceiling height is increased to 12' (existing Chamber's ceiling height is 9'). It will be feasible to utilize an irregular or shaped ceiling plane to improve acoustics. The floor can be sloped for improved visibility. This Scheme includes approximately 125 seats for the public and is shown in the recommended layout, Scheme B Additional options were explored: o Moving the Chambers to the second floor (and removing the roof) would require development of Floors 3 & 4 to accommodate office space requirements. Departmental adjacency requirements are better served by Scheme 4. o Numerous variations with columns further forward or closer to the side walls were found to block visibility to a greater extent than Schemes 2 and 3. Recommendation It is clear that a superior layout is possible on the fourth floor (Scheme 4 or similar) Scheme 2 could be a reasonable interim step. Scheme 3, with larger capacity, will have an oppressively low ceiling We recommend minimum work at this time (Scheme 1) with the long range goal of relocating to the fourth floor However, if the decision is made to ignore Floors 3 and 4 in terms of future office use, then Scheme 2 is the alternative. This will, however, be a frustrating solution, given the sight line constraints of the center column, as shown in the three dimensional view following FINANCE FIRST FLOOR MAIN LOBBY NMEMMILIMaimallip IIU 111 iim • • 41.!t -2,t PRESENTATION. WALL CAPACITY - 40 SEATS SCHEME 2 SCHEME 2 L FIRST FLOOR MAIN LOBBY FINANCE CAPACITY -- MO SEATS 01 SCHEME 3 SCHEME 3 ENTRANCE LOBBY CAPACITY - 125 SEATS 1 1 1 1 SLOPING FLOOR 1 1 1 1 1 1 1 1 1 1. 1 1 it 1 1 1 1 1 1 1 1 1 1 11 II II ate•. a• �, ,: STAFF SEATING SCHEME 4 r=7==2.___= _ FOURTH FLOOR ELEVATOR LOBBY SCHEME 4 8. SEQUENCING; IMPLEMENTATION BY PHASE During the course of the study, several schemes were developed for implementing the renovations and departmental moves. These ranged from work being completed over a long period (10+ years) to complete renovation in a short time frame (3-5 years) Two schemes are presented here with pros and cons for each. These were predicated on a logical sequence of departmental moves, plus cost of each per year. Costs are discussed in Section 9. SCHEME A: Long Renovation Period, Lower Cost per Year No work on floors 3 and 4. YEAR 1 1 Move CCNU to basement. This must be done to free space for Human Resources to move into the space CCNU presently occupies, beginning the process of moving departments on the first floor. 2. Reworking and renovation of Lunchroom/Restrooms/Exercise Room. The exercise space will be decreased when CCNU space is done, so this is a logical time to update these areas. 3 Move Parking Enforcement into two smaller rooms by Police Storage (Basement). Move involves little upgrade to the space Open up present Parking Enforcement to Data Processing space and use to expand GIS workstation. 4. Replace windows on the 1st and 2nd floors in the old Police areas (these have not yet been upgraded). YEAR 2 1 Move Human Resources to floor 2 east. This will free their existing space for expansion by the City Clerk's office and access to floor 1 east to move Purchasing. 2. Move Purchasing to 1 east. 3. Move Community & Economic Development to 2 SE. These moves will begin utilization of the 1st and 2nd floor Police areas and will free space for expansion/reorganization of the remaining 1st and 2nd floors. YEAR 3 1. Expand Finance to 1 east. Move Utility Billing in with Finance. This will fill the old Police space on 1st floor, consolidate the Finance and Utility Billing counters, and free space for the Clerk's office expansion and changes to the Council Chambers and City Manger's office. 2. Rework Planning area on 2nd floor These three Phases must be followed in order for subsequent Phases to take place. YEAR 4 1. Expand Clerk's Office. 2. Remodel Council Chamber, as shown in Scheme 1, 2 or 3. Scheme 1 assumes no increase in Council Chamber size, although some upgrades of finishes (paint, carpet, new ceiling system, HVAC and lighting) are included. Schemes 2 and 3 expand the Council Chambers. Costs in Section 9 are based on Council Chamber Scheme 2. 3 Renovations to the 1st floor Lobby. YEAR 5 1 Remodel City Manager/Council Offices, as shown in Scheme 2. 2 Remodel Engineering (Phase I) YEAR 6 1 Finish work in Engineering area (Phase II). 2. Rework Code Administration areas on 2nd floor 2 Begin remodelling the spaces shared by Engineering, Codes and Planning. YEAR 7 1 Complete remodelling the spaces shared by Engineering, Codes and Planning. 2 Do minimal remodeling in Basement in Information Systems and other areas. Work would include ceiling/lighting/HVAC upgrades, painting and new floor coverings. ADVANTAGES: o Least initial cost. DISADVANTAGES: o Greater cost over time due to inflation. o Will stretch entire project over greater time period. o Will not significantly better the condition of the Council Chambers in the immediate future. o Will not take advantage of the available and desirable space on the 3rd and 4th floors SCHEME A: Short Renovation Period, Higher Cost per Year No work on floors 3 and 4. Phasing would be generally the same, but accomplished in 3 years instead of 7 ADVANTAGES: o Less initial cost than Scheme B, less inflation cost than Scheme A. o Will utilize vacant spaces more quickly than other schemes DISADVANTAGES: o Will not significantly better the condition of the Council Chambers in the immediate future. o Will not take advantage of the available and desirable space on the 3rd and 4th floors. SCHEME B: Short Renovation Period, Higher Cost per Year. Utilizes all floors of Building. YEAR 1 1 Move CCNU to basement. This must be done to free space for Human Resources to move into the space CCNU presently occupies, beginning the process of moving departments on the first floor 2. Reworking and renovation of Lunchroom/Restrooms/Exercise Room. The exercise space will be decreased when CCNU space is done, so this is a logical time to update these areas 3. Move Parking Enforcement into two smaller rooms by Police Storage (Basement). This will be a temporary move until other space is available in the building Move involves little or no upgrade to the space. Open up present Parking Enforcement to Data Processing space and use to expand GIS workstation. 4. Move Human Resources to floor 2 east. This will free their existing space for expansion by the City Clerk's office and access to floor 1 east to move Purchasing 5. Move Purchasing to floor 1 east. 6 Demolish jail cells on 3rd and 4th floors. 7 Build new roof and walls on 4th floor for Council Chambers. 8 Replace windows on floors 1, 2, 3 and 4. YEAR 2 1 Construction of stairway to 3rd and 4th floors. 2 Upgrade elevators. 3. City Council Chambers move to 4th floor. YEAR 3 1 City Manager, City Council offices and City Clerk move to 3rd floor. 2 Utility Billing and Finance move to 2nd floor 3. Move Engineering to 1st floor (area freed up by move of Council, City Manager/Clerk and Utility Billing YEAR 4 1. Move Code Administration, Planning and Community and Economic Development and shared areas to 1st floor. 2 Renovate 1st floor Lobby. 3 Renovate remaining 2nd floor to shared conference rooms. YEAR 5 1 Move most of Information System to 2nd floor (print shop and mail room to remain in basement) 2 Renovate the basement, primarily for storage. ADVANTAGES: In a relatively short period of time (4-5 years), all work could be complete, providing: o A new City Council Chamber, which would better serve the meeting the needs of the City. o Better customer service areas and accessibility for public -oriented departments. o Expansion of all department areas to accommodate present needs, with a small amount of expansion space. o A better arrangement of departments which need to work together closely (such as Finance and Utility Billing or Codes/Planning/Engineering) o A minimum number of employees remaining in undesirable basement work areas. o Full use of total building area. o A shorter disruption time period. o A lower total cost due to less inflation DISADVANTAGES: o Higher per year initial cost may equate to more interest expense if money is borrowed. SCHEME B: Long Renovation Period, Lower Cost per Year Utilizes all floors of Building. This scheme was explored and rejected. At a minimum cost per year, the time frame of the project would stretch in excess of 13 years, making the sequencing of moves impractical and difficult to accomplish. 9. COSTS Following are cost breakdowns for o Scheme A, 7 Phases o Scheme A, 3 Phases o Scheme B, 5 Phases Cost strategies were based on the premise that spending would span several years, with approximately equal expenditures each year SCHEME A was projected at $250,000 per year with phasing based on logical departmental move sequencing. Work is not complete until 2003 SCHEME A was then projected at $750,000 per year maximum (actual yearly amounts were less). Work is complete in three years under this option. Scheme A at $250,000 per year would result in seven years of remodeling and the work disruption that accompanies construction in and near occupied spaces. Scheme A at $750,000 per year reduces remodeling disruption to three years, but does not fully meet program requirements. Neither scheme is recommended SCHEME B was projected at $750,000 per year maximum. The time frame for this work is five years. Scheme B meets program requirements, fully utilizes the City Hall building (including jail space) and is the recommended approach. None of the Departments have been programmed and designed "in detail', therefore estimates are based on our best projection of the number and type of spaces needed for each Department, including allowances for demolition, lineal footage of walls, types of casework and other accessories, area of floor covering and ceiling, etc. Final construction cost includes at 15% contingency and general contractor's overhead and profit. Included is an allowance for inflation at 3% per year; baseline prices are based on current (4th quarter 1996) construction dollars and assume constuction starts in 1997 Total cost includes Construction Cost plus State Sales Tax at 7.9%, plus Architectural/Engineering fees estimated at 12% of Construction Cost (based on current (1996) Washington State Guidelines for Public Projects). Yakima City Hall Space Study: Cost Scheme A SCHEME A: $250,000 / YR. Constr cost Fees Total Total w/ Total all + WSST inflation phases at 3%/yr ist Year CCNU $97,531 $25,000 $122,531 Exercise/Locker $64,998 $7,000 $71,998 GIS $15,070 $2,000 $17,070 Replace Windows, 1&2 $17,055 $2,000 $19,055 Total 1st Year $230,654 $230,654 $230,654 2nd Year Human Resources $103,536 $12,000 $115,536 Purchasing $99,515 $11,000 $110,515 Commun & Econ Develop. $33,280 $3,000 $36,280 Total 2nd Year $262,331 $270,201 $500,855 3rd Year Finance/Utility Billing $166,344 $20,000 $186,344 Planning $71,538 $7,000 $78,538 Total 3rd Year $264,882 $281,040 $781,895 4th Year City Clerk (2) $86,792 $10,000 $96,792 Council Chamber (2) $79,741 $9,000 $88,741 Lobby $79,610 $9,000 $88,610 Total 4th Year $274,143 $299,638 $1,081,533 5th Year City Manager/Council Offices $105,746 $12,000 $117,746 Engineering Phase I $124,576 $14,000 $138,576 Total 5th Year $256,322 $288,362 $1,369,895 6th Year Engineering Phase II $41,375 $5,000 $46,375 Codes $88,113 $10,000 $98,113 2nd Floor shared (partial) $70,000 $5,000 $75,000 Total 6th Year $219,488 $254,387 $1,624,282 1/29/97 1 Yakima City Hall Space Study- Cost Scheme A Constr cost Fees Total Total w/ Total all + WSST inflation phases at 3%/yr 7th Year 2nd Floor shared (partial) $141,337 $18,000 $159,337 Basement Renov (minimal) $174,798 $19,000 $193,798 Total 7th Year $353,135 $421,643 $2,045,925 1/29/97 2 Yakima City Hall Space Study- Cost Scheme A SCHEME A: $750,000 / YR. Constr cost Fees Total Total wl Total all + WSST inflation phases at 3%/yr 1st Year CCNU $97,531 $25,000 $122,531 Exercise/Locker $64,998 $7,000 $71,998 GIS $15,070 $2,000 $17,070 Replace Windows, 1&2 $17,055 $2,000 $19,055 Human Resources $103,536 $12,000 $115,536 Purchasing $99,515 $11,000 $110,515 Commun & Econ Develop $33,280 $3,000 $36,280 Finance/Utility Billing $166,344 $20,000 $186,344 Total 1st Year $679,329 $679,329 $679,329 2nd Year Planning $71,538 $7,000 $78,538 City Clerk (2) $86,792 $10,000 $96,792 Council Chamber (2) $79,741 $9,000 $88,741 Lobby $79,610 $9,000 $88,610 City Manager/Council Offices $105,746 $12,000 $117,746 Engineering Phase I $124,576 $14,000 $138,576 Total 2nd Year $609,003 $627,273 $1,306,602 3rd Year Engineering Phase II $41,375 $5,000 $46,375 Codes $88,113 $10,000 $98,113 2nd Floor shared $211,337 $23,000 $234,337 Basement Renov (minimal) $174,798 $19,000 $193,798 Total 3rd Year $572,623 $607,553 $1,914,155 1/29/97 3 Yakima City Hall Study- Cost Scheme B SCHEME B: $750,000 / YR. 1st Year CCNU Exercise/Locker Demo 384 Roof, walls @ 4 Human Resources GIS Purchasing Replace Windows,1-4 Total 1st Year 2nd Year Stairway City Council Chambers, 4 Upgrade elevators Total 2nd Year 3rd Year City Manager, etc. Engineering - all Finance/Utility Billing Total 3rd Year 4th Year Codes CED Planning 1st floor shared Lobby 2nd floor shared Total 4th Year 5th Year Renovate Basement Information Systems Constr cost + WSST $97,531 $64, 998 $111,572 $90, 325 $103,536 $15,070 $99,515 $34, 970 $90,642 $409,435 $172,640 $273, 598 $165,951 $166,344 Fees Total Total w/ Total all inflation phases at 3%/yr $25,000 $122,531 $7,000 $71,998 $10,000 $121,572 $10,000 $100,325 $12,000 $115,536 $2,000 $17,070 $11,000 $110,515 $4,000 $38,970 $698,517 $698,517 $698,517 $10,000 $100,642 $46,000 $455,435 $19,000 $191,640 $30,000 $19,000 $20,000 $747,717 $770,149 $1.,468,666 $303,598 $184,951 $186,344 $674,893 $716,061 $2,184,727 $88,113 $10,000 $98,113 $33,280 $3,000 $36,280 $71,538 $7,000 $78,538 $211,337 $23,000 $234,337 $79,610 $9,000 $88,610 $64,740 $7,000 $71,740 $607,618 $664,126 $2,848,853 $183,000 $20,000 $203,000 $217,203 $24,000 $241,203 Total 5th Year $444,203 $499,728 $3,348,582 1/29/97 1 10. ENGINEERING REPORTS Following are reports developed by structural, mechanical and electrical consultants, based on review of the building and review of building uses and project goals with representatives of the City and Wardell Architects. Note that costs referenced in mechanical and electrical reports have been included in the COST section of this study Mechanical Clarification: Mr. Gerard notes on Page 3 of his report that available air flow in the basement is "more than adequate for storage, although it is not adequate for offices". We subsequently asked for clarification in light of stale air comments received from staff currently working in the basement, and our recommendation to provide offices for the CCNU in the basement. There are three air -handling zones in the basement. Zone 3 includes all of Data Processing, Zone 2 includes the Print Shop, Word Processing and the area proposed for CCNU. There is not adequate supply air to utilize the entire basement for office use. It is possible to locate a limited number of staff there, given the air supply that currently exists We recommend reviewing existing distribution ductwork where staff identifies poor air flow during design of CCNU spaces. Preliminary analysis suggests poor distribution ducting/routing is the cause of stale air. Consulting Engineers 1201 Third Avenue, Suite 900 Seattle, Washington 98101 (206) 622-5822 Fax (206) 622-8130 To Wardell Architects 509 W.Chestnut Yakima, WA 98902 By Rich Powers, P.E. FIELD REPORT Date October 9, 1996 Job # 96401.3 Project Yakima City Hall Feas.Study Location Yakima, WA Contractor Weather Present at Lyle Erlewein, Wardell Arch's the Site Rich Powers, KPFF The Following was Noted I inspected the Yakima City Hall with Lyle to evaluate the general condition of the building, to document location of mechanical equipment loads and to compare the current building structure with available design documents. Yakima City Hall is a concrete framed building with concrete shearwalls that was designed and constructed in the late 1940's. Roofs and floors are framed with a concrete slab supported by concrete joists spanning to concrete beams. Beams span to concrete columns that are on a regular and nearly square grid. All concrete appears to be cast in place. The building has four stories above grade plus a mechanical penthouse and a basement. The third and fourth floors have roughly half the floor area of the second floor and are set back to the east side of the building. Lyle and I began our inspection of the building on the penthouse roof and worked our way down the building. All roofs appeared to be in good condition except in a small (6 sq.ft.) area on the fourth floor roof near a large mechanical unit and another small (2 sq.ft.) area on the second floor roof near a standpipe where the built up roof has deteriorated and leaks have been noted. No cracks were observed in concrete shearwalls around stair and elevator cores or at the building perimeter. The roof and floor framing were exposed to view at a number of locations. Except as indicated below, the concrete structure appeared to be in excellent condition. In one area of the first (ground) floor water damage to several concrete beams was observed. This damage consisted of corroded rebar and popped off concrete cover. I was informed that this area was directly below a ground floor bay in which police cars were routinely washed. Some minor cracking of a floor slab was observed in another area of the first floor framing. This area may be adjacent to some electric raceways embedded in the slab topping. No structural modification of the building at variance with the original design drawings was observed. No major distress in the building's structure was observed and the building appears to be sound. Photographs were taken during our site visit and are on file in our office. cc: YAKCITY.Doc THOMAS J. GERARD & ASSOCIATES, INC. MECHANICAL ENGINEERING CONSULTANTS 2801 NORTH MONROE December 10, 1996 Wardell Architects, P.S. 509 W. Chestnut Yakima, WA 98902 • SPOKANE, WASHINGTON 99205-3358 (509) 328-2771 FAX (509) 328-2927 ATTN: Bob Wardell Dear Bob: Enclosed herewith please find a copy of our report on the Yakima City Hall. There are two additional items on which we have made determinations for the City Hall. The first is for the addition of 10 people maximum to be located in the basement within Zone 2. We find that by utilizing the supply air duct existing in that area of the building we can provide adequate heat ventilation and air conditioning without going outside Zone 2. However, we will utilize all of the surplus capacity in that area of Zone 2 by the addition of these 10 people. The second item concerns the use of an engineered smoke removal system to eliminate the need for doors around the elevator enclosures. This one has no easy solution. We have worked on several engineered smoke removal systems. The code does not define them well, but rather, relies on the designer to come up with a system which can be submitted to the code authority having jurisdiction. The code certainly allows the use of smoke removal system to take care of the needs of smoke removal in the elevators. In the jurisdictions in which I have personally designed smoke removal systems, the code requirement, as enforced by the code officials having jurisdiction in these cases, demanded a number of fire/smoke separations in the attic spaces and considerable control over the fan systems serving those areas. The cost of the smoke removal system, as it would apply to the Yakima City Hall, is not only difficult, but expensive. I would suggest that you contact the Yakima authorities and propose to them a system utilizing a fan on the roof above the elevator penthouses tied in with a fire alarm, which will blow untreated outside air down the elevator shafts as a means of smoke removal. A complete smoke removal system would otherwise be too expensive to consider, unless of course, the local authority having jurisdiction would make an exception for the City Hall. If you have any questions or comments please feel free to call us. Very truly yours, THOMAS J. GERARD & ASSOCIATES, INC. C� tititi L Thomas J. Gerard, P.E. #61106 THOMAS R. GERARD, P.E. • THOMAS J. GERARD, P.E. • JAMES B. PICKEN, P.E. DIETER W STAIGER • WILLIAM E. LAPRATH YAKIMA CITY HALL MECHANICAL SYSTEMS The mechanical system designed for the Yakima City Hall consists of perimeter radiation, an air handling system to serve the basement through second floor, a separate air handling system to serve the third and fourth floors, boilers which now provide heating water, and a refrigeration system to provide chilled water. The quality of this system as installed was first rate. No compromises were made to sacrifice the quality of the system simply to save money. Only improvements in technology and wear and tear on the equipment has made it necessary to make improvements on the system that currently exists. Recently, the old boiler was replaced by three modern high efficiency hot water boilers and the entire system was converted from steam to hot water. The three boilers are staggered in their operation depending upon the load on the building with one boiler used in intermediate seasons and other boilers brought on when the temperature gets cold outside. Currently, the first boiler is set to provide water at 160°F, the second boiler to come on where 180°F water is required and the operating temperature of the third boiler at 190°F. There are a variety of ways in which these boilers could be staggered and be brought on in order to operate most efficiently. The energy management control system can be used to stagger their operation. Currently, the lead boiler is not properly adjusted in that its operating control is located on the discharge side of the boiler. In intermediate seasons, when the load is low, the 3 -way valves that divert water to the perimeter radiation and to the preheat coils in the air handling equipment cycle the boiler on and off rapidly. If this method of operation is allowed to continue, the contactors in the panel which turn the boiler on and off will be rapidly worn out. The reason for the problem is that each boiler has an operating control and a high limit and these boilers have a very low water capacity in terms of the volume of water within the boiler. When the requirements of flow are less than the BTU output of the boiler, the water flowing back to the boiler is nearly at the temperature at which the boiler is set to discharge. As a result, when the water passes through the boiler, it is heated above the temperature of the operating control and the boiler cycles off. Almost immediately, with the boiler cycled off the water flow into the boiler is now below the operating temperature and the boiler cycles back on again. In order to prevent this, at least the lead boiler should have its sensor in the return side so that the mass of the water in the entire system which must be heated before the operating control cycles the boiler off is substantially greater than the mass of the water that is in the boiler itself. The boiler will still cycle on and off, but it will be on a much less frequency of operation. It is probably not necessary to put the operating controls of the other two boilers on the return side. We would suggest that the energy management and control system sequence the boilers on call for cooling dependent on outside temperature and that the first boiler to go off line is the first boiler. With a little experimentation, the operating control on the boilers should be able to be set so that none of the boilers will short cycle. The current chilled water system cooling the building consists of two open compressors of 30 HP and 50 HP located in the basement, an evaporative condenser located on the roof, a refrigerant to water heat exchanger located in the basement from which the chilled water is taken to supply the air handling units, and the condenser water and supply chilled water pumps and piping, expansion tank and other accessories required for a properly operational cooled chilled water system. There are several problems with this system. The evaporative condenser was installed perhaps 15 years ago and has not been properly maintained. Many of the tubes are coated with calcium carbonate which reduces the heat transfer and diminishes the capacity of this system. The refrigeration system operates on refrigerant 12 which is among the worst of the refrigerants as far as ozone depletion in the atmosphere is concerned. R-12 is very Yakima City Hall - Report 12-10-96 Page 2 of 4 difficult to come by. It is no longer legal to manufacture it and the price has gone up substantially. As a result, some action is going to be required in the relatively near future in order to provide a reliable operating chilled water system for the cooling of the building. We do not recommend that the chiller be replaced immediately unless funds for doing so are readily available. However, components of this chiller should be phased out as soon as reasonably practicable because if nothing is done until failure occurs, the building is liable to be very warm for an extended period of time. The components that are in current use that may continue to be used includes two open compressors and motors. We do not recommend saving the evaporator condenser or the evaporator barrel. These components have a requirement that they bear an ASME stamp showing that they have been tested, prior to their ability to be reused. If the refrigerant is changed out, all of the receivers and the pressure vessels must be subjected to a pressure test which is very extensive. Because the R-12 is not a high pressure refrigerant the test will exceed the pressure under which the equipment was designed. These components may fail the test which would necessitate replacement of the equipment anyway. We would suggest that, because the two new refrigerants that are ozone safe cannot be used on seals on existing refrigeration equipment, that refrigerant 22 be employed. With refrigerant 22, if a new evaporator and a new condenser, preferably air cooled, to eliminate the requirement for maintenance are employed, the system will be increased somewhat in capacity. It shall provide extended years of service. However, the cost of this change must be weighed against the cost of a new refrigeration system, because of the added labor necessary to combine old components with new, it may well approach the cost of a new system. The cost of the air cooled system complete with installation would be approximately $75,000 for the basement, first and second floors, and $110,000 for the entire building. The balance of the refrigeration equipment in use in the building appears to be in reasonably good shape. The condition of the chilled water pump is questionable. In the interest of operating economy, this system was designed with approximately 14 recool coils located in ductwork downstream of the main air handling unit. We suggest that all of these continue to be used since they save considerable energy over cooling the entire air supply to the building to 53 °F and then reheating it. The operation of the control valves employed in this service should be examined because original system is now approaching 50 years old. The hot water distribution system in use in this building consists of several pumps that are used for individual zoning of the perimeter radiation which maintains the temperature of the building on the heating side, and the heating coil located in the air handling unit which will heat the outside air in cold weather before it is distributed to the various rooms of the building. The current perimeter radiation system employs three pumps, which are brand new, and the three original pumps which are now valved off. We suggest that this arrangement is adequate for now because the mass of the building is great enough to retain sufficient heat to coast through one day with the heat off. Should there be a pump failure of one zone, the use of a pumping arrangement which will automatically switch from one perimeter zone pump to another in a case of failure is not really necessary in this program. As these older pumps continue to be used and ultimately fail, the city has several choices in order to maintain satisfactory temperature control in the building in a case of failure of the pump. The most economical approach is to maintain one spare seal which will fit all three pumps. Alternatively, an extra motor and seal could be provided. If sufficient money is available, a spare pump may be purchased and maintained on hand in case of failure of any of the existing pumps. We do not think that is necessary for an alternator in this pumping arrangement which will automatically switch from one pump to another in a case of failure. The large pump that circulate heating water to the preheating coil in the air handling units looks old and tired. There is no backup for this pump. We suggest that at least a spare seal should be maintained on hand to Yakima City Hall - Report 12-10-96 Page 3 of 4 install in this pump should it fail. Preferably, this pump should have at least a spare motor and perhaps a spare pump provided because the entire fresh air ventilation system can not operate with outside air in cold weather unless this pump is available for service. The air handling systems in use for this complex are located in two mechanical rooms. The basement, first and second floor are served by one such system and the third and fourth floors are served by a second system. After a review of the capacity of these systems, we found that the smaller unit used on the third and fourth floor served a jail which has high exhaust requirements. We have determined that this system is not worth saving if the upper two floors are renovated into office space. The amount of air being distributed is inconsistent with good practice and employs too much exhaust for office space. Furthermore, the location of this mechanical room takes up too much space out of the middle of the building and would be very disruptive in terms of logical layout of offices in this part of the building. We therefore suggest that this equipment in the upper air handing system be scrapped if the upper two floors are modernized, and a new air handling system be installed in a penthouse on the roof where it would take up no valuable space within the building and would permit much more logical renovation in the two floors below it. The air handling system serving the basement, first and second floors of the building consists of old, very slow speed, large fans that required very low HP. The main supply fan serving these three floors of the building required only 20 HP. A more modern system, although much more compact, would likely require at least 40, if not 50 HP, to do the same work. This slow speed equipment not only lasts practically forever, but it is relatively much more quiet. We feel that every effort should be made to retain the use of this air handling system. There are heating coils within this equipment that require attention. One of the 4 coils that serve as the coil bank for the main air handling system has several persistent leaks. We think one effort should be made to braze those leaks shut and if it fails, or if other leaks occur in this same coil, this one segment of the coil should be replaced. If other coils develop leaks, we suggest that the whole bank of coils be replaced in spite of the fact that it would cost $20,000 - $25,000. It is not practical nor is it energy efficient to continue to allow water to leak through these coils because the heating water loop is a closed water loop in which little corrosion could take place unless fresh water is continually introduced into the system. This is because water in itself is not corrosive, but the oxygen devolved in the water is corrosive. A closed loop hot water heating system will last a great many years if leaks are prevented, because there is no source of oxygen to further corrode the pipe once the oxygen in the initial fill is consumed. We were pleased to see that an energy management system has been installed within the building to control and monitor the operation of the boilers, chillers and air handling equipment. When it was installed, however, there are components which it controls which should have been replaced. There are a number of 3 -way valves in the system which are in need of rebuilding. Particularly, 3 -way valves serving the radiation around the perimeter of the building should be rebuilt. We recommend that they be replaced or rebuilt as soon as possible. We have completed a thorough analysis of the heat loss and gain in this facility. The newly installed boilers are fully capable of handling the load within the building. The new ventilation code requirements which generally demand an increase in the amount of air flow in the building are well within the capacity of the existing fans. There is 1/2 CFM/SQFT available without modification of any of the ductwork throughout the basement. This is more than adequate for storage, although it is not adequate for offices. Yakima City Hall - Report 12-10-96 Page 4 of 4 On the first floor there is approximately 1.2 CFM/SQFT available for ventilation. There is almost 1.5 CFM/SQFT on the second floor. This is more than adequate. Refer to data within the report for verification that all of the zones on the first and second floors are more than adequate to accommodate the present and future ventilation requirements. As it currently stands, the cooling requirements of the building can only be marginally satisfied under the capacity of the existing chilled water system. However, the local utility is pressing for a conversion of the lighting systems in the building to T-8 lamps with electronic ballasts. This will cut the lighting load of the building in half and should permit the existing system to adequately serve the three floors currently handled by it. We would suggest that if the third and fourth floors are renovated, that they have their own chilled water system but with a manual bypass to allow chilled water from one system to flow into chilled water from the other system which would take care of the cooling requirements at temperatures approaching 80°F. This inter -tie of chilled water systems could be inexpensively done and it goes a long ways to providing some segment of comfort in hot weather for the entire building if one refrigeration system is in need of repair. The local utility has suggested that premium efficiency motors be installed on the second floor air handling units, and the three motors be equipped with adjustable frequency drives. We feel that a better approach would utilize the energy management system to turn off the air handling systems during the unoccupied cycles, allowing the perimeter radiators to keep the building warm. If the air handling system can be shut down over 100 hours per week, the payback on the use of heat efficiency motors and variable frequency drives becomes marginal, at best. YAKIMA CITY HALL REMODEL ELECTRICAL RECOMMENDATIONS All categories listed in order of priority, the first being the highest. All work in this building can be staged by floor and by half floor. The main service will require a building outage. LIGHTING Current lighting consist of fluorescent and incandescent fixtures. The fluorescent fixtures are T-12 fixtures with magnetic ballasts. Most of these fixtures are surface mounted and are showing there age. The incandescent fixtures are used mainly in the upper 2 floors and in the basement. Most of these fixtures are surface mounted on the structural ceiling. RECOMMENDATION: Washington State Energy Code requires any remodel of this size to bring the lighting within the approved energy budget. This will require the replacement of all existing fluorescent fixtures with high efficiency fluorescent fixtures using T8 lamps and electronic ballasts. The upper two floors have incandescent lighting which can never meet energy code. Replacing all fixtures with T8 fixtures will provide better light distribution, as well as a substantial decrease in power consumption. Occupancy controls should also be incorporated to turn the lights out in little used areas. These controls can pay for themselves in a couple of years. Egress lighting should be added to certain areas of the building such as the basement. This is required for building exiting during power outages. This can be accomplished by including battery ballasts in a number of strategically located fixtures or feeding these fixtures from the standby power source. Electronic ballasts produce harmonic feedback that could disrupt computer equipment. Therefor surge suppression should be added to any panel that feeds both computers and lighting. The existing exit fixtures are incandescent and inefficient. There are a number of places in the building where exit signs should be added. The existing fixtures should be replaced with LED lamped fixtures. LED fixtures are very efficient using approximately 1/10th the power of the existing incandescent fixtures. The new lighting system should be installed in a new suspended T -bar ceiling. This will allow the use of recessed troffer fixtures and will provide an area above the ceiling for mechanical and electrical devices. MAIN DISTRIBUTION The power to the building currently consists of (2) separate services: one for normal power and one for standby or uninterrupted power. The uninterrupted power service is a 200 amp 208Y/120 volt 3-phase service. The 12 month high demand on this service is 36 KW which translates to 100 amps. This leaves 50% spare service for computer power. This should be sufficient. The normal power service is a 208Y/120 volt 3-phase split service that feeds a 600 amp main distribution board and a panel originally designated as an x-ray room panel. The 12 month high demand on this service is 240 KW which translates to 666 amps. This indicates that the service is near maximum usage. RECOMMENDATION: According to utility records the main service is nearing maximum capacity. The change to T-8 lighting fixtures could reduce the demand for the building as much as 50KW reducing the amperage to about 520 amps. This doesn't allow for much additional load. According to the Mechanical Engineer, the building lacks about 40% of the necessary air conditioning. This could easily overload the current service. The service should be replaced by a new 1200 amp main distribution board. This service should be located where the current main board sits. This change over will require at least a week of down time for the building. DISTRIBUTION PANELS Most of the existing breaker panels are original equipment installed at initial construction. The majority of the panels are 70 amp panels. These panels don't allow for much load. The breakers for these panels are reaching the end of their life expectancy. RECOMMENDATION: The existing breaker panels should be replaced with new 125 amp 42 space breaker panels. The new panels will need to have a custom cover as they will be smaller than the existing panels. The existing conduit system should be usable to feed the new panels. New feeder conductor will be needed to feed the new breaker panels. A new panel should be added to the first floor, second floor, and third floor. These panels should be fed by the standby power system and should feed designated computer receptacles only. New feeders and conduits must be added to feed these panels. RECEPTACLES Current receptacles are fed by both uninterrupted power and normal power. The originally installed receptacle are recess mounted. Many receptacles have been added as surface mounted devices. An in -floor distribution system has been used to provide power pedestals at individual desk locations. RECOMMENDATIONS: All surface mounted receptacles and conduit should be removed. The addition of receptacles should be accomplished through the floor system where possible. New surface mounted devices will need to be added in some places. These devices should be fed by carefully installed surface conduit. If the T -bar ceiling is installed before the surface conduit is removed and unsightly notch will be left in the edge metal of the ceiling grid where each conduit was removed. The in -floor distribution system has been added to many times and has become a mess of used and un -used conductors. All unused conductor should be removed and all obsolete conductors should be replaced. All conductors should be tagged at each accessible location. BACKUP POWER A recently added 80 KW generator set provides standby power for the 200 amp service. A UPS provides power for this service during the generator start-up. RECOMMENDATION: The existing standby power system should remain as is. ESTIMATED COSTS OF RECOMMENDED WORK LIGHTING $ 75,000 MAIN DISTRIBUTION $ 35,000 DISTRIBUTION PANELS $ 27,210 RECEPTACLES $ 23,000 MISC., RECONNECTION $100,000 ENGINEERING FEES $ 12.000 TOTAL $272,210 B:\YAK-CITY.HAL 11. APPENDIX a. Layout Standards The following are generalized layouts of offices, workstations, conference areas and miscellaneous spaces used in developing and verifying departmental space needs. These are for reference only and have not been developed specifically for this building They represent standard guidelines for office space use Po41 3245p _ • encicso • C s+ 5r_e}-j r 1-40 0.+ },�. Laticuf craze_ f7.2.?‘ VC, sr • Enuosed 000tc.e. • Gu (M Az -akin.) %r 3-4 at -is-10U_ • NIftirntze 44 -oras.) Lapru c! Lavi' -ce • 1/61r tcn 7 -Far pequ'eAc c. k m nnk- 9+Ve re, 6 1 e,o4g Bridlesed oif+c.e. • • -roc 3 -4 • ,loP i rvu2e `• )c. par_ 4 Lavicth space • Vanai-wns for pre -ince- cn rt : sk4 . 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CenTOnett NSC' z15F 11/41SCZ L1 SF • Maim ak Fosc bf .ctzu62)e ►e entutis . • NI ivww tex\c+d- levy retu . - , • Unduuidua9. *ma or c erd. i paAA.A.. 3Woft JIPIJee184N07 .-Ao4()J71 C*nvD OW1/1)a- -acd U'1ocO• of av1was1d ois- GN o lL�t1M c . 4. SigoSzl� D D D D a � Q Q Q. 0 t7C700710 • b I S1a0i%d1Nos-*.1c1. 4- SN c,5213d c� 0 /I/ co el WoK1� TA pLe. 0 `U ► IF41 'RoonA aosr INS 1.6 KiTcH-E_4-1/Ver-In!J �o- fooSF Lo1J 1-7-111:71_ FAX/cc r-- c...cove. (c).4 -5F e SF, le 14 REAM Fon M (om.--r(No tez 12 t) 04o 5F 11. APPENDIX b. Questionnaire Sample and Synopsis The following questionnaire was made available to all City Hall staff, utilizing regular payroll distribution. Name Department: 1 Do you use the lunch room in the basement? Yes No 2. If yes, do you use it once a week? More than once a week? Seldom use it? 3 Would you use the lunch room if improvements were made? Yes No 4 Do you use the Fitness Center in the basement? Yes No 5. If yes, do you use it once a week? More than once a week? Seldom use it? 6 Would you use the Fitness Center if improvements were made? Yes No 7 Do you meet/conduct business with people coming from outside the City Hall building (the public and city employees that work at another location)? Yes No 8 If yes, do you meet with them (check all that apply) Daily Once a week Seldom A. At a counter? B. At your workstation? C. In a conference room? D. I leave City Hall to meet elsewhere. 9 Assuming an adequate number of conference rooms was available in City Hall, would you prefer to meet: At your workstation? In a conference room? No preference? This question does not apply to me I rarely meet with others. 10 How many people attend these meetings, including yourself? 2-3 4-7 More P 3 11 If you meet with the public at a counter, please check all that apply: Counter is larger than needed Counter is about the right size Counter is too small I sometimes discuss confidential matters at the counter I receive cash at the counter 12. Do you ever encounter "lost" visitors in public corridors? Yes No 13 Please list up to 3 city departments with whom you have frequent in person contact. el 3. 14. The City Council Chambers is viewed as having inadequate visual material display provisions, not enough seating, poor lighting for television purposes, as well as other shortcomings. If you have comments relating to inadequacies, as well as any suggested improvements, please provide below IrtWARDELL Architects P.S. City Hall Space Planning Study Project No 1052.04 10/30/96 Questionnaire Synopsis 58 responses received out of 100 distributed. 1 - 3 Lunchroom Used by 45% of respondents, most of those (67%) used more than once a week. Heaviest usage was from people already located in basement. 41% of respondents would use more if improvements were made, as opposed to 45% who would never use it. 4 - 6 Fitness Center Used by 34% of respondents; 19% of those use it once a week, 38% more than once a week, 15% say they plan to start using it. Comment was made that the center has only been available since mid-April and that people often do not use indoor fitness programs in the summer as much as they do in the winter 7 Contact with people from outside City Hall 91 % or respondents have contact. 8 Meeting Places. o A total of 66% meet others at a counter, generally on a daily basis. o 88% meet with people at their workstation, again on a daily basis o 81% meet in conference rooms. Most of these meeting (43% occur once a week, 14% daily, and 24% "seldom") o 72% leave the building to meet; 31% of these do this occasionally ("seldom"), 29% once a week and 12% on a daily basis 9. Preferred Meeting Places: Most respondents (52%) preferred to meet in conference rooms. 38% would meet at their workstation, although several expressed concern for the privacy of their workstations 16% had no preference and 12% said they rarely met with others. 10. Number of People in Meetings Most meetings (50%) were with 2-3 people, 31% were with 4-7 people, and 19% were with 8 or more 11 Public Counters. A little over half the respondents indicated they used a counter Of those, half thought their counters were about the right size and half thought they were too small. "Too small" responses came from Engineering and Codes, with a few from Finance and one from Human Resources. 41 % of those using counters discuss confidential matters at the counter; 44% collect cash. 12 Nearly everyone (86%) had encountered "lost" visitors (509) 453-3693 Fax (509) 453-1336 509 W. Chestnut, Yakima, WA 98902 City Hall Space Planning Study Questionnaire Synopsis 10/30/96 p 2 Comments on Council Chambers: Need to be enlarged with backhallway ... Not big enough .. Poor viewing of displays... More room .. to allow easier access when distributing material . and when in session trying to get by when someone is seated. More comfortable seating (both council seating and audience chairs) A recording system that is easier to use... Audio equipment was recently updated .. hopefully that will make it easier to record. Not enough seating. Hope the council chambers will remain on 1st floor. . important to keep the public from wandering through City Hall .. Good bright computer projection system. our council chamber is by far the smallest ugliest I've seen. .. needs improvement but not at expense of others working in building. Possibly rebuild .. on 3rd or 4th floor .. .. a disgrace to our community. It's too small and unattractive.... suggest 3rd or 4th floor. raise council seating so all may see as well as hear provide seating for Department/Division managers near Council seating area.... provide designated media area .. proper lighting ... presentation podium and board placed in good visual position .. need better ADA consideration -- line of sight, access, ease of travel to microphones ... use 2nd floor roof . .. council meeting should have floor all to itself or outside structure added on .. Inadequate exits and accessibility of exits. Ventilation sometimes inadequate with large crowds. Better wall space for displays.. A counter for sign -in and distribution of material near the public entrance. The glass doors and lobby speaker are .. often used. City Hall Space Planning Study Questionnaire Synopsis 10/30/96 p. 3 .. need "traveling" microphone to be able to move around during presentation. Have one or more nearby rooms with direct TV feed from Council Chambers so that staff waiting for items on agenda do not have to wait in chamber.... General Comments: Please move the people out of the basement ... health problems. Basement ... has inadequate ventilation .. no exhaust for commercial laser printer .. chemical odor in print shop; no exhaust ventilation ... fumes from print shop diffuse to office work space. Potential fire hazard . chemical storage and boiler room near office spaces...potential entrapment of basement staff . no natural light, poor ventilation overall, undesirable work space... Word processing likes their space and location, would like to stay where they are Need public phone outside building. Eliminate carpet in public areas. Engineering Division ... extremely cramped ... feel each division should have at least one visible contact for the public ... 2nd floor roof for open air patio _ . I feel that each division having public contact should have t\heir own counter and representative(s) manning this counter to insure prompt and adequate customer service. There is no greater frustration to citizens and other staff than to be unable to locate someone from another division. Planning department space is appropriate ... could use an additional conference room, library/file room & layout room in area. . . would like to remain in this space .... would be advantageous to have conference room closer to entry ... .. Need an area for mail handling and sorting.