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Urban Renewal Agenda 01/13/14CITY OF WOODBURN URBAN RENEWAL AGENCY AGENDA KATHRYN FIGLEY, CHAIR TERESA ALONSO LEON, BOARD MEMBER WARD 1 LISA ELLSWORTH, BOARD MEMBER WARD II PETER MCCALLUM, BOARD MEMBER WARD III JAMES COX, BOARD MEMBER WARD IV FRANK LONERGAN, BOARD MEMBER WARD V ERIC MORRIS, BOARD MEMBER WARD VI .JANUARY 13, 2014 - 6:00 P.M. CITY HALL COUNCIL CHAMBERS - 270 MONTGOMERY STREET 1. CALL TO ORDER 2. ROLL CALL 3. CONSENT AGENDA A. Urban Renewal Agency minutes of November 25, 2013 Recommended Action: Approve the minutes. 4. PUBLIC HEARINGS None. 5. GENERAL BUSINESS A. Association Building Feasibility Study Recommended Action: Receive the Association Building Feasibility Study and provide direction on next steps, including future discussion dates, compilation of supplemental information to assist with the decision process, or other direction as deemed appropriate. 6. PUBLIC COMMENT 7. ADJOURNMENT January 13, 2014 Urban Renewal Agency Page i 17 K URBAN RENEWAL AGENCY BOARD MEETING MINUTES NOVEMBER 25, 2013 0:00 DATE COUNCIL CHAMBERS, CITY HALL, CITY OF WOODBURN, COUNTY OF MARION, STATE OF OREGON, NOVEMBER 25, 2013. CONVENED The meeting convened at 6:50 p.m. with Chair Figley presiding. ROLL CALL Chair Figley Present Member Cox Present Member Lonergan Absent Member McCallum Present Member Morris Present -6:53 Member Ellsworth Present Member Alonso Leon Present Staff Present: City Administrator Derickson, City Attorney Shields, Economic and Development Director Hendryx, , Interim Public Works Director Scott, Finance Director Shearer, Captain Garrett, Accounting Manager Ellerbrook, Budget Analyst Head, Urban Renewal Manager Stowers, Communications Coordinator Horton, City Recorder Pierson 0:00 CONSENT AGENDA A. Urban Renewal Agency minutes of October 28, 2013. McCallum/Ellsworth... adopt the Consent Agenda. The motion passed unanimously. 0:01 URBAN RENEWAL GRANT URG 2013-08 165 W. HAYES ST. (MARY PARRA) Urban Renewal Manager Stowers provided a staff report. Cox/McCallum... approve Urban Renewal Grant URG 2013-08, 165 W. HAYES ST. for up to $2,000. The motion passed unanimously. 0:04 ADJOURNMENT McCallum/Ellsworth... meeting be adjourned. The motion passed unanimously. The meeting adjourned at 6:54 pm. APPROVED KATHRYN FIGLEY, CHAIR ATTEST Heather Pierson, City Recorder City of Woodburn, Oregon Page 1 — URA Board Minutes, November 25, 2013 January 13, 2014 To: Urban Renewal Agency Board From: Jim Hendryx, Economic and Development Services Director; Robyn Stowers, Urban Renewal Manager Subject: Association Building Feasibility Study RECOMMENDATION: Receive the Association Building Feasibility Study and provide direction on next steps, including future discussion dates, compilation of supplemental information to assist with the decision process, or other direction as deemed appropriate. BACKGROUND: Built in 1891, the Association Building, located at 347 N. Front Street, is an iconic structure of historic and cultural significance to the Woodburn community. The City of Woodburn acquired ownership of the building in 2000 after decades of disinvestment and the 1993 Scotts Mill earthquake left the building a public safety hazard. The City invested approximately $850,000 to seismically retrofit, rebuild the fagades, and stabilize the structure in 2002-04. Limited funding left interior improvements incomplete and the building has remained vacant for over two decades. In May 2013, the City contracted with Constructive Form Architecture and Design, LLC, to complete a feasibility study to determine the best uses for the Association Building. FEASIBILITY STUDY SYNOPSIS: The Association Building Feasibility Study provides a roadmap to redevelopment. The study identifies the City's financial commitment, construction costs, building attributes and limitations, architectural renderings, alternative funding strategies, potential partnerships, best development practices, and best building uses. Agenda Item Review: City Administrator _x City Attorney _x Finance _x_ Urban Renewal Agency Board January 13, 2014 Page 2 Most importantly, the study highlights the unlikelihood of the City receiving a return on investments from past and future building improvements. This is very common for urban renewal agencies around the nation and similar to case studies identified in the report. The City must be committed to make considerable investments to revitalize the Association Building. Architectural and structural drawings developed for the report determine construction budget ranges for site development. Project cost to redevelop the Association Building is approximately $600K - $2.6 million, more than half of the urban renewal budget. The $600K estimate provides baseline upgrades which would bring the building up to market -ready conditions. The study divides these estimates into two options that the City could pursue to develop the property. Redevelopment of the Association Building is essential to revitalizing downtown; however, the project has financial limitations. Based upon current estimates, the urban renewal area can support approximately $4 - $5 million in new debt service. The Agency must take into consideration other urban renewal goals and priorities, while determining which direction to take with the Association Building. Investing $2.6 million in building improvements will greatly impact the Agency's ability to complete other urban renewal priorities, such as First Street improvements and the Fire Station remodel. The combined projects costs for First Street and the Fire Station remodel are estimated to be between $2.5 - $4 million. The feasibility study provides an in-depth examination of community needs, downtown attributes, and local market conditions to determine which uses would best fit the Association Building. Research for the study included a Community Engagement Report that interviewed more than 115 people to gauge community interest; a building analysis to determine which uses best complement the existing structure; a downtown overview to determine which uses best complement the business community and attributes; and a market overview to examine market gaps, demand, and economic feasibility. The top three Concept Models identified as providing the highest and best uses for the Association Building are a Neighborhood Activity Center/Community Use Project, a Business Incubator, and a Microbrewery/Beverage Distillery. All three development options presented in the study demonstrate that there is no silver bullet for revitalizing downtown. Downtown revitalization is a long-term commitment that requires flexibility and creative thinking. The City may pursue multiple options before selecting a final use. Urban Renewal Agency Board January 13, 2014 Page 3 —� Concept Model 1: Neighborhood Activity Center A moderately-sized Neighborhood Activity Center provides the greatest public use impact downtown and has the highest amount of community support. Given the size of Woodburn's community, the Association Building provides an ideal location for a small, financially feasible Neighborhood Activity Center that would meet a variety of community needs. The concept of a Neighborhood Activity Center is very broad and could facilitate a variety of uses, including educational classes, fitness classes, rentals, banquets, service club events, school events, daycare, community events, small conferences, workshops, trainings, etc. The center could also cater to diverse populations, including youth, families, and seniors. While this concept provides for a wide variety of community -oriented uses, it does not fully meet the City's need for a traditional community center, as the facility is not large enough to incorporate a full-sized gymnasium, changing rooms, and other "active" recreation facilities. The Community Services Department spends thousands of dollars annually renting gym space from the school district for recreation programming. Other amenities identified as needed in the 2008 Community Center Feasibility Study include an indoor gymnasium, weight/fitness rooms, and a commercial kitchen, which would be highly utilized by the Woodburn community. If the Urban Renewal Agency decides to pursue this option, the City would invest an estimated $2.6 million to develop the property and make a long-term commitment to financially support the facility's operations and programming. Additional income from the proposed market rate caf6/restaurant and room rentals can provide some revenue and help reduce operating expenses. If the City does not want to own or manage the building, ownership could be transferred to the nonprofit partner to minimize the City's financial exposure. It is possible that a partner could bring resources to the table, which would reduce the City's financial commitment to the project. The report identified the Boys and Girls Club as a potential partner, however, other partnerships may also be explored. Pros: • Serves the local community • Youth and family-oriented Urban Renewal Agency Board January 13, 2014 Page 4 • Provides community activity space the City currently lacks • Grants may be available to assist with development • Draws community members downtown • Mixed-use subsidizes operational costs • Partnership opportunities with schools and non -profits Cons: • Requires greater City involvement • Does not fully meet the City's recreational facility needs Project Cost: • Estimated project cost is $2.6 million • Grants and/or partner investments may cover a portion of costs • Additional City investment may be needed for programming and management of facility. Urban renewal funding is not available for these expenses. Investing $2.6 million in the Association Building may compromise the Agency's ability to complete other urban renewal projects. Grants and partnerships may provide addition funding; however, these are not guaranteed funding sources. The Agency may decide to pursue this option, contingent upon receiving secured funding from other sources. —� Concept Model 2: Business Incubator A Business Incubator with a Studio Arts focus provides the highest level of economic impact and business growth for the Association Building. This concept builds on the existing small business community and draws a wide range of visitors to the downtown. Business incubators are small businesses resource centers that provide subsidized rental space and technical support and training for startups. Business incubators are most successful when there is a theme such as the arts, technology, or food processing. The arts focus provides a diverse niche which complements downtown's existing businesses and culture. However, the Agency may decide to focus on other business models. The concept design incorporates small offices, studios, gallery, and meeting space to support a studio arts business incubator. In addition to the subsidized incubation component, the model incorporates a market -rate restaurant/caf6 Urban Renewal Agency Board January 13, 2014 Page 5 space as well as retail spaces for lease at the ground level, to offset operating costs and provide additional income. This focused mixed-use model is aimed at making the incubator project economically viable and self-sustaining. If the Agency decides to pursue this option, the City would invest an estimated $2.6 million to develop the property and make a long-term commitment to financially support the facility operations and programming. Additional income from the proposed market -rate caf6/restaurant, retail space, and room rentals can provide some revenue and help reduce operating expenses. If the City does not want to own or manage the building, ownership could be transferred to the nonprofit partner to minimize the City's financial exposure. It is possible that a partner could bring resources to the table, which would reduce the City's financial commitment to the project. This concept design may easily be converted to a small shopping center or office building if the Agency chooses to pursue other uses. Pros: • Supports local businesses • Diversifies downtown business • Community -wide economic impact • Mixed-use subsidizes operational costs • Partnership opportunities with schools and non -profits • Mixed-use design flexible and may be easily converted to commercial use Cons: • Requires greater City involvement Project Cost: • Estimated project cost is $2.6 million • Grants and/or partner investment may cover a portion of costs • Additional City investment may be needed for programming and management of facility. Urban renewal funding is not available for these expenses. Investing $2.6 million in the Association Building may compromise the Agency's ability to complete other urban renewal projects. Grants and partnerships may provide addition funding; however, these are not guaranteed funding sources. The Agency may decide to pursue this option, contingent upon receiving secured funding from other sources. Urban Renewal Agency Board January 13, 2014 Page 6 Concept Model 3: Micro Brewpub/Beverage Distillery (Selling the Association Building with an Identified Use) A Micro Brewpub/Beverage Distillery is an option to sell the building with an identified use. This concept provides an opportunity for a privately owned business to attract both tourists and residents by highlighting the area's agricultural heritage. The market overview indicates that currently there is little to no direct competition, as there is a micro brewery/distillery market gap in the area. Over the next five years, as Woodburn continues to grow, demand for restaurant and entertainment space will increase significantly. This concept would increase the diversity of the types of restaurants downtown, bringing more traffic downtown, while expanding on Oregon's craft brewing culture. The brewpub concepts maximize the building's assets by creating outdoor and balcony seating in the plaza and incorporating retail space on Front Street. The space is also large enough to act as a small entertainment venue, which could meet the common call for an entertainment use and act as an informal gathering place for the community. If the Agency decides to sell the building with conditional use, such as a brewpub, the City will need to invest an estimated $600K for baseline improvements or a development package. The City may reduce financial risk by requiring certain benchmarks to be met to receive funding. Although the brewpub is identified as the best private use for the Association Building, the Agency may decide to pursue other options. The City may send out a Request for Proposal and create a development package to attract investors. Pros: • Promotes local agriculture • Tourism attraction • Diversifies downtown business • Entertainment venue • Least amount of City investment • Return property to tax rolls • More funding for other urban renewal projects • City may accept proposals and select best use Urban Renewal Agency Board January 13, 2014 Page 7 Cons: • Will not receive a return on investment from sale Cost Options: • Invest an estimated $600k in building improvements or as a development package. Investing $600K in the Association Building is financially feasible and allows the Agency to pursue other urban renewal priority projects. —� Sell the Association Building Without Identified Use The option to sell the Association Building without conditions keeps the City's financial exposure to a minimum. However, the large size and assessed value of the Association Building makes it difficult to find an investor. As the majority of the assessed values for downtown properties fall in the $50-200K range, the $535K assessed value for the Association Building is atypical. If the Agency decides to pursue this option, the City would sell the building as -is with no further investment or after the $600K baseline improvements. Given the current Real Market Value of $535K, it is unlikely that the City's previous $850K investment would be recouped by this sale. Although it is also unlikely the City will receive a return on investment from baseline upgrades, the investment may be needed to attract investors and reduce the risk of the building sitting vacant for an extended period of time. Pros: • Least amount of City investment • Receive money from sale • More funding for other urban renewal projects • Return property to tax rolls Cons: • Will not receive a return on investment from sale • City loses control of building • Building may sit vacant for a long time Urban Renewal Agency Board January 13, 2014 Page 8 Cost Options: • Sell building as -is with no investments • Invest $600K in building upgrades and sell Selling the building will provide additional funding to be investing in other urban renewal projects. FINANCIAL IMPACT: Financial impact to be determined upon Agency's decision. Association Building Feasibility Study for The City of Woodburn PREPARED BY: Constructive Form Architecture and Design, LLC Marketek, Inc. Cogen Owens Cogen, LLC Froelich Consulting Engineers, Inc. Architectural Cost Consultants, LLC FINAL REPORT: 7 January 2014 Association Building Feasibility Study for the City of Woodburn Constructive Form(:OGAN Architecture and Design LLC %nlai'KeteK 0 F 1 ACKNOWLEDGEMENTS The Association Building Feasibility Study for the City of Woodburn was funded by the City of Woodburn. City of Woodburn: Scott Derickson, City Administrator James N.P. Hendryx, Director, Economic and Development Services Robyn Stowers, Urban Renewal Manager Consultant Team: Kina Voelz, Constructive Form Architecture and Design, LLC Simone Goldfeder, Constructive Form Architecture and Design, LLC Brent Hinrichs, Constructive Form Architecture and Design, LLC Ellen Wyoming, Cogan Owens Cogan, LLC Mary Bosch, Marketek, Inc. Tim Terich, Froelich Consulting Engineers, Inc. Stan Pszczolkowski, Architectural Cost Consultants, LLC Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 2 of 80 Constructive Form (:OGAN Architecture and Design LLC %nlai'KeteK O FNS TABLE OF CONTENTS COVER PAGE ACKNOWLEDGEMENTS TABLE OF CONTENTS EXECUTIVE SUMMARY PROJECT OVERVIEW REGIONAL & DOWNTOWN CONTEXT EXISTING BUILDING ASSESSMENT & CAPACITY COMMUNITY ENGAGEMENT SUMMARY MARKET OVERVIEW Development Opportunities Assessment INTRODUCTION TO CONCEPT MODELS FOR REDEVELOPMENT Project Costs Summary CONCEPT MODELS Concept Model 1: Neighborhood Activity Center Concept Model 2: Business Incubator Concept Model 3: Neighborhood Micro Brewpub/Beverage Distillery Options to Sell without an Identified Use DESIGN ATTRIBUTES SUSTAINABLE DESIGN FINDINGS CONCLUDING THOUGHTS SUPPORTING DOCUMENTATION Case Studies Potential Funding Sources Micro Brewpub/ Beverage Distillery Examples Demographic Snapshot & Retail Market Analysis Net Operating Income Pro Forma Maps, Downtown Assessment Development Opportunities Assessment APPENDICES A: Building Assessment Report - Full Report B: Current Marion County Assessor - Property Information C: Community Engagement Report - Full Report D: Business Incubator Report - Full Report E: Detailed Cost Estimates F: Literature Review G: As -Built Drawings of the Association Building Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 2 3 4- 10 11 12- 14 15- 18 19-20 21 - 23 22- 23 24-26 26 27 27- 34 35-41 42-47 48- 51 52- 53 54 55- 57 58 59 59-67 68 69 70-72 73 74-79 80 Page 3 of 80 Constructive Form (:OGAN Architecture and Design LLC %nlai'F eteK O FNS °II�'llilll� IIS /�� VIII' VIM '°fff III @ '°ffr°IOHXIIP III 1��fr XWK,, Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN EXECUTIVE SUMMARY Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN EXECUTIVE SUMMARY INTRODUCTION The City of Woodburn commissioned Constructive Form Architecture and Design LLC to conduct a feasibility study for the redevelopment of the Association Building located downtown and owned by the City of Woodburn. The Association Building, a two-story structure with approximately 10,000 square feet, was originally owned and built by Woodburn Founder J.H. Settlemier in 1891 and holds an important place in the history of Woodburn. The City of Woodburn invested resources to seismically retrofit, rebuild the fagades, and stabilize the structure after it was heavily damaged in the 1993 Scotts Mills earthquake. The building has remained vacant for more than two decades. This study seeks to identify the highest and best uses for the Association Building and explores three Concept Models to transform the building into a community -oriented, iconic building for all residents that would become a place of city pride as well as a model for future renovations and upgrades in the downtown. The sale or transfer of ownership of the building is also explored in the concept models and as a stand-alone option. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 4 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN EXECUTIVE SUMMARY PROJECT APPROACH This feasibility study for the adaptive reuse of the Association Building focused on the following key questions: • What are the highest and best uses for the Association Building from a generalized market perspective? • What is realistically achievable and practical within the City of Woodburn? • How can the redevelopment help activate the Downtown Plaza? • How can the redevelopment be a model for future upgrades and redevelopment in the downtown area? The project scope and investigation included: • Regional & Downtown Context • Existing Building Assessment & Capacity • Community Engagement Study • Market Analysis • Concept Models for Redevelopment • Project Costs Summary REGIONAL & DOWNTOWN CONTEXT This overview identifies opportunities and challenges to assess viable and achievable potential uses for the Association Building. Woodburn is situated within the Willamette Valley between 1-5 and Highway 99. It is within a forty-five minute drive from Salem, the State Capitol, and from Portland, Oregon's largest city. The Willamette Valley is a thriving agricultural region with many growing small and mid-sized communities. The redevelopment of the Association Building provides an opportunity to highlight and showcase Woodburn's rich agricultural history and current culture. Woodburn Premium Outlets, located at the northwest edge of the City, is the state's top tourist destination, attracting approximately 4.5 million visitors a year. Strong marketing efforts have the opportunity to generate more regional traffic and draw tourism downtown from the Outlets and other local tourist draws. According to the 2010 census: the City has a population of 24,090. The City's population has grown 20% since 2000, with a median age of 31.8 years, and a median household income of $43,603. The City is home to a distinct Latino enclave as well as a community of Russian Orthodox Old Believers. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 5 of 80 Constructive Form COGAN Architecture and Design LLC tmarKeteK O FNS iii COGAN EXECUTIVE SUMMARY EXISTING BUILDING ASSESSMENT & CAPACITY A Building Assessment analyzed the physical, spatial, architectural, and structural capacity of the existing building. As -built drawings of existing plans, elevations, sections and existing conditions report identified building constraints and opportunities. This information was used to help determine the highest and best uses that fit building attributes and to help estimate construction costs. The existing two story structure is an unoccupiable shell of approximately 9,557 interior square feet. It was approximately 85% seismically upgraded after a 1993 earthquake heavily damaged the original building. In 2005, the City of Woodburn completed an $850,000 project to stabilize the structure for fire, life and safety, and rebuilt the fagades. This was a necessary step at that time to avoid demolition and to prepare the building for a new use or occupancy. The City's improvement project did not address the interior of the building. Existing conditions lack finished walls, floors, stairs, elevator, plumbing, sprinkler system, utilities, electrical, roof repairs, atrium and mandatory ADA and energy code requirements. Testing is also needed to determine any contamination from lead, asbestos, radon and oil tanks. Existing building attributes, including height and location, provide an opportunity to increase natural lighting and create a continuous pedestrian link through the building from Front Street to the plaza. These attributes were used to create architectural designs for each Concept Model and to help activate the plaza and create a vibrant public space. COMMUNITY ENGAGEMENT PROCESS A Community Engagement Report was conducted to identify community interests and support for redevelopment options of the Association Building. The results helped inform the proposed Concept Models and identify the highest and best use of the Association Building. Over 115 people were interviewed, 26 in-depth surveys were administered to the community via phone, email and personal interviews, and 85 intercept surveys were administered at three community events. Interview and survey responses were synthesized and analyzed to highlight interests in the community. Our team and the City developed a representative and inclusive in-depth interviewee list as part of this community engagement process. The following findings were most significant: • 49% of intercept respondents support a youth and family -focused center • 38% of in-depth respondents support quality office and business incubator space • 16% intercept and 20% in-depth respondents identified diverse restaurants and shops as an attraction to bring people downtown more often • 32% of in-depth respondents support keeping the building for public benefit • 32% of in-depth respondents support selling the building Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 6 of 80 Constructive Form COGAN Architecture and Design LLC tmarKeteK O FNS iii COGAN EXECUTIVE SUMMARY MARKET OVERVIEW The market overview work provides answers to the question: "What are the highest and best uses of the Association Building?" and assesses the market conditions required for economic feasibility. A generalized market analysis was performed for each Concept Model to determine project feasibility. The criteria listed below provides the framework for the assessment and the Development Opportunity Matrix summarizes the evaluation prepared by team members. Eight potential concepts were identified through the Community Engagement Report, multiple interviews with community organizations, and internal team deliberations. All concepts were weighed and evaluated using a Development Opportunities Assessment, which examined: • Accessibility to target audience • Whether use complements existing building attributes/capacity • Potential for synergies with the adjacent Downtown Plaza • Active usage - hours open to public and potential for foot traffic • Diversity of use - that the use complements community character and activities • Community support • Public benefit • Identified partnerships • Market support/demand • Potential to be self-sustaining • Financial risk to City Based on the Development Opportunities Assessment, three concepts emerged as providing the highest and best uses for the Association Building: 1) Neighborhood Activity Center 2) Business Incubator 3) Micro Brewpub/Beverage Distillery Woodburn and Front Street in 2013 Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 7 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS CO(i AN EXECUTIVE SUMMARY PROJECT COSTS SUMMARY Architectural and structural drawings were developed for each Concept Model for the purpose of determining the viability of each option and to develop construction budget ranges for site development. The Project Costs Summary for each Concept Model, including direct construction costs, soft costs and associated development costs, are estimated at approximately $2.6 million. All designs maximize building attributes by incorporating a cafe/restaurant to encourage street level activity and increase use, a balcony to overlook the plaza, and an atrium to maximize natural light and ventilation. These elements strengthen the physical adjacencies and existing synergies between the Association Building, the Downtown Plaza, and Front Street. A separate option for baseline building upgrades only (Options to Sellthe Building without an indentified Use) would bring the building up to a market -ready level. This option includes upgrading floors, stairs, elevator, plumbing, sprinkler system, utilities, electrical, roof, atrium and mandatory ADA and energy code requirements. These upgrades are estimated at approximately $600,000, including direct construction costs, soft costs and associated development costs. These baseline upgrades and costs are also incorporated into each Concept Model. Environmental upgrades are included in the budget to help meet the project goal of incorporating green building techniques. Upgrades made up front benefit the project long-term, saving on overall operational costs, contributing to healthy indoor environments, conserving energy and water, reducing the environmental impact of the project, and making the building more desirable to private investors. Historic photo of downtown Woodburn and Front Street Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 8 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS CO(i AN EXECUTIVE SUMMARY FINDINGS / RECOMMENDATIONS The top three Concept Models identified as providing the highest and best uses for the Association Building are a Neighborhood Activity Center/Community Use Project, Business Incubator, and a Microbrewery/Beverage Distillery. These Concept Models were selected based on existing building assessment and capacity, community engagement study, and market analysis. The final option is to sell the Association Building with either baseline improvements or as -is. All Concept Models have the potential to transform the Association Building into a community -oriented, iconic building that would become a source of city pride and act as a model for future renovations and upgrades in the downtown. All Concept Models would be viable for the existing structure. Concept Model #1 A moderately sized Neighborhood Activity Center provides the greatest public use impact downtown. Given the size of Woodburn's community, the Association Building provides an ideal location for a small, financially feasible Neighborhood Activity Centerthat would meet a variety of community needs. Design concepts include a mixed-use model which combines a cafe/restaurant located on Front Street that could be operated and rented to a private entity to provide additional income, or operated by a nonprofit for education and job training. The cafe/restaurant would draw a diversity of customers to the building and activate the space beyond the center's hours. Other spaces includes moderately-sized assembly and multi-purpose spaces, a multi- purpose classroom, a youth or technology room, a flex room, small scale break-out spaces, and a gallery space in the atrium. The Community Engagement Report identified strong support for the Neighborhood Activity Centerconcept, with 32% of in-depth respondents supporting the City to keep the Association Building for community use and 49% of intercept survey respondents supporting a community or recreation center with a youth and family focus. Market analysis indicates the Boys and Girls Club of Woodburn's Teen Center is approaching capacity and that the center would be well -used by local residents. The downtown location is easily accessible by foot or bike and is close to other existing family services. This increased activity would have a positive economic impact downtown by drawing more visitors to adjacent existing businesses. Concept Model #2 A Business Incubator with a Studio Arts focus has the potential to provide the highest level of economic impact and business growth for the Association Building. This innovative concept builds on the existing energetic and dynamic small business community and draws a wide range of visitors to the downtown. The concept design incorporates small offices, studios, gallery, and meeting space to support a studio arts business incubator. In addition to the subsidized incubation component, the model incorporates a market rate restaurant/ cafe space as well as retail spaces for lease at the ground level, to offset operating costs and provide additional income. This focused mixed-use model is aimed at making the incubator project economically viable and self sustaining. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 9 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN EXECUTIVE SUMMARY The Community Engagement Summary demonstrates strong support for the Business Incubator concept with 40% of in-depth respondents indicating they would come downtown more often for new and diverse businesses, and 38% of in-depth respondents indicating that they would support small offices and business incubator space. Woodburn's market analysis suggests that the Association Building is an ideal location for a business incubator program. Small business growth and large Latino populations indicate a healthy entrepreneurial culture. The Studio Arts focus will complement the downtown area by diversifying business variety and attracting more visitors to adjacent existing businesses. Concept Model #3 A Micro Brewpub/Beverage Distillery provides an option for a privately owned business to attract both tourists and residents as a destination establishment by highlighting the area's agricultural heritage. Design concepts maximize on the building's assets by creating outdoor and balcony seating in the plaza and incorporating retail space on Front Street. The space is also large enough to act as a small entertainment venue, which could meet the common call for an entertainment use and act as an informal gathering place for the community. The Community Engagement Study indicates that this concept is highly supported by community members. In-depth interviews and intercept surveys both perceived that diverse restaurants and shops would draw people downtown more often. Intercept respondents also identified a brewpub or restaurant as the second highest supported use for the Association Building. The market analysis indicates that currently there is little to no direct competition as there is a microbrewery/ distillery market gap in the area. Over the next five years, as Woodburn continues to grow, demand for restaurant and entertainment space will increase significantly. This concept would increase the diversity of the types of restaurants downtown, bringing more traffic downtown to businesses that compliment each other. ns to Sell without an Identified Use Options to sell the Association Building without a predetermined use include an option where baseline upgrades are completed, or a second option to sell the building as -is with no additional building improvements; both options minimize the City's financial exposure and risk. The Community Engagement Study indicated that 32% of in-depth respondents were interested in the City selling the Association Building. Although it is unlikely that the City's previous $850,000 investment would be recouped by this sale, given the current RMV of $535,000, the option for the City to invest in baseline -building upgrades is less expensive than the three Concept Models. Additional incentives or conditions may be offered to attract investors and limit the risk of the building sitting vacant for an extended period of time. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 10 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN PROJECT OVERVIEW Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN PROJECT OVERVIEW INTRODUCTION The City of Woodburn commissioned Constructive Form Architecture and Design LLC to conduct a feasibility study for the redevelopment of the Association Building, located downtown and owned by the City of Woodburn. The Association Building, a two-story structure with approximately 10,000 square feet, was originally owned and built by Woodburn Founder J.H. Settlemier in 1891 and holds an important place in the history of Woodburn. The City of Woodburn invested resources to seismically retrofit, rebuild the fagades, and stabilize the structure after it was heavily damaged in the 1993 Scotts Mills earthquake. The building has remained vacant for more than two decades. This study seeks to identify the highest and best uses for the Association Building and explores three Concept Models to transform the building into a community -oriented, iconic building that would become a source of city pride and an integral component of the city. The sale or transfer of ownership of the building is also explored in the concept models and as a stand-alone option. PROJECT APPROACH This feasibility study for the adaptive reuse of the Association Building focused on the following key questions: • What are the highest and best uses for the Association Building from a generalized market analysis perspective? • What is realistically achievable and practical within the City of Woodburn? • How can the redevelopment help activate the Downtown Plaza? • How can the redevelopment be a model for future upgrades and redevelopment in the downtown area? The preparation of this feasibility study has been an iterative and collaborative process. The duration of the feasibility study period was from May 29, 2013 through January, 2014. The project scope and investigation included: • Regional & Downtown Context • Existing Building Assessment & Capacity • Community Engagement Study • Market Overview • Concept Models for Redevelopment • Project Costs Summary • Design Attributes • Sustainable Design The following information was also addressed in the project scope investigation, per the original RFP and project proposal: • The redevelopment needs to create an anchor for downtown Woodburn and draw visitors to the area, • The redevelopment needs to be community oriented and have the potential to become an icon for downtown and a source of pride for the citizens of Woodburn, • The redevelopment needs to take into consideration green building techniques including conservation of energy and water, overall operations cost and environmental impact, • The redevelopment must keep the City's financial exposure and risk to a minimum, • Explore a variety of uses "including but not limited to, a destination restaurant, office space, event space, or multi -tenant flexible space. " Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 11 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN REGIONAL & DOWNTOWN CONTEXT Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC nlarKeteK O FNS iii CO(i AN REGIONAL & DOWNTOWN CONTEXT The following information related to the project site's regional & downtown context provides a framework to discuss the recommended concepts for the Association Building Redevelopment. This overview highlights many of the existing qualities, strengths and unique aspects of the City of Woodburn that helped to form the proposed concepts. WILLAMETTE VALLEY & THE CITY OF WOODBURN The City of Woodburn is located in Marion County, in the Willamette Valley. Located between the Coast and Cascade ranges, the Willamette Valley has been a place of human inhabitation for thousands of years. When white settlers began arriving in the early 1800's, the valley was populated by thousands of Kalapuya Native Americans who hunted game, gathered native plant materials, and farmed its fertile soil. Today, the Willamette Valley is a thriving agricultural region with many growing small and mid-sized communities. The people and soil of the valley support a robust growing operation that includes berries, hops, renowned wine grapes, grass seed, horticultural landscape stock, and conventional and organic farming operations. The redevelopment of the Association Building provides an opportunity to highlight and showcase Woodburn's rich agricultural history and current culture. Woodburn is ideally situated within the Willamette Valley with close -proximity to many major transportation routes. Via 1-5, the major north -south interstate, Woodburn is within a half hour to forty-five minute drive from Salem, the state capital, and from Portland, Oregon's largest city. Highway 99E, the historic and touristic north -south route, runs parallel to 1-5 on the eastern edge of the City, linking to Salem, Keizer, and Oregon City. Highway 214, runs roughly east -west and links the City to more mountainous eastern parts of the county, which attracts tourists to the Oregon Garden and Silver Falls State Park. Highway 22 links to Molalla and Estacada. Union Pacific's railroads run through downtown and a Burlington Northern Santa Fe line runs near the western part of the City. Platted in 1871, historically, the town grew around the railroad. Woodburn Premium Outlets, located at the northwest edge of the City, is the state's top tourist destination, attracting approximately 4.5 million visitors a year. Other attractions are the Woodburn Dragstrip, award-winning nurseries highlighting agri-tourism, the OGA Golf Course, and events such as the Tulip Festival, Woodburn Fiesta Mexicana, Oktoberfest, and the harvest festivals. Strong marketing efforts provide an opportunity to generate more regional traffic and boost tourism downtown. According to the 2010 census: the City has a population of 24,090. The City's population has grown 20% since 2000, with a median age of 31.8 years, and a median household income of $43,603. The population is considerably more diverse than Oregon on the whole. Over half of the population in the Woodburn local area is Hispanic (55%) compared to 12% statewide. The City is home to a distinct Latino enclave as well as a community of Russian Orthodox Old Believers. Additional demographic information and important facts relevant to each concept model is described in upcoming sections. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 12 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN REGIONAL & DOWNTOWN CONTEXT DOWNTOWN WOODBURN Downtown Woodburn is a center of cultural and civic life. The commercial district, City Hall, the City Library, City Offices, Justice Court, Transit Center, the Chemeketa Community College satellite campus, the Pacific University offices, and other private businesses and public amenities, are located within walking distance to each other. Other regional non -profits located in downtown, or close to downtown include Pineros y Campesinos Unidos del Noroeste (PCUN), the Farmworkers Housing Development Corporation, and Legal Aid of Oregon. The downtown area is compact, with a developed and contiguous building fabric, and is very walkable with many existing civic services in addition to the Aquatics Center, Woodburn Downtown Plaza, and Transit Center. A sizable percentage of the population (16,512 people living in 4,732 households) and many families (children, defined as persons under 20 years old, comprise 36%) live within a one -mile radius of the Association Building. The plaza is located in the heart of downtown, adjacent to the Association Building. Synergies with the future renovation of the Association Building would be inherently built in, whether a cafe were to be located on the plaza edge, or if a community use space were situated at the interior of the building that could open up to the plaza. The original downtown was oriented toward the rail line paralleling Front Street; train traffic is still a regular feature of life in Woodburn. While much of downtown's original character, building stock, and public facilities remain, only three buildings in the area are listed as Oregon Historic Sites, per the Oregon Historic Preservation Office. These are the Old Woodburn City Hall, the Bank of Woodburn, and the Jesse H Settlemier House. Nevertheless, the existing buildings and urban fabric contribute to the strong and authentic identity of this historic rail city. (See Supporting Documentation, Downtown Assessment Map, Property by Year Constructed, page 77.) In recent years, the City of Woodburn has invested and enhanced the downtown area with fagade improvement programs and street improvements that contribute to the pedestrian scale and feel of the downtown, such as extended curbs, landscaping, and benches. First Street streetscape improvements are under consideration. The City of Woodburn's transit center, located at the intersection of First & Arthur Streets, is only blocks away from the Association Building and not only provides trips and service for Woodburn, but also for transfers to other regional transit providers. The City of Woodburn has an extensive system of public parks and has the potential for future planned trails and bike paths that can better connect the downtown with other parts of the City. Downtown has a retail and restaurant core with a few destination eateries, which draws some regional and cultural visitors. There is an opportunity to build on these by diversifying the types of businesses downtown to attract a wider range of visitors and to find complementary uses to expand the activities of this market. Downtown's existing infrastructure, organizations, institutions and amenities provide a firm foundation for the redevelopment of the Association Building, providing opportunities for partnerships and investment in the downtown area. The alley between Front and First Street provides service and pedestrian access to businesses. The Association Building's location on the alley provides access for loading and service, and can be treated as contiguous public space between the building and plaza. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 13 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN REGIONAL & DOWNTOWN CONTEXT ASSOCIATION BUILDING URBAN CONTEXT The following aerial photos, site plan, and photographs are of the existing Association Building and illustrate its urban context and location on Front Street, the alley and the Downtown Plaza. Aerial Photo of Association Building Building ................. Building PROJECT SITE •vSrP ,111111111111111 Pf Site Context - Plaza and Front Street Association Building's location on the Downtown Plaza and alley Association Building's location on Front Street Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 14 of 80 Constructive Form ('0GAN Architecture and Design LLC tmarKe'teK OW(,NS ('0(i AN EXISTING BUILDING ASSESSMENT & CAPACITY Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC nlarKeteK O F I iii CO(i AN EXISTING BUILDING ASSESSMENT & CAPACITY EXISTING BUILDING ASSESSMENT The Association Building, built in 1891, is a two-story structure of approximately 10,000 square feet. It has two party walls and two exterior fagades: one facing Woodburn's Downtown Plaza and the other facing Front Street and the railroad tracks. The building was originally owned and built by Woodburn founder J.H. Settlemier and holds an important place in the history of Woodburn. A Building Assessment was completed which analyzed the physical, spatial, architectural and structural capacity of the existing building. As -built drawings of existing plans, elevations, sections and an existing conditions report identified building constraints and opportunities. This information was used to help determine the highest and best use that fit building attributes and to estimate construction costs. The existing two story structure is an unoccupiable shell of approximately 9,557 interior square feet. It was approximately 85% seismically upgraded after a 1993 earthquake heavily damaged the original building. In 2005, the City of Woodburn completed an $850,000 project to stabilize the structure for fire, life and safety, and rebuilt the fagades. This was a necessary step at that time to avoid demolition and to prepare the building for a new use or occupancy. The structure's seismic upgrading makes it unique among most buildings downtown. The City's improvement project did not address the interior of the building. Existing conditions lack finished walls, floors, stairs, elevator, plumbing, sprinkler system, utilities, electrical, roof repairs, atrium, and mandatory ADA and energy code requirements. Testing is also needed to determine any contamination from lead, asbestos, radon and oil tanks. Baseline costs to upgrade the existing structure to a market -ready building are included in all of the Concept Models and Options to Sell. Although City investment saved the building, it drastically altered the historic fagades. The only remaining original elements are the unreinforced masonry party walls, which do not extend the full height, and the floor framing and decking, which will need to be covered with plywood sheathing for structural stability. It is unlikely that the building would meet any historic register designation criteria. The full Existing Building Assessment Report, with a complete existing conditions analysis and other documentation, can be found in Appendix A. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 15 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN EXISTING BUILDING ASSESSMENT & CAPACITY 4;1 ll�dlll III 111 leg 1.1111g11111Aflj.,T1kMIFA101*-1111*1 Existing building attributes, including the Association Building's size, height and unique location, provide an opportunity to incorporate community uses, increase natural lighting, and create a continuous pedestrian link through the building from Front Street to the Downtown Plaza. These attributes were used to inform architectural designs for each Concept Model and create a vibrant public space by activating the plaza. The building's unique location allows for an opportunity to incorporate a through building public connection - an `interior street' from Front Street to the Downtown Plaza and First Street through the Association Building. It strengthens the physical adjacencies and existing synergies between the Association Building and the adjacent Downtown Plaza and retail activity on Front Street. It is one of the few two-story structures downtown allowing for second floor views and connections beyond just the immediate downtown streets. It's tall party wall fagades extend above existing adjacent buildings and have historically been used for large graphic painted wall signs to advertise the building's businesses from afar. It's unencumbered rooftop has excellent solar access and could be used to incorporate environmental strategies to help offset building's operational costs. The building's overall height, along with visible alley and Front Street fagades, allow for the opportunity to increase natural light and enliven the dark interior of the building. The historic, original fagades of the Association Building allowed substantially more light into the building, with extensive transoms and considerably larger windows, compared to the upgraded fagades. Proposed skylights and larger fagade openings can allow more light into the existing dark building without compromising the structural and seismic improvements already completed. Some of these strategies for getting light into the interior of the building, including building an atrium, are incorporated into the new design solutions. The Association Building's scale and size is larger than most structures downtown, allowing for a consideration of different uses than existing businesses and buildings. Most structures downtown are 25 feet by 100 feet, while this structure is 50 feet by 100 feet. The tall existing building heights, exposed building shell, and open interiors with large structural bays that span the full width and depth of the building, can accommodate larger rooms and more open spaces, provide opportunities for borrowed natural light, and maintain visual connections between the interior and exterior of the building. Multiple uses in one building is not a modern concept. Historically, the Association Building and other downtown buildings had a variety of mixed use occupants and businesses. A mixed-use building program draws diverse visitors who help support the viability of all concepts. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 16 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN EXISTING BUILDING ASSESSMENT & CAPACITY HISTORIC USES OF THE ASSOCIATION BUILDING A survey of available historic photographs and Sanborn maps illustrate the many past uses of the Association Building. Additionally, the building's frontages on both the alley and Front Street have allowed for multiple access to the building at both levels, enlivening street and plaza/alley activity. Historic Uses of the Association Building The Association Building was used as... in... Vacant 1993- present Salud de la Familia Medical Center 1981 - Bank, Hardware Store & Retail 1928- 928-Lodge LodgeHall, Offices, Retail 1891-1906 Built 1891 11891 . Wt. ......................... Sanborn Map, 1924 ILLY_P1111 i I 3 is a�aldav� e 1 � 1S� �nH1Lld� i Sanborn Map, 1906 Historic photos of the Association Building and downtown Woodburn Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form Architecture and Design LLC Page 17 of 80 C, OGAN OWFNS marKeteK i1' (:OGAIN EXISTING BUILDING ASSESSMENT & CAPACITY The following building photos are of the Association Building and illustrate the existing interior and exterior condition. Front Street Fagade Plaza/Alley Fagade Lower Level, looking towards Front Street Upper Level, looking towards Plaza Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 18 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS CO(i AN °II�'llilll� IIS /�� VIII' VIM '°fff III @ '°ffr°IOHXIIP III 1��fr XWK,, Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN COMMUNITY ENGAGEMENT SUMMARY Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC nlarKeteK O FNS iii CO(i AN COMMUNITY ENGAGEMENT SUMMARY The purpose of the community engagement process was to identify community support for possible building programming. The project team and the City conducted in-depth stakeholder interviews and community intercept surveys in English and in Spanish, either in person or over the phone with over 115 people, to gauge interest and ideas about redeveloping the Association Building. The in-depth interviews consisted of ten questions about the downtown area and the Woodburn Association Building. Interview participants were identified by their leadership roles in the community and their connections to downtown Woodburn. More than 26 stakeholders were interviewed personally or at regularly scheduled community meetings. The intercept survey consisted of five questions and was developed from the in-depth interview instrument to quickly and easily gather opinions. More than 85 people were interviewed in downtown Woodburn at three different community events. Interview and survey responses were synthesized and analyzed to highlight the interests of the community. These results helped inform proposed programming scenarios and identified additional relationships to leverage. The community outreach work identified issues and opportunities --both real and perceived --in downtown Woodburn on the part of the greater community. Residents' support of the City process and redevelopment will be important, especially in any public redevelopment concept. KEY FINDINGS The residents of Woodburn love the sense of community, diversity, and the "small-town feel" of living in Woodburn. There is a strong affinity with family values and community -oriented developments. Over the course of 26 in-depth stakeholder interviews and 85 intercept surveys from across community demographics in Woodburn, the following findings are most significant: Related to the Association Building • A community -focused development to go in the Association Building. • A youth and family -focused center for year-round use. • A Small Business Assistance and/or Incubator Space for offices and/or retail. • An entertainment or performance space, meeting or event space, and quality office space. • Keeping the building for public benefit, or, if sold, the redevelopment would maintain an emphasis on public benefit. Related to the Downtown Area • Downtown food and restaurant opportunities as well as shopping and retail are a significant draw. • Increasing the diversity of restaurants and shopping in the downtown to more accurately reflect both the multicultural diversity of Woodburn as well as to provide more choices overall to meet the needs of a greater diversity of tastes. • Improve the environment of the downtown, both in reality and in perception. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 19 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN COMMUNITY ENGAGEMENT SUMMARY These results helped inform proposed programming scenarios and list the potential uses evaluated in the Development Opportunities Assessment (see next section). In addition, the community engagement process helped identify possible additional relationships/partnerships to leverage and was incorporated into the proposed partnerships for each Concept Model. RELEVANT PERCENTAGES In -Depth Interviews Sell or Keep Building • 32% sell the building • 16% keep the building • 32% keep with community use What would draw you downtown more often? • 20% new and revitalized businesses • 20% increased diversity of businesses and people • 20% a greater variety of restaurants and places to eat in the downtown area Supported Uses • 26% entertainment and performance space • 23% meeting and event space • 23% quality office space • 15% small business incubator space Intercept Surveys What would draw people downtown more often? • 16% diverse shops and restaurants • 14% a beautified and well maintained environment • 11 % movie theater • 10% youth and family activities • 9% community events Supported Uses • 49% community or recreation center focused on youth and family activities • 10% pub or restaurant The full Community Engagement Report can be found in Appendix C. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 20 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN °II�'llilll� IIS /�� VIII' VIM '°fff III @ '°ffr°IOHXIIP III 1��fr XWK,, Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN MARKET OVERVIEW Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t alai' eteK O FNS iii CO(i AN MARKET OVERVIEW DEVELOPMENT OPPORTUNITIES ASSESSMENT The generalized market overview work provides answers to the question, "What are the highest and best uses of the Association Building?" and serves to assess the market conditions required for economic feasibility. Eight potential concepts were identified through the community engagement report, multiple interviews with community organizations, and internal team deliberations. The top concepts including a neighborhood activity center, a business incubator, a micro brewpub/distillery, a performance/event space, a meeting space, a retail/office, an education center, and selling the building, were evaluated using a Development Opportunities Assessment. Based on Cogan Owens Cogan's community outreach and other stakeholder input, a short list of potential development concepts for the Association Building was prepared in order to assess development opportunity at the site. Its locational and physical attributes were evaluated with respect to each potential use. The criteria listed below provides the framework for the assessment, and the Development Opportunity Matrix summarizes the evaluation prepared by team members. An updated Woodburn Retail Market Analysis was also completed as part of this work by the project team and incorporated into the Development Opportunity Matrix. This analysis shows that there is limited demand for retail at present. (See Supporting Documentation, Woodburn Retail Market Analysis, page 71). Additionally, the project team reviewed the parking analysis for the downtown area, completed by the City in December of 2011, in helping to evaluate automobile access for the proposed uses of the Association Building. The parking analysis indicated that available on -street parking and under utilized off-street public lots might potentially be used to support additional automobile access for downtown destinations. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 21 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN Accessibility How accessible the facility is to the target audience Automobile Access Parking capacity vs need for street parking and City -owned lots Pedestrian/Bike Access Excellent access for pedestrian and bicyclists Transit Access Located close to downtown Transit Center Downtown Plaza Located adjacent and contiguous to Woodburn Downtown Plaza. Potential use synergies for building program Size Accommodations of building size/capacity to proposed use Zoning and building Code �aaaaaaaaaaa����aaaaaaaaaaaa��� Appropriate zoning, construction and attributes for proposed building use Usage Hours, usage, foot traffic generated DiversityActive Community Support Support from community engagement process Public Benefit Public benefits Potential for Partnerships Identify potential partnerships Local Market Demand Level of demand within the local market area (10 minute drive time) Visitor Market Demand Demand Local ion ,iv Identify local champion Potential to be self-sustaining Profitability potential Financial Risk to City Financial risk limit for City An updated Woodburn Retail Market Analysis was also completed as part of this work by the project team and incorporated into the Development Opportunity Matrix. This analysis shows that there is limited demand for retail at present. (See Supporting Documentation, Woodburn Retail Market Analysis, page 71). Additionally, the project team reviewed the parking analysis for the downtown area, completed by the City in December of 2011, in helping to evaluate automobile access for the proposed uses of the Association Building. The parking analysis indicated that available on -street parking and under utilized off-street public lots might potentially be used to support additional automobile access for downtown destinations. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 21 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN MARKET OVERVIEW DEVELOPMENT OPPORTUNITIES ASSESSMENT Criteria Concept 1:Concept Neighborhood Activity Center 2: Business Incubator Concept 3: Brevrpub/Distillery Concept 4: PerformSpace Developed further info Concept Model Til Developed further info Concept Model #2 Developed further info Concept Model #3 No dmmHbIon/p .,t scorsoridenfifiel Crucial to,,cess for this type of venue. Close to family services, civic life (library, Close to cultural/civic life end Accessibility aquafi,,enferf, mulfrfamHy housing + and ewsfing & future higher density Located in historic commercial dr,hl,f. + ,mmer,Ic district. Close fo multi -family + c housing and ewsfing & future higher Close to-1firml end civic life. + populatiom. density populations. On- street parwhg capacity end close to On-sfreefparkingcapacityandclosefo On- street parwhg capacity end close to Potentially insufficient delacenf corking Automobile Access Cry o—d parNng lots. Move + pofenfiallywa k, bus or bike to facilif y. + Gify-owned parW'ng lots. Gifybwned parking lots. Many users N po ywa s tenfiall Ik, bus or bike to facilif forlarge outside groups for the scale of this f f venue. type o Easy walking end biking distance to muHL Easywalking and bike distance fo muHL Pedestrian/ Bike Access to mily housing, ewsfing & future higher + Not applicable. N family housing end ewsfing & future + Not applicable density populations. higher density populations. Transit Access Located close t downtown Transit + Located close to downtown Transit + Located close to downtown Transit + Located close to downtown Transit + Center. Center. Center. Center. Gan incorporate indoor/outdoor cafe Gan incorporate indoor/oufdoorcafe Contiguous location place a great Downtown Plaza for youth, education and external + and retail space to attract external + opportunity to incorporate indoor/ + Could ncorporafeI doorandoufdoor + customers. customers outdoor cafe to enliven piece end performances end events. business. Square footage, height end size can be Square footage, size end dual location Settee footage, scale, size end open Space relatively small for economically Size a good fit for a neighborhood scale + in place end Front Street a good fit fora + spans can be a good fit for a micro + viable seating capacity, including stage, activity center. business incubator end cafe/retail. brewpub. kitchen area end other amenities. Allowed zoning use but additional Additional end potentially more costly Zoning and building Code Allowed + Allowed + building infrastructure end file code N building upgrade requirements required requirements for brewpub/disHlery use forlar e cssembly uses Cafe end mixed-use programming can Cafe, retail, office end mixed-use draw ofand users for different programming can draw visitors and users Purposes& times of day/hours. If youth- fcmmior Inerenfpurposes8 times of Active mainly during the day,evening Large events and singular use potentially Active Usage anted center, if would be active + ainly of the end of the day end on da y/hoursweekends.AcIIve mainly + and weekends. Good potential forwalk- + up traffic. draw visitors evening/Weekends and some afternoon events. N eekends during school Seer. Al day during the day, some event end during breaks end summer. activities on evenings end weekends Two existing theatres/potential Diversity of Use Complements Complements existing infrastructure and Diversifies restaurant options in performing spaces n the downfownin Existing Businesses g Brings youth and families downtown. N built-in downtown characteristics. N genera downtown. Can fe foot traffic. + eed of redevelo f. Can fe pmen genera foot he ffi c. ,, • Community 49%ofIntercept respondents supporta + 38%of inriepfh respondents support liN business incubator + IO%ofinfercepf respondents supporta 2" inrlepfh respondents support an N Support youth and famil y -focused center. dueoffice and pub orresfa uranf use. entertainment and performan ce space. space. ...... Directly supports community interests in In depth respondents support c vIdlIt"Ith focus on start up, Strong community support formore Could be pr-telyowned or Public Benefit ke32%of eping the building for public benefit. + micro mnfebuse end connection with + diverse food choices downtown. + public/private partnership. N esfabllshed enhepreneu rs. One or more potential organizers/ Strong existing local or regional Not applicable -would sell to private Cifywould need to manage the space Potential for Partnerships partnersincluding City of Woodburn, + Boys & Girls Club, YMCA etc. organization partners including MERIT, + CHEMEKETA, NEDCO, UO/ OS U/WSU. entity. N orlease to management companywifh shon oversi f. Rete of entrepreneurship among Lafinos While local support exists, two existing Strong demand from a testgrowing is higher then env other population Limited competition for similar type of theatres/potential performing spaces in Local Markel Demand family and youth market. + growth. Gan provide small, convenient, + establishment per market analysis. + downtown of affordable shared space for artists or redvelrpmn led redevelopment. other business clusters. Excellent complement to strong small Retail risef anal Ymt[denfified future potential to be a destination for greeter Visitor Market Demand Not applicable N business technical/support organizations N oo ,pportfor entertainment andresfa uranf + market area depending on + worWhg in Woodburn. uses. Potential fo be a unique performances. destination end draw area visitors. Local Cham Champion Pofen tial that the whole' diverse + No clearprolecf champion but interest N Privefe investor/enhepreneur/developer)No champion/prolecf sponsor identified. `1 commun ify can get behind this option. expressed by community stakeholders. would need to be recruited. Crucial success for this type of venue. Below market rate rents likely due to Limited competition for similar type of dkely not viable. Two existing Potential to be self-sustaining Potential for non profit management N tenant mix. Mixed program and market N establishment sinelsssi s. N theatres/potential performing spaces in rate cafe/retail can provide some project income. termae b Private entity to determine business plan. the downtown in need of redevelopment. Some risk to City, would depend on Cifywould sell to private entity end putHuge financial risk to City if no local Financial Risk to City Not applicable strong partner. Phase ownership to N nonprofit partner. building on fax rolls. + champion. Key Positive Negative N Neutral For a full-size Development Opportunities Assessment, see supporting documentation, page 80. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 22 of 80 Constructive Form COGAN Architecture and Design LLC tmarKetE'K iii ('C7<IAN MARKET OVERVIEW DEVELOPMENT OPPORTUNITIES ASSESSMENT Criteria Concept 5: Meeting Space Concept 6: Retail/Office Space (Market Rate) Concept 7: Education Center Concept 8: Sell Building No identified unmet demand for meeting No shong interest expressed by interviewees. space. OfhermeeIng space venues denfified No private developer No project champion/sponsor identified. Developed further- options fosell without an in downtown and throughout community Added late in process offer Cify staff di scussions with Woodburn School District identified use Accessibility Closefo end + Located in historic commercial dishicf. + Closefo cul lure l/civi c life,education + Not applicable aural/civiclife commercial district. centers and commercial dishicf. Automobile Access Potentially insufficient adjacent corking On street bcNNng capacity end close to + for the scale of this type of venue. Cify-owned parNng lots. Pedestrian/ Bike Access Not applicable Not applicable N Located close to downtown Transit+ Located close to downtown Transit Transit Access Center. + Center. Contiguous location place a great Downtown Plaza Not applicable N opportunity toincorporate indoor/ + outdoor cafe fo enliven plaza and bus Square footage, s¢ and dual location Size + in plaza and Front Street a good Itfor + reun, Additional end potentially more costly Additional end potentially more costly Zoning and building Code building upgrade requirements required Allowed + building upgrade requirements required Not applicable for lar e cssembly uses. for lar e cssembly uses. Active Usage Single use end evems.Can generate N Can generate foot traffic. N foot he ffic. meeting space Numerous existin"meeting Complements existing civic end Diversity of Use/Complements venues identified in downtown end Complements existing inhasfrucfure end N educational uses in the downtown area. + Unknown -GN loses control Existing Businesses throughout community. Can generate foot built-in downtown characteristics. Gan generate fdo,sntic. haftiic. Community Support 23% of In depth respondents support a N 23% of In depth respondents support N Unknown N 32% of In depth respondents support to + meeting and evenfspace. quality office. sell the building. Public Benefit Would likely be privately owned. Would likely be privately owned. Educational use + Cifywould sell fo private entity and put building on fax rolls. Cifywould need to manage the space Nof applicable -would sell fo private No shong support for expended facilities Not applicable -would sell to private Potential for Partnerships orlease to management companywifh shon o si hf. em it y� (higher educa fi ted useb y school) .Not N esfed use by GhN, e tit n y. No identified unmet deme no for Limited demand for retell 8 office of to eating space. Other meeting space present; vacant retail end office space Local Market Demand nu ve es identified in downtown end exist downtown end throughout throughout community. Woodburn. Visitor Market Demand Multi purpose, multiple target markets. + Not applicable N Not applicable Requires aggressive marketing. No mct Strong interest not expressed by Local Champion champion/projessIve sorideg.No, No privets developer identified. N Interviewees. No champion.No project N identified. MMM sponsor No identified unmet demand for to eating space. Other meeting space Potential to be Self-sustaining and Not likely in the nearferm. Nof applicable Unknown - would sell to private entity. ugb.ntb,dindo,smown throughout community. Requires aggressive marketing. Fnancial risk to City if no local The Ch sill not be responsible for Financial Risk to City champion. Cifywould likely sell to a private entity. + Not applicable attracting business. Less City investment + required. Key Positive Negative N Neutral For a full-size Development Opportunities Assessment, see supporting documentation, page 80. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 23 of 80 Constructive Form (:OGAN Architecture and Design LLC nlai'KeteK O F 1 iii CO(i AN INTRODUCTION TO CONCEPT MODELS FOR REDEVELOPMENT Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form(:OGAN Architecture and Design LLC nlarKeteK 0 F 1 iii CO(i AN INTRODUCTION TO CONCEPT MODELS FOR REDEVELOPMENT CONCEPT MODELS FOR REDEVELOPMENT Based on the Development Opportunities Assessment, three concepts emerged as providing the highest and best uses for the Association Building: 1) Neighborhood Activity Center 2) Business Incubator 3) Micro Brewpub/Beverage Distillery These concepts were developed further into Concept Models. For the purpose of determining the viability of each of these options, programming and building designs were developed and construction budget ranges determined. The remaining concepts that were not ranked as highly were not further explored. The following proposed Concept Models represent three different schemas and public, public/private, private approaches to redevelopment. They are not directly comparable. The final option is to sell the Association Building with either baseline improvements or as -is without an identified use. Additionally, in each of the Concept Models there is also the option for the City to sell or transfer ownership. Background Information for Concept Models 1-3 For all of the Concept Models, the following programmatic elements and benchmarks were incorporated. A cafe or restaurant is included in all programs, at the lower level either facing the Downtown Plaza or Front Street. A cafe or restaurant will help activate the plaza or Front Street edge, will provide an informal community meeting and gathering space, and in the case of Concept Models 1 and 2 will provide additional lessee income to help support operational costs. Historically, the Association Building and other downtown buildings had a variety of mixed use occupants and businesses. A mixed-use building draws diverse visitors who help support the viability of all concepts. The existing alley is preferenced for pedestrian use and service/fire truck access. This connection strengthens the physical and functional adjacencies between the outdoor and indoor spaces. A light -filled building atrium and square footage allocated for common space at the lower level and adjacent to the cafe/restaurant is key in helping to illuminate the interior of the building with direct and borrowed natural light, and to allow for through connections at the ground level from Front Street to the Plaza. All designs could expand to include a third floor for additional square footage, if a buyer was interested in this possibility. Though discussed early in this project, it was not explored in more detail in the Concept Models. The increased costs, not only for the new floor itself, but to upgrade the existing structure/seismic requirements to support it, would need to be balanced with the value of the increased square footage. All of the proposed uses are allowed by the City of Woodburn Planning/Zoning and Building Code. The estimated costs for Concept Models 1 - 3 assume that some lower level of additional structural upgrades would be required. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 24 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN INTRODUCTION TO CONCEPT MODELS FOR REDEVELOPMENT Additional Information & Specific Project Goals For all of the Concept Models, the following project information was also addressed: • To determine the feasibility of bringing customers to downtown Woodburn through the adaptive reuse of the Woodburn Association Building. • To create building programs/concept models that would increase the economics and activity downtown by drawing more visitors to Woodburn's historic center and the area around it. • To create building programs/concept models that would bring more activity and a diverse group of residents to this block to help improve the environment of downtown. • To activate the plaza through the building program, with activities overflowing and extending into the public space. As the plaza space is activated by the redevelopment of the Association Building, other properties nearby can also be redeveloped, to take advantage of their location adjacent to this community gathering space. • To be a model for other downtown redevelopment projects, building on the existing qualities of the downtown historic models and integrating new, innovative ideas. • To integrate a high level of sustainable and environmental design techniques and approaches with the existing building's inherent qualities and capacity. Concept Models Section The section for each Concept Model is organized in the following sequence: • Introduction Key Demographic Indicators Research • Building Program and Concept • Findings Supporting Concept Existing Building and Site Assessment Community Engagement Process Market Overview • Cost Analysis • Potential Leader • Potential Partners • Next Steps • Case Studies • Proposed Floor Plans A Project Costs Overview and Summary, prior to the introduction of the Concept Models, follows. Additional information and a discussion about the Design Attributes and Sustainable Design follows the Concept Models Section. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 25 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN INTRODUCTION TO CONCEPT MODELS FOR REDEVELOPMENT PROJECT COSTS OVERVIEW The project team developed designs to determine construction budget ranges for each Concept Model. Preliminary architectural and structural drawings, as well as outline specifications, were provided to develop pricing information for the project budget. As all three Concept Model designs have similar amenities, the same total project cost estimate is used for each concept. Costs are divided into "direct construction costs" which include the actions directly related to the construction of the building and "soft costs", which comprise other related and necessary costs. The Project Cost Summary table below shows all three projects are estimated at $2.6 million. Baseline improvements for the Options to Sell without an Identified Use are estimated at approximately $600,000 (rounded up from $586,000 below), including direct construction costs, soft costs, and associated development costs. These improvements bring the building up to a "soft shell" or "marketable building" by constructing and incorporating walls, floors, stairs, elevator, plumbing, sprinkler system, utilities, electrical, roof repairs, atrium, and mandatory ADA and energy code requirements. Baseline costs are included in Concept Models 1-3 estimates. It is important to note that these costs are indexed to October, 2013 construction costs. Green building techniques are included in the project budget and comprise 5% cost of the total construction costs. The benefits of incorporating green building techniques include savings on overall operational costs, healthy indoor environments, conserving energy and water, and reducing the environmental impact of the project. Even with the Options to Sell, making the environmental upgrades and incorporating the listed alternates could make the building more saleable and marketable. Costs for the following alternates are reflected in the table below: • (Alternate A) Insulation for higher energy performance • (Alternate B) Roof sheathing to support solar photovoltaic and thermal equipment • (Alternate C) 10,000 Kw solar photovoltaic roof array to reduce energy consumption • (Alternate D) Solar water thermal system to reduce energy consumption • (Alternate E) Environmental upgrades CONCEPT MODELS 1- 3 CONSTRUCTION. COSTS Direct Construction Cost - Baseline $430,000 Direct Construction Cost - Concepts 1-3 average $1,300,000 Direct Construction Cost - Alternates %, 35,300 Add Alternate A $9,000 Add Alternate B $12,000 Add Alternate C $95,000 Add Alternate D $25,000 Add Alternate E $133,000 Total Direct Construction Costs $2,004,000 SOFT COSTS (,So%0 of Directs Construction, Costs) �, $601,200 TOTAL PROJECT COSTS, $21645,200 CONCEPT MODEL 4: Baseline CONSTRUCTION COSTS Direct Construction Cost - Baseline Direct Construction Cost - Alternates Add Alternate A Add Alternate B Total Direct Construction Costs $430,000 $9,000 $12,000 $451,000 SOFT COSTS (30%of Direct Construction, Costs), %, 35,300 TOTAL PROJECT COSTS $586,340 Note: The detailed Direct Construction Cost Estimates for Concept Models 1 -3 and the Option to Sell can be found in Appendix E. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 26 of 80 Constructive Form CO( iAN Architecture and Design LLC t mal-KeteK OW(,NS iii ('0(i AN CONCEPT MODELS Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN CONCEPT MODEL 1: NEIGHBORHOOD ACTIVITY CENTER This model provides an option for a moderately-sized neighborhood activity center - community use project and a potential cost savings to the City of Woodburn. INTRODUCTION A moderately-sized Neighborhood Activity Center provides the greatest public use impact downtown. Given the size of Woodburn's community, the Association Building provides an ideal location for a small, financially feasible Neighborhood Activity Centerthat would meet a variety of community needs. This selection of this concept would provide the opportunity to meet community needs that were expressed in the Community Engagement Report for a youth and family -focused center for year-round use or community -focused development. The City could retain ownership or partner with another organization for the redevelopment of the builing. Forty-nine percent of intercept respondents support a youth and family -focused center and 32% of in- depth respondents support keeping the building for public benefit. The concept incorporates the reuse of a currently owned City building and assets, and provides neighborhood amenities in the existing downtown center versus building a community center a few miles from downtown. Approximately 16,512 people live in 4,732 households within a one -mile radius (an easy walking and biking distance) of the Association Building and children comprise 36% of the population within a one -mile area of the Association Building. Additionally, much of the current zoning (per the Official Zoning Map of the City of Woodburn) around the downtown is Commercial General (CG), which allows housing, Medium Density Residential (RM), and Mixed Use Village (MUV). This zoning type would allow for and concentrate more multi -family residential housing around the downtown area in the future. The proposed Neighborhood Activity Centercould accommodate moderately-sized assembly and multi-purpose spaces, a market -rate cafe and kitchen, lounges and small-scale breakout spaces, a multi-purpose classroom, a youth or technology room, a flex room and a gallery space in the atrium. The proposed concept model is an economical approach to building a community center which builds on City -owned assets and the existing downtown infrastructure. Additionally, the site can be accessed easily by walking or biking. It would be adjacent to the existing City -owned Downtown Plaza and would be housed in an existing structure of adequate dimension, scale, and capacity which can accommodate recreational and/or neighborhood activities and programs. While not necessarily directly comparable in terms of like -for -like programming, services, or spaces, the City of Portland has several examples of moderately-sized, neighborhood -integrated activity centers. These include the Sellwood Community Center and the Fulton Park Community Center. Both examples are located within neighborhoods that are bikeable and walkable, and are adjacent to neighborhood services. We are modeling this concept on historic, smaller -use centers common in downtowns and neighborhoods across the country. Given the size of Woodburn's community, a neighborhood activity center could be financially feasible and practical. Associated costs related to building on a new development site (see previous 2007 feasibility study; projected project costs were approximately $8.85 million), such a large parking area, infrastructure, site improvements, and a new outdoor gathering space, can be eliminated or greatly reduced with the Association Building property and its adaptive reuse as a potential Neighborhood Activity Center. The Concept Model and design also allow for the additional option of the City partnering with a non-profit group to manage a community -oriented use at this location. This concept would require a strong non-profit to do fundraising and create a development and operations plan in cooperation with the City for the development of this project. After completion the City would likely transfer ownership to this organization. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 27 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCEPT MODEL 1: NEIGHBORHOOD ACTIVITY CENTER Key Demographic Indicators As background to understanding the key demographics and population characteristics for this Concept Model, the exhibit that follows provides a snapshot of population characteristics in a one -mile radius, an easy walking and bik- ing distance to the Association Building. Important facts include: • There are 16,512 people living in 4,732 households within a one -mile radius of the Association Building. • Population and households are projected to increase by 0.3% per year for the next five years. This growth rate is considerably lower than statewide growth rates (0.8% for population and 1.0% for households). (However, of note: the City of Woodburn's population growth beyond the one -mile radius as a whole is slightly higher than the state average). • Compared to households in Oregon, households in the one -mile area are larger, have lower income, are more likely to have children, and are more likely to be multigenerational. Median household income in the one -mile area is $36,009 compared to $47,661 statewide. • The population in the one -mile area around the Association Building is younger compared to the state (with median ages of 30 years versus 39 years). Children (persons under 20 years old) comprise 36% of the one -mile area, compared to 25% of the state population. • The one -mile area is considerably more diverse than Oregon as a whole. Two-thirds of the population in the one -mile area is Hispanic, compared to only 12% statewide. • Educational attainment is lower for the one -mile area, with 29% of persons over the age of 25 having an education beyond high school, versus 62% throughout the state. One -Mile Radius from Woodburn Association Building Woodburn Association Building 1 -Mile Radius: Key Demographic Indicators Population 2012 Population 2017 Population Forecast Average Annual Population Growth (2012-2017) Households 2012 Households 2017 Household Forecast Average Annual Household Growth (2012-2017) Household Size Average Household Size Median Household Inco Age Children (under 20 years) Seniors (65+ years) Median Age Race 8 Ethnic Composition White Alone Black Alone American Indian Alone Asian/Pacific Islander Alone Other Race Alone/2+ Races Educational Attainmentfor Population Age 25+ High School Diploma Some College. No Degree Associate Degree Four Year Degree or Higher Household Type Households with Children Multigenerational Households Sources: ESRI Business Information Solutions. Morketek. Inc. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form Architecture and Design LLC 1 -Mile Radius 16,512 16.728 0.3% 4,732 4.801 0.3% 3.5 Persons $36,009 36% 13% 30 Years State of Oregon 3,899,159 4.063.119 1,542,736 1.61 7.261 2.5 Persons $47,661 25% 15% 39 Years 55% 83% 1% 2% 3% 1% 1% 4% 40% 10% 67% �wwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwww�Wwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwww 12% 29% 26% 15% 26% 4% 8% 10% 28% 46% 30% 7% 3% Page 28 of 80 C, OGAN OWFNS marKeteK (: OG AN CONCEPT MODEL 1: NEIGHBORHOOD ACTIVITY CENTER Research The project team reviewed the 2007 Woodburn Community Center's Feasibility Study and the 2009 Woodburn Parks and Recreation Master Plan Update, which indicated a need for community spaces "that would provide assembly space, classrooms and gathering areas, to support and encourage variety of artistic endeavors" and "host a wide variety of functions accommodating a variety of users". A brief inventory/overview of Woodburn's existing Parks and Recreation facilities/community centers was completed as background to this Concept Model. Existing Inventory • From the Mill Creek Greenway Master Plan, August 2007— National Park Service: Page 2: "Currently, Woodburn's Park & Recreation facilities include more than 125 acres and 10 parks. Park facilities include sports fields, picnic grounds, playgrounds, historic areas, concert grounds, landscaped grounds, community buildings, open space, natural areas, greenways and the Woodburn Memorial Aquatic Center." Page 6: "The Woodburn Parks and Recreation Department offers a variety of recreation programs and leisure services. This includes aquatics, youth and adult sports, after school programs for grades K-12, arts & crafts, performing arts, family development & fitness." • The private Woodburn Senior Center is located in Woodburn Senior Estates. • The existing Teen Center in Settlemier Park, operated by the Boys and Girls Club (which also operates some teen programs in the Foursquare Church) is a small, minimal one -room prefabricated structure. Need Identified From the Woodburn Community Center Feasibility Study: Page 1.1: "The City does not have dedicated space to run such programs as ... yoga, aerobics." Page 1.1 "The City does not have a Community Center that can accommodate art classes, parenting classes or dance classes. Additionally, the City would like to accommodate a Teen program and programs for its senior population. The City also does not have any large assembly space that can accommodate a wide variety of functions including a senior meals program, wedding space, exhibition space and conference space." • The City of Woodburn appears to have minimal indoor community space/facilities. • Marketek consultants spoke with City of Woodburn Parks and Recreation and City Staff who indicated additional space could be filled with existing programming. For the purposes of helping to define the development program for this Concept Model, Marketek consultants spoke with the City of Woodburn Parks and Recreation and City Staff, spoke extensively with Boys and Girls Club (BGC)and reviewed the BGC "Designing For Impact" Program Services Model. Market research identified the Boys and Girls Club of Woodburn (BGC) as a non-profit that fits the concept for a neighborhood center and is well supported by the Woodburn community. The BGC "Designing For Impact" Program Services Model is a pilot program for unique satellite/alternative centers, small scale and with flexible spaces, that could be well-suited for a location like the Association Building site. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 29 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCEPT MODEL 1: NEIGHBORHOOD ACTIVITY CENTER Building Program and Concept The proposed layouts and flexibility of use for individual spaces were informed by our research related to the BGC and other similar public buildings with internal atriums and public zones. • Flexible design and spaces could accommodate multiple uses: recreation, technology, after-school programs, study and/or meeting rooms, and rental of space for income. • Location and programming adjacent to the existing Downtown Plaza allows for synergy of use and overflow between the building and plaza. • Cafe/Restaurant helps draw visitors to building and contributes to Front Street retail. • Cafe/Restaurant could be operated and rented to a private entity to provide income for the property and/or could be run by a nonprofit for education and job training. Findings Supporting Conceg_t Existing Building and Site Assessment • Existing synergies: ideal location with adjacent plaza, City infrastructure in place • Size and space is a good fit for smaller sized Neighborhood Activity Center Community Engagement Process • #1 rated interest by the community. Outreach results indicated a clear interest in a community use if the City retained ownership. • 49% of intercept respondents support a youth and family -focused center • 32% of in-depth respondents support keeping the building for public benefit Market Overview • 2007 Woodburn Community Center Study identified growing demand for space. The Association Building property provides an opportunity for a smaller scale neighborhood activity center model. The Boys and Girls Club of Woodburn's Teen Center is approaching capacity. • This option would bring youth and families downtown. The project site is located close to other existing family services/clusters, such as the Library, Aquatics Center, Settlemier Park and a concentration of multi -family housing is within easy walking and biking distance for many residents. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 30 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCEPT MODEL 1: NEIGHBORHOOD ACTIVITY CENTER Cost Analysis Potential savings could come from grants and other potential funding sources, especially if the project is City -owned or partnered with a 501(c)3 nonprofit. (See Supporting Documentation, Potential Funding Sources, page 68.) Additional income from the proposed market rate cafe/restaurant and room rentals can provide some revenue and help reduce operating expenses, depending on the exact program mix. NEIGHBORHOOD ACTIVITY CENTER CONCEPT #1 City Paid to Date approx. $850,000 Estimated Costs for Neighborhood Activity Center CONCEPT $2.6 million Potential Net Yearly Operating Income TBD City Transfers Ownership to Non -Profit or Retains Ownership TBD Potential Leader City of Woodburn Parks and Recreation, Nonprofit Partner Potential Partners Nonprofit Organizations: Boys & Girls Club, YMCA Woodburn community leaders encouraged the consultant team to reach out to the Boys & Girls Club (BGC) as a prospective anchor for the building. The BGC is remodeling its single location in Woodburn but recognizes that service demands exceed current building capacity and that expansion is important to future success. The City of Woodburn currently partners with BGC in Woodburn for teen specific after-school programming.The BGC is highly regarded and well-established in the Mid -Willamette Valley and provides important youth after-school programs. Other non -profits could be contacted to discuss a potential partnership. In this public/nonprofit partnership scenario, with an organization such as the BGC, the City of Woodburn would work with a nonprofit partner. The City could make the initial building -wide infrastructure improvements or provide funding/subsidies for the nonprofit partner to do so and then the nonprofit partner would run the programming and manage the building. If the City did not want to continue to own or manage the building, ownership could be transferred to the nonprofit partner to minimize the City's financial exposure. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 31 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCEPT MODEL 1: NEIGHBORHOOD ACTIVITY CENTER Next Steps 1) Determine whether the City wants to secure the building for neighborhood recreation programming and services, and what activities are best suited for this location. 2) Prepare development package and partnership outline for potential nonprofit partner. - City pays for or completes base building upgrades. - Follow up with a site visit by BGC Executive Director, Tim Sinatra. Determine level of interest and mutual benefits. 3) Identify other nonprofits that support the neighborhood activity center concept as anchor tenants. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 32 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCEPT MODEL 1: NEIGHBORHOOD ACTIVITY CENTER Proposed Lower Floor Plan Plaza Alley 930 SJ: 710 SIF acceCOMMORS ss sipace 150 SF meas 1100 SF restiroom recireation 1100110 150 15F wonriens restiroom 90 SIF J1 165 SF shwr stoiir. romm . ..................... 475 SF 300 S1" ---------- Cafe/ lkitcttein restauirant fl, seating oyel Front St. 0 2 4------5 16----------------------------32 Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form Architecture and Design LLC I Page 33 of 80 COGAN OWFNS marKeteK COGAN CONCEPT MODEL 1: NEIGHBORHOOD ACTIVITY CENTER Proposed Upper Floor Plan 0 2 4 8 16 32 t� __. �o Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 34 of 80 Constructive Form (:OGAN Architecture and Design LLC t mar KeteK O FNS CONCEPT MODEL 2: BUSINESS INCUBATOR This model provides one possible incubator concept for a Business and Studio Arts Mixed -Use project. INTRODUCTION This concept for a business incubator with a studio arts focus builds on the existing energetic and dynamic small business community in downtown, and has the potential to have the highest level of economic impact and diverse, business growth for the community. This is an innovative concept that has the opportunity of drawing a wide range of users to the downtown. A business `incubator' is broadly defined as a comprehensive business program targeted towards startup and early stage firms with the goal of improving their chances to grow into healthy, sustainable companies. The selection of this concept would directly support community interests in economic vitality with focus on start-up, micro -enterprise and connections with established entrepreneurs. Thirty-three percent of in-depth respondents support quality office space and incubator space. Marketek's research indicates that Woodburn has a growing population and employment base, and a large number of Latino and other entrepreneurs who are in great need of business support services. With interest shown by organizations such as MicroEnterprise Resources, Initiatives and Training (MERIT) in Woodburn, the area is poised for this type of Business Incubator Use. Chemeketa College would also be a logical potential partner to approach. The return on investment (R01) in the form of new businesses being launched and increased job opportunities in the City of Woodburn exist. This would also mean the tax base increases. Government subsidies for well-managed business incubation programs represent strong investments in local and regional economies. Research has shown that for every $1 of estimated public operating subsidy provided by the incubator, clients and graduates of the National Business Incubation Association (NBIA) member incubators generate approximately $30 in local tax revenue alone. Additional benefits identified by the NBIA indicate a R01 in the form of an increased tax base as businesses are incubated and launched. NBIA members have reported that 84% of incubator graduates stay in their communities. The greatest challenge to this concept is how to make the incubator project economically viable and self-sustaining. This concept incorporates a market -rate restaurant/cafe space and retail spaces for lease at the ground level to offset operating costs and provide some income, approximately $45,000/yr. This income is projected, but will depend on partner/operator. (See Supporting Documentation, Net Operating Income for Concept Model 2: Business Incubator, page 73). Incubators with an industry focus often have a greater chance of success, whether high tech, food production related, or studio arts related. While it is beyond the scope of this assignment to identify specific prospects/ candidates for a Woodburn incubator, for the purpose of developing this program, the potential for a Studio Arts focused incubator was explored with stakeholders who are working locally with, and understand, the perspective of artists. Marketek's research indicates that there are a relatively large and growing number of artists in Woodburn and that downtown would benefit from and draw people to an arts/culture destination. Some envision a multi- purpose arts incubator with visual arts, music and dance/theatre. Others are more focused on an incubator focused on visual arts. All agree that a retail coffee shop and arts cooperative on the ground floor would be beneficial. A common workspace, artist lockers and numerous artist studios would be other key characteristics. Costs would need to be kept low per artist (<$250/month.) Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 35 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCEPT MODEL 2: BUSINESS INCUBATOR Key Demographic Indicators As background to understanding the overall marketplace in Woodburn, the information that follows provides a snapshot of population characteristics in a 10 and 20 -minute drive time. Important facts include: • Population growth in the market areas is strong, above the state average. • Median household incomes in both market areas are below the state average. • Average age is significantly lower than the average for Oregon overall. • The Hispanic/Latino population is significantly higher (nearly 4 times as high in the 10 -minute market area) than the state as a whole. • Educational attainment is higher in both market areas looking at population with a high school degree or greater. • Oregon Employment Department reports that in 2011 Woodburn was home to 584 establishments and 8,132 workers. The largest sector by employment was retail trade, comprising approximately 25% of total employment. • Woodburn's small business marketplace demonstrates good growth. Total covered employment in Woodburn in 2011 was 8,132, increasing 8.8% from 7,098 in 2003. From 2010 to 2011 employment in Woodburn grew almost 3% compared with Marion County, which lost 1.2% and to Oregon, which grew by 1.2%. Employment growth in Woodburn has also outpaced Marion County and Oregon since 2003. • Over a nine year period (2002-2011), the total number of reporting business units in the Woodburn zip code grew from 534 to 579. In 2011, 46% of all establishments were very small businesses with 1 to 4 employees. Of special importance to the potential for a business incubator is the concentration of Latinos in the Woodburn area. A new report from the Kauffman Foundation states that nearly 20% of U.S. residents who opened new businesses in 2012 were Latinos. The new study says that even though entrepreneurship has declined in numbers nationally, the amount of Latino entrepreneurs has doubled since 1996. The Latino rate is higher than the rate for African-Americans, Asians and Whites. W©GDBURt-0 DEMOGRAPHIC SNAPSHOT Woodburn Demographic Snapshot, 2012 Local & Greater Market Area and State (See Supporting Documentation for full size, page 70.) Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 36 of 80 Constructive Form (:OGAN Architecture and Design LLC t marKetE'K O FNS iii CO( I AN 2012 Demographic Local Market Area Create+Market Area State ai indicate, '10 Minute Drive Time try minute Drive lime Oregon Popwlati.an 2012 (est m.,,1e, 53,273 166,260 3,899,159 201'7 (farecasf, 34,889 172,207 4,063,119 Avg. Ann. %Change ('00 to 2] 11.58%. 1.30 a 1.16% Ale. Arrn.% Change (92 to 71 09'78. 0.72% 0.84% Households ,2012 Jastilmatep 10,109 58.660 1.542.736 2017 (farecast) 10,606 60,815 1,617,261 Avg. Ann.% Change ('00 to 12] 11.66%. 1.37% 1.311% Avg. Ann .% Change 2 to 7) (`1 098%. 0.78% 0.97% Average Household Size 3.24 2.79 2.47 Median Hovzalhold income $39,052 $45,174 $47,661 Median Age (Yearsj� 31.6 33.8 381 Race 8 Ethnicity Percent WhiteAene 619%. 73.7% 83.T% Perceat Other Race/2+ Races 38.1% 24.3% 16.9% Percent Hlapanic 55.5%. 32.431. 12.3% Edwcatlo ell. Attainment (2005-2009) No High Schaal Diploma 35.3% 21.6% 37.11% High. Sch..l f7iplama/Sonne Co9lege 47.PP'd 50.47. 45.77. Associate Degree 6.0% 8.2% 5.5% Fours Year Degree of More 111.71 19.87. 11.77. So -e HSRI BIS Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 36 of 80 Constructive Form (:OGAN Architecture and Design LLC t marKetE'K O FNS iii CO( I AN CONCEPT MODEL 2: BUSINESS INCUBATOR Research Marketek interviewed representatives of key organizations with their fingers on the pulse of the local entrepreneurial climate. These include: MERIT, NEDCO, Chemeteka's SBDC and Chemeteka's Center for Business and Industry, PCUN, Woodburn Arts and Communication Academy and an entrepreneur support consultant working with several organizations in Woodburn. In addition, Marketek reviewed the 2012 report (Woodburn) Latino Small Business and Downtown Development, prepared by the University of Oregon Economic Development Administration Center. Key themes of the interviews follow: • The needs and interests of Latino business owners related to business assistance are significant and include: access to capital, access to mainstream financial services, culturally -specific business technical assistance and financial capability training. • The need for hands-on business support has been observed over a long period of time and is deemed to be high, based not only on the research and field work of the University of Oregon, NEDCO and MERIT, but also the local banking community and the Woodburn Chamber of Commerce. • There is strong support for entrepreneurial and small business support services. • While demand is strong, business incubators are often not self-sustaining and require a base of at least three years of financial support. • Downtown Woodburn is an excellent location for business support services and/or an incubator. It is the calling card' for tourism and new industry and is also home to a large concentration of micro enterprise. • Ideally, an incubator in the Association Building would have some ground floor retail presence - possibly arts/crafts or cafe - and leave at least 50% or more space for entrepreneurs. • Incubators with an industry focus often have a greater chance of success. Woodburn may have potential for an arts and crafters incubator that includes workspace, locker room and retail storefront. • A strong network of business assistance organizations exist in the Woodburn area to support start-ups and early-stage businesses. Both NEDCO and MERIT have explored Latino -focused business services. At this time, NEDCO's proposal for a business assistance program, called the Siembra to Futuro, is not active. MERIT, however, has worked on its plan to serve the start-up/micro business community for well over a year and is initiating a technical assistance program with a full-time staff member in 2013, based at the Farmworker Housing Development Corporation offices. They will begin with an office, work area and classroom, but no incubator space. They hope to serve 50 clients in the first year of operation. MERIT staff commented that they would really like to be based in the downtown area, and over time they envision having a physical incubator location. Strong potential partners and institutions already exist in downtown Woodburn and in the mid -Willamette Valley. In the Concept Model, our team has identified organizations for potential partnerships who have expressed interest in Woodburn. A strong incubator partner is crucial to help launch and manage this type of project. The full Business incubatorreport can be found in Appendix D. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 37 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCEPT MODEL 2: BUSINESS INCUBATOR Building Program and Concept For the purposes of defining a portion of development programs for the Business incubator Concept, Marketek consultants analyzed the Woodburn market and existing business incubators in the State of Oregon. In addition to small business assistance needs being an integral part of the programming, smaller scale office, retail and studio artists' space needs were identified. For this model the assumption is a studio artist would be as business oriented as any other entrepreneur starting up their business. This mix of users would create a platform to provide support, foster ideas, and collaboration between incubator participants. • Smaller -sized studio/office spaces for start-up studio arts businesses at a reduced cost. • Cafe/Restaurant helps draw visitors to the building, helps activate the Downtown Plaza and provides market rate revenue for building owner/partner. • Indoor gallery and exhibition space • Retail at Front Street Findings Supporting Conceg_t Existing Building and Site Assessment • Existing synergies: Downtown building location and adequate size. • Builds on existing energetic and dynamic small business community. Community Engagement Process • 33% of in-depth respondents support quality office space and incubator space. Market Overview • Woodburn has a growing number of artists and the downtown would benefit from and draw people to an arts destination. • Business, retail and studio arts mixed uses in proposed small scale incubator spaces (office/studio and retail) could help diversify the business, retail and office base currently in the downtown. The office/ studio spaces shown in the floor plans could be shared by multiple users, or if desired, walls could be opened up in-between the spaces to make larger spaces. Cost Analysis Government subsidies for well-managed business incubation programs represent strong investments in local and regional economies. Research has shown that for every $1 of estimated public operating subsidy provided to the incubator, clients and graduates of NBIA member incubators generate approximately $30 in local tax revenue alone. NBIA members have reported that 84% of incubator graduates stay in their communities. ROI to the City would be in the form of increased tax base as businesses are incubated and launched. This model presents an opportunity for public and private use and collaboration, and can help limit the financial risk and longer-term building ownership for the City. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 38 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCEPT MODEL 2: BUSINESS INCUBATOR BUSINESS INCUBATOR • ARTS CONCEPT #2 City Paid to Date approx. $850,000 Estimated Costs for Business Incubator CONCEPT $2.6 million Potential Net Yearly Operating Income $45,000 City Transfers Ownership to Non -Profit or Retains Ownership $ TBD Potential Leader City of Woodburn. MERIT or a Studio Arts/Craft Guild non-profit. Great marketing opportunity for downtown draw and high level potential for economic development. Potential Partners MERIT, an arts non-profit, and Chemeketa in collaboration with UO/ OSU/ WOU. In this partnership scenario, the City of Woodburn would work with a nonprofit or for-profit partner. The City would work with a partner to manage the building and tenants, to supervise start-ups, and to fill all of the spaces. In the case of a non-profit partner, ownership could eventually be transferred to minimize the City's financial exposure. Next Steps 1) Identify potential partners that support the incubator concept 2) Prepare development package and partnership outline for potential partner - City pays for or completes base building upgrades 3) Organize an Incubator Planning Team and create a business/marketing plan 4) Portland has examples of art studios and cooperative space that should be researched if the arts emphasis become a focus, including: Open Studios, North Coast Seed, 100th Monkey Studio and several others. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 39 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN new balcony above I !It$0 SIF' mens restroom 795 SIII''° access 150 SF wormers ores7l°eema CONCEPT MODEL 2: BUSINESS INCUBATOR PROPOSED LOWER FLOOR PLAN 275 SIF retain A '� 2'7S Sllf r � urmr�tami foyer new canopy above 0 Plaza Alley 733 SF c°af'e/ restaurant seating gallileury/ ealmilcltlelum u 500 SF workshop pieeting space Front St. 0 2 4 8 16______32 _ Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form Architecture and Design LLC Page 40 of 80 (, OGAN OWFNs r i1' (:OGAIN E 1i 8'x50' balcony cantilevered 795 Sly; access f 0 SIF m7ff1 v -_' .1;00 Sl nheimns restroom 100 SF sum immesns 6'x50' entry canopy CONCEPT MODEL 2: BUSINESS INCUBATOR PROPOSED UPPER FLOOR PLAN p570 SF studio/office 570 9F sku&iio/offiico 280 Siem° open to below stu&io/ office ,770 SF stiimudio/office 570 SF sludIo/offliice 0 2 4 S 16 32 Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form Architecture and Design LLC Page 41 of 80 CO( iAN OWFNs marKeteK i1' CO( iAIN CONCEPT MODEL 3: MICRO BREWPUB/BEVERAGE DISTILLERY This model provides an option for a privately owned Micro Brewpub or Beverage Distillery project that could attract both tourists and residents as a destination and provide a marketing opportunity for the City of Woodburn. INTRODUCTION This concept would increase the diversity of the types of restaurants downtown, bringing more people downtown without competing with existing businesses. At the current time, there would be little to no direct competition as there is a microbrewery/distillery market gap in the area. Residents surveyed during the community engagement period consistently indicated their strong interest in some of type of entertainment use downtown. A micro brewery/distil lery would, in an informal way, meet this need. Additionally, 10% of intercept respondents support a pub or restaurant use and there was strong community support for more diverse food choices downtown. Many models for modern brewpubs are destinations for residents, are community oriented and provide family -friendly programming and environments. Many breweries and distilleries, with restaurants and restaurants in general, rely heavily on families and groups frequenting their establishments, and often offer tours and tastings to attract additional visitors. This concept would also provide more family oriented uses in the downtown, an interest expressed by the community. This concept could highlight and showcase Woodburn's rich agricultural history and current culture, providing additional economic and marketing opportunities for its businesses and residents. Woodburn's community and the Willamette Valley support a robust growing operation that includes renowned wine grapes, berries, hops, grass seed, horticultural landscape stock, and conventional and organic farming operations. The Willamette Valley is the second largest hops producer in the world and Woodburn was once known as the"Berry Capital of the World". Privately -owned micro brewpub and distillery businesses, most recently the new Ft. George Brewery and Pub in Astoria and the Pelican Brewing Company taproom expansion in Tillamook, have been adept at leveraging private and public financing for start-up businesses and expansions that provide job growth and minimize risk to private and public investors. City Urban Renewal Agencies have provided public investment for these types of projects in Oregon through property subsidies, forgivable loans and grants, and/or monies for feasibility studies. The Governor's Strategic Fund has provided additional, forgivable loans for businesses as a way to support economic and community development. In this concept, the City would sell the building, but maintain some control over the way the building would be used. If interest by a distiller or brewer is expressed, they would bring their own market data based on their business plans. (See Supporting Documentation, Micro Brewpub and Beverage Distillery list of examples, page 69.) Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 42 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCEPT MODEL 3: MICRO BREWPUB / BEVERAGE DISTILLERY Key Demographic Indicators For the purposes of defining the development opportunity for a brewpub project, Marketek consultants analyzed an area within a 10 minute drive time from the downtown. Shown on the driving time map are businesses deemed okay for a beer and burger — more like sports bars. No brewpubs exist. In nearby Silverton, there is one brewpub, Seven Brides Brewing, and in Mt. Angel, there are brewing companies such as Mt. Angel Brewing Company and Mt. Angel's Benedictine Brewery. These are outside the 10 -minute drive time — a standard local convenience market, as defined by market research. Eating Establishments Within 10 -Minute Driving Time Mai 1. Rumors Bar& Grill -327 N Pacific Hwy, Woodburn 2. Raven Inn -262 N Pacific Hwy, Woodburn 3. End Zone -9605 Pacific Hwy, Woodburn 4. Hubbard Inn -33893' Street, Hubbard Research Craft beer has a huge economic impact in Oregon. According to the Oregon Craft Beer Association, the economic impact of craft beer in Oregon follows: • Oregon's brewing companies employ 6,400 full and part-time employees - up 900 jobs over 2011. • There are currently 137 brewing companies, operating 175 brewing facilities in 59 cities in Oregon. • Total economic impact from the beer industry is $2.83 billion for Oregon's economy plus the industry employs 29,000 people. • Oregonians consumed 2.79 million barrels of beer in 2012, and of that, more than 17% or 483,400 barrels of the total beer consumed in Oregon, was made in Oregon, which is up 12.8% over 2011. US craft beer consumption is 6.5% by volume. • Oregon's brewers made 1.296 million barrels of beer in 2012; up 11% over 2011. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 43 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKetE'K O FNS CO(i AN CONCEPT MODEL 3: MICRO BREWPUB / BEVERAGE DISTILLERY • It's estimated that 47% of all draft beer consumed in Oregon is brewed in Oregon. • There are currently 51 breweries in Portland, 69 in the Portland Metro Area, 15 in Bend, and 10 in Eugene. Additionally, we compiled a list of brewpub examples in the Portland Metro Region and the Mid -Willamette Valley. These examples illustrate that the model for a local brewpub with a restaurant/ cafe, of 4,500— 10,000 sf in size, is common. (See Supporting Documentation, Micro Brewpub and Beverage Distillery list of examples, page 69.) Building Program and Concept We used the square footage and operations information generated from our research to help inform the floor plan layouts and proposed program for a future micro brewpub/distillery user. • Micro Brewpub/Distillery (anchor tenant) provides a downtown entertainment venue and diversifies restaurant options: the program includes Brewpub production, cafe/restaurant, bar, outdoor balcony with views to the plaza and a retail space. • Cafe/Restaurant and outdoor seating helps activate the Downtown Plaza. • Retail at Front Street complements existing businesses. Findings Supporting Conceg_t Existing Building and Site Assessment • Good location with adjacent plaza for outdoor seating and Front Street retail activity • Existing building size and open shell good fit for a micro Brewpub Community Engagement Process • An entertainment use was identified as a strong interest in the Community Engagement Report • 10% of intercept respondents support a pub or restaurant use and there was strong community support for more diverse food choices downtown Market Overview Marketek estimates that over the next 5 years, as Woodburn continues to grow, demand for restaurant and entertainment space will increase by 7,000 square feet from the local resident market (10 minute drive time). A brewpub can attract local residents, as well as visitors from the wider Mid -Willamette Valley region and tourists. By 2018, demand for restaurant and entertainment in Woodburn's greater market area (20 minute drive time from downtown) will increase by 42,000 square feet of space, indicating support for additional dining establishments. (See Supporting Documentation, Woodburn Retail Market Analysis, pages 71 and 72.) A brewpub would diversify the business and restaurant base currently downtown and provide more diverse eating choices, along with family and entertainment opportunities. (See Supporting Documentation, City of Woodburn Downtown Walking Map and Existing Businesses, page 75.) Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 44 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCEPT MODEL 3: MICRO BREWPUB / BEVERAGE DISTILLERY Cost Analysis City Urban Renewal Agencies have provided public investment for these types of projects in Oregon through property subsidies, forgivable loans and grants, or monies for feasibility studies. The Governor's Strategic Fund has provided additional, substantial forgivable loans for businesses to support economic and community development. If interest was expressed by a brewery or distillery, they would need to complete their own business plans and market research. MICRO BREWPUB / BEVERAGE DISTILLERY CONCEPT #3 City Paid to Date approx. $850,000 Current 2012-13 Real Market Value per Marion County Tax Assessor $535,000 City Pays for Baseline Build -Out $600,000 City Gets New Appraisal Based on Baseline Build -out $ TBD City Sells to Private Entity $ TBD Next Steps 1) The City or consultants would need to further investigate and contact existing brewpubs/identify potential brewery/distillery start ups to determine interest in expanding/locating to Woodburn. (See Supporting Documentation, Micro Brewpub and Beverage Distillery list of examples, page 69.) 2) This concept model would likely require the City to provide/develop a set of Development Guidelines to help ensure that the future owner would provide cultural sensitivity and community benefit (jobs, local ownership, suppliers, facility sharing, meeting space, etc.) Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 45 of 80 Constructive Form COGAN Architecture and Design LLC tmarKeteK O FNS iii ('0(i AN CONCEPT MODEL 3: MICRO BREWPUB / BEVERAGE DISTILLERY PROPOSED LOWER FLOOR PLAN Plaza Alley new balcony above 280 SF 880 S1 kitchen Cafe/ restaurant sealing 8'70 SIF assess -�1__ 00 S7° ! \ [ 100 SF walk in ssauraeuss ses'1'saeiss 2 °1 S SIF stwr. 1 so SIS°' ; rsneir'uis d ses'1'saeiss - A22,a51a arlami nee 28!1'"7` SS11500 SF retail 8iros1actien F new canopy above Front St. 0 2 4 8 16 32 \ 1/ Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form Architecture and Design LLC Page 46 of 80 (, OGAN OWFNs marKeteK i1' (:OGAIN mmam CONCEPT MODEL 3: MICRO BREWPUB / BEVERAGE DISTILLERY PROPOSED UPPER FLOOR PLAN 8'x50' balcony cantilevered 725 9F 300 bair seafireg bar a 795 9F access open to below 100 SF womens 'I "15 SiF kylight above restirictoingi office 100 SF open to below oflike skylight above 700 SF office storage production 6'x50' entry canopy 0 2 4 8 16 32 o Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 47 of 80 Constructive Form CO( i AN W Architecture and Design LLC t mal-Kil OFNS COGAN OPTIONS TO SELL WITHOUT AN IDENTIFIED USE In this model, the City funds baseline structural and building core/shell improvements for a market -ready building and sells the improved building, or sells the building as -is without a predetermined use. INTRODUCTION The majority of the assessed values for downtown properties fall in the $50-100K and $100-200K range. The $535K assessed value for the Association Building is atypical. In the Option to Sell without an identified use, the City would make baseline building upgrades to a market -ready (occupiable) condition, have a new appraisal completed after the build -out and then, put it up for sale. With baseline upgrades completed, it is more likely the City would find an interested buyer than if the building was sold as -is. Alternatively, if the City did not want to complete the baseline upgrades at this time, the City could offer to provide the funds for these baseline upgrades as part of an incentive and development package for the sale of the building. In the Option to Sellas is, the City would put the building up for sale in its current state. The building now is not legally occupiable, and if a buyer willing to make basic upgrades was not found, the building could continue to sit vacant for years. Building Concept Sale of building to private owner. Return property to tax rolls. • Option A: City makes base building upgrades to market -ready (occupiable) condition, or provides funding/development package to buyer for basic building upgrades and shell. • Option B: City sells as -is. Not an occupiable building. Could continue to sit vacant for an indefinite time period. Findings Supporting Conceg_t Existina Buildina and Site Assessment • Building would require additional work and and investment into base building upgrades to be occupiable and market ready. Community Engagement Process • 32% of in-depth respondents support selling the building. Market Overview • If the building is sold as -is, without upgrades, it may continue to remain vacant and would be subject to market conditions. Cost Analysis • The City would not be financially responsible for the building and the success of any businesses or uses, after the sale of the property. • The City will likely have a loss on the sale, given the existing condition of the building and the current real estate market. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 48 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN OPTIONS TO SELL WITHOUT AN IDENTIFIED USE OPTION TOBUILD-OUT Baseline City Paid to Date approx. $850,000 Current 2012-13 Real Market Value per Marion County Tax Assessor $535,000 City Pays for Baseline Build -Out $600,000 City Gets New Appraisal based on Baseline Build -Out $ TBD OPTION TO SELL AS -IS City Paid to Date approx. $850,000 Current 2012-13 Real Market Value per Marion County Tax Assessor $535,000 City Completes New As -Is Appraisal $ TBD Potential Leader City of Woodburn. Next Steps 1) The City would need to either seek a commercial real estate building appraisal or work directly with a commercial real estate broker to determine a sales price as -is, or what the best sales price would be if baseline, market -ready improvements were completed by the City. 2) If determined to be viable, the City would make the initial building -wide infrastructure improvements and build -out required for a "soft shell". The City would provide a market -ready building available to be purchased by a private entity. Even though this would require the City to provide an initial outlay of funds, this would bring the building up to a usable shell. 3) The City would then sell at a fair market price, with the intention of the building being immediately occupiable in the near future. 4) This concept model would likely require the City to provide/develop a set of development guidelines to help ensure that the future owner would provide the uses and amenities targeted by the City for this site. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 49 of 80 Constructive Form COGAN Architecture and Design LLC tmarKeteK OW(,NS iii COGAN OPTIONS TO SELL WITHOUT AN IDENTIFIED USE PROPOSED LOWER FLOOR PLAN Plaza Alley Front St. 0 2 a s 1e sz s �� Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 50 of 80 Constructive Form (:OGAN Architecture and Design LLC t mar KeteK O FNS OPTIONS TO SELL WITHOUT AN IDENTIFIED USE PROPOSED UPPER FLOOR PLAN 0 2 4 8 16 32 \ �o M Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 51 of 80 Constructive Form (:OGAN Architecture and Design LLC t mar KeteK O FNS DESIGN ATTRIBUTES Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN DESIGN ATTRIBUTES The proposed attributes of the overall building designs and concepts are informed by the Association Building's existing site and building characteristics. PHYSICAL ADJACENCIES & EXISTING SYNERGIES Proposed building programs in Concept Models 1-3 activate the Plaza by locating a cafe/restaurant or building commons space on the Plaza side of the building and/or retail spaces on the Front Street retail corridor. These programs and a proposed second floor balcony at the Plaza and a canopy facing Front Street strengthen the physical adjacencies and existing synergies between the Association Building and the adjacent Downtown Plaza and retail activity at Front Street. W ,��ylmpl rort dE k,"4f, ,'IF �� ro 1114rtUk�IIIIW" / ���ro�ll 'iU IIU �- rourtP^um C rtUdll �� Q� �OIIIIUpIII MU,UIiUIUA /'CAFE / prtV / la RETAIL[ IIPU�rtU�gppy m�� �UrtlllUrtl � �'�'MI�Nv ^Uf�'UIUp TvgiUlwlll ,.f N) UUlll Y %1pUAUr � �UINAyf Site plan showing proposed building program locations Proposed cafe building program and outdoor seating at Plaza PEDESTRIAN CONNECTION THROUGH BUILDING Balcony, Case Study example from Venetian Theatre & Bistro redevelopment in Hillsboro, OR All concepts and base building upgrades include a through building pedestrian connection, linking the Downtown Plaza and retail at Front Street with their activities and visitors through the Association building. This `Indoor Street' could be used year round and act as an additional draw to the building. �v'^hrPlN Iroralpl f)J JR �^T .�1 T�TNrtrIN�ro �I �� �Mrtr+Trt �IbnnT `Indoor Street' linking Front St & plaza `Indoor Street' example in Portland, OR Proposed `Indoor Street' linkage and views through building Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form Architecture and Design LLC Page 52 of 80 C, OGAN OWFNS marKeteK (:OGAIN DESIGN ATTRIBUTES ATRIUM SPACE Concept Models 1 - 3 and base building upgrades provide a building atrium for natural light, ventilation, and visual connections. The historic, original fagades of the Association Building allowed substantially more light into the building than the post 1993 earthquake renovated fagades. Additional proposed skylights and larger fagade openings allow more light into the existing dark building interior without compromising the structural and seismic improvements already completed. Association Building: original Front Street fagade Association Building - proposed improved fagades with enlarged openings Building atrium, case study example from Red Building Building atrium, case study example from Vestas redevelopment in Astoria, OR redevelopment in Portland, OR Front Street Atrium Plaza Proposed building atrium at the Association Building Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 53 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS CO(i AN °II�'llilll� IIS /�� VIII' VIM '°fff III @ '°ffr°IOHXIIP III 1��fr XWK,, Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN SUSTAINABLE DESIGN Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN SUSTAINABLE DESIGN Preserving the Association Building, instead of demolition after it was damaged in the earthquake, has already reduced the structure's environmental impact. The adaptive re -use of the building lends itself well to a new, high level of "ecological design integration", as the existing building has little remaining infrastructure as a limitation to improvement. Our team recommends strong environmental goals be integrated into the next steps of the project. The requirements for life, safety and accessibility, structural and functional systems, and building components tie directly to potential synergies and creative opportunities for a green redevelopment project that can be explored in the next phase. Design concepts assume a high level of indoor air quality for all tenants and users, allow for natural and borrowed day lighting into the building and tenant spaces, and enhance connections between mixed uses within the building. This project can build on other sustainable and innovative environmental approaches the City of Woodburn has completed. The City of Woodburn's wastewater treatment facility, nationally recognized, irrigates a City -owned poplar tree farm. This innovative facility uses trees to absorb treated wastewater through phytoirrigation, especially during months of July and August to reduce discharges to surface water. The high water table in this area of downtown could be a great benefit to one type of space conditioning system, using this system to help cool and heat the building via a ground source heat pump system. Stormwater from the Association Building roof could be directed towards the Plaza for a water feature and to demonstrate stormwater strategies for the downtown area, infiltrated into the ground. The level topography of the area, the taller height of the Association Building, and the southwest orientation of the roof allow for excellent solar access and potential for on-site energy generation from solar photovoltaics (or solar thermal systems) to reduce the utility and operational carrying costs of the building. Available tax rebates and credits can help support acquiring these systems. Power production from these systems could also help subsidize functions in the Downtown Plaza. Whereas a goal of the project might not necessarily be to reach a LEED certification (a national standard), environmental and sustainable strategies could be assessed as part of the process in upcoming phases. If environmental upgrades were made up front, they would benefit the project long term: saving on overall operational costs, contributing to heathy indoor environments, conserving energy and water, and reducing the environmental impact of the project over its life cycle. ee, �1 j%Q/�twt� 1i'�tf�ilDn 1y11rl�1gD1p ry�f��(fr(� If(jffl��ff�l�� F, I �IIIJ� �Y City of Woodburn's innovative `phytoirrigation' facility Ground source heat pump example Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 54 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN FINDINGS Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN FINDINGS This feasibility study for the adaptive reuse of the Association Building focused on the primary working goals of creating a community -oriented, iconic building that would become a source of pride and an integral component of the City of Woodburn that would be a model for other future renovations and upgrades in the downtown. The building has remained vacant since the 1993 earthquake and the City is interested in determining a range of options for the redevelopment of the building. Concept Models 1 - 3 would be viable from a use standpoint. Here are some questions to consider and ways to think about the concepts: • Does the City want to prioritize a community use space? • Does the City want to feature a project with an emphasis on business and economic development? • Does the City want to find a good occupant for the building, with some economic benefit to downtown? • Does the City want to continue to own the building? Concept Model #1 If the City's main priority is to provide a community use, then Concept Model #1 which recommends a Neighborhood Activity Center is a good opportunity to meet an identified need. This concept is modeled on historic, neighborhood -scale centers common in downtowns and neighborhoods across the country. Given the size of Woodburn and its demographics and median income, a moderately-sized neighborhood activity center would be financially feasible and practical for the community. Next steps would include: • Determining what programming, services and activities are best suited for this location • Identifying potential nonprofit partners as anchor tenants • Prepare development package & partnership outline for potential partner, including the City paying for baseline upgrades • Review potential fundraising sources (use list provided by project team in Supporting Documentation, page 68, for reference) Concept Model #2 If the City wants to focus on economic development and small business development, then Concept Model #2, a Business Incubator, is a good choice to spur new business development. This concept builds on the existing energetic and dynamic small business community in downtown and has the potential to have the highest level of economic impact and business growth for the community. The greatest challenge to this concept is how to make the incubator project itself economically viable and self- sustaining. In addition to the subsidized incubation component of this concept, the model incorporates a market rate restaurant/cafe space and retail spaces for lease at the ground level to offset operating costs and provide some income. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 55 of 80 Constructive Form COGAN Architecture and Design LLC tmarKeteK O FNS iii COGAN FINDINGS Next steps would include: • Contact potential partners and identify others that support the incubator concept • Review potential fundraising sources • Prepare development package and partnership outline for potential partner, including the City paying for baseline upgrades • Organize an incubator core planning team • Create a business and marketing plan With Concept Models 1 and 2, the City could potentially recoup its $850,000 investment over time. The City has made the choice to contribute $850,000 to the preservation of this building in the past; these could be the same reasons to do so now. Concept Model #3 If the City wants to find a good occupant with potential economic impact on the downtown, then Concept Model #3, for a Micro Brewpub/Beverage Distillery a privately owned business, would be a viable opportunity. This Concept Model provides an option for a business that could attract both tourists and residents as a destination establishment and provide ample marketing opportunity for the City of Woodburn. Next steps would include: • Prepare development package and outline for potential occupant, including the City paying for baseline upgrades • Review potential incentives • Contact existing brewpubs/distilleries to determine interest in expanding to Woodburn. • Identify a group/interested parties in the Woodburn area who might be interested in starting a new brewpub • Develop a set of development guidelines to help ensure that the future owner would incorporate cultural sensitivity and community benefits as part of a development opportunity Options to Sell without an Indentified Use If the City does not want to continue to own the building, the Options to Se//is the best choice. It is unlikely that the City's $850,000 investment would be recouped with this sale, given the current RMV of $535,000. Actual sales price is to be determined if this option is chosen; asking or sales price may be less than investment amount. If the City determines that the sale of the building is the way forward, then the City needs to recognize that the Association Building may continue to sit vacant until an interested buyer is identified. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 56 of 80 Constructive Form COGAN Architecture and Design LLC tmarKeteK O FNS iii COGAN FINDINGS Next steps would include: • Seek a commercial real estate building appraisal to determine an as -is sales price or a market -ready sales price • Determine if the City will sell the building as -is, or if the City would sell as market -ready • Make baseline upgrades if City wants to sell as market -ready The proposed Concept Models are not directly comparable; there is no single best use. In deciding how to move forward, the City of Woodburn will need to weigh public good and the investment of public resources and funds with City and community goals, visions and plans for the downtown. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 57 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN CONCLUDING THOUGHTS In an effort to best answer the question, "How can the redevelopment be a model for future upgrades and redevelopment in the downtown area?", a series of Downtown Assessment Maps were prepared by the City of Woodburn, working with the project team, for this project. These maps helped to provide information about the existing downtown context. A majority of the existing buildings downtown were constructed in 1880-1929 and 1930-1979, prior to current seismic and building codes. Many of the challenges to redeveloping or renovating these buildings have been highlighted in the work for the Association Building feasibility study. These include unreinforced masonry structures, seismic upgrades required for certain uses, building and accessibility code upgrades, energy -inefficient enclosures, deferred maintenance, including reroofing and basic repairs, and lack of internal building infrastructure improvements. Substantial investments would be required to upgrade many of the structures or change their historic use. These costs could potentially inhibit options for redevelopment. The City should further investigate these potential challenges and identify programs and incentives to encourage redevelopment and/or building upgrades by private owners. (See Supporting Documentation, Downtown Assessment Maps: Property by Year Constructed, page 77.) Approximately 90% of downtown parcels are owned by local residents, the City of Woodburn and local institutions. Given the appropriate tools and incentives, property owners would have a vested interest in the successful redevelopment of downtown. (See Supporting Documentation, Downtown Assessment Maps: Owners By Location, page 78.) Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 58 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN °II�'llilll� IIS /�� VIII' VIM '°fff III @ '°ffr°IOHXIIP III 1��fr XWK,, Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC nlarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION CASE STUDIES - PROJECT SUMMARIES MATRIX This page provides a summary of the subsequent Case Studies referenced for this project and information about the project location, public investment, ownership models, return on investment and applicability to the proposed Concept Models. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 59 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN Q,8; C 3 v Y C 3 W � 2 ° O - > Y v o v W W Ul Ul Y Ul Ul C Ul Ul > W 2 O . 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JO to Y CJ LLO 2 C7 cZ CJ CJ O to CJ K 7 W LL v O D 2 !' C u m 2 2 C7 2 K J 2 7 to J to 7 3 C O a m to 3 Op O 3 N a q :^ O Op VI '£ C �. y m o3 a Y a �. c - N -o y m ca m V c c u q 0 o d o 'o o L O m N Y R £ o V C C yR Op s O u '6 F y LL 3 V1 y O V Q, d d Op F C .n 3 m -O R '6 L `� d a' d L a 0 C u a O Y 's m a O a N° a o a 0« c m 3 'o L u a` Y y -o c •N o N O q m m y V a y Y G a . �° L � z > m - x � in - O Q .°� D .°� ao i m L V R u� u a a C C a C C �° a N o y io '° Yy E - Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 59 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION CASE STUDIES Astoria, OR (population: 9,507) Project: Fort George Brewery and Pub (1924 renovated in 2006) Built in 1924 for an automotive service station, the Fort George building was vacant for 10 years before being converted into a brewery. The Astoria Urban Renewal District (URA) provided a low interest loan for $120,000 with an 8 -year maturity date for a private developer/ owner and a storefront improvement grant of $30,000. The property and business owner leveraged an SBA loan and State of Oregon forgivable loans. Lessons Learned: Rosemary Johnson, City Planner: 503-338-5183 URA funds helped transform a derelict abandoned building into a community hub and a destination brewpub. Fort George is a great example of things going right. This new start-up brewery started with zero employees in 2006, jumped to to 30 employees by 2010, and estimates 150 employees by 2015. They have already opened the second floor of the restaurant and expanded the brewery into a second building. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 60 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION CASE STUDIES Astoria, OR (population: 9,507) Project: Liberty Theatre 1203 Commercial Street (originally built in 1926) This theatre was acquired by the City of Astoria for $1,100,000 and was transferred to a non-profit at no cost. Phase 1 contained $300,000 worth of improvements, Phase II and III $386,000. Today, the property operates a `premier' performing arts theatre which hosts over 200 events a year. In December, 2000, the City of Astoria's URA Commission sold bonds in the amount of $1,455,000 to support the Liberty Restoration organization's purchase of the Liberty Theatre and to provide a grant to make improvements to the property. The bonds are repaid from incremental tax proceeds. Payments are scheduled through 2015. Lessons Learned: Rosemary Johnson, City Planner: 503-338-5183 Partnering to revitalize the Liberty Theater served as an economic catalyst in the community. The theater brings in thousands of visitors a year for conferences and the performing arts, contributing to a growing tourism economy. The project also encouraged investment in surrounding properties, the most notable is the Elliot Hotel, which operates as a luxury boutique hotel and wine bar. Even if the City never receives a return on investment, the positive impact the project had on revitalizing the community is priceless and that is the purpose of urban renewal. Astoria, OR (population: 9,507) Project: Red Building (originally built in 1896) The original Red Building was built in 1896 as the offices and repair shops for the Union Fish Co-operative Cannery. URA contributed a $350,000 loan and $325,000 for the restoration of the building. The grant was awarded with the stipulation that the space would be used as a conference center. Lessons Learned: Rosemary Johnson, City Planner: 503-338-5183 URA funds successfully revitalized a historic landmark. However, the conference center closed after three profitless years. In hindsight, the City should have done a feasibility study to determine if a conference center was a good investment and/or imposed greater stipulations on the grants, for example, taking out forgivable loans after operating as a conference center for a determined amount of time. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 61 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION CASE STUDIES Hillsboro, OR (population: 93,455) Project: Venetian Theater & Bistro (originally built in 1913) Size: 16,000 sf, two-story Hillsboro downtown URA District created in April 2010. The former 1913 town theatre was renovated and re -opened in 2008 as a restaurant, wine bar, performing arts venue, movie theatre, `home' to a local theatre company and theatre rental for events. The City of Hillsboro purchased the vacant structure and property in 1996 for $1500. In addition, the City pur- chased a second, adjacent property in 2001 to facilitate redevelopment of the theatre. The properties remained vacant until sold to a local private developer (Denzil Scheller), a resident who owned and managed commercial real estate, in August, 2007. The property was renovated and re -opened in July, 2008. The developer paid $10 to acquire the property from City, with a total project renovation cost of $2.35 million, which included $750K from the City of Hillsboro to pay for seismic updates and asbestos removal. The developer then added another $1 million over the years into the business. The property was put up for sale in January 2013. The current combined building and land market value is listed as $1.4 million per tax assessor. Funding: Public contribution: property subsidies (sold for next to nothing) and grant money to pay for seismic upgrades, asbestos removal, and facade improvements Private contribution: infrastructure and tenant improvements, including adding balcony at second level for outdoor eating Lessons Learned: John Southgate, Economic Development Director: 503-956-5853 In hindsight, they would have performed a feasibility study to better track investment. However, he is confident that the rehabilitation of the building made a positive impact downtown. It is difficult to put a dollar amount on preserving history. The project showed the community that the City is invested in the downtown area. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 62 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION CASE STUDIES Independence, OR (population: 8,659) Project: Business Incubator Program In 2009, the City of Independence received $100,000 from the Northwest Area Foundation to create a small business incubator. The City invested $50,000 in Economic Development funds to rent a building downtown and hire a program manager. The program provided low -rent office space to startup businesses and business assistance and classes. Lessons Learned: Contact: Shawn Irvine, Economic Development Director: 503-837-1191 "It is really hard to sustain a business incubator program. There are a lot of incurring expenses to managing these programs and you really have to have a full-time grant writer if you are going to sustain the program with grants. We didn't have the funds to hire a grant writer and we wanted the program manager to focus on helping the businesses. The incubator closed after 1 '/2 years, due to lack of financing. In hindsight, we would have found an anchor tenant to cover for the building expenses as we ran the program. Another thing we discovered is that we already had a lot of low rent office space in our community for startup businesses so the service we were providing was not as necessary as we thought. We had a feasibility study done but it did not look at existing market conditions. Where we benefited from this project is we ended up providing a lot of assistance to existing mom and pops shops; we established a strong partnership with Merit and SBDC." City of Jacksonville, OR (population: 2,807) URA established in 2001. Jackson County transferred ownership of four historic buildings to the City: Jacksonville Courthouse Building, the Catholic Rectory, the Beekman Bank, and the Beekman House in 2012. Per Marketek: In Jacksonville the city will own an historic structure, have city offices on the ground floor and hope to lease out the top floor as an event center the City is just putting this together. The City of Jacksonville just became part of the Oregon Main Street Program in Spring, 2013. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 63 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION CASE STUDIES La Grande, OR (population: 13,102) Project: IOOF (Odd Fellows)/ State Theater building (originally built in 1896) The existing vacant three story (with full basement)1896 structure with two large ballrooms was acquired by City of La Grande in 2012 from the building trustees, with the agreement that the City would pay $23,000 worth of legal fees and back taxes and split the sale proceeds with the trustees. After the environmental cleanup and restoration (abating the hazards) to "marketable condition", the building was placed on the market for sale in Spring, 2013. Upon sale, the La Grande URA will then recoup investment. Funding: Public role: Funded by URA, assistance from the Oregon Coalition Brownfield Cleanup Fund Grant from the Oregon Business Development Department (State of Oregon) and managed by AM EC Environment & Infrastructure with lead and asbestos removal and cleanup. Grant paid for $240,000 in cleanup fees. The project also included $180,000 of URA funds to repair roofs, windows and some minor fagade repairs. Lessons Learned: Charlie Mitchell, Community & Economic Development Director: 541-962-1307 The purpose of the project was to save the buildings to further prevent blight in the downtown core. The other option would have been to condemn and demolish the buildings. Preserving the buildings saved a piece of history and created an opportunity for private development. This project would not have been possible without the State of Oregon cleanup grant. La Grande, OR Project: Old Liberty Theatre (opened 1910) The La Grande URA approved a request to provide a $75K loan to La Grande Main Street (501 c3) for acquisition of the historic Liberty Theatre. The agreement also included the opportunity to collect another $75K loan if certain conditions are met. Current $162K appraisal to purchase from current owner. The City agreement includes a five to seven year time limit for project completion that will result in the $150K URA loan to be converted to a grant requiring no repayment. Lessons Learned: Dale Mammen, Liberty Theater Foundation Chair: 541-963-5758 La Grande Main Street purchased the theater on behalf of the Liberty Theater Foundation before they received their nonprofit status. This was a good example of a positive public-private partnership. The loan and grant conditions provide an incentive to keep the foundation on track to restoring the theater. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 64 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION CASE STUDIES Oregon City, OR Adaptive Reuse Case Study for Busch Furniture Buildings in Downtown Oregon City Existing building, privately owned http://Iibrary.oregonmetro.gov/files//buschfurnitureadaptivereusecasestudy_finai.pdf Oregon City, OR Downtown Oregon City, Development Opportunity Study Vacant lot. Owned by City of Oregon City. http://downtownoregoncity.org/wp-content/uploads/2011 /11 /Dev-Opp-10th-and-Main.pdf Portland, OR Project: Portland Mercado Funding: • Portland Development Commission (PDC) Development Opportunities Grant (DOS): $12K preliminary Marketek market analysis, architecture & cost estimating work • PDC 6OK in Pre -development funding (with Neighborhood Economic Development (NED) Strategy) • Grant from Department of Health & Human Services for $790,000. PDC signed Memorandum of Undersatnding (MOU) for PDC owner property for grant. • Funding of Hacienda CDC's, the project's developer, micro -enterprise development work through PDC's Economic Opportunity Initiative (EO1) • Grant from Neighborhood Partnerships and Court Appointed Special Advocates (CASA), infusion of capital to businesses from individual development accounts (IDAs). $9K in matching funds over three years : 3 to 1 match. • Grant $1 OK from National Association of Latino Community Asset Builders (NALCAB) • Full time AmericCorps volunteer Reports: Market Analysis for a Portland Mercado (for Hacienda CDC), May 17, 2012 (By Marketek) http://www.ci.independence.or.us/sites/default/files/fileattachments/ed/editors_notes_a_declaration_of_indepen- dence= _oregon_business.htm Portland, OR Project: Disjecta Disjecta's 12,000 sf location provides ample room for large-scale art installations, small project and performance spaces, and seven artist studios. Since its creation in 2000, Disjecta has steadily outgrown exhibition spaces and served as a catalyst for continued growth in the city's creative culture. (See link:http://www.disjecta.org/about/ background) Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 65 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION CASE STUDIES Salem, OR (population: 156,244) Project: Broadway Commons New four story, mixed-use building with retail, office and event space constructed by a private developer (Salem Alliance Church). Located in the Salem URA, the Salem Alliance Church purchased the Salem URA Agency -owned Downtown "Site C" at Broadway and Gaines Street NE for $84,000 in 2007. The Church prepared the site (a vacant lot with oil tank contamination) for redevelopment . City cost-sharing agreement to reimburse Church for 50% of any environmental costs over $135K, with environmental costs not to exceed $91 K in participation. Church spent $166K on cleanup and received $15,740 credit towards purchase upon closing. ($84K closing). The building was sold to Church with a development requirement that is reflected in the right of re-entry language in the deed. $49K and 75 parking spots, with 7,000 sf of leasable space and a coffee bar/public space at the main level. Lessons Learned: Courtney Knox Busch, City of Salem: 503-540-2426 The City actually had three other contaminated properties surrounding the Broadway Commons site which were cleaned up and sold at fair reuse value to the YMCA. The City of Salem likes to avoid maintaining ownership of properties, as the maintenance and operational fees are too high. The Broadway Commons Project transformed a blighted, contaminated area into a vibrant community which has reduced crime in the area. This project has attracted new residents to the area and was a great investment by the City. Salem, OR (population: 156,244) Project: 295 Church Street — Condominiums The site at 295 Church Street was originally owned by the City of Salem's Urban Renewal Agency of the City of Sa- lem. On December 4, 2006, Salem's URA entered into a development and disposition agreement with Cascadia De- velopment LLC to develop a five -story building at 295 Church Street SE. The agreement provided for the construc- tion of 27 condominiums on the top three floors and 1,800 sf of retail on the first floor. A new City Information Technology (IT) facility and a new studio and office for Salem's public access TV station Capital Community Television (CCTV) serve as anchor tenants for the redevelopment of this key downtown property. The Urban Renewal Agency funded the feasibility analysis, development of designs, and cost estimates, as well as providing a small loan to Cascadia Development to assist with the construction of the housing. Lessons Learned: Courtney Knox Busch, City of Salem: 503-540-2426 This was a very challenging project, as it required a lot of negotiation and contracts with many stakeholders. Good lawyers were needed to facilitate the process and this was very expensive. This collaboration was a great way to finance the construction of a building, with limited risk to the developer. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 66 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION CASE STUDIES Salem, OR (population: 156,244) Project: 'Green Food Processing Incubator / East Pringle Innovation Center (opened November 2011) New `green', privately -owned commercial food processing facility located in Salem, OR within a URA district. The project was developed by Wildwood Inc., located in Salem OR. The original tenants were Organic Fresh Fingers Inc, and Wandering Angus Ciderworks. A rent schedule gradually increases as the businesses grow. Green features: The facility is 25% more energy efficient than state code requires (solar PV, and hot water). The City provided some URA funds to create a business loan program that helped fund some of the energy efficient and renewable energy features of the building City provided a URA loan of $250,000-$300,000 that is 70% forgivable based on job creation. Lessons Learned: Courtney Knox Busch, City of Salem: 503-540-2426 In May 2013, the City of Salem completed a feasibility study to determine whether to invest in a food business incubator facility. The study determined that the quantity of high quality food incubator services such as the Green Food Processing Incubator met the current market demand. Investing URA funds provided an incentive to create jobs and keep money in the district and supported a local business to meet community needs. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 67 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION POTENTIAL FUNDING SOURCES This matrix and overview provide a list of potential funding sources for the proposed Concept Models and highlights public, private and nonprofit funding sources and their applicability to each of the Concept Models. Additionally, it is important to consider the following: • Downtown revitalization programs, projects and activities are typically funded by a multitude of sources. • Often, in order to access funding from foundations, the organization requesting funding must have a 501 c3 tax exempt status or be a City. • A synopsis of popular public and private funding sources that can be tapped for various aspects of downtown/ community/ economic revitalization initiatives can be found in the previous City of Woodburn reports: 1) Woodburn Community Center's Feasibility Study 2007, Funding Options (particularly applicable to Concept Model #1 Neighborhood Activity Center), 2) the Downtown Woodburn Business Development Plan, June 2007, and 3) the Woodburn Downtown Development Plan Update, Appendix C: Financial Resources, June 2009. POTENTIAL FUNDING SOURCES SOURCES TYPE; CONCEPT MODEL#1` Neighborhood Cf1NCCPT MODEL442 Business CONCEPT MODEL u Distillery PUBLIC FUNDING SOURCES FEDERAL USDA Rural Development Rural Microentrepreneur Assistance Program (RMAP) X X USDA Rural Development Business and Cooperative Loans Business and Cooperative Grants X X X USDA Rural Development Housing and Community Facility Loans X USDA Rural Development Rural Business Enterprise Grants (RBEG) X National Endowment for the Arts ArtPlace America Innovation Grants X X X National Endowment forthe Arts Our Town Program X X HUD Sma ctiesProgram Business Oregon X X X U.S. Economic Development Administration Grants and Loans in Regional Plan X X STATE Governor's Strategic Reserve Fund Forgivable Loans X X Business Oregon Business Finance Programs Entrepreneurial Loan Program X X X X Oregon Arts Commission Arts Services, Arts Across Oregon Arts Build Communities Grants X X PRIVATE/ NONPROFIT FUNDING SOURCES IBM Smarter Cities Program Challenge Grant X Meyer Memorial Trust Grants Investment X X X X Oregon Community Foundation Grants X X Chemekata Community College Fundraising X Oregon State University University of Oregon Fundraising X Private Non -Profit Partner e.g., YMCA+ Fundraising X X New Markets Tax Credits Tax Credit for Private Partners X X X Major National Foundations: ie. M.J. Mur oc C arita a Trust, Ford Family Foundation, Collins Foundation Grants or Investments or Innovative Community -Based Projects X X Northwest Area Foundation Long Term Grants and Investments X X Natrona an Regional Foundations e.g, Wachovia/La Raza Latino Economic Development X X X Sustainable Cities Grants Major Multipurpose Grants Possibly new Round in 20142015 X X Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 68 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK OW(,NS iii CO(i AN SUPPORTING DOCUMENTATION MICRO BREWPUB/BEVERAGE DISTILLERY EXAMPLES This detailed list, and examples of relevant Oregon breweries and beverage distilleries has been provided for reference if Concept Model 3 is pursued. Projects have been grouped by 1) similar size and program, 2) started small and expanded, 3) other larger -size breweries and facilities, and 4) Mid -Willamette brewers / cideries in the area and other resources. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 69 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKetE'K O FNS iii CO(i AN Pacific City, OR no opening/ 15000 Taphouse, Viewing area, Tasting 9,000 barrels a year (tor both 503.965.7007'. Expansion from Pacific City to oton. $1.4 1483 Duane Street, Astoria, OR 8000 browpub, canning, restaurant, shops expantling into Tillamook, OR to..(30 to 40 seats), Brewery Tillamook e ntl Pacific City sites) http//wwwyourlittlebeechtowacor pelican fecility,$150K forg ivable loa n from G Quem ors 503.325.7468'. http'.//wwwforlgeorgebrowery.com TSol at Sun 1pantl 4pm. Weekly live m sic. Kitls meantlnu. Strategic Reserve funtl oRice antl $200K Im forgivable loan from Tillamook URA. Taphouse 503.288.3996'. http'./Avww.lompocbrewing.com 12000 sf lot, 9850 sf properyV bHltling at N Williams Ave, 2 stones. 51ocations antl viewing area, also 12. bottles. 20 new Public House & Brewery', 2007- 9769 5115 NE Santly Blvd Portland 9,769 sf per Portlantl maps (16000 sf lot)'. brewery, restaurant jobs. Renovtaetl warehouse. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 69 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKetE'K O FNS iii CO(i AN 1483 Duane Street, Astoria, OR 8000 browpub, canning, restaurant, shops startetl with 30 barrel browhouse, ccering line antl taproom (restaurant), ssful with rapid expan sion, coultl no 10 000 barrels this year 503.325.7468'. http'.//wwwforlgeorgebrowery.com TSol at Sun 1pantl 4pm. Weekly live m sic. Kitls meantlnu. 3901 N Williams Ave, Portlantl 98501 Fifth Ouatlrant location protluces all beers. 15 bbl brewhouse. 503.288.3996'. http'./Avww.lompocbrewing.com 12000 sf lot, 9850 sf properyV bHltling at N Williams Ave, 2 stones. 51ocations Public House & Brewery', 2007- 9769 5115 NE Santly Blvd Portland 9,769 sf per Portlantl maps (16000 sf lot)'. brewery, restaurant 503.282.0622'. http'.//laurelwootlbrewpub.com NE Portlantl, SE Portlantl, Battigrountl WA, PDXAirport, antl Helf Court Point loations (5). Kids ok. iX�58fi`.P{8fii1�7.3�04X/%Il+Fk$134'� ��kt' X1188 I.. 990 North First Street, Silverton 12000 OR Offices, Brewery, Tap Room, sdro lunch/ tlinner, multiple event spaces meet, of 5-10 people up to 200 people 1200 barrels 503.8744677'. http'.//www.sevenbritlesbrewing..nm/irtlex.php startetl in 1100 sf facility, ..so 3 times 2944 SE Powell Blvd Portlantl 9200 9,200 sf: Seating: 125 dining (75 20 barrel brewery, 10,000 barrels a lower/ 50 or—), 75 bar, 50 year, 10 HUB beers on tap- outtloor, 50 banquet. lnclutlesa 111, OR, WA a ntl British separate bar slid pub, dining Columbia a, kilhen & pizza/beer takeout ounter. 9200 sf tloes not inclutle brewing antl mfg area. 503.232.4677'. Into, flhopworksbeercom eco-brewpub'', organic beer', Family Frietlnly activities "d sports& kids menu, craft & storytime oris, to cal toy stores sponsor chiltlren area (provitle some toys). Brewer tours Sat at 3pm, reserve in Ulvance. Browmaster was Chris Ettinger (now owner of Hopworks). I i%1M11 meth BreWePs/ 01 rigs MIA 907 E 10th Ave, McMinnville, OR Brewery, taproom, second floor restaurant 550 BBLs year Rick Allen - Hood Brewer/ Owner. 5034724898http'.//heaterallen.com all malt lager beers 2 Towns Citlerhouse 33930 SE Eastgate Circle, 10000 Corvalis, OR Brewery, Tasting room 541.357.8301'. Into, fl2townscitlerhouse.com have own orchards Bushwacker Citler (2010) 1212-D SE Powell, Portlantl OR urban citler pub, seats 40, no kitchen 150 gallon citlery 03445,0577 Into, flbushwhackercitler.com "citlerie' Wantlering Aerigus Citlenvorks 4070 Fairview lntlustrial Dr SE, Salem, OR tasting room, brewery 503.361.2400'. http//www.wantlerir e om/wortlpress/ also makes Anthem Citler OTHERRESOURCES: OSUextensionprogram?Similarto Small Farms,whttps'.//pne.oregonstate.etlu/beer WSU, Mt Vernon citler program, Peter Mitchell (tlean of citler) Northwest Citler Association tension.wsu.etlu/mantimefmiVPageslCitl .rasp, http'.//www.nwcitlercom craftbrewerystartupworkshop Oregon Brewers Guild (for Contact Information http.//oregoncraftbeer.org/breweneosl Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 69 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKetE'K O FNS iii CO(i AN SUPPORTING DOCUMENTATION WOODBURN DEMOGRAPHIC SNAPSHOT ............................................................................................................................................................... WOODBURN DEMOGRAPHIC SNAPSHOT 2012 Demographic Local Market Area Greater Market Area State of indicator '110 Minute Drive 'rime 20 Minute IDriiveTime Ofegon Popuiation 2012 (estimate) 33,273 166,260 3,'89'9',11 a9, 2017 (forecast) 34,889, 172,207 4,063,11'19, Avg., Ann.,'% Change f'OO to '121 1.58` 1,30% 1.16% Avg., Ann., ; C hange ("'112 to 17) 0,97% 072% 0.84% Households 2012 (estimate) 10,109' 58,660 1,542,736 2017 (forecast) 10,605 60,815, 1,617,261 Avg., Ann.,'% Change f'OO to '121 11.66% 1,37% 1.3,1% Avg., Ann., '% Change ("'112 to '171 0.98% 0,73% 0.97% Average IHourseholld Size 3.24 179, 2.47 Mealan Householld Income $39,052 $45,174 $47,661 Median Age (Years]i 31.6 318 38.7 Race & Ethniciity Percent White Alone 61.9% 73.1% 83.1% Percent Other Race/2+ Races 38.1% 263% 16.9% Percent IHiispaanie 55.5% 32,4% 12.3% Educational Attainment (2005-2009) No Agh Schooll IDiplorna 35.3% 21.,6% 37.1% High School Nploma/Some College 47.0% 50,4% 45.7% Associate Degree &0% &27o 5,5% Four Year Degree oir More 111. 7% 191.,8% 11.7; Source: ESRI 911S ................................................................................................................................................................................................................................................................................................................................... Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 70 of 80 Constructive Form COGAN Architecture and Design LLC t marKeteK OWFNS iii CO(i AN ................. SUPPORTING DOCUMENTATION WOODBURN RETAIL MARKET ANALYSIS As part of the market analysis and overview work and to help in narrowing concepts during the Development Opportunities Assessment, an updated Woodburn Retail Market Analysis was completed. In retail, leakage occurs when members of a community spend money outside that community or when money spent inside that community is transferred outside the community. This analysis shows that retail leakage in the local Woodburn market area has substantially lessened from 2007 to 2013 and that an extensive retail use would not necessarily be the best use for the Association Building redevelopment. Woodburn Retail Market Analysis: Summary of Key Statistics from 2007 to 2013 *Note: Employment data is from two difference sources. The 2006 analysis figure is from the Oregon Employment Department and the 2013 analysis uses ESRI Business Information Solutions. Sources: ESRI Business Information Solutions, Dean Runyan Associates, Oregon Employment Dept., Marketek Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 71 of 80 Constructive Form Cad GAN Architecture and Design LLC nlai'KeteK 01l,N1 iii COG AN 2007 Analysis 2013 Analysis Population 34,826 33,273 Households 10,477 10,109 Average Household Size 3.25 3.24 Projected 5 -Year Average Annual Population Growth 1.39% 0.97% Median Age 31 years 32 years Median Income $43,154 $39,052 Race & Ethnic Composition White 58% 62% Other Races/2+ Races 42% 38% Hispanic (Any Race) 49% 56% Population 124,394 166,260 Households 42,934 58,660 Average Household Size 2.85 2.79 Projected 5 -Year Average Annual Population Growth 1.30% 0.72% Median Age 33 years 34 years Median Income $51,089 $45,174 Race & Ethnic Composition White 74% 74% Other Races/2+ Races 26% 26% Hispanic (Any Race) 28% 32% . IV�� i 6m6 uii uiu uioi mi uu a u�i uii a iioVi i�iViiiii m uo uiimi viii i�i�i .uinni uiu iiiii I� Businesses NA 965 10,771 6,927 �uuEmployment* Annual Visitor Spending $276 million $294 million IIIIIIII I; 1111IIIIIIII1II1I1IIIII ull uoi i Existing Sales Leakage in Greater Market Area Sales $59.6 million $8.9 million Retail Categories with Sales Leakage Home furnishings and Sporting goods/ Restaurants hobbies/books/music Local Market Area 10 -Year Demand Potential 84,124 sq. ft. 54,357 sq. ft. Greater Market Area 10 -Year Demand Potential 387,220 sq. ft. 273,328 sq. ft. *Note: Employment data is from two difference sources. The 2006 analysis figure is from the Oregon Employment Department and the 2013 analysis uses ESRI Business Information Solutions. Sources: ESRI Business Information Solutions, Dean Runyan Associates, Oregon Employment Dept., Marketek Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 71 of 80 Constructive Form Cad GAN Architecture and Design LLC nlai'KeteK 01l,N1 iii COG AN SUPPORTING DOCUMENTATION A current snapshot of For Lease Office and Retail in Woodburn has been provided to project the potential leasing rates per square foot for Concept Model #2, Business Incubator, Net Operating Income. Woodburn For Lease Office and Retail, Woodburn, Oregon, October 9, 2013 New Retail / Office in Woodburn 620 Harvard Dr., Woodburn, OR 97071 Total Space Available:5,000 SF Rental Rate:$18 /SF/Year Min. Divisible:1,000 SF Max. Contiguous:4,000 SF Office -405 N. 1st St 405 N. 1st St, Woodburn, OR 97071 Total Space Available:9,000 SF Rental Rate:$6/SF/Year Min. Divisible:2,000 SF Max. Contiguous:9,000 SF Office - 1310 Meridian Dr 1310 Meridian Dr, Woodburn, OR 97071 Total Space Available:5,230 SF Rental Rate:$15.60 /SF/Year Min. Divisible:1,024 SF Max. Contiguous:2,615 SF Second Street Office Bldg 345 Second Street, Woodburn, OR 97071 Total Space Available:2,304 SF Rental Rate:$9 /SF/Year Min. Divisible:200 SF Max. Contiguous:2,304 SF Office - Pacific Plaza 1531-1585 N. Pacific Highway, Woodburn, OR 97071 Total Space Available:6,955 SF Rental Rate:$10/SF/Year Min. Divisible:540 SF Max. Contiguous:1,356 SF Office - 302 W. Hayes Street 302 W. Hayes Street, Woodburn, OR 97071 Total Space Available:2,240 SF Rental Rate:$12 /SF/Year CNTS Office Building 345 2nd Street, Woodburn, OR 97071 Rental Rate:$9 /SF/Year Building Size:2,304 SF Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 72 of 80 Constructive Form COGAN Architecture and Design LLC tmarKeteK OW(,NS iii COGAN SUPPORTING DOCUMENTATION NET OPERATING INCOME for Concept Model 2: Business Incubator This preliminary and conceptual Pro Forma has been provided for an approximation of Net Operating Income for Concept Model #2: Business Incubator. The approximate Net Operating Income of $45,000/ yr has been incorporated into the cost analysis for the concept model. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 73 of 80 Constructive Form CO( iAN Architecture and Design LLC tmarKeteK O FNS iii COGAN Business Incubator - Mixed Use Arts NET OPERATING INCOME Space use Square feet $/Sq. R. (SF) Annual gross rents Comments Level 1 Retail - Market Rate 275 $15 $4,125 Retail - Nonprofit Rate 275 $10 $2,750 Workshop/Meeting space 580 $5 $2,900 Will likely be leased by the hour by artists cafe - Market Rate 1233 $15 $18,495 Gallery space 835 $5 $4,175 Will likely be leased on a special event basis or month to month for exhibits Level2 Studio/office-market rate 570 $12 $6,840 Studio/office-market rate 570 $12 $6,840 Stud io/office- non profitrate 280 $8 $2,240 Studio/office-nonprofit rate 570 $8 $4,560 Studio/office-nonprofit rate 570 $8 $4,560 Annual Gross Rents $57,485 Less Vacancy (7%) ($1,t;a)4) Standard average rate Gross Operating Income $53,461 Less Expenses (10%)m)f Retail/office at nnn rates Net Operating Income $44,091 Source: Loopnet, October 2013 Office rates vary widely from $6/SF-old, to $18/SF-new Average retail rates in Woodburn are at $15.50, however they are influenced by high traffic locations near outlet mall Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 73 of 80 Constructive Form CO( iAN Architecture and Design LLC tmarKeteK O FNS iii COGAN SUPPORTING DOCUMENTATION CONCEPT 3: MAP OF WOODBURN 'EATING ESTABLISHMENTS' WITH 10 MINUTE DRIVE TIME 1. Rumors Bar & Grill — 327 N Pacific Hwy, Woodburn 2. Raven Inn — 262 N Pacific Hwy, Woodburn 3. End Zone — 960 S Pacific Hwy, Woodburn 4. Hubbard Inn -33893rd Street, Hubbard Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 74 of 80 Constructive Form CO( iAN Architecture and Design LLC tmarKeteK O FNS iii COGAN Pjb�ald z; J ....... �F �MIlt0 r �a�BOers Otv 11M "Ad tt r v v . r, � 4 aroadaure� � � rM uM �f IW k Elliott 4.. , wc� ....x 0 w, 1rl�yjt;Arhgel 0 :5 km 1. Rumors Bar & Grill — 327 N Pacific Hwy, Woodburn 2. Raven Inn — 262 N Pacific Hwy, Woodburn 3. End Zone — 960 S Pacific Hwy, Woodburn 4. Hubbard Inn -33893rd Street, Hubbard Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 74 of 80 Constructive Form CO( iAN Architecture and Design LLC tmarKeteK O FNS iii COGAN SUPPORTING DOCUMENTATION City of Woodburn Downtown Walking Map & Existing Businesses This map illustrates the range and types of existing businesses in downtown Woodburn and also highlights types of businesses that are not currently located in the downtown like a cafe, diverse restaurants, and entertainment venues like theatres, youth or senior centers, basic business services, etc. r F, �' ec Vec ec ��c oec ec pec ec �c �c ec ec ®c G�1^ ®c 9� (I \®® \ \ i Ail CO O / p * v vvy ",b A\ m 2 z / vv ✓'Q' EP/, •'v v s %A eoy a� odamin 7Isiah, G] — 'c > q d u�W a = d a .� a =z� _z azo qz� z gz �c;� 4 ec oz� c, O eV � ®V meV meV mAV :.®c ®V a ®c Cl a Nli a Le e ® c s m IM t a z rn , z '� CEJ z �' C� C� z z z r u©� ©� u0� �©� O� O 0 �0 6� Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form Architecture and Design LLC Page 75 of 80 C, OGAN OWFNS marKeteK ✓1' (:OGAIN /CLQ✓ CO O / p * v vvy ",b A\ m 2 z / vv ✓'Q' EP/, •'v v s %A eoy a� odamin 7Isiah, G] — 'c > q d u�W a = d a .� a =z� _z azo qz� z gz �c;� 4 ec oz� c, O eV � ®V meV meV mAV :.®c ®V a ®c Cl a Nli a Le e ® c s m IM t a z rn , z '� CEJ z �' C� C� z z z r u©� ©� u0� �©� O� O 0 �0 6� Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form Architecture and Design LLC Page 75 of 80 C, OGAN OWFNS marKeteK ✓1' (:OGAIN SUPPORTING DOCUMENTATION Population Density This map illustrates where the greatest population density is located, close to the downtown. Additionally, much of the current zoning (per the Official Zoning Map of the City of Woodburn) around the downtown is CG (Commercial General, which allows housing), also RM (Medium Density Residential) and MUV (Mixed Use Village), all of which would allow and concentrate future higher -density residential housing around the downtown area. N M N 7 LL sr(1 T u F v as 7lu u ca. r.{ ria 13 In 'b LO CO 1i 0, .r cu +J o a Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 76 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION DOWNTOWN ASSESSMENT MAPS : Property by Year Constructed A majority of the existing buildings downtown were constructed in 1880-1929 and 1930-1979, prior to current seismic and building codes. Many of the challenges to redeveloping these properties have been highlighted in the work for the Association Building feasibility study. -es Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 77 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN SUPPORTING DOCUMENTATION DOWNTOWN ASSESSMENT MAPS: Owners By Location (Local & Out of Area) Ownership of downtown parcels is largely in the hands of local residents. Given the appropriate tools and incentives, property owners would have a vested interest in the successful redevelopment of downtown. Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form Architecture and Design LLC Page 78 of 80 C, OGAN OWFNS marKeteK i1' (:OGAIN SUPPORTING DOCUMENTATION DOWNTOWN ASSESSMENT MAPS: Property by Assessed Value Assessed values for downtown properties fall mostly in the $50-100K and $100-200K range. Given these low average assessments, it could be difficult for property owners to qualify for certain kinds of financing for redevelopment. ti O.......... NbW BOOM 11 -es Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Page 79 of 80 Constructive Form (:OGAN Architecture and Design LLC tmarKeteK O FNS iii CO(i AN o =�G e� ti O.......... 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Z ......... }In Z Z d u � m lJ� a w 3 [ w 2 Z Z } } Z } + }. } Z Z Z / Z Z } '� — d V U d v c 0 E. s I In o a U oo U a .Y Association Building Feasibility stud/ for the GTy of Woodburn, Final Report, ]January 2014 Constructive Form'" A. hiloawe enF oosign LLC " marvii Ni hS ,,. <.oc,nn °II�'llilll� IIS /�� VIII' VIM '°fff III @ '°ffr°IOHXIIP III 1��fr XWK,, Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN APPENDICES Association Building Feasibility Study for the City of Woodburn, Final Report, 7 January 2014 Constructive Form (:OGAN Architecture and Design LLC t nlarKeteK O FNS iii CO(i AN Association Building Feasibility Study for the City of Woodburn Constructive Form Architecture and Design LLC 1337 SE 15th Avenue Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Project: Woodburn Association Building Feasibility Study Building Assessment Table of Contents "III''I III'° IIIIIIIIIIII' 9' III IP III'°°° iIII' IIIA A""III""III0I11111 "III...AIIN N IIIIIP'11A & Z 0NII II N A S W 1 M I' AA IIIIIIIIIC �IIII""III VIIIIIIIII'S U M M AIIIR IIIIi,.�IIIIIL.....III'.�IIIIIP'���A III'�IIIIIIIII'.AIIIIIIIIIII' Introduction Existing Building Construction Existing Building As-Builts Existing Conditions Structural Review Mechanical, Electrical, Plumbing Review Elevator Review Building Envelope Review Existing Utilities / Services Review Zoning / Occupancy Historic Features or Elements DIIIIIP°1A C 0 0 D RIIIIIIII'V Introduction Seismic Safety American with Disabilities Act (ADA) Compliance Fire/ Life Safety Energy Code A III'°° III'° IIIIIIIIIN ID III C IIIIIIIIS Exhibit A: Froelich Consulting Engineers Inc, Structural Review Exhibit B: Existing Ground and Upper Floor Square Footage (SF) Exhibit C: Current Marion County Assessor - Property Information Exhibit D: Permit History / Record Drawings Referenced APPENDIX A WOODBURN Association Building Feasibility Study_ Building Assessment Page 0 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Property Information Property Address: 347 N Front St, Woodburn OR 97071 Lot Size: 5,250 sf (0.12 acre) Zoning: DDC Existing building size: Interior: Main Level : approx. 4,740 sf ( interior) 2nd Level : 4,817 sf ( interior) = TOTAL: 9,557 sf Exterior: Main Level : approx. 5,275 sf ( exterior) 2nd Level : 5,275 sf ( exterior )= TOTAL: 10,550 sf Property ID: R108940 ( alternate 1-92880140 ) & Map Tax lot: 051W18AB03400 WOODBURN, BLOCK 2, LOT 4, ACRES 0.12 Marion County Owner: City of Woodburn 270 Montgomery St Woodburn, OR 97071 Planning & Zoning Summary ( Woodburn Development Ordinance, draft May 13, 2013 ) Zone: Downtown Development and Conservation Zone ( DDC) per City of Woodburn official Zoning Map Urban Renewal District: Downtown District Table 2.103A Uses Allowed In Commercial Zones All Civic Uses, Most Commercial Retail and Services, Parking Lots and Garages, Misc with Special Permits and all Residential Uses. Table 2.103B Site Development Standards Lot Area, Width, Depth & Frontage: No minimum Max & Min Front Setbacks: 10 /Zero Side or Rear Setback, Easement, Min: No minimum. Lot Coverage: Not specified, no minimum. Building Height, Max. 35 WOODBURN Association Building Feasibility Study_ Building Assessment Page 1 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Executive Summary Background: The Association building was originally built in 1891. The building was heavily damaged in the 1993 earthquake and considered uninhabitable; prior to the earthquake there were three stories. M)"11171' 1101JIJJJ)1J'iiir pre 1993 earthqauke post 1993 earthquake The Front Street and Plaza side facades were replaced (originally unreinforced masonry structure) and seismically upgraded with reinforced masonry fagade (CMU walls with brick veneer) exteriors, windows, building entries and canopies. Interior was primarily gutted of interior finishes and equipment including all partition walls. No interior remodel / additions were completed at that time. Building Area: The existing building is two (2 story) with approximately 4,740 sf at the ground floor and 4,817 sf at the upper floor, for a total building area square footage of approx. 9,557 sf. The final usable square footage will be less, once areas for the elevator, egress stairs, finishes and other required infrastructure are deducted. Occupancy Classification: The Association Building has no current occupancy classification at this time. The most recent use of this structure, according to City of Woodburn records, was as a medical clinic and professional offices. Last Occupancy class was "B" for Offices. The allowable occupant load, if the building renovation were completed to meet all current code requirements for a B occupancy, would be approximately 96 occupants (based on 9557 sf at 100 gross) slightly less once the final stair/ elevator configuration were determined and those floor areas deducted. Seismic Safety: Seismic upgrade work that was completed in 2001-2004 brings the building in line with modern seismic requirements. However, a few parts of the work were not completed. Once these few items are completed, there should be no more seismic upgrade work completed, assuming the base building shell remains as is. The most recent use of the building places it in Occupancy Category II per OSSC, Table 1604.5 Occupancy Category of Buildings and Other Structures. Work would need to be completed to meet these seismic requirements, but many of the recent seismic elements installed would apply towards meeting it. Converting the building to an A (Assembly, over 300) occupancy, would likely push the occupancy to category III and could require additional seismic upgrading — this would need to be confirmed with the structural engineer and building official, depending on the exact use and occupancy. WOODBURN Association Building Feasibility Study_ Building Assessment Page 2 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Type of Construction: The Association Building has no current Type of Construction designation at this time. Based on visual observation and City of Woodburn correspondence, the building might be classified as Type V -B Construction, unsprinklered and unprotected. Type V construction is the least restrictive construction type in terms of materials; but the most restrictive on stories/ heights and area limitations, relative to use. City official also indicated it could possibly be classified as Type III -B, but this would need to be verified. Sprinklers: There is some abandoned sprinkler piping in place, but the system is not functional and would most likely need to be completely replaced. This building, and if continued to be used for offices (B occupancy classification), would be allowed to be unsprinklered. M (Mercantile occupancy classification) and A (Assembly occupancy classification) uses would not be allowed if left unsprinklered. If the structure were fully sprinklered, M and A uses would be allowed. If the building occupancy changes, if a change of use occurs, or if there is mixed occupancy, a sprinkler system would be required. American with Disabilities Act Compliance (ADA): Mandatory ADA Improvements can be incorporated into the required overall building upgrades as part of the base building requirements with minimal additional cost. MEP (Mechanical/ Electrical/ Plumbing): New heating, cooling and mechanical ventilation would be required for the building no equipment is currently installed at the existing building shell. New electrical service to the building and new electrical wiring rough -in would be required to be installed at the existing building shell no electrical rough -in is currently installed. Additional research will need to be completed to determine the previously existing number of plumbing fixtures, and the capacity of the existing City water system to serve various uses. In addition, the size of the existing City water system will need to be verified to determine the viability of a sprinkler system or if the pipe sizes need to be upsized. Energy Code: The current structure would need to meet 2010 Oregon Energy Efficiency Specialty Code (OEESC) energy code requirements requiring the entire existing building envelope to be upgraded and to meet this code with the possible exception of the existing glazing, if left in place as is. There is currently no existing wall, roof or floor insulation installed. Generally, elements of the building left unaltered do not need to meet current energy code. Any new fenestration or envelope improvements must meet energy code. It is unclear what the current roofing assembly is, but it appears to be uninsulated. Existing Building Conditions: It is unclear if the most recent permit work — structural and architectural fagade improvements — was finalized or closed (to be verified with City of Woodburn building official). There appear to be a number of items specified in the permit drawing scope of work that were not completed. In addition, there are a number of existing conditions items, as outlined in the Existing Conditions information, that would also need to be addressed as part of any work or improvements to the existing building. WOODBURN Association Building Feasibility Study_ Building Assessment Page 3 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Building Review Introduction This review includes an assessment of all existing building systems and features and is organized in the following sections: • Existing Building Construction • Existing Building As -Built Drawings • Existing Conditions • Structural Review • Mechanical, Electrical Review • Elevator Review • Building Envelope Review • Existing Utilities/ Services Review • Zoning/ Occupancy • Historic Features or Elements Existing Building Construction The Association building was originally built in 1891. The building was heavily damaged in the 1993 earthquake and considered uninhabitable; prior to the earthquake there were three stories. Seismic upgrades of the base building structures was under a 2001 permit that was closed/ finaled in 2003, though a few parts of the work were not completed- see structural review in Exhibit A. Work performed under a 2004 permit that was closed/ finaled in 2005 was for the brick fagade, windows, doors and awning. The Front Street and Plaza side facades were replaced (originally unreinforced masonry structure) and seismically upgraded in 2004 with reinforced masonry fagade ( CMU walls with brick veneer ) exteriors, windows, building entries and canopies. Interior was primarily gutted of interior finishes and equipment including all partition walls. No interior remodel / additions were completed at that time. The building is currently two stories. The existing brick (unreinforced masonry) party walls appear to be 18" thick at the first level and 13" thick at the upper level. The party walls at the upper floor appear to extend only 2 to 6 feet above the second level floor. 2x6 exposed wood stud walls are installed inboard of these existing brick party walls at both levels. The existing exterior masonry wall assemblies have 3-4 hour fire resistance ratings, thus meet current code exterior fire rating requirements. Existing stud walls are incomplete and thus unrated. The ground level floor is a slab on grade, thickness and reinforcing undetermined. The upper floor is constructed of wood framing, 2x16 wood joists @ 16" o.c. The roof structure is constructed of 18" wood I -joists @ 24" o.c. Roofing per previous drawings (project team did not access top of roof — is a built up roof membrane (visible tar appears to be leaking through joints in some locations). The elevator core is a concrete elevator shaft. Project team did not access interior of shaft to determine concrete wall thicknesses. WOODBURN Association Building Feasibility Study_ Building Assessment Page 4 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Existing Building As-Builts Existing Building As -Built Drawings were completed by Constructive Form LLC. A draft was forwarded to the City of Woodburn for review and the final As -Built Drawings will be included as Exhibit #B. Existing Conditions ( Organized by Construction Specifications Institute Section Numbers. ) 02 1 EXISTING CONDITIONS Likely need testing for lead, asbestos, radon and fuel oil tank — if one was ever used? 03 1 CONCRETE Existing slab areas may need to be removed/replaced to align with top of grade beams at door thresholds. Shearwall buttresses have some 'honeycombing' and exposed rebar. 041 MASONRY Existing brick wall heights were lowered in the field from level illustrated in the engineering drawings. Some old openings filled with grouted CMU at upper floor level. Other openings at ground level walls to be filled for fire rating. Fagade areas with new cavity wall construction, some areas likely packed with mortar droppings between brick and cmu, some missing mortar at brick and cmu joints, some cmu had exterior asphaltic coating. 05 1 METALS Existing structural steel has no fireproofing. 06 1 WOOD, PLASTICS & COMPOSITES Existing upper floor deck still has finish flooring materials attached — the plywood shear diaphragm noted in the 2001 Nicoli Engineering drawings was not installed. Interior plywood sheathing at 2x6 stud walls shown in drawings is not installed. Specified connection/anchorage details to be reviewed on-site by engineer. 07 1 THERMAL & MOISTURE PROTECTION No thermal insulation installed at walls. No thermal insulation installed at roof, and no provision for venting. No air -sealing and/or fire -stopping installed. Incomplete and/or degraded caulking at perimeter of some windows and door assemblies. Minimal rough opening flashings at window and door openings. No brick -CMU cavity closures installed. Unclear if there is an existing weather resistive barrier/ air barrier at all wall locations. Apparent roof leaks. Leaks in exposed stormwater piping from roof drains to storm sewer. Noted water damage and some mold at underside of roof sheathing (likely due to unconditioned state of structure). 08 1 OPENINGS Existing windows and doors met 2004 era Energy Code requirements, any new or replacements would need to meet current Energy Code. WOODBURN Association Building Feasibility Study_ Building Assessment Page 5 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com 09 1 FINISHES 10 1 SPECIALITIES 11 1 EQUIPMENT 12 1 FURNISHINGS 13 1 SPECIAL CONSTRUCTION Fire resistive capacity of the wood framed walls is currently unrated — as the construction is incomplete. Fire resistive capacity of the existing masonry walls is 3 — 4 hours. From the engineering drawings it appears that the stud walls at the elevator shaft were to be of 2 hour rating (2 layers of exterior gypsum sheathing —presumably with 2 layers at the interior to meet UL type); while the remaining exterior stud walls were to be of 1 hour rating (1 layer of exterior gypsum sheathing —presumably with 1 layer at the interior to meet UL type.) 14 1 CONVEYING EQUIPMENT Existing commercial elevator shaft is assumed to be empty — had been constructed with stops at 3 levels. Per City, hydraulics for the elevator were removed during demolition. 21 1 FIRE SUPPRESSION Previous sprinkler system is only evident at the ground floor level — it is in poor and/or incomplete condition. Noted sprinkler system appears to be completely nonfunctional - pipe sections cut out to install roll -up door track and to install drag - struts at floor span. 22 1 PLUMBING No working supply or drain/waste/vent (DWV) systems currently intact. 23 1 HVAC No equipment and/or distribution systems currently in place. 26 1 ELECTRICAL No equipment and/or distribution systems currently in place. (Aside from some abandoned knob & tube, short run of flex metal conduit in wall). 27 1 COMMUNICATIONS No equipment and/or distribution systems currently in place. 28 1 ELECTRONIC SAFETY & SECURITY No equipment and/or distribution systems currently in place. 31 1 EARTHWORK At new slab areas; excavation and new compacted fill required. Unclear if a moisture radon barrier is installed under the existing slab. Likely no sub -slab insulation. 32 1 EXTERIOR IMPROVEMENTS Signs of efflorescence in the brickwork — particularly at abutting buildings; likely due to roof & waterproofing issues at these locations 33 1 UTILITIES Located underground at the alley on the Plaza side of the building. WOODBURN Association Building Feasibility Study_ Building Assessment Page 6 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Structural Review Provided by Froelich Structural Engineers. See attached Exhibit #A: Structural Building Review. Mechanical, Electrical, Plumbing Review See above under Existing Conditions review and Executive Summary. All new mechanical, electrical and plumbing (within the building envelope) upgrades will be needed. Elevator Review Existing elevator shaft appears to be cast -in-place concrete. Reportedly no existing elevator cab or mechanicals. Building Envelope Review See above under Existing Conditions review. Current envelope does not have existing insulation at walls, roof or floor. Unclear if there is an existing weather resistive barrier/ air barrier at all wall locations. Existing Utilities/ Services Review Per the City of Woodburn, the following existing City utilities are installed at the plaza side of the building (in the alley) — sizes, locations still to be verified with City: • 8" sanitary sewer along the plaza side of the building (in the alley). Verify size and location with City. • 6" water main along the plaza side of the building (in the alley). Verify size and location with City. • Existing gas line also at alley. Verify size, material and location with City or Utility Company. Per the City of Woodburn, existing utility branch lines serving the building are: • 1" water line • Sewer line • 4" fire service • 4" telephone conduit • (3) 4" power conduits Per Marion County Assessors map, the right-of-way width of the alley adjacent to the property, is 20'. Front Street right-of-way width is 55'. Per City of Woodburn, DEQ indicated no record of any oil tanks and LUST for this property. Zoning/ Occupancy Given its most recent recorded use as offices for Salud del la Familia, Inc., the existing occupancy classification is most likely B (Office). Per 2004 Deffenbaugh & Associates, P.C. drawings, Sheet A0.1, the Occupancy classification is listed as B (office). This is the last recorded occupancy of building per building official. WOODBURN Association Building Feasibility Study_ Building Assessment Page 7 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Historic Features or Elements The existing building is substantially changed from the original construction. Even at the time of the 1993 earthquake, many features and elements of the original building had been revised/ lost under EIFS and metal siding, and windows and doors had been filled in. The only remaining original elements are the URM (unreinforced masonry) party walls, which do not extend the full height, and the floor framing and decking, which will need to be covered with plywood sheathing for structural stability. It is unlikely the building would meet any historic register designation criteria. WOODBURN Association Building Feasibility Study_ Building Assessment Page 8 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Building Code Review Introduction A thorough code review informs programming and minimizes costs. These areas of the code commonly trigger more expensive building upgrades: • Seismic Safety • American with Disabilities Act (ADA) Compliance • Fire/Life Safety • Energy Code Seismic Safety Provided by Froelich Consulting Engineers Inc. See attached Exhibit #A: Structural Building Review. Change of use often triggers seismic upgrades, as does increasing the occupancy rating. The existing occupant load is approximately 95 occupants, placing the building in Occupancy Category II per OSSC, Table 1604.5 Occupancy Category of Buildings and Other Structures. American with Disabilities Act (ADA) Compliance 2012 ICC / ANSI: All 17.1 and (OSSC, Chapter 11) Twenty-five percent of the project budget is required to be dedicated to improving ADA accessibility unless full code compliance is first reached. These requirements would likely be included in overall base building improvements: accessible entrance and routes, elevator, accessible restroom and room signage, etc. Fire/Life Safety Applicable codes: 2010 Oregon Structural Specialty Code (2009 IBC w/ amendments) - OSSC 2010 Oregon Energy Efficiency Specialty Code (2009 IECC) - OEESC 2011 Oregon Plumbing Specialty Code (2009 UPC w/ amendments) - OPSC 2010 Oregon Mechanical Specialty Code (2009 IMC w/ amendments) - OMSC 2011 Oregon Electrical Specialty Code (2011 NFPA 70 NEC w/ amendments) - OESC Construction Type ( OSSC, Chapter 5, Table 503 ) Type of Construction: Type V -B. • Per 2004 Deffenbaugh and Associates, P.C. drawings, Sheet A0.1, the Construction Type was shown to be Type VN (under current code this would be equivalent to Type V -B). WOODBURN Association Building Feasibility Study_ Building Assessment Page 9 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com • Type V is the least restrictive construction type in terms of materials; most restrictive on stories/ heights and area limitations. Type V -B is unprotected construction. Due to the fact that elements are combustible or exposed to fire, the fire resistance of building elements is typically provided by the application of fire -resistance materials to the building parts. Existing Occupancies (unoccupied structure) ( OSSC, Chapter 3: Use and Occupancy Classification) Occupancy Classification: B ( office ). • Given its most recent (past) recorded use as offices for Salud de la Familia Inc. the existing legal occupancy classification is most likely B (Office). (definition of Business Group B: ... use of a building or structure, or a portion thereof, or office, professional or service -type transactions ... Professional Services) • Per 2001 Deffenbaugh and Associates, P.C. drawings, Sheet A0.1, the Occupancy classification is listed as B ( office ). • Some Assembly (A) uses would also fall under B Occupancy classification. ( Note: Assembly Group (A) — includes restaurants and cafes - 303.1.2: a room or space used for assembly purposes with an occupant load of less than 50 persons and accessory to another occupation... classified as Group B occupancy and 3. A room or space used for assembly purposes that is less than 750 sf... classified as Group B.) Building Area, Height, Use ( OSCC, Chapter 5, Table 503— Existing and Allowed ) Building Area, per OSCC, is defined as the "area included within surrounding exterior walls". The existing building is two (2 story) with approximately 4,740 sf at the ground floor and 4,817 sf at the upper floor, for a total building area square footage of approx. 9,557 sf. (See attached Exhibit #C) The final usable square footage will be less, once areas for the elevator, egress stairs, finishes and other required infrastructure are deducted. (Note: This differs from the 2004 Deffenbaugh & Associates drawings, which indicated 5,274 sf each floor and which appears to the area measured to the outside face of exterior walls). Existing building height is approx. 36' (feet) to the exterior ridge per 2004 Deffenbaugh and Associates, P.C. drawings. 2001 Nicoli Engineering drawings call out parapet height as 30'-8'/2". Existing building is not sprinklered — the existing system has been partially removed/ disabled. Per Table 503: Allowable Building Heights and Areas (Baseline): Type V -B — 40 feet max height B ( Office) 2 story / 9,000 square feet* (Max Allowable Height/ Max Allowable Area per story) (9,000 sf x 2stories = 18,000 sf total area allowed) If Structure remains as is ( Type V -B, 2 story structure, unsprinklered ) then current code, per Table 503, would allow the following uses: B (business) F-2 (manufacturing), H-4 & H-5 (high and very hazard), R1 — R4 (residential), and S-2 (moderate hazard storage). ( Note: M (Mercantile) and A (assembly) uses (over 50 occupants or more than 750 sf) would not be allowed without sprinklers. ) If Existing building was fully sprinklered to current code requirements (Section 504.2) then the allowable building height is increased by 20 feet and the maximum number of stories is increased by one (in addition to building area increases allowed by street frontage, etc.) WOODBURN Association Building Feasibility Study_ Building Assessment Page 10 of 20 Association Building Feasibility Study for the City of Woodburn Constructive Form Architecture and Design LLC 1337 SE 15th Avenue Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com APPENDIX A Section 506.2 and 506.3 also would apply if sprinklered, and would increase allowable building area. This would allow all potential occupancy uses for this structure. Table: Occupancy Group Allowed currently per Table 503? Allowed with (Type of Construction, Area, Heights) A (< 50 occupants, <750sf) YES, Regulated under B Occupancy. YES A (> 50 occupants, >750sf) NO YES B YES YES M NO YES R YES YES * Note: Other code requirements still apply, separate from this table. nklers?* Mixed -Use: If building contains a mix of uses instead of a single occupancy, additional separation of occupancies requirements might apply, per OSSC Table 508.4. • None required between B, M uses. • 1 (S) or 2 hour separation between Assembly and other uses. • 1 (S) or 2 hour between Residential and all other uses. Note: (S) = sprinklered Exterior Wall Ratings/ Opening Protection ( OSCC, Chapter 6: Types of Construction ) Exterior bearing and nonbearing walls would need to meet 1 hour fire -resistance, if use remains as B occupancy. The current masonry exterior wall assemblies meet 3-4 hour ratings. Wood framed walls are currently incomplete thus un -rated per code. (See detailed description of current exterior wall assemblies and fire resistance ratings and end of this code section). Table 601 Requirements for Building elements and: (f). Not less than the fire -resistance rating based on fire separation distance - see Table 602. (g). Not less than the fire -resistance rating as referenced in Section 704.10) for exterior bearing walls. Table 602c* Requirements for Exterior Walls based on Fire Separation Distance (trumps Table 601 above) For Type V -B Construction B X < 5' ( c ) or 5<X10 = 1 (applicable to loadbearing walls per 2004 Deffenbaugh & Associates drawings) 10 < X < 30 = 0 (applicable to non loadbearing walls at Plaza side fagade and Front Street Facade) WOODBURN Association Building Feasibility Study_ Building Assessment Page 11 of 20 Type V -B (f) (g) Primary structural frame 0 Bearing walls exterior 0 Bearing walls interior 0 Floor construction 0 Roof Construction 0 (f). Not less than the fire -resistance rating based on fire separation distance - see Table 602. (g). Not less than the fire -resistance rating as referenced in Section 704.10) for exterior bearing walls. Table 602c* Requirements for Exterior Walls based on Fire Separation Distance (trumps Table 601 above) For Type V -B Construction B X < 5' ( c ) or 5<X10 = 1 (applicable to loadbearing walls per 2004 Deffenbaugh & Associates drawings) 10 < X < 30 = 0 (applicable to non loadbearing walls at Plaza side fagade and Front Street Facade) WOODBURN Association Building Feasibility Study_ Building Assessment Page 11 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Per 706.1.1 Party walls. Any walls located on a lot line between adjacent buildings If current occupancy remains as B, 1 hour fire -resistance rating for exterior walls will likely be required for ALL Types of Construction. If current occupancy changes — ie. A, M, R then requirement would not change. (Existing) Exterior bearing walls The existing solid brick ( unreinforced masonry ) party walls appear to be 18" thick at the first level and 13" thick at the upper level. The party walls at the upper floor appear to extend only 2 to 6 feet above the second level floor. The walls have a gypsum plaster finish in some areas, but in other areas the plaster is no longer in place or cracked (no longer maintaining full integrity). 2 x 6 exposed wood stud walls are installed inboard of these existing brick party walls. Per US Department of Housing and Urban Development (HUD) Fire Ratings, Guideline on Fire Ratings of Archaic Materials and Assemblies, February 2000, Table 1.1.6: The rating of the existing masonry assembly would be 9 hours for the 13" thick walls and 10 hours for the 18" thick walls. (For the 13" thick walls, the closest comparable assembly appears to be W -12-M-2, Clay, 12" thickness, no facings = Recommended hours = 10). (For the 18" thick walls, the closest comparable assembly appears to be W -16-M-10, Clay, 16" thick, no facings = Recommended hours = 9). Wood stud bearing walls are currently considered unrated. (Existing) Exterior nonbearing walls The Front street and Plaza side brick facades are reinforced masonry (8" CMU walls (grade N), 1-2" air space, with 3.5" brick veneer) — per Nicoli Engineering and Deffenbaugh and Associates PC drawings. Per OSSC, Chapter 10, Table 720.1 (2), Rated Fire Resistance Periods for Various Walls and Partitions, a concrete masonry unit (CMU) wall, 7 5/8" thick (actual), would meet a 3 — 4 hour fire resistance rating, depending on if cavities are fully or partially grouted. Table 705.8: Maximum Area of Exterior Wall Openings based on Fire Separation Distance and Degree of Opening Protection 0 to less than 3 Not permitted 3 to less than 5 Sprinklered, UP 15% (potentially applicable to non load bearing walls) 5 to less than 10 Sprinklered, UP 25% 10 to less than 15 Sprinklered, UP 45% (potentially applicable to Plaza side fagade, 10' to centerline of alley) 15 to less than 29 Sprinklered, UP 75% 20 to less than 25 Sprinklered, UP No Limit. (potentially applicable to Front Street fagade, 27.5' to centerline of Front street) Note: UP = unprotected Occupant Load ( OSSC, Chapter 10: Means of Egress) If Occupancy remains as a B Occupancy, Per Table 1004.1.1. Maximum Floor Area Allowances per Occupant Business Areas: 100 gross (floor area in sq. ft. per occupant) ( 9557 sf / 100 = 96 occupants ) Table 1016.1 Exit Access thru Travel Distance WOODBURN Association Building Feasibility Study_ Building Assessment Page 12 of 20 Association Building Feasibility Study for the City of Woodburn Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com B: 200 feet (NS); 300 feet (S) Table 1021.1 Minimum Number of Exits For Occupant load 1 — 500 Occupants: 2 (minimum number of exits) Assembly (A) uses would have additional exit requirements per Section 1028. APPENDIX A Energy Code The current structure would need to meet current 2010 Oregon Energy Efficiency Specialty Code (OEESC) energy code requirements — requiring the entire existing building envelope to be upgraded to meet this code with possible exception of the existing glazing, if left in place as is. ( Exception 101.4.2. Additions, alterations, renovations or repairs... shall conform to the provisions of this code as they relate to new construction without requiring the unaltered portion(s) of the existing building or building system to comply. ) Per Table 502.2(1), Building Envelope Requirements: Roofs Insulation entirely above decks R-20ci Insulation Under — attic and other R-38 Walls Mass R-11.4ci Wood framed and other R-13 + R-3.8 ci Slab -on -grade floor Unheated Slabs NR Doors Swinging 0.70 U Roll -up 0.50 U Fenestration (U -factor) with metal framing 0.45 U/ 0.46 SHGC Skylights (3% maximum) 0.60 U/ 0.40 SHGC Note: ci=continuous insulation. These are the base prescriptive code requirements; alternates can be approved via performance path calculation. In addition, there are additional State Energy programs and potential funding available for higher energy performance thresholds. WOODBURN Association Building Feasibility Study_ Building Assessment Page 13 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Appendices Exhibit A: Froelich Consulting Engineers Inc, Structural Review Structural Building Review Client: Constructive Form Architecture & Design LLC Job Name: 347 North Front Street Woodburn, Oregon 97071 Job #: 12-T124 Date: July 25, 2013 Purpose Froelich Engineers (FE) has been hired by Constructive Form to perform a structural review of the Association Building in downtown Woodburn based on the current 2010 Oregon Structural Specialty Code. The goal is to: • Identify any current structural issues with the building • Discuss potential seismic upgrade requirements • Discuss possible structural work associated with future tenants and/or uses General Building Description The existing 10,000 square foot, two-story building was originally built in 1891.The original construction consists of unreinforced brick exterior walls with wood -framed floors and roof. The 1993 Scotts Mills earthquake (aka the "Spring Break Quake") damaged the building. A remodel and seismic upgrade of the building occurred in 2001-2004. The East and West walls of the building were completely removed and re -constructed with reinforced CMU block walls with a brick veneer. The roof is framed with new 18" deep I -joists at 24" on center, bearing on new wood studwalls and new glulams at the interior. The exterior wood walls were extended above the original construction during the remodel. These new walls brace the partial -height URM walls. Plywood has been installed throughout the roof, including modern seismic ties to the exterior walls. The floor framing consists of original diagonal decking with some coverage of old plywood and T&G decking. The floor joists bear in the exterior walls and one central steel beamline at the center of the building. Modern seismic anchors are installed at the entire perimeter of the floor. The walls along the north and south are lined with wood studs — these walls are currently un -sheathed. A cast -in-place concrete elevator shaft is present along the south wall, with two new concrete seismic buttresses evenly spaced at the north wall. The original slab on grade is present, with portion of soil exposed at the east and west walls where the new exterior cmu foundations were placed. Code Requirements: The seismic upgrade work that was performed in 2001-2004 brings the building in line with modern seismic requirements. However, a few parts of the work were not completed. Once these few items are competed, there should be no more seismic upgrade work required. This would allow for retail, office or other similar occupancies. Should an assembly or "A" occupancy occur, it is likely that a formal seismic WOODBURN Association Building Feasibility Study_ Building Assessment Page 14 of 20 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com analysis would be required — however due to the fact that the seismic upgrade work was performed in 2001, it is likely the building official would waive the requirement because the upgrade work is considered a "benchmark" building per ASCE 31-03. Observed Structural Deterioration/Defects: Upper Floor Framing: - A minimum plywood thickness of %2" needs to be added over the entire floor to create a code -required diaphragm. (photo #—) - Plywood needs to be added to the interior walls — at a minimum the plywood should extend from the baseplate to at least 24" above the extent of the existing masonry. (photo #—) - A portion of the floor diaphragm is not currently connected to the east wall. Floor Openings: - Both floor openings need to be properly structured. In particular, the east stair opening is currently unstable and should be temporarily shored. - The west opening has temporary shoring, but a permanent system should be installed. Exterior Walls: - Plywood sheathing needs to be installed on the studwalls at the north and south — it should match the nailing requirements established on the 2001 remodel plans. (photo #—) Slab on Grade: - The areas at the east and west walls require slab patching or replacement where the slab was cut away for the new wall foundations. Other Items: As there is currently no HVAC equipment in the building, it is anticipated that new rooftop units would be installed. These units would need to be supported by the existing roof framing and an access hatch will likely need to be installed. The elevator may need a new hoist beam installed. New stairs will need to be framed — conforming to modern codes. Some new windows may be installed at the north and south walls. We do not anticipate any problems where existing windows are to be cut down to create doors. If a new window is cut in a solid wall, (photo #—) an evaluation of the seismic shear capacity must be made in order to determine the impact. Please call our office if you have any question or comments. WOODBURN Association Building Feasibility Study_ Building Assessment Page 15 of 20 Association Building Feasibility Study for the City of Woodburn Constructive Form Architecture and Design LLC 1337 SE 15th Avenue Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Exhibit B: Existing Ground and Upper Floor Square Footage (SF) Note: Building Area (per OSCC), is defined as the "area included within surrounding exterior walls". APPENDIX A The existing building is two (2 story) with approximately 4,740 sf at the ground floor and 4,817 sf at the upper floor, for a total building area square footage of approx. 9,557 sf. (See attached Exhibit #C) The final usable square footage will be less, once areas for the elevator, egress stairs, finishes and other required infrastructure are deducted. • am ME= WOODBURN Association Building Feasibility Study_ Building Assessment Page 16 of 20 Association Building Feasibility Study for the City of Woodburn Constructive Form Architecture and Design LLC 1337 SE 15th Avenue Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Appendices Exhibit C: Current Marion County Assessor - Property Information Marion Cotmty Assessor - Property Information Search Results for R108940 Owner Name CITY OF WOODBURN Owner Address 270 MONTGOMERY ST WOODBURN, OR 97071 Alternate Account Number 1-92880140 Map Tax Lot Get_ Map 051 W18ABO3400 Property Description Property Class C90 (EXEMPT COMMERCIAL CITY PROPERTY) Property Code 011 -OFFICE LOW RISE 1-19U Related Accounts by Map Tax Lot Mortgage Agent -Lender Exemption (FNCITY) CITY GOVT OWNED PROPERTY, FULL EXEMPT Tax Roll Description WOODBURN, BLOCK 2, LOT 4, ACRES 0.12 Year Built 1891 SplitlSub Account Special Account Information - Last Certified Year (2011) Sales Information Page I of 2 Property ID Number R108940 Situs Address 347 N FRONT ST WOODBURN, OR 97071 Neighborhood CWD - COMMERCIAL WOODBURN GENERAL Levy Code Area Tax Rate 10303930 -WOODBURN CITY, FD 19.4559 & UR Zoning DDC Miscellaneous Code Linked Accounts Mortgage Account Number Expiration Date Acreage 0.12 Split/Sub Account Message fl Buyer (Name & Address) Seller (Name & Address) 1 CITY OF WOODBURN CITY OF WOODBURN %N ROBERT SHIELDS %N ROBERT SHIELDS 270 MONTGOMERY ST 270 MONTGOMERY ST WOODBURN, OR 97071 WOODBURN, OR 97071 2 CITY OF WOODBURN ALL AMERICAN 270 MONTGOMERY DEVELOPMENT LLC WOODBURN, OR 97071 %PETERS,GEORGIA 3 ALL AMERICAN DEVELOPMENT LLC %PETERS,GEORGIA PO BOX 632 WOODBURN, OR 97071 4 AMERICAN BUILDING CRAFTSMENINC 143 GRANT ST PO BOX 632 WOODBURN, OR 97071 AMERICAN BUILDING CRAFTSMEN INC 143 GRANT ST WOODBURN, OR 97071 ALL AMERICAN DEVELOPMENT LLC PO BOX 632 lit,t.p://mca.sr.co.marioia.or.us/Property,asp?PropeityID=R1 08940 Sales Info $0 08114/00 $0 03 07/16199 $2,300 02 01/07/99 $10,000 09 Deed Info 08/14/00 17390229 MI 08/14100 17390228 MI 07!16199 16180268 QC 01/07/99 15570170 QC 6/28/2012 APPENDIX A WOODBURN Association Building Feasibility Study_ Building Assessment Page 17 of 20 Association Building Feasibility Study for the City of Woodburn Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Marion County Assessor - Property Information Page 2 of 2 63 FR' 1.0E APPENDIX A WOODBURN Association Building Feasibility Study_ Building Assessment Page 18 of 20 WOODBURN, OR 97071 WOODBURN, OR 97071 5 WOLF,MARK C IDW ASSOCIATES 07/13/98 07113/98 PO BOX 50046 1615 MT HOOD AVE $0 15050544 BELLEVUE, WA 98015 WOODBURN, OR 97071 13 WD 6 ALL AMERICAN WOLF,MARK C 07/13/98 07/13/98 DEVELOPMENT LLC PO BOX 50046 $25,000 15050545 PO BOX 632 BELLEVUE, WA 98015 01 WD WOODBURN, OR 97071 7 IDW ASSOCIATES SALUD DE LA FAMILIA INC 04/08/97 PO BOX 66 $100,000 13840568 WOODBURN, OR 97071 00 RD 8 SALUD DE LA FAMILIA INC PIPER,HARLEY A& 01/19/81 01/19/81 429 N FRONT ST PIPER,MARIAN C $190,000 02390231 WOODBURN, OR 97071 10469 CROSBY RD NE 05 WD WOODBURN, OR 97071 2012 Land Information (Unedited and Uncertified) ID Type Acres Sq Ft Market Value L1 COM - COMMERCIAL 0.12 5250 $42,000 TOTAL $42,000 51W 18AB, NW1/4 NE 1/4 SEC.18 T5S R1W WM, MARION GOUTY Assessor GIS Map. Subject property is tax lot 3400. 63 FR' 1.0E APPENDIX A WOODBURN Association Building Feasibility Study_ Building Assessment Page 18 of 20 Marion County A ssesaoriaPon 4uRdcor�sFe�ro'pertly Stmd�( for the City of Woodburn Marion County Assessor's Property Records Property Summary Property Identification APPENDIXIO/16/13 3:32 PM Property ID: R108940 Manufactured Home ID: Situs Address: 347 N FRONT ST Legal Description: WOODBURN, BLOCK 2, LOT 4, ACRES WOODBURN, OR 97071 0.12 Map Tax Lot: 051W18AB03400 Owner Information Owner: CITY OF WOODBURN Previous Owner: CITY OF WOODBURN 270 MONTGOMERY ST %N ROBERT SHIELDS WOODBURN, OR 97071 270 MONTGOMERY ST Year Built: 1891 Living Area: 10400 Bedrooms: 0 Bathrooms: Legal Acreage: 0.12 RMV Land: $42,000 RMV Improvements: $493,650 RMV Total: $535,650 Assessed Value: $0 Tax Information Taxes Levied 2013-14: $0.00 Tax Rate: 19.5415 Sales Information Sale Date: 8/14/2000 Sale Price: $0 Sale Type: 03 WOODBURN OR, 97071 Property Code: 011 Property Class: C90 Levy Code Area: 10303930 Zoning: Contact local jurisdiction Apex Sketches: 1 Property Photos: 1 2 Exemption Description: CITY GOVT OWNED PROPERTY, FULL EXEMPT Tax Payoff Amount: $0.00 Deed Number: 17390229 Deed Type: MI http://apps.co.marion.or.us/PropertyRecords/PropertySummary.aspx?pid=R108940 Page 1 of 1 Association Building Feasibility Study for the City of Woodburn APPENDIX A Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Appendices Exhibit D: Permit History / Record Drawings Referenced Woodburn Public Plaza plans City of Woodburn (drawings stamped by Lloyd D Lindley, Landscape Architect) Drawings Date: 08/30/04 13 Sheets Total Permit Status: completed New Building Facades for Association Building Work Deffenbaugh & Associates, PC Drawings Date: 03/26/04 9 Sheets Total (7 Architectural, 2 Structural) + Capital City Glass drawings Scope: New brick fagade, windows, doors, and awnings; Seismic 3 upgrades incorporated by Architect were designed into the bid plans and constructed by DGS construction per the plans on file. Permit Status: B04-1 77 2004 permit: per City of Woodburn records, closed/ finaled on 1/24/2005. 347 Front Street Two Story Building Modifications (Structural Design only) Nicoli Engineering, Inc. Drawings Date: 8/14/01 8 Sheets total, Calculations + details provided as separate sketches Permit Status: per City of Woodburn records, closed/ finaled in 2003 Per City of Woodburn emails and correspondence, August 2, 2013: Record of Permit # B01-436 for asbestos removal, new walls, and new roof. Finaled/ closed. City of Woodburn Memos and correspondence Date: 1993 and 1994 Subject: Follow up on Dangerous Building Procedure and other misc. correspondence WOODBURN Association Building Feasibility Study_ Building Assessment Page 19 of 20 Association Building Feasibility Study for the City of Woodburn Marion County Assessor's Property Records - Property Summary Marion County Assessor's Property Records Property Summary Property Identification APPENDIX B 10/16/13 3:32 PM Property ID: R108940 Manufactured Home ID: Situs Address: 347 N FRONT ST Legal Description: WOODBURN, BLOCK 2, LOT 4, ACRES WOODBURN, OR 97071 0.12 Map Tax Lot: 051W18AB03400 Owner Information Owner: CITY OF WOODBURN Previous Owner: CITY OF WOODBURN 270 MONTGOMERY ST %N ROBERT SHIELDS WOODBURN, OR 97071 270 MONTGOMERY ST Year Built: 1891 Living Area: 10400 Bedrooms: 0 Bathrooms: Legal Acreage: 0.12 RMV Land: $42,000 RMV Improvements: $493,650 RMV Total: $535,650 Assessed Value: $0 Tax Information Taxes Levied 2013-14: $0.00 Tax Rate: 19.5415 Sales Information Sale Date: 8/14/2000 Sale Price: $0 Sale Type: 03 WOODBURN OR, 97071 Property Code: 011 Property Class: C90 Levy Code Area: 10303930 Zoning: Contact local jurisdiction Apex Sketches: 1 Property Photos: 1 2 Exemption Description: CITY GOVT OWNED PROPERTY, FULL EXEMPT Tax Payoff Amount: $0.00 Deed Number: 17390229 Deed Type: MI http://apps.co.marion.or.us/PropertyRecords/PropertySummary.aspx?pid=R108940 Page 1 of 1 Association Building Feasibility Study for the City of Woodburn APPENDIX C [FINAL] Community Engagement Summary Woodburn Association Building October 15, 2013 Prepared by: Association Building Feasibility Study for the City of Woodburn APPENDIX C ACKNOWLEDGEMENTS Client City of Woodburn Consultants Kina Voelz Principal Architect, Constructive Form, LLC Brent Hinrichs Principal Architect, Constructive Form, LLC Simone Goldfeder Principal Architect, Constructive Form, LLC Ellen Wyoming Associate Planner, Cogan Owens Cogan, LLC Mary Bosch Market Analyst, Marketek, Inc. TABLE OF CONTENTS Introduction.................................................................................................................................................. 3 KeyFindings.................................................................................................................................................4 In -Depth Interview Summary....................................................................................................................... 5 In -Depth Interview Findings............................................................................................................ 6 Intercept Survey Summary.......................................................................................................................... 8 InterceptSurvey Findings............................................................................................................... 8 Conclusions and Recommendations.......................................................................................................... 9 FinalThoughts............................................................................................................................................10 Appendix A: In-depth Interview Instrument..............................................................................................11 Appendix B: Intercept Survey Instrument.................................................................................................13 Appendix C: Synthesized Tallies of Response Types and Frequencies for Interviews ..........................15 Appendix D: Synthesized Tallies of Response Types and Frequencies for Intercept Surveys..............28 AppendixE: Methodology..........................................................................................................................30 Appendix F: Supplemental Information....................................................................................................30 Community Engagement Summary: Woodburn Association Building 2 Association Building Feasibility Study for the City of Woodburn APPENDIX C Introduction To assist with identifying a community -supported use for the Association Building in downtown Woodburn, twenty-six individuals were interviewed in person or by phone in June and July of 2013. Additionally intercept surveys were conducted at three events - chosen to reflect a diversity of ages and ethnicities in Woodburn - Woodburn Summer Nights in the Library Park on July 9, at the Capaces 2nd Birthday and Mural Kick-off Celebration on July 13, and at Fiesta Mexicana on August 3. The in-depth interview summary consisted of 10 questions about the downtown area and the Woodburn Association Building. These individuals were identified with recommendation by City staff as well as by recommendation after review with Woodburn City Council. Responses are listed in the report in terms of highest frequency. This intercept survey was developed in both Spanish and English from the in-depth interview instrument and its goal was to quickly and easily gather the opinions of everyday people who were encountered in the downtown area on three different occasions. The intercept survey was a brief five -question. Intercept survey participants were approached at these events and asked if they would be willing to take a brief survey about downtown Woodburn. Of the people surveyed: ■ 73% were residents of Woodburn, 27% were not. ■ 63% of individuals took the survey in English and 37% took the survey in Spanish. ■ All Spanish speakers were Latino though all English speakers were of various backgrounds, including Latino and non -Latino ethnicities. Key Findings from the in-depth interviews and survey follow below. Community Engagement Summary: Woodburn Association Building 3 Association Building Feasibility Study for the City of Woodburn APPENDIX C Key Findings Woodburn residents love the sense of community, diversity, and "small-town feel" of living in Woodburn. There is a strong affinity with family -values and community -oriented developments. Over the course of 26 in-depth stakeholder interviews and 85 intercept surveys across community demographics in the City of Woodburn the following key findings are most significant: • People would like a community -focused development to go into the Association Building location. • A popular concept for the Association Building is a youth and family -focused community center for year-round use. • Other popular ideas for possible programming in the Association Building are entertainment or performance space, meeting or event space, and quality office space. • Respondents also support the idea of a Small Business assistance and/or incubator space for offices and/or retail. • Downtown food and restaurant opportunities as well as shopping and retail are a significant d raw. • People are also strongly drawn to increasing the diversity of restaurants and shopping in the downtown to more accurately reflect both the multi -cultural diversity of Woodburn as well as to provide more choices overall to meet the needs of a greater diversity of tastes. • Respondents are interested in options for both keeping the building for public benefit or an option for selling the building for redevelopment while maintaining an emphasis on public benefit. • Respondents are interested in continuing to improve the cleanliness and safety of the downtown, both real and perceived. Community Engagement Summary: Woodburn Association Building 4 Association Building Feasibility Study for the City of Woodburn APPENDIX C In-depth Interview Summary Responses to the in-depth interviews were clear - people like to live in Woodburn because of the sense of community, diversity, and small-town feel. Most people interviewed are in the downtown area frequently three or more times a week. They believe they would come downtown more often if there were "new and revitalized businesses", an "increased diversity of businesses and people", as well as "a greater variety of restaurants and places to eat in the downtown area". The biggest perceived need to improve visitation to the downtown area is to provide for an increased diversity of services, restaurants, and uses for the downtown area. When asked to sell, keep, or do "something else" half of the respondent replied that the City should sell the Association Building. However, a portion of these respondents also stated that if the City were to develop the building for a public benefit, that they should instead keep the building. Approximately one-third of respondents were firm in stating that the building should be sold. Approximately a quarter of respondents stated the City should keep the building over-all and purpose it for community use. Other responses included other community -use type developments without specifying public or private development. Regardless of what the City does with the building, incorporating public benefit (possible through developer agreement if the building is sold) should be a priority based on the opinions of these stakeholders. Responses indicate clear support for entertainment and performance space, meeting and event space, and quality office space. Percentages and details are outlined in the findings section below. Another use identified which was more specific than the previous three was a Latino and other small business support or incubator type space whether office or retail. This use could potentially fit into a quality office space scenario and would likely need to be established through a partnership with the City and possibly an organization such as the Chamber of Commerce or a local non-profit Community and Economic Development organization with emphasis to serve the multi -cultural community of Woodburn. All of these uses identified support a community -focus for the use of the building. Interviewees most supported community programming and kid -friendly activities in the plaza in front of the Association Building. They also supported renovating the plaza and putting a restaurant in the plaza, which might also apply to a revitalization of the Association Building. There are synergistic uses between the building and the plaza which are supported by concepts the public has generated. By emphasizing family and community -centered programming on the plaza, this will reinforce and support a mix of uses in the Association Building. A well -programmed and activated public plaza coupled with the redevelopment of the Association Building is an excellent opportunity, which will also help to alleviate the perception that the downtown isn't safe. More eyes and more people/families on the streets will ultimately encourage greater positive community interactions. Emphasis on the public space to activate and cultivate energy around the Association Building will be a positive strategy and enhance whatever development type is ultimately decided upon for the building. Additionally, the various programmatic uses suggested bythe community in both the surveys and the interviews point toward considering scenarios where there is a mix of uses within the building that generally support and provide a wide community benefit, with particular emphasis on places friendly for families and youth. The following information from the interviews addresses the context within which the Association Building is found, this information is meant to assist in informing how the Association Building redevelopment is approached but can also be used as input for overall downtown approaches. Community Engagement Summary: Woodburn Association Building 5 Association Building Feasibility Study for the City of Woodburn APPENDIX C The top three ways identified for the City and Community to best work together to make the Association Building a successful development were to hold "community meetings", to provide "City investment of time and money in the building", and to "market the building". These options weren't very specific to strategies for how the City and Community could work together but did provide, especially through the "community meetings" suggestion, an avenue to have a more robust conversation about the building. The following two ideas relating to investment and marketing are strategies more applicable to finding a buyer/development concept for the idea based on City efforts, though it is possible through community meetings that the City could identify community champions to assist and support the marketing effort and future development steps for the revitalization of the Association Building. Interviewees had strong opinions about how to reduce vacancies. Most suggested property management and maintenance of the downtown buildings. Through conversations, this suggestion was driven by an interest in the image and structural integrity of the downtown and with property management (or perhaps more applicable here, district management) they are looking for ways to unify a vision for the downtown that people can subscribe to for added attractiveness. This was augmented by support for the city loans and grants program for storefront improvement which many interviewees were already aware of, but believed that all property owners or business owners were not adequately educated about in terms of taking advantage of them. The other two most popular responses, "marketing" and "downtown infrastructure improvements" tie in neatly with the desire for a downtown property manager and maintenance of the downtown buildings. Through conversation the interviewees are looking for a downtown which is cohesive, well maintained, well-managed and coordinated as well as maintained. Lastly, interviewees were asked about the target market for downtown and roughly equal were the responses "shoppers, Latinos, everyone, and residents of Woodburn." These answers all correlate roughly to the current demographic of Woodburn as everyone is a potential shopper. In the view of the interviewees, the downtown area should first focus on the needs of the local market with view to attracting other tourists and visitors on the horizon once a solid local base is better and further established. Interviewees were evenly divided on the topic of creating a culturally focused district. There was some sentiment that it already is culturally specific to the Mexican/Latino culture and this is the base that should be worked with, others (both Latinos and non -Latinos) stated that the district needed to diversify to better reflect the other cultural groups in Woodburn. Interviewees also highlighted that a cohesive theme or vision for the downtown, whether it be "family -friendly", "Woodburn's shared historic culture", or something else, be identified to improve the downtown. In-depth Interview Findings This section outlines quantitatively the responses and response types collected through the interview process. In response to the question "What do you like most about living in Woodburn?" people identified as many characteristics as they wished and the top three were "community " with 25% of all responses, "diversity" with 12%, the "small-town feel" with 2%. Responses with less than 2% each included "history of Woodburn", "mixed -uses", "convenience", and "the plaza". Additionally, seven interviewees stated that they did not live in Woodburn and did not answer the question. A slight majority, 60% of interviewees stated they come to the downtown area three days a week or more and in response to the question "What would draw you downtown more often?" the top three responses were "new and revitalized businesses", "increased diversity of businesses and people", as well as "a greater variety of restaurants and places to eat in the downtown area" with 20% of all Community Engagement Summary: Woodburn Association Building 6 Association Building Feasibility Study for the City of Woodburn APPENDIX C responses each. Other responses included "restoration", "tourism", "more people", "themes, i.e. Hispanic Culture", "transit", or "entertainment" accounted for 5% - 8% of responses. When asked if the City should sell, keep, or do "something else" with the Association Building, 32% of all responses identified the best thing to do would be to sell the building and 16% of all responses stated that the City should keep the building. In continued conversation on the topic with interviewees, 32% of responses highlighted that the building should be repurposed for community use. People additionally stated that the building would be appropriate for "renovation", "business use", donation to a non-profit", and as "an homage to the history of Woodburn". When asked how the City and Community could best work together to make the Association Building a successful development, 16% of responses identified "community meetings", 16% stated "City investment of time and money in the building", and 14% of all responses highlighted "marketing of the building" would be best. Other ideas with fewer response percentages included "sell the building", "work with businesses", "be inclusive", and "obtain a variety of opinions for feedback". When asked to focus on the highest and best use of the of the Association Building in consideration of perceived needs in the downtown area 26% of all responses identified "entertainment and performance space", 23% of all responses stated "meeting and event space", and 23% of responses highlighted "quality office space". Following closely behind these top three responses with 15% of all responses was to use the building as a "Latino and other small business incubator space". Other responses included "Mercado/festival space", "a museum", and "a parking area". When asked about the best uses of the plaza space in front of the Association Building facing First Street, just over half (51%) of all responses identified that there should be community programming with kid -friendly activities in the plaza. The following highest responses were "renovate the plaza" and "put a restaurant in the plaza" with 10% of all responses each. Other ideas with less than 8% each of total responses included "promote/market it", "add public restrooms", "address criminal activity here", "add artwork", and "parking". When interviewees were asked about incentives to reduce vacancies, the top answer was to increase "property management and maintenance of the downtown buildings" with 32% of responses. A "loans and grants program" was also frequently stated with 18% of responses. Many people were aware that the City has an existing loan and grant program but suggested marketing the opportunity and benefits more clearly for downtown building owners and businesses. Other responses with 11% of total responses each included "marketing the downtown" and "downtown infrastructure improvements." "Business promotion", "transit/signage", "events", and "theme/appearance of downtown" were other less frequently cited ideas. Lastly questions about the target market and whether or not the downtown district should be culturally specific were asked. 15% of all responses identified that the target market should be "shoppers" and 15% of all responses stated the "Latino community". "Everyone" and "residents of Woodburn" garnered 13% of responses each. With regard to whether or not the district should be culturally specific, 50% of responses identified that the district should be culturally specific and 46% of all responses stated it should not be a culturally specific district. The remaining percentages chose not to answer the question or were unsure. Community Engagement Summary: Woodburn Association Building 7 Association Building Feasibility Study for the City of Woodburn APPENDIX C Intercept Survey Summary Intercept survey participants were mostly residents of Woodburn and nearly 2/3 of them are in the downtown area at least once a week, if not more frequently. People currently are coming to the downtown area mostly for restaurants, shopping/retail, or public services like the library, post office, or City Hall. The most popular responses for what could change in the downtown to bring them there more often was to have more diverse shops and restaurants, as well as a more well maintained and beautified downtown. A movie theater was also cited more frequently followed by the availability of youth and family activities. During the intercept surveys many people highlighted and acknowledged that much had already improved in the downtown area over the past few years. When asked about future uses for the Woodburn Association Building people overwhelmingly supported a use which targeted healthy activities for youth and families. This ranged from ideas for a recreation center, partnering to bring a Boys and Girls club to the building, or an indoor -style play place that parents could take their kids to all year round. The next most highlighted response was a restaurant for the building though this was accounted for 10% of the responses in contrast to the 49% focused on a facility for youth and family use. Intercept Survey Findings This section outlines quantitatively the responses and response types collected through the intercept survey process. Of the 85 total respondents, nearly three fourths of those surveyed live in the City of Woodburn. 38% are downtown on a daily basis or for work, and 25% are downtown 1-4 times a week. 16% come downtown a few times a month, with the remaining percentages coming to downtown Woodburn a few times a year or less. When asked what people currently come to downtown Woodburn for 28% of responses identified "restaurants", 27% of all responses stated "retail/shopping" opportunities, and 11% of all responses highlighted public services like the library, post office or City Hall. When asked what would draw people downtown more often than currently 16% of all responses stated "more diverse shops and restaurants", 14% of all responses identified "a beautified and well maintained environment" and 11% of responses cited a "movie theater". 22% of those surveyed chose not to answer the question or were not sure. Additionally, 10% of responses indicated that youth and family activities would draw them downtown more often and 9% of responses cited additional community events. When asked about the Woodburn Association Building and potential uses, people responded overwhelmingly with 49% of all responses in favor of a community or recreation center focused particularly on youth and family activities. The next most cited response with nearly 10% of all responses identified the Association Building as a location for a pub or restaurant. Of the 85 people surveyed 15 chose not to answer the question or were not sure. People were asked to consider what they would like downtown Woodburn to look like in the future. The most cited response with 36% of all responses made was for a beautified and well maintained downtown. Many people acknowledged the improvements that have already been made and encouraged a continuation of improvements. Following this with 11% of all responses was for a future downtown that is family and youth friendly, and 11% of responses focused on a mixed- use/retail emphasis for downtown in the future. Community Engagement Summary: Woodburn Association Building 8 Association Building Feasibility Study for the City of Woodburn APPENDIX C Overall Conclusions and Recommendations As a general theme, people in Woodburn conveyed clearly through interviews and intercept surveys that they like where they live. If they were not a resident of Woodburn they still expressed an interest in the town and were there for various reasons (work, family, or the Mexican culture and food). Related to the Association Building, the in-depth interviews indicated that there is stronger interest in selling the building rather than keeping it, though conversation often included a caveat that the building could also serve a strong public use and may need to be kept. Intercept surveys with the community indicated developing the building for community and family -friendly use. The top programmatic uses for the building are oriented around community and family, and use types included entertainment and performance space, meeting or event space, and quality office space. Both the programmatic concepts for the types of uses as well as the identified uses for the Association Building can be mutually beneficial and may be helpful in terms of development concepts and possible marketing to sell the building. Woodburn is at an interesting crossroads. It has an incredible mix of diverse people and stakeholders from many different groups with different interests. Fundamentally through our surveys and in-depth interviews the idea that a well maintained, beautified, and family -friendly downtown is broadly desired was identified. The Association Building development should focus on community needs, and the plaza should be activated in conjunction with the building development for a place for community to gather, relax, and continue to interact with one another. There is already strength in the diverse foundation that currently exists in Woodburn today; this is an excellent opportunity to build upon it. The City has an opportunity to catalyze the Association Building and generate buzz, energy and interest with a community and family -friendly environment. This could be done through a variety of development uses and partnership types, whether public, public/private, or private. This development has the potential to set the tone for the future of downtown, to capture more members of the community to spend their time and patronage here, draw private investment to the area, and continue to uplift and revitalize this diverse and unique place. Community Engagement Summary: Woodburn Association Building 9 Association Building Feasibility Study for the City of Woodburn APPENDIX C Final Thoughts Respondents are ultimately interested in a healthy and robust downtown and through the interviews potential community partners and champions exist. While there is not a cohesive unity in terms of the district being a culturally specific or not culturally specific location, there is widespread support for a downtown that is well maintained, beautified, and family and youth -friendly. The values of the town across those surveyed are clear in this regard. The Association Building can be the catalyst to bring together diverse interests under the foundational goals of a well maintained, beautified and family -friendly downtown. Marketing, infrastructure improvements, and a "Woodburn" brand around these values may serve the community well in endeavors to build and develop public/private partnerships in the continuing revitalization of downtown and leverage City investments (already made and those to be to be made in the future). One recommended strategy to help leverage expertise in steps to move the downtown forward beyond sticks and bricks improvements would be to develop an advisory group for opportunities to collaborate around marketing the downtown, and next steps to walk towards a "community oriented and family -friendly" downtown. Convening around the Association Building, may help to further galvanize expertise to bring together the Woodburn community around revitalizing the downtown. Community Engagement Summary: Woodburn Association Building 10 Association Building Feasibility Study for the City of Woodburn APPENDIX C Appendix A: In -Depth Interview Instrument Woodburn Association Building In -Depth Interview Form Interviewee Name: Organization: Position at organization: Phone or E-mail: Interviewer Name: Date: Introduction 1. Project goals: The City of Woodburn has contracted with a team of consultants to assist them in building a vision and marketable concept for re -use of the downtown Association Building, on the main plaza between 1St and Front Street. The purpose of this interview is to identify community needs and perceptions from the community about what they would like to see in the Woodburn Association Building as well as the downtown overall. 2. Background: The Woodburn Association Building was damaged by an earthquake in 1993, shortly after it came into ownership of the City of Woodburn. The City invested approximately $800,000 into the building to seismically upgrade it to protect it as well as the adjacent properties. Today the building is still in City ownership and the City is investigating opportunities for best future uses of the building. 3. Individuals may speak to us in confidence. Any quoting of outcomes will be done anonymously (unless you prefer otherwise). The main purpose is to allow stakeholders to speak freely about their concerns and ideas. Questions 1. What do you like most about living in Woodburn? 2. How often do you come to downtown Woodburn? What are you comingfor? 3. What would draw you downtown more often than currently (if not already a frequent visitor)? What do you envision for a successful downtown? 4. What do you think the City should do with the Woodburn Association Building? (Sell it? Develop it? Other ideas?) Community Engagement Summary: Woodburn Association Building 11 Association Building Feasibility Study for the City of Woodburn APPENDIX C 5. How do you envision the City and the Community working together to make the Association Building a successful development? 6. Focusing on the Association Building, what needs do you see for the downtown marketplace in the following areas? a. Entertainment and Performing space? b. Meeting/ event space? c. Quality upper story office space? d. Latino/other small business assistance and general incubator space? e. Mercado/festival space? 7. What should be done with the plaza space in front of the building? What do you want to see there? 8. What types of incentives do you think are needed to reduce vacancies? 9. Who should the target market be in downtown Woodburn? 10. Should this be a culturally specific district? A non -culturally specific district? Community Engagement Summary: Woodburn Association Building 12 Association Building Feasibility Study for the City of Woodburn APPENDIX C Appendix E: Intercept Survey Instrument (English and Spanish) Woodburn Association Building Intercept Survey Form - English 1. First, quickly about you - do you live in Woodburn? Yes No a. How often do you come to downtown Woodburn? i. Daily/work downtown ii. Once/week iii. Monthly iv. Few times a month v. Few times a year vi. Other 2. For what do you mainly come to downtown Woodburn? 3. What would draw you downtown more often than currently? (If not already a frequent visitor.) (If they live in Woodburn and/or know of the association building, continue, otherwise, get their Zip Code and thank them for their time). 4. We are working specifically on the Woodburn Association Building between the plaza and Front Street. For what uses do you think it could be most beneficially developed? 5. Looking into the future, how do you imagine downtown could look and feel? Community Engagement Summary: Woodburn Association Building 13 Association Building Feasibility Study for the City of Woodburn APPENDIX C Woodburn Association Building Intercept Survey Form - Spanish 1. Antes que nada- t,Vives en Woodburn? Si No a. Con que frecuencia visitas el centro de Woodburn? i. Diario/trabajo en el cenro ii. Una vez a la semana iii. Cada mes iv. Algunas veces al mes v. Alguna veces al ano vi. Otra opcion 2. &ual es la razon principal por la que vienes al centro de Woodburn? 3. &ue to haria visitar mas segudio el centro de Woodburn? (Si no es un visitante frecuente) (Si ellos viven en Woodburn y/o saben a cerca del association building, continua con las preguntas, si no, pideles su codigo postal y dales las gracias por su tiempo.) 4. Estamos trabajando con Woodburn Association Building entre la plaza y la calle Front. Como crees que la comunidad se pueda beneficiar con el desarrollo de ese lugar? 5. Visualizando el futuro, t,Como to imagings que el centro se podria ver? Community Engagement Summary: Woodburn Association Building 14 Association Building Feasibility Study for the City of Woodburn Appendix C: In -Depth Interview Response Synthesis for 26 In -Depth Interviews, Responses, and Woodburn Historic Association Responses 28 In -Depth Interviews - Combined Summary APPENDIX C Type and Tally Kiwanis Group Neighborhood Individual one-to-one conversations were held with leaders of the following organizations or groups, as recommended by City staff as well as by Woodburn City Council. • Capaces Leadership Institute • Chemeketa Community College • City of Woodburn Fire District • City of Woodburn Police Department • Downtown Building Owner and Developer • Downtown Business Owners • Downtown Woodburn Unidos • Estates Golf and Country Club • Farmworker Housing Development Corporation • Historic Neighborhood Association and Planning • Izo Public Relations and Marketing • Latino Business Alliance • Parks Board • Silverton Health • Woodburn Chamber of Commerce • Woodburn Premium Outlets • Woodburn School District • Woodburn Tourism Bureau In addition, members of the Woodburn and French Prairie Kiwanis groups as well as the Woodburn Historic Neighborhood Association filled out in a group setting interview forms. Their responses were combined in aggregate to each count for one stakeholder interview so as not to disproportionately weigh the overall interview summaries. To see a breakdown of all the responses by group, please see the following three portions of Appendix E which separate the tallies and responses of the 26 interviewees, the Kiwanis and WHNA groups. The combined summary is as follows with the top three responses highlighted where possible: What do you like most about living in Woodburn? (8 response types, 58 responses) Do not live in Woodburn — 7 History of Woodburn — 3 Diversity — 7 Mixed -uses — 4 Community— 14 Small town feel — 5 Convenience — 3 Plaza — 1 Community Engagement Summary: Woodburn Association Building 15 Association Building Feasibility Study for the City of Woodburn APPENDIX C How often do you come to downtown Woodburn? (5 response types, 28 responses) Daily/work — 12 3x week — 5 2x week — 4 1x week — 4 Monthly -3 What would draw you downtown more often than currently (if not already a frequent visitor)? What do you envision for a successful downtown? (9 response types, 59 responses) Restoration — 5 Tourism — 3 More people — 3 Themes (i.e. Latino culture, mixed-culture/heritage, honor farmer/farmworker history) — 4 New/Revitalized Businesses — 12 More diversity of businesses / people — 12 Restaurants, places to eat, (sit down, caf6, family dining, more variety) —12 Transit (better transit connections) — 3 Entertainment — 5 What do you think the City should do with the Woodburn Association Building? (Sell it? Develop it? Other ideas?) (7 response types, 44 responses) Sell — 14 Keep — 7 Renovate — 5 Community Use — 14 Business Use - 1 Homage to History of Woodburn — 2 Donate (i.e. to non-profit) — 1 How do you envision the City and the Community working together to make the Association Building a successful development? (8 response types, 48 responses) Work with businesses — 5 Be inclusive — 5 Variety in feedback — 4 Community meetings — 8 Sell the building — 6 Invest time/money in the building — 8 Marketing — 7 Community Engagement Summary: Woodburn Association Building 16 Association Building Feasibility Study for the City of Woodburn APPENDIX C Missing / not sure - 5 Focusing on the Association Building, what needs do you see for the downtown marketplace in the following areas? (8 response types, 80 responses) Entertainment and performing space? - 21 Meeting / event space? - 18 Quality upper story office space? - 18 Latino/other small business assistance and general incubator space? - 12 Mercado/festival space? - 7 Museum - 2 Parking— 1 Not sure/no answer - 1 What should be done with the plaza space in front of the building? What do you want to see there? (11 response types, 51 responses) Child/Family Friendly Community programming— 24 Promote/market it — 3 Not sure/no changes — 2 Renovate it — 5 Add public restrooms — 1 Address criminal activity here — 2 Artwork — 4 Parking — 1 Restaurant — 5 Discuss rent cost — 2 No data/did not answer— 2 What types of incentives do you think are needed to reduce vacancies? (9 response types, 44 responses) Business promotion - 1 Transit/signage - 3 Events — 2 Loans/grants — 8 Marketing — 5 Property management/maintenance — 14 Theme/appearance of downtown - 1 Infrastructure improvements — 5 No data / did not answer — 5 Who should the target market be in downtown Woodburn? (11 response types, 45 responses) Community Engagement Summary: Woodburn Association Building 17 Association Building Feasibility Study for the City of Woodburn APPENDIX C Students — 2 Mix of demographics — 5 Seniors — 1 Residents of Woodburn — 6 Shoppers — 7 Families -4 Latino community -7 Restaurant crowd — 1 Tourists — 5 Everyone — 6 Not sure/no answer — 1 Should this be a culturally specific district? A non -culturally specific district? (3 response types, 28 responses) Non -culturally specific —13 Culturally -specific — 14 No data/ did not answer — 1 Community Engagement Summary: Woodburn Association Building 18 Association Building Feasibility Study for the City of Woodburn APPENDIX C 26 one-to-one In -Depth Interviews - Summary Individual one-to-one conversations were held with leaders of the following organizations or groups, as recommended by City staff as well as by Woodburn City Council. Individuals from these organizations responded in the following manner to the questions in the In-depth Interview and their responses are tallied in aggregate. People were free to state as many reasons as they wished so tallies do not necessarily add up to the total amount of people interviewed. What do you like most about living in Woodburn? Do not live in Woodburn — 7 History of Woodburn — 2 Diversity — 6 Mixed -uses — 4 Community— 12 Small town feel — 3 Convenience — 2 Plaza — 1 How often do you come to downtown Woodburn? Daily/work — 12 3x week — 5 2x week — 5 1x week — 4 Monthly — 3 What would draw you downtown more often than currently (if not already a frequent visitor)? What do you envision for a successful downtown? Restoration — 5 Tourism — 3 More people — 3 Themes (i.e. Latino culture, mixed-culture/heritage, honor farmer/farmworker history) — 4 New/Revitalized Businesses — 12 More diversity of businesses / people — 10 Restaurants, places to eat, (sit down, cafe, family dining, more variety) — 10 Transit (better transit connections) — 3 Entertainment — 5 What do you think the City should do with the Woodburn Association Building? (Sell it? Develop it? Other ideas?) Sell — 12 Keep — 7 Community Engagement Summary: Woodburn Association Building 19 Association Building Feasibility Study for the City of Woodburn APPENDIX C Renovate — 5 Community Use — 14 Homage to History of Woodburn — 2 Donate (i.e. to non-profit) — 1 How do you envision the City and the Community working together to make the Association Building a successful development? Work with businesses — 4 Be inclusive — 4 Variety in feedback — 4 Community meetings — 8 Sell the building — 5 Invest time/money in the building — 7 Marketing — 7 Missing / not sure - 3 Focusing on the Association Building, what needs do you see for the downtown marketplace in the following areas? Entertainment and Performing space? - 19 Meeting / event space? - 17 Quality upper story office space? - 17 Latino/other small business assistance and general incubator space? - 10 Mercado/festival space? - 7 Museum - 2 Parking — 1 What should be done with the plaza space in front of the building? What do you want to see there? Child/Family Friendly Community programming — 21 Promote/market it — 3 Not sure/no changes — 2 Renovate it — 5 Add public restrooms — 1 Address criminal activity here — 2 Artwork — 4 Parking — 1 Restaurant — 4 Discuss rent cost — 2 No data/did not answer — 1 Community Engagement Summary: Woodburn Association Building 20 Association Building Feasibility Study for the City of Woodburn APPENDIX C What types of incentives do you think are needed to reduce vacancies? Business promotion - 1 Transit/signage - 3 Events — 2 Loans/grants — 8 Marketing — 5 Property management/maintenance — 12 Theme/appearance of downtown - 1 Infrastructure improvements — 4 No data / did not answer — 3 Who should the target market be in downtown Woodburn? Students — 2 Mix of demographics — 4 Seniors — 1 Residents of Woodburn — 6 Shoppers — 7 Families -4 Latino community -7 Tourists — 5 Everyone — 5 Should this be a culturally specific district? A non -culturally specific district? Non -culturally specific —11 Culturally -specific — 14 No data / did not answer — 1 Community Engagement Summary: Woodburn Association Building 21 Association Building Feasibility Study for the City of Woodburn APPENDIX C Kiwanis Summary 16 people were interviewed from both the Woodburn and French Prairie Kiwanis Groups. These interviews were conducted in a group setting with members filling out the interview form individually. People were free to state as many reasons as they wished so tallies do not necessarily add up to the total amount of people interviewed. 1. What do you like most about living in Woodburn? ■ Do not live in Woodburn - 2 ■ Diversity — 3 ■ Community -4 ■ Small town feel —10 ■ Convenience — 4 ■ No answer - 2 2. How often do you come to downtown Woodburn? ■ Daily/work — 6 ■ 3x week — 2 ■ 2x week — 3 ■ 1x week — 3 ■ Monthly — 3 3. What would draw you downtown more often than currently (if not already a frequent visitor)? What do you envision for a successful downtown? ■ Restoration — 4 ■ Tourism — 2 ■ New/Revitalized Businesses —3 ■ More diversity of businesses/people —4 ■ Restaurants, places to eat, (sit down, cafe, family dining, more variety) — 8 ■ Entertainment — 3 ■ No response - 2 4. What do you think the City should do with the Woodburn Association Building? (Sell it? Develop it? Other ideas?) ■ Sell — 10 ■ Keep — 2 ■ Renovate — 2 ■ Business use - 3 ■ Lease — 2 Community Engagement Summary: Woodburn Association Building 22 Association Building Feasibility Study for the City of Woodburn APPENDIX C 5. How do you envision the City and the Community working together to make the Association Building a successful development? ■ Work with businesses — 5 ■ Be inclusive — 1 ■ Variety in feedback — 1 ■ Community meetings — 1 ■ Sell the building — 3 ■ Invest time/money in the building — 4 ■ Marketing — 1 ■ Missing / not sure - 6 6. Focusing on the Association Building, what needs do you see for the downtown marketplace in the following areas? ■ Entertainment and performing space? - 4 ■ Meeting / event space? - 2 ■ Quality upper story office space? - 3 ■ Latino/other small business assistance and general incubator space? - 3 ■ Mercado/festival space? - 2 ■ Museum - 2 ■ Parking — 1 ■ Not sure/no answer -7 7. What should be done with the plaza space in front of the building? What do you want to see there? ■ Community programming -5 ■ Not sure/no changes — 1 ■ Restaurant — 3 ■ Parking — 1 ■ No data/did not answer - 10 8. What types of incentives do you think are needed to reduce vacancies? ■ Marketing — 1 ■ Property management/maintenance — 3 ■ Infrastructure improvements — 2 ■ No data / did not answer —11 9. Who should the target market be in downtown Woodburn? ■ Mix of demographics — 2 Community Engagement Summary: Woodburn Association Building 23 Association Building Feasibility Study for the City of Woodburn APPENDIX C ■ Residents of Woodburn — 1 ■ Families — 1 ■ Latino community— 1 ■ No answer/not sure - 10 10. Should this be a culturally specific district? A non -culturally specific district? ■ Non -culturally specific — 7 ■ No data / did not answer -9 Community Engagement Summary: Woodburn Association Building 24 Association Building Feasibility Study for the City of Woodburn APPENDIX C Woodburn Historic Neighborhood Association Summary 10 people were interviewed from Woodburn Historic Neighborhood Association. This interview was conducted in a group setting with members filling out the interview form individually. People were free to state as many reasons as they wished so tallies do not necessarily add up to the total amount of people interviewed. 1. What do you like most about living in Woodburn? ■ Do not live in Woodburn - 1 ■ History of Woodburn — 2 ■ Diversity — 2 ■ Mixed -uses — 1 ■ Community -5 ■ Small town feel — 3 ■ Plaza — 1 2. How often do you come to downtown Woodburn? ■ 3x week — 3 ■ 1x week — 3 ■ Monthly -2 ■ Never — 1 ■ No answer— 1 3. What would draw you downtown more often than currently (if not already a frequent visitor)? What do you envision for a successful downtown? ■ Restoration — 1 ■ Other Businesses - 1 ■ More diversity of businesses / people — 6 ■ Restaurants, places to eat, (sit down, cafe, family dining, more variety) — 5 ■ Entertainment — 1 ■ No answer - 1 4. What do you think the City should do with the Woodburn Association Building? (Sell it? Develop it? Other ideas?) ■ Sell — 10 ■ Keep — 1 ■ Renovate — 1 Community Engagement Summary: Woodburn Association Building 25 Association Building Feasibility Study for the City of Woodburn APPENDIX C 5. How do you envision the City and the Community working together to make the Association Building a successful development? ■ Work with businesses — 1 ■ Be inclusive — 2 ■ Community meetings — 1 ■ Sell the building — 3 ■ No answer - 5 6. Focusing on the Association Building, what needs do you see for the downtown marketplace in the following areas? ■ Entertainment and performing space? - 5 ■ Meeting / event space? - 4 ■ Quality upper story office space? - 3 ■ Latino/other small business assistance and general incubator space? - 6 ■ Mercado/festival space? - 2 ■ No answer— 1 7. What should be done with the plaza space in front of the building? What do you want to see there? ■ Community programming -5 ■ Not sure/no changes — 1 ■ Make it child friendly (i.e. bubbler fountain, activities for kids programmed) — 6 ■ Address criminal activity here — 2 ■ Restaurant — 1 ■ No data/did not answer - 2 8. What types of incentives do you think are needed to reduce vacancies? ■ Loans/grants — 1 ■ Property management/maintenance — 5 ■ Infrastructure improvements — 1 ■ No data / did not answer — 4 9. Who should the target market be in downtown Woodburn? ■ Mix of demographics — 1 ■ Residents — 2 ■ Shoppers — 1 ■ Restaurant crowd — 4 ■ Everyone — 3 Community Engagement Summary: Woodburn Association Building 26 Association Building Feasibility Study for the City of Woodburn APPENDIX C ■ No answer - 2 10. Should this be a culturally specific district? A non -culturally specific district? ■ Non -culturally specific — 8 ■ No data / did not answer — 2 Community Engagement Summary: Woodburn Association Building 27 Association Building Feasibility Study for the City of Woodburn APPENDIX C iiiiiiiiiiiiiiiiiiiiiillillillillillillilliillillillillillillillillillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillilliillillillillillillillilillillilillillillillillillillilliillillillillillillI Appendix D: Intercept Survey Response Type and Tally Synthesis Intercept Survey Response Summary First, quickly about you - do you live in Woodburn? (2 response types, 85 responses) Yes - 62 No -23 How often do you come to downtown Woodburn? (7 responses, 80 responses) Daily/work downtown - 33 3-4 times a week - 10 2 times a week- 8 Once a week- 4 1-3 times a month- 14 Few times a year - 6 Once a year or less - 5 For what do you mainly come to downtown Woodburn? (10 response types, 137 responses) Retail/Shops — 37 Restaurants — 39 Aquatic Center — 7 Public Services (i.e. post office, library, City Hall) —16 Work — 11 Live entertainment — 10 Family activities — 2 Volunteering — 4 Walking around — 8 No answer - 3 What would draw you downtown more often than currently? (If not already a frequent visitor.) (17 response types, 111 responses) More diverse shops and restaurants — 18 More quiet — 2 Live entertainment — 8 Movie Theater — 13 Tavern/Wine bar -2 Health Facility— 1 Youth and Family Activities — 12 Community Events — 10 Bubbler Fountain — 3 More visitors/tourists — 1 Community Education / Youth Education Classes — 1 Community Engagement Summary: Woodburn Association Building 28 Association Building Feasibility Study for the City of Woodburn APPENDIX C Recreation Center/Gym - 1 Cleaner and Safer - 16 Coffee shop / cafe / internet - 1 Bigger market / public market - 2 Better hours (open earlier/later) - 1 No answer- 19 We are working specifically on the Woodburn Association Building between the plaza and Front Street. For what uses do you think it could be most beneficially developed? (12 response types, 124 responses) Pub - 3 Movie Theater - 7 Health Building -1 Parking - 1 Museum - 6 Small businesses - 11 Youth and family activities center - 61 Transit center - 2 Entertainment - 6 Restaurant - 9 Art/ culture center - 2 No answer - 15 Looking into the future, how do you imagine downtown could look and feel? (13 response types, 155 responses) Mixed use/retail - 17 Family and youth friendly- 18 Mixed culture emphasis - 9 Welcoming, calm - 15 Cleaner, safer - 56 Tourists/more people/busier - 13 More Entertainment - 4 Theater - 3 Homeless services - 1 Owners and the city work together - 1 More professional services (i.e. dentist, optometrist, legal) - 6 No change - 3 No answer -9 Community Engagement Summary: Woodburn Association Building 29 Association Building Feasibility Study for the City of Woodburn APPENDIX C Appendix E: Data Analysis Methodology Methodology In-depth interviews and surveys were conducted either in person or over the phone. Interviews and surveys were transcribed by hand and the responses were then hand coded by types of response. The hand -coded responses were then synthesized into simplified tallies organized by types and frequency of responses to questions. This data was then further analyzed to highlight responses in the community and was layered with qualitative information provided by the interviewer and a review of the original transcripts of surveys and interviews. One exception to the data collection was that the two Kiwanis groups and the Woodburn Historical Neighborhood Association were given the in-depth interview as an independent survey to fill out individually at their organizational meetings. As the other in-depth interviews were given to one representative of each organization as identified by the City of Woodburn or City Council the abundance of Kiwanis and WHNA had the potential to influence the analysis by skewing in favor of their organizations opinions rather than being weighted equally amongst the other 26 stakeholder interviews that were conducted. To adjust for this, the Kiwanis and the Historical Neighborhood Association interview sheets that had been filled in were aggregated by organization and then the highest frequency responses from each question was considered as one interview. In this regard, Kiwanis and the WHNA were each considered as one stakeholder interview. They were able to contribute to the overall data analysis with one vote each of their highest frequency responses. Individual breakdowns of how the members of these groups responded is provided in the raw transcripts of the interviews as well as in an individual tally of responses and response frequencies so that the reader can also discern clearly the views of these groups and understand how they were adjusted to the best of our ability to reflect fairness as well as transparency in analysis. The Woodburn Rotary was also interviewed, however, the responses were not collected with sufficient time to include them in the study. Their responses may be found in Appendix A. Additionally, with regard to demographics of those surveyed, twenty-five people were surveyed at the Woodburn Summer Nights event which had an older and predominantly Anglo demographic. Seventeen people were surveyed at the Capaces event which was more mixed in age from youthful to older and was a predominantly Latino demographic. Forty-three people (both in the parade and watching the parade) were surveyed at Fiesta Mexicana, which had a diversity of people, predominantly families of different backgrounds and ethnicities in Woodburn. These demographics are qualitatively noted here for observational purposes only and they were not formally tracked. Survey participants were not asked to identify or disclose their age, sex, race, or ethnicity. Appendix F: Supplemental Information In addition to a clean and safe downtown with a focus on family and youth the other most cited emphasis was on a mixed-use/retail environment for the downtown in the future. These three responses all go together well for a future vision of downtown and may be considered useful in identifying a catalyst -type project for the Association Building to help build that vision. From intercept surveys a particular theme around perceptions of safety was frequently cited. While not directly related to development opportunity and type, these perceptions are critical to understand and address with regard to successful downtown revitalization. Community Engagement Summary: Woodburn Association Building 30 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir 1.0 BUSINESS INCUBATOR OVERVIEW 1.1 Business Incubator Concepts and Models The National Business Incubation Association (NBIA) broadly defines a business incubator as a comprehensive business assistance program targeted to startup and early stage firms with the goal of improving their chances to grow into healthy, sustainable companies. An estimated 1,250 incubators operate nationwide. While business incubators are generally intended to nurture young businesses, the types of clients served, organizational structures, and services vary significantly. See Appendix A for answers to basic questions about business incubators. Incubators are different from other business assistance and economic development efforts. The U.S. Small Business Administration's Small Business Development Centers, for example, are required by law to work with any small-business owner who contacts them, regardless of the company's viability or stage of development. Research/Technology parks are usually not interested in startups but in larger companies that can partner with the sponsoring institution. Incubation programs, on the other hand, focus on start-up and early-stage companies, screen prospective clients for their likelihood of success and provide continuing, not episodic, support. However, many incubation programs partner with SBDCs to avoid duplication of services in a region. Incubator sponsors — organizations or individuals who support an incubation program financially — may serve as an incubator's parent or host organization or may simply make financial contributions to the incubator. According to a survey by the NBIA, most incubator sponsors are academic followed by economic development organizations. Almost one-fifth of U.S. incubators have no sponsor or host organization. See chart below. Services may include management assistance, access to financing, business and technical support, shared office services/equipment and flexible/affordable leases. Motivations for developing incubators range from local job creation, to economic diversification, to "spinning off" technology from local universities and colleges. • Nearly 32 percent of North American business incubators are sponsored by academic institutions. • 25 percent are sponsored by economic development organizations. • 16 percent are sponsored by government entities. • 4 percent are sponsored by other types of organizations. • 4 percent of business incubators are "hybrids" with more than one sponsor. • 4 percent are sponsored by for-profit entities. • 15 percent of incubators have no sponsor or host organization. Source: NBIA Most North American business incubators are nonprofit organizations devoted to economic development. More than half of all incubators (54%) are mixed-use, assisting a wide range of start-up companies. One-third focuses on technology businesses. Other incubators serve primarily manufacturing firms, service businesses, or niche markets such as arts and crafts or specialty foods. About 53 percent of North American incubators are located in urban areas and 28 percent are in rural areas. While success of urban incubators has applicability across the board, this research emphasizes the characteristics and success elements of rural incubators, which have a unique set of market factors. Association Building Feasibility Study for the City of Woodburn APPENDIX D fir Statistical studies over the last two decades indicate that incubators have a direct positive impact on local economies and tax revenue growth. According to the National Business Incubation Association (NBIA), the survival rate of businesses that graduate from an incubator is 80 percent. Extensive pre- planning for the facility, to be sustained through a leader with strong expertise in the cycles of successful business provides an essential foundation if future success is to be achieved. 1.2 Rural Business Incubators Throughout the nation, many small town and rural communities are turning to business incubators or similar concepts as a key strategy for economic expansion and diversification. Incubator development is increasingly recognized as one strategy to combat dwindling populations and declining employment and tax bases in rural America. Limited population and/or resources often dictate more creative approaches to rural incubator development. Clients of rural incubators are often entrepreneurs who would like to tie into existing major employers in the area; those who moved away for work but have always wanted to return home; young people searching for a way to remain in a small town; young professionals desiring a small town for quality of life; and immigrants who have a high rate of entrepreneurship than. While incubators typically provide office space to clients, rural incubators often forgo the traditional real estate model and have achieved success by establishing "hub" satellite programs that network incubators throughout a region, incubators -without -walls that operate free of real estate or locations within public servicing agencies or universities/colleges that provide services to the incubator. Successful operation of incubators in small town is an ongoing challenge. Limited budgets often impact the quality of management and level of service. An incubator manager compensation study conducted by the NBIA found that the median annual pay of top executives of rural incubators was only 71% of that earned within the overall industry. A key for rural incubators is to identify services that are already available in the region and provide in-house services that are not already accessible within the immediate area. Networking is often a key component of rural incubators, linking rural entrepreneurs to capital sources, colleges/universities and business development service providers. To better understand the issues and obstacles facing rural incubators, the NBIA, in collaboration with the Ohio University College of Business conducted a study of selected rural incubators. The research found that top performing incubators generally: • Operated under a clearly defined and realistic mission • Conducted a feasibility study prior to start-up that identified size and composition of client base, anticipated revenues/expenses and prospective clients • Organized/scaled the facility appropriately to serve areas with low populations • Secured community/political buy -in • Complied with widely accepted incubator best practices • Adequately compensated management • Networked or were in the process of building networks Typical of rural incubator programs, managers at top performing programs reported that major obstacles facing their clients included: insufficient financing, lack of entrepreneurial background and 2 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir expertise, inadequate management teams, limited access to relevant networks and difficulty accessing networks due to distance. Top -performing incubator programs generally provided a large majority of the services below. • Accounting/financial management • Assistance with e-commerce. • Assistance with manufacturing practices, processes and technology • Assistance with product design and development practices, processing and technology • Comprehensive business training • Federal procurement assistance • General legal services • Help accessing commercial bank loans • Help accessing noncommercial loan funds/loan guarantee programs 1.3 Incubator Examples • Help with business basics • Human resources/personnel development • International trade assistance • Internet access and • Linkages to angel/venture capital investors • Linkages to higher education • Management team development • Marketing assistance • Networking activities among incubation program clients • Regulatory compliance • Shared administrative/office services Oregon is home to several business incubators though no two are alike. Two well established somewhat conventional incubators include the Open Technology Business Center in Beaverton, focused on tech startups to Coos Curry Douglas (CCD) Business Incubator, North Bend serving commercial/light manufacturing operations. Several other incubators have started up in Portland in recent years including the Portland Incubator Experiment (PIE), a partnership among leading brands, technology innovators, and Wieden+Kennedy — the largest privately held advertising and communications company in the world. PIE serves as a hub for community, entrepreneurship, and creative thinking and sees itself as a collaborative center where brands, tech, and culture meet to explore and redefine brand experiences. KitchenCru is another Portland incubator offering shared -use community kitchen and a focus on culinary industry. It supports culinary entrepreneurs in developing, operating, and growing a successful business. A third incubator, called HATCH and sponsored by the nonprofit Springboard Innovation, focuses on launching and supporting enterprises that improve and sustain communities. HATCH is also the name of a 4,000 square foot business incubator in downtown Springfield, sponsored y the Neighborhood Economic Development Corporation ( EDCO) and is largely focused on food entrepreneurs. In part, this is due to the Sprout Marketplace that NEDCO has developed in downtown Springfield. Sprout is a Year-round indoor/outdoor market for farm fresh eggs and cheese, local meats and fish, fresh vegetables, fruits, and artisan goodies. ...................................................... 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir 2.0 BEST PRACTICES OF BUSINESS INCUBATORS The National Business Incubation Association (NBIA) board of directors developed a set of industry guidelines to help incubator managers better serve their clients. Subsequent NBIA research has consistently shown that incubation programs that adhere to the principles and best practices of successful business incubation generally outperform those that do not. 2.1 Principles and Guidelines The following industry guidelines are replicable and broadly applicable to incubation programs around the world, regardless of their focus or mission. Two principles characterize effective business incubation: 1. The incubator aspires to have a positive impact on its community's economic health by maximizing the success of emerging companies. 2. The incubator itself is a dynamic model of a sustainable, efficient business operation. Model business incubation programs are distinguished by a commitment to incorporate industry best practices. Management and boards of incubators should strive to: • Commit to the two core principles of business incubation • Obtain consensus on a mission that defines the incubator's role in the community and develop a strategic plan containing quantifiable objectives to achieve the program mission • Structure for financial sustainability by developing and implementing a realistic business plan • Recruit and appropriately compensate management capable of achieving the mission of the incubator and having the ability to help companies grow • Build an effective board of directors committed to the incubator's mission and to maximizing management's role in developing successful companies • Prioritize management time to place the greatest emphasis on client assistance, including proactive advising and guidance that results in company success and wealth creation • Develop an incubator facility, resources, methods and tools that contribute to the effective delivery of business assistance to client firms and that address the developmental needs of each company • Seek to integrate the incubator program and activities into the fabric of the community and its broader economic development goals and strategies; support the community and community will support you • Provide Comprehensive Services —The more services an incubator provides, the more incubated companies will gain from the program. In rural areas, incubated companies are more likely to lack entrepreneurial and business skills and will require an array of services. The types of services most frequently offered by incubators include: general management advising, business planning and implementation, networking activities, office services, assistance in obtaining financing, marketing assistance, financial accounting services, technology consulting and legal and intellectual property assistance Develop stakeholder support, including a resource network, that helps the incubation program's client companies and supports the incubator's mission and operations Maintain a management information system and collect statistics and other information necessary for ongoing program evaluation, thus improving a program's effectiveness and allowing it to evolve with the needs of the clients 11 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir 2.2 Why incubators fail? Most incubators fail because they do not adhere to the best practices identified by the industry and the following specific reasons: • Expecting too much too quickly • Selecting the wrong manager • Overestimating the incubator's role • Overspending • Failure to leverage resources ................................................ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3.0 WOODBURN INCUBATOR MARKET POTENTIAL The potential success of a business incubator located in the Association Building or in any other prime location in Woodburn is dependent on numerous factors from the size of the marketplace to preparation and implementation of solid business plan. This section of the assessment focuses on the size and nature of the marketplace. However, it is beyond the scope of this assignment to identify specific prospects/candidates for a Woodburn incubator. It also takes a preliminary look at a focused sub -market, artists and crafters. 3.1 Socioeconomic Characteristics As background to understanding the overall marketplace in Woodburn, the exhibit that follows provides a snapshot of population characteristics in a 10 and 20 -minute drive time. Important facts include: • Population growth in the market areas is strong, above the state average. • Median household incomes in both market areas are below the state average. • Average age is significantly lower than the average for Oregon overall. • The Hispanic/Latino population is significantly higher (nearly 4X as high in the 10 -minute market) than the state as a whole. • Educational attainment is higher in both market areas looking at population with a high school degree or greater. Of special importance to the potential for a business incubator is the concentration of Latinos in the Woodburn area. A new report from the Kauffman Foundation states that nearly 20% of U.S. residents who opened new businesses in 2012 were Latinos. The new study says that even though entrepreneurship has declined in numbers nationally, the amount of Latino entrepreneurs has doubled since 1996. The Latino rate is higher than the rate for African-Americans, Asians and whites. According to Portland State University's Population Research Center, Region 3 - including Marion, Polk, and Yamhill counties - grew at nearly the same pace as Oregon between 2011 and 2012. Region 3 has some unique population characteristics compared with other workforce regions in Oregon. It has a higher percentage of young people, one of the highest birth rates in the state, and a large fast-growing Hispanic population. 5 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir Region 3 had 497,670 residents as of July 1, 2012 - an increase of 3,705 (+0.8%) from July 1, 2011. Marion County accounts for two-thirds of the region's residents, with a population of 320,495. WOODBURN DEMOGRAPHIC SNAPSHOT 2012 Demographic Indicator Local Market Area 10 Minute Drive Time Greater Market Area 20 Minute Drive Time State of Oregon Population 2012 (estimate) 33,273 166,260 3,899,159 2017 (forecast) 34,889 172,207 4,063,1 19 Avg. Ann. % Change ('00 to '12) 1.58% 1.30% 1.16% Avg. Ann. % Change ('12 to ' 17) 0.977o 0.72% 0.847o Households 2012 (estimate) 10,109 58,660 1,542,736 2017 (forecast) 10,605 60,815 1,617,261 Avg. Ann. % Change ('00 to '12) 1.66% 1.377o 1.31% Avg. Ann. % Change ('12 to ' 17) 0.98% 0.73% 0.977o Average Household Size 3.24 2.79 2.47 Median Household Income $39,052 $45,174 $47,661 Median Age (Years) 31.6 33.8 38.7 Race & Ethnicity Percent White Alone 61.9% 73.77o 83.1% Percent Other Race/2+ Races 38.1% 26.3% 16.9% Percent Hispanic 55.5% 32.47o 12.3% Educational Attainment (2005-2009) No High School Diploma 35.3% 21.6% 37.1% High School Diploma/Some College 47.0% 50.47o 45.77o Associate Degree 6.0% 8.2% 5.5% Four Year Degree or More 11.77o 19.8% 11.77o Source: ESRI BIS 2 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir 3.2 Business and Employment Characteristics The Oregon Employment Department reports that in 2011 Woodburn was home to 584 establishments and 8,132 workers with an average annual pay of $32,568, which was lower than the average for Marion County ($37,373) and Oregon ($43,077). The largest sector by employment in Woodburn was retail trade, employing approximately 25 percent of the total employment. Indications of the overall small business marketplace are the total number, employment size and growth in business units. Total covered' employment in Woodburn in 2011 was 8,132, increasing 8.8% from 7,098 in 2003. From 2010 to 2011 employment in Woodburn grew almost 3 percent compared with Marion County which lost 1.2 percent and to Oregon which grew by 1.2 percent. Employment growth in Woodburn has also outpaced Marion County and Oregon since 2003. Over a nine year period (2002-2011), the total number of reporting business units in the Woodburn zip code grew from 534 to 579. In 2011, 46% of all establishments are very small businesses with 1-4 employees. Number of Establishments by Employment -Size Class in ZIP Code 97071 Source: US Census Bureau, County Business Patterns Historically and today, Marion County's unemployment rate is somewhat higher than the state's as a whole. July 2013 figures were 8.6%, compared to 8.0% for Oregon. Woodburn's unemployment in July 2013 was 8.4% down from 10.4% in January 2013. Another indicator of entrepreneurial activity is the percent of self-employed workers by area. The American Community Survey (ACS) provides self-employment estimates by industry and occupation. Within the City of Woodburn, the number of self-employed business workers in their own not incorporated business workers is 526 or 5.7% compared to 6.8% for Marion County and 8.3% for Oregon. This ACS figure is trended over 2007-2011. ' Covered employees are able to qualify for unemployment insurance. 7 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 1-4 255 255 254 271 299 286 294 269 257 267 5-9 122 119 144 137 141 153 141 140 139 130 10-19 83 90 92 91 90 90 92 87 99 101 20-49 51 47 47 52 54 60 64 63 54 54 50-99 15 13 15 17 19 19 16 13 18 20 100-249 5 4 4 6 4 5 7 6 4 3 250-499 1 1 1 1 2 1 1 1 4 4 500-999 2 3 2 1 1 2 2 2 0 0 1000 or more 0 0 0 0 0 0 0 0 0 0 Total 534 532 559 576 610 616 617 581 575 579 Source: US Census Bureau, County Business Patterns Historically and today, Marion County's unemployment rate is somewhat higher than the state's as a whole. July 2013 figures were 8.6%, compared to 8.0% for Oregon. Woodburn's unemployment in July 2013 was 8.4% down from 10.4% in January 2013. Another indicator of entrepreneurial activity is the percent of self-employed workers by area. The American Community Survey (ACS) provides self-employment estimates by industry and occupation. Within the City of Woodburn, the number of self-employed business workers in their own not incorporated business workers is 526 or 5.7% compared to 6.8% for Marion County and 8.3% for Oregon. This ACS figure is trended over 2007-2011. ' Covered employees are able to qualify for unemployment insurance. 7 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir Employment concentrations while not directly linked to entrepreneurship are important assets to build upon in helping entrepreneurs serve existing industry. One way to compare the local economy to the state or nation and to measure the importance of a local industry sector is to measure employment concentration. An industry's location quotient measures the concentration of employment in one area relative to a larger reference area. When examining industry location quotients for a county, the reference area could be the state or nation. The highest location quotients for Marion, Polk, and Yamhill counties are in the natural resources and mining sector, mainly focused on forestry. Employment in this sector is roughly five times more concentrated in Marion County compared to the nation. Retail trade and health care and social assistance tie for the second highest location quotients in Marion County, though the concentrations are essentially similar to those nationwide. Though manufacturing employment in Marion County is less concentrated than that nationwide, employment in food manufacturing, which is the county's largest manufacturing industry, is roughly three times more concentrated. Marion and Polk counties also have relatively high concentrations of employment in the government sector, resulting from the state offices in Salem, and Western Oregon University and tribal government in Polk County. Employment Projections for Oregon Employment Department's Region 3, Marion -Polk -Yam hill Counties for 2010-2020 show the largest increase in educational and health services, professional business services, durable goods manufacturing and construction. 3.3 Business Reeistration New business licenses to operate within in the City of Woodburn are another indication of the entrepreneurial climate in a community. Based on recent registrations, Woodburn has healthy start up activity. The City of Woodburn reports that the total number of new registrations for the three year period of 2010- 2012 is 680. Of that, 48% or 326 are contractors (majority located outside the City), 37% or 252 are brick -and -mortar inside the City, and 15% or 102 are home occupant businesses. Home-based businesses are often candidates for business incubators. The City of Woodburn noted that Landscaping and Janitorial Services accounted for half of the home occupations in the 2010-2012 timeframe. The balance included a wide range of services. Auto sales (2) Health and nutrition Bookkeeping consultant & products (3) Branding consultant Jewelry (2) Clothing alterations Machine embroidery Computer services (4) Massage therapy (3) Decorations Mobile auto detailing, repair, Deliveries (3) glass replacement (3) Educational services Mobile motorcycle repair Estate sales Motorcycle rental Floral arrangements Office services Garden equipment Online art sale Handyman (2) Pallet repair Party planning Pet sitter Photography Pool cleaning Power washing Private investigator Product design consultant Salon/barber shop (4) Scrap metal transportation Senior care (2) Spa repair Telecom services Weatherization Weight management (2) Association Building Feasibility Study for the City of Woodburn APPENDIX D fir 3.4 Stakeholder Interviews Marketek interviewed representatives of key organizations with their fingers on the pulse of the local entrepreneurial climate. These include: MERIT, NEDCO, Chemeteka's SBDC, PCUN, Woodburn Arts and Communication Academy and an entrepreneur support consultant working with several organizations in Woodburn. In addition, Marketek reviewed the 2012 report, (Woodburn) Latino Small Business and Downtown Development prepared by the University of Oregon Economic Development Administration Center. Key themes of the interviews follow: • The needs and interests of Latino business owners related to business assistance are significant and include: access to capital, access to mainstream financial services, culturally -specific business technical assistance and financial capability training. • The need for hands on business support has been observed over a long period of time and is deemed to be high based not only on the research and field work of the University of Oregon, NEDCO and MERIT, but also the local banking community and the Woodburn Chamber of Commerce. • There is strong support for entrepreneurial and small business support services • While demand is strong, business incubators are often not self-sustaining and require a base of at least three years of financial support. • Downtown Woodburn is an excellent location for business support services and/or an incubator. It is the 'calling card' for tourism and new industry and is also home to a large concentration of micro enterprise. • Ideally, an incubator in the Association Building would have some ground floor retail presence – possibly arts/crafts or coffee—and leave at least 50% or more space for entrepreneurs. • Incubators with an industry focus often have a greater chance of success. Woodburn may have potential for an arts and crafters incubator that includes workspace, locker room and retail storefront. • A strong network of business assistance organizations exist in the Woodburn area to support start- ups and early stage businesses. Both NEDCO and MERIT have explored Latino -focused business services. At this time, NEDCO's proposal for a business assistance program, called the Siembra to Futuro is not active. MERIT, however, has worked on its plan to serve the start-up/micro business community for well over a year and is initiating a technical assistance program with a full time staff member in fall 2013 based at the Farmworker Housing Development Corporation offices. They will begin with an office, work area and classroom but no incubator space. They hope to serve 50 clients in the first year of operation. MERIT staff commented that they would really like to be based in downtown and long term they envision having a physical incubator location. 0 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir The potential for an Arts & Crafts -focused incubator was explored with stakeholders who are working locally with and understand the perspective of artists. The consensus is that there are a relatively large and growing number of artists in Woodburn and that downtown would benefit from and draw people to an arts/culture destination. One individual envisions a multi-purpose arts incubator with visual arts, music and dance/theatre. Others are more focused on an incubator focused on visual arts. All agree that a retail coffee shop and arts cooperative on the ground floor would be beneficial. A common workspace, artist lockers and numerous artist studios would be other key characteristics. Costs would need to be kept low per artist (<$250/month.) Portland has numerous models of art studios and cooperative space that should be researched if the arts become a focus, including: Open Studios, North Coast Seed, 100th Monkey Studio and several others. ...................................................... 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4.0 COMMUNITY ASSESSMENT In addition to clarifying the potential market demand for a business incubator, it is equally important to understand the existing business and entrepreneurial resources in Woodburn/Marion County to help identify potential gaps in services. Numerous organizations exist to serve Woodburn's small and micro business community with technical assistance, marketing and financial support. Below are key players: • Chemeketa Community College Small Business Development Center • Latino Business Alliance of Willamette Valley • Mid -Willamette Valley EDD • City of Woodburn Urban Renewal Agency • Oregon Employment Department • MERIT - Microenterprise Resources, Initiatives, and Training Statewide, two organizations are well established to serve business start-ups: Oregon Entrepreneur Network (CEN) and Oregon Micro Enterprise Network (OMEN). Kiva recently began working in Oregon after being mainly focused on microenterprise lending in poverty stricken countries. It is an online entrepreneur lending platform that raises money from the public in support of local entrepreneurs. 4.1 Community Readiness The Asia Pacific Incubator Network (APIN), a regional association of business incubators, recommends that localities answer the following questions before taking steps to develop an incubator in their community: 1. Clarity regarding: What is the problem or opportunity in your community that an incubator would be intended to solve? Is there a catalyst in your community that serves, or could be positioned to serve, as a source of new ventures (e.g., a university, a federal laboratory or a key company or industry cluster)? 3. Do you have a group of committed community stakeholders who will work to bring an incubator project through the development and implementation stages? 10 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir 4. Do you have a critical mass of entrepreneurs and a steady stream of start-ups clamoring for assistance? 5. Do you have multiple sources of professional services with experience in assisting early stage companies, including both private firms and public -sector organizations willing to work in a collaborative manner? 6. Do you have the capital it takes to launch and sustain an incubator operation? 7. Are there local capital providers that are committed to funding early stage companies? 8. Are key industry leaders committed to making financial and professional contributions on a long-term basis?" Based upon the key questions noted above and other important characteristics identified as keys to success for a business incubator facility, Woodburn was evaluated on a preliminary basis against the factors listed in the exhibit below. Key for Rating S = Strength W= Weakness N = Neutral Woodburn Business Incubator Analysis — Strengths & Weaknesses IncubatorsWhat .... Mission Clear purpose and intent N The City would like a vibrant, active space and is eager for economic development downtown. More work needs to be done to define the exact purpose of an incubator. Market Critical mass of entrepreneurs N The numbers are strong, but the personal commitment to and interest in full time family wage employment among the entrepreneur population is unknown. Strong interest in/need for S MERIT and partners are actively serving incubator facility micro -enterprise and small business and has expressed interest in an incubator building. Strong interest in/need for S Community and economic development incubator services organizations have conducted on the ground research and are optimistic of demand for services. 11 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir Woodburn Business Incubator Analysis — Strengths & Weaknesses IncubatorsWhat .... Community priority for economic N While the City is eager, it is not apparent development that other community or political leaders are actively encouraging the incubator as a top priority. Organization Individual Champion W A willing, passionate and able champion has not stepped forward to sell the incubator vision, but candidates exist. Committed Team N Local resource providers are working hand in glove to provide support services but are not currently focused on making an incubator facility happen. Organizational Resources N If job creation can be demonstrated, organizational funds may be available through private foundations. Requests for staff funding need to be very convincing. Incubator Resources Facility S The Association Building is an appropriate size and location for an incubator space providing good visibility, access, etc. Development Funds N 0 With a strong incubator business plan, state and federal funds may be tapped for at least for a portion of facility development. Operations & Maintenance Funds W 0 No strong, visible support from the market place (users) or indication of willingness to pay to support O&M. More research needed. Business Assistance Resources Organizations S 0 Woodburn has a very good base of business resources for a small community as noted in the introduction to this section. Professionals (CPAs, business N 0 Local professional service providers were consultants, banks, etc.) not directly contacted about their interest/willingness to provide special or discounted services to start-up companies Venture Capital/Start- N 0 OMEN, Kiva, OEN are potential resources up/Expansion Capital although they are not active in Woodburn at present. 12 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir 5.0 NEXT STEPS Woodburn has a growing population and employment base and a large number of Latino and other entrepreneurs who are in great need of business support services, according to business assistance organizations. A business incubator concept should be explored further through the following steps: 1. Organize an Incubator Core Planning Team to: • Shape the vision of the project • Identify sponsors and co-sponsors • Identify organizations, groups and valuable contributors to involve • Explore and make key planning decisions which will help in the further definition and refinement of the project such as artist support for an arts/crafts incubator • Provide the development team or consultant with introductions to key individuals and organizations in targeted industries • Recommend potential funding strategies 2. Create a business and marketing plan that answers key questions. Preliminary ones appear o Market ■ What is the highest priority, target markets for the incubator? What is known about the stage of development, technology intensity, or business support needs of these targeted firms? ■ From which sources (e.g., college faculty, corporate spin -outs, industry associations, the entrepreneurial community, etc.) will the bulk of incubator candidates be drawn? ■ By what timetable will incubator space and services be available? ■ What mix of on-going marketing activities and promotion will attract clients and tenants? o Management ■ Will a nonprofit be established to manage the incubator or does one exist who will take it on? What role will the City play? ■ What does the sponsor or any other potential stakeholder expect by way of outcomes from the incubator's activities? How will success be defined? ■ Which legal entity and organization structure will achieve the expected outcomes? Are those expectations aligned with the financial commitments being made? 13 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir o Funding ■ Create a detailed development and operations budget. ■ Identify likely sources for development and start up phases. ■ Note the following guidelines: (i) Establishing a nonprofit entity will offer widest range of funding options (ii) Expect one year of planning if targeting federal funds (like EDA) (iii) Raise enough initial money to cover 18 -months of operations (iv) Do not plan on federal/state funding support beyond 3 years Source: 2012 State of the Business Incubation Industry ...................................................... 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 APPENDIX A Frequently Asked Questions What ° are business incubators? Business incubators nurture the development of entrepreneurial companies, helping them survive and grow during the start-up period, when they are most vulnerable. These programs provide their client companies with business support services and resources tailored to young firms. The most common goals of incubation programs are creating jobs in a community, enhancing a community's entrepreneurial climate, retaining businesses in a community, building or accelerating growth in a local industry, and diversifying local economies. The term "business incubator' gained popularity in the media with the explosion and subsequent demise of so-called Internet incubators between 1999 and 2001, but the business incubation model traces its beginnings to the late 1950s. How many business incubators are there? As of October 2012, there were over 1,250 incubators in the United States, up from only 12 in 1980. NBIA estimates that there are about 7,000 business incubators worldwide. The incubation model has been adapted to meet a variety of needs, from fostering commercialization of university technologies to increasing employment in economically distressed communities to serving as an investment vehicle. a�°ent t°„ as o business i � � .. 7h . � � incubators? What a�°a the .�.� Incubation programs come in many shapes and sizes and serve a variety of communities and markets: Most North American business incubators (about 93 percent) are nonprofit organizations focused on economic development. About 7 percent of North American incubators are for-profit entities; usually set up to obtain returns on shareholders investments. 54 percent are "mixed-use," assisting a range of early-stage companies. 37 percent focus on technology businesses. 14 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir • About 6 percent focus on service businesses, serve niche markets or assist other types of businesses. • 3 percent serve manufacturing firms. • About 47 percent of business incubators operate in urban areas, 28 percent operate in rural areas and about 25 percent operate in suburban areas. How do business incubators The U.S. Small Business Administration administers the Small Business Development Center (SBDC) program to provide general business assistance to current and prospective small business owners. SBDCs (and similar programs) differ from business incubators in that they do not specifically target early- stage companies; they often serve small businesses at any stage of development. Some business incubators partner and share management with SBDCs to avoid duplicating business assistance services in a region. incubatorsHow do business differfrom co wor*ing spaces? Co -working spaces offer a gathering point for independent contractors and freelancers who want to eliminate the isolation of working from home or wish to collaborate with other freelancers. Some may also offer networking opportunities and basic technical assistance. While the primary value of co - working is the interaction with other professionals, the primary value of an incubation program is its mix of business assistance services specifically targeted to emerging companies. Those services generally extend well beyond networking and basic technical assistance. How do business incubators differfrom business accelerators? People sometimes use the term business accelerator as another term for business incubator in an attempt to differentiate themselves in the market. During the dot-com boom that occurred around 2000, numerous terms like "accelerator' emerged to describe business incubation programs. In the current market, many of these terms have fallen away, but accelerator remains a relatively popular term to describe business incubation programs. What ° makes a business incubator at°or sus°s°as.:w.fum To lay the groundwork for a successful incubation program, incubator developers must first invest time and money in a feasibility study. An effective feasibility study will help determine whether the proposed project has a solid market, a sound financial base and strong community support — all critical factors in an incubator's success. Once established, model business incubation programs commit to industry best practices such as structuring for financial sustainability, recruiting and appropriately compensating management with company -growing skills, building an effective board of directors, and placing the greatest emphasis on client assistance. How do incubators balb start tips bat° ;, unding? Incubators help client companies secure capital in a number of ways: • Managing in-house and revolving loan and microloan funds 15 Association Building Feasibility Study for the City of Woodburn APPENDIX D fir • Connecting companies with angel investors (high -net -worth individual investors) • Working with companies to perfect venture capital presentations and connecting them to venture capitalists • Assisting companies in applying for loans How do incubators contribute to local aril regional a onondai„ Incubator graduates create jobs, revitalize neighborhoods and commercialize new technologies, thus strengthening local, regional and even national economies. NBIA estimates that in 2011 alone, North American incubators assisted about 49,000 start-up companies that provided full-time employment for nearly 200,000 workers and generated annual revenue of almost $15 billion. Source: 2012 State of the Business Incubation Industry Business incubators reduce the risk of small business failures. Historically, NBIA member incubators have reported that 87 percent of all firms that have graduated from their incubators are still in business. Source: Business Incubation Works Why are business incubators worthy of government subsidies? Government subsidies for well-managed business incubation programs represent strong investments in local and regional economies. Consider these returns: • Research has shown that for every $1 of estimated public operating subsidy provided the incubator, clients and graduates of NBIA member incubators generate approximately $30 in local tax revenue alone. • NBIA members have reported that 84 percent of incubator graduates stay in their communities. Do business incubators that receive to al. unding andfor tax ° abatements°ompete unfairly with local landlords? No. Business incubators actually contribute to the long-term viability of the local real estate market. Incubation programs graduate strong and self-supporting companies into their communities, where these companies build, purchase or rent space. Because incubated companies are more likely to succeed than non -incubated firms, landlords of incubator graduates face far less risk than they otherwise would. Also, while they're in the start-up phase, incubator client companies can obtain flexible space and leases that are more appropriate to their stage of growth than they could on the commercial market. Source: Business Incubation Works 16 Association Building Feasibility Study for the City of Woodburn APPENDIX E Feasibility Study Area $ / SF Total Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -13 Woodburn Association Building 02 Brew Pub Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -13 Woodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -13 Constructive Form Architecture & Design LLC 10,000 sf 133.10 1,331,000 Tigard, Oregon 97223-8489 Print Time: 5:02 PM Concept Budget Estimate - 1.2 01 Baseline Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Cost DIRECT CONSTRUCTION COST SUMMARY Component Area $ / SF Total 01 Baseline 10,550 sf 40.76 $430,000 02 Brew Pub 9,428 sf 128.24 1,209,000 Total DCC 9,428 sf 173.84 / sf $1,639,000 01 Baseline 10,550 sf 40.76 430,000 03 Mixed -Use / Incubator 10,000 sf 133.10 1,331,000 Total DCC 10,000 sf 176.10 /sf $1,761,000 01 Baseline 10,550 sf 40.76 430,000 04 Community Use 9,700 sf 137.32 1,332,000 Total DCC 9,700 sf 181.65 / sf $1,762,000 ALTERNATES A Alternate - Base - Add insulation to remainder of Slab Add ± $9,000 B Alternate - Base - Add 1/2" plywood Roof Sheathing Add ± 12,000 C Alternate - Brewery - 10,000 Kw Solar PV Add ± 95,000 D Alternate - Brewery - Solar Thermal System Add ± 25,000 E Alternate - Brewery - LEED Platinum Add ± 133,000 F Alternate - Mixed -Use / Incubator - LEED Platinum Add ± 133,000 G Alternate - Community Use - LEED Platinum Add ± 133,000 The above estimates are for direct construction cost only. They do not include furnishings & equipment, architect and engineer design fees, consultant fees, inspection and testing fees, plan check fees, state sales tax, hazardous material testing and removal, financing costs, nor any other normally associated development costs. The above estimates assume a competitively bid project, with at least three qualified bidders in each of the major sub -trades as well as the general contractors. The above estimates assume a construction start date of: Today's Cos If the start of construction is delayed beyond the date above, the estimates must be indexed at a rate of 3 to 4% per year compounded. This is a probable cost estimate based on in -progress documentation provided by the architect. The actual bid documents will vary from this estimate due to document completion, detailing, specification, addendum, etc.. The estimator has no control over the cost or availability of labor, equipment, materials, over market conditions or contractor's method of pricing, contractor's construction logistics and scheduling. This estimate is formulated on the estimators professional judgment and experience. The estimate makes no warranty, expressed or implied, that the quantities, bids or the negotiated cost of the work will not vary from the estimators opinion of probable construction cost. The above costs are rounded to the nearest 1,000. Executive Summary - Page 1 Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study 1,800 Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building 0.15 Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 Voodburn, Oregon allowance 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 ;onstructive Form Architecture & Design LLC 1,500 Tigard, Oregon 97223-8489 Print Time: 5:02 Pi ;oncept Budget Estimate - 1.2 2,110 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co: Estimate Quantity Unit Cost/ Unit Cost Sub -totals I Comments demolition remove slab on grade cut in new stair openings cut in new skylight openings remove roofing misc. temp work / cut / patch / protect haul & disposal Sub -total earthwork remove sub base for insulation haul & disposal fine grading of slab sub base supplemental gravel sub base vapor barrier mobilization Sub -total concrete 4" slab on grade sealer stair pan fill Sub -total metals steel pan stair rigging guardrail / handrail wall handrail roof ladder elevator pit ladder misc. Sub -total carpentry misc. blocking 2 x 6 stud @ plaza & front st. walls infill floor framing @ upper level 6x6post 6 x 12 beam 5-1/8" x 12" glb simpson strap + blocking drag struts 5/8" plywood floor sheathing new roof joists 4x10 simpson strap + blocking allow for block out @ large skylight simpson strap + blocking rigging / hoisting hardware & fasteners Sub -total 4,740 sf 360 sf 120 sf 4,947 sf 10,550 sf 1 sum 10,550 sf 6.9 cy 6.9 cy 4,740 sf 29 cy 5,214 sf 1 sum 10,550 sf 4,740 sf 4,740 sf 2 flight 10,550 sf 2 flight 2 sum 112 If 26 If 1 ea 1 ea 10,550 sf 10,550 sf 10,550 sf 256 sf 131 sf 48 vlf 27 If 40 If 76 If 55 If 4,520 sf 224 If 20 If 42 If 70 If 52 If 1 sum 1 sum 10,550 sf 2.50 11,850 5.00 1,800 4.00 480 1.00 4,947 0.15 1,583 3,098.93 3,099 $23,758 50.00 343 0.55 50.00 343 2,500 0.50 2,370 8,500.00 50.00 1,450 allowance 0.25 1,304 30.00 1,500.00 1,500 850 0.69 /sf $7,310 0.20 5.50 26,070 0.55 2,607 1,250.00 2,500 2.96 /sf $31,177 8,500.00 17,000 1,000.00 2,000 85.00 9,520 30.00 780 850.00 850 360.00 360 0.20 2,110 3.09 /sf $32,620 0.15 2.55 12.00 17.25 27.00 19.22 7.25 20.00 1.80 8.25 15.83 7.25 35.00 7.25 1,000.00 643.62 ►CAVA moi 1,583 653 1,572 828 729 769 551 1,100 8,136 1,848 317 305 2,450 377 1,000 644 $22,860 allowance moisture control rigid insulation under slab 1,112 sf 1.75 1,946 48" wide Estimate - Page 2 Association Building Feasibility Study for the City of Woodburn APPENDIX E Feasibility Study Architectura/ Cost Consultants, LLC Estimate Date: 10 -Oct -13 Woodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -13 Woodburn, Oregon Cost 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -13 Constructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PM Concept Budget Estimate - 1.2 01 1 Baseline - Continued Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Cost Estimate - Page 3 Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 01 1 Baseline - Continued moisture control - continued R-38 spray roof insulation 4,827 sf 4.36 21,046 wall batt insulation, R-21 7,926 sf 0.75 5,945 vapor barrier 8,719 sf 0.60 5,231 verify tpo roofing 4,947 sf 4.75 23,498 flashings 4,947 sf 0.65 3,216 roof hatch, 6'x 4' 1 ea 2,200.00 2,200 caulking / sealants 10,550 sf 0.02 211 Sub -total 10,550 sf 6.00 /sf $63,292 openings hm door & frame 1 ea 1,200.00 1,200 skylights, glass 120 sf 65.00 7,800 large 17'x 18' 306 sf 85.00 26,010 verify size Sub -total 10,550 sf 3.32 /sf $35,010 finishes partitions 300 sf 8.05 2,415 furring 105 sf 4.70 494 @ elevator install gypbd @ mech room ext. wall 160 sf 2.35 376 install gypbd ceiling @ mech room 90 sf 3.00 270 rubber base 38 If 2.00 76 paint door & frame 1 ea 85.00 85 paint walls 608 sf 0.60 365 interior side of mech room only paint ceiling 90 sf 0.75 68 Sub -total 10,550 sf 0.39 /sf $4,148 vertical transportation elevator 2 stop 26,500.00 53,000 elevator cab finishes 1 sum 2,500.00 2,500 Sub -total 10,550 sf 5.26 /sf $55,500 plumbing c.i. no hub under grd Y-4" 60 If 33.00 1,980 c.i. no hub above grd Y-4" 260 If 36.00 9,360 rd -1) roof drain 4" 5 ea 533.28 2,666 od-1) overflow roof drain 4" 5 ea 540.00 2,700 yard clean-out 1 ea 425.00 425 excavation and backfill 60 If 29.00 1,740 sp-1) elevator sump pump with discharge pi 1 sum 2,500.00 2,500 Sub -total 10,550 sf 2.03 /sf $21,371 HVAC elevator vent 3,000 cfm 2.00 6,000 Sub -total 10,550 sf 0.57 /sf $6,000 Electrical elevator feed 1 sum 3,075.00 3,075 elevator module 1 sum 4,075.00 4,075 lights/outlets 1 sum 2,200.00 2,200 fire alarm smoke/heat detectors 1 sum 5,575.00 5,575 Sub -total 10,550 sf 1.41 /sf $14,925 Estimate - Page 3 Association Building Feasibility Study for the City of Woodburn APPENDIX E Feasibility Study 317,972 $317,972 Architectura/ Cost Consultants, LLC Estimate Date: 10 -Oct -13 Woodburn Association Building Index To Construction Start Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -13 Woodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -13 Constructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PM Concept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Cost Estimate Quantity Unit Cost/ Unit Cost Sub -totals I Comments SUB -TOTAL 01 1 Baseline 317,972 $317,972 Estimating Contingency 15.00% 47,696 Index To Construction Start Today's Cost 0.00% 0 @ ± 3% per year General Conditions / Insurance / Bond 12.50% 45,708 General Contractor OH & Profit 4.50% 18,512 111,916 TOTAL DIRECT CONSTRUCTION COST 01 1 Baseline 10,550 sf $40.75 /sf $429,888 Estimate - Page 4 Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 02 1 Brew Pub demolition remove roll up door remove windows remove ext. wall - drop sill remove exist canopies remove floor structure cut in new skylight openings misc. temp work / cut / patch / protect haul & disposal Sub -total metals entry canopy 6'x 50' cant. balcony 8'x 50' steel connections steel grating railing w. wd cap railing @ upper floor misc. Sub -total carpentry misc. blocking 1/2" plywood to n & s party walls supplemental ab @ slab allow for block out @ large skylight simpson strap + blocking hardware & fasteners Sub -total moisture control R-38 spray roof insulation rigid insulation R-38 batt @ roof wall batt insulation, R-21 caulking / sealants Sub -total openings entry doors, 6 x 8 entry doors, 3 x 8 interior doors door & frame door & frame glazed folding doors w/ transoms relites retail production storage kitchen bar 1 sum 766 sf 179 sf 34 If 1,122 sf 306 sf 9,428 sf 1 sum 9,428 sf 150.00 5.00 15.00 8.00 6.00 4.00 0.25 2,586.69 2.10 /sf 300 sf 35.00 2.7 ton 4,000.00 1 sum 2,157.60 400 sf 22.00 66 If 65.00 62 If 115.00 9,428 sf 0.35 9,428 sf 4.98 /sf 9,428 sf 4,850 sf 49 ea 70 If 52 If 1 sum 9,428 sf 4,827 sf 4,521 sf 4,521 sf (179) sf 9,428 sf 9,428 sf 3 pair 3 ea 9 ea 2 pair 1 sum 0.20 1.75 25.00 0.00 0.00 405.93 1.27 /sf (4.36) 2.00 1.90 0.75 0.10 (0.28) /sf 3,200.00 1,800.00 1,350.00 2,900.00 18,400.00 150 3,830 2,680 272 6,732 1,224 2,357 2.587 $19,831 10,500 10,788 2,158 8,800 4,290 7,130 3,300 $46,965 allowance, assume metal 1,886 8,488 1,225 0 in base 0 in base 406 $12,004 (21,046) 9,042 8,590 (134) 943 ($2,605) 9,600 5,400 12,150 5,800 18.400 80 sf 30.00 2,400 40 sf 30.00 1,200 92 sf 30.00 2,760 176 sf 30.00 5,280 136 sf 30.00 4,080 Estimate - Page 5 Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study sf Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Quantity Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon 17,837 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC 1,000 Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 relites - continued Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co finishes partitions furring install gypbd @ ext. wall install gypbd ceiling w/ act. batt wood flooring marmoleum rubber base paint door & frame paint walls paint ceiling paint exposed roof structure misc. spec. touchup / finishes Sub -total specialties / furnishings / equipment signage fec toilet room accessories food service kitchen allowance production equipment brewery equipment casework / built-ins foyer reception desk bench unisex restrooms cabinet bar front bar back bar furnishings restaurant seating bar seating window coverings Sub -total 5,104 sf 8.05 41,087 105 Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 2.35 17,837 3,150 sf 6.00 02 1 Brew Pub - Continued 1,000 sf 10.00 10,000 2,025 relites - continued 6.00 12,150 1,488 If 2.00 unisex - transoms 65 sf 30.00 1,950 17,903 office - transoms 41 sf 30.00 1,230 0.75 door transoms 105 sf 30.00 3,150 9,428 office - glazed wall 454 sf 45.00 20,419 13.16 /sf ext. new roll up door, 102" x 12'6" 1 ea 6,083.50 6,084 2 ext. new roll up door, 7'6" x 12'6" 1 ea 3,750.00 3,750 550.00 int. new roll up door, 10'x 10' 1 ea 2,800.00 2,800 1,805 storefront 851 sf 55.00 46,805 500.00 skylights, glass, stairs 120 sf 0.00 0 in base, verify sizes large 17'x 18' 306 sf 0.00 0 in base, verify sizes Sub -total 9,428 sf 16.26 /sf $153,257 1 finishes partitions furring install gypbd @ ext. wall install gypbd ceiling w/ act. batt wood flooring marmoleum rubber base paint door & frame paint walls paint ceiling paint exposed roof structure misc. spec. touchup / finishes Sub -total specialties / furnishings / equipment signage fec toilet room accessories food service kitchen allowance production equipment brewery equipment casework / built-ins foyer reception desk bench unisex restrooms cabinet bar front bar back bar furnishings restaurant seating bar seating window coverings Sub -total 5,104 sf 8.05 41,087 105 sf 4.70 494 7,590 sf 2.35 17,837 3,150 sf 6.00 18,900 1,000 sf 10.00 10,000 2,025 sf 6.00 12,150 1,488 If 2.00 2,976 13 Ivs 85.00 1,105 17,903 sf 0.60 10,742 3,150 sf 0.75 2,363 4,521 sf 1.00 4,521 9,428 sf 0.20 1,886 9,428 sf 13.16 /sf $124,060 9,428 sf 0.05 471 2 ea 250.00 500 4 sets 550.00 2,200 280 sf 175.00 49,000 1,805 sf 0.00 0 7.5 If 500.00 3,750 12.0 If 100.00 1,200 4 ea 495.00 1,980 18.0 If 750.00 13,500 23.5 If 500.00 11,750 1 sum 0.00 0 1 sum 0.00 0 sf 0.00 0 9,428 sf 8.95 /sf $84,351 Estimate - Page 6 @ elevator interior side of mech room only elect hand dryer NIC verify, usually by tenant NIC - by tenant allowance allowance verify, usually by tenant verify, usually by tenant NIC - by tenant / or FF & E NIC - by tenant / or FF & E NIC - to be determined Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 02 1 Brew Pub - Continued fire sprinklers fire sprinklers 9,428 sf 2.50 23,570 new service 1 sum 0.00 0 NIC, verify Sub -total 9,428 sf 2.50 /sf $23,570 plumbing gas piping (rough -in for future ti) gas piping 3/4"-1" sleeving tee & future valve waste drainage systems c.i. waste & vent ag 2" c.i. waste & vent ag 3" c.i. waste & vent ag 4" c.i. waste & vent ug 2" c.i. waste & vent ug 3" c.i. waste & vent ug 4" fd-1) floor drain standard c.i. 2" yco yard clean-out vtr flashings floor cleanout 3" wall cleanout 4" tp-1) trap primers - electronic saw -cut and concrete removal excavation and backfill domestic hot & cold water I -cu dist. piping 1/2" I -cu dist. piping 3/4" I -cu dist. piping 1" I -cu dist. piping 1-1/4'- 1-1/2" sleeves access panels wh-1) wall hydrants 3/4" (assuming 1 @ b piping insulation piping insulation - domestic h&c plmbg fixtures/commercial we -1) water closets ada 1-1) lavatory - wall hung with sensors plumbing equipment ew-1) 6 -gallon electric water heater Sub -total HVAC mechanical insulation ductwork fg ash 1-1/2" thick fire wrap for welded duct 130 If 29.00 3,770 1 sum 500.00 500 3 ea 415.00 1,245 346 If 23.77 8,224 130 If 29.88 3,884 64 If 42.00 2,688 16 If 29.00 464 31 If 35.00 1,085 42 If 38.03 1,597 2 ea 286.33 573 1 ea 260.00 260 2 ea 240.00 480 1 ea 213.66 214 2 ea 152.37 305 2 ea 227.00 454 1 sum 1,420.00 1,420 89 If 29.00 2,581 64 If 12.00 768 113 If 18.00 2,034 64 If 20.60 1,318 22 If 25.35 558 2 ea 65.00 130 1 ea 160.00 160 1 ea 280.35 280 303 If 11.00 3,333 4 ea 820.00 3,280 4 ea 688.00 2.752 1 ea 9,428 sf 415.00 4.75 /sf 415 3,070 sf 2.68 8,228 1 sum 31,250.00 31,250 Estimate - Page 7 $44,773 Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co sup/ret/gen. exh. duct s/a ductwork welded exhaust for future ti kitchen r/a & exhaust ductwork flexible duct insulated flex duct to diffusers air distribution devices sidewall diffuser r/a grill volume dampers 36/36 louvered opening hoistway vent modulating dampers atc controls thermostats - programmable, wiring in air & water balancing air & water balancing Sub -total Mechanical commercial kitchen buildout restaurant build -out Sub -total Electrical new electrical service electrical panels(2) receptacles circuiting misc. connections mechanical connections efs-rooftop 5,040 Ib 15.36 77,414 Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 1,764 Ib 8.00 14,112 02 1 Brew Pub - Continued If 9.39 1,596 30 HVAC - continued 76.00 2,280 8 ea heat pumps / hvac equipment 432 38 ea 65.00 hp -1 / hp -2) 2 -ton heat pumps 3 ea 3,620.00 10,860 hp -3 / hp -4) 4 -ton heat pumps 3 ea 6,280.00 18,840 575 fc-1 thru fc-4) indoor fan -coil units (avg. pi 6 ea 1,490.00 8,940 ewh-1) electric wall heaters 1 ea 470.00 470 ewh-2) electric wall heaters 1 ea 710.00 710 rigging, seismic bracing etc. 1 sum 750.00 750 refrigeration piping refer piping complete with insulation 360 If 61.00 21,960 condensate piping 3/4" - 1-1/4" type m copper condensate pi 210 If 11.44 2,402 exhaust/return fans of -1 thru 3) exhaust fans 450 cfm 2.85 1,283 sup/ret/gen. exh. duct s/a ductwork welded exhaust for future ti kitchen r/a & exhaust ductwork flexible duct insulated flex duct to diffusers air distribution devices sidewall diffuser r/a grill volume dampers 36/36 louvered opening hoistway vent modulating dampers atc controls thermostats - programmable, wiring in air & water balancing air & water balancing Sub -total Mechanical commercial kitchen buildout restaurant build -out Sub -total Electrical new electrical service electrical panels(2) receptacles circuiting misc. connections mechanical connections efs-rooftop 5,040 Ib 15.36 77,414 640 Ib 32.00 20,480 1,764 Ib 8.00 14,112 170 If 9.39 1,596 30 ea 76.00 2,280 8 ea 54.00 432 38 ea 65.00 2,470 1 ea 475.00 475 1 ea 575.00 575 1 sum 11,375.00 11,375 1 sum 4,410.00 4,410 9,428 sf 25.60 /sf $241,312 1 sum 23,450.00 23,450 1 sum 14,105.00 14,105 9,428 sf 3.98 /sf $37,555 1 sum 9,300.00 9,300 1 sum 5,575.00 5,575 60 ea 212.50 12,750 1 sum 5,750.00 5,750 5 ea 350.00 1,750 3 ea 2,000.00 6,000 2 ea 1,450.00 2,900 Estimate - Page 8 Association Building Feasibility Study for the City of Woodburn APPENDIX E Feasibility Study Architectura/ Cost Consultants, LLC Estimate Date: 10 -Oct -13 Woodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -13 Woodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -13 Constructive Form Architecture & Design LLC ea Tigard, Oregon 97223-8489 Print Time: 5:02 PM Concept Budget Estimate - 1.2 kitchen equipment connections Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Cost Estimate Quantity Unit Cost/ Unit Cost Sub -totals I Comments 02 1 Brew Pub - Continued Electrical - continued water heaters 3 ea 800.00 2,400 kitchen equipment connections 1 sum 5,025.00 5,025 lighting allowance 1 sum 38,750.00 38,750 lighting controls 1 sum 3,700.00 3,700 voice/data-10 locations 1 sum 9,375.00 9,375 fire alarm 1 sum 6,125.00 6,125 Sub -total 9,428 sf 11.60 /sf $109,400 SUB -TOTAL 02 1 Brew Pub 894,474 $894,474 Estimating Contingency 15.00% 134,171 Index To Construction Start Today's Cost 0.00% 0 @ ± 3% per year General Conditions / Insurance / Bond 12.50% 128,581 General Contractor OH & Profit 4.50% 52,075 314,827 35.20% TOTAL DIRECT CONSTRUCTION COST 02 1 Brew Pub 9,428 sf $128.27 /sf $1,209,301 Estimate - Page 9 Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 03 1 Mixed -Use / Incubator demolition remove roll up door remove windows remove ext. wall - drop sill remove exist canopies remove floor structure cut in new skylight openings misc. temp work / cut / patch / protect haul & disposal Sub -total metals entry canopy 6'x 50' cant. balcony 8'x 50' steel connections steel grating railing w. wd cap railing @ upper floor misc. Sub -total carpentry misc. blocking 1/2" plywood to n & s party walls supplemental ab @ slab allow for block out @ large skylight simpson strap + blocking hardware & fasteners Sub -total moisture control R-38 spray roof insulation rigid insulation R-38 batt @ roof wall batt insulation, R-21 caulking / sealants Sub -total openings entry doors, 6 x 8 entry doors, 3 x 8 interior doors door & frame door & frame glazed folding doors w/ transoms relites retail studio / office kitchen unisex - transoms mech room - transoms door transoms office - glazed wall 1 sum 766 sf 179 sf 34 If 550 sf 306 sf 10,000 sf 1 sum 10,000 sf 150.00 5.00 15.00 8.00 6.00 4.00 0.25 2,093.34 1.60 /sf 300 sf 35.00 2.7 ton 4,000.00 1 sum 2,157.60 400 sf 22.00 66 If 65.00 0 If 115.00 10,000 sf 0.35 10,000 sf 4.00 /sf 10,000 sf 4,850 sf 49 ea 70 If 52 If 1 sum 10,000 sf 4,827 sf 4,521 sf 4,521 sf (179) sf 10,000 sf 10,000 sf 3 pair 3 ea 12 ea 0 pair 1 sum 0.20 1.75 25.00 0.00 0.00 409.94 1.21 /sf 150 3,830 2,680 272 3,300 1,224 2,500 2.093 $16,049 10,500 10,788 2,158 8,800 4,290 0 3,500 2,000 8,488 1,225 0 0 410 (4.36) (21,046) 2.00 9,042 1.90 8,590 0.75 (134) 0.10 1,000 (0.25) /sf 3,200.00 9,600 1,800.00 5,400 1,350.00 16,200 2,900.00 0 28,800.00 28,800 212 sf 30.00 6,360 420 sf 30.00 12,600 308 sf 30.00 9,240 65 sf 30.00 1,950 28 sf 30.00 825 90 sf 30.00 2,700 811 sf 45.00 36,506 Estimate - Page 10 $40,036 $12,122 ($2,548) allowance, assume metal in base in base Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon Cost 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 03 1 Mixed -Use / Incubator - Continued Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co plumbing gas piping (rough -in for future ti) gas piping 3/4"-1" sleeving tee & future valve 130 If 29.00 3,770 1 sum 500.00 500 3 ea 415.00 1,245 Estimate - Page 11 Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 03 1 Mixed -Use / Incubator - Continued openings - continued ext. new roll up door, 102" x 12'6" 1 ea 6,083.50 6,084 ext. new roll up door, 7'6" x 12'6" 1 ea 3,750.00 3,750 storefront 851 sf 55.00 46,805 skylights, glass, stairs 120 sf 0.00 0 in base, verify sizes large 17'x 18' 306 sf 0.00 0 in base, verify sizes Sub -total 10,000 sf 18.68 /sf $186,820 finishes partitions 5,920 sf 8.05 47,656 furring 105 sf 4.70 494 @ elevator install gypbd @ ext. wall 7,590 sf 2.35 17,837 install gypbd ceiling w/ act. batt 3,722 sf 6.00 22,332 wood flooring 2,560 sf 10.00 25,600 office studios marmoleum 995 sf 6.00 5,970 2nd flr access, unisex rm rubber base 1,610 If 2.00 3,220 paint door & frame 12 Ivs 85.00 1,020 paint walls 19,535 sf 0.60 11,721 interior side of mech room only paint ceiling 3,722 sf 0.75 2,792 paint exposed roof structure 4,521 sf 1.00 4,521 misc. spec. touchup / finishes 10,000 sf 0.20 2,000 Sub -total 10,000 sf 14.52 /sf $145,162 specialties / furnishings / equipment signage 10,000 sf 0.05 500 fec 2 ea 250.00 500 toilet room accessories 4 sets 550.00 2,200 elect hand dryer NIC food service kitchen allowance 500 sf 175.00 87,500 verify, usually by tenant casework / built-ins foyer reception desk 6.0 If 500.00 3,000 allowance bench 5.0 If 100.00 500 allowance unisex restrooms cabinet 4 ea 495.00 1,980 furnishings restaurant seating 1 sum 0.00 0 NIC - by tenant/ or FF & E window coverings sf 0.00 0 NIC - to be determined Sub -total 10,000 sf 9.62 /sf $96,180 fire sprinklers fire sprinklers 10,000 sf 2.50 25,000 new service 1 sum 0.00 0 NIC, verify Sub -total 10,000 sf 2.50 /sf $25,000 plumbing gas piping (rough -in for future ti) gas piping 3/4"-1" sleeving tee & future valve 130 If 29.00 3,770 1 sum 500.00 500 3 ea 415.00 1,245 Estimate - Page 11 Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co heat pumps / hvac equipment hp -1 / hp -2) 2 -ton heat pumps hp -3 / hp -4) 4 -ton heat pumps fc-1 thru fc-4) indoor fan -coil units (avg. p ewh-1) electric wall heaters ewh-2) electric wall heaters rigging, seismic bracing etc. refrigeration piping refer piping complete with insulation 2 ea 3,620.00 7,240 Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 7 ea 1,490.00 10,430 03 1 Mixed -Use / Incubator - Continued ea 470.00 470 1 plumbing - continued 710.00 710 1 sum waste drainage systems 750 420 If 61.00 c.i. waste & vent ag 2" 346 If 23.77 8,224 c.i. waste & vent ag 3" 130 If 29.88 3,884 c.i. waste & vent ag 4" 64 If 42.00 2,688 c.i. waste & vent ug 2" 16 If 29.00 464 c.i. waste & vent ug 3" 31 If 35.00 1,085 c.i. waste & vent ug 4" 42 If 38.03 1,597 fd-1) floor drain standard c.i. 2" 2 ea 286.33 573 yco yard clean-out 1 ea 260.00 260 vtr flashings 2 ea 240.00 480 floor cleanout 3" 1 ea 213.66 214 wall cleanout 4" 2 ea 152.37 305 tp-1) trap primers - electronic 2 ea 227.00 454 saw -cut and concrete removal 1 sum 1,420.00 1,420 excavation and backfill 89 If 29.00 2,581 domestic hot & cold water I -cu dist. piping 1/2" 64 If 12.00 768 I -cu dist. piping 3/4" 113 If 18.00 2,034 I -cu dist. piping 1" 64 If 20.60 1,318 I -cu dist. piping 1-1/4'- 1-1/2" 22 If 25.35 558 sleeves 2 ea 65.00 130 access panels 1 ea 160.00 160 wh-1) wall hydrants 3/4" (assuming 1 @ b 1 ea 280.35 280 piping insulation piping insulation - domestic h&c 303 If 11.00 3,333 plmbg fixtures/commercial we -1) water closets ada 4 ea 820.00 3,280 I-1) lavatory - wall hung with sensors 4 ea 688.00 2,752 plumbing equipment ew-1) 6 -gallon electric water heater 1 ea 415.00 415 Sub -total 10,000 sf 4.48 /sf $44,773 HVAC mechanical insulation ductwork fg ash 1-1/2" thick 3,412 sf 2.68 9,144 fire wrap for welded duct 1 sum 31,250.00 31,250 heat pumps / hvac equipment hp -1 / hp -2) 2 -ton heat pumps hp -3 / hp -4) 4 -ton heat pumps fc-1 thru fc-4) indoor fan -coil units (avg. p ewh-1) electric wall heaters ewh-2) electric wall heaters rigging, seismic bracing etc. refrigeration piping refer piping complete with insulation 2 ea 3,620.00 7,240 5 ea 6,280.00 31,400 7 ea 1,490.00 10,430 1 ea 470.00 470 1 ea 710.00 710 1 sum 750.00 750 420 If 61.00 25,620 Estimate - Page 12 Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co air distribution devices sidewall diffuser r/a grill volume dampers 36/36 louvered opening hoistway vent modulating dampers atc controls thermostats - programmable, wiring in air & water balancing air & water balancing Sub -total Mechanical commercial kitchen buildout restaurant build -out Sub -total Electrical new electrical service electrical panels(2) receptacles circuiting misc. connections mechanical connections efs-rooftop water heaters kitchen t.i. buildout cafe/restaurant buildout retail buildout gallery buildout lighting allowance lighting controls voice/data-18 locations fire alarm Sub -total 35 ea 76.00 2,660 10 Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 65.00 2,925 1 ea 475.00 03 1 Mixed -Use / Incubator - Continued 2 ea 575.00 1,150 1 HVAC - continued 11,375.00 11,375 1 sum 4,410.00 condensate piping 10,000 sf 26.81 /sf 1 3/4" - 1-1/4" type m copper condensate pil 210 If 11.44 2,402 14,105.00 exhaust/return fans 10,000 sf 3.76 /sf of -1 thru 3) exhaust fans 450 cfm 2.85 1,283 sup/ret/gen. exh. duct s/a ductwork 5,600 Ib 15.36 86,016 welded exhaust for future ti kitchen 640 Ib 32.00 20,480 r/a & exhaust ductwork 1,960 Ib 8.00 15,680 flexible duct insulated flex duct to diffusers 175 If 9.39 1.643 air distribution devices sidewall diffuser r/a grill volume dampers 36/36 louvered opening hoistway vent modulating dampers atc controls thermostats - programmable, wiring in air & water balancing air & water balancing Sub -total Mechanical commercial kitchen buildout restaurant build -out Sub -total Electrical new electrical service electrical panels(2) receptacles circuiting misc. connections mechanical connections efs-rooftop water heaters kitchen t.i. buildout cafe/restaurant buildout retail buildout gallery buildout lighting allowance lighting controls voice/data-18 locations fire alarm Sub -total 35 ea 76.00 2,660 10 ea 54.00 540 45 ea 65.00 2,925 1 ea 475.00 475 2 ea 575.00 1,150 1 sum 11,375.00 11,375 1 sum 4,410.00 4,410 10,000 sf 26.81 /sf 1 sum 23,450.00 23,450 1 sum 14,105.00 14,105 10,000 sf 3.76 /sf 1 sum 1 sum 50 ea 1 sum 5 ea 3 ea 2 ea 3 ea 1 sum 1 sum 1 sum 1 sum 1 sum 1 sum 1 sum 1 sum 10,000 sf 9,300.00 5,575.00 212.50 5,750.00 350.00 2,000.00 1,450.00 800.00 6,275.00 13, 000.00 4,925.00 6,125.00 19, 375.00 2,700.00 12,625.00 6,125.00 M61-Iffai Estimate - Page 13 9,300 5,575 10,625 5,750 1,750 6,000 2,900 2,400 6,275 13,000 4,925 6,125 19,375 2,700 12,625 6.125 $268,053 $37,555 $115,450 Association Building Feasibility Study for the City of Woodburn APPENDIX E Feasibility Study 984,652 $984,652 Architectura/ Cost Consultants, LLC Estimate Date: 10 -Oct -13 Woodburn Association Building Index To Construction Start Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -13 Woodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -13 Constructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PM Concept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Cost Estimate Quantity Unit Cost/ Unit Cost Sub -totals I Comments SUB -TOTAL 03 1 Mixed -Use / Incubator 984,652 $984,652 Estimating Contingency 15.00% 147,698 Index To Construction Start Today's Cost 0.00% 0 @ ± 3% per year General Conditions / Insurance / Bond 12.50% 141,544 General Contractor OH & Profit 4.50% 57,325 346,567 35.20% TOTAL DIRECT CONSTRUCTION COST 03 1 Mixed -Use / Incubator 10,000 sf $133.12 /sf $1,331,219 Estimate - Page 14 Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 041 Communitv Use demolition remove roll up door remove windows remove ext. wall - drop sill remove exist canopies remove floor structure cut in new skylight openings misc. temp work / cut / patch / protect haul & disposal Sub -total metals entry canopy 6'x 50' cant. balcony 8'x 50' steel connections steel grating railing w. wd cap railing @ upper floor misc. Sub -total carpentry misc. blocking 1/2" plywood to n & s party walls supplemental ab @ slab 5/8" plywood floor sheathing 3/4" plywood floor sheathing floor joists drag strut simpson strap + blocking allow for block out @ large skylight simpson strap + blocking hardware & fasteners Sub -total moisture control R-38 spray roof insulation rigid insulation R-38 batt @ roof wall batt insulation, R-21 caulking / sealants Sub -total openings entry doors, 6 x 8 entry doors, 3 x 8 interior doors door & frame door & frame glazed folding doors w/ transoms 1 sum 150.00 150 0 sf 5.00 0 0 sf 15.00 0 34 If 8.00 272 850 sf 6.00 5,100 306 sf 4.00 1,224 9,700 sf 0.25 2,425 1 sum 1,375.65 1,376 9,700 sf 1.09 /sf $10,547 300 sf 35.00 10,500 2.7 ton 4,000.00 10,788 1,800.00 1 sum 2,157.60 2,158 4 pair 400 sf 22.00 8,800 49,600 66 If 65.00 4,290 58 If 115.00 6,670 9,700 sf 0.35 3,395 9,700 sf 4.80 /sf $46,601 9,700 sf 0.20 1,940 4,850 sf 1.75 8,488 49 ea 25.00 1,225 (4,520) sf 1.80 (8,136) 3,496 sf 2.10 7,342 54 If 9.33 504 45 If 20.00 900 59 If 7.25 428 70 If 0.00 0 52 If 0.00 0 1 sum 444.14 444 9,700 sf 1.35 /sf $13,134 4,827 sf (4.36) (21,046) 4,521 sf 2.00 9,042 4,521 sf 1.90 8,590 0 sf 0.75 0 9,700 sf 0.10 970 9,700 sf (0.25) /sf ($2,444) 3 pair 3,200.00 9,600 3 ea 1,800.00 5,400 8 ea 1,350.00 10,800 4 pair 2,900.00 11,600 1 sum 49,600.00 49,600 Estimate - Page 15 allowance, assume metal in base in base add 2 for 1 hr sep. @ hallways Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 Voodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 ;onstructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PI ;oncept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co: Estimate Quantity Unit Cost/ Unit Cost Sub -totals I Comments 04 1 Community Use - Continued openings - continued relites cafe rec. room technology flex restrooms - transoms mech room - transoms door transoms cafe - glazed wall ext. new roll up door, 102" x 12'6" ext. new roll up door, 7'6" x 12'6" storefront skylights, glass, stairs large 17'x 18' Sub -total finishes partitions premium rated partitions furring install gypbd @ ext. wall install gypbd ceiling w/ act. batt cork flooring ceramic tile marmoleum rubber base ct base ct wall tile paint door & frame paint walls paint ceiling paint exposed roof structure misc. spec. touchup / finishes Sub -total specialties / furnishings / equipment signage fec toilet partitions - painted metal ada standard urinal screen toilet accessories (includes installation) grab bars mirrors paper towel dispenser/ receptacle janitor tool holder sanitary napkin dispenser sanitary napkin disposal hooks folding shower seat shower curtain rod 36 sf 30.00 1,080 180 sf 30.00 5,400 24 sf 30.00 720 160 sf 30.00 4,800 83 sf 30.00 2,475 28 sf 30.00 825 120 sf 30.00 3,600 270 sf 45.00 12,150 1 ea 6,083.50 6,084 1 ea 3,750.00 3,750 851 sf 55.00 46,805 120 sf 0.00 0 306 sf 0.00 0 9,700 sf 18.01 /sf 4,856 sf 8.05 39,091 1,560 sf 0.50 780 105 sf 4.70 494 7,590 sf 2.35 17,837 3,488 sf 6.00 20,928 2,000 sf 12.00 24,000 90 sf 14.00 1,260 2,550 sf 6.00 15,300 1,458 If 2.00 2,916 35 If 12.00 420 280 sf 11.00 3,080 16 Ivs 85.00 1,360 17,407 sf 0.60 10,444 3,488 sf 0.75 2,616 4,521 sf 1.00 4,521 9,700 sf 0.20 1,940 9,700 sf 15.15 /sf 9,700 sf 0.05 485 2 ea 250.00 500 2 ea 585.00 1,170 5 ea 465.00 2,325 1 ea 235.00 235 3 sets 115.00 345 5 ea 155.00 775 2 ea 325.00 650 1 ea 80.00 80 0 ea 0.00 0 0 ea 0.00 0 7 ea 15.00 105 1 ea 250.00 250 1 ea 50.00 50 Estimate - Page 16 $174,689 $146,987 in base, verify sizes in base, verify sizes @ elevator rec. rm + flex rm assume 8' ht. interior side of mech room only Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study If Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Estimate Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon Sub -totals Comments 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC 164 Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 If Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co fire sprinklers fire sprinklers new service Sub -total plumbing gas piping (rough -in for future ti) gas piping 3/4"-1" sleeving tee & future valve waste drainage systems c.i. waste & vent ag 2" c.i. waste & vent ag 3" c.i. waste & vent ag 4" c.i. waste & vent ug 2" c.i. waste & vent ug 3" c.i. waste & vent ug 4" fd-1) floor drain standard c.i. 2" yco yard clean-out vtr flashings floor cleanout 3" wall cleanout 4" tp-1) trap primers - electronic 9,700 sf 1 sum 9,700 sf 2.50 0.00 2.50 /sf 24,250 0 130 If 29.00 3,770 1 sum Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 470 If 23.77 11,172 164 If 04 1 Community Use - Continued 4,900 72 If 42.00 3,024 32 toilet accessories - continued 29.00 928 64 If 35.00 2,240 shower curtain & hooks 1 ea 50.00 50 ea 286.33 toilet paper dispenser 7 ea 45.00 315 2 ea seat cover dispenser 7 ea 65.00 455 214 2 soap dispenser 5 ea 115.00 575 227.00 454 paper towel dispenser 2 ea 55.00 110 elect hand dryer 0 ea 1,200.00 0 changing table 2 ea 275.00 550 lockers commons 16 frames 225.00 3,600 allowance food service kitchen allowance 300 sf 175.00 52,500 verify, usually by tenant casework / built-ins foyer reception desk 7.5 If 500.00 3,750 allowance bench 12.0 If 100.00 1,200 allowance restrooms cabinet 2 ea 825.00 1,650 rec room storage 44.0 If 275.00 12,100 allowance commons storage 24.5 If 275.00 6,738 allowance flex room storage 28.5 If 275.00 7,838 allowance furnishings restaurant seating 1 sum 0.00 0 NIC - by tenant/ or FF & E window coverings sf 0.00 0 NIC - to be determined Sub -total 9,700 sf 10.14 /sf $98,400 fire sprinklers fire sprinklers new service Sub -total plumbing gas piping (rough -in for future ti) gas piping 3/4"-1" sleeving tee & future valve waste drainage systems c.i. waste & vent ag 2" c.i. waste & vent ag 3" c.i. waste & vent ag 4" c.i. waste & vent ug 2" c.i. waste & vent ug 3" c.i. waste & vent ug 4" fd-1) floor drain standard c.i. 2" yco yard clean-out vtr flashings floor cleanout 3" wall cleanout 4" tp-1) trap primers - electronic 9,700 sf 1 sum 9,700 sf 2.50 0.00 2.50 /sf 24,250 0 130 If 29.00 3,770 1 sum 500.00 500 3 ea 415.00 1,245 470 If 23.77 11,172 164 If 29.88 4,900 72 If 42.00 3,024 32 If 29.00 928 64 If 35.00 2,240 72 If 38.03 2,738 2 ea 286.33 573 1 ea 260.00 260 2 ea 240.00 480 1 ea 213.66 214 2 ea 152.37 305 2 ea 227.00 454 Estimate - Page 17 $24,250 NIC, verify Association Building Feasibility Study for the City of Woodburn APPENDIX E 'easibility Study Architectural Cost Consultants, LLC Estimate Date: 10 -Oct -1 Voodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -1 /oodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -1 onstructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PI oncept Budget Estimate - 1.2 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Co HVAC mechanical insulation ductwork fg ash 1-1/2" thick fire wrap for welded duct heat pumps / hvac equipment hp -1 / hp -2) 2 -ton heat pumps hp -3 / hp -4) 4 -ton heat pumps fc-1 thru fc-4) indoor fan -coil units (avg. p ewh-1) electric wall heaters ewh-2) electric wall heaters rigging, seismic bracing etc. refrigeration piping refer piping complete with insulation condensate piping 3/4" - 1-1/4" type m copper condensate pi exhaust/return fans of -1 thru 4) exhaust fans sup/ret/gen. exh. duct s/a ductwork welded exhaust for future ti kitchen r/a & exhaust ductwork 3,412 sf 2.68 9,144 1 Estimate Quantity Unit Cost/ Unit Cost Sub -totals Comments 3,620.00 7,240 5 ea 6,280.00 04 1 Community Use - Continued 7 ea 1,490.00 10,430 1 plumbing - continued 470.00 470 1 ea 710.00 saw -cut and concrete removal 1 sum 1,420.00 1,420 420 excavation and backfill 168 If 29.00 4,872 11.44 domestic hot & cold water 1,000 cfm 2.85 2,850 5,600 I -cu dist. piping 1/2" 112 If 12.00 1,344 32.00 I -cu dist. piping 3/4" 146 If 18.00 2,628 I -cu dist. piping 1" 96 If 20.60 1,978 I -cu dist. piping 1-1/4'- 1-1/2" 34 If 25.35 862 sleeves 2 ea 65.00 130 access panels 1 ea 160.00 160 wh-1) wall hydrants 3/4" (assuming 1 @ b 1 ea 280.35 280 piping insulation piping insulation - domestic h&c 388 If 11.00 4,268 plmbg fixtures/commercial we -1) water closets ada 7 ea 820.00 5,740 ur-1) urinals - wall hung 1 ea 1,016.00 1,016 shwr-1) shower valve, head, and arm (tile( 1 ea 566.00 566 I-1) lavatory - wall hung with sensors 5 ea 688.00 3,440 plumbing equipment ew-1) 20 -gallon fast recovery electric watE 1 ea 915.00 915 Sub -total 9,700 sf 6.44 /sf $62,421 HVAC mechanical insulation ductwork fg ash 1-1/2" thick fire wrap for welded duct heat pumps / hvac equipment hp -1 / hp -2) 2 -ton heat pumps hp -3 / hp -4) 4 -ton heat pumps fc-1 thru fc-4) indoor fan -coil units (avg. p ewh-1) electric wall heaters ewh-2) electric wall heaters rigging, seismic bracing etc. refrigeration piping refer piping complete with insulation condensate piping 3/4" - 1-1/4" type m copper condensate pi exhaust/return fans of -1 thru 4) exhaust fans sup/ret/gen. exh. duct s/a ductwork welded exhaust for future ti kitchen r/a & exhaust ductwork 3,412 sf 2.68 9,144 1 sum 31,250.00 31,250 2 ea 3,620.00 7,240 5 ea 6,280.00 31,400 7 ea 1,490.00 10,430 1 ea 470.00 470 1 ea 710.00 710 1 sum 750.00 750 420 If 61.00 25,620 210 If 11.44 2,402 1,000 cfm 2.85 2,850 5,600 Ib 15.36 86,016 640 Ib 32.00 20,480 1,960 Ib 8.00 15,680 Estimate - Page 18 Association Building Feasibility Study for the City of Woodburn APPENDIX E Feasibility Study Architectura/ Cost Consultants, LLC Estimate Date: 10 -Oct -13 Woodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -13 Woodburn, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -13 Constructive Form Architecture & Design LLC Tigard, Oregon 97223-8489 Print Time: 5:02 PM Concept Budget Estimate - 1.2 insulated flex duct to diffusers Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Cost Estimate Quantity Unit Cost/ Unit Cost Sub -totals I Comments 04 1 Community Use - Continued HVAC - continued flexible duct insulated flex duct to diffusers 175 If 9.39 1,643 air distribution devices sidewall diffuser 35 ea 76.00 2,660 r/a grill 10 ea 54.00 540 volume dampers 45 ea 65.00 2,925 36/36 louvered opening hoistway vent 1 ea 475.00 475 modulating dampers 2 ea 575.00 1,150 atc controls thermostats - programmable, wiring in cor 1 sum 11,375.00 11,375 air & water balancing air & water balancing 1 sum 4,410.00 4,410 Sub -total 9,700 sf 27.80 /sf $269,621 Mechanical commercial kitchen buildout 1 sum 23,450.00 23,450 restaurant build -out 1 sum 14,105.00 14,105 Sub -total 9,700 sf 3.87 /sf $37,555 Electrical new electrical service 1 sum 9,300.00 9,300 electrical panels(2) 1 sum 5,575.00 5,575 receptacles 40 ea 212.50 8,500 circuiting 1 sum 5,750.00 5,750 misc. connections 5 ea 350.00 1,750 mechanical connections 3 ea 2,000.00 6,000 efs-rooftop 2 ea 1,450.00 2,900 water heaters 5 ea 800.00 4,000 kitchen t.i. buildout 1 sum 4,900.00 4,900 cafe/restaurant buildout 1 sum 9,900.00 9,900 lighting allowance 1 sum 26,250.00 26,250 lighting controls 1 sum 3,000.00 3,000 voice/data-10 locations 1 sum 9,375.00 9,375 fire alarm 1 sum 6,125.00 6,125 Sub -total 9,700 sf 10.65 /sf $103,325 SUB -TOTAL 04 1 Community Use 985,085 $985,085 Estimating Contingency 15.00% 147,763 Index To Construction Start Today's Cost 0.00% 0 @ ± 3% per year General Conditions / Insurance / Bond 12.50% 141,606 General Contractor OH & Profit 4.50% 57,350 346,719 35.20% TOTAL DIRECT CONSTRUCTION COST 041 Community Use 9,700 sf $137.30 /sf $1,331,804 Estimate - Page 19 Association Building Feasibility Study for the City of Woodburn APPENDIX E Feasibility Study Architectura/ Cost Consultants, LLC Estimate Date: 10 -Oct -13 Woodburn Association Building If 0.00 0 Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -13 Woodburn, Oregon SUB -TOTAL A I Alternate - Base -Add insulation to remainder of Slab 6,349 $6,349 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -13 Constructive Form Architecture & Design LLC Index To Construction Start Tigard, Oregon 97223-8489 Print Time: 5:02 PM Concept Budget Estimate - 1.2 12.50% 1,257 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Cost Estimate Quantity Unit Cost/ Unit Cost Sub -totals I Comments A I Alternate - Base - Add insulation to remainder of Slab Unser slab insulation 3,628 sf $1.75 $6,349 item If 0.00 0 Sub -total 10,550 sf 0.60 /sf $6,349 SUB -TOTAL A I Alternate - Base -Add insulation to remainder of Slab 6,349 $6,349 Roof Sheathing 8,743 $8,743 Estimating Contingency 15.00% 952 15.00% 1,311 Index To Construction Start Today's Cost 0.00% 0 @ ± 3% per year General Conditions / Insurance / Bond 12.50% 913 12.50% 1,257 General Contractor OH & Profit 4.50% 370 2,235 35.20% TOTAL DIRECT CONSTRUCTION COST TOTAL DIRECT CONSTRUCTION COST A I Alternate - Base -Add insulation to rem 10,550 sf $0.81 /sf $8,584 10,550 sf $1.12 /sf $11,820 B I Alternate - Base -Add 1/2" plywood Roof Sheathing 1/2" plywood roof sheathing 4,827 sf $1.75 $8,447 hardware & fasteners 1 sum 295.65 296 Sub -total 10,550 sf 0.83 /sf $8,743 SUB -TOTAL B I Alternate - Base -Add 1/2" plywood Roof Sheathing 8,743 $8,743 Estimating Contingency Estimating Contingency 15.00% 1,311 Index To Construction Start Index To Construction Start Today's Cost 0.00% 0 @ ± 3% per year General Conditions / Insurance / Bond 12.50% 1,257 General Contractor OH & Profit General Contractor OH & Profit 4.50% 509 3,077 35.20% TOTAL DIRECT CONSTRUCTION COST C I Alternate - Brewery - 10,000 Kw Solar P B I Alternate - Base -Add 1/2" plywood Ro 10,550 sf $1.12 /sf $11,820 C I Alternate - Brewery - 10,000 Kw Solar PV solar 1 sum $70,000.00 $70,000 item If 0.00 0 Sub -total 9,428 sf 7.42 /sf $70,000 SUB -TOTAL C J Alternate - Brewery- 10,000 Kw Solar PV 70,000 $70,000 Estimating Contingency 15.00% 10,500 Index To Construction Start Today's Cost 0.00% 0 @ ± 3% per year General Conditions / Insurance / Bond 12.50% 10,063 General Contractor OH & Profit 4.50% 4,075 24,638 35.20% TOTAL DIRECT CONSTRUCTION COST C I Alternate - Brewery - 10,000 Kw Solar P 9,428 sf $10.04 /sf $94,638 Estimate - Page 20 Association Building Feasibility Study for the City of Woodburn APPENDIX E Feasibility Study Architectura/ Cost Consultants, LLC Estimate Date: 10 -Oct -13 Woodburn Association Building 1 sum 1,000.00 1,000 Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -13 Woodburn, Oregon SUB -TOTAL D I Alternate - Brewery - Solar Thermal 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -13 Constructive Form Architecture & Design LLC If Tigard, Oregon 97223-8489 Print Time: 5:02 PM Concept Budget Estimate - 1.2 12.50% 2,708 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Cost Estimate Quantity Unit Cost/ Unit Cost Sub -totals I Comments D I Alternate - Brewery - Solar Thermal System solar HW system 1 sum $17,840.00 $17,840 electrical 1 sum 1,000.00 1,000 allowance Sub -total 9,428 sf 2.00 /sf $18,840 $10.44 SUB -TOTAL D I Alternate - Brewery - Solar Thermal System 18,840 $18,840 item Estimating Contingency 15.00% 2,826 If Index To Construction Start Today's Cost 0.00% 0 @ ± 3% per year General Conditions / Insurance / Bond 12.50% 2,708 9,428 General Contractor OH & Profit 4.50% 1,097 6,631 35.20% TOTAL DIRECT CONSTRUCTION COST SUB -TOTAL F I Alternate - Mixed -Use / Incubator- LEED SUB -TOTAL E I Alternate - Brewery- LEED Platinum D I Alternate - Brewery - Solar Thermal Sy 9,428 sf $2.70 /sf $25,471 98,465 E I Alternate - Brewery - LEED Platinum allowance allowance 9,428 sf $10.44 $98,465 item item If If 0.00 0 Sub -total Sub -total 9,428 sf 10.44 /sf $98,465 $98,465 SUB -TOTAL F I Alternate - Mixed -Use / Incubator- LEED SUB -TOTAL E I Alternate - Brewery- LEED Platinum 98,465 98,465 $98,465 Estimating Contingency Estimating Contingency 15.00% 15.00% 14,770 Index To Construction Start Index To Construction Start Today's Cost 0.00% 0.00% 0 @ ± 3% per year @ ± 3% per year General Conditions / Insurance / Bond 12.50% 12.50% 14,154 General Contractor OH & Profit General Contractor OH & Profit 4.50% 4.50% 5,733 34,657 35.20% TOTAL DIRECT CONSTRUCTION COST F I Alternate - Mixed -Use / Incubator - LEE E I Alternate - Brewery - LEED Platinum 9,428 sf $14.12 /sf $133,122 $133,122 F I Alternate - Mixed -Use / Incubator - LEED Platinum allowance 10,000 sf $9.85 $98,465 item If 0.00 0 Sub -total 10,000 sf 9.85 /sf $98,465 SUB -TOTAL F I Alternate - Mixed -Use / Incubator- LEED Platinum 98,465 $98,465 Estimating Contingency 15.00% 14,770 Index To Construction Start Today's Cost 0.00% 0 @ ± 3% per year General Conditions / Insurance / Bond 12.50% 14,154 General Contractor OH & Profit 4.50% 5,733 34,657 35.20% TOTAL DIRECT CONSTRUCTION COST F I Alternate - Mixed -Use / Incubator - LEE 10,000 sf $13.31 /sf $133,122 Estimate - Page 21 Association Building Feasibility Study for the City of Woodburn APPENDIX E Feasibility Study Architectura/ Cost Consultants, LLC Estimate Date: 10 -Oct -13 Woodburn Association Building Stanley J. Pszczolkowski, AIA Document Date: 30 -Sep -13 Woodburn, Oregon $98,508 8060 SW Pfaffle Street, Suite 110 Print Date: 10 -Oct -13 Constructive Form Architecture & Design LLC If Tigard, Oregon 97223-8489 Print Time: 5:02 PM Concept Budget Estimate - 1.2 Sub -total Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: Today's Cost Estimate Quantity Unit Cost/ Unit Cost Sub -totals I Comments G I Alternate - Community Use - LEED Platinum allowance 9,700 sf $10.16 $98,508 item If 0.00 0 Sub -total 9,700 sf 10.16 /sf $98,508 SUB -TOTAL G I Alternate - Community Use - LEED Platinum 98,508 $98,508 Estimating Contingency 15.00% 14,776 Index To Construction Start Today's Cost 0.00% 0 @ ± 3% per year General Conditions / Insurance / Bond 12.50% 14,161 General Contractor OH & Profit 4.50% 5,735 34,672 35.20% TOTAL DIRECT CONSTRUCTION COST G I Alternate - Community Use - LEED Plat 9,700 sf $13.73 /sf $133,180 Estimate - Page 22 Association Building Feasibility Study for the City of Woodburn APPENDIX F Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Association Building Feasibility Study Review of Past Reports related to the Association Building Feasibility Study This is a compilation of past reports and articles reviewed and referenced as background for the project. May 13, 2013 Micro Enterprise Food Manufacturing Accelerator Feasibility Status Report John H. Wales, Director, Urban Development Department City of Salem and Urban Renewal Agency of the City of Salem Key Findings: • Salem and the Willamette Valley region appear to be well suited for a food and beverage industry accelerator or incubator that would offer leasable commercial kitchen space and/ or small scale processing plant... • ...at this time, there is not enough entrepreneurial activity in the broader region to support additional investment in a physical space... Prepared for: City of Salem Urban Development Department Principal Authors: Claggett Wolfe Associates & Food Spectrum LLC (management and economic development consulting) Prepared as part of the City of Salem's year-long collaboration with the University of Oregon's Sustainable Cities Initiative (2011). • Focus on "best practice" approach to business acceleration which emphasizes providing a full complement of support services ... to help start and grow businesses. December 2012 Latino Small Businesses and Downtown Development, Prepared by Community Planning Workshop for the University of Oregon Economic Development Administration Center November / December 2012 The Changing Face of Main Street, by Monique G. Lopez. Oregon Planner's Journal Key observations: • Changing demographics in the City of Woodburn. "an influx of Latino families over the past 20 to 30 years has brought some of Woodburn's greatest opportunities for economic growth and its greatest challenges at integrating a younger population focused on job and families into an established Anglo community with an increasing retirement population." • "While all parties are interested in the same end goal of improving downtown, there are conflicting viewpoints on the concept of place"..."balance the historic character and various cultures of place" Notes/ Conclusion: • "Two-way integration or hybrid approach..." as possible approach vs. either / or. City of Woodburn Association Building Feasibility Stud y_Literature Review Page 1 of 4 Association Building Feasibility Study for the City of Woodburn APPENDIX F Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com October 2012 Woodburn Pix Theatre Building Assessment by deca Architecture Inc. Included draft building code analysis, exterior renderings, floor plan/ use concepts, roofing cost estimate. January 6, 2012 Parking Analysis Summary, conducted by the City of Woodburn Economic and Development Services Department in December 2011 (based on work by Seder Architects and CTS Engineers in 2007, completed by OTAK) Key Findings: 37% average on -street parking rate, 64% peak count only in certain area; downtown adequately parked Recommendations: Pursue cost/ benefit analysis of options. November 8, 2010 City of Woodburn Transit Plan Update (TPU) Approved Final Report Consultant team: Nelson/Nygaard Consulting Associates (PM), Cogan Owens Cogan, ECONorthwest • Supplements the TSP Plan, required to complete by state law. 2009 Woodburn Parks and Recreation Master Plan Update Consultant Team: Group MacKenzie, Greenplay LLC, Design Concepts, Geowest June 2009 Woodburn Downtown Development Plan Update (updates 1998 plan) Consultant Team: Otak, Leland Consulting Group (urban strategists and development advisors- urban real estate, planning and deal making), Kittleson Associates Funded by: partially funded by TGM grant thru SAFETEA-LU federal grant November 2007 Woodburn Community Centers: Feasibility Study for a Recreational Center and an Arts & Cultural Community Center Carleton Hart Architecture PC, Architecture Planning & Development June 2007 Downtown Woodburn Business Development Plan for Woodburn, Oregon Primary author: Marketek, Inc. Method: retail market analysis (market & competitive analysis), two charette events, 20 business interviews, 5 project site visits Goals: Make a desirable business location for existing and prospective businesses, grow retail & service biz sectors for residents to shop locally, enhance visitor traffic to downtown, create new investment & jobs City of Woodburn Association Building Feasibility Stud y_Literature Review Page 2 of 4 Association Building Feasibility Study for the City of Woodburn APPENDIX F Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com October 2005 City of Woodburn Public Facilities Plan November 2005 Woodburn Interchange, Interchange Area Management Plan, Interstate 5 (Pacific Highway) @ Oregon 214/219 ODOT October 2005 Woodburn Transportation System Plan Prepared by CH2MHILL and Kittelson & Associates August 2004 Woodburn Public Plaza Drawings Lloyd D Lindley, Landscape Architect Portland OR March 2004 Drawings for New Building Fagade for Association Hall Deffenbaugh & Associates, PC August 2001 347 Front Street Two Story Buildina Modifications Drawinas Set from Nicoli Enaineerina. Inc. July 9, 2001 Draft Woodburn Urban Renewal Plan • See page 2, 301. Urban Renewal Plan Goals, B. Rehabilitate Building Stock • See page 8, 8. Public Art — 1 % set-aside of URA funds to encourage public art in the renewal area. • See page 11, 800. The Renewal agency may dispose of any land it has acquired at fair reuse value, and to define the fair reuse value of any land. • Attachment B, P. DDCD (Downtown Design & Conservation District). Long Range and Continuous Goals. Goal: Attract Business to the DDCD. Policies ... as a center for small cottage industry, as a neighborhood shopping center, as a citywide hub with government and public buildings, arts & entertainment center. 1999 City of Woodburn Comprehensive Plan 1998 City of Woodburn Downtown Development Plan • vision of a thriving, safe, and vital center for the community • Enhance Old Town as a "Healthy Heart" of Downtown • Sustain a successful Business Community Misc: Property Ownership Marion County Assessor's Property Records MYCIM (My Community Internet Mapper) http://gis.co.marion.or.us/MYCIMA/Default.aspx?da=true&tid=051 W18BA08400 City of Woodburn Association Building Feasibility Stud y_Literature Review Page 3 of 4 Association Building Feasibility Study for the City of Woodburn APPENDIX F Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com http://apps.co.marion.or.us/PropertyRecords/PropertySearch.aspx Tax Maps indicate parcels. Search: Property summary Information: including Owner information, Year Built, Area, Acreage, etc, RMV Land, RMV Improvements, Sales Information. Registered Woodburn Businesses City of Woodburn Indicates Name, address and Expiration (does not show business owner) http://www.ci.woodburn.or.us/?q=registered—businesses Woodburn Zoning Plan Map Woodburn Sanborn Maps 1890 - City of Woodburn Association Building Feasibility Stud y_Literature Review Page 4 of 4 Association Building Feasibility Study for the City of Woodburn APPENDIX F Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Association Building Feasibility Study Small Business Development Services — RESOURCES This is a list of small business development services resources compiled and provided to the City of Woodburn staff as background information for the project and to support Concept Model #2: Business Incubator. ORGANIZATIONS: Chemeketa Community College Center for Business and Development http://www.chemeketa.edu/busprofession/ccbi/sbdc/index.html • Houses both the MERIT program (start-ups/ new businesses, incubator program) and Small Business Development Center (SBDC) (resource library, workshops and expert advisors) for existing small businesses. The SBDC (thru Chemeketa) is for small businesses and publicly funded. How these programs might work: -Limited access to consultants during term. -If funding is cut, no longer available to meet with small business owners (can be disruptive to small, private businesses). -SBDC will encourage small businesses to take term Small business development class (pay) - pay to play, still only get one private consult per month. -Good networking opportunity, learn how other small businesses work, reaffirmation in what you are doing in business is OK. -Potentially good information/ contacts for healthcare options, HR, related topics, financial management, IT infrastructure, etc. • SCORE (Service Corp of Retired Executives) : located in Salem, Portland, nearest to Woodburn? Work with SBDC? http://portlandor.score.org Salem, SCORE (limited spanish website, not entire site) http://salem.score.org-Is bilingual Oregon Economic and Community Development Department (State Organization —works with SBDC) and has other resources. http://www.oregon4biz.com/Business-financing-resources/ Rural Development Initiatives (RDI) - nonprofit http://www.rdiinc.org/about http://www.rdiinc.org/pro'eds/1 6 Pasos al Exito program (previously offered in Woodburn) — can this be customized for existing businesses? http://www.rdiinc.org/pro'eds/1 6 Neighborhood Economic Development Corporation ( NEDCO non-profit http://www.nedcocdc.org Woodburn area: 1-877-320-1479 Services available in Spanish and English. HATCH (incubator) services — unclear if have existing small business development services available. Oregon Association Minority Entrepenuers (GAME) http://oame.org/default.cfm • More networking, does not necessarily offer small business consulting services. Association Building Feasibility Study for the City of Woobdurn_Small Business Development Services RESOURCES Association Building Feasibility Study for the City of Woodburn APPENDIX F Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com It is unclear how customizable the existing programs above might be to meet the needs of existing businesses in downtown Woodburn. One approach, given the small types of businesses in downtown, would be to subsidize (by whom? City,non-profit, grants) and pay for private business consultant to work with individual businesses. One-on-one intensive services. Could the City of Woodburn partner with Chemeketa/ other group to provide these subsidized services? How to pay for? Provide in spanish, english, russian and somali(?) - relevant languages? Are there other non -profits or groups who provide these services or subsidize these services? FROM PREVIOUS CASE STUDIES: Example of City of Independence establishing/ partnering to provide customizes business assistance . City of Woodburn could look at similar program, except modified to meet needs of existing downtown businesses. Greater Independence Business Incubator (GIBI), 501c(3) http://bizincubator.wordpress.com • provide small business service and support to local area entrepreneurs, business leaders and start-up businesses • no longer offer space (plenty of commercial space available), but to become a `virtual Incubator' -receive up to 3 years of customized business assistance designed to accelerate the growth of early stage companies or new product development, can include: seminars, classes, biz council, help with feasibility plans and/or biz plans -City of Independence contracted with Public Affairs Research Consultant (PARC) ( http://www.parcresources.net )—to take advantage o the MINET (Monmouth Independence Networks, intergovernmental organizations, cheaper and faster base rate, nonprofit) fiber-optic cable communications system (internet, telephone, TV) which was recently established in the cities of Independence and Monmouth. Secured funding from OECD. SEE: http://www.occma.org/Portals/17/conference/handouts/Greg%20EIlis.pdf. -local partners: Western OR University, MINET, Polk HALO, Micro Enterprise Development Center at Chemeketa Comm. College. Association Building Feasibility Study for the City of Woobdurn_Small Business Development Services RESOURCES Association Building Feasibility Study for the City of Woodburn APPENDIX F Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Project: Woodburn Association Building Feasibility Study E.I.D.s, B.I.Ds and EBIDs — RESOURCES, Examples General Information: http://www.oregon.gov/oprd/HCD/PROGRAMS/docs/OMSC_2011 _EID-BI D.pdf What is an Economic Improvement District (E.I.D.)? http://www.oregonlaws.org/ors/223.1 44 • Assessment to Property Owners. City of Oregon City: Economic Improvement District (E.I.D.) to pay for 'soft costs', state engineered/ enabling legislation (works similar to a LID but structured differently. Can implement if less than 33% of property owners object (owner who owns more higher value property, gets more votes, not one for one). Assessment on all properties, all property owners have to pay in for program to move ahead, can't choose to opt -out. Basically, it's a business license fee. Funds $300K annual budget. The business license fee and amount is ultimately passed on to renters, customers. Oregon City EID was first EID in Oregon in 15 years. (in 2011) City of Molalla: E.I.D. in place http://www.oregon.gov/oprd/HCD/PROGRAMS/docs/OMSC_2011 _EID-BID.pdf City of La Grande: in process http://Iagrandemainstreet.org/economic-improvement-district-2/ Other examples: City of Medford: http://www.heartofinedford.com/press/EID%20questions%20&%2OAnswers%20medford%20031113.pdf What is a Business Improvement District (B.I.D)? https://en.wikipedia.org/wiki/Business_improvement_district • Assessment to Business Owners. "A business improvement district (BID) is a defined area within which businesses pay an additional tax or fee in order to fund projects within the district's boundaries. Grant funds acquired by the city for programs and/or incentives such as tax abatements can be made available to businesses or to recruit new business. BIDS may go by other names, such as business improvement area (BIA), business revitalization zone (BRZ), community improvement district (CID), special services area (SSA), or special improvement district (SID). A Community Benefit District (CBD), is much like a BID except property owners, not the businesses, vote to pay an additional property tax assessment. BIDS provide services, such as cleaning streets, providing security, making capital improvements, construction of pedestrian and streetscape enhancements, and marketing the area. The services provided by BIDS are supplemental to those already provided by the municipality." B.I.D.s seem to be most common in large cities NOT small cities/ towns. Not familiar with any B.I.D. case study examples only in small Oregon towns/ cities. Economic & Business Improvement District (EBID) - Hybrid between B.I.D. and E.I.D. • Assessment to both Property and Business Owners City of Cottage Grove: http://www.growingthegrove.com/about-2/the-ebid/ WOODBURN Association Building Feasibility Study_ EID BID Resources and Examples Association Building Feasibility Study for the City of Woodburn APPENDIX F Constructive Form 1337 SE 15th Avenue Architecture and Design LLC Portland OR 97214 T: 503.894.9638 E: info@constructiveform.com Association Building Feasibility Study Main Street / Downtown Revitalization Example from City of Oregon City This is information and notes compiled by the project team and provided to the City of Woodburn staff as background information during this project about. A discussion and lessons learned Lessons the successful City of Oregon City Main Street program, provides questions and ideas to consider in the design of a similar program for downtown Woodburn. -Main Street Organizations/ Downtown Revitalization Groups are property owner driven (not business owner) — need to have buy in from property owners. -Would not suggest calling any coalition or group "Main Street", can be limiting in access to funds, who wants to be involved. Not necessarily a lot more $ available or resources just because you call yourself Main Street. Use something like "Woodburn Downtown Partnership" instead. -Strategies: 'not historic preservation', but preserve what's there first, fill and improve to make it used -OR City has NO overlay districts or historic districts — not needed. Argument when requesting historic funds, is that if you can't fill buildings, they will fall down. Empty buildings die. Priority #1 is to fill them, make them productive assets. -Use neutral language in describing the downtown: ie. Woodburn City characteristics, like 'authentic' urban downtown" to describe. Celebrate authenticity for local residents. With distinct "Hispanic" enclave in the northwest... -Need to hire/ pay for a full time staff position, part time is difficult, does not allow for momentum. -Capacity/ Interest building Step 1: Need to spend a year doing it, building local capacity, volunteer capacity is crucial. A group of community members with the blessing of the City. Step 2: from C3 non-profit (not C4 or C6 chamber or member benefit) C3, for public benefit. With members from other associations, a stakeholder group. Not run by business owners or chamber of commerce, but those who sit on panel, represent the interests of the community. Need to establish a THIRD group — not us vs. them, the third wheel. Include other Neighborhood groups, beyond just the historic district? Step 3: Every 6 months, do 1 project in each of "4 goals", use volunteers. Then complete, then re-upp for the next project. Need to show a proven record for future grants ie. from Ford foundation. Association Building Feasibility Study for the City of Woobdurn_Main Street and Downtown Revitalization Examples Association Building Feasibility Study for the City of Woodburn 1 w. 3 5 Plaza tee, P tee, Pte,, I Pte,, o m +� s o bndPe__ o o w o 11 Front Fggn,F—n 1 G Upper Floor Level 1 2 .,-51-2, 3 4 5 27 8 22 1 t # PI mu �e, nP Ro oo, � Eb„�z.F7 o7 7 SI,,I,om Ip _ r Temp =,PPo,n ,P Foo, h h b— n_ a °. 0 b„ z, F; e m ee ,o m -IP L— eP Front snoodFnn,L I Ground Floor Level dENEFA,NaTEs 0 w 10 i. Th, A, Bdt D,m g,serosh,wg,n�ieGd,,nd�t n,only,Rf, h, Nn1h Englnmdng (2001-2002) and D,t nbagh &A_,'ts (2004) domivn1, kr most rear mnI-r nandmnwa—.lntl alldu—,- and _M, nn n �mn add. 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