Minutes - 03/03/2003 Spec Mtg
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CITY COUNCil SPECIAL MEETING
CITY HALL COUNCIL CHAMBERS
270 MONTGOMERY STREET
WOODBURN, OR 97071
MONDAY, MARCH 3,2003
7:00 - 9:00 P.M.
AGENDA
1. Call to Order and Flag Salute
2. Roll Call
3. 2003 OlCC Renewal
Recommended Action: City Council recommend to the
Oregon Liquor Control Commission renewal of liquor licenses
for the listed business for the year 2003
4. Facilities Goal Setting Workshop
5. Adjourn
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City of Woodburn
Police Department
STAFF REPORT
270 Montgomery Street
Woodburn OR 97071
(503) 982-2345
From:
February 24, 2003 ......J
Scott Russell, Chief of Police~
Date:
To:
Mayor and City Council
Through:
John Brown, City Administrator
S ubj ect:
2003 OLCC Renewal
Recommendation: City Council recommend to the Oregon Liquor Control Commission
renewal of liquor licenses for the listed businesses for the year 2003.
Annually the police department reviews activities occurring at or in the vicinity of all licensed
liquor establishments in Woodburn. All reviews were completed in accordance with Council
Resolution 1613, dated January 23, 2001, establishing guidelines and procedures for liquor
license recommendations. Through established guidelines and procedures, the City Council
ensures equitable and consistent treatment of liquor license applications. The adoption of policy
protects the interest of the general public providing consistent direction to staff in the processing
of liquor license.
The following liquor license applications were reviewed in accordance with the established
standards for police department recommendations, as described in Resolution 1613.
The standards and criteria are as follows:
Council Resolution 1613, Sec. F, Standards for Police Department Recommendations
Fights and assaults
Liquor law violations by licensee or their employees
Excessive or obtrusive noise
· Illegal drug use or sales on the premises
· Trespass on private property
· Public drunkenness
· Failure of licensee to take appropriate action to prevent or control problems caused by
patrons on the premises or within the local vicinity.
Council Resolution 1613, Sec. G, Guidelines and Criteria
1. A recommendation to deny the renewal application will be made when there are
persistent problem involving the types of police calls listed above related to the sales of
alcohol.
2. The police department will automatically recommend denial of a renewal application
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when there is a record of ten arrest, in the prior twelve months, of employees or patrons
of the licensed business for unlawful activities related to the sale or service of alcohol
under the license either on the premise or in the vicinity.
3. Actions by the licensee which rnight tend to rnitigate the problems should be considered
by the City Council. Examples of mitigating actions are seeking and following
recommendations by the OLCC, or police, and increased security measures.
4. In addition to the criteria previously outlined, a recommendation for denial of a license
renewal may be made when there are persistent problems involving police calls related to
sales or service of alcohol not stemming from calls for assistance from the establishment,
within the preceding twelve months, concerning unlawful activities by employees and
patrons of the licensed business, either on the licensed premises or in the immediate
vicinity thereof.
5. The recommendation by the police department is only one component of the liquor
license recommendation process. Community input is significant factor in a review of
applications by the Council. With all licensing activities, it must be remembered that the
City recommends and OLCC grants or denies.
All liquor license establishments met the guidelines and policies established by Resolution
1613 in the year 2002. *Those establishment denoted by "*" have a compliance plan.
Compliance plans are developed to bring establishments into compliance due to a history of
serious and persistent problems or because of frequency of problems within the immediate
area.
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The following liquor license applications are recommended for approval by the police
department:
Off-Premise Sales:
7-11 Store #2353-17416B
Bi-Mart #643
Crossroads Grocery & Deli
Chalet Restaurant
E-Z Stop Market Grocery & Deli
Gary's Market # 1
The Raven
OLCC Store #60
Westview Texaco
Piper's Jewelry
Roth's IGA Foodliner
Safeway Store #1976
Salvador's Bakery I
Woodburn Shell
Senior Estates Restaurant (Huber's)
Shop N Kart
O'Donnell Enterprises (AM-PM Mini Mart)
Su Casa Imports
US Market # I 09
Woodburn Fast Serve (Woodburn Chevron)
Young Street Market
Full On-Premise Sales:
*Chu's Eatery
La Sierra Mexican Restaurant
Eagle's Lodge #3284
Elmer's Restaurant
Elk's Lodge #2637
La Estrellita Mexican Restaurant
Los Cabos Mexican Restaurant
Lupita's
OGA Members Course
Ranch Restaurant & Lounge
*Su Casa Imports
Y un Wah Chinese Restaurant
Limited On-Premise Sale:
Abby's Pizza Inn
* Arandas Taqueria
Chalet Restaurant
Denny's at Woodburn
D&D Restaurant
La Unica
Fonzie's Deli
Shari's of Woodburn
Pizza Hut
Salvador's Bakery III
Senior Estates Restaurant (Huber's)
Taqueria Guadalajara
The Raven Inn
Woodburn Lanes
Plush Pippin Grill
cc File
OLCC
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Facilities Goal Setting Workshop
Discussion List
January 25, 2003 Goal:
Evaluate City Facilities for Retention, Expansion, Acquisition, and Relocation
Offices and Shops
City Hall
Administration
Courts
Finance
Planning/Building
Police
Precinct
Recreation and Parks
City Hall Annex
Street/Water Building
Ladder Factory
Equipment Yard
Old Wastewater Treatment Plant
Old Water Shop
Cornmunity Facilities
Aquatic Center
Old Community Center
New Community Center
Library
Carnegie
Modem
Museum
Woodburn Historical Museum
Bungalow Theater
Association Building
Parklands, Greenways, and Open Space
Regional Parks
Centennial
Legion
Settlemier
Drop in Centers
Neighborhood Parks
Greenways
Cornmunity Garden
Gatch Street Property
Systerns Infrastructure
Wastewater
Water
Storm water
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Woodburn Police Department
Work Space Needs Assessment
Introduction:
The Woodburn Police Department has conducted operations from its current location at
Woodburn City Hall since construction of the facility in the 1970's. The proceeding 30
years have seen tremendous growth in the Woodburn community. The leading indicators
continue to show that this growth trend will continue into the foreseeable future. Proper
facilities evaluation, planning, and preparation will allow the Police Department to
efficiently and effectively meet the needs of the growing and vibrant community of today
and tomorrow.
Backaround:
In October, 1999 in response to overcrowding issues at the City Hall site, and in
partnership with the Marion County Sheriff's Office and the Marion County Justice
Court, the Police Department leased office space at 986 N Pacific Hwy. The department
uses this space as a police precinct, housing the entire patrol division and community
policing unit, some twenty (20) employees. The facility is under a five-year lease until
October 2004. Due to county budget restrictions, the Marion County Sheriffs Office
vacated the lease in July of 2002. However, the police department still shares the facility
with Marion County Justice Court.
The City Hall police facility currently houses fifteen (15) employees assigned to Police
Administration, Records, Investigations, Evidence, and Code Enforcement operations. It
also provides space for police equipment, police supplies, a holding facility, the property
room, arms locker, and other storage areas. The department has an additional long-term
evidence storage facility located at the City Waste Water Treatment Plant.
The Department has completed and overall evaluation of East Precinct and its ability to
fulfill its mission. This evaluation has raised several concerns with the performance of the
precinct. The primary issue is one of separation of department units and the reduction in
intradepartmental communications this causes. The separation of the patrol and
community policing units from the investigative, records, and code enforcement units
makes effective communication between these units a challenge. Important crime,
neighborhood or criminal justice procedures information must be relayed across these
units in a formal manner, as informal contacts do not often occur. Additionally, the
separation of command from the patrol and community policing units requires substantial
time and travel to make the all-important contacts between the rank and file and
management.
These issues were mitigated somewhat by the valuable interaction between Woodburn
Police Officers and Marion County Sheriff's Deputies and Probation Officers who were
formerly located at the same site. The ability for these criminal justice partners to work
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together created a potent team to oppose criminal activity in North Marion County. The
departure of the Sheriffs office staffhas eliminated this benefit and now leaves the patrol
and community policing units isolated from the rest of the department.
Secondly, our statistics show that very few citizens utilize the East Precinct facility. An
average of fewer than 5 citizens per week walk into the East Precinct Office to seek
police services. In contrast the office at City Hall continues to receive the bulk of citizen
walk-in contacts averaging 75 to 100 or more per week.
All this being said, without the East Precinct space, or an alternative site, the patrol
program would be forced to relocate back to the original City Hall facility. The City Hall
facility was inadequate in 1999 and is even less adequate in 2003 given the additions to
the departments operations. A brief walk through of the City Hall site makes apparent
the problems associated with moving twenty employees back to this site. Without major
remodeling and additional space allocations the efficiency of police operations would be
severely affected today and would leave no room for future expansion.
Strateaic Planning (Centralized vs Decentralized\:.
In reviewing the original plan for the precinct it is clear that at that time the department
intended to pursue a decentralized policing scheme by creating a self contained precinct
operation with its own command structure, support staff, and patrol force dedicated to
serving the east Woodburn neighborhoods. This would have allowed the existing City
Hall Police facility to serve the central Woodburn neighborhoods and envisioned the
future development of a precinct to serve the west Woodburn neighborhoods. Each
office would require it's own command, support, and patrol staff along with
commensurate office equipment, supplies, and overhead.
When the department moved into the precinct in October of 1999 it was already evident
that proper staffmg and operation of two separate police precincts, performing the same
patrol functions with separate command and support staffs, would far exceed the
projected department budget and available city revenues. Therefore the department
determined that patrol operations and community policing, the largest group of
department employees, could be moved to the precinct and thereby reduce overcrowding
at the city hall facility. This move allowed department operations to continue efficiently,
keeping the maximum amount of officers on the street, without generating additional
management expense. In the ensuing years Woodburn's population growth has continued
and has translated into substantial additional demands for police services with only minor
increases in police staffmg.
In analyzing the current situation it seems apparent that continuing to pursue a
completely decentralized policing scheme for the Woodburn Police Department would
not only be cost prohibitive, given current conditions, but would produce unnecessary
layers of management and overhead costs. Operating under a generally centralized
scheme would allow fewer layers of management, unity of command, economy of scale,
and reduced overhead. This would allow the department to maximize the amount of
officers on the street at all times. This does not mean that the department should not
continue to offer police services to the neighborhoods. Storefronts and neighborhood
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policing offices can easily be located and staffed without creating the tremendous
overhead costs of decentralized precincts. These issues can be more fully addressed once
the current facilities situation is resolved.
Facilitv Needs Assessment Methodoloav:
In preparing a draft needs assessment several methodologies were utilized to gain the best
estimation possible of department needs for the year 2020. First we produced a staffing
projection for that year based on an officer per thousand citizens calculation that
estimated officers needed by population. Next we produced a call load projection that
estimateg the amount of calls for police service in the year 2020 and extrapolated how
many officers would be needed to handle these calls. Finally, we conducted a work-
space needs assessment based on the median value of these two staffing projections and
compared it to the average square footage per employee estimates provided by the
International Chiefs of Police.
Staffina Proiections for 2020:
Currently the City of Woodburn has 1.28 police officers per thousand citizens. As
depicted in Chart A, this falls well short of the national average and below the average
for cities our relative size. Based upon the departments current call load, type of calls
responded to, and the demand for police services, it is our belief that 1.5 officers per
thousand should be the baseline for this department. Fewer officers than this seriously
stretches the ability of the department to provide the level of service that the citizens of
Woodburn seem to desire from their police department. A number greater than 1.5 would
provide for additional programs beyond the basic police services, but also added expense.
Using a level of 1.5 officers per thousand citizens and the provided population estimate
of 35,000 citizens for 2020 we calculate that we will need 53 sworn police officers.
Using 1.5 officers per capita generates the factor of .6 for support staff per 1,000 citizens.
Given this figure we assume that we would need 21 support staff for a department of that
size. This would yield a total of74 employees for the Woodburn Police Department in
the year 2020.
Alternatively, using the current levels of 1.28 officers per thousand and .4 support staff,
we can calculate 45 sworn police officers and 14 support staff yielding a total of 59
employees for the Woodburn Police Department in the year 2020 based on today's ratios.
Call Load Proiection for 2020:
The problem with the population method noted above is that it says nothing about police
service and it's efficiency or inefficiency. In reality the number of calls for service is the
real measure of the demands on the police force. So what we really want to know is the
likely number of police calls for service in the future. We can estimate this by evaluating
our current call load and making projections for the future.
In Woodburn in 2002 the police department responded to 11,776 calls for service, we had
20,8600 residents as of July 2002 (PSU projected population for July 1, 2002), and we
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had an authorized staff of27 sworn officers. 11,776 calls divided by 20,860 yields a ratio
of .56 calls per capita ratio. Dividing 11,766 calls by 27 sworn staff yields 435 calls for
service per officer per year. Two code enforcement officers contribute to handling some
of this call load and if their calls were removed we can estimate about 400 calls for
service per year per officer or about 33 calls per month. (In comparing our efficiency
with other departments we find that we are operating at a very efficient rate as some
departments only handle half as many calls per officer per year as we do.)
Utilizing these figures we can project the calls for service upon the estimated 2020
population of 35,000 by rnultiplying it by the .56 call load ratio which yields a call load
of 19,600 calls for service in 2020. 19,600 calls divided by 400 calls per year per officer
yields the need for 49 sworn officers (or 1.4 per thousand). Adding support staff at the
current rate would mean 15 support staff for a total of 64 employees.
In analyzing the projected numbers of employees for 2020 that we have obtained
utiliyzing the various methods we have estimated; 74 employees, 59 employees, and 64
employees respectively. The mean (average) of these numbers is 66, the median is 66.5.
If we say that our goal is to work towards maintaining 1.5 officers per thousand and
appropriate support staff to assist them then we should select a number of about 70 total
employees as a reasonable estimation of potential employees needed in 2020.
The International Association of Chiefs of Police provides an estimation factor for
facilities sizing. This estimate is based on input from engineers and architects familiar
with police facilities construction and the experience of project managers who have
actually completed such facilities. For centralized police facilities that include central
records, storage, and holding facilities they recommend 260 to 300 gross sq. ft. per
employee. Utilizing these figures we can estimate a building size of 18,200 sq. ft. to
21,000 sq. ft..
Work Space Needs Assessment for 2020:
The third method we utilized to evaluate our future needs was a systematic analysis of
space requirements for each police department unit and/or employee that we have
projected for the year 2020. The estimated space figures for each room were obtained
from the International Association of Chiefs of Police, Planning, Designing, and
Constructing Police Facilities Seminar materials. Chart C (attached) illustrates this
analysis and its results. The result of this analysis, 23,875 sq. ft., includes Norcom's
estimate oftheir 2020 space needs. Removing the Norcom space from the projection
shows a need for 21,475 sq. ft. for the Woodburn Police Department in the year 2020.
This workspace needs assessment roughly correlates to the projection based upon the
total employees method described above.
Conclusions:
The Woodburn Police Department faces a facilities decision point over the next several
years. The lease on the East Precinct facility will expire in October 2004 and the City
Hall Police facility is not currently able to accommodate all police personnel. Separation
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of police operations has created organizational challenges that can no longer be mitigated
by increased teamwork with the Marion County Sheriff's Office because they have since
moved from the East Precinct facility. Proper strategic planning now, both for future of
police operations and police facilities, will allow the W oodbum Police Department to
meet the known and unknown challenges of the future.
A completely decentralized policing scheme is an ambitious and expensive proposition
that is usually attempted only by police agencies employing more than 100 officers or
who serve a constituency that spans a large geographical area. Community Oriented
Policing and Problem Oriented Policing require police to have close contact with the
neighborhoods they serve. However, this can be accomplished by staffing storefronts and
commun"ity offices that are merely satellite offices and which do not carry the overhead
of a self-contained police precinct.
In order to be effective and efficient, a continued commitment to a completely
decentralized policing operation in Woodburn will require substantially more staff and
funding than is currently allocated. Considering the current funding realities (and those
of the foreseeable future), the need to maximize police personnel on the street serving the
public, the current and projected size of the department, and the present facilities
situation, it is the department's recommendation to return to a generally centralized
policing scheme with the potential of citing neighborhood contact offices when and
where deemed appropriate.
Centralizing police operations (now or in the future) will require the allocation of enough
space to accommodate all department operations. Chart B illustrates that the department
currently has 11,854 sq. ft. available to it and utilizes approximately 88% of this space or
10,431 sq. ft.. Approximately 4,403 sq. ft. of this space is located at the East Precinct
site.
Analysis of future facility needs by three different methodologies has indicated that the
Woodburn Police Department of 2020, if centralized, will most likely need facilities of
approximately 21,000 sq. ft.. This is about 8,146 sq. ft. more than is currently allocated.
Should the department continue to pursue completely decentralized operations it is
estimated that decentralized facilities would need considerably more space.
Establishing a clear direction at this time will assist the department in planning for
operations to take us into the next decade and beyond.
We look forward to your questions, comments, and input on this important matter.
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Chart A
Police Officers Per 1000 Inhabitants
2.5
2
1.5
0.5
0
1985 1991 2001 2003
.National Avera e 2.1 2.2 2.4
OAverage For Cities of 10K to 1.7 1.8 1.9
25K
.Cit of W oodbu rn 1.79 1.56 1.32 1.28
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Chart B
Woodburn Police Department
Current Facilities
Location Square Footae:e Currently Utilized
City Hall Police Facility:
Upstairs 4047' 1000/0
City Hall Police Facility:
Downstairs Storage 360' 90%
City Hall Police Facility:
Downstairs Evidence 980' 100%
Storage
City Hall: Norcom 1200 ' 100%
WWTP: Evidence Storage 864' 60%
East Precinct: Shared 1695' 100%
Facility Space
East Precinct: WPD only 2708' 70%
space
Totals 11,854 88%
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Chart C I Work Space Needs Assessment
Projected Estimated
Staff Class or Function Current Staffing SQ.FT
Staffing 2020 Needed for
2020
Reception\lnquiry Desk\Records Counter
470 SQ. ft.
Training\Video Room 800 SQ. ft.
Patrol Squad Room 13 30 660 SQ. ft.
Community Room 450 SQ. ft.
Public Restrooms 100 SQ. ft.
Chiefs Secretary 1 1 140 SQ. ft.
Detective Secretary 0 1 100 SQ. ft.
Crime Analysis/Police Planner 0 1 350 SQ. ft.
Evidence Technician 1 2 400 SQ. ft.
Sergeants 5 6 1,050 SQ. ft.
Detectives 3 6 960 SQ. ft.
Lieutenants 0 2 400 SQ. ft.
Deputy Chief 1 1 250 SQ. ft.
Chief of Police 1 1 300 SQ. ft.
Command Waiting Area 95 SQ. ft.
Command Washroom 45 SQ. ft.
Conference\Meeti ng\Library 300 SQ. ft.
Training Officer 0 1 200 SQ. ft.
I nterview Rooms 600 SQ. ft.
Video Monitor Room for Interviews 60 SQ. ft.
Soft (Victim) Interview Room 11 0 SQ. ft.
Juvenile Custody\lnterview Room 300 SQ. ft.
Lunch Break Room\Coffee Area 440 SQ. ft.
Fitness/DT's Training Area 500 SQ. ft.
Photocopy/ShreddinQ Room 180 sa.ft.
Locker Rooms 1,000 sa.ft.
Records Supervisor 1 1 120 SQ. ft.
Records Clerks 3 5 350 SQ. ft.
Case Preparation 140 SQ. ft.
General Storage Area 200 SQ. ft.
Mud Room\Wet Room 150 SQ. ft.
Armory\Gun Cleaning\Weapon Loading 275 sq. ft.
w/bullet trap
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Projected Estimated
Staff Class or Function Current Staffing SQ.FT
Staffing 2020 Needed for
2020
750 sq. ft.
80 s . ft.
1,160 sq. ft.
2 4 440 s . ft.
80 s . ft.
7005 . ft.
2 5 400 sq. ft.
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600 sq. ft.
300 s . ft.
3,000 s . ft.
1,600 S . ft.
430 s . ft.
2 4
440 s . ft.
2,400 s .ft.
35 71 23,875
s . ft.
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Memo
To: John Brown
Date: March 3, 2003
From: Linda Sprauer
Subject: RE: Administrati Facilities Capital Improvement Plan
The following areas appear to me to need to be updated as follows:
1. 1 Plans and Reports
Twenty-Year Needs:
1. Additional Office Space
2. Library Expansion
NOTE: Library should be re-Iisted as Three-Year to Five-Year Needs
2.2 Community Facilities
A. Library
The Woodburn City Library contains a total of34,004 s.f. of space, including 12,157 s.f.
in the original 1914 Carnegie library building, and 21,847 s.f. in the 1979 addition.
NOTE: Should be corrected to read:
The Woodburn City Library contains a total of21,847 s.f. of space, including 4,718
s.f. in the original 1914 Carnegie library building, and 17,160 s.f. in the 1979
addition.
This makes a major difference of 12,157 s.f.! The higher numbers were erroneously
stated in the 'grand opening' brochure. Several years ago a public works employee
came to the library, measured, and gave me the following figures:
1979 Building:
Main Floor
Mezzanine
Ramps
TOTAL
10,798
6,247
115
17,160
Carnegie Building
Upper Floor 2,359
Lower Floor 2.359
TOTAL 4,718
TOTAL - BOTH BUILDINGS: 21,878
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3.0 Needs Assessment
3.1 Population Growth
. Official State and County population estimates indicate that the population
(16,585 in 1998) is expected to grow by 58.5%, to a total of26,290 by 2020.
This growth projection has been used in the analysis of facility needs included in
this report.
NOTE: A revised estimate of population of 35,000 in 2020. Obviously this
makes a major difference in the amount of library space needed in 2020.
(35,000 x 1.77 s.f. per capita = 61,950 s.f.!)
3.2 Interviews
B. Sufficiency/functionality of facilities
. additional downtown parking is needed for City Hall and Library visitors;
. the capacity of existing library space may be further stretched through the
adoption of new space-saving technologies (i.e. internet, CD-ROM; DVD-
ROM, etc.)
NOTE: Bullet 1 - The City Hall and Library have both gained some parking
spaces (between the two buildings), but patrons of the library continue to
talk to staff about the lack of parking available. Bullet 2 - Steps have been
taken to provide information in all of these formats, but books are still
needed and the most popular format requested.
3.3 Site Visit~
A Physical condition
Both City Hall and the City Library Addition are modern buildings, constructed
in the late 1970's (City Hall - 1976, Library Addition - 1979), and are in good
physical condition. No major physical problems were apparent or reported by
staff.
Library staff reported ongoing minor problems with roof leaks and with HV AC
systern design capacity and noise that have been recurrent since the Library
Addition first opened. The roof was resealed in 1993, and modifications have
been made to the HV AC system to supplement design capacity problems.
Some of the Addition's double pane windows have also lost their seal, causing
them to fog.
The eighty-four (84) year-old Carnegie Library building is also in good
condition, having been updated at the tirne the 1979 addition was constructed.
Staff cornrnented that the building's windows are not insulated, and that the
installation of storm windows on the Carnegie Library might reduce problems
with the HV AC system.
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Several maintenance items, such as the need to repaint exterior metal trim on
the Addition and inspect brickwork and windows on the Carnegie Library were
also noted.
NOTE: This study was completed shortly after the library's "Spring
Break Quake" earthquake repair project, funded by FEMA. That
project removed all the carpeting, repaired cracks in the concrete floors,
repaired cracks in the walls, re-carpeted the building and repainted the
entire interior of the building. Friends of the Woodburn Public Libral")'
paid to have some of the furniture re-upholstered and city funds replaced
some of the tables and chairs. The result was that the libl"ary looked
'almost new!'
The complete replacement of the HV AC system has been accomplished
since the report, which has improved the comfort level greatly - most
days!
Most recently, the exterior of the Carnegie library has been 're-
furbished,' including a new roof, gutters and downspouts, storm windows
and the exterior wood trim repainted.
The roof of the Library addition still leaks and several of the windows are
cracked and are still foggy.
~ Functionality
Both the Carnegie Library and the 1979 Library Addition function well as
library facilities. Staff commented that the design of the Addition, which
includes two entrance/exit areas, creates potential security problems and
requires more staffing than would be needed with a single entrance/exit. No
other problems with functionality were noted.
NOTE: This still holds true, although the same number of staff may be
needed, but for other aspects of the library's services.
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3.4 Level of Service Analysis
B Community Facilities
1. Library
For library facilities, a Level of Service (LOS) standard of 1. 77 square feet
"per capita" (resident) was selected, based on the assumption that current
space is sufficient until 2005. Library facility needs are as follows:
I. Lihrarv Facilitv Needs
1999 2005 2010 2020
Space Needed: 29)60 34,004 37,765 46,540
Current: 34,004 34,004 34,004 34,004
Surplus(Deficit): 4,644 0 (3,761) (12,534)
NOTE: Using the same figures as in the study, but with the correct
number of square feet in the existing library facility, there was a deficit of
space in 1999, which continues to grow in the projections.
1. Librarv Facilitv Needs
1999 2005 2010 2020
Space Needed: 29,360 34,004 37,765 46,540
Current: 21,878 21,878 21,878 21,878
Surplus(Deticit): (7,482) (12,126) (15,887) (24,662)
If adjusting for the population we reached in the year 2000, and using the
anitcipated growth amount of 35,000 by 2020, the calculation is even larger.
1. Librarv Facility Needs
2000 2010 2020
Population: 20,100 27,550 35,000
Space Needed: 35,577 48,764 61,950
Current: 21,878 21,878 21,878
Surplus(Deticit): (13,699) (26,886) (40,072)
The existing library facility may be expanded into Library Park and/or through
the acquisition of additional adjacent land.
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4.0 FACILITY RECOMMENDATIONS
4.2 Community Facilities
C. Library Expansion/Upgrades
Between 2005 and 2020, approximately 12,536 s.f of additional library space will
be needed to serve growth. If possible, this new space should be provided as an
expansion of the existing library
In addition to new space, some updating and upgrading at the original Carnegie
library is also needed.
NOTE: As shown above, with the corrected figures for current space, the
expansion will need to be approximately 24,662 s.f. This would be a facility
totaling 46,540 s.C. of space according to the 1999 study or 61,950 s.f.
using the updated population figure.
STAFF: With approximately 75% more s.f., the additional staff needed
would be large Iy dependent upon the configuration and layout of the
facility. The best "guesstimate" would be a total of 38 FTE.
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Memo
lllcorlJoraret! 1889
Woodburn Recreation and Parks Department. 270 Montgomery Street. Woodburn, OR 97071
(503) 982-5264. Fax (503) 982-5244
From:
John Brown, City Administrator J
D. Randall Westrick, Recreation and Parks Director/11
February 18, 2003
Community/Municipal Park Acreage Need Analysis
To:
Date:
Subject:
In anticipation of the Council's March 3, 3002 facilities workshop I have prepared some
information regarding Community/Municipal park needs through 2020.
The City's Parks and Recreation Comprehensive Plan classifies larger parks in Woodburn as
community and municipal parks. Community parks are five to 20 acres in size and municipal
parks are over 20 acres. Both park types are defined to serve broad, citywide needs.
The Plan sets forth a combined community/municipal population standard at two acres per
1,000 residents. Below is an analysis of parkland need based on the Plan's current
population projection and a revised projection of 35,000 residents.
2020 Acreage Need 2020 Acreage Need
Acreage Based on Current Based on Revised
Current Standard Per Population Population
Park Type Acres 1,000 Population Projection 26,290 Projection 35,000
Municipal Park
(Centennial) 24.96
Community Park
(Settlemier &
Legion) 23.13
Total 48.09 2.0 52.58 70.00
Projected 2020 Deficiency 4.49 21.91
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