The Portland Building Reconstruction Project
THE PORTLAND BUILDING RECONSTRUCTION PROJECT
PHASE 1 REPORT
DECEMBER 2, 2016 / PHASE 1 DELIVERABLES
Table of Contents 2
DBR Project Team 4
Executive Summary 5
Basis of Design Narrative 16
Basis of Design Drawings (Refer to separate package)
Conceptual Budget 35
Project Master Schedule 36
Space Program 38
Sustainability Targets & Plans 57
Constructability, Phasing & Logistics Plan 62
Project Risk Matrix 64
Code & Regulatory Requirements 66
TABLE OF CONTENTS
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 2 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT / DRAWINGS
GENERAL STRUCTURAL 0.0 Cover Sheet S1.0 Floor Plan, Basement S1.1 Floor Plan, First Level S1.2 Floor Plan, Second Level S1.3 Floor Plan, Third Level ARCHITECTURAL S1.4 Floor Plan, Typical Level (4th - 14th) A1.0 Floor Plan, Basement S1.15 Floor Plan, Fifteenth Level A1.1 Floor Plan, First Level S1.16 Floor Plan, Machine Room A1.2 Floor Plan, Second Level A1.3 Floor Plan, Third Level S2.0 Details A1.4 Floor Plan, Fourth Level A1.5 Floor Plan, Typ. Level (5-14) A1.15 Floor Plan, Fifteenth Level A1.16 Floor Plan, Penthouse & Roof MECHANICAL, ELECTRICAL & PLUMBING MEP1.0 Floor Plan, Basement A3.0 Reflected Ceiling Plan, Basement MEP1.1 Floor Plan, First Level A3.1 Reflected Ceiling Plan, First Level MEP1.2 Floor Plan, Second Level A3.2 Reflected Ceiling Plan, Second Level MEP1.3 Floor Plan, Third Level A3.3 Reflected Ceiling Plan, Third Level MEP1.4 Floor Plan, Typical Level (4th - 14th) A3.4 Reflected Ceiling Plan, Fourth Level MEP1.5 Floor Plan, Typical Level (4th - 14th) - A3.5 Reflected Ceiling Plan, Typ. Level (5-14) Chilled Beam Layout A3.15 Reflected Ceiling Plan, 15th Level MEP1.15 Floor Plan, Fifteenth Level MEP1.16 Floor Plan, Machine Room A4.0 Roof Plan, Overall
A5.1 Building Elevation, Main St A5.2 Building Elevation, 4th Ave A5.3 Building Elevation, Madison St A5.4 Building Elevation, 5th Ave A5.5 Building Elevations
A6.1 Building Section, Overall North-South A6.2 Building Section, Overall East-West
A10.1 Building Details TABLE OF CONTENTS
Dec 2, 2016 / PHASE 1 REPORT / 3 DBR Team Specialty Consultants General Contractor Howard S. Wright Architectural Carleton Hart Architecture
Architect DLR Group Architectural Convergence Architecture
Structural Engineer KPFF Consulting Engineers Brokerage / Transition Planning JLL
Mechanical Engineer PAE Engineers Building Envelope Facade Forensics
Electrical Engineer PAE Engineers Code Pielow Consulting
Electrical Samata Consulting Engineers
Environmental Graphics Mayer/Reed
Trade Partners Geotech GeoDesign Building Envelope Benson Industries Historic Preservation Architectural Resources Group Electrical On Electric Group Historic Preservation Venerable Group Mechanical General Sheet Metal Interior Design DLR Group Mechanical TCM Corp Interiors Czopek Design Studio
Lighting Little Fish
Mechanical Whole Building Solutions
Mentor Protégé Services Donaldson Enterprises
Security Securadyne
Structural ABE Design
Structural James G. Pierson
Sustainability Brightworks
Sustainability Eggleston Consulting Group
Technology RLF Enterprises
DESIGN-BUILD-RELOCATE (DBR) TEAM
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 4 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT EXECUTIVE SUMMARY
Dec 2, 2016 / PHASE 1 REPORT / 5 PROJECT BACKGROUND
On behalf of Howard S. Wright and DLR Group, we are pleased to submit for your consideration The Portland Building, designed by Michael Graves and built In July, 2016, the City of Portland engaged the design-build in 1982 as administrative offices for the City of Portland, team of Howard S. Wright & DLR Group (DBR team) to the attached Basis of Design package which summarizes the DBR team’s efforts for this Phase 1 is an award winning design of Post Modern architecture. perform a “reconstruction” of the existing Portland Building Concept/ Criteria Design phase of work. The building was later placed on the National Register of to holistically address the building’s issues by designing Historic Places as a building of “exceptional importance,” and constructing a building renovation that would meet the but it currently faces problems with its structure, exterior, City’s requirements for the Project. The City chose to use and operational systems that repairs alone cannot address. a progressive design-build delivery model for the project To protect and preserve this major public investment, the including a Collaborative Project Delivery (CPD) method City has initiated a $195 million project to reconstruct the that brings the City and the DBR team into the design and Portland Building by the end of 2020. The City will create construction process in a way that makes best use of each an adaptable building that will last another 50-100 years, member’s unique knowledge and skill sets to increase value, providing a productive work environment for employees and reduce waste and maximize efficiency. a welcoming space for community members. The DBR team in collaboration with City staff and the Owner’s The Project scope includes envelope repair/replacement, Representative, Day CPM has completed Phase 1 of the seismic upgrades, system replacements, interior remodel, project. This report documents the important outcomes and and relocation services to accommodate the construction recommendations that were developed during the Phase 1 work. The Portland Building is a 15-story high-rise building – Validation, Conceptualization, and Criteria Design scope of that is occupied primarily by City bureaus and is located at work. 1120 SW Fifth Avenue, Portland, Oregon. The building is approximately 360,000 SF plus basement. In addition to the repair and replacement scope of work outlined above, the City outlined the following goals for the Project: • The Project will seek, at a minimum, LEED™ Gold certification • The Project should maintain its historic elements and character and should seek to ensure the Portland Building’s place in Portland’s history, • The Project should result in a significantly improved efficiency and functionality of the building as a workplace, • The Project should result in reduced maintenance and operational costs for the Portland Building. • The Project should utilize comprehensive strategies to support and contract with Disadvantaged, Minority-Owned, Women-Owned, and Emerging Small Businesses (“DMWESB”) and support the hiring of minority and women workforce in the trades.
EXECUTIVE SUMMARY
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 6 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT PHASE 1 SCOPE OF WORK PHASE 1 PROCESS PHASE 1 TEAM
The Phase 1 Validation, Conceptualization, and Criteria Design An important first step in the Collaborative Project Delivery As part of the Project Phase 1 process, the DBR team, scope of work served to validate and refine the project scope, (CPD) process was implementing a focused partnering with City input, selected specialized design consultants budget and schedule recommendations for the Project—all session that helped strengthen the integrated owner/DBR and key design assist trade partners to join the team. while staying within the project constraints of $195 million team. This partnering “alignment to purpose” was achieved These consultants and design trade partners developed and completion by the end of 2020. Extensive engagement through Howard S. Wright’s SmartStart® process. Executed recommendations and provided valuable expertise as we with City project staff, City Bureaus, and other stakeholders as part of the project kick-off, this process focused on the validated and developed the outcomes that are documented allowed the team to develop programming and design alignment of the team members in the areas of Behavior, in this report. Please refer to page 4 of this report for a recommendations that were then tested against target Values, Governance, and Milestones. The early partnering complete list of the consultants and trade partners that budget and schedule assumptions. The following key tasks session ensured that the team understood the project participated on the DBR team during this project phase. were performed by the team during this phase: goals and allowed the team to establish a plan for how to effectively work as a group to achieve the goals. The shared • Examined previous feasibility and assessment studies, alignment of goals and vision guided the team in making other City-provided information, and other data to decisions during Phase 1 and will continue to be beneficial COMMUNITY AND STAFF INPUT understand the City’s needs; throughout the remaining phases of the project.
• Examined the options previously considered by the City During Phase 1 the project moved along two simultaneous The Project team participated in a number of community and consider applicability to the current project; paths. Along one path, specialized workgroups were and City staff engagement activities during Phase 1 to seek established to focus the team’s expertise on each area of input in the development and design of the project. The • Examined the Project Site and conducted investigations the project scope—building envelope; mechanical/electrical/ community had opportunities to learn about the project and into site conditions and legal and regulatory plumbing; seismic upgrade; workplace/interiors; technology; provide design input in two separate open house activities— requirements for the Project; sustainability and social equity. These workgroups focused one at the Portland Building and one at the Ron Russell • Engaged with City project staff, Bureaus and stakeholders on discrete portions of the scope and defined the issues Middle School in East Portland. The Project team engaged in to develop detailed program requirements, refine project that needed to be addressed by the larger group. Along the dialog with community members interested in the project. goals, and identify recommendations for operational other path, collaborative charrettes and visioning sessions The City’s website provided updated information on project changes that support the project goals. were held that assessed the results being produced by the direction established during the development of Phase 1 and workgroups to provide direction on how to proceed within provided a place for community input through comments • Developed preliminary recommendations for the Project the context of a “best value” approach for the entire project. and a survey. Additionally, comment boxes were placed in Criteria including the Project scope and options to deliver The combination of these two paths allowed for focused the Portland Building to collect comments from staff and the the needed functionality and capacity more efficiently attention and expertise within the workgroups while still community. and cost-responsibly; maximizing the innovation and collaboration potential of holistic integrated team work sessions. Portland Building staff and staff city-wide had various • Developed and refined the target budget and the target opportunities to learn about and provide input on the schedule; project. Monthly information sessions were held for City staff. They provided project updates to the staff and provided • Developed the preliminary Basis of Design (BOD) criteria a place for staff to ask questions and provide input to the and drawings to establish the Project Scope. Phase 1 development process. City staff in the building also participated in a detailed survey that allowed the Project team to gather important data about staff perceptions of current workplace conditions and staff aspirations for workplace design in the renovated building. The results of this survey helped inform the workplace design visioning process. Both survey results are posted on the City website.
EXECUTIVE SUMMARY
Dec 2, 2016 / PHASE 1 REPORT / 7 VISIONING
The project team held two day-long interactive visioning sessions with City of Portland Bureau Directors and other key City stakeholders. The first session was held in August to introduce workplace concepts and establish a consensus on operational and workplace approaches that should be explored by the DBR team. The second session was held in September to present and discuss concepts that validated the approach established in the first session.
The City of Portland’s vision for interior planning and workplace concepts needed to support the City’s goals to serve the public well and to become an “employer of choice.” In order to envision an appropriate design concept to align with those goals, our team focused the visioning sessions on both the public experience and the employee experience. Developing the project vision through this lens allowed us to stay focused on how we should plan spaces and set design criteria within the iconic building.
Each vision session led to a series of goals and priorities that the design team used as guiding principles when making decisions about the organization and intention of the interior PUBLIC FACING SERVICES & AMENITIES EMPLOYEE WORKPLACE SHARED CONFERENCING environment. In 2020 when the public and employees return to the building our measure of success will be evaluated • Locate public-facing services on the lower floors keeping • Limit public access to the upper floors and allow open • Consensus on the value of shared conferencing against the consensus and direction established during the public access primarily on these floors. Public access to access for employees to all the bureau floors, with limited amenities as long as the program identifies how many visioning sessions. Following are key outcomes and directions upper floors would be limited by some level of access secured access only as required by specific functions.. spaces are needed. from our visioning sessions that establish the framework control. This will facilitate better cross-bureau communication, for the project workplace planning and programming better access to shared employee amenities, more • Consensus on the need to standardize the approach recommendations in this report. • Explore consolidation of some customer service flexibility as bureau requirements change over time, to technology in meeting and collaborative spaces so “windows” with cross trained employees. Director’s and the ability to create an open access stair connection the rooms can be used easily no matter where they are (The photographs shown here are precedent images for acknowledged the benefits of the approach and between all the bureau floors. located in the building, while acknowledging that AV reference only) understood that programming and operational equipment is not within the current project scope. discussions still need to occur to develop the optimal • Consensus on break rooms / amenity areas on bureau solution for public facing services on the lower floors. floors being open to all staff in the building. At a minimum, all customer service functions will be combined in a common area for ease of public access, • Consensus on developing open stair access and flexibility of functions over time, and combined security connections between floors. approaches. • Consensus that the project provides an opportunity to Locate shared conferencing for small and large meetings connect bureaus and support a more one-city culture. Public First Employee Experience Collaboration • on lower public floors. The project also provides opportunities to look for commonalities between bureaus in considering their • Consensus that there would be benefit to having public location on a floor and within the building to better meeting event space directly accessible from the loggia support alignment and collaboration. area for after-hours use. • Consensus on standardization and use of a common “kit of parts” with flexibility to accommodate unique needs and bureau differentiation within the standardized context. EXECUTIVE SUMMARY
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 8 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT "THIRD PLACE" - COLLABORATIVE SPACE 15th FLOOR DAYLIGHTING & LIGHTING BRAND
• Incorporate more “third-places” into the building—these • Consensus on the value of creating an employee service • Consensus that this is a highly important aspect of • Consensus that there should be a common branding are defined as more casual “living room like” spaces and support floor on the 15th floor allowing shared improving the workplace environment. The Portland theme for the building with a level of variation for each where employees and/or public can go to work and/or access to the floor that has the best access to daylight Building has limited windows so the enclosure redesign Bureau representing the uniqueness of each Bureau’s collaborate in small groups away from their desks. These and views. needs to bring as much light into the building as possible. mission. may occur on the public access floors and as a part of the In addition, the design of the workplace needs to allow typical office floor. • Consensus that the design team should explore a for daylight to penetrate as far into the floor as possible. number of options for activating the floor including: • Consensus that the work place design needs to consider • Space for employee / bureau gatherings and • Consensus that it would be desirable to be able to adjust acoustic and technology requirements that support celebrations lighting / light fixtures by zones. more open, collaborative third-place spaces. Technology • Training rooms and HR training support services infrastructure should be included to allow options for • HR wellness services—including wellness program • Consensus that some shared access to the windows on connections to the network in a variety of locations. It is rooms each floor would be desirable. recognized that end user technology is the responsibility • Food service of the Bureaus and is outside the scope of the project, • Third-place area for employees to work/collaborate • Consensus that lighting variety in the space would help but there is recognition they need to work together. • City-wide and group displays/events “de-institutionalize” the workplace. • Consensus that access to outdoor spaces from within the • Consensus that creating this shared employee building is highly desirable. service and support space will encourage employee collaboration and “one city” integration while also supporting the City’s interest in becoming the “employer of choice”
EXECUTIVE SUMMARY
Dec 2, 2016 / PHASE 1 REPORT / 9 PROGRAMMING INTERIOR PLANNING
The goal of The Portland Building programming process Key Concepts Employee Support Floors was to assess and identify the space requirements related to the public-service areas, Bureau workspace, shared The space planning concepts are based on the direction Employee Support floors include Levels B, 3, and 15. Bike meeting spaces, and employee support spaces based on the established in the visioning and programming process. parking, lockers, showers, and a fitness center are located planning concepts agreed to at the two Director + Design Direction for allocation of shared space, managing security on Level B along with other building support areas. Vehicle Committee Visioning Session. The resulting space program access, and improving the public service experience set the parking will no longer be provided in the building. Level 3 recommendations were developed to support the building parameters for space planning concepts. has very little access to natural light and so is ideally suited reconstruction planning process as well as the temporary for shared storage and some conferencing. Level 15 has relocation of City staff during construction. Programming a great deal of access to natural light because of the large windows that occur around its perimeter. This floor has began on Friday, August 26th with tours of each Bureau’s Public Floors work area and support spaces within the building. This been designated primarily as an employee support floor with provided the planning team with a frame of reference related In order to improve the public customer service experience shared meeting space, collaborative work space and break to existing conditions during the programming meetings and integrate an appropriate security access control concept space. which took place the following week, Monday August 29th into the building, the public access functions are located through Wednesday August 31st and subsequent follow-ups on Levels 1 and 2. These functions include a consolidated with specific Bureaus and function areas as needed. Customer Service Center and shared public and staff meeting, training, and event spaces. Space is allocated for food service As part of the programming process, the team developed new provider(s) and a daycare. These floors also include “historic” planning assumptions for the private office and workstation spaces preserving Michael Graves’ original design intent for standards. These new standards are based on the desire the two level entry lobby area and elevator lobbies. Tour to align better with current “best practices” in workplace groups interested in the history of the building will be able to design and to allow the City to move to a new workplace experience these spaces. Space has also been provided for environment that provides appropriate employee shared the City to display and incorporate public art as well as items space as well as a variety of right-sized focus / collaboration of historic interest should that be desired. spaces to allow staff a choice of where to work depending on the task. In order to accommodate these new spaces, the individual office and workstation sizes have been reduced and the allocation of individual to shared space reallocated. Typical “Workplace” Floors
There are eleven typical “workplace” floors (Levels 4 – 14) The typical “workplace” floors are located on Levels 4 – 14. which are able to accommodate City of Portland staff. Levels The floors have standardized locations for built-rooms and B, 1, 2, 3, and 15 are able to accommodate public customer shared support spaces. An optimal ratio of open work space service and meeting areas, shared employee support spaces, to built-rooms and standardized room sizes will allow each shared meeting rooms, storage, and select staff functions. bureau to customize their workplace by how they choose The project scope of work is based on 1,332 FTE’s which is the to assign rooms and furnish open areas. Establishing a current City of Portland staff count in the building. The 1,332 consistent planning approach for the typical floors helps FTE scope can be accommodated on 8.5 of the typical floors. reduce move costs as bureau’s requirements change over This leaves 2.5 typical floors available for future department time and helps provide way-finding that is intuitive to navigate growth and/or additional staff coming into the building from from floor to floor. The planning strategy for the typical other locations. The build-out of those additional floor areas floors assumes that the City will replace existing furnishings is outside the scope of this Project. and standardize on a systems furniture “kit-of-parts” that will support the desired workplace efficiency, flexibility, and standards.
EXECUTIVE SUMMARY
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 10 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT NEW BIKE PARKING AREA OF EXISTING LOGGIA TO BE INFILLED
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HISTORIC LOBBY MAIN ELEVATOR RAISED S LOBBY PLATFORM FIFTH AVE. FIFTH AVE. FOURTH AVE
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P P P P P 1/ ” 1 ORTH MADISON ST. 0 8 16 32 64 NEW OUTDOOR SEATING AREA OF EXISTING LOGGIA TO BE INFILLED LEVEL 1 CONCEPT PLAN / EXECUTIVE SUMMARY
Dec 2, 2016 / PHASE 1 REPORT / 11 UP UP
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EXTERIOR VIEWING PLATFORM
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0 8 16 32 64 EXECUTIVE SUMMARY / LEVEL 2 CONCEPT PLAN
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 12 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT DN UP DN UP UP
EMPLOYEE SUPPORT EMPLOYEE SUPPORT MAIN ELEVATOR MAIN ELEVATOR SPACE MAIN ELEVATOR SPACE LOBBY LOBBY LOBBY
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TYPICAL TOWER FLOOR PLAN LEVEL 15 FLOOR PLAN
1/ ” 1 ORTH 1/ ” 1 ORTH 1/ ” 1 ORTH
0 8 16 32 64 0 8 16 32 64 0 8 16 32 64 TYPICAL TOWER CONCEPT PLAN / EXECUTIVE SUMMARY
Dec 2, 2016 / PHASE 1 REPORT / 13 MECHANICAL, ELECTRICAL & BUILDING ENVELOPE PLUMBING SYSTEMS
The Portland Building exterior is both historically significant In evaluating the existing mechanical, electrical, and plumbing and suffering from numerous technical and performance systems, the DBR team agrees with recent assessments deficiencies requiring building enclosure remedies. It that the existing equipment and distribution systems in will be reconstructed and detailed in such a way that it the building have reached or exceeded their operating will be durable and weather-tight while making sure that life and should be replaced with select exceptions. In the important features of its design are maintained. The replacing major equipment elements, the building and its recommended solution also includes strategies that will occupants will benefit from the technological and operational increase daylight into the building. The black tinted glass improvements which have occurred over the last 35 years will be replaced with clear high-performance glass and areas since the equipment was initially installed. High efficiency currently covered by opaque spandrel glass will be changed chillers, boilers, and water heaters will reduce operating to clear high-performance glass. Both of these strategies will costs. Improvements in lighting and lighting system controls improve the natural light levels in the building significantly. will improve the work environment while reducing energy consumption. The proposed design for creating a weather-tight enclosure for the building is to add a pressure-equalized rainscreen to As part of the DBR team’s evaluation of the building, we have the exterior. The rainscreen system, applied over the existing opted to move the HVAC equipment from the 2nd level of the building skin, will provide both protection and moisture building to the roof to separate air intakes from ground level management for the building. The rainscreen will primarily pollution generating elements. This will open up the space consist of a system of unitized panels with finishes and details on the 2nd floor around the lobby currently occupied by this that will replicate the existing exterior appearance. The HVAC equipment to instead be utilized as conference room unitized system will contain continuous insulation that will and public engagement space. improve the energy performance of the building.
SEISMIC UPGRADE TECHNOLOGY SYSTEMS
We are providing an optional seismic upgrade to the building. Technology has changed drastically over the last 35 years and Building codes currently recognize that it can be technically the reconstruction of the building provides an opportunity and economically challenging to retrofit an existing building, to realign the buildings infrastructure for the future. The and that often these buildings have a shorter life expectancy building will have new cabling and infrastructure to support than that of a new building. Therefore, the building codes current and future workplace technology needs. The IT- establish a lower seismic criteria requirement for existing related rooms in the building will be significantly increased buildings that require a seismic upgrade than they do for new in size to allow appropriate space for locating and managing buildings. For the Portland Building, the baseline seismic equipment while allowing for future growth. Efficiencies are criteria has been upgraded by using the new building hazard planned with the combining of certain functional elements levels such that the expected seismic performance of the within the same spaces while providing integrated security retrofitted building would be consistent with that of a new provisions such as card access controls and CCTV cameras to building constructed to current building codes. monitor access to the spaces.
The seismic upgrade will be achieved by installing a reinforced concrete shear wall up through the center core of the building with supplemental steel and/or reinforced columns at the perimeter of the building to support the floors if a seismic event damages the existing perimeter concrete wall.
OVERALL PERSPECTIVE - NEW EXECUTIVE SUMMARY 11/28/16
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group PORTLAND BUILDING RECONSTRUCTION PROJECT 14 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT TEMPORARY RELOCATION OF EMPLOYEES DURING CONSTRUCTION BUDGET
As part of our Phase 1 effort, the project team unanimously Concurrent with development of the Basis of Design scope The DBR team has determined that completing the Portland Building Project by the end of 2020 recommended the moving of building occupants out of the of work, the DBR team has evaluated the associated projects building to offsite locations during construction. While it costs. As part of the collaborative design-build approach, is achievable. is understood this will have a considerable impact to city the DBR team utilized a “best value” interview and selection bureau operations, the available design & construction process to engage key subcontractor trade partners for the On behalf of the entire DBR project team, we look forward to the opportunity to continue with options to renovate the envelope and to perform seismic mechanical, plumbing, electrical, and curtainwall scopes of upgrades to the building, considering the stair stepping works. Representatives of these firms worked collaboratively Detailed Design and Construction phase services on this monumental project. shape of the base of the building and the existing exterior with our design team representatives and the general concrete wall facade, would significantly impact occupants contractor to determine the best value solutions to meet the Sincerely, and create unacceptable risks in maintaining code required projects objectives. In addition, efforts to date related to the life safety services and building services during construction. temporary lease space selection process have provided some This recommendation was made and accepted by the CAO in certainty of costs related to this element of the project. September of 2016, which allowed the project team to focus on planning for temporary relocation spaces. As a result of these efforts, the DBR team has determined the HOWARD S. WRIGHT DLR GROUP overall budget of $195 Million to be sufficient to perform the Through a “best value” interview and selection process, scope of work proposed. Included in this value is a project the DBR team selected Jones Lang LaSalle (JLL) as a real contingency of $27.7 Million (16.2%), which the team has estate transaction and transition planning services partner determined to be reasonable given this stage of the project to evaluate options for temporarily relocating bureau and considering the identified outstanding project risks and employees & operations as well as to initiate planning for mitigation strategies. the moves. Collectively, the DBR team, JLL representatives, and City of Portland representatives have engaged property owners in the City of Portland willing to entertain short term Todd Miller, Carla Weinheimer leases to support the project schedule. We can report that Vice President Senior Associate there appears to be sufficient space available in the market to meet the projects budget and schedule objectives. SCHEDULE Tenant improvements for the selected temporary spaces are planned to be minimal given the short term lease Assuming the planned start of Phase 2 Detailed Design durations. Where possible, existing built out spaces with activities in January of 2017, the start of major construction existing furniture are being prioritized as options to minimize activities on the Portland Building would be expected to begin expenditures. For spaces where furniture is not available, in December of 2017. The Portland Building Reconstruction rental furniture shall be utilized. The project team shall seek Project construction start date is dependent upon the timely to create space functionality as reasonably appropriate to completion of the independent City Data Center move ensure the smooth transition of employees into and out project. Given the nature of the Reconstruction Project and of the space, maintaining City bureau operations during the ability to independently permit and construct the major the project while “right-sizing” the temporary space design envelope, seismic, and MEP system upgrades through use of criteria to minimize short-term costs—preserving budget for the City of Portland’s facilities permit program, the team may the long-term investment in the Portland Building. be able to complete significant portions of the building in Q3/ Q4 of 2019. This may allow a large portion of the building to be re-occupied starting in Q1 of 2020. Select tenant floors would still be under construction into Q2 of 2020, but the ongoing activities would be relatively minor in nature, similar to tenant improvements occurring on an on-going basis in most office buildings around town. This would allow for normal operations to resume for many of the bureaus in the renovated building, while other bureaus would move back to the building in Q2 of 2020. The feasibility of this phasing will be studied further as the project progresses.
EXECUTIVE SUMMARY
Dec 2, 2016 / PHASE 1 REPORT / 15 BASIS OF DESIGN NARRATIVE CONTENTS
OVERVIEW 18 MECHANICAL SYSTEMS 22
SITE/CIVIL 18 HVAC System Design Criteria
Vehicle Circulation Central Plant Heating & Cooling Systems
Loading Dock Access Air Handling Systems
Parking Exhaust Systems
Bike Parking Miscellaneous Fans & AC Units
Landscape Design Stair & Elevator Pressurization
Site Utilities Building Controls
BUILDING ENVELOPE 19 ELECTRICAL SYSTEMS 26
SEISMIC UPGRADE IMPROVEMENTS 19 Service
CORE & SHELL 20 Distribution
Architectural Sub-distribution - Building Risers
Elevators Vertical Distribution
PLUMBING SYSTEMS 20 Branch Circuit Wiring
Plumbing Fixtures Power Monitoring/Metering Provisions
Domestic Cold Water System Grounding System
Domestic Hot Water System Emergency Power Systems
Storm Drain System Emergency Diesel Generator
Sanitary Sewer System Design Criteria
Fuel Oil System Load Densities: Lighting & Power
Natural Gas System Systems
Fire Protection System Low Voltage Systems / Fire Alarm System
Fire Protection Design Criteria BASIS OF DESIGN NARRATIVE
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 16 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT SECURITY SYSTEM 28
AUDIO VISUAL 28
TELECOMMUNICATION / DATA SYSTEMS / TECHNOLOGY SUPPORT SPACES 29
Technology Support Spaces
Shared Technology Cabling Infrastructure
Wired Local Area Network (LAN)
Wireless Local Area Network (WLAN)
VOIP & Other Telephone Services
TENANT IMPROVEMENTS 31
Historic Lobby
Bureau Workplace Public Spaces BASIS OF DESIGN Future Daycare Space
Blended Typical Floor Plan NARRATIVE
Workstation Concept - Kit of Parts
SUSTAINABILITY 34
Dec 2, 2016 / PHASE 1 REPORT / 17 OVERVIEW SITE CIVIL
The purpose of this narrative and the attached drawings The Portland Building is located within the Central is to provide the basis of design for the Portland Building Commercial (CX) Zone and is subject to the requirements Reconstruction Project. This basis of design, which is tied therein. It is also within the boundary for the Central City Plan to the $195 million budget authorized by the Portland City District and is subject to the Central City Fundamental Design BIKE PARKING SITE UTILITIES Council, provides the key design and program elements that Guidelines. The Portland Zoning Code contains minimum requirements Existing building utilities have been evaluated and appear will be included in project. These basis of design narratives for both short-term and long-term bicycle parking. For the to have sufficient capacity to serve the needs of the building and drawings summarize the outcomes of the conceptual/ proposed use, the code minimum would be 10 short-term on day one. Consideration has been given to increasing criteria design phase of the project, and sets the direction of VEHICLE CIRCULATION and 38 long-term spaces. The project is currently proposing occupancy in the building and utility capacity appears to still the project as the Project Team transitions into the detailed bike parking that far exceeds these requirements. be sufficient in that scenario at this time. Vehicle circulation around the perimeter of the project will design phase of the project. remain unchanged when this project is completed. (Parking Short-term bike parking will be located in the loggia space and Electrical Service - lanes and select road closures will occur during construction will accommodate a minimum of 30 bicycles. The Portland Building is energized from an existing activities). underground distribution vault from Portland General Electric In addition to the minimum long-term bike parking listed (PGE). The existing PGE vault on the corner of SW Fifth and in the zoning code, the City of Portland Green Building Madison Street houses an existing utility spot network and LOADING DOCK ACCESS Resolution has a target to provide long-term/employee bike is of sufficient capacity to reuse in place. Connection to new parking equal to or above 25% of building FTE’s. The long- distribution and utility metering equipment will be provided The existing loading dock configuration does not term bike parking is proposed to be located in the basement on the customer side of the system. accommodate vehicles larger than small delivery vans. As and will be secured as required by the zoning code. The new such, the building currently utilizes on street loading spaces long term bike parking count exceeds the 25% goal based on Water Service - located on Fourth Avenue. The project intends to continue the estimated FTE count at this time. The existing water service into the building is off the main in utilizing the on street location for large truck deliveries, but SW Fourth Avenue which will continue to serve the domestic will maintain the loading dock for small vehicle deliveries and water system. required trash storage/pick-up area. The existing loading area LANDSCAPE DESIGN will remain at its current location with the entrance on the Fire Water Service - East elevation of the building. The current ramp terminates The extent of landscaping at the Portland Building site is The existing fire water service into the building off the main at a dock bumper that will be in-filled such that it is level with primarily limited to street trees. The project is proposing in SW Fourth Avenue will continue to serve the fire protection the adjacent basement floor slab. permanent removal of two street trees on the west side of the system. building to improve visibility of the Portlandia statue from the The loading dock door will be replaced with an open screen street pending approval from City of Portland Urban Forestry. Natural Gas Service – type gate that will permit airflow into the open areas of the Trimming or temporary tree removal/replacement required to There are three (3) existing gas services located at the basement. The gate will be arranged with a pedestrian access accommodate construction activities will also be coordinated Southwest corner of the site to the building, these services door for employee access to the bike parking area. with Urban Forestry. will be reworked and re-purposed for the new reconstructed program. PARKING Communications – As indicated below in the seismic upgrade portion of this The basement currently contains vehicle parking for City document, the seismic upgrade scope of work will significantly of Portland fleet vehicles, however, vehicle parking is not disrupt the core of the building including the current required by the Portland Zoning Code for the CX zone. pathways for communications systems entering and leaving Parking in the basement level of the building will no longer the building. This will require the relocation of select systems be provided to allow for a significantly increased bike parking to locations which can be protected during construction, as area and building support spaces (telephone/data rooms, some will be required to remain active during construction. enlarged plumbing & electrical rooms, and a fitness room with associated locker rooms).
BASIS OF DESIGN NARRATIVE
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 18 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT SEISMIC UPGRADE IMPROVEMENTS
One of the primary requirements of the project is to increase the performance level of the building and to reduce the hazard to occupants during a seismic event. As originally designed, the lateral load-resisting system consists of 3” reinforced concrete slab diaphragms (integral with the waffle slab) that transfer lateral loads (wind and seismic) to the vertical elements. The vertical elements consist of reinforced concrete moment frames and reinforced concrete shear walls.
Recent studies by KPFF and others have identified deficiencies in the existing lateral force resisting system relative to current code requirements that will be addressed as part of this project. The main deficiency is that the existing exterior walls resist much more load than the concrete moment frames during a seismic event but do not have sufficient strength to resist the anticipated seismic loads.The discontinuity of the existing exterior walls at the 3rd floor requires that the vertical seismic forces in the walls transfer to the columns supporting them, and that the horizontal seismic forces in the walls transfer through the floor diaphragm. Both the existing columns and the floor diaphragm are not sufficient to resist the additional seismic loading created by this discontinuity.
We are providing an optional seismic upgrade to the building. Building codes currently recognize that it can be technically and economically challenging to retrofit an existing building, and that often these buildings have a shorter life expectancy than that of a new building. Therefore, the building codes establish a lower requirement for existing buildings than they do for new buildings. For the Portland Building, the baseline seismic criteria has been upgraded by using the new building hazard levels such that the expected seismic performance of the retrofitted building would be SEISMIC UPGRADE consistent with that of a new building constructed to current building codes. BUILDING ENVELOPE IMPROVEMENTS
Resolving the Portland Building envelope is a key element of One of the primary requirements of the project is to increase the reconstruction project. Due to a combination of design/ the performance level of the building and to reduce the medallions: Pre-finished aluminum panels either Graphic of Seismic Shear Wall Location – black lines construction deficiencies, maintenance issues and material hazard to occupants during a seismic event. As originally integrated into the unitized panels or set in the field indicate shear walls at core failures, the Portland Building has been dealing with water designed, the lateral load-resisting system consists of 3” intrusion issues for over 30 years. Multiple studies and • Glazing will typically be double paned clear with a low-e reinforced concrete slab diaphragms (integral with the waffle piecemeal repairs have been attempted to arrest the water, coating to maximize visible light and minimize solar heat slab) that transfer lateral loads (wind and seismic) to the but none of these have been successful. In 2013, an exterior gain (Solarban XL70 or similar). Reflective coating will be vertical elements. The vertical elements consist of reinforced and seismic study of the building confirmed that the water added at east and west curtainwalls to replicate existing concrete moment frames and reinforced concrete shear intrusion issues facing the building were in fact wide spread look. walls. systemic failures and more drastic measures than repair of individual components needed to be explored. The study • Inside loggia, assume full replacement of the framed wall Recent studies by KPFF and others have identified deficiencies offered some preliminary recommendations to address and storefronts. Storefronts will be thermally broken in the existing lateral force resisting system relative to current these issues. However, after the DBR team analyzed the aluminum frame members with double paned clear code requirements that will be addressed as part of this existing building shell in more detail, it was determined that glazing. project. The main deficiency is that the existing exterior walls the recommendations from the previous study did not go resist much more load than the concrete moment frames far enough to ensure that the water infiltration would be Replacement of roofs and penthouse finishes are not in during a seismic event but do not have sufficient strength resolved long term. scope. to resist the anticipated seismic loads. The discontinuity of the existing exterior walls at the 3rd floor requires that the The team determined that the best viable solution is to add vertical seismic forces in the walls transfer to the columns a pressure-equalized rainscreen system to the exterior of supporting them, and that the horizontal seismic forces in the the building. The rainscreen solution will be applied over walls transfer through the floor diaphragm. Both the existing the existing building skin and provide both protection and columns and the floor diaphragm are not sufficient to resist moisture management for the building. In addition, this the additional seismic loading created by this discontinuity. system will allow for proper detailing of the many existing transitions that currently rely on the use of sealants. We are providing an optional seismic upgrade to the building. Building codes currently recognize that it can be technically The basis of design rainscreen system is as follows: and economically challenging to retrofit an existing building, and that often these buildings have a shorter life expectancy A new rainscreen curtainwall system outboard of the • than that of a new building. Therefore, the building codes Graphic of Seismic Shear Wall Location - black lines indicate existing building shell establish a lower requirement for existing buildings than they shear walls at core. do for new buildings. For the Portland Building, the basis • Mineral fiber batt insulation integral to the curtainwall of design seismic criteria has been upgraded by using the panels be in conflict with the new shear wall which surrounds it new building hazard levels such that the expected seismic • Rainscreen curtainwall system will be finished with the performance of the retrofitted building would be consistent The seismic solution also provides for supplemental steel following materials: with that of a new building constructed to current building columns at the perimeter of the building to support the floors codes. in the event of a seismic event which damages the perimeter • At painted concrete: Pre-finished aluminum panels load bearing concrete wall to the point where it can no longer The seismic solution, as determined after analyzing the with 2-coat Duranar finish in custom color to match support gravity loading. existing various architectural, mechanical, and historic constraints, is the installation of a reinforced concrete shear wall installed The perimeter concrete walls transition to concrete columns • At red tile keystone (floors 11-14): Pre-finished up through the center core of the building. A concrete shear at the 3rd floor. The retrofit plan includes wrapping select aluminum placards applied to black finished panel wall system is an effective lateral system for this building due columns on levels B through 3 in reinforced concrete, to simulate ceramic tile. 2-coat Duranar finish in to its high relative stiffness versus other lateral force resisting structural steel, or carbon fiber which will increase their custom color to match existing. systems. The lateral system and location works well from an capacities. architectural perspective due to the fact that it is located on • At teal tile base (ground floor & levels 2 & 3): Glazed the perimeter of the core which already contains the elevator The new concrete shear wall core will be supported by a terra cotta tile hand set onto furred framing system. and stair shafts, main mechanical shafts, bathrooms, and new concrete foundation. This new concrete foundation will Custom color. electrical rooms. These elements stack in the core of the be placed on top of the existing mat foundation. The new building throughout the building height and therefore will not foundation will connect to the existing footing, effectively • At decorative elements such as column capitals and thickening it to 4’-6” thick. BASIS OF DESIGN NARRATIVE
Dec 2, 2016 / PHASE 1 REPORT / 19 CORE & SHELL PLUMBING SYSTEMS
ARCHITECTURAL ELEVATORS PTheLUMBING basis of design includesSYST reuseEMS of the domestic booster epumps, se ine roof drainsinc es and re se storm of draint e omestic system, oostermain sanitary m s roof r ins n storm r in system m in s nit ry n ent The architectural core of the building, for definition purposes and vent risers, and plumbing fixtures on Levels 3 thru 15. The basis of design approach for elevators is as follows: risers n m ing fi t res on e e s 3 t r e e isting fi t res to e re se re o f o fi t res n on y fe on this project, consists primarily of the space located The existing fixtures to be reused are low flow fixtures and between gridlines 3-6 and gridlines D-E. This space is The six passenger elevators located within the core of the Pye rsonlyLUMBING a o few years old. SYSTEMS generally typical on all floors and consists of men’s & women’s building were upgraded recently and are not intended to be e se ine inc es re se of t e omestic ooster m s roof r ins n storm r in system m in s nit ry n ent restrooms, an electrical closet, an IT closet, two (2) sets of exit improved as part of the Reconstruction project. The existing risers eferRefer to n st in i itySustainability m ing fi t res section on of e e s t isthis BOD 3 t r for terwater e seuse e isting re ction fi t res re irements to e re se inc e re o in f o t e fi t res se ine n ter on y ense fe stairs, two (2) mechanical/ plumbing riser shafts, a janitor’s passenger elevator that currently serves only level 1 and ye rs e e reduction o fi t res requirements i e ro i e included ere in the ro ri te basis of design. Water closet, six (6) passenger elevators, and one (1) freight elevator. the basement will be removed. The existing freight elevator Sense labeled fixtures will be provided where appropriate. The seismic upgrade solution effectively surrounds this set of will be extended to the penthouse level to provide better efer to st in i ity section of t is for ter se re ction re irements inc e in t e se ine ter ense core elements with shear walls. access for facilities staff to service additional MEP equipment e e fi t res i e ro i e ere ro ri te located at the roof level. The existing freight elevator currently To minimize cost expenditures on the project, this project services the basement and will serve as an accessible means intends to retain a majority of these elements in their to that level. current layout and configuration, with construction activities being limited to aesthetic finish upgrades to the spaces. Options needing further evaluation based on budget and In the restrooms, the toilet partitions will be replaced to schedule are as follows: accommodate updated ADA clearance requirements. Fixtures will be temporarily removed from the wall to allow for finish Option 1: The inclusion of “destination dispatch” controls upgrades, and then reinstalled at their prior locations except to the elevators. where ADA clearance requires spacing revisions. New light Option 2: Extending one of the existing passenger fixtures will be installed. elevators (located in the core) to the basement level.
The existing pit for this elevator needs to be modified to accommodate this option. PLUMBING FIXTURES Option 3: Reconfigure the southeast stairway to contain PLUMBING n gener gi en m ingFIXTURES fi t res ere recent y re ce it o f o fi t res it is ss me t t e isting fi t res i an elevator which will service the basement, level 1, and In e general, re se togiven t e thate tent plumbing ossi e fixtures ommerci were recentlygr e o f o fi t res i e ro i e ere in ic te on t e level 2. This stairway is being planned as the location for PLUMBINGreplaced rc itect r with r ing lowFIXTURES flows eferfixtures, to t e it is e o assumed for thatre resent ti e existing f o r tes for e c ty e of fi t re the construction tower crane and will require rebuilding. nfixtures gener will gi en be reused m ing to the fi t res extent ere possible. recent y Commercial re ce it o f o fi t res it is ss me t t e isting fi t res i This provides an opportunity for this option to be egrade re se low toflow t e fixturese tent ossi e will be provided ommerci where gr e indicated o f o fi t res i e ro i e ere in ic te on t e integrated seamlessly. rc itect r on the architectural r ing drawings.s efer to Refer t e to e o table for below re resent ti e for f o r tes for e c ty e of fi t re representative flow rates for each type of fixture.
DOMESTIC COLD WATER SYSTEM n e isting ter ser ice into t e i ing off t e m in in o rt en e i contin e to ser e t e omestic ter system t is n erstoo t t t e ser ice is re y e i e it c f o ssem y t t meets c rrent co e e DOMESTICe isting omestic COLD ter WATER ooster m sSYSTEM oc te in t e sement i rem in in ce ertic omestic ter risers i BASIS OF DESIGN NARRATIVE n e e isting ro i e ter ic ser ice i ser e into ori ont t e i ing istri tion off t e m in i ing in t o rt e c f oor en e i contin e to ser e t e omestic ter system t is n erstoo t t t e ser ice is re y e i e it c f o ssem y t t meets c rrent co e e /CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group e isting omestic ter ooster m s oc te in t e sement i rem in in ce ertic omestic ter risers i 20 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT e ro i e ic i ser e ori ont istri tion i ing t e c f oor
PLUMBING SYSTEMS (cont’d)
DOMESTIC COLD WATER SYSTEM SANITARY SEWER SYSTEM FIRE PROTECTION SYSTEM An existing water service into the building off the main It is planned to reuse a majority of the sanitary waste An existing fire water main located in SW Fourth Avenue in SW Fourth Avenue will continue to serve the domestic and vent piping in the building, with revisions provided to serves the existing fire water system. The existing water water system. It is understood that the service is already expanded or new toilet rooms and other spaces as required. service and fire pumps, which are tested annually and appear equipped with a backflow assembly that meets current code. Grease interceptors will be provided at all food service to be in good operating condition, are assumed to remain in The existing domestic water booster pumps located in the locations as required by code. place. basement will remain in place. Vertical domestic water risers will be provided which will serve horizontal distribution piping The existing fire protections risers, mains, and branch lines at each floor. FUEL OIL SYSTEM appear to be in good operating condition and are assumed to FIREremain PROTECTION with the following SYSTEM adjustments. The entire building The existing, single wall, below grade fuel oil tank serving Freeze-proof hose bibs to be distributed around the nwill e isting be assessed fire ter and adjustedm in oc te to be in provided o rt with en e fire ser es t e e isting fire ter system e e isting ter the existing emergency generator will be decommissioned in perimeter of building at every 100 feet, and will be provided ser icesprinklers n in fire accordance m s ic with NFPA re teste 13, NFPA nn y 14, NFPA20, n e r and to e in goo o er ting con ition re ss me to rem in at the main recycle and trash rooms. place. Previous studies of the fuel tank determined there was local Fire Marshal requirements. The program assumes the in ce no evidence of contaminated soils associated with this tank. existing suspended ceilings will be removed and will remain The decommissioning approach is due to the age of the tank primarily open to structure. Existing semi-recessed pendent DOMESTIC HOT WATER SYSTEM and potential degradation, and its location at the Southwest esprinklers e isting will fire be rotections removed back risers to m ins exposed n upright r nc or ines e r to e in goo o er ting con ition n re ss me corner of the basement which will have limited accessibility topendent rem in sprinklers it t e fo o ing installed stments on existing exposed e entire branch i ing lines. i e ssesse n ste to e ro i e it fire Domestic hot water will be generated via a central gas fired for servicing given the new program planned on this level. s rin ersWe anticipate in ccor nce the relocation it or addition 3 of approximately n oc ire rs re irements e rogr m ss mes water heater with storage sized for building occupant use. 20% of the existing sprinkler head count to comply with the Domestic water will be heated to 140 degrees F, tempered A new fuel oil system with an approximate 600 gallon t e e isting s s en e cei ings i e remo e n i rem in rim ri y o en to str ct re isting semi recesse revised floor plan. New seismic attachments will be provided to 120 degrees F with a master mixing valve, and distributed capacity will be provided to deliver and filter fuel for the on- en ent s rin ers i e remo e c to e ose rig t or en ent s rin ers inst e on e isting e ose r nc to align with seismic upgrade requirements. The project to fixtures throughout the building. Redundant recirculating site generator which is currently located on the Northeast ines e ntici te t e re oc tion or ition of ro im te y of t e e isting s rin er e co nt to com y it assumes the replacement of all existing standard response pumps will be used to maintain loop temperature. corner of the site. Both above grade and below grade double t e re ise f oor n e seismic tt c ments i e ro i e to ign it seismic gr e re irements e type sprinkler heads with quick response type sprinkler heads wall containment tanks will be considered. ro ect ss mes t e re cement of e isting st n r res onse ty e s rin er e s it ic res onse ty e Domestic Hot Water System Options being considered throughout the building. s rin er e s t ro g o t t e i ing include:
Option A: Distributed Electric Water Heaters. These NATURAL GAS SYSTEM FIREFIRE PROTECTION PROTECTION DESIGN DESIGN CRITERIA CRITERIA systems will be evaluated with consideration of budget, There are currently three gas services to the building, with life cycle cost, and operational efficiencies early in Phase two (2) serving the existing retail areas on level 1, and one (1) 2 of design. for the generators located on Level 2 roof currently primarily serving the data center (at this time). STORM DRAIN SYSTEM It is anticipated that the new space program will require up to three natural gas services; one for the new central boilers on The existing roof and overflow drain system is intended to the roof, one for standby power generation, and potentially remain in place. The current system is a combined storm and one for any food service program. overflow system. The piping will be evaluated to determine Dry pipe sprinkler systems will be provided for areas subject ry i e s rin er systems i e ro i e for re s s ect to free ing ese re s inc e o ing oc n i ing if the current pipe sizes meet code for a combined system. to freezing. These areas include loading dock and building The upper roof is an eco-roof which will remain in place. e teriorexterior o er ngs overhangs. ryDry i epipe systems systems i will e be g ni e galvanized insi e n o t t re e or it c t groo es There is currently no storm water filtration provided. First inside and out, threaded or with cut grooves. flush diverters and/or storm water filtration will be added to the system to filter rainwater upstream of connection to the storm sewer.
BASIS OF DESIGN NARRATIVE
Dec 2, 2016 / PHASE 1 REPORT / 21 MECHANICAL SYSTEMS
n e ting t e e isting mec nic systems of t e i ing t e te m conc rs it re io s y is e ssessments t t m ority of t e e isting e i ment is t or s e cee e its sef ife n s o e emo is e n re ce it ne e i ment e te m i e te t e reconstr ction of ir n ing e i ment on e e t consi ering t e im cts of t e seismic gr e so tion n t e i ity esire to ti i e t e n f oor mec nic re for ten nt rogr mming t e est e so tion s etermine to oc te ne e i ment on t e roof of t e i ing emo ition of e i ment i inc e t e m in ir n ing nits on e e c i ers n m s on e e c ose circ it f i coo ers on e e e ectric oi er on e e 3 n c ose circ it f i coo ers n m s on t e roof
t is ss me t t most of t e e isting ct or i ing n ri e ir o me termin nits it in t e i ing i e re ce it ne to ccommo te t e ne oc tion of centr e i ment n ne s ce rogr mming e ect e i ment e ements re c rrent y eing e te for re se in t e i ing or e m e t e e isting st ir ress ri tion f ns re nne to e re se en ing ress re test res ts
e ro ose se ine system is trie n tr e ro c for office i ings of t is si e ter coo e c i ers high efficiency gas fired boilers, and variable air volume air handling units. Because of Portland’s moderate climate, this ty e of system i ti i e ig ercent ge of o tsi e ir for s ce con itioning ring most of t e ye r res ting in efficient energy se n n incre se in enti tion ir o er co e e se ine n oc tes t is e i ment on t e roof of t e i ing c rrent y oc te on e e 3 ic i e se ccessi i ity for m inten nce of t e e i ment s e s free t e ig y esir e f oor te re ro n t e t o story o y MECHANICAL SYSTEMS
In evaluating the existing mechanical systems of the HVAC SYSTEMS DESIGN CRITERIA building, the DBR team concurs with previously published HVAC SYSTEMS DESIGN CRITERIA assessments that a majority of the existing equipment is at or has exceeded its useful life and should be removed and replaced with new equipment. The team did evaluate the reconstruction of air handling equipment on level 2, but considering the impacts of the seismic upgrade solution and
the ability & desire to utilize the 2nd floor mechanical area for tenant programming, the best value solution was determined to locate new equipment on the roof of the building. Removed equipment will include the main air handling units on Level 2, chillers and pumps on Level 2, closed circuit fluid coolers on Level 2, electric boiler on Level 3, and closed circuit fluid coolers and pumps on the roof.
It is assumed that most of the existing ductwork, HVAC piping, and variable air volume terminal units within the building will be replaced to accommodate the new location of central equipment and new space programming. Select equipment elements are currently being evaluated for reuse in the building. For example, the existing stair pressurization fans are planned to be reused pending pressure test results.
The proposed basis of design HVAC system is a tried and true approach for office buildings of this size; water cooled chillers, high efficiency gas fired boilers, and variable air volume air handling units. Because of Portland’s moderate climate, this type of system will utilize a high percentage of outside air for space conditioning during most of the year, resulting in efficient energy use and an increase in ventilation air over code. The basis of design plan locates this equipment on the roof of the building (currently located on level 2 & 3) which will ease accessibility for maintenance of the equipment as well as free up the highly desirable floorplate area around the two story lobby
BASIS OF DESIGN NARRATIVECENTRAL PLANT HEATING AND COOLING SYSTEMS he building ill o erate inde endently from other buildings, but consideration ill be given to ho connections could /CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group be made to a future cam us district energy central lant system. Building constraints do not allo the Portland 22 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT Building to be the location for a future cam us district central lant system.
Baseline: VAV with Chillers and Boilers hree , B high efficiency condensing boilers ill be used to generate hot ater for conditioning ventilation and for reheat. hree dedicated variable flo distribution um s ill distribute ater to main air handling units and terminal unit reheat coils. he tem erature of the heating ater loo ill be evaluated in order to ma imi e boiler efficiency. ffort ill be made to ee the return tem erature as lo as ossible in order to increase the efficiency of the condensing boilers. his could be achieved by si ing coils for high tem erature dro s and or lacing terminal unit and air handing unit heating coils in series.
MECHANICAL SYSTEMS (cont’d)
BASIS OF DESIGN NARRATIVE
Dec 2, 2016 / PHASE 1 REPORT / 23 MECHANICAL SYSTEMS (cont’d)
CENTRAL PLANT HEATING & COOLING SYSTEMS The building will operate independently from other buildings, Heating & Cooling System Options being considered include but consideration will be given to how connections could be made to a future campus/district energy central plant system. Option A: Dedicated Outside Air System (DOAS) with Building constraints do not allow the Portland Building to be Chillers and Boilers the location for a future campus/ district central plant system. Option B: Dedicated Outside Air System (DOAS) with Basis of design: VAV with Chillers and Boilers Water Source Heat Pump Three 2,000 MBH high efficiency condensing boilers will Option C: Air Cooled Heat Recovery Pumps. These be used to generate hot water for conditioning ventilation systems will be evaluated in consideration of budget, life and for reheat. Three dedicated variable flow distribution cycle cost, and operational efficiencies early in Phase 2 of pumps will distribute water to main air handling units and design. terminal unit reheat coils. The temperature of the heating water loop will be evaluated in order to maximize boiler efficiency. Effort will be made to keep the return temperature as low as possible in order to increase the efficiency of the condensing boilers. This could be achieved by sizing coils for high temperature drops and/or placing terminal unit and air handing unit heating coils in series.
The heating water loop in the mechanical penthouse will include 6-inch mains, with 6-inch risers down the building and 2-inch taps on each floor to serve reheat coils. One 300 ton heat recovery chiller and one 500 ton centrifugal chiller will be used to generate chilled water. Variable primary pumping will be used to distribute chilled water to air handling units. The 44 degrees F chilled water loop in the mechanical penthouse will include 10-inch mains. The heat recovery chiller will reject heat to the heating water loop or to the cooling towers via plate and frame heat exchanger.
Two 400-ton evaporative cooling towers will be used for heat rejection from the chillers during the cooling season. The – cooling towers will also serve a condenser water loop serving self-contained water cooled A/C units for the IT rooms. he heating ater loo in the mechanical enthouse ill include inch mains, ith inch risers do n the building and The open towers and closed condenser water loop will be separated by a plate and frame heat exchanger. inch ta s on each floor to serve reheat coils. ne ton heat recovery chiller and one ton centrifugal chiller ill be used to generate chilled ater. ariable rimary um ing ill be used to distribute chilled ater to air handling units. he degrees chilled ater loo in the mechanical enthouse ill include inch mains. he heat recovery chiller ill re ect heat to the heating ater loo or to the cooling to ers via late and frame heat e changer.
o ton eva orative cooling to ers ill be used for heat re ection from the chillers during the cooling season. he cooling to ers ill also serve a condenser ater loo serving self contained ater cooled units for the rooms. he o en to ers and closed condenser ater loo ill be se arated by a late and frame heat e changer.
eating ooling ystem tions being considered include Option A edicated utside ir ystem ith hillers and Boilers
Option B edicated utside ir ystem ith ater ource eat Pum BASIS OF DESIGN NARRATIVE Option C ir ooled eat ecovery Pum s. hese systems ill be evaluated in consideration of budget, life /CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group cycle cost, and o erational efficiencies early in Phase of design. 24 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT
MECHANICAL SYSTEMS (cont’d)
AIR HANDLING SYSTEMS EXHAUST SYSTEMS BUILDING CONTROLS Basis of design: Variable Air Volume Air Handling Units Exhaust from toilet rooms, janitor closets, and other spaces The new basis of design excludes parking from the building A direct digital control (DDC) system will be provided to The air handling system will be a traditional variable air requiring exhaust will be ducted to exhaust fan(s) located on and the need for vehicle exhaust management. The program control and monitor all HVAC equipment and systems. Valve volume system, with return fan(s), mixing box, filters (MERV the roof. Exhaust from locker rooms in the basement will be excludes any grease cooking or requirements for a grease and damper actuation will be electric type. The control 13 plus space for carbon filters), heating water coil, chilled routed to exhaust fans on Level 2 or Level 3 roof. exhaust system. Pathway for a future exhaust duct may system will perform all required control functions, including water cooling coil, supply fan(s). Multiple fans or a fan array be considered as programming and design progress. The optimization of equipment and system performance, will be considered to provide system redundancy and reduce Mechanical System Options being considered include the existing PGE electrical vault, located on the basement level, is reliability, equipment life and energy consumption. An overallAIR HANDLINGequipment footprint. SYSTEMS The system will be sized for following. These systems will be evaluated in consideration served by a supply fan and exhaust fan located in the Level 2 extensive measurement and verification system is anticipated of budget, life cycle cost, and operational efficiencies early in full airside cooling, approximately 250,000 cfm. This will be mechanical room. Air is ducted to the electrical vault through to monitor all of the building’s energy use. Some of the provided by two units, each sized for 50% of the load (125k Phase 2 of design. existing shafts. A new exhaust fan and make up air path will systems that will be metered are listed below, however, this is Baseline: Variable Air Volume Air Handling Units cfm each). The air handling units will supply air to series be established in order to maintain airflow to the electrical not a complete list. Option A: Hydronic Boilers and Chillers with Dedicated fan he powered air handling VAV terminal system illunits be with a traditional hot water variable reheat coils.air volume system, ith return fan s , mi ing bo , filters vault. Outside Air System (DOAS) and Chilled Beams. Return lus s ace air will for be carbon via a return filters , air heating plenum ater above coil, the chilled ceiling. ater cooling coil, su ly fan s . ulti le fans or a fan array ill 1. Cooling tower make up water It isbe estimated considered that to there rovide will system be approximately redundancy 520 and terminal reduce overall e ui ment foot rint. he system ill be si ed for full Option B: Air Cooled Heat Pump with Dedicated Outside MISCELLANEOUS FANS AND AC UNITS 2. Chilled / heating water make up unitsairside serving cooling, the buildinga ro imately at full build-out. , cfm. his ill be rovided by t oAir units,System each (DOAS) si ed and for Chilled of Beams.the load cfm each . he air handling units ill su ly air to series fan o ered terminal units ith hot ater reheat coils. eturn Small fans for conditioning storage rooms, electrical rooms, 3. Chilled water system Btu/hr air ill be via a return air lenum above the ceiling. t is estimated thatOption there ill C: Air be Cooleda ro imately Heat Pumps terminalwith VAV units Air and other spaces will be provided as necessary to meet Distribution. temperature and ventilation requirements. Self-contained 4. Heating water system Btu/hr serving the building at full build out. water cooled AC units serviced from the building condenser water loop will be used to condition electrical rooms, IT 5. Irrigation rooms, and other spaces with process loads. 6. Domestic water
7. Boiler gas consumption
8. Chiller power input
9. Electrical panels, lighting, and equipment (TBD)
High Density Spaces: CO2 sensors will be required in all densely occupied spaces (25p or more/sf). Thermometers, switches, electrical relays, and other devices used on the project will not contain mercury.
– BASIS OF DESIGN NARRATIVE
haust from toilet rooms, anitor closets, and other s aces re uiring e haust ill be ducted to e haust fan s located Dec 2, 2016 / on the roof. haust from loc er rooms in the basement ill be routed to e haust fans on evel or evel roof. PHASE 1 REPORT / 25
echanical ystem tions being considered include the follo ing. hese systems ill be evaluated in consideration of budget, life cycle cost, and o erational efficiencies early in Phase of design. Option A ydronic Boilers and hillers ith edicated utside ir ystem and hilled Beams. Option B ir ooled eat Pum ith edicated utside ir ystem and hilled Beams. Option C ir ooled eat Pum s ith ir istribution.
ELECTRICAL SYSTEMS
In reviewing the previous building assessments and as a result of visual inspections, the DBR team concurs that most SUB-DISTRIBUTION - BUILDING RISERS POWER MONITORING/METERING EMERGENCY POWER SYSTEMS of the existing buildings electrical system is at or near the The two services will feed 480Y/277V distribution gear that PROVISIONS Life Safety Power System - end of its useful life and should be replaced as part of the will include plug-in bus-way risers through vertically stacked The code required system will be provided to automatically Enhanced electrical measurement and verification strategies Portland Building Reconstruction project. There are select electrical rooms centrally located in the building. supply illumination, power, or both, to equipment or parts will be implemented on the project. Installation of end-use equipment items such as the 600 kW generator set and of the building in the event of a normal power loss, that are specific electrical sub-metering will allow facilities personnel select distribution gear, which is planned to be re-used and • Service 1 ‘MDS1’ will be configured to serve the considered essential for safety to human life. In the event of a greater level of clarity on energy usage as compared to a incorporated into the design as appropriate. normal side of the automatic transfer switches and a normal power loss, power will be restored to these loads single building level utility meter. the general lighting and power loads on each level. within 10 seconds. Life Safety loads include egress lighting, exit signs, and fire alarm equipment. A separate transfer • Service 2 ‘MDS2’ will be configured to serve the End-use sub-meters will aid in identifying when systems are SERVICE switch off the diesel generator distribution will serve the life mechanical loads on each level and the normal not functioning properly and may assist in a preventative safety riser. The Portland Building has an existing underground mechanical loads located on the roof. maintenance program. The project’s electrical infrastructure distribution vault from Portland General Electric (PGE). The will implement sub-metering to monitor the following Legally Required Standby Power System – existing PGE vault on the corner of SW Fifth and Madison building systems at minimum: Street feeds the building from an existing collector bus with VERTICAL DISTRIBUTION This code required system will be provided and includes two 4000A, 480V, 3 phase, 4 wire services. EUSERC metering • HVAC systems loads such as elevator pressurization, stair pressurization, Above the basement level, floorplates will contain one cabinets and main service disconnects are currently located and elevators used for building egress. In the event of a electrical room per floor. These electrical rooms will vertically within the basement level of the building adjacent to the PGE • MDF and IDF equipment power normal power loss, power must be restored to these systems stack. The primary method of distributing power vertically will vault. within 60 seconds. A separate transfer switch off the diesel be using copper or aluminum busduct/busway assemblies. • Lighting generator distribution will serve these code required risers. The busducts will route within the stacked electrical rooms A preliminary assessment has found that the current electrical • Plug Loads service type and size to the building is sufficiently sized for and will serve floor transformers and distribution panels Optional Standby Power System – Services to be fed by an optional standby power system are the renovation. The existing collector bus will be re-used, located within each floor electrical room. Utilizing busduct • Process Loads (such as elevators) as determined by PGE, and new secondary service feeders allows for future flexibility and requires a relatively small still an item of discussion with the City of Portland. Optional will be provided to new EUSERC metering cabinets and the footprint within the electrical rooms. The busducts have been Meter data will be stored locally and accessible via a metering standby power needs may include technology spaces (MPOE, main service disconnects that will replace the old, end-of-its- arranged to serve building load types such as “mechanical”, network. The metering system will display aggregate and MDF, & IDF’s), mechanical equipment supporting technology usable-life equipment. The existing trench utilized to feed the “receptacle/general power”, and “lighting” panelboards at instantaneous kWh, kW, kVAR, and total harmonic distortion spaces, passenger elevators, and cold food storage, and existing EUSERC equipment will be re-used and extended as each floor. Reference the electrical one-line diagram for (THD). The metering network will integrate into the M&V computer/ convenience receptacles in select portions of the necessary to the new EUSERC equipment locations. additional information. All vertical busduct and conduit/wire system (implemented via the building automation system) building. Upon identifying the cities desired optional standby distribution will be routed within the confines of the stacked provided by others. power needs, we shall evaluate the existing generators floor electrical rooms. Optional standby power riser will be capacity to determine if an additional generator will be DISTRIBUTION routed to support IDF rooms through the building. required to be added to the project. See generator section GROUNDING SYSTEM below. Downstream of the utility point of service, new building distribution will be provided. Two grounding criteria will be addressed, safety and BRANCH CIRCUIT WIRING performance. A safe grounded power system will be provided • Service 1 – 4000A, 480Y/277V (named MDS1) The branch circuit basis of design basis of design will in compliance with the 2014 NEC. This ground system primarily be copper conductor in EMT raceway. Branch consists of the building service ground. New grounding • Service 2 – 4000A, 480Y/277V (named MDS2) circuit distribution will occur along the ceiling cavities at each electrode conductors will reestablish the new service floor. In-slab branch circuit distribution will be limited for The Main Distribution Switchboards will be freestanding, equipment connection to the existing grounding electrodes. two primary reasons; 1) future flexibility, 2) the existing slab metal-enclosed type construction and will contain molded- Grounding will be extended throughout the electrical system construction type. The use of MC Cable will be considered case circuit breakers for the main and distribution sections. through equipment grounding conductors. A ground riser under select conditions to be identified in the design Each MDP will contain EUSERC metering provisions for utility will be established vertically throughout the building for specifications developed in phase 2. Ground fault circuit secondary metering. The panelboards will be arranged to connection of distributed separately derived systems. interrupter receptacles will be provided in toilet rooms at allow front access to each. sinks, roof, outdoor and wet areas. Performance grounding includes a separate ground riser for telecommunications distribution rooms. The performance ground system will tie into the code required safety grounding system at the main grounding bus bar in the main electrical room.
BASIS OF DESIGN NARRATIVE
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 26 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT ELECTRICAL SYSTEMS (cont’d)
• Generator supervision devices, manual start and EMERGENCY DIESEL GENERATOR LOW VOLTAGE SYSTEMS - FIRE ALARM transfer features. The basis of design for the emergency power system is to Basis of design: SIGNAL SYSTEM reuse the existing 600kW diesel generator in the Basement Critical loads would be provided with a 100KVA UPS in the • Public address system, where specifically required by The existing fire alarm system and associated components Level to support code required NEC 700 Life Safety and 701 MDF and re-use of the two existing 300kW natural gas other sections of the IBC code. are at the end of their useful life and are planned to be Legally Required Standby loads including but not limited to generators on the 2nd floor roof. These generators will be replaced. A new building fire alarm system will be provided The central control panel within the fire command center will the equipment listed above. recommissioned and go through a manufacturer overhaul as consisting of a supervised, fully addressable, Class B hard include the following features: needed. The basis of design for the generator fuel system is to wired system. Notification will consist of voice evacuation Fire detection and alarm annunciation and controls. decommission the existing in-grade fuel tank and replace Option A: Critical and recommended loads would be speakers and visual notification as required by ADA • guidelines. A fire command center will be located on the the existing day tank on the Basement level with a tank no provided with UPS and generator backup. A 200KVA UPS Sprinkler system water flow detection and valve ground level of the building (Level 1) per high-rise building • larger than 660 gallons. The code required generator runtime in the MDF and a 175kW natural gas generator sized to position indication annunciation. is 8 hours based on the NFPA 20 requirement for fire pump serve these loads. code. operation. The remote fill station and associated piping will Relay modules for control of fans and fire/smoke The fire command center location will be coordinated with • also need to be evaluated. Option B: Critical and recommended loads would be dampers. provided with UPS and generator backup and generator the fire marshal and will contain all requirements per IBC To support the project’s NEC702 optional standby power power would be extended to additional optional standby 403.8 and any specific additional requirements of the City of • Remote annunciation panel located in the designated Optionalloads the Standbyfollowing Poweroptions System are under – ervices consideration: to be fed by an o tional standbyloads. o er A 200KVA system UPS are in thestill MDFan item and of a 400kW natural gas Portland fire marshal. It will also be in compliance with IBC fire department entrance lobby. discussion ith the ity of Portland. tional standby o er needs may generatorinclude technology would be s aces sized to P , support , these loads section 911 and contain the following equipment/features: The current optional standby loads provided by the Manual pull station mounted adjacent to remote IDF’s), mechanical equipment supporting technology spaces, passenger elevators, and cold food storage, and com uter • project’s technology consultant are categorized as critical, • The emergency voice/alarm communication system annunciation panel. convenience rece tacles in select ortions of the building. on identifying the cities desired o tional standby o er recommended, and optional. The following options for unit. needs,supporting e shall the optionalevaluate standbythe e isting power generators loads will ca acity be to determine if an additional generator ill be re uired to be • Fireman’s phone jack to be located in elevator cabs, • The fire department communications unit. addedevaluated. to the Refer ro ect. to the ee technology generator section section for belo . additional inside each stair landing door, elevator lobbies, fire pump room, generator room and main electrical information. • Fire detection and alarm system annunciator unit. EMERGENCY DIESEL GENERATOR room. • Annunciator unit visually indicating the location of Control of fire alarm evacuation speaker located in the elevators and whether they are operational. • paths of egress, common spaces, and stairs. • Status indicators and override controls for air- Relay modules will be connected to security system, handling systems. • mechanical controls, elevator controller, and elevator • The fire fighter’s control panel required by IBC 909.16 power module. for smoke control systems installed in the building. For high-rise buildings, photoelectric smoke detectors are • Controls for unlocking stairway doors required in the Fire Command Center (FCC), elevator lobbies, simultaneously. and for mechanical equipment (duct detectors). Smoke and thermal detectors are required in elevator equipment room • Sprinkler valve and water-flow detector display and in the top of all elevator shafts. Thermal detectors are panels. required in the elevator pits. • Emergency and standby power status indicators. • A telephone for fire department use with controlled access to the public telephone system. • Fire pump status indicators. Schematic building plans indicating the typical floor • plan and detailing the building core, means of egress, fire protection systems, firefighting equipment and he baseline design for the emergency o er system is to reuse the e isting diesel generator in the Basement fire department access. Worktable. evel to su ort code re uired ife afety and egally e uired tandby loads including but not limited to the e ui ment listed above.
he baseline design for the generator fuel system is to decommission the e isting in grade fuel tan and re lace the BASIS OF DESIGN NARRATIVE e isting day tan on the Basement level ith a tan no larger than gallons. he code re uired generator runtime is hours based on the P re uirement for fire um o eration. he remote fill station and associated i ing ill also Dec 2, 2016 / need to be evaluated. PHASE 1 REPORT / 27
o su ort the ro ect’s o tional standby o er loads the follo ing o tions are under consideration The current optional standby loads provided by the project’s technology consultant are categori ed as critical, recommended, and o tional. he follo ing o tions for su orting the o tional standby o er loads ill be evaluated. efer to the technology section for additional information.
Baseline ritical loads ould be rovided ith a P in the and re use of the t o e isting natural gas generators on the nd floor roof. hese generators ill be recommissioned and go through a manufacturer overhaul as needed. Option A ritical and recommended loads ould be rovided ith P and generator bac u . P in the and a natural gas generator si ed to serve these loads. Option B ritical and recommended loads ould be rovided ith P and generator bac u and generator o er ould be e tended to additional o tional standby loads. P in the and a natural gas generator ould be si ed to su ort these loads. SECURITY SYSTEMS AUDIO VISUAL SYSTEMS
The basis of design for the building assume the City will The basis of design for the project provides for pathway, purchase an integrated security system to operate the power, and network connectivity to all conference rooms buildings new card access control system hardware, its to support installation of audio/visual equipment funded CCTV monitoring system hardware, and a duress call system outside the project. hardware which will work in combination with physical barriers to manage accessibility to the space and to provide the ability to monitor and record activities at select areas. For security purposes, the breadth of this scope is confidential and is contained in a separate report not included in this basis of design document.
BASIS OF DESIGN NARRATIVE
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 28 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT TELECOMMUNICATIONS / DATA SYSTEMS / TECHNOLOGY
SUPPORT SPACES TELECOMMUNICATIONS / DATA SYSTEMS / TECHNOLOGY SUPPORT Main Point of Entry Room (MPOE) – SPACES This space is here non radio, technology In reviewing the existing buildings technologies and Main Point of Entry Room (MPOE) – TECHNOLOGY SUPPORT SPACES related race ay and signals enter and leave installations, it was observed that the existing space and In revie ing the e isting buildings technologies and installations, it as observed that the e isting space and rooms This space is here non radio, technology the building This space typically houses rooms provided for technology equipment and distribution Theprovided DBR orteam technology proposes equipment providing and three distribution (3) types is signi icantly of in undersi ed and that there is a considerable amount relatedMain race ay Point of and Entry signals Room enter (MPOE) and leave – support of the Portland Building’s new design - One (1) MDF, connectionsThis space and is whereactive components non-radio, technology-relatedthat raceway is significantly undersized and that there is a considerable of “old stuff” that has been left behind from previous replacements. With a major reconstruction project, we are the building This space typically houses One (1) MPOE and seventeen (17) IDF locations. The basis of deliverand signalsservices enter to and and rom leave the building the building. This space amount of “old stuff” that has been left behind from previous a orded a once in a li etime opportunity to clean house and set a ne direction or the ortland uilding based on connections and active components that design is that all Technology Support Spaces in the Portland onnectionstypically houses and equipment connections in this and space active components that replacements. With a major reconstruction project, we are current industry best practices hile planning or the uture s a result, the D recommends the demolition and deliver services to and rom the building afforded a once-in-a-lifetime opportunity to clean house Building become shared spaces that support multiple systems aredeliver typically services the oint to o and resence from the ) building. or Connections and removal o almost all systems rom the building, and to replace them ith ne systems and distribution path ays onnections and equipment in this space and set a new direction for the Portland Building based and operating groups. serviceequipment providers in li ethis entury in space are typicallyand the Point of Presence elect systems ill be salvaged and reused or segregated to a small area o the building during construction as are typically the oint o resence ) or on current industry best practices while planning for the omcast,(POP) for but service also serves providers the same like in out CenturyLink and Comcast, discussed belo service providers li e entury in and future. As a result, the DBR team recommends the removal unctionbut also or serves ity o ortlandthe same connections in/out function for City of Portland omcast, but also serves the same in out of almost all systems from the building, and to replace them Theconnections. space ill be Theindependently space will supported be independently supported TECHNOLOGY SUPPORT SPACES unction or ity o ortland connections with new systems and distribution pathways. Select systems byby HVAC electrical & electrical systems systems to be toallo ed be allowed to remain The D team proposes providing three ) The space ill be independently supported will be salvaged and reused or segregated to a small area of tooperational remain operational during during construction construction and will have security access types of in support of the Portland Building’s by electrical systems to be allo ed the building during construction as discussed below. andcontrols ill have and security CCTV access monitoring. controls and ne design ne ) DF, ne ) and to remain operational during construction T monitoring seventeen ) IDF locations The basis o design and ill have security access controls and is that that all Technology upport paces in the T monitoring ortland uilding become shared spaces that support multiple systems and operating groups
Main Distribution Facility (MDF) –
nMain DF Distributionroom to be located Facility in (MDF)the basement – Main Distribution Facility (MDF) – o An the MDF building room, or toin anotherbe located location in the hich basement of the building, n DF room to be located in the basement mayor bein anotherdetermined location to be more which e icient may be I determined to be more o the building, or in another location hich locatedefficient. in the basement, If located it in ould the bebasement, located it would be located may be determined to be more e icient I adjacentadjacent to theto the MPOE room room here where shared shared rack and cabinets located in the basement, it ould be located rac (between and cabinets 12 to bet een 16 positions) to will be located which connect the adjacentIDF’s upto the through theroom building. here shared This room will have security positions) ill be located hich connect the rac access and cabinets controls bet een and CCTV to monitoring. IDF’s up through the building. This room ill positions) ill be located hich connect the have security access controls and T IDF’s up through the building. This room ill monitoring have security access controls and T
monitoring
BASIS OF DESIGN NARRATIVE
Dec 2, 2016 / PHASE 1 REPORT / 29 TELECOMMUNICATIONS / DATA SYSTEMS / TECHNOLOGY SUPPORT SPACES (cont’d)
Telecommunication System Options being considered include theIntermediate following. These Distribution systems will Facilitybe evaluated (IDF) in – VOIP & OTHER TELEPHONE SERVICES consideration tot l of budget, o e . life IDF cycle rooms cost, and ill beoperational pro ided The City of Portland is actively going through a migration efficiencies early in Phase 2 of design. from an existing Avaya Digital Phone System to a new Avaya erti ll up through the building on e h VOIP (Voice over Internet Protocol) Phone System. Timely Option loor A: Reduce rom the quantity b sement of IDF through rooms based the on completion of this project is assumed, such that the new efficienciespenthouse. of cable These routings sp es and re space pl nned availability. to be building will not require infrastructure for a traditional copper ppro im tel t t in si e to llo wire phone system. All employees will be assigned VOIP de u te sp e or the pl nned inst ll tion capable phones which will move with them to and from the SHARED TECHNOLOGY CABLING temporary relocation spaces. As the VOIP system will operate nd su i ient sp e or gro th in the uture. over the new IT infrastructure, minimal additional costs are INFRASTRUCTURESThese rooms re pl nned (VERTICAL to in lude & assumed in the new building for support of the VOIP phone HORIZONTAL)positions or r s or binets in ddition to system. Existing vertical mple and ll horizontal sp e. These cabling rooms will be ill replaced lso with new CAT6 h ecabling, se uri witht select ess runs ontrols utilizing nd CAT6A T cabling where appropriate.monitoring. Cable trays will be provided around the core of the building where large bundles of cabling occur. Workstations are planned to receive 2 ea. CAT6 cable drops for each location.
WIRED LOCAL AREA NETWORK (LAN) A wired local area network will be provided including data switches and patch cables to connect user’s workstations to the internet, CoP systems and others services. This network will also carry the security camera signals, VOIP telephone signals, and many others. Given the life cycle of this equipment, it is assumed that the data switches will be provided for outside the project budget and closely coordinated with the move of occupants to and from the temporary relocation spaces. Intermediate Distribution Facility (IDF) – Tele ommuni tionA total of 17 ea. IDF stem rooms will ptions be provided being onsideredvertically up in lude the WIRELESS ollo ing. These LOCAL s stems illAREA be e lu ted NETWORK in through the building on each floor from the basement onsider tion o budget li e le ost nd oper tion l e i ien ies e rl in h se o design. through the penthouse. These spaces are planned to be (WLAN) Option A edu e u ntit o IDF rooms b sed on e i ien ies o ble routings nd sp e il bilit . approximately 10ft x 12 ft in size to allow adequate space for A wireless local area network will be provided utilizing the planned installation and sufficient space for growth in Wireless Access Points (WAP’s) distribution through the the future. These rooms are planned to include 4 positions building to provide 100% coverage of the space. Given the for racks or cabinets, in addition to ample wall space. These life cycle of this equipment, it is assumed that the WAP’s rooms will also have security access controls and CCTV will be provided for outside the project budget and closely monitoring. coordinated with the move of occupants to and from the temporary relocation spaces.
BASIS OF DESIGN NARRATIVE
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 30 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT
TENANT IMPROVEMENTS
HISTORIC LOBBY BUREAU WORKPLACE FUTURE DAY CARE SPACE The historic two-story main lobby will be remodeled with the Stairs: Basement: The tenant improvements of the daycare space on Level One following restoration scope of work: The existing lobby stairs between the first and second floor Lockers and Showers; Bike Parking; Fitness Center; Wet are not included in the basis of design of this project of the entry lobby area will be removed. A new stair will Storage Lockers. Flooring: be configured to accommodate the new structural shear The existing black terrazzo floors in the immediate main floor wall. The new stair finishes and railings will be designed to First Floor: lobby and gallery space will be retained and refurbished complement and reinforce the original design intent in the Shared meeting space accessible to the public; public lobby area. engagement counters. Walls and wall-tile: The West lobby will be restored to the original architectural Portlandia Scaled Statue: Second Floor: intent where functionally feasible including removing ceiling To be retained in its original location Shared meeting space accessible to the public. soffits, signage, and doors that were not included in the original design. The historic wall tile and bullnose in the Wall Clock and Seal: Third Floor: immediate lobby and gallery space will be retained and Clock will be removed and seal returned to its original Storage area with secure individual storage for each bureau; refurbished. It should be noted that additional treatment location shared meeting space. to walls with bullnose trim may be required to meet ADA Fourth through Fourteenth Floor: requirements. Walls and ceiling will be repainted to meet the East Lobby: Open office; enclosed offices; support spaces original design intent of spatial definition but light reflectance This lobby will be remodeled entirely. Original finishes will not be retained or restored with the possible exception of of selected colors will be considered when selecting new Fifteenth Floor: retaining and refurbishing the black terrazzo floors. colors for the lobby area to help improve light levels in the All-employee lunch room; catering kitchen; optional food lobby. Elevator Lobbies on First and Second Floors: service; shared meeting space; and approximately 5,000 SF of workplace. Lighting: The original finishes and architectural character of these Pendants added during the 1991 remodel will be removed lobbies will be retained and restored. It should be noted and replaced with fixtures that recreate the original that additional treatment to walls with bullnose trim may be PUBLIC SPACES architectural lighting design intent using current lighting required to meet ADA requirements. First Floor: TENANT IMPROVEMENTStechnology. The custom built architectural exaggerated Customer service center; food service at east lobby; event sconces that were part of the original were removed as part space with restrooms and catering kitchen of a previous renovation. They will not be restored to original HISTORIC LOBBY but replaced with appropriate up/down light custom fixtures Second Floor: to replicate the lighting effect intended originally. Art gallery and pre-function spaces; meeting rooms
–
Flooring BASIS OF DESIGN NARRATIVE Walls and wall-tile Dec 2, 2016 / PHASE 1 REPORT / 31
Lighting
Stairs
Portlandia Scaled Statue
Wall Clock and Seal
TENANT IMPROVEMENT (cont’d)
BLENDED TYPICAL FLOOR PLAN OVERVIEW KEY SPACE PLANNING CRITERIA
The design team combined the approved planning guidelines • Create a consistent “building standard” approach for from the Bureau Visioning Session, desire for shared light collaboration/support space on each typical floor. This zone, and the detailed space program information to create zone, through the center of the building, connects east OPEN WORKSPACE a blended floor plan for a typical bureau layout. This baseline and west views and provide shared access to natural basis of design typical floor plan sets the architectural scope light. parameters for the typical floors. The number and location of hard walls is particularly critical in setting the baseline. • Provide cost effective flexibility and adaptability for It is intended that flexible response to specific bureau bureau specific requirements, allowing for cost effective requirements will be accommodated within the furnishing change over time. areas and will not be accommodated by customizing hard wall locations on each floor. • Offer employees a variety of places and environments to do their work throughout the typical floor supporting a This blended floor plan accommodates a specific degree of range of tasks and preferences. flexibility while maintaining an overall standard plate that can be easily adapted for any bureau or combination of • Promote collaboration among individuals, teams and bureaus. By providing an optimal ratio of open work space bureaus. to built-rooms and standardized room sizes, each bureau can customize their workplace by how they choose to assign • Support a furniture kit of parts concept to respond to rooms and furnish open areas. individual work station needs and bureau work style requirements. This allows bureaus to expand and contract and even combine shared resources with very little construction • Remove secure separations between bureaus except remodeling needed in the future. where required by policy or privacy regulations to promote inter-bureau collaboration and communication. The typical plate also helps with wayfinding and supports collaborative interaction among bureaus by setting a consistent approach to planning that is intuitive to navigate from floor to floor.
Additionally, the blended floor plate serves as a basis for setting construction budgets and determining the optimal number of employees the building can serve
OPEN WORKSPACE
CORE BLENDED FLOOR PLAN DIAGRAM
BUILT / STANDARD T.I
STAFF SUPPORT SPACE BASIS OF DESIGN NARRATIVE
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 32 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT TENANT IMPROVEMENTS (cont’d)
WORKSTATION CONCEPT - KIT OF PARTS The kit of parts concept allows for multiple layout options using a standardized set of furniture components. The com- ponents are selected to emphasizes ergonomic choices, ease of reconfiguration, and individual customization. A standard- ized kit of parts reduces move costs substantially allowing staff to customize workstations at a new location instead of relocating the furniture itself.
SAMPLE KIT OF PARTS 4 4 4 5 7 1 30"D X 72"W ADJUSTABLE SURFACE 2 24"D X 48"W FIXED HEIGHT SURFACE 10 5 2 3 POWERED SPINE WITH DATA RACEWAY - FLOOR 11 7 1 BASE FEED 3 4 PRIVACY PANEL AT CORRIDOR SIDE 1 5 PERSONAL TASK LIGHT 6 CORD MANAGEMENT SYSTEM 10
3 9 OPTIONAL ACCESSORIES: 2 11 8 6 7 18"H FIXED STORAGE 8 MODESTY PANEL / DIVIDER SCREEN 9 DESK ACCESSORY STORAGE - INTEGRATED PANEL 11 2 STORAGE OR MOVABLE SHELVING STORAGE BOX 10 TECHNOLOGY SUPPORTED
3 9 10 DOUBLE MONITORS 1 9 11 CPU SLING, UNDERMOUNTED
7
5
FOCUSED TEAM SHARED
WORKSPACE LAYOUT SCALE: 1/4" = 1’-0" BASIS OF DESIGN NARRATIVE
Dec 2, 2016 / PHASE 1 REPORT / 33 SUSTAINABILITYSUSTAINABILITY
OPTIONS OPTIONS BASIS OF DESIGN TARGET ASPIRATIONAL LEEDv3 Gold w/ v4 materials LEEDv3 Platinum w/ v4 LEEDv4 Platinum THIRD PARTY CERTIFICATION (refer to Scorecard) materials LEEDv4 Gold WELL features incorporated WELL Silver/Gold WELL Platinum 15% savings beyond 2014 Ongoing Cx CO2 Neutral OEESC Diverse Utilize ETO incentives Plug load 1w/sf climates/adaptations LEED enhanced Cx Daylighting Fossil fuel-free ENERGY Thermal Alliesthesia (thermal EUI = 36 variability/controllability delight) EUI = 28/Path to Net Zero, Arch 1.5% for green technology 2030 Renewable energy system 20% potable water savings 30% water savings 40% water savings Water-Sense, Support Salmon- Set an example with Greywater reuse system Safe water WATER Maintain eco-roof, Native Expand eco-roof plants Metering/tracking Divert 85% construction waste Design for ongoing diversion Avoid Red List materials 3rd party screening for toxins Feature local/sustainable wood MATERIALS Sustainable procurement Revitalize existing furniture Track waste OTHER Ongoing metrics tracking,
Resiliency – design to adapt to disasters, changing conditions; Inviting gym and locker
LEEDv4 advanced metering openable windows, backup room power and water, etc.
Bird-friendly design Design for occupant movement Bicycle parking for 25% mode Clean diesel policies share Aftercare, tenant education Design for engagement: diverse, inviting, flexible, engaging.
BASIS OF DESIGN NARRATIVE
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 34 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT PROJECT BUDGET RECAP THE PORTLAND BUILDING RECONSTRUCTION PROJECT Date: December 2, 2016
Description Budget General Requirements $5,250,000 Sitework $500,000 Demolition $3,206,750 Seismic Upgrades $9,919,172 Other Structural Work $499,245 Exterior Closure $19,212,493 Roofing $176,400 Interior Construction $12,262,650 Conveying Systems $373,000 Fire Protection $708,225 Plumbing $1,698,724 HVAC $13,316,299 Electrical $14,906,942 Subtotal $82,029,900 Estimating Contingency - Hard Cost $8,202,990 Subtotal $90,232,890 CONCEPTUAL BUDGET Preconstruction & Design $14,832,100 Soft Costs by GC $2,248,162 Temporary Relocation $14,758,455 DBR Contingency - Soft Cost $10,637,219 GC's, Ins., Fee, Bond $14,261,174 TOTAL - DBR Budget $146,970,000 Jurisdictional Fees $2,600,438 City Hard Cost $1,675,000 Leasing Cost $16,326,263 Indirect Costs $10,648,350 Consultant/Inspection Costs $7,871,949 Project Contingency $8,908,000 TOTAL PROJECT COSTS $195,000,000
* Total Contingency = =$27,748,209 $27,748,209 (16.6%) (16.2%)
Dec 2, 2016 / PHASE 1 REPORT / 35
Page 1 of 1 PROJECT MASTER SCHEDULE
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 36 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT Project Milestone Schedule The Portland Building Reconstruction Project Update: December 2, 2016 2016 2017 2018 2019 2020 Description Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
DESIGN & PRECONSTRUCTION ACTIVITIES Notice to Proceed - Phase 1 Notice to Proceed Phase 1 Criteria/ Concept Design Criteria/ Concept Design Notice to Proceed - Phase 2 Notice to Proceed Phase 2 Detailed Design Detailed Design Implementation Documents Implementation Documents Permitting (Phased) Permitting Guaranteed Maximium Price Guaranteed Maximum Price Conformed Documents Conformed Documents
TEMPORARY RELOCATION SPACE Temporary Space Acquisition Temporary Space Acquisition Temp Space Design & Construction Temp Space Design & Construction Moves Into Temp Lease Space Moves into Temp Lease Space Moves Back into Portland Building Moves Back into The Portland Building CONSTRUCTION ACTIVITIES Start Construction on TPB Start Construction Relocate Utilities/ Demolition Relocate Utilities/ Demolition Seismic Core Upgrade Construction Seismic Core Upgrade Envelope Construction Envelope Construction MEP/ Core Upgrade Construction MEP/ Core Upgrade Interior Buildout Construction Interior Buildout Punchlist/ Commissioning Punchlist/ Cx Closeout Closeout Project Completion Project Completion
Dec 2, 2016 / PHASE 1 REPORT / 37 SPACE PROGRAM CONTENTS
Table of Contents 38
Space Program Process Overview 39
Program Scenario Comparison + Shelled Floor Opportunities 40
Scenario A: Final TPB Dashboard - Proposed PO | WS Standards 41
Scenario B: Final TPB Dashboard - Existing PO | WS Standards 44
Scenario C: Final TPB Dashboard - Includes 2016 Staff Only (1,332) w/ Proposed PO | WS Standards 47
Scenario D: Final TPB Dashboard - Includes 2016 Staff Only (1,332) w/ Existing PO | WS Standards 50
Final Headcounts 53
Typical Floor Program Scenarios (Floors 4-14 @ 19,000 USF / Floor) 54
Conference Room Summary 55 SPACE PROGRAM Storage Requirements Overview 56
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 38 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT PROCESS OVERVIEW
The purpose of The Portland Building (TPB) programming process is to assess and identify space requirements for all of Basement building services, itness enter, ocker oom, et ocker oom, Bike torage, oading eceiving the building’s public-service areas, bureau workspace, conference needs, and amenity program within the framework of and building services. the August 25th Director + Design Committee Visioning Session approved planning concepts. loors – consolidated ustomer ervice enter and shared public and ity taff vent eeting Training spaces. The resulting program dashboard is a guide to inform and develop the blended typical floor plate being used to create loor shared eeting spaces, Bureau torage, and Building torage. the Phase 1 baseline basis of design. It is expected that specific requirements will evolve as more detailed floor plans loors – Bureau individual and support workspaces. develop during Phase 2 of the project. loor staff menity space with Training eeting, ork af ounge, and ellness areas as well as a potential staff workspace. Programming began on Friday, August 26th with tours of each Bureau’s work area and support space. This provided the planning team with a frame of reference related to existing conditions during the programming meetings which took place the following week, Monday August 29th through Wednesday August 31st. The team met with each Bureau to: PLANNING ASSUMPTIONS FOR THE BLENDED TYPICAL FLOOR PLATE Review the information included in the November 2015 Temporary Moves Program by Bainbridge; s part of the programming process, the team developed new planning assumptions for private office and workstation Identify changes to the Bureau’s overall organization; standards. These new standards create an opportunity to offer employees a variety of workplace options to choose Identify changes to current staff counts; from. n order to accommodate these new choices, individual office and workstation sizes have been reduced and the Project future growth for the temporary relocation and for the move back to TPB; space reallocated to a variety of new shared spaces. These metrics are intended for planning purposes only and will be Consider new ways of working to support planning efficiencies (e.g. remote work, remote staff “shifts” in office, further developed as the pro ect progresses. free addressing, etc.) Identify reduction opportunities to existing storage, lateral file and bookshelf space as well as opportunities for Proposed private office and workstations standards include shared storage and/or locating a portion of storage elements on the 3rd Floor; Existing PO | WS Discuss opportunities to collocate customer service functions with other Bureaus in a consolidated Customer Standards Proposed PO | WS Standards Service Center on the First Floor; PO 1 320 PO 1 240 Directors / Asst. Director Discuss opportunities for increased sharing of support spaces within the building and across each floor (e.g. PO 2 240 PO 2 120 Managers / Supervisors Meeting Rooms, Copy / Plot / Supply Rooms, Mothers Room, etc.); PO 3 120 WS 1 48 Engineering / Technical Staff Confirm desirable adjacencies and affinities within the building as well as with outside agencies and/or facilities. WS 1 128 WS 2 36 Professional Staff
In addition to capturing this information for all Bureaus currently located with TPB, program information for the Bureau WS 2 100 WS 3 24 Inspectors / Interns / Hotel of Environment Services (BES) group located at Pioneer Tower was also documented for their potential consolidation WS 3 80 with the BES group upon move back into TPB. WS 4 64 WS 5 36 KEY PROGRAM METRICS WS 6 25
The following matrix provides an overview of the key planning metrics: New shared spaces include USF / Person USF / Person Potential Percent Growth USF / Person Over Floors 4 - 14 Over Full Building Shelled Floors ocus ooms to people focused, heads down work, private conversations, and short discussions between Planning Scenarios Headcount PO WS from Current Staff (USF Required) (208,400 USF) (314,250 USF) (@ 19,000 USF) co workers
Current Staff 1,332 142 1,190 - - - - - uddle ooms meetings for up to people pen ollaboration paces open areas to provide a convenient place for spontaneous team meetings as well Move Back to TPB w/o Growth 1,332 142 1,190 0% 116 156 236 2.83 as a change in setting for small group conversations and individual work Move Back to TPB w/ Growth ayout slands standing height counters with underneath storage (file cabinets or shelving within the open 1,552 142 1,410 16% 109 134 202 2.09 (w/out BES PT) office area to support material layout, uick team collaborations, and storage of daily use items needed in close Move Back to TPB w/ Growth pro imity to team 1,639 142 1,497 23% 109 127 192 1.66 (w/ BES PT) ork af space with a variety of table and lounge settings to support coffee beverages, group gatherings and individual group work throughout the day PROGRAM DASHBOARD FORMAT The dashboard is organized per the direction set during the Visioning Session. It confirms fit and identifies opportunities Reference Reports for shelled space within the office tower based on proposed Bureau requirements. Per the Visioning Session outcomes, T B rogram ashboard lanning cenarios the floors are programmed as follows: T B Temporary elocation rogram T B isioning ession orkshop
SPACE PROGRAM
Dec 2, 2016 / PHASE 1 REPORT / 39 THE PORTLAND BUILDING: PROPOSED PROGRAM Program Scenario Comparison + Shelled Floor Opportunities
SCENARIO A SCENARIO B SCENARIO C SCENARIO D Full Growth Projection w/ Full Growth Projection w/ Existing Staff Count w/ Existing Staff Count w/ Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards w/o BES Pioneer Square w/ BES Pioneer Square w/o BES Pioneer Square w/ BES Pioneer Square Program Scenario Comparison + Shelled Floor Opportunities (1,564 Staff) (1,651 Staff) (1,564 Staff) (1,651 Staff) (1,344 Staff) (1,344 Staff) Bureaus USF USF USF USF USF USF Bureau of Environmental Services (BES) 26,373 26,373SCENARIO A 37,253 37,253 SCENARIO B 22,904 SCENARIO31,384 C SCENARIO D Existing Staff Count w/ Existing Staff Count w/ Bureau of Environmental Services (BES) Pioneer Tower 0 Full 10,224Growth Projection w/ 0 13,344Full Growth Projection w/ 0 0 Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards Bureau of Internal Business Services (BIBS) - Admin + Facilities 5,105 w/o BES Pioneer Square5,105 w/ BES Pioneer Square7,240 w/o BES Pioneer7,240 Square w/ BES Pioneer3,815 Square 5,079 Bureau of Internal Business Services (BIBS) - Risk 3,680 (1,564 Staff) 3,680 (1,651 Staff) 4,672 (1,564 Staff)4,672 (1,651 Staff)3,332 (1,3324,063 Staff) (1,332 Staff) Bureau of HumanBureaus Resources (BHR) 8,455 USF 8,455 USF 10,990 USF 10,990 USF7,263 USF9,310 USF Bureau of RevenueBureau + Finance of Environmental (BRFS) Services (BES) 9,479 26,373 9,479 26,373 12,500 37,25312,500 37,2539,038 22,90411,410 31,384 Bureau of TechnologyBureau Svcs.of Environmental (BTS) Services (BES) Pioneer Tower 15,878 0 15,878 10,224 21,173 0 21,173 13,34412,833 16,0980 0 Office of the Chief Admin. Officer (CAO) 7,346 7,346 9,956 9,956 7,346 9,492 Bureau of Internal Business Services (BIBS) - Admin + Facilities 5,105 5,105 7,240 7,240 3,815 5,079 City Budget Office (CBO) 1,830 1,830 2,471 2,471 1,639 2,207 Bureau of Internal Business Services (BIBS) - Risk 3,680 3,680 4,672 4,672 3,332 4,063 Parks + Recreation 11,417 11,417 15,408 15,408 10,312 13,758 Bureau of Human Resources (BHR) 8,455 8,455 10,990 10,990 7,263 9,310 Portland Bureau of Transportation (PBOT) 31,575 31,575 46,377 46,377 29,612 42,529 Bureau of Revenue + Finance (BRFS) 9,479 9,479 12,500 12,500 9,038 11,410 Portland Water Bureau (PWB) 33,059 33,059 43,806 43,806 32,058 40,926 Dedicated BureauBureau Shared of TechnologySupport Spaces Svcs. (BTS) 14,512 15,878 14,512 15,878 14,512 21,17314,512 21,17314,512 12,83314,512 16,098 Office of the Chief Admin. Officer (CAO) 7,346 7,346 9,956 9,956 7,346 9,492 TOTAL USF: 168,708 178,931 226,357 239,701 154,663 200,767 City Budget Office (CBO) 1,830 1,830 2,471 2,471 1,639 2,207 Parks + Recreation USF Available Floors 4 - 14: 208,400 11,417 208,400 11,417 208,400 15,408208,400 15,408208,400 10,312208,400 13,758
Portland Bureau of Transportation USF(PBOT) Remaining: 39,693 31,575 29,469 31,575 -17,957 46,377-31,301 46,37753,737 29,6127,633 42,529 Portland Water Bureau (PWB) 33,059 33,059 43,806 43,806 32,058 40,926 Potential Floors Shelled (@19,000 USF / Floor): 2.09 1.55 -0.95 -1.65 2.83 0.40 Dedicated Bureau Shared Support Spaces 14,512 14,512 14,512 14,512 14,512 14,512
TOTAL USF: 168,708 178,931 226,357 239,701 154,663 200,767
USF Available Floors 4 - 14: 208,400 208,400 208,400 208,400 208,400 208,400
USF Remaining: 39,693 29,469 -17,957 -31,301 53,737 7,633
Potential Floors Shelled (@19,000 USF / Floor): 2.09 1.55 -0.95 -1.65 2.83 0.40
2 of 19 SPACE PROGRAM Legend: PO - Private Office | USF - Usable Square Feet | WS - Workstation
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 40 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT THE PORTLAND BUILDING: PROPOSED PROGRAM Program Scenario Comparison + Shelled Floor Opportunities
SCENARIO A SCENARIO B SCENARIO C SCENARIO D Full Growth Projection w/ Full Growth Projection w/ Existing Staff Count w/ Existing Staff Count w/ Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards w/o BES Pioneer Square w/ BES Pioneer Square w/o BES Pioneer Square w/ BES Pioneer Square (1,564 Staff) (1,651 Staff) (1,564 Staff) (1,651 Staff) (1,344 Staff) (1,344 Staff) Bureaus USF USF USF USF USF USF SCENARIO A: Final TPB Program Dashboard - Proposed PO | WS Standards Bureau of Environmental Services (BES) 26,373 26,373 37,253 37,253 22,904 31,384 Bureau of Environmental Services (BES) Pioneer Tower 0 10,224 0 13,344 0 0 PLANNING METRICS Bureau of Internal Business Services (BIBS) - Admin + Facilities 5,105 5,105 7,240 7,240 3,815 5,079 Bureau of Internal Business1,288 Services (BIBS) - Risk1,332 3,680 1,552 3,680 220 / 16% 4,672 1,639 4,672 307 / 23% 3,332 9% / 91% 4,063 2015 Staff 2016 Staff TPB Staff Growth Current to TPB Staff TPB Staff (w BES PS) Growth Current to TPB Staff Private Office / Workstation Ratio Bureau of Human Resources (BHR) 8,455 8,455 10,990 10,990 7,263 9,310 Program without BES Pioneer Square Staff Program with BES Pioneer Square Staff Bureau of Revenue + Finance (BRFS) 9,479 9,479 12,500 12,500 9,038 11,410 Bureau of Technology Svcs. (BTS) 15,878 15,878 21,173 21,173 12,833 16,098 BUREAU PROGRAM REQUIREMENTS (Floors 4 - 14) Office of the Chief Admin. Officer (CAO) 7,346 7,346 9,956 9,956 7,346 9,492 Building BES BIBS BIBS City Budget Office (CBO) Stnd. Total Shared1,830 Spaces BES 1,830Pioneer Tower Admin | Faclt. 2,471 Risk BHR 2,471 BRFS BTS 1,639 CAO CBO 2,207 PARKS+REC PBOT PWB Parks + RecreationSPACE Stnd. % ASF Qnty. Qnty.11,417 ASF Qnty. ASF11,417 Qnty. ASF Qnty. ASF15,408 Qnty. ASF Qnty. ASF15,408 Qnty. ASF Qnty. ASF10,312 Qnty. ASF Qnty. ASF13,758 Qnty. ASF Qnty. ASF Qnty. ASF People Spaces Portland Bureau of Transportation (PBOT) 31,575 31,575 46,377 46,377 29,612 42,529 Private Office 1 PO-1 1% 200 19 - - 2 400 1 200 1 200 1 200 1 200 1 200 2 400 1 200 1 200 2 400 6 1,200 Portland Water BureauPrivate Office(PWB) 2 PO-2 8% 120 136 -33,059 - 19 2,28033,059 11 1,320 1 12043,806 5 600 13 1,56043,806 11 1,320 19 2,28032,058 8 960 2 24040,926 9 1,080 2 240 36 4,320 Dedicated BureauWorkstation Shared Support 1 (6x8) Spaces 140 -14,512 - 14,512 1 48 14,512 14,512 14,512 3 144 14,512 17 816 62 2,976 57 2,736 WS-1 10% 48 Workstation 2 (6x8) Growth 16 3 144 6 288 7 336 Workstation 2 (6x6) TOTAL USF: 1,195 -168,708 - 254 9,144178,931 69 2,484 40 1,440226,357 23 828 59 2,124239,701 66 2,376 104 3,744154,663 53 1,908 16 576200,767 69 2,484 267 9,612 175 6,300 WS-2 78% 36 Workstation 2 (6x6) Growth 98 - - 14 504 5 180 10 360 2 72 7 252 25 900 5 180 5 180 17 612 8 288 Workstation 3 - Hotel USF AvailableWS-3 Floors 2% 4 - 14: 24 35 -208,400 - 208,400 3 72 208,400 208,400 2 48 9 216208,400 208,400 7 168 10 240 4 96 Subtotals: 1,639 - - 287 11,928 87 4,384 56 2,240 29 1,628 75 3,956 87 4,196 158 7,340 71 3,592 19 1,016 111 5,072 366 14,368 293 15,276 USF Remaining: 39,693 29,469 -17,957 -31,301 53,737 7,633
Bureau PotentialDedicated Floors Support Shelled Spaces (@19,000 USF / Floor): 2.09 1.55 -0.95 -1.65 2.83 0.40 Focus Room - 1:30 50 57 - 10 10 500 3 150 2 100 1 50 3 150 3 150 6 300 2 100 1 50 4 200 12 600 10 500 Huddle Room - 1:50 (4-seat) 100 33 - 6 6 600 2 200 1 100 1 100 2 200 2 200 3 300 1 100 2 200 7 700 6 600 Meeting Room - 1:40 (12-seat) 300 40 - 7 7 2,100 2 600 1 300 1 300 2 600 2 600 4 1,200 2 600 3 900 9 2,700 7 2,100 Meeting Room - 1:150 (20-seat) 500 11 - 2 2 1,000 1 500 1 500 1 500 1 500 1 500 2 1,000 2 1,000 Layout Islands + Storage - 1:30 (4-3h Lats) 60 57 - 10 10 600 3 180 2 120 1 60 3 180 3 180 6 360 2 120 1 60 4 240 12 720 10 600 Open Collaborative Space - 1:35 100 47 - 8 8 800 2 200 2 200 1 100 2 200 2 200 5 500 2 200 1 100 3 300 11 1,100 8 800 Storage (combined need) varies - -- 1 420 1 425 1 300 1 200 1 300 1 210 1 315 1 710 Secure File Room (combined need) varies - -- 1 50 1 125 Occupational Health & Safety Room (Risk) 150 1 - - 1 150 Contractor Project Room 250 1 - - 1 250 Vault / Cash Room 80 2 - - 1 80 1 80 Library (WB) 300 1 - - 1 300 Flat Files 15 5 - - 5 75 Lateral Files (reduced by files in Layout Cntrs) 9 235 - - 10 90 93 837 4 36 12 150 5 45 1 9 6 54 4 36 20 180 12 108 68 612 Bookshelves 6 80 - - 25 150 12 72 12 72 15 90 16 96
- 6,260 - 2,667 - 1,281 - 910 - 1,875 - 2,341 - 3,610 - 1,474 - 246 - 2,802 - 7,408 - 7,523
Bureau Floor Shared Spaces Storage Room / Lateral File Notes: Shared Support Spaces (Bureau Floors) BES : field storage included in Basement; need potential LF reduction percentage for move back to TPB Copy / Plot / Supply Room (Mail in Core) 150 24 3,600 Assumes two each on floors 4 - 14, one each on floors 1, 2 BIBS : need potential reduction percentage for move back to TPB Print / Copy / Scan Stations 24 22 528 Assumes two each on floors 4 - 14 BHR : secure file room included on 3rd Floor; assumes 35% reduction in lats due to scanning program implementation long term (26 reduced to 17) Emergency Supply Storage 80 11 880 Assumes one each per floors 4 - 14 BRFS : 75% reduction to Procurement's secure file room (150 to 50 ASF); assumes 50% reduction per scanning program implementation (27 reduced to 13) Wellness Room 80 6 480 Assumes one each on floors 1, 5, 7, 9, 11, 13 BTS : no change; keep equipment within Bureau Mothers Room 80 7 560 Assumes one each on floors 4, 6, 8, 10, 12, 14,15 CAO + CBO : no change Break Room / Work Café 300 11 3,300 Assumes one each on floors 4 - 14 Parks + Rec : Bike Program storage in Bsmt; assumes 30% reduction to storage rooms (600 to 420 ASF) and lat files based on scanning program (52 to 36) Hotel Lockers (assumes 20 1x2 lockers/flr) 60 11 660 Assumes one each on floors 4 - 14 Also assume 50% of the reduced storage amount (210 ASF) is located on the 3rd Floor PBOT : assumes 30% reduction to storage rooms (900 to 630 ASF) and 50% reduction to lat files based on scanning program (120 to 60) - 10,008 Also assume 50% of the reduced storage amount (315 ASF) is located on the 3rd Floor PWB : 3rd Fl Storage Room reduced by 20%; assumes 30% reduction to storage rooms (2,030 to 1,420 ASF), lat files (97 to 68) and bookshelves (23 to 16) - 20% assumed for temp move. Also assumes 50% of the reduced storage amount (710 ASF) is located on the 3rd Floor
Total ASF: 10,008 18,188 7,051 3,521 2,538 5,831 6,537 10,950 5,066 1,262 7,874 21,776 22,799 Circulation Factor (45%): 4,504 8,185 3,173 1,584 1,142 2,624 2,942 4,928 2,280 568 3,543 9,799 10,260
Departmental USF: 14,512 26,373 10,224 5,105 3,680 8,455 9,479 15,878 7,346 1,830 11,417 31,575 33,059
2 of 19 w/o BES PS w/ BES PS Legend: PO - Private Office | USF - Usable Square Feet | WS - Workstation Total Departmental USF: 168,708 178,931 Total Available USF Floors 4 - 14: 208,400 208,400 Delta: 39,693 29,469 SPACE PROGRAM
Dec 2, 2016 / PHASE 1 REPORT / 41 THE PORTLAND BUILDING: PROPOSED PROGRAM Program Scenario Comparison + Shelled Floor Opportunities
SCENARIO A SCENARIO B SCENARIO C SCENARIO D Full Growth Projection w/ Full Growth Projection w/ Existing Staff Count w/ Existing Staff Count w/ Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards w/o BES Pioneer Square w/ BES Pioneer Square w/o BES Pioneer Square w/ BES Pioneer Square SCENARIO A: Final TPB Program Dashboard - Proposed PO | WS Standards (1,564 Staff) (1,651 Staff) (1,564 Staff) (1,651 Staff) (1,344 Staff) (1,344 Staff) Bureaus USF USF USF USF USF USF Bureau of EnvironmentalBUILDING ServicesAMENITY (BES) PROGRAM REQUIREMENTS (Floors B, 1, 2, 326,373 +15) 26,373 37,253 37,253 22,904 31,384 Bureau of Environmental Services (BES) Pioneer Tower 0 10,224 0 13,344 0 0 Building Shared Amenity Spaces Bureau of Internal Business Services (BIBS) - Admin + Facilities 5,105 5,105 7,240 7,240 3,815 5,079 Basement Amenity + Support Spaces ASF Qnty. ASF Bureau of InternalFitness Business Center Services (BIBS) - Risk 4,325 3,680 1 4,325 3,680 4,672 4,672 3,332 4,063 Bureau of HumanLocker Resources Room (BHR) / Shower Rooms 3,220 8,455 1 3,220 8,455 10,990 10,990 7,263 9,310 Bureau of RevenueWet + FinanceLockers (BRFS) 1,700 9,479 1 1,700 Space9,479 to support secure storage of field gear12,500 for BES, PBOT, and Water Bureau12,500 9,038 11,410 Bureau of TechnologyBike Svcs.Parking, (BTS) Storage + Repair 8,355 15,878 1 8,355 15,878 21,173 21,173 12,833 16,098 Office of the ChiefStorage Admin. Officer (CAO) 730 7,346 1 730 7,346 9,956 9,956 7,346 9,492 City Budget OfficeMDF (CBO) Room / MPOE 1,870 1,830 1 1,870 1,830 2,471 2,471 1,639 2,207 Parks + RecreationMain Electrical Room 1,115 11,417 1 1,115 11,417 15,408 15,408 10,312 13,758 PGE Vault 985 1 985 Portland Bureau of Transportation (PBOT) 31,575 31,575 46,377 46,377 29,612 42,529 Pump Room 410 1 410 Portland Water Bureau (PWB) 33,059 33,059 43,806 43,806 32,058 40,926 Bike Wash Station 160 1 160 Dedicated Bureau Shared Support Spaces 14,512 14,512 14,512 14,512 14,512 14,512 Lighting Control Room 145 1 145 TOTAL USF: 168,708 178,931 226,357 239,701 154,663 200,767 Total ASF: 23,015 Resulting Circulation @ approx. 12%: 2,785 USF Available Floors 4 - 14: 208,400 208,400 208,400 208,400 208,400 208,400 Total USF: 25,800 USF excludes fire room, generator, electrical, core and loading / receiving / trash. USF Remaining: 39,693 29,469 -17,957 -31,301 53,737 7,633
1st FloorPotential Customer Floors Shelled Service (@19,000 Center USF / Floor): ASF 2.09 Qnty. ASF 1.55 -0.95 -1.65 2.83 0.40 CSC: Reception, Info Station 150 1 150 General building info / main point of reception, BRFS bid submittal receipt, CSC: Public Service Counters 36 10 360 Includes (5) for Parks + Rec, (3) for the Water Bureau, (2) shared stations to support on-demand access by all departments (FINAL UPDATE REQUIRED) CSC: Support Staff Workstations 36 23 828 Includes (13) stations for Parks and (10) stations for Water Bureau (confirm number of Parks staff that could be located in the tower) (FINAL UPDATE REQUIRED) CSC: Hotel Stations 24 5 120 CSC: Supervisor Office 100 1 100 Proposes a cross-trained Supervisor overseeing all activities at the Customer Service Center versus providing space for multiple Supervisors representing each Bureau CSC: Print / Copy / Supply Area 100 1 100 CSC: Storage Room (packages / submittals) 150 1 150 Support secure storage of delivered submittals awaiting pick-up from Procurement, packages and general support items for WB and Parks staff located on the first floor CSC: Photo Taking Area 50 1 50 For shared use by PBOT, BIBS Facilities, HR CSC: Customer Service Kiosks 25 3 75 1st Floor Amenity + Meeting Spaces ASF Qnty. ASF Daycare 5,375 1 5,375 Public Event Space 2,340 1 2,340 Public Event Space: Restrooms 50 3 150 Public Event Space: Catering 265 1 265 Public Event Space: Storage 485 1 485 Meeting Room A (15-seat) 350 1 350 Meeting Room B (12-seat) 275 5 1,375 Meeting Room C (8-seat) 200 4 800 Meeting Room D (6-seat) 150 4 600 Meeting Room E (3-seat) 90 1 90 Open Seating Areas / Third Place Groupings 100 13 1,300 Food Service Kiosk 210 1 210 Security Station 50 1 50 Fire Access Room 200 1 200
Total ASF: 15,523 Resulting Circulation @ approx. 45%: 6,977
Total USF: 22,500
2 of 19 SPACE PROGRAM Legend: PO - Private Office | USF - Usable Square Feet | WS - Workstation
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 42 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT THE PORTLAND BUILDING: PROPOSED PROGRAM Program Scenario Comparison + Shelled Floor Opportunities
SCENARIO A SCENARIO B SCENARIO C SCENARIO D Full Growth Projection w/ Full Growth Projection w/ Existing Staff Count w/ Existing Staff Count w/ Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards w/o BES Pioneer Square w/ BES Pioneer Square w/o BES Pioneer Square w/ BES Pioneer Square (1,564 Staff) (1,651 Staff) (1,564 Staff) (1,651 Staff) (1,344 Staff) (1,344 Staff) Bureaus USF USF USF USF USF USF SCENARIO A: Final TPB Program Dashboard - Proposed PO | WS Standards Bureau of Environmental Services (BES) 26,373 26,373 37,253 37,253 22,904 31,384
Bureau of Environmental2nd Floor Amenity Services + (BES)Meeting Pioneer Spaces Tower ASF Qnty.0 ASF 10,224 0 13,344 0 0 Bureau of InternalPrefunction Business Space Services (BIBS) - Admin + Facilities 2,500 15,105 2,500 5,105 7,240 7,240 3,815 5,079 Multi-Purpose Room Bureau of Internal Business Services (BIBS) - Risk 2,300 23,680 4,600 3,680 4,672 4,672 3,332 4,063 Meeting Room A (40+ seat) 1,000 2 2,000 Bureau of Human Resources (BHR) 8,455 8,455 10,990 10,990 7,263 9,310 Meeting Room B (35-seat) 900 1 900 Bureau of RevenueMeeting + Finance Room C(BRFS) (20-seat) 530 59,479 2,650 9,479 12,500 12,500 9,038 11,410 Bureau of TechnologyOpen Seating Svcs. (BTS) Areas / Third Place Groupings 350 615,878 2,100 15,878 21,173 21,173 12,833 16,098 Additional Restrooms (Men + Women) 210 2 420 Office of the Chief Admin. Officer (CAO) 7,346 7,346 9,956 9,956 7,346 9,492 Furniture Storage 150 1 150 City Budget OfficeFurniture (CBO) Storage 75 11,830 75 1,830 2,471 2,471 1,639 2,207 Parks + RecreationGallery Area 1,000 211,417 2,000 11,417 15,408 15,408 10,312 13,758
Portland Bureau of Transportation (PBOT) Total ASF: 31,57517,395 31,575 46,377 46,377 29,612 42,529 Portland Water Bureau (PWB) Resulting Circulation @ approx. 42%: 33,0597,305 33,059 43,806 43,806 32,058 40,926
Dedicated Bureau Shared Support Spaces Total USF: 14,51224,700 14,512 14,512 14,512 14,512 14,512
3rd Floor Amenity + Support Spaces TOTAL USF:ASF Qnty.168,708 ASF 178,931 226,357 239,701 154,663 200,767 Prefunction Area 1,270 1 1,270 Meeting Room A (30+ seat)USF Available Floors 4 - 85014: 1208,400 850 208,400 208,400 208,400 208,400 208,400 Meeting Room B (20+ seat) 550 1 550 Meeting Room C (20-seat) USF Remaining:475 339,693 1,425 29,469 -17,957 -31,301 53,737 7,633 Data Processing / Billing Operations (WB) 2,360 1 2,360 Includes 1,700 ASF for the operations area and 660 ASF for the pallet storage area Potential Floors Shelled (@19,000 USF / Floor): 2.09 1.55 -0.95 -1.65 2.83 0.40 Parking Enforcement Squad Room (PBOT) 1,120 1 1,120 Includes 1,000 ASF Squad Room + 120 ASF Handset Charge / Repair Area Production Center (PBOT) 125 1 125 Parks + Rec Bike Program Storage (PBOT) 300 1 300 Currently located on the first floor of the TPB with access from the exterior of the building PBOT Traffic Operations Center 325 1 325 Furniture Showroom, Storage + Ergo Room 500 1 500 Storage Room (existing PWB space) 1,120 1 1,120 Currently occupy 1,400 ASF on the 3rd Floor; assumes 20% reduction Shared Storage Room (proposed) 1,650 1 1,650 ASF includes: BHR: 415 ASF (35% reduction from current 640 SF combined secure file room space with archiving), Parks + Rec: 210 ASF, PBOT: 315 ASF, PWB: 710 ASF (see notes above) Storage + Facilities 260 1 260 RACC Storage 500 1 500 Microfiche (PBOT + WB) 50 2 100 Remaining Storage / Open Area 5,250 1 5,250
Total ASF: 17,705 Resulting Circulation @ approx. 7%: 1,295
Total USF: 19,000
15th Floor Meeting + Amenity Spaces ASF Qnty. ASF Reception / Wellness Info Desk 650 1 650 Training Room 835 1 835 Meeting Room A (35-seat) 1,240 1 1,240 Meeting Room B (30-seat) 730 1 730 Catering Kitchen 385 1 385 Wellness Room 390 1 390 Private Room 120 2 240 Work Café / Multi-Purpose Lounge 6,520 1 6,520 Work Suite + Phone Rooms 2,190 1 2,190
Total ASF: 13,180 Resulting Circulation @ approx. 4%: 670
Total USF: 13,850
TOTAL SHARED AMENITY PROGRAM USF: 105,850
w/o BES PS w/ BES PS Total Bureau Program USF (Floors 4 - 14): 168,708 178,931 Total Shared Amenity Program USF (B, 1 - 3, 15): 105,850 105,850 2 of 19 274,558 284,781 Total Program USF: Legend: PO - Private Office | USF - Usable Square Feet | WS - Workstation Available Building USF (all floors): 314,250 314,250 Delta: 39,693 29,469 SPACE PROGRAM
Dec 2, 2016 / PHASE 1 REPORT / 43 THE PORTLAND BUILDING: PROPOSED PROGRAM Program Scenario Comparison + Shelled Floor Opportunities
SCENARIO A SCENARIO B SCENARIO C SCENARIO D Full Growth Projection w/ Full Growth Projection w/ Existing Staff Count w/ Existing Staff Count w/ Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards w/o BES Pioneer Square w/ BES Pioneer Square w/o BES Pioneer Square w/ BES Pioneer Square SCENARIO B: Final TPB Program Dashboard - Existing PO | WS Standards (1,564 Staff) (1,651 Staff) (1,564 Staff) (1,651 Staff) (1,344 Staff) (1,344 Staff) Bureaus USF USF USF USF USF USF PLANNING METRICS Bureau of Environmental Services (BES) 26,373 26,373 37,253 37,253 22,904 31,384 Bureau of Environmental1,288 Services (BES) Pioneer1,332 Tower 0 1,552 10,224220 / 16% 0 1,639 13,344 307 / 23% 0 9% / 91% 0 Bureau of Internal Business2015 ServicesStaff (BIBS) - Admin2016 + Staff Facilities 5,105 TPB Staff 5,105Growth Current to TPB Staff 7,240TPB Staff (w BES PS) 7,240Growth Current to TPB Staff 3,815Private Office / Workstation Ratio 5,079 Program without BES Pioneer Square Staff Program with BES Pioneer Square Staff Bureau of Internal Business Services (BIBS) - Risk 3,680 3,680 4,672 4,672 3,332 4,063 Bureau of Human Resources (BHR) 8,455 8,455 10,990 10,990 7,263 9,310 BUREAU PROGRAM REQUIREMENTS (Floors 4 - 14) Bureau of Revenue + Finance (BRFS) 9,479 9,479 12,500 12,500 9,038 11,410 Building BES BIBS BIBS Bureau of Technology Svcs. (BTS) Stnd. Total Shared15,878 Spaces BES Pioneer15,878 Tower Admin | Faclt. 21,173Risk BHR 21,173BRFS BTS 12,833CAO CBO 16,098PARKS+REC PBOT PWB Office of theSPACE Chief Admin. Officer (CAO) Stnd. % ASF Qnty. Qnty.7,346 ASF Qnty. ASF Qnty.7,346 ASF Qnty. ASF Qnty.9,956 ASF Qnty. ASF Qnt9,956y. ASF Qnty. ASF Qnty.7,346 ASF Qnty. ASF Qnty.9,492 ASF Qnty. ASF Qnty. ASF People Spaces City Budget Office (CBO) 1,830 1,830 2,471 2,471 1,639 2,207 Private Office 1 PO-1 1% 240 19 - - 2 480 1 240 1 240 1 240 1 240 1 240 2 480 1 240 1 240 2 480 6 1,440 Parks + RecreationPrivate Office 2 PO-2 8% 120 136 -11,417 - 19 2,280 1111,417 1,320 1 120 515,408 600 13 1,56015,408 11 1,320 19 2,28010,312 8 960 2 24013,758 9 1,080 2 240 36 4,320 Workstation 1 (6x8) 140 - - 1 80 3 240 17 1,360 62 4,960 57 4,560 Portland Bureau of Transportation (PBOT) WS-1 10% 80 31,575 31,575 46,377 46,377 29,612 42,529 Workstation 2 (6x8) Growth 16 3 240 6 480 7 560 Portland Water Bureau (PWB) 33,059 33,059 43,806 43,806 32,058 40,926 Workstation 2 (6x6) 1,195 - - 254 16,256 69 4,416 40 2,560 23 1,472 59 3,776 66 4,224 104 6,656 53 3,392 16 1,024 69 4,416 267 17,088 175 11,200 WS-2 78% 64 Dedicated BureauWorkstation Shared Support 2 (6x6) GrowthSpaces 98 -14,512 - 14 896 514,512 320 10 640 14,512 2 12814,512 7 448 25 1,60014,512 5 320 14,5125 320 17 1,088 8 512 Workstation 3 - Hotel WS-3 2% 24 35 - - 3 72 2 48 9 216 7 168 10 240 4 96 TOTAL USF: 168,708 178,931 226,357 239,701 154,663 200,767 Subtotals: 1,639 - - 287 19,432 87 6,536 56 3,712 29 2,312 75 5,704 87 6,280 158 10,992 71 5,392 19 1,504 111 7,824 366 24,576 293 22,688
USF Available Floors 4 - 14: 208,400 208,400 208,400 208,400 208,400 208,400 Bureau Dedicated Support Spaces Focus Room - 1:30 USF Remaining:50 57 -39,693 - 10 500 329,469 150 2 100 1-17,957 50 3 150-31,301 3 150 6 30053,737 2 100 1 507,633 4 200 12 600 10 500 Huddle Room - 1:50 (4-seat) 100 33 - - 6 600 2 200 1 100 1 100 2 200 2 200 3 300 1 100 2 200 7 700 6 600 MeetingPotential Room - 1:40Floors (12-seat) Shelled (@19,000 USF / Floor):300 40 -2.09 - 7 2,100 21.55 600 1 300 1-0.95 300 2 600-1.65 2 600 4 1,2002.83 2 600 0.403 900 9 2,700 7 2,100 Meeting Room - 1:150 (20-seat) 500 11 - - 2 1,000 1 500 1 500 1 500 1 500 1 500 2 1,000 2 1,000 Layout Islands + Storage - 1:30 (4-3h Lats) 60 57 - - 10 600 3 180 2 120 1 60 3 180 3 180 6 360 2 120 1 60 4 240 12 720 10 600 Open Collaborative Space - 1:35 100 47 - - 8 800 2 200 2 200 1 100 2 200 2 200 5 500 2 200 1 54 3 300 11 1,100 8 800 Storage (combined need) varies - -- 1 420 1 425 1 300 1 200 1 300 1 210 1 315 1 710 Secure File Room (combined need) varies - -- 1 50 1 125 Occupational Health & Safety Room (Risk) 150 1 - - 1 150 Contractor Project Room 250 1 - - 1 250 Vault / Cash Room 80 2 - - 1 80 1 80 Library (WB) 300 1 - - 1 300 Flat Files 15 5 - - 5 75 Lateral Files (reduced by files in Layout Cntrs) 9 235 - - 10 90 93 837 4 36 12 150 5 45 1 9 6 54 4 36 20 180 12 108 68 612 Bookshelves 6 80 - - 25 150 12 72 12 72 15 90 16 96
- 6,260 - 2,667 - 1,281 - 910 - 1,875 - 2,341 - 3,610 - 1,474 - 200 - 2,802 - 7,408 - 7,523
Bureau Floor Shared Spaces Storage Room / Lateral File Notes: Shared Support Spaces (Bureau Floors) BES : field storage included in Basement; need potential LF reduction percentage for move back to TPB Copy / Plot / Supply Room (Mail in Core) 150 24 3,600 Assumes two each on floors 4 - 14, one each on floors 1, 2 BIBS : need potential reduction percentage for move back to TPB Print / Copy / Scan Stations 24 22 528 Assumes two each on floors 4 - 14 BHR : secure file room included on 3rd Floor; assumes 35% reduction in lats due to scanning program implementation long term (26 reduced to 17) Emergency Supply Storage 80 11 880 Assumes one each per floors 4 - 14 BRFS : 75% reduction to Procurement's secure file room (150 to 50 ASF); assumes 50% reduction per scanning program implementation (27 reduced to 13) Wellness Room 80 6 480 Assumes one each on floors 1, 5, 7, 9, 11, 13 BTS : no change; keep equipment within Bureau Mothers Room 80 7 560 Assumes one each on floors 4, 6, 8, 10, 12, 14,15 CAO + CBO : no change Break Room / Work Café 300 11 3,300 Assumes one each on floors 4 - 14 Parks + Rec : Bike Program storage in Bsmt; assumes 30% reduction to storage rooms (600 to 420 ASF) and lat files based on scanning program (52 to 36) Hotel Lockers (assumes 20 1x2 lockers/flr) 60 11 660 Assumes one each on floors 4 - 14 Also assume 50% of the reduced storage amount (210 ASF) is located on the 3rd Floor PBOT : assumes 30% reduction to storage rooms (900 to 630 ASF) and 50% reduction to lat files based on scanning program (120 to 60) - 10,008 Also assume 50% of the reduced storage amount (315 ASF) is located on the 3rd Floor PWB : 3rd Fl Storage Room reduced by 20%; assumes 30% reduction to storage rooms (2,030 to 1,420 ASF), lat files (97 to 68) and bookshelves (23 to 16) - 20% assumed for temp move. Also assumes 50% of the reduced storage amount (710 ASF) is located on the 3rd Floor
Total ASF: 10,008 25,692 9,203 4,993 3,222 7,579 8,621 14,602 6,866 1,704 10,626 31,984 30,211 Circulation Factor (45%): 4,504 11,561 4,141 2,247 1,450 3,411 3,879 6,571 3,090 767 4,782 14,393 13,595
Departmental USF: 14,512 37,253 13,344 7,240 4,672 10,990 12,500 21,173 9,956 2,471 15,408 46,377 43,806
w/o BES PS w/ BES PS Total Departmental USF: 226,357 239,701 Total Available USF Floors 4 - 14: 208,400 208,400
Delta: -17,957 -31,301 2 of 19 SPACE PROGRAM Legend: PO - Private Office | USF - Usable Square Feet | WS - Workstation
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 44 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT THE PORTLAND BUILDING: PROPOSED PROGRAM Program Scenario Comparison + Shelled Floor Opportunities
SCENARIO A SCENARIO B SCENARIO C SCENARIO D Full Growth Projection w/ Full Growth Projection w/ Existing Staff Count w/ Existing Staff Count w/ Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards w/o BES Pioneer Square w/ BES Pioneer Square w/o BES Pioneer Square w/ BES Pioneer Square (1,564 Staff) (1,651 Staff) (1,564 Staff) (1,651 Staff) (1,344 Staff) (1,344 Staff) Bureaus USF USF USF USF USF USF SCENARIO B: Final TPB Program Dashboard - Existing PO | WS Standards Bureau of Environmental Services (BES) 26,373 26,373 37,253 37,253 22,904 31,384 Bureau of Environmental Services (BES) Pioneer Tower 0 10,224 0 13,344 0 0 BUILDING AMENITY PROGRAM REQUIREMENTS (Floors B, 1, 2, 3 +15) Bureau of Internal Business Services (BIBS) - Admin + Facilities 5,105 5,105 7,240 7,240 3,815 5,079 Bureau of InternalBuilding Business Shared Services Amenity (BIBS) Spaces - Risk 3,680 3,680 4,672 4,672 3,332 4,063 Bureau of HumanBasement Resources Amenity (BHR) + Support Spaces ASF 8,455 Qnty. ASF 8,455 10,990 10,990 7,263 9,310 Fitness Center Bureau of Revenue + Finance (BRFS) 4,325 9,479 1 4,325 9,479 12,500 12,500 9,038 11,410 Locker Room / Shower Rooms 3,220 1 3,220 Bureau of Technology Svcs. (BTS) 15,878 15,878 21,173 21,173 12,833 16,098 Wet Lockers 1,700 1 1,700 Space to support secure storage of field gear for BES, PBOT, and Water Bureau Office of the Chief Admin. Officer (CAO) 7,346 7,346 9,956 9,956 7,346 9,492 Bike Parking, Storage + Repair 8,355 1 8,355 City Budget OfficeStorage (CBO) 730 1,830 1 730 1,830 2,471 2,471 1,639 2,207 Parks + RecreationMDF Room / MPOE 1,870 11,417 1 1,870 11,417 15,408 15,408 10,312 13,758 Portland Bureau Mainof Transportation Electrical Room (PBOT) 1,115 31,575 1 1,115 31,575 46,377 46,377 29,612 42,529 Portland Water BureauPGE Vault (PWB) 985 33,059 1 985 33,059 43,806 43,806 32,058 40,926 Dedicated BureauPump Shared Room Support Spaces 410 14,512 1 410 14,512 14,512 14,512 14,512 14,512 Bike Wash Station 160 1 160 Lighting Control Room TOTAL USF: 145 168,708 1 145 178,931 226,357 239,701 154,663 200,767
USF Available Floors 4 - 14: Total ASF:208,400 23,015 208,400 208,400 208,400 208,400 208,400 Resulting Circulation @ approx. 12%: 2,785 USF Remaining: 39,693 29,469 -17,957 -31,301 53,737 7,633 Total USF: 25,800 USF excludes fire room, generator, electrical, core and loading / receiving / trash. Potential Floors Shelled (@19,000 USF / Floor): 2.09 1.55 -0.95 -1.65 2.83 0.40 1st Floor Customer Service Center ASF Qnty. ASF CSC: Reception, Info Station 150 1 150 General building info / main point of reception, BRFS bid submittal receipt, CSC: Public Service Counters 36 10 360 Includes (5) for Parks + Rec, (3) for the Water Bureau, (2) shared stations to support on-demand access by all departments (FINAL UPDATE REQUIRED) CSC: Support Staff Workstations 36 23 828 Includes (13) stations for Parks and (10) stations for Water Bureau (confirm number of Parks staff that could be located in the tower) (FINAL UPDATE REQUIRED) CSC: Hotel Stations 24 5 120 CSC: Supervisor Office 100 1 100 Proposes a cross-trained Supervisor overseeing all activities at the Customer Service Center versus providing space for multiple Supervisors representing each Bureau CSC: Print / Copy / Supply Area 100 1 100 CSC: Storage Room (packages / submittals) 150 1 150 Support secure storage of delivered submittals awaiting pick-up from Procurement, packages and general support items for WB and Parks staff located on the first floor CSC: Photo Taking Area 50 1 50 For shared use by PBOT, BIBS Facilities, HR CSC: Customer Service Kiosks 25 3 75 1st Floor Amenity + Meeting Spaces ASF Qnty. ASF Daycare 5,375 1 5,375 Public Event Space 2,340 1 2,340 Public Event Space: Restrooms 50 3 150 Public Event Space: Catering 265 1 265 Public Event Space: Storage 485 1 485 Meeting Room A (15-seat) 350 1 350 Meeting Room B (12-seat) 275 5 1,375 Meeting Room C (8-seat) 200 4 800 Meeting Room D (6-seat) 150 4 600 Meeting Room E (3-seat) 90 1 90 Open Seating Areas / Third Place Groupings 100 13 1,300 Food Service Kiosk 210 1 210 Security Station 50 1 50 Fire Access Room 200 1 200
Total ASF: 15,523 Resulting Circulation @ approx. 45%: 6,977
Total USF: 22,500
2 of 19 Legend: PO - Private Office | USF - Usable Square Feet | WS - Workstation SPACE PROGRAM
Dec 2, 2016 / PHASE 1 REPORT / 45 SCENARIO B: Final TPB Program Dashboard - Existing PO | WS Standards
2nd Floor Amenity + Meeting Spaces ASF Qnty. ASF Prefunction Space 2,500 1 2,500 Multi-Purpose Room 2,300 2 4,600 Meeting Room A (40+ seat) 1,000 2 2,000 Meeting Room B (35-seat) 900 1 900 Meeting Room C (20-seat) 530 5 2,650 Open Seating Areas / Third Place Groupings 350 6 2,100 Additional Restrooms (Men + Women) 210 2 420 Furniture Storage 150 1 150 Furniture Storage 75 1 75 Gallery Area 1,000 2 2,000
Total ASF: 17,395 Resulting Circulation @ approx. 42%: 7,305
Total USF: 24,700
3rd Floor Amenity + Support Spaces ASF Qnty. ASF Prefunction Area 1,270 1 1,270 Meeting Room A (30+ seat) 850 1 850 Meeting Room B (20+ seat) 550 1 550 Meeting Room C (20-seat) 475 3 1,425 Data Processing / Billing Operations (WB) 2,360 1 2,360 Includes 1,700 ASF for the operations area and 660 ASF for the pallet storage area Parking Enforcement Squad Room (PBOT) 1,120 1 1,120 Includes 1,000 ASF Squad Room + 120 ASF Handset Charge / Repair Area Production Center (PBOT) 125 1 125 Parks + Rec Bike Program Storage (PBOT) 300 1 300 Currently located on the first floor of the TPB with access from the exterior of the building PBOT Traffic Operations Center 325 1 325 Furniture Showroom, Storage + Ergo Room 500 1 500 Storage Room (existing PWB space) 1,120 1 1,120 Currently occupy 1,400 ASF on the 3rd Floor; assumes 20% reduction Shared Storage Room (proposed) 1,650 1 1,650 ASF includes: BHR: 415 ASF (35% reduction from current 640 SF combined secure file room space with archiving), Parks + Rec: 210 ASF, PBOT: 315 ASF, PWB: 710 ASF (see notes above) Storage + Facilities 260 1 260 RACC Storage 500 1 500 Microfiche (PBOT + WB) 50 2 100 Remaining Storage / Open Area 5,250 1 5,250
Total ASF: 17,705 Resulting Circulation @ approx. 7%: 1,295
Total USF: 19,000
15th Floor Meeting + Amenity Spaces ASF Qnty. ASF Reception / Wellness Info Desk 650 1 650 Training Room 835 1 835 Meeting Room A (35-seat) 1,240 1 1,240 Meeting Room B (30-seat) 730 1 730 Catering Kitchen 385 1 385 Wellness Room 390 1 390 Private Room 120 2 240 Work Café / Multi-Purpose Lounge 6,520 1 6,520 Work Suite + Phone Rooms 2,190 1 2,190
Total ASF: 13,180 Resulting Circulation @ approx. 4%: 670
Total USF: 13,850
TOTAL SHARED AMENITY PROGRAM USF: 105,850
w/o BES PS w/ BES PS Total Bureau Program USF (Floors 4 - 14): 226,357 239,701 Total Shared Amenity Program USF (B, 1 - 3, 15): 105,850 105,850
Total Program USF: 332,207 345,551
Available Building USF (all floors): 314,250 314,250 Delta: -17,957 -31,301 SPACE PROGRAM
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 46 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT SCENARIO C: Final TPB Program Dashboard - Includes 2016 Staff Only (1,332) w/ Proposed PO | WS Standards
PLANNING METRICS 1,288 1,332 10% / 90% 2015 Staff 2016 Staff Private Office / Workstation Ratio
BUREAU PROGRAM REQUIREMENTS (Floors 4 - 14) Building BES BIBS BIBS Stnd. Total Shared Spaces BES Pioneer Tower Admin | Faclt. Risk BHR BRFS BTS CAO CBO PARKS+REC PBOT PWB SPACE Stnd. % ASF Qnty. Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF People Spaces Private Office 1 PO-1 1% 240 17 - - 1 240 1 240 1 240 1 240 1 240 2 480 1 240 1 240 2 480 6 1,440 Private Office 2 PO-2 9% 120 125 - - 19 2,280 1 120 5 600 13 1,560 11 1,320 19 2,280 8 960 2 240 9 1,080 2 240 36 4,320 Workstation 1 (6x8) WS-1 10% 48 140 - - 1 48 3 144 17 816 62 2,976 57 2,736 Workstation 2 (6x6) WS-2 78% 36 1,022 - - 216 7,776 30 1,080 18 648 54 1,944 62 2,232 84 3,024 53 1,908 14 504 69 2,484 258 9,288 164 5,904 Workstation 3 - Hotel WS-3 2% 24 28 - - 3 72 2 9 216 10 240 4 96
Subtotals: 1,332 - - 235 10,056 0 0 36 1,560 24 1,488 68 3,744 76 3,792 113 5,760 66 3,492 17 984 96 4,620 334 13,224 267 14,496
Bureau Dedicated Support Spaces Focus Room - 1:30 50 45 - - 8 400 1 50 1 50 2 100 3 150 4 200 2 100 1 50 3 150 11 550 9 450 Huddle Room - 1:50 (4-seat) 100 27 - - 5 500 1 100 1 100 2 200 3 300 1 100 2 200 7 700 5 500 Meeting Room - 1:40 (12-seat) 300 34 - - 6 1,800 1 300 1 300 2 600 2 600 3 900 2 600 2 600 8 2,400 7 2,100 Meeting Room - 1:150 (20-seat) 500 9 - - 2 1,000 1 500 1 500 1 500 2 1,000 2 1,000 Layout Islands + Storage - 1:30 (4-3h Lats) 60 45 - - 8 480 1 60 1 60 2 120 3 180 4 240 2 120 1 60 3 180 11 660 9 540 Open Collaborative Space - 1:35 100 53 - - 9 900 1 100 1 100 3 300 3 300 5 500 3 300 4 400 13 1,300 11 1,100 Storage (combined need) varies - -- 1 420 1 425 1 300 1 200 1 300 1 210 1 315 1 710 Secure File Room (combined need) varies - -- 1 50 1 125 Occupational Health & Safety Room (Risk) 150 1 - - 1 150 Contractor Project Room 250 1 - - 1 250 Vault / Cash Room 80 2 - - 1 80 1 80 Library (WB) 300 1 - - 1 300 Flat Files 15 5 - - 5 75 Lateral Files (reduced by files in Layout Cntrs) 9 142 - - 10 90 4 36 12 150 5 45 1 9 6 54 4 36 20 180 12 108 68 612 Bookshelves 6 80 - - 25 150 12 72 12 72 15 90 16 96
- 5,740 - 0 - 1,071 - 810 - 1,265 - 2,441 - 3,090 - 1,574 - 146 - 2,492 - 7,198 - 7,613
Bureau Floor Shared Spaces Storage Room / Lateral File Notes: Shared Support Spaces (Bureau Floors) BES : field storage included in Basement; need potential LF reduction percentage for move back to TPB Copy / Plot / Supply Room (Mail in Core) 150 24 3,600 Assumes two each on floors 4 - 14, one each on floors 1, 2 BIBS : need potential reduction percentage for move back to TPB Print / Copy / Scan Stations 24 22 528 Assumes two each on floors 4 - 14 BHR : secure file room included on 3rd Floor; assumes 35% reduction in lats due to scanning program implementation long term (26 reduced to 17) Emergency Supply Storage 80 11 880 Assumes one each per floors 4 - 14 BRFS : 75% reduction to Procurement's secure file room (150 to 50 ASF); assumes 50% reduction per scanning program implementation (27 reduced to 13) Wellness Room 80 6 480 Assumes one each on floors 1, 5, 7, 9, 11, 13 BTS : no change; keep equipment within Bureau Mothers Room 80 7 560 Assumes one each on floors 4, 6, 8, 10, 12, 14,15 CAO + CBO : no change Break Room / Work Café 300 11 3,300 Assumes one each on floors 4 - 14 Parks + Rec : Bike Program storage in Bsmt; assumes 30% reduction to storage rooms (600 to 420 ASF) and lat files based on scanning program (52 to 36) Hotel Lockers (assumes 20 1x2 lockers/flr) 60 11 660 Assumes one each on floors 4 - 14 Also assume 50% of the reduced storage amount (210 ASF) is located on the 3rd Floor PBOT : assumes 30% reduction to storage rooms (900 to 630 ASF) and 50% reduction to lat files based on scanning program (120 to 60) - 10,008 Also assume 50% of the reduced storage amount (315 ASF) is located on the 3rd Floor PWB : 3rd Fl Storage Room reduced by 20%; assumes 30% reduction to storage rooms (2,030 to 1,420 ASF), lat files (97 to 68) and bookshelves (23 to 16) - 20% assumed for temp move. Also assumes 50% of the reduced storage amount (710 ASF) is located on the 3rd Floor
Total ASF: 10,008 15,796 0 2,631 2,298 5,009 6,233 8,850 5,066 1,130 7,112 20,422 22,109 Circulation Factor (45%): 4,504 7,108 0 1,184 1,034 2,254 2,805 3,983 2,280 509 3,200 9,190 9,949
Departmental USF: 14,512 22,904 0 3,815 3,332 7,263 9,038 12,833 7,346 1,639 10,312 29,612 32,058
w/o BES PS Total Departmental USF: 154,663 Total Available USF Floors 4 - 14: 208,400
Delta: 53,737 SPACE PROGRAM
Dec 2, 2016 / PHASE 1 REPORT / 47 SCENARIO C: Final TPB Program Dashboard - Includes 2016 Staff Only (1,332) w/ Proposed PO | WS Standards
BUILDING AMENITY PROGRAM REQUIREMENTS (Floors B, 1, 2, 3 +15)
Building Shared Amenity Spaces Basement Amenity + Support Spaces ASF Qnty. ASF Fitness Center 4,325 1 4,325 Locker Room / Shower Rooms 3,220 1 3,220 Wet Lockers 1,700 1 1,700 Space to support secure storage of field gear for BES, PBOT, and Water Bureau Bike Parking, Storage + Repair 8,355 1 8,355 Storage 730 1 730 MDF Room / MPOE 1,870 1 1,870 Main Electrical Room 1,115 1 1,115 PGE Vault 985 1 985 Pump Room 410 1 410 Bike Wash Station 160 1 160 Lighting Control Room 145 1 145
Total ASF: 23,015 Resulting Circulation @ approx. 12%: 2,785
Total USF: 25,800 USF excludes fire room, generator, electrical, core and loading / receiving / trash.
1st Floor Customer Service Center ASF Qnty. ASF CSC: Reception, Info Station 150 1 150 General building info / main point of reception, BRFS bid submittal receipt, CSC: Public Service Counters 36 10 360 Includes (5) for Parks + Rec, (3) for the Water Bureau, (2) shared stations to support on-demand access by all departments (FINAL UPDATE REQUIRED) CSC: Support Staff Workstations 36 23 828 Includes (13) stations for Parks and (10) stations for Water Bureau (confirm number of Parks staff that could be located in the tower) (FINAL UPDATE REQUIRED) CSC: Hotel Stations 24 5 120 CSC: Supervisor Office 100 1 100 Proposes a cross-trained Supervisor overseeing all activities at the Customer Service Center versus providing space for multiple Supervisors representing each Bureau CSC: Print / Copy / Supply Area 100 1 100 CSC: Storage Room (packages / submittals) 150 1 150 Support secure storage of delivered submittals awaiting pick-up from Procurement, packages and general support items for WB and Parks staff located on the first floor CSC: Photo Taking Area 50 1 50 For shared use by PBOT, BIBS Facilities, HR CSC: Customer Service Kiosks 25 3 75 1st Floor Amenity + Meeting Spaces ASF Qnty. ASF Daycare 5,375 1 5,375 Public Event Space 2,340 1 2,340 Public Event Space: Restrooms 50 3 150 Public Event Space: Catering 265 1 265 Public Event Space: Storage 485 1 485 Meeting Room A (15-seat) 350 1 350 Meeting Room B (12-seat) 275 5 1,375 Meeting Room C (8-seat) 200 4 800 Meeting Room D (6-seat) 150 4 600 Meeting Room E (3-seat) 90 1 90 Open Seating Areas / Third Place Groupings 100 13 1,300 Food Service Kiosk 210 1 210 Security Station 50 1 50 Fire Access Room 200 1 200
Total ASF: 15,523 Resulting Circulation @ approx. 45%: 6,977
Total USF: 22,500 SPACE PROGRAM
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 48 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT THE PORTLAND BUILDING: PROPOSED PROGRAM Program Scenario Comparison + Shelled Floor Opportunities
SCENARIO A SCENARIO B SCENARIO C SCENARIO D Full Growth Projection w/ Full Growth Projection w/ Existing Staff Count w/ Existing Staff Count w/ Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards w/o BES Pioneer Square w/ BES Pioneer Square w/o BES Pioneer Square w/ BES Pioneer Square (1,564 Staff) (1,651 Staff) (1,564 Staff) (1,651 Staff) (1,344 Staff) (1,344 Staff) Bureaus USF USF USF USF USF USF SCENARIO C: Final TPB Program Dashboard - Includes 2016 Staff Only (1,332) w/ Proposed PO | WS Standards Bureau of Environmental Services (BES) 26,373 26,373 37,253 37,253 22,904 31,384 Bureau of Environmental Services (BES) Pioneer Tower 0 10,224 0 13,344 0 0 2nd Floor Amenity + Meeting Spaces ASF Qnty. ASF Bureau of InternalPrefunction Business SpaceServices (BIBS) - Admin + Facilities 2,500 5,1051 2,500 5,105 7,240 7,240 3,815 5,079 Bureau of InternalMulti-Purpose Business Services Room (BIBS) - Risk 2,300 3,6802 4,600 3,680 4,672 4,672 3,332 4,063 Meeting Room A (40+ seat) Bureau of Human Resources (BHR) 1,000 8,4552 2,000 8,455 10,990 10,990 7,263 9,310 Meeting Room B (35-seat) 900 1 900 Bureau of Revenue + Finance (BRFS) 9,479 9,479 12,500 12,500 9,038 11,410 Meeting Room C (20-seat) 530 5 2,650 Bureau of TechnologyOpen SeatingSvcs. (BTS) Areas / Third Place Groupings 350 15,8786 2,100 15,878 21,173 21,173 12,833 16,098 Office of the ChiefAdditional Admin. OfficerRestrooms (CAO) (Men + Women) 210 7,3462 420 7,346 9,956 9,956 7,346 9,492 City Budget OfficeFurniture (CBO) Storage 150 1,8301 150 1,830 2,471 2,471 1,639 2,207 Furniture Storage 75 1 75 Parks + Recreation 11,417 11,417 15,408 15,408 10,312 13,758 Gallery Area 1,000 2 2,000 Portland Bureau of Transportation (PBOT) 31,575 31,575 46,377 46,377 29,612 42,529 Total ASF: 17,395 Portland Water Bureau (PWB) 33,059 33,059 43,806 43,806 32,058 40,926 Resulting Circulation @ approx. 42%: 7,305 Dedicated Bureau Shared Support Spaces 14,512 14,512 14,512 14,512 14,512 14,512 Total USF: 24,700 TOTAL USF: 168,708 178,931 226,357 239,701 154,663 200,767 3rd Floor Amenity + Support Spaces ASF Qnty. ASF Prefunction Area USF Available Floors 4 - 14:1,270 208,4001 1,270 208,400 208,400 208,400 208,400 208,400 Meeting Room A (30+ seat) 850 1 850 Meeting Room B (20+ seat) USF Remaining:550 39,6931 550 29,469 -17,957 -31,301 53,737 7,633 Meeting Room C (20-seat) 475 3 1,425 Potential Floors Shelled (@19,000 USF / Floor): 2.09 1.55 -0.95 -1.65 2.83 0.40 Data Processing / Billing Operations (WB) 2,360 1 2,360 Includes 1,700 ASF for the operations area and 660 ASF for the pallet storage area Parking Enforcement Squad Room (PBOT) 1,120 1 1,120 Includes 1,000 ASF Squad Room + 120 ASF Handset Charge / Repair Area Production Center (PBOT) 125 1 125 Parks + Rec Bike Program Storage (PBOT) 300 1 300 Currently located on the first floor of the TPB with access from the exterior of the building PBOT Traffic Operations Center 325 1 325 Furniture Showroom, Storage + Ergo Room 500 1 500 Storage Room (existing PWB space) 1,120 1 1,120 Currently occupy 1,400 ASF on the 3rd Floor; assumes 20% reduction Shared Storage Room (proposed) 1,650 1 1,650 ASF includes: BHR: 415 ASF (35% reduction from current 640 SF combined secure file room space with archiving), Parks + Rec: 210 ASF, PBOT: 315 ASF, PWB: 710 ASF (see notes above) Storage + Facilities 260 1 260 RACC Storage 500 1 500 Microfiche (PBOT + WB) 50 2 100 Remaining Storage / Open Area 5,250 1 5,250
Total ASF: 17,705 Resulting Circulation @ approx. 7%: 1,295
Total USF: 19,000
15th Floor Meeting + Amenity Spaces ASF Qnty. ASF Reception / Wellness Info Desk 650 1 650 Training Room 835 1 835 Meeting Room A (35-seat) 1,240 1 1,240 Meeting Room B (30-seat) 730 1 730 Catering Kitchen 385 1 385 Wellness Room 390 1 390 Private Room 120 2 240 Work Café / Multi-Purpose Lounge 6,520 1 6,520 Work Suite + Phone Rooms 2,190 1 2,190
Total ASF: 13,180 Resulting Circulation @ approx. 4%: 670
Total USF: 13,850
TOTAL SHARED AMENITY PROGRAM USF: 105,850
w/o BES PS 2 of 19 Total Bureau Program USF (Floors 4 - 14): 154,663 Legend: PO - Private Office | USF - Usable Square Feet | WS - Workstation Total Shared Amenity Program USF (B, 1 - 3, 15): 105,850 Total Program USF: 260,513 SPACE PROGRAM Available Building USF (all floors): 314,250 Delta: 53,737 Dec 2, 2016 / PHASE 1 REPORT / 49 SCENARIO D: Final TPB Program Dashboard - Includes 2016 Staff Only (1,332) w/ Existing PO | WS Standards
PLANNING METRICS 1,288 1,332 10% / 90% 2015 Staff 2016 Staff Private Office / Workstation Ratio
BUREAU PROGRAM REQUIREMENTS (Floors 4 - 14) Building BES BIBS BIBS Stnd. Total Shared Spaces BES Pioneer Tower Admin | Faclt. Risk BHR BRFS BTS CAO CBO PARKS+REC PBOT PWB SPACE Stnd. % ASF Qnty. Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF Qnty. ASF People Spaces Private Office 1 PO-1 1% 240 17 - - 1 240 1 240 1 240 1 240 1 240 2 480 1 240 1 240 2 480 6 1,440 Private Office 2 PO-2 9% 120 125 - - 19 2,280 1 120 5 600 13 1,560 11 1,320 19 2,280 8 960 2 240 9 1,080 2 240 36 4,320 Workstation 1 (6x8) WS-1 10% 80 140 - - 1 80 3 240 17 1,360 62 4,960 57 4,560 Workstation 2 (6x6) WS-2 78% 64 1,022 - - 216 13,824 30 1,920 18 1,152 54 3,456 62 3,968 84 5,376 53 3,392 14 896 69 4,416 258 16,512 164 10,496 Workstation 3 - Hotel WS-3 2% 24 28 - - 3 72 2 9 216 10 240 4 96
Subtotals: 1,332 - - 235 16,104 0 0 36 2,432 24 1,992 68 5,256 76 5,528 113 8,112 66 5,072 17 1,376 96 7,096 334 22,432 267 20,912
Bureau Dedicated Support Spaces Focus Room - 1:30 50 45 - - 8 400 1 50 1 50 2 100 3 150 4 200 2 100 1 50 3 150 11 550 9 450 Huddle Room - 1:50 (4-seat) 100 27 - - 5 500 1 100 1 100 2 200 3 300 1 100 2 200 7 700 5 500 Meeting Room - 1:40 (12-seat) 300 34 - - 6 1,800 1 300 1 300 2 600 2 600 3 900 2 600 2 600 8 2,400 7 2,100 Meeting Room - 1:150 (20-seat) 500 9 - - 2 1,000 0 1 500 1 500 1 500 2 1,000 2 1,000 Layout Islands + Storage - 1:30 (4-3h Lats) 60 45 - - 8 480 1 60 1 60 2 120 3 180 4 240 2 120 1 60 3 180 11 660 9 540 Open Collaborative Space - 1:35 100 40 - - 7 700 1 100 1 100 2 200 2 200 4 400 2 200 3 300 10 1,000 8 800 Storage (combined need) varies - -- 1 420 1 425 1 300 1 200 1 300 1 210 1 315 1 710 Secure File Room (combined need) varies - -- 1 50 1 125 Occupational Health & Safety Room (Risk) 150 1 - - 1 150 Contractor Project Room 250 1 - - 1 250 Vault / Cash Room 80 2 - - 1 80 1 80 Library (WB) 300 1 - - 1 300 Flat Files 15 5 - - 5 75 Lateral Files (reduced by files in Layout Cntrs) 9 142 - - 10 90 4 36 12 150 5 45 1 9 6 54 4 36 20 180 12 108 68 612 Bookshelves 6 80 - - 25 150 12 72 12 72 15 90 16 96
- 5,540 - 0 - 1,071 - 810 - 1,165 - 2,341 - 2,990 - 1,474 - 146 - 2,392 - 6,898 - 7,313
Bureau Floor Shared Spaces Storage Room / Lateral File Notes: Shared Support Spaces (Bureau Floors) BES : field storage included in Basement; need potential LF reduction percentage for move back to TPB Copy / Plot / Supply Room (Mail in Core) 150 24 3,600 Assumes two each on floors 4 - 14, one each on floors 1, 2 BIBS : need potential reduction percentage for move back to TPB Print / Copy / Scan Stations 24 22 528 Assumes two each on floors 4 - 14 BHR : secure file room included on 3rd Floor; assumes 35% reduction in lats due to scanning program implementation long term (26 reduced to 17) Emergency Supply Storage 80 11 880 Assumes one each per floors 4 - 14 BRFS : 75% reduction to Procurement's secure file room (150 to 50 ASF); assumes 50% reduction per scanning program implementation (27 reduced to 13) Wellness Room 80 6 480 Assumes one each on floors 1, 5, 7, 9, 11, 13 BTS : no change; keep equipment within Bureau Mothers Room 80 7 560 Assumes one each on floors 4, 6, 8, 10, 12, 14,15 CAO + CBO : no change Break Room / Work Café 300 11 3,300 Assumes one each on floors 4 - 14 Parks + Rec : Bike Program storage in Bsmt; assumes 30% reduction to storage rooms (600 to 420 ASF) and lat files based on scanning program (52 to 36) Hotel Lockers (assumes 20 1x2 lockers/flr) 60 11 660 Assumes one each on floors 4 - 14 Also assume 50% of the reduced storage amount (210 ASF) is located on the 3rd Floor PBOT : assumes 30% reduction to storage rooms (900 to 630 ASF) and 50% reduction to lat files based on scanning program (120 to 60) - 10,008 Also assume 50% of the reduced storage amount (315 ASF) is located on the 3rd Floor PWB : 3rd Fl Storage Room reduced by 20%; assumes 30% reduction to storage rooms (2,030 to 1,420 ASF), lat files (97 to 68) and bookshelves (23 to 16) - 20% assumed for temp move. Also assumes 50% of the reduced storage amount (710 ASF) is located on the 3rd Floor
Total ASF: 10,008 21,644 0 3,503 2,802 6,421 7,869 11,102 6,546 1,522 9,488 29,330 28,225 Circulation Factor (45%): 4,504 9,740 0 1,576 1,261 2,889 3,541 4,996 2,946 685 4,270 13,199 12,701
Departmental USF: 14,512 31,384 0 5,079 4,063 9,310 11,410 16,098 9,492 2,207 13,758 42,529 40,926
w/o BES PS Total Departmental USF: 200,767 Total Available USF Floors 4 - 14: 208,400
Delta: 7,633 SPACE PROGRAM
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 50 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT THE PORTLAND BUILDING: PROPOSED PROGRAM Program Scenario Comparison + Shelled Floor Opportunities
SCENARIO A SCENARIO B SCENARIO C SCENARIO D Full Growth Projection w/ Full Growth Projection w/ Existing Staff Count w/ Existing Staff Count w/ Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards w/o BES Pioneer Square w/ BES Pioneer Square w/o BES Pioneer Square w/ BES Pioneer Square (1,564 Staff) (1,651 Staff) (1,564 Staff) (1,651 Staff) (1,344 Staff) (1,344 Staff) Bureaus USF USF USF USF USF USF SCENARIO D: Final TPB Program Dashboard - Includes 2016 Staff Only (1,332) w/ Existing PO | WS Standards Bureau of Environmental Services (BES) 26,373 26,373 37,253 37,253 22,904 31,384 Bureau of Environmental Services (BES) Pioneer Tower 0 10,224 0 13,344 0 0 Bureau of InternalBUILDING Business AMENITY Services (BIBS) PROGRAM - Admin + REQUIREMENTS Facilities (Floors B, 1,5,105 2, 3 +15) 5,105 7,240 7,240 3,815 5,079 Bureau of Internal Business Services (BIBS) - Risk 3,680 3,680 4,672 4,672 3,332 4,063 Building Shared Amenity Spaces Bureau of Human Resources (BHR) 8,455 8,455 10,990 10,990 7,263 9,310 Basement Amenity + Support Spaces ASF Qnty. ASF Bureau of RevenueFitness + Finance Center (BRFS) 4,325 9,479 1 4,325 9,479 12,500 12,500 9,038 11,410 Bureau of TechnologyLocker Svcs. Room (BTS) / Shower Rooms 3,220 15,878 1 3,220 15,878 21,173 21,173 12,833 16,098 Office of the ChiefWet Admin. Lockers Officer (CAO) 1,700 7,346 1 1,700 7,346Space to support secure storage of9,956 field gear for BES, PBOT, and Water9,956 Bureau 7,346 9,492 City Budget OfficeBike (CBO) Parking, Storage + Repair 8,355 1,830 1 8,355 1,830 2,471 2,471 1,639 2,207 Parks + RecreationStorage 730 11,417 1 730 11,417 15,408 15,408 10,312 13,758 Portland Bureau ofMDF Transportation Room / MPOE (PBOT) 1,870 31,575 1 1,870 31,575 46,377 46,377 29,612 42,529 Portland Water BureauMain (PWB)Electrical Room 1,115 33,059 1 1,115 33,059 43,806 43,806 32,058 40,926 Dedicated BureauPGE Shared Vault Support Spaces 985 14,512 1 985 14,512 14,512 14,512 14,512 14,512
Pump Room TOTAL USF: 410 168,708 1 410 178,931 226,357 239,701 154,663 200,767 Bike Wash Station 160 1 160 Lighting Control RoomUSF Available Floors 4 - 14: 145 208,400 1 145 208,400 208,400 208,400 208,400 208,400
USF Remaining: Total39,693 ASF: 23,015 29,469 -17,957 -31,301 53,737 7,633 Resulting Circulation @ approx. 12%: 2,785 Potential Floors Shelled (@19,000 USF / Floor): 2.09 1.55 -0.95 -1.65 2.83 0.40 Total USF: 25,800 USF excludes fire room, generator, electrical, core and loading / receiving / trash.
1st Floor Customer Service Center ASF Qnty. ASF CSC: Reception, Info Station 150 1 150 General building info / main point of reception, BRFS bid submittal receipt, CSC: Public Service Counters 36 10 360 Includes (5) for Parks + Rec, (3) for the Water Bureau, (2) shared stations to support on-demand access by all departments (FINAL UPDATE REQUIRED) CSC: Support Staff Workstations 36 23 828 Includes (13) stations for Parks and (10) stations for Water Bureau (confirm number of Parks staff that could be located in the tower) (FINAL UPDATE REQUIRED) CSC: Hotel Stations 24 5 120 CSC: Supervisor Office 100 1 100 Proposes a cross-trained Supervisor overseeing all activities at the Customer Service Center versus providing space for multiple Supervisors representing each Bureau CSC: Print / Copy / Supply Area 100 1 100 CSC: Storage Room (packages / submittals) 150 1 150 Support secure storage of delivered submittals awaiting pick-up from Procurement, packages and general support items for WB and Parks staff located on the first floor CSC: Photo Taking Area 50 1 50 For shared use by PBOT, BIBS Facilities, HR CSC: Customer Service Kiosks 25 3 75 1st Floor Amenity + Meeting Spaces ASF Qnty. ASF Daycare 5,375 1 5,375 Public Event Space 2,340 1 2,340 Public Event Space: Restrooms 50 3 150 Public Event Space: Catering 265 1 265 Public Event Space: Storage 485 1 485 Meeting Room A (15-seat) 350 1 350 Meeting Room B (12-seat) 275 5 1,375 Meeting Room C (8-seat) 200 4 800 Meeting Room D (6-seat) 150 4 600 Meeting Room E (3-seat) 90 1 90 Open Seating Areas / Third Place Groupings 100 13 1,300 Food Service Kiosk 210 1 210 Security Station 50 1 50 Fire Access Room 200 1 200
Total ASF: 15,523 2 of 19 Legend: PO - Private Office | USF - Usable Square Feet | WS - Workstation Resulting Circulation @ approx. 45%: 6,977 Total USF: 22,500 SPACE PROGRAM
Dec 2, 2016 / PHASE 1 REPORT / 51 SCENARIO D: Final TPB Program Dashboard - Includes 2016 Staff Only (1,332) w/ Existing PO | WS Standards
2nd Floor Amenity + Meeting Spaces ASF Qnty. ASF Prefunction Space 2,500 1 2,500 Multi-Purpose Room 2,300 2 4,600 Meeting Room A (40+ seat) 1,000 2 2,000 Meeting Room B (35-seat) 900 1 900 Meeting Room C (20-seat) 530 5 2,650 Open Seating Areas / Third Place Groupings 350 6 2,100 Additional Restrooms (Men + Women) 210 2 420 Furniture Storage 150 1 150 Furniture Storage 75 1 75 Gallery Area 1,000 2 2,000
Total ASF: 17,395 Resulting Circulation @ approx. 42%: 7,305
Total USF: 24,700
3rd Floor Amenity + Support Spaces ASF Qnty. ASF Prefunction Area 1,270 1 1,270 Meeting Room A (30+ seat) 850 1 850 Meeting Room B (20+ seat) 550 1 550 Meeting Room C (20-seat) 475 3 1,425 Data Processing / Billing Operations (WB) 2,360 1 2,360 Includes 1,700 ASF for the operations area and 660 ASF for the pallet storage area Parking Enforcement Squad Room (PBOT) 1,120 1 1,120 Includes 1,000 ASF Squad Room + 120 ASF Handset Charge / Repair Area Production Center (PBOT) 125 1 125 Parks + Rec Bike Program Storage (PBOT) 300 1 300 Currently located on the first floor of the TPB with access from the exterior of the building PBOT Traffic Operations Center 325 1 325 Furniture Showroom, Storage + Ergo Room 500 1 500 Storage Room (existing PWB space) 1,120 1 1,120 Currently occupy 1,400 ASF on the 3rd Floor; assumes 20% reduction Shared Storage Room (proposed) 1,650 1 1,650 ASF includes: BHR: 415 ASF (35% reduction from current 640 SF combined secure file room space with archiving), Parks + Rec: 210 ASF, PBOT: 315 ASF, PWB: 710 ASF (see notes above) Storage + Facilities 260 1 260 RACC Storage 500 1 500 Microfiche (PBOT + WB) 50 2 100 Remaining Storage / Open Area 5,250 1 5,250
Total ASF: 17,705 Resulting Circulation @ approx. 7.5%: 1,295
Total USF: 19,000
15th Floor Meeting + Amenity Spaces ASF Qnty. ASF Reception / Wellness Info Desk 650 1 650 Training Room 835 1 835 Meeting Room A (35-seat) 1,240 1 1,240 Meeting Room B (30-seat) 730 1 730 Catering Kitchen 385 1 385 Wellness Room 390 1 390 Private Room 120 2 240 Work Café / Multi-Purpose Lounge 6,520 1 6,520 Work Suite + Phone Rooms 2,190 1 2,190
Total ASF: 13,180 Resulting Circulation @ approx. 4%: 670
Total USF: 13,850
TOTAL SHARED AMENITY PROGRAM USF: 105,850
w/o BES PS Total Bureau Program USF (Floors 4 - 14): 200,767 Total Shared Amenity Program USF (B, 1 - 3, 15): 105,850
Total Program USF: 306,617
Available Building USF (all floors): 314,250 7,633 SPACE PROGRAM Delta:
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 52 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT THE PORTLAND BUILDING: PROPOSED PROGRAM Program Scenario Comparison + Shelled Floor Opportunities
SCENARIO A SCENARIO B SCENARIO C SCENARIO D Full Growth Projection w/ Full Growth Projection w/ Existing Staff Count w/ Existing Staff Count w/ Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards w/o BES Pioneer Square w/ BES Pioneer Square w/o BES Pioneer Square w/ BES Pioneer Square (1,564 Staff) (1,651 Staff) (1,564 Staff) (1,651 Staff) (1,344 Staff) (1,344 Staff) Bureaus USF USF USF USF USF USF Bureau of Environmental Services (BES) 26,373 26,373 37,253 37,253 22,904 31,384 Bureau of Environmental Services (BES) Pioneer Tower 0 10,224 0 13,344 0 0 Bureau of InternalFinal HeadcountsBusiness Services (BIBS) - Admin + Facilities 5,105 5,105 7,240 7,240 3,815 5,079 Bureau of Internal Business Services (BIBS) - Risk 3,680 3,680 4,672 4,672 3,332 4,063 Bureau of HumanCURRENT Resources STAFF (BHR) TYPE ALLOCATION + HEADCOUNT 8,455 8,455 10,990 10,990 7,263 9,310 With Pioneer Tower Staff Bureau of Revenue + Finance (BRFS) BES 9,479BIBS: A+Fac BIBS: Risk 9,479 BHR BRFS 12,500 BTS CAO 12,500 CBO PARKS 9,038 PBOT WB 11,410TOTALS BES | Pioneer TOTALS Bureau of TechnologyStaff Type Svcs.Allocations (BTS) PO|WS STND. Qnty. %age15,878 Qnty. %age Qnty. %age15,878 Qnty. %age Qnty. %age21,173 Qnty. %age Qnty. %age21,173 Qnty. %age Qnty. %age12,833 Qnty. %age Qnty. %age16,098 Qnty. %age Qnty. %age Qnty. %age Office of the ChiefDirector Admin. / Assistant Officer (CAO)Director PO 200 7,3461 3% 1 4%7,346 1 1% 1 1%9,956 1 1% 2 3%9,956 1 6% 1 1%7,346 2 1% 6 2%9,492 17 1% 4 5% 21 1% City Budget OfficeManagers (CBO) / Supervisors PO 120 19 8%1,830 1 3% 5 21%1,830 13 19% 11 14%2,471 19 17% 8 12%2,471 2 12% 9 9%1,639 2 1% 36 13%2,207 125 9% 9 11% 134 9% Parks + RecreationEngineer/Technical Staff WS 80 11,4171 3% 11,417 15,408 3 5% 15,408 17 18%10,312 62 19% 57 21%13,758 140 11% 140 10% Portland BureauProfessional of Transportation Staff (PBOT) WS 64 216 92%31,575 30 83% 18 75%31,575 54 79% 62 82%46,377 84 74% 53 80%46,377 14 82% 69 72%29,612 258 77% 164 61%42,529 1,022 77% 67 84% 1,089 77% Portland WaterInspectors Bureau (PWB) / Intern / Hotel WS 25 33,0593 8% 33,059 2 3%43,806 9 8% 43,806 32,05810 3% 4 1%40,926 28 2% 28 2% Dedicated Bureau Shared Support Spaces 14,512 14,512 14,512 14,512 14,512 14,512 235 100% 36 100% 24 100% 68 100% 76 100% 113 100% 66 100% 17 100% 96 100% 334 100% 267 100% 1,332 100% 80 100% 1,412 100%
TOTAL USF: 168,708 178,931 226,357 239,701 154,663 200,767
USF Available Floors 4 - 14: 208,400 208,400 208,400 208,400 208,400 208,400 CURRENT TPB HEADCOUNT + GROWTH RELOCATION USF Remaining: CURRENT39,693 HEADCOUNT 29,469 (thru 2020) -17,957 TPB MOVE-31,301 BACK (2020+) 53,737 7,633 Bureaus PO WS TOTAL GROWTH GROWTH TOTAL Potential Floors Shelled (@19,000 USF / Floor): 2.09 1.55 -0.95 -1.65 2.83 0.40 BES | Bureau of Environmental Services 19 216 235 38 14 287 BIBS | Admin + Facilities 2 34 36 10 10 56 BIBS | Risk 6 18 24 5 0 29 BHR | Bureau of Human Resources 14 54 68 5 2 75 BRFS | Bureau of Revenue + Financial Services 12 64 76 4 7 87 BTS | Bureau of Technology Services 20 93 113 20 25 158 CAO | City Administrator's Office 10 56 66 + 0 + 5 71 CBO | City Budget Office 3 14 17 2 0 19 Parks + Recreation 10 86 96 10 5 111 PBOT | Portland Bureau of Transportation 4 330 334 15 17 366 WB | Water Bureau 42 225 267 18 8 293
142 1,190 1,332 127 93 1,552
BES | Pioneer Square Staff 13 67 80 2 5 87
155 1,257 1,412 129 98 1,639
2 of 19 Legend: PO - Private Office | USF - Usable Square Feet | WS - Workstation
SPACE PROGRAM
Dec 2, 2016 / PHASE 1 REPORT / 53 Typical Floor Program Scenarios (Floors 4 - 14 @ 19,000 USF / Floor)
SCENARIO 1: LIGHT STORAGE REQUIREMENTS SCENARIO 2: AVERAGE STORAGE REQUIREMENTS SCENARIO 3: HEAVY STORAGE REQUIREMENTS Typical Floor Program (Floors 4 - 14) Typical Floor Program (Floors 4 - 14) Typical Floor Program (Floors 4 - 14)
Proposed Headcount: 180 Proposed Headcount: 166 Proposed Headcount: 148 Proposed USF / Person: 106 Proposed USF / Person: 114 Proposed USF / Person: 128
People Spaces + Standards % ASF Qnty. Total ASF People Spaces + Standards % ASF Qnty. Total ASF People Spaces + Standards % ASF Qnty. Total ASF Private Office 1 PO-1 1% 200 2 2 400 Private Office 1 PO-1 1% 200 2 2 400 Private Office 1 PO-1 1% 200 2 2 400 Private Office 2 PO-2 9% 120 16 # 1,680 Private Office 2 PO-2 9% 120 15 # 1,800 Private Office 2 PO-2 9% 120 13 # 1,560 Workstation 1 (6x8) WS-1 11% 48 20 # 960 Workstation 1 (6x8) WS-1 11% 48 18 # 864 Workstation 1 (6x8) WS-1 11% 48 16 # 768 Workstation 2 (6x6) WS-2 77% 36 139 # 5,040 Workstation 2 (6x6) WS-2 77% 36 128 # 4,608 Workstation 2 (6x6) WS-2 77% 36 114 # 4,104 Workstation 3 - Hotel WS-3 2% 24 4 4 96 Workstation 3 - Hotel WS-3 2% 24 3 3 72 Workstation 3 - Hotel WS-3 2% 24 3 3 72
Totals: 180 # 8,176 Totals: 166 # 7,744 Totals: 148 # 6,904
Support Spaces ASF Qnty. Total ASF Support Spaces ASF Qnty. Total ASF Support Spaces ASF Qnty. Total ASF Focus Room - 1:30 50 6 6 300 Focus Room - 1:30 50 6 6 300 Focus Room - 1:30 50 5 5 250 Huddle Room - 1:50 (4-seat) 100 4 4 400 Huddle Room - 1:50 (4-seat) 100 3 3 300 Huddle Room - 1:50 (4-seat) 100 3 3 300 Meeting Room - 1:40 (12-seat) 300 5 5 1,500 Meeting Room - 1:40 (12-seat) 300 4 4 1,200 Meeting Room - 1:40 (12-seat) 300 4 4 1,200 Meeting Room - 1:150 (20-seat) 500 1 1 500 Meeting Room - 1:150 (20-seat) 500 1 1 500 Meeting Room - 1:150 (20-seat) 500 1 1 500 Layout Islands + Storage - 1:30 36 6 6 216 Layout Islands + Storage - 1:30 36 6 6 216 Layout Islands + Storage - 1:30 36 5 5 180 Open Collaboration Area - 1:35 100 5 5 500 Open Collaboration Area - 1:35 100 5 5 500 Open Collaboration Area - 1:35 100 4 4 400 Lateral Files / Bookshelves (1% avg. of ASF) 9 14 126 Lateral Files / Bookshelves (4% avg. of ASF) 9 55 495 Lateral Files / Bookshelves (8% avg. of ASF) 9 110 990 Combined Storage Rooms / Areas (2% avg. of ASF) - varies 250 Combined Storage Rooms / Areas (6% avg. of ASF) - varies 775 Combined Storage Rooms / Areas (10% avg. of ASF) - varies 1,300 Unique Component 200 1 200 Unique Component 200 1 200 Unique Component 200 1 200 Mothers Room / Wellness Room 80 1 80 Mothers Room / Wellness Room 80 1 80 Mothers Room / Wellness Room 80 1 80 Copy / Plot / Supply Room (Mail in Core) 150 2 300 Copy / Plot / Supply Room (Mail in Core) 150 2 300 Copy / Plot / Supply Room (Mail in Core) 150 2 300 Print / Copy / Scan Stations 24 2 48 Print / Copy / Scan Stations 24 2 48 Print / Copy / Scan Stations 24 2 48 Emergency Supply Storage 80 1 80 Emergency Supply Storage 80 1 80 Emergency Supply Storage 80 1 80 Wellness Room / Mothers Room 80 1 80 Wellness Room / Mothers Room 80 1 80 Wellness Room / Mothers Room 80 1 80 Break Room / Work Café 300 1 300 Break Room / Work Café 300 1 300 Break Room / Work Café 300 1 300 Hotel Lockers (assumes 20 1x2 lockers/floor) 60 1 60 Hotel Lockers (assumes 20 1x2 lockers/floor) 60 1 60 Hotel Lockers (assumes 20 1x2 lockers/floor) 60 1 60
Totals: 4,940 Totals: 5,434 Totals: 6,268
Total ASF: 13,116 Total ASF: 13,178 Total ASF: 13,172 Circulation @ 45%: 5,902 Circulation @ 45%: 5,930 Circulation @ 45%: 5,927
Total USF: 19,018 Total USF: 19,108 Total USF: 19,099
SPACE PROGRAM
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 54 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT THE PORTLAND BUILDING: PROPOSED PROGRAM Program Scenario Comparison + Shelled Floor Opportunities
SCENARIO A SCENARIO B SCENARIO C SCENARIO D Full Growth Projection w/ Full Growth Projection w/ Existing Staff Count w/ Existing Staff Count w/ Proposed PO | WS Standards Existing PO | WS Standards Proposed PO | WS Standards Existing PO | WS Standards w/o BES Pioneer Square w/ BES Pioneer Square w/o BES Pioneer Square w/ BES Pioneer Square (1,564 Staff) (1,651 Staff) (1,564 Staff) (1,651 Staff) (1,344 Staff) (1,344 Staff) Bureaus USF USF USF USF USF USF Bureau of EnvironmentalConference Services Room (BES) Summary 26,373 26,373 37,253 37,253 22,904 31,384 Bureau of Environmental Services (BES) Pioneer Tower 0 10,224 0 13,344 0 0 Bureau of Internal Business Services (BIBS) - Admin + Facilities 5,105 5,105 7,240 7,240 3,815 5,079 Bureau of InternalProposed Business Conference Services (BIBS) Room- Risk Analysis 3,680 ASF 3,6801 2 4,672 3 4 to 144,672 15 3,332Total Seats 4,063 Bureau of HumanFocus Resources Room (BHR) / Phone Booth (2 seat) 8,455 50 8,455 10,990 5710,990 7,26357 114 9,310 Bureau of RevenueOpen + Finance Collaboration (BRFS) / Seating Area (4 seat) 9,479 100 9,479 12,500 4612,500 9,03846 184 11,410 Bureau of Technology Svcs. (BTS) 15,878 15,878 21,173 21,173 12,833 16,098 Open Collaboration / Lounge Areas (6 seat) 350 33 33 198 Office of the Chief Admin. Officer (CAO) 7,346 7,346 9,956 9,956 7,346 9,492 City Budget OfficeHuddle (CBO) Room (4 seat) 1,830 100 1,8301 2,471 2,471 1,639142,207 Parks + RecreationMeeting Room (6 seat) 11,417 150 11,4174 15,408 15,408 10,3124 24 13,758 Portland Bureau of Transportation (PBOT) 31,575 31,575 46,377 46,377 29,612 42,529 Meeting Room (8 seat) 200 4 4 32 Portland Water Bureau (PWB) 33,059 33,059 43,806 43,806 32,058 40,926 Dedicated BureauMeeting Shared Support Room Spaces (10+ seat) 14,512 275 14,5125 14,512 14,512 14,5125 50 14,512
Meeting Room (12 seat) TOTAL USF: 168,708 300 178,931 226,357 40239,701 154,66340 480 200,767 Meeting Room (14 seat) 350 1 6 7 98 USF Available Floors 4 - 14: 208,400 208,400 208,400 208,400 208,400 208,400 Meeting Room (20 seat) 500 3 11 14 280 USF Remaining: 39,693 29,469 -17,957 -31,301 53,737 7,633 Meeting Room (22 seat) 550 51 6 132 Potential Floors Shelled (@19,000 USF / Floor): 2.09 1.55 -0.95 -1.65 2.83 0.40 Meeting / Training Room (28 seat) 700 1 1 28 Meeting / Training Room (34 seat) 850 1 1 2 68 Meeting / Training Room (35+ seat) 900 1 1 35 Meeting / Training Room (40 seat) 1,000 2 2 80 Meeting / Training Room (50+ seat) 1,250 1 1 50 Multi-Purpose Room (100 - 150) 2,300 2 2 250 Public Event Space (100 - 150) 2,300 1 1 125
Total Seats: 2,232
Ratio Seats to Staff w/o BES Pioneer Square Staff (1,564): 1.43
Ratio Seats to Staff w/ BES Pioneer Square Staff (1,651): 1.35
Current Ratio Seats to Staff in TPB: 0.72
2 of 19 Legend: PO - Private Office | USF - Usable Square Feet | WS - Workstation SPACE PROGRAM
Dec 2, 2016 / PHASE 1 REPORT / 55 Storage Requirements Overview
DETAILED STORAGE REQUIREMENTS
Bureau of Environmental Services (BES) ASF Qnty Total ASF B 3 4 to 14 Notes Business Services Resource Area 64 2 128 128 Engnieering Services Storage Room 85 2 170 170 Watershed Resource Room / Field Supplies 120 2 240 778 240 Potential to split some of the storage between the basement wet storage and 3rd Floor Watershed Storage Room 120 1 120 120 Wastewater Storage Room / Field Supplies 120 1 120 120 Potential to split some of the storage between the basement wet storage and 3rd Floor
360 418
Bureau of Environmental Services (BES) - Pioneer Tower ASF Qnty Total ASF B 3 4 to 14 Notes NA NA 00
Bureau of Internal Business Services (BIBS) ASF Qnty Total ASF B 3 4 to 14 Notes Facilities Storage Room 200 1 200 200 Facilities Plan Storage 225 1 225 575 225 Risk Occupational Health & Safety Room 150 1 150 150 Refrigerator storage of vaccines, medicine, etc. + work area for OHS staff
575
Bureau of Human Resources (BHR) ASF Qnty Total ASF B 3 4 to 14 Notes BHR Locking File Rooms 150 4 600 640 415 Represents 35% reduction to file room size requirements (scanning + archiving) BHR Locking File Rooms 40 1 40
415
Bureau of Revenue + Financial Services (BRFS) ASF Qnty Total ASF B 3 4 to 14 Notes Outreach Storage 100 1 100 100 Procurement 300 File Room 200 1 200 50 Reduce by 25% for temp move; reduce by 75% upon move back into TPB
150
Bureau of Technology Services (BTS) ASF Qnty Total ASF B 3 4 to 14 Notes BTS Storage Room / Supplies 100 2 200 - 200
200
Office of the Chief Administrative Officer (CAO) ASF Qnty Total ASF B 3 4 to 14 Notes Equipment Room / Storage 200 1 200 Bus Ops 300 300 OMF Storage Room 100 1 100
300
City Budget Office (CBO) ASF Qnty Total ASF B 3 4 to 14 Notes NA NA 00
0 SPACE PROGRAM
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 56 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT SUSTAINABILITY TARGETS & PLANS
Dec 2, 2016 / PHASE 1 REPORT / 57
SUMMARY LEED RATING SYSTEM APPLIED TO TPB During Phase I, TPB team kicked-off the sustainability program with a charrette. The primary objectives of the charrette LEEDv old certification is a minimum project re uirement of TPB Design Build elocate contract, and TPB is in a very were to prioritize the project’s sustainability goals and to assess collaboratively potential strategies to support and strong position to achieve this. LEED old re uires complying with all of the LEED prere uisites and earning at least achieve those goals. LEED certification, WELL certification and high-performance, whole-building energy performance of the optional points. The team has developed and refined a LEEDv corecard focusing on the most valuable and each were deemed high priorities and areas of focus in this phase. More specifically, the team confirmed a Baseline meaningful credit strategies to be pursued in the Baseline building design and construction. This approach is pathway to LEEDv3 Gold, as well as a LEEDv3 Gold approach formally incorporating the new LEEDv4 materials credit summarized in the project’s LEEDv3 Gold Scorecard (attached). To date, a total of points have been deemed strategies which align closely with the City’s sustainable and healthy purchasing policies. The team also confirmed the achievable (“Yes” in the Baseline design, offering contingency points above points minimum for LEED old. feasibility of WELL certification at the Silver-level. And through comprehensive analysis of whole-building energy Additional points have been targeted for additional consideration and options carried forward, points of which are performance, historical and potential future, the team mapped out a set of potential energy-saving measures that could highly li ely (“Maybe Yes” and are possible but unlikely (“Maybe No” . put the project on par with Architecture 2030. ore specifically, the current Baseline design LEEDv old program includes Additional details about the TPB’s sustainability charrette, LEED program, WELL program and energy performance analysis are provided below. In addition, key supporting documents include: Sustainability Charrette Report, SUSTAINABLE SITES Sustainability Goals Matrix, LEEDv3 Scorecard and LEEDv3 with v4 Materials Scorecard. TPB is trac ing as “Yes” 21 points in Sustainable Sites based primarily on its central downtown location with access to transportation options and a multitude of basic services, and the City’s commitment to supporting alternative transportation modes. TPB’s expansive green roof and light colored, on grade hardscape will also contribute to the LEED SUSTAINABILITY CHARRETTE point tally.
On September 7 & 8, 2016, members of The Portland Building Reconstruction (TPB) design and construction project team and several staff representatives from the City of Portland convened for a charrette to clarify and prioritize WATER EFFICIENCY sustainability goals for the project and to assess collaboratively potential strategies to support and achieve those goals. our “Yes” points have been confirmed in Water Efficiency based on the selection of water efficient, Water ense labeled plumbing fixtures and the eco roof’s efficient irrigation system and drought tolerant plant palette. City staff and other project team members shared their vision for the project, with recurring themes of transforming TPB into a light, open, welcoming, biophilic, energy-efficient, collaborative space where people are excited to work; ENERGY & ATMOSPHERE promoting health and productivity, and representing the values of its namesake: the City of Portland. Twelve “Yes” points have been deemed achievable in Energy & Atmosphere based on the City’s commitment to commissioning of building energy systems, building energy use monitoring measurement verification and The group collaboratively mapped by order of priority and feasibility the “galaxy” of the many sustainability performance purchasing green power. At least five “Yes” points related to whole building energy performance have been deemed goals included in current City policy, the RFP and beyond. Refer to summary table below. Each sustainability goal under feasible based on Baseline design energy efficiency improvements to the building envelope, lighting systems, VAC consideration was categorized as: system variable air volume with hydronic heat, condensing boiler , and heat recovery. • Required = minimum project requirements, as defined by TPB DBR contract • Baseline = strategies addressed by existing City policies, to be included in TPB (unless deemed not feasible MATERIALS & RESOURCES and an exemption is approved); and/ or strategies mapped by the project team as meaningful and feasible At least eight “Yes” points have identified in Materials & Resources based on extensive reuse of TPB’s existing structural for the project walls, floors and roof best practices for construction demolition waste management and the selection and • Target = strategies deemed as meaningful and potentially feasible for the project, pending additional installation of materials with sustainable attributes such as post and/or pre consumer recycled content, regional analysis and budgeting sourcing and orest tewardship Council certified wood. • Aspirational = strategies deemed as meaningful but very challenging for the project, pending additional analysis and budgeting INDOOR ENVIRONMENTAL QUALITY The project is tracking as “Yes” eleven Indoor Environmental uality points. Contributing strategies include the use of During the charrette, the group also explored the application of the WELL Building Standard to TPB. Working groups low emitting materials and products, ventilation systems designed and monitored to deliver ample outside air considered each WELL feature (in the categories of Air, Water, Comfort, Fitness and Mind) and plotted each on an axis of throughout the building, as well as indoor air uality best practices during construction. “Value to the City” vs. “Level of Lift/Effort,” and took note of issues for future consideration. The team also vetted preliminary LEEDv3 and LEEDv4 Scorecards, noting opportunities and challenges to explore further. INNOVATION Based on the City’s deep commitment to sustainable operations and maintenance practices, TPB has many good credit strategy options for earning all five of the available nnovation points. ome of the best candidate options include green cleaning program, integrated pest management, sustainable purchasing policy, access to mass transit, green power purchasing among others.
SUSTAINABILITY TARGETS & PLANS
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 58 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT
LEEDV3 GOLD WITH V4 MATERIALS CATEGORY SWAP The team recogni es the LEEDv Materials & Resources (M&R) category as a substantial improvement compared to that in the LEEDv3 standard and its strong alignment with the City’s green building policy sustainable purchasing policy healthy materials purchasing initiative and commitment to healthy workplaces. The .S. Green Building Council has formally approved for LEEDv3 registered projects to pursue a wholesale swap of the Materials & Resources category from v3 to v . (The team registered TPB project with S Green Building Council under LEEDv3 on August 11 2 1 .) In addition for TPB the swap to v M&R category would enable to project to potentially earn additional points than under v3 M&R because v M&R allocates additional point weighting for the preservation of historic buildings and the use of sustainable and healthy materials and products. Refer to the LEEDv3 with v4 M&R Swap Scorecard, tracking as “Yes” 69 points.
WELL BUILDING STANDARD APPLIED TO TPB The ELL Building Standard established in 2 13 focuses solely on the health and wellness of building occupants. It includes 1 features related to human health and well being in seven categories air water nourishment light fitness comfort and mind. Each category has some mandatory re uired features referred to as Preconditions as well as a group of additional optional measures referred to as Optimizations which can be chosen as applicable to the project.
The existing TPB energy end-use pie chart The City is very seriously considering pursuing ELL certification for TPB. ith the current perception of TPB as a “sick” building ELL certification would provide a meaningful framework for the inclusion of measurable performance based The reconstr ction pro ect provides an opport nity to rethink energy and ther al co fort to target aggressive energy health and wellness strategies backed by the credibility of a third party certification. In addition LEED and ELL are efficiency and provide for a co forta le and healthy indoor environ ent for f t re occ pants B ilding energy complementary. ELL focuses on human health LEED focuses on the environment. f the 1 total ELL Building perfor ance is est nderstood thro gh the Energy Use Intensity (EUI) etric that nor ali es energy se per s are Standard features approximately of the ELL re uirements are identical or similar to LEED re uirements. The dual foot per year kBt sf yr LEED and ELL certification approach for TPB would leverage the City’s long time commitment to LEED while also advancing its commitment to providing a healthy work place environment. During Phase 1 the City the design and nergy st dies were cond cted using the existing building’s energy model. n er of energy pgrades were construction team and a ELL program administrator toured TPB and reviewed all of the ELL Preconditions applied to analy ed, with the intention of setting a target goal or range to achieve old, and to de onstrate a path to TPB. They identified value for the project alignment with current City efforts and no insurmountable issues related to achieving net ero the pursuit of ELL Silver certification. Additional consideration of ELL will take place in future phases.
The graphic elow de onstrates the of TPB, starting with
• Typical office ilding , ased on Co ercial B ildings nergy Cons ption S rvey CB CS data
• TPB’s xisting Whole-Building Energy Performance • ew Baseline , incl ding 4 regon energy code, which incl des changes in inp t ass ptions Throughout Phase I the team explored a number of potential opportunities and challenges related to energy efficiency The additional st died perfor ance scenarios or nergy Conservation Meas res incl de and occupant comfort. A clear baseline of TPB’s “existing” energy use was established through actual performance data. • ydronic heating, served y eat Recovery Chiller and Central eat P p
• ctive Chilled Bea s served y eat Recovery Chiller and Central eat P p • Pl g load anage ent or red ced pl g loads and i proved lighting controls • dditional pl g load red ction and wider ther al co fort set points as a res lt of personal co fort controls
The target for TPB goal, ased on the preli inary energy st dies and ass ptions, was esti ated to e 6 to The target will e refined as the design process progresses
SUSTAINABILITY TARGETS & PLANS
Dec 2, 2016 / PHASE 1 REPORT / 59
LEEDv3 Scorecard, with v4 MR Category Swap The Portland Building Reconstruction 11.17.2016
Yes ?Y ?N No Certified 40-49 Silver 50-59 Gold 60-79 Platinum 80+ 69 17 10 17 Total Project Score Yes: +?Y: 86 +?N: 96 Y ?Y ?N N Y ?Y ?N N Alternative Compliance Option: Wholesale MR Credit Suite to v4 21221Sustainable Sites 26 Points Possible 12212Note v4 pts awarded for v3 projects: +2 pts for 7 or more pts Y c Prereq 1 Construction Activity Pollution Prevention n/a 10111Materials & Resources 14 Points Possible 1 d Credit 1 Site Selection 1 Y Prereq Storage & Collection of Recyclables n/a 5 d Credit 2 Development Density & Community Connectivity 5 Y Prereq Construction & Demolition Waste Mgmt Planning n/a 1 d Credit 3 Brownfield Redevelopment 1 5 Credit Building Life-Cycle Impact Reduction 5 6 d Credit 4.1 Alternative Transportation, Public Transportation Access 6 Y Option 1: Historic Building Reuse 5 1 d Credit 4.2 Alternative Transportation, Bicycle Storage & Changing Rooms 1 N Option 2: Renovation of Abandoned or Blighted Buildings 5 3 d Credit 4.3 Alternative Transportation, Low Emitting & Fuel Efficient Vehicles 3 N Option 3: Building & Material Reuse 2-4 2 d Credit 4.4 Alternative Transportation, Parking Capacity 2 N Option 4: Whole Building Life-Cycle Assessment 3 1 c Credit 5.1 Site Development, Protect or Restore Habitat (20% of site area) 1 11Credit Environmental Product Declarations 2 1 d Credit 5.2 Site Development, Maximize Open Space 1 ?Y Option 1: Environmental Product Declaration (EPD) AND / OR 1 1 d Credit 6.1 Stormwater Design, Quantity Control 1 N Option 2: Optimization, 50% material costs 1 1 d Credit 6.2 Stormwater Design, Quality Control 1 11 Credit Sourcing of Raw Materials 2 1 c Credit 7.1 Heat Island Effect, Non-Roof 1 ?N Option 1: Raw Material Source & Extraction Reporting AND / OR 1 1 d Credit 7.2 Heat Island Effect, Roof 1 Y Option 2: Leadership Extraction Practice, 25% material costs 1 1 d Credit 8 Light Pollution Reduction 1 11 Credit Material Ingredients 2 ?Y Option 1: Material Ingredient Reporting AND / OR 1 4150Water Efficiency 10 Points Possible ?Y Option 2: Material Ingredient Optimization, 25% AND / OR 1 Y d Prereq 1 Water Use Reduction, 20% Reduction n/a N Option 3: Product Manufacturer Supply Chain Optimization 1 22d Credit 1 Water Efficient Landscaping, Reduce by 50% , No Potable Use 2-4 2 Credit Construction & Demolition Waste Management 2 2 d Credit 2 Innovative Wastewater -- 50% of annual flush supply non-pot. 2 Option 1: 50% or 75% OR Option 2: Reduction of Total Waste 211 d Credit 3 Water Use Reduction, 30%, 35%, 40% 2-4 11202Indoor Environmental Quality 15 Points Possible 12 9 2 12 Energy & Atmosphere 35 Points Possible Y d Prereq 1 Minimum IAQ Performance n/a Y c Prereq 1 Fundamental Commissioning of the Building Energy Systems n/a Y d Prereq 2 Environmental Tobacco Smoke (ETS) Control n/a Y d Prereq 2 Minimum Energy Performance - (10% Requirement) n/a 1 d Credit 1 Outdoor Air Delivery Monitoring 1 Y d Prereq 3 Fundamental Refrigerant Management n/a 1 d Credit 2 Increased Ventilation 1 5716d Credit 1 Optimize Energy - Existing Bldg, 16% better ASHRAE 90.1-'07 1-19 1 c Credit 3.1 Construction IAQ Management Plan, During Construction 1 16d Credit 2 On-Site Renewable Energy, 1% to 13% 1-7 1 c Credit 3.2 Construction IAQ Management Plan, Before Occupancy 1 TPB Energy Use Intensity (EUI) Targets 26 - 38 & Assumptions 2 c Credit 3 Enhanced Commissioning 2 1 c Credit 4.1 Low-Emitting Materials, Adhesives & Sealants 1 2 d Credit 4 Enhanced Refrigerant Management 2 1 c Credit 4.2 Low-Emitting Materials, Paints & Coatings 1 3 c Credit 5 Measurement & Verification 3 1 c Credit 4.3 Low-Emitting Materials, Flooring Systems 1 ENERGY TRUST OF OREGON 2 c Credit 6 Green Power 35% 2 1 c Credit 4.4 Low-Emitting Materials, Composite Wood & Agrifiber Products 1 Credit 5 1 The te m is oll bor ting ith nergy Trust o regon nd TPB is enrolled in ETO’s P th to et ero rogr m to 1 d Indoor Chemical & Pollutant Source Control 6000Innovation & Design Process 6 Points Possible 1 d Credit 6.1 Controllability of Systems, Lighting 1 romote ggressi e energy e i ient design t rgets i use o energy modeling nd le er ging energy e i ien y 1 d Credit 1.1 Many good options - refer to list below 1 1 d Credit 6.2 Controllability of Systems, Thermal Comfort 1 in enti es. T rgeting n o re resents redu tion om red to B nd meets the r hite ture 1 d Credit 1.2 Many good options 1 1 d Credit 7.1 Thermal Comfort, Design 1 h llenge nd the P th to et ero rogr m re uirements. 1 d Credit 1.3 Many good options 1 1 d Credit 7.2 Thermal Comfort, Verification 1 Credit 1.4 1 Credit 8.1 , Daylight 75% of Spaces 1 1 d Many good options 1 d Daylight & Views 1 d Credit 1.5 Many good options 1 1 d Credit 8.2 Daylight & Views, Views for 90% of Spaces 1 1 c Credit 2 LEED™ Accredited Professional 1 ENERGY PERFORMANCE OF TPB’S BASELINE BUILDING DESIGN Salmon Safe, Green Cleaning (LEED EBOM), IPM (LEED EBOM), 3100Regional Credits 4 Points Possible Reduced Mercury Lamps (LEED EBOM), Sustainable Purchasing 97204 Project Zip Code t the on lusion o this h se energy model results indi te or the B seline building design n in the r nge o Policy (LEED EBOM), Bird-Friendly Design (Pilot Credit), SSc4.1 1 000d Credit 1.1 Regional Credit: SSc3 1 the upper end of the project’s EUI goals. The anticipated energy ost s ings re roughly rel ti e to the Exemplary, EAc6 Green Power Exemplary, or other 0 1 00d Credit 1.2 Regional Credit: SSc5.1 1 st nd rd. n estim ted ddition l energy ost s ings is ossible ith identi ied me h ni l o tions nd the 001 0 d Credit 1.3 Regional Credit: WEc2 1 integr tion o o u nt de endent lug lo d ontrols nd therm l om ort str tegies lso o er the otenti l or Alternative Compliance Option: Wholesale MR Credit Suite to LEED v4 ddition l s ings. ddition l modeling n lysis nd ost n lysis ill be ondu ted in Ph se ith the go l o urther 1 d Credit MR: MR: Environmental Product Product Declarations, Declarations, Option 1 Option 1 1 redu ing the ro ect’s hile lso ro iding he lthy nd om ort ble indoor en ironment. 1 000d Credit MR: MR: Sourcing of ofRaw Raw Materials, Materials, Option Option 2 2 - 25% 1
SUSTAINABILITY TARGETS & PLANS
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 60 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT LEEDv3 Scorecard The Portland Building Reconstruction 11.17.2016
Yes ?Y ?N No Certified 40-49 Silver 50-59 Gold 60-79 Platinum 80+ 65 17 9 19 Total Project Score Yes: +?Y: 82 +?N: 91 Y ?Y ?N N Y ?Y ?N N 21221Sustainable Sites 26 Points Possible 8204Materials & Resources 14 Points Possible Y c Prereq 1 Construction Activity Pollution Prevention n/a Y d Prereq 1 Storage & Collection of Recyclables n/a 1 d Credit 1 Site Selection 1 21 d Credit 1.1 Building Reuse, Maintain Existing Walls, Floors & Roof -- 50 /75 /95% 1-3 5 d Credit 2 Development Density & Community Connectivity 5 1 d Credit 1.2 Building Reuse, Maintain 50% of Interior Non-Structural Elements 1 1 d Credit 3 Brownfield Redevelopment 1 1 c Credit 2.1 Construction Waste Management, Divert 50% 1 6 d Credit 4.1 Alternative Transportation, Public Transportation Access 6 1 c Credit 2.2 Construction Waste Management, Divert 75% 1 1 d Credit 4.2 Alternative Transportation, Bicycle Storage & Changing Rooms 1 1 d Credit 3.1 Materials Reuse, Specify 5% 1 3 d Credit 4.3 Alternative Transportation, Low Emitting & Fuel Efficient Vehicles 3 1 d Credit 3.2 Materials Reuse, Specify 10% 1 2 d Credit 4.4 Alternative Transportation, Parking Capacity 2 1 c Credit 4.1 Recycled Content, 10% 1 1 c Credit 5.1 Site Development, Protect or Restore Habitat (20% of site area) 1 1 c Credit 4.2 Recycled Content, 20% 1 1 d Credit 5.2 Site Development, Maximize Open Space 1 1 c Credit 5.1 Regional Materials, 10% 1 1 d Credit 6.1 Stormwater Design, Quantity Control 1 1 c Credit 5.2 Regional Materials, 20% 1 1 d Credit 6.2 Stormwater Design, Quality Control 1 1 c Credit 6 Rapidly Renewable Materials 2.5% 1 1 c Credit 7.1 Heat Island Effect, Non-Roof 1 1 c Credit 7 Certified Wood, 50% of new wood budget 1 1 d Credit 7.2 Heat Island Effect, Roof 1 1 d Credit 8 Light Pollution Reduction 1 11202Indoor Environmental Quality 15 Points Possible Y d Prereq 1 Minimum IAQ Performance n/a 4150Water Efficiency 10 Points Possible Y d Prereq 2 Environmental Tobacco Smoke (ETS) Control n/a Y d Prereq 1 Water Use Reduction, 20% Reduction n/a 1 d Credit 1 Outdoor Air Delivery Monitoring 1 22d Credit 1 Water Efficient Landscaping, Reduce by 50% , No Potable Use 2-4 1 d Credit 2 Increased Ventilation 1 2 d Credit 2 Innovative Wastewater -- 50% of annual flush supply non-pot. 2 1 c Credit 3.1 Construction IAQ Management Plan, During Construction 1 211 d Credit 3 Water Use Reduction, 30%, 35%, 40% 2-4 1 c Credit 3.2 Construction IAQ Management Plan, Before Occupancy 1 1 c Credit 4.1 Low-Emitting Materials, Adhesives & Sealants 1 12 9 2 12 Energy & Atmosphere 35 Points Possible 1 c Credit 4.2 Low-Emitting Materials, Paints & Coatings 1 Y c Prereq 1 Fundamental Commissioning of the Building Energy Systems n/a 1 c Credit 4.3 Low-Emitting Materials, Flooring Systems 1 Y d Prereq 2 Minimum Energy Performance - (10% Requirement) n/a 1 c Credit 4.4 Low-Emitting Materials, Composite Wood & Agrifiber Products 1 Y d Prereq 3 Fundamental Refrigerant Management n/a 1 d Credit 5 Indoor Chemical & Pollutant Source Control 1 5716d Credit 1 Optimize Energy - Existing Bldg, 16% better ASHRAE 90.1-'07 1-19 1 d Credit 6.1 Controllability of Systems, Lighting 1 16d Credit 2 On-Site Renewable Energy, 1% to 13% 1-7 1 d Credit 6.2 Controllability of Systems, Thermal Comfort 1 2 c Credit 3 Enhanced Commissioning 2 1 d Credit 7.1 Thermal Comfort, Design 1 2 d Credit 4 Enhanced Refrigerant Management 2 1 d Credit 7.2 Thermal Comfort, Verification 1 3 c Credit 5 Measurement & Verification 3 1 d Credit 8.1 Daylight & Views, Daylight 75% of Spaces 1 2 c Credit 6 Green Power 35% 2 1 d Credit 8.2 Daylight & Views, Views for 90% of Spaces 1
6000Innovation & Design Process 6 Points Possible 3100Regional Credits 4 Points Possible 1 d Credit 1.1 Many good options - refer to list below 1 97204 Project Zip Code 1 d Credit 1.2 Many good options 1 1 000d Credit 1.1 Regional Credit: SSc3 1 1 d Credit 1.3 Many good options 1 0 1 00d Credit 1.2 Regional Credit: SSc5.1 1 1 d Credit 1.4 Many good options 1 001 0 d Credit 1.3 Regional Credit: WEc2 1 1 d Credit 1.5 Many good options 1 1 d Credit 1.4 Regional Credit: MRc1.1(75%) 1 1 c Credit 2 LEED™ Accredited Professional 1 1 d Credit 1.5 Regional Credit: MRc3 1 Salmon Safe, Green Cleaning (LEED EBOM), IPM (LEED EBOM), 1 000d Credit 1.6 Regional Credit: MRc7 1 Reduced Mercury Lamps (LEED EBOM), Sustainable Purchasing Policy (LEED EBOM), LEED v4 Materials Ingredient Reporting, LEED v4 Materials EPDs, Bird-Friendly Design (Pilot Credit), SSc4.1 Exemplary, EAc6 Green Power Exemplary, or other
SUSTAINABILITY TARGETS & PLANS
Dec 2, 2016 / PHASE 1 REPORT / 61 PARKING STALLS AND SIDEWALK ON SW MAIN. CLOSED DURING CONSTRUCTION. THE PORTLAND BUILDING RADIUS OF TOWER CRANE SWING RECONSTRUCTION PROJECT SITE LOGISTICS SW MAIN ST.
SW 5TH AVE. THE PORTLAND DELIVERIES ON EAST SIDE ONLY SIDEWALK ON SW BUILDING 5TH AVE. CLOSED DURING WEST FACADE WORK ONLY. MATERIAL HOIST
TOWER CRANE
WORKER BREAK/LUNCH GATE ROOM ON LEVEL ONE. EAST ENTRANCE. MAIN GATE. MATERIAL STAGING IN THE EXISTING BASEMENT SW MADISONCONSTRUCTABILITY ST.
PHASING & SW 4TH AVE. PARKING STALLS AND SIDEWALK ON SW 4TH LOGISTICS PLAN AVE. CLOSED DURING CONSTRUCTION FOR DELIVERIES. WORKER ENTRANCE PARKING STALLS AND SIDEWALK ON SW FLAGGER DURING MAJOR MADISON CLOSED DELIVERY TIME FRAMES. DURING CONSTRUCTION.
N
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 62 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT PARKING STALLS AND SIDEWALK ON SW CONSTRUCTABILITY, PHASING & MAIN. CLOSED DURING CONSTRUCTION. LOGISTICS SUMMARY THE PORTLAND BUILDING In executing the reconstruction activities for the Portland RADIUS OF TOWER Building Project, the project team determined that vacating CRANE SWING RECONSTRUCTION PROJECT the building was in the best interest of all parties involved, with the foremost thought being the health & safety of the SITE LOGISTICS buildings occupants. This recommendation was made and SW MAIN ST. accepted as part of Phase 1 planning. With this decision made, the attached site logistics plan is focused on maintain- ing the health and safety of the public, while supporting work- er and material access to the building during construction.
Sidewalks The sidewalks and adjacent parking lanes adjacent the North, East and South elevations of the building will be closed for the duration of the project. Howard S. Wright shall seek to keep SW 5TH AVE. the sidewalk under the West elevation of the building, under THE Portlandia, open as much as possible during construction. PORTLAND DELIVERIES ON This is possible given the setback of the building on this ele- EAST SIDE ONLY vation. But during overhead envelope activities on the West SIDEWALK ON SW BUILDING elevation, this sidewalk likely will need to be closed as part of 5TH AVE. CLOSED a designated Controlled Access Zone for safety purposes. DURING WEST FACADE WORK ONLY. MATERIAL HOIST
Deliveries & Material Staging TOWER CRANE Material deliveries will primarily be received from SW 4th Avenue given the convenient direct access from the 405 free- way. From SW 4th Avenue, material will be 1.) hoisted directly WORKER BREAK/LUNCH GATE onto/ into the building via crane, 2.) loaded into the material ROOM ON LEVEL ONE. lift, or 3.) staged in the basement level of the building via the EAST ENTRANCE. MAIN GATE. MATERIAL STAGING IN THE basement driveway entrance. EXISTING BASEMENT SW MADISON ST. Hoisting In consideration of the large quantity of reinforcing bar for the seismic upgrade and the need to hoist curtainwall ma- SW 4TH AVE. terials directly into position on the exterior of the building, PARKING STALLS AND a tower crane shall be erected to minimize impacts to traffic SIDEWALK ON SW 4TH surrounding the site. The crane shall be erected through the AVE. CLOSED DURING Southeast stairwell which currently provides access from the CONSTRUCTION FOR DELIVERIES. basement to the 2nd floor. Use of a tower additional shall WORKER minimize the amount of tree trimming & potential need to ENTRANCE remove trees for construction access. PARKING STALLS AND SIDEWALK ON SW FLAGGER DURING MAJOR MADISON CLOSED DELIVERY TIME FRAMES. Material Hoist DURING CONSTRUCTION. To enable efficient material loading to floors, a material hoist shall be located on SW 4th Ave. in the footprint of the North Stair serving the basement to 2nd floor. The team evaluat- ed the use of the existing buildings passenger and freight elevators for this purpose, but given the size, speed, landing N elevations, and locations of the elevators, a material hoist was selected. CONSTRUCTABILITY, PHASING & LOGISTICS PLAN
Dec 2, 2016 / PHASE 1 REPORT / 63 Project Risk Matrix Project: The Portland Building Reconstruction Project Update: 11/30/16
Risk Assessment Area Identified Risk Mitigations Lead Risk Level (1 = Low; 5 = High) Utilize the facilities permifting program (FPP) for the project and engage in frequent discussions with the buildings BDS FPP representatives to ensure complete information is provided as part of DLR Group Permitting Durations & Approvals 3 submittals for review. Identify any potential elements of work which (Carla Weinheimer) would be potentially reviewed outside of the FPP program and make submissions early. Planning and Permitting Approvals Engage in discussions with interested parties to understand concerns related to our design approach. Utilize the DAR process with landmarks commission to identify areas of concern and address them DLR Group Landmarks Approval of Envelope Approach 4 prior to formally submitting for approvals. Engage DBR team members (Erica Ceder ) which are experts in the historical design & preservation community to guide the submission & approval process.
Leverage the progressive design build process to engage key trade Buy-out and Procurement partners to work with the team to develop the scope and provide cost HSW Market Escalation 3 (Subcontractors and Suppliers) effective solutions. Engage the subcontractor community broadly with (Todd Miller) smaller bid package scopes to allow more firms to compete for work.
Engage Owner to Contract with certified abatement firms to remove Hazardous Materials identified in select areas. Asbestos in mastic of DAY CPM and dispose of materials. Plan for removal durations within schedule 1 flooring materials (Charles Matschek) Site and Environmental Conditions duration. Unforseen Conditions - Sub-grade and in concealed portions of the Perform advanced exploratory work where practical. Have team HSW PROJECT RISK 2 building. aligned to expedite mitigation efforts should a condition be identified. (Todd Miller)
MATRIX Engage DMWESB community early on in project through a variety of ways. Ensure bid packages are right-sized for the subcontractor community and utilize the opportunities allowed per the contract and HSW Project Schedule and Staffing DMWESB Subcontractor Availability & Risk of Not Meeting Goals 3 city policy to selectively bid and direct award work where possible. (Todd Miller & Rhonnda Edmiston) Leverage trade partners to mentor and support DMWESB firms as part of their engagement on the project. Engage an experienced & informed real estate consulting and Availability of Temporary Lease Space for Short Durations in Current brokerage team. Engage search early with mindset to be flexible in JLL 3 Market dealings with Landlords and being open to potentially less conventional (Craig Reinhart & Charlie Floberg) spaces if necessary. Establish a streamlined decision makng process, with a clear CoP Project Execution Risks Timely Decisions from the City escalation path should roadblocks occur. Communicate the timing of 3 (Kristin Wells) critical decisions early and often in an easily understood format. Ensure milestone timing for major decisions are known by all appropriate stakeholders. Ensure communications regarding the cost CoP City Changes to Design Approach 3 and schedule impacts due to subsequent changes are well known by (Kristin Wells) all parties.
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 64 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT Project Risk Matrix Project: The Portland Building Reconstruction Project Update: 11/30/16
Risk Assessment Area Identified Risk Mitigations Lead Risk Level (1 = Low; 5 = High) ImplementUtilize the facilitiesa robust permifting change management program (FPP) process for the with project thoughtful and communicationsengage in frequent to appropriatediscussions bureauwith the representatives. buildings BDS FPP Engage HSW & JLL Moves of Employees To/From the Building knowledgablerepresentatives transition to ensure planning complete and information move management is provided as part of 4 DLR Group Permitting Durations & Approvals 3 (Todd Miller & Matt Newstrom) professionalssubmittals for toreview. implement Identify a transition any potential program elements with key of work stakeh whicholder (Carla Weinheimer) involvementwould be potentially and guidance. reviewed outside of the FPP program and make submissions early. Engage in in-depth discussions with bureau representatives to ensure Planning and Permitting Approvals critical needs are met in temporary space selections, while being Engage in discussions with interested parties to understand concerns CoP & DLR Temporary Space Acceptance thoughtful of expenditures in the short term spaces. Engage bureau 2 Client Business Impacts related to our design approach. Utilize the DAR process with (Kristin Wells & Sherrill Johnson) leadershiplandmarks tocommission appropriately to identify engage areas their ofemployees concern andin managing address them DLR Group Landmarks Approval of Envelope Approach 4 expectationsprior to formally during submitting the transition for approvals. period. Engage DBR team members (Erica Ceder ) Engagewhich are experienced experts in theproject historical management design & firm preservation to fully understand community the to clientsguide the needs submission and the services& approval coming process. into & out of the Portland Building. Plan for reconfiguration of the network systems early and in HSW Technology Impacts 4 depth,Leverage via thecommunications progressive design with BTS build and process other stakeholders.to engage key Per tradeform (Todd Miller) Buy-out and Procurement reconfigurationpartners to work work with with the teamdetailed to develop"Method the of Procedure"scope and provideplanning cost and HSW Market Escalation 3 (Subcontractors and Suppliers) approvaleffective solutions.process. Engage the subcontractor community broadly with (Todd Miller) Movesmaller City bid Employees package scopes out of tobuilding allow moreduring firms construction. to compete Provi for dework. for construction barricades at perimeter of project to separate public from Engage Owner to Contract with certified abatement firms to remove ExposureHazardous to Materials public & constructionidentified in selectworkers areas. related Asbestos to demolition in ma sticat of exposure to potential unforeseen falling objects. Implement barricade DAYHSW CPM Safety and Loss Control and dispose of materials. Plan for removal durations within schedule 21 exteriorflooring perimetermaterials of building. program and controlled access zone protocols during construction to (Charles(Troy Boardman) Matschek) duration. Site and Environmental Conditions ensure the public and construction workers are not exposed to hazards Unforseen Conditions - Sub-grade and in concealed portions of the Perform advanced exploratory work where practical. Have team HSW during construction. 2 building. aligned to expedite mitigation efforts should a condition be identified. (Todd Miller)
Engage DMWESB community early on in project through a variety of ways. Ensure bid packages are right-sized for the subcontractor community and utilize the opportunities allowed per the contract and HSW Project Schedule and Staffing DMWESB Subcontractor Availability & Risk of Not Meeting Goals 3 city policy to selectively bid and direct award work where possible. (Todd Miller & Rhonnda Edmiston) Leverage trade partners to mentor and support DMWESB firms as part of their engagement on the project. Engage an experienced & informed real estate consulting and Availability of Temporary Lease Space for Short Durations in Current brokerage team. Engage search early with mindset to be flexible in JLL 3 Market dealings with Landlords and being open to potentially less conventional (Craig Reinhart & Charlie Floberg) spaces if necessary. Establish a streamlined decision makng process, with a clear CoP Project Execution Risks Timely Decisions from the City escalation path should roadblocks occur. Communicate the timing of 3 (Kristin Wells) critical decisions early and often in an easily understood format. Ensure milestone timing for major decisions are known by all appropriate stakeholders. Ensure communications regarding the cost CoP City Changes to Design Approach 3 and schedule impacts due to subsequent changes are well known by (Kristin Wells) all parties. PROJECT RISK MATRIX
Dec 2, 2016 / PHASE 1 REPORT / 65 CODE COMPLIANCE SUMMARY
INTRODUCTION The Portland Building is an existing 15 story, with single basement, high rise structure that opened in 1982 and continues to operate under a current Certificate of Occupancy. The building was designed and construction following the requirements of a legacy version of the Uniform Building Code.
The work proposed for the Reconstruction project will consist primarily of repairs and remodels, as defined in OSSC Chapter 34, to existing areas and systems. Existing features and systems that were in compliance with the original construction code of record are allowed to continue their previously approved use. All new construction will be in accordance with the provisions of the current codes to the extent practicable.
A Fire Safety Evaluation System (FSES) analysis of the building may be performed in accordance with NFPA 101- A, Guide on Alternative Approaches to Life Safety. NFPA 101-A is a companion standard to NFPA 101, The Life Safety Code. Both codes are promulgated by the National Fire Protection Association, Quincy, Massachusetts. A FSES analysis is a systematic and repeatable evaluation of the fire and life safety features of a building. Positive points are scored to positive aspects of the building (i.e. sprinklers, fire alarm, means of egress). Negative points are scored to features that are not in compliance with the code. The resulting score determines if the building is safe from a holistic standpoint. This approach allows resources to be directed to those fire protection and life safety features that provide the greatest benefit.
The Portland Building is less than 420 feet in height. The special provisions of 403.2.3 do not apply.
CODE & REGULATORY REQUIREMENTS
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 66 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT CODES AND STANDARDS OCCUPANCY The following codes and standards are used for establishing an acceptable level of safety within the building:
2014 Oregon Structural Specialty Code (OSSC) which is an amended version of the 2012 Uniform – Building Code as promulgated by the International Code Council, Washington, D.C. – 2014 Oregon Plumbing Specialty Code (OPSC) – – 2014 Oregon Mechanical Specialty Code (OMSC) – – 2014 Oregon Electrical Specialty Code (OESC) –
2014 Oregon Efficiency Specialty Code (OEESC) 2014 Oregon Fire Code (OFC) ICC A117.1-2009 Accessible and Usable Buildings and Facilities National Fire Protection Association (NFPA)
CONSTRUCTION The original construction of the Portland Building is UBC Type I-FR, which equates to the current OSSC Type I-A VERTICAL OPENINGS construction. OSSC Type I-A construction allows unlimited height and area for the building. OSSC requires the following fire-resistive ratings: Primary Structural Frame – 3 hour Secondary Structural Frame – 2 hours MEANS OF EGRESS Floors – 2 hours Roof – 1.5 hours Shafts – 2 hours Exit stairway enclosures – 2 hours Elevator hoistways – 2 hours
The Portland Building is provided with adequate fire separation distances on all four sides to permit unlimited and unprotected exterior openings.
Investigation of the existing floor slabs have found that the actual fire resistive rating of the floor assemblies may be one hour in lieu of the two hours required by code. Further analysis of the floor assemblies will be performed to verify the existing rating and if mitigation or a code alternate equivalent approach will be required.
CODE & REGULATORY REQUIREMENTS
Dec 2, 2016 / PHASE 1 REPORT / 67 EMERGENCY COMMUNICATIONS
EXIT SIGNS –
– EMERGENCY LIGHTING
FIRE PROTECTION WATER SUPPLY EMERGENCY POWER
SMOKE CONTROL AUTOMATIC SPRINKERS ELEVATORS STANDPIPES FIRE ALARM AND DETECTION
ACCESSIBLITY FIRE COMMAND CENTER
CODE & REGULATORY REQUIREMENTS
/CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group 68 /THE PORTLAND BUILDING RECONSTRUCTION PROJECT END OF DOCUMENT
Dec 2, 2016 / PHASE 1 REPORT / 69 /CITY OF PORTLAND / HOWARD S. WRIGHT / DLR Group /THE PORTLAND BUILDING RECONSTRUCTION PROJECT