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TABLE OF CONTENTS
TABLE OF CONTENTS PAGE
EXECUTIVE SUMMARY 4
INFLUENCING FACTORS 6
SPACE NEEDS 12
CONSOLIDATED COUNTER CONCEPTS 44
DEPARTMENTAL ADJACENCIES 48
APPENDIX 60
CONSULTAN'
DLR Group
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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Introduction Departmental Interviews
The City of Tigard has developed preliminary space These conversations were also a forum where City
planning needs for City facilities. Initially this effort employees shared ideas about the workplace in a
started with a planning deep dive for the Police space post COVID-19 world.
needs and concluded with an initial estimate of what
the needs would be to replace the rest of City Hall. • Staff thoughts on WFH and workplace changes
included:
As that needs assessment report concluded in
February 2020,the COVID-19 pandemic moved • Some departmental functions were more
almost all City functions to virtual and remote amenable to the WFH model while others needed
working. Now, eight months into working from home more in-person collaboration or access to
(WFH),the City wants to understand what work specific equipment or tools.
modality changes might be incorporated into the • Interactions with the public were also viewed in a
plan for the new City facilities due to this influencing 'it works for some, but not others' way.
factor.
• Most staff wanted more unplanned mentoring
DLR Group was provided the preliminary space needs and collaboration.
report created by FFA Architects and Interiors to use
as a planning basis moving forward. DLR Group's • Most staff also indicated that there were benefits
planning team used the report to review space needs to the WFH model that they would like to continue
with each department. - especially for those times when they were doing
significant individualized work or had a deadline.
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Space Needs Consolidated Services Counter
Verification of the City's space needs was completed Another concept that was introduced late in the prior
through the same interviews as the workplace planning effort was the idea of a consolidated service
modality discussions. Staff were asked to describe counter that would be a one-stop location for the
their departmental function, staffing, special space community to go for their City function needs. This
needs, public interaction, and the like. The vast counter could manage many of the typical questions
majority of the space needs were well reflected by and needs citizens go to City Hall for. Any more in-
the prior planning work with a few updates. depth or non-typical needs would be referred to the
appropriate staff to deal with at that point in time or
• Grossing factors (to determine the building's schedule a meeting for later.
final square footage needs) were lower than that
of typical government projects. Therefore,we The consolidated service counter would be sized to
increased these factors. manage the volume of in-person community needs
and allow those departments with the highest public
• The Police Department had a much more interaction to have workstations near the counter for
thorough planning phase than the rest of the quick access.
City functions did and so there was a lack of
parity between the Police space needs and the
remaining space needs. The space list was
brought into alignment in terms of standardizing
workspace sizes, conference room sizes, and
support space sizing.
• The staff growth projections for 2040 were higher
than population projections for the community
warranted. In conjunction with City leadership, we
reduced the growth to about 25% over 20 years
Once these space updates were integrated into the
space needs list,the size of the facility needs grew
from about 92,000 to about 108,000. This 18% growth
in square footage includes reducing net space but
increasing gross space.
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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COVID-1 9 Post-COVID-19 Workplace Strategies by Others
The pandemic caused nearly every City of Tigard DLR Group has worked with a number of
function to adjust their work paradigm very quickly. organizations, both private and governmental,to
This included WFH, social distancing, enhanced rethink workplace environments post COVID-19.
cleaning procedures, etc. Not all City functions could Some of the topics we've covered with these clients
be remote, part or all of Police, permitting, payroll, include:
for example, have continued to provide services in
person without a major COVID outbreak. • Futurecasting - Envisioning the future of remote
work. What will remote work look like five years
A couple of things should be recognized. from now?
• The City moved to this new WFH modality very • Work Modes - Exploring different working
quickly and environments. What environment would help me
preform my best?
• The City has been very successful in providing
services to the community in this modality. • Duplicate/Replace/Complement- Innovating
workspace. What are the tools that exist today
These factors have shown that this complex and how can we rethink them to better serve
organization can successfully implement changes remote work environments?
that were once considered not easily attainable or not
preferred. • Ecosystem Recommendations -
Recommendations based on information from
participants for a new WFH strategy.
Initial COVID-19 discussions were focused on getting
people back in the workplace during the pandemic
for essential services like court proceedings and
the elections process. The focus was on social
distancing, barriers,ventilation, filtration, and
appropriate personal protective equipment (PPE).
However, most of the post COVID-19 discussions
with private organizations is focused on what should
the workplace look like post COVID-19 assuming
there is a vaccine. In recent days (11/10/20),this
vaccine has become a high probability. Therefore,the
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What Staff Have to Say
City of Tigard should proceed with planning the new When discussing the potential of working from home
facility under the assumption that the virus will no with staff,there were a diversity of thought and
longer be a systemic issue when the building is ready experiences shared.
to occupy.
• My home is not configured to allow WFH long-term.
That being said, COVID-19 has created a reality where
WFH should be considered as a part of many roles •
I am much more productive at home without
at the City. Figuring out what this means for each distractions.
department includes understanding the tasks of each Working with the public via phone or email works
staff, how collaboration influences those tasks, and really well.
what support (equipment or stipend for home office)
the City will provide to those who's primary workplace • Ideally, WFH would be balanced with time in the
is at home. office. A 50/50 split would be ideal.
• We really miss spontaneous brainstorming and
mentoring
• More collaboration tools would help us interact with
each other and the public.
• It is really helpful that nearly everything has
gone electronic (from paper) and it is all easily
accessible.
• How can we have a cohesive workplace culture?
• Printing/plotting is complicated.
• If WFH becomes long-term, we will need to find a
way to effectively mentor.
• The City needs to define how to provide the best
customer service and that isn't always in person.
Many people would rather manage their City related
affairs via the internet.
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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Space Strategies Departmental Resource Hub (DRH)
Listening to staff and understanding work-related A DRH is a space the provides a department a 'home
needs it appears there are a number of options the base'with workstations (whether typical, smaller,
City can adopt for the new facility. There is no one- and/or hotelling) where they would be able to work
size-fits-all solution as each department has different from, meet as a group, and collaborate based
needs, cultures, and number of staff that all play a on a schedule appropriate for that department.
role in what the workplace should be for each group. Workstation sizes would be smaller and only a few
(In the following list, 'everyone' refers to all staff/ designated staff would have an assigned workspace.
departments with the option of WFH.) Spaces like conference rooms, phone rooms, and
other support areas would be shared by a few of
1. Everyone works in the office at a typical these DRHs.
workspace.
The benefit of this type of space is that each
2. Everyone works from home and there are department can choose how to furnish and arrange
minimal support spaces in the office. the space as it would be sized based on a square
3. Some departments work in the office full-time footage per staff. This way, as departments grow,
and others only WFH. shrink, or change the space can accommodate their
needs or departments can be moved to a DRH that
4. Some departments work in the office full-time better suites their size.
and others split time between WFH and the
office in typical workspaces.
5. Some departments work in the office full-time
and others split time between WFH and the
office in hoteling stations or a departmental
resource hub.
6. Everyone splits time between WFH and the
office in typical workstations.
7. Everyone splits time between WFH and the
office in hoteling stations or a departmental
resource hub.
The space list included in this report accommodates
strategies 1, 4, and 6 above. This space would
provide the maximum flexibility for the City as well
as the highest cost (both first cost and ongoing
operational costs). Strategies 2 and 3 do not seem
to be a fit for the City of Tigard as nearly all staff said
they would like some in-office time. The remaining
strategies (5 and 7) would reduce the square footage
required and still meet the needs of most staff. There
would be a cultural shift in that few people would
'own' a workspace.
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Departmental Resource Hub (DRH) Conceptual Diagrams
The concept behind the DRH is to provide a work area for departments or workgroups where staff
want to split working from home and working in the office. This space becomes almost an airport
lounge type work area that is their's to use and configure based on the culture and needs of the
group. There are unlimited permutations of this type of space in terms of configuration and size.
Should this strategy be selected, additional analysis would be compelted to determine the square
footage per employee allocated to each Hub.
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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SP r NEEDS
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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SPACE NEEDS STUDY
The intent of this space needs study was to verify
the prior space analysis and provide space size
parity between departments. This is the first step
to implementing any adjustments to accommodate
WFH strategies.
DLR Group worked directly with the user groups
to understand their current space needs, future
requirements, and appropriateness of WFH.
Through interviews with staff we learned
about departmental functions, operations and
space needs on an individual and unit basis.
This exercise was critical in developing an
accurate and responsive program to review
with the project team and confirm the space
requirements.
This space list uses a typical work environment
as a basis of planning and does not yet
incorporate a workplace where WFH strategies
influence space sizes and configuration. The
next step in this space needs study will address
those strategies.
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Space Needs Summary Comparison
City Facilities Consolidation 2/2020 Space Needs 10/2020 Space Needs
Department Total Grossing Total Grossing
DGSF % Total GSF DGSF % Total GSF
Police Department 41,770 15% 48,035 42,989 25% 53,737
City Management 2,304 15% 2,650 2,020 25% 2,525
Financial/IS 5,959 15% 6,853 6,248 25% 7,810
Central Services 3,634 15% 4,179 5,530 25% 6,912
Community Development 5,974 15% 6,870 5,181 25% 6,477
Public Works/Engineering 5,071 15% 5,832 5,098 25% 6,372
Public Spaces 6,464 15% 7,434 10,476 25% 13,095
Staff Support Space 8,527 15% 9,806 9,308 25% 11,635
Total Gross Square Footage 91,658 108,562
Site Summary
CFC Site Square Footage 98,212 100% 196,424 83,464 100% 166,928
Notes
On the following pages, red text = space needs adjustment by DLR Group
There are a few corrections to the 2/2020 Space Needs numbers, as indicated
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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POLICE DEPARTMENT
LOBBY, EOC, EMERGENCY
MANAGEMENT, IT
The public lobby space will allow the Police to greet visitors and provide a place for them to
wait, use the restroom, and file a report in private with an Officer. This space also provides
infrastructure to support the Multipurpose/EOC/Community Room. This large space includes
space for chair and table storage that will allow the room to be used in many different
configurations. There is also a catering kitchen and additional storage for smaller items that
also has a place for audio-visual equipment.
Emergency Management is adjacent to the large multi-functional room as it also serves as an
Emergency Operations Center (EOC) when necessary. Staff workspaces and support areas
include two small training rooms that can be used as breakout spaces for the EOC when it is
activated.
Information Technology has located a server room here because of the Criminal Justice
Information Services (CJIS) requirements for much of the Police Department's data.
Workspaces are provided for IT staff near this server room.
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Police Department 2/2020 Space Needs 10/2020 Space Needs
Room Program NSF/ Total NSF/ Total
# QTY Space NSF QTy Space NSF
1.00 Public Lobby
1.01 Secure Entry Vestibule 1 56 56 1 56 56
1.02 Lobby 1 500 500 1 500 500
1.03 Reception Counter 3 50 150 3 50 150
1.04 Public Unisex Bathroom 4 64 256 2 64 128
1.05 Report Taking Room 2 100 200 2 100 200
1.06 Secure Vestibule 1 100 100 1 100 100
Subtotal 1,262 1,134
Circulation Factor(10° ) 15°%o 189 30% 340
Departmental Gross Square Footage 1,451 1,474
2.00 Multipurpose Rooms/ EOC
2.01 Large Training/Community/EOC 1 2,240 2,240 1 2,240 2,240
2.02 Table/Chair Storage 1 200 200 1 200 200
2.03 Catering/Support Kitchen 1 200 200 1 200 200
2.04 Storage/AV Closet 1 100 100 1 100 100
Subtotal 2,740 2,740
Circulation Factor(10%) 15% 411 'cox 685
Departmental Gross Square Footage 3,151 3,425
3.00 Emergency Management
3.01 EM Manager 1 150 150 1 150 150
3.02 EM Staff 4 80 320 4 64 256
3.03 Small Medium Training Room 2 300 600 2 300 600
3.04 Copy/Work Room 1 120 120 1 120 120
3.05 EOC Storage 1 400 400 1 400 400
3.06 Unisex Restroom 1 64 64 1 80 80
3.07 EOC Storage 1 96 96 1 96 96
3.08 Break Room 1 120 120 1 120 120
Subtotal 1,870 1,822
Circulation Factor 20% 374 .,5% 638
Departmental Gross Square Footage 2,244 2,460
4.00 Information Technology
4.01 IT Support Staff 4 80 320 64 128
4.02 IT Server Room 1 420 420 1 300 300
4.03 IT Work Room 1 300 300 1 200 200
4.04 Security IT 1 120 120 1 120 120
4.05 Secure CJIS Delivery Storage 1 200 200 1 200 200
Subtotal 1,360 948
Circulation Factor 20% 272 20% 190
Departmental Gross Square Footage 1,632 1,138
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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POLICE DEPARTMENT
ADMINISTRATION AND RECORDS
The Police Administration spaces create a typical office suite with predominantly offices. During
design,the placement of these offices will be refined.
The Records suite includes a Supervisor office and a number of workstations along with active
and archived records storage spaces.
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2/2020 Space Needs 10/2020 Space Needs
Room Program NSF/ Total NSF/ Total
# QTY Space NSF QTY Space NSF
5.00 Police Administration
5.01 Chief of Police 1 400 400 1 180 180
5.01 Chief Restroom 1 80 80
5.01 Chief Closet 30 30
5.02 Confidential Executive Assistant 1 180 180 1 120 120
5.03 Commander-Services 1 180 180 1 150 150
5.04 Commander-Operations 1 180 180 1 150 150
5.05 Commander-Future 1 180 180 1 150 150
5.06 Lieutenant-Services 1 150 150 1 150 150
5.07 Business Manager 1 150 150 1 120 120
5.08 Public Information Officer 1 150 150 1 120 120
5.09 Community Engagement Program 1 150 150 1 120 120
5.10 Crime Analyst 2 120 240 200 200
5.11 PIO Storage 1 150 150 1 120 120
5.12 Secure Files 1 200 200 1 200 200
Subtotal 2,310 1,890
Circulation Factor 20% 462 '5°%o 662
Departmental Gross Square Footage 2,772 2,552
6.00 Records
6.01 Records/Property&Evidence Supervisor 1 150 150 1 150 150
6.02 Records Specialist 8 80 640 8 64 512
6.03 Copy/Work/Mail 1 50 50 1 120 120
6.04 Record Storage(Active) 1 200 200 1 200 200
6.05 Record Storage(Archive) 1 450 450 1 450 450
6.06 Unisex Restroom 1 64 64 1 60 60
Subtotal 1,554 1,492
Circulation Factor 20% 311 35% 522
Departmental Gross Square Footage 1,865 2,014
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POLICE DEPARTMENT
INVESTIGATIONS AND PATROL
Investigation Services includes offices for the Lieutenant and Sergeants and workstations for
detectives. This workgroup also has several specific needs including a briefing room, flexible
workstations, interview space, and temporary evidence storage. Also included in this space are
the School Resource Officer workstations and storage.
Patrol Services includes a single person office for each Lieutenant and two shared offices for
the Sergeants. The Homeless Outreach Officers and Advocate have workstations. The report
writing area for Patrol Officers is a open space with 10 small workstations that are adjacent to
the juvenile lounge to provide supervision of this area. K9 space is also located with Patrol.
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2/2020 Space Needs 10/2020 Space Needs
Room Program NSF/ Total NSF/ Total
# QTY Space NSF QTY Space NSF
7.00 Investigation Services
7.01 Lieutenant-Investigations 1 150 150 1 150 150
7.02 Police Services Admin Specialist 1 150 150 1 120 120
7.03 Sergeant-CIU 1 150 150 1 120 120
7.04 Sergeant-CCU 1 150 150 1 120 120
7.05 CIU Detectives 7 80 560 7 64 448
7.06 CCU Detectives 5 80 400 5 64 320
7.07 Background Investigator 2 80 160 2 64 128
7.08 SRO 4 80 320 4 64 256
7.09 Flex Workstations 1 80 80 48 96
7.10 Investigations Briefing Room 1 100 100 1 100 100
7.11 Sound Vestibule 1 150 150 1 150 150
7.12 Interview Room 1 100 100 1 100 100
7.13 Family Interview Room 0 150 - 0 150 -
7.14 Interview Room Restroom 1 64 64 1 60 60
7.15 Work Area/Copv/Supply 1 150 150 1 120 120
7.16 Temporary Evidence Lockers 3 15 45 3 15 45
7.17 School Resource Storage 1 80 80 1 80 80
7.18 Eauipment Storaae 1 150 150 1 150 150
Subtotal 2,959 2,563
Circulation Factor 20% 592 35% 897
Departmental Gross Square Footage 3,551 3,460
8.00 Patrol Services
8.01 Lieutenants 3 120 360 3 150 450
8.02 Sergeants 4 80 320 2 200 400
Patrol Officer N/A N/A
K9 Officer N/A N/A
8.03 Homeless Outreach Officer 2 80 160 2 64 128
8.04 Homeless Outreach Advocate 1 80 80 1 64 64
8.05 Report Writing 10 48 480 10 36 360
8.06 Juvenile Lounge 1 100 100 1 100 100
8.07 Juvenile Restroom 1 64 64 1 60 60
8.08 Patrol Equipment Storage 1 100 100 1 100 100
8.09 K9 Support Space 1 150 150 1 150 150
8.10 K9 Kennels 2 40 80 2 40 80
Subtotal 1,894 1,892
Circulation Factor 20% 379 35% 662
Departmental Gross Square Footage 2,273 2,554
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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POLICE DEPARTMENT
TRAFFIC, EVIDENCE AND SHARED
SPACES
Traffic and CSO is a small suite with one office, five workstations, report writing, and
traffic and inventory storage. This space can be adjacent to the Patrol area.
Evidence has space for four staff. There is space where property and evidence can be
viewed and/or released. Evidence receiving is where Officers bag and tag evidence and
place it into double sided lockers. Evidence staff take the evidence from the back side
of those lockers to process it. Sometimes evidence is wet when it comes in and needs
to be placed in a drying cabinet. There is also evidence that needs to be kept cold (either
refrigerated or frozen) so equipment will be provided for that.
Evidence storage is a large room with separate lockable spaces for Narcotics, weapons,
and money. In addition to the main evidence storage room, there is a garage for vehicle
processing and a secure outdoor evidence storage space for lawn mowers and other
items that do not need to be in the main evidence storage space.
Shared Collaboration Spaces for the Police include a briefing room, two medium and
two small conference rooms. The four focus rooms can be used for a variety of needs
including staff wellness, small meetings, phone calls, specific case collaboration, etc.
There is also a kitchen/break room with full kitchen equipment. The Physical Training
Room may be located near the Tactical Training Room and lockers for cross use.
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2/2020 Space Needs 10/2020 Space Needs
Room Program NSF/ Total NSF/ Total
# QTY Space NSF QTy Space NSF
9.00 Traffic/CSO
9.01 Traffic Sergeant 1 150 150 1 120 120
Traffic Officer N/A N/A
9.02 CSO 3 80 240 3 64 192
Youth Services Program Specialist N/A N/A
9.03 Flex Workstation 2 80 160 2 48 96
9.04 Traffic Storage 1 100 100 1 100 100
9.05 Report Writing 4 48 192 4 36 144
9.06 Inventory Storage 1 100 100 1 100 100
Subtotal 942 752
Circulation Factor 20% 188 35% 263
Departmental Gross Square Footage 1,130 1,015
10.00 Evidence/ Property
10 Property/Evidence Specialist 4 80 320 4 64 256
10 Evidence Viewing/Release 1 150 150 1 150 150
10 Evidence Receiving/Transfer 1 150 150 1 150 150
10 Evidence Processing 1 300 300 1 300 300
10.1 Evidence Drying Cabinet 1 20 20 2 10 20
10.1 Evidence Storage 1 1,500 1,500 1 1,500 1,500
10.1 Evidence Storage-Narcotics 1 160 160 1 160 160
10.1 Evidence Storage-Marijuana 1 160 160 1 160 160
10.1 Evidence Storage Vault 1 70 70 1 70 70
10.10 Evidence Storage Weapons 1 200 200 1 200 200
10.1 Evidence Storage Refrigeration 1 50 50 1 50 50
10.1 Bio-Hazard/Cleaning Room 1 80 80 1 80 80
10.1 Vehicle Processing 1 600 600 1 600 600
10.1 Exterior Evidence Storage 1 100 100 1 100 100
Subtotal 3,860 3,796
Circulation Factor 10% 386 30% 1,139
Departmental Gross Square Footage 4,246 4,935
11.00 Shared Collaboration Spaces
11 Briefing Room 1 800 800 1 800 800
11 Medium Large Conference Room 2 500 1,000 2 500 1,000
11 Small Medium Conference Room 2 300 600 2 300 600
11 Focus Room (Meeting Room) 4 150 600 4 150 600
11.1 Kitchen/Break Room 1 750 750 1 750 750
11.1 Physical Training room 1 600 600 1 600 600
11.1 Copy/Print/Work Room 3 120 360 120 120
11.1 Unisex Restroom 4 64 256 4 60 240
Subtotal 4,966 4,710
Circulation Factor 25% 1,242 1,413
Departmental Gross Square Footage 6,208 6,123
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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POLICE DEPARTMENT
SHARED SUPPORT, LOCKERS, AND
HOLDING
The Shared Police Support Spaces include spaces for Officers to share and are used everyday.
The Mud Room is a space that includes a washer and dryer, boot dryers, a drying cabinet, and
sink. Duty Bag Storage is a place for Officers to easily store and grab their duty bags coming and
going from the station.
The training spaces include the Video Simulation Room, Weapons Maintenance,Tactical
Training and storage. The Armory and Weapons Storage spaces are secure areas. The
remaining spaces include uniform storage, general building storage, and a loading area.
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2/2020 Space Needs 10/2020 Space Needs
Room Program NSF/ Total NSF/ Total
# QTY Space NSF QTy Space NSF
12.00 Shared Police Support Spaces _
12 Mud Room 1 150 150 1 150 150
12 Duty Bag Storage 1 600 600 80 6 480
12 Video Simulation Room 1 600 600 1 600 600
12 Weapons Maintenance 1 100 100 1 120 120
12.1 Tactical Training Room 1 1,500 1,500 1 1,500 1,500
12.1 Training Storage 1 300 300 1 300 300
12.1 Armory 1 120 120 1 180 180
12.1 Weapons Storage 1 300 300 1 240 240
12.1 Uniform Storage 1 120 120 1 120 120
12.10 Building Supply Storage 1 200 200 1 200 200
12.1 Service Bay Loading 1 400 400 _ 1 400 400
Subtotal 4,390 4,290
Circulation Factor 15% 659 25°%o 1,073
Departmental Gross Square Footage 5,049 5,363
13.00 Lockers/Restrooms
13 Locker Room 1 1,470 1,470 1 1,600 1,600
13 Changing/Toilet Room 8 80 640 8 80 640
13 Laundry/Janitor's Closet 1 150 150 1 150 150
13 Quiet Room 2 100 200 2 100 200
Subtotal 2,460 2,590
Circulation Factor 15% 369 20% 518
Departmental Gross Square Footage 2,829 3,108
14.00 Temporary Holding
14 Booking/Suspect Processing 1 200 200 1 200 200
14 BAC/DRE Room 1 100 100 1 100 100
14 Single Holding Cell 2 80 160 2 80 160
14 Multiple Holding Cell 1 120 120 1 120 120
14.1 Suspect Interview Room 2 100 200 2 100 200
14.1 Storage 1 150 150 1 150 150
14.1 Vehicle Sally Port 1 2,000 2,000 1 2,000 2,000
Subtotal 2,930 2,930
Circulation Factor 15°%o 440 15°%o 440
Departmental Gross Square Footage 3,370 3,370
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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CITY MANAGEMENT
CITY MANAGER, HR & RISK
ASSESSMENT, AND CITY ATTORNEY
City Manger is a small suite with two offices and three workstations. The City Manger function
should be adjacent to a medium conference room for executive meetings.
Human Resources and Risk Management is a suite with four office and five workstations. This
area also includes a secure HR Files storage room.
The City Attorney space is a small suite with two offices and one workstation. This space should
be considered for combination with another small suite to create a better work environment.
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City Management 2/2020 Space Needs 10/2020 Space Needs
NSF/ Total NSF/ Total
QTY Space NSF QTY Space NSF
City Manager
City Manager 1 168 168 1 180 180
Assistant City Manager 1 168 168 1 150 150
City Management Workstation 2 80 160 2 64 128
City Management Workstation-2040 Staff 1 80 80 1 64 64
Subtotal 576 522
Circulation Factor 20% 115 35% 183
Departmental Gross Square Footage 691 705
HR&Risk Management
Human Resources Director 1 168 168 1 150 150
Senior HR Director 1 168 168 1 150 150
HR Business Partner 1 168 168 1 120 120
Risk Manager 1 168 168 1 120 120
HR&Risk Management Workstation 3 80 240 3 64 192
HR&Risk Management Workstation-2040 Staff 4 80 320 2 64 128
HR File Room 1 200 200 1 200 200
Subtotal 928 640
Circulation Factor 20% 186 35% 224
Departmental Gross Square Footage 1,114 864
City Attorney
City Attorney 1 168 168 1 150 150
City Attorney-2040 Staff 1 168 168 1 120 120
Paralegal-2040 Staff 1 80 80 1 64 64
Subtotal 416 334
Circulation Factor 20% 83 35% 117
Departmental Gross Square Footage 499 451
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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CITY MANAGEMENT
FINANCIAL/IT ADMIN, INFORMATION
SERVICES, AND BUDGET/CIP
Financial / IT Administration is the current configuration of these services. In the future,
Information Services will become its own department. This administration space is a
small suite of two offices and a workstation.
Information Services is a growing department with an office for a future director
position as well as twenty-two workstations and two flex workstations. They have a
conference room for small meetings. The server room is redundant to the one in the
Police Department and has a couple of workstations/benches associated with it.
Budget/CIP is also a small office component with just two workstations. This space
should be combined with similar functions to improve the workplace environment.
DLR Group
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City Management 2/2020 Space Needs 10/2020 Space Needs
NSF/ Total NSF/ Total
QTY Space NSF QTY Space NSF
Financial/IT Administration
Finanace and IT Director 1 168 168 1 150 150
Assistant Finance Manager 1 168 168 1 120 120
Conf. Executive Assitant 1 80 80 1 64 64
Subtotal 416 334
Circulation Factor 20% 83 35% 117
Departmental Gross Square Footage 499 451
Information Services
IT Director-2040 Staff 1 168 168 1 150 150
IT Workstation 12 80 960 14 64 896
IT Workstation-2040 Staff 8 80 640 8 64 512
IT Flex Workstation 2 48 96 2 48 96
IT Conference Room 1 252 252 1 240 240
IT Server Room - - - 1 300 300
IT Work Room - - - 2 64 128
Secure CJIS Delivery Storage - - - 0 200 -
Subtotal 2,116 2,322
Circulation Factor 20% 423 35% 813
Departmental Gross Square Footage 2,539 3,135
Budget/CIP
Budget/CIP Workstation 1 80 80 1 64 64
Budget/CIP Workstation-2040 Staff 1 80 80 1 64 64
Subtotal 160 128
Circulation Factor 20% 32 35°%o 45
Departmental Gross Square Footage 192 173
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CITY MANAGEMENT
CONTRACTING/PURCHASING, ACCOUNT/
PAYROLL, AND FINANCE OPS
Contracting/Purchasing is a small office component with just three workstations.
This space should be combined with similar functions to improve the workplace
environment.
Accounting/Payroll is a little larger office component with one office and six
workstations. This space should be combined with similar functions to improve the
workplace environment.
Finance Operations has eight workstations and two flex workstations. The reception
counter supports their functions including Utility Billing (UB). UB also has some file
storage and workspace as well as a Mud Room for staff coming back from being in the
field.
DLR Group
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2/2020 Space Needs 10/2020 Space Needs
Contracting/Purchasing
Contracting/Purchasing Workstation 2 80 160 2 64 128
Contracting/Purchasing Workstation-2040 Staff 1 80 80 1 64 64
Subtotal 240 192
Circulation Factor 20% 48 35% 67
Departmental Gross Square Footage 288 259
Accounting/Payroll
Payroll Administrator 1 168 168 1 120 120
Accounting/Payroll Workstation 5 80 400 5 64 320
Accounting/Payroll Workstation-2040 Staff 1 80 80 1 64 64
Subtotal 648 504
Circulation Factor 20% 130 35% 176
Departmental Gross Square Footage 778 680
Finance Operations
Finance Operations Workstation 5 80 400 5 64 320
Finance Operations Workstation-2040 Staff 3 80 240 2 64 128
Utility Billing Workstation 1 80 80 1 64 64
Flex Workstation 2 48 96 2 48 96
Reception Counter 1 120 120 1 120 120
UB File Storage 1 200 200 1 200 200
UB Layout/Work Space 1 150 150 1 120 120
UB Mud Room 1 100 100 1 100 100
Subtotal 1,386 1,148
Circulation Factor 20% 277 35% 402
Departmental Gross Square Footage 1,663 1,550
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CENTRAL SERVICES
ADMINISTRATION, DESIGN & COMS,
CITY RECORDER/RECORDS, COURT
Central Services Administration is a small office component with one office and a future
workstation. This space should be combined with similar functions to improve the
workplace environment.
Design & Communication is a collaborative workspace with one office and seven
workstations. There is a layout space as well as a print room with space for a plotter.
City Recorder/Records is another small suite with five workstations. This space should
be combined with similar functions to improve the workplace environment.
Municipal Court is a high traffic area for the public. Currently the court is held in a
multi-purpose space but, likely, it will require its own space by 2040. Therefore, we
have provided a small jury-capable courtroom in this area. There are two offices, six
workstations, a reception counter, file storage, a workroom, and small conference room
that could serve as jury deliberation in the future.
6 DLR Group
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Central Services 2/2020 Space Needs 10/2020 Space Needs
NSF/ Total NSF/ Total
QTY Space NSF QTY Space NSF
Central Services Administration
Central Services Director 1 168 168 1 150 150
_Central Services Admin-2040 Staff 1 64 64
Subtotal 168 150
Circulation Factor 20% 34 35% 53
Departmental Gross Square Footage 202 203
Design&Communication
Design&Communication Workshop 6 80 480 6 64 384
Design&Communication Manager - 1 120 120
Design&Communication Workshop-2040 Staff 2 80 160 1 64 64
Design Layout Space 1 64 64 1 64 64
Print/Copy/Work 1 150 150 1 150 150
Subtotal 854 782
Circulation Factor 20% 171 35% 274
Departmental Gross Square Footage 1,025 1,056
City Recorder/Records
City Recorder/Records Workstation 3 80 240 4 64 256
City Recorder/Records Workstation-2040 Staff 2 80 160 1 64 64
Subtotal 400 320
Circulation Factor 20% 80 35% 112
Departmental Gross Square Footage 480 432
Municipal Court
Courtroom-2040 need - 1 1,400 1,400
Municipal Court Judge 1 168 168 1 120 120
Court Ops Supervisor 1 - - 1 120 120
Court Workstation 4 80 320 4 64 256
Court Workstation-2040 Staff 6 80 480 2 64 128
Reception Counter 1 120 120 1 200 200
Clerk File Storage 1 200 200 1 200 200
Print/Copy/Work 1 150 150 1 120 120
Conference Room 1 168 168 1 240 240
Restroom 0 - - 1 60 60
Subtotal 1,606 2,844
Circulation Factor 20% 321 35% 995
Departmental Gross Square Footage 1,927 3,839
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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COMMUNITY DEVELOPMENT
ADMIN, BUILDING DIV, COMMUNITY
PLANNING, AND SUPPORT
Administration includes an office for the Community Development Director and nine
workstations for other Community Development staff.
The Building Official has an office,three oversized workstations, eight typical workstations,
layout stations and library. There is also a reception counter for the public.
Community Planning has an office for the Assistant Community Development Director and 15
workstations for community planning staff.
Most of the shared support spaces have been shifted to the whole building shared support
spaces. The remaining spaces include a meeting room, amenity space and file storage.
6 DLR Group
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Community Development 2/2020 Space Needs 10/2020 Space Needs
NSF/ Total NSF/ Total
QTY Space NSF QTY Space NSF
Administration
Community Development Director 1 168 168 1 150 150
Community Development Workstation 7 80 560 7 64 448
Community Development Workstation-2040 Staff 4 80 320 2 64 128
Subtotal 1,048 726
Circulation Factor 20% 210 35% 254
Departmental Gross Square Footage 1,258 980
Building Division
Building Official 1 168 168 1 150 150
Building Division Workstation 14 80 1,120 5 64 320
Building Division Workstation Oversize&Layout 4 128 512
Building Division Workstation-2040 Staff 4 80 320 3 64 192
Reception Counter 1 120 120 1 120 120
Layout Space 1 64 64 2 64 128
Print/Copy/Work 1 150 150 1 120 120
Library 1 60 60 1 60 60
Subtotal 2,002 1,602
Circulation Factor 20% 400 35% 561
Departmental Gross Square Footage 2,402 2,163
Community Planning
Assistant Community Development Director 1 168 168 1 150 150
Community Planning Workstation 12 80 960 12 64 768
Community Planning Workstation-2040 Staff 5 80 400 3 64 192
Subtotal 1,528 1,110
Circulation Factor 20% 306 35% 389
Departmental Gross Square Footage 1,834 1,499
Shared Support Spaces
Collaboration Space(Meeting Room) 1 200 200 1 200 200
Lounge/Amenity Space 1 100 100 1 100 100
File Storage 1 100 100 1 100 100
Public Reception/Waiting Area - - - - - -
Conference Rooms - - - - - -
Print/Copy/Work - - - - - -
Break Room - - - - - -
Restrooms - - - - - -
Subtotal 400 400
Circulation Factor 20% 80 35% 140
Departmental Gross Square Footage 480 540
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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PUBLIC WORKS ADMINISTRATION
ADMIN AND ENGINEERING
Public Works Administration includes and office for the Director and eight staff workstations.
The other work spaces zeroed out on the list were moved to another location.
Engineering has offices for the City Engineer and the Assistant City Engineer. Workstations are
provided for 26 staff. Support spaces include layout areas, a workroom, storage, and map room.
6 DLR Group
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Public Works (@City Hall) 2/2020 Space Needs 10/2020 Space Needs
NSF/ Total NSF/ Total
QTY Space NSF QTY Space NSF
Public Works Administration
Public Works Director 1 168 168 1 150 150
Assistant Public Works Director 1 168 168 0 120 -
Utility Division Manager 1 80 80 0 64 -
Parks and Streets Division Manager 1 80 80 0 64 -
Public Works Administration Workstation 7 80 560 7 64 448
Public Works Administration Workstation-2040 Staff 4 80 320 2 64 128
Subtotal 1,376 726
Circulation Factor 20% 275 35% 254
Departmental Gross Square Footage 1,651 980
Engineering
City Engineer 1 168 168 1 150 150
Assistant City Engineer 1 120 120
Engineering PM Workstation 21 80 1,680 12 80 960
Eng Tech,Coordinator,Admin 8 64 512
Volunteer and Intern 2 48 96
Engineering Workstation-2040 Staff 7 80 560 4 80 320
Layout Area 3 64 192 3 64 192
Print/Copy/Work 1 150 150 1 200 200
Equipment Storage 1 100 100
File Storage 1 100 100 1 100 100
PW Coordination/Planning/Map Room 1 300 300
Reception Counter - - - - - -
Subtotal 2,850 3,050
Circulation Factor 20% 570 35% 1,068
Departmental Gross Square Footage 3,420 4,118
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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PUBLIC SPACES
SHARED SPACES
The shared public spaces includes the lobby, public restrooms, conference room, community
room with appropriate storage, and the consolidated services counter.
Support spaces such as a kitchen and small dining are provided for people to gather prior to
Council meetings.
Distributed lobby spaces will be located as the design evolves.
6 DLR Group
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Public Spaces 2/2020 Space Needs 10/2020 Space Needs
QTY NSF/ Total QTY NSF/ Total
Space NSF Space NSF
Shared Spaces
Secure Entry Vestibule 1 100 100 1 100 100
Lobby 1 600 600 1 600 600
Services Counter 1 1,400 1,400
Department Waiting 4 180 720 5 180 900
Public Restrooms 4 64 256 5 60 300
Council Chambers 1 1,575 1,575 1 1,700 1,700
Executive Conference Room 1 384 384 1 440 440
Multipurpose/Community Room 1 1,152 1,152 1 1,620 1,620
Kitchen 1 150 150 1 150 150
Small Dining/Prefunction Waiting 150 150
Table/Chair Storage 1 300 300 1 300 300
AV Room 1 150 150 1 100 100
Retail/Leasing Space 0 - - 0 - -
Subtotal 5,387 7,760
Circulation Factor 20% 1,077 35% 2,716
Departmental Gross Square Footage 6,464 10,476
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STAFF SPACES
SHARED SPACES
The shared staff spaces will be placed as the building is being designed. The spaces included
are focus/amenity rooms, conference rooms of different sizes, a large break room, hotel
workstations, workrooms, coffee alcoves, mail room, lockers, restrooms, storage, wellness,
mothering room,janitor, and bike storage.
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Staff Spaces 2/2020 Space Needs 10/2020 Space Needs
QTY NSF/ Total QTY NSF/ Total
Space NSF Space NSF
Shared Spaces
Focus Room 4 100 400 8 100 800
Small Medium Conference Room 3 252 756 3 300 900
Medium Largc Conference Room 5 384 1,920 5 500 2,500
Break Room 1 700 700 1 700 700
Hotel Workstations 2 48 96 4 36 144
Copy/Print/Work Room 3 150 450 1 120 120
Coffee Alcove 3 50 150 3 40 120
Mail Room 1 200 200 1 200 200
Staff Restrooms 6 64 384 6 60 360
General Storage 3 150 450 3 150 450
Wellness 1 100 100 1 136 136
Lockers(Non-Gendered) 1 400 400 0 400 -
Single Occupant Toilet/Shower Room 4 80 320 2 80 160
Mothering 1 120 120
Janitor Room 3 100 300 3 50 150
Interior Bike Storage 10 48 480 10 30 300
Subtotal 7,106 7,160
Circulation Factor 20% 1,421 30% 2,148
Departmental Gross Square Footage 8,527 9,308
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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SITE SPACES
PARKING, SITE SUPPORT, POLICE
SITE NEEDS
The parking areas include public parking, bike parking, staff parking (likely structured parking),
and fleet parking. The number of parking spaces are still being refined.
Site support spaces include a civic plaza, trash and recycling center, and the relocation of the
skate park.
Police site needs include public parking, bike parking, staff parking, fleet parking, some exterior
storage, a generator, and a trash recycling center. Some of these spaces could be consolidated
as determined during design.
DLR Group
40
Site Space Needs 2/2020 Space Needs 10/2020 Space Needs
QTY NSF/ Total NSF QTY NSF/ Total NSF
Space Space
Parking
Public Parking 73 162 11,826 70 162 11,340
Public Bicycle Parking 10 48 480 10 24 240
City Management Staff Parking 19 162 3,078 15 162 2,430
IT/Finance Staff Parking 48 162 7,776 45 162 7,290
Central Services Staff Parking 25 162 4,050 22 162 3,564
Community Development Staff Parking 49 162 7,938 45 162 7,290
Public Works Staff Parking 44 162 7,128 41 162 6,642
Public Works Fleet-Administration 2 162 324 4 162 648
Public Works Fleet-Engineering 6 162 972 6 162 972
Subtotal 43,572 40,416
Circulation Factor 0% - 0% -
Parking Gross Square Footage 43,572 40,416
Site Support Spaces
Civic Plaza 1 1,200 1,200 1 3,000 3,000
Trash/Recycling 1 300 300 1 300 300
Hydro Modification Swale 1 800 800 1 800 800
Skate Park Relocation 1 15,000 15,000 1 15,000 15,000
Subtotal ' 17,300 19,100
Circulation Factor 0% - 0°%o Site Gross Square Footage 17,300 19,100
Police Site Space Needs
Public Parking 40 162 6,480 24 162 3,888
Public Bicycle Parking 20 48 960 20 48 960
Staff Parking 110 180 19,800 50 180 9,000
Fleet Parking 50 180 9,000 50 180 9,000
EM Exterior Storage 1 300 300 1 300 300
PD Exterior Storage 1 300 300 1 300 300
Emergency Generator 1 200 200 1 200 200
Trash/Recycling 1 300 300 1 300 300
Subtotal 37,340 23,948
Circulation Factor 0% 0 0% -
Total Site Area 37,340 23,948
City Facilities Consolidation Total Site Space
Subtotal Site Square Footage 98,212 83,464
Site Grossing Factor 100% 98,212 100% 83,464
Total Site Gross Square Footage 196,424 166,928
Iii . ..
CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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CONSOLIDATED
toLRGroup
CE COUNTER
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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CONSOLIDATED SERVICE COUNTER
We had discussions about the consolidated service counter with three groups of staff. Their insights
were consolidated to the four graphics here. The diagrams are not meant to convey a design, but rather
a concept of how the space might function.
*Please note that these options can be combined, mixed, matched etc.
Option 1 - w/ Glass:
Pros Cons
• Layer of glass acts as a • A less personable and
barrier between staff and inviting lobby experience
the public
• Could limit ,�o�s
• Potential added level of communication between ��
safety - COVID and non- people % '' /l'
COVID security concerns '
as the full door behind0 .;. ., '' 04
desk creates a fall . % ,l
back" place in case of an ki,
emergency �� 1�
[ o
Option 2 - w/o Glass:
Pros Cons
• More potential for • There is no barrier in case
personal connection of a potential emergency
between people at desk
and public • Less protection for ��.,o
everyone in relation to m00% fly1, ....„
• Full door behind desk COVID %
creates a "fall back" place r-v
in case of an emergency ■ % a ;J6 0,. ,i
I
1
1
6 DLR Group
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Blue silhouettes indicate staff, green silhouettes indicate a citizen with typical needs, and orange silhouettes
indicates a citizen with a higher level of needs.
Option 3 - Half Wall:
Pros Cons
• Differentiates between • A small sightline exists
the private and public from the lobby to the
space without completely workstations.
blocking the public's view «��%'` 40
o .
to the workstations "'
�,
• Easier for staff to ass �� 1
through ■ ■a w:/
• Easy access for staff puel, j
to coordinate with one Ii
another , .5,-
Option 4 - Conference
Room:
Pros Cons
• Addition of conference • Could potentially create
rooms for immediate a "my issue is more
service away from the important than yours?"
lobby among the public. o %� r
• Promotes a consistent .
flow among both staff
and the public 1 4-lit 1 -
• A private space for public p�glc �\. Ii
with more sensitive I��
topics 0
.5,
t
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CITY OF TIGARD CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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D EPARTMENTAL
L DLR Group
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DEPARTMENTAL ADJACENCIES
The development of departmental adjacencies
provides a diagram of where each work group will
be in relation to the others. The following diagram
reflect our interpretation of the needs based on our
departmental interviews and conversations.
M CITY
ANAGEM
111111
i c �oNNAEIN s -44111
•sTAFF
TPEV SERVICE
CENTRA
CSPACE
111114111111114411111
DLR Group
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RK�N�iiirA
P' ___
-11111
BLOCKING AND STACKING DIAGRAM
71 : ..
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CITY RECORDER
ADMINISTRATION
DESIGN AND
COMMUNICATIONS
MUNICIPAL COURT
PUBLIC SPACE
-401.11116' ,4401111
411111111111111111111111114
11111
DLR Group
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TEMPORARY HOLDING
PUBLIC LOBBY
TRAFFIC/CSO
INFORMATION TECHNOLOGY
EVIDENCE/PROPERTY
FIRST LEVEL PARKING
Now
FIRST LEVEL ADJACENCIES
CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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ADMINISTRATION
SHARED SUPPORT SPACES
BUILDING DIVISION
COMMUNITY PLANNING
STAFF SPACE
41111111
0404
-41
DLR Group
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SHARED COLLABORATION
LOCKERS / RESTROOMS
POLICE SUPPORT
SECOND LEVEL PARKING
41111111111111111401100..,111�►
I
SECOND LEVEL ADJACENCIES
CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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PUBLIC WORKS
STAFF SPACE
I ‘10 I 1 1 I 1
1111
DLR Group
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MULTI - PURPOSE ROOMS
INVESTIGATION SERVICES
RECORDS
THIRD LEVEL PARKING
411
,44101 floi001111
THIRD LEVEL ADJACENCIES
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FINANCE OPERATIONS
CITY MANAGER
ACCOUNTING
CONTRACTING
BUDGET/ CIP
HR & RISK MANAGEMENT
FINANCIAL & IT
CITY ATTORNEY
INFORMATIO SERVICES
14111
6y1111 VFW
�v
101111111 '1411
-11
111
DLR Group
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EMERGENCY MANAGEMENT
POLICE ADMINISTRATION
1111110
FOURTH LEVEL ADJACENCIES
CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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E DLR Group
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APPENDIX
DEPARTMENT MEETING NOTES 72
SERVICE COUNTER MEETING NOTES
N . .
CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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DLR Group
Project Memo Architecture Planning Interiors
Memo Date September 18,2020 DLR Group Architecture&Planning
421 SW Sixth Avenue
Suite 1212
By DLR Group Portland, OR 97204
Project City of Tigard f: 503/274-0313
City Facilities Consolidation Project
Project# 74-20128-00
Subject City Management&Central Services
City Management&Central Services(9/16/20)
(Information Technology has a separate memo)
Communications
• Manage community round table for 50-60 participants. Generally go to them(church,school,
other),but might be nice to have a community room in case there isn't a space available at their
location.
• Manage the City's social media including podcasting. It would be good to have a media studio
the departments could share.
• Focusing on the Spanish speaking community including personal outreach to the community.
• Each department runs their own community outreach projects.
• Support the Mayor/City Council
• City agencies are their customers more than the public.
• Would like a collaboration space with media/AV and layout furniture •
City Recorder/Records •
• Manages City Council Town Hall Space
• They have a TV studio to manage Town Hall Space broadcasts and recordings. .
• Records storage—working on reducing paper storage,but there will always be some.•. • • .
• They have a vault. . .
• Elections needs space to meet with candidates(maybe a space at the lobby and that could serve
as a place for notary services as well)
• They need a bulletin display where they can hang proclamations,notice,and the like.
• Ballot box in the parking lot or at a turn out at City Hall.
•
Administration—City Management
• Need a meeting room for 20 ' .
• City Council only comes in for the meetings
• Mayor has recently been given a workstation.Council does not need a place to work. : : . . : :•: :•:•:
•
• Council could use an event kitchen space with a couple of tables in it for eating and waitinqt:::•::::•:••••••
• Space for work areas and records management
• Public interaction includes angry citizens,boards,community leaders. • •
Court
• Judge will move to 1/2 or 34 time in the future. '
• Currently just a traffic court.Should plan on more proceedings in the future including a 6 persorj•, •
jury and potentially in-custody spaces.
.• Need attorney conference/work space .•.•
• Virtual court will increase •
•
Portland and locations worldwide
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Human Resources
• Internal service with few external customers
• Open door policy
• Part of the City Manager's office now, but should be it's own suite not adjacent to CM. Risk can
share the HR suite
• People come in and talk about their personal issues.
• Staff need a place to go for video calls.
• Third spaces would be needed and a conference room
• All 1st interviews are via video. Provide a room off the lobby for those who don't have the
equipment to interview.
• Investigations is hard to do remotely. This function should be in-person.
Lessons Learned from pandemic and other thoughts
• Keep part time work from home, but not full time
• Need access to the public. Some things are not as rich or well executed without the face to face
interaction.
• How to broadcast professionalism to the public
• Acoustic separation between workgroups
• All-City staff meetings have been recorded for those who can't make that time. People really
appreciate this and it should continue.
• Miss spontaneous brainstorming.
• How to make people feel they are part of the team if they are remote?
• Entry space/lobby should have a way to promote services,functions,events,etc. sponsored or
by the City.
• Lobby kiosks can be useful for people who need standard information.
• More collaboration tools are needed to interact with folks working from home.
• People miss collaborative collisions/accidental meetings.
• Everyone is please with how well working from home has worked, but they are ready to be back
together again.
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DLR Group
Project Memo Architecture Planning Interiors
Memo Date September 18,2020 DLR Group Architecture&Planning
421 SW Sixth Avenue
Suite 1212
By DLR Group Portland, OR 97204
o: 503/274-2675
Project City of Tigard f: 503/274-0313
City Facilities Consolidation Project
Project# 74-20128-00
Subject Community Development
Community Development(9/17/20)
Summary:
• Current planning projects have counter work as well as pre-app meetings
• Long-range or legislative projects have more heads down time and interaction with outside
agencies.
• CD responsible for cashiering —others do cashiering too,but they are responsible for opening and
closing the till.
• Pre-pandemic they had never gotten backed up with people waiting by more than 5 people at a
time.
• Permit counter should be very approachable
• There should be a concierge type of service by the full-time counter staff.They should be able to
answer a lot of questions and know who the citizen needs to talk to to answer additional
questions.This helps with getting people to the right expert with fewer hiccups and more quickly.
Don't expect the customers to know what information they need.
• There should be a balance between accessibility and safety. •
• Customers don't like to fill out the sign in sheet that helps staff help them. • • • •
• Staff should be able to swivel screens .
• A self-service station would be helpful in a location where staff can easily access to assist
customers.
• Inspectors need workstations—they can be hot seated.
• Some days at home would be nice for getting a lot done with limited distractions or when feeling
under the weather,but not so sick you can't work. Keeps you from infecting the rest of the staff.
• How to balance staff WFH and those in the office and still have a cohesive office culture or have
everyone feel included.Technology needs to become more intuitive and integrated.
• Common question that came up:will square footage remain the same—should we be
reappropriating spaces? .
Working during the pandemic '
• Phone/email interactions have been going well
• Need appropriate software to become workable. Need better permitting software.. • ' •
• Most plans are submitted via drop off box in the lobby.Staff don't have the opportunGtyc tcl revivuf..... .
submittals with submitters for completeness.
• Missing the collaboration
• Remote work is going well
• Inspectors city vehicles have become their workstations.They have no access to plans. If tits'. ••
continues,vehicles should be fitted out with computers(like PD).Get a lot of complaints becWse •
they are the ones face-to-face with the customers. Inspectors need to come into-the office lqi'•
have a'basecamp'to manage their on-site activities.
• They need in-person meetings
• Missing over-the-partition collaboration and mentoring. • •
• Need to be able to print.
• All calls are answered by one tech...it's often nice to be able to overhear the calls.to help get tile.•
right answers for the customer.
•
Portland and locations worldwide
- DLR Group • • • . •
62
• People need mentoring.
• Staff need each other to do good work.
• Relevance of informal interaction and how to adjust to that in a WFH environment - Marty
Consolidated Counter
• People don't always come with just one question or needing to see just 1 staff.
• There would need to be a handful of hot seated workstations at the counter that can act as a first
level of triage/inquiry with a second layer of staff that can support higher levels of need.
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L DLR Group
Project Memo Architecture Planning Interiors
Memo Date September 18,2020 DLR Group Architecture&Planning
421 SW Sixth Avenue
Suite 1212
By DLR Group Portland, OR 97204
o: 503/274-2675
Project City of Tigard f: 503/274-0313
City Facilities Consolidation Project
Project# 74-20128-00
Subject IT/Total Tyler
Information Technology(9/16/20)
IT is a centralized operation with project managers,infrastructure,and GIS functions.They also manage a
contracted help desk function with on-site support staff.This contracted entity is very well integrated into
the IT department's team and deployment of services. IT manages anything that is powered including
phones,tablets,computers, laptops,and server equipment.
Organizationally, Finance and IT are part of the same department,in the future,this may change.
Summary Notes:
• Currently 16 staff
• Contracted services for Tier 1 and 2 help desk functions
• 2 meeting rooms that would be appropriate into the future •
• Storage requirements for equipment as well as yet to be deployed and returned devices.
• Open huddle space serves them well and would like to continue with this in the future.
• 2 data centers that each have active use and are redundant. In the future some data may move to
the cloud,but they will still require 2 data centers. New data centers would be appropriate in PD
and PW as they are likely to have components of those buildings that are at a higher seismic
design than a typical building.Staff do not need to be housed with the data centers,but each
should have workstations and workbench area as well as some storage.
• Police need CJIS security. IT needs the same as they deal with the CJIS data management. •
• Virtual desktop environment.
• VOIP
• 400 phones and extensions - .
• Nearly 400 mobile devices
• EOC needs more infrastructure for technology - •
Post Pandemic •
• Some may work from home occasionally,but a lot of work is project based .
• Administrator&PMs could use hoteling stations . . ' ' ' '
• There could be more projects that have a public facing component,but those parts will likely be . '
managed by communications. ' ' ' ,
•
Total Tyler •
• Implementation Period:October 2020 — October 2024 .
• Replaces all enterprise system and department systems with 1 platform j •
• Provides data consistency and access •:•• •:• •:• •: • :•• •.• • • •
• Payment consolidation .
• Assists in improving the customer experience • ' '
• Will allow for more cross-training opportunities. • •
• Training:Currently using some individualized training for virtual desktop. For Total Tyler they may
use a train-the-trainer method,but there will need to be a lot of one-on-one training.There may'be.a
need to hire a position designated for training staff on Total Tyler.They also need a room for
Portland and locations worldwide •
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occasional use to train groups of up to 15 at computer stations. If there was a storage room for 5
tables that they could roll out into a conference room,that would work.
Occupiable Spaces
• For those that want to be in the office, more open workspaces
• Potential for hoteling stations and 3rd spaces (in reference to the feel of the Viaduct Room)
CITY 0 F T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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DLR Group
Project Memo Architecture Planning Interiors
Memo Date September 18,2020 DLR Group Architecture&Planning
421 SW Sixth Avenue
Suite 1212
By DLR Group Portland, OR 97204
o: 503/274-2675
Project City of Tigard f: 503/274-0313
City Facilities Consolidation Project
Project# 74-20128-00
Subject Police Department
Police(9/16/20)
• Mental Health is part of the FFA space needs.They don't have this position yet but are planning to
include it in the future.
• Currently lacking support areas for staff
• Need more training space and a community room.
• Need secure parking.
• Few take home vehicles— parking for roughly 50 @ any one time
• 8 and 10 hour shifts with a few 9 hours in there for good measure. Heavy building attendance is
from 6a-6p with about 8 active employees outside that timeframe.
• Records is active 20 hours/day 7 days/week.Will need to go to 24/7 in the future.
• They are accredited by Oregon,but barely because space for evidence is lacking. •
• Pandemic changes include:need decontamination showers,interaction with the public is still high
— but as distanced and safe as possible,they have a new online reporting system,locked front • •
lobby.They will need more space post-COVID to be able to separate staff in case this type of thing
happens again. Need a washer and dryer. •
Community Culture .
• Very strong community relationship
•
• They don't want a fortress.
• Inviting and part of the community
• They want to collaborate with city partners
• They want to have a space for their successful community open houses
• "the more open you are perceived,the more secure you can be." . . .•.
• Provide a safe place for ebay/craigslist exchanges,child custody handoffs/exchanges. • '
• Provide security and comfort for the community .
• "Tigard has always been connected"-Robert
Teams Culture . .
• Need to build a police community from within.
• What parts of a facility can be shared with other departments(outside of CJIS requireirieElfs.):?:••••:•:•' • •
(fitness,meeting rooms) .
• How can we be open and welcoming and meet CJIS requirements?
• Need flexibility. '
• Is the reception window open or behind bullet resistant glazing?If the facility shares a single •
how do we manage the potential issues if police are behind glazing and the rest of the city s& ices
are not?What's the right balance for Tigard?Maybe there is a fallback position/space for each '•.•
counter.
• Cultivation of casual and informal contact/interaction —Chief Kathy •
• A less"back hallway-y"feel — understood as more integration • • •
Portland and locations worldwide '
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•
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Other thoughts
• The PD has always been in line'next'for a new facility.
• Will and all-in-one facility be supported by voters?Would just a PD have a better chance of
passing?
• Need to be good stewards of resources. What is the best solution for the land we have?
• A consolidated building will only improve the already outstanding collaboration with other
departments.
• A consolidated building should include community spaces and enough parking to manage the full
use of the building.
• Need to be mindful of taxpayer funds and create a highly useable space that is flexible
• Referenced Tacoma and Beaverton as their examples of"modernized"precedents
• Sort of system change —with the evaluation the severity/necessity of certain staff on police
reports(or not)
• Find and utilize overlapping efficiencies
CITY 0 F T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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DLR Group
Project Memo Architecture Planning Interiors
Memo Date October 1,2020 DLR Group Architecture&Planning
421 SW Sixth Avenue
Suite 1212
By DLR Group Portland,OR 97204
Project City of Tigard f: 503/274-0313
City Facilities Consolidation Project
Project# 74-20128-00
Subject Finance/Information Services
Finance/Information Services
• In a post COVID world,what are lessons learned from working from home?
• Contracts/purchasing has move to almost entirely to electronic services. It's good because
there is access to information now that wasn't possible before because of the blend of
electronic and hard copy information.
• Some need to come into the office for mail,procurement and distribution of anything prior to
2020 that is hard copy.
• Virtual collaboration has gone well.
• Some say working from home has been challenging because their homes are not set up for
an office and other family is around.There is no way to make it work long-term.
• Have to go in on Mondays to do payroll and it's a 13.5 hour day. In the future,software may
help mitigate this.
• Private conversations(with City employees)might be overheard by family members.
• We should think about telecommuting—only some need to be in the office(like utility billing)
• We need to redefine or reevaluate what is the best customer service. • •
• Some want the human interaction
• Being on-site,you hear other conversations and can help the group make connections •
between other projects and tasks
• Thoughts on adjacencies
• They work with every department
• They need a meeting/training space for 25-50 people quarterly •
• Sometimes it is just easier to go to PW,CD,Engineering or whomever and talk about•
something. .
• Need to have third spaces to meet with people unscheduled...outside of each department.,•
• Being in the office gets more accomplished with less hiccups.Teams need to work toether• •
in person. •
• Need printer/scanner/copier designated for their area because of confidentiality
• Consolidated counter thoughts
• Internal customers with access to the department is important '
■ Security is important '
■ Staff should go to the counter to help customers
Portland and locations worldwide . . .
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CITY OF T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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DLR Group
Project Memo Architecture Planning Interiors
Memo Date September 24,2020 DLR Group Architecture&Planning
p 421 SW Sixth Avenue
Suite 1212
By DLR Group Portland, OR 97204
o: 503/274-2675
Project City of Tigard f: 503/274-0313
City Facilities Consolidation Project
Project# 74-20128-00
Subject Service Desk Group#1
Service Desk Group#1
Discussion participants include folks from Permitting and Planning
• What do you think about the idea of having a consolidated customer service counter?
• In the future people will do plan submittal online— likely before this project is built
• Customers will still come into the counter and have issues
• Electronic document submittal and review will decrease the number of people who come to
the counter
• The current set up is a physical drop box
• Permits will be issued electronically too
• Cross training can cause people to become too diluted—simplifying what they do is
important
• There is a lot of heavy traffic at the end of the day and Thursday afternoons
• Building,planning,and engineering all have a good synergy
• Inspectors are predominantly in the field with some need for office touchpoints
• Specific questions for a specific person/issue would need to be an in-person conversation
• Plans examiners can be on a separate floor
• They can do more online and video chats
• Unique situations would require them to come into the City/counter
• Customers won't like to go from space to space to talk with everyone they need to talk to.
Better for staff to go to the customer
• Customers appreciate in-person contact
• Have generalist reception people sitting at the counter,but experts sitting near the counter •
(but unseen by public)
• Sometimes there are a lot of people helping one customer and it might take a while
• A lot of people come up not knowing where to go and the front desk person should•know the
basics of where to go and who can help
• You never know how a customer will react there would need to be a real plan for different .
situations including an active shooter
• Maybe there should be a fallback position of safety to maintain an open counteatis: . :•:•:•:•:•. : . : :
r that .•.
perceived as welcoming and friendly • •
• There should be a lobby area on each floor that is accessible with.secure office areas tifEaf:t1•:•:'.
• Scan-in to access office area ' •
• Do lobbies on each floor mean that customers are expected to go to each floor- but only fbt;••• • •
the most complicated needs •
•• Potential addition of a phone"set-up"and conference room on each floor fol.cl°ar •:•
areas of discussion for customers with more complicated needs •
Portland and locations worldwide
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► DLR Group
Project V e m o Architecture Planning Interiors
Memo Date October 1,2020 DLR Group Architecture&Planning
421 SW Sixth Avenue
Suite 1212
By DLR Group Portland, OR 97204
Project City of Tigard f: 503/274-0 13
City Facilities Consolidation Project
Project# 74-20128-00
Subject Consolidated Service Desk#2
Consolidated Service Desk#2
• Let's talk about the benefits and challenges of a centralized consolidated counter...
• Central desk can be very distracting when your workspace is part of it.
• Maybe have multiple counters
• Central cashier— people get frustrated when they have to go to multiple places to pay their
bills.
• Library services could occur at a central counter to answer questions.
• Can help people answer Tigard specific questions and then suggest they go to the library for
more general information.
• Apply for library cards at a kiosk or the counter
• Library late fees are going away. Payments for damaged or lost borrowed items as well as
buying headphones and copies are the main costs people experience with library services.
• Library records are private and can't be shared with City staff outside library staff.
• Complicated cases are not very common and people can be called'down'to assist them.
• Don't often get anyone at the counter that is complicated.Simple standard tasks•are the:most
common.
• Conference rooms at the counter of a couple different sizes would be great. •
• Bank of computers for people to use(should they not have them at home)to interact with the
City.
• Planners and permit techs do a great job directing customers to the right people in thle City.
• Security •
• Layout should benefit staff for safety.They should have a place to go.
• Separation of initial contact and the rest of staff should be included. _
• Duress button that goes to the supervisors if something goes squirrely
•
• Words of Wisdom from the Library .
• Library never solved security.They have a'doorbell'type button to call other staff out from•fhe.•.•.'
back and it turned into needing help with anything...and not just emergency situations..•. .•.'.•.•.•. .•.•.•
• Person in charge should handle difficult situations .
• Limit front desk staff's time at the counter so they don't have to be'on'all the time'.'.'.'.'-'••-
• Need barriers for COVID that may be permanent.What engineering'controls'can ►gd074F.®;••••
help with security and safety? ' •
• They would love to have a security plan because right now they feel like sitting ducks;•'
•
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CITY 0 F T I G A R D CITY FACILITIES CONSOLIDATION I SPACE NEEDS ASSESSMENT REPORT DRAFT TIGARD
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DLR Group
Project Memo Architecture Planning Interiors
DLR Group Architecture&Planning
Memo Date September 23,2020 421 SW Sixth Avenue
Suite 1212
By DLR Group Portland, OR 97204
o: 503/274-2675
Project City of Tigard f: 503/274-0313
City Facilities Consolidation Project
Project# 74-20128-00
Subject Service Desk Group#3
Service Desk Group#3
Discussion participants include folks from Finance, Business, HR,and Municipal Court
• What do you think about the idea of having a consolidated customer service counter?
• Good to have a central receptionist
• What happens when things get complicated
• What about the details,how do we serve the customer when they need something the counter
can't answer
• Great idea and will serve the end users really well
• There will need to be some protocol and more than 1 person at the counter
• Should there be some experts at the counter with cross-training to fill other needs
• There are fewer cons than people might think—especially with HR where the public generally
only comes in to complain
• Forms that people need can be given out by desk staff
• If the counter people don't know what to do,they should know who to call
• Permit counter has a good system that has experts at the counter -
• Citizens will get frustrated by having to wait for the right person to come down to the counter
• Most public facing departments would benefit from being near the counter
• If staff needed to come down to the counter to assist customers,they would need a computer.: •
with'their stuff'on it. Maybe the customer could call up to the expert. • • • :
• Potential opportunity for a system that assesses the'intensity'of the custom.er.'s •
needs and subsequently assigns an employee • •
• Maybe there should be some small conference rooms or stations where customers could go •
to talk with a person •
• Maybe these spaces could include video chat
• What about when there is a line and people are frustrated •
• The counter staff should come across as a trained professional who is taking the cust'orner. . • .
seriously • • • ••
• How often do actual difficult customers come in
• Someone taking on the basic transactions will help everyone by freeing up that•tirne•.•:-.•:•:•:•:•:•: ;••••:•: .•. .
• Probably need more security .
• We aren't going to do something that fits everyone's needs but 1 centralized payment icicattorti•::. . • •
will be a benefit—customers could make 3 payments at one location. •
• Where is the bilingual aspect— how do we handle that •
• . •
• One central location for payments won't happen city-wide,but for those ih the consoljdat;ed•:•;• : . .•:•. ••
facility could have a single payment location (and during busier times maybe 2'cashiers)•;•: ; .•. •.•
• Court has days where 40 people might have to make a payment-we'll need to figure out•a•:•:•:•:•: :• .
way to manage that •... .
• Maybe kiosks in the lobby or multiple people at the counter . . . .
• There are a lot of combined payments that come into the City
• Total Tyler will provide a lot friendlier platform to pay online and should decrease the number
of people coming in to make payments • •
• Total Tyler will also allow everyone to have access to the information that need simply by: ,• •.•.•.•.•.•. .
logging in . •
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■ There will be people paying with cash or checks
■ Maybe COVID has moved more people to the online world and they have learned they can do
so many things through the City's website that there will be a reduction in the number of
people physically coming to City services in person
■ They are spending more time on the phone with people because of technical online issues
■ Same amount of time, but fewer in-person customers-complicated customers are taking
more time
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