Additional Items -12/5/2024 - Binder Materials - Meeting 3
503-675-2543 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY
TO: South Shore Fire Station Task Force Members
FROM: SSFS Project Staff: Johnson, Artman, Creek, Brunner, Sin
SUBJECT: Summary of Distributed Materials – Meeting Three
DATE: December 5, 2024
Response Times
27 Rationale for Four Fire Stations (1pp)
28 Heat Map – Response Times with *Stafford Rd Station (1pp)
29 Heat Map – *Stafford Rd Station Response Times (1pp)
30 Heat Map – Response Times with *McVey-Cornell Station (1pp)
31 Heat Map – *McVey-Cornell Station Response Times (1pp)
32 Analysis of Response Time Impacts of Alternative Sites (2pp)
General
33 1971 Fire Equipment (1pp)
Project Costs
34 Project Cost Categories (3pp)
35 Project Cost Example – City Hall (1pp)
*hypothetical station, in lieu of 212
#27
Rationale for Four Fire Stations
Generated at November 14, 2024 Task Force Meeting
At their November 14, 2024 meeting, task force members concluded that the City does need
four fire stations to ensure all community members receive equitable service. Asked to build
the case, members identified eight reasons for keeping a station in the southeast quadrant of
Lake Oswego:
1. Response Times. Four stations are necessary to maintain the Department's high
standard of service (rapid response times).
o Even marginally longer response times reduces survivability in critical medical
incidents (heart attacks) and exponentially increases damage in fire incidents.
o The projected response times without 212 would likely render the Fire
Department unable to fulfill the terms of their contract with Clackamas County
and AMR, leading to a significant reduction in Department revenue.
o Slower response times may also lower Lake Oswego’s Insurance Services
Organization (ISO) rating, which could lead to higher insurance rates for all
residents.
2. Redundancy. For serious incidents, in which multiple apparatus are dispatched,
redundancy in the response network is a vital asset. The loss of this level of coverage
would render the network less effective.
3. Hazard Mitigation. In the event of a major disaster, Station 212 mitigates hazards that
could otherwise isolate the southeast segment of the City (bridges, railroad crossings,
landslide-prone topography).
4. Civic Hub. As the only civic hub in the neighborhood, this fire station serves as a natural
point of community refuge and/or reunification.
5. Minimal Savings. Closing this station would lead to minimal operational savings, as the
Department would likely up-staff at other stations while phasing-out positions through
retirements.
6. Future Growth. Maintaining four stations supports current and future growth on the
south side of the lake, both high-density residential development and the opening of
new day-time draws (Lake Oswego Recreation and Aquatic Center and Rassekh Park).
7. Senior Facilities. The Station 212 Fire Management Area includes two senior facilities
that generate a higher volume of calls. Shifting this coverage to adjacent stations would
stretch their capacity and response times.
8. Rescue Boat. This station houses the Fire Department’s rescue boat. There is not
another city-owned facility with the ability to house the boat and provide similar
proximity to both Oswego Lake and the Willamette River.
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#32
Alternative Site Response Time Summary
GIS Analysis
Table 1.
Current Coverage
(clipped to USB)
Response Acres Sq Miles Percent Residences Percent
≤4 Min 4,575.58 7.15 54.17% 13,067 68.97%
≤6 Min 2,659.01 4.15 31.48% 5,102 26.93%
≤8 Min 675.75 1.06 8.00% 600 3.17%
> 8 Min 107.81 0.17 1.28% 177 0.93%
Lake 428.11 0.67 5.07% 0 0%
Total 8,446.26 13.20 100% 18,946 100%
Table 2.
Coverage with Stafford Rd Station
(clipped to USB)
Response Acres Sq Miles Percent Residences Percent
≤4 Min 5,031.12 7.86 60.05% 13,870 73.43%
≤6 Min 2,476.14 3.87 29.56% 4,338 22.97%
≤8 Min 405.78 0.63 4.84% 590 3.12%
> 8 Min 36.65 0.06 0.44% 91 0.48%
Lake 428.11 0.67 5.10% 0 0%
Total 8,377.80 13.09 100% 18,889 100%
Table 3.
Coverage with Hypothetical McVey-Cornell Station
(clipped to USB)
Response Acres Sq Miles Percent Residences Percent
≤4 Min 5,360.41 8.38 63.88% 14,538 76.97%
≤6 Min 2,278.97 3.56 27.16% 4,170 22.08%
≤8 Min 290.02 0.45 3.46% 181 0.96%
> 8 Min 33.51 0.05 0.40% 0 0%
Lake 428.11 0.67 5.10% 0 0%
Total 8,391.02 13.11 100% 18,889 100%
#32
Table 4.
Current Coverage
(clipped to 212 FMA)
Response Acres Sq Miles Percent Residences Percent
≤4 Min 1,039.35 1.62 63.38% 2,489 65.07%
≤6 Min 398.78 0.62 24.32% 875 22.88%
≤8 Min 167.50 0.26 10.21% 349 9.12%
> 8 Min 34.15 0.05 2.08% 112 2.93%
Total 1,639.78 2.56 100% 3,825 100%
Table 5.
Coverage with Stafford Rd Station
(clipped to 212 FMA)
Response Acres Sq Miles Percent Residences Percent
≤4 Min 1,073.51 1.68 65.54% 2,463 64.39%
≤6 Min 397.54 0.62 24.27% 770 20.13%
≤8 Min 155.54 0.24 9.50% 501 13.10%
> 8 Min 11.38 0.02 0.69% 91 2.38%
Total 1,637.97 2.56 100% 3,825 100%
Table 6.
Coverage with Hypothetical McVey-Cornell Station
(clipped to 212 FMA)
Response Acres Sq Miles Percent Residences Percent
≤4 Min 1,369.23 2.14 83.64% 3,120 81.57%
≤6 Min 228.47 0.36 13.96% 613 16.03%
≤8 Min 39.42 0.06 2.41% 92 2.41%
> 8 Min 0 0 0% 0 0%
Total 1,637.12 2.56 100% 3,825 100%
Response times are calculated using Esri drive-time data. Functionally, these are best-case
scenario response times. This analysis does not factor-in high-volume traffic conditions,
hazards which may block primary response routes, or instances in which the primary response
vehicle is already on a call.
19
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#33
#34
Project Cost Categories
Example
1. Soft Costs
a. Design
i. Architecture & Engr. (includes structural, mechanical & electrical
engineer’s)
ii. Civil Engr.
iii. Landscape Arch.
iv. Geotechnical Engr.
1. Soil investigation
2. Soil borings
v. Interior Design (could be by architect)
vi. Traffic Engr.
vii. Environmental/Hazmat Engr.
viii. Security consultant
ix. Arborist
x. Survey, topo, staking
xi. Blueprints & reproduction
b. Fees
i. City’s PM & other in-house charges
ii. Project manager consultant
iii. Planning/land use/easement fees
iv. Building permit
1. plan check & building permit fees
2. grading permit fee
3. demolition permit fee
v. System Development Charges
vi. Utility connection fees
c. Other
i. Cost consultant
ii. Legal fees – in house charges and outside counsel
iii. Owner’s insurance – GLI and All Risk
iv. Public art
#34
2. Hard Costs
a. Off-Site Work
i. Storm drains, utilities
ii. Street widening/paving
iii. Other infrastructure – flashing red light?, street lights, signage
iv. Other – minor related work at other stations
v. Traffic control
b. Construction
i. Hard construction – based on $/sf study of similar recent projects,
escalated to today’s $
ii. Special building systems – pressure control, low voltage systems?
iii. Emergency generator & propane tank
iv. Diesel tank?
v. Temporary facilities related to phasing?
vi. Testing (geotech, concrete, welding, others?)
vii. Deputy inspection
viii. Work in anticipation of city reservoir project
ix. Contractor’s performance bond
c. Fixtures Furnishings & Equipment (FF&E)
i. Kitchen appliances
ii. Laundry/turnout washer?
iii. Breathing apparatus washer
iv. Air compressor
v. Dorm furniture, beds, lockers, linen? etc.
vi. Day room & office furniture/TV
vii. Community rm furniture?
viii. Other built-ins & furniture?
ix. Exercise equipment?
x. Kitchen utensils, flatware?
xi. Communications – antennae’s, radio equip., internet/WIFI
xii. Misc. FF&E allowance
#34
3. Financing
a. Underwriter
b. Bond council
c. Financial advisor
d. Polling consultant
e. Legal (internal charges?)
f. Other? Internal city charges? County charges related to ballot?
4. Escalation
a. Create rough timeline 1st – to estimate start of construction
b. Escalation should be conservative – escalate costs to anticipated mid-point of
construction
c. Evaluate time & cost impact of phasing construction if project is phased
5. Contingency
a. Soft Cost contingency
b. Design contingency
c. Construction contingency, including existing site conditions
d. Other?
Lake Oswego City Hall (LOCH) Project
Hard & Soft Cost Breakdown
12/3/2024
#3
5
Notes:
• Building Square Footage 71,322
• Property Acquisition $2,650,000
• Hard & Soft Project Cost $43,458,635
• Contingency - 10% project cost $4.3m ($1.3m Hard & $3m Soft Costs)
• Funding Source LORA TIF, Sanitary & Water Funds
SOFT COSTS Cost $/sf % of total Notes
Design Fees $3,423,152
Design, Renderings, Entitlement, Building Permits,
Geotech Study, Building Commissioning
Construction Administration $690,446
Owner's Rep, Survey, Geotech, Arborist, Materials Testing,
Hydrant Testing, Hazmat Survey, Acoustician
City Administration $27,208 City Engineering Staff
Jurisdictional Fees $370,982
Land Use Fee, System Development Charges, Perm Fees
(Building, Site, Demolition, Migratory Bird, BOLI)
City Costs $1,805,503
Furniture Fixtures & Equipment (FFE), LOCOM Consoles &
Infrastructure, Keying, Moving, Jobsite Documentation (as-
built photos), Franchise Fees, 1.5% art, Utility Expenses
Soft Cost Subtotal $6,317,291 $89 14.5%
HARD COSTS Cost $/sf % of total Notes
Construction Costs $37,465,089
Pre-Contruction (CM/GC), Materials, Labor, Offsite
Improvements, 1.5% Solar, Change Orders, GC Fee,
Performance & Payment Bond, Liability Insurance, General
Conditions
Reimbursements from other City
Utility Funds ($323,745) Sanitary and Water Funds for installing new upgraded lines
Hard Cost Subtotal $37,141,344 $521 85.5%
Total Hard & Soft Costs $43,458,635 $609 100%