Northampton Community Resilience Hub-2020.6.18-JWA-SPACE PLANNINGPlanningtheNORTHAMPTON
RESILIENCE HUB
May 5, - June 8, 2020
TABLE OF CONTENTS
BACKGROUND...........................................................................
TASK 1 | PROGRAMMING........................................................
SUPPORT......................................................................
CONNECT.....................................................................
COMMUNITY...............................................................
CRISIS RESPONSE......................................................
PROGRAM SUMMARY..............................................
TASK 2 | SITE CRITERIA............................................................
TASK 3 | COSTING....................................................................
DESIGNING FOR INCLUSIVITY...............................................
APPENDIX A: FINAL PROGRAM
APPENDIX B: FINAL SITE ASSESSMENT TOOL
APPENDIX C: ASSESSMENT TOOL SURVEY RESULTS
APPENDIX D: MEETING MINUTES & CHAT LOGS
3
6
12
18
31
34
39
46
56
59
2
The City of Northampton
seeks to build upon previous
internal research and establish a
Community and Resilience Hub (
HUB) to support Northampton
residents who face chronic
and acute stress due to
climate change, and social and
economic crisis.
Having previously convened
working groups to look at
issues relating to homelessness,
housing affordability and climate
change, the City sought the
skills of an Architect to help
determine the space needs
for the proposed HUB and to
establish criteria with which to
assess the feasibility of potential
HUB locations.
Jones Whitsett Architects (JWA)
was hired in early May, 2020
to assist a Working Group
which consisted of staff from
various city departments
and representatives of social
service organizations that
provide services to vulnerable
populations. The objective of
the Working Group was to
establish an optimal space
program, a preliminary range
of construction costs, and
parameters for the future site
selection of the HUB.
This study occurred in the
shadows of the COVID-19
pandemic and the period of
civil unrest relating to the death
of George Floyd. Both events
BACKGROUND
underscored the significance of
the work, while also making it
necessary to employ unusual
methods to deliberate and
arrive at consensus decisions
without the benefit of convening
in person.
Working quickly, JWA engaged
the Working Group in regular
virtual meetings, visited
local facilities that could be
considered precedents for the
HUB, conducted one-on-one
interviews, and leveraged digital
tools to create a productive
dialogue between Working
Group members, City staff,
and directors and staff of local
facilities serving homeless
and vulnerable populations.
JWA also engaged directly with
users of facilities assisting the
homeless, but was limited by
the scope of the study and the
current pandemic from robust
participatory engagement. JWA
recommends that additional user
and community engagement
work be undertaken in the
schematic design phase of the
project.
3
Introductions – Design Team
Dorrie Brooks
Project Management
db@joneswhitsett.com
413-348-7875 (c)
Jill DeCoursey
Research & Analysis
jd@joneswhitsett.com
503-729-0079
George Dole
Assessment
gd@joneswhitsett.com
413-834-0809
4
Wayne Feiden, FAICP Director, Planning & Sustainability
Alan Wolf, Chief of Staff, Mayor’s Office
Keith Benoit, Community Development Planner, Planning & Sustainability
Andrew Pelis, Asst. Chief, Northampton Fire/Emergency Management
Lisa Downing, Director, Forbes Library
Chris Mason, Energy & Sustainability Officer, Central Services
Carolyn Misch, Asst. Director, Planning & Sustainability
David Pomerantz, Director, Central Services
Cherry Sullivan, Opioid Program Coordinator, Health Department
Steve Connor, Northampton Veterans Agent
Lee Anderson, Manna
Laura Baker, Valley Community Development
John Bidwell, Executive Director, Hampshire United Way
Amy Cahillane, Director, Downtown Northampton Association
Seth Dunn, Director, Quality Management, ServiceNet
Lynn Ferro, Northampton Recovery Center
Jeff Harness, Director, Community Health, Cooley Dickinson Hospital
Rick Hart, Friends of Hampshire Homeless
Jay Levy, Homelessness Services, Eliot CHS
Keleigh Pereira, Program Director, Community Action
Heidi Nortonsmith, Executive Director, Northampton Survival Center
Miguel Rivera, A Positive Place, Cooley Dickinson Hospital
Jay Sacchetti, Senior Vice President, Shelter & Housing, ServiceNet
Pamela Schwartz, Western Mass Network to End Homelessness
Step Smith, Cathedral of the Night
John Thorpe, City Councilor and Probation Officer
Todd Weir, Pastor, First Churches
Faith Williams, Way Finders
Liz Whynott, Manager, Harm Reduction, Tapestry Health Systems
Chief Jody Kasper, Northampton Police Dept.
Amy Cahillane, Exec Director, Downtown Neighborhood Association
Planning Committee Members
5
The Working Group entered
the study with clear agreement
that Northampton has two
pressing needs. The first is
for a day center to support
individuals who are homeless
and within or eligible for the
shelter system. The second is
that Northampton anticipates
a growing number of climate
related events (flooding,
temperature extremes,
economic crisis, etc.) that
could endanger the stability
of vulnerable households.
An October 2019 Report on
Panhandling underscored the
former concern; a May 2018
Resilience Building Workshop
explored the latter.
While many communities have
begun to study their physical
vulnerability to climate change,
Northampton has connected
the dots between equity and
infrastructure, acknowledging
that environmental events
disproportionately injure
residents who are low income,
transient, elderly, non-English
speaking, living without shelter
or struggling with mental health
issues and addiction.
The HUB sets out to address
both acute crisis and
anticipated climate crisis
concerns by strengthening
social resilience and
empowering vulnerable
communities. The HUB will
create useful space for the
delivery of support services,
opportunities for connection
and community engagement,
and will establish a reliable
physical resource communities
can turn to in a generalized
crisis.
The recent challenges the
City has faced supporting
the homeless community,
providing public health
information, and supporting
food insecure residents
during the COVID-19 business
closures and social distancing
restrictions underscores the
urgency motivating the City’s
push for the establishment of
the HUB. That said, it is no small
TASK 1 | PROGRAMMING
task to develop a space to
address economic inequity and
social resilience through the
partnership of a municipality
and nearly 20 distinct non
profits.
The Working Groups’ planning
efforts have been significant
not only because of their
specific programmatic task
outcomes, but also because of
the dialogue this project has
facilitated between Working
Group members who are ac-
tively developing a common
vision of partnership that will
likely shape the success of the
HUB to a greater extent than
will the final architecture.
6
While all communities face
economic and environmental
challenges, Northampton is
unique in its wide appeal to
diverse resident populations
despite high housing
costs. Northampton has
a comparitively expensive
housing market given regional
income and employment levels.
Despite this, the City continues
to attract young people,
retirees and individuals who
are homeless and looking to
live in the safety of an urban
setting that is less harsh than
larger cities. This creates an
economic precariousness that
leaves many people vulnerable
to disruption. Northampton is
fortunate that many resource
agencies exist to provide
support to vulnerable groups
locally. However, these services
are spread widely throughout
the city and surrounding
region. The City lacks a single,
accessible location to support
and coordinate the delivery
of services to vulnerable
individuals and families.
The unique dual mission of
the HUB to assist individuals
in chronic acute stress (those
who are homeless or at risk of
homelessness) and create a
trusted resilient resource space
for use in a generalized crisis,
framed a set of challenges for
this study.
JWA led the Working Group
through a series of discussions
to explore the spatial needs
of these two uses and their
temporal and physical overlap.
Rather than constantly
segregate the program by users,
the Working Group encouraged
JWA to see the HUB as a more
broadly welcoming community
space addressing a continuum
of capacity and vulnerability
to which we all belong. JWA
broke the dual program of
the HUB into four distinct
parts -- SUPPORT, CONNECT,
COMMUNITY and CRISIS
RESPONSE.
7
Northampton Community & Resilience Hub Planning
TASK 1 – TRIPLE PROGRAM GOAL
Who is the Hub facility
serving?
Challenge : Designing for
most vulnerable AND for
occasionally vulnerable?
8
Northampton Community & Resilience Hub Planning
Community and Resilience HUB Partnership Matrix
9
Northampton Community & Resilience Hub Planning
Relationship Diagram - Concept
a place where connections are made
a place that supports those of us who
lack a stable home
a place that strengthens community
a place we can all to turn to in a crisis
10
LEGAL ASSISTANCE
TRAUMA RECOVER Y
A D DI CT ION/R E COVERYCRISISRESPONSE
CON
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SECURITYHE ALTHCAREVETERANSASSISTANCEPUBLICLOC
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SNEIGHBORHOOD
PANTRYNEIGHBORHOOD
CLOSETCLINICAL/
TELEMEDINE/
NARCANEM
SLEEPING
SHELTEREM
WARM
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SHELTER
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POWER PV COLLECTOR COMMU N ITY C L A SSR O O M COMM U
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N G R O O M CO
M M U NITY BULLETIN BOAR
D COMMUNITY
LIVING ROOMCOMMUNITY KITCHENCIVIC ENGAGEMENTVIRTUAL RESILEINCY SERVICES ELIOT
HOUSE OUTREACH | RECOVERY CENTER | SERVICE NET WESTERN MASS
NETWORK TO END HOMELESSNESS SERVICE NET
COMMUNITY ACTION COORDINATED ENTRY | WAYFINDERS | VALLEY CDC DIAL/
SELF | COOLEY DICKINSON |COMMUNITY LEGAL
AID |AFIYA THE SUPPORT
NETWORK | LITERACY
PROJECT | NORTHSTAR
SERVICENET | HAMP ED COLLAB | CENTER FOR
NEW AMERICANS USDA-FNS | SERVICENET | SURVIVAL
CENTER MANNA | GROW FOOD NORTHAMPTON CHD |
TAPESTRY COOLEY DICKINSON DRUG DIVERSION PROGRAM | NORTHAMPTON
RECOVERY CENTER THE RECOVERY PROJECT | HAMPSHIRE
HOPE | CSO WM RECOVERY
LEARNING COMMUNITY | SALASIN
PROJECT TRAUMA
INFORMED HAMP NETWORK |
CLINICAL SUPPORT OPTIONS
COMMUNITY
LEGAL AID |
NORTHAMPTON POLICE
DEPARTMENT CENTER FOR
PUBLIC
REPRESENTATION CITY
OF NORTHAMPTON VETERANS
ADMINISTRATION CITY OF NORTHAMPTON
CITY OF NORTHAMPTON
SERVICENET FORBES
LIBRARY NORTHAMPTON MEDIA COMMUNITY ACTION PV
SERVICENET SURVIVAL CENTER GROW FOOD NORTHAMPTON
CITY OF NORTHAMPTON | TAPESTRY COOLEY DICKINSON |
SERVICENET LOCAL MINISTRIES CITY OF NORTHAMPTON |
HAMP ED COLLABORATIVE
LOCAL ARTS,
EDUCATION,
BUSINESSES, NON-PROFITS CITY
OF NORTHAMPTON |
HAMP ED COLLABORATIVE LOCAL ARTS,
EDUCATION, BUSINESSES, NON-
PROFITS ANY LOCAL ENTITIES
FORBES LIBRARY MANNA CITY
CLERK’S OFFICE
ELECTED REPRESENTATIVES CITY
OF
NORTHAMPTON | UNITED WAY COMMUNITY ACTION PV
HAMPSHIRE REGIONAL EM SHELTER ELIOT
HOUSE | RECOVERY CENTER SERVICENET | LOCAL MINISTRIES
CITY OF NORTHAMPTON MEMA
MAYOR’S OFFICE |
NORTHAMPTON POLICE DEPT
NORTHAMPTON FIRE DEPT |
STATE POLICE CITY
OF NORTHAMPTON | COMMUNITY
ACTION PV
CENTER FOR
ECO-TECHNOLOGY CITY OF
NORTHAMPTON
Across the board, the Working
Group agreed to the need for
a day center in Northampton
where the basic needs of
homeless individuals could be
met. This day center would
complement the existing shelter
services (Interfaith, Grove Street,
Hampshire County Resource
Center and Eliot House) by
offering a warm, safe and
respectful space for showers,
personal storage and a mailing
address.
Josh Wren, staffer at Hampshire
County Resource Center,
explained to JWA why this basic
resource was needed. Under
the current model, an individual
enters the shelter system out of
SUPPORT
desperation, often in the winter.
He or she begins to apply for
housing and assistance, learns
to navigate around the City
to reach different resources
for treatment and starts down
the path out of crisis. Just as
momentum picks up individuals
are released back to the
streets when shelters close for
the summer. Like clockwork,
cases of positive progress fall
backwards when individuals
resort to unsafe shelter or
struggle to protect themselves
and their belongings while
living on the streets, gradually
losing contact with caseworkers
and support systems. The HUB,
in Josh’s view, is needed to offer
a space for basic subsistence
and personal hygiene and a
point of contact, supporting
the critical work of seasonal
overnight shelters and outreach
workers.
12
Northampton Community & Resilience Hub Planning
TASK 1 - Exploring Program Goals – NORMAL USE
PUBLIC PATRON STAFF SYSTEMS
Art
Public Info
Recreation
Education
Library
Garden
Quiet
Bathrooms
Internet
Charging Kiosk
Vending
Café
Parking
Sidewalk
Greenspace
Laundry
Showers
Lockers
Referral Services (Shelter,
etc)
Translation services
Mailing Address/PoC
Job/Ed Counselling
Recovery support
Med/Pharma/Narcan
Case Management
Counselling
Group Classes
Child care?
Elder Care?
Quiet Area/Overnight
Staff offices
Storage
Kitchen
Pharmacy Storage
Volunteer Coord
Donation Coord
Staff Planning Office
Housekeeping
Child care storage
Staff bathroom
Data Rm
Security Systems
Elec Rm
Mechanical Rm
Emergency Supply
Backup Power/Batt.
Water storage
Loading Dock
less secure more secure
13
Northampton Community & Resilience Hub Planning
Identifying Vulnerable Populations
Northampton population (2017): 28,608
Number of occupied households: 11,406
In Northampton 4,290
people (15% of the
population) are below the
poverty level
2,475 households (22%)
have an income < $25,000
14
Northampton Community & Resilience Hub Planning
Identifying Vulnerable Populations
Northampton
Households by
Occupancy
12% speak languages
other than English at home
3,474 people)
8% of households are single
parents (897 households)
10% of households have
no vehicles (1,103 households)17%
16%
67%
Northampton
Population by
Age Group
55%45%
65+ years (4,590 people)
Under 18 years
4,754 people)
Owner Occupied
6,229 households)
Renter Occupied
5,177 households)
18-65 years
19,264 people)
15
Northampton Community & Resilience Hub Planning
Homeless Population in need of Shelter
In Northampton in one night (January 29, 2020),
counted by Three County Continuum of Care:
20 people experiencing unsheltered
homelessness
47 People experiencing sheltered
homelessness (excluding Soldier On)
Estimated ratio of sheltered population to
unsheltered/recent or temporarily homeless
based on Amherst Survival Center experience 1:2
Grove Street Inn 21 beds Year round
Interfaith Cot 20 beds Winter only
Soldier On 17 beds Emergency, Veterans
Interfaith Easthampton 6 beds Overflow only
Craig's Doors Amherst 28 beds
Safe Passage 6 beds Victims of domestic violence
Number of Regional Beds
16
Northampton Community & Resilience Hub Planning
Disability and Homelessness
In Northampton 8.5% of
residents have a disability and are
under 65 years old (2,432 people)
Nationally:
People with disabilities are more than twice as
likely to be homeless as non-disabled people.
The unemployment rate for people with disabilities
is twice that of non-disabled people.
More than 40% of sheltered homeless people
have a disability.
24% of all homeless population are chronically
homeless.
In Massachusetts 21% of people
with disabilities fall below the
poverty line compared with 9.4%
of people without disabilities.
21%
9.4%
17
With the day center
compoment of the space
program clearly defined, the
most challenging part of JWA’s
work was to get consensus
from the Working Group on the
other types of spaces beyond
the core program of showers,
storage and point of contact
mail and internet service) that
will be needed for the HUB to
succeed.
Locally there were four useful
and unique examples of
facilities providing some parts
of the HUB’s program that
JWA was able to visit and draw
lessons from. These included
Easthampton Community
Center (ECC), Amherst Survival
CONNECT
Center (ASS), Hampshire
County Resource Center
HCRC) and the Temporary
Shelter at Northampton High
School.
HCRC provides a good example
of a crisis shelter resource with
no ambition to support non-
acute, vulnerable communities.
ECC demonstrates a remarkably
resourceful repurposing of
a social hall into an active
community center that
also provides anti-poverty
assistance. Amherst Survival
Center demonstrates a custom
designed, choice-based, food
and community centered
pantry program that erases
social boundaries between
those who serve and those
who are served. The Temporary
Shelter at Northampton High
School demonstrates some of
the requirements of a resilience
center and emergency shelter
After a review of these
organizations and their
spaces, and a review of several
examples from beyond the
region, the Working Group
advocated for a more broadly
welcoming facility like ASS and
ECC, and for the inclusion of
a clinical space, one-on-one
meeting spaces, group meeting
spaces, as well as an informal
assembly space to facilitate
fellowship and human contact
between people in acute stress,
people not in acute stress and
resource providers.
The additional office and
meeting spaces were seen as
especially critical to breaking
the cycle of crisis many people
experience. Pamela Schwartz of
Western Mass Coalition to End
Homelessness underscored this
to JWA early on arguing that
the goal of the HUB “should not
be to make being homelessness
easier but to make the process
of getting out of homelessness
easier.”
Without an umbrella
organization leading the charge
and committing to cover
operating costs, it was difficult
18
for the Working Group to come
to consensus on how large a
commitment should be made
to the “connect” areas of the
program.
One value of this brief planning
process was that each agency
was called on to explore the
impact of the HUB on their
own organization’s mission and
operations in their own space
and time.
In talking to agency
representatives individually JWA
learned that while there was
initially concern that the HUB
would complicate their missions
or cause competition for scarce
resources, as time progressed,
each saw more and more value
to the emerging vision of a
one stop’ resource for delivery
of services and coordinated
entry point for housing, legal
assistance, treatment, and other
forms of support.
That the HUB needed to be a
neutral, safe, and welcoming
space also became clear.
Northampton Police Chief Jody
Kasper underscored this point
in a brief interview with JWA.
Kasper pointed out how difficult
it was for the NPD, often the
first point of contact in crisis,
to diffuse a situation or put
individuals in contact with
social workers when the only
venues to meet people are the
streets, the woods or the police
station. She and others strongly
supported the creation of a
space that is safe, trusted by the
entire community and respectful
of all who might enter.
Lev Ben-Ezra, Director of
Amherst Survival Center, also
strongly echoed the need for
a day shelter in Northampton.
People living in crisis in the
area visit each of the regional
pantry shelters. At ASS basic
needs like storage and showers
are provided in a warm,
unstigmatizing and universally
accessible manner.
Ben-Ezra agreed that
Northampton needed this type
of facility but questioned the
wisdom of planning the HUB
without a pre-existing operator
at the helm of the effort.
Amherst Survival Center drew
on many years of experience
when designing its current
facility.
However, the lack of a single
leader and the presence of a
neutral facilitator for the HUB
discussions gradually led to
the development of a vision
of a neutral, membership-
based organization of
agencies committing to the
operational support of the HUB
in exchange for access. This
idea is not without precedent
19
in the region. A community
center in the upper Quabbin,
known as the Quabog Hills
Region Community Center has
been coming together through
membership of social service
agencies, including federally
and state funded partners and
peer-to-peer support groups.
The focus at QHRCC is similar
in its diversity and its emphasis
on equity, recovery, respect and
connection.
The HUB Working Group acknowledged how difficult it is to locate resources and maintain support systems when one is
homeless because of the absence of any centralized point of delivery for program entry or peer-to-peer support. The HUB
will provide a space where agencies and support groups can establish consistent relationships with individuals in need and
with each other.
Veggies icon made by photo3idea_studio from www.flaticon.com
Meeting icon made by Becris from www.flaticon.com
House icon made by bqlqn from www.flaticon.com
All other icons by Freepix from www.flaticon.com
Two hours only,
twice a week
Two
buses Walk along
busy street
Non-accessible
bathrooms
Only in
winter
No
storage
No curb
cutsNochildcare
Veggies icon made by photo3idea_studio from www.flaticon.comMeeting
icon made by Becris from www.flaticon.comHouse icon
made by bqlqn from www.flaticon.comAll other icons
by Freepix from www.flaticon.com!!!Two hours only,
twice a weekTwo
busesWalk along busy
streetNon-
accessible bathroomsOnly in
winterNo storageNo
curb cutsNo
childcareVeggies
icon made
by
photo3idea_
studio
from www.
flaticon.com
Meeting
Northampton Community & Resilience Hub Planning
Site Visits - Easthampton Community Center 5000sf programmed space, 3400sf basement
21
Northampton Community & Resilience Hub Planning
Provides pantry, hot meal, day center resources without
regard to who client is or where they come from. Also
provides community center resource for AA, community
meetings, crafting, youth programs, and rentals. Feel strongly
that the community programs enable the pantry programs.
Users: 200 hot meals max. capacity (normal mode)
1350 families use pantry services
250 families added since March 2020)
Staff: 1 paid staff, 200 volunteers (current)
Space types: est. 3000 gsf
plus 2,000sf accessible main floor)
Community Room - roughly 1500sf
Office
Flip office space for Food Bank outreach staff
Kitchen 120sf
Conf. Rm./Activity Rm 200sf
Pantry/Storage 800-1000sf
Vestibule that is used for pick up/drop off 120sf
Parking
Key Lessons for HUB
Community programs build trust, creates continuum of
access/volunteerism
Decades of built experience
Seems to be highly dependent on one amazing staff person
Highly sensitive to the changing demographics of Easthampton,
including youth at-risk, newly unemployed and seniors
Also serves same acute need population as Northampton
shelters and Amherst Survival.
Does amazing job of arranging donations, relationships
Robin’s Wish List
Shower Rm/Lockers/Address to assist homeless job seekers.
Emergency sleeping quarters for crisis situations.
Better transit to support circulation between Northampton
Senior Center, Northampton shelters, Northampton Housing
Authority and Easthampton Church shelter and ECC.
Site Visits - Easthampton Community Center
Interview with Robin Bialecki, Director
22
Northampton Community & Resilience Hub Planning
Site Visits - Northampton Temporary Shelter at NHS
23
Northampton Community & Resilience Hub Planning
Site Visits - Northampton Temporary Shelter at NHS
Provides temporary shelter to healthy homeless
clients within the requirements of COVID-19 social
distancing.
Users: 48-52 per day
Staff: 4-5 paid staff, 2-3 volunteers (daily)
Space types:
Check in/Temp Testing
Dining
Servery(bag meal)
Coffee Area
Dining Area
Movie Lounge (in dining)
Sleep Area (gym/ cots)
Isolation Rm
Shower/Restrooms/Lockers
Storage combined with office area
Staff/Records/Casework Space
Security Rm(!)
Key Lessons for HUB
Stay flexible/learn by doing
Code requirements for resiliency shelter need to be
planned for even if shelter is not in normal mode.
High need population can be disruptive and need special
spaces (“isolation rooms”) at times.
Don’t count on regional/state/fed assistance. Plan for
local relationships. Develop MOUs locally.
Commercial grade laundry machines, if possible.
Allow for higher storage capacity for patrons and facility.
Design for good sanitation/ventilation/spacing & check in
Hot meals are complicated and not critical to success, but
the coffee service and leisure activities were very well
received by users
24
Northampton Community & Resilience Hub Planning
Site Visits - Amherst Survival Center 6500sf programmed space, 3000+/-sf basement
25
Northampton Community & Resilience Hub Planning
Site Visits - Amherst Survival Center
Provides pantry, hot meal, day center resources without
regard to who client is or where they come from.
Users: 100 lunches per day (normal mode)
6000 meals a year
Staff: 11 paid staff, 250 - 280 volunteers (current)
Space types: 6,500 gsf (plus 3,000sf storage basement)
Community Room - roughly 1000sf
Community Store 600sf
Program Director 200sf
Pantry 800sf
Kitchen 400sf
Refrigeration/storage/loading 500sf
Workshop 300sf
Admin plus two offices 500-600sf
Clinic area (2 exam plus sink area) 350-400sf
Bathrooms/locker/laundry /showers
Key Lessons for HUB
For Amherst Survival Center, community-building btw patrons,
volunteers and staff means treating everyone (equally-sharing
restrooms, etc).
While showers and storage can be accomodated, “shelter
needs” of acutely stressed/homeless patrons in a day center
may not be compatible with community center goals during
normal mode.
Hot food service is a positive source of community building, but
is a higher per sf program area with higher energy use.
Volunteers are critical to culture but can’t be counted on.
Design around minimal staffing to ease operational costs.
The range of people needing support includes people who
drive, bike, bus and walk. Parking space will be heavily used if
made available. Transit connections and walkability are critical.
All these facilities are a network. Complement and strengthen
the network. Don’t compete.
Interview with Lev Ben-Ezra, Director
26
Northampton Community & Resilience Hub Planning
Architectural Lessons
Central visual, staffed, control hub/check-in
Varied ceilings/sense of openness helps to make all
patrons/staff feel safe & welcome
Daylighting and interior lites help with
visibility/equality/sense of safety
Varied space sizes allows for flexibility
Durable floors reduce fuzziness/maintenance
Wood trim and daylight balance durability with warm
character
Lockers/shower/restrooms in lobby area reduces stigma and
allows observation
Large PV Array meets only 25% of energy need
Hot kitchen creates large space/equipment and energy
needs.
Site Visits - Amherst Survival Center
27
Northampton Community & Resilience Hub Planning
Provides social services, health clinic, mail and computer
access, daytime warming/cooling, showers, laundry,
bathrooms year round. Provides shelter and meals in winter.
Users: 20+ overnight patrons in winter
Staff: 2-3 daytime staff (director, 2 caseworkers)
Space types: ~ 3,000 gsf
Reception
Private Offices (2)
Exam room
Triage station
Community/Living Room
Kitchen
Servery/Dining Area
Dorms (3)
Restrooms/Showers/Laundry
Small meeting/counseling rooms
Key Lessons for HUB
Basement setting with limited windows.
Circuitous layout not ideal. Inefficient, leads to bottlenecks.
The entry/sign-in area is the most congested.
The facility is meeting basic needs, but additional laundry,
storage, and sanitation spaces would improve service.
Facility usage varies by season (more use in winter), time of
month (more use end of month), and day of week (more use
on clinic days)
No personal storage is allowed due to space limitations, but
would be a valuable addition.
Mail room, community computer, and cell phone charging area
area a critical service.
Busiest during health clinic days. Not sufficient exam or triage
areas. Often take over offices and reception area for triage.
Interview with Josh Wren, Caseworker
Site Visit - Hampshire County Resource Center
Center Street, Northampton
28
Northampton Community & Resilience Hub Planning
Site Visit - Hampshire County Resource Center
29
Northampton Community & Resilience Hub Planning
From Interview with Josh:
The current central location is advantageous despite space constraints.
The challenge is helping patrons to get to other appointments/service
locations across town. ( that transportation issue again)
Having a centralized hub (one-stop) for services would greatly improve
ability to assist homeless individuals.
Having it not be seasonally dependent would also be a positive change.
Since the growth in the homeless numbers are in LGBTQ youth, having
the day center separate from shelter may make it more welcoming to
people who need assistance but are not bedding in shelter spaces.
He also noted the need for spanish language services to meet growing
spanish speaking community.
Noted importance of engagement with Northampton Police when
planning a space.
Interview with Josh Wren, Caseworker
Site Visit - Hampshire County Resource Center
Center Street, Northampton
30
COMMUNITY
In reviewing the community
spaces and adjacencies of
the Amherst Survival Center,
Easthampton Community
Center and the cafeteria of
the Northampton High School
Temp Shelter, the Working
Group debated how much
space and what kinds of space
should be made available for
general community events.
The Working Group agreed
that while the HUB would not
regularly provide shelter, it
should be able to function as
an emergency sleep shelter and
warming and cooling shelter
in a disruption (the CRISIS or
disruption” mode of operation).
The Working Group wanted
enough space in the HUB to
store emergency resources
and be effective as a small
emergency warming/sleep
shelter to the larger community
in an emergency, but not so
much space that it would
difficult to maintain or afford
the operation of the HUB under
normal conditions.
JWA set a goal of providing the
ability to support 50 or fewer
people in cots in an emergency,
ideally in several distinct spaces
rather than a single space
Several members of the
group felt that more assembly
space was needed because
of a lack of community space
in downtown Northampton
currently, and because the
demand for welcoming and
respectful spaces for poor
people in our community is
far greater than the City can
currently meet and will likely
continue to grow.
Others felt strongly that the
program should be infused
with art and education spaces
in order to be a more holistic
resource with wider appeal.
Ultimately, with little immediate
clarity on the financial capacity
to support a larger program
or to find a space greater
than 10,000 square feet in the
downtown, it was agreed the
core program for the HUB
should only include as much
community space as is needed
to support the crisis use of the
facility with an understanding
that these community spaces
could serve as meeting and
education spaces during normal
operation. This area was set
at roughly 1,800 square feet
broken up into several spaces
of different size in order to
support different types of
gatherings.
31
Northampton Community & Resilience Hub Planning
Question: How do you create community with space?
Answer: By sharing the space and sharing the power to control the space.
people who are homeless or at risk of homelessness
people struggling with addiction/recovery
people with mental health needs
people with physical disabilities
people seeking nutrition assistance
people seeking workforce assistance or benefit assistance
veterans
LGBTQ youth and adults, particularly transfolk
families, particularly single parent and low income households
low income seniors
migrant workers
undocumented residents
members of refugee communities
climate refugees
examples:
Stavros
Generation Q
UniTy
parent communities
Pioneer Valley Workers Center
Center for New Americans
climate activist groups
political empowerment groups
cultural and racial identity groups
32
Northampton Community & Resilience Hub Planning
Projected Range of Construction Costs minimal hub communitycentercommunity “living room”
central outreachHUBJWAobservation: The more space
there is, the more useful in
disruption” mode.33
Clear to the group from the
outset was that the proposed
HUB needed to be capable of
maintaining operations and
supporting the community in
a period of crisis. JWA looked
to examples of resilience
programs elsewhere, met with
Northampton Fire Chief Jon
Davine, and closely reviewed
the guidelines of the Urban
Sustainability Directors Network
USDN) to estimate the required
space needs for the HUB as
a community crisis response
center.
CRISIS RESPONSE
Northampton Community & Resilience Hub Planning
TASK 1 - Sample System Needs for “Disruption” Mode
PROTECT ADAPT BACK-UP PLAN
Minimize Disruption
Impact
Design to Withstand
Disruption
Redundancy for
System Failures
Minimize Disruption
of Service
Dry/wet floodproofing
Site perimeter
floodproofing
Backwater valves
Sump pumps
Protected utilities
Passive design strategies
Envelope efficiency
Elevated equipment
Surface stormwater
management
Window shading
Back-up power supply
On-site power
generation
Emergency lighting and
security
Access to potable water
Communication system
redundancy
Emergency management
manual
Train core staff on
building systems/
operations
Ample storage of
emergency supplies
Adapted from Enterprise Green Communities- Resiliency Guide
34
Northampton Community & Resilience Hub Planning
Program Scope Question
What do we really mean by “resilient”?
able to strengthen vulnerable communities in an ongoing way
able to offer a warming/cooling/shelter
able to distribute food in a crisis
able to provide shelter in a crisis
able to physically sustain major environmental crisis
able to serve as an EM communications central control during a major crisis
SOCIAL ENVIRONMENTAL
35
Northampton Community & Resilience Hub Planning
Bridge Project - Dallas, TX
Single Point of Contact Outreach
Housing First Approach
Example of unmasking the need
Interesting architectural strategies
Regionalism vs. Localism
Architect Project Page
Project History/Challenges
Daylighting
Trauma focused design
One-stop resource provision
Storage and exterior spaces
Design Lessons
Sharing Additional Precedents/Resources
36
Northampton Community & Resilience Hub Planning
Brookdale Village Senior Center, Far Rockaway
Enhancement of existing facility
At site of vulnerable population
Adaptable based on crisis
Architect Project Page
Provision of emergency supplies
Installation of generators
Flood protection
Space adaptation to crisis
Design Lessons
Sharing Additional Precedents/Resources
37
Northampton Community & Resilience Hub Planning
Review of Research, Michael J. Berens
DESIGNING THE BUILT ENVIRONMENT
FOR RECOVERY FROMHOMELESSNESSReviewspeer-reviewed research on the
efficacy of specific design strategies:
Safety/Sense of Control
Lack of clutter
Greening
Acknowledging Identity
Serving Special Needs
Durability & Maintenance
Storage
Wellness
Multiuse
Sharing Additional Precedents/Resources
38
In a series of diagrams JWA
demonstrated the impact of
these program goals on the
overall project size, while also
pointing out overlap between
spaces in normal and disruption
mode to increase space
utilization and efficiency. The
resilience goals of the project
ultimately add roughly 800sf
to the total program with
an additional 600 to 700sf
overlapping with other normal
operation program spaces.
Over three meetings JWA
presented summaries of various
space programs ranging in size
from 3,400 gsf to 21,200 gsf to
help the committee understand
the potentials. After careful
PROGRAM SUMMARY
deliberation the final program
goal was set at a 6,500 gsf with
an upward range of 10,504 gsf,
and a minimum search goal of
5,000gsf in an existing building,
with the caveat that the Group
strongly favored selection of a
location that allowed room for
expansion.
39
Northampton Community & Resilience Hub Planning
Preliminary Program Spreadsheets https://drive.google.com/file/d/1JfdnRbRorjFByjRFmsAkl2TJCEo9Wrvy/
view?usp=sharing
PLEASE REFER TO
ATTACHMENT/LINK:
Minimal HUB
lockers
showers
restrooms
point of contact
charging station
info kiosk
transit access
Central Living Rm
basic needs plus:
community
room
small kitchen
reading room
swing space
office
EM storage
Central Outreach HUB
living room plus
3 offices
more personal
storage
clinic space
more leisure/ed
space
overnight
sleeping area
Full Community HUB
outdoor space
more staff space
more public
space
more shelter
potential
more program
separation
40
Northampton Community & Resilience Hub Planning
Updated Program Spreadsheet https://drive.google.com/file/d/171ZDDLd67msk07spizDV-vPZZfakyezs/
view?usp=sharing
PLEASE REFER TO
ATTACHMENT/LINK:
Central Living Rm
basic needs plus:
community room
small kitchen
reading room
swing space
office
EM storage
Central Outreach HUB
living room plus
3 offices
more personal
storage
clinic space
more leisure/ed
space
41
Preliminary Program
Northampton Community & Resilience Hub
SMALL MEDIUM
Normal Use Disruption Use ROOM
NFA1 # OF RMS area totals ROOM
NFA1 # OF RMS area totals
P
U
B
L
I
C
Vestibule Vestibule 70 1 70 70 1 70
Lobby Emergency Communications 250 1 250 250 1 250
Reception 150 1 150 150 1 150
Info Board/Kiosk 40 1 40 40 1 40
Charging Kiosk Charging Kiosk 40 1 40 40 1 40
Reading Room/Computer Rm Flexible Community Gathering /
Shelter
300 1 300 300 1 300
Community/Lecture Room 800 1 800 800 1 900
Art Classroom 650 1 650 650 1 650
Add. Public Meeting/Classrooms
Public Lockers Public Lockers 80 1 80 120 1 120
Restrooms Restrooms 65 3 195 65 4 260
Subtotal 2575 Subtotal2780P
A
T
R
O
N
Food Pantry + Clothing Exchange Food/Supply Distribution 80 1 80 200 1 200
Mail Area Mail Area 40 1 40 40 1 40
Sm Counseling Flexible Exam/Counseling/Isolation
Rooms
145 1 145 145 2 290
Gr Counseling 225 1 225
Exam Rm Exam Room / First Aid 160 1 160 160 2 320
Triage/Nurse Station Triage/Nurse Station 120 1 120 120 1 120
Pharmacy EM Dist. and Prescription Storage 145 1 145
Shower Rm Public Showers 60 1 60 60 3 180
Laundry Rm Public Laundry 80 1 80 150 1 150
Restrooms Public Restrooms 65 2 130
Kitchen Emergency Food Preparation 250 1 250 450 1 450
Offices EM Staff Offices 135 2 270 135 3 405
Director 1 1
42
PATRON
Volunteer Coordinator
EM Staff Offices
1
Outreach/Flip Office 1 1
Add. Office Space
Security Office Security Office 125 1 125 125 1 125
Planning/Communications Rm Planning/ EM Response 250 1 250 250 1 250
Staff Restrooms Staff Restrooms 65 1 65 65 2 130
Subtotal 1645 Subtotal3160S
E
R
V
I
C
E
Additional Belongings Storage Patron Storage During Disruption 300 1 300
Donations Processing EM Supply Storage, Distribution, Flex
Space
200 1 200
EM Shelter Storage 300 1 300 300 1 300
Food/Water Storage 250 1 250
Custodial Storage Custodial Storage 120 1 120 200 1 200
Office/Dry Storage Stor. for Normal Use Office in Disrup 80 1 80
Mechanical Rm Mechanical Rm 200 1 200 225 1 225
EM Electrical Room EM Electrical Room 70 1 70 70 1 70
Data Closet Data Closet 70 1 70 70 1 70
Water/Graywater/FP Systems Water/Graywater/FP Systems 100 1 100
Loading Dock Loading Dock 200 1 200
Waste/Recycling Waste/Recycling 40 1 40 80 1 80
Pet Area Pet Area 65 1 65
Subtotal 800 Subtotal 2140
Total Building Net Floor Area (NFA)5,020 8,080
Grossing factor 1.3 1.3
Total Gross Building Area 6,526 10,504
43
Northampton Community & Resilience Hub Planning
Building Program as Proxy for Relationships
44
Northampton Community & Resilience Hub Planning
Program Diagram: Disruption Use
45
JWA also assisted the Working
Group in developing a tool
that could be used by the City
Planning and Sustainability
Department to assess
perspective sites for the HUB.
The chief value of this effort
was that it aggregated the
perspectives of the members of
the Working Group into a single
tool. JWA drafted a matrix of
criteria with the group’s input
and then determined a system
of weighting each criteria by
surveying the Working Group
through an online questionnaire
that allowed for the fast and
objective tabulation of results.
Based on this process it was
clear that the group valued
TASK 2 | SITE ASSESSMENT TOOL
flexibility, expandability and
resilience over many other
potential site characteristics.
The final assessment tool and
the results of the internal survey
are attached to this report.
46
Northampton Community & Resilience Hub Planning
TASK 2 - Site Assessment
STEP 1
Zoning
Tax Assessor Info/Parcel Map
Flood Insurance Maps
Census/Ward/Precinct
GIS Data- Building footprints
Field Documentation
Work with City Staff to
establish base map
STEP 2
Building MEP systems
Condition of Envelope
Structural integrity
Utility connections
Site amenities
Location/adjacencies
Solar orientation
Hardscape/parking
Greenspace
47
48
Northampton Community & Resilience Hub Planning
Proposed Limits of Search Area
49
Northampton Community & Resilience Hub Planning
TASK 2 - Site Assessment Evaluation – Criteria/Weighting
Expansion Potential
Exterior Hardscape/Softscape
Site Configuration
Entry/Exit Points
Site security
Topo constraints
Adjacencies
City Master Plan Goals
Hazardous Site Materials
Building Remediation Costs
Building Dimensional Restrictions
Acquisition cost
Acquisition barriers
Historic Building Status
Stormwater/soil considerations
Development opportunity cost
Loading/Unloading
Universal Accessibility
Solar orientation/PV potential
Utility Infrastructure
Capacity to meet program space needs
Neighborhood safety
Neighborhood Impact/acceptance
Proximity to shelters/police/fire/schools
Public visibility 50
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
If 6 or more responses rated a criteria “very
important” or its average score was higher than 2.40,
this criteria was awarded a weight factor of 5.
If 6 or more responses rated a criteria “somewhat
important” or its average score was higher than 2.20,
this criteria was awarded a weight factor of 3.
If the average score was less than 2.20 but more than
1.5 it was awarded a weight factor of 1.
If the average score was less than 1.5 it was deleted
entirely.
assessment matrix
51
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
HUB Site Assessment Survey Results
Question 1 - MUST HAVE’s
other comments stressed
expandability, low EUI, and
alternate path to zoning
compliance
52
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
Question 2 - General Criteria
53
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
Question 3 - Resiliency Criteria
54
Northampton Community & Resilience Hub Planning
Assessment Tool Review
link to pdf of final assessment doc
added by JWA
55
JWA surveyed three current
building projects, and gathered
information on comparable
public construction efforts
in Northampton to establish
a baseline set of costs per
square foot for direct costs
in renovation and new
construction that would serve
as a starting point for project
cost estimating. Because
the HUB includes a higher
percentage of storage area than
typical commercial construction,
JWA broke the per square foot
construction cost figure down
into three levels of finish. JWA
includes a grossing factor of .3
to the building area, and used
a 1.3 multiplier to calculate
TASK 3 | COSTING
the difference between direct
construction cost and project
cost. These costs assume a
level 2 to level 4 finish with
simple, durable and healthy
materials.
Based on the goals outlined
by the Working Group, JWA
also recommends a modular
structural system that can be
easily adapted over time to
avoid investment in a fixed end
result that can’t be altered.
The space would ideally have
generous passageways, or even
better, connected common
spaces that support the goal
of universal design and trauma
sensitive environmental design.
It would also ideally include
organized storage to reduce
clutter, provide appealing
finishes and include the warmth
of natural materials. A single
story building near a parking
area or public park would also
be advantageous for potential
exterior staging needs but
may be difficult to locate in
a downtown as historic as
Northampton. Lacking a single
story design, a building with
daylight on two sides and
existing accessibility between
floors could suffice.
Specific building characteristics
to look for include good
daylighting, high ceilings, clear
internal sightlines, durable
but adaptable finishes, and an
overall layout that does not
require a map to navigate.
How much public street
presence or visibility is ideal will
remain a source of debate until
a space is selected. As architects
we feel a side street storefront
should not be avoided outright
as it could be re-purposed with
benefit coming from a public
presence. A modular industrial
building could work, as could
an older building with character
as long as it is capable of being
made fully accessible.
56
Northampton Community & Resilience Hub Planning
Projected Range of Project Cost
SMALL:
community
living room”
HUB
basic resources
outreach contact
community room
sm kitchen, pantry and store
donations/volunteerism
some resilience sheltering
5,500 gsf 1.5M - 1.9M
MEDIUM:
central outreach
HUB
All of the above plus
more program area &
staff/clinic space 10,500 gsf 2.8M - 3.5M
Site acquisition and operational costs not included. COVID impact on costs not yet known.
https://https://drive.google.com/file/d/1JfdnRbRorjFByjRFmsAkl2TJCEo9Wrvy
view?usp=sharing (look at second tab)
57
Preliminary Costing
Northampton Community & Resilience Hub
RENOVATION
SMALL MEDIUM
Net SF Gross SF Cost per SF Subtotal Net SF Gross SF Cost per SF Subtotal
PUBLIC (2,575) (3,348) 200 ($669,500) PUBLIC (2,780) (3,614) 200 ($722,800)
PATRON (1,645) (2,139) 220 ($470,470) PATRON (3,160) (4,108) 220 ($903,760)
SERVICE (800) (1,040) 180 ($187,200) SERVICE (2,140) (2,782) 180 ($500,760)
Total (5,020) (6,526) ($1,327,170)Total (8,080) (10,504) ($2,127,320)
Project Cost 1.3 ($1,725,321)Project Cost 1.3 ($2,765,516)
NEW
SMALL MEDIUM
Net SF Gross SF Cost per SF Subtotal Net SF Gross SF Cost per SF Subtotal
PUBLIC (2,575) (3,348) 260 ($870,350) PUBLIC (2,780) (3,614) 260 ($939,640)
PATRON (1,645) (2,139) 280 ($598,780) PATRON (3,160) (4,108) 280 ($1,150,240)
SERVICE (800) (1,040) 220 ($228,800) SERVICE (2,140) (2,782) 220 ($612,040)
Total (5,020) (6,526) ($1,697,930)Total (8,080) (10,504) ($2,701,920)
Project Cost 1.3 ($2,207,309)Project Cost 1.3 ($3,512,496)
58
Throughout the programming
process the Working Group
emphasized the importance
designing the HUB to promote
the dignity of facility users.
What this means in terms of
specific design strategies and
objectives will be addressed in
the future design phase of this
project. The Working Group
agreed that it will be critical to
bring the intended HUB users
into the discussion of creating
an inclusive and dignified space.
For this programming study,
JWA and the Working Group
began to identify areas that will
require careful consideration
during future design processes.
DESIGNING FOR INCLUSIVITY
These include:
Trauma informed design
Design for mental health
Design for social distancing
Design for accessibly
Design for gender flexibility
To a limited extent, some of
these considerations could
impact building and site
selection. For example it is
suggested that only sites
that are already universally
accessible, or that can easily be
made accessible be considered.
Likewise, buildings that allow a
high degree of flexibility should
be prioritized due to their ability
to accommodate different
spatial needs and strategies
from ongoing research in topics
like trauma informed design.
Many of the above mentioned
design strategies have co-
benefits and can improve
universal hospitality. For
example, designing for social
distancing and allowing
sufficient space between users
can make a facility more
comfortable to use for hearing
impaired and those with autism.
As is often the case, making
a building inclusive for one
vulnerable group can have
positive impacts on the building
for all users.
59
APPENDIX A: FINAL PROGRAM
Preliminary Program
Northampton Community & Resilience Hub
SMALL MEDIUM
Normal Use Disruption Use ROOM
NFA1 # OF RMS area totals ROOM
NFA1 # OF RMS area totals
P
U
B
L
I
C
Vestibule Vestibule 70 1 70 70 1 70
Lobby Emergency Communications 250 1 250 250 1 250
Reception 150 1 150 150 1 150
Info Board/Kiosk 40 1 40 40 1 40
Charging Kiosk Charging Kiosk 40 1 40 40 1 40
Reading Room/Computer Rm Flexible Community Gathering /
Shelter
300 1 300 300 1 300
Community/Lecture Room 800 1 800 800 1 900
Art Classroom 650 1 650 650 1 650
Add. Public Meeting/Classrooms
Public Lockers Public Lockers 80 1 80 120 1 120
Restrooms Restrooms 65 3 195 65 4 260
Subtotal 2575 Subtotal2780P
A
T
R
O
N
Food Pantry + Clothing Exchange Food/Supply Distribution 80 1 80 200 1 200
Mail Area Mail Area 40 1 40 40 1 40
Sm Counseling Flexible Exam/Counseling/Isolation
Rooms
145 1 145 145 2 290
Gr Counseling 225 1 225
Exam Rm Exam Room / First Aid 160 1 160 160 2 320
Triage/Nurse Station Triage/Nurse Station 120 1 120 120 1 120
Pharmacy EM Dist. and Prescription Storage 145 1 145
Shower Rm Public Showers 60 1 60 60 3 180
Laundry Rm Public Laundry 80 1 80 150 1 150
Restrooms Public Restrooms 65 2 130
Kitchen Emergency Food Preparation 250 1 250 450 1 450
Offices EM Staff Offices 135 2 270 135 3 405
Director 1 1
PATRON
Volunteer Coordinator
EM Staff Offices
1
Outreach/Flip Office 1 1
Add. Office Space
Security Office Security Office 125 1 125 125 1 125
Planning/Communications Rm Planning/ EM Response 250 1 250 250 1 250
Staff Restrooms Staff Restrooms 65 1 65 65 2 130
Subtotal 1645 Subtotal3160S
E
R
V
I
C
E
Additional Belongings Storage Patron Storage During Disruption 300 1 300
Donations Processing EM Supply Storage, Distribution, Flex
Space
200 1 200
EM Shelter Storage 300 1 300 300 1 300
Food/Water Storage 250 1 250
Custodial Storage Custodial Storage 120 1 120 200 1 200
Office/Dry Storage Stor. for Normal Use Office in Disrup 80 1 80
Mechanical Rm Mechanical Rm 200 1 200 225 1 225
EM Electrical Room EM Electrical Room 70 1 70 70 1 70
Data Closet Data Closet 70 1 70 70 1 70
Water/Graywater/FP Systems Water/Graywater/FP Systems 100 1 100
Loading Dock Loading Dock 200 1 200
Waste/Recycling Waste/Recycling 40 1 40 80 1 80
Pet Area Pet Area 65 1 65
Subtotal 800 Subtotal 2140
Total Building Net Floor Area (NFA)5,020 8,080
Grossing factor 1.3 1.3
Total Gross Building Area 6,526 10,504
APPENDIX B: FINAL SITE ASSESSMENT TOOL
Evaluation Criteria Weight Factor Score Weighted Score
Allows for exibility/easily altered oor plan 5
Low energy costs - good insulation & mechanicals 5
Low operating costs - low maintenance 5
Room for expansion over time 5
Potential for on site solar generation 5
Good daylighting 5
On site parking/ADA spaces 3
Stormwater can be managed without additional
infrastructure
3
Includes potential for exterior staging area/bike storage 3
Easily made accessible
does not need elevator or complex ramp)
3
Will not adversely impact neighbors 3
Good visibility to community 1
Good adjacency other community resource 1
Requires rezoning -1
High acquisition cost -3
High renovation/construction costs -3
Has high site/hazmat costs/concerns -5
l Is within 1/2 mile of town
l Is on public transportation route
l Has access to City water & sewer
l Can support a 5,000sf or larger use
l Is capable of supporting backup power generation/communications
l Has potential for expansion
Address____________________________________ Current Use______________________________
Acreage/Area ____________________________ Parcel Info_______________________________
Current Owner___________________________ Zoning __________________________________