HomeMy WebLinkAbout5.b. City Facilities Study / Space Needst
CITY OF ROSEMOUNT
EXECUTIVE SUMMARY FOR ACTION
CITY COUNCIL MEETING DATE: APRIL 21, 1992
AGENDA ITEM: CITY FACILITIES STUDY/SPACE NEEDS
AGENDA SECTION:
OLD BUSINESS
PREPARED BY: STEPHAN JILK, CITY ADMINISTRATOR
AGENDA 'cl-M
ITE# 5B
ATTACM1ENTS: REPORT, PROCESS SCHEDULE,
APP BY
EXECUTIVE SUMMARY OF ALTERNATIVES
In 1990 the City completed a master facilities, or space nee s study. The
purpose of this study was to look at the existing City Hall, Fire Station,
Public Works Garage and Police Department to determine their adequacy at
the present time, those needs as the city grows and how to meet those needs
in terms of space and costs.
The study, completed with the assistance of the architectural firm of
Boarman and Associates, city staff and a volunteer citizen committee,
provided several recommendations for expansion of existing facilities and
construction of new ones.
We would like to review those recommendations and alternatives with you and
gain your consensus on moving ahead with the first phase of the recommended
alternatives which is the construction of a new fire station and the
remodeling of the present fire station to meet the current needs of the
Public Works Garage. Attached find the executive summary of the initial
report and a tentative schedule for moving ahead.
RECOMMENDED ACTION:
Motion to direct the City Administrator to proceed with Alternative #3
in memo dated April 15, 1992 to prepare a referendum in the fall of 192
for a new fire station, fire equipment and public works remodeling.
COUNCIL ACTION:
EXECUTIVE SUMMARY
C •1 �:i 1[n l\li
November 1, 1990
City of Rosemount
145th Street West
Rosemount, MN 55068
RE: Needs Assessment Study
Dear Mayor and City Council:
On behalf of Boarman & Associates, I would like to express our appreciation for
the opportunity to conduct the Space Needs Analysis for the City of Rosemount.
It has been a pleasure working with your excellent staff. Their input and
dedication to this study process serves the community well. I would also like to
extend a special thanks to the Citizen's Advisory Committee for their valuable
contribution and effort in the process.
The City, in its endeavor to balance the needs and the demands of City services
C in relationship to their current facilities, has identified the necessity for a
comprehensive study to analyze space needs and space utilization at City Hall,
Public Works, Police and the Fire Department. The business of government is to
serve its constituents. Tax payers' investment in staff, equipment and facilities
warrants efficient, cost effective, and functional facilities in a convenient and
appropriate location. The architect is charged with assisting and advising the staff
and council in planning facilities which meet the City's mission and responsibility.
Rosemount retained Boarman & Associates to provide a municipal study, which
entailed working closely with the City team leadership and the Citizens Advisory
Committee in establishing the basic data for an evaluation of space needs, master
plan options, block plans, plan options, site definitions, and cost impacts. The
principle objective of the report is to determine the current and future space
needs for City Hall, Police, Public Works, and the Fire Department.
It is our intent that the information contained within the report will assist the City of
Rosemount in making informed decisions regarding their need for improved
facilities now and in the future.
Sir ly,
v dd R.
e� 6 � .
Vice President
Boarman & Associates, Inc.
DRK:mIb
__ _ n •• .n .F A t.. _ �. L•t:_ a
2. EXECUTIVE SUMMARY
CITY BACKGROUND
Surrounded by "high growth" suburbs, Rosemount has retained its small rural
town image. it is evident by the growing number of citizens moving into
Rosemount from the cities of Eagan, Burnsville, and Apple Valley that Rosemount
could easily evolve into an "outer ring" suburb. Rosemount seems to be in transit,
with these booming suburbs to its North and its West while to its South and to its
East there are the rural towns of Coates, Farmington, and Lakeville. Looking at
the low density of people per area it is clear why Rosemount is thought of as a
rural area. Rosemount has a population of 9,000 in its 36 square miles, while
Eagan, with the same area, has five times the population.
It evident that this cozy image canes both from the private and public areas of
the community. Most residents associate the downtown area of Rosemount with
its rural image. These privately owned businesses develop Rosemount's sense of
community and fellowship. This along with the awarded school system,
outstanding city services, with regards to police and fire protection, and the
availability and use of the parks and recreation areas keep Rosemount a highly
refined rural town.
The population of Rosemount is currently at 9,000 and is expected to increase to
12,000 by the year 1995, 15,000 by the year 2000, and, 20,000 by the year 2005.
As the population grows, more retail/commercial development will be attracted to
Rosemount as the support base for goods and services increases. Though
population growth and development are the underlying framework for determining
staffing needs, service philosophy, tax base, infrastructure, projected land use,
and community priorities all impact City departments.
RECOMMENDATIONS AND CONCLUSIONS
The architect, having projected the future staffing needs and space needs for the
City, tested those results against the current municipal site as well as alternate site
locations. Four site master plan options were reviewed and discussed thoroughly
with staff and the Citizen's Advisory Committee. Taking into account City growth,
long range planning, land use, and cost, the Citizens Advisory Committee
reached a consensus in favor of the following option as the most appropriate
solution for Rosemount's long term goals and objectives.
-2-
LONG TERM MASTER PLAN
1.
2.
FIRE STATION MOVES TO A NEW FACILITY ON A 3 -ACRE ALTERNATE
SITE.
* Rosemount's fire protection needs can best be served by building a
new facility in a centralized site. A new station located in the west
side of Rosemount where residential development is concentrated
will be able to meet the City's needs more effectively and efficiently.
* In this new location the Fire Department will yield a larger number of
volunteers who live in the immediate area of the station, therefore,
improving the Fire Department's response time.
* A new facility would adequately house the City's existing vehicles as
well as provide space for future fire apparatus. A new facility would
also be able to ccommcdate the expanded and expanding
administrative, training, and operational needs.
* The Phase I construction of a new l=ire Station will maintain excellent
short-term coverage to urban residential areas of Rosemount while
keeping options open for future expansion when there would be a
need for an additional satellite station.
* The present fire Station location does not and will not fit well into
the City growth trends. The current use of land surrounding the
existing station is not conducive to the recruiting of volunteers. Over
time this lack of volunteer personnel will have an increasingly
negative effect on the Fire Department's response time.
PUBLIC WORKS MOVES TO A NEW FACILITY ON A 10 -ACRE
ALTERNATE SITE.
* The relocation of the Public Works facility would be consistent with
the City's long range land use plan to maintain a °greenway"
connection from City Hall to adjacent leisure and recreational areas
of the City.
* The relocation of the Public Works Department will allow for the
potential expansion and future redevelopment of other municipal
facilities on the existing municipal site.
* Moving the Public Works facility away from the City Hall omits the
visual and functional conflicts that exist with the Public Works
Department's outside storage, fueling, and heavy vehicular traffic
from the City Hall site.
* Relocation would allow the Public Works Department to consolidate
its facilities in one location to maximize efficiency and minimize
duplication.
-3-
* A 10 acre site would allow for future expansion.
* A new facility would provide service, security, and protection for the
City's significant vehicle and equipment investments as well as
provide a functional environment for its Public Works employees.
3. CITY HALL/POLICE EXPANDS ON EXISTING MUNICIPAL ITE
* This allows the City staff to expand and augment its recent
investment in a new City Hall to its fullest.
* The existing location of City Hall and Police Facility enforces and
serves as a catalyst to the historic downtown area.
* The relocating of the Public Works Department and the Fire
Department allows for future expansion of City offices and Police
either at the existing City Hall or into other vacated buildings on the
site.
MASTER PLAN PHASING
The master plan determines the long-range approach to public facility
development. The phasing plan indicates how the city can systematically move
toward a comprehensive solution. The phasing plan is divided into increments of
5-10 year, 10-15 year, and 15-20 year periods. It is fundamental to the success of
this plan, that any early phase, or short term solutions should be consistently
compatible with the long-term masterplan. That planning principle eliminates
disjointed waste and allows the evolutionary development of the final plan.
It is also important to understand that the phasing plan is flexible and serves only
as a guide. Implementation of the plan is dependent on actual population growth,
city development, and service policy.
The following table best illustrates the phasing plan in terms of the anticipated
plan of action and the estimated cost impacts:
M
FACILITIES DISCUSSION/PROCESS
April 15, 1992
Notes: Steve Jilk
April 7 - City Council receives update from Administrator and
discusses alternatives
April 21 - City Council again review alternatives, directs staff to
proceed with option chosen:
1. Referendum
► Fire Station and Equipment
► Fire Station Only
► Fire Station, Equipment, and Public
Works Remodeling
2. No Referendum - Lease/Buy Fire Station
- Remodel Fire Station with CIP Funds
3. Do Nothing
Alt. #1 No Referendum-- Do Nothing - no further action necessary at
this time.
Alt. #2 No Referendum - Lease/Buy
May 5 - Council reviews preliminary costs as shown in report
(study). Architect is either chosen or RFP is approved to
select architect.
May 19 - If architect was chosen approve contract - direct to move
ahead with completion of plans/cost estimates.
Discuss financing process
June 2 - If architect is being selected with RFP process -council
approves selection of architect and contract to proceed with
plans/cost estimates.
Aug. 4 - Plans/Cost estimates complete - approval by Council.
Leasing company proceeds with contract,architect prepares
bid documents. Authorize bid letting on August 4.
Sept 15 - Bid Awards
FACILITIES - DISCUSSION/PROS
PAGE
Oct 15 - Construction begins.
Oct 15, 1993 - Construction complete.
Alt. #3 Referendum - Including Equipment
May 5 - Council reviews preliminary costs as shown in report.
Architect is chosen or RFP for Architect Services is
approved.
- Fire Department given approval to develop specifications for
aerial truck.
- Staff given approval to negotiate a price for land.
May 19 - If architect chosen, approve contract. Architect to move
ahead with preliminary drawings and cost estimates for
referendum.
June 2 - If architect is being chosen by RFP - Council approves
selection of architect and contract to proceed with
plans/cost estimates.
July 7 Plans/cost estimates complete approved by Council, including
equipment estimate
Set referendum date and ballot questions.
Prepare definitive Referendum schedule
Direct community awareness program
July 7 - Sept 11
Prepare newsletters, brochures, public information releases.
Citizen committee works in community to get word out and
inform voters.
Sept 15 - Primary Election / Referendum
Oct 6 - City Council orders plans for facility(ies) to be completed.
NOTE: If November 3 General Election is used, add 45 days to Sept. 15
and beyond.
FACILITY DISCUSSION/PROCESS
PAGE 3
Dec 2 - Council approves plans and specs. Orders bids to be
received on January 5.
Jan 20 - Bids awarded.
Feb 20 - Construction begins.
Feb. 28, 1994 - Construction complete.
FACILITIES - OPTIONS TO CONSIDER
April 15, 1992
NOTES: STEVE JILK
1. Do Nothing. don't consider any changes to city facilities at this
time.
Pro - no additional cost for capital outlay for facilities
no additional taxes
Con - Space in City Shop is to the point of being dangerous
- space is being rented from U of M
- space at school district is gone
Fire Station location and size is an issue which must be
addressed. Study showed location is a issue for response
time.
- Size is an issue because of equipment.
- Equipment should be replaced and to replace it now without
Looking at larger station could cause safety issues and/or
restrictions needed.
2. Replace Fire Station without Referendum. This could be done through a
lease/buy agreement with a leasing company. Remodeling the fire
station for PW needs could be done in phases using CIP monies over a
five year period.
Pro - A referendum is not needed
- This can be put together quickly
- Can add fire equipment on without referendum.
Con - Voters may consider this a "way around" them possibly saying
no to a referendum.
- Cost may it to 2% higher than other method because of
interest rates charged by leasing company.
Cost of remodeling in phases would be more expensive then if
done at once.
3. Replace Fire Station with Referendum
Pro - If approved the confidence of voters is high,
- Cost would be 1t to 2t less than lease/buy option
- Community is made aware of problems and issues which is
necessary
Con - Takes longer to go through process
May not receive approval and problems are real. If
referendum fails problems are still there.
BLE 3
TY OF ROSEMOUNT
PNAsE I CURRENT. N. EEC
1NICIPAL FACILITIES STUDY
$26,000REMODEL
. SITE DEVELOPMENT
VEHICLE AND SHOP EOUIPMENT
Fire Now laclt8yonalternate
SAND AND SALT STORAGE ENCLOSURE
she
)NG -TERM MASTERPLAN
Public Works: Acqulros the existing.
-IASING PLAN
Fire Station and remains at existing
PROFESSIONAL FEES
Public Works garage
• polkr. Acquires lower level exerclse
LAND COSTS
room $ locker rooms. 80.11 office 6
*City Han: 843 s.l. expanabn
quiet room re-asslgnod to Dept.
SUBTOTAL
,City Hat Public Works Admin/Eng.
mows 10 public Works facility
rotlb/8-06
Avallbaie apace Is reconngwed
NEED: 22,684 S.F. PROPOSED: 42.E
cmF STATIN!
NEW CONSTRUCTION/EXPANSION @ f85 S.F.
$1,928.140
$45.000
SITE DEVELOPMENT
FURNISHINGS AND EOUIPMENT
$W,000
.
. CONTINGENCY @ 10%
$203.300
S152.500
PROFESSIONAL FEES
$60.000
LAND COSTS (3 ACRE SITE)
$13.200
SUBTOTAL:
412.448,940
WORKS
CONSTRUCTION/EXPANSION @ $50 S.F.
NONE
NEW
EXISTING FACILITY @ 4130 S.F.
$26,000REMODEL
. SITE DEVELOPMENT
VEHICLE AND SHOP EOUIPMENT
NONE
NONE
SAND AND SALT STORAGE ENCLOSURE
NONE
(RETAIN OFF SITE)
UNHEATED STORAGE @ $28 S.F.
addllbn to IaeOBy
10.000 ITunheated storage
CONTINGENCY IF 10%
$2.500
(CITY STAFF)
PROFESSIONAL FEES
$150.000 (10_15 ACRE SITE)
LAND COSTS
$32.900
*City Han: 843 s.l. expanabn
$177.500
SUBTOTAL
NEW CONSTRUG11UnrCxr-1
REMODEL F30STING FACILITY
SITE DEVELOPMENT
FURNISHINGS AND EQUIPMENT
CONTINGENCY @ 10%
PROFESSIONAL FEES
SUBTOTAL
NEW GONSTRUCRONIEXPANSION
REMODEL EXISTING FACILITY
SITE DEVELOPMENT
FURNISHINGS AND EQUIPMENT
CONTINGENCY @ 10%
PROFESSIONAL FEES
SUBTOTAL,
°::TOTAL
INFLATION FACTOR:
ADD 3% PER YEAR FOR
NONE
$50.000
NONE
$6.000
$5.600
$S,Ti00
$67.200
S.F. PROPOS
NONE
$25,000
NONE
$6.500
$3,150
$3.150
:..:. ...:. J .:
•Fre DepL: Purchase land to(
potential setetln0 8n station
• pub8c Works: New Iacli ty 35,000 s.l.
-Polio. PotentialOpttons
a. remodel existing HIS station
b.remodei existing P.W. bldg.
c. now addition to (My Hag
•CNy Hale PO4e010410010ns
a, expand Into area vacated
by Police Dept.
1URCHASE LAND
'OR POTENTIAL
SATELLITE
FIRE STATION
$3S.000 (2 ACRE SITE)
$35.000
$1.750.000
NONE
$120.000
$100.000
$92,000
(PUBLIC WORKS GARAGE)
$208.200
$144,340
WA
$2,412,640
REMODEL EXISTING FIRE STATION
$933.520
REMODEL E)OSTING P.W. BUILDING
$1.013.290
NEW POLICE ADDITION TO CITY HALL
$1,237,940
4NGE: $933.520 - $1.237,940
-E BRFA )OWN TABLE 4
1183.100
$1641520
NONE
$45,000
$29.260
623,400
'Fire Dept: Review Need
•Fire Dept - FIVA&W Need
Options to expand to main
based on cGy growth •
station or build nlenne
evaluate opt,"
$10.000
Pubnc works: 3,500s-1.
station•
. Publie Works: 2.000 s /.
addllbn to IaeOBy
10.000 ITunheated storage
addition to facility
coy RI. expansionng
10.000 s.l. unheated storage
'COY Han: 831 s.l. expartMon
H l: 831
•Pdter. 1,31S s.L expansion
$32.900
*City Han: 843 s.l. expanabn
WA
PRIONS:
EXPAND 6.100 S.F. TO MAIN STATION rOF
ET THE S� man D
$625.000
BUILD SATELLITE FOS FOR THE NEXT 20 YEARS
STATION (7.500 S.F.)
$850.000
$63.230
$175.000
$350,000
WA
WA
SS000
$10.000
$10,000
$50.000
COMPLETED
COMPLETED
$280.000
$280.000
$47.000
$69,000
$32.900
$48.300
WA
WA
$549.900
=807.3
NEED: 12,373 S.F.
.F.
00
$/24,930
ONE
N ONE
N
NONE
�•
MOW
$/2.000
$11Z000
$13,150
$13.200
$14.400
$13,200
$14.400
$158.400
$172.8
$63.230
$62.325
"maw
{UNKNOWN
$5,000,000
�
$5.000
$8.000
$8.000
$7.630
$7.620
$0.020
$7.000