HomeMy WebLinkAbout11/07/1988, Agenda CONSIDER OPTIONS AND ALTERNATIVES RECCOMMENDED IN THE SLO MASTER PLAN AND BEGIN MASTER PLANNING SPECIFIC TO CITY HALL EXPANSION ��INrI� i�IIIIIif�{` MEETING DATE:
Inmu�� c� o san tui s oB�spo Nov. 7, 1488
COUNCIL AGENDA REPORT ITEM NUMBER:
FROM: Toby Ross, Assistant Administrative Officer
_ SUBJECT: Consider options and alternatives recommended in the San
Luis Obispo Master Plan and begin master planning phase specific to
City Hall expansion.
CAO RECOMMENDATION:
1. Accept the Overview and Options phase of the Facilities
Master Plan and provide direction on development options.
2. Direct staff to complete the master planning phase of the
Facilities Master Plan with limited technical assistance.
3 . Authorize staff to proceed with design and archeological
service for city hall expansion.
SUMMARY
During budget hearings in 1987, the council requested an evaluation
of the City's overall space and facility needs and in early 1988
authorized West+Doubledee Architects to prepare a masterplan for City
facilities. The architect has completed the Overview and Options
phases and the council is being asked to review alternatives, to
select solutions and to authorize City Hall development and
preparation of the master planning phase.
The study focuses on the buildings that house most City employees.
Of these, Fire Station No. 1 and City Hall have major deficiencies
requiring immediate attention. Recommended options for Fire Station
No. 1 would add or retrofit 13,000 to 16,000 square feet at a cost of
$1.8 to 3 million. Recommended options for City Hall include
alternative phasing, configurations and size ranging from 16,000 to
39,000 square feet at a cost of $2.6 to 6 million.
CONSEQUENCES OF NOT TAKING THE RECOMMENDED ACTION
Until the Council provides direction to staff on the project options,
the master planning phase cannot be completed. If the Council does
not authorize staff to proceed with the study and design for a City
Hall expansion, the project could be delayed. If the project is not
approved, employees will continue to work in inadequate space or find
space outside City Hall.
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BACKGROUND
The Capital Facilities Plan recognizes four projects to provide
needed space for operations and to insure the safety and productivity
of City employees.
1. Fire Station No. 1 (page E-14)
2. Recreation and Parks Department Relocation (page E-15)
3. Corporation Yard Expansion (page E-15)
4. Civic Center improvements (page E-15)
During budget hearings in 1987, the Council requested that no
projects proceed without further study of the City's overall space
and facility needs. A staff committee discussed the need for a
master plan and at Council's request, proceeded with an RFP to
prepare a plan and to confirm evaluations of the above projects.
On February 1, 1988 the City Council authorized the CAO to execute an
agreement with West+Doubledee Architects to prepare a Master Plan for
City Facilities. The agreement authorized the architect to
indentify and prioritize current and future facility needs and to
suggest options based on a through analysis. The architect was to
then recommend solutions to current and future facility needs. Upon
completion of the options phase, the council was to review
alternatives, to select the most appropriate solution and to
authorize preparation of the master planning phase. The master
planning phase will outline the framework for implementation of
solutions chosen by the council.
A draft of the initial phases was distributed to the Council and made
available to the public on October 14, 1988.
SUMMARY-SAN LUIS OBISPO CITY FACILITIES MASTER PLAN
The first product of the Facilities Master Plan includes the
following:
Overview
The overview section includes documentation of existing organization,
staffing patterns and evaluation of existing facilities. Projection
of future program demands, staffing patterns, space requirements and
anticipated facility needs are also presented.
Options
The options section includes analysis and economic evaluation of
alternative solutions to identified facility needs along with
consultant recommendations.
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COUNCIL AGENDA REPORT
FACILITY ISSUES AND RECOMMENDATIONS
The West+Doubledee study emphasizes five facilities that warrant
special attention. These facilities, Fire Station No. 1, City Hall,
Corporation Yard, Recreation Office, and the Police Station have been
identified because they house the majority of the City's employees or
because of previously identified issues.
The study uses existing City policy as a guide for facility planning
and land development using existing documentation where applicable.
Organizational interrelationships are examined to assess needs for
communication and interaction between departments. Workforce trends
for staffing to meet projected city population needs are taken into
consideration as well as political, social, economic and
environmental influences which could have a significant impact on
projected facility needs.
The study identifies two facilities, City Hall and Fire Station No.
1, that have major deficiencies which require immediate action. City
Hall has more than 80 employees which can efficiently accomodate only
55 to 65. If this facility is not expanded the City will be required
to continue sending employees to remote locations. Fire Station No.
1 is an inefficient building that has serious structural and
environmental deficiencies which present safety hazzards and threaten
response capabilities.
Other facilities which are addressed in the study have deficiencies
but immediate attention is not imparative.
Fire Station No. 1
Fire Station No. 1 has documentated structural, plumbing and
electrical deficiences. Termite damage and infestation is evident.
The building has inadequate heating, poor ventilation, inferior
lighting and a leaky roof. In addition, the facility has a very low
percentage of support area because there are too few corridors.
Circulation is through office areas which is disruptive and
inefficient. There is an existing space deficiency of approximately
6000 square feet as a four bay station. In order to meet projected
needs for 1995 through 2010 the study indicates that the facility
should be between 13,000 and 16,000 square feet. The condition of
the building requires a timely decision about what should be done.
Recommendation
Construct a new facility on the adjacent site (parking lot #5) to
meet 1995 needs with a provision for future expansion. Demolish,
abandon or retrofit the existing facility for alternate use.
Cost of recommended options: $1.8 to 3.0 million
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CITY HALL
City Hall is currently overcrowded and does not effectively
accommodate necessary programs and activities. The building houses
over 80 permanent and temporary employees in spaces which can
effectively accommodate 55 to 65. The study identifies current space
deficiencies of approximately 18,000 square feet in the existing
building. That deficiency is projected to crow to 38, 000 square feet
by the year 2010. In addition to space deficiencies, environmental
problems have been identified which are predominately related to
inadequate heating and ventilation systems as well as the quality of
work spaces in the basement area. Although parking is not presently
a major issue, future facility expansion may generate a parking
demand of 112 additional spaces 1995 and 145 by the year 2010.
The study made every effort to conform with city policy .which fosters
development of the civic center concept and maintain that City Hall
remain in the downtown area.
Recommendations
The study recommends the renovation of City Hall to mitigate existing
environmental and functional deficiencies. To construct a full or
phased City Hall expansion on the site of the old library building
with a provision for facility expansion to meet future needs.
This option which requires the demolition of the existing library
structure provides for contigious City Hall facilities, does not
require site acquisition and maintains adjacent parking area for
potential expansion.
Cost of recommended options: $2.6 to 6 million
*Project can be constructed in phases.
CORPORATION YARD
The primary deficiency at the corporation yard is the lack of
enclosed storage space. The study indicates a current need of 18,000
square feet of storage which may increase to 30, 000 square feet by
the year 2010. The existing maintenance building should be adequate
to meet needs through 1995 if existing stored materials are
transfered to a warehouse facility. The operations building is at
capacity now but could accomodate growth to 1995 with reorganization
of space.
Recommendation
The study recommends construction of an 18,000 square foot warehouse
and construction of a shelter for ten vehicles both designed to
accomodate future expansion. In addition to the expanded storage
area, the study calls for future renovation of the administration
area to increase capacity for future expansion.
Cost: $1.5 to 2 million
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COUNCIL AGENDA REPORT
RECREATION OFFICE
The existing 700 square foot office space in the converted residence
at 860 Pacific is inefficient and deficient for current needs. It is
estimated that an area double this size will be needed by 1995.
The facility experiences a large volume of traffic composed of public
participants in recreation programs, temporary employees and
volunteer workers. This activity and related traffic suggests that
the Recreation offices would best be located apart from general city
administrative functions. Continued use of this facility is
inconsistant with established policies relating to productive work
enviornments. energy efficient buildings and a positive city image.
The study suggests that the inclusive master plan should address the
need for a large recreation facility which would include
administrative offices for Recreation.
Recommendation
The Recreation Department administration should ultimatley be planned
as an integral element of a major activity center. The
recommendation in the study suggests that offices be temporarily
maintined at the present location until an interim location can be
provided at the Chorro Street parking structure or at 955 Morro
Street as space becomes available.
Cost: Nominal (immediate)
POLICE STATION
In 1983, the Police Station facility underwent a major addition and
remodeling. The building is adequate to meet current needs, however,
existing deficiencies and functional problems include limited
flexibility, poor acoustical privacy, undersized employee lounge,
inadequate locker facility and inefficient clerical space. Employee
parking is inadequate during shift changes and visitor parking is
limited.
The internal inflexibility and site limitations make expansion at
this site difficult. Ongoing renovations will be required to
accomodate short term growth. The facility is projected to reach
maximum capacity by 1995.
Recommendation
The study indicated several options which should be considered in
greater depth in the master plan, but, since this facility is
adequate for the near future, no immediate action is recommended. As
this facility approaches maximum capacity (1995 to 2000) , a detailed
analysis of current departmental needs will be necessary to determine
the most effective option for providing future facility needs.
Cost: None
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SMSCOUNCIL AGENDA REPORT
OPPORTUNITIES FOR SHARED SOLUTIONS TO FACILITY NEEDS
The bus transfer point next to city hall on Osos Street disrupts
pedestrian and auto cirulation and also prompts complaints from city
hall occupants about exhaust fumes. Constructing a new city hall
office building with associated site improvements, presents an
opportunity to relocate or reconstruct the transfer point and
mitigate its problems.
The rapidly growing demand for recreational and cultural activities
introduces the chance to build a multi-use center for recreation,
senior activities, cultural events and offices for parks and
recreation department. Laguna Lake Park would provide an assessible
location with plenty of undeveloped land for this kind of central
community center.
Police and fire administration divisions should remain at public
safety facilities. They could occupy city hall, but would require
provisions for emergency response. Also, separating administration
from line divisions might upset chains of command and weaken morale.
The Recreation Department should not be located at city hall because
its heavy client load would strain parking and circulation in the
civic center.
COMPLETING THE MASTER PLANNING AND PROGRAMMING PHASES
SITUATION
Throughout the past several months, staff has worked closely with
West+Doubledee, in the process of turning out the final product.
This product includes the first two phases of the master plan, 1) the
overview and 2) the options phase. Staff concures with the results
of the draft and recommends that the Council accept this two phased
product in it's entirety.
In a report presented to the Council dated February 1, 1988, staff
recommended that upon completion of the options phase that the
Council review the alternatives, select the most appropriate
solutions and authorize preparation of the master planning phase.
Based on Council's decisions, it was then recommended that staff
negotiate the details and fees of the master planning phase and
execute an agreement with West+Doubledee. The master planning phase
would outline the framework for implementing the solutions selected
by the council and would include phasing and financing.
Staff now believes that the master plan is inherent in the first two
phases and with Council direction could be completed with additional
consultant assistance limited to technical advice and graphics.
city or san lues 0131spo
AGftZs COUNCIL AGENDA REPORT
These additional services would be negotiated within the authority of
the CAO (anticipated cost less than $5,000) . Architectural
programming would be incorporated as part of the study and design
phases of the actual projects.
CIVIC CENTER IMPROVEMENTS PROJECT
O1tion D of the options phase calls for a full or phased expansion of
City Hall on the site of the old library building. This option
requires demolition of the old library structure which is scheduled
to be vacated between March and June of 1989. The staff report
presented to the Council February 1988 recommended that design work
should have begun late March or early April of 1988. Due to the
delays in completing phase one and two, the project is behind this
schedule.
Key steps in the project include:
1) The demolition of the Old Library
2) An archeological investigation to be conducted on the
site.
3) Architectural design of the city hall annex to be
constructed on the old library site.
Staff recommends that theses steps be authorized as soon as possible.
PROGRAMMING FOR THE CIVIC CENTER IMPROVEMENTS PROJECT
The old library is scheduled to be vacated in about six months. Due
to the delay of the overview and options phase, design work is
currently six months behind schedule. The following proposed
schedule would provide for construction to begin summer 1990.
12-88 Award Contract for architectural services
Award contract for archeological services
3-89 Award contract for demolition of old library
4-89 Complete archeological reconnaissance
Complete draft of master planning phase
Structue Capital Facilities Plan financing
Complete conceptual design
5-89 Review project with council as part of annual CIP
process.
Complete schematic plans
6-89 Begin formal ARC review
8-89 Council authorization to prepare final plans
10-89 ARC approval
city of San LUIS OBISpo
A COUNCIL AGENDA REPORT
4-90 Council approves plans and specifications
5-90 Award bid for construction
6-90 Construction begins
Staff has prepared:
1. Specifications for demolition of old library.
2. A request for proposals to investigate the archeology of the
old library site.
3. A request for proposals to design a new city hall office
building.
FISCAL IMPACT
The 1988-89 budget provides adequate money for staff or the current
consultant to complete the Master Plan. The Captial Facilities Plan
provides for the implementation of the demolition and design phases
of a City Hall expansion.
The Options phase recommends construction or renovation of several
facilities. The timing, cost and funding of these facilities will be
determined by the Council in the future.
ALTERNATIVES-COMPLETION OF MASTER PLAN
1. Council could direct staff to complete the master planning phase
of the Facilities Master Plan.
2. Council could authorize staff to negotiate and the CAO award a
contract to West+Doubledee to complete the master planning phase.
3. Council could authorize staff to negotiate with a different
architectural firm to complete the master planning phase.
ALTERNATIVES-CIVIC CENTER DEVELOPMENT
1. Council could authorize staff to proceed with design and
archeological services for a City Hall expansion.
2. Council could continue discussion until the completion of the
master planning phase or CIP review.
3. Council could determine that expansion is inappropriate at this
time and direct staff to seek other alternatives for meeting the
space needs of the 1990's.
City of San tins OBISp0
COUNCIL AGENDA REPORT
ALTERNATIVES-OVERVIEW AND OPTIONS
1. The council could accept the first two phases of the master plan
and provide direction for completing the master planning phase.
(recommended)
2. The Council could accept the first two phases but decline to
complete the master planning. This document would be a guide to
facility development through the Capital Improvement Planning
process.
RECOMMENDATION
1. Accept the Overview and Options phases of the Facilities Master
Plan and provide direction on development options.
2. Direct staff to complete the master planning phase of the
Facilities Master Plan with limited technical assistance.
3. Authorize staff to proceed with design and archeological services
for a City Hall expansion.
(CITY FACILITIES MASTER PLAN - "Overview & Options" has already
been distributed to Council and staff . )