HomeMy WebLinkAbout1967 11 CAPITAL IMPROVEMENT PROGRAM REPORT CAPITAL IMPROVEMENTS REVIE4d BOARD REPORT
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CAPITAL IMPROVEMENT PROGRAM
TO THE
BROOKLYN CENTER CITY COUNCIL
AND 'I'fIE
CITIZENS'OF BROOKLYN CENTER
Nov�sEx 1967
by
C. I. R. B. MEMBERS
Edwin Theisen, Chairman
Ro�er Machmeier, Vice Chairman
Henrietta Anderson
Verlin Atkins
Peter Boatman
I Orlin Braun
Eugene Charest
Merlin Harjes
Bernard Johnson
Dale Magnuson
Ernest Meyer
Donald Mortenson
Alvin Salmela
Robert Schwarz
Duane States
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On May 2, 1966, the Council of the Village (City) of Brooklyn Center
adopted Resolution No 66 -95 establishing a Capital Improvement Review
Board (C. I. R. B.). The duties and responsibilities of this board as-
defined under Section 3 of this resolution are as follows:
Section DUTIES AND RESPONSIBILITIES: The Board shall
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review all proposals of the Village Council for capital
improvement projects, and shall study and evaluate the
justification and need for each project. Such review
shall include, but not be limited to, consideration of
community needs, financial impact, economic value to the
community, operating costs and community attitudes. The
Board shall evaluate each project in accordance with a
standardized priority rating system and develop a long
term priority schedule for recommendation to the Council.
The Board shall be responsible for the preparation of a
long term Capital Improvements Program and a recommended
5- 7 year capital budget, which shall comprehend both
recommended expenditures and recommended methods of
financing.
In accordance with the by-laws, a Chairman and l4 Directors were
appointed by the Mayor, Trustees and Village Clerk. Mr. Gordon Erickson
was appointed Chairman and Mr. Edwin Theisen, Vice Chairman. On April l,
1967 Mr. Erickson resigned his position as Chairman to accept a position
on the City Council. Mr. Theisen was appointed Chairman and Mr. Roger,
I Machmeier, Vice Chairman.
Capital improvement projects presented to C. I. R. B, for study were
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as follows: Swimming Pool, Community Center, Fire Station East, Municipal
Service Building, Ice Arena, City Hall and Golf Course. F�ior to the
establishment of C. I. R: B., committees had been formed to study the
Swimming Pool�Community Center and Golf Course projects. C. I. R. B.
members we
re assigned to these committees which now became Task Forces
to assist with the study and to coordinate the project with C. I. R. B.
objectives. Task Forces were also established to study the new projects.
These Task Forces were staffed by volunteers from all areas of Brooklyn
Center. In addition to the 15 C. I. R. B, members, 40 citizens from
Brooklyn Center participated in the capital improvement studies.
After comprehensive studies had been completed by the various Task
Forces, they prepared detailed reports on th�ir respective projects. The
architectural firm of Cerney Associates Incorporated evaluated the space
requirements for each project and provided the Task Forces with estimated costs.
The Task Force reports were presented to the Capital Improvements Review
Board to provide the inf'ormation needed:to develop a Capital Improvement
Program for the City of Brooklyn Center. The firm of T'. G. Evensen
Associates, Incorporated was called upon by C. I. R. B. to provide financial
consultation.
The individual Task Force reports are being forwarded to the City
Council under separate cover.
Priority Rating
The priority rating assigned to each project was based upon the use
of the adopted priority rating form and individual judgement after review-
ing project reports. 'IThe results were as follows:
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Land Acquisition (Mandatory)
l Swimrni.ng Pool
2 Fire Station East
3 Municipal Service Building
City Hall
5 Community Center
6 Golf Course
7 Ice Arena
As shown in Table I on the following page, the total estimated cost
for these projects would be �3
The Community Center, City Hall, Fire Station East, Municipal Service
Building and Land are non-revenue producing and therefore the financing
could be initiated only after a city-wide election. `lThe Swimming Pool,
Ice Arena and Golf Course would be of a revenue producing nature, but in
the opinion of T. G. Evenson Associates, Incorporated, revenue would
not be adequate to w�,rrant the issuance of any straight revenue bonds.
Therefore, all projects would have to be voted to get authority for
financing.
Presently, the �ebt limit of the City is approximately $3,400,000,
less outstanding debt of approximately $500,000, leaving the City with
a debt capacity of �2,900,000. Therefore, the capital improvement program
of �3,946,000 must be scheduled over an extended period of time. In
addition, implementing all projects at one time would not be practical and
consideration must also be given to maintaining the recently up-graded "Baa"
bond rating.
The recommendatiorr of the Capital Improvements Review Board is to
im lement one hase of the Ca ital Im rovement Program as soon as practical
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and to present this phase at a city-wide election. The second phase, or
remaining projects, would be reviewed again in two to three years.
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TABLE I
CAPITAL IMPROVEMENT PROJECTS
PROJECT SUMMARY REPORT
Square
Feet Building Operating Operating
Project Building Costs Revenue Expenses
Swimming Pool 38 360 $684 000 172 400 72 �+g2
East Fire Station 9 720 180 000
Municipal Service Building 27 894 326 000
City Hall 22 000 526 000
Community Center 18 530 300 000 25 250
Ice Arena 51 200 770 000 113 600 83 600
Golf Course 940 000 128 000 50 300
Land 220 000
$3 9�6 000
Land Acquisition Cost Acreage
Central Park Complex (�424,000 X 3� �127 200 43.25
S�•Timming Pool
City Hall 12 000 .75
Community Center
Ice Arena
Fire Station East
Municipal Service Building 75 000 6.0
Golf Course
TOTAL $214 200
Approximate Total 220 000
City Owned
I, Following are the recommended phases for the Capital Improvements
Program:
PHASE I
COST MILLS
Zand Acquisition 220,000 1.10
Swimming Pool 68�+,000 0
Fire Station East 180,000 .90
Municipal Service Building 326,000 1.63
Total Phase I 1,410,000 3.63
PHASE II
City Hall 526,000
Community Center 300,000
Ice Arena 770,000
Golf Course 940,000
Total Phase II $2, 536,000
The approximate tax increase for the additional 3.63 mills on an
�18,000 home would be �6.53 per year or 55 cents per month. The present
debt capacity of �2,900,000 would be reduced to �1,490,000.
The Capital Improvement Review Board recommends that cost estimates
developed by Cerney Associates be corroborated prior to any bond election.
Also, the land considered fbr the various projects should be appraised
by an independent real estate firm prior to the bond election.
Some pertinent factors regarding each project are as follows:
Land Acquisition
The Capital Improvement Review Board concurs with the Central Park
Complex concept and recommends the purchase of the land at the proposed
site located south of Interstate and east of Brooklyn Drive. This
'I Central Park Complex would make available land for locating facilities
for both immediate and long range capital improvement projects. Of the
projects presently under consideration, the Swimming Pool, Ice Arena,
Community Center and City Hall could be located in this complex.
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'�he Central Park Complex would involve a total of 64.5 acres of which
20.5 acres in the form of neighborhood parkland are city owned. It is
estimated that this land would cost $424,000. The City portion of this
cost would be 30� or �127,200. The balance of the funds would be
rovided b State and Federal "o en s ace" ro rams. If the City Hall
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were to be located in this same complex, the 3�4 acre required for this
building would not be part of the "open space" program and would be 100°�
locally financed which is estimated at �12,000.
The proposed location for Fire Station East is at 65th and Dupont
Avenue and the land is already owned by the City.
The site recommended by the Municipal Service Building Task Force is
in the Interchange Park area south of 69th Avenue (County Road #130� and
directly east of Shingle Creek. It appears that the land at this site
could be acquired in the range of from 34¢ to 46¢ per square foot which
would make this the most expensive land of all the projects.
It is recommended that an alternate site, north of 69th, in the
Palmer Lake Basin, just north of the proposed site be considered. This
property is owned by the City. Soil borings would be required before this
decision could be made. Time did not permit making this test prior to
submitting this report and therefore the $75,000 for the original site was
included in the cost of financing the Capital Improvement Program. 'I`his
cost can very likely be reduced or eliminated.
The golf course will encompass a 247.4 acre site in Brooklyn Center
of which 181.4 acres are land and 66 acres are water. 'IThe land is in the
I' final stages of acquisition at this time and should be wholly city owned
at such time as a golf course project could commence. Of the 247.4 acre
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I total, 216.0 acres are already acquired, leaving 31.�+ acres in the final
stages of negotiation. For purposes of this report, it can be considered
as city owned. This acquisition will not reflect on golf course dollar
requirements.
Swimming Pool
The need for this facility for recreation and education is well defined
in the Task Force report. It is also well to point out that in the Jaycee
survey o�' 1965 the residents of Brooklyn Center indicated that the facility
needed most in the community was a swim¢ning pool. Although it is possible
that a swimming pool could be rovided b the YMCA or b one of the school
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districts, only limited use and benefits would be available to residents of
Brooklyn Center.
The proposed facility would be a year-round swimming pool,and it is
anticipated that it would be self-supporting. For this reason, an increase
in mills is not e�ected for the Swimming Pool project. Z`he Task Force
projected annual revenues of �172,400 and annual expenses of $72,492 or
net operating income of approximately �100,000 per year. The basis for
these figures are well substantiated in their reports and it appears that
net operating annual revenues of �100,000 could be realized. This would not
only make the Swimming Pool self-supporting but it would provide an annual
profit of approximately �40,000 after debt redemption. However, to provide
a buffer in case either projected revenue or expenses or both deviated, a
breakeven situa�ion was reflected in Phase T of the Capital Improvement
Program by indicating no increase in mills fbr the $684 ,000 capital
expenditure. This, in effect, projects net operating revenue of approxi-
mately �60,000 per year rather than �100,000.
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Communitv Center
The Task Force report presented various options for the construction
I� of a Community Center and Swimming Pool. These options and a cost analysis
are as follows:
1. Swimming Pool-Community Center built at one time
as one unit $976 830
2. Swimming Pool constructed as Phase I of combined
swimming pool-community center unit 684- 515
3. Swimming pool constructed as separate unit 659 8
4. Community center constructed as Phase II of combined
swimming pool-community center unit 300 500
5. Community center constructed as a separate building
with no provision for adding to swimming pool 34�'7 4�30
The above estimates are based on the assumption that
1. The parking areas would be constructed such that 100
parking stalls would be furnished with the swimming
pool and community center.
2. The patio area would be constructed in conjunction
with the swimming pool.
C.I.R.B. in electing to place the Community Center in Phase II,
elected options 2 and 4� listed above. The approximate cost of this
plan is $98�,000, compared to $976,000 for proceeding with both
projects at one time, or a difference of $8,000.
It was the consensus of C.I.R.B. that present community meeting
facilities, such as the library, Boutells, Daytons and churches would
be adequate until Phase II of the program is entered.
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Fire Station East
Based upon expanding needs of the Fire Department, housing for the
I� following equipment will probably be needed in the next five years; seven
pumpers, two ladder vehicles, one station wagon, one utility vehicle and one
or two rescue vehicles. Of these, the east station should be capable of
i� housing three pumpers, one ladder vehicle, one utility vehicle, one station
wagon and one rescue vehicle. The present east station is barely capable
l i of housing two pumpers and the location is far from acceptable for expansion
purposes.
The proposed site is at 65th and Dupont Avenue (northeast corner). This
site is owned by the City and is so situated to provide rapid fire fighting
service to the eastern portion of the City and to the Industrial Development
Complex.
The existing fire station could be utilized by other city departments
until such time that other city facilities at this site, such as the
municipal liquor store would be relocated. At that time, all property at
this location could be sold.
Municipal Service Building
As previously stated,further investigation is needed before the site for
this building can be finalized. In addition, it is the consensus of C. I. R. B.
that the,City Manager and the Street Department should re-evaluate the
necessity of providing inside storage space for all municipal vehicles. The
additional cost of the proposed facility in order to provide storage for 50
vehicles is $138,000. This is a capital investment of �2,760 per vehicle.
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It is contemplated that the present garage area would be used for a
water treatment plant site at some time in the future.
City Hall
�'he Task Force report for this project recommends building at the
present city hall site at 7100 Osseo Road. However, the report on land
requirements indicates this site has a value of $73,000 and that the cost
of land in the Central Park Complex for the City Hall would only be �12,000.
Included in the $526,000 for the City Hall project is $31,000 for an
Emergency Operating Center. The E. 0. C. provides for the continuation
of local government in the case of national or natural disaster. The
federal participation is 50� of the project cost.
Although the construction of a new City.Hall is not in the first phase
of the Capital Improvement Program, it is recommended that an E. 0. C.
be incorporated in the new City Hall and that a continuing appraisal of
the location be made.
Ice Arena
The announced construction of an Ice Center in Fridley by Anoka County
had a direct affect upon placing this project in the second phase of the
Capital Improvement Program. The construction of another ice arena in the
same vicinity would have a direct effect upon revenue since conference
commitments by schools are essential to a profitable operation. In addi:tion,
the Robbinsdale School District has included on a forthcomin Bond Election
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a proposal for $775,000 for an ice center.
'I`he growth of skating and hockey in this area in the near future and
the position of municipal ownership need continuous evaluation as this
project is reviewed in Phase II.
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I Golf Course
Although this project has also been placed in the second phase of the
Capital Improvement Program, additional studies should be initiated as soon
as possible. Presently, the Palmer Lake Area is proposed as the site for
the golf course. The acreage is adequate, however, the feasibility of
constructing this facility on the proposed site has not been determ�ned.
Preliminary negotiations were initiated with Brauer Associates
Incorporated for such a study, but due to the fee of �1,000 this was
deferred until the entire Capital Improvement Program was developed.
In order to provide proper direction for the future development of
I this site, it is recommended that monies be appropriated for a feasibility
study. This would enable determining what actual courses of action are
available rather than the present probable course of action.
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Bond Election
In a letter to Mr. Theisen dated August 31, 1967, the law firm of
Howard, Lefevere, Lefler, Hamilton and Pearson gave their opinion on
submitting the various projects to the voters. A summary of their find-
ings is as follows:
l. A proposal to provide money to acquire land and
construct the buildings thereon can be validly
submitted as a single question.
2. The garage building and fire station cannot be
included with the swimming pool as one question.
3• A valid question can be framed to provide funds
for one or more buildings to house fire engines
and other municipal vehicles and equipment, even
though it is contemplated that separate build-
ings will be constructed for fire equipment and
to house other types of city vehicles.
Each proposal can be submitted separately.
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Project Summaries
Included in this booklet are project s�tarnmaries. This section contains
current information on space requirements and estimated construction costs
for each of the capital improvement projects which were reviewed by C. I.
R. B. All Task Force reports were reviewed, discussed and modified where
necessary by C. I. R. B. Consequently, the information on space require-
ments and costs in this report supersedes similar information in the
individual Task Force reports. The Task Force reports, included under
separate cover, contain information on the need for and the benefits of
the proposed capital improvements and are submitted for your reviewal.
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T. G. EVENSEN ASSOCIATES, .INC.
FIRST AIATIONAL BANK BUILDINC� MINNEAPOUS, MINNESOTA 5SIO2 336-1637
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FINANCING STUDY
and
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ANALYTICAL REPQRT
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Pre ared For
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Capital Improvement Review Board
City of Brooklyn Center, Minnesota
August 28, 1967
Capita.l Improvement Review Boa.rd
City of Brooklyu Center
Brooklyn Center, Minnesota.
Gentlemen:
Atta.ched to and made a part of this report is a summary of estimated annual fi-
nancing requiremente and tax costs for various eontempla.ted projects. This
information was requested by you, we understand, to assist in your studies re-
garding project priorities and costs, and for ultimate discussion with the City
Council.
The City Hall project and the Fire Statioa-Garage are not revenue producing
I facili!;ies ard therefore the financing could be initiated only after a. city wide
election. The Swimming Pool, Ice Arena and Golf Course would be of a revenue
proclucir.g nature,but frankly not enough so, in our opinion, to warra.nt the iasuance
I� of an;� straight revenus bonds. This means then that these would have to be voted
also to get authority for financing.
If all of the considered projects were to be voted, it would total $3, 946. 000. The
debt limit of the City is presently approximateiy $3, 400, Q00� less outsta.nding
debt of some $500, 000, leaving us with a debt capa.city of approximately $2, 900, 000.
We realize that the �.ekage to be presented to the voters will not include all of the
projects considered here. However, projects with indications of higher priority do
total a:� impressive amount. We submit that the amount to be put up for referendum
should be considered with respect to the City not too long ago receiving an up-graded
bond ra.ting--"Baa". The City has a good record of debt management and a sound
fina�cial base but an over-abundance of bonds could result in thinking to the contrary.
We realize and fully understa.nd the community feeling with regard to certa�n or all
of these projects but, nevertheiess, we eubmit that it would be better to consider the
various projects over an extended period of ame, say 5 or 6 yea.rs, rather tl�an lump-
i ing them into one or two years. This would mean the esta.blishing of priorit�es, with
reference undoubtedly to a mumber of factors.
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Capita.l Improvement Review Board August 28, 196?
City of Brooklyn Center, Minnesota. p�,g� 2
The attached summary of financing costs shows the approximate mill rate cost to
city taxpayers for each of the projects. It may help you in analyzing these to know
that one mill of tax increase means about a$1. 84 increase on a$18, 000 home,
Therefore, 10 mills would mean $18. 00 per year or about $1. 50 per month.
Representatives of our office are available to diacuss this materfal with you,
including the amoant of the total projected tax increa.se once you establish your
priorities. If you need or desire further information, feel free to call on us.
T. G. EVENSEN ASSOCIATE3, INC.
LRO:bb
cc: Don Poss, City Manager
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Bonds dated April 1, 196?
Due Janua ry 1
$220, 000 Land Acquisition $526, 004 Citv Hall $180, 000 I'ire Station $32fi, 000 Gara�e
Levy in Annual Annual Fannual Annual
Fall of LeW Mills Lew Nills LeW Mills LeW Mills
1968 $18, 240 1.10 43, 500 2. 62 $14, 900 90 27, 000 1. 63
1969 20,900 1.21 52,200 3.Q2 19,000 1.10 27,000 1.56
1970 20,400 1.13 49,900 2.?? 18,500 1.03 30,600 1.70
1971 20,000 1.05 48,700 2.56 18�1Q0 .95 30,000 1.58
1972 19,500 47,500 17,600 29,200
1973 19,000 46,300 17,100 28,500
1974 18,500 45,200 16,600 27�8a�
1975 Z8,100 44,000 16,200 27�100
1976 1?,600 42,800 15,700 26,400
19?? 17,100 41,600 15,200 25,708
1978 16,600 40,400 14,800 25,000
1979 16,200 39,200 14,300 24,300
1980 15,700 38,100 13,800 23,500
1981 15,200 36,900 13,300 22,80Q
1982 14,800 35,700 12,900 22,100
1983 14,300 34,500 12,400 21,400
1984 13,800 33,300 11,900 20,740
1985 13,300 32,200 11,400 20,000
19$6 12,900 31,000 11,000 19,300
1987 12,400 29,800 18,600
1988 11,900 28,600 17,940
1989 11,400 27,400 17,200
1990 11;000 16,500
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(1)
$300, 000 Comm. Center $684, 000 S. Pool $940, 000 Golf Course $770, 000 Ice Arena
Levy in Annual Annual Annual Annual
Fall of Lew N'ulls Lew Mills LeW Niills Lew Mills
1968 24, 800 1. 49 56, 600 3. 41 7? 700 4. 68 63, 700 3. 84
1969 29,900 1.73 62,800 3.63 86,400 4.99 73,140 4.23
1970 29,200 1.62 62,400 3.47 89,804 4.99 71,50Q 3.97
1971 28,500 1.50 61,000 3.21 87,600 4.61 69,800 3.6?
1972 27,800 59,600 85,500 68,200
I�73 27�100 58,200 83,400 66,500
1974 26,400 56,$00 82,300 64,900 j
1975 25,700 55,400 79,100 63,�00
1976 25,000 53,900 77,OQ0 61,640
1977 24,300 52,500 ?4,900 59,900
1978 23,500 5l,100 72,800 58,200
1979 22,800 49,700 ?0,600 56,600
1980 22,100 48,300 68,500 54,900
I981 21,400 46,900 66,400 53,300
1982 20,?00 45,400 64,300 51,600
1983 20,000 44,000 62,I00 50,000
1984 19,300 42,600 60,000 48,300 I
�985 18,600 41,200 57,900 46,700
1986 17,800 45,000 55,840 45,000
1987 17,200 43,400 53,600 43,400
1988 16,500 41,700 52,500 41,?00
1989 40,100 49,400 40,100
1990 38,400 38,400
(i) Indica�ions from a (2) Could perhaps be (3) This project could
recent pool study are that partially serviced from also be partly paid for
this bond issue could probably any net revenues remain- from net earnings, to
be supported at least for ing after paying operating the extent available,
the most part, from net costs. if any.
earnfngs from the pool.
PROJECT SUMMARY
I Project: Swimming Pool
Location: Central Park Complex (South of Interstate 9�
and East of Brooklyn Drive)
Buildin Descri tion: Ground Floor 28,�00 S.F.
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Lower Level 1 1,76o S.F.
I wo,16o S.F.
8- 10 foot openings to patio for summer use
Pool:
16�.5' long 56' wide
8 50 meter lanes
Accommodates 307 swimmers in pool
921 swimmers in facility
Iand: In Central Park Complex
Status of Land: Not yet acquired (Open Space Program)
Capital Costs: $684,b00
Operating Costs:
Revenue $172,4�00
Expenses 72.�92
Net Operating Income 99,908
Financingt General Obligation Bonds
PROJECT SUMMARY
Project: Community Center
Location: Central Park Complex (South of Interstate 94�
and East of Brooklyn Drive)
Building Description: Ground Floor 15,930 S.F.
(See following pages for details)
Land: In Central Park Gomplex
Status of Land: Not yet acquired (Open Space Program)
Capital Costs: $300,000
eratin Costs: 2 000
oP g 5,
Financing: General Obligation Bonds
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SWIMMING POOL COMMUNITY CENTER
SPACE REQUIREMENTS
Swimmin� Pool
Ground Floor:
50 meter pool 164�.5 x 56� 9 2�0 S.F.
Indoor deck 9 760 S.F.
Ticket booth, lifeguard, firs� aid equipment
and custodial storage 1 OOO S.F.
Men's dressing room includes showers, lockers
and toilet facilities for 300 men 1 60d S.F.
Women's dressing room includes showers, lockers
and toilet facilities for 300 women 1 600 S.F.
Pool filter room 1 200 S.F.
Lobby 1 500 S.F.
Corridor 2 500 S.F.
TOTAL 28 4�00
Lower Level
Pipe tunnel 2 760 S.F.
Mechanical Area 8 000 S.F.
Playground storage 1 000 S.F.
TOTAL 11 760 S.F.
Community Center
Rece tion 100 S.F.
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Three private offices, corridor office
supply storage area 500 S.F.
Social Hall 6 000 S.F.
Stage 1 200 S.F.
I� Projection Booth 50 S.F.
Communitv Center (cont)
Coat Check 200 S.F.
Kitchen and Concession 600 S.F.
Lounge 1 000 S.E.
Arts and Crafts 1 200 S.F.
Exercise Room 1 500 S.F.
Men's toilet 150 S.F.
Women's toilet 1S0 S.F.
Janitor 80 S.F,
Game Room 1 200 S.F.
Multi-purpose room 1 2Q0 S.F.
Corridor 800 S.F,
TOTAL 1 5 93� S.F.
Patio 12 000 S.F.
Parking 200 cars 60 000 S.F.
Area Summarv
Swimmin� Pool Complex:
Constructed as ane combined unit at same time with Community Center or as
Phase I of combined unit.
Ground Floor 28 4�00 S.F.
Lower Level 11 760 S.F.
TOTAL 4<0 160 S.F.
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Area Summary (cont)
Swimmin� Pool Complex (cont)
Constructed as a se arate f c'1' r
p a i ity with no provision fo future
addition of Community Center.
1. Reduce mechanical, receiving and storage area by 1,000 S.F.
2. Reduce lobby area by 1,000 S.F.
3. Add 200 S,F. for separate concession area.
Ground Floor 27 600 S.F.
Lower Level 10 760 S.F,
TOTAL 38 360 S.F.
Community Center
Constructed as one combined unit at same time with swimming pool or Phase II
of combined unit.
TOTAL 15 93� S.F.
Constructed as a separate facility with no provision for adding to Swimming
Pool unit.
l. Add 1,000 S.F. for lobby space
2. Add 1,800 S.F. for separate mechanical and receiving area
3. Reduce kitchen concession area by 200 S.F.
TOTAL 18 530 S.F.
SWIMMING POOL COMMiJNITY CENTER
COST ANALYSIS
i 1. Swimming Pool-Community Center built at one time
as one unit $976 830
2. Swimming Pool constructed as Phase I of combined
swimming pool-community center unit 684� 515
3. Swimming pool constructed as separate unit 6 59 8 85
4�. Community center constructed as Phase II of combined
swimming pool-community center unit 300 j00
5. Community center constructed as a separate building
with no provision for adding to swimming pool 3�7 �3�
The above estimates are based on the assumption that
1. The parking areas would be constructed such that 100 parking
stalls would be furnished with the swimming pool and community
center.
2. The patio area would be constructed in conjunction with the
swimming pool.
Swimming Pool
Estimated Oneratin� Ex�enses
Salaries:
Pool Manager-Assistant Director 6 500
Custodian-Engineer
1 Full Time and 1 Part Time 8 000
Water Safety Instructors
4� hrs.�day for 50 weeks @$1.80 hr. 10 080
Life Guards
6- 40 hrs. �wk. for 50 weeks C� $1.70 hr. 20 4�00
3-�0 hrs.�wk. for 13 weeks @$1.70 hr. 2 6s2
Cashiers Concessioners and B sket 'r
3- 40 hrs,�wk. for 50 weeks �$1GOO 6 000
I� 3-�0 hrs.�wk. for 13 weeks @$1.00 hr. 1 560 55 1 92
Maintenance and Utilities:
Heat and Alr Conditioning 4� 000
Electricity 3 000
Water 1 200
Gas 50
Telephone 300
Garbage 100
Poo1 Supplies and Office Supplies 000
Building Supplies and Equipment 1 000
Clothing 350 1� 000
Other FxAenses:
Insurance 3 000
Advertising 300 '3 300
I Total Operating Costs 72 t�92
Community Center
Estimated Oneratin� Exnenses
Salaries:
Assistant Director 6 500
�7` Custodian
1 full time and 1 part time 8 000
Attendants
3 part time 3 000 17 500
Maintenance and Utilities:
Heating and Air Conditioning 2 000
Electricity 2 j00
Water �00
Gas 100
Tel.ephone 300
Office Supplies 100
Building Supplies and Equipment 1 000
Garbage 100 6 500
Other Exnenses:
Insurance 1 000
Advertising 250 1 250
Total Operating Costs 25 2S0
Combined Swimming Pool-Community Center
Estimated Oneratin� �enses
Salaries:
Pool Manager-Assistant Director 6 500
Janitor-Engineer two required 11 000
Water Safety Instructors
4� hrs.�day for j0 weeks C� $1.80 hr. 10 080
Life Guards
6- 4�0 hrs.�wk. for 50 weeks C� $1.70 hr. 20 4�00
3-�0 hrs.�wk. for 13 weeks �$1.70 hr. 2 652
Cashiers, Concessioners and Basket Girls
4� 4�0 hrs. ��rk. for 50 weeks C� $1.00 hr. 8 000
4�0 hrs.�wk, for 13 weeks C� $1.00 hr. 2 080 60 712
Maintenance and Utilities:
Heating and Air Conditioning 5 000
Electricity ty ppp
Water 1 500
Gas 100
'�i' Telephone 300
Garbage 150
r pool Supplies 000
Building Supplies and Equipment 1 200
Clothing 350 16 600
Other Fxnenses:
Insurance 000
Advertising 500 4� 500
Total OperatingCosts 81 812
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PROPOSED POOL RATES
Season Pass:
I� Resident Non-Resident
Family 6 months 20 00 35 00
Family 12 months 35 00 60 00
Individual 6 months 8 00 15 00
General Admission:
Children (under 12) .50
I Students (Jr. Sr. High) .75
Adults 1,00
Family Night (winter season) 1.50
Swimmin� Lessons:
Children 3.50 (10 lessons)
Adults 7,QQ (10 lessons)
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ESTIMATED POOL INCOME
Esta.mated Spring and Summer Revenue
(March 1 throu�h Au�ust 'i1}
Resident Season Family Tickets (2,500 x$20) 50 000
Non-Resident Season Tickets (1,000 x$35) 3S d00
Individual Season Tickets (700 x$8) 5 600
General Admissions 7 000
Instructional Swimming 12 600
Concessions 7 500
Total Summer Revenue $117 700
Estimated Fall and Winter Revenue
(Se�tember 1 through April 30)
Family Resident Season Tickets (1,125 x$20) 22 500
Individual Season Tickets (35o x$8) 2 800
Family Nights 7 800
General Admissions 10 000
Group Rental.s 4� 100
Concessions 7 500
Total Winter Revenue 54� 700
Total Annual Revenue $172 �00
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PROJECT SUMMARY
Project: Fire Station East
Location: 65th and Dupont Avenue (Northeast Corner)
Building Description: No. of stories One
Square feet 9,720
Air condition Partially
Land: 16,000 square feet
Status of Land: City-Qwned
Capital Costs: $180,000
Operating Costs: No appreciable affect
Financing: General Obligation Bonds
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FIRE STATION
SPACE REQUIREMENTS
This building is programmed for a population of six to eight full-time
persons in the office-dormitor.y area and full use of approximately 50 in
the meeting-training facility.
Specific area breakdowns are as follows:
Apparatus Room
Includes area for six bays for storage of approximately
seven vehicles as operated by the Fire Department.
One double O.H, door for each two bays. 5 200 S.F.
Also includes area for storage of portable fire
fighting equipment, wearing apparel, hose washing
and drying.
Ceiling height in this area to be 14� feet clear.
Office Dispatchin� (500 Sq. Ft, Total)
Fire Chief's Office 130 S.F.
Includes area for one-man office arrangement.
Dispatching Office 190 S.F.
Includes area for transmitter and central alarm
center.
Captain's Office 80 S.F.
Includes area for one-man office arrangement.
Office for Training Officer 100 S.F.
Includes area for one-man office arrangement.
Dormitory �75 S.F.
Sleeping quarters for six men.
Lockers, Toilet Facilities Showers 380 S.F.
Includes space for 10 full lockers, 2 water closets,
2 urinals, 3 lavatories, 2 private showers and
toweling areas to serve dormitory space.
FIRE STATION I
COST ANALYSIS
General Construction $100 210
Electrical Construction 15 615
Mechanical Construction 38 560
Architectural and Engineering 10 500
10 Percent Contingency 15 ODO
TOTAL �79 885
SPACE REQUIREMENTS (FIRE STATION) (cont)
Kitchen 1S0 S.F.
Includes space for approximately 25 lineal feet of
base cabinet with sink, wall cabinets above, pass
through counter 6 feet long with rolling shutter to
serve other areas as well as the dormitory.
Trainin� Area-Meetin� Room 1 050 S.F.
Includes space for 50 people for instructional
purposes or a meeting facility for civic groups.
This area would also be used as a polling place
during elections
Recreation Room 700 S.F.
Includes area for a pool table, ping-pong table or
other similar activities.
Circulation 565 S.F.
Includes area for corridors, stairs and entrance
vestibule.
Mechanical. Custodial and General Stora�e Space 700 S.F.
Includes space for the necessary mechanical
equipment. Includes also space for the emergency
generator and compressor.
TOTAL 9 720 S,F.
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PROJECT SITNI�'1ARY
Project: Municipal Service Building
Location: Interchange Park Area south of 69th Avenue
(County Road 130) and directly east of
Shingle Creek
G I.R.B. alternate site: Palmer Lake Basin
Area north of 69th just north of proposed
site
Building Description: Vehicle Storage Area 17,780 S.F.
Maintenance, Storage Other Area 10.11� S.F.
89G� S.F.
Land: 6 acres
Status of Land: Proposed site not yet acquired
C.I.R.B. alternate site City-owned
Capital Cost: Vehicle Storage Included $326,000
Vehicle Storage Excluded $188,000
'Operating Cost: Unaffected
Financing: General Obligation Bonds
MUNTCIPAL SERVICES BUCLDING
SPACE REQUIREMENTS
The programmed requirements of the municipal service building generally
stated provide administration, storage and maintenance areas for city,
street and park department vehicles. Maintenance facilities would be
provided for all city owned equipment.
Specific area breakdowns are as follows:
Administration
Street Dept. Includes office space for street 4�30 S.F.
maintenance personnel.
Park Dept. None included
Vehicle Maintenance Area 3 bays total 3 500 S.F.
Service Area: 2 bays each with separate entrance.
1 bay to include 3 post 36,000 lb.
capacity adjustable hydraulic hoist.
Facilities for overhead hoisting shall
also be provided, 1 bay equipped with
combination paint spray-steam booth.
Ma.intenance area to have approximately
18' 0" clear height.
Parts Stora�e 324 S.F.
Includes area for day-to-day vehicle parts storage.
Si�n Shop 720 S.F.
Includes area for street sign fabrication facility and
storage area for sign stock.
Park Eauipment Repair Area 1 000 S.F.
Includes area for repair of wooden and metal Park
Dept. equipment.
Vehicle Stora�e Area 17 780 S.F.
Includes area for storage of approximately 50
veY�icles as operated by the Street and Park
Departments.
Storage area to have approximately 18' 0" clear
height.
SPACE REQUIREMENTS (MU�TICIPAL SERVICES BLDG.) (cont)
Locker� Shower and Toilet Rooms for 30 EmploYees 625 S .F.
Incl d
u es area for three showers with dressing
cubicles, locker room with 30 15" x 18" metal
lockers and toilet room with two water closets,
one urinal and two lavatories.
Emt�loYee Lunch Room 360 S.F.
Includes eating area for 0 em lo ees with no
3 p y
facilities for food preparation. Area includes
space for vending type machines.
Closed Stora�e 590 S.F.
Includes area for storage of materials which for
security are to be kept in locked storage area.
Oren Stora�e 2 200 S.F.
Includes area for bulk storage and seasonal items
of a non-vehicular type.
Mechanical Room 14�0 S.F.
Includes area for mechanical heating apparatus.
Lobb.y Lower Level Toilet Facilities 225 S.F.
Includes area for entrance vestibule, vertical
circulation and toilet facility on lower level.
TOTAL 27 89� S.F.
PROJECT SUMMARY
Project: City Hall
Location: Central Park Complex or existing site
Building Description:
No. of stories One
Square feet 22,000
Emergency Operating Center 4,250 S.F.
Land: Central Park Complex Not yet acquired
Existing site Partially acquired
Capital Costs:
City Hall $�95 ,000
E.O.C, (�62,000 x 50�) 31.000
Total $526,000
Operating Costs: No appreciable affect
Financing: General Obligation Bonds
CITY HALL
SPACE REQUIREMENTS
The following are specific area breakdowns by departments.
Administration
City Manager's office 180 S.F.
Conference Room 2�0 S.F.
Three Assistant Managers' offices 360 S.F.
Four clerical desks 260 S.F.
Circulation 160 S.F.
TOTAL 1 200 S.F.
Finance
Office 120 S.F,
En�ineerin�
Office 120 S.F.
Drafting Area 575 S.F.
Clerical 130 S.F.
TOTAL 825 S.F.
Assessor
Office 120 S.F.
Public Utilities
I Office 120 S.F.
Inspection
Office 120 S.F.
Parks and Recreation
Office 120 S.F.
Common Business Machine Room 450 S.F.
Vault 300 S,F.
Conference Room 180 S.F.
Common General Office Area 2 900 S.F.
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SPACE REQUIREMENTS (CITY HALL) (cont)
Cit.y Attornev
Office 120 S.F.
Law Library Conference �OO S.F.
Clerical Circulation 80 S.F.
TOTAL 600 S,F.
Civil Defense
Office (included in Police Dept.) 120 S.F.
Police
Chief 120 S.F.
Three clerical desks 19S S.F.
Two Lieutenants' offices 160 S.F.
Detective Sergeant 80 S.F.
Three interview offices 1�4� S.F.
Detention Cells 280 S.F.
Squad Room 24�0 S.F.
Lockers, shower and toilets 300 S.F.
Kitchen 60 S.F.
Photo Laboratory 96 S.F.
Storage 300 S.F.
Training Room 560 S.F,
Circulation, public toilets and public counter 3�5 S.F.
TOTAL 3 000 S,F.
Council Chambers 1 200 S.F.
Employee Loun�e and Kitchenette 600 S.F.
Entrance Vestibules. Public Corridors.
Circulation� Public Toilets and
Janitors° Closets 3 025 S.F.
Lower Level Stora�e F�pansion 5 120 S.F.
Mechanical Room 2 000 S.F.
TOTAL SQUARE FEET 22 000 S,F.
CITY HALL
COST ANALYSIS
General Construction $300 000
Electrical 4�6 000
Mechanical 115 000
Architectural and Engineering 30 000
4�91 000
Demolition 4� 000
�95 000
Emergenc.y Operating Center 31 000
�526 000
PROJECT SUMMARY
Project: Ice Arena
Location: Central Park Complex (South of Interstate 94�
and East of Brooklyn Drive)
Building Description. 51,200 S.F.
Size 160' x 260'
Ice Rink 85' x 200'
Seating 3,120 persons
Land: In Central Park Complex
Status of Land: Not yet acquired (Qpen Space Program)
Capital Cost $770,000
Operating Costs:
Revenue $113,600
Expenses 83,600
Net Operating Income '30.000
Projection made prior to Anoka County Ice Arena announcement
Financing: General Obligation Bonds
ICE ARENA
SPACE REQUIREMENTS
The basic building size is 160' 0" wide by 260' 0" long.
Specific area breakdowns are as follows:
Ice Rink 85' x 200' 17 000 S.F.
Seating
Seats 3,120 persons at 18" wide x 24�"
back to back 10 920 S.F.
Public Toilets
1 each Men and Women 500 S.F.
Public Lockers
175 12" x 12" x 60" lockers or
350 12�� x 12" x 36�� lockers 625 S.F.
Managers and Assistant Managers' Offices 200 S.F.
Concession Stand 300 S.F.
Skate Rental and Repair 625 S.F.
Entrance Lobby 2 4�30 S.F.
Ticket Booths (2 at 50 S.F. each) 100 S.F,
i� Dressing Rooms (4� at 600 S.F, each)
Each includes space for toilets,
lockers and showers for 20 persons 2 4�00 S.F.
Combination Official Office First Aid Room 4�00 S.F.
Mechanical Equipment Room 4 000 S.F.
Combination Service Entrance Zomboni and
Equipment Storage 1 600 S.F.
Circulation
Corridors, vestibules and stairways 10 100 S.F.
����I�� TOTAL SQUARE FOOTAGE S1 200 S.F.
Ice Arena
Estimated Annual Oneratin� Exnenses
Salaries:
Manager 7 200
Rink Supervisor 6 000
Ice Guards 1 300
Cashier and Ticket Takers 3 100
Clerical 1 600
Custodian 5 100
Ice Maintenance 1� 700
Organist 2 300
Labor for Concession 2 500 4�3 800
Other Fxpenses:
Mileage and conferences 7S0
Printing tickets and notices 1 600
Laundry 250
Electrical energy 11 000
Telephone 600
Fuel 5 100
Maintenance, cleaning supplies 7 000
Equipment Maintenance 4� 300
I I Provision for Equipment Depreciation 1 800
Audit Expense 200
Concession food supplies 5 300
Insurance 1 000
Advertising 900 39 825
Total Operating Expenses 83 600
Estimated Annual Revenue:
Season Ticket Sa1es 20 000
Concessions 16 000
Daily Skating Fees 10 000
Spectator Admissions 25 000
Ice Rental 39 000
Income from Skate Sharpening, and rental 3 600
Total Estimated Annual Revenue $113 600
Net Operating Income 30 000
ICE ARENA
COST ANALYSIS
General Construction 93�
Electrical Construction 60 000
Mechanical Construction 127 000
Refrigeration Construction 95 000
Sub Total $709 930
Bituminous Parking areas 1,000 cars 58 000
TOTAL �7 930
PROJECT SUMMARY
Project: Golf Course
Location: Palmer Lake Area
Description: South Boundary 69th Avenue
West Boundary Palmer Lake Drive
North Boundary Brooklyn Center City Limits
East Boundary Penn Avenue
Land: 247.4� acres (181.4� land, 66 water)
Status of Land: 31.W acres to be acquired
Capital Costs: $9�0,000
i Architecture and Engineering 60,000
Site Improvement 350,000
Construction 4�00,000
Landscaping 5,000
Furniture and Equipment 35 ,000
Other 8,400
''I 10� Contingencies 84�,84�0
Total Estimated Cost $933,2�0
Operating Costs:
Revenue $128,000
Expense 50,300
Net Operating Income 00
�I Financing: General Obligation Bonds
Golf Course
Operatin� Costs and Revenue
City Employees would consist of a
Profe
sslonal Manager (commission plus) 10 000
seasonal employees 17 400
Sell tickets and act as starters
(5800 hours $3,50)
1 Greens Keeper 1000 hours @$4.00 4� 000
1 Assistant Greens Keeper 1000 hours �$3,5� 3 500
4� Greens helpers and rangers 4�000 hours @$3.00 12 000 36 goo
Materials and Supplies:
Utilities:
Phone 15p
S ewer 50
Electricity 2 000
Gas (for heating) 200
Insurance 500 2 g00
Grounds Maintenance
Seed, fertilizer, black dirt, chemical, etc. 3 000
Misc, supplies (score cards, printing, pencils, ete.) 1 500 500
Equipment
Repair, replacement, rental of equipment and fuel 6 000 6 000
50 300
Anticibated Revenue
First through third year:
�0,000 rounds per year at (an average round) $3.00 $120 000
Driving range 6 000
Refreshment stand 2 000
Annual Revenue $128 000
After third year with a larger clubhouse:
55 ,000 rounds per year @$3.00 $165 000
Driving range 7 000
Refreshment stand ($3,000 plus rental of dining room) 3 000 $175 000