FIR12 New Fire Station No. 1

Project Details:

Project Start Date: 2020

Ongoing Program: Yes

Submitting Department: Finance & Property Services

Contact Person: Bob Friddle

Level of Need: Significant

Estimated Project Completion Date: July 2022

Department Priority: High

Contact Phone Number: x3387

Website: TBD

Project Location:

Address: 530 South 3rd Street (Current Address)

City Sector: Downtown

Affected Neighborhoods: North Loop, Warehouse District, East Downtown

Affected Wards: 3

Description of Location new Fire Station will be on the same block as the current Fire Station and incorporated as part of a redevelopment to include residential housing.

Project Description:

This project would provide for the replacement of Fire Station #1 as part of a larger urban redevelopment strategy.

Purpose and Justification:

Fire Station No. 1 (built in 1908 and remodeled in 1963) is a traditional two-story brick building with a partial basement, two apparatus bays, and living space. The building has a significant amount of deferred capital maintenance as the long term plan called for its eventual replacement. This building currently houses Engine #1 and the “on shift” Duty Deputy. Strategic Planning called for this station to be replaced as part of serving growing downtown population and redevelopment potential.

In 2003, Fire Station No. 10 closed (19 Fourth Street North, now Police Precinct #1) and the Fire Department staff was transferred to Fire Station No. 6 (near the Convention Center) with the goal of replacing Station No. 1 with a larger station that would accommodate the staffing and equipment needs for higher density residential housing and large scale commercial structures. The strategy at the time (as well as today) is the downtown and adjacent neighborhoods can be served with two larger stations at the outer edges of the central commercial district.

With two downtown locations vs. three, the numbers of calls/responses by Fire Station No. 1 have risen dramatically over time (from 979 responses in 1993 to 4,241 responses in 2017, a 433% increase). Response times from this location meet the Department's response time performance goals. The current location has good access points to the existing transportation routes and therefore the new building project would be located on the same block as the current location. Station No. 1 would be expanded into a multi-functional station with the addition of specialized equipment, personnel, and administrative staff. The new station would include new apparatus bays for an Engine Company, Mobile Command, Ladder Company, and the Duty Deputy, as well as three additional Deputy Chiefs. With this consolidation of services, it will also contribute to providing a more expansive relationship with the downtown community.

A new station is currently envisioned to be part of a mixed-use development, including market rate as well as low-income housing, rather than a standalone building/site. Community Planning and Economic Development Department (CPED), in collaboration with Property Services and MFD, has planned this new station and is currently negotiating a price and terms for its construction by the developer. Upon completion of the new construction, the existing station would then be sold to the developer so they can complete the remainder of their construction on the block.

Project Cost Breakdown

Department Funding Request


Have Grants for this Project been secured?


Describe status and timing details of secured or applied for grants or other non-City funding sources:

Grant and other non-City funding have not been applied for at this time.

Describe any collaborative arrangements with outside project partners, including who they are and what their role is with the project:

Sherman Associates is the developer currently negotiating with the City to build this new fire station as a part of their larger mixed-use development. The separate housing development will include tax incremental financing in an amount yet to be determined. This project improves the ability of the Fire Department to provide services to the public—in furtherance of the following City Goals.

LIVING WELL: Minneapolis is safe and livable and has an active and connected way of life•

All neighborhoods are safe, healthy, and uniquely inviting


City operations are efficient, effective, results-driven, and customer–focused


The city’s infrastructure is managed and improved for current and future needs


State Law Chapter 462.356 (Subd. 2) requires review of all capital improvements for compliance with the comprehensive municipal plan. Chapter 13, Section 4 of the City Charter requires Location and Design Review for the purpose of approving the sale of bonds for these projects.

Policy 5.4: Enhance the safety, appearance, and effectiveness of the city’s infrastructure. 5.4.1 Maintain and improve the quality and condition of public streets, sidewalks, bridges, water systems, and other public infrastructure.5.4.2 Plan for and provide public facilities which anticipate growth needs, use fiscal resources efficiently, and meet realistic timelines.5.4.3 Prioritize capital improvements according to an objective set of criteria consistent with adopted goals and policies, including those of The Minneapolis Plan.Policy 6.3: Encourage sustainable design practices in the planning, construction and operations of new developments, large additions and building renovations.Policy 5.6: Improve the safety and security of residents, workers, and visitors.5.6.4 Maintain and enhance a public safety infrastructure that improves response time to police and fire calls, implements new technologies, provides operation and training opportunities and facilities, and improves communication among public safety agencies.5.6.6 Maintain an Emergency Operations Plan by planning, acquiring equipment, and training for response to emergencies and disasters.Policy 5.8: Make city government more responsive to the needs of people who use its services.5.8.1 Ensure equal access to city services and contracts across the protected classes.5.6.6 Maintain an Emergency Operations Plan by planning, acquiring equipment, and training for response to emergencies and disasters.Policy 6.1: Integrate environmental, social and economic goals into decision-making processes at all levels.6.1.2 Promote efficient use of natural and limited resources when renovating, constructing or operating city facilities and in general city operations.6.1.3 Apply the city-adopted US Green Building Council’s LEED (Leadership in Energy and Environmental Design) standards and the State of Minnesota Sustainable Building B3 Guidelines as tools for design and decision-making when developing, renovating or operating city facilities.6.1.4 Invest in energy efficient heating ventilation and air conditioning (HVAC) and lighting systems, controls and sensors that minimize emission and noise, use of renewable fuel sources, and utilization of best available control technology to minimize particulate emissions. Policy 6.3: Encourage sustainable design practices in the planning, construction and operations of new developments, large additions and building renovations.

Provide the date that Location and Design Review was conducted for the project, the outcome of that analysis and the date formal action was taken by the Planning Commission:

Location and Design Review was approved on May 26, 2016.

Economic Development

Will the project contribute to growth in the city’s tax base?

Strategic location of the current station is part of a redevelopment strategy for the entire block.

Describe the economic development impact of the project:

Staff is working with CPED and the current adjacent property owners and potential development partners to determine the best option for the City that also provides for dense multistory development opportunities

Does the project support redevelopment opportunity that without the project would be infeasible?

Strategic location of the station is part of a redevelopment strategy for the entire block.


Is the proposed project on an existing or planned transitway, transit route, or high-volume pedestrian corridor? If yes, provide details on how the project will improve the transit and/or pedestrian experience.

Yes. Curb lines, curb cuts, on-street parking and pedestrian corner re-designs are all being coordinated with City planning requirements.

Does the proposed project anticipate multi-modal enhancements (sidewalks, bicycle or transit facilities)? Provide details.


Is the right-of-way constrained and do you anticipate that modes of travel will be competing for space? Provide details, is there potential for innovative design options? Provide details

Yes, but would be indicative of nearly all downtown locations.

Operating Impacts

Operations & Capital Asset Maintenance:

Is this request for new or existing infrastructure? New

What is the expected useful life of the project/Improvement? 75 years

Year that Operating Incr/(Decr) will take effect? 2022

What is the estimated annual operating cost increase or (decrease) for this project?

See below.

Any Prior Year Remaining Bond Authorizations? Yes

Prior Year Remaining Bond Authorizations: $13,000,000

Describe how operating cost increases or decreases were determined and include details such as personnel costs, materials, contracts, energy savings, etc:

Newly constructed fire stations have more complex mechanical, electrical, and life-safety systems than the buildings they replace. The advantage is that the systems provide for a healthier and safer environment for the firefighters. Although the systems are more energy efficient (approximately 30%) the savings are offset by bringing more fresh air, exhausting harmful pollutants, and controlling temperature and humidity with more precision. Similarly, the maintenance savings of having new systems is offset by having more systems to maintain. The station will be designed to be more efficient and easily cleaned on a daily basis. The Firefighters self-perform the cleaning of the station, therefore there will not be any financial offset.

If new infrastructure, discuss how the department/agency will pay for the increased annual operating costs:

Increased costs have been planned for in the 5 year financial plan for the City.

For new infrastructure, describe the estimated timing and dollar amount of future capital investment required to realize the full expected useful life of the project:

When the station is relocated and built new, the intended life of a new facility should be at least 75 years with a small incremental capital investment starting at approximately the 10th year of operations and with major building systems replacements starting in the 25th year of operation.

Project Coordination

Describe completion status for ongoing projects and how and when the department/agency plans to use the prior year remaining bond authorizations:

If this is a new project, describe the major project phases and timing anticipated for completing the project:

The project is planned to be designed constructed as a single project over a two-year period.

Scalability/Funding Allocation Flexibility – discuss any flexibility to increase or decrease funding among the years in the five-year plan and the most that could be spent in a given year:

Cost estimates are based on an actual schematic-level design. The City has hired an outside consultant who has constructed several fire stations in recent years and have utilized their market data to update project estimates. Projects of this type are typically completed over a two - three year period with planning and design completed in the first year and construction in the second year.

Minneapolis Goals and Strategic Direction

Minneapolis is a growing and vibrant world-class city with a flourishing economy and a pristine environment, where all people are safe, healthy and have equitable opportunities for success and happiness.Below is a description of how this project meets each of the City's Goals. Below is a description of how this project meets each of the City's Goals.

Below is a description of how this project meets each of the City's Goals.

Public Safety

Collaborative and community-inclusive strategies to ensure safety for all members of our community:

Keeping neighborhoods safe is essential; the City must be maintained as a regional center of commerce and culture; a destination for visitors that promote the interaction with local businesses.


The City prioritizes equitable access to safe, stable, accessible, and affordable housing to eliminate racial disparities in housing:

Housing is an essential building block of a strong city. The City of Minneapolis has strongly endorsed a policy of growth. A growing population contributes to high quality city services, great neighborhood business districts, and safe streets. New housing is directed to locations that are well served by public transit services and close to commercial and natural amenities.

Economic Development

The City prioritizes economic inclusion so that all workers and families are supported and People of Color, Indigenous and Immigrant (POCII)-owned businesses in all sectors can thrive.

Quality of life is a critical aspect in a business's decision to relocate to, remain in, or expand in Minneapolis. F&PS supports and recognizes that a healthy, sustainable economy depends on supporting its businesses, the people employed by those businesses, and the places in which businesses are located.

Public Services

The City prioritizes reliable and equitable access to high-quality public services.

This project helps to ensure the safety, security, reliability, and preservation of a key government, neighborhood, and citizen asset.

Environmental Justice:

The City prioritizes sustainable practices and renewable resources to equitably address climate change while restoring and protecting our soil, water and air.

Minneapolis is a national leader in sustainability, pursuing an agenda to minimize its ecological footprint, use of natural resources conservatively, and continue to build a healthy economy.

Built Environment & Transportation:

The City prioritizes high quality neighborhoods, streets, infrastructure and equitable access to multimodal transportation in all parts of the City through thoughtful planning and design.

Transportation is vital to the city’s social, economic and environmental health. The City recognizes the key role of transportation in meeting the City’s sustainability goals for reducing carbon dioxide emissions and improving air quality, and strives to help meet them through this plan. The concept of a multi-modal system is one that integrates a wide range of transportation choices into a functioning, flexible network. The City continues to encourage investment in an interconnected multi-modal transportation system that supports sustainable growth.

Public Health:

The City Prioritizes positive youth development so that all children can grow healthy and safe:

The City strives to increase health and quality of life for neighborhood residents through community design of healthy environments, which include; safe and secure walkways, adequate public transportation, accessible nutritious foods, and the reduction of disease-causing risk factors, such as lead poisoning through remediation programs. The Public Health programs are extensive and outreach programs are on-going, F&PS goals are to support these efforts and enhance the programs.

Arts and Culture:

The City prioritizes arts and culture as important part of inclusive economic development and placemaking in our communities:

The arts community in Minneapolis has a long tradition of grassroots arts activity, and is nationally recognized for the dynamism and creativity of arts-related events in the city.

The City seeks to incorporate the arts into projects when it can, by partnering with the City of Minneapolis’s public art program.

Additional Information

Add any additional information you feel is important for the CLIC committee, Mayor, City Council members or the general public to know about this potential project and why it should be approved:

The existing Station No. 1 is 106 years old. Even though the block is ready for large scale development, including the current Fire Station into a development project may be a financial burden that would impede a normally viable project.