PSD15 Traffic Maintenance Facility Improvement

Project Details:

Project Start Date: TBD 2021

Ongoing Program: Y/N

Submitting Department: Finance & Property Services

Contact Person: Chris Backes

Level of Need: Desirable

Estimated Project Completion Date: 7/31/2023

Department Priority: Moderate

Contact Phone Number: x3774

Website: N/A

Project Location:

Address: 300 Border Ave

City Sector:Downtown

Affected Neighborhoods: North Loop

Affected Wards: Ward 5

East of the Minneapolis Farmers Market, along Border Avenue

Project Description:

The scope of the project is a phased renovation envisioned to replace the heating, ventilation, air conditioning (HVAC), ceilings and lighting, electrical distribution, life-safety systems, roofing, code and ADA deficiencies for the building. Phase 1 of the project was completed in 2015.

Purpose and Justification:

The Traffic Maintenance facility is home to the Public Works Traffic Management and Maintenance staff, who are responsible for the daily maintenance of street and signal lighting, traffic markings and signage, and overall traffic management strategies. The facility houses the multi-million dollar traffic management system.

The Traffic Maintenance facility is approximately 63,700 square feet on two levels. Of the total square footage approximately 20,000 is for vehicular storage, 22,000 is shop/repair, 11,000 is parts storage/inventory and the remainder is office and meeting space. The Traffic Maintenance facility was built in two phases, the original in 1961 and the North addition in 1970.

The majority of the building systems are original to the construction of the building and have far exceeded their intended life. The systems are not energy efficient and are basically obsolete, as repair and replacement parts are difficult to acquire.

Project Cost Breakdown

Department Funding Request


Have Grants for this Project been secured?

Grants or other non-City funding has not been secured for this project. This project will qualify for rebates from Xcel and Centerpoint Energy.

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


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



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 6.1: 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:

Phase II of this Project has not yet gone through a Location and Design Review process.

Economic Development

Will the project contribute to growth in the city’s tax base? No

Describe the economic development impact of the project:


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



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. This project will be adjacent to the Royalston station but does not involve any exterior improvements, only interior and life safety improvements.

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


Operating Impacts

Operations & Capital Asset Maintenance: TBD

Is this request for new or existing infrastructure? Existing

What is the expected useful life of the project/Improvement? 30 years

Year that Operating Incr/(Decr) will take effect? 2023

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

Any Prior Year Remaining Bond Authorizations? None

Prior Year Remaining Bond Authorizations:


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

Renovated buildings have more complex mechanical, electrical, and life-safety systems than those that were original to the building. The advantage is that the systems provide for a healthier and safer environment for the City staff. 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, having the maintenance savings (fewer break-down repairs) of having new systems is offset by having more systems to maintain. The larger savings is the cost avoidance of complete system failure that would require relocation of staff until the problem is resolved.

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


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:

The intended life of a renovated facility should be at least 25-30 years with a small incremental capital investment starting at approximately the 10th year of operations.

Project Coordination

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

No current funding

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

Phase I was completed in early 2015. Phase II design and construction is proposed for 2022 with final completion planned for spring of 2023.

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:

Project is scalable but is planned to be completed in one final phase.

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:

All neighborhoods are safe, healthy, have access to safety services as necessary. In addition to keeping neighborhoods safe, it is essential that the City 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:

Project will support housing and neighborhoods throughout the City that require services provided. 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.

Current City operations provide services to developing or changing areas of the City. 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.

he City's Infrastructure is managed and improved for current and future needs. City operations are efficient, effective, results-driven, and customer-focused. 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.

Purchases are made with an eye towards sustainability. F&PS strives to improve environmental performance and reduce waste with every project. 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.

The design and construction (remodel) will benefit the City residents through improved and equitable access to services provided. 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:

Through thoughtful design and construction, positive and safe service, which are the current goal, will be enhanced. 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:

Phase 1 investment could not wait due to major systems failure.

Investment in this facility was deferred for more than a decade due to the potential for other large scale sports facilities being studied (Target Field and Metrodome replacement). With the redevelopment potential in this area this location and site may not be the long term home for this City operation. If it is determined that the facility will remain at its current location, the final phase of the Project will be contingent upon the future land use of the neighboring properties. Cost Estimates may also increase for Phase 2 due to escalation and in order to include exterior and site improvements that will compatible with new Development.