PSD25 911

Project Details:

Project Start Date: TBD

Ongoing Program: No

Submitting Department: Finance & Property Services

Contact Person: Bob Friddle/Barbara O'Brien

Level of Need: Significant

Estimated Project Completion Date: 2026???

Department Priority: High

Contact Phone Number: 612-673-3387

Website: NA

Project Location:

Address: TBD

City Sector: All

Affected Neighborhoods: All

Affected Wards: All

Location to be determined

Project Description:

This Project will plan, design, and construct a new 911 Opertions Center on property to be identified and acquired in the City that it serves.

Purpose and Justification:

The Minneapolis Emergency Communications Center (MECC) is located in Minneapolis City Hall at 350 South 5th Street, Minneapolis MN 55415. The Southwest corner of the Basement and Sub Basement levels were remodeled in 1987 in order to house the MECC, which subsequently went through minor renovations in 2000. The total area of the station is approximately 14,973 square feet. The 911 Operations Center serves the entire City of Minneapolis.

The original design of the space, which is largely intact today, is typical of the late 1980’s in both appearance and functionality. 30 years later, many of the functions and needs of the MECC have evolved from when it first took up residence in this space. The technology utilized by a modern emergency communications center calls for a re-envisioning and re-design that addresses the new work flow and organization requirements of the Minneapolis 911 Operations.

A Master Plan study was conducted in 2017.

The configuration of the current 911 Operations Center is no longer adequate to serve today’s 911 operations. The Minneapolis Emergency Communications Center currently employs approximately 80 staff in the following functions:

• Call-taking

• Police Dispatch

• Fire Dispatch

• Information

• Dispatch Floor Supervision

• Quality Control / Training

• Administration

• Information Technology (IT)

• An above-ground location that is not susceptible to flooding.

• Smaller meeting space near front entrance for smaller meetings, or drop in meeting

• Mother’s Room should be located near the locker room, more private space is needed.

Technology .

Break Room – Larger space to accommodate additional staff, in addition to enough room for shift meetings/training.

Handicap Accessibility –

Locker Rooms – Enough lockers to accommodate a growing number of staff. Lockers that are large enough to fit equipment including electrical for charging city required equipment

Cot Room – Expand so there are multiple beds, perhaps two separate rooms so that staff would not have quite so many people sleeping in the same space.

The current 911 Operations Center is not very accessible for staff, so a more central location that provides better access is desirable. The facility should also be flexible to meet future staff and technology needs, as the future will undoubtedly bring many changes to the operation of the building from the way 911 operates now.

This project will meet the current and anticipated future needs of the 911 Operations Center in this geographic portion of the City.

The building will be designed, constructed and commissioned utilizing the Leadership in Energy and Environmental Design (LEED) standards. 

Location is yet to be determined, but would ideally be central to the area served.

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:


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

None at this time


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:

Location and Design Review will be initiated when a site is selected.

Economic Development

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

Describe the economic development impact of the project:

None anticipated

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.

Location yet to be determined

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

Location yet to be determined

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

Location yet to be determined

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?

Year that Operating Incr/(Decr) will take effect? 50-75 years

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

Any Prior Year Remaining Bond Authorizations? No

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:Newly constructed operations centers 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 officers, staff, and the citizens served. 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 stations will be designed to be more efficient and easily cleaned on a daily basis. Property Services will continue to perform the cleaning of the operations center, therefore there will not be any financial offset.

The end result is there will not be any operational savings with the new building. It is anticipated that the costs may actually be $20,000 a year higher based on comparative stations. 

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

Increased costs have been planned for in the City's 6-year financial plan.

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 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 replacement 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:

Bonds have not been sold for this project.

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

A site will be identified, vetted and acquired (if needed) by the City within two-three years. In cooperation with the planned development project at the existing site, a new 911 Operations Center will be designed and built within the following two years, at which time the existing operations center will be ceded to the MBC for redevelopment.

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 not based on an actual design. The City will hire an outside consultant who has constructed several 911 operations centers in recent years and will utilize their market data to update project estimates.

The project does not include any cost for acquiring property, as a location has not yet been identified and it is unknown at this time. 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:

All neighborhoods are safe, healthy, have access to 911 services, and are uniquely inviting. 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:

New 911 Operations Center will support housing and neighborhoods that are continuing to grow at a rapid pace. 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 are becoming in-adequate to 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. City residents consistently rate safety as having extremely high importance to their quality of life.

Public Services

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

The City provides adequate and equitable services to all neighborhoods in the City. Finance & Property Services (F&PS)strives for efficiency, transparency, and responsibility as stated in the City's goal. F&PS follows the City's purchasing procedures to ensure fair selection of services and detailed in-house project-by-project accounting ensures each project has a carefully managed budget.

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

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 of a new 911 Operations Center will benefit the City residents through improved and equitable access to safety 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:

The new 911 Operations center design would ...

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 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:

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