FIR14 New Fire Station No. 19


Project Details:

Project Start Date: TBD

Ongoing Program: Y/N

Submitting Department: Finance & Property Service

Contact Person: Bob Friddle

Level of Need: TBD

Estimated Project Completion Date: TBD

Department Priority: TBD

Contact Phone Number: #3387

Website: TBD


Project Location:

Address: TBD

City Sector: At or near University of Minnesota campus

Affected Neighborhoods: TBD

Affected Wards: 2; with coverage in Wards 1, 3, & 6

Description of Location


Project Description:

This Project will plan, design, and construct a new Fire Station No. 19, on property yet to be identified and acquired, in the U of M TCF Bank Stadium area.


Purpose and Justification:

The current Fire Station No. 19 is located 200 SE Ontario St. The original station, built in 1976, is a single-story brick building with partial basement, with three apparatus bays. The area of the station is approximately 12,590 square feet. The Fire Station serves the East Bank, Marcy Holmes, Mid-City Industrial, and Como neighborhoods of Minneapolis. The original station provides living space (open dorm) to accommodate three rotating shifts of 24 firefighters, and 6 captains, for a total of 30 occupants.



The location and configuration of the current Fire Station No. 19 are no longer adequate to serve today’s fire department operations. The building is functionally deficient and no longer meets the current building code, energy code and ADA accessibility. Increases (and changes) in staff size, the lack of privacy and gender issues as it relates to open sleeping areas, have created a demand for private sleeping rooms.


Because of higher demand, due to shifts in property development and street access, the response times for Fire Station No. 19 have increased in some of the neighborhoods that it serves. The Minneapolis Fire Department measures response times based on a percentage of first unit arrival within five (5) minutes. Response times below 70% indicate unacceptable levels of service. Due to the increased service demands on Fire Station No. 19, a new facility and a better location will improve service and response times to these surrounding neighborhoods.


Long term strategic planning by the University of Minnesota has identified the need to relocate Fire Station 19 from the current location to a site yet to be identified, to allow for more appropriate commercial and/or institutional development at the current site.


The new station will be planned to accommodate three rotating shifts of 21 firefighters, 6 captains and 6 Fire Motor-Operators, for a total of 33 occupants (eleven staff per shift). This will result in a functional and efficient living space that will provide for all 33 firefighters.


The project will meet the current and anticipated future needs of the Minneapolis Fire Department in this geographic portion of the City.


Project Cost Breakdown

Department Funding Request

Partnerships


Have Grants for this Project been secured?

-Grants or other sources of funding have not been applied for at this time.


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

-Grants or other sources of 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:

-The University of Minnesota Foundation Real Estate Advisors is working with Community Planning and Economic Development (CPED), Property Services and MFD to identify and analyze potential sites for a new fire station.


Planning


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.

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.


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: TBD




Economic Development


Will the project contribute to growth in the city’s tax base? Yes, relocation will allow for new development, size TBD.


Describe the economic development impact of the project:

Include detail here.


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

The University of Minnesota approached the City specifically with the stated goal of redeveloping the area in and around Fire Station #19.

Transportation


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

TBD


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

-No information at this time; will be addressed when a site is selected.

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

Include detail here.

Operating Impacts


Operations & Capital Asset Maintenance: TBD

Is this request for new or existing infrastructure? Yes

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

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

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

Any Prior Year Remaining Bond Authorizations?

-Bonds have not been sold for this project.

Prior Year Remaining Bond Authorizations:

-Bonds have not been sold for this project.


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 stations 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 City's 5-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 University-owned site will be identified, vetted and acquired by the City within two years. In cooperation with the planned development project at the existing site, a new fire station will be designed and built within the following two years, at which time the existing fire station property will be sold.


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 estimate is not based on an actual design. The City will hire a consultant who has designed several fire stations in recent years and will utilize their market data to update project estimates. Cost may be negotiated as part of a larger development agreement, as has been done recently with Fire Station 1.


The project does not include any cost for acquiring property, as it is assumed that the current property value will match or exceed that of a new site.


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:

Minneapolis is safe and livable and has an active and connected way of life. All neighborhoods are safe, healthy, and 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 new location will provide better access to the research and development portion of the campus, and be away from the more congested traffic area.

Housing


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.

-Staff from the Community Planning and Economic Development (CPED) department have been assigned to this project and will assist in the identification of an appropriate site, as well as in the disposition of the current Fire Station No. 19 site for private use.

Public Services


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

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.

-The city’s infrastructure is managed and improved for current and future needs. In addition, the building will be designed, constructed and commissioned utilizing the Leadership in Energy and Environmental Design (LEED) standards.


Built Environment & Transportation:


The City prioritizes high quality neighborhoods, streets, infrastructure and equitable access to multi-modal 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:TBD


TBD