HomeMy WebLinkAbout2. Public Works Reorganization Plan and Master Plan Discussion
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CITY OF SHAKOPEE
Memorandum
TO: Mayor & City Council
Mark McNeill, City Administrator
FROM: Bruce Loney, Public Works Director
SUBJECT: Public Works Organization Plan and
Public Works Master Plan Discussion
DATE: September 30, 2003
INTRODUCTION:
The Public Works Department has asked the City Council to revisit the organization
study for the City of Shakopee, as prepared by Short Elliott Hendrickson, Inc., and
provide direction on the study and in particular the recommendations. Also included in
this two hour work session is a discussion for a public works master plan for possible
expansion/remodeling ofthe Public Works facility.
BACKGROUND:
Master Plan: Included in the Work Session is a discussion on the Public Works Master
Plan for the expansion/remodeling of the Public Works facility. Information included for
the Council to consider with the Public Works expansion project are as follows:
. Executive summary of the Shakopee Public Work's building
. Drawing of the Public Works building with its proposed expansion
. Executive summary of the Shakopee Public Utilities Commission's building
as prepared by JEA Architects
. Drawing showing the entire Public Works and SPUC's site with proposed
expansion as contained in the JEA Architect study and including the salt
storage building which is currently out for bids.
In reviewing the site, which includes approximately 12.7 acres, there are essentially two
options with this site for the Council to consider.
Option No. 1 - expand the existing Public Works building with a squaring off of the
building, relocating the parking lot south of the new proposed building and adding 11,000
square feet cold storage building in the future. With this option, the Public Works
Department would have approximately 2.05 acres of outside storage remaining and
would very much limit the amount of outside storage space.
Option No. 2 - purchase the SPUC building and property and place a new public works
building at that location and use the existing Public Works building as cold storage or
other uses for the City. With this option, the outside storage space which is very much in
use currently, would be preserved for the future.
Jeff Oertel of Oertel Architects will be available to present his view on the options and
his opinions of the cost of improving the existing public Works building or demolish the
SPUC building and rebuild new on that site. Also, Oertel Architects will have a proposal
to prepare a master plan with cost estimates to more accurately analyze the options
available for the City in expanding the Public Works facility.
As recommended by Short Elliott Hendrickson study, the City should pursue the
purchase of the SPUC building and property and develop a master plan that would meet
the Public Works reorganization today and provide for an orderly transition in the future
in it inevitable growth. In looking at long term, to meet the needs of the Public Works
Department, part of the master plan should address the viability of this site and to what
population it can serve in the future.
Short Elliott Hendrickson Oreanizational Study: Previously, on August 26, 2003, the
City Council did review the organization study for the Public Works Department, as
prepared by Short Elliott Hendrikson, Inc. Lloyd Pauly, of Short Elliott Hendrickson, did
present the study to the City Council in a brief presentation and some of the questions
from Council were answered. Due to time limitations, the complete study was not
discussed and Council did indicate they would like to revisit the study and ask more
questions on the recommendations.
Attached to this memorandum are Pages 11-15, which contain the recommendations and!
or action items that are recommended for the Public Works Department to meet the
City's growth in the future. Staffhas the following comments with the recommendations
to provide further information for Council consideration as follows:
I Recommendation No.'s 1 and 2 I
Staff has requested $20,000.00 in the unallocated budget section for possible salary
adjustments for implementing the proposed new organization structure.
I Recommendation No.3 I
Staff did not budget for a full time administrative clerk in the 2004 Budget, but rather to
maintain the 20 hours a week that is currently provided. Additional administrative clerk
duties are warranted. However, due to budget limitations, it was not requested at this
time.
I Recommendation No.4 I
Considering the purchase of the SPUC building and property will be part of the master
plan discussion with Oertel Architects with this Council work session.
I Recommendation No.5 I
Development of a Public Works maintenance organization structure will require
additional professional assistance from Short Elliott Hendrickson, in particular with the
appropriate job descriptions, and money has been budgeted for the 2004 Budget to
provide these services, as needed.
I Recommendation No.6 I
Mapping and documentation of the existing infrastructure is being updated continuously.
However, there is a lag effect of new development providing the drawings to keep the
maps as current as possible. The Engineering Department has scanned all existing as-
builts into the City's computer system and coordination with the MIS Department and
Public Works needs to occur to provide this information at the Public Works building.
I Recommendation No.7 I
The sanitary sewer map has been updated and procedures are being developed to begin a
three-year frequency of sewer cleaning and mapping of problem areas. Staffhas included
an additional maintenance person for 2004 to be mainly funded by the Sanitary Sewer
Enterprise Fund and!or Storm Drainage Enterprise Fund.
I Recommendation No.8 I
Providing additional support from the Engineering Department on developer projects,
engineering projects and permits. The Engineering Department is reviewing all of its
outstanding projects and identify which projects have not been accepted to avoid
unnecessary work being done by the Public Works Department. Other measures are to
set up procedures to bill the responsible party if Public Works needs to complete work
due to public safety concerns.
I Recommendation No.9 I
The Public Works Department is now involved in review of development plans for
preliminary plats, PUD's and final plats and will have an area for comments on
maintenance issues. Also, Public Works is now on the list for final acceptance of
infrastructure acceptance by the City on its public and private improvement projects.
I Recommendation No. 10 I
This recommendation requiring mechanics to provide their own tools is an issue that
should be part of union negotiations and union contract.
I Recommendation No. 11 I
Updating the existing Pavement Management System is currently being reviewed and
training is scheduled in October for the Public Works Supervisor, Street Lead Person and
Engineering personnel so that the program can be updated and managed and better
coordination between the Engineering and Public Works Departments.
I Recommendation No. 12 I
Policy on maintenance of storm drainage holding ponds and drainageways is currently
part of our Stormwater Management Plan and is now a part of the NPDES permit
measures that the City has currently approved and needs to implement.
I Recommendation No. 13 I
Staff has been reviewing this policy for a number of months and would recommend a
policy be established in regard for trails and sidewalks, and in particular the replacement
of sidewalk panels that may be defective on local streets.
I Recommendation No. 14 I
Developing an education and incentive program is something that is very important for
the growth of the employees in the Public Works Department as the City grows.
I Recommendation No. 15 I
Further study is needed for the fleet maintenance function in order to update the systems
that are currently used.
I Recommendation No. 16 I
Developing an annual maintenance activity schedule is something that is underway and
will be worked on over the winter.
I Recommendation No. 17 I
Exploring a revision to the daily work schedule to allow supervisory work crew to be
available to a later time in the day. Staff feels that due to the limited calls that are
received in this time period, it may not be the best to schedule personnel at a later time.
Most calls for service such as sewer backups or sanding of streets are received after 6:00
P.M. Staff would recommend further study on how best to handle these calls for service
and be part of union contract discussion later this fall.
This concludes the information points for the Organization Study and staff would like
City Council to review the recommendations and provide direction on the report for the
Public Works Department to consider. Staff also recommends that if Council accepts the
report, as is, each item would be brought back for formal Council approval as the best
approach in implementing this Organization Study action plan.
RECOMMENDATION:
Staff would recommend that City Council discuss the Organizational Study for the City
of Shakopee and provide direction on the implementation of the study. Also, staff would
ask the Council to consider a master plan proposal from Oertel Architects and including
the SPUC building and site.
~
Bruce Loney
Public Works Director
BUpmp
PUBLICWORKS
5.0 Job Descriptions
Adoption of the recommended organizational chart and structure will
require a revision to the job descriptions for the supervisory positions
and the "lead" positions. The revisions necessary will relate to
responsibility and will require that those job descriptions stand the test
of exempt or supervisor's position.
Appendix C contains sample job descriptions from communities where
these positions and responsibilities exist and are functioning.
6.0 Recommendations (Actions)
The following is a list of recoinmendations for action that should be
developed into a plan and systematically supported and enacted so that
the Public Works maintenance function meets the Council's
expectations and positions itself to respond to the future growth of the
community and corresponding service demands.
l. The two current "lead supervisors" need to be moved outside
of the current union structure and be made a participating,
active part of the "management" team. This will require new
job. descriptions, job responsibilities, training, and salary
adjustment.
2. The job description of the current Public Works supervisor
needs to have a corresponding revision to strengthen his
management responsibilities.
3. The part-time administrative clerk should be a full-time
position.
4. The City should pursue the purchase of the SPUC building and
property prior to the remodeling of the existing Public Works
building. Then develop a facility master plan that will meet the
Public Works re-organization today, and provide for an orderly
transition for the future and its inevitable growth.
5. Develop a Public Works maintenance organizational structure,
which provides for:
1. The changes outlined above.
2. Provides clear-cut lines of responsibility and authority.
3. Accommodates the current employee contingent.
4. Offers opportunity for growth and responsibility.
5. Provides for expansion and growth, which can correspond
to anticipated growth of the City.
Organizational Study for the City of Shakopee A-SHAKOO301.00
Page 11
6. Provide the Public Works function with adequate and up-
to-date mapping and documentation of the infrastructure it
is charged with maintaining. This includes updated maps of
street system, storm drainage system, sanitary sewer
system, and public lands. These should be updated annually
and be available in hard.copy and electronic format.
7. Develop and document a sanitary sewer cleaning and
maintenance program based on a three-year cleaning
frequency. As part of that program, identify those
"problem" areas requiring more frequent cleaning and
investigate the cause of build-up in those areas.
8. The Public Works function needs to receive improved
support from the engineering function with regards to
developer projects, engineering projects, and permit
execution and enforcement. We witnessed on more than
one occasion where Public Works was asked to perform
functions that were the obligation of the developer, the
contractor, or permittee. These deficiencies were either
overlooked, forgotten, or the responsible party was
unwilling to perform their responsibilities. Engaging Public
Works in correcting these deficiencies was the expedient
way of solving the problem.
While their lack of record keeping could not quantify the
man/equipment hours involved, in these activities, it was
obvious from testimony and witness that it is not an
uncommon occurrence. This type of response to
deficiencies not only takes the workforce away from its
primary mission and responsibility, but the responsible
party was relieved of their responsibility. Currently, no
system exists to charge the deficient party for their neglect
or oversight.
9. Develop a procedure so that Public Works have review
input into development plans for any part of the
infrastructure that they will be asked to maintain.
Additionally, Public Works should participate in the
development of punch lists and final inspection prior to
City acceptance of all infrastructure items.
Organizational Study for the City of Shakopee A-SHAKOO301.00
Page 12
10. Set up a system where the mechanics are required to
furnish their own tools. Negotiate an annual tool
replacement allowance as part of the union contract.
. Any specialty tools and wrenches larger than one inch
will be purchased, owned, and maintained by the City.
. Purchase and maintain a set of tools for the balance of
the workforce to use as needed.
11. Update the existing pavement management system. Engage
the City Council in setting a policy regarding acceptable
"street condition index". Develop and annually update the
program so that crack seal, seal coat, mill and overlay and
reconstruction activities can be adequately funded, and
properly coordinated between Engineering and Public
Works.
12. Engage the City Council in establishing a policy regarding
the maintenance of storm sewer holding ponds and
drainage ways (i.e.: mowing, tree growth removal, erosion
control, silt removal frequency, etc.).
It is conceivable that the number of these facilities would
more than double from that which exist to-date. It is
appropriate to set a maintenance standard that the
community can support both financially and esthetically.
13. Engage the City Council in establishing a policy regarding
the establishment and maintenance of trails and sidewalks
(i.e.: winter maintenance, repair, replacement, etc.).
Again, without a well thought-out policy, at this stage of
development, this could have a significant impact on
staffing levels in the future.
14. Develop an education incentive program for the Public
Works workforce. This will not only prepare the workforce
for the future expansion of the maintenance activity in the
developing City, but also provide for employee
advancement, job satisfaction, and retention.
Organizational Study for the City of Shakopee A-SHAKOO301.00
Page 13
15. Conduct a review of the fleet maintenance services function
of the Public Works activity. This review should include:
. A review of current practices.
. Development of in-house/out -source policy and
function.
. Formalize relationship with SPUC vehicles and
maintenance.
. Develop an hourly shop cost, which includes overhead
items such as heat, lights, facilities, expendables, etc.
. Certification of mechanics.
. Review of billing procedures for receiving departments.
. Review of vehicle replacement policy.
. Review of vehicle procurement specifications.
. Review of existing hardware and software systems to
service this enterprise.
16 Develop an annual maintenance activity schedule, which
outlines the functions and planned activities.
This schedule can be used to communicate with the council
administration and the public on the goals of this work
activity and the progress of the maintenance function.
17 Explore a revision to the daily work schedule to allow a
supervisor and/or a limited crew to be available, if
necessary, until 4:00 to 4:30 p.m. to respond to service
needs without the expenditure of overtime/comp time.
7.0 Recommendations (Training and Development)
The following are staff training and development recommendations
that should be addressed III conjunction with the action
recommendations. This section includes both individual and group
development needs.
Organizational Study for the City of Shakopee A-SHAKOO301.00
Page 14
7.1 Leadership & Supervisory Training
Provide continuing educational opportunities for the Director of Public
Works, Public Works Supervisor, Parks Maintenance Supervisor, and
the Street/Sewer Maintenance Supervisor. We recommend an external
series (i.e., Wilson Learning, AMA, St. Thomas, etc.) and some
custom in-house sessions designed to meet specific needs such as
effective team leadership, communicating with diverse personalities,
facilitating effective meetings, giving clear instructions, etc.
. Process Facilitation and Education
We suggest having facilitated working sessions to define and/or
revise key work processes and procedures. Facilitation with an
appropriate group will be the key to the success of the process or
procedure. The groups will need to be kept small, with the
members representing the diversity of those who will be utilizing
the process or procedure. Without this diverse representation, the
process will not get appropriate buy-in or support from the very
people who will be expected to use it.
Once a process has been fully defined or revised, all appropriate
staff will need the appropriate training.
. Workforce Continuing Education Policy & Development Plan
We recommend developing a Public Works Education Policy. The
policy should outline types of training/education the City will pay
for, approval process for registration/attendance, and the amount
the City will pay for per year.
Employees should have an annual development plan that is
mutually developed with their supervisor/manager. This plan
should be an extension of the performance review system. The
plan should highlight development needs and opportunities for
filling the needs. Effective development plans along with an
appropriate continuing education policy should provide employees
an incentive for continuing their learning and help provide job
satisfaction.
. Department Wide Training
If the Public Works staff is expected to operate as an effective
team, we recommend at a minimum, one annual
training/educational opportunity for the entire staff. This keeps a
work unit talking the same language and operating more
effectively as a unit. Examples of annual educational topics might
include: team skills, communication skills, customer service skills
as it relates to the public, technical skills, etc.
Organizational Study for the City of Shakopee A-SHAKOO301.00
Page 15
JIARCHrrECTS
~,
EXECUTIVE SUMMARY
SHAKOPEE PUBLIC WORKS
Conclusions:
The Shakopee Public Works Building is in an excellent location. The site is of adequate size for the
future growth of Public Works. The 1970's facility needs major maintenance and code updating. Our
recommendations for this facility are as follows~
. Start repairing the existing facility. It is in many ways deteriorating from a maintenance
standpoint.
. Move the Police Department out of the facility.
. . Add on to the existing facility as necessary to accommodate the 10-year space needs analysis.
. Create a site master plan that would entail the building addition for Public Works, a location for
future cold storage and other additional site upgrades. The need for a cold storage facility is
beyond the 1 a-year needs assessment.
Cost conclusions are as follows:
.,.,-..... Construction Maintenance Costs would be in a range of $1,300,000 to $1,500,000.
.
. New Facility Costs for a 31,000 square foot proposed addition are in the range of. $2,200,000 to
$3,000,000.
. . Additional costs would have to be factored in to create a final project cast.
Note: Additional Costs Include:
. Existing Building Maintenance Costs
. Architectural/Engineering Fees
. Equipment/Furniture
. Asbestos Abatement
. Testing
The above estimates are further detailed in the Architectural Project Analysis.
Bottom Line:
We recommend that:
. The Police Department move out of the facility and into a new building.
. Public Works expand in the existing building and site (refer to the attached drawing 81)
. The existing building be upgraded.
. Consideration should be given to building the cold storage and completing the existing buifding
upgrades as the first phase of work on the building and site.
.........
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JIARCHITECTS
EXECUTIVE SUMMARY
SHAKOPEE PUBLIC UTILITIES COMMISSION BUILDING
Conclusions:
. We do not recommend that the building be utilized by the City for the Police Department.
. The existing building needs major updating and the cost of this updating' would be similar to that
. of the Public Services Building - approximately $1,300,000 to $1,500,000 for maintenance
construction costs.
. The site is in a great location for future city use.
Although the building could be utilized by the Public Works, we don't recommend this because
. The existing Public Works can be added onto with the existing site and
. The Police Department will be moving out of the existing Public Works building, leaving an
adequate space and. site for Public Works to expand into.
Bottom Line:
Consider the site for future Police Station use. In that event, we recommend that the existing Shakopee
Public Utilities Commission building would be demolished.
SHAKOPEE PUBLIC UTILITIES COMMISSION (SPUC) BUILDING
RECOMMENDATIONS AND CONCLUSIONS
INTRODUCTION
The main thrust of this study was to review the overall condition of the existing Shakopee
Public Utilities Commission Building, with consideration that this building may be vacated by the
Shakopee Public Utilities Commission in the future and thereby becoming available for City use.
EXISTING SITE
. The site, in general, is a definite highlight. The site has good size, location access and
the overall site condition is good.
. One possible drawback to future development is that the site is adjacent to residential
areas. This concern should be able to be alleviated with proper design and the fact
that the site is of a size that offers a good deal of space for landscape buffers.
EXISTING BUILDING EXTERIOR
. There are a great number of concerns relating to the building, as indicated in the
Architectural and Structural analyses.
The major concerns include:
a. The structure is presently loaded to the maximum.
b. The building exterior finish materials, other than the roof and stone front, are
deteriorating and needs to be repaired or replaced.
c. Concrete frost stoops need to be installed at the exit doors and door hardware
needs updating.
d. The drainage from the roof onto the exterior veneer elements.
EXISTING BUILDING INTERIOR
. The basic interior of the building has been well maintained. There are, however, a
number of upgrades that would be necessary if the building changed hands:
a. Accessibility upgrades
b. Sprinkler system installation
SHAKOPEE PUBLIC UTILITIES COMMISSION (SPUC) BUilDING
RECOMMENDATIONS AND CONCLUSIONS
JEA PROJECT NO. 1061A PAGE 1
JIARcHrTeCTS
SHAKOPEE PUBLIC UTILITIES COMMISSION (SPUC) BUILDING
ARCHITECTURAL BUILDING ANALYSIS
May 4, 2000
I. THE SITE
A. The existing SPUC site is located on the southwest corner of Gorman qtreet and 4th Avenue.
B. The site is approximately 4.1 acres in size with dimensions of 400' x 406' x 480' 400.
C. The existing building office area fronts 4lh Street. There are 2 access drives from 4th Stre.et. There is
parking off of 4th Street with drives and work areas on the south, east and west sides of the building.
D. The existing building footprint is approximately 200' x 150' = 30,000 square feet.
E. Site zoning is B1 (highway business) and building setbacks are:
1. Front: . 3D'
2. Rear: 30'
3. Side: 20
4. Side or rear from residential: 75'
F. Flood Plain: The site is not located within the flood plain.
G. Site Use Considerations:
1. The site is adjacent to the Public Services Building.
2. The site acts as a buffer between the B1 (highway business district) and residential districts to the
south, west and north.
3. The site is centrally located and has good access to (C.S.A.H. No. 17) Marshall Road.
4. The site is not screened from the residential area.
II. THE EXISTING BUILDING
A. Buildinq Size:
Office 6,000 t SF
Heated storage 8,400 tSF
Unheated 15,600 :tSF
Total 30,000 tSF ,..--'
. .... ...~
B. Construction ohases:
1. The building was built in the 1970's t.
SHAKOPEE PUBLIC UTILITIES COMMISSION (SPUC) BUILDING
ARCHITECTURAL BUILDING ANALYSIS
JEA PROJECT NO. 1061A PAGE 1
2. The interior upgrades were accomplished in 1985.
3. There has been reroofing completed within the last 3 years :1:.
C. The construction consists of:
1. The building is a steel frame manufactured type building.
2. The building consists of sloped standing seam roof, steel frame structure; walls are steel frame
with steel face brick or stone finish. The portion of exterior wall that has masonry and stone finish
would appear to have concrete block backup. The floor is concrete, foundation is concrete block
and footings are concrete.
3. The building is insulated at the roof. At the office area, there are furred insulated.walls at the
exterior and additional batt insulation above the acoustical ceiling tile.
4. The interior walls are a mix of concrete block and metal stud/gypsum board.
D. Interior Finishes
1. The interior walls in the office are finished with vinyl wall covering or paint. The floors are maily
carpeted and the ceiling has the acoustical ceiling tile.
E. Building Code: The following are major points:
1. Building Classification: Band S2
2. Construction Type: 2 N
3. Allowable SF: 24,000, 36,000 to be verified.
4. The existing building does not have a sprinkler syst~m.
F. Handicapped Accessibility: The existing building does not meet ADA accessibility standards. The
following are major items for consideration:
1. The entrances are grade level and appear to meet accessibility requirements.
2. The restrooms do not meet accessibility requirements, but are adaptable;
3. The hardware and signage throughout do not meet ac~essibility requirements.
G. Hazardous Materials
1. The building will have to be tested for hazardous materials.
H. Existinq Buildinq Recommended Upgrades
1. Building Exterior
--- -."..-
a. There are signs of water penetration through the masonry walls to the interior (efflorescence)
throughout the building. (High priority)
SHAKOPEE PUBLIC UTILITIES COMMISSION (SPUC) BUILDING
ARCHITECTURAL BUILDING ANALYSIS
JEA PROJECT NO. 1061A PAGE 2
.
b. The facebrick needs caulking and tuckpointing. (High priority) .
c. Some repair is needed to the exterior metal on the west elevation. (Medium priority)
d. The exterior hollow metal doors and frames need replacement. (High priority)
e. The bollards are bent and damaged. (Low priority)
f. The east overhand canopy needs replacement. (High priority)
g. The masonry and stone have been installed without weep holes to allow drainage. (Low
priority) . .
2. Interior
a. Accessibility upgrades are needed. (High priority)
b. The building exceeds the allowable square footage allowed per code, and therefore, a
sprinkler system should be installed. (High priority)
END OF ARCHITECTURAL PROJECT ANALYSIS
SHAKO PEE PUBLIC UTILITIES COMMISSION (SPUC) BUILDING
ARCHITECTURAL BUILDING ANALYSIS
JEA PROJECT NO. 1061A PAGE 3
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TOP: SHAKOPEE PUBLIC UTILITIES COMMISSION BUILDING - GARAGE
BOTTOM: SHAKOPEE PUBLIC UTILITIES COMMISSION BUILDING - EXTERIOR CLOSE UP
EXISTING FACILITY STRUCTURAL SURVEY
SHAKOPEE PUBLIC UTILITIES BUILDING
SHAKOPEE, MINNESOTA
Part I Summary of Structural Items:
The Shakopee Public Utilities building is a pre-engineered metal building. It is a single story
slab-on-grade structure. The north 30' -0" of the building has a lower eve height and is the
location of the offices. The balance of the building, the south seven bays, has a eve height of
approximately 16'-0".
The building is in fair condition. The metal building frames, wall panels, and roof appeared in
good condition. The problem area of this building is the block and brick exterior wall on the east
side of the storage/truck bay area. The block wall which is approximately 12'-0"high has a .:;
considerable amount of efflorescence appearing on the inside face. The brick veneer on the
exterior has missing brick, deteriorated mortar joints and missing grout. The walk door frames
that are located in this wall are in very poor condition. Daylight can be seen between the frame
and the block and the frames themselves are rusting and in varying stages of deterioration.
The floor slabs have some minor cracks, however, there is considerable spalling of the concf(~te
slab-on-grade near the trench drains.
If the east wall of the building would be repaired which would include repairing or replacing the
brick veneer, replacing walk doors, cleaning the efflorescence from the interior faces, and the
buildings roof be extended to limit the amount of water that runs off the roof and over the
exterior block and brick walls, the building will continue to function adequately in its present
usage.
A couple other items that should be addressed is that a damaged wall panel in the southwest
corner of the building should be repaired to limit water infiltration into the building, and the
concrete floors at the floor trenches should be repaired and sealed to help stop the spalling
process.
It should also be noted that metal buildings are typically designed for minimum roof and ceiling.
loadings. This building has already been re-roofed with a system that did not remove the
existing deck, therefore it is strongly recommended that no additional loads be supported by the
purlins or frames for any future remodeling, heating, or layout changes. Also existing wall cross
~racing should not be removed.
Part II Building Evaluation:
This structure is a pre-engineered metal building with frame lines at 20' -0" to 25' -0" o.c. It is
not a rigid frame system so there are lW0-mLcrior column lines, besides the columns on t4e
exterior wall,S. Roof purl ins span between these frames which pick up the roof deck. It was
mentioned that a new standing seam roof deck was applied over the original through fastened
deck. The west wall of the storage/truck bay portion of the building and the south wall are
constructed using through fastened metal panels which are connected to wall girts spanning
between columns.
The northern approximate 30' -0" section of this building houses the companies offices. This
section has a side wall eave height 4' -0" to 6'-0" lower than the south section. The offices are
finished and no distress was seen in these finishes to indicate structural problems. The exterior
finish of the office area was stone veneer. There are no control joints in the stone, however, it
appears in good shape.
The wall separating the offices from the south truck/storage bays is constructed of masonry.
There were some cracks in this wall. These seemed to matbhthe slope of the lower roof over the
offices. These cracks appeared to be caused by movemen(between the two different building
sections. A block wall also separated the south portiOn of the building. This wall ran north-
south and is located on the east interior column line: ..
The west and south walls sided with metal siding looked in good shape except for some panel
damage on the south wall near the west corner. A liner panel approximately 10'-0" high was
fastened to the girts on the inside of the building on these two walls.
The east wall of the truck/storage bays is in poor condition. This wall consisted of a block and
exterior brick wall up 12'-0". Above this wall a metal wall panel was used to fill in between the
top of the masonry wall and the eave. There appears to be considerable water infiltration in this
wall. This can be seen by the efflorescence on the interior block wall face and by the spalling
brick, loose mortar and missing mortar in the brick veneer. The door frames for the walk doors
in this wall are also severely deteriorated. They are rusting and gaps between the frame and the
block wall are present.
The floor has some cracks, but is in relatively good condition except at the trenches. Here the
concrete slab is spalling and cracking.
No frost stoops were seen at any doors to this building.
Part III Recommendations:
1) Do not support any additional weight from the roof purlins or frames. Priority _ high.
2) Repair and seal spalling concrete at trenches in floors. Priority - medium.
3) Repair damaged wall panel southwest corner of building. Priority - high.
4) Repair or replace brick veneer on east exterior wall. Priority - high.
5) Replace walk doors east wall. Priority - medium.
6) Clean efflorescence from interior block faces. Priority - medium.
7) Extend the buildings roof so water from roof does not run directly over brick veneer.
Priority - high.
8) . PtovlCitSEvst::;toops as required. Priority - low.
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M E ENGINEERING, Inc. 4580 Scott Trail, Suite 120 Office: 651-405-0912
Eagan, Minnesota 55122 Fax: 651-405.0929
Consulting Engineers .n E-mail: mne@usintemetcom
Shakopee Public Buildings Evaluation
Sbakopee, MN
MechanicallElectrica.l Evaluation
Site Visit Date: November 17,1999
M & E Engineering Commission No. 19199
Report by: Dan MoultonIMecbanical
David HiersemanP .E./ElectriCal
,-
This report will cover four-areas:
1. Existing conditions and systems.
2. High Priority items. (Typically code related)
3. Medium Priority Items to enhance the building perfonnance and save energy.
4. Changes required for other building to be converted to other uses. -
SHAKOPEE PUBLIC tmLlTIES BUILDING
MECHANICAL
Existing conditions:
The heating and cooling system for the office portion of this building is by (2) furnace units with
outside condensing units. Both furnaces arc sealed combustion and one was installed in 1995.
Som" of the supply ducts are under the floor and. some are above the ceiling. The returns are in
the ceiling. The new office area (remodeled in 1985) has an inline furnace with electric beating
coil. The vestibule bas a wall mounted electric heater. In the Locker Room (which is one large
room) there is one water cloSet. two urinals, one shower and circular hand wash basin. There is a
floor drain in the middle of the room. The fixtures are all in good condition. The wash"basin has
a cover piece missing. The electric water heater was installed in 1997.
In the Break Room, there is a sink and a stove. The stove ~ no hOod.
There is a wall mounted mop sink in the lanitorlElectric Room
The Meter Room has the water service and a floor drain. There is a two compartment laundry
type wall mounted sink in this room.
The storage/warehouse space is divided into two areas:
1. Truck Storage Maintenance and equipment storage. This area is heated with gas fired unit
heaters.
2. Equipment Storage area is unheated. This area bas exhaust.
The heated portion has water and trench drains.
High Priority Items:
The building has been continually upgraded and there are very few items requiring code updates.
Ion
l. There does not appear to be any ventilation air (outside air) to the furnace unit. This is
required to provide outside air at 15 CFM per person. Cost $1,500.00
2. The building is not sprinkled. i Tho cost would be: $4.00-~5.00 per square foot to sprinkle the
building.
Medium Priority Items to Enhance Building Performance and Save Energy;
1. Unless some areas are not comfortable due to only 3 thermostats for control (each furnace
has a stat and where that stat is located det~es heating or cooling for that area), there is
very little to improve this building. Thennostats could be relocated, but there are stilI only
three stats.
Chan~es Required for the Builtfinf to be Converted to Other Uses:
. 1. V cry few changes required if the building were to stay as an office/warehouse fAcility, city -
public works fiwility or similar. It would be easy'to heat the west side of the stomge area
with unit heaters or radiant heaters. Trench drains and make - up air/exhaust would be
needed in this area to store vehicles.
2. Conversion to an office/manufacturing fBcility would require that the storagc:/warehouse area
became a manufacturing area. There is waste and water in that space. Fire protection
spriDlders maybe required. Heat and ventilation as required for occupancy. -,
r-
ELECTRICAL
Existing conditions:
The electrical service into the building is at 12.740/7200 volts. There is an indoor dry type
transformer. 225 KV A, three phase with a 1201208 secondary. The main secondary device is
1000 AMPS. There are various panelboards adjacent to this service. There is also one other
panelboard in a janitor's closet in office area. The transfonner ~d service is located in the back
storage area just behind the offices.
The office area is lit with 2 x 4 fluorescent with acrylic prismatic lens. The back loading dock
area is lit with fluorescent strips throughout. The remaining back storage area is lit with
incandesce~ RLM domes on pendants.
There is an emergency generator by the electric service. It is a 5 KW, single phase. gasoline
. driven unit, with it's own self-contained gas tank. It is inside of a con1ainer to contain any
leakage of oil and or gasoline. The generator is connected to normally off light fixtures located
throughout the office area. These are on only when the generator is on.
Telephone service is into the building near the service transformers. There is a c:omputer
network, with the network patch panel and routers located in a wall mounted cabinet in the break
room, on the waD, at 6' above the finished floor.
Hi~ Priority Items:
1. Exit lights need to be added throughout the buildUig. Provide LED type with emergency
battery packs. Approximate cost of$150.00 each exit light, $900.00 total.
2of3
2. Provide emergency battery pack lights throughout the building to provide egress lighting.
Approximate cost of$150.00 each, $1,500.00 total.
Medium Priority Items to Enhance Building Perfonnance and Save Energy:
1. Revise the back storage room incandescent lighting to an IDO type or fluorescent strip type
lighting. Approximate cost of $8,000.00.
2. Revise fluorescent lighting to T8 with electronic ballasts. Approximate cost ofS35.00 each
light fixture, $1,500.00 total.
Chans~esRequired for the Building to be Converted to Other Uses:
1. . As presently used, there is no need to revise the electrical systems. However, ifit is revised
into a more office spaces throughout the loading dock and storage area, more distribution of,
panelboards will be required throughout the space to accommodate the additional lighting
loads and HV AC lOads. Further enhancement of the telephone system would also be
required. The data network would also have to be expanded. The existing electrical service
may have to be increased in capacity.
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SURVEY OF: PARCEL A I
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TORRENS PROPERTY PER CERTIFICATE OF TITLE NO. 385 PARCEL B
TORRENS PROPERTY PER CERTIFICATE OF TITLE NO. 5788
All Ihol Iroel or poreel of lond lying ond being in the Eost holf of the Southwesl quorter (E 1/2 of SW SURVEY FOR: CITY OF SHAKOPEE
1/4) of Section Six (6), Township One hundred F;fleen (115) North, Ronge Twenly-two (22) W.,t, Scott All thot port of Ihe Northeost Quorler of the Southwest Quorter of Section 6-115-22, Scott County, 129 S. HOLMES
County, Minnesolo. described os follows, to-wit: Slorling ot 0 point on the South Hne of fourlh Slreel, Minnesoto, described os fQllows: Storting ot the Northwest eorner of a 400 foot strip of land now owned SHAKOPEE, MN 55379-1376
Eost Shokopee, according to the mop or plot thereof on file and of record in the office of "the Register of by the City of Shokopee, which corner is on the South line 01 Fourth Street ot 0 point 657.1 feet
Southwester from the Northeast corner of said Northeast Quorter of the Southwest Quarter of Section
.
-
OERTEL ARCHITECTS
1795 SAINT CLAIR A VENUE, SAINT PAUL, MN 55105
TEL: 651/696-5186 FAX: 651/696-5]88
DATE: September 30, 2003
RE: City of Shakopee Public Works Expansion
Related Public Works projects and sites
MEMORANDUM
The following are comparisons between several cities, indicating population, public
works building size and site size.
Minnetonka Operations and Maintenance
1992 population: 48,370
1992 building size: 45,000 s.f.
1992 site size: 13.4 acres
2002 population: 51,301
2002 building size: 78,000 (new building, including 6,000 sJ. for Hennepin Cty.)
2002 site size: 13.4 acres
Woodbury Public Works
1992 population: 20,075
1992 building size: 58,000 s.f. (new building that met their needs)
1992 site size: 10.254 acres
2002 population: 51,301
2002 building size: 58,000 sJ.
2002 site size: 10.254 acres
2004 building size: 87,000 sJ. (expansion plan in process)
1
Blaine Public Works
1992 population: 38,974
1992 building size: 40,000 sJ. (ten year old building at the time)
1992 site size: 8 acres
2002 population: 50,740
2002 building size: 40,000 sJ. (inadequate to meet current needs)
2002 site size: 10 acres
2004+ building size: 80,000 s.f.+ (As proposed, and a larger site is needed)
Prior Lake Public Works
1992 population: 11,482
1992 building size: 8,000 sJ.
1992 site size: 3 acres
2002 population: 18,123
2002 building size: 43,000 s.f. (1996 building now undersized)
2002 site size: 10 + acres
Shakopee Public Works
1992 population: 11,739
1992 building size: 24,000 s.f.
1992 site size: 9 acres (12.7 acres with S.P.D.C. site)
2002 population: 27,000
2020 projection 40,000
2002+ building size: 57,000 sJ. (proposed per JA study)
2
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September 10,2003
Mr. Mark Mcneill
Administrator
City Of Shakopee
129 Holmes St S
Shakopee, MN 55379-1351
Dear Mr. Mcneill:
The 'Metropolitan Council is cun"ently drafting a new regional growth strategy, called 2030 Regional
Development Framework, that will state its regional ,goals, pblicies and strategies for meeting the challenges
assocjated with growth during the next three decades.
As part of this process the Council will be reviewing and updating community-level population, household
and employment forecasts. We are asking for your help to make sure that the new Framework is based on
current and accurate growth expectations for your community. While current forecasts appear to still be
largely on target, new development proposals have been put forth in some communities that could impact
these forecasts.
Below are the current forecasts for your community. If you believe these forecasts do not reflect your
community's cun-ent growth expectations, please contact us as soon as possible, as we need to resolve these
differences by the end of October.
1990 2000 2010 2020 2030
Households 4,163 7,540 13,000 19,500 24,000
Population 11,739 20,568 34,000 48,300 57,500
Employment 8,500 12,476 14,800 16,200 18,600
As the Council has done in the past, we are also asking communities to allocate the Council's community-
level forecasts to Traffic Analysis Zones (TAZs). TAZ data is needed for travel forecast models used to plan
for highways and transit. The allocations are important because the federal government, the state, counties
and cities use the data to prioritize needs and justify funding of transportation projects.
Please fill out the attached T AZ allocation worksheets and return them to Bob Paddock in the enclosed
postage-paid envelope by the end of October. If you have any questions about the allocation of forecasts to
TAls or would like to obtain previous TAl forecasts for your community you may contact Bob at (651) 602-
1340. We would like to resolve any significant differences between your community's growth expectations
and the Council' 5 current forecasts as soon as possible so that the T AZ allocations can be based on revised
totals where necessary. For population or household forecast issues please contact Michael Munson, (651)
602-1331. For questions about the employment forecasts please contact Regan Carlson, (651) 602-1407,
Thank you for your cooperation in this matter.
Best Regards,
~
Tom Weaver, Regional Administrator
\\,'ww,metrocouncil.org Metro Ido Line 602-1888
230 East Fifth Street . St, Paul, Minnesota 55101-1626 , (6511602-1000 . Fax 602-1550 . TIY 291-0904
An E;quai Opportunity Employer
,
.
OERTEL ARCHITECTS
1795 SAINT CLAIR AVENUE, SAINT PAUL, MN 55105
TEL: 651/696-5186 FAX: 651/696-5188
September 29, 2003
Mr. Bruce Loney, Public Works Director
City of Shakopee Public Works Department
129 South Holmes Street
Shakopee, MN 55379
RE: Proposal for Architectural Services
City of Shakopee Public Works Department Expansion
Dear Mr. Loney,
Per your request to provide expanded planning and design services, this letter is a brief summary
ofthe costs and services associated with the public works master plan for the two sites.
Our initial scope of work for the public works expansion project included a cursory review of
just the public works site to ensure that the expansion would work with the long term use ofthe
existing public works site. The current request for services incorporates the public utilities site.
This site and building, combined with the existing public works site, provides for some very
interesting and worthwhile opportunities, short term and long term. In addition, there was a
request to provide an option to move the engineering department to the site and combine with
public works operations.
In all, we anticipate that there will be approximately four meetings with staff and two council
meetings during the process. Further, we would prepare several plamling options showing
possible uses ofthe site and the means of providing the public works department with a new or
expanded facility. Once the preferred plan is selected, we would prepare a master plan of the site
which would include a short term and a long term plan.
A report would also be provided that would outline the scope, estimated costs and conclusions of
our study. We would include copies of the reduced master plans, showing the short tenn and
long term building and site layouts, and include this within this report. W ewill also provide you
with larger format plans as well.
Note that there are two optional tasks that you can consider. One is the inclusion ofthe planning
department within the expansion plans. We anticipate two additional meetings for this task,
along with the associated planning. Second, we could provide a 3D colored model of the site
with capabilities of providing images from any distance or vantage point. An example is
attached.
1
.
. Not included in our scope would be surveying the sites, soil borings and any detailed building
designs and the associated layouts. We would provide enough building design to ensure that the
master plans work, short and long term.
The costs associated with this study are as follows:
Master planning ofthe site for public works: $5,500.00
Master planning of the site for public works I engineering: $ 800.00 (additional)
3D colored model of the final master plan: $1,200.00
In addition, we ask to be reimbursed for expenses at our direct cost. We estimate the allowance
for this to be $150.00.
Concerning schedule, if we start in the next week, we would need about eight weeks to go
through the process and complete our cost estimates, plans and reports. Thus, we will be able to
complete our work by the first week of December.
Please advise on any other information you may need. There is some flexibility in the scope and
costs outlined above.
Thank you for this opportunity.
Sincerely,
OERTEL ARCHITECTS
Jeffrey L. Oertel, AIA, CCS
President
2
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i
J Community Overview
1
Shakopee is a rapidly growing, diverse community that is located in northern Scott
1 County along the Minnesota River. The City has a rich cultural, environmental and
economic history that includes early occupation of the area by the Shakopee
Mdewakanton Sioux Community. In the mid 1800s, missionaries established schools
J within the area which was followed by the development of a trade center that was
focused upon the movement of goods and military supplies along the Minnesota River.
The community is one of Minnesota's first incorporated cities and has evolved from a
] trading center to a regional entertainment center and one of the fastest growing
communities in the Twin Cities Metropolitan Area. The City projects a population of
40,653 (within the current corporate boundaries), by the year 2020 which is a 100
J percent increase over the 2000 Census population of 20,568. Comprehensive planning
will continue to be an integral component of the community's efforts to manage and
direct growth in a manner that accomplishes the overall objectives of the community.
]
Comparison of Shakopee and Metropolitan Council Forecasts
j 1990 2000 2000 2010 2020
Census
] Population
Shakopee --- Skip 22,314 38,547 40,653
Council 11 j 739 20,568 17,500 28,100 38,900
J Households
Shakopee --- 7,618 7,969 13,767 16,786
Council 4,163 --- 6,400 11 ,000 15,500
-1 Employment
Shakopee --- Skip 10,900 12,090 13,430
Council 8,500 9,507 10,900 14,200 15,800
I
I Existing I Proposed Plan
j Housing Mix
Single Family I 66% I 65%
Multiple Family I 34% I 35%
J Density
Single Familv I 3.0 units/acre I Same
Multiple Family I 8.0 units/acre I Same
I
J
-1 City of Shakopee Comprehensive Plan Update
-I 5
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1