HomeMy WebLinkAbout15.F.2. SCALE Joint Training Facility
CITY OF SHAKOPEE IS: F,'Z.
Memorandum
TO: Mayor and City Council
FROM: MarkMcNeill, City Administrator
SUBJECT: SCALE Joint Training Facility
DATE: February 24, 2005
INTRODUCTION:
The Council is asked to give preliminary consideration, indicating the City's interest in
further participation in the SCALE Public Safety Joint Training Facility.
BACKGROUND:
As Council is aware, SCALE is a partnership of the seven cities of Scott County, the
County itself, the Shakopee Mdewakanton Sioux Community, and also recently expanded
to include participation by school districts in the County. There is also representation
from the Scott County Townships Association.
One of the issues which has challenged jurisdictions that have law enforcement or fire is
the unmet needs for training facilities.
1. Fire - For many years, a fire training tower was on the City's Capital
Improvement Program budget, but it kept getting deferred to future years,
because of the cost. Each city in the county has had similar problems
providing training opportunities for its firefighters. Each department must do
one "hot bum" per year. In the past, that requirement has been met by the
burning of abandoned farm houses. However, the number of farm house
opportunities are becoming fewer and fewer. In addition, at least for cities in
the northern part of Scott County, the majority of calls are now to
commerciallindustrial, or apartment fires. Adequate training must be
provided for practicing those situations.
2. Police - The most pressing unmet police training need relates to firearms
training.
Agencies train to qualify for firearms use, from one to four times per year
depending on the jurisdiction. The biggest need is for areas at which to
practice with long guns.
3. Hazardous Materials - Given the number of highways and railroads that go
through the County and Shakopee; this is a major concern for emergency
personnel training.
SCALE STUDY:
Recognizing that each city has similar training needs, a steering committee was
established to examine the feasibility of doing a Joint Public Safety Training Facility.
The seven member steering committee was represented by Councilor Helkamp and
myself for Shakopee. The committee interviewed and ultimately recommended an
architectural firm to do a feasibility study. The cost of the feasibility study was $36,000,
of which Shakopee paid $5,000 as its share.
The committee surveyed the law enforcement and fire departments of the County, and
took tours of the Metropolitan area to determine what was available (there is a desire to
not duplicate other existing facilities if they meet all other needs. Ultimately from that a
report was provided to the full SCALE group on February 11 th. A copy of the executive
summary is attached; Councilors have also been provided full copies of the report.
In summary, the recommendations are as follows:
Fire
. 29,000 square foot indoor live fire training building
. 3,500 square foot Class A (combustibles) burn building
. Propane tank relief value fire simulator
. Over-the-road truck hazardous materials simulator
. Roof ventilator simulator
Police
. 50 yard 12 position outdoor firing range with ammunition traps
. 200 yard 5 position outdoor firing range with ammunition traps
Shared:
. 6200 square foot classroom
. Land - 40 acres
Cost:
The steering committee looked at a variety of alternatives before recommending the
above. To include all items on the "wish list" would have been $17 million. Instead, the
estimate on the above (including land costs) is $8.9 million.
Funding for this is the key question; I believe all the participants are in agreement on the
need. State and federal funding is possible, but not likely. Therefore, a funding analysis
was done; the recommendation from the steering committee is that funding should be
based on a formula which considers both need (how many law enforcement personnel or
firefighters will use the facility) and ability to pay (tax base).
Based on the formula using the number of firefighters currently on staff, and the number
of police personnel, a 20 year bond could be sold, with individual jurisdiction
participation range from $5,000 for Elko, to $193,000 for Shakopee (Mdewakanton Sioux
would be $53,000, and Scott County $116,000). However, because Shakopee has the
largest police and fire departments that would be using it and more than 1/3 ofthe
County's tax base, our share is by far the largest.
An alternative would be to only buy the land. The estimated cost for 40 acres is about
$1.4 million. Ifa 20 year bond is sold for that, Shakopee's share would be about $31,000
per year.
ALTERNATIVES:
Each jurisdiction is asked to discuss its interest in participating. The alternatives which
might be considered are:
1. Full construction now.
2. Reduced scope construction.
3. Purchase land only
4. Do nothing.
Obviously, $193,000 per year for the next 20 years is a major commitment for Shakopee.
The current formula also does not recognize growth that will be taking place in other
parts of the County (so that other Cities would have a proportionally larger share of the
cost of the facility as they grow in the future). It is unknown as to what impacts current
state legislation would have on this as a levy item.
In addition to the capital costs, there are also operating costs of between $50,000 and
$150,000 annually, depending upon whether a full time person is hired to run the facility.
Some of that can be offset by user fees.
RECOMMENDATION:
Given the cost, it is difficult to recommend participation in the full construction at this
time. I do, however, see a need to lock up land now, so that development does not further
restrict what future possibilities there might be. The land purchase would be certainly
more doable, and would allow for an ability to consider full construction when the timing
is right in the future.
ACTION REQUIRED:
The Council should give direction that can be brought back to the full SCALE meeting
on March 11 tho
"-
~~~uun
Mark McNeill
City Administrator
MM:th
Joint Public Safety Trainin~ Facilitv
Funding Allocation
January 31,2005
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1 j 264 j 100,00% j j Scott County. j 0 j 0,00% j 56,99% j
......................................................................................................'.,..,..................... [:::::::::::::::::::::::::::::..:::::::::::::::::1..............~~!,?'?'.Q!}~~...1........J.9.Q:.9.Q~!.?...L..........1,.Q.Q,:.Q.Q,r.~...J
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: Drivers training : 0 ! 0 !
[j~?!6!:6:9.:::::::::::::::..:::::::::::::::::::::::::::::::::::::::::r.....S)34'{S59..'!............4Si:soo'..]
I:::::::::::::::::::::::::::::::::::::::::::::::::::::I:::::::::::::::::::::::::::::! 6,353,582 I 2,593,569 I
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I Belle Plaine I $247,625 I I $48,500:: $296,125:: .0787561: $23,322,00 \
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: SMOC \ $674,115 \ \ 0 ~ ~ $674,115 i i .0787561 1 $53,091,00 l
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Training Facility Cost Estimate
$8,947,151
Fire Cost Base
$6,353,582 x ,1061 = $674,115 (SMDC share)
$6,353,582 minus $674,115 = $5,679,467 x valuation factor = city share
Police Cost Base
$2,593,569 x factor = city/county share
Annual Debt Service Cost
Total debt service = $14,092,860 (per Northlands Securities bond schedule)
Annual bond PH x city pro-rata cost share = ammal debt service
Annual debt service/individual total cost = debt factor
Cost share times factor = annual debt cost
C:\Documents and Settings\nuncneilllLocal Settings\Temporary Internet Files\OLKIC\Training facility analysis. doc
I, prepared for Scott County Association for Leadership and Efficiency Public Safety Training Facility
I' Executive Summary Executive
I The Scott County Association for Leadership and Efficiency engaged BKV Group of Summary
Minneapolis, Minnesota, ~d RDG Planning and Design. of Omaha, Nebraska, and its
I team partners, to provide an'independent feasibility study for the creation of a police
and fire training center. The feasibility study team also includes specialists in business
plans, nonprofit organizations, and curriculum development.
I In this report, the team presents its findings and recommendations regarding evaluation,
site acquisition, design and construction for a new police and fire training center.
I
Using charrette workshops, surveys, and other means, the team:
I . Collected data from the county's police and fire departments.
. Interviewed representatives of the police arid fire administration, city
administration, and other entities interested in partnering with the SCALE
I committee to determine goals, needs, and opportunities.
. Determined a preliminary program for the training center.
I . Translated the program into sample graphic footprint block diagrams and tested it
on each of the potential sites.
. Tested each alternative with the fire and police departments to determine their
I inclusion in the final recommendation for the first phase of the project
I These findings, along with the team's background and expertise in police and fire facility
planning, are the"basis for the report that follows. This report is intended to be used by
key decision makers as they continue to plan a new training center.
I Training Center
I Business planning for the training center should be performed prior to finalizing the
program for the training center. Apart from staff nUD1?ers for various Scott County
I deparhnents, no detailed information was available to answer the foll!)wing questions:
1. . What is the total number of students who would utilize the training center?
2. How many classes would be provided at the training center?
I 3. What types of departments would use the training center?
4. How would training be funded?
5. How would funding influence the number of classrooms and training props?
I 6. How would the training center be operated (for example, by a facility manager)?
I The answers to these questions will affect the program for the training center and also its
cost. Because the information was not available to the design team for this part of this
study, training-center programming was based on assumptions made by the design
I' team, information provided by the SCALE Training Committee, and the results of the
two chief's focus groups.
I 24096.00/21.1 SKV / RDC Page 1-1
I prepared for Scott County Association for Leadership and Efficiency Public Safety Training Facility
I Executive
Facility Program Based on Police and Fire Consensus
Summary
I Since the site has not been selected and the need-assessment surveys came back
inconclusive, two consensus-building exercises were performed to determine the desired
facilities for the first phase of the training center. Based on consensus meetings with the
I police and fire chiefs, the following props were deemed essential to the first phase oIthe
facility program:
I Police
12 position 50 yard outdoor firing range with targeting and bullet traps
I 5 position 200 yard outdoor firing range with targeting and bullet traps
I Fire
29,000 SF Indoor live Fire Training Building
3,500 SF Oass A Burn Building
f Propane Tank Relief Valve Fire Simulator
Drafting Tank
I Roof Ventilation Simulator
Over-the-Road Hazardous Materials Simulators
Water Supply Pond
I Shared
[ 6,200 SF Oassroom and Support Building
40 Acres Land
I
I
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I
:::---.
Figure 1A . Indoor Live Fire Training Building
24096.00/21 .1 BKV / RDG Page 1-2
prepared for Scott County Association for Leadership and Efficiency Public Safety Training Facility
Conceptual Master Plan Executive
Following is a conceptual plan for implementation of the training facility, which would Summary
be situated on about 40 acres and include the props described above.
Figure 1B - Conceptual Master Plan
k@t,t CoMntr ~1MI@1fi tW
L~d~~lp 11M Em~lfi~ Conceptual Design
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( Cost
The team's estimate of probable cost is based on the police and fire consensus for the
f facility program. Included is an annualized payment breakdown on the components.
Opinion of Probable
I Construction Cost
I $112,748
I 45273
Trainin $64,976
I Police $35,821
I
I
I 24096.00/21.1 BKV/RDG Page 1-3
prepared for Scott County Association for leadership and Efficiency Public Safety Training Facility
Schedule Executive
The schedule shown here represents a realistic time frame for implementation, which can Summary
be reduced or lengthened depending on the outcomes of each phase of the project. Land
acquisition is often the most complicated and time-consuming part of the project.
SCALEPollceandFlreTr~lnl~ce~rFeaslblllt.x~tUdJ.' 1_L-I_LI I !-L H-
Schedule . I 1 J . f II i 1-' ) :-----r~ t i
_. - ! -I. I I ;. :~-f- 1-:-"'-' r-l ., J
2005 2006 2007 2008
Phase 1st 2nd 3rd 4th 1st 2nd 3rd 4th 1st 2nd 3rd 4th 1st 2nd 3rd 4th
r.oo FeaslblR~ S~ _= -'_
-:00 BUSiii9ss Plan ----- .... ." .
..;22. ~.!:l?..!!!!!!!1...!!!!!E~l!!~.'!.t~-____
,00 Site Selection ,.-
s:OO ~!!2..ACciUi~--':':'::=== ~
~~----_.._..._-=.. -
:&2: ~t&?!!~L_.._~:~":'_:_=-~~
, Next Steps
The following steps are recommended:
I · Define and Finalize a Business Plan
o Determination of Users
t . 0 Define Operational Costs and Funding Model
o Determine Possible Revenue Opportunities
. Continue Funding Review
l · Start Site Selection, Evaluation and Detailed Site Planning
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I '24096.00/21.1 BKV I RDG Page 1-4