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HomeMy WebLinkAboutSP August 27, 2002 CITY OF ANDOVER 1685 CROSSTO~'N BOULEVARD N,W,. ANDOVER, MINNESOTA 55304. (763) 755.5100 FAX (763) 755.8923 . WW\VCI.ANDOVERMN,US SPECIAL CITY COUNCIL MEETING Community Center Project Conference Room A Tuesday, August 27,2002 - 7:00 p,m. AGENDA 1. Call to Order 2. Approve Agenda 3. Review Project Schedules and Activities , 4. Review Revised Project Performas , ) S. Discuss Project Funding Methodologies 6. Proposed CCAB Structure and Operating Plan 7. Status of YMCA Participation 8. Project Budget 9. Other Business lO.Adjourn CITY OF ANDOVER I 1685 CROSSTO\X'N BOULEVARD N,W, . ANDOVER, l\IINNESOT A 55304 . (763) 755-5100 FAX (763) 755-8923. WW\V.CLANDOVER,l\lN.US TO: Mayor and Councilmembers FROM: John F. Erar, City Administrator SUBJECT: Community Center Project Issues DATE: August 27,2002 INTRODUCTION The City Council has requested information regarding anticipated project completion timelines for the proposed Community Center under three different scenarios. In response, project schedules have been prepared and attached for Council review identifying various project activities and their anticipated completion times. In most cases, project activities have been scheduled to be completed concurrently with other activities whenever possible, with formal approvals coinciding with Council meeting dates, Time estimates are based on a typical 5-day work week, with the exception of construction activity, which is based on a six day work week for on-site contractors, The schedules provided are a best-case estimate, assuming that all activities will move forward in a timely manner, / and without any serious delays, The three scenarios are as follows: . Council Authorized Project in September, 2002 . Special Voter Referendum in November, 2002 . Special Voter Referendum in March, 2003 DISCUSSION In preparation of this staff report detailing anticipated project timelines, information has been obtained from at least five firms, E&V Construction Managers, Kraus-Anderson, Greystone Construction, Wold Architects and Ankeny-Kell Architects. Each firm had an opportunity to review the project schedules and provided insights with respect to whether the timelines were achievable for activities supporting the planning, design, and construction of the facility, In response to those comments, several observations and questions have been raised, which I would like to address within this report. Proposed Project Budget - "$9.9 million appears to be light" In response: In review of the comment made by E&V Construction Managers, and with respect to preliminary comments from the two architectural firms, it is suggested that the Council provide Mayor and Council Members City Community Center Project Page 2 of7 further direction to staff regarding the need to more fully validate project budget numbers to ensure J that all related costs are included in the project estimates. Architect and Construction Manager - Mr. Struve, E&V Construction Management, makes the suggestion that the City consider selecting the architect and construction manager prior to a decision on project financing. In the Lease Revenue plan when would we be planning to make the appointment? In response: In all three project completion timelines, staff suggests that the issue of funding be determined first before any consultant expenditures are made by the City, Should the Council opt to pursue a voter referendum, then it is recommended that the architect and construction manager not be appointed until after project funding is secured. Similarly, with respect to lease financing, staff would not recommend appointing any consultants until Council authorizes this funding approach and directs staff to move forward with bond issuance. Construction - E&V Construction Management indicates that 14 months is tight. Can we get some data on how long it took to finish the Champlin Center? It has a sheet of ice and pool and according to E&V it is the specialty contractors that need more time. Can we get an idea as to how much time we can gain if we have the site development package and footings and foundations to bid out in the fall of 03. In response: Firms contacted indicate it will be difficult, if not impossible to meet a project bid window of early 2003, E&V indicates, as do the architectural firms, that the most favorable time to bid is in early February through late March. Wold Architects indicated that the construction period could be reduced by approximately 90 days, given the simplicity of constructing an Ice Arena and ) Field House. However, the critical activities such as facility design, stakeholder involvement and preparing plans and specifications would most likely be rushed resulting in excessive change orders, reduced public involvement and a less thorough review of facility design elements if this time frame were compressed to less than 9 months. Design work should be thoroughly developed, with adequate review time to ensure the best possible final product, within budgetary guidelines. It follows that the more time spent preparing a thorough layout the less likely potential for cosdy change orders or for a facility that does not satisfactorily meet the needs of the community, With respect to Champlin, Lifetime Fitness facility took over 13 months to design and construct their facility using their own architects and engineers to design the facility, Their facility did not include an indoor ice arena and their acquatic center does not include the same type of amenities discussed for the Andover project. As this was a private facility, Champlin did not have to RFP for professional services or bid the project. Champlin is also different in that their facility design is a corporate model design plan for Lifetime Fitness, In comparison, the City project schedule proposes 9 months for design and development, and 12 months for construction of the entire facility; with a significant amount of stakeholder and public involvement. Based on the information received to date, it would be possible to construct the Community Center within a 12-13 month time frame, Theoretically, the facility could be constructed and open by April- May 2005, if construction were to start in April of 2004, Development and design by all accounts will take approximately 9 months to complete, The City could bid the project in late August to early September 2003, however the likelihood that bids will exceed the budget are much greater given the Mayor and Council Members City Community Center Project Page 3 of7 time period of the year, Council could always reject the bids if they proved to be unacceptable, and I re-bid the project in early 2004, Design - E&V mentions that nine months should be considered the minimum amount of design time, but would anything the Task Force has done be helpful and possibly shorten that? It is also mentioned in the last sentence of this section that "the professionals would be on board so you would gain three months that is allotted for organization, selection, etc, after the vote," Is this something that would help up pick up some time? In response: With respect to design time and whether this time frame can be shortened due to the work of the Task Force, staff believes this certainly helps expedite the process as the decision regarding the type of components to be included in the facility has already been made, Notwithstanding, the firms agree that 9 months is the minimum regardless of the advance work performed conceptualizing the proposed facility, Design and development is the single most important phase of the project as decisions made during design will have the greatest impact on fInal project costs, If items are missed, change orders can be substantial and could shortchange other components of the facility, Advancing too quickly could also preempt public input and create an atmosphere of "rush" throughout the process, Stakeholder Design Team - How will this differ from the work the Task Force did? Who would be involved? How early can we start? I am assuming the architect is part of this so the earliest would be after the architect and possibly the construction manager are appointed, right? Could the time line for this be shortened if we use the work of the Task Force to supplement this? , In response: The stakeholder design team is different in several ways, First, this group will actually ) represent the groups that will eventually use the facility i.e, YMCA, School District, Athletic Associations. Also, it is anticipated that this group will have a citizen at large and Council representation, It is envisioned that this group will meet approximately once every 3-4 weeks during the design process to evaluate progress, provide comments on critical design features and essentially serve as a sounding board as the facility takes shape. In addition, it is proposed that at least 2 open houses be held for general public input during the design process. Keeping the public aware of progress, receiving public feedback and maintaining public momentum for the project will be an important element of community acceptance, Public Feedback on Design - If Stakeholder Design Team is moved up and or shortened would it make sense to do the same with this? The Stakeholder Design Team and Public Feedback Open Houses as proposed would meet within the overall time parameters of Facility Design Work that is anticipated to take approximately 9 months, Essentially, the amount of time dedicated to stakeholder feedback is critical if the City wants to design a facility that meets the current and future needs of various user groups, and continue to build support and awareness of the facility. If there was less outside involvement, it is possible to reduce the time somewhat, but probably not to the extent of moving the facility to bid in early 2003, Tradeoffs of limiting public involvement to advance the project more quickly could also result in less public awareness and acceptance of the fInal project design, J Mayor and Council Members City Community Center Project Page 4 of7 Tasks #18, 19 and 20 - Could these tasks be moved up if the Design is moved up. In response: Tasks 18, 19 and 20 have to do with actual consultant and staff work activities and Council review activities, Again, ensuring that Council is comfortable with the final design and allowing the architect enough time to prepare a good set of plans for the facility is critical to reducing cosdy change orders or missing something that will come back to the City as unsatisfactory in the final construction details, Adequate time to plan, design, receive valuable feedback, and construct the facility are some of the key ingredients of a successful building program. Recruitment of Community Services Director (CSD) - Could we start this process earlier? I realize we are waiting until the Budget is approved on 12/17/2002, but if the Council gives the okay lets say in October to place it in the 2003 Budget could the search process begin as early as mid- October? In response: If Council concurs with the addition of this position in the 2003 Budget, recruitment of the position could begin earlier than identified in the project completion schedules. The amount of time dedicated to recruitment is the bare minimum needed to hire a qualified individual. It should be noted that the 2003 Budget does not contemplate hiring a CSD until July 1,2003. Reasons for this are varied, but mainly deal with the amount of involvement the CSD would have during the RFP process and the fact that design work depending on the funding scenario chosen would still allow the CSD to become involved in the final design process, Site Development Package - Could we have a site development package and possibly footings and foundations go out in the fall of 03. How might that work? In response: As the footings and foundations support the total building mass of the facility, changes to the overall design of the facility would affect where footings and foundations are located, For example, the ability to move an exterior wall or to modify any externally-related architectural features would be limited, Likewise, cost savings are also predicated on making changes to overall building schemes in the later stages of design that may necessitate an exterior wall shift, which if already constructed would limit the City's flexibility in the project budgeting process, Opportunities for quality engineering could also be compromised if the foundation were already physically established, leaving little room for changes as the total design is finalized, Consequendy, the City would benefit the most by bidding the entire package together once final plans and specifications are developed for the entire facility. The Council could still identify components they would like to see finished first as part of the construction process. Stakeholder Design Team - As the Community Center will essentially be providing services to a wide range of customers, it would seem appropriate to include representatives from key stakeholder groups, This group would meet once a month to review facility design progress, act as a sounding board, and maintain communications through the design process, By involving stakeholders early on in the process, it allows the City to gain valuable insights and avoid making cosdy mistakes that may cause expensive change orders and dissatisfaction with the final building plan, It is important to note that these meetings would run concurrendy with facility design work, and thereby would not result in delaying the time schedule. Council may wish to con,sider the following member composition for a Stakeholder Design Team: Mayor and Council Members City Community Center Project Page 50f7 · Park and Rec Commission (1) I · Former Spots Complex Task Force member (1) . Council (1) · School District (1) . YMCA (1) · Athletic Association Presidents (5) · Capital Campaign Study Committee (1) · City Staff (2) Administrator and Community Services Director Facility Building Team A staff work team would also be assembled to work on the project with respect to a variety of detail considerations such as project budgeting, building/fIre code, site planning considerations, schedule coordination and overall project management on a daily/weekly basis, Members of this team include: . City Administrator · Community Services Director · Finance Director . Building OffIcial . City Engineer · Community Development Director . Fire Chief . Architect · Owner's Representative (Construction Mgr) Community Center Business Plan/Operating Structure Council has discussed the need for an operating structure and business plan that supports the self- sufficient nature of the Community Center, Similarly, developing a business plan associated with the oversight, management and operations of the Community Center has been discussed by Council relative to ensuring the facility is operated in a business-like manner to reduce the need for public subsidy, Consequendy, in response to this discussion Council may wish to consider the creation of a Community Center Advisory Board (CCAB) that would be appointed by and accountable to the City Council, It is proposed that the Operating Structure/Business Plan would incorporate the following principles for Council consideration: . CCAB would have the authority to adopt facility policies controlling the operations and use of the facility, subject to approval by the City Council, . CCAB and the City Council would meet annually to discuss and establish performance standards for the Community Center in terms of membership goals, revenue goals, and programming objectives for the subsequent year. The .. Mayor and Council Members City Community Center Project Page 6 of7 Community Services Director would be responsible for achieving these \ performance standards. ) . CCAB would have the ability to recommend programs and related user fees/rates as presented by the Community Services Director and as approved by the City Council, . CCAB would have the authority to recommend an Annual Community Center Operating Budget as prepared by the Community Services Director, subject to the approval of the City Council, . Operational management of the facility would be a staff responsibility led by the Community Services Director subject to the oversight of the CCAB and direct reporting relationship with the City Administrator, . From a job performance/personnel management perspective, the Community Services Director and staff would be subject to standardized City personnel policies, with the Director accountable to the City Administrator for job performance related-criteria similar to other City Department Directors. . The Community Services Director would serve as the Staff Liaison to CCAB and be responsible to the Board for the appropriate implementation of CCAB policies affecting the facility, . Customer service and facility use issues unresolved by the Community Services Director would be referred to the CCAB for review and resolution. . The Community Services Director would also serve as the Staff Liaison to the Parks and Recreation Commission. , Suggested composition of the Community Center Advisory Board: . Council Member (1) · Athletic Association President (1) Rotated Each Year to each of the five Associations · YMCA Official (1) · At-Large Resident (1) · Park and Recreation Commission Member (1) Ex-officio City Administrator/Designee and Finance Director/Designee CCAB Proposed Framework: Member appointments with the exception of the Association representative would be for a period of 3 years, ,vith the exception that the Council term would be concurrent with the elected term of office, Athletic Association representation would be rotated annually between the five recognized Associations: Andover AtWetic Association, Andover Baseball Association, Andover Hockey Association, Andover Soccer Association, Andover Football Association, The Council would determine the initial rotation order of representation, Meetings would be scheduled on the first and third Mondays of each month, The CCAB Chair and Vice-Chair would be elected by majority vote of the Board for a period of one year. It is recommended that CCAB be established by City ordinance, Mayor and Council Members City Community Center Project Page 7 of7 ACTION REQUIRED Council consideration of the following action items: 1) Review and discuss Project Schedule Scenarios and related project activities. Identify preferred project schedule scenario 2) Provide further direction to staff on preferred project funding methodologies 3) Provide direction on the proposed structure of a CCAB and Operating Plan 4) Discuss YMCA financial status. Provide further direction on ThfCA participation 5) Direct staff to obtain further verification of Project Budget figures ohn F, Erar City Administrator , August 27,2002 Mayor and Council City of Andover Community Center Work Shop RE: Greystone Proposal Dear Mr, Mayor and Council: Find attached a proposal that I have requested and received from Greystone Construction to perform a Preliminary Design Scope of Work (PDSOW). Furthermore, find bullet items identifying the advantages to starting this process sooner than later. . Allows final construction to be completed as much as 3-6 months early. This results in savings in consulting costs, construction costs, and also allows for a sooner than later revenue stream. . Allows the Council to adjust the design of construction (plus or minus) according to the $9.9 million budget. . Allows the City of Andover staff and City financial consultant's to better identify with construction, fixed capital, finance vehicle, and debt service costs when providing proforma's, Staff can further validate operating costs and thereby provide less speculative proforma's accordingly. This shall allow Staff to eliminate much of today's speculation within the financial proforma's. Furthermore, this proposed PDSOW will offer Staff the ability to validate the proforma's with much more confidence, The outcome therefore, shall offer the Council the ability to make decisions based upon less speculation insuring minimal backlash. . Allows for better tracking and control of construction budget. If the design needs to be modified due to cost constraints, this is recognized and alternatives are identified prior to final design ensuring budget is adhered to. Design and construction budgets are tighter and this can minimize time delays and change orders. . Completes floor plans and elevation design. These can be used early in the process to raise awareness about the project. The graphic final product may become a further asset in our fundraising efforts. . User groups and interested parties are able to be involved early in the process during the PDSOW. This has proven especially beneficial when design modification are needed and or requested by the user groups. This helps ensure that the final building design better meets the needs of the end user. . Generates a much needed and continued enthusiasm for the project. Furthermore, it strengthens the communities feeling of involvement and "ownership" in the facility. . , "<,- - c_ ;-. ,', -...'-.. .,....,,"._.-',._.. ,.,-_ _,_,_, -~/<'-"':_:." ':_'_""",':"".. -, _'" _,_".: -,- _:_ ,:,,':~:::,";-':""'_,:_':':; " - -c. ~-:._", C,;. "_,__ '.1>.0....-.. __0.' -.-..;., "'_._'-,::.1 . User groups and the community are able to visualize the project earlier. This makes it more of a reality to them ,and they feel that progress is being made with continual progression, . Today and over the next 9 months, the fiscal and construction marketplace, both in regard to monies and construction services, are soft according to Staff, Jeff Henzel of Greystone Construction, and Kent Carlson, Vice President, Ryan Companies. By performing the PDSOW and saving time in the process, we could take advantage of the downward trend in the marketplace (opportunity) and save end users and taxpayers money. In closing, for the dollars requested within the proposal, less than $10,000,00, for the Scope of Work it shall produce, it seems to be a great value for the monies. Given that the State Purchasing Laws (Guidelines) allow for Professional Services Contracts to be sole sourced therefore, I would further recommend the Councils consideration. If you have any questions Jeff Henzel, from Greystone Construction, is in the audience to address them, Furthermore, I would ask that Mr. Henzel be allowed to give a short presentation in order to depict the value of the proposal and also give us his opinion on how we might shorten the overall timeline of this project. I would also ask the Council to allow Mr. Henzel to give his opinions on how a Construction Management approach of the proposed Community Center could offer a cost savings and shortened completion timeline in a phased construction approach, Respectfully, Frank B. Kellogg III Andover Resident . L;~c.; ~= ~...~~~= '~:-_T-A' ' - _... a.. -'~' ~ c.&, ';~'''' "'=""~i:-;c":'o:",," CONSTRUCTION COMPANY June 12, 2002 Frank Kellogg III 12120 Zilla Street NW Andover, MN 55304 Project: Andover Sports Complex Dear Frank: In response to your request, Greystone Construction is pleased to submit for your review and consideration the attached proposal for professional consulting services, We will forward additional supporting data relative to our qualifications upon request. We appreciate the opportunity to provide this proposal to the Andover Building Committee and look forward to working with you onthis project. If you have questions or require clarifications of any item include here please do not hesitate to contact me at 952-496-2227 x 126. Sincerely, GREYSTONE CONSTRUCTION COMPANY Jeff Hensel Jlli!dq Note: The costs for the work we have completed to date are included in our proposed fee. III! 1221 East Fourth Avenue, Suite 110 Equal Opportunity Telephone: 952-496-2227 Shakopee, Minnesota 55379 Employer/Contractor Fax: 952-445-4191 . INTRODUCTION Greystone Construction and their professional consultants specialize hi. the design and construction of recreational facilities. The organization consists of individuals who collectively have been involved with over 50 recreational facilities during the past 25 years. The team includes design professionals in architecture, construction, refrigeration, swimming pools, indoor athletic complexes and related equipment and accessories. Each team member brings to the group the unique perspective of their area of expertise which enhances the professional services offered. In tmn., each client receives the benefit of the availability of this combined knowledge through a single source. Greystone Construction Company offers complete facility design and planning services to clients utilizing a team of individuals and organizations best qualified to perform the work required to complete a successful project Our specialists have made a commitment to work closely with each other to provide our clients with the most comprehensive facility planning and design services available. These services include, but are not limited to: }- Building Design, Construction Documents, and Specifications }- Equipment Design and Installation }- Construction Management Services }- Construction Cost Estimating }- Construction Scheduling SCOPE OF WoRK! PROJECT ApPROACH Design of buildings involves a significant amount of research. planning, and alternative seeking. By utilizing the services that Greystone Construction Company offers, the Andover Building Committee can take advantage of expertise in the area of arena planning, design, and construction. Because of the comprehensive experience base that the team has to offer, a considerable amount of time and money can be saved in the process of evaluation and design of your recreational complex. The team knows what works and what does not. The following descriptions represent our understanding of the project scope. The descriptions illustrate the work to be performed during the preliminary phase in a general manner. Additional items may be described in the Contract, once negotiated. . SCOPE OF WORK PRELIMINARY DESIGN, CONSTRUCTION COST EVALUA TION AND SCHEDULES 1. Study and interpret the program statement and needs assessment study provided by the City regarding the feasibility of the proposed project. 2. Meet With City Staff:the Building Committee, and potential user groups to assist in defining the project. a. We would anticipate 8 to 12 meetmgs over a 4 to 6 month period to complete our preliminary design process. 3. Develop schematic design options based on input from various user groups, City Staff and the building committee. 4. Conduct building code review. 5. Develop preliminary options of probable costs of the various design and equipment options and track these costs through thepreliminHry design process. 6. Prepare a design development and construction project schedule. Our fee for the proposed services $8,750.00 Excludes: 'Reirnbursableexpenses including reproduction expenses, postage, and related costs, . 0'1) I tl' I I !2.a "" N "" N N N -" -'" ...... ...... ..... -" ....I. ...... ....I. ...... - CD '-'-. 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If] !j~ GREYSTONE (] D .i=:J JJ :1] ,1] :iJI :CI I] I] ::!I 3; GRcYSi'ONE 3; 3" j CONSTRUCTION COMPANY JI] Jlj 3] :3 ANDOVER ATHLETIC CENTER PRELIMINARY DESIGN AND CONSTRUCTION SCHEDULE 3 JI Phased Approach :II: :II Phase I - Ice Arena :II Task Start Date Finish Date :II 1) Facility Design Work Mon 09/16/02 Tues 01/28/03 J:I 2) Stakeholder Design Team Wed 09/25/02 Wed 01/22/03 3) Hold Public Mtgs, Of Facility Design Fri 10/16/02 Wed 12/25/02 :II 4) Council Approval of Facility Design Thurs 01/30/03 Fri 02/07/03 :II 5) Prepare Plans & Specifications Mon 02/10/03 Fri 04/04/03 ::!I 6) Council Approval of Plans/Specs Tues 04/08/03 Tues 04/08/03 ::::J 7) Construction Plans to Bid Wed 04/09/03 Thur OS/29/03 :II 8) Award Construction Bids Fri 06/06/03 Fri 06/06/03 9) Begin Construction Work Mon 06/16/03 Fri 11/14/03 ::J 10) Ice Arena Opens Fri. 11/21/03 Fri 11/21/03 ::J :41 Remainder of Complex Completion (fo Be Determined) ::J Andover Council Meets on the I st and 3rd Tuesday of each Month at 7:00 PM ::J :zI :II ::tI :zI III 0.'_ _,_ .m_'__ -----,,-,.,-, _ m _~III :i:I :tI 1221 EastFourth Avenue, Suite 110 Equal Opportunity Telephone: 952-496-2227 ::iJ Shakopee, Minnesota 55379 Employer/Contractor Fax: 952-445-4191 =- 31' GREYSi'ONE 3' ::a :JI CONSTRUCTION COMPANY ::a :a 31 ANDOVER ATHLETIC CENTER PRELIMINARY TASK SCHEDULE =- :a Task Start Date Finish Date =- 1, Draft RFP-Architect Mon 09/16/02 Mon 09/30/02 =- 2, Draft RFP-Construction Manager Mon 09/16/02 Mon 09/30/02 3, Council Approval ofRFP's Tue 10/01/02 Tue 10/01/02 =- 4, AdvertiselInt.! Appoint Architect Wed 10/02/02 Fri 11/21/02 =- 5, AdvertiselInt.! Appoint Const Man, Wed 10/02/02 Fri 11/21/02 6, Facility Design Work Wed 11/27/02 Fri 04/18/03 3. 7, Stakeholder Design Team Fri 12/06/02 Fri 04/04/03 =- 8, Hold Public Mtgs. Of Facility Design Fri 12/27/02 Fri 03/07/03 . 9, Corom Services Director Appointment Mon 12/02/02 Mon 12/02/02 ::I 10, Council Approval of Facility Design Mon 04/21/03 Fri 05/16/03 ::I 1 L Prepare Plans & Specifications Mon 05/19/03 Wed 07/09/03 12, Council Approval of Plans/Specs Tue 07/15/03 Tue 07/15/03 ::I .' Fri 13, Construction Plans to Bid Tue 07/22/03 09/05/03 :III 14, Award Construction Bids Tue 09/16/03 Tue 09/16/03 =- 15. Begin Construction Work Mon 10/06/03 Fri 09/03/04 16, Community Center Opens Fri 09/10/04 Fri 09/1 0/04 ::I ::I ::I Andover Council Meets on the 1 st & 3rd Tuesday of each Month @ 7 :00 PM ::I 3 ::!I 3 3 -':111 3 :I 1221 East Fourth Avenue, Suite 110 Equal Opportunity Telephone: 952-496-2227 3 Shakopee, Minnesota 55379 Employer/Contractor Fax: 952-445-4191 ::3 :Jt GREYSi'ONE 3 ::I - CONSTRUCTION COMPANY ::I :I :II :]I SCOPE OF WORK :]I PRELIMINARY DESIGN, CONSTRUCTION COST EVALUATION AND SCHEDULES 31 1. Study and interpret the program statement and needs assessment study provided 31 by the City regarding the feasibility of the proposed project. 2, Meet with City Staff, the Building Committee, and potential user groups to assist =- in defining the project. 31 a, We would anticipate 8 to 12 meetings over a 4 to 6 month period to complete our preliminary design process, :I 3, Develop schematic design options based on input from various user groups, City ::II Staff and the building committee, :JI 4_ Conduct building code review, 5, Develop preliminary options of probable costs of the various design and 31 equipment options and track these costs through the preliminary design process, ::JI 6, Prepare a design development and construction project schedule, 3 ::!II Our fee for the proposed services $8,750,00 Excludes: Reimbursable expenses including reproduction expenses, postage, and 3 related costs, 31 31 31 ::I :I :II, ::!I :II Iln---- --- .-IIII II 31 1221 East Fourth Avenue, Suite 110 Equal Opportunity Telephone: 952-496-2227 :I Shakopee, Minnesota 55379 Employer/Contractor Fax: 952-445-4191 I . . . SHAKOPEE CIVIC CENTER - . RECREATIONAL, MEETING AND OFFICE . FACILITY >> Design Construction Management Project Construction Time: 7 Months - Ice Arena, Remainder of Complex -10 Months . Features: .' . 68,000 SF . 2 Gyms . Precast wall panels . Weight Room . . Long span joist . Walking track . . Refrigerated floor . Other athletic facilities . Ice arena . Offices :!I . Concession Area . Meeting Rooms . Vending Area . Approximately 900 Seating in Ice Arena :s :II :II 3' :!I =- :t:I :tI :!II 3 :!II 11 :JI :IiI :till :till ZI 3 ~ :II :::I :I :!I :II EAGAN ICE ARENA :JI Design Construction Management Project :II Construction Time: 1 Month Site Work, 5 Months Building Features: :!I 0 31,028 SF Facility 0 Concession Area ::!I 0 Precast wall panels 0 Vending Area 11 0 Long span joist 0 100 - 200 seats :::II :II :I 11 :II :I ::I :II :!I 0 Refrigerated floor 0 Ice arena :tI 31 31 :II :II !II 3 !II 3 :lII ~ :JI =- ::II :I :J :J !I FOGERTY ARENA, 2ND ICE ARENA 3' Design Build Project Construction Time: 5 months :I' Features: !31 0 35,058 SF Facility 0 Precast Wall Panels !I 0 Long Span]oist !!I 0 Refrigerated Floor 0 Ice Arena !I 0 Concession Area !II 0 Vending Area 0 Seating For 388 Fans !II 0 Shower Rooms ::D 0 Rest Rooms :JI :D 0 State of the art locker high !II school rooms 0 Cabinets build by parents and :JI volunteers from the high schools, :m 0 Mezzanine viewing area 0 Innovative concealed radiant :lD heat system build into the suspended ceiling grid ::D !l!I :J :JI :!!II :!iJ 1] .. !II 1lJ :i!J !t:I D ZI b. I c:a I t::JI i I =- EDISON ICE ARENA ::II NEW ONE SHEET ICE ARENA FACILITY ;:31 !3l Design Construction Management Project Construction Time: 5 '!2 months C8J. Features: I , , f:II 0 33,000 SF CI 0 Precast Wall Panels 0 Long Span]oist 3 0 Refrigerated Floor I F- 0 Ice Arena ::11 0 Concession Area I Vending Area 0 ::JI Viewing Area 0 :lII Mezzanine 0 Approximately 300 ::lII seats :11 :3 3 :11 3 ::JI =- :DI ::iI =- ::II :II ::II :II ~ :;!I ::rI ::lI ::I :::I TARTAN ICE ARENA :::I :I Design Construction Management Project ::II Construction Time: 5 to 6 Months Features: ::II 36,000 SF Facility Ice arena 0 0 ::lI 0 Precast wall panels 0 Concession Area :JI 0 Long span joist 0 Vending Area :II 0 Refrigerated floor 0 300 seats :II :::II :II :::II :!I :!II :II :iI :II :II :lI :3 JII, JI 3 ::3 ]I :!II, :!Ill :!!I :(lI ::!:I :l:I ::tfI ~ CASCADE BAY :EI EAGAN AQUATIC CENTER :II ::llJ EAGAN, MINNESOTA ::D Construction Management Project :!!I Features: :!I Zero depth entry pool Concession building Lap lanes Bathhouses ::!!J Water slides Administration facilities :l!I Lazy river Mechanical building Sand play area ::!!J :II jI ]I JI ::1!1 :3 :II :II :iI :II :JI ::!I =- =- :II :II ::II :II ::JI I II . . . . . . iii .. .. iii Ii 51 .. 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