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HomeMy WebLinkAbout1988 12-15 CC JT MINBook 70/Page 180 12/15/88 MINUTES OF THE JOINT ADJOURNED MEETING OF THE CITY COUNCIL AND THE COMMUNITY DEVELOPMENT COMMISSION OF THE CITY OF NATIONAL CITY, CALIFORNIA WORKSHOP Held December 15, 1988 The meeting was called to order in the Main Conference Room at 2:00 p.m. by Mayor Waters. ROLL CALL Council /Community Development Commission members present Della, Inzunza, Pruitt, Van Deventer, Waters. Absent None. Administrative officials present Bolint, Caloza, Deese, Eiser, Kimble, McCabe, Myers, Peoples, Peterson, Post, Reid, Ruiz, Williams. The Mayor said as he had a conflict of interest (he has business dealings with Wheeler-Wimer- Blaokman Arohiteob), he would turn the meeting over to Vioe Mayor Pruitt and would abstain from voting. Vice Mayor Pruitt presided. ViCZ Mayor Pruitt stated that the purpose of the workshop was to move along with the planning stages that are currently under the auspices of Wheeler-Wimer-Blackman. He then tumed the meeting over the City Manager McCabe. McCabe had Mr. Blackman of Wheeler-Wimer-Blackman unveil the model of the new Civic Center. After Council and Staff reviewed the model, McCabe noted that we are about on schedule with the next workshop to occur in January after the holiday. There are some requirements to come to Council on December 20th, so several decisions need to be made during this meeting. The first item being addressed (Item A) at the request of Council was the COST PROJECTIONS AND DEBT SERVICE FORECAST. McCabe said that Alex Caloza, Director of Finance would be presenting this portion. McCabe noted that the package is composed of 3 things. One is actual, fairly hard costs developed by the architect Secondly, costs that are based on contracts that were awarded to various consultants and third, the soft costs. The soft costs are based on estimates of what is currently known at this point in time. The amount could vary a little, but a contingency amount has been inserted to cover this. PRESENTATION/CALOZA - FINANCE DEPT. Caloza presented the following viewgraphs which corresponded with the pages distributed to Council and Staff (copy on file in the Office of the City Clerk): Schedule 1 - A review of the Estimate Summary material previously presented to Council on October 12, 1988 by the architects which breaks down and summarizes the cost of the proposed building. The Office Building, estimated to cost $5.6 million; Parking Garage $1.8 million; Council Chambers $800,000. plus Tunnel, Deck and Plaza for a total of approximately $8.7 million. Schedule 2 - A n Estimate from the Architect incorporating changes made at the November 14, 1988 workshop. It reflect the deletion of the Tunnel and Dining Deck as well as the addition of Other Site Development and the Thermal Energy Storage for a total estimated cost of $8,798,000. Pruitt inquired as to whether the Thermal Energy Storage figure included the SDG&E participation. Caloza advised that it was not yet induded. The $120,000 might be reduced by approximately $50,000. with the participation by SDG&E. Schedule 3 - CIVIC ADMINISTRATION BUILDING ESTIMATED COST SUMMARY. A sumarization of all costs starting from the October 12, 1988 estimate of the architect As previously presented, it totaled $8.7 million. Deletion of the Tunnel, Dining Deck and added Other Site Developments and Thermal Energy Storage made a new total of $8,890,000. To this the architect's fee per contract of 4.85% of the construction cost is added. As (Note B) indicates, 4.85% of the construction costs (bid price plus change orders) and construction costs is all costs inclusive of grading, building construction, parking facility construction, landscape construction and offsite improvement construction. It does not include communications equipment, movable fixtures, equipment, furnishings and fumiture. After adding in the architect's fee, the estimated cost is$9,225,000. To this we add the estimated costs for the Furniture, Fixtures & Equipment of $750,000. , and to this we add the Consultants for the various jobs; Soils Engineer $14,700., Engineers & Surveyors $12,800., Space Study $11,000., Models/Photos $6,700., Interior Designer is an estimate (based on the Furnishings and Fbctures we would buy)., as (Note C) states the basis for this estimate at $10,000., Independent Architect to Review the Plans & Specs estimated at $15,000., and the Resident Inspector estimate of $50,000. for a total cost of $10,095,000. To this a 5% Contingency is added for a bottom line of approximately $10,600,000. McCabe noted that the last three items, the Interior Designer, Independent Architect Review and Resident Inspector were very soft numbers or estimates as the exact costs Book 70/Page 181 12/15/88 are not known at this time and there are no bids or information on these. From their knowledge, however, this would be in the ball perk. Della questioned, if total of the architect's fees plus consultants fees total approximately $540,000. to $550,000. so far without knowing what those soft numbers are, were the other consultants numbers firm?. Caloza said that the other consultant numbers, except those noted with an estimate are firm per contract Della reiterated that we have $540,000. more or less with a couple of those inckxiing the largest one which is still not a firm number. McCabe said that was correct as they will be based on the final cost Schedule 4 - CIVIC ADMINISTRATION BUILDING ESTIMATED ANNUAL DEBT SERVICE. This reflects the estimated cost for the annual debt service and the amount of the Certificates of Participation that will be issued. There are four options. Option 'A'is based on the assumption that only the Civic Administration Building will be funded by the COP. Option 'Dais based on the assumption that we will fund both the Civic Administration Building and the remodeling and equipping of the existing Civic Center which will be converted to a Police Building. The costs for Option Bare as stated in the schedule. Van Deventer questioned if the remodeling would be total remodeling. McCabe said it is showing a remodeling job through standard communications equipment installation, total from Floor 1 to Floor 3. That is total tor everything that the Police Department wanted done. Option -Cis similar to Option 'B' except instead of relocating the existing communication system, we would be installing a new CAD system or Computer Aided Dispatch system for a total of $11,800,000. Option 'D'is a similar variation except that in addition to the CAD system we would install a Management Information System or a new computer system for the Police Department that would cost $2.1 million dollars for a total cost of $12,700,000. including the Administration Building. In going down the line to the total cost of the projects funded, the cash contribution of the City which is estimated at $1,150,000 which consists of $900,000. of revenue sharing funds, $150,000. for the architects which is already appropriated and another $100,000. for the Fumiture & Equipment is removed. From this, the cash contribution from CDC which was arbitrarily put at $1.7 mltion is also deducted. If you look at (Note B), CDC's Budget for Fiscal Year 1988-89, instead of $1.7 million, shows $2.839 million reserved for the CDC cash contribution for the project Van Deventer questioned if this meant there was a reserve of $1.1 minion in CDC. Caloza said no, and that the figure had to be changed because in review of the CDC Budget, instead of having $2.8 million, there was an overstatement in the Revenue, so we are down $1 million. 1f the full $2.8 million were available, it would have reduced the annual debt service and the annual amount of the debt issue. In an explanation of where the $1,000,000. went, Caloza referred to Page 1 of CDC's Budget Item 1 Cash and Receivables total $32 million and on Building Construction Item 7 Letter B, there is $1,061,000. Mr. Peterson pointed out that the item is the $1,000,000. to be received from the City. Page 2 of the Budget, details the composition of the $3.2 million reflected earlier. In looking at Item 2 of the Receivables Due, its the same $1,000,000. that was shown on the previous page. In other words, this item was counted twice. This is why the budget was reduced from $2.8 million to a lower number in order to assure that down the line, we would not find ourselves facing a deficit situation. In retuming to Item 4, after removing the contribution from the City and the CDC, the interest that the construction funds would earn during the construction period is deducted. It is assumed that there would be a 24 month construction period and that the construction fund would earn interest at 6.5% per annum. After all these deductions, the result is the amount to be funded by Certificates of Participation. To this we add the Reserve Fund Requirement which is required for most Certificates of Participation. For purposes of this calculation we used 10% of the total amount To this the issuance cost of bond council, underwriter and other paperwork required which then results in the estimated amount of the COP to be issued. Under Option 'A; this amount would be $8.2 million, Option 'B' $9 million, Option "C - $9.3 million and Option D '- $10,500,000. The Estimated Annual Debt Service, assuming a 20 year term, would be $834,000. under Option 'A', $900,000. under Option B ; $946,000. under Option "C'and $1,065,000. for Option D' These figures were only computed on a 20 year term. Schedule 5 - CDC BUDGET 1988-1989. Reflects a breakdown of what was budgeted to be contributed by CDC towards the Police Facility. From the beginning balance they had projected to contribute $1.1 million dollars. From the bond surplus to be received in December 1988, they proposed to contribute $1.7 million for a total of $2.839. However, as noted earlier, due to the error discovered in the CDC Budget, this amount has been reduced to $1.7 minion. Schedule 6- REDEVELOPMENT AGENCY ESTIMATED TAX INCREMENT REVENUE (CONSERVATIVE MODEL) FY 1988-89. This is the estimated tax increment revenue using a conservative forecasting model. Refer to (Note Al. This is a very conservative forecasting model. As noted on Fiscal Year of 1988-89, there is an actual evaluation of $558 million for the real property, $48 million for other property for a total taxable value of $808,581,000. This amount was obtained from the County of San Diego Auditor and Controller as of August 1988. As stated in the assumption, the real property value is increased by 2% every year and every year thereafter to arrive at the taxable valuation. To this, a constant value of $48 million is added to come up with the total forecasted taxable value for all subsequent years. This Book 70/Page 182 12/15/88 does not yet relate to different funding options. The Estimated Tax Increment Revenue column, reflecting $3,272,000. is a figure for this fiscal year as estimated by the County of San Diego Auditor & Controller. To this figure, 1 % of this increase in valuation is added over the base estimate of 88-89 to arrive a the estimates for 1989-90 and beyond. This estimated tax revenue is for the redevelopment area only, not the entire City. Schedule 7 & 8 - REDEVELOPMENT AGENCY ESTIMATED CASH FLOW FY 1988-94 (FUNDING OPTION 'Dl (CONSERVATIVE REVENUE MODEL). Funding Option 'D' on the Conservative Revenue Model. The assumption was, since Option D Was the highest cast option, if Option 3-could be financed, we could finance the rest against the most conservative model. This revenue forecast starts with 1988-89. The 1988-89 figures were obtained from CDC Budget. To the Tax Increment, the estimated Bond Surplus is added. These figures will differ a bit from CDC's Budget because they we shown at the correct amount It was estimated that approximately the same bond surplus would occur over the next 10 years. To this interest earnings is added. The land sales were estimated to occur two fiscal years from now. On the Expenditures, the administration costs for CDC minus the amount chargeable to Section 8 is reflected at $295,000. with a 10% increase for subsequent years. Additionally, it reflects the Downtown Bonds which is the amount required to pay the debt service on the existing bonds issued by CDC, Debt Ser vice for COP's to be issued which is $1,650,000. CDC owes a debt to HUD payable in 5 years. This is the amount budgeted for this fiscal year. The $181,000. is the amount estimated for subsequent years (principal plus interest). CDC owed the City $300,000. last year, budgeted to be paid this year (which it has been). The CDC contribution to the project is shown at $1.7 million, Construction costs at $96,000., Acquisition costs $80,000. (Note 8), Low Income Housing Relocation $219,000. (Note C - which states that per law, we are required to set - aside 20% of the tax increment revenues for low income housing, however when the downtown bonds were issued by CDC, 20% of the proceeds of the bond sales were set -aside for low and moderate -income purposes. So for purposes of the estimate, the low income housing amount is the total tax increment minus the downtown bonds, the difference being multiplied by 20%. This is how we got the low income housing allocation). Nutrition Project $83,000. was made up of the operating expenses of $20,000. and a capital outlay of $60,000. It is assumed that the operating expenses will be funded for the next 5 years only. To this, under Miscellaneous, a contingency of $50,000. is added. Again we wanted to be conservative. In FY 1988-89, based on the adjusted contribution of $1.7 million, we come up with a fund balance of $381,000. to be forwarded to the following year. If you look at 89-90, 91 and so on, you will see that there is sufficient revenue inflow to fund CDC's normal operating expenditures plus the debt service for the COP's issued to finance the Administration Budding. In addition to the debt service, there is the ability to fund other projects which have already been identified by the Executive Director. This $1 million represents acquisition and development for the downtown public parking facility, $500,000. for fill of canyon at 30th & N.C. Blvd., and $1.5 miNion for acquisition of property at the south end of National City Boulevard. Again, these project estimates were obtained from a memo prepared by the Executive Director and outlined in (Note B). Schedule 9 - REDEVELOPMENT AGENCY ESTIMATED TAX INCREMENT REVENUE (OPTIMISTIC MODEL) FY 1988-89. This is a revenue forecast using an optimistic forecasting model. This methodology is similar to the one presented last year in connection with the study of the Police Facility financing. The information available in terms of the actual tax increment valuation (Note A). This is the valuation in excess of the base valuation. To this it is assumed that the increases occurring in the last four fiscal years, will continue towards the future years. It is estimated that using Linear Regression Forecasting methods, that the valuation will increase by approximately $400 million a year. Just as a check of this forecasting method, the amount forecasted was compared against the actual amount coming in so, in 1984-85, we forecasted $1.5 million and actual revenues came in at $1.7 million. In 1985-88, the model forecasted $1.9 million revenue and actual came in at $2.4 million etc. Although this is labeled an optimistic model, it shows that the amounts forecasted are actually under the amounts that came in. Schedule 10 - REDEVELOPMENT AGENCY ESTIMATED CASH FLOW (FUNDING OPTION 'D') (OPTIMISTIC REVENUE MODEL) FY 1988-99. This is again, an estimated cash flow using funding Option D"and the optimistic revenue model. Under the optimistic revenue model, we see that cash inflow should be sufficient to cover CDC's normal operating expenditures, plus the debt service for the COP, plus projects previously identified by the Executive Director, all within the next four years. This is assuming of course, that the land inventory that CDC presently holds, is sold within the next two fiscal years. This concluded the presentation by Alex Caloza, Director of Finance. McCabe noted that the underlying statement is that the project is feasible, we can fund it, we can finance it The one soft area is those final costs based on what the bids will come in and any changes that may occur in the economy, the interest rates etc. because wale looking at probably 8 months before we would get those final bid costs in. We have the contingency in there at 5% to make up for some of that, but we can't control the economy. Book 70/Page 183 12/15/88 Pruitt questioned whether a decision needed to be made at this time as to the priority placed on the projects that allow for a surplus of operating capital for CDC. McCabe said no, that those were just the best information they had which could be changed at anytime by the Commission or rearranged or new ones added. McCabe then stated that the next item to be covered was (Item B), the ARCHITECTURAL SPACE PROGRAM AND FLOOR PLAN REVIEW. This is the final result of the Architects work on the space program and the floor plan. Included in the package was copies of all the comments which came in from Staff and Council (copy on fie in the Office of the City Clerk). They have met with Staff on an individual basis, and feel that they are close to being there as far as getting everything that is needed on the floors. He then requested that Mr. Blackman of Wheeler- Wimer-Blackman give a rundown starting at the top. PRESENTATION/BLACKMAN Mr. Blackman presented a set of floor plan poster boards. He reiterated what McCabe said in that he feels they have been working very close with Staff, and that it has been a very healthy exercise to get back Staffs comments about space allocations from the prograrn that was presented to the Council about a month ago. A set of floor plans was prepared from that program and there have bean two meetings plus written information that has come back to them commenting on their understanding of what they were to do in terms of space. They have responded to those comments and the presentation will reflect the end result of those discussions and concerns. There have been some minor modifications, which will continue to happen in the design process, but they feel they have come to terms with every department Board 1 - Shows the Mayor and Council floor. The concerns addressed had to do with closing off of the corridor. In fact, in checking this it was determined that not only was this a good functional requirement, it was also a code requirement on a couple of the floors. So that helped in the understanding of the need for closure of that space to provide a cloister. The public has a need to access the fifth floor and the clerical station can be located out here, and supported by another clerical station. He noted that none of the Council offices enter off of the closed area One comment received was that the kitchen should service the conference room. They support that idea, but also support the kitchen outside of the conference room in the event that if there is a conference going on, the kitchen is still accessible. Because of the design, they have been able to improve the deck Every office has exposure to the deck and to the West face. The building is laid out in a very simple model. It's a very simple structural plan although the curved surfaces which do add somewhat to the cost, and this has been gone over. The core remains constant through every floor which is real important not only for the vertical circulation, but also for bringing the controlled environment through the building. He indicated the location of the stairs, public toilets and two elevators which are in the plan on every floor. It has yet to be determined whether both elevators will go full height but that is an element that can be worked out Dalla inquired as to whether the balcony was functional or not functional. Blackman's response was, yes. Dalla inquired as to whether this was a cost item. Blackman said that in this design nothing would be saved by closing it off. Data inquired about eliminating it Blackman said by eliminating it you would simply remove the doors and have to drain it It would effect the design if removed. He also added that it also provides alot of ventflation if for some reason the mechanical system were to fail. Inzunza inquired as to what was in the area in front of the kitchen. Blaclanan said it was just a vestibule for the stair and into the conference space. In non technical terms, because of the fact that this floor and one of the lower levels does not have the atrium, the open well, by code you have to create an enclosed vestibule tor those elevators. The doors could be eliminated if that was the concern. Board 2 - Shows the next floor down, the 4th Level where they have been able to accommodate the City Manager and his stairs concems as well as the City Attomey. One of the major misunderstandings was in their placement of the Risk Manager who is really reporting to the City Attorney. This has been corrected. This is the first open well floor which means they do not have to have the enclosures off of the elevators. Van Deventer suggested that Blackman explain to Councilman Inzunza what the design of the open area is. Blackman said that briefly, on the lowest level, the entry level, it was desired to create a very nice public open space. To be able to capitalize on the public space inside, they created an open atrium. If you have been in a department store or a large Hyatt Regency, that's the concept This atrium is not the same shape on every floor, it steps back so that as you're looking up, it steps away from you. The top will be enclosed with artificial light so it will be kind of a white dome effect, not naturally lit Board 3- The next level down is Level 3 which houses the Personnel Department and the City Clerk There is a central mail and central copy center. These functions are in the process to determine who will manage them. Book 70/Page 184 12/15/88 For most spaces, they try to create open office area with minimal partition work. However, there are some positions within the City that require full height partitions as well as spaces such as conference rooms, meeting rooms etc. that require full height partitions. Aside from that, most of the areas will be open office and accommodating to some type of fumiture or equipment panelized system to separate work stations. The mail system is an operational item which has not been finalized at this time. Board 4 - Level 2 is Finance and CDC. CDC, because of their operation, requires two public waiting areas, one is for housing specialists. There is a shared conference room for Finance and CDC. A little bit of jugging was done with Finance as some of the functions were originally on the next level down. The taldng of cash and those types of things from Building and Planning. After understanding the rational it was agreed that it would be more appropriate to have them all in one area A series of graphics will be worked out to direct people to the left or right after stepping off of the elevator. Board 5 - This was by far the most troublesome floor (Level 1- PLAZA) as it not only impacts a substantial number of Staff and City functions, but also is the area of highest public contact. There was a problem on the initial go around in that they decided that Building and Safety should go on the next lower level, which is a good level in that they would come off the parking garage into that space and then through the interior stair, go up to Planning and Engineering. There was a strong voice against that concept, so after listening and understanding the reasoning, everyone has been moved up to the same floor. The down side is that there is minimal expansion and everyone knows that and is willing to buy off on it Expansion may at some point down the road be a problem for these departments. There is a main, nice entry with the lobby. You're starting to see that atrium space. There's a full size counter with very nice vistas to the open out of doors. It is really the one stop, shop concept taken to full development The only aspect as previously mentioned, is that Finance is not on this floor and in order to pay you will have to go up to the third floor. That's not necessarily a negative. Additional islets for Staff have been added due to the increase in Staff on this floor. Also, the public will not be accessible to the deck, the smokers deck, so to keep the Staff separate from the public. Board 6 - Level P2- Parks and Recreation virtually had very few accommodation problems. The public can either enter through the garage into the public waiting or directly from the street surface. One of their Parks requirements was for an employee back door which was easy to accommodate as the level is on grade. Board 7 - The lowest level, Level P1. Everyone had to make storage and conference room/meeting space compromises. There was a consensus, that meetings and conferences and bulk storage can be in remote locations. This is what this section of the building is for. There is a huge conference room, alot of meeting rooms, work areas, expansion space, a large employee lounge, another conference room and some building security. It is well utilized. In the eleventh hour, Engineering said that they didn't need a space that big and suggested that the large conference room be increased to utilize the big windows and that is what wiN be done. Separators will be installed to use it as three small rooms if needed. The interior designer might be able to provide modular tables. Della inquired as to how many people the conference room would seat Blaclvnan said the seating can accommodate 150 people. People could park at that level and enter the conference room. McCabe said that this concluded this aspect With Councils approval, in order to maintain the schedule, the floor plans and building need to be sited and then the architect can move to the next phase. Any major conceptual changes need to be heard about today. No negatives comments have been received from the departments, all of which have had an opportunity to comment ACTION: Moved by Van Deventer, seconded by Della, to move on from space allocations and layout Carried, by the following vote, to -wit Ayes: Della, Inzunza, Pruitt, Van Deventer. Abstaining: Waters. McCabe stated that (Item C), CONSIDERATION OF PARKING STRUCTURE DESIGN, also involved Mr. Blackman. There was some reconsideration of the parking structure. The City Engineer and other Staff members had some very definite thoughts. They came together on several meetings, resulting in a much better animal with more parking space at a very nominal cost increase. PRESENTATION/BLACKMAN Blackman said that the original concept of the parking structure is really how it is shown on the model. He presented a poster board and said it was delineated more or less by the red line holding to the curve. The dotted black line was the approximate existing roadway as it is presently. The revised, according to their plan is holding fast to the curve for a moment, was the red line. One of the comments that came back, was a real concern about the disruption of the park Book 70/Pape 185 12/15/88 and the fact that it appeared that the toilets would be in the way and require relocation. The concerns expressed by Staff, indicated that they felt the curve line could be held. The width of the street reduced and made into two-way traffic with no parking, retain as much of the park as possible, keep the toilets and secure the police lot without having the street connect From a planners viewpoint they are not convinced that this is a good idea, but it is workable. They understand that the police need a secured lot There can even be a controlled gate. The fact that the road is narrowed means that encroachment in the park is ever so slight There would be no elimination of the current parking other than on the street Another concept, was to eternalize a ramping system in the garage. Before, you would enter at one level and come back out under the building. The lowest level, would require entrance on A Street or off of 12th Street The two levels were not connected. An analysis, after meeting with the structural engineer, evolved into a scissor concept Rather than 2 levels in the garage, now basically there are 3. Access to the garage will be through one point, the existing street entrance. With a restriping for small or compact cars, it is ample for tyro -way traffic. The transformer will have to be removed and adjusted. The three level ramping will add 10 cars to the garage total and increases the cost by only $20,000. The road rework, the original red line work was estimated at $90,000. to redo that road, raise it up and follow the proftie. The revised plan, to close it off is $80,000. This $30,000. savings against the additional increase in the garage changes results in a net savings of $10,000. Mr. Blacicrnan then presented a proposed alternate, that they were not supporting. By extending the garage out to the face of the Council Chamber since the road underneath is not needed, would relax the cantilevered cost by providing a pad and would allow for an additional 28 cars. However, that little bit of garage would cost about $300,000. Van Deventer asked if overall, as the parking structure now and the parking that's out in front, compared to what currently exists, just in the separate parking lot, what the net gain was. Blackman said he couldn't really answer that, but believed it was a 50 car gain. McCabe said that we would want to limit any business from pulling into our parking area and notify them that that is not appropriate. Van Deventer requested the determination of what the net gain would be, taking into consideration "A" Avenue from the entrance and the back of ow facility where we have the parking spaces. Blackman said that "A" Avenue will be painted with red curb probably. Van Deventer also requested McCabe to take into consideration the approximately 20 people currently in the Annex for determination of the net gain. Pruitt commented on the reduction of the neck of the entrance to the Police impound lot to allow for additional parallel parking. United Parcel and trash pick-up win remain in the existing location. Mr. Nielson questioned how many spaces were lost by double driving. Blackman said he did not have any current statistics with him but there would be a doss of what there is now which would become larger if they started talking large truck parking. Van Deventer commented that they could cut further Into "A" Avenue and National City Boulevard then currently. Blackman said this was correct, but if you cut in too far, then you have to install retaining walls which would add to the costs. Della stated that on the National Avenue frontage there is a parkway. He questioned if the sidewalk could be moved to the curb so that the building could be moved that small amount forward to minimize the narrow width of the road. Blackknan said that there were certain set back requirements that had to be adhered to, but that he believed that City Engineering preferred the roadway be as narrow as possible to slow fire egress and ingress, but to eliminate the potential for people parking on on. Blackman prefers to hold the curve as they feel the building does need a landscape buffering. McCabe requested a consensus from the Council to: 1. Change the parking garage to the 3-tier, interconnected, picking up 10 parking spaces. 2. Not to add the cross hatched area as it is not cost effective. 3. Have no parking on "A" Avenue. 4. To culdesac, or to block off and make a Police Security lot 5. To consider the 15 parking spaces over by the Zoo. ACTION: Moved by Van Deventer, seconded by Pruitt, in favor of the above items. Discussion. Della inquired as to if there was any anticipated problem with everyone entering and exiting at that location, right off of the intersection at National City Boulevard. McCabe said that would be the next item Blacvnan would cover. Pruitt questioned Mr. Deese as to whether he saw any difficulty as far as the Police Department was concerned with regards to security. Deese said no. McCabe said that in the long run, the access to the Police Facility would be up the street to the comer where there was no light and there would be a treatment, that Mr. Van Dyke was talking about In the long run, an automatic or manual actuated light devise will be needed so that emergency vehicles can change that intersection somehow and get through there. This is not included in this plan or funding, but should be considered in the long term. Carried, by the following vote, to wit Ayes: Della, Inzunza, Pruitt, Van Deventer. Abstaining: Waters. Book 70/Page 188 12/15/88 McCabe said that the next item for consideration was (Item D), the LANDSCAPING AND PLAZA TREATMENT which will be presented by Tom Van Dyke of Van Dyke & Associates who is the Landscape Architect on this project and who has worked on numerous City projects. He has been in touch with Jim Ruiz and other Staff members. He noted that Jim had some recommendations which were included in the package (copy on file in the Office of the City Clerk). Tom will discuss a long term, Master Plan, something the City can work towards. Van Dyke apologized for not being able to attend the last meeting. He understood that there were obviously quite a few questions on the proposal for landscaping improvements which were made beyond what was shown in the Master Plan, presented two months ago. He requested to go back and quickly go through how that came about, how they got there and how the numbers which were presented to Council were arrived at He showed a plan that represented a version of the plan presented previously, but included the entire block bounded by the end of "A" Avenue of National, 12th, "A" Avenue at the park, and of course, National City Boulevard. He said they felt at the time, that although they were asked specifically by Wheeler-Wimer-Blackman to deal only with the new project, that there needed to be some coordination. Someone had to look into how this project fit into the whole scheme of this part of National City. So they looked at that, and because their scope of work was limited to this, they felt that a road realignment, which at the meeting last month, was the Wheeler-Wimer proposal, required some park renovation. Thus they came up with some construction cost figures to deal with that They also felt it important that this part of the park be developed so that there was a transition from the park into the new development So that was designated and figures for that improvement were provided at the meeting that he did not attend. They also indicated that the Police Station, surrounding landscape and the streetscape along National City Boulevard was not included in the budget they had for this project The most important item, and he would apologize for the entire team, was that in the hurry to get the budget numbers together for the meeting two months ago, the Cost Estimator provided an inaccurate number for the development of the Plaza area. There is about 20,000 square feet of surface area. The Cost Estimator used a figure of $70,000. for all of the handscape, or all of the hard surface work. This is about $3. a square foot This will buy the concrete paving only. So the number of $340,000. that was referred to is about $80,000. to $100,000. short of what is necessary to implement the plan that was presented for the Plaza area. This is why there was a line item that was presented at the last meeting, that there was a need for additional money in order to develop this area in an appropriate way. What this plan represents today is based on meetings held with the City Manager, Richard Blackman and Jim Ruiz, and was to come up with some alternatives for consideration. At a minimum, it is important to master plan the entire area rather than fragmenting it The other option is to prepare the construction documents for all of the improvements they are proposing as were covered in a letter and also in Jim Ruiz's letter. That is to do park renovation improvements resulting from construction road realignment It also identifies the Police building as a separate item. It is their suggestion that the construction items be prepared and that these items be bid as an alternate bid item in the construction of the project They feel that there is some economy if talking about an $8-10 million project, having another $ 100-150,000. construction project added onto it, maybe the contractors will be hungry at that time and give a better figure which puts the City in a better position to say, yes, let's have the work done, rather than not having the documents available at that time. Also, they feel that the method being used to finance the entire project, Certificates of Participation which is fairly inexpensive money compared to the means of getting money to develop parklands, gives the opportunity to use the funding mechanism to make these improvements as well. As a follow-up to Blackman's presentation, the cross hatched area would now become park Improvements are needed on what will be the major automobile experience of Doming to Civic Center. These improvements should be continued to the intersection. It needs to be identified and accentuated, the dominate statement from the automobile view point There needs to be some speciality pavement, perhaps aggregate concrete or colored concrete sidewalks, similar to what is proposed in the redevelopment area but different The treatment should extend all the way into 12th Avenue and a section of the median removed due to the exiting to allow for left turn out This will enhance the whole appearance and the scale. The entry should have identification signs, identifying the City of National City Police Department and Civic Center. Crosswalk treatment for the pedestrian area is also necessary. It all needs to be coordinated. Dalla inquired on whether the movement of the median and traffic was being considered primarily from a landscape and entrance point of view rather than from a traffic, engineering or safety point of view. Van Dyke said they had spoken with the City Engineer who felt it was the right direction to head in. They have not spoken with traffic and traffic safety yet They know they have created a problem with the major entry. Now, it is just a matter of coming up with a solution that works. The initial thought is that it needs to be something that appears to be the dominant entry to City Hall and then the technical traffic problems require sohring. Van Deventer inquired as to whether the Master Plan had been reviewed by Mr. Ruiz and if he was in agreement with this approach. Ruiz said he was. Inzunza questioned whether the Police parking lot was going to look like a secured lot or blend in with the park. Van Dyke said, they were going to study this and feel that they could do some effective landscaping from the park looting into this area thus providing some screening. Book 7O/Page 187 12/15/88 Van Dyke passed out a sheet with optional items for consideration (on file in the Office of the City Clerk). The first four items are the areas of improvements which have been discussed. The Plaza upgrade has a construction cost or budget estimate of $80,000 .- $100,000. The figure to the far right represents the architectural fees to develop the plans. The Park/Police Headquarters improvements would include all of the work talked about and the Police Station. This is estimated at $160,000. to $200,000. This is a cumulative figure from the figures that were provided in Van Dylces letter and the recap letter provided by Jim Ruiz Ruiz stated that this includes the area right through the parking Iot, in the very front of the Police Station. Van Dyke said that everything that has been talked about with the exclusion of the area in red which he is already under contract to do. The rest includes the street work, whatever form that took The security area around the Poiice parking tot The Master Plan is if the intent is not to prepare the construction documents for all of these improvements. The feeling is that this is the minimum that should be done. The architectural fees for this will be $8,500. to $7,000. If the City chooses to do the construction documents, the master plan is not necessary. Schematics would be sufficient and would cost $3,000. to $3,500. Tree Tagging is a process of going to nurseries and tagging specimen plant materials so that they are available at the time of the project construction. If this isn't done, you don't get the quality of material that you would like. The bottom line, where it refers to minimum improvements required which is not in the current scope of work is, if you were to reject ail of these items that are not a requirement, you would be left with areas in a state of demolition. The improvements to the road re -alignment of $10,000. to $15,000. would be needed. Also, the park expansion area along "A" Avenue. The pavement would come out and the park extended into that area for about $25,000. to $30,000. The Plaza expansion can be disregarded based on the action taken today and this number would be eliminated completely. Van Deventer said he would Me to see the City go out for an alternate bid to do the whole thing. We're doing too much major construction in this whole area and not baking in those other areas. If finances are available at that time, we would be maldng a big mistake that would really be noticeable. When you do that much work and you don't do the other areas, you're going to see it and it's really going to stand out Van Dyke commented that he failed to mention one item which is a serious item. The existing restroom building win be retained in some form. If all improvements are made, this will stick out like a sore thumb and there needs to be money to, at a minimum, restore the exterior. To tear it down and build a new restroom or get a pre-fab one, needs to be done to tie it in with the rest The figures presented do not include the restroom which Van Dyke estimates to be $80,000. to $100,000. Pruitt agreed with Van Deventer that we encompass doing the construction as a separate bid item and get it done. To half step it at this stage will not be keeping with doing this project at all. However, he believes strongly that in no way should the restroom be done away with. It's heavily used and needed. Whether it's dressed up or hidden in landscape, it is needed and should stay. ACTION: Motion by Van Deventer, seconded by Pruitt, in favor of the Master Plan. Discussion. lnzunza stated he felt that something that would stand out like a sore thumb would be the landscape on 13th Street turning off of 1-5 towards Civic Center. Van Deventer questioned if lnzunza didn't feel that a capital improvement project on the City side should be brought from Highway 5 all the way in there. lnzunza said he thought that would be nice. Van Deventer said that the problem was if the City didn't do a capital improvement project, the individual property owners aren't going to do it and there would be mix match all the way down through there. He suggested McCabe might dig up the old design for the 12th Street entrance proposal. Van Dyke said they would be happy to look at that conceptually. Clarified by McCabe that Van Deventer was requesting the looking at Civic Center Drive across the street down to 1-5 or Harbor Drive be included in the Master Plan. McCabe requested clarification that Councils' motion was to have Mr. Van Dyke do a Master Plan as an alternate bid when we go out The cost would be around $400,000. construction. Van Dyke said this was correct and asked if he could make one clarification. If they were going to do alternate bid items for the construction package for the entire package, a schematic design was all that was necessary, as identified on the sheet provided. Van Deventer asked for a ball park figure to do Civic Center. Van Dyke responded $2,000. to study conceptually, not to do construction documents. McCabe clarified that Van Dyke needed direction so that he could come back with a proposal with the cost for each item. Van Dyke said that he would be happy to get a proposal back within a couple of days. McCabe asked Blaclvnan how this impacted his schedule since the intent was there. Blackman said that was okay as long as Council was aware of the additional fees that the landscape architect was asking for. Van Dyke said he needed to get started immediately to get together with the engineers and traffic safety to make sure that this could work It is an still in schematics while Blackman's office is in design development so they have alot of catching up to do. McCabe asked if this was a contract between Van Dyke and Blackman or the City. Van Dyke said, however you want to work it Van Deventer said to come to the City, then we won't have to pay commissions. McCabe said he already had part of it and was looking to see if any more was needed on the upgrade. The master plan and schematics are one thing, but there was also a question on the Plaza treatrnent that was going to cost more money also. Blackman felt the Plaza was the most important Van Dyke said if the construction documents were going to be prepared one time, identifying the items that were not part of the bid alternates, this should be started immediately. Blackman said he felt the question was not in terms of the documents but of the go ahead. They have proceeded on the assumption that Council would approve the improvements on the Plaza and if the decision is not to do this he needs to know. McCabe asked what the number was on that. Van Dyke said $80,000. to $100,000. and the fees would be $7,000. to $8,500. Van Deventer moved in favor and then he and Pruitt clarified that this was the motion to start with. Everything except the restroom. Ruiz questioned how Van Dyke should proceed on the restroom. Pruitt and Book 70/Page 188 12/15/88 Van Dyke said that was excluded from the original motion. It will have to be addressed. Della said that Van Dyke stated earlier that there was an error in the bid on the Plaza, or the number given was only for asphalVconcrete. Van Dyke asked to clarify that It was not a bid that they gave. Blackman had a Cost Estimator put the figures together that Council saw at the first meeting. Van Dyke also provided figures to the Cost Estimator, but only for the landscape. That's plant material, irrigation, soils, drainage on the Plaza. The Cost Estimator provided a figure the day before the meeting that was $70,000. to do all of this work. A day after the meeting, Van Dyke found out about that number and knew that that number was not enough to do the concept plan that was presented to the City. It's Van Dyke's estimate, having done quite alot of roof top structure work, that another $100,000. is needed to actuaNy build what was in the concept plan. So that's where the error occurred. Della said then that Van Dyke's initial fee to do that Plaza was part of what was going to be done no matter what Van Dyke said no, they were going to do a project for the $340,000. budget that was presented two meetings ago as that was what Blackman had asked them to provide their fee based on. Dana said he was trying to determine where the $210,000. figure presented at the last meeting came from. Van Dyke said that figure was based on the letter he wrote that Jim Ruiz responded to wherein he broke out four line items that totalled the $210,000. Since that time there have been changes in this. The new park area, the road is not being extended out, so the figure has been adjusted to the new numbers of $300,000. which includes the intersection treatment etc. Blackman suggested an amendment to the motion to include the $80,000. in the base construction cost and balance to be in the add altemate. The balance to be determined when it is defined by Mr. Van Dyke. So the $80,000. has to be in the base project, so by amending the motion to include the plaza as base construction, the balance of what Van Dyke is asking would be in add altemate to be reviewed at the next meeting. Van Deventer requested the motion be amended to include the Plaza, Pruitt said his second included that Motion and second withdrawn. Moved by Van Deventer to do the Master Plan including the Plaza upgrade of $80,000. into the base project, seconded by Pruitt Carried, by the following vote, to -wit Ayes: Della, Inzunza, Pruitt, Van Deventer. Abstaining: Waters. Vice Mayor Pruitt called a recess at 4:10 p.m. Council reconvened at 4:20 p.m. ROLL CALL Council /Community Development Commission members present Della, Inzunza, Pruitt, Van Deventer, Waters. Absent None. Administrative officials present Bolint, Caloza, Deese, Eiser, Kimble, McCabe, Myers, Peoples, Peterson, Post, Reid, Ruiz, Williams. Vice Mayor Pruitt timed the meeting over to City Manager McCabe. McCabe stated that in order to authorize the landscape architect to do the physical work for his cost, a motion was needed to authorize up to a maximum of $3,500. for fee charges so that he can work with the architect and get the Master Plan started or the schematic plan started. ACTION: Moved by Inzunza, seconded by Van Deventer, in favor. Discussion. Delia questioned when this would be completed. Van Dyke said he would be back with the schematic plans at the next meeting. McCabe said this would be January 12, 1989. Carried, by the following vote, to -wit Ayes: Della, Inzunza, Pruitt, Van Deventer. Abstaining: Waters. McCabe stated that the next item on the list was (Item E), a THERMAL ENERGY STORAGE PROPOSAL The SDG&E representative, Mr. Frank Uratsun, was present The proposal was to spend $120,000. to install thermal energy storage tanks to work in conjunction with the cooling system in the new building. The indication was from SDG&E that if the City agreed to do this and a contract was given to them by the 20th of December 1988, a $50,000. rebate as a guaranteed incentive to the City would be given. This would reduce the cost substantially. The system from Mr. Williams and Mr. Blaclvnan's point of view, would pay for itself in 24 months on savings. ACTION: Motion by Van Deventer, seconded by Dalla, in favor. Discussion. Pruitt asked the representative of SDG&E, Frank Uratsun, to enlighten him on the reliability of this system. Mr. Uratsun said that basically the use of the thermal energy storage system was in conjunction with the air conditioning system already designed for the building. The additional storage system would allow for the charging of the system in the evening hours thereby utilizing that stored system whether it's ice or chilled water, what ever is used, to cool the building in the daytime. The advantage is by running the system in the evening, advantage is taken of the $.04 per kilowatt hour energy which is much cheaper than what is charged in the middle of the daytime. It is very reliable depending upon the design that is utilized. There are several systems being used nationwide. There are very well proven vendors and SDG&E endorses the system. Della stated that the regular system is designed as a stand alone. Uratsun said that was his understanding and that the regular system would stand on it's own. Uratsun's engineers recommended to isolate the use of the storage system to the new building. Book 70/Page 189 12/15/88 The incentive SDG&E is committing to the City is based on the amount of load that would be shifted into the evening hours. If there was additional load shifted, SDG&E would pay additional. The incentive will be paid at 40% when the tanks are installed and 60% when it is up and running. Additional tanks could be added if a decision was made to include the existing building in the thermal storage system. Carried, by the following vote, to -wit Ayes: Della, Inzunza, Pruitt, Van Deventer. Abstaining: Waters. McCabe said that the last item was (Item F), the EXISTING CIVIC CENTER REMODEUNG FOR POLICE FACILITY. The Building and Safety Director had been working with Fire Chief Kimble and Acting Police Chief Fowler to come up with the various increments and sizing of remodeling the building. In the estimate, the maximum cost was used. There is some possibility that the CAD system may be supported with grant money but until it is received, they will use the full cost This has been discussed with the new Chief. Captain Tom Deese said the new Chief was aware of this but as far as the specifics, he still needs to be advised. Van Deventer questioned the difference between Option "B" and Option "C" if grant participation was not received. McCabe said that the difference between the two was computer equipment. To make a total management system in the Police Department, to become totally automated in all aspects. Option "B" is just the CAD system on the 1st floor. Van Deventer asked Deese with relation to the computerized system to explain what we are dealing with in relation to the other police departments. Deese said that the CAD system only deals with keeping tract of dispatching and calls for services. If you incorporate that with the management system, that information is taken and run through a different program and stored as far as crime records, time out of service, arrests and it is all tied together electronically. Carlsbad has the management system.The input into the current system could be sent to ARGIS with one keystroke. Della asked why there was a desire to move the system up one floor. Deese responded that the system would not be accessible to officer or public contact thus making it more secure than it is now. The public will not have access to the area where the system will be centered. McCabe has asked the Chief to look at the cost of ARGIS since it is escalating and he thinks that would be reduced by this type of a system. There are secretarial systems and police officers having to work overtime by having to handwrite reports where they could possibly do something in the car and have it come in. Van Deventer requested McCabe have the new Chief study this item and return with more detail of what will actually be happening with this type of system. Also, some of the departments that have this type of system and what type of effect it is having for them. Pruitt said he went to Carlsbad and the savings that he saw was in man hours of operation and the assistance in the record keeping. He would like a difference between implementing the CAD system for dispatch to the officer in the field. He pushes a button and immediately knows where the problem is and whatever information is recorded so that the next day a button is pushed and the information is presented. What is the difference between having this with the CAD system versus the additional $1 million to have the management tied in with that?. McCabe said a report could be generated on that. Della questioned whether the jail cells are operational. Deese said all but one were currently operational. The emergency center will remain where it is and be maintained. McCabe said that was all the presentation that Staff had. Vice Mayor Pruitt asked if there were any questions. Della asked Peterson, Executive Director of CDC, if he had the information regarding the ability to order steel early enough to save money as he had previously stated this could be done. Peterson said he still had not looked into that, but would. ACTION: Van Deventer moved that Blackman change the model by January 10th, inclusive of roads and prospective landscaping for a maximum of $1,000., seconded by Inzunza. Carried, by the following vote, to -wit Ayes: Inzunza, Pruitt, Van Deventer. Nays: Della Abstaining: Waters. ADJOURNMENT Vice Mayor Pruitt declared the meeting adjourned at 4:57 p.m. ckk.), aYvv\-L- CITY CLERK The foregoing minutes were approved at the regular meeting of January 10, 1989. MAYOR CITY OF NATIONAL CITY, CA ALL CITY COUNCIL MEETINGS ARE TAPE RECORDED. YOU MAY LISTEN TO THE TAPES AT THE CITY CLERK'S OFFICE.