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HomeMy WebLinkAboutAgenda - Read Before Packet - 7/27/2021 - City Council Work Session July 27, 2021 Agenda Item 3 - Civic Center Master Plan - Revised July 26, 2021 (5)Link to Civic Center Master Plan Click here to access Complete Master Plan Due to the file size, please download the file rather than view in browser. DATE: STAFF: July 27, 2021 Tyler Marr, Deputy Director, Information & Employee Services Ken Mannon, Operations Services Director Blake Visser, Senior Facilities Project Manager WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Civic Center Master Plan. EXECUTIVE SUMMARY The purpose of this item is to discuss the Civic Center Master Planning process. Staff and consultants, Clark & Enersen, will present an overview of the process including engagement to date, a draft site concept, and next steps. The City Operation Services Department is updating the Civic Center Conceptual Master Plan that was completed in 2015. The intent is to identify space planning needs and efficiencies for current and future staffing, develop a new conceptual master plan for the two-block site to account for facilities constructed since 2015, and align with recent planning studies, such as the 2017 Downtown Master Plan. The upda ted master plan will provide design concept and design cost estimates for new City Hall facilities and the Civic Center campus. The City will use the updated plan to secure funding for design of a phased build-out. GENERAL DIRECTION SOUGHT AND SPECIFIC Q UESTIONS TO BE ANSWERED 1. What additional information or changes are needed for the plan to be ready for Council consideration of adoption? BACKGROUND / DISCUSSION As the city has grown over the past several decades, so has organizational staffing fo r city government and the need to strategically house those staff members in buildings. With further growth expected over the next three decades, combined with Council, staff, and the community outgrowing existing space, and some current buildings not being viewed as ideal to keep as long-term City organization assets, there is a need to strategically plan the spacing for the downtown campus where a large portion of City staff work. As part of the 2021 budget, Council funded an update of the Civic Center Master plan, (Attachment 1) which is intended to plan the Civic Center Block 32/42, current buildings, Washington Park, and streets. This update will inform the Facilities team and City Leadership of investments required to meet the staffing and community needs as we move into the future. Recognizing that the COVID-19 pandemic gave pause around the future of work, this plan and the assumptions therein were developed with a hybrid model in mind. As one specific example, 60% onsite staffing was determined to be the City’s operating model for this plan and moving forward. Other assumptions: • 60% Hybrid model (3 days in the office, 2 days remote work); • Additional 15% area factor added to workstations to provide flexibility with overlapping schedules; and • Greater emphasis on individual breakout spaces, collaboration rooms and conference rooms to meet all meeting type needs. Planning Process • Space Planning - Facilities were analyzed with respect to the quality of architecture, mechanical, electrical, and plumbing conditions. Current quantities of space were defined for each building and department. Staff July 27, 2021 Page 2 growth projections were established by numerous interviews with department heads and staff. • Development Staff Engaged - Park Planning and Development along with the Planning Department were engaged in early meetings to discuss important considerations related to city planning, development guidelines and goals. • Charrettes - Three-day design charrettes were held involving the City’s leadership team, dep artment leaders, key staff from across all departments, and the project team. • Public Engagement - The charrette design outcome and survey were shared on OurCity website for comment from the public. • Boards and Commissions - A presentation was given regarding the process of the City Master Plan and charrette outcome. The B&C representatives were invited to ask questions and give feedback. All items have been recorded and are part of the draft for reference in future development of the design. • Interdepartmental Staff Engagement - Park Planning and Development, CDNS, Engineering, Poudre Fire, Police, and Utilities were gathered to give final comments on feasibility of the Master Plan Draft and any other items that are relevant as the design develops further. These comments are available in the draft. Draft Master Plan Concept The concept of the master plan is focused on consolidating City operations for an improved customer experience. 1. Community • A true front door for customer service to the Fort Collins community. • Most parking will be kept to the exterior of the site and parking garages while perimeter gateways will act as general wayfinding for people arriving to the site through various modes of transportation. • Central gathering spaces that promote public use during and after hours, on weekends and during holidays. • Howes Street will support various community events while tying the two blocks together from both a visual and a functional standpoint. • The overall character of the site reflects Washington Park through the preservation of existing tree canopy and the inclusion of softscape areas that define places of gathering and circulation. • Art, landforms, and other site amenities will be used as visual wayfinding throughout the site. • Howes will remain open to traffic but will become a convertible street for community events. • Traffic calming elements will be used to create a safe pedestrian environment along Howes while allowing for easy, accessible access to the buildings. 2. City Staff • Improved department adjacencies for more efficient work flow. • Staff can be re-located out of 281 North College to a more appropriate location on the Civic Center campus and allows for the sale of the building. • Accommodates growth for needed staff as the number of citizens increase. Next Steps 1. Conceptual space planning of new and existing buildings to co-locate adjacencies for City departments. for an improved customer experience. 2. Traffic and Parking Study. 3. Initial Design and Associated Public Engagement. 4. Develop 50% construction design to determine cost estimates. July 27, 2021 Page 3 ATTACHMENTS 1. Link to Civic Center Master Plan (PDF) 2. Memo to Council, March 17, 2021 (PDF) 3. Powerpoint Presentation (PDF) Link to Civic Center Master Plan Click here to access Complete Master Plan Due to the file size, please download the file rather than view in browser. ATTACHMENT 1 Operation Services 300 LaPorte Ave, Building B PO Box 580 Fort Collins, CO 80522 970.221.6610 970.221.6534 fcgov.com MEMORANDUM DT: March 17, 2021 TO: Mayor and City Councilmembers TH: Darin Atteberry, City Manager Kelly DiMartino, Deputy City Manager Tyler Marr, Interim Director, IES FR: Ken Mannon, Director of Operation Services Brian Hergott, Facilities Project Manager RE: Block 32/42 Civic Center Masterplan Refresh Update The purpose of this memo is for your information to provide an update on this project funded by the 2020 Budget revision package. The City of Fort Collins Operation Services Department is updating the Block 32/42 Civic Center Conceptual Master Plan that was completed in 2015. The intent of this update, is to identify current space needs along with planning needs for future staffing, develop a new concept master plan that sets a vision for the two-block site, and to align with recent planning studies, like the 2017 Downtown Master Plan. The updated master plan will provide a design concept and a cost estimate for new municipal facilities and community spaces on the Civic Center campus. The City will use the updated master plan to help secure funding for design of a phased build-out. The space planning analysis involved over 30 departmental meetings to review existing and future staff needs. The analysis developed city staffing projections for 15-year and 30-year time frames. In addition, the analysis took into consideration consolidating city staff from other locations to the Civic Center and a 60/40 hybrid work model where employees will average 3 days per week on site and 2 days a week from home. The City’s remote work experience during the Covid-19 pandemic was the impetus for using this hybrid approach. Based on this analysis, there is a need for two to three new buildings that may be constructed in multiple phases over the 15–30-year planning period. Phase 1A: Look at existing facilities to right size them with updated space standards to see if we have current space to vacate 281 N. College. Phase 1B: A new municipal building accommodating City Hall/Municipal court functions located on the east side of Howes. Phase 2: Option 2A-A Wellness Center addition to the existing west portion of 300A Laporte, and Option 2B-An additional building expansion to existing west portion of 300A Laporte.          ATTACHMENT 2 The project team hosted a 3-day design charrette with over 50 city stakeholders that resulted in the creation of a master plan for the Civic Center that will accomplish the following objectives. x Elicit community pride x Promote performance, innovation and resilient, regenerative design x Provide positive contributions to the City’s natural systems and ecology x Enhance social and individual health & wellness x Create opportunities for transparency, good governances, and efficient & effective service delivery x Become the vision for the City’s open spaces. The master plan concept (see attached) identifies the location of the new municipal facilities, as described above, and is focused around a central community gathering space that crosses Howes, will support various community events, and creates a visual and functional front door for the City campus. The overall character of the site is a reflection of Washington Park through the preservation of existing tree canopy and the inclusion of landscaped areas that define places for gathering and circulation. Art, landforms, and other site amenities will be used as visual wayfinding throughout the site. Now that the concept has been developed, the project will focus on community engagement to refine and improve the initial ideas. Project staff is partnering with CPIO using the Our City platform to produce a webpage with engagement opportunities and will meet with several boards and commissions. Additional next steps in the planning process include: x Conceptual Design Submittal for Planning and Zoning to provide feedback on conceptual plan x Develop an Estimate/Proposal for Phase 1 Costs x Provide a Detailed Analysis with Recommendations for Review by City Council, preliminarily through a work session this spring.          Civic Center Master Plan Clark & Enersen ATTACHMENT 3 2 •To identify space planning needs and efficiencies for current and future staffing based on projected community growth. •Develop a new conceptual master plan for the two-block site to account for facilities constructed since 2015 in alignment with recent planning studies, such as the 2017 Downtown Master Plan. •Provide design concept and design cost estimates for needed municipal building facilities (City Hall) and the Civic Center campus with public amenities. Civic Center Master Plan-Context 3 •What additional information or changes are needed in order for the plan to be ready for Council consideration of adoption? Question for Council 4Process & Engagement Guiding Principles •World Class Leadership:become a point of community pride in performance, innovation, and regenerative design that sets an example for the private sector in its reflection of Fort Collins’ character and culture. •Vi brant Community Spaces:contribute nature and ecology to the city while establishing places for public engagement that promote social and individual health. •Resilient Design:create lasting quality that is climate adaptive, accommodates growth, flexibility, and a universal community. •Intuitive Organization:support and activate site connectivity externally and create a collaborative environment internally. •Enhance the Civic Heart:promote physical embodiment of the city’s mission and plan that meets immediate needs; establish a vision that can be invested in and realized. Hybrid Work Model 5 6Projected Staff Count & Area 612 718 827 923 1,048 1,196 1,368 0 200 400 600 800 1000 1200 1400 1600 CURRENT 5 YR 10 YR 15 YR 20 YR 25 YR 30 YR STAFF (EMPLOYEES) STAFF AVERAGE - 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 CURRENT CURRENT (100%)CURRENT (60%+)15-YEAR 30-YEAR 15-YEAR 30-YEAR RIGHT SIZE (100%)(60%+) GROSS SQUARE FOOTAGE PROGRAMMED NON-PROGRAMMED 295,433 226,064 354,004 265,403 170,530 195,897 218,951 7Conceptual Master Plan 8Opinion of Probable Costs STAGE 1A & 1B New Building & Howes Street Improvement STAGE 1C Right Size & Renovate Existing Buildings CONSTRUCTION $58,233,760 -$67,395,541 PROJECT $75,703,889 -$87,614,204 9 •Space Planning Study •Tr affic & Parking Study •Initial Design and Associated Public Engagement Next Steps 10 •What additional information or changes are needed in order for the plan to be ready for Council consideration of adoption? Question for Council For More Information, Visit THANK YOU!