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From YouTube: June 27, 2015 Ways & Means
Description
Minneapolis Ways & Means Committee Meeting
A
We
have
a
number
of
items
on
our
agenda
today
and
so
I'm
going
to
start
with
the
consent
agenda,
which
is
29
items
on
it
and
would
begins
with
the
City
Attorney's
Office
brings
forward
three
legal
settlements
to
our
workers,
compensation
claims
and
one
auto
insurance
subrogation
from
the
city
coordinator.
We
have
to
travel,
related
donations,
acceptance
of
gifts
for
ten
two
different
conventions
or
conferences.
The
convention
center
brings
forward
of
one
item
today.
It's
the
Target
Center
renovation
project.
This
does
not
affect
obviously
the
budget
or
any
of
the
plans.
A
This
is
authorizing
delegation
of
authority
to
a
project
manager
as
well
as
appointment
of
the
city,
finance
officer,
mark
rough
Archie,
finance
officer
to
the
target
center
arena
design
group
as
a
replacement
for
our
former
CFO
Kevin
carpenter,
finance
and
property
services
brings
forward
for
items
today,
one
of
which
is
on
the
consent
agenda.
It's
a
contract
for
criminal
background
investigation
services
for
contractors.
A
The
human
resources
department
has
two
items:
it's
a
contractor:
men
with
sue
plaster,
consulting
for
aeo
reporting
and
Workforce
Planning
and
contract
with
deloitte
consulting
for
benefit
consultation
services
also
been
joined
by
council
vice-president
glidden
and
I
neglected
to
mention
we
won't
be
joined
by
councilmember
Johnson
today,
as
he
is
still
on
his
honeymoon.
So
we
wish
him
the
best
and
look
forward
to
his
return.
The
community
planning
are
no
excuse
me.
The
community
development
and
regulatory
services
committee
brings
forward
three
items.
A
Two
items
were
referred
to
us
from
the
health
environment
and
community
engagement
committee.
One
is
the
influenza
immunization
clinic
agreement
with
Hennepin
health
and
then
a
grant
application
to
Minnesota
Department
of
Health
for
maternal
infant
and
early
childhood
home
visiting
the
public
safety,
civil
rights
and
Emergency
Management
Committee
referred
six
items
to
us.
First
is
a
grant
acceptance
from
University.
Excuse
me:
United
States,
Department
of
Justice
Bureau
of
Justice
Assistance
Edward
Byrne
memorial
justice
assistance
grant.
A
We
also
have
a
contract
with
minnesota
timberwolves
for
bound
detection
security
services
at
Target
Center
contract
with
Minnesota
Internet
crimes
against
children,
Task
Force,
contract
with
Minnesota
crisis
intervention
teams,
Officers
Association
for
police
mental
health
crisis
response
training
in
Grant
acceptance
from
the
Minneapolis
foundation
for
EMS
pathways
Academy
and
a
joint
powers
agreement
with
the
state
of
Minnesota
to
participate
in
the
disparity
study.
The
transportation
Public
Works
Committee
brings
forward
nine
items.
B
A
Have
the
37th
avenue
northeast
regional
solicitation
application,
cooperative
agreement?
We
have
a
contract
with
CDM
Smith
Inc
for
tunnel
layout
design,
a
bid
for
storm
water
pump
station
rehabilitation
project
and
a
bid
for
self-propelled
paint.
Striper,
and
that
concludes
the
29
consent
items.
Are
there
questions
your
comments?
Committee
members
on
that?
Not
seeing
any
all
those
in
favor,
please
signify
by
saying
aye.
C
A
You
those
items
are
all
passed
and
can
go
on
so
happy
day.
The
next
three
items
are
on
our
discussion
agenda,
they're
all
related
to
the
finance
and
property
services
departments,
so
I
thought
I'd
might
invite
mr.
rough
up
if
he
could
describe
what's
in
front
of
us
it's
kind
of
a
package
and
then
we'll
take
into
age
I,
tamum
individually.
After
that,
it's
rough
welcome.
D
Thank
You
mr.
chair
members
of
the
committee
mark
ruff,
chief
financial
officer
for
the
city.
We
do
have
three
items
from
our
departments.
They
were
not
intentionally
put
on
this
agenda
together,
but
they
follow
the
same
theme,
and
so
we
thought
might
be
appropriate
just
to
talk
generally
about
what
those
themes
are
number
one
is
interest
rates
continue
to
be
very
low
and
affordable
for
public
bodies
such
as
the
city
of
Minneapolis,
with
very
strong
bond
ratings.
We
as
the
city
of
having
predominantly
triple-a
ratings
for
the
city.
We
get
the
lowest
possible
ratings.
D
We
do
have
several
bond
issues
that
our
staff
has
been
monitoring
for
either
refunding
that
which
is
another
word
for
refinancing,
to
lower
interest
rates
or
just
to
simply
prepay
early
and
use
some
of
our
reserves
to
undertake
that
prepayment.
So
we
will
have
mr.
my
cable
and
give
a
more
thorough
explanation
of
that.
But
again,
unfortunately,
the
bad
economic
news
is
good
news
for
the
city
from
the
standpoint
of
lower
interest
rates
over
a
period
of
time.
D
The
second
item
is
related
to
just
how
we
administer
construction
contracts
and
changes
that
occur
on
the
job
as
those
construction
contracts
are
are
implemented
and
we
work
closely
with
Public
Works
and
we'll
have
a
more
thorough
discussion,
just
putting
some
boundaries
around.
What
type
of
change
orders
are
appropriate
and
what
are
considered
to
be
significant
or
not.
Significant
change,
orders
and.
E
D
The
last
is
a
major
issue
for
the
city
to
embark
upon,
and
this
is
space
planning
needs
that
has
been
a
decade's
long
process
here
at
the
city
and
mr.
Gregg
okies
going
to
go
through
history.
We
certainly
have
a
number
of
people
here
also
to
answer
questions
about
not
just
the
history
but
going
forward,
but
certainly
are
excited
about
this
opportunity
that
all
three
of
these
items
spring
especially
item
32,
where
we
will
be
asking
for
some
significant
City
Council
input
over
the
next
several
months.
A
E
Good
afternoon,
chair,
Quincy
and
members
of
the
committee
I
get
to
do
one
of
my
favorite
presentations,
it's
short
and
is
full
of
good
news,
so
I'm
just
going
to
talk
about
the
five
series
of
bonds
that
are
in
the
letter,
that's
before
you
for
authorization
to
do
refunding
zuv
these
bonds,
and/or
prepayments.
So
there's
two
tax
increment
series
of
bonds
that
are
up
for
refunding
the
first
one
is
related
to
the
Midtown
exchange
product
I
mean
the
taxable
block
e
project
and
those
bonds
became
callable
on
march
one
of
16.
E
At
that
time
we
had
some
cash
on
hand,
so
we're
able
to
put
in
a
call
notice
and
prepay
three
million
975
thousand
dollars
of
the
longest
dated
maturities
that
saved
the
city,
a
million
812
and
change
in
future
interest
and
left
two
and
a
half
million
dollars
left
to
be
refunded.
So
at
this
point
time
we're
planning
a
refunding
of
those
two
and
a
half
million
remaining
bonds.
E
E
The
next
series
is
the
Midtown
exchange
project
that
series
of
bonds
had
two
million
245,000
left
in
colleyville
mode
on
31
16.
Again
we
had
some
excess
resources
on
hand,
so
in
May
we
prepaid
million
250.
Of
that
again,
the
longest
maturities
is
what
we
usually
like
to
prepay,
because
they're
usually
at
the
highest
rates.
E
Finally,
the
the
free
general
obligation
series
that
are
not
that
well
one
of
those
tax
increment
related,
but
I'll
talk
about
that.
We
have
three
other
general
obligation.
Various
purpose
spawns
the
large
one
has
29
million
450
that
will
become
callable
on
december.
First,
those
those
bonds
will
generate
savings
of
about
close
to
four
and
a
half
million
when
we
refund
them.
If
you
look
in
your
packet,
you'll
see
the
interest
rates
on
these
bonds
are
in
the
four
percent
range
and
we
should
be
able
to
issue
those
at
something
less
than
half
of
that.
E
So
as
a
proxy
for
where
that
savings
comes
from,
the
other
series
is
the
2009b
bonds,
where
we
have
4
million
440,000
that
we
can
refund.
We
estimate
saving
about
five
hundred
forty-four
thousand
there.
And
finally,
we
have
the
st.
Thomas
ramp,
which
has
four
million
one
that's
callable,
and
if
we
refund
those
will
save
750
8,000,
and
we
may
have
an
option
here
to
prepay
if
we
were
able
to
prepay
these
bonds,
we'd
actually
save
about
a
million,
almost
a
million
too
so,
depending
on
the
position
of
the
parking
fund.
E
So,
in
total,
if
we
just
refund
that
I'm,
like
I've
suggested
here,
we
could
be
looking
at
six
million
192
and
change
of
interest
savings
over
time
that
we
are
basically
not
going
to
incur
so
that's
quite
a
nice
savings
and
if
we
are
able
to
prepay,
that
number
would
actually
go
up.
So
that's
that's!
What
we're
seeking
your
authority
to?
Let
us
plan
for
and
go
forth
with
those
refunding
and
show
the
city
some
money,
but.
A
It's
very
good
news,
obviously
very
excited
about
the
opportunity
to
avoid
six
million
dollars,
plus
an
interest
feed
it's
not
like.
We
can
save
it
and
Bank
it
and
spend
it
someplace
else.
This
is
just
avoiding
so
just
making
a
good
financial
decision.
What
would
be
the
cast
budget
cast
positions
that
would
allow
us
to
do
that?
Are
we
in
a
good
position
to
do
that
or
likelihood
or
what's
the
timing
of
that
in
the.
E
In
the
case
of
the
parking
fund
and
other
enterprise
funds,
we
typically
have
a
you
know:
stipulated
cash
balance
that
we
like
to
keep
on
hand
or
operations.
It's
three
months
of
operations,
and
currently
we
are
in
excess
of
that
so
it'll
depend
on
other
programs
that
are
currently
occurring
and
needs
for
capital
funds
etc,
and
in
profitability
between
now
and,
let's
say,
toward
the
end
of
August
and
then
we'll
take
another
peek,
and
if
we
feel
we
can
prepay
them,
we
will
do
that.
A
E
Chair
the
various
purpose
bonds
have,
as
they
say,
you
know,
there's
sewer
and
water,
and
special
assessments
and
net
dead
bond,
so
they're
not
necessarily
specific
to
a
given
project,
they're
sort
of
for
the
capital
program,
but
the
same
time
a
ceramic
is
one
for
one.
It
is
financing
on
that
particular
ramp,
as
is
the
blocky
project
in
the
Midtown
exchange.
E
C
You
mr.
chair
mr.
able
and
I'm
just
curious
what
a
fairly
broad
question,
but
what
puts
us
in
this
very
favorable
cash
position?
Clearly,
we
didn't
originally
think
that
we
would
be
in
this
cash
position
now
in
this
series
of
projects
are
we'd
have
negotiated
different
terms
for
those
way
back
at
the
beginning.
So
could
you
just
give
a
really
general
sense
of
what
puts
us
in
this
cash
position
now?
Mr.
E
Chair
councilmember
Palmisano
in
the
case
of
the
tax
increment
bonds,
when
you
start
out
on
the
road
to
financing
with
tax
increment,
you
have
projections
of
property
values
and
what
kind
of
increment
that
will
bring
in
as
the
real
estate
market
has
recovered
very
strongly
in
Minneapolis,
we
are
starting
to
receive
larger
dollars
coming
in
from
that
source
than
was
originally
anticipated,
so
those
dollars
are
generating
excess
increment
that
can
then
be
used
to
pay
down
this
debt,
and
it's
kind
of
the
same
of
the
parking
fund.
The
parking
fund
has
been
doing
very
good.
E
F
A
A
B
A
F
D
D
And
so
we
there
are
three
different
levels
of
change,
orders
and
other
isn't
just
change
order
being
a
surprise
that
occurs
usually
in
the
middle
of
a
construction
contract,
and
there
are
some
sensitivity.
Obviously,
if
it's
a
street
projects
in
the
past,
there's
been
some
need,
sometimes
to
just
hold
work
and
how
we
can
get
oftentimes,
even
city
council
approval
which
may
take
two
or
three
weeks,
and
so
this
is
an
effort
of
making
sure
number
one
that
smaller
change
orders
can
be
taken
care
of
really
the
next
day.
F
D
The
project
needs
to
have
contingency
or
funding
sources
for
any
of
those
change
items,
and
so
it
can't
be
something
that
is
an
unforeseen
amount
that
bumps
the
total
amount
of
the
project
and
if
it
does
go
over
the
total
amount
of
the
project,
and
it
would
need
to
come
back
to
City
Council.
So
if
it's
eliminated
the
project
contingency
that
would
have
been
in
that
budget
too,
is
anything
over.
A
hundred
thousand
still
needs
to
come
back
to
City,
Council
or
five
percent
of
project
budget.
D
This
was
drafted,
as
I
mentioned,
in
concert,
especially
with
Public
Works,
where
the
majority
of
construction
projects
occur,
but
not
universally.
It
also
has
the
blessing
of
the
City
Attorney's
Office
Gary
winter,
who
is
in
charge
of
the
procurement
area,
is
has
been
deeply
involved
in
this
policy,
and
I
certainly
would
recommend
that
the
committee
approve
it
but
happy
to
answer
questions.
We
have
experts
here
both
Greg
okay
and
Chris,
Backus
from
property
services
who
deal
with
us
on
a
daily
basis
and
be
happy
to
answer
any
questions.
Good.
A
Thank
you
very
much.
Mr.
ruff.
Are
there
any
questions
for
mr.
Rowe,
not
seeing
any
I
do
want
to
highlight.
I
think
this
is
a
good
way
to
operate,
provide
some
flexibility
without
a
constraint
of
the
government
process,
but
I,
don't
think
it
supersedes
our
oversight
responsibilities.
One
of
the
concerns
I
had
expressed
mr.
ruff
earlier
is
I.
A
Certainly
didn't
want
to
see
this
as
part
of
a
new
way
of
doing
things
in
our
procurement
department,
where
they
would
take
a
low
bid
and
then
only
to
find
a
significant
number
of
change
orders
after
a
process
that
would
have
would
have
been
unrealistic
if
we
would
have
taken
at
bit.
Otherwise
so
I
thought
it
was
important
to
highlight
this
as
a
policy
change
and
worth
noting.
So
not
seeing
any
all
an
approval.
Please
signify
by
saying
aye.
B
A
F
You,
chairman
Quincy
and
committee
members
and
great
low
key
director
property
services,
I'm
here
today
to
update
you
on
the
progress
made
on
our
strategic,
real
estate
plan
for
the
downtown
campus.
This
is
a
follow-up
to
last
year's
council
study
session
on
facilities
and
today,
I'm
asking
you
to
move
forward
approval
on
some
key
next
steps
in
our
process
in
moving
forward
on
our
strategic
plan
for
the
benefit
of
viewing
audience,
I'd
like
to
touch
on
some
strategic,
real
estate
milestones
that
may
be
of
some
interest.
F
The
first
city
hall
building
was
built
in
nineteen
or
excuse
me
1873.
It
was
located
at
the
gateway
of
hennepin
and
Lakeland
avenues
by
the
mid
1880s.
The
building
was
deemed
unsafe
for
employees
that
led
to
the
eventual
construction
of
the
building
where
and
today,
the
Minneapolis
City,
Hall
and
Ben
County
Courthouse,
as
many
of
you
know,
will
be
celebrating
the
125th
anniversary
next
month
as
time.
At
this
time
the
building
featured
modern
office
spaces
and
what
was
deemed
a
state-of-the-art
communication
center.
The
building
was
envisioned
to
meet
the
city
and
head
of
the
colonies.
F
Growing
space
needs
for
50
years,
but
by
already
in
1920,
both
the
city
and
county
were
out
of
space
and
looking
for
options
to
meet
their
space
needs.
As
reported
in
The
Daily
Star,
a
plan
envisioned
by
Hennepin
County
Treasurer
Henry
willfully,
advocated
the
addition
of
five
floors
to
our
current
building.
That
would
solve
the
urgent
need
for
additional
space
and
forestall
any
movement
of
a
new
City
Hall
courthouse
building
in
1957.
The
public
health
center
now
referred
to
as
the
public
service
center
was
constructed.
F
The
city
eventually
purchased
the
building
for
a
dollar
and
the
building
has
had
minimal
capital
improvements
to
date
by
nineteen.
Sixty
eight
departments
had
outgrown
their
designated
spaces
so
badly
that
supports
Dave,
had
sports
staff
had
to
be
placed
in
desks
in
the
main
corridors
of
the
building
planning.
Efforts
had
also
begun
for
the
new
hennepin
county
government
center
early
options
included
building
large
enough
to
meet
the
city
space
needs
as
well.
The
eventual
plan
selected
and
built
in
1974
provided
additional
space
to
meet
the
current
County's
future
growth
needs.
F
The
space
was
then
leased
to
the
city
for
a
period
of
15
years.
Ending
in
1989
that
same
year,
the
city
of
lakes
was
purchased
from
the
state
of
minnesota
and
it
was
used
to
house
city
departments
who
had
to
relocate
from
the
hennepin
county
government
center
as
the
city's
leases
expired
also
in
1989,
the
city,
through
its
now
merged
development
agency,
signed
the
original
lease
at
the
count.
F
Chrome
roller
mill
complex
in
1999,
the
facility
space
and
acid
asma
committee
is
formed
the
next
year
the
City
Council
directs
staff
to
abandon
plans
to
renovate
the
public
service
center
and
to
develop
a
long-term
plan
to
meet
the
city's
growing
needs
in
2005.
The
ups
and
committee
recommends
a
business
center
be
created
in
the
city
continue
to
lease
for
its
near-term
needs,
which
brings
us
to
today.
I
will
highlight
efforts
of
the
last
18
months
in
our
recommendation.
F
An
initial
set
of
intended
outcomes
were
established
that
real
estate
options
would
be
assessed
by
ultimately
improving
our
service
to
the
public
more
effectively
and
efficiently
is
the
return
on
our
investment.
When
staff
refers
to
the
downtown
campus,
we
are
referring
to
a
group
city
owned
and
leased
facilities
that
are
represented
in
this
slide.
For
the
foreseeable
future.
We
will
continue
to
recommend
that
certain
functions
remain
or
be
relocated
in
city
hall,
outside
of
City
Hall,
which
is
currently
under
a
rolling
renovation
city.
Buildings
are
functionally
obsolete
and
will
be
causally
to
renovate
and
repair.
F
The
city
does
need
to
make
significant
real
estate
investment
decisions
soon.
The
public
service
center
pursuant
the
council
direction
in
2000
had
minimal
improvements.
Today,
the
city
of
lakes,
constructed
in
1958,
was
purchased
by
the
city
in
1989.
That
building
is
that
minimal
improvements.
Today
we
operate
and
occupy
these
buildings
at
high
risk,
a
building
systems,
failure
and
disruption
to
vital
public
services.
As
we
engage
department
heads
in
the
process,
the
consistent
message
was:
they
believed
the
city's
current
fleet
of
buildings
and
lease
spaces
seriously
impacted
live
ria
services
to
the
public.
F
Investment
is
needed,
but
the
question
becomes:
is
investment
in
our
current
buildings
in
continuing
to
lease
with
consult
without
consolidation
of
space
and
effective
use
of
our
resources,
both
from
a
financial
and
human
resource
perspective
department
has
also
displayed
an
open
mindedness
as
to
what
real
estate
solutions
may
be
available.
They
are
strongly
committed
to
improving
our
services
to
the
public,
but
they
also
conveyed
a
sense
of
urgency
and
excitement
for
what
the
future
could
be
changing
our
internal
culture
was
also
widely
supported.
F
One
of
the
challenges
in
the
feedback
from
department
heads
is
that
City
Hall
really
does
not
foster
the
top
themes
of
improvement.
The
committee
work
through
a
functional
relationship
in
an
adjacency
exercise
to
determine
which
private
excuse
me,
which
departments
should
be
co-located,
have
embedded
employees
and
who
can
make
the
best
use
of
City
Hall
with,
is
it
snort
nature
and
inherent
limitations?
F
These
relationships
vary
in
strength
and
can
change
over
time
with
technology.
Studying
these
relationships
also
supports
the
concept
of
having
the
right
kind
of
space
in
the
right
locations,
the
best
facilitate
employee
communications
and
service
to
the
public.
We
look
for
common
needs,
so
the
committee's
recommendation
is
for
the
departments
that
support
the
elected
officials
and
the
internal
Enterprise
be
located
in
City
Hall.
Those
who
serve
the
public,
both
from
a
transactional
and
collaborative
standpoint,
be
located
near
City,
Hall
and
those
who
have
operational
support
can
remain
downtown
or
be
moved
to
a
different
location.
F
We
also
reached
out
to
our
staff
about
half
the
respondents
and
city-owned
buildings,
and
these
spaces
are
dissatisfied
with
the
current
working
environment.
They
desire
a
work
environment
that
has
access
to
quiet,
private
spaces
to
collaborate
in
the
need
for
conference.
Space
was
high,
but
our
conference
room
utilization
is
relatively
low.
At
thirty
one
percent,
eighty-one
percent
of
our
conferencing
need
is
for
four
persons
or
less.
Therefore,
collaborative
work
is
often
done
in
an
open
office
environment
and
can
be
highly
distractive.
Employees
who
need
to
do
heads
down
work.
Noise
interruption
was
a
common
complaint.
F
Further
study
indicated
that
our
conference
room
sizing
did
not
match.
The
need
is
ninety
percent
of
our
conference.
He
need
is
for
66
persons
or
less,
but
only
twenty-four
percent
of
our
conference
room
supply
is
of
that
size
or
nature.
Often,
small
groups
scheduled
conference
rooms
that
are
larger
than
their
needs
and
alternately,
rather
than
tying
up
a
larger
room
that
is
needed.
Meetings
are
often
conducted
in
inappropriate
spaces.
F
We
also
found
every
perceptions
based
on
age
of
the
respondents.
Workplace
needs
will
continue
to
change
over
time.
Therefore,
our
buildings
and
spaces
need
to
be
readily
adaptable.
As
a
result
of
the
interview
is
the
functional
adjacency
studies
and
our
workplace
surveys
is
becoming
creasing,
Liam
parent,
that
a
solution
for
Public
Safety
would
need
to
be
addressed
differently.
F
The
general
office
space,
therefore,
the
recommendation
will
be
to
move
the
police,
with
the
exception
of
the
chief
and
her
leadership
team
out
of
City
Hall,
the
higher
needs
for
security
and
the
police
and
fire
business
are
often
at
an
odd
fit
in
an
open,
Civic
nature
that
City
Hall
should
be.
We
studied
two
scenarios
for
accomplishing
this
new
driver.
The
first
was
a
combined
facility
scenario
that
is
City
Hall,
plus
a
combined
facility
where
public
safety
in
general
office
components
would
have
separate
entrances.
F
Additionally,
both
scenarios
envisioned
incorporating
a
new
fire
station
one
as
a
component.
Either
scenario
was:
it
was
acceptable
to
the
chief
of
police
and
fire.
Each
scenario
was
deemed
viable.
The
end
result
of
the
recommendation
is
that
do
nothing
is
not
an
option
and
consolidation
of
space
would
improve.
Delivery
of
services
to
the
public.
F
Conducting
business
with
the
public
should
be
made
more
easily
accessible,
be
more
comprehensive
and
should
be
co-located
with
city
departments
that
supported
our
task
then
moved
on
to
bring
viable
options
forward
for
discussion
and
comparison,
as
stated
earlier,
do
nothing
is
not
an
option
and
making
significant
investment
in
facilities
is
needed
at
this
time.
So,
for
a
basis
of
comparison,
we
established
as
a
baseline,
renovating
our
current
buildings
and
continuing
to
lease
for
unmet
space
needs.
F
All
options
is
assessed
were
proof
would
provide
for
the
space
needs,
but
generally
that
what
vary
greatly
in
meeting
our
intended
outcomes.
This
map
shows
the
locations
of
options
analyzed
in
their
proximity
to
City
Hall.
Through
a
thorough
review
of
market
options
near
City
Hall.
We
found
that
no
other
available
privately
owned
buildings
have
the
ability
to
meet
the
needs
and
or
fit
the
primary
goals
of
an
approved,
employee
workplace
and
proved
public
interface
or
caused
optimized
consolidation
solution.
A
consistent
finding
in
large
multi-tenant
office
buildings
is
none
of
them
had
sufficient
public
facing
space.
F
F
Extensive
study
was
given
to
these
three
options,
but
they
were
no
longer
either
available
or
added
complexity
that
made
another
option
more
viable
in
summation.
The
executive
committee's
recommendation
is
for
the
city
to
construct
a
new
building
on
our
current
government
center
parking
site
ramp
site.
By
doing
so,
we
best
meet
our
intended
outcomes
and
will
be
freeing
up
key
blocks
for
private
development.
This
would
be
our
projected
schedule
for
implementation
and,
at
part
of
today's
recommendation,
staff
request
that
we
move
forward
on
some
key
next
steps.
F
In
order
for
this
plan
to
move
forward
in
a
timely
and
organized
manner,
we
recommend
a
dedicated
project
manager
be
hired
and
we
hire
a
consultant
to
further
develop
our
program,
needs
and
insist
their
assists
in
our
scope,
development
cost
estimating.
So
we
can
continue
to
make
informed
decisions.
We
further
recommend
that
executive
committee
remain
engaged
in
this
phase
of
the
project
to
ensure
proper
vetting
as
we
move
forward.
That's
your
I'll
take
any
questions
you
may
have
thank.
A
A
It's
certainly
a
lot
to
get
to
this
point
and
they
had
some
big
decision
points
that
have
come
along
the
way
I
was,
as
we
were
talking
about
this
over
the
last
couple
of
years.
There
were
some
ideas
that
were
considered
in
the
past,
but
we're
certainly
no
longer
available
to
us,
given
the
growth
in
the
central
this
district.
Would
you
agree
with
that
assessment?
Yes,.
A
F
A
Well,
if
it
was
a
pleasure
to
be
on
the
steering
committee
and
I
hope,
we
can
continue
to
do
that
work,
because
every
time
you
move
one
piece
of
the
puzzle,
something
else
is
affected
as
a
fascinating
exercise.
So
I
really
applaud
you
and
our
consultants
on
this
project
bringing
board
several
options,
but
it
was
something
that
is
certainly
based
on
serving
the
public's
needs.
A
First
serving
our
employees
needs
consolidating
and
saving
some
money,
and
we
are
going
to
hopefully
make
some
new
development
opportunities
available
if
we're
able
to
use
a
property
that
we
already
own,
so
we're
not
taking
anything
off
the
property
tax
rolls
we're,
hopefully
going
to
be
adding
to
it
so
I'm
sure
there's
other
questions
along
the
way.
So
we'll
begin
I.
Think
council,
vice-president
glidden,
had
the
first
question.
B
Thanks,
so
I
am
just
looking
at
what's
the
actions
that
are
requested
for
today
authorizing
issuance
of
requests
for
proposals
for
project
management
service,
says
and
then
authorizing
issuance
of
requests
for
proposals
for
program
development
services
and
I
wanted
to
know
how
what
kind
of
information
you
think
that
those
they
were
going
to
get
from
I
mean
what
are
you
looking
for
that
helps
us
refine
this
proposal.
I
know
this
isn't
a
proposal
that
yet
talks
about
what
it
will
cost
and,
as
I
understand
from
talking
with
staff.
B
F
B
F
Committee
members-
and
we
were
good-
that
is
really
the
essence
of
what
program
development
will
help
us
with.
So
we
know
approximately
the
department's
we'd
like
to
put
in
a
new
facility,
approximately
there's
square
footage
that
they
need
where
we
would
share
spaces
where
we
would
have
the
highest
level
public
interaction
I'm,
going
to
kind
of
describe
that
you
can
build
a
building.
F
That
is
just
basically
what
I
want
to
call
a
functional
box
that
you
know,
houses
people
and
takes
care
of
their
basic
needs,
anything
up
to
something:
that's
a
statement
building
and
that
you
know
as
clearly
maybe
a
government
building
and
has
more
higher
level
finishes
on
the
outside
of
the
building
and
so
forth,
so
qualitative
discussions.
We
have
not
delved
into
in
any
great
detail
also
as
we
reach
out
to
the
apartments
there's
a
list
of
amenities
that
people
are
bringing
forward
that
they
would
like
to
see.
F
Some
of
those
would
support
employees
with
young
children.
Someone
is
support.
The
health
and
welfare
of
our
employees
on
site
and
so
forth,
and
those
have
to
be
vetted
against
functional,
needs
overall
cost
of
the
building
and
as
we
move
forward
those
decisions
we
feel
would
be
best
if
we
did
have
a
representative
group
of
elected
officials
involved
at
a
detailed
level.
F
Also
the
when
we
get
into
the
the
phase
that
would
be
after
program
development,
then
our
design
team
that
we
would
eventually
hire
in
the
construction
team
to
to
build
this
potential
facility
would
have
a
solid,
more
solid
base
of
facts
that
they
were
working
over
to
meet
the
city's
needs
versus
having
to
start
from
scratch.
So
we
feel
that
money
we
would
spend
in
program
development.
We
would
getting
the
majority
of
that
back
in
lower
design
fees
from
the
architect
and
engineers.
F
A
F
Take
what
we've
collected
to
date
and
put
it
at
a
higher
level
of
detail
and
also
would
put
a
price
tag
to
those
individual
line,
items
or
components.
So
we
know
what,
when
somebody
asks
for
something
the
magnitude
of
that
request
and
whether
that
could
be
fit
into
the
overall
affordability
of
what
we're
trying
to
accomplish
here
over
time.
So.
F
The
project
management
services
are
envisioned
to
guide
us
from
today
through
the
end
of
the
project,
so
right
now,
a
project
of
this
size
in
nature
with
somewhat
overwhelm
the
resources
in
my
office.
As
an
example
is
we're
trying
to
move
forward
and
develop
the
east
side
project
the
rough
people
property,
the
impound
lot
its
mother
projects
that
are
very
important
municipal
operations,
so
we're
basically
right
now
at
staff
capacity
and
just
like
our
projects
that
we've
recently
moved
forward
in
the
city,
whether
it
be
nicollet,
mall
or
the
commons
so
forth.
B
Yeah
so
have
one
more
question,
which
is
just
trying
to
understand
a
little
bit
more
about
how
much
space
you
think
will
be
needed
for
a
combined
facility
scenario
and
how
that
compares
to
what's
on
that
space
today
that
the
city
owns-
and
I
guess
I'm
not
sure
if
we
own
more
than
just
the
parking
facility
on
that
block
or
kind
of
what's
what's
the
options
that
we're
reviewing
there.
Okay,.
F
In
general,
for
the
needs
of
public
safety,
which
were
actually
short
on
space
now,
we'd
be
looking
at
approximately
hundred
thousand
square
foot
for
public
safety
about
a
hundred
fifty
thousand
for
coordinator
and
other
activities.
That
would
excuse
me
not
coordinator,
but
collaborative
and
transactional
issues
with
the
public.
That's
seedbed
parts
of
Public,
Works
licensing
things
like
that.
So
we're
looking
at
a
building
in
the
range
of
250,000
part
of
that
is
a
determination
of
how
much
we
build
downtown.
How
much
we
might
push
to
the
field.
An
example.
F
A
solid
waste
recycling
folks
who
work
on
building
customer
service
may
go
out
to
the
field
to
be
combined
with
the
field
operation
or
left
downtown.
So
we
do
have
some
that's
program
development,
some
of
those
decisions
that
can
go
either
way.
What's
in
the
best
interest
of
delivering
the
service,
will
be
a
driver
in
that,
as
well
as
cost
of
building
downtown
versus
building
in
the
field
we
own
approximately
sixty
percent
of
the
block.
F
It
is
our
parking
structure
that
parking
structure
is
getting
toward
the
end
of
its
useful
life
at
some
point
in
time.
If
we
were
continuing
to
operate
it,
we
would
have
to
put
significant
dollars
into
the
facility.
Salt
and
corrosion
has
gotten
to
the
steel.
The
ramp
is
still
certifiable
as
far
as
safety
for
the
foreseeable
future,
but
at
some
point
significant
investment
would
need
to
be
made
the
remaining
forty
percent.
The
block
is
another
parking
structure
that
is
privately
owned
at
this
time.
F
One
of
our
challenges
in
design
is,
you
know,
kind
of
the
massing
of
the
building.
We
probably
don't
need
our
entire
own
parcel
to
do
this.
We
would
probably
build
more
upright,
which
may
give
an
opportunity
for
part
of
the
parcel
to
be
remained
for
maybe
another
development,
property
or
partnership
with
somebody
else
in
the
near
neighborhood
who
may
need
some
land
in
space
as
well.
A
Thank
you.
Anyone
else
one
question
I
had
mr.
yoki
was
about
the
timing.
What
would
be
the
soonest
that
we'd
be
looking
at
a
construction
or
versus
an
outside,
and
would
it
go
over
multiple
years
for
financing
component,
especially
for
these
rfps
that
were
about
to
issue?
Would
they
be
over
multiple
budget
years.
F
To
answer
your
question
on
timing:
for
for
construction,
as
maybe
your
question
is
that
we
would
be
looking
at
not
doing
demolition
of
the
parking
ramp
until
the
super
bowl
event
inducted.
We
have
plenty
of
planning
activities
and
design
activities
to
lead
up
with
it
to
that
timeframe,
and
we
also
then
continue
to
operate
and
collect
revenues
from
it
as
a
parking
facility.
As
far
as
the
dollar
amounts
you
have
in
front
of
you,
the
dollar
amounts
that
I
need
to
start
these
processes
this
year.
F
A
C
F
The
end
of
the
entire
project
that
I'm
hoping
understand
your
question:
we
would
be
moving
everybody
out
of
the
public
service
center,
the
city
of
lakes,
the
crown
roller
mill,
the
toll
building
the
idea
we'd
be
consolidating
everybody
into
a
single
building
who
would
not
be
in
city
hall
or
moved
out
to
a
field
location
where
they
would
operate
more
efficiently.
So.
F
A
I
think
councilmember
palms
on
was
looking
for
the
financial
component
of
that,
how
much
of
that
would
be
rental
leasing
savings,
and
how
much
would
we
be
able
to
secure
possibly
on
the
real
estate
market?
Should
we
decide
to
go
to
that
route,
for
is
it
well?
Those
funds
be
used
as
a
way
to
recapture
some
of
those
expenses
of
building
a
central
project.
F
We
do
plan
on
selling
our
owned
real
estate,
so
fire
station
1
public
service
center
city
of
lakes.
We
will
be
working
with
our
community
planning
and
economic
development
department
to
determine
whether
that
will
just
be
a
land
in
building
sale
or
that
will
be
a
development
activity
in
the
future.
I
have
had
conversations
with
C
ped
and
they
believe
that
the
true
economic
gain
is
for
eagles
up
for
future
development
and
that
that
would
be
the
highest
and
best
use
of
the
land.
C
F
Would
be
very
dependent
on
what
type
of
development
would
be
built
and
when
it
would
come,
and
in
my
conversations
with
seabed
and
my
understanding
of
how
we
do
establish
tax
rates,
there's
a
different
tax
rate
for
housing,
purses,
mixed
or
commercial
development
so
really
depends
on
the
end
result
of
that
conservatively.
They
believe
that
the
two
parcels,
what
we
own
and
what
we
would
free
up
and
fire
station
one
assuming
that
that
block
would
move
forward
or
that
block
that
they
say
conservatively.
F
C
F
In
part,
I'm
going
to
answer
your
question
a
little
bit
too
is
is
that
there
is
a
certain
amount
of
investment
we
would
have
to
make
in
our
own
buildings
and
continuing
to
lease
that
is
significant
to
start
with,
and
then
the
difference
between
that
and
consolidation
and
your
better
business
model
is
not
a
significant
dollar
amount
difference
we'll
all
the
taxation
potential
offset
it.
It
really
depends
on.
What's
going
to
come
on
those
parcels.
A
D
D
Here's
what
we're
going
to
be
gaining
in
terms
of
parking
sales,
and
here
are
some
options
on
how
to
pay
for
the
structure.
I
want
to
emphasize
that
it's
not
going
to
be
our
recommendation
that
we
have
a
big
increase
in
the
levy
in
2006
17
to
pay
for
this
building.
We
have
lots
of
options
to
consider,
one
of
which
is.
D
We
have
some
bond
issues
which
are
going
to
be
paid
off
over
the
next
five
or
six
years,
which
will
free
up
some
levy
dollars
which
are
currently
used
for
debt
service
on
other
structures
to
help
offset
some
of
those
costs.
So
I
think
that
we
want
to
take
this
in
a
thoughtful
and
judicious
process
and
make
sure
that
we're
not
either
under
promising
or
over
promising
in
terms
of
what
budgets
are
going
to
be
and
what
the
what
the
relative
services
are
going
to
be
then
to
the
public
incorporated
with
that.
D
A
Thank
you
very
much
everybody
seeing
no
further
questions
on
this
I
think
this
is
our
first
action
on
a
downtown
space
or
downtown
campus.
Although
we've
been
talking
about
it
for
a
number
of
years,
we
and
the
terrific
study
session
that
we
had
last
year
so
with
that
on
the
issuance
of
the
two
RFPs
and
the
other
related
actions
on
this
item.
All
those
in
favor,
please
signify
by
saying
aye
and.