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HomeMy WebLinkAbout7.5 Civic Center Workspace ReportGA I SUBJECT: CITY CLERK File #E1 161❑❑ -1-4 Fol AGENDA STATEMENT CITY COUNCIL MEETING DATE: March 20, 2007 ATTACHMENTS: RECOMMENDATION: FINANCIAL STATEMENT: Dublin Civic Center — Workspace Programming Report Report Prepared by Rosemary Alex 1. Workspace Programming Study Report 2. Change Order #2 3. Budget Change Form 1. Approve Dublin Civic Center Workspace Programming Study's recommended alternative to accommodate growth through 2026 in concept. 2. Approve a budget change and change order #2 for additional consultant services. 3. Authorize Staff to study the inclusion of the additional Civic Center expansion costs as part of an update to the Public Facilities Fee. 4. Authorize Staff to develop a Request for Proposal for Architectural Services to provide services identified in the Next Steps portion of this report. The preliminary estimate based on 2006 dollars is as follows: Construction Cost for City Hall $3,131,460 Construction Cost for Police Services $5,302,800 Design, Inspection, Permits, Site Work $1,771,195 Preliminary Estimate: $10,205,455* *Further feasibility and detailed planning studies will need to occur in order to refine the cost associated with this project. DESCRIPTION: As adopted the 2006 -2011 Capital Improvement Program, includes funding to conduct the Dublin Civic Center Workspace Programming Study. The purpose of this study is to evaluate the City's staffing and building space needs through 2026. The process for the Work Space Programming Study included an evaluation of population data, projected staffing needs, storage requirements, work functions and technological options. COPY TO: MKThink Page 1 of ._' 7-50 ITEM NO. GACOUNCIL�Agenda Statements\2007\2 -20 Workspace Programming Study2.doc When completed in 1989, the original design of the 53,000 square foot Civic Center was built to support a City with a population of 40,000. Currently, the projected population of Dublin will reach an estimated 66,000 by 2026. The rise in population will require a concurrent increase in staff in order to maintain the current level of City services provided to the community. The Civic Center staffing projections over the next twenty years are as follows: As shown in the table above the projected staffing levels at the Civic Center will increase from 160 in 2006 to 236 in 2026 for a total increase of 76 positions. In order to accommodate the workspace needs for a total of 236 positions the Civic Center would need to be enlarged to a total of 87,450 square feet. This results in a gap of 34,450 square feet between the existing facility size (53,000 square feet) and the future size (87,450 square feet). To provide the additional required space, a combination of measures will need to be taken. They include; off -site accommodations, programmatic reductions, operational changes, facility additions and renovations to existing space. Alternatives As part of the Work Space Programming Study several options were proposed and evaluated before determining the recommended approach. The Workspace Programming Study Report provides details on the advantages and disadvantages of each option. In summary, the alternatives evaluated included; 1) A small addition to Police Services Wing; The small addition to Police Services is not preferred because it would create workspace adjacency problems for City Departments and the more extensive interior renovations would cause substantial staff relocation costs during construction. These relocation costs are unknown at this time. 2) A large addition to Police Services Wing; The large addition to Police Services is not preferred because it would create workspace adjacency problems for City Departments and conflicts with the loading dock and major utilities for the building. 3) An off -site Police Services Facility; and The off -site Police Services Facility is costly, requiring the acquisition of land and new construction. In addition the vacated space in current Police Services would exceed the forecasted space needs for the City Departments. 4) A separate Police Services Facility on Civic Center property. A separate building on Civic Center property is not preferred because it would create workspace adjacency problems for City Departments and will be more costly. Recommended Approach As a result the recommended approach is to construct an addition to Civic Center, along with interior renovations to the existing facility. The proposed addition would be divided between City Hall and Police Services. The City Hall would be expanded by 5,253 square feet and Police Services will expand 8,040 square feet. The additions would be augmented by interior renovations for both City Hall and Police services. A total of 11,500 square feet of existing space would have limited renovations including fixture 2006 2011 2016 2021 2026 City Hall Police Service 103 57 119 73 125 86 120 99 118 118 Total Staff 160 192 211 219 236 As shown in the table above the projected staffing levels at the Civic Center will increase from 160 in 2006 to 236 in 2026 for a total increase of 76 positions. In order to accommodate the workspace needs for a total of 236 positions the Civic Center would need to be enlarged to a total of 87,450 square feet. This results in a gap of 34,450 square feet between the existing facility size (53,000 square feet) and the future size (87,450 square feet). To provide the additional required space, a combination of measures will need to be taken. They include; off -site accommodations, programmatic reductions, operational changes, facility additions and renovations to existing space. Alternatives As part of the Work Space Programming Study several options were proposed and evaluated before determining the recommended approach. The Workspace Programming Study Report provides details on the advantages and disadvantages of each option. In summary, the alternatives evaluated included; 1) A small addition to Police Services Wing; The small addition to Police Services is not preferred because it would create workspace adjacency problems for City Departments and the more extensive interior renovations would cause substantial staff relocation costs during construction. These relocation costs are unknown at this time. 2) A large addition to Police Services Wing; The large addition to Police Services is not preferred because it would create workspace adjacency problems for City Departments and conflicts with the loading dock and major utilities for the building. 3) An off -site Police Services Facility; and The off -site Police Services Facility is costly, requiring the acquisition of land and new construction. In addition the vacated space in current Police Services would exceed the forecasted space needs for the City Departments. 4) A separate Police Services Facility on Civic Center property. A separate building on Civic Center property is not preferred because it would create workspace adjacency problems for City Departments and will be more costly. Recommended Approach As a result the recommended approach is to construct an addition to Civic Center, along with interior renovations to the existing facility. The proposed addition would be divided between City Hall and Police Services. The City Hall would be expanded by 5,253 square feet and Police Services will expand 8,040 square feet. The additions would be augmented by interior renovations for both City Hall and Police services. A total of 11,500 square feet of existing space would have limited renovations including fixture and furniture replacement and a total of 9,500 square feet would have moderate renovation such as partial demolition and rebuilding of interior spaces. In addition to the physical changes to the Civic Center this approach includes off -site accommodations, operational changes and programmatic reductions to meet the space needs. Off -site accommodations include; 1) Some Parks and Community Services Staff would be relocated to the Emerald Glen Park Recreation and Aquatic Center; 2) Some Public Works Staff would be relocated to a future City Maintenance Facility; 3) The Emergency Operations Center would need to be relocated from the existing Police Facility to possibly a new City Maintenance Facility; 4) A small satellite office for police would be established in the eastern portion of the City; and 5) Storage facilities for City Hall and Police Services. Operational changes and programmatic reductions include; 1) Increased sharing of meeting space; and 2) Reductions to Police Services program needs including holding community meetings in existing meeting facilities and sharing the police sallyport for minor car maintenance. Timeframe With 3,650 square feet of temporary facilities currently in use to accommodate Staff, the current need for space has already expanded beyond the Civic Center's existing structure. In analyzing the staffing projections, if the design for the renovation of the Civic Center commences in 2007 the construction could be completed by 2011. This project will alleviate current space constraints as well accommodate future space needs through 2026. The chart below provides detail on the proposed implementation schedule: - SEE NEXT PAGE - 2006 2007 2008 2009 2010 2011 POLICE SERVICES WING Feasibility and Detailed Planning Temporary Projects 1 i Implementation `-�� (J.W im Lockers, St—g., 1 DDITION D sign Q _ - -t Approvals i Constructioi New Constructio Complete Partial Relocation of Poli -- ----------------- a Functions to Tempor ^ - - - - - - - Space 1 --L 1 EXISTING BUILDING ------------------------------------------ RENOVATIONS ----------- --- 1 I 1 --------------- ---- Design 1 1 i 1 Approvah W Renovation = *Police Services Facility Compl Feasibility and Detailed Planning 1 1 CITY HALL WING ------------------------ ADDITION -------------- W ----- ------------ ------------------ Dt sign Approvals Constructio New Construction 1 Complete -------------------------------------------------------------- EXISTING BUILDD rG RENOVATIONS --------------- 1 --------------- -- -- Design Approval Renovation City Hall I omplete The recommended approach would only alleviate the City's future space needs if the Civic Center reconstruction were completed by 2011 and the Emerald Glen Park Recreation Center and the City's Maintenance Facility / EOC were completed between 2011 and 2016. Financial Analysis As indicated above, the preliminary cost of the recommended approach exceeds $10.5 million. This does not include costs associated prior to and during construction to provide temporary space for staff. It does not include inflation in construction costs which will certainly occur prior to actually starting construction. Staff is also currently working on a study to identify the City's future Maintenance /Emergency Operations Facility needs which will require additional funding to acquire land and construct a facility. The results of this study will be presented to the City Council in May 2007. Currently, the City's Public Facility Fee program only includes approximately $2.1 million for the expansion of the Civic Center. The Fee program does not include any funding for the portion of the Maintenance Facility attributable to new growth. In accordance with the City's General Plan Policy, new development is required to pay for it's share of the required infrastructure to serve new residents and new employers. Without this new growth there would be no need to expand the Civic Center, therefore, the primary funding source for the expansion should be the Public Facility Fee. It is recommended that the additional cost be included in an update to the Public fi �lr, Facility Fee Study. This Study and revised fee would be brought back for Council consideration prior to the end of Fiscal Year 2006 -2007. Adjusting the Fee, however, may not initially produce sufficient cash to undertake the construction in accordance with the timeframe identified above. This may necessitate the City undertaking temporary measures to accommodate growth in Staff. Next Steps In order to move forward with the physical changes proposed in the recommended approach, further feasibility and detailed planning studies will need to occur as follows: 1. Prepare a building analysis to include a structural evaluation, code requirements, utility upgrades and site /parking requirements. 2. Prepare conceptual level designs for the proposed expansion spaces and remodel areas. 3. Prepare a plan to implement temporary measures to accommodate staff growth prior to and during construction. (Cost impacts related to temporary space are currently unknown and not included in the report cost estimate.) 4. Prepare more detailed cost estimates for project based on the conceptual plan and a possible phased approach to construction. 5. As a result of the information gathered from steps 1 — 4 a final option will be determined and construction documents will be prepared. As shown in the proposed implementation schedule, it will take approximately six months to complete steps 1 — 4 and approximately twelve months to complete the construction documents. Consultant Services Through the latter stages of the project MKThink has provided additional services to complete required tasks. The services provided include further analysis of options and alternatives, preparation of information for departmental staff meeting and further revisions to complete the Work Space Programming Study. The proposed cost for the scope revision is shown as change order #2 Original Contract $49,200 Approved Change Order #1 $4,850 Proposed Change Order #2 $8,050 Total $62,100 Authorized Budget: $60,000 In order to approve change order #2, an additional appropriation from the Public Facility Fee Fund for $2,100 is required. RECOMMENDATION: Staff recommends that the City Council take the following action: 1. Approve Dublin Civic Center Workspace Programming Study's recommended alternative to accommodate growth through 2026 in concept. 2. Approve a budget change and change order #2 for additional consultant services. 3. Authorize Staff to study the inclusion of the additional Civic Center expansion costs as part of an update to the Public Facilities Fee. 4. Authorize Staff to develop a Request for Proposal for Architectural Services to provide services identified in the Next Steps portion of this report. 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N f << 3 D1 a:,3 m O N O 3 (O 3-0 N 7 m 1 o o 3 C 01 a =m m v .c.. v' d N m o`e CL �. — m c ay m a°? ° Q O o m a O p'O N Q (D am m U) C N �, N p- 00»1 a N Q C N CD 7 (7 _ m m O f/1 m (D E 3 01 m a N N (p 7 m m m f c, 3 D a 0 �'o, f — CD 0 ?' m a = O m C O N a° 3 3 m° m 3 0 N Q C O N < ,�.�. Er + C. O (o FT O :3 7 (o 0 N N m 0 a » N m (D < O o a 0 5.3 ;b(h7 m O N 'O O m 0 D O 3 3 0 (o z m 0_ �y�l�c� PROJECTED STAFF & SPACE NEEDS A19 A.04 ALTERNATIVE 4: New Police -Only Facility Off -Site tYello highlight intli_atesincluslo in this alternative "- _ " "_ " -_ -- KEV - -� dating On -Site Buildings Available for Future Use GSF Comments Police Building 19,642 — City Hall Building_ _ 33,334 _ Storage Outbuilding 1.260 Houses City Hall storage in "caged" areas _ _ _ Auto Evidence and Storage _ 400 Police Services outbuilding with City Hall. Existing on -site trailers and other temporary storage are not Trailers, Green Bin, etc. 0 viable long -tens space solutions Nat Space available for future use in existing on -site buildings 54,636 Reduce Police program need Hold Police Services community meetings in library meeting space (or other available location) Share Sallyport for squad car maintenance Through a prioritization exercise, Police Services divided their 4,408 need into MusI Have, Good to Have, and Nice to Have. Good to Have plus Nice to Have equals 4,408. 1,400 Rather than have a dedicated space, use existing meeting space for Police Services' community meetings 944 Sallyport utilization is low; it can be used for squad car maintenance most of the time Implement a comprehensive digital file storage and r"neval Digitize File Storage 2,720 system to significantly reduce need for immediate access 9 9 storage. Paper copies kept off -site in periodic and occasional access storage. Share small meeting spaces across departments; use Share Meeting Space 480 cafeteria during non -lunch hours; use outdoor space. Reduce future program need by 4 small meeting rooms. Interior Renovation Partial demolition and rebuilding of interior, including goods, Police Building 1,200 ceilings, electrical and data to gain efficiencies, provide an opportunity for "rightsizing; and Improve flow and adjacencies Partial demolition and rebuilding of interior, including floors, City Hall Building 1,400 ceilings, electrical and data to gain efficiencies, provide an opportunity for "rlghtsizing," and Improve flow and adjacencies Parks & Community Services staff move to Shannon House Public Works staff at future City Maintenance Yard Auxiliary Crime Prevention Field Office East Dublin Officer Workspace Future EOC Storage Facilities (Police Services) Storage Facilities (City Hall) 360 Recreation Supervisor, Recreation Coordinator, Heritage & Cultural Arts Supervisor offices house in other P &CS facility Senior Administrative Analyst, Senior Engineer, Assistant Enginner, Engineering Technician, Office Assistant I /II, 2,592 Maintenance (5), and Public Works Inspector (2) offices and associated immediate access storage, cenf space, and circulation housed in future City Maintenance Yard facility 697 Auxiliary space off -site to facilitate community training and outreach throughout the city Auxilary officer workspace to reduce commute times and 552 provide a "homebase" for officers working in the eastern pan of Dublin 1.791 2,567 Periodic and Occasional access storage —keep existing storage and add additional units 1,730 Periodic and Occasional access storage—keep existing storage and add additional units BuildlAcquire New Space New off -site pollceonty facility Sized to meet entire Police 20261n -House need 41,569 New all- inclusive, police -only facility built in new location. Actual new square footage constructed 44,569 Because the Police Facility would be separated from the Civic Additional program required by new building (assumption: Center site, additional program would be required to house 3000 s.f. for IT staff, servers/maintenance. dedicated admin 3,000 additional staff functions and other resources currently shared staff) with City Hall. Total GSF Needed 87,450 Total GSF Accommodated in Alternative 2 96,205 Difference -8,755 excess space in vacated Police Services facility MKThink Roundhouse One, City of Dublin 1500 Sansoma Civic Center Workspace Programming Study 100 Civic Plaza San Francisco, CA 94111 3/9/2007 Dublin, CA 94568 99566 tl0'u!Igna eze!d a!n!0 OM ullgn0 W Apo �n Q-0 S Is LOOZ1619 I I L V6 VO'msnuw j --S Apn1S 6U!www6wd medsgloM lelua0 3IA13 ewosueS 009 L 'eu0 esnoypunoy Mu!41NW 0 - u--g!0 OSV'LB E ang.W.IIV u! Pelepowwomy jSO lB1.1 OSV'LB PepeaN 3SO lelol "S0 9"9'9810!.1.1 peloafoud wo enoge pea. 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Alwgll III sBu!1 -ew Apunwwm mmeS m!IOd PION 806'6 s!enbe eneH of -!N snld eneH of 0 00 eneH of WIN Pus' eneH of Pm0'en8H lsnyy olu! pasu 906'4 peeu wwBwd -Ilod -npell 1841 Pep!n!p s -ImBS -Ilod 'evolex- uopezguoud a y6nwgl 8BwolS Pus ODUIPIA3 o!ny - - -u- B 6. ul 1s 11 -H 10 --n-H suoganp -y aPeww.Bwd A3N enw y Oae yuon!au! -pu! 46gy &moA• A4!1!Ded eilS-UO MON :9 3AIiVNH31Td 90 -V 0zV S033N 30VdS V 3db'1S a3103rOHd 9"965 s wpgnq wised. gwxe w asn wnlnl log eigel!.B sae S Iwo U. nine -e s duel- -1 elq.A lou we e6wols kejodwel -no pup wa!!eq ails -m Bugs!-3 0 .1a'u!9 .... 0'"8!!"1 _..__ Bu!ppnq!no s -we$ edijdd 004 8BwolS Pus ODUIPIA3 o!ny - - -u- B 6. ul 1s 11 -H 10 --n-H 09Z' L — �wPl!ngln0 86"0)5 ngjn0 699'"9 6UIP!!ng l!eH 40 Z 6961, ulpgn9 -god- wuawwo0 Aso sm wntnj log algeII.AV sBulPlln9 eN8-uo Bupslxi A3N enw y Oae yuon!au! -pu! 46gy &moA• A4!1!Ded eilS-UO MON :9 3AIiVNH31Td 90 -V 0zV S033N 30VdS V 3db'1S a3103rOHd i.. � � ti..=. r. -. d.. .. .. r<� �_.. ►.a r..r awn —., �r rr �� r� r/ �r .../ � � � rI PROJECTED STAFF & SPACE NEEDS A.06 ALTERNATIVE 6: New Off -Site Facilities .Yellow highlighlindi _tes i_clu_ ion i_thi �alternativ. - _---- _- -KEV_� A21 Existing On-Site Buildings Available for Future Use GSF Comments Police Building 19,642 4A08 need Into Must Have, Good to Have. and Nice to Have. Good City Hall Building Storage Outbuilding 33,334 1,260 Houses City Hall storage in 'cer ed' areas _ w _ _ Auto Evidence and Storage -- " Trailers, Green Bin, etc. Too 0 Police Services outbuilding 6cisting on site tmilere and other temporary storage are not viable Ion -term s ace solutions Total Space available for future use In existing on -sire buildings 54,636 Share Sallyport for squad car maintenance Programmatic Reductions Through a prioritization exercise, Police Services divided that Reduce Police program need 4A08 need Into Must Have, Good to Have. and Nice to Have. Good Parks & Community Services staff move to Shannon to Have plus Nice to Have equals 4,408. Hold Police Services community meetings in library meeting 1.400 Rather than have a dedicated space, use existing meeting space (or other available location) space for Police Services community meetings combination of the existing Civic Center buildings and Sallyport utilization is low; it con be used for squad car Share Sallyport for squad car maintenance 944 maintenance most of the time perational Changes Implement a comprehensive digital fide storage and relrieva 2 720 system to significantly reduce need for immediate access Oigh¢e File Storage storage. Paper copies kept oe -site in periodic and occasion access storage. Share small meeting spaces across departments; use Share Meeting Space 480 cafeteria during non -lunch hours; use outdoor space. Redt future program need by 4 small meeting rooms. Partial demolition and rebuilding of interior, including Boors, 1 200 ceilings, electrical and data to gain efficiencies, provide an Police Building opportunity, for'dghtsizing," and improve flow and adjacencies Partial demolition and rebuilding of interior, including floors, City all Building 1,400 ceilings, electrical and data to gain efficiencies, provide an Y 9 opportunity for "nghtsizing," and improve flow and adjacencies Off -Site Accommodations New off -sloe Facilities: Recreation Supervisor, Recreation Coordinator, Heritage 8 Parks & Community Services staff move to Shannon 360 Cultural Arts Supervisor offices house in other P&CS facility Sized to accommodate all program not met through the Senior Administrative Analyst, Senior Engineer, Assistant combination of the existing Civic Center buildings and 12,672 Enginner, Engineering Technician, Office Assistant III], House Public Works staff at future City Maintenance Yard 2,592 Maintenance (5) , and Public Works Inspector (2) offices and associated immediate access storage, conf space, and Actual new square footage constructed 13.940 circulation housed in future City Maintenance Yard facility Auxiliary space off -site to facilitate community training and Auxiliary Crime Prevention Field Office 597 outreach throughout the city 10 %) Auxilary officer workspace to reduce commute times and East Dublin Officer Workspace 552 provide a'homebase' for offlcere working in the eastern part Total GSF Accommodated m Alternative 3 87,450 of Dublin Future EOC 1,781 2,567 Periodic and Occasional access storage —keep existing Storage Facilities (Polka Services) storage and add additional units 1,730 Periodic and Occasional access storage —keep existing Storage Facilities (City Hall) storage and add additional units Build /Acquire New Space New off -sloe Facilities: New leased or bought otrice spaces) off -site for City Hall an Sized to accommodate all program not met through the Police Services administrative functions. Assumes retention combination of the existing Civic Center buildings and 12,672 of storage and Auto evidence outbuildings, most implementation of selected menu options listed above programmatic reductions, all operational changes, and all other off -she accommodations Actual new square footage constructed 13.940 New building requires additional program: Entry, lobby, Additional program required by new building (assumption 1.267 reslrooms, exiting, mechanical, etc., creating additional spat 10 %) need above the projected total of 86,336 GS Total GSF Needed 87,450 Total GSF Accommodated m Alternative 3 87,450 Difference 0 5(.00 -bbo MKThink Roundhouse One, City of Dublin 1500 Sansoma Civic Center Workspace Programming Study 100 Civi c Plaza San Francisco, CA 94111 319/2007 Dublin, CA 94568 CITY OF DUBLIN CONTRACT CHANGE ORDER NO. 2 PROJECT: Civic Center Workspace Programming Study PAGE 1 OF 1 Project Number 93910 TO: MK Think AGREEMENT DATED December 6, 2005 between MKThink and the City of Dublin You are hereby directed to make the herein described changes from the scope of services or do the following described work not included in the scope of services on this contract. NOTE: This change order is not effective until approved by the Mayor Description of work to be done, estimate of quantities, and prices to be paid. Segregate between additional work at contract price, and agreed price. Change requested by: The City of Dublin Additional services required to complete the workspace programming study, including summary, options and alternatives process, creation of 3rd addition scenario, revisions to report to prepare for December staff meeting and revisions to report based on feedback from December staff meeting, as further described attached hereto. SUBMITTED BY: Joni Pattillo Date Assistant City Manager COST INCREASE: $8,050 APPROVAL RECOMMENDED BY APPROVED BY Richard C. Ambrose Date Janet Lockhart Date City Manager Mayor We, the undersigned contractor, have given careful consideration to the change proposed and hereby agree, if this proposal is approved, to all terms of this change order, and to provide all equipment and furnish all materials except as may otherwise be noted above, and to perform all services necessary for the work above specified, and to accept as full payment the prices and time extensions shown above for any and all cost and time impacts resulting from this change order. Accepted, Date VX Consultant: MKThink Title ATTACHMENT #2 DATE: PROJECT NAME: CIP #: CONTRACT NO. CHANGE ORDER NO. PERCENT COMPLETED CONTRACTOR: CONTRACT AMOUNT: CITY OF DUBLIN EXHIBIT "A" CHANGE ORDER FORM 3/7/2007 Workspace Programming Study 93910 N/A 2 100% MKThink $49,200 CONTRACT CHANGE ORDERS: CHANGE ORDER #01 Additional Services CHANGE ORDER #02 Additional Services TOTAL OF ALL CURRENT AND PRIOR CHANGE ORDERS: ADJUSTED CONTRACT AMOUNT: PROGRESS PAYMENTS MADE: PAYM ENT #01 PAYMENT #02 PAYM ENT #03 PAYM ENT #04 PAYMENT #05 PAYM ENT #06 PAYM ENT #07 PAYMENT #08 PAYMENT #09 PAYMENT #10 PAYMENT #11 AMOUNT CONTRACT CHANGE ORDERS: 4,850.00 8,050.00 12,900.00 8,199.46 23, 799.44 6,323.40 10,230.00 48,552.30 $12,900.00 $62,100.00 PAYMENT #12 PAYMENT #13 PAYMENT #14 PAYMENT #15 PAYMENT #16 PAYMENT #17 PAYMENT #18 PAYMENT #19 PAYMENT #20 PAYMENT #21 PAYM ENT #22 TOTAL ACTUAL PAYMENTS: $ 48,552.30 ADJUSTED TOTAL CONTRACT: $62,100.00 REMAINING BALANCE ON CONTRACT: $13,547.70 RECOMMENDATION: SIGNATURE: APPROVED DENIED Supervising Dept Head APPROVED DENIED APPROVED DENIED Mayor AMOUNT ATTACHMENT #2 CITY OF DUBLIN BUDGET CHANGE FORM CHANGE FORM # New Appropriations (City Council Approval Required): Budget Transfers: _x From Unappropriated Reserves From Budgeted Contingent Reserve (10800- 799.000) (If Other than General Fund, Fund No - Within Same Department Activity From New Revenues Between Departments (City Council Approval Required) Other DECREASE'' BUDGET ACCOUNT AMOUNT INCREASE BUDGET ACCOUNT AMOUNT Name: Name: Civic Center Modification $ 2,100 Account #: Account #: 310.93910.740.078 Name: Name: Account #: Account #: Name: Name: Account #: Account #: Name: Name: Account #: Account #: Name: Name: Account #: Account #: ASD /Fin Mgr n Signature Date: its-1t:?. REASON FOR BUDGET CHANGE ENTRY: Additional funds are required in order to approve change order #2 providing additional consultant services for the Civic Center Work Space Programming Study. City Manager: Date: As approved at the City Council Meeting on: Date: Mayor: Date: Signature Posted By: Date: Signature H.ICC- FORMSIFORM- budget chmnge.doc ATTACHMENT #3