HomeMy WebLinkAbout8.5 Public Fac Constr
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CITY CLERK
File # D[7][Q][Q-[1](Ql
AGENDA STATEMENT
CITY COUNCIL MEETING DATE: November 17,1998
SUBJECT:
ATTACHMENTS: A.
B.
RECOMMENDATION: 1)
~AV
2)
FINANCIAL STATEMENT:
Capital Project Management Services for Public Facility
Construction
(Report Prepared by: Richard C. Ambrose, City Manager)
Public Facility Projects
Budget Change Form
3)
Approve the concept of an in-house position to address the
City's Public Facility Project Management needs as outlined
in Attachment A.
Direct Staff to develop ajob classification and salary range
and other associated costs for the position and report to
the Council on December 15, 1998.
Approve the attached budget change for additional contract
planning services.
Cost of permanent project management services to be determined.
Cost of interim contract planning services estimated at $22,500.
A budget change will be required.
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DESCRIPTION:
At the City Council meeting of September 1, 1998, the City Council approved the recommendations of
the Library Task Force, which included proceeding with the planning and development of a new central
library at the Dublin Civic Center site. As part of the report, the Council was informed that, due to the
already ambitious 1998-99 Capital Improvement Program that the City Council had authorized, there was
not sufficient staff available to manage the planning and development of the library project. The City
Council directed Staffto prepare a plan to address project management needs for the library.
Since the September meeting, the City Manager has met with City Department Heads to review the
Capital Projects presently scheduled for the next five years and those additional projects funded by public
facility fees which the City will need to accomplish with the buildout of the City. A list of these projects
is provided in Attachment A.
After reviewing the major parks, recreation and municipal facilities which are to be constructed in the next
five years, as well as beyond that time frame, it has become apparent to Staff that, with the addition of the
new library, there are too many projects planned for existing Department Heads to continue to function as
project managers and still manage their respective departments effectively. After evaluating several
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COPIES TO:
G:\CC-MTGS\98-QTR4\NOV\11-17-98\as-mgmtservices.doc
ITEM NO.
8.7
options for providing adequate project management, it is Staff's conclusion that there is an adequate ~ -\
number of projects to justify a full-time in-house position to manage these projects not only during the
next five years, but well into the future provided new development continues as planned.
Since there will be numerous decisions which will need to be made at various levels throughout the City .
and considerable contact with community groups and the development community in managing these
public facility projects, it is Staff s opinion that an in-house position would be more effective than a
contract project management position.
If the City Council concurs with the need for an in-house project management position, Staff would need
to develop and receive Council approval of salary range and job classification before commencing
recruitment for the position. It is anticipated that the job classification and salary range for the position
could be presented to the City Council on December 15, 1998, and the recruitment could be completed by
March 1, 1999, if suitable candidates could be found.
The total cost for the position and associated furniture and equipment would also be presented at the
Council meeting of December 15, 1998.
Interim Proiect Management Needs
In order to commence the Library Project Planning and to facilitate the development of the first phase of
Emerald Glen Park, the City Manager assigned one of the City's Senior Planners to work on both projects
half-time until a permanent solution for project management could be implemented. As a result, it will be
necessary to increase the City's current contract planners hours by approximately 300 hours between
October 1 and March 1 at a cost of $22,500. The contract planners' services will be used on one new
residential project and one new commercial office project which were previously assigned to the Senior .
Planner.
The half-time allocation of the Senior Planner will enable the Staff to keep Emerald Glen Park on
schedule, and complete the selection process for construction management, space planning and
architectural services for the library. Once the selection process for these services are completed, Staff
time requirements will increase based on Staffs experience in dealing with similar projects.
RECOMMENDATION
It is Staffs recommendation that the City Council:
1) Approve the concept of an in-house position to address the City's Public Facility Project
Management needs as outlined in Attachment A.
2) Direct Staff to develop ajob classification and salary range and other associated costs for the
position and report to the Council on December 15, 1998.
3) Approve the attached budget change for additional contract planning services.
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PUBLIC FACILITY PROJECTS (a)
PROJECTS TO BE UNDERTAKEN IN NEXT 5 YEARS IN FIVE-YEAR CIP AS ADOPTED
BY CITY COUNCIL
1. Civic Center Renovation/Expansion (Two Phases) (1998-99 and 2002-2003)
2. New Central Library (Space Plan, Design, Construction) (1998-99 to 2002)
3. Heritage Center Improvements (1998-99)
4. Emerald Glen Park, Phase I (1998-99 to 1999-2000)
5. Dublin Swim Center Renovation (Multiple Project) (1998-99 to 1999-2000)
6. Dublin Ranch Phase I Neighborhood Park (1999-2000)
7. Schaefer Ranch Sports Park (2000-2001)
8. Schaefer Ranch Leisure Park (2002-2003)
9. Dublin Sports Grounds Renovation (2000-2001 to 2001-2002)
1 Q. Camp Parks Project Design (1998-99)
PROJECTS TO BE UNDERTAKEN TO COMPLETE BUILDOUT OF THE CITY
11. Emerald Glen Park Phase II & III
12. New Sports Park (3 to 4 Phases)
13. 7 to 9 Additional Neighborhood Parks (b)
14. New Senior Center
15. New Aquatics Center
16. New Community Center
17. New Recreation Center/Gymnasium
18. 2 new Fire Stations (b)
(a)
Does not include street, community improvement, data processing or other minor capital
projects.
(b)
It is possible that the City may need to work on an additional neighborhood park in the Pao-Un
Property and one new fire station in the next five years.
G:\CC-MTGS\98-QTR4\NOV\11-17.98\PUBLlC FACILITY PROJECTS Exhibit.doc
ATTACHMENT A
CITY OF DUBLIN
BUDGET CHANGE FORM
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CHANGE FORM #
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New Appropriations (City Council Approval Required):
Budget Transfers:
X From Unappropriated Reserves ($6,275)
From Budgeted Contingent Reserve (1080-799.000)
Within Same Department Activity
Between Departments (City Council Approval Required)
Other
X From New Revenues ($16,225)
Name:
Name: Revenue: General Fund: Charge For
Services Planning/Zoning
Account #:
Name:
Account #: 00].1000.565.00]
Name:
$ 16,225.00
Account #:
Name:
Account #:
Name: Expenditure: General Fund: Planning-
Professional Services: Reimbursable
Account #:
Name:
Account #: 001-9010-729.003
$ 22,500.00
Name:
Account #:
Name:
Account #:
Name:
Account #:
Account #:
REASON FOR BUDGET CHANGE ENTRY: : In order to provide Interim Project Management Services for
Capital Projects now underway, Staff have proposed on an interim basis to assign an existing Planning Staff
Employee. This results in the need for additional contract Planning Staff Assistance, to back fill personnel
hours required to continue processing Planning Applications.
City Manager:
Date:
Signature
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Mayor:
Date:
Signature
Posted By:
Date:
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Signature
ATTACHMENT B