HomeMy WebLinkAbout[07a] RFP Architectural Services Cover
Letter
January 20, 2012
City of St. Joseph
25 College Avenue North
PO Box 668
St. Joseph, MN 56374 ice.
Attn: Judy Weyrens, City Administrator
l iagemeister mack
Re: Proposed Government Center Campus
St. Joseph, Minnesota
Dear Ms. Weyrens and Selection Committee Members,
Thank you for the opportunity to present our firm and consultant team for your pro-
posed Government Campus Center Project. This is an exciting time in the history of St.
Joseph and we very much look forward to serving you as the architect for your new
and /or remodeled government complex.
You will find that HMA has significant experience in the design of government facilities
and specifically City Hall, Police and Community Center spaces. We are currently in the
middle of construction on the new $6.3M Sauk Rapids Government Center. This project
included many of the programmatic needs that the St. Joseph Government Campus
project will encounter as well as the analysis of various site options. Also of note is the
existing Fire Hall and Community Center in St. Joseph that was completed by HMA in
1996. We believe that the project was highly successful and it received an award from
the Minnesota Masonry Institute for excellence in design. HMA has also recently been
involved in planning for the expansion to the Church of St. Joseph and looks forward
to the project moving forward in the near future.
The attached information is a brief background on our firm and consultant team and
also a few projects of interest that outline our background and experience. We have
also provided some preliminary schematics and thoughts on your project. If you have
any questions or need additional information please do not hesitate to contact me at
your convenience.
We look forward to the opportunity to further present our team and ideas through
a personal interview. Once again, thank you for the opportunity to serve you and the
City of St. Joseph.
Sincerely,
l
Mur ay A. Ma k, A ects, Inc.
Hagemeister Mack Architects City of St. Joseph, Govemment Center Campus 1
Project _
Approach Team Approach and Process:
HMA utilizes a unique facility design approach that begins with a comprehensive space program
study and documentation process.We involve each of the consultants in the design process early
so that critical site and building systems can be integrated into the design vs. added on as an
id afterthought.We will develop a 3- dimensional site and facility model at the very beginning of the
process.The stake holders in the project will more fully understand the design and will be able to
' make better informed decisions based upon this method of building programming and schematic
= design.This process is interactive during the programming phase with ideas and options freely
flowing with members of the programming committee present.
We most recently incorporated this design methodology on the Contemporary Operating Envi-
ronmentTraining Facility (C.O.E.) for the National Guard at Camp Ripley and for the Sauk Rapids
Government Center.This "visual programming" method simplified the process and encouraged
very thoughtful input on design issues based on user understanding of the 3 -D model being
presented.The design model is made available and is viewable to committee members and the
- > consultant team throughout the various phases of the project. HMA takes the approach to 3-di-
mensional building development seriously and incorporates it into our practice on a daily basis on
xl ti p + all project types.
E 111
1
We will use the predesign as a basis for the programming and schematic design process.The pre -
design is a document that outlines the project requirements and some of the specific challenges
while keeping the "door open" to possibilities that should be explored in more depth at a later
•
I date.
Murray Mack leads an
interactive Predesign
programming session The following schedule may be aggressive but is certainly within the realm of possibility if the
City would like to proceed with construction in 2012. If for some reason this schedule had to
be condensed the Owner and design team could consider "fast tracking" the project although
that would present additional risks. Our team is also prepared to work with the City on a
more casual schedule if construction is not anticipated until 2013 or beyond.
St. Joseph Government and Community Center Preliminary Schedule
Hagemeister Mack Architects
Tasks 2012 2013
Jan Feb Mar Apr May Jun Jul Aug Sep Oct I Nov I Dec Jan Feb Mar Apr May Jun I Jul Aug
Interview Architects
Council Approval of A/E
Kick Off Meeting
Consideration for CM /Interviews
Programming Phase
Programming Meeting 1
Programming Meeting 2
Council Update
Schematic Design Phase
SD Meeting 1
SD Meeting 2
Council Update
Design Development Phase
DD Meeting 1
DD Meeting 2
Council Update
Construction Documents Phase CD
CD Meeting 1
CD Meeting 2
CD Meeting 3
Council Approval to Bid
Bidding & Negotiations Phase B
Council Approval of Bids __
Construction Phase Construction Phase
Shell Complete
Interior Punch List
Move In
Grand Opening
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Hagemeister Mack Architects City of St. Joseph, Government Center Campus 6
Project 1
A pproach Our philosophy in design is simple. Listen to what the Owner is looking for while bringing our
experience and expertise to the table.We involve the Owner in the process of design vs. design-
ing a project and then looking for an Owner response.This method helps the owner to fully
understand the options for the project and makes for an enhanced decision making process.We
also engage and mandate that all of our team members are responsive to the needs of the project
and are working as hard as we are to find creative cost effective solutions to the design challeng-
es that are presented.We have found that our clients have a great appreciation for our approach
to facility design and communication.We look forward to bringing this interactive process to your
project.
Cost estimating is critical to any project. HMA has substantial and recent experience in a wide
variety of project types and construction systems.This experience will be invaluable in evaluating
various building shell systems and interior finish options.We would add that most of the recent
projects that we have been involved with have included the use of a construction manager (CM)
as part of the design team.They are selected in a manner similar to the design professionals and
become involved in the project at a very early phase.Their knowledge and background in cost
information is typically much more comprehensive and up to date based on continuous bidding
and discussion with various sub - contractors on a variety of projects on a daily basis.The RFP
didn't mention what the intention of the City is in this regard.We are open to traditional design/
bid /build or the CM format. Our two most recent municipal projects, Sauk Rapids Government
Center and the St. Cloud River's Edge Convention Center, both utilized CM's for project delivery.
Additional specific items that will be important regarding cost estimating include:
• Ensure inclusion of construction contingency.
• Develop list of bid items to react to actual bid climate.
• Add costs for permits to cost estimate.
• Add cost for tax on materials.
• Develop detailed and accurate list of FFE,A/V /Comm & IT items that will have a significant
bearing on project cost. Consider phasing of some of these requirements.
• Evaluate cost assumptions during programming and schematics for conformance to ultimate
budget goals.
Our last two government projects both came in under budget while meeting the needs of the
program developed by the Owner and design team.The following is a summary for those proj-
ects. Detailed bid results are available upon request. Note these figures include some owner
FFE items outside of the "construction budget"
River's Edge Convention Center:
Original budget: $22M
CD phase estimate: $20 -$22M depending on alternates and bid options
Approximate bid cost: $20M including many of the option items (about 9% under budget)
Sauk Rapids Government Center:
Original budget: $6.5M
CD phase estimate: $6.3M -$6.5M depending on alternates and bid options
Approximate bid cost: $6.2M including many of the optional items (about 9.5% under budget)
.. Contr. . 1
Quality control is an important aspect of a design project especially when attempting to co-
ordinate the work of multiple disciplines while incorporating the owner's needs.The first step
to maintaining quality control is to dedicate experienced staff to the task at hand and who will
maintain contact throughout the entire project.This provides consistency for the entire team and
owner as the project moves from early programming and schematics to the final completion. Sec-
ondly, our team will conduct a QAQC meeting with all of the consultants to do a quality review
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Hagemeister Mack Architects City of St. Joseph, Government Center Campus 7
Project 1
Approach of the documents before they are issued.This will significantly reduce the number of conflicts and
omissions on the project. Further, during the bidding phase, the project manager will do another
comprehensive review and issue a detailed addendum to address any items that need clarification.
The addendum will also address any contractor questions on the documents. Finally, regular com-
munication between the design team, contractor and Owner during the construction phase will
help to ensure a successful project completion.
■
A great design is the product of a strong collaboration among all of the team members.The
first step in maintaining compliance to the program is to properly document the owner's space
program needs through a formal process.The design team then has a responsibility to understand
the needs of the Owner so that a discussion about alternate options can be studied. It's possible
that there are multiple avenues available to achieve the same programmatic need.Through our
interactive facility modeling process the entire team has the opportunity to understand and input
on the program.
Regarding code compliance HMA, will complete an early (schematic design phase) code compli-
ance review as wells as a review of all City, State and Federal regulations that may apply to the
project.We will conduct preliminary reviews with City officials in the building, utilities, and the
zoning departments in an effort to identify potential concerns before the design moves too far
forward.As the plan becomes more complete additional informal and formal reviews will take
place with various agencies as needed.
Value Engineering is a term that can certainly have many meanings. Not all cost cutting measures
can be termed as "value engineering ".A compromise in the material specifications for the roofing
system may not provide the best long term "value" for the project. On the other hand a change in
material from stone to brick may make sense as both materials would perform in a similar fashion
although with differing aesthetic results.At HMA we attempt to identify and prioritize the value
engineering opportunities so that thoughtful consideration can be applied to the decision process.
One of the best ways to achieve true value engineering is to secure pricing on some of the value
engineering options during the design and especially the bidding phase of the project.Asking for
a cost on a change after bidding or award does not typically afford the same cost saving op-
portunities that it would during the bidding phase.We will offer a variety of alternate design and
specification options for bidding the project which will give the Owner flexibility and control over
project cost and options.
■
Our design team takes energy efficiency and sustainable design practices seriously.The firm
principal, Murray Mack, is a LEED accredited professional and has been involved in a number of
projects that implement various energy and sustainable design practices. Many of the opportuni-
ties for energy savings and sustainable options lie with the design of the mechanical and electrical
systems. Our mechanical and electrical design partners are also LEED AP's and have analyzed and
implemented a number of the strategies noted below on a wide variety of projects. For projects
that demand LEED certification or qualify for energy assistance design programs we look to The
Weidt Group for additional expertise.TheWeidt Group has provided energy bundle analysis on a
number of recent project with HMA including the Rivers' Edge Convention Center and the Sauk
Rapids Government Center. On the following page is a listing of some of the more common and
less costly options for improving the buildings energy efficiency and while responding to sustain-
able operating goals.
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Hagemeister Mack Architects City of St. Joseph, Govemment Center Campus 8
Project 1
■IMENIIMMM■A• -..iimmwamigli
Approach Energy Saving and Sustainability Considerations:
• The entire design team will consider various sustainable opportunities, including the following
energy reducing strategies and equipment in an effort to reduce the overall facility energy use -
age to meet or exceed the code requirements or if desired, LEED silver standards.
• Review energy and stainability checklist and develop priority and pro /con matrix for various
strategies.
• Work and office area views and natural light.
• Use of regional and recycled materials.
• Design high efficiency boilers and chillers to exceed ASHRAE standards.
• Design heat recovery system for exhaust systems.
• Design variable speed drive controls on all applicable motor loads.
• Provide advanced commissioning of applicable MEP systems.
• Design a measurement and verification metering system to measure energy consumption and
verify energy reduction operation of the systems.
• Design lighting with sharp -cutoff optics to eliminate trespass lighting beyond property lines and
eliminate upward emission of lighting.
• Design low -flow plumbing fixtures to reduce potable water usage.
• Consider renewable energy systems such as wind turbines and photo voltaic panels on roof.
• Use zero CFCs in HVAC refrigerants.
• Design interior lighting systems with multiple modes for variable light levels, such as bi -level
switching.
• Consider daylight harvest system with dimming controlled by light sensors.
• Design occupancy sensor control for automatic "OFF" of lighting in rooms with time delay.
• Design microprocessor lighting control panel for programmable automatic control of lighting
throughout the facility.
• Consider capture and treatment of storm water to reduce water erosion of the site.
• Example Energy Bundle Matrix (below)
Annual Say ing• MIN `.1?'R
Peak Gas i , y Construct Payback
No. Strategy Description KW Thern, 5 Cost Veen.
1 Envelope Insulation Strategies
EWC00 Code wall assembly 0 0 50 50 Ne
EWCO1 R -16 wall assembly 1 1105 51,307 52,100 1.6
EWCO2 R -20 wall assembly 1 1759 52,089 54,800 2.3
ERCOO Cuda root el.110 rrby 0 0 50 50 Na
ERCO1 R -24 roof assembly 0 281 5308 520.400 062 - -
ERCO2 R -30 roof assembly 1 1891 52,235 548.200 20.7 11 - - 7i .1„, ERCO3 R -40 roof assembly 2 3565 54 200 5151.800 36.1 -
2 Window Glazing Strategics
W0 Code: 20 to win/wall e t,00 ratio 0 0 50 35
WG rife
B01 Lo E clear 1/ al 38 3723 E7 192 510,016 1.4
WGCO1 Lo E tint 1/ el 30 1443 54 143 522.875 5.5 ..,.1
WGDO 1 Lo E clear, high igh visible Iranemiltenca/ al 30 1448 K 155 535.735 8.6
WGEO1 Lo E tint, high visible transmitter noes/ al -7 5731 58 358 547,240 7.4
1 FL. vl,gl, lira) C..ntrul Strategies
13GA02 Lobby stepped
switching 9 -833 51 209 54,275 3.9 111
DOA02 lobby strategic ewschin9 3 -402 561619 51,276 2.1
00503 Gore a sta tla htln 8 0 52 092 Na Na
11.1111 =
LCPO1 Private office occupancy sensor control 0 179 297 5201 0.7
LC1 C office dual level switching 5
O 76 5159 5364 7.5 111.1 M IIM
LCCN1 Conference occupancy sensor r control 1 -76 5 554 5408 7.5
LCCN4 Conference dual level switching 0 -39 534 5452 13.3 -
LCCNS Conference manual dimming 1 -65 556 51,350 24.5
LCCI1 ConSeridgr occupancy sensor control 0 -10 512 51,388 115.7
LCSV1 g occupancy sensor control 0 -14 530 30 5800 20.0 MI
Serving
LCST1 Storage occupancy sensor control 2 -262 1239 5550 2.3
LCRR1 Restroorn occupancy sensor control 1 -198 539 5840 21.5
LCJA1 Janitor occupancy c sensor sensor -75 520 5435 21.7 - ......- - -... __. --
LCLDt Loading dock occupancy aenaor control -75 525 5905 36.2 F M
LCTO1 Ticket office occupancy sensor control -8 55 575 15 0
LCAU4 Auditorium dual level switching -751 5903 510.188 11.3
LCGO1 Open garage occupancy sensor conk,. 0 1921 512.375 13.4
I ,a)htinr1 Design Strategies;
L0100 1 Power 0 50 Na ri fe
L02OO (5% batter) 90.1- - 359 844 Na Na Na
L0300 3OO (10 (10% better) Dar) 90. 90.1- - -698 51,708 Na 1 illii. 1.1.1 .I....m IL ... j
L04OO (16% better) 90.1- 1 -1085 52 Na IJa
IIVAi, Ell„ ielicy Strategics
MADOI DX cooling, 5% increased EER, As cooler/ 1 0 51,581 57.740 4.9 MIIII 1111111 -
MADO2 DX cooling. 10% increased EER, Air cooled 26 0 52,976 511.610 3.0
MP F01 Gas fumace at 85% eficlency (Auditorium) 0 997 51,105 58.800 8.0 - - -
N1-1T81 Gas boiler at 85% efficiency 0 2840 53,150 517400 5.5 III - .1111
M11-11 Condensing gas boiler et 95% efficiency 0 20482 522,814 531.500 14 -
MiT08 Solar hot water reheat for multi-zone VAV systems 0 11321 512,543 Na We -
krt3FD1 Ground heat pump (AHU2) -2 467 522 852 5229.006 10.0 - -
tl Fan a 11 c1 noun, Str.r to stie -.
MMT0 Premium ui ry en r air air fans ran motors 1 -77 563 Na We 1) - 11
MMT04 Premium efficiency pu mp rnotwa 0 0 53 Na rile
ki 002 V sp
FDa on au py /return fans O 0 SO Na Na
MPPO2 VFD On coolin g pump 0 0 50 0/5 Na
,ditlonirlg of Outside Air Strategies
M CO2 ontrol of outside ales 32 11012 50 19 5,833 Na Na 11==
MHRSI HRSI Sensible heel recovery O 6119 58.833 5237,195 35.8
MHRT1 Total heat recovery 65 6532 511,408 5316,260 27.7
MHWO2 85%SFNVEfficiency 0 692 5991 56,000 8.1 1 111..111 11 11111111111a-111111 111 MHW R 03 95 %SEAN Efficiency O 1483 51.646 512.000 7.3
101-1W04 Solar 6HW O 1230 5, 238 No n
Hagemeister Mack Architects City of St. Joseph, Government Center Campus
Ell
Site
Study Preliminary site and facility review and impressions:
Providing a site and facility analysis without the input of the facility owner and user's can some-
times be a dangerous exercise.Although similarities can be drawn between certain project types,
, * " _- it is important to recognize the fact that your site and program requirements a very unique.
Although we did walk the site and take a brief tour of the building (thank you) we did not have a
ki t scaled plan of the upper and lower levels with which to work out various schematic options that
. ` "' include retaining the existing City Hall facility.
II
4 With that in mind we offer a few observations and items of concern regarding your project which
�"
_= -3 -
rt ` - highlight our knowledge of the site, building and potential program needs.We certainly would ex-
- pect to complete additional studies that would include a new facility and /or various plan configu-
-' A rations.These options would also be analyzed so that a list of pros /cons could be established for
each of the options.We will begin with a discussion of each of the "typical" program spaces and
how they might fit into a masterplan for your facility.
F Site / Building Analysis:
The site is located on a prominent main road (College Avenue) that leads into the heart of down-
,
town. Keeping City Hall facilities at this location seems to make a lot of sense when considering
.- the connection to downtown and the community. It is obvious that the existing credit union
f ; building and other miscellaneous structures should be removed in order to facilitate expansion.
L
y Maintaining parking on the west side of the site with a building "presence" along College Avenue
also makes sense.
The existing building appears to be in very good shape other than mechanical upgrade needs. If
the functional needs of the masterplan can be met through the use of the existing building along
with additional new space, we could anticipate cost savings to the project.The other advantage
is that it responds to the sustainable practice of building re -use wherever possible. Knowing the
true feasibility of this will take a number of schematic studies along with an investigation into the
""' existing structural system to confirm interior as well as partial exterior wall demolition. Utilizing
i F the existing restrooms and public access to the elevator would be important goals in a building
- 'fi l renovation plan.
The schematic plan that we have provided is a rough idea for one option where new space could
be added to the existing building and integrated to make a functional facility. Off hand, the site
does appear to be "tight" in regards to meeting anticipated or assumed program needs along with
;,ii adequate parking. Our schematic puts the more public spaces (community center, council cham-
bers, restrooms) to the north of the existing building. Doing this would create a new "main cor-
, ridor" in the new construction area that would be the "hub" of the facility.This pedestrian street,
if you will creates a nice connection from the parking to the west and the street access to the
�k �
i.. ,i ; `., east.An entrance plaza at each end will tie this circulation space together while connecting the
building to the community. In Sauk Rapids we took advantage of this configuration to introduce a
-- t ` } , "history of the city mural" that will span the entire length of the main lobby.
ti Locating the council chambers on the east gives us the opportunity for exposure to the public
along College Avenue creating an attractive facade.Windows would face east vs. west which
would limit sun lighting concerns during evening summer council sessions.The west side would
have lower late evening sun angles to contend with.The community room, council and public
restrooms would all have access from the main public lobby or "pedestrian street ".The public
could also have direct access to the community room if needed.The kitchen could be serviced
directly from the exterior off Ash Street.
- .•sir+
N i F
gage
Hagemeister Mack Architects City of St. Joseph, Government Center Campus 25
•
Site
Study City administration offices would take over part of the existing building on the west including an
expanded building area.The required space for this needs to be programmed in more detail.The
police department (PD) would be located east of the administration offices and both depart -
\ , „ . ments would have "public" access along the main lobby corridor that also serves the community
46 room and council chambers.We would attempt to create shared space between the adminis-
tration offices and the police department while maintaining the separation and security that is
required for the police department.A new addition to the south of the existing building would
—" house a sally port, PD vehicle parking and access to evidence storage. Locating this element to
l illil _ ..„ . -•- the south acts as a buffer to the parking lot and service entries for the buildings south of the site
' i,; One of the sally ports could have a second door allowing for drive thru functionality. West access
'sill ` for for the PD could be separated from the main parking lot, or combined, depending on circulation,
" parking and safety issues.A hard interview room, detox and restroom would be located within
lir ti - ' a secure perimeter. From the PD garage area direct access to the main PD department would
be provided.Access to evidence processing, bio- hazard, and lab space adjacent to the evidence
•-- storage space is desirable. Close by would be staff locker rooms.The balance of the space would
accommodate other PD functional needs such as: staff offices, secure public entrance and waiting
area, soft interview room / conference area, work room, staff offices or work spaces as dictated
�..q. by the program. Incorporation of the existing vault could facilitate arms storage and /or cleaning.
it �. T
fi re sprinklers.The existing spaces could continue to accommodate some of the functions that
currently take place such as conference / meeting space, break room, storage and mechanical/
i ' electrical needs.Again, this space seems to be in relatively good shape and very usable especially
( for long term storage.
`- The exterior building materials are granite and what appears to be stucco or some type of panel -
J✓
-
facia material.The granite material is in excellent shape and can be expected to last many
years. It also reflects on the granite industry that is prevalent in the area. It's possible new doors
and windows that are more energy efficient should be considered in areas where the existing
wall may be exposed.This will also facilitate matching details and colors for all windows.The new
addition could utilize a material that is complimentary to the existing granite but possibly more
economical in cost. Some of the granite walls would become exposed interior fi nish walls.
'""""' ' ' "" We hope that the above "quick" analysis for a renovation and addition option has given you a
; T _ _ " glimpse of some of the issues and concerns that we recognize and anticipate for this project. We
,� 1 , , would expect to complete additional studies including a "clean sweep" option that would antici-
SI . pate removal of all the buildings and parking.This comparison would give the City a good idea of
the functional pros and cons as well as the cost implications related to an addition / renovation
t project vs. demolition and build new scenario.We look forward to outlining more of our thoughts
? on the project during an interview process.
The following sketch is a "rough" representation of some of the above thoughts and concerns.
sor r iga , ii? 1
it 11111
t s
pag
Hagemeister Mack Architects City of St. Joseph, Government Center Campus 26
Site
Study
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Hagemeister Mack Architects City of St. Joseph, Government Center Campus 27
2. project approach
Project Understanding
„,,r1 The City of St. Joseph intends to develop schematic plans to show a
potential expansion of the City Offices Building to accommodate expansion
�►, of City Offices and functions as well as a new Community Center facility. This
M ® expansion will occur on current and newly acquired City property. At this
point, the project is authorized to proceed through the Schematic Design
phase only.
GLTArchitects and our team will work closely with City staff to clearly identify
- - the project requirements. This information will be used to generate and
explore potential design options. Each design option will be evaluated for
conformance to project goals and design criteria. Ultimately, a final design
a ! will be developed incorporating the most desirable features of the design
'i+j': alternatives. This design will be clearly articulated in a full Schematic Design
*110 Tar presentation. A possible schedule is shown below:
Start initial Program discussion Week of Jan. 30 Feb. 3, 2012
tiej Finalize Program Feb. 10, 2012
Explore alternate design options Feb. 13 -24, 2012
and relative costs
Review and finalize design direction Week of Feb. 27 - Mar. 2, 2012
Prepare Schematic Design Mar. 5 - Mar. 23, 2012
Documents and Schematic cost
estimates
Present final Schematic Design Week of Mar. 26 -30, 2012
This schedule is preliminary and can be modified to fit the schedule of
committee members and City officials.
Planning and Design Philosophy
GLTArchitects believes in Design with Purpose. Our planning and design
efforts are centered on listening to you and fully understanding your needs.
We utilize our experience and design expertise to develop creative solutions
that are tailored to meet your specific project requirements and goals.
We understand we must be good stewards of the City's resources and our
goal is to provide you with a project that represents the best value for your
construction dollars.
3 I iGitects
2. project approach
Cost Estimating Experience
GLTArchitects has worked on numerous local projects and has an excellent
knowledge of the local construction market and the relative costs of different
building systems and materials. Our cost estimating consultant has a wide
" ,, -a A variety of local and regional construction project estimating and management
A experience, particularly in the public /government facility market.
Quality Control /Assurance
GLTArchitects has developed a reputation for creating clear and concise
documents minimizing confusion during bidding and change orders during
r construction. We utilize a system of in -house document cross - checks so
that all documents are reviewed by the project architect in addition to the job
i ......
captain who created the drawing. This internal review occurs at several key
° !,+ - points in the design and construction document phases.
Approach to Program and Code Compliance
Our entire design effort is based on meeting the established building
program so all design options and alternatives are evaluated based on
satisfying those established requirements. We work on a regular basis with
code officials to assure compliance with the IBC and State Building Code.
We have developed an expertise in understanding the different occupancies
and how they affect the code requirements.
Construction Cost Reduction
We work throughout the design process to balance design requirements
with available budget funds. We develop design options and construction
� alternatives to maximize the value for your construction dollars. We will
�
k
� G �� provide you with the required information for you to make sound decisions
based upon the scope (or size) of the project, the quality of the project, and
the budget available.
M cMSO' ENERGY STAR
PARTNER Energy- Efficient Desiign /Sustaiinability
GLTArchitects is a recognized leader in sustainable design in Central
Minnesota. We have completed a number of sustainable LEED® and
GLTArchitects is a USGBC member ENERGY STAR projects utilizing geo- thermal and heat - recovery systems. A
and an ENERGY STAR® Partner. number of other systems, both active and passive, mechanical and electrical,
contribute to the efficiency of these successful projects.
4 '' I GLTArchitects
111 GLTArchitects
January 20, 2012
City of St. Joseph
25 College Avenue North
PO Box 668
St. Joseph, MN 56374
ATTN: Judy Weyrens, City Administrator
Dear Judy,
GLTArchitects is pleased to present this proposal for your review and consideration.
We are excited about the possibility of working with the building committee and City staff to explore the potential
opportunities available for expansion of a government center campus in downtown, St. Joseph.
After visiting the site and discussing the proposed project with you on January 17, it is clear there are exciting
expansion opportunities possible.
Expansion of the various City Hall functions can be planned with implementation phased over time as needed.
Making City Hall functions more accessible to residents and accommodating growth among each department would
be essential.
The addition of a Community Center will give residents a facility that can accommodate many functions and events
and reinforce the site as a center of activity for the community.
GLTA has a reputation for listening to and understanding your program needs, concerns, and design issues. We will
apply our design experience and expertise in exploring various design options and will work with you to develop the
scheme best suited to meeting your project requirements.
This campus planning project is the first step toward your goal of creating a facility that will serve the community well
into the future.
Sincerely,
Daniel Tideman, AIA, NCARB, CID
Principal -in- Charge
Daniel Tideman • Steve Paasch • Evan Larson
808 Courthouse Square • St. Cloud, Minnesota 56303
(320) 252 -3740 • fax (320) 255 -0683 • www.gltarchitects.com
4. project team
[ City of St. Joseph
......._i
G LTArch itects
Dan Tideman
Principal /Project Architect
Evan Larson
Project Manager
Mark Anderson
Designer
I •
Consultants
Larson Engineering Cain Thomas Associates Damon Farber Associates
Kesh Ramdular, PE Scott Thomas Jesse Symynkywicz
Structural Engineer Principal Mechanical Engineer / Landscape Architect
Fire Protection Designer
Jay Cain
John Kaiser Principal Electrical Engineer Culinex
John Kaiser Dennis Hahn
Cost Estimator Food Service Consultant
Telecommunications Consultant
to be determined at a later date
once the full scope of the project
is determined.
17 bIGl]I'Architects
5. concept plans
Design Concepts
The design concepts provided are just two of many possible configurations
of the site. These ideas are based upon some assumptions of how the
spaces function and how the public would approach and move through the
facility. We felt the major entrances should be located on the east and west
sides of the building to be visible and easily accessed from parking areas.
In each of the schemes, the large Community Center can be subdivided to
accommodate several groups simultaneously or a single, large event. The
Community Center area can function completely separate from the City Hall
allowing for evening and weekend access.
The expansion of city hall functions can be done to whatever extent is
desired. The City Council Chambers can be moved up to 1st floor and made
readily accessible to the public. There is room to add garage space for up
to 12 vehicles while still providing City Administration Office and /or Police
Department growth.
While multi -story buildings are possible on the site, we limited our design
concepts to single story to maximize the public's access to all of the
Government Center's functions.
Parking will be limited on the site, but there will be room for a certain number
of stalls for staff and visitors.
18 bI GLfArchtecls
5. concept plans
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20 bIGLTArchtects
CONCEPT DESIGN
CONCEPT DESIGN
Based on the space needs study from 2008, our Concept Design attempts to incorporate as many
elements as possible on the allowable area of the site. It is our conclusion that the Gymnasium,
Library, and Swimming Pool are elements that would be better suited to a secondary or expanded site
due to limited space and parking demands.
The following elements have been included in the Concept Design:
• Community Center /Meeting Space. In addition to a City Council Chambers and Kitchen, a
moderate -sized community center space is shown that can easily be reconfigured for small
meetings or large public events simply by moving operable partitions. Operable panel
partition walls are recommended because of their flexibility, ease of use, and acoustical
properties.
• Garage /Shooting Range. An addition is added to the South for this feature. It includes good
access available through the alleyway.
• Police Station. The existing City Office is converted into the Police Station ( "adaptive reuse "),
with support facilities located in the basement.
• City Offices. This area is across the front of the building, with record storage located in the
basement.
• Common Areas. To increase ease of access, we added front and rear lobby entrances.
Restroom facilities are centrally located to serve the City Offices and the Community
Event/Meeting space.
The concept design we are proposing at this time is practical, and not intended to necessarily meet all
the requirements of the space needs study. We also assume the budget will require reassessment
based on what is determined to be priority and site constraints.
Negen Architects is excited for the opportunity to expand upon our vision for the St. Joseph
Government Center, and look forward to the possibility of meeting with your committee.
. d1
1iJP�S'�R�b'.3
COVER LETTER S
January 20, 2012
Judy Weyrens, City Administrator
City of St. Joseph
25 College Avenue North
St. Joseph, MN 56374
Dear Ms. Weyrens:
The City of St. Joseph has been fortunate to experience a growth in population requiring a
corresponding growth of public services. The City is desirable not only because of its proximity to the
St. Cloud metropolitan area, its location in the heart of the Lake Wobegon, and relationship with the
respected local educational and university facilities, but because this environment thrives with
opportunities for residents that are easily accessible for pedestrians and motorists alike. To maintain a
viable resident - friendly city like this, the City needs to leverage its personnel, facilities and resources to
the most effective ends.
Negen Architects understands that St. Joseph needs to provide the best public service available while
remaining good stewards of public tax dollars. The staff at Negen Architects has helped to study,
plan, and design public sector facilities throughout the state. Our understanding of the unique needs
of each of these facilities, combined with our innovative design and budget management will help the
City make informed decisions that are based on consensus among departments, the City Council, and
the community.
Negen Architects is confident that our experienced team can help you develop common sense
approaches that will allow the City to provide quality services to its citizens without "breaking the
bank ". With the firm located in your own backyard, we are prepared to partner with you and make this
project a reality.
We have enclosed the required information as stated in the Request for Proposal, and hope to have
the opportunity to present our concept to your committee. Please contact us at 620.685.3304 if you
need additional information at this time.
Respectfully submitted,
Lon Negen, A , CID, LEED AP
President /Principal Architect
RUKMIAN Ant 1111111111114
1 SMOWAN 1 46711 MUM
PROJECT APPROACH
Our Philosophy
As Architects, we take on the role of mediator between the many interests that seek to influence the
direction of a project. We try to establish the "common ground" through understanding the relevant
issues.
Through honesty and experience, we seek to present a compromise that balances the various
constraints of a project; zoning, budget, environment, local context, history, and the desires of the
people whose interests are represented and affected by the work.
Project Approach
Our approach starts with communication. We listen. We ask questions to keep you involved
throughout the process. We facilitate the process of satisfying your needs by providing a solution with
the built environment.
The needs of St. Joseph are unique. We do not assume that your needs are the same as the last
client. This is a common assumption of some firms. We believe that each project or client we have
worked with is valuable because they add to the knowledge base that we bring to the table.
The Process
•
Programming Phase
• Begins with a thorough review of the spacial program.
• Evaluate using multipurpose spaces. This is important because it has been identified
that the site will not support all of the needs indicated.
• Prioritize spacial needs, wants, function, quality, and comparing those to an established
budget.
Cost Estimating Phase
• Cost estimating would start by using a predetermined "per square foot" cost multiplied
by the total size of the project. This may also help determine an estimated budget if one
is not established yet.
• Information from the Programming Phase would then be factored into this based on
priority. This will fine tune the cost estimating process and create options for essential
versus alternate selections that would create the Bid Package.
• Negen Architects will provide you with an advantage over most architectural firms
because of our experience providing Construction Management services. Experience in
coordinating construction jobs ultimately makes you a better estimator because you
know what things should cost, from materials to labor!
• Our goal is to provide a cost estimate that falls within 5% of the actual cost. Our
historical data supports this. (Refer to "Featured" projects in Relevant Experience).
• We understand the importance of cost containment and the necessity to be good
stewards of taxpayer's money.
N =G.
The Design Phase
• Sustainable design and energy savings. In projects similar to this we would expect the
design to incorporate natural daylighting wherever possible. Occupancy and daylight
sensors would be specified to automatically adjust to lighting levels needed. New
technology, such as LED lighting, will be used when appropriate (use 50% less energy
than fluorescent). Adaptive control systems can be used to provide flexibility with
environmental conditions. And lastly, we would encourage the use of local
manufacturers or products when possible for efficiency reasons.
An Example
Chain of Lakes Fire & Rescue is a recent example of how Negen Architects provided a cost estimating
and delivery approach to accommodate an established budget and desire to utilize local contractors.
The original estimate for the project was $500,000.00, with the final construction cost coming in at
$521,540.22. The overage was due to the cost of work initially started by the Fire District, but
eventually incorporated into the project. Negen Architects opted to divide the project into multiple
contracts to give local contractors the opportunity to bid for the work. These contracts included
excavation, masonry, electrical and mechanical, which were performed as separate packages. The
remaining work was awarded to a General Contractor, but Negen Architects coordinated the individual
contracts and acted as Construction Manager for the complete project.
This type of service is not generally provided by other Architectural firms, which makes Negen
Architects a great choice!
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