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HomeMy WebLinkAbout11/07/2006 B A K E R S F I E L D Sue Benham, Chair David Couch Mike Maggard Staff: John W. Stinson SPECIAL MEETING NOTICE PLANNING AND DEVELOPMENT COMMITTEE of the City Council - City of Bakersfield Tuesday, November 7, 2006 1:00 p.m. City Manager's Conference Room, Suite 201 Second Floor- City Hall, 1501 Truxtun Avenue, Bakersfield, CA AMENDED AGENDA 1. ROLL CALL 2. PUBLIC STATEMENTS (REGARDING CLOSED SESSION) 3. CLOSED SESSION A. Conference with Legal Counsel- Potential Litigation Closed session pursuant to subdivision (b)(1)(3)(A) of Government Code section 54956.9 (one case) 4. CLOSED SESSSlON ACTION 5. ADOPT OCTOBER 17, 2006 AGENDA SUMMARY REPORT 6. PUBLIC STATEMENTS 7. DEFERRED BUSINESS A. Report and Committee recommendation on space needs/Borton Petrini & Conron Building - Tandy 8. COMMITTEE COMMENTS ADJOURNMENT S:\JOHN\Council Committees\06 Planning&Development\p&d 06 nov 07 amended agen.doc B A K E R S F I E L D Staff: John W. Stinson David Couch For: Alan Tandy, City Manager Mike Maggard AGENDA SUMMARY REPORT PLANNING AND DEVELOPMENT COMMITTEE MEETING Tuesday, October 17, 2006 - 1:00 p.m. City Manager's Conference Room - Suite 201 1501 Truxtun Avenue, Bakersfield CA 1. ROLL CALL The meeting was Called to Order at 1:03 p.m. Present: Councilmembers Sue Benham, Chair; David Couch and Mike Maggard 2. ADOPT AUGUST 22, 2006 AGENDA SUMMARY REPORT Adopted as submitted. 3. PUBLIC STATEMENTS 4. DEFERRED BUSINESS A. Report and Committee recommendation on draft ordinance regarding development standards for large (big box) retail centers Planning Director Jim Movius explained over time the Council has referred three separate issues regarding big box shopping centers to the Committee. 1) Urban Decay. The Council has already taken action on this issue by adopting a General Plan Policy. 2) Aesthetics. The City does not have design standards, other than minimum landscaping, on how large commemial developments are to look. 3) Circulation and read fronta,qes. Committee Members have indicated there should be regulations requiring large shopping center sites to be located where arterials and collectors provide good circulation. AGENDA SUMMARY REPORT Page 2 PLANNING AND DEVELOPMENT COMMITTEE MEETING ~,. ~ ':~?~,~. ~'~ .~ ;:~' ,- ?.. Tuesday, October 17, 2006 DI'~:~L ~i The proposed ordinance relates to the second issue on design standards for large (big box) retail centers and covers the timi~ frame when the developer/owner already has entitlements on the property and the project is going through the site plan review process or PCD. Principal Planner Jim Eggert reported staff has contacted other cities and reviewed their ordinances, which address the aspects of big box shopping centers, and handed out pictures to graphically depict the results achieved. The proposed ordinance applies to large commercial developments over 50,000 square feet and would apply to single tenant or multi-tenant projects to proVide more walkable, aesthetic, and user-friendly developments and to avoid the big-box look. The proposed ordinance covers: · Architectural character and design · Parking lot design · Pedestrian circulation · Community space Committee Chair Mike Maggard spoke regarding how the ordinance would apply to remodeling of shopping centers and asked if the ordinance could address control of maintenance and trash in parking lots. Principal Planner Jim Eggert explained the ordinance covers remodel or expansion of existing centers triggered by a 50 percent or larger building expansion or change of use applications especially with a PCD, which allows for upgrades such as facades and aspects to improve the site. Staff would have to add something to the ordinance if the Committee desires some aspects of the ordinance to apply with a change of use. Staff will check with the City Attorney on how control of maintenance and trash, which is not a zoning issue but falls under code enforcement, might fit within the ordinance. Lorraine Unger spoke in favor of the ordinance and commented on the negative look of merchandise when it is stacked out in front of large shopping centers. Scott Blunck, Castle and Cooke, had questions and made comments regarding signage and parking ratios versus community space. Committee Member David Couch responded the ordinance provides developers with a list of choices and only requires two of the elements. The list included: 1) pedestrian plaza or patio with seating; 2) transportation center; 3)covered window shopping walkway along at least 75% of primary building; 4)outdoor playground area; 5) water feature; 6) clock tower; or 7) any other deliberately shaped area and/or focal feature or amenity that enhances the community and public spaces of the center. AGENDA SUMMARY REPORT Page 3 PLANNING AND DEVELOPMENT COMMITTEE MEETING Tuesday, October 17, 2006 Planning Director Jim Movius recommended the third issue regarding circulation be addressed under the Commercial Policies of the General Plan as circulation needs to be addressed earlier in the entitlement process before site plan review. Committee Member David Couch made a motion to forward traffic circulation around (big box) shopping center sites to the Planning Commission to be address as a text amendment to the General Plan Commercial Policies at the next available General Plan cycle and then on to the City Council, and to forward the proposed ordinance for large (big box) retail centers to the Planning Commission for a recommendation to the City Council. The Committee unanimously approved the motion. The Committee also requested that Development Services Director Stan Grady send a letter to Kern County Planning and Development Services Director Ted James informing him of the proposed ordinance and circulation text (General Plan Policy) being forwarded to the City's Planning Commission. 5. COMMITTEE COMMENTS 6. ADJOURNMENT The meeting adjourned at 1:50 p.m. Attendance-staff: Assistant City Manager John Stinson; City Attomey Ginny Gennaro; Deputy City Attorney Bob Sherfy; Associate Attorney Michael Richards; Planning Director Jim Movius; Principal Planner Jim Eggert; and Public Works Civil Engineer Jim Holladay Attendance-others: Planning Commissioner Barbara Lomas; Kevin Burton, Young Wooldddge; Scott Blunck, Castle and Cooke; David Burger, reporter, The Bakersfield Californian; Lorraine Unger, Sierra Club; and Daphne Phump, KUZZ News cc: Honorable Mayor and City Council S:~JOHl~Council Committees\06 Planning&Development~o&d 06 oct 17 summary.doc B A K E R S F I E L D OFFICE OF THE CITY MANAGER MEMORANDUM November 2, 2006 TO: Planning and Development Committee FROM' Alan Tandy, City Manager ~y&j~ SUBJECT: Possible Purchase of the Borton-Petrini Building Cost and Source of Funds to Purchase the Borton-Petrini Buildinq The price is $9.5 million cash, which is non-negotiable. Source of payment: The Facility Replacement Reserve Fund has a current balance of $6.0 million. There was a year-end cash balance, which exceeded budget estimates, of $6.5 million, which would be transferred to the Facility Replacement Reserve Fund. Therefore, the City can purchase the building and retain $3.0 million in the Reserve. We are assuming a purchase date of January 1,2007. Change in General Fund Position - In Comparison to Not Buying the Buildinq Balance of Calendar Year 2007 + $554,000 Calendar Year 2008 + $530,000 When the full move of City operations is completed + $ 30,000 and 900 Truxtun is vacated Note: We have estimated the operating expenses at about $250,000 per year based on a review of historical data and adjusted to our circumstances. Preliminary List of Where Departments will be Located When the Full Move is Complete Borton-Petrini Building: City Manager City Council Office City Attorney Recreation and Parks Mayor Economic and Community Development Risk Management Finance City Clerk Planning & Development Committee November 2, 2006 Page 2 Current City Hall: Human Resources Public Works Administration (expand into current City Manager's Office) Information Technology Fire Suppression Services The phasing of these operations depends on the timing of lease expirations at both the Borton-Petrini building and 900 Truxtun, and may be quite complex depending upon future conditions. The phasing plan will, therefore, evolve over time. Appraisal Value We had the building appraised. The appraised value exceeds the purchase price. Due Diliqence We sent a broad-based inspection team to assess the building's condition, the need for repairs, capital improvements, etc. Most findings are very normal. Some follow-up work is still being done, but no massive or insurmountable problems have arisen. A preliminary Letter of Interest, which will evolve into a the purchase agreement, is enclosed. Of the five floors of the building, only one, the first floor, will require substantial remodeling. That is because it is primarily classrooms at the present time. The type of work needed would mainly be performed by the General Services Division of the Public Works Department. Parsons and the TRIP program staff would have to move out of the structure as soon as would be practical as the Federal TRIP dollars that pay their rent cannot be reimbursed to us if they are in a City-owned building. Most likely, we would move Recreation and Parks to the Borton-Petrini Building and TRIP to 900 Truxtun. Lease terms for all of the tenants in the Borton-Petrini building, and for the City-held leases at 900 Truxtun, are also attached. Attachments cc: Honorable Mayor and City Council August 11,2006 George F. Martin, Managing Member Century Building Associates, LLC 1600 Truxtun Avenue Bakersfield, CA 93301 RE: Letter of Interest for purchase of 1600 Truxtun Avenue, Bakersfield, California Dear George: Thank you for taking time out of your busy day to speak with Alan Tandy and I regarding the City's interest in your property. Since the City of Bakersfield is a governmental agency the City Council must approve any agreement for the purchase of real property. However, this letter of interest is intended to convey the salient terms that City staff would be recommending the City Council approve. The salient terms and conditions upon which the City of Bakersfield is interested in pursuing the purchase of your property are as follows: 1. Property Description A professional office building comprising approximately 55,000 gross square feet with subterranean and surface parking situated on approximately 1.05 acres located at 1600 Truxtun Avenue in the City of Bakersfield, County of Kern, State of California ("Property"). 2. Buyer City of Bakersfield, a California municipal corporation ("Buyer"). 3. Purchase Price (Option A) At close of escrow, Buyer will pay a purchase price of $9,500,000 ("Purchase Price"), all cash, subject to applicable prorations, credits and other adjustments, as hereinafter set forth. The Purchase Price includes the purchase of marketable fee simple title to the Property and Improvements and any other rights or interests appurtenant to the Property. (Option B) At close of escrow, Buyer will pay a purchase price of $8,700,000 ("Purchase Price"), all cash, subject to applicable prorations, credits and other adjustments, as hereinafter set forth. The Purchase Price includes the purchase of marketable fee simple title to the Property and Improvements and any other rights or interests appurtenant to the Property with Borton Petrini continuing to occupy the second and fifth floors for two years after the close of escrow with free rent. 4. Escrow and Deposit Upon execution of a definitive purchase agreement ("Purchase Agreement") by Buyer and Seller, an escrow ('Escrow") for the transaction will be opened ("Escrow Opening") at Ticor Title Insurance Company, Bakersfield, California ("Escrow Holder"). Buyer and Seller will deposit with Escrow Holder an executed copy of the Purchase Agreement. Buyer will concurrently also deposit with Escrow Holder a deposit in the amount of Ten Thousand Dollars ($10,000) for the account of Buyer ("Deposit"). The Deposit shall be applicable to the Purchase Price. 5. Closina The Purchase Agreement will provide that the close of Escrow ("Close of Escrow") will occur on or before one hundred eighty (180) days after Escrow Opening. 6. ContinRencies Buyer will have up to one hundred twen~ (120) days after the Escrow Opening ("Contingency Period") to determine whether the Property is acceptable to Buyer in Buyer's sole and absolute discretion, including, but not limited to, the contingencies set forth in this Paragraph 6 ("Contingencies"). If Buyer determines the Property is not acceptable to it, or if Buyer fails to provide written notice of Buyer's acceptance of the Property to Seller and Escrow Holder within the Contingency Period, then Escrow Holder will return the Deposit to Buyer (plus all interest accrued thereon) and the Purchase Agreement will be null and void. If Buyer determines the Property is acceptable within the Contingency Period by providing written notice to Seller and Escrow Holder, the Deposit will be (i) non-refundable, if Escrow does not close due to Buyer's default, in which event, the Deposit shall be Seller's Sole liquidated damages; or, (ii) refundable to Buyer, if Escrow does not close for any other reason, including Seller's default. 6.1 Title - Seller shall provide Buyer with a Preliminary Title Report within seven (7) days of full execution of a purchase and sale agreement. Seller must deliver marketable fee simple title to Buyer. 6.2 Environmental - Seller shall deliver to Buyer the Property free from all forms of environmental contamination. This to include but not be limited to asbestos, hydrocarbons, mold or other types to be contained in the purchase and sale agreement. 6.3 Suitability for Intended Use - Buyer intends to occupy the property and would be adversely impacted if existing leases prevent Buyer from occupying the Property in a timely manner. 6.4 Physical Inspection - Seller shall permit Buyer to conduct all necessary inspections and tests to identify any deficiencies in the Property. Any items discovered during Buyer's investigations that are relevant to the Property's value will be disclosed to Seller. 6.5 Appraisal - Buyer's offer is contingent upon verification by an independent appraisal to be procured and paid for by Buyer. 7. Representations and Warranties In the Purchase Agreement, Seller will represent and warrant that it has no knowledge of any conditions of the Property that could adversely affect Buyer's intended use. The foregoing conditions include, but are not limited to, physical conditions of the Property, toxic or hazardous substances, geological conditions, governmental restrictions, pending or threatened governmental action, and restrictions imposed by any adjacent or contiguous property owners. 8. Costs and Adiustments The Purchase Price will be adjusted as follows: 8.1 Closing Costs - The Purchase Agreement will provide that the Seller will pay all charges of the ALTA Owner's Policy of Title Insurance, survey documentation and transfer taxes, brokerage COmmissions, recording fees and one-half of Escrow Holder's fees: The parties in accordance with Kern County, California custom, if, and only if, Escrow successfully closes as provided for herein, will share other normal closing costs for Buyer and Seller pursuant to this transaction, equally. 8.2 Prorations - Real estate taxes and assessments, personal property taxes, rent and operating expenses and all other income and expenses of the Property, if any, will be prorated asOf the Close of Escrow. 9. Assignments Buyer will be entitled to freely assign its rights under the Purchase Agreement to any entity COntrolled by or under common control with Buyer without Seller's consent. 10. Payment of Commissions Seller shall be responsible to pay all brokerage commissions related to the purchase of the Property. 11. No Other Offers From and after Seller's agreement with the terms included herein, and until such time as the parties cannot agree upon the terms and conditions of the Purchase Agreement, Seller will not offer the Property for sale, or accept any other offers to purchase the Property. 12. Extension of Escrow Buyer shall be entitled to extend the Closing Date for one (1) ninety (90) day period ("Extension Period") for purposes of completing all of the requirements outlined in Paragraph 6 and Exhibit "B" herein. If Buyer elects to extend the Closing Date, Buyer shall, with respect to the Extension Period, (i) notify Seller and Escrow Holder in writing ten (10) days prior to the expiration of the Contingency Period ("Extension Notice"), and (ii) deliver concurrently to Seller with the Extension Notice the payment of Ten Thousand Dollars ($10,000) ("Extension Payment") (with notice of the Extension Payment sent concurrently to Escrow Holder). The Extension Payment shall be non-refundable to Buyer whether or not Escrow closes, but applicable to the Purchase Price. 13. Preparation of Purchase Agreement Each party acknowledges that this letter sets forth only the basic terms and conditions upon which the purchase and sale of the Property will be consummated, and is not a binding agreement for such purchase and sale. Promptly following Seller's approval of the sale of the Property, Buyer will prepare the Purchase Agreement and Buyer and Seller agree to negotiate the Purchase Agreement in good faith and to use their reasonable diligent efforts to enter into the Purchase Agreement within thirty (30) days after Seller's approval of the purchase of this Property 14. Duration of Offer This Letter of Intent shall automatically be null and void and of no force or effect unless Buyer receives a signed acknowledgment of same by Seller on or before August 31,2006. This letter is only a list of proposed points that may or may not become part of an eventual Purchase Agreement. It is not based on any agreement between the parties. It is not intended to impose any obligation on either party, including without limitation, an obligation to bargain in good faith or in any way other than at arm's length. The parties do not intend to be bound by any agreement or term herein until both agree to and sign a formal written Purchase Agreement, and neither party may reasonably relay on any promises inconsistent with this paragraph. This paragraph supersedes all other conflicting language. If the contents of this Letter of Interest meet with the Seller's approval, please have them indicate their acceptance of the foregoing by executing a copy of this Letter and return it to me. Sincerely, Donald M. Anderson Real Property Manager The undersigned hereby approves and accepts the foregoing terms and conditions, and represents and warrants that the person executing this Letter on behalf of Seller is fully- authorized and approved to do so. Century Building Associates, LLC By: Dated: ,2006 George F. Martin, Managing Member City of Bakersfield Summary of Lease Expirations Borton Petrini Building at 1600 Truxtun Avenue Square Footage Lease Expires First Floor La Verne University 10,000 July 31,2007* (*) July 31,2012 if extended Third Floor City of Bakersfield - IT 5,000 Dec. 31,2008 City / TRIP staff 5,000 Dec. 31, 2008 Fourth Floor Cornerstone Engineering 6,000 Nov. 30, 2008 Parsons Engineering 4,000 May 31,2011 Second and Fifth Floors Borton Petrini 20,000 n/a Centennial Center Building at 900 Truxtun Avenue First Floor Rec & Parks 5,000 Jan 31, 2008 Second Floor ED/CD and Fire Prevention 10,000 Jan 31, 2008 Third Floor Rec & Parks 3;000 Jan 31, 2008* must give 6 months notice Note: Square Footage is approximate and rounded for readability P:\Leases\Borton Petrini\Lease Expirations.xlspetrini bldg lease info 11/2/20069:40 AM Summary of Proposed Changes as they Pertain to City Cash Flow Assuming Transfer of Ownership takes place Jan. t, 2007. Assumes Parks / Rec sWap space with TRIP and Parsons on April 1, 2007 Assumes that University of LaVeme does not exercise their option to renew lease. Assumes Fire Inspectors move to a City facility Jan. 1,2008 (after Laverne vacates). 2006 Estimated 2007 Estimated 2008 Estimated 2009 & future Est. General Fund General Fund 2007 Change General Fund 2008 Change General Fund 2009 Change Cost of Bldg Related from Current Bldg Related from Current Bldg Related from Current Lease Payments Rev & Exp Position Rev & Exp Position Rev & Exp Position Estimated Revenues: Borton Petrini Lease Payments - 400,000 400,000 Cornerstone Lease Payments - 108,275 99,253 Parsons Lease Payments - 16,920 University of LaVerne Lease Payments (a) - 104,104 Subtotal - Revenues - 629,299 499,253 Estimated Expenses: IT staff lease costs 100,500 Parks and Rec lease costs 99,600 24,900 Fire Inspectors lease costs 80,400 80,400 Operating costs of new facility 250,000 250,000 250,000 Subtotal - Expenses 280,500 355,300 250,000 250,000 Net Inflow / Outflow of Cash (280,500) 273,999 249,253 (250,000I (Current Position) Change from Current General Fund Position 554,499 529,75=~.,~=3 30,500 Comparing the new financial position vs. paying ongoing lease payments on an annual basis 2007 - Lease revenues of $629,299 less remaining lease costs of $24,900 and $80,400 less operating costs of $250,000 show a net positive cash flow of $273,999 when compared to existing circumstance of a negative cash flow of $280,500 per year; the Net Change is a positive $554,499. 2008 - Lease revenues of $499,253 less operating costs of $250,000 show a net positive cash flow of $249,253 when compared to existing circumstance of a negative cash flow of $280,500 per year; the Net Change is a positive $529,753. 2009 - Annual operating expenses of $250,000 compared to existing cimumstance of a negative $280,500 per year; net change is a positive $30,500 per year. Note (a): University of LaVerne has option to renew lease for additional five years; taking them out to July 31,2012. P:\Misc Analysis\at space needs info june 2006.xlslikely outcome Nov 2006 11/2/200610:14 AM City of Bakersfield Estimated Cash Flow Regarding Possible Outcome of BP Building Purchase Current City Leasing Costs General Fund Lease Payments CDBG TRIP / TDF Subtotal IT Staff Parks / Rec Fire Inspectors General ED / CD TRIP (~ 1600 Truxtun @ 900 Truxtun ~ 900 Truxtun Fund (~ 900 Truxtun ~ 1600 Truxtun Monthly 8,375.00 8,300.00 6,700.00 23,375.00 10,000.00 8,375.00 Annualized 100,500.00 99,600.00 80,400.00 280,500.00 120,000.00 100,500.00 Proposed Scenario - Possible Outcome City Lease Revenues at 1600 Truxtun Remainin,q City Lease Payments ~, 900 Truxtun Cornerstone University of General Fund CDBG TRIP / TDF Borton Petrini Engineering LaVerne New Facility (2nd & 5th floors) (60% of 4th floor) (100% of 1st floor) Estimated Fire Inspectors ED ! CD TRIP (2 years remaining) (2 years remainin~l) (2 years remainincj) Operatincj Costs ~ 900 Truxtun (~ 900 Truxtun ~ 900 Truxtun Monthly 33,334 9,023 14,872 20,833 6,700.00 10,000.00 8,300.00 Annualized 400,000 108,276 178,464 250,000 80,400.00 120,000.00 99,600.00 Proposed Scenario - Possible Outcome Assumptions include the following: Parks dept vacates 900 truxtun and trades places with TRIP staff & Parsons at the BP building BP staff stay in the building (2nd & 5th floors) for two years. Cornerstone stays for duration of their contract (11130/2008) University of LaVerne stays for duration of their contract (7/31/2007) P:\Misc Analysis~at space needs info june 2006.xlslikely outcome Nov 2006 11/2/200610:14 AM ADMINISTRATIVE REPORT I MEETING DATE: October 25, 2006 AGENDA SECTION: Reports TEM: i6. b. TO: Honorable Mayor and City Council APPROVED FROM: Alan Tandy, City Manager DEPARTMENT HEAD DATE: October 5, 2006 CITY ATTORNEY CITy MANAGER ~// SUBJECT: Report regarding Space Needs in the City RECOMMENDATION: Staff recommends referral to the Planning and Development Committee BACKGROUND: City Manager, Alan Tandy, will provide a report on the space needs in the City. October 18, 2006, 11:36AM S:V~,dmln Rpts~2006~Space Needs - Report - 102506.dot AT:al BAKERSFIELD OFFICE 'OF THE CITY MANAGER MEMORANDUM September 5, 2006 To: Alan Tandy, City Manager From: John W. Stinson,~'~A~sistant City Manager Subject: Space Needs Report'Summary Attached is a report regarding departmental space needs situation that was a product of the recent Department Head retreat. As the report points out in detail, many City departments are currently experiencing significant' space needs issues. These conditions result in the following: * Difficulty in servicing the public due to multiple separated locations. The public has.to travel (many times by car) to access various City services or get questions answered. Many times the public is confused or uncertain as to where certain City functions are located. Parking at some locations is limited. This is very inconvenient and results in poor customer service. · The decentralized, department locations require travel by employees to attend meetings and conduct day to day operations. This is Inefficient 'and wastes both time and money (particularly with the current cost of fuel). Interdepartmental communications are difficult to maintain due to separated locations. Mail and documents must be shuttled by car between locations for processing. · A lack of functional and adequate work spaces for emplOyees. Many are extremely small and in some cases a space intended for one worker is shared by two or more. This affects worker morale, productivity and efficiency. · There is a 'lack of meeting space to 'meet.with the public, conduct employee interviews and testing. Meeting moms have had to be converted into office or storage space. This affects customer service, employee and customer privacy and does not reflect a professional worksite. · A lack of adequate storage space for equipment and files. This results in a lack of productivity due to difficulty seamhing for records, poor security of equipment and records, and crowded workspaces and hallways which cause potential safety hazards. S:~JO~TPRO$\Space needs summary, doc BAKERSFIELD OFFICE OF THE CITY MANAGER MEMORANDUM September 5, 2006 To: Alan Tandy, City_Manager . // From: jOhn W. stinso~, ~siStant City Manager Subject: Space Needs At our recent. Department Head retreat you requested that departments provide information regarding their current space needs situation and how it* is adversely affecting their operations. Due to the recent restoration of positions and addition of new positions in this years budget due to community growth, many departments are experiencing difficulties due to a lack of space for offices,, meetings, storage and adequate space~.to interact with the public. Following is a summary of space issues for various departments and their concerns. Information Technology Information Technology (IT) has a current complement of thirty full time staff and normally supplements their staff with several interns. Space limitations have negatively impacted their ability to meet the needs of City departments. Some examples of problems encountered include the following: The computer technicians are located in the basement of City Hall in small offices reqUiring them to occasionally use hallway space to work on equipment, laying parts out on the floor as.they disassemble pdntsrs for repair. Much of. the .City's computer hardware is also located in the basement which is not the beSt location ifthere we were to experience a flood or other natural disaster that limited access to that space or damaged this important equipment. There is .inadequate space available for imaging computers and preparing equipment for delivery to departments. This results in longer set up times for equipment. New equipment and inventory is often stored in unlocked, publicly accessible hallways in the basement of City Hall due to a lack of appropriate storage space. This has resulted in the theft of city equipment before it can be installed. Transients who have strayed in to the building undetected have been found sleeping amongst expensive computer equipment on cold nights. There are inadequate meeting room facilities for often require IT meetings to occur in other department meeting rooms. Information Technology is currently split into 2 separate buildings. This requires frequent trips from one building to another for work on common tasks and fOsters a feeling of separation in the division. IT staff spends considerable travel time between their current location and the 900 Truxtun facilities. If those offices were moved closer to IT, it would result in faster response to computer problems in those departments. ,Human Reaourcea Due to. space constraints.in Human Resources one of the Supervisors has to be located down the hall in an office completely separated from the rest of the Human Resources staff. This creates problems with communication and the ability to regularly interact with others in the office. There are four Human Resource Analysts who currently share two offices. Confidential investigations and meetings with applicants by these analysts must be conducted somewhere else. It is 'extremely distracting and difficult to have two phone simultaneous phone conversations in one office. The front reception area is too crowded allowing for limited egress. Due to a lack of adjacent storage space there are boxes for storage in public view. This creates a poor first impression for applicants. The existing applicant waiting room is so small it is claustrophobic. Applicants have asked if they can wait in hall. 'There are not enough rooms to conduct interviews within the Human Resources offices. Remote rooms have to be used with Analysts running back and forth, which is inefficient and wastes time. Due to a lack of storage space We must store equipment/files in the testing room where we conduct interviews. This creates a poor first impression for job applicants when they are interviewed in a room filled with boxes, file cabinets, etc. Also, staff access to files and benefits information is limited if an oral board is in session. The testing room is too small to conduct written exams, large orientations, or Insurance Committee meetings. These must be administered off-site. The internal corridors in our offices are .cramped with printers, file cabinets and bookcases. The file room is too small and squeezed into the supply room. With increased recruitments, there is inadequate space to stage/store exams, 6tc. Storage overflow goes to archives located in the Public Works building basement which is at capacity. It is difficult to access, and there are too many boxes from multiple departments who share this space. There are difficulties in scheduling meetings with remote departments such as Recreation and Parks that regularly work with Human Resources .regarding the hiring large numbers of temporary and seasonal employees. Due to space limitation the hallway outside the Human Resources offices is being utilized as a reception area. Job Flyers are posted there and there is limited counter space for applicant to fill out applications or discuss job openings with Human Resources staff. Individuals waiting to be interviewed often have to wait for their interviews in this same area due to a lack of space. There is a definite lack of privacy afforded those who are applying for or interviewing for job due to this arrangement. There is currently no Human Resources training room. Human Resources related training has to be conducted at other locations off-site such as the Convention Center where rooms sometimes are not available when needed for testing or training. Risk Manaflement Risk Management current is sharing space in the City Attorneys office. Due to the configuration and available office space, some staff is at one end of the Attorney's office suite and some ere at the other end of the suite making communication vary difficult. The Risk Manager is currently located in an office in the City Manager's office due to a lack of available space within the Attorney's Office. This makes supervision of staff difficult and requires the Risk Manager and staff to leave their offices on a regular basis to communicate and process documents. A second floor conference/training room is currently being converted to offices for the four Risk Management employees so they will be in one location. This will eliminate space for training, employee interviews by Human Resources, and meeting space all of which is badly needed. Like many other offices at City Hall the hallway will be have to be utilized as a reception, area for those purchasing event insurance or individuals conducting business with Risk Management. City Attomey Currently, the City Attorney's Office has a total of seven attorneys with riva offices. Therefore, two offices hold four attomeys. In terms of staff, the Attorney's Office is in the process of hiring a legal secretary which will bring the staff level to a total of five. It is hoped that the current re-modeling will accommodate the staff totals for the next two years. Long term planning should include the prospect of at least ten attorneys (based on what existed in previous years), and, depending on how the attorneys are utilized (i.e. litigation vs. municipal vs. community prosecutors) a support staff of approximately eight, plus sufficient room for files, copiers, and conference rooms. Finance The Finance department is made up of four divisions; Accounting, Purchasing, Treasury and Property management. Over the years, as citywide staffing space needs have continued to strain available resources, the department has been sliced and diced into pieces, spread over several buildings and have been shuffled around on more than one occasion. The Treasury division was purposefully moved to Development Services to provide "one stop shopping" for the development community, which is fine, but it does present weakly challenges in processing of accounts receivables and payroll. The Purchasing division has been relocated three or four times during the last ten or twelve years, which has tested their flexibility and resilience levels. This has created difficulties for those who submit bids, plans and specifications for City projects. Generally, they come to the Finance department offices and have to be redirected to another location on a separate floor. There have been instances where vendors have.had difficulty finding the Purchasing division in sufficient time to meet submittal deadlines. Property Management has been relocated twice during the same time frame. A consolidated location for the department would go a long way towards improving operational efficiencies for the City and providing for a 'stable" work environment for both the employees and the public who utilize our services. While we understand that the Treasury division' needs to stay attached to the Building department, if the other divisions could be housed together in one location we could share clerical staff duties, encourage additional cross training, and improve the effectiveness of document processing and staff supervision. Police The Police department does not .currently have any pressing space needs concerning the FY 2006/2007. However, based on hiring of staff and growth of the City we will have to look at substation or satellite stations in various parts of Bakersfield. In 2004, the West Side Substation was completed; as of August of 2006 that station cannot handle any additional personnel. The department conducted a geographic based station study in 2000. Based on that particular study it was suggested there would be a need for a satellite station in northeast Bakersfield in the area of Paladino and Morning Drive. A south Bakersfield full service substation, larger than the west side facility, will be needed for' pending growth in south Bakersfield. With the addition of these two facilities, we should be able to accommodate growth of the department over the next three to five years. Fire The Fire department currently is developing plans for future fire stations which will be provided separately for review. There is a current concern regarding space for Fire Safety Services personnel. Arson personnel are currently being relocated from 900 Truxtun to space at Fire Station #1. There are currently about twelve remaining staff in Environmental Services at 900 Truxtun. This staff has interaction with the' publicfor development and environmental regulatory matters. The location of the Environmental Services staff at this separate location has caused some difficulties due to the need to communicate with Planning department staff. The Fire Plan Checker needs to meet and communicate with Planning staff on a regular basis. Being located in a separate building makes regular communication difficult. Additionally, developers who need to have fire safety issues addressed in addition to Planning or Building issues have to go to two separate locations to seek approvals. A location nearer to the development services building could improve this situation. Public Works The Public Works Annex building includes the Construction Division in the basement, the Traffic and Subdivision Sections on the first floor, and Design Engineering and Administration on the second floor. The number of regular employees for these Sections total 7'1. In addition, several temporary employees also work in the Annex building~ We have literally run out of space to add any future employees which will undoubtedly be needed in the near future to address growth in the community. Without increasing staff in the future, the public would not be able to obtain the service level they should receive from uS. Following are 'examples of space need problems in the Annex building. As noted earlier, the first floor of the Public Works Annex building includes both the Subdivision and Traffic Sections. The first floor has a substantial number of walk-in customers each day, at all times of the day. The Subdivisions Section currently has 17 positions. We have constructed as many work areas as possible for the employees by using partitions. These work areas are rather small. In addition, one office has been sectioned off into 3 work small work areas. "Creating" additional work space for new positions will prove to be a challenge since there is simply no more room to expand and section off. This will impact service levels to the development community and the general public because if we are unable to increase staffing due to space limitations, the customer will have to wait longer for assistance. Customer counter traffic has increased by a tremendous amount when the permit issuance function was transferred to Public Works from Building. The front counter area is not always large enough to comfortably handle the public traffic. Storage is also an issue for this Division because of the tremendous amount of paperwork involved with the myriad of tasks performed by staff. Boxes are piled upon boxes which makes retrieval of documents difficult and Inefficient. The Traffic DiviSion is in the same situation with its 9 positions. We are at capacity at this time with no more available space for Traffic to expand. This presents a near future problem in that we will need to add another technician for signal timing and operations and another'technician to do traffic counts and speed surveys. The additional positions are needed to address growth in our infrastructure in addition to preserving it. As with Subdivisions, creating space for these future technicians and their equipment will prove to be a hardship. The Construction Division, which includes 22 employees, is located, in the basement of the Annex building. The basement is not the most ideal work environment for our employees. We would prefer to use the basement both as a meeting room and as a records retention room. Work areas for the inspectors have been created with the use of partitions. The work areas are small. Although the inspectors are out in the field for most of the day, they are required to come into the office to complete paperWork for their projects. We ara now maximized with the amount of work areas wa can create. We will undoubtedly need more positions in the future to address growth. In addition, this Division has encountered problems with storage issues. The volume of paperwork and plans associated with both tract inspections and CIP delivery has necessitated the need for haphazard filing. Storage boxes can be found in the hallways, in addition to towering stacks of boxes and paperwork. The second floor, which includes Design and Administration, Includes 23 employees. The current year budget for Design included 2 new engineering positions. There is currently no room for the positions so again we are going to use partitions to section off a little of the remaining available space for the 2 new positions. We even have employee work stations in the hallway due to lack of space. Overall, we are at capacity in the Annex building. We simply cannot add more employees without increasing space. Without adding employees in the near future, wa will not be able to provide acceptable and efficient service to the public. Several existing employees already work in less than optimal work areas (for example sharing an office, small work areas, working in the basement and hallways). These conditions do impact the morale of our employees who work so hard to provide service to the community. Development Services Occupancy of the Development Services building was accomplished with minimal alteration to the building's existing office space layout. The building was formerly used as a Bank. Subsequently our space needs have changed along with changes in service demands and an increase in the number of staff housed within the building. Recently the Fire Department Arson and Environmental services staff which was located on the third floor had to be relocated to leased space on Truxtun Avenue to accommodate Development Services increasing space needs. This has resulted in some developers having to visit two separate locations regarding permit issues involving the Fire Department, and three different buildings if they have Public Works issues. This is not conducive to good customer service. The current layout will not accommodate existing and Immediate plans to add staff to the building and planning divisions. The current remodeling plan will only accommodate immediate needs. Going forward, other options will need to be pursued. Other options being considered include, adding a second floor over the existing bank lobby area, converting the rooftop perking to office spece and the use of modular buildings as satellite offices for certain building inspection services. Economic and Community Development The daily functions' of the Economic and Community Development Department frequently require services from offices and City operations located at City Hall and Development Services. We routinely interact with the City Manager, City Attorney and City Clerk's offices and regularly attend meetings and transport documents for review and processing. Being physically closer to.City Hall would enable our department to interact with businesses and govemment offices located in the downtown core. This would also cut down on the number of tdps to City Hall, etc. Frequently, 'People are directed to our office from Development Services to discuss potential projects. Once here they realize there are no related services available at this location which is frustrating to them and is not consistent with our Team Bakersfield approach to customer service. The general public is sometimes confused as to why we are located in a building that does not seem to identify its function as a government building (since a restaurant and other private businesses are also located there). Therefore, it is sometimes challenging for potential clients and the public requiring our services to find ED/CD. Parks and Recreation The Recreation & Parks Department was first located at the CorporatiOn Yard. Since February 2003;-.the main office has been located at 900 Truxtun Avenue, across from the Holiday Inn Select. The distance from City Hall has continuously created issues: Limited parking, traffic, and maneuvering downtown create difficulties for staff to get to Treasury and City Hall. Recreation and Parks staff has daily meetings and deliveries at City Hall. This includes the Director, Assistant Director, supervisors, park planning staff, and front desk staff. Administrative Reports, agreements, etc. must be signed by. City · Attorney, Risk and then to the City Clerk's office. In addition, once signatures are obtained, copies must be made which creates problems for staff. Alcohol and sound permits are processed by the Police Department which requires a staff person from the main office to pick them up and deliver them. Currently, a Park Supervisor from the Corporation Yard handles this task.~ A mail run for Recreation & Parks, Economic and community Development, and Fire Prevention located at 900 Truxtun Avenue is done daily. This takes front desk staff away from assisting customers and answering phones for at least one hour every day. About one half of the time is spent checking with the other departments and traveling from City Hall to Treasury and sometimes the Corp Yard. Pick-up and deliveries of various documents are made (signed memorandums and information requested by the City Manager and other departments) as well as pick up and delivery of the daily mail. Additional 'time out of the office is needed to account for travel to other department locations. There are also additional mileage reimbursement costa for travel to other departments and City Hall when Personal vehicles must be used for these triPs. The additional travel to and from City Hall also increases the wear and tear on vehicles and fuel costs. The Department has many potential' job applicanta who come to the office believing they can leave their application with us. They are not happy when we have to send them to the Human Resources division at City Hall to submit their applications for employment. When there are 'computer problems staff will call Information Technology for assistance. If they are unable to solve the problem 'over the phone on remotely by computer staff must wait for their staff to drive to our offices to look at the problem and depending on .the circumstances they may have to go back to their offices to get the required equiPment if it must be replaced or taken in for repairs. This can take a considerable amount of time which disrupts our ability to provide services. Park Satellite Yards Currently we have 101 regular park employees and 35 temps working .out of the City Corp yard. The ever expanding growth of our City in all directions along with the daily installation of new street and median landscape areas is a deep concern of how we are going to maintain our current maintenance operation efficiently. The 'Corp yard is getting crowded with more city and personal vehicles, city equipment, etc. as we add more City employees. As this happens, inefficiencies continue to compound themselves. In many instances, our crews are. traveling 20-30 minutes from the Corp yard to their assignment areas to the east, the west, south and southwest. That's at least sixty (60) minutes a day in travel time for one (1) employee. For example, we have fifty. (50) staff employees traveling sixty (60) minutes a day at $12.00 per hour per employee. That is $600 a day just for riding in a vehicle to start or end the work day. This does not include the fuel costs, wear and tear on the vehicles. Vehicles need to be. replaced more often due to extended daily use. A possible solution to this inefficiency is the establishment of satellite yards in the southwest at Wastewater Plant tY2 and another at the Old Landfill (Columbus/Panorama). A building with restrooms, water, power, parking area, fencing, fuel tank, equipment storage, and other items would have to be addressed. One time costs for construction would offset the rising costs of lost work time and fuel costa due to excessive travel demands to and from the Corp Yard. The increased travel time to the east and the southwest also means that there is not enough time to get the work done in a normal work week. This translates to more overtime, and again, more travel time to the worksites from the corporation yard just to keep the weeds and grass under control. Having at least two more locations would increase efficiencies daily, and reduce daily costs. B A K]/ R $ F I E L D OFFICE OF THE CITY MANAGER MEMORANDUM September 27, 2006 TO: Honorable Mayor and City Council FROM: Alan Tandy, City Manager/7/"'/ -. ~ SUBJECT: Space Needs The 'City 'Hall' we currently occupy: Was Opened in 1954.When the P°Pulation Of the City of Bakersfield. was aPproximately 49,000. Since that.time, we have den ~ith the sPace needs of . a growing community bY adding off-site'offices for Police.,. water,. Development. Services, and rental space at' 900 TrUXtun where Recreation and Pa.rks~ Fire. PreventiOn, and EDCD: are IOcatidi 'MoSt.~ntly,'. we added rental .space at the Borton-Petrin!bUilding, where. Part of. !nf0 .rm. ation Technology· and the. Thomas Road. Improvement program..~ff are.located:... With the population bOom of the last' several years.and the correspond!ng grOwth of staff, we 'find .ourselveS: Out. of: spaCe again in neariy all-0i3erationalareas;..::A continuati0n: of the '.past process of .adding!locationS makes it' more difficult,for' citizens to ~a~ss:serViceS. and': ~ates 'inefficiencies in.the'wa~'~lepartments .ihterface'with one another0n a daY:to-day basis; ' A report On specific Organizational' space issues that Was prepared' in early September is enclosed. .- .. . - .... ' - ....... - .~ ~ · "-" ' The. issue of'space, and.'what, to do' abOut it, was StUdled.cotnprehenSiVely.bY th® Planning:and. Developmbnt commiffee in the April,. 2002 to APril, 2003 timeframe.· alte'~ativeS'..'iwas':i.'.StUdled,' including, a :CMc Center ...on .... A:vew wide:::mnge., of. ............ · .'. city:..' and .pri~ly~0~ed -ii~creme~l, ,~lutio,s;.-'and the purchase: of existing" Pri~ely~ed:..: buildliigs,:.' am0~""0thiirs, "" " ::sf~te-.'.iflsca~ TIi~':~t~i:,bf.::~':Committee:.was 'sds~nded When the' . . CriSis hit~-.m~d.i~:-re~nue ~ms. :iby~ths:.$~te'~U:~ a ~do~s. izi~'tn..tl, ie citywo~. ~?w~ th~ .pa~ge0f fim'6;~'the :flnan(~.ia!;..cris!s: h~S"ended,, bUt'.the-', commU'nity is-growing' at:"re~=0rd levels,! 'and' the' buiidings: 'ownedbythe:.Clty'are:iiterally'bUlging at the seams,. ' ' :' ."" ".' :' '"" '-:::"':".' ! ".' :~::"..,:'.-.. :.':,~; .~:!.*. .... · . . . . .. ..... :...:.......- ... : :: . While the susPe..r!sionof the sPace review:resulted in n0-f°rmal action bY thecomrnittee-'°r codncil,· .the ~::bal6nce :'..of what:. COUld. reasonabi~.' be .' afforded:, and ~at.. %ldtions' ~,-w0rk.: "mOSt effe~ely~ .~:s:!.:~ea~" from'." the. Studies '. that ~re cOnd[icted.":"i :COmplete .:.~o'n.~i!dafion ,~)f'. c'itY spai~e, in. ~ CMc"Centei~ WOUld'.run i Weli'0ver $100 ::milli0n.''' Fur~ei. 'di~iirsifi~tion" 0f .work 'uhitS into"m°re' rental Space.confuses.'citizens as to whereto go, and makes it. lesj efficient for '~ to COordinate service delivery. In the opinion of staff, pUroha~':of, a building, therefore,' was the direction that. Seems to make the most sense, bOth eConomically .and fr0n~ a service efficiency standpoint. Honorable Mayor and City Council September 27, 2OO6 Page 2 New Information Office space availability at suitable locations has 'dried up' over .the last several years, and it appears that few realistic options ars Mill available. We have recently been advised, however, that the Borton'petrini building is available for-sale to the City at a cost of $9.5 million. The Borton-Petrini building is'the best available space solution for us because: 1. The City and our TRIP contractor already occupy almoSt 1~ floors of the five-story structure. 2. .The~ unique proximity.Of the building to City Hall, Publlc Works, DevelOpment Services, and Police proVides the most efficient location of workspace. 3. Leasing space at Borton-Petrini and g00 TruXtun represents an annual drain on the General Fund:, Which ImpaCts 'public Safety, Streets, and 'related. services. 'Acquisition of this.'s~ckire. WOuld be. paid'from, the FacilitY 'Reserve FUnd: Annual oPerating costs in the.General'.Fund for 'space woUld actually decrease by $280,000 per year once the move.is'cemPlete and would mom than cover.bUilding operating costs, 4.'~'. :::' .",~r time,: as space would become 'available at Borton-Petrini, EDCD, Fire PreventiOn, .and Recreation'and parks '.would be'brought into.the existing 'City Halior Bortompetrini - Iocationi*.thUS alloWing for more efficient and convenient provision of services, .5. "' The'Bort0n'pet/ini*pmperty has parking~ which'iS badly needed. 6. ~':structu?'is With!n easy'walking distance of the:CitY parking garage at 18~h!and' Eye Streets: '.When Park!hg iS in Short' SupPly, emplOyees can park at that 'locatiOn. 7. ~m.is. mom' On: the property fOr a parallel, or matching tower at a .tim® in the .future ' 'When ~he.'need 'for.it:exists. pUrchase Of.the existing building may be a 7 ~ 'i0 year ~1~n for.. jpace needs~... :. Land .for.the additional'tower'affords the opportunity for the next:'1.01 - 20'years' beyond' that. · . . :' . ~ : '..~ ',....~ . ~: . . ... :. :..nd 5°,°0o: net : ' · p~a~ :the "b~ilding 'Is-!ess' 'than: $175'iper:-:sclUare .fooL?.: compemtive!y,:...new:'spa..~ce. · ~ld .".'cb~ "Over· $300:1 ~rsquare ' foot,' plus 'i'millions"of:' d011ars.'f0r :..a' :: Suitable' lot~ .. In - additi6n, .~them''. iS: .'-no :: ~.ropedY.:. as.':Cl0s~.: it0. C~ :Hall;' .. 'PUblic ..WO~.;': Development S~s,"and pOliCe; 'staff believes new. COnstmctionwith: I°t'acquiSiti°n woUld -~n in · the Vicinity 10f $1'8 milliOn to .$20 milli°n.' prope.: .t p. u =r po,r "mo.'i.' ' ' Spac, b"n~di'::bxist in the'$~'rt'-terrfi~: as ~!I' aSl;'10ng-term: ·"This· addresses both." .The bala.nce.:ava.!jable.in'th® Facility Reserve Fund.and from year-end cash is adequate to m'~t the pu~ase price? The FUnd exi~tsi"and. We have been Saving~for years tO.meet 'needs. Of this eXact. type. Alternates' available am almost-non'existent at suitable locations becaUse.of the vibrant economy. Honorable Mayor and City Council ., September 27, 2006 10. Appendix A depicts the overall financial cimumstance surrounding, the purchase and lease revenue that the City now pays, as well as that which we WOuld receive for a time if we pumhased the Borton-Petrini building with their current tenants. During the transition period, the City would racelye lease revenues from the' other tenants that currently occupy.the Borton-Petrini building. The combined monthly lease revenues of the University of LaVeme, ComeretOne Engineering~ Parsons Engineering~ and Borton-Petrini LaW Offices are approximately $62,850 per .month, or 'about $?50,000 per year:' TheSe monies .could be used to reduce the ovemli Impact of the CitY .purChase: Please note. phasing into the building may take' Several years, as leases to private sector entities mUst be respected, .'Staff is in 'the process of developing a phasing plan, Attached You Will find a detailing by department of our sPace.needs and problems. Recommendation It' is UnuSUal. to sUddenly",pick up,' work that had been dropped in 2003 on fairlY short notice; The availability of the building 'is'an opportunity that' Was unexpected. Staff intends to make a presentation to the City Council 'at the October'25"~ 'meeting on this 'subject. After.that, it is stafl, S requeSt'that You refer the matter to the Planning. and Development Committee for'revlewand that the acquisition be given serious. C0nsideration. City of Bakersfield Summary of Le~se Arrangements at Borton Petrini Building ~t 1600 Truxtun Avenue La Merile Univemity 10,000 $ 14,872 July 31, 2007 Third Floor City of Bllkemlleld - IT 8,000 $ 8,375 Der.. 31, 2008 City i TRIP staff $,000 $ ·8,375 Dec. 31, 2008 Cornerstone Engineering 6,000 $ 9,023 Nov. 30, 2008 Pamonl Engineering 4,000 $ 5,640 MW 31, 2011 Second Floor ~nd Filth Floor B°rt~ F'at~tni 20,000 n/- n/. · Monthly lesse payment, have escel~fon cl. use. ~ very for each agreement' Note: Operating and Maintenance costs (O & M) for Ihe entire hub:ling are e~imated at $400,000 per ye~. P:Wllec Analysis1~t space needs info june 2006.xlspetrini bldg lease info 8/29/20069:17 AM of aakersflek:f Estimated.. Cash Flow Regarding Exisling Lease Payments aorton Petrini Building at 1800 Truxtun Avenue and the Carrosella Building at 900 Truxtun Avenue ~ Fund Leaae Pa~jmeM~ CDBG TRIP I TDF Subl~al IT Stllff PaH~ I Re= Fire Inq~eclom (~eneral ED I CD TRIP ~ 1600 Truxtun .~ 900 Tmxtun ~ Ii00 Trmdun Fund ~ 900 Truxlun ~ 1600 Truxtun Jan-07 8,375.00 8,300.00 6,700.00 23,375~00 10,000.00 8,375.00 Feb.07 8,375.00 8,300.00 6,700.00 23,$75.00 i 0,000.00 8,375.00 Mar-07 8,375.00 8,300.00 6,700.00 ?.3,375.00 10,000.00 8,375.00 Apr-07 8,375.00 8,300.00 6,700.00 23,375.00 10,000.00 8,375.00 May-07 8,375.00 8,300.00 6,700.00 23,375.00 10,000.00 8,375.00 Jura07 8,375.00 8,300.00 6,700.00 ' 23,375.00 10,000.00 8,375.00 Jul.07 8,375.00 8,300.00 6,700.00 23,375.00 10,000.00 8,375.00 Aug-07 8,375.00 8,300.00 6,700.00 23,375.00 10,000.00 8,375.00 Sep. O7 8,800.00 8,300.00 6,700.00 23,800.00 10,000,00 8,800.00 Oct-07 8,800,00 8,300.00 6,700.00' 23,800.00 10,000.00 8,800.00 Nov-07 8,800.00 8,300.00 6,700.00. 23,800.00 10,000.00 8,800.00 Dec-07 8,800.00 8,300.00 6,700.00 23,800.00 10,000.00 8,800.00 Jan-08 8,800.00 8,300.00 6,700.00 ~. 23,800.00 10,000.00 8,800.00 Feb-08 8,800.00 8,715.00 ® 7,035.00 e 24,550.00 · 10,500.00 · 8,800.00 Mar-08 8,800.00 8,715.00 · 7,035.00 · 24,550.00 · 10,500.00 'e 8,800.00 Apr-08 8,800.00 8,715.00 · 7,035.00 · 24,550.00 · 10,500.00 · 8,800.00 MAY-08 8,800.00 8,715.00 · 7,035.00' e '24,550.00 · 10,500.00 · 8,800.00 Jun-08 8,800.00 8,715.00 · 7,035.00 · 24,550.00 10,500.00 · 8,800.00 e Jul-08 8,800.00 8,715.00 · 7,035.00 · 24,550.00 · 10,500.00 · 8,800.00 Aug-08 8,800.00 8,715.00 · 7,035.00 · 24,550.00 · 10,500.00 · 8,800.00 Sep-08 9,240.00 · 8,715.00 · 7,035.00 · 24,990.00 · 10,500.00 · 9,240.00 Oct-08 9,240.00 · 8,715.00 · 7,035.00 · 24,990.00 · 10,500.00 · 9,240.00 Nov-08 9,240.00 · 8,715.00 · 7,035.00 · 24,990.00 · 10,500.00 · 9,240.00 Dec..08 9,240.00. e 8,715.00 · 7,035.00 · 24~990.00 · 10,500.00 · 9,240.00 , 577~810,00 2007 Annual ~ Fund Lease Paymenls 282,200.00 2008 Annual General Fund Lea~ Payments ,, · 295;610.00 The following documents pertain to the: PLANNING & DEVELOPMENT COMM. meeting of Tuesday, November 7, 2006 at 1:00 PM. B A K E R S F I E L D OFFICE OF THE CITY MANAGER MEMORANDUM November 6, 2006 TO: Planning and Development Committee ..,.~/ FROM: Alan Tandy, City Manager(~/4.~.--- SUBJECT: Additional Information on the Possible Purchase of the Borton, Petrini and Conron Building This information is intended to supplement the memo of November 2, 2006 which was included in your Committee packet. · What is the size of the property, both land and structure? 45,738 square feet, not including the alley; 55,000 gross square feet · How many parking spaces are there? 64 subterranean, 82 surface = 146 total · What is the purchase price to the City of Bakersfield? $9.5 million · What are the expenses regarding the purchase (Title Costs, Appraisal etc.) Normal Kern County split · What is the estimate of remodel expenses? This review is in process. Only one floor requires significant change, which would be done by City crews. Planning and Development Committee November 6, 2006 Page 2 · How about leasinq vs purchase? Leasing comes out of the General Fund, so the more we lease, the less we have for Police, Fire and related. Typically, when we have the capital to own, we do. We buy with one-time money to keep operating costs down in the General Fund. Please see the attached report showing how our General Fund condition improves by over $1.0 million the first two years after the purchase due to new lease revenue to us, and reduced lease costs we pay out. · What are the estimates of a build-to-suit new City Hall structure in one location? Sale of current buildinq etc.? $18 million - $20 million to replicate the space in the Borton-Petrini Building. Another $18 million plus "interim" lease and moving costs for this building and its associated space. $100 million plus for a consolidated Civic Center. · Is this a temporary fix or does this take care of our needs up to 20 years down the road? About 10+ years. The second tower- 20 years. The second tower would be, at today's cost, around $18 million, plus a parking garage, which would be about another $6 million. That is 10 or more years off. · What is staff's recommended time frame for brinqin.q this issue to a full Council vote? Staff would like to bring the issue to a close by the end of this calendar year. Please keep in mind that the lion's share of the work on this subject actually took place in 2003. Staff considers this to be a unique, one-time opportunity that can save a great deal of money in comparison to other alternates.