Fitchburg CM rfp_Complete Final.pdf

A

REQUEST FOR PROPOSAL (RFP)

FOR

PROFESSIONAL CONSTRUCTION MANAGEMENT SERVICES

FOR

CITY OF FITCHBURG CITY HALL CAMPUS RENOVATIONS

Issued By City of Fitchburg Public Works Department

July 8, 2026

For further information regarding this RFP, contact Paul Q. Woodard, P.E.

Senior Engineer at paul.woodard@fitchburgwi.gov

Proposals must be submitted by

11:00 a.m.

July 31, 2026

LATE PROPOSALS WILL NOT BE ACCEPTED

mailto:paul.woodard@fitchburgwi.gov i

TABLE OF CONTENTS

1.0 GENERALINFORMATION

1.1 Summary

1.2 Background/Project Description

1.3 Project Director

1.4 Scope of Project

1.5 Information Provided by City

1.6 Proposal Schedule

1.7 Clarification & Revisions

1.8 Lobbying .……………………………………………………………… 4

2.0 PREPARING AND SUBMITTING A PROPOSAL

2.1 General Information

2.2 Costs to Prepare RFP

2.3 Submitting the Proposal

2.4 Required Elements in Response

2.5 Oral Presentations

3.0 PROPOSAL SELECTION AND AWARD PROCESS

3.1 Selection Criteria

3.2 Right to Reject Proposals and Negotiate Contract Terms

4.0 CONTRACT ITEMS

4.1 Compensation for Services

APPENDICES

Appendix

Space Needs Analysis and Project Building Program (February 19, 2015) ................... A

June 26, 2026 - Design Report ..................................................................................... B

2026 Design Development Plans .……………………………………………………………C

City of Fitchburg Standard Agreement for Professional Services ................................. D

REQUEST FOR PROPOSALS FOR

PROFESSIONAL CONSTRUCTION MANAGEMENT SERVICES FOR

THE CITY HALL CAMPUS RENOVATIONS FOR THE

CITY OF FITCHBURG, WISCONSIN

1.0 General Information

1.1 Summary

The City of Fitchburg (2022 population: 33,000) is proposing to remodel City Hall and the Community Center after the Police Facility is occupied in early 2027. The City is requesting proposals, regarding this unique opportunity, from qualified firms to be part of a team to perform professional services for the City Hall Campus Renovations. Services shall generally include performing Construction Management services related to the renovations.

1.2 Background

In 2014 the City retained Dimension IV to perform a space needs analysis and project building program for the City’s Civic Center Campus. As a result of this study, the City is building a Police Services Facility at the intersection of Lacy Road and Research Park Drive. This project is anticipated to be completed in early 2027. The space currently occupied by the Police Department in City Hall will be available to address the space needs of the remaining departments in City Hall and the Senior Center and Recreation Department housed in the Community Center. In June of 2025, O’Kroley 646 Design LLC was retained to update the space needs. Based on the updated space needs, O’Kroley 646 Design LLC was retained in March 2026 to provide construction plans and documents for the project. Design is expected to be completed by the end of 2026. The City will not pursue LEED certification but will have a commissioning agent.

1.3 Project Director/Engineer

Paul Q. Woodard, City of Fitchburg Senior Engineer will be responsible for providing overall direction for this project.

Paul Q. Woodard, P.E.

Fitchburg City Hall 5520 Lacy Road Fitchburg, WI 53711 Tele: (608)270-4267

Email: paul.woodard@fitchburgwi.gov

1.4 Scope of Project

The Scope of the Construction Manager’s basic services will be as follows:

Phase I – Pre-Construction Phase

a. Work with O’Kroley 646 Design LLC to prepare construction plans for the Project;

b. The Construction Manager shall review the schedule and construction budget furnished by the Owner to ascertain the requirements of the Project and shall arrive at a mutual understanding of these requirements with the Owner. The selected Construction Manager, and their consultants as applicable, shall meet with the Owner, Architect and Project Engineer as required to confirm the prepared program information (preliminary plans and cost estimates), and to establish the intended uses, and to develop the desired program and features for the facility, and methods of Project delivery. The Construction Manager shall provide to the Owner cost and performance evaluations of alternative materials and systems. Working with the architect and the City, Construction Manager shall assist in developing a project budget for construction cost, data-communication systems, miscellaneous expenses (testing, survey, etc.), furnishings, contingency, and equipment.

Construction Manager shall attend design meetings every two to three weeks.

c. Construction Manager shall revise and update construction cost estimates with increasing detail and refinement. One estimate shall be provided during the design process when plans are 90% complete. The Construction Manager will advise the Owner, Architect and City Engineer if it appears the construction cost may exceed its portion of the approved project budget and make recommendations for corrective action. The Construction Manager shall consult with the Owner, Architect, and City Engineer regarding the construction documents and make recommendations whenever design details adversely affect constructability, cost, or schedules.

d. The Construction Manager shall prepare and periodically update a project schedule for the design team’s review and the Owner’s acceptance.

e. The Construction Manager will follow State and City of Fitchburg public bidding procedures and policies.

f. Performance and payment bonds will be required for all contracts.

Neither the Construction Manager nor their firm nor other business in which they may hold an interest may submit bids on any contracts for the Project. If the bid prices exceed budget amounts, the Construction Manager and the project design team and owner will select alternate bid items or redesign the buildings and improvements to bring the bid prices for the Project to within budget. The City will not provide additional compensation to the Construction Manger for this effort.

g. O’Kroley 646 Design LLC and the Project Engineer shall be responsible for obtaining approvals of building plans and site improvements from appropriate City bodies.

Phase II - Construction Phase – Administration of the Construction Contract

The Scope of the Construction Manager’s basic services will be outlined below.

a. The Construction Manager shall provide administration of the construction contracts in cooperation with the O’Kroley 646 Design LLC and City Engineer, and provide cost and schedule updates and forecasts to the Owner, Architect, and Project Engineer. Schedule updates and forecasts shall be updated with each estimate.

b. The Construction Manager shall ensure that the Contractor complies with all inspection requirements of the building code.

Construction Manager shall be responsible for the inspections.

c. The Construction Manager shall provide a Resident Project representative for observation during construction to ensure that all work is completed in conformance with specifications, drawings, addendums, shop drawings/submittals, RFIs, field orders and change orders.

d. The Construction Manager provide contract administration services including holding the preconstruction conference and generate/distribute minutes; review contractor’s schedule of values, schedule, shop drawing submittals, requests for information, ASIs, change orders, pay requests, performance reports, and operations and maintenance manuals; manage and coordinate owner provided materials and other services (appliances, furniture, etc.);

hold bi-weekly progress meetings and draft/distribute minutes;

attend prep meetings and review drawings/specifications.

e. The Construction Manager shall develop and implement procedures for the review and processing of applications for payment from the Contractors. The Construction Manager will review those payment applications with the Owner or Owner’s representative.

f. The Construction Manager shall coordinate, consult, and work with the Architect and Project Engineer for the respective Project improvements and facilities.

g. The Construction Manager shall coordinate and participate in project closeout including startup and training for systems.

h. The Construction Manager shall generate punch lists (initial and warranty) and substantial completion certification. Work with Contractor and verify all items are complete.

1.5 Information Provided by City

The City has made available the following documents included as an appendix to this RFP:

• Space Needs Analysis and Project Building Program (February 19, 2015)

• 2026 Design Development Plans

• June 26, 2026 Design Report prepared by O’Kroley 646 Design LLC

1.6 Proposal Schedule

July 8, 2026 RFP document made available.

July 31, 2026 To be considered for this work, please submit a written response to this proposal to the Project Director noted in section 3 by 11:00 am on July 24, 2026. Proposals received before the submittal date will be securely kept, unopened. Proposals must be sent to the Project Director.

August 10, 2026 Week of possible interview date.

August 10, 2026 Proceed with negotiating scope of work with selected firm.

1.7 Clarification & Revisions

Any questions concerning the RFP should be directed to Paul Q. Woodard, P.E., Project Director in written form via e-mail at paul.woodard@fitchburgwi.gov. All questions should be submitted by July 24, 2026. Reponses to all questions and any revisions/amendments and/or supplements to the RFP will be provided to all recipients of this RFP by e-mail and placed on the City web site by July 21, 2026.

1.8 Lobbying

Vendor’s are requested not to contact the City Alderpersons, Mayor, other elected officials and the review committee during the RFP process. Any lobbying by vendors during the RFP process will result in disqualification from the project.

2.0 Preparing and Submitting a Proposal

2.1 General Information

The evaluation and selection of a consultant and the contract will be based on the information submitted in the vendor's proposal plus references and any required oral presentations. A response may be rejected if it fails to meet each of the requirements of the RFP.

mailto:paul.woodard@fitchburgwi.gov

Elaborate proposals (e.g. expensive artwork) beyond that sufficient to present a complete and effective proposal, are not necessary or desired.

2.2 Costs to Prepare RFP

The City of Fitchburg is not liable for any cost incurred by proposers in replying to this RFP or in the proposer attending an interview session.

2.3 Submitting the Proposal

The proposal shall be divided into two separate volumes and provided in the number of copies specified below. Vendors are hereby notified that the content of electronic copies of the proposal must be identical to the hard copy proposal submitted in response to this RFP. The City of Fitchburg is not responsible for identifying inconsistencies between the two and may rely on either version at its discretion. Each hard-copy volume must be submitted in a separate documentation with the identification of the Offeror and Volume number. Hard-copy of each volume may also be submitted unbound - rubber-band or binder clip separation acceptable; no spiral binding.

Volume Title Hard Copies Electronic

I Technical Original + 10copies 1

II Cost Original + 4 copies 1

2.3.1 Proposal Formatting and Layout, including Page Limitation –

The Offeror’s technical proposal is limited to 25 to 30 pages.

Exceptions to the Page Limit: proposal cover-page, table of contents, and any section title page which does not include any other proposal information. Any pages in excess of the limit, and not included within the exceptions as noted, will be expunged from the end of the proposal and will not be considered in the technical review. Font size for the main text of the proposal shall be no smaller than 10 point (smaller fonts are acceptable for graphics, figures, tables, footnotes and legends). The technical proposal should be printed double-sided with each side counting individually towards the limit specified. Type spacing should be no more than 15 characters per inch. Within a vertical inch, there must be no more than six lines of text. Print margins must be at least one inch on each edge of the paper. Print setup should be single-sided on standard letter size paper (8.5 x 11") in the U.S.

2.3.2 Mailing Address for Proposals:

Hardcopies to:

Paul Q. Woodard, P.E. .

Fitchburg City Hall 5520 Lacy Road Fitchburg, WI 53711 Tele: (608)270-4267

E-mail electronic copies to: paul.woodard@fitchburgwi.gov

For a proposal to be considered, the City of Fitchburg must receive the proposal by 11:00 AM on Friday, July 31, 2026.

2.4 Required Elements in Response

Vendors responding to this request shall provide the following information in their RFP response in the order listed herein.

2.4.1 Cover letter - The letter should be addressed to the Project Director at the address noted in Section 1.3 and must contain, at a minimum, the following information limited to one page:

- Statement of interest

- Certification that the information and data submitted is true and complete to the best knowledge of the individual signing the letter.

- The name, address, telephone number, fax number, and e-mail of the individual to contact regarding the submittal.

- The letter shall be signed by an authorized principal or partner of the firm.

- Capability of your firm or team to provide the required service for project as outlined in Section 1.4

2.4.2 A description of the qualifications, experience, organizations and resources of the firm limited to two pages.

2.4.3 Indicate what percentage of projects you do on the following basis:

a. Construction Management

b. Lump sum general contract – design/bid/build

c. Design/build

2.4.4 Description of your approach to a Construction

Manager/Owner/Architect/Engineer Team and your relationship to each team member services.

2.4.5 Briefly describe how your firm performs the following services:

a. Cost estimating

b. Cost control

c. Quality control

d. Drawing and specification review

e. Scheduling in preconstruction and construction phases

f. Sustainable construction practices

2.4.6 Description of your firm’s communication and Information Management capabilities as they relate specifically to reporting to the City.

a. Please provide an example of how your firm develops and issues periodic progress reports that describe key events, changes and performance relative to schedule and budget.

b. Please provide examples of how your firm tracks, monitors and replies to requests for:

1.project information 2.value engineering decisions

3. design change decisions.

Please differentiate when communication is documented (email) or delivered verbally (telephone or face to face meeting.)

c. Please explain how your firm provides periodic updates to construction schedules identifying critical path analysis, milestones, project requirements, approvals, and start and finish dates for all major activities.

2.4.7 Your firm’s approach to integrated project delivery (IPD) and the use of Building Information Modeling (BIM).

2.4.8 List all pending or past legal actions (lawsuits, claims or liens) mediations or arbitration proceedings your firm has been involved in during the past five (5) years involving an Owner or Contractor. Include plaintiff, defendant and status of suit.

2.4.10 Experience with municipal facility projects. Include LEED Certified, Net-Zero, or other sustainable design features. Please submit a detailed description (including photographs if possible) of the three most recently completed or under construction, municipal facility projects, including the following information:

• The actual design and construction costs of the project bid (s).

• The date the project was designed and constructed.

• Personnel assigned to the project that will be assigned to this project.

• Contact information for the client (name, address, telephone number).

2.4.11 Personnel to be assigned to work on the project, their qualifications, experience on municipal projects, and their hourly billing rate. (Hourly rates to be submitted with cost proposal--do not submit within the technical proposal.) The respondent shall identify the function/responsibility of each individual identified (e.g. project manager, site superintendent, etc.). Experience summaries of these key individuals shall be provided, with emphasis on previous experience in similar roles on similar projects and the amount of time to be allocated to this project. Identify those staff that are licensed to practice in Wisconsin. If applicable, include a description of sub-contractors, indicating what portion of the work is to be done by them.

Include in your technical proposal a chart of personnel similar to the following:

Personnel Project Function % of Involvement Experience Related to this Project

Subcontractor

2.4.12 The proposed Construction Management fees and proposed allowance for reimbursable expenses should be submitted in a separate, sealed envelope. The envelope should be identified with the name of this project and the name of your company.

a. The total proposal cost, indicated as a not to exceed fixed fee, shall delineate the cost for each of the two (2) phases of service as detailed under Section 1.4. Fees for each phase to include costs for all personnel whether on the job site, in the home office, or as a consultant hired by the Construction Manager.

b. The cost proposal shall include description and listing of any anticipated reimbursable expenses.

c. All costs associated with site surveying, lab testing and testing inspection shall be paid by the City of Fitchburg.

d. The total of all charges for Phases I, and II, including reimbursable costs, will be used in evaluating the cost portion of this proposal.

e. Any additional work beyond the scope of services must be authorized in writing by the City of Fitchburg before additional costs may be incurred. These fees will be determined prior to commencement of work and will be based on the hourly rates as shown in the following table.

g. The City of Fitchburg will retain 10% of the total cost of Phase I until the City determines the work of Phase I has been satisfactorily completed. For Phase II 10% will be retained until the building has been issued an occupancy permit and all owner manuals have been submitted.

2.5 Oral Presentations

Selected vendors may be required to make oral presentations to supplementtheir proposals, if requested by the City of Fitchburg. According to the Calendar of Events for the RFP, if needed, oral presentations are tentatively scheduled for the week of August 10, 2026. The City will make every reasonable attempt to schedule each presentation at a time that is agreeable to the proposer. Failure of a proposer to conduct a presentation to the City on the date scheduled may result in rejection of the vendor's proposal. The firm will be limited to three (3) presenters: the proposed Project Manager, proposed Site Superintendent, and a Firm Principal.

3.0 Proposal Selection and Award Process

3.1 Selection Criteria

The City will select the firm through a qualification-based selection process. Requests for Proposals will be reviewed based on the following factors:

a. Completeness of project approach. (10 points)

b. Performance data, including but not limited to cost control and scheduling procedures. (5 points)

c. Communication and information management capabilities. (5 points)

d. Direct experience with municipal or similar remodeling projects in the 40,000 plus square foot range of renovation municipal building experience. (20 points)

e. Success in completing police facilities or similar municipal building projects on schedule. (5 points)

f. Experience with “green” building design and LEED certified staff. (5 points)

g. Approach to delivery, cost and quality control. (15 points)

h. Capability of personnel including any subconsultants to conduct this project and to carry out a building project. (10 points)

i. Cost Proposal. (25 points)

Personnel Hourly Rate Estimated Hours for this Project

Project Function

Experience Related to this Project

3.2 Right to Reject Proposals and Negotiate Contract Terms

The contract may be awarded to the most responsible firm whose proposal will be, on an overall basis, the most advantageous to the City of Fitchburg. Qualifications, experience, performance, and cost factors will be considered as elements of a responsible proposal at the sole discretion of the City of Fitchburg. Cost alone shall not be the determining factor. The City’s decision shall be final and not subject to recourse by any firm, person, or corporation. The City of Fitchburg reserves the right to reject any and all proposals and/or waive non-substantive deficiencies.

4.0 Contract Terms and Conditions

4.1 Compensation for Services

The Project Director in conjunction with a review committee shall select the proposal deemed most suitable to the City’s needs and enter into an Agreement for Professional Services for the work, subject to approval by the Board of Public Works, Finance Committee and the Common Council. The Agreement with the successful firm will be based on the City of Fitchburg Standard Agreement for Professional Services (Appendix D). Project fee shall be negotiated at an hourly basis and shall include an upset figure (“not to exceed”) for total contract cost. The City does not pay for incidental costs.

APPENDIX A

CITY OF FITCHBURG

CIVIC CENTER CAMPUS

February 19, 2015

SPACE NEEDS ANALYSIS AND

PROJECT BUILDING PROGRAM

City of Fitchburg, Space Needs Analysis and Project Building Program, Civic Center Campus

City of Fitchburg, Wisconsin February 19, 2015

Table of Contents

EXECUTIVE SUMMARY

Executive Summary

OVERALL SPACE NEEDS ANALYSIS AND PROJECT BUILDING PROGRAM

Question-Based Planning Summary

Staffing Forecast

Project and Site Description

Buildings Programs

Space Needs

Site Program

Campus Master Plan Narrative

Statement of Facility Objectives and Scorecard

Sustainable Design and Construction

Building Code Analysis

Project Cost Estimate Summary

Furnishings, Fixtures and Equipment Cost Estimate and Summary

Information Technology

Capital and Operational Cost Estimate Summary

Timeline

INDEX OF APPENDIX INFORMATION

Appendices

EXECUTIVE SUMMARY

Civic Center Campus Areal View

Executive Summary

Context The City of Fitchburg has three of its principal buildings, City Hall, Community/Senior Center, and the Fitchburg Public Library located at the Civic Center Campus at the northeast corner of Lacy Road and Research Park Drive. This approximately 9.24-acre campus is largely fully-developed and includes both structured parking (41 Library stalls and 11 City Hall stalls) and surface parking totaling 248 stalls, for 300 total stalls. The immediately-adjacent properties include undeveloped lands to the north, and single-family residential properties to the east, parkland to the west and mixed-use to the south.

Feasibility Study An analytical study of future staffing and space needs for Civic Center Campus municipal departments was commenced in October, 2014. The various purposes for the study include:

Analyzing staffing and space needs for 5-, 10-, and 20-year horizons, i.e., Year 2020, Year 2025, and Year 2035.

Analyzing existing space and conditions deficiencies.

Through question-based planning, identifying long-range future trends that would affect the City.

Considering various options for future growth of physical space needs.

Preparation of a conceptual master plan for the Civic Center Campus.

Assessing the impact upon municipal services as a result of the Year 2018-2022 absorption of Fitchburg’s portion of the Town of Madison.

Estimating capital and facility operating costs associated with future staffing and space needs, and predicting a correlated capital needs calendar.

Team A consulting team consisting of architects, interior designers, landscape architects, long-range strategic facility planners, Information Technology professionals, sustainability and construction professionals, and Human Resources analysts conducted the inquiries leading to the results of this study. Numerous face-to-face meetings, surveys of department-head level and all Civic Center Campus staff members, forecasting models, demographic analyses, peer comparisons and design reviews, led to the conclusions reached in this study.

Population Growth In October, 2014, the population of the City was 25,260 and the future estimates are:

31,000 in Year 2020 34,000 in Year 2025 40,000 in Year 2035

The Town of Madison will contribute an estimated 1,439 additional Fitchburg residents, reflected in the Year 2025 estimate of 34,000. By direct comparison to similar Wisconsin municipalities, Fitchburg has a high number of persons below the poverty

City Hall level, a significantly higher number of residents aged 18 years and younger than surrounding areas, and a significantly higher percentage of residents age 5 and older where a language other than English is spoken at home. Numerous indicators point to Fitchburg needing higher than typical levels of staffing for municipal services.

Future Staffing The number of City staff employed at Civic Center Campus, as of July, 2014, was measured on a “headcount” basis at 169 consisting of fulltime, part-time, intern and seasonal employees. The Police Department will require the largest number of Civic Center Campus workspaces in Year 2035. The following tabulation represents best-estimate headcount staffing requirements:

Baseline July, 2014 at 169 Preferred January, 2015 at 182 Estimated Year 2020 at 232 Estimated Year 2025 at 268 Estimated Year 2035 at 300

Several factors contribute to staffing levels, not the least of which is operational budget and tax levy. In some instances at City Hall, the lack of space for additional employees has, and will continue to, place downward pressure on adding staff.

Space Needs None of the existing three structures at Civic Center Campus were planned per se for either future horizontal or vertical expansion. Horizontal expansion is more likely; however, building infrastructure such as electrical power capacity was not planned for any future additions. Regardless, a combination of both short-term and long-term strategies will be necessary to address space needs for staff increases as well as to address existing space shortages:

A multi-story horizontal expansion of City Hall, to the northwest, would provide adequate space for Police and the various other City Hall departments currently located on the Second and Third Floors.

A stand-alone new Police Station elsewhere in the City would be an alternative to keeping the Police at Civic Center

Campus. A new off-site Police Station would demand a larger facility than would a Police Department remaining at Civic Center Campus. A new off-site Police Station would mitigate the need for City Hall and Community/Senior Center expansion via abandoned space remodeling.

Similarly, a new branch Public Library is more likely than physical expansion of the existing main Fitchburg Public Library given site constraints.

While the Senior Center and Recreation Departments will experience modest staff expansion in the future, a relatively small horizontal expansion of the existing building should accommodate their needs.

The most critical Civic Center Campus near-term space needs, reflected by necessary staff expansions, are Police Department, Information Technology and Public Works-Engineering. Current preferred space needs for Police reflect a current shortage of approximately 12,684 net square feet. The existing Police Department space allocation is only 11,662 net square feet, not including indoor parking which is also insufficient for current Police purposes. The distinction between “net square feet” (NSF) and “gross square feet” (GSF) is the unassignable area under walls, in shafts, common toilets, elevator, stairways, mechanical-electrical rooms, etc. Each of the three Civic Center Campus buildings have a different net-to-gross ratio ranging from 56.3% to 68%. The total square footage for all three buildings at Civic Center Campus is

Community/Senior Center approximately 100,000 NSF and 145,738 GSF, including indoor parking areas. Detailed spreadsheets reflect the following space needs, assuming Police were to remain at Civic Center Campus:

By the year 2035:

Police Department will need an additional 24,348 NSF.

City Hall second floor departments will need an additional 4,103 NSF.

City Hall third floor departments will need an additional 2,686 NSF.

City Hall first floor and basement, common areas will need an additional 16,245 NSF.

Community/Senior Center will need an additional 2,500 NSF.

Fitchburg Public Library will remain unchanged.

A new branch Public Library will need 8,820 NSF.

Immediate Needs Several immediate needs should be addressed now. Most critical among these are Police Department prioritized needs:

Inadequate space for Evidence Storage, Secure Evidence Storage, Evidence Lab, Evidence Processing.

Inadequate ventilation system in the Evidence Storage and Secure Evidence Storage.

Inadequate space in the existing Armory.

Need for office space; many offices are double-occupancy causing lack of privacy, lack of meeting space with staff, inability to work on sensitive projects, and disruption.

Need for additional conference rooms. One former Police Department Conference Room has already been converted to office space, causing police supervisory staff to use conference space elsewhere in City Hall.

Vehicle engines, electronics and equipment are exposed to climate extremes when not in use. Current indoor parking facilities are inadequate, especially during inclement weather, also causing excessive “idling.”

Inadequate quantity of indoor parking.

City Hall Police Entrance

Short-term Needs Several short-term needs should be addressed as quickly as possible. In broad terms, these needs have a relatively similar level of urgency. Deferring resolution of these needs would result in more serious and more costly remedies being necessary.

Police Department Evidence Storage and

Evidence Processing-Lab are woefully inadequate by 3,912 NSF. Consideration should be given to compact shelving and off-site storage of records and other items in the City Hall Basement Storage Room (#B09) for short-term expansion of Police needs via a vacated-space remodeling project.

Storage inside Stairwells. Excess systems furniture workstation parts are currently being stored in stairwells such as the west stair (#B23). This is not permitted under the code. Consideration should be given to off-site or other location for storage of these components. In general, the City Hall and the Community/Senior Center are short of adequate storage space, both intra- and extra-departmental.

Information Technology (IT) is being compelled to vacate its use of Conference Room (#222), and the various TDE Rooms (#147, 246, 320) are beyond capacity. Consideration should be given to the creation of a centralized Data Center, such as in the Second Floor Vault (#218) or elsewhere. Various IT equipment could be stored in various locations such as Mechanical Room (#B41) where space is available.

Office space for staff growth is necessary short-term for Police. Reducing existing passageway widths, and changing some existing 8x8’ cubicles to 6x8’ cubicles, where possible, appear to be a possible remedies; however, newly-gained space would be preferred.

Office space for staff growth is necessary short-term for Public Works/Engineering. Reducing the existing Reception (#302) lobby is one possible way to gain usable space.

Maintenance needs include exterior caulking, and similar items.

Long-term Needs A minimum 70,000 GSF addition to City Hall is needed by year 2035. In order to accommodate the Police Department on only two levels, a 20,000 GSF footprint, four-story 80,000 GSF addition to City Hall, with a full Basement and a full Sub-Basement for indoor Police parking, would meet the Year 2035 space needs and would provide for approximately 10,000 GSF of unassigned future growth needs, on the Second Floor. If expansion (or a new stand-alone Police Station) were to be delayed until 2025-2035, then the size would need to increase. Police would prefer to see their long-term needs addressed not later than Year 2020.

Fitchburg Public Library

This City Hall 80,000 GSF northwest addition would consist of a footprint of approximately 20,000 square feet for each floor Basement, First and Second Floors, with 20,000 GSF in a Sub-Basement for indoor Police parking and IT-mechanical-electrical spaces. The 20,000 GSF at the Basement level would be for Police Department expansion as would 20,000 GSF at First Floor for Police Department expansion. There would also be renovation of the existing Police Department after the addition was occupied.

The addition could also create expansion space at the Second Floor and the Third Floor, of approximately 7,000 GSF at Second and approximately 3,000 GSF at Third Floor. Preferably, a Second Floor expansion of approximately 20,000 GSF would negate the need for a Third Floor expansion, and would provide for approximately 10,000 GSF of unassigned future expansion space for years 2036 and beyond. The existing Third Floor has a smaller footprint than the Second Floor, and the roof area above Second Floor creates that smaller existing portion at the northwest corner, which was not structured for floor load capability.

Expansion of the Community/Senior Center is relative minimal between now and Year 2035. The existing 22,657 GSF building will grow by about 7-8,000 GSF over that time.

A two- or three- story (First Floor, Lower Level, and Basement) addition in the area of the current “link” between City Hall and the Community/Senior Center, could provide this needed space.

Expansion of the current Fitchburg Public Library is not envisioned. Future Library space needs are suggested to be via one or more branch libraries, over time. A future one-story stand-alone branch library would require approximately 12,000 GSF and could also be leased space or renovation of a re-purposed existing building.

It is also possible to repurpose existing buildings to help meet current and future space needs.

A stand-alone, new Police Station is a viable alternative that requires careful consideration.

Such a facility would be best as a one-story building with a full or partial basement used principally for indoor parking. Police would then vacate its current space in City Hall, which could be renovated for other purposes. A stand-alone Police Station has staffing as well as facility implications; for example, since the Police Chief functions as the Emergency Government Director, having the Emergency Government Center at City Hall would not be practical. If a new Police Station were the selected alternative, land acquisition (at least 4 acres) should commence prior to Year 2020 and the new facility should be designed and constructed for occupancy, preferably in 2020.

Capital Needs

Potential Capital Improvement Project Construction Cost (Current Dollars) Assuming Police Department Expansion at Civic Center Campus:

1. $ 19,866,000 City Hall Addition

2. $ 2,784,000 Community/Senior Center Addition

3. $ 600,000 Site Improvements

4. $23,250,000 Total

5. Land acquisition costs are not included

Potential Capital Improvement Project Construction Cost (Current Dollars) Assuming New Stand-Alone Police Station

1. $ 23,760,000 Stand-Alone Police Station

2. $ 975,000 Remodel City Hall. No additions would be required.

3. $24,735,000 Total

4. Land acquisition costs are not included.

Operational Costs

Sewer and Water: Water meter size and sewer lateral are yet to be determined but combined additional sewer-water costs are estimated to be in the $200-300/month range.

Natural Gas: Assuming continuing with high-efficiency gas-fired boiler and domestic hot water heating system, natural gas costs are estimated to be $0.50/Square Foot/Year.

Electricity: Assuming continuing with energy-efficient lighting and similar air conditioning, electricity costs are estimated to be in the $1.00-$1.25/Square Foot/Year range.

Timeline

The current “2015-2019 Capital Improvement Plan” has no funding allocated to satisfy space needs identified within this report. Depending on future Council priorities, current capital budgeting and related impacts may not allow construction to satisfy the identified space needs until sometime after the year 2020.

Staffing/ Square Foot Summary: All at Civic Center Campus

Civic Center Campus Assuming Police Department Expansion Within Building in Gross Square Feet (GSF1) Now Preferred 2015 2020 2025 2035

Staff Count2 169 182 232 268 300 City Hall GSF 41,490 31,598 38,161 42,701 48,598 Library GSF3 63,808 63,808 63,808 63,808 77,045

CC/SC GSF4 22,657 21,322 21,999 22,491 23,476

Police Dept GSF5 17,783 37,456 42,746 48,535 55,401

TOTAL GSF 145,738 154,184 166,714 177,535 204,520

1. Net to Gross Multiplier at 65% efficiency used (Net x 1.5385)

2. Staff counts are from Appendix C, Table 10

3. Library GSF includes parking.

4. Because the actual, existing GSF yields an inefficient net-to-gross space ratio, the projected GSF for this space, created using the net-to-gross multiplier on projected NSF, shows almost no growth. These spaces will need an additional 7-8,000 GSF by 2035.

5. Police Department GSF does not include shared common spaces in the City Hall building. These shared common spaces are included in the City Hall numbers.

Civic Center Campus And Stand-Alone Police Station Gross Square Footage (GSF1) Now Preferred 2015 2020 2025 2035

Staff Count2 169 182 232 268 300 City Hall GSF 41,490 31,598 59,2733 59,2733 59,2733 Library GSF4 63,808 63,808 63,808 63,808 77,045

CC/SC GSF5 22,657 21,322 21,999 22,491 23,476

Police Dept GSF 17,783 37,456 -- -- -- Stand-Alone Police GSF -- -- 60,240 68,280 78,874

TOTAL GSF 145,738 154,184 205,320 213,852 238,668

1. Net to Gross Multiplier at 65% efficiency used (Net x 1.5385).

2. Staff counts are from Appendix C, Table 10.

3. Police Department vacated space becomes available in City Hall.

4. Library GSF includes parking.

5. Because the actual, existing GSF yields an inefficient net-to-gross space ratio, the projected GSF for this space, created using the net-to-gross multiplier on projected NSF, shows almost no growth. These spaces will need an additional 7-8,000 GSF by 2035.

OVERALL SPACE NEEDS ANALYSIS

AND PROJECT BUILDING PROGRAM

Question-Based Planning Summary

Appendix A is the prioritized outline of management questions the Design Team developed at the start of the planning. This outline is part of the creative process of uncovering and articulating the managerial objectives which the facilities must meet. All facility decisions have three basic elements—location, design, and finance—and many questions clearly pertain to these. These questions, taken together with interviews, surveys and the Future Trends session, helped the team create the objectives in the Scorecard (see Appendix G.) This high-level planning effort prevents the facility decisions from being short-sighted. Getting agreement on the most important questions is a proven technique for bringing the important and shared goals and principles to the surface.

All of these high-priority questions speak to the important concerns about facility performance:

How will we measure our effectiveness as departments, and collectively?

What changing demographics might require us to decentralize?

Should we share our Civic Center Campus with others, to build engagement?

Are there services the City might add in the future?

Should the City try to keep all departments on the same Campus in the long-run?

Should we sell Fire Station #2 or convert it to a Neighborhood Center?

Where might we have other Neighborhood Centers: Jamestown? Post Road?

How do our “customers” want to be served?

Will the City’s facilities promote efficient workflow?

What affect will the Town of Madison consolidation have on operations?

How can technology and equipment continue to offset the need for personnel?

How could we share information among departments more effectively?

Should we have a City-wide staffing plan?

Staffing Forecast

Refer to Appendix C for details. In brief, best-estimates of future staffing and corollary space needs have been predicted and cross-checked using several methods, for the 5, 10 and 20 year horizons. While some of the Civic Center Campus departments are able to rely upon Volunteers (i.e., Fitchburg Public Library and Senior Center), almost all departments depend upon seasonal, part-time, intern and similar compensated workers (e.g., Public Works/Engineering, Recreation, Fitchburg Public Library.) In our analyses, each of the seasonal, etc., compensated employees are treated as a one-half

(0.5) FTE.

Future staffing is largely related to service offerings, population growth and demographics. Related to each of these, we recognize the following trends:

Service offerings per se by departments at Civic Center Campus will largely remain the same through Year 2035.

However, growth of existing service offerings is anticipated.

Population growth (today, 25,260) is expected to be 31,000 City residents in Year 2020; 34,000 in Year 2025; and

40,000 in Year 2035. It is generally accepted that Fitchburg’s population will continue to increase beyond Year 2035.

The absorption of a portion of the Town of Madison into the City of Fitchburg, occurring somewhere between Year 2018 and 2022, will add (current census) 1,439 residents, which is a part of the Year 2025 estimate of 34,000.

Demographically, Fitchburg is expected to see an increase in demand for bilingual (English-Spanish speaking) staff members.

Projections of the future staff complement are based upon three distinctly different techniques, comparison to peers, surveying department head-level staff, and a sophisticated forecasting model. While each of the three compute different numbers, best-estimate of future Civic Center Campus staff numbers, by comparison to 169 as of July, 2014, are:

Preferred staffing level at January, 2015 is 182.

Estimated in Year 2020 is 232.

Estimated in Year 2025 is 268.

Estimated in Year 2035 is 300.

That stated, the reasonable range of expected staffing level in Year 2035 is 210-230 FTEs at Civic Center Campus. At that time, the Police Department will require the largest number of additional workspaces.

The following conclusions have been reached in the current-future Civic Center Campus staffing analysis:

Fitchburg continues to be relatively “lean” staffing-wise, and some departments are short of staff at the present time.

Fitchburg is comparable to Oak Creek, Waunakee and Sun Prairie in current residents per City employee, but trails

City of Muskego, a “second-tier” largely bedroom community of comparable size and demographics.

Non-Owner occupied housing, such as in the Southdale area of the Town of Madison that will become a part of the

City, and the older housing stock in the Post Road area, and the trend toward increased density of residential properties, may place greater emphasis on public safety needs.

Of all of the departments housed at the Civic Center Campus, only Information Technology appears to be a candidate where changes in technology could alter future space needs. The potential for dispersing IT staff (e.g., to a new Police Station) and changes in technology allowing for working from elsewhere, could impact space needs.

Some departments at Civic Center Campus will be more affected by changing demographics of Fitchburg’s residents, such as growth in younger people, and increases in bilingual or below-poverty people, for example will affect Police, Recreation, and the Library.

Project and Site Description

Project Description

The Staffing and Space Needs Analysis determined future staffing trends for the next 5, 10, and 20 years, from which future space needs were extrapolated. The Police Department is currently the most deficient in terms of available space, such as evidence, office and indoor parking. With a staff of 59 at the moment, the Police Department operates at a 100% capacity.

Officer cubicles are “hot bunked,” meaning two officers on different shifts occupy the same 6’x8’ cubicle. After January 2015, it may be necessary to have three officers share one cubicle.

One option to accommodate Departmental space needs, is a four level addition to the northwest of City Hall. The structure would accommodate both all office expansion needs and parking requirements for the Police Department. It will comprise of a Sub-Basement level containing Police vehicle car parking, a Basement and a First Floor expanding the current Police Department. Additionally, the Second Floor of the building will provide for the expansion needed for all other departments, located at levels two and three of City Hall.

Another option is a new, stand-alone Police Station.

The chart on page 14 outlines current staffing levels, and projected staffing for the years 2015, 2020, 2025 and 2035 which impact the space needs for each department. “Survey” information has been gathered from existing supervisory staff, whereas “Model” information has been generated by a predictive mathematical model.

Site Description

The Civic Campus of the City of Fitchburg is located on 9.24 acres of land at the intersection of Lacy Road and Research Park Drive. Currently there are three buildings located on the campus: the Community/Senior Center, the City Hall, and the Fitchburg Public Library, built consecutively. The lot is located on a hill, with City Hall and Community/Senior Center being the highest point. The three buildings along with parking take up most of the site, leaving limited available space for additions, thus, a reconfiguration of the current parking lots would be necessary.

Adjacent properties to the Civic Center Campus include: privately-owned homes east of the site, and undeveloped land to the north. Some of the property adjacent to Research Park Drive, north of the campus, is available for acquisition which may be necessary for expansion in the future.

Full time

Part time

Seas‐ onal

Full time

Part time

Seas‐ onal

Full time

Part time

Seas‐ onal

Full time

Part time

Seas‐ onal

01 Mayor 1 1 1 1

02 Admin 2 2 3 1 3 1

03 Police 60 6 72 7 78 8 85 10

04 Finan 5 7 1 8 1 9 1

05 Clerk 4 5 1 5 1 6

06 Atty 1 1 1 3 3

07 Court 1 1 1 2 2 1 2 1

08 Judge 1 1 1 1

09 EconDev 2 2 1 3 3 1

10 Assess 4 6 6 7

11 HR 1 1 2 1 2 1 4

12 Plan 3 1 3 2 4 1 5 1

13 IT 4 1 6 2 8 2 8 2

14 Inspect 3 1 4 1 6 2 8 2

15 PubWk 7 3 3 16 4 18 4 18 4

16 Recr 2 8 3 15 3 20 4 25

17 Parks 1 2 2 2 3 2 4 1

18 SrCntr 4 2 6 2 7 2 8 2

19 Lib 7 24 3 8 26 12 32 14 36

20 Custod 3 4 4 4 4 4 5 5

21 TV 2 3 3 4 4 4 4 5

22 Fire 1 1 1 1

Total 119 49 14 156 76 0 182 86 0 203 97 0

Total All 182 232 268 300

Estimate of Fitchburg Civic Center Campus staff using survey‐provided data

This table includes part‐time and seasonal estimates

2015 2025 20352020

Buildings Programs

Projected staffing and space needs analyzed within this project scope is limited to the departments and staff housed in the three (3) buildings located at the City’s Civic Center Campus, i.e., the Fitchburg City Hall, the Community/Senior Center, and the Fitchburg Public Library. Consequently, no effort has been made to analyze staffing or space needs for the Fire Department or the Public Works Maintenance Building and its various departmental staff located therein. All three buildings, departments and staff-space needs were analyzed by equal evaluation tools and techniques, including comparison to comparable Wisconsin communities.

Fitchburg Public Library At this time, the Fitchburg Public Library has been open approximately 2-1/2 years. Its use, measured in circulation and numbers of visitors-participants, has been steadily increasing. In a general sense, the building’s indoor parking has been somewhat underutilized probably due to lack of knowledge on the public’s part as to its scope and availability; however, over time, its use has also been steadily increasing. The building’s structure was not designed for either horizontal or vertical expansion.

With a very few minor exceptions, both the existing space and the staffing plan are adequate for the foreseeable future.

While staffing levels are naturally expected to increase over time, the corollary space needs will not. In fact, one possible scenario is that, except for possible future interior renovation(s), any significant undertakings at the “main” Public Library would likely occur after one or more branch libraries were undertaken.

The Library’s HVAC system is largely dependent upon its stand-alone geothermal system, located east of the main front entry. This essentially makes the building an all-electric fuel sourced facility. Rooftop photovoltaic (PV) panels could be added when funds are available, to help reduce the building’s on-grid electrical load and reduce purchased electricity.

Some “normal” exterior and interior maintenance should be anticipated in 5-7 years. In that timeframe, generally interior wall surfaces, and exterior work on roofs and caulking, are expected to need work. Otherwise, the Fitchburg Public Library should expect to see a fairly typical 20-25 year life without major additions or renovations being necessary.

Community/Senior Center This building was the initial building at Civic Center Campus and was first occupied in 1988, at which time the current “Fitchburg Room” was utilized as the Council Chambers, while the City Hall’s other functions continued at the (now) Public Works site on South Fish Hatchery Road. A substantial portion of the Community/Senior Center is “original equipment” and largely unchanged from the original design-construction; however, a northward addition to the building was completed approximately 3 years ago, The Lower Level is utilized for Senior Center purposes, whereas the upper level is used for Recreation Department uses, however sharing of both levels by both groups occurs. This facility places a very large demand upon the Civic Center Campus’s surface parking, both north and south of the facility.

The building’s HVAC system is a combination of relatively new (in the addition) and 27-year old (in the original building) equipment.