HomeMy WebLinkAbout2022-04-14 Info Packet
City Council I nformation Packet
April 14, 2022
IP1.Council Tentative Meeting S chedule
April 19 Work Session
IP2.Work Session Agenda
IP3.Memo from City Manager: S enior Center Assessment and Master P lan
IP4.Pending City Council Work S ession Topics
Miscellaneous
IP5.Memo from Assistant Finance Director: Quarterly F inancial Summary for Period
Ending March 31, 2022
IP6.Civil S ervice E xamination: Maintenance Worker I I - Wastewater Treatment
IP7.Civil S ervice E xamination: Senior Maintenance Worker - Wastewater Plant
April 14, 2022 City of Iowa City Page 1
Item Number: 1.
April 14, 2022
Council Ten tative Meeting Sched u l e
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Description
Council Tentative Meeting S chedule
City Council Tentative Meeting Schedule
Subject to change
April 14, 2022
Date Time Meeting Location
Monday, April 18, 2022 4:30 PM Joint Entities Meeting TBD
Hosted by Iowa City Community School
District Board
Tuesday, April 19, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Tuesday, May 3, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Tuesday, May 17, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Wednesday, May 18, 2022 9:30 AM Work Session - Strategic Planning TBD
Monday, June 6, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Tuesday, June 21, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Tuesday, July 12, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Monday, July 18, 2022 4:30 PM Joint Entities Meeting TBD
Hosted by City of Coralville
Tuesday, August 2, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Tuesday, August 16, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Tuesday, September 6, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Tuesday, September 20, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Monday, October 3, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Monday, October 17, 2022 4:30 PM Joint Entities Meeting City Hall, Emma J. Harvat Hall
Hosted by City of Iowa City 410 E. Washington Street
Tuesday, October 18, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Tuesday, November 1, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Tuesday, November 15, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Tuesday, December 6, 2022 4:00 PM Work Session City Hall, Emma J. Harvat Hall
6:00 PM Formal Meeting 410 E. Washington Street
Item Number: 2.
April 14, 2022
Work Session Agen d a
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Description
Work Session Agenda
Item Number: 3.
April 14, 2022
Memo from City Man ager: Sen ior Cen ter Assessmen t and Master Plan
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Description
Memo from City Manager - S enior Center Assessment and Master P lan
City of Iowa City
Senior Center Assessment
and Master Plan
March 2, 2021
OPN ARCHITECTS +
CITY OF IOWA CITY2
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Contents
Project Team 5
General Information 5
Executive Summary 6
Project Scope Narrative 7
Phased Projects & Planning Diagrams 12
Budget Brief 19
Appendicies
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Project Team General Information
Owner
City of Iowa City
• Geoff Fruin
• Redmond Jones II
Senior Center
• LaTasha DeLoach
• Kristin Kromray
• Michelle Buhman
• Emily Light
• Jessi Simon
• Emily Edrington
Facilities
• Kumi Morris
• Eric Alvarez
• Jeff Crestinger
Engineering
• Ben Clark
Design Team
OPN Architects
Iowa City, Iowa
(319) 248-5667
• Joshua Moe
• Justin Bishop
IMEG Engineering
Rock Island, Illinois
(309) 793-3404
• Brandon Pierson
• Matt Snyder
Rapids Food Service
Marion, Iowa
(800) 553-7096
• Troy Little
• Christy Hodnefield
The Franks Design Group, P.C.
Glenwood, Iowa
(712) 527-3996
• Pete Franks
Building Name(s)
The Center (Owner’s Prefered Name)
Old Post Office (National Register Asset Name)
Iowa City Main Post Office (Former Name)
Iowa City/Johnson County Senior Center (Former Name)
Iowa City Senior Center (Former Name)
Current Owner
City of Iowa City
Location
28 S Linn St, Iowa City, Johnson County, Iowa
Description
The Center is a Beaux Arts-style building in downtown Iowa City with major construction efforts in
1904, 1931, & 1977.
Code Review
2018 International Building, as amended
2018 International Mechanical Code (State of Iowa Mechanical Code)
2018 Uniform Plumbing Code, as amended (State of Iowa Plumbing Code)
2018 International Fire Code
2017 National Electrical Code, as amended (State of Iowa Electrical Code)
2012 International Energy Conservation Code (State of Iowa Energy Code)
Iowa City Zoning: “P” Public; Local Historic Landmark
Nationl Register
Old Post Office
Listed on the National Register of Historic Places on December 19, 1977
National Registration Information System Number: 79000905
Iowa City Downtown Historic District
National Registration Information System Number: 100006609
Organization of Report
In addition to this report, supplemental information is provided under separate covers
and includes
Appendix 1 – Exterior Historic Assessment
Appendix 2 – Engineering Report
Appendix 3 – Food Service Analysis and Design
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Executive Summary
On May 26, 2021 the City of Iowa City contracted OPN Architects to provide an assessment and master plan for the Iowa City /
Johnson County Senior Center—“The Center”—located at 28 South Linn Street in Iowa City. Constructed in 1904 and 1931 as a
post office and renovated and repurposed as the Senior Center in 1977, the historic structure requires intervention to restore its
historic exterior, enhance accessibility, reduce energy consumption, and alter interior spaces that can support The Center’s current
and future programming. The 117-year-old building is an attractive, well-constructed, historic building in the heart of downtown
Iowa City and could last another 117 years. While the building has been maintained, it is at a point in its lifecycle when substantial
reinvestment is needed.
The foundation of this assessment is that the building must become fully accessibility and exceed the requirements of the Americans
with Disabilities Act and the building must address the City of Iowa City’s Climate action plan and reduce carbon emmissions.
Analysis of the existing building led to the most critical system to address: the envelope of the building—the exterior walls and
windows—require special attention. If deteriorating exterior elements are not addressed, the building cannot meet energy reduction
goals, interior elements may be damaged by water infiltration at roofs and walls.
This assessment and masterplan began with a review of a December 31, 2020 master plan document begun by another consultant,
but not completed. The updated assessment collected new information from user groups, the city, and consultants and included
revised assessments of existing conditions. Information provided in the initial report was not duplicated. The goal of this report is to
be a succinct analysis of the building needs accompanied by accurate cost estimates that the City of Iowa City can use for capital
improvement budgeting and the Senior Center can use for fundraising.
Project Scope Narrative
When the Iowa City Post Office was rehabilitated in 1977 and repurposed as the Iowa City/Johnson County Senior Center, the
American’s with Disabilities Act did not exist and buildings that produce no greenhouse gas emissions (no carbon emissions) - were
irregular and experimental. The 1977 renovation was done with great care; however, 44 years later the building needs restoration
of its exterior walls and windows, modernization of mechanical and electrical infrastructure that can meet climate action goals, and
upgrades to its interior environment that are accessible and support The Center’s mission.
Recommended upgrades to mechanical systems and upgrades to LED lighting will be disruptive, require demolition, and access
above ceilings throughout the building. The most efficient way to renovate The Center is either in one whole building effort or in
phased projects organized by floor. The current zones of the existing mechanical systems are a key driver for the phasing of this
renovation project.
Summary
1904 Iowa City Post Office
1931 Iowa City Post Office Expansion and Renovation
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Owner-Identified Goals and Project Drivers
1. The existing building is not fully accessible. Improvements should improve accessibility. Meeting the requirements of the
Americans with Disabilities Act is a minimum and universal design principals should be embraced.
2. The existing building is confusing to patrons and wayfinding is a challenge because there are currently many entrances and
excessive, unclear wayfinding signs. Alterations should yield a clear, understandable, and intuitive building. Good wayfinding will be
needed, but clear and intuitive space planning should be utilized to reduce excessive signage.
3. Improvements should minimize long-term maintenance costs.
4. The building has gas-fired mechanical equipment and does not meet the city’s climate action plan. A completed project should
help city achieve goal of 45% carbon emission reduction by 2030 (2010 baseline) and achieve net zero by 2050. While preserving
a building is naturally the most sustainable option, achieving such goals may be cost prohibitive. All options for reduced emissions
should be explored, including the potential purchase of green energy.
5. The building will continue to serve the Senior Citizen population of Iowa City, Johnson County, and surrounding communities.
Improvements should support the 4 pillars of The Center. Namely, the Center enhances quality of life by creating opportunities to
support wellness, social connections, community engagement, and lifelong learning for a diverse and growing older adult population.
6. The building looks “worn out.” Improvements should be modern and vibrant and also preserve and honor the building’s history.
7. Current Capitol Improvement Allocation from the city is distributed over several years. The needs and wants identified through
the discovery process should be prioritized within the available funding. Improvements are expected to be broken into phases.
8. The Kitchen and Dining hall can be rented. Kitchen has potential to be an education room and collaborative educational resource
for outside entities. Improvements that support programming that generates revenue should be prioritized.
9. The Center is an active space with many events occurring simultaneously. Currently, it is difficult to host events simultaneously.
Improvements should consider acoustical isolation.
10. The Center hosts a variety of events with different audience size and different technology needs. Current spaces lack flexibility.
Flexible spaces & hybrid technologies are desirable.
11. The Master Plan must be clear so that patrons, commission, city council, etc. all understand the vision, the plan, and the costs.
Building Needs
Building Envelope
A thorough analysis of the exterior envelope is provided under a separate cover, with detailed descriptions of substantial deterioration
and detailed descirpiton of limestone parapet deficiencies. While restoration of the building envelope was not initially identified as a
high priority, the design professional recommends that repairs to the envelope be addressed in the first phase.
The existing stone façade shows evidence of two critical failures: First, the parapet walls—exterior walls that extend above the
roof—appear to be unbraced and are learning outwards. Second, the deep stone cornice that projects from the building collects
rainwater and directs it into the building. These large, projecting stones are supported with metal rods buried in the wall and if those
rods are repeatedly wetted, they will deteriorate. Reconstruction of parapet walls is recommended, and further analysis of existing
projecting cornices is needed to expose the internal rods. At a minimum, the cornice must be made watertight.
Existing windows are aluminum replacement window sashes from 1977 inserted into historic wood frames from 1931. The
aluminum window sashes are in poor condition and are not serviceable. Replacement with historically accurate wood window sashes
is recommended, but aluminum clad wood windows or aluminum “in-kind” may also be considered. If properly maintained, wood
windows will last indefinitely and are the most sustainable solution; however, wood window require a maintenance plan, or they will
fail. Aluminum and aluminum clad windows are “maintenance free” meaning they do not have to be maintained, but also means they
cannot be maintained and must be replaced every 20-30 years which is less sustainable than wood. Restoration of wood frames
is recommended for either option. Given the building is listed on the National Register of Historic Places, decisions about windows
can be coordinated with the state historic preservation office and resources, like the National Park Service’s Technical Preservation
Services, should be consulted. Note that the technical preservation services recommends against aluminum and aluminum-clad
windows in many situations.
Repairs to the exterior walls and windows are recommended to precede any interior improvements to prevent damage to renovated
interior spaces and to prevent potential rework. Additionally, repair to the existing exterior is the most impactful way to improve
energy efficiency and preserve the building.
The existing PVC roof from 2010 is a 20-year roof and replacement should be scheduled for 2030. Premature replacement is not
recommended; however, recommended repair of parapet walls will substantially impact the roof and recommended upgrades to
roof top mechanical equipment will require patching. Recommended roof overflow drains will also impact the existing roof. Visual
inspection of interior spaces indicates failure at the roof and parapet level. No active leaks were identified (dripping water) during
site investigations, but water damage was extensive near the grand stair.
Project Scope Narrative
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Iowa City Senior Center Construction Documents
Parapet
Projecting Cornice
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Iowa City Senior Center Construction Documents
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Exterior Observations
Parapet wall and parapet ballustrade Upper Level Cornice FailureProjecting cornice above window. Window has historic wood surrounds with
aluminum inserts
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Interior Spaces
Ceiling and walls with existing plaster from ca. 1931 are in fair to good condition, with limited cracking and some areas of water
damage. Flat plaster is a durable and safe material that can be repaired repeatedly. Plaster repair should not precede necessary
repairs to roof or wall leaks. Additionally, some unstable structural elements are buried in exterior walls and plaster repair will need
to follow the structural stabilization. Adding insulation to exterior walls is not recommended and could cause rapid deterioration of
the building walls. Consistent with Department of Interior Preservation Briefs 21 and 3, plaster should be repaired, and insulation
should never be added to solid masonry walls.
Acoustical ceilings, or “drop ceilings” were added in 1999 and 2003. The life expectancy of acoustical ceiling tiles is 15 years.
The recommended replacement of lights and alterations to mechanical duct work will necessitate new ceiling grid and tiles. Partial
replacement or “salvage and reuse” of existing is not recommended because new and old tiles will be different color and texture and
will not match. Additionally, due to the brittle nature of old ceiling tiles, salvage and reuse is typically ineffective.
Cementitious terrazzo floors from ca. 1931 are in good conditions, with limited areas of cracking. Terrazzo is among the most
durable, sustainable, and attractive floor materials available and can last indefinitely if the substate remains stable. Cracks and
areas that have lifted should be ground down and repaired. The area near the grand stairs is lifting, indicating a substrate failure.
Further investigation is recommended before repairs.
Commercial Carpets have life expectancies of 10-15 years. Most carpeting in the Senior Center should be replaced. The ceramic
tile in restrooms is from 2003 and in good condition.
Mechanical, Electrical, Plumbing, Fire Suppression and Technology Infrastructure
A thorough analysis of the building infrastructure is provided under a separate cover, with special focus on energy use and carbon
emission reduction. Currently, the building systems are functional, but replacement will be required within the next 10 years. Notably,
the existing mechanical systems are from 1977 with replacement air handling units, boilers, chiller and variable air volume (VAV)
boxes in 2008. Many of those replacement systems will be at the end of their serviceable life by 2028.
The current VAV system pushes tempered air through duct work and is then further tempered near the distribution point. In a VAV
system, fresh air and heating/cooling is coupled. While the existing mechanical systems can be replaced, “in-kind,” the systems are
powered with natural gas, a carbon-based fossil fuel. Changing from the existing VAV system to an all-electric system, like a variable
refrigerant flow (VRF) system, is needed to achieve energy reduction goals and eliminate carbon emissions. A VRF system uses
small pipes for heating and cooling and smaller ducts for fresh air. By decoupling fresh air from heating/cooling, the system uses
less energy and smaller ducts. Replacing a VAV system with a VRF system can be costly because replacement of ducts will require
replacement of all ceilings. Existing ceilings the The Center are old and need replacement,thus transition to VRF is recommended
because old ceilings require replacement.
Lighting should be upgraded to LED, but the power supply is adequate. The Fire Alarm system and fire suppression system meet
code requirements. Alterations to rooms or spaces will require adjustment to sprinkler heads and fire alarm components, but the
system can be adapted. Other than now-required roof overflow drains, plumbing systems are adequate.
The proposed design - updating to a VRF system- exceedes the climate action goals and shows a potential reduction of 348m.tons
carbon to 183 m.tons, a reduction of 52%. A replaced VAV system would not acheive climate action goals.
Function
The Center has primary entrances for patrons located on the North, West, and South. Those three primary entrances are on three
different levels of the building. There are secondary entrances on the North (loading dock) and East (Ecumenical Towers). The elevator
is the primary vertical circulation element, and it is not immediately evident from the existing south and north entries. This spatial
organization causes confusion to visitors and poses safety and security risks to visitors and staff. Elimination or consolidation of
entrances is recommended and improved monitoring and access control at all entrances is also recommended.
The west-facing entrances are the most visually obvious “front door” to the buildings, unfortunately, those entries are not ADA
accessible. Those doors are key historic features of the building and altering the stairs and doors is not recommended. The third
floor skywalk entrance form the Tower Place parking ramp is the primary entrance for those in cars and should be maintained. A
new accessible entry on the southeast corner of the building was studied, but this design would maintain three main entries. While
this is possible, updating the historic west entrance should be considered as it reinforces the historic entrance and can create clear
connectivity with the elevator. Conceptual plans showing options are presented.
Vertical circulation consisting of stairs and a single elevator is also problematic. The open main stair or “grand stair” does not connect
all floors, and the egress stairs are “back of house” and not easy to find. The Center’s elevator is a slow-moving hydraulic elevator
installed in 1980. While the elevator is operational, it should upgraded or replaced: The population that uses The Center depends
upon this single elevator and its continued operation is important.
Consolidation of “like” program elements is also recommended. Specifically, “wellness” spaces should be consolidated on a single
floor, “education” spaces should be consolidated on a single floor, and “Social” spaces should be consolidated. Staff offices should
also be located together in a secured office suite. Grouping staff offices will improve safety for staff and support efficient, healthy
business operations.
Interior Observations
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1. Building Envelope
a. Address deteriorating conditions at top of building
i. rebuild upper wall and parapet
ii. repair to balustrade, belt, and upper cornice
iii. enclose flue
iv. PVC roof to remain, but repair to roof at perimeter
b. Project to address remaining needs on the exterior of the lower building
i. window replacement and restoration
ii. repair of large belt/projecting cornice
iii. pointing, sealing stone joints
2. Kitchen Renovation
a. The kitchen is high priority to The Center. Staff identified this as a high priority community need and it has the potential to
generate rental income. The renovated kitchen will serve as an educational teaching kitchen for The Center’s programming and
catering rental. Complete removal and replacement of equipment, systems, and finishes is recommended.
i. 1,700 SF
ii. new kitchen equipment (attached)
iii. new heating, cooling, ventilation (including hood), and lights
iv. new interior finishes
1. cleanable ceiling tile
2. quarry tile floor
3. FRP Walls
4. food grade stainless steel surfaces throughout
Projects & Planning Diagrams
Proposed Kitchen Plan
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3. Ground Floor “Wellness Floor” and Accessible Entry Vestibule
a. The wellness floor is confusing to navigate and includes unrelated spaces, like breakrooms for staff and art classrooms.
Renovation to this space is designed to make entry and circulation clear and to arrange exercise rooms in a way that better serves
the patrons. A new entry vestibule that is accessible and improves wayfinding is included in this phase for logistical reasons and
project efficiency. New systems are required, and changes to existing interior spaces can be characterized as “heavy renovation.”
i. New Entry Vestibule & Reception
1. 400-600 SF Addition
*Multiple locations were studied, including Washington Street (South) and Linn Street (West). Final location should be determined
during design of lower-level existing spaces and must involve civil engineering engagement and coordination with historic
preservation.
On January 31, 2022, an informal presentation took place between the staff design team and OPN architects with the Historic
Preservation Commission (HPC) staff of the Neighborhood and Development Services Department. At this introductory and
preliminary review, there was support from the HPC staff in the inclusion of a potential lower level west entry option in the Center’s
Master Plan.
ii. Ground Floor Renovation
1. 9,000 SF
2. see plans for new walls and rooms
3. new mechanical systems and lights
4. interior finishes
a. ACP ceilings throughout
b. metal framed gypsum wall board walls
c. ceramic tile in lockers/restrooms
d. carpet flooring in corridors and offices
e. LVT flooring in fitness rooms
Optional Ground Level “Wellness Floor” Plan
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Optional Ground Level “Wellness Floor” PlanOptional Ground Level “Wellness Floor” Plan
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4a. Level 3 “Education Floor”
a. Medium Renovation of the floor to be more flexible and adaptable.
i. 7,050 SF
ii. new mechanical systems and lights
iii. interior finishes
1. ACP in classrooms and corridors
2. plaster repair in stairs
3. new carpet in classrooms
4. metal framed gypsum wall board walls
Proposed Level 3 “Lifelong Learning” Plan
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4b. Level 2 Staff Offices
a. Consolidation and arrangement of staff offices on the second level. A mixture of enclosed, private offices and open or shared
offices will be determined in design. The space can support current and some future staff. New systems are required, and changes
to interior spaces can be characterized as “medium renovation.”
i. 3200 SF
ii. new mechanical systems and lights
iii. interior finishes
1. new ACP in offices
2. new carpet throughout
Proposed Level 2 “Staff Floor” Plan
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4c. Level 1 “Social Floor”
a. The social floor is in good condition and rearrangement of spaces is minimal on this floor. New systems are required, but the
changes to interior spaces can be characterized as “light renovation.” Elevator improvements are included in this project but could
logically be included in any project.
i. 7,300SF, excluding kitchen
ii. new mechanical systems and lights
iii. rework of mechanical ductwork, but minimal impacts to ceilings on this floor.
iv. refresh existing finishes
1. paint existing plaster ceilings
2. repair existing terrazzo
3. replace carpets
4. new elevator cab finishes and controlls
5. grand stair railing upgrade
Proposed Level 1 “Social Floor” Plan
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Budget Brief
Budget Brief
This report identifies needs and requests—a program—with an estimated project cost of $13.8 million in 2022. The city’s current Capital Improvement
Plan includes an allocations that support phase 1 and phase 2. Phase 3 is not currenlty fully funded. Fundraising may be needed to achieve all of the
program goals and maximize benefits for members and guests.
Efficiency of scale
Phase 3 was shown divided into smaller phases that can be addressed independently. A collection of small projects will cost more than a singular large
project. The phase 3 projects were divided by floor to support meachanical systems replacement. One floor is the smallest reasonably scaled project
recommended. If the phased projects are further subdivided, project costs will increase.
Escalation
Construction projects costs typically increase relative to other goods and services in the broader economy. Typical increases match inflation and have
been 2% - 3%, annually, for the last several years. Due to COVID and global supply chain disruptions, the costs of some construction materials and labor
have increased 5% - 20% monthly during 2021. Predicting escalation in the current volatile market is uncertain.
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Statement of Probable CostsCity of Iowa City, Senior Center Assessment and Master Plan
Statement of Probable Construction Cost - March 1, 2022
Project Number: 21411000
Building Envelope - Phase 1
Design
Contingency
Construction
Contingency 2022 Costs Notes
2027 Costs*
(5-Year Escalation)
2032 Costs*
(10-Year Escalation)
Building Envelope - Upper Level Stone Repair
Construction Costs 30%10%$553,247 $706,099 $901,181
Project Development Costs (Testing, Design, Engineering, Fees)$138,312 $176,525 $225,295
Subphase Project Cost $691,559 CIP '21-'22 $882,624 $1,126,476
Building Envelope - Lower Levels & Windows
Construction Costs 30%10%$2,219,576 $2,832,804 $3,615,455
Project Development Costs (Testing, Design, Engineering, Fees)$554,894 $708,201 $903,864
Subphase Project Cost $2,774,470 CIP '21-'22 $3,541,005 $4,519,319
Envelope Totals
Project Total $3,466,029 $4,423,629 $5,645,796
Anticipated CIP Funding 2021 $700,000
Anticipated CIP Funding 2022 $2,720,000
Kitchen Renovation - Phase 2
Design
Contingency
Construction
Contingency 2022 Costs Notes
2027 Costs*
(5-Year Escalation)
2032 Costs*
(10-Year Escalation)
Kitchen Renovation
Construction Costs 20%10%$981,026 $1,252,065 $1,597,988
Project Development Costs (Testing, Design, Engineering, Fees, Furniture)$343,359 CIP '24 $438,223 $559,296
Kitchen Totals
Project Total $1,324,385 $1,690,288 $2,157,284
Anticipated CIP Funding 2024 $1,655,000
Anticipated Fundraising TBD
Ground Level Renovation - Phase 3
Design
Contingency
Construction
Contingency 2022 Costs Notes
2027 Costs*
(5-Year Escalation)
2032 Costs*
(10-Year Escalation)
Ground Level Renovations
Construction Costs - New Entry Vestibule 20%10%$253,567 $323,623 $413,034
Construction Costs - Interior Renovation 20%10%$2,240,954 $2,860,088 $3,650,278
Project Development Costs (Testing, Design, Engineering, Fees, Furniture)$873,082.35 $1,114,299 $1,422,159
Project Total $3,367,603 $4,298,010 $5,485,471
Anticipated CIP Funding 2025 $1,745,000
Anticipated Fundraising and Carryover TBD
Interior Renovations - Unfunded Projects
Design
Contingency
Construction
Contingency 2022 Costs Notes
2027 Costs*
(5-Year Escalation)
2032 Costs*
(10-Year Escalation)
Level 3 Renovations
Construction Costs 20%10%$1,976,300 $2,522,315 $3,219,184
Project Development Costs (Testing, Design, Engineering, Fees, Furniture)$691,705 $882,810 $1,126,715
Subphase Project Cost $2,668,005 $3,405,126 $4,345,899
Level 2 Renovations
Construction Costs 20%10%$697,701 $890,463 $1,136,481
Project Development Costs (Testing, Design, Engineering, Fees, Furniture)$244,195 $311,662 $397,768
Subphase Project Cost $941,896 $1,202,125 $1,534,250
Level 1 Renovations (Does Not Include Kitchen)
Construction Costs 20%10%$1,552,311 $1,981,186 $2,528,551
Project Development Costs (Testing, Design, Engineering, Fees, Furniture)$543,309 $693,415 $884,993
Subphase Project Cost $2,095,620 $2,674,601 $3,413,544
Interior Totals
Project Total $5,705,521 $7,281,852 $9,293,693
* Used 5% inflation for each year
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Appendix/Footnotes
1. Appendix 1 – Exterior Historic Assessment
2. Appendix 2 – Engineering Report
3. Appendix 3 – Food Service Analysis and Design
Cedar Rapids | Des Moines | Iowa City | Madison
Item Number: 4.
April 14, 2022
Pen d ing City Cou n cil Work Session Topics
AT TAC HM E NT S :
Description
Pending City Council Work S ession Topics
Item Number: 5.
April 14, 2022
Memo from Assistan t F inan ce Director: Q u arterly F inan cial Su mmary for
Period En d ing March 31, 2022
AT TAC HM E NT S :
Description
Memo from Assistant Finance Director: Quarterly F inancial Summary for Period Ending March
31, 2022
Item Number: 6.
April 14, 2022
Civil Service Examin ation : Main ten ance Worker II - Wastewater Treatmen t
AT TAC HM E NT S :
Description
Civil S ervice E xamination: Maintenance Worker I I - Wastewater Treatment
Item Number: 7.
April 14, 2022
Civil Service Examin ation : Sen ior Maintenan ce Worker - Wastewater Plan t
AT TAC HM E NT S :
Description
Civil S ervice E xamination: Senior Maintenance Worker - Wastewater Plant