03-908��i��1� � /.L�d. /.� o1``Q3
RESOLUTION
OF SAINT PAUL, MINNESOTA
Presented
Referred To
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Couneil Fiie # 0.3 ' 90 b
Green Sheet # ,3��5 7 ! 7
Committee Date
WHEREAS, the 20041egislarive session will focus on capital bonding requests; and
WHEREAS, the City of Saint Paul has submittedse�ei�requests for capital funding to the State ofMinnesota
for consideration in the Govemor's 2004 Capital Budget; and
WHEREAS, because non-profit and community organizations cannot directly submit bonding applicarions
to the State, but must instead submit them through a local unit of government, the City has submitted four requests
on behalf of other organizations; and
NOW, THEREFORE, BE IT RESOLVED, that the City of Saint Paul supports the following:
Bioscience Corridor — Infrastructure and Related Land Acquisition
Health Care Learning Center
Minnesota 7nsfitute for Regenerarive Medicine
Phalen Corridor
Holman Field
Ordway Center for Perfornung Arts
Mze.ke,r Island Historic Lock and Dam/Desnoyer Park River Access
Adopted by Council:
Date f//�/� �.�1
Adoption Certified by Council Secretary
Requested by Departrnent o£
_ Mavtrr's of-Fi't,e,
I�lancu Na.as
Form Approved by City Attorney
_ :. .
0 3 - 908
� Green Sheet Green Sheet Green Sheet Green Sheet Green Sheet Green Sheet �
DepartmeM/office/council: Date Initiated:
MO — Mayrn'sOffice 30SEP-03 Green Sheet NO: 3005997
ColMact Person 8 Phone• ���QM SeM To Person InitiaVDate
Nancy Haas � 0 a or•s Office
266-8527 Assign 1 oPsOffice De arhnentDirector
Must Be on Council /�enda by (Date): Number 2 • Attorne �
08-OCT-03 For
Roufing 3 or's Oftiee Ma odAssistant
Order 4 uncd
5 i Clerk CS Clerk
Total # of Signature Pages _(Clip All Locations for Signature)
Action Requested:
Passage of attached resolution
Recommendations: Approve (A) or Reject (R): Personal Service Contracts Must Mswer the Following Questions:
Planning Commission 1. Has this person/firtn ever worked under a contract for this department?
CIB Committee Yes No � '
Civil Service Commission 2. Has this person/firm ever been a city employee?
Yes No
3. Does this personffirm possess a skill not normally passessed by any
current city employee?
Yes No
Explain all yes answers on separate sheet and attach to green sheet
Initiating Problem, Issues, Opportunity (Who, What, When, Where, Why): -
The Minnesota Deparhnent of Finance has requested that local units of goveivuieut provide a resolution memorializing the capihl
bonding projects which they have submitted for consideration in the Govemor's 2004 Budget.
Advantages lf Approved:
If approved, the City's pxojects will have met the Department of Finance requirements for submission and will receive considera6on for
inclusion in the Governor's Budget.
DisadvaMaAes If Approved:
None.
DisadvanWges If NotApproved:
If not approved, the City's projects will likely not be considered for inclusion in the Govemor's 2004 Budget.
Total Amount of CosURevenue Budgeted:
Trensaction:
Funtling Source: Activiry Number:
Financial Information:
(Explain)
o3-9b�
City of Saint Paul
2004 Capital Budget Requests
1. Bioscience Corridor - Infrastructure and Related
Land Acquisition
2. Health Care Learning Center
3. Minnesota Institute for Regenerative Medicine
4. Phalen Corridor
5. Holman Field
6. Ordway Center for Performing Arts
$20 million
$15 million
$15 million
$4 million
$6 million
$10 million
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2004 CAPITAL BUDGET REQUEST
AGENCY: City of St. Paul
PRO7ECT TTTLE: Bioscienee Corridor — Infrastructure and Related Land Acquisition
AGENCY PROJECT PRIORITY: 1
PRO7ECT LOCATION: (See attached map.)
2004 STATE APPROPRIATION REQITEST: $20,000,000
2006 STATE APPROPRIATION REQUEST: $0
2008 STATE APPROPRIATION REQLTEST: $0
OTHER FUNDING: Private investment from real estate developers; on a limited basis, taY
increment financing provided by the City of Saint Paul
PROJECT DESCRIPTION: This request is for $20 million in state funding for predesign,
design, construction, and equipment for various transportarion, development and redevelopment
infrastructure required to support bioscience development in the Saint Paul Bioscience Corridor
(Corridor map attached). The infrastructure will include improvements and expansion of the
University of Minnesota dedicated transitway, new and expanded roadways, sidewalks, and
lighting, and surface and structured parking. All such infrastructure will be designed and
implemented to increase the density of bioscience development in the corridor, which masimizes
the job and taac base growth generated by bioscience companies locating in the Corridor. The
auailability of this public infrastructure also provides additional incentives to promote
recruitment and expansion of bioscience companies in the Corridor. This infrastructure also
allows vacant and underutilized land in the Corridor to be more rapidly redeveloped to house
bioscience and related cluster companies.
FACILITY OWNERSHIP AND OPERATION: All public infrastructure and improvements
would be owned by the City of Saint Paul.
IMPACT ON AGENCY OPERATING BUDGET: Any ongoing costs to maintain or operate the
infrastructure would be borne by the City. The City of Saint Paul will require that as a condition
of implementing new infrashucture or infrastructure improvements, bioscience companies
locating in the Comdor commit to participating in available transit ridership programs so as to
minimize the need for surface ar structured parking. To that end, expansion and improvements
to the University of Minnesota dedicated transitway leverage this existing infrastructure to
improve access from the Corridor to the University's East and West campuses.
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PROJECT COSTS:
Predesign - TBD; approval of specific infrastructure projects on a case by case basis to be
delegated to DEED
Design - TBD; approval of specific infrastructure projects on a case by case basis to be
delegated to DEED
Construction - TBD; approval of specific infrastnxcture projects on a case by case basis to be
delegated to DEED
Equipment — TBD; approval of specific infrastructure projects on a case by case basis to be
delegated fo DEED
Relocation - TBD; approval of specific infrastructure projects on a case by case basis to be
delegated to DEED
PROJECT SQUARE FOOTAGE: TBD
PROJECTSCHEDULE
Site Control —through Q3 2005;
Construction — through Q4 2006;
Opening — through Q2 2007.
CONTACT PERSON:
Martha Fuller, Director
Department of Planning and Economic Development
City of Saint Paul
1400 City Hall Annex
25 West Fourth Street
Saint Paul, MN 55102
03 -908'
2004 CAPITAL BUDGET REQUEST
AGENCY: City of St. Paul
PRO7ECT TITLE: The Health Care Learning Center
AGENCY PRO7ECT PRIORITY: 2
PROJECT LOCATION: Downtown St. Paul, in close proxnnity to the cluster of health care institutions.
TOTAL PROJECT COST: $23,000,0000
2004 STATE APPROPRIATION REQLTEST: $15,000,000
2006 STATE APPROPRIATION REQUEST: $0
2008 STATE APPROPRIATION REQLTEST: $0
OTHER FiTNDING: Other funding sources are anticipated to be debt and contributions from stakeholder
participants and philanthropic sources.
PROJECT DESCRiPTION: This request is for state fixnding to acquire a site, demolish an existing
building, predesign, design, construct, and equip an approximately 100,000 squaze foot Health Caze
Learning Center in downtown Saint Paul totaling approximately $23 million, which will be owned and
operated by the Collaboration for Health Care Learning.
The Collaboration for Health Caze Learning, a new non-profit organization, will have the following
mission: Collaboratively, to provide state-of-the-art facilities and programs that will grow and develop
the health care talent pool and lrnowledge base, and as a result, lower costs and improve health care
delivery in Minnesota.
This mission highlights that the Collaboration will haue a physical component — the facility, and a non-
physical component — the program. Program content will include a focus on the diverse populations of
the region and the State, both in terms of providing opportunities for advancement on the health care
career ladder, as well as addressing the diverse health care needs of these groups. The Saint Paul-based
Collaboration has the ability to expand its scope far beyond its urban and suburban reaches. With the use
of videoconferencing and web casting, prograni offerings can ba targeted to out-State populations.
The Collaboration for Health Care Learning will develop, build, own and manage a centrally-located,
technically-equipped Health Caze Learning Center to house educational and training facilities, and
possibly other health care organizations and health care worker services. Addirionally, the collaborative
program will focus on enhancing The leaming opportunities available to health care workers in Saint Paul
and those throughout the state through a focus on distance learning opportunities, bringing cost savings to
the education and training process through better utilization of existing training resources, supporting
research focused on the delivery of health care services, and developing additional collaboration
opportunities for the region's major health care institutions. While it is anticipated that a good portion of
the facilities and services will be provided by the Collaboration, the goal will be to utilize exisring
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the facilities and services will be provided by the Collaborarion, the goal will be to urilize existing
services, programs, and facilities currently offered by other organizations if the same objectives can be
met and duplication avoided.
The Health Care Leaniing Center will house:
• Gateway to Health Care Careers (Information Center) — This storefront space would act as a gateway,
accessible to the public, providing information and counseling on health care careers, education and
training and career laddering opportunities.
Health Care Simulation Center— Human-parient simulation provides an opporiunity to enhance
training as well as compensate for limited clinical site auailability. The Collaboration will explore
the feasibility of expanding and enh2ucing the capabilities that currently exist at the HealthPartners
Simulation Center for Patient Safety located on Metropolitan State campus, and/or possibly relocating
the existing facility to the Health Care Learning Center. Additional simulator equipment can be
acquired, program content developed, and broader urilization of this valuable equipment can be
achieved.
Learning Spaces — The majority of space in the Center would be devoted to learning spaces —
including a meeting facility for larger groups (250 + person auditorium), state of the art classrooms,
and specialized labs, all equipped with technology to facilitate and enhance distance learning. These
facilities would be used by local colleges and universities and other education/training providers, as
well as utilized by the Collaboration for its own collaborative training. Through the distance learning
capabilities of the Center, both college-credit education and other leaming experiences (continuing
education, training, etc.) will be made a�ailable to healTh care workers throughout rhe state.
• Reseazch Institute and Information Resources —The Collaboration will encourage community wide
research projects, act as a forum for the broad dissemination of research findings, and the
Collaboration will explore opporhuiiries to consolidate existing, independent medical libraries to
create a collaborative library.
FACILITY OWNERSHIP AND OPERATION The Collaboration for Health Care Learning, a to-be-
formed non-profit organization will be a collaborative organization, which will benefit from input and
participation from iYs key stakeholder groups, which will be represented on its Board and will provide a
number of resources (funding, staff, program conYent). The Collaboration will be managed by an
independent director. Key stakeholders coming together in this collaboration will include the region's
hospitals and their parent company health systems, area colleges and universities offering health care
education, government organiza6ons, including the City of Saint Paul, Ramsey County and the State, the
business community, and local foundations.
IMPACT ON AGENCY OPERATING BUDGET: Facility operating and maintenance, as well as
program costs for the Collaboration will be funded through revenue generated from space rental, program
fees, and sponsor support.
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PROJECT COSTS:
Land Acquisition — $1,500,000
Demolirion - $500,000
Predesign - $500,000
Design - $500,000
Construction - $18,000,000
Furniture/FixturesBquipment — $2,000,000
Relocation -$0
PROJECT SQUARE FOOTAGE: Approximately 100,000 squaze feet
PROJECT SCHEDULE:
Feasibility Study and Market Assessment — 7une 2004
Fundraising efforts Completed — March 2005
Site Control — March 2005
Construction — through March 2006
Opemng — Fa112006.
CONTACTPERSON:
Howazd Orenstein
Senior Policy Advisor to the Mayor
City of St. Paul
390 City Hall
15 West Kellogg Blvd.
Saint Paul, MN 55102
03-908
2004 CAPTTAL BUDGET REQUEST
AGENCY: City of St. Paul
PROJECT TTTLE: The Minnesota Institute for Regenerative Medicine
AGENCY PROJECT PRIOffiTY: 3
PROJECT LOCATION: Midway azea of Saint Paul, adjacent to the University of Minnesota transit way.
TOTAL PRO7ECT COST: $15 million
2004 STATE APPROPRIATION REQUEST: $15 million
2006 STATE APPROPRIATION REQLTEST: $0
2008 STATE APPROPRIATION REQUEST: $0
OTHER FUNDING: The Minnesota Insritute for Regenerative Medicine will house both public and
private institutions; the portion of the facility housing private company research will be funded by private
funding.
PROJECT DESCRIPTION: This request is for state funding to acquire land, predesign, design, construct,
and equip an approximately 50,000 square foot research facility to house public and privately funded
research in the area of regenerative medicine, and to act as a catalyst to support and develop collaborative
research between the Mayo Institute and the University of Minnesota, as well as private companies in the
bioscience sector. This multi-user facility will house a staff of approximately 65, including 13 faculty
investigators from the University of Minnesota and potentially investigatars from the Mayo Institute,
undertaking collaborative reseazch projects. It is anticipated that the majority of the research taking place
at the Minnesota Institute for Regenerative Medicine will be funded by the NIH as incremental funding
beyond current NIH funding for existing research initiatives led by the University of Minnesota, the Mayo
Ins6tute, and other regional insritutions. Additionally, private companies will be invited to locate their
research facilities in adjacent, connected space that will allow real rime collaborarion between the public
and private sector.
The Research Institute facility will inciude office, wet labaratory, wet laboratory support, conference and
seminar spaces, along with instnxmentation areas, procedural suites, animal holding areas and other
facility support areas.
The identification of cells that have the potential to develop into any kind of cell in the body has opened
the possibility that human tissues might be produced in the laboratory. These laboratory produced tissues
might then be used to replace normal body tissues damaged by accident or disease. The University of
Minnesota is a leader in stem cell research, with a focus on stem cells found in the bone marrow of
healthy adults. Dr. Catherine Verfaillie at the University of Minnesota has identified these multipotent
adult stem cells (MAPCs) and shown that they appear to have a potential similar to embryonic stem cells
to produce most, if not all, body tissues. Adult stem cells do not haue the ethical or scarcity issues of
embryonic stem cells. In addition to the exciting basic research on multipotent adult stem cells, the
University has the capability to carry the development of these stem cells through to therapeutic use in
03 - �o�
patients. These steps in development include translational research, animal studies, biomedical
engineering design of production systems, inirial and later phase ciurical trials in patients, and interactions
with industry to shift producrion of novel cellular products into widespread patient care.
FACILITY OWNERSHIP AND OPERATION The facility will be owned by a non-profit collaborative
organization, representing the tenants of the building (expected to be the University of Minnesota, Mayo
Clinic and private companies); along with the City of St. Paul, the State of Minnesota and other
stakeholder groups.
IMPACT ON AGENCY OPERATING BUDGET: Facility operating and maintenance costs will be
funded through rents paid by tenants.
PROJECT COSTS:
Land Acquisition — $1,500,000
Demolition - $300,000
Predesign - $300,000
Design - $400,000
Construction - $10,000,000
Furniture/Fixtures/Equipment — $2,500,000
Relocation -$0
PROJECT SQUARE FOOTAGE: Approximately 50,000 square feet
PROJECT SCHEDULE:
Program Development and fundraising effort completion — Fa112004;
Site Control — 7anuary 2005;
Conshuction — Spring 2006;
Opening — Spring 2006.
CONTACT PERSON:
Howard Orenstein
Senior Policy Advisor to the Mayor
City of St. Paul
390 City Hall
15 West Kellogg Blvd.
Saint Paul, MN 55102
2
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2004 CAPITAL BUDGET REQUEST
1) AGENCY: City of St. Paul
2) PROJECT TITLE: Phalen Boulevard
3) AGENCY PROJECT PRIORITY: 4
4) PROJECT LOCATION: Phalen Boulevard generally runs along an active rail comdor on
Saint Paul's East Side from Interstate 35 E(I-35E) to Johnson Parkway.
5) TOTAL PROJECT COST: $60.7 million
6) 2004 STATE APPROPRIATION REQUEST: $4 million
7) 2006 STATE APPROPRIATION REQiTEST: None, if $4 million allocated in 2004 bonding
cycle
8) 2008 STATE APPROPRIATION REQITEST: None, if $4 million allocated in 2004 bonding
cycle.
9) NON STATE FUNDS AVAILABLE
See attached spreadsheet
10) PROJECT DESCRII'TION AND RATIONALE:
This request is for $4,000,000 of state funding to far predesign, design, construction and
constzuction inspection on Phalen Boulevard between I-35E and Johnson Parkway.
Phalen Boulevard is the backbone of the Phalen Corridor Initiarive, a community-initiated,
urban development project on the East Side of Saint Paul. This comprehensive project
combines multi-model transportation infrastructure improvements, economic development,
brownfield remediation, industrial redevelopment, job creation, workforce development,
housing, and wetland restoration. Building Phalen Boulevard will provide access to about 100
acres of underurilized industrial (brownfield) redevelopment sites, creating up to 2,000 livable
wage jobs and helping retain over 4,000 jobs in the Corridor area. Building Phalen Boulevard
will allow jobs to be added and retained in the core City were necessary support services, such
as transit, sidewalks and affordable housing aiready exist. There are also plans to construct
1,000 new mixed income housing units in the corridor. The project will also extend and
connect two major state bike trails. Phalen Boulevard also creates a direct link to I-35E,
substanrially increasing the marketability of new industrial sites, greatly improves regional
access to both area businesses and residents and reduces congestion on sunounding streets
(such as Maryland Avenue, Johnson Parkway White Bear Avenue, etc.) by 8-20%. Over 60
businesses, community groups and governmental agencies are successfully collaborating on
this model proj ect.
03 - 90�
Construction of Phalen Boulevard also allows the Minnesota Department of Transportation
(MnDOT) to reconstruct I-35E between University and Maryland Avenues on an alignment
that will reduce bridge length (reducing maintenance cost), improve safety and reduce
accidents and reduce the reconstruction timeline by about two years. Phalen Boulevard also
provides the new East Metro Transit Facility access during the reconstruction of I-35E.
Therefore, the Phalen Boulevard project adds and enhances other state and regional projects
rather than competing with them.
The Phalen Corridor Initiative is one of the most comprehensive community reinveshnent
efforts in the country and tests a new method of planning and development that is fluid,
allowing new parties to join the process as it progresses. This has kept interest high and
resulted in the covering of a wide range of recognized urban, social and development needs.
Phalen Boulevard was authorized to receive $38.4 million of TEA-21 High Priority Project
(HPP) Funds and has received appropriations of $15 million of federal transportation funds to
date.
11) OWNERSHIP AND OPERATION OF FACILITY:
The City of Saint Paul will own, operate and maintain Phalen Boulevard.
12) TOTAL PROJECT COSTS AND FLJNDING
See attached spreadsheet
13) SIZE OF PROJECT:
Phalen Blvd from I-35E to Johnson Parkway is 2.6 miles long.
14) PROJECT CONSTRUCTION SCHEDULE:
I-35E to Payne Avenue — 2003
Payne Avenue to Arcade Street - 2004
Arcade Street to 7ohnson Parkway - 2004 to 2005 (dependent on funding)
Cayuga Street — 2009 (part of MnDOT I-35E reconstruction)
15) STATE OPERATING DOLLARS
The City of Saint Paul will own, operate and maintain Phalen Boulevard. No State operating
dollars will be requested.
16) RESOLUTION OF SUPPORT:
See Attached
17) CONTACT PERSON:
Paul St. Martin, Project Engineer
City of St. Paul Department of Public Works
800 City Hall Annex
25 West 4 Street
St. Paul, MN 55102
Telephone: 651-266-6118
Fax:651-298-4559
Email paul.st.martin@ci.stpaul.mn.us
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a3 - 908
2004 CAPITAL BUDGET REQiTEST
1) Name of the local government or political subdivision that is submitting the request:
City of St Paul
2) Project title: Saint Paui Downtown Airport / Holman FYeld Flood Protection Project
3) Projectpriority:5
4) Project location: Holman Field - southeast of downtown Saint Paul
5) Total project cost (all fixnding sources - all years - for all capital costs): $25 million
6) Request for state funds in 2004: $6 million
7) Additional state funds to be requested for subsequent project costs / phases in 2006: $0
8) Additional state funds to be requested for subsequent project costs / phases in 2008: $0
9) Non-state funds available ar to be contributed to the project (list the dollar amount and
the sources - federal, city private, or other).
$16.0 million Water Resources Development Act (WRDA - Federal)
$ 1.0 million City of Saint Paul Long Range Capital Improvement
Budget(CIB)
$ 2.0 million Metropolitan Airports Commission
10) Project description and rationale (limit to one page maacimum). The very first sentence of
this narrative should idenrify what is being requested: See attached project description.
11) Identify who wili own the facility: The Metropolitan Airports Commission will own
and operate the facility.
Page 1 of 3
03 •908
12>
Identify total project costs for each of the following categories: land acquisirion,
predesign, design, construction, furniture/fixtures/equipment, and relocarion costs.
$ 0.0 million
$ 0.5 million
$ 0.5 million
$24.0 niillion
$ 0.0 million
$ 0.0 million
Land Acquisition
Predesign
Design
Construction
Furniture/FY�tures/Equipment
Relocation Costs
13) For new construction projects: identify the new square footage requested. For
remodeling, renovation or expansion projects: identify the total square footage of current
facilities and new square footage requested.
The Holman FYeld Flood Protection dike will extend 9,800 feet
14) Project schedule. Identify the date (monttilyeaz) when conshuction crews are expected to
first arrive on site, and the date (month/year) when construction will be completed with a
certificate of occupancy.
January 2004
Apri12004
July 2004
December 2004
15)
Design and Engineering Completion
Go Out For Bids
Begin Construction
Complete Construction
Identify any new or additional state operating dollazs that will be requested for this
project (cite the amount and year if applicable).
$0
16)
Project contact person, title, address, phone, fas, and email (a project spokesperson who
is laiowledgeable on the project and can answer detailed questions).
Gary Warren
Director of Air Site Development
Metropolitan Airports Commission
6040 28�' Avenue South
Minneapolis, MN 55425
612-726-8131(0)
612-794-4407(�
�rvarren(�a, mspmac.org
Martha Fuller, Director
Planning & Economic Development
City of St. Paul
1300 City Hall Annex
St. Paul, MN 55102
651-266-6628(0)
�nartha.fuller(a�ci.staaul.mn.us
Page 2 of 3
03 - q�$
Saint Paul Downtown Aixport / Holman Field Flood Protection Proiect Description and Rationale
The Pnrnose: Tlvs request is for $6 million in state funding to conshuct a permanent flood
control perimeter dike along the east and south edges of the Saint Paul Downtown Airport /
Holman Field, thereby protecting the airport and its operations from flooding up to the 100-yeaz
flood event. The dike will be 9,800 feet long and constructed of a combination of earth berms
and sheet piling and would vary in height from four to eight feet above ground level. The gaps
in the dike at the end of each runway would be closed with temporary levies during appropriate
flooding events. The area on the river-side of the dike will be graded and excavated to provide
compensatory flood storage capacity and three ground water pumping starions will be installed to
remove surface water runoff and ground water intrusion from the airfield and dischazge the water
to the river.
The Problem: Flooding of the Mississippi River results in frequent closures of Holman Field.
In recent years flooding has closed the Airport every four years. Most recently, in 2001, the
Airport closed due to flooding on April 10 and did not reopen until June 27. The estimated costs
associated with the 2001 closing include: $5 million in damages and lost revenue for Airport
tenants; $350,000 in clean-up costs and lost revenue to MAC; and $75,000 for a temporary
tower. Holxnan Field is classified as the region's only intermediate airport and serves as the
primary reliever to the Minneapolis-St. Paul International Airport (MSP). Flooding of Holman
Field reduces regional capacity thereby placing additional strain on MSP and raising safety
issues at MSP. Flooding also imposes a significant financial burden on Airport users and
tenants, including key corporate citizens such as 3M, US Bank, Coca-Cola and Hubbard
Broadcasting that rely heavily on this reliever airport, which contributes an estimated $88 million
annually to the economy. The Minnesota Army National Guazd's emergency response mission
is also impacted by flooding of Holman Field. For all of these reasons, sub-optimal functioning
of Holman Field caused by flooding has a regional and statewide impact as will the proposed
diking project designed to mitigate the flooding.
The Particinants and Partners: A number of organizations have participated in laying the
groundwork necessary for this project to proceed. These include the Metropolitan Airports
Commission, Metropolitan Council, Minnesota Deparhnent of Natural Resources, US Army
Corp of Engineers, FEMA, the Saint Paul Planning Commission and the Saint Paul City Council.
Likewise, the Holman Field Flood Protection Project has engendered support from a wide range
of individuals including: Senator Norm Coleman, Congresswoman Betty McCollum,
Congressman James Oberstar, Saint Paul Mayor Randy Kelly, the Capital City Partnership, the
Saint Paul Area Chamber of Commerce, and all the tenants at Holman Field.
Page 3 of 3
03 • �08
2004 CAPTTAL BUDGET REQUEST
1. Name of the local government or political subdivision that is submiriing
the request
City of St. Paul
2. Project title
Ordway Center for the Perfonning Arts Renovation Project
3. Project priority number (if the applicant is submitting multiple requests): 6
4. Project location
345 Washington Street, St. Paul, MN 55102
5. Total project cost (all funding sources - all years - for all capital costs)
$10,000,000
6. Request for state funds in 2004
Request amount for 2004 is $10 million
7. Additional state funds to be requested for subsequent project costs/phases
in 2006
No funds are requested for 2006
8. Additional state funds to be requested for subsequent project costs/phases
in 2008
No funds are requested for 2008
03 r / O�
9. Non-state funds available or to be contributed to the project (list the
doIIar amount and sources - federal, city, private, or other)
The Ordway Center's local match is provided from two sources:
Endowment Campaign
The Ordway Center has completed the first year of a three-year
stabilization campaign, and successfully balanced its books for the first time in
three years. In order to continue to be financially viable, the Ordway Center
must embark on a major effort to raise an increased level of operating funds.
The immediate, underlying financial challenge facing Ordway Center is
closing the $1.5 million annual gap between the real cost of operating and
maintaining this exceptional venue and the limited rental and other earned
income it now generates.
Most large arts arganizations find through experience that they can
achieve financial stability only when their endowment principal is at least
three times their annual budget. This enables these organizations to cover
10%-15% of their operating expenses from endowment fund earnings.
Ordway Center covers about 3% of its budget from endowment.
Thus the Ordway is poised to embark on a fund raising campaign
necessary for survival — raising a minimum of $14 million of additional
endowment between now and FY2010.
Ordway's $45 M Original Construction Cost Privately Financed
The Ordway Center was built for $45 million entirely by private
investment and opened to narional acclaim in 1985. The ownership of the
building will be transferred to the City of St. Paul, effectively transferring the
original $45 million private investment to public ownership.
Ordway's Current Value Far Exceeds Original $45 M Cost of
Construction
It is obvious, but necessary to acknow2edge that the current value of the
land and building that houses the Ordway Center far Performing Arts far
exceed the original $45 M of construction costs. Thus the transfer of the
Center to the public ownership of the City provides a contribution by the
Ordway substantially in excess of $45M.
03 -90�
10. Project description and rationale (limit to one page magimum). The very
first sentence of this narrative should identify what is being requested.
Proiect Rationale
This request is far $10 million to predesign, design, construct, fiunish
and equip a renovation of the Ordway Center for the Perforniing Arts in St.
Paul. This project is a prudent strategy for renovating Minnesota's premiere
performing arts center in a time of financial constraints. The renovation will
include: fulfilling Homeland Security Department standards, improving
access to the facility, connecting Ordway Center to St. Paul's skyway system,
reconfiguring seats in both theaters to ensure each seat has an optimal sight
line, and upgrading acoustics.
The mission of the Ordway is to host, present, and create performing
arts that engage artists and entertain and educate diverse audiences. The
Ordway Center's world-class facility includes two theaters: the 1,900-seat
Main Hall and the 306-seat McKnight Theatre. By its very nature, perfornung
arts center are an efficient venue since they provide a home to a variety of arts
organizations.
A Cultural Center
The Ordway Center is the St. Paul home to four other arts institutions:
the Minnesota Orchestra, the Minnesota Opera, the St. Paul Chamber
Orchestra and the Schubert Club. Ordway Center presents and produces its
own Theatrical Season and serves a multicultural audience with its
planetOrdway programining and the Flint Hills Intemational Children's
Festival. Ordway Center draws attendance from all four corners of the state.
Education at Ordwav Center
Over 600,000 students have participated in the Ordway Center
Education programs over the last twelve years. The Ordway Education program
is unique among arts organizations in that it focuses specifically on cultural
diversity. The Ordway provides educational programs for teachers and students.
Among the programs offered are the following:
• Living study guides: Arts Workshops for Teachers—provide hands-on
workshops that explore the art form presented on stage, followed by a
discussion on the connection of perfonl�ances to cumculum.
• Ordway/Compas Residences—offer a two-week in-depth exploration of an
Ordway Center production and its art form in conjunction with a trip to
Ordway Center.
• planetOrdway Target� Season—a vital program of multicultural perfornung
art highlighting artistic and social diversity.
p3 - 908
• Flint Hills International Children's Festival-30,000 children and parents
attend a weeklong event that includes local and international artists in
performances designed to appeal to the creative spirit while addressing
subjects of universal importance to children.
• Study Guides—Sent to all teachers two months prior to their class attending an
Ordway Center production. These guides have sections relating to history,
vocabulary, geography and acfivities to engage students in the performance.
Proiect Detail
Access to Ordway Center for All
When the City of St. Paul completed their skyway and tunnel system, it
ended roughly 60 feet from Ordway Center's entrance. It is important that the
public can easily access parl�ng garages and downtown St. Paul restaurants
from Ordway Center. The addition of an enclosed walkway from Xcel Center
to Ordway Center will enhance the publids interaction with Ordway Center.
Also to fulfill the standards set forth by the Homeland Security Deparhnent
since 9/11, the stage doar and the loading dock need to be redesigned. This
new design of the stage door will also allow artists with disabilities to easily
enter Ordway Center.
Acousfical Un�ade for Resident Arts Oreanizations
Ordway Center is multi-use facility. It has been the St. Paul home far
almost twenty years to four resident arts organizafions that produce world
class beautiful music (The Minnesota Opera, the St. Paul Chamber Orchestra,
the Schubert Club and the St. Paul Series of the Minnesota Orchestra). Over
these twenty years, Ordway Center has leamed that the acoustics in the Main
Hall need to be fine-tuned for classical music users. By installing new
acoustical panels and reconfiguring how sounds travels in the hall, the sounds
created at performances by these esteemed Minnesota treasures will be clearer
and enhance the experience for both the audience members and the artists.
Oualitv Performance Spaces far the Ouality Productions
Ordway Center has two active performance spaces (Main Hall and the
McKnight Theater). With a very comperitive theatrical industry, both theaters
require new equipment including lighting, dimmer boards, and soundboards as
well as new stage floors.
0 3 - 908
Theater Renovation for Audience's Comfort
Ordway Center for the Performing Arts opened its doors on 7anuary 1,
1985, and more than eight million adults and children have visited Ordway
Center's two theaters since then. This amount of use has been hard on the
carpet, the seats, and the public restrooms, especially from the over 63,000
Miiuiesota public schooi children who participate in Ordway Center's
education prograxns every year. The renovation of the Main Hall and the
McKnight Theater will include replacing worn carpet, refurbishing seats, and
retrofitting plumbing.
11. Identify who will own the facility. Identify who will operate the facility.
The City of St. Paul will own the facility or will enter into a long-term
lease arrangement with Ordway Center, and Ordway Center for the
Performing Arts will manage the facility.
12. Identify total project costs for each of the following categories: land
acquisition, predesign, design, construction, furniture/fixtures/equipment,
and relocation costs.
Land Acquisition--$0
Predesign--$250,000
Design--$650,000
Conshuction--$4,720,000
Furniture/fixtures/equipment--$4,13 0, 000
Relocarion costs--$0
13. For new construction projects: identify the new square footage requested.
For remodeling, renovation or expansion projects: idenfify the total
square footage of current facilities and new square footage requested.
Current square footage---250,000 square feet
For remodeling/renovation projects, new square footage---additional 1,800
square feet will be added to the existing 250,000 square feet
14. Project schedule. Identify the date (month/year) when construction crews
are expected to Tirst arrive on site, and the date (month/year) when
construction will be completed with a certificate of occupancy
July 1, 2004 to June 30, 2009
15. Identify any new or additional state operating dollars that will be
requested for this project (cite the amount and year, if applicable).
None are foreseen in the next 10 years.
03 -90�
16. Project contact person, title, address, phone, fag, and email (a project
spokesperson who is knowledgeable on the project and can answer detailed
questions).
David Galligan
President and CEO
345 Washington Street
St. Paul, MN 55102
651-282-3011 (phone)
651-224-5319 (fax)
dgallig@ordway.org