Book 1 - City of St. Petersburg

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OPERATING EXPENSE AND MAINTENANCE ESTIMATES This section is intended to provide insight into the anticipated operating costs, revenue potential, and resulting subsidies required to operate the new Pier. Based on the escalation of operating costs and compression of revenues at the current Pier over the last 10 years, the new Pier’s operating costs and beneficial design efficiencies have been carefully considered. While full estimates are included in Appendix N, It is important to note that the information provided in this section as well as in the Appendix is intended to provide a rough order of magnitude in terms of anticipated costs. Major considerations for the project and estimate presented here include: • The opportunity for sustainable design and conservation measures to inform the design and reduce energy use. • A forty percent reduction in overwater footprint between the existing and new Piers, thereby reducing operating expenses • Reduced tenant and common area square footage means less unrecovered maintenance and operating costs. • Encased utilities assure safer, lower maintenance operations for all common utilities. • While the new Pier is fully ADA compliant and trolley capable, visitor vehicles will not be allowed, resulting in lower maintenance and substantial improvement to environmental conditions, both above the surface of the water as well as in the bay, where toxic runoff will no longer have an impact. The new Pier provides activities and engagement for pedestrians, cyclists and all other patrons along its journey, looking to the future while simultaneously taking a cue from our pedestrian pier past. • A larger restaurant space is to be land-based, reducing both short term construction costs and long term operating costs (for both tenant based and common area-unrecoverable based). • The new Pier will still require a certain level of security and a trolley service, both of which are existing expenses. Future revenues from the new Pier have great positive potential. Baseline revenues from typical leasing opportunities include restaurant and retail spaces. These revenues are supplemented by very conservative estimates from special event revenues and fees at the iconic Lens structure, such as wedding receptions, special events and parties. While these revenues, along with standard commercial revenues, have been conservatively estimated, it is important to recognize the upside potential to grow these figures. MICHAEL MALTZAN ARCHITECTURE, INC. 7 - 1
BASIS OF DESIGN BOOK 1 7 OPERATING EXPENSE AND MAINTENANCE ESTIMATES OPERATING EXPENSE AND MAINTENANCE ESTIMATES (continued) While fiscal year 2011 expenses for the Pier were $2,443,000, the ten year average expenses were $2,868,000. The new Pier’s initial projected expense level is $961,980, with a 10 year average of $1,066,878. Factoring in conservative revenue estimates, the new Pier’s initial subsidy level is $592,840 in 2016 (with a projected 10 year average of $666,356), substantially less than the current pier’s 10 year average subsidy of $1,425,000. Revenues in 2016 are estimated to be $369,140, with a projected 10 year average of $400,522. Appendix N provides an analysis of operating and maintenance costs for the project, prepared by Willis Construction Estimating, Inc. The Report includes tables containing a revenue forecast, a maintenance cost forecast, and a replacement schedule. Willis Construction Consulting, Inc. is an estimating company with in-house estimators for civil, structural, architectural, mechanical, and electrical trades for the purpose of providing construction cost estimates, feasibility estimates, program estimates, and life cycle and operating cost estimates for architects, general contractors, developers, and owners, among others. An acute working knowledge of critical elements, such as project size, location, design, construction market conditions and other factors that directly impact project cost, allows Willis to address individual client needs, while giving clients control of project costs throughout all phases of the project life cycle. Based in Florida, Willis Construction provides services for both national and international projects, including many local clients in Tampa, such as the Florida Aquarium, the James A. Haley VA Hospital, MacDill Joint Systems Command Headquarters, and Pinellas Suncoast Transit Authority. From 2006 through 2011 Willis Construction estimated over twelve billion dollars in construction costs for clients. 7 - 2 THE NEW ST. PETERSBURG PIER
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THE NEW ST. PETERSBURG PIER BASIS O
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CONTENT: BASIS OF DESIGN BOOK 1 1 2
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LIST OF FIGURES 1 2 3 INTRODUCTION
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4 5 6 7 COMPONENT PLANNING CRITERIA
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EXECUTIVE STATEMENT The new St. Pet
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The full report can be downloaded a
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PURPOSE OF REPORT The purpose of th
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ORGANIZATION OF REPORT The BOD Repo
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2EXECUTIVE SUMMARY
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BASIS OF DESIGN BOOK 1 2 EXECUTIVE
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3GENERAL PLANNING CRITERIA
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BASIS OF DESIGN BOOK 1 3 GENERAL PL
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4COMPONENT PLANNING CRITERIA
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BASIS OF DESIGN BOOK 1 4 COMPONENT
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COMPONENT DESCRIPTIONS Welcome Mat
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LENS CANOPY WELCOME MAT OVERWATER B
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3.3.3 General lighting and electric
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3.3 Electrical 3.3.1 Code lighting
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2.1.5 The Lens Canopy provides shad
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3.2.1 Potable water will be supplie
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2.5.5 All utilities will run in a t
Page 218 and 219: LENS CANOPY WELCOME MAT OVERWATER B
Page 220: 5BASIS OF DESIGN CONCEPT ANALYSIS
Page 223 and 224: BASIS OF DESIGN BOOK 1 5 BASIS OF D
Page 226 and 227: BASIS OF DESIGN CONCEPT PLANS AND D
Page 228 and 229: A0-53 Existing Structure Plan 0 37
Page 230 and 231: A1-00 Site Plan 0 62’ 125’ 250
Page 232 and 233: A2-02 Overwater Drive Plan 0 37’
Page 234 and 235: A2-04 Balcony Plan 0 37’ 75’ 15
Page 236 and 237: A3-01 Elevations 1 / North Elevatio
Page 238 and 239: A4-02 Upland Sections 1 / Upland Ea
Page 240 and 241: A4-03 Drive, Bridge and Canopy Sect
Page 242 and 243: A5-10 Enlarged Hub Plan 0 12’ 25
Page 244 and 245: A5-12 Enlarged Promontory Plan 0 12
Page 246 and 247: A5-14 Promontory Double “T” Bea
Page 248: A9-01 Guardrail Details 1 / Guardra
Page 252 and 253: COST ESTIMATE PROCESS The process i
Page 254 and 255: MICHAEL MALTZAN ARCHITECTURE, INC.
Page 256 and 257: SBE/MWBE Outreach Approach Since op
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Page 260 and 261: Strategy and Tactical Approach for
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Page 264 and 265: pa Bay Region City of St. Petersbur
Page 266: PRELIMINARY SCHEDULE Activity Activ
Page 273 and 274: THE NEW ST. PETERSBURG PIER CLIENT
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Book 1 - City of St. Petersburg

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