Primary Department: Commissioner, Precinct 4
Primary Department Head/Elected Official: Commissioner Lesley Briones
Managing Department: Commissioner, Precinct 4
Managing Department Head/Elected Official: Commissioner Lesley Briones
Regular or Supplemental RCA: Regular RCA
Type of Request: Investment Memo
Investment Memo Type: Preliminary Investment Memo
Project Name: Tracy Gee Community Center Renovation
Project ID (if applicable): TBD
Vendor Legal Name (if applicable): N/A
MWBE Contracted Goal (if applicable): N/A
MWBE Current Achievement (if applicable): N/A
Justification for 0% MWDBE Participation Goal: N/A - Goal not applicable to request
Grant Indirect Costs Rate (if applicable):
Justification for 0% Grant Indirect Costs Rate (if applicable): N/A - Not a grant item
Incremental Authorization Requested: $1,800,000
Total Estimated Project Cost: $15,000,000
Request Summary:
title
Request for approval of a Preliminary Investment Memo for the Tracy Gee Community Center Renovation project for an additional $1,800,000 for a total authorization of $2,200,000 and request for approval of commercial paper funding in the amount of $1,500,000 for a total allocation of $1,900,000.
end
Project Description:
The existing Tracy Gee Community Center, located at 3599 Westcenter Drive, is one of seven community centers located within Precinct 4. The existing building, constructed in 1983 and last renovated in 1996/97, is approximately 20,000 square feet in floor area. The current request is for detailed designs to address the issues identified in the previous schematic design phase.
During the previous schematic design phase, Precinct 4 engaged STOA Architects to complete a Building and Site Assessment report for the facility, below are the key findings from the report.
• The existing structural floor slab lacks adequate steel reinforcement and interior grade beams, resulting in the building’s foundation to be sloped.
• There is inadequate lateral bracing in the building superstructure, affecting the structure’s wind resistance. If sufficiently strong wind were to occur, such as during a hurricane, the building structure may collapse.
• Currently the building lacks a fire sprinkler system, in violation of current building codes.
• There are over 40 ADA code violations noted in the building. Remediating these violations requires extensive and intrusive remodeling of all the building’s walls and doors.
• Many mechanical and electrical code violations exist in the building, including electrical switch gear and the facility’s hot water heater being located within the same room.
In addition to the issues uncovered during the assessment report, additional operational and functional exist.
• The layout of the existing building consists of many small rooms, greatly limiting the services and activities that can be provided by the Precinct 4 team to the community.
• Many of the rooms and facilities in the building do not meet current service needs. For example, a weekly square dance class is one of the most popular activities hosted by Precinct 4 in the facility. However, the largest room in the building is not sufficiently large to accommodate demand nor is a dance floor provided for users.
• There have been several instances of vehicles crashing into the front of the building due to confusing parking layout. The latest collision occurred in February 2024, causing extensive damage and rendering an activity room unusable. Another collision occurred in 2012 in the same location, also causing significant damage.
• The existing Constable Precinct 5 office is only accessible from the exterior of the building and is in poor condition compared to the rest of the building.
• Extremely limited office space exists for Precinct 4 staff, requiring team members to share desks.
• The current building cannot serve as a warming or cooling center during a power outage due to a lack of a whole building generator.
• The existing parking lot and roadway circulation patterns do not permit the facility to function effectively as a food and water distribution site during storm events.
To rectify the deficiencies and shortcomings listed above, it was recommended in the assessment report to demolish and replace the Tracy Gee Community Center with a newly constructed facility.
The proposed replacement facility will meet the following goals and objectives:
• Provide a revitalized community facility that is inviting and functional for all users, better aligning the spaces within the building to the services and activities provided by Precinct 4 plus provide allowances for additional services.
• Provide enhanced and expanded space for a dedicated Harris County Constable Precinct 5 office plus provide a publicly accessible store front. The security infrastructure at the Tracy Gee Community Center is a critical investment to safeguard both the facility and its visitors.
• Allow the facility to function as a cooling/heating center and food and water distribution site during emergency events such as hurricanes and winter storms.
Currently the tract of land the building is situated on is highly constrained, limiting potential building and parking area layouts. The owner of an adjoining tract has expressed interest to sell their property to Harris County, purchase of this property allows for a more efficient building layout on the site, sufficient space to accommodate traffic queues that occur in conjunction with food and water distribution activities during major storm events and allows for the development of green space to benefit the users of the facility.
The adjoining tract also possesses an existing approximately 15,000 square foot building. During the construction of the new Tracy Gee Community Center, it is intended that the existing adjoining building would undergo minor retrofitting to function as a temporary facility. This will allow Precinct 4 to retain a limited set of services during reconstruction of the existing community center, including functioning as a location for early and regular voting. After completion of the new community center, the existing building on the adjoining tract would likely be demolished and additional parking, traffic circulation and green space provided in its place.
It is anticipated that the existing structure will need to be expanded from 20,000 square feet to 25,000 to 30,000 square feet to meet the goals and objectives listed above. The exact building square footage, layout, and furnishing requirements will be determined during the Schematic and Detailed Design phases of the project. Construction of the facility will be delivered through a Construction Manager at Risk (CMAR) method. This method engages the construction contractor during the design process, allowing them to provide input into the design while it is being developed. This engagement will help the project team to maintain the approved project budget and schedule, plus provide value engineering through the design process.
This Investment Memo is requesting funding to complete the following activities.
• Engaging a Design Architect to complete the required plans, specifications, estimates, and community engagement required for construction of a replacement facility to proceed.
• Contracting with a Construction Manager at Risk for delivery of the replacement facility and cover their management fee for the project.
A subsequent Investment Memo will be submitted during Detailed Design to cover any land purchases and the Construction phase of the project.
Anticipated Project Expenditures and Timeline:
|
Project Scope Breakdown |
Estimated Cost |
Estimated Completion |
|
Schematic Design (Previously Approved) |
$400,000 |
March 2025 |
|
Detailed Design (This Investment Memo) |
$1,500,000 |
December 2026 |
|
Construction Manager at Risk (CMAR) Management Fee (This Investment Memo) |
$300,000 |
December 2026 |
|
Construction Services & Land Purchase (Future Investment Memo(s)) |
$12,800,000 |
December 2026 |
|
Total - Previously Approved |
$400,000 |
|
|
Total - This Investment Memo |
$1,800,000 |
|
|
Total - Future Investment Memo(s) |
$12,800,000 |
|
|
Grand Total |
$15,000,000 |
|
Justification & Alternatives:
Replacement of the existing Community Center will help to better serve the needs of constituents. Increased level of services for constituents through improved recreational facilities, better tailored to the needs of the community. Improve quality of life for constituents through providing enhanced recreational services.
This project supports the following Priority Outcomes and/or Goal Areas:
• Justice and Safety: Provide and implement comprehensive security measures to mitigate potential risks and ensure a secure environment for all events and activities, enhancing the center’s reputation as a safe and reliable venue as well as during disaster times.
• Public Health: Mitigate potential health, safety and accessibility issues with the existing building.
• Governance and Customer Service: Provide enhanced services to the community through facility improvements.
The success of the project can be measured through the following performance metrics:
• Increased attendance by Precinct 4 residents at hosted activities and events.
• Ability to function as a warming or cooling center during power outages and other emergencies.
• Reduced energy consumption through using efficient building envelope, mechanical and electrical systems.
• This project is the best solution for addressing the issues and deficiencies identified above. Neglecting this replacement would lead to further deterioration of the building's structural integrity, posing potential safety risks to the community.
The two potential alternatives are below:
1. Delaying the Project: Postponing this replacement for a year could exacerbate existing issues, increasing repair costs and potentially leading to more severe structural damage.
2. Not Doing the Project: Failing to renovate would continue to endanger public safety and limit community services, further diminishing the building's utility and value.
However, the impacts of either alternative are:
• Structural Integrity: Without intervention, the building's condition will worsen, leading to a potential safety issue.
• Community Services: Limited space will continue to restrict community programming and operations of the constable office.
• Health and Safety: Precinct 4 does not possess a facility within the Alief area that can function as a cooling/heating center and food and water distribution site during storm events.
• Health and Safety: The existing Constable Precinct 5 office is not public facing, disallowing the opportunity for residents to engage with this service in an effective manner.
Stakeholder Engagement: We will engage the following stakeholders:
• Community Members: Ensuring their needs and concerns are addressed.
• Constable Office: Facilitating their operational requirements.
• Universal Services and Facilities & Property Maintenance: Collaborating with these departments to evaluate and approve the project.
By addressing these issues now, we can ensure the building remains safe, functional, and beneficial for the entire community.
Anticipated Impact on Other Funds (If Applicable):
|
Fund Code |
Description |
Estimated Cost |
Funding Method (Existing or Future Budget Request Required) |
Estimated Date of Needs |
|
|
|
$- |
|
- |
|
|
|
$- |
|
- |
|
Total |
|
$- |
|
- |
County Strategic Plan Goal: 2. Connect our community with safe, reliable, equitably distributed, and well-maintained infrastructure.
County Strategic Plan Objective: Choose an item.
Justice/Safety Initiative (Goal 1): Choose an item.
Infrastructure Initiative (Goal 2): Choose an item.
Economy Initiative (Goal 3): Choose an item.
Health Initiative (Goal 4): Choose an item.
Climate/Resilience Initiative (Goal 5): Choose an item.
Housing Initiative (Goal 6): Choose an item.
Decision Analysis Matrix Score (rubric on last page):
Previous Court Action:
|
Date |
Agenda Item # |
Action Taken |
|
07/15/2024 |
24-4483 |
Approval of the Preliminary Investment Memo for the Tracy Gee Community Center Renovation project for an initial amount of $400,000 and request for approval of initial commercial paper funding in the amount of $400,000. |
|
|
|
|
|
|
|
|
Address: 3599 Westcenter Dr. Houston, TX 77042
Precinct(s): Precinct 4
|
Fiscal and Personnel Summary |
|
Service Name |
|
|
|
|
Current Fiscal Year Cost |
Annual Fiscal Cost |
|
|
Labor |
Non-Labor |
Total |
Recurring Expenses |
|
|
|
|
|
|
|
Funding Sources |
|
|
Existing Budget |
|
|
|
|
|
Choose an item. |
$ |
$ |
$ |
$ |
|
Choose an item. |
$ |
$ |
$ |
$ |
|
Choose an item. |
$ |
$ |
$ |
$ |
|
Total Current Budget |
$ |
$ |
$ |
$ |
|
Additional Budget Request |
|
|
Commercial Paper |
$ |
$1,500,000 |
$ |
$ |
|
Choose an item. |
$ |
$ |
$ |
$ |
|
Choose an item. |
$ |
$ |
$ |
$ |
|
Total Additional Budget Request |
$ |
$1,500,000 |
$ |
$ |
|
Total Funding Request |
$ |
$1,500,000 |
$ |
$ |
|
Personnel (Fill out section only if requesting new PCNs) |
|
|
Current Position Count for Service |
- |
- |
- |
- |
|
Additional Positions Request |
- |
- |
- |
- |
|
Total Personnel |
- |
- |
- |
- |
Anticipated Court Date: 2/6/2025
Anticipated Implementation Date (if different from Court date): Click or tap to enter a date.
Emergency/Disaster Recovery Note: Not an emergency, disaster, or COVID-19 related item
Legal funding compliance confirmed by: Paige Abernathy, Assistant County Attorney, 1/9/2025
Department Approval by: Jonathan Castrejon, Director of Finance - Finance, Strategy & Performance 1/16/2025
OMB CIP Team Approval by: William McGuinness, Director-Capital Projects & Infrastructure, 1/10/2025
________________________________________
Commercial Paper Request (For OMB use only):
Receiving Department: Commissioner, Precinct 4
Project PeopleSoft ID: MF3BB
CP Series Description: Commercial Paper Series D-3 can be used for (1) construction of public works, (2)the purchase of automobiles, equipment, and machinery, including computers, materials, and supplies for the operation of the County’s precincts and departments (3)Professional services, including services provided by engineers, architects, attorneys, auditors, financial advisors, and fiscal agents, in connection with the contractual obligations described in (1) and (2).
Commercial Paper is being requested for the Tracy Gee Community Center Renovation project and is expected to be repaid within the next three fiscal years either through bonds, budgetary means, or pay-as-you-go sources.
OMB Financial Management contact: Amy Perez, Deputy Executive Director, Office of Management and Budget
Decision Analysis Matrix scoring tool - Commissioners Court has approved the rubric below for scoring capital projects. Please complete the last two rows for OMB review.
|
Scoring option |
Strategic Plan alignment (3x weighting) |
Evidence base |
Impact on outcomes |
Cost effectiveness |
Ease of implementation |
Collaboration / partnerships |
Environmental sustainability |
Equity |
Total |
|
-1 |
Antithetical to one or more aspects of the Strategic Plan |
Evidence shows net negative impact on the intended goal |
Impact is clearly negative |
Costs expected (or shown) to outweigh benefits |
County has no/limited existing capabilities and dependencies are likely to impede |
Could negatively impact relationships with partners |
Negatively impacts environment and/or climate change mitigation efforts |
Inequitable |
n/a |
|
0 |
Does not align to a Strategic Objective |
Evidence base is not well defined or measurable |
Size of impact on one or more strategic outcomes is negligible or unclear |
Net comparison is unclear |
County has no/limited existing capabilities or dependencies are likely to impede |
Does not involve collaboration with partners |
Net neutral impact on environment and/or climate change mitigation efforts |
Does not consider equity to a meaningful degree |
n/a |
|
1 |
Aligns to a Strategic Objective but not to a Strategic Initiative |
Limited evidence-based research on outcomes; may have qualitative/theoretical support |
Outcomes are defined but without target levels and/or expected impact is moderate |
Moderate direct/indirect benefit relative to costs |
County has existing capability to implement or dependencies are unlikely to impede |
Moderately expands County leverage through collaboration with partner(s) |
Marginally positive impact on environment and/or climate change mitigation efforts |
Considers equity to a meaningful degree, but not comprehensively |
n/a |
|
2 |
Aligns to a Strategic Objective and a Strategic Initiative |
Outcomes are directly supported by evidence base or credible research supports anticipated outcomes |
Outcomes are clearly defined and include target levels; expected impact on outcomes is high |
Significant direct/indirect benefit relative to costs |
County has existing capability to implement and dependencies are unlikely to impede |
Significantly expands County leverage through collaboration with partner(s) |
Positively impacts environment and/or climate change mitigation efforts |
Considers equity meaningfully and comprehensively |
n/a |
|
Score (-1,0,1,2) |
|
|
|
|
|
|
|
|
|
|
Rationale |
|
|
|
|
|
|
|
|
n/a |