Corcoran council reviews facilities master plan with multi‑year size and cost estimates

Corcoran City Council listened to consultants on a citywide facilities master plan that lays out 20‑year space needs and concept cost ranges for a combined city hall and police building, an expanded public works campus and a potential new fire station.

Consultants said the master plan is built around a 20‑year horizon. "We are planning around the 20 year need," Andrew Cooper of Ortell Architects told the council, and the team identified "roughly a 86,000 square foot building requirement" for a combined city hall and police facility. Cost consultant Mike Phillips presented concept‑level budgets, saying, "Construction costs, are projected at just north of $40,000,000" for the new city hall and police facility, with additional soft costs included in the total project estimate.

Why it matters: the draft master plan frames long‑range capital needs for public safety and civic functions and informs how Corcoran might sequence projects with available funding. Consultants presented alternatives and constraints — including septic and wetland setbacks that limit expansion at the existing public works site — and identified opportunities to use planned water‑bond or other funds where appropriate.

Key details: consultants estimated a five‑year public works need of about 113,000 sq ft (site impact ~8–11 acres) with 2025 construction cost roughly $34.8 million; a full 20‑year buildout was pegged near 179,000 sq ft with higher costs. A base fire station option was described at roughly 20,000 sq ft (alternate: +4,000 sq ft) with total 2025 project cost just under $16,000,000 including soft costs. Staff and consultants stressed these are high‑level concept numbers that will be refined in Phase 2.

Next steps and public engagement: Paul Michel of BKB Group summarized Phase 2 services, saying the team will "go through a visioning exercise and then start developing some concepts" and that work will include community engagement, concept test fits and a financial/implementation plan. Staff proposed six targeted community engagements and one evening session to present consolidated feedback. Council asked consultants to refine costs and site options and requested timely distribution of presentation slides and materials to councilors ahead of follow‑up sessions.

What was not decided: council provided feedback but did not adopt a formal project or funding plan tonight. Staff noted partner fire agencies have not yet committed to assuming responsibility for a new fire station, and the council asked staff to return with refined Phase 2 scope and costs for future action.