HomeMy WebLinkAbout4. FACILITY STUDY
INTEROFFICE MEMORANDUM
Mount Prospect
Village of Mount Prospect
Fire Department
TO:
MICHAEL E. JANONIS, VILLAGE MANAGER
FROM:
MICHAEL J. FIGOLAH, FIRE CHIEF
DATE:
JANUARY 18, 2008
SUBJECT: FACILITY STUDY PRESENTATION
On April 25, 2006 staff requested to enter into an agreement with SRBL Architects to
perform a facility study. The study evaluated the need to modify, and/or in some cases,
build new facilities to house staff and operations in Fire, Police and Public Works
Departments. The Board approved the agreement and the facility study was undertaken.
On Tuesday, January 22,2007 staff along with Jake Davis, SRBL Architects representative
will present the findings of the Phase I facility study. This Phase I study will provide
recommendations about the following facilities:
. Fire Station 14 (2000 East Kensington Road)
. Public Works expansion (1700 West Central Road)
. Emergency Operations Center (EOC) (At Public Works)
The Fire Station 14 component in the Study is based upon the ability to reach agreement
with the River Trails Park District and River Trails School District 26 for use of the property
located immediately to the west of the current fire station. While the land agreement has
yet to be completed all the parties involved are optimistic that an agreement can be
concluded in the coming weeks. Inability to reach agreement will cause us to reevaluate
the fire station component of the Study. See Attachment A for a history of Fire Station 14
The Public Works component of the study is driven by the following factors; 1) transfer of
Fire Department vehicle maintenance operations from Fire Station 14 to Public Works 2)
the consolidation of general storage needs. Building security and facility will be covered for
each Phase I project.
The Emergency Operations Center (EOC) component of the study is intended to identify a
dedicated site where Village departments will gather during an emergency or Village-wide
catastrophe. The current EOC is located at the Police & Fire Building at 112 East
Northwest Highway. It has been established the current EOC is inadequate to support
major emergency response needs.
Another aspect of the presentation will include a description of the LEED Green Building
Rating System. This "Green" initiative is a process that can be included in the design and
construction of new and remodeled buildings. This practice can significantly reduce or
eliminate the negative impact of buildings on the environment and occupants in specific
areas that will be addressed in the presentation. Attachment B is an overview of the U.S.
Green Building Council Introduction to the LEED Green Building Rating System. The LEED
system is also described in the facility Study on page 4. Each of the projects included in the
facility study includes a LEED Cost Comparison in the Village-Wide Space Needs Study
Budget Summary on the last page of Section 2 of the Study.
Finance Director David Erb will provide preliminary information (Attachment C)
regarding a financing plan for the estimated $13 million cost of Phase I construction.
Components of the plan include use of available surplus funds and bonding for the
balance of necessary funds.
MF
Attachments A, B & C
Attachment - A
STATION 14: 2000 EAST KENSINGTON ROAD
Built by the Forest River Fire Protection
District (FRFPD) in 1965-66, Station 14 is
the fire station in need of greatest repair.
At the time the station was built, the
Department had a full-time Fire Chief and
two full-time firefighters that worked an 8-
hour schedule. The FRFPD did not
provide on-duty protection in the
evenings; instead, the district's 24
volunteer firefighters provided emergency
service in the evenings when necessary. ~ ---
The fire station was never intended to
house full-time firefighters. The fire
station is a three-bay, ranch-style design and initially only included a small tool room, kitchen,
small office, and meeting room.
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Once the annexation took place and the fire station became the property of the Village, minor
modifications were made to facilitate full-time firefighters on a 24-hour schedule. One of the
apparatus bays was partitioned in half to provide an eating and living area, while the meeting
room was converted to a bunkroom.
The following passage is from Lawrence Pairitz, Fire Chief, to John J. Zimmermann, Acting
Village Manager, in a memo dated May 10, 1971, regarding the proposed annexation:
The present location of the Forest River Fire Protection District was designed
for a volunteer company and lacks some of the facilities required for full-time
manning. The location of the station is probably adequate for the immediate area
and an engine company could be located at this station and the facility utilized
on a temporary basis. This location does not adapt well to the overall concept of
community fire defense as the isolation of a station in a solely residential area
resulting in long runs to high value properties is not good fire protection
principle.
A study conducted by the Fire Department indicates that a station located on
Euclid Avenue in the vicinity of Westgate Road would result in the best fire
protection for the overall community; serving both the eastern and western areas
of the North section of the community.
At approximately the same time the annexation was taking place, a large development was being
planned for the Old Orchard site, now home to Creekside Condominiums. The proposed
development included several 15-22 story structures that would significantly impact the Village
population and the Fire Departments' resources.
In order to accommodate the potential impact, land was acquired for an additional fire station at
the northwest corner of Elmhurst Road and Euclid Avenue. The proposed Old Orchard
development never emerged, and the land for the new fire station is still under Village
ownership.
46
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VILLAGE OF MOUNT PROSPECT
VILLAGE-WIDE FACILITIES STUDY - PHASE I
I. PROJECT EXECUTIVE SUMMARY
I
Introduction and Project Background
To provide information to be used as part of long range planning, the Village of Mount Prospect hired SRBL
Architects Ltd. to conduct a Space Needs Study for Fire Station 14, Various Modifications at Public Works,
an Emergency Operations Center, the Police Department, Fire Administration and parking for the above
facilities. The study was conducted to determine:
1. The space requirements of each department or particular building.
2. The need and options available for renovation and expansion of existing facilities, or
construction of new facilities for each if needed.
3. The estimated Cost of Construction and Total Project Budget for each option identified In item
2 above.
With this information the Village will be able to select from proposed alternatives, prioritize projects and
plan budgeting.
At the request of the Village of Mount Prospect, the study has been divided into two Phases based on the
Village's assessment of the urgency for completing the projects in question. This report, entitled Phase I,
includes only the findings relative to Fire Station 14, Various Modifications at Public Works, and the
Emergency Operations Center. The findings for the Police Department, Fire Administration and general
discussion of work to involve the Public Safety Building (located at 112 E. Northwest Highway) will be
included as part of a Phase II report to be issued later this year.
Conclusions
With the completion of this study the following was determined for each facility:
Fire Station 14
The existing Fire Station 14 was originally Intended as a temporary solution for providing response to the
northeast portion of the Village. This "temporary" accommodation was made in 1971.
The results of the Space Needs analysis reveal that the existing building is grossly inadequate for modern
Fire Department operation. In addition, many spaces are not provided that would be considered standard
in a new facility. The data supports 20,724 SF for Fire Station 14. Considering the existing building has
only 5,100 SF of available space and Is located partly in a floodway, it is clear that an addition to or
renovation of the existing Station 14 is not a viable option. Development of a new facility to the west of
the existing Station 14 is the recommended course of action. (Please refer to the body of the Fire Station
14 report for details.)
Fire Station 14 Construction Budgets are estimated as follows:
New Fire Station 14: Construction Budget range $5,443,654 to $6,003,126
These costs are solely Construction Costs. For further information on the Total Project Budget, please
refer to the main report for Fire Station 14.
SRBL ARCHITECTS LTD.
JULY 20, 2007
PAGE 1
VILLAGE OF MOUNT PROSPECT
VILLAGE WIDE FACILITIES STUDY - PHASE I
SPACE NEEDS ANALYSIS
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Public Works
There were three major reasons for studying the space needs at the Public Works Department:
1. To accommodate the move of Fire Department vehicle maintenance operations from Fire
Station 14 to Public Works.
2. To allow for storage that was scattered throughout the Village to be consolidated
3. To study the possible addition of the Emergency Operations Center to Public Works.
To accommodate the above goals, a menu of modifications that comprise the space needs study at Public
Works was created. This is as follows:
. Create new construction to accommodate two additional vehicle maintenance bays for Fire
maintenance operations - one at the west end of the eXisting vehicle maintenance wing and one
at the east end.
. Relocate and replace the existing wash bay and paint booth to allow for the two additional bays
. Security updates throughout the facility
. Construction of a new storage mezzanine within the Vehicle Maintenance Area
. Modernization of the existing fuel pump island
. Two additional outside material storage bins
. Construction of a new pre-engineered cold storage building
. A new emergency generator
Public Works Construction Budget is estimated as follows:
Various Modifications: Construction Budget range $1,263,900 to $1,543,665
These costs are solely Construction Costs. For further information on the Total Project Budget, please
refer to the main report for Public Works.
Emergency Operations Center - EOC
As part of the space needs study, the Village asked SRBL to develop a space needs program and project
budget for a central facility to act as a gathering place for Village of Mount Prospect Police, Fire,
Emergency Management and Village staff and elected officials in the event of an emergency or Village-
wide catastrophe. SRBL worked with the Police, Fire & Public Works Departments, as well as the Village
Manager to envision a program for such a facility.
In addition to the creation of the programmatic space needs and budgets for such a facility, SRBL was
asked to study the pros and cons of two distinct locations in the Village for the location of the Emergency
Operations Center. The sites under consideration are as follows:
Option One
. Construct the EOC as an addition to the Public Works Department, located on Central Road near
Busse Road.
Option Two
. Construct the EOC as an addition to Fire Station 12, located on Golf Road near Busse Road.
For the complete pros and cons for each Option listed above, please refer to the main report for the
Emergency Operations Center.
SRBLARCHITECTS LTD.
JULY 20, 2007
PAGE 2
VILLAGE OF MOUNT PROSPECT
VILLAGE WIDE FAclLmES STUDY - PHASE I
SPACE NEEDS ANALYSIS
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EOC Construction Budgets are estimated as follows:
EOC Constructed as an Addition to either Public Works or Fire Station 12:
Construction Budget range is $1,166,880 - 1,272,960
These costs are solely Construction Costs. For further information on the Total Project Budget, please
refer to the main report for the Emergency Operations Center.
Conclusion
With our completion of the Mount Prospect Village Wide Existing Conditions and Space Needs Study,
information for each facility has been complied and analyzed. The results indicate that many facilities
have needs that should be considered as the Village plans for how they will serve the community both now
and 20 years into the future. Space Needs shortages have been Identified and size recommendations
provided that address those shortages. New construction and/or renovation and addition options have
been considered and those most viable Identified. Estimated project budgets have been prepared for the
information and consideration of the Village. With this information the next step Is in the hands of the
Village. Certainly many questions will need to be answered: What project should have priority? Which
option makes the most sense today and for the future? What is the best value over time? How will these
projects be financed? Planning for the future can certainly be a daunting task, but without a plan the
future can become one emergency after another with no end in sight. With the analysis portion of this
study complete, we trust that this report will aid the Village in making the final recommendations.
Recommendations that will affect the future of Mount Prospect for many years to come.
II. PROJECT METHODOLOGY
Space Needs Analysis
The Space Needs Analysis takes into account both the current staffing and likely increases in staffing in
the future. Staff increases were discussed with the managerial and command staff to confirm the
anticipated increases are appropriate. SRBL Interviewed each department's staff Individually and in
groups to develop an understanding of the operational needs for individual positions, groups and divisions
as appropriate. During our scheduled interviews, SRBL spent time observing the staff's daily operations,
including how they performed functions and with whom they interacted. All staff was provided the
opportunity to discuss their responsibilities and provide input to the space needs analysis through
scheduled interviews. We then prepared a written summary of the results of our interviews and
observations. The written summary identifies the various space needs Issues with each facility such as
spaces that are adequate, spaces that are too small, spaces that are not provided at all, or spaces that
are ineffectively located. All information gathered was then summarized into a projection of space
requirements called a Space Needs Program. The Space Needs Program Is an Excel form that has three
columns. The first lists each space/room/area by name, the second lists the size of the proposed space in
square feet, and the third has notes that list the details of the space such as types of equipment,
furnishings and other requirements. The Space Needs Program was reviewed with the Study Oversight
Committee and then refined. The Space Needs Program for each individual Village operation is the final
prOduct of the space needs analysis.
SRBL ARCHITECTS LTD.
JULY 20, 2007
PAGE 3
VILLAGE OF MOUNT PROSPECT
VILLAGE WIDE FACILITIES STUDY - PHASE I
SPACE NEEDS ANALYSIS
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Project Budgeting
Using the information gathered in the space needs analysis, SRBL prepares a preliminary Project Budget.
The budget Includes two parts, construction costs and "soft" or non construction costs. The construction
costs are estimated in a form that has columns that indicate the total square footage of the building and
the estimated high and low range for cost per square foot. The square foot costs take Into account all
items affecting construction cost, including typical average site development costs; including parking lots,
sidewalks, landscaping, water and sewer service. We also provide additional allowances for specific
construction cost generating items that are outside of typical construction practices, such as below grade
detention or building demolition. To complete the budget, we estimate the project's soft costs Including
such items as fixtures, furnishings, and equipment (FF&E), any items provided directly by the Owner, fees
& permits, land acquisition costs, moving and relocation costs, (when applicable), utility and permit
charges, soli testing, surveys (if needed), blueprinting, contingencies, etc. We then add this amount to the
construction costs for a turnkey cost that we call the Total Project Budget.
SRBL maintains a Project History Database of cost information for our municipal, recreational and library
projects that we use to develop our budget costs. We also are very proactive regarding the investigation of
various systems and products, and their Initial and life cycle costs. We compare our cost data with
construction managers, general and subcontractors' cost information to always remain current and be
best prepared to assist our clients in the area of cost estimating, project budgeting and cost control.
I
Current construction market costs have been very volatile during the last 36 months and that trend is
continuing. During that period, the market has seen significant increases in building material costs. In
particular prices for structural steel and petrOleum based products such as asphalt, vinyl and certain roof
Insulations have seen increases. There have also been substantial cost increases for most metal-based
construction products such as electrical conduit, ductwork, hollow metal doors and frames, aluminum
framed windows and similar items. Based on data reported in Engineering News Record magazine, the
net affect in the Chicago area has been an increase of 8.3% in construction costs during 2005 and 7.9%
in 2006. An increase of another 8% to 10% is expected through the end of 2007.
This market situation makes construction cost budgeting somewhat of a moving target that requires
regular updating to remain current.
LEED and Sustalnabillty
Costs are included in each budget for sustainable features to be included in each project, including a mid-
level of LEED certification. LEED is an acronym that stands for Leadership In Energy and Environmental
Design. LEED is a consensus-based, industry accepted means of rating the degree to which sustainable
and environmentally responsible features are used within a project. The LEED program is administered by
the United States Green Building Council (USGBC).
The LEED program is divided in five (5) major categories: Sustainable sites, dealing with the site work, roof
and exterior lighting of a building; Water Efficiency, which looks for strategies to reduce overall water
usage; Energy & Atmospheres, which targets energy efficiency; Materials and resources, which strives to
use sustainable prOducts and Interior Environmental Quality, which looks to improve the Indoor
environment, free from pOllutants and chemicals.
Points are awarded within each category and receiving a total of 26 or more points indicates LEED
certification for the project. There are four (4) levels of certification depending on the number of
sustainable strategies used and subsequently points received - Certified (26-31), Silver (32-38), Gold (39-
51) and Platinum (52-69).
The LEED program is a positive way to receive recognition for limiting the environmental impact of
buildings. LEED acts for sustainable projects in a similar capacity to how the Underwriters Laboratories
SRBL ARCHITECTS LTD.
JULY 20. 2007
PAGE 4
VILLAGE OF MOUNT PROSPECT
VILLAGE WIDE FACILITIES STUDY - PHASE)
SPACE NEEDS ANALYSIS
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(UL) certifies electrical devices and construction methods. It is a recognized means for rewarding
responsible practices. However, It Is important to note that It Is not essential to seek LEED certification in
order to build a sustainable building.
The costs of LEED are rather insignificant in terms of the costs for project registration and certification.
Most costs for sustainable construction and LEED projects stem from equipment and strategies used for
energy efficiency, which is the backbone of the sustainable effort. Incrementally more expensive products
with somewhat limited availabilities can have a slight'cost impact, though this Is diminishing greatly due to
the popularity of LEED and sustalnabllity.
To account for costs stemming from fixtures, fittings and materials contributing to sustainability, we have
been estimating a premium of 5-6% of the cost of construction above more traditional construction. Each
budget has a LEED/sustalnabllity cost accounted for as a separate line item at the bottom of each
estimate. If LEED or a high level of sustainability is desired, this cost should be added to the overall cost
of construction.
This ends the Project Executive Summary. The Project Executive Summary is provided to give the reader a
broad overview of the project report findings for each Village facility examined as part of the study. Please
refer to the full report for the detailed analysis for each facility.
Faclllty Hardening
In response to Village Board comment regarding weather and security "hardening" of buildings
constructed as part of this study, we have analyzed several factors and submit the following.
Lateral Load Resistance
As first-responder and critical facilities, Fire Station 14 and the Emergency Operations Center would be
required by the International Building Code to be constructed with an importance factor which multiplies
the safety factors for bearing and lateral load forces that these buildings will be designed with. This
means that by code, these facilities will be 50% more load resistant than typical office construction. This
is done to ensure that these critical facilities do not collapse or become damaged due to high winds or
storm events. In addition to the high lateral force resistance of the structures, we plan to use masonry
wall construction in the design of Fire Station 14 and the Emergency Operations Center.
Manmade Threats
With respect to manmade threats, we attempt to make reasonable efforts to keep automobiles away from
entrances and other passive and site design strategies. On the interior of buildings, we employ card
access and camera systems to limit the movements of visitors or unknown individuals. However, we have
not budgeted for more active means of security, such as security fencing, ballistic bollards or blast-
resistant glazing. If such measures are desired, they would be priced on an as-designed basis and are
difficult to conceptually estimate at this time. These types of measures could be as little as $10,000 and
could approach 30% of the construction cost or higher if used in mass quantities.
Fire Station 14 Design Criteria
At Fire Station 14 in particular, the design features of a fire station do not lend themselves especially well
to hardening due to:
1. The extensive driveways around the building for fire truck movements.
2. The large surface area of overhead doors for apparatus, including the fact that the doors are
kept open much of the time.
SRBLARCHITECTS LTD.
JULY 20. 2007
VILLAGE OF MOUNT PROSPECT
VILLAGE WIDE FACILrTlES SllJDY - PHASE I
SPACE NEEDS ANALYSIS
PAGE 5
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Self-Sufficiency
With respect to self-sufficiency of these facilities, budgets for each of the projects contained within this
study include emergency generators. We design generators to power 100% of electrical circuits within the
building. Thus, these facilities can continue to operate as designed, including air conditioning and heating
during utility outages for periods as long as twenty-four hours or more utilizing diesel generators with large
fuel tanks. This can allow these building to act as warming and/or cooling centers or triage centers In the
case of a protracted weather or manmade catastrophe or event.
SRBLARCHITECTS LTD.
JULY 20, 2007
PAGE 6
VILLAGE OF MOUNT PROSPECT
VILLAGE WIDE FACILITIES STUDY - PHASE I
SPACE NEEDS ANALYSIS
Attachment - C
Mount Prospect
Village of Mount Prospect
Mount Prospect, Illinois
~
INTEROFFICE MEMORANDUM
TO: MICHAEL E. JANONIS, VILLAGE MANAGER
FROM: DIRECTOR OF FINANCE
DATE: JANUARY 18, 2008
SUBJECT: PHASE I CONSTRUCTION FINANCING
As you know SRBL Architects (Sente-Rubel) was hired to perform a village-wide facilities study for
the Village. Phase I of the facilities study included a space needs analysis for Fire Station #14,
Public Works facility modifications and an Emergency Operations Center. Cost estimates based on
the analysis were also prepared. Included in the estimates were projected costs for obtaining a
mid-level LEED certification (Leadership in Energy & Environmental Design). Total project costs for
each project are listed in the table below.
Project Cost ,
LEED Certification
Total Project Costs
Station #14
8,232,848
360,188 ,
8,593,036
PW Expansion
2,170,885
123,493
2,294.378 ;
EGC
2,020,089
_ 101,837 .
2,121,926 ;
Total - All Projects '
.. . .
12,423,822
585,518
13,009,340 :
Funding for Phase I construction is to come from surplus funds on hand in the General Fund and
the issuance of General Obligation bonds.
It is estimated that the General Fund will have approximately $1.74 million in surplus funds at
12/31/2007. This is surplus fund balance above the recommended 25% level for this Fund. After
allocating $500,000 towards the purchase of a new Village Hall phone system and $40,000 toward
the relocation of Central School, the remaining amount ($1.2 million) is available to offset the
amount needed from bond proceeds. After applying the surplus fund balance towards the total
project costs approximately $11.8 million is needed from the issuance of bonds.
In addition to total project costs of $11.8 million, bond issuance costs of approximately 1-2% ofthe
bond issue are needed to complete the sale. For budgeting purposes I am using $12 million as the
amount needed for all Phase I project costs.
In order for the bonds to receive special tax treatment and lower the net interest cost of the offering,
it is advantageous to issue the bonds as bank-qualified, tax-exempt debt. For General Obligation
bonds to be considered bank-qualified, tax-exempt, the issuer cannot sell more than $10,000,000 in
tax-exempt obligations in a single calendar year. Since the total project cost is $12 million we will
need to issue two separate bond issues to ensure both are considered bank-qualified. Based on
the funding needs of the project I have estimated that we would issue $9 million in June 2008 and
another $3 million in January 2009.
Phase I Construction Financing
January 18, 2008
Page 2
When added to existing Village debt the total amount of General Obligation bonds and IEPA loans
is $28,910,678. Of this, $25,105,000 is supported by property taxes. This amounts to less than
1.6% of the total equalized assessed value (EA V) of the Village. If the Village were a non-home
rule community and subject to debt limits, the Village would be permitted to have approximately
8.5% of EA V or $135,000,000 in General Obligation debt. This low level of debt in relation to EA V
indicates a prudent use of borrowed funds.
I have prepared payment schedules for the two issues and calculated the impact to the property tax
levy for debt service payments. These are preliminary estimates and could change depending on
the market for municipal bonds and final structure of the debt service. The total property tax levy for
2007 that was approved by the Board in December is $14,014,838. The property tax levy for 2008,
including both the Series 2008 and 2009 bond issues is projected at $15,175,711. This is an
increase of 8.28% from the prior year. The Series 2009 bond issue will also be included in the 2008
property tax levy since its projected settlement date is before March 1, 2009. The property tax levy
for 2009 is projected at $15,991,569. This is an increase of 5.38% from the prior year. Moving
forward with the 2010 levy and beyond, annual increases from the prior year's levy will fall back to
between 3.5% and 5.0%, in line with the normal range set by the Village Board. Summary tax
levies for 2007 through 2010 are included in Attachment 1 of this memo.
To assist the Village in the issuance of the bonds I would like to retain the services of a Financial
Advisor. The Financial Advisor will assist the Village in the competitive sale process and in the
structuring and issuance of debt. The fee for the Advisor will be paid in conjunction with the
issuance of the bonds so there is no need for an upfront payment. A Request for Proposal (RFP)
process will be used to select the Advisor. I would like to move forward with the RFP process as
soon as possible to ensure we can complete the bond sale in time for the start of construction. It
typically takes 90 days to prepare the documents and select the various professional services that
support the bond sale (bond counsel, rating agencies, insurance, etc.) to get the bonds to market.
Please review the information and let me know if you have any questions. I will be prepared to
make a formal presentation on this material at the January 22, 2008 Committee of the Whole
meeting.
~~AP~,U__
DAVID O. ERB
DIRECTOR OF FINANCE
1:\Debt & Bondina\Cover Memo - Phase I Financina,doc
Attachment 1
ViI/age of Mount Prospect
Property Tax Levy Summary
2007 - 2010
2007 2008 2009 2010
General Corporate 7,772,448 8,063,100 8,365,467 8,679,172
Refuse 2,066,597 2,128,740 2,192,602 2,258,380
Police Pension 1,436,591 1,579,980 1,737,978 1,911,776
Firefighter Pension 1,417,630 1,559,580 1,715,538 1,887,092
Existing Debt Service
Series 2001-Parking Deck 392,358 388,355 389,235 389,680
Series 2003 - Village Hall 929,214 928,106 930,299 931,778
New Debt Service
Series 2008 390,150 466,650 514,399
Series 2009 137,700 193,800 191,276
Total Village Levy 14,014,838 15,175,711 15,991,569 16,763,552
% Increase from Prior Year 3.76% 8.28% 5.38% 4.83%