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Pre-Architectural Planning for Calumet County Highway Maintenance Facility Calumet County, Wisconsin SEH No. CALUC 109667 Final Report December 15, 2009 Pre-Architectural Planning for Calumet County Highway Maintenance Facility Calumet County, Wisconsin Prepared for: Calumet County Prepared by: Short Elliott Hendrickson Inc. 425 West Water Street, Suite 300 Appleton, WI 54911-6058 920.380.2800 Trevor M. Frank, AIA Sr. Architect December 15, 2009 Date Executive Summary Over the last 17+ years the Calumet County has been studying the delivery of its highway department services and the feasibility of the long range serviceability of its shop structures. In 1992 David M. Griffith and Associates completed an organizational, management, staffing and operations study of the Highway Department. In May of 2000 a facilities study was issued by the Stubenrauch Architects that identified building conditions and workflow inefficiency. Finally, in 2005 Vichow Krause completed a shared service study between Calumet, Outagamie and Winnebago Counties. Some of the recommendations made in these reports have been followed specifically as they relate to operations efficiency. None of the recommendations regarding facility improvements have been implemented. In August 2009 the County retained Short Elliott Hendrickson Inc. (SEH®) to assist in the pre-architectural planning of their highway shop facilities. The two existing County highway buildings were reviewed to determine adequacy of the facilities and their ability to support shop activities, vehicle storage and standard highway maintenance services over the next 20 years. The study included a facility condition report, site analysis and space needs assessment for the two existing buildings in Calumet County. The buildings included the Highway Department headquarters building at 241 E. Chestnut Street in Chilton and the satellite vehicle storage building on STH 114 in Sherwood. A code review and ADA audit were also completed for the various sites and buildings. Several space deficiencies and accessibility issues were noted at each location. In addition to the on-site studies, several interviews were conducted that included dialog and input from County Supervisors, highway department staff and supervisors, the Sherwood Village Administrator, the Mayor of Chilton and Highway Commissioners in adjacent counties. The proximity of a single potential site for delivery of services was identified. The approximate site location was recommended based on efficiency of plow routes and the effect on overall deployment efficiency. A site size to recommended accommodate future expansion. Schematic site, floor and building plans were developed and estimates of probable cost were established for the recommended scenario. The estimates included engineering and architectural design fees as well as a contingency and potential inflation escalators in the event that work on the project would not start immediately. Appraisals were completed on each of the current County owned properties and recommendations for adaptive re-use were made. Pre-Architectural Planning Calumet County CALUC 109667 Table of Contents Certification Page Executive Summary Table of Contents Page 1.0 Interview Results .......................................................................................................1 1.1 Personal interviews .............................................................................................1 2.0 Present Highway Facility Condition Report ............................................................9 2.1 Chilton Facilities ..................................................................................................9 2.2 Sherwood Facilities ...........................................................................................16 2.3 Mechanical and Electrical Field Condition Report ............................................18 3.0 ADA Audit Summary ...............................................................................................19 3.1 Chilton Facilities ................................................................................................20 3.2 Sherwood Facilities ...........................................................................................23 4.0 Integration of Specialized Equipment ....................................................................25 4.1 Chilton Facilities ................................................................................................25 4.2 Sherwood Facilities ...........................................................................................27 5.0 Operational needs and Space Deficiencies ..........................................................28 5.1 Long Range Planning .......................................................................................28 5.2 Facility Space Needs ........................................................................................30 5.3 Building Plan Description ..................................................................................31 6.0 Proposed Facility Schematic Design Drawings ....................................................32 6.1 Floor Plan ..........................................................................................................32 6.2 Site Plan ............................................................................................................33 6.3 Overall Facility View ..........................................................................................34 7.0 Operation Efficiency Study .....................................................................................35 7.1 Consolidation Model .........................................................................................35 7.2 Vehicle Comparison ..........................................................................................36 7.3 Snow Plow Routing Study .................................................................................37 8.0 Siting Study ..............................................................................................................38 8.1 Facility Location ................................................................................................38 9.0 Preliminary Cost Estimates ....................................................................................39 9.1 Total Project Costs ............................................................................................39 10.0 Public Relations Approach .....................................................................................40 10.1 Impact on Every County Resident ....................................................................40 11.0 Adaptive Re-use of Existing Structures ................................................................42 11.1 Chilton Shop .....................................................................................................42 11.2 Sherwood Shop ................................................................................................42 SEH is a registered trademark of Short Elliott Hendrickson Inc. Pre-Architectural Planning Calumet County CALUC 109667 Page i Table of Contents (Continued) 12.0 Appraisals ................................................................................................................43 13.0 Compliance Alternate ..............................................................................................44 14.0 Conclusions and Recommendations .....................................................................48 List of Appendices Appendix A Appendix B Appendix C MEP Due Diligence Report Plow Routing Study Appraisal Reports p:\ae\c\caluc\109667\report\report\pre-arch planning report.doc Pre-Architectural Planning Calumet County CALUC 109667 Page ii December 2009 Pre-Architectural Planning Calumet County Highway Maintenance Facility Prepared for Calumet County 1.0 Interview Results 1.1 Personal interviews Highway Department Staff and Supervisors In an effort to better understand the operational and safety challenges that face the Highway Department staff, all highway personnel and supervisors were interviewed. Getting input from staff in all positions is critical in reporting the functionality of existing conditions of the facilities and programming the future space requirements in a new building. The general consensus among those interviewed was that current space (vehicle storage and maintenance areas) was inadequate in both shops but that efficiency and functionality of the space was a bigger concern. Segregation between activities is an obvious deficiency. A large percentage of those interviewed expressed the need to separate functions within the shop facility. The mechanics and those staff that work in the Chilton shop relayed instances on a daily basis where separate work activities are forced to share floor space creating potential work hazards and opportunity for work related injuries. Fatigue after long shifts in the plow trucks was a concern and all plow route staff expressed the need for larger overhead doors, more room between trucks and better illumination inside the vehicle storage areas to aid in backing in the trucks. The plow truck parking situation was described as “backing into a black hole” and there was concern for worker safety inside the shed when walking behind a backing vehicle. The overwhelming majority of personnel were extremely pleased with their safety record in light of the cramped conditions and potential for accidents. This is not to say there haven’t been reportable accidents. Accident reports list occasional minor property damage while maneuvering plow trucks around in the cramped storage building but fortunately there have been no serious injuries as a result. When asked about the adequacy of storage space, the response was generally that more is needed but the overwhelming response was that what is currently available should be organized more efficiently if the current facility would allow. This is not an easy request to accommodate due to the size and configuration of the spaces. The location and organization of the rooms are a result of building additions and modifications that took place over time. The original masonry load bearing exterior walls have now become interior walls separating functions. These interior functions are now squeezed into the new spaces bound by massive walls with no opportunity to open them up due to the load bearing nature of the structure. CALUC 109667 Page 1 The respondents discussed operations that have been outsourced over the past years. A portion of the sign shop function, engine rebuilding, sandblasting and painting are all operations that are shipped out of house. Even with these functions jobbed out there hasn’t been a large amount of space inside the building freed up for other activities or storage. Some of the space that was vacated by these functions – the sign shop for instance was in a location where it would be hard to utilize the additional space for storage or work areas. This function was located on the second floor above the administrative offices. County Supervisors The general consensus among those interviewed was that current space is inadequate but no one was sure if this was the right time for the County to act. Upfront development costs now versus ongoing maintenance and utility costs over several years was an exercise all interviewees wanted to review. Interviewees: Alice Connors - District 17 Kenneth Draheim - District 21 Brian Leonhardt - District 4 Jim Stecker - District 20 Ralph Prescott - District 16 Pat Laughrin - District 11 Kenneth Stenklyft - District 14 County supervisors are big proponents for privatizing operations that are not cost effective or fall outside the highway department’s area of expertise. Examples of these activities include major asphalt roadway paving operations and mowing grass and ditches. With the Highway Department being the second largest expense for the County behind Human Services, the Commissioner and Supervisors are looking for ways to use the Highway Department as a revenue stream. There are thoughts among supervisors that if the highway department can work to provide services for the Towns, Cities and Villages, there may be more justification for a new shop building. This is a difficult argument to make when current staff levels are at a minimum to cover the services the highway department currently provides for its own county. None of the supervisors argued the need for a new facility. Discussion about when to act, how big and where it was to be located were the main topics of discussion. One scenario popular among a small group of supervisors was to get the shop and offices in compliance with requirements of the ADA by building a separate administrative office on site in Chilton or move the management and office support staff to the courthouse. This idea is not popular among those that feel management needs to be visible to staff. Other reasons cited for not pursuing this were: costs to maintain a separate building, inefficiency and downtime due to travel back and forth between the courthouse and shop. Modifications would still need to be made to the existing shop to meet life safety and accessibility requirements. Discussions with departments in the courthouse revealed that there is very limited available space currently in the courthouse for the shop office function and renovation would be cost prohibitive. This scenario does not address the space and organizational challenges for the repair and vehicle storage portions of the building that are the driving factors behind the need for a new facility. Pre-Architectural Planning Calumet County CALUC 109667 Page 2 Another scenario discussed by County Supervisors is developing a model for seasonal help where staff is brought in to manage snow removal in the winter months, lay off staff in the summer and privatize summer maintenance activities. In order to assess the magnitude of such a decision, Patrick W. Glynn the Human Resources Director for Calumet County was consulted. Based on his analysis, the Human Resource Director is convinced that it would not be advisable to follow this model. Patrick feels that if the County consistently engages in the practice of hiring and laying off employees for the sole purpose of covering the “snow season:” he has legitimate concerns whether or not this practice would violate the contract provisions related to seasonal help (Articles 5.02 & 5.03). He feels that, under this specific scenario, it is reasonable that an arbitrator could find that these employees hired for snow plowing – and nothing more – could be considered glorified seasonal employees. The Human Resource Director is not convinced that it is good management practice to follow this model. However, it should be further clarified that this scenario is significantly different from that where the County finds it necessary to lay off employees for reasons such as a lack of projects and/or work. The contract contains abundant rights for the County to lay off its employees when necessary, and the processes to be followed in those situations. However, if it is the County’s desire to staff the highway department for the sole purpose of manning snow plow routes then he recommends outsourcing all or a portion of the snowplow functions to a capable contractor; including other municipalities. However, he warns that outsourcing or privatization are decisions that should not be taken lightly, and that there are limited examples of outsourcing functions such as snowplowing from which to draw comparisons and as a result, he recommends much more discussion and analysis prior to making decisions such as this. County Board Supervisors are well aware of the current political and economic climate. They are listening to their constituent’s fears about the tax implications a new facility could bring. A discussion about timing for this project centered around how initiating a project in a down economy not only provides jobs for those out of work in the area but that the construction industry has not seen bid pricing this competitive since the early 1990’s. It is very unlikely the County will get this project built less expensively in the future once the economy recovers. Knowing what the highway department might look like in 25 years is helpful in determining the program for the new facility. Understanding staffing levels, number and types of pieces of equipment that will be housed and issues of consolidation between counties would all aid in the development of a program or master plan for the department and a new facility. Discussing these issues with neighboring highway commissioners and County supervisors leads one to believe that things will remain status quo in the highway services industry for the foreseeable future. It is in the best interest of the County to plan for multiple scenarios that may play out in the future by providing flexibility in the design of a new building. Siting the facility is also important. The right location will lend itself to future sublease or sale agreements that may be exercised if highway department services get outsourced. The location of the building will be determined initially by the location most advantageous to plow routes and maintenance crew deployment efficiency. As one of the last services likely to be privatized, the County will need a convenient location from which dispatch plowing services for the foreseeable future. Pre-Architectural Planning Calumet County CALUC 109667 Page 3 Creative financing models were also discussed with supervisors. Using the model for the US Post Office where a developer builds the building and leases it back to the government agency is of interest to some. The biggest advantage cited by the supervisors is that the County shop facility could then become taxable property. A creative funding mechanism can be developed where the County leases the property initially from a developer and once debt is retired from other capital expenditures, the building can be purchased. This model was evaluated by Calumet County Finance as a possible arrangement for the fleet vehicles. Leasing the trucks versus purchasing them was not in the County’s best interest at that time due to the terms of the lease agreement where the front end of the lease was loaded up to pay more than the depreciation on the vehicle. At the end of the lease the County would have paid more than if they had stuck with their original arrangement and borrowed the money to purchase the vehicle outright. Leasing vehicles would also impact the current equipment rental rates on State funded work and it is likely that Calumet County would no longer be qualified to participate in the vehicle purchasing consortium between Outagamie, Winnebago and Calumet Counties. Neighboring County Highway Commissioners Discussions with highway commissioners in adjacent counties focused on shared labor resources, equipment consortiums, shop locations and the possibility of future County consolidation. Interviewees: Gary Kennedy - Manitowoc County Greg Schnell - Sheboygan County Tom Janke - Fond Du Lac County Al Guerts - Outagamie County Brian Lamers - Brown County John Haese- Winnebago County All of the commissioners were in agreement that the face of highway services is changing. Each one embraces the need to deliver quality services at reduced costs to the tax payers but none of them feel this can be done by completely outsourcing and privatizing these critical services. Privatizing plowing operations was not met with favor among the commissioners. With the assumption that competition between contractors with the means to plow roadways will be limited, the Counties will be at the mercy of the contractors in a non-competitive bidding environment. It is believed costs will be greater than what the County is currently paying their staff to complete the same work. A few of the commissioners expressed concern over an arrangement with a private contractor that once that particular contractor’s staff was familiar with that County’s plow routes the County was at the mercy of the contractor to negotiate a competitive rate because competing contractors would have to overcome the learning curve. It would be worth more to the County to pay veteran plow drivers than contract inexperienced ones. This scenario would not be advantageous to the County. All commissioners feel service levels will drop off with privatization and Counties will be competing for response from a limited number of contractors that have the proper equipment and can perform operations as effectively as County staff that have several more years experience. The difficult issue with privatization of plowing operations is how you control deployment. Who monitors when the private contractors are sent out to plow? If it is left to Pre-Architectural Planning Calumet County CALUC 109667 Page 4 the discretion of the contractor, who determines when they start and end their plowing operations? This control or lack of can cost Counties money. Equipment consortiums are very favorable among all commissioners. All of the surrounding counties participate in the sharing of equipment at some level. This arrangement fits current staffing and equipment models established within all counties. The value to the County tax payer is that equipment redundancy is minimized. Counties do not have to house equipment that is not being utilized 100% of the time. This equipment can become a revenue stream for the County by renting it out to a neighbor when it is not being used. Staff balancing is an issue each commissioner reported as being a tedious process. Maintaining the proper staff in summer so you have an experienced snow crew in winter is difficult. Cutting back summer staff too far yields a winter work force that is either too thin for proper coverage or a resentful staff that feels their only value is snow removal. The results of the Virchow Krause study delivered in 2005 reported that of the three Counties studied (Outagamie, Winnebago and Calumet), the Calumet County Highway Department operated with the highest efficiency and the lowest number of personnel. All commissioners support the idea one central shop location from which the County can deploy its crews. The efficiency of managing staff and maintaining one building far outweighs a slight inefficiency in snow plow routing. The best case scenario would be to spot the building to increase plow route efficiency from that single building location. Many neighboring Counties do not have this luxury due to the size of the County but Calumet is uniquely positioned to take advantage of this model because of its size. Discussing the Highway Department operations with a former Calumet County commissioner provided a unique perspective on issues ranging from the need of the facility to the importance of consolidation of locations. John Haese- currently commissioner in Winnebago County- was a proponent to better the facility conditions of the Chilton shop when he served as commissioner in Calumet County 11 years ago. He expressed frustration with how long it is taking Calumet County to react to the needs of the Highway Department. John echoes the same sentiments as the other commissioners: centralize the operations in a safe, accessible, energy efficient shop. This should be done in the interest of saving tax payer money and protecting the health and the safety of the employees. John has also had first hand experience with privatization. Winnebago County was recently competing against a private contractor for a plowing contract in a local Township. Due to material pricing on salt/sand and mobilization costs to deploy the contractor from his current shop location the County provided services we more economical. Due to its size, John feels Calumet County has a unique opportunity to centralize operations in one location. He believes growth and development are inevitable in the County and feels the County must be ready for it as pressure on the Highway Department increases to service new roads. He also feels Counties will assume more Township work in the coming years. Currently his department provides services for 11 out of 16 Townships in Winnebago County. Towns are feeling the same budget constraints as other municipalities and they are looking to abandon practices that are not profitable or as a minimum self sustaining. Highway maintenance is one of those services that Towns have been outsourcing over the last 5 years. Winnebago County’s Highway Department has seen growth from these agreements and feels other Counties need to be prepared for similar trends. Pre-Architectural Planning Calumet County CALUC 109667 Page 5 As Commissioner John feels managing his staff is far more effective from a single location. He describes being able to effectively manage his staff as being “incredibly effective”. He shares the same building and is immediately accessible to his superintendents and staff when issues arise. He feels this arrangement alone saves his Department time and money. Highway commissioners know their staff members are easy targets for criticism. Highly visible in bright orange trucks and reflective vests, they are subject to constant scrutiny. It is this visibility that forces management to constantly monitor efficiency. By the nature of their business counties inherently share labor. Evidence of crews working outside their respective county lines is evident during severe weather events and emergencies. Having a crew trained to perform all services required in all seasons is beneficial to the residents of that County as well as their surrounding neighbors. Consolidation of services is a trend that is slow to develop in the United States. None of the commissioners interviewed thought the model could be successful at the County level. In parts of the U.S. there are examples where combining municipal services with neighboring counties has proven successful but they tend to be in warmer climates where intensive snow plowing operations are not required. Successful models exist in Arizona, Georgia and Texas among other States. Consolidation plans have consolidated some or all services offered by multiple jurisdictions in these States using a number of different delivery methods. Some of these delivery methods used are defined below: • • • • • • Mutual Aid. A common approach to enhancing service delivery is through the use of mutual aid agreements in areas such as fire/rescue, law enforcement, water/waste water emergencies, weather emergencies etc. Exchange of Services. This is an exchange of services in kind between two or more entities. For example, one county plows snow in the winter while the other maintains rights of way in the summer. This can often be a lopsided agreement depending on number of snow events, length of growing season etc. Interlocal Agreements. The first method for joint service provision is through the use of interlocal or contracts between municipalities or other entities to provide a specific service. This is usually limited to specific services (i.e. Towns, Villages and Cities contracting with the County for road repairs, plowing, purchase of waste water treatment, public safety communication, etc.). Functional Consolidation. A second method for joint service provision involves the merger of service delivery between two or more communities. This can be done at a service level (street sweeping) or at a department level (public works). Special District. A third approach is to create a new entity to handle the delivery of specific services. Examples include fire districts, water districts, sanitary districts etc. Municipal Consolidation. The most dramatic regionalization alternative entails the restructuring of multiple municipalities into a new single municipality. This would involve out-right elimination of multiple counties or jurisdictions. The commissioners that have had new facilities built in the last 5 years understand the importance of an efficient shop. They report obvious improvement in employee morale and job performance. Their employees are sick less, are more productive, are less likely to file grievances and take a tremendous amount of pride in their building. They also report fewer maintenance repairs on equipment that is properly stored in tempered, enclosed buildings that are large enough to accommodate these vehicles. Pre-Architectural Planning Calumet County CALUC 109667 Page 6 Miscellaneous Interviews Miscellaneous interviews with other community leaders and Calumet County department representatives were helpful in identifying additional storage needs that could be incorporated into the highway storage building. It also helped establish an understanding of the interest level of local leaders in the purchase of the existing shop properties or development of the properties within their respective communities. Interviewees: Jerry Pagel - Calumet County Sheriff Frank Wasdovitch - Calumet County Parks Director Mayor Tom Reinl - Mayor of Chilton Randy Friday - Village administrator- Village of Sherwood Investing in a facility for the County is a long term commitment by the County to its residents. Based on the cost of the facility these buildings should do all they can to be flexible and accommodate as many County services outside the highway department as possible. Due to the nature of the building type and its function, the building lends itself to the possibility of creating cost effective storage for other County departments. The Sheriff’s department is constantly in need of additional storage whether it is for vehicles held over for investigation or evidence in a pending case, long term secure evidence storage or fire resistive construction to protect records. Access to a vehicle lift is also an amenity that would benefit the sheriff’s department and could be shared between the building tenants. Having Sheriff Department vehicle storage adjacent to the highway shop would offer an efficient alternative to providing separate off site vehicle storage. Fire separation walls, similar eave heights, large open bay spacing and similar classification of construction are all reasons to group these like functions in the same location as opposed to building a separate remote facility for the Sheriff’s Department. The new facility would likely integrate security equipment to monitor the site and building. The Sheriff’s department would also benefit from the installation of this equipment and having to monitor one location for both functions would be a advantageous to the County. Another County department that could utilize additional storage space is Parks and Recreation. Seasonal storage can be accommodated off site and there may be efficiencies to maintaining fewer buildings and incorporating functions in the highway garage. In planning future functions for the re-use of the Highway Shop facility in the event that highway services are outsourced, parks and recreation could be a bigger tenant and assume more of the floor space in the building. We are seeing trends where more municipalities are investing in preserving lands for the enjoyment of its residents. Communities are buying up land and developing parks, walking trails and nature and wetland preserves. As this trend continues, more space will be required for maintenance and seasonal equipment. In its current service delivery structure, the Parks Department needs its storage facilities near the Calumet County Park. Providing storage for that department at the highway shop only makes sense in the event Parks and Highways consolidate into one department and potentially operate out of one location. The Village of Sherwood is a growing community and quickly becoming respected for its expanding business base, residential development and recreational amenities. Pre-Architectural Planning Calumet County CALUC 109667 Page 7 The location and function of the Sherwood shop make it a desirable piece of real estate in the community. While the Village appreciates the proximity of the County shop and has grown accustom to the response time of the plows during snow events, they also realize the efficiency that can be gained by the County working out of one location. As contributors to the County’s tax base, the Village residents see the opportunity for the County to turn over the asset within their Village and place it on the tax role. It would also likely reduce operating and maintenance costs to the County residents. With residential development stymied to the North, the shop is seen more as an impediment than a benefit as it relates to residential development within the Village. The City of Chilton has long admired the landmark quality of the highway shop building. Serving as a gateway to the community from the south on highway 57, the shop has stood as a proud symbol of County services for nearly 75 years. As time moves on, this building, the functions and services it delivers take on a different appeal to the residents and leaders of the community. Thoughts of higher better land use replace traditional feelings of building grandeur and civic pride. The City does not currently have the shop property on a priority list for acquisition. The City of Chilton feels the biggest benefit to their community if the shop moves out is for the County to sell the property to a developer and create tax base for the City. Some concern was expressed about upkeep to the building and grounds after the County moves out and before a buyer is identified. There was also some minor concern expressed about the City’s agreement to buy fuel from the County at the highway shop fuel station. Discussion around how plow routes will be impacted in the City with the plowing operations consolidating to a location outside Chilton created some feelings of concern. The City wants to see the same level of service it is accustom to receiving and there are concerns this will not be replicated if the shop is relocated. Pre-Architectural Planning Calumet County CALUC 109667 Page 8 2.0 Present Highway Facility Condition Report 2.1 Chilton Facilities Site #1: 241 E. Chestnut St. - Calumet County Highway Shop - Chilton, WI There are three buildings occupying this combined 6.99 acre site including the main Highway shop and an unheated vehicle storage building and salt shed which are located across Park Street. There is also a small metal shed used to house flammable liquids. The site’s location is central to the County and is located on Highway 57. The site is a combination of asphalt and concrete paving, gravel and manicured lawns. Its greatest assets are the mature deciduous trees on both the North and South end of the site. The site is bound by streets on all 3 sides Highway 57 (Chestnut Street) to the Northeast, Calumet Street to the South and Park Street to the West. Access to the cold storage shed, salt storage and yard are across Park Street. There is an on-site re-fueling station with a 10,000 gallon capacity diesel tank and a 10,000 gallon unleaded fuel tank. The underground storage tanks were replaced in1992 with double wall fiberglass tanks and leak detection devices. At the time, contaminated soil was removed and the site remediated. The building has very little designated on-site parking for visitors. Staff park in various areas on site primarily between the large overhead doors on the South side of the building. The site currently does not include the correct number of required handicap accessible parking stalls. Access to the site via means other than motor vehicles is possible due to the presence of sidewalks and a potential connection to the multi modal trail system. Pre-Architectural Planning Calumet County CALUC 109667 Page 9 The initial 14,493 s.f. Chilton Highway Shop building was constructed in 1936. The shop building was expanded in 1948 and provided 12,070 more square feet of shop area and vehicle storage. The building is constructed of masonry load bearing exterior walls with brick veneer and steel bow string trusses spanning the shop areas. The roof is comprised of tongue and grooved 2x6 wood planks spanning between trusses with a veral siplast roof system that appears to have been replaced over the years. Typical wall sections through the exterior walls indicate the 15” thick walls are comprised of nominal 12” concrete masonry units with 3 5/8” face brick. East Elevation of Chilton Shop from Chestnut Street As was typical for buildings from that era, there is no airspace, moisture barrier, internal flashing or insulation in the exterior walls. When this facility was constructed in 1936 energy was inexpensive and buildings didn’t utilize the same principals of construction as they do to today. This wall system likely achieves an R value no greater than 1.56. A similar wall section built today using modern materials and constructed as regulated by the State of Wisconsin would carry an R value of 5.56. The performance of this wall type is improved more than 3.5 times in today’s construction practices as opposed to when it was built in 1936. In flat roofed locations over the offices and short span areas of the building the roof structure is a poured in place reinforced concrete one-way slab with lightweight concrete or cinder fill topping and a membrane roof that was a replacement to the original built up roof system. Actual construction drawing of the exterior wall section of Chilton shop Properly insulated exterior wall section Pre-Architectural Planning Calumet County CALUC 109667 Page 10 Exterior openings infilled with brick The exterior openings have been modified from the original building and there is no evidence of original overhead and personnel doors or windows. Replacement windows are thermally broken aluminum frames with 1” insulated tinted glass. All window openings have been greatly reduced in size from the original construction by infilling the openings with matching face brick. This aperture reduction helps with the energy efficiency of the envelope but greatly diminishes the amount of natural light entering the building. Some of these replacement windows have operable portions of the windows that can be opened to bring in fresh air. These operable windows are located in areas of the building that are not air conditioned. All overhead door openings have been retrofitted with insulated aluminum sectional overhead doors. These doors are equipped with power operators and safety features to limit operation when obstructions are in the movement area of the openings. The exterior of this facility has held up remarkably well over the past 70+ years. There are no visible signs of Retrofitted overhead door openings differential settlement or cracking of the exterior walls and all of the masonry and mortar joints look to have been well maintained. Cast stone coping is usually one of the building components that show signs of premature degradation. All copings on the Chilton shop are in good shape and it is evident that they have been well maintained. All flat roof areas have received new EPDM rubber membrane roofs. The roofs were replaced in 2007 and are in good condition. The barrel roofs over the main shop and vehicle storage areas are showing signs of age. The aluminum layer on the veral siplast roll roofing is beginning to Condition of roof over shop and de-laminate along the edges of the sheets and wind forces have started to vehicle storage bays, Note damage to roll lift the edges. Wind driven rain over time will get under the lapped seams roofing at edges and will cause leaking in the main shop areas of the building. The roof should be scheduled for replacement within the next 2 years if occupancy of the building is anticipated. Overall assessment of the exterior of the building is that it has been well maintained and constructed in a fashion that it could remain in service under another use or for another tenant for the foreseeable future. The biggest draw back of the building to the County and Highway Department operations is the lack of insulation in the exterior walls and the lack of square footage and inefficiency of interior spaces. Analysis of the interior of the building revealed several accessibility and life safety issues as well as inefficiencies in work flow. Pre-Architectural Planning Calumet County Exterior condition of the facility CALUC 109667 Page 11 Starting with the front entrance, the building is not handicap accessible to the public visiting the office of the commissioner or conducting any County highway business. A complete accessibility study has been completed and is part of Section 3.0 of this report. Noncompliant elements in the stair are landing size, handrail extensions and mounting height, riser heights, lack of an accessible ramp or lift, lack of directional signage, improper door closer force and hardware. The administrative office has its own set of challenges. The service desk is not accessible Noncompliant entry and there is not adequate aisle width to maneuver through the space between the cubicles, the service desk and the workstations along the exterior walls. Floor coverings contain asbestos and dark streaking on the exterior walls is indicative of poor ventilation and moisture infiltration. Narrow noncompliant interior corridors There is no closet or dedicated room for technology and communications equipment. The server and other IT equipment are susceptible to accidental abuse and tampering by unauthorized employees. Workstations are grossly undersized and employees are working at non-ergonomic workstations that pose the risk of exposure to long term repetitive stress disorders including carpal tunnel syndrome. Superintendents have no provisions for conducting private conversations with staff or the Commissioner and there are no sound isolated meeting rooms or offices to address personnel issues. The commissioner’s office lacks adequate space for daily operations. It is less than efficient from a work flow standpoint. There are limited provisions for meeting in Exposed computer network his office and he works from a non-ergonomic workstation that poses the risk of equipment exposure to long term repetitive stress disorders including carpal tunnel syndrome. As with the other administrative office areas, due to its adjacency to the repair shop, the Commissioner’s office is regularly impacted by noise and vehicle exhaust. Not only is this disruptive but the poor indoor air quality can have a long term affect on employee health. The toilet room that serves the office is completely nonaccessible from the rim height on the water closet and lavatories to lack of grab bars and the inability to install them to the lack of a proper turning radius and door clearances. The plumbing is not covered with the required protective sleeves and the room is not located on an accessible route. A disabled employee or visitor could not use the rest room facilities in any part of the building due to their locations. If the disabled could get to these restroom locations they would not be able to access the fixtures and use the restrooms. Pre-Architectural Planning Calumet County Noncompliant toilet room CALUC 109667 Page 12 The Shop Foreman’s office and stock room are directly connected to the administrative offices via a stair that does not meet current code due to improper landing size, handrail mounting height and extensions, riser heights, lack of an accessible ramp or lift, lack of directional signage, improper door closer force and hardware. Shop foremen work at grossly undersized workstations that pose the risk of exposure to long term repetitive stress disorders including carpal tunnel syndrome. There is no separate air system for this area and personnel in this area are exposed to the indoor air environment of the shop. The photo below illustrates the poor indoor air quality of the foreman’s shop. This is a destratification (ceiling) fan laden with diesel exhaust soot and indoor air No fire separation or isolated air system particulates due to the open nature of the office environment to the shop and lack of physical separation and air system isolation between the two areas. Noncompliant stair and mezzanine Stairs to the storage mezzanine in the stock room do not meet code requirements due to improper landing size, handrail mounting height and extensions, riser heights and open risers and lack of proper floor loading limit signage of the mezzanine above. The mezzanine is constructed of wood and is considered combustible material. Wood mezzanines would not be permitted under current code requirements for this type of storage in an unsprinkled building. Illuminated exit signs are not present on the mezzanine and pose a life safety risk when forced to exit in an emergency situation. Noncompliant stair and door Evidence of poor indoor air quality in Foreman’s shop The small wash bay area is in the same location as it was in 1936. Since then it No emergency lighting or exit signage was converted to a paint shop and from mezzanine recently it has been converted back to a wash bay. Slight modifications have been made to it but it still remains undersized and poorly ventilated. Cramped conditions prohibit the washing of trucks and use is relegated to small vehicles and equipment cleaning. There is no oil and sand separator in the floor drain so the drain does not comply with current State Inefficient wash bay and noncompliant requirements for discharging sanitary waste. Due to the size of the space, it floor drain is inefficient and causes delays in work flow when equipment must be dismantled and cleaned prior to being repaired or maintained. Pre-Architectural Planning Calumet County CALUC 109667 Page 13 The repair shop area of the facility is grossly undersized and as a result impacts the efficiency of the workflow and operations of the shop not to mention increases the risk of work related injuries. There is no maintenance hoist or vehicle lift for large trucks and jack stands are utilized for lifting anything over the size of a standard pick up truck. The shop area expands into the vehicle storage building due to its direct adjacency and overflow parking commingles with vehicles in the repair area. The Vehicle storage and repair shop conflicts maintenance bay is served by a 5 ton overhead crane that is undersized to safely pick larger pieces of equipment like V-plows and dump boxes or lift larger vehicles. The maintenance shop contains other service functions within the designated shop area. One of those functions is the welding area or blacksmith shop. This function is directly adjacent to the vehicle repair bay and creates an unsafe situation when sparks and hot metal are thrown from torches, welders and grinders into the repair areas where fellow employees, flammable liquids and combustible materials are present. This arrangement would not be allowed under current code without a fire separation wall between the vehicle storage area and the vehicle maintenance area. The International Building Code mandates that a 2-hour fire separation wall be Welding shop proximity to vehicle repair and storage required between the enclosed vehicle storage area (S-2) and the motor vehicle repair area (S-1). Providing this separation in the existing shop would be cost prohibitive and decrease the efficiency of the current shop even more. There is only localized portable exhaust provided from a Nederman snorkel to capture noxious gasses and fumes from welding and cutting operations. The majority of these fumes are entering the shop area adding to the poor indoor air quality conditions already present due to diesel smoke, vehicle exhaust and dust particulates. The shop has an exhaust recovery system but due to its age and the gravity feed technology it utilizes, it does not capture 100% of the carcinogenic diesel exhaust and is localized so it does not capture any dust particulate. Observations have been made where upon start up and parking of equipment, exhaust is present in all areas of the building including the shop foreman’s office, stock room, wash bay, repair shop, tire room and vehicle storage areas. In cold weather it is not likely that shop staff open the overhead doors to clear the exhaust because of the large amount of heat lost in the work areas. Concrete floor slabs in the maintenance bays have spalled and do not lend themselves to proper cleaning contributing to dust and indoor air issues. Using creepers under vehicles is also difficult on the rough concrete surfaces despite efforts in 2002 to repair the floors. The tire and oil room are no different than other parts of the shop building. They are over crowded and do not function efficiently for their intended uses. They also do not meet present day code requirements for spill containment, combustible storage and fire ratings. Stairs to the tire storage mezzanine do not meet code requirements due to handrail mounting height and extensions, riser heights and open risers and lack of proper floor loading limit signage of the mezzanine above. The ship’s ladder type stair poses safety issues if staff is expected to move tires up and down without mechanical assistance. The mezzanine is constructed of wood and is considered combustible material. Wood mezzanines would not be permitted Pre-Architectural Planning Calumet County CALUC 109667 Page 14 under current code requirements for this type of storage in an unsprinkled building. Illuminated exit signs are not present on the mezzanine and pose a life safety risk when required to exit in an emergency situation. There is no ready room for the personnel to dress in private. In the event Calumet County would hire a female employee on the highway crew, a separate dressing area would need to be provided for both male and female employees because currently the men dress in the open shop area. There is no adequate locker area or break room for the staff. Meeting and training rooms are converted storage rooms on the second floor and are not accessible to anyone that has difficulty walking stairs. Noncompliant mezzanine The cold storage facility on the site is aging and shows signs of need for large scale repair or replacement. The building is overcrowded even in summer months when most of the seasonal equipment is deployed. Exterior doors are damaged and do not close properly. Siding panels are damaged and it is apparent that some are leaking. Roof panels are corroding and need replacement. The building is not insulated and there is no heat or vehicle exhaust. Full scale replacement of the exterior cladding should be planned within the next 2-5 years if the building is to be kept in service. Neither of the Chilton sites nor the Sherwood site have perimeter security fencing or gates. Access is not limited to the refueling stations, salt shed or equipment left outside. Overcrowding in the cold storage building Pre-Architectural Planning Calumet County CALUC 109667 Page 15 2.2 Sherwood Facilities Site #2: Highway Shop #2 - STH 114, Sherwood, WI The site of Highway Shop #2 is the smaller of the two sites at approximately 3 acres. It is bound by STH 55/114 to the East, a residential neighborhood to the North, agricultural land to the west and heavily wooded property to the South. There are 3 structures on this site. The main shop building and 2 salt storage buildings. There is minimal parking on the site for employees dispatched from this location but due to the small number of employees working out of this shop, it is adequate. There is no designated handicapped signage or parking provided. Nearly the entire site is paved except for areas to the East along STH 114 and the South adjacent to the wooded area. Drainage is handled by sheet draining paved areas to the grass around the perimeter of the facility. Expansion is limited unless agricultural or wooded lands are purchased. Development to the South would require relocation of the County’s radio tower. The biggest complaint by staff stationed in the Sherwood shop is the cramped conditions of the vehicle storage bays and the volume of traffic on STH 114 they contend with when entering and exiting the site. There are no other multi-modal connections to this site as it is currently outside the Village’s sidewalk and trail network. Pre-Architectural Planning Calumet County CALUC 109667 Page 16 Sherwood Shop from STH 114/55 Noncompliant exposed wood liner panel The 8,000 s.f. pre-engineered metal building was constructed in the early to mid 70’s. The 50 x 160’ building is a clear span structure with 6 insulated overhead doors that have been replaced over time. There is a small office space and non-accessible restroom with a shower. The vehicle bay walls are comprised of poured concrete up to a height of 4 feet. Insulation is protected from puncture and damage by painted OSB plywood sheathing that would not be permitted under today’s code Noncompliant toilet rooms requirements due to the combustible nature of the material exposed in a vehicle storage facility. Adjacent to the office area is a small work area that is open to the vehicle storage bays. As with the Chilton shop this arrangement violates current life safety code requirements because it does not provide a fire separation between the two spaces. Above the office and restroom is a wood framed storage No fire separation from work are and mezzanine that primarily provides access to a small room vehicle storage area housing the radio tower support equipment. Stairs to the mezzanine do not meet code requirements due to handrail mounting height and extensions, riser heights and open risers and lack of proper floor loading limit signage of the mezzanine above. The mezzanine is constructed of wood and is considered combustible material. Wood mezzanines would not be permitted under current code requirements for this type of storage in an unsprinkled building. Illuminated exit signs are not present on the mezzanine and pose a life safety risk when required to exit in an emergency situation. The building’s mechanical systems consists of a small furnace to heat the office area and gas fired infrared tube Noncompliant mezzanine heaters suspended above the elevation of the overhead doors. There is a 4,000 pound capacity hoist used to assist in removing plows and lifting other equipment but the majority of the maintenance and repair is done on the trucks in the Chilton shop. Pre-Architectural Planning Calumet County CALUC 109667 Page 17 There is an emergency back up generator that provides critical power to the radio communications tower on the site. The radio equipment room on the mezzanine has its own air conditioning unit to prevent the radio equipment from over heating. There is no lock on the equipment room door and there is no security system monitoring the building. In the event that the Sherwood shop were sold, a small communications support building would need to be erected on site adjacent to the tower. It is at this time that security could be added to the facility. There are two salt storage buildings on the Sherwood site that separate deicing salts between State funded salt and County funded salt. There is a fuel dispensing system with a 10,000 gallon underground storage tank for diesel and a 500 gallon tank for unleaded fuel. The tanks were replaced in 1987 with double wall fiberglass tanks and leak detection system. Radio Communications room 2.3 Mechanical and Electrical Field Condition Report The Mechanical and Electrical systems in each facility were examined and a due diligence report was developed by the Engineering Consultants Arnold and O’Sheridan, Inc. The report identifies any maintenance issues as they relate to the existing electrical and mechanical building systems in both the Sherwood and Chilton shop buildings. It also identifies any potential costs for repair or replacement of the systems. These opinions of probable cost will aid the County in determining the cost effectiveness of replacing or repairing the items in the timeframe outlined in the report. The due diligence report can be found in Appendix A of this report. Pre-Architectural Planning Calumet County CALUC 109667 Page 18 3.0 ADA Audit Summary The following pages are a guideline for meeting the requirements of the Americans with Disabilities Act (ADA). The highlighted items on the report indicate direct violations or non-compliance of code requirements in the Calumet County highway shop facilities. The items on the audit are not only accommodations for the physically disabled but also requirements for facilities occupied by employees or members of the general public regardless of their long term or temporary physical condition. Pre-Architectural Planning Calumet County CALUC 109667 Page 19 3.1 Chilton Facilities ADA Compliance checklist is an abbreviated version compiled by the American Institute of Architects. ADA Compliance Checklist: Chilton Garage Item Entrances • Minimum Number (1 min.) • Signage (letter size Braille • Doors (32” min. passage) • Automatic Entrances • Door Hardware (pull handle, lever type) • Landing – size, step • Approaches (18” min. front, 24” min. side) • Doors in series (48” min. + door size) • Threshold (3/4” max. sliding, ½” max. swing) • Closers (3 second, 3”, 5 lbs. Force) Item Signage • Charter proportion (3:5 ratio) • Character height (3” min.) • Raised and Braille characters & pictograms • Mounting loc. & ht. (60” min. aff.) • Symbols of Accessibility Item Accessible Route - Interior • Width (36” min.) • Width at turns (60” min.) • Passing Space (60” min.) • Turning Space (60” min.) • Headroom (80” min.) • Slope (max. 1:12 new, max. 1:8 remodeled) • Changes in level (1/2” max.) • Ground and floor surfaces (non-slip) • Protruding Objects (27” min.) • Clear floor space (30” x 48” min.) • Reach ranges (front 48” max.; side 54” max.) • Controls and operating mechanisms • Means of egress (48” min. stairs) Pre-Architectural Planning Calumet County O.K. Yes No Yes No No YES No N/A No No O.K. Notes/Comments Not present Noncompliant 58x67 Improper Clearance- less than 12 No Airlock or vestibule Greater than ½” Greater than 5# force less than 3 seconds Notes/Comments No signage present in building No No No No No O.K. No No No No Yes NA Yes No Yes. No No No Notes/Comments 27”,29”&30” in office In office In office Waxed asbestos tile In office All switches and controls too high CALUC 109667 Page 20 Item Ramps, Stairs and Handrails • Slope (max. 1:12 new, max. 1:8 remodeled) • Clear Width (36” min.) • Landing (60” x 60” min.) • Handrails (mtd. 34”-38”; 12” extensions) • • • • Edge Protection (2” min.) Outdoor protection (1:50 max. cross slope) Outdoor conditions (1/8” cross slope) Treads & risers (11” min. tread) • Nosings (1 ½” max.; ½” min. radius) • Warning devices (raised domes) Item O.K. NA Yes No Landing less than required Yes/No Handrails present and at proper height- no extensions No Yes No Cross slope greater than permitted Yes/No In office OK. Not compliant in shop office and mezzanines Yes No O.K. Alarms • Alarm location – visual alarm restrooms • Alarm location – visual alarm open area Item Unisex Toilet Room- Offices • Location • Clear floor space • Toilet height (17” – 19”) • Lavatory height (34” max.) • Headroom (80” min.) • Mirror height (40” max. to bottom of mirror) • Grab bars (36” – 42” length • Urinals (17” max. height) • Urinal space (30” x 48” min.) • Urinal controls (44” max. height) • Exposed lavatory water pipes (covered & protected) • Faucets (lever, pushbutton or automatic) • Towel dispenser (forward 48” max. height, side 54” max. height) • Soap dispenser (forward 48” max. height, side 54” max. height) • Partition stall size • Partition door size (32”) Pre-Architectural Planning Calumet County Notes/Comments Notes/Comments There are no alarms in the facility of any type No No O.K. No No No No Yes No No NA NA NA No Notes/Comments Not on accessible Route 16“ 36” 96” 48” None present No protective wrap present No No 58” No 54” NA NA CALUC 109667 Page 21 Item Men’s Toilet/Locker Room • Location • Clear floor space • Toilet height (17” – 19”) • Lavatory height (34” max.) • Headroom (80” min.) • Mirror height (40” max. to bottom of mirror) • Grab bars (36” – 42” length • Urinals (17” max. height) • Urinal space (30” x 48” min.) • Urinal controls (44” max. height) • Exposed lavatory water pipes (covered & protected) • Faucets (lever, pushbutton or automatic) • Towel dispenser (forward 48” max. height, side 54” max. height) • Soap dispenser (forward 48” max. height, side 54” max. height) • Partition stall size • Partition door size (32”) Item Other/Miscellaneous • Walk-up Counter Height • Drinking Fountain Pre-Architectural Planning Calumet County O.K. No Yes No No Yes No No Yes No No No Notes/Comments Not on Accessible Route 5’ radius possible 14“ 36” 96” 48” Floor mounted No wrap present No No No No No O.K. No No Notes/Comments 43” Non-ADA CALUC 109667 Page 22 3.2 Sherwood Facilities ADA Compliance checklist is an abbreviated version compiled by the American Institute of Architects. ADA Compliance Checklist: Sherwood Shop Item Entrances • Minimum Number (1 min.) • Signage (letter size Braille • Doors (32” min. passage) • Automatic Entrances • Door Hardware (pull handle, lever type) Yes No Yes No Y/N • • • • • No N/A Yes No Landing – size, step Approaches (18” min. front, 24” min. side) Doors in series (48” min. + door size) Threshold (3/4” max. sliding, ½” max. swing) Closers (3 second, 3”, 5 lbs. Force) Item Signage • Charter proportion (3:5 ratio) • Character height (3” min.) • Raised and Braille characters & pictograms • Mounting loc. & ht. (60” min. aff.) • Symbols of Accessibility Item Accessible Route - Interior • Width (36” min.) • Width at turns (60” min.) • Passing Space (60” min.) • Turning Space (60” min.) • Headroom (80” min.) • Slope (max. 1:12 new, max. 1:8 remodeled) • Changes in level (1/2” max.) • Ground and floor surfaces (non-slip) • Protruding Objects (27” min.) • Clear floor space (30” x 48” min.) • Reach ranges (front 48” max.; side 54” max.) • Controls and operating mechanisms • Means of egress (48” min. stairs) Pre-Architectural Planning Calumet County O.K. O.K. Notes/Comments No Signage in facility Main entry OK all others noncompliant Does not meet either requirement Notes/Comments No Signage in facility No No No No No O.K. Yes Yes Yes Yes Yes N/A Yes Yes Yes Yes Yes No No Notes/Comments 55” to bottom of opener Mezzanine stairs do not meet req’s CALUC 109667 Page 23 Item Ramps, Stairs and Handrails • Slope (max. 1:12 new, max. 1:8 remodeled) • Clear Width (36” min.) • Landing (60” x 60” min.) • Handrails (mtd. 34”-38”; 12” extensions) • Edge Protection (2” min.) • Outdoor protection (1:50 max. cross slope) • Outdoor conditions (1/8” cross slope) • Treads & risers (11” min. tread) • Nosings (1 ½” max.; ½” min. radius) • Warning devices (raised domes) Item Alarms • Alarm location – visual alarm restrooms • Alarm location – visual alarm open area Item Unisex Toilet Room- Shop • • • • • • • • • • • • • • • • Location Clear floor space Toilet height (17” – 19”) Lavatory height (34” max.) Headroom (80” min.) Mirror height (40” max. to bottom of mirror) Grab bars (36” – 42” length Urinals (17” max. height) Urinal space (30” x 48” min.) Urinal controls (44” max. height) Exposed lavatory water pipes (covered & protected) Faucets (lever, pushbutton or automatic) Towel dispenser (forward 48” max. height, side 54” max. height) Soap dispenser (forward 48” max. height, side 54” max. height) Partition stall size Partition door size (32”) Item Other/Miscellaneous • Walk-up Counter Height • Drinking Fountain Pre-Architectural Planning Calumet County O.K. N/A N/A N/A No No N/A Yes No No No O.K. Notes/Comments 7 ½” D 9 ½” H Notes/Comments There are no alarms in the facility No No O.K. Yes Yes No Yes Yes No No Yes Yes No Yes Notes/Comments Not set up for unisex- no lock on door no female facilities 18”X4’-8” @ Urinal 15” 31” 96” 48” No grab bars Floor mounted No None 58” outside room None 54” outside room Yes No 20” O.K. N/A No Notes/Comments Noncompliant CALUC 109667 Page 24 4.0 Integration of Specialized Equipment 4.1 Chilton Facilities The integration of specialized equipment includes a wide range of equipment types. It is the integration of computer systems and office equipment, life safety devices such as fire and carbon monoxide detection, latest shop technology and diagnostic equipment, electronic inventory management and it is the physical repair shop equipment used in maintaining the fleet. The age and method of construction of the Chilton shop makes it cost prohibitive to integrate many current technology and maintenance equipment items. The masonry load bearing construction and the number of additions to the building prohibit installation of data and power cabling between rooms within the building. The extremely thick and heavily reinforced concrete walls make wireless technology difficult to install due to signal interference and line of sight issues. Currently critical communication and network based equipment is left exposed in an open office environment where it is susceptible to damage, vandalism and access by non-authorized personnel. Communications cables are run along the perimeter of the rooms under furniture and along walls where they are exposed to accidental abuse from contact with employees, storage of files and office materials and are in constant contact with floor cleaning and maintenance equipment. The server is not centrally located in its current location and many branch communication lines are at or exceed their recommended length to deliver the proper band width signal to some of the computer workstations located in far reaching areas of the building. Branch communication lines that feed the shop foreman’s and maintenance offices are “free aired” (not in protective conduits) cables strewn from the main server in the administrative office area to the termination points at the desks of the employees. The cables are not properly terminated in wall jacks and are exposed and susceptible to Computer cabling penetrations through fire walls damage and accidental disconnection. These cables are run through holes drilled in the 24+” thick masonry fire separation walls and offer little flexibility for office furniture arrangement. The openings for these cables breech the fire walls and intumescent sealant or fire caulk is not used to seal these penetrations and do not maintain the integrity of the fire separation. Some cables share wall penetrations with other utilities. The photo above illustrates computer cables routed through walls with gas piping and large openings not properly fire safed. Due to the limited routing opportunities of the data cables, placement and location of office equipment is limited. Copy machines, scanners, printers and PC locations are determined by the availability and accessibility of data wiring. This provides little opportunity to expand the network and limits the location and flexibility of the office arrangements. These same challenges prohibit the installation and use of computer based diagnostic equipment in the shop. Lack of connectivity is a driving factor for not having modern electronic diagnostic equipment. There is also no good place to establish a protected work area that would be required to protect this sensitive electronic equipment. An isolated work station protected from vehicle exhaust, dust and moisture as well as exposure to non-trained personnel would be required in the shop area. Under present conditions, this would not be achievable. Pre-Architectural Planning Calumet County CALUC 109667 Page 25 Lack of security equipment in the shop building is likely a result of this same issue. The construction of the building prohibits running of cables in the walls and getting cables to video surveillance cameras, door strikes, security and fire alarms and occupancy detectors is not possible because it would have to be run in an exposed manner vulnerable to tampering. Running branch circuits to doors on the far end of the shop would require penetration through thick masonry walls exceeding recommended cable distances. A more centralized computer equipment room would alleviate this issue but would require it to be constructed in or near the middle of the shop area. Currently there is no communications room and following this practice, the security monitoring equipment would be left exposed to unauthorized personnel and an open target for tampering and disabling. Besides technology based equipment, both facilities cannot support basic shop maintenance equipment. Even the most basic shop equipment needs to be integrated into the structure of the facility and retrofitting buildings with this updated equipment if often difficult, expensive or not possible. The Chilton shop was built with a 5 ton crane rail and hoist system. It was likely specified and installed at a time when pick capacities did not exceed 10,000 pounds. Today, shop operations routinely require hoist capacities in excess of 10,000 pounds. Because structural building members and foundations were not originally sized to accommodate these loads, installing a larger hoist is not practical. It would require removing large areas of the shop floor to install pier footings and foundations that could support a freestanding internal structural system capable of supporting large structural columns and a hoist beam. Costs to provide this retrofit would be 3-5 times greater than initial installation costs making this change cost prohibitive in the current facilities. Another very costly retrofit would be the installation of a vehicle hoist or lift system. Current trends in the heavy vehicle maintenance industry are integrating parallelogram vehicle lifts into repair shops. These lifts require reinforced concrete foundations below the floor slab to support the steel channel frames of the lift. Removal of floor area and installation of a reinforced footing below the floor slab is required for the installation of these flush mounted or recessed lifts. Accommodating hydraulic lines and 120 VAC for hoist operation is cumbersome unless additional floor area is removed and lines are run below the floor slab. Costs to provide this retrofit would be 3-5 times greater than initial installation costs making this change cost prohibitive in the current facilities. Fresh air is imperative to the health and well being of the employees in the vehicle storage, maintenance shop and adjacent office areas. Retrofitting the building to accommodate a vehicle exhaust system can be costly and 100% capture of carcinogenic diesel exhaust is not guaranteed. Installation of an exhaust encapsulating system requires alterations to the buildings exterior walls, roofs and in some cases its structural components. The installation of these systems is better accommodated in new construction. Penetration of the roof and walls makes the building envelope susceptible to thermal leaking and water infiltration. Retrofitting vehicle exhaust systems also occupy more area and reduce headroom clearance. Installation of these retrofitted systems is often 2 times more costly than initial installation. Automated lube systems and grease racks are a fairly simple replacement or retrofit process and can be added to maintenance shops after the fact if they were not budgeted for installation as part of the initial construction. The difficulty with installing these systems in the current shop facility is that the massive load bearing walls make penetrations labor intensive and costly. The grease and oil supply for these lube systems are typically in another part of the shop near the bulk fluid storage and the dispensing ends are located in the service Pre-Architectural Planning Calumet County CALUC 109667 Page 26 bays. Routing the supply hoses efficiently is not an easy task. Installation of these retrofitted systems is often 1 1/2 to 2 times more costly than initial installation. Small to medium sized maintenance equipment such as welders, tire changers, torches etc. can be integrated into the facility with little more than supplying proper power required at the identified location. The difficulty with spotting these items in the Chilton shop is that there are not locations of adequate size to accommodate this equipment. These functions usually end up in small residual spaces that are the result of building additions and expansions. The tire room is a good example of a residual space that was made into the tire shop following an alteration. Equipment, clearance and floor space was not planned into the room prior to installing the equipment and the result is a non-efficient workspace that poses risks to the personnel that occupy the tire room. Moving these specialty pieces of equipment with specific power needs makes it cost prohibitive due to the routing requirements for electrical services. If there were more ideal spaces or additional area that these functions could relocate to it may be worth the added cost to relocate them. The only issue with that scenario is finding adequate space to move them to within an already cramped facility. 4.2 Sherwood Facilities There is a surprising lack of security in the Sherwood facility. Due to the transient nature of the employees during a typical work day, it would be desirable to have the premises be monitored with security equipment. The Sherwood shop site also houses a critical radio communications tower and equipment that should be protected and monitored. Card readers, door monitors, surveillance cameras and fire/smoke detectors should be installed to protect this building and the critical communications equipment housed in it. In the event the County sells the facility, a small communications support building will need to be constructed adjacent to the tower. There is not as big a need to integrate equipment in the Sherwood shop as there is in the Chilton location. Due to the un-staffed status of this facility integration of technology and equipment is not a priority. There may be a need to integrate security equipment and connect a PC to the County’s computer network. Due to the openness of the structure and composition of the office walls, integration could be achieved with relatively little effort. Pre-Architectural Planning Calumet County CALUC 109667 Page 27 5.0 Operational needs and Space Deficiencies 5.1 Long Range Planning The operational needs of the facility have changed with the evolution of the delivery of services. The operations of the highway department look different today than they did 25 years ago. Equipment has gotten more sophisticated and automated. Staffing levels have decreased due to efficiency and downsizing. More work and equipment is being shared between counties. To predict what the operation will look in the next 25 years would require a good deal of speculation. One thing is for sure, taxpayer expectations will not lessen over time especially as parts of the County become more developed and urbanized. In order for Calumet County to plan for the future, they must first bring their operations into the 21st century. The recent trend in Government at least at the Federal level is to become more involved in private industry. The bail outs of auto makers, the banking and financial industry, the health care reform measures pending all indicate the government’s interest in the private sector. If this trend continues, speculation of County services becoming privatized may not become the reality many think is possible. Regardless of what scenarios play out for privatizing County services the leadership in Calumet County has the responsibility to act in the present and protect the interests of County residents and safety of County employees and maintain the necessary services to the residents that are currently required. Municipalities and County governments do not delay the decision to build other public service institutions such as schools, fire stations or libraries because there is a potential for these services to become privatized or for districts to merge. Having an updated, efficient and well maintained infrastructure makes these institutions more marketable in the event they are part of a merger or the result of privatization. In the private sector companies do not merge or consolidate without first analyzing the efficiency and liabilities of the companies they wish to acquire. This would be no different in the public sector if the model of privatization is explored. Private interests looking to take over County services are going to complete a “Rapid Plant Assessment” or other LEAN process initiative prior to assuming the responsibilities of the County services. They will likely acquire equipment, hire ex-County staff and absorb County owned facilities as part of their plan to deliver services without interruption to the residents. If Calumet County’s facilities are not modernized, their staff properly trained on the latest equipment and technology or if there are obvious liabilities that the buyer will have to assume, Calumet County may be passed by in the merger or acquisition scenario for another County that is better suited for the merger model. Regardless of the future direction of the County Highway Department and the delivery of its services, if County Supervisors are acting now in the best interest of the County and a new facility is approved, that building needs to accommodate flexibility to adapt to future trends. Flexibility starts with siting the building. Placing the building in a strategic location where it remains efficient in the deployment of plow trucks and County service vehicles while being in a desirable location for future development is the best scenario for the County. Placing the building in a rapidly developing industrial park or near a landfill where methane waste can be converted to energy to heat and power the building are examples of future adaptability. The County must plan for future expansion and development on site by purchasing enough land to accommodate the current function and anticipate future development. Whether this is expansion of the highway shop building or subdividing the site for commercial and private Pre-Architectural Planning Calumet County CALUC 109667 Page 28 development, consideration should be given to purchasing a site with an eye to the future. How the building is positioned on the site is another potential attribute that can aid in determining its future use. Maximizing exposure to the roadway will make the facility more attractive to future owners while placing out buildings like salt storage buildings, and material yards in the back of the building will improve the appearance and sale ability of the facility. Internal arrangement is also critical. Thinking of the building in terms of “zones” provides flexibility and the unique ability to separate or wall off sections of the building and divide it into smaller “tenant” spaces that can be leased to individual tenants. The building’s mechanical and electrical zones should be pre-planned to accommodate this future multiple tenant model. As the State requires counties to absorb more of their services and deliver them with state supplied revenues, State agencies will become more involved with monitoring the efficiency of the County operations delivering the services supported by the State. The County now more than ever has a responsibility to their residents and employees to provide safe, energy efficient accessible low maintenance facilities from which to deliver services. In the wake of recent lawsuits and judgments against public and private buildings and their owners, the message by the physically disabled is that they want equal access to the buildings they support either through tax dollars or by patronizing businesses. The sustainable movement is here to stay. More and more government regulation is creeping into how we design buildings and what materials we use to promote energy efficiency and sustainability. Often times government agencies dictate to developers what methods they will employ in the development of buildings in their jurisdictions but don’t follow the same requirements themselves. This double standard will not continue much longer as tax paying residents are becoming educated about the benefits of sustainable design and are forcing their community leaders to “walk the walk”. The attitude out of sight out of mind when it comes to ignoring building code requirements, life safety violations and risks to an employee’s health and wellbeing should not be supported any longer. The County assumes millions of dollars in risk in potential lawsuits from employees that are injured or experience long term health related issues from working in unsafe and unhealthy environments. Pre-Architectural Planning Calumet County CALUC 109667 Page 29 5.2 Facility Space Needs The following is a list of current square footage areas for the Chilton and Sherwood shops with a comparison of what is required to operate more efficiently and safely if a new facility is constructed. The square footage numbers include growth to accommodate highway functions for the next 25 years. The area estimates also include shared space with the Sheriff’s Department. Operational Needs Existing vs. Proposed Areas Room Name Office Area Vestibule Open Office/Recept Sup office Toilet Room Vault Office Conference Copy Room Janitor Records Corridor Mech/Elect/IT Existing Proposed 49 685 100 41 49 232 97 1078 294 96 109 231 369 108 95 109 354 685 375 225 Totals 1756 3625 Staff Areas Break/Ready Room Corridor Locker/Shower men Locker/Shower wmn 374 125 130 962 447 711 468 Totals 629 2588 Stock Room Stock Room Workstations Parts Room Mezzanine 925 142 415 240 0 334 527 1152 Totals 1722 2013 437 800 600 940 437 924 155 1314 0 2050 4672 198 1044 106 119 99 250 4293 9852 Repair Room Wash bay Oil Change Welding/Blade Change Repair Bay Tire Room Sign/Wood Shop Oil Room Toilet Clean Room Compressor Room Totals Room Name Vehicle storage (htd) Truck Storage Graders Blade Storage Pick ups Loaders Paver Lane Striper Misc. Vehicles Power Tools Existing Proposed 29,324 38,944 600 900 657 591 1000 30,824 41,192 Seasonal storage (cold) Vehicles Sign Storage 8000 900 1044 Totals 8,900 1044 Totals Sheriff Vehicles Evidence Totals Totals all areas Pre-Architectural Planning Calumet County 3598 536 0 4134 48,124 64,448 CALUC 109667 Page 30 5.3 Building Plan Description The following section develops the space needs program into a PRELIMINARY building model. For the sake of developing accurate cost estimates, determining the required size of the site and describing some of the sustainable features of the facility, a floor plan, elevations, site plan and 3-dimensional view of the building were developed. • • Site Plan Features: The site should contain no less than 15 acres and have direct County Trunk or State Trunk Highway access. The site should be large enough to accommodate building, parking and storm water infrastructure expansion. It should contain a salt storage structure, fueling station for both gasoline and diesel and initially contain enough lay down area and material storage to accommodate present operations. Flat sites with no designated wetlands are recommended. Access to Municipal utilities is desirable but not necessary. Building Plan Features: The building should contain many features that enhance energy efficiency and sustainable practices. Large areas of glazing promote daylighting and limit the amount of electric light required during daylight hours. They also provide better ambient lighting for staff working in the building. Internal functions of the building should be divided into zones for fire separation, security zoning and future division in the event the building would be sub-divided for use by multiple tenants. The repair shop and vehicle storage should be physically separated by fire rated construction as required by current building code requirements. Their separation also allows the vehicle storage bays to be tempered to a much lower temperature than would be required in the shop area thus saving energy and cost. The facility would be ADA accessible and for the first time in 70+ years would offer restroom facilities for both male and female. The building envelope should be constructed of tilt-up precast concrete panels for efficiency in construction and for their thermal characteristics. The roof should be sloped wherever possible to eliminate ponding and flat roof issues. By lowering the eave heights on the outer edges of the building the overall mass of the building is decreased and it provides less cubic volume of building to heat. It also provides single sloped roofs that afford the opportunity to sheet water and they can be used to house PV panels to harvest the sun’s energy. Glass panels in the overhead doors can provide additional opportunity for daylighting. The building’s lighting systems should be controlled by occupancy and daylight sensors that turn lights off when areas are not in use or the ambient light from outside is adequate to light office and work areas without additional electric light. The building’s mechanical equipment should be on timers and sensors to maximize the efficiency of the heating and cooling (in offices only) equipment. Low flow and water conserving fixtures should be used in the toilet and shower rooms that are capable of reducing water consumption by 30%. The use of ground source geothermal heat pumps would decrease energy consumption and reduce the size and cost of mechanical equipment. Since the vehicle storage facility would be regulated at 50 degrees this type of heating system would be extremely efficient for this building type. Underground stormwater collection tanks should be designed to reclaim rainwater for truck washing. Pre-Architectural Planning Calumet County CALUC 109667 Page 31 Proposed Facility Schematic Design Drawings Floor Plan 6.0 6.1 Pre-Architectural Planning Calumet County CALUC 109667 Page 32 Site Plan 6.2 Pre-Architectural Planning Calumet County CALUC 109667 Page 33 Overall Facility View 6.3 Pre-Architectural Planning Calumet County CALUC 109667 Page 34 7.0 Operation Efficiency Study 7.1 Consolidation Model The consolidation model examines the benefits to the County by having both highway shops combined into one new facility. As with any merger scenario there are pluses and minuses to consolidation. The tangible benefits that prove a monetary reason for consolidation have been estimated and are presented below. There are also intangible benefits to consolidation that impact the operations efficiency and need to be part of the discussion when considering consolidation. The biggest advantage to consolidation is the efficiency gained by supervisors and patrol staff not having to travel between locations on a daily basis. A simple exercise was completed to calculate the cost to the County to support daily travel between the Chilton and Sherwood shops. According to the commissioner and the patrol superintendents, on a typical day it is not uncommon that 8 trips are made between Chilton and Sherwood locations. The trips are made in various types of vehicles from pick up trucks to tri-axle dump trucks for service or maintenance, coordination of work effort, to pick up supplies and drop off correspondence. The average trip is 21 minutes between shops in a vehicle at a blended hourly rate of $86.48. This rate is the average hourly rate of the vehicle and the labor to operate it. It is an average of all the various types of vehicles that travel back and forth between the shop locations. $86.48 x .35 hours = $30.26 per trip x 2 (both ways) x 8 trips per day x 240 work days per year = $116,198.40 annually spent in travel between the two shops. The number of work days was estimated conservatively and doesn’t include travel on weekends. The labor rates for staff do not include overtime pay. Intangibles that cannot easily be assessed for their monetary impact still have a far reaching affect on shop operations and indirectly cost the County money. The need to move equipment around in the shop to clear a path to gain access to another vehicle, dropping a plow in order to get a truck into a maintenance bay, removing a mower to get the tractor into the wash bay, using bottle jacks to raise a truck for repairs all consume many hours of staff time a year that ultimately cost staff productivity and the County money. Consolidation of the two locations would also lower annual maintenance costs. Maintaining two aging facilities costs the County far more than maintaining one new facility. In a new highway shop, the County would not realize any significant maintenance costs for the first 5+ years of occupancy. Since 2001 the County spent $164,777.00 in general maintenance items between the two shops. That does not account for the pending $60,000 re-roof cost for the Chilton shop that is recommended in the next 2 years or the $101,000 cost for replacement of the metal wall and roof panels on the cold storage building that should be completed in the next 3-5 years. It also does not account for any of the maintenance or replacement items identified in the MEP due diligence report. The parking lots at both locations are both over 30 years old and a complete replacement will be necessary in the next few years. Another aging asset that could be helped by consolidation would be the salt storage structures. Currently there are 3 structures between the two sites. The newest of the structures is over 20 years old. Maintenance or replacement of the buildings will be required in 3-5 years. With a replacement cost of over $200,000 between the three buildings, the County should use this cost in their consideration of a consolidation project. Pre-Architectural Planning Calumet County CALUC 109667 Page 35 The County spends $44,608 per year on utilities between the two shop locations. The ages of the buildings, their construction types and the efficiency of the heating equipment in each building all contribute to higher than normal costs for utilities. Heating and powering 34,563 s.f. of aging building equates to approximately $1.29 per square foot per year for utilities. Under the scenario of consolidating the two shops into one energy efficient building and using mechanical systems with higher efficiency ratings, it is calculated the building would cost the County $.27 per square foot per year in utilities. The County would actually realize a savings of $26,825 per year on utility costs while heating and powering a larger building. Over the life of the building, assuming a 50 year life expectancy, the County would save $1,341,250.00 in utility costs. These calculations were made using current utility rates in both Chilton and Sherwood. Depending on the location of the proposed building, utility costs may vary. If the building is sited near or in proximity to the land fill site according to the scenario above, utility costs could be greatly reduced if methane is converted to energy to power and heat the building. Use of geothermal heating and photo voltaic (PV) technology would result in even greater energy savings. The equipment the County owns to deliver its services is the second most valuable asset it invests in behind its labor force. Value of this equipment is estimated at $4.79 Million. Getting all of the equipment in one location inside a tempered building will increase its life expectancy and make it more efficient to maintain. 7.2 Vehicle Comparison A recent comparison between two Wisconsin County Highway Departments illustrates the value to the Counties when their vehicles are stored inside tempered buildings. Polk County Truck (1998 Sterling) Eau Claire County Truck (1997 Sterling) Polk County Truck (2000 Mack) Eau Claire County Truck (1995 Ford) Pre-Architectural Planning Calumet County CALUC 109667 Page 36 At the time of the study, Eau Claire County provided interior tempered storage for their fleet vehicles. Polk County did not. As you can see from the photos above, the newer trucks in Polk County are visibly more degraded than the older vehicles in Eau Claire County. Corroded dump boxes and faded paint are not the only long term affects of exterior vehicle storage. Underbody corrosion, corroded electrical wiring and harnesses, damaged hydraulic components and shortened engine life are all consequences vehicles stored outside face. When comparing vehicle repair costs and maintenance logs between the two Counties, Polk County spent on average 15-20% more per year than Eau Claire County on maintenance items directly related to exposure issues. The study revealed that storing vehicles in an enclosed tempered environment not only keeps them looking better, but they operate longer and are less costly to maintain. An added bonus to indoor storage is that the vehicles are worth more at trade in. Trucks in Eau Claire County were valued on average $5,000-$10,000 more per vehicle than the trucks in Polk County at the end of their 10 year service life. Conservatively Eau Claire County realized approximately $200,000 in increased value on their 40 vehicle fleet during that 10 year service increment. Intangible items related to indoor storage are the amount of time spent by mechanics to complete the premature repairs to the vehicles stored outside as well as the added delay in dispatching the vehicles that must first warm up before operating properly. Added fuel costs for this warm up time should also be factored in. Trucks stored outside are never properly thawed out and cleared of ice build up. Critical working parts are never cleared of de-icing salts creating potential performance and safety issues for the plow drivers and the other vehicles that share the road with the patrol trucks. 7.3 Snow Plow Routing Study A key decision in consolidating the two shops into one location lies in the efficiency of the plow routes and deployment of maintenance vehicles. Determining if one location better serves the County is an important piece of the overall picture and helps build the case for the single location scenario. The goal of the study is to develop plow routes dispatched from a single location that either match or increase the efficiency of the present routes that currently deploy from 2 separate locations. The results of the study reveal that deployment from a single shop location and redistributing the routes between staff will increase efficiency of the plow routes. If a single shop location is established in the general area north of the landfill the highway department can reduce the County plow routes from the 8 routes currently driven down to 6 routes. The State plow routes also have been redesigned but would remain at 5 routes. Reduction in the number of County routes does not directly correlate to equipment and manpower reduction. Staff for the highway department is balanced for the amount of work required to maintain the 320 square mile County 365 days per year. Reducing man hours specifically to address plow route efficiency could adversely impact staff levels for the remaining 65+% of job requirements for which the crews are responsible. Staffing levels are currently at their minimum and further reduction jeopardizes staff coverage for vacations, sick time, workman’s compensation absences and weather emergencies. Each snow event is different and there will be situations where additional staff will be required to operate motor graders or double up on plow routes. The possible reduction of existing staffing levels could only occur after the routes are dispatched from one location. The complete plow routing study is contained in Appendix B of this report. Pre-Architectural Planning Calumet County CALUC 109667 Page 37 8.0 Siting Study 8.1 Facility Location The location of the facility is critical to response time, work and operations efficiency and the long term sale ability of the property. Several potential sites were considered based on their location in the County and likelihood that the sites could be used for other purposes in the event that at some point in the future the County would privatize their highway operations. The snow plow Routing Study in section 7.2 played a large role in identifying the shop site. Maximizing the efficiency of plow routes and deployment of maintenance vehicles will have the greatest cost impact on the County over time. Having the shop in the best location will decrease labor costs and machine time during snow events. The ideal location for the shop is in the vicinity of the landfill along CTH BB. Its location is in better proximity to the County’s population base and the roadways that receive the highest traffic counts per day. Pre-Architectural Planning Calumet County CALUC 109667 Page 38 9.0 Preliminary Cost Estimates 9.1 Total Project Costs One of the most misleading parts of a project is the estimation of project costs without including the “soft costs” associated with the building. Project estimates usually include “brick and mortar” costs for building construction but fail to include the added costs for such things as land acquisition, review and permitting fees and design costs. A complete cost estimate should also include contingency dollars and inflation escalators to show the cost impact of delaying the project every year. These all inclusive budget estimates give supervisors, residents and the County’s financial consultants a complete picture of the expenses the County will incur as it moves forward with the project. It is fairly typical that a Municipality or County will want to know what the operations cost of the building is over time as well. That information is also included in item “I” of the estimate below. It is assumed that maintenance costs will be minimal to cover minor “use and abuse” items for the first 5+ years. The bulk of the costs will be operational costs to cover energy consumption. NOTE: This estimate based on preliminary design drawings. Final design, acceptance of alternates and cost fluctuations driven by market volatility may change the total cost from that shown below. The estimate shown below was developed using current construction cost data and actual historical construction costs for projects of similar size in this geographic region. Consolidated Highway Shop Design and construction of a +/- 64,450 square foot highway shop and offices including acquisition costs all design fees, site improvement costs and State Plan Review fees Item Description Notes Unit Unit Cost Quantity Cost 1 Environmental Investigation A LS $7,638.50 1 $7,638.50 2 Property Acquisition B EA $5,500.00 20 $110,000.00 3 Building Costs C SF $105.00 64,450 $6,767,250.00 4 Sheriff Dept. C SF $120.00 4,500 $540,000.00 5 FFE D SF $6.00 43,800 $262,800.00 6 Design/Review Fees, Soil Testing and Survey E EA $584,580.00 1 $584,580.00 7 Contingency F EA $407,731.50 1 $407,731.50 8 Sale of Existing Property G EA ($760,000.00) 1 ($760,000.00) $7,920,000.00 Note A Phase I and II Environmental Site Assessment B Acquire 20 acres of land to construct building C Average building cost per square foot D Furniture and equipment including AV/phones/IT E Design, State plan review fees, geotech exploration, staking F Project contingency 5% G Sale of properties "as is" no demolition, repair, replacement H Inflation escalator of 7% per year add $554,400 per year I Typical operating and maintenance costs $18,000/yr Pre-Architectural Planning Calumet County CALUC 109667 Page 39 10.0 Public Relations Approach 10.1 Impact on Every County Resident A typical scenario once the report is delivered to the County is that the public hears the cost figure, puts pressure on their elected County supervisors and the project gets stalled due to potential increases in resident’s taxes. Lost in translation are all of the research, cost comparisons, long term health, financial impacts and safety risks of delaying the project as well as the passion and support of the employees, management and County staff. It is important that all the information that was developed in compiling the report be available to each resident for consideration. Typically in the past, Counties and their consultants would invite the public to participate in an open house session where there is a forum for educating the public and sharing all aspects of the project. It is also an opportunity for residents to express their opinions about the project and its impact on the financial health of the County. In today’s busy world the best way to reach residents is through the internet and the World Wide Web. People are more likely to follow the development of the study and project if they can do it at their leisure, from home or work, at their convenience. A special page on the County’s web site can be devoted to this topic. Updated regularly, the residents and supervisors see the project evolving over time. They understand how much research and effort is put into making long term decisions for the County. Regular email alerts can be sent to residents, local media outlets and supervisors, explaining what new information is available to them on the site. In order to keep the project on track and safeguard against more County money being spent on another study whose recommendations will not be followed, it is important to share the overall financial impact of the project and what it means to every resident. The following scenario was developed working with the County’s financial advisors Wisconsin Public Finance. It takes the proposed total project cost and runs an amortization schedule determining the total economic impact on each County resident. The amortization schedule was run assuming 10 or 20 year payback. In summary, a $7,920,000 project paid for over 20 years will mean .18/1,000 of equalized value. This means a resident with a $100,000 property value would pay $18.00 per year for 20 years or $360.00. Pre-Architectural Planning Calumet County CALUC 109667 Page 40 Pre-Architectural Planning Calumet County CALUC 109667 Page 41 11.0 Adaptive Re-use of Existing Structures 11.1 Chilton Shop The highest and best use for the Chilton shop building is to keep it a vehicle maintenance and storage building. If the County is not willing to invest the money in razing the building and selling the land for development, the building could be marketed as a semi or large truck repair shop or to a contractor as a storage building, shop and equipment yard. Its use as a light industrial building, machine shop, repair garage or divided into multiple storage units is also a possible re-use. The assessed value of the building and land puts it in an attractive price range for a potential buyer. The building could be sold in its present condition but the County may have to discount the asking price to cover necessary improvements or repairs. If the County so desired it could also discount the property to offset the cost of demolition to the potential buyer and market the site as prime commercial real estate. In any event the property would likely require re-zoning from its current permitted use as Industrial. 11.2 Sherwood Shop The Sherwood facility has many more opportunities for adaptive re-use than the Chilton shop simply because the building’s structural system will allow for greater flexibility. The building can be subdivided into individual tenant spaces or storage units or kept as one large open building. It’s proximity to Lake Winnebago makes it a favorable spot for off season boat maintenance and storage. Its use as a light industrial building, machine shop, repair garage or divided into multiple storage units is also a possible re-use. The assessed value of the building and land puts it in an attractive price category for a potential buyer. The building could be sold in its present condition without having to discount to cover necessary improvements or repairs. Pre-Architectural Planning Calumet County CALUC 109667 Page 42 12.0 Appraisals As part of the scope of this report, the County requested full on-site appraisals be conducted at both the Sherwood and Chilton shop locations to determine the value of the buildings and land at each site. The scope of the appraisals is to develop a market value for the subject property on the open market and not continued use as a County Highway garage facility. The Value is based on the highest and best use as of the appraisal date, which is a continued similar use, assuming no conversion costs for an alternate use. The appraisal reports and estimates of vales are based under the assumption that the buildings at both sites are environmentally safe with no easements, encroachments or restrictions. The appraisal reports and final estimates of value do not include any personal property, equipment or business value. Mr. David Johnson of McClone Appraisal, Inc. provided the Appraisal Reports found in Appendix C of this report. • • Appraised value of the Chilton shop and land was determined to be $550,000 Appraised value of the Sherwood shop and land was determined to be $210,000 Pre-Architectural Planning Calumet County CALUC 109667 Page 43 13.0 Compliance Alternate As with every space needs study there are multiple options to address the issues facing buildings. It is possible that a less costly alternative can be developed that would provide a temporary short term solution for the accessibility issues facing the Calumet County shop building in Chilton. This short term approach would meet requirements of the ADA and do a better job of addressing some of the life safety issues but would do nothing to solve the shortage of vehicle maintenance and storage space or address any of the inefficiencies or space deficiencies of the current office configuration. Under the following scenario, the County could bring the existing facility into compliance with accessibility and life safety requirements by: • • • • • • • Providing an elevator and fully accessible entrance Providing a secondary means of egress from the second floor and lower level areas Providing accessible toilet room facilities Providing a 2-hour separation between the vehicle maintenance bay and the vehicle storage area as well as isolating the welding shop from the maintenance bay Providing fire separation between the shop and the foreman’s office Providing a separate air system for the shop foreman’s office Provide a new roof over the vehicle storage area of the building Plans for these improvements are shown below. The estimate of probable cost only accounts for the toilet rooms on the first and lower levels. The toilet rooms shown on the third level are designated as future toilet rooms and could be installed at a later time. Costs for these improvements would be in the range of $1.67 million and as mentioned above would not address any of the issues regarding lack of space and inefficiencies of the shop and office areas. In fact adding fire separation to the welding and shop areas would exacerbate the lack of efficiency issues by making the welding and repair areas smaller and less functional. Pre-Architectural Planning Calumet County CALUC 109667 Page 44 Calumet Addition – Lower Level Pre-Architectural Planning Calumet County CALUC 109667 Page 45 Calumet Addition – First Level Pre-Architectural Planning Calumet County CALUC 109667 Page 46 Calumet Addition – Second Level Pre-Architectural Planning Calumet County CALUC 109667 Page 47 14.0 Conclusions and Recommendations Calumet County faces a decision that has both financial and liability implications. The question to build a new facility must be weighed against the potential exposure of noncompliance and the ongoing costs incurred by operating out of inefficient energy consuming structures. The decision should not fall primarily on the shoulders of the County Supervisors. The residents of Calumet County should have a voice in how they want their County to deliver its highway services. The constituents of the County need to be educated about all of the issues surrounding consolidation of operations and the overall long term benefits of a new structure. This starts with a well developed Public Relations Plan. Delivering the information to the County Residents so they can make informed decisions is an important piece in keeping momentum behind the project and assessing the public’s opinion regarding the importance of delivering efficient services from a safe, accessible energy efficient facility. The recommendations that follow need to make certain assumptions in order to develop a long range plan for the County. The Highway services the County provides and the number of staff they employ to deliver the services needs to remain constant for the foreseeable future. Based on the information gathered for this report, that is a reasonable assumption. Following previous practice of participation in equipment consortiums with neighboring Counties is beneficial to Calumet County. It reduces the overhead costs of owning equipment that is not highly utilized but necessary. It also saves space in the building by not having to store specialized equipment that can be owned by another County and shared with members of the consortium. Timing for design and construction for this type of a project is favorable for several reasons. The down economy is promoting an extremely competitive bid environment. The construction industry is seeing bid pricing in line with cost indexes from the early 1990’s. It has never been cheaper for Counties to borrow money and completing construction projects during this recession will put local contractors, manufacturers and suppliers to work. The first step necessary in moving the project forward is to purchase land. The potential sites should consider the earlier recommendations of this report and take into account plow routing, location, visibility and potential adaptive re-use. Enough property should be secured to support expansion or possible subdivision depending on future use of the site. A 15-20 acre flat site with minimal wetland areas is most desirable. Direct access to State Trunk or County Highway systems is important. Site locations in the vicinity or slightly North of the Landfill on Highway BB are recommended. Consolidation of functions from 2 shop locations to 1 greatly increases efficiency and eliminates costly travel between shops. Previous sections of this report cite several reasons for consolidating operations. One of the most compelling reasons for consolidation are the cost savings realized by not heating and maintaining the aging facilities. Significant dollars can be saved annually by the County if a new more energy efficient building and heating system can be brought on line. Another reason to construct a new facility is to minimize the potential for lawsuits arising from workman’s compensation claims due to unsafe work environments and discrimination cases waged against the County for not providing proper access and facilities for women and the disabled. By deploying plowing operations from one location the County will slightly increase the time between turns but will have the option to remove 2 plow routes from their County plow route potentially freeing up 2 trucks to assist other routes in severe events. Having a modernized, efficient shop also sets the County up for Pre-Architectural Planning Calumet County CALUC 109667 Page 48 future potential privatization or consolidation of services. Contractors looking to provide highway maintenance and plowing services back to the County will be more inclined to acquire the means to deliver these services if the operations are efficient, the equipment is modernized, the buildings are properly sited and the staff is well trained. The County presently has real estate assets in its portfolio that can help off-set the cost of new construction. Both existing highway shops are sited in desirable locations that would provide potential buyers the opportunity to purchase the buildings for reasonable costs and retrofit them for their specific needs or utilize the land they occupy. The combined value of both properties can applied to offset the overall project cost of a new building. If the County desires it can raze the Chilton structure and make it more appealing to developers. The costs for demolition would decrease the total appraised value but the County could employ highway department staff to raze the building saving costs on demolition of the structures. For sake of comparison, a compliance alternate was presented that would provide accessible facilities by renovating the Chilton shop. This approach is not recommended because it does not address the larger issues of lack of space and inefficiencies in the office and shop areas. A sustainable, flexible and well designed facility should be constructed. The building will not only be good for the environment and set an example for other construction projects in the County but it will cost the County significantly less to operate than their current facilities over the life of the building. Pre-Architectural Planning Calumet County CALUC 109667 Page 49 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s Tele: 608.821.8500 Fax: 608.821.8501 1111 Deming Way, Suite 200 Madison, WI 53717 Tele: 262.783.6130 Fax: 262.783.5121 4125 N 124th Street Brookfield, WI 53005 www.arnoldandosheridan.com DUE October 30, 2009 CALUMET COUNTY HIGHWAY MAINTENANCE FACILITY DILIGENCE REPORT Overview Existing condition observations made and reported within the context of this report were based on a visual inspection only and did not contemplate or involve the dismantling or moving of any objects or portion of the premises. Latent and concealed conditions, defects and deficiencies are excluded from our review. Arnold & O’Sheridan, Inc. shall have no liability for concealed from view or inaccessible conditions which were not or were not able to be directly observed\. Our observations are limited to the conditions as they existed on the date of our observation, the real property and not the review of any personal property. The due diligence report prepared herein is not a warranty, guarantee, insurance policy, or substitute for real estate transfer disclosures which may be required by law. This report will comment on major visible defects only with minor defects reported as a courtesy. No representation is made as to how long any existing equipment will continue to function. Opinions of Probable Construction Costs Opinions of probable construction costs presented within the context of this report are prepared on the basis of consultant’s experience and qualifications and represent Consultant’s judgment as a professional generally familiar with the industry. However, since Consultant has no control over the cost of labor, materials, equipment, or services furnished by others, over contractor’s methods of determining prices, or over competitive bidding for market conditions, Consultant cannot and does not guarantee that proposals, bids, or actual construction cost will not vary from Consultant’s opinions or estimates of probable construction cost. I N T E G R A T E D in Prac tic e L E A D E R S in S trateg y G L O B A L i n R e s ou r c e A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s HEATING, VENTILATING AND AIR CONDITIONING SYSTEMS ASSESSMENT Analysis of equipment capacities and compliance with code required ventilation is not a part of this assessment. Recommendations provided in this section of the report anticipate that the facility is remaining substantially as is with no major renovations taking place. In general, the HVAC systems for the Main Highway Shop – Chilton and the Sherwood Shop are in good condition and operational. Although the actual installed date for most equipment is not known, based on physical appearance it is estimated to be less than 15 years, unless identified later in this report. Under normal operational conditions and with regular manufacturer’s recommended maintenance the actual operation life could exceed the estimates provided in the report. The estimated life expectancy identified is the point in the operational life that it could be anticipated that components such as motors or bearings may require replacement. This is anticipated to be normal maintenance and not require complete replacement of the piece of equipment. MAIN HIGHWAY BUILDING – CHILTON Office Observations Toilet: Ceiling mounted exhaust fan ducted to exterior wall louver. Interlocked to start when lights are turned on (Photo #024). Down flow gas fired furnace (Carrier) installed in an upper level meeting space. Duct mounted direct expansion coil installed in parts mezzanine space with refrigerant piping extended to a grade mounted air cooled condenser compressor unit (Photo #002, 036, 037, 038, 039 and 127). Wall mounted programmable thermostat for control of heating and cooling (Photo #026). Supply and return air is ducted down through floor, through parts room to above office space. Termination is with ceiling diffusers and grilles (Photo #018, 020, 021, 036, 037 and 038). Condition Heating/cooling system is operational in good physical condition. Anticipated operational life of the major components with normal maintenance is 10 to 15 years, which would leave an estimated life of 5 to 7 years for the furnace and air cooled condenser/compressor. The direct expansion coil is partially visible through an open section of duct and appears to be in physically good condition (Photo #039). MEP Narrative.doc Page 2 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s Duct distribution system has a section of loose duct (Photo #037) and some leakage. Supply ductwork is lined with a section being visible through the loose duct section. The visible section is intact. Toilet exhaust fan is operational and in good physical condition. Recommendation/Opinion of Estimated Probable Cost Repair and seal ductwork $500 Continue normal yearly service (Maintenance) Lower Level Meeting Room/Toilet Observations Upflow gas fired furnace (Carrier) installed in lower level storage room adjacent to meeting room. Heating only (Photos #104, 105, 109 and 111). Wall mounted programmable thermostat for control of heating and cooling (Photo #114). Supply and return air is ducted down through wall to above ceiling space in meeting room. Termination is with ceiling diffusers and grilles (Photo #111 and 112). Ceiling exhaust fan ducted to exterior wall louver. Control on wall mounted timer (Photo #113). Outdoor air ducted from exterior wall louver at parts storage mezzanine level (Photos #035, 104, 105 and 106). Wall mounted exhaust grille with duct extended up to the sign shop. A direct drive inline exhaust fan is installed and the discharge is extended up through the roof. Control interlock with light switch (Photo #095, 115, 121 and 132). Condition Furnace is operational and in good physical condition. Anticipated operational life is 10 to 15 years, which would leave an estimated life of 5 to 7 years. Duct distribution system is in good condition with the exception of some loose insulation. Ceiling exhaust fan, in meeting room, is operational and in good physical condition. Inline exhaust fan, toilet room, is operational. Internals of fan are not visible, however, based on exterior observation it would be estimated that the unit is in excess of 10 years old. Motor life is expected to be 15 to 20 years. Recommendation/Opinion of Estimated Probable Cost Repair Insulation $150 Furnace – continue normal service (Maintenance) Toilet exhaust fan – fan is direct drive fully enclosed, recommend the enclosure be opened and fan cleaned. MEP Narrative.doc Page 3 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s Parts Storage Observations One ceiling mounted destratification fan with manual wall mounted switch (Photo #027). Suspended horizontal discharge gas fired unit heater with wall mounted thermostat. Vent extended horizontally through adjacent room through exterior wall (Photos #004, 029, 030 and 031). Condition Ceiling destratification fan is operational and in good physical condition. Unit heater is operational and in good physical condition. Actual age of unit is unknown, however appears to be less than 10 years old with an expected operational life of 20 years. Recommendation/Opinion of Estimated Probable Cost Normal servicing of unit heater (Maintenance) Sign Shop (Upper Level) Observations Inline propeller exhaust fan ducted to exterior wall louver. Manual control from wall switch (Photos #116 and 120). Horizontal gas fired unit heater. Wall mounted nonprogrammable thermostat (Photos #117). Suspended gas fired unit with outdoor air and return air. Manual start/stop with wall mounted thermostat for control of heating section. Vent extended through side wall (Photos #117, 118 and 119). Condition Inline exhaust fan is operational and in good physical condition. Actual age of unit is unknown, however based on visual observation it is estimated to be 10 to 12 years old. Motor life expectancy is to be 15 to 20 years. Gas unit heater and ducted gas fired outdoor air unit are operational and in good physical condition. Units are less than 10 years old with an expected operation life of 20 years. Recommendation/Opinion of Estimated Probable Cost Continue normal yearly service (Maintenance) Meeting Room (Upper Level) Observations Horizontal gas fired unit heater. Wall mounted nonprogammable thermostat. Vent up through roof (Photo #128). Condition Unit heater is operational and in good physical condition. Vent piping is in good physical condition. Actual age of unit is unknown, however appears to be less than 10 years old with an expected operational life of 20 years. MEP Narrative.doc Page 4 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s Recommendation/Opinion of Estimated Probable Cost Normal servicing of unit heater (Maintenance) Garage – Wash Bay Observations Horizontal gas fired unit heater. Wall mounted nonprogrammable thermostat. Side wall vented (Photo #042). Condition Unit heater is operational and in good physical condition. Vent piping is in good physical condition. Actual age of unit is unknown, however appears to be less than 10 years old with an expected operational life of 10 to 15 years due to use in wet environment. Recommendation/Opinion of Estimated Probable Cost Unit should be inspected by service technician to verify integrity of heater exchangers $150 In the event that the unit is determined to have excessive corrosion of the heat exchanger due to environmental conditions. The estimated replacement cost Garage $1,500 Observations Welding exhaust system with indoor utility set fan suspended from structure. Fan discharge is up through roof. System includes flexible exhaust duct hose reels with pick-up heads and duct drops to covered pick up points for connection of hoses (Photos #044, 045, 046, 049, 050, 051 and 140). Three (3) suspended gas, direct fired 100% outdoor air units. Intake ducts for each unit through side wall terminated with louver. Manual start/stop with wall mounted thermostat for control of heating section (Photos #015, 016, 050, and 058). Two (2) roof mounted exhaust fans ducted to floor (Photos #071, 072, 136 and 140). Two (2) wall mounted propeller exhaust fans (Photos #010 and 060). Gas fired infrared heaters (Photos #050 and 059). Multiple sections in back garage section consisting of combustion air intake duct to exterior radiant tube (Varying lengths) and combustion exhaust fan ducted to exterior. Condition Gas Fired Infrared Heaters: Due to installed elevation, access for inspection was not possible. Typical useful life would be 15 to 20 years for the burner tube and 7 to 10 years for the blower motor. Gas Fired Make-Up Air Units: Units are elevated and not accessible for full inspection. Actual age of equipment is unknown, however visually appears to be in good condition. Units do operate MEP Narrative.doc Page 5 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s and provide intended service. Anticipated useful life is 20 years with appropriate servicing. Roof Exhaust Fans: Units are roof mounted fans and not accessible for inspection. With the exception of belt/motor replacement, anticipated operational life is in excess of 20 years. Propeller Wall Fans: Units are operational and in good physical condition. With the exception of belt and motor replacement, anticipated operational life is in excess of 20 years. Recommendation/Opinion of Estimated Probable Cost Gas Fired Make-Up Air Units • Unit should be inspected by service technician to verify integrity of heat exchanger $150 • In the event that the unit is determined to have excessive corrosion of the heat exchanger due to environmental conditions the estimate replacement cost is (estimated at 5,000 CFM/3 AC/HR) $12,000 (per unit) Roof Exhaust Fans: Unit should be inspected and belts replaced as necessary (Maintenance) Propeller Wall Fans: Continue normal service (Maintenance) Gas Fired Infrared Heaters: • units by service technician to verify condition of tube section $500 • Replacement cost, (if necessary) would be based on dollars per L.F. and total would be dependent on actual amount requiring replacement Inspection of $150/LF SHERWOOD SHOP Garage Observations Suspended gas fired 100% outdoor unit used to pressurize facility. Two (2) relief ducts located at each end of garage with intake opening at 6” above floor and terminated above roof with vent caps. Manual start/stop with wall mounted thermostat for control of heating section (Photos #186, 195, 212, 213, 228 and 247). Two (2) horizontal gas fired unit heaters, one at either end of the garage. Wall mounted nonprogrammable thermostats for each unit (Photos #185 and 204). Gas fired infrared tube heaters installed in four (4) sections (approximately 20 feet long) along the rear wall of garage. Wall MEP Narrative.doc Page 6 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s mounted on/off control. Combustion air intake and gas vent extended through the exterior wall (Photos #189, 191 and 236). Four (4) ceiling Destratification fans with manual control. Condition Gas Fired Infrared Heaters: Due to installed elevation access for inspection was not possible. Typical usable life would be 15 to 20 years for burner tube and 7 to 10 years for the blower motor. Gas Fired 100% Outdoor Air Unit Heater: Unit is operational and in good physical condition. Anticipated operational life expectancy is 15 to 20 years. Gas Fired Unit Heaters: Unit is operational in good physical condition. Anticipated operational life expectancy is 15 to 20 years. Recommendation/Opinion of Estimated Probable Cost Gas Fired Infrared Heaters: • Inspection of units by service technician To verify condition of tube section $500 • Replacement cost if necessary Per 20’ section Communications Room $3,000 Gas Fired 100% Outdoor Air Unit: • normal servicing Continue (Maintenance) Gas Fired Unit Heaters: • normal servicing Continue (Maintenance) Observations Sanyo split system heat pump (Photos #204 and 244). • Indoor unit wall mounted with wall mounted thermostat.. • Outdoor unit on grade below room. • Standard refrigerant piping. Wall mounted propeller exhaust fan with enclosure and damper and intake (Photos #210, 227 and 246). This system is not in use. Condition System is currently operational and in good physical condition. Anticipated operational life expectancy is 10 to 15 years. Based on this another 5 to 7 years of operation could be expected. Recommendations/Opinion Probable Cost MEP Narrative.doc Page 7 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s Continue normal yearly service (Maintenance) Due to the critical service of this unit a failure during periods of high ambient temperatures would require immediate replacement $4,700 Toilet Room Observations Wall mounted propeller fan with enclosure, backdraft damper. Interlocked to start when lights are turned on (Photo #221). Electric wall heater with integral thermostat (Photo #223). Condition Electric wall heater is operational and in good physical condition. Anticipated operational life is 7 to 10 years, however could operate to 15 or more. Actual age of unit is unknown. Recommendation/Opinion of Estimated Probable Cost electric Wall Heater: No work proposed at this time. Should replacement become necessary estimated cost $500 Office Observations Ventilation is provided through operable windows. Electric wall mounted baseboard (2-10’ lengths) with integral thermostats are provided for heat (Photos #224, 225 and 226). Condition Electric baseboard heater is operational and in fair physical condition. Anticipated operational life expectancy is 10 years, however could operate to 15 or more. Actual age of unit is unknown. Recommendation/Opinion of Estimated Probable Cost Electric Baseboard Heater: No work proposed at this time. Should replacement become necessary estimate cost per 10’ section $650 MEP Narrative.doc Page 8 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 002 015 016 004 018 010 MEP Narrative.doc Page 9 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s MEP Narrative.doc 020 029 021 030 026 031 Page 10 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 035 038 039 036 037 MEP Narrative.doc Page 11 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 041 045 046 042 049 044 050 MEP Narrative.doc Page 12 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 051 071 058 072 060 MEP Narrative.doc Page 13 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 095 105 104 106 MEP Narrative.doc Page 14 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s MEP Narrative.doc 109 113 111 114 112 115 Page 15 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 117 120 118 127 119 128 MEP Narrative.doc Page 16 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s MEP Narrative.doc 129 140 132 185 136 186 Page 17 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s MEP Narrative.doc 189 204 191 205 195 210 Page 18 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s MEP Narrative.doc 212 223 213 224 221 225 Page 19 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 226 236 227 228 MEP Narrative.doc 244 Page 20 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 246 247 MEP Narrative.doc Page 21 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s OFFICE ELECTRICAL SYSTEMS ASSESSMENT MAIN HIGHWAY BUILDING – CHILTON Electric Service Observations The building at 241 East Chestnut Street is served electrically by the Wisconsin Public Service Corporation. The electric service is served overhead from 2 pole mounted transformers at 240 volts, three phase, 3 wire. The maximum recorded demand in the past 12 months was 40 KW, transformers are rated at 25 KVA each, primary service voltage is 14.4 KV. The building electric service equipment is rated at 400 amps and consists of a 400 amp fused main disconnect and a series of various size fused disconnects that serve panel and equipment loads around the building. Dry type transformers are located at various locations in building providing 208/120 volts for outlets and equipment. The electric service from the utility is an outdated type which the utility would require upgrading if service would need to be modified or added to. A new service would probably be installed underground to a pad mounted transformer eliminating the transformer pole and overhead power lines. Service voltage could be 208/120 volts or 480/277 volts depending on Owners needs. The general condition of most of the service entrance equipment is older and while still operating it is reaching the end of useful life. There is also a small amount of equipment that was updated more recently. The multiple fused disconnects used to serve the various feeder circuits is not the most efficient method using considerable wall space. The area that the service equipment is located in is not ideal. Code required working space is not provided in front of some equipment and the area is difficult to access and possibly dangerous for maintenance and repair of equipment. An electric room should be dedicated for electric equipment and not used for storage of other materials. It is recommended that a new underground electric service from the utility be provided. The utility may participate in paying some of the costs for this upgrade. The existing service equipment should also be replaced and installed in its own dedicated room or space. Recommendation/Opinion of Estimated Probable Cost $30,00 to $40,000 Emergency Service MEP Narrative.doc Observation The power for the building emergency system is supplied by a DMT, model #50L-3 diesel generator, 50 KW, 62.5 KVA at 120/240 volts, Page 22 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 3 phase. Generator is equipped with a sub-base fuel tank that does not have a fill pipe to the exterior of building. Fuel must be carried directly to tank for filling. The generator and associated transfer switch are both manually operated. The generator is located adjacent to the electric service equipment in a congested area that is also used for storage of miscellaneous equipment and materials. Because of the heat produced by an operating generator, a hazardous condition may exist with the surrounding stored materials. Also, because of the location in a congested area, maintenance and repair is probably more difficult to perform. As a minimum, the area around the generator should be cleared to have at least 3’ clear working space on all sides of equipment. This could be accomplished by installing a 6’ high screen partition that could also be taken down if required. In addition, a factory service technician should be commissioned to inspect and test the generator according to a factory standards to assure that generator is in satisfactory operating condition. A fill pipe to the building exterior, along with a fill gauge could also be installed to facilitate fuel delivery to the generator. Recommendation/Opinion of Estimated Probable Cost $3,000 to $5,000 Since the existing generator and transfer switch is older and nonautomatic equipment, it may be advisable to replace this equipment with a new generator system with equipment that would be on line within 10 seconds of a power outage automatically. A new system could also match a new utility service voltage if that upgrade is done. A new generator could be designed to be installed in its own room or in its own weatherproof enclosure located on the exterior of building. The emergency branch circuit system could also be upgraded to include power for all required egress and exit lighting loads and other equipment such as overhead door operators, heating, etc. as required by Owner. Recommendation/Opinion of Estimated Probable Cost $25,000 to $35,000 Branch Circuits And Panelboards Observations Power for branch circuits and miscellaneous equipment is served from branch circuit panelboards located at various locations throughout the building. Most panels are older but are still usable with many having spaces that could accommodate the installation of new breakers. It is recommended that these panels and circuits be added or replaced on an “as needed basis” as current and future operational requirements dictate. We do not recommend arbitrary replacement of this equipment unless future expansion or additions are anticipated. It appears that all or most wiring is installed in raceway. There may be a small amount of wiring that might require repair or replacement in areas with more corrosive environments such as the Wash Bay MEP Narrative.doc Page 23 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s and some unheated portions of the facility. A more detailed survey of the facility may be warranted to determine the extent of wiring system issues. There are no exterior mounted general purpose receptacles on the exterior of the building. It may be desirable to add some receptacles that could be used to power maintenance tools, vehicle engine heaters, battery chargers, etc. Owner should indicate if he would like to add receptacles for this purpose. The general office areas appear that they could use additional receptacles, especially to serve computer equipment and other miscellaneous Owners equipment. Portable plugstrips are being used to serve computer equipment, additional receptacles and circuits would serve this equipment better. Lower level toilet rooms could also use additional outlets. There may be other areas in the garage and work rooms that could benefit by the addition of receptacles. These requirements should be verified with Owner. Recommendation/Opinion of Estimated Probable Cost $12,000 to $15,000 Exterior Lighting Observation The building exterior is typically illuminated with wall mounted, exterior, high intensity discharge (HID) luminaires. Lights are placed typically at doors and other areas of higher activity, other areas of lesser use are not illuminated. Gas pump islands appear to be adequately illuminated with HID postlights. The wall brackets at the front entrance are not ADA compliant and should be replaced. Most equipment is older and could be considered for replacement with new more energy efficient equipment. Consideration should be given to lighting some of the darker areas if security issues are a concern. Recommendation/Opinion of Estimated Probable Cost $6,000 to $10,000. Interior Lighting Observation The interior lighting consists of relatively new high bay T8 fluorescent lighting in the main garage area which appears to be illuminated very well. Other areas could use upgrading of existing lighting as follows: • The office area is illuminated with a combination of 2’ x 4’ recessed triflers and fluorescent striplights installed above lay-in plastic lens. Many of the fixtures have yellowed lenses and are typically old T12 fluorescent lamp technology. Lighting equipment is marginal and should be replaced: Recommendation/Opinion of Estimated Probable Cost $10,000 to $15,000 • Miscellaneous storage and toilet rooms have either old incandescent and/or fluorescent equipment that is inefficient or in poor condition and should be replaced. The shower in the lower level needs correction. Shower light is incandescent not MEP Narrative.doc Page 24 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s suitable for use in a wet location, it also does not comply with ADA requirements. The light switch for this fixture is also located too close to the wet location and should be relocated. • Bare incandescent lamp fixtures in garage and tire storage areas could be upgraded to improve lighting and improve energy efficiency. Older T12 luminaire should be replaced with T8 fluorescent with electronic ballasts. Wash Bay lighting should also be replaced. Recommendation/Opinion of Estimated Probable Cost $7,500 to $12,000 Emergency Lighting Observations Existing emergency egress and exit lighting appears to be minimal. Entire facility could benefit from a system upgrade. Exit lights should be installed or replaced at all required exits and where required to direct a path toward exits. Paths of egress should also be defined and lighting should be added to provide a minimum of 1 footcandle average on these egress paths. Emergency illumination should also be added at the area outside every exit door. New LED exit signs should be used to provide energy efficient lighted signs at all exit doors. There are several areas that do not have required exit signs. Paths of egress should be established and can be lighted with fluorescent battery luminaires or quartz emergency battery units to provide instant on illumination for up to 90 minutes. It appears that these egress paths are not illuminated according to present standards. Recommendation/Opinion of Estimated Probable Cost $13,000 to $15,000 If the emergency generator system is replaced with a new automatic system, emergency egress and exit lighting could be served from this equipment in lieu of the battery equipment mentioned above. A study and design should be implemented for the upgrade of the emergency egress and exit light systems. Lighting Controls Observations In general, automatic control of lighting as required by the current energy codes is not provided. We recommend that new lighting controls be added. A programmable low voltage system could be used to control lighting in large interior areas and for exterior lighting. Smaller areas such as toilets, private offices, storage rooms, etc. could be controlled with occupancy sensors. Recommendation/Opinion of Estimated Probable Costs $6,000 to $8,000 Communications Observations The telephone service to the building enters at the same location as the electric service. Telephone and data usage is primarily in the office area. Some cabling is installed exposed. Some upgrade MEP Narrative.doc Page 25 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s including adding outlets and raceway could be done to organize the installation of this equipment. Recommendation/Opinion of Estimated Probable Costs $3,000 Fire Alarm System Observations There currently is no fire alarm and detection system for this facility. It is recommended that the addition of a fire alarm system be considered for occupant and facility protection even though it is not required by code. Manual and automatic initiation devices and audible/visual alarm signals could be added to increase the protection for the building and occupants. Recommendation/Opinion of Estimated Probable Cost $25,000 to $30,000 Special Systems Observations Presently there are no special security access control or communications systems in this facility. Addition of these special systems should be as determined by the Owner to suit operations and functions that are performed here. Cold Storage Building Observations The storage/garage building located across the street from the maintenance building has minimal electrical equipment. Building is served from a overhead, single phase 120/240 volt service located on the exterior roof the building. Branch circuits are served from a load center type panelboard with 2 – 20/1 breakers and space for 4 single pole breakers. Lighting consists of incandescent reflector fixtures which provide a minimum level of illumination. There are 3 motorized overhead doors, but no receptacles or exterior lighting was observed. Improvements for this building could be to reinstall the electric service with panel located within building for safety and security reasons. Relighting with more efficient light source to improve light levels and automatic control could also be considered. In addition convenience receptacles could be added for maintenance and repair. Recommendation/Opinion of Estimated Probable Cost $5,000 to $7,500 SHERWOOD SHOP Electric Service MEP Narrative.doc Observations This building is served electrically by WE Energies with an underground service from pole mounted transformers located out near the road. The service voltage is 208/120 volts, 3 phase, 4 wire connected to a panelboard with a 400/3 main breaker. Utility metering is done through meter cabinet and meter located on the exterior of the building. The maximum demand for the past 12 months is ____KW, transformers are 3 at 25 KVA each. Page 26 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s In general, the service equipment appears to be in good condition. It consists of a panelboard with a 400/3 main breaker and 13 single pole spaces that can accommodate additional breakers. There are two older single phase panels that have limited future capacity. Unless new additional equipment or building addition loads are planned this equipment should be good for continued service. Basic maintenance, checking wire and bus connections and infrared testing for hot spots could be performed to assure that equipment is in good working condition. Recommendation/Opinion of Estimated Probable Cost $750 to $1,500 Emergency Service Observations The power for the building emergency system is supplied by a Kohler, Model #30RZ62, 30 KW, single phase natural gas generator. System includes a Kohler automatic transfer switch that feeds a panel serving the various emergency loads. The generator appears to be in good condition for continued use. Basic maintenance servicing could be performed to assure that equipment is in good work condition. Recommendation/Opinion of Estimated Probable Cost $500 to $1,000 Branch Circuits and Panelboards Observations In general, wiring areas to be in installed in raceways and appears to be in good condition. Panelboards consist of some new and some original equipment that appear to be in useable condition. There is a limited amount of space in panels for adding new breakers. The quantity and locations of general purpose receptacles appear adequate for present usage. Outlets are not GFI type. Overhead doors are motor operated. Consideration should be given to replacement of regular receptacles to GFI type for additional safety and protection. Recommendation/Opinion of Estimated Probable Cost $1,500 to $2,000 Exterior Lighting Observations The building exterior is illuminated with wall mounted HID fixtures and 1 postlight located near main entry. There is also a postlight at gas pumps. Equipment appears older but still in operating condition. Lighting levels appear to be minimal but adequate. Consideration should be given to updating the exterior lighting equipment using present day technology. Existing equipment is nearing end of useful life and will probably require maintenance and replacement of lamps and ballasts. Recommendation/Opinion of Estimated Probable Cost MEP Narrative.doc Page 27 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s $6,000 to $8,000 Interior Lighting Observations The interior lighting consists of 8’ fluorescent industrial fixtures and some striplights that are equipped with T12 fluorescent lamps. Office area has surface mounted fluorescent fixtures with wrap around plastic lens and T12 lamps. There is not any lighting in mezzanine area. Toilet is lighted with a surface 4’ fluorescent fixture and an incandescent enclosed unit. Fixtures are older but still operational. Consideration should be given to replacing the existing interior lighting with new technology T8 lamps and electronic ballasts to upgrade light levels and reduce energy consumption. Recommendation/Opinion of Estimated Probable Cost $8,000 to $12,000 Emergency Lighting Observations Selected fluorescent fixtures connected to the generator serve the emergency egress and exit lighting. This equipment should be revised to illuminate egress paths and exit signs as required by current codes. Recommendation/Opinion of Estimated Probable Cost $2,000 to $3,000 Lighting Controls Observations Presently lighting is controlled with both line and low voltage controls. Controls are manual and do not have any automatic control of lighting. System could be modified to save energy with the addition of occupancy sensors and programmable controls to assure that lights are turned off when building is unoccupied. Recommendation/Opinion of Estimated Probable Cost $6,000 to $8,000 Communications and Special Systems MEP Narrative.doc Observations There is minimal cabling and outlets for telephone and data but it appears that what is there is adequate for present needs. There are also no fire alarm systems installed on site. Owner should evaluate their operational and security needs to determine if the addition of these systems would be required. Page 28 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s PLUMBING SYSTEMS ASSESSMENT Recommendations provided in this section of the report anticipate that the facility is remaining substantially as is with no major renovations taking place. In general, the Plumbing systems for the Main Highway Shop – Chilton and the Sherwood Shop are in good condition and operational. Most of the plumbing systems appear to be original to the building, with a few exceptions. MAIN HIGHWAY BUILDING – CHILTON Plumbing Fixtures Office Observations The plumbing fixtures consist of a wall hung lavatory and a floor mounted, tank type water closet (Photo #023). These fixtures appear to be in good physical condition and are operational. However, the fixtures appear to be original to the building and consume more water than newer, more efficient fixtures. It is recommended that the fixtures be replaced with new, higher efficiency fixtures to conserve water consumption. Recommendation/Opinion of Estimated Probable Cost Replace plumbing fixtures $500-$600 Plumbing Fixtures Lower Level Observations The plumbing fixtures consist of a wall hung lavatory, (2) floor mounted, flush valve water closets, a stall type urinal, and a shower stall (Photo #090, 091, 092, 093, & 094). The urinal appears to be newer, in good condition, and functions properly. The water closets appear to be original and the flush valves appear to be corroded, but function properly. The lavatory appears to be original, has two separate faucets in poor condition (one hot and one cold), but functions properly. The shower appears to be the original valve, which offers no scald protection, and flows at least two times the amount of water a newer style shower flows. The exposed chrome surfaces appear to be corroded. Eventually the corrosion will cause leaks and potentially water damage to the building. It is recommended that the fixtures be replaced with new, higher efficiency fixtures to conserve water consumption. New fixtures will give an extra 25 years of useful life, and reduce the potential of water damage caused by plumbing fixtures. A new shower valve that is either pressure balanced or thermostatic will reduce scalding potential. Recommendation/Opinion of Estimated Probable Cost MEP Narrative.doc Page 29 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s Replace plumbing fixtures Water Service $2,500-$3,000 Observations The water service appears to be a 3" service (Photo #065). A separate connection above the water service has a separate water meter. The mains service appears to have newer valve and a newer meter, and a valved test connection. The valve downstream of the meter appears to be closed. Recommendation/Opinion of Estimated Probable Cost Continue normal service (Maintenance) Water Heater Observations The water heater appears to be a tank type, electric heater that provides hot water to the lavatories, shower, and hose connections. The water heater has an insulated jacket around it to reduce standby heat loss (Photo #130). The general condition of the water heater is not determined. The life of the heater is based on water quality, maintenance, and use, all of which are not determined. Approximately 15-20 years of life can be expected from a typical water heater. It is recommended that normal maintenance occur on the water heater. Thorough inspection of the elements and tank should indicate approximate useful life remaining. Replacement of the water heater should be part of the maintenance budget upon failure of the tank. Recommendation/Opinion of Estimated Probable Cost Continue normal service (Maintenance) Replacement on tank failure $750 Roof Drainage Observations The roof drain system consists of interior roof drains on the flat roof areas, and exterior gutters and downspouts on the sloped roof areas. The interior roof drains connect to the building storm drain and appear to have cast iron pipes (Photo #141, 142). The exterior downspouts discharge to grade and appear to be painted metal (Photo #012). The roof drainage appears to be original, but in good physical condition. The roof drains appear to have some debris at the roof drain bodies. The debris should be cleared from the drains. Recommendation/Opinion of Estimated Probable Cost Continue normal service (Maintenance) Floor Drains Observations The floor drains and trench drains in the garage areas appear to be cast iron, heavy duty drains. The drains collect water and snow that come from the vehicles, and water from vehicle washing. The drains appear to be original to the building. Because of the debris that comes from the vehicles, the drains should be regularly MEP Narrative.doc Page 30 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s cleaned to avoid clogging. The drains can be expected to last another 15-20 years. It is recommended that an oil interceptor be installed to eliminate oil from getting into the sewer. Vehicle maintenance is a big source of oil and other fluids that should not get into the sewer. Recommendation/Opinion of Estimated Probable Cost Install oil interceptor $10,000$15,000 SHERWOOD SHOP Plumbing Fixtures Observations The plumbing fixtures consist of toilet room fixtures and shop fixtures (Photos #215, 217, 218, and 220). The toilet room includes a wall hung lavatory, a stall type urinal, and a floor mounted, tank type water closet. The shop fixtures include a wash fountain, an electric water cooler, emergency eyewash, and various hose connections. The toilet room fixtures appear to be in good physical condition. However, the fixtures appear to be original to the building and consume more water than newer, more efficient fixtures. The shower appears to be the original valve, which offers no scald protection, and flows at least two times the amount of water a newer style shower flows. The shop fixtures appear to be in good physical condition. The electric water cooler and wash fountain are not ADA compliant. The emergency eyewash appears to be supplied with only cold water. It is recommended that the toilet room fixtures be replaced with new, higher efficiency fixtures to conserve water consumption. New fixtures will give an extra 25 years of useful life. A new shower valve that is either pressure balanced or thermostatic will reduce scalding potential. The emergency eyewash should include a thermostatic mixing valve to provide tempered water to the eyewash to comply with ANSI Z358.1. Hose connections without vacuum breakers should include threaded vacuum breakers on the outlet to protect the water supply from possible contamination. Recommendation/Opinion of Estimated Probable Cost Replace plumbing fixtures/mixing valve/vacuum breakers $2,500 Water Heater $2,250- Observations The water heater appears to be a tank type, electric heater that provides hot water to the lavatory, shower, and wash fountain (Photo #199). The general condition of the water heater is good. The life of the heater is based on water quality, maintenance, and use, all of which are not determined. Approximately 15-20 years of life can be expected from a typical water heater. MEP Narrative.doc Page 31 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s It is recommended that normal maintenance occur on the water heater. Thorough inspection of the elements and tank should indicate approximate useful life remaining. Replacement of the water heater should be part of the maintenance budget upon failure of the tank. Recommendation/Opinion of Estimated Probable Cost Continue normal service (Maintenance) Replacement on tank failure $750 Roof Drainage Floor Drains Observations There appears to be no roof drains, gutters, or downspouts. The roof appears to slope and drain to grade. Observations The floor drains and trench drains in the garage areas appear to be cast iron, heavy duty drains. The drains collect water and snow that come from the vehicles. The trench drains appear to discharge into a garage catch basin that separates oil and debris from water. The drains appear to be original to the building. Because of the debris that comes from the vehicles, the drains should be regularly cleaned to avoid clogging. The drains can be expected to last another 15-20 years. Recommendation/Opinion of Estimated Probable Cost Continue normal service (Maintenance) MEP Narrative.doc Page 32 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 090 012 091 023 065 092 MEP Narrative.doc Page 33 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 141 093 142 094 199 130 MEP Narrative.doc Page 34 of 35 A R N O L D & O’S H E R I D A N, I N C . | C o n s u l t i n g E n g i n e e r s 215 218 217 220 MEP Narrative.doc Page 35 of 35 Snow Plow Routing and Garage Siting Calumet County Highway Department Project Performed By Short Elliott Hendrickson, Inc. (SEH) Executive Summary The objectives of this study were to optimize the snow plow routes and site a new garage facility for Calumet County. The following were the specific items to be studied: 1. Model existing routes with the existing garage sites. 2. Complete a location analysis and model new routes with the new garage sites. To begin the project SEH created a new base for the study of segments and nodes throughout the entire county. This shapefile of roadway centerlines was built from the county’s centerline dataset and broke down to smaller segments based on potential exit and entry points into the system. The county supplied SEH with information of all roadway segments and their associated data. This data included the following: 1. Highway 2. Patrol Section 3. Number of Passes 4. Spread Rate 5. Capacity 6. Shop 7. Plow Speed 8. Speed Limit SEH has built an application that is an interface that assists users in building snow plow routes and analyze built routes. This interface reads the data for each segment and tallies distance, salt used and time. With this application SEH built the model. SEH will supply the county with a copy of this application that is licensed for their use only and can not be given out to any other entity without the express written approval of SEH. Results of Analysis The modeling was done with two guidelines, as follows: Time for a route to be complete was derived from the state standards and a limit of three (3) hours was used as a guideline. For this limit, a standard deviation of one-tenth (0.1) hour was used, therefore any amount over three and one-tenth (3.1) hours was used to determine a route as being over the limit. Capacity for a route needed to be within the limit of a trucks capacity. Although a truck can be refilled, this is time consuming and should only be done when the truck has direct access to a “pile” site. The truck capacities are as follows: 10 – 15 ton trucks, 1 – 14 ton truck, 2 – 7 ton trucks and 1 – 5.5 ton truck. Modeling of Existing Routes With Existing Garage Sites This model was built to serve as a basis for comparison for the optimization model. County Route Results - This model has 8 trucks/routes routes in the system. There was one truck/route over capacity and one truck route close to the time limit. The trucks are all under the time limit, thus leading us to believe we could eliminate a route or two within the county system. State Route Results – This model has 6 trucks/routes in the system. There was no truck/route even close to the limit for time and additionally, no truck/route was close to capacity either. This information led us to believe that there would potentially be a savings if we could split the routes evenly and potentially eliminate a truck/route. Modeling of New Routes With Existing Garage Sites This model was built to look at optimization utilizing one new facility that would house all operations centrally in the county. County Route Results – This model reduces the trucks/routes to 6 from the existing 8, and evenly distributes the plowing to all of the routes, thus equalizing the time spent on the road for each driver. There are two routes at the 3.1 hour limit. Eliminating 2 trucks from the needed fleet would reflect in an extensive cost savings. State Route Results – This model reduces the trucks/routes needed to 5, versus the original 6. All of the routes are well under the 3.1 timeframe. Eliminating a truck/route from the needed fleet would reflect in an extensive cost savings. New County Routes - Summary Route Time (Hrs) Salt (Tons) Total Distance (Miles) Deadhead Distance (Miles) New County 1 3.10 7.33 59.00 10.10 New County 2 3.18 9.93 80.50 14.30 New County 3 2.81 8.23 58.90 3.30 New County 4 2.95 9.47 68.80 5.70 New County 5 2.56 7.54 63.60 13.60 New County 6 1.79 5.52 44.60 7.80 16.39 48.02 375.40 54.80 Totals Existing County Routes - Summary Route County Route 7 County Route 9 County Route 14 County Route 37 County Route 39 County Route 40 County Route 46 County Route 50 Totals Time (Hrs) Salt (Tons) Total Distance (Miles) Deadhead Distance (Miles) 1.95 2.18 1.33 1.73 2.12 2.72 1.02 3.08 6.57 6.54 4.25 5.48 6.08 8.27 3.03 6.45 44.49 54.36 30.63 48.74 42.69 56.82 27.25 54.74 0.7 11 2.3 12.2 1.9 1.2 7 4.3 16.13 46.67 359.72 40.6 New State Routes - Summary Route Time (Hrs) Salt (Tons) Total Distance (Miles) Deadhead Distance (Miles) New State 1 New State 2 New State 3 New State 4 New State 5 2.56 2.16 1.62 1.66 1.46 9.29 7.68 6.58 4.85 4.83 63.60 51.40 39.70 39.50 39.40 0.00 0.00 4.20 7.20 13.00 Totals 9.46 33.23 233.60 24.40 Existing State Routes - Summary Route Time (Hrs) Salt (Tons) Total Distance (Miles) Deadhead Distance (Miles) State Route 8 State Route 11 State Route 15 State Route 46 State Route 47 State Route 48 1.4 1.84 1.64 0.83 1.51 1.56 4.6 6.2 6.3 2.34 5.51 5.79 34.29 45.3 39.53 19.93 38.55 38.52 2.5 1.3 0 4.3 0.8 2.7 Totals 8.78 30.74 216.12 11.6 County Highway Snow Routes 2009-2010 Appleton %Æ Æ ÿ ÿ Æ KK 5 ! ÿ Æ Darboy KK 441 Menasha 10 £ ¤ N Æ ÿ ÿ Æ LP 5 ! 55 Æ % AP Dundas K Æ ÿ D Æ ÿ ÿ Æ 10 £ ¤ 5 ! ÿ Æ PP Forest Junction BB % Æ ÿ Æ 114 M 57 Æ % ÿ Æ HR Sherwood B ÿ Æ 55 Æ % 5 ! Brillion St John % Æ Hilbert 114 5 ! Harrison ÿ Æ ÿ Potter Æ Æ ÿ 55 % Æ ÿ Æ EE BB 5 ! 55 Æ % 5 ! Quinney 57 Æ % Brant E ! 5 Æ ÿ E Æ ÿ Stockbridge Lake Winnebago JJ ÿ Æ Y PP Kloten ÆF ÿ ÆY ÿ Chilton 5 ! C Æ ÿ Hayton 151 £ ¤ 57 Æ % G Æ ÿ 5 ! Brothertown 5 ! Jericho 5 ! Charlesburg ÆT ÿ H ÿ Æ Calumet County Truck # 40 CTH C from USH 151 to Fond du Lac County Line, CTH G, and CTH H Truck # 9 CTH C from CTH F to USH 151, CTHs E, EE, and F Truck #37 CTH D, CTH HR, CTH K CTH KK from CTH D to STH 55 and CTH PP from City of Brillion to Brown County Line Truck #38 County Trunk Highway T, X, J, A and HH from the Fond du Lac Co. Line to Kiel Rd. Truck #39 CTH PP from STH 57 to City of Brillion, CTH Y and CTH JJ Truck #7 H Æ ÿ A ÿ Æ New Holstein X ÿ Æ 57 Æ % ÆJ ÿ ± Kiel ÿ Æ HH Q Æ ÿ 5 ! St Anna Snow Routes # 46 Bruckner # 9 Woelfel # 39 Wingers # 40 Burkhalter # 37 Gast # 7 Ben Bo # 15 Van Deraa # 38 Burg # 50 Halbach CTHB and CTH BB Truck #50 CTH KK from Eisenhower Rd to STH 55, CTH AP, CTH LP and CTH N Truck #46 CTH HH from City of Kiel to Kiel Rd. Truck #15 CTH M Calumet County LIO Chilton, WI 53014 (920) 849-1442 1 inch = 2 miles County_SnowRoutes.mxd State Highway Snow Routes 2009-2010 Appleton %Æ Æ ÿ ÿ Æ KK 5 ! ÿ Æ Darboy KK 441 Menasha 10 £ ¤ N Æ ÿ ÿ Æ LP 5 ! 55 Æ % AP Dundas K ÿ Æ D Æ ÿ 10 £ ¤ ÿ Æ 5 ! ÿ Æ PP Forest Junction BB % Æ ÿ Æ 114 M 57 Æ % ÿ Æ HR Sherwood B ÿ Æ 55 % Æ 5 ! Brillion St John % Æ 114 5 ! Harrison Hilbert ÿ Æ ÿ Potter Æ ÿ Æ Æ ÿ 55 % Æ EE 57 Æ % Brant E ! 5 Æ ÿ E Æ ÿ Stockbridge Lake Winnebago 5 ! 55 Æ % 5 ! Quinney JJ ÿ Æ Y PP BB Kloten ÿF Æ ÆY ÿ Chilton 5 ! C ÿ Æ Hayton 151 £ ¤ 57 % Æ G Æ ÿ 5 ! Brothertown 5 ! Jericho 5 ! Charlesburg ÿT Æ ÿ Æ H Calumet County H Æ ÿ A ÿ Æ New Holstein X ÿ Æ ± Truck #15 STH 114 from Sherwood to 57, STH 55 from Sherwood to CTH E 57 Æ % ÆJ ÿ Kiel ÿ Æ HH Q Æ ÿ 5 ! St Anna Truck #11 STH 57 from Chilton to Brown Co Line, USH 10 from STH 57 to Manitowoc Co Line Truck #8 STH 114 from 55 to City of Menasha limits, Oneida St from 114 to STH 441 Snow Routes # 15 Van Deraa # 8 Spykerman # 47 Boesch # 11 Mueller # 46 Bruckner # 48 Basler Truck #46 USH 151 from Chilton to Manitowoc Co. line, STH 57 from USH 151 to the city of Kiel Truck #47 STH 114 Sherwood to STH 55, STH 55 north from STH 114 to CTH CE, USH 10 from STH 114 to STH 57 Truck #48 USH 151 from Chilton to Fond du Lac Co line STH 55 from USH 151 to CTH E Calumet County LIO Chilton, WI 53014 (920) 849-1442 1 inch = 2 miles State_Snow Routes.mxd
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