Airport Commission - Noise Abatement Subcommittee - Regular Meeting

Well, let's call the meeting of the public works and transportation committee joint meeting to order. Todd, can you call a roll for public works?

Yeah. Supervisor Engelberger? Here. Supervisor Blazewitz? Here. Here. Here. Udell? Here. Supervisor McCarville? He's excused. She's not here. YGP Calstead? Here. And YGPU? Here. K. We have a quorum.

Alright. And it is 05:30 on February 24. So I'll also call this meeting of PP and J to order. Carl, let's have a

good call

to roll, please.

It's your Andre.

Andre here.

Andre here. Supervisor Furman?

Here.

Furman here. Supervisor Gray? Gray absent. Supervisor Larson? Larson absent. Supervisor Peterson? Peterson here. Peterson here. Supervisor Rose?

Rose here.

Here. Supervisor Weigand?

Here.

Wigand here. And YGP member Keatsman? So absent. Sure. We have quorum.

Thank you.

Okay. Well, we've got a joint meeting here, and, we have a only have one item on the agenda, which is the 2025 report of, joint meeting report to PP and J and PWT committee from Todd Draper and Steve Richards on the Dane County Jail and the Communication Center buildings. So I'll turn it over to, Todd and Steve.

K. Great. Thank you so much, chair. Thanks to everyone for being able to attend this evening. Steve and I will do our best to represent the current status of these two super huge projects that we have going on. This has been a really busy year for us and also pretty exciting too watching the progress that we've made so far. I'll speak to PSC. Steve will take the jail after I'm done. As far as for the PSC goes, you know, I'll be here to speak to constructability and things of that nature. Don't wanna speak to operations or anything like programmatic with operations just because that would be more Louie or his team to speak to that.

So let's you know, I'll I'll do my best to cover everything that we can get technology and everything with construction. So I just wanna make sure we're good on that one.

You have a PowerPoint on this or no?

Yeah. We do. Stephanie is gonna share.

And I think I'll just note for PP and J for both of these projects, I think committee members and the public may be interested in some more of that operational discussion and staffing, etcetera. So we'll have follow ups on those items, but focus on your expertise in the construction process.

Sure. Thank you. Appreciate that.

One other thing. Do we have any speakers on up on tonight? Okay. No. This meeting. Yeah. Go ahead, Don.

Okay. Great. So, Steve and I'll be putting the presentation on here. So this project was a unique one for us, due to the fact that it was a greenfield site, meaning there was no infrastructure there. You know, building in a newly annexed property the city of Madison provided a lot of challenges that public works traditionally does not engage in just due to getting infrastructure and the developer's agreement with the city of Madison.

And dealing with AHJs, like the Department of Transportation had a had a play in this one, the town of Cottage Grove, and we also had a neighbor of Copar just to the south. So there was a lot of factors that played in, to just even getting this, you know, started, to just getting to the point where we could get a project and get it out to bid, and then get a building permit. So, starting with that, the unique components to getting this up and running were were a challenge. So, we crossed those hurdles. We got through everything.

None of it was super easy, but easements and everything are in place for the long term. And, we're looking at, you know, a pretty good project moving forward. I'll speak to the phasing of this as we get moving. I guess if you wanna flip to the next slide, Stephanie, that'd be great. Oh, sorry.

I can't flip mine. Rendering of the building, as it sits there, this is gonna be a pretty much state of the art facility. There's a lot of lot of components to this. We've got, an admin area. We've got a cafeteria area with all, we're trying to meet all the requirements that we have been tasked with in terms of adult changing stations, gender neutrality, mother's rooms, quiet rooms, all that has been accounted for within this project.

There's a tech area for their staff, a lot of data, mechanical and electrical. There's receiving and storage and maintenance, which they don't really have that right now. It gives them a lot more latitude to do operations. Like I said, there's a flex room for the public off the public lobby. They have training, conference, and supervisor areas with additional training areas and the dispatch floor, which is much larger than what they have right now with, I believe, 42 stations and also six training stations and then two stations for the supervisor, and that was going off the drawings that we have on record right now.

So, overall, this 30,000 square foot building is gonna provide nine one one lot of latitude to perform services for hopefully quite some time just due to the fact that it's it's really got everything covered that I would think that they were gonna need for a long time. As we talk about phasing, as this was bid, phase one was the construction of the actual facility. And as you've seen in the slides, phase two would be that infrastructure that I spoke of, that we have to get in place. And when I mean infrastructure, I mean sewer, water, storm water, fire hydrants, sidewalks. Basically, we're annexing this into the city of Madison, so it's gotta meet.

It's gonna be like a city street on one side because the other side of the road is the town of Cottage Grove, so it's split right down the middle. So, obviously, you can see that there's some there's some play games you have to play there and make everybody happy. We do have a neighbor to the north side of that road as well, in the town of Cottage Grove. So, we're doing our best to just manage all these little pieces that that, play into this. I guess we can go to next slide.

So for scope, this is Public Works' first priority, and that's really the site development. We talked about the site utilities, creating paving. There'll be fencing around the staff areas. Coordination with the LUDS lane improvements really is about, allowing that, neighbor to the south at Copar access to their property while still being cognizant of the fact that the DOT could have a long range plan of a highway a b realignment right between the highway garage and this facility. So that was the DOT concerns that we had as well, and we had to navigate that with them as well.

The overall building, pretty pretty straightforward construction, slab on grade foundations. We do have a more hardened shell with CMU walls and some masonry, standard roofing, bonded roofing, and typical envelope. There is a clear story, meaning an elevated section in the middle for the dispatch area, and it's it's ring by windows. Hence, the clear story. You'll see that in some of these photos that are playing on the screen here.

That's represented as these pictures were taken just last week. So that's kinda the typical typical build of this. Nothing too special there. As far as what does make this site lately unique is it will be our first fully electrified heating and cooling system in the county. We are going full geothermal, fully electrified system. All components are electrified. With that being said, we do have a backup gas boiler because nine one one, you need to have redundancies. In case something were to happen, we gotta keep an operational facility. So we do have that. That would not be typically run, only in an emergency or for testing.

There is an emergency generator, to back up the entire facility and also UPS, protection as well. There will be full building automation controls. It would be the typical spec that we currently use for pretty much all of our facilities. So that facility will be brought in under the control server and pretty much touch, feel, operate the same way that all the other buildings do so that our facilities maintenance staff can operate the building, you know, and not you know, without any intricacies that they're not familiar with. Let's just put it that way.

Electrical and technology systems, nothing too atypical here. I'm sure that, again, speaking to the specifics, there's probably things that go way over and above my level of expertise with just typical, you know, like, radios and stuff, that we would save for another discussion with the nine one one technical staff. There will be a photovoltaic, power generation system on this building. There's a roof PV, that's about a 100 kW DC. And then we do have two, a north and a south awning that kind of, parallel the staff parking lot on the south side of the building, and that's going to be roughly about another 220 kw DC.

So we're currently looking at some of the design on the North Array just due to the fact that just pitches and things are being readjusted and relooked at just for water and snow runoff and things of that nature. So we'll probably be seeing some form of a change. But overall, roughly, we're looking at about 320 or so kw of production on-site. People have asked, like, why are we doing that when there's a Yara Solar Field just north of the building? Why why would the county spend the money on that?

Well, the the answer is that this is a as we talked about, this is a heavy EUI, energy use intensity building with being all electrified. So if we can offset some of the usage from this building, we can keep those that power for all the other improvements we wanna do other places in the county as well. So we don't wanna use it all up at at one facility. And so that is why we are investing in the PV here to help that load offset just due to the fact that there is a lot of load. I guess we can move to next slide, Stephanie.

The next concern for us or really a thing that we watch is schedule. I will say that anytime we talk construction schedule, in our contract documents, you know, we generally put in a start and we put in a completion. And these are really just goalposts. When we really get down to it with the contractor, we want the contractor to be within those goalposts, but we don't tell them their schedule. We don't wanna dictate their schedule because that exposes us to a lot of cost potentially.

So schedules vary. They're dependent on weather, field conditions, right, you know, availability of components. Any number of things can can shift to schedule. So we don't wanna own that. We let the contractor pretty much own that, and they're incentivized to get out of here because time is money.

They don't wanna be here any longer than they have to be either, and they wanna don't they don't wanna come back. So the idea is to let that schedule ride. In the case of this project, we're looking really good on schedule. We issued them a notice to proceed on 03/17 at twenty twenty five. There was a little bit of a delay to get started due to getting all of the documents in place, CSM recorded, easements in place for us to pull the building permits. So we really probably started somewhere in about August. As you can see, the contractor is moving along really, really well. As you'll see the time lapse later, you some of you might have already seen that. They're moving along really well. The phase two has kinda started.

We did, the Highway A B last fall. If you were out that way, you noticed that the road was kinda tore up from the corner down by Maheach Drive going into the landfill. That basically was to tie in sewer and water and run that up to the corner of Ludds Lane and AB so that they could pave that and get out of the county highway for winter, and they were able to accomplish that. Right now, that utility ends right after you make the turn heading east on Lutz. And you'll see one fire hydrant sitting there, and then the new pavement ends.

And that's where they'll be tearing up here in about three weeks. Because on March 23 or so, they're gonna be tearing into the phase two of phase two, which is to take it all the way out to the facility. And that will be running concurrently with the rest of the construction. So, we have notified all the parties that that's gonna happen, and I was gonna have to adjust and thank goodness, hopefully, snowplowing is is done because we'll be messing up their entrances quite a really kind of our phasing plan is to continue with this, and we're looking for substantial completion in August 14 is what we've heard is the most recent. That could that could drift a little bit, but obviously very favorable when our contract had March as a completion.

Our goal is to have substantial completion at that time. And at that time, there'll be a lot of setup. I'm sure a lot of training, a lot of the nine one one staff running it through the paces. It will not be ready to function. We're I think right now and I I don't wanna speak to it.

I think what I'm hearing is early twenty twenty seven. But if things go well and they get it all in and the f f and e and the furniture is in place and everything, obviously, they would be ready to move in and get started at their discretion as long as the contractor signed off and we have occupancy. So that is really where the schedule lies right now. Utility coordination should be good. That should be in place in time for August to get all that done.

We are going to seek IRA credits on this for the geothermal. All the geothermal components, we're gonna take all that information, and we're gonna work with Kathy Kuntz from the office of Equity and Climate Change and try to, submit for IRA credits on the geothermal because they are still eligible at this time. We have not heard any long lead on generator or specialties, items right now, so I have not been queued off. Usually, generators are are troublesome, but I have not heard that that would be a delay on this one at all. And the geothermal installation timing really is not a factor anymore because all the well fields have been in now for over a month.

If you look out there and even on one of those pictures on the earlier slide, you can see some PVC piping sticking out of the ground. That is the well field. There's, like I think there's, like, 48 bores or something like that out there, and those will be tied into the main header. There'll be some trenching going on. They'll tie those all together, and the piping is already stubbed into the building. So they will that geothermal should not be an issue to hold us up at all. So next go next slide. And finally, budget. And this slide kinda speaks for itself. We tried to capture all the high points on this one.

Our original contract of twenty five three one eight point two. We'd always as always, with all projects, we carry a 10% contingency, and that contingency there is to cover change orders. So that is built into the budget. So far, we have been very fortunate. We've only used 8.1% of our contingency to date.

You can see we've had 19 total change orders of which some of these we have combined, meaning as we get little items, we'll kinda roll them together and bring them to you together just so we don't overwhelm the numbers. So that is that'll be a little bit different than what you'll hear from the jail, which we're trying to document even tighter, like, every single little thing. But in this one, we have lumped a few of them together. But as you can see, we haven't even had one resolution yet, and I hope we don't have any. I hope we can keep those change orders to a minimum as always and, and not be exposed to a lot more overruns, cost overruns not overruns, but cost increases.

Our largest credit there, scope reduction, is due to the fact that, there was a it was an owner driven credit due to the fact that we're gonna move away from metal lockers, and they're going to procure a different locker system that they like a little bit better. So that will be procured in the FFE component of the project. I think that is the financials. I mean, there's really it's all kinda right here. The next slide is our is our out of the ground photos, and I can take any questions that anybody wants to, pose. Great. Questions for Todd? Anybody? Go ahead.

Question on the IRA documentation compliance. Are you doing IRA on the solar panels?

No. Just the geothermal geothermal and all components associated with it. So we're hearing that it's going to be, geo and coils, air handlers, ductwork, everything that's associated with the heating cooling system is what Kathy is indicating to me that she's going to pursue.

Why did you do the solar panels?

Yeah. I'm not sure on the solar panels. I don't believe that we're that we're chasing that one down. If there is a way we can get that, we're it's all broken out. I'm sure Kathy will follow-up on that. She's we really defer to her as, like, the she is the IRA expert. We are basically, when we set this project up, we we use submittal data to log everything. That's how we're going to figure out, like, what the cost of this stuff is and how we can put this together for her. If she can pursue IRA credits for solar, she

she Or it might be too early because I know that we had to buy the solar panels for another building by the December that's when the IRA cut

it off. And and I don't know where Kathy's at with that. Honestly, we we work with her to set that up, and she will be the one doing the submission.

You check that out with her.

Absolutely. Yeah. I like

your financial thing. I think we should do that on all our major buildings on a regular basis. It just makes it easier when we're sitting there voting on so many of the change orders.

Mhmm.

See something like this makes it real clear where you're at where, otherwise, we're just kinda guessing. But that's it. Sure, Andre.

Yeah, Todd. What's the that impact component? It says net increase. What what is that in reference to? What does that mean on the lower right?

Oh, net increase. That that is the amount that the contract has increased due to change orders.

Oh, okay.

That's that's how much we've experienced with that 8.1. I think the two point two zero six is kinda rounded.

I gotcha.

And then, I mean, I imagine at at this point of our project, we would really kinda know if there's large issues that are gonna dip into the contingency, or who knows?

The beauty of change orders is you sometimes never know. Uh-huh. If as I sit here right now, I don't see anything that is being forecasted that could be an issue here. The nice thing about this building is it's it's one single story building. It's not attached to another building where you have pressure issues or anything like that. It's new construction. You're not adding on to an existing facility. Very straightforward. You know, like I said, I don't know what could jump out from the tech side, you know, outside of BAS. I think BAS, we're fine.

Building automation system, meaning HVAC control and things, I think that's solid. But I you know, as we sit right now, I feel very comfortable with where we're at. I mean, we're we're moving along really well, and and they got a really busy, you know, four, five months here. But, as we're as we're moving along right now and and what we're seeing or forecasting right now, there's nothing gigantic on the horizon here.

Thanks. Other questions? Todd, with regard to the heating system, can you just explain a little bit about how that geothermal works for the

Yeah. Yeah. It's so I know when people talk about geothermal, they they they they know that we did it at Badger Prairie, and that was a long time ago, and and it was done pretty much it was done straight up geothermal, meaning we are here now gonna do geothermal heat recovery, which is which is a next step in technology past just the geothermal. So, we use these wells. These wells are 400 feet deep, and there's, like, in the forties of them.

I don't wanna and my mind's telling me 48 of them. Somewhere in there. Anyway, that loop that goes down into the ground is basically either going to provide a seat or reject heat, one way or another. It's we are going to get our source from there. That loop is shared with the loop inside the building, which is very nontypical. Generally, your source loop, which is in the ground, is separate from your building loops. And then your your compressors and your chiller modulate heating and cooling internally. The we're not gonna do that here. We're going to use that glycol because it can't freeze for both sides. Meaning, with the real beauty of this is we're not going to even use anything in the ground.

We're going to take areas where we generate heat in the building, data center, and we're going to flip that and put that into the areas that need it and then conversely use the cooling somewhere else. Areas that are cold, we're going to take that and put that in the areas that need it. It's kind of like a variable refrigerant flow system where it you're shuffling heat. You're moving it back and forth. And the only time that you're going to bring any glycol in from the ground is when you can't maintain, when you have a difference of one side or the other.

We have more of a heating load. We can't recover that from the building systems, so now we have to add a little bit. So then via valving, just physical valving and piping, we will allow more glycol in to temper that and gain heat back instead of constantly running the source through from the ground and then switching the refrigerant back and forth like an air conditioner. That it's the simplest way I can put it. It's you're just basically going to shove heat from one side to the other or cold and use it internally, which is much more efficient because then you're taking your data racks and things that generate it, and we can use it instead of just saying, well, let's just get rid of it.

We'll throw it in the ground, or we'll reject it to the air. One of the two. So, it's it's called heat recovery choice. It'll be our first one. We're doing the same thing at the election center, so we'll see it again. And yeah.

Very efficient system.

It it's yeah. Yeah. It's very efficient.

Any other questions? If not, we'll move on to the jail k. Project. Steve? Alright.

Just as straightforward. Right, Steve?

Just as straightforward. It's a very simple project. So as far as the presentation goes, I'll follow the same format as Todd. I will, give a quick overview of the project and then just get into scope, schedule, and budget, which are the three pillars of any project. So the jail consolidation, we all know that it's got a very long and winding history of how it got to this point.

But lo and behold, we are under construction right now. And so we are building the South Tower currently, which is a 149,000, square foot facility. It's an addition to the Public Safety Building. It's called the South Tower because it's south of the Public Safety Building. And, it's six stories above grade, and then it's got a basement and two levels of subbasements below it.

It's a very complicated foundation package. It's very chopped up because the site is so incredibly tight, and and just because of the fact that we're building in Downtown Madison and, you know, doing an addition next to our existing facilities, both the courthouse and the Public Safety Building. Once we're done with the South Tower, we go into and I'll get into the schedule a little bit more specifically, but we go into phase two, which is a, shakedown and transition phase, in which case we basically, the sheriff's office gets a crack at, cleaning out the building, getting it all tidied up, and then doing other training. And then they start moving the residents over from the Public Safety Building, and, essentially, they'll vacate the entire, detention area of the 3rd And 4th Floor of the Public Safety Building, occupy the South Tower, and then the contractor will come back and renovate the 4th And 3rd Floor and various other parts of the, other floors as well. We're touching basically every square inch of the building.

Next slide, please. So, like I mentioned, it's a it's a six story addition. The the the structure is pretty straightforward. It's it's your it's your, it's a concrete structure with with beams and pan deck. Not real complicated, other than the foundation package.

Like I said, there were it was a lot more complicated than think anybody had anticipated. And so that's why the schedule and I'll get into that too why the schedule, wasn't as, didn't turn out to be as lucrative as the contractor had once hoped or thought it was going to be. And then, so, you know, with it being an addition, we're putting in all brand new MEP systems. One of the challenges is that the MEP systems for this building, so mechanical, electrical, plumbing, fire protection, because it's an addition to the to the Public Safety Building, they're not stand alone. We're not gonna have independent utilities in the South Tower and then in the, Public Safety Building.

So there's a ton of planning and coordination of phasing goes because right now, the electrical service is going into the Public Safety Building, but eventually, it's gonna go into the South Tower and then back feed the Public Safety Building. It's it's a very complicated mess. And then, you know, same thing with the HVAC systems and, the fire protection's a little bit more standalone, so that's not quite as complicated. And then, also the security systems. We are completely upgrading all of the, security systems, which has typically been provided to us by a company called SGTS and, or GAPA Security.

They're kinda interchangeable. But, so we're once the South Tower comes online, we're gonna have all new security, and then at which point, we also have to back feed and change out all the security for the old for the Public Safety Building as well. So very complicated. The Public Safety Building is a fully occupied, fully operational, detention facility. They are open and operating twenty four hours a day, three hundred and sixty five days a week, a year.

And so, one of our objectives is to not disrupt their operations. So when we kicked off the project, with the general contractor, we laid out some very basic goals. And, the first one, is being that we have to maintain life safety throughout the duration of this project. So with that in mind, you know, everything that we do inside the public safety building or outside the public safety building that may impact it has to take into account the life safety of the residents because, obviously, they're under the care of the sheriff's office. And so, because they can't really take care of themselves, we have to make sure we don't put them in harm's way in any of our steps along the way.

The second objective that, we identified was maintaining security of the jail. So anytime that they have to do any kind of demolition or temporary work or anything like that, even something as simple as coring a hole to put a pipe in could require either isolating hallways or having armed guards or anything of that nature. Just we have to evaluate every situation because, basically, department of corrections states that anytime you get over, basically, an eight inch hole, you basically have a breach in your perimeter. So an eight inch hole is pretty limiting when you think of the size of the facility like that. So, that's number number two.

And number three, like I mentioned, is operations. And so, at no point along the way can we cut off water, can we cut off heat, can we cut off electricity because any of those things can, you know, affect, you know, their, you know, life safety. That's first and foremost. We don't wanna impact any of those systems. And secondly, just the fact that they have, hundreds of residents inside the facility, we don't want to leave them, without access to some of the, basic necessities of of of life.

So like I said, it's a complicated thing to manage all these things. So we have coordination meetings constantly. We're building a three d building off a two d off of, you know, two dimensional paper plans. The the paper plans do not indicate truly how complicated everything is. As the public works committee is well aware, I have been before them countless times explaining all the coordination issues that we've had to go through.

So we did a, what's called BIM, building information management. It's a three d modeling effort where the contractor has brought in all their major subcontractors, and they've modeled the building electronically on a computer in three dimensions. And they've basically constructed this building, with all the piping and ductwork and conduits and everything that they need, in virtually virtual land, and they've been able to identify countless conflicts, that we've resolved before we actually put work in place. So, you know, that rewind, some ten, fifteen, twenty years ago, most of these conflicts would not be encountered until you've already got, you know, ductwork hanging and pipes in the way. And then so then the the cost of the change order is taking all that new work down, so you gotta pay for that.

And then you gotta pay for the new work to go back up properly. So even though a lot of these are resolved with, you know, a more expensive and and change to the project, we have avoided, additional costs, I will say, by doing all this class detection. So, I would say that's a a very large win for the project. Getting into some of the special conditions and constraints for this project, like Todd was mentioning about the PSC and all the different authorities having jurisdiction. We didn't have as many as, as the PSC project did, but we do have several that we have to encounter.

So one, you know, everything that we do has to be in compliance with the sheriff's office. You know, this has to facility has to, support their operational, you know, their standard operating procedures and everything that they do to conduct a a business in a, you know, a safe and humane jail, facility. And then on top of that, you know, they're governed by the Wisconsin Department of Corrections, and their, you know, regulate regulatory administrative code is, chapter DOC three fifty, and that code spells out basically, how to operate a jail, how to work within a jail, and basically the construction requirements for new or improvements on a facility like that. Additional things we have to consider are PREA requirements and extremely strict security procedures. So, every construction worker, consultant, visitor, either has to be fully escorted by the sheriff's office, or they're gonna be on the site on a regular basis.

They have to submit to a background check for the sheriff's office. So, the transition team has vetted every single person that is stepping site, stepping foot on the site, which is not normal, to our normal to, you know, to our projects. So that's a whole additional effort that we've taken, to make sure that we don't have any nefarious characters, on our site on a regular basis. And then also, the contractor has put in place a secure, perimeter fence that has a, basically, card access system at the gates. So there's turnstiles, so there's no unauthorized entrance to the gates.

And then, basically, if there's ever a delivery, that's the only time they can swing the gates open, and then there's supposed to be a person watching this. We don't have, trespassers, and then they close the gate and lock keep it locked, during normal working hours. And so we've got an electronic record of every person who's come through that gate, and then at the end of the day, it shows everybody keying out as well. So we know that everybody is coming and going in in, you know, in a day. And so they give us electronic reports, and, you know, some of us internal staff, we've got access to the site through the PSP, and so we always get yelled at because we don't have to double check.

So so they are watching it, and they're monitoring it. And so they're they're doing a great job that way. Let's see. Another challenge for this site, like I mentioned, is is this is a zero lot line facility. The to put it frankly, the building is just, it's it's a very compact, complicated building in a very limited footprint.

We don't have a lot of room, to do any work, you know, around it with any kind of lay down. The contractor has been really creative. They actually use the roof of the Public Safety Building for lay down space for things like rebar and structural steel and things of that nature. They've been utilizing, the Alliant Energy Center for staging, excavation trucks and equipment and things like that so we don't congest the downtown streets. You know, we've got a whole program implemented, for just in time deliveries, so we don't have excess material building up on-site.

Just everything that we do has to be, you know, forward thinking of the fact that, you know, we just we can't, logjam the site and and make it so that nobody can work. Even though if you walk down there, and you see the forklift and the, you know, dumpsters and the skip points and all the things they've got on the street, it's it's already completely packed. So it's amazing that they can actually, get a full semi truck in there and whatnot. And then another unique thing we're doing, like I mentioned, is, maintaining the operations of the jail, is is what we've called, what we developed this this this process, and I think it's working out really well, and it's called the facility disruption planner. And the intention behind that is anytime they're doing work that affects any one of those three pillars that I talked about, they need to submit it to me at Public Works.

I take in, and then it goes to the sheriff's office, the transition team for them to vet out what it is, and then also the facilities management team. And this could be anything that, you know, like I said, from life safety to operations or security. So anytime they do something like that that could require, you know, additional attention or awareness for us as the owner, they have to submit us a form. We ask them to do that a couple weeks in advance. That way we can look at it, ask questions, think about it, make sure we've got staff available to supplement their activities.

Then we sign it, acknowledge it, and then send it back to them and give them the green light to do the work. It's been going pretty well. Not flawless, but pretty well. And, it's actually as an Dane County as an organization is, like, how to properly conduct business like this. So, you know, as we're doing all these other renovations and other facilities that are, you know, operational, we can really try to, minimize those disruptions because, obviously, we've got a lot of staff and a lot of, you know, different operations that are going that way.

We wanna minimize the impact to those while we upgrade our facilities. And then getting into the PSB remodel a little bit, we've got, you know, like I mentioned, we're basically gutting out the entire 4th Floor jail. We're doing some, not significant upgrades to the 3rd Floor, but but enough. And then, like I mentioned before, the security modifications are, like, all the security accesses that are all being upgraded and all the all data cable and all Internet and everything else. So it's there's quite a bit of work going on in there.

There's a

okay. Sorry. Okay. Schedule. So as Todd mentioned, schedule is an ever evolving, you know, step of the or or or component of the project. When we got our schedule from the contractor on this one, we estimated a duration, you know, and and and don't hold me to this, but I think we estimated to be something like thirty six or forty months or something like that. You know? And and so the way we look at it is a phase one is the South Tower addition. Phase two is that shakedown period, and then phase three is the PSB renovation. The only thing that we demanded be a static number is that phase two, which is the window for the sheriff's office to get in there and do their thing.

You know, we talked to a couple other, departments, you know, jurisdictions outside of, Dane County to get a feel for that, and then, you know, we just doubled it, hoping that it would be enough. So when we get to that, it's it'll it'll be a trial for the sheriff's office. I know they're dialing in on their plan right now, and we're hoping that, we'll be able to have the building, completely filled with furniture and equipment and everything else so that on the day that contractor turns it over to us, that it's a 100% ready to go, green lights on, no punch list, everything's good. And then that'll give the sheriff's office a true twelve weeks to do their trading and their shakedown and their transition. So if everything goes according to plan, that's how we'll see it go.

But that requires us to rely heavily on vendors supplying all the equipment and getting it installed and then also the contractor to be done on time. So a lot of moving parts. Plus, we have different AHJs or, you know, authorities having jurisdiction to come in and give us occupancy. So, you know, the city of Madison building inspections, the Madison fire department, and department of corrections. You know? So we have to have all those come into alignment as well. So a lot of moving targets at this point, but, you know, we've identified all the things that we have to accomplish. And if everything does come to a point, then then everything should go off without a hitch. When we first got our construction schedule from the contractor, they were very optimistic about how quick phase one would go. But I think and don't quote me on any of these dates.

It's been a while since I've studied their old schedules, but, we we've encountered some delays, especially during excavation and foundations. And so I think the topping out of the structure is six months or more behind what they had originally anticipated. It's not to say that the project is behind schedule. It's just like I said, you know, when you look at a two d set of plans, it's hard to truly depict what you're going to get into. And so as they mobilized and got into the site and got into you know, plus they had to work figure out how to work with the sheriff's office.

You know, we put a lot of extra security in place, which does hinder, you know, the rate of progress they can make. But they are, you know, on a schedule. They're scheduled currently. Right now, they they topped out with structure right around Thanksgiving of last year. We took the first cells delivery of the cells. The cells are prefabricated units, so think like Lego blocks come in and off a truck. They're completely fitted out, painted, everything, you know, sinks, mirrors, you know, whatever. It's all in the the cell. So they're just coming off the truck. They land them on roller skates.

They push them into the spot, and they drop them down on shim plates, and they weld them into place, they're done. And they just gotta hook up the power and plumbing and and the HVAC, and and and they're all good to go. And so you'll get to see a couple photos. I got the 1st Floor in right now, and, you know, the everything's kind of a raw primer gray, so it's not very exciting. But, eventually, it'll come to life in the near future.

2nd Floor, was actually delayed by the manufacturer, the the the company that's doing this, down in Georgia. So they're about three weeks delayed. So like I said, schedule's a dynamic thing. And because those cells are delayed, the whole project is delayed to some point to some degree. But because this is only the 2nd Floor and not the 6th Floor, they've got four floors to try to pull this back up, and and they've already made, you know, on what they told us, so three weeks are already down to, like, two weeks of a delay that they're encountering.

So it's gonna keep moving, and so we're not really holding them to it. But, we are tracking it and watching it like a hawk. So just to kinda recap in history, we gave them a notice of proceed back in February '24. We broke ground in April '24, and we are expecting substantial completion in December '26. So that's later this year. If you look out the window or driven by, you can see that the building is bright green. That's the exterior drywall system. It's called dense glass. So that basically is allowing them to call the building watertight for right now even though it leaks a little bit, but it's all controlled. So that allows them to move on with interiors while they're working on the exterior simultaneously.

So, you know, from an outsider's perspective, you would think that there's no way that they're gonna have this building completely done by twelve four, and and and I wouldn't argue that. But every time I challenge it, I get told again and again and again that it's going to happen. So I'm not going to invent information on on on our behalf. So, and then, like I mentioned, the phase two, we get twelve weeks, so that puts us into into the February '27 or March, and then then they are going to switch to the renovation. And the same thing, they're gonna, run through the Public Safety Building about as fast as they possibly can.

Like Todd mentioned, it's in their interest to get this project done and over with. So, hopefully, by the time they start that work, they'll have everything bought and sitting in a warehouse or a a a construction yard just outside of town, and it'll just be total execution at that point. However, there is renovation, so we expect there to be unforeseen and things like that as we open up the walls. And then I mostly covered all these other critical coordination items. So we can go to the next slide.

Alright. Now here's our financial page. So the original contract on this was a $161,000,000. It's the largest capital project Dane County has ever undertaken, and and I'll tell you, I feel

it.

It's a it's a behemoth. The, contingency is 10%. That's just standard on our projects. And, to date, we've used 3,700,000.0. In fact, that's actually an outdated number as of a couple weeks ago or a couple days ago.

And, you know, it seems like that's a lot of money, but one of the things, that it was an anomaly was the, engineering firm, Mead and Hunt, came to us and basically mentioned or or, you know, they hired an outside consultant after we went out to bid and reanalyze all the life safety systems in the facility. And, long story short, it resulted in, a change order that was just north of a million dollars, and that was just one change order alone. But what it did is it reevaluated the entire, life safety and and and, you know, like, emergency management of the facility, and and they came up with some new ways of new equipment required to to make the building safer and compliant with a newer code, a more current code, which is the international fire code of 2021. So, you know, it's hard to, dispute that. We didn't really want to, you know, say that we didn't want to look at investing in the life safety of our residents.

And so, we went through it, and we went through it with a fine tooth comb. It actually, you know, not to, turn over all of our stones, but it started off at north of $2,000,000. And so we we cut it down in half and and, you know, still implemented, a code compliance system and and saved thought you said word loosely, but we we, reduced the the cost exposure on that one quite a bit. As Todd mentioned, the management style on this project is a little bit different than the PSC. Because of how complicated this project is, we we decided that rather than combining multiple issues into single change orders and just having these massive massive change orders all the time that are hard to explain because it's so, you know, piecemeal, you know, know, aggregated into one change order.

We decided to segregate them more. So we've got, you know you know, nearly 200 change orders on this project to date, which seems like a lot. But if you look at the breakdown, you know, 73% of them have been under that $10,000 threshold, and that's because we're really trying to keep things down to a single, single item, because we did all that clash detection early on the project. You know, we were able to identify items as they came up and then just resolve them and then move on. However, there were issues and, you know, we've been going through them nonstop, it seems like, but we've been going through a lot of different, you know, change order items that have been, you know, north of $50,000 requiring resolution.

And in fact, there's a few more coming down the line, as we speak. We try to forecast as much as we can and, you know, make sure we, you know, we watch the contingency status like a hawk just to make sure that we don't get ourselves into a financial. And then because of, you know, the nature of this project, we're really trying to limit the amount of owner driven change orders at this point. You know? So anytime, you know, the, sheriff's office, if they come with a request, if it doesn't, you know, significantly impact their ability to manage the facility, then we don't even consider it.

And so the ones that do come to the table, you know, have been scrutinized, to a high level, and so we really try to make sure that what we bring forward is is is responsible. Let's see anything. Also, as we've been going through this, you know, it it the bottom left corner there, it says total credits of, you know, a hun 754,000. So we haven't only been adding scope to the project. We've also been trying to find, areas of redundancy that we can reduce.

So it hasn't been just a a one way ticket on the change order game. And then there are some additional breakdowns here by scope and by the the the reasons and things like that. So I guess with that, the next slide is the, time lapse. So I will let that play, and happy to take on any questions.

Questions for Steve? Can you just, tell us a little bit about Gilbane's

Oh, right.

I thank you. Position with the with the jail?

Yeah. I skipped over that. So this is the first time Dane County, at least in my awareness, that the county has ever, hired a firm to, play the role of construction manager at an advisory level. So Gilbane was brought on well before I was even employed by the county, and they they were helping assist through the entire design process, helping with constructability, cost estimating, and things like that. Gilbane is a nationwide contracting firm.

They're not I wouldn't say they're a direct competitor of of our general contractor, but, they definitely are in the same realm and do compete, to a degree. And so, we've, had two full time, members of their team to assist us. They help us review do all the cost reviewing, schedule analysis, constructability, quality control, just general advisement. They you know, their job is really, to help us from, you know, getting out over the front of our skis and getting ourselves into a position where we put the county at significant risk. And, they've just been doing a top notch job up to this point with that. So, can't say enough good things about their partnership with the county.

Other questions?

I mean, it's pretty minor in the scheme of things, but I know there's other moving pieces like use of parking and lots and ramps. I mean, you getting a lot of feedback that any of the components from this project are significantly impacting people's work in other ways that are not you're not able to mitigate via some strategy?

Yeah. I mean, there's we've always been able to find some kind of a solution. I wouldn't say that we've been know, hit the satisfactory mark by everybody's reporting, but, we have, you know, tried to take in every consideration and try to find the most amenable solution. And, you know, the first thing that we had to overcome was parking for the judges because the site, obliterated their ramp going down to the underground parking for the courthouse. And so we've had to displace their parking, and try to find, you know, suitable routes and access points to the courthouse.

It it it you know, can't say no good things. They've been extreme like, once we got over that hurdle, it's been wonderful. I haven't, you know, been on the receiving end of a lot of complaints. You know, we've had to address a few things here and there, but I think it's going okay. And I think it's just one of those things where everybody just pitches in and know, gives a little to help the the greater cause.

Parking was the big thing right out of the gate. And then, obviously, we had to work with our partners at the city of Madison to get street occupancy, and we had many, many, many discussions on how we could, you know, do things like that. And so, if if people are familiar with downtown here, we've actually begged off all the meters on, Doty Street on the front of the Public Safety Building. So now there's at least short term per parking, you know, because as squads come or different officers come or or different officials, it's nice to have just some flexibility parking. Plus, it kinda helps out the courthouse a little bit for you know, I know they sneak in there.

And then also deliveries, I see them, using that as well. And then, obviously, on Carroll Street, we put the diagonal parking in for the city of Madison police department. And then just south of there, we've got our trash corral because even, you know, we impeding our own ability to operate these facilities. So we had to find a solution for temporary trash collection. And so, yeah, there's there's been a lot.

Logistically, this is a a tough tough project. You know, we started with that, blog, all things Dane, and we put out a couple of posts early on in the project. I was expecting to be hitting that, on maybe, like, a quarterly basis, but the project really, once we disrupted everybody and took I I think we took care of, you know, all all concerns. The site has pretty much gone static. It really hasn't changed a lot.

That fence hasn't moved. Myron controls the gates in and out, and and it's on them to control traffic and, you know, operate within, you know, the city's, you know, set of rules and guidelines. So they've been doing a great job. I haven't heard a a a lot of complaints that way. You know, obviously, tower is done, and they're gonna be getting, you know, wrapping up at the end of this year.

So at some point, they're gonna have to demobilize, which means removal of the tower crane and, you know, removal of the fence and restoration of the site. So at that point, I would suspect more of those notifications will go out. You know, I can't really speak to the specifics of all their plans at this point, but I know that there will be some more disruptions coming. And, you know, hopefully, they do it at off hours or over the weekends or whatever they can do to minimize the impact to the to the city and to normal traffic and daily life down there. We've also been meeting with the Bassett neighborhood.

We've had a slew of meetings with them before construction started, and then we've had a handful at the beginning of construction to take in any concerns. And then we've always just you know? And and those have tapered off, and then we've always had an open line of communication, and there really hasn't been any chatter. So I guess we just assume no news is good news.

Thank you. I just appreciate how many moving pieces there are here, and makes me feel a little nauseous actually to think about all of the parties of the project management work that has to happen so far in advance. And I know you guys are pros. We're lucky to have you.

Thank you.

Well, the contractor is saying twelve four is pretty much a date that they can probably meet.

That's what they're committing to Yeah. Right

So they'd be done. Tower Crane will be out of there at that time?

Yeah. Tower Crane should be leaving sometime in June or July.

And then phase two would be the sheriff getting situated in in the new building and no construction going on basically at that time for until June or till March 3. And then after that, it would be the the other building would be remodeled. Yep. And how long is that? Till October '27? Yeah. Basically, Halloween of twenty seven. So would there be residents in the Public Safety Building after the tower is done then? Only on 1st Floor.

So 3rd Floor and 4th Floor are design think it's general population. I don't know all the classifications, but, basically, it's dormitory style housing.

K. And they've got space I mean, what they're gonna do with the space that's already set? Yes. Okay. And then what about the the floors above this building? What's gonna happen there?

Those will stay occupied, through construction. And then when the South Tower you know, so the South Tower will be complete. When the renovation is complete, then that many beds will become available again, and then it's up to the sheriff's office to manage the population resident population to put them in their proper classification.

Once everything is done, there's gonna be two empty floors on top of this building.

That's the plan.

That's nothing's figured out on that as far as what's what's gonna happen in those spaces.

As far as this project goes. Okay.

That's what we'll have to figure out. Chair Miles, you got anything you wanna add here?

K.

Any other questions from anybody? If not, appreciate your presentation, Todd and Steve, and, you know, thanks for the update. We'll continue to work on the change orders and things as we go here, and appreciate it. Thank you.

Thank you. Thanks.

So the only other items I've got on the public works agenda for this meeting is a future meeting, which is at 06:30 in a different room. It's Room 351 that we're gonna go to. I don't think we have any public comment on anything's not on the agenda no other other business allowed by law. So I'll take a motion to adjourn. So moved. For the public works. Motion by Udell. Second. Second by Blasewitz. All in favor, say aye. Aye. Opposed? So ordered. So we are adjourned and we'll turn it over to Rochelle.

Thank you very much. So for PP and J, we will also meet next. No other public comments. No other such business. So I'll take a motion to adjourn for PP and J.

So moved.

Thank you, supervisor Peterson.