Pre-Architectural Planning

Transcription

for
Calumet County Highway Maintenance Facility
Calumet County, Wisconsin
SEH No. CALUC 109667
Final Report December 15, 2009
for
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.
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.
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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
Calumet County
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December 2009
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.
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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.
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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
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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.
Calumet County
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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.
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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.
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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.
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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.
Calumet County
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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
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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.
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.
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.
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
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
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.
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.
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.
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.
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)
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
• 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.)
• 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”)
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.)
• 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,
• 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
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.)
• 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)
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
• 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,
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
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.
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
Calumet County
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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.
Calumet County
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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
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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.
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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
Calumet County
3598
536
0
4134
48,124
64,448
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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.
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Proposed Facility Schematic Design Drawings
Floor Plan
6.0
6.1
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Site Plan
6.2
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Overall Facility View
6.3
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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.
Calumet County
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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)
Calumet County
CALUC 109667
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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.
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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.
Calumet County
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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
Calumet County
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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.
Calumet County
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Calumet County
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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.
Calumet County
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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
Calumet County
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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.
Calumet County
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Calumet Addition – Lower Level
Calumet County
CALUC 109667
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Calumet Addition – First Level
Calumet County
CALUC 109667
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Calumet Addition – Second Level
Calumet County
CALUC 109667
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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
Calumet County
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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.
Calumet County
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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
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
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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.
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.
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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.
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.
(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.
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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.
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
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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.
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
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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.
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
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(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.
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.
Electric Baseboard Heater: No work proposed
at this time. Should replacement become
necessary estimate cost per 10’ section
$650
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002
015
016
004
018
010
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020
029
021
030
026
031
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035
038
039
036
037
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041
045
046
042
049
044
050
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051
071
058
072
060
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095
105
104
106
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109
113
111
114
112
115
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117
120
118
127
119
128
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129
140
132
185
136
186
Page 17 of 35
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189
204
191
205
195
210
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212
223
213
224
221
225
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226
236
227
228
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244
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246
247
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OFFICE
ELECTRICAL
SYSTEMS
ASSESSMENT
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.
$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
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.
$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.
$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
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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.
$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.
$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:
$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
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.
$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.
$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
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.
$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.
$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
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.
$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.
$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.
$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.
MEP Narrative.doc
Page 27 of 35
$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.
$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.
$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.
$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
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.
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.
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.
MEP Narrative.doc
Page 29 of 35
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.
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.
(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.
(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
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.
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.
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
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.
(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.
(Maintenance)
MEP Narrative.doc
Page 32 of 35
090
012
091
023
065
092
MEP Narrative.doc
Page 33 of 35
141
093
142
094
199
130
MEP Narrative.doc
Page 34 of 35
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)
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)
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)
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

Pre-Architectural Planning

Transcription

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FLASH WAX!

CBIA Health Connections - State Coverage Initiatives

The SHOP HOUSE - Mueller Austin

Schedule - Masson Glennie

James Lowman, Association of Convenience Stores

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