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HomeMy WebLinkAbout2017-10-23ltilinutes for October 23, 2017, adopted Nov. 13 Town of Nantucket Capital Program Committee Department of Public Works Subcommittee o www.nantucket-ma.gov o a Members: Stephen Welch and Peter McEachern MINUTEST_ Wednesday, October 23, 2017 z `;- 188 1\Iadaket Road, Department of Public Works Administration Building Conference Room — 1:1;.§ pm .— Called to order at 1:02 p.m. Attending Members: Welch, McEachern DPW Staff: Rob McNeil, Department of Public Works (DPW) Director: Chuck Larson, DPW Deputy Director; Mark Voigt, Facilities Manager Documents used: capital project detail packets; Capital Improvement Plan 2018 thru 2027. • 011MMM 1 • •I Wd ar.11' Discussion McNeil — Explained DPW is working on a comprehensive Facilities Maintenance Plan. In the past there haven't been good resources to go through the Town -owned facilities. Explained the deteriorating condition of 38 West Chester Street; a home inspector went through the structure and identified the challenges. That needs to be done for every Town building so that Mr. Voigt can prioritize and create work orders and put together a replacement plan. Welch — CapCom will be developing a capital needs form, which will be part of an .Asset Management Plan. That plan will be for all assets, not just facilities. McNeil — Looking at the Lexington model for facilities; they have a separate department that has a committee represented by the Town Manager and School Superintendent. He would like Mr. Voigt and Diane O'Neil, NPS Facilities Manager, brought together; we already share equipment and ideas. It would help in looking at the Town facilities management as a whole. He likes that DPW is involved because we look at the big picture, not just what's inside the building envelop. We're really looking for a chunk of change that can be used in any area to do what must be done. We looked at the total value of facilities; it's somewhere in the neighborhood of S50M or S60__\1 based on the fixed -asset list and had to base the value on what the buildings are insured for; we didn't have actionable data to price out projects. In out years, through having the inspections done to identify what is needed, the budgets will be refined. We have to identify what can be done in house or go out to a contractor or specialty contractor. We should also be able to track warranty work and who did the work. McEachern — We asked Brian Turbitt, Finance Director, to pull a list of what he perceives to be all the buildings for the Town of Nantucket. Mr. Turbitt came back with about 144 which he equated to about $190M. He's sure there are other buildings in worse condition than 38 West Chester Street. McNeil — If that was our only asset to work on, that would be a handful; facilities is comprised of Mr. Voigt and three other individuals. We can't do this alone; his budget is looking for additional staff in facilities. He's looking at a 2% investment for repairs. Just the fact that you have a list of a 144 properties valued at $190M and we don't is a large part of the problem. Welch — This is a process in the works for DPW and CapCom. The Town has a fixed amount dedicated as a minimum for capital programs; he can see this process maturing into maintaining capital assets with a minimum amount of money for each category. We're planning 10 years out with projects based on today's dollars; they can be updated as the years pass. You as a department head would know what can be accomplished that year. We need to be allocating resources so departments can plan in advance. Page 1 of 5 Minutes for October 23, 2017, adopted Nov. 15 Larson — We're advocating for pavement replacement. That's a point well taken. The numbers will go up. Right now, we're playing catch up. Welch — Even having sub contractors, we can't get enough resources to get to where we need to be tomorrow. There needs to be an interim plan to catch up. McNeil — On challenge is that we have such a limited window in which to get work done; buildings are a little-bit less so. When we do have windows to do work, we are competing with private work going on. We are in a building boom. He was informed that there will be 100 modulars moved around town between Columbus Day and the end of the year; we now have to deal with all the road closures and over-the-road permits. That pulls staff away to pre-inspect the routes and pull then relocate signs. Noted that starting three or four weeks ago, they have had 25 driveway permits a day and it hasn't let up; they require site visits to ensure they are safe and aren't eliminating on-street parking. Welch — He believes that CapCom will request an after-action report; we have to deal with accountability to the public. He feels DPW will be more capable of providing that as time mores forward. McNeil — His plan is that for FY2020, the budget will be all base on history: what's getting done annually, what should be getting done annually and how much is it costing us. Welch — That requires minutia; He feels that to get that level of minutia will interfere with the department's getting on track. McEachern — He sees how difficult it will be for DPW to manage all the Town facilities. McNeil — The list of Town-owned facilities Mr. Voigt came up with was half what Mr. Welch received. Welch — Suggested DPW request a copy of that list. McNeil — What this office is struggling with mostly is people clicking on the GIS and finding out it is a Town property then send us a letter to fix it. Another part of that is fixing potholes; we have to determine whether or not the road is private or public. There is money for miscellaneous road work. His point is there are a number of departments dealing with Town property- paid for by tax dollars; it comes down to whether or not it is legal to just send a crew out fix something. Having that list is critical; its foundation all services are built on. Welch — A town-wide Asset Management Plan would be filled by the various departments providing an inventory. McNeil — That would be a wing of IT and a GIS data base. Welch — We're working on that. It could be extended out to road encroachment. McNeil — Encroachments often come to us in a way such as "DPW go fix the problem." The proper way is the Town Manager makes a determination of encroachment on a public road, they inform the owner they are in violation of regulations, and give them a time frame in which to correct the issue after which the DPW will correct the issue. Welch — It's good they are looking to put all that into a large plan and vetted and assessed so we can budget; then we can ensure the safety, reliability, and maintainability are being done. McNeil — We'll need a specific plan on what we are doing and how we'll do it. We'll be coming back next August having just started on this money; with as much detail as we can, we have to present projects that are out and what will be done with the money-. Noted that he has S1.5 for sidewalk work and no sidewalk repair has been done. Town Admin asked why there was no request for sidewalk work; he noted he has the money and isn't asking for more at this time. No,,,- we're scrambling to the sidewalk work for Straight Wharf and East- Street underway before the end of 2017. There has been behind-the-scene, on-going work to support this. Welch — It isn't that CapCom don't back the project; we don't want money sitting around that can be used elsewhere. Explained the ranking program and the Capital Asset Needs Assessment (CANA) Form. It will all be tied to a data base that facilitates tracking. Larson — We've been doing everything described in the C ANA form. It all comes down to getting information, organizing it and keeping it so you can project out 10 to 25 years. Page 2 of 5 Minutes for October 23, 2017, adopted Nov. 15 Welch — Explained the new capital request form and how it will fill in the CANA data. Further explained the ranking form and how it was created. His hope is to promote advance planning by department heads. McNeil — When things do arise, we are completely ill-suited to react — roofs blow off, bridges closure — we don't have the funding. There's been a lack of investment. Voigt — There is no back up; we're taking care of emergencies all the time. McNeil — You have to think town wide where you can talk about the erosion issue; but it's bigger than that. Erosion happens and we aren't going to hard -armor the beaches; this is a world- class location and we should be doing things to maintain the experience if we are going to continue to be world class. We need to be on the same page to achieve whatever level we are striving for. Welch — He suggested in the joint Board of Selectmen -Finance Committee -Capital Program Committee meeting is the vision of tying it all into the Master Plan, the Comprehensive Plan, the CMOM, roadways so it all comes together, so we are focused on important outcomes. Meetings should keep the Town focused on those outcomes. Quarterly joint meetings ensure we are all on track. Larson — Explained the pavement deterioration curve; the key is to fix pavement about half -way through the pavement's serviceability life cycle; fixing it at that point maximizes the money. Most of our network is degraded resulting in expensive repairs. This is data -driven decision making. Welch — The deterioration chart is looking at something two -dimensionally; we also have to look at it whether or not it was planned for 15 years with a study of the effect of increased usage. Asked them to consider what of their requests are priorities; part of that prioritization is breaking a project into phases. Phased funding is a tool to help move a project up to the top. Also anything they can do to illustrate where capital costs can be reinvested. McNeil — Explained how they are working with the other departments to combine their purchases and projects to save money. We're kicking off a pre -construction phase for pipe repair project using video to study the pipes. Larson — The video will show degradation allowing us to plan into the future. McNeil — That's Phase I; Phase II & 11 are laid out; the numbers will come down based on what the contract was signed for. The video is run through the pipes to show where issues are; that is followed up by a visual inspection to assess the situation. Welch — He doesn't see funding in year one for the dump truck; confirmed it has been purchased. McNeil — It would be helpful for Mr. Welch and Mr. McEachern to ask some questions to help them prepare for the CapCom presentation. Welch — Suggested that with any category with annual, explain it's a work in progress and the numbers are first year and they are requesting an allotment between line items. McNeil — They have filled out request forms for every line item. By the time he meets CapCom, every item will have been inserted with the CIF forms. With fleet and equipment, they plan to have an annual asset list with the value and what it would cost to replace them. Welch — He's also looking for a summary of facilities in addition to rolling stock. Any capital assets, let us know what they are, what is the value, where you see important things going in terms of safety, reliability, maintaining, and budgeting in a general narrative. We -will then be in a position to make good decision making. McEachern — Noted that in regards to the facility, keeping rolling stock under cover increases its life and reduces maintenance costs. Welch — Suggested Mr. McNeil and Mr. Larson talk about the garage facility. McNeil — Asked what kind of presentations have been brought to CapCom and levels of expectations exists aside from our focus to get our fleet under cover. Welch — Explained the process to date up to CapCom review has been variable. CapCom is aware of this but don't have a lot of information. Suggested providing data showing where Page 3 of 5 Ahnutes for October 23, 2017, adopted Nov. 15 savings will occur: operations, management costs, degradation, anything to substantiate the request. McEachern — Asked if DPW has sat down with the consultants and designers. Larson — Yes, their bid is in a waiting pattern. The caveat is with the premiums; looking at a S3_%I escalator. We carved the building down to $13M; but the bulk space was less than industry standards; we are working to get bigger shop space. Welch — That might be a good example of phased funding. The second floor and mezzanine might go to out years. McNeil — They are building a shell; that's all. Welch — Asked if the garage is supported by Town Administration. McNeil — Yes. He envisions a short video to explain the existing conditions to reinforce the need. Welch — Presenting visual imagery would be a big help in substantiating your need. Larson — Explained how over the Summer, staff has been working to clean up the DPW site and internal space and all their facilities. Part of what Mr. Voigt has initiated is to get qualified folks together to make an unbiased needs assessment of Town properties. In addition to original orders of purchase and maintenance records is to have photographs not just for the capital asset plan but for the entire fleet to show comparison of used to new. Welch — If this goes the way he hopes it goes in regards to software, department heads will be involved with the mature design and reports that would be helpful to DPW. McNeil — Involving department heads after software is purchased is too late. Welch — Agrees, they need to be involved up front. Larson — Explained the new work -order system in place since 2014. Welch — CapCom will meet with DPW on November 15; he'd like to get talk Mr. 'McNeil and Mr. Larson about that before the meeting. Larson — When transportation is broken into maintenance, improvement, bridge projects, and traffic management, maintenance is all DPW. Improvement and traffic management are Andrew Vorce, Mike Burns and myself. Welch — Asked how that would be presented at the November 15 meeting. Larson — Thy will be working on that presentation. They way things are progressing, DPW has inserted itself into the concept level and can help steer that. When the project is bid and at the award phase, DPW will step in and manage the project through construction. The transportation improvement projects have a much longer-term vision; we're focused not just on funding the but the long-term need so that the hard design is a 20 -year solution. Welch — Using the Old South Road improvements, the CapCom members don't have the level of detail that breaks it down to each individual project, the cost per project, and the priority- of the projects; it's important to have that information at the presentation. In regards to the garage facilities, CapCom will have a recommendation from the Board of Selectmen whether or not they support a debt exclusion to pay for it; we have to be receptive to that and feedback from the community. If the funding isn't available for all the projects, CapCom wants to make an informed recommendation on which to support. Larson — It is helpful to see the vision of the Selectmen; they went through a strategic planning effort this Summer. In the end, it's our job to rally behind what they've laid out. Right now the three priorities, which came out offthe strategic planning effort, are transportation, environment, and housing; that has driven most of our long-term planning in relation to the COP. Welch — He doesn't want to be in a position where the Town and our professional resources feel that something is a top priority and there is no "stomach" for a capital expenditure. He wants to be able to support the cost for priority projects and he can't do that without a breakdown. McNeil — With a prioritization plan that specific, he believes it tells the committee your request isn't that serious; it pits yourself against your own capital plan. He understands what :%Ir. Welch is asking for. Page 4of5 Minutes for October 23, 2017, adopted Nov. 15 McEachern — He would be against leaving out parts of a building, for example, to be added in later. He feels it is better to just build it all at once. McNeil — If we're talking about serious issues about the votes on debt exclusion, it comes down to what can we live without. The most recent example is Our Island Home and Madaket Sewer. The landfill and fear of the unknown were used in the discussion to prevent the sewer; the perceived nutrient loading clouded everything. We're taking steps wherever we can to inform the public. We've started a nutrient analysis program to inform the next water quality report. Noted that the $80M for the Madaket sewer project has been scaled down to S40.\1 based on the cost of a similar project. McEachern — Suggested bringing any information whether or not any new or replacement rolling stock requires additional training and what that might involve, i.e.: who comes from what company for how long to train how many. McNeil — Said the CapCom isn't going to get that level of information; they will get is assurance that when a vehicle is retrieved, staff does receive training at the other end. In some cases a trainer could be brought in but most likely it's not part of the contract; that type of training is part of the operating expense. Noted they do have a piece of equipment no one is trained to operate; it is out of service until everyone who needs it has been through the training and is certified and proved operational proficiency in the yard. Welch — The meeting November 8 is for everything other than Transportation. asked them to be able to address stormwater questions. Adjourned at 2:44 p.m. Submitted by: "berry L. Norton Page 5 of 5