I have no further mayor updates so I'm going to take us into
officer and staff reports and start out with an update on the public safety
building. Rob. Okay. Yep. We have more
reorn from MC group who is going to lead a short
presentation on our on the status of our construction of the public safety
building.
Good evening, everyone.
You're good. Someone did it for me. Thank you.
I haven't seen you in a while and I'm glad to say I have good news.
So most of you have probably aware we're coming to the end of the building of the
new public safety building. Tonight, I'm going to give you an overview of
what's happened, where we are today and what to expect.
I'm going to start with the good news. So the whole project, we've had over 100,000
work hours with not a single recorded safety incident.
That's very impressive. We are still on track
to complete construction in July, which is how we started.
That's the schedule we started with and we are on track to maintain that
schedule. Current construction contract is below
the original contract amount by over 300,000.
So example of effective cost control throughout the whole process
and the total project budget of the 31.9 budget approved. We have a
approximately $1.7 million remains unallocated.
That means that we're well positioned at this point to deliver the project
under budget. And the last I'm just going to say is a
group. I think you can again thank your police and
fire. You can thank Susan for her effort, Rob for his
effort, Melissa for your help and everyone else has been involved in this
process because from the beginning, a very clear vision
was stated and we feel that we've
accomplished the mission. So it's been a very successful project and you
could all be very grateful for the team that you have
working in the city. Project budget update.
Currently, as I mentioned, the project is trending under budget
due to competitive bids, discipline change order management,
for active coordination. It's been a very collaborative project team with
the architects and engineers and the construction manager.
We have limited any kinds of major cost growth. We've
preserved our contingency. So the remaining contingency levels, both
owners contingency and construction contingency are healthy and appropriate.
They're better than appropriate for this phase of the construction project.
And as we reach completion, we'll maintain those two contingencies
to the very end. And then those will eventually be returned
to the owner. But basically, you won't be billed for those amounts
is what happens. And so holding on to that amount makes
just makes sure that to the very end, we have the finances available to take
care of anything that might come up. But generally, it's all good news.
Financially, as far as milestones schedule wise, we're also
predicting a very successful completion. So we've completed everything up to
Interior Ruffin. We've started already with final grading and
paving. Landscaping is projected to complete by next month.
Substantial completion, we're on target, like I said, for
like I've got to predict here, July 4th. And we have started the owners,
fixtures, and equipment, procurement, and installation.
And that should be wrapped up by the end of July.
Last 30 days, a lot has been happening. So you might have noticed that they
started building the police side, then they've moved into the
the common area, and then they've worked on the fire department.
So we call those units A, B, and C. So at this point, unit A,
the police department, is nearly complete. So drywall's done,
ceilings are done, finishes, casework is going in,
and final mechanical electrical and plumbing. It's all wrapping up here.
Moving into the common area, and they've already started with a lot of those trades,
and nearly done like with ceramic tile in the fire department.
Elevator is underway, should be installed and certified, maybe next week, depending on if we
get phones to the building, phone lines. And as I said, we started
finished grading and site concrete is underway. So sidewalks are going in.
And the owner furnished equipment. The procurement is well underway,
over 85% complete, and they started deliveries. So in the next 30 days,
we're expecting the majority of the work to wrap up and to start the final
finishes. So landscaping, they're going to do startup and testing and commissioning.
That's all going to be in the next 30 days. And I went ahead and added a slide here for
a 60-day look ahead. So after our 250th Independence Day celebration,
that's when you can imagine they're going to be moving in, hopefully.
So the strong coordination between the City, Bray, the architect, and CD Smith,
the construction manager, we minimize disruptions. Like I said, we're aligned with the overall
project time lighting, meaning the substantial completion date of 7-1, which was in the original
contract. We've managed to maintain that. Like I said, owner furnished equipment procurement is
probably 85, almost 90% complete right now. No lead time concerns. And CD Smith,
the construction manager, has accepted the idea of partial substantial completion. So we're
going to start installing equipment. Like I said, unit A, B, C, we're going to start installing
equipment in that same pattern. And the police and fire department, the leaders are going to
handle their own occupancy planning, and that has already begun. So meaning they're going to help,
they're going to figure out how to move everything in, get everything up and running.
So that's already started. So overall, good news.
As you've probably seen from the outside, training tower's done, there's glass up,
signage is going on the outside of the building. As I said, sidewalks are in. That gives you a
little brief look at what the inside of the training room slash court area is going to look like.
Lots of light. We've now well surpassed where this picture was taken. So
that wraps up my presentation. And I am happy to answer any questions.
Any questions from Council? Mr. Planer? Yeah, no, I guess I'm just thinking about contingencies.
Morris, so like nothing to be concerned about this time. No, we're expected surprises that you're
thinking about? No, no unexpected surprises with contingency. And as I mentioned,
there will be a decent amount of contingencies being returned to the owners, how we reference it.
But it's basically you won't be billed for that about. And then I guess like Rob,
will we have access to some of those numbers and dollars when we start talking about borrowing
for the fall and like budget time? Yeah, we think so as we go into budget season,
yeah, well, I mean, I think we're going to have our substantial completion like Morris said,
on July 26th, I think. And so, yes, we should, yeah, so at budget time, we should have a pretty good
grasp of what we have. Yeah. Even before then, I mean, I think we'll know. July, for sure,
we'll be getting our final bill from the construction manager. Other questions? Mr.
Neumeir? Just a quick question. We're set with DOT as far as access to the highway now. We're
on the agenda for tonight. Yep. Thank you. Mr. Benning?
No, I get to look at it every day and watch it from my work at the funeral home. But
and I have gone through it a couple of times and it's very impressive. I think it's going to be key
to recruiting and retaining staff at this facility. And we said, you know, you referred to the vision
of a 50-year building and it's it will be a 50-year building. We'll not be going in. I know Melissa
and I've talked was we've got plans for how we're going to maintain it going forward. That's been a
key for us to know how we're going to mow the lawn, plow the snow, you know, and know when we have
to put a new roof on it or something like that. So it won't be in five or 10 years. It'll be 50
years. And so talking with the Ben, the site manager out there, he's very pleased and pressed.
I've been very impressed with he and his crew with everything they've done out there. So thank
you and the whole team. It's it's been a fun project to work on a good group of people.
Other questions? I just I have one quick one that one of my the expectations that we laid out from
the start was that once we took occupancy of the building, we also acquired a capital plan that
showed life expectancy of carpet, windows, paint, and that we could adopt a nice gantt charter project
map showing that, you know, in 2048, we would have to replace windows or just so that future
councils can maintain it because the current state is it's a 50 year building, but there's nothing
precluding that from being a hundred year building. If it's maintained properly, that's I'd really
like to see that adopted, you know, given to council when we take occupancy. I think that's
going to be critical. I will make note of that. So a separate the idea would be like a separate
binder for council beyond the owner, the owner's maintenance manuals that we would give to say the
the building management team. Yeah, so what what I've what we've done in the past with larger
projects is, you know, like the carpet is warranted for X amount of time HVAC's warranty and just
shows the end dates of all of those so that the the council and GGF can plan for an understanding that,
you know, the expected life cycle is X. So start saving now. So in the future,
some councils not sitting there going, well, you know, we can they don't need air conditioning,
like it's a $250,000 liability. We know that the date of the year and we need to be appropriately
budgeting for it. Good idea. Okay. Thank you. Anything else after that?
This was quick. I just want to say that working inside this project for all this time,
Mora, you've been outstanding to work with. And I really appreciate appreciate your professionalism
and your attention to detail. And I just wanted you all to know that she has been amazing this
entire time. Thank you. Thank you. Lovely. I'll be back next week.
Well, anybody anybody who tells us we get some extra millions of dollars they deserve an applause.
Yeah. Yeah. We'll go get you some beanies, chips and nachos. Okay.