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From YouTube: Pat andnJohn Presentations 08 28 2018
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A
I've
got
a
few
more
updates.
I've
got
one
on
the
government.
Center
maintenance,
Public,
Works,
Director,
Pat
Biegler
is
going
to
do
that,
and
this
is
on
maintenance.
Only
and
then
she's
going
to
be
followed
by
inspections
and
codes.
Director
of
John
Hutchison
and
deputy
city
manager,
Pam
Hodges
on
government
center
repairs,
construction
and
insurance.
So
Pat
big
Lee
is
going
to
talk
about
maintenance,
they're,
going
to
talk
about
repairs,
construction
and
insurance
following
Pat
Biegler.
So
with
that
our
Director
of
Public
Works,
Pat
Biegler.
B
C
B
We
went
through
our
inspection
about
two
weeks
ago.
There
are
literally
29
thousand
cities
that
qualify
and
in
over
20
years
only
146
have
achieved
that
a
particular
goal,
and
we
did
it
with
a
perfect
score.
So
we
rewarded
a
hundred
percent
on
that
accreditation,
inspection,
I'm,
really
proud
of
my
staff.
They
worked
very
very
hard
to
achieve
that.
We've
put
several
years
into
preparing
programs
that
would
allow
us
to
qualify
for
accreditation.
B
So
it
has
been
a
very
worthwhile
effort
this
evening,
I'm
going
to
talk
to
you
a
little
bit
about
maintenance
at
the
Government
Center
I
would
like
to
just
kind
of
say:
you
know,
taking
care
of
a
noble
building
is
kind
of
like
taking
care
of
an
old
car.
You
can
do
the
maintenance.
You
can
stick
very
closely
to
the
manufacturer's
recommendations.
You
can
make
sure
that
the
or
gets
changed
the
fluids
gets
changed.
The
filters
get
changed.
B
You
can
even
do
major
repairs,
but
when
all
is
said
and
done
when
it
hits
about
10
or
12
years,
you're
going
to
have
breakdowns,
and
that
is
what
we
were
experiencing
now
with
the
government
Center.
We
have
been
taking
care
of
the
building,
and
but
it
has
reached
that
age
where
things
are
starting
to
happen.
So
let
me
talk
to
you
a
little
bit
first
about
the
background
so
that
everybody
has
kind
of
a
is
brought
up
to
speed
and
then
talk
to
you
about
some
of
our
maintenance
program.
B
The
building
was
opened
in
1971.
At
that
time
there
was
no
certificate
of
occupancy
issued.
I
can
only
assume
and
to
my
knowledge,
the
building
did
not
fully
meet
code
at
that
time
were
have
been
awarded
a
certificate
of
occupancy.
It
was
built
with
an
open-concept
cubicles
were
expected
to
go
in
and
they
only
actually
built
out
about
six
or
seven
of
the
12
floors
at
that
time.
B
So
it
wasn't
completely
built
out
as
time
passed,
more
people
moved
in
they
started
building
walls
instead
of
cubicles
and
then
they'd
start
chopping
up
those
they
build
a
conference
room,
and
you
know
a
few
hours
later.
They
decide
they
need
more
offices
and
they
chop
that
into
three
offices
and
put
up
some
walls.
B
B
Of
concern,
the
fire
alarms
were
blocked
by
walls.
The
air
conditioning
wasn't
modified
when
the
walls
were
moved
and
electrical
was
run
to
whatever
was
convenient,
so
we
have
places
in
the
building
where
to
turn
off
the
electric
for
down.
Here
you
have
to
go
up
to
the
other
floor
and
those
changes
were
not
documented.
Some
of
our
employees
are
familiar
with
where
you
might
have
to
go
and
some
of
those
hideous
sequences,
but
it's
it's
tough.
It's
not
well
documented
at
all.
B
Prior
to
my
arrival
here
in
in
the
at
the
end
of
2011,
changes
were
made
without
drawings
or
permits,
as
I
said,
when
I
came
and
started.
Looking
at
the
situation,
I
alerted
management
of
the
fragility
of
the
system.
They
did
that
in
early
12,
and
we
talked
about
significant
issues
to
do
with
security
utilities,
fire
safety,
etc.
We
then
came
back
later
in
2012
and
did
an
executive
closed
session
with
counsel
to
talk.
That
was
when
we
were
still
in
the
government
center,
and
we
talked
about
the
issues
that
existed
with
that
building.
B
At
that
time
it
was
determined
that
we
were
going
to
do
a
full
assessment
of
the
building
and
that
happened
20:13
to
WR
and
faithful
and
gould
performed
that
evaluation.
That
assessment
and
they
evaluated
the
cost
for
renovation
or
multiple
replacement
options
to
to
fall
around
a
hundred
million
to
a
hundred
and
twenty
million.
B
Not
keeping
up
I
apologize,
they
did
confirm
that
all
of
the
systems
in
the
building
needed
replacement
or
significant
upgrade
they
additional.
Then
additional
presentations
of
their
findings
were
made
to
Council,
and
then
we
had
other
sessions
with
council
over
time
and
following
that,
a
commission
was
formed
to
study
alternatives
and
they
spent
some
time
trying
to
decide
which
option
would
be
better
and
made
some
recommendations
to
Council.
Also.
B
B
That
rule
continues
in
effect
today
and
we've
had
some
confrontations
with
folks
who
wanted
to
go
ahead
and
do
things
and
with
the
support
of
the
city
manager.
That
did
not
happen.
We
have
stuck
to
that
rule
and
we
intend
to
continue
to
follow
with
that
rule.
Several
items
identified
during
that
asset
assessment
were
things
that
we
could
take
care
of
and
we
move
forward
with
taking
care
of
them
by
2014
we
put
in
a
backflow
preventor.
That
was
one
of
the
issues
they'd
identified.
D
B
Briefly,
facilities
maintenance,
my
crews,
their
task
is
to
do
they
need
to
do
all
the
needed,
routine
maintenance
and
repair
on
all
the
city,
buildings
and
the
other
infrastructure
to
include
doing
custodial
work.
I
have
a
staff
of
30
who
do
all
of
those
out
of
that.
The
facilities
have
only
four
plumbers.
Now
we
have
600
plus
facilities.
We
have
400
plus
sprinkler
systems
that
those
plumbers
take
care
of,
and
then
we
have
500
plus
other
infrastructure.
B
Everything
from
public
bathrooms
to
you
name
it
I
would
say
on
the
whole
that
the
crew
does
a
phenomenal
job
and
I
bring
35
years
of
experience
in
the
public
works
in
facilities.
Arena
and
I
can
tell
you
they
do
a
phenomenal
job,
keeping
up
with
all
of
that
with
the
staff
and
the
resources
they
have.
B
We
also
point
the
wrong
way.
Okay,
we
have
put
in
place.
We
had
some
contracts
in
place,
we've
put
others
in
place
and
we
will
continue
to
refine
contracts
as
we
need
them
to
provide
professional
support.
No
matter
how
good
you
are,
you
don't
know
everything
about
everything,
and
you
know
we're
not
certified
for
everything.
So
we
have
a
specific
contractor
who
takes
care
of
our
elevators.
We
have
a
one
that
assist
us
with
larger
jobs
or
more
complex
work
on
mechanical
systems.
B
We
have
a
contractor
who
helps
us
with
roofing
systems,
with
fire
protection
systems
and
with
our
generators
and
I
could
go
on
and
on
and
on,
but
I
won't
spend
any
more
time
with
it
every
day
in
the
government
Center,
they
walk
through
every
mechanical
room
in
that
structure
in
that
complex
and
they
look
at
every
piece
of
machinery
to
see
if
they
can
spot
any
problems.
They
walk
around
the
outside
of
the
building
twice
per
day.
B
B
They
we
purchased
infrared
equipment
so
that
we
can
check
the
mechanical
rooms
if
you've
got
bearings
that
are
starting
to
wear
if
they
heat
up
and
we
can
identify
those
in
advance
of
a
problem
with
the
infrared
cameras.
We
also
do
infrared
checks
of
the
electrical
system
about
every
three
months,
because
we
want
to
make
sure
there's
no
hot
spots.
They
are
either.
B
We
do
load
tests
on
the
generators
once
per
month
and
we
run
the
generator
once
every
week
without
putting
a
load
on
it
to
make
sure
that
it
turns
off
and
on
and
off
properly,
we
do
a
checks,
monthly
checks
of
the
HVAC
system
and
we
change
filters
and
we
do
all
of
the
needed
maintenance
and
the
manufacturer
of
recommended
maintenance.
And
then
we
also
check
freon,
for
example,
and
we
have
a
hot
contractor,
go
recharged
if
we're
finding
that
the
freon
is
low
and
again
there's
a
long
list
of
things.
B
This
is
a
very
important
point:
we
don't
just
patch.
If
we
have
a
problem,
we
take
the
time
to
analyze
what
has
caused
it.
It's
like
the
doctor,
giving
you
something
for
the
flu,
but
not
trying
to
you,
know
for
pain
or
headache
and
not
trying
to
figure
out
what
why
you
have
a
headache
we
try
to
make
sure
and
when
we
do,
that's
resulted
in
identification
of
some
more
systemic
problems.
The
two
largest
ones
that
I
thought
I
would
mention
were
those
hot
water
lines.
B
What
we
found
a
rusted
out
connector
and
we
have
a
leak
instead
of
just
fixing
it.
We
started
looking
at
what
caused
it
and
whether
we
had
similar
situations
throughout
the
building
and
we
ended
up
with
a
contract
to
fix
a
couple
hundred
of
those
because
dissimilar
metals
had
been
used
throughout
the
building.
We
also,
as
you
know,
buildings
built
in
71
don't
have
the
same
electrical
requirements
as
we
do
today.
We've
added
computers,
we've
added
all
kinds
of
doohickeys
and
doodads,
and
all
of
them
draw
power.
B
Our
systems
became
overloaded,
and
rather
than
try
to
do
a
total
retrofit,
which
is
expensive.
We
started
doing
things
like
installing
LED
lighting,
which
significantly
reduced
the
load
throughout
the
building,
also
saved
us
on
our
electrical
bills,
and
so
we
have
been
doing
things
like
that
with
forethought
and
to
be
as
proactive
as
possible
to
eliminate
future
crises
when
we
can
we're
also
responsible
for
the
structure
we
couple
years
ago
had
a
bad
practice
up
on
the
11th
floor.
B
B
B
This
is
a
gate
valve
that,
in
one
of
our
systems,
gate
valves
tend
to
stick
and
break
if
there's
any
grit
in
the
system
and
I
hate
to
tell
you,
but
with
a
building
from
71
there's
a
lot
of
grit
in
that
system.
These
days,
Plumbing
is
without
question
our
most
challenging
and
problematic
and
complicated
system
to
work
on.
We
have
cutoff
valves
on
all
of
our
fixtures,
but
they
are
the
original
fixtures.
B
The
team
battles
at
came
with
those
fixtures
on
all
196
sinks
in
197,
toilets
and
urinals,
but
they
are
fragile
and
we
really
need
to
systematically
go
through
the
building
and
replace
every
one
of
those
bowels
with
ball
valve,
because
we
know
that's
a
sticking
point
at
this
time
and
I
need
to
explain
this
to
you
just
so.
You
understand
the
complexity
of
what
we
deal
with,
because
we
don't
have
gate
valves
on
every
valves
on
every
floor
when
we
need
to
do
mechanical
work.
B
We've
got
to
shut
the
building
off
the
water
off
to
the
entire
building
and
drain
it
down.
So
before
we
do
that
on
a
Saturday
morning.
We
go
through
and
try
to
identify
anything
and
everything
that
might
need
to
be
fixed
that
weekend
and
we
get
scheduled
so
that
we
have
the
right
materials
and
people
there.
B
So
we
go
to
drain
the
whole
building.
We
literally
start
at
the
top
and
start
opening
up
valve.
We
shut
off
the
water
outside.
We
start
opening
up
the
valve
on
every
sink
and
we
go
from
floor
to
floor
to
floor.
It
takes
three
hours
to
drain
down
to
the
second
floor
and
once
we
get
there,
we
have
about
45
minutes
left
because
after
that
the
cooling
towers
start
draining
pressure
starts
dropping
in
the
fire
system
and
we
end
up
with
all
the
fire
alarms
going
off
and
other
major
issues.
B
B
And
then,
eventually,
after
about
the
third
time
through
the
building,
they
leave
the
building,
and
you
need
to
note
that
still
that
many
flushes
there
are
still
times
when
they
go
away
and
a
half
hour
later,
somebody
in
the
building
flushes
the
toilet
and
it
blows
a
line
apart
and
then
we're
back
in
there
trying
to
do
the
same
thing
that
we
were
doing
before.
We
start
at
the
top
and
turn
off
the
water
and
train
the
system.
It
is
painful,
it
is
time-consuming.
B
We
need
to
replace
shifting
gears
here
a
little
bit,
but
we
also
need
to
replace
all
the
drain
lines
to
include
roof
drains
all
of
those
drains
and
sewage
drains
and
roof
drains.
So
whether
it's
storm
water
or
sanitary
are
made
out
of
cast
iron
and
they
are
beginning
to
split,
and
usually
they
split
off
the
top
of
the
pipe,
not
the
bottom.
B
So
yet
things
will
go
along
perfectly
fine
until
we
head
of
day
when
a
certain
number
of
people
flush
the
toilet
all
at
one
time
and
suddenly,
if
that
sewage
dripping
down
and
we're
going
in
trying
to
figure
out
where
the
split
is,
we
cannot
see
it
from
the
floor
and
we're
trying
to
figure
out
what's
going
on
there.
If
we
do
that
work,
we
have
to
do
at
nights
and
weekends
if
we
can,
because
it's
noisy,
we
have
to
cut
that
cast
iron
that
interferes
with
the
courts
and
other
work.
B
Now
this
is
on
one
of
the
floors
on
the
11th
floor.
You
can
see
the
cast
iron
pipe
up
there
and
it
is
way
up
in
the
air.
So
you
can
understand
that
it's
not
that
easy
to
ascertain
where
a
leak
might
be
coming
from,
because
it's
coming
from
somewhere
up
there
and
it
takes
special
equipment
to
get
in
it
means
working
over
their
heads.
It's
very
uncomfortable-
and
this
is
kind
of
give
you
an
idea
of
the
the
condition
of
some
of
those
drain
pipes.
We
are
constantly
trying
to
flush
them
out.
B
Some
of
them
will
flush.
Some
of
them
will
not,
and
that
creates
a
challenge
for
our
work.
Crews
to
building
access
many
of
the
occupants
over
the
years
have
changed
the
locks
on
their
doors
and
we
no
longer
have
access
to
a
lot
of
areas.
So
if
we
have
a
flood
over
the
weekend,
we
have
no
idea
what
might
be
going
on
be
in
those
locked
areas.
We
are
going
to
go
through
and
change
the
cylinders
and
put
in
a
master
key
system.
B
We've
been
yes,
so
we
have
probably
a
hundred
and
fifty
offices
in
locations
we
can't
get
into
so
we're
going
to
need
to
go
back.
That's
going
to
be
roughly
$50,000
to
get
back
to
a
master
key
system.
I
feel
like
I
missed
something
because
I
was
talking
about
the
plumbing,
but
we
do
need
to
replace
of
all
ball
valves
with
those
other
valves
and.
B
So,
let's
see
I've
lost
track,
I'm.
Sorry,
in
addition
to
that
what
was
recommended
and
what
still
remains
to
be
done
is
we
need
to
pressurize
the
stairwells
for
fire
safety,
which
means
installing
vent
fans
and
replacing
doors.
That's
not
work
that
can
be
done
by
our
crews,
but
it
still
was
identified
during
that
evaluation
of
the
building
and
still
remains
to
be
fixed.
The
fire
alarm
systems.
B
We
can't
I
can't
go
in
and
put
in
a
fire
alarm
because
I
have
to
put
in
whatever
its
current
to
code
and
our
current
infrastructure
in
the
core
won't
support
the
new
fire
alarms
with
strobes
and
the
other
required
things.
So
we
have
to
do
that
Center
core,
to
provide
that
if
we
do
that,
we
need
to
replace
the
fire
alarms
throughout
the
building
to
make
sure
that
every
place
can
hear
the
fire
alarms,
see
the
fire
alarms
and
respond
to
them.
We
need
to
do
we
also
the
air
conditioning
system.
B
B
All
of
that
said,
if
we're
going
to
replace
the
valve,
put
valves
on
each
floor,
so
we
can
shut
off
and
we've
been
working
on
this
and
I
did
miss
the
slide.
The
valves.
There
are
three
we
have
to
have
three
on
each
floor,
but
things
have
changed
so
much
that
we
do
not
and
we
don't
have
drawings.
We
do
not
know
where
to
place
all
of
those
valves
in
order
to
be
able
to
actually
shut
off
the
the
water.
B
On
a
given
floor,
we
are
working
with
the
contractor
right
now
trying
to
evaluate
where
those
points
might
be,
because
it's
it's
just
not
a
clean.
This
line
takes
fear
of
this
floor.
In
addition,
we
have
to
have
a
valve
for
the
hot
water
valve
for
the
cold
water
and
a
valve
for
the
recirculating
water
on
each
of
the
floors.
B
Inspections
and
codes
has
already
been
trying
to
find
a
contractor
to
work
on
these
with
us
and
quite
honestly,
they're
all
reluctant
to
take
it
on
because
it
is
so
complex
and
it's
such
a
puzzle.
So,
but
we
need
to
keep
moving
forward
and
try
to
make
it
happen
one
way
or
the
other.
If
we
want
to
change
the
gate
valves
to
ball
valves,
it's
going
to
cost
about
$80,000,
the
lock
replacement
will
be
about
50.
B
B
In
addition
to
that,
those
three
fire
safety
issues,
the
fire
alarm
system
needs
it
will
cost
around
six
hundred
pressurizing.
The
stairwells
will
cost
around
eight
hundred
and
fifty
and
installing
a
sprinkler
system
which
is
mentioned
pretty
often
and
was
in
that
assessment
it
will
be
about
a
million
so
for
fire
safety.
We're
talking
two
point:
four:
five
million
for
a
total
of
five
point:
nine:
three
million
dollars.
B
That
is
not
everything
that
needs
to
be
done,
but
if
we're
going
to
replace
the
building
somewhere
down
the
road,
we
need
to
make
a
decision
to
invest
and
move
forward
with
some
of
these
projects.
The
facilities
in
Public
Works
will
continue
to
do
what
we
can
with
the
resources
and
manpower
we
have,
but
it
will
take
some
additional
money
to
contract.
B
A
A
If
we,
if
dollars,
were
made
available
to
us
through
a
special-purpose
local
option,
sales
tax
and
you
allowed
or
issued
bonds
that
we
were
able
to
advance
the
dollars
and
go
ahead
and
complete
or
move
forward
with
a
project
to
renovate
or
teardown
and
construct
new
yours
constructing
you
somewhere
else,
I
asked
am:
how
long
would
that
take?
Is
that
a
three-year
five-year
six-year
eight-year
period?
A
A
Eight
years,
and
so
I've
asked
them
to
start
identifying
systems
that
we
need
to
update,
because
we've
got
employees
coming
into
that
building
every
day.
Those
buildings
and
we've
got
the
public
and
we've
got
courts
and
we
got
everything
going
on
and
again.
We
know
that
if
we
had
dollars
today
would
end
up
five
six
eight
years
down
the
road
before
you
could
turn
a
key
and
move
into
a
renovated
building
or
a
new
building.
A
E
A
Duck
that
the
numbers
that
she's
throwing
out
to
you
tonight,
the
systems
that
we've
got
to
take
care
of,
and
we
got
to
find
the
money.
And
so
that's
why
I've
separated
this
is
the
maintenance
piece
of
it
and
they
are
working
every
day
with
a
challenging
building.
Trying
to
maintain
it,
and
so
after
you've
asked
her
them.
The
questions
that
you
have
then
we're
going
to
come
and
talk
to
you
about
the
repairs
as
a
result
of
the
flood
and
what
construction
work
needs
to
be
done.
A
D
Good
evening,
Council
I'll
kind
of
fly
through
a
few
of
these,
just
to
kind
of
give
you
update
again,
like
we've
talked
previously
about
incident
one.
So
that's
the
tenth
and
eleventh
floors
continue
to
be
off
limits,
but
ninth
floor
and
below
are
available
incident.
Two
four
three
and
two
are
open
for
citizens
and
will
be
operational
as
repairs.
Continue:
we've
nullified
their
quality
concerns.
We
had
some
concerns
about
that.
We've
tested
the
tower
and
the
wings,
so
we
didn't
have
any
concerns
with
any
of
that.
Just
kind
of
a
recap
of
the
working
condition.
D
One
of
the
pros
about
this
project
is
that
we've
kind
of
been
able
to
to
divvy
up
these
sections.
You
see
here
between
servpro
the
buildings,
the
content,
the
labor
and
utilities
between
different
departments,
so
we've
had,
instead
of
typically
in
the
past,
when
you
get
a
claim,
it's
kind
of
mostly
on
engineering
and
public
works
to
kind
of
sift
through
all
of
this
and
then
get
get
it
done,
but
ideally
with
this
one,
because
it
was
a
major
project
and
we
were
dealing
with
one
of
the
major
buildings
here
in
the
city.
D
Different
departments
have
helped
separate
all
this
work,
so
my
job
was
kind
of
more
on
the
building
side.
We
had
risk
risk
management
kind
of
do
more
in
the
contents
and
servpro
we've
had
finance
help
us
with
the
utilities.
We've
had
everybody's
kind
of
keeping
track
of
labor
cost,
so
we're
able
to
split
the
claim
up
into
different
departments
instead
of
counting
sequential
all
these
things
are
being
attacked
simultaneously.
So
I'll
show
you
the
timeline,
which
is
definitely
been
in
our
favor
certaPro.
D
If
we've
talked
before
they've
completed
all
their
finishing
their
cleanup
right
now,
the
the
only
part
they
will
come
back
to
do
depending
on
the
contents
that
are
in
the
building
they
did.
The
contents
adjuster
did
consider
a
total
loss
that
they
will
have
to
come
and
clean
physically
come
back
and
clean,
so
that's
a
cost
that
they
will
have
to
incur
at
that
point.
This
is
the
first
to
claim
numbers
that
we've
been
given,
and
this
is
just
for
the
mechanical
and
electrical.
D
So
it's
a
mechanical
electrical
low
voltage
in
the
camera
work
total
about
two
hundred
and
seventy
one
thousand
dollars
for
floors
11
through
five
and
four
floors,
four
through
to
about
thirty
four
thousand
dollars.
So
that's
roughly
over
thirty
three
hundred
thousand
dollars
from
the
claim-
and
that's
just
the
mechanical
and
electrical
work-
that's
not
any
drywall
and
any
of
that
kind
of
stuff.
That's
just
electrical
work.
It
needs
to
be
replaced
lights
that
needs
to
be
replaced.
Receptacles,
some
of
the
mechanical
controls.
We
were
having
issues
with
that's
just
that
side
of
the
house.
D
All
that
needs
to
be
done
and
that's
the
part
of
the
contractors
work
for
him
to
come
in
to
do,
and
so
once
those
numbers
are
finalized,
we'll
bring
those
back
to
Council
and
that
also
once
we
once
those
have
been
approved
by
the
insurance
company
contents,
there's
everything
that
wasn't
more
or
less
nailed
down
anything.
That's
in
the
building
from
furniture,
bookcases,
computers,
all
that
kind
of
stuff.
The
contents
adjuster
has
completed
their
work,
we're
waiting
to
hear
back
from
the
insurance
company,
the
official
number
from
that.
D
But
once
again
we
tried
to
kind
of
do
some
of
these
things
simultaneously,
so
we
actually
got
the
moving
contents.
So
that's
the
move,
all
the
material,
because,
ideally
the
contractor
needs
kind
of
a
clean
slate.
He
doesn't
need
to
be
going
over
somebody's
desk
to
be
putting
carpeting,
and
things
like
that.
D
So
we
have
a
cost,
has
been
approved
from
the
insurance
company
for
a
little
over
$16,000
to
move
the
materials
out
of
the
building
as
construction
goes
on
and
to
move
them
back
in
so
that
number
typically,
the
numbers
I
have
in
here
have
been
approved
currently
by
the
insurance
claim.
So
we
have
everything
from
them.
D
Like
I
told
you
mention
a
few
slides
before
all
the
departments
from
sheriff
Forest
Management,
Public,
Works,
IT
engineering
inspections
and
codes.
All
of
us
are
keeping
up
with
our
hours
to
submit
as
a
final
usage
claim
as
the
claim
due
to
labor
and
utilities.
Obviously,
we
had
the
tens,
tens
of
thousands
of
gallons
of
water
that
was
released
in
the
building,
so
obviously
that
would
affect
our
utility
bill
for
that
month,
depending
on
what
happened
because
of
the
leak.
D
So
the
next
steps
here
at
a
complete
negotiation
for
the
insurance
company
literally
I,
have
a
two-hour
meeting
with
them
tomorrow
to
try
to
get
us
to
a
happy
medium
where
everyone
agrees
to
the
cost
of
the
work
to
be
done
so
we're
literally
gonna
go
through
line
by
line.
I
have
three
hundred
and
fourteen
pages
on
the
first
claim
and
about
a
hundred
and
seventy
one
in
the
second
claim,
so
we're
literally
just
gonna,
go
through
it
and
make
sure
we're
all
apples
to
apples.
So
they
agree
to
something.
D
We
had
a
few
issues
that
we've
already
noticed
off
top.
That
would
reduce
the
general
contractor's
cost
that
the
insurance
is
agreed
to.
There's
certain
things
we
will
just
have
to
you
know,
sit
down
and
figure
out.
How
do
we
get
to
the
end
of
it?
The
intent
is
to
bring
that
proposal
once
the
insurance
approves
that
number
to
authorize
the
contractor
to
perform
the
work
sometime
in
September
2018,
hopefully
by
the
11th
I'd
love
to
come
and
have
something
ready.
Then
it's
just
dependent
on
the
insurance
approving
the
number
that
we
submit
to
them.
D
The
contractor
that
we've
talked
to
has
projected
a
four
month
timeline,
so
they
will
work
24/7
on
floors,
10
and
11
as
we
go
for
that
whole
four
month
period
and
then
we'll
have
to
work
out
scheduling
with
with
courts
and
make
sure
we're
not
disturbing
anything
that
they
have
going
on
for
those
following
months.
So,
ideally,
we'd
like
to
have
the
government
center
back
up
to
normal
operations,
January
or
February
of
2019.
D
If,
like
I
said,
this
timeline
continues
the
way
it
is
ideally
that's
when
we'd
like
to
have
everybody
back
in
the
building
open
to
the
public,
all
the
elevators
running
no
dividers
between
us.
You
know
all
of
it
open
back
to
previous
use,
just
for
comparison
sake,
I've,
unfortunately
been
with
the
city
long
enough
to
deal
with
all
of
these
in
claims
situations
and
dealing
with
the
insurance
so
so
take
the
annex
which
we
had
a
rain
event
of
2011.
D
It
was
another
8
months
before
we
had
to
work
authorised
by
council
officially
to
bring
you
all
to
approve
in
March
2
2012
nekoma
Jim,
when
we
had
the
roof
failure,
that
was
in
September
of
11.
We
worked
with
the
insurance
company,
and
that
was
another
7
months,
and
that
was
brought
forward
in
April
of
2012
for
approval
from
Council
fire
station
number
11
November
15.
D
When
it
caught
fire,
we
didn't
have
numbers
to
bring
to
council
till
April
of
2017,
but
the
way
we've
worked,
this
new
project
from
when
the
incident
happened
in
June
to
September
is
only
three
months
and
we're
almost
at
the
point
of
having
a
final
number
approved
from
the
insurance
company
to
proceed
with
construction.
So
I
would
like
to
say
that
we
kind
of
said
the
way
we
divvied
up
the
different
tasks
up
under
the
claim
has
definitely
helped
and
expedite
the
process.
So
that's
where
we
stand
right
now
and
I'll
take
any
questions.
A
A
You
put
a
price
on
any
of
this
and
here's
our
cost
for
that
and
and
the
adjuster
will
can
can
go
out
and
get
somewhere
else
to
look
at
it
another
company
and
and
then
they
come
to
an
agreement.
They
do
that
with
your
car.
You,
you
you're
just
to
come
out
until
you,
it's
gonna
cost
five
thousand
dollars
to
repair
your
car.
You
take
it
to
the
repair
shop,
repair
shop,
put
it
up,
put
it
on
the
jack
and
and
say
no,
they
didn't
see
under
the
collar
undercarriage
that
no
that's
another
thousand
dollars.
A
They
call
the
gesture
out
there
just
to
looks
at
and
say
I
agree
and
it's
six
thousand
dollars.
That's
how
it's
going
to
work
or
that's
how
it
works
even
with
what
we've
got
to
get
done.
So
that's
what
we
anticipate.
That's!
Why
he's
involved
and
as
an
architect
and
inspections
and
codes
and
and
we're
gonna
have
the
insurance
people
gonna,
have
the
construction,
people
and
and
we're
gonna
have
to
come
to
an
agreement.
F
Mr.
Hutchison
I
have
a
question
about
the
slide
that
you
said
next
steps
there.
You
know
you
are
hoping
to
bring
a
proposal
to
us
in
September
and
the
contractor
projects
a
120
day
timeline
as
I
understood
what
you
were
saying,
but
that
does
not
include
the
kind
of
work
that
Miss
Bigler
was
talking
about.
This
is
simply
to
get
us
back
to
where
we
can
move
those
judges
back
into
their
courtrooms,
and
that
sort
of
thing
is
that
correct
that.
D
F
Well,
it
seems
to
me,
may
have
that.
Excuse
me.
We
have
a
two-prong
situation
here.
One
is
our
immediate.
What
are
we
going
to
do
and
that's
what
mr.
Hutchinson
is
saying
he's
going
to
do
for
tomorrow,
starting
well
continued
to
are
what
the
insurance
company
and
then
well,
maybe
even
a
three
problem.
F
Some
of
the
things
that
miss
Bigler
said
we
need
to
do
whether
we
tear
that
building
down
or
do
anything
else
to
that
building
or
not,
and
then
the
third
thing
is
so.
What
are
we
going
to
do
overall
and
I?
Have
a
I
haven't
seen
and
I
don't
want
anybody
to
take
this
wrong?
I
think
you
folks
are
doing
a
hell
of
a
job.
You
are
doing
what
needs
to
be
done
and
you
are
looking
out
for
the
citizens
of
Columbus
and
their
money,
but
I
don't
see
any.
F
Plan
to
hit
all
those
buttons,
how
are
we
going
to
do
that?
How
are
we
going
to
make
those
decisions?
How
are
we
going
to
know
that
we
need
to
replace
that
fire
system
and
we
need
to
do
it
right
now,
but
we
can't
do
it
until
we
replace
the
entire
building
and
we're
gonna
tear
the
building
down.
Are
we
just
gonna.
F
A
C
Mr.
state
manager,
let
me
just
say-
and
it
is
it's,
it's
a
dilemma:
it's
a
full-fledged
dilemma.
So
I'm
not
here
to
offer
any
singular
solution.
I
will
say
this
I,
you
know
there
are
other
options
and-
and
they
all
have
political
consequences
and
so
Council's
can
have
to
make
some
tough
decisions
but
I'm
sure
it's
bothersome
to
a
lot
of
folks
here
at
this
table
and
maybe
watching
that
there's
even
being
proposal
that
3.5
million
dollars
would
be
poured
into
a
building.
This.
C
Yeah,
maybe
five
point
I
guess
I'm,
sorry
I'm,
just
looking
at
the
one-page.
Oh
yes,
I'm!
Sorry,
five
point!
Nine
excuse
me
five
point:
nine
million
dollars
would
be
poured
into
a
building
that
has
to
be
fundamentally
gutted
and
redone,
and-
and
so
that's
just
like
to
me-
I'm
sorry
to
be
dramatic,
burning
it
and
a
big
you
know
trashcan
or
something
because
you're
only
you're
putting
in
that
six
million
dollars
for
a
short
period
of
time.
C
You
keep
saying
six
six
years,
which
would
be
true
if
you
went
for
the
spa,
which
I
appreciate
is
a
way
that
we've
talked
about
doing
it
before
absolutely
could
do
it
again,
but
you
need
to
understand.
The
school
board
may
want
that's
lost,
but
we
may
have
to
negotiate
with
them
a
little
bit.
They've
been
kind
about
it
so
far,
but
you
don't
know
what
political
winds
will
blow
in
the
future
and
what
needs
they
may
have.
C
You
also,
you
know,
just
have
some
other
issues,
and
so
there
is
the
opportunity
that
we
that
I
talked
about
before
of
going
to
the
building
authority
issuing
a
bond
beginning
the
design
and
the
construction
process
as
quickly
as
possible.
Now
it's
not
going
to
be
done
in
you
know
a
year,
but
it
could
be
done
in
24
months.
Perhaps.
A
C
I'd
like
to
see
some
proposals
on
that,
because
I've
seen
huge
buildings
go
up
in
Atlanta
in
24
months,
so
you
know
if
we
couldn't
renovate,
but
the
other
thing
I
think
we
need
to,
and
so
I'm
with
councillor
Thomas
on
I'd
like
to
see
a
plan
on
what
it
would
cost
and
and
what
the
proposal
would
be
to
completely
gut
the
building.
We
have
and
redo
it
to
take
down
the
wings,
possibly
build
things
there.
C
You
know
those
are
the
types
of
proposals.
I
think
we
we
need
to
see
and
the
other
thing
I
would
say
that
I
keep
hearing
a
lot
of
folks
talk
about
in
the
community,
sometimes
its
elected
officials-
sometimes
it's
just
citizens
that
are
concerned
is
I.
Think
we
need
to
hear
from
the
professionals
that
know
that
we
cannot
renovate
this
building
floor-by-floor.
C
It
seems
like
such
a
common-sense
proposal
of
let's
start
at
the
11th
floor,
let's
gut
it
completely
redo
it,
but
in
new
pipes
put
in
new
fire
systems
put
in
all
new
everything
electrical
and
everything
I
keep
hearing
from
all
the
professionals
is.
That
cannot
be
done
because
the
systems
can't
support
the
new
stuff,
because.
C
That
would
be
fiscally
prudent.
That
would
save
two
or
more
years
off
of
the
timeline
that
you've
given
because
the
time
line
you've
given
proposes
that
we
go
out
on
a
spliced
in
2020,
which
is
least
two
years
away,
and
then
of
course
the
money
has
to
start
being
collected.
And
then
you
have
to
start
doing
all
that.
A
F
We
can't
make
that
decision
without
more
information
about
what
what
that's
going
to
do.
That's
that's.
My
frustration
is
that
I
can't
tell
either
one
of
you
tonight
that
you're
right
or
that
you're
wrong,
because
I
don't
have
the
information.
I
am
NOT
a
I'm,
not
an
authority
on
that.
There
are
people
who
are
authorities
that
can
come,
and
you
know
advise
us
on
what
we
need
to
do
and
that's
what
I'm
looking
for
is.
How
are
we
going
to
get
the
advice
that
we
need
as
a
council
in
order
to
move
forward,
and
mr.
F
big
I
just
have
to
tell
you
the
thing
that
you
said
to
me
that
you
said
tonight
that
just
knock
my
socks
off
more
than
anything
is
that
there
are
there's
$50,000
worth
of
locks
that
people
I
work
in
that
building.
It
never
occurred
to
me
that
I
had
the
authority
to
change
the
lock
on
my
door,
and
so
you
know
I
mean
it's.
A
And
that's
why
councilor
Thomas?
We
we
back
into
2012
which
to
the
policy.
You
know
we
have
people
wanting
to
put
ceiling
fans
in.
We
don't
want
you
even
painting
in
your
I
mean
we
just
don't
do
anything
and
we're
not
doing
it
without
an
architectural
stamp
seal
and
without
getting
the
same
building
permit
that
we
expect
others
to
go
through
in
a
process
when
they're
going
to
alter
their
building
or
at
home.
But
what
we're
gonna
do
we're
gonna
bring
back
yeah
whether
we
go
through
the
building
Authority
as
an
option.
F
So
what
I
would
like
for
you
to
bring
to
us
to
mr.
city
manager
is
I
can't
make
a
decision
on
whether
or
not
the
amount
of
money
that
we're
going
to
try
to
raise
an
artiste
in
a
spliced
or
on
a
bond
issue.
Is
the
right
amount
of
money
without
having
information
from
the
people
who
know
from
the
professionals
who
build
buildings
all
the
time
and
can
tell
me
what
we
need
to
do
in
that
building
and
we
make
a
decision?
Are
we
gonna?
Are
we
gonna
tear
the
wings
down
I,
don't
know.
A
F
C
It
did
it
and
it
did
but
I'll
tell
you
this
that's
come
because
we've
had
a
lot
of
discussions.
I
just
think
that
there's
no
way
around
having
the
discussions
right
here,
it's
council
feels
more
comfortable.
That
way,
you
know,
I
just
think
that
the
Commission
was
was
helpful,
but
we
all
know
you
know
it
gave
a
price
tag
of
100
million
dollars
which
is
sticker
shot,
but
nobody's
going
to
give
you
a
better
estimate
until
you
have
a
more
refined
plan,
because
you're
just
asking
them
for
conceptual
building.
C
A
C
That
would
mean
as
much
information
as
we
have
then
council
could
direct
I
want
more
information
on
this
and
more
information
on
that
now
you
know,
just
from
the
the
professionals
I've
talked
to
you
guys
will
hear
the
closer
we
get
to
what
a
design
would
look
like,
which
is
going
to
be
awfully
far
down.
The
road
is
when
you
start
getting
more
refined
numbers.
C
So
there's
no
doubt
that
off
that
hundred
million
there's,
probably
10
or
20
million
dollars
that
can
be
shaved
off
I
mean
at
least
you
know,
it
just
depends
on
what
you're
gonna
do,
but
but
you're
gonna
have
to
get
a
little
further
down
the
road
of
what
it
is.
You
want
so
cool,
but
there's
a
lot
of
decisions
to
be
made
before
council.
A
C
G
G
A
C
F
E
E
C
And
I
know
councillors
have
said
that
they
have
trusted
experts
that
they'd
like
to
hear
from,
and
maybe
we
can
invite
those
people
to
come
at
least
listen,
and
if
they
want
to
speak,
then
they
can
speak
and
so
forth,
and
we
certainly
have
a
lot
of
folks.
Who've
already
worked
on
this
pro
bono.
You
know
it
brought
us
for
us
and
they
would
be
here
to
lend
their
expertise.
Yo.
Okay,
we.
G
H
C
Most
certainly
I
would
say
you
know
it's
kind
of
caddy
eat
an
elephant.
One
bite
at
a
time,
there's
almost
a
necessary
preliminary
decision
to
make
before
you
get
down.
I
agree
with
you.
It's
gonna
be
predominantly
a
judicial
building,
but
it
seems
to
me
that
before
you
start
deciding
what
the
building
is,
gonna
look
like
or
you
know
it's
which
way
you're
gonna
go
with
this
and
I.
C
Think
that
being
whether
you
do
a
bond
or
whether
you
dis,
flossed
and
I,
think
you'll
have
a
very
good
sense
of
what
decision
you'd
like
to
make.
Once
you
see
a
timeline,
and
you
know
once
you
see
how
various
things
could
be
funded,
so
that
could
be
the
first
part
of
the
presentation
and
then
but
but
some
of
that
design,
work
related
to
the
judiciary
has
already
been
done
in
the
in
the
Commission.
So
that
would
be
at
least
a
starting
point.
Okay,
so
we're
looking
at
this
18th
and
then
maybe.
A
C
A
There's
no
other
questions.
Madam
mayor
I
am
going
to
I,
know
you're
gonna
be
crushed,
but
I'll
delay
the
transportation.
Okay.