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From YouTube: Highways & Buildings Committee Meeting 2/14/2019
Description
Highways & Buildings Committee Meeting 2/14/2019 9:00 AM
B
A
C
C
C
C
A
C
Sure,
I
guess
I'll
start
with
you.
This
project
is
a
is
a
Township
bridge
project
through
MFT,
the
state
has
a
Township
bridge
program
which
pays
80%
of
the
cost
of
the
bridge,
the
township
position,
the
county
to
pay
10%,
so
the
county
and
the
township
split
the
20%,
so
we're
paying
10%.
The
township
is
paying
10%
and
that's
why
this
board
approves
the
contract
the
when
we're
letting
in
a
process
like
this,
the
state
wants
to
know
you
have
to
have
if
it's
less
than
10%.
Normally
you
can
war
with
justification.
C
If
it's
over
10%,
the
state
wants
written
justification
of
why
you
accepted
the
bid.
So
in
these
circumstances
we
haven't
had
a
bridge,
let
and
probably
in
two
years.
So
you
know,
I
did
hear
through
the
grapevine
that
the
steel
prices
of
the
tariffs
have
gone
and
also
country
materials
who
makes
the
beams
their
black
stone
plant
closed
a
few
years
ago.
They
have
a
plan,
champagne
and
a
plant
in
Salem,
and
it
was
brought
to
my
attention
that
they
couldn't
get
these
in
champagne,
so
they
they're
coming
from
Salem.
C
C
The
Department
of
Transportation
considers
MFT
funds
to
be
according
to
the
state
procurement
and
anytime
that
you
use
state
money.
The
contractor
has
to
participate
in
apprenticeship
and
training,
so
we
have
to
have
that
they
have
to
fill
out
a
form
that
says
that
they
participated
in
a
prior
ship
and
training
certification,
and
but
we
don't
on
our
local
money,
just
one.
That's
MFT.
E
C
C
B
C
I
have
a
few
payments
this
morning.
The
first
one
is
for
our
county
general
maintenance
for
2019.
This
is
payable
to
compass
materials
America.
This
is
for
bulk
salt
that
we
store
at
our
highway
garage,
and
that
amount
is
twenty.
Seven
thousand
nine
hundred
sixty
one
dollars
and
36
cents
next
is
for
limestone
Road
desert
for
their
2019
general
maintenance
tabled
a
morton
salt
and
that's
for
salt
that
was
delivered
to
their
shed
and
that
amount
is
13,704
dollars
and
forty
three
cents.
C
Next
is
pembroke
township
for
their
2019
general
maintenance
payable
to
the
pampered
pembroke
township
road
district
treasurer,
and
that
is
for
equipment,
rental
equipment,
rental
is
the
township
scan
and
the
county
can
use
their
equipment
and
build
those
hours
and
get
paid
from
their
motor
fuel
tax
funds
into
their
general
fund.
So
that's
what
this
payment
is,
and
that
amount
is
twenty.
Five
thousand
two
hundred
thirty
$8.95.
C
Next
is
our
county
section
number
17
as
0
0
301
desert
ash
BR
9
ft.
This
is
tabled
at
Toby's,
construction
and
cartage.
This
was
a
bridge
on
the
Kankakee
Livingston
County
line.
We
have
to
pay
a
proportion
based
on
our
assessed
valuations,
so
Livingston
County
pays
25
point
one.
Two
percent
and
Kankakee
County
pays
74
point
eight
eight
percent
of
that
cost
for
that
at
bridgework,
Livingston
County
took
the
lead.
They
had
the
letting
they
fronted
the
county.
C
Next
is
our
section
18
zero,
zero,
zero,
zero,
zero
desert
sbr!
This
is
payable
to
Toby's
construction
and
cartage.
This
is
a
expansion.
Joint
was
damaged
on
Warner
bridge,
we
called
Toby's
construction
Carters
and
they
came
out
and
fixed
that
for
us,
and
that
amount
is
one
thousand
two
hundred
thirty
dollars
and
63
cents
and
last
is
yellow
head
road
district
section
18
one:
seven
106
0,
1,
b,
r9
m
ft.
This
is
payable
to
Toby's
construction
and
cartage.
This
is
for
some
seven
timber
pilings
that
were
decayed
on
a
bridge
in
Yellowhead
township.
C
F
C
They
can
they
just
like
they.
We
do
that
some
years,
we've
done
the
same
thing.
We
keep
track
of
ours.
The
state
has
a
rental
rate
for
each
piece
of
equipment,
and
they
whenever
they
do
work,
they
keep
track
of
the
hours.
And
then
we
write
a
check
from
their
motor
fuel
tax
fund
to
the
township
to
put
in
their
general
road
fund.
There's.
F
C
F
C
C
F
A
B
C
The
only
other
thing
I
have
on
the
agenda.
Under
other
businesses,
we
did
have
a
compliance
review
done
at
the
office
for
2016
and
2017,
for
County
motor
fuel
tax
and
for
Township
bridge
program
funds
and
the
you
have
a
copy
of
those
in
front
of
you.
I
was
told
need
to
present
that
to
the
committee
and
put
them
on
file
with
the
County
Board.
F
I
I
Financial
report
will
jump
to
that.
I
dropped
off
in
front
of
you.
There
you'll
see
some
copies
of
the
spreadsheet
I
apologize
when
I
had
gotten
the
report.
The
the
names
for
each
grouping
on
the
left
side
was
cut
off,
so
I
went
ahead
and
broke
that
in
there
on
your
copies.
So
the
first.
The
first
line
item
is
going
to
be
service
contracts.
I
The
second
line
I
or
the
second
one
is
zeroed
out,
but
then,
after
that,
you've
got
miscellaneous
building
and
equipment.
After
that,
and
then
auto
is
the
last
one.
So
you'll
see
current
year
totals
twenty-six
thousand
six
one
five.
Eighty
six
for
January
compared
to
nineteen
thousand
in
2018,
so
I
as
I
always
do
I
look
back
to
see
where
the
differences
were
service.
Contract
for
cone
a4
was
five
thousand
five.
I
I
can't
I
can't
explain
that,
but
I
know
what
our
annual
cost
is
and
I
know
that
is
25%
of
our
annual,
so
I
feel
pretty
comfortable
with
the
fact
that
you
know
that
we
that
we
had
this
cone
a
service
contract
for
the
first
quarter
of
fifty
five
hundred
bucks,
so
that
was
part
of
the
the
overage
compared
to
twenty
nine
or
twenty
eighteen,
a
couple
other
ones
that
I'll
call
out
under
building
equipment.
You'll
see
at
the
admin
we
had.
Four
thousand
eight
hundred
seventeen
dollars
in
expense.
I
Few
of
those
items
was
a
large
order
for
supplies.
That's
garbage
bags
for
all
the
buildings,
that's
hand,
soap
for
all
the
buildings
paper,
towels,
toilet
paper,
etc,
etc.
So
that
was
a
large
order
there
and
then
just
a
couple
other
smaller
ones.
If
you
go
over
to
the
new
jail
under
building
equipment,
four
thousand
seven
sixty
nine
majority
of
that
was
credit
card
bills
for
myself
and
my
lead
mechanic
out
at
the
jail
majority
of
his
2000.
I
His
his
bill
was
two
thousand
majority
of
that
was
eighteen
hundred
dollars
in
a
thermostatic
mixing
valve
which
regulates
the
water
temperature.
When
you
turn
the
showers
on
out
there,
those
are
very
expensive
parts.
Obviously,
as
you
can
see,
then
I
had
an
$1,100
expense
and
that
was
for
a
toilet,
a
stainless
toilet
that
had
cracked
several
in
several
places
was
beyond
repair
and
every
stainless
toilet
out.
There
cost
us
eleven
hundred
dollars.
F
I
Use
it's
called
facility
dude,
it's
our
software
system
that
many
employees
throughout
the
county
have
access
to
so
when
they
see
something
that
needs
attention
in
a
building.
They
put
a
work
order
in
the
system,
so
then
I
get
the
work
order
and
then
I
assign
it
to
the
appropriate
employee
and
each
facility
curso,
that's
what
that
is.
Okay,.
I
I
My
anxiety
levels
up,
so
it
was
a
busy
January,
we'll
start
here
at
189.
You
know
typical
kind
of
issues,
just
chasing
air
handler
issues,
chasing
heating
issues,
there's
a
lot
of
sediments.
You
know
our
boiler
system
here
is
very
old,
their
sediment
that
gets
in
the
pipes
when
the
sediment
gets
into
the
air
handler
units
and
the
coils
they
don't
heat
up
properly.
So
I
try
to
utilize
my
staff
as
much
as
possible.
I
You
know
to
clear
it
when
those
block
up,
but
sometimes
they're,
blocked
and,
like
our
people,
can't
do
it
so
I
need
to
call
in
a
contractor
to
come
in
and
assist
so
hu6
on
the
fourth
eleven
and
twelve
on
the
fifth
we've
had
issues
with
those
you
know
again
with
the
30
below
temps.
You
know
I
was
constantly
at
home
on
the
computer,
regulating
changing
things,
turning
air
handlers
off.
You
know,
because
some
air
handlers
in
the
building
just
cool.
You
know
we
have
radiators
here
that
heat
and
some
of
them
the
air
handlers.
I
The
only
purpose
is
to
regulate
the
heat
and
cool,
so
shutting
off
a
lot
of
those
going
full
heat.
You
know
just
to
try
to
keep
things
at
a
decent
temperature
here
in
the
building
equipment.
Again
you
using
it
everyday.
Almost
we've
had
John
Deere
tractors
that
you
know
have
been
broken
down.
We've
got
parts
on
order.
You
know
you
name
it
it's
going
wrong
in
the
last
30
days,
so
those
are
all
things
that
my
staff
has
been
working
on.
You'll
see
on
your
agenda.
I
Well,
since
we're
here
at
189,
we'll
jump
to
the
keyless
wipe
system.
That's
on
your
agenda!
This
is
something
that
I've
been
in
discussions
with
chairman,
wheeler
and
Anita.
You
know
out
at
Jerome,
combs
our
doors
have
a
swipe
system,
all
of
our
exterior
doors
and
many
of
our
interior
doors.
But
you
walk
up.
You
swipe
your
key
card
that
allows
you
access
into
the
building.
Obviously,
here
we
don't
have
anything
like
that.
I
Everything
is
keyed
and
that's
fine,
but
you
know
there's
obviously
issues
with
that,
and
you
know
there's
keys
that
over
the
years,
undoubtedly
there's
there's
keys
that
have
not
made
their
way
back.
You
know
to
our
locker
if
someone
should
lose
a
key,
especially
a
master
key.
That
creates
a
large
issue.
I
You
know
because
the
master
key
opens
the
front
door
and
then
it
opens
every
other
door
in
the
building
and
if
someone
were
to
misplace
one
of
those
again
big
problem,
so
I've
gotten
some
numbers
on
you
know
what
it
would
cost
to
just
go
to
one
door
and
the
initial
thought
was
to
just
go
with
the
system
at
the
west
door.
We
wanted
to
go
to
both
doors.
The
both
door
price
was
seventy
three
hundred
dollars.
If
we
went
just
to
the
west
door,
it
was
fifty
one
hundred
dollars.
I
So
from
that
standpoint,
I
began
talking
to
Anita
and
chairman
wheeler
has
had
many
conversations
with
Anita
about
you,
know
payroll
systems
and
becoming
more
efficient
on
our
clocking.
In
and
out
and
I
learned
that
there's
a
way
to
integrate
your
swipes
with
our
payroll
system,
so
I
can
see
Anita's
chomping
at
the
bit,
so
she's
she's
ready
to
go
I.
J
Did
talk
to
Andy
and
Wes
about
this?
There
is
a
way
there's
a
lot
of
advantages
to
tying
a
keycard
entry
with
time
you
can
do
that
and
then
what
we
would
end
up
with
is,
as
people
enter
the
building
its
clocking
them
in
right
now
our
payroll
system
is
separate,
so
everybody's
got
a
manual
key.
They
get
to
their
desk,
they
go
into
the
computer
and
then
log
into
Paylocity,
which
is
our
payroll
time
system.
J
Paylocity
does
both
our
time
entry
and
our
web
benefits.
There
are
issues
with
that
system.
It
is
costly
we
spent
last
year
about
eighty
six
thousand
dollars
on
that
software
system,
just
in
like
per
check
fees
and
and
support
fees
for
that
system.
So
it
is
very
costly.
There
are
issues
with
the
amount
of
manual
entry
that
goes
on
and
manual
correction
of
the
time,
both
at
a
supervisor
level
moving
time
around
and
then
at
a
payroll
joanne
in
the
administration
department
works
on
that.
J
That's
about
seventy
percent
of
what
she
does
is
correcting
and
getting
that
software
ready
to
feed
over
to
the
payroll
processing
outsource
vendor
that
we
have.
They
run
our
checks,
etcetera.
They
all
that
also
ties
into
our
web
benefits.
So
based
on
based
on
these
conversations,
I
went
and
looked
at
a
couple
vendors.
There
are
two
two
vendors
that
are
interested,
that
I've
spoken
to
both
national
vendors.
J
J
The
next
step,
really
for
both
of
those
is
a
deep
dive
into
our
system
and
how
many
people,
how
many
cards,
how
many
doors,
how
many
earnings
codes,
how
many
benefit
types?
So
it
would
be
quite
ending
a
long
process
they're
both
wanting
to
know
at
this
point
where
the
board
really
wants
to
go.
Do
we
want
to
proceed
with
finding
looking
at
a
solution
and
getting
some
sort
of
a
proposal,
or
do
we
not
so
I?
Guess,
that's
that's
the
question
at
this
point.
D
So
there's
really
two
questions
here:
it
was
less
doing
his
due
diligence
to
figure
out
okay.
How
do
we
not
have
to
rekey
all
the
doors
if
we
lose
a
master
key,
which
is
costly
and
I
know
that
we've
had
to
do
in
the
recent
past?
You
know,
even
if
a
board
member
leaves
you
know,
we
don't
get
the
key
back.
That
creates
a
problem
and
heaven
forbid
it's
a
master
key.
So
there's
a
lot
of
cost
to
that.
D
I
D
D
The
brain
and
then
yeah,
that
is
one
that
doesn't
talk
to
a
payroll
system,
so
that
didn't
make
a
lot
of
sense
because
the
payback
on
that
would
be.
They
take
a
lot
of
doors.
You
know
over
probably
maybe
10
years
on
the
amount
of
times
and
we
don't
know
how
many
times
people
would
either
lose
a
key
or
we
wouldn't
get
it
back.
But
if
we're
looking
at
prices
and
cost
I
guess
is
my
point:
what
is
the
cost
of
running
our
payroll
system
and
our
doors?
H
D
E
I'm
gonna
be
careful
careful
how
I
say
this
to
make
sure
I
I
don't
want
to
discourage
you
from
looking
at
this.
We
have
looked
at
this
several
times
and
because
of
several
reasons,
I
want
to
make
sure
that
when
you
do
look
at
this,
you
need
to
start
with
the
finance
department.
The
MIT
system,
that's
always
presented
a
problem
when
we've
looked
at
this
we've
looked
at
the
vendors
that
you're
talking
about
and
like
you
when
I
worked
other
places,
I've
dealt
with,
there's
vendors,
the
vendors
usually
isn't.
E
The
issue
is
the
structure
and
how
each
department
does.
Their
payroll
differently
is
always
stopped
us
cold.
When
we
got
a
little
different,
your
department
is
less
of
an
issue
than
some
of
the
other
ones
and
since
we
try
to
be
consistent
across
all
that,
that's
always
stopped
it
cold.
Usually
the
hardest
one
is,
you
probably
know
by
now,
is
the
Sheriff's
Department
in
the
highway
department,
but
there
so
I'm,
not
discouraging
you,
but
I
wanted
to
let
you
know.
E
We've
looked
at
this
a
lot
and
since
it's
really
key
that
the
information
come
out
properly,
so
it
can
get
into
your
financial
system
that
you
start
with
Steve,
because
he
probably
still
has
the
records
for
some
of
this,
though
so
I'm
not
against
it.
I'm
just
saying
there
are
other
things
cuz,
the
end
that
you're
talking
about
is
easily
able
to
do.
E
If
you
had
the
money,
we
might
not
have
the
money,
but
the
backend
is
where
it
always
stopped
it,
and
you
always
wanted
to
make
sure
your
reports
gave
you
accurate
information,
I
believe
at
some
point,
Steve
couldn't
he
didn't
either
couldn't
verify
that
or
he
was
gonna
say:
I
need
to
hire
two
more
people
to
go
fix
what
this
was
going
to
put
in
and
properly,
and
that
just
didn't
make
any
sense
at
that
point.
So
I
just
want
to
throw
that
out
there
if
I.
D
Could
mention
to
his
point?
The
first
step
was
is
to
let
you
know
the
buildings
and
grounds
issue
and
the
total
integrated
solution.
Maybe
exactly
what
he's
talking
about
sending
it
to
finance,
with
a
recommendation
that
we
investigate
that
this
committee
would
say:
yeah.
There
is
kind
of
a
security
issue
and
our
our
fix
is
expensive
and
it
doesn't
address
potential
other
savings
that
we
can
get
elsewhere.
So
I
didn't
want
to
put
you
in
the
middle
of
a
financial
discussion
here,
but
just
to
say
yeah.
D
We
see
value
in
doing
a
request
for
proposal
and
going
through
the
steps
now,
because
technology
may
have
changed.
The
systems
may
have
changed
to
accommodate
all
these
different
pay
codes.
We
have
all
these
different
incentives
that
these
contracts
are
have
built
into
them.
So
that's
kind
of
why
I
brought
it
here
first
and
then
it
would
go
to
finance
to
do
the
our
RFP
for
these
two
couples.
Mr.
A
K
I
would
defer
to
finance
as
to
the
cost,
weigh
the
cost
as
to
not
having
it
versus
having
it
and
if
there's
a
cost
benefit
after
calculating
all
the
other
risk
factors
or
whether,
because
I
can
see
the
positive,
if
a
person
loses
the
key,
you
got
to
turn
around
and
change
every
lock
of
whether
it's
the
master
key.
However,
if
you
was
in
a
keyless
system,
you
simply
just
restrict
that
person
from
the
software
stand
for
it.
So
as
a
result,
you
don't
have
to
call
a
so
anybody
else
and
change
anything.
K
It's
just
that
you
can
now
eliminate
it,
so
I
can
see
the
benefit
going
either
way.
The
problem
is:
is
the
integration
into
the
system?
What
makes
it
different
I
mean:
I
look
at
at
kinky
school,
just
it
was
a
little
bit
different
than
here,
but
basically
each
school
has
its
own
code
access
as
far
as
I'm
a
high
school
I
can't
get
in
the
canteen
or
Kennedy,
because
again
my
keys
type
or
I
can
depending
on
if
they
set
it
up.
K
So
my
is
that
I
mean
I,
guess
my
question
would
be
from
this
committee
is
we
would
sit
at
there,
but
we
want
to
send
it
there
with
some
type
of
direction
as
to
what
it
is
that
we're
looking
at
it
I
guess
it
is
this
integration
system
and
you
all
have
the
conversations
with
the
tech
department
as
far
as
as
to
how
we
can
make
it
work.
Apparently
it
has
work
because
it
is
being
utilized
at
the
jail
and
it's
being
utilized,
I
believe
in
in
another
area.
K
So
how
do
we
make
it
work
here
and
then
look
at
the
benefit
pros
and
cons?
You
know
I
think
we
can
have
that
conversation
now
and
to
move
it
towards
finance,
where
you
can
have
more
conversation
to
see
if
we
can
make
it
work,
because
the
panel
we've
had
conversations,
but
because
the
finance
and
everything
else
we
stopped
it
in
this
track.
I'm
not
saying
we're
there
yet,
but
we
there's
a
little
window
of
hope
where
we
can
look
at
it
to
see
if
there's
a
cost
benefit
to
it.
Just.
E
The
only
part
that
I
wanted
to
add
in
is
I
hope,
I
didn't
confuse
the
issue,
technology
wise,
we
can
get,
we
can
implement
whatever
you
decide
to
want
to
the
network's
been
built
out,
so
we
can
do
that.
I
was
stating
that
it
wasn't
a
technology
issue.
It
was
an
accounting
issue
that
slowed
us
up.
So
it's
if
you,
if
you
the
chairman,
Anita,
says
all
right.
We
think
we've
got
that
solved.
We
can
do
that
part,
that's
not
an
issue.
It
was
an
issue
other
than
us,
so
yeah.
E
We
would
be
ready
to
do
that.
I
just
want
to
say
that
was
the
things
to
stop
to
call
what
we're
not
technology,
everything's
locked
down.
Anything
that
would
happen
here
would
be
inside
the
network
protected
by
layers
of
firewall
and
software.
Nothing
from
outside
is
going
to
be
able
to
get
into
it.
That
wasn't
the
concern.
It
was
that
the
information
was
going
to
they
thought
it
may
feed
in
incorrectly
or
in
a
lump
sum
which
made
somebody
sit
down
and
break
it
back
out.
That
was
my
part.
E
G
D
Say
that
that
is
part
of
the
the
RFP
process
and
you
would
have
that
absolutely
solvent
is
to
look
at
really
conscious
the
two
companies-
it's
maybe
there's
other
people
who
want
a
business
as
well,
but
it's
to
look
at
the
total
cost
of
everything
we're
doing
all
the
pay
codes
we
have,
because
we
have
a
lot
of
pay
codes
for
all
the
different
classifications.
We
have
I,
don't
know
it's
a
lot,
it's
crazy,
but
it's
that's
part
of
it
is
to
look
at
the
total
cost,
not
just
the
price
of
the
system.
That's
good.
D
D
Okay,
so
we're
tapping
the
brakes
on
that
and
we
may
find
that
a
key
card
system
that
all
these
companies
offer
that
will
eventually
work
in
a
benefit
system,
so
we're
I
would
it
might
be
in
order
to
approve
us
if
we
do
find
that
key
card
to
pull
the
trigger
on
that
for
this
building
to
secure
the
building
and
get
key
cards
here,
because
that's
just
the
front
end.
That's
just
that
the
nuts
and
bolts.
Do
you
see
my
point?
D
I
don't
want
him
to
have
to
wait
a
month
to
say,
okay,
well,
whoever
is
depending
on
this.
They
will
be
able
to
use
this
key
card
system
that
will
integrate
in
your
payroll
system
and
it's
gonna
cost.
You
know.
Maybe
we
put
a
cap
and
say
no
more
than
four
thousand
dollars
for
that
door,
whatever
I
just
want
to
throw
that
out
there,
because
I
don't
want
to
have
him
back
away
another
month
come
back
here
when
we
know
that's
the
direction
we're
going
to
go,
we
have
to
secure
the
building,
but
mr.
K
One
thing,
I
would
just
add,
is
probably
look
at
the
district
as
to
the
sky
would
finance,
because
in
debt,
though,
we
are
different,
Franko's
pay
grades
and
in
different
things,
I'm
sure
they
would
have
a
copy
of
contracts
as
well.
It's
me
be
situated
that
I
can
go
on
my
computer
and
see
just
my
time
without
use
my
benefit.
If
I
don't
want
a
w-2
form,
I
can
get
electronically
and
it
doesn't
have
to
be
mailed
we're
just
a
cost
savings
of
Weber,
so
I
would
look
at.
K
We
call
this
type
of
Finance,
but
I
would
party
bigger,
then
that
stopper,
because
they
have
a
lot
more
employees
than
we
do
and
they
are
available
from
an
administrative
to
all
the
different
positions
that
they
do
and
every
yet
they
are
able
to
install
or
finance
give
each
in
the
middle
their
ownership
of
their.
How
about
looking
at
the
time
venue
blah
blah
blah
blah?
We
currently.
F
G
F
G
J
F
J
F
D
This
is
okay
with
the
motion
in
a
second
to
allow
the
RFP
to
you
know,
recommend
finance,
puts
out
an
RFP
and
also
to
recommend
the
authorization
to
purchase
a
swipe
system
for
the
Daugherty
or
189
if
it
does
match.
Whatever
anything
that
comes
in
a
a
proposal
would
look
like
as
far
as
the
timekeeping
system,
so
they'll.
D
A
H
I
Over
at
the
courthouse,
I'll
be
brief.
We
shouldn't
move
pretty
good
here
going
forward
at
the
courthouse
came
in
one
day.
A
few
weeks
ago,
I
had
no
control
over
any
of
the
basement.
Heating
systems
over
there
had
to
call
out
precision
controls.
Who
does
our
who
puts
the
software
together
for
us
there,
and
the
software
had
completely
shut
down.
He
thinks
it
was
because
of
a
power
surge
of
some
kind.
I
He
said,
detect
about
eight
nine
hours
here
that
day
had
to
completely
rewrite
the
entire
system
to
get
us
back
up
and
running
there,
and
of
course
that
was
you
know
one
of
the
days
where
it
was
very
cold
outside
over
at
the
annex,
nothing
really
to
report
there
again.
You
know
that
that
building
when
it
was
30
below
zero
outside
I
couldn't
get
it
above
about
62
degrees
was
about
as
warm
as
that
building
would
get.
You
know
when
it
was
that
cold,
the
old
jail.
I
Last
week
or
last
meeting,
we
talked
about
the
maintenance
staff
buying
a
pro
press
tool.
I'm
sure,
most
of
you
remember
that
discussion
we're
gonna
we're
gonna
pump
the
brakes
on
that.
Apparently,
there's
some
issue
with
you
know:
maintenance
staff
who
are
not
plumbers,
performing
plumbing
work,
I've
talked
to
Delbert
I've
talked
to
a
few.
Other
folks
looks
like
that's,
not
gonna.
That's
not
gonna
work
out
for
us,
so
we're
gonna
pump
the
brakes
on
that
just
wanted
to.
Let
the
committee
know
the
old
jail
again
when
it
was
30
below
zero.
I
We
found
a
variety
of
heating
issues
that
we
didn't
even
know
that
we
had.
You
know
when
it's
0-2,
you
know
35
degrees
in
the
winter.
The
building
heated
quite
nicely
when
it
was
30
below
zero.
You
know
we
found
some
problems,
which
I
guess
is
good,
because
we've
corrected
them
and
the
building
is
now
heating
better
than
it
ever
has,
but
so
I
guess
that
was
a
good
thing.
We
elevator
we've
talked
about
some
issues
there
that
is
now
fixed.
I
They
put
our
new
elevator
in
and
I
talked
multiple
times
at
this
committee
about
you
know
some
clanging
that
was
going
on
with
the
elevator
khones
come
out,
they've
remedied
it.
It's
working
like
a
charm
right
now,
so
no
issue,
no
more
issues
there,
Jerome
combs.
We
had
a
pipe
break:
January
30th
at
10:30
p.m.
I
was
on
site
by
about
11
o'clock.
Together
with
our
lead
mechanic
out,
there
made
some
phone
calls.
I
We
had
a
water
mitigation
company
on
site
within
about
an
hour,
got
the
water
sucked
up,
got
dehumidifiers
fans
down
dried
it
out.
In
a
few
days
right
now,
I'm
working
through
the
insurance
company
on
repairs,
minimal
repairs.
It
was
in
visitation
at
the
jail
and,
if
you're
familiar
with
the
construction
out
there,
most
of
it
is
blocked.
It's
good
thing.
It
didn't
get
into
the
offices
a
little
bit,
so
there
was
some
drywall
affected.
I
The
closet
where
the
pipe
broke
was
obviously
needed
to
be
gutted
so
working
through
some
repair
estimates
right
now
and
getting
those
to
the
insurance
company
for
review
so
heat
exchanger,
we
lost
heat
out
there
in
public
safety
first
floor.
On
the
west
side
we
had
called
out
a
contractor,
the
heat
exchanger
was
out
or
bad.
Rather,
there
were
holes
in
it.
It
was
stinking
up
that
part
of
the
building.
That's
how
we
were
alerted
to
it.
We
immediately
shut
the
bit
shut.
I
The
unit
down
got
the
contractor
out
there
I
had
to
order
parts,
but
that's
now
back
up
and
running
variety
of
laundry
issues
out
there
we
met
with
a
contractor.
Last
week
the
washing
machines
all
are
leaking
they're,
putting
when
the
machine
shuts
off
the
valves,
won't
close
and
there's
still
water
being
dumped
into
the
washing
machines,
which
means
when
you
pull
clothes
out,
they're
still
really
wet,
no
matter
how
much
you
spin
them
they're,
still
wet
and
then
they're
going
into
dryers
and
they're
taking
longer
to
dry.
I
So
you
know
when
a
dryer
runs
for
too
long.
Everybody
knows
what
issues
that
creates
so
I'm
working
with
Corrections
out
there
to
identify
some
solutions,
both
on
the
dryers,
we're
gonna,
be
ordering
parts
for
our
washers
we're
either
gonna
go
with
the
subcontractor
or
I'm
gonna.
Have
my
staff
do
it?
I
Our
preliminary
estimates
are
gonna
run
about
three
to
four
thousand
dollars
to
get
those
wash
there's
four
here
up
top
my
head,
there's
three
or
four
of
them
there,
but
they
all
need
some
degree
of
repair
so
you're,
looking
probably
about
a
thousand
dollars
per
washer,
and
not
only
is
it
create
issues
with
the
laundry
we're
wasting
a
lot
of
water
because
the
water
just
keeps
running.
So
that's
something
that
is
on
my
radar
here
to
get
done
very
quickly.
I
just
wanted
to
bring
it
to
the
committee's
attention.
I
Johnson
Controls
is
the
company
that
has
our
software
system
out
there
for
every
air
handler
at
Jerome
combs
the
boards
that
are
in
those
units,
those
rooftop
units
that
control
and
regulate
the
heat.
We
go
to
our
computers,
we
punch
in
numbers
and
it
changes
the
heat
by
what
the
setpoint
is.
This
was
brought
to
my
attention
about
a
month
and
a
half
ago
they
said
your
boards
are
obsolete,
like
the
boards
are
not
made
anymore.
The
boards
are
1516
years
old.
I
So
as
luck
would
have
it
a
week
ago
we
had
a
board
go
out,
so
I
went
ahead,
given
the
approval
on
it,
it's
got
to
be
done,
a
board
is
2,200
bucks
and
the
reason
the
boards
are
different
now
is
the
way
they
communicate.
The
communication
for
the
old
boards
and
the
new
boards
are
completely
different.
So
that's
something
I
think
the
game
plan
from
my
standpoint
is
going
to
be
so
we're
never
down.
I
Once
we
get
this
one
done,
I'm
going
to
do,
one
more
and
I'm
gonna
pull
the
old
board
out
of
it.
So
I
have
will
put
a
new
board
in
and
I'll
have
an
old
board
sitting
on
hand
that
if
any
of
them
go
down,
we
can
unplug
it
put
the
old
board
in
get
a
new
one
or
when
a
new
one
comes
in.
Take
that
one
throw
it
in
take
the
old
board
art
we
always
have
a
spare.
So
just
to
make
everybody
aware,
you
know
that'sthat's
a
lot
of
things
like
that.
You
know.
I
D
D
A
I
Me
ya
know
the
fight
you'd
have
to
be
substantial,
otherwise,
I
think
my
plan
of
just
doing
the
one
at
a
time
would
be
the
most
I
make
the
most
sense
but
yeah
if
they're
gonna,
give
us
a
good
chunk
off
in
absolutely
I
can
look
into
that.
Okay,
but
that's
the
problem.
All
over
I
mean
a
lot
of
our
stuff.
Is
very
old
I'm,
not
telling
you
anything.
You
guys.
Don't
know
you
know.
So
we
there's
other
systems
that
we
have
that
are
ancient,
that
the
precision
controls
told
me
yeah.
I
Nobody
else
uses
what
you
use.
That's
nobody
uses
it.
So
that's
something
just
going
forward.
You
know
we'll
deal
with
it.
You
know
when
those
things
come
up
but
wanted
to
make
you
aware
shower
doors
we
talked
about
last
meeting.
I
ordered
one
we're
gonna
get
it
installed,
so
you'll
see
what
if
we
like
it,
water
control
devices,
we've
talked
about
that
and
frankly,
I
just
haven't
had
the
time
to
do
anything
with
it.
I
I
have
the
proposal,
but
once
maybe
we
get
the
shower
doors
done
and
the
laundry
issues
rectified
and
the
pipe
break
buttoned
up.
You
know
we'll
look
into
that.
So
last
but
not
least,
we
had
ComEd
come
out.
If
anybody
wants
one
there's
three
copy
orders,
they
did
a
facility
assessment
at
all
of
our
buildings,
I
shared
it
with
chairman
wheeler.
If
anybody
wants
you
come
up
to
my
office,
I'll
make
you
a
copy.
I
haven't
I
just
got
it
yesterday.
I
I
haven't
had
a
chance
to
really
dive
through
it,
but
they
basically
have
gone
through
all
the
buildings
for
us
they've
identified
areas
where
we
can
save
money.
They've
identified
the
return
on
investment.
They've
identified
the
incentive,
the
monies
that
they
would
put
forward
to
the
upgrades.
If
we
choose
to
do
them,
I've
got
a
conference
call
on
this
at
1:00
o'clock
today,
so
I'm
gonna
see
you
know
what
they
have
to
say
about
this
I'm
gonna
see.
If
this
is
it
if
they
can
do
any
more,
but
these
are
available.
L
D
You
yeah,
and
yes,
please
I
guess
is
the
the
answer
to
that.
It's
unfortunately,
it's
happened
twice
where,
as
soon
as
we
established
it
or
actually
something
happened,
then
we
pay
for
that
and
something
else
happened
before
we
were
able
to
re-establish
it.
So
it
had
two
cases
where
we
have.
We
bought
flowers,
and
in
this
case
it
was
a
very
nice
birdbath
that
would
stay
with
the
Tripp
family.
It's
a
really
nice
Kelly
picked
it
out.
It
was
wonderful,
they
really
they
really
liked
it,
but
yeah.
D
So
we
we,
we
could
use
that
situation
and
it'd
be
nice
to
have
a
couple
hundred
bucks
sitting
there.
If
you
can't
get
much
with
forty
dollars
these
couple
hundred
dollars
in
that
pond,
and
then
you
know
when
it's
spent,
then
we
could
let
everybody
know
to
to
do
it
again.
So
right
we
do
keep
a
list
so
that
just
to
keep
track
and
we
can
keep
the
receipt.
So
everybody
knows
right
word
why
it's
out
so.