Good evening. I'm going to call to order
this being May 28th a meeting of the
committee of infrastructure being held
this Wednesday again May 28th 2025 at
700 p.m. in the automatic chamber and
duly noted in two places including city
hall's websites in accordance with
requirements of RSA 91- semicolon 2
Roman numeral 2. Can the clerk please
take the role?
Absolutely. Alderman Tibido here.
Alderman Sullivan here. Alderman Cle is
here. Alderman Dow
and Alderman at large O'Brien present. I
declare a quarum. You have four members.
Yes.
Okay. Also in attendance is Mr. Tim
Cummings, administrative service
director.
uh Chief Stephen Buckton of the
Nashville Fire Rescue and Don Enright. I
don't know if she's on
I do not see but uh so we'll keep an eye
out if she decides to join us. Okay,
I'll open it up to public comment.
Anybody have
any information from the public? Seeing
none, we'll move on to discussion of
presentations on fire station facilities
update and I'll recognize Chief Buckton
and administrative service director, Mr.
Tim Cummings. Yes. Thank Thank you, Mr.
Chairman. Uh, may we approach? You may
approach. Have a seat.
They're much more comfortable
than the benches.
Commissioner, you want to join them? You
may. Okay.
right here and open it in my
So, uh, as as folks are getting settled
here for the record, Tim Cummings,
director of administrative services, uh,
uh, I'm going to hand it off to Chief
Buckton in one second, who's going to
who's going to go into a little bit more
detail than I am. But to just set the
table here, um, if you recall, uh, a
little while back, we set money aside to
do a master facility planning study, a
deferred capital maintenance study, if
you will. Um, and this evening, I
believe you're going to hear uh some of
the findings and the work that was done
over uh the last few months or so. Um,
the the real genesis behind this
conversation is because what I'm hoping
to do as a follow on to this
conversation is to start to have a
conversation with you all about
developing a plan for for funding the
various uh maintenance needs. Um, I have
some ideas uh kind of sketched out in
the back of my mind as to how to
possibly accommodate it. Uh, but
obviously, you know, I don't want to get
too far ahead of myself and I I welcome
everyone's input here. So, having that
conversation as uh in followup to this,
I think will behoove everyone as we do
want to be good stewards of the of the
city's assets. So, uh, with that being
said, Mr. Chairman, I'd like to hand it
off to uh uh Chief Buckton and uh and
start the conversation in earnest. Okay,
Chief Buckton, please. Thank you. Steve
Buckton, National Fire Chief. Um so, as
you may remember, we went through the
process uh to seek out a vendor to
perform a facility study for us. Uh we
found some people uh far on the other
side of the country um over in Seattle
that actually did the work for us. Um
Assistant Chief Pulot headed up the
project. Um the city invested about
$350,000 for this study. It's very
comprehensive comprehensive uh and it
gives us a good pathway forward uh to be
able to follow for many years for the
work we need to do to our facilities. Um
some of it is uh not a surprise to many
of us, but some of the dollar amounts do
add up to quite a bit. So uh I'll turn
it over to Assistant Chief Pulot. uh
he's worked with these uh two ladies
here and their team uh quite extensively
over the past year to get this study
done. So I'll let them take it away.
Okay. Before you start uh chief uh and
to our guests when if you are asked to
speak can you just identify yourself
because your new people and the
transcription people may not know. So
every time that you go to speak, state
your name and then it will be duly
recorded. Chief Fullard, good evening.
Thank you. So thank you. U as the chief
said comprehensive study of our
facilities that includes all six of our
firehouses, our fire alarm dispatch
center and our training grounds out of
the landfill. So it covers eight
facilities. uh focuses on the building
itself uh plumbing, electrical, HVAC
needs and a lot of focus on health and
safety of our firefighters. Those are
items like um proper separation between
apparatus space, living area, uh indoor
air quality testing, things like that.
So, the study really covered um pretty
much every avenue of of living in a fire
station. And uh to present tonight we
have Sarah Partap from uh Mang Analysis
and Sarah Gladex from Rice Fergus
Miller.
Hi. Thank you. Um I'm Sarah Partap uh
from Megan Analysis. Um I want to start
by just saying hello to everybody and
thank you to Chief Buckton and Chief
Pulot for the ask if you could bring the
microphone a little bit closer to you.
Yeah. Yeah. Is that better? Yeah. Okay.
So, thank you to you guys for the
support through this project. It was a
large undertaking that required a lot of
uh background information and support
while we were on site. As I mentioned,
it was a very extensive study. We had
team members on site in every building.
So, uh they were heavily involved in the
FCA and the planning process. So, we
appreciate your time. Um I was the
project manager of kind of the overall
project itself and then also of the
facility condition assessment portion.
Um and I have Sarah Gladex with me. I'll
let her introduce herself.
Hi, good evening. Sarah Gladex. I'm a
principal and fire station planner with
Rice Fergus Miller
Architects. And uh my job was to help
manage and plan phase two of this
project, which included understanding um
the way that you use all of your fire
facilities and how we can implement
change to make them better and more
modernized. Um and to uh as Chief Pulat
mentioned uh ensure health and and
safety and wellness of of firefighters
now and into the future.
All right, Sarah Partap again. We might
go back and forth. Do we We're going to
go back and forth on some slides. So So
we just keep that That would be fine.
Okay. Um so this is just kind of an
overview of what we were hoping to go
through tonight in our agenda. Uh we
will be brief in some of these. So feel
free to ask us questions at the end and
we can dive deeper into whatever topics
you have questions about. So first,
would you mind questions on topic as
you're going through or do you want to
wait to the end?
Either would be fine. Whatever you're
comfortable with, we could go either
way. I think it's okay. If it if it
starts to get to be like one and
another, then maybe we pause it till the
end. I think we got a good group. I
think they'll, you know, stay on focus.
This is the best committee in the city.
Yeah. Oh, good. Well, we're glad we're
on this one.
Um, all right. So, we're going to start
with just sort of the purpose of this
project and the methodology. We will
give you like highlevel findings sort of
trends across the whole portfolio of
buildings. Then we'll get into some
specifics about each facility and then
summarizing the different types of costs
and what those costs are toward the
end. So the the context for this project
is the city and uh Nashville Fire Rescue
has undergone additional preparatory
work before doing this study. So in 2021
there was a master plan which reviewed
you know the fire service overall
station locations and kind of laid out a
big plan for the future. Um, from that
you guys went into the strategic plan
which had specific items to follow up or
how you're going to achieve this vision
and one of those was a facility study so
you can document all of your backlog of
maintenance and move forward with
decision-m for which to repair, which to
replace etc. So that's where we came in
for the facility condition assessment
and then the long range plan was the
phase two of our project which is taking
the condition data and wrapping it into
little digestible packages of what are
your options for upgrading and repairing
each station.
Uh so just a quick overview about the
facility condition assessment process.
Uh we had a team of specialists that
were from uh architectural, mechanical
engineer, electrical engineer,
structural engineer uh and a civil
engineer. And additionally we had a firm
who specializes in hazardous materials
testing on board to do uh hazardous
materials and air quality testing at
select stations. Um the site assessments
occurred in the summer of 2024. Uh we
were on site for about uh a week. We did
one we did a a one pilot uh in in June
and then we were back on site in August
to get through the rest of the stations.
Um some of the terminology that I'll use
tonight, observe deficiencies. That's
one that I'll use a lot. Uh that's
talking about issues that are either
noted by our surveyors while they're on
site or they're disclosed to them. Say
if it's a roof a roof leak, but we were
there in the summer, you guys could tell
us there's a roof leak, we would we
would note that. and they're things that
are need to be repaired within five
years and that have a direct cost of at
least
$5,000. Uh our longer term costs from
the facility condition assessment are
called predicted renewals and that's
more of like a statistical model of what
we would expect you to need to pay based
on your building types and the ages of
the systems. What you would need to pay
over 20 years across your whole building
portfolio rolled up. So this year you
need a million two. This year you might
need five million. So we we forecast
that out 20 years into the future.
Sarah Gladex from Ricebergus Miller. Uh
the process that we use for phase two um
starts with a needs assessment which is
asking you um a thousand questions
understanding what the department needs
right now and what you envision you
might need into the future. Um and what
your overarching goals are for
department um that also go handinhand
with the goals of the city. Um we
conduct a handful of programming
workshops which we ask even more
questions and get into um kind of the
the high level and into the detail um of
each facility that we're looking into.
Um and from that we are able to uh
prepare some diagrams that will help
with a conceptual understanding of what
your current facility is lacking and how
we can make it better um from a very
high level. Um and then a square footage
analysis which helps us understand how
much square footage do you have overall?
What does each room have? And then it
starts to show us what are the gaps um
in spaces that you don't have that you
may need um in order to house your
equipment. Um make sure you have enough
sleeping rooms for your firefighters. Um
and then uh planning narratives which
are more written um narratives that are
useful for a professional cost estimator
to take um and start putting some
conceptual dollars um to each of these
projects. Um uh and then that will
inform um what what we think these
conceptual cost estimates will look
like. Um and not just hard costs but
soft costs or project costs in other
words. Um which are things like um all
FFN items. So furniture, fixtures and
equipment. Um this will include
architecture and engineering fees, um
permitting fees, um utilities estimates,
things like that, so that you get a real
round um idea of what the project
entails. Um and then we pull all that
information together into a draft report
which um is complete and awaiting
comment which will then get finalized um
and be ready for consumption.
Uh
this this slide here uh is just a a
again a high level understanding of what
we're talking about when we are
discussing needs assessment and
diagramming. Um we go through uh what we
call typical room diagrams and these are
all typical spaces of a fire station of
a modern fire station. Um and we'll go
through and ask you questions about what
you have now, what you think you might
need in the future. Um what is the
clearance required for that piece of
equipment? um you know, does this meet
your needs? And then we just go room by
room and and talk about every single
thing you could possibly imagine on the
wall on the floor. Um and so these uh
these images are sort of the the
starting point for how we start to
diagram because these will translate
directly into a box or a block which
then is used for conceptual diagramming.
All right, Sarah Partap from Mang
Analysis. Um that was sort of our
overview portion of like what we were
doing and how we did it. So now we're
going to get into uh common things that
we saw across all the facilities. Uh and
then we'll go station by station and
kind of give the high level uh portions
of that. So uh for the facility
condition assessment
um the one of the primary things we saw
was uh issues with pavement. You know
there's the freeze thaw cycle here.
There's heavy weight equipment going
over them. So the pavement gets torn up,
beaten up much more than other typical
areas. and you know those can worsen
over time. So that was consistent.
There's alligatoring, there's potholes,
things like that occurring uh at pretty
much all the stations to various
degree. Um another common one that we
saw was the stations, although you know
people live there, it is like their home
while they're on duty. Um so but they're
residential grade finishes in the
kitchens and although it's a residence
kind of um it gets a lot harder use than
a typical residential. So it's um with
residential grade finishes they just
corrode over time. they get beaten up
more than they would in a typical house.
So, um you know, upgrading to commercial
grade finishes though will last a lot
longer. Um ADA accessibility is a
challenge at every station. Uh Sarah
Gladics, we'll get into that a little
bit more detail later, but from, you
know, the the right of way getting into
the building to navigating within the
building, uh you know, compliant door
handles and door hardware, heights of
drinking fountains, it just there's a
lot of ADA um issues throughout all the
stations.
security. There's minimal security at
most of the stations. You know, there
are some secured doors. Um, but you
know, most stations may may lack
separation between public and private
spaces. Um, parking is limited and
there's just general security
challenges. And then one of the largest
ones was mechanical controls. So,
there's the mechanical actual systems
and the pieces of equipment like the
chillers and the air handling units. And
then there's the mechanical controls
that program them all and tell them when
to do what correctly. There's problems
with both, but the mechanical controls
were consistently um needing a lot of uh
they're they're out of date. Some of
them are not they're not ne network
control, so they can't be controlled
from a single location. You have to go
to each station and kind of try and fix
it. So there's a lot of uh problems with
mechanical controls.
Um and then probably the most
significant from the FCA is the lack of
dedicated maintenance staff. So we know
that NFR right now the firefighters and
the employees are the ones who are
responsible for doing a lot of the
day-to-day troubleshooting kind of
maintenance and then the rest is
performed by contractors you know
maintenance contractors which one can a
lot more expensive and two you know have
varying quality of work. Some are great
and some sort of just you know check the
box and don't do the best work. So, um,
there's a lot of issues that because
they don't get handled when they're
small, they escalate to be much larger
and much more expensive.
Sarah Gladex from Rice Fergus Miller. um
a handful of items that we found from a
planning standpoint um again lack of ADA
compliance um throughout um lack of
consistency in sort of modern or typical
fire station spaces like bunker gear
rooms um decontamination spaces um
lacking some industry best practices
what we see for modern fire stations um
and then lacking some space for both
current and new technology and
firefighter specialty equipment um and
then inadequacies in your fire training
uh facility and
grounds. So ADA compliance um you can
see just for example um getting to a
basement uh only via stairs would
provide no accessibility. Um a fire
station is a public facility. Therefore
it is required to um be held to the
international business international
sorry IBC I'll just call it IBC. um uh
it is required to meet the intent of the
code as far as a public facility um
using public dollars. And so there is no
real workaround for compliance with ADA,
but we do our best to make sure that
it's um that it makes the most sense for
the function and the use of the
occupants. Um but you still need to be
able to get into a building or get to a
second level or a basement, for example.
And that is something that's lacking
kind of throughout the portfolio.
um inconsistent Yep. Inconsistencies
with some of these spaces like bunker
gear rooms and decontamination rooms um
is really important because uh we
understand that uh decontamination helps
prevent um bloodborne pathogens from um
spreading throughout your station. It
keeps your crews healthy. Um, and that
decontamination space is where you need
to be able to wash all of your gear. Um,
handle specialty equipment. And, uh,
bunker gear needs to be stored
specifically. Um, and it it becomes
degraded with UV light over time. Um,
and it also has harmful chemicals that
are integral to the actual fabric of the
bunker gear. Um, and they should be
separated after they've been used and
cleaned and put into a room with a
closed door. Um, so things like that,
not storing them in in anywhere that's
getting direct light and also not
storing them um in the tub room, which
is then getting diesel exhaust um into
your
gear. Um, industry best practices, kind
of a a catchall for a lot of things that
we're seeing um trends within the
industry. Uh, gender equity and
neutrality, um, such as having
individual sleep rooms, uh, which you do
well in. Um I think all but station five
have individual sleep rooms which is
excellent. Um and then also having
single occupant restrooms with shower.
Um it just gives a little bit more
autonomy to the firefighter um when
they're on shift and some privacy both
acoustic visual um uh and also
individual temperature controls. Um so
that's something that we pretty much
across the board are always doing in a
new fire station. That way each occupant
of of the space, especially during
sleeping hours, um can control if they
want it warmer or cooler, they want
natural light, they want um artificial
light. So blackout blinds and and sleep
room controls um are very important. Uh
non-porous surfaces again for bacteria,
um bloodborne pathogens, um things like
that being able to be easily cleaned and
maintained. Um use of the tub room. Um,
tub rooms should not be used for
gathering um or meeting of any kind. Um,
they should be used for a working space
and should not have couches or chairs or
tables for kind of congregating. Um, and
so we do see that um, across some of the
stations and I know it's a cultural
thing. Um, but we will uh, we will raise
awareness to um, the dangers um, of
being in that space for longer than
needed. Um, and then staff parking. Um
again as Sarah mentioned um site
security and site parking u we really
need to have adequate parking for shift
change. So the number on shift times two
would be how much parking you would want
to have at every station. Um which could
be a challenge at certain stations but
it's definitely something to
consider. Um and then uh space which can
be uh well if it's decontamination space
you know extractors we see um you know
in the tub room or kind of out in the
open you know we really want to get
space dedicated for um some of the
specialty equipment um that will help
keep your gear maintained um keep folks
clean the station um you know there's
new technologies that are coming out and
um you know we need to be able to think
and futureproof for some of that
equipment that may be coming or that
already has come but there's no room to
implement into the
facilities. And then just generally uh
your fire training or drill grounds um
have limited limited site availability
um deteriorating deteriorating
infrastructure. Um it's been the tower's
been burned uh many times and um needs
to be replaced. Um and then there's just
lacking of of uh of training um
objectives to meet the needs of the
city.
All right. So that was oh sorry Sarah
Partap from Mang Analysis. Um that was
our uh kind of overview of the common
trends throughout all the stations. So
now we're going to dive a little deeper
into individual stations and facilities
and their uh specific needs. So we'll
just go in order starting with uh fire
station one which is Amherst Street. Um
the way we'll do this is I'll just cover
quickly some of the top FCA related
issues. So you know actual issues with
the building besides the programmatic
issues and then Sarah Gladex will talk
through the programmatic ones. So
Amherst Street Station that was that
staircase photo I believe that Sarah
showed on her ADA slide. Um that station
one of the primary issues is moisture
intrusion. The photo I'm showing here is
just a example of the downspout not
being directly connected to the
groundwater drainage system and it's
right over a crack. So there's obviously
there's moisture intrusion that's coming
down into the basement um which causes
erosion and can cause mildew and things
like that. Because this is your oldest
station, it has a lot of hazardous
materials. It predates all the laws that
say what you can and can't put in a
facility like this. So you know there is
uh asbestous, there's lead paint, uh
there's several noted hazardous
materials there. Um and then the third
big issue I wanted to highlight was just
end of life HVAC equipment. So in this
case it's equipment and controls I
believe. Um but just you know boilers
and things like that they might last if
you upkeep them well 20 years and then
they just need to be replaced. So these
are at end of
life. Um and as far as programmatic um
deficiencies. There's not a dedicated
decontamination room. There's not
dedicated bunker gear storage that isn't
in the tub room on the walls. Um there
is not sufficient office space which
would include um a firefighter work
area. So kind of afteraction reviews or
debriefs um report writing things like
that. Um we're lacking space for those.
Um and then lack of private single
occupant restrooms.
Sarah partap again. So station two Lake
Street station. Um this one an
interesting problem. The way the roof is
configured is when ice and snow melt it
kind of all converges in a single point
which happens to be right over the
entry. So, if there's large snow or ice
melt, it can, you know, obviously get
moisture on people that are coming in,
but the ice could actually fall uh, you
know, onto somebody who is coming
through that door. Uh, there's floor
corrosion um from I believe that
probably the hydronulic piping and the
flooring. And then again, HVAC, the
problem with this one is the boilers
themselves are at end of life and have
been failing and have had uh fixes and
patches and things like that, but
they're needing to be replaced now.
um programmatically um site parking is
is an issue there. Uh we know there's a
through road that goes uh right through
the parking area um for staff and public
parking. Um and so that needs to be
addressed. Um there's no dedicated
kitchen space for the admin since it is
now headquarters. So level one um off of
the public parking is is where uh
firefighter administration is um
currently located and they don't have
the proper um accessory spaces for that
use. Um it is a a relatively new station
by the by fire station standards. Um and
so it's been wellmaintained. There's
there's a lot of good happening. So, we
only really recommend um converting some
sleep room or I'm sorry, converting some
uh space in the living quarters at the
fire station side um for single occupant
restrooms and the rest is is in pretty
good
shape. Okay. Station three, which is
Fitbook Road. Um this is actually the
pilot facility that we did. So, our
first station that we assessed um end of
life roof uh the roof the the roofs are
a problem throughout all the stations.
Uh but this one in particular, this one
is additionally challenging because just
accessing the roof, you have to go out
through a window. There's not uh
built-in, you know, roof hatches. So,
it's not easy to access. And when a roof
is not easy to access, it means that
you're not maintaining it as frequently.
So, your roof drains can get clogged
with tree debris, then water ponds on
the roof, and then you develop a roof
leak over time. So, having convenient
and safe roof access is an important
thing to consider in any fire station,
any building really. Um and then the
boiler and heat pumps at this one are
also nearing end of life.
Um from our perspective, this also um
has a parking challenge and that's
something we addressed in the planning.
Um there's just not enough parking
spaces um especially for shift change.
Um and then this uh this station
actually they had an addition. So, a new
uh tub room was put in not that long ago
um which enabled them to uh include a
secondary bunker gear storage room. And
so, they've got two instead of one
larger single room. Um and this is a
station in particular where uh folks are
gathering in the tub room and that space
could be uh very well utilized for a a
dedicated decontamination room um as the
extractor just sits in the tub room um
out in the open. So, um there's some
there's some great things at that
station and there are a few challenges
that could be fairly um easily solved.
All right. Uh next is station 4, Crown
Hill Station. Um this one is the newest
in the portfolio. I believe it's from
2006 or thereabouts. 2008. Thank you,
Sarah. Um and this one, of all the
stations, we think this one probably has
the worst HVAC issues even though it's
the newest. The picture you're seeing
here is of the hydronic heating system.
And I'm not a mechanical engineer, so
don't ask me detailed questions about
this, but essentially, you know, it's a
hot water piping system that goes
throughout the building and that's
what's used to heat the building. And
the water in that system should be clear
water. That water is obviously not
clear. It's got oil in it. Um there's a
lot of, you know, uh pin prick leaks
that are starting to happen within the
system. And we're guessing that probably
the system wasn't um completely flushed
during the construction time. You know,
once they install it, there should be a
full flush. And if that didn't occur, it
can lead to problems over time. The
water quality issues will corrode the
pipes leading to those small little
leaks. Uh so that's what you're seeing
there.
Yes. Uh since it is a newer station,
there's a lot that is working really
well. Um, I would say the biggest
challenge is that it was formerly where
headquarters was before it went to
station two. And so there is a lot of
unused uh sort of public andor um
administrative spaces in the front of
the station. Um and so being able to
better utilize that um and get the fire
marshals some additional space as well
as maybe a true reception and
administrative office space um and some
storage uh will help that um help solve
those problems. Um and then there isn't
really what we would consider a true
decontamination room. It's sort of
utility catchall space um that happens
to have some decontamination in it. So,
there's a few minor things that can be
um updated from a programmatic
standpoint.
All right, station five, Pineh Hill Road
Station is the next one. Uh this one
overall the building, I think everybody
knows the building of this one is
essentially at end of life, but just
some issues that will highlight
hazardous materials. Um again, this is
one that has a fair amount of hazardous
materials. The photo you're seeing
there, uh the black squares on the floor
are where um tiles have become loose.
And so that's the actual the black
adhesive that you're seeing, which is an
asbestous containing material. And
asbestous when it's not touched and it's
intact, it's it's okay. You don't still
don't want it, but it's not going to do
any harm. But when it becomes uh
airborne and fryable from, you know,
people walking over it and picking up
particles, as you can assume that's
happening here because it's the floor,
that is not good. Um, this station also
has pretty poor ventilation. I believe
the upstairs there's no cooling. It's
just windows. So, uh, and a lot of their
ventilation comes through operable
windows instead of, you know,
mechanical, uh, systems doing it. And
the roof, another one, this is another
one with the end of life roof.
Um, this one, um, as you can see by my
little paragraph there, it is deficient
in almost all programmatic elements that
would make a a functioning and healthy
fire station. Um not I mean that's just
beyond the hazmat issue that we have but
you know fitness is happening in the tub
room where it you know that is a dirty
space um and so you shouldn't be working
out in there um no dedicated um anything
as far as operational um decontamination
room bunker gear storage um and then
sleeping quarters. Uh it is the only uh
facility that does not have individual
sleep rooms and restrooms. Um, and so it
it's uh it doesn't provide any privacy
of any kind for any of the crews to have
um adequate and healthy
sleep. So what we did was discuss um
during the needs assessment and
workshops, what would a new station 5 on
Pineh Hill Road look like? Um is it
feasible to remodel what you have? Sure.
But let's think bigger and let's think
into the future. what does the city need
and what does the fire department need?
And that's where we've landed is uh is
enabling a new station to be to be
discussed and planned um that also
houses a citywide EOC and emergency
management which is a really excellent
use of a public facility to put in um to
put in several entities. Um and you've
got the room for it. Um, and you can do
it single story, which was fun to figure
out because all of your stations are uh
more than one story currently. Um, so it
was a really it was a great exercise to
find out, you know, how many sleep rooms
will you need? Um, you know, what other
uh accessory spaces would you need to,
you know, to handle more recruitment and
retention and what can you provide your
current firefighters on staff? um as
well as um who do you want to bring in
in the future and how do we make that
happen? So just understanding the goals
um understanding the needs um and this
is where we have come conceptually.
Sorry, you're good.
Okay, next uh station six Conan Road. Uh
this one again it has an end of life
roof and it's hard to get on the roof.
Um not great ventilation. This is kind
of funny. We were our mechanical guy was
out there and he was talking to one of
the firefighters who's like, "Oh no, we
have a ventilation. we have a ceiling
fan. We're like, well, I mean, yeah,
that moves the air around, but you know,
actual exhausting ventilation to get
clean outside air into the building. Uh,
the cooling unit there is undersized.
Um, so it can't really perform for the
full cooling load that's needed at this
building. And then this one is unique
because it it has the fire station and
it also has the mechanics area, the
shop. And uh the heating system is
connected. So there's like a single
control for the fire station half and
the shop half, which the shop half, they
might have more doors open. they might
have they have different needs than the
building that's sort of left alone. So,
um decoupling those heating and cooling
systems would be a priority.
Um, this station uh also I I believe
it's had several kitchen remodels um all
of which are residential grade and you
know the the use and abuse of
firefighters in kitchens and uh
materials finishes um is understood and
um I think that's that would be a
priority is getting in some commercial
grade um uh appliances. Um there is no
real lobby or or obvious entrance which
I think from a public standpoint is you
know you want to make sure someone knows
where they're going to go if they were
going to have an emergency or they
needed to stop by um also for security
purposes. So that's something that we
looked into when when uh talking about
needs um and assessing what that program
might look like. Um decontamination and
bunker gear they kind of they're a
little muddy there. Um, I think that we
need some true spaces, some true
separation. Um, and, uh, maintenance
bays, uh, certainly need better storage.
Um, both interior storage and exterior
storage. Um, and they're woefully
lacking in their, uh, very small living
quarters and office
space. All right. The fire alarm
building. Uh this one I believe it has a
heated uh floor, you know, through
piping embedded in the floor, which is
hard to replace because it's embedded in
the floor, but uh there's issues with
that. So that's going to require some
repairs. The roof is at end of life.
Again, mechanical controls, and this one
houses a data center, you know, which
generates a lot of heat, so there should
be a dedicated cooling system in the
data center just to keep it from
overheating and failing.
Um, a couple uh fairly major items at
this uh facility is ADA compliance.
Again, I mean, we've we said that on
both uh phase one and phase two, ADA
compliance is an issue. Um, this one in
particular, um, and I say it very
gently, um, but, uh, this is not a a
station. This is not for firefighters.
Um, this is for fire alarm and
dispatches located there. Um, and you
could certainly have a dispatcher who
has mobility issues and there is no way
currently to get a person up and into
the dispatch room. Um, so that is an
issue that that needs some kind of
resolution. Um, and that's important
because you want to make sure that um,
you're able to have folks, you know, who
are wheelchair bound or any otherwise
have mobility issues um, able to enter
and or work in the space. um generally
just inadequate office space for the
staff members that are are working out
of there. Um and there is no real
ability to expand um that facility
because of the small site that is
already too small and there's already
not enough parking. Um so it's it's a
tough one. It'd have to be a very light
touch remodel um in order to not trigger
um major code compliance upgrades.
Okay. Then our final one is the drill
yard. So, some of the condition issues,
um, I mean, obviously the building is a
burned building, so we did write some of
that up, but we're not going to talk
about that because that is the intent.
It's supposed to be beaten up and
burned. But the site itself had some
issues. Uh, one, the type of pavement
that's out there is not strong enough
um, for, you know, the apparatus that
are going back and forth on it. So, it
is uh, corroding faster. And then, uh,
the drainage is not great. So in the
winter, you can see there, this is the
summer, there's a puddle there where
they're, you know, releasing many, many,
many gallons of water and then it
becomes icy and it's dangerous to drive.
Um, additionally, there's no permanent,
uh, like training building out there, so
no restrooms or showers, so they don't
have an opportunity to clean up before
they get back in the truck and go back
to their station.
Um and at this current site, not
currently where the um ConX uh tower is
located, but uh elsewhere at the
landfill, um there's an opportunity for
potentially about four acres of
development for a new training and drill
grounds. Um so we use that footprint to
um to discuss mostly with Chief Pulot
and Captain Nielsen uh with training to
find out what, you know, what are the
what are the objectives for training?
what does the city of NSHA need as far
as different types of response? Um, you
know, what are the props that you might
want? And so, uh, we went really in
depth with the training program and
ended up, well, a train training site is
always going to be very large and very
expensive. Um so thinking about it from
a phased approach, uh we felt confident
that um you could get a lot of the um
the infrastructure put into place and
some facilities on the site in phase one
and then down the road as more funding
becomes available, you could really
outfit it with all the different props
and uh urban search and rescue, confined
space, training options, um hazmat. But
for phase one, um it would really focus
on what you need. Now, um an outdoor
classroom, a covered area with restrooms
so you can train outdoors during all
kinds of weather. Um relocating the
existing ConX uh burn tower to that
site. Um using the site topography in
order to do some wildland um potential
wildland training. Um so just that was a
fun one. There's a lot of really fun
stuff you can do with the training site.
Um, and I think it would be very
beneficial to not only the city and the
fire department, but the region.
Okay, so that was sort of the end of um
the station bystation analysis and now
more getting into the planning portion
of the evening. Um, yeah, just a couple
of things. Uh we discussed um in one of
our first uh initial meetings or
workshops um what does the future of
Nashua look like and what does that do
for response times um and are there
developments coming right now or coming
in the future where you're going to need
to expand the service area or is your
you know the response times are going to
get a little too long from your current
stations. Um, so what we did was just
come up with, you know, what would like
a satellite station be or or a smaller
um smaller station that could go, you
know, maybe nearby a new school or or
other new developments in the city,
maybe on the outskirts that don't have
the greatest response times. So, we just
came up with a prototype that would meet
those needs um and then be easily
adaptable at any time in the future um
if if chosen.
And we also did the same kind of
exercise um with fire alarm um
discussing those needs again and
diagramming you know what is the space
required um what are you missing right
now in your current facility um you can
ignore uh this the site image on the
right but we just what we do is we use
that as a test to fit and we we figure
out you know how much acreage might you
need in order to accommodate the size of
the facility and the um associ
associated parking requirements. Um, so
we went in depth with Fire Alarm and and
the folks there and and got their
feedback to figure out what does the
future fire alarm facility need to look
like.
All right. So, now getting a little bit
into some of the costs for some of these
pieces. Uh, Sarah Gladex will cover most
of this, but we wanted to call out a few
things uh up front. One is about the
level of detail of the cost estimates
that we're providing. So, From the
facility condition assessment, there is
a lot of those short-term and long-term
deficiency costs, the predicted renewal
costs. These are rough estimates sort of
to plan your budget. So, rough order of
magnitude. Is it a $10,000 project or is
a $100,000 project, but we're not giving
you is it a $10,000 versus a
$12,60 project. So, it's really kind of
um planning purposes, not a full
estimate. And
um an important thing we've mentioned
kind of throughout is extensive repairs
can trigger code compliance upgrade. So
with the facility condition assessment,
if by some way you were able to fund all
of the deficiencies in a single station,
like we're going to make all the repairs
they suggested over the next 5 years,
it's likely going to be a significant
enough of an investment that it would
trigger a full code compliance upgrade,
which would bring in, you know, hazmat
remediation, ADA compliance. It would
bring in a lot. So the the costs can
grow quite quickly if you're required to
do a full compliance upgrade. Um and
then getting into the LRFP, sorry, the
long range facility plan costs, those
are more they're taking our costs from
the FCA and rolling those into a larger
project cost. So the facility condition
assessment costs are sort of a the intro
level budget planning and then the um
the long range costs will include like
Sarah said soft costs like your internal
costs of doing business, the design
fees, permitting fees. They try to make
their best guess at all in what are
these things going to cost.
Um some additional considerations on
cost uh timing and escalation. If you
know anything about the construction
industry, you know that escalation and
the economy are really big factors in um
and the cost of materials and goods um
and the cost of construction and timing
um is really important because when
you're adding in 4 and a.5% escalation,
which could change, it could be higher,
it could be lower. Um that's just going
to make it it's always going to be more
expensive if you do it later. um not
because anything changes but because
escalation will change and the costs of
things uh increase over time. Um and
it's also good to understand the timing
of a project. For example, a new fire
station um on average is going to take
about a year to design and get through
permitting. Um and it's going to take
about a year to 18 months to build.
That's fairly typical. Um can be
slightly different depending on the size
of and the scale of the facility or any
complexities. Um, also customary uh 10%
uh estimating and design contingency.
Um, that contingency goes down as you
have more knowns. So when you're early
on in, you know, schematic design, for
example, you're going to have a higher
contingency and then as you get towards
construction documents um, and well into
your bid sets, your contingency is going
to continue to go down uh because more
things have been figured out. Um and
then in the case of today um we we have
added uh quite a bit of additional
contingency to these projects just to
capture any unknowns. Um you know you
want to go in and ask for as much money
as you think that it may cost plus some
so that you're not going back out and
and oh we forgot this or we didn't
account for that. So we try to be really
conservative with our estimating to make
sure that you are covered. Can I chime
in right here? Yes. Yes. So, uh, I'm
gonna just naturize this a little bit
because I I I get very sensitive at this
as the typically the person who's up
before you that has to explain the
various project costs. Um, you know, I I
tend to want to make sure we're very
clear on this. So, the 4.5 escalation, I
think that's low. I would I would carry
more something like 10% for
year-over-year escalation just by the
New England market being the way it is.
Um, and that's what we currently carry,
just so everyone knows, four projects to
to to be safe. Uh, relative to the
estimating design contingency, we
typically carry 15%. And I want to be
clear, this contingency is reduced as a
design contingency, but we have two
other contingencies that we always carry
as well, an odin contingency and a
general contractor's contingency. Those
contingencies are on top of this
contingency. So, I just want to make
sure that that's that's kind of
understood. And then we're carrying
anywhere between 1 and 5% for tariffs
and and various, you know, inflationary
factors right now on our on our projects
based on what we're hearing and seeing
in the marketplace. Uh and that's
obviously evolving.
Thank you. Y that's great.
Um a few other things to consider
related to cost um are uh delivery
methods. So a traditional design bid
build delivery method is usually the
cheapest um which means all of your
documentation is done and then you go
out and hard bid it on the street and
you take the lowest um what do they call
it the lowest responsible bidder um and
then you can also do alternative
delivery methods which which are
becoming a lot more popular um things
like CMGC uh construction manager
general contractor um or design build or
progressive design build um they're all
very great methods in their own Okay.
Um, I would say alternative delivery
methods can be a little more expensive
on the front end, but you're bringing in
your contractor early to help solve any
design issues with the architect and
engineers from the beginning. Um, and so
there are pros and cons, but you can
anticipate some higher costs with some
of these different methods. Um, and also
considerations for an owner's
representative. Um, a large a small
project may not need it, but you need
someone to be able to manage uh the
work, the project, the contractor, the
architect. Um, so we like to add in some
uh contingency or allowance in your soft
costs for an owner's representative um
for the project if
needed. Um, and just an overview um for
the new stations uh that are part of the
long range the phase 2 long range plan.
Um all new facilities are just you know
one conceptual design option and an
estimate. Um the training grounds as
mentioned has a phase one and a phase
two component. Um and then each remodel
um based on on the needs assessment the
remodels that were determined um have
several different options. Um, just to
give you uh an overview of what you
could expect from, you know, more of the
FCA data that Sarah and her team come up
with. Um, if you're going to address
more deficiencies and opportunities,
it's going to be more expensive. Um, if
you do all of the planning work that
phase 2 represents, it's it's going to
be more expensive. So, we tried to break
it out so you get a little bit of a
different um idea of the opportunities.
So, option A mostly correcting all
deficiencies. um and and opportunities
being created. Um and then really the
biggest component there is full
planning. So option A is going to have
everything necessary from the phase one
uh FCA data, everything from phase two.
Um and it's also going to take into
account upgrades needed. Um option B is
kind of like one tier down. So maybe
like option A is best and then better is
option B which would be you know some
light refresh to the spaces you know
getting new paint new
materials you're not getting any new
programming no new walls but you're
getting something um and then you're
also getting the priority items that are
deficient um based on the FCA um and
those would be replaced in kind so that
will help keep the cost down and you
hopefully can avoid triggering ing a
full code compliance upgrade. Um and
then option C is basically just no
planning. You're not changing anything
within the station except for when it
comes to um systems and um
infrastructure and things that are are
deficient with the building itself and
and its uh necessary
systems. So this is where I start to to
talk about big millions. Um, and I like
to say big millions because it all feels
kind of like it's not real.
Like fire stations are are very
expensive. Um, they need to um be held
to a um a higher structural um
consideration than other facilities.
They're also public facilities. Um, and
those come with hefty price tags.
Um, these are all conceptual costs and
they are also um, uh, there is a high
contingency involved. Um, but we wanted
to make sure that when we're talking
about what your needs are, we're
covering them all and more. Um, and Tim
may Tim may disagree. I think our we
have different numbers. Um but uh this
is just giving you kind of an idea of
what you can expect when you read
through um the final draft of uh phase 2
uh report. Um and so we're going through
and we're we're indicating um visually
what the hard construction costs are,
what the soft project costs uh could be,
and then what that total looks like. Um
so if you were going to say we're going
to do all of these new facilities, it's
probably about $und00 million give or
take. It's probably less, but again,
being very conservative, we're going to
estimate a little higher um because it's
safer in this
economy. And then again, just another
visual of of what you can expect in the
report is um going through station by
station for remodels and then indicating
what those option A, B, and C kind of
that good, better, best um scenario
might look like. And so of course it
varies because you could pick all option
C and then you're going to be on the
lower end or you could pick all option A
or you can do a mix. So there's kind of
a range there um of what you're looking
at. Uh and this is just showing um kind
of some uh behind the scenes like when
we're going through and we're indicating
um you know what projects could look
like. It could be a remodel. It could be
um a new station. And in this case,
we're just giving um examples of what it
would look like to do uh re- roof and
HVAC projects on all of the existing
facilities. Um so that's also an option
is to kind of pick and choose and and
select projects uh based on priority for
the fire department and for the city.
Uh so now getting into recommendations
in the short term. You guys I believe
have probably already heard some of this
information. Um but you know sort of
decided the department has identified a
few priorities. The first one is again
working through all those HVAC issues
with equipment and controls uh across
the department. Uh repairing or
replacing as many roofs as possible
across the department. And then uh the
new Pinehill uh road station, station
five, which the feasibility study for
that is beginning soon. Um those are the
kind of the the identified priorities.
And then getting into the the next
steps, we're essentially done with our
work for this project. It's more just
kind of finalizing any comments,
answering questions from you guys. But
um uh the facility condition assessment
report is complete, just unless there's
any final comments or edits. the long
range plan is similarly complete just if
there's any final comments or edits. So
both of those deliverables would be
formalized uh as the final version. Um
and then just you know being here
ongoing to answer questions as you kind
of get into it and then obviously the
feasibility study for the Pine Hill Road
Station is going to be beginning
soon. So
that was kind of the end of what we
wanted to tell you and we're happy to
answer questions. Yes. All right. Well,
I'll recognize Alderman Clay.
Thank you. I I don't think that it's
anything that we weren't surprised to
hear. I think um um Chief Buckston and
previous chiefs have been kind of
telling us that this has been been
happening and uh something we need to uh
um address and have needed to address
for a long time. Um, and those the the
things that you told us at the end
obviously are something we need to to
look at first and make our our priority
and so on. But something that you kept
talking about, you kept talking about
parking and and so on. How would you
address something like parking in a
place
that there's only so much right land. So
how how would you address something?
That's a great question. I mean you you
you're kind of landlocked. Yeah. You
can't exactly like mow down somebody's
home just so that you have more parking
spaces. Yeah. In some instances that's
true. I mean street parking, right?
Yeah. Amherst Street and Fire alarm. I
mean, you're kind of just you deal with
with what you can deal with and and
that's that. Um but in terms of, you
know, station two Lake Street station or
station 3 Spit Brook Road, um there are
opportunities for additional parking.
And so in our planning documents which
are in the final report, you can see
where you know we're indicating there is
additional site area that can
accommodate sometimes it's just a matter
of a couple of of parking stalls but um
there are opportunities at several of
the stations to accommodate more parking
but yeah there are there are that are
not just followup. Yeah thank you. So th
those four items that you talked about
like the HVAC and so on roofs. So, so
within that report, do you actually
break those down um and kind of talk to
address those particular things rather
than the entire
um wish list? I mean, and I I say wish
list and I don't mean that it's a wish
list because in in truth, it's it's
something that's honestly needed and and
I don't I'm not belittling anything.
Honestly, I'm not um HVAC is important.
We talked about it here in city hall.
You know, we we want the firefighters to
have something more than I want them to
have heat. I want them to have
everything that that they need. I want
our I want our equipment not to fall
through the floor.
You know, I I want our equipment to to
be housed. I want our, you know, men and
women to to have the facilities and so
on. So, I think Sarah Yeah, she can
address that directly on the screen
here. Yeah. So, tonight we didn't want
to get too into the details because I
could go on for many hours. So we kind
of just want to give you the overview
but in the the report that's the facil
so from the FCA there was two primary
deliverables there was a an executive
summary report which presented more of
the uh departmentwide trends and issues
that we were seeing and more about the
methodology and then there's the very
detailed report uh which goes through
you know system by system within each
building and describes what type of roof
it is what we would score it on a one to
five scale five being completely failed
one is excellent and usually within
warranty period so there's a lot of
threes um except station five. There's a
lot of fours and uh and probably some
fives. Uh and then those individual
observed efficiencies, each one that
meets that threshold of we feel it needs
to be addressed within a 5-year period
and has a direct cost of at least
$5,000. Uh those are written up as this
page I'm showing here uh as just an
individual deficiency. So, if you wanted
to go through and like kind of pick and
choose just individual spot issues, like
let's just talk about the boiler and the
controls at this station, you can look
into that and see a more detailed
description of the issue and the cost
related to it. Okay. Did that answer
your question? Yes, it did. Thank
Alderman Solomon, thank you. Um, but
first a comment. Uh, oh my god. Um,
which part? Kind of the whole thing. I I
know that, you know, we're looking at
the
um that we have a bonding resolution for
tomorrow night, which I would assume is
part of this. Yes. Um it's going to
cross some items off the list.
Kind of wish we had seen this before we
started the budget conversation. Um but
it is what it is.
If you could, in your professional
opinion, I'd love to know a letter
grade across all eight stations and
facilities that we have. Um,
just whatever. I mean, you don't have to
go and, you know, you're a hard grader,
you're an easy grader. I mean, I don't
know. I mean, your professional opinion.
I mean, what do you think the grade of
our overall NFR facilities are in the
city of Nashville? It's a solid C. I was
going to say also a C average. C
average. Average there, you know. Well,
C is an average grade. Yeah. So, five,
you know, station five is particularly
F. Yeah. Driving. Yes. Um, and then
other stations like, you know, like I
highlighted at station uh four, there's
this significant HVAC issue, but that's
a new station. So, you know, the way
it's been planned, the way it's laid
out, doesn't need a lot of changing. So,
although some of them will have a major
issue that needs to be taken care of,
overall they're still okay. Um we both
of our firms do a lot of work related to
fire and emergency services. So we've
seen a lot of different fire stations uh
a lot in the Pacific Northwest and they
have a lot of similar issues and you
know we also do a lot of work just with
cities and counties and assessing their
municipal buildings. Nobody ever has the
money to fund their buildings. You know,
it's more fun to like build a new
building, but a lot of times it's
forgotten about how much effort and time
and cost it really takes to maintain a
building once you have it. It's not like
maintaining your house. It's a lot more.
So, it's not an uncommon position to be
in. Um, even though it is it can seem a
bit overwhelming. And I I think another
point, too, is uh the deferred
maintenance is is probably the the
number one item just across the board. I
think that um and I think part of the
slide of you know no dedicated
maintenance staff. I mean that is a huge
hindrance because if you were able to
to maintain all of these facilities from
when they were built and then you know
treat them that way through their their
life cycle then you'd have different
stations standing today. Um, some of it
is as simple as, you know, maybe 15
years ago you should have replaced the
carpet or or maybe it, you know, it's
like things just start to fail and then
when you defer maintenance, the overall
quality of the facility just starts to
degrade. Um, and Sarah's right. I mean,
um, the firm that I work for, we've been
planning and designing fire stations and
other fire and emergency services
facilities for 30 years. So, we have
I've been in a lot of fire stations, a
lot of them, and you're not unique. It's
not like when I say a C, you're that's
bad. It's it's pretty average. And you
have a lot of older facilities compared
to, you know, the West Coast where we
see a lot more uh newer architecture.
So, see, and those older facilities,
they do, I mean, they come with a lot of
constraints relative to parking, but
just what you can do for ADA compliance,
you know, we kind of absolutely there's
minimal things you can do. Um, so in in
some ways, you know, they're you're
doing your best, but it's it's not
always going to work. I'm I'm kind of
smirking because the fire alarm building
was Lake Street Station engine ladder,
too, with the crew of six people. So
that means 12 people at shift change. We
got by, you know what I mean? There's
firemen. If there's a will, there's a
way. That's why we pay them like that.
I'm going to right now recognize
director Cummings. He had some. So,
Alderman Tivido, you're in the queue
right immediately after. Thank you. That
Thank you, Mr. Chairman. Tim Cummings,
director of administrative services. I
did just want to note that um a couple
months back, we've started a
conversation about um enhancing our our
facilities department. And so I've been
before the budget review committee and
I've been before the personnel and
administrative
uh affairs committee and I anticipate a
continuing conversation with an idea of
us increasing our asset management, our
stewardship of our capital uh buildings.
We need to maintain them in a in a more
strategic way because it will save us
money in the long run. Um, great picture
that was shown at the kickoff of this
presentation was the drains not
connected at the firehouse. Um, you
know, if the goal that I've aspoused is
I'd like to get a maintenance team in
and around uh our our city buildings,
including fire, to to steward those
buildings and the systems the way they
should be because if we can squeak more
life out of our systems, it will it will
save us money in in the long run. And
so, um, I say that because I I I I
recognize the need, um, and I believe
we're working towards a solution. It's
not happening as quickly as I would
like, but, um, I brought this up at a
couple of the, uh, my budget
presentations. Um, more recently at at
uh, my last buildings and grounds, uh,
uh, seeking approval on that
department's budget. But I'm hoping um
you know come FY27 in our next budget,
we will have uh you know a better baked
plan that everyone buys into so we're
we're handling these buildings in a more
efficient
way. Can we go back to that recommended
slide because I just want to just
quickly address a couple of the items
that were raised as priority projects.
So Yep. So, so, um, it was noted a few
minutes ago, um, there is a bond
resolution up, I believe, tomorrow
night, that's going to actually address
item number two. Um, and then I believe
also anticipated with that is some HVAC
work as well. So, priorities one and
two, we're starting um, uh, developing a
pathway forward. So, we're managing
these assets and then, you know, as as
noted, we actually have money
appropriated, set aside. I believe we
will be, you know, kicking into higher
gear the the feasibility study come this
summer with it anticipated ending in and
around January. My thought process at
that time is and this is all subject to
change is then we would be seeking you
know an appropriation a bond resolution
for design and we would start designing
uh the Pine Hill station. Um once we
have that understood better then we
would obviously seek uh approval for
construction. Uh this is all baked into
the overall comprehensive conversation
that we've been having as a community
about what our appropriate level of debt
service should be and making sure these
uh various projects fit within our
capital plan. Um, I think after
tonight's conversation, um, we owe it to
to to this body and to the fire
commissioners to to internally discuss
how we fit the puzzle pieces together,
knowing the policy directive has been
that the city of Nasha doesn't want to
authorize any more new debt than about
uh, approximately $20 million
year-over-year over the next five years.
So knowing that, how do we make that
work with uh the needs that the fire
department have as well as all the other
needs of the of the city um and and and
that's that's very much forefront in in
my mind and one of the reasons why I
wanted to kind of start that
conversation this evening. Thank you,
Almano.
Um so I I understand that it was it's a
u you know not a a firm number. Um but
you your estimation was
102 million if I remember correctly that
included the escalator.
Yes that um information is for uh new
facilities only. It does not include the
remodels. And so that it basically it's
a range
of I guess let me back up a little bit
um because I feel like maybe it's
addressing um multiple questions or
comments here. Um this information is
essentially a menu. you know, it's it's
for it's for you to to consider and take
our professional opinion and the data um
and the needs assessment and then pick
and choose what is of most importance to
the city and the fire department. So,
that's why I'm saying like big millions.
It's make believe like it doesn't
nobody's going to get 100 million or 150
million to do anything ever. But this is
just the information that it puts a
period at the end of the report that
says the these are all of your
opportunities and deficiencies both from
a building standpoint, infrastructure
systems and programmatic um relative to
industry best practices. So this is sort
of the this is the answer that everybody
gets at every meeting that we have like
this at the end of a project. It's these
kinds of numbers. I mean, some of them
are like 200, $300 million because
you're just talking all in if we were
going to do everything. But I just want
to stress that these numbers are just
representative of every single thing
that we've asked and we've heard that
we're needed or doesn't work and needs
to be fixed or replaced. So, the numbers
aren't real. I don't want to say the
numbers aren't important, but the
numbers don't really mean anything until
you actually make them a project. Say
that again.
The numbers don't really matter. They
only matter when you choose to make it a
project. I I can't stress that point
enough. I'm I'm very uncomfortable with
some of these numbers because we latch
on to them and then this is the number
that I you know, you say to me, "Oh,
we're going to do the project for this
amount." I'm going to tell you right
now, we are not doing a new station
number five for $30 million. Just I I
hate to say it, but we can't do anything
for $30 million for new construction.
That's just the reality of our
marketplace. Um there's a lot that needs
to be further designed and figured out
before we hone in on the number, but I
would say that that is uh that is a good
jumping off point that to set
expectations. It's not going to be
anything lower than this. And that's
just what we need to kind of understand,
right? And that's it just really is the
it's the culmination of all of the
information that we've been able to
process. So it go ahead.
followup. Yeah. So, that kind of
answered where I was heading. So, and I
and I get it. So, my my point was going
to be if we're talking 102 that had your
uh combined 12 escalator in there. Um
the escalator is included. Everything
that is included. Yeah, absolutely
correct. And that it's two years of
escalation, so it's an it's 9% which of
course we can adjust. Understood. Um, my
point was going to be that director
Cummings
was suggested that it's probably gonna
be 25 to 30% on top of that. Um, and now
that this isn't even the full lot, I
guess I didn't pick up on that. That
that was just the new items. So, if we
went with um from the menu and picked
all our favorite flavors of all the menu
items, I mean, we're probably talking
almost $400 million.
Well, I Yeah, I I mean I got we have got
to talk because I don't know where
you're getting your numbers and you
don't know where I'm getting my like I
but I do I really I'm very curious about
and and that's kind of what I was
looking for was just all right are we
talking you know I get it big numbers I
get it um
but if there was any conversations that
have happened that you know if we really
want the best of what's on the menu you
know are we approaching the 300, the
250, the
400 ballpark. His answer is going to be
yes and mine's going to be no. Yeah. I
mean, it really depends. It really
depends. I mean, it's so amorphous at
this point because there's so many
details that need to be worked out. Um,
and I don't know enough yet to comment
more than that, but I mean I I I tend to
shy away from commenting on deferred
capital maintenance this whole side of
the ledger because this is this is
really specific and really complicated
the new construction. I I feel much more
confident talking about I mean and I
don't know what square footage and we we
could just go back to, you know, you
know, station number five, the new
station number five at $30 million. I
don't know what they're projecting for
square footage, right? And then what?
25,000. So 25,000 square feet and you're
projecting what for per square foot?
$500ish
for fire stations. We're like seven. And
I'm going to tell you right now, we're a
thousand. Yeah. So that's just a jumping
off point. And that's hard construction
without even talking about soft cost. So
at 25,000 square feet right there,
you're going to be at $25 million. and
I'm going to tell you to add another 10
for soft cost on top. That puts you at
35 million. That's just the ball game
that we're talking about. So, we we kind
of need to talk through the details a
little bit more, but that's that's just
our market.
And it's 10% cheaper here in New England
than it is on the West Coast. That's
it's wild. Yeah.
Okay. Uh Chief Buckton.
Yeah. I'd like to uh Steve Buckton
National Fire. I'd like to uh thanks
thank them for their work. Uh it's a
great presentation as you can see it's
very comprehensive and this is just kind
of an a high level view for you tonight.
Uh Adam's going to be the one that's
driving this uh within our
organization. Um you know this was
kicked off because of master plan that
we invested in for the fire department
that laid things out for approximately
10 to 15 years. Uh we've done three of
those at Nashville Fire throughout the
years. They're all stacked up on the
bookshelf in there. Some of them were
done and they went on the bookshelf and
really not a whole lot ever happened
with them. I'm proud to say this master
plan that we did in 2021 and this
strategic plan um I have in my office
chief roads before me uh myself and we
go through and we update it uh when
we're checking boxes off. This facility
study was laid out in there to be done.
This is just another roadmap for us to
follow into the future. Uh I agree with
uh Director Cummings, you know, don't I
don't want to say don't get hung up on
the cost, but until we actually turn it
into a project, um that's where we we
come looking for money. And I think the
fire department does a really good job
uh of working with uh the members of the
board of alderman, the mayor uh to find
our place in line, so to speak. Uh we
recognize the pie is only so big. So,
you know, $100 million is is a really
big pie, really big piece of the pie.
Um, and at the end of the day, um,
somebody has to manage all this within
our organization. And that guy right
down there, he does a really good job,
but facilities is just one one part of
his area of responsibility. So, if you
let me walk out of here tonight with
$100 million to attack all this, we we
we don't have the bandwidth to
accomplish it at that.
Yeah. So, but as as you heard, the
priority items are already on the radar.
Uh, and I'll be back here tomorrow night
uh to uh speak to the bonds that we're
looking to get work started. So, thank
you. Yeah, I would like to say thank
you, Chief.
Um, in my involvement with the
department of over, you know, for 35
years, a lot of these stations weren't
built. We have two that are fairly
modern and even they have some problems
you know due to uh lack of uh
maintenance and everything but
uh a lot of these are very old
structures the
uh I don't know the ethic or the new way
of the fire service has changed you know
we got rid of the horses years ago you
know so we have motorized apparatus so
stations can be farther apart because
horses don't have to run that far
anymore, you know, and uh you know, we
actually invented the toilet. So, you
know, things are working out good. But
the thing is, the main thing is, and you
you guys are on the infrastructure
committee, you've seen it here before,
past boards
ignored a lot of this problems. Engine 5
was built in
1961. It was built cheaply in
1961. You know, construction is good.
The place hasn't fall down, but it's
small, cramped, everything. Uh I was
captain of the house there. The guys are
working out on the same floor that the
truck is on. And when the truck starts
off, you do get some
byproducts of the combustion of the
engine, you know, and it
stays in there. And uh I don't know,
Chief Pullard, did you take him to the
former Crown Hill station? Did not. Can
you please, cuz I was captain of the
house there, please look at that. You
know, I mean, you will say they lived
here cuz I went there and worked there
and said,
"God, it was bad." My first night at
Lake Street Station,
uh, I slept there. It was in the middle
of winter time and I I couldn't sleep
because the shades the wind was coming
right through the window and the shades
flipping in the breeze all night. And
that just didn't happen the day before.
It's the years of neglect until finally
they got somebody to do this. We got to
as a city, and I'm saying this overview,
not just the fire department, but every
single facility. Look at we almost have
two parking garages that could collapse,
but we're working to, you know, smartly
so, and I compliment the mayor and and
uh director Cummings for prioritizing
some of these things. I know it's going
to cost the taxpayers some money, but
it's their buildings and they look at us
to try to maintain them the best way
that we can. And out of all the
facilities that we have, the one thing
to remember with the fire department,
people live in them.
They leave their nice cushy homes and
their lazy boys at home and they go to
the fire station, you know. So the
facilities the particularly the male
facilities and everything else like that
and now in the fire service they have
come out with right chief with more
rules of contamination. When I started
they gave you one fire coat and if it
got wet at the fire and you were going
out to your second one you wore the wet
coat. It's the way it was. We were
tougher back then, but anyways, you
know, not like today, but I don't want
to get it cheap, but it was the way it
was because the city don't want to buy
and they think now what we're buying two
sets of gear and we have to meet the
standards of the NFPA and everything.
So, uh, as far as the living
facilities, you know, I think we as a
committee, if we focus, this is a lot,
and I'm sure, and you stated that, I
don't think we have to bite it off in
one bite and chew it. You know, I think
what we need to do as a committee is sit
down with Chief Bucks, Director
Cummings, and Chief Pullard and try to
prioritize this. And I'm thinking we're
talking the bond tomorrow night. And I
think that's a good launching point to
see if we're going to support this to
see if we can mitigate the Pine Hill
Station. But I see this as a long-term
project. Uh this could take us
unfortunately as what we did with the
schools. We didn't build all the new
school facilities in one year. We did it
in the long term, you know, and we'll
have to watch the bonds the way things
are now happening with the economy and
everything and we'll have to go with the
advice of uh Miss Enright and other
people that know more about it. I don't
even do the checkbook at home so I can't
tell you. So, but anyways, uh I made the
money. The wife does it out. You know, I
stretched the line. She stretched the
the checkbook, you know what I mean? But
uh uh we'll have to, you know, just take
this in little bites and try to get it,
you know, the important things and
prioritize. Maybe we might be able to do
a roof a year or something like that and
you know, and take it value. And uh I
think what Director Cummings is saying,
I'm very interested and I've said it for
years from the beginning. Uh part of the
fire department budget is going out and
buying lawnmowers and everything else
like that to take care of the grounds
and you know plowing and sometimes we
need to help a DPW in some of the
stations to get rid of the big pile of
snow so that the drivers can see
access and vacating the building and not
cutting out in the middle of traffic. So
you know they need help with a lot of
these things. So, as we go in the
future, we'll take the small bites, I'm
hoping, and uh try to prioritize what we
need to do, and we're going to look at
you, chief, to come up with uh your list
of
priority priorities and uh we can
mitigate that. And uh Chief Pullard,
please take them to the former Crown
Hill station.
probably doesn't look much different
than Oh, I I had a mayor come in and
showed him when I was captain of the
facility and he says, "I'm sorry you
guys have to live like this and I'm
going like, you know, but you worked
there, Chief Bucks." Yeah. So, those
were the good days, you know. So, I'm
I'm glad we're on the right course and I
thank you for your presentation.
I'll have to ask uh what you presented
on the screen. Can we get a copy? Yeah,
I've asked I've asked Yeah, director
Cummings. All right. Because then we'll
put that as part of the uh minutes, the
minutes and everything. Is everybody
satisfied with their questions or
comments? No, I think we're good. So,
we'll move along on the agenda. Thank
you, Chief and Company. Thank you. And
it was good seeing you guys again. Thank
you. Thank you.
We can probably go on while they're
vacating. They don't seem like to be a
noisy group, so we can go on.
communications.
Uh, when are you guys heading back to
Seattle? Tomorrow. Tomorrow morning. Oh,
let's go to Reno tomorrow. Just like at
home.
All righty. Thank you again.
All right. Uh, communications
from Sam
Dery, planning manager. Referral from
the board of alderman on resolutions
R25159.
R25160,
R25161,
R25166, and the amended petition for
street discontinuence regarding a
portion of Veterans Memorial Parkway.
Okay, there being no objection, I'll
accept the communication and place it on
file. Unfinished business, there is
none. New business resolutions.
R25156 authorizing the sale of taxdeed
property located at
115-117 West Hollis Street. Um, Mr.
Chairman, I motion to recommend
approval. Final approval.
Final passage. Sorry, final passage.
Very good. Uh, director, you could have
a seat if you wish or you're fine there
at the Diaz. I anticipate a more
transient visit, but that's okay.
Well,
Mr. Chair, I'm joking.
Mr. Chair, may I? Yes, you may, please.
Uh, good evening. For the record, Matt
Sullivan, community development division
director for the city of Nshawa. Uh,
here on behalf of R251 156, authorizing
the sale of taxdeed property located at
115 through 117 West Hall Street. Uh
before I get into the substance of the
legislation, which is albeit fairly
brief in in the number of words, um I
want to just note for the record that
this address may be familiar to some of
you uh sitting around the horseshoe this
evening. This was actually part of a
previous piece of legislation through
the tax deeding process, but I'm going
to give you a brief history and then
talk about what this legislation does
moving forward. U the property itself,
115 through 117 West Hall Street, is
located on West Hall Street. It's a a
2-unit building currently with a parking
area and a garage in the rear of the
site. It's approximately 28.29 acres in
size. Uh and was actually on April 21st
of 2023 uh taken by the city of
Nashville via the taxing process that I
think you're all familiar with. Uh
subsequently as part of that process in
September of 2023
uh via an auction process or the the
city rather authorized an auction
process which is of course customary to
these properties. Subsequently on
October 7th of 2023,
um the property was in fact auctioned,
but over the course of uh the coming
weeks and months, ultimately the buyer
chose not to close on the property. As
part of that, they actually forfeited a
$10,000 deposit, but ultimately the
property was not closed upon and
therefore the city has remained or
rather the property has remained in the
city's care over the course of time
since then. Subsequently, as part of uh
what I would call strategic discussions
between the city's land use leadership
team and the tax collection leadership
team, um we had some conversations about
this property in the context of the
city's affordable housing and housing
needs more generally. And admittedly,
we've been having uh conversations in a
variety of different ways around
properties like this, particularly
multifamily or duplex properties that
may for one reason or another uh be a
small step forward or an incremental
step forward in solving some of the
city's affordable housing challenges and
crisis. And particularly we've looked at
these properties in the context of uh a
section of state statute that allows the
city to dispose of properties through an
alternative method if in fact
disposition through an alternative
method meets a public interest or a
public purpose. Uh and it's been our uh
conversation internally at least and I
think that's why we're here this evening
that solving or incrementally working
towards bettering the city's affordable
housing challenges is in fact a public
purpose and in the public's interest.
And therefore, uh, we've brought forward
the legislation tonight to actually
through an alternative disposition
process put 115 117 West Hollister
Street out through a request for
proposal process. This will be familiar
to you in particular you Alderman Tibido
going recently through um, of course the
Elm Street process. This is a much
smaller scale. This is a very small
property. it's a two-unit property, but
ultimately the goal is the same, and
that is to put out an RFP likely to a
very small developer that owns
properties of this size, uh, or perhaps
even an area nonprofit that works on
affordable housing. We would solicit
proposals into the city. There would be
a review team. We would ultimately go
through the selection process, but the
idea would in fact be to see an
affordable housing proposal for this
site at 115 and
117. Um, therefore, the legislation in
front of you, just to overview, does a
couple of different things. One, it
authorizes the city to dispose of the
property through an alternative method
that is typically used, which is
typically the sealed bid and auction
process. In replacement, it allows us to
go through an RFP process and put this
this property out to the public and
development community to respond to. And
then lastly, it of course authorizes the
mayor to enter into a purchase and sale
negotiation and to ultimately sell the
property to an affordable housing entity
that will uh convert the property
whether through demolition of the
current structure or redevelopment of
the site uh or redevelopment of the
current structure that exists there. Um
again, this is all underpinned and this
is laid out in the legislation before
you by the idea that affordable housing
and housing creation and affordable
housing preservation is in the public's
interest. And that's why we're bringing
this forward to you this evening. Happy
to answer any questions that you might
have, but look forward to working on not
only this property, but potentially
other smallcale properties that are
taken through the tax deeding process to
hopefully uh better the city's efforts
towards creating affordable housing.
Thank you. Thank you, Alderman Clay.
Thank you. Um Mr. chairman.
Um I guess the question that I have is
does this mean that this sale can happen
without the city having to recoup the
back taxes or any of the the loss of
um cost of of all of this? And the
reason I'm asking about this is that for
complete transparency, I will um I I
don't know if I had this conversation
with you or I know I had it with
somebody within the city. Um I was
approached um and I'm not going to say
by who. um by an entity that was um
asked if I would try to shepherd um a
almost a donation of this property um to
an entity um that wanted to
um build homes something similar to
this. And um in in looking into this, I
I think I spoke to Miss Enright and you
know the the whole process was this was
not allowed and I said it would be for
the public good and I kind of looked at
that one particular process and the
whole thing was that no the city had to
recoup it and and so on. So I kind of
went through all this whole thing. Um
the the person said oh no you know I'm
willing to try to do money and and so
on. I'm gonna be on. It was not a a
private person. It was a an
organization. So, but I don't want to
give the name and so on. Sure. Um, so
that's why I'm asking this question. So,
certainly, Mr. Chair, I I'll respond to
that if you're comfortable. Um, so
the the statute contemplates a few
different modifications to the rules and
and I'll ref I'll reference the two that
you're referring to, uh, Alderwoman Cle.
one being the the payment of back taxes
and what's owed to the city and the
other being the idea of disposing to the
of the property through a a reasonable
uh fair market value. Right. That's the
other contemplation of the statute and
and like you've like you've said we have
had inquiries from several entities uh
interested in in this property whether
for affordable housing, market rate
housing or even other uses. And so
there's no secret that we've had those
those inquiries.
What the use of an alternative process
or disposal process does is it does
modify albeit indirectly the fair market
value piece of the statute. And what I
mean by that is if an public purpose is
identified, there's it's not held to
necessarily the same standard when it
comes to what a fair market value is.
Now here the fair market value metric
will be fair market value affordable
affordable housing development and so we
still satisfy that section of the
statute. To my knowledge and perhaps I
should confirm this and I guess I'll
commit for the record that I will. To my
knowledge the need to as far as back
taxes being paid that is not modified in
any way by al by identifying an
alternative disposal method. Those
obligations still exist. Okay. That
process still is in place. But what does
change is the fair market value
establishment that's outlined in statute
that changes sort of inherently by
moving towards whether it's an
affordable housing play or some other
use that's identified as being a public
benefit or in the public interest.
Hopefully that answers your question.
Followup.
So please um correct me if if I'm saying
this. the the audience that you're
looking at kind of changes because
you're changing the the definition of
fair market value. So, prior to that,
you were putting it out to the highest
bidder. The city can only still
take can only accept a certain amount
and the remainder would have had to go
to the who you took it from. That's
absolutely. Now, what you're doing is
you're changing the audience to whom
you're selling it to because you changed
the definition of fair market value. Is
that correct? Uh, Mr. Chair, I'll
respond. That that is correct. One
assumption I want to be careful that we
don't make, which I've almost implied
I'm making myself, is that an affordable
housing uh development of the site will
absolutely undermine the market value.
That's not necessarily the case. It is
possible of course uh but ultimately
there will be the same obligation to if
there are excess revenues as a result of
the sale that same obligation exists to
dispose of back to the the prior owner.
I I want to confirm all of this outside
of this meeting because I I do want to
point out that there's a unique history
and fact pattern for this property
having gone out to auction having been
entered into through a a purchase and
sale but not ultimately closed. But I am
fairly certain that all of the same
provisions would apply. But I'll send a
confirmatory answer back to this
committee before this legislation
returns to the full board. Okay. Thank
Thank you. Okay. Alderman Solomon. Thank
you. I just want to understand
the process and what this resolution
says. So you you said it. Now I
processed it. Now I'm going to spit it
back to you and I want to make sure that
I understand it. The city owns this
property through the tax deeding
situation. There were back taxes. City
took it over. Typically that gets
auctioned off. Back taxes get
paid. Everything proceeds as normal. In
this situation, the city is going to
retain ownership of the
property for
now
until we get we're going to put it out
to RFQ for
um someone to develop it for affordable
housing. Once that happens, at that
point, the city will then sell the
property to said
contractor and and that money will come
back to to the city to satisfy back
taxes. I know I'm simplifying it, but I
want to make sure that I understand it.
Uh I think perhaps I should let you
speak to my legislation moving forward
because I think that's a perfect
summary. Okay. Y with the one exception
being that it will be an RFP process
rather than a qual process. But that is
essentially what will happen here. Yes.
Okay. City will retain ownership. RFP
will be released. RFP will reflect the
values contained within this resolution.
There'll be a selection process of a
preferred uh respondent essentially.
Yeah. Price will be negotiated.
Ultimately, the sale will proc will be
processed and then the same the
customary process with the sale of any
taxi to property will then go into place
as far as being paid back. All right.
Can I have a followup? Follow up. Are
you able to reveal what the back taxes
are on this property?
Uh, Mr. Chair, I I actually do not have
that answer tonight. I'm happy to send
it to the committee perhaps as part of
the the response to Alderman Cle's
question, but I I do not know Alderman
Sult.
That would be good if you could do that.
But also keep in mind where the person
that bid it on the property defaulted
and did not go to close. The initial
deposit is in the custody of the city.
10,000 $10,000 went to the city, not to
the auctioneer. That is correct. Let me
confirm that there wasn't a split on
that though. There may have been some
split so I can get that answer as well.
Okay. All right. Anybody else questions?
Okay, then I will call for a vote. Uh,
all those in favor signify by saying I.
I oppose. Motion carries. Thank you.
Will the clerk, please? Next on the
agenda.
Thank you, Mr. Chairman.
R25-161 authorizing an amendment to
resolution R72-75
laying out common sewers as it pertains
to the redevelopment of land in the
Veterans Memorial Parkway redevelopment
VMPR overlay
district. Mr. Chairman, I recommend
final
passage of our 25161.
All right. Uh you gentlemen, welcome.
You might as well come up and sit down
because you're here for two, right? Yes,
Mr. Chair. Okay. So, why don't you come
in? Welcome to the horseshoe.
Well, Director Cummings be
uh happy to I don't know if he wants to
associate with us. Rip. No, I was
actually getting ready to to get up to
the to the podium here and I was so I
was like, "All right, I might be." At
least they were nice to director
Sullivan this time. Director could join
us here if you He looks especially
sharp.
I learned sharing this week.
Alder woman Cle director Sullivan
certainly looks especially sharp
tonight. I know.
I know. I don't blame him. All right.
Since Director Cummings, you join us. Do
you want to segue into this? Yes. Thank
you, Mr. Chairman. So, uh uh again for
the record, Tim Cummings, director of
administrative services. Uh what we have
before you is legislation amending uh
some some contracts and some some prior
agreements that we had uh previously
approved because what we are here
tonight to talk about is the Mohawk
Tannery redevelopment. Um this has been
an ongoing project uh that's been near
and dear to to me over the years and to
many others in the city. Thank you alder
Clay. Um you click
uh so um
uh so with that being said uh the
project was uh a little bit way laid. We
were originally anticipating getting
underway with con uh remediation of the
site um uh last summer uh last fall.
That didn't necessarily come to
fruition. Um due to that we had to
rework uh some some some of the finer
details of the of the project to be able
to keep moving it forward. Um I will
leave it to the to the um development
team here to to speak to to speak in
more detail of the technicalities but um
I believe we are very close to getting
this project underway. Uh it is my
understanding that we have received uh
we have received or were about to
receive the final sign off from uh EPA
dees for 100% design of the remediation.
That is a critical milestone. Um once we
have that in hand, we really can can be
off to the races for the remediation,
which I still hope will be will be this
summer. But with that being said, I'll
hand it off to to Michael Develin to my
left here, who can who can uh walk you
through the finer points of of the
legislation this evening. Thank you,
Director Cummings. Uh, Mr. Chair,
members of the committee, can you please
just state your name for a
transcription, please? Yes. Uh, my name
is Michael Devon. I I represent Bllock
Holdings. Um, I'm here with attorney
Westgate. Uh, without Brad, this project
would be lost. I personally would be
lost, but um, greatly appreciative of
his efforts and his colleagues efforts.
Um, the Mohawk Tannery has been uh
before this committee as well as the
larger board a number of times. Uh, I'm
I'm thrilled to be able to report that
we're rounding third base, so to speak.
Um, we received final comments on the
100% design from EPA and DEES uh last
week. Uh, we've done an analysis of
those comments. Uh, and we anticipate
file filing the final 100% uh design on
June 6th. Um this is a 2400page document
um that is certainly extensive if not
downright exhaustive in terms of the
level of detail uh that the engineering
consultants have gone through to to make
sure that we remediate the site uh well
um and and safely uh for the public
health risk that it imposes. Um great
thanks to the city staff for getting us
to this point uh and all the dealings
that we've had. I can't count the number
of times I've had a 10:30 uh call or
weekend call from Director Cummings or
Director Sullivan uh to make sure we
talk about finer points uh of the Mohawk
Tannery. Uh the staff has truly been
dedicated. Um as we all know, the Mohawk
Tannery site sits along the Nashville
River. Uh directly east uh is the
downtown area. Uh it's a great area uh
for development. Unfortunately, uh it
has been contaminated for for a number
of years. Um things started to change uh
for the site uh when Blle Holdings uh uh
ran by Bernie Plant at the time uh
reached a deal with the EPA uh to
redevelop the site uh by first cleaning
it up. Um the EPA has since uh increased
its commitment to the project from $6
million to $9.5 million. uh that was
approved by Doge as well as uh upper
levels of the US DOJ um just recently
and it's currently in public comment uh
due to end on June 11th um in order for
us to have that agreement uh perfected
and and uh ready to
go. Um the reason why we've been at this
now for a number of years, uh Director
Cummings certainly well before me. Um
it's a a contaminated site. Um sitting
along the Nashville River are these two
large lagoons of carcinogenic materials.
Uh those lagoons sit within the
100red-year flood plane. The tannery
started in the 1920s. Uh I I wouldn't
want to keep playing those odds if I was
the city of NSHA. Um throughout the site
there are also a number of uh scattered
uh bits of the tannery waste uh as well
as a larger landfill here uh which was
on the uh fimble uh door property uh as
well as scattered asus uh throughout. Um
the goal is to uh clean up the site uh
consolidate all the uh Carson jig
materials into a containment cell uh
elevate that containment cell over uh
the 500year flood plane line uh in order
to uh further protect the site. Put a
permeable cap on top uh and then uh make
use of the site uh into uh the
development that you have seen before
you. Um the legislation that has gone
before the the larger board uh had
various pieces to it uh including a
revised master site plan. Uh that's not
subject here tonight. Uh but that this
depicts some of the changes that that
were before uh the board. Uh before the
uh committee tonight are two uh pieces
of legislation uh
R25166. Um this legislation uh
contemplates easements uh through the
project site to uh the adjacent Tamposi
property. Uh one of the dealings that we
had to uh uh do with the city uh was to
lease the right-of-way parcel. Uh as
such uh lease the rightway parcel
through the remediation. Um as such um
we now have to have the city join in
some of the agreements that we've made
to the adjacent property uh including
access and utilitiesmen. Um to be clear
though um tonight we are asking the
board to table this uh bit of
legislation until the June 11th meeting
of this committee. Uh reason being that
we just received um redline comments
from uh council from uh the Tamposie
family that owns the adjacent land and
we want to attend to those comments uh
route those red lines uh through
attorney Leonard uh who's been
intimately involved in this project uh
so that the city is is accepting of
those changes and then uh bring that new
uh uh version before this committee on
the 11th which we are prepared which we
are already set to be before for a
public hearing on a street
discontinuence petition that we
previously had 166 this one here. Yes.
Yes, ma'am.
R25161. Uh we are asking this board to
pro uh or this committee to provide a
favorable recommendation to the larger
board. Uh what this uh legislation uh
contemplates is a uh existing uh sewer
trunk line uh which the city has uh
along the river uh next to where the
containment cell is and there's a sewer
siphon over here uh as well as going uh
further east. um amending the the the
easement itself uh to allow us BLock to
do work uh and install the necessary
structures that we need for the
containment cell um along that easement
that currently exists um and ensure that
the city uh will follow certain repair
protocols um if they ever need to uh
repair the sewer uh adjacent to the
containment cell. uh our consultants at
Halen Aldridge uh put together a repair
protocol uh which obviously the city
when they put their sewer in uh would
not have uh uh uh known at the time
because a design hadn't been uh designed
for the contain excuse me the
containment cell the containment cell
um so uh our consultants put forth that
protocol to uh city engineering staff
engineer Hudson uh and his team uh and
we agreed to uh what that protocol would
would entail. Uh so this legislation
just again reiterates that the city
needs to follow certain protocols. Um
and then ultimately uh we're we're
projected close uh July 15th uh subject
to change. There are so many players
involved in this project um that uh
that's that's the date we're projecting
but it is subject to change. Uh once we
begin the remediation it'll be two
years.
uh between uh remediation sign off uh
and then uh start moving forward on the
redevelopment
project and and that that completes the
presentation for tonight. Okay. Thank
you. Any questions from members of the
board? Autumn Sullivan.
Thank you. Regarding the uh
166, that was the one that you're
requesting to the table. Yes. That had
the red lines issue. any um I don't know
what you can reveal, what you can't, but
have you taken a glance at the red
lines? Anything that that you see is uh
troubling or maybe non-negotiable or
anything any any landmines there that
you see? The one of the beauties of this
project is most people defer to attorney
West in terms of the redlinining and his
knowledge base. Uh so I have seen the uh
red lines because Brad wrote them. Yeah.
Okay. But I'll let him answer that
specific question if that that's okay
with Mr. Sure. If I may, Mr. Chairman.
Sure.
Thank you again for the record. Brad
Westgate, lawyer with Winer and Bennett,
402 Ammerst Street here in NSHA. Um the
the red lines were creations uh that we
made today. We, my colleague Barbara
Halevy and I did um as the initial
drafts people of the uh easement
document based on a conversation we had
with council for the Temposi entities.
Um fundamentally the red lines are to
simplify a complex little aspect of this
um document that um I initially drafted
which with some comment now having
received from uh the Champosies council
I can see a way to simplify it and also
to indicate how we had to add the city
as what I call an accommodation party to
the easement as Mr. Devon noted the
instead of acquiring fee simple full
ownership of the 4.4 4 acres that's
coming out of the Veterans Memorial
Parkway right away. That's part of the
site. We're going to lease it for a time
frame, but because of the commitments to
the Temposies both under our master
development agreement and also the
original legislation that contemplated
ultimate redevelopment of the Tannery
site, um we need to grant them these
easements uh upfront, if you will. So
that necessitated some structural
changes to the document which are
reflected in these red lines. I don't
think any of what we've done is going to
be a showstopper um both with the
Tamposies and with city staff and
attorney Leonard. Um but I do have to
walk through um with the Temposies those
changes better and also certainly bring
city staff up to speed with the why
we've approached it the way we did.
Okay. Thank you.
Okay. Any other
questions? Okay, seeing none, I'll call
for the vote. All those in favor signify
by saying I. I. Opposed. Motion
carries. And right now we're on to R
25166 and I'll entertain by
recommendation a motion to table.
Alderman Clay. Yes.
R25-166 authorizing the city of
Nashville to join in the granting of an
easement for the benefit of map 62 lot
100 and adjacent adjacent land in
connection with the redevelopment of the
former Mohawk tannery site. Mr.
Chairman, I recommend table to the next
meeting of June 11th.
Okay. And any uh discussion on that? Not
a table. No, I think he can have that.
No, not a table. Not on a tableling. No.
Um but I would like to say June 11th.
I'll have to check with the
administrative.
Uh we we do have a one of those intram
meetings. Yeah. Yeah. The booking if
it's available. Um so if you could check
with Don or I'll have Donna check June
11th tentative to the Yeah. the clerk.
Mr. Chair, just if I may, um I believe
that notice has already gone out for a
public hearing for that night because
there's a there's a petition uh for
street discontinuence that we had to
amend uh based on uh these changes.
Well, if that's the case, that's
beautiful. Okay, good, Mr. Chair. All
right. I didn't want you to count on the
11th and then we get something to
arrive. Okay. All right. The motion is
the table. All those in favor signify by
saying I. I oppose. Motion carries.
Thank you, gentlemen. Thank you very
much. Thank you very much. Okay. New
business ordinances. There is none.
Petitions, there is none. We do have
another item that is table, but it's not
going to come off the table. Nobody's
shown
interest. And um there's another one.
We'll leave that one on the table. Well,
yeah, it's petition for that's been
tabled for a while there, too. So,
general discussion.
Yes,
just I wasn't vocal on the the first
motions. I don't know if you had me as a
yes. I was confused for a second on
whether which one we were voting for. So
I'm a yes on 161. Oh, okay. And to table
on 166. I got confused at which one we
were Okay. You voted in the affirmative.
Correct.
Yeah. Okay. And there's nobody here for
public comment and remarks by alderman
is the same as general discussion. I
agree. I get confused by those too.
Yeah, we can we were looking to modify
splitting hairs. Mike, yeah, I know.
Unless somebody has something that want
to share. Oh, good. Good. I think we
should get rid of general discussion and
just go straight to I would agree with
that. Mark's bike. I think they're
working on it. Yeah.
All right. And so now I'll look to
Alderman Clay for the next motion. Your
favorite one? Yes indeed.
I'd like to motion to adjurnn. Okay. The
motion is to adjurnn. All those in favor
signify by saying I. I. Oppose. Motion
carries. Uh, and I'll declare the
meeting closed at uh 8:50 p.m.