Health Department Building OptionsSalina - Saline County Health Department Building Options
Important items to consider:
a) The physical relationship of each program to each other (important
with programs that share clients)
b) Storage space — conveniently located for those who need frequent
access
c) One entrance for staff
d One entrance for all others
e) Need between 21,000 and 22,000 square feet — allows room for
some growth.
f) Adequate parking for staff and clients
g) Prefer building to be close to city /county building
h) Plan for growth
What doesn't work with old building:
a) Too many unmanned entrances
b) Not enough storage space
c) Cramped offices
d) Wasted hall space
e) Layout is a maze — not client or staff friendly
f) Heating and cooling inconsistent throughout department
g) Have to use alley for loading and unloading
Options:
a) Move back into old building (doesn't meet long term needs)
b) Remodel and move back into old building (not enough space to
adequately meet needs — even with remodeling)
c) Buy south end — remodel the whole building
d) Purchase an existing site and remodel
e) Build anew building
f) Demolish old building and build a two -story building in that same
lot
Funding:
a) City /County and Health Department Fund balance
b) Potential for Dept. of Ag to have dollars for project costs related to
WIC space
Salina - Saline County Health Department Programs
1. Nursinz clinic
a. Immunizations
1. Children and adult
2. Foreign travel immunizations
b. Communicable Disease Investigation and Control
1. State mandated investigation
2. Includes food borne illnesses, tuberculosis,
Hepatitis B and C, and other state designated
reportable diseases.
c. STD (sexually transmitted disease and treatment) testing and treatment
1. Confidential testing and treatment for anyone
d. Family Planning Services
1. Provide confidential birth control to sexually- active persons
2. Home Health Care
a. Medicare and Medicaid certified since 1966.
b. Home health visits to homebound clients
1. Skilled nursing
2. Home health aide/homemaker
3. Physical /occupational /speech therapy
c. Provides services to patients with insurance, underinsured
or no insurance
3. WIC (Women, Infant and Children's Program)
a. Federally funded by Department of Agriculture
b. Provides nutrition education, checks for specific foods and referrals
to other sources
c. Serves low- income pregnant, breastfeeding and post —partum
women, infants and children up to age 5 found at nutritional risk
4. Child Care Licensing
a. Kansas statute requirement that all child care facilities be inspected
and licensed annually
1. Includes annual inspections and complaint inspections in Saline,
Ottawa and McPherson Counties
2. Child care training and early childhood resources also offered
5. Environmental Health
a. Develop and implement the sanitary codes for Saline, Ellsworth,
Ottawa and Lincoln Counties
1. Includes water well testing and sitting, septic system design and
installation, real estate transactions
2. Radon hazard identification and Healthy home investigations
6. Maternal and Child Health
a. Prenatal and postpartum contacts and case - management to mothers and
families
1. Objectives are focused on prematurity, low birth weight and infant
mortality risk reduction.
2. Offers support, education, referrals that will lead to healthier
Pregnancies leading to healthier babies, leading to a healthier
community.
3. "Gateway" to other services for this population
7. Health Education
a. HIV Medical Case Management
1. Case manager who assists persons living with HIV to improve their
quality of life,
to prevent co- infection and to prevent partner infection. `
2. Includes assisting with medication compliance, crisis management,
referrals, food pantry
3. Responsible for a 32 county area.
b. Emergency Preparedness
1. Coordinator builds and maintains public health infrastructure and
capacity to respond to a community disaster
2. Works with disease investigation, isolation and quarantine, risk
communications, regionalization and continuity of operations
c. Health education
1. Health educator is public information officer, interprets
current /emerging public health issues, pubic health advocate,
emphasis on chronic disease and what communities can do to
reduce the incidence
Salina Saline County Health
Department Services
� � 3
Immunizations
• Provide required /recommended vaccinations
to low income children utilizing the VFC
(Vaccine for Children Program)
• Provide required /recommended vaccinations
to insured children and adults utilizing private
stock
• Provide specialty vaccines and education to
people preparing to travel outside the U.S.
Immunization Program Funding
• Approximately $13,000 from KDHE grants
• General fund
• Fees collected for services
• VFC vaccine provided by KDHE
Public Health
Core Public `4&s, Ten Essential
with ssy Public Health
Services
�y
4
b
A�
D~
Immunizations
• Routine childhood and adult vaccines are offered
at some private provider offices.
• Specialty vaccines are only provided at the health
department: yellow fever, typhoid, rabies.
• At the health department:
— Provide vaccine to clients with no medical home or
those whose providers don't offer vaccines.
— Children are never refused for inability to pay.
— Our immunization staff serve as the "expert resource"
in the community.
Communicable Disease
Investigation and Control
• Provide Kansas mandated investigation,
control of communicable diseases, including
TB
• No one else provides this service
• The health department is a resource for local
entities
• TB medications are provided by KDHE
• Access to KDHE Epi -Trax
Communicable Disease Investigation
& Control Funding
• No fees incurred by patients
• Less than $4000 from TB program
• General fund
STD Testing and Treatment
Funding
• Medications are provided by KDHE
• Fees for service
• General fund
Family Planning Funding
• $30,000 from KDHE grants
• General fund
• Fees collected for services
• Proven cost effective:
— Each year publicly funded programs prevent 19.4
million unintended pregnancies nationally
— Equates to 400,000 teen pregnancies
STD Testing and Treatment
• Provide confidential testing /treatment for any
client 13 years of age and older
• Other providers in the county provide this
service:
— Physician's offices
— Hospital emergency room
• At the health department:
— Services are not denied for inability to pay
— "One stop shop ": treatment dispensed at visit, does
not require a trip to the pharmacy
• Access to KDHE Laboratory
Family Planning Services
• Provide confidential birth control to sexually -
active females
• Also available at private physician offices.
• At the health department:
— Services are provided on a sliding fee scale
— No fees incurred at Level 1 sliding fee scale
— "One stop shop "; medications dispensed at client
visit, does not require a trip to the pharmacy
— No refusal of services for inability to pay
Home Health Care
• Since 1966 -47 years— providing highly
skilled care to Salina and Saline County
residents. >8000 visits in 2012
• Medicare certified and state licensed with
onsite surveys every two years, required
annual cost reports submitted to Medicare.
Complex insurance billing based on ICD -9
coding.
Home Health Care
• Salina - Saline County Home Health Agency
has withstood the test of time. The
Balanced Budget Act of 1997 and the
Prospective Payment System in 2000 have
created many challenges. By paying
attention to service and reimbursement
levels, staffing has decreased from 25 to 10
since 1997.
Home Health Care
• Being a part of the Salina - Saline County Health
Department enables us to care for residents
that are underinsured (Kancare) or have no
insurance at all. Medicare dollars received help
offset some of this cost as well. Without
Medicare patients who have more acute needs,
our skill level of staff would be jeopardized. We
bill all insurances for services as well as offer a
private pay program.
Women, Infant and Children's
Program (WIC)
• Federal program funded by the Department of
Agriculture through the state of Kansas
• Serves low- income pregnant, breastfeeding, and
post- partum women, infants, and children up to
age 5 found at nutritional risk
• Provides nutrition education, checks for specific
nutritious foods, and referrals for other services
• Monthly affidavits sent to the state and an in-
depth program audit is conducted by the state of
every 2 years
Home Health Care
• Other for - profit agencies have come and gone
from Salina. Salina - Saline County Home
Health Agency provides deficiency free, high
patient satisfaction and respected care at a
local level by a community based agency.
• Longevity of staff — most more than 20 years.
This instills a trust level from physicians,
patients and their families.
Home Health Care
• CareAnyware software purchased last year has
enabled us to become more efficient — nurses
can review orders and update medication lists in
the patients' homes.
• Home Health Care has the potential for growth
due to the Affordable Care Act. Hospitals are
penalized for re- hospitalization of patients within
30 days. Hospitals will collaborate with Home
Health Agencies to prevent re- hospitalization.
►nil[�7
• Average monthly participation in Saline
County is 1800
• 55% of all Saline County infants participate in
WIC
• In the state of Kansas, the WIC program is
offered at every county Health Department,
no other agencies provide WIC
WIC
• Referrals (a primary function of WIC),
especially Health Department programs such
as family planning, immunizations, childcare,
prenatal education and breastfeeding
support, and smoking cessation
• Staff are shared with other departments
including a lab assistant, an interpreter, and
the breastfeeding peer counselor
Child Care Licensing
• Kansas statute requires all child care facilities
be licensed and inspected at least annually.
• The Health Department inspects all types of
child care facilities in Saline, Ottawa and
McPherson Counties annually as well as
investigating complaints and completing
compliance evaluations.
• Child care orientation, training and early
childhood resources are also offered.
Child Care Licensing
• The Health Department can provide "one stop
shopping" for many community members and
agencies.
• The Health Department is viewed as a
trustworthy partner /agency when investigating
abuse and neglect concerns.
• Internal resources and depth of expertise across
all departments is invaluable when serving clients
in a cohesive and complete manner.
WIC Program Funding
• Federal grant of almost $315,000 covers all
direct costs such as personnel and supplies
• $58,500 (18.6 %) of the grant is to cover
indirect costs such as space, utilities, technical
and administrative support.
• Additional federal funding has covered items
such as computers
• No local dollars are used for this program
Child Care Licensing
• These services are offered to ensure
community children are in safe child care
environments.
• No other agency offers this service.
• KDHE has a contractual agreement with the
Health Department to provide regulatory
services in three counties.
Child Care Program Funding
• The majority of the funding is provided by
KDHE and fees charged to child care
professionals.
• The Health Department is in the process of
approaching Ottawa and McPherson Counties
for financial support.
Environmental Health
• Develop and implement the sanitary codes for
Saline, Ellsworth, Ottawa and Lincoln
Counties.
• Water well testing and sitting, septic system
design and installation, real estate
transactions, radon hazard identification and
healthy home investigations.
• No other agency offers these services.
Environmental Health
Program Funding
• Revenue comes from permit and inspection
fees, funding from the other counties served
and the Health Department general fund.
MCH
• Objectives are met through a variety of
services, all focused on:
— Prematurity, low birth weight, and infant
mortality risk reduction
— Mental health awareness, education, screening,
and referrals for pregnant and postpartum
women
— Extensive breastfeeding education and support
Environmental Health
• Installation and inspection history is maintained
at the Health Department.
• Depth of expertise and collaboration of
departments allows for the best client and
community service.
• Trusted and valued relationships have been built
with county commissioners in the three
additional counties served.
• Clean drinking water and wastewater
management are core public health
responsibilities.
Maternal Child Health
• Prenatal and postpartum contacts and case -
management, that provide support, education,
and referrals to other community agencies, based
on the needs of the client
• Clinic- based, community - based, and in -home
services
• Overarching goals of the program are to have
healthier pregnancies, leading to healthier
babies, leading to a healthier community
MCH
• No other program /agency provides services to this population
that are as extensive and comprehensive
• Long -time partnership between agencies within the
community
• MCH provides prenatal /postpartum services, and then refers
out to other agencies /programs for continued services
• We are the "gateway" to other services, for this population
• Only program that provides In -home services to this
population
• Only program that has this kind of partnership with hospital
Maternal Child Health
• What sets our program apart from others?
— No charge for services and not being a faith -
based organization, allows access of services by
the most at -risk populations in our community
— No other program /agency provides the specific
and extensive services to this population
— Set apart from all other MCH programs in the
State
—State and National recognition as "Best Practice
Model"
MCH Funding
• MCH block grant from KDHE
• Medicaid for Healthy Families
• Children and Youth with Special Health Care
Needs funding from KDHE
• Visit reimbursement from Medicaid
• Remaining is provided by local match from
City /County funding
• Do also explore other areas for funding, 1.e,
March of Dimes, Greater Salina Community
Foundation, SRHC Foundation
Emergency Preparedness
• Build and maintain public health
infrastructure and capacity for responding to
a community disaster.
• Communications, workforce development,
disease investigation, isolation and
quarantine, risk communications,
regionalization and continuity of operations.
Maternal Child Health
• Advantages of being part of the Health
Department:
— Staff sharing with other programs
— Referrals to and from other Health Department
programs
— Health Department is seen as the "hub ", or
starting point, for pregnant women without
resources
Maternal Child Health
• How has program changed in last 3 or 4 years?
— Program staff cut from 3.1 to 2,8 to now only 2,5 FTE
— Work load and level of services has increased
— New and innovative ways of providing services in
challenging times
• Program Oversight:
— Grant reporting to KDHE and March of Dimes on
semi - annual basis
— Must show measurable improvement in outcomes in
order not to jeopardize funding
Emergency Preparedness
• Ongoing collaboration with Salina Regional
Health Center and Saline County Emergency
Management.
• Funding for staff is paid by grants from CDC:
— 50% local
— 50% regional
• Indirect costs local funds
Salina- Saline County
Health. Department Project
Timothy Knox
Krista Kubik
Kyle Neely
Valerie Rito
Sarah Stoltz
Table of Contents
Executive Summary
Introduction
Design Procedure
Departmental Relationship Analysis
Layout 1
Layout 2
Evaluation
Conclusion
Appendix
3
4
5 -7
S
9
10
11
12
13 -15
2
Executive Summary
The Salina - Saline County Health Department has asked our IMSE 555, Industrial Facilities Layout and
Design, class to evaluate their facility and specific department sizes. There are about 50 employees for
the Health Department and on average, 50 people visit each day. The current facility is about 16,000
square feet, and the Health Department believes they need more room to accommodate their needs.
Our job is to analyze the current layout and provide a recommendation for a future building design.
This project began by going to the Salina - Saline County Health Department and seeing the old facility
and an option for a new facility. After hearing the space requirements from each department head and
having a discussion session we were able to understand the project as a whole.
Our next step in the process was breaking the class into groups and assigning a department to each
group. Our group was assigned the miscellaneous spaces in the facility including conference rooms,
waiting room, storage rooms, and mailroom. After researching for this project, our group was given the
task to design the overall layout of the facility.
A relationship chart was created to help us determine which departments should be located next to
each other. Each group created their own relationship chart for their individual departments and a
second one for their department and all other departments. After consulting with the class on what
departments and rooms needed to be positioned next to each other, a final relationship chart was
created.
Each group designed three different layouts for their departments. These included all rooms needed,
what goes in each room, and the internal hallways connecting the rooms. Their layouts varied in sizes
which allowed us to match specific layouts to the overall layout.
After we received all necessary information, we were able to design a layout using the dimensions for
each department, proper hallway sizes, and the relationship chart.
Two alternatives were designed; one is approximately 21,000 square feet and the other 22,000 square
feet. We believe the smaller layout is the minimum required space to meet each department's needs.
The larger layout has more room for growth in the future and larger storage areas. There are also
several extra rooms that allow the option of moving certain rooms around. We recommend a building
size between 21,000 and 22,000 square feet. With the required departmental space and the extra
rooms that are needed, this amount of space will suffice. Although we have suggested one layout as the
best layout, either layout can be used and would be an improvement for you facility design.
Introduction:
Our IMSE 555, Industrial Facilities Layout and Design, class was assigned the project of analyzing the
space requirements for the Salina - Saline County Health Department (SCHD). The health facility is made
up of many departments including WIC, Maternal, Environmental, and Home Health. The Health
department has about 50 employees, sees around 50 people a day, and hosts numerous programs
throughout the week. The current facility was not up to date and too small. The current facility was also
unsafe, and it was time to re- evaluate the current space. Increasing space would allow for larger rooms,
more storage, and a better parking design. The current office building does not have the necessary
space to see patients and hold the programs that are offered. The health department is looking into
three options on where to move to: their old facility, a bank, or build a new facility. Our tasks for the
project are listed below:
1. Learn about the services provided by SCHD
2. Gather specific information about the service activities
3. Determine space requirements for each activity subject to practical considerations and
limitations
4. Complete activity relationship analysis
5. Develop alternative layout designs subject to practical considerations and limitations
6. Evaluate alternative designs and make recommendations
On Tuesday, March 26`h members of our class went to Salina to speak with department heads of
each sector. During this visit we learned about specific problems dealing with space in the old building
and departmental needs on an individual basis. We then toured the old facility as well as another
building, previously a bank, which could potentially be an option for the new facility. Each department
had a specific list of rooms needed to accommodate employees and their needs for storage and
conference space. These needs were noted and applied when designing the layouts of each department.
After the trip to Salina, the data collected was shared to those who were not able to attend. The
class then split into teams of five and each was assigned a department to design. Our group was given
the miscellaneous rooms needed throughout the facility. These rooms included the storage rooms,
conference rooms, bathrooms, mailroom, utility room, and server room, etc. We were also given the
task to design the overall layout for the facility. Designing the layout would allow us to incorporate our
individual room designs with the other departments.
The objective of this project is to provide SCHD with alternative designs for their facility and
recommendations for facility size. In order to meet the objectives of this project we needed to ensure
that every department has adequate spacing and optimal facility location.
4
Design Procedure:
Our first task was to draw the layout of each extra room separately. We were given space
requirements by SCHD for the miscellaneous rooms and what was required in each. The first room was
the utility room as seen in Figure 1 in the appendix. The utility room contains the washer, dryer, mop
station, desk, chair, and a storage space. This room was designed to be 15' x 15'. This is a basic room
that does not have any specific location needs.
Mailroom:
The next room was the mailroom (Figure 2 in appendix). This small 10'x 10' space would be used for
mail drop off, mail sorting, and file storage.
Waiting Room-.
The main waiting room (Figure 3 in appendix) was also a part of our area. Currently the waiting room is
designed to seat 30 people, but the chairs could be removed to accommodate a children's play area. The
chairs are currently located in the center of the room, however, when the location of the door is
finalized, the chairs could be moved to exterior walls to provide more space. This space is 20' x 25'.
Bathroom:
We designed a bathroom for the facility (Figure 4 in appendix), however, if the health department
moves into their old facility or the bank, the bathrooms will already be completed making moving the
• restrooms difficult. If the health department chooses to build a new facility, the location of bathrooms
could be strategically placed to benefit everyone. There would be a bathroom like the one below each
for males and females near the waiting room for patients to use and one nearthe break room for
employees to use.
Server Room:
The Server room is a 15' x 15' room, without anything currently placed in the room. Due to the lack of
detail in this room we did not include its sketch. The only request we received in regards to the server
room, is for it to be located on an exterior wall of the facility to help with ventilation.
Conference Room:
There needs to be one large conference room (Figure 5 in appendix) that can hold approximately 75
people. We determined this needs to be a 45' x 40' space to fit the tables and chairs needed. When
designing this conference space we used circular tables that can fit eight people per table.
5
There is also three small conference rooms that are 22' x 20'. These would have a large table for
multiple people to sit around. The sketch can be found in Figure 6 in the appendix.
Storage Rooms:
Storage rooms are the last extra spaces we were assigned. We made two large storage spaces that are
20' x 30' and a small storage space that is 20'x 15'. These storage spaces are for departments and can
be shared if needed. If a department needed small storage specific to their given area, it was designed
into that specific departmental layout. These storage areas were designed to have cabinet and shelving
space. The designs for the storage rooms can be found in Figure 7 in the appendix.
Facility Layout:
Each group has been working on their individual department design and they know how much
space is going to be required. The groups sent us the necessary dimensions with a few different layout
options to choose from. Obviously, the best option may not be able to be implemented in the final
design, but getting a few alternatives was useful. Internal hallways were placed within the department
layouts, but it was our job to design hallways for the whole facility connecting the departments. Groups
also stated whether or not they had their own internal storage space or needed to be near one of the
facility's storage rooms. Conference rooms would need to be strategically placed throughout the
building to allow everyone easy access to them. Once all this information was collected, we were able to
figure out how much space the total layout would encompass.
Table 1 below displays the space required for the seven main departments:
Table 1. Departmental Space Requirements
Department_
Administration
WIC
Clinic
Maternal
Home Health
Health Education
Environmental
Total
Space required (sq ft)
1,150
2,000
2,100
1,450
1,850
11,100
0
Table 2 displays the estimated space required for the extra rooms:
Table 2: Extra Room Space Requirements
Room
Space Required (sq ft)
Utility Room
225
Mail Room
f 100
Waiting Room
500
Bathroom
— 330
Large Conference Room
1,800
880
300
Small Conference Room(s)
Storage Room
Large Storage Room(s)
1,200
Server Room
225
Break Room
484
-- Total _ i
-- - - 6044
The seven departments need a total of 11,100 square feet. After adding this with the estimated 6,050
square fleet required for the extra rooms, the total square footage for just the rooms comes out to
17,150 square feet. This number does not include hallways to get from each department.
7
Departmental Relationship Analysis
The next step in this project was completing relationship analysis between the departments
using a relationship chart. This process determines what rooms need to be close together and what
rooms should be separated. Completing the relationship chart is done by assigning a letter between two
departments. An "A" stands for absolutely necessary closeness, an "E" for especially important
closeness, an "I" for important closeness, an "O" for ordinary closeness is okay, an "U" for unimportant,
and an "X" for undesirable closeness. It is important to note the reasoning for the letters given. These
are denoted by the numbers next to them. Giving a 1 value means they have shared resources, a 2
means there is heavy traffic flow, and a 3 says there is high material flow. This relationship chart tells us
where departments and extra rooms should be placed in order to create an optimal layout. For example,
Maternal and WIC have an A/1 value because it was stated that they need to be next to each other
because of shared resources. The final relationship chart we made that related our rooms to the other
departments can be seen in Table 3 below.
Table 3: Relationship Chart
neIats Ist. or r na--
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We designed the building to be in a block layout format. This forced some rooms to be larger
than needed and others to be slightly smaller than needed. Also, the block layout means there could be
some leftover space. We assumed this could be used as storage. Following the relationship chart on
what rooms need to be placed closer together, we came up with several possible layouts. The two
layouts included in this report are the most optimal designs. Notice from the relationship chart,
Maternal is near both WIC and Clinic, Admin is close to the mailroom, the clinic check in is near the
waiting room and Clinic. This design has a total square footage of 21,168 square feet and can be seen in
Figure 8 below.
144
T_ - -- { - -
MATERNAL ENVIRON 45
WIC
32 l3
63 _— 13
WAIT 20 25 . _ - 36
GCi
20 6 6= 1
-- ?6 _ -_ 6 45 1 6
6
31
# 6
°
i
CLfNIC l 24 CC7NF
STR
- t
47
HOME HEALTH
i 5
74 6 t 1
STRG STRGII
-4 20-
I
I
I LG CONF
40
t
Figure 8: Overall Layout Design I
49
8---
G Mtr� 8
BR f
.. -- - --- t 21,168 SO FT
We made one last alternative design (Figure 9). This layout was a more rectangular shape for a
different building style. The total square footage of this design is 21,470 square feet. Again, the main
rooms that need to be by each other are closely grouped, and conference rooms are more spread out to
allow access to the different departments.
9
,m
CONF
HEALTH -
EOU
�
�
-30\g_ -
)yVD
WAIT WIC MATERNAL q
C3 0 45.0
30.0 CLINIC
SR 6.0
STRG
i S.0 - ENVIRONMENTAL
21,470 ESQ FT
Figure 9: Overall Layout Design 2
In this alternative, the conference rooms on the left are ten feet wider than originally requested. This
opens up the option to shrink those spaces down to form an extra room.
1.101
Evaluation:
To evaluate the two layouts, we came up with several factors that describe what we wanted in
our overall layouts. The better the factors are satisfied, the better score a layout will get. Next, we
assigned each factor a weighted score. The higher weighted score represents the importance it has
within the design. Then, a ranking was assigned to each factor. This ranking is a value between 1 -10, and
it determines how well the model fulfills the factor. The weighted score and the ranking are multiplied
together for each factor and then summed to get a total score.
Table 4: Layout 1 Evaluation
Factors: Overall Facility
Weight
Importance Ranking
Total Store
Server Room an Exterior Wall
10
10
100
Enough Bathrooms for Entire Facility
10
8
80
Flow of Facility
20
10
200
Adequate S ace for Each Department
15
10
150
Optimal Department Location
20
7
140
Ali Needed Rooms Included
25
9
225
895
Table 5: Layout 2 Evaluation
Factors: Overall Facility
Weight
Importance Ranking
Total Score
Server Room on Exterior Wall
10
10
100
Enou hBathroomsforEntire Facility
10
8
80
Flow of Facility
20
10
200
Ad eq uate Space for Each De artment
15
10
150
Optimal Department Location
20
9
Y 180
All Needed Rooms Included
25
9
225
935
As seen above, layout 2 has a higher factor score. This is because each department is in an optimal
location, the conference rooms are spaced out and more accessible to all departments, and the break
room is centrally located. Although both layouts follow the relationship chart closely, Layout 2 has the
Administration department by themselves away from other departments. This was requested by them
to avoid noise from other areas.
11
Conclusion:
Salina- Saline County Health Department has asked us to look into the space requirements for their
facility. After researching their needs for their respective departments, and getting dimensions needed
from our classmates, we were able to design two optimal layouts. We recommend a building that is
between 21,000 and 22,000 square feet. This provides enough room for the current departments to
operate and allows room to grow in the future, We used the relationship charts as our main factor in
positioning the departments accordingly, The alternative layouts shown, give two options that could be
used for your building. Although we have suggested Layout 2 as the best layout, either layout can be
used and wou4d be an improvement for you facility design.
IIN
Appendix
2-OD
050
8
D Lim Synk
5,00
ISM
3.00
Figure 1. Utility Room Layout
Figure 2: Mail Room Layout
0
13
Figure 3: Waiting Room Layout
v
I
i
25.00
15.00
Figure 4: Bathroom Layout
14
40 --'--__ -- _
TAULPS
WITH
SDNTING
Figure 5: Large Conference Room Layout
Hl-
11
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I EN
----
__ 22.M i
Figure 6: Small Conference Room Layout
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PIKUL ENGINEERING
16021 WESTERLY HEIGHTS DR
WAMEGO, KANSAS 66547
Phone 785 -458 -6400
E -mail: pikuleng @wamego.net
Salina - Saline County Health Department Building
236 -240 North Seventh St, Salina, KS
STRUCTURAL REINFORCEMENT COST ESTIMATES
May 28, 2013 - PKL Project 1212
INTRODUCTION
In accordance with our Agreement of 03 -12 -2013, this document provides refined cost estimates
for reinforcement of the existing roof structure to assist in decision making by the City of Salina
and Saline County.
Pikul Engineering developed preliminary structural reinforcement sketches and notes sufficient
to allow Riley Construction to refine cost estimates for the reinforcement of the existing roof
structure to meet current dead, live, snow and wind requirements; without the need for additional
intermediate shoring (see Attachment A).
Riley Construction also engaged the services of other contractors to include cost estimates for
non - structural work including electrical and mechanical repairs /replacements. Riley
Construction also included repair replacement of interior wall and ceiling construction. The
purpose of the Riley Construction estimate was to make the structural repairs and return the
building to a "move -in" condition (see Attachment C).
ESTIMATE SUMMARY
The engineering and construction estimates are summarized below. Details of the Pikul
Engineering estimate are in Attachment B. The Riley Construction estimate details are in
Attachments C & D.
Final Design & Engineering Services During Construction Estimate
PIKUL ENGINEERING
$ 45,000 to $ 50,000
Truss System and West Mansard Repair /Reinforcement Construction Estimate
RILEY CONSTRUCTION $925,000 to $ 975,000
TOTAL PROJECT ESTIMATE $970,000 to $ 1,025,000
STRUCTURAL & GENERAL CONSTRUCTION - INVESTIGATIONS & TROUBLESHOOTING
Salina Roof System Structural Reinforcement Estimates 05 -28 -2013 PKL 1212
ACTUAL SCOPE of WORK
1. Pikul Engineering met at Riley Construction initially to review, discuss and document the
findings of the detailed on -site joint investigation of the roof structure performed on
February 11, 2013. Subsequent meetings discussed practical reinforcement options,
especially as related to minimizing structural and non - structural costs.
2. Pikul Engineering provided structural engineering services to further analyze and develop
preliminary design of reinforcement for the existing approximately 50 foot span roof
truss systems to resist a 20 psf snow /live load, a 90 mph wind, and dead loads of 15 psf
on the top chord and 10 psf on the bottom chord.
3. When loads for the truss analysis were applied along top chord members it became
apparent that the existing truss construction was more deficient than initially anticipated.
Simply connecting the truss ends with tension rods was not sufficient. The truss top
chords needed to be additionally reinforced on both sides with steel channels.
4. Because the north /central and south truss bays differ in configuration, support conditions,
and structural condition, the reinforcement requirements vary by truss configuration and
by truss bay. The north /central trusses have four different support conditions in the
atrium area and appear to lack base plates at the wall supports. The south bay is
generally in a more deficient condition with broken bottom chord members and
subsequent sags. The truss reinforcement will generally not remove the sags.
5. Truss reinforcement includes the preliminary design of a load transfer connection
between the steel reinforced top compression chords and steel tie rods located just above
the bottom timber tension chord, to minimize removals and interferences along the
bottom chord. Other aspects of the truss system reinforcement included vertical diagonal
bracing between trusses using cables, horizontal bracing to transfer lateral loads to lower
bracing walls, and positive ties between the top chords and the barrel roof sheathing to
stabilize the top chords. The roof sheathing is used in the analysis as a roof diaphragin to
stabilize the truss top chords and transfer lateral loads to exterior and interior shear walls.
Details of the load transfer to interior shear walls have not been developed.
6. Structural analysis indicated that the existing roof purlins needed to be doubled /sistered.
The estimate includes reinforcing the roof structure (crickets) constructed over the trusses
to facilitate roof drainage but the details for this reinforcement have not been developed.
PIKUL ENGINEERING
-2-
Salina Roof System Structural Reinforcement Estimates 05-28 -2013 PKL 1212
ACTUAL SCOPE of WORK (Cont.)
7. The estimate includes reinforcing/supplementing the west mansard connections to the
barrel roof purlins to stabilize the mansard and to transfer lateral loads from the roof
diaphragm to the west shear wall. The mansard framing also needs to be tied back to the
bottom chord of the truss framing, and then transferred through horizontal diagonals to
shear walls below. Structural concepts were discussed with Riley Construction for their
estimate. Details remain to be developed.
8. Structural sketches /notes /memos (see Attachment A) as well as office and on -site
meetings allowed Riley Construction to develop refined cost estimates for the structural
work (see Attachments C & D).
9. Meetings with Riley Construction took place on -site to verify that reinforcement schemes
were practical and resulted in revisions /modifications to simplify construction to avoid
undue removals and labor.
10. The Riley Construction Estimate was reviewed by Pikul Engineering for general
conformance to the design intent.
11. Despite these efforts it was necessary to include a reasonable Contingency to address
additional deficiencies that are expected to be found as the detailed work progresses.
Please direct any questions to the undersigned.
PIKUI_, ENG EERING
Richard R. Pikul, PE, EngD
Attachments: A- Preliminary Design Information;
B — Pikul Additional Engineering Services & Cost Estimate;
C — Riley Construction Cost Estimate;
D — Riley Construction Estimated Project Schedule.
PIKUL ENGINEERING
-3-
PIKUL ENGINEERING
16021 WESTERLY HEIGHTS DR
WAMEGO, KANSAS 66547
Phone 785- 458 -6400
E -mail: pikuleng @wamego.net
ATTACHMENT A
PRELIMINARY DESIGN INFORMATION -- 05 -28 -13
('XNF.R A T .
Pikul Engineering developed preliminary structural reinforcement sketches and notes sufficient
to allow Riley Construction to refine cost estimates for the reinforcement of the existing roof
structure to meet current dead, live, snow and wind requirements; without the need for additional
intermediate shoring.
Design concepts were also presented at office meetings with Riley Construction in which
practical reinforcement options were discussed, especially as related to minimizing structural and
non - structural construction costs.
In addition, meetings with Riley Construction took place on -site to verify that reinforcement
schemes were practical. The joint site visits resulted in revisions /modifications to simplify
construction to avoid undue removals and labor.
Finally, the Riley Construction Estimate was reviewed by Pikul Engineering for general
confonnance to the design intent.
CONTENTS
Excerpted Text of 04 -10 -13 Email to Riley Construction
Partial Truss Information - Preliminary Design - Salina Health Dept page 2
Excerpted Text of 05 -15 -13 Email to Riley Construction
Base Plate Installations - Truss Reinforcement Concepts - Salina Health Dept page 3
Excerpted Text of 05 -16 -13 Email to Riley Construction
High Tie Truss Reinforcement Concept is Back - Salina Health Dept page 3
Excerpted Text of 05 -16 -13 Email to Riley Construction
High Tie Concept - North & Center Trusses - Wall Support Areas - Salina page 4
Sketch HTR -1— High Tie Revisited — North & Central Bays - 05 -19 -13 page 5
Sketch TR -1 — Truss Layout - Orientation - Rev 05 -28 -13 page 6
Sketch TR -2 — Vertical Bracing - Rev 05 -28 -13 page 7
Sketch TR -3 — Bottom Chord Horizontal Bracing - Rev 05 -28 -13 page 8
Sketch TR -4 — New Columns & Base Plates - Rev 05 -28 -13 page 9
Sketch TR -5 — Shear Walls - Rev 05 -28 -13 page 10
STRUCTURAL & GENERAL CONSTRUCTION - INVESTIGATIONS & TROUBLESHOOTING
Attachment A - Preliminary Design Information 05 -28 -2013 PKL 1212
Excerpted Text of 04 -10 -13 Entail to Riley Construction
Partial Truss Information - Preliminary Desi n - Salina Health Dept
1. As previously noted, all rafters /purlins spanning between trusses need to be doubled. If already
broken they need to be supplemented (ie 3 rather than 2)
2_ TIE RODS — to run on each side of the truss above the bottom chords supported with blocking at
approx. 8 ft centers (6 locations along the span)
North & Central Trusses — 1 -1/8" A36 rods w /Couplings (2 rods per truss)
South Trusses —1" A36 rods w /Couplings (2 rods per truss)
Check availability of rod sizes, couplings and nuts. End connections will be double nutted.
3. Top Compression Chords (North & Central; South similar but channels may be reduced in size) —The
chords are way undersized for the design loads, and should have failed (the misalignment may be the
result). They are subject to both bending from the roof loads and compression due to the truss action.
Doubling with wood will not be sufficient. I recommend sistering them with steel channels. A
preliminary conservative size for the channels are C8x11.5. There will be 4 pieces per side with 3
connection plates (assume 1/4" plates). The channels and plates will be lagged or bolted to the
existing wood members. At this stage assume 1/2" lags /bolts.
The steel channels will simplify the attachment of the tie rods as they can be connected thru square
tubes welded to the cannels at the desired height location. Load transfers will be from the channels to
the rods. The existing wood top chords will be filler and ignored structurally.
4. With the channels, vertical "X" diagonal bracing can be done with rods, cables or lumber by attaching
clip angles to the connection plates. Let me know what will be the least costly (labor /materials)
5. The channels should simplify corrective options at the atrium and the entry lobby as well.
6. When I get back I will refine the channel sizes and connection details. If welding is not an option, you
will need to do more custom fabrication.
7. 1 also need to check the piers /pilasters. Would like to avoid an additional footing.
8. The two special conditions at the entry lobby and the atrium also need to be addressed
9. Along with the vertical 'X' bracing, there needs to be a horizontal member that may be integrated into
the mansard stabilization_
10. There also needs to be at least two runs of "X" bracing in the horizontal plane of the bottom chord.
11. We will still need to install thru bolts at web member connections and some connection plates.
12. The mansard needs to be reviewed, as well as the beam /support framing for the built -up area
between the north and central trusses. The roof framing (joists / purlins) appears OK.
Let me know what items have not been addressed, as you try to envision doing the reinforcement.
Richard R Pikul, PE, EngD
PIKUL ENGINEERING
PIKUL ENGINEERING
-2-
Attachment A - Preliminary Design Information 05 -28 -2013 PKL 1212
Excerpted Text of 05 -15 -13 Email to Riley Construction
Base Plate Installations - Truss Reinforcement Concepts - Salina Health Dept
To stay above (no columns at walls) we will need new or possibly replacement base plates.
How about this sequence?
1. Reinforce all trusses with channels etc.
2. Jack at a support end to relieve dead loads from the masonry
3. Remove brick, install base plate, pack non- shrink mortar /pea gravel between base plate and
brick below. Infill sides as needed.
4. Remove jack, move on
Richard R Pikul, PE, EngD
PIKUL ENGINEERING
Excerpted Text of 05 -16 -13 Email to Riley Construction
Hip_h Tie Truss Reinforcement Concept is Back - Salina Health Dept
The high tie concept obviously avoids numerous removals along the bottom chord, especially in
the North and Center Bays. Some of the framing, supported by the bottom chord, supports
ceilings below.
Therefore, I will make it work structurally. It may not be pretty but it will be functional,
The tie will run tight to the top chord at the ends to minimize eccentricity and end
momentsibending in the top chord. There should be enough sag in the bottom chord to leave
plenty of room for a turnbuckle near mid -span.
The high tie will require a modified steel end support detail and the first top chord splice will
need to be beefier.
I will send you a revised detail on Friday.
If comments and /or perceived problems let me know.
Richard R Pikul, PE, EngD
PIKUL ENGINEERING
PIKUL ENGINEERING
-3-
,Ittachnient A - Preliniinary Design Information 05 -28 -2013 PKL 1212
Excerpted Text of 05 -16 -13 Email to Riley Construction
High Tic Concept - North & Center Trusses - Wall Support areas - Saline 11calth De 2t
The high tie concept preliminary end detail is attached for the North & Center Bay wall support
locations.
We should be able to reduce support eccentricity where the brick wall is missing in the atrium
area.
The preliminary analysis indicates that the lower top chard sections need to be a heavier
C8x13.75 at 4 locations (north end of N5 & N6 and South End of C5 & C6), rather than the
typical C8x 1 1.5.
Other end conditions will be similar, but include columns in the atrium area where the brick wall
is missing.
Richard R Pikul, PE, EngD
PIKUL ENGINEERING
PIKUL ENGINEERING
4-
Attachment A - Preliminary Design Information 05 -28 -2013 PKL 1212
Sketch HTR -1— High Tie Revisited — North & Central Bays - 05 -19 -13
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Sketch TR -4 — New Columns & Base Plates - Rev 05 -28 -13
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Attachment A - Preliminary nesijjn Information 05 -28 -2013 PKL 1212
Sketch TR -5 — Shear Walls - Rev 05 -28 -13
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FORM 1 L. I A
PIKUL ENGINEERING
16021 WESTERLY HEIGHTS DR
WAMEGO, KANSAS 66547
Phone 785- 458 -6400
E -mail: pikuleng @wamego.net
ATTACHMENT B
ADDITIONAL STRUCTURAL ENGINEERING SERVICES - 05 -28 -I3
CFNFR A T .
If the reinforcement option is accepted, additional engineering services will be required to.
1. Final design truss and mansard system reinforcement details;
2. Provide services during construction
There will be some overlap between the two general areas due to the nature of the work.
FINAL DESIGN /DETAILS
The scope of the 03 -12 -2013 Agreement was to provide engineering services sufficient to allow
for refinement of the construction estimate. This resulted in the reinforcement concepts and
preliminary sizing of members. The intent was to convey sufficient information to Riley
Construction so that sufficient time and material were in the estimate to cover final design
details.
The final design will include: verification of initial sizing of steel channels /rods; develop truss
connection details for 4 to 6 different truss configurations (plate sizes /configurations, weld sizes,
bolt sizes); bearing plates; bracing configurations; column sizes /details (atrium area where the
bearing wall was once removed); west mansard bracing details, shear wall load transfer details;
and accessible cricket framing.
It is expected that final design details will require modifications or will need to be supplemented
on a per truss basis as the work proceeds and access to truss conditions are made available.
ENGINEERING SERVICES DURING CONSTRUCTION
It is expected that details will be further developed or modified as the first or prototype truss is
being reinforced. The intent will be to develop simple /practical details that are structurally
effective. Simplifications often become apparent as work progresses.
Subsequently, at least weekly visits will be required during the structural aspects of the work to
ensure compliance with the reinforcement intent and to address differing conditions.
I recommend that one of the existing rooms be designated as a field office.
At the end of the structural construction, after verification that the work was performed in
conformance with the design intent, Pikul Engineering will issue a signed /sealed letter accepting
the repair /reinforcement.
STRUCTURAL & GENERAL CONSTRUCTION - INVESTIGATIONS & TROUBLESHOOTING
Attachment B - Additional Engineering Services 05 -28 -2013 PKL 1212
ESTIMATED COSTS - ADDITIONAL ENGINEERING SERVICES
This estimate is for additional engineering services if provided by Pikul Engineering using 8 -1/2
x 11 sketches and review of shop drawings prepared by Riley Construction. A new engineer will
need more time to review /check preliminary concepts and finalize design details.
Structural engineering services will be billed at the Associate rate of $160 /br plus expenses
(mileage, copying, etc.). Travel time will be billed at half rate. Estimated time for additional
services by Pikul Engineering is estimated as follows:
FINAL DESIGN /DETAILS
It is expected that 50 to 60 hours of design time will be required to finalize the design details. A
portion of the detailed design will occur during reinforcement of the first or prototype truss.
Associated expenses are estimated at $300 -.
Subtotal Labor. 50 to 60 hrs Subtotal Expenses: $300
SERVICES DURING CONSTRUCTION
The Riley Construction Schedule indicates that the structural work will be completed in 20
weeks. It is estimated that 4 engineering visits /week will be required during the first 2 weeks;
followed by 2 engineering visits /week for the next 16 to 18 weeks; for a total of 40 to 44 site
visits. Each visit is expected to have 5 hrs of engineering time, including travel and $100- in
expenses.
Subtotal Labor: 200 to 220 brs Subtotal Expenses: $4,000 to $4,400
SUMMARY
Labor (est. 250 to 280 hrs @ $160) $ 40,000 to $ 44,800
Expenses, estimated 4,300 to 4,700
Miscellaneous 500 500
TOTAL Engineering (rounded) $ 45,000 to $ 50,000
PlKUL ENGI EERI>tiG
Richard R. Pikul, PE, EngD
PIKUL ENGINEERING
-2-
5020 MURRAY RD
May 28, 2013
RILEY CONSTRUCTION COMPANY, INC.
MANHATTAN, KS. 66503. PH 785- 539 -6022. FAX 785 - 539 -6048
RE; Salina Health Department Building Roof Structure Reinforcement Estimate
125 W Elm
Salina, KS 67401
City of Salina and Saline County,
Riley Construction would like to thank you for the opportunity to work in cooperation with Pikul
Engineering and present an estimate for the reinforcement project at the Saline County Health Department
Building. Along with Pikul Engineering, we have been through an extensive evaluation of the existing
facility's strUc,aral issues, and likewise how to reinforce the existing structure to allow for the building to
be safely occupied. Riley Construction also appreciates the thorough process that both the City and County
have been tasked with to return the facility to operation.
The following information (Estimate, Schedule of Values, Schedule) is based upon design details,
conversations, job site visits and engineering reviews by Pikul Engineering and our own staff at Riley
Construction. The estimate for work is based upon the anticipated design developed by Pikul Engineering.
The information is presented based upon our best professional assessment and the conditions of the
existing structure. Although we have done, what we feel is the most thorough assessment possible of the
structure, we cannot predict any unforeseen conditions / situations, and cost associated, that may arise from
such conditions. Thus, we have included a contingency anticipated to cover cost associated with such
incidents.
Riley Construction would like to thank the governing bodies for the opportunity to work on this project and
we look forward to completing the project.
Sincerely,
� 1
• �I Ail i .�
Bryan Newell
Vice President
Riley Construction Company, Inc.
ESTIMATE:
Riley Construction presents this estimate as a firm fixed price for the work required to complete the
Reinforcement work proposed by Pikul Engineering. The estimate includes returning the building to the
governing parties ready for occupancy with the Electrical & HVAC systems fully functional. Included in
this estimate are allowances & contingency's detailed below to cover the costs of some conditions that we
cannot fully determine until work commences
Included in the estimate are all labor, material, equipment, labor costs, general conditions, project
management, project supervision, construction documents (including: building plans, construction details,
specifications, as built drawings to record the repairs, and photographic records).
Exclusions from this estimate are: Engineering (by Pikul Engineering), All Labor & Material sales tax,
pending a project sales tax exemption, City of Salina Permit fees, Bonds. Restoration or replacement of low
voltage data and phone cable wiring work is not included.
Reinforcement Work: $925,000 - $975,000
Contingency: $35,000
Concrete Footing $9,000 ( Currently included at 9 locations - covering possibility of adding
column footings exists: $1,000 per location )
Replacement of Cedar Coluinns: $6,000 ( Currently included at 6 locations — covering the possibility of adding
a steel tube col )
Breakdown of Major Items
General Conditions
$90,000
General Truss Reinforcement
$450,000- $460,000
Atrium & Corridor Trusses
$95,000 - $100,000
East of Atrium Trusses
$90,000- $100,000
West Mansard Repairs
$50,000 - $60,000
Architectural
$50,000
Electrical
$50,000 - $60,000
HVAC
$15,000- $20,000
Contingency
$35,000
PROJECT TOTAL
$925,000- $975,000
Voluntary Alternate: Add $12,500
Riley Construction to provide Builder's Risk policy with $25,000 deductible building
replacement coverage totaling $2,500,000.
SCOPE OF WORK:
The following is a brief description of the work associated with the repair /reinforcement of the trusses,
1. The work will flow from the south bay, to the center and finish in the north.
2. Ceiling grid will be completely removed in the south bay.
3. Some of the ceiling grid and drywall ceiling above will be removed in the center and north bays.
4. The atrium ceiling and upper walls will be removed.
5. Structural work will be performed, see below.
6. Structural work to be inspected and verified to meet design requirements by Pikul Engineering in
conjunction with the City.
7. HVAC & Electrical restoration work to be performed and nnspected by the City.
8. Architectural finishes will be restored with work inspected by the City /County.
General Truss Reinforcement (From South — Center — North)
1. Shore trusses for safety.
2. Alib n top chords as required. Replace timber chords that cannot be aligned.
3. Double roof purlins and supplement broken purlins
4. Install steel revnforcing C- channels and tension rods on individual trusses.
5. Brace top chord panel points to the roof diaphragm
6. Install Vertical & Horizontal X- Bracing per bay.
7. Reinforce truss web members and connections, as required.
8. Repair bearing areas, as required.
Atri ti n_ & Cor_ridor Trusses — Additional
1. Shore trusses for safety
2. Add wood and steel members
3. Add colunm footings and/ or steel tube columns, as required,
4. Brace between corridor colunuis, as required.
5. Reinforce existing walls to serve as shear walls, as required
6. Reinforce accessible "cricket framing" as required
East of Atrium Trusses - Additional
1. Add column footings and steel tube columns, as required
2. Brace between columns, as required to transfer lateral loads to shear walls.
3. Reinforce existing walls to serve as shear walls, as required
4. Remove -unnecessary steel columns
West Mansard Repairs /Reinforcement
1. Repair /reinforce existing framing, as required
2. Additional framing, supports and connection accessories, as required to transfer wind loads to
the horizontal bracing system.
3. Add required shear wall sheathing or bracing to transfer lateral loads from the roof diaphragm
to the exterior shear wall below.
"Architectural" Items (Insulation, Ceiling Grid & Tile, Interior Finishes
1. Replace all removed ceiling grid with new grid and tile to approximately match existing.
2. Patch all sheetrock damage.
3. Insulation installed at all ceiling grid.
4. Replace all cabinets, doors, shelves, carpet, vinyl base. Replace as required.
5. Final cleaning
Electrical Items•
1. Replace all damaged lights, and lights in removed ceiling grid.
2. Support romex wiring in affected work areas.
3. Verify all electrical power systems are functioning: lighting and power outlets in working
condition.
4. Fire Alarm system to be fully functional, tested by manufacturer's representative to their
specifications.
HVAC Items
1. All HVAC restored to functional state_
CONSTRUCTION SCHEDULE:
The attached schedule displays anticipated activities associated with the truss repair /reinforcement.
Following a Notice to Proceed, if adequately staffed and managed, we expect that the building will be
available for occupancy in 24 weeks. The estimate expects that the truss repair /reinforcement will be
completed before the weight of snow collects on the buildnng roof (20 weeks). The schedule anticipates a
June 1511, 7 start with completion of truss reinforcement by November 81117
Following a notice to proceed, we anticipate 4 weeks of final design and detail development. Along with
design, will be fabrication and procurement of steel for the south bay. The schedule shows moving through
the south bay to the center and completing reinforcement in the north bay. Work running concurrently
with the reh-iforcement of the trusses will be the repairs of the atrium and work associated with the
Mansard on the west elevation.
All work will take place inside the shell of the building. There will be a small roof patch the will need to be
repaired directly east of the Atrium area. At no time will any material be stored in the parking lot, all
material will be staged and stored inside the building. The estimate includes fencing the parking lot for
storage and protection of a trash dumpster.
SAFETY:
The estimate expects that all work conditions will comply with OSHA requirements set forth for the
construction industry. The work will have many exposures to dangerous situations with scaffolds, fall
protection, and electrical hazards. The estimate expects that there will be a 100% no welding, torch or
metal grinding rule set forth for the interior of the building. There is an inherent danger of fire in historical
wood structures when using these operations. This will eliminate the potential for construction operations
to cause building damage due to fire.
PIKUL ENGINEERING
16021 WESTERLY HEIGHTS DR
WAMEGO, KANSAS 66547
Phone 785- 458 -6400
E -mail: pikuleng @wamego.net
ATTACHMENT D
RILEY CONSTRUCTION
ESTIMATED PROJECT SCHEDULE
05 -20 -13 DRAFT
The attached schedule is a draft version with Pikul Engineering notes.
An updated version will be submitted when computer software problems are
resolved.
The updated schedule will have a revised start date of 06/17/13, with
everything pushed 2 weeks into the future
STRUCTURAL & GENERAL CONSTRUCTION - INVESTIGATIONS & TROUBLESHOOTING
Attachment 1) - Riky Construction Estimated Pro *ect Schedule 05 -20 -13 DRAFT PILL 1212
i
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Kansas WHAT DOES LOCAL PUBLIC HEALTH y_r
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Local Public Health in Kansas:
• Isn't providing comprehensive medical care; it is promoting health and empowering individuals to solve health problems.
• Isn't the treatment of disease; it is investigating the source of the disease and identifying community health challenges.
• Isn't simply distributing vouchers for healthy food; it is monitoring children for growth, development and nutritional status.
• Isn't just testing water and air; it is protecting health and insuring safety for all Kansans.
• Isn't one answer or one viewpoint; it's mobilizing community partnerships to collectively identify and solve health problems.
• Isn't just responding to a disaster; it is preparing, educating and supporting communities.
• Isn't resting on the past 150 years of history; it is looking for new insights and innovative solutions to health problems.
* * * * * * * * * * * * * * * * * * * * * * * **
Who is Local Public Health in Kansas ?*
*:* 100 Local Health Departments (LHDs) serve all 105 Kansas counties,
governed by local Boards of Health or County Commissions;
73% of the county health departments have fewer than 10 employees
(not including home health);
31 % of the local health departments have fewer than 5 employees.
Only 5 LHDs have more than 50 employees
I!c",. ax% .4 �,''*
Federal Pass Through 26% 17%
'[Fees 22% 21%
State 10% 20%
Mean Per Capita X41 $66
Most Common Programs Provided by LHDs in
Kansas *
Adult Immunizations
Childhood Immunizations
Communicable Disease Surveillance
Family Planning /STD Screening
Healthy Start Visitor Program
Laboratory Services
PH Emergency Preparedness
TB Screening
TB Treatment
Well Child Physicals
WIC
0 20 40 60 80 100 120
Percent
On the Horizon - National Public Health Accreditation
This is an opportunity for local agencies and for KDHE, the state public health agency,
to provide a means for public health departments to identify performance improvement opportunities,
enhance management, develop leadership, and strengthen relationships with members of the community.
74% of Kansas LHDs are considering applying for national accreditation,
either solo or with regional partners*
*Responses collected via fall, 2011 Survey by KDHE Office of Local Public Health
** Data source — Kansas Association of Local Health Departments
The Ten Essential Public Health Services
and the Salina - Saline County Health Department
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The Salina - Saline County Health Department is a leader in improving the health and
well -being of Salina & Saline County. Most people are unaware of the many services
the health department provides, because it functions as an "invisible safety net" to
protect the health of the community. Public health protects you from health threats, the
everyday and the exceptional.
One way to explain public health is by looking at the ten essential public health services;
1. Monitor health status to identify and solve community health problems.
The Salina - Saline County Health Department (SSCHD) guards multiple fronts to
defend you from any health threat, regardless of the source, and works tirelessly
to prevent disease outbreaks. SSCHD monitors disease reports from school
nurses and health providers to evaluate trends.
The Salina - Saline County Health Department inspects and advises on well water
and septic systems in Saline, Ottawa, Ellsworth, and Lincoln counties to prevent
water supply contamination. It locates & maps abandoned wells, and assures
that old wells are properly capped to prevent water table contamination and
people accidentally falling into old, sometimes hidden, well sites. SSCHD offers
private water well testing to identify potential health risks. Free radon testing kits
are available, and SSCHD offers consultation on dangerous healthy home issues
such as radon, lead poisoning, mold, indoor air quality, allergens, mosquito
control, and other health & safety risks.
SSCHD is ready to respond to any health emergency —be it bioterrorism,
Pandemic Flu, SARS, West Nile Virus, or an environmental hazard. SSCHD
staff members are on call 24/7 to respond to serious disease outbreaks and other
public health emergencies, and work closely with other local, state, and national
emergency providers.
2. Diagnose and investigate health problems and health hazards in the
community.
SSCHD investigates disease clusters, unusual diseases, and foodborne
outbreaks to identify the source and stop the outbreak.
2/11/13 DKM 10 Essential Services Page 1 of 6
3. Inform, educate, and empower people about health issues.
The Salina - Saline County Health Department gives you information that allows
you to make healthy decisions every day; like exercising more, eating right,
quitting smoking, getting immunizations, or simply washing your hands to keep
from spreading illness.
SSCHD maintains a website www.sschd.org , a Facebook page, and a Twitter
account. News releases, partner newsletters, and other communications inform
the public and health providers of current public health issues and opportunities.
The Salina - Saline County Health Department offers the information you need to
avoid chronic disease and to help maintain your health.
SSCHD offers prenatal classes during pregnancy for all Saline County residents,
and visits new mothers at home to answer any questions. Breastfeeding is
promoted as the best and healthiest feeding choice for babies, and free one -on-
one consultation is available.
SSCHD provides education, consultation, and guidance to health professionals
and the public on a variety of ever - changing current health and environmental
concerns.
During a public health emergency, the Salina - Saline County Health Department
provides important alerts and warnings to protect your health.
4. Mobilize community partnerships and action to identify and solve health
problems.
SSCHD collaborates closely with community agencies and initiatives to improve
the health of county residents. The health department participates in numerous
health fairs and public events. Community health is a whole- community effort;
involving many different partners, agencies, businesses, churches, schools, and
the public.
SSCHD is recognized as one of the leading health departments in Kansas,
especially for its active community collaboration with other entities in coalitions
and work groups. SSCHD staff members are also involved in state -wide public
health campaigns and committees.
2/11/13 DKM 10 Essential Services Page 2 of 6
5. Develop policies and plans that support individual and community health
efforts.
The Salina - Saline County Health Department plays a vital leadership role in
developing new policies and standards that address existing and emerging
challenges to the community's health while enforcing a range of laws intended to
keep you safe. SSCHD conducts community health assessments with its
partners, and involves local agencies and the public in developing community
health improvement plans.
6. Enforce laws and regulations that protect health and ensure safety.
SSCHD enforces local, state, and national health laws. To protect the health and
safety of children, Kansas child care providers must be licensed and inspected.
SSCHD provides inspections for Saline, Ottawa, and McPherson Counties. All
complaints are investigated promptly.
The Salina Animal Shelter licenses pets, requiring current rabies vaccinations.
The Animal Shelter enforces leash laws, picks up strays and wild animals, and
supports the spay- neuter program. They follow up on reports of animal cruelty
and neglect. Animal bite reports are investigated to prevent fatal rabies infection.
7. Link people to needed personal health services and assure the provision of
health care when otherwise unavailable.
SSCHD offers flu shots for everyone over 6 months of age, and helps mothers
obtain prenatal care that gives their babies a healthy start. The Salina- Saline
County Health Department helps provide children with immunizations, and good
nutrition to help them grow and learn. The health department also provides TB
skin tests, adult immunizations and foreign travel immunizations and health
guidance.
SSCHD provides other clinic services in a variety of areas. Confidential family
planning and well -woman services are available to women of all ages on a sliding
fee scale, based on income. Sexually transmitted infection testing and treatment
is available. HIV case management services and outreach clinics are provided
for clients in a 31- county area in North- central and Northwest Kansas.
The WIC Program (Women, Infants, & Children) is a federal nutrition program
that provides healthy foods and nutrition education to prevent or correct health
problems caused by poor nutrition.
2/11/13 DKM 10 Essential Services Page 3 of 6
Children with heart problems from several counties are scheduled for regular
outreach clinics coordinated with KU Medical Center Pediatric Cardiologists and
Salina Regional Health Center.
SSCHD has a home health program with highly - skilled RN's to provide complex
care to patients who are home - bound. Physical therapy services, well- trained
home health aides, homemakers, and others are an important part of home
health services.
8. Assure competent public and personal health care workforce.
Public health professionals are highly trained specialists, working in a diverse,
challenging, and ever - changing world. The Centers for Disease Control and
Prevention, Kansas Department of Health and Environment, and many other
agencies provide state -of- the -art training for SSCHD. Staff training is ongoing
and required. SSCHD staff members have been invited to speak at state,
regional, and national conferences about their successful programs.
9. Evaluate effectiveness, accessibility, and quality of personal and
population -based health services.
SSCHD uses process and outcome evaluation to measure the impact of
programs and grants, and employs quality- improvement techniques to make
them better.
Statistics are monitored and analyzed to help identify gaps in local health care
services.
10. Research for new insights and innovative solutions to health problems.
SSCHD is constantly working— through research, rigorous staff training,
leadership development, and strategic planning, —to maintain its unique
expertise and deliver up -to -date, cutting -edge public health programs tailored for
the community. The health department uses evidence -based approaches that
are proven to be effective in protecting the population and promoting good
health.
SSCHD staff members have participated in numerous learning collaboratives,
and exchanges information on best practices in public health.
2/11/13 DKM 10 Essential Services Page 4 of 6
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The Salina - Saline County Health Department educates and advocates for
sustainable policy and environmental changes to make Saline County a healthier
place to live, learn, work, and play — for all generations.
County Heu /f,
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Salina - Saline County Health Department
Mailing address & Clinic: 625 E. North Street
Administration offices:. 148 N. Oakdale
Salina, KS 67401
www.sschd.org
2/11/13 DKM 10 Essential Services Page 5 of 6
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2/11/13 DKM 10 Essential Services Page 6 of 6
KSA 65 -201: County, city - county and multicounty units; local health officers; appointme... Page 1 of 1
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Browsable and searchable archive of 2009 Kansas Statutes Annotated (K.S.A.)
Chapter 65: Public Health
Article 2: Local Boards Of Health; Clinics
Statute 65 -201: County, city - county and multicounty units; local health officers;
appointment, tenure, removal; laws applicable. The county commissioners of the several
counties of this state shall act as county boards of health for their respective counties. Each county
board thus created shall appoint a person licensed to practice medicine and surgery, preference
being given to persons who have training in public health, who shall serve in an advisory capacity
to the county board of health and as the local health officer, except that the appointing authority
of city - county, county or multicounty health units with less than one hundred thousand (100,000)
population may appoint a qualified local health program administrator as the local health officer if
a person licensed to practice medicine and surgery or person licensed to practice dentistry is
designated as a consultant to direct the administrator on program and related medical and
professional matters. The local health officer or local health program administrator shall hold
office at the pleasure of the board.
The board of county commissioners in any county having a population of less than fifteen
thousand (15,000) may contract with the governing body of any hospital located in such county
for the purpose of authorizing such governing body to supply services to a county board of health.
History: L. 1885, ch. 129, § 7; R.S. 1923, 65 -201; L. 1973, ch. 246, § 1; L. 1976, ch. 264, §
1; July 1.
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Browsable and searchable archive of 2009 Kansas Statutes Annotated (K.S.A.)
Chapter 65: Public Health
Article 2: Local Boards Of Health; Clinics
Statute 65 -202: Same; oath and bond of local health officers; duties and compensation;
employment of additional personnel; removal from office; criminal penalties. The local
health officer in each county throughout the state, immediately after his or her appointment, shall
take the same oath of office prescribed by law for the county officers, shall give bond of five
hundred dollars ($500) conditioned for the faithful performance of his or her duties, shall keep an
accurate record of all the transactions of his or her office, shall turn over to his or her successor in
office or to the county or joint board of health selecting such officer, on the expiration of his or
her term of office, all records, documents and other articles belonging to the office and shall
faithfully account to said board and to the county and state for all moneys coming into his or her
hands by virtue of the office. Such officer shall notify the secretary of health and environment of
his or her appointment and qualification, as herein provided for, and provide the secretary with his
or her post- office address.
Such officer shall receive and distribute without delay in the county for which he or she is
appointed all forms from the secretary of health and environment to the rightful persons, all
returns from persons licensed to practice medicine and surgery, assessors and local boards to said
secretary, shall keep an accurate record of all of the transactions of his or her office and shall turn
over all records and documents kept by such officer, as herein provided, and all other articles
belonging to the office to his or her successor in office, or to the county or joint board electing
such officer, on the expiration of his or her term of office.
Such officer shall upon the opening of the fall term of school, make or have made a sanitary
inspection of each school building and grounds, and shall make or have made such additional
inspections thereof as are necessary to protect the public health of the students of the school.
Such officer shall make or have made an investigation of each case of smallpox, diphtheria,
typhoid fever, scarlet fever, acute anterior poliomyelitis (infantile paralysis), epidemic cerebro-
spinal meningitis and such other acute infectious, contagious or communicable diseases as may be
required, and shall use all known measures to prevent the spread of any such infectious,
contagious or communicable disease, and shall perform such other duties as this act, his or her
county or joint board, or the secretary of health and environment may require.
Such officer shall receive for his or her services such reasonable compensation as his or her
board may allow and with the approval of his or her board of health may employ a skilled
professional nurse and other additional personnel whenever deemed necessary for the protection
of the public health.
All of said several sums allowed shall be paid out of the county treasury. For any failure or
neglect of said local health officer to perform any of the duties prescribed in this act, he or she
may be removed from office by the secretary of health and environment, as well as in the manner
prescribed by the preceding section. In addition to removal from office as provided herein, for any
failure or neglect to perform any of the duties prescribed by this act, said local health officer shall
3/15/2013
KSA 65 -202: Same; oath and bond ol' local health officers; duties and compensation; emp... Page 2 of
be deemed guilty of a misdemeanor and, upon conviction, be fined not less than ten dollars ($10)
nor more than one hundred dollars ($100) for each and every offense.
History. L. 1885, ch. 129, § 9; L. 1909, ch. 102, § 1; R.S. 1923, 65-212; L. 1925, ch. 202,
1; L. 1927, ch. 240, § 1; L. 1973, ch. 246, § 2; L. 1975, ch. 462, § 70; L. 1980, ch. 182, § 26; July
I.
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Kansas mat.
Browsable and searchable archive of 2009 Kansas Statutes Annotated (K.S.A.)
Chanter 65: Public Health
Article 2: Local Boards Of Health; Clinics
Statute 65 -204: County health funds; health buildings; garbage and trash disposal; tax
levies, use of proceeds; increase in levy; protest; election. (a) The board of county
commissioners of any county of the state may levy a tax upon all taxable tangible property in such
county for the purposes authorized herein and to pay a portion of the principal and interest on
bonds issued under the authority of K.S.A. 12 -1774 and amendments thereto by cities located in
the county, and the proceeds thereof shall be placed into a separate fund designated as "the county
health fund," which fund is hereby created, and shall be used to defray the cost of:
(1) Assisting in the carrying out of the health laws and rules and regulations of the state
within such county;
(2) paying the salary of the local health officer;
(3) any contract entered into with the governing body of any hospital located in a county
having a population of less than 15,000 as provided by K.S.A. 65 -201 and amendments thereto;
(4) the employment of additional personnel to assist the local health officer and other health
authorities within such counties.
(b) Any moneys remaining in the county health fiend at the end of any county fiscal year for
which a levy is made under this section may be transferred to the county health capital outlay
fund, which is hereby created, for the making of capital expenditures incident to county health
purposes.
(c) In all counties having a population over 100,000 and not more than 300,000, the board of
county commissioners may levy in addition a tax for the purpose of paying the cost of building or
equipping a health building and to pay a portion of the principal and interest on bonds issued
under the authority of K.S.A. 12 -1774 and amendments thereto by cities located in the county,
upon all tangible taxable property in such county. In counties having a population of more than
250,000, the board of county commissioners may levy an annual tax upon all taxable tangible
property in such county for the purpose of financing garbage and trash disposal in such county,
either as a joint operation with any city located in such county or as a sole operation of such
county and to pay a portion of the principal and interest on bonds issued under the authority of
K.S.A. 12 -1774 and amendments thereto by cities located in the county.
(d) Except as provided by this subsection, no levy shall be made by any county for the
county health find in an amount exceeding two mills. The board of county commissioners may
increase the mill levy authorized by this subsection by adoption of a resolution. Such resolution
shall be published once each week for two consecutive weeks in the official county newspaper. If
within 60 days after the last publication of the resolution, a petition signed by not less than 5% of
the qualified electors in the county is filed in the office of the county election officer requesting
an election thereon, the board shall not increase such levy unless the question is submitted to and
approved by a majority of the voters of the county voting at an election thereon. All such
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KSA 65 -204: County health hinds; health buildings; garbage and trash disposal; tax levies... Page 2 of 2
elections shall be noticed, called and held in the manner prescribed in K.S.A. 10 -120 and
amendments thereto.
History: L. 1929, ch. 259, § 1; L. 1945, ch. 247, § 1; L. 1953, ch. 424, § 2; L. 1957, ch. 334,
§ 1; L. 1961, ch. 281, § 1; L. 1965, ch. 370, § 1; L. 1967, ch. 336, § 1; L. 1968, ch. 342, § 1; L.
1974, ch. 249, § 1; L. 1971, ch. 203, § 1; L. 1974, ch. 248, § 1; L. 1974, ch. 433, § 2; L. 1975, ch.
162, § 36; L. 1976, ch. 264, § 2; L. 1979, ch. 52, § 157; L. 1985, ch. 246, § 1; L. 1986, ch. 228, §
1; L. 1988, ch. 234, § 1, L. 1990, ch. 66. § 42; May 31.
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