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5 <br /> developed that would allow the work to progress expeditiously, but leave the building occupants <br /> in place during as much of the project as possible. The engineer, Reece, Noland & McElrath <br /> has provided three phasing options as follows: <br /> • 12-month construction time. The option that would complete the work within 12 <br /> months requires the County to vacate the entire building at one time. This would <br /> require us to find alternative office space for approximately 150 employees for the full <br /> year. <br /> • 15-month construction time. The second option creates five distinctive components <br /> over the approximately 15-month construction time period as follows: <br /> 1. Recreation Building <br /> 2. All of Building B, which includes the Health Clinic and pad of DSS. <br /> 3. First floor Building <br /> 4. Secondflcor Building <br /> 5. Third floor Guiding <br /> • 20�month constiucfon t me. The third option develops twelve phasing areas as <br /> follows: <br /> 1. Central Al Lower Level <br /> 2. Central Rec. Gym <br /> 3. Library <br /> C B Building Second Floor <br /> 5. B Building First Floor <br /> 6. B Building Ground Floor <br /> 7. A Building Second Floor <br /> 5. A Building First Floor Right Side <br /> 9. A Building First Floor Left Side <br /> 10.A Building Basement Adult Day Care <br /> 11.A Building Basement Leff Side <br /> 12.A Building Basement Right Side <br /> Using the following raticnake, we have recommended that the engineer pursue the second <br /> option (15 months duration): <br /> • The first option would require a significant expenditure in time and money to find, <br /> retrofit and relocate the entire Whined service group to an alternative location. <br /> Further, per the cost estimates provided by the engineer, the potential cost savings <br /> from this bidding method would not have been significant and would not have <br /> covered the met of the alternative space. <br /> • The third option would require the contractors to stay in almost a constant state of <br /> mobilization throughout the duration of the job. The Public Works staff and/or their <br /> moving contractor would have been on site frequently moving people in and out of <br /> offices to make room for the next phase of work. Further, the constant rotation of <br /> employees made necessary by this option could pcternally prove extremely <br /> confusing and disconcerting to the clients seeking service. Additionally, the work <br /> areas were too small for the contractor to make consistent aggressive headway on <br /> the project. This option would not only have been significantly more expensive, per <br /> the engineers cost estimate, but would have presented many more opportunifies to <br /> derail the construction schedule because of the extensive mobilization. <br /> The second option was considered most favorable to the overall project It allows the work to <br /> be sectionaipzed to give the contractor an acceptable work area such that the project can <br /> progress fairly aggressively. Fuller, this option minimizes the disruption of the staff and the <br />