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History of the Preserve McDowell Mountain Commission Action initiated in April 1995 by residents and Town Council members created a Task Force of 11 members representing a broad base of citizen participation. In ensuing months this group defined and prioritized the desirable areas within Section 6, 7, and 17. They outlined a strategy for acquisition and recommended the Town Council establish a McDowell Mountain Commission. Voter Approval In February 1996, the Council named 7 residents as members of that Commission. Within a year the Commission asked the Council to call for voter approval of up to $10M in General Obligation Bonds for the purpose of purchasing land in the priority areas. Politically, the sitting Town Council chose to call for approval of $6M of G.O. bonds since that would not significantly increase taxpayer debt due to expiration of an existing road improvement bond. In November 1997, 64% of voters supported the use of $6M of General Purpose Bonds. By April 1998 a committee including representation from Town Engineering staff, Planning Director, Mountain Commission, and 3 persons from MCO Properties had evolved a plan that would buy 300 acres of mountain land for $6M ($20,000/acre). In exchange, the developer requested rezoning Section 6 from R1-43 to R1-35. The plan was defeated due to local residential threats of a delaying action through a referendum proposal. Land Acquisition In 1999 the Town Council proclaimed 386 acres (previously acquired in a settlement agreement and a land trade) as Fountain Hills McDowell Mountain Preserve. However, this also led to another major issue in ongoing negotiation with MCO Properties for an additional 452 acres of land. The earlier land packages designated as Preserve were divided by an 18 acre section that comprised the �saddle� between Sections 6 and 7. The Town wanted to acquire that land to unite their preserve holdings as a contiguous, undivided land mass. Negotiations Negotiations were slow, and land values had risen to a level that would require more money that the $6M from bonds. In October 2000 the Town Council approved an increase in Sales Tax revenue of 0.04%. Of that income, 75% would be designated specifically for mountain land use and 25% would be used to build a fund for downtown development. Borders & Boundaries In December 2001, after a settlement agreement with MCO Properties, the Town acquired an additional 354 acres for $13.6 million ($38,418/acre). Thus the Preserve area grew to a total of 740 acres. Additionally, Scottsdale had extended their Sonoran Preserve holdings to include 200 acres that lie within the borders of the Town of Fountain Hills. Practically, then, Fountain Hills Preserve areas cover nearly 1,000 acres extending from the southern mountains in Scottsdale to the Maricopa County Park border to the North.
Coping impact damage should be looked for during quality-assurance inspections.
After a roofing contractor has been selected, the contractor must submit full specifications for the system and all the components he/she intends to use. The roofing consultant should review these submittals to ensure that they coincide with the original specifications, and to be sure all details are appropriate for the system and the climate.
One common mistake in many projects is specification of the wrong type of fasteners. For example, roofing subcontractors for projects in coastal Florida may propose using galvanized screws to secure flashing; however, in Florida, the salt air will rust galvanized screws, so a roofing consultant would call out his or her recommendation to use stainless steel. It's a small detail, but it can have tremendous impact on the life of a roof and the necessity of future repairs.
Many of the various subcontractors involved in a building project will require roof access at some point to complete their portions of the building. Many may actually need to penetrate the roof to install pipes, vents, conduits, or machinery. To coordinate these efforts and ensure that they don't cause damage to the roof, a pre-installation conference should be a top priority.
At this meeting, the roof consultant will sit down with the architect, general contractor, roof manufacturer, and any subcontractors whose work may impact the roof to coordinate schedules and plans. This conference can also help determine where extra roof protection pads may be needed.
'Another issue we often address is the spacing and separation of all roof penetrations,' says Jon B. Blehar, an architect in Lake Worth, FL. 'We need to be sure that all pipes, vents, and conduits are spaced far enough apart that they leave enough room for the roofers to properly flash them. Lack of proper flashing can cause leaks and may affect the roof manufacturer's warranty.'
After all plans, submittals, and products are approved, and the actual work begins, quality-assurance inspections should be conducted at various points throughout the installation. The number of inspections varies from as few as two to as many as eight to 12, depending on the project. Four is a good guideline: one at the beginning to be sure everything is off to a good start, one in the middle as a progress check, one toward the end, and a punch-list inspection at the very end.
Common problems encountered in these inspections include everything from waterproofing seam failures to damaged flashing and debris left on the roof. See Roof Disarray, below, for an example of one project's inspection finds. The ultimate goal is a secure building envelope and a watertight roof that's in accordance with required codes and specifications.
Bad terminations and other surface problems that occur during construction can cause the roof manufacturer to withhold the warranty until damages are repaired.
Preventive Maintenance: Roof Asset Management
All roofs have a limited lifespan and will eventually require replacement, retrofit, repair, or restoration. Whether a roofing consultant was involved in the construction of the building or not, developing a preventive maintenance plan can further extend the life of a roof and save money by correcting problems before they become major leaks that could cause structural damage. Over time, a roof asset management program can optimize roof performance, save money, and allow for roof replacement or repairs on a planned basis - not in reaction to a crisis.
If a roof is new and has been inspected by a roofing consultant throughout construction, the final inspection report should provide enough information to establish a maintenance plan and inspection timetable.
For an existing roof, a consultant should thoroughly inspect the roof and provide a written report of findings with a photo survey of roof conditions for future reference. Based on those findings, the consultant will develop projected life-cycle budget cost estimates and establish plans for upcoming maintenance, replacement, or repair.
Moisture probes, which are used to check distressed areas for the presence of moisture by probing through the roof surface and taking readings from the moisture meter.
Infrared scans, which are infrared snapshots of a roof area taken to detect the possible presence of moisture by recording temperature differentials.
Nuclear scans, which utilize a roof grid survey to detect subsurface moisture.
Roof cores, where an investigative hole is cut through the roof and insulation to document conditions in suspect areas. This hole is patched upon completion.
Ultimately, the goal of both new construction roofing review and ongoing roof-management programs is to protect the interest of building owners, extend the life of the roof, and prevent costly leaks and damage. In today's business climate, many building owners and businesses are understandably looking for ways to cut costs; however, involving a roofing consultant in construction or an ongoing maintenance program will end up saving you more than you spend.
Read More: Roof Contruction and Maintenance by Buildings.com
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