10% Design Report

FINAL PRELIMINARYDESIGN REPORT

GCT Administration & Operations FacilityGold Coast TransitOxnard, California

D E N V E R | H O U S T O N | B A LT I M O R E | L O S A N G E L E Sw w w . m a i n t e n a n c e d e s i g n g r o u p . c o m

March 31, 2014

F u n c t i o n a l | I n n o v a t i v e | S u s t a i n a b l e

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Administration and Operations Facility Final Preliminary Design Report

Gold Coast Transit Oxnard, CA i Maintenance Design Group, LLC

Table of Contents

Chapter One - Introduction Describes the background and gives an overview of the project

Introduction .................................................................. 1.1 Functional and Operational Design Data ..................... 1.1

Chapter Two - Design Charrette Provides a summary of activities and plans developed at the Design Charrette held in January 2014 to kickoff the project

Introduction .................................................................. 2.1

Chapter Three - Design Narratives Provides brief summary of the cost estimate from the concept plans presented in this report

Architectural ................................................................. 3.1 Sustainability ................................................................ 3.9 Mechanical and Plumbing ............................................ 3.15 Electrical ....................................................................... 3.17 Civil .............................................................................. 3.19 Structural ...................................................................... 3.20 Maintenance Equipment .............................................. 3.23 CNG Fuel Systems ...................................................... 3.25

Chapter Four - Opinion of Cost Provides a summary of activities and plans developed at the Design Charrette held in January 2014 to kickoff the project

Introduction .................................................................. 4.1

Appendices Appendix A: Geotechnical Report

Provides a summary of geotechnical activities Appendix B: Survey

Site drawings compiled by the survey engineer Appendix C: Space Needs Program

Presents a detailed listing of space requirements for new Administration and Operations Facility. The intent of the program is to identify program spaces to fulfill the current and future facility needs. Programmed spaces are further defined by their quantity, area, and any remarks significant to design


Gold Coast Transit Oxnard, CA ii Maintenance Design Group, LLC

Appendix D: Conceptual Plans and Building Concepts

Presents the conceptual site and building plans generated during Task 1 following the Design Charrette and with GCT feedback during informal review meetings. The building concepts presentation was presented at GCT on March 20, 2014

Appendix E: LEED Checklist

Provides a draft of the LEED scorecard generated by the Design Team during Task 1. This scorecard will be updated to track progress throughout design and construction. Chapter Three also provides a description of the LEED and the checklist

Appendix F: Project Schedule

Provides an overview of the project’s design and construction schedule

Appendix G: Inventories and Questionnaires

Collection of information gathered during the furniture, fixtures, and equipment (FF&E) inventories. Each inventory provides and analysis of items for consideration to be used at the new facility

Appendix H: Design Quality Assurance Plan

Provides a description and process for how the Design Team will integrate quality control procedures into the project

Appendix I: System Operational Safety Plan

Provides a description of the project’s system operational safety plan to be included in construction documents

Appendix J: Meeting Minutes and Attendance

Provides records of the meetings with GCT and the Design Team throughout Task 1


Gold Coast Transit Oxnard, California 1.1 Maintenance Design Group, LLC

Chapter One Project Overview Introduction Gold Coast Transit (GCT) wishes to vacate their existing

facilities and relocate their Bus Operations to a new site on the northwest corner of Auto Center Drive and Paseo Mercado in Oxnard, California. Their current fleet is sized at 54 buses and the original August 2013 Master Plan was developed as a 150-bus facility program. The new Administration and Operations Facility is now being developed as a 125-bus facility.

Conceptual designs have been prepared for the site and buildings which are included in this submittal.

Functional and Operational Design Data Administration Function The Administration staff is responsible for budgeting,

accounting, payroll and benefits, purchasing, human resources, risk management, safety programs, etc. The Administration staff also includes Planning & Marketing staff responsible for oversight of the paratransit contract, marketing, scheduling, long and short range route planning, sales of fare media, promotions, customer communications and outreach, and agency interface.

The projected hours of operation for Administrative staff are 8:00 a.m. to 5:00 p.m. Monday through Friday. A separate Customer Service Center is located off-site and is open from 7:00a.m. to 7:00 p.m., five days a week. See Table1.A for staffing data summary and the Program for breakdown of employees by department.

Operations Function Operations staff provide bus and paratransit service

throughout the County and Cities which are within GCT’s service area. The Service Area includes the Cities of Ojai, Oxnard, Port Hueneme, and Ventura and unincorporated areas of western Ventura County.

The projected hours of Operations are 4:00 a.m. to 12:00 a.m., but have the potential to go to a 24 hour facility. See Table 1.A for staffing data summary and the Program for breakdown of employees by department.



Maintenance and Service Function Fleet Maintenance staff is responsible for maintaining the fleet

of buses and the non-revenue fleet of vehicles. Work includes, but is not limited to, preventive maintenance, inspections, tires, brake work, fare box repair, electronics repair, etc. Service workers are responsible for fueling, interior cleaning, washing buses, and parking the buses in the bus parking area. Building Maintenance staff is responsible for maintaining the buildings and grounds of the bus property. Work includes minor plumbing, HVAC and electrical, and performing the preventive maintenance tasks required for the equipment building systems. Janitorial work is contracted out. The projected hours of Operation are 4:30 a.m. to 12:30 a.m. Monday through Friday, 6:00 a.m. to 11:00 p.m. Saturday, and Sunday, 8:00 a.m. to 11:00 p.m. See Table 1.A for staffing data summary and the Space Needs Program (Appendix C) for a detailed breakdown of employees by department.

Table 1.A - Staff Summary

Group Program

2014 125-Bus

Administration 33 Operations 250 Maintenance 39 Service 24 Totals 346

Pull-out/Pull-in Schedule GCT has developed projections of their anticipated pull-

out/pull-in schedule for a 125-bus facility. The Exhibit 1.A captures these projections which were used to develop the “Operators” staffing calculations in the On-site Employee Breakdown spreadsheet shown previously.



Exhibit 1.A - GCT Pull-out/Pull-in Schedule



On-site Employee Staff Breakdown Due to the varying staffing hours and shift overlaps for a transit

agency, GCT and MDG prepared a detailed On-Site Employee Staff Breakdown spreadsheet (Exhibit 1.B) using the Space Needs Program (Appendix C). The spreadsheet is intended to show the projected number of employees onsite during a designated period throughout the day.

It is important to note the On-site Employee Staff Breakdown assumes all employees will be onsite 30 minutes before and after their respective shift. The On-site Employee Staff Breakdown is divided into each the following: • Administration • Operations • Operators Coincides with GCT’s 125-bus pull-in/pull-out schedule

(Exhibit 1.A) • Maintenance • Service • Facilities Maintenance

Noise Sources As a study for the environmental documentation, GCT has

requested the Design Team provide graphics to support potential noise sources located on the new Master Plan which is shown on Exhibit 1.C.



Exhibit 1.B - GCT On-Site Staff Breakdown



Exhibit 1.C - Noise Sources


Gold Coast Transit Oxnard, CA 2.1 Maintenance Design Group, LLC

Chapter Two Design Charrette

Introduction As part of this effort, GCT asked the MDG Design Team to review and confirm the Program and Space Needs data from the August 2013 Auto Center Facility Program Verification and Master Plan Report. The following is a list of notable changes from the 2013 report as directed by GCT:

• Project is to be designed as a 125-bus facility • No public CNG fueling will be incorporated • CNG fueling will occur at the site for standard buses

(40-foot), Paratransit buses, and non-revenue vehicles • Gas vehicles will be fueled offsite • Provisions for servicing, maintaining, and storing

articulated buses and Paratransit buses are not required with the exception of fueling for Paratransit buses

Prior to conducting the Design Charrette with GCT, MDG (Project Management and Industrial Equipment Design), RNL (Architect), and Huitt-Zollars (Civil Engineer) gathered at MDG’s Pasadena office to review the abovementioned program and conduct a “hot-start” charrette to develop various site concepts and building layouts using the revised program.

The Design Charrette was held at the Oxnard Transportation Center (201 East 4th Street, Oxnard, CA) January 22-24, 2014. This On-site Design Charrette approach allowed key staff from GCT to gather, participate, and provide valuable input and insight into the overall design and layout of the Site Master Plan and Building Concepts for the new facility.

This chapter provides an analysis and GCT comments of various concepts presented throughout the week. The final agreed upon Site Master Plan is presented at the end of this chapter.

Participants The following groups participated in the on-site Design Charrette:

• Gold Coast Transit • Maintenance Design Group • RNL • Huitt-Zollars

A detailed attendance sheet for each review session can be found in Appendix J - Meeting Notes and Attendance.



Master Plan Goals The MDG Design Team approached the on-site design effort with a list of predetermined goals. These goals provided direction as the MDG Design Team looked to meet the facility needs and objectives. The following goals also helped focus the effort of the design session during the development and presentation of the different concepts and planning options.

• Meet the Master Planning Needs of Gold Coast Transit of a 125-bus facility.

• Provide adequate vehicle parking • Provide good site circulation • Provide Dispatch view of bus yard • Building should be welcoming and open to public

On-site Design Charrette Day 1 January 22, 2014 GCT and the Design Team independently reviewed the 2013

Program and proposed changes based on a 125-bus facility. Many of the originally programmed spaces and sizes were unchanged in Administration because they are not dependent on the number of buses. Some totals (number of drivers, dispatchers, mechanics, and repair bays) were affected based on the programming ratios per bus and revised prior to the charrette.

Don Leidy (MDG) gave an introduction to the project and an overview for each of the following concepts developed during the “hot-start” charrette:

Exhibit 2.A - Site Concept A Concept A was developed during the 2013 Master Plan effort as a 150-bus facility with a public CNG fueling station along Paseo Mercado. As noted previously, these programmatic elements were revised (125-bus facility) and removed (public CNG fueling).

GCT’s General Manager, Steve Brown, noted that the driving factor behind Site Concept A during the 2013 study was the requirement for CNG Public Fueling. GCT eliminated public CNG fueling from the program because they did not receive support from the City of Oxnard.



Exhibit 2.B - Site Concept B Concept B was takes into account GCT’s request to have a private access road at the controlled intersection of Paseo Mercado and Auto Center Drive but cuts through the southern portion of the site back towards the existing Paseo Mercado road. This would eliminate total on-site paving required and free up more space for employee vehicle parking. The Fuel and Wash Building is relocated to the west portion of the site and the Maintenance Building is positioned along the east side of the site along Paseo Mercado.

Key features: • Single-loaded Maintenance Building • U-turn-concept fuel and wash cycle • All buses enter site at cul-de-sac

o Alternate bus entry is at cul-de-sac o No private drive road west of employee parking

• Reduced employee parking counts Comments from GCT: • Want true drive-through Maintenance Building • Concerns about donut-concept at Fuel and Wash

Building • Limited parking growth if needed in future

Exhibit 2.C - Site Concept C Concept C is similar to Concept B but provides a double-

loaded drive-through Maintenance Building. Maintenance and Non-Revenue parking is a long row of parking between Admin/Ops and Maintenance Buildings. Key features: • Double-loaded drive-through Maintenance Building • U-turn-concept fuel and wash cycle • All buses enter site at Paseo Mercado intersection

o No private drive road west of employee parking • Reduced employee parking counts • Maintenance employee parking east of Maintenance

Building • Admin/Ops employee parking south of Admin/Ops

Building Comments from GCT: • Concerns about donut-concept at Fuel and Wash

Building • Concerns about employee vehicle circulation and

parking mixed with bus circulation and parking. • Concerns about unsecure employee parking • Limited parking growth if needed in future



Exhibit 2.D - Site Concept D Concept D is similar to Concept C with a reconfigured private drive off Auto Center Drive west of the employee parking and located employee and visitor parking lot entries along Paseo Mercado.

Key features: • Double-loaded drive-through Maintenance Building • U-turn-concept fuel and wash cycle • Space for 25 future bus parking • All buses enter site at cul-de-sac

o Alternate bus entry is at cul-de-sac • Reduced employee parking counts • All employee parking to south of Admin/Ops Building • Secure employee parking • Separate visitor and accessible parking near Admin/Ops

Building • Shared courtyard between Admin/Ops and Maintenance

Buildings Comments from GCT: • Concerns about donut-concept at Fuel and Wash

Building • Like that there is no mixing of buses and employee

vehicles • Need additional access point from employee parking

area and private drive aisle



Exhibit 2.E - Admin/Ops Concept A

Admin/Ops Concept A uses a two-story office-type building concept with Operations on the ground floor and Administration on the second floor. Key features: • Two-story office-type building • Some Admin functions on ground level include Board

Room, Lobby, Reception, Interview, and Lost and Found.

Comments from GCT: • Prefer separate Driver and public entry doors • GCT wants buildings and public entry to be “welcoming”

to public • Want Design Team to show patio on roof west of Admin

spaces on second floor.



Exhibit 2.F - Admin/Ops Concept B

Admin/Ops Concept B is designed using a single-story structure for both departments. The total footprint is larger than Concept A but it requires less building height. GCT has a specific synergy between Administration and Operations and the single-story concept can enhance that. Key features: • Single-story office structure • Consolidates all Admin/Ops square footage to ground

floor level.

Comments from GCT: • GCT would prefer two-story structure similar to Concept

A. The proximity within one building will still enhance synergy between each department.

• Prefer to maximize natural light and reduce quantity of interior spaces

• Long distance to walk from Admininistration end of building to Operations end of building



Exhibit 2.G - Maintenance Building Concept A

Maintenance Building Concept A is a single-loaded back-in/pull-out concept with Admin, Storage, and Support spaces on the other side of the forklift aisle running down the center of the building. Key features: • PM Inspection Bays allow drive-through

Comments from GCT: • GCT wants a true drive-through facility for all repair

bays Exhibit 2.H - Maintenance Building Concept B

Maintenance Building Concept B implements a 100% drive-through facility. The shops and parts storeroom are centrally located between the maintenance bays. All Admin and Support spaces are located on the (right) end of the building. Key features: • Allows for full drive-through capability in all repair and

PM inspection bays

Comments from GCT:



• GCT has an issue with the overall length of the building and travel distance from one end to another.



Day 2 January 23, 2014

Exhibit 2.I - Site Concept E Concept E kept the Admin/Ops Building in the center of the

site but relocated a single-loaded drive-through Maintenance Building closer to Auto Center Drive. The design intent was to give GCT a presence closer to Auto Center Drive and the Maintenance Building is able to provide that without compromising necessary clearances. Key features: • Single-loaded drive-through Maintenance Building • In-line fuel and wash cycle • Space for 25 future bus parking • All buses enter site at Auto Center Drive and Paseo

Mercado controlled intersection • Alternate bus entry is at cul-de-sac • Reduced employee parking counts • All employee parking to north of Admin/Ops Building • Secure employee parking • Separate visitor and accessible parking near Admin/Ops

Building Comments from GCT: • Prefer the in-line service cycle at Fuel and Wash

Building • Some mixing of employee vehicles and buses but is

managed well by the layout • Appreciate the effort to provide presence along Auto

Center Drive, GCT was not convinced that is the appropriate place for the Maintenance Building

Exhibit 2.J - Site Concept F Concept F kept the Admin/Ops Building in the center of the site but relocated a single-loaded drive-through Maintenance Building closer to Auto Center Drive. The design intent was to give GCT a presence closer to Auto Center Drive and the Maintenance Building is able to provide that without compromising necessary clearances. Key features: • Single-loaded drive-through Maintenance Building • L-shape Maintenance Building • In-line fuel and wash cycle • All buses enter site at Auto Center Drive and Paseo

Mercado controlled intersection o Alternate bus entry is at cul-de-sac

• Admin/Ops employee parking to south of Admin/Ops Building

• Maintenance and Non-Revenue Parking east of Maintenance Building



• Secure employee parking • Separate visitor and accessible parking near Admin/Ops

Building Comments from GCT: • Prefer the in-line service cycle at Fuel and Wash

Building • Some mixing of Maintenance employee vehicles and

buses, but it is not a significant issue to GCT • Dispatch does not have a view of the entire yard • GCT asked if Paratransit could fuel offsite to not

increase circulation throughout bus yard • GCT does not prefer disconnected bus parking

Exhibit 2.K - Site Concept G Concept G locates all employee parking south of the Admin/Ops Building. The Maintenance Building is positioned in the west corner of the site and the Admin/Ops Building is positioned slightly farther to the northeast compared to previous layouts. Key features: • Single-loaded drive-through Maintenance Building • L-shape Maintenance Building • Fuel and Wash Buildings are separated but still

provides an in-line service cycle • All buses enter site at Auto Center Drive and Paseo


• All employee parking to south of Admin/Ops Building • Secure employee parking • Separate visitor and accessible parking near Admin/Ops

Building • Paratransit fuel lane located on Paseo Mercado but not

within bus yard Comments from GCT: • Concerns about the amount of circulation throughout

the site during the service cycle • Dispatch does not have a view of the entire yard • Concerns about CNG odors close to Admin/Ops

Building and neighboring buildings across Paseo Mercado

• GCT feels obligated to make Fuel and Wash Building look good aesthetically due to proximity to Paseo Mercado

• Concerns about offsite Paratransit CNG fueling station. Requires additional security to ensure safety of employees and equipment



Exhibit 2.L - Site Concept H Concept H locates Admin/Ops employee parking south of the Admin/Ops Building. Maintenance and Non-Revenue parking is east of Maintenance Building. The Maintenance Building is positioned in the north corner of the site and the Admin/Ops Building is positioned slightly farther to the northeast compared to previous layouts. Key features: • Single-loaded drive-through Maintenance Building • In-line fuel and wash cycle • All buses enter site at Auto Center Drive and Paseo

Mercado controlled intersection • Admin/Ops employee parking to south of Admin/Ops

Building • Maintenance and Non-Revenue Parking east of

Maintenance Building • Secure employee parking • Separate visitor and accessible parking near Admin/Ops

Building Comments from GCT: • Do not want to back buses into parking spaces like that

show on the eastern-most section of bus parking • GCT prefers Admin/Ops and Maintenance Buildings are

near one another for connection • Maintenance Building location causes security concerns

for deliveries • Maintenance Building location will create additional

costs for utilities and other services to this location on site

Exhibit 2.M - Site Concept I Concept I locates the Maintenance Building on the west portion of the site, similar to the 2013 Master Plan. Maintenance employee and Non-Revenue parking is located south of the Maintenance Building. Fuel and Wash is located near Paseo Mercado.

Key features: • Single-loaded drive-through Maintenance Building • In-line fuel and wash cycle • All buses enter site at Auto Center Drive and Paseo

Mercado controlled intersection • Admin/Ops employee parking to south of Admin/Ops

Building • Maintenance and Non-Revenue Parking south of

Maintenance Building • Secure employee parking • Separate visitor and accessible parking near Admin/Ops

Building



Comments from GCT: • GCT prefers Admin/Ops and Maintenance Buildings are

near one another for connection • Maintenance Building location causes security concerns

for deliveries • Maintenance Building location will create additional

costs for utilities and other services to this location on site

• Concerns about CNG odors close to Admin/Ops Building and neighboring buildings across Paseo Mercado

• GCT feels obligated to make Fuel and Wash Building look good aesthetically due to proximity to Paseo Mercado

• Shorter walk for operators with Maintenance Building on west portion of site

Exhibit 2.N - Admin/Ops Concept D

Admin/Ops Concept D was developed as a two-story concept similar to Concept B which had common spaces between offices located along exterior walls. The overall footprint of this design is wider because of the multiple corridors required for circulation.



Key features: • Two-story design • Administration mostly on second floor

Comments from GCT: • Operations spaces (Dispatch, Drivers’ area, restrooms,

etc.) look too small • Board Room should be adjacent to Lobby so that public

know where to go when visiting for Board meeting • Need security point to secure Lobby and spaces beyond • Training Room is too close to Lobby • Training Office should have exterior window Exhibit 2.O - Admin/Ops Concept E

Admin/Ops Concept D Key features: • Shared spaced between offices • Training spaces and restrooms central to first floor • “Bump-outs” in floor plan help plan meet program and

allow for natural daylighting opportunities.



Comments from GCT: • Dispatch needs view of Drivers’ area • Provide expansion space on second floor of Admin/Ops

building and extend Patio to align with west corner of south façade.

• GCT likes that the north façade begins to develop interior courtyard.

Exhibit 2.P - Maintenance Building Concept B.1

Maintenance Building Concept B.1 is a long, single-loaded drive-through building design developed for Site Concept E. The Tire Storage and Lube/Compressor Room are “bump outs” in the floor plan to meet program and break up the building skin. Key features: • Parts storeroom centrally located • Drive-through repair bays • Office and Support spaces located on (right) end of

building plan

Comments from GCT: • Tire storage areas need to be near, and open to, repair

bay. • Supervisor has view of only half of the repair bays. GCT

Supervisor suggests providing a view to all repair bays



Day 3 January 24, 2014

Exhibit 2.Q - Site Concept J

Concept J locates the Maintenance Building on the west portion of the site, similar to the 2013 Master Plan. Maintenance employee and Non-Revenue parking is located south of the Maintenance Building. Fuel and Wash is located near Paseo Mercado. Key features: • Single-loaded drive-through Maintenance Building • U-shape Maintenance Building • In-line fuel and wash cycle • All buses enter site at Auto Center Drive and Paseo


• All employee parking to south of Admin/Ops Building • Secure employee parking • Non-Revenue parking west of Admin/Ops Building • Delivery trucks enter at cul-de-sac and exit near

Maintenance and Admin/Ops Buildings • Courtyard space between Admin/Ops and Maintenance

Buildings • Allows for 25 additional future bus parking stalls west of

Non-Revenue parking • Paratransit and Non-Revenue parking occurs onsite • Offsite detection of CNG odors are mitigated by location

of CNG fuel yard in north corner of site



• Provides sufficient water retention areas • Dispatch has view of entire bus yard Comments from GCT: • Shorter walk for operators with Fuel and Wash Building

on west portion of site • Employee parking needs to be secured from visitor

parking Exhibit 2.R - Final Admin/Ops Concept E.1

The Final Admin/Ops Concept E.1 accommodates future expansion area and roof-top patio for employees to view courtyard and bus storage yard. Key features: • Per GCT’s request, the Design Team included future

expansion space on the second floor to accommodate potential expansion by GCT. This space was drawn in west of the Break Room, Planning & Marketing areas on the west end of the second floor.

• The Dispatch area has a view of the bus yard west of the building.

• Consolidated floor plan on second floor

Comments from GCT: • Relocate Drivers’ Area to north face of building to allow

view of courtyard.



• Move Operations offices and Conference Room to southwest corner.

Exhibit 2.S - Maintenance Building Concept C The Maintenance Building Concept C implements a single-

loaded drive-through design. The design is U-shaped building to fit within the constraints of the site while maintaining clearances to the north of the repair bays. Key features: • Single-loaded, drive-through concept • Parts storeroom on northeast corner for deliveries • Maintenance office areas are located on south end of

building for proximity to Admin/Ops Building

Comments from GCT: • GCT likes the proximity of office spaces between

Maintenance and Admin/Ops Buildings • Like the Admin Supervisors having a view of all repair

bays from the shared office near Parts Storeroom • May need to expand Parts Storeroom space to meet

Program • Reduce square footage of Training Room • Training Room does not need to be adjacent to Repair

Bays • Reduce square footage of Money/Vault Room and add

Admin/Ops Storage on west end of “south bar” for additional Admin/Ops storage space

Summary The on-site Design Charrette was well-received by GCT staff

because it served as an opportunity for key stakeholders to come together and participate in the design process, which resulted in consensus on the Site Master Plan.

Below is a list of consistent comments received from GCT staff during the Design Charrette: • No employee vehicles within bus yard • Develop true drive-through Maintenance Building • Admin/Ops and Maintenance Buildings should be

located near each other on the final site plan • Points of access beyond Lobby must be secured.

Post On-Site After the on-site Design Charrette, the Design Team made

necessary adjustments to Concept J to produce the Final Site Master Plan and update the Maintenance Building plan following discussions with GCT Maintenance Staff on Day 3 of the Design Charrette. The Design Team will use this plan moving forward throughout the design stages.



Exhibit 2.T - Final Site Master Plan



Exhibit 2.U - Final Maintenance Building Plan

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Chapter Three Design Narratives

Architectural Governing Codes • Authority Jurisdiction: City of Oxnard • Planning Reference: Rose-Santa Clara Corridor Specific

Plan (Jan 1985) • 2013 California Building Standards Code • 2013 California Electrical Code • 2013 California Mechanical Code • 2013 California Plumbing Code • 2013 California Energy Code • 2013 California Fire Code • 2013 California Green Building Standards Code • NFPA 13, Automatic Sprinkler System, 2013 edition • NFPA 72, National Fire Alarm & Signaling Code, 2013

edition • 2010 ADA Standards for Accessible Design

Design Process/ Concept The Gold Coast Transit (GCT) project is a campus of buildings

intended to service and maintain a bus fleet of 125 buses. The project is designed to accommodate the existing and future growth needs. The campus consists of a Maintenance Building, Bus Fueling, Bus Washing, and a two-level Administration and Operations Building.

The overall design concept which informs the massing and character of the architecture stems from idealistic agricultural imagery of the region. This imagery informs the massing and strategic use of color throughout the campus, with creatively arranged architectural composition using appropriately sited materials and color. The site and building layouts address the functional nature of the project while giving GCT a new public image. GCT provides a necessary service to the community it serves, and strives to promote ‘sustainability’ not only as a



byproduct of their service, but as a fundamental basis for this project, using the buildings as a Civic representation of their commitment to sustainability.

The site is within an existing industrial business park. The front door of the facility is the Administration & Operations (Admin/Ops) Building which is set back from the main street frontage in order to use the buildings as part of the secured perimeter of the site. The bus parking is within the back (non-public) portion of the site, screened by the Maintenance and Admin/Ops Buildings. The buses circulate in a counterclockwise maneuver motion around the site which facilitates reduced movement for hostlers as they service the vehicles through the fuel and wash functions at the end of each day.

The Admin/Ops Building is a steel structure enclosed with metal panels on steel studs, glass and shading devices. Alternate exterior cladding materials, shown later in this chapter, for the first floor includes concrete panels, tilt up or precast, masonry blocks or stucco. Alternate materials for the second floor include stucco. Sun-screens will be used on the south facade to reduce heat gain and glare.

The main front door of the building is the public entry and shares this function with the Board Room adjacent to the building’s main lobby space. A rooftop patio serves the employees above the west facing portion of the building. All regularly occupied spaces receive natural light reducing the need for artificial light requirements. Each space will also have task lighting and operable windows. The office areas of each building will use natural ventilation techniques wherever possible to reduce electrical motor loads. The Admin/Ops and Maintenance Buildings together create an exterior, landscaped courtyard between them which is shared by all the users of the facility.

The Maintenance Building is also steel structure enclosed with masonry block to 8'-6" height with metal panels on steel studs above. Alternate exterior cladding materials include full height



masonry blocks or full height concrete panels, tilt up or precast. It is one service bay deep, giving the users complete drive through capability, avoiding any backing maneuvers. Operationally this building requires hard surfaces, easy to maintain and maneuver throughout; therefore floors will be sealed concrete with a light colored ad-mixture which will be light-reflective. Walls will be primarily masonry and ceilings primarily exposed. Duct and conduit will be exposed and often surface mounted to walls or columns. Natural light is being brought into the maintenance bays through clerestory lights or skylights. This light will provide even light throughout the bays, and not just at the back of the bays where work is being done, which should provide for an exceptional working environment and the reduction of operating costs. Natural light is being brought into the unoccupied mezzanine spaces by use of solatubes.

The Bus Wash Building and Fuel Facility follow the same design aesthetic as the Maintenance and Admin/Ops Buildings, each one different in form and massing based on its specific function, but similar in the architectural character of the materials. The Bus Wash Building and Fueling Facility are load bearing concrete or masonry walls enclosing the building functions. The wash bays are separated by walls made of polycarbonate material used for the high humidity areas while allowing the light to filter through the bays. The wash canopy and fueling lanes are covered, providing shade and protection from the environment. The wash canopy roof structure will utilize concrete planks to avoid rusting due to the wet environment of this space. Flat roofs on this building will be light colored.

The cohesiveness of all the buildings within the project lie in its use of durable materials, similar detailing, and a combination of massing which is appropriate to the environment while celebrating the richness of regional landscape forms and colors.

Some special consideration items are the use of passive ventilation techniques and the use of photovoltaic (PV) panels. The Design Team is exploring incorporating PV panels to the employee parking area to be installed to collect solar energy and offset GCT’s operational energy needs for the facility. Panels may also be considered on the surface of the Maintenance Building, Fuel and Wash canopies. This would serve as an expression of GCT’s commitment to sustainability and to the surrounding community. Metering this energy collection separately will be an important component to GCT’s long-term operational desires.



Building Materials and Technology Fire and Life Safety

The buildings will have appropriate systems such as automatic fire sprinklers and fire alarms throughout the facilities. They should be suited to the specific functional areas. All systems will comply with all Codes, Standards and Regulations within the design guidelines.

Backup generators will be considered in the next design task. The final design and locations will be determined with GCT.

Building Skin The exterior cladding (building skin) includes the inside face of the wall to the outside face of the wall. Base building cladding in the Conceptual Cost Estimate is metal panels for the Admin/Ops Building and masonry block with metal panels above for the Maintenance Building. Additionally, the Design Team presented three conceptual building design options for the Admin/Ops Building and the Maintenance Building. The building concepts presentation can be found in Appendix D - Conceptual Plans and Building Concepts. These concepts include interchangeable alternate cladding materials such as concrete panels, tilt up or precast, and stucco. The Fuel and Wash Buildings will be concrete or masonry block to match major material selected for the Maintenance Building. Materials will be evaluated for cost and functionality prior to final recommendations and selection.

Administration/Operations Building • Option 1 1st floor - Colored CMU aka masonry block and Sealer

or concrete panel, with Furring, Batt Insulation (Value R-13), Painted gypsum wall board

2nd floor - Stucco on Lath and Metal Panel or all Metal Panel and Batt Insulation with Sheathing, Vapor Barrier, Continuous Rigid Exterior Insulation (Value R-19) on Z-clips, Painted gypsum wall board



• Option 2 1st floor - Tilt-up or precast Concrete panel with

Furring, Batt Insulation (Value R-13), Painted gypsum wall board

1st floor - Stucco on Lath and Batt Insulation with Sheathing, Vapor Barrier, Continuous Rigid Exterior Insulation (Value R-19) on Z-clips, Painted gypsum wall board or concrete panel assembly above.

2nd floor - Metal Panel on Metal Studs, Batt Insulation with Sheathing, Vapor Barrier, Continuous Rigid Exterior Insulation (Value R-19) on Z-clips, Painted gypsum wall board

• Option 3 1st floor - Colored CMU and Sealer or concrete panel,

with Furring, Batt Insulation (Value R-13), Painted gypsum wall board

2nd floor - Metal Panel on Metal Studs, Batt Insulation with Sheathing, Vapor Barrier, Continuous Rigid Exterior Insulation (Value R-19) on Z-clips, Painted gypsum wall board



Maintenance Building • Option 1 Metal Panel on Metal Studs - decorative applied over

CMU Colored CMU with Furring, Batt Insulation (Value R-

13), Painted gypsum wall board Low-E glazing or Translucent Polycarbonate windows

above all bay doors

• Option 2 Metal Panel on Metal Studs - decorative applied over

concrete panels Tilt-up or precast Concrete panels with Furring, Batt

Insulation (Value R-13), Painted gypsum wall board Low-E glazing or Translucent Polycarbonate windows

above all bay doors

• Option 3 Metal Panel on Metal Studs - decorative applied over

CMU Colored CMU with Furring, Batt Insulation (Value R-

13), Painted gypsum wall board Glazing or Translucent Polycarbonate clerestory under

high side of sloped roofs.



Fuel/Wash Building • Regular CMU or Cast in Place concrete, Polycarbonate

Panels Roof Base building roof included in Conceptual Cost Estimate is membrane roofing over rigid insulation (Value R-30).

Administration/Operations Building • All Options Membrane roofing over rigid insulation (Value R-30) Tubular Skylights

Exterior Patio on Second Level Base Building Conceptual Cost Estimate does not include a patio on Second Level.

This would occur as part of the Admin/Ops Building as an amenity.

• Option 1 Covered exterior balcony in courtyard on architectural

steel structure • Option 2 Covered exterior balcony within second floor

• Option 3 Roof deck with concrete pavers

• Option 1 Maintenance Building

Membrane roofing over rigid insulation (Value R-30) Tubular Skylights

• Option 2 Membrane roofing over rigid insulation (Value R-30) Skylight Monitors



• Option 3 Standing seam metal roofing over rigid insulation

(Value R-30) Sloped Structure Tubular Skylights

Fuel/Wash Building • Membrane roofing, over rigid insulation (Value R-30) in

conditioned spaces

Fenestration For all buildings and options, tint and low e coating will reduce heat gain and glare for east, west and south exposures with a value of 0.25 shading coefficient.

HVAC Integration Southern California is a relatively arid environment when considering rainfall. There is an approximate annual average rainfall of 15.64 inches. The sun impact is strong with the temperature being moderate and ranging between 59oF to 74oF in summer and between 45oF to 66oF in winter. Any major heat gain should occur from the south, east and west directions.

HVAC equipment will be rooftop mounted in all buildings, concealed from public view by parapets or rooftop screens. HVAC delivery will be above the ceiling in the Admin/Ops Building. HVAC delivery will be exposed below the structure in the Maintenance Building.

Admin/Ops Building Interiors The interior design will revolve the overall architectural design in materials, color and approach. The design will interpret operational needs of GCT as established in programming, charrettes and conceptual presentations. The materials will be sustainable where possible including but not limited to the following:

• recycled content carpet and backing • low VOC paints, primers and adhesives • locally manufactured materials within 500 miles, when the

industry allows • post-consumer recycled tile and counter tops • FSC certified wood products

The surfaces will optimize durability when possible. The office environments will be designed to enhance employee productivity with use of natural light, softer materials and multiple colors. All materials will be commercial or industrial grade and will be selected to reduce maintenance



requirements where possible. The public spaces will have harder more durable surfaces.

Maintenance Interiors Finishes in the Maintenance Bays and adjacent functions are more functional due to nature of activities within these spaces. The floors in bays will be concrete with a white colored hardener for long-term durability and ability to reflect natural light. The walls and ceilings in bays will be exposed and natural light will be brought in through clerestories or skylights. The walls and ceilings will be light-colored for reflectivity and all floor coverings used must be durable and easily maintained.

Sustainability Overview The major goals defined by the Design Team for the new GCT

Administration and Operations Facility include a LEED Silver certification. At the Concept Design stage, the specific objectives of this narrative are to define the sustainability goals and processes for the project, identify sustainable features of the project, describe the LEED Green Building Rating System® (LEED) and focus on potential LEED credits being pursued.

To meet the minimum sustainability goal of a LEED Silver certification, a detailed LEED Checklist is provided in Appendix E - LEED Checklist. The LEED Documentation Plan specifies the Design Team champions and credit requirements for each LEED credit and prerequisite, the strategies being considered by the Design Team to meet their requirements and their relation to CALGreen. For the GCT Administration and Operations Facility, 50 points have been identified for pursuit by the project team, with an additional 43 points identified for further investigation. Based on the current LEED Documentation Plan point allocation, the design team needs to identify additional credits and pursue at least 55 points to position the project comfortably within the Silver Certification threshold.



Exhibit 3.A - LEED-NC v2009 Point Summary for GCT Administration and Operations Facility

LEED LEED is administered by the U.S. Green Building Council (USGBC) to assess building performance and sustainability goals. LEED addresses facility design considerations for sustainable site development, water savings, energy efficiency, materials selection, indoor environmental quality, as well as innovation in design. The LEED-NC (New Construction), version 4, has been developed for new construction and major renovation projects that wish to pursue LEED certification. The Design Team is committed to maximizing the sustainability of the Gold Coast Transit’s Administration and Operations Facility within the budget and has identified strategies that complement CAL Green to pursue LEED credits in order to achieve a LEED Silver certification. LEED v4 and CAL Green are mutually supporting systems. While CAL Green 2014 is a code requirement by the State of California, LEED v4 provides opportunities for expanding the benefits of sustainability initiatives required by CAL Green. Minimum Program Requirements and LEED Project Boundary LEED v4 Minimum Program Requirements (MPRs) describe the minimum characteristics that a project must possess in order to be eligible for LEED certification. LEED MPRs define the types of buildings that each LEED rating system was designed to evaluate and are provided by the USGBC to provide clear guidance for LEED project teams on the LEED



certification process. The four buildings within the LEED Project Boundary meet the MPRs individually and can pursue separate certifications individually; however, a single rating will be pursued using the Group Certification process since the design and construction scope includes these buildings. Under Group Certification process, multiple buildings or spaces may be certified as a group within one LEED project registration and the entire group with a single LEED project boundary receives a single rating and certification. The LEED Project Boundary is the portion of the project site submitted for LEED certification. LEED Project Boundary is typically the entire project scope as defined by the property line or limits of construction however, in some cases a different LEED Project Boundary can be defined by the project team. Due to heavy process load in the Fuel and Wash Buildings, the Design Team will be able to fully determine the LEED Project Boundary after initial round of energy analysis. The level of energy analysis required to determine the most useful LEED boundary will support the Design Team to determine the most energy efficient approaches to the project systems design.

LEED for New Construction Categories Integrative Process

LEED Integrative Process credit supports high-performance, cost-effective project outcomes through an early analysis of the interrelationships among systems. An initial energy analysis and water analyses performed by the Design Team will be carried out to inform the Owner’s Project Requirements (OPR), Basis of Design (BOD), design documents, and construction documents. Location and Transportation LEED Location and Transportation prerequisites and credits address issues related to environmental concerns related to building location, compact development, alternative transportation and connection with amenities. The project site avoids environmentally sensitive land and may also pursue high priority site credit if found to contain contaminated materials in the geotechnical investigation. The project will provide bike racks for short-term as well as long-term bicycle storage. GCT has a compressed natural gas fleet and the project will include refueling stations. The project might consider providing fewer parking spaces than local code making it eligible to pursue reduced parking footprint credit. However, project program requirements for future expansion may be more critical to the project’s success.



Sustainable Sites LEED Sustainable Sites prerequisites and credits address issues related to environmental concerns related to building landscape, hardscape, managing stormwater runoff, protecting and promoting biodiversity, and other exterior building issues. Site assessment will be carried out and used for project design. Native and adaptive species will be used for landscaping to promote biodiversity. In addition the project will consider providing vegetated open space. The Design Team will work to determine the most effective and lowest maintenance stormwarter management system compliant with local jurisdictional, CAL Green and LEED v4 requirements. Stormwater quality and quantity will be managed by diverting stormwater runoff to retention ponds on the property, thus limiting disruption and pollution of natural water flows. The most passive and low maintenance means of retention and filtration will be taken into consideration. The project will also reduce microclimate temperatures and contribute to the reduction of the urban heat island by using light colored hardscape, possible shading from canopies with PVs, and white roof for the buildings. The project will reduce night time light pollution by using appropriate fixtures to eliminate light trespass and meet uplight requirements. Water Efficiency LEED Water Efficiency prerequisites and credits address the critical issue of site and building-related water use, disposal, and treatment, and the related environmental impact of each. One of the key design concepts for the landscape is to primarily use native and/or adapted plant species and plant material with low to very low water requirements. Potable water use for indoor fixtures will be addressed by specifying low-flow fixtures and dual-flush toilets. Water meters will be provided for two or more water use types including irrigation which is mandated per City’s requirements. Energy and Atmosphere LEED Energy & Atmosphere prerequisites and credits promote the use of high-performance building and systems design, commissioning, and monitoring to achieve a level of energy performance that exceeds the current industry standard; and managing refrigerants to eliminate chlorofluorocarbons (CFCs), mitigate harmful effects to the ozone layer and global warming. Project elements associated with energy consumption and production will be carefully studied as these have a significant impact on GCT’s long-term operational costs. The Design Team is committed to maximizing the energy and cost



efficiency of the building systems and processes. The project will pursue the goal of better than 12% energy cost savings against the ASHRAE 90.1-2010 Baseline and/or Title 24 2014, equivalent to four points under EAc1 Optimize Energy Efficiency. This goal will be evaluated after initial energy analysis to determine if additional savings is possible without increasing the cost to the project. The Design Team will collaborate to identify Energy Efficiency Measures (EEMs) that have the potential for further savings in energy use, peak demand, and energy costs beyond the proposed basis of design. Consideration to passive thermal conditioning strategies will be made during early design development. The Design Team will work to access and develop passive conditioning and ventilation design solutions. Analysis of local climate conditions indicates that incorporating passive strategies may be the most cost effective solutions for GCT. The project will use refrigerants that have no ozone depletion potential and low global warming potential. PVs are being considered to be used on-site to offset building energy cost. Green power and carbon offset will be considered to offset the projects energy use. Materials and Resources Building material choices are very important in a sustainable design. Materials and Resources section address environmental impacts associated with each of the various lifecycle stages including extraction, harvest, processing, manufacturing, transportation, use, maintenance, and disposal of materials. Strategies proposed to reduce material waste and redirect recyclable recovered resources back to manufacturing process and reusable materials to appropriate sites include providing numerous recycling bins to encourage recycling of waste generated by the building’s employees and visitors that would otherwise be hauled to and disposed of in a landfill during the operations of the building. The project will reduce landfill waste by diverting at least 75% of the construction waste. The project will use products and materials for which life-cycle information is available and that have environmentally, economically, and socially preferable life-cycle impacts. In order to reduce impacts resulting from extraction and processing of virgin materials and to support local industries and reduce emission and carbon footprint from material transportation, the project will use regional and materials with recycled content. Some of the materials with recycled content under consideration are steel, concrete, metal ceiling, ceramic tiles, carpet, and insulation. By using certified wood, the project will support proper stewardship of forests and related ecosystems. The project will also use materials and products for which the chemical ingredients in



the product are inventoried using an accepted methodology and verified to minimize the use and generation of harmful substances. Indoor Environmental Quality The Indoor Environmental Quality category aims to address multiple aspects of the indoor environment, emphasizing that health, safety, and comfort are a multi-faceted issue beyond simple air quality. Per CAL Green requirements, the buildings will be no smoking. HVAC strategies that are under consideration to control air quality include demand control ventilation in high-occupancy spaces at the zone-level, and outdoor airflow monitoring stations at the system-level. Construction Indoor Air Quality Management Plans will be developed to address air quality during construction and before occupancy. The project plans on using the low-emitting materials credit by using low-VOC (volatile organic compound) paints, coatings, adhesives, sealants, and flooring systems, as well as urea-formaldehyde free composite wood and agrifiber products in order to reduce off-gassing and overall VOC levels in the air which is also required by CAL Green. Occupant-control of lighting will be explored within the logistics of the differing occupancy of each space (e.g. administration office versus repair bay areas). Daylight optimization to enhance the quality of significant spaces is a key design consideration. Strategies for maximizing daylight access in regularly occupied spaces within the parameters of the desired building design and constructability, impact on energy performance, and overall indoor environmental comfort will be analyzed. The Design Team will assist the awarded contractor in developing a Construction IAQ plan that will meet the credit requirements. The Design Team will review the specifications to include appropriate language for the VOC levels of different products. Innovation and Design The Innovation in Design category is a means to recognize projects for innovative performance for green building strategies not specifically addressed by LEED. Because some green building strategies provide results that greatly exceed the LEED requirements, this category is also used to recognize projects for exemplary performance on certain LEED credits. The Design Team hopes to pursue all six credits in this category and identify specific credits during the schematic design phase. A clear focus will be on project design areas where the team can project operations and maintenance cost reductions.



Regional Priority The Regional Priority category aims to provide an incentive for achievement of credits that addresses geographically specific environmental priorities. Based on the sustainable strategies being pursued for four Regional Priority credits can be pursued by the project which will be determined after the project is registered on LEED-Online.

Mechanical and Plumbing Overview Governing Mechanical Codes:

• California Title 24 – 2013 Edition • California Building Code (CBC) – 2013 Edition • California Energy Code – 2013 Edition • California Mechanical Code (CMC) – 2013 Edition • California Energy Code – 2013 Edition • California Green Building Standards Code (CAL Green) –

2013 Edition • California Plumbing Code – 2013 Edition • California Fire Code (CFC) – 2013 Edition Governing Mechanical Standards: • NFPA 30A – Standard for Motor Fuel Dispensing Facilities

and Repair Garages • NFPA 52 – Standard for Vehicular Gaseous Fuel Systems • ASHRAE • ANSI • OSHA • EPA Regulations Administration and Operations Building HVAC Systems for the Admin/Ops Building will include constant volume packaged air handling units with electric cooling and natural gas heat for each major zone. Heat pump fan coil units with hot water heat from a high-efficiency boiler will also be included for smaller, remote spaces. Equipment will be rooftop mounted and concealed from public view by parapets or rooftop screens. Maintenance Building HVAC systems for the office areas of the Maintenance Building will include packaged air handling units with electric cooling and natural gas heat. Split system heat pumps with fan coil units with hot water heat from a high-efficiency boiler will also be included. Equipment will be located indoors on the mezzanine if possible. This is an effort to reduce wear and tear on the equipment from the elements, to promote easier



maintenance, and to reduce heat gain and loss from direct exposure to outdoors. The repair bays and shops in the Maintenance Building will be passively ventilated and mechanically heated. The ventilation and make-up air units will operate at a low volume unless CNG is monitored above Code levels. CNG exhaust from buses within the Maintenance Building will be exhausted through vehicle exhaust reels to the exterior of the building. The makeup air units will be direct gas-fired with evaporative cooling. Open Storage and Parts Areas of the Maintenance Building will include gas-fired infrared tube heaters for heating and Code minimum exhaust. Fuel and Wash Buildings HVAC Systems for the occupied spaces in the Fuel Facility will include constant volume packaged air handling units with electric cooling and natural gas heat. Heat pump fan coil units with supplemental electric heat will also be included as needed. The wash bay will be provided with gas-fired infrared tube heaters for heating while vehicles are being hand-cleaned during evening hours. The compressor room, wash equipment room, and vacuum room will be served by sealed combustion gas-fired unit heaters to keep the space above freezing. Plumbing Systems The plumbing systems will be high-efficiency, low-flow plumbing fixtures throughout the facility. Waterless urinals are not recommended for long-term operations and maintenance required.

Mechanical Sustainable Design Systems In addition to following the California Energy Code and CAL

Green throughout the Mechanical Systems Design we have chosen two more highly Sustainable Design Options for the Mechanical Systems that will be evaluated for the facility including: The Heat Recovery Variable Refrigerant Flow (VRF) Heat Pump System to serve zone-level fan-coil units in the Admin/Ops Building and office areas in the Maintenance Building. Ventilation air will be provided by a VAV demand-controlled heat recovery ventilation unit. Our opinion is that the cost of this system would be about a 20% premium over the Basic System described above. Similar systems typically result in approximately 25% in energy savings. The simple payback at the above cost premium and cost savings would be approximately 16 years.



The second system being considered is a Geothermal Heat Pump System for the Admin/Ops, Maintenance, and Fuel Buildings. This system uses vertical borehole, closed loop heat pumps to serve the packaged heat pump units. Ventilation air will be provided by a VAV demand-controlled heat recovery ventilation unit. Our opinion is that the cost of this system would be about a 35% premium over the Basic System above. Similar systems typically result in approximately 35% in energy savings. The simple payback at the above cost premium and cost savings would be approximately 20 years.

Electrical

Systems Overview Administration and Operations Building Basic electrical systems for the Admin/Ops Building will include power to mechanical systems and equipment, convenience receptacle power, and interior and exterior lighting systems with controls. The electrical service entrance will be served by a Southern California Edison pad mounted transformer located near building off of Paseo Mercado. Power for the facility will be taken at 480Y/277V, 3 phase, 4 wire, with solid neutral. At this time, some emergency power is anticipated for the facility including back-up for exit signs and emergency exit lighting. The Design Team will work with GCT in the subsequent tasks to identify specific emergency power demands. Lighting Systems for the building will be specified as follows: • Lighting fixtures will utilize an LED light source. • Daylight harvesting will be utilized wherever practical. • Occupancy and vacancy sensors will be incorporated into

a low voltage lighting control system for all interior and exterior lighting systems.

Maintenance Building Basic Electrical Systems for the Maintenance Building will include power to maintenance equipment; mechanical systems and equipment; convenience receptacle power; and interior and exterior lighting systems with controls. The electrical service entrance will be served by a SCE pad mounted transformer located near the building off of Paseo Mercado. Power for the facility will be taken at 480Y/277V, 3 phase, 4 wire, with solid neutral. At this time, some emergency power is anticipated for the facility including back-up for exit signs and emergency exit



lighting. The Design Team will work with GCT in the subsequent tasks to identify specific emergency power demands. Lighting Systems for the building will be specified as follows: • Lighting fixtures will utilize an LED light source. • Daylight harvesting will be utilized wherever practical. • Occupancy and vacancy sensors will be incorporated into


Fuel and Wash Buildings Basic Electrical Systems for the Fuel and Wash Buildings will include power to CNG production equipment, wash equipment, mechanical systems and equipment, convenience receptacle power, and interior and exterior lighting systems with controls. The electrical service entrance will be served by a SCE pad mounted transformer located near the Wash Building just west of the Service vehicle parking lot. Power for the facility will be taken at 480Y/277V, 3 phase, 4 wire, with solid neutral. Lighting Systems for the buildings will be specified as follows: • Lighting fixtures will utilize an LED light source. • Daylight harvesting will be utilized wherever practical. • Occupancy and vacancy sensors will be incorporated into


Site Lighting Site lighting fixtures will include an LED light source. The fixtures will be controlled by a programmable low voltage lighting control panel. Lighting levels and program times are yet to be determined. We are considering fixtures capable of step dimming to 50% of output to be dimmed during non-use hours. The 50% light level will provide security light while no traffic is anticipated.

Electrical Sustainable Design Systems Along with following the California Energy Code and

incorporating daylight harvesting throughout the electrical systems design we have identified demand response as a more highly sustainable design option for the facility. This option may be utilized for the Admin/Ops Building and the Fueling Systems. Administration and Operations Building A demand response system for lighting and HVAC systems will be coordinated with SCE. The cost may be offset by SCE immediately or over the first few years the building is



operational. Design of this system will be coordinated with SCE. Fuel Systems A demand response system for fueling operations will be coordinated and designed with SCE. The cost may be offset by SCE immediately or over the first few years the building is operational. This system would reduce the output of compressed natural gas when called upon by reducing the number compressors that can be used simultaneously.

Civil Grading The existing site has mild gradients running generally from

northwest to southeast at an average of approximately 0.4%. As a result, the initial expectation was that this was going to be a site that required moderate amounts of fill to improve drainage patterns onsite and prevent cross-lot drainage. Compounding these factors, the City of Oxnard requires grading design to remain functional assuming storm drain system blockage, resulting in any sump conditions being able to “cascade” downstream prior to impacting structures or blocking circulation. The result of these requirements is that sumps are designed in a localized manner that does not allow for significant impacts to earthwork quantities.

After further review, however, the design of the site with substantial pavement and building sections as well as open infiltration / detention areas will reduce the potential import considerably. The natural drainage patterns of the site can also be largely maintained, which will reduce the movement of dirt onsite as the overall low and high points will not shift substantially. Grading efforts are ongoing; however, it is anticipated that the site will range from an overall balance to a slight import situation.

Hydrology Hydrology for this site, as referenced above, is tied to maintaining general existing patterns across the site while maintaining a “cascading” design from northwest to southeast. This cascading involves generating a series of localized sump areas that overflow into sump areas that are slightly lower and eventually discharge offsite. Assuming things function normally, the sump areas will collect in catch basins and drain to storm drain systems that will convey flow to detention areas and then offsite. Should these systems plug or otherwise fail, however, there is still ability to drain water offsite prior to impacting buildings or vital system components.

The original design concept identified two areas for surface infiltration and detention, per the requirements of the Ventura County Watershed Protection District. Preliminary infiltration



testing, however, has indicated that the soils are not suitable for infiltration. It is anticipated that these basins will instead function as bioretention basins, which will still biotreat stormwater but without the infiltration aspect. Other macro design elements at this time remain unchanged.

Structural Overview Administration and Operations Building

The Admin/Ops Building is a two-story office building roughly rectangular in shape, with the upper story having minor setbacks for exterior patio areas and a minor overhang at the main entrance and a flat roof. Gravity framing consist of steel wide flange beams and square tube (HSS) columns. The upper roof consists of unfilled light gauge metal deck. The lower roof / second floor is a composite metal deck with lightweight structural concrete fill and topping. The ground floor is a concrete slab on grade.

Foundations consist of continuous footings under structural walls and shallow spread footings under columns. The lateral force resisting system consist of special reinforced nonbearing masonry shearwalls, and/or special concentrically braced steel braced frames with round HSS braces. Interior braced frames will require foundation grade beams. Upper floor setbacks and overhangs will be arranged such that shear walls and braced frames are continuous vertically from the roof to the foundation without a horizontal offset.

Maintenance Building The Maintenance Building is a U-shaped structure with mezzanines at the intersecting corners and a low slope or flat roof. The south wing and storage mezzanine is similar in construction to the Admin/Ops Building. The remainder of the building consists of high-bay, single-story spaces with unfilled light gauge metal deck roof over open web steel joists, supported by steel wide flange beams or deep steel trusses and HSS columns, with perimeter nonbearing 10-inch CMU shear walls. The lateral force resisting system consists of special reinforced nonbearing masonry shearwalls, and/or special concentrically braced steel braced frames with round HSS braces. Interior braced frames will require foundation grade beams. Roof elevation changes will be arranged to occur at shear wall or braced frame lines that are continuous vertically from the roof to the foundation without a horizontal offset.

Wash Building The Wash Building is a single-story rectangular shaped building with a low sloped roof, used as a pull-through bus



wash facility. Structural walls will be 10-inch thick CMU or concrete bearing walls, and the roof system is precast concrete plank with lightweight structural concrete topping, supported by the masonry walls or by concrete beams and columns where walls do not occur. The lateral force resisting system consists of special reinforced bearing masonry or concrete shear walls.

Fuel Building This is a single-story rectangular shaped building with a low slope roof, used for equipment, storage, and restroom facilities. This building will use the same construction as either the Wash Building or the Admin/Ops Building, depending on selected architectural scheme. Fuel Canopy A lightweight steel structure supported by steel columns on large spread footings. Lateral system is steel special cantilever column. Fuel/CNG Yard The Fuel Yard primarily consists of a reinforced slab on grade with concrete equipment pads and steel equipment racks. Freestanding CMU site walls 8-inch or 10-inch thick shall be used as required for security or fire separation height. Photovoltaic Canopies Photovoltaic canopies over parking stalls, if included in the project, are to be structural steel of a modular or prefabricated arrangement supported with drilled concrete pier footings.

Governing Codes 2013 California Building Code, no local amendments currently enforced by the City of Oxnard.

Performance Assumptions

• Building use and operations are for ordinary code occupancy in Risk Category II, with the exception of the CNG fuel yard which is Risk Category III.

• Buildings are to be of normal construction with standard code prescribed live loads and structural deflection limitations.

• The facilities are not designated for use as an emergency operations/communications center and does not store significant quantities of toxic or hazardous materials.

• Maintenance and washing facility structures are subject to normal maintenance activities such as; minor equipment loads, tool cart impact and wash downs.



• Floor slabs in the bus maintenance and wash areas are to be designed for HS-20 traffic loads, and light or heavy storage loads where located in the use layout.

• Slab-on-grade and raised floor flatness and levelness is a normal classification with a specified overall FF=35 and FL=25 which is suitable for office use, low speed vehicular traffic and conventional forklifts. This is assumed to be adequate for the automated parts retrieval storage area and high density storage system, and will need to be confirmed against performance specifications from the manufacturers.

• Exposed concrete floors are to have control joints at regular intervals, approximately 20 to 30 feet on center with blockouts for steel columns. Concrete and masonry walls are to have control joints at regular intervals, approximately 40 to 60 feet on center.

• Traffic bollards, curbs or guards are to be implemented where vehicle impact is of concern, such as adjacent to vehicle doors, corners of buildings, and columns immediately adjacent to major driveways.

• Foundations are to be designed to maintain global structural stability with differential seismic settlements per the geotechnical engineer.

• Reinforcement is to be standard deformed type, uncoated. Structural steel deck and light gauge materials are to have standard minimum galvanized finish from the manufacturer, or a finish coating as required where exposed to view or the elements. Structural steel is to be uncoated unless exposed to view or the elements, in which case a galvanized or protective finish will be applied. Concrete shall use Type II Cement; local aggregates are assumed to be acceptable for use.

System Modeling and Calculations Structural analyses for gravity, wind and seismic forces will be

performed primarily by manual calculation, RAM Structural System, RISA-3D and/or ETABS. For seismic design a static equivalent lateral force analysis will be used, or as required by code a dynamic model of the lateral system with modal response spectrum analysis using the design code spectra will be used.

Limitations Evaluation of building vibrations for occupant comfort is not

explicitly performed or considered for structural design.

Structures are not to be designed for vehicle impact loads.

Interior slabs are not to be designed for hard-wheeled equipment loading.



Differential seismic settlement may impair functionality and operations after a significant earthquake. Overhead crane or hoist rails are not required, and allowances for such are not included in design loads. Foundations are to be shallow spread footings, deep foundations are not considered. Canopies where they occur shall be simple in design with no excessive cantilevers or special detailing requirements. Metal stairs, metal stud curtain wall and window wall systems, pre-manufactured steel joists, elevator railing, HVAC equipment anchorage and fire sprinkler piping supports are deferred approval items that are not part of the structural drawings.

Maintenance Equipment Overview The Gold Coast Transit Administration and Operations Facility

will consist of four buildings: Administration and Operations Building, a bus Maintenance Building, as well as a separate Fueling Building and Wash Building.

The equipment information provided below is provided to comprehensively inform Gold Coast Transit (GCT) of the extensive maintenance and service equipment and systems requirements for use in the Administration and Operations Facility. The draft Preliminary Equipment List does not include furniture or fixtures required for the Administration and Operations areas of the building.

Equipment Selections The facility will require specialized maintenance equipment within the bays, shop areas, parts storage, interior clean lanes, fueling lanes, and bus wash lanes. This equipment shall be utilized during required maintenance and service activities. A general description and list of the proposed groups of equipment is provided below. A detailed list (with equipment allocated by functional area) of the projected equipment with quantities, costs, and manufacturer data is located in the Maintenance Equipment Manual.

Storage Equipment A mix of conventional and high-density storage equipment has been selected for use in the Parts Room. Throughout the Facility the storage equipment shall include, but not be limited to, a mix of drawer cabinets, storage cabinets, bulk storage racks, tire racks and automated storage systems.



Vehicle Lifts GCT would like to incorporate several different lifting technologies into their new facility. The facility will have one new parallelogram lift in the Chassis Wash Bay, four new two post in-ground piston lifts in the Repair Bays and one new in-ground twin post lift in the Non-Revenue Bay.

Shop Equipment Shop equipment selected for the GCT Facility shall be good quality, heavy duty units. The shop equipment and associated support equipment being provided refers to such equipment as: grinders, drill presses, saws, welding equipment, tire equipment, cranes, hoists, vehicle exhaust reels and parts cleaning tanks.

Central Lubrication Distribution Equipment and compressed air (System) The central lubrication distribution equipment and the

compressed air distribution Equipment selected for the GCT Facility are heavy duty units that are proven in the transit industry to have a long service life. The compressed air system will provide compressed air throughout the maintenance building for equipment, convenience and at the workbenches. The central lubrication system provides all necessary fluids to the Service Bays through hose reels with metered dispensers.

Clean Equipment The deep cleaning of the buses will be done at the Day

Clean/Hand Wash lanes adjacent to the Vehicle Wash Bay during the service Cycle. Daily cleaning will occur at the fueling lanes. GCT and the Design Team are exploring the use of a central vacuum system and stationary canister type systems similar to those found at the service stations and car washes.

Fueling Equipment The fueling will be done on-site and will be incorporated into the Fuel Building. This function will be a part of the service cycle.

Bus Wash Equipment GCT would like to add a new drive-through vehicle wash that should utilize a reclamation system.

Infrastructure Requirements: In-bay used water collection pits needed for the water reclamation system are the major infrastructure component of this area.

Water Reclamation System: The bus wash system shall be provided with a centralized used water reclamation system designed to accommodate the water quality and operating conditions present in the facility.



Wash Components: The bus washer consists of two distinct components:

• Touch-less front and brush side drive-through wash: This wash system uses a combination of high pressure and conventional rotating brushes. This combination effectively washes the front, top, and rear of the bus with direct high pressure. Fixed side brushes that activate to avoid damage to the buses mirrors are utilized to wash the side of the buses.

• Wash Equipment: The wash equipment (wash pumps and reverse osmosis water treatment systems) are to be located in a wash equipment room. The wash equipment room will be completely operational including all piping and electrical wiring, disconnects and panels.

Workbench, Tables, and Stools The workbench, tables, and stools selected for the GCT

Administration and Operations Facility are necessary for the projected maintenance functions. These items are to be shared between mechanics working in the facility and should be good quality, heavy duty units that will have a long services life.

Other Miscellaneous Equipment Other miscellaneous equipment selected for the GCT

Administration and Operations Facility is necessary for the projected maintenance functions. These items are to be shared between Mechanics and should be good quality, heavy duty units that will have a long services life. The miscellaneous equipment shall include such items as: workbenches, tables, stools, battery benches, forklifts, floor scrubbers, work platforms, safety harness and parts lift.

CNG Fuel Systems Overview The Design Team has analyzed GCT’s current fueling system

and future fueling needs to develop a plan for fueling systems at GCT’s Administration and Operations Facility. At this stage of the project, the focus is on the CNG fueling system since this portion of the system is the overwhelming cost driver and determines the space and utility needs on the site. There will be no liquid fuel system incorporated in the design of this project. The Design Team first performed a CNG station sizing based on the ultimate (mature) fleet needs (standard buses, Paratransit buses, and non-revenue vehicles). This mature fleet sizing is used to determine utility and space requirements on site and then used to develop a phasing plan to allow GCT to grow into the mature facility as the fleet grows.



An analysis of the current (legacy) fuel station equipment has also been conducted to first investigate what equipment is technically feasible to reuse based on age, condition and the ability to transition it to a new facility (while keeping the current facility operable during a transition). Equipment that is deemed re-usable was then analyzed to determine the financial implications of its redeployment at the new facility. Recommendations for station size and potential equipment reuse are provided within this report.

Performance Criteria and Assumptions The MDG Design Team queried GCT on their current fueling

and bus operations and on plans for future fleet growth. Criteria were developed for use in the sizing of the facilities. Based on the responses from GCT and on interview questions, the following information has been assumed: • 125 forty foot transit buses with an average daily

consumption of 60 GGE per bus. • 30 Paratransit (cutaway van) vehicles with an average

daily fuel consumption of 20 GGE per vehicle. • Approximately 20 non-revenue vehicles (cars, trucks,

vans) with an average daily fuel consumption of 10 GGE. • 20 percent spare ratio on all vehicles. • All forty foot buses (net of spares) to be fueled in the 6

hours of productive fueling time. The total fill shift is expected to run from 10:00 PM to 04:00 AM, however, breaks, lunch and setup/cleanup reduces this to six hours of productive time. The MDG Design Team feels that this is a conservative assumption since there is generally some off-shift fueling at transit properties.

• No Paratransit or non-revenue vehicles to be fueled in the 6 hours of productive fueling time. o These vehicles will be fueled during normal business

hours throughout the day. The MDG Design Team has also re-confirmed the available gas pressure from Southern California Gas Company (SCG) for the new site to be 229 psig based on the required flow rate as calculated herein. It should be noted that although SCG does not believe that final pressure will vary significantly from the projected pressure; this should still be considered a preliminary estimate only. The Design Team also applied its own experience in developing the required sizing with the following factors: • Station inlet piping and dryer pressure drop of 5 psig.



• A station load factor of 80 percent was used—this is the amount of time in a fuel shift that the compressors run loaded versus total compressor operating time. The current station has a load factor of approximately 73 percent; however, it is felt that with a larger bus population and a more optimized fuel island and parking arrangement, there will be less time lost in cycling buses through the service operation.

• An iterative sizing approach was used to optimize the use of compressors (e.g. maximize the use of the frame horsepower rating). Based on this approach, using a 280 Horsepower rated frame (Ariel-same frame model as current compressors) running a 250 horsepower motor, it was found that three (3) compressors would provide the required flow with one (1) additional compressor for redundancy for a total of four (4) compressors.

• Standby generator capacity to power at least half (50 percent) of the firm capacity is assumed. Since this station requires 3 compressors to meet the mature fleet firm capacity, a generator will be sized to power two compressors operating simultaneously. It is assumed that dryer regeneration will be blocked during standby power operations.

GCT has also provided additional information that is not required during this initial phase of work but will be considered during the design phases: • GCT would like to use Variable Frequency Drives (VFDs)

on compressor main and fan motors as per the current station design.

• GCT would prefer a covered area (canopy or three sided building) over the dryer, electrical panels and compressors.

• GCT has been very satisfied with the support, serviceability and performance of the Ariel compressor packages.

• GCT is satisfied that the current design approach with lubricated compressors and conservative filtration is preventing excessive (problematic) oil carryover to the buses.

• GCT would like to have a current technology Systems Control and Data Acquisition (SCADA) system similar to their current system but with tablet computers for remote access.

Utilities Required Based on the above performance criteria and assumptions,

the station will require:

• A “firm” CNG Compressor flow rate of 2567 scfm, however, assuming one additional compressor for redundancy, and



assuming optimized compression utilization, the station would have a total flow rate of 3500 scfm. This is the flow rate that is used to size all utilities and the dryer and piping systems.

• Based on the total flow rate and including all ancillary station equipment, this station will require a minimum electrical service of 2,000 Amps at 480/277 Volts. It should be noted that this service size may be increased to power the bus wash and other service lane loads.

• Based on the assumption that two compressors will be operated on standby power, a generator rated at a minimum of 750 kW is recommended. The Automatic Transfer Switch (ATS) should be sized for a minimum of 2,000 Amps or larger if the service is upsized to handle other service lane loads.

Table 3.A - Mature CNG Fueling Station Required Equipment

Equipment Capacity/Type Quantity

CNG Dryer 4000 scfm at 229 psig (300 psig rated) Twin Tower Fully Automatic

1

CNG Compressors 850+ scfm at 224

psig/250 Hp Lubricated Potentially unenclosed-if installed under canopy

4 compressor packages with all controls and VFD motor control This can be phased with 3 now and one later

CNG Buffer 70,000 scf at 4,500 psig 5,500 psig rated

1 assembly

CNG Transit Dispensers 1” high flow single

hose dispenser

3 units This can be phased with 2 now and one later.

CNG Light Vehicle Dispensers

1/2” dual hose dispenser 1 unit

CNG Defuel Panel 1 unit Control and SCADA System

PLC based controls with new SCADA system matched to station equipment

1 system

Diesel Generator/ATS

750 kW with belly mounted diesel tank with 2000 Amp ATS

1 unit



Compressed Air System

Duplex 10 Horsepower with twin tower dryer—larger if required for lube/fluid pumps

1 system

Fluid Management System

New system is required to control and report for all fuels and fluids in service lanes and maintenance shop

1 system

Gas Detection System

New system is required within Maintenance Shop, CNG Station and Service Lanes

1 system

Description of Existing System GCT has operated a CNG bus fleet since approximately 1996.

The original fueling facility underwent a significant renewal and upgrade in 2008, and remains essentially unchanged since that upgrade. The current station equipment is well maintained and is in generally good condition, although equipment that was not replaced in 2008 is now at, or past, its serviceable life. A summary table is provided in Appendix G - Inventories and Questionnaires of this report that outlines in more detail the performance and condition of the CNG station equipment as documented in the Design Team inspection on February 28 2014. A general description is provided below, along with an initial assessment of the potential to redeploy this equipment at the new facility. Most of the existing equipment should remain reliably operable for the next three years until transition to the new facility. There are two issues that do concern the Design Team: • The Reltek gas detection system dates back approximately

20 years. The GCT maintenance staff has been resourceful in their ability to keep the system operable by sourcing replacement components to repair failed equipment that is no longer supported by the manufacturer. This system is very proprietary in nature and a failure of certain components could potentially render the system inoperable. Reltek has proposed to sell expensive replacement panels for those items they no longer support, however, GCT may want to consider purchasing a new system that would be redeployed to the new facility. This will be discussed in more detail in the following Design Tasks.

• The current CNG dispensers are equipped with an obsolete meter and display head. The West dispenser is



reportedly fully operable while the South dispenser will dispense gas but is not displaying the correct dispensed volumes. The MDG Design Team recommends that these dispensers not be upgraded, unless a failure of one of the units occurs, at which time newer replacement parts can be sourced to allow continued operation at minimal upgrade cost, these newer replacement parts can be used as spare parts for the new station.

Table 3.B - Existing Equipment and Initial Recommendation

Red Cells indicate that Retirement is recommended. Orange Cells Indicate that the Equipment will be evaluated

further for Possible Redeployment. Green Cells indicate that Redeployment is recommended.

Equipment Capacity/Type Initial Assessment

CNG Dryer

One unit: 5200 scfm at 400

psig Twin Tower Fully

Automatic

Dryer will flow approximately 3300

scfm at 229 psig—dryer is in good repair and

will be evaluated further below.

CNG Compressors

Three units: 900 scfm at 400

psig/200 Hp Lubricated

compressors VFD Drives

PLC controls

Compressors will flow approximately 600+ scfm at 224 psig—compressors are in

good repair and will be evaluated further

below.

CNG Buffer One assembly:

90,000 scf at 4,500 psig

5,500 psig rated

Unit can be reconditioned and

redeployed

CNG Transit Dispensers

Two Units: 1” high flow single

hose dispenser

Units are past their service life and should

be retired. CNG Defuel Panel One Unit Recondition and

redeploy.

Control and SCADA System

One system: PLC based controls

with new SCADA system matched to station equipment

This system is matched to the compressors and should only be reused if

the existing compressors are

redeployed.

Diesel Generator/ATS

One unit: 380 kW with belly

mounted diesel tank with 1000 Amp ATS

This equipment is in very good condition but

is small for the new CNG station—

recommend redeploying this



Equipment Capacity/Type Initial Assessment

equipment to power the new maintenance shop and/or Administrative

building.

Compressed Air System

Simplex 10 Horsepower with twin

tower dryer

Can be reused however a second unit is

required for redundancy—the

suitability of this unit will be reviewed during

design.

Fluid Management System

New system is required to control

and report for all fuels and fluids in service

lanes and maintenance shop

Retire the current system.

Gas Detection System Reltek System

System is old and partially unsupported—recommend retiring the system. MDG Team is

concerned that this system may not survive

until the move to the new facility in early

2017.

Redeployment Analysis of Existing System This section focuses only on those items that have orange cell

recommendations in the above table. These items could be redeployed but this involves cost, risk and reliability factors that require further analysis. Thus, this analysis will focus only on the redeployment of the CNG dryer and the CNG compressors—note that the Compressor Motor Control Panels and the Station Master PLC control Panel and SCADA system are only practical to redeploy if the existing compressors are redeployed. A financial analysis is provided to quantify to the extent practical the cost implications of redeploying this legacy equipment, however, there are difficult to quantify or unquantifiable aspects to this decision as well. These are summarized and discussed below: • Installing all new equipment will initially reduce short term

maintenance costs since there will be warranty coverage in year one. However, there is an offsetting cost since in the scenario where used equipment is installed initially, there is a reduced operating cost in the later years when new



equipment is eventually installed—this is also a period of heavier use since the bus population is rising over time. No cost factor is included in the analysis due to this offset of costs.

• Based on information provided by Gold Coast Transit, it has been assumed that the existing equipment will be fully depreciated by early 2017 in the eyes of FTA and thus there will be no penalties or return of capital to FTA should this equipment be retired.

• If the legacy equipment is to be transitioned to the new site, there will be a time during which both sites will need to be operable. There are costs associated with this transition which includes reprogramming of the equipment and other workarounds to allow equipment operate during transition. It is also assumed that a technician will be required to oversee this transition for a period estimated to be up to 90 days.

• It has been difficult to get reliable salvage value for the existing equipment. Although this equipment is high quality and well maintained, it is designed to operate at relatively high inlet pressures, making it less universally applicable to other applications. For purposes of analysis, it has been assumed that this equipment will have a residual wholesale value of 25 percent of current retail in 2014.

• A three (3) percent inflation rate over time and a six (6) percent discount rate has been assumed.

• Two station construction cost scenarios is provided in Table 3.C below. These scenarios reflect the initial cost of constructing a CNG station (in 2014 dollars) based on initial construction with all new equipment or with reuse of the potentially redeployed equipment.



Table 3.C –Phase 1 Costs All New Equipment vs. New and Legacy Equipment

Item# Description Qty Unit Cost Extended Cost Qty Unit Cost Extended Cost

1 CNG Dryer 1 250,000$ 250,000$ 0 250,000$ -$

2 CNG Compressor(s) 3 250,000$ 750,000$ 0 250,000$ -$

3 CNG Storage 0 200,000$ -$ 0 200,000$ -$

4 Compressor Valve Control Panel 3 25,000$ 75,000$ 0 25,000$ -$

5 Storage Priority/ESD Panel 1 30,000$ 30,000$ 1 30,000$ 30,000$

6 CNG High Flow Dispensers 2 60,000$ 120,000$ 2 60,000$ 120,000$

7 CNG Light Vehicle Dispenser-Dual Hose 1 50,000$ 50,000$ 1 50,000$ 50,000$

8 Defueling System 0 20,000$ -$ 0 20,000$ -$

9 Air Compressor and Dryer 0.5 25,000$ 12,500$ 0.5 25,000$ 12,500$

10 Miscellaneous Valves and Equipment 1 30,000$ 30,000$ 1 30,000$ 30,000$

11 MCC 1 160,000$ 160,000$ 1 160,000$ 160,000$

12 Master PLC Panel 1 50,000$ 50,000$ 0.25 50,000$ 12,500$

13 SCADA System 1 50,000$ 50,000$ 0 50,000$ -$

14 Fuel Management System 0 100,000$ -$ 0 100,000$ -$

15 Generator and ATS 1 150,000$ 150,000$ 1 150,000$ 150,000$

16 Equipment Freight 1 40,000$ 40,000$ 0.25 40,000$ 10,000$

17 Equipment Subtotal 1,767,500$ 575,000$

18 Installation Cost Factor 125% 2,209,375$ Plus $100K Transition

2,309,375$

19 Total Station Cost Estimate 3,976,875$ 2,884,375$

All New Equipment New and Legacy Equipment

Station ROM Cost Estimate--Phase 1 CNG Station--Capital Cost Only2014 Dollars



Another two station construction cost scenarios is provided in Table 3.D below. These scenarios reflect the initial cost of a mid-life upgrade to meet the mature fleet fueling needs and in the case of the scenario where legacy equipment was used initially, to replace that equipment.

Table 3.D –Phase 2 Costs All New Equipment vs. New and Legacy Equipment


1 CNG Dryer 0 250,000$ -$ 1 250,000$ 250,000$

2 CNG Compressor(s) 1 250,000$ 250,000$ 4 250,000$ 1,000,000$

3 CNG Storage 0 200,000$ -$ 0 200,000$ -$

4 Compressor Valve Control Panel 1 25,000$ 25,000$ 4 25,000$ 100,000$

5 Storage Priority/ESD Panel 0 30,000$ -$ 0 30,000$ -$


7 CNG Light Vehicle Dispenser-Dual Hose 0 50,000$ -$ 0 50,000$ -$


9 Air Compressor and Dryer 0 25,000$ -$ 0 25,000$ -$

10 Miscellaneous Valves and Equipment 0.25 30,000$ 7,500$ 1 30,000$ 30,000$

11 MCC 0 160,000$ -$ 0 160,000$ -$

12 Master PLC Panel 0 50,000$ -$ 1 50,000$ 50,000$

13 SCADA System 0.1 50,000$ 5,000$ 1 50,000$ 50,000$


15 Generator and ATS 0 150,000$ -$ 0 150,000$ -$

16 Equipment Freight 0.25 40,000$ 10,000$ 1 40,000$ 40,000$

17 Equipment Subtotal 357,500$ 1,580,000$

18 Installation Cost Factor 100% 357,500$ Plus $100K Transition

1,680,000$

19 Additional Design Cost 50,000$ 150,000$

20 Total Station Cost Estimate 765,000$ 3,410,000$


Build Out with New EquipmentBuild Out and Replacement of

Legacy Equipment



A life cycle capital cost analysis with 2017 as year zero (0) is provided in Table 3.E. This life cycle cost analysis provides a Net Present Value (NPV) of the scenario with all new equipment initially compared to redeployment of some used equipment which is later retired and replaced with new equipment. It is apparent that while there is an initial NPV cost savings of approximately $1 million dollars (Item 8 below), the life cycle cost of using all new equipment in 2017 has an NPV approximately $1.2 million lower than redeploying used equipment then changing it out at a later time.

Table 3.E –Phase 2 Costs All New Equipment vs. New and Legacy Equipment


1 CNG Dryer 0 250,000$ -$ 1 250,000$ 250,000$

2 CNG Compressor(s) 1 250,000$ 250,000$ 4 250,000$ 1,000,000$

3 CNG Storage 0 200,000$ -$ 0 200,000$ -$

4 Compressor Valve Control Panel 1 25,000$ 25,000$ 4 25,000$ 100,000$

5 Storage Priority/ESD Panel 0 30,000$ -$ 0 30,000$ -$


7 CNG Light Vehicle Dispenser-Dual Hose 0 50,000$ -$ 0 50,000$ -$


9 Air Compressor and Dryer 0 25,000$ -$ 0 25,000$ -$

10 Miscellaneous Valves and Equipment 0.25 30,000$ 7,500$ 1 30,000$ 30,000$

11 MCC 0 160,000$ -$ 0 160,000$ -$

12 Master PLC Panel 0 50,000$ -$ 1 50,000$ 50,000$

13 SCADA System 0.1 50,000$ 5,000$ 1 50,000$ 50,000$


15 Generator and ATS 0 150,000$ -$ 0 150,000$ -$

16 Equipment Freight 0.25 40,000$ 10,000$ 1 40,000$ 40,000$

17 Equipment Subtotal 357,500$ 1,580,000$

18 Installation Cost Factor 100% 357,500$ Plus $100K Transition

1,680,000$

19 Additional Design Cost 50,000$ 150,000$

20 Total Station Cost Estimate 765,000$ 3,410,000$


Build Out with New EquipmentBuild Out and Replacement of

Legacy Equipment



A life cycle capital cost analysis with 2017 as year zero (0) is provided in Table 3.F. This life cycle cost analysis provides a Net Present Value (NPV) of the scenario with all new equipment initially compared to redeployment of some used equipment which is later retired and replaced with new equipment. It is apparent that while there is an initial NPV cost savings of approximately $1 million dollars (Item 8 below), the life cycle cost of using all new equipment in 2017 has an NPV approximately $1.2 million lower than redeploying used equipment then changing it out at a later time.

Table 3.F –Life Cycle Capital Cost Summary for All New Equipment vs. New and Legacy Equipment

Unquantified Factor-Initial Construction/Transition Risk: • As noted in the financial analysis above, if the legacy

equipment is to be transitioned to the new site, there will be a time period when both sites will need to be operable. Apart from the cost of this transition, there is also a risk

Item# Description QtyRaw Cost in 2014

DollarsNPV Cost

Raw Cost in 2014 Dollars

NPV Cost

1 Inflation Rate 3.00%

2 Discount Rate 6.00%

3 Current Year 2014

4 Commissioning Year 2017

5 Mid Life Upgrade Year 2023

6Legacy Equipment-Salvage Cost Factor-Commissioning Year

25%

7Legacy Equipment-Salvage Cost Factor-Mid Life Upgrade Year

10%

8Year Zero Cost after Inflation and Discounted to 2014

3,976,875$ 3,648,682$ 2,884,375$ 2,646,341$

9Year Zero Salvage Cost after Inflation and Discounted to 2014 (Compressors, Controls, Gas Dryer)

(1,285,000)$ (294,739)$

10Mid Life Cost after Inflation and Discounted to 2014

765,000$ 590,804$ 3,410,000$ 2,633,520$

11Mid Life Salvage Cost after Inflation and Discounted to 2014 (Compressors, Controls, Gas Dryer)

(1,285,000)$ (99,240)$

Total Raw Cost 3,456,875$ 5,009,375$

Total NPV Cost 3,944,748$ 5,180,621$

Life Cycle Capital Cost Summary--Discounted to 2014 Dollars

Legacy Equipment Later Upgraded with New Equipment

New Equipment from Station Commissioning



during this period. This risk stems from the fact that equipment will be reprogrammed several times during this transition and will be operated in a fashion other than its intended design. During the transition one of the stations will have only one compressor.

• Both stations will be inherently less reliable than one fully operable station.

• Conversely, if a completely new station is constructed, the risk is reduced below current levels of risk as there will be two fully operable stations during transition.

Unquantified Factor-Deferred Construction/Transition Risk: • Given that existing equipment will be approximately 9

years old in 2017, it is expected that this equipment will need to be replaced in year 2023 when the equipment reaches 15 year life.

• This transition will include new motor and station controls—this is a significant change as the station will effectively be rewired to accommodate the new equipment. This upgrade will essentially require two stations operable on the same footprint not unlike the transition that was implemented in 2008.

• There is a significant risk posed where legacy equipment and new equipment must communicate with each other. This risk should be minimal initially at the new site even with legacy equipment, however, during a transition this risk is elevated (there was a situation not unlike this at another transit agency that ended in a serious incident).

Unquantified Factor-Warranty Risk and Integration Risk: • As noted in the financial analysis, installing new equipment

initially will reduce short term maintenance risk since there will be warranty in year one. However, there is an offsetting risk reduction since in the scenario where used equipment is installed initially, there is a reduced operating cost in the later years when new equipment is eventually installed—this is also a period of heavier use since the bus population is rising over time.

• Notwithstanding the above, in the case where all new equipment is installed initially, there is new equipment installed for a greater period of life cycle than with the reuse of legacy equipment. This will lead to less chance of obsolescence and generally better manufacturer support.

Unquantified Factor-Training and Support for New vs Used Equipment: • GCT staff currently provides the majority of the

maintenance at the existing site. If this equipment is relocated, there should be minimal impact on this situation



and limited retraining required. If new equipment is used, there will be some retraining required, however, the MDG Team believes that this will be minimized as equipment will be specified such that it is configured and operated similarly to the current equipment.

• Although GCT’s current equipment is currently operating well and GCT is receiving support from the original manufacturers, it should be noted that Exterran has withdrawn from the CNG market—this could affect their ability to support the compressors and station controls packages. Xebec has become a small player in the US CNG market, having endured financial challenges—this could affect their ability to support their equipment in the long term.

Recommendations Regarding Redeployment of Existing System While there is a significant short term cost savings

(approximately $1 million) to redeploying legacy equipment to the new facility, over the life of the station this savings is reversed and results in an NPV that is estimated to be $1.2 million higher than the scenario using all new equipment at the outset—it should be noted that the Design Team has estimated a $100,000 transition cost above the actual construction costs but this number could be much higher if bidders see more risk or if unforeseen transition issues materialize—this will reduce the initial cost savings for used equipment. In addition to the reduced life cost of using new equipment, this approach will result in a much easier, smoother, and lower risk transition to the new facility. The MDG Design Team is recommending the use of all new equipment at the new CNG station with the exception of the Generator and ATS which are recommended for use with the other buildings, and the CNG storage and defueling systems. The initial construction estimate is based on the above recommendation.



Chapter Four Opinion of Cost

Introduction The following is the budgetary opinion of probable cost for Gold Coast Transit Administration and Operations Facility. The estimate presented was prepared by MDG’s subconsultant Jacobus & Yuang, Inc., an independent construction cost consultant based in Ventura, California. The values were derived from the information in the conceptual floor drawings in Appendix D - Conceptual Plans and Building Concepts and other supplemental information. This information was augmented by the narratives presented in this report.

Opinion of Probable Cost Methods and values used in determining the construction cost

of the site and buildings were based on historical data. Information regarding projects that have been recently constructed in the surrounding area and methods as assumed were analyzed in this process.

The current Opinion of Probable Construction Cost is $42,563,962. This cost represents the probable price to be paid to a General Contractor to construct the facility. It should be noted that the cost information has been based on the following assumptions:

An Escalation Factor of 7.75% has been included in the prorates and is based on a mid-point of construction.

Prices are based on a minimum of four to five competitive responsive bids received from general contractors.

Labor costs are based on prevailing wage rates, material, and equipment costs.

All work would be performed during regular work hours. Estimate Schedule Basis The following schedule was utilized as a basis for the Opinion

of Cost with an 18 month construction duration:

Start Design: January 2014 End Design: April 2014 Construction: July 2015 - January 2017 Midpoint of Construction: March, 2016 Allowance for Escalation: 7.75%

Items Excluded Items excluded in this Opinion cost are as follows:



Project soft costs beyond estimated construction cost, land costs, construction contingency, occupant relocation costs and temporary swing space preparation.

Canopy over CNG equipment yard. Site PV canopy and panels.

o Estimated value $350,000 Liquid gas fueling systems (tank, piping, and dispensers). Future bus stop.

Items Impacting the Estimate As with any estimate, the possibility that market conditions will

change exists. In recent years, since GCT’s 2009 New Sites Analysis Master Plan, the cost of construction has increased significantly due to environmental events, economic cycles, and material supply and demand trends. This estimate uses an escalation factor that has been taken to the mid-point for construction reflecting average increase for material and labor during the course of the project. Scopes of work that are performed early in the construction process will see little or no cost increase due to escalation, whereas the trades and materials involved at the end of construction will recognize the full effect of increasing economic conditions in the building industry. Items affecting the estimated construction cost include, but are not limited to: Additional square footage in Administration Additional mezzanine storage space for Administration in

Maintenance Building Additional Day Clean/Hand Wash Bay at Wash Building Cal Green and Title 24 requirements for increased building

efficiency Courtyard between Admin/Ops and Maintenance Buildings

Soft Costs The Opinion of Probable Construction Cost does not include

project soft costs. Soft costs include Architecture and Engineer Design, Construction Management, GCT contingency during construction, and furniture allowance (desk chairs, file cabinets, moving costs, and data/phone equipment). Total soft costs are estimated at 30% of the construction cost.

Estimated Project Costs

Construction Costs $42,563,962 Soft Costs $12,769,189 $55,333,151

FAX (866) 431-3256

GOLD COAST TRANSIT

CONCEPTUAL OPINION

JYI# V1987A-R1

MAINTENANCE DESIGN GROUP

BY:

JACOBUS & YUANG, INC.

TEL (213) 688-1341 or (805) 339-9434

JACOBUS & YUANG, INC.355 North Lantana Street, #220

Camarillo, CA 93010

March 27, 2014

PREPARED FOR:

ADMINISTRATION AND OPERATIONS FACILITY

OFPROBABLE COST

Prepared by: Jacobus &Yuang, Inc.

PROJECT: GOLD COAST TRANSIT - Administration and Operations Facility JOB #: V1987A-R1LOCATION: OXNARD, CA DATE: 24-Mar-14CLIENT: MAINTENANCE DESIGN GROUP REVISED: 27-Mar-14

ITEM DESCRIPTION EST UNIT TOTALNO. QTY UNIT COST COST

SUMMARY OF ESTIMATE $ $

COST SUMMARY

SITEWORK 600,810 SF 19.45 11,685,038

ADMIN & OPERATIONS BUILDING 26,042 SF 311.59 8,114,542

MAINTENANCE BUILDING 45,060 SF 242.93 10,946,461

FUEL FACILITY 7,674 SF 188.10 1,443,477

WASH FACILITY 6,000 SF 229.97 1,379,811

TOTAL ESTIMATED CONSTRUCTION COST W/O EQUIPMENT

33,569,329

MAINTENANCE EQUIPMENT - Maintenance Equipment Allowance per MDG

EXTERIOR AREAS 49,000MAINTENANCE BUILDING 1,896,950FUEL ISLAND 307,330WASH BUILDING 253,040

Total Equipment Supply price 2,506,320

EQUIPMENT INSTALLATION 12.0% 300,758

ADD: PRORATES ON MAINTENANCE EQUIPMENT & INSTALLATION W/O CONTINGENCY

25.2% 708,642

SUB TOTAL EQUIPMENT COSTS 3,515,720

CNG FUELING SYSTEM - PER ESTIMATE FROM MARATHON TECHNICAL SERVICES

5,630 SF 706.37 3,976,875

ADD PRORATES PER BASE ESTIMATE INCLUDING 10% DESIGN CONTINGENCY

37.8% 1,502,038$

SUB TOTAL CNG COSTS 5,478,913

42,563,962$

SUBJECT: CONCEPTUAL OPINION OF PROBABLE COST - GRAND SUMMARY

TOTAL ESTIMATED CONSTRUCTION COST W/ EQUIPMENT + CNG EQUIPMENT

Page 1 GRAND SUMMARY





ADDITIVE ALTERTNATES FOR MECHANICAL SYSTEMS

MAINTENANCE BUILDING

SEPARATE PRICING FOR PV PANELS AND CANOPY $ 453,267

ADMIN & OPERATIONS BUILDING

GEOTHERMAL HVAC OPTION VS. BASE SYSTEM $ 303,005 VARIABLE REFRIGERANT FLOW HVAC OPTION VS. BASE SYSTEM $ 151,665

MAINTENANCE BUILDING

GEOTHERMAL HVAC OPTION VS. BASE SYSTEM $ 570,617 VARIABLE REFRIGERANT FLOW HVAC OPTION vs. BASE SYSTEM $ 285,618

FUEL FACILITY

GEOTHERMAL HVAC OPTION VS. BASE SYSTEM $ 29,418

WASH FACILITY

GEOTHERMAL HVAC OPTION VS. BASE SYSTEM $ 21,041






NOTES:

GENERAL NOTES

1)

2)

3)

SPECIFIC EXCLUSIONS

1)2)

3)

4)

5)

6)

7)

SPECIFIC INCLUSIONS

1)

2)

3)

4)

5)

6)

BASE MONTH Mar-14CONSTRUCTION START MONTH Jul-15CONSTRUCTION DURATION (MONTHS) 18MID POINT OF CONSTRUCTION Mar-16

% ANNUAL ESCALATION 3.75%

ALLOWANCE FOR ESCALATION (TO MIDPOINT OF CONSTRUCTION)

7.75%

2nd FLOOR PATIO AT ADMIN. BUILDING

SITE BUS STOP

PAVING TO CNG YARD AND FUTURE CNG YARD INCLUDES SIMILAR PAVING CONSISTENCY THAN SUROUNDING YARD PAVING

MEZZANINE TO MAINTENACE BUILDING

CANOPY OVER CNG EQUIPMENT

ESCALATION INCLUDED IN THE ABOVE, IS BASED ON THE FOLLOWING:

F, F & E ARE EXCLUDED EXCEPT FOR MAINTENANCE EQUIPMENT & CNG INSTALLATION PER SUMMARY ABOVETHE FOLLOWING COSTS ARE EXCLUDED: PROJECT SOFT COSTS BEYOND ESTIMATED CONSTRUCTION COST, LAND COSTS, CONSTRUCTION CONTINGENCY, OCCUPANT RELOCATION COSTS & TEMPORARY SWING SPACE PREPARATION

PRICES BASED ON MIN. 4-5 COMPETITIVE RESPONSIVE BIDS RECEIVED FROM GENERAL CONTRACTORS

ESTIMATE IS DERIVED FROM CONCEPTUAL DRAWINGS PREPARED BY MAINTENANCE DESIGN GROUP DATED 3/7/2014 RECEIVED 3/10/2014 PLUS MEP NARRATIVES DATED 3/19/2014 & RECEIVED 3/19/2014.

SITE PV CANOPY & PANELS

SITE OR BUILDING PAD OVER EXCAVATION IS INCLUDED.

A DEMAND RESPONSE SYSTEM FOR LIGHTING AND HVAC SYSTEMS TO BE COORDINATED WITH SOCALED MAY COST AN ORDER OF MAGNITUDE OF $30,000. HOWEVER THIS COST MAY BE OFFSET BY SOCALED IMMEDIATELY OR OVER THE FIRST FEW YEARS THE BUILDING IS OPERATIONAL. DESIGN/ESTIMATE CONTINGENCY & INFLATIONARY ESCALATION PER ITTEM 7) BELOW

COSTS IN THIS ESTIMATE INCLUDE LABOR BASED ON PREVAILING WAGE RATES + MATERIAL & EQUIPMENT COSTS

DESIGN CONTINGENCY - AS DIRECTED BY MDG, THIS ALLOWANCE IS CARRIED ELSEWHERE IN THE PROJECT BUDGET






DEFINITIONS

OPINION OF COST

BID

MARKET CONDITIONS

Number of bids Percentage Differential1............ + 25 to 50%2-3.......... + 10 to 25%4-5.......... + 0 to 10%6-7.......... + 0 to - 5%8 or more.... + 0 to -10%Accordingly, it is extremely important to ensure that a minimum of 4-5 valid bids are received

An Opinion of Cost is prepared from a survey of the quantities of work-items prepared from written or drawn information provided at the Conceptual stage of the design.

Historical costs, information provided by contractors and suppliers, plus judgmental evaluation by the Estimator are used as appropriate as the basis for pricing.

In the current market conditions for construction, our experience shows the following results on competitive bids, as a differential from JYI final estimates:

Allowances as appropriate will be included for items of work which are not indicated on the design documents, provided that the Estimator is made aware of them, or which, in the judgement of the Estimator, are required for completion of the work.

JYI cannot, however, be responsible for items or work of an unusual nature of which we have not been informed.

An offer to enter a contract to perform work for a fixed sum, to be completed within a limited period of time.




NET SITE AREA: 600,810

ITEM DESCRIPTION EST UNIT TOTALNO. QTY COST COST


1.0 GENERAL REQUIREMENTS2.0 EXISTING CONDITIONS 0.08 50,000

31.0 EARTHWORK 0.70 420,24032.0 EXTERIOR IMPROVEMENTS 10.33 6,205,54333.0 UTILITIES 4.42 2,653,975

SUBTOTAL 15.53 $9,329,758

50.0 PRORATES:

50.1 GENERAL CONDITIONS 7.00% 1.09 653,08350.2 CONTINGENCY EXCLUSIONS #7

50.3 ESCALATION (TO MIDPOINT) 7.75% 1.29 773,89150.4 PROJECT PHASING PREMIUM50.5 MARKET FACTOR

SUBTOTAL 17.90 $10,756,732

50.6 BONDS & INSURANCE 2.00% 0.36 215,13550.7 CONTRACTOR'S FEE 6.50% 1.19 713,171

TOTAL OF OPINION OF CONSTRUCTION COST 19.45 $11,685,038

SEPARATE PRICING FOR PV PANELS AND CANOPY $453,267

DESCRIPTION: CONCEPTUAL OPINION OF PROBABLE COST -SITEWORK

SEPARATE PRICE - SEE END OF THIS ESTIMATE SECTION FOR DETAIL - THIS COST IS NOT INCLUDED IN THE BASE ESTIMATE

Page 5 SITEWORK






1.0 GENERAL REQUIREMENTS $

SEE SUMMARY FOR GENERAL CONDITIONS

SUBTOTAL

2.0 EXISTING CONDITIONS $

SITE DEMOLITIONDEMOLITION COST RECOMMENDED BY C.E. TO REPLACE COST IN ORIGINAL JYI ESTIMATE AS FOLLOWS:

1 LS 50,000.00 50,000

DEMO (E) GROSS SITE STRUCTURES, PAVING, CURBS, WALLS, P.A.'s, ETC.

662,340 SF 0.35 REDUCED AMOUNT AS

DEMO (E) U/G SITE UTILITIES 662,340 SF 0.10 DITTOMISC. SITE DEMO 662,340 SF DITTO

SUBTOTAL 50,000

31.0 EARTHWORK $

SITE PREPARATIONSITE CLEARING, GROSS SITE 662,340 SF 0.05 33,117

EARTHWORKROUGH GRADING, ASSUME BALANCED CUT & FILL 662,340 SF 0.12 79,481 OVER EXCAVATION, SITE PAVING, ASSUME 2'D 33,394 CY 10.50 N.I.C.BUILDING PADS OVER EXCAVATION, ASSUME 8'D 22,991 CY 10.50 241,408 EROSION CONTROL/SWPPP 662,340 SF 0.10 66,234

SUBTOTAL 420,240

32.0 EXTERIOR IMPROVEMENTS $

OFF-SITE WORKCONCRETE PAVING, ASSUME 7" C.I.P. W/ #4 @12" O.C.E.W. + 8" BASE - ENTRY DRIVEWAYS

2,290 SF 10.51 24,079

CONCRETE PAVING - SIDEWALK 9,462 SF 7.39 69,966PAVING RESTORATION BEYOND PROPERTY WALL 5,280 SF 7.39 39,019CONCRETE CURB 108 LF 25.00 2,700CONCRETE CURB & GUTTER 1,174 LF 35.00 41,090CONCRETE CROSS GUTTER 210 LF 30.00 6,300JOIN (N) SIDEWALK TO EXISTING 8 LF 60.00 450JOIN (N) CURB & GUTTER TO EXISTING 2 LOC 150.00 300PLANTING + IRRIGATION 130 SF 9.50 1,235

CONCRETE PAVING & CURBSREINFORCED CONCRETE PAVING - ASSUME 7" C.I.P. W/ #4 @12" O.C.E.W. + 8" BASE - BUS PARKING

278,618 SF 10.51 2,928,275

Page 6 SITEWORK






REINFORCED CONCRETE PAVING - ASSUME 7" C.I.P. W/ #4 @12" O.C.E.W. + 8" BASE - EMERGENCY EXIT RD.

6,000 SF 10.51 63,060

REINFORCED CONCRETE PAVING - ASSUME 7" C.I.P. W/ #4 @12" O.C.E.W. + 8" BASE - ACCESS ROAD

20,938 SF 10.51 220,058

COLORED CONCRETE PAVING - PATIO 324 SF 9.78 3,169COLORED CONCRETE PAVING - COURTYARD 13,400 SF 9.78 131,052NAT. GREY CONCRETE PAVING - WALKWAY 8,690 SF 7.39 64,219NAT. GREY CONCRETE PAVING - TRASH 842 SF 7.39 6,222NAT. GREY CONCRETE PAVING - CNG YARD 5,910 SF 7.39 43,675NAT. GREY CONCRETE PAVING - UTILITY 3,640 SF 7.39 26,900CONCRETE CURB 8,724 LF 25.00 218,100MISC. EQUIPMENT PADS 1 LS 18,520.00 18,520

ASPHALT PAVINGASPHALT PAVING - VISITOR/EMPLOYEE PARKING (ASSUME 3"/8")

76,130 SF 3.38 257,319

AC PAVING - ASSUME 4" AC + 8" BASE - EMERGENCY EXIT DRIVE

6,000 SF 3.86 23,160

LANDSCAPINGPLANTING + IRRIGATION - SERVICE & NON-REVENUE PARKING

17,536 SF 7.70 135,027

PLANTING + IRRIGATION 149,860 SF 7.70 1,153,922EXTRA FOR DETENTION BASIN 2 EA 30,930.00 61,860

WALLS, FENCES & GATES8'H CMU WALL + FOOTING - PERIMETER (EXCLUDES SITE WALLS AROUND NISSAN DEALERSHIP) - QTY PER MDG

1,775 LF 255.64 453,761

8'H CMU WALL + FOOTING - ON SITE 90 LF 255.64 23,0088'H UTILITY WALL + FOOTING 173 LF 255.64 44,2268'H TRASH/RECYCLING WALL + FOOTING 64 LF 255.64 16,361PATIO WALL + FOOTING 36 LF 255.64 9,2038'H METAL FENCE 46 LF 46.00 2,1164'H METAL FENCE - EMPLOYEE PARKING PERIMETER 781 LF 25.00 19,525MAN GATE, 4'W X 8'H (QTY PER ARCH.) 5 EA 1,250.00 6,250VEHICULAR GATE, 18'W X 8'H 1 EA 3,600.00 3,600VEHICULAR GATE, (2) - 12'W X 8'H 1 PR 4,800.00 4,800SLIDING VEHICULAR GATE, 30'W X 8'H, MOTORIZED 2 EA 8,220.00 16,440FLAGGER, 12'L + POST 4 EA 650.00 2,600

SITE MISCELLANEOUSBIKE RACKS 10 EA 125.00 1,250PARKING STALL STRIPING, ADA 7 EA 230.00 1,610PARKING STALL STRIPING, REG. 253 EA 50.00 12,650PARKING STALL STRIPING, BUS STALL 125 EA 65.00 8,125POLE-MOUNTED SIGNAGE 12 EA 650.00 7,800

Page 7 SITEWORK






MONUMENT SIGNAGE 1 EA 2,500.00 2,500MISC. SITE SIGNAGE 600,810 SF 0.05 30,041

SUBTOTAL 6,205,543

33.0 UTILITIES $

PHOTO-VOLTAIC PANELSPV CANOPY PANELS (5 LOCATIONS) 31,470 SF 6.50 204,555STEEL FRAMES/POSTS 31,470 SF 5.00 157,350

SITE UTILITIESSTORM DRAIN, ON-GRADE AREAS - $-AMOUNT PER HZ

600,810 SF 0.67 400,000

SANITARY/INDUSTRIAL WASTE SYSTEM, ON-GRADE AREAS - $-AMOUNT PER HZ

600,810 SF 0.06 35,000

WATER/FIRE WATER SYSTEM, ON-GRADE AREAS - $-AMOUNT PER HZ

600,810 SF 0.29 175,000

GAS SYSTEM, ON-GRADE AREAS 600,810 SF 0.15 91,924PRIMARY/SECONDARY POWER SERVICE 600,810 SF 0.99 597,506EMERGENCY POWER SYSTEM - RELOCATE & COMMISSION (E) 380 KW GENERATOR TO NEW SITE.

1 LS 17,500.00 17,500

INCOMING CATV/COMMUNICATION/SECURITY 600,810 SF 0.61 367,696SITE LIGHTING 600,810 SF 0.92 551,544MISCELLANEOUS SITE UTILITIES 1 LS 55,900.00 55,900

SUBTOTAL 2,653,975

SEPARATE PRICING FOR PV PANELS AND CANOPYPHOTO-VOLTAIC PANELS

PV CANOPY PANELS (5 LOCATIONS) 31,470 SF 6.50 204,555STEEL FRAMES/POSTS 31,470 SF 5.00 157,350

SUB TOTAL 361,905

TOTAL INCLUDING PRORATES PER BASE ESTIMATE 125.2% 453,267

Page 8 SITEWORK



GFA: 26,042



1.0 GENERAL REQUIREMENTS2.0 EXISTING CONDITIONS3.0 CONCRETE 13.54 352,6284.0 MASONRY5.0 METALS 42.44 1,105,1946.0 WOOD, PLASTICS & COMPOSITES 3.16 82,2337.0 THERMAL & MOISTURE PROTECTION 8.45 219,9978.0 OPENINGS 13.44 349,9719.0 FINISHES 50.09 1,304,326

10.0 SPECIALTIES 5.05 131,61411.0 EQUIPMENT 6.59 171,59212.0 FURNISHINGS 0.45 11,81613.0 SPECIAL CONSTRUCTION14.0 CONVEYING 2.97 77,39021.0 FIRE SUPPRESSION 4.66 121,35622.0 PLUMBING 15.36 400,01823.0 HVAC 33.23 865,37626.0 ELECTRICAL 36.40 947,98127.0 COMMUNICATIONS 4.41 114,87128.0 ELECTRONIC SAFETY & SECURITY 8.55 222,581

SUBTOTAL $248.79 6,478,944

50.0 PRORATES:


50.3 ESCALATION 7.75% 20.64 537,42050.4 PROJECT PHASING PREMIUM50.5 MARKET FACTOR

SUBTOTAL $286.85 $7,469,890

50.6 BONDS 2.00% 5.74 149,39850.7 CONTRACTOR'S FEE 6.50% 19.02 495,254

TOTAL OF OPINION OF CONSTRUCTION COST $311.61 $8,114,542

GEOTHERMAL HVAC OPTION VS. BASE SYSTEM $303,005

VARIABLE REFRIGERANT FLOW HVAC OPTION VS. BASE SYSTEM $151,665


SUBJECT: CONCEPTUAL OPINION OF PROBABLE COST - ADMINISTRATION & OPERATIONS BUILDING

Page 9 ADMIN & OPERATIONS BUILDING



GFA: 26,042





SUBTOTAL


SEE SEPARATE SITEWORK ESTIMATE

SUBTOTAL

3.0 CONCRETE $

BUILDING FOUNDATIONBUILDING FOUNDATION, COMPLETE 14,784 SF 8.56 126,551EXTRA FOR ELEVATOR PIT, COMPLETE INCLUDING WATERPROOFING

1 EA 13,330.00 13,330

SLAB ON-GRADE/CURBSLAB ON-GRADE + BASE/V.B. 14,784 SF 8.26 122,116CONCRETE CURB, 6"W 288 LF 18.52 5,334CONCRETE CURB, 12"W 33 LF 27.78 917CONCRETE CURB, 18"W 190 LF 33.33 6,333

MISC. CONCRETECONCRETE TOPPING - 2ND FLOOR 11,258 SF 6.11 68,786CONCRETE TOPPING - METAL PAN STAIR 332 SF 7.50 2,490MISC. CONCRETE ALLOWANCE 26,042 GSF 0.26 6,771

SUBTOTAL 352,628

4.0 MASONRY $

NOT APPLICABLE

SUBTOTAL

5.0 METALS $

STEEL STRUCTURE2ND FLOOR STEEL BEAMS, GIRDERS, EXT./INT. COLUMNS, BRACES, & DETAILS

93 TONS 4,000.00 371,514

ROOF STEEL BEAMS, GIRDERS, EXT./INT. COLUMNS, BRACES, & DETAILS

123 TONS 4,000.00 492,536

GIRTS FOR SIDING SUPPORT 12 TONS 4,000.00 49,858

METAL DECK - 2ND FLOOR 11,258 SF 4.92 55,389METAL DECK - ROOF 15,440 SF 4.47 69,017




GFA: 26,042



METAL PAN STAIRSWITCHBACK, 4.5'W X 24 TREADS/RISERS + 48 SF MIDLANDING + 26 SF UPPER LANDING + HAND RAILINGS - EXTERIOR STAIR

1 FLT 25,590.00 25,590

SWITCHBACK, 4.5'W X 24 TREADS/RISERS + 42 SF MIDLANDING + HAND RAILINGS - INT. STAIR

1 FLT 22,950.00 22,950

MISCELLANEOUS METALSROOF HATCH + LADDER - ALLOWANCE 3 EA 2,925.00 8,775METAL LADDER - ELEVATOR PIT 1 EA 450.00 450MISC. METALS ALLOWANCE 26,042 GSF 0.35 9,115

SUBTOTAL 1,105,194

6.0 WOOD, PLASTICS & COMPOSITES $

FINISH CARPENTRY - All countertop are solid surfaceRECEPTION COUNTER - ALLOWANCE 16 LF 425.00 6,800BASE CABINET + COUNTERTOP & SPLASHGUARD 43 LF 395.00 16,985UPPER CABINET 21 LF 275.00 5,77524"W TRAINING ROOM COUNTER 19 LF 150.00 2,85024"W DISPATCH/DRIVER COUNTER 36 LF 150.00 5,40024"W LOUNGE COUNTER 37 LF 150.00 5,55024"W APPLICATION COUNTER 8 LF 150.00 1,20024"W COPY COUNTER 16 LF 150.00 2,40036"W COPY COUNTER 16 LF 225.00 3,600MAILBOX 17 LF 210.00 3,570LAVATORY COUNTER w/ INTEGRAL SINK 51 LF 257.94 13,155JANITORIAL CABINETRY 15 LF 250.00 3,750MISC. FINISH CARPENTRY ALLOWANCE 26,042 GSF 0.13 3,385

ROUGH CARPENTRYROUGH CARPENTRY ALLOWANCE 26,042 GSF 0.30 7,813

SUBTOTAL 82,233

7.0 THERMAL & MOISTURE PROTECTION $

ROOFINGMEMBRANE ROOFING + RIGID INSULATION 15,440 SF 9.10 140,504ROOF COVERBOARD 15,440 SF 1.25 19,300MEMBRANE TO ROOFSIDE PARAPET 1,546 SF 5.00 7,730PARAPET COPING 773 LF 8.59 6,640CANT STRIP 1,020 LF 5.50 5,610

SKYLIGHTROOF SKYLIGHT, SOLARMASTER, 21" - ALLOWANCE 20 EA 1,070.00 21,400




GFA: 26,042



WATERPROOFINGWATERPROOFING - 2ND LVL TOILETS/JAN. 668 SF 7.50 5,010

MISCELLANEOUSMISC. SHEET METAL ALLOWANCE 26,042 GSF 0.28 7,292CAULKING & SEALANT ALLOWANCE 26,042 GSF 0.25 6,511

SUBTOTAL 219,997

8.0 OPENINGS $

EXTERIOR DOOR + HARDWARESAL-GLASS DOOR/AL FRAME, SINGLE 7 EA 3,240.00 22,680AL-GLASS DOOR/AL FRAME, DOUBLE 2 PR 5,670.00 11,340HM DOOR/HM FRAME, SINGLE 5 EA 2,075.00 10,375PAINT EXT. DOOR/FRAME, PER LEAF 5 EA 206.25 1,031

INTERIOR DOOR + HARDWARESWD DOOR/HM FRAME, SINGLE 67 EA 1,775.00 118,925WD DOOR/HM FRAME, DOUBLE 1 PR 3,106.25 3,106SLIDING POCKET DOOR, SINGLE 2 EA 1,995.00 3,990PAINT INT. DOOR/FRAME, PER LEAF 71 EA 206.25 14,644

EXTERIOR GLAZING/FRAMESSTOREFRONTS, INSULATED 240 SF 72.00 17,280EXTERIOR WINDOWS 1,750 SF 80.00 140,000

INTERIOR GLAZING/FRAMESINTERIOR WINDOWS 120 SF 55.00 6,600

SUBTOTAL 349,971

9.0 FINISHES $

EXTERIOR WALLSMETAL STUD WALL + METAL PANEL/BACK-UP FRAMES + GWB SHEATHING/V.B. + RIGID INSULATION ON Z-CLIPS

16,258 SF 21.12 343,369

GWB - INTERIOR OF EXTERIOR 15,302 SF 2.45 37,490PAINT TO GWB WALLS 15,302 SF 1.00 15,302BATT INSULATION 15,302 SF 1.00 15,302ALLOWANCE, EXTERIOR WALL LOUVER 200 SF 75.00 15,000

INTERIOR WALLSMETAL STUD 32,437 SF 6.29 204,026DOUBLE METAL STUD 949 SF 11.01 10,443BATT INSULATION 34,334 SF 1.00 34,334GYPSUM BOARD 61,510 SF 2.45 150,700CERAMIC WALL TILES + CEMENT BOARD 5,260 SF 19.06 100,256PAINT TO GWB WALLS 61,510 SF 1.00 61,510




GFA: 26,042



FLOORING + BASESCERAMIC FLOOR TILE & BASE 2,270 SF 18.40 41,768WOOD FLOOR - BOARD ROOM STAGE 278 SF 14.00 3,892CARPET TILE FLOOR 12,878 SF 5.75 74,049VCT FLOOR + BASE 8,290 SF 5.18 42,942STATIC/DISSIPATIVE FLOOR TILE 146 SF 7.48 1,092ATHLETIC RUBBER FLOOR TILE 662 SF 9.78 6,474SEALED CONCRETE FLOOR 1,518 SF 0.75 1,139

CEILINGGYPSUM BOARD + FRAMES 3,634 SF 9.68 35,177ACT T-BAR CEILING SYSTEM 21,118 SF 4.26 89,963PAINT TO EXPOSED STRUCTURES 1,290 SF 1.25 1,613PAINT TO GWB CEILING 3,634 SF 1.00 3,634

SOFFITMETAL PANEL SOFFIT + FRAMES 662 SF 18.50 12,247

MISC. PAINTINGMISC. PAINTING ALLOWANCE 26,042 GSF 0.10 2,604

SUBTOTAL 1,304,326

10.0 SPECIALTIES $

RESTROOM/JANITOR SPECIALTIESTOILET PARTITION, ADA 6 EA 1,200.00 7,200TOILET PARTITION, REG. 10 EA 1,050.00 10,500SHOWER PARTITION, ADA 4 EA 1,868.50 7,474SHOWER DOOR 2 EA 500.00 1,000TOILET ACCESSORIES, PER FIXTURE 40 EA 300.00 12,000COUNTER SINK ACCESSORIES, PER FIXTURE 4 EA 300.00 1,200SHOWER ACCESSORIES 6 EA 450.00 2,700JANITOR ACCESSORIES, PER ROOM 2 EA 400.00 800HAND DRYER 4 EA 675.00 2,700

MOVABLE PARTITIONMOVABLE PARTITION, +/-10'H + CEILING TRACK (QTY PER ARCH)

63 LF 680.00 42,840

FIRE PROTECTION SPECIALTIESFIRE EXTINGUISHER + CABINET - ALLOWANCE 8 EA 525.00 4,200

MISC. SPECIALTIESMARKER BOARDS/VISUAL AIDS 192 SF 18.00 3,456MESSAGE/INFORMATION BOARD 2 EA 1,800.00 3,600FULL HT. MIRROR - ALLOWANCE @ WELLNESS ROOM

40 LF 200.00 8,000

FLOOR MATS - ALLOWANCE 105 SF 45.00 4,725SIGNAGE 26,042 GSF 0.35 9,115




GFA: 26,042



MISC. WALL COVERINGS 1 LS 7,500.00 7,500MISC. SPECIALTIES 26,042 GSF 0.10 2,604

SUBTOTAL 131,614

11.0 EQUIPMENT $

MAINTENANCE EQUIPMENTSEE GRAND TOTAL SUMMARY FOR EQUIPMENT ALLOWANCE

KITCHENETTE/BREAK ROOM EQUIPMENTKITCHENETTE EQUIPMENT - ASSUME LARGE S/STEEL COMMERCIAL GRADE REFRIGERATORS

652 SF 60.00 39,120

EMPLOYEE STORAGE EQUIPMENTMETAL LOCKER, 12"W X 18"D - ASSUME 2-TIER 172 EA 550.00 94,600LOCKER BENCH - ALLOWANCE 64 LF 88.00 5,632EXTRA FOR ADA BENCH 2 EA 120.00 240

AUDIO-VISUAL EQUIPMENT - ALLOWANCESOVERHEAD PROJECTOR N.I.C.PROJECTION SCREEN 5 EA 2,200.00 11,000

EXERCISE EQUIPMENTFITNESS EQUIPMENT N.I.C.

OTHER EQUIPMENTSTORAGE SHELVINGS 140 LF 150.00 21,000

SUBTOTAL 171,592

12.0 FURNISHINGS $

WINDOW SHADESALLOWANCE FOR WINDOW SHADES, MANUAL 2,110 SF 5.60 11,816

FF & EN.I.C.

SUBTOTAL 11,816

13.0 SPECIAL CONSTRUCTION $

ACCESS FLOORING, ASSUME 18"D 11,258 SF 10.24 N/A PER ARCH.

SUBTOTAL

ACCESS FLOORING ALLOWANCE




GFA: 26,042



14.0 CONVEYING $

PASSENGER ELEVATORPASSENGER ELEVATOR, 2-STOP - ASSUME HYDRAULIC

1 EA 77,390.00 77,390

SUBTOTAL 77,390

21.0 FIRE SUPPRESSION $

FIRE PROTECTIONFIRE SPRINKLER SYSTEM 26,042 GSF 4.66 121,356

SUBTOTAL 121,356

22.0 PLUMBING $

PLUMBING SYSTEMEQUIPMENT + ROUGH-INS 1 LS 8,580.00 8,580FIXTURES + ROUGH INS (High-Efficiency Low Flow (20% reduction, waterless urinals)

52 EA 5,885.00 306,020

GAS SYSTEM 26,042 GSF 1.10 28,646STORM DRAINS 26,042 GSF 1.20 31,250CONDENSATE DRAINS 26,042 GSF 0.25 6,511MISC. PLUMBING SYSTEM 26,042 GSF 0.73 19,011

SUBTOTAL 400,018

23.0 HVAC $

HVAC SYSTEMPACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT

26,042 GSF 10.73 279,431

HEAT PUMP FANCOIL UNITS W/ HOT WATER REHEAT FROM HIGH EFFICIENCY BOILER

26,042 GSF 7.50 195,315

EXHAUST SYSTEMS 26,042 GSF 5.00 130,210DUCTWORK & ACCESSIORIES 26,042 GSF 10.00 260,420

SUBTOTAL OF HVAC 865,376

26.0 ELECTRICAL $

ELECTRICALPOWER & DISTRIBUTION 26,042 GSF 18.00 468,756 LIGHTING SYSTEM 26,042 GSF 12.50 325,525 - FIXTURES UTILIZE LED LIGHT SOURCE

- DAYLIGHT HARVESTING




GFA: 26,042



- OCCUPANCY & VACANCY SENSORS INCORPORATED INTO LOW LIGHTING CONTROL SYSTEM - INTERIOR & EXTERIOR LIGHTING

DEMAND RESPOND SYSTEM (for lighting & HVAC systems) - ALLOWANCE RECOMMENDED BY EE

1 LS 30,000.00 30,000

MISC. ELECTRICAL SYSTEM 26,042 GSF 4.75 123,700

SUBTOTAL 947,981

27.0 COMMUNICATIONS $

COMMUNICATIONSDATA & TELEPHONE 26,042 GSF 4.01 104,428 MISC. COMMUNICATIONS SYSTEM 26,042 GSF 0.40 10,443

SUBTOTAL 114,871

28.0 ELECTRONIC SAFETY & SECURITY $

FIRE ALARM 26,042 GSF 5.27 137,241 SECURITY 26,042 GSF 2.50 65,105 MISC. ELECTRONIC SAFETY & SECURITY SYSTEM 26,042 GSF 0.78 20,235

SUBTOTAL 222,581




GFA: 26,042



HVAC ALTERNATE

GEOTHERMAL HVAC OPTION VS. BASE SYSTEMPACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT

(26,042) GSF 10.73 (279,431)


(26,042) GSF 7.50 (195,315)

EXHAUST SYSTEMS (26,042) GSF 5.00 (130,210)

GEOTHERMAL VERTICAL BOREHOLE CLOSED LOOP HEAT PUMP SYSTEMS TO SERVE PACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT - approx. 40% higher cost than base system per ME

26,042 GSF 32.52 846,886

SUB TOTAL 241,930


VARIABLE REFRIGERANT FLOW HVAC OPTION VS. BASE SYSTEMPACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT

(26,042) GSF 10.73 (279,431)


(26,042) GSF 7.50 (195,315)

EXHAUST SYSTEMS (26,042) GSF 5.00 (130,210)

HEAT RECOVERY VARIABLE REFRIGERANT FLOW (VRF) SYSTEMS TO SERVE PACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT - approx. 20% higher cost han base system per ME

26,042 GSF 27.88 726,051

SUB TOTAL 121,095





BUILDING GFA:

45,060



1.0 GENERAL REQUIREMENTS2.0 EXISTING CONDITIONS3.0 CONCRETE 29.00 1,306,8794.0 MASONRY 13.12 590,9995.0 METALS 42.53 1,916,2946.0 WOOD, PLASTICS & COMPOSITES 1.36 61,4717.0 THERMAL & MOISTURE PROTECTION 10.41 469,2008.0 OPENINGS 8.26 372,0939.0 FINISHES 17.00 766,151

10.0 SPECIALTIES 0.88 39,48111.0 EQUIPMENT 0.41 18,45112.0 FURNISHINGS 0.01 33613.0 SPECIAL CONSTRUCTION14.0 CONVEYING21.0 FIRE SUPPRESSION 4.27 192,40622.0 PLUMBING 10.95 493,33723.0 HVAC 25.29 1,139,52326.0 ELECTRICAL 30.48 1,373,42927.0 COMMUNICATIONS 5.78 260,44728.0 ELECTRONIC SAFETY & SECURITY 11.30 509,178

SUBTOTAL $211.04 $8,740,050

50.0 PRORATES:

50.1 GENERAL CONDITIONS 7.00% 13.58 611,80450.2 CONTINGENCY EXCLUSIONS #750.3 ESCALATION 7.75% 16.09 724,97650.4 PROJECT PHASING PREMIUM

50.5 MARKET FACTOR

SUBTOTAL $240.71 $10,076,830

50.6 BONDS 2.00% 4.47 201,53750.7 CONTRACTOR'S FEE 6.50% 14.83 668,094

TOTAL OF OPINION OF CONSTRUCTION COST $260.01 $10,946,461

GEOTHERMAL HVAC OPTION 570,617

VARIABLE REFRIGERANT FLOW HVAC OPTION 285,618

SUBJECT: CONCEPTUAL OPINION OF PROBABLE COST - MAINTENANCE BUILDING


Page 18 MAINTENANCE BUILDING



BUILDING GFA:

45,060





SUBTOTAL



SUBTOTAL

3.0 CONCRETE $

BUILDING FOUNDATIONBUILDING FOUNDATION, COMPLETE 37,810 SF 12.96 490,018

SLAB ON-GRADE/CURBSLAB ON-GRADE + BASE/V.B. 37,130 SF 9.43 350,136EXTRA FOR DEPRESSED SLAB @ PARTS LIFT PIT, ASSUME 6"D

128 SF 3.50 448

CONCRETE CURB, 6"W 116 LF 18.52 2,148LOCKER CURB, 18"W 33 LF 33.33 1,100

REPAIR BAYSSLAB ON-GRADE + BASE - BAY PITS (2 EA TOTAL) 680 SF 10.37 7,052CONCRETE STEPS TO PITS (ONE EACH END) 4 EA 1,620.00 6,480RETAINING WALL, ASSUME 5'H 6,402 SF 45.00 288,090WATERPROOFING 7,082 SF 7.00 49,574

CHASSIS WASH PITSTRENCH PIT + GALV. GRATE, 9'W 35 LF 991.80 34,713HOLDING PIT + GALV. GRATE, 15' X 9' 1 EA 20,205.00 20,205

MISC. CONCRETECONCRETE TOPPING - MEZZ. FLOOR 7,250 SF 6.11 44,298MISC. CONCRETE/PADS ALLOWANCE 45,060 GSF 0.28 12,617

SUBTOTAL 1,306,879

4.0 MASONRY $

CMU WALLSEXTERIOR CMU WALL, 8" + STEM - 8.5'H, SPLIT-FACED 8,060 SF 27.50 221,650

INT. CMU WALL, 8" + STEM 11,094 SF 26.00 288,452INT. CMU WALL, 10" + STEM 754 SF 28.50 21,489INT. CMU WALL, 10" + STEM - CHASSIS WASH 2,085 SF 28.50 59,408

SUBTOTAL 590,999




BUILDING GFA:

45,060



5.0 METALS $

STEEL STRUCTUREMEZZANINE FLOOR STEEL BEAMS, GIRDERS, COLUMNS, BRACES, & DETAILS

62 TONS 4,000.00 247,225

ROOF STEEL BEAMS, GIRDERS/TRUSSES, COLUMNS, BRACES, & DETAILS

302 TONS 4,000.00 1,206,139

GIRTS FOR SIDING SUPPORT 19 TONS 4,000.00 76,115

METAL DECK - MEZZANINE 7,250 SF 4.92 35,670METAL DECK - ROOF 37,810 SF 4.47 169,011

METAL PAN STAIRSSWITCHBACK, 4.67'W X 24 TREADS/RISERS + 52 SF MIDLANDING + HANDRAILINGS

2 EA 22,927.20 45,854

METAL FABRICATIONSALLOWANCE, EXT. WALL LOUVER 160 SF 75.00 12,000MEZZANINE GUARDRAILS 350 LF 150.00 52,500PIPE BOLLARDS 83 EA 550.00 45,650RAILINGS TO PIT STAIRS 4 EA 900.00 3,600MISC. METALS ALLOWANCE 45,060 GSF 0.50 22,530

SUBTOTAL 1,916,294


CABINETRY/SHELVING - All countertop are solid surfaceADMIN COUNTER 12 LF 225.00 2,700SUPV. COUNTER 12 LF 225.00 2,700PASS-THRU COUNTER, S/S C/TOP 10 LF 250.00 2,500LAVATORY COUNTER w/ INTEGRAL SINK 16 LF 267.50 4,280BREAK ROOM BASE & UPPER CABINETRY - ALLOWANCE

12 LF 337.50 4,050

ALLOWANCE FOR MISC. CABINETRY & SHELVINGS 120 LF 283.13 33,976ROUGH CARPENTRY

ROUGH CARPENTRY ALLOWANCE 45,060 GSF 0.25 11,265

SUBTOTAL 61,471


ROOFINGMEMBRANE ROOFING + RIGID INSULATION 37,810 SF 9.10 344,071ROOF COVERBOARD 37,810 SF 1.25 47,263MEMBRANE TO ROOFSIDE PARAPET 2,536 SF 5.00 12,680PARAPET COPING 1,268 LF 8.59 10,892CANT STRIP 1,384 LF 5.50 7,612




BUILDING GFA:

45,060



SKYLIGHTROOF SKYLIGHT, SKYVAULT SOLAR TUBE, 29" - ALLOWANCE

20 EA 1,140.00 22,800


SUBTOTAL 469,200

8.0 OPENINGS $

EXTERIOR DOOR + HARDWARESAL-GLASS DOOR/AL FRAME, SINGLE 1 EA 3,240.00 3,240AL-GLASS DOOR/AL FRAME, DUAL LEAF 1 PR 5,670.00 5,670HM DOOR/HM FRAME, SINGLE 15 EA 2,075.00 31,125HM DOOR/HM FRAME, DUAL LEAF 4 PR 3,631.25 14,525METAL ROLL-UP DOOR, 8'W X 10'H 3 EA 3,200.00 9,600METAL ROLL-UP DOOR, 10'W X 10'H 1 EA 4,000.00 4,000METAL ROLL-UP DOOR, 14'W X 14'H 26 EA 4,900.00 127,400PAINT EXT. DOOR/FRAME, PER LEAF 23 EA 206.25 4,744

INTERIOR DOOR + HARDWARESHM DOOR/HM FRAME, SINGLE 25 EA 2,075.00 51,875HM DOOR/HM FRAME, DUAL LEAF 3 PR 5,670.00 17,010PAINT INT. DOOR/FRAME, PER LEAF 31 EA 206.25 6,394METAL ROLL-UP COUNTER DOOR, 10'W X 6'H 1 EA 2,400.00 2,400METAL ROLL-UP DOOR, 10'W X 10'H 1 EA 3,809.52 3,810

EXTERIOR WINDOWSCLERESTORY WINDOWS, POLYCARB TYPE 1,200 SF 72.50 87,000

INTERIOR GLAZINGALLOWANCE, INTERIOR WINDOW 60 SF 55.00 3,300

SUBTOTAL 372,093

9.0 FINISHES $

EXTERIOR WALLMETAL SIDING PANELS, NON-INSULATED + STUD FRAMES

24,820 SF 14.67 364,109

METAL STUD FURRING TO CMU WALL - INT. OF EXT. @ ADMIN AREAS

1,360 SF 4.75 6,460

GWB + PAINT - @ FURRING STUDS 1,360 SF 3.45 4,692GWB + PAINT - INT. OF EXT., PORTION ONLY @ ADMIN AREAS

800 SF 3.45 2,760

VINYL-LINED BATT INSULATION 24,820 SF 1.25 31,025BATT INSULATION @ FURRING STUDS 1,360 SF 1.00 1,360




BUILDING GFA:

45,060



EPOXY PAINT TO CMU WALL - INT. OF EXT. @ CHASSIS WASH

731 SF 4.78 3,494

SEALER TO CMU WALL - EXTERIOR FACE 6,851 SF 0.65 4,453SEALER TO CMU WALL - INT. OF EXT. 4,760 SF 0.65 3,094

INTERIOR WALLMETAL STUDS - INTERIOR, ADMIN AREAS 6,143 SF 6.29 38,636METAL STUDS - MEZZ. AREAS 1,971 SF 6.29 12,398METAL STUD FURRING TO INT. CMU WALL - TOILETS/JANITOR

700 SF 4.75 3,325

GWB + PAINT 16,927 SF 3.45 58,398BATT INSULATION 8,814 SF 1.00 8,814CERAMIC WALL TILES 1,542 SF 15.56 23,994EPOXY PAINT, INT. CMU WALL @ CHASSIS WASH 2,043 SF 4.78 9,763SEALER TO INT. CMU WALLS 22,472 SF 0.65 14,607

FLOORCERAMIC FLOOR TILES + BASE 926 SF 18.40 17,038VCT FLOOR + BASE 4,152 SF 5.18 21,507SEALER + HARDENER TO FLOOR 39,982 SF 1.20 47,978

CEILINGGYPSUM BOARD + PAINT + FRAMES 1,708 SF 9.68 16,533ACT T-BAR CEILING SYSTEM 3,576 SF 4.26 15,234PAINT, EXPOSED CEILING 39,776 SF 1.25 49,720

MISC. PAINTINGMISC. PAINTING ALLOWANCE 45,060 GSF 0.15 6,759

SUBTOTAL 766,151

10.0 SPECIALTIES $

RESTROOM/JANITOR SPECIALTIESTOILET PARTITION, REG. 5 EA 1,050.00 5,250TOILET ACCESSORIES, PER FIXTURE 12 EA 300.00 3,600JANITOR ACCESSORIES, PER ROOM 1 EA 400.00 400HAND DRYER 2 EA 675.00 1,350


MISC. SPECIALTIESMARKER BOARDS/VISUAL AIDS 128 SF 18.00 2,304SIGNAGE 45,060 GSF 0.35 15,771MISC. SPECIALTIES 45,060 GSF 0.10 4,506

SUBTOTAL 39,481




BUILDING GFA:

45,060



11.0 EQUIPMENT $

MAINTENANCE EQUIPMENTSEE GRAND TOTAL SUMMARY FOR EQUIPMENT ALLOWANCE

BREAK ROOM EQUIPMENTKITCHENETTE EQUIPMENT - ASSUME LARGE S/STEEL COMMERCIAL GRADE REFRIGERATORS

294 SF 62.76 18,451

SUBTOTAL 18,451

12.0 FURNISHINGS $

WINDOW SHADESALLOWANCE FOR WINDOW SHADES, MANUAL 60 SF 5.60 336ALLOWANCE FOR WINDOW SHADES, AUTO 1,200 SF 7.75 N/A PER ARCH.

FF & EN.I.C.

SUBTOTAL 336


NOT APPLICABLE

SUBTOTAL

14.0 CONVEYING $

PARTS LIFTINCLUDED @ MAINTENANCE EQUIPMENT

SUBTOTAL


FIRE PROTECTIONFIRE SPRINKLER SYSTEM 45,060 GSF 4.27 192,406

SUBTOTAL 192,406

22.0 PLUMBING $

PLUMBING SYSTEMEQUIPMENT + ROUGH-INS 45,060 GSF 0.50 22,530FIXTURES + ROUGH INS (High-Efficiency Low Flow (20% reduction, waterless urinals)

14 EA 5,885.00 82,390

INDUSTRIAL WASTE SYSTEM (includes clarifier/grease interceptor, holding tank, specialties, & rough-ins)

45,060 SF 2.50 112,650

GAS SYSTEM 45,060 GSF 1.10 49,566




BUILDING GFA:

45,060



CONDENSATE DRAINS 45,060 GSF 0.25 11,265ROOF & PITS DRAIN SYSTEM 45,060 SF 1.25 56,325EQUIPMENT HOOKUPS + CA PIPING 45,060 SF 3.00 135,180MISC. PLUMBING SYSTEM 45,060 GSF 0.52 23,431

SUBTOTAL 493,337

23.0 HVAC $

HVAC SYSTEMHVAC SYSTEM 45,060 GSF 24.55 1,106,223

PACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT - Cooling to OFFICE/restroom areas only

45,060 GSF INCLUDED


45,060 GSF INCLUDED

MAKE-UP AIR UNITS W/ NATURAL GAS HEAT (NO EVAPORATIVE COOLING) IN SERVICE AREAS

22,120 SF INCLUDED

LOW TEMPERATURE INFRARED TUBE HEATERS IN OPEN STORAGE/PARTS AREAS

5,550 SF 6.00 33,300

SERVICE AREAS EXHAUST SYSTEMS 22,120 GSF INCLUDED

SUBTOTAL 1,139,523

26.0 ELECTRICAL $

ELECTRICAL SYSTEMELECTRICAL SYSTEM, INDUSTRIAL AREAS 45,060 GSF 26.50 1,194,090POWER & DISTRIBUTION 45,060 GSF INCLUDEDLIGHTING SYSTEM 45,060 GSF INCLUDED - FIXTURES UTILIZE LED LIGHT SOURCE - DAYLIGHT HARVESTING - OCCUPANCY & VACANCY SENSORS INCORPORATED INTO LOW LIGHTING CONTROL SYSTEM - INTERIOR & EXTERIOR LIGHTING


SUBTOTAL 1,373,429


COMMUNICATIONS SYSTEMDATA & TELEPHONE 45,060 GSF 3.50 157,710 OTHER SPECIAL SYSTEMS 45,060 GSF 2.00 90,120 MISC. COMMUNICATIONS SYSTEM 45,060 GSF 0.28 12,617

SUBTOTAL 260,447




BUILDING GFA:

45,060




FIRE ALARM SYSTEMFIRE ALARM 45,060 GSF 5.27 237,466

SECURITY SYSTEMSECURITY 45,060 GSF 5.00 225,300

MISCELLANEOUSMISC. ELECTRONIC SAFETY & SECURITY SYSTEM 45,060 GSF 1.03 46,412

SUBTOTAL 509,178




BUILDING GFA:

45,060



HVAC ALTERNATE

GEOTHERMAL HVAC OPTIONHVAC SYSTEM (45,060) GSF 24.55 (1,106,223)


(45,060) GSF INCLUDED




(22,120) SF INCLUDED


(5,550) SF 6.00 (33,300)

SERVICE AREAS EXHAUST SYSTEMS (22,120) GSF INCLUDEDGEOTHERMAL VERTICAL BOREHOLE CLOSED LOOP HEAT PUMP SYSTEMS TO SERVE PACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT - approx. 40% higher cost than base system per ME

45,060 GSF 35.40 1,595,124

SUBTOTAL 455,601

TOTAL INCLUDING PRORATES PER BASE CONTRACT 125.2% 570,617

VARIABLE REFRIGERANT FLOW HVAC OPTIONHVAC SYSTEM (45,060) GSF 24.55 (1,106,223)






(22,120) SF INCLUDED


(5,550) SF 6.00 (33,300)

SERVICE AREAS EXHAUST SYSTEMS (22,120) GSF INCLUDEDHEAT RECOVERY VARIABLE REFRIGERANT FLOW (VRF) SYSTEMS TO SERVE PACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT - approx. 20% higher cost han base system per ME

45,060 GSF 30.35 1,367,571

SUBTOTAL 228,048





BUILDING GFA INCL. CANOPY:

7,674

ITEM DETAIL OF ESTIMATE EST UNIT TOTALNO. QTY UNIT COST COST


1.0 GENERAL REQUIREMENTS2.0 EXISTING CONDITIONS3.0 CONCRETE 6.64 50,9494.0 MASONRY 35.65 273,5615.0 METALS 9.83 75,4206.0 WOOD, PLASTICS & COMPOSITES 1.40 10,7427.0 THERMAL & MOISTURE PROTECTION 4.97 38,1518.0 OPENINGS 5.64 43,3199.0 FINISHES 8.22 63,071

10.0 SPECIALTIES 2.24 17,15211.0 EQUIPMENT 0.32 2,45012.0 FURNISHINGS 0.06 42613.0 SPECIAL CONSTRUCTION14.0 CONVEYING21.0 FIRE SUPPRESSION 4.35 33,35722.0 PLUMBING 13.18 101,16923.0 HVAC 7.65 58,72026.0 ELECTRICAL 11.15 85,57327.0 COMMUNICATIONS 2.96 22,68928.0 ELECTRONIC SAFETY & SECURITY 4.32 33,17732.0 EXTERIOR IMPROVEMENTS 31.61 242,598

SUBTOTAL 150.19 1,152,524

50.0 PRORATES:



SUBTOTAL 173.16 $1,328,801




SUBJECT: CONCEPTUAL OPINION OF PROBABLE COST - FUEL FACILITY


Page 27 FUEL FACILITY




7,674





SUBTOTAL



SUBTOTAL

3.0 CONCRETE $


SLAB ON-GRADE/CURBSLAB ON-GRADE + BASE/V.B. 2,936 SF 8.26 24,251LOCKER CURB, 18"W 10 LF 33.33 333

MISC. CONCRETEMISC. CONCRETE/PADS ALLOWANCE 2,936 GSF 0.42 1,233

SUBTOTAL 50,949

4.0 MASONRY $

CMU WALLSCMU WALL + STEM - EXTERIOR 10" CMU, SPLIT FACE 5,146 SF 28.50 146,661CMU WALL + STEM - INTERIOR 10" CMU 4,700 SF 27.00 126,900

SUBTOTAL 273,561

5.0 METALS $

STEEL STRUCTUREROOF STEEL BEAMS/GIRDERS & DETAILS 14 TONS 4,000.00 54,903METAL DECK - ROOF 2,936 SF 4.47 13,124

MISCELLANEOUS METALSROOF HATCH + LADDER - ALLOWANCE 1 EA 2,925.00 2,925METAL LOUVER - ALLOWANCE 40 SF 75.00 3,000MISC. METALS ALLOWANCE 2,936 GSF 0.50 1,468

SUBTOTAL 75,420


FINISH CARPENTRY - All countertop are solid surfaceBREAK ROOM COUNTER - ALLOWANCE 10 LF 337.50 3,375LAVATORY COUNTER w/ INTEGRAL SINK 16 LF 267.50 4,280





7,674



JANITORIAL CABINETRY 8 LF 250.00 2,000MISC. FINISH CARPENTRY ALLOWANCE 2,936 GSF 0.07 206

ROUGH CARPENTRYROUGH CARPENTRY ALLOWANCE 2,936 GSF 0.30 881

SUBTOTAL 10,742


ROOFINGMEMBRANE ROOFING + RIGID INSULATION 2,936 SF 9.10 26,718ROOF COVERBOARD 2,936 SF 1.25 3,670MEMBRANE TO ROOFSIDE PARAPET 508 SF 5.00 2,540PARAPET COPING 254 LF 8.59 2,182CANT STRIP 270 LF 5.50 1,485

MISCELLANEOUSMISC. SHEET METAL ALLOWANCE 2,936 GSF 0.28 822CAULKING & SEALANT ALLOWANCE 2,936 GSF 0.25 734

SUBTOTAL 38,151

8.0 OPENINGS $

EXTERIOR DOOR + HARDWARESAL-GLASS DOOR/AL FRAME, SINGLE 1 EA 3,240.00 3,240HM DOOR/HM FRAME, SINGLE 7 EA 2,075.00 14,525HM DOOR/HM FRAME, DUAL LEAF 3 PR 3,631.25 10,894ROLL-UP DOOR, 12' X 8'H - ALLOWANCE 1 EA 3,840.00 3,840PAINT EXT. DOOR/FRAME, PER LEAF 13 EA 206.25 2,681

INTERIOR DOOR + HARDWARESHM DOOR/HM FRAME, SINGLE 1 EA 2,075.00 2,075PAINT INT. DOOR/FRAME, PER LEAF 1 EA 206.25 206

EXTERIOR GLAZING/FRAMESSTOREFRONTS, INSULATED 46 SF 76.00 3,458EXTERIOR WINDOW - ALLOWANCE 30 SF 80.00 2,400

SUBTOTAL 43,319

9.0 FINISHES $

EXTERIOR WALLSEALER TO EXTERIOR CMU WALL - ALLOWANCE 5,146 SF 0.65 3,345EPOXY PAINT - INT. OF EXT. CMU WALL 1,380 SF 4.78 6,596REGULAR PAINT - INT. OF EXT. CMU WALL 3,204 SF 1.00 3,204

INTERIOR WALLMETAL STUD 444 SF 6.29 2,793DOUBLE METAL STUD 96 SF 11.01 1,057





7,674



BATT INSULATION 636 SF 1.00 636GYPSUM BOARD 548 SF 2.45 1,343CERAMIC WALL TILES + CEMENT BOARD 532 SF 19.06 10,140PAINT TO GWB WALLS 548 SF 1.00 548PAINT/SEALER - INTERIOR CMU WALLS 8,460 SF 0.65 5,499

FLOORING + BASESCERAMIC FLOOR TILE 440 SF 18.40 8,096VCT FLOORING 1,200 SF 5.18 6,216CONCRETE SEALER/HARDENER TO FLOORS 1,296 SF 1.20 1,555

CEILINGGYPSUM BOARD + FRAMES 514 SF 8.94 4,595ACT T-BAR CEILING SYSTEM 1,200 SF 4.26 5,112PAINT TO EXPOSED STRUCTURES 1,222 SF 1.25 1,528PAINT TO GWB CEILING 514 SF 1.00 514

MISC. PAINTINGMISC. PAINTING ALLOWANCE 2,936 GSF 0.10 294

SUBTOTAL 63,071

10.0 SPECIALTIES $

RESTROOM/JANITOR SPECIALTIESTOILET PARTITION, ADA 2 EA 1,200.00 2,400TOILET PARTITION, REG. 1 EA 1,050.00 1,050TOILET ACCESSORIES, PER FIXTURE 8 EA 300.00 2,400JANITOR ACCESSORIES, PER ROOM 1 EA 400.00 400HAND DRYER 2 EA 675.00 1,350


MISC. SPECIALTIESMETAL LOCKERS 10 EA 375.00 3,750THRU WALL PROBE FOR FARE RETRIEVAL 1 EA 1,500.00 1,500BUILDING SIGNAGE 2,936 GSF 0.25 734MISC. SPECIALTIES 2,936 GSF 0.50 1,468

SUBTOTAL 17,152

11.0 EQUIPMENT $

FUELING EQUIPMENTSEE GRAND TOTAL SUMMARY FOR EQUIPMENT ALLOWANCE

BREAK ROOM EQUIPMENTBREAK ROOM EQUIPMENT - ASSUME RESIDENTIAL TYPE

232 SF 10.56 2,450

SUBTOTAL 2,450





7,674



12.0 FURNISHINGS $

WINDOW SHADESALLOWANCE FOR WINDOW SHADES, MANUAL 76 SF 5.60 426

FF & EN.I.C.

SUBTOTAL 426


NOT APPLICABLE

SUBTOTAL

14.0 CONVEYING $

NOT APPLICABLE

SUBTOTAL


FIRE PROTECTIONFIRE SPRINKLER SYSTEM 2,936 GSF 4.50 13,212FIRE PROTECTION TO FUEL CANOPY 4,740 SF 4.25 20,145

SUBTOTAL 33,357

22.0 PLUMBING $

PLUMBING SYSTEMEQUIPMENT + ROUGH-INS 1 LS 7,130.00 7,130FIXTURES + ROUGH-INS (High-Efficiency Low Flow (20% reduction, waterless urinals - includes allowance for break room sink)

10 EA 5,885.00 58,850

ROUGH-INS FOR LAUNDRY WASHER 1 EA 720.00 720GAS SYSTEM (including hook-up for laundry dryer) 2,936 GSF 1.05 3,083BUILDING ROOF DRAINS 2,936 GSF 3.67 10,775CONDENSATE DRAINS 2,936 GSF 0.25 734COMPRESSED AIR SYSTEM PIPING 2,936 GSF 3.00 8,808VACUUM SYSTEM PIPING 2,936 GSF 3.00 8,808MISC. PLUMBING SYSTEM 2,936 GSF 0.77 2,261

SUBTOTAL 101,169





7,674



23.0 HVAC $

HVAC SYSTEMBUILDING H.V.A.C. SYSTEM 2,936 GSF 20.00 58,720

PACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT

2,936 GSF INCLUDED


2,936 GSF INCLUDED

EXHAUST SYSTEMS 2,936 GSF INCLUDED

SUBTOTAL 58,720

26.0 ELECTRICAL $

ELECTRICALPOWER & DISTRIBUTION 2,936 GSF 12.50 36,700 LIGHTING SYSTEM 2,936 GSF 10.00 29,360 - FIXTURES UTILIZE LED LIGHT SOURCE - DAYLIGHT HARVESTING - OCCUPANCY & VACANCY SENSORS INCORPORATED INTO LOW LIGHTING CONTROL SYSTEM - INTERIOR & EXTERIOR LIGHTING

DEMAND RESPOND SYSTEM (for lighting & HVAC systems) 1 LS 10,000.00 10,000


SUBTOTAL 85,573


COMMUNICATIONS SYSTEMDATA & TELEPHONE 2,936 GSF 5.36 15,737 OTHER SPECIAL SYSTEMS 2,936 GSF 2.00 5,872 MISC. COMMUNICATIONS SYSTEM 2,936 GSF 0.37 1,080

SUBTOTAL 22,689





SUBTOTAL 33,177





7,674



32.0 EXTERIOR IMPROVEMENTS $

FUELING CANOPYCOLUMN FOOTING 12 EA 518.52 6,222STEEL FRAMES - BEAMS & COLUMNS 23 TONS 4,000.00 90,060METAL DECK - ROOF 4,740 SF 4.47 21,188ROOFING, COMPLETE W/ FASCIA, GUTTER, & DOWNSPOUTS

4,740 SF 13.75 65,175

METAL PANEL SOFFIT + FRAMES 4,740 SF 1.50 7,110ISLANDS & RAISED PAVING

RAISED CONCRETE PAVING/ISLANDS W/ INTEGRAL CURB

1,890 SF 10.35 N/A PER ARCH.

FUELING POWER & LIGHTINGFUEL ELECTRICAL SYSTEM 4,740 SF 2.00 9,480LIGHTING TO U/S CANOPY 4,740 SF 6.00 28,440

MISCELLANEOUSPIPE BOLLARDS 24 EA 550.00 13,200LINE STRIPING 450 LF 2.25 1,013FUELING SIGNAGE 1 LS 710.00 710

SUBTOTAL 242,598

HVAC ALTERNATE

GEOTHERMAL HVAC OPTIONBUILDING H.V.A.C. SYSTEM (2,936) GSF 20.00 (58,720)





EXHAUST SYSTEMS (2,936) GSF INCLUDED GEOTHERMAL VERTICAL BOREHOLE CLOSED LOOP HEAT PUMP SYSTEMS TO SERVE PACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT - approx. 40% higher cost than base system per ME

2,936 GSF 28.00 82,208

SUBTOTAL 23,488





BUILDING GFA:

6,000



1.0 GENERAL REQUIREMENTS2.0 EXISTING CONDITIONS3.0 CONCRETE 38.79 232,7604.0 MASONRY 65.22 391,3235.0 METALS 8.82 52,9256.0 WOOD, PLASTICS & COMPOSITES 0.30 1,8007.0 THERMAL & MOISTURE PROTECTION 8.57 51,4298.0 OPENINGS 2.02 12,1329.0 FINISHES 7.92 47,502

10.0 SPECIALTIES 1.10 6,60011.0 EQUIPMENT12.0 FURNISHINGS13.0 SPECIAL CONSTRUCTION14.0 CONVEYING21.0 FIRE SUPPRESSION 1.50 9,00022.0 PLUMBING 12.76 76,56023.0 HVAC 2.33 14,00026.0 ELECTRICAL 26.17 157,00027.0 COMMUNICATIONS 1.21 7,26028.0 ELECTRONIC SAFETY & SECURITY 6.90 41,400

SUBTOTAL 183.62 1,101,691

50.0 PRORATES:



SUBTOTAL 211.70 $1,270,193




SUBJECT: CONCEPTUAL OPINION OF PROBABLE COST - WASH FACILITY


Page 34 WASH FACILITY



BUILDING GFA:

6,000





SUBTOTAL



SUBTOTAL

3.0 CONCRETE $


SLAB ON-GRADE/CURBSLAB ON-GRADE, EQUIPMENT/UTILITY AREAS 2,000 SF 9.43 18,860CONCRETE PAVING - ASSUME 7" PCC + 8" BASE - FUTURE WASH BAY

2,000 SF 10.45 20,900

CONCRETE PAVING - ASSUME 7" PCC + 8" BASE - VEHICLE WASH BAY

2,000 SF 10.45 20,900

TRENCH PIT + GRATE, ASSUME 2'-0"W 160 LF 150.00 24,000PIPING TO WASH EQUIPMENT TANKS 1 LS 7,500.00 7,500

CONCRETE STRUCTUREPRECAST ROOF SLAB, SOLID, 6W" PLANKS 6,000 SF 8.94 53,640

MISC. CONCRETEEQUIPMENT PAD 1 LS 3,500.00 3,500MISC. CONCRETE ALLOWANCE 6,000 GSF 0.95 5,700

SUBTOTAL 232,760

4.0 MASONRY $

CMU WALLS, LOAD BEARINGCMU WALL + STEM - EXTERIOR 10" CMU, SPLIT FACE 5,528 SF 28.50 157,548CMU WALL + STEM - INTERIOR 10" CMU 4,225 SF 27.00 114,075CMU PILASTER + STEM 630 LF 190.00 119,700

SUBTOTAL 391,323

5.0 METALS $

MISCELLANEOUS METALSROOF HATCH + LADDER - ALLOWANCE 1 EA 2,925.00 2,925METAL LOUVER - ALLOWANCE 480 SF 75.00 36,000PIPE BOLLARDS 20 EA 550.00 11,000MISC. METALS ALLOWANCE 6,000 GSF 0.50 3,000




BUILDING GFA:

6,000



SUBTOTAL 52,925


ROUGH CARPENTRYROUGH CARPENTRY ALLOWANCE 6,000 GSF 0.30 1,800

SUBTOTAL 1,800


ROOFINGMEMBRANE ROOFING 6,000 SF 5.50 33,000ROOF COVERBOARD 6,000 SF 1.25 7,500MEMBRANE TO ROOFSIDE PARAPET 636 SF 5.00 3,180PARAPET COPING 318 LF 8.59 2,732CANT STRIP 334 LF 5.50 1,837


SUBTOTAL 51,429

8.0 OPENINGS $

EXTERIOR DOOR + HARDWARESHM DOOR/HM FRAME, DUAL LEAF 3 PR 3,631.25 10,894ROLL-UP DOOR, 14' X 14'H 4 EA 4,900.00 N/A PER ARCHPAINT EXT. DOOR/FRAME, PER LEAF 6 EA 206.25 1,238

SUBTOTAL 12,132

9.0 FINISHES $

EXTERIOR WALLSEALER TO EXTERIOR CMU WALL 7,754 SF 0.65 5,040EPOXY PAINT - INT. OF EXT. CMU WALL 3,736 SF 4.78 17,858REGULAR PAINT - INT. OF EXT. CMU WALL 3,434 SF 1.00 3,434

INTERIOR WALLPAINT/SEALER - INTERIOR CMU WALLS 5,870 SF 1.00 5,870

FLOORING + BASESCONCRETE SEALER/HARDENER TO FLOORS 6,000 SF 1.20 7,200

CEILINGPAINT TO EXPOSED SLAB 6,000 SF 1.25 7,500

MISC. PAINTINGMISC. PAINTING ALLOWANCE 6,000 GSF 0.10 600

SUBTOTAL 47,502




BUILDING GFA:

6,000



10.0 SPECIALTIES $


MISC. SPECIALTIESBUILDING SIGNAGE 6,000 GSF 0.25 1,500MISC. SPECIALTIES 6,000 GSF 0.50 3,000

SUBTOTAL 6,600

11.0 EQUIPMENT $

WASH EQUIPMENTSEE GRAND TOTAL SUMMARY FOR EQUIPMENT ALLOWANCE

SUBTOTAL

12.0 FURNISHINGS $

NOT APPLICABLE

SUBTOTAL


NOT APPLICABLE

SUBTOTAL

14.0 CONVEYING $

NOT APPLICABLE

SUBTOTAL


FIRE PROTECTIONFIRE SPRINKLER SYSTEM - NON WASH AREA 2,000 SF 4.50 9,000

SUBTOTAL 9,000

22.0 PLUMBING $

PLUMBING SYSTEMPLUMBING SYSTEM, WASH BAY - includes equipment hookup

4,000 SF 9.75 39,000




BUILDING GFA:

6,000



INDUSTRIAL WASTE SYSTEM (includes clarifier, holding tank, specialties, & rough-ins)

6,000 SF 2.50 15,000

BUILDING ROOF DRAINS 6,000 GSF 1.50 9,000CONDENSATE DRAINS 6,000 GSF 0.25 1,500AIR COMPRESSOR DISTRIBUTION 6,000 GSF 1.65 N.I.C.NATURAL GAS 6,000 GSF 1.92 11,520MISC. PLUMBING SYSTEM 6,000 GSF 0.09 540

SUBTOTAL 76,560

23.0 HVAC $

HVAC SYSTEMBUILDING H.V.A.C. SYSTEM 2,000 GSF 7.00 14,000


2,000 GSF INCLUDED


2,000 GSF INCLUDED

EXHAUST SYSTEMS 2,000 GSF INCLUDED

SUBTOTAL 14,000

26.0 ELECTRICAL $

ELECTRICAL SYSTEMPOWER & DISTRIBUTION (INCLUDES ELECTRICAL ROOM)

6,000 GSF 16.75 100,500

LIGHTING SYSTEM 6,000 GSF 6.50 39,000 - FIXTURES UTILIZE LED LIGHT SOURCE - DAYLIGHT HARVESTING - OCCUPANCY & VACANCY SENSORS INCORPORATED INTO LOW LIGHTING CONTROL SYSTEM - INTERIOR & EXTERIOR LIGHTING

DEMAND RESPOND SYSTEM (for lighting & HVAC systems) ALLOWANCE RECOMMENDED BY EE

1 LS 10,000.00 10,000


SUBTOTAL 157,000


COMMUNICATIONS SYSTEMALLOWANCE FOR (1) - DATA/TELEPHONE OUTLET, COMPLETE

1 LS 7,260.00 7,260

SUBTOTAL 7,260




BUILDING GFA:

6,000







SUBTOTAL 41,400

HVAC ALTERNATE

GEOTHERMAL HVAC OPTIONBUILDING H.V.A.C. SYSTEM (6,000) GSF 7.00 (42,000)





EXHAUST SYSTEMS (6,000) GSF INCLUDEDGEOTHERMAL VERTICAL BOREHOLE CLOSED LOOP HEAT PUMP SYSTEMS TO SERVE PACKAGED AIR HANDLING UNITS W/ ELECTRIC COOLING & NATURAL GAS HEAT - approx. 40% higher cost than base system per ME

6,000 GSF 9.80 58,800

SUBTOTAL 16,800



Item# Description Qty Unit Cost Extended Cost1 CNG Dryer 1 250,000 250,0002 CNG Compressor(s) 3 250,000 750,0003 CNG Storage 0 200,000 04 Compressor Valve Control Panel 3 25,000 75,0005 Storage Priority/ESD Panel 1 30,000 30,0006 CNG High Flow Dispensers 2 60,000 120,0007 CNG Light Vehicle Dispenser-Dual Hose 1 50,000 50,0008 Defueling System 0 20,000 09 Air Compressor and Dryer 0.5 25,000 12,50010 Miscellaneous Valves and Equipment 1 30,000 30,00011 MCC 1 160,000 160,00012 Master PLC Panel 1 50,000 50,00013 SCADA System 1 50,000 50,00014 Fuel Management System 0 100,000 015 Generator and ATS 1 150,000 150,00016 Equipment Freight 1 40,000 40,00017 Equipment Subtotal 1,767,50018 Installation Cost Factor 1.25 2,209,37519 Total Station Cost Estimate 3,976,875

20

Total Station Cost Estimate including liquid fuel system 3,976,875

All New Equipment

Station ROM Cost Estimate--Phase 1 CNG Station--Capital Cost Only 2014 Dollars Prepared by Marathon Technical Services


Gold Coast Transit Oxnard, CA Appendix A Maintenance Design Group, LLC

Appendix A Geotechnical Report

Preliminary Recommendations Geotechnical borings and analysis were completed and the

recommendations were as follows: Foundation Type – Shallow spread foundation, maximum

allowable bearing capacity is 3,000 pounds per square foot Static settlement – approximately 1-inch assuming that two

feet of existing soils overexcavated and recompacted underneath foundation

Seismic settlement (in addition to static) up to 4 inches Percolation rate – approximately 0.1 inches/hour Seismic design criteria – see Table A.1 Boring Locations – see Exhibit A.1

Remaining Tasks

Geotechnical consultant has the remaining tasks left to complete through final design of the project: Update Report for 60% Design: Review updated plans,

revise engineering analyses, and update geotechnical report.

Update Report for 90% Design: Review updated plans and revise geotechnical report for conformance with plans.

Update Report for 100% Design and Review Plans and Specifications: Review plans and specifications and revise geotechnical report for conformance.

Bid Assistance: Respond to questions related to geotechnical aspects during bid phase.

Support for Construction Administration: Review contractor’s submittal, respond to request for information (RFI), observe excavation bottoms to confirm that the exposed materials are similar to those assumed during design, and provide assistance during initial foundation installation.



Table A.1 – Seismic Design Criteria

CHARACTERISTIC CRITERIA

Geographic Coordinates (Latitude/Longitude) 34.228°, -119.149°

Site Class1 D2 Ss – mapped risk targeted maximum considered earthquake (MCER)

spectral response acceleration at short periods (g)1,3

2.708

S1 – mapped MCER spectral response acceleration at 1-second period (g)1,3 1.012

Fa – site coefficient1,3 1.0

Fv – site coefficient1,3 1.5 SMS – adjusted MCER spectral response acceleration at short periods

(g)1,3 2.708

SM1 – adjusted MCER spectral response acceleration at 1-second periods (g)1,3 1.518

SDS – design MCER spectral response acceleration at short periods (g)1,3 1.805 SD1 – design MCER spectral response acceleration at 1-second periods

(g)1,3 1.012

PGA – mapped MCEG peak ground acceleration (g)3,4 1.082

FPGA – site coefficient3,4 1.0 PGAM – mapped MCEG peak ground acceleration adjusted for site class

effects, g3,4 1.082

Alquist – Priolo Special Study Zone 5

Site outside a special study zone

California Seismic Hazards Mapping Act, Liquefaction Zone5

Site inside a liquefaction zone

California Seismic Hazards Mapping Act, Landslide Zone5 Site outside a landslide zone Notes:

California Building Code (CBC; 2013) Section 1613. The site subsurface soils are subject to liquefaction and accordingly the site class is F. However, the seismic design criteria for the

planned structures can be based on site class D. American Society of Civil Engineers (ASCE) 7-10 mapped values obtained from U.S. Seismic Design Maps Web Application (United

States Geological Survey [USGS], 2013). CBC 2013 Section 1803.5.12 and ASCE 7-10 Section 11.8.3. California Geological Survey (CGS; 2001).



Exhibit A.1 – Boring Locations

LOT 10TR. 4162

LOT 11TR. 4162

LOT 12TR. 4162

LOT 10TR. 4162

LOT 11TR. 4162

LOT 12TR. 4162

LOT 10TR. 4162

LOT 11TR. 4162

LOT 12TR. 4162

LOT 10TR. 4162

LOT 11TR. 4162

LOT 12TR. 4162


Gold Coast Transit Oxnard, CA Appendix C Maintenance Design Group, LLC

Appendix C Program Detail

The Space Needs Program detail is presented on the following pages. The program is simply a listing of all the functional spaces to be included in the GCT Administration and Operations Facility. The Space Needs Program is organized by department or major functional area and by type of space. This program includes revisions to the August 2013 Auto Center Facility Program Verification and Master Plan Report as well as revisions made during and following the Design Charrette referenced in Chapter 2 - Design Charrette. This program has been used by the Design Team as a Basis for Design to complete the Task 1 Preliminary Tasks deliverables.

The program itself is organized into columns, each having specific purpose or calculation: The first column in the Space Needs Program is labeled as “Space Name”. The data in this column is used to identify each space in the program by functional name or staff position. The “Space Standard” column takes into account industry standards or accepted office size standards are entered for use in area calculations. The column labeled “Quantity” is separated into “Staff” and “Space” sub-columns, depending on the space standard calculation and type of space. (Example: A typical office with a defined space standard and assigned staff would be quantified in the “Staff” column, whereas a functional space such as a repair position would be quantified in the “Space” column). The “Area” column is used to calculate the projected area needs in square feet based on the space standard multiplied by the quantity. If no space standard is applied to a space, an area amount will be entered for the space based on other functional parameters or accepted guidelines. The “Remarks” column is used to communicate special information, planning ratios, or information necessary to fully explain the program entry.

Gold Coast TransitOxnard, California Maintenance Design Group, LLC

Gold Coast Transit Space Needs Program Summary

Administration, Operations and Maintenance Facility

PROGRAM2014Area Area Area

(SF) (SF) (SF)

54 Buses 150 Buses 125 Buses

Building AreasNet Total Administration Areas 8,961 13,170 17,366Net Total Transit Operations Areas 7,439 10,770 10,920Total Fleet Maintenance 25,602 40,139 38,670Total Fuel Island 3,372 5,088 6,306Total Wash Area 3,960 6,710 7,150

Gross Total Building Areas 49,335 75,876 80,412

Total Exterior Parking Areas 80,200 188,520 164,040Total Employee/Visitor Parking Areas 12,924 100,476 58,644

Subtotal Areas 142,459 364,872 303,096Site Circulation/Landscaping/Setbacks (100%) 142,459 364,872 303,096

Total Site Requirements 284,917 729,743 606,191

Acres 6.54 16.75 13.92

February 10, 2014

PROGRAM 2028

SUMMARY

PROGRAM 2028

SPACE NEEDS PROGRAM

2/11/2014

Gold Coast TransitOxnard, California 3.1 Maintenance Design Group, LLC

GCT Administration, Operations and Maintenance FacilityProgram Report - 2014

54 BUSES 150 BUSES 125 BUSESArea Area Qty. Area

Staff Space (SF) Staff Space (SF) Staff Space (SF) Remarks

Office AreasGeneral Manager

General Manager 1 210 1 210 1 300 Office. Provide connecting door to Small Conference Room for GM.

1 150 1 150 1 220 For GMAssistant General Manager -- 1 180 1 180 OfficeOffice Manager 1 150 1 150 1 150 Office. Adjacent to General Manager.

Provide easy access to HR File Storage. View of Office Assistant (Reception).

1 120 1 120 1 120 Workstation. Within view of Office Manager. Will intercept visitors to Admin & direct accordingly. Adjacent to Small Seating Area.

Small Seating Area 1 120 Adjacent to Office Assistant. Provide seating as required.

Office Assistant (Reception)

180

120

QuantityQuantity

210

SPACE NEEDS PROGRAM

150

Small Conf - for GM 150

MASTER PLAN PROGRAM NEEDS 2028PROGRAM NEEDS 2014

ADMINISTRATION

Space

Standard

120

2/11/2014





QuantityQuantity

SPACE NEEDS PROGRAM MASTER PLAN PROGRAM NEEDS 2028PROGRAM NEEDS 2014

Space

Standard

Office Areas (Continued)Administration

Director of Administrative Services 1 180 1 180 1 180 OfficeAccounting Manager 1 150 1 150 1 150 OfficePayroll Specialist 1 120 1 120 1 120 OfficeBuyer / Purchasing Suite

Buyer 1 120 2 240 2 1 225 Shared Office. Provide small meeting table (up to 4 people). Locate space in suite with Purchasing Manager/DBE Officer.

Purchasing Manager / DBE Officer 1 150 1 150 1 150 Office. Located in suite with Buyers. Provide door to Buyer office.

HR Director -- 1 180 1 180 OfficeHR Manager 2 300 1 150 1 150 Office, near HR File Storage

HR Staff -- 2 120 2 1 200 Shared, closed office. Provide workstations.

IT 1 Shared area with workstations to work on IT equipment.

IT Manager -- 1 120 1 120 WorkstationIT Specialist -- 1 120 1 80 Workstation

Accountant -- 1 150 1 150 OfficeAnalyst 1 80 1 120 1 120 OfficeAccounts Payable / Accounts Receivable -- 1 120 2 1 160 Shared OfficeFlex Space Initially used as Informal Gather Space

Allowance for Management Level (Spare) 8 x 8 -- 2 300 1 64 WorkstationAllowance for Management Level (Spare) 8 x 8 1 64 WorkstationAllowance for Staff Level (Spare) 8 x 8 1 64 WorkstationAllowance for Staff Level (Spare) 8 x 8 -- 2 300 1 64 WorkstationFuture Director - Initial Conference Room -- 1 180 1 180 Office, locate near management offices.180

1508080

150

120

150

150

80

120

180

120

180

80

2/11/2014





QuantityQuantity


Space

Standard

Office Areas (Continued)Planning & Marketing Locate stair to first level near Planning &

Marketing.Director 1 180 1 180 1 180 Office near Planning & Marketing bullpen

Marketing Manager 1 -- 1 150 1 150 Office near Planning Director.Paratransit & Special Projects Manager 1 150 1 150 1 150 Office. Reports to Planning Director.Planning & Marketing Bullpen

Planning Manager 8 x 8 -- 1 150 1 64 WorkstationParatransit Coordinator 8 x 8 -- 1 100 1 64 Near Paratransit Manager.Transit Planner 8 x 8 1 160 1 160 1 64 Adajacent to Shared Map workspace.Transit Planner 8 x 8 1 160 1 160 1 64 Adajacent to Shared Map workspace.Part-time Transit Planner (Assoc) 8 x 8 1 80 1 120 1 64 Adajacent to Shared Map workspace.Scheduler/Analyst 8 x 8 -- 1 120 1 64 Adajacent to Shared Map workspace.Marketing Coordinator 8 x 8 -- 1 120 1 64 Adajacent to Shared Map workspace.Graphics Designer 8 x 8 -- 1 120 1 64 Adajacent to Shared Map workspace.Data Analyst 8 x 8 -- 1 120 1 64 Adajacent to Shared Map workspace.Shared Map Workspace 1 240 Large layout table, map flat file storage,

supply storage, pin-up space, projection space, smaller/shared file storage.

Subtotal 2,460 5,160 4,807Circ/Mech/Elec/Struc (Net: Gross) 615 1,290 1,202Gross Total Administration Office Areas 17 3,075 36 6,450 33 6,009

100

25%

180

150150

2/11/2014





QuantityQuantity


Space

Standard

Administration Support SpacesEntry/Lobby 300 300 300 Seating, high-counter for applicantsBoard Room 1,500 1,500 1,500 Access from Entry/Lobby. Raised dais for

8 people. Provide folding partition wall. Include large TVs.

Table/Chair Storage 100 100 100 In Board RoomSecure Supply Storage 100 100 100 In Board RoomUnisex Toilet Room 64 64 64 For Board Closed Session Room 1 250 1 250 1 250 For Board (provide Kitchenette, under-

cabinet fridge, sink, microwave)Public Men's Restroom 1 200 Adjacent to Entry/LobbyPublic Women's Restroom 1 200 Adjacent to Entry/LobbyCustomer Service / Reception 3 4 1 180 3 1 240 2 workstations for Customer Service

Assistants and one for Security.1 250 1 250 1 250 Adjacent to Reception, storage for smaller

items.Bike Lost & Found Storage - See Maintenance BuildingInterview Room 120 120 120 Adjacent to lobbyHR File Storage 250 250 250 Secure and near Office Manager

1 250 1 500 1 300Copy/Fax/Mail/File/Work Area 200 200 300 Layout space, supply storage, mail eq.Secure Marketing Storage - - 1 64 For unsold tickets, widgets, and

merchandise.Purchasing File Alcove - - 1 50 Locate near Buyer/Purchasing suiteEmergency Supply Room 1 160 Adjacent to Lobby with interior and exterior

access

Common/Shared File Storage 250

Lost & Found Storage 250

250

2/11/2014





QuantityQuantity


Space

Standard

Administration Support Spaces (Continued)Printer Alcove 1 25 2 50 2 50 Locate through out AdministrationSmall Conference Room 12 x 16 1 150 2 300 2 384 Space for 6-8 peopleMedium Conference Room 12 x 20 1 12 1 240 Space for 10-12 peopleBreak Room 200 200 200 With kitchenette, refrigerator, sink,

microwave, seating. Adjacent to Patio.1 100 1 100 1 100

Men's Restrooms 200 200 200Women's Shower and Lockers 1 100 1 100 1 100Women's Restrooms 200 200 200Custodial Room 100 100 64Mechanical Room 150 150 150 Chases, distributed. HVAC on roof.Electrical Room 150 150 150Sprinkler Riser Room 100 100 100Communication/Data/Server Room 150 200 200 Climate control for servers, adjacent to IT Miscellaneous Second Level Space 2,800 Used for future needs and storage

Subtotal 4,709 5,376 9,086Circ/Mech/Elec/Struc (Net: Gross) 1,177 1,344 2,272Gross Total Support Areas 5,886 6,720 11,358

Net Total Administration Areas 17 8,961 36 13,170 33 17,366

25

100

25%

Men's Shower and Lockers 100

2/11/2014





QuantityQuantity


Space

Standard

Office AreasDirector 1 180 1 180 1 180 OfficeAssistant Operations Manager 1 150 1 150 OfficeOperations Support Specialist 2 -- 3 -- 3 -- See DispatchSmall Conference Room 1 150 1 150 1 150 6-8 peopleKitchenette 1 50 For Transit SupervisorsPrinter Alcoves w/Supply 1 50 1 50 1 50 Locate adjacent to office areasTransit Supervisors 8 240 16 480 18 540 Provide 5' wide workstation with overhead

storage for each staff, adjacent to Dispatch

Operators 108 320 225AM Peak/BasePM Peak/Night

Subtotal 620 1,010 1,120Circ/Mech/Elec/Struc (Net: Gross) 279 455 504Gross Total Office Areas 119 899 341 1,465 248 1,624

Transit Operations

45%

50

150

30

150

180

2/11/2014





QuantityQuantity


Space

Standard

Drivers AreasDrivers' Room 400 800 1,000 Direct access to bus parking areasComputer Workstations 4 120 8 240 8 240 Adjacent to Drivers Room. Provide some

at standing height.TV Alcove 300 300 300Wellness Center 300 600 600 Separate room adjacent to Drivers Room.

Locate near building exterior.Locker Alcove 108 378 320 1,120 225 788 12" x 12" half height lockersMen's Restrooms/Showers 250 400 400 Fixture count based on peak occupancy.

Provide four showers.Women's Restrooms/Showers 250 400 400 Fixture count based on peak occupancy.

Provide four showers.Quiet Room 1 200 1 200 1 200 4-6 people. Locate on interior of building.

Provide recliners and windows for visual contact.

Kitchenette/Vending 400 400 400 Adjacent to patio, 2 refrigerators, 6 vending machines

Uniform Storage 50 50 50 Alcove adjacent to lockersCustodial Room 100 100 100 Mop sink, shelving, cleaning cart

3.5

30

200

2/11/2014





QuantityQuantity


Space

Standard

Training Areas1 150 3 1 450 2 1 300 Shared Office, adjacent to Training Room.

Provide window with view of Training Room.

Training Room 1,000 1,000 1,000 25-30 people, classroom format. Provide markerboards with operable partition.

Table/Chair Storage 150 150 150 Access from inside Training RoomTraining Supply Storage 150 150 150 Secure, access from inside Training

DispatchDrivers Dispatch 250 250 540 View of yard, Drivers' RoomRadio/Data Room 120 120 120Security 64 64 64 Workstation in DispatchLost and Found 25 25 10Mailbox 50 100 100 Access from Dispatch and Drivers RoomSupply Closet 25 25 25 Secure, bus booksDispatch Vestibule 100 100 100

Support AreasData Room 100 100 100 Centrally located to offices.Mechanical Room 150 150 150Electrical Room 150 150 150 Exterior access

Subtotal 5,232 7,444 7,437Circ/Mech/Elec/Struc (Net: Gross) 1,308 1,861 1,859Gross Total Support Areas 1 6,540 3 9,305 2 9,296

Net Total Transit Operations Areas 120 7,439 344 10,770 250 10,920

25%

Training Supervisor 150

2/11/2014





QuantityQuantity


Space

Standard

Fleet MaintenanceOffice Areas

Director 1 180 1 180 1 180 OfficeAssistant Director -- 1 150 1 150 OfficeMaintenance Administration Supervisor 1 1 120 2 240 2 240 Shared Office near Parts StoreroomMaintenance Supervisor 2 1 96 6 2 288 6 2 300 Shared Office (6 workstations)Small Conference Room 1 150 1 150 1 150 6-8 peopleMen's Toilets 1 64 1 64Women's Toilets 1 64 1 64Waiting/Copy Area 50 50 1 50 Located in office suite

Subtotal 596 1,186 1,198Circ/Mech/Elec/Struc (Net: Gross) 268 534 539Gross Total Office and Support Areas 4 864 10 1,720 10 1,737

48

646450

FLEET & FACILITIES

150180

150

45%

120

2/11/2014





QuantityQuantity


Space

Standard

Support AreasMechanic/Technicians 11 -- 25 -- 22 --

Early/Day Shift -- --Swing/Late Shift -- --

Break Room/Lounge 300 300 300 Kitchenette/vending includedTraining Room 250 1,000 500 Adjacent to repair bays

Training Office 1 120 1 120 OfficeChair /Table Storage 150 150

Manuals Library 120 120 120 Provide countertop with 2 computer workstations and shelving below adjacent to Parts Window.

Hand wash, drinking fountain, eye wash 40 40 40Men's Restrooms/Lockers/Showers 350 450 450

Lockers 11 77 25 175 22 154 Include 6-foot high lockersWomen's Restrooms/Lockers/Showers 300 350 350

Lockers 6 39 13 88 11 77 Include 6-foot high lockersMud Room 100 100 100 Drying area for boots and rain gear, benchUniform Storage 30 30 30 Alcove in hall adjacent to restroomsElectrical Room 100 100 100 MezzanineMechanical Room 500 500 500 MezzanineSprinkler Riser Room 100 100 100 Exterior AccessData Room 150 150 150 MezzanineCustodial Room 100 150 150 Mop sink, storage shelving, cart storageBike Lost & Found Storage 1 250 Locate near access to Admin/Ops

Building.Subtotal 2,440 3,660 3,160

Mezzanine 750 750 750Circ/Mech/Elec/Struc (Net: Gross) 610 915 790Gross Total Support Areas 11 3,050 26 4,575 23 3,950

7.00

25%

7.00

120

2/11/2014





QuantityQuantity


Space

Standard

Repair/Shop Areas

Repair Bays 20 x 60 5 6,000 11 13,200 9 10,800 Ratio is 1:12-15 buses. 1/2 bays with lifts

PM/Inspection Bays 20 x 60 2 2,400 3 3,600 3 3,600Ratio is 1:50 buses. Provide two bays with walk-in pits and one flat bay adjacent to Tire Storage.

Non-Revenue Repair Bay 20 x 35 1 700

Tire Bay 20 x 60 Adjacent to Tire Storage. Shared with PM/Inspection Bay.

Chassis Wash Bay 25 x 60 1 1,500 1 1,500 1 1,500 Ratio is 1:150 buses. EnclosedCommon Work Area 500 500 2 500 Adjacent to repair baysBrake Shop 500 500 500 Adjacent to repair baysElectronic Shop 500 500 500 Clean roomFarebox Repair 500 500 500 Clean room

Toolbox Storage 11 275 25 625 22 550 Space standard is for 3' x 6' toolbox with clearances

Portable Equipment Storage (PES) 500 500 2 500 Provide smaller PES near PM/ Inspection Bay dedicated to tire work

25

2/11/2014





QuantityQuantity


Space

Standard

Storage AreasParts Office 2 240 4 480 4 2 240 Office, adjacent to Parts WindowParts Clerk/Window 1 100 2 240 2 1 100 Computer workstationParts Storeroom 1,000 2,000 Exterior access overhead door

Small / Fast-moving Parts 938Large Parts 2,500

Parts Mezzanine 1,000 1,000 1,000 MezzanineArchive Record Storage 300 300 300 MezzanineNon-Inventory Parts Storage 50 50 50 Bolt binsTool Crib 200 200 200 Secure storageTire Storage 1,000 1,000 1,000 Vendor does mounting and demounting

onsite - need space for this. Provide overhead door access from exterior.

Hose Fabrication Shop 150 150 150Battery Room 150 150 150 Exterior, fencedLube/Compressor Room 800 800 800 Exterior access

Subtotal 16,365 26,495 25,778Mezzanine 1,300 1,300 1,300 Parts and Archive Record Storage

Circ/Mech/Elec/Struc (Net: Gross) 3,273 5,299 5,156Gross Total Repair/Shop Areas 3 19,638 6 31,794 6 30,933

Gross Total Fleet Maintenance 23,552 38,089 36,620Total Mezzanine 2,050 2,050 2,050

Total Fleet Maintenance 18 25,602 42 40,139 39 38,670

100120

20%

2/11/2014





QuantityQuantity


Space

Standard

Fuel IslandMaintenance Service Supervisor 0 0 2 240 240 Shared Office, two desks

First Shift 1Second Shift 1

Maintenance Service Worker 6 -- 20 -- 18 --Day CleanLate Second Shift

Break Room 200 200 200Men's Restroom 64 180 180 Include showerWomen's Restroom 64 180 180 Include showerLocker Alcove 6 38 20 125 18 113Vault/Money Counting Room 200 200 200Custodial Storage 100 100 100Bus Book Storage 200 200 200 Overhead door access for palletsService & Clean Supply Storage 250 250 250Fuel Management System Storage 150 150 150Vacuum Equipment Room 300 300 300Lube/Compressor Room 300 300 300Electrical Room 150 150 150Sprinkler Riser Room 50 50 50Bus Service/Fuel Lanes 20 x 50 1 1,000 2 2,000 3 3,000 Ratio is 1:75 buses. Covered

Non-Revenue/Paratransit Fuel Lane Shared with Service/Fuel Lanes

Fare Retrieval Lanes 20 x 50 Ratio is 1:75 buses. Combined with Service/Fuel Lanes

Data Room 120

Net Total 3,066 4,625 5,733Circ/Mech/Elec/Struc (Net: Gross) 307 463 573

Total Fuel Island 6 3,372 22 5,088 20 6,306

10%

120

6.25

Fuel Island and Wash Building

2/11/2014





QuantityQuantity


Space

Standard

Wash AreasAutomatic Vehicle Wash Bay 25 x 100 1 2,500 2 5,000 1 2,500 Ratio is 1:150 buses. Enclosed.

Future Wash Bay 25 x 100 1 2,500 Master Plan for additional wash bay in future. Enclosed.

Wash Equipment Room 15 x 50 1 500 1 500 1 750 EnclosedElectrical Room 150

Facility Maintenance Shop 1 600 4 600 600 EnclosedSupervisor 1Worker 3

Net Total 3,600 6,100 6,500Circ/Mech/Elec/Struc (Net: Gross) 360 610 650

Total Wash Area 1 3,960 4 6,710 4 7,150

Net Total Fuel & Wash Areas 7 7,332 26 11,798 24 13,456

10%

2/11/2014





QuantityQuantity


Space

Standard

Exterior ParkingFleet Maintenance Vehicle Parking

Service Vehicles 12 x 30 4 1,440 6 2,160 6 2,160Bus Parking

Standard bus 12 x 45 54 29,160 150 81,000 125 67,500 Provide Ad Sign Area (15-20 buses at a time currently - happens once a month)

Administration/Transit Operations ParkingNon-Revenue/Relief Vehicle 10 x 20 22 4,400 30 6,000 36 7,200

Exterior AreasFuel Equipment Field 5,000 5,000 5,000 Between Fuel and WashDumpsters

Hazardous Waste 8 x 20 100 100 1 160 Prefabricated UnitCovered Exterior Areas

Dumpsters >500 SF requires sprinklerTrash 100 100 100 6 yardRecycle 100 100 100 6 yardSteel 100 100 100 6 yard

Used Tire Storage 500 500 500 Adjacent to MaintenanceSmoking Patio 200 200 200Patio 500 500 500

Subtotal 80 40,100 186 94,260 167 82,020Circulation Factor 40,100 94,260 82,020

Total Exterior Parking Areas 80,200 188,520 164,040

Exterior Areas

100%

2/11/2014





QuantityQuantity


Space

Standard

Employee/Visitor ParkingAdministration 9 x 18 17 17 2,754 36 36 5,832 33 33 5,346Transit Operations

Staff 9 x 18 12 8 1,296 344 229 37,152 25 17 1,800Operators 9 x 18 225 130 14,040

Fleet Maintenance 9 x 18 18 9 1,458 42 21 3,402 39 16 2,592Fuel & Wash 9 x 18 7 0 26 0 24 12 1,944

Preferred Parking 9 x 18 - 105% Employee/Visitor Parking spaces. Distribute between all buildings. (Not included in Subtotal)

Electric Vehicle Parking 9 x 18 - 1 2% Total Preferred Parking spaces. (Not included in Subtotal)

Visitor 9 x 18 3 486 18 2,916 15 2,430

Handicapped 13 x 18 2 468 4 936 5 1,170 5 spaces per Rose-Santa Clara Corridor Specific Plan

Subtotal 54 39 6,462 448 308 50,238 346 228 29,322

Circulation Factor 6,462 50,238 29,322

Total Employee/Visitor Parking Areas 12,924 100,476 58,644

100%

EMPLOYEE PARKING

2/11/2014





QuantityQuantity


Space

Standard

Employee/Visitor ParkingAdministration 9 x 18 17 17 2,754 36 36 5,832 33 33 5,346Transit Operations

Staff 9 x 18 12 8 1,296 344 229 37,152 25 17 1,800Operators 9 x 18 225 130 14,040

Fleet Maintenance 9 x 18 18 9 1,458 42 21 3,402 39 16 2,592Fuel & Wash 9 x 18 7 0 26 0 24 12 1,944

Preferred Parking 9 x 18 - 105% Employee/Visitor Parking spaces. Distribute between all buildings. (Not included in Subtotal)

Electric Vehicle Parking 9 x 18 - 1 2% Total Preferred Parking spaces. (Not included in Subtotal)

Visitor 9 x 18 3 486 18 2,916 15 2,430

Handicapped 13 x 18 2 468 4 936 5 1,170 5 spaces per Rose-Santa Clara Corridor Specific Plan

Subtotal 54 39 6,462 448 308 50,238 346 228 29,322

Circulation Factor 6,462 50,238 29,322

Total Employee/Visitor Parking Areas 12,924 100,476 58,644

100%

EMPLOYEE PARKING

THIS PAGE

INTENTIONALLY

LEFT BLANK

GOLD COAST TRANSITADMINISTRATION AND OPERATIONS FACILITY

OXNARD, CALIFORNIA

CONTRACT NUMBER #F0050009MDG PROJECT NUMBER #14P002

Jon Holler, Project ManagerName and Title Signature Date

87 North Raymond Avenue, Suite 700Pasadena, CA 91103

TASK 1 - PRELIMINARY TASKS: DRAWINGS3/31/2014

DRAWINGS:SITE PLAN

ADMINISTRATION AND OPERATIONS BUILDING PLANMAINTENANCE BUILDING PLAN

MAINTENANCE BUILDING MEZZANINE PLANFUEL AND WASH BUILDING PLAN

ENVIRONMENTAL SITE PLAN

PA

SE

O M

ER

CA

DO

AUTO CENTER DRIVE

206 PARKING SPACES

MA

INT

EN

AN

CE

BU

ILD

ING

45,1

40 S

F

ADMINISTRATION AND OPERATION BUILDING25,704 SF

COURTYARD

CUL-DE-SAC

CANOPY

NISSAN DEALERSHIP

UTILITY YARD

5'-0

"70

'-0"

30'-0" 64'-0"

26'-0"

26'-0

"26

'-0"

26'-0"

26'-0"

26'-0

"

26'-0

"

26'-0"

TRASH ENCLOSURE

35'-0

"

SECURE DRIVE GATE

LANDSCAPE

EM

ER

GE

NC

Y E

XIT

LANDSCAPE SETBACK

LANDSCAPEISLAND, TYP

LANDSCAPE/RETENTION

LANDSCAPE/RETENTION

125 BUSES

65'-0" 85'-0" 65'-0" 85'-0"

40'-0"

12'-0

"

NON REV PARKING (36)

GATE

PUBLIC ENTRANCE

BUILDING SETBACK

8' HIGH WALL / FENCE REQ'D BY PLANNING

SERVICE PARKING (20)

10'-0"

SERVICE SERVICE SERVICE

PV CANOPY, TYP

8' HIGH CMU WALL

8' HIGH CMU WALL

DR

IVE

GA

TE

BIKEPARKING

35'-6

"

60'-2

"

SIDEWALK PERSPECIFIC PLAN

4' HIGH PERIMETERFENCE AROUNDEMPLOYEE PARKING

8' HIGH PERIMETERFENCE AROUNDTRANSFORMER


50'-0

"


SECURE BUS GATE

40'-0"

PARCEL SIGNAGE LOCATIONREQ'D BY PLANNING

7'-6"

30'-0"9'-6"

30'-0"

9'-6"

CANOPY

WASHBUILDING

FU

EL

BU

ILD

ING

5'-0"

FU

EL

LAN

E

FU

EL

LAN

E

FU

EL

LAN

E

CN

G E

QU

IPM

EN

T Y

AR

D

EXISTING CMU WALL

VISITOR PARKING

TRASH ENCLOSURE

TRASH ENCLOSURE

FUTURE BUS STOP

BIKEPARKING

DRIVER'S ENTRANCE

PR

IVA

TE A

CC

ES

S D

RIV

E

35'-6

"


3/31/2014

0'50' 50' 100'SITE PLAN

MA

ILB

OX

ES

A7

AC

AB

AA

A6A5A4A3A2A1A0 A8

1,477 SF

BOARDROOM

A299

71 SF

BOARDUNISEX

A302

157 SF

CHAIR/TABLESTORAGE

A301

324 SF

PATIOA373

380 SF

BOARDCONF.ROOM

A300

745 SF

LOBBYA30570 SF

APPLICATIONA310

155 SF

RECEPTION/SECURITY

A306

109 SF

LOST/FOUNDA307

142 SF

ELECA308

988 SF

TRAININGROOM

A303

141 SF

CHAIR/TABLESTORAGE

A309

443 SF

OPSWOMEN

A324

442 SF

OPS MENA325

283 SF

TRAININGSUPERVISOR

A321

113 SF

A/VSTORAGE

A322

651 SF

WELLNESSA316

374 SF

KITCHENETTEA317

1,225 SF

DRIVER'SLOUNGE

A371

420 SF

DISPATCHA352

349 SF

TRANSITSUPERVISORS

A364

84 SF

RADIO/ELEC

A36284 SF

STORAGEA363

242 SF

QUIET RMA370

346 SF

TV ROOMA319

270 SF

SM CONFA368

204 SF

DIR OPSA318

169 SF

ASST DIROPS

A369

78 SF

LAVA367

71 SF

LAVA366

238 SF

DRIVERVESTIBULE

A351

851 SF

LOCKERSA315

260 SF

PUBLICWOMEN

A313

260 SF

PUBLICMEN

A312 131 SF

INTERVIEWROOM

A311

183 SF

EMRGNCYSUPPLY

STORAGE

A320

7'-6

"

34'-0

"34

'-0"

145 SF

OPSCUSTODIAL

A323

ROOF

PLOTTERS

ROOF

A7

AC

AB

AA

A6A5A4A3A2A1A0 A8

118 SF

ADMINRECEPTION

A359

259 SF

ASST.GENERALMANAGER

A374

243 SF

GENERALMANAGER

CONFERENCE

A327

363 SF

GENERALMANAGER

A326

215 SF

ACCTMANAGER

A330

165 SF

ACCOUNTANTA331

198 SF

DIRECTOROF ADMIN

A329

165 SF

ANALYSTA332

165 SF

ACCOUNTSPAYABLE

A333

165 SF

PAYROLLA334

137 SF

INFORMALGATHERING

A353

274 SF

BULLPENA354

333 SF

SHAREDFILE

A349148 SF

COPYA360

295 SF

WOMENA347

295 SF

MENA348

147 SF

DATAA350

127 SF

MARKETINGSTORAGE

A355

138 SF

SHAREDFILE 2

A356

132 SF

ELECA357

165 SF

PURCHASINGA336

215 SF

SM CONFA335

198 SF

HRDIRECTOR

A338

190 SF

SMALLCONFERENCE/

FUTUREDIRECTOR

A375274 SF

MEDIUMCONFERENCE

A328167 SF

OFFICEMANAGER

A337

221 SF

HR STAFFA340

198 SF

HRMANAGER

A339

223 SF

IT SUITEA341

99 SF

COPY 2A378

913 SF

PLANNING/MARKETINGWORKSPACE

A361

175 SF

FUTUREOFFICE

A376

176 SF

FUTUREOFFICE

A377

253 SF

BREAKROOM

A344

239 SF

PLANNINGDIRECTOR

A346

165 SF

MARKETINGMANAGER

A343

165 SF

PARATRANSITMANAGER

A358234 SF

BUYERSA345

79 SF

CUST.A372

32'-0"

17'-0"


3/31/2014

ADMIN BUILDING LEVEL 2

ADMIN BUILDING LEVEL 1 8'2' 16' 32'

COPY

B1

B2

B3

B5

B4

B7

B8

BB

BC

BD

BE

BF

BGBH

BJ

BK

BL

BM

BN

BO

B9

BP

BS

3,795 SF

PARTS

B109

Not Enclosed

TRASH/RECYCLING/USEDTIRES/ HAZ MAT

B108

1,210 SF

BAY 9

B103

1,210 SF

BAY 10

B102

1,210 SF

BAY 11

B101

1,675 SF

CHASSIS WASHBAY

B100

215 SF

TOOLBOXSTORAGE

B106

186 SF

PORT EQ.STORAGE

B105

156 SF

HIGH DENSITYSTORAGE

B107

251 SF

TOOL CRIB

B112

782 SF

LUBE/ COMPROOM

B114

131 SF

BATTERY ROOM

B116

270 SF

ADMIN. SUPER.

B111

411 SF

COMMON WORKAREA/ BRAKE

SHOP

B117

639 SF

NON-REVENUEBAY

B118

1,210 SF

BAY 8

B119

1,210 SF

BAY 7

B120

1,210 SF

BAY 6

B121

1,210 SF

BAY 5

B122

1,210 SF

BAY 4

B123

1,210 SF

BAY 3

B124

1,210 SF

BAY 2

B125

1,200 SF

BAY 1

B126

429 SF

WOMENSLOCKER/

RESTROOM

B140

471 SF

SUPERVISORS

B131

256 SF

CONF. ROOM

B134

166 SF

ASST.DIRECTOR

B133

149 SF

DATA ROOM

B132

987 SF

ELECTRONICSAND FAREBOX

REPAIR

B129

578 SF

MONEY ROOM

B127

480 SF

ADMIN / OPSSTORAGE

B128

660 SF

FACILITIESMAINTENANCE

SHOP

B130

200 SF

DIRECTOR

B135

164 SF

QUIET ROOM

B136

190 SF

CHAIR/ TABLESTORAGE

B141

170 SF

TRAININGSUPERVISOR

B142

639 SF

TRAINING ROOM

B143

290 SF

ELECTRICALROOM

B144

28'-7"20'-0"

20'-0"25'-0"

33'-0"51'-6"

6'-6"

20'-0"4'-8"

4'-3"

2'-8" 19'-6" 15'-0" 13'-0"

32'-1"

14'-0"12'-2"

13'-10"23'-4"

29'-4"

26'-5" 1'-4"

20'-2"34'-9"

9'-7"10'-8"

16'-5"

20'-2"28'-0"

13'-5"11'-0"

29'-2"17'-0"

30'-2"

8'-6"8"

56" HIG

H C

MU

WA

LL

5'-8"

19'-6"51'-6"

6"

B6

EQUIP.

BU

S, T

YP

745 SF

TIRE STORAGE

B104

212 SF

PORT EQ. STOR

B113

70 SF

UNISEX

B115

632 SF

PARTS OFFICE

B110

283 SF

BREAK ROOM

B137

12'-0"

TOOLBOXES

172 SF

CUSTODIALROOM

B139

9'-6"

422 SF

MENS LOCKER/RESTROOM

B138

5'-0"

B10

B11

15'-7"2'-8"

2'-0"15'-0"10'-9"9'-5"

8'-0"14'-4"

6"

195 SF

MA

NU

ALS

B108

5,447 SF

CIR

CB

300

199 SF

PO

RT

AB

LEE

QS

TO

RA

GE

B301

184 SF

TO

OLB

OX

B302

1,081 SF

CIR

CB

303

BA

IN G

RO

UN

D LIF

T, T

YP

TW

IN P

OS

T LIF

T


3/31/2014

MAINTENANCE BUILDING8'2' 16' 32'

B1

B2

B3

B5

B4

B7

B8

BB

BC

BD

BE

BF

BGBH

BJ

BK

BL

BM

BN

BO

B9

BP

BS

OPEN TO BELOW3,312 SF

MEZZANINE

B200

143 SF

DATA

B202

249 SF

ELEC

B201

3,173 SF

MEZZANINE 2

B204

50'-0"18'-0"18'-0"26'-0"20'-0"20'-0"20'-0"20'-0"20'-0"20'-0"20'-0"20'-0"7'-2"49'-10"

28'-7"20'-0"

20'-0"25'-0"

33'-0"51'-6"

6'-6"

B6

OPENTO

BELOW

OPEN TO BELOW

35'-6" 13'-2" 10'-4" 17'-8"

VLMOPENING

PARTSLIFT OPEN

TOBELOWPARTS

LIFT

1'-11"

B10

B11

45'-6"45'-11"

506 SF

AR

CH

IVE

RE

CO

RD

ST

OR

AG

E

B203

358 SF

DA

TA

B205

BA

CA

NO

PY

LOW

ER

RO

OF


3/31/2014

MAINTENANCE MEZZANINE8'2' 16' 32'

163 SF

CLEANINGSUPPLIES

C103

300 SF

BUS BOOKS/TRANSFERS

C102

154 SF

DATA / FUELMANAGEMENT

C111

2,020 SF

DAYCLEAN/HANDWASH AREA

C120

30'-0"8'-0"

12'-0"8'-0"

12'-0"6'-0"

12'-0"6'-0"

278 SF

VACUUM

C100

211 SF

LUBE / COMP

C101

257 SF

SUPERVISOR

C112

3,584 SF

CNG EQ. YARD

C1132,450 SF

ADDITIONALCNG YARD

C114

1,205 SF

WASHEQUIPMENT

C117

483 SF

ELECTRICALROOM

C115

1,996 SF

VEHICLE WASHBAY

C119

232 SF

CNG SHOP

C116

1,997 SF

DAYCLEAN/HANDWASH AREA

(FUTURE WASHBAY)

C118

10'-0"10'-0"

10'-0"10'-0"

98'-8" 110'-0"

20'-0"

220 SF

WOMENS

C105

212 SF

MENS

C106

77 SF

CUST.

C107

3'-1"6'-0"

LAU

ND

RY

C104

228 SF

BREAK ROOM

C108191 SF

BIKES

C110

251 SF

ELECTRICALROOM

C109

FUEL 1

FUEL 2

FUEL 3

WA

SH

EQ

UIP

ME

NT


3/31/2014

FUEL AND WASH BUILDING 8'2' 16' 32'

3/20/2014

1

GOLD COAST TRANSITADMINISTRATION AND OPERATIONS FACILITYADMINISTRATION AND OPERATIONS FACILITY

3/20/2014

2

AREA

3/20/2014

3

Agricultural RegionAgricultural Region

The site is in a zone between built development and agriculture

3/20/2014

4

SITE

3/20/2014

5

SITE

3/20/2014

6

3/20/2014

7

NE

REST OF YEARW

PREVAILING WINDS

3/20/2014

8

SUN ANGLESMAR 21, 2014

3/20/2014

9

INSPIRATION

3/20/2014

10

LANDSCAPE = FOUNDATION FOR SUCCESS

3/20/2014

11

BOLD COLOR

FUNCTIONALORGANIZATION

3/20/2014

12

BOLD COLOR

FUNCTIONALORGANIZATION

3/20/2014

13

HISTORICAL IMAGERY

3/20/2014

14

REGION + CULTURE

GROWTH + PROSPERITY

3/20/2014

15

SITE PLAN

3/20/2014

16

FUELFUEL

WASH BUS PARKING

NON‐REV PARKINGSERVICE PARKING

MAINTENANCE

ADMIN/OPERATIONS

VISITIOR PARKING

EMPLOYEE PARKING

3/20/2014

17

BUILDING PLANS

3/20/2014

18

FUEL

WASH

FUEL

BUS PARKING

MAINTENANCENON‐REV PARKINGSERVICE PARKING

ADMIN/OPERATIONS

VISITIOR PARKING

EMPLOYEE PARKING

3/20/2014

19

FUEL

WASH

FUEL

MAINTENANCE

ADMIN/OPERATIONS

3/20/2014

20

LEVEL 2

ADMIN/OPERATIONS

LEVEL 1

3/20/2014

21

FUEL

WASH

FUEL

MAINTENANCE

ADMIN/OPERATIONS

3/20/2014

22

FUEL

WASH

FUEL

MAINTENANCE

ADMIN/OPERATIONS

3/20/2014

23

MAINTENANCE

LEVEL 1

3/20/2014

24

MAINTENANCELEVEL 1 SOUTH

3/20/2014

25

MAINTENANCELEVEL 2 MEZZANINE SOUTH

3/20/2014

26

MAINTENANCE

LEVEL 1NORTH

3/20/2014

27

MAINTENANCE

LEVEL 2 MEZZANINE NORTH

3/20/2014

28

FUEL

WASH

FUEL

MAINTENANCE

ADMIN/OPERATIONS

3/20/2014

29

FUEL

WASH

FUEL

MAINTENANCE

ADMIN/OPERATIONS

3/20/2014

30

FUEL / WASH

3/20/2014

31

FUEL / WASH

3/20/2014

32

FUEL / WASH

3/20/2014

33

DESIGN FEATURES

3/20/2014

34

BIOSWALE / BIOFILTRATION

PLANTERS AT PARKING EDGES

3/20/2014

35

MATERIALS

3/20/2014

36

MATERIALS

3/20/2014

37

MATERIALSMASONRY

3/20/2014

38

MATERIALS

3/20/2014

39

MATERIALSPOLYCARBPANELS

3/20/2014

40

MATERIALS

3/20/2014

41

MATERIALSSCREENS

3/20/2014

42

MATERIALS

3/20/2014

43

MATERIALSMETALPANEL

3/20/2014

44

MATERIALS

3/20/2014

45

MATERIALSCONCRETE

3/20/2014

46

MASONRYPOLYCARBPANELS SCREENS

METALPANEL CONCRETE

3/20/2014

47

OPTION ONE

3/20/2014

48

OPTION ONE

Maintenance45,800 sq.ft.

Admin/OPS25,800 sq.ft.

3/20/2014

49

OPTION ONE

3/20/2014

50

OPTION ONE

MASONRYSCREENSSTUCCO

3/20/2014

51

OPTION ONE

3/20/2014

52

OPTION ONE

MASONRYMETALPANEL

3/20/2014

53

OPTION ONE

MASONRY

3/20/2014

54

OPTION ONE

MASONRY

COLORMETAL ACCENT

3/20/2014

55

OPTION ONE

3/20/2014

56

OPTION ONE

3/20/2014

57

OPTION ONE

SCREENS

3/20/2014

58

OPTION TWO

3/20/2014

59

OPTION TWO



3/20/2014

60

OPTION TWO

3/20/2014

61

OPTION TWO

MASONRYSCREENSMETALPANEL CONCRETESTUCCO

3/20/2014

62

OPTION TWO

3/20/2014

63

OPTION TWO

METALPANEL CONCRETE

3/20/2014

64

OPTION TWO

METALPANEL CONCRETE

3/20/2014

65

OPTION TWO

COLORMETAL ACCENT CONCRETE

3/20/2014

66

OPTION TWO

3/20/2014

67

OPTION TWO

3/20/2014

68

OPTION TWO

3/20/2014

69

OPTION THREE

3/20/2014

70

OPTION THREE



3/20/2014

71

OPTION THREE

3/20/2014

72

OPTION THREE

MASONRYMETALPANEL SCREENSMETALPANELSTUCCO

3/20/2014

73

OPTION THREE

3/20/2014

74

OPTION THREE

MASONRY

3/20/2014

75

OPTION THREE

METALPANEL MASONRY

3/20/2014

76

OPTION THREE

COLORMETAL ACCENT

3/20/2014

77

OPTION THREE

3/20/2014

78

OPTION THREE

3/20/2014

79

OPTION THREE

3/20/2014

80

QUESTIONS?

Ambient Energy Page 1 of 14 3/24/2014

LEED BD+C: New Construction and Major Renovation v4Gold Coast TransitDate Registered: TBDDate Updated: 3/21/14Goal: Silver

Indicates Regional Priority Credit Indicates Exemplary Performace AvailableYes Strong ? Weak ? No N/A

50 24 19 15 2 Project Totals (pre-certification estimates)

Certified 40-49 Silver 50-59 points Gold 60-79 points Platinum 80-110 points

d = Design Submittal c = Construction Submittal

Project Information (PI) - required

Y PIF 1Minimum Program Requirements (P)

Verify that the project meets all of the LEED for New Construction Minimum Program Requirements. N/A

Y PIF 2

Project Summary Details (P)

Provide building area and site characteristics information, energy and water source information, project budget and cost information, and historic project information. N/A

Y PIF 3Occupant and Usage Data (P)

Provide building space usage and occupancy information. N/A

Y PIF 4Schedule and Overview Documents (P)

Provide project schedule information and upload representative project photos and drawings. N/A

1 Integrative Process (IP) - 1 Point Available

1 IPc1

Integrative Process (1)

Beginning in pre-design and continuing throughout the design phases, identify and use opportunities to achieve synergies across disciplines and building energy and water related systems. Perform a preliminary “simple box” energy modeling analysis before the completion of schematic design that explores how to reduce energy loads in the building and accomplish related sustainability goals by questioning default assumptions. Perform a preliminary water budget analysis before the completion of schematic design that explores how to reduce potable water loads in the building and accomplish related sustainability goals. Use the analyses to inform the owner’s project requirements (OPR), basis of design (BOD), design documents, and construction documents.

d

3 2 3 8 Location and Transportation (LT) - 16 Points Available

0 LTc1

LEED for Neighborhood Development Location (8-16)Certified - 8, Silver - 10, Gold - 12, Platinum 16

Locate the project within the boundary of a development certified under LEED for Neighborhood Development (Stage 2 or Stage 3 under the Pilot or 2009 rating systems, Certified Plan or Certified Project under the LEED v4 rating system). Projects attempting this credit are not eligible to earn points under other Location and Transportation credits.

d

1 LTc2

Sensitive Land Protection (1)

OPTION 1: Locate the development footprint on land that has been previously developed. OPTION 2: Locate the development footprint on land that has been previously developed or that does not meet the following criteria for sensitive land: 1) Prime farmland 2) Floodplain 3) Land that is specifically identified as habitat for threatened or endangered species 4) Within 100 feet of any wetlands 5) Previously undeveloped land that is within 50 feet of a water body.

d

Current Yes's = silver rating



2 LTc3

High Priority Site (1-2)

OPTION 1: Historic District (1 point): Locate the project on an infill location in a historic district. OR OPTION 2: Priority Designation (1 point): Locate the project on site meeting one of the following criteria: 1) Listed by the EPA National Priorities List 2) Federal Empowerment Zone site 3) Federal Enterprise Community site 4) Federal Renewal Community site 5) Department of the Treasury Community Development Financial Institutions Fund Qualified Low-Income Community 6) U.S. Department of Housing and Urban Development’s Qualified Census Tract (QCT) or Difficult Development Area (DDA) OR OPTION 3 Brownfield Remediation (2 points): Locate and perform remediation on a brownfield where soil or groundwater contamination has been identified, and where the local, state, or national authority (whichever has jurisdiction).

d

1 1 3 LTc4

Surrounding Density and Diverse Uses (2-5)

OPTION 1: Surrounding Density (2-3 points): Locate on a site whose surrounding existing density within a ¼-mile radius of the project boundary meets:- Combined density (sq. ft. per acre of buildable land) of 22,000 or residential density of 7 and non-residential density of 0.5 FAR (2 points)- Combined density (sq. ft. per acre of buildable land) of 35,000 or residential density of 12 and non-residential density of 0.8 FAR (3 points)AND/OR OPTION 2: Construct or renovate a building or a space within a building such that the building’s main entrance is within a ½-mile walking distance of the main entrance of four to seven (1 point) or eight or more (2 points) existing and publicly available diverse uses. The counted uses must represent at least three of the five categories (exclusive of the building’s primary use ) - food retail, community-serving retail, services, civic and community facilities and community anchor uses. No more than two uses in each use type may be counted.

d

5 LTc5

Access to Quality Transit (1-5)

Locate any functional entry of the project within a ¼-mile walking distance of existing or planned bus, streetcar, or rideshare stops, or within a ½-mile walking distance of existing or planned bus rapid transit stops, light or heavy rail stations, commuter rail stations or ferry terminals. The transit service at those stops and stations in aggregate must meet the minimums:For multiple transit types: - Weekday trips 72 and weekend trips 40 - 1 point, - Weekday trips 144 and weekend trips 108 - 3 points - Weekday trips 360 and weekend trips 216 - 5 points.For Commuter rail or Ferry service only: - Weekday trips 24 and weekend trips 6 - 1 point - Weekday trips 40 and weekend trips 8 - 2 points - Weekday trips 60 and weekend trips 12 - 3 points.

Projects served by two or more transit routes such that no one route provides more than 60% of the prescribed levels may earn one additional point, up to the maximum number of points.

d

1 LTc6

Bicycle Facilities (1)

Design or locate the project such that a functional entry and/or bicycle storage is within 200-yards walking distance or bicycling distance from a bicycle network that connects to at least one of the following: - At least 10 diverse uses or a school or employment center, if the project total floor area is 50% or more residential - Bus rapid transit stop, light or heavy rail station, commuter rail station, or ferry terminal. All destinations must be within a 3-mile bicycling distance of the project boundary. CASE 1. Commercial or Institutional Projects: Provide short-term bicycle storage for at least 2.5% of all peak visitors, but no fewer than four storage spaces per building. Provide long-term bicycle storage for at least 5% of all regular building occupants, but no fewer than four storage spaces per building in addition to the short-term bicycle storage spaces. Provide at least one on-site shower with changing facility for the first 100 regular building occupants and one additional shower for every 150 regular building occupants thereafter. CASE 2. Residential Projects: Provide short-term bicycle storage for at least 2.5% of all peak visitors but no fewer than four storage spaces per building. Provide long-term bicycle storage for at least 30% of all regular building occupants, but no less than one storage space per residential unit in addition to the short-term bicycle storage spaces. CASE 3. Mixed-use Projects: Meet the Case 1 and Case 2 storage requirements for the nonresidential and residential portions of the project, respectively. Short-term bicycle storage must be within 100 feet walking distance of any main entrance. Long-term bicycle storage must be within 100 feet walking distance of any functional entry.

d



1 LTc7

Reduced Parking Footprint (1)

Do not exceed the minimum local code requirements for parking capacity and provide parking capacity that is a percentage reduction below the base ratios recommended by the Parking Consultants Council, as shown in the Institute of Transportation Engineers’ Transportation Planning Handbook, 3rd edition, Tables 18-2 through 18-4. CASE 1. Baseline Location: Projects that have not earned points under LT Credit Surrounding Density and Diverse Uses or LT Credit Access to Quality Transit must achieve a 20% reduction from the base ratios. CASE 2. Dense and/or Transit-served Location: Projects earning 1 or more points under either LT Credit Surrounding Density and Diverse Uses or LT Credit Access to Quality Transit must achieve a 40% reduction from the base ratios.Calculations must include all existing and new off-street parking spaces that are leased or owned by the project, including parking that is outside the project boundary but is used by the project. On-street parking in public rights-of-way is excluded from these calculations. Provide preferred parking for carpools for 5% of the total parking spaces after reductions are made from the base ratios. Preferred parking is not required if no off-street parking is provided. Parking spaces for fleet and inventory vehicles are excluded unless these vehicles are regularly used by employees for commuting as well as business purposes.

d

1 LTc8

Green Vehicles (1)

Designate, clearly identify and enforce 5% of all parking spaces used by the project as preferred parking for green vehicles. Distribute preferred parking spaces proportionally among various parking sections. Green vehicles must achieve a minimum green score of 45 on the American Council for an Energy Efficient Economy (ACEEE) annual vehicle rating guide. A discounted parking rate of at least 20% for green vehicles is an acceptable substitute for preferred parking spaces. The discounted rate must be publicly posted at the entrance of the parking area and permanently available to every qualifying vehicle. In addition to preferred parking for green vehicles, meet one of the following: OPTION 1: Electric Vehicle Charging: Install electrical vehicle supply equipment (EVSE) in 2% of all parking spaces used by the project separate from preferred parking for green vehicles. The EVSE must be Level 2 charging capacity or greater, comply with relevant regional or local standard for electrical connectors, be networked or internet addressable and be capable of participating in a demand-response program or time-of-use pricing to encourage off-peak charging. OR OPTION 2: Liquid, Gas, or Battery Facilities: Install liquid or gas alternative fuel fueling facilities or a battery switching station capable of refueling a number of vehicles per day equal to at least 2% of all parking spaces.

d

9 1 Sustainable Sites (SS) - 10 Points Available

Y SSp1

Construction Activity Pollution Prevention (P)

Create and implement an erosion and sedimentation control plan for all construction activities associated with the project describing the measures implemented. The plan must conform to the erosion and sedimentation requirements of the 2012 U.S. Environmental Protection Agency (EPA) Construction General Permit (CGP) or local equivalent, whichever is more stringent. Projects must apply the CGP regardless of size.

c

1 SSc1

Site Assessment (1)

Complete and document a site survey or assessment that includes the following information: 1) Topography 2) Hydrology 3) Climate 4) Vegetation 5) Soils 6) Human use and 7) Human Health Effects. The survey or assessment should demonstrate the relationships between the site features and topics listed above and how these features influenced the project design and reasons for not addressing any of those topics.

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2 SSc2

Site Development - Protect or Restore Habitat (1-2)

OPTION 1: On-site Restoration (2 points): Using native or adapted vegetation, restore 30% (including the building footprint) of all portions of the site identified as previously developed. Projects that achieve a density of 1.5 floor-area ratio (FAR) may include vegetated roof surfaces in this calculation if the plants are native or adapted, provide habitat, and promote biodiversity. Restore all disturbed or compacted soils that will be revegetated within the project’s development footprint to meet the following requirements: 1) Soils (imported and in situ) must be reused for functions comparable to their original function 2) Imported topsoils or soil blends designed to serve as topsoil may not include soils defined regionally by the Natural Resources Conservation Service web soil survey as prime farmland, unique farmland, or farmland of statewide or local importance or soils from other greenfield sites, unless those soils are a byproduct of a construction process 3) Restored soil must meet the criteria of reference soils in organic matter, compaction, infiltration rates and soil biological function or soil chemical characteristics. Exclude vegetated landscape areas that are constructed to accommodate rainwater infiltration from the vegetation and soils requirements, provided all such rainwater infiltration areas are treated consistently with SS Credit Rainwater Management OPTION 2: Financial Support (1 point): Provide financial support equivalent to at least $0.40 per square foot for the total site area (including the building footprint). Financial support must be provided to a nationally or locally recognized land trust or conservation organization accredited by the Land Trust Alliance within the same EPA Level III ecoregion or the project’s state.

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1 SSc3

Open Space (1)

Provide outdoor space greater than or equal to 30% of the total site area (including building footprint). A minimum of 25% of that outdoor space must be vegetated (turf grass does not count as vegetation) or have overhead vegetated canopy. The outdoor space must be physically accessible and be one or more of the following: 1) a pedestrian-oriented paving or turf area with physical site elements that accommodate outdoor social activities 2) a recreation-oriented paving or turf area with physical site elements that encourage physical activity 3) a garden space with a diversity of vegetation types and species that provide opportunities for year-round visual interest 4) a garden space dedicated to community gardens or urban food production 5) preserved or created habitat that meets the criteria of SS Credit 2 Site Development—Protect or Restore Habitat and also includes elements of human interaction. For projects that achieve a density of 1.5 floor-area ratio (FAR), and are physically accessible, extensive or intensive vegetated roofs can be used toward the minimum 25% vegetation requirement, and qualifying roof-based physically accessible paving areas can be used toward credit compliance. Wetlands or naturally designed ponds may count as open space if the side slope gradients average 1:4 (vertical: horizontal) or less and are vegetated.

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3 SSc4

Rainwater Management (2-3)

OPTION 1: Percentile of Rainfall Events:- PATH 1. 95th Percentile (2 points): Manage on site the runoff from the developed site for the 95th percentile of regional or local rainfall events using low-impact development (LID) and green infrastructure. OR- PATH 2. 98th percentile (3 points): Manage on site the runoff from the developed site for the 98th percentile of regional or local rainfall events using (LID) and green infrastructure. OR- PATH 3. 85th Percentile (3 points) Only for zero lot line projects in urban areas with a minimum density of 1.5FAR: Manage on site the runoff from the developed site for the 85th percentile of regional or local rainfall events, using LID and green infrastructure. OPTION 2: Natural Land Cover Conditions (3 points): Manage on site the annual increase in runoff volume from the natural land cover condition to the post developed condition.

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2 SSc5

Heat Island Reduction (1-2)

OPTION 1: Nonroof and Roof (2 points): Meet the following criteria: (Area of SRI NonRoof Measures / 0.5) + (Area of High-Reflectance Roof / 0.75) + (Area of Vegetated Roof / 0.75) >= Total Site Paving Area + Total Roof Area. Alternatively, use an SRI and SR weighted average approach. Use any combination of the following strategies: - Provide shade from existing tree canopy or within ten years of landscape installation; landscaping (trees) must be in place at the time of occupancy permit and cannot include artificial turf. - Provide shade from structures covered by solar panels that produce energy used to offset some non-renewable resource use.- Provide shade from architectural devices or structures or use paving material that have a three-year aged solar reflectance (SR) of at least 0.28. If three-year aged value is not available, use materials with an initial SR of at least 0.33 at installation.- Provide shade with vegetated structures.- Use an open-grid pavement system (at least 50% unbound)- Use roofing materials having a Solar Reflectance Index (SRI) equal to or greater than: For Low-sloped <=2:12 Initial SRI 82, three-year aged SRI 64; Steep sloped >2:12 Initial SRI 39, three-year aged SRI 32- Install a vegetated roof OR OPTION 2: Parking under Cover (1 point): Place a minimum of 75% of parking spaces under cover. Any roof used to shade or cover parking must (1) have a three-year aged SRI of at least 32 (if three-year aged value information is not available, materials should have an initial SRI of at least 39 at installation), (2) be a vegetated roof, or (3) be covered by energy generation systems, such as solar thermal collectors, photovoltaics, and wind turbines.

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1 SSc6

Light Pollution Reduction (1)

Meet uplight and light trespass requirements, using either the backlight-uplight-glare (BUG) method (Option 1) or the calculation method (Option 2). Projects may use different options for uplight and light trespass.UPLIGHT: OPTION 1: Bug Rating Method: Do not exceed the luminaire uplight ratings, based on the specific light source installed in the luminaire, as defined in IES TM-15-11, Addendum A. OR OPTION 2: Calculation Method: Do not exceed maximum allowed percentages of total lumens emitted above horizontal depending on MLO Lighting Zone.ANDLIGHT TRESPASS: OPTION 1: Bug Rating Method: Do not exceed the luminaire backlight and glare ratings (based on the specific light source installed in the luminaire), as defined in IES TM-15-11, Addendum A, based on the mounting location and distance from the lighting boundary. OR OPTION 2: Calculation Method: Do not exceed the vertical illuminances at the lighting boundary as listed in the BD+C Reference Guide. Calculation points may be no more than 5 feet apart. Vertical illuminances must be calculated on vertical planes running parallel to the lighting boundary, with the normal to each plane oriented toward the property and perpendicular to the lighting boundary, extending from grade level to 33 feet above the height of the highest luminaire. ANDINTERNALLY ILLUMINATED EXTERIOR SIGNAGE: Do not exceed a luminance of 200 cd/m2 during nighttime hours and 2000 cd/m2 during daytime hours.

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7 2 2 Water Efficiency (WE) - 11 Points Available

Y WEp1

Outdoor Water Use Reduction, 30% (P)

Reduce outdoor water use through one of the options: OPTION 1: No Irrigation Required: Landscape does not require a permanent irrigation system beyond a maximum two-year establishment period. OR OPTION 2: Reduced Irrigation: Reduce the project’s landscape water requirement by at least 30% from the calculated baseline for the site’s peak watering month. Reductions must be achieved through plant species selection and irrigation system efficiency, as calculated by the Environmental Protection Agency (EPA) WaterSense Water Budget Tool.Nonvegetated surfaces, such as permeable or impermeable pavement, should be excluded from landscape area calculations. Athletic fields and playgrounds (if vegetated) and food gardens may be included or excluded.

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Y WEp2

Indoor Water Use Reduction, 20% (P)

Reduce aggregate water consumption by 20% from the baseline as calculated per the requirements listed in the BD+C Reference Guide. All newly installed toilets, urinals, private lavatory faucets, and showerheads that are eligible for labeling must be WaterSense labeled. Install appliances, equipment, and processes within the project scope that meet the requirements as listed in the BD+C Reference Guide. No once-through cooling with potable water for any equipment or appliances that reject heat is allowed. Calculations are based on estimated occupant usage and shall include only the following fixtures and fixture fittings (as applicable to the project scope): water closets, urinals, lavatory faucets, showers and kitchen sinks. Prescriptive approach is acceptable for prerequisite compliance.

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Y WEp3

Building-level Water Metering (P)

Install permanent water meters that measure the total potable water use for the building and associated grounds. Meter data must be compiled into monthly and annual summaries; meter readings can be manual or automated. Commit to sharing with USGBC the resulting whole-project water usage data for a five-year period beginning on the date the project accepts LEED certification or typical occupancy, whichever comes first.

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1 1 WEc1

Outdoor Water Use Reduction (1-2)

Reduce outdoor water use through one of the following options: OPTION 1: No Irrigation Required (2 points) : Landscape does not require a permanent irrigation system beyond a maximum two-year establishment period. OR OPTION 2: Reduced Irrigation (1-2 points): Reduce the project’s landscape water requirement by at least 50% (1 point) or 100% (2 points) from the calculated baseline for the site’s peak watering month. Reductions must be achieved through plant species selection and irrigation system efficiency, as calculated by the Environmental Protection Agency (EPA) WaterSense Water Budget Tool. Reductions beyond 30% may be achieved using any combination of efficiency, alternative water sources, and smart scheduling technologies. Nonvegetated surfaces, such as permeable or impermeable pavement, should be excluded from landscape area calculations. Athletic fields and playgrounds (if vegetated) and food gardens may be included or excluded.

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5 1 WEc2

Indoor Water Use Reduction (1-6)25% - 1 point, 30% - 2 points, 35% - 3 points, 40% - 4 points, 45% - 5 points, 50% - 6 points

Employ strategies that in aggregate use 25 to 50% less water than the water use baseline calculated for the building in WEp1. Potable water savings can be earned above the prerequisite level using alternative water sources. All fixtures and fittings necessary to meet the needs of the occupants even if outside the project boundary must be included in the calculations.

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2 WEc3

Cooling Tower Water Use (1-2)

For cooling towers and evaporative condensers, conduct a one-time potable water analysis, measuring at least the five control parameters: Ca (as CaCO3), Total alkalinity, SiO2, Cl and Conductivity. Calculate the number of cooling tower cycles by dividing the maximum allowed concentration level of each parameter by the actual concentration level of each parameter found in the potable makeup water and limit cooling tower cycles to avoid exceeding maximum values for any of these parameters. (Maximum number of cycles achieved without exceeding any filtration levels or affecting operation of condenser water system (up to maximum of 10 cycles) - 1 point; Achieve a minimum 10 cycles by increasing the level of treatment in condenser or make-up water OR Achieve the number of cycles for 1 point and use a minimum 20% recycled nonpotable water - 2 points)

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1 WEc4

Water Metering (1)

Install permanent water meters for two or more of the following water subsystems, as applicable to the project:1) Irrigation - Meter water systems serving at least 80% of the irrigated landscaped area.2) Indoor plumbing fixtures and fittings - Meter water systems serving at least 80% of the indoor fixtures and fitting described in WE Prerequisite Indoor Water Use Reduction, either directly or by deducting all other measured water use from the measured total water consumption of the building and grounds.3) Domestic hot water - Meter water use of at least 80% of the installed domestic hot water heating capacity (including both tanks and on-demand heaters).4) Boiler with aggregate projected annual water use of 100,000 gallons or more, or boiler of more than 500,000 BtuH - A single makeup meter may record flows for multiple boilers.5) Reclaimed water - Meter reclaimed water, regardless of rate. A reclaimed water system with a makeup water connection must also be metered.6) Other process water - Meter at least 80% of expected daily water consumption for process end uses, such as humidification systems, dishwashers, clothes washers, pools, and other subsystems using process water.

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8 11 14 Energy & Atmosphere (EA) - 33 Points Available

Y EAp1

Fundamental Commissioning and Verification (P)

Complete the following commissioning (Cx) process activities for mechanical, electrical, plumbing, and renewable energy systems and assemblies, in accordance with ASHRAE Guideline 0-2005 and ASHRAE Guideline 1.1-2007 for HVAC&R systems, as they relate to energy, water, indoor environmental quality, and durability.Requirements for exterior enclosures are limited to inclusion in the owner’s project requirements (OPR) and basis of design (BOD), as well as the review of the OPR, BOD and project design. NIBS Guideline 3-2012 for Exterior Enclosures provides additional guidance.

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Y EAp2

Minimum Energy Performance (P)

OPTION 1: Whole Building Simulation: Demonstrate an improvement of 5% for new construction, 3% for major renovations, or 2% for core and shell projects in the proposed building performance rating compared with the baseline building performance rating. Calculate the baseline building performance according to ANSI/ASHRAE/IESNA Standard 90.1–2010, Appendix G, with errata (or a USGBC-approved equivalent standard for projects outside the U.S.), using a simulation model. OPTION 2: Prescriptive Compliance, ASHRAE 50% Advanced Energy Design Guide: Comply with the mandatory and prescriptive provisions of ANSI/ASHRAE/IESNA Standard 90.1–2010, with errata (or a USGBC-approved equivalent standard for projects outside the U.S.). Comply with the HVAC and service water heating requirements, including equipment efficiency, economizers, ventilation, and ducts and dampers, in Chapter 4, Design Strategies and Recommendations by Climate Zone, for the appropriate ASHRAE 50% Advanced Energy Design Guide and climate zone. OPTION 3: Prescriptive Compliance, Advanced Buildings Core Performance Guide: Comply with the mandatory and prescriptive provisions of ANSI/ASHRAE/IESNA Standard 90.1-2010, with errata (or USGBC approved equivalent standard for projects outside the U.S.). Comply with Section 1: Design Process Strategies, Section 2: Core Performance Requirements, and the following three strategies from Section 3: Enhanced Performance Strategies, as applicable. Where standards conflict, follow the more stringent of the two. For projects outside the U.S., consult ASHRAE/ASHRAE/IESNA Standard 90.1-2010, Appendixes B and D, to determine the appropriate climate zone.

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Y EAp3

Building-Level Energy Metering (P)

Install new or use existing building-level energy meters, or submeters that can be aggregated to provide building level data representing total building energy consumption (electricity, natural gas, chilled water, steam, fuel oil, propane, biomass, etc.). Utility-owned meters capable of aggregating building-level resource use are acceptable.

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Y EAp4

Fundamental Refrigerant Management (P)

Do not use chlorofluorocarbon (CFC)-based refrigerants in new heating, ventilating, air-conditioning, and refrigeration (HVAC&R) systems. When reusing existing HVAC&R equipment, complete a comprehensive CFC phase-out conversion before project completion. Phase-out plans extending beyond the project completion date will be considered on their merits. Existing small HVAC&R units (defined as containing less than 0.5 pound of refrigerant) and other equipment, such as standard refrigerators, small water coolers, and any other equipment that contains less than 0.5 pound of refrigerant, are exempt.

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6 EAc1

Enhanced Commissioning (6)

Implement, or have in place a contract to implement, commissioning process activities in addition to those required under EA Prerequisite Fundamental Commissioning and Verification as identified in the BD+C Reference Guide.

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6 4 8 EAc2

Optimize Energy Performance (1-18)NEW BUILDING Points: 6%- 1; 8%- 2; 10%- 3; 12%- 4; 14%- 5; 16%- 6; 18%- 7; 20%- 8; 22%- 9; 24%- 10, 26%- 11, 29%- 12, 32%- 13, 35%- 14, 38%- 15, 42%- 16, 46%- 17, 50%- 18.MAJOR RENOVATION Points: 4%- 1; 6%- 2; 8%- 3; 10%- 4; 12%- 5; 14%- 6; 16%- 7; 18%- 8; 20%- 9; 22%- 10, 24%- 11, 27%- 12, 30%- 13, 33%- 14, 36%- 15, 40%- 16, 44%- 17, 48%- 18.

OPTION 1: Whole Building Energy Simulation: Follow the criteria in EA Prerequisite Minimum Energy Performance to demonstrate a percentage improvement in the proposed building performance rating compared with the baseline. OR OPTION 2: Prescriptive compliance: ASHRAE Advanced Energy Design Guide (1–6 points)To be eligible for Option 2, projects must use Option 2 in EA Prerequisite Minimum Energy Performance. Implement and document compliance with the applicable recommendations and standards in Chapter 4, Design Strategies and Recommendations by Climate Zone, for the appropriate ASHRAE 50% Advanced Energy Design Guide and climate zone.

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1 EAc3

Advanced Energy Metering (1)

Install advanced energy metering for the following:- all whole-building energy sources used by the building; and- any individual energy end uses that represent 10% or more of the total annual consumption of the building.

The advanced energy metering must have the following characteristics:- Meters must be permanently installed, record at intervals of one hour or less, and transmit data to a remote location.- Electricity meters must record both consumption and demand. Whole-building electricity meters should record the power factor, if appropriate.- The data collection system must use a local area network, building automation system, wireless network, or comparable communication infrastructure.- The system must be capable of storing all meter data for at least 36 months.- The data must be remotely accessible.- All meters in the system must be capable of reporting hourly, daily, monthly, and annual energy use.

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2 EAc4

Demand Response (1-2)

Case 1. Demand Response Program Available (2 points)- Participate in an existing demand response (DR) program and complete the following activities. Design a system with the capability for real-time, fully-automated DR based on external initiation by a DR Program Provider. Semi-automated DR may be utilized in practice.- Enroll in a minimum one-year DR participation amount contractual commitment with a qualified DR program provider, with the intention of multiyear renewal, for at least 10% of the estimated peak electricity demand. Peak demand is determined under EA Prerequisite Minimum Energy Performance.- Develop a comprehensive plan for meeting the contractual commitment during a Demand Response event.- Include the DR processes in the scope of work for the commissioning authority, including participation in at least one full test of the DR plan.

Case 2. Demand Response Program Not Available (1 point)Provide infrastructure to take advantage of future demand response programs or dynamic, real-time pricing programs and complete the following activities.- Install interval recording meters with communications and ability for the building automation system to accept an external price or control signal.- Develop a comprehensive plan for shedding at least 10% of building estimated peak electricity demand. Peak demand is determined under EA Prerequisite Minimum Energy Performance.- Include the DR processes in the scope of work for the commissioning authority, including participation in at least one full test of the DR plan.- Contact local utility representatives to discuss participation in future DR programs.

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3 EAc5

Renewable Energy Production (1-3)1%-1; 5%-2; 10%-3

Use on-site renewable energy systems to offset building energy cost. Calculate the percentage of renewable energy with the following equation: % renewable energy = Equivalent cost of usable energy produced by the renewable energy system / Total building annual energy cost

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1 EAc4

Enhanced Refrigerant Management (1)

OPTION 1: No refrigerants or low-impact refrigerants:Do not use refrigerants, or use only refrigerants (naturally occurring or synthetic) that have an ozone depletion potential (ODP) of zero and a global warming potential (GWP) of less than 50.OR OPTION 2: Calculation of refrigerant impactSelect refrigerants that are used in heating, ventilating, air-conditioning, and refrigeration (HVAC&R) equipment to minimize or eliminate the emission of compounds that contribute to ozone depletion and climate change. The combination of all new and existing base building and tenant HVAC&R equipment that serve the project must comply with the formula found in the BD+C Reference Guide.

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2 EAc6

Green Power and Carbon Offsets (1-2)50% - 1; 100% - 2

Engage in a contract for qualified resources that have come online since January 1, 2005, for a minimum of five years, to be delivered at least annually. The contract must specify the provision of at least 50% or 100% of the project’s energy from green power, carbon offsets, or renewable energy certificates (RECs). Green power and RECs must be Green-e Energy certified or the equivalent. RECs can only be used to mitigate the effects of Scope 2, electricity use. Carbon offsets may be used to mitigate Scope 1 or Scope 2 emissions on a metric ton of carbon dioxide– equivalent basis and must be Green-e Climate certified, or the equivalent. For U.S. projects, the offsets must be from greenhouse gas emissions reduction projects within the U.S. Determine the percentage of green power or offsets based on the quantity of energy consumed, not the cost.

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5 2 1 5 Materials & Resources (MR) - 13 Points Available

Y MRp1

Storage & Collection of Recyclables (P)

Provide dedicated areas accessible to waste haulers and building occupants for the collection and storage of recyclable materials for the entire building. Collection and storage areas may be separate locations. Recyclable materials must include mixed paper, corrugated cardboard, glass, plastics, and metals. Take appropriate measures for the safe collection, storage, and disposal of two of the following: batteries, mercury-containing lamps, and electronic waste.

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Y MRp2

Construction and Demolition Waste Management Planning (P)

Develop and implement a construction and demolition waste management plan:- Establish waste diversion goals for the project by identifying at least five materials (both structural and nonstructural) targeted for diversion. Approximate a percentage of the overall project waste that these materials represent.- Specify whether materials will be separated or commingled and describe the diversion strategies planned for the project. Describe where the material will be taken and how the recycling facility will process the material. Provide a final report detailing all major waste streams generated, including disposal and diversion rates. Alternative daily cover (ADC) does not qualify as material diverted from disposal. Land-clearing debris is not considered construction, demolition, or renovation waste that can contribute to waste diversion.

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5 MRc1

Building Life-Cycle Impact Reduction (2-5)

OPTION 1: Historic building reuse (5 points):Maintain the existing building structure, envelope, and interior nonstructural elements of a historic building or contributing building in a historic district.OR OPTION 2: Renovation of abandoned or blighted building (5 points)Maintain at least 50%, by surface area, of the existing building structure, enclosure, and interior structural elements for buildings that meet local criteria of abandoned or are considered blight.OR OPTION 3: Building and material reuse ( 2-4 points)Reuse or salvage building materials from off site or on site as a percentage of the surface area (25% - 2 points; 50% - 3 points; 75% - 4 points). Include structural elements (e.g., floors, roof decking), enclosure materials (e.g., skin, framing), and permanently installed interior elements (e.g., walls, doors, floor coverings, ceiling systems). Exclude from the calculation window assemblies and any hazardous materials that are remediated as a part of the project.OR OPTION 4: Whole-building life-cycle assessment (3 points)For new construction (buildings or portions of buildings), conduct a life-cycle assessment of the project’s structure and enclosure that demonstrates a minimum of 10% reduction, compared with a baseline building, in at least three of the six impact categories listed in the BD+C Reference Guide, one of which must be global warming potential. No impact category assessed as part of the life-cycle assessment may increase by more than 5% compared with the baseline building.

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1 1 MRc2

Building Product Disclosure and Optimization - Environmental Product Declarations (1-2)

OPTION 1: Environmental product declaration (EPD) (1 point)Use at least 20 different permanently installed products sourced from at least five different manufacturers that meet one of the disclosure criteria listed in the BD+C Reference Guide.AND/OR OPTION 2: Multi-attribute optimization (1 point)Use products that comply with one of the criteria listed in the BD+C Reference Guide for 50%, by cost, of the total value of permanently installed products in the project.

For credit achievement calculation, products sourced (extracted, manufactured, purchased) within 100 miles (160 km) of the project site are valued at 200% of their base contributing cost. Structure and enclosure materials may not constitute more than 30% of the value of compliant building products.

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1 1 MRc3

Building Product Disclosure and Optimization - Sourcing of Raw Materials (1-2)

OPTION 1: Raw material source and extraction reporting (1 point)Use at least 20 different permanently installed products from at least five different manufacturers that have publicly released a report from their raw material suppliers which include raw material supplier extraction locations, a commitment to long-term ecologically responsible land use, a commitment to reducing environmental harms from extraction and/or manufacturing processes, and a commitment to meeting applicable standards or programs voluntarily that address responsible sourcing criteria.AND/OR OPTION 2: Leadership extraction practices (1 point)Use products that meet at least one of the responsible extraction criteria below for at least 25%, by cost, of the totalvalue of permanently installed building products in the project: extended producer responsibility; bio-based materials (Sustainable Agriculture Network's Sustainable Agriculture Standard); FSC certified wood products; salvaged, refurbished or reused products; recycled content; other USGBC approved program.

For credit achievement calculation, products sourced (extracted, manufactured, purchased) within 100 miles (160 km) of the project site are valued at 200% of their base contributing cost. Structure and enclosure materials may not constitute more than 30% of the value of compliant building products.

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1 1 MRc4

Building Product Disclosure and Optimization - Material Ingredients (1-2)

OPTION 1: Material ingredient reporting (1 point)Use at least 20 different permanently installed products from at least five different manufacturers that use any of the following programs to demonstrate the chemical inventory of the product to at least 0.1% (1000 ppm): Manufacturer inventory of all ingredients; Health Product Declaration; Cradle to Cradle v2 Basic or v3 Bronze; or other USGBC approved program.AND/OR OPTION 2: Material ingredient optimization (1 point)Use products that document their material ingredient optimization using the paths below for at least 25%, by cost, of the total value of permanently installed products in the project: GreenScreen v1.2 Benchmark; Cradle to Cradle Certified; REACH Optimization; or other USGBC approved program.AND/OR OPTION 3: Product manufacturer supply chain optimization (1 point)Use building products for at least 25%, by cost, of the total value of permanently installed products in the project that are sourced from product manufacturers with supply chain optimization as described in the BD+C Reference Guide.

For credit achievement calculation for options 2 and 3, products sourced (extracted, manufactured, purchased) within 100 miles (160 km) of the project site are valued at 200% of their base contributing cost. For credit achievement calculation, the value of individual products compliant with either option 2 or 3 can be combined to reach the 25% threshold but products compliant with both option 2 and 3 may only be counted once. Structure and enclosure materials may not constitute more than 30% of the value of compliant building products.

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2 MRc5

Construction and Demolition Waste Management (1-2)

Recycle and/or salvage nonhazardous construction and demolition materials. Calculations can be by weight or volume but must be consistent throughout. OPTION 1: Diversion- Path 1: Divert 50% and three material streams (1 point) OR- Path 2: Divert 75% and four materials streams (2 points) OPTION 2: Reduction of total waste material (2 points): Do not generate more than 2.5 pounds of construction waste per square foot of the building’s floor area.

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8 6 2 Indoor Environmental Quality (IEQ) - 16 Points Available

Y IEQp1

Minimum Indoor Air Quality Performance (P)

Meet the requirements for both ventilation and monitoring.

VENTILATION CASE 1. Mechanically Ventilated Spaces:- OPTION 1: Meet ASHRAE Standard 62.1–2010, Sections 4–7 (with errata), or a local equivalent, whichever is more stringent.- OPTION 2: CEN Standards EN 15251–2007 and EN 13779–2007 CASE 2. Naturally Ventilated Spaces: Determine the minimum outdoor air opening and space configuration requirements using the natural ventilation procedure from ASHRAE Standard 62.1–2010 or a local equivalent, whichever is more stringent.All SpacesThe indoor air quality procedure defined in ASHRAE Standard 62.1–2010 may not be used to comply with thisprerequisite.

MONITORING CASE 1. Mechanically Ventilated Spaces: Monitor outdoor air intake flow as follows:- For VAV systems, provide a direct outdoor airflow measurement device capable of measuring the minimum outdoor air intake flow.- For constant-volume systems, balance outdoor airflow to the design minimum outdoor airflow rate defined by ASHRAE Standard 62.1–2010 (with errata), or higher. Install a current transducer on the supply fan, an airflow switch, or similar monitoring device. CASE 2. Naturally Ventilated Spaces: Comply with at least one of the following strategies:- Provide a direct exhaust airflow measurement device capable of measuring the exhaust airflow.- Provide automatic indication devices on all natural ventilation openings intended to meet the minimum opening requirements.- Monitor carbon dioxide (CO2) concentrations within each thermal zone.

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Y IEQp2

Environmental Tobacco Smoke (ETS) Control (P)

Case 1: Prohibit smoking inside the building. Prohibit smoking outside except in designated smoking areas located at least 25 feet (7.5 meters) from all entries, outdoor air intakes, and operable windows. Also prohibit smoking outside the property line in spaces used for business purposes. Signage must be posted within 10 feet (3 meters) of all building entrances indicating the no-smoking policy. Case 2 Residential only:- OPTION 1: Meet requirements for Case 1.OR- OPTION 2: Prohibit smoking inside all common areas. The prohibition must be communicated in building rental or lease agreements or condo or coop association covenants and restrictions. Make provisions for enforcement.Prohibit smoking outside the building except in designated smoking areas located at least 25 feet (7.5 meters) from all entries, outdoor air intakes, and operable windows.Each unit must be compartmentalized to prevent excessive leakage between units:- Weather-strip all exterior doors and operable windows in the residential units to minimize leakage from outdoors.- Weather-strip all doors leading from residential units into common hallways.- Minimize uncontrolled pathways for the transfer of smoke and other indoor air pollutants between residential units by sealing penetrations in the walls, ceilings, and floors and by sealing vertical chases adjacent to the units.- Demonstrate a maximum leakage of 0.23 cubic feet per minute per square foot of enclosure at 50 Pa.

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1 1 IEQc1

Enhanced Indoor Air Quality Strategies (1-2)

OPTION 1: Enhanced IAQ Strategies (1 point)Comply with the following requirements, as applicable.Mechanically ventilated spaces: entryway systems; interior cross-contamination prevention; and filtration.Naturally ventilated spaces: entryway systems; and natural ventilation design calculations.Mixed-mode systems: entryway systems; interior cross-contamination prevention; filtration; natural ventilation design calculations; and mixed-mode design calculations.OR OPTION 2: Additional Enhanced IAQ Strategies (1 point)Meet the requirements of Option 1 and comply with the following requirements, as applicable.Mechanically ventilated spaces (select one): exterior contamination prevention; increased ventilation; carbon dioxide monitoring; or additional source control and monitoring.Naturally ventilated spaces (select one): exterior contamination prevention; additional source control and monitoring; or natural ventilation room by room calculations.Mixed-mode systems (select one): exterior contamination prevention; increased ventilation; additional source control and monitoring; or natural ventilation room-by-room calculations.

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3 IEQc2

Low-Emitting Materials (1-3)

OPTION 1. Product Category Calculations:Achieve the threshold level of compliance with emissions and content standards for the number of product categories listed in the BD+C Reference Guide. (2 categories - 1 point; 4 categories - 2 points; 5 categories - 3 points). OPTION 2: Budget Calculation Method:If some products in a category do not meet the criteria, project teams may use the budget calculation method. (50-69% - 1 point; 70-89% - 2 points; 90-100% - 3 points).

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1 IEQc3

Construction Indoor Air Quality Management Plan (1)

Develop and implement an indoor air quality (IAQ) management plan for the construction and preoccupancy phases of the building. The plan must address all of the following:- During construction, meet or exceed all applicable recommended control measures of the Sheet Metal and Air Conditioning National Contractors Association (SMACNA) IAQ Guidelines for Occupied Buildings under Construction, 2nd edition, 2007, ANSI/SMACNA 008–2008, Chapter 3.- Protect absorptive materials stored on-site and installed from moisture damage.- Do not operate permanently installed air-handling equipment during construction unless filtration media with a minimum efficiency reporting value (MERV) of 8, as determined by ASHRAE 52.2–2007, with errata (or equivalent filtration media class of F5 or higher, as defined by CEN Standard EN 779–2002, Particulate Air Filters for General Ventilation, Determination of the Filtration Performance), are installed at each return air grille and return or transfer duct inlet opening such that there is no bypass around the filtration media. Immediately before occupancy,replace all filtration media with the final design filtration media, installed in accordance with the manufacturer’s recommendations.- Prohibit the use of tobacco products inside the building and within 25 feet (7.5 meters) of the building entrance during construction.

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2 IEQc4

Indoor Air Quality Assessment (1-2)

Select one of the following two options, to be implemented after construction ends and the building has been completely cleaned. All interior finishes, such as millwork, doors, paint, carpet, acoustic tiles, and movable furnishings (e.g., workstations, partitions), must be installed, and major VOC punch list items must be finished. The options cannot be combined.

OPTION 1: Flush-Out (1 point)PATH 1: Before occupancy: Install new filtration media and perform a building flush-out by supplying a total air volume of 14,000 cubic feet of outdoor air per square foot of gross floor area while maintaining an internal temperature of at least 60°F and no higher than 80°F and relative humidity no higher than 60%. ORPath 2: During occupancy: If occupancy is desired before the flush-out is completed, the space may be occupied only after delivery of a minimum of 3,500 cubic feet of outdoor air per square foot of gross floor area while maintaining an internal temperature of at least 60°F and no higher than 80°F and relative humidity no higher than 60%.OR OPTION 2: Air Testing (2 points)After construction ends and before occupancy, but under ventilation conditions typical for occupancy, conduct baseline IAQ testing using protocols consistent with the methods listed in Table 1 for all occupied spaces. Use current versions of ASTM standard methods, EPA compendium methods, or ISO methods, as indicated. Laboratories that conduct the tests for chemical analysis of formaldehyde and volatile organic compounds must be accredited under ISO/IEC 17025 for the test methods they use. Retail projects may conduct the testing within 14 days of occupancy. Demonstrate that contaminants do not exceed the concentration levels listed in the BD+C Reference Guide.

c

1 IEQc5

Thermal Comfort (1)

Thermal Comfort Design- OPTION 1: ASHRAE Standard 55-2010- OPTION 2: ISO and CEN StandardsAND Thermal Comfort ControlProvide individual thermal comfort controls for at least 50% of individual occupant spaces. Provide group thermal comfort controls for all shared multioccupant spaces. Thermal comfort controls allow occupants to adjust at least one of the following in their local environment: air temperature, radiant temperature, air speed, and humidity.

d



1 1 IEQc6

Interior Lighting (2)

OPTION 1: Lighting Control (1)For at least 90% of individual occupant spaces, provide individual lighting controls that enable occupants to adjust the lighting to suit their individual tasks and preferences, with at least three lighting levels (on, off, midlevel). For all shared multioccupant spaces, meet all of the following requirements.- Have in place multizone control systems that enable occupants to adjust the lighting to meet group needs and preferences, with at least three lighting levels (on, off, midlevel).- Lighting for any presentation or projection wall must be separately controlled.- Switches or manual controls must be located in the same space as the controlled luminaires. A person operating the controls must have a direct line of sight to the controlled luminaires.AND/OR OPTION 2: Lighting Quality (1 point)Choose four of the following strategies.- For all regularly occupied spaces, use light fixtures with a luminance of less than 2,500 cd/m2 between 45 and 90 degrees from nadir.- For the entire project, use light sources with a CRI of 80 or higher. Exceptions include lamps or fixtures specifically designed to provide colored lighting for effect, site lighting, or other special use.- For at least 75% of the total connected lighting load, use light sources that have a rated life (or L70 for LED sources) of at least 24,000 hours (at 3-hour per start, if applicable).- Use direct-only overhead lighting for 25% or less of the total connected lighting load for all regularly occupied spaces.- For at least 90% of the regularly occupied floor area, meet or exceed the following thresholds for area weighted average surface reflectance: 85% for ceilings, 60% for walls, and 25% for floors.- If furniture is included in the scope of work, select furniture finishes to meet or exceed the following thresholds for area-weighted average surface reflectance: 45% for work surfaces, and 50% for movable partitions.- For at least 75% of the regularly occupied floor area, meet a ratio of average wall surface illuminance (excluding fenestration) to average work plane (or surface, if defined) illuminance that does not exceed 1:10. Must also meet strategy E, strategy F, or demonstrate area-weighted surface reflectance of at least 60% for walls.- For at least 75% of the regularly occupied floor area, meet a ratio of average ceiling illuminance (excluding fenestration) to work surface illuminance that does not exceed 1:10. Must also meet option E, option F, or demonstrate area-weighted surface reflectance of at least 85% for ceilings.

d

3 IEQc7

Daylight (1-3)

OPTION 1: SIMULATION: SPATIAL AUTONOMY AND ANNUAL SUNLIGHT EXPOSURE (2-3 points): Demonstrate through annual computer simulations that spatial daylight autonomy 300/50% (sDA300/50%) for regularly occupied floor area of at least 55% (2 points) or 75% (3 points) is achieved. AND Demonstrate through annual computer simulations that annual sunlight exposure1000,250 (ASE1000,250) of no more than 10% is achieved. OPTION 2: SIMULATION: ILLUMINANCE CALCULATIONS (1-2 points): Demonstrate, through computer simulations, that at least 75% (1 point) or 90% (2 points) of all regularly occupied spaces achieve daylight illuminance levels of a minimum of 300 lux and a maximum of 3000 lux in a clear sky condition on Equinox at 9:00 AM and 3:00 PM. OPTION 3: MEASUREMENT: Demonstrate that daylight illumination level between 300 lux and 3000 lux has been achieved in at least 75% (2 points) or 90% (3 points) of all regularly occupied areas. Measurements must be taken per the requirements identified in the BD+C Reference Guide. Provide glare-control devices for all transparent glazing in regularly occupied spaces, regardless of whether the glazing receives direct sunlight or whether the space meets the illuminance requirements of this credit. Acceptable glare-control devices include interior window blinds, shades, curtains, movable exterior louvers, movable screens, and movable awnings.

d

1 IEQc8

Quality Views (1)

Achieve direct line of sight to the outdoor environment via vision glazing for building occupants in 75% of all regularly occupied areas. View glazing in the contributing area must provide a clear image of the exterior, not obstructed by frits, fibers, patterned glazing, or added tints that distort color balance. 75% of all regularly occupied floor area must have at least two of the following four kinds of views:1) multiple lines of sight to vision glazing in different directions at least 90 degrees apart;2) views that include at least two of the following: (a) flora, fauna, or sky; (b) movement; and (c) objects at least 25 feet from the exterior of the glazing;3) unobstructed views located within the distance of three times the head height of the vision glazing; and4) views with a view factor of 3 or greater, as defined in “Windows and Offices; A Study of Office Worker Performance and the Indoor Environment.Include in the calculations any permanent interior obstructions. Movable furniture and partitions may be excluded. Views into interior atria may be used to meet up to 30% of the required area.

d

1 IEQc9

Acoustic Performance (1)

For all occupied spaces, meet the requirements as identified in the BD+C Reference Guide, for HVAC background noise, sound isolation, reverberation time, and sound reinforcement and maskings.

d



6 Innovation (IN) - 6 Points Available

1 IDc1.1

Innovation, Provide Specific Title (1)

PATH 1: Innovation in Design: (4 points maximum): Achieve significant, measureable environmental performance using an operations, maintenance or system upgrade strategy not addressed in LEED v4 BD+C rating system. Identify the intent of the proposed innovation credit, the proposed requirements for compliance, the proposed submittals to demonstrate compliance, and the approaches that might be used to meet the requirements. OR PATH 2: Exemplary Performance (2 points maximum): Achieve exemplary performance in an existing LEED v4 prerequisite or credit that allows exemplary performance, as specified in the LEED Reference Guide, v4 edition. An Exemplary Performance credit is awarded for doubling the credit requirements and/or achieving the next incremental percentage threshold. OR PATH 3: Pilot Credit (4 points maximum): Attempt a pilot credit available in the Pilot Credit Library. Register as a pilot credit participant and complete the required documentation.

d/c

1 IDc1.2



d/c

1 IDc1.3



d/c

1 IDc1.4



d/c

1 IDc1.5



d/c

1 IDc2

LEED® Accredited Professional (1)

At least one principal participant of the project team shall be a LEED Accredited Professional Building Design & Construction (LEED AP BD+C). d/c



3 1 Regional Priority (RP) - 4 Points Available

1 RPc1.1Regional Priority, Region Defined (1)

Earn one of the six Regional Priority credits for up to four points. d/c







0 Alt. Regional Priority, Region Defined (1)


0 Alt. Regional Priority, Region Defined (1)


ID Task Name Duration Start Finish Predecessors

1 LNTP 0 days Tue 1/21/14 Tue 1/21/14

2 Task 1 - Preliminary Tasks 93 days Tue 1/21/14 Wed 4/23/14

3 Space Needs Program Verification 3 days Wed 1/22/14 Fri 1/24/14 1FS+1 day

4 Design Charrette 3 days Wed 1/22/14 Fri 1/24/14 1FS+1 day

5 Surveying 30 days Tue 2/18/14 Wed 3/19/14 1FS+28 days

6 Geotechnical Investigations 45 days Tue 2/18/14 Thu 4/3/14 1FS+28 days

7 Inventories (Furniture, Equipment, CNG) 3 days Tue 2/18/14 Thu 2/20/14 1FS+28 days

8 Site Master Plan, Conceptual Building Design 60 days Tue 1/21/14 Fri 3/21/14 1

9 Cost Estimating 15 days Fri 3/7/14 Fri 3/21/14 8FS-15 days

10 Quality Control 2 days Mon 3/24/14 Tue 3/25/14 8FS+2 days

11 Compile, Prepare Task 1 Deliverables 3 days Wed 3/26/14 Fri 3/28/14 10

12 Task 1 Deliverables Submittal 0 days Mon 3/31/14 Mon 3/31/14 11FS+3 days

13 Task 1 Review and Comment by GCT 14 days Mon 3/31/14 Sun 4/13/14 12FS-1 day

14 Design Team Response Period 10 days Mon 4/14/14 Wed 4/23/14 13

15 Task 1 Comment Resolution Meeting 0 days Wed 4/23/14 Wed 4/23/14 14

16 Task 2 - 30% Design 80 days Mon 4/28/14 Wed 7/16/14

17 30% Design Development 35 days Mon 4/28/14 Sun 6/1/14 15FS+4 days

18 Cost Estimating 14 days Mon 5/19/14 Sun 6/1/14 17FS-14 days

19 Quality Control 5 days Mon 6/2/14 Fri 6/6/14 17

20 Compile, Prepare Task 2 Deliverables 5 days Mon 6/9/14 Fri 6/13/14 19FS+2 days


22 Value Engineering (External) 14 days Mon 6/16/14 Sun 6/29/14 21FS-1 day





27 60% Design Development 75 days Mon 7/21/14 Fri 10/3/14 25FS+4 days

28 Cost Estimating 21 days Sat 9/13/14 Fri 10/3/14 27FS-21 days

29 Quality Control 5 days Mon 10/6/14 Fri 10/10/14 27FS+2 days

30 Compile, Prepare Task 3 Deliverables 5 days Mon 10/13/14 Fri 10/17/14 29FS+2 days






36 90% Design Development 60 days Mon 11/17/14 Thu 1/15/15 34FS+4 days

37 Cost Estimating 21 days Fri 12/26/14 Thu 1/15/15 36FS-21 days

38 Quality Control 14 days Sun 1/18/15 Sat 1/31/15 36FS+2 days

39 Compile, Prepare Task 4 Deliverables 5 days Tue 2/3/15 Sat 2/7/15 38FS+2 days


41 Task 4 Review and Comment by GCT and City of Oxnard (Plan Check) 28 days Mon 2/9/15 Sun 3/8/15 40FS-1 day



44 Task 5 - 100% Design 17 days Wed 3/18/15 Fri 4/3/15

45 100% Design Development 5 days Wed 3/18/15 Sun 3/22/15 43FS-1 day

46 Cost Estimating 5 days Wed 3/18/15 Sun 3/22/15 45FS-5 days

47 Quality Control 3 days Mon 3/23/15 Wed 3/25/15 45

48 Compile, Prepare Task 4 Deliverables 5 days Mon 3/23/15 Fri 3/27/15 45


50 Task 5 Review and Approval by GCT 5 days Mon 3/30/15 Fri 4/3/15 49FS-1 day

51 Task 6 - Bid Assistance 113 days Mon 4/6/15 Mon 7/27/15

52 Bid Period 60 days Mon 4/6/15 Thu 6/4/15 50FS+2 days

53 Bid Opening 0 days Thu 6/4/15 Thu 6/4/15 52

54 Award 45 days Mon 6/8/15 Wed 7/22/15 53FS+3 days

55 NTP for Construction 0 days Mon 7/27/15 Mon 7/27/15 54FS+5 days

56 Task 7 - Design Support During Construction 547 days Mon 7/27/15 Mon 1/23/17

57 Design Support During Construction 544 days Mon 7/27/15 Fri 1/20/17 55FS-1 day

58 Substantial Completion 0 days Fri 1/20/17 Fri 1/20/17 57

59 Move-in 0 days Mon 1/23/17 Mon 1/23/17 58FS+3 days

1/21

3/31

4/23

6/16

7/16

10/20

11/12

2/9

3/18

3/30

6/4

7/27

1/20

1/23

Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar2014 2015 2016 2017

Task

Split

Progress

Milestone

Summary

Project Summary

External Tasks

External Milestone

Deadline

Gold Coast TransitAdministration and Operations Facility

Oxnard, CA

Project Schedule

Page 1

Client: Gold Coast TransitDate: March 31, 2014

Gold Coast Transit - Furniture Inventory

Building Dimensions Finish GCT RecommendationSpace Item Qty Picture w x d x h Mfr/Model# Material Color Condition PO Exhibit for reuse

Notes: sell* = could be reused in new facility pending budget issues

Administration

Reception Desk - U shape with Transaction Counter 1,2,3,4 Valencia PLAM African Walnut Exc A0010063-000 sell*Curved Computer Corner 1 36/36" x 24/24"Right Return 1 24" x 60"Single Ped Credenza - Custom 1 96" x 24"

Cabinets, Locking 2 30" Tack board 1 60" x -" x 24" A0010063-001Overhead Cabinet, Wall Mount 4 30"Left Return 1 24" x 78"

Personal File Right Locking 1Mobile File/Pedestal File 1 16" x 23" x 27" A0010063-001Reception Bridge 1 12" x 78"

Tack board 1 75.5" x -" x 11" A0010063-001Overhead Cabinet, Wall Mount 4 30"

Reception Table w/ literature rack 1 A001056-000 sell

Desk Chair 1 5 Herman Miller sell*

Guest Chair 2 6 wood / leather blk A0010056-000 sell

Board Room White board 1 71.5" x 48" Exc sell*Stacking chairs 20 7 blk Exc A001057-000 reuse

Tables - triangular top & bases 6 11,12 59" x 24" mahogany blk Exc A001056-000 sell*

Conference chairs 10 10 HON blk Exc sell*

Credenza (2) drawer lateral with top, lockable 4 8 34" x 23" x 29.5" walnut-PLAM Exc A001056-000 sell*Media cabinet - (2) drawer, open shelf, lockable 2 32" x 23" x 39.5" walnut-PLAM Exc A001056-000 sell*Upper cabinet (4) drawer, lockable 1 31.5" x 13.5" x 54.4" walnut-PLAM Exc A001056-000 sell*

wall mounted flat screen 1 46" diag. screen Sharp Exc reuse

Lectern 1 9 24" x 19" x 50" sell

Credenza - (2) drawer lockable 1 36" x 26.5" x 35" sellChair dolly 4 A0010065-000 reuse

Human Resources ' L' shaped desk with curved front 13 Valencia PLAM African Walnut Exc A0010051-000 sell* Open storage hutch 1 15 33" x 15" x 35" PLAM mahogony Exc

4H lateral file - lockable 2 14 36"x18"x63" metal beige Poor5H lateral file - lockable 1 14 36"x18"x64" metal beige GoodMobile BBF Pedestal 1 15" x 20" x 28" PLAM mahogony Exc A0010051-0003H lateral file - lockable 1 16 36"x19"x42" HON Poor

Desk Chair 1 Herman Miller Good sell*Tackboard 1 Poor A0010051-000 sell

vinyl seat with mesh back

vinyl seat with mesh back

Bella model 1360GT

RNL Design 1 March 26, 2014



Guest Chair 2 17 Alera blk vinyl / walnut Good A0010046-000 sell*

Countertop bookbases, open shelving 2 Poor A0010046-000 sell

Mail Room Postage - countertop 1 Good reuse

Paratransit Office 'L' shaped desk 2 walnut PLAM top Good sell*Marketing Credenza 1

(2) drawer file 1 19 42"w metal beige Good Overhead storage 3 19 36"h metal beige Good BBF pedestal - lockable 2 15"w Storage Cabinet 1 20 36" x 19" x 67" metal beige Good (2) file drawer, (2) door cabinetDesk Chair 2 18 Herman Miller black mesh seat

and backblk Exc sell

Keyboard corner 2 Worknite Exc sell

Office Manager (3) drawer lateral file - lockable 2 23 30" x 19" x 41" HON metal putty Exc A0010081-000 sell*(4) drawer lateral file - lockable 1 30" x 19" x 53" HON metal beige Exc sell*(5) drawer lateral file - lockable 2 22 metal beige sell

'U' shaped desk 1 21 sell* Attached (2) drawer lateral 32"w Attached box file pedestal 17"w

Freestanding upper cabinet @ rear 1 51"w Poor sellFreestanding box-box- file pedestal under return 1 15.5"w sell

Desk Chair 1 Herman Miller blk Exc sell

Guest Chair 1 black sled base blk Exc sell

Tack/white board 1 36" x 48" Quantet white Good sell*

'U' shaped desk 1 24,25 Exc A0010046-000 sell* Attached (1) drawer lateral Attached BBF pedestal, lockable A0010051-000

Desk Chair 1 Herman Miller blk Exc sell

Guest Chair 2 blk Exc A0010046-000 sell

Bookcase 1 26 24.5" x 13" x 66" black PLAM Poor sellBookcase 1 26 36" x 12" x 72" mahogany PLAM Good A0010051-000 sell

Tack/white board 1 36" x 48" Quantet white Good A0010051-000 sell*

(4) drawer lateral 1 25 36" x 19" x 53.5" metal gray Good sell*

Wall mounted hutch overhead storage 1 33" x 15" x 35" mahogany PLAM Exc A0010046-000 sell*

*chipped paintwalnut with edge

trim, walnut PLAM top/legs

mahogany PLAM legs & top with

wood trim

Pitney Bowes DM 300c

black fabric seat and back

Director of Operations

black fabric seat and back




Freestanding storage with dividers 1 18" x 12" x 29" oak PLAM Good sell

Security Monitor on top of storage 1 Good rese

Dispatch Desk w/ attached overhead storage - 4 dr 1 27 60" x 27" x 66" walnut PLAM Poor sell

Freestanding drawer pedestal file - lockable 1 16"w black PLAM Poor sell

Table 1 36" x 27" Poor sell

Desk w/ attached overhead storage - 2 dr 1 30 48" x 27" x 66" black PLAM Poor sell

Bookcase 1 30 24" x 13.5" x 66" black PLAM Poor sell

equipment shelf 1 24" x 18" metal oak/gray Poor sell

Desk Chair 2 27 blk Poor sell

Bar Chair 1 29 blk Poor sell

Wall mounted TV monitor 1 28 Sony Exc reuse

White board 1 28 36" x 48" Quantet Alum frame Poor sell

Tack board with keys 1 29 33"w x 25"h Wood oak frame Poor sell

Kitchen / Copy (2) drawer storage cabinet - lockable 3 31,32 36" x 20" x 44" metal taupe Good A0010063-000 sell*PLAM top

Wall cabinets 33 36" x 14" taupe Good sell Lockable with shelf 2 34 Lockable with tack 2 33,34

(2) door storage cabs - lockable with top 2 42" x 20" x 42.5" taupe Good sell

Island table with shelf 1 32 48" x 18" x 30"

Wall mounted display cabinet w/ glass doors 1 36" x 24" Good sell*

Copier - freestanding 1 33 60" x 28" Good reuse 20A + data connectionElectrical hole punch on counter 1 Panasonic kx30p Good reuse

Paper cutter on counter 1 12" x 12" Staples Good reuse

Microwave on shelf 1 Poor sell

Countertop printer 1 Good reuse

Countertop toaster 1 Poor sell

Refrigerator - residential style 1 28" x 30" x 62" GE Poor sell

Sharp - residential style

vinyl seat and back w/ castersfabric w/ footrest

and casters

fabric doors taupe vinyl

Fabric doors taupe vinyl

Ricoh Aficio MP C5501




Driver's Lounge Round tables 3 37,38 47" diameter Good sell

Chairs 10 37,38 Poor sell

Tables 5 38 72" x 18" x 29" Poor sell

1 40 72"w x 48"h clear Alum Good sell*

Leased vending 1 32" x 28" x 72" PoorLeased vending - refrigerator 1 38 38" x 29" x 72" GE white Poor

1 38 31" x 38" x 64" oak PLAM Poor sell

Wall mounted mail slot 2 36 13.5" x 40"h metal gray Poor sellWall mounted route slip rack 1 39 metal gray Poor sellWall mounted TV - flat screen 2 Good reuse

Vault (3) drawer lateral file, lockable 2 30" x 19" metal beige Good A0010081-000 sell*

Safe 1 43 20.5" x 20.5" x 34" metal gray Good reuse

Countertop 1 41 42" x 19" PLAM Cherry Good B0020059-000 sell

Vault table with overhead 1 24" x 32" PLAM / metal gray / black Poor sell

Folding table 1 41 30" x 72"L metal walnut / brown Poor sell

Misc. chairs 5 Poor sell

(6) shelf lateral storage cabinets 2 36" x 13" x 75" HON metal gray Good A0010079-000 sell*

BBF pedestal, lockable, casters 2 16"w x 20"d metal taupe Good sell*folding table 1 24"w x 48"d vinyl/metal white/gray Poor sell

cart for money, casters 1 42 17"w x 38"L vinyl taupe Poor sell

freestanding Jetsort - coin 1 42 28" x 25" x 40" Lummins painted steel off-white Good reusefreestanding Coin Feeder stand 1 18" x 40" x 44" reuse

countertop Jetsort - bills 1 41 Lummins painted steel off-white Good reuse

fare retrieval 1 42,44 32" x 38" x 66" painted steel orange Good reuse

General Manager 'L' shaped desk 1 45,47 wood PLAM cherry Exc A10035-000 sell* Attached (2) drawer lateral, lockable 1 36"x Attached BBF, lockable 1 17"w Attached (4) drawer overhead

Bookshelf - 5 shelves 1 47 36" x 13" x 77" wood PLAM cherry Exc sell*

walnut PLAM top & black base

walnut PLAM top & black metal legs

black vinyl back & seat

Wall mounted display case, (3) glass doors - lockable

Freestanding (2) door storage cabinet w/ (1) drawer and coffee service on top

Samsung & Sharp




Credenza 1 45 72" x 19" x 29" wood PLAM cherry Exc sell* BBF 2 Bifold drawer cabinet 2

Couch 1 46 40"d x 86"L fabric olive Good sell

Desk chair 1 Herman Miller Exc sell*

Guest chair w/ casters 2 45 HON Fabric green / black Exc sell

White board 1 36"w x 23"d Quantet Alum frame Exc sell*

Tack board 1 47 36"w x 23"d Exc sell*

Computer desk w/ overhead - 2 drawer 8 48,49,50,51 36" x 27" x 66" cherry black Good sell*

(4) drawer lateral files, lockable 1 49 30" x 19" x 53.5" metal black Poor sell

(4) drawer lateral files, lockable 1 42" x 19.5" x 52" metal lt. gray Good sell*

Bookcase - 5 shelves 1 48 24" x 13" x 66" cherry black Good sell*

Desk chairs w/ casters 2 51 Herman Miller black Exc sell*

Desk chairs w/ casters 3 vinyl / Alum black Poor sell

Conf Room chair w/ casters 1 board room Poor sell

Desk chair w/ casters 1 IKEA vinyl black Poor sell

Bulletin board 1 36" x 24" oak Good sell*

'U' shaped desk 1 52 Valencia mahogany PLAM Exc P0030085-000 sell* freestanding box-box-file, lockable 1 P0030085-000 sell* freestanding file-file, lateral file, lockable 2 P0030085-000 sell* 64" open storage hutch 1 P0030088-000 sell* 34" open storage hutch 1 P0030088-000 sell*

(2) drawer lateral w/ 1 overhead, open shelving 1 34" x 23" x 65" Exc P0030088-000 sell*(3) bookcase cabinets below, (2) drawer - lockable 1 32" x 13" x 65" Exc P0030085-000 sell*


Guest chair 1 fabric black Poor sell

Storage cabinet 1 36" x 18" x 41" HON metal tan Good P0030085-000 sell

Administration Annex

Transit Planning 'L' shaped desk 1 Valencia Wood PLAM cherry Exc P0030077-000 sell* Freestanding BBF, lockable 2 15"w

Director of Planning & Marketing

Operations Supervisor




Freestanding file-file, lockable 1 16"w Wall mounted overhead - (4) door 1 70" x 15" x 16.5"

'L' shaped bullnose desk 1 Valencia Wood PLAM cherry Exc P0030077-000 sell* Freestanding box-box-file, lockable 1 Wall mounted overhead - (2) door 1 35"w

Refrigerator 1 17" x 18" x 32" GE Good sell

L' shaped desk 1 wood PLAM cherry Exc A0010077-000 sell* Desk bridge 1 Freestanding BBF, lockable 1 15"w Freestanding box-file, lockable 1 16"w Open storage hutch 1 70" x 15" x 35.5" Wall mounted overhead - (4) door 1 70" x 15" x 16.5" (2) drawer lateral, lockable 1 34" x 24"

White board 1 36" x 24" Quantet Good sellWhite board 1 30" x 18" Quantet Good sellWhite board 1 17" x 23" Quantet Good sell


Plotter 1 39" x 34" x 38" Canon IPF 610 Good reuse

Stg chairs, casters 2 20" x 16" x 20" fabric seat Exc sell

Printer table 1 19" x 20" x 22" vinyl lt. gray Poor sell

Plan holder 1 16" x 15" x 22" vinyl white Poor sell

'L' shaped desk 1 54 wood PLAM cherry Exc A0010080-000 sell* Freestanding BBF, lockable 1 Wall mounted overhead - (4) door 1

Table on casters 1 30" diameter wood PLAM cherry Exc A0010080-000 sell*

Stacking chairs 2 from board rm sell

conference chair 2 from board rm sell

(4) drawer vertical file 1 18" x 28" x 52" metal brown Poor sell**chipped paint

1 48" x 26.5" x 66" sell*

'L' shaped desk 1 55 wood PLAM cherry Exc A0010066-002 sell* Freestanding BBF, lockable 1 15"w Freestanding file-file, lockable 1 15"w

Task chair w/ casters 1 fabric plum Poor sell

Maintenance Building

Building Security & Facility Project

Computer desk w/ overhead - 2 drawer & open shelves




Kitchen / Lounge Table 1 57 43.5" x 95.5" oak PLAM Poor sellMisc chairs 8 57 plastic or fabric Poor sellResidential Microwave - on shelf 2 58 Poor sell

storage cabinet for coffee, on casters 1 58,59 oak PLAM Poor sell

Refrigerator - residential style 1 59 30" x 30" x 66" white Poor sell

toaster oven 1coffee makers 1 Bunn Poor selltack board 1 36" x 48" Good sell

bulletin board 1 48" x 36" Alum frame Poor sell

wall mounted TV - flat screen 1 59 Samsung Exc reuse

storage cabinets, lockable 2 56 36" x 18" x 42" metal tan Poor sellwhite board 1 56 36" x 24" Quantet Alum frame Good M0043326-000 sell*

Parts Office 'L' shaped desk 2 61,63 36" x 24" x 72" PLAM Cherry / black Exc sell* (4) door overhead 2 62 59"w (2) drawer lateral 2 36" x 24" overhead hutch w/doors 1 60 60"w Mobile pedestal - BBF 3 62 16"w 24" storage cabinet 1 24" x 25" corner table with cart 1 27" x 30"

white board 1 24" x 18" Quantet Alum frame Good sell*

Desk chair 2 plum Exc sell*

Dual monitor arm 1 silver Exc sell*

Parts Counter Counter 1 72 72" x 24" x 40" Poor dispose

Desk 1 70" x 30" x 29" Steelcase steel gray Poor sell

Shelving 2 40" x 18" x 35" steel galvanized Poor sell

Storage cabinets, lockable 2 36" x 18" x 42" steel tan Poor sell

'L' shaped desk 1 71 72" x 24" x 29" PLAM cherry Exc M00440111-000 sell* Bridge 1 48"w Mobile Pedestal - BBF 1 Overhead storage - 4 door 1 72"w Overhead storage 1 36"w Mobile Pedestal - BBF w/ cushion 1 15.75" x 20.2" x 19.5" Quantum Good sell

Desk chair 1 black Good M00440111-000 sell*

gray fabric, black frame

Maintenance Admin Supervisor

fabric seat / mesh back

Fabric seat / mesh back




Guest chair 1 Poor sell

Safe 1 24" x 24" x 25" Good reuse

Women's Locker Rm Full height lockers 3 70 12" x 18" x 78.5" metal gray Good sell

Desktop safe 1 16" x 17" x 18" Good reuse

(2) drawer lateral file cabinet, lockable 1 36" x 18" x 27" Good sell*

Storage rack - open shelving 2 69 36" x 10" x 84" Poor sell

'L' shaped desks 2 68,69 47" x 27" x 30" Poor sell

Desk - side 1 47" x 27" x 30" Poor sell

Pedestal storage cabinets, lockable 2 67 15" x 20" x 28" Poor sell

Men's Locker Rm Full height lockers 22 12" x 18" x 78.5" metal gray Poor sell

(3) drawer lateral files, lockable 2 19" x 19.5" x 42" Poor sell

'L' shaped desk 1 65 72" x 24" x 30" Poor sell

Desk 1 48" x 27" x 30" Poor sell

Lateral file 1 30" x 19" x 40" Poor sell

Pedestal storage cabinets, lockable 2 15" x 20" x 28" Poor sell*

Guest chairs 3 Poor sell

Desk chair 1 HON mesh black Poor sell

Bookshelves - open shelving 3 66 36" x 10" x 84" Poor sell

Countertop bookshelf 1 60" x 12" x 35" Poor sell

Maintenance Bay Desk 1 Steelcase metal gray Poor sell

Finance Annex

Payroll & Benefits (2) drawer lateral files 1 36" x 19" x 42" metal Good sell*(2) drawer lateral files 1 36" x 19" x 52" metal Good sell*

Tall file cabinet - (4) drawer, lockable 1 18" x 28.5" x 52" Steelcase metal Good sell

Desk chair 1 Herman Miller fabric black Good sell*

Guest chair 1 Poor

Maintenance Supervisor's

Maintenance Manager




Desk- 3piece 1 60" x 23" x 29" Good sell*

Hutch 1 60" x 23" x 29" Good sell*

Pedestal storage cabinets 2 15.5" x 20" x 27.25" Good sell

Accounting Desk- 3piece 1 60" x 23" x 29" Good sell

(2) drawer lateral files 1 36" x 19" x 52" metal Good sell

Tall file cabinet - (4) drawer, lockable 4 18" x 28.5" x 52" Steelcase metal Good sell

Desk chair 1 Herman Miller fabric black Good sell

Guest chair 1 leather Good sell

Pedestal storage cabinets 2 15.5" x 20" x 27.25" Good sell

Copy Room Storage Cabinet, lockable 1 42" x 15.5" x 33" Good sell

Refrigerator - residential 1 73 24" x 27" x 57.5" Poor sell

Chair 1 fabric black Poor sell

Rolling storage cabinet, copier sits on top 1 28" x 20" x 30.5" Poor sell

Copier - freestanding 1 75 50" x 27" x 46" Kyocera KM-3035 Exc reuse

IT storage rack 1 74 48" x 18" x 48" wire Good sell

Desk chair 1 Herman Miller Good sell*

Guest chairs 2 Good sell*

Desk 1 71" x 20" x 29" walnut PLAM Good sell*

Bullnose desk 1 71" x 36" x 29" walnut PLAM Good sell*

Bridge desk 1 42" x 24" x 29" walnut PLAM Good sell*

Corner desk 1 24" x 24" x 29" walnut PLAM Good sell*

Side desk 1 71" x 24" x 29" walnut PLAM Good sell*

(2) drawer lateral file 1 42" x 18" x 27" metal Good sell*

Bookshelf - tall, open shelving 1 36" x 13" x 43" wood PLAM Good sell

Kitchen Area Tall file cabinets - (4) drawer 1 78 18" x 28.5" x 52" metal beige Poor sell

Tall file cabinets - (5) drawer 1 78 18" x 28.5" x 58" metal blk Poor sell

Director of Finance & Administration




Storage cabinet / hutch 1 78 24" x 16" x 36" wood PLAM tan Poor sell

Coffee maker 1 Poor sell

Countertop microwave 1 Poor sell

Purchasing Desk w/ countertop hutch 1 77 70" x 21" x 76" Good sellhutch is 12" deep

Tall file cabinet 1 77 18" x 28.5" x 52" metal beige Good sell

Desk w/ hutch 1 79 70" x 21" x 76" Good sell

'L' shaped desk - some handcrafted pieces 1 76 70" x 18" x 30" Poor dispose

Under counter lateral files, lockable 2 Good sell*

Desk chair 1 Herman Miller black Exc P30065-000 sell*

Guest chair 1 Good sell

Accounting Desk chair 1 mesh plum Good A0010050-000 sell*

L' shaped desk 1 52" x 24" x 30" Good sell*

Tall lateral file cabinets 2 80 76" x 24" x 30" metal gray Good sell*

Desktop file 'cubby' 1 80 Good sell

Duel Monitor arm 1 Good A0010050-000 sell*

Purchasing Desk chair 1 Herman Miller black Exc A0010078-000 sell*

Guest chair 1 Poor sell

Tall lateral file cabinets 1 36" x 19" x 52" Good sell*

Pedestal storage 1 16" x 23" x 28" Good sell

L' shaped desk 1 52" x 24" x 30" Good sell

Bookshelf in corridor - open shelving 1 36" x 12" x 72" Poor sell



Administration - Reception

1 Desk - U shape with Transaction Counter 2 Desk - U shape with Transaction Counter 3 Desk - U shape with Transaction Counter

4 Desk - Credenza w/ transaction counter 5 (1) Herman Miller desk chair 6 (2) side chairs



Administration - Board Room

7 (20) Stackable chairs 8 (4) Credenzas, (2) media cabinets, Flat screen monitor 9 (1) Lectern

10 (10) Conference chairs 11 (6) Table bases 12 (6) Board room tables



Administration - Human Resources

13 (1) Desk with curved front 14 (3) Lockable lateral files 15 Countertop open hutch, file pedestal

16 3H lateral file 17 (2) Guest chairs



Administration - Paratransit & Marketing18 (2) Herman Miller desk chairs 19 Overhead storage, lateral files, file pedestal 20 Storage cabinet

Administration - Office Manager

21 (1) 'U' shaped desk 22 Lateral filing cabinets - lockable 23 (2) 3 drawer lateral files - lockable



Administration - Director of Operations

24 (1) 'U' shaped desk 25 Desk, 4 drawer lateral file 26 (2) open shelving bookcases

Administration - Dispatch

27 Desk chair, desk w/ overhead storage 28 Wall mounted TV monitor, white board 29 Tack board w/ keys, bar height chair



30 Desk w/ overhead storage, bookcase

Administration - kitchen / copy room

31 (3) 2 drawer storage cabinet 32 (3) 2 drawer storage cabinet, island table 33 Freestanding copier, wall cabinets



34 Wall cabinets 35 Mail / Storage Room

Administration - Driver's Lounge

36 Mail and route slips storage 37 Tables, chairs 38 Tables, chairs, refrigerator, coffee cart, water cooler



39 wall mounted, route slip storage 40 Display case - lockable

Administration - Vault Room

41 Folding table, bill sorter 42 Fare retrieval 43 Safe, folding table



44 Mobile cart, fare retrieval

Administration - General Manager

45 Credenza, guest chairs 46 (1) couch 47 Desk, open bookshelves, tack board, guest chair, desk chair



Administration - Operations Supervisors

48 Computer desks w/ overhead storage 49 Computer desks w/ overhead storage, 4 drawer lateral file 50 Computer desks w/ overhead storage

Administration - Director of Planning and Marketing

51 Computer desks w/ overhead storage 52 U' shaped desk w/ overhead storage 53 Storage cabinet



Administration - Facility Project Manager Administration - Security desk

54 L' shaped desk, desk & guest chairs from board rm, filing cabinet 55 L' shaped security desk, desk chair

Maintenance - Kitchen / Break

56 2 door lockable storage cabinets 57 Table, chairs, tack board 58 Storage cabinet for coffee maker, microwaves



Maintenance - Parts Office

59 Wall mounted TV monitor, refrigerator 60 Overhead hutch w/ doors 61 L' shaped desk, desk chair

Maintenance - Parts Warehouse desk

62 L' shaped desk, desk chair 63 L' shaped desk, desk chair 64 Steelcase desk



Maintenance - Maintenance Manager

65 L' shaped desk 66 Desk, open bookshelves

Maintenance - Maintenance Supervisor's

67 Side desk 68 L' shaped desk, desk chair 69 Open book shelf, desk



70 Women's Locker Room 71 Maintenance Admin Supervisor 'L' shaped desk 72 Parts Counter

Finance Annex - IT / Copy Room

73 Refrigerator in IT / Copy room 74 Server 'rack' 75 Copier in IT room



76 Purchasing Office 77 Purchasing Office 78 Kitchen / storage area

Finance AnnexOffices

79 Accounting Office 80 Accounting Office


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Existing Equipment Inventory Form

Client Gold Coast Transit Project NameGCT Administration and Operations

FacilityCity,State Oxnard, CA Date 27-Feb-14

Room ID No. Description Qty. Width Depth Height Manufacturer Model # Utilities Comments

Shop floor

Computer cabinet 1 30 31 70 Relius 120 VAC, data Suitable for reuse in new facility

Shop floor

10" buffer/grinder 1 24 16 53 Wilton 120 VAC, 1 phase, 1 HP, 4.4 Amps Suggest purchasing new

Shop floor

Oil filter press 1 24 32 78 Oberg 120 VAC, 1 phase Potentially suitable for reuse in new facility

Shop floor

Drill press 1 22 27 70 Rockwell 66-073 230 / 460 VAC, 3 / 4 HP, 3.0 / 1.5 Amps Primarily used by Facility Maintenance; suggest purchasing new

Shop floor

Hydraulic press 1 57 36 82 Nugier H60-14 N/A Suggest purchasing new

Shop floor

Pallet jack 1 60 27 50 N/A Suitable for reuse in new facility

Shop floor

Portable pressure washer 1 21 22 28 Honda GCV 160 Gas, water (hose bib) Suggest locating in Day Clean Bay at new facility

Shop floor

Pallet rack 2 102 48 96 Steel King SK 2000 N/A Currently used for portable equipment storage

Shop floor

Hydraulic engine hoist 1 38 76 61 Arcan AJ-41 Suitable for reuse in new facility

Shop floor

Hose crimp station 1 30 15 63 115 V, 1 HP, 14 Amps Suitable for reuse in new facility; Crimper mounted on top of unit

Shop floor

Portable recovery unit 1 120 VAC, 1 phase Suitable for reuse in new facility

Shop floor

Air/Hydraulic transmission jack, 2,000 pound capacity

1 48 48 43 OTC 5078 Suitable for reuse in new facility

Dimensions(in inches)





Shop floor

Lubrication reels 10 New shop will be much larger and require more hose reels; Suggest purchasing all new reels with lubrication system

Shop floor

Parts cleaning tank 2 Suggest purchasing new






Exterior 6,000 pound capacity propane forklift 1 48 104 82 Nissan 80 Optimum N/A Suitable for reuse in new facility

Exterior 16,000 pound portable lifts 8 44 50 90 Sefac 460 VAC Suitable for reuse in new facility

Exterior Jack stands, 16,000 pound capacity 4 26 26 56 Transpo Lift Systems Suitable for reuse in new facility

Exterior Jack stands, 16,000 pound capacity 6 36 24 48 Transpo Lift Systems Suitable for reuse in new facility

Exterior Portable roof access platform with stairs 1 324 72 152 Suitable for reuse in new facility; relocate to Day Clean Bay

Tire Shed Lathe 1 66 25 56 N/A Rarely used; recommend selling

Tire Shed Brake lathe 1 90 Star Transfermatic 53-DS GCT wants to reuse in new facility; With 20" diameter vacuum

Tire Shed Jack stands, 16,000 pound capacity 2 26 26 56 Transpo Lift Systems Suitable for reuse in new facility






Parts Room

Flammable materials cabinet 1 31 32 68 Eagle N/A Suitable for reuse in new facility

Parts Room

Shop cabinet 1 48 27 76 N/A Suitable for reuse in new facility; 23" wide double doors

Parts Room

Pallet rack (used for glass panels) 1 102 48 96 Steel King SK 2000 N/A Suitable for reuse in new facility


Equipment Cutsheet

Maintenance Equipment Manual Maintenance Design Group, LLC

Equipment Description:

0EQ ID Number:

0Model No.: 00Manufacturer:

Computer cabinet

Equipment Cutsheet



0EQ ID Number:


Oil filter press

Equipment Cutsheet



0EQ ID Number:


Drill press

Equipment Cutsheet



0EQ ID Number:


Hydraulic press

Equipment Cutsheet



0EQ ID Number:


Pallet jack

Equipment Cutsheet



0EQ ID Number:


Portable pressure washer

Equipment Cutsheet



0EQ ID Number:


Pallet rack

Equipment Cutsheet



0EQ ID Number:


Hydraulic engine hoist

Equipment Cutsheet



0EQ ID Number:


Portable recovery unit

Equipment Cutsheet



0EQ ID Number:


Air/Hydraulic transmission jack

Equipment Cutsheet



0EQ ID Number:


Lubrication reels

Equipment Cutsheet



0EQ ID Number:


Parts cleaning tank

Equipment Cutsheet



0EQ ID Number:


6,000 pound capacity propane forklift

Equipment Cutsheet



0EQ ID Number:


16,000 pound portable lifts

Equipment Cutsheet



0EQ ID Number:


Jack stands, 16,000 pound capacity

Equipment Cutsheet



0EQ ID Number:



Equipment Cutsheet



0EQ ID Number:


Portable roof access platform with stairs

Equipment Cutsheet



0EQ ID Number:


Lathe

Equipment Cutsheet



0EQ ID Number:


Brake lathe

Equipment Cutsheet



0EQ ID Number:



Equipment Cutsheet



0EQ ID Number:


Flammable materials cabinet

Equipment Cutsheet



0EQ ID Number:


Shop cabinet

Equipment Cutsheet



0EQ ID Number:


Pallet rack (used for glass panels)

Equipment Cutsheet



0EQ ID Number:


Shop cabinet

2014 02 28

Item Number

Item Description

Make and ModelSerial

Number

Equipment Performance Specifications

Estimated In Service

Year

General Condition of Equipment

Recommendations

CNG Station Core Equipment

A‐1 CNG DryerXebec Model 200HRBNGX‐600

18314~5200scfm @ 400 psig600 psig rated

2008

Appears to be in good working order and well maintained. There is no report of operational problems.

Marathon has investigated and calculated the flow for this dryer under reduced pressure and have found that it will flow approximately 3300 scfm at 229 psig inlet pressure.

This dryer could potentially be redeployed at the new location‐‐the financial and technical impact will be analyzed.

A‐2

CNG Compressor A with remote VFD Motor Control Panel

Exterran 200HP Package

Ariel JGQ/2 Compressor Frame

Ariel S/N F‐28651

400 psig suction pressure4500 psig discharge pressure900 scfm200 Hp main driver with VFD

2008

Total Hours: 6124Loaded Hours: 4507


A‐3

CNG Compressor B with remote VFD Motor Control Panel



Ariel S/N F‐28649


2008



A‐4

CNG Compressor C with remote VFD Motor Control Panel



Ariel S/N F‐28650


2008



A‐5CNG Storage Rack

CPI 20"OD x 23'OL5,500 psig designApproximately 90,000 scf of storage at 4500 psig

2008

This storage unit was reused from the original installation. There is no indication of any problem with these units.

Marathon recommends the reuse of these units after painting and valve reconditioning.

A‐6

Master PLC Panel (MCP)Exterran custom panel with GE 90/30 PLC

Exterran Custom 2008The panel is fully functional and is of high quality.

This unit uses a GE 90/30 PLC which has been discontinued and is customized to the Exterran compressor packages. This panel should be reused only if the compressors are redeployed.

A‐7 SCADA System Exterran Custom 2008Fully functional but no longer upgradable.

This SCADA system should be reused only if the compressors are redeployed.

A‐8CNG Dispenser 1‐West

Wilson Technologies‐Transit‐Custom

1" plus 1/2" hoses and meters

c1996

A‐9CNG Dispenser 2‐South

Wilson Technologies‐Transit‐Custom

1" hose and meter c1996

A‐10 Defueling Panel Exterran (TGT) Custom Atmospheric only vent 2008This unit has had very little use and is in good condition.

Marathon recommends the reuse of this unit after replacement of the hose due to UV aging.

Power Supply and Distribution

B‐1480 VAC Breaker Panel

Custom 1000 Amp/480 VAC 2008The panel is in almost new condition.

This panel is customized to this application and will not be large enough for the new site location station.

Marathon recommends retiring this equipment.

B‐2Automatic Transfer Switch (ATS)

ASCO OTECD‐6483499 A080147307 1000 Amp/480 VAC 2008

B‐3Diesel Generator

Engine: Cummins 10.8 liter‐‐model QSM11‐G4 NR3

Generator: Stamford

Engine: 35218918

Generator: S301597‐02

Continuous 380 KW / 480 VAC / 571.3 Amps

2008

Ancillary Equipment

C‐1Gas Detection System with Auto Calibration

RelTEK c1994

This system is now approximately 20 years old and a number of components are now longer supported by the OEM. It will be a challenge to keep this system operational for another 3 years.

This equipment should be retired.

Marathon is concerned that this system may fail before the move to the new location‐‐consideration should be given to contingency plans for the next 3 years.

C‐2Air Compressor‐new

Quincy QR‐340

Nominally 30 scfm10 Hp 2008

The compressor appears to be in almost new condition and there was no report of operational problems.

Marathon recommends reusing the compressor, however a second unit will also be required for redundancy.

C‐3 Air Dryer‐new

Parker‐Zander K‐MT6 twin tower pressure swing regenerative.

Nominal 32 scfm flow capacity

2008The dryer appears to be in almost new condition and there was no report of operational problems.

Marathon recommends reusing the dryer.

C‐4 Air Filter Parker HN8L‐6CUG 2" 2008The filter appears to be in almost new condition. There are no moving parts to wear out.

Marathon recommends reusing the filter.

C‐5Air Compressor‐old

Champion VR10‐12 10 Hp c1994The compressor is functional but near the end of its life.


C‐6 Air Dryer‐old Arrow Refrigeration Blank Plate Blank Plate c1994The dryer is functional but near the end of its life.


C‐7Fuel Management Terminal‐West

EJ Ward IPP‐SIK‐F055‐M0‐H‐O

F99‐1160 c1996 This equipment should be retired.

C‐8Fuel Management Terminal‐South

EJ Ward IPP‐SIK‐F055‐M0‐H‐O

F99‐1161 c1996 This equipment should be retired.

Marathon is recommending the reuse of both of these pieces of equipment, however, the size of this equipment may be small for use on the new CNG station (power enough for one compressor only).

Marathon recommends reusing this equipment for standby power of the new garage and/or office building(s).

The ATS and Generator are in almost new condition.

The fuel management terminals are functional but are now near the end of their functional life.

Gold Coast TransitCNG Equipment Inventory

Date of Inspection:

Marathon has replicated this compressor cylinder arrangement with the Ariel simulator. Based on the expected 229 psig utility inlet pressure and with a reduction in first stage clearance but no cylinder changes, this compressor will flow approximately 600+ scfm with interstage temperature in the acceptable range.

These compressors could potentially be redeployed at the new location‐‐the financial and technical impact will be analyzed.

This old equipment should not be relocated to the new site.

This is equipment from the original Wilson Technologies station. The meters and displays are all obsolete and the South dispenser is very inaccurate.

February 18, 2014 Reed Caldwell Gold Coast Transit 301 East Third Street Oxnard, CA 93030-6048 Dear Reed,

Please provide as much information as possible for each section of this questionnaire. This information will be used in the programming effort for the Gold Coast Transit New Administration, Operations and Maintenance Facility. Your Participation is greatly appreciated.

1. The mature fleet makeup at the new facility: a. How many 40 foot buses fueling at this new facility? Total fleet and spare ratio.

54 b. How many paratransit buses fueling at this new facility? Total fleet and spare

ratio. 24

c. How many other vehicles fueling at this new facility? Total fleet and spare ratio. 20

2. The mature fleet fuel consumption (estimated averages) at the new facility:

a. How much fuel per day per 40 foot bus (average and specify the fuel type and unit (for example CNG in Therms)? SEE ATTACHED ANNUAL USAGE

b. How much fuel per day per paratransit bus (average and specify the fuel type and unit (for example CNG in Therms)? SEE ATTACHED ANNUAL USAGE

c. How much fuel per day per other vehicles (average and specify the fuel type and unit (for example CNG in Therms)? SEE ATTACHED ANNUAL USAGE

3. The primary fueling window at the new facility:

a. 40 foot buses (for example 8 pm to 2 am)? 5:00 pm to 5:00 am

b. Paratransit buses (for example 4 pm to 6 am)? 5:00 am to 5:00 pm

c. Other vehicles (for example 8 am to 5 pm)? 5:00 pm to 5:00 am

4. With respect to the current station and facility:

a. What is the average total hours of operation on each of the three compressors? Comp A = 6,136 Comp B = 6,135

Comp C = 6,128 How many hours per year are going on each compressor? 1,150

b. What is the general condition of the current CNG station? Are there any significant operational problems and issues that would impair the long term us of this equipment? Excellent Condition

c. What is the KW rating on the current diesel generator? 380 kw

d. Once the GCT main fleet is relocated to the new property, will there be any vehicles operating out of the current location? Please provide the same detail as requested above for the new facility. Please indicate the total daily fuel throughput estimated for this facility. SITE WILL NOT BE USED BY GCT

5. FTA Issues: a. When will the current equipment be fully depreciated per FTA requirements?

01-19-2017 b. What is the estimated annual penalty if this existing equipment is depreciated

early? UNKNOWN

c. Is a paratransit fleet load on the existing station enough to avoid paying this penalty? UNKNOWN

d. Will the new CNG station be eligible for full FTA funding if the existing station is retired? UNKNOWN

6. Rob Adams (Fueling Consultant with Marathon Tech Services) asks for GCT to authorize Steve Anthony of SoCal Gas to speak directly with Rob Adams regarding gas pressure, quality and loads.

Thank you for your time in completing this questionnaire

CNG Usage for the CNG Station

Therms Used

Jan-12 89,051 Feb-12 87,194 Mar-12 92,988 Apr-12 90,630 May-12 94,023 Jun-12 89,650 Jul-12 92,086 Aug-12 92,655 Sep-12 91,379 Oct-12 94,239 Nov-12 82,834 Dec-12 81,459 Jan-13 88,448 Feb-13 83,673 Mar-13 96,917 Apr-13 113,042 May-13 107,313 Jun-13 97,436 Jul-13 94,446 Aug-13 96,697 Sep-13 103,569 Oct-13 104,814 Nov-13 94,174 Dec-13 94,725

*Received from GCT March 6, 2014

QUALITYMANAGEMENT PLAN

GCT Administration & Operations FacilityGold Coast TransitOxnard, California

D E N V E R | H O U S T O N | B A LT I M O R E | L O S A N G E L E Sw w w . m a i n t e n a n c e d e s i g n g r o u p . c o m

March 2014

F u n c t i o n a l | I n n o v a t i v e | S u s t a i n a b l e

Administration & Operations Facility Quality Management Program

Gold Coast Transit Oxnard, CA 1 Maintenance Design Group, LLC

QUALITY STATEMENT

Quality is the responsibility of every partner, consultant, subconsultant,

and employee. Consultants, subconsultants, and suppliers shall be

organized in such a manner that quality is achieved and maintained by

those responsible for performance of the work and that the quality

achievement is verified by persons or organizations not directly

responsible for performance of the work. Although certain Quality

Assurance and Quality Control responsibilities may be assigned to

subconsultants, overall Quality Assurance/Quality Control

accountability will remain with the Maintenance Design Group Team.



TABLE OF CONTENTS

What is a Quality Management Program? ............................................1

Who is Responsible for Quality Control? ...............................................1

Which Documents will be Quality Controlled? ...................................... 1

What Documents will be Quality Controlled? .........................................2

Quality Control Check/Reviews ..............................................................2

Quality Control Personnel and Roles .....................................................3

Quality Control Color Coding System ....................................................4

Quality Control Stamps ..........................................................................5

Quality Control Sign-off Sheets ..............................................................5

Round Robin Review .............................................................................6

Quality Control Review Comment and Resolution Form .......................6

Quality Control Schedule .......................................................................7

Quality Assurance Audit .........................................................................8

Quality Control Process Overview .........................................................9



What is a Quality Management Program? This Quality Management Program is Maintenance Design Group’s (MDG’s) overall project specific quality plan that is to be used for the final design phases of GCT Administration & Operations Facility project.

This plan will ensure that all designs, calculations, specifications, and reports are in accordance with the project’s requirements. Following the plan encourages early detection and correction of potential problems, minimizing costs and prevents delays. The plan includes a uniform system of documentation that allows easy access for audit and evaluation of adherence to the plan for specific task(s).

This plan is intended to formalize the quality assurance process to ensure the highest level of quality expected by the Gold Coast Transit, and to satisfy the requirements of the contract, project goals, and Gold Coast Transit project standards. This Quality Management Program promotes prevention and a proactive approach, and focuses on documenting and improving the Design Team project delivery processes.

The Quality Management Program is the quality assurance plan prepared by MDG to supplement the policies and procedures utilized by GCT Administration & Operations Facility and Gold Coast Transit to ensure quality.

The Quality Management Program is intended to produce design products (Plans and Specifications), in a well-defined and systematic fashion, that meet the highest level of quality expected by Gold Coast Transit, and satisfies the requirements of the contract, project goals, and Gold Coast Transit project standards. The Plan promotes prevention and a proactive approach, and focuses on documenting and improving the MDG Team project delivery processes.

Who is Responsible for Quality Control?

YOU!! We are a Design Team made up of many participants. Each and every one of us has a role that, when performed properly, will enable us to provide a quality product. Quality starts with the initial design and development and follows all the way through to the end of construction. Taking care to do your work right the first time will reduce the need for rework and potential time delays later.



Which Documents Will Be Quality Controlled? Quality Control reviews will be conducted and documented on any work product that directly or indirectly constitutes a deliverable.

Design Reports or Studies

Calculations

Hand Calculations

Input to Software Calculations

Spreadsheets

Construction Specifications

Construction Estimates

Construction Drawings

Revisions to Construction Documents



Quality Control Check/Reviews

Types

Detail Technical Check

A typical internal review within the discipline that consists of each discipline’s standard Quality Control procedures. This check is informal and does not require documentation or a stamp.

Level 1: Quality Control Review

An internal senior level review by the project manager within the discipline for design approach, suitability, conformance with client criteria, standards, and project requirements.

Level 2: Interdiscipline Design Review

An interdisciplinary review of necessary project documents for conflicts or improvements performed by senior level staff. Level 2 reviewer shall be independent of Level 1 reviewer.

Following the review, a Round Robin will be held to discuss Level 2’s comments. The Round Robin encourages face-to-face interaction between each discipline on the Design Team to resolve review comments.

Level 3: Final Package Review

Design discipline lead review for compliance with the program commitments and requirements. Usually performed prior to submittal of the final deliverable. Level 3 reviewer shall be independent of Level 1 and Level 2 reviewers.



Quality Control Personnel and Roles

MDG Quality Manager The MDG Quality Manager is responsible for managing and assuring compliance with the Quality Management Plan. While the MDG Quality Manager will review and audit the Quality Assurance documentation, this role does not perform a technical review.

Design Team Roles

Originator

The Originator is responsible for creating and coordinating a design document. Documents include reports, drawings, technical specifications, cost estimates and all other deliverables required by the contract and scope of work.

Level 1 Reviewer

The Checker shall perform calculation, drawing, or report checking. The Checker shall be independent of the Originator, and shall have qualifications equivalent to or greater than the Originator. The Level 1 Reviewer shall be familiar with the project requirements.

Level 2 Reviewer

The Level 2 Reviewer is responsible for conducting and documenting Quality Control Reviews on any work product that directly or indirectly constitutes a deliverable. A Level 2 Reviewer shall be an experienced person, who if possible is not otherwise involved in producing the deliverable documents, but is experienced in the discipline(s) required and understand the requirements of the Contract.

Updater

The Updater is the Originator. The Updater shall physically implement all corrections and revisions to the applicable document (i.e., calculation sheet, Revit drawing), as approved by the Reviewers and Backchecker.

Backchecker

The Backchecker shall be assigned by the Discipline Lead, and may not be the Originator/Updater but can be the Level 1 or Level 2 Reviewer. The Backchecker shall review the changes, edits, and/or comments, and the implementation of those changes. The Backchecker shall resolve comments or differences, and discuss any non-conformance issues with the Originator/Updater. The Backchecker shall be familiar with the project requirements, including the design criteria, the Quality Management Program, the applicable federal, state, and local requirements, and other requirements of the Project.



Quality Control Color Coding System A color coding system is used for marking on a Check Print to identify various actions to be taken and to identify the various stages of the checking process. The color coding system is presented below.

Red (Reviewer):

Red is used by the Reviewer to mark-up corrections, changes and additions.

Yellow (Updater):

Yellow highlighter is used by the Updater to indicate that changes to the original drawing have been made.

Green (Backchecker):

Green is used by the Backchecker to indicate approval (√) or disapproval (x) of Checker’s mark-ups and to verify that the changes made to the original drawing by the Updater are correct.

Blue:

Blue or blue cloud is used for non-record comments or instructions.

Non-record questions, for example, need to be answered in blue. If there is an action by the Backchecker or Updater, then the Quality Control process is followed on the comment. If the comment results in a “significant” correction or addition to the document, then a check print with the change specifically checked is required.



Quality Control Stamps Use the appropriate Quality Control Review Stamp for all types of Quality Control Check/Reviews associated with;

Construction Drawings

Revisions to Construction Documents

Use Avery 5524 labels for printing stamps

Quality Control Sign-off Sheets Use the appropriate Quality Control Sign-off sheet for all types of Quality Control Check/Reviews associated with;

Calculations

Hand Calculations

Input to Software Calculations

Spreadsheets

Construction Specifications

Construction Estimates

Design Reports or Studies



Round Robin Review

Overview

The Round Robin review encourages face-to-face, cross-disciplinary interaction between the Level 2 Reviewer and Originator (or other representative). During this time, the Level 2 Reviewer shares his/her review comments with each discipline Originator. This allows for those Originators and Level 2 Reviewer to respond to design conflicts or collaborate for design opportunities.

Process

Each discipline will have a representative to receive comments (preferably the Originator and/or Project Manager). The Level 2 Reviewer will remain at their designated station throughout the Round Robin and the Originators will rotate from station to station to receive comments. Originators will have a certain time period to receive comments from the Level 2 Reviewer before moving on to the next station.

Quality Control Review Comment and Resolution Form The Quality Control Review Comment and

Resolution Form is used in the event a Round Robin is not actionable. Each discipline will be required to review all documents produced by other disciplines for each submittal. The Level 2 Reviewer will make comments on drawings, specifications, calculations, etc. These comments must then be compiled in the Quality Control Review Log.

The Comment and Resolution form and marked-up documents will be scanned and sent to the MDG Quality Manager who will send to each respective discipline for review. During this time, each discipline will respond to each comment made by the Reviewer using the log and, if necessary, updating the marked-up document.

Each discipline must respond to all comments and issue the log, along with updated documents, to the MDG Quality Manager. These documents are then compiled and submitted to the Gold Coast Transit.



Quality Control Schedule Quality Assurance reviews will be performed for deliverables specified in the scope of work.

Preliminarily Design Submittals

30% Submittal

Considered a Preliminary Design deliverable document used to define the major elements of the program.

Requires a Detail Technical Check, a Level 1, Level 2, and a Round Robin review.

Final Design Submittals

60% Submittal:

An intermediate submittal to the Gold Coast Transit to show the design development and is intended to obtain the Gold Coast Transit concurrence to proceed to final design.


90% Submittal:

The final design submitted to the Gold Coast Transit for concurrence that all review comments (both the MDG Project Team and the Gold Coast Transit) have been addressed satisfactorily and are ready for final design efforts.


100% Submittal:

The final design submitted to the Gold Coast Transit for concurrence that all review comments (both the MDG Project Team and the Gold Coast Transit) have been addressed satisfactorily and are ready for release to construction.

Requires a Level 1 to ensure the review comments have been addressed satisfactorily and a Level 3: Final Package Review.



Quality Assurance Audit

What is required to conduct a Quality Assurance Audit?

Check print set

Complete set (updated)

Design Quality Control Review Forms and Comment Sheets (as applicable)

Evidence of Review Comment Resolution (not applicable to initial submittal)

What is being reviewed in a Quality Assurance Audit?

The audit is performed by MDG Quality Manager.

Comments were incorporated

Substantial comments were resolved

The Quality Control steps did occur

Processes defined in the Quality Management Program were followed



Quality Control Process Overview

Steps

1. The Design Discipline Lead and the Design Team determines the design document is ready for a Quality Control Review.

2. The Design Discipline Lead will determine who will perform the Quality Control review (i.e. who will be the “Reviewer”). The Design Discipline Lead will forward the document and forms to the assigned individual for review.

3. The Quality Control review process will be performed, which includes the review and necessary updates. The Design Discipline Lead (or his designee) will ensure all forms, signatures, and documents are properly completed.

4. The Quality Control documentation will be submitted to the MDG Quality Manager, or his designee, for review and audit on compliance with the process.

Insufficient: If the Quality Control documentation is insufficient, the MDG Quality Manager will request the missing information be provided to supplement the package or the MDG Quality Manager will reject the package and return it to the Design Discipline Lead (or his designee) for updates or corrections. This process will continue until the Quality Control documentation is deemed to comply with the project requirements and agrees it may be submitted.

Sufficient: If the Quality Control documentation is determined to be sufficient, then proceed to step 5.

5. The Design Discipline Lead will submit documentation in accordance with the project’s Document Control Procedures or standard submittal process.

Hard Copies

Submit the color coded system Quality Control documentation, including appropriate forms, checklists, and evidence of comment resolution/closure. These documents will be filed in accordance with the Gold Coast Transit Document Control Procedures.

Submit one (1) “clean” hard copy of the Quality Controlled documents.

Electronic Copies

Document Control Procedures may require an electronic copy of the color coded system Quality Control documentation. MDG will coordinate the manner and effort to provide the files with Document Control (i.e. provide the electronic documents or Document Control agrees to create by scanning).



Assigned Level 2 Reviewers Level 2 Reviewers for Gold Coast Transit’s Administration and Operations Facility are as follows:

Level 2 Reviewers: Firm: Name:

Quality Manager MDG Mark Ellis

Architecture RNL Ed Carfagno

Structural Miyamoto International Ken Wong

Civil Huitt-Zollars Marc Haslinger

Mechanical MDG Mike Stern

Electrical MDG Mike Stern

Plumbing MDG Mike Stern

Industrial Design MDG Kai Fishman

Landscape JGB Paul Jordan

Administration and Operations Facility System Operational Safety Plan

Gold Coast Transit Oxnard, CA Maintenance Design Group, LLC

System Operational Safety Plan Approved By: Date:

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Gold Coast Transit Oxnard, CA i Maintenance Design Group, LLC

Table of Contents

1.0 Preface .................................................................................................................................... 1

1.1 Acronym Definitions .......................................................................................................... 1 1.2 Reference Documents ...................................................................................................... 2

2.0 Overview ................................................................................................................................. 3 2.1 Purpose ............................................................................................................................. 3 2.2 Background ....................................................................................................................... 3 2.3 Program Scope ................................................................................................................. 4

3.0 Roles & Responsibilities ......................................................................................................... 6 3.1 Roles & Responsibilities Overview .................................................................................... 6 3.2 Responsibilities of Other Departments .............................................................................. 6 3.3 Documentation Responsibilities ........................................................................................ 8 3.4 Reporting Responsibilities ................................................................................................. 8

4.0 The Safety Certification Process ........................................................................................... 10 4.1 Certification Process Activities ........................................................................................ 11

5.0 Hazard Management and Threat Assessment ..................................................................... 16 5.1 Responsibility .................................................................................................................. 16 5.2 Hazard Identification ....................................................................................................... 16 5.3 Threat and Vulnerability Assessment .............................................................................. 16

6.0 Designing for Safety .............................................................................................................. 18 6.1 Developing the Certifiable Elements List ........................................................................ 18

7.0 Implementing & Monitoring Safety Testing ........................................................................... 20 7.1 Conduct & Manage Test Requirements .......................................................................... 20 7.2 Acceptance Testing ......................................................................................................... 21 7.3 Integrated Tests and Integrated Test Permits ................................................................. 21

8.0 Verifying Results & Issuing Certifications ............................................................................. 24 8.1 Preparation and Recommendations ................................................................................ 24 8.2 Final Hazard Report ........................................................................................................ 24 8.3 Final Certification ............................................................................................................ 25 8.4 Final Verification Report .................................................................................................. 25

Appendix A - Certificates ............................................................................................................ 26 Appendix B - Certifiable Elements List ........................................................................................ 28 Appendix C - Checklists .............................................................................................................. 31 Appendix D - Reports .................................................................................................................. 32 Appendix E - Permits .................................................................................................................. 33


Gold Coast Transit Oxnard, CA ii Maintenance Design Group, LLC

Tables & Figures

Tables

Table 1-1: Acronym List .......................................................................................................... 1 Table 8-1: Detail Certifiable Elements List ............................................................................ 28 Table 8-2: Safety Certification Checklist ............................................................................... 31

Figures

Figure 4-1: Safety and Security Certification Process ........................................................... 10 Figure 4-2: Design Criteria and Project Specifications Development Process ...................... 12 Figure 8-1: Certificate of Compliance .................................................................................... 26 Figure 8-2: Construction Certifiable Element Compliance Certificate .................................... 27 Figure 8-3: Visual Inspection Report ..................................................................................... 32 Figure 8-4: Integration Test Permit ........................................................................................ 33



1.0 Preface

This document describes the processes used to implement the Gold Coast Transit’s (GCT) System Operational Safety Plan (SOSP). Safety and Security Certification is the series of processes that collectively verify the safety and security readiness of a project for public use. Safety and Security Certification is required for all GCT projects that have a Full Funding Grant Agreement (FFGA) or are designated as a “Major Capital Project”. The SOSP is the approved safety certification process for GCT Transportation, Operational Facilities and Bus Programs. The SOSP verifies that all GCT projects have the highest practical level of safety for passengers, employees, emergency responders, and the general public.

GCT evaluates relevant projects and initiates the Safety and Security Certification process on an as-needed basis depending on the project’s impact on system safety. This document describes GCT’s processes for safety certification of capital projects that meet the following criteria: receive federal or state funding of any kind; identified as having a potential safety or security risk to passengers, employees,

emergency responders, and/or the general public. 1.1 Acronym Definitions

The following table defines the acronyms used in this document.

Table 1-1: Acronym List

Acronym Definition

COC Certificate of Compliance

FFGA Full Funding Grant Agreement

FTA Federal Transportation Administration

GEC General Engineering Consultants

GCT Gold Coast Transit

HRI Hazard Rating Index

NJTF National Joint Terrorism Taskforce

ORI Operational Readiness Inspection

OSHA Occupational Safety and Health Administration

PHA Preliminary Hazard Analysis

RAI Risk Assessment Index

SEPP Security and Emergency Preparedness Plan



Acronym Definition

SCC Safety Construction Certificate

SOP Standard Operating Procedure

SSCC Safety and Security Certification Committee

SHA System Hazard Analysis

SSPP System Safety Program Plan

SSWG System Safety Working Group

TRR Test Readiness Review

TUN Temporary Use Notice

TSA Transportation Safety Administration

TVA Threat and Vulnerability Assessment 1.2 Reference Documents

Documents that support the SOSP include the following: DOT-FTA-MA-90-5006-00-1: Federal Transit Administration Compliance

Guidelines for States with New Start Projects, June 2000 DOT-FTA-MA-90-5006-00-1: Federal Transit Administration (FTA), Hazard

Analysis Guidelines for Transit Project, January, 2002 FTA-MA-90-5006-02-01: FTA Handbook for Transit Safety and Security Certification,

Final Report, November 2002 MIL-STD-882D: System Safety Program Requirements, February 2000 National Fire Protection Association (NFPA), transit industry, and other applicable

codes and standards Contractual documents and specifications that define the safety and security

features of facilities, systems, and equipment.



2.0 Overview

The SOSP presents a comprehensive approach to ensuring the safety and security of future extensions, capital improvements, and the integration of new and rehabilitated facilities and equipment.

This Plan includes the organizational responsibilities of the identified stakeholders of a project and describes the processes and procedures used to implement the SOSP.

The SOSP establishes a process between contractors and GCT’s cross-functional project team(s) to perform evaluations, analyze designs and specifications, and ensure that ongoing inspections and documentation occur over the lifecycle of the project. These activities culminate in the issuance of a final certification package prior to placing the new or modified assets into revenue operation.

2.1 Purpose

The purpose of the System Operational Safety Plan (SOSP) is to ensure that: Hazards and security vulnerabilities are identified in the design of a project, and are

evaluated and properly controlled or mitigated, prior to the commencement of passenger use and service;

All critical system elements are evaluated for compliance with the identified safety and security requirements during the design phase, construction/installation phase, testing phase, and verification phase of a project;

GCT bus systems are operationally safe and secure for customers, employees, emergency personnel and the general public, prior to entering revenue service or use by GCT personnel.

This plan references the Hazard Management Process that instructs System Safety Engineering and System Safety Management on how to identify, evaluate, and eliminate hazards and/or reduce the associated safety risk to an acceptable level. The process is intended to ensure safety requirements are properly considered and included in the design and specification phase of the project.

The Safety Certification Process includes analyses that reduce the need for expensive retrofitting to correct hazards or vulnerabilities after the system is placed in revenue service. Certification also supports improved integration of operational considerations into project design, which offers the following opportunities: Improved functionality of system design Promotion of effective and efficient use of resources Reduced work-arounds and change orders during construction Reduced hazards during service and maintenance activities as an essential

element of safety certification Ensures that emergency plans are in place for new systems, and proper integration into

existing systems is performed, reducing incidents on the entire system. 2.2 Background

The SOSP is modeled after the FTA Handbook for Transit Safety and Security Certification Handbook (Reference 1.9.5), and the requirements of GCT operations.



2.3 Program Scope

The System Operational Safety Plan (SOSP) is applicable to relevant systems, facilities, equipment, and operational elements that may pose a hazard or security concern to passengers, GCT employees, and emergency response personnel. The scope encompasses processes and procedures used by, but not limited to the following: Facilities: Bus Operations and Maintenance Facilities, Bus Stops System Elements: Bus Vehicles, Voice and Data Communications, Intrusion

Detection Systems, Fare Vending Machines Equipment Maintenance and Inspection Training: Bus Maintenance Facilities,

Fiber Optics, Bus Vehicles, and Mechanical Equipment Operations and Emergency Training: Bus Operators, Bus Field Supervisors,

Bus Controllers, Police and Emergency Responders, Bus Maintainers Operations Plans and Procedures: Emergency Preparedness Plans, Rule Book,

Standard Operating Procedures, Emergency Procedures, Abnormal Operating Conditions

2.3.1 Program Plan Goals and Objectives

It is GCT’s primary goal to provide safe, secure, reliable, and cost-effective transportation. The overall intent of the SOSP is to achieve an acceptable level of risk and to verify that all applicable safety standards and security criteria items meet or exceed requirements in the design, construction, and integration phases of the project prior to operations.

The SOSP Process includes the activities performed to ensure that the objectives are met. The program includes three overlapping functional areas: System Safety, Fire/Life Safety, and Occupational Safety.

The goals and objectives of the SOSP are to: Demonstrate a systematic approach to hazard and vulnerability management Verify that all applicable safety and security requirements are integrated into the

design of relevant projects Verify that the safety and security requirements are specified in the contract

documents and those requirements are met during construction and implementation Mitigate or control design and operating hazards to passengers, employees, and

the general public Control security vulnerabilities Ensure that facilities, systems, and equipment are designed, constructed, installed,

manufactured, and tested in accordance with applicable safety and security codes, standards, criteria, and specifications

Verify that training programs and documents are developed for the training of operations and maintenance personnel and emergency responders Emergency response plans and procedures are developed and implemented Verify that relevant system safety tests have been conducted, including, but not

limited to:

Design verification tests Acceptance tests Start-up tests

2.3.2 Safety Certification and the Hazard Management Process



The SOSP is closely aligned with the Hazard Identification and Resolution Process ensuring proper analysis, evaluation, and satisfactory resolution of any potential safety hazards or security vulnerabilities are addressed. All potential hazards and safety risks are identified as part of the Safety Certification Process. Identified hazards are monitored throughout the lifecycle of the project and resolved or noted as part of the final certification documents prior to acceptance of the project for revenue service operation.

The SOSP also integrates with GCT’s Safety and Security Program Plan requirements. This ensures that all appropriate safety and security criteria and standards are established for the design, procurement, construction, inspection, testing and training associated with any project prior to final safety and security certification for transit operations readiness.

2.3.3 Additional Key Processes

The Safety Certification Process integrates with other sub-processes to accomplish the required tasks and goals. These processes may include: Certifiable Elements Certification Process Design Criteria and Project Specification Development Process Threat and Vulnerability Assessment Process Open Items List Process Security Risk Assessment Process



3.0 Roles & Responsibilities

The Director of Safety oversees the following activities as part of the SOSP: Negotiate safety, quality, and certifiable items as required in conjunction with

consultants and contractors engaged in GCT projects. Ensure that sub-contractors conduct safety and security certification activities in

compliance with GCT standards. 3.1 Roles & Responsibilities Overview

The GCT Program Office and Engineering Department play key roles in the design and safety certification process. The implementation of the Safety Certification Program is the responsibility of project staff, including: GCT employees, contractors and the General Engineering Consultants (GECs) Key management stakeholders that manage program implementation and the

processes within their respective departments GCT Program Office and Engineering Safety and Security Certification Committee

3.1.1 Safety and Security Certification Committee (SSCC)

In addition to a Safety Certification Engineer, the Safety Certification Program may establish a System Safety Certification Committee (SSCC) to advise, monitor, inspect, and evaluate certification activities and issue the final certifications. The committee personnel can vary depending on the project scope. Activities can include: Identifying and defining the certifiable elements, items, and safety and security

requirements Developing the compliance checklists Reviewing verification documentation for each certifiable element to ensure

compliance with the identified safety and security requirements Ensuring that safety and security requirements and safety certification checklists

are developed, reviewed, and approved for the design and construction of capital projects

Resolving any safety and security issues Ensuring that processes exist to facilitate interdepartmental coordination and

concurrence with modifications to equipment, policies, plans, rules, and procedures Tracking, mitigating and/or resolving hazards identified during the Safety and

Security Certification Process Determining the hazard severity, probability, and hazard risk index of identified

hazards, as applicable. Establishing a hazard/threat log to track all identified safety hazards and security

vulnerabilities to resolution Providing a final Safety and Security Certification Report for each project Preparing for issuance of Certificates of Compliance for each certifiable element

and the system as a whole 3.2 Responsibilities of Other Departments

The following topics describe the responsibilities of other departments in relation to the SOSP.



3.2.1 Responsibilities of the Office of Safety

GCT is responsible for managing and monitoring implementation of the SOSP and for verifying completion of all tasks related to safety and security critical elements. Director of Safety ensures that proper system safety requirements are established and that reviews are performed at each phase of the project. In addition, sufficient documentation supporting the reviews and resolutions is required.

Safety tasks related to the SOSP include: Reviewing and updating, as required, the System Operational Safety Plan including

recommended revisions to the System Operational Safety Plan Advising the SSCC of documentation discrepancies or completeness that require

resolution Auditing the Safety and Security Certification process Transmitting a final Safety and Security Certification Report for each GCT

project 3.2.2 Safety Certification Engineer Responsibilities

The Safety Certification Engineer monitors completion of the Safety and Security Safety Certification Checklists, the Safety Open Items List, witnesses safety/security critical tests, monitors start-up activities and audits appropriate project files to ensure that the verification documentation supports the safety and security requirements. The Safety Certification Engineer will chair the Safety and Security Certification Committee, if one is deemed necessary.

The Safety Certification Engineer is responsible for ensuring that hazard analyses are performed to identify and define hazardous condition/risks for the purpose of their elimination and control.

3.2.3 Facility Project Manager Responsibilities

The Facility Project Manager is responsible for implementing the safety certification actions as directed by the Safety Certification Engineer and/or SSCC when safety and security certification is required. Additional responsibilities include: Assisting in the identification of safety and security certifiable elements, items and

requirements Assisting in the development of safety and security compliance checklists Assurance that the project management organization (internal and consultants)

incorporate safety and security requirements into the project design criteria and specifications

Providing design and specification documents Assurance that project staff and/or the contractor(s) develop an adequate project

document record keeping and submittal system to facilitate the verification process, including inspections documentation

Assurance that the contractor meets identified safety and security specification requirements, as defined under their control

Assurance of the successful completion of all safety/security related specification and integration of test program activities



Development of the testing plans and procedures for the newly installed equipment and systems. GCT oversees the implementation of the Testing Plans and Procedures, including management of all integrated testing. The checklist is reviewed, amended (as needed), and approved by the Safety Certification Engineer.

Ensures all safety-critical issues are brought to the attention of the Safety Certification Engineer.

3.2.4 Contractor Responsibilities

The contractor shall prepare a project-specific Safety Certification Plan compliant with the requirements identified in this document. The contractor shall place special emphasis on describing how to ensure the identification, elimination, and/or control of potential hazards, which could lead to injury, loss of personnel or damage to revenue equipment throughout the complete cycle of the program.

3.3 Documentation Responsibilities

Documentation related to the project will be reviewed and analyzed to ensure it provides for the safe operation during normal and emergency conditions. Additions or deletions from these documents, that affect the safe operation of the system, should be coordinated through GCT’S Facility Project Manager and other affected departments for approval prior to implementation. Proper documentation promotes: Accountability Timeliness Accessibility

3.3.1 Procurement Documents

Prior to release, GCT quality personnel review the procurement documents issued from the contractor’s plant sites and facilities, or other divisions or subsidiaries of the contractor. Certification for safety and security is not contractual acceptance, and further contractual acceptance does not constitute safety and security certification.

3.4 Reporting Responsibilities

Reporting is a key element of the safety certification process. The Safety Certification Engineer gathers reports from the key stakeholders throughout the project, and maintains the status of the Certifiable Elements List and Identified Hazards.

3.4.1 Periodic Reports

Periodic reports are prepared and issued by the Safety Certification Engineer. The frequency of the reports is dependent on certification activity levels, but will be quarterly at a minimum. The reports may include the following: System Operational Safety Plan progress Changes to Project Certifiable Items Lists, if any Significant problems encountered in the certification effort Safety and Security Certificates of Compliance completed during the reporting

period



Safety and Security Certificates expected to be issued in the next reporting period Certification Program audit findings and recommendations for improvement, if any The Director of Safety may prepare project certification progress reports for FTA, as

required.



4.0 The Safety Certification Process

The Safety and Security Certification Process illustrated below is a high-level presentation of the typical activities performed for the Certification Process. Since project aspects vary, each must develop a project-specific Safety Certification Plan.

Figure 4-1: Safety and Security Certification Process

Identify Certifiable Elements

Develop Safety and Security Design Criteria

Develop and Complete Design Criteria Conformance Checklist

Perform Construction Specification Conformance

(Inspections)

Identify Additional Safety and Security Test

Requirements

Perform Testing and Validation

Collect Integrated Test Data

Manage OPEN Items List

Verify Operational Readiness

Conduct Final Review

Issue Safety and Security Certification

Certificate



4.1 Certification Process Activities

The Safety Certification Process includes the following activities: An evaluation is conducted on relevant capital projects to determine if Safety

Certification is required. Criteria is developed for Safety Certification The System Safety Engineer initiates a Project Safety Analysis in conjunction with

Engineering’s Design Process The System Safety Engineer creates the Safety Certification Plan in collaboration

with Engineering and Project Management The System Safety Engineer creates the Certifiable Elements and Certifiable Items

Lists The System Safety Engineer Reviews Design and Compliance Documents provided

by Engineering The System Safety Engineer identifies potential hazards related to the project and

invokes the Hazard Management process for management and resolution The System Safety Engineer may issue a temporary safety permit for the project

contingent upon progress and inspections Engineering Contractors and Construction Contractors manage their implementation

processes in conjunction with affected Operations facilities. Construction Safety Certification Checklists are developed and approved to verify

that facility and systems equipment construction and installation have been completed in accordance with the design

Emergency response agency personnel including Police, Fire Department and EMS personnel will be involved in tabletop exercises and emergency response field drills, as required, prior to the start of revenue operations

The Contractor monitors and supports the certification program to demonstrate that the design of hardware is capable of meeting the requirements. The contractor will assure that adequate documentation is maintained to substantiate and track activities in meeting certification requirements imposed by the contract.

Final Project Safety and Security Certificates are prepared under the guidance of the System Safety Engineer, for the approval by the Director of Safety.

The following safety compliance certificates are developed as part of the Safety Certification Engineer’s responsibilities: Compliance Certification Design Criteria Compliance Specification and Operations Readiness Compliance Construction Compliance Training and Exercises Compliance Risk Resolution Compliance Rules and Procedures Compliance Test Inspection Compliance



4.1.1 Design Criteria Certification

The GCT Design Criteria and Contract Documents for GCT Capital Projects, Safety Program Plan, and existing GCT Bus System Rules and Standard Operating Procedures are the source for project requirements. Furthermore, all applicable Federal, State and Local safety and security codes and regulations, standards, and industry practice must be identified and included in the design.

4.1.2 Develop Safety and Security Design Criteria

Suitable guidelines and controls are needed to guide the project’s design so that safety and security aspects of each certifiable item are addressed. These guidelines and controls form specific criteria that are used to govern the project’s design. Safety and Security Design Criteria are generated from the following:

Technical specifications from previous contracts Existing agency design and performance criteria Transit agency “lessons learned” from operating experience The results of the Preliminary Hazard Analysis (PHA) The results of the Threat and Vulnerability Assessment (TVA) Transit industry safety and security practice and reports Applicable safety and security codes, standards, and regulations defined by Federal, State, and local agencies and standards boards and organizations

The process for Safety Design Criteria and Project Specifications Development is described in the following figure. Figure 4-2: Design Criteria and Project Specifications Development Process



4.1.3 Develop Checklist and Review Compliance with Design Criteria

Safety and Security are addressed during project design through the identification of Safety and Security Design Criteria for each certifiable element. Safety and Security Design Criteria are intended to provide guidance to the project design team to support the definition of systems, sub-systems, and components, the development of performance requirements, and the final specification of the engineered system. Whenever possible, reference to their identification and documentation are included in the procurement package for design services.

A criteria compliance checklist is used to verify that the safety and security-related criteria requirements are reflected in the contract design documents from the preliminary to final design review stages. Refer to Appendix B. The checklist documents require that: Designs meet safety code and regulatory compliance Designs reflect current transit industry safety and security standards and practices Safety and security-related design comments are addressed and successfully

resolved. The Lead Safety Certification Engineer will develop and complete a design checklist at the beginning of certification to verify compliance of contract specifications with safety and security criteria. A construction checklist is developed and completed to verify that facilities and systems are constructed, manufactured, or installed according to design.

4.1.4 Specification Compliance and Operational Readiness

Specification Compliance establishes a formal process to verify that all safety and security-related specifications and contract document requirements are satisfied during the construction, installation, and testing phases of the project. GCT Staff must complete the Specification section of a Compliance Checklist prior to beginning the Construction/Installation phase of the project. Many of the safety and security requirements in the specifications take the form of specific deliverables, such as manuals, hazard analyses, reports, approved contract submittals, factory test procedures and results, and inspection reports. However, other safety requirements may not take the form of specific contractor or in-house deliverable documents, but still require verification. Compliance with these types of safety and security-related requirements are subject to verification during audits, inspections, and tests.

4.1.5 Specification Compliance and Operational Readiness Checklists

The safety and security requirements are derived from the contract documents, codes, and standards. Tests conducted by the contractor and manufacturer that verify safety or security functionality or performance requirements are included on the checklist. When consensus is reached on this section of the checklist, the checklist is given to GCT for completion. The assigned Project Construction Manager is responsible for completing the Construction/Installation/Test portion of the checklist.



As this section of the checklist is completed, Construction staff prepares a binder that is used to assemble and organize the required verification documentation. Verification documentation includes:

Formal and Visual Inspection reports Photos Test reports Witnessing safety/security critical tests Drawings sets and other large volume documentation are only referenced

Checklists are used to manage the certification process, the criteria, code, and other requirements are integrated with the Specification Compliance and Operational Readiness Checklists. This approach enables the use of a single checklist and maintains a safety/security requirements continuity link as the project moves from the design phase to the specification/construction/installation phase. The Safety Certification Engineer is responsible for the initial development of the checklist. The checklist is then sent forward to Project staff within GCT for review and concurrence. Project staff may recommend that: Items that are not safety or security related be removed Requirements considered to be safety or security critical are incorporated Information to clarify the specific requirement and/or reference for an item be

included Accepted industry practices be incorporated

The Safety Certification Engineer incorporates changes to the checklist, if any, and assigns it to the appropriate design team leader for completion. The design team leader is responsible for having the appropriate design team member affirm that the design conforms to the referenced, pre-established codes, standards, and criteria and that these have been properly incorporated into the specifications and drawings. The design team member completes the design portion of the checklist by identifying the specification sections and drawings, and other verification documentation and by signature. As the checklists are completed, the Safety Certification Engineer audits the documentation to ensure it supports the compliance with the criteria, codes, and standards. Any unresolved issues are placed on an Open Items List for tracking to resolution.

4.1.6 Construction Specification Certification

Construction Specification Certification verifies that safety/security related contract specification requirements are constructed and installed in accordance with the requirements. Using the specification documents as a reference, the lead certification engineer develops the safety/security construction certificates for each certifiable element. A checklist is sent to the appropriate Project staff for review. Project staff may recommend that: Items that are not safety or security related be removed Other items considered to be safety or security critical be incorporated Information to clarify the specific requirement for the item be included Accepted industry-wide practice be included



4.1.7 Construction Specifications Certification Checklist

The Construction Contractor verifies that certifiable elements are constructed in compliance with design drawings and specification requirements. The contractor signs the appropriate Construction Safety Certification Checklists. Field verification of a specification includes visual inspection, measurements, and testing. Testing may consist of laboratory testing results, manufacturer quality inspection reports, testing results, integration testing, and "In Service Acceptance" testing with equipment. Each completed Safety Construction Certificate (SCC) includes the following sections: The certifiable element The specific sub-system for which the safety/security is certified Identification of the document justifying or providing the basis for verification of the

certifiable item Signatures and dates of the persons verifying conformance Supporting documentation and location.

After field verification is complete, the signed certifications are submitted to GCT for verification that the certifiable items have been constructed and tested in accordance with specifications. The Safety Certification Engineer is responsible for reviewing the completed Safety Construction Certificates to make certain that they are properly prepared and completed in time to support the project schedule. The Safety Certification Engineer reviews and approves the completed Certificates. The Safety Construction Certificates then can be issued to the Director of Safety for approval.



5.0 Hazard Management and Threat Assessment

This section provides an overview of GCT’s Hazard Management Process, which is integral to GCT’s Safety and Security Certification Program. The Hazard Management program details are contained in GCT’s safety document entitled, Hazard Management Process, a Supplemental Document to the System Safety Program Plan.

5.1 Responsibility

Safety in the design of the GCT system is an inherent responsibility of the GCT program office and engineering support. The Safety Certification Engineer is responsible for ensuring that hazard analyses are performed to identify and define hazardous condition/risks for the purpose of their elimination and control. GCT staff will ensure all issues affecting safety are brought to the attention of the Safety Certification Safety Engineer.

5.2 Hazard Identification

The effective and timely resolution of hazards is critical to achieving an optimum level of safety for GCT transit projects. Hazard identification, analysis and resolution is the formal process to identify, evaluate and mitigate hazards associated with the GCT bus operation for patrons, employees and the general public. This also applies to the design, construction, or renovation of facilities or the procurement or retrofit of vehicles. All known hazards identified by the Office of Safety are categorized by severity and probability of occurrence. They are analyzed for potential impact and resolved by design, procedures, warning devices or other methods so that they fall within the prescribed level of risk acceptable to GCT.

5.3 Threat and Vulnerability Assessment

Threat and vulnerability analysis is a technique for identifying, assessing, and resolving security threats to the system. GCT is responsible for conducting formal Threat and Vulnerability Assessments (TVA) and for coordinating TVAs performed by external agencies, such as the Office of Domestic Preparedness (ODP) and the FTA. The threat and vulnerability resolution process encompasses the following steps: Identify asset criticality Identify threats to critical assets Develop threat scenarios Assess consequences of threat scenarios Prioritize vulnerabilities and countermeasures Audit implemented measures Develop formal threat and vulnerability analysis based on FTA, FBI, DOD and/or

TSA guidelines Security equipment maintenance, testing, and inspections Emergency preparedness exercises and drills Security data acquisition and analysis



There is a hierarchy to the GCT TVA. The four methods or practices include GCT working with local and regional agencies to address proactively security issues, including the California Office of Homeland Security (COHS), the government of the City of Oxnard, the Transportation Safety Administration (TSA) and others. The System Operational Security Plan provides full details of the GCT TVA processes.



6.0 Designing for Safety

At the start of the Design Phase, GCT and the Design Team begin the design process, including the development of the project design and specification documents. The System Safety Engineer performs the following activities: Performs project analysis Creates a safety certification plan, based on project-specific requirements Reviews the design and compliance documents for safety elements Develops the Certifiable Elements List Identifies hazards and performs risk assessments May issue temporary use permits

6.1 Developing the Certifiable Elements List

The process of safety and security certification begins with the development of a certifiable elements and sub-elements list. The SSCC is responsible for preparing and issuing the initial certifiable elements list.

What are Certifiable Elements?

Certifiable elements are those project elements that can affect the safety and security of passengers, GCT employees, emergency responders or the public. The elements consist of physical facilities, equipment, procedures, and training programs. All identified Certifiable Elements must be closed as "satisfactorily completed" prior to verifying the operational readiness of the new or rehabilitated system and prior to revenue service. A more detail example of a Certifiable elements Listed is listed in Appendix B, Table 8-1.

6.1.1 Creating the Certifiable Elements List

Many of the major certifiable elements are comprised of numerous items. These items are part of the element, but require individual safety or security verification before the element is certified as safe, and secure for use. These sub-items must be contained in the Certifiable Items List. Specific items on the list may be dependent on other items within the project. The Safety and Security Certification Engineer prepares the Certifiable Items List, with the assistance of the Project designers. The Safety Certification Engineer is responsible for ensuring that the list is reviewed periodically and updated throughout the project lifecycle.

6.1.2 Hazard Identification and Management Process

Hazard identification and management are key components of the safety certification process. A project element cannot be safety certified without consideration to hazards that may be introduced and/or re-opened due to a new or modified system. This applies to the design, construction, or renovation of facilities or the procurement or retrofit of all vehicles. Detailed information about the Hazard Management Process can be found in the Hazard Management Process supplemental document.



6.1.3 Open Items List

An Open items list is maintained throughout the project by the System Safety Certification Engineer and coordinated with the Project Team and stakeholders until closure. All open safety issues are mitigated to eliminate the hazard and/or reduce the associated safety risk. All Catastrophic and Critical hazards are eliminated or controlled to an acceptable level with concurrence by the GCT Program Director.



7.0 Implementing and Monitoring Safety Testing

This section describes the activities performed during the implementation phase of the project. During this phase, GCT and the Contractor will continue to perform activities that are part of their individual processes. The Safety Certification Engineer monitors the activities. Inspections are conducted, documentation is gathered and reviewed, and training is provided. The Safety Certification Engineer maintains and reports the status of the Certifiable Elements and identified hazards.

7.1 Conduct and Manage Requirements

The following topics describe how inspections, checklists, and tests are used to monitor safety requirements for certification.

7.1.1 Conformance to Specifications — Operational Readiness Inspection

The contractor’s generated specifications and procedures for manufacturing, testing, and operations are reviewed to assure that these activities do not negate the inherent safety of the design. Prior to performing any operation or test and ORI are performed for: potentially hazardous to personnel or hardware, has high risk in terms of program importance, or involves test hardware, facilities or effort having high dollar value, the contractor will

prepare an Operational Readiness Inspection (ORI) checklist. 7.1.2 Testing, Inspections and Checklists

Contractors will plan and conduct inspections and tests, which demonstrate that the contract drawings and specification requirements have been met on all articles and materials, procured and produced. These tests will provide evidence that the quality inherent in the design is maintained throughout the contract. The contractor will provide the necessary planning functions to inspect, test, and provide adequate documentation that substantiates their accomplishment. This planning function will provide for: Timely testing throughout all phases of the contract performance Inspection and test operations traceable to the individual responsible for its

accomplishment Coordination and sequencing of inspection and testing successive levels of

assembly. Economical and effective use of equipment, facilities, and personnel Availability of calibrated inspection and test equipment Coordination of inspections and tests conducted by a subcontractor

Test procedures are approved before any test results are considered as meeting the test requirements. The test results are then verified per the procedures. The need for tests in addition to those specified in the contracts may arise. In these cases, the Safety Certification Engineer determines the need and, if warranted, requests that the additional tests be conducted. The added tests are included in the Specification Compliance Checklist and their results documented. The Safety Certification Engineer and Oxnard Police participate, as required, in all safety/security critical contractor and manufacturer audits, inspections, and tests. These audits, inspections, and tests cover both facilities



and system elements. Included are First Article Inspections, Mockup Reviews, Qualification Tests, Performance Tests, and Acceptance Tests. Similarly, the checklists are updated when subsequent approved engineering changes affect safety or security. As certification activities progress, the Safety Certification Engineer monitors progress on the various checklists. This step ensures that the documentation effort is keeping pace with the project schedule. Any items that are lagging in the certification documentation or experience problems achieving certification are logged on the Open Items List and discussed at the project meetings for resolution. After completing the Construction/Installation/Test portion of the checklist, the Construction Project Manager submits the checklist to the Safety Certification Engineer for review. The Safety Certification Engineer audits the documentation to ensure that it supports the identified requirements. As a component of the audit process, walk-through inspections of completed facilities, stations, vehicle rights-of-way, and vehicles are performed to determine that safety, security, and fire/life safety requirements have been incorporated into the construction/installation of unidentified hazards are not present.

7.1.3 Walk-Through Inspections and Visual Reports

The Contractor quality organization conducts periodic walk-through inspections to identify the major move points in the fabrication and assembly phase. A visual inspection report may be used to report compliance with safety and security requirements that cannot be verified with other documentation. A completed and signed visual inspection report, including comments to demonstrate compliance, is referenced on the Compliance Checklist. This report becomes part of the certification documentation.

7.2 Acceptance Testing

GCT or its designee will review all acceptance test requirements to ensure that they are adequate for performance verification and to detect manufacturing defects. Margin of Safety Testing: Provision will be made to ensure that adequate validation tests are performed on critical devices or components to determine the degree of hazard or margin of safety of design. These types of tests will be specified in the Contractors Safety Certification Plan.

7.3 Integrated Tests and Integrated Test Permits

Integrated Tests are used to verify the safe/security performance of systems supplied under more than one contract. Integrated tests verify the compatibility and coordination of different systems, equipment, and facilities. Integrated tests are conducted in accordance with the Acceptance Testing Plans and Procedures identifying the required tests for ensuring the dependable working partnership between the new systems and sub systems. Integrated Test Procedures are reviewed for safety requirements, and safety procedural content, including test pre-requisites. Safety requirements will be determined from the Closure References in the System Hazard Analysis (SHA). Refer to the Hazard Management Plan document for more information.



Safety Critical Integrated Test Reports are reviewed to ensure that the safety closure requirements and parameters established by the approved test procedure have been included in the SHA. Any test non-compliances must be resolved prior to closure.

7.3.1 Test Plan Requirements GCT specified tests might include integrated and pre-operational demonstration tests. Many of these tests are incorporated in the contract documents. Others are not necessarily required by contract specifications, but are required as part of an overall Test Plan. These tests are developed to verify the compatibly and safety/security functionality of equipment and systems. Non-contractual integrated/pre-operational demonstration tests are entered on the Integrated Test checklist for tracking purposes. GCT’s Project Manager is responsible for the development and implementation of the integrated and pre-operational test demonstration plans, including test procedures related to each test, and the logging of all test documentation. The Safety Certification Engineer assists in the development and/or reviews the test plans and procedures. A Test Readiness Review (TRR) is performed by a TRR Board consisting of responsible, knowledgeable personnel directly associated with the test to review test plan procedures and to assess all open issues associated with the test. Test Readiness Reviews (TRRs) shall be conducted in all hazardous test area and on all critical tests prior to each new test program to evaluate the adequacy of test plans and test procedures, configuration and certification, operational safety, and qualification of test team member prior to commencing the test. Any open safety issues will be resolved by the TRR Board. In addition, a final “walk-through inspection” of completed facilities and systems is performed.

7.3.2 Test Permits Prior to conducting an integrated test, a number of safety and security specification compliance requirements and issues must be completed. Requirements and issues are dependent on the type and nature of the test.

7.3.3 Notification The GCT Project Manager notifies the Safety Certification Engineer of the intent to conduct an integrated test. The Safety Certification Engineer determines the current level of verification for each element involved in the test, and issues an Integration Test Permit. If the safety/security certification of the elements required for the test is not complete, the Safety Certification Engineer will issue a Temporary Use Notice (TUN). The TUN is forwarded to the engineer responsible for the particular element involved in the test. Only signatures for those elements that have not been issued a Certificate of Compliance are obtained. Any operation or test restriction is noted on the permit and the test procedure.



7.3.4 Temporary Use Permits If certification of the required elements for the test is not complete, the Safety Certification Engineer may issue a Temporary Use Permit. The permit is forwarded to each engineer responsible for each element. Only signatures for those elements that have not been issued a Certificate of Conformance or a Temporary Use Permit must be obtained.



8.0 Verifying Results and Issuing Certifications This section describes the verification process for preparing and issuing safety certification.

8.1 Preparation and Recommendations When an element is ready for certification, the Safety Certification Engineer and GCT evaluate all evidence, documentation and any restrictions and recommendations received. A “Certificate of Conformance” package is prepared. For each certifiable element, a written statement is issued and signed by the Certification Committee prior to revenue service. GCT Staff attest that a project element is in accordance with specified system safety and security requirements.

8.1.1 Failure to Comply If GCT Staff determines that the requirements have not been met, then it is the Director of Safety’s responsibility and authority to cease operation of the system until the issue is resolved.

8.1.2 Documentation of Records A master safety certification file resides within GCT’s offices. The Project Safety and Security Certification file contains the following: Plan Updates and Corrections Certifiable Elements and Items Lists A summary sheet showing the certification status for the design, construction,

testing, and pre-revenue phases of the project Original copies of the completed checklists for each certifiable element Supporting documentation that may not be contained within project files, including

but not limited to: Visual Inspection Reports Copies of Test Reports for Safety Critical Systems Copies of Integration Test Reports. Originals of the Temporary Use Notices Originals of the Integration Test Permits Originals of the Certificates of Compliance for each certifiable element Originals of the System Safety and Security Certificates for the project

8.2 Final Hazard Report

The Safety Certification Engineer will review and approve applicable work, documents, and subsequence changes to determine the adequacy of controls invoked to minimize potential hazards and/or risks. Hazard documentation is critical to the success of the Safety and Security Certification Program



8.3 Final Certification

The Safety Certification Engineer verifies and documents that the highest practical level of operational safety has been achieved for the Project. The final safety certification package includes the following items: A Certificate of Safety Certification signed by the Safety Certification Engineer, GCT Project Manager and the GCT Director of Safety stating that all hazards identified in the Project’s Hazard Analysis have been resolved or being tracked to closure. The certificate documentation will identify all Certifiable Elements and verify that all identified hazards have been mitigated or controlled to an acceptable level. Certification by GCT that all system, subsystem, and interface testing have been

completed satisfactorily A final “Open Items List” identifying all items opened during the life cycle of the project and their current closure status.

8.4 Final Verification Report A final Safety Verification Report will be prepared by the Safety Certification Engineer and submitted to the Director’s Office of Safety for concurrence.



Appendix A - Certificates

This Appendix contains examples of a Certificate of Compliance and a Construction Certifiable Element Compliance Certificate.

Figure 8-1: Certificate of Compliance

GCT SAFETY AND SECURITY CERTIFICATION PROGRAM

PROJECT SAFETY AND SECURITY CERTIFICATE OF COMPLIANCE

CERTIFIABLE ELEMENT: Program Technical Specification The PROJECT SAFETY AND SECURITY CERTIFICATE indicates that all safety and security requirements have been successfully completed and the project is certified for revenue service, but with any noted restrictions.

RESTRICTIONS

Prepared By:

Date:

GCT Safety Certification Engineer

Approved By:

Date:

GCT Program Manager

Date:

GCT Director of Safety



Figure 8-2: Construction Certifiable Element Compliance Certificate

Construction Certifiable Element Compliance Certificate

Certifiable Element: Location:

Status C = Compliance N = Noncompliance P = Partial Compliance

No. Description Design or Specification Cross Reference

Construction/Testing Status Initial Date

1 2 3 4 5 6 7 8 NOTES AND RESTRICTIONS:

SAFETY CERTIFICATION ENGINEER VERIFICATION Name: Signature: Date: Title: Organization: CONSTRUCTION VERIFICATION Name: Signature: Date: Title:

Organization:



Appendix B - Certifiable Elements List The following Table is an example of a detail Certifiable Elements List. Not all items listed in this example are presently certified by GCT on every project. Those most applicable and relevant to each project are identified as part of the Safety Certification process. Table 8-1: Detail Certifiable Elements List

Number Certifiable Element

Certifiable Sub-Element Certifiable Items

1 Facilities Administration and Operations Building

Entrance Doors, Gates (ADA Compliance)

Stairs/Ramps/Emergency Exit Capacity

Elevator

Walking Surface/Platform Edges

Wall Finishes

Lighting

Railings and Balusters

Canopies and Roofs

Fire Protection

Communications

Clearances

Electrification (AC Distribution System)

Utilities

Security (CCTV, Intrusion Alarm, etc.)

Signage and Graphics



Appendix C - Checklists The following table is an example of the Safety Certification Checklist Table 8-2: Safety Certification Checklist

CERTIFIABLE ELEMENT: SUB-ELEMENT: REVISION: 0 CONTRACT NO. CHECKLIST TYPE: MASTER: X SUB:

Gold Coast Transit

SAFETY CERTIFICATION PROGRAM

B1 VITAL RELAYS SAFETY CERTIFICATION CHECKLIST

SAFETY: SECURITY:

PAGE OF ____ PREPARED BY: DATE: _____ APPROVED BY: DATE: _____ VERIFICATION APPROVAL: DATE: _____

Item NO.

SAFETY REQUIREMENTS DESCRIPTION

DESIGN/SPECIFICATION PHASE

CONSTRUCTION/INSTALLATION/TEST PHASE

FINAL VERIFICATION

Industry Codes or Standards

Specification or Drawings

Design Verified By/Date

Verification Means Test/ Inspection

Date Verified Verified By Status Verified By Date Verified

1 Describe item



Appendix D - Reports The following Figure is an example of a Visual Inspection Report Figure 8-3: Visual Inspection Report

GOLD COAST TRANSIT SAFETY AND SECURITY CERTIFICATION PROGRAM

VISUAL INSPECTION REPORT

Certifiable Element:

Sub-element:

Safety/Security Requirement Item No:

Safety/Security Requirement:

Comments:

This is to certify that conformance with the specified requirement was verified by visual inspection.

Verified By:

Date:



Appendix E - Permits The following Figure is an example of an integration test permit. Figure 8-4: Integration Test Report

GOLD COAST TRANSIT SAFETY AND SECURITY CERTIFICATION PROGRAM

INTEGRATION TEST PERMIT

Permit No:

Start Date:

End Date:

Test Title:

Test Location:

Certifiable Elements/Sub-Elements:

Restrictions Noted:

Project Manager Date:

System Engineering Manager

Date:

Integration Engineer

Date:

Safety Certification Engineer

Date:

INTEGRATION TEST PERMIT EXPIRES AT THE END OF THE TEST PERIOD

MEETING MINUTES

To: Reed Caldwell Date: 02/21/2014

Gold Coast Transit From: Jared Weismantel

Project Name: Gold Coast Transit Administration and Operations Facility

Project City, State: Oxnard, CA

MDG Project No: 14P002

Meeting Information:

Date: 02/20/2014 Time: 11:00 AM Facilitator: Don Leidy

Location: Gold Coast Transit, 301 E 3rd Street, Oxnard CA

Meeting Subject: Plan Review Meeting for Site and Admin/Ops Building Layouts - Informal Progress Review

Discussion Topics:

1. Discuss Site layout

a. MDG suggested Wash Bay flip with Wash Equipment Room and Electrical Room for easier bus maneuvering between Fuel Lanes and Wash Bay.

b. Change Future Wash Bay to Day Clean / Hand Wash Bay c. GCT asked if there would be Security located at bus drive aisle near Nissan dealership

i. Security is located in Lobby of Admin/Ops Building d. Design Team is to design bus shelter on property similar to Admin/Ops Building

i. Location of bus shelter to be determined e. Need wall along northern property line in effort to reduce dust and dirt being blown onsite f. Provide sidewalk along bus drive aisle aligned with crosswalk at Paseo Mercado and Auto Center Drive g. Show employee Bike Storage Area in Courtyard outside Training Room h. Locate secure gate with card reader east of Board Room for Maintenance Staff to enter Courtyard to

Maintenance Building

2. Discuss Admin/Ops Building First Level

a. Do not make Lobby two-story space i. GCT heard it is difficult to clean and maintain high clerestory windows

b. Remove door leading to Public Restrooms near Lobby i. Provide single door east of Training Room doors to secure public areas from Operations

c. Provide countertops in Training Room i. Provide sufficient wall space and electrical outlet. ii. Clerestory windows to Courtyard for natural daylight

d. Drivers Room i. Provide double doors leading to Courtyard

3. Discuss Admin/Ops Building Second Level

a. Need Assistant General Manager b. Expand to Gridline A1, GCT will fill/occupy space in future

i. GCT will look to lower cost per square foot to build future expansion space now ii. Show Patio to west side of building

c. Locate Director of Administration along south bar d. Provide upper and lower cabinets in Copy Room e. Provide card reader at exit stair leading to Courtyard

MEETING MINUTES

Next Meeting: Friday, February 28, 2014 Review Site, Maintenance Building, and Fuel/Wash Buildings

End of Minutes

Unless additions or corrections to these minutes are received within five (5) working days from the date of receipt,

these minutes are deemed to be accurate.

Jared Weismantel

Facility Designer

Maintenance Design Group

MEETING MINUTES

Page 1 of 2

To: Attendees Date: March 7, 2014

From: Jon Holler

Project Name: Gold Coast Transit - Administration and Operations Facility

Project City, State:

Oxnard, CA

MDG Project No:

14P001


Date: February 24, 2014 Time: 2:00pm Facilitator: Reed Caldwell

Location: 301 E 3rd Street, Oxnard, CA

Meeting Subject: Environmental Documentation

Name: Agency / Firm: Title:

Reed Caldwell Gold Coast Transit (GCT) Project Manager

Jon Holler Maintenance Design Group (MDG) Design Team Manager

Randy Chapman Huitt-Zollars (HZ) Civil Engineer

Joe Power Rincon Principal

Douglas Brown Rincon Associate Environmental Planner

Discussion Topics: Status: Action: By:

1. The purpose of the meeting was to meet the City of Oxnard's

environmental consultant to review and discuss technical

exhibits and data needed the design team to support the

environmental process.

2. The following technical exhibits and data are required:

a. Site Plan In Progress Finalize

Conceptual Site Master Plan

MDG

b. Points of Access (Site entry/exit points) In Progress Identify on

Conceptual Site Master Plan

MDG

c. Operational Data: Activities (Administration, Operations,

Maintenance, Fueling, Wash), Hours of Operation, Number

of Employees working at the facility, Bus Pull-in/out

Schedule.

In Progress Provide Narrative

MDG

MEETING MINUTES

Page 2 of 2


d. Noise Sources In Progress Identify on

Conceptual Site Master Plan and describe in Narrative

MDG

e. Preliminary Grading Plan Waiting for existing Site Topo in order to develop Preliminary Grading Plan

HZ

f. Preliminary Hydrology Report In Progress HZ

3. The exhibits and data listed above will be delivered to Gold

Coast Transit on or before March 31, 2014. GCT will provide

to Rincon.

MDG, GCT

4. Rincon indicated that this project would most likely require a

mitigated Negative Declaration. Under review and in discussion with City of Oxnard and FTA

Determine Study, Documentation Required

Rincon

Next Meeting: TBD

End of Minutes Unless additions or corrections to these minutes are received within five (5) working days from the date of receipt,


Jon Holler

Project Manager


DRAFT MEETING MINUTES







Date: 02/27/2014 Time: 9:30 AM - 1:00 PM Facilitator: Mark Ellis


Meeting Subject: Plan Review Meeting for Site, Maintenance, and Fuel/Wash Building Layouts - Informal Progress Review


Chuck McQuary Gold Coast Transit (GCT) Facility Coordinator

Jeff Gaertner Gold Coast Transit (GCT)

Jorge Arellano Gold Coast Transit (GCT)

Juan De La Rosa Gold Coast Transit (GCT)


Robert Lurie Gold Coast Transit (GCT)

Rodger Stephens Gold Coast Transit (GCT)

Steve Brown Gold Coast Transit (GCT) Director of Administrative Services


Jared Weismantel Maintenance Design Group (MDG) Facility Designer


1. Site layout

a. Remove reference to Future Bus Parking. 125 buses plus

three service vehicles in yard. i. GCT is submitting plans as 125-bus Program

Ongoing Extra spaces in yard to be shown as Service vehicles

RNL

b. Dash in future parking in employee parking area.

i. Specific Plan Amendment requires project show all

parking required (based on total square footage)

RNL



c. Split ADA parking stalls to visitor parking area and secure

employee parking area. Confirm ADA

parking can be split as described

RNL

d. Turnaround for vehicles at Auto Center Drive and Private

Drive Aisle

i. Located near intersection or controlled through

employee parking.

Provide turnaround and secure gate

Provide secure gate on Private Drive Aisle

Huitt-Zollars

e. Perimeter walls

i. Show wall along Paseo Mercado.

ii. Show perimeter wall along north and west property lines.

iii. Heights to be determined by Specific Plan

Amendment. iv. Existing walls along Nissan dealership property

f. Coordinate CNG meter locations with Steve Anthony,

GCT’s account representative.

i. Steve to be primary contact for gas.

ii. Ask gas company if they will bring gas far onto site and

review where meter is located.

g. Determine locations for CNG meter set, transformer,

backflow preventer.

h. GCT asked when they would be able to review security

issues.

i. Security/Data/Communications consultant will meet with

GCT to establish criteria following Preliminary Tasks.

i. Extend Non-Revenue Parking to accommodate Service

staff (20 vehicles)

i. During charrette, it was determined no employee

vehicles would have access to bus yard.

ii. GCT wants to allow Service staff parking closer to Fuel

and Wash Buildings for employee safety.

j. Location of Maintenance Building will move south to allow

70-feet clearance plus 10-feet of landscaping to property

line.

k. Fix circulation near fare collection area.



l. Drive aisles to be adjusted and consistent.

m. Next plan to show:

i. Curb/gutter

ii. Gates

iii. 10-foot buffer on back (north), next to dealership, and

on west side of employee parking lot.

n. Bus Stop

i. Review City of Oxnard’s Bus Stop Criteria

2. Maintenance Building First Level

a. GCT has concerns about firm, structural walls and future

flexibility.

i. Prefer fewer walls within spaces to be structural to allow

for future demolition and renovation of spaces.

b. GCT wants office sizes to be consistent throughout the

facility.

i. Example: All Manager offices are equal square footage.

ii. Reed will provide GCT standards for office sizes.

Provide GCT space standards

Reed Caldwell, GCT

c. Evaluate storage space allocation shown on plans

i. Employee records

ii. Marketing

iii. Driver’s records

iv. Space shown on plan of Maintenance Building is a

staging area

d. Provide roll-up overhead door at Facility Maintenance

Shop.

e. Move main Electrical Room east of Men’s/Women’s

Lockers and Restrooms.

i. Electrical Room should be near Transformer.

f. Admin Supervisors Office

i. Add door to Admin Supervisor offices near Shop floor.

ii. Discussed separating into two offices

1) Keep as shared office with two workstations.

Confirm two workstations in shared office per Program

GCT



g. Combine Common Work Area with Brake Shop.

i. Add overhead door between gridlines BE and BF to

provide forklift access to Common Work Area and Brake

Shop.

h. Remove Non-Revenue Shop

i. Non-Revenue work will be performed in Common Work

Area

i. Provide one office for Parts

i. Include minimum two workstations

1) Three workstations if possible

Confirm workstation quantities

GCT

j. Work order locations

i. Primary work orders to be placed at Tech Manuals area

near Parts Window.

ii. Computer cabinets (for maintenance) will be located

throughout Shop floor.

k. Vertical Lift Modules and Parts Carousels

i. GCT concerned about

1) Ability to see parts within high density storage

system.

2) Ability to inventory parts easily

a) What are inventory management systems and how

are they associated with VLMs/Carousels?

3) Programmed maintenance required similar to other

equipment throughout buildings.

MDG to provide list of existing locations of VLMs/ Carousels to GCT

MDG

l. Provide space for forklift storage, hand dollies, etc. Locate

designated space in Parts Storeroom

MDG/RNL

m. How can equipment be phased/added as GCT grows?

n. Look at Tire Storage area Layout tire

storage, determine capacity

MDG

o. Make Lube/Compressor Room larger Size will be

refined when equipment is placed during Task 2 - 30% Design

MDG/RNL

p. Locker Rooms Provide layouts MDG/RNL



i. Toilet area must be separate from Lockers and Sinks

ii. Showers adjacent to Lockers, not Toilets

iii. Minimum fixture count to be dictated by Code

1) MDG typically designs women’s fixture count per code

and men’s fixture count at 100% maintenance staff

showing minimum fixture count and typical industry counts

q. Additional Toilet Room(s) on Shop floor Provide

additional toilet room(s) near Parts Storeroom

RNL

r. Locate Break Room adjacent to Courtyard and hallway.

s. Locate Training Room near Repair Bay if possible.

i. Proximity is not priority for GCT but would be beneficial.

t. Toolbox Storage and Portable Equipment Storage near

Bay 1 need to be reconfigured to provide more square

footage.

Revise layout to provide more storage

MDG

u. Electronics Shop and Farebox Repair Shop can be

combined into one space (roughly 1,000 square feet). Combine

spaces RNL

v. Facilities Maintenance Shop is over-program

i. Shown at 700+ square feet

ii. Program for 600 square feet

Reduce size to meet program

RNL

w. Provide solid partition wall between Break Room and

Training Room

i. Discussed having foldable partition wall, but would

permit too much sound transmission

x. Maintenance Supervisors office too small Make interior

dimensions 12’ by 36’ (6 standard workstations)

RNL

y. Relocate Bike Storage to Fuel Building

i. Service staff will remove bikes from Buses during

Service cycle.

ii. Drivers will not remove bikes from buses after shift.

1) Previously located Bike Storage near Money Room in

Maintenance Building to allow drivers opportunity to

remove bikes from buses when returning to site.

3. Maintenance Building Mezzanine Level



a. Add mezzanine in “south bar”

i. Need to add stair with parts lift for access to this

mezzanine.

ii. Will primarily be used for Admin storage

b. Add mezzanine above Lube/Compressor Room, Admin

Supervisors, and Tool Crib areas.

i. Connect with designed mezzanine above Parts Window,

High-Density Storage, Portable Equipment Storage

areas.

4. Discuss Fuel/Wash Building

a. No Stops and Zone Storage area required.

b. Move Supervisor Office to southeast corner of building.

c. Add space for Bike Storage

i. Previously located in Maintenance Building near Money

Room

ii. Locate in-line with front of bus when pulled into fuel

position.

d. Locate Bus Books (Transfers) Storage near Cleaning

Supply Storage.

i. Locate adjacent to Lube/Compressor and Vacuum

Rooms.

ii. Place door connecting Cleaning Supply Storage and Bus

Books (Transfers) Storage

e. Cleaning Supply Room to be open to Fuel Lanes.

f. Provide space for washer/dryer for rags adjacent to Fuel

Lanes.

g. Janitor’s closet should be larger

h. Service staff will be working “graveyard” shift, need to

make building self-sufficient.

i. Provide larger Break Room.

ii. Provide lockers in alcove, not located in Men’s/Women’s

Lockers

i. Wet area for rain gear Provide “Mud

Room” RNL

j. Make Vehicle Wash Bay 100-feet long.



k. Non-Revenue vehicles will be hand-washed at Day Clean

lane(s)

i. Non-Revenue vehicles will be hand-washed at Day

Clean lane(s)

l. Provide sufficient lighting at Day Clean canopy for night

detailing work.

m. Service shifts:

i. First Shift: 10 AM - 6 PM

1) One (1) Supervisor

2) Six (6) Service staff

ii. Second Shift: 6 PM - 2 AM

1) One (1) Supervisor

2) 12 Service staff

n. Transfers (Bus Book Storage) stored at Fuel Island

o. No concrete islands between Fuel Lanes.

i. Concrete islands create tripping hazards.

p. Add provisions for money collection at Fuel Island

i. Space and utilities for vault, probe, data (all three lanes)

q. Canopies over CNG equipment if possible

i. Rob Adams (Marathon Technical Services, Fueling

consultant) to provide comment for specific CNG

equipment which requires canopy.

r. Add dumpsters and recycling bins at Fuel Island.

s. Add CNG station maintenance space near CNG yard.

i. Add provisions to store oils.

t. Move Wash Equipment Room and Electrical Room to

Additional CNG Yard.

i. Add second Day Clean Bay

1) Can be converted to Automated Vehicle Wash Bay in

future if necessary.

ii. Locate each Day Clean Bay on opposing sides of

Automated Vehicle Wash Bay.

u. Doors/openings adjacent to dispensers Review code MDG, RNL,

MTS v. Wash manufacturers

Provide data on various wash systems to

MDG



GCT w. Vacuum systems

Provide data on various vacuum systems to GCT

MDG

Next Meeting: TBD

Next Steps:

Revise floor plans Schedule equipment review meeting

o MDG to provide DRAFT Maintenance Equipment Manual with Task 1 deliverables Images of other facilities to understand layout/design (Fuel Island paint strips vs. concrete islands) Identify wall types in Maintenance Building (literature on high-impact wall board)



Jared Weismantel

Facility Designer


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MEETING MINUTES

Page 1 of 4

To: Attendees Date: March 24, 2014

From: Jon Holler

Project Name: Gold Coast Transit - Administration and Operations Facility

Project City, State:

Oxnard, CA

MDG Project No:

14P001


Date: March 13, 2014 Time: 1:30pm Facilitator: Elisabeth Newell

Location: 301 E 3rd Street, Oxnard, CA

Meeting Subject: Sustainability Workshop


Andrew Mikkelson Gold Coast Transit (GCT)


Claire Johnson-Winegar Gold Coast Transit (GCT) Transit Planner

Jeff Gaertner Gold Coast Transit (GCT)

Marlena Kohler Gold Coast Transit (GCT) Purchasing Manager



Steve Brown Gold Coast Transit (GCT) General Manager

Vanessa Rauschenberger Gold Coast Transit (GCT) Chief Planner


Avinash Gautam Ambient Energy

Elisabeth Newell Ambient Energy LEED Advisor

Barbara Berastegui RNL

Henry Leung RNL

Lissy Ziesing RNL

Molly Weismantel RNL

David Intner SCE


1. Introductions

2. Elisabeth provided an overview of what LEED is and how it

compares to the requirements of CalGreen

a. LEED is not required, CalGreen is required

b. LEED = Leadership in Energy and Environmental Design

3. Commissioning Agent

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MEETING MINUTES

Page 2 of 4


a. Makes sure the Owner's Project Requirements (OPR) are

met.

i. OPR is for the Commissioning Agent - to know what the

performance requirements are of the Client. Develop OPR GCT

b. The Commissioning Agent is a person or entity not directly

involved with design (i.e. not the architect or engineer of

record)

c. Fundamental commissioning is required by CalGreen

d. Commissioning Agent commissions items such as electrical

systems, HVAC, lighting. Process to start in Task 2

Review of OPR

Ambient Energy

4. Other programs similar to LEED (Green Globes, Living

Building Challenge)

a. Other programs are either incompatible with this facility

type or do not dovetail well with CalGreen

5. Incentive Programs

a. SCE / Savings by Design: Provides incentive programs to

Clients, as advised by CPUC, to reduce demands for

energy consumption.

Not Started Submit Letter of Interest / Commitment Letter, if interested.

GCT

b. Programs designed to assist Client with ideas for reducing

energy costs John

Solomon/SCE Engineer can help look at load-shifting, off-peak rates

SCE

c. Revised maintenance and service schedule Evaluate areas

where heavy energy use might be done during off-peak hours

GCT

6. HVAC system selection for office areas vs repair bays Ongoing Review and

select appropriate systems

MDG Design Team

7. Operable Windows

a. GCT open to operable windows Evaluate areas

where operable windows are appropriate for use

MDG Design Team DRAFT

MEETING MINUTES

Page 3 of 4


b. GCT concerned that AC system won't shut off when

windows are open, thus wasting energy. Look at

designing sensors that tell the AC system to shut off if windows are open.

MDG Design Team

8. Energy Management System (EMS) Not Started Research and

recommend EMS.

MDG Design Team

9. Site Lighting

a. GCT concerned with lighting an entire site when it will only

be partially occupied/used at move-in Research and

recommend ways to light only occupied/used areas (i.e. high/low occupancy sensors)

MDG Design Team

10. LEED process

a. Application Not Started

b. Design points, Construction points Identify on

LEED Scorecard

MDG Design Team

c. Check-ins (how are we doing) along the way Update LEED

Scorecard, review with GCT

MDG Design Team

d. LEED Scorecard Submit as part

of Task 1 Deliverables

MDG Design Team

11. SCE / Savings by Design: Dave Intner provided general

overview of program and process going forward Complete

Letter of Interest now and Owner Agreement when design is substantially complete.

GCT

Next Meeting: TBD DRAFT

MEETING MINUTES

Page 4 of 4



Jon Holler

Project Manager


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Date: 03/20/2014 Time: 10 AM - 12 PM Facilitator: Jon Holler


Meeting Subject: Client/User Group Meeting


Andrew Mikkelson Gold Coast Transit (GCT)


Cynthia Torres Gold Coast Transit (GCT) Communications & Marketing Manager

Margaret Heath Gold Coast Transit (GCT) Paratransit Manager



Steve Brown Gold Coast Transit (GCT) General Manager

Steve Rosenberg Gold Coast Transit (GCT)

Vanessa Rauschenberger Gold Coast Transit (GCT) Chief Planner


Jared Weismantel Maintenance Design Group (MDG) Facility Designer

Barbara Berastegui RNL

Lissy Ziesing RNL

Molly Weismantel RNL


1. Contracts Negotiations ongoing

Finalize prior to Task 1 completion

GCT, MDG

2. Schedule

a. Task 1 - March 31, 2014

i. Conceptual Design Complete

ii. GCT Review Period: 2 weeks



iii. March 31 is Cesar Chavez holiday for GCT

iv. GCT staff will be present to receive deliverable

b. Task 2 - June 16, 2014

i. 30% Design (Schematics) Complete


c. Task 3 - October 20, 2014

i. 60% Design Complete


d. Task 4 - February 9, 2014

i. 90% Design (100%) Complete


iii. Drawings go to City for Plan Check

e. Task 5 - March 30, 2015

i. Start competitive bidding period

ii. GCT Review Period: 1 week

f. Task 6 - July 27, 2015

i. Bid Opening - June 4, 2015

ii. NTP for Construction - July 27, 2015

g. Task 7 - January 20, 2017

i. Construction complete

h. Monthly Client/User Group Meetings

i. March 20, 2014

ii. April 17, 2014

1) Client/User Group and Maintenance & Service

Equipment Review Meeting

iii. May 22, 2014

iv. June 19, 2014

v. July 17, 2014

vi. August 21, 2014

vii. September 18, 2014

viii. October 23, 2014

ix. November 20, 2014

x. December 18, 2014

xi. January 22, 2015

3. Task 1 Deliverables

a. Survey Ongoing Provide to GCT

as part of Task MDG



i. Plat

ii. Topography

iii. Utilities

1 Deliverables

b. Geotechnical Investigations

i. Boring Locations

ii. Preliminary Findings

iii. Schedule for Final Results and Recommendations

Ongoing Provide as part of Task 1 Deliverables

Lab testing and analysis will be completed in April 2014

MDG Design Team

c. Environmental Documentation

i. Site Plan

1) Access Points

2) Noise Sources

ii. Project Description


MDG

d. Furniture, Maintenance Equipment, and CNG Equipment

Inventories Ongoing Provide as part


MDG Design Team

e. Draft Maintenance Equipment Manual Ongoing Provide as part


MDG

f. Cost Estimate

i. Added Program (Mezzanines, Clean Bays, Admin

Expansion Space, PV Canopies)


MDG

g. Description of Equipment Processes Ongoing Provide as part


MDG

h. Space Need Program

i. GCT is developing new space standards for offices and

workstations for staff

Ongoing Define space standards

GCT

i. Sustainable Design / LEED

i. Approach, Analysis, and Recommendations Ongoing Provide as part


MDG

4. Maintenance Equipment Manual Ongoing Provide draft as

part of Task 1 Deliverables

MDG

5. Presentation of Conceptual Building Design Options

a. Option 1 - Masonry, Metal, Stucco

b. Option 2 - Tilt-up concrete, Metal

c. Option 3 - Masonry, Metal, Standing seam sloped metal

roofs above Maintenance Bays, Stucco accent colors



d. Design Team confirmed all three options included the

additional/flex space requested by GCT at the design

charrette

e. GCT has concerns about security and windows in Board

Room Ongoing Review

alternatives and/or additional security measures

MDG, RNL, AVS

f. South mezzanine in Maintenance Building will be used for

long-term Admin storage Ongoing Review

alternate locations for mezzanine on “south bar” of Maintenance Building and relationship to Admin/Ops Storage on first level

MDG, RNL, Miyamoto

g. Eliminate/reduce cantilevers to lower construction cost Ongoing MDG Design

Team h. Sunlight in courtyard

Ongoing Sun study of sunlight in courtyard space throughout year

MDG Design Team

i. Roofs

i. Roof designs (flat vs sloped) are interchangeable

j. “Yellow bus” concept Ongoing Develop

concept using metal stud with metal panel (Admin) and CMU with metal stud and metal panel (Maintenance)

RNL

6. Other

Next Meeting: April 17, 2014

Next Steps:

Task 1 deliverables to GCT March 31, 2014 Schedule equipment review meeting




Jared Weismantel

Facility Designer


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