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HomeMy WebLinkAboutC-3502(A) - PSA for Project Management Services0 PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN STRUCTURES INCORPORATED FOR PROJECT MANAGEMENT SERVICES THIS AGREEMENT is made and entered into as and between the CITY OF NEWPORT BEACH, GRIFFIN STRUCTURES INCORPORATED, a Second Street, Laguna Beach, California, 9265 1 reference to the following: RECITALS of this 8th day of February, 2005, by a Municipal Corporation ( "City'), and corporation whose address is 38S ( "Consultant'), and is made with A. City is a municipal corporation duly organized and validly existing under the laws of the State of California with the power to carry on its business as it is now being conducted under the statutes of the State of California and the Charter of City. B. City is planning to implement program management services for a new City Hall; replacement Fire Station, parking structure, and related site improvements. C. City desires to engage Consultant to provide program management services for the schematic design phase only, per Exhibit A attached. ( "Project "). D. Consultant possesses the skill, experience, ability, background, certification and knowledge to. provide the, services described in this Agreement.... .. .. . E. The principal member of Consultant for purposes of Project, shall be Roger Torriero. F. City has solicited and received a proposal from Consultant, has reviewed the previous experience and evaluated the expertise of Consultant, and desires to retain Consultant to render professional services under the terms and conditions set forth in this Agreement. NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows: TERM The term of this Agreement shall commence on the above written date, and shall terminate on the 28th day of February, 2006, unless terminated earlier as set forth herein. 2. SERVICES TO BE PERFORMED Consultant shall diligently perform all the services described in the Scope of Services attached hereto as Exhibit A and incorporated herein by reference. The City may elect to delete certain tasks of the Scope of Services at its sole discretion. 0 0 TIME OF PERFORMANCE Time is of the essence in the performance of services under this Agreement and Consultant shall perform the services in accordance with the schedule included in Exhibit A. The failure by Consultant to strictly adhere to the schedule may result in termination of this Agreement by City. Notwithstanding the foregoing, Consultant shall not be responsible for delays due to causes beyond Consultant's reasonable control. However, in the case of any such delay in the services to be provided for the Project, each party hereby agrees to provide notice to the other party so that ail delays can be addressed. 3.1 Consultant shall submit ail requests for extensions of time for performance in writing to the Project Administrator not later than ten (10) calendar days after the start of the condition that purportedly causes a delay. The Project Administrator shall review all such requests and may grant reasonable time extensions for unforeseeable delays that are beyond Consultant's control. 3.2 For all time periods not specifically set forth herein, Consultant shall respond in the most expedient and appropriate manner under the circumstances, by either telephone, fax, hand - delivery or mail. "A": - COMPENSATION TO CONSULTANT City shall pay Consultant for the services on a time and expense not -to- exceed basis in accordance with the provisions of this Section and the attached Exhibit 13 and incorporated herein by reference. Consultant's compensation for all work performed in accordance with this Agreement, including all reimbursable items and subconsultant fees, shall not exceed Five Hundred Seventy Eight Thousand One Hundred Eighty Five Dollars and no 1100 ($578,185.00) without additional authorization from City. No billing rate changes shall be made during the term of this Agreement without the prior written approval of City. 4.1 Consultant shall submit monthly invoices to City describing the work performed the preceding month. Consultant's bills shall include the name of the person who performed the work, a brief description of the services performed and/or the specific task in the Scope of Services to which it relates, the date the services were performed, the number of hours spent on all work billed on an hourly basis, and a description of any reimbursable expenditures. City shall pay Consultant no later than thirty (30) days after approval of the monthly invoice by City staff. 4.2 City shall reimburse Consultant only for those costs or expenses specifically approved in this Agreement, or specifically approved in advance by City. Unless otherwise approved, such costs shall be limited and include nothing more than the following costs incurred by Consultant: 1] A. The actual costs of subconsultants for performance of any of the services that Consultant agrees to render pursuant to this Agreement, which have been approved in advance by City and awarded in accordance with this Agreement. B. Approved reproduction charges. C. Actual costs and /or other costs and /or payments specifically authorized in advance in writing and incurred by Consultant in the performance of this Agreement. 4.3 Consultant shall not receive any compensation for Extra Work without the prior written authorization of City. As used herein, "Extra Work" means any work that is determined by City to be necessary for the proper completion of the Project, but which is not included within the Scope of Services and which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. . Compensation for any authorized Extra Work shall be paid in accordance with the Schedule of Billing Rates as set forth in Exhibit B. 5. PROJECT MANAGER Consultant shall designate a Project Manager, who shall coordinate all p h - � ase s of the Projecf. This Project Manager shall be available o C at all reasonable times during the Agreement term. Consultant has designated Roger Torriero to be its Project Manager. Consultant shall not remove or reassign the Project Manager or any personnel listed in Exhibit A or assign any new or replacement personnel to the Project without the prior written consent of City. City's approval shall not be unreasonably withheld with respect to the removal or assignment of non - key personnel. Consultant, at the sole discretion of City, shall remove from the Project any of its personnel assigned to the performance of services upon written request of City. Consultant warrants that it will continuously furnish the necessary personnel to complete the Project on a timely basis as contemplated by this Agreement. 6. ADMINISTRATION This Agreement will be administered by the Public Works Department. Stephen G. Badum shall be the Project Administrator and shall have the authority to act for City under this Agreement. The Project Administrator or his /her authorized representative shall represent City in all matters pertaining to the services to be rendered pursuant to this Agreement. 7 91 0 0 CITY'S RESPONSIBILITIES In order to assist Consultant in the execution of its responsibilities under this Agreement, City agrees to, where applicable: A. Provide access to, and upon request of Consultant; one copy of all existing relevant information on file at City. City will provide all such materials in a timely manner so as not to cause delays in Consultant's work schedule. B. Provide blueprinting and other services through City's reproduction company for bid documents. Consultant will be required to coordinate the required bid documents with City's reproduction company. All other reproduction will be the responsibility of Consultant and as defined above. C. Provide usable life of facilities criteria and information with regards to new facilities or facilities to be rehabilitated. STANDARD OF CARE 8.1 All of the services shall be performed by Consultant or under Consultant's supervision. Consultant represents that it possesses the professional and technical personnel required to perform the services required by this Agreemerit; and that it will perfdam all services ih ei hiahrier commensurate with community professional standards. All services shall be performed by qualified and experienced personnel who are not employed by City, nor have any contractual relationship with City. 8.2 Consultant represents and warrants to City that it has or shall obtain all licenses, permits, qualifications, insurance and approvals of whatsoever nature that are legally required of Consultant to practice its profession. Consultant further represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement, any and all licenses, permits, insurance and other approvals that are legally required of Consultant to practice its profession. Consultant shall maintain a City of Newport Beach business license during the term of this Agreement. 8.3 Consultant shall not be responsible for delay, nor shall Consultant be responsible for damages or be in default or deemed to be in default by reason of strikes, lockouts, accidents, or acts of God, or the failure of City to furnish timely information or to approve or disapprove Consultant's work promptly, or delay or faulty performance by City, contractors, or governmental agencies. • • 9. HOLD HARMLESS To the fullest extent permitted by law, Consultant shall indemnify; defend and hold harmless City, its City Council, boards and commissions, officers, agents and employees (collectively, the "Indemnified Parties) from and against any and all claims (including, without limitation, claims for bodily injury, death or damage to property), demands, obligations, damages, actions, causes of action, suits, losses, judgments, fines, penalties, liabilities, costs and expenses (including, without limitation, attorney's fees, disbursements and court costs) of every kind and nature whatsoever (individually, a Claim, collectively, "Claims "), which may arise from or in any manner relate (directly or indirectly) to any work negligently performed or services provided under this Agreement (including, without limitation, defects in workmanship or materials and /or design defects [if the design originated with Consultant]) or Consultant's presence or activities conducted on the Project (including the negligent and /or willful acts, errors and /or omissions of Consultant, its principals, officers, agents, employees, vendors, suppliers, consultants, subcontractors, anyone employed directly or indirectly by any of them or for whose acts they may be liable or any or all of 'them). Notwithstanding the foregoing, nothing herein shall be construed to require Consultant to indemnify the Indemnified Parties from any Claim arising from the active negligence or willful misconduct of the Indemnified Parties. Nothing in this indemnity shall be cohstrued as authorizing ahy'a[Wwd ... of'attd"rriey's ees lri aiiy " action on or to enforce the terms of this Agreement. This indemnity shall apply to all claims and liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by the Consultant. 10. INDEPENDENT CONTRACTOR It is understood that City retains Consultant on an independent contractor basis and Consultant is not an agent or employee of City. The manner and means of conducting the work are under the control of Consultant, except to the extent they are limited by statute, rule or regulation and the expressed terms of this Agreement. Nothing in this Agreement shall be deemed to constitute approval for Consultant or any of Consultants employees or agents, to be the agents or employees of City. Consultant shall have the responsibility for and control over the means of performing the work, provided that Consultant is in compliance with the terms of this Agreement. Anything in this Agreement that may appear to give City the right to direct Consultant as to the details of the performance or to exercise a measure of control over Consultant shall mean only that Consultant shall follow the desires of City with respect to the results of the services. 0 0 11. COOPERATION Consultant agrees to work closely and cooperate fully with City's designated Project Administrator and any other agencies that may have jurisdiction or interest in the work to be performed. City agrees to cooperate with the Consultant on the Project. 12. CITY POLICY Consultant shall discuss and review all matters relating to policy and Project direction with Citys Project Administrator in advance of all critical decision points in order to ensure the Project proceeds in a manner consistent with City goals and policies. 13. PROGRESS Consultant is responsible for keeping the Project Administrator and /or his /her duly authorized designee informed on a regular basis regarding the status and progress of the Project, activities performed and planned, and any meetings that have been scheduled or are desired. 14. INSURANCE ithoiit-limitind ConsuRant's indemnification of City... a n d prior to commencement of work. Consultant shall obtain, provide and maintain at its own expense during the term of this Agreement, a policy or policies of liability insurance of the type and amounts described below and in a form satisfactory to City. A. Certificates of Insurance. Consultant shall provide certificates of insurance with original endorsements to City as evidence of the insurance coverage required herein. Insurance certificates must be approved by City's Risk Manager prior to commencement of performance or issuance of any permit. Current certification of insurance shall be kept on file with City's at all times during the term of this Agreement. B. Signature. A person authorized by the insurer to bind coverage on its behalf shall sign certification of all required policies. C. Acceptable Insurers. All insurance policies shall be issued by an insurance company-currently authorized by the Insurance Commissioner to transact business of insurance in the State of California, with an assigned policyholders' Rating of A (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best's Key Rating Guide, unless otherwise approved by the City's Risk Manager. • 0 D. Coverage Requirements. i. Workers Compensation Coveraoe. Consultant shall maintain Workers Compensation Insurance and Employer's Liability insurance for his or her employees in accordance with the laws of the State of California. In addition, Consultant shall require each subcontractor to similarly maintain Workers' Compensation Insurance and Employer's Liability Insurance in accordance with the laws of the State of California for all of the subcontractor's employees. Any notice of cancellation or non - renewal of all Workers' Compensation policies must be received by City at least thirty (30) calendar days prior to such change. The insurer shall agree to waive all rights of subrogation against City, its officers, agents, employees and volunteers for losses arising from work performed by Consultant for City. ii. General Liability Coverage. Consultant shall maintain commercial general liability insurance in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury, and property damage, including without Limitation, contractual liability. If commercial general liability insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement, -bi the' general aggregate lirriif sfiall be of least twice the required occurrence limit. iii. Automobile Liability Coverage. Consultant shall maintain automobile insurance covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with work to be performed under this Agreement, including coverage for any owned, hired, non -owned or rented vehicles, in an amount not less than one million dollars ($1,000,000) combined single limit for each occurrence. iv. Professional Errors and Omissions Insurance. Consultant shall maintain professional errors and omissions insurance, which covers the services to be performed in connection with this Agreement in the minimum amount of one million dollars ($1,000,000). E. Endorsements. Each general liability and automobile liability insurance policy shall be endorsed with the following specific language: The City, its elected or appointed officers, officials, employees, agents and volunteers are to be covered as additional insureds with respect to liability arising out of work performed by or on behalf of the Consultant. ii. This policy shall be considered primary insurance as respects to City; its elected or appointed officers, officials, employees, agents and volunteers as respects to all claims, losses, or liability arising directly or indirectly from the Consultant's operations or services provided to City. Any insurance maintained by City, including any self- insured retention City may have, shall be considered excess insurance only and not contributory with the insurance provided hereunder. iii. This insurance shall act for each insured and additional insured as though a separate policy had been written for each, except with respect to the limits of liability of the insuring company. iv. The insurer waives all rights of subrogation against City, its elected or appointed officers, officials, employees, agents and volunteers. V. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to City, its elected or appointed officers, officials, employees, agents or volunteers. vi. The insurance provided by this policy shall not be suspended, voided, canceled, or reduced in coverage or in limits, by either party except after thirty (30) calendar days written notice has been recerve -by -City. F. Timely Notice of Claims. Consultant shall give City prompt and timely notice of claim made or suit instituted arising out of or resulting from Consultant's performance under this Agreement. G. Additional Insurance. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work. 15. PROHIBITION AGAINST ASSIGNMENTS AND TRANSFERS Except as specifically authorized under this Agreement, the services to be provided under this Agreement shall not be assigned, transferred contracted or subcontracted out without the prior written approval of City. Any of the following shall be construed as an assignment: The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Consultant, or of the interest of any general partner or joint venturer or syndicate member or cotenant if Consultant is a partnership or joint- venture or syndicate or cotenancy, which shall result in changing the control of Consultant. Control means fifty percent (50 %) or more of the voting power, or twenty -five percent (25 %) or more of the assets of the corporation, partnership or joint- venture. 1E. SUBCONTRACTING The parties recognize that a substantial inducement to City for entering into this Agreement is the professional reputation, experience and competence of Consultant. Assignments of any or all rights, duties or obligations of the Consultant under this Agreement will be permitted only with the express written consent of City. Consultant shall not subcontract any portion of the work to be performed under this Agreement without the prior written authorization of City. 17. OWNERSHIP OF DOCUMENTS Each and every report; draft, map, record, plan, document and other writing produced (hereinafter "Documents'), prepared or caused to be prepared by Consultant, its officers, employees, agents and subcontractors, in the course of implementing this Agreement, shall become the exclusive property of City, and City shall have the sole right to use such materials in its discretion without further compensation to Consultant or any other party. Consultant shall, at Consultant's expense, provide such Documents to City upon prior written request. Documents, including drawings and specifications, prepared by Consultant pursuant to this Agreement are not intended or represented to be suitable for reuse by City or others on any other project. Any use of completed Documents for other projects and any use of incomplete Documents without specific written a0lh6hfatibn-from" Consultant will be at City's sole nsk and without' liability to Consultant. Further, any and all liability arising out of changes made to Consultant's deliverables under this Agreement by City or persons other than Consultant is waived against Consultant and City assumes full responsibility for such changes unless City has given Consultant prior notice and has received from Consultant written consent for such changes. 18. COMPUTER DELIVERABLES CADD data delivered to City shall include the professional stamp of the engineer or architect in charge of or responsible for the work. City agrees that Consultant shall not be liable for claims, liabilities or losses arising out of, or connected with (a) the modification or misuse by City, or anyone authorized by City, of CADD data; (b) the decline of accuracy or readability of CADD data due to inappropriate storage conditions or duration; or (c) any use by City, or anyone authorized by City, of CADD data for additions to this Project, for the completion of this Project by others, or for any other Project, excepting only such use as is authorized, in writing, by Consultant. By acceptance of CADD data, City agrees to indemnify Consultant for damages and liability resulting from the modification or misuse of such CADD data. All original drawings shall be submitted to City in the version of AutoCAD used by CITY in ".dwg" file format on a CD, and should comply with the City's digital submission requirements for Improvement Plans. The City will provide AutoCAD file of City Title Sheets. All written documents shall be transmitted to City in the City's latest adopted version of Microsoft Word and Excel. n 0 0 18. CONFIDENTIALITY All Documents; including drafts; preliminary drawings or plans, notes and communications that result from the services in this Agreement, shall be kept confidential unless City authorizes in writing the release of information. 20. OPINION OF COST Any opinion of the construction cost prepared by Consultant represents his /her judgment as a design professional and is supplied for the general guidance of City. Since Consultant has no control over the cost of labor and material, or over competitive bidding or market conditions, Consultant does not guarantee the accuracy of such opinions as compared to contractor bids or actual cost to City. 21. INTELLECTUAL PROPERTY INDEMNITY The Consultant shall defend and indemnify City, its agents, officers, representatives and employees against any and all liability, including costs, for infringement of any United States' letters patent, trademark, or copyright infringement, including costs, contained in Consultant's drawings and specifications provided under this Agreement. . .. 22. ...RECORDS ... Consultant shall keep records and invoices in connection with the work to be performed under this Agreement. Consultant shall maintain complete and accurate records with respect to the costs incurred under this Agreement and any services, expenditures and disbursements charged to City, for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant under this Agreement. All such records and invoices shall be clearly identifiable. Consultant shall allow a representative of City to examine, audit and make transcripts or copies of such records and invoices during regular business hours. Consultant shall allow inspection of all work, data, Documents, proceedings and activities related to the Agreement for a period of three (3) years from the date of final payment to Consultant under this Agreement. 23. WITHHOLDINGS City may withhold payment to Consultant of any disputed sums until satisfaction of the dispute with respect to such payment. Such withholding shall not be deemed to constitute a failure to pay according to the terms of this Agreement. Consultant shall not discontinue work as a result of such withholding. Consultant shall have an immediate right to appeal to the City Manager or his/her designee with respect to such disputed sums. Consultant shall be entitled to receive interest on any withheld sums at the rate of return that City earned on its 24. `0 26. 27 0 0 investments during the time period, from the date of withholding of any amounts found to have been improperly withheld. ERRORS AND OMISSIONS In the event of errors or omissions that are due to the negligence or professional inexperience of Consultant which result in expense to City greater than what would have resulted if there were not errors or omissions in the work accomplished by Consultant, the additional design, construction and/or restoration expense shall be bome by Consultant. Nothing in this paragraph is intended to limit City's rights under any other sections of this Agreement. CITY'S RIGHT TO EMPLOY OTHER CONSULTANTS City reserves the right to employ other Consultants in connection with the Project. CONFLICTS OF INTEREST The Consultant or its employees may be subject to the provisions of the California Political Reform Act of 1974 (the "Act "), which (1) requires such persons to disclose any financial interest that may foreseeably be materially affected by the work performed under this Agreement, and (2) prohibits such persoris-f 6rh making; o"r "paitic'ipathig" fn' making; decisions that will foreseeably financially affect such interest. If subject to the Act, Consultant shall conform to all requirements of the Act. Failure to do so constitutes a material breach and is grounds for immediate termination of this Agreement by City. Consultant shall indemnify and hold harmless City for any and all claims for damages resulting from Consultant's violation of this Section. Consultant agrees that neither Consultant or Consultant's Project Manager will for the term of this Agreement enter into a contract with any person for services concerning development of any real property within 1000 feet of City property located at 3300 Newport Blvd, Newport Beach, California. NOTICES All notices, demands, requests or approvals to be given under the terms of this Agreement shall be given in writing, to City by Consultant and conclusively shall be deemed served when delivered personally, or on the third business day after the deposit thereof in the United States mail, postage prepaid, first -class mail, A 1 0 0 addressed as hereinafter provided. All notices, demands, requests or approvals from Consultant to City shall be addressed to City at: Attn: Stephen G. Badum Public Works Department City of Newport Beach 3300 Newport Boulevard Newport Beach, CA, 92663 Phone: 949 - 644 -3311 Fax: 949 -644 -3318 All notices. demands, requests or approvals from CITY to Consultant shall be addressed to Consultant at: Attn: Roger Torriero Griffin Structures Incorporated 385 Second Street Laguna Beach, CA 92651 Phone: 949- 497 -9000 Fax: 949 - 497 -8883 28. TERMINATION In the evenfthat either party fails or refuses'to perform any of the provisions of this Agreement at the time and in the manner required, that party shall be deemed in default in the performance of this Agreement. If such default is not cured within a period of two (2) calendar days, or if more than two (2) calendar days are reasonably required to cure the default and the defaulting party fails to give adequate assurance of due performance within two (2) calendar days after receipt of written notice of default, specifying the nature of such default and the steps necessary to cure such default, the non - defaulting party may terminate the Agreement forthwith by giving to the defaulting party written notice thereof. Notwithstanding the above provisions, City shall have the right, at its sole discretion and without cause, of terminating this Agreement at any time by giving seven (7) calendar days prior written notice to Consultant. In the event of termination under this Section, City shall pay Consultant for services satisfactorily performed and costs incurred up to the effective date of termination for which Consultant has not been previously paid. On the effective date of termination, Consultant shall deliver to City all reports, Documents and other information developed or accumulated in the performance of this Agreement, whether in draft or final form. 29. COMPLIANCE WITH ALL LAWS Consultant shall at its own cost and expense comply with all statutes, ordinances, regulations and requirements of all governmental entities, including federal, state, county or municipal, whether now in force or hereinafter enacted. 4 1) 0 0 In addition, all work prepared by Consultant shall conform to applicable City, county, state and federal laws, rules, regulations and permit requirements and be subject to approval of the Project Administrator and City. 30. WAIVER A waiver by either party of any breach, of any term, covenant or condition contained herein shall not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant or condition contained herein, whether of the same or a different character. 31. INTEGRATED CONTRACT This Agreement represents the full and complete understanding of every kind or nature whatsoever between the parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions herein. 32. CONFLICTS OR INCONSISTENCIES In the event there are any conflicts or inconsistencies between this Agreement and the Scope of Services or any other attachments attached hereto, the terms of this Agreement shall govern. 33. AMENDMENTS This Agreement may be modified or amended only by a written document executed by both Consultant and City and approved as to form by the City Attorney. 34. SEVERABILITY If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect. 35. CONTROLLING LAW AND VENUE The laws of the State of California shall govern this Agreement and all matters relating to it and any action brought relating to this Agreement shall be adjudicated in a court of competent jurisdiction in the County of Orange. 36, EQUAL OPPORTUNITY EMPLOYMENT Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. 10 IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the day and year first written above. APPROVED AS TO FORM: SL,1� C fc A CITY OF NEWPORT BEAC A Municipal Co oration Attachments Exhibit A — Scope of Services Exhibit B — Summary of Professional Services 14 ;ATED: 0 aCV rt_ 20 May 2003 Ms. Lois Thompson Administrative Coordinator CITY OF NFVYTORT BEACH 3300 Newport Boulevard Newport Beach, California 92658 -8915 0 Exhibit A Re: Proposal to the City of Newport Beach Program Management Services for Schematic Design of New City Hall; Replacement Fire Station, Parking Strucwr. y and Related Site Improvements Dear Ms, Thompson: We are very pleased to have the opportmiy to submit our Proposal to the City of Newport Beach, per our discussions, in the form of this letter and its attachments. The work we propose includes furnishing all professional services and appurtenant requirements, materials, and labor necessary m perform the following tasks. 1. Project Administ anon and Management. This includes the management of the Architect and others on the Design Team in the production of all work through Schematic Design (SD), cost estimators, variourconsulmats; and all othet aspects of the P oject 'Suc)i mariageaieui intrudes schedule and cost control, exercise of diligent quality control of the Project, and service as the single- point -of- contact for toe City in the course of this work For example, during the SD phase, we will exercise our best efforts to control the cost of the Project and seek to maintain the budget within the City's established budget level. Further, within 10 days of the beginning of the project, we will prepare aProject Cri tical Path Management Schedule for review and approval by the City which identifies all the tasks required for completion of each component of work to complete the Project 2. A/E Design Services through the Completion of Schematic Design. We will cause the production of SD documents and services through our Architect (LPA Inc.), continuing the work begun in the earlier phase of services with the City, and including such items appropriate to the Schematic Design level: (a) basic A/E services for SD incorporating the approved program requirements, (b) examination of the site and surroundings, (c) review presently proposed and probable future functions and requirements, (d) prepare Schematic Design drawings, and prepare outline specification and related documentation, including site plans, floor plans, elevations, sections, and all other drawings necessary to describe the.prcject, (e) include provisions for future additions, if any, and development of the site owned by the City as well as the abutting streets, (f) develop all related documentation necessary to fix and illustrate the size and character of the Project and the approved revisions of it, including applicable essentials related to kind and quality of materials, type of structure, mechanical, electrical, and sanitary systems, conceptual interior design and other fundamental information. GRIFFLN HOLDINGS INCORPORATED 385 SECOND STREET, LAGUNA BEACH, CA 92651 (949) 497 -9000 • (949) 497 -8883 fax 0 0 3. Budget We will develop, for the City$ review and approval, a dealed cos` estimate at the SD phase. This budget will include all indirect and direct components of the work, such as: consruction costs, including requisite insurance and bonds; off-site improvements; utility hook -up services; permits and fees; professional fees, such as program management architecrure and engineering: special consultants, geotechnical and environmental, testing and inspection, etc.; site improvements, including an in public places (if any); ftnniune, fixtures, & equipment (FFE), including communicationsisecurity, interior am work, plants, graphics; other occupancy expenses. 4. Schedule. We will prepare a total project schedule for City review, which includes the remaining design services, construction, and completion of the Project. Throughout the project we will revise and maintain the schedule as necessary, and will exercise our best efforts to ersum adherence to the Project Schedule after it is approved by the City. 5. Constructability Review. We propose to participate in any formal value engineering exercises as necessary, and also to- (a) provide technical management of the Project s design, including performance of architectural and engineermg design reviews and any required revisions for each project componen*, (b) suggest refinements to the project components for the purpose of improving the `aatre sequencing of the work, budget reductions, and quali y of the outline specifications and related documentation, - (c) perform preliminay Constructability Reviews for the purpose of completeness, clarity, consistency, cost vs. budget analysis, code compliance, general "cons. uctability," coo, dination and value engineering, as directed, (d) assure that all City - approved and City - issued design review comments and revisions are indoipdfiied by t56 vi fi6ai Sub- Coiisiuliints into the driw*rgs and'documents. 6. Status Presentations. We will also provide monthly status reports to the City's Project Monitor, and will snake periodic presentations to the City Council and other groups or organizations as directed by the City. The attachment to this letter provides a percentage breakdown of services by various tasks which encompass the work outlined in the paragraphs above. We believe the proposed fees are well within Industy guidelines for services of this scope and type. In closing, we are certain that our extensive past and current experience on similar projects within other municipalities, out familiarity with the City of Newport Beach, our understanding of the proposed project, and our knowledge of the nature and scope of work winch is described here, will provide the best product of work for the City. We look forward to this Project, and our staff are ready to begin immediately upon City authorization. Thank you. Sincerely, Roger Tomero �YM CEO GRIFFIN STRUCTURES, INC. GRIFFIN HOLDINGS MCORPORATED 385 SECOND STREET, LAGUNA BEACH, CA 92651 (949) 497- DO0 - (949) 497 -8883 fax 0 0 Exhibit B ( Professional Sarvites for Program Mana event Related to Schematic L3esi n of New City Nall, Re iacement Fire Station, Parking Structure, and Related Site Improvements Summary of Phase Percentages [ I { I Based on Estimated Work Time Required I Total Contract Amount { $578, i 85 100.0% } { I i Breakdown by I I Breakdown b I I 1 ( Ma'or Task Group I I Sub -Task I% I$ 1 f I I 1 ;Program Management & Administration 23.3% ( $135,0001 } (Mana ement of Design and Related { 1 t I 11.7% I $67,500 1Meetin s and Coordination Services } I 7.8% ! $45,000 I Cost Estimation Management ( } 1 3.9% J. $22,500 ,Project Control, Pro ram Review Constructability 9.1% 1 $54562 } 9-I% } $52,562 I I I } I 1 I I ;Cost Estimation Technical Services & Scheduling 6.9% $40,000 1 I !Precon Services and Management; Control 1 } 2.6% ,t $15,000 1 i.Yalue Engine rin and Cost Estimation Services j } ( } 35% $20;000 i iSchedulirt } } 1 { 0.9% ! .$5,000 i i I I I )Design Services 1 53.4% ) $308.993 1 ! Pro ram Review and Orientation 1 ;Site Surroundin s Civil, Landscape. etc.) $30,899 f !Conceptual Design Options [ j ! 10.7% I $61,799 Preliminary Engineering Structure, Mech, Elec.-1 } 10.7% $61,799 } Materials and Outline S ecifiations 1 1 } 80% I $46,349 ! !Desk Documents 1 16.0% $92,698 11 I f I 1 } ! f I I I I I } Subtotal 1 92.80% { $536,5551 1 92.80% 1$536,555 }Other Allowances i } !Reimbursables for Pro ram Mana ement 3 -5% { $20,000 I } 3 -5% I $20,000 I ! Reimbursables for A/E ! 31% $21,630 1 3.7% $21,630 f 1 I 1 I } I ( } I I Grand Total I IOOAD% 1$578,1851 1 100.00% 1 $578,185 ! I ! } } I I I I I ( } l ! I ! I I ! ! I I 4 I I i CITY OF NEWPORT BEACH CITY COUNCIL STAFF REPORT Agenda Item No. 16 February 8, 2005 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: Public Works Department Steve Badum 949 - 644 -3311 sbadum@city.newport-beach.ca.us SUBJECT: CITY HALL FACILITIES SCHEMATIC DESIGN — REAFFIRMATION OF APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN STRUCTURES, INCORPORATED RECOMMENDATIONS: 1. Reaffirm approval to execute a Professional Services Agreement with Griffin Structures Incorporated, for the not to exceed price of $578,185. 2. Direct staff to conduct a 30 -day review regarding the viability of a lot line adjustment with the owner of the adjacent Via Lido Plaza center, and if such efforts are inconclusive, then proceed with Schematic Design within the boundaries of the existing city -owned site. 3. Direct staff to schedule a series of community workshops regarding the planning and design of the project to obtain public input. 4. Reaffirm the current site as the future site for a new City Hall. DISCUSSION: On June 10, 2003, Council approved a Professional Services Agreement (PSA) with Griffin Sructures Incorporated (Griffin) at a cost not to exceed $578,185 for project administration and management; and A/E design services through the completion of schematic design (see attached report dated 6/10/03). In addition to the approval of the PSA, staff was directed to: engage in discussions with the adjacent property owner of Via Lido Plaza Center regarding a potential lot line adjustment. Preliminary review of the site plan alternatives indicated that a lot -line adjustment with the adjacent property owner would be beneficial for both parties. Staff was also directed to schedule a series of community workshops to receive input regarding planning and design of the project. Also at that meeting, Mr. Roger Torriero of Griffin presented a report titled, "Comparisons of Continued Occupancy of Existing City Hall vs. Effective Cost of Occupancy in a Replacement City Half" which discussed the advantages of constructing a new facility versus remodeling and expanding the existing City Hall. After some Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. February 8, 2005 Page: 2 discussion, the Council majority (6 -1) passed a motion receiving and filing the report and determined that no further investigation of a possible site for City Hall off the current Balboa Peninsula campus was necessary (see attached City Council Minutes and agenda report dated 6/10/03). Shortly after that meeting, the Building Committee met to discuss the City Hall project and it was decided to put the contract with Griffin on hold due to potential conflict of interest concems. Since that time, Griffin has resolved the potential conflicts to the satisfaction of the City Manager and City Attorney. On January 19, 2005, the Building Committee met to discuss reinitiating the City Hall Schematic Design contract. At that meeting, the Committee reaffirmed the previous Council actions. Additionally, the committee recommended that the lot line adjustment discussions with the adjacent property owner be limited to thirty days to prevent extended delays to the project. Environmental Review: This activity is not a project as defined in the California Environmental Quality Act (CEQA) Implementing Guidelines. However, an environmental review and appropriate documentation will be required upon establishment of a viable project concept. Public Notice: The scope of services identified in this Professional Services Agreement provides for a series of community and Council workshops to solicit input regarding the planning and design of the project. Funding Availability: On June 10, 2003 Council appropriated and authorized expenditure of the funds necessary to complete this phase of the project. Sufficient funds are available in the following account: Account Description Account Number Amount City Hall Expansion Plan 7011- C2910545 $578,185 Submitted by: .n u. t5aaum Works Director Attachments: Professional Services Agreement City Council Report, dated June 10, 2003 City Council Minutes, June 10, 2003 Powerpoint Presentation June 10, 2003 PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN STRUCTURES INCORPORATED FOR PROJECT MANAGEMENT SERVICES THIS AGREEMENT is made and entered into as of this _ day of 200_, by and between the CITY OF NEWPORT BEACH, a Municipal Corporation ( "City ;), and GRIFFIN STRUCTURES INCORPORATED, a corporation whose address is 385 Second Street, Laguna Beach, California, 92651 ( "Consultant'), and is made with reference to the following: RECITALS A. City is a municipal corporation duly organized and validly existing under the laws of the State of California with the power to carry on its business as it is now being conducted under the statutes of the State of California and the Charter of City. B. City is planning to implement program management services for a new City Hall, replacement Fire Station, parking structure, and related site improvements. C. City desires to engage Consultant to provide program management services for the schematic design phase only. ('Project'). D. Consultant possesses the skill, experience, ability, background, certification and knowledge to provide the services described in this Agreement. E. The principal member of Consultant for purposes of Project, shall be Roger Torriero. F. City has solicited and received a proposal from Consultant, has reviewed the previous experience and evaluated the expertise of Consultant, and desires to retain Consultant to render professional services under the terms and conditions set forth in this Agreement. NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows: 1. TERM The term of this Agreement shall commence on the above written date, and shall terminate on the _ day of , 200_, unless terminated earlier as set forth herein. 2. SERVICES TO BE PERFORMED Consultant shall diligently perform all the services described in the Scope of Services attached hereto as Exhibit A and incorporated herein by reference. The City may elect to delete certain tasks of the Scope of Services at its sole discretion. 3. TIME OF PERFORMANCE Time is of the essence in the performance of services under this Agreement and Consultant shall perform the services in accordance with the schedule included in Exhibit A. The failure by Consultant to strictly adhere to the schedule may result in termination of this Agreement by City. Notwithstanding the foregoing, Consultant shall not be responsible for delays due to causes beyond Consultant's reasonable control. However, in the case of any such delay in the services to be provided for the Project, each party hereby agrees to provide notice to the other party so that all delays can be addressed. 3.1 Consultant shall submit all requests for extensions of time for performance in writing to the Project Administrator not later than ten (10) calendar days after the start of the condition that purportedly causes a delay. The Project Administrator shall review all such requests and may grant reasonable time extensions for unforeseeable delays that are beyond Consultant's control. 3.2 For all time periods not specifically set forth herein, Consultant shall respond in the most expedient and appropriate manner under the circumstances, by either telephone, fax, hand - delivery or mail. 4. COMPENSATION TO CONSULTANT City shall pay Consultant for the services on a time and expense not -to- exceed basis in accordance with the provisions of this Section and the Schedule of Billing Rates attached hereto as Exhibit B and incorporated herein by reference. Consultant's compensation for all work performed in accordance with this Agreement, including all reimbursable items and subconsultant fees, shall not exceed Five Hundred Seventy Eight Thousand One Hundred Eighty Five Dollars and no /100 ($578,185.00) without additional authorization from City. No billing rate changes shall be made during the term of this Agreement without the prior written approval of City. 4.1 Consultant shall submit monthly invoices to City describing the work performed the preceding month. Consultant's bills shall include the name of the person who performed the work, a brief description of the services performed and /or the specific task in the Scope of Services to which it relates, the date the services were performed, the number of hours spent on all work billed on an hourly basis, and a description of any reimbursable expenditures. City shall pay Consultant no later than thirty (30) days after approval of the monthly invoice by City staff. 4.2 City shall reimburse Consultant only for those costs or expenses specifically approved in this Agreement, or specifically approved in advance by City. Unless otherwise approved, such costs shall be limited and include nothing more than the following costs incurred by Consultant: A. The actual costs of subconsultants for performance of any of the services that Consultant agrees to render pursuant to this 2 Agreement, which have been approved in advance by City and awarded in accordance with this Agreement. B. Approved reproduction charges. C. Actual costs and /or other costs and /or payments specifically authorized in advance in writing and incurred by Consultant in the performance of this Agreement. 4.3 Consultant shall not receive any compensation for Extra Work without the prior written authorization of City. As used herein, "Extra Work" means any work that is determined by City to be necessary for the proper completion of the Project, but which is not included within the Scope of Services and which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Compensation for any authorized Extra Work shall be paid in accordance with the Schedule of Billing Rates as set forth in Exhibit B. 5. PROJECT MANAGER Consultant shall designate a Project Manager, who shall coordinate all phases of the Project. This Project Manager shall be available to City at all reasonable times during the Agreement term. Consultant has designated Roger Torriero to be its Project Manager. Consultant shall not remove or reassign the Project Manager or any personnel listed in Exhibit A or assign any new or replacement personnel to the Project without the prior written consent of City. City's approval shall not be unreasonably withheld with respect to the removal or assignment of non -key personnel. Consultant, at the sole discretion of City, shall remove from the Project any of its personnel assigned to the performance of services upon written request of City. Consultant warrants that it will continuously furnish the necessary personnel to complete the Project on a timely basis as contemplated by this Agreement. 6. ADMINISTRATION This Agreement will be administered by the Public Works Department. Stephen G. Badum shall be the Project Administrator and shall have the authority to act for City under this Agreement. The Project Administrator or his /her authorized representative shall represent City in all matters pertaining to the services to be rendered pursuant to this Agreement. 7. CITY'S RESPONSIBILITIES In order to assist Consultant in the execution of its responsibilities under this Agreement, City agrees to, where applicable: A. Provide access to, and upon request of Consultant, one copy of all existing relevant information on file at City. City will provide all such materials in a timely manner so as not to cause delays in Consultant's work schedule. 3 B. Provide blueprinting and other services through City's reproduction company for bid documents. Consultant will be required to coordinate the required bid documents with City's reproduction company. All other reproduction will be the responsibility of Consultant and as defined above. C. Provide usable life of facilities criteria and information with regards to new facilities or facilities to be rehabilitated. 8. STANDARD OF CARE 8.1 All of the services shall be performed by Consultant or under Consultant's supervision. Consultant represents that it possesses the professional and technical personnel required to perform the services required by this Agreement, and that it will perform all services in a manner commensurate with community professional standards. All services shall be performed by qualified and experienced personnel who are not employed by City, nor have any contractual relationship with City. 8.2 Consultant represents and warrants to City that it has or shall obtain all licenses, permits, qualifications, insurance and approvals of whatsoever nature that are legally required of Consultant to practice its profession. Consultant further represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement, any and all licenses, permits, insurance and other approvals that are legally required of Consultant to practice its profession. Consultant shall maintain a City of Newport Beach business license during the term of this Agreement. 8.3 Consultant shall not be responsible for delay, nor shall Consultant be responsible for damages or be in default or deemed to be in default by reason of strikes, lockouts, accidents, or acts of God, or the failure of City to furnish timely information or to approve or disapprove Consultant's work promptly, or delay or faulty performance by City, contractors, or governmental agencies. 9. HOLD HARMLESS To the fullest extent permitted by law, Consultant shall indemnify, defend and hold harmless City, its City Council, boards and commissions, officers, agents and employees (collectively, the "Indemnified Parties ") from and against any and all claims (including, without limitation, claims for bodily injury, death or damage to property), demands, obligations, damages, actions, causes of action, suits, losses, judgments, fines, penalties, liabilities, costs and expenses (including, without limitation, attorney's fees, disbursements and court costs) of every kind and nature whatsoever (individually, a Claim; collectively, "Claims'), which may arise from or in any manner relate (directly or indirectly) to any work performed or services provided under this Agreement (including, without limitation, defects in workmanship or materials and /or design defects [if the design originated with Consultant]) or Consultant's presence or activities conducted on the Project (including the negligent and /or willful acts, errors and /or omissions of Consultant, its principals, officers, agents, employees, vendors, suppliers, consultants, Q subcontractors, anyone employed directly or indirectly by any of them or for whose acts they may be liable or any or all of them). Notwithstanding the foregoing, nothing herein shall be construed to require Consultant to indemnify the Indemnified Parties from any Claim arising from the sole negligence or willful misconduct of the Indemnified Parties. Nothing in this indemnity shall be construed as authorizing any award of attorney's fees in any action on or to enforce the terms of this Agreement. This indemnity shall apply to all claims and liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by the Consultant. 10. INDEPENDENT CONTRACTOR It is understood that City retains Consultant on an independent contractor basis and Consultant is not an agent or employee of City. The manner and means of conducting the work are under the control of Consultant, except to the extent they are limited by statute, rule or regulation and the expressed terms of this Agreement. Nothing in this Agreement shall be deemed to constitute approval for Consultant or any of Consultant's employees or agents, to be the agents or employees of City. Consultant shall have the responsibility for and control over the means of performing the work, provided that Consultant is in compliance with the terms of this Agreement. Anything in this Agreement that may appear to give City the right to direct Consultant as to the details of the performance or to exercise a measure of control over Consultant shall mean only that Consultant shall follow the desires of City with respect to the results of the services. 11. COOPERATION Consultant agrees to work closely and cooperate fully with City's designated Project Administrator and any other agencies that may have jurisdiction or interest in the work to be performed. City agrees to cooperate with the Consultant on the Project. 12. CITY POLICY Consultant shall discuss and review all matters relating to policy and Project direction with City's Project Administrator in advance of all critical decision points in order to ensure the Project proceeds in a manner consistent with City goals and policies. 13. PROGRESS Consultant is responsible for keeping the Project Administrator and /or his /her duly authorized designee informed on a regular basis regarding the status and progress of the Project, activities performed and planned, and any meetings that have been scheduled or are desired. 5 14. INSURANCE Without limiting Consultant's indemnification of City, and prior to commencement of work. Consultant shall obtain, provide and maintain at its own expense during the term of this Agreement, a policy or policies of liability insurance of the type and amounts described below and in a form satisfactory to City. A. Certificates of Insurance. Consultant shall provide certificates of insurance with original endorsements to City as evidence of the insurance coverage required herein. Insurance certificates must be approved by City's Risk Manager prior to commencement of performance or issuance of any permit. Current certification of insurance shall be kept on file with City's at all times during the term of this Agreement. B. Signature. A person authorized by the insurer to bind coverage on its behalf shall sign certification of all required policies. C. Acceptable Insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance in the State of California, with an assigned policyholders' Rating of A (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best's Key Rating Guide, unless otherwise approved by the City's Risk Manager. D. Coverage Requirements. i. Workers' Compensation Coverage. Consultant shall maintain Workers' Compensation Insurance and Employer's Liability Insurance for his or her employees in accordance with the laws of the State of California. In addition, Consultant shall require each subcontractor to similarly maintain Workers' Compensation Insurance and Employer's Liability Insurance in accordance with the laws of the State of California for all of the subcontractor's employees. Any notice of cancellation or non - renewal of all Workers' Compensation policies must be received by City at least thirty (30) calendar days prior to such change. The insurer shall agree to waive all rights of subrogation against City, its officers, agents, employees and volunteers for losses arising from work performed by Consultant for City. ii. General Liability Coverage. Consultant shall maintain commercial general liability insurance in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury, and property damage, including without limitation, contractual liability. If commercial general liability insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement, or the general aggregate limit shall be at least twice the required occurrence limit. M1 1 iii. Automobile Liability Coveraqe. Consultant shall maintain automobile insurance covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with work to be performed under this Agreement, including coverage for any owned, hired, non -owned or rented vehicles, in an amount not less than one million dollars ($1,000,000) combined single limit for each occurrence. iv. Professional Errors and Omissions Insurance. Consultant shall maintain professional errors and omissions insurance, which covers the services to be performed in connection with this Agreement in the minimum amount of one million dollars ($1,000,000). E. Endorsements. Each general liability and automobile liability insurance policy shall be endorsed with the following specific language: The City, its elected or appointed officers, officials, employees, agents and volunteers are to be covered as additional insureds with respect to liability arising out of work performed by or on behalf of the Consultant. ii. This policy shall be considered primary insurance as respects to City, its elected or appointed officers, officials, employees, agents and volunteers as respects to all claims, losses, or liability arising directly or indirectly from the Consultant's operations or services provided to City. Any insurance maintained by City, including any self- insured retention City may have, shall be considered excess insurance only and not contributory with the insurance provided hereunder. iii. This insurance shall act for each insured and additional insured as though a separate policy had been written for each, except with respect to the limits of liability of the insuring company. iv. The insurer waives all rights of subrogation against City, its elected or appointed officers, officials, employees, agents and volunteers. V. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to City, its elected or appointed officers, officials, employees, agents or volunteers. vi. The insurance provided by this policy shall not be suspended, voided, canceled, or reduced in coverage or in limits, by either party except after thirty (30) calendar days written notice has been received by City. F. Timely Notice of Claims. Consultant shall give City prompt and timely notice of claim made or suit instituted arising out of or resulting from Consultant's performance under this Agreement. 7 G. Additional Insurance. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work. 15. PROHIBITION AGAINST ASSIGNMENTS AND TRANSFERS Except as specifically authorized under this Agreement, the services to be provided under this Agreement shall not be assigned, transferred contracted or subcontracted out without the prior written approval of City. Any of the following shall be construed as an assignment: The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Consultant, or of the interest of any general partner or joint venturer or syndicate member or cotenant if Consultant is a partnership or joint- venture or syndicate or cotenancy, which shall result in changing the control of Consultant. Control means fifty percent (50 %) or more of the voting power, or twenty -five percent (25 %) or more of the assets of the corporation, partnership or joint-venture. 16. SUBCONTRACTING The parties recognize that a substantial inducement to City for entering into this Agreement is the professional reputation, experience and competence of Consultant. Assignments of any or all rights, duties or obligations of the Consultant under this Agreement will be permitted only with the express written consent of City. Consultant shall not subcontract any portion of the work to be performed under this Agreement without the prior written authorization of City. 17. OWNERSHIP OF DOCUMENTS Each and every report, draft, map, record, plan, document and other writing produced (hereinafter "Documents "), prepared or caused to be prepared by Consultant, its officers, employees, agents and subcontractors, in the course of implementing this Agreement, shall become the exclusive property of City, and City shall have the sole right to use such materials in its discretion without further compensation to Consultant or any other party. Consultant shall, at Consultant's expense, provide such Documents to City upon prior written request. Documents, including drawings and specifications, prepared by Consultant pursuant to this Agreement are not intended or represented to be suitable for reuse by City or others on any other project. Any use of completed Documents for other projects and any use of incomplete Documents without specific written authorization from Consultant will be at City's sole risk and without liability to Consultant. Further, any and all liability arising out of changes made to Consultant's deliverables under this Agreement by City or persons other than Consultant is waived against Consultant and City assumes full responsibility for such changes unless City has given Consultant prior notice and has received from Consultant written consent for such changes. 18. COMPUTER DELIVERABLES CADD data delivered to City shall include the professional stamp of the engineer or architect in charge of or responsible for the work. City agrees that Consultant shall not be liable for claims, liabilities or losses arising out of, or connected with (a) the modification or misuse by City, or anyone authorized by City, of CADD data; (b) the decline of accuracy or readability of CADD data due to inappropriate storage conditions or duration; or (c) any use by City, or anyone authorized by City, of CADD data for additions to this Project, for the completion of this Project by others, or for any other Project, excepting only such use as is authorized, in writing, by Consultant. By acceptance of CADD data, City agrees to indemnify Consultant for damages and liability resulting from the modification or misuse of such CADD data. All original drawings shall be submitted to City in the version of AutoCAD used by CITY in ".dwg" file format on a CD, and should comply with the City's digital submission requirements for Improvement Plans. The City will provide AutoCAD file of City Title Sheets. All written documents shall be transmitted to City in the City's latest adopted version of Microsoft Word and Excel. 19. CONFIDENTIALITY All Documents, including drafts, preliminary drawings or plans, notes and communications that result from the services in this Agreement, shall be kept confidential unless City authorizes in writing the release of information. 20. OPINION OF COST Any opinion of the construction cost prepared by Consultant represents his /her judgment as a design professional and is supplied for the general guidance of City. Since Consultant has no control over the cost of labor and material, or over competitive bidding or market conditions, Consultant does not guarantee the accuracy of such opinions as compared to contractor bids or actual cost to City. 21. INTELLECTUAL PROPERTY INDEMNITY The Consultant shall defend and indemnify City, its agents, officers, representatives and employees against any and all liability, including costs, for infringement of any United States' letters patent, trademark, or copyright infringement, including costs, contained in Consultant's drawings and specifications provided under this Agreement. 22. RECORDS Consultant shall keep records and invoices in connection with the work to be performed under this Agreement. Consultant shall maintain complete and accurate records with respect to the costs incurred under this Agreement and any services, expenditures and disbursements charged to City, for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant under this Agreement. All such records and invoices shall be clearly identifiable. Consultant shall allow a representative of City to examine, audit and make transcripts or copies of such records and invoices during regular business hours. Consultant shall allow inspection of all work, data, Documents, proceedings and activities related to the Agreement for a period of three (3) years from the date of final payment to Consultant under this Agreement. 23. WITHHOLDINGS City may withhold payment to Consultant of any disputed sums until satisfaction of the dispute with respect to such payment. Such withholding shall not be deemed to constitute a failure to pay according to the terms of this Agreement. Consultant shall not discontinue work as a result of such withholding. Consultant shall have an immediate right to appeal to the City Manager or his /her designee with respect to such disputed sums. Consultant shall be entitled to receive interest on any withheld sums at the rate of return that City earned on its investments during the time period, from the date of withholding of any amounts found to have been improperly withheld. 24. ERRORS AND OMISSIONS In the event of errors or omissions that are due to the negligence or professional inexperience of Consultant which result in expense to City greater than what would have resulted if there were not errors or omissions in the work accomplished by Consultant, the additional design, construction and /or restoration expense shall be borne by Consultant. Nothing in this paragraph is intended to limit City's rights under any other sections of this Agreement. 25. CITY'S RIGHT TO EMPLOY OTHER CONSULTANTS City reserves the right to employ other Consultants in connection with the Project. 26. CONFLICTS OF INTEREST The Consultant or its employees may be subject to the provisions of the California Political Reform Act of 1974 (the "Act "), which (1) requires such persons to disclose any financial interest that may foreseeably be materially affected by the work performed under this Agreement, and (2) prohibits such persons from making, or participating in making, decisions that will foreseeably financially affect such interest. If subject to the Act, Consultant shall conform to all requirements of the Act. Failure to do so constitutes a material breach and is grounds for immediate termination of this Agreement by City. Consultant shall indemnify and hold harmless City for any and all claims for damages resulting from Consultant's violation of this Section. 27. NOTICES All notices, demands, requests or approvals to be given under the terms of this Agreement shall be given in writing, to City by Consultant and conclusively shall be deemed served when delivered personally, or on the third business day after 10 the deposit thereof in the United States mail, postage prepaid, first -class mail, addressed as hereinafter provided. All notices, demands, requests or approvals from Consultant to City shall be addressed to City at: Attn: Stephen G. Badum Public Works Department City of Newport Beach 3300 Newport Boulevard Newport Beach, CA, 92663 Phone: 949 - 644 -3311 Fax: 949 - 644 -3318 All notices, demands, requests or approvals from CITY to Consultant shall be addressed to Consultant at: Attn: Roger Torriero Griffin Structures Incorporated 385 Second Street Laguna Beach, CA 92651 Phone: 949 - 497 -9000 Fax: 949 - 497 -8883 28. TERMINATION In the event that either party fails or refuses to perform any of the provisions of this Agreement at the time and in the manner required, that party shall be deemed in default in the performance of this Agreement. If such default is not cured within a period of two (2) calendar days, or if more than two (2) calendar days are reasonably required to cure the default and the defaulting party fails to give adequate assurance of due performance within two (2) calendar days after receipt of written notice of default, specifying the nature of such default and the steps necessary to cure such default, the non - defaulting party may terminate the Agreement forthwith by giving to the defaulting party written notice thereof. Notwithstanding the above provisions, City shall have the right, at its sole discretion and without cause, of terminating this Agreement at any time by giving seven (7) calendar days prior written notice to Consultant. In the event of termination under this Section, City shall pay Consultant for services satisfactorily performed and costs incurred up to the effective date of termination for which Consultant has not been previously paid. On the effective date of termination, Consultant shall deliver to City all reports, Documents and other information developed or accumulated in the performance of this Agreement, whether in draft or final form. 29. COMPLIANCE WITH ALL LAWS Consultant shall at its own cost and expense comply with all statutes, ordinances, regulations and requirements of all governmental entities, including federal, state, county or municipal, whether now in force or hereinafter enacted. In addition, all work prepared by Consultant shall conform to applicable City, 11 county, state and federal laws, rules, regulations and permit requirements and be subject to approval of the Project Administrator and City. 30. WAIVER A waiver by either party of any breach, of any term, covenant or condition contained herein shall not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant or condition contained herein, whether of the same or a different character. 31. INTEGRATED CONTRACT This Agreement represents the full and complete understanding of every kind or nature whatsoever between the parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions herein. 32. CONFLICTS OR INCONSISTENCIES In the event there are any conflicts or inconsistencies between this Agreement and the Scope of Services or any other attachments attached hereto, the terms of this Agreement shall govern. 33. AMENDMENTS This Agreement may be modified or amended only by a written document executed by both Consultant and City and approved as to form by the City Attorney. 34. SEVERABILITY If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect. 35. CONTROLLING LAW AND VENUE The laws of the State of California shall govern this Agreement and all matters relating to it and any action brought relating to this Agreement shall be adjudicated in a court of competent jurisdiction in the County of Orange. 36. EQUAL OPPORTUNITY EMPLOYMENT Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. 12 IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the day and year first written above. APPROVED AS TO FORM: City Attorney for the City of Newport Beach ATTEST: 0 CITY OF NEWPORT BEACH, A Municipal Corporation In Mayor for the City of Newport Beach GRIFFIN STRUCTURES INCORPORATED: 0 LaVonne Harkless, Roger Torriero City Clerk President Attachments: Exhibit A — Scope of Services Exhibit B — Schedule of Billing Rates 13 Ns- 0 20 May 2003 Ms. Lois Thompson Administrative Coordinator CITY OF NEWPORT BEACH 3300 Newport Boulevard Newport Beach, California 92658 -8915 Exhibit A Re: Proposal to the City of Newport Beach Program Management Services for Schematic Design of New City Hall, Replacement Fire Station, Parking Structure, and Related Site Improvements Dear Ms. Thompson: We are very pleased to have the opportunity to submit our Proposal to the City of Newport Beach, per our discussions, in the form of this letter and its attachments. The work we propose includes famishing all professional services and appurtenant requirements, materials, and labor necessary to perform the following tasks: 1. Project Administration and Management. This includes the management of the Architect and others on the Design Team in the production of all work through Schematic Design (SD), cost estimators, various consultants, and all other aspects of the Project. Such management includes schedule and cost control, exercise of diligent quality control of the Project, and service as the single- point -of- contact for the City in the course of this work. For example, during the SD phase, we will exercise our best efforts to control the cost of the Project and seek to maintain the budget within the City's established budget level. Further, within 10 days of the beginning of the project, we will prepare a Project Critical Path Management Schedule for review and approval by the City which identifies all the tasks required for completion of each component of work to complete the Project. 2. AIE Design Services through the Completion of Schematic Design. We will cause the production of SD documents and services through our Architect (LPA, Inc.), continuing the work begun in the earlier phase of services with the City, and including such items appropriate to the Schematic Design level: (a) basic AIE services for SD incorporating the approved program requirements, (b) examination of the site and surroundings, (c) review presently proposed and probable future functions and requirements, (d) prepare Schematic Design drawings, and prepare outline specifications and related documentation, including site plans, floor plans, elevations, sections, and all other drawings necessary to describe the project, (e) include provisions for future additions, if any, and development of the site owned by the City as well as the abutting streets, (f) develop all related documentation necessary to fix and illustrate the size and character of the Project and the approved revisions of it, including applicable essentials related to kind and quality of materials, type of structure, mechanical, electrical, and sanitary systems, conceptual interior design and other fundamental information. GRIFFIN HOLDINGS INCORPORATED 385 SECOND STREET, LAGUNA BEACH, CA 92651 (949) 497 -9000 • (949) 497 -8883 fax Wee 3. Budget We will develop, for the City's review and approval, a detailed cost estimate at the SD phase. This budget will include all indirect and direct components of the work, such as: construction costs, including requisite insurance and bonds; off site improvements; utility hook -up services; permits and fees; professional fees, such as program management architecture and engineering, special consultants, geotechnical and environmental, testing and inspection, etc.; site improvements, including art in public places (if any); furniture, fixtures, & equipment (FFE), including communications/security, interior art- work, plants, graphics; other occupancy expenses. 4. Schedule. We will prepare a total project schedule for City review, which includes the remaining design services, construction, and completion of the Project. Throughout the project, we will revise and maintain the schedule as necessary, and will exercise our best efforts to ensure adherence to the Project Schedule after it is approved by the City. 5. Constmctability Review. We propose to participate in any formal value engineering exercises as necessary, and also to: (a) provide technical management of the Project's design, including performance of architectural and engineering design reviews and any required revisions for each project component, (b) suggest refinements to the project components for the purpose of improving the future sequencing of the work, budget reductions, and quality of the outline specifications and related documentation, (c) perform preliminary Constructability Reviews for the purpose of completeness, clarity, consistency, cost vs. budget analysis, code compliance, general "constructability," coordination and value engineering, as directed, (d) assure that all City- approved and City- issued design review comments and revisions are incorporated by the various Sub - Consultants into the drawings and documents. 6. Status Presentations. We will also provide monthly status reports to the City's Project Monitor, and will make periodic presentations to the City Council and other groups or organizations as directed by the City. The attachment to this letter provides a percentage breakdown of services by various tasks which encompass the work outlined in the paragraphs above. We believe the proposed fees are well within Industry guidelines for services of this scope and type. In closing, we are certain that our extensive past and current experience on similar projects within other municipalities, our familiarity with the City of Newport Beach, our understanding of the proposed project, and our knowledge of the nature and scope of work which is described here, will provide the best product of work for the City. We look forward to this Project, and our staff are ready to begin immediately upon City authorization. Thank you. Sincerely, irk Roger Tomero CEO GRIFFIN STRUCTURES, INC. GRIFFIN HOLDINGS INCORPORATED 385 SECOND STREET, LAGUNA BEACH, CA 92651 (949) 497 -9000 • (949) 497 -8883 fax Exhibit B Professional Services for Program Management Related to Schematic Design of New City Hall, Replacement Fire Station, Parking Structure and Related Site Improvements I I Summary of Phase Percenta es I I 1 Based on Estimated Work Time Required I I I I I Total Contract Amount $S78,18SI 100.0% I I I Breakdown by Breakdown by Major Task Group I Sub -Task -1% I I I 1 % $ I I $ I I I I Pro Management & Administration 23.3% 1 $135.000 —I { Management of Design and Related 1 I 11.7% $67,500 Meetings and Coordination Services I 1 1 7.8% $45,000 I Cost Estimation Management I 1 1 1 3.9% $22.500 ! I I I I .Project Control, Program Review, Constructability j 9.1% 1 $52,562 9.1% I $52,562 I I I I I jCost Estimation Technical Services & Schedulin 6.9% $40.000 jPrecon Services and Management; Control 1 i 1 2.6% (_$15,000 Value Engineerini, and Cost Estimation Services j 1 1 3.5% $20,000 (Scheduling I 1 0.9% 1 $5,000 I I I i I I 1Design Services 53.4% 1 $308.993 j iProgram Review and Orientation I I I 2.7% I $15,450 !Site Surroundin s Civil, Landscape, etc. I ) ) 5.3% j $30,899 !conceptual Design Options 1 1 10.7% $61,799 IPrelimin En ineertn Structure, Mech Elec. I 10.7% $61,799 !Materials and Outline Specifications 1 ( 1 8.0% 1 $46.349 1 ;Desi Documents I 16.0% $92,698 1 I 1 1 I I I I I I Subtotal 92.80% I $536,555) 92.80% $536,555 I I Other Allowances 1 1 Reimbursables for Program Management 3.5% $20,000 1 3.5% $20,000 1Reimbursabies for A/E 3.7% $21,630 3.7% $21.630 I I �randTotal 100.00 %J$578,185 1 100.00% $S78,i85 I ! I I I 1 I I I I I I L I I I I ! I I 1 CITY OF NEWPORT BEACH CITY COUNCIL STAFF REPORT Agenda Item No. 21 June 10, 2003 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: Public Works Department Lois Thompson 949 -644 -3311 Ithompson@city.newport-beach.ca.us SUBJECT: CITY HALL FACILITIES SCHEMATIC DESIGN — APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN HOLDINGS, INCORPORATED RECOMMENDATIONS: 1. Receive and file report titled, "Comparisons of Continued Occupancy of Existing City Hall vs. Effective Costs of Occupancy in a Replacement City Hall." 2. Direct staff regarding any information or investigations that Council would like for staff to undertake regarding a possible site for City Hall off the Balboa Peninsula. If nothing further is desired on site selection, make that determination. 3. Approve a Professional Services Agreement with Griffin Holdings Incorporated, for the not to exceed price of $578,185 and authorize the Mayor and the City Clerk to execute the Agreement. 4. Approve a Budget Amendment appropriating $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- 02910545. 5. Authorize staff to engage in discussions with Fritz Duda, owner of the adjacent Via Lido Plaza center, regarding a lot -line adjustment. 6. Direct staff to schedule a series of community workshops regarding the planning and design of the project. DISCUSSION: In July 2001, Council directed staff to pursue a long -term strategic plan in the form of a City Hall Facilities Master Plan that would map our facility requirements in order to better serve the public. At the January 8, 2001 City Council meeting, Griffin Holdings Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 2 (Griffin) was hired to develop a City Hall Facility Needs Assessment as Phase I of the City Hall Facilities Master Plan process. At the April 8, 2003, Council Study Session, Council viewed a PowerPoint presentation regarding the results of the City Hall Facility Needs Assessment. In general, the report stated the current City Hall campus is seriously deficient in serving the current and future needs of the City. The existing buildings range from 23 to over 60 years of age and have exceeded their useful life. The recommendation of the study incorporates a long -term, integrated approach, addressing current and long -term workspace needs with respect to staffing, facilities access, mobility, storage, parking, and customer service. Current deficiencies in the following areas were investigated and documented in the study: • Customer Service interface — Poor circulation and lack of a central lobby or entry point is confusing to the public. For example; Public counter is disjointed with key functions such as the Cashier and Building permit issuance separated in different buildings. • Employee Workspace — Many employees share workspace or have workspace in areas that were once conference rooms or even hallways. There is no room for expansion to accommodate future public needs. • Records Storage — Some records are currently stored offsite. With the inflow of Newport Coast plans and potential future annexations, we are using storage container bins within the City Hall parking lot. • Meeting Rooms - Existing spaces are cramped and some have been converted to office space. • Seismic building code compliance — None of the City Hall buildings, including the Fire Station, would survive a major seismic event without significant structural damage. • ADA compliance — There are widespread problems requiring costly improvements. • Parking — Many employees currently park off site. Customer parking is very difficult at various times of the day. As a result of the April 8, 2003, Study Session, the Council had three areas of concern and directed staff to report on these items: • Will there be operational savings expected from new facilities? • Will there be significant improvement in productivity expected from new facilities? • Would the parking structure generate income? In a response to these questions, Griffin authored a White Paper addressing these areas of concern. The report is included as an attachment to this memo and staff recommends Council receive and file same. The report summarizes the current and existing conditions and shortcomings, which constrain efficiency and productivity levels. A discussion of current literature is included that supports the expected 15% improvement in productivity. In addition, a questionnaire was distributed throughout Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures. Inc. June 10, 2003 Page: 3 City Hall and staff themselves expected an overall 14.7% improvement in productivity. These percentages are then Computed to the dollar equivalent of a 15% improvement based on current compensation levels for City Hall staff. The result indicates a probable productivity benefit of more than $2 million annually. Although a productivity benefit does not translate directly into "cash in hand" savings, there will be offsets of future staff recruitments due to improved efficiencies. There are also gains to be had from reduced security, safety risks, and lost opportunity costs. Griffin also surveyed past utility costs and compared those costs to the typical utility costs modeled for the proposed City Hall. An energy savings of 17% is expected over the first five years of operation, with a savings of $3.75 million over the 40 -year building life. Griffin researched actual City Hall building maintenance costs over the past five years and deferred maintenance costs. When compared with BOMA Experience Reports (new facility long -term maintenance costs), the difference is $3.7 million extended over a 40 -year building life. Staff responded to Council's question on how much revenue could be expected from a parking structure. Local market rates for monthly parking were surveyed and staff has estimated the potential of the proposed parking structure at conservative annual net revenue of approximately $210,000 per year. This net revenue is based on the data within the following table: Parking Revenue Existing Parking Meters $ 0.50 per hour Lido Marina Village Structure Current Charges $ 70.00 per month 100 "overage" spaces available in proposed structure 50 spaces on monthly basis $ 3,500.00 per month 50 spaces on hourly basis 7am -9pm @ 50% occupancy $ 10,500.00 per month 225 spaces 6 -9pm M -F, 7am -9pm Sa /Sun @ 25% $ 10,481.25 per month Projected Monthly Income $ 24,481.25 Projected Gross Annual Income $293,775.00 Anticipated Expenses Parking Lot Attendant 14hr'365'17 salary + benefits $ 86,870.00 Net Annual Revenue $206,905.00 Please note: There are 24 surface parking spaces proposed in addition to the 325 spaces in the parking structure. It is assumed the 24 surface parking spaces would be non - metered and free of charge. Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 4 Per City Manager direction, staff also collected visitor data for a period of two weeks at each of the public counters. Actual visitor counts indicate there is an average of 500 persons per day who visit our public counters. Although some of these visits may include multiple public counters within City Hall, it is indicative that many people each and every day are visiting our offices for service. Griffin recommends a reasonably sized City Hall that would accommodate current and future needs, estimated at 62,000 square feet (current size is approx. 44,000 sq. ft.). Griffin's recommended solution is to construct an entirely new facility including the replacement of Fire Station #2 and the construction of a 350 space parking structure. The estimated cost of such a project is estimated at 28 million dollars. Taking advantage of the current interest rates, the City could finance the project over 30 years at an annual cost of approximately two million dollars. The annual costs could be offset by the savings in capital maintenance and improvement costs, operational efficiencies due to centralization of employees and records, and potential parking revenues from adjacent uses, which badly need additional parking. The next step, or Phase 11, in the Master Plan process is to establish schematic plans providing a detailed concept of the proposed City Hall replacement project. This project phase would provide enough information in the areas of space allocation and cost, so a decision could be made to proceed or not to proceed with Phase III, which is the preparation of construction plans and specifications and ultimately the construction of a new City Hall, Fire Station, and parking structure. Griffin has submitted a proposal for Phase II of this project. The scope of the services to be provided by Griffin for this project are summarized as follows: • Architect and Program Management — Griffin will sub - contract and administer all contracts required to plan and design the facility, prepare the schematic design drawings, and develop a budget estimate with defined scope of work and preliminary schedule ■ Budget —development of cost estimates for all components of the work ■ Constructability Review — technical management of project design, performance of architectural and engineering design, suggest refinements to improve future sequencing of work, and participate in value engineering exercise • Schedule — Griffin will prepare a critical path management schedule for approval by City, provide monthly status reports, periodic presentations to City Council, and coordinate meetings with other groups and organizations as directed by the City A detailed scope of services is included in the attached Professional Services Agreement. Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 5 In addition, preliminary review of the site plan alternatives indicates a lot -line adjustment with the adjacent property owner would be beneficial for both parties. Staff is requesting approval from Council to engage the adjacent property owner in discussions regarding the 'land swap" and then bring the issue back to Council for decision at a future meeting. Environmental Review: This activity is not a project as defined in the California Environmental Quality Act (CEQA) Implementing Guidelines. However, an environmental review and appropriate documentation will be required upon establishment of a viable project concept. Public Notice: The scope of services identified in this Professional Services Agreement provides for a series of community and Council workshops to solicit input regarding the planning and design of the project. Funding Availability: There is $325,000 appropriated in the current budget for City Hall expansion planning. To accommodate the next phase of the process, staff recommends approval of a Budget Amendment to appropriate $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- C2910545. Upon approval of this budget amendment, there will be sufficient funds available in the following account for the schematic design work: Account Description City Hall Expansion Plan Prepared by: Gti B�, r��l�^- �4'rrvcJ Lois Thompson Administrative Manager Account Number Amount 7011- C2910545 $578,185 Attachments: White Paper Professional Services Agreement Budget Amendment Submitted by: r Stephen G. B m Public Works Director COMPARISONS OF CONTINUED OCCUPANCY OF EXISTING CITY HALL VS. EFFECTIVE COSTS OF OCCUPANCY IN A REPLACEMENT CITY HALL NEWPORT BEACH, CALIFORNIA 1 MAY 2003 PART 1. SUMMARY PART 2. ANTICIPATED WORKPLACE EFFICIENCY IMPROVEMENTS AC- COMPANYING NEW CITY HALL FACILITIES PART 3. UTILITY COMPARISON, EXISTING FACILITIES VS. NEW FACILITIES, WITH DISCUSSION OF HISTORIC AND ANTICIPATED NEW MAINTENANCE COSTS w GRIFFIN STRUCTURES, INC. 385 SECOND STREET LAGUNA BEACH, CA 92651 LP1.1 LPA, INC. 17848 SKY PARK CIRCLE IRVINE, CA 92614 SUMMARY City Council asked several questions at the Working Session of April 8, at which Griffin Structures, Inc., and LPA, Inc., presented final findings related to the construction of replacement Civic Center facilities. Two of these questions revolved around (1) possible efficiency and productivity improvements related to use of new City Hall facilities, and (2) possible improvements in operating and maintenance costs which may be realized in a new facility. This document addresses these two important questions. WHITE PAPER - ANTICIPATED WORKPLACE EFFICIENCY IMPROVEMENTS ACCOMPANYING NEW CITY HALL FACILITIES We have approached the question of possible productivity improvement gains primarily by examination of the analytic literature for studies of typical office workplace productivity improvements elsewhere. The bottom line of these studies identifies that productivity improvements of about 15% should be realized, assuming (a) the total work cost is considered, including recruitment and turnover, as well as task- specific improvements, (b) the existing facilities are sufficiently poor in how they support productivity and work processes, (c) improved work flow and processes are incorporated in the new design, (d) management staff is disciplined regarding the issue of productivity recapture once new facilities are in place. • The attached White Paper presents, first, a summary of the current and existing conditions and their short- comings based on the Griffin survey and analysis of existing conditions and requirements. The findings show that there are significant facility -based conditions which constrain efficiency and productivity levels. • Second, the White Paper presents a survey of primary literature, which supports the claim of an expected 15% improvement in productivity. The case is further presented that these studies are directly applicable to the situation in Newport Beach City Hall. • Third, the White Paper presents a summary of a self - administered questionnaire distributed to the City Hall staff. In this questionnaire, the staff themselves (on average) identified an expected overall improvement of 14.7% in productivity. This, coincidentally, is in direct alignment with the surveys noted above. The White Paper also presents a summary of comments received from staff regarding conditions in the Existing City Hall. • Fourth, the White Paper computes the dollar equivalent of a 15% improvement in productivity, based on current compensation levels for City Hall staff. This is a statistical number and is realized through disci- pline in future operations, proper attention to design of the City Hall to achieve improved work processes, and slowed addition of future staff or extension of services for existing staff. The computation shows a probable productivity benefit of more than $2 million annually. This approximately equals the annual payments to fully amortize the 30 -year cost of new construction (total project, including not only City Hall, but also a 350 car parking structure and a replacement Fire Station). UTILITY COMPARISON — NEWPORT BEACH CIVIC CENTER A survey of past utility costs was made and is compared to the typical utility costs which are modeled for new City Hall facilities of the type proposed. On this basis, an anticipated energy savings of about 17% is expected over the first five years of operation, and over a 40 -year building life (compared with current costs, in current dollars) a total savings of over $3,750,000 is estimated. These figures assume a 5% escalation in energy costs, based on experience of the past 10 years. The survey team aIso researched and assembled the costs of actual building(s) maintenance over the past five years. To this was also added the current deferred maintenance costs which are needed and which, ideally, we understand would already have been made if budgets allowed for them. The City Hall and Fire Department HQ total is averaged at over $4.00 per square foot per year for the existing facilities. New facilities, based on BOMA Experience Reports, suggest that long -term maintenance and repair costs for new facilities is in the range of $1.25 /sq. ft. /year. This difference, extended over a 30 year future building life, is in excess of $17 million, and if extended over 40 years, this amount increases to more than $3.7 million. BIBLIOGRAPHY The following bibliography includes a number of documents which address the question of Office Productivity and its relation to facility replacement and improved work environments. A comprehensive survey of results of various researchers appears in the White Paper noted above. See in particular the works of Brill and Oseland. ASBRIDGE R. and COHEN R., Probe 4: Queen's Building, Building Services Journal, 1996, April, pps. 35 -38 BAKER N., The Irritable Occupant: recent developments in thermal comfort theory, Architectural Research Quarterly, Vol 2., Winter, 1996 BIFM, British Institute of Facilities Management. Facilities introduction (extract from BIFM web -site www.bifm.org.uk), September, 2001. BORDASS W. and LEAMAN A., From Feedback to Strategy, Buildings in Use '97: how buildings really work. London, Commonwealth Institute, 1997, Feb 25 BORDASS W., BROMLEY A., and LEAMAN A., Comfort, control and energy efficiency in offices, BRE Infor- mation Paper, IP3/95, 1995, February BORDASS W., BUNN R., LEAMAN A. and RUYS - SEVELT P., Probe I: Tanfield House, Building Services Jour- nal, 1995, Sep. pps. 38-41 BORDASS W., COHEN R. and STANDEVEN M., Technical Review of Engineering and Energy Issues: Probe Office Buildings, Buildings in Use '97: how buildings really work. London, Commonwealth Institute, 1997, Feb 25 BORDASS W., FIELD J. and LEAMAN A., Probe 7: Homeowner's Friendly Society, Building Services Journal, 1996, Oct, pps. 39 -43 BRILL M S, Marguilis S T, Konar E and BOSTI. Using Office Design to increase Productivity. Buffalo: Work- place Design and Productivity Inc., 1984. BRILL M., The Office as a Tool, The Buffalo Organisation for Social and Technological Innovation (BOSTI)., 1986 COHEN R., LEAMAN A., ROBINSON D. and STANDEVEN M., Probe 8: Anglia Polytechnic University Learning Resource Centre, Building Services Journal, 1996, Dec, pps. 27 -31 COHEN R., RUYSSEVELT P., STANDEVEN M., BORDASS W. and LEAMAN A., The Probe method of Inves- tigation, CIBSE National Conference 1996, Harrogate, UK, 1996, Sep COHEN R., STANDEVEN M. and BORDASS W., Technical Review of Engineering and Energy Issues: Probe non - office buildings, Buildings in Use '97: how buildings really work. London, Commonwealth Institute, 1997, Feb 25 Construction Industry Research and Information Association ( CIRIA), Dealing with Vandalism, CIRIA Special Publication 91, London, 1994, chapter 4, pps 31 -32 HERZBERG F, MAUSNER B, PETERSON R O AND CAPWELL D F. Job Attitudes: Review of Research and Opinion. Pittsburgh: Psychological Services of Pitsburgh, 1957. HUMPHREYS Rev. M., Field studies of thermal comfort compared and applied, Building Services Engineer, 44, 1976, pps. 5 -27 HUMPHREYS Rev. M., Thermal Comfort in the Context of Energy Conservation, in ROAS S. and HANCOCK M. (eds)., Energy Efficient Building, Oxford: Blackwell Scientific Publications, 1992, pps. 3 -13 KATSIKAKIS D. and LAING A, Assessment of Occupant Density Levels in Commercial Office Buildings, Stan- hope Properties, 1993, October LEAMAN A and BORDASS W., Design for Manageability, in ROSTRON J. (ed.), Sick Building Syndrome: con- cepts, issues and practice, London: E &F Spon, 1997, pps. 135 -149 LEAMAN A, BORDASS W., COHEN R. and STANDEVEN M., The Probe Occupant Surveys, Buildings in Use '97: how buildings really work London, Commonwealth Institute, 1997, Feb LEAMAN A, Probe 10: Occupancy Survey Analysis, Building Services Journal, 1997, May, pps. 21 -25 LEAMAN A., Space Intensification and Diversification, in LEAMAN, A. led), Buildings in the Age of Paradox, IoAAS, University of York, 1996, pps. 44 -59 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part 1: Recent Studies, Measures and Costs, Ashrae Transactions, 1994. pps. 741 -749 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part 2: Effects of Temperature, Ashrae Transactions, 1994. pps 895 -901 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part 2: Effects of Indoor Air Quality, Ashrae Transactions, 1994. pps 902 -912 MARMOT M., Report on Perceived control over work, British Medical Journal, July 1997 MASLOW A H. Motivation and Personality. New York: Harper & Row Publishers Inc, 1970. McINTYRE C., Indoor Climate, London: Applied Science Publishers, 1980, p. 154 OSELAND N A and BARTLETT P. Improving Office Productivity: A Guide for Business and Facilities Manag- ers. Harlow: Longman, 1999b. OSELAND N A and BARTLETT P. The bottom -line benefits of workplace productivity evaluation. Facilities Management Journal, 7(4), April, 1999a. OSELAND N A. Environmental Factors Affecting Office Worker Performance: A Review of Evidence, Techni- cal Memorandum TM24. London: CIBSE, 1999. OSELAND N., BROWN D. and AIZLEWOOD C., Occupant Satisfaction with Environmental Conditions in Naturally Ventilated and Air Conditioned Offices, CIBSE Mixed Mode Conference, 1997, May 22 OSELAND, N., The relationship between energy efficiency and staff productivity, Building Research Establish- ment internal CR90/97, 1997, April OSELAND, N., To What Extend does Workplace Design and Management Affect Productivity, Internet Publi- cation at www.officeproductivity.co.uk, 3 December 2001. Private communication to authors, July 1997. ROWE D., FORWOOD B., DINH C. and JULIAN W., Occupant Interaction with a Mixed Media Thermal Climate Control System Improves Comfort and Saves Energy, AIRAH meeting, Sydney, 1998 STANDEVEN M. and COHEN R., Probe 5: Cable and Wireless College, Building Services Journal, 1996, June, pps. 35 -39 STANDEVEN M., COHEN R. & BORDASS W., Probe 2: 1 Aldermanbury Square, Building Services Journal, 1995, Dec, pps. 29 -33 STANDEVEN M., COHEN R. and BORDASS W., Probe 3: C &G Chief Office, Building Services Journal, 1996, Feb, pps. 31 -34 STANDEVEN M., COHEN R. and LEAMAN A., Probe 6: Woodhouse Medical Centre, Building Services Jour- nal, 1996, August, pps. 35 -38 TENNER E., Why Things Bite Back: New technology and the revenge effect, Fourth Estate: London, 1996 TRICKETT T., Workplace Design: Its Contribution Towards Total Quality, Facilities, vol. 10, number 9, 1991 VISCHERJ., Environmental Quality in Offices, New York: Van Nostran Rheinhold, 1989 WYON D P. Healthy buildings and their impact on productivity. In Seppanen O et al (eds) Indoor Air '93: Thermal Environment, Building Technology, Cleaning, Volume 6. Helsinki: University of Technology, 1993, 3- 14. l".xl r 20 May 2003 Ms. Lois Thompson Administrative Coordinator CITY OF NEWPORT BEACH 3300 Newport Boulevard Newport Beach, California 92658 -8915 Exhibit A Re: Proposal to the City of Newport Beach Program Management Services for Schematic Design of New City flali, Replacement Fire Station, Parking Structure, and Related Site Improvements Dear Ms. Thompson: We are very pleased to have the opportunity to submit our Proposal to the City of Newport Beach, per our discussions, in the form of this letter and its attachments. The work we propose includes furnishing all professional services and appurtenant requirements, materials, and labor necessary to perform the following tasks: 1. Project Administration and Management. This includes the management of the Architect and others on the Design Team in the production of all work through Schematic Design (SD), cost estimators, various consultants, and all other aspects of the Project. Such management includes schedule and cost control, exercise of diligent quality control of the Project, and service as the single - point -of- contact for the City in the course of this work. For example, during the SD phase, we will exercise our best efforts to control the cost of the Project and seek to maintain the budget within the City's established budget level. Further, within 10 days of the beginning of the project, we wiII prepare a Project Critical Path Management Schedule for review and approval by the City which identifies all the tasks required for completion of each component of work to complete the Project. 2. AIE Design Services through the Completion of Schematic Design. We will cause the production of SD documents and services through our Architect (LPA, Inc.), continuing the work begun in the earlier phase of services with the City, and including such items appropriate to the Schematic Design level: (a) basic AIE services for SD incorporating the approved program requirements, (b) examination of the site and surroundings, (c) review presently proposed and probable future functions and requirements, (d) prepare Schematic Design drawings, and prepare outline specifications and related documentation, including site plans, floor plans, elevations, sections, and all other drawings necessary to describe the project, (e) include provisions for future additions, if any, and development of the site owned by the City as well as the abutting streets, (f) develop all related documentation necessary to fix and illustrate the size and character of the Project and the approved revisions of it, including applicable essentials related to kind and quality of materials, type of structure, mechanical, electrical, and sanitary systems, conceptual interior design and other fundamental information. GRIFFIN HOLDINGS INCORPORATED 385 SECOND STREET, LAGUNA BEACH, CA 92651 (949) 497 -9000 • (949) 497 -8883 fax g�� 3. Budget. We will develop, for the City's review and approval, a detailed cost estimate at the SD phase. This budget will include all indirect and direct components of the work, such as: construction costs, including requisite insurance and bonds; off site improvements; utility hook -up services; permits and fees; professional fees, such as program management architecture and engineering, special consultants, geotechnical and environmental, testing and inspection, etc.; site improvements, including art in public places (if any); furniture, fixtures, & equipment (FFE), including communications/security, interior art- work, plants, graphics; other occupancy expenses. 4. Schedule. We will prepare a total project schedule for City review, which includes the remaining design services, construction, and completion of the Project. Throughout the project, we will revise and maintain the schedule as necessary, and will exercise our best efforts to ensure adherence to the Project Schedule after it is approved by the City, 5. Constructability Review. We propose to participate in any formal value engineering exercises as necessary, and also to: (a) provide technical management of the Project's design, including performance of architectural and engineering design reviews and any required revisions for each project component, (b) suggest refinements to the project components for the purpose of improving the future sequencing of the work, budget reductions, and quality of the outline specifications and related documentation, (c) perform preliminary Constructability Reviews for the purpose of completeness, clarity, consistency, cost vs. budget analysis, code compliance, general "constructability," coordination and value engineering, as directed, (d) assure that all City- approved and City- issued design review comments and revisions are incorporated by the various Sub - Consultants into the drawings and documents. 6. Status Presentations. We will also provide monthly status reports to the City's Project Monitor, and will make periodic presentations to the City Council and other groups or organizations as directed by the City. The attachment to this letter provides a percentage breakdown of services by various tasks which encompass the work outlined in the paragraphs above. We believe the proposed fees are well within Industry guidelines for services of this scope and type. In closing, we are certain that our extensive past and current experience on similar projects within other municipalities, our familiarity with the City of Newport Beach, our understanding of the proposed project, and our knowledge of the nature and scope of work which is described here, will provide the best product of work for the City. We look forward to this Project, and our staff are ready to begin immediately upon City authorization. Thank you. Sincerely, irk Roger Tomero CEO GRIFFIN STRUCTURES, INC. GRIFFIN HOLDINGS INCORPORATED 385 SECOND STREET, LAGUNA BEACH, CA 92651 (949)497 -9000• (949) 497 -8883 fax Exhibit B Professional Services for Program Management Related to Schematic Design of 1 New City Hall, Replacement Fire Station, Parking Structure, and Related Site Improvements I I I I I Summ of Phase Percentages I I I Based on Estimated Work Time Required ) { I Total Contract Amount $578,185 100.0% 1 I I Breakdown b Breakdown by nor TaskGrou I Sub -Task $ 1 1 % i $ I I I i JProgram Management & Administration 23.3% l $135,000 { Mana ement of Design and Related I I 11.7% $67,500 :meetings and Coordination Services I I I 7.8% $45.000 I ICost Estimation Mana ement I I I I 3.9% $22.500 I I I I ,Project Control, Pro ram Review, Constructablilty 93% I $52,562 9.1% I $52,562 i I ;Cost Estimation Technical Services & Scheduling_ 6.9% $40,000 jPrecon Services and Management; Control I 2.6% $1S,DOD Value Engine rin and Cost Estimation Services i I ) 3.5% $20,000 !Scheduling f 0.9% I $5,000 I f I l 4 I Design Services L53.4% I $308.993 I I iPro ram Review and Orientation I 2.7% ) $15,450 1 ISite Surroundings Civil, Landscape, etc. ) { I 5.3% $30,899 !Conceptual Design Options I I 10.7% $61,799 Preliminary Engineering Structure, Mach, Elec. I I 10.7% $61,799 jMaterials and Outline Specifications I ) 8.0% I $46.349 ;Desi Documents I 16.0% $92,698 I I I I I I I I 1 Subtotal 92.80% I $536,555 { 92.80% $536,555 I I I Other Allowances I Reimbursables for Program Management 3.5% $20,000 { 3.5% $20,000 IReimbursables for A/E 3.7% $21,630 3.7% $21,63D ) I I I Grand Total 1 00.00% $578.185 I 1 DO.OD% $578,185 I I I I I I I I I I I ) I I Griffin Structures, Inc.. -I Robert Hall Prograin.Review Proposed Organization Chart Showing Key Project Participants Griffin Structures, Inc. Roger Torriero Principal in Charge Griffin Structures, Inc: Jim Trammell. PE Construction Manager .Independent. ':Cost Estimator Griffin Structures. Inc. Kelly Murdock Administration Jody Schaefer Accounting. :- O ti O N Q O ♦ N ^O u o [ i. Q0 .o. A o u o 0 N � L � o � Z Ig AS __ F Or- ( ; . rj �.,. .: y r• . .. z• a �sy �ir"!S C -r : . ' "4!• . N V . O ti O N Q O ♦ N ^O u o [ i. Q0 .o. A o u o 0 N � L � o � Z Ig AS __ F Or- ( ; . rj �.,. .: y r• . .. z• a �sy �ir"!S C -r : . ' "4!• . F ❑� v J 11y "E rz E� ,►,.`�' �' !i : � .. � 1 `_�,:`c Jig _.._.'.:: � A- tea' DRAFT PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN HOLDINGS INCORPORATED FOR PROGRAM MANAGEMENT SERVICES THIS AGREEMENT, entered into this 27th day of May, 2003, by and between the City of Newport Beach, a Municipal Corporation (hereinafter referred to as "City "), and Griffin Holdings, Incorporated, whose address is 385 Second Street, Laguna Beach, California, 92651, (hereinafter referred to as "Consultant "), is made with reference to the following: RECITALS A. City is a Municipal Corporation duly organized and validly existing under the laws of the State of California with the power to cant' on its business as it is now being conducted under the statutes of the State of California and the Charter of City. B. City is planning to implement program management services for a new City Hall, replacement Fire Station, Parking structure and related site improvements, hereinafter referred to as the "Project ". C. City desires to engage Consultant to provide program management services for the Schematic Design Phase (only) of the Project, as outlined in the Scope of Services attached hereto as Exhibit "A: and upon the terms and conditions contained in this Agreement. D. The principal member of Consultant for purpose of this Project is Roger Torriero. E. City has solicited and received a proposal from Consultant, has reviewed the previous experience and evaluated the expertise of Consultant, and desires to contract with Consultant under the terms and conditions provided in this Agreement. NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows: 1. TERM The term of this Agreement shall commence on the 27' day of May, 2003, and shall terminate on the 1 st day of March 2004, unless terminated earlier as set forth herein. 2. SERVICES TO BE PERFORMED Consultant shall diligently perform all the duties set forth in the Scope of Services, attached hereto as Exhibit "A" and incorporated herein by reference. 3. COMPENSATION TO CONSULTANT City shall pay Consultant for the services in accordance with the provisions of this Section and the scheduled billing rates set forth in Exhibit "B" attached hereto and incorporated herein by reference. No rate changes shall be made during the term of this Agreement without prior written approval of City. Consultant's compensation for all work performed in accordance with this Agreement, including all reimbursable items and subconsultant fees, shall not exceed the total contract price of Five Hundred Seventy-Eight Thousand One Hundred Eighty Five and no /100 Dollars ($578,185.00). 3.1 Consultant shall maintain accounting records of its billings which includes the name of the employee, type of work performed, times and dates of all work which is billed on an hourly basis and all approved incidental expenses including reproductions, computer printing, postage and mileage. 3.2 Consultant shall submit monthly progress invoices to City payable by City within thirty (30) days of receipt of invoice, subject to approval of City. 3.3 Consultant shall not receive any compensation for extra work without prior written authorization of City. Any authorized compensation shall be paid in accordance with the schedule of the billing rates as set forth in Exhibit "B" 3.4 City shall reimburse Consultant only for those costs or expenses, which have been specifically approved in this Agreement, or specifically approved in advance by City. Such cost shall be limited and shall include nothing more than the following costs incurred by Consultant: A. The actual costs of subconsultants for performance of any of the services which Consultant agrees to render pursuant to this Agreement which have been approved in advance by City and awarded in accordance with the terms and conditions of this Agreement. B. Actual costs and /or other costs and /or payments specifically authorized in advance in writing and incurred by Consultant in the performance of this Agreement. 3.5 Notwithstanding any other paragraph or provision of this Agreement, beginning on the effective date of this Agreement, City may withhold payment of ten percent (10 %) of each approved payment as approved retention until all services under this Agreement have been substantially completed. 4.. STANDARD OF CARE 4.1 All of the services shall be performed by Consultant or under Consultant's supervision. Consultant represents that it possesses the professional and technical personnel required to perform the services required by this Agreement and that it will perform all services in a manner commensurate with community professional standards. All services shall be performed by qualified and experienced personnel who are not employed by City nor have any contractual relationship with City. Consultant represents to City that it has or shall obtain all licenses, permits, qualifications and approvals required of its profession. Consultant further represents that R shall keep in effect all such licenses, permits and other approvals during the term of this Agreement. 4.2 Consultant shall not be responsible for delay, nor shall Consultant be responsible for damages or be in default or deemed to be in default by reason of strikes, lockouts, accidents, acts of God, failure of City to famish timely information or to promptly approve or disapprove Consultant's work, delay or faulty performance by City, contractors, or governmental agencies, or any other delays beyond Consultant's control. 4.3 The term Project/Program Management or Project Manager does not imply that Consultant is engaged in any aspect of the physical work of construction contracting. However, Consultant shall have control over or charge of, and shall be responsible for Project's schematic design, and related estimating and scheduling. Consultant shall not have control over or charge of acts or omissions of City, or their Agents or employees, or of any other persons not sub - contracted by Consultant who may perform portions of the work. 5. INDEPENDENT PARTIES City retains Consultant on an independent contractor basis and Consultant is not an employee of City. The manner and means of conducting the work are under the control of Consultant, except to the extent they are limited by statute, rule or regulation and the expressed terms of this Agreement. Nothing in this Agreement shall be deemed to constitute approval for Consultant or any of Consultant's 'employees or agents to be the agents or employees of City. Consultant shall have the responsibility for and control over the details and means of performing the work provided that Consultant is in compliance with the terms of this Agreement. Anything in this Agreement which may appear to give City the right to direct Consultant as to the details of the performance of the services or to exercise a measure of control over Consultant shall mean only that Consultant shall follow the desires of City with respect to the results of the services. 6. COOPERATION Consultant agrees to work closely and cooperate fully with City's designated Project Administrator, and any other agencies which may have jurisdiction or interest in the work to be performed. City agrees to cooperate with Consultant on Project. 7. PROJECT MANAGER Consultant shall assign Project to a Project Manager, who shall coordinate all phases of Project. This Project Manager shall be available to City at all reasonable times during term of Project Consultant has designated Roger Torrlero to be its Project Manager. Consultant shall not bill any personnel to Project other than those personnel identified in Exhibit "B ", whether or not considered to be key personnel, without City s prior written approval by name and speck billing rate. Consultant shall not remove or reassign any personnel designated in this Section or assign any new or replacement person to Project without the prior written consent of City. City's approval shall not be unreasonably withheld with respect to removal or assignment of non -key personnel. Consultant, at the sole discretion of City, shall remove from Project any of its personnel assigned to the performance of services upon written request of City. Consultant warrants it will continuously fumish the necessary personnel to complete Project on a timely basis as contemplated by this Agreement. 8. TIME OF PERFORMANCE Time is of the essence in the performance of the services under this Agreement and Consultant shall perform the services in accordance with the schedule specified below. The failure by Consultant to strictly adhere to the schedule may result in termination of this Agreement by City and assessment of damages against Consultant for delay. Notwithstanding the foregoing, Consultant shall not be responsible for delays, which are due to causes beyond Consultant's reasonable control. However, in the case of any such delay in the services to be provided for Project, each party hereby agrees to provide notice to the other party so that all delays can be addressed. Within ten (10) business days after execution of this Agreement by the Parties, Consultant and their Sub - Consultants shall prepare a Project Critical Path Management (CPM) Schedule, for review and approval by the City, which identifies all tasks required for completion of each component of Consultant's services. Consultant shall perform all services to completion by 31' January, 2004. 8.1 Consultant shall submit all requests for extensions of time for performance in writing to the Project Administrator not later than ten (10) calendar days after the start of the condition, which purportedly causes a delay, but not later than the date upon which performance is due. The Project Administrator shall review all such requests and may grant reasonable time extensions for unforeseeable delays, which are beyond Consultant's control. 8.2 For all time periods not specifically set forth herein, Consultant shall respond in the most expedient and appropriate manner under the circumstances by telephone, fax, hand delivery or mail. 9. CITY POLICY Consultant shall discuss and review all matters relating to policy and project direction with the Project Administrator in advance of all critical decision points in order to ensure that Project proceeds in a manner consistent with City goals and policies. 10. CONFORMANCE TO APPLICABLE LAW REQUIREMENT All work prepared by Consultant shall conform to applicable city, county, state and federal law, regulations and permit requirements and be subject to approval of the Project Administrator and City Council. 11. PROGRESS Consultant is responsible to keep the Project Administrator and /or his/her duly authorized designee informed on a regular basis regarding the status and progress of the work, activities performed and planned, and any meetings that have been scheduled or are desired. 12. HOLD HARMLESS Consultant shall indemnify, defend, save and hold harmless City, its City Council, boards and commissions, officers and employees from and against any and all loss, damages, liability, claims, allegations of liability, suits, costs and expenses for damages of any nature whatsoever, including, but not limited to, bodily injury, death, personal injury, property damages, or any other claims arising from any and all negligent acts or omissions of Consultant, its employees, agents or subcontractors in the performance of services or work conducted or performed pursuant to this Agreement, excepting only the sole negligence or willful misconduct of City, its officers or employees, and shall include attorneys' fees and all other costs incurred in defending any such claim. Nothing in this indemnity shall be construed as authorizing, any award of attorneys' fees in any action on or to enforce the terms of this Agreement. 13. INSURANCE Without limiting consultant's indemnification of City, and prior to commencement of work, Consultant shall obtain and provide and maintain at its own expense during the term of this Agreement policy or policies of liability insurance of the type and amounts described below and satisfactory to City. Certification of all required policies shall be signed by a person authorized by that insurer to bind coverage on its behalf and must be filed with City prior to exercising any right or performing any work pursuant to this Agreement. Except for workers compensation and errors and omissions insurance, all insurance policies shall add City, its elected officials, officers, agents, representatives and employees as additional insureds for all liability arising from Consultant's services as described herein. All insurance policies shall be issued by an insurance company currently authorized by the Insurance commissioner to transact business of insurance in the State of California, with an assigned policyholders' Rating of A (or higher) and Financial size Category Class VII (or larger) in accordance with the latest edition of Bests Key Rating guide: unless otherwise approved by the CITY Risk Manager. A. Workers compensation insurance, including "Waiver of Subrogation" clause, covering all employees and principals of Consultant, per the laws of the State of California. B. Commercial general liability insurance original certificate and endorsement (which includes additional insured and arimanr and non - contributory wording , covering third party liability risks, including without limitation, contractual liability, in a minimum amount of $1 million combined single limit per occurrence for bodily injury, personal injury and property damage. if commercial general liability insurance or other form with a general aggregate is used, either the general aggregate shall apply separately to this Project, or the general aggregate limit shall be twice the occurrence limit. C. Commercial auto liability and property insurance, including additional insured, covering any owned and rented vehicles of Consultant in a minimum amount of $1 million combined single limit per accident for bodily injury and property damage. D. Professional errors and omissions insurance, which covers the services, to be performed in connection with this Agreement in the minimum amount of One Million Dollars ($1,000,000.00). Said policy or policies shall be endorsed to state that coverage shall not be canceled by either party, except after thirty (30) days' prior notice has been given in writing to City. Consultant shall give City prompt and timely notice of claim made or suit instituted arising out of Consultant's operation hereunder. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work. Consultant agrees that in the event of loss due to any of the perils for which it has agreed to provide comprehensive general and automotive liability insurance, which Consultant shall look solely to its insurance for recovery. Consultant hereby grants to City, on behalf of any insurer providing workers compensation, comprehensive general, and automotive liability insurance to either Consultant or City with respect to the services of Consultant herein, a waiver of any right of subrogation, which any such insurer of said Consultant may acquire against City by virtue of the payment of any loss under such insurance. 14. PROHIBITION AGAINST TRANSFERS Consultant shall not assign, sublease, hypothecate or transfer this Agreement or any of the services to be performed under this Agreement, directly or indirectly, by operation of law or otherwise without prior written consent of City. Any attempt to do so without consent of City shall be null and void. The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Consultant, or of the interest of any general partner or joint venturer or syndicate member or co- tenant if Consultant is a partnership orjoint- venture or syndicate or co- tenancy, which shall result in changing the control of Consultant, shall be construed as an assignment of this Agreement. Control means fifty percent (51 %) or more of the voting power, or twenty -five percent (25 %) or more of the assets of the corporation, partnership or joint - venture. 15. OWNERSHIP OF DOCUMENTS Each and every report, draft, work product, map, record and other document reproduced, prepared or caused to be prepared by Consultant pursuant to or in connection with this Agreement shall be the exclusive property of City. All Improvementiconstruction plans shall be prepared with indelible waterproof ink or electrostaticly plotted on standard 24 inch by 36 -inch mylar with a minimum thickness of 3 mils. (A copy of the City of Newport Beach Standard Design Requirements is available from the Public Works Department). Documents, including drawings and specifications, prepared by Consultant pursuant to this Agreement are not intended or represented to be suitable for reuse by City or others on any other project. Any use of completed documents for other projects and any use of incomplete documents without specific written authorization from Consultant will be at City's sole risk and without liability to Consultant. Further, any and all liability arising out of changes made to Consultant's deliverables under this Agreement by City or persons other than Consultant is waived as against Consultant and City assumes full responsibility for such changes unless City has given Consultant prior notice and has received from Consultant written consent for such changes. Consultant shall, at such time and in such forms as City may require, furnish reports concerning the status of services required under this Agreement. 16. CONFIDENTIALITY The information, which results from the services In this Agreement, is to be kept confidential unless City authorizes the release of information. 17. CITY'S RESPONSIBILITIES In order to assist Consultant in the execution of his responsibilities under this Agreement, City agrees to provide the following: A. City will provide access to and upon request of Consultant, provide one copy of all existing record information on file at City. Consultant shall be entitled to rely upon the accuracy of data information provided by City or others without independent review or evaluation. City will provide all such materials in a timely manner so as not to cause delays in Consultant's work schedule. B. Provide blueprinting, CADD plotting, copying and other services through City's reproduction company for each of the required submittals. Consultant will be required to coordinate the required submittals with City's reproduction company. All other reproduction will be the responsibility of Consultant and as defined above. C. City staff will provide usable life of facilities criteria and provide information with regards to deficient facilities. D. City will prepare and provide to Consultant street base digital file in AutoCAD (DWG) compatible format. 18. ADMINISTRATION The Public Works Department will administer this Agreement. Lois Thompson shall be considered the Project Administrator and shall have the authority to act for City under this Agreement. The Project Administrator or her authori zed representative shall represent City in all matters pertaining to the services to be rendered pursuant to this Agreement. 19. RECORDS Consultant shall keep records and invoices in connection with the work to be performed under this Agreement. Consultant shall maintain complete and accurate records with respect to the costs incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit and make transcripts'or copies of such records. Consultant shall allow inspection of all work, data, documents, proceedings and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 20. WITHHOLDINGS City may withhold payment of any disputed sums until satisfaction of the dispute with respect to such payment. Such withholding shall not be deemed to constitute a failure to pay according to the terms of this Agreement. Consultant shall not discontinue work as a result of such withholding. Consultant shall have an immediate right to appeal to the City Manager or his designee with respect to such disputed sums. Consultant shall be entitled to receive interest on any withheld sums at the rate of seven percent (7 %) per annum from the date of withholding of any amounts found to have been improperly withheld. 21. ERRORS AND OMISSIONS In the event of errors or omissions that are due to the negligence or professional inexperience of Consultant which result in expense to City greater than what would have resulted if there were not errors or omissions in the work accomplished by Consultant, the additional design, construction and /or a restoration expense shall be bome by Consultant. Nothing in this paragraph is intended to limit City's rights under any other sections of this Agreement. 22. CITY'S RIGHT TO EMPLOY OTHER CONSULTANTS City reserves the right to employ other consultants in connection with Project. 23. CONFLICTS OF INTEREST A. Consultant or its employees may be subject to the provisions of the California Political Reform Act of 1974 (the "Act "), which (1) requires such persons to disclose financial interest that may foreseeably be materially affected by the work performed under this Agreement, and (2) prohibits such persons from making, or participating in making, decisions that will foreseeably financially affect such interest. B. If subject to the Act, Consultant shall conform to all requirements of the Act. Failure to do so constitutes a material breach and is grounds for termination of this Agreement by City. Consultant shall indemnify and hold harmless City for any and all claims for damages resulting from Consultant's violation of this Section. 24. SUBCONSULTANT AND ASSIGNMENT Except as specifically authorized under this Agreement, the services included in this Agreement shall not be assigned, transferred, contracted or subcontracted without prior written approval of City. 25. NOTICES All notices, demands, requests or approvals to be given under this Agreement shall be given in writing and conclusively shall be deemed served when delivered personally or on the third business day after the deposit thereof in the United States mail, postage prepaid, first class mail, addressed as hereinafter provided. All notices, demands, requests or approvals from Consultant to City shall be addressed to City at: Lois Thompson, Administrative Manager City of Newport Beach 3300 Newport Boulevard Newport Beach, CA, 92658 -8915 (949) 644 -3311 Fax (949) 644 -3318 All notices, demands, requests or approvals from City to Consultant shall be addressed to Consultant at: Attention: Roger Torriero Griffin Structures, Inc. 385 Second Street Laguna Beach, CA 92651 (949) 497 -9000 Fax 949 -497 -8883 26. TERMINATION In the event either part hereto fails or refuses to perform any of the provisions hereof at the time and in the manner required hereunder, that party shall be deemed in default in the performance of this Agreement. If such default is not cured within a period of two (2) days, or if more than two (2) days are reasonably required to cure the default and the defaulting party fails to give adequate assurance of due performance within two (2) days after receipt of written notice of default, specifying the nature of such default and the steps necessary to cure such default, the nondefaulting party may terminate the Agreement forthwith by giving to the defaulting party written notice thereof. 26.1 City shall have the option, at its sole discretion and without cause, of terminating this Agreement by giving seven (7) days' prior written notice to Consultant as provided herein. Upon termination of this Agreement, City shall pay to Consultant that portion of compensation specified in this Agreement that is earned and unpaid prior to the effective date of termination. 27. COMPLIANCES Consultant shall comply with all laws, state or federal and all ordinances, rules and regulations enacted or issued by City. 28. WAIVER A waiver by either party of any breach, of any term, covenant or condition contained herein shall not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant or condition contained herein whether of the same or a different character. 29. INTEGRATED CONTRACT This Agreement represents the full and complete understanding of every kind or nature whatsoever between the parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions hereon. Any modification of this Agreement will be effective only by written execution signed by both City and Consultant. 30. OPINION OF COST Any opinion of the construction cost prepared by Consultant represents his/her judgment as a design professional and is supplied for the general guidance of City. Since Consultant has no control over the cost of labor and material, or over competitive bidding or market conditions, Consultant does not guarantee the accuracy of such opinions as compared to contractor bids or actual cost to City. 31. COMPUTER DELIVERABLES CADD data delivered to City shall include the professional stamp of the engineer or architect in responsible charge of the work. City agrees that Consultant shall not be liable for claims, liabilities or losses arising out of, or connected with (a) the modification or misuse by City, or anyone authorized by City, of CADD data; (b) the decline of accuracy or readability of CADD data due to inappropriate storage conditions or duration; or (c) any use by City, or anyone authorized by City, of CADD data for additions to this Project, for the completion of this Project by others, or for any other project, excepting only such use as is authorized, in writing, by Consultant. By acceptance of CADD data, City agrees to indemnify Consultant for damages and liability resulting from the modification or misuse of such CADD data. All original drawings shall be submitted to the City in the version of AutoCAD used by the City, in ".dwg" file format on a CD, and should comply with the City s digital submission requirements for Improvement Plans. The City will provide AutoCad file of City We Sheets. All written documents shall be transmitted to the City in the City's latest adopted version of Microsoft Word and Excel. 32. PATENT INDEMNITY Consultant shall indemnify City, its agents, officers, representatives and employees against liability, including costs, for infringement of any United States' letters patent, trademark, or copyright infringement, including costs, contained in Consultant's drawings and specifications provided under this Agreement. IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the day and year first written above. APPROVED AS TO FORM: CITY OF NEWPORT BEACH A Municipal Corporation By. City Attorney ATTEST: City Clerk f.Wsers\pbvAsharedlagreementsVY 02 -03Vgdffin dry hall schematic.dw 0 GRIFFIN HOLDINGS INCORPORATED 0 Print Name: City of Newport Beach City Council Minutes June 10, 2003 The motion cameo by the following roll call vote: Ayes: Heffernan. Proctor, Ridgeway, Adams, Webb, Nichols, Mayor Bromberg Noes: None Abstain: None Absent: None 2L CITY HALL FACILITIES SCHEMATIC DESIGN — APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN HOLDINGS, INCORPORATED (contd. from Study Session of 4/08/03 & Regular Meeting of 5/27/03). City Manager Bludau pointed out that the staff report is about 99.5% the same as the May 27 staff report, except for recommendation #2. $e stated that, since there was some discussion as to whether the'plan should be on the current site or look beyond this site, -staff is looking for direction from Council. Roger Torriero, Griffin Holdings, stated that the onl} item tonight that is in addition to the information that was presented at the last meeting will be processes and procedures for involving the Community in a series of workshops to solicit their input about all the alteinatives,fbr the City Hall complex design. He reported that some of the alternatives include the retention of some or all the buildings Further, they would look at a series of ways to phase the project. ` i . Council Member Heffernan stated that, at the. last meeting, the action was for $578,000. He asked if the list will change because there will be more outreach and if they will be doing more or different things based on the revised proposal. Mr. Torriero reported that they always intended' on doing all these things, but tonight is an opportunity to provide clarity on what some of those items are. Mr. Torriero reported that Griffin Holdings was selected by a formal request for qualifications and request for proposals process. He stated that they examined the needs, made comparisons to other cities, state, and federal siAndards,'and presented several alternatives. He indicated that a new facility will be far less costly to operate since, over a 40 -year building life, the estimated savings for operating a newly reconstructed facility would be about $4 million compared to operating and maintaining' the existing facilities in their current condition. He reported that a new facility will be less costly to maintain, believing the savings'to be about $3.7 million over a useful lifespan of a building. He stated that the existing buildings create gross inefficiencies and significant productivity losses of about $2 million annually. He noted that, if the City were to recover those moneys through the design of a more efficient structure(s), the $2 million could essentially pay for the new facility. Mr. Torriero reported that the proposed revenue for a parking structure its first year is $210,000 which could pay for two - thirds of the annual debt service of the parking structure its first year, then the parking structure would pay for itself, and later provide Volume 56 - Page 216 INDEX C -3502 BA -072 City Hall Facilities Schematic Design (38/40) City of Newport Beach City Council Minutes June 10, 2003 1 �1 revenue for the City that could defer maintenance costs. He assured everyone that the public will not be charged for visiting City Hall, explaining that the revenue projections are during the weekends and off hours. He reported that staff conducted a survey and stated that about 3,500 people visit City Hall every week (182,000 visits a year) to do business. Dan Heinfeld, LPA Architects, clarified that the intent was to always have the workshop process to create alternatives and look at architecture, planning, and phasing. Utilizing a PowerPoint presentation, he displayed the schematic design schedule which includes the workshops at the beginning of the process. He reported that the first workshop will solicit input from the public, the second workshop will review the data that was gathered, the third workshop will, present the conclusions, and ultimately an alternative will be selected. He stated that the schematic pricing occurs at the end and will be presented to Council in December 2003. Mr. Torriero stated that they conducted preliminary discussions with the adjacent property owner about "squaring" the properties. He reported that a suggestion is to do a net square foot for square foot exchange to give the sites a more regular configuration. He reported that the open space in any of the scenarios that were looked at versus the existing open space is increased by about 25 %. He added that they would have an even greater opport=ity if they were able to create some efficiencies in the site boundaries. He reported that, if the exchange occurred, there may be an opportunity to talk with the adjacent property owner about repositioning the project so the City Hall site and the adjacent site could almost become a Town Square. Mr. Torriero emphasized that the .action tonight will not approve a new City Hall, but further develop information to make a decision later on as to whether there should be a new City Hall and also educate Council and the community on the opportunities and constraints. He stated that they are recommending that they look at the schematic design of the project only; look at the current site as the site for future design work and study; authorize staff and Council to have nonbinding discussions with the adjacent property owner; schedule workshops when appropriate; appoint a Building Committee that is comprised of the Mayor and twd Council Members; and have staff and the consultant present the information so Council can decide to proceed with the project, defer the project, put the project on hold, retire the project, or none of the above. Mr. Torriero explained that they are assisting with six other city halls and he finds that it is a good idea to have'a Building Committee to participate with his team and the workshops. Additionally, it is a good way to keep lines of communication current. Council Member Adams asked if financing information will be provided as part of the final deliverable product. Mr. Torriero stated that they have not been charged with that, but they will work with staff to come forward with financing representation. He stated that they would be well served if a Building Committee was appointed and one of the Volume 56 - Page 217 City of Newport Beach City Council Minutes June 10, 2003 INDEX members had extensive financial acumen. Council Member Heffernan asked, after the workshops are complete, what happens if there is not overwhelming community reception for doing the project or there are adverse economic situations that makes the City less inclined to do it. Mr. Torriero reported that the City has the right contractually to terminate the contract at any time. Council Member Nichols believed that Newport Center was designed with a complex for a potential City Hall. Mayor Pro Tem Ridgeway reported that there is a Civic Plaza, but it was never designed for City Hall. Ron Winship stated that he watched the last Councfl meeting and indicated that the City chose consultants that are intelligent. 'Noting that there are height limitations and the parking structure should not exceed two stories, he suggested placing another story below ground to make it three stories. He suggested that, if the project and the adjacent property is going to go big, a bridge be built to go to the other side. Susan Taylor reported that she toured the existing facility yesterday and was stunned_ She stated that the fact that staff can function in those facilities says a lot about how good and dedicated they are. She indicated that the nicest thing she can say is that the,rvses out front look good. She encouraged Council to proceed with this contract because there is clearly a need to at least gather all the information to make a good and intelligent decision. She stated that for years, she has watched the commercial areas limp along and 'has heard one proposal after another to-hring Lido Village back to life but nothing happens. She believed that the possibility of developing a new City Hall and surrounding facilities could bring a lot of life back into this part of town. She addgd that'Newport Beach deserves this. Mayor Bromberg invited anyone take a tour of City Hall egardingrecommendation #2, Mayor Pro Tem Ridgeway stated that he is going to.recommendth�ttbe focus be kept in the older part of town /on the current site, with tae premise that the Town Square be at this location. Regarding thei committee, City Attorney Burnham recommended bringing the matter back at another Council meeting. Motion by Mayor Pro Tem Ridgeway to 1) receive and file report titled, ``Comparisons of Continued Occupancy of Existing City Hall vs. Effective Costs of Occupancy in a Replacement City Hall"; 2) determine that no further investigation of a possible site for City Hall off the current Balboa Peninsula campus was necessary; 3) approve a Professional Services Agreement with Griffin Holdings Incorporated, for the not to exceed price of $578,185 and authorize the Mayor and the City Clerk to execute the Agreement; 4) approve a budget amendment (BA- 072) appropriating $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- C2910545; Volume 56 -Page 2 1S City of Newport Beach City Council Minutes June 10, 2003 INDEX 5) authorize staff to engage discussions with Fritz Duda, owner of the Via Lido Plaza center, regarding a lot -line adjustment; and 6) direct staff to schedule a series of community workshops regarding the planning and design of the project. Council Member Proctor stated that he seconded the motion because the facilities are in dyer need of repair or remodeling. He agreed that this is not the right economic time to spend the money, but the interest rate is at the point now that moving forward seems to be a good idea. He stated that, when it comes time to make a decision, the bigger economic picture can be looked at and the City may make a decision that winds up being a good economic one. He emphasized that the City is only moving forward with a plan so it is in a better position to evaluate all the factors when it is time to make a final decision. Council Member Webb stated that he is not very supportive of demolishing all the facilities and starting over. He indicated that be likes the historical character of the old City Hall building, even though it needs a fairly significant amount of refurbishment to bring it into modern standards, but it is no where near its age limit as far as structural ability. He stated that he supports the concept of increasing the square footage of City Hall, noting that he worked in it for a number of years. He added that the 62,000 square feet that is being proposed for the overall concept is pretty 'close, however, he would like to see an alternative looked at in which Buildings A, B and C remain, Buildings D and E are torn down, consideration be given to constructing a 32,000 to 35,000 square foot two or three story t+tnlding, and a smaller parking structure utilizing some of the existing parking. onsite be considered. He agreed that the boundaries can be modified with the adjoining property so it is more feasible to put in a parking structure. He believed that the City can do this without starting over from scratch. Council Member Heffernan stated that he will be voting against this tonight since the country is at a nine -year high unemployment rate, UCLA's California economic- forecast is dismal, and the picture from Sacramento is bleak. He noted that rates are low now, but the picture will not get better once rates go up. Further, compound this with the Ca1PERS fiasco where' 30% of their principal is gone. He stated that there is a multi- million dollar increase just this year and noted that this will increase next year. He believed that, in these times, it is time to be prudent. He noted that the cost of this contract is almost the amount that is available for the budget's supplemental list. Mayor Bromberg stated that he is going to support the motion because he does not know if there is ever a good time to look at spending $30 million on anything; however, this is only to go into this step -by- step. He indicated that the City needs to look at the big picture, the future of Newport Beach, and what is important for Newport Beach- He reported that, of the 34 Orange County cities, Newport Beach will fair better than any other city because of the fiscal conservativeness of the City. He pointed out that this is about the future of the City. He stated that building a new City Hall is not an easy decision and this is why it is Volume 56 - Page 219 City of Newport Beach City Council Minutes June 10, 2003 important to do the public outreach. He indicated that, because of fiscal conservatism, the City is able to take advantage of the rates when other cities cannot. He believed that this is the best for the people of the City. The motion carried by the following roll call vote: Ayes: Proctor, Ridgeway, Adams, Webb, Nichols, Mayor Bromberg Noes: Heffernan Abstain: None Absent: None Mayor Bromberg requested that a report come back at the,next meeting to form the committee. ' P. CURRENT BUSINESS 22. PROFESSIONAL SERVICES AGREEMENT AND BUDGET ADJUSTMENT FOR GENERAL PLAN UPDATE AND ENVIRONMENTAL IMPACT REPORT. Planning Director Temple reported that the -staff report includes the professional services agreement and the scope 6f.services proposed by E1P Associates who sets the ..work program, scheduluig, and detailed budget for the entire General' Plan Update process, including participation in community outreach, meeting with the General Plan Update Committee (GPUC) and'the General Plan Advisory Committee (GPAC), and preparing all the plsnned'documents'and environmental impact report. Sh"oted that a bulk'of the funds are coming from the reserve fund and will beplaced in this year's budget and encumbered. Further, tbe4'are ezi §ring funds in this year's professional services budget, as well as additional funds put into the professional services account .l`or'printing:n�ifgitteas and'otber documents. City Manager Bludau clarified thatthe money to Coming from unappropriated reserves which is money'thali-.has been taken in this year but has not been budgeted.' He stated that they always knew that this expenditure was .coming, but they did riot know how much it would be and expected it to / be sizable. Council Memb4,kdams stated that he will be moving the action tonight. He noted that he is the Chair of GPUC and they unanimously voted to proceed.with the EIR. He stated that he knows Woodie Tescher of EIP Associates professionally and believed that there could not be a better personhelping the City with this effort. Mayor Bromberg stated that he is on q'PUC with Council Members Adams and Heffernan, and they have gotten to know Mr. Tescher very well. Mayor Pro Tem Ridgeway reported that the scope of work is 55 pages and is detailed. He stated that he was trying to understand why the contract was so expensive, but after reviewing the scope of work, budget, and schedule, it seems comprehensive. He indicated that citizens have called him regarding the costs, he promised them that he would look into it, and now he does not know how the contract could be less. Volume 56 - Page 220 INDEX G3620 BA -077 General Plan Upd Environmental lm Report (38/40) J / ti Me, tc Zt pl� Zt (Z) i IN N L Q C .y N O Y L U v o� o nu i E N �U c O c O 0- N L O N Y c� i �U U L N O C E Q N U U C O U U N C c4 N C c4 L O c c4 U L N c�• U 7 O L C U U O C c4 U C U O k O U t C c� U 7 t4 N U L C 0 U L U U N O C U O U U L O U 7 L N C Y L cc O L C cc A a� .a C c4 U U L .y U U L N 7 O O C c4 L r N M d' 6 P• U U U U L N U U C .O C U Q. 0 LIM v .N LIM v O 4`4 N � c c 2 1 C +-• N �>. _ U CO �_ E (D cz$ E U O O N M Qj U C L (n O E > i a—, a� O cz$ N fn N cz$ -0 U) O C: 4-, L N N � L E CO �. 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I ' I � e vo`ouc E5 s , a aQ EaCd° a5 LOF-I Y j I I I �Oy I I j l vii I u y � •� i i '� 7 •L 7 LL C I j OH dm I I I I u I I L« I I I I •o I, j« vC I I d N b N c N v u �, aw LLL c i d I IW' > LL I 1- ubo LL;: l� OO 1 j E I I> u I j0 j j0 i l 0I I •i CL d _ i----------------------------1 --------------------------- mi ---•V I I � is yo u�.. j I j I " I E H > I I jr N v� 0 o WX Ue o c v I I LEo od u I I e I IU L — — — — — — — _ •—•---•—•—•--- I ..—.—._.� r•—._.------_.—. ---� ----------------------- I I I I I I I 1 O v I - j I I I �Oy I I j l vii I u y � •� i i '� 7 •L 7 LL C I j OH dm I I I I u I I L« I I I I •o I, j« vC I I d N b N c N v u �, aw LLL c i d I IW' > LL I 1- ubo LL;: l� OO 1 j E I I> u I j0 j j0 i l 0I I •i CL d _ i----------------------------1 --------------------------- �'"• , �"� ;iv!'i+�.�> ;� - ; _fir , '��i • r �y� 4. _r NEWPORT BEACH CIVIC CENTER ' CITY HALL FACILITIES T , NEEDS ASSESSMENT �- _.., , _ Report to the City of Newport Beach Space Requirements Final Report , August 9, 2002 ti • r ( ' 1l'�Y. % .iii Y `: L •..III. ��l ' !.'. ;lt NEWPORT BEACH CIVIC CENTER CITY HALL FACILITIES NEEDS ASSESSMENT REPORT ON SPACE REQUIREMENTS 9 August 2002 Griffin Advisors 38S Second Street • Laguna Beach, CA 9265 I • 949 - 497 -9000 TABLE OF CONTENTS INTRODUCTION What is in This Report 1 Objectives I Methodology 1 2. PROJECTIONS OF WORKSTATIONS 3 Growth Model 3 Approach 3 Summary of Workstation Projections 5 3. SPACE REQUIREMENTS FOR THE BUILDING AS A WHOLE I I Summary of Space Requirements I I Functional Requirements for the Building As a Whole 14 General Design Guidelines 14 Building Systems (Communications, Electrical /Lighting, HVAC, Acoustics, Loading, Plumbing) 15 Security and Fire Safety Requirements 16 Summary of General Design Requirements and Guidelines 16 4. SPACE REQUIREMENTS DETAILS BY DEPARTMENT 17 Presentation of the Requirements 17 General Allocation of Space Standards 17 Comparison of Space Standards to Existing Spaces 18 Data Sheets 18 Bubble Diagrams 19 Discussion of Allocations 20 City Administration 20 Administrative Services Department 21 Building Department 23 City Attorney 24 City Clerk 25 Community Services Department 26 Fire Department (Administration) 27 General Services 28 Human Resources Department 29 Planning Department 30 Public Works Department 32 City Hall Shared and Common Areas 34 Requirements Details — Data Sheets and Bubble Diagrams 37 APPENDIX A — GUIDE TO READING REQUIREMENTS TABLES A -I APPENDIX B — SPACE STANDARDS B -1 Introduction I Workstation Standards — Private Offices 3 Workstation Standards — Traditional Open Workstations 8 Workstation Standards — System Work Stations 10 Open Area Equipment and Related Standards 17 Conference Room Standards 18 Standards for Other Rooms 29 APPENDIX C — FLOOR PLANS OF EXISTING BUILDINGS C -1 Table of Contents Page i City Hall Space Needs Analysis 1. INTRODUCTION WHAT IS IN THIS REPORT Objectives This is the second report requested by the City regarding possible improvements to the existing Civic Center. The objectives of this report are 1. To identify a draft assessment of space needs for the functions housed in the Newport Beach civic center (City Hall) facilities. 2. To analyze and describe these space requirements, the assumptions and calculations driving the requirements, and the components from which they are made. 3. To identify proposed and recommended space standards by position, which are used to com- pute the space requirements. 4. To identity the assumptions of City Hall staffing and growth which support the space re- quirement calculations. 5. To provide a basis for City review and analysis of our findings and for validations with ap- propriate City personnel. Methodology Determining the space needs of City Hall is a process of several steps, as outlined below. This meth- odology is at it was outlined in the statement of work under which the scope of work has been under- taken. Step I— Determination of Operations Source Four levels of information have been obtained. First, we obtained general infor- Information mation from specific City sources, such as historic or annual reports, plans of ex- isting buildings, and so on. Second, we distributed questionnaires to each em- ployee in the scope of our work, both of a general nature to regular staff and of more detail to management staff. Third, we surveyed the operations in each area and noted space usage, equipment, and other factors. Fourth, we interviewed most senior staff, managers, and department heads. Projection The projection of operations and staff is based on using two growth parameters: Model increases related to annexation of South Coast, increases related to observed gen- eral trends over past years, as a response to legislation, demands for service, tech- nology, environmental issues, and the like. The projections are based on workstations, not on FTE, because we are interested in computing space needs. We divide the increases (which actually amount to a small number of workstations over present) into three factors: the annexation consideration, historic trends carried forward for 10 years, and historic trends car- ried forward for an additional 10 years. Report to the City of Newport peach Page I City Hall Space Needs Analysis Step 2 —Space Standards Development The development of space standards has been the result of (a) review of existing of Standards operational requirements and working conditions for each person, (b) considera- tion of existing and projected activities, (c) analysis of established standards in use in other cities and public offices, and (d) consideration of future trends and the needs for flexibility and adaptability to new and even unexpected activities. Step 3 —Space Requirements Department The calculation of space requirements for each of the functions and operations in Work Areas City Hall is accomplished mainly by applying space standards to the staff levels and to the support areas which each division or department requires to perform its function. For equipment areas, we use the existing count of files and other items as a baseline, and increase this square footage in the future projection periods based on identified growth factors. The requirements details are tabulated on data sheets for each department. These detail sheets show the items, the space standards used, and the projected quantity and well as square footage requirement at each of the projection levels. This al- lows the City to analyze the needs on an individual basis, and also to examine how requirements change from each Planning Level to the next. Special Special areas were examined separately and needs were arrived at using a combi- Areas nation of interview results, observations, and experience in other Cities. These areas include (a) the One -stop Shop area, (b) the meeting and conference room requirements, and (c) assessment of City Hall shared -use or common areas. Adjacency We analyzed the non - quantitative space requirements, including proximity and and Other adjacency requirements, requirements for security, lighting, power, and other Requirements systems, and other functional needs. Adjacency needs within the department work areas will be presented using graphic bubble diagrams that are drawn using blocks in scale with the actual computed requirements for the corresponding functions. These diagrams are not contained in this draft document. Review The review process is based on-allowing a period of individual department review Process of the assumptions and conclusions for operations and space projections. The procedures will be worked out during the interim review of this draft document. Report to the City of Newport Beach Page 2 City Hall Space Needs Analysis 2. PROJECTIONS OF WORKSTATIONS GROWTH MODEL Approach. The following observations were made in advance of any projections for future requirements above and beyond present needs. These observations led us to the approach we have taken: I. The City is essentially built -out, except for (a) the annexation area of South Coast and (b) poten- tial annexation of smaller pockets in the north east. 2. The City is generally conservative in respect to growth, and any additions should be directly re- lated to demand for services, legislated mandates, and factors of this type. 3. The affected departments have indicated that selected functions will experience about 15% more workload from the South Coast annexation. This is mainly the permitting and inspection func- tions. This effect is delayed, however, due to the fact that initial processes will be handled by Or- ange County and turned over to the City later. 4. We have obtained past City staffing data from annual reports, and note that there has been a slow rise of somewhat less than 1/2 of one percent per year in total staff (and in staff housed in City Hall). This is understood to be due to some transfer of functions and duties (via mandate, mostly) to local government, and also due to some new services which are demanded over time by the citizens. An example of this includes an expected future interest in greater attention to water quality and environmental control along the coastal areas. This very slow growth is not linear: there are periods of ups and downs. But the trend is slowly upward. A table is given below that shows this total staffing data. 5. The above slow "background' trend of 1/2 does not amount to much addition in workspace, once the core requirement for conference areas, counters, vaults, and other basic needs are met. There- fore it seems to provide a reasonable contingency in facility planning. Based on these observations, we have computed requirements under several scenarios, so that the City can see the impacts of the underlying assumptions, and also select the appropriate level to use as the basis for a building program. We have provided projections of workstations (not staff, since we are interested in computing space needs, though there is a clear relationship) under the following sce- narios: • Present requirements — this is the computation of needs based on the existing number of worksta- tions, but includes added conference rooms, adequate vault and storage areas, and other func- tional spaces needed today. Note that there is a distinction between workstations actually pro- vided and workstations needed today, however. • Planning Level 1 (PL -1) — this is based on adding an amount of staff (up to 15% in some catego- ries of staff, but amounting only to a few positions in total) to appropriate job functions to ac- count for possible impacts of the annexations which are completed or planned. • Planning Level 2 (PL -2) — this is based on adding 0.4% workstations per year for 10 years, or a total of about 4% to the total staff levels of PL -1. • Planning Level 3 (PL -3) — this is based on adding a second 10 -year period of increase, or an added 4% overall onto the PL -2 figures. Report to the City of Newport Beach Page 3 City Hall Space Needs Analysis EXHIBIT Historic Growth Rates City Stag, Newport Beach, California State mandates and statutes, technological effects, and social demands and interests all add pressure for City services. This often results in City staff and resource increases, some of which require office or function spaces in City Hall. We note that it may be prudent in long -term facility planning to provide for these effects using historic trends as a guideline. The following chart is derived from historic City figures. We do not have the actual numbers of persons housed in City Hall, but we do have budgeted numbers of City staff by department function. By remov- ing life safety, library, and other functions, we get an approximation of staff functions which are in City Hall today. The City Hall numbers are shown in black print: 11990 11991. 1992 1993 192 18.9;1 IM IM ]M 1228 2444 244]. General Government City Clerk 4 4 4 3 3 3 2 3 3 3 3 3 City Manager/Dep CM 4 4 4 4 4 4 4 4 4 12 18 12 Human Res/Personnel 6 5 5 5 5 0 0 0 0 0 0 9 City Attomey 4 4 4 4 3 5 5 6 6 5 5 5 Administrative Services 0 0 0 0 0 46 48 49 50 49 49 49 Telecommunications 2 2 2 2 2 0 0 0 0 0 0 0 P.I[Ac Safer, f'oilce 223 1"24 22' 21 is ZO'i 2uc 20F ._ • 1 7 17 218 22! "t23 Fre 115 ?1:1 iU8 10 <' 104 Faro ri ?Sarine C 0 0 .. .,. ..., 124 :21 12- .37 U Community Development Planning 23 23 22 20 18 17 12 15 16 16 18 18 Building 22 22 21 19 18 17 20 21 21 23 24 25 Public Works Public Works & Utils 0 0 0 0 0 32 33 33 34 35 37 38 Public Works 36 35 35 29 29 0 0 0 0 0 0 0 Utilities 5 5 5 5 4 0 0 0 0 0 0 0 Gcncral 162 1f: ". 1,P, 14S 1•'? 124 1,25 12`. 124 12' "S 121. Community Services I_ibmr, 42 42 A. 3E 35 S3 34 3E 35 3f Administration 2 2 2 2 3 2 2 2 2 2 2 2 Recreation 11 11 12 11 10 8 8 8 8 8 9 11 Senior;irizen.a 5 5 ., 9 .. -' 4 c A Total all 666 659 658 613 586 620 626 636 645 660 683 695 Total CH (black lines) 119 117 116 104 99 134 134 141 144 153 165 172 Total CH (adjusted)' 165 163 162 150 145 134 134 141 144 153 165 172 Growth year- to-year — -1.2% -0.6% -7.4% -3.3% -7.6% 0.0% 5.2% 2.1% 6.3% 7.8% 4.2% The total staff has increased over the 11 years by 4.4 %. or about 0.4% per year (compounded). The growth for the adjusted CH total line is similar to that for the total staff: 4.2% overall or 0.38% per year compounded. Thus, trends in legislated mandates, technology, service demands, and political and other factors seem to show an overall increase in the past 11 years averaging something less than 4- tenths "/o /year, though the number has bounced plus -or -minus 7 -1/2% in any one year. . The lines for Administrative Services (included with City Hall ) and General Services (excluded from City Hall ) show a transfer of staff from General Services to Administrative Services in 1995. The true number for earlier years is unknown, but we compute an adjusted CH line by adding the 1995 amount (46 persons) to the earlier years. Report to the City of Newport Beach Page 4 City Hall Space Needs Analysis SUMMARY OF WORKSTATION PROJECTIONS The following table shows the number of workstations provided by this forecast model at each of the planning levels. It also indicates the methodology of projection for each category of staff. The space requirements are computed for each of these levels, and the City may then elect to provide space for present only, for PL -1, PL -2, or PL -3. The differences between these levels in terms of space needs, however, will be shown (later in this report) to be very small, once the core requirements are met and suitable additions are made to workstation sizes that are too small based on our analysis of bench- marks (see our previous report for this analysis). Total Administration 15 6 9 9 9 9 Administrative Services Department Administration/Resource Management Director /rreasurer I I I I I I Deputy Director I I I I I I Adm. Asst I I I I 1 1 3 3 3 3 3 3 Fiscal Services Administration Fiscal Ops. Mgr. 1 I I I I I Cashiering & Collections Fiscal Spec. I I I I I I Sr. Fiscal Clerk I I I I I I Fiscal Clerk I I I I I I Fiscal Clerk (pt) 2 2 2 2 2 2 Accounts Payable Fiscal Spec I I I i I I Sr. Fiscal Clerk I I I 1 1 2 Based on 4% general total Oty trend L213 Fiscal Clerk (pt) I I I I I I Print Shop Manager I I I I I 1 Specialist I 1 I I I 1 MallroomlRernimnce Processing Coordinator /Fiscal Clerk I I I I I I Fiscal Clerk (pt) I I I I 1 1 13 13 13 13 13 14 Report to the City of Newport Beach Page 5 City Hall Space Needs Analysis Exhibit laroiection of City Hall Workstations Staff WS WS WS WS WS Oreanintion/Posidor0tem Now Now Need PLI PL2 PL3 Projection Notes Administration Office of City Manager City Manager I I 1 I I I Asst City Mgr. I I I I I I Asst City Mgr. I I I I I I PIO I I I I I I Exec Asst to City Mgr. I I I I I I Dept Asst 2 1 2 2 2 2 Note that 3rd Dept Asst is listed with Mayor 7 6 7 7 7 7 Office of Mayor and Council Office of Mayor Mayor I I I I I I Dept Asst to Mayor I 1 I I I I Council Council Member 6 0 0 0 0 0 At this time. Council offices are not added. Total Administration 15 6 9 9 9 9 Administrative Services Department Administration/Resource Management Director /rreasurer I I I I I I Deputy Director I I I I I I Adm. Asst I I I I 1 1 3 3 3 3 3 3 Fiscal Services Administration Fiscal Ops. Mgr. 1 I I I I I Cashiering & Collections Fiscal Spec. I I I I I I Sr. Fiscal Clerk I I I I I I Fiscal Clerk I I I I I I Fiscal Clerk (pt) 2 2 2 2 2 2 Accounts Payable Fiscal Spec I I I i I I Sr. Fiscal Clerk I I I 1 1 2 Based on 4% general total Oty trend L213 Fiscal Clerk (pt) I I I I I I Print Shop Manager I I I I I 1 Specialist I 1 I I I 1 MallroomlRernimnce Processing Coordinator /Fiscal Clerk I I I I I I Fiscal Clerk (pt) I I I I 1 1 13 13 13 13 13 14 Report to the City of Newport Beach Page 5 City Hall Space Needs Analysis Report to the City of Newport Beach Page 6 City Hall Space Needs Analysis Sa8 WS WS WS WS WS OreaniatiadPosition/Item Now Now Ned RI P1-2 P1-3 Projection Notes Management Information Systems Administration Manager I I I I I I Applications Coordinator I .I I I I I Senior Analyst I I I I I I Analyst 3 3 3 3 3 3 MIS Technician I 1 1 2 2 2 A second poi n is unfilled today, shown at PL•1 GIs Coordinator I I I I I I Analyst I I I I I I Mapping Asst 2 2 2 2 2 2 PT/Tempflntern 2 1 1 2 2 2 Operations Coordinator I I I I I I MIS Tech Supp Spec 3 3 3 3 3 3 Telecommunications/networks Comm Coordinator I I I I I I Comm Spec I I I I 1 1 19 18 18 20 20 20 Revenue Manager I I I I I I Rev. Tech. I I I I I I Fiscal Spec 2 2 2 2 2 2 Fiscal Spec. (pt) I I I I I I Sr. Fiscal Clerk I I I I I I Fiscal Clerk 3 3 3 3 4 5 Based on 4% general total City trend 1-2/3 Ucense Inspector 2 2 2 2 2 2 Film Liaison I I I I I I Hearing Officer 3 1 1 1 1 1 Assumes Hearing OBicers share a desk IS 13 13 13 14 IS Accounting Finance Ofcr. I I I I I I Accountant 2 2 2 2 2 3 Used on 4% general total City trend 1-213 PT/Temp Wkstn I I I I I I Mgt Asst I I I I I I Fiscal Spec. I I I I I I Fiscal Clerk I I I I 1 1 7 7 7 7 7 8 Total Admin. Svcs. Dept 57 54 54 56 57 60 Building Department Administration Building Director I I I I I I Admin Asst I I I I I I DepL Asst I I I I I I Office Asst I I I 1 I I Aide/Intern 2 0 2 2 2 2 Workstations provide some contingency. 6 4 6 6 6 6 Ran Check S Permitting Administration Deputy Bldg. Official I I I I I I Customer Service Sr. Permit Tech. 1 I I t I I Permit Tech 3 4 4 5 5 5 15% at LI Intern/Aide I — — — — — Included with Permit Tech for projection & WS Ran Check Civil Engr 4 4 4 5 5 6 15% at LI; 4% total department 1-213 10 10 10 12 12 13 Report to the City of Newport Beach Page 6 City Hall Space Needs Analysis Report to the City of Newport Beach Page 7 City Hall Space Needs Analysis Staff WS WS WS WS WS Oraniation/Position/Item Now Now Ned PLI PI-2 PL3 Prom nn Ida Inspection Division Administration Chief Bldg. Insp. I I I I I I Res'I BuildingRecord Res. Bldg. Record Insp. I I I I I 1 Residential Inspection Pr. Bidg. Insp. I I I I 1 I Sr. Bldg. Insp. 1 I I I I I Bldg. Insp. 5 6 6 7 7 7 15% at L I; rounds to allow 4% 1-213 Commercial Inspection Note one insp. is unfilled now. Pr. Bid&. Insp. 1 I I I I I Sr. Bldg. Insp. 2 2 2 2 2 2 Bldg. Insp. 0 0 0 0 I 1 4% total department 1-213 12 13 13 14 IS IS Total Building Department 28 27 29 32 33 34 15% growth on 28 is 32.2; +4 % +4% is 34.8 City Attorney City Atty. 1 I I I i I Asst. City Atty. I I I I i I Dep. City Atty. I I I I 2 2 General increases in litigation. Adm. Asst. I I I I 1 I Law Clerk/Intern 0 I 1 1 1 1 Law Clerk WS is required, even if unfilled today. Dept. Asst. I I I I 1 I Total City Attorney 5 6 6 6 7 7 City Clerk City Clerk I I i I I I Dep. City Clerk I I 1 I I I Dep. City Clerk I I I I I I Total City Clerk 3 3 3 3 3 3 Community Services Administration Director I I I I 1 I Adm. Asst. I I I I I I Sr. Fiscal Clerk I I I I I 1 Office Asst. 4 2 2 2 2 2 O.A. staff share workstations (part-time staff) (Media Coord.) I -- — — — — Position is located outside of City Hall. (Graphic Spec) I -- — — — — Position is located outside of City Hall. 9 5 5 5 5 5 Recreational Services Rec Supt I I I I I I Rec. Mgr. 2 2 2 2 2 2 Rec. Coord. 4 4 4 4 4 4 (Rec Maint Wkr.) 1 0 0 0 0 0 No workstation required at City Hall. Dept Asst. I 1 1 2 2 2 Based on interviews; need for customer service Field Desk 1 1 2 2 2 Add one more desk (at L I) based on interviews. 9 9 9 11 11 11 Total Community Services IB 14 14 16 16 16 Fire Department Office of the Chief Fire Chief I I I I I I Adm. Asst. I I I I I I Comm Relations Okr. I I I I I I Emerg. Svcs. Coord. I I I I I I Report to the City of Newport Beach Page 7 City Hall Space Needs Analysis staff WS WS WS WS WS OrmininutxJPosidonlltem Now Now Need PLI PL2 PL3 Proiection Notes Support Services Manager I I I I I I Sr. Fiscal Clerk I I I I I I Supp Svcs Capt — — — — — •- Position is located outside of City Hall. Facility S Supply Coord. — — — — — — Position is located outside of City Hall. Ok. Asst. I I 1 I I I Fire Prevention Fire Marshal I I I I I I Dep Fire Marshal I I I I I I Fire Prev Spec I 1 1 2 2 2 Based on IS %at L Insp I I 1 1 2 2 Used on 4 % general total dept. trend for 1-213 Dept Asst I I I I I I 5 5 5 6 7 7 EMS Management Manager I I I I I I Dept Asst I I I 1 1 1 2 2 2 2 2 2 Training Training Chief I I I 1 I I Ufeguard Caps 1 0 0 0 0 0 Position is located outside of City Hall. 2 1 1 1 1 1 Total Fire Department(Admin) 16 IS IS 16 17 17 General Services Facilities Mantenance — 0 1 1 1 1 Desk is needed for general use In City Hall Total General Services 0 0 1 1 1 1 Human Resources Department Director I I I I I I Risk Mgr. 1 I I I I I HR Ops. Mgr. I 1 I I I I HR Analyst 2 2 2 2 2 3 Based on 4% general total City trend 1-2/3 HR Asst 2 2 2 2 3 3 Based on 4% general total City trend 1-214 Adm. Asst I 1 I I I I Ofc Asst I I I 1 1 2 Based on 4% general total City trend 1-213 Total HR Department 9 9 9 9 10 12 planning Department Administration Director I I I I I I Adm. Asst. I I 1 I I I Economic Development Sr.. planner I I I I I I Assoc Planner I I I I I I Dept Asst. I I I I 1 1 3 3 3 3 3 3 Current planning Sr. planner I I I I I I Sr. planner I I I I I I Assoc planner I I I I I I Asst Planner 3 3 3 3 4 4 Based on 4% general total City trend 1-2/3 planning Tech. I I I I I I Advance planning Sr. planner 2 2 2 2 2 2 2 2 2 2 2 2 Report to the City of Newport Beach Page 8 City Hall Space Needs Analysis Engineering Staff WS WS WS WS WS OWniaation/Posltion/Item Now Now Need PLI PI-2 PL3 Proiectlon Notes Shared: ED /CP /AP I I I I I I Asst. Planner I I I I I 1 Dept Asst- I I I 1 1 2 Based on 4% general total City trend 11/3 Clerical Asst (pt) I I I I I I Engineer added for Water Quality Interns 2 1 1 2 2 2 Increase to two desks (interns now share) Sr. Eng. Tech. 5 4 4 5 5 6 Code Enforcement 2 1 1 2 2 2 Increase to two desks (interns now share) CE Supv. I I I I 1 I Workstations provided as contingency CE Ofcr. I I I I 1 1 Pr. CE 2 2 2 2 2 2 Total Planning Dept 21 20 20 21 22 23 Public Works [2] 0 0 0 0 0 No space assumed at City Hall Administration I I I I I I Director 1 I I I I I Intern I I I I I I Adm. Mgr. I I I I I I Adm. Asst I I I I I I Dept Asst 2 2 2 3 3 3 15% at L I Engineering Administration/City Engineer City Engineer I I I I I I Engineering Pr. CE 3 3 3 3 3 3 Assoc CE 2 2 2 2 3 3 Engineer added for Water Quality Jr. CE I I I I I I Sr. Eng. Tech. I I I I I 1 Intern(s) 2 1 1 2 2 2 Increase to two desks (interns now share) Contract Engineers [2] 0 0 2 2 2 Workstations provided as contingency Field. Inspection & Survey Pr. CE I I I I I I PW Imp. 3 3 3 3 3 3 Contract Inspectors [2] 0 0 0 0 0 No space assumed at City Hall Survey Parry Chief I I I I I I Survey Inst. Wrkr. I I I I 1 1 16 IS IS 18 19 19 Transportation and Dev. Svcs. Administration Manager I I I I I I Transportation -Adman Pr. CE I I I I I I Transportation -Trans Plan Assoc CE I I 1 1 2 2 Eng. Aide 0 0 0 0 0 1 eased on 4% general total City vend 1-213 Transportation -Trans Ops Assoc CE I I I I I I TE Tech. I I I I i I Jr. CE I I I I 1 I Eng. Aide 2 1 1 2 2 2 Parking Meter Supv 1 0 0 0 0 0 No workstation required Parking Meter Svcwkr. 2 0 0 0 0 0 No workstation required Development Services Development Engr I I I I I I Assoc CE I I I 1 1 2 Used on 4% general total City vend 1113 Jr. CE I I 1 1 2 2 Based on 4% general total City vend 11/3 GIS Sysc Analyst I I I I I I Eng. Tech. I I I 1 1 1 16 12 12 13 IS 17 Total PAD 38 33 33 37 40 43 Total All Workstations 4% on PL base of 207 is 8.28 for total 210 189 193 207 216 225 of 216 and 224 for levels L2 and L3. Report to the City of Newport Beach Page 9 City Hall Space Needs Analysis Note that there are 189 workstations observed in City Hall today, but there are 210 staff. Some of these staff are actually provided space elsewhere (such as a graphics artist in Community Services) and others do not need workstations here (such as parking meter staff). But some staff, particularly intems (two, for example, in the Building Department) need workstations but either have to share or just inefficiently move from spot to spot. The third column (total = 193) identifies these presently needed workstations. The final three columns of the table above show the PL -1, PL -2, and PL -3 projections, respectively. The increases are broken down as follows: Growth rate on existing WS Growth rate on required WS Growth due to annexation effects First 10-yr increase cue to Vend Second 10-yr increase cue to trend Annual rate for 20 years on PL -1 base Overall annual rate Including PL -1 Pres. Actual Pros. Req d PL -1 PL -2 PL -3 1.000 1.095 1.143 1.190 1.000 1.073 1.119 1.166 7.3% 4.7% 4.7% 0.45% 0.77% Comment Used to check benchmarks over pre- sent Measures true growth from present For the increase from present to PL -1 For the 1 st 10 -year period to PL -2 For the 2nd 10 -year period to PL -3 per year for 20 years (PLA to PL -3) per year for 20 years (present to PL -3) Report to the City of Newport Beach Page 10 City Hall Space Needs Analysis 3. SPACE REQUIREMENTS FOR THE BUILDING AS A WHOLE SUMMARY OF SPACE REQUIREMENTS The table below presents a summary of the existing and required space for City Hall at each of the Projection Levels. The rationales for the projections are presented with the other requirements de- tails. The computation of Net Sq. Ft. requirements (NSF) is presented in the detailed tabulations later in this report. Conversion of NSF to Gross Sq. Ft. (GSF) is based on several considerations, and can be approached in a number of ways. In this report, we include the following items in the addition be- tween net and gross s.f.: • Electrical and communications equipment rooms • Mechanical equipment rooms • Data/communications risers (each floor) • Public lavatories (each floor) General staff lavatories beyond those specified • Janitor closets and storage • Drinking fountains Trash rooms or general recycling areas • Main corridors and stair wells • Elevator shafts • Other risers or shafts • Structural elements (columns, exterior wall thickness, etc.) We include an allowance for smaller internal corridors (as part of the NSF "inner" circulation as de- fined in the Appendix), and have added a minimal contingency of 1,000 NSF for a building lobby. The assumptions of lobby size (the existing City Hall has about 500 sq. ft.), scale, openness, and other design decisions all affect the allowance for increase from NSF to GSF. Our approach is to examine the typical ratio of net -to -gross and use that factor in computing GSF. As a rule, multi -floor City Halls and general government office buildings are found to have a net -to -gross ratio of about 80%, though this can range to 75% or less for buildings with more monumentality, wider corridors, more generous common areas, and the like. We have assumed a fairly efficient building here, and have based the net -to -gross ratio at 80%.' In addition, note that the GSF omits all outdoor elements, such as balconies, structural overhangs or awnings, and terraces,. It also omits large atria and courtyards. The net -to- gross, however, may allow for an enclosed atrium of smaller scale, or various sky - lighted shafts which penetrate to the lower floor. 'Some analysts take the approach of adding a percentage of the NSF onto itself to obtain GSF. A net - to-gross ratio of 80% amounts to adding 25% onto the NSF to obtain GSF. Report to the City of Newport Beach Page I I City Hall Space Needs Analysis Administrative Services Department Administration, NSF Pres Pres 1,070 1,070 1,070 Item (Net Sq. FL) Actual Req'd Level 1 Level 2 Level 3 Administration 101 220 220 220 220 Council Office Areas, NSF 202 290 290 290 290 Chambers Areas, GSF (see note) 3,622 3,622 3,622 3,622 3,622 City Manager, NSF 1,190 1,800 1,900 1,900 1,900 Total Administrative Areas 5,014 5,712 5,812 5,812 5,812 Administrative Services Department Administration, NSF 519 1,070 1,070 1,070 1,070 Fiscal Services Fiscal Svcs, Adm. NSF 101 220 220 220 220 Fiscal Svcs, Cashiering NSF 512 721 721 721 721 Fiscal Svcs, A/P, NSF 205 390 390 390 390 Fiscal Svcs, Print Shop NSF 719 880 880 880 880 Fiscal Svcs, Mailroom NSF 513 660 660 660 660 Management Information Systems 1092 1010 1010 1010 1,010 MIS, Administration NSF 141 220 220 220 220 MIS, Applications NSF 735 820 910 910 910 MIS, GIS NSF 657 966 1,056 1,056 1,056 MIS, Operations NSF 573 742 742 742 742 MIS, Computer Room NSF 443 550 550 550 550 MIS, Telecoms NSF 640 896 896 896 896 Revenue NSF 1,084 1,520 1,520 1,610 1,700 Accounting NSF 753 1,148 1,148 1,148 1,258 Total Admin. Svcs. Department 7,912 11,243 11,423 11,513 11,713 Building Department Administration NSF 1155 1291 1431 1431 1,431 Plan Check & Permitting Plan Check Adm NSF 221 250 250 250 250 OSS Customer Service, NSF 911 1,300 1,435 1,435 1,435 OSS Plan Check. NSF 102 120 240 240 240 Back Office Plan Check. NSF 658 710 710 710 850 Inspection NSF 941 1094 1152 1210 1,210 Total Building Department 3,988 4,765 5,218 5,276 5,416 City Attorney 1,466 1,817 1,817 2,057 2,057 City Clerk 824 1,173 1,173 1,173 1,173 Community Services Administration NSF 893 1174 1174 1 174 1,174 Recreation Services NSF 1183 1595 1760 - -1760 1,760 Total Community Services 2,076 2,769 2,934 2,934 2,934 Fire Department Office of the Fire Chief NSF 468 580 580 580 580 Support Services NSF 1092 1010 1010 1010 1,010 Fire Prevention NSF 909 1042 1145 1227 1,227 EMS Management NSF 240 374 374 374 374 Training/CR/ES NSF 466 603 603 603 603 General Storage NSF 242 280 280 280 280 Total Fire Department ( Admin) 3,417 3,889 3,992 4,074 4,074 General Service 155 210 210 210 210 Human Resources Department 1,200 2,178 2,178 2,318 2,608 Report to the City of Newport Beach Page 12 City Hall Space Needs Analysis Pres Pres hem (Net Sq. FL) Actual Req'd Level I Level 2 Level 3 Administration N5F Economic Development N5F Current Planning Office Areas N5F OSS Areas N5F Advance Planning N5F Shared Area N5F Code Enforcement N5F Total Planning Dept Public Works Administration N5F 055 Areas N5F Engineering N5F Transportation & Dev. Svcs. N5F Shared Areas N5F Total, Public Works Dept City Hall Shared/Common Areas Conference Center N5F Building Lobby & Related N5F Lunch Room N5F OSS Facility Additions N5F Warehouse N5F Total, SharedlCommon Areas Total Net Sq. FL Total City Hall, N5F From Above* Programmed Amount for Chambers Total City Hall NSF, excluding Chambers Total Net Sq. Ft. Total Gross So. FL (without Chamber) Total non- chambers N5F from Above Statistical N -t -G Allowance Total City Hall, GSF, excluding Chambers *Includes Council Chambers actual space as GSF. ** Using a Net -to -Gross ratio of 80%. " This figure is the actual Net- to-Gross. 579 630 630 630 630 360 404 404 404 404 564 710 670 780 780 378 747 812 812 812 309 420 420 420 420 1054 1280 1350 1350 1,410 231 360 360 360 360 3,475 4,551 4,646 4,756 4,846 714 780 780 780 780 642 1040 1105 1105 11105 1903 2300 2385 2530 2,530 2099 2782 2852 3122 3,327 365 500 500 500 500 5,723 7,402 7,622 8,037 8,242 241 1080 1080 1080 1,080 532 1000 1000 1000 11000 540 730 730 730 730 0 690 690 710 710 415 690 690 690 690 1,761 4,190 4,190 4,210 4,210 37,011 49,899 51,215 52,370 53,295 -3,622 -3,622 -3,622 -3,622 -3,622 33,389 46,277 47,593 48,748 49,673 33,389 46,277 47,593 48,748 49,673 7,018 11,569 11,898 12,187 12,418 40,407 57,846 59,491 60,935 6 O91 Report to the City of Newport Beach Page 13 City Hall Space Needs Analysis FUNCTIONAL REQUIREMENTS FOR THE BUILDING AS A WHOLE The following information is presented as a guideline in assumptions which will eventually drive cost estimates, and which will give some basis for design considerations in master planning the facilities. This information is also important as part of the architectural program to guide the Architect when design specifics are required. General Design Guidelines • All appropriate codes apply, including accessibility requirements of the ADA • City guidelines must be consulted, including those developed and distributed by the various mem- bers of any future project advisory committee. At present, City building regulatory agencies must be contacted individually to obtain available published guideline materials. • Major building corridors should be 6 to 8' wide. Other corridors preferably should be 5' -6" to 6-0" wide, and must have a minimum width of 5'. Exposed "outside" turns in these corridors should be reinforced (though this may be hidden by design treatment). This is especially true of facilities which will be occupied by the Police Department. • Doors with heavy, active use should be designed with metal kick plates. Where possible, each ac- tively used door onto a major corridor should be equipped with a small window or side - light, es- pecially doors serving larger assembly areas or meeting rooms. • Wherever rooms have large items of equipment or often produce large volumes of records, the room should be designed with some access having double doors; examples include the computer room, etc. • Throughout the facility, the design should provide unobtrusive and adequate storage locations for recycling bins. Recycled materials include, at a minimum, paper and soft drink bottles or cans, deposited into separate containers. • All lavatories should have locked storage inside or nearby for supplies (paper, soap, etc.) and some provision for extra capacity in the dispensers themselves. • Carpet tiles or modular carpet design is suggested in heavy -use carpeted areas to facilitate re- placement of soiled and damaged areas. • Floor in copy rooms, file rooms, storage rooms, and related areas should be designed with hard and durable finishes. Static resistant floors are required in areas where banks of sensitive com- puter and related equipment are located. • Rooms and areas with heavy traffic, as well as selected workrooms, should be equipped with du- rable wall coverings. • Wherever system furnishings are programmed, it is assumed that the panels will have wire man- agement for power and communications. • Cabinets in coffee areas should be designed so that coffee makers do not have upper cabinets di- rectly above them, but otherwise designed with as much storage cabinets as possible.. All such cabinets should be designed for heavy use and easy cleaning. • Where more than one multi -staff work room or open work area is programmed within the same operational unit, it may be possible to integrate these separate work areas into a single larger work room or area. Report to the City of Newport Beach Page 14 City Hall Space Needs Analysis Building Systems (Communications, ElectricallUghting, HVAC, Acoustics, Loading, Plumbing) • General office requirements for good lighting, heating, and air conditioning prevail. The designer must assure that future building systems are fully integrated with other city control systems where feasible. Lighting design must take into account the general use of computer monitors throughout the facility. • All work stations should be wired for computer LAN, telephone, one computer dedicated duplex power outlet (verify this requirement with MIS), and one double duplex convenience power outlet. Offices require additional power outlets on opposing or adjacent walls. • In addition, selected areas (such as for system printers and copiers) will require a separate com- puter LAN drop; this should be verified at time of design. • Large conference rooms and all Department Head offices (or equivalent) should have CCTV lines, connected to local cable TV. They also should be switchable to other feeds (such as press releases and central DVD/Video Tape) at a central location, when desired. • Computer systems must be verified with MIS staff at time of building design. • HVAC zones should be liberally provided, and must be approved specifically by appropriate De- partment representatives. All conference and meeting rooms require an independent zone. • Four levels of acoustic control are needed in the building: general office acoustics, sound attenua- tion for special equipment, sound insulated rooms (acoustic batt in partitions and above ceiling surfaces), and acoustic isolation for rooms. The last of these is assumed to include (at a minimum) insulated slab- to-slab construction, sound baffles in ducts, acoustically sealed doors, and insulated penetrations (including outlets and switches). This requirement is identified in room -by -room dis- cussions elsewhere in this report. • Offices of City Manager and all Department Heads should be acoustically isolated. All conference and meeting rooms should be sound insulated, or better if so noted. • Copy equipment may require "special equipment' acoustic attenuation, but this depends on the machine. In any event, including some separation from other work areas is needed (distance, low walls, or movable partitions). • File storage areas (file banks and special file rooms) listed in the program may require extra floor load capability so that high density filing systems can be used either now or in the future. Simi- larly, all bulk storage rooms (such as central stores) require high floor load capability. • Large copy equipment requires both 220v and 1 I Ov power, as well as LAN access, for flexibility in future equipment selection. • Closets and infrequently used rooms should have lighting on motion detectors (or timer switches) to assure that lights are turned off when the rooms are not used. Consider such systems through- out the building as well; this may result in construction or utility -use credits. Verify current local code requirements with the Building Department. • Conference rooms should be equipped with a separate, switchable exhaust system, with the motor somewhat isolated or acoustically insulated, besides the regular HVAC system on an independent AC zone. Wall timers and control switches may be appropriate in conference areas to activate AC systems when the rooms are used after hours. • Coffee service areas, where programmed, require (at a minimum) above - counter power, cold water supply (1/4" copper line with shut -off) to a coffee maker on the counter, and a nearby sink with provision for a garbage disposal. Report to the City of Newport Beach Page 15 City Hall Space Needs Analysis • Where copy or fax equipment is programmed with coffee service areas, the functions must be separated to keep copy and fax areas clean and dry. • Wherever coffee stations are programmed, in the event that a microwave oven is provided at the coffee station, then provision for a separate, switchable exhaust fan is also required. Security and Fire Safety Requirements • Where door control is required, it is recommended that a proximity reader card key system be used. The control center should be in a secure area near the building computer or telecom- munications mechanical spaces. • Where provided, security wiring should be in rigid conduits, to improve the security level. • It is assumed that the entire building will be fire sprinkled. Some areas require non - standard fire protection systems, such as chemical systems or use of pre- action controls, high - temperature heads, integrated pre - discharge alarm systems, earthquake switches, and the like, which will sub- stitute for or add to the traditional water -based sprinklers. Areas requiring such systems include the computer room, communications electronics rooms and equipment riser rooms, electrical equipment rooms, and UPS areas, where they are provided. • The sprinkler heads should be semi- recessed except where fully recessed heads are required either to prevent accidental damage or release due to equipment or activity in use there, or due to special design appearance considerations. • A separate CCTV security monitoring system may be required for the building. The extent of such a system, and the location of monitors, should be identified at the time of building design. Areas to be camera monitored for security may include each exterior door, parking facilities, se- cure storage areas, and the main lobby area. • Selected doors may require security alarm sensors, even including doors which may not be card key operated (such as certain closets or store rooms). SUMMARY OF GENERAL DESIGN REQUIREMENTS AND GUIDELINES The City has indicated a number of desires for a new City Hall. Where feasible, these are reflected in the requirements tabulations and discussions, and the following summary is presented here to give further assistance in eventual cost estimating, master plan design, and general indication of functional overview. • A One -stop Shop concept is assumed, with a long and probably continuous counter serving Building and Safety, Planning, and Engineering. The counter for Cashiering, should be nearby. Other counters and reception areas, including Revenue, Human Resources, Personnel (in Admin- istrative Services) and Fire Department should be convenient to a central "front door" of the facil- ity. • The possibility of co- locating Fire Prevention with the other One -stop Shop functions must be ex- plored. • There is a desire for more conference rooms rather than fewer, and the program lists some which are associated with specific departments or functions, and some which are to serve general pur- poses. Even so, the department - related conference rooms should be designed so that they serve multiple uses and general City needs. Report to the City of Newport Beach Page 16 City Hall Space Needs Analysis 4. SPACE REQUIREMENTS DETAILS BY DEPARTMENT PRESENTATION OF THE REQUIREMENTS The Space requirements are divided into department groupings as follows: • City Administration (Council, City Manager) • Administrative Services • Building Department • City Attorney • City Clerk • Community Services • Fire Department • General Services (only a central janitor facility) • Human Resources Department • Planning Department • Public Works Department • City Hall Shared/Common Areas In each case we present first a brief discussion of how the space requirements were arrived at, with some comments which clarify the requirements, followed by a tabulation ( "data sheets ") of the re- quirements and finally illustrations ( "bubble diagrams ") which graphically (and in scale) represent the proximity requirements between the functions of the grouping. General Allocation of Space Standards Space standards are presented in an Appendix to this report. In summary, we have made the follow- ing general allocations: Position Standard Sa. Ft. City Manager PO -7 300 Department Head PO -6b 280 Deputy Department Head; Attorney PO -5 210 Division Head PO-4 180 —` Typical Manager Requiring an Office PO -3 150 Other Offices (based on function) varies 180 -120 Large Cubicles (100 sf) en -E 10' x 10' Most Cubicles (80 sf to 64 so en -CID B' x 10' or 8'x 8' Other Cubicles (48 so en -B 6' x 8' Feld -based Staff (36 sf) en -A 6' x 6' It is an easy matter to adjust the standard allocations since all data sheets are entered into our com- puter systems. If the City in its review should wish to examine the effects of larger (or smaller) stan- dards, then this can be computed by changing an appropriate reference table. Report to the City of Newport Beach Page 17 City Hall Space Needs Analysis Comparison of Space Standards to Existing Spaces The following table identifies a selected list of space allocations from Report 1 and the space stan- dards which have been allocated for them in the analysis which follows. The "Std" columns identify the space allocated (required) and the "Pres" columns identify the average amount of space now oc- cupied by the indicated staff position and the numbers of workstations used in computing the indi- cated averages. Ranges are noted where we have used different standards based on actual job activi- ties and functions. Details of allocations made are presented on the requirements computation data sheets in this report, and details of the present actual space occupied are presented in Report 1. Space Standards Assigned Selected Ust of Grouped Workstations by Category of Similar Job Tides Data Sheets Sid Std Pres Pres Position Code SF Avg No Accountant en -D 80 87.5 2 Aide -eng en-B 48 39.0 1 Analyst en -E 100 104.0 2 Analyst PO -2 120 106.8 6 Asst - Administrative varies varies 96.0 8 Asst - Clerical en -C 64 45.0 1 Asst - Department en -C 65 61.2 11 Asst -Human Resources PO -2 120 81.0 2 Asst - Mapping en -E 100 80.0 2 Asst - Management en -D 80 92.0 1 Asst -Office varies varies 65.0 5 Deputy City Clerk en -D 80 76.0 2 Clerk -Fiscal en -C 64 48.0 8 Clerk -Sr. Fiscal en -C 64 51.8 5 Asst City Manager PO -5 210 195.5 2 Coordinator en -D 80 79.3 4 Coordinator PO -2 120 121.0 5 Director PO-6b 280 227.0 7 Eng-CE Assoc en -E 100 99.2 5 Eng -CE, Jr en -E 100 45.7 3 Data Sheets A discussion of the conventions, abbreviations, and formats used in the data sheets appears as an Ap- pendix to this report. Generally the tabulation is straight forward: each item is followed by the corre- sponding space standard, and then, in columns for each Planning Level we identify the quantity and extended value or space required. Items which form sub - categories of space are indented in the item name column. We have listed equipment now in use as a baseline, and have applied standards to the list to show what space is needed today, but we would obviously not advocate building the "present required" amount of space since it has no expansion or contingency built in. To allow for increases in equip- ment, where this is logical and advisable, we have added a growth factor, which is identified on the data sheets. Note that each block of required space also has a inner circulation allowance ranging from 10% to 20%. Where a unit has significant amounts of open plan workspace, we typically use a lower total- Report to the City of Newport Beach Page 18 City Hall Space Needs Analysis Std Std Pies Pres Position Code SF Avg No Eng -Civil varies varies 107.5 4 Eng -PCE PO -3 150 139.4 5 Insp- Bldg(Eng en -B 48 43.4 9 Insp -Bldg, Chief PO-3 150 180.0 1 Insp -Bldg, Principal en -D 80 65.0 2 Insp-Bldg, Sr en-C 64 31.0 3 Intern(s) en -B 48 34.7 3 Intem(s) en-C 64 53.3 3 Manager PO -3 150 131.5 2 Manager, Div & Admin PO4 180 143.9 9 Plannersenior PO -3 150 111.4 5 Planner -Assoc PO -2 120 115.0 2 Planner -Asst en-E 100 79.3 4 Specialist -fiscal en -C 64 44.4 5 Specialist -fiscal (Payroll) en -D 80 75.0 1 Specialist-other en -C 64 55.8 5 Technician en -D 80 69.0 5 Technician -Sr en-E 100 99.5 2 Technician - pennit en -B 48 41.3 3 Field Staff (most) en-A 36 35.6 5 A discussion of the conventions, abbreviations, and formats used in the data sheets appears as an Ap- pendix to this report. Generally the tabulation is straight forward: each item is followed by the corre- sponding space standard, and then, in columns for each Planning Level we identify the quantity and extended value or space required. Items which form sub - categories of space are indented in the item name column. We have listed equipment now in use as a baseline, and have applied standards to the list to show what space is needed today, but we would obviously not advocate building the "present required" amount of space since it has no expansion or contingency built in. To allow for increases in equip- ment, where this is logical and advisable, we have added a growth factor, which is identified on the data sheets. Note that each block of required space also has a inner circulation allowance ranging from 10% to 20%. Where a unit has significant amounts of open plan workspace, we typically use a lower total- Report to the City of Newport Beach Page 18 City Hall Space Needs Analysis unit inner circulation. The open work areas themselves have a built -in circulation allowance of up to 25 %, based on the items located there. The inner circulation allows for department -based circulation and not the main building corridors or lavatories, etc. An example of existing "inner circulation' space is shown on the existing City Hall space plan which is presented in our earlier report. Bubble Diagrarns The bubble diagrams are also presented according to a logical convention that illustrates the priorities of adjacency and functional proximity. A legend is supplied which keys the symbols used. Note that open areas generally can be combined, but we suggest that the departments remain somewhat distinct for security and privacy, and also for efficient work flows. The bubble diagrams are also presented in relative scale, so that similar rooms on each drawing are similarly presented. This also allows for easier understanding of the tabulation of requirements, which are fully presented on the bubble diagrams. The Planning Level used is PL -2, which is ap- proximately the mid -point of the projection window. Report to the City of Newport beach Page 19 City Wl Space Needs Analysis DISCUSSION OF ALLOCATIONS City Administration City Council • The Council Chambers is programmed exactly as it is today, under the assumption that the facil- ity will remain in the renovation plan. • One office of size similar to the room used today is programmed for use by the Mayor. We do not program separate offices for each of the other council members. • The space for the Department Assistant to the Mayor is increased, and it is assumed that this will (continue to) be located in the building lobby in the future. City Manazer and Related • The office -based staff are allocated rooms of similar average size, though it is noted that these rooms vary quite a bit today due to the existing building configuration. • The space allocated for the Department Assistant is similar to that today, and a second person is programmed in the future (PL -2). It is assumed that these persons will be located in a reception or lobby area near the Administrative offices. • We program a conference room in the requirements at present. The CM's office is used often as a conference area (by others when the CM is away), and a separate room to seat 6 or so appears needed. Summary The requirements are summarized as follows: Report to the City of Newport Beach Page 20 City Hall Space Needs Analysis Pres Pres Item (Net Sq. FL) Actual Req'd Level I Level 2 Level 3 Administration Council Office Areas, NSF 202 290 290 290 290 Clambers Areas. GSF (see note) 3.622 3,622 3.622 3,622 3.622 City Manager, NSF 1,190 1,800 1.900 1,900 1.900 Total Administrative Areas 5,014 5,712 5.812 5.812 5.812 Report to the City of Newport Beach Page 20 City Hall Space Needs Analysis Administrative Services Department Administration • Aside from increases due to application of proposed space standards, the major increase in Ad- ministrative areas is due to the addition of a conference room for this department. There is no such room today. This room, if located accordingly, should serve all divisions of the Department, including Revenue (personnel) for private meetings, but also to meet a range of other needs. Fiscal Services • The workstations of Fiscal Services are in some cases very much below the recommended stan- dards, and this accounts for the greatest part of increase in requirement. • Print Shop and Mail Room are programmed essentially on the basis of current operational levels, and assume that the functions now in place will continue. Also, some increase is programmed for the Print Shop, to account for overcrowding today. • Note that the warehouse area is programmed with City Hall Shared and Common Areas, below, but should be located very close to these operations. MIS • MIS is the largest component of the department, and represents the greatest total square footage increase, though not the largest amount on a percentage basis. • A significant part of the requirement is driven by application of appropriate work station sizes, especially for GIS functions (but also others). • An increase in the Computer Room requirement is based on contingency assumptions (we allow a 15% increase). • Telecommunications workspace includes storage facilities which are now provided in the old jail building adjacent to the current work areas. • No separate conference room is programmed with this division, but the Department is allocated its own conference room, and it is expected that MIS could make good use of it. Revenue • Even though this area was recently renovated, our calculations suggest that this function requires more space than it is currently allocated. Part of this is due to the layout constraints imposed by the existing building. • We have noted that the hearing officers programmed here (we program a shared workstation) also use the central hearing room in the Building Lobby. We program conference space that can be used for hearing room functions with City Hall Shared and Common Areas. Accoundne • We have programmed this area with the Finance Officer nearby in a private office. That position is today remotely located from the other functions. • Payroll functions are given increased work areas, and space is allocated to allow for increased privacy. Report to the City of Newport Beach Page 21 City Hail Space Needs Analysis Shared Area • The department is programmed with two support areas: a vault and a coffee area. These should be located in an area convenient to all functions, though the vault itself is more closely related to Fiscal Services and should be nearest to it. The vault is programmed for (continued use of) high- density shelving systems, and so needs added floor loading capacity. The vault also contains items of value, including some cash, and should be designed with this heightened security in mind. Summary The requirements are summarized as follows: Report to the City of Newport Beth Page 22 City Hall Space Needs Analysts Pres Pres Item (Net Sq. FL) Actual Req'd Level 1 Level 2 Level 3 Administrative Services Department Administration. NSF S19 1.070 1.070 1.070 1.070 Fiscal Services Fiscal Svcs, Adm. NSF 101 220 220 220 220 Fiscal Svcs, Cashiering NSF SI2 721 721 721 721 Fiscal Svcs, A/P, NSF 20S 390 390 390 390 Fiscal Svcs, Print Shop NSF 719 880 880 880 880 Fiscal Svcs. Mailroom NSF S13 660 660 660 660 Management Information Systems MIS. Administration NSF 141 220 220 220 220 MIS, Applications NSF 73S 820 910 910 910 MIS, GIS NSF 6S7 966 I.OS6 LOSE I.OS6 MIS, Operations NSF S73 742 742 742 742 MIS. Computer Room NSF 443 SSO SSO SSO SSO MIS. Telecoms NSF 640 896 896 896 896 Revenue NSF 1.084 I.S20 I.S20 1,610 1.700 Accounting NSF 7S3 1,148 1.148 1.148 1.258 Total Admin. Svcs. Department 7.912 11.243 11.423 I I.S13 11.713 Report to the City of Newport Beth Page 22 City Hall Space Needs Analysts Building Department Administration • The Director and the department clerical staff are programmed with Administration. • We program a conference room (not an enclosed open area) of similar but slightly larger size than the existing panel - enclosed space, which should be located also for use by other department. • We assume this conference room will be located near the administrative functions, however, rather than near the One -stop Shop functions which would have a more public location. Plan Check and Permitting • Plan Check and Permitting is divided into four areas: Plan Check/Permitting Administration (the Deputy Building Official), One -stop Shop (OSS) Customer Service, OSS Plan Check, and Back - room Plan Check. • It is assumed that the administrative and back room areas will be located near to but not with the OSS functions which would be located at a central counter for all development functions. Cur- rently, these other areas are located upstairs with the OSS operations downstairs. This is not ideal, but it is workable, as long as there is convenient access between the areas. • The office of the Deputy Director should be near to the department administration, discussed above. • The OSS operations should be integrated with other OSS functions allocated to other depart- ments, as well as general OSS spaces allocated with City Hall Shared and Common Areas (see discussion under that heading). Inspections • Inspection functions are programmed open work areas, in concept similar to the facilities today but enlarged according to proposed and recommended workstation space standards. The work areas today are improved from earlier conditions, but are constrained by the existing building de- sign. Summa The requirements are summarized as follows Report to the City of Newport Beach Page 23 City Hall Space Needs Analysis Pres Pres hem (Net Sq. FL) Actual Req d Level 1 Level 2 Level 3 Building Department Administration N5F 1155 1291 1431 1431 1,431 Plan Check 3 Permitting Plan Check Adm N5F 221 250 250 250 250 OSS Customer Service, N5F 911 1,300 1.435 1,435 1,435 OSS Plan Check, N5F 102 120 240 240 240 Back Office Flan Check, N5F 658 710 710 710 850 Inspection N5F 941 1094 1152 1210 1,210 Total Building Department 3,988 4,765 5,218 5,276 5,416 Report to the City of Newport Beach Page 23 City Hall Space Needs Analysis City Attorney • All attorneys are provided offices of the same size, except for allocating the standard for depart- ment heads to the City Attorney. • The law library is allocated a slightly larger space, assuming law books will be located here. The current library in the City Attorney's office is assumed (eventually) to be allocated space in the main library, once it is configured and located appropriately. • We also program a small guest receiving area and assume that the clerical areas are sized for open -area work stations that have both some improved privacy but also ability to observe the point of entry and guest seating areas. Summary The requirements are summarized as follows: Pres Pres Item (Net Sq. FL) Actual Req'd Level I Level 2 Level 3 City Attorney 1,466 1,817 1,817 2,057 2,057 Report to the City of Newport Beach Page 24 City Hall Space Needs Analysis City Clerk • The City Clerk is allocated an office based on the proposed standard for department heads, which is notably larger than the current office size. • Deputy staff are programmed work areas similar to that today, but assuming better configuration and circulation to and around the required counters and equipment. • Some added space is programmed for scanning functions and work area, though it is assumed that each department will retain responsibility for conducting its own scanning programs and that re- cords management will be accomplished through guidelines and programs which the individual departments will carry out. • The vault is sized to accommodate some increases in time (we program a 25% increase at pre- sent), but also to provide for needed circulation and access within the vault itself. • A general store room is currently provided upstairs, and contains some records from each of sev- eral departments. Corresponding space is not programmed with the City Clerk, but is listed with City Hall Shared and Common Areas, discussed separately. Summa The requirements are summarized as follows: Pres Pres Item (Net Sq. Ft) Actual Req'd Level I Level 2 Level 3 City Clerk 824 1,173 1,173 1,173 1,173 Report to the City of Newport beach Page 25 City Hall Space Needs Analysis Community Services Department Administration • The items included with Administration are those that were present at out survey of operations. That is, some staff, such as Media Coordinator and Graphic Specialist, which are listed with Ad- ministration but located elsewhere, are not allocated City Hall space. • We do not allocate a dedicated conference room for this department since many meeting areas are provided in off -site facilities; and it appears possible for the department to meet it's City Hall meeting needs by sharing one of the other conference rooms in the program. Recreation Services • The staff who now have offices (even shared ones) are programmed private offices in the future. Our standards provide for no space smaller than the present allocation, and some are larger. • The open work area includes a larger work station for visiting (field) staff, and two such work stations in the future. This allows for some flexibility in regard to City Hall staff as well, since the added station could be converted to various uses if needed. • The store room allocation is enlarged by 50 %, based on our survey, but the allocation is only an estimate of future needs. The requirements are summarized as follows: Report to the City of Newport Beach Page 26 City Hall Space Needs Analysis Pres Pres Item (Net Sq. FL) Actual Req'd Level I Level 2 Level 3 Community Services Administration NSF 893 1174 1174 1174 1,174 Recreation Services NSF 1 183 1595 1760 1760 1.760 Total Community Services 2.076 2.769 2.934 2.934 2.934 Report to the City of Newport Beach Page 26 City Hall Space Needs Analysis Fire Department (Administration) • The Fire Chief is allocated office space for a department head, and the secretary is assumed to remain in a separate reception room (rather than in a shared open work area) as is the case today. • Support Services functions are programmed in a central open work area (with the Manager in a private office). The office standard is similar to the take -off for the existing room (slightly smaller), but the present room is made somewhat dysfunctional due to its shape. • The conference room allocated to the department is smaller than present, with a larger conference room listed with City Hall Shared and Common Areas. This allows smaller training and meeting sessions in the department conference room (2/3 the existing large room) and larger sessions in the room shared by all in the City Hall. • Fire Prevention areas are programmed with the Fire Marshal allocated space for a deputy depart- ment director (in terms of City Hall based Fire administrative staff). Other staff are provided space in an open work area, with a public counter and waiting area. This may be combined with the City Hall One -stop Shop (OSS) functions if it is so desired. • EMS Management functions are programmed with the Manager in a private office (based on ex- ecutive manager office standards), and the other staff in an open work area. The open work areas of the department can be combined in the final layout, but this is an issue for the Fire Department to determine once a design approach is selected by the City. • We have added Training, Community Relations, and Emergency Services under the same head- ing on the data sheets. The Training Chief is allocated a Manager -level private office (a bit larger than the existing office), and the other staff are, as is the case today, provided space in open area work stations. In total, the requirement is about 30% greater than the space allocated today. • General storage is also allocated to the department based on the space taken now in the old jail building (adjacent to the current office facility), but we allocate only an area which is equal in size to this. umma The requirements are summarized as follows: Total Fire Department (Admin) 3,417 3,889 3,992 4.074 4,074 Report to the City of Newport Beach Page 27 City Hall Space Needs Analysis Pres Pres Item (Net Sq. FL) Actual Req'd Level I Level 2 Level 3 Fire Department Office of the Fire Chief NSF 468 580 580 580 580 Support Services NSF 1092 1010 1010 1010 1,010 Fire Prevention NSF 909 1042 1145 1227 1,227 EMS Management NSF 240 374 374 374 374 Training/CR/ES NSF 466 603 603 603 603 General Storage NSF 242 280 280 280 280 Total Fire Department (Admin) 3,417 3,889 3,992 4.074 4,074 Report to the City of Newport Beach Page 27 City Hall Space Needs Analysis General Services • We have programmed a central work room for janitorial supplies and coordination. The room should be equipped with shelving, open floor storage space, and a small desk for management purposes. • The allocation we have made is contingent upon various design decisions and development, and must be reviewed again by General Services once space planning is underway. Summary The requirements are summarized as follows: Pres Pres Item (Net Sq. Ft) Actual Req'd Level I Level 2 Level 3 General Services 155 210 210 210 210 Report to the City of Newport Beach Page 28 City Hall Space Needs Analysis Human Resources Department • The biggest increase in space required over space currently occupied is driven by upgrading workstations to the proposed standards for these positions. • The Director is allocated a department -head office standard, which is nearly double the present size, and other staff, some of whom are in shared offices, are each allocated private offices due to the.need for privacy and confidentiality. • An open work area is also allocated for support staff and related functions. The space also in- cludes adequate circulation and access space, which accounts for most of the increase in need to- day. • A department conference room is allocated for interviews and some small -group or individual testing, though the room should be located for general use by other departments when available. All conference rooms, whether allocated to a specific department or not, should be reserved through a central system. • A separate file room is programmed for employee files, even though these are in an open area to- day. We believe the added security and the increased flexibility in providing ample storage space overcome any inconvenience from having the files more accessible in an open area. • Note that this department staffing is increased on the basis of total City growth as well as other needs (such as improved attention to risk management) based on our interviews with City staff. The space requirements take the staff projections into account. Summary The requirements are summarized as follows: Pres Pres Item (Net Sq. FL) Actual Req'd Level I Level 2 Level 3 Human Resources Department 1,200 2.178 2,178 2.318 2.608 Report to the City of Newport Beach Page 29 City Hall Space Needs Analysis Planning Department Administration • We have programmed a private office for the Director, and note that the standard for this position is essentially the same size office as that now provided. • The Administrative Assistant is allocated an open work area (not unlike the space today), includ- ing some added seating for visitors to the Director's office. Economic Development • Economic Development staff are allocated private offices of appropriate workstation standard, and an open workstation for the department assistant. This open area should be near to the of- fices, but can otherwise be combined with the open work areas for the department so that support staff can communicate and work with one another as required. Current Planning • Current Planning is divided into two areas: the main office (which would be located with the rest of the department) and One -stop Shop (OSS) functions (which would be located with the central OSS counter and work areas for the City Hall). These functions are today on separate floors, but this need not be the case. The functions require convenient access between them both for staff and for public visitors. • The main office functions are provided with private offices (for Senior and Associate Planners), plus an open work area for Assistant Planner staff and equipment. Note that Senior Planners in the Department are allocated offices of slightly larger size than Associate Planners, based on a possible need for more visitor seating or more special project storage space. • The OSS functions include a counter allocation and a public waiting area. These should be ex- amined in relation to the other OSS counter and waiting areas which are programmed for the building (see discussion below with City Hall Shared and Common Areas). • Note that there is only a small counter area which can be ascribed to Planning today; in the pro- jection of needs, we identify the need for one Planning counter station today and two in the future (but these should be shared as needed with other departments). • Staff work space in the OSS area is included for the Planning Technician in charge of counter functions and for two Assistant Planners who are programmed to be located in this vicinity. Advance Planning — - • Advance Planning staff are allocated private offices of appropriate workstation standard, and an open workstation for the department assistant. As noted above, Senior Planners in the Depart- ment are allocated offices of slightly larger size than Associate Planners, based on a possible need for more visitor seating or more special project storage space. • The Advance Planning open area (files and equipment only) should be near to the offices, but can otherwise be combined with the open work areas for the department. Shared Areas • A number of staff and items of equipment are shared by the planning functions of the department and are listed separately under the "shared" heading. This provides information for the designers so that these operations can be located for most convenient operations. Report to the City of Newport Beach Page 30 City Hall Space Needs Analysis • We also program a conference room (similar in size to the room allocated today to the Building Department, but programmed as an enclosed room, not an open, panel - enclosed space). This room also is to be used for packet preparation, but will further be useful not only for conferences and meetings but to serve as workspace for special projects (or consultants) when this is needed. • The department vault is sized based on the equipment located in it, and because it is so over- crowded the need is computed at 415 sq. ft. This also includes space for the items currently lo- cated under the stairs. In total, the existing storage space amounts to 257 sq. ft. Code Enforcement • Code Enforcement staff currently share one large office. In the future we have programmed the Code Enforcement Supervisor with an office based on the standard for division managers, and provided a basic (120 sq. ft.) office for the assistant. • This approach provides the most flexibility in the future, and also allows space to be allocated in different ways if the function is changed in the future. Summary The requirements are summarized as follows: Item Administration NSF Economic Development NSF Current Planning Office Areas NSF 055 Areas NSF Advance Planning NSF Shared Area NSF Code Enforcement NSF Total Planning Dept Pres Pres Actual Req d Level I Level 2 Level 3 579 630 630 630 630 360 404 404 404 404 564 710 670 780 780 378 747 812 812 812 309 420 420 420 420 1054 1280 1350 1350 1,440 231 360 360 360 360 3,475 4,551 4,646 4,756 4,846 Report to the City of Newport Beach Page 31 City Hall Space Needs Analysis Public Works Department Administration • We have programmed a private office for the Director, and note that the standard for this position is essentially the same size office as that now provided. • The Administrative Manager is programmed with an office here, and is presumed to remain with the Administrative area even if the One -stop Shop (OSS) functions which are supervised are lo- cated farther away in the future. • A work area is programmed with the Director (similar to the configuration today) for a possible administrative assistant and reception space in the administrative area. This space is used for general filing today. One StoD Shoo Areas • OSS staff and support areas are programmed separately. These areas would be located near the public functions making up the City Hall OSS, including those for Building, Planning, and Public Works Departments. • The area includes an allocation for 3 counter stations today, and increasing to a requirement for 4 stations in the future (at PL -1). This is in line with the guidelines approved (via questionnaire) by the OSS review team and discussed in the white papers which have been submitted under sepa- rate cover. • The OSS functions include a public waiting area. This, and the counter stations as well, should be examined in relation to the other OSS counter and waiting areas which are programmed for the building (see discussion below with City Hall Shared and Common Areas). Eneineerine • Engineering requirements are divided into three parts: Administration (City Engineer), General Engineering, and Inspection/Survey. • The City Engineer is allocated space for a Deputy Department Director. Other engineers are al- located workstations according to the standards discussed elsewhere in this report. • There are three open work areas allocated to Engineering, but they can be combined based on building configuration and convenience. But each open area should be kept together for opera- tional efficiency. The three areas are (a) Engineering Open Work Area, (b) Inspection Open Work Area, and (c) Survey Open Work Area.. Transportation and Development Services • Transportation and Development Services requirements are divided into three parts: Administra- tion (the T&DS Manager), Transportation, and Development Services. • As with Engineering (noted above), each engineer is allocated a workstation according to the standards discussed elsewhere in this report. • Two open work areas (Transportation, and Development Services) are programmed separately, but these can be combined in design and layout, as long as the staff workstations and items of equipment programmed in each one are kept together. • Note that in some cases we have programmed layout tables, copy and blueline equipment, and other items which require general access by various staff from any part of the Department. Report to the City of Newport Beach Page 32 City Hall Space Needs Analysis • A Traffic Control Room is programmed with Transportation and should be designed with its electronic systems and other requirements in mind. This room will have display panels and com- puter equipment that connects to the traffic sensors and control devices throughout the City. • A Plan File Room ( "vault ") is programmed with Development Services to contain the archive of plans for the City's public works as well as the scanning and printing system which the City is moving to. The room size is based on current equipment, with some allowance for growth. But, due to current crowding, the present need is 610 sq. ft. compared to 458 sq. ft. today (this existing figure includes the plan storage rooms in both buildings). Shared Areas • Three areas are programmed as "shared" by the department: a conference room, a coffee area, and a general storage room. • The program includes space for a department conference room somewhat larger than the present one (to accommodate 8 persons comfortably). This should be located for general City use, as well as occasional public access, but it is expected that Public Works will make significant use of it. All conference rooms, whether allocated to a specific department or not, should be reserved through a central system. • Note that a separate conference room is allocated with general OSS areas, similar in size to the existing Public Works conference room. See discussion with City Hall Shared and Common Ar- eas. • The coffee area and general store room should be convenient to all staff areas. The store room corresponds to the space currently under the back stairs. Summa The requirements are summarized as follows: Report to the City of Newport Beach Page 33 City Hail Space Needs Analysis Pres Pres Item (Net Sq. FL) Actual Req d Level 1 Level 2 Level 3 Public Works Administration NSF 714 780 780 780 780 OSS Areas NSF 642 1040 1105 1105 1,105 Engineering NSF 1903 2300 2385 2530 2,530 Transportation & Dev. Svcs. NSF 2099 2782 2852 3122 3,327 Shared Areas NSF 365 500 500 500 500 Total, Public Works Dept 5,723 7,402 7,622 8,037 8.242 Report to the City of Newport Beach Page 33 City Hail Space Needs Analysis City Hall Shared and Common Areas Conference Rooms • Two conference rooms are programmed with City Hall Shared and Common Areas: a 300 sq. ft. conference room seating up to 12 persons (8 -10 with a presentation area), and a large conference room of 560 sq. ft. intended to serve as the "Fire Department' ' conference room does today. • In addition, a number of conference rooms are programmed with the departments as primary us- ers, though it is understood that al 12 conference rooms will be accessible for use by any depart- ment if it is so scheduled. The use of conference rooms should be scheduled through a central re- source (via computer). Each conference room programmed with a department should be located in close proximity to it. • The following table summarizes the programmed conference rooms, and compares them to the corresponding areas where feasible. Note that there are 4 new conference rooms in the program: City Manager conference, Administrative Services conference, Human Resources inter- view /conference, and a new, smaller Fire Department conference in lieu of the larger one now listed with Shared & Common Areas. Existing Standard Required Sq. Ft. if any Code sq. Ft. Programmed with Shared & Common Areas Hearing Room ("Lobby Con f Rm" today) 244 C-5 300 Large Conference Room (general use) (see Fire Dept) C -9 560 Programmed with Departments City Admin- Council Conference Room 400 (Existing) 400 City Mgr. Conference Room none C -3 I80 Admin. Svcs. Conference Room none C -5 300 Bldg. Dept Conference Room/Libmry 178 C -3 I80 City Atty. Law Library 258 C -5 300 Fire Department Conference Room 555 C -6 360 HR Conference /Interview Room none C -3 180 Planning Dept Conf Rm /Packet Prep 84 C -3 180 Public Works Conference Room 176 CA 240 Shared Areas -OSS Conference Rm none C -3 I80 Total SF. all Conference Rooms 1.895 3.360 Total No. of Conference Rooms 7 12 Avg. SF/Room 271 280 Building Lobby and Related Areas The existing building lobby (excluding the workstations and lobby conference room) amounts to 532 sq. ft. today. In keeping with this conservative approach we have programmed only 1,000 net sq. ft. into lobby space. Additional space may be derived from the net -to -gross circulation allowance, but this depends entirely on circumstances of design and layout. Public lavatories are not separately programmed and are assumed to be contained in the 80% building efficiency used to calculate gross space requirements. Lunchroom We have programmed a modest lunchroom facility similar to that which exists today. The City has recently invested space and funds to provide a newly configured lunchroom, and the consen- sus obtained in our interviews suggests that this size facility meets the City Hall requirements. ' There may be exceptions to this, based on City policy. For example, the Law Library might be off - limits, due to valuable books there, unless cleared with the City Attorney. Report to the City of Newport Beach Page 34 City Hall Space Needs Analysis One -Stop Shop Facility • One -stop Shop (OSS) facilities are programmed with the departments that each have some OSS functions (Building, Planning, Public Works). There are additional areas which are not allocated to the needs of one department, however, and these are programmed here with City Hall Shared and Common Areas. • The additional items programmed here include (a) Counter space (2 stations) for other users, such as on call or on periodic scheduled bases. These may include Utilities, Harbor, General Services, Police, and others. In addition, even though the Fire Department is programmed space for public counter functions with the Fire Marshal, it may be desired to have the Fire Department physically locate some staff resources to the central OSS on a scheduled bases, and this counter allowance would serve such a plan. (b) Visitor research space, including provision for 2 -3 PC terminals, file areas, and two work ta- bles. (c) Space behind the public counter for 3 -4 department PC terminals for staff use. (d) A conference room, similar in size to the existing Public Works conference room, and for use exclusively by OSS functions. • The areas programmed with the three main OSS departments include the following: (a) Building counter stations (4 now, then 5) each about 5 -ft 6 -in wide) (b) Planning counter stations (I now, then 2) each about 5 -ft 6 -in wide) (c) Public Works counter stations (3 now, then 4) each about 5 -ft 6 -in wide) (d) Waiting Areas with each department, totaling 480 sq. ft. (e) Staff workstations and work areas with each department. • The total OSS space requirement, including the department areas, conference room, visitor areas, counters, etc., is 4,237 net sq. ft. at present and 4,642 net sq. ft. at PL -2/3. Warehouse and Storaite • The existing warehouse space is 445 net sq. ft. (including interior aisles), and we have pro- grammed a requirement of 600 net sq. ft. plus 90 sq. ft. for net circulation areas. The added space should accommodate both the increase need due to the small amount of City Hall growth over time, and also integration of file storage space into a warehouse area (now in the attic of Building B). Summary The requirements are summarized as follows: Conference Center NSF Building Lobby & Related NSF Lunch Room NSF OSS Facility Additions NSF Warehouse NSF Total, Shared/Common Areas Pres Pres Actual Req'd Level I Level Level 244 1080 1080 1080 11080 532 1000 1000 1000 11000 540 730 730 730 730 0 690 690 710 710 445 690 690 690 690 1,761 4,190 4,190 4,210 4,210 Report to the City of Newport Beach Page 35 City Hall Space Needs Analysis REQUIREMENTS DETAILS — DATA SHEETS AND BUBBLE DIAGRAMS The following pages present the requirements detail computation sheets. The conventions used and other information which may assist in reading the data sheets are presented in Appendix A of this re- port. The standards which underly the requirements are presented in Appendix B. Report to the City of Newport Beach Page 36 City Hall Space Needs Analysis w.7sm Beach Civic Geier Space Nees Analysis Ck7 w1- hp i Grft Adviton, Inc Primed 7/21/01 Newport Mach Chit Canby Span loss Asia" City Naq - Hr 1 Griffin Advisors, Inc Printed 72/I01 Newport pewit chic Center Space Web Analysis city mom - pope 3 IYIBnewtAlrswleestoe h+r+e+i Work Rom allow :Gsordxuwr/fisol Clerk _ :FL Clerk -pct ....;..__ :. .......... .__.— ____.___.. ... Subooal Ass�ed SF ___..� .... .........__._ CKulaoon Allowance Unk Circ -1 Tod, ASD, Feral Svcs, MYlroom NSF Tod,, Find $emus .. MellejlinMlt h%Brnlf3eat — 600 .._.... . _.. 10% - - ......_2,050_ .....__.. 513' 1 Intl:: _I. Incl.; I Ind.: 600 ..._. I .�. ....i ._..._ I 608 ......._..__....�i._ .... .. i .. I I,.... ...._._ 600 _.— .. .. ... ... __. _.__1 I 600 1.._..... .. .. ........ . _513; 2. ...._.......___.. 600 w 2 .._..__....._.....— 600 ._..__.— w 2 _ 600 _...___._..__.._.. 60 3 600 w 513 3 .. , 660 3 ...; _ 660 3 660 3 660 13 2A71 2371 _.._13 . .7,l71 _.....��.. ...; ._7J71 Air1Yi0'eHen _— _�... _ _ PO-1 _ 180 _ 111. I: I ISO I I 180 I I 180 I I' I Subtotal Au" SF 111 I ISO I 180 I I80 I 180 Circulation Allowance —Tool, ASD, MIS, AdminUaetion NSF Unk Circ-3 20% 141. 1 10 270 I 10 270 1 10 770 1 10 720 CoorMumr P0-2 120 121 1 1 120 1 I: 120 I. 1 120 1 I� 120 Senior Analyst PO-2 1 1201 126 I 1 120 1 _ 1 120 1 1 1201 11 1 I id fO-2 120 381: 3: 3 360 3 3 360 3 3 360 3 3; 3 MIS Tedmidan en•D W 82 1 1 W 2 2 160 2 2 160 2 21 1 Subunal Askpod 5F 710 6 680 7 760 7 760 7 i 760 _ Circulation Allowance Unk Circ -3 _ 20% 25 110 150 150 150 Tod, ASD, MI5, Applicadoms NSF 735: 6. 820 7 910 7 910 71 910 GIS GIS Open Work Area 16 66 33 33 'GIS Coordinamr e D 80 58. I! I W I I, I 80 I I' W GIS Ana emE 100 w' I: I 100 I I' I 100 I —41-100 Mappal Asst emE 100 160 2' 2 200 2 R22 2' 2 200 2 21 200 1 1n en-C 61 K' 1 1 61 2 2; 2 128 2 2' 128 33; CtamterlR« access roiwd um stn 10 I 10 I 10 I 10 Plover m -3 30 2 60 2 60 2. 60 ,Rioter m-1 10 1 10 _ 1 10 1 Ii 10 ;FOes file 10 6 60 - -- 6 -- 60 T 6 6, 60 Horn flat file stack on " 10 1 10 1: 10 I _ I. 10 1 Vertial rolled file roll an-v 5 3 IS 3: IS 3 3! IS .booknse be 2 V40 Circulation inside work area Inner cirri 25% 167 183 Sbtod SF 167 5 836 6 916 6. 6 916 Cation Allowance Circulation Urrk Circ -2 I5X 190: 130 110 110 110 Tod, ASD, MI5, GIS NSF 657; 5 966 6 1,056 6 1,0561 6 IA56 I i Operadoms Operadom Open Work Area 552 1 [55 552 552 ',Coordkt en -D 80 77 1� 1 80 1 1. 80 1 1 60 - 1 1 80 _ :MIS TechS en{ H 197: 3: 3 192 3 3 192 3; 3 192 3 31 192 Work Table table 10 1 10 1. 10 1 10 1: 10 'Rioter m -2 20 1 20 - 1' - -- 20 1 _ 20 1; 20 I TV CartiTraini T art 10 1 10 1' 10 1 10 I' 10 Storer, sig cab IS __ _ �— 3 15 3: 15 3 15 3: 15 !look rases (reference) be 10 2 20 2' 20 2 20 �CoBee cal -I IS I IS I' IS I 15 _ . Mbc. areaMoor space allowance _. 20 - - - - -� 1 20 1 20 ! 1 20 I 20 .' Grculadon itulie work area loner cirri 25X 110 110 110 110 Ckss -5 901 58: 11 90 I: 90 1 90 npe that isms now also in circulation corridor GriRln Advisor, Inc Printed 7/28102 Noryort Mask CMdc Cwwn i..n No*& 1 1) 1 Ck, N W - Page . Griffin Adv rs, Inc. Rind MAM2 IMtgvt Drdt Civk Crker Sp n Nee& 1 1, 1 Cky 11401 • Pap S Griffin Advisors, Inc Printed 728!01 Newport Beals CMk Conner Span Mows &a" CM7 Mts • rye 6 Griffin Advisors, Int printed 7/2 &02 imp- WM�M D�Pas^+e^_t ... AMnlnisauws 7,0,0 _ .. .. _... . _..... - Wil ' Direcor PO.6b .. . 280 272' I I' 280 I. I 280 I I. ISO Work Area _ 19 : 631 631 631 'Admin. Asst tn-D 80 93; I I 80 I I 8D I I! s0 DspL Asst __ 64 _ sr I' 1 64 1 1 64 I 1 61 1 11 64 once Asst 100 761 1 1 100 _ 1 1 100 1' 1 100 1 11 100 Akk 48 0' 0; 0 _ 2 2' % 2; 2 % 2 21 % _ . Etiapmtnt ff _._ .MF Reader /Primer 4S 1 15 I. 15 I 15 I! 15 : MF Hies Efile _ 10 2 20 __ 2: 20 2 20 2r 20 Table with Fast PC 40 1 1: 10 I W I' 10 fik- General 10 5 _ _40 SO S. SO _ 5 s0 5 50 _ :File- ector 10 1 10 I 10 1 10 1 10 Circulation inside work area 2S% ind. 102 _ _ _ 126 126 126 i _ Cenmr or _____.._.._ 3 60 43: 1 60 1: 60 I 60 I: 60 Supplies Closet dos-2 20 1 30 1' 30 1 30 11 30 CoRee Niche __ tom __xl 60 17 I 60 __ 1 60 1 60 1 60 _ Conference RooMUbn C -3 Ib 178' I _ 180 II Is0 I 180 I. [b 1 I _ subrool As SF 879 6, 1,121 6 1,261 6 1,261 6 1,241 ! Circulation Albwanp Unit Circ -2 ISX 276 170 190 190 190 Total, Admin NSF I,Iss. 4 1,291 6 1,131 6: 1,431 6 1,131 Nees CMck L rarmktl Osisial .... .... POs 110 Iq I I 210 I I; 210 Ii i 210 I I' 210 wbtoal,AssBnedSF !_ 210 I I. 210 210 - - .. i. Grcukdon Allowance UnitCim.] Unit Circ -3 -- 20X 53' 40 . --- ... 10 .._.. 10 � 10 .__. .__-- .P....._ .. Total, _k De -pt, Man Check Adm NSF i ..____._____. .. .— _ 221 I 250 1 _ 250 I _250 I 250 Gsgtpner SeMtt • Oste Slop Shop._.........._ � u,ammer Work Arm {u.Osr�Stop 5hopL. .. _ -- -... ._.. _!.. [316)' ...__ .......... ._P!01 _ .. .... .. ...._.... ...._....m %_ .i _.. ._..— ... _C77.0J _ _. _ -- -- - -..emu) Sr. hem¢ Tech. en- 100 105; I 1 100 1 1,. 100. 1 100 1 1_ 100 hrmit Tech a Intern m•a /8 121; 3' 3 ..... 111 _ 1 .. 1 192 _ _I,_ ._ 1 . 192 -., _ _ _ 1 1; I!2 .... ..__._._.. .. . _ .._.. InterNMde _.. .. en-! 18 _ ..—.. __ .._ ind.� I! I ... .. I .. .._- I' 4l _ .— - ._ I ... ._.. 18 ..._....T.... 1 __. I; 18 .. •files a.Equipment ..... __.. _.. ..y.. ..117 _... ._M .. . --_..!�_. .... ... . .Table whh printers 11!_. table �0 1 10 _.. I : 10 ... I �0 11 . ,.. �Hks (back of work area)_ file 10 � N 110 �j.....J 10 11 NO 40 NO _ :Plan Hk 8ins (bark of work aral_ ._. ._._._— ___.._..__....__._.._._. allow a N _ 6 _ 16 _ % .._. __. .. ....! 16' 46 .._ ... .. ........ 16 ..... _ .....�..... ..11 .. __ (Note: bins now above files, so ladder a needed. spat apace is as d rc n a separax lee unk _Grcuktion inside work area inner circ2 25X 112 151 151 151 CAYIIbY Aflocatbn _ {..... ._._.__ .. .. .... -. _. ...._._ ... ....._.. .. _ �Publlc Counter _... _. .... .. unr stn -1L —___ _. ss 239: 1 .... _ _ I .. _ 220 ....__,. 5' _275 ._ .. _....� 5 275 ...._._ 5 275 Ewa d g- (aNpno - --- allowance i00 1 H 200 11 200 i ioo — — 200 7S3 51 1,130 6 1115 6 1,215 6 1,245 SubtotalAssigned SF Circulation Allowance Unit Grc•2 S% ICI 170 190 190 110 . Lmg,�, Cutt Src�OSJ, NSF .II 911; 5� I,I00 6 1,135 6 1,135 6 _, 1,495 .— _�.__.. . .......... ... _ . plan Ckssck • pane ... . ,...... _ 102: _. _I 1 I 100 . 2 ....1 .... 200 _ 2j 2 200 2 21 200 -- ,. - -_. subtotal ASSiyied SF I� 100 2 200 2; 200 2 200 _..T....._._...___— Circulation Allowance Unit CIM -3 20X - -101 ind.• 20 40 10 10 ._Total, Nda.. Dept, plan Ch (OSS). NSF ........ . .._.. 102. 1: 120 2 2M 2, NO 2 , _ 240 Griffin Advisors, Int printed 7/2 &02 Mwport wth Civic Cen0er L►ec. Needs Assalysk City Hall _ Pop 7 _ V"ItlPlan ►fan l:Mt! daadt Room A�owance - ton8e Flan Rack / FormtSin omen area_- -.- -.. Allowance ....... .... .... .. .. ---- .– _. _... __.. ..... ._ .._Carcu_.. Allcv Crculation Nbwance Unit Circ•3 - -„ TgW_6Ik DD_epL_FlanCh(OSS),.N5F Tonl. Flan Check AFermkCnc . CMsbn ISO 50 20% .... 3 - 3 I N' - . I .. 3i0 186 � 50 - ..3 .. 3 3f0 I 180 � I 50 3 _ 3!. I I 360 fib fib 50 460 ..._.. I l80 I 50 ._50y..... 3, ._.......690.. 157 120 1 590 �' 120 3' 590 120 - 1 710 � � � � � � 110 658 3 710 3 710 1 1 850 I,M2', 10 ........ 2.380 ... .... 12 2,635 12 1 _ 2,635 .. 13 1 _ 2,775 .... AAMtdentatlon CNaf Will. Ins . PO-3 ISO 180' I, I 150 I I 150 I' I I50 I I I50 Nm chat Wary is added to conf rm. -- __— 36 I ]i PC Station share in ojwn area ___... en-A 36 22 I 36 li 36 I 111i dulling Record Res, Old& Record Ins p. en-8 19 31 1 1 M 1 1 i M I' 1 18 1 1 M Rowdow" inspection Pr. Wd& Insp. en-O 80 65' 1'. 1 80 I I. 80 I I M I I M Sr. d. Imp. en•C N 31' I 1 61 I 11 61 1 1 N 1 1 61 wk Imp. en-8 18 IM 6 6 2M 7 7j 336 7; 7 336 7 7 336 C.'.rciol Pr. W4& Insp. en -0 65 1 1 80 I I ~ 80 I I 80 I 80 Sr. Oft Ins p. en•C _W 61 62 2' 2 126 2 21 126 2. 2 126 2 —1. 2. 128 W Imp. en -8 M 1 1. 1 18 1 1 18 Subcocal Anigned SF 651 13 871 11 922 I5 970 IS 970 wa Circulation Alonce Unit Circ1 25X 287 220 230 210 210 Total, BIdZ Dept, In NSF NI 13 1.091 11 1,152 IS 1,210 15 1,210 Toll BuNdim Deparbnent _ _ 3,91111111 27, 1,765 321 18 33 5,276 31 5,116 Density s0worksntion 117.7 176.5 163.1 159.9 159.3 Griffin Advisor, Inc. Primed 7128!02 Newport Beach Chic Cwtur space Nedr Amm4cis Cky NO" -,,p, Griffin Advisors, Inc. Printed 7rAM2 Newport Ncch Chic Center Space Nr& Ara4* City men • pew 1 Griffin Advisor, Inc. printed 7fM2 i6ma'►at {aadt Civic C Kor syte Hawk' I I Clay Hall -Pap 10 C,,�nity Services A�1111111aVitleMl ... .__..... .. ...... ... ...... .. .. .�_. . Director PO-6b 200 10 11 1 200 1 I; 200 I 1 1' 200 R« Area/Counter --- -- -- _1172 - 472 472 CouncerlWaiti Area - allowance 120 114 1 120 I, 120 1 1_1 20 Office Asst en -C —_ N 111: 2 2 120 2 2' 120 2 2 1128---2 2i 120 1 ram work stations Into counter. Equipment _ COPY -1 20 1 20 1 20 1 1 20 Work Counter 0' ISw M allow 40 1 __ _40 1. 40 1 1 40 Table tabk 40 1 40 1 'm 1 1 40 Colke cof -3 3N 0 1 613 1 36 1 30 I 1 30 _ ' inside wrk area nCulation in ar c _ incl.'- 94 N N Admnmeradon Work Ae I 72 72 _ _117 72 Adm. At on -C 64 45; 1 1 N 1 1 N it N k. Foce1 Clark Equiprnent C _I I N I I N 1 I N Work counter IS with stj mtr4nh 6 62 IS 90 _ I5. go IS f0 I5. f0 Circulation inside work area inner cirri 25% Incl. 541 54 54 54 C' Hall space not ided for. Me" Coordimmr. _ (Grmtic _ Subtoul Assitned 5F 731 5: 1,024 5 1,024 5 1,024 5 1,021 Circulation Allowance Unit Circ.2 I5X 162' 150 Isol 150 I50 Toul, Co nunity 5va., Admin. NSF 013 5 1,174 5 1,1741 5 1,174 5 1,174 i 14creatlotul 3isrvlces Recreation 5upc Rnreation M.ana0er .__._ _ Recreation Coordinator Recreation Open Work .Area._..__ -__.. _ _(Gn combine with Admin Open Area, above)__ 'Dpc Atst ., _ . Field Desk ...._... ._. .. ......tE4..iFmt!rc_ • Filet rculation inside work am Cbsn ward un0orms, etc. ...— __ -...__ .. StoreRo)fn ...__. ShahMn6 SwrMe Cabinet Lmplagin, nc.Z Hk AN _ AN Cart Easels. screens, flat storye- .._._._ —_.. _..___...._.__ __ Open lbor storge,, mist -imms Circulation inside work area Cit7Hall space not provided for Rec. Maint. Wkr. _ ....... .Subtool- Assisned SF Circulation Allowance _.- .- _-- Total,C nnnunhy 5ws.. Rec Sva. NSF Total Comaraadty services .__.. ....__ Densky (d /worlotauon) PO.1_ P0.3 P0.2 . en -D en-A ..... file inner circ2 dos -2 .... .. shy stLnb me ..... cart a0owaMe .. alowance Inner circ2 _ Unit Circ -2 - "- - "- 100 150 120 b 36 ..._ i 10 25X 30 .. IS IS 10 10 IS ..... 25 25% 15% .- 160: I I 263: 2 2 IN; 1 1 .136]_.... .:.. ...._[NS].. 90 1, I Intl I' I .. ..__.. 46. 8 Incl.; 301 1 _.._.. .1_021 _I 3 __ _ I .. ._......;. _. I I .... . _ .I ,, I incl.i . ' I 100 300 100 36 . .- ..__.. b 19 30 ... "_ [1501. IS IS .......10 10 _IS ..- 25 30 I 2 1 2 _ ... 2 .... ........._a .. .. I; 100 2' 300 1: 160 ........[3901 2 _ I60 2+ 72 _.� 61 00 78 1. 30 .1� CIA 31 IS I' IS I 10 ..._. I t 10 I I5 _ _ _ 251 M _. 1: I 2; 2 1, 1 _..: 2 2 2 2 .. 8 r I .. _ .1...1150]... 3 I _ ... _ � 1 _ I _. _ I .: 100 300 100 _31.g.._ 160 72 ... .. BO 76 30 . . ........ IS IS _ 10 _ IS ._ 25 30 I _ 2 1 2 . 2 .......;......__.. ... ......1! ... _ . _ .. .. .. I � Igo 2 300 1 400 .: �9q 2! _160 2 72 i ...._.. 8: W - "70 I 30 ..... -.. _- 11501 _Ii 15 .. _. .. .. 1 10 _ I. IS I { 25 M .__.,....... _ 1,103; / 1.305 210 II 1,530 230 III 1,530 230 H U30 230 1,163: 9. 1,515 11 1,760 11, 1.760 II 1,760 1,071 16 ....� IN.3. 2,70 ._ ...... 117.0 1.6 2,13/ .,. -103_4 16 _ 2,134 .__..._ 103.4 .. 16 _ 1,134 _ ._. 103.1 Griffin Advisors, Inc Printed 7/20102 He M fault Clvk Cart6r specs Hawk I I I CYy NO" - Par I I Griffin Advisors, Inc, printed 712x102 Fire -D Pamn t ........_ ....... ......... ....... . 011" of the Clew ___ Firc Chid PO-6b 280 2341 1 1 280 1 _ 1 `: 280 1'. 1 280 11 1 280 Adm. Ant R" M2 1p IN 1 1 180 I I 180 I. I 180 I I Igo Subwml Assignedil SF 108= 2, 160 2 4601 2, 160 2 160 Circulation Allowance Unit CimA 25X W' 120 120 120 120 Tool, Fine D Ofc. d Fire Chief NSF 134 2' 580 2 580 2 Sa 2 580 suppdwt .Ip. ..1 .......Ir ..._.. ManaBer__iervipea. ..... PO-1.. _.ISO_ I9%li_ .. Igo i 180 Sr Faal Cl" en-C M .1... ..I 761. 1 I .._.1@0. 61 ..1. 1 1 M 1 N 1 1 N . _ .._.__ ._ -.___. .Added equ,iment alknvance in WSWWS __.... allowance 60 .. .. I 60 I: 1 ... I 60 .. . I -60 -_..fin. .. AdMnktnove Area Rec Point .1 . { ... .... . 61c. Asst - -- - -- m- receel ... 1U0 _ N. I +_ 1 _ 100 -100 .. _ 1 I _ 100 - - -1 . -- 1i l00 .. f �^. Wo k A ea ... 1 . -::_ .._PSI; - ... `..._ P4] :: Df] ... ... . _ .P61 1Z6] :Held Work SntioMAide er,-A 36 361_ 1 36 1 36 1 1 36 I1 36 ..._.;.�?P.'K _.. -:__. ...,-. _. .. .. .. I �P7r.... .. _ 20 ... .a.. -I 20 ..... ... .. 20 _... 1 20 .. . ..... 1 ............ 20 ..._.... .... .._... I' 20 Coffee Area col-2 20 I!! I 20 I 20 I Confsrmce Room IC-6 360 555. I 360 I �. 360 I 360 I 334 .....See discussion with CH Shoed /Cannon ed /Can Area .. .. .. ... . $a8 rabcated :FaTN Supp* Coord_- � t . -. Subttinl Attipted SF 952'. 31 NO 3 MO 3; 3 _ NO Circulation Allowance _ Unit Circ -3 20% 110. 170 _ 170 70 170 _ 170 i Toni, Firc -Dept SuW. Svcs. NSF 1,092, 3 1,010 3 1_010 _ 3, IAIO _ _ 3 1,010 Flee hevotsUat Fire Marshall P0.5 210 220 I' 1 210 I 1= 210 I' I 210 1 11 210 Fire Prevention Open Work Area _ f51 -[692 _ ' __�'105] T 5 5 Dep Fire Marshal en -D s0 513 I,� I W I I !0 I I BO I I' s0 Fire Prey _ en -C M ind. I ", I _ N _ 2 2; 128 2 2 128 2 2' 128 In en -8 �8 IncL1 I'' I 10 -. -I _. 1. 48 2 2 % 2 2' - f6 Asst - - - -� en -C - - - - -- 61 - ind; -� I�, 1 - 61 1 1 61 1'1 1 61 1 I''. 61 Equipmemn & Flies Work Station - dk 75 I 75 1 75 I 75 I 75 iVertlal files roll an-v 5 2 10 2'1 10 - 2 10 10 Storage Gbinet ab IS 1 IS __ _ II IS 1 IS IS Table with printers R) - - - -- table 10 1 10 1' 10 1 10 10 abs above cntr4n h 6 8 18 6I a 18 N Files file 10 3 30 ___ _1s 1'. 10 5 50 50 Public counter 1 h sa section c1W sm 10 2 s0 2 " 2 s0 L21 Circulation inside work arat inner dre2 25X ind.; I N 157 171 171 Subtotal Au" SF 763 5. 902 6 995 7, IA67 7 1.067 - Circulation Allowance Unit Circ-2 15% 116 -' 110 I so 1601 160 Toal, Fire Dept, Fire Ism. NSF 909. S. 1,012 6 1,115 7 1,227 7 1,227 EMS oara M _.. _Mm ... .. Manager P0.1 . _......._ .._ 180 ._.._ .., - ...1021 . - -... I - -_I 180 I I: -Feb I � 1 180 I I 180 EMS Work Area ....._. ....__... ... .. —.fin _._.._. ___ 10 . ..__ _.... 1 7L..._.. .. .. —_.. .[1M]. ..._ .. ..— L64 . .._. L±±] .. _ __ .LM] .. _D!P4 �. ....... emC M 107 !. i M. 1 1 ''.. I M I ly M ...�wFile$ .. _ .. .._. ... . -- -, - - --- -- - _.... .!.i ..61_ .._.. -.. _.._.1. .. -- .. ..._...._ file 10 i. 6 x,d.;.. 60 6: 60- 6: 60 6 60 6 , 60 ...___.._— .........._ .. !Mist e6ulpmenthhredder allowance _ 20 .: ... ind.: t ._.. 20 ..._ .._ I 20 - 1 20 - . -. 1 . ..: ._.... _..- _. - - -._. Subtsml AssiZned SF _ .... .. 209, 2 321 2 321 2 321 2 L._.._ 321 Circulation Nicwance Unit Grog _.__ I5X _..- ..- ...�..._. 311 ...__- S0 ...... .. ... ._......... _ 50 ... 50 .. -. 50 Toni, Firc Dept EMS M NSF - - ..... ..... 2101 21 ..... -._ 371 _ 2 ... _... _ .. 371 2T, _ _. 371 Griffin Advisors, Inc, printed 712x102 H.a7.rt {each Clek Cw~ kova No** MYrY pry Hall - rap 13 T Ralatlasrlfg Train Chid PO4 Ip 163` I I Ip I I ISO I I Ip I I ISO Comm MUMS Work Area - -- — - - 41 43 � 343 47 _P4 :Comm Relations Olcr. m -D p Ip. I I p I I_ p I. I p I_ 1 p _ . SKs. Coord. m -D p Ipl I! I p I I. p I. I p I I p :E u' t acs Storage Gbinats stg tab IS 6 p 6 !D 6 90 6: 90 Prim m (2) Enna- I t0 — 2 201 2 20 - 2 20 2 -20 _ T Fax ! allow 5 _ 1 1' S 1 Circulation inside work area - - -- Inner circ2 25% incl.! _5 - u 68 Cpl Cpl Lotatad out of City Hall complex: Lifesurd CapL Subtotal ASS SF 404 3. 523 3 523 3 523 I 523 Circulation Allowance Unh Circ -2 IS% 62' 1 t0 p p p Total, Fire Den Trainin CRIES NSF 466. 3; 603 3 603 3 603 3 603 G..a..n_a_e_i� StxaLe. SF .__ Albwana ..; . Total, Fire Dp%Gan_Storap NSF Total FNe Dyarattena �N'sZ.... . .. Dmi Alworkstation __ _..- . 1. _. ....... .... —. .. _ ... Allow - ___, ... - 240 .. ..__ _ IS% __ .._ :. 242; I 240 .. 40 -24-01- I 240 _....... _ I 240 242 0' ____.._a. _.._r�- day 240 40 0 240 -.. � 40 .. 0_ � 240 40 0 240 40 Unit Oro-2 242j _Or 290 0 . _ 290 _ 0 _... _ m._._. ��.... _._ 280 l _3,417- 15 ,.227.7 -..... � i 3,1111119 259.3 .. .. _ 16 -- _ _3.99I - _249.5 _`- - y 17, •. 4.074 239.6 -- 17 239.6 -.. _.... Griffin Advisors. Inc. Printed 7fIf1l02 IN.Mrt souls Orr Ca~ spu wells ' I I. City NO - ►ye 13 des Maintenance Career f acllioes Mamaunce Worksatan dak included 0 I 0 I I' 0 I I 0 -T -T 0 WrW Area - albwance 18D I 18D I. 10p I 100 I, 10p nkor4l towns and refaced areas we accounted in the Net-to-Cross allowanm, - Subtotal Assgned SF 133. 0 100 I I 1 Grculation Albwance Unit Circ -2 15% � � : M ...._ISO. � � � 30 -. � .- _.160... 30 _ _I.00 � � ' � 30 Total General Services NSF 33. 0: 210 I 210 I 210 I 210 Toth 100. 0 210 1 210 1. 210 1 210 Den oq_(sflwarkantfon] .. ... _. .... nlaj - ... nit ... ... ... - nla .... �...... _ nla - _ - -.._ -nla I I I I I _ I GnIOn Adwwrs, Inc. Printed 7!28102 I&@ po t aaach Cl.k Cara. Spw Nee& Mdrds CYY Hall - ►a6e 14 Human Resources Department Director -- ... FO-6b — _ 200 - — IMF �I' � -I � 22-0 _ I: _ I 200 — I. I __ 200 � �I - -�I' 280 _. Risk ... .. ... F'0.1 _...__ . .. 100 ._ . IN I. I _ ..._38, ... _ .. .1.61. 1... li... .. _.Ip..._'; .i. ...1 HR Ops:.MEr_... ...._.. .... .. FO./ ... .100 ..110. ly I .. ISO _ .. I _ _ .. 11 ..100_ I .I 160 I I: 180 ..— ._._ —_. .. .. ..._... - - -- P0.2 120 ...._ .._�.. _ 134 2' 2 .. ..._.... 210 2 210 2i 2 210 _ 3� 360 Asst HR Atsc __._.,,... .. .. _ P0.2 120 ..__.. ....1 .. 162 2' 2 - 240 _ 2 . 2 -210 _ 3 `i'- 360 _3 3. _ ..3.: 360 +.__t±?81 E7�_ 16M 'AGn. Asst. ... ._ ...... __.. en{ 61 ..nosy: .; 52' I ..i/_7n....._ 61 I ... I l 61 - .I.; 1 64 ....2 21 128 _ M 52 . -I . ....64 _. ._ 1 I' M I:... -I . ... 61 .. .I M _E4...P.^_1ent_ 127 ...2 _I .. s4 �.. 15 • 30 2' 30 2 30 . ...2, ._....... Coff Cc 2 ._. ._ .61 _. .. ..._I _.61. _ 40. _30 0 allow 5 5 5 5 1. 5 _y..._. ....__... —__.. . 1Courer.(1' each "station "L mtr stn 40 Incl. 2 60 2l _�U -.1 . .-60 _ 3_ ...120 * i / intion Arm - _ ^L�spside o21..__.rem ... .. .. allowance __- ._..._._.. .. 100 71' { . _ ... .1.00. _ ._ 11 ..16161 .. ...1 r . .100 .. ...I _: irc Circulation inside n arm inner ord 25% IMF: ._ incl.; ' 95 _. .._. 95 .. 95 _100 121 CoMerenccll�. Room G3 � .. ..�10 _.. _7 ..p .1. ..._W_.._ .....1;. IW -_ File Room files - secure Allowance _ _160_ 1.2.0 __1. I r.. 120 17 120 .. I 120 1 -120 _. . ....... ...... .. ._ Subtnral Assi6ned SF _ .{... .. .7 1,031. !' .. ..., I.8N 9 IA" 10• 12 2,261 T. _- . -_.,. Circulation Allowance Unit Clro-25XL!' .. 20D .___ .._._.... .. 260 __..... _ _2_A10 .. 300 ._._ ....____.... 340 Tool Murton. Resources NSF 1100. !• 2,1781 f 2,170 10; 1.316 _ _ _12 _3`600 Total NUrrun Refotrreca _ I'm f 2,170 f_ 2,310 12 2,660 ;Dens d /workmtion — ..�5-- _.......2........_..... IB - -t N2A _.__. _ -._ _.x.2,170 242,0 ._........ _ _10, _. 231.8 — ..._ . _.._ _ 217.3 .... _ _. i .... .... ...... ...... .._ ...... . ... Griffin Advisors, Inc. printed 728102 I k pow e Bead[ Cbvk Cower fNn Meech Me1Pek Cly Mau -Pap 15 AflmWatntless r Direcmr P0-61) 280 __ 28)' I' I 280 I _ 1 280 1! 1 280 1 1 280 Administrative Work Arta 17) ! P20 0 2 .Adm. Asst M -E _ 100 1381 1 1 100 I 1 100 1 1 100 1 1' 100 'Addi l Equ ' t _ _ ,�eF�amfor2perso allowance 60 )S; 1 60 1' 60 1 60 1' 60 FIW at workandon file 10 4 40 1, 40 4 40 1 40 Mail center allowance 20 _ Ind.: 1 20 1 20 _ 1 201 1. 20 _ Subtotal AsLlpad SF 456 2 500 2 500 2 500 2 500 Circulation Allowance Unit Cfro1 2S% 123 130 130 110 130 Total, PlanniN, Admin. NSF S71 2: 630 2 630 2 630 2 630 Eceasemfc Dewelepnrsst ...Pala...,.. _....._.___..... .__ -___.. ... s..,►1ar,ne.._._- Nsoc PannM Open Work Am work Nofr combine thtse o PP!! w veas. .._:_.._...._._____..._ . ... .._._._.__._ T Then an listed sgaRre7 w Subronl Nsiprcd SF ' CirtuWion Albsnnce Total. Planni Econ. Dev. NSF Current Plasssdn[ .__... P0.3 P0.2 Unit Cirt -I i'so 120 20% - - - ... ..._._... C. - Ice' r 1 .... IIS' ..1:I Tso 120 i I i' iso .1_...120... ii I. ..I .__1 A ibo .... .._I20 .... _......i _....I ...11 Viso .._i .... 1_50 _...: . UI I 77' 334 70 3 334 TO 3' 334 70 I _334 70 IfO� I. ' 404 I 104 I 104 I 104 Main 084e Ara Sr. Fanner P0.3 150 120! 1' 1 ISO I I! 150 1 1 ISO I I ISO _ Sr. Planner POJ _ 150 1251 1 1 150 1 II 150 1 1 150 I I; 150 Assoc Planner P0.2 120 115. 1! 1 120 1 li 120 1 1 120 1 1! 120 Current Planning Open Work Area ._ 22w I 6 2f Asst Planner _ M -E 100 48' I; 1 100 1 11 100 2 2 200 21-2 200 FilestEguipment 36. ' .tiles file 10 2 _ 20 2: 20 2 20 2; 20 'Hles(needed) flle 10 I 10 1; 10 I 10 I 10 i Can _ nrt 10 —' –� 1 10 1 10 1 IO f IO Bookcase be 10 20 2: 20 2 20 2: 20 Circulation inside work area inner' circ2 25% Incl.: 40 + Subtotal Assirned SF 444 4 620 4 580 5 680 5 680 Circulation Allowance Unit Circ -2 Is% 120 40 40 100 100 Total, Plmnlyt, Cuff. PIrt& Ofc. NSF 564 4, 710 4 670 s 760 5 710 Ona4bpIa Sho Ana .- Planning Ones Shop Open Arta 0 [s 12 s 12 s 12 512 ;Planning Tach. M-D 80 45 l 1 80 I Ii 8o 1; 1 BO 1 I. b ,ASSC Planner M-E 100 Is1' 2. 2 200 2 2; 200 2; 2 200 2 2: 200 Filwfflqut 16. He file 10 _ s so s: 50 s 50 50 Plan rflow and ove allowance 80 1 80 _ 1' W I _ 80 _s: I; 80 'Circulation inside work area inner drd 2s% ind i 102 i lot 102 102 Counter ABocetion ;Public Counter my mr ss o' 1 ss 21 110 2 110 2 111 0 _ Waitl albcetion albvnnce 80 0': I W _ I 80 I 80 I 80 1� subtotal Assigned sF 220: 3: 647 3 702 3, 702 3 702 Circulation Allw ance Unh Circ.2 Is I s8' loo 110 _ 110 110 Total, Planning, Oss NSF - _ 378 3 747 11 3 812 3 812 Griffin Advism, Inc. Rimed 7f28102 lNprt Both CMt Ca~ Spw NMr MWpoY CYy MNI - Pap 1 Griffin Adriwn, Inc Rind 7!2W2 Waprt Nedt Civic Cmftr [pace No** Ana" Ck7 NW - hp IT N' 1/ - 4 Publk Works r Director PO-6b 290 2901 1� 1 2[0 1 1 280 1' 1 280 I I 280 AdmM PO-4 19D _ IKi 1 I __ 180 I I 18D I: 1 190 1 1' 180 .._.- _.- .... - -.._ -__. Admfninntive Work Area _.:.......__ Exec Sec' In ern WS e E 100 1411 1 1 100 1 1 100 1 1 100 I I 100 - -- E ui c Etc. Rec 'on un for 2 persons albwarice 60 Intl, I 60 I 60 I 60 1. 60 _ Subwml Autned SF T S87 3 620 3 620 3� 620 3 620 Crculation Albvnnce Unit Chc- l 25% 127 _ 160 160 160 160 Tool Public Works, Adrrdn, NSF 714 3. 790 3 780 3 1 780 31 780 Banning DePc_O!w.. Stop kkoP.- QP.p1.AF!?.. Adm. Ant iDroc Asst. .. iFikNEguipment- _ File cart Vertical Plan File Work table - Printer _ ..i- ..- _....__._ . .... .. ... .. .. . .. ._. 'File Ciraktion inside work area Counter AOOCatbn. Public Counter _Waiting.(allootion) Include dtl a anakoumer . __. -- _._-- .W_�— _— ___...- ......_ Subtool Assigned SF Grcuhtbn Nbwance Tool Publk Works, O55 NSF En nn- - m -C m -C .... cart Pot plan -r table From... -.._ - _ file inner drd mcstn -Lg albwancc Unit Circa -_ 64 64 _.. 10 20 40 . 20 .._1 10 25% _ 55 200 _ _ 25% _ 35! I ! 1 1021 2i 2 „. _.. 1 3 1 _ _ _ _I I inclJ 1951 3 107: 1 64 178.. .... 10 60 40 .... _. 20 10 93 165 200 I _. _2 - .... -. 11 _ 64 2� 128 .i ._.. I; 10 3� 60 I' 10 1 20 ... .. -..... . -... I' 10 93 4• 220 I; 200 1 i 1 2_ 2 - 1 -3 I 1 _ _ I - 4 1 . (165) 64 178 . ....... 10 --- 60_ 10 20 10 93 220 200 -. ...- 1 2 .... -_ - .., .�4K] 1: _ 64 2 128 .. . ... ... ... 1 10 3�� . 60 I' 10 1 ___20 i. I; 10 93 4 220 I 200 _SU_ 3ti 114' 142 3 830 210 1,040 3 3 t85 220 I,105 3 3 BBS 220 1,105 3 _ 3 885 220 _1,105 A*nb*tmdoWCity EnSisseeir City ErWnw PO-5 210 1851 I; 1 210 1 1 210 I; 1 210 1 I. 210 Princi Civil E 'near PO.3 ISO 4321 3: 3 450 3 3 450 3. 3 450 3 3' 450 Enjilneeri nf OPen Work Arn Assoc CE m -E 100 1" 2 2 200 2 2: 200 31 3 1,065 300 3 1,065 3 300 Sr. Ena. Tech. m -E 100 94 1' 1 100 1 I; 100 I:. 1 100 1 1 100 Jr. CE m -E 100 43! 1 I —100-1 1 100 1: 1 100 _ 1 1 100 Invern s m -B 48 23! 1 1 48 2 2 % 2i 2 %1 21 2. 96 Contract Engineers m -B 48 0 01 2 2' % 2' 2 61 21 2' 96 Files 8 Equipment %; Ble neu E 'nett file .._— file 10 10 Incl.' 2 .. —_.. __ —.. Incl.. 2 _ 20 20 ..... 2: 20 .__ —. 2 20 2 __. __— 2 _ 2 20 _.. 2 20 iCo0y c -I 20 - Ind.: I 20 I' 20 I I 20 ___ -- ;Plotter -2 40 Ind.' I 40 1: 40 1 I W - 'Print ueline -2 40 Ind.' 1 40 1 40 1 [213 1 40 ;Comte col -2 20 Ind.F I 20 1 20 1 I; 20 Circulation inside work am Inner Gird 25X hid.' 152 188 213 FMN Inspection a fu.r.r Principal Civil CivilE 'near PO-3 150 138. I. I 150 1 I ISO I I 150 1 I 150 continued -_ T— Griffin Advisors. Inc. Printed 71=2 I&@ p Bowlt Clwk C ntw Sett Mae& A III la Gry MM- Pop I8 u TMW Inspeaion_Open WOrk Area AN Ins L ... .._.._..V7�°ae _.___... ' _. .._ _;Vvtxal lla[➢Im fik ... ...._.. _.... -.-.-_e- .._....._._.. 'Grculatkn inside work area ....'. ...._.. .....-- ---._.. .. .. survey,open Work Am_ sury Inn Workr. ..._... - -5i!P _.. _Albwance for ahead equipment Circulation de work aro ... .... .._. Subtotal AssVwd,SF Orculation Nkmance WOrk nginemft _NSF. Trarww9afbn trtr Sesvlces e - - . ... no—n- . tt -r file _. fde .__., _ .... Mner circ2 .... m..__.8 6 . _ ....._. __... en. allowance kerr circ2 - - -.. ...._.. Unit Circ -2 4 .. __. H ..._._ 7s ... 20 10 ._.. 2s% __..._. . H H _ 20 2s% ._._. I5X i _ ... .. 11931. . _. 193 ) ) .. ... _, . _ _.. Incl.. I... md.i 1 _.. ..... ..._. �ncl.I .. ....... -. Ind.. —j. _ .. PPsli.. ....._... .. .. ss23_ : : .I I _ ..I I . Ind:.. I indi .2@s.. IM Y. 20 .. 10 )6 .._._.... _L4sl. H H 20. 29 ) .. .. .. ._ I ... .. _ .. .._.. )m IM .. ....._ 36 _......_.. ... 1i4s1. ._I .. ._H H .. 1. .. _20 29 . ..' ): ) _ _ ....... ....... .... __. .. ._.. II _ ' i ._ IIM.. IM .._. )6 ...._. — .... ji4s1. .H . .20 29 _._._. ))' _.. .. .. ._ 1 ___._.._ 11801 IM - a .. )6 .... ..._... .._:.. .1.14@1 H I .48 I. ..20 29 ... !: ± »_. _ IN 40/: 2,000 300 18 _ 2.075 310 19 - - - - _2200 330 ..! ±... } _2200 330 ..1.903: 15: . 2,300 18 ___ 2.385 1.9 2.530 19 - , _ 2 430 A�ntksbbetlNn , marmer PO.A 180 IH l I IIO I I Ip 1 I Ip I I; 180 ion h. CE - Trans tion Mm PO-I 150 127 I I 150 I 11 ISO I I ISO I I ISO Trans lion Plannim Ow Work Area 107L - 125 � 125 9 iL10 Assoc CE m -E 100 107. 1' 1 100 1 I . 100 2. 2 200 2 _ I�,. 200 . Needs added 'n 0 Eng. Aide/Intern a 13 48 0 0 0 1 1: 48 Circulation inside work uaa inner cirri 25%1 Incl.• 25 25 _ 50 _ T OPS. Open Work Arp __ 369'• 575 595 595 595 Assoc CE �TE m -E 100 107. 1 1 i oo _ I 1 100 1 I 100 I I• 100 _ Tech. m -D p 93: 1 1 so I I p I: 1 00 1 I; p _ Jr. CE m -E 100 61; 1 1 100 1 1 100 1' 1 100 _ 1 1' 100 EM Aide m -B 48 39 1 1 H 2 2 96 I' 2 96 2 2 % Res i Equprnent - - -� -- Lateral Res _ fik 10 6 60 _ 6 60 6 60 6: 60 800kcae be 10 2 20 2 20 20 2: 20 Cab now over files nb is _ 3 45 3; 45 _2 T 3 45 _ 45 Circulation inside work area inner drd 25% _ ind.� 82 1 94 94 _ _ 94 Traffic Control Roan Allowance 200 1 200 1 i 200 1 200 1' 200 These staff not provided space in CH: 'Party Meter Su 0; 0; 0 0 0 . Parking Meer Svc Worker. 01 0! 0 _ 0 0 It _ienkes Devdo t PO-3 150 148; I: I 150 I I� 150 I 1 ISO I I ISO Devi. Svcs. Open Work Area 56 1 s 50 Assoc CE m-E 100 92! I I 100 I I 100 _ 1' I 100 2 _ 2: 200 'GIS SM Anaiyst m-E 100 1481 l: I 100 I i; 100 l I 100 I I 100 Eng. Torch. —w-D- p I p _ I I p I I 80 _ I p en -E 100 33 1; 1 _ 100 1 I 100 2 2 _ 21 200 Files L E ui t 20; Dafti ttable use ic I H H 1 40 I H - 40 I H bluelin I ' _ / m -I 20 20 I 2 Grculauon inside work area 120 1-45 1Prim Griffin Advisors, Inc Printed 7/28102 No pe t..w, Civic C~ fpisoe NeNa M+7+a Ck7 Rea -pap 19 Plan File eom naor�_ndo __... ...._ . .. ± :.._ . _[593] _...._1 .. -- -- ISM .. ..1592] - ........ .1592] ....,Vertittl Flat Ran File flat plan -v 12 27 321_ 27. 321 321 27; 321 Files (mtMard) file 10 . ..... 5 .. .. . ..... . . 50 . ... 6' S0 _27 5 50 5. 50 . $m on wa11 above all filet Scanner pnm •3 30 .... 1 30 I, 30 1 30 I. 30 hl _ rmer._ . _.. _ Work Table .. . 'm-3 _ .a. le .. 30 10 ,. :.. _I 1 30 ....I ...... 30 I ._ I 30 .. 1I0 I; ., M 0 Circulation inside rm ; . inner cIr c2 25% .._L.. incT { ...I f _..! ... -_ -.. Subtotal Atsipted SF 1,713 12. ._.- ,1.532 13 ISi 2,812 17 3A27 Circulation All wane Unit Circ -I 10% 386 250 .. .1.592_. 260 280 lOD .Toni,NWic Works Trarop 8 DS NSF 1.099 12 2,782 13 2,852 t5� 3.1221 171 3,327 Griffin Advisors. Inc. Printed 7!28/02 I&@,- p n Saul. CMt Cdr Sp. No@& Arady* City NO • Pap 20 Griffin Adviwn, Inc Pr1nmd 7!28102 is pwt Daa<h CIvk Co~ SW* He@& ArAlrsk Cky HMH - ►aka 21 Griffin Advisors, Inc Printed 7rM2 Bubble Diagram City Administration Council Chsnbrs W W ft Cwnci Chambers Complex 3.622 (liross) s f Remption City Mm filer I w sf I 300 sf Conkrcnrs I!0 sf Lobby Rempton 200 laxse fntie iitinlolby Office of doe City Mefyer Asst. CM 210 sf Copy Asst. CM PIO 210 sf Igo sf WH Passateor Access _ R4gdw Sectaity Primary Rquired Races or Egress Etrtir Ames Point Races t4eeded Periodc Courier (Optional Passas� RED ac Res or Egress ••••••w. Aaces GriAn Advisors, Inc. Newport Beach Civic Center Needs Assessment Bubble Diagram Adminbtratke Services - p=. I AM. fYUncisi gsridtms Primry AaK Pam Mnpsy w s roµrtkw sar "f nc lors Passage or Aam Required Aaes hiaeded s e e �Opdmw �d _ R %dar --3110 Security , Aaes or Egress barrier Perodc .... o AaK or Egress Aaes Griffin Advisors, I nc. Newport Beach Civic Center Needs Assessment Bubble Diagram Administrative Services - p=. 2 ASID, MIS Amino WagOerreir dysr"" I MIS Appliadons 110 of MIS Gt5 1.056 S< rani MIS Computer Rm MIS s 550 sf Adminiaation Acsah 720 sf •arbus Mli VON IWersrt d.+ neactl 61 a ilptnntsedf aces MIS MIS Opwimns sypert Operations 712 sf Tebconem E96 sf ASD, Fkcal Sm. Mail and Flint Thmeroori Tied mss o die fadty, mdalm to bdbg Bad dsinry. Ca "tCky suammisalm rquind Passage or Am Pri= Rquired A¢ei Point Aaei hkeded • • (OPtonal Pamme) Fled Services Mal RoomdRer itanm ag0 if Fid Services Print Shop too sf ptrk tend swrats ----- --- - -._.. _.. ... - --- -------. _ ........... - --- --- ----- - --.... . RtJar �� Security Ames or F;ess Barter :,rock Comter C� Ades or F;eu _ ,_ Ames Grifin Advisors, Inc. Newport Beach Civic Center Needs Assessment bubble Dkgrarn Building Department Inspection Division Deportment 1,210 sf Administration 1,431 if Aosas to rwka4 Ab. acorn o Public karsrrre soma pt"c vtaor.raac Plan Check A P nt C.orroNel Admi Admn Mac Amu 250 sf conredatt au M% Dept, Office Areas acous so OS rer r need vrirrrry Ames Point Grilin Advisors, inc. Plan Check a hvic C�Mw Pemitdng foross OSS - Cust Svc 1,435 sf Acoas w depsrsment Plan Check i Permitting Once - Mn Ch. eso sf Plan Check i Permitting 04 - Ran Ch. 240 sf Ira, with Euli ft Dept. One Stop Shop owr oS mrgorara Passgeor Amen Rgdar Secuity - - . --- Required Ades or Egen Bxnier Ames Pkedsd ... Perindc ......�. Counter (Optional Passage) Ames or Egan Acres Newport Beach Civic Center Needs Assessment Subbk Diagram City Attorney, City Clerk, Community Services ., e City Momsy City Berk 1,173 sf Gersieraeescefby 1 sus Eey7d, Ares fLSMt. ad a 6e Aesef to tleeers Consrtssdty Senkes De/s. arm Ca ruty Services Recreation 1,760 sf Ao to Arkm for seffnotsnss ton NQ b" kutimm City Atwmey 2.057 sf ate UWmwhwc ay Aesf M is" Community Services Admhinmion 1, 174 sf &Wit Cmaw pnbdr Re gum Pusateor Amer Radar Sectity ri= Required /loses cr Faeu barrier Punt /laces Needed ... Perodc ...... Cotner (Opuaul Pfmtd /laces cr Faen Ames Grifin Advisors, Inc. Newport Beach Civic Center Needs Assessment Bubble Diagram Fire Dapartment Administration and Fire Prevention; General Services; Human Resources , Fire Osp greffe Aor: +.y Herr+ hvaYdwo rvllgr.a and elan da�Wesarr Human Pemrces MI Cw Wn Fire prevention 1.227 if Support Service 1.010 of EMS Managm. )74 rf %llit CWk AWNW01 8elespchm'stla n Once of the Fire Chef 580 $f Training/ Community I so"e Reheons l Emrg Acs IM� 60) d Acs+ Storage +jhy rh/a:acces 280 d rlW p W Passage or Access Prr"My Required Aa[K Point Acces hkerNd (optima Passlge) • • • Griffin Advisors, Inc. S+Dr2ge 210 A Corner imt W all City Mal arc+ General Servlms Regular Security , Acces or Epee Barrier PerCdC ... Co tter . Acces or Epen Acces Newport Beach Civic Center Needs Assessment Bubble Dia=ram Planning Department Ammo Asisse Oy lYtptr Economic Adv I I Deselepnwnt alce %srning 404 sf 420 if Code Enforoement 360 sf Planning Department Atssaw Shred Areas parking far eiM 1,440 sf atesa. Abe. pari6k►Jec rieM anise. Pbndnj Dept, Once Anas Cortnalkd P blic Acre• Administration 630 of Planting Dept, One Stop Shop M6flc iAlRf foros Pri AM*S or Aaw Rigdr Aces Rqulred Aaes or Egress Pant Aam rkeded _ _ Periodc ag (Optional Paue) Aaes or Egress "D' Current Planning Main Oft 790 if cowto t m a oS v umar Current Planning 055 912 sf Ietirued with othr ofg o"Vo sm !artier Counter o Ames Griffin Advisors, Inc. Newport finch Civic Center Needs Assessment Bubble Diagram Public Works Department pack Wert Dept. Ofte Neu Tms a Dev Svcs Dev. Service: 1.379 sf Tms k Dev Svcs Transportation 1.750 sf Administration 780 sf ms i Dev Svr Administration I"sf Enoneering Admnistrxion 211 sf all rrtsd he dyartosrt PW Shared Areas 500 sf Co dsstacrase OSSarms asneeded Ptbk Wort Dept, One Stop Shop AMC CW MV forom latr>ta1 wth ahtr Os5 renpa.as Enpneering Engineering Work Areas 211 sf Engineering EnOneering Work Areas 1.713 sf Administration 055 Arms 1.105 sf Passage or Access exam, RgUar—+ Secarity 1 P ^rnsY Required Ages or Egress Barrier 1 1 Ames Pam Ades rteded ... Perodc ,,,1, Courier Ames or Egress ---- 77_._.. .. _.._Aaes Griffin Advisors, Inc. Newport Beach Civic Center Needs Assessment Bubble Diagram City Hall Shared Areas Large Conference 560 d i Anta.p s1I Conference a ay w "Haring Room 300 sf CH L4Yby 06S Mrd Mn In" will asking aw rearommed with �__________�._ ________1 I_ _________ 9 ' Cetatar ?•` + I a.' e � $odas 6r I OM Lima 1___________s I ' 1 � I I ' I ' OSS ' ' Cnt+ba warn o Conf Rm ' aM Pnp d aatn nd It0 ' I � 1 wiluaadhagaltasnt � I � I � 1 1 I � 1C station; to be btated _ - I i Imainr daw"ant waters - = J wtiered - J 1 1 and waw slefor :; rC 5tat e ' 1 (r ■can rregtalll -4 1 e _ _ t r 1 1 I t 1 1 Passageor Amm Pri= Required ASK Pam Ames hbeded s s s (Oplionai Panne) CH LoWy Ia fekat rte wa � y Lurcbroem Men Atwsbyall ay sad Wareholse Moat easda6y to rent Stay and ! 1 Roam, but amsashb to a rerarenshs R<cr Ames or Egress Periodc Ames or Egrets Lobby Nlowance 1,000 if NM eatalf Iad with Gir AdMlbalion btobelaad b and ~ to karvata Lunchroom SW if WarebWte b General Storage 690 if Security , - Barrier Counter Ames Storage to if Griffin Advisors, Inc. Newport beach Civic Center Needs Assessment APPENDICES Report to the City of Newport Beach Appendices City Hall Space Needs Analysis APPENDIX A – GUIDE TO READING REQUIREMENTS TABLES READING THE DATA SHEETS Layout of the Data Sheets The tabulation sheets are divided into columns which are grouped as follows: Item • These columns list the personnel position, room, area, or equipment item described on that row of the data sheet. Column indents are important, and signify that the indented items are "attached" to the element out- dented just above. Space Standard • The first column identifies either a symbol for the area (such as "PO4" for private office of type 4) or else identifies that a general allowance ( "allow ") for the item is used. • The second column identifies the size of the item, such as "180" to indicate an allocation of 180 square feet. See the separate discussion of space standards for a presentation of the standards used and the symbols for them. In some cases, the standard increases in time, and "varies" may appear in the size column to call attention to this fact. At Present • Actual Sq. Ft. — This is the existing size of the area corresponding to the programmed area. In some cases, however, the program breaks down the existing area into components, so that several program lines may have to be added to arrive at the existing sq. ft. figure • Actual WS — This is the number of existing workstations. • Qty — This is the quantity of items which are requited, and applies to the item description for this line. This is generally based on our survey of existing conditions and on interviews or question- naires. • Required Sq. Ft. — This is the required net required square footage, based on the space standards used, the quantity of items, and the other indicated assumptions, and allows a comparison to the existing actual sq. ft. Projected Future Requirements (Each PL) • WS — This is the number of workstations provided for in the Program. • Qty — As at present, this is the quantity of items which are required, and applies to the item de- scription for this line. Growth over existing levels may be given as a percentage increase. • Sq. Ft. — This is the required net required square footage, based on the space standards used, the quantity of items, and the other indicated assumptions. Report to the City of Newport Beach Appendix A -Page I City Hall Space Needs Analysis Abbreviadons A number of regular abbreviations may be used in the space standard column and occasionally in the item description column. The following is a list of most abbreviations which might appear on the data sheets: allow Allowance. Often used to describe the allocation of a non - standard space. be Bookcase. C Conference room of various standard sizes (C -I, C -2, etc.). clos Closet. Standards are developed for 5 closet sizes (clos -I, clos -2, etc.). cntr Counter. As in a public counter station, abbreviated "cntr stn" cof Coffee station, with cabinet and plumbing for a bar sink, water supply to a coffee maker, and (typically) a garbage disposal unit. Various coffee stations are used in this report (cof -I, cof -2, etc.). cws Clerical work station or desk, with or without return, though generally with one. dws Drafting work station. en A panel - enclosed workstation of various sizes (en -A, en -B, etc.). ews Executive work station. Same as 'cws' but specifically without a return (a double ped- estal desk); or else with a return at executive height. I File cabinet, standard type, either of legal or letter size. A number following (f -4, f -5) indicates the number of drawers. Generally these can be converted into lateral files or other filing configurations in the design process, if new furniture is to be acquired. We use this notation when it is of interest to indicate the type of file cabinets in use currently. file File cabinet or file unit. Often either a generic item, meaning the same as 'T' as noted above, or a special file such as a card file or other unspecified file cabinet (possibly con- verted from a built -in unit in existence at the time of inventory) or else a non - standard item. flat plan A file unit for holding flat plans, either hanging vertically (flat plan -v) or stacked hori- zontally in drawers (flat plan -h). inner circ Inner circulation allowance. This is space added within a room or area to provide access to the items in it. It is added when a room's size is based on a listing of items, and it is determined that the allowances of space for each of those items is in the aggregate likely not to have enough access space for proper layout. lat file Lateral file cabinet, typically 42" wide or more. Standard is larger to allow for more frontal access. lav Lavatory or wash room, typically with water closet or toilet. PO Private office of various standard sizes (PO -I, PO -2, etc.). print An office printer, either on an integral cabinet or on a separate piece of furniture suited to the printer's size. Standard may be of various sizes (print -I, print -2, etc.). recept Reception area with clerical staff work stations and waiting for visitors. sch Side chair. See also Ys'. Report to the City of Newport Beach Appendix A - Page 2 City Hall Space Needs Analysis seat Allowance for a seating area. Seat -I represents a seating space for 2 -3 in smaller -scale chairs, Seat -2 represents a seating space for about 4 persons in larger -scale chairs (with side table), Seat -3 allows for a larger grouping. SPO Shared private office. An office for two or three persons. stg cab Storage cabinet. May be either a metal cabinet (traditionally 36" x 18" x 72" high) or an executive cabinet of lower height, etc. The meaning should be made clear by the context of spaces in the `item description' column. sws Small work station or system work station, used for small single - pedestal desks or, when in conjunction with a `cws' it may represent a computer system table. The item descrip- tion column entry should clarify the meaning. table A table used typically for equipment, but also as a stand -up work table or where a chair can be pulled up on occasion. A table used as a workstation (with a desk chair at which someone is often seated) is programmed as a "tws." tws Table work station. A table and a chair. Unit Circ This is circulation required for the unit, to access between rooms and areas. It is to be added to the open spaces of the unit, as determined during design, or else provided in lat- eral corridors or access ways. A range of values may be used depending on the degree of openness and design freedom intended (angled layouts, for example, require a higher al- lowance). Data Sheet Conventions There are a number of conventions which we have adopted in the listing of items on the space re- quirements sheets that refer to how the space is to be configured. The following refer to example I which appears below. Indents Indenting indicates that the indented items are to be with or else make up the item that they are in- dented from. In the example, each of the three major components (an `office,' a 'room,' and an 'area') are made up of the items that are indented and listed below. Also, within the Clerical Area, the Tub File(s) are to be located with the Secretary/Clerk. Finally, the closet listed below the 'Visi- tor's Office' is to open to that office. Room or Area The words 'room' and 'area' each mean slightly different things. 'Room' (or 'Office,' etc.) refers to an enclosed space, generally with a door. Typically, the only rooms further opening off a 'room' are closets or the like, that serve that room specifically. 'Area' refers to a space through which the other spaces in the unit may be accessed, and so can be termed 'an open area.' Unit circulation, when added at the end to a unit's space, might typically be added, in the design process, to the space re- quirement for the 'area' so as to provide for access aisles through it. Circulation Note that 'Inner Circulation' differs from 'Unit Circulation.' Inner Circulation is added within a room or area when the list of items is sufficiently complex, or otherwise when it is felt that the space will need some added access allowance for the designers to accommodate the items comfortably. Report to the City of Newport Beach Appendix A — Page 3 City Hall Space Needs Analysis Listing of Items In the first example, the Projects Office is comprised of a list of items which make up the SPO, a shared private office. The list is unchanging in the projection, and as a short cut to listing the quanti- ties in each period, the quantities are noted in the item description column and the SPO allowance is projected as a single line. In the second example, the Clerical Area components are listed in the item description column, but the quantity of each item is listed in the quantity column. The total space (3 10 sf at present, 340 sf at PL -1) is the result of multiplying the space standard by the quantity and adding; the circulation factor is applied to the subtotal and is included. Rounding Generally, we have developed standards for room to be in multiples of 60 (which appears to fit vari- ous modules that the design may be based upon) so that the design will be more regular and the lay- out process will be easier. In order to be consistent, in computing the space requirement in a very small room by adding up the component parts (see `Work Room' in the example), we have rounded the total requirement to the nearest multiple of 60. This is may further be noted with a comment be- low the list of items explaining why the total may not match the space allocation for the room. In other cases where an inner circulation is added (which adds a percentage and therefore may arrive at a fractional or odd size for the area or larger room), then we have rounded the total to the nearest multiple of 10 square feet. Example I — Program Tabulation Report to the City of Newport Beach Appendix A – Page 4 City Hall Space Needs Analysis At Present Projected Space Existi n Re 'd PL -I Item SF SF Stag SF Staff SF Project Office SPO 240 285 2 1 240 2 1 240 Sr. Planner (1) cws 60 Planner (1) cws 60 Files (3) file 10 Work Table (1) tws 60 Clerical Area 310 340 Sec'y /Clerk cws /r 75 1 1 1 1 Tub File file 10 2 2 Data Entry Op'r - -sws 45 1 1 1 1 — Guest Seating seat -2 100 1 1 Filing file 10 4 7 Circ'n Allowance inner circ 10% Work Room 180 180 Card File file 10 1 1 Photo File file 10 2 2 Process Camera allow 60 1 1 Desk cws 60 1 1 Circ'n Allowance inner circ 10% (Round to nearest 60) Visitor's Office PO -2 120 115 1 120 1 120 Closet clos -1 30 20 1 30 1 30 Report to the City of Newport Beach Appendix A – Page 4 City Hall Space Needs Analysis Example 2 — Program Tabulation Example 2 — Illustration Of Program (all figures in net sq. ft) Report to the City of Newport Beach Appendix A — Page S City Hall Space Needs Analysis ce Standard R 'd Item Code SF Stag G I SF Executive PO -7 300 1 1 300 Lavatory/Storage Allow 120 1 120 Manager PO -3 ISO I I ISO Staff PO -2 120 1 1 120 Field Team SPO -2 120 2 1 120 Clerical Area 22S Sec'y /Clerk cws /r /s 90 1 1 Clerk/Reception cws/r 7S I I Seating/Guests seat-1 60 1 Work Room 300 Copier copy 40 1 Storage Area allow 40 1 Shelving shv 10 6 Microfilm Station cws 60 1 Counter (12/-14') allow 70 1 Circ'n Allowance inner circ 10% (Round to nearest 60) Subtotal 7 1,60S Unit Circulation Circ'n 20% 320 Total 7 1,92S Example 2 — Illustration Of Program (all figures in net sq. ft) Report to the City of Newport Beach Appendix A — Page S City Hall Space Needs Analysis Illustration of Unit Circulation vs. Net -to -Gross Areas The purpose of the following illustration is to show that there are other components required to arrive at the gross sq. ft. of the building, beyond the net sq. ft. which is calculated for each of the operational units. Generally, we may provide some elements in the program, where allowances may be quanti- fied, but the remainder of this space is provided by a statistical calculation. We make an assumption about the "efficiency of the building" which is the ratio of the net (programmed) sq. ft. and the gross sq. ft., and use this factor to arrive at the total building size once the net sq. ft. figure is obtained by adding the detailed program tabulations. The reader should consult the Space Standards section for a discussion of related terms, including "assignable sq. ft.," "building core," efficiency," "gross sq. ft.," "net sq. ft.," and others. Illustration Showing Gross SF Areas of Building and Showing Hypothetical Office Suites Report to the City of Newport Beach Appendix A - Page 6 City Hall Space Needs Analysis APPENDIX B — SPACE STANDARDS INTRODUCTION A space standard is defined as a specific square footage allocation for an operation, an item of equip- ment, or a functional area, to which is added a description of what functions can be performed in that area. Thus, for example, once the functions and activities of a person are known, it is possible to se- lect a workstation and a square footage allowance that are appropriate for that person. The following pages contain a description of the proposed workstation and private office standards, and also related definitions. Development of Space Standards What is Included in the Standard Equipment standards are based on the item footprint, workspace for operating the equipment (opening drawers, for example, and access to or around the equipment. Workstation standards are based on the work surface needs (equipment, papers, writing space, reference space, and so on, on the desk or work plane), on filing needs, on bookshelf requirements, and on guest seating. There is a distinction between enclosed (office) workstations and stations in "an open area." • For enclosed offices, our standards are measured to the center line of the boundary walls of the room, and include no access space outside. It is assumed either that access will be directly off major circulation networks or that it will be off unit circulation areas provided with other open work rooms. • For elements in an open area, an allowance for access is added to the workstation footprint in the space standard. Similarly, for panel - enclosed stations, we include an allowance for access in the standard (to account for inner circulation). Access Around Workstations and Equipment Access is the space around the footprint of the item of equipment and open workstations, and it is used to create side aisles into a cluster of desks, or to allow for opening file drawers, cabinet door swings, and so on. As noted, we include this in the standard allowance for panel - enclosed or for open workstations. The item allowance and access comprise the equipment or workstation standard, as il- lustrated in Exhibit 1. EXHIBIT I An Open Workstation 1A 0 B C 0 A = Item Footprint B = Access: C = A +B = Standard Report to the City of Newport Beach Append'( B — Page I City Hall Space Needs Analysis Unit Circulation and Layout Factor Unit circulation is a network of main aisles, generally passing in front of offices or to shared work ar- eas. An additional factor sometimes must be added to account for layout variances, which in the amount of space required to account for non - rectilinear design, design features which are peculiar to a given plan or existing facility, including such factors as disproportionate number of offices, column placements, design flexibility, extra sense of openness, and so on. Generally, however, we include the layout factor in the unit circulation allowance rather than accounting for it separately. Exhibit 2 illustrates these separate concepts: item space allowance, access, total standard, circulation, and layout. It shows a series of workstations, an area for "circulation," and an extra need for "layout" contingency due, in this case, to the location of a building column. EXHIBIT 2 Unit Circulation And Layout Inner Circulation • C C -- C = Standard D = Layout Allowance (due to column) Computing Building Circulation, Core, and "Gross" Square Footage The estimated net square footage needed equals the sum of the required standard areas, the unit cir- culation, and the other factors described above. To estimate the size of (gross) building floors, it is necessary to add further allowances for the major circulation areas, mechanical areas, and building core. These additions are based on typical percent- ages encountered in actual building experience, and the ratio of total net to total gross square footage on an entire floor (or entire building) is the assumed "efficiency" of that floor (or building). See Ap- pendix C for definitions. - Space Standards Presented Here Space standards are presented for the following types of areas: Workstations - Private Offices Workstations - Traditional Open Stations Workstations - Systems Furnishings Open Area Equipment Conference Rooms Other Rooms and Areas Report to the City of Newport Beach Appendix B - Page 2 City Hall Space Needs Analysis WORKSTATION STANDARDS — PRIVATE OFFICES Private office standards are designated by the letters "PO" and are in most cases defined as having floor -to- ceiling walls and a door. The walls may be partially glass or may be equipped with pass - through openings, but such refinement considerations are noted in the program notations and not in the standard allowance itself. We also provide for some private offices to be shared by two or more persons, and adapt the private office allocations to "shared" private office standards where needed. In this case we generally use the symbol "SPO" rather than "PO." EXHIBIT Private Office Standards Report to the City of Newport Beach Appendix B — Page 3 City Hall Space Needs Analysis Space Std Typical Typical Symbol Ftp'dAcc's/Tot'1 Assignment Furnishings PO -1 90 — 90 Cubicle Office Desk and chair, file, seating for 1 -2 guest. Often may not be a full height office. This standard is rarely allocated, and is included for completeness in these standards. PO -2 120 — 120 Supervisor Desk and chair, credenza or back table, file, seating for up to 2 guests. PO -3 150 — 150 Special cases Desk and chair, credenza, 2 guests at desk, side seating for up to two persons. PO-4 180 — 180 Manager Executive desk and chair, credenza, 2 guests at desk plus side seating for 2. PO -5 210 — 210 Special cases Executive desk and chair, credenza, 2 guests at desk plus side seating for 2 or small conference table. PO-6 240 — 240 Division Head Executive desk and chair, credenza, 2 guests at desk plus side seating for 4 or small conference table. PO -7 300 — 300 Department Head; Executive desk and chair, credenza, 2 guests at desk, club seating City Manager for 4-6 or conference table. PO -8 360 — 360 Unassigned Executive desk and chair, credenza, 2 guests at desk, club seating for 4 plus small conference table. PO -9 400 — 400 Unassigned Executive desk and chair, credenza, 2 guests at desk, club seating for 4 plus conference table. Report to the City of Newport Beach Appendix B — Page 3 City Hall Space Needs Analysis Illustration — Private Office Standards PO -2 120 sf Private Office M= T� 1 l Ill L. al Eli Ill Iii LiLi Lc;=. .O 150 sf Private Office �� � I ■I IN I ■I PO-4 180 sf Private Office Report to the City of Newport Beach Appendix B — Page 4 City Hall Space Needs Analysis Illustration — Private Office Standards �' 1 iii `��♦ iii 1 "L L - IN_NI 1 Lai .. 210 sf Private Office Ir �I Ir 3 240 sf Private Office Report to the City of Newport Beach Appendix B — Page 5 City Hall Space Needs Analysis Illustration — Private Office Standards HMO- D I � - �E] L=�4�1 I F1 El it PO-7 300 sf Private Office Report to the City of Newport Beach Appendix B — Page 6 City Hall Space Needs Analysis likatt adon — Private Office standards — Shared Officer SPO -3 150 sf Shared Office Shared Office SPO-4 180 sf Shared Office Shared Office SPO-2 120 sf Shared Office SPO -5 210 sf Shared Office Report to the City of Newport Beach Appendix B — Page 7 City Hall Space Needs Analysis WORKSTATION STANDARDS — TRADITIONAL OPEN WORKSTATIONS Traditional open stations are defined as having no integral panels as part of the stations, but are desks and work units which are found in traditional offices. These stations may have surrounding panels, for privacy or acoustic reasons, but traditional furniture is assumed. Open stations usually occur in groups of several stations or in conjunction with a block of filing or other unit equipment items. In some cases, the program may designate two (or more) open stations to be located in a room, as in a shared office. The following Exhibit summarizes the space standards allocated to traditional open area workstations. Standards for System Work Stations are presented following. EXHIBIT Traditional Open Workstation Standards Report to the City of Newport Beach Appendix B — Page 8 City Hall Space Needs Analysis Space Std Typical Typical Symbol Ftp't1Acc's1Tot'I Assignment Furnishings cws 30 30 60 Staff with std. desk Clerical work station (cws), with lowered side return for termi- nal or typewriter. May include desks without a return, in some cases. ews 30 30 60 Staff with std. desk Work station (executive work station) without a typing or equipment return (double pedestal desk) or else with a return at executive height. Ir 10 S IS as required Indicates the addition of a reference unit (back table or lateral file) behind and as part of a work station. Is S 10 IS as required Indicates the addition of a guest side -chair beside and as part of a work station. ewslr 40 3S 7S Staff with exec. desk Executive work station (see "ews') with back unit. sws 20 2S 4S Staff with small desk Small work station (desk 36" - 48" wide); may be a single - pedestal desk dws 40 3S 7S Staff with drafting stn Drafting table and chair. dwsh 60 30 90 Staff with large Drafting table, reference unit or work desk. and staff chair. drafting station Some plan storage at the station may be included. uws 60 30 90 "U "- workstation "U" -station for Records Clerks, including a desk. computer work station, and side surface for reference materials, radio, etc. Report to the City of Newport Beach Appendix B — Page 8 City Hall Space Needs Analysis 0 ILLUSTRATION Tndldonal Open Workstation Standards 101-01 0 90 sf cws/r /s 101-01 I I io 75 sf 60 sf 75 sf cws/s cws cws/r 12'- 6'(x) D 120 sf dwsh /s 6--0- o O® 60 sf Seating (sm group) Report to the City of Newport Beach 0 90 sf dws/r 10'- 0' 100 sf Seating (Ig group) Append& B — Page 9 9'- 6'(x) o m 75 sf dws (drafting station) public side 0 0 service side 120 sf Public Counter - 12' (allow 10 sf ea. [in. ft.) or 3 stations @ 40 sf each City Hall Space Needs Analysis WORKSTATION STANDARDS — SYSTEM WORK STATIONS The enclosures in an open furniture system are generally structural; that is, the panels carry the weight of surfaces, storage modules hung on the wall, and so on. The panels usually also have built - in chase -ways for electrical and communications lines (data and telephone), as part of an integrated wire management design. System workstations are designated by "en" which begins the symbol for the standard. The "en" is followed by a letter, which indicates the general size category for the workstation. In this report, the standard size is based on the enclosed footage of the station. We generally have based the standards on a 2 -foot grid ( 6x6, 6x8, 8x10, 10x10, and so on). The specific standard provides for various configurations: possible inclusion of one or more back tables, lateral files, extended side ref- erence surfaces, side chairs, or other components as shown in the examples below. In a few situations, for different proportions on this grid, the enclosed size is essentially the same and we use the same standard in each case. Using en -C as an example, we allocate 100 sq. ft. for either a 12 x 8 dimension (98 sq. ft.) or a 10 x 10 dimension (100 sq. ft.). Furthermore, note that these allow- ances are generic, in that no one vendor is assumed. Different vendors may have dimensions and components available in a system line that deviate from these generic standards in some small degree. The following Exhibit illustrates a range of features that each of these standards might have, noting total surface size, length of shelving and filing, and so on. • The I •' column indicates the symbol used for the standard and the square footage allocated. Note that the standard (en -C, for example) provides an amount of space (100 sq. ft. in this example) into which a number of different configurations may be provided. • The 2nd column indicates the enclosed square footage for the illustration. Note that this may dif- fer slightly from the allocated square footage for the standard. • The 3`" column indicates the "real' space required for the station when panel thickness and a 30- inch aisleway on the open side are added. This is accommodated by a programmed "inner circu- lation" allowance. • The 4' column indicates the sq. ft. of worksurface provided in the illustrated layout. • The 5'" – 8" columns identify the feasible number of desk pedestals, feet of overhead shelving, linear feet of lateral files (this can be traded off against pedestals), and added side seating, all as suggested by the associated illustration. • The 9" column presents an illustration for this particular variation of the standard. • The 10'" column supplies some notes and comparisons. This table is followed by a page of illustrations showing conference spaces and reception stations de- veloped with systems furnishings. The interior of the station excludes the panel thickness and the ac- cess space required in front of it. Report to the City of Newport Beach Appendix B —Page 10 City Hall Space Needs Analysis EXHIBIT Analysis Of Open System Standards (Showing Various Alternative Configurations) Symbol Encl. Total Surf. Peds Shelf Files Seats Reference Used SF W. SF (No. ) LF LF' (No. ) Illustration of the Standard i Notes en -A 6x6 SB.S 20 1 -2 6 — — a (36) 36 standard clerical desk en -B 6x8 76.5 18 1 -2 4 — 1 b (48) 48 compare to cws /s El en -B 6x8 76.5 ITS 1 -2 6 — 1 c (48) 48 an alterna- tive config n for b en -B 6x8 76.5 24 1 -2 — 61 — d (48) 48 shown with a data sur- face This is the total typical "cost' of space for this station, when an access aisle allowance is added. The actual station size is the 'Encl. SP in the next column. Not counting files in pedestals. Report to the City of Newport Beach Appendbc B — Page I I City Hall Space Needs Analysh Symbol End. Total Surf. Peds Shelf Files Seats Reference Used SF W. SF No. LF LF' o. Illustration of the Standard i Notes en -B 6x8 76.5 34 1 or 8 8-16 — e (48) 48 more in lieu compare to cws /r of files opoonel me en -C 8x8 93.5 28.5 1 -2 8 B-16 1 f (64) 64 ® compare to cws /r /s a return is an option en -C 8x8 93.5 31 1 -2 8 6 -12 1 8 (64) 64 +top of file or more ogair en -C 6x10 94.5 28 1 -2 7 6 -8 1 h (64) 60 like d, but longer for a LI guest chair en -D 8x10 115.5 33 1 -2 5 roll I i (80) BO file dsnn drafting sa- bons are �ude —y less flexible when smaller than this Report to the City of Newport Beach Appendix B — Page 12 City Hall Space Needs Analysis symbol End. Total Surf. Peds Shelf Fibs Seals Reference Used SF SF' SF No. LF LF' No. illustration of dro Standard i Not" en -D 8x10 115.5 51 1 10 0-6 1 I (80) 80 +roll fib Creltine ^�� shown with data cad ce surface CAD staWn en -D 8x10 115.5 39.5 1 -2 8 6-12 — k (80) 80 opt opt opt, with a deeper data work sur- face than d or h en -E 8x12 137.5 43 1 -2 12 6 -12 1 1 (100) 96 longer than k to fit the guest chair better (shown with op- tional angle to allow pathway variation) en -E 8x12 137.5 56.8 2 12 11 -20 — rn (100) 96 (see I) added sur- face and files replace the guest chair Report to the City of Newport Beach Appendix B — Page 13 City Hall Space Needs Analysis Symbol Encl. Total Surf. Peels Shelf Files Seats Reference Used SF SF' SF No. LF LF' No. Olustration of the Standard i Notes en -E 8x12 137.5 465 1 -2 12 12 1 ^ (100) 96 +roll ai.mrp larger ver- xsnie sion of i or j May �� _ guest also File chair is an re place may option side also chair re- place side chair en -E 8x12 137.5 36 2 -3 8 6 2 0 (100) 96 smallest configura- tion with opposing guest chairs en -E 10x10 133.9 61 2 6 642 p (100) 100 e„e,e largerver- �� sion of n, +rob with cad option aCAD u�o aadon en -E IOx10 133.9 61 2 6 6-12 1 9 (100) 100 e„en variant of n �� showing a File guest chair may r place many up- side tions are chair possible. n mm=Wn Report to the City of Newport Beach Appendix B — Page 14 City Hall Space Needs Analysis Symbol Used End. SF Total SF' Surf. SF Peds No. Shelf LF Files LF' Seats No. Illustration of the Standard Reference i Notes en -E I Ox 10 133.9 37 2 -3 6 16-20 1 r (100) 100 + file larger ver- tops ® sion of m with guest chair and files en -E IOx10 133.9 47 3-6 17 6-12 s (100) 100 +peds similar to r but illus- trating 2 it De- desk depth pends and more on mix overhead Of shelving pedes- tals units and file draw- ers Report to the City of Newport Beach Appendix 8 —Page 15 City Hall Space Needs Analysis en /reception -I 64 sf inside 80 sf station footprint (with counter, panels) 115 sf allowance (shaded area) en /conf-8 seats 240 sf allowance 192 sf inside Ilhstration System Standards – Other Configuration R IM— I MF _ en /reception -2 48 sf inside 72 sf station footprint (with counters & panels) 185 sf allowance (shaded area) JIM W en/pinwheel 300 sf allowance 145 sf inside (total) rammili, NXING en /conf -6 seats eJcmf-- 4seats 190 sf allowance 135sfallowance 144 sf inside % sf inside Report to the City of Newport Beach Appendbc B– Page 16 City Hall Space Needs Analysis OPEN AREA EQUIPMENT AND RELATED STANDARDS There are three primary considerations in determining the space requirements for a particular piece of equipment: (1) the area occupied solely by the equipment item, (2) the space required for the equip- ment user or operator, and (3) the need for access to the item. The exhibit below outlines the equipment dimensions and square footage allocations for frequently used items. The total space requirement of each piece of equipment of this nature is determined by increasing the actual footprint area of the item to allow for access and use. This factor has been de- termined from previous experience in developing layouts for similar facilities; space for non - standard equipment is calculated on an individual item basis. EXHIBIT Typical Standards For Open Area Equipment Report to the City of Newport Beach Appendix B — Page 17 City Hall Space Needs Analysis Symbol Typical Standard Item (if Any) Item Size Base Access Total Bookcase be 36" x 12" 3 7 10 Card File file 18"x 28" 4 6 10 Coat Rack coat or ctrk 24" x 48" 8 12 20 File Cabinet — Traditional File file or sf 18" x 28" 4 6 10 File Cabinet —S- drawer f -S 18" x 28" 4 6 10 File Cabinet — Lateral File If 36" x 18" 4 6 10 42" x 18" S 10 is 48" x 18" 6 14 20 Side Chair chair 24" x 24" 4 11 I S Storage Cabinet stg cab 36" x 18" S 10 I S Table table 69'x 30" 12 28 40 Table —Extra Access Space table 60" x 30" 12 48 60 Typewriter Stand/Cart type 12" x 24" 2 8 10 24" x 30" S 10 Is Guest Seating -4 lounge seat -2 — 80 20 100 Guest Seating -2 -3 chairs seat- I — 40 20 60 Coffee Station—counter cof -I — 10 20 30 Coffee Station enclosable cof -2 — IS 3S 60 Report to the City of Newport Beach Appendix B — Page 17 City Hall Space Needs Analysis CONFERENCE ROOM STANDARDS The size of conference rooms depends on (a) the number of persons seated at the table, (b) the size of the table (to accommodate bulky items, for example), (c) the possible requirement for spectators seated away from the table, and (d) presentation or display space. The last may include such needs as a projector area at the back of the room as well as a screen and presentation area with podium and such at the front. The standards we have used in this report are summarized in the following exhibit. EXHIBIT Summary Of Conference Room Standards SpaceCapacity and Type Typical Symbol Std of Conference Room Furnishings C -1 90 2- Person Interview Room Table, 2 or 3 chairs. C -2 120 2-4 Person Interview Table. 2-4 chairs. C -3 180 6 Person Conference 8 It table. 6 chairs, possible writing surface on wall. C-4 240 8 Person Conference 8 It table. 8 chairs, possible tack boards or writing surface. Table can seat 10, but crowded. C -S 300 8-12 Person Conference 12 It table, 12 chairs. Can add library at one end and seats 8. or add presentation area and room seats B. C -6 360 12.16 Person Conference 12 It table, 12 chairs, presentation area at end of room. Can ac- commodate 16 persons if presentation space is converted to con- ference space. C -7 420 16 -20 Person Conference 16 It table, 16 chairs, presentation area at end of room. Can ac- commodate 20 persons if presentation space is converted to con- ference space. C -8 480 18-22 Seat Conference Room 20 It table. 18 chairs, presentation area at end of room: cabinet (possibly with coffee service) at other end of room. Can accom- modate 22 persons if presentation space is converted to confer- ence space. C -9 S60 22 Person Conference Conference seating 14 at table, plus 6 -8 persons at the side, with a - 14 at main table presentation area at the end of the room: and cabinet (possibly - 8 at side seating with coffee service) at other end of room. Seats 16 at main table 8 no cabinet. C -10 640 28 Person Conference Conference seating 18 at table, plus 8 -10 persons at the side, with - 18 at main table a presentation area at the end of the room: and cabinet (possibly - 10 at side seating with coffee service) at other end of room. Seats 20 at main table if no cabinet C -11 720 34 Person Conference Conference seating 22 at table, plus 10 -12 persons at the side. - 22 at main table with a presentation area at the end of the room: and cabinet (pos- - 12 at side seating sibly with coffee service) at other end of room. Seats 24 at main table if no cabinet C -12 800 34 -Person Conference Modular combination of C -9 and CA conference rooms which Divisible: 8-10 person open into one large room using room - divider partitions. Full room 20 -22 person seats 24 at the main table and 10 persons at the side. Cabinet at one end of room. Report to the City of Newport Beach Appendix B — Page 18 City Hall Space Needs Analysis Illustration Small Conference Rooms C -1 90 sf Interview Rm C -3 I80 sf • 6-8 Persons o MrIM 8 Persons with Presentation Area C -S 300 sf • 8-12 Persons C -2 120 sf • 4- persons malls IN_ LMI 240 sf • 8 Persons MKIINIINII i ass IN MI 12 Persons Without Presentation Area Report to the City of Newport Beach Appendix B — Page 19 City Hall Space Needs Analysis Illustration Medium ConferwKe Rooms C-6 360 sf • 12 -16 Persons D C -7 420 sf • 16-20 Persons 16 Persons Without Presentation Area D rirqnrq 12 Persons With Presentation Area 16 Persons With Presentation Area 20 Persons Without Presentation Area Report to the City of Newport Beach Appendbt B — Page 20 City Hall Space Needs Analysis Illustration Large Conference Rooms I - C rIMrIrIrIrIrIrI C-8 480 sf • 18 -22 Persons 18 Persons With Presentation Area 22 Persons Without Presentation Area L iii III C -9 560 sf • 14 Persons at Table (16 Without Built -in Cabinet); 6.8 Side Seating Report to the City of Newport Beach Appendix B — Page 21 City Hall Space Needs Analysis Illustration Large Conference Rooms 11 nnnnnnnn C -10 610 sf • IS Persons at Table (20 Without Built -in Cabinet); B.10 Side Seating C -11 720 sf • 22 Persons at Table (24 Without Built -in Cabinet); 10 -12 Side Seating Report to the City of Newport Beach Appendbc B — Page 22 City Hall Space Needs Analysis Illustration Divisible Conference Room 24 Persons at Table with 10- I I Side Seating 16 Persons at Table # I with 8 -9 Side Seating • 8 -10 Persons at Table #2 C -12 800 sf • Divisible Conference Room Report to the City of Newport Beach Appendix B — Page 23 City Hall Space Needs Analysis Illustration Training or Meeting Room I i Computer Training Arrangement ULAWLAU Symposium Arrangement Training or Symposium Room 540 sf • 12 -15 Persons Report to the City of Newport Beach Appendix B — Page 24 City Hall Space Needs Analysis Illustration Training or Meeting Room 11 Symposium Seating Presentation Seating Meeting Room 700 sf • 20.24 Persons Report to the City of Newport Beach Appendix B — Page 25 City Hail Space Needs Analysis IN MI IN M IN IN EI IN MI Symposium Seating Presentation Seating Meeting Room 700 sf • 20.24 Persons Report to the City of Newport Beach Appendix B — Page 25 City Hail Space Needs Analysis Illustration Sample Assembly and Meeting Room (Flat Floor Multiuse Room) Audience seatirtg for 701s shown. Report to the City of Newport Beach Appendix B — Page 26 City Hall Space Needs Analysis Video Control Booth (ind. optional Voice-over booth) OW Hospitality/ Coffee (12M Storage (120si) Provide lacks for cable TV and wnInsurdutions Interface to outside aJ F z i! Li I-1, ELI EP I I . I L I L- i El Till ; L­j T1 [E] Q 1 FH i D [E 10 Assembly Room (1.4 1 M Board Roorn/Multl-Purpose Complex (1,650sf + circulation allowance) Audience seatirtg for 701s shown. Report to the City of Newport Beach Appendix B — Page 26 City Hall Space Needs Analysis Illustration Sample Small Board and Commission Meeting Room (Flat Floor Multi -use Room) Audience seatft for 53 is shown. Report to the City of Newport Beach Appendix 8 — Page 27 City Hall Space Needs Analysis Video Control Booth V (Ind. (Ind. optlonal Voice-over booth) OW Hospitality/ Coffee (120so Storage (120so E7 Sesatent for 53 shown. Wah kau: able extended. 2 rows for a capacity of about 40 sessa. 5 Members plus 4 staff at able In bask position. Add 4 a able in extended PM1dD n. Ratfls�arw required. Fr 7-1 i [E] 1:1 r � t IM - - - - - - 0 F— C 0 0 E] Ml El F=1 L�mjl Q U Im , 1:1 El. [E] ED TE, 1_____ 1:1 U I Erl E-1 RDI --------------- provide Wks for c" TV and csxnmunkatkxvs Irmuface to ounkle Movable diso:arm Assembly Room Board Room/Multi-Purpose Complex (1,650sf + circulation allowance) Audience seatft for 53 is shown. Report to the City of Newport Beach Appendix 8 — Page 27 City Hall Space Needs Analysis Illustration Sample Medium Board and Commission Meeting Room (Flat Floor Muitl-use Room) Audiaxe seating for 42 is shown. Report to the City of Newport Beach Appendix B — Page 28 City Hall Space Needs Analysis Video Control Booth (incl. optional Voice-over booth) (1805f) Hospitality/ Coffee (12M Provide Dada for able N and n Storage communiatiom interface to outside (12M mmmm ""MMOM i Assembly Room (1,41 Osf) Board Room/Multi- Purpose Complex (1,650sf + circulation allowance) Audiaxe seating for 42 is shown. Report to the City of Newport Beach Appendix B — Page 28 City Hall Space Needs Analysis STANDARDS FOR OTHER ROOMS Other rooms, such as copy rooms, computer rooms, mail rooms, storage rooms, and so on are sized based on individual content needs. That is, standard requirements for the workstations, unit equip- ment, counters, and other items in the room are added together, with an allowance for extra circula- tion (when needed) and for the use of the items. The need for added circulation allowance is typically based on test layouts to assure an efficient yet workable standard is developed. As with other rooms is this project, we have generally sized the (smaller) rooms in multiples of 60 sq. ft., to allow the de- sign and layout process greater flexibility and modularity. Illustrations of standards and assumptions for selected "other rooms" appear below. Typical Break Room :M11 S j j -EI l i (standard col-4 ) 1 Sink cones, GD, trash. DW, MW. 60 sf Coffee (type 4) shown as an alcove Report to the City of Newport Beach Appendix B — Page 29 City Hall Space Needs Analysis 360 sf Typical Breakroom Typical Coffee/Servioe Counter (small area) (standard cef -2) `� Cons ns gnlc tortes 20 sf Coffee (type 2) Typical Coffee/Service Counter (standard cof -3) ConWm ink curtK GD, ptl1,. 1MW. 30 sf Coffee (type 3) Typical Coffee/Service Al- cove (standard col-4 ) 1 Sink cones, GD, trash. DW, MW. 60 sf Coffee (type 4) shown as an alcove Report to the City of Newport Beach Appendix B — Page 29 City Hall Space Needs Analysis APPENDIX C — FLOOR PLANS OF EXISTING BUILDINGS The following pages present detailed CAD drawings of the existing Civic Center buildings under the scope of this project. The base outlines and major partitions represented in these drawings were ob- tained from the City and were modified in some cases according to observed field conditions at the time of our physical survey. We also identified the functions of each space, and have color -coded the areas according to depart- ment and use. Some colors are reused, so a general knowledge of the buildings and the location of occupants is needed to track the designations we have used. The area quantities shown on the draw- ings are given in square feet. Faint red lines bound the areas, so that the exact assumptions of areas, work station sizes, and allocations used in this report are discemable. In some cases, access space is included in the workstation, where this appears to be integral to it, but generally this is not the case. In applying space standards, however, some access and circulation allowances are incorporated into the standard, and so it may not be true that a direct correlation between an allocation identified in the drawing will equal the size of a comparable space standard. Report to the City of Newport Beach Appendix C — Page I City Hall Space Needs Analysis IL | f§ /lGG !%Q =!#R J¥i , ■; sue! ■o \\\E22 | /lGG !%Q =!#R | Building A Building B (south section) ❑ Cam.,,., ,W $.: u ❑ C..Py S� Uw* Chavh ❑ Cxy R C .dl M Ua 0m . ❑ Bums sw� Cam, M&M IIVdpIR. Jar r Ra Ma is Rooms Building B (central section) is I• 00 in. Acv: Uw.As,a A in. Acv: Uwda cl c wn ❑ CRY Marnyxswic Us A ,m ❑ WI ft Azrxdk Cm+MOn RW1 M lawwrk5 Janimr Rooms Matl ji Rooms ■WI q V.rt Peneoauona, Sft Eb ❑ ❑ R k Wolf¢ Us e A iVW ❑P kWor :Us eOrtWa ❑ HR: Ua AuWg HR: U.N. Chaoh0ai ❑Cky CW Uo A.V wd ❑ Chy Cleifc Usade CircvlaNan ❑ ❑ El ABNn. S.as: Un Asslped ❑ A n. Act: Us Qmah n ❑ CkI M� Us . Astlpwtl ❑ Buibns Svirntlh. Cwiitlon B tl6n; V.wI IM fmkor Rooire. Heslu I Roams l6tl . BuWn; Ve+uol Pswsneanx SM1tla 6mwn Building B (north section) Qo 101• 1 Qt[ %KVS f m 121 tl r ISI tl Building CA ❑ ❑ ❑ ❑ ® fl k Wa Ua Anitnw ❑ R Wa Ua CiroA.. ❑ M&W Lk bW ^nW^ edema Umk CImd.9on Sh. ❑ rnom� u� Auipiea PI w Uvde C� BWWM FEET 0 5 10 20 Building C.2 ❑ &Md UmW Assil� B M6 , Ua dr'aAmon © R 1, Uw Assl,,e El ,, Umbk QrVlli ❑ B wm 3w—uL Corridors 0 Boma iawmr J.. 0. ., Me Iv xoove ■ &ddnva'dol Pareos . SN( EI . far 105 If 10561 212 If IY61 SIM 7-no 11 IIl61 t3,d 691st 6S' I�r —owl 0 OM Ibk 1N• I HIIIIII - IIIIIIIIII .i1Sr�J A .rb �� k. .i1Sr�J A .rb �� • • • 08tl Building D.1 • 33! Building E • M d 1990 • ©Fit Uvde Mi2tad 11 El Fre UnEle Ci.viemn • tl � AGn Yro, MIY Vnde Asd2ned 411 tl eye, 6va., M1Y lhriie OrmWan b' Qco�m.,�r sa:ued. MlYned , • ❑ Adrti�imvtl.e Svq: Uvtle Mimed • Ej CcKnl Srs: anal¢ need � Bui6n ShvM Udie ('- 4.1unrArow • W"m SoLwdc CORidgi • M d 513 d � Bu2di'q lanror+n.)mimr Pomu. Mer6, queers I ■ M& q Verdol Pmevndnc. Wm Elv m • • • 16Y d 445 µ Yd • YBd 1270 Ild • 60A Wd 242 9( • 121 tl % % 42 210 1250 d d • 75d 10 12 • 116 A n d d • 111 d 395 A nd 61d • µ3d I • Ya� �;. 16d • 32 • 421A • 6d 15 %d 010 • tl SMd 412d 33d • 163tl • 129 d 75 d 190 A 60 d Il1tl IM 141 d 131 d 133d 1310 � • 30 d . ENIM • • • • Building D.2 M d 114 d $65d � 350d 131 d Ild I]9 d LAU IWO 36 d 16d 163 d 100 d mdf Ind 63d IWd d d IW d II Wd ❑M2 AnW� ❑ Rr Uuble O.kd n ❑ Ciq N, Umde Ortdadon Mid ❑BuI6^65onH4. Condors © BuWq 1mw.+es. HMmr Rooms, Made had P.. . BoBtlq VWn1 Peneaa .Shdm Eeft 300d Building Assessment Report Refer to City Council Study Session April 8, 2003 Item No. SS3 Space Utilization Assessment Refer to City Council Study Session April 8, 2003 Item No. SS3 White Paper Report Refer to City Council meeting May 27, 2003 Item No. 23 CITY OF NEWPORT BEACH CITY COUNCIL STAFF REPORT Agenda Item No. 21 June 10, 2003 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: Public Works Department Lois Thompson 949 - 644 -3311 Ithompson@city.newport-beach.ca.us SUBJECT: CITY HALL FACILITIES SCHEMATIC DESIGN — APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN HOLDINGS, INCORPORATED RECOMMENDATIONS: 1. Receive and file report titled, "Comparisons of Continued Occupancy of Existing City Hall vs. Effective Costs of Occupancy in a Replacement City Hall." 2. Direct staff regarding any information or investigations that Council would like for staff to undertake regarding a possible site for City Hall off the Balboa Peninsula. If nothing further is desired on site selection, make that determination. 3. Approve a Professional Services Agreement with Griffin Holdings Incorporated, for the not to exceed price of $578,185 and authorize the Mayor and the City Clerk to execute the Agreement. 4. Approve a Budget Amendment appropriating $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- 02910545. 5. Authorize staff to engage in discussions with Fritz Duda, owner of the adjacent Via Lido Plaza center, regarding a lot -line adjustment. 6. Direct staff to schedule a series of community workshops regarding the planning and design of the project. DISCUSSION: In July 2001, Council directed staff to pursue a long -term strategic plan in the form of a City Hall Facilities Master Plan that would map our facility requirements in order to better serve the public. At the January 8, 2001 City Council meeting, Griffin Holdings Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 2 (Griffin) was hired to develop a City Hall Facility Needs Assessment as Phase I of the City Hall Facilities Master Plan process. At the April 8, 2003, Council Study Session, Council viewed a PowerPoint presentation regarding the results of the City Hall Facility Needs Assessment. In general, the report stated the current City Hall campus is seriously deficient in serving the current and future needs of the City. The existing buildings range from 23 to over 60 years of age and have exceeded their useful life. The recommendation of the study incorporates a long -term, integrated approach, addressing current and long -term workspace needs with respect to staffing, facilities access, mobility, storage, parking, and customer service. Current deficiencies in the following areas were investigated and documented in the study: • Customer Service interface — Poor circulation and lack of a central lobby or entry point is confusing to the public. For example; Public counter is disjointed with key functions such as the Cashier and Building permit issuance separated in different buildings. • Employee Workspace — Many employees share workspace or have workspace in areas that were once conference rooms or even hallways. There is no room for expansion to accommodate future public needs. • Records Storage — Some records are currently stored offsite. With the inflow of Newport Coast plans and potential future annexations, we are using storage container bins within the City Hall parking lot. • Meeting Rooms - Existing spaces are cramped and some have been converted to office space. • Seismic building code compliance — None of the City Hall buildings, including the Fire Station, would survive a major seismic event without significant structural damage. • ADA compliance — There are widespread problems requiring costly improvements. • Parking — Many employees currently park off site. Customer parking is very difficult at various times of the day. As a result of the April 8, 2003, Study Session, the Council had three areas of concern and directed staff to report on these items: • Will there be operational savings expected from new facilities? • Will there be significant improvement in productivity expected from new facilities? • Would the parking structure generate income? In a response to these questions, Griffin authored a White Paper addressing these areas of concern. The report is included as an attachment to this memo and staff recommends Council receive and file same. The report summarizes the current and existing conditions and shortcomings, which constrain efficiency and productivity levels. A discussion of current literature is included that supports the expected 15% improvement in productivity. In addition, a questionnaire was distributed throughout Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 3 City Hall and staff themselves expected an overall 14.7% improvement in productivity. These percentages are then computed to the dollar equivalent of a 15% improvement based on current compensation levels for City Hall staff. The result indicates a probable productivity benefit of more than $2 million annually. Although a productivity benefit does not translate directly into "cash in hand" savings, there will be offsets of future staff recruitments due to improved efficiencies. There are also gains to be had from reduced security, safety risks, and lost opportunity costs. Griffin also surveyed past utility costs and compared those costs to the typical utility costs modeled for the proposed City Hall. An energy savings of 17% is expected over the first five years of operation, with a savings of $3.75 million over the 40 -year building life. Griffin researched actual City Hall building maintenance costs over the past five years and deferred maintenance costs. When compared with BOMA Experience Reports (new facility long -term maintenance costs), the difference is $3.7 million extended over a 40 -year building life. Staff responded to Council's question on how much revenue could be expected from a parking structure. Local market rates for monthly parking were surveyed and staff has estimated the potential of the proposed parking structure at conservative annual net revenue of approximately $210,000 per year. This net revenue is based on the data within the following table: Parking Revenue Existing Parking Meters $ 0.50 per hour Lido Marina Village Structure Current Charges $ 70.00 per month 100 "overage" spaces available in proposed structure 50 spaces on monthly basis $ 3,500.00 per month 50 spaces on hourly basis 7am -9pm @ 50% occupancy $ 10,500.00 per month 225 spaces 6 -9pm M -F 7am -9pm Sa /Sun 25% $ 10 481.25 per month Projected Monthly Income $ 24 481.25 Projected Gross Annual Income $293,775.00 Anticipated Expenses Parking Lot Attendant 14hr`365`17 salary + benefits $ 86,870.00 Net Annual Revenue $206,905.00 please note: There are 24 surface parking spaces proposed in addition to the 325 spaces in the parking structure. It is assumed the 24 surface parking spaces would be non - metered and free of charge. Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 4 Per City Manager direction, staff also collected visitor data for a period of two weeks at each of the public counters. Actual visitor counts indicate there is an average of 500 persons per day who visit our public counters. Although some of these visits may include multiple public counters within City Hall, it is indicative that many people each and every day are visiting our offices for service. Griffin recommends a reasonably sized City Hall that would accommodate current and future needs, estimated at 62,000 square feet (current size is approx. 44,000 sq. ft.). Griffin's recommended solution is to construct an entirely new facility including the replacement of Fire Station #2 and the construction of a 350 space parking structure. The estimated cost of such a project is estimated at 28 million dollars. Taking advantage of the current interest rates, the City could finance the project over 30 years at an annual cost of approximately two million dollars. The annual costs could be offset by the savings in capital maintenance and improvement costs, operational efficiencies due to centralization of employees and records, and potential parking revenues from adjacent uses, which badly need additional parking. The next step, or Phase II, in the Master Plan process is to establish schematic plans providing a detailed concept of the proposed City Hall replacement project. This project phase would provide enough information in the areas of space allocation and cost, so a decision could be made to proceed or not to proceed with Phase III, which is the preparation of construction plans and specifications and ultimately the construction of a new City Hall, Fire Station, and parking structure. Griffin has submitted a proposal for Phase II of this project. The scope of the services to be provided by Griffin for this project are summarized as follows: • Architect and Program Management — Griffin will sub - contract and administer all contracts required to plan and design the facility, prepare the schematic design drawings, and develop a budget estimate with defined scope of work and preliminary schedule • Budget — development of cost estimates for all components of the work • Constructability Review — technical management of project design, performance of architectural and engineering design, suggest refinements to improve future sequencing of work, and participate in value engineering exercise • Schedule — Griffin will prepare a critical path management schedule for approval by City, provide monthly status reports, periodic presentations to City Council, and coordinate meetings with other groups and organizations as directed by the City A detailed scope of services is included in the attached Professional Services Agreement. Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 5 In addition, preliminary review of the site plan alternatives indicates a lot -line adjustment with the adjacent property owner would be beneficial for both parties. Staff is requesting approval from Council to engage the adjacent property owner in discussions regarding the 'land swap" and then bring the issue back to Council for decision at a future meeting. Environmental Review: This activity is not a project as defined in the California Environmental Quality Act (CEQA) Implementing Guidelines. However, an environmental review and appropriate documentation will be required upon establishment of a viable project concept. Public Notice: The scope of services identified in this Professional Services Agreement provides for a series of community and Council workshops to solicit input regarding the planning and design of the project. Funding Availability: There is $325,000 appropriated in the current budget for City Hall expansion planning. To accommodate the next phase of the process, staff recommends approval of a Budget Amendment to appropriate $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- C2910545. Upon approval of this budget amendment, there will be sufficient funds available in the following account for the schematic design work: Account Description City Hall Expansion Plan Prepared by: Lois Thompson Administrative Manager Account Number Amount 7011- C2910545 $578,185 Attachments: White Paper Professional Services Agreement Budget Amendment Submitted by: r Stephen G.B d m Public Works Director O ZR xc# p con S.- a N �w � w JL 1,:) p con S.- a N no C 0 70Q 70 N E O co [L ( 0 +� N _ COO U U N 70 C:N N EV) C1 i > � U � cz 4— C/)co i (� 7 �' C15 N N _ U -0 C CO (15 C/)70_ U O OC15 ZZ v 0 cm&o co 70 Cf) O LL 4-0 � U O -0 " O N O U Q U- - rr cz O O cn p O > O Q. 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U •C u � �. � � t"" �" aS a: P4 V) a a P e h = I o P 91 v MIJ �7 r ' Kkvi b y ` � M o O Con IN I W 4 t it 3 s �! rr 91 v MIJ �7 r v ►v Sj 'tea ff 4i /J v ►v SPI 4t v 0 0 ff SPI 4t v 0 0 70 N O O 0) � O N � N � N ~ 0 .0 N O O O CV — + —0 >, cz i (Z O cn cz CZ CZ cm Q � m A ::o a C a f v .ti f Cn A • 70 O cz 0 (Z U N CZ co 0 U) �a a) a) > O O_ ._ Q 0— ,, O O -+—' -0 Q cz 0 cIOa) 70 p — U >, Q c: a CD 70 7C3' C N cz Z3(npU O O ' — >1 a) N cO a 0 +r U c: -0 U o a) N U p O cz -0 cz 0) � Q) U CZ cz cz cz a zt o o > Oa)Q� _ �� Via) a� a) -� cz > . a) CDL c15Q-, tea) -0 cmso c m o— O CZ p U)cZ Q c� Z370 x+ a) 0)cz cz cz A N O a) p N U) o O a) > '� _ }, O CA O• cn U �'' i i a"n Q Z� CZC) 70 cz 0 �E � Q co X O Q p N C OU C 4� U- U O O U cn U c U 'O Q U) CITY OF NEWPORT BEACH CITY COUNCIL STAFF REPORT KID. 91 (a ry o Agenda Item No. 23 May 27, 2003 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: Public Works Department Lois Thompson 949 - 644 -3311 Ithompson@city.newport-beach.ca.us SUBJECT: CITY HALL FACILITIES SCHEMATIC DESIGN — APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN HOLDINGS, INCORPORATED RECOMMENDATIONS: 1. Receive and file report titled, "Comparisons of Continued Occupancy of Existing City Hall vs. Effective Costs of Occupancy in a Replacement City Hall." 2. Approve a Professional Services Agreement with Griffin Holdings Incorporated, for the not to exceed price of $578,185 and authorize the Mayor and the City Clerk to execute the Agreement. 3. Approve a Budget Amendment appropriating $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- 02910545. 4. Authorize staff to engage in discussions with Fritz Duda, owner of the adjacent Via Lido Plaza center, regarding a lot -line adjustment. 5. Direct staff to schedule a series of community workshops regarding the planning and design of the project. DISCUSSION: In July 2001, Council directed staff to pursue a long -term strategic plan in the form of a City Hall Facilities Master Plan that would map our facility requirements in order to better serve the public. At the January 8, 2001 City Council meeting, Griffin Holdings (Griffin) was hired to develop a City Hall Facility Needs Assessment as Phase I of the City Hall Facilities Master Plan process. At the April 8, 2003, Council Study Session, Council viewed a PowerPoint presentation regarding the results of the City Hall Facility Needs Assessment. In general, the report Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, lnc. May 27, 2003 Page: 2 stated the current City Hall campus is seriously deficient in serving the current and future needs of the City. The existing buildings range from 23 to over 60 years of age and have exceeded their useful life. The recommendation of the study incorporates a long -term, integrated approach, addressing current and long -term workspace needs with respect to staffing, facilities access, mobility, storage, parking, and customer service. Current deficiencies in the following areas were investigated and documented in the study: • Customer Service interface — Poor circulation and lack of a central lobby or entry point is confusing to the public. For example; Public counter is disjointed with key functions such as the Cashier and Building permit issuance separated in different buildings. • Employee Workspace — Many employees share workspace or have workspace in areas that were once conference rooms or even hallways. There is no room for expansion to accommodate future public needs. • Records Storage — Some records are currently stored offsite. With the inflow of Newport Coast plans and potential future annexations, we are using storage container bins within the City Hall parking lot. • Meeting Rooms - Existing spaces are cramped and some have been converted to office space. • Seismic building code compliance — None of the City Hall buildings, including the Fire Station, would survive a major seismic event without significant structural damage. • ADA compliance — There are widespread problems requiring costly improvements. • Parking — Many employees currently park off site. Customer parking is very difficult at various times of the day. As a result of the April 8, 2003, Study Session, the Council had three areas of concern and directed staff to report on these items: ® Will there be operational savings expected from new facilities? Will there be significant improvement in productivity expected from new facilities? m Would the parking structure generate income? In a response to these questions, Griffin authored a White Paper addressing these areas of concern. The report is included as an attachment to this memo and staff recommends Council receive and file same. The report summarizes the current and existing conditions and shortcomings, which constrain efficiency and productivity levels. A discussion of current literature is included that supports the expected 15% improvement in productivity. In addition, a questionnaire was distributed throughout City Hall and staff themselves expected an overall 14.7% improvement in productivity. These percentages are then computed to the dollar equivalent of a 15% improvement based on current compensation levels for City Hall staff. Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. May 27, 2003 Page: 3 The result indicates a probable productivity benefit of more than $2 million annually. Although a productivity benefit does not translate directly into "cash in hand" savings, there will be offsets of future staff recruitments due to improved efficiencies. There are also gains to be had from reduced security, safety risks, and lost opportunity costs. Griffin also surveyed past utility costs and compared those costs to the typical utility costs modeled for the proposed City Hall. An energy savings of 17% is expected over the first five years of operation, with a savings of $3.75 million over the 40 -year building life. Griffin researched actual City Hall building maintenance costs over the past five years and deferred maintenance costs. When compared with BOMA Experience Reports (new facility long -term maintenance costs), the difference is $3.7 million extended over a 40 -year building life. Staff responded to Council's question on how much revenue could be expected from a parking structure. Local market rates for monthly parking were surveyed and staff has estimated the potential of the proposed parking structure at conservative annual net revenue of approximately $210,000 per year. This net revenue is based on the data within the following table: Parking Revenue Existing Parking Meters $ 0.50 per hour Lido Marina Village Structure Current Charges $ 70.00 per month 100 "overage" spaces available in proposed structure 50 spaces on monthly basis $ 3,500.00 per month 50 spaces on hourly basis 7am -9pm @ 50% occupancy $ 10,500.00 per month 225 spaces 6 -9pm M -F, 7am -9am Sa /Sun Q 25% $ 10,481.25 per month Projected Monthly Income $ 24,481.25 Projected Gross Annual Income $293,775.00 Anticipated Expenses Parking Lot Attendant 14hr'365'17 salary + benefits $ 86,870.00 Net Annual Revenue $206,905.00 Please note: There are 24 surface parking spaces proposed in addition to the 325 spaces in the parking structure. It is assumed the 24 surface parking spaces would be non - metered and free of charge. Per City Manager direction, staff also collected visitor data for a period of two weeks at each of the public counters. Actual visitor counts indicate there is an average of 500 persons per day who visit our public counters. Although some of these visits may Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. May 27, 2003 Page: 4 include multiple public counters within City Hall, it is indicative that many people each and every day are visiting our offices for service. Griffin recommends a reasonably sized City Hall that would accommodate current and future needs, estimated at 62,000 square feet (current size is approx. 44,000 sq. ft.). Griffin's recommended solution is to construct an entirely new facility including the replacement of Fire Station #2 and the construction of a 350 space parking structure. The estimated cost of such a project is estimated at 28 million dollars. Taking advantage of the current interest rates, the City could finance the project over 30 years at an annual cost of approximately two million dollars. The annual costs could be offset by the savings in capital maintenance and improvement costs, operational efficiencies due to centralization of employees and records, and potential parking revenues from adjacent uses, which badly need additional parking. The next step, or Phase II, in the Master Plan process is to establish schematic plans providing a detailed concept of the proposed City Hall replacement project. This project phase would provide enough information in the areas of space allocation and cost, so a decision could be made to proceed or not to proceed with Phase III, which is the preparation of construction plans and specifications and ultimately the construction of a new City Hall, Fire Station, and parking structure. Griffin has submitted a proposal for Phase II of this project. The scope of the services to be provided by Griffin for this project are summarized as follows: ■ Architect and Program Management — Griffin will sub - contract and administer all contracts required to plan and design the facility, prepare the schematic design drawings, and develop a budget estimate with defined scope of work and preliminary schedule ■ Budget —development of cost estimates for all components of the work • Constructability Review — technical management of project design, performance of architectural and engineering design, suggest refinements to improve future sequencing of work, and participate in value engineering exercise • Schedule — Griffin will prepare a critical path management schedule for approval by City, provide monthly status reports, periodic presentations to City Council, and coordinate meetings with other groups and organizations as directed by the City A detailed scope of services is included in the attached Professional Services Agreement. In addition, preliminary review of the site plan alternatives indicates a lot -line adjustment with the adjacent property owner would be beneficial for both parties. Staff is requesting approval from Council to engage the adjacent property owner in discussions regarding the "land swap" and then bring the issue back to Council for decision at a future meeting. Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. May 27, 2003 Page: 5 Environmental Review: This activity is not a project as defined in the California Environmental Quality Act (CEQA) Implementing Guidelines. However, an environmental review and appropriate documentation will be required upon establishment of a viable project concept. Public Notice: The scope of services identified in this Professional Services Agreement provides for a series of community and Council workshops to solicit input regarding the planning and design of the project. Funding Availability: There is $325,000 appropriated in the current budget for City Hall expansion planning. To accommodate the next phase of the process, staff recommends approval of a Budget Amendment to appropriate $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- C2910545. Upon approval of this budget amendment, there will be sufficient funds available in the following account for the schematic design work: Account Description City Hall Expansion Plan Prepared by: ndti :irti>u�+✓L Lois Thompson Administrative Manager Account Number 7011- C2910545 Attachments: White Paper Professional Services Agreement Budget Amendment Amount $578,185 Submitted by: Stephe . 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EFFECTIVE COSTS OF OCCUPANCY IN A REPLACEMENT CITY HALL NEWPORT BEACH, CALIFORNIA 1 MAY 2003 PART I. SUMMARY PART 2. ANTICIPATED WORKPLACE EFFICIENCY IMPROVEMENTS AC- COMPANYING NEW CITY HALL FACILITIES PART 3. UTILITY COMPARISON, EXISTING FACILITIES VS. NEW FACILITIES, WITH DISCUSSION OF HISTORIC AND ANTICIPATED NEW MAINTENANCE COSTS ra GRIFFIN STRUCTURES, INC. 385 SECOND STREET LAGUNA BEACH, CA 92651 LP LPA, INC. 17848 SKY PARK CIRCLE IRVINE, CA 92614 I 1 1 1 1 1 1 1 1 1 1 1 1 1 1 SUMMARY City Council asked several questions at the Working Session of April 8, at which Griffin Structures, Inc., and LPA, Inc., presented final findings related to the construction of replacement Civic Center facilities. Two of these questions revolved around (1) possible efficiency and productivity improvements related to use of new City Hall facilities, and (2) possible improvements in operating and maintenance costs which may be realized in a new facility. This document addresses these two important questions. WHITE PAPER - ANTICIPATED WORKPLACE EFFICIENCY IMPROVEMENTS ACCOMPANYING NEW CITY HALL FACILITIES We have approached the question of possible productivity improvement gains primarily by examination of the analytic literature for studies of typical office workplace productivity improvements elsewhere. The bottom line of these studies identifies that productivity improvements of about 15% should be realized, assuming (a) the total work cost is considered, including recruitment and turnover, as well as task - specific improvements, (b) the existing facilities are sufficiently poor in how they support productivity and work processes, (c) improved work flow and processes are incorporated in the new design, (d) management staff is disciplined regarding the issue of productivity recapture once new facilities are in place. • The attached White Paper presents, first, a summary of the current and existing conditions and their short- comings based on the Griffin survey and analysis of existing conditions and requirements. The findings show that there are significant facility -based conditions which constrain efficiency and productivity levels. • Second, the White Paper presents a survey of primary literature, which supports the claim of an expected 15% improvement in productivity. The case is further presented that these studies are directly applicable to the situation in Newport Beach City Hall. • Third, the White Paper presents a summary of a self - administered questionnaire distributed to the City Hall staff. In this questionnaire, the staff themselves (on average) identified an expected overall improvement of 14.7% in productivity. This, coincidentally, is in direct alignment with the surveys noted above. The White Paper also presents a summary of comments received from staff regarding conditions in the Existing City Hall. • Fourth, the White Paper computes the dollar equivalent of a 15 % improvement in productivity, based on current compensation levels for City Hall staff. This is a statistical number and is realized through disci- pline in future operations, proper attention to design of the City Hall to achieve improved work processes, and slowed addition of future staff or extension of services for existing staff. The computation shows a probable productivity benefit of more than $2 million annually. This approximately equals the annual payments to fully amortize the 30 -year cost of new construction (total project, including not only City Hall, but also a 350 car parking structure and a replacement Fire Station). UTILITY COMPARISON — NEWPORT BEACH CIVIC CENTER A survey of past utility costs was made and is compared to the typical utility costs which are modeled for new City Hall facilities of the type proposed. On this basis, an anticipated energy savings of about 17% is expected over the first five years of operation, and over a 40 -year building life (compared with current costs, in current dollars) a total savings of over $3,750,000 is estimated. These figures assume a 5% escalation in energy costs, based on experience of the past 10 years. The survey team also researched and assembled the costs of actual building(s) maintenance over the past five ' years. To this was also added the current deferred maintenance costs which are needed and which, ideally, we understand would already have been made if budgets allowed for them. The City Hall and Fire Department HQ total is averaged at over $4.00 per square foot per year for the existing facilities. New facilities, based on ' BOMA Experience Reports, suggest that long -term maintenance and repair costs for new facilities is in the range of $1.25 /sq. ft. /year. This difference, extended over a 30 year future building life, is in excess of $2.7 million, and if extended over 40 years, this amount increases to more than $3.7 million. I ' BIBLIOGRAPHY ' The following bibliography includes a number of documents which address the question of Office Productivity and its relation to facility replacement and improved work environments. A comprehensive survey of results of various researchers appears in the White Paper noted above. See in particular the works of Brill and Oseland. ' ASBRIDGE R. and COHEN R., Probe 4: Queen's Building, Building Services Journal, 1996, April, pps. 35 -38 BAKER N., The Irritable Occupant: recent developments in thermal comfort theory, Architectural Research Quarterly, Vol 2., Winter, 1996 ' BIFM, British Institute of Facilities Management. Facilities introduction (extract from BIFM web -site www.bifm.org.uk), September, 2001. BORDASS W. and LEAMAN A., From Feedback to Strategy, Buildings in Use '97: how buildings really work. ' London, Commonwealth Institute, 1997, Feb 25 BORDASS W., BROMLEY A., and LEAMAN A., Comfort, control and energy efficiency in offices, BRE Infor- mation Paper, IP3/95, 1995, February ' BORDASS W., BUNN R., LEAMAN A. and RUYS - SEVELT P., Probe I: Tanfield House, Building Services Jour- nal, 1995, Sep. pps. 38-41 BORDASS W., COHEN R. and STANDEVEN M., Technical Review of Engineering and Energy Issues: Probe Office Buildings, Buildings in Use '97: how buildings really work. London, Commonwealth Institute, 1997, Feb 25 BORDASS W., FIELD J. and LEAMAN A., Probe 7: Homeowners Friendly Society, Building Services Journal, ' 1996, Oct, pps. 39-43 BRILL M S, Marguilis S T, Konar E and BOSTI. Using Office Design to Increase Productivity. Buffalo: Work- place Design and Productivity Inc., 1984. ' BRILL M., The Office as a Tool, The Buffalo Organisation for Social and Technological Innovation (BOSTI)., 1986 COHEN R., LEAMAN A., ROBINSON D. and STANDEVEN M., Probe 8: Anglia Polytechnic University ' Learning Resource Centre, Building Services Journal, 1996, Dec, pps. 27 -31 COHEN R., RUYSSEVELT P., STANDEVEN M., BORDASS W. and LEAMAN A., The Probe method of Inves- tigation, CIBSE National Conference 1996, Harrogate, UK, 1996, Sep ' COHEN R., STANDEVEN M. and BORDASS W., Technical Review of Engineering and Energy Issues: Probe non -office buildings, Buildings in Use '97: how buildings really work. London, Commonwealth Institute, 1997, Feb 25 ' Construction Industry Research and Information Association (CIRIA), Dealing with Vandalism, CIRIA Special Publication 91, London, 1994, chapter 4, pps 31 -32 HERZBERG F, MAUSNER B, PETERSON R O AND CAPWELL D F. Job Attitudes: Review of Research and ' Opinion. Pittsburgh: Psychological Services of Pitsburgh, 1957. HUMPHREYS Rev. M., Field studies of thermal comfort compared and applied, Building Services Engineer, 44, 1976, pps. 5 -27 ' HUMPHREYS Rev. M., Thermal Comfort in the Context of Energy Conservation, in ROAS S. and HANCOCK M. (eds)., Energy Efficient Building, Oxford: Blackwell Scientific Publications, 1992, pps. 3 -13 KATSIKAKIS D. and LAING A., Assessment of Occupant Density Levels in Commercial Office Buildings, Stan- hope Properties, 1993, October ' LEAMAN A. and BORDASS W., Design for Manageability, in ROSTRON J. (ed.), Sick Building Syndrome: con- cepts, issues and practice, London: E &F Spon, 1997, pps. 135 -149 ' LEAMAN A., BORDASS W., COHEN R. and STANDEVEN M., The Probe Occupant Surveys, Buildings in Use '97: how buildings really work. London, Commonwealth Institute, 1997, Feb LEAMAN A., Probe 10: Occupancy Survey Analysis, Building Services Journal, 1997, May, pps. 21 -25 ' LEAMAN A., Space Intensification and Diversification, in LEAMAN, k (ed), Buildings in the Age of Paradox, loAAS, University of York, 1996, pps. 4459 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part I: Recent Studies, Measures and Costs, Ashrae Transactions, 1994, pps. 741 -749 ' LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part 2: Effects of Temperature, Ashrae Transactions, 1994. pps 895 -901 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part ' 2: Effects of Indoor Air Quality, Ashrae Transactions, 1994. pps 902 -912 MARMOT M., Report on Perceived control over work, British Medical Journal, July 1997 MASLOW A H. Motivation and Personality. New York. Harper & Row Publishers Inc, 1970. ' McINTYRE C., Indoor Climate, London: Applied Science Publishers, 1980, P. 154 OSELAND N A and BARTLETT P. Improving Office Productivity: A Guide for Business and Facilities Manag- ers. Harlow: Longman, 1999b. ' OSELAND N A and BARTLETT P. The bottom -line benefits of workplace productivity evaluation. Facilities Management Journal, 7(4), April, 1999a. OSELAND N A. Environmental Factors Affecting Office Worker Performance: A Review of Evidence, Techni- cal Memorandum TM24. London: CIBSE, 1999. OSELAND N., BROWN D. and AIZLEWOOD C., Occupant Satisfaction with Environmental Conditions in Naturally Ventilated and Air Conditioned Offices, CIBSE Mixed Mode Conference, 1997, May 22 ' OSELAND, N., The relationship between energy efficiency and staff productivity, Building Research Establish- ment internal CR90/97, 1997, April OSELAND, N., To What Extend does Workplace Design and Management Affect Productivity, Internet Publi- cation at www.officeproductivity.co.uk, 3 December 2001. Private communication to authors, July 1997. ROWE D., FORWOOD B., DINH C. and JULIAN W., Occupant Interaction with a Mixed Media Thermal ' Climate Control System Improves Comfort and Saves Energy, AIRAH meeting, Sydney, 1998 STANDEVEN M. and COHEN R., Probe 5: Cable and Wireless College, Building Services Journal, 1996, June, pps. 35 -39 ' STANDEVEN M., COHEN R. & BORDASS W., Probe 2: 1 Aldermanbury Square, Building Services Journal, 1995, Dec, pps. 29 -33 STANDEVEN M., COHEN R. and BORDASS W., Probe 3: C &G Chief Office, Building Services Journal, 1996, ' Feb, pps. 31 -34 STANDEVEN M., COHEN R. and LEAMAN A., Probe 6: Woodhouse Medical Centre, Building Services Jour- nal, 1996, August, pps. 35 -38 TENNER E., Why Things Bite Back: New technology and the revenge effect, Fourth Estate: London, 1996 TRICKETT T., Workplace Design: Its Contribution Towards Total Quality, Facilities, vol. 10, number 9, 1991 ' VISCHER J., Environmental Quality in Offices, New York. Van Nostran Rheinhold, 1989 WYON D P. Healthy buildings and their impact on productivity. In Seppanen O et al (eds) Indoor Air '93: Thermal Environment, Building Technology, Cleaning, Volume 6. Helsinki: University of Technology, 1993, 3- 14. 1 E 11 1 1 1 1 1 1 1 1 1 i 1 1 1 1 1 1 1 ANTICIPATED WORKPLACE EFFICIENCY IMPROVEMENTS ACCOMPANYING NEW CITY HALL FACILITIES i 1 1 i L] 1 1 1 1 1 1 1 1 1 1 1 1 1 WHITE PAPER ANTICIPATED WORKPLACE EFFICIENCY IMPROVEMENTS ACCOMPANYING NEW CITY HALL FACILITIES NEWPORT BEACH, CALIFORNIA 1 MAY 2003 w Griffin Structures, Inc. 365 Second Street Laguna Beach, CA 92651 949497 -9000 TABLE OF CONTENTS Ll ESTIMATED PRODUCTIVITY IMPROVEMENT UNNEWPORT BEACH ......................... ....... ......... ............. ... |4 City Hall Staff Costs 14 Calculation nf the Feasible Productivity Value nf New Facilities ...................................................................................... |4 Calculation nf the Cost nf New Facilities .~..~..~~.~~....~~.~......_~~~....~~~.~.~...^—...)4 Comparison nf Facilities Costs and Calculated Efficiency Gains ....................................................................................... |5 APPENDIX BIBLIOGRAPHY Griffin Structures, Inc. Newport Beach Civic Center White Paper Table v[Contents INTRODUCTION................ ...... ......... ........... ..................... ....... ... ... ..... ............ ................................. ..... ... ....... ... ........ .i U� THE PURPOSE ov THIS WHITE PAPER .................. ... ~~..~~.~� ............................................................................................... EXISTING CITY HALL FACILITIES | | � ................................................................. ^~_ ................................................................ .................. TYPICAL PRODUCTIVITY GAINS FROM OFFICE REDESIGN .......... ........... ........................ .................... ... ....... 4 DEFINITION oF PRODUCTIVITY .......................... _~~~~_ ................................................................................................................. 4 �m FACILITIES CHANGE AND IMPROVED OFFICE PRODUCTIVITY .............................................................................................................. 4 /\ Survey nf Studies Showing Productivity Gains . ...................... ............................................ ............................................... 5 WORKSTATION-SPECIFIC IMPROVEMENTS ................... ........................................................................... ... .......................................... 7 U�The BOST| Studies ................................................................................................................................................................................... 7 ROST| Estimate nf Workplace Cost ............................................................................................... ......................................... ..... 7 Contribution nf Workplace on Business Outcomes . .............. . ................ .^~~.` ....................................................... R U� Productivity Improvements ut the Workstation ............................................................................................................... ........ 8 SELF-ADMINISTERED NEWPORT BEACH SURVEY ............... ......... ........ ........ ....... ...... ....... .............. ... ... ...... .... 10 QUAmTmmvEsmm/Toov|mmm/owcNT ...~~~~—~..~~.—..~~~_.~..~~...~....~~..~~—~~.|O U� EMPLOYEE COMMENTS ow THE QUESTIONNAIRE RESPONSES ......................................................................................................... |O Ll ESTIMATED PRODUCTIVITY IMPROVEMENT UNNEWPORT BEACH ......................... ....... ......... ............. ... |4 City Hall Staff Costs 14 Calculation nf the Feasible Productivity Value nf New Facilities ...................................................................................... |4 Calculation nf the Cost nf New Facilities .~..~..~~.~~....~~.~......_~~~....~~~.~.~...^—...)4 Comparison nf Facilities Costs and Calculated Efficiency Gains ....................................................................................... |5 APPENDIX BIBLIOGRAPHY Griffin Structures, Inc. Newport Beach Civic Center White Paper Table v[Contents ■ ' INTRODUCTION ' THE PURPOSE OF THIS WHITE PAPER The City of Newport Beach has a list of Values, and the City Departments have formulated Mission Statements, which collectively present the purpose of the City government and represent the "corporate intent' of its doing ' business. Facilities costs are a normal component of the price to execute this business, and represent a portion of the operational overhead. It is important that two factors be appropriately balanced in providing these facili- ties. ' Effective Operations: The facilities must appropriately facilitate the execution of business, which in- cludes a wide range of business values and objectives, such as workplace productivity and efficiency, customer and public convenience, appropriate levels of workplace satisfaction, promotion of retention ' and recruitment goals, adequacy of space for work and storage, appropriate levels of safety and secu- rity, and many others. ' Controlled Costs: The facilities must represent appropriately low levels of overhead within the scope of total capital allocations, maintenance implications, life -cycle considerations, and total impact on the budget. The overhead cost must "be in line" with the Values and Missions. ' As noted below, some workstations are very cramped, spaces are functionally deficient, and facilities generally do not provide for industry standard quantities, qualities, and types of space to do required work tasks over the long term. Poor conditions have developed slowly over time, so that these impacts have come about gradually. ' Some accommodations have been made, including improved employee break space, some new acquisition of furnishings, and others, which partially mitigate negative conditions for certain staff at certain times. Still, it is generally agreed that new facilities will improve the productivity, effectiveness, and efficiency of operations. The purpose of this White Paper is to provide a measure of quantification for it. ' Moreover, as noted above, there is a certain overhead of capital cost (including new construction sinking funds, maintenance, operations, and other facility -based components) which is required in ANY City operation. The ' City of Newport Beach cannot avoid this cost, and eventually every building must be substantially rehabilitated or replaced. Consequently, there are two issues which this White Paper addresses: (1) what improvements in "productivity" ' might be expected from new City Hall facilities, including how these compare to the costs of providing new fa- cilities, and (2) what level of baseline facilities capital cost are typically expected over the long term, above and beyond any offsets from operational improvements that new facilities should provide. ' EXISTING CITY HALL FACILITIES ' The present City Hall facilities in Newport Beach are on balance not efficient, and appear to contribute to a de- gree of productivity loss. They represent low levels of most factors by which such facilities are measured. This is discussed at some length in the evaluation reports which were submitted to the City in the course of the Needs t Assessment project. Among the shortcomings are the following, repeated in summary here from the earlier reports: 1 • The space allocations in the existing Newport Beach Civic Center are smaller than the benchmarks of com- parable jurisdictions by between I I% and 25 %, and space conditions are functionally and qualitatively be- low desirable levels. It is also our opinion that the nature of existing workstations do not provide for ade- quate flexibility to meet technological, operational, or organizational changes and advancements that typi- cally occur overtime. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page I I • From our experience, as well as from the reports of the users, the existing staff workstations are generally not well designed and do not make for efficient office functioning. This is not true in all cases, however, as ' some workstations are extremely efficient in how they function as well as how they utilize space. This is partly due to the fact that many workstations are custom - built, in some cases for the staff individuals who are now in those workstation and in some cases for staff who are no longer there. In time, hard -built ' workstations become less convenient or appropriate to their originally designed function, due to changing requirements for technology, organization, and operational procedures. • There is another class of workstation in the Civic Center which is assembled from available materials and equipment. This is not so much for efficiency as due to the availability of components. There are exam- ples of this in the Planning and Building Department staff areas especially, where individuals make do with all sorts of odd collections of equipment or ad hoc furnishings. ' Overall, it is clear that some part of the crowding and inefficiency is due to improper or inadequate work- station design, layout or use. • The basic planning rule we use for conference space allocation in City administrative buildings is mini- ' mally 15 sq. ft. per workstation, with between 5 -10 sq. ft. additional space for "special" meeting areas, such as interview rooms, plan check meeting rooms, department libraries, and the like. Currently, excluding the Council Chambers, conference areas total 1,895 sq. ft. serving 189 workstations, or about 10 sq. ft. per workstation. One major problem today is that there are few rooms large enough for mid -size meetings. ' The location of the existing conference rooms is also very inconvenient. For example, the conference room in Building "A" might be better utilized if it were not so remote from most departments. A group meeting there can "cost" an extra 10 or 20 minutes in logistic overhead, allowing for walking both ways, getting ' materials there, and the occasional unexpected need to go back to one's office for some material. Disability access is an issue related to deficiencies in conference facilities. Of the total conference areas, half the rooms are inaccessible and not ADA compliant. The general issue of disability access is noted in a ' separate point on code deficiency. It is also important to note the need for specialized meeting spaces serving unique purposes. For example, most One -Stop Shops in other cities provide for at least one meeting room equipped to allow visitors to re- ' view plans in a private (or semi - private) space, away from the main public counter. In Newport Beach, the Public Works Department's (only) conference room must be used for this purpose. • Most departments have some special meeting needs, none of which are provided for today, except for the ' City Attorney office area which is provided with a small (and ill- furnished) law library. Other typically needed special - purpose areas include meeting space for labor negotiations and hearings, auditor work- rooms, workrooms that provide space for packet assembly or for special project team meetings, and de- partment libraries which may contain meeting and reading areas. ' The public areas at the Civic Center are generally deficient in amount of space, functionality of space, and design of space. Such areas include (a) the main building lobby, (b) the access -ways between and reception points at each building and Department, (c) all public counters, (d) waiting areas at each Department, (e) ' the Council Chambers vestibule and main meeting room. The main building entrance lobby appears adequately sized, but this is partly due to the fact that there are so many entry points to the Civic Center that this area serves only the first -time Civic Center visitor and ' those visitors who are coming to an adjacent department. Uses are mixed, with Revenue functions and Administrative functions merged, so that the visitors using the lobby are not very well segregated by pur- pose of visit. The area also does not serve informational purposes well, since signage is limited and the ' take -away materials are not very well organized or displayed according to the visitors' needs. The adjacent conference room, being open to the lobby, causes both areas to function less well than they should. • It is difficult for visitors new [o the Civic Center (or new to a different Department than they usually visit) ' to find their way from the parking areas to the function they are seeking, assuming that they are able to park near the building in the first place. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 2 ' Visitor and employee parking is deficient and it is dispersed between three or four primary areas none of which are signed as to what functions are best reached from any location. The general signage in the pas- sage areas is also poor, especially in directing persons both according to function and to Department name. t All circulation between buildings is open to the side (though possibly covered), and the number of entry points to the campus are as numerous as there are spaces between buildings. There are, furthermore, awk- ward passages through Departments (such as through City Clerk offices to get to Human Resources, or to access the upper floor areas) which are disruptive and confusing. • Public counter lengths are adequate when business work levels are light, but this is not often the case. City ' Clerk and Human Resources areas are especially crowded, both because of counter length and also the lack of space for waiting and passage on the visitor side. • All public counters are very crowded on the staff side, including those serving the development functions, ' and the existing counter space could be doubled (in depth). As to required counter length, which means the number of counter "stations," all Departments report sig- nificant problems at certain times. Moreover, in practice, the amount of counter length which is allocated for a transaction is significantly deficient (for reviewing plans, for example). Staff space deficiencies have ' in part led to integrating staff workstations as part of the counters in an effort to create more efficient work areas (as in Human Resources). This limits the use of the counter when business is heavy to the few work- stations which are constructed. At times, of course, it does allow for staff to turn from their work surface to the visitor more easily. ' Department waiting areas (other than at counters, noted above) are in almost all cases minimal, and De- partments report a general need for more space and accommodation (as at the offices of the City Attorney, where visitors cannot wait comfortably at the point of reception). This is all related to the general conver- t sion of available space into staff and operations work areas, whether for desks, storage, or other uses, and contributes in no small part to the sense of crowding and limitation of office space. • In particular, there is limited space for departments to display informational materials and to conduct re- ception -area business (such as space for applicants in Human Resources). Most of these reception points seem not to convey a sense of efficiency in government and space use, but instead, a sense of clutter, con- striction, and inefficiency. ' The City Hall is found to have several critical physical (including code - related) deficiencies. Among these are the following: - Overall, the complex has responded to short-term needs without a master plan to guide the expansion ' and changing needs of the City. Many of the current inadequacies with the work environments, space allocations, lack of adequate parking, and inefficiency in systems are related to this lack of planning. - Confused circulation and a lack of a central lobby or entry point make many departments either too ac- cessible to the public or difficult to find. Lack of control and security are an issue with all buildings. - No building meets current practices for seismic design. Of the four buildings where seismic systems could be reviewed, all would experience varying degrees of structural damage in a major seismic event. ' The existing Fire Station very likely does not meet the requirements of an essential facility and would likely sustain significant structural damage in a major seismic event. - ADA violations are widespread with none of the buildings complying with Federal American Disabili- ' ties Act (ADA) requirements. - HVAC systems and Electrical systems are all individual - building- based. This causes energy ineffi- ciency and is costly to maintain and service. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 3 I 1 1 1 1 1 1 1 1 1 1 1 1 1 1 TYPICAL PRODUCTIVITY GAINS FROM OFFICE REDESIGN DEFINITION OF PRODUCTIVITY Change in Office Worker Productivity is broadly understood as the combination of many factors, and its meas- urement in a technical sense requires an understanding of conditions before and after whatever change agent is being examined. The typical business definition of productivity is the outcome which results from given inputs, or the ratio of these two, measured in any of a number of ways. Productivity = [Quantity of Output] divided by [Quantity of Input] Often, the output is the measurable work product or result or work, and the input (ideally, the sum of all input) is measured in cost- or energy -based variables. Note that we are referring in particular to the productivity of the entire business entity (the City functions within City Hall), not just the individual employee tasks. Thus, factors such as skill retention, turnover rates, quality of work, training, orientation, customer satisfaction, and other en- terprise -wide productivity variables are also important, along with the individual staff time to perform tasks, assemble for meetings, conduct transactions, and the like. In the production of goods it is often possible to identify, for example, how many hours are worked (an input) and how many items are produced (an output). Or otherwise, it may be possible to examine the quantity of other inputs and outputs, which generally tie the amount of items made and the costs to make them, arriving at some measure of "cost' per "unit'. The objective is to measure the change in productivity under two sets of conditions. The challenge of this analysis is threefold: (1) deciding on what output is to be measured (and actually measur- ing it), (2) deciding on what inputs are to be used as the baseline, and (3) selecting appropriate "before" and "after" states in which the inputs and outputs can be collected and compared. Of course, in the case of Newport Beach, we have no new facilities in place, and have to estimate what the ef- fects might be, based on (a) experiences studied and documented in other cases, (b) expectations of applicability of these cases to the plan for Newport Beach facilities, (c) some degree of "common sense" as to what the effects of such changes might be, based on personal experience and professional judgment. FACILITIES CHANGE AND IMPROVED OFFICE PRODUCTIVITY In the general office setting, a number of detailed and careful studies have been made to measure productivity, or the change in productivity when conditions are changed. For example, there are numerous studies which ex- amine the effects of various changes on the workplace in terms of customer satisfaction, employee absenteeism, typing accuracy, rate of filing, accuracy of filing, recruitment costs, and many others. These changes may in- clude new furnishings, better space, improved environmental control (heat, light, acoustics, for example), and others. While a number of studies have shown the specific improvement in work -task productivity measures, other studies have focused on employee and customer satisfaction measures, relying on yet other studies which show clear links between employee satisfaction and measurable worker performance. All of these studies show re- markably high correlation between appropriate facilities improvement and increases in productivity. In the following discussion, we present some of this analysis, as it applies to the situation in Newport Beach. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 4 ' Overall General improvement in environment Brill et at A Survey of Studies Showing Productivity Gains Most studies apply to the private business sector, but the extension to the public sector appears to be valid as ' well as straight forward. In fact, since various modes of customer interaction, time -based services, and cost - ' driven work measures are dominant in the public sector, the results of productivity economies should be par- Oseland & Bartlett ticularly applicable. "hard The measurement of productivity gain is noted by all researchers as to measure" and difficult, illusive, or ' prone to error. In 1994 Michael Brill surveyed 6,000 American office workers and reported that no work meas- Romm et at Springer uring systems were in place, and even in international studies, where workplace productivity is more often measured in the course of business, a 1999 study found only 20% of the surveyed companies could objectively Sullivan and quantitatively report on performance. Still, a number of indirect methods for estimating performance im- provement (including by Brill and others) have been devised and applied to the effects of improved facilities. ' 15 ' The indirect measurement methods used include staff turnover, revenue changes, overhead cost changes, customer satisfaction scores, business growth measures, recorded staff performance measures by HR departments, job satisfaction scores, and some process efficiency measures (time -based stud- ' ies). The facilities improvements include such factors as environmental control (heat, air, light, acoustic), ' adequacy of work space generally, adequacy of workstations for specific tasks, and others. ' The following table summarizes some results from a range of studies aimed at measuring the net positive Kroner et al change in productivity correlated to improvements in the workplace. In some cases organizational changes may ' have added to the outcome, but it is noted that new facilities also allow for improvements in processes and in Lewis organization which go far beyond simple improvements in the workstations of the staff. Note also that some studies were "negative" in that they examined the effects of worsening conditions rather than improving them, ' as a method of examining the general effects on productivity. ' Exhibit Summary of Selected Productivity Studies ' Type Productivity Issue Examined Source % 1 (continued next page) ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 5 Overall General improvement in environment Brill et at 15 Office refurbishment of post sorting office Browning 6 ' Mean total downtime due to poor facilities Oseland & Bartlett -12.5 (e.g. walking to /waiting at faxes and copiers) ' Refurbishment of bank Properly design workstation Romm et at Springer 15 10 Office refurbishment and restructuring Sullivan 67 General improvement in environment Wyon 15 ' Office refurbishment 12.9 Mixed Env. Increasing privacy through cubicle offices Brill et at 12.3 Control over environmental conditions Drake et at 9 ' Control over environmental conditions Kroner et al 2.8 Voice response systems in call -up centres Lewis 10 1 (continued next page) ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 5 I ' Type Productivity Issue Examined Source % Lighting Increased illuminance from 550 to 1 100 lux for paper -based work Barnaby 2.8 Lighting refurbishment in designers office Browning 15 Increased illuminance from 100 to 1000 lux for textile plant C -ablk 20 Introduction of up- lighting for VDU work Hedge et at 3 Lighting refurbishment in aircraft production Romm et al 20 Lighting refurbishment in drawing office 13 Acoustics Increasing noise by 10 dB in post room Kourigin & Mikheyen -25 Reducing noise in assembly room Kryter 68 Reducing noise (using ear plugs) for industrial weavers Weston & Adams 12 Introducing sound absorbing material into wall of typing pool Wilson 29 HVAC Bringing offices up to current IAQ standards Dorgan 4 Extreme temperatures in munitions factories Fox -30 Increasing fresh air intake to dilute pollutants Kemp & Dingle 3 Comparison of natural ventilation versus AC offices Oseland 3 ' Introducing AC into leather manufacturer Scweisheimer 8.5 Moving from natural ventilation to AC office Sterling -6 Warm temperatures in summer months of tin -plate manufacturer Vernon -10 ' High temperature in coal mine Vernon et al -27 Uncomfortable conditions in typing pool Wyon -40 Introducing AC into utility company 50 ' Introducing AC into electrical manufacturing 3.5 ' Examples of the studies are as follows: Kroner et al (1994) monitored the number of insurance claims processed in an in- surance company 27 weeks before and 24 weeks after moving to new fully refurbished premises. They found a 32% de- crease in productivity during the move but a 16% gain, from the pre -move baseline, after the move. In addition, staff satis- faction with the accommodation increased from 13 to 75 %. Similarly, Sullivan (1990) carried out a study in a leading insur- ance company and monitored the ratio of number of hours worked to claims processed during a move to a renovated ' space with a new layout and furniture. He found that productivity increased by 67%, but as the move was carried out si- mulmneously with organizational restructuring the management estimated the workplace changes to account for approxi- mately 15% of the productivity gain and the staff thought is was around 34 %. Romm and Browning (1994) report of a 6% increase in the number of pieces of mail sorted in post office premises after a refurbishment that focused on improving the ' lighting and acoustics. The savings from productivity gains were 10 times greater than energy and maintenance savings. Source: "To What Extent Does Workplace Design and Management Affect Productivity," Dr. Nigel Oseland, 3 December 2001. Private vs. Public Sector Analysis ' One basic difference is the proportion of staff costs in the private sector to that in the public sector. In most pri- vate sector studies, the baseline factors have included staffing costs of around 75 % -85% of the total annualized business expenditure, with facilities costs (including accommodation and operating costs) of around 5 % -10% of ' the total. The remainder is the non -staff and non - facility cost of doing business, including advertising, insur- ance, and other operating expenses. Businesses generally pay higher salary and benefit costs than in the private sector, which in part contributes to the fact that the staff costs are in this range compared to total expenditure. ' Businesses also often account for an annualized capital depreciation and for more lease costs than generally oc- curs in the public sector, which may further skew the relative proportions of the total cost. As a comparison, based on the annual budget of the City, which includes capital budgeting, all facility operating ' costs, personnel and services expenses, and other annualized expenses, the personnel (with benefits) costs amounts to about 49% of the total budget. Capital improvements costs amount to 22 %, which includes mainte- nance of parks, streets, sidewalks, and other facilities which are not present in the typical private sector enter- ' prise. Maintenance and operations costs amount to 25% of the total budget. The remainder of the City budget Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 6 I ' is allocated to capital outlay (2 %), which mainly is rolling stock and equipment of less than 3 -years life, and debt service (2;6) which is new capital construction (including, for example, a major water utility expense and a ' library building). When restricted to the General Fund, however, City payroll and benefits amount to between 70% and 75% of ' the total fund, which is in line with the low -end private sector range. A given amount of productivity savings (expressed as a percentage of total personnel costs) would produce a better payback rate in the private sector since it applies to a higher total part of the annual business cost. Private sector payoff rates are therefore not used in this report, and instead we use the percentage gain as a ratio of total personnel costs. We believe that the computed productivity gains as expressed in the available literature does apply reasonably to the public ' sector, since they are based on examination of personnel -based measures. ' These Surveys Show a Typical Gain of 15% As shown, the results are quite varied, and it is not easy to determine the specific component of facility im- provement which lead to the results noted. On balance, when facilities seem generally poor in their ability to meet needs of amount of space, type of workspace for the job, proximity and relationship organization of space, environmental quality (meaning noise, heat, light, and air) and personal control, and similar factors, the amount of productivity improvement which accompanies carefully designed new facilities is found to be approximately ' 15 %. This is also consistent with the results of Brill (at BOSTI), who is most commonly quoted in studies of this type. ' WORKSTATION-SPECIFIC IMPROVEMENTS The BOSTI Studies 'BOSTI Associates, under the direction of Michael Brill, has been studying the effects of workplace design, fur- nishings, and environments on worker effectiveness and productivity for three decades. Seminal studies were undertaken in the late 1970's and in 1985 BOSTI published the two- volume work "Using Office Design to In- ' crease Productivity." This study was the result of a 7 -year program involving over ten thousand people in about 80 (commercial) business units, and affirmed a clear relationship between workplace design, productivity, and job satisfaction. ' The most recent work, completed in 2001, clarifies and explains the earlier results in modern terms, and helps provide clear guidelines on how workplace design should be undertaken to maximize potential productivity gains in the larger context of providing facilities improvements which meet the range of functional require- ' ments. The results were summarized and published under the title "Disproving Widespread Myths about Workplace Design" by Kimball International, to show the effectiveness of open workstation (cubicle) design in maintaining or improving employee satisfaction, performance, and productivity. ' Much of what is presented in the following section is derived or directly taken from this work. Some other studies and sources are also utilized, for which appropriate reference is also made. A bibliography of references is supplied at the end of this document. BOSTI Estimate of Workplace Cost ' It has been noted that the primary purpose of a workplace' is to support the organization's mission, and the mis- sion of the City of Newport Beach is strongly expressed in terms of customer benefits, satisfaction, and work product in statements by several of the departments, and in the City's stated goals. So, the purpose of the work- , According to the BOSTI study, workplace is the term for the entire physical environment for work; workspace is the term ' for the space an employee personally uses or sits in most often. In the Griffin Needs Assessment study, we use "worksta- tion" for workspace, but there are some advantages to the BOSTI term. We use the words interchangeably here. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 7 I ' space is on balance to support the functions of the departments as they execute their business and in particular in the timely, accurate, correct, and beneficial conduct of services to the residents. tThe costs of the workplace in achieving its purpose is divided into four components: people costs (mostly sala- ries), technology costs (all electronic equipment, infrastructure, software, and related training), operations costs ' (that is, maintenance, utilities, and facility day -to -day operations costs), and workplace costs (furniture, fixture, equipment, and capital costs which are not part of technology costs as defined here). In most business settings, these costs are shown, when amortized over a ten year baseline period, to be as follows ( BOSTI, 1998 -2008 forecast analysis): ' People Costs...___._..._.._ ...... _ ..... __ ....................... 82% Technology Costs _..._ ....... ......._..._..___._.__.__..._._ 10% Workplace Costs ..... _ ......... _._ ...... _ ................ ... ...... 5% ' Workplace Operations Costs .___ .... .................. 3% The remarkable finding in the more recent studies is that technology costs now exceed workplace costs on the ' average, in the corporate setting, and may well do so in many government settings, also. The BOSTI work, as well as research by others, shows that the workplace environment and design materially affect job performance, job satisfaction, and ease or quality of interaction between staff and with clients. The ' investment in the 8% of workplace costs is marginally leveraged in producing significant output improvements when the correct adjustment and improvement is made in the facilities -based components. ' Contribution of Workplace to Business Outcomes As noted in the BOSTI study, from a facilities perspective, the total effect of the workplace must be measured ' in order to appropriately place "workplace" in the context of competition for business resources. Further, it is not the amount of first costs spent for facilities which are most critical, but rather how these are spent in getting things right. As one approach to assessing the effects of the workplace on the business mission and objectives, is to consider "The Workplace" in relationship to other drivers of desired business outcomes such as employee satisfaction, performance, retention, and efficiency. There are numerous factors affecting how employees perceive their jobs and perform them, including such things as quality technology, salary and incentives, advancement opportunity, appropriate and effective man- agement, work/life balance, and, of course, workplace quality and adequacy. The list is a long one, and varies for each employee and, to some extent, is also dependent upon the nature of the jobs performed. ' The BOSTI work has quantified the effects of workplace on several dimensions of business performance: Business Performance Dimension Effects of Workplace Effects of Other factors job Satisfaction 24% 76% Team Performance 11% 89% Individual Performance 5% 95% ' In addition, the study made several observations about how these measures should be obtained, evaluated, and interpreted. ' Productivity Improvements at the Workstation The referenced BOSTI study examined, across many business units and job types, the workplace qualities that ' have the strongest effects on individual and team performance, and on job satisfaction. These are not all appli- cable to all employees, but seem to have general application outside the private sector and have arisen in con- versations, interviews, and questionnaire results which were obtained during the Griffin Needs Assessment project. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 8 ' The workplace qualities which were shown to have the strongest effects, in rank order are: ' I. Ability to do distraction -free work on one's own. 2. Support for impromptu interactions, both in one's workstation and elsewhere. 3. Support for meetings and undistracted group work. ' 4. Workstation comfort, ergonomics, and enough space for work tools. 5. Workstation that supports side -by -side work, and an opportunity for brief seated exchanges or chats. 6. Locations near to co- workers, or so that they can be found easily. ' 7. A workplace which has good places for breaks. 8. Access to needed technology. 9. Quality lighting and access to daylight. ' 10. Temperature control and air quality. Note that the first two (most highly ranking) factors must be provided by carefully executed design, especially so that they are achieved without compromising each other. It has been estimated that these two factors alone, ' conservatively, would yield at least 3% improvement in individual and team performance. With all other things being equal, and space is adequate in amount, then the Kimball study further notes that this improvement may be attributable to furniture and workstation design and deployment, as a marginal gain over a poorly designed ' (but adequately sized) workplace. LJ 1 1 ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 9 ' SELF - ADMINISTERED NEWPORT BEACH SURVEY ' The Public Works Department of the City of Newport Beach prepared and distributed a questionnaire to staff in City Hall asking them to self - assess what quantitative level of productivity gains may be realized from four di- mensions of workplace improvement: ' Individual workspaces (workstations) of proper size and design for daily tasks Movement between work areas due to improved co- location Team communications and work improvements according to Managers ' Public areas leading to visitor benefits and efficiencies (including related staff efficiencies) These are not entirely exclusive, but also other dimensions of improvement are not addressed in these questions' ' and so it may be possible to add the result to arrive at a conservative self- assessed measure of benefits. The an- swers were given in time (minutes per week) now lost due to facilities shortcomings. The responses included many comments by staff as to deficiencies, even when no quantitative benefit was esti- mated. These comments are quite revealing, and support the kinds of deficiencies which were identified in the earlier Griffin studies and which are summarized at the beginning of this White Paper. ' QUANTITATIVE ESTIMATES OF IMPROVEMENT The responses to each question were examined, and when a discernable quantitative reply was given (including ' "no" or "none" and zero), these were tabulated and the total was compared to the total possible work minutes in the week (based on an average 40 -hour week). The results are as follows: Improved Workstations 3.4% Improvements due to Movement 3.5% Improved Teams (Manager Replies) 5.0% Improved Public Areas 2.8% ' Total (see comment above) 14.7% This survey was conducted to check whether the results were consistent or inconsistent with the findings pub- ' lished in the general literature, and on this basis, the Kimball study would suggest 3% for Workstation im- provement (compared to 3.4% here), and the various general studies (such as the BOSTI study) give an overall expected productivity improvement of 15% (compared to 14.7% here, but this omits many other considera- tions). ' In general, we expect these result to be conservative based on the literature, the current City Hall conditions, and the nature of the comments received both in these questionnaires and in the more extensive surveys done in he Griffin analysis of facilities conditions and the assessment of needs. EMPLOYEE COMMENTS ON THE QUESTIONNAIRE RESPONSES ' The following is a selection of comments received. Note that Comments involving parking are not repeated, nor are comments just giving or explaining numeric answers. Comments not related to new City Hall facilities are also omitted and references to specific departments or persons are removed. In most cases the responses are ' typed as given, but some abbreviation and clean -up may have been made. In most cases editing marks were used to indicate these changes, except for punctuation or minor word changes. Following each comment is a randomly generated code which allows tracking back to find the specific questionnaire on which the comment is ' located. ' ' Including employee satisfaction improvements related to improved environmental control, which is ofien a major factor in measured productivity gain related to facilities improvement. Gruen Structures, Inc. Newport Beach Civic Center White Paper Page 10 1 I 1 1 1 I 1 1 1 "With the current set -up, Accounting is divided and lo- sated in two separate areas of City Hall. I certainly don't mind the walk but it does take extra time to go to [my supervisor's] office or the vault. Also, we do not have space for our student aide ... [which] means more travel time to supervise his projects. (0.22.1)" "With the current set up.... I have to move between sev- eral facilities to manage the programs and projects under my responsibility. Since there is limited conference space, I typically have to hold meetings at alternate locations, causing me and others to travel to another location. (0.12.3)" "With no room to walk by file [cabinets] when they are open, the person filing has to stop, close the file, move out of the way, and let the person pass. Part of the files are in [private offices] so when a meeting is going on, we are un- able to retrieve them at all. (0.15.3)" "With a better facility, and more counter service employ- ees, the customers would save time better service. (0.05.1)" "We will be able to have a "one stop shop" for processing and approving building permits. Customers that need ap- proval from the Fire Department need to go to Fire in an- other building and need to go to [yet] another building to pay for the permit. (0.16.1)" "We make plenty of trips down the hall just to turn around and go back until [someone visiting] leaves their office. It is difficult to keep track when someone is at the other end of the building. (0.06.2)" "We have a serious roach, silverfish, and rat problem. I also suffer from allergies, and sit under a vent [which de- posits visible particles on the desk and elsewhere]. (0.22.3)" "We also have very tight and often noisy quarters, and people have to walk through our office to get to other sections of City Hall. This means a lot of through- traffic, passing conversation, and door slamming. When working on something technical or drafting documents, it can be difficult to concentrate. (0.22.4)" "We all must leave [our] work area during the day. How- ever, if we had easy access to a copy and fax machine within 25 ft of our work area, we could safe time. I think the new facility should be designed with these things in mind. (0.19.3)" "Walking to [the various departments] is not a problem at all. I've always worked for very large companies where departments are often separated by Floors and even differ- ent buildings. I don't have a problem with walking from one area, building, or Floor to another. (0.25.2)" "This should have been done years ago instead of ban - daided so many times. People are shocked with the old facilities. The air /heat is horrible, even though it's been "Improved" countless times. We can't have enough elec- trical outlets. We have had problems with rats in the ceiling..., birds Flying inside, and cockroaches everywhere. (0.15.5)" "This is an old and decrepit building that needs to be re- placed. (0.11.2)" "There really is not much room to add another workspace in our area if we were to recruit additional personnel. (0.26.4)" "There is nothing convenient the way we're set [with my workstation]. (0.15.1)" "There is also an inability to meet with co- workers and other training officers in an environment conducive to training or conferences. (0.09.2)" "There are times when the person sitting at the desk can't help [the public] who walked in. Maybe it is because [the staff] are there for another purpose, or maybe they are involved in other urgent work... Wouldn't it be nice if the public didn't see those people sitting there and not helping them? (0.24.3)" "The quaint old feeling of Newport Beach is nice, but if we expect people to have 21" century skills, we need to pro- vide [for a] more up -to -date environment for them to work in. (0.20.2)" "The problem, at least from our perspective, is file space and lack of workspace for associated workers in the divi- sion. (0.23.2)" "The one problem we have here is that we're not all to- gether. We're very short on space so we have four of our Support Services employees working at the City Yard [which] presents a problem with efficiency and communi- cations... (0.25.3)" "The offices are also very erratic in the area of climate control and noise. The temperature in the office is usually at one extreme or the other. (0.09.3)" "The design should include a single customer service area and semi - private space for customers to sort and review plans, work on document, etc. (0.13.5)" "The benefits of a new facility will assist with basic needs. Among these are improved safety and security, utilities, and parking. Currently, there is no public address system covering the City Hall campus. A new facility would allow for quick evacuation in a safe manner. A new facility would also allow for ample electrical support (right now we regularly blow fuses with normal office equipment). (0.12.6)" "The amount of time lost by customers is probably almost the same as staff. (0.13.4)" "Sound travels too easily and I can't hear a phone conver- sation when folks are in the hall talking; and I can hear eve- ryone in the hall when they talk on the phone. (0.27.5.)" "Since we spend at least 8 hours a day in our work space, the benefits of new surroundings would probably be stimulating, which may increase productivity, [and be] safer, which may give a greater peace of mind and healthier environment to work. (0.08.1)" "Since there is limited conference space, I typically have to hold meetings at alternate locations, causing me (and many others) to travel to another location. (0.09.4)" "Security is important as well as protection of records and office desk/file information. We barely have room for a paper shredder. (0.23.4)" ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page I I I 1 [1 1 1 LJ 1 "Security has been a concern for us, as people have ap- peared in our office, entering through the back door... Others have come [in] unescorted if the receptionist is on the phone or has briefly stepped away... (0.26.3)" "Routine meetings require us to travel to several loca- tions. Meeting rooms are few and remote, travel to these meeting areas are both inconvenient for our customers as well as City staff. (0.13.1)" "Right now, I regularly meet with customers in [a crowded area]. This is completely inefficient and ineffective. (0.12.5)" "Retrieving reports form other departments would be much more convenient specially when it rains or one has to cross from one building to the other. Our files stretch from the vault to the attic. (0.1 S.2)" "Public Works Department would benefit by having all its personnel gathered in a common office, thus eliminating a lot of wasted time looking for others. Also, our internal communications would be considerably improved. (0.21.2)" "Plenty of time could be saved not only by the customers but also by staff for not having to give the same directions over and over again on how to get to Cashiers, Business License, City Clerk, etc. (0.18.1)" "Please don't design a plain rectangular box. Design some- thing befitting a governmental organization, not a corpora- tion. Think of the older, good - looking buildings that have stood the test of time. (0.04.6)" "Our section is currently designed so that it is in close proximity to our department's office equipment, such as copier, fax machine, scanner, etc. (0.26.2)" "Our department is spread out over two floors. We are constantly up and down the stairs, which have also been a problem resulting from employees /visitors stumbling on them. This is dangerous when we carry items up and down the stairs. (0.26.1)" "No room for light -duty, temporary, intern, or volunteer positions. (0.7.3)" "New facilities can be designed to take advantage of new technology updates (wireless, for example) at substantially reduced costs. Security could be much better obtained, while still allowing for easy employee access to each other. (0.04.5)" "My present workspace is organized and situated in a way that's most efficient. I don't think a new facility... would save me anytime. (0.25.1)" "My current workspace is up -to -date; I have sufficient work area. Department files, fax, and copy machine are steps away. (0.02.1)" "Movement away from my workspace would not be much improved by new facilities [paraphrased]. (0.24.2)" "More conveniently located restrooms and office equip- ment would save time. (0.09.5)" "Locating files, finding locations for the storage of materi- als, and files, looking for meeting space that's large enough or available, walking to /from offices of colleagues and man- agement —all these take up valuable work time. (0.04.2)" "It is not uncommon to have the circuit breakers activate due to an overloaded circuit. (0.09.6)" "It can be very cold... in the winter. The warm air comes out of vents located in the very high ceiling and when peo- ple come in and out... it makes it even more chilly. Mean- while, the rest of the staff... is warm and toasty. (0.06.1)" "Inefficient building layout. lack of multiple unit rest - room /shower facilities, all add increased time spent "navi- gating" in the current City Hall facility. (0.17.2)" "In our current offices, time is wasted on inefficient filing and storage, due to space. There is also an inability to meet with community members or co- workers in my own working environment, costing time in moving to other lo- cations. (0.12.1)" "In our current offices, time is wasted moving from one location to another due to the odd configuration of the work area. (0.09.1)" "Improved employee morale and productivity for not be- ing treated like a sardine 'stuffed in the corner.' The sooner the new facility is built, the sooner we can stop putting money into [this] money pit. (0.18.2)" "If our Section were better organized, not only would we function more effectively as a unit, but support staff confu- sion and conflicts would be reduced, saving additional time. (0.04.3)" "Ideally [the public] wouldn't have to go from one building to the next to complete their business. (0.03.1)" "I would like to see Human Resources moved... where people can find it. It would also be nice if they had a room that could be used for interviews. (0.20.1)" "I will still have to go from one department to another [if we have a new building], but I wouldn't have to get wet doing it when it is raining. (0.27.2)" "I think our employees would be much happier with im- proved HVAC since right now we have uneven distribu- tion and some freeze while others roast. (0.27.3)" "I spend a lot of time walking down the hall to the admini- stration section of our division. (0.27.1)" "I love the mature landscaping of current City Hall and it is actually nice to walk outside between departments. (0.22.2)" "I like the way our office is laid out but unfortunately have a hard time hearing because there are no doors. (0.11.1)" "I feel the City could save hundreds of dollars in man hours and equipment by providing adequate storage. the need for additional space in [various areas] could also be a time saver. (0.19.1)" "I feel an employee exercise [area], lounges, library, and meeting rooms on site are essential to employee satisfac- tion. Possibly in different areas of City Hall. (0.19.5)" "9 can't begin to calculate the amount of "wasted" time our customers use walking back and forth between de- partments to have questions answered or to complete steps assigned to staff from different departments who have connected tasks in a related process. (0.17.3)" IGriffin Structures, Inc. Newport Beach Civic Center White Paper Page 12 P 1 1 1 1 I J "Hopefully, a new City Hall will have locker and multiple shower facilities to encourage employees to use alternate means of transportation. (0.17.5)" "Healthier air quality and temperature control, better lighting for work spaces, better storage facilities, less mold and insect problems, ADA facilities for access to the sec- ond floor. (0.10.2)" "Having cashiers closer to our department would save time processing [various materials]. (0.10.1)" "Having an HVAC system that does not allow the tem- perature to go too high (we've recorded temperatures near 90 degrees in our office) will assist in maintaining peak productivity. (0.12.4)" "For MIS, the benefits [of a new facility] would be over- whelming. Deliveries [to MIS] sometimes take up so much room that Fire Prevention and Risk Management complain about the hazardous conditions. We already know theft can happen in the Council Conference Room, since our projector was stolen from there. It would not take any- one any time to break into [the office here] and take what they wanted [including valuable equipment]. (0.24.5)" "Employee satisfaction would be huge [in my department with a new building]. We are splitting at the seams. In definite need of more space. (0.04.1)" "Employee privacy for work on detailed projects (quiet space) and the ability to meet with customers, one or two persons in the employee's primary work area, would greatly enhance customer service and employee efficiency. (0.13.3)" "Customers buying business licenses or paying water bills [go to] two separate departments as well as ... between two separate buildings. (0.15.4)" "Customer service is currently very inefficient as a result of all of our customers coming to [another department's counter]. (0.13.2)" "Currently, there isn't much room for an individual to lay out plans and work. (0.05.2)" "Currently, there is no 'hard security' in the data center or in any City Hall area. A new facility will allow for a total information network infrastructure designed to current standards, and give flexibility to allow for growth and technological advancements. (0.17.4)" "Create an area with easy access to all departments... The public counter is not sized to fit our needs. A larger counter with room to spread out for multiple customers. Future computer monitor space for multiple users within public areas. (0.19.4)" "Controlled access to our workspace will save time due to lack of distractions form others using the workspace as a hallway for gaining access to other areas. More efficient internal workspace planning will save time as well. (0.17.1)" "Combine Fire, Finance, and Building into one building. Everybody [who is needed] to complete the process is right there. It is a pain to walk down to Finance to pay. (0.01.1)" "Because my desk is right next to an open door, everyone who walks in for help feels compelled to greet me. Such an interruption of my train of thought can ruin my concen- tration for several minutes, which is lust long enough for the next friendly person to arrive. Sometimes a project that should take 4 -8 hours isn't completed for several weeks. because some part of the project needs a full hour of uninterrupted time, and I can't get that (0.24.1)" "As long as someone is available to help a customer who walks in, there is no need for an entire group to be inter- rupted by a single visitor. (0.24.4)" "Another problem with our present situation is office noise. It is extremely difficult to concentrate in a work- space that does not allow for a door or sound mitigation. (0.12.2)" "An "open floor plan," i.e., cubicles, will not help with re- cruitment or employee satisfaction in the professional staff. (0.04.4)" "All of the above [areas] would be benefited if a properly - planned facility was built. Plus, it's just a matter of time until a larger facility has to be built to accommodate the staff that is needed to serve our increasing resident popu- lation and infrastructure. (0.21.3)" "Actually, I enjoy the walks away from my office to the other offices. This makes the City of Newport Beach of- fices'unique.' (0.21.1)" "A noise free and efficient heating and air circulating de- vice. (0.19.2)" "A more centralized location would, hopefully, provide better access to other personnel and file materials for re- search. (0.23.1)" "A central storage and supply area could also improve effi- ciency by reducing the storage each department has to maintain for adequate office supplies and routine daily op- erations. (0.13.6)" "[Improved customer time and parking] would, also, pro- duce less revenue to the City [from] parking tickets. That would be offset by improved customer satisfaction and convenience. (0.23.3)" "[I am] supervising someone on another floor [which is difficult]. The office assistant acts as receptionist and is generally required to stay at the desk [which is inefficient]. (0.07.1)" "[Equipment is] duplicated because of two floors and non - central office systems. (0.07.2)" "[A new facility] would help with our technology... We have too many cords currently as we are in an old build- ing. (0.27.4)" Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 13 i ESTIMATED PRODUCTIVITY IMPROVEMENT IN NEWPORT BEACH ' Note that the "productivity savings" are mathematical, in that they reflect the available staff time at average sal- ary rates which a new facility will make additionally available due to improved work flows and opportunities of efficiency. These computed savings require management discipline to recover, and careful design and building execution to obtain. City Hall Staff Costs The average salary rate for City Hall employees was based on figures for salaries and benefits, and full -time equivalent positions, as presented in the City Budget document. According to the calculation shown below, this ' average is $71,300 per year: Calculation of Salary + Benefit average, based on 2002 -03 budget ' City Hall Based Sal & Beres FTE as Reported in the Department in coo's Budget Document ' Human Resources $777.7 9.0 City Attorney $585.6 5.0 Administrative Services $4,007.4 52.7 Planning $1,423.9 20.0 Building $2,243.1 27.5 ' Community Services $5,055.0 90.8 Public Works 3S 068.5 35.6 $17,161.2 240.6 Average, these departments, per FTE $71.3 The current City Hall contains 189 workstations (serving 193 persons at the time of our survey), and, according to the Needs Assessment Report produced by Griffin Advisors, a long -term City Hall should be designed to ac- commodate 225 workstations. Based on the existing staff count of 193 (not projected to the future number), the total annual salary and benefit cost for these persons is estimated to be $71,340 x 193 = $13,768,000. ' Calculation of the Feasible Productivity Value of New Facilities Assuming staff are placed in new and adequate facilities, using a productivity gain of 15% (based on the litera- ture survey presented earlier in this document), the dollar equivalent of this annual productivity gain is esti- mated to be 0.15 x $13,768,000 = $2,065,000. Calculation of the Cost of New Facilities Several new facilities alternatives have been analyzed and costs have been computed for them in the earlier Griffin/LPA submissions to the City. The total project cost for the recommended approach is $28,000,000. This includes more facilities than just replacement of City Hall; also included are a parking structure (with added parking to serve the Coastal Plan requirements), replacement Headquarters Fire Station, and new com- munity room with support areas. Also included in this "total project cost' figure are costs of design and man- agement, furniture, fixtures, inflation (escalation to time of construction), off -site improvements, and an allow- ance for interim staging and temporary relocation of staff. ' The annualized cost for this total project, based on $28,000,000 total cost, a conservative' 6% amortization rate, and a 30 year amortization period (since this is a public building), is approximately $2,034,000. 1 ' Actual amortization (borrowing) rates are currently in the range of 5.10 - 5.25%, so this is a conservative estimate. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 14 I ' Comparison of Facilities Costs and Calculated Efficiency Gains According to these calculations, the annualized debt for new facilities is essentially equal to the calculated fea- sible value of productivity gain in the building. The productivity "savings" are paper values, and can be real- ized in practice by designing work processes which lake advantage of the new facility and which leverage the improved staff productivity and effectiveness. Some gains come in the form of reduced overhead due to turnover and re- hiring, training, recruitment, and other impacts related to improved employee satisfaction. There are also gains to be realized from reduced security and safety risks, and other criteria as discussed earlier in this document. ' In summary, improved productivity, work environments, and processes in new City Hall facilities will benefit the City in real financial terms which will offset a significant portion of the cost to provide these facilities. This, however, will require diligent attention to the design process and integration of work flow improvements ' into the final design product. Managers and staff alike must be aware of the disciplines which will be required to maximize the benefits of the improved workplace. 11 1 1J 11 1 I ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 15 ' APPENDIX BIBLIOGRAPHY ' ASBRIDGE R. and COHEN R.. Probe 4: Queen's Building, Building Services Journal. 1996. April, pps. 35 -38 BAKER N.. The Irritable Occupant: recent developments in thermal comfort theory. Architectural Research Quarterly. Vol 2.. Winter. 1996 BIFM. British Institute of Facilities Management. Facilities introduction (extract from BIFM web -site www.bifm.org.uk). September. 2001. BORDASS W. and LEAMAN A.. From Feedback to Strategy. Buildings in Use '97: how buildings really work. ' London. Commonwealth Institute. 1997. Feb 25 BORDASS W., BROMLEY A., and LEAMAN A., Comfort, control and energy efficiency in offices. BRE Infor- mation Paper. IP3/95. 1995. February ' BORDASS W.. BUNN R.. LEAMAN A. and RUYS - SEVELT P.. Probe I: Tanfield House. Building Services Jour- nal. 1995. Sep. pps. 38.41 BORDASS W.. COHEN R. and STANDEVEN M.. Technical Review of Engineering and Energy Issues: Probe t Office Buildings. Buildings in Use '97: how buildings really work. London. Commonwealth Institute. 1997. Feb 25 BORDASS W.. FIELD J. and LEAMAN A.. Probe 7: Homeowner's Friendly Society. Building Services Journal. ' 1996. Oct, pps. 39-43 BRILL M S. Marguilis S T. Konar E and BOSTI. Using Office Design to Increase Productivity. Buffalo: Work- place Design and Productivity Inc.. 1984. ' BRILL M.. The Office as a Tool. The Buffalo Organisation for Social and Technological Innovation (BOSTI).. 1986 COHEN R.. LEAMAN A.. ROBINSON D. and STANDEVEN M.. Probe 8: Anglia Polytechnic University Learning Resource Centre. Building Services Journal. 1996. Dec. pps. 27 -31 ' COHEN R.. RUYSSEVELT P.. STANDEVEN M.. BORDASS W. and LEAMAN A.. The Probe method of Inves- tigation. CIBSE National Conference 1996, Harrogate. UK. 1996. Sep COHEN R.. STANDEVEN M, and BORDASS W.. Technical Review of Engineering and Energy Issues: Probe non - office buildings. Buildings In Use '97: how buildings really work, London. Commonwealth Institute. 1997. Feb 25 Construction Industry Research and Information Association ( CIRIA). Dealing with Vandalism. CIRIA Special ' Publication 91. London. 1994, chapter 4. pps 31 -32 HERZBERG F. MAUSNER B. PETERSON R O AND CAPWELL D F. Job Attitudes: Review of Research and Opinion. Pittsburgh: Psychological Services of Pitsburgh. 1957. ' HUMPHREYS Rev. M.. Field studies of thermal comfort compared and applied, Building Services Engineer. 44. 1976. pps. 5 -27 HUMPHREYS Rev. M.. Thermal Comfort in the Context of Energy Conservation. in ROAS S. and HANCOCK ' M. (eds).. Energy Efficient Building. Oxford: Blackwell Scientific Publications. 1992, pps. 3 -13 KATSIKAKIS D. and LAING A.. Assessment of Occupant Density Levels in Commercial Office Buildings. Stan- hope Properties. 1993. October ' LEAMAN A. and BORDASS W.. Design for Manageability. in ROSTRON J. (ed.). Sick Building Syndrome: con- cepts. Issues and practice. London: E &F Spon. 1997. pps. 135 -149 LEAMAN A.. BORDASS W.. COHEN R. and STANDEVEN M.. The Probe Occupant Surveys. Buildings in Use '97: how buildings really work. London. Commonwealth Institute. 1997. Feb LEAMAN A.. Probe 10: Occupancy Survey Analysis. Building Services Journal. 1997. May. pps. 21 -25 LEAMAN A.. Space Intensification and Diversification. in LEAMAN. A. led). Buildings in the Age of Paradox. ' IoAAS. University of York. 1996, pps. 44 -59 ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 1 I 1 LjI LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part I: Recent Studies, Measures and Costs, Ashrae Transactions, 1994, pps. 741 -749 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part 2: Effects of Temperature, Ashrae Transactions, 1994. pps 895 -901 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part 2: Effects of Indoor Air Quality, Ashrae Transactions, 1994. pps 902 -912 MARMOT M., Report on Perceived control over work, British Medical Journal, July 1997 MASLOW A H. Motivation and Personality. New York. Harper & Row Publishers Inc, 1970. McINTYRE C., Indoor Climate, London: Applied Science Publishers, 1980, p. 154 OSELAND N A and BARTLETT P. Improving Office Productivity: A Guide for Business and Facilities Manag- ers. Harlow. Longman, 1999b. OSELAND N A and BARTLETT P. The bottom -line benefits of workplace productivity evaluation. Facilities Management Journal, 7(4), April, 1999a. OSELAND N A. Environmental Factors Affecting Office Worker Performance: A Review of Evidence, Techni- cal Memorandum TM24. London: CIBSE, 1999, OSELAND N., BROWN D. and AIZLEWOOD C., Occupant Satisfaction with Environmental Conditions in Naturally Ventilated and Air Conditioned Offices, CIBSE Mixed Mode Conference, 1997, May 22 OSELAND, N., The relationship between energy efficiency and staff. productivity, Building Research Establish- ment internal CR90197, 1997, April OSELAND, N., To What Extend does Workplace Design and Management Affect Productivity, Internet Publi- cation at www,officeproductivity.co.uk, 3 December 2001; ROWE D., FORWOOD B., DINH C. and JULIAN W., Occupant Interaction with a Mixed Media Thermal Climate Control System Improves Comfort and Saves Energy, AIRAH meeting, Sydney, 1998 STANDEVEN M. and COHEN R., Probe 5: Cable and Wireless College, Building Services Journal, 1996, June, pps. 35 -39 ' STANDEVEN M., COHEN R. & BORDASS W., Probe 2: 1 Aldermanbury Square, Building Services Journal, 1995, Dec, pps. 29 -33 STANDEVEN M., COHEN R. and BORDASS W., Probe 3: C &G Chief Office, Building Services Journal, 1996, Feb, pps. 31 -34 ' STANDEVEN M., COHEN R. and LEAMAN A., Probe 6: Woodhouse Medical Centre, Building Services Jour- nal, 1996, August, pps. 35 -38 TENNER E., Why Things Bite Back: New technology and the revenge effect, Fourth Estate: London, 1996 ' TRICKETT T., Workplace Design: Its Contribution Towards Total Quality, Facilities, vol. 10, number 9, 1991 VISCHER J., Environmental Quality in Offices, New York: Van Nostran Rheinhold, 1989 ' WYON D P. Healthy buildings and their impact on productivity. In Seppanen O et al (eds) Indoor Air '93: Thermal Environment, Building Technology, Cleaning, Volume 6. Helsinki: University of Technology, 1993, 3- 14. 1 ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 2 �J l 1 11 ' UTILITY COMPARISON, EXISTING FACILITIES VS. NEW FACILITIES WITH DISCUSSION OF HISTORIC AND ANTICIPATED NEW MAINTENANCE COSTS [] i I ' April 17, 2003 ' EXECUTIVE SUMMARY- UTILITY COMPARISON NEWPORT BEACH CIVIC CENTER LPA Job No. 22002.10 ' The City of Newport Beach has requested that an evaluation of future utility costs be prepared in consideration of a proposed new 62,000 square foot City Hall facility. This new facility would include a Council Chambers element of approximately 4,000 square feet and administrative office space of approximately 58,000 square feet. ' The prospect of a new City Hall facility creates numerous avenues for utility cost savings including, but not limited to the following: ' • Increased thermal insulation • "Cool" roof materials • High- efficiency glazing systems • Low flush fixtures ' • Metered faucets High- efficiency lighting • Gas -fired heating systems • High - Efficiency HVAC systems The existing City Hall includes 5 buildings totaling approximately 44,000 square feet. Building systems (i.e. ' plumbing, electrical and mechanical) have been modified over time, but generally are of pre Title -24 vintage. The construction of a new City Hall will immediately derive the operational cost benefits of meeting current Title -24 State Energy Code requirements, as well as the added efficiency of new systems specifically tailored to the ' various requirements of a City Hall. The steps we made include the following: ' 1. City has provided us with actual usage and annual costs for 1999 thru projected close of 2003. Summaries of all bills are attached in Appendix A. ' 2. All dollars are then prorated from 50,000 sf to the proposed total of 74,500 s.f. This allows us to compare costs "apples to apples." 3. We have excluded most irrigation from the analysis. ' 4. The existing HVAC units are electric split systems requiring no natural gas. This needs to be noted when comparing gas usage. ' 5. We have used the latest utility bill information to start with the most current and accurate utility rates as we model the proposed building. ' 6. We have provided back -up information for water, gas, and electricity in Appendices B, C and D respectively. 7. for water usage and miscellaneous electronic equipment usage, we have stayed relatively constant. This is ' due to the fact that the projected population is only expected to grow from 189 to 207 people. The costs, however, drop with more efficient systems. LPA Cl P 6 0 N (1 my OPOO N� n o PP4 A PP�a a _w 3: ' EXECUTIVE SUMMARY - UTILITY COMPARISON April 17, 2003 NEWPORT BEACH CIVIC CENTER Page 2 ' LPA Job No. 22002.10 LPA ' 8. Both existing and proposed costs are projected from 2004 to 2009 at an energy costs escalation rate of 5 %. ' 9. We arrived at the differential savings per year between the existing systems projected into the future vs. the proposed systems projected into the future. ' 10. The proposed model is based upon appropriate energy savings measures utilized in similar buildings. The models we have run are 10 -15% more energy efficient than what is required by Title 24. 11. We have not incorporated more conservative measures such as: ' a. Water -less urinals b. Natural ambient light "harvesting" c. Natural ventilation ' d. Fuel cells/ micro turbine generators e. Photo voltaic panels Please note that the estimated cost of photo voltaic (solar) panels is approximately $556,000. With an applied rebate of $200,000, the effective cost is $356,000. With an estimated energy savings of $17,700 ' per year, a twenty year "payback" would be anticipated. 12. Based upon reports of selected actual maintenance expenses and deferred estimated maintenance costs ' averaged over the past four years, we arrive at a current rate of maintenance expenditure of at least $4.00 /square foot/year. This may omit some historical costs. The BOMA experience reports give averages below $1.25 for "betted' buildings. For the first eight years of a building, we would expect little to no costs for maintenance. Over the next thirty ' years, this expense, if unchecked, could result in an estimated cost of $2.5 million. Over the next forty years, this grows to $3.7 million (current dollars.) Conclusion Based upon the analysis received from the City of Newport Beach, and the modeling of the proposed buildings, the anticipated energy savings is approximately 17% over a five -year period from 2005 — 2009, ' the anticipated energy savings would be in excess of $163,000. If projected over the next forty years, the total savings could be as much as $3, 776,000. ' Sincerely, LPA, Inc. ' Orange County fi e a' James T. 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W .- m N t0 C7 C7 16 O W a t0 I. a n m p n o ao m m v� a n N m N N N O m m a N m r pl m t0 I� N 1 City of Newport Beach City Hall and Fire Station Projecting Future Existing Costs ' Our mechanical and electrical engineers incorporated appropriate, standard electrical and mechanical systems utilizing energy conservative measures. ' The HVAC systems are standard rooftop units with economizers. Plumbing systems incorporate low -flush fixtures and metered faucets. Electrical systems incorporate the latest efficient lighting and ' control systems to maximize lighting levels at the lowest costs. ' Overall, the building is projected to be 10 -15% MORE efficient than what Title 24 requires. ' Based upon these approaches, we incorporated today's energy rates from the City's latest energy bills. These are factored into what utility ' costs would be incurred today on a new, 74,500 sf facility. This can then be compared to the adjusted costs from the ' existing buildings. [1 1 1 1 1 t t 1 1 1 1 1 1 City of Newport Beach City Hall and Fire Station Existing v.' Proposed Square Footage Existing City Hall 44,029 sf Fire Station (1) 6,310 sf Total 50,339 sf Proposed City Hall 62,000 sf Fire Station (1) 12,500 sf Total 74,500 sf Note! In order to compare "apples to apples ", existing cost are to be pro rated to a larger building by: 1.48 This multiplier is a constant and is effective thru fluctuations of existing and proposed square footages. (1) Size of Existing Fire Station is estimated since no drawings exist. L] 04/15/2003 J EDISO 08:42 9496443339 Southern California Edison Company P.O. Box wo, naearnea6, CA 91771 -0001 Customer and Service Address NEWPORT BEACH. CITY OF 3140 GENERAL SERVICES NEWPORT /32ND NPOFiTBCH CA 92693 Service Account Rotating Outage 3- 001 -MR -63 Group NO01 Date Bill Prepared March 27, 2003 Next Meter Read on or about April 18, 2003 Rate Schedule GS -2 NEWPORT ]EACH CITY Visit as at: w .aoa.wrh Your Customer Account Number 2.00- 444 -9468 24-hr. Customer, Service 1 (800) 990 -7788 ' Your current energy usage Meter Date and Reading Number From To Difference Multiplier Usage ' OCTVAL REAP0 08 1-01807a 02/13/03 83/14/03 64460 04643 A65 60 9,900 kWh ' Demand Meter Information Maximum Demand: 38.0 kW usage Camparisen This Year Last Year 2 Years Ago Kilowatt-ho ilr(kWh) used 9,900.00 AD, ozo. days 29 oo so 10,620.00 so Number of Avera a usage per day 341.38 334.00 334.00 Percengt change from Last Year 2X tDid you know. , - . IMPORTANT INFORMATION t Currently, the Rotating Outage Group number shown an the upper portion of your bill is not subject to rotating outages. However, the outage group number is subject to change at any time without notice due to electric system operating conditions. ' Detail of current charges: $1,449.74 We provide two ways to look at your current charges: ' fly usage: Billing Parlod - 02/13/03 to 03/14/03 ( 29 days) - Winter Season ' FEacilities RelDe�rit1and 38 KW x $9.46060 lock t Energy 9,900 S 205.20 1,182.26 Charge kWh x $0.11942 Customer Charge 60.30 Current Billing Detail Subtotal S 1)447.76 State Tax 9,900 kWh x $0.60020 1.98 Current Charges Vue $ 1,449.74 ' Your daily average cost this period is: 4 49.99 Service Voltage ; 206 Volts Of your total charges, Franchise Fees represent: $11.71 Average Energy Charge during this period is : 11.51 cents/kWh ' By rate component: Prrkpcured Energy E }(D1 DWR Bond ChaC�e r61 S 1, 084. 07 55.2a ' Transmission harge 43.10 Charges 228.28 Nuclear DecomrDissioning Charges Public 5.15 Public Purpose Program Charges Other Charges 28.81 5.05 Urrent argeS $ 2,449.74 Page 4 of S PAGE 02 '04/15/2003 08:42 9496443339 Urr`_' i°1°°MQ1"°°"" southern California Edison Comppanyy ED(SON' P .o.0ax600,Roaernead,CA91 7 71-0 0 01 ' y'uM mar and Service Address NEWPORT BEACH, CITY OF 3120, GENERAL SERVICES '3300 NEWPORT BLVD . NPORTBCN CA 92663 Service Account . Rotating Outage 1 3-007- 3522 ^64. Group 14001 Your current energy usage ' Date Bill Prepdred March 27, 2003 Next Meter Read an or about April 15, 2003 Rate Schedule GS-2 NEWPORT BEACH CITY Visit us at: w eee.00m Your Customer Account Number 2 -00- 444 -9468 24-hr. Customer Service 1 (800) 990 -7788 ' Did you know.. . Meter Date and Reading Number From TO Difference Multiplier Usage 1 pp p0264�0R 24 03/14/03 ' Currently; the Rotating Outage Group number shown on the upper 02/13/03 1353 1630 279 120 33,480 kWh the outage group number is subject to change at any time without Demand Meter Information ' Maximum Demand : 100.0 kW ' Usage Compar soft This Year �— Last Year— 2 Years Ago Kilowatt-hour (M) used 33,480.00 36,120.00 370560.00 ' By usage: Number at days 29 30 30 Avera a usage per day 1,154.48 1,204.00 10252.00 9g4Qp.00 3,582.60 Force n4 change from Last Year t4)X 469.14 60.30 ' Did you know.. . IMPORTANT INFORMATION ' Currently; the Rotating Outage Group number shown on the upper portion of your bill is not subject to rotating outages. However, the outage group number is subject to change at any time without notice due to electric system operating conditions, ' Detail of current charges: $4,658.74 We provide two ways to look at your current charges: ' By usage: Billing Period - 02/13/03 to 03/14/03 129 days) - Winter. Season ' Facilities Re[ p and 100 kW x $5.40000 Slack 1 Energy charge 30,009 kWh 49.13942 0 9g4Qp.00 3,582.60 x Block 2 Ener Charge 3,490 kWh x so.ilmal Customer Chi 469.14 60.30 ' Current Billing Detail Subtotal 0 4,652. o4 State Tax 33,490 kWh x $0.00020 6.70 Current Chi rges ue 4- 4,658.74 1 Your daily average cost this period is: $ 160.65 Service Voltage : 208 Volts Of your total charges, Franchise Fees represent: $37,62 Average Energy Charge during this period is : 11.54 cents /kWh By rate component: Procured Energy(E [D DWR Bond Charge 1� 0 3,675.09 186.95 Transmission Charges Distribution Charges 114.770 550. Q8 uciear Decommissioninu Charges 17.41 Charrges Program Charges Other 17,08 Page 2 olf 5 PAGE 03 1 04/15/2003 08:42 9496443339 Southern Calliomia Edison Compsnp EDISON" P.O. BOX 000, Roasmaae, CA 91771 -0001 '.mwaanrnxv... -. istomer and Service Address Date Bill Prepared WPORT BEACH, CITY OF April 09, 2003 '0 32ND ST Next Meter Read on or about 'ORTSCH CA 92663 April 15, 2003 'irvice Account Relating Outage Rate Schedule •001 - 1522 -66 Group Exempt GS -1 NEWPORT BEACH CITY visit us at: rmw.aw.com Your Customer Account Number 2 -23 -232 -5324 ' our current energy usage — 2 Years Ago Mater Data and Reading 2,680.30 Number From To Difference ' ACTUAL READ TPOSI-003647 163/03 0110703 x9.33 U9 151 Demand Meter Information ' Maximum Demand: 1.0 kW Usage Comparison ' Kilowatt-hour (kWh) used Number of days Average usage per day Percent change from Last Year ' id you know... 24-hr. Customer Service 1 (800) 990-7788 Multiplier Usage 20 3,020 kWh This Year Last Year — 2 Years Ago 3,020.290 3,100.300 2,680.30 104.14 103.33 x9.33 IMPORTANT INFORMATION This account is designated "essential use" under CPUC definitions, and is normally exempt from rotating outages. 'etail of current charges: $422.49 We provide two ways to look at your current charges: ' I By usage 1 1 1 1 Billing Period - 02/13/03 to 03/14/03 ( 29 days ) - winter Season Winter Energy Charge 3,620 kWh x 30.14731 0 444.88 Customer Gharge 29 Days x 36.48606 13.92 Subtotal 8 458.80 Legislated Rate Reduction (36.91) Current Billing Detail Subtotal $ 421.89 State Tax 3,620 kWh x s0.00026 0.60 Current Charges Due 2 0 422.49 Your daily average cost this period is : 3 14.57 Service Voltage : 240 Volts Of your total charges, Franchise Fees represent : $3.41 Average Energy Charge during this period is.: 9.51 cents /kWh By rate component: Proned Energy(E)(D) gWgnd Charge B ransmission Charges Rlstribution Charges uc ear Decomptlsslon)n Charges Public Purpose Program �harges Trust Transfer A�+ount (T) Legislated Rate Reduction Other Charges Page 9 of 24 4 270.29 16.06 13.05 110.07 2.08 10.97 34.64 C36.911 1.54 PAGE 04 • • • • �w V NS mu Y M Ce 4 N yaC N N. •• N W O Wtt7yy••JCF W c 44W.. 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It C N N N N O O O O 0 8 O O O 0 0 E o 0 0 0 } m & o 0 0 ' a z i v j% y LU °C t7 a V . a Um = It C7 m m It N 3' y N N N N 0 w y N r G O 0 O ■ N VC V VC YY V y Q ul ul t7 N N Z O N N N V N m N _ o o M Z N I W F UI z 7 I 1 1 -I u L�! 1 m x `i z U� d to 00 N O N V' (0 0 0) O) 0) 0 (M O) 00 0 (0 V' 0 00 11 n (O .- v v O) V5 O) N 00 m O (O co O c7 1 0) 0 C i0 N O) 0 M (.O- d' u> � (o O rn m rn v (q* 0 000 O � mnn O O 0 a 00 IM V'(7 ) yONN O r c7 N (O N N (0 (O N (O O) 0 O I� O y01,0 00 M N ^ 1.- M V' N M () 0) O) 0 V'NN(00 q* 0I,N O 0 V'N(0 N c7 O 00 () .- � rnnn (O0) 00 co ° °0)((00 o cooV>V5 v ui Oi 0 c � (o v � 2 o° o0 o — 0 N O N 000 O N 11�O r a(O (00)�(O V' = 00 0 co a(OOV' r d' (700 NO) O) (0 .. 00(ON (0 N ' =M V D .-i0 r q* cm C O cm C a O) V CO O a 000 1- (00 LO co LO C °—� co O LO O O 1, N O i6 6 d' ^ 00 V 1[j (0 V' V ( 6 .- .- i0 00 cn CD 8 O CO CO (0 00 co N N O O O O N 00 LL V (�(N7 N0) E LOO V 0) 0)((0 O C j N V' CV M Cl) .- (O 00 S 'O ^ VV 0 c 3 (f1 X m N 0001NO O N 'C 0(0 O.- CO 0ONM i0 mfr V V'((00 N O 00)1, V aOi000 (O N (O Cl) ca a 0 } d' .- 00 O. 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V Cl) 00 N O) O) 00 y N m V M N co N m Cl) a d d 0 r.11 m m s U "O X d L O O c 0 .5 c c U d a) E O C .c m a 0 O (V Vf O m N 01 m U m O O 0) O Z c O .6 O) E O h g od Q U () O O O U) = - morn =— iI U =roro o _OO _o0 y1 y1 m h M O N N O) N (o V (o Cl) V )O O 00 N N MaNaa LO �Cl) Cl) 1� 1� m m m m m E E E E E c c c c c d d d d d d d d d d 5 5 5 5 5 N y 0 (o (o N N (o ' C CD cc 00n((OOLO00 )n v 17 00 � 0) rQ O LL N O 00 Cl) (O O Cl) 00 y N m V M N U.2 c N � V m X ' 0 p E} cm CD co cm CD W m r V V coo cm N a CJ — c v r CO uj — Q co An Z 2 LL (L �,+ to N (o to V (O o tcl)NN CNO U E o o (o (o (o 00 c � (Or Nn 00 to ' U o W n m co ch v ao V1 0) go O Q N Q y000r a0 V c (o corn N a _(o O c of N � O N N O) N covco Cl) v to O 00 N N �MaNaa to m (o(o�n J o 0 0 0 ~O ' 0 0 0 0 0 0 0 0 0 0 0 N N N N N 0 0 0 0 0 =. O a N (00 V 000 O 0 E O) a0 a0 60 O) 0 0 0 0 0 Z )O )O )O )O )O Q V V V V V ' o 0 0 0 0 y (n (n (n (n (n a) G c c c c c �aMMMMM ac���� o co N m Cl) a d d 0 r.11 m m s U "O X d L O O c 0 .5 c c U d a) E O C .c m a 0 O (V Vf O m N 01 m U m O O 0) O Z c O .6 O) E O h g od Q U () O O O U) = - morn =— iI U =roro o _OO _o0 y1 y1 m h M O N N O) N (o V (o Cl) V )O O 00 N N MaNaa LO �Cl) Cl) 1� 1� m m m m m E E E E E c c c c c d d d d d d d d d d 5 5 5 5 5 ' CITY OF NEWPORT BEACH Electricity Consumption - City Hall Complex Including Fire Station 2 ' 5 Fiscal Years ' Year Meter No Days Usage Daily Avg Usg Daily Cost Total Billed 2003 YTD 001152264 274 330,240 1,208 182 49,605 t 2003 YTD 001152265 274 104,460 383 64 17,310 2003 YTD (FS) 001152266 274 32,160 117 20 5,393 2003 YTD Add. Proj. 91 155,052 569 88 24,015 ' 2003 Projected Total 621,912 569 88 96,323 2002 001152264 365 453,960 1,244 184 66,936 ' 2002 2002 FS 001152265 001152266 365 365 125,040 36,460 257 100 41 15 19,780 5,401 2002 Total 615,460 543 82 92,118 2001 001152264 365 442,560 1,213 125 45,439 ' 2001 001152265 365 132,000 270 33 16,094 2001 FS 001152266 365 39,420 108 12 4,528 ' 2001 Total 613,980 533 63 66,061 2000 001152264 364 336,000 923 91 32,957 2000 001152265 364 145,920 401 46 16,622 ' 2000 FS 001152266 364 40,560 111 12 4,441 2000 Total 522,480 492 53 54,020 1999 001152264 368 334,200 907 90 33,099 ' 1999 001152265 368 145,120 394 45 16,529 1999 FS 001152266 368 44,620 121 13 4,881 ' 1999 Total 523,940 479 50 54,509 Grand Total 2,897,772 2,616 336 363,031 1 Electric Bill Summary No Daily Daily Total Meter Days Usage Avg Usg Cost Billed City Hall ' 001152264 2003 YTD 274 330,240 1,208 182 49,605 001152264 2002 365 453,960 1,244 184 66,936 ' 001152264 2001 365 442,560 1,213 125 45,439 001152264 2000 364 336,000 923 91 32,957 001152264 1999 368 334,200 907 90 33,099 347 1,896,960 1,099 134 228,037 001152265 2003 YTD 274 104,460 383 64 17,310 ' 001152265 2002 365 125,040 257 41 19,780 001152265 2001 365 132,000 270 33 16,094 001152265 2000 364 145,920 401 46 16,622 001152265 1999 368 145,120 394 45 16,529 347 652,540 341 46 86,336 Fire Station 001152266 2003 YTD 274 32,160 117 20 5,393 001152266 2002 365 36,460 100 15 5,401 001152266 2001 365 39,420 108 12 4,528 001152266 2000 364 40,560 111 12 4,441 001152266 1999 368 44,620 121 13 4,881 347 193,220 112 14 24,644 1 1 1 I OO(OOOWW MOCAU) r� N(1 Mr�W r�r�N(0 LO V ��Om 0 O(O r� N r� O(0 O 00 (0 C7 CO C7 d1 (fl r. 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CD N O (O M m O N O O N O N m m M O M m O O N v OM OM N OM N OM OM OM OM OM OM OM (0 N N OM OM OM N OM N (q N ' M ' n CO V n CO V V M (O V QO M V N M O r� w (A CO CO O V COO(O(Omr (MmmM (0QOON V M V N pO�� Mr mI1m�orm COMON (OV Mr CY) HMO (O 00(O n n n n n(O(O(O(O00 V V V V MMMMM I ' U) U) U) U) en (n (n (n (n (n (n U) . . « . CD w w w w w w w w w mmmmmmaO QO QO QO QO QO MMCr�NNNNNN ' m m m m m m m m m m m m 0 0 0 0 0 0 0 0 0 m m m m m m m m m m m m 0 0 0 0 0 0 0 0 0 r r r r r r r r r r r r N N N N N N N N N LO �T �T r� LO CV) �T �TCV) M a CV) LO (0 r r r LO CV) r r r r r �0MCO r� r r r r r r Ma�aro��� r r r r r r r r r r r r r ' } } } } } } } } I�- }} mmmmmmmmmmmmm m m m m m m m m m m m m m 0 0 0 0 0 0 0 0 0 0 m m m m m m m m m m m m m 0 0 0 0 0 0 0 0 0 0 r r r r r r r r r r r r r N N N N N N N N N N CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r 1 CO N N N N M O O O M M O M 00 M M O CO O T M TOO N� M O V M OMM0AT N T M M M CO OO OO h h M h M M T O OO M h N M M T T M T T h O M OO WV M T T T OO V M M M V V V M V V V V O T O h V O O T O OO OO O r r r CO OO O O O O O T T T T T T T T T T T T T N N N c T T T T T N f T T T T ' \ \ \ 'Lo'o \ \ 'Loo M V M h h \ \ \ M 0a a M T T T T T T T T T T T \ \ \ \ \ \ \ \ \ T T T T T \ \ \ \ \ CA T T T T T T T T \ \ \ \ \ \ \ T T T T T \ \ \ M M V V V V V 'Md V V CMCI CMCI C^CI V V 0M9 0M9 0M9 0M9 N N 0M9 09 09 09 LO LO M T N M V M CO h 00 M O T N M M M M M M ' Y 0 CO CO CO CO O T CO CO Nr MMM V V V 00 h CO 00 O CO r 00h CO 0000 V V M CO CO CO OOOOO CO CO CO V V V V 0 0 0 w0 N0 V V 00 MM CO MMTMM0000 MCO CO CO V N CO M M M M M M M M M M M M M M M M N M N M M M N N N M M M V V 1 N N N N N N N N O O O O o 0 0 0 0 0 0 0 0 0 0 o b 0000000000000 N N V 00 00 00 N N N 00 V 00 V O 00 N V V N N O O O O N O ' N �CO CCI COOOOCCIT h00NM00hO N N hNT0C0O0C00000�N N V N TMOOOOOOOOMMOO T T T T T T T T T T T TOM T T N 6 0n 0n O 0n O T T O 00 O0 T T T T C6 C6 T T T N N N N T N N N N r OO T r T 0 0 0 M M O N O O T O N O r M O M M M M O O N O N N M N M M M M M M N M M M M M M MLO M M N M N M M CO M M M M M ' M O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N V h000000000MMCOMMMCO M00 N OThM00 V V nMM V OM cn cn 2 m 7 m > 2 cn cn cn OT MMMT(� OMM0AT > 2 cn cn cn N V00 MCOMM NN 0n M 00 N O h M M M O M O M O M N O co OO h T O M 0 M CO OO WV M T T T O O co h M O O O O O O O O N N N N N N N N N N r r r r r N 00 00 00 00 Ih lh lh O O O O O N N N N N N N N N N N N \ \ \ \ N N N N N N N N N N N N N N M \ \ \ \ \ \ \ \ \ \ a a M M \ \ \ 'Lo'o \ \ 'Loo M V M h h \ \ \ M 0a a M O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N cn cn 2 m 7 m > 2 cn cn cn cn cn cn cn cn cn cn cn cn cn 7 2 m > 2 cn cn cn N N N N N N N O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N \ \ \ \ N N N N N N N N N N N N N N N N N N M \ \ \ \ \ \ \ \ \ \ a a M M \ \ \ 'Lo'o \ \ 'Loo M V M h h \ \ \ M 0a a M T T T T T T T T T T T \ \ \ \ \ \ \ \ \ T T T T T \ \ \ \ \ CA T T T T T T T T \ \ \ \ \ \ \ T T T T T \ \ \ M M T T T M T T T T M O T T N M N M V M CO h 00 T N M T N M V M CO h 00 M O T N M M M M M M M Y 0 CO CO CO CO O T CO CO O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O 1 00 r� V V v0aov CnoMMaor,- MIN -MaOMN V a0. -Mf�d0 a0N M.- .- NM.- NNMMnnCO - O�- M� -OMCO O.-ON V V V V V V V M M M CO CO IO Of�MOMM� -aO dON� -O n 00.- .- n�MOCOMM N 0 M M V V V M V M V M V V ' C00 N O N . O M N M 1M I 0000000000000 V N C0 CO O C0 N V d' V N QO N W M CO M N W M V CO CO LO V (A .- .- .- NMON�- N -MNM N 000N00N. -.-00 M M V M V CO C0 V 0 M O M CO Cq V M V M V M M V M CO CO M C0 n O CO C0 M V 0 0 0 CO 0 M M V M M M M M V V V M OOOOOOOOOOOO V V IO CON0C0000 NCO CO CO N C0 CO .- ci ci 1- 0 .- - N M M N M NOCO M00NOONON M M N M N M M M M M M M ' r,- .-.- r,- 0M0Nr,- - r�vTWM0V M�- NN 00vMao000r� . -MN w tON 0M0MC0rm W rimmM .- r�Nr�M0 V Nr� 00 r� (0 V M. 000 f`LO V. N.-0a0 (0 V N� Or�COM r` r` r` O O O O O O O M o 6 o^ 6 M V V V V V V V M M M M ^ i 1 1 1 U) U) U) U) cc cc N N [I I I I Coo N N N w w w N N N M M M Coo Coo 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 .- M (0 LO �T0 0MCO NM V MCO f�a000� -NM O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N M M M M M M M M M M M M M CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N N N N N N N N N N N N N N M M M M M M M M M M M M M O O O O O O O O O O O O O O O O O O O O O O O O O O 000000(0 C0 C0 C0 C0 C0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 L V V n N V LO M V V M V (0 LO �T0 0MCO �-NM V MCO f�a000� -N N N N N N N N N N N N N N 0 0 0 0 0 0 0 0 0 0 0 0 0 M M M M M M M M M M M M M CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N M M M M M M M M M M M M M O O O O O O O O O O O O O O O O O O O O O O O O O O r� M M W n n ' W 00 r� V V v0aov CnoMMaor,- MIN -MaOMN V a0. -Mf�d0 a0N M.- .- NM.- NNMMnnCO - O�- M� -OMCO O.-ON V V V V V V V M M M CO CO IO Of�MOMM� -aO dON� -O n 00.- .- n�MOCOMM N 0 M M V V V M V M V M V V ' C00 N O N . O M N M 1M I 0000000000000 V N C0 CO O C0 N V d' V N QO N W M CO M N W M V CO CO LO V (A .- .- .- NMON�- N -MNM N 000N00N. -.-00 M M V M V CO C0 V 0 M O M CO Cq V M V M V M M V M CO CO M C0 n O CO C0 M V 0 0 0 CO 0 M M V M M M M M V V V M OOOOOOOOOOOO V V IO CON0C0000 NCO CO CO N C0 CO .- ci ci 1- 0 .- - N M M N M NOCO M00NOONON M M N M N M M M M M M M ' r,- .-.- r,- 0M0Nr,- - r�vTWM0V M�- NN 00vMao000r� . -MN w tON 0M0MC0rm W rimmM .- r�Nr�M0 V Nr� 00 r� (0 V M. 000 f`LO V. 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N.-0a0 (0 V N� Or�COM r` r` r` O O O O O O O M o 6 o^ 6 M V V V V V V V M M M M ^ i 1 1 1 U) U) U) U) cc cc N N [I I I I Coo N N N w w w N N N M M M Coo Coo 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 .- M (0 LO �T0 0MCO NM V MCO f�a000� -NM O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N M M M M M M M M M M M M M CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N N N N N N N N N N N N N N M M M M M M M M M M M M M O O O O O O O O O O O O O O O O O O O O O O O O O O 000000(0 C0 C0 C0 C0 C0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 L V V n N V LO M V V M V (0 LO �T0 0MCO �-NM V MCO f�a000� -N N N N N N N N N N N N N N 0 0 0 0 0 0 0 0 0 0 0 0 0 M M M M M M M M M M M M M CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N M M M M M M M M M M M M M O O O O O O O O O O O O O O O O O O O O O O O O O O 1 1 1 U) U) U) U) cc cc N N [I I I I Coo N N N w w w N N N M M M Coo Coo 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 .- M (0 LO �T0 0MCO NM V MCO f�a000� -NM O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N M M M M M M M M M M M M M CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N N N N N N N N N N N N N N M M M M M M M M M M M M M O O O O O O O O O O O O O O O O O O O O O O O O O O 000000(0 C0 C0 C0 C0 C0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 L V V n N V LO M V V M V (0 LO �T0 0MCO �-NM V MCO f�a000� -N N N N N N N N N N N N N N 0 0 0 0 0 0 0 0 0 0 0 0 0 M M M M M M M M M M M M M CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N M M M M M M M M M M M M M O O O O O O O O O O O O O O O O O O O O O O O O O O 1 A N M^ T T 1_ M O QO M N T V V N l0 0 M h N A V h T 00 M M V CO NMT MT(O MCOhM MCOMM� -NNCO MCO V MO h MO Nm V V U) V i0 CO Ih Ih Ih M M M V V V M V V V V V V V OM N OM OM N L6 L ' MCO CO CO MM CO COV O h V V V V V MMM V MM MOOTO T T T T T N N N N N T T T T T T T T T T T T T T T T T T V NNhTO T OOh CO hT M TvOV MU)M MO MMW MLO O T T T T NMMNT T T T T T T T T T T OMOOOT OOMMa0 T T T T T T T d00 T 00 h 00 00 00 0000000000 O O O O O O O O O O O O O O O O O O N CO O N CO CO N CO V CO CO N V O V CO O N CO V N CO CO V CO CO CO CO O N rh U) CO V M h M T N rh T T M rh 0 M M M h CO V LO V LO CO V OM OM OM OM OM OM OM OM OM N OM N OM OM N OM OM OM N N N N CO N N N N N M M MMMOMMOMN V Tqp T O OM ONOO TO OT MOM CA N N OM OM OM N OM N OM N MNMMM 000000 MMN V) r M hCO V) CO MMMTp0� M M M N h O N N CO 00 w_O CO CO MCO QO V mmN N^ 00 T M O W� LO N CO m Lo V N, TO COO V CMO CO C^O �- MMM M M M M CO CO CO CO CO CO h h M Ih lh lh lh lh N O 1 T 1 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O coccoccoo O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N N N N N N C�V N N N N N N N N N N N vM�OM a0 L aa MM �OM T T T T T T T T T T T T T T T T T T T T T T T T COiOVM T T MaTaTOM�O� T T T CO�o�MaTaTOMaizz T T T T N M V M CO h CO M O T N M T N M V CO h CO M O T N M T T T T T T T T I LO 0 0 0 0 0 0 0 0 0 0 0000000000 N N N N N N N N N N N N N T T T T T 0000000000 0000000000000 O O O O O N N N N N N N N N N N N N N N N N N N N N N N N N N N N C CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO O (O CO CO CO CO CO CO CO CO CO (O CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N N N N N N N N N N N N N N N N - U) M M M M M M M M M M T T T T T T T T T T M M M M M M M M M M T T T T T T T T T T M M M T T T M M M T T T M M T T N T T T T T T T T T T T T T T T T T T T T T T T T T T T T LL 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O O I I I M MaOn W V M . -OONf� MO V V V V V M V M M M V M V M .- f� M M M M M M M M M M M M V V N N.- NNNNNNMNMM V M 0 O r� V OM N I00 .- N. -MMNO W V r� M M 0 W r� M N O N coo .- .- .- O O .- .- N N O N r� M O m 00 V fl M V M (A 00 r� N N N M N M N N 1 0 0 0 0 0 0 0 O O O O O O O O O 06 O O 0 0 06 0 0 0 O N O O N N O N N (M O (V 0 O (O 0 (M 0 O 0 (.0 N O I(0 f� (O f; (P M (O (O V V O M (O N V (O M M N - f0 � (O (O V M 6 M 6 4 6 6 M M M M M M M M M M M O 6 6 6 6 6 6 M M V i M O N O N O O OM OM OM OM OM N OM M N N M OM N OM OM OM OM OM N OM OM N M N OM OM OM I M M .-M (A M(70(A MM M M N r� 00 r� 00 (D M r� V (0 nm(A .-N M. -O V M(0000 (0 (100 OM(70 N Mfg .-M 00 OCOMM r�0 V 00 V (O 00 O W(O V NO (b T r� Lc) OM N 000 r� Lc) OM N 000 Lc) (O Q OM •- 000(0 V f� (0 (O (O (O (O Lo N M M 6Lci Lfi V -i V V V V OM r- M M M M M N N N 00 M 1 1 U) 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 07 (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n (n . .- 000000 000000000000 (A(A(A(A(A(A 0000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0000000 000000000000 (A(A(A(A(A(A(A(A N N N N N N N N N N N N N,,.- .-.-.- ,i- .- .- .- .-.-.- MMMaa. -M MaMM V MMM V � � � MMV M V V fzavMM O (n f� v O QO n .- .- M (O M M .- .- (A (0 M v M •- •- .- N M V M (O f� (b M O .- N M .- N M V M (O f� (b M O .- N M •- 00000000 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O 0 0 0 0 0 0 0 0 00000000 (O (O (O (O (O (O (O (O (O (O (O (O (O 00000000 00000000 (O (O (O (O (O (O (O (O (O (O (O (O (O 00000000 N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N M M M M M M M M M M M M M M M M M M M M M M M M M M M M M I 00000000 0000000000000 00000000 00000000 0000000000000 00000000 O O O O O vvvv- ao "0 o "o mvao M (0 T v ' v (Y) 0) (0 (Y) (Y) 1 r� r�00 L� .-rte V N O O O O V CO N ' LO V I (0 M V vO M d V 1 O N O N CO M M M M M 0 LO N O 0) ' � CM LO M M M , W (0 CO N N N M ' U) U) U) U) Co W W W W 0) 0) 0) 0) 0) 0) 0) 0) V V M V O 0) W n N M V LO 1 0) 0) 0) 0) 0) 0) 0) 0) 0) 0) 0) 0) 0) 0) 0) t(0 (0 (0 (0 (0 CO C C CO C N N A N A N N A N N N N N a M M M N M O O O O O CITY OF NEWPORT BEACH Gas Consumption - City Hall Complex Including Fire Station 2 5 Fiscal Years City Hall Fire Station Cit r Hall 367075300 472075500 346075300 ' Therms $ Therms $ Therms $ 2003 July 10 16.76 113 94.32 2 15.75 2003 Aug 10 16.90 104 90.17 3 16.51 2003 Sept 10 17.14 101 87.69 12 23.52 2003 Oct 11 18.61 120 100.63 53 54.77 2003 Nov 26 29.96 122 106.41 177 140.24 2003 Dec 78 74.64 117 110.71 400 304.59 2003 Jan 161 146.12 198 182.50 993 679.82 2003 Feb 94 93.08 131 131.13 455 381.90 2003 Total 400 413 1,006 904 2,095 1,617 1 2002 Jul 11 19 121 107 - 16 2002 Aug 10 16 98 80 1 14 - 2002 Sep 8 15 102 80 15 2002 Oct 10 16 103 74 10 22 ' 2002 Nov 11 16 119 82 115 80 2002 Dec 69 54 156 115 583 321 ' 2002 Jan 169 123 193 144 988 548 2002 Feb 127 95 186 139 1,008 558 2002 Mar 71 55 164 120 681 374 2002 Apr 48 44 128 107 543 342 2002 May 20 25 111 97 279 197 2002 Jun 15 22 134 107 115 97 ' 2002 Total 569 500 1,615 1,252 4,323 2,583 2001 Jul 23 29 124 113 2 16 2001 Aug 21 27 115 107 37 45 2001 Sep 29 35 119 113 - 15 2001 Oct 24 34 115 122 29 44 ' 2001 Nov 57 64 140 142 237 219 2001 Dec 160 168 130 144 772 687 2001 Jan 198 217 169 193 1,240 1,150 2001 Feb 176 194 172 194 1,322 1,225 2001 Mar 130 154 184 219 1,076 1,064 2001 Apr 60 76 127 154 432 447 ' 2001 May 31 42 125 142 238 240 2001 Jun 12 21 118 126 59 71 [] 1 1 1 F 1 1 1 1 i 1 1 1 i 1 1 1 2001 Total 2000 Jul 2000 Aug 2000 Sep 2000 Oct 2000 Nov 2000 Dec 2000 Jan 2000 Feb 2000 Mar 2000 Apr 2000 May 2000 Jun 2000 Total 1999 Jul 1999 Aug 1999 Sep 1999 Oct 1999 Nov 1999 Dec 1999 Jan 1999 Feb 1999 Mar 1999 Apr 1999 May 1999 Jun 1999 Total Grand Total 367075300 Therms $ $ 921 1 1,061 25 3 32 21 2 29 22 2 29 23 3 32 51 3 35 121 1 105 162 1 135 107 1 100 183 1 159 69 7 70 472075500 Therms $ 1,638 1,768 104 87 102 88 123 98 113 97 31 39 162 136 138 117 154 136 179 156 135 124 136 121 128 114 1,505 1,312 106 88 110 94 111 94 109 86 117 96 175 144 215 171 222 171 169 193 135 117 154 137 134 97 1,757 1,489 7,521 6,725 346075300 Therms $ 5,444 5,224 58 55 4 17 11 24 12 24 164 125 928 541 1,134 651 949 584 1,104 673 527 355 307 222 47 53 5,245 3,326 53 52 19 29 67 54 119 81 392 233 1,033 589 1,297 719 1,395 732 960 584 * 1,030 1,064 * 492 355 * 199 125 7,056 4,618 24,163 17,368 346075300 Therms $ 5,444 5,224 58 55 4 17 11 24 12 24 164 125 928 541 1,134 651 949 584 1,104 673 527 355 307 222 47 53 5,245 3,326 53 52 19 29 67 54 119 81 392 233 1,033 589 1,297 719 1,395 732 960 584 * 1,030 1,064 * 492 355 * 199 125 7,056 4,618 24,163 17,368 ' it�h Sun & Carter Consulting Mechanical Engineers ' APPENDIX B HVAC UTILITY COST I 1 NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B - HVAC UTILITY COST April 16, 2003 �Fstidh3y�m ' a Sun & Carter consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — HVAC UTILITY COST ' April 16, 2003 ' A new City Hall facility creates numerous avenues for utility cost savings related to HVAC systems including, but not limited to, the following: ' ❑ Increased thermal insulation ❑ "Cool' roof materials ❑ High - efficiency glazing systems ' ❑ High - efficiency lighting ❑ Gas -fired heating systems ❑ High - Efficiency HVAC systems ' The existing City Hall includes 5 buildings totaling approximately 52,000 square feet. Building systems (i.e. plumbing, electrical and mechanical) have been modified over ' time, but generally are of pre Title -24 vintage. The construction of a new City Hall will immediately derive the operational . cost benefits of meeting current Title -24 State Energy Code requirements, as well as the added efficiency of new systems specifically tailored to the various requirements of a City Hall. In order to estimate utility costs a building model has been generated. The Model Building is based upon a number of similar City Hall facilities previously completed, as well as calculations for Title -24 compliance. Title -24 calculations were performed using State certified Energy Pro software Version 3.0, performance methodology. This ' methodology is a computerized whole building approach that allows the user to input all building features that impact energy compliance, and compare a normalized whole building energy consumption against a state mandated minimum model. Appendix B -1 ' includes the results of this compliance calculation. Based on the inclusion of various energy savings features as indicated above, the Title -24 model building shows compliance exceeding state mandated levels by 10 -15 %. Upon completing Title -24 evaluations, the Model Building was then input into a commercial building energy modeling software, Trace System Analyzer Version 5.0. This software is typically used as a comparative analysis tool for various building systems, however utility rate schedules can be input to approximate annual energy ' costs. Input for the Model Building includes the following parameters: -S' chi y�a HE i1Y6 Sun & Carter Consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — KVAC UTILITY COST April 16, 2003 1 Project Data: a Location: Newport Beach, California a Latitude: 33.6 N a Elevation: 10 feet above sea level 2. Mechanical Systems: Single duct variable air volume with hot water reheat at exterior zones. Rooftop packaged variable air volume units with 100% outside air economizer, one per floor and gas-fired space heating hot water boiler. 3. Outdoor Design Conditions: a Summer: 80 OF db, 70 OF wb 12 OF mean daily range a Winter: 39 deg F db 4. Indoor Design Conditions: a Summer 75 OF db, ± 3 OF a Winter 72 OF db, ± 3 OF 5. Internal Heat Gain: (See note 1) a Occupants Sensible: 250 btu/hr per person Latent: 200 btu/hr per person ❑ Lights Office: 1.1 watts/sq ft Council Chambers 4.0 watts/sq ft a Office Equipment: 2.0 watts/sq ft 6. Outside Air: ❑ Per ASHRAE Standard 62, latest edition "Fic0i'l- k( Sun & Carter ' Consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — HVAC UTILITY COST April 16, 2003 o Administrative Areas, Mon -Fri 7AM -6PM 9. Electrical Utility Rates: ' ❑ Southern California Edison GS -2 Rate Schedule 10. Gas Utility Rates: (See note 2) ❑ Southern California Gas Company GN -10 Rate, past 12 months. Note 1: Lighting and Office Equipment Values reflect reduced levels based on energy saving features outlined in Appendix D. ' Note 2: Gas costs vary based on market value, costs were calculated using actual Tier 1 and Tier 2 GN -10 rates for the past 12 months. The results of the energy simulation are presented in Appendix B -2. The following is a clarification of results: ' 1. The total electrical cost in the Appendix reflects the City Hall model only. Costs were adjusted to include the Fire Station Facility based on a per square ' foot normalized electrical cost equal to 60% of the City Hall model building. Total electrical cost is $116,572.00 per year. 2. Total gas costs were calculated using therm values in the building simulation and actual gas costs for the past 12 months, please see spreadsheet included in Appendix B -2. Total gas costs are $7,987.00 per year. t7. Building Envelope: • Exterior walls U = 0.08 • Roof U = 0.05 • Glazing U =0.50 ' SC =0.45 35% Window to Wall Ratio ' 8. Operating Schedules: NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — HVAC UTILITY COST April 16, 2003 o Administrative Areas, Mon -Fri 7AM -6PM 9. Electrical Utility Rates: ' ❑ Southern California Edison GS -2 Rate Schedule 10. Gas Utility Rates: (See note 2) ❑ Southern California Gas Company GN -10 Rate, past 12 months. Note 1: Lighting and Office Equipment Values reflect reduced levels based on energy saving features outlined in Appendix D. ' Note 2: Gas costs vary based on market value, costs were calculated using actual Tier 1 and Tier 2 GN -10 rates for the past 12 months. The results of the energy simulation are presented in Appendix B -2. The following is a clarification of results: ' 1. The total electrical cost in the Appendix reflects the City Hall model only. Costs were adjusted to include the Fire Station Facility based on a per square ' foot normalized electrical cost equal to 60% of the City Hall model building. Total electrical cost is $116,572.00 per year. 2. Total gas costs were calculated using therm values in the building simulation and actual gas costs for the past 12 months, please see spreadsheet included in Appendix B -2. Total gas costs are $7,987.00 per year. trN ma Mairiu Sun & Carter Consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — HVAC UTILITY COST April 16, 2003 It is important to note that this simulation is based upon the assumptions indicated above and normalized weather conditions. Energy costs can vary depending upon a number of factors including, energy rates, functional usage, occupancy schedules and ' maintenance. However, since these factors will impact the existing facilities in a similar manner, if not to a more severe degree due to the age and condition of the various systems, it is reasonable to assume that a savings will be realized throughout the useful ' life of the project. 1 - 1 1 ■ ■ 1 1 1 [! 1 FsYiCh�yIan.a Sun & Carter Consulting Mechanical Engineers APPENDIX B — 1 NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B - HVAC UTILITY COST April 16, 2003 CITY HALL MODEL BUILDING TITLE -24 COMPLIANCE 1 1 1 1 1 1 1 1 TITLE 24 REPORT Title 24 Report for: NBCH Newport Beach, CA Project Designer: LPA 17848 Sky Park Circle Irvine, CA 92614 (949)261 -1001 Report Prepared By: TSUCHIYAMA KAINO SUN & CARTER 17911 Von Karman Avenue, Suite 250 Irvine, CA 92614 (949) 756 -0565 Job Number: Date: 4(11(03 The EnergyPro computer program has been used to perform the calculations summarized in this compliance report. This program has approval and is authorized by the California Energy Commission for use with both the Residential and Nonresidential 2001 Building Energy Efficiency Standards. This program developed by EnergySoft, LLC (415) 883 -5900. EnergyPro 3.1 By EnergySoft doh Numner. User Number: 2945 1 1 1 1 1 ■ ■ I TABLE OF CONTENTS Cover Page 1 Table of Contents 2 Nonresidential Performance Title 24 Forms 3 Form ENV -3 Proposed Construction Assembly 22 HVAC System Heating and Cooling Loads Summary 23 EuergyPm 3.1 By Energy5oft Job Number'. User Number. 22945 1 11 I 11 LI 1 d 1 PERFORMANCE CERTIFICATE OF COMPLIANCE' Part 1 of 3 PERF -1 PROJECT NAME NBCH This Certificate of Compliance lists the building features and performance specifications needed to comply with Title 24, Parts 1 and OATE 4/11/03 PROJECT ADORESS Newport Beach SIGNATURE OATE OF PLANS The Principal Designers hereby certify that the proposed building design represented in the construction documents and modelled PRINCIPAL OESIGNER - ENVELOPE LPA TELEPHONE (949)261 -1001 odlid, owb,enhitff OOCUMENTATION AUTHOR TSUCHIYAMA KAINO SUN & CARTER TELEPHONEGheck?G'tiy (949) 756 -0565 /Data E eel e� use. GENERAL INFORMATION This Certificate of Compliance lists the building features and performance specifications needed to comply with Title 24, Parts 1 and 6, of the State Building Code. This certificate applies only to a Building using the performance compliance approach. OOCUMENTATION AUTHOR SIGNATURE OATE OF PLANS The Principal Designers hereby certify that the proposed building design represented in the construction documents and modelled for this permit application are consistent with all other forms and worksheets, specifications, and other calculations submitted with this BUILDING CONDITIONED FLOOR AREA 62,035 sq.FL 24, Part 6. CLIMATE ZONE 6 BUILDING TYPE ® NONRESIDENTIAL Ej HIGH RISE RESIDENTIAL HOTELIMOTEL GUEST ROOM PHASE OF CONSTRUCTION ® NEWCONSTRUCTION Ej ADDITION [] ALTERATION EXISTING +ADDITION STATEMENT OF COMPLIANCE This Certificate of Compliance lists the building features and performance specifications needed to comply with Title 24, Parts 1 and 6, of the State Building Code. This certificate applies only to a Building using the performance compliance approach. OOCUMENTATION AUTHOR SIGNATURE OATE The Principal Designers hereby certify that the proposed building design represented in the construction documents and modelled for this permit application are consistent with all other forms and worksheets, specifications, and other calculations submitted with this permit application. The proposed building as designed meets the energy efficiency requirements of the State Building Code, Title 24, Part 6. ENV. LTG. MECH. 1. 1 hereby affirm that I am eligible under the provisions of Division 3 of the Business and Professions Code to sign this document as the person responsible for its preparation; and that I am licensed as a civil engineer, mechanical engineer, electrical engineer or architect. 2. 1 affirm that I am eligible under the provisions of Division 3 of the Business and Professions Code Section 5537.2 or 6737.3 to sign this document as the person responsible for its preparation; and that I am a licensed contractor preparing documents forwork that I have contracted to perform. n F] ❑ 3. 1 affirm that 1 am eligible under Division 3 of the Business and Professions Code to sign this document because it pertains to a structure or type of work described as exempt pusuant to Business and Professions Code Sections 5537, 5538, and 6737.1. (These sections of the Business and Professions Code ae printed in full in the Nonresidential Manual.) ENVELOPE COMPLIANCE Indicate location on plans of Note Block for Mandatory Measures ENV -1 Required Forms PRINCIPAL ENVELOPE DESIGNER - NAME SIGNATURE LIC. NO. DATE LPA LIGHTING COMPLIANCE Indicate location on plans of Note Block for Mandatory Measures LTG -1 Required Forms PRINCIPAL LIGHTING DESIGNER - NAME SIGNATURE LIC. NO. DATE Konsortum 1 MECHANICAL COMPLIANCE Indicate location on plans of Note Block for Mandatory Measures MECH -1 MECH -2 MECH -3 Required Forms PRINCIPAL MECHANICAL DESIGNER - NAME SIGNATURE LIC. N0. DATE Tsuchiyama Kaino Sun & Carter 2945 Job N=Det: F I I 1 I I 1 1 I PERFORMANCE CERTIFICATE OF COMPLIANCE Part 2 of 3 PERF -1 N BCH I DATE 4/11 /03 ANNUAL SOURCE ENERGY USE SUMMARY kBtu /s ft- Standard Proposed Compliance ENERGY COMPONENT Design Design Margin _ Space Heating 8.45 5.49 ;ate-- w x:�;•: i Space Cooling 27.44 24.23 Indoor Fans 12.97 11.05 Heat Rejection 0.00 0.00 •. `r" _ ., .,�: a *'6666 qy�,r • � : `� sue: 616°.1 ^• : �^ ' • ''• ' *�`: ;, Pumps & Misc. 069 2606 rO69D70 `11 ,�•.b ,— , -' . : 2 ` Domestic Hot Water 0600 0600 Lighting 38.75 3066 . r' r- •ti'S';' Receptacle za.s za.s _"?"" Process 0600 0600 0600 TOTALS: 113613 98605 15.08 Percent better than Standard: 1363% ( 13.3% excluding process)( 17.0% excluding process & receptade) BUILDING COMPLIES GENERAL INFORMATION Building Orientation JSoutheasi)135deq Conditioned Floor Area sz,o35 sqft - 2 Number of Stories Unconditioned Floor Area o sqft. a Number of Systems Conditioned Footprint Area o sqft. 7 Number of Zones Orientation Gross Area jGjazinAArea Glazing Ratio 12,533 36744 29.9! Front Elevation Southeast sgfL sqft. 4,405 26200 4969% Left Elevation (southwest sqft. sqft. 12,698 36347 26.4% Rear Elevation Northwest soft. sqft. 5,050 809 1660% Right Elevation (Northeast Total Roof sqft sqft. sqft. sqft. sqft. sqft. 34,686 10,100 29.1% 34,575 75 Standard Proposed Lighting Power Density 1.316 Wlsq l 1.039 Wlsgft. Prescriptive Env, Heat Loss 15,138 10,696 Prescriptive Env, Heat Gain 1,15z,a5s 952,380 Remarks: Newport Beach City Hall Title study using mission viejo city hall as model building Run Initiation Time: 04/11103 12:52:47 Run Code: 1050090767 EnergyPro 3.1 By EnergySoft User Number. 2945 Job Number: Page:4 of 25 1 PERFORMANCE CERTIFICATE OF COMPLIANCE Part 3 Of 3 PERF -1 1 1 1 PROJECT NAME NBCH DATE 4/11/03 ZONE INFORMATION System Name Zone Name Occupancy Type Floor Area (sqft.) Inst. LPO (W /501 Port..;ptrir LPO .Credits (W /sf)1 (WISO 2 Tailored. . L ?D /sfj 3 .Prot. -Loads JVV /sf) ; Council Chamber Council Chamber Lobby Lobby (Main Entry & Assembly 1,000 '1.500 Council Chamber ConvenfiordConferenoe 3,900 -1.500 - Second Floor 2ndFloor Office 27,005 `1.000 0.000 First Floor 1st Floor Zone 1 Office 1,713 -1.000 0.000 1 st Floor Zone Office 1,763 -1.000 0.000 1 st Floor Zone Office 10,718 -1.000 0.000 _ 1st Floor Zone Office 15,936 •1.000 0.000 r. Notes: 1. See LTG -1 (items marked with astedsk, see LTG -2 by others) 2. See LTG -3 3. See LTG-4 Items above require special domtmentation EXCEPTIONAL CONDITIONS COMPLIANCE CHECKLIST ' The local enforcement agency should pay special attention to the items specified In this checklist. These Items require special written justification and documentation, and special verification to be used with the performance approach. The local enforcement agency determines the adequacy of the justification, and may reject a building or design that otherwise complies based on the adequacy of the special ustlfication and documentation submitted. Plan Field The HVAC Systern "TRANE SXHGC75" includes a Variable Speed Drive on the Fan. The HVAC System "TRANE SXHGC75: Premium Eff 34.50 BHP Supply Fan Motor has been specified. A Premium Eff 5.00 BHP Hot Water Pum Motor has been ecified. The exceptional features listed in this performance approach application have specifically been reviewed. Adequate written justification and documentation for their use have been provided by the applicant. Authorized Signature or Stamp 1 1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENV -1 PROJECT NAME NBCH DATE 4111103 OPAQUE SURFACES U -Fac. # Surface Type Framing Type Area U -Fac. Act. Azm. Solar Gains Tilt y/N Form 3 Reference Location / Comments 1 Wall Metal 212 0.077 315 90 XT Window R -11 Metal Stud Wall Council Chamber Lobby 2 Wall Metal 159 0.077 135 90 IXII 30 I R -11 Metal Stud Wall Council Chamber Lobby 3 Wall Metal 0 0.077 225 90 217 0.660 R -11 Metal Stud Wall Council Chamber Lobby 4 Roof Metal 925 0.046 0 0 _ R -19 Roof Council Chamber Lobby 5 Wall Wood 864 0.098 315 90 135 R -11 Wall .11.2x4.16 Council Chamber 6 Wall Wood 600 0.098 135 90 X 0.40 R -11 Wall .11.2x4.16 Council Chamber 7 Roof Wood 3.900 0.051 0 0 0.40 Lobby Dual Pane Glazin R -19 Roof R.19x10.16 Council Chamber 8 Wall Metal 6 0.077 225 90 X R -11 Metal Stud Wall 2ndFloor 9 Wall Metal 204 0.077 315 90 ouncil Chamber Lobby R -11 Metal Stud Wall 2ndFloor 10 Roof Metal 715 0.046 0 0 ndFloor 12 R -19 Roof 2ndFloor 11 all Metal 274 0.077 135 90 13 Window R -11 Metal Stud Wall 2ndFloor 12 Roof Metal 322 0.046 0 0 X 74 R -19 Roof 2ndFloor 13 Roof Metal 189 OA046 0 0 270 0.660 R -19 Roof 2ndFloor 14 Wall Metal 465 0.077 135 90 -11 Metal Stud Wall 2ndFloor 15 Roof Metal 475 0.046 0 0 Roof 2ndFloor 16 Wall Metal 242 0.077 45 90 Right Fin a LExt.RE -11 Metal Stud Wall 2ndFloor 17 Wall Metal 212 0.077 135 90 tR-19 -11 Metal Stud Wall 2ndFloor 18 Roof Metal 290 0.046 0 0 -19 Roof 2ndFloor 19 all Metal 242 0.077 225 90 2.2 18.8 -11 Metal Stud Walt 2ndFloor 20 Wall Metal 242 0.077 135 90 16.5 -11 Metal Stud Wall 2ndFloor FENESTRATION SURFACES Site Assembled Glazing Ghecx box it Building is >= 100,000 sgft of (;FA and >= 10,000 sgft vertical glazing then NFRG Gertiticatlon is required. Fnllnw NFRG 1nh -SR Pmraduree and aihmit NFRG I ahel Cedifirate Fnrtn_ # Type Area U -Fac. Act. Azm. SHGC Glazing Type Location / Comments 1 Window 112 0.660 315 0.40 Lobby Dual Pane Glazin until Chamber Lobby 2 Window 81 0.660 315 0.40 Lobby Dual Pane Glazing ouncil Chamber Lobb 3 Window 30 0.660 315 0.40 Lobby Dual Pane Glazing ouncil Chamber Lobby 4 Window 217 0.660 135 0.40 Lobby Dual Pane Glazing ouncil Chamber Lobb 5 Window 112 0.660 135 0.40 Lobby Dual Pane Glazing ouncil Chamber Lobby 6 Window 33 0.660 135 0.40 Lobby Dual Pane Glazing ouncil Chamber Lobby 7 Window 1,370 0.660 225 0.40 Lobby Dual Pane Glazin ouncil Chamber Lobby 8 Window 428 0.660 225 1 0.40 Lobby Dual Pane Glazin until Chamber Lobb 9 Window 126 0.660 225 1 0.40 Lobb Dual Pane Glazin until Chamber Lobby 10 Skylight 75 0.310 0 0.47 Lobby Dual Pane Glazing ouncil Chamber Lobby 11 Window 236 0.660 225 OAO Typical Dual Pane Glazing ndFloor 12 Window 121 0.660 315 0.40 T ical Dual Pane Glazin ndFloor 13 Window 38 0.660 315 0.40 Typical Dual Pane Glazin ndFloor 14 Window 74 0.660 135 0.40 Typical Dual Pane Glazin ndFloor 15 Window 270 0.660 135 0.40 T ical Dual Pane Glazing ndFloor EXTERIOR SHADING # Exterior Shade Type SHGC Window H t. Wd. Overhang Left Fin Right Fin a LExt.RE Di .Len. !St. Len 1 None 0.76 2 None 0.76 3 None 0.76 2.2 18.8 3.0 2.5 3.0 3.0 _ 4 None 0.76 16.5 18.8 3.0 0.0 3.0 3.0 5 None 0.76 8.5 18.8 3.0 0.0 3.0 3.0 6 None 0.76 2.5 18.8 3.0 2.5 3.0 3.0 7 None 0.76 33.0 16.0 3.0 0.0 3.0 3.0 0.0 13.0 0 0.0 0.0 0 8 None 0.76 8.5 72.0 3.0 0.0 3.0 3.0 9 None 0.76 2.5 72.0 3.0 2.5 3.0 3.0 10 None 1.00 11 None 0.76 11.0 17.0 0.0 13.0 0 0.0 0.0 0 12 None 0.76 8.0 12.0 2.5 0.0 0.0 0.0 13 None 0.76 2.5 12.0 2.5 2.5 0.0 0.0 14 None 0.76 8.2 26.0 2.5 2.5 0.0 0.0 15 None 0.76 8.2 26.0 2.5 0.0 0.0 0.0 Run Initiation - 04/11103 12:52:47 Run Code-U50090767 EnergyPro 3.1 By EnergySoft User Number 2945 Job Number: Page:6 of 25 i 1 i 1 1 1 11 1 1 1 [1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENVA # Type Area U -Fac. Act. Azm. SHGC Glazing Type Location / Comments 16 Window 120 0.660 135 0.40 T iral Dual Pane Glazin ndFloor 17 Window 1 0.660 1 135 1 0.40 Typical Dual Pane Glazin ndFloor 18 Window 60 1 0.660 1 135 0.40 Typical Dual Pane Glazing ndFloor 19 Window 60 0.660 135 0.40 Typical Dual Pane Glazing- ndFloor 20 Window 60 0.660 135 0.40 Tvaical Dual Pane Glazin ndFloor 21 Window 60 0.660 135 0.40 Typical Dual Pane Glazin ndFloor 22 Window 60 0.660 135 0.40 T ical Dual Pane Glazin ndFloor 23 Window 47 0.660 135 0.40 T !cal Dual Pane Glazinq ndFloor 24 Window 113 0.660 135 0.40 Typical Dual Pane Glazin ndFloor 25 Window 96 0.660 45 0.40 Typical Dual Pane Glazinq ndFloor 26 Window 170 0.660 45 0.40 Typical Dual Pane Gazing ndFloor 27 Window 1.060 0.660 315 0.40 Typical Dual Pane Glazin ndFloor 28 [Window 60 0.660 45 0.40 Typical Dual Pane Glazin ndFloor 29 Window 60 0.660 45 0.40 T ical Dual Pane Glazin ndFloor 30 Window 60 0.660 45 0.40 T iral Dual Pane Glazin ndFloor EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Le Dist. Len. Hot. Di . Le. t. 16 None 0.76 17 None 0.76 18 None 0.76 19 None 0.76 20 None 0.76 21 None 0.76 22 None 076 0.76 2.5 7.5 3.0 2.5 3.0 3.0 0.76 6.0 7.5 3.0 0.0 3.0 3.0 0.76 3.0 8.5 3.0 2.5 3.0 3.0 0.76 9.0 8.5 3.0 0.0 3.0 3.0 0.76 "Noneo. 0.76 _ 0.76 0.76 Ru 1-2:52:47 Run Code, 1050090767 EnergyPro 3.1 By EnergySo ft User Number: 2945 _ _ Job Number. _ _ Page:7o(25 _ __ 1 1 1 1 1 f 1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENVA # Type Area U -Fac. Act. Azm. SHGC GlaziM Location / Comments 31 Window 60 0.660 45 0.40 Dual PandFloor iTypical 32 Window 60 0.660 315 0.40 Dual PandFloor 33 Window 60 0.660 45 0.40 Dual PandFloor 34 Window 60 0.660 315 0.40 T ical Dual PandFloor 35 W indow 60 0.660 315 0.40 T ical Dual Pandnoor 36 Window 60 0.660 315 0.40 Typical Dual Pane Gazing ndFloor 37 Window 60 6.660 315 0.40 Typical Dual Pane Glazin ndFloor 38 Window 60 0.660 315 0.40 TylYical Dual Pane Glazin ndFloor 39 Window 60 0.660 315 0.40 Typical Dual Pane Glazing ndFloor 40 Window 60 0.660 315 0.40 Typical Dual PaLGlaznndFloor Glazing ndFloor 41 Window 60 0.660 315 0.40 T ical Dual PandFloor 42 Window 60 0.660 315 0.40 T ical Dual PandFloor 43 Window 60 0.660 315 0.40 T ipl Dual PandFloor 44 Window 60 0.660 315 0.40 T iral Dual PandFloor 45 Window 60 0.660 315 0.40 T ical Dual Paoor EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fi n Len. Hat. L xt.RE s .Len. ut. ist. Len _ 31 None 0.76 32 None 0.76 33 None 0.76 34 None 0.76 35 None 0.76 -36 None 0.76 37 None 0.76 38 None 0.76 39 None 0.76 40 None 0.76 41 None 9.76 42 None 0.76 43 None 0.76 44 None 0.76 45 None 0.76 Run Initiation Ti e: 04111[03 12:52:47 Run- Code-14SW-90767 EnergyPM 3.1 By EnergySoff_ User Number: 2945 Job Number. ___ _ _ __ ___ Page:8 of 25 j 1 1 1 1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENV -1 ane naoerrwreu vwnr�y I 1 r..u..,., urar Inn_cia -i e.,n..,a urar i nbl reme�-m r...m - # Type Area Act. Azrn. SHGC Glazing Type Location / Comments 46 indow 60 315 f 0.40 Typical Duai Pane Glazin ndFloor 47 indow 60 135 0.40 T cal Dual Pane Giazi ndFloor 48 indow 60 135 0.40 Typical Dual Pane Glazin ndFloor 49 Window 60 F-Fac. 135 0.40 T ical Duai Pane Glazin ndFloor 50 indow 60 135 0.40 T ical Dual Pane Glazin ndFloor 51 indow 60 135 0.40 T ical Duai Pane Glazin ndFloor 52 indow 201 135 0.40 Typical Dual Pane Glazin ndFloor 53 indow 201 . 315 0.40 Typical Dual Pane Glazing ndFloor 54 Window 12 0.660 135 0.40 Typical Dual Pane Glazing 1st Floor Zone 2 55 Window 40 0.660 225 0.40 Typical Dual Pane Glazing 1st Floor Zone 2 56 Window 203 1.090 135 0.61 Typical Dual Pane G137ing 1 st Floor Zone 3 57 indow 204 1.090 315 0.61 Typical Dual Pane Glazing 1st Floor Zone 3 58 Window 90 1.090 135 0.61 Typical Dual Pane Gla7jnq 1st Floor Zone 3 59 Window 90 0.660 135 0.40 Typical Dual Pane Glazing 1st Floor Zone 3 60 Window 113 1.090 45 0.61 Typical Dual Pane Glazin 1st Floor Zone 3 EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len. Unt. LExLRExt. Dist. Len. t. t. 46 None 0.76 47 None 0.76 W None 0.76 49 None 0.76 50 None 0.76 - -N 51 one 0.76 52 None 0.76 53 None 0.76 54 None 0.76 55 None 0.76 56 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 57 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 58 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 59 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 60 None 1 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 Rtin Initiation Time: 04111103 12:52:47 Run Codem 1050 0767 EnergyPro 3.1 By EnergySoft User Number. 2945 Job Number. Page:9 of 25 J I 1 1 I I I ENVELOPE COMPLIANCE SUMMARY Performance ENVA CT NAME DATE NBCH 4/11/03 OPAQUE SURFACES Area # Surface Type Framing Type Area V -Fac. Act. Azm. Solar Gains Tilt y/N Form 3 Reference Location / Comments 1 Wall Metal 292 0.077 225 90 62 R -11 Metal Stud Wall 2ndFloor 82 Wall Metal 232 0.077 315 90 63 Window R -11 Metal Stud Wall 2ndFloor 83 Roof IMetal 1285 1 0.046 0 1 0 W1 90 IR-19 Roof 2nd Floor 84 Roof IMetal 152 1 0.046 0 1 0 JXJJ 0.660 I R -19 Roof 2ndFloor 85 Roof IMetal 320 0.046 0 1 0 1X11 135 I R -19 Roof 2ndF oor 86 Wall IMetal 232 6077 135 90 1XII 0.40 I R -11 Metal Stud Wall 2ndFloor 87 Roof IMetal 324 0.046 0 0 0.40 Typical R -19 Roof 2ndFloor 88 wall Metal 222 0.077 135 90 1 X I I R -11 Metal Stud Wall 2ndFloor 89 Roof IMetal 230 0.046 0 0 Dual Pane Glazin 1st Floor Zone 4 R -19 Roof 2ndFloor 90 Wall Metal 222 0.077 135 90 X R -11 Metat Stud Wall 2ndFloor 91 Roof Metal 230 0.046 0 0 73 R -19 Roof 2ndFloor 92 Wall Metal 222 0.077 135 90 74 Window R -11 Metal Stud Wall 2ndFloor M Roof Metal 230 0.046 0 0 IXII 60 I R -19 Roof 2nd Floor 94 Wall Metal 242 0.077 135 90 R -11 Metal Stud Wall 2ndFloor 95 Roof Metal 246 0.046 0 0 R-19 Roof 2ndFloor 96 Wall # Metal 109 0.077 135 90 X R -11 Metal Stud Wall 2ndFloor 97 all en. Metal 9 0.077 315 90 9.5 3.0 12.0 R -11 Metal Stud Wall 2ndFloor 98 Roof Metal 0 ;237 0.046 0 0 R -19 Roof 2ndFloor 99 Roof Metal 7 0.046 0 0 0.76 R -19 Roof 2ndFloor 12.0 100 Roof Metal 0.046 0 0 X 0.76 R -19 Roof 2ndFloor 12.0 FENESTRATION SURFACES Site Assembled Glazing Check box if Building is >= 100,000 sgft of CFA and >= 10,000 sgft vertical glazing then NFRC Certification is required. Follow NFRC 100 -SR PmrEdures and suhmit NFRC Lnhel r rrtificnte Fnrm # Type Area U -Fac. Act. Azm. SHGC Glazing Type Location / Comments 61 Window 182 1.090 135 0.61 Typical Dual Pane Glailng 1st Floor Zone 3 62 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 3 63 Window 40 0.660 45 0.40 T ical Dual Pane Glazing 1st Floor Zone 3 64 Window 90 1.090 45 0.61 Typical Dual Pane Gazing 1st Floor Zone 3 65 Window 558 0.660 135 0.40 Typical Dual Pane Glazino 1st Floor Zone 4 66 Window 522 0.660 135 0.40 T ical Dual Pane Glazing 1 st Floor Zone 4 67 Window 60 0.660 135 0.40 Typical Dual Pane Glazinq 1st Floor Zone 4 68 Window 60 0.660 135 0.40 Typical Dual Pane Glazina 1st Floor Zone 4 69 Window 60 0.660 135 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 70 Window 60 0.660 135 0.40 Typical Dual Pane Glazin 1st Floor Zone 4 71 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 72 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 73 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 74 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 75 Window 60 0.660 315 0.40 T ical Dual Pane Glazing 1st Floor Zone 4 EXTERIOR SHADING . # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len. LEx . Ext Dist.-Len. en. 61 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 62 None 0.76 63 None 0.76 9.0 3.8 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 64 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 65 None 0.76 17.0 26.0 2.5 0.0 0.0 0.0 66 None 0.76 ne 0.76 ne 0.76 ne 0.76 ne 0.76 C ne 0.76 ne 0.76 ne 0.76 ne 0.76 ne 0.76 Run Initiation a M:47 Run Codq� 1050090767 EnergyPro 3.1 By EnergySoft User Number. 2945 Job Number. Page:10 of 25 1 1 I 1 I 1 1 1 1 1 11 ENVELOPE COMPLIANCE SUMMARY Performance ENVA # Type Area U -Fac. Act. Am. SHGC Glazing Type Location ! Comments 76 Window 60 0.660 315 0.40 T ical Dual Pane Glazing 1 s Floor Zone 4 77 Window 60 0.660 315 0.40 T ical Dual Pane Glazin tsl Floor Zone 4 78 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1 s Floor Zone 4 79 Window 60 0.660 315 0.40 Typical Dual Pane Glazin 1st Floor Zone 4 80 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len. Hat. LExt.RExt. is . e Dist. Len. Hgt. 76 None 0.76 77 None 0.76 78 None 0.76 79 None 0.76 80 None 0.76 Run Initiation 12:52:47 C de; Ene,gyp. 3.1 By EnergySoff User Number. 2945 Job Number: Page: 11 of 25 1 1 1 1 1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENV -1 'PROJECT NAME NBCH DATE 4/11/03 OPAQUE SURFACES # Surtace Type Framing Type Area U -Fac. Act. Azm. Solar Gains Tilt y)N Form 3 Reference Location / Comments 121 Wall Wood 164 0.098 225 90 IXII I R -11 Wall M.11.2x4.161 1st Floor Zone 122 Roof Wood 190 0.051 0 0 IXII I R -19 Roof R.19x10.16 1st Floor Zone 2 123 Roof Wood 76 0.051 0 0 IXII i R -19 Roof R.19x10.16) 1st Floor Zone 2 124 Wall lWood 132 0.098 225 90 IXII I R -1 t Wall .11.2x4.16 1 st Floor Zone 2 125 Roof IWood 76 0.051 0 0 IXII I R -19 Roof R.19x10.16 1st Floor Zone 2 126 Wall [Wood 404 0.098 315 90 IXII JR-11 Wall .11.2x4.16 1st Floor Zone 127 Wall Wood 272 0.098 225 90 R -11 Wall (W.1 1.2x4.16) 1st Floor Zone 126 Roof jWood 265 1 0.051 0 0 XII I R -19 Roof R.19x10.16 1st Floor Zone 2 129 Wall Metal 69 0.077 135 90 XII I R -11 Metal Stud Wall 1st Floor Zone 3 130 Wall Metal 68 0.077 315 90 X11 JR-11 Metal Stud Wall 1 st Floor Zone 3 131 Wall Metal 252 0.077 135 90 XII I R -11 Metal Stud Wall 1st Floor Zone 3 132 Wall Metal 192 0.077 135 90 XII JR-11 Metal Stud Wall 1 st Floor Zone 3 133 Wall Metal 198 0.077 135 90 XII JR-11 Metal Stud Wall 1st Floor Zone 3 134 Wall Metal 537 0.077 45 90 X R -11 Metal Stud Wall 1 st Floor Zone 3 135 Wall Metal 918 0.077 135 90 R -11 Metal Stud Wall 1st Floor Zone 3 136 all Metal 284 0.077 315 90 R -11 Metal Stud Wall 1st Floor Zone 3 137 Wall Metal 354 0.077 315 90 X R -11 Metal Stud Wall 1 st Floor Zone 3 138 Wall Metal 570 0.077 315 90 R -11 Metal Stud Wall 1st Floor Zone 3 139 Wall Metal 182 0.077 315 90 R -11 Metal Stud Wall 1st Floor Zone 3 140 Wall Metal 1544 1 0.077 45 g0 R -11 Metal Stud Wall 1st Floor Zone 3 FENESTRATION SURFACES Site Assembled Glazing Check box if Building is >= 100,000 sqft of CFA and >= 10,000 sqft vertical glazing then NFRC Certification is required. Follow NFRC 100 -SB Procedures and submit NFRC Label Certificate Form. # Type Area U -Fac. Act. AZM.j SHGC Glazing Type Location / Comments EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len, Hgt, LEXt.fZExt. Dist .-Len. is Le t. Run Initiation Time: 04M 1 fO3 12:5Z47 Rmn 6ode: 1050090767 EnergyPro 3.1 By EnergySoft User Number: 2945 Job Number: Page:12 of 25 1 1 1 11 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENV -1 PROJECT NAME NBCH DATE 4/11/03 OPAQUE SURFACES # Type # Surface Type Framing Type Area U-Fac. Act. Azm. Solar Gains Tilt YIN Form 3 Reference Location /'Comments 141 Wall Metal 182 0.077 135 1 90 X _ R -11 Metal Stud Wall 1st Floor Zone 3 142 Wall Metal 60 0.077 45 90 X I R -11 Metal Stud Wall 1st Floor Zone 3 143 Wall Metal 480 0.077 45 90 X R -11 Metal Stud Wall 1st Floor Zone 3 144 Wall Metal 322 0.077 135 90 R -11 Metal Stud Wall 1st Floor Zone 4 145 Wan Metal 568 0.077 135 90 R -11 Metal Stud Wall 1st Floor Zone 4 146 Wall Metal 242 0.077 45 90 R -11 Metal Stud Wall 1st Floor Zone 4 147 Wall Metal 222 0.077 135 90 R -11 Metal Stud Wall 1st Floor Zone 4 148 Wall IMetal 222 0.077 135 ' 90 R -11 Metal Stud Wall 1st Floor Zone 4 149 Wall IMetal 222 1 0.077 135 90 R -11 Metal Stud Wall 1st Floor Zone 150 Wall Metal 222 0.077 135 90 X R -11 Metal Stud Wall 1st Floor Zone 4 151 Wall Metal 222 0.077 315 90 R -11 Metal Stud Wall 1st Floor Zone 4 152 Wall Metal 242 0.077 45 90 X SHGCI R -11 Metal Stud Wall 1st Floor Zone 4 153 Wall Metal 222 0.077 315 90 X R-11 Metal Stud Wall 1st Floor Zone 4 154 Wall Metal 222 0.077 1 315 9 X R -11 Metal Stud Wall 1st Floor Zone 4 155 Wall Metal 1222 0.077 1 315 90 X11 i R -11 Metal Stud Wall 1st Floor one 4 156 Wall Metal 222 90 _ R -11 Metal Stud Wall 1st Floor Zone 4 157 all Metal 315 90 X R -11 Metal Stud Wall 1st Floor Zone 4 158 Wall Metal 315 90 R -11 Metal Stud Wall 1st Floor Zone 4 159 Wall Metal LE315 315 90 R -11 Metal Stud Wall 1st Floor Zone 4 160 Wall Meta! 315 90 R -11 Metal Stud Wall 11 st Floor Zone 4 FENESTRATION SURFACES Rita ecmmhbnd atavinn n Check box if Building is >= 100,000 sqft of CFA and >= 10,000 sqft vertical glazing then NFRC Certnicauon is required. u YOIIOW rvr.Rl. IUVJt3 YfOCBOUBS anO SUDRIII IYr.RI. L3OCI I.Cr VIICEIC YOrnl. # Type Area U -Fac. Act. Azm. SHGC Glazing Type Location I Comments F-XX RIOR SHADING # Exterior Shade Type SHGCI Window Hgt. Wd. Overhang Left Fin Right Fin Dist-Ler).Hgt. Dist. t. I Run Initiation Time: 04111103 12:52:47 767 EnergyPro 3.1 By EnergySoft User Number. 2945 Jab Number: Page: 13 of 25 1 1 1 1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENV -1 PROJECT NAME NBCH DATE 4111103 OPAQUE SURFACES U -Fac. Act. Azm. # Surface Type Framing Type Area IU-Fac.lAzm. Act. Solar Gains Tilt ylN Form 3 Reference Location I Comments 161 Wall Metal 364 1 0.077 225 90 X11 IR-11 Metal Stud Wall 1st Floor Zone 162 Wall Metal 160 1 0.077 315 90 X11 I R -11 Metal Stud Wall 1st Floor Zone 4 EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len, Hgtj t.R x . Dist. Lem Hqt. Dist. Len. Hgt. FENESTRATION SURFACES Site Assembled Glazing Check box it Building is >= 100,000 sgtt of CFA and >= 10,000 sgtt vertical glazing then NFKC Gertfflcation is required. Fnllnw NFRC 1nn-SR Pmr -dures and suhmit NFKC l ahut Cedtfir fP Fnrrn_ # Type Area U -Fac. Act. Azm. SHGC Glazing Type Location I Comments EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len, Hgtj t.R x . Dist. Lem Hqt. Dist. Len. Hgt. Run Initiation Time: 04/11/03 12.52:47 Run Cod 1050090767 EnergyPro 3.1 By EnergySon User Number: 2945 Job Number: Page: 14 of 25 [1 [1, 1 1 I 1 J LIGHTING COMPLIANCE SUMMARY Part 1 of 2 LTG -1 NAME NBCH MANDATORY AUTOMATIC CONTROLS CONTROL LOCATION CONTROL CONTROLTYPE NOTE -TO (Room #) IDENTIFICATION (Auto Time Switch, Exterior, etc.) SPACE CONTROLLED .FIELO CONTROL LOCATION1 I CONTROL I I CONTROL TYPE i LUMINAIRES CONTROLLEO� NO� TE TO (Room # or Owg. #) IDENTIFICATION (Occupant, Daylight, Dimming, etc.) � TYPE I# OF LUMINAIRES If _FIELD__ NOTES TO FIELD - For Building Department Use Only Run Initiation Time: 04/11/0 12:52:47 Run Code: 1050090767 EnergyPro 3.1 By Energy5off User Number. 2945 1 Job Number. Page: 15 of 25 LAMPS BALLASTS Luminaire Code LUMINAIRE DESCRIPTION TYPE DESCRIPTION Watts tamp DESCRIPTION # Lam + Ballast' Total Wad Lighting Schedule on Plans Shows Exterior Lighting Subtotal from this Page Meets Total ❑Efficacy and Control Requirement of 5130(c) Portable Lighting (From LTG -1) Less Control Credit Wafts (From LTG-3) Con Uol Requirements of 13131(f) Adjusted Actual Watts �0 B MANDATORY AUTOMATIC CONTROLS CONTROL LOCATION CONTROL CONTROLTYPE NOTE -TO (Room #) IDENTIFICATION (Auto Time Switch, Exterior, etc.) SPACE CONTROLLED .FIELO CONTROL LOCATION1 I CONTROL I I CONTROL TYPE i LUMINAIRES CONTROLLEO� NO� TE TO (Room # or Owg. #) IDENTIFICATION (Occupant, Daylight, Dimming, etc.) � TYPE I# OF LUMINAIRES If _FIELD__ NOTES TO FIELD - For Building Department Use Only Run Initiation Time: 04/11/0 12:52:47 Run Code: 1050090767 EnergyPro 3.1 By Energy5off User Number. 2945 1 Job Number. Page: 15 of 25 1 27,005 LIGHTING COMPLIANCE SUMMARY 27,005 Part 2 of 2 LTG -1 1 713 1 1,713 1 at Floor Zone 2 PROJECT NAME 1,763 1 DATE NBCH I 4111103 1 TABLE 1A - LIGHTING NOT SHOWN ON PLANS FOR OFFICE AREAS >250 SQUARE FEET PORTABLE 15,936 ROOM # OR ZONE IO DEFAULT Is ft AREA SF TOTAL WATTS BXC t TOTAL 57.135 0 TABLE 1C - PLANS SHOW PORTABLE LIGHTING IS NOT REQUIRED FOR OFFICE AREAS > 250 SQUARE FEET ROOM # OR ZONE ID TOTAL AREA (SF) Designer needs to provide detailed documentation that the lighting level provided by the overhead lighting meets the needs of the space. The details include luminaire types, CU, and mounting locations relative to work areas. TOTAL 0 WILDING SUMMARY - PORTABLE ' BUILDING SUMMARY TOTAL AREA (SF) (FROM TABLES IA +IB+1C) TOTAL WATTS (FROM TABLES IA +IB) BUILDING TOTAL 57,135 0 TOTAL EnergyPro 3.1 By EnergySofl User Number: 2945 Job Number, Page: 16 of 25 0 0 ABLE_1B - PORTABLE LIGHTING SHOWN ON PLANS FOR OFFICE AREAS >250 SQUARE FEET A B ❑ C D E F G LUM❑IN. TASK #�OF TOTAL TOTAL ROOM # PORTABLE LIGHTING # OF WATTS PER AREA TASK AREA (SF) WATTS OR ZONE 1D Description FIXT. FIXTURE (SF) AREAS (D x E) (C x E) 1 1 1 1 1 1 2ndFloor 27,005 1 27,005 isl Floor Zone 1 1 713 1 1,713 1 at Floor Zone 2 1,763 1 1,763 1 at Floor Zone 3 10,718 1 10,718 1 at Floor Zone 4 15,936 1 15,936 TOTAL 57.135 0 TABLE 1C - PLANS SHOW PORTABLE LIGHTING IS NOT REQUIRED FOR OFFICE AREAS > 250 SQUARE FEET ROOM # OR ZONE ID TOTAL AREA (SF) Designer needs to provide detailed documentation that the lighting level provided by the overhead lighting meets the needs of the space. The details include luminaire types, CU, and mounting locations relative to work areas. TOTAL 0 WILDING SUMMARY - PORTABLE LIGHTING BUILDING SUMMARY TOTAL AREA (SF) (FROM TABLES IA +IB+1C) TOTAL WATTS (FROM TABLES IA +IB) BUILDING TOTAL 57,135 0 Run Initiation Time: 04/11103 12:52:47 Run Code: 1050090767 EnergyPro 3.1 By EnergySofl User Number: 2945 Job Number, Page: 16 of 25 CERTIFICATE OF COMPLIANCE Performance MECH -1 PROJECT NAME GATE NBCH 4/11/03 ' YSTEM FEATURES MECHANICAL SYSTEMS 1 1 [1 [1 I 1 1 1 1 SYSTEM NAME Hot Water Boiler Council Chamber Second floor NOTE TO FAN CONTROL ELECTRIC HEAT? witch ncy rSensor Timer H: Heating C: Cooling B: Both 00 TIME CONTROL n/a Programmable Switch Programmable Switch SETBACK CONTROL n/a No Setback Required No Setback Re uired OUTOOOR OAMPER ISOLATION ZONES n/a n/a B: qir Balance C: Outside Air Cert. M: Out. Air Measure O: Demand Control N: Natural A: Auto G: Gravity HEAT PUMP THERMOSTAT? n/a n/a n/a SEALEO OUCTS IN CEILINGIROOF SPACE ELECTRIC HEAT? n/a n/a n/a FAN CONTROL n/a Constant Volume Variable Speed VAV MINIMUM POSITION CONTROL? n/a Yes Yes SIMULTANEOUS HEAT /COOL? nla Yes Yes HEATING SUPPLY RESET n/a Constant Temp Constant Temp COOLING SUPPLY RESET n/a Constant Temp OA Reset HEAT REJECTION CONTROL Na We Na VENTILATION n/a Demand Control Air Balance OUTOOOR OAMPER CONTROL n/a Auto Auto ECONOMIZER TYPE n/a Diff. Enth (integrated) Fixed Enth (in te rated OESIGN OJL CFM MECH -3 COLUMN I n/a 2419 cfm 4051 cfm HEATING EQUIPMENT TYPE Gas Fired Gas Furnace None HEATING EQUIPMENT EFFICIENCY 85% 801 AFUE We COOLING EQUIPMENT TYPE n/a Packa ed DX Packaged VAV COOLING EQUIPMENT EFFICIENCY n/a 11.5 EER 9.7 EER MAKE ANO MOOEL NUMBER PARKER BOILER T114OLR TRANE YCD181C3H`B` TRANE SXHGC75 PIPE INSULATION REQUIREO? Yes Yes Yes PIPEIDUCT INSULATION PROTECTED? Yes Yes Yes HEATING OUCT LOCATION I R -VALUE n/a Wed IDucts in Attic 4.2 Ducts in Attic 4.2 COOLING OUUCCT LOCATION R -VALUE CEILIFNGIIROOF SPACECTS IN n/a n/a _ n/a Ducts in Attic 4.2 No Duds in Attic 4.2 No COOE TABLES: Enter code from table below into columns above. HEAT PUMP THERMOSTAT? Y: Yes N:No NTROL SETBACK CTRL. ISOLATION ZONES FAN CONTROL ELECTRIC HEAT? witch ncy rSensor Timer H: Heating C: Cooling B: Both Enter Number of Isolation Zones. I: Inlet Vanes P: Variable Pitch V: VFO O: Other C: Curve VAV MINIMUM POSITION CONTROL? SIMULTANEOUS HEAT / COOL? HEAT ANO COOL SUPPLY RESET? VENTILATION OUTOOOR OAMPER ECONOMIZER O.A. CFM HIGH EFFICIENCY? B: qir Balance C: Outside Air Cert. M: Out. Air Measure O: Demand Control N: Natural A: Auto G: Gravity A Air W: Water N: Not Required EC: Economizer C4o4nte 9 See Section Enter Outdoor Air CFM. Note: This shall be no less than Col. H on MECHJ. PIPE INSULATION REQUIRED? PIPEIOUCT INSULATION PROTECTED? SEALEO OUCTS IN CEILINGIROOF SPACE 3.1 1 1 1 1 ■ CERTIFICATE OF COMPLIANCE Performance MECH -1 DATE I MFCIIAIJICAI SVSTFMS /03 SYSTEM NAME First Floor Y: Yes N: N TIME CONTROL I NOTE TO 'FIELD ISOLATION ZONES FAN CONTROL ELECTRIC HEAT? S: Prog. Switch O: Occupancy Sensor M: Manual Timer H: Heating C: Cooling B: Both TIME CONTROL Programmable Switch VAV MINIMUM POSITION CONTROL? SIMULTANEOUS HEAT/ COOL? — SETBACK CONTROL No Setback Re uired HEAT AND COOL SUPPLY RESET? VENTILATION ISOLATION ZONES ECONOMIZER O.A. CFM HIGH EFFICIENCY? B: Air Balance C: Outside Air Cart. M: Out. Air Measure D: Demand Control N: Natural HEAT PUMP THERMOSTAT? n/a Enter Outdoor Air CFM. Note: This shall be no less than Col. H on MECH -3. PIPE INSULATION REQUIRED? PIPEIDUCT INSULATION PROTECTED? ELECTRIC HEAT? nta FAN CONTROL Variable Speed VAV MINIMUM POSITION CONTROL? Yes SIMULTANEOUS HEATICOOL? Yes HEATING SUPPLY RESET Constant Temp COOLING SUPPLY RESET OA Reset HEAT REJECTION CONTROL n/a VENTILATION Air Balance OUTDOOR DAMPER CONTROL Auto ECONOMIZERTYPE Fixed Enth (Integrated) DESIGN O.A. CFM MECH-3, COLUMN I 5286 cfm HEATING EQUIPMENT TYPE None ' HEATING EQUIPMENT EFFICIENCY n/a ' COOLING EQUIPMENT TYPE Packaged VAV COOLING EQUIPMENT EFFICIENCY 9.7 EER MAKE AND MODEL NUMBER TRANE SXHGC75 PIPE INSULATION REQUIRED? Yes PIPE/DUCT INSULATION PROTECTED? Yes HEATING DUCT LOCATION I R -VALUE Ducts in Attic 4.2 COOLING DUCT LOCATION R -VALUE VERIFIED SEALED DUCTS IN CEILINGIROOF SPACE Ducts in Attic 4.2 No CODE TABLES: Enter code from table below Into columns above. J HEAT PUMP THERMOSTAT? Y: Yes N: N TIME CONTROL . SETBACK CTRL. ISOLATION ZONES FAN CONTROL ELECTRIC HEAT? S: Prog. Switch O: Occupancy Sensor M: Manual Timer H: Heating C: Cooling B: Both Enter Number of Isolation Zones. I: Inlet Vanes P: Variable Pitch V: VFD O: Other C: Curve VAV MINIMUM POSITION CONTROL? SIMULTANEOUS HEAT/ COOL? — HEAT AND COOL SUPPLY RESET? VENTILATION OUTDOOR DAMPER ECONOMIZER O.A. CFM HIGH EFFICIENCY? B: Air Balance C: Outside Air Cart. M: Out. Air Measure D: Demand Control N: Natural A: Auto G: Gravity A: Air W: Water N: Not Required EC: Economizer Control See Section 144(e)3 Enter Outdoor Air CFM. Note: This shall be no less than Col. H on MECH -3. PIPE INSULATION REQUIRED? PIPEIDUCT INSULATION PROTECTED? SEALED DUCTS IN CEILINGIRODF SPACE rtVll 1pllldl Vp lflllB: V41111V3 IL:pG4I Ru I.VV @: IVpVVyV /oI EneravPro 3.1 By EnemvsaH User Number 2Q4fi .Inh Number PAW is of 25 1 1 1 MECHANICAL EQUIPMENT SUMMARY Part 1 of 2 MECH -2 PROJECT NAME DATE NBCH 4/11/03 ICHILLER AND TOWER SUMMARY O L R_SSI M RY Rated Vol. System Name System Type Distribution Type Qty Input (Gals.) Efficiency Tons PUMPS Ext. R -Val. Equipment Name Equipment Type Qty. Tot. Qty IGPM I BHP Motor Eff. Drive Eff. Pump Control Hot Water Pumps 87.5% 97.0% none 1 61 5.00 89.5% 97.0 %One -Speed 97.0% none O L R_SSI M RY Rated Vol. System Name System Type Distribution Type Qty Input (Gals.) Energy Factor or Recovery Efficiency Standby Loss or Pilot TANKINSUL. Ext. R -Val. PARKER BOILER 1140LR Instant Gas Hydronic Healing 1 1,140,000 0 0.85 4 Na 5.00 87.5% 97.0% none Draw - Through 26,000 34.50 94.1% 97.0% none CENTRAL SYSTEM RATINGS HEATING COOLING Aux. System Name S stem T e Qty. Output kW Eff. Output Sensible Efficlenev Economizer Type yp TRANEYCD181C3H*B* Packaged DX 2 184,000 0.0 80 %AFUE 180,000 126,DW11.5EER Diff. Enth (Integrated) BANE SXHGC75 Packaged VAV 2 0 0.0 We 819,000 772,0009.7EER Fixed Enth (integrated] System Name Fan Type TRANE YCD181C3H'B' Constant Volume BANE SXHGC75 Variable Speed SUPPLY FAN ETURN FAN Motor Location CFM I BHP Motor Eff. Drive I Eff. CFM BHP Motor I Eff. Drive I Eff. Draw- Through 61000 5.00 87.5% 97.0% none Draw - Through 26,000 34.50 94.1% 97.0% none 1 1 1 1 1 1 MECHANICAL EQUIPMENT SUMMARY Part 2 of 2 MECH -21 PROJECT NAME NBCH DAB 4/11/03 A VAV TERMINAL BOX ERMIF AL FA I BASEBOARD 8HP Zone Name S tem T Room Name Min. CFM atio eheat Coll CFM BHP Moto Eff. Drive Eff. Type Output T e DeltaT Council Chamber Lobby VAV Box 1 I 30% None 1 0 none none Na Council Chamber 1 30% None 0 none none Na 2ndFloor 15 30% Hot Water 40 none none Na 1st Floor Zone 1 FA 15 30 %Hot Water 40 one none nla 1st Floor Zone2 10 30 %Hot Water 40 none none Na 1st Floor Zone 3 10 30 °/, Hot t none none Na 1 st Floor Zone 4 VAV Box 15 30% Hot Water 40 none none Na A EX Room Name . CFM 8HP Motor Eff. Drive Eff. Room Name CFM 8HP Motor Eff. Drive Eff. I L [1 1 I MECHANICAL VENTILATION MECH -3 PROJECT NAME DATE NBCH 4/11/03 MECHANICAL VENTILATION o ©© a o o© o 0 o a AREA BASIS OCCUPANCYBASIS REQ'D O.A. (MAX OF D OR G) DESIGN OUTDOOR AIR CFM VAV MIN. RATIO TRANS. FER AIR ZONEISYSTEM COND. AREA (SF) I CFM PER SF MIN. CFM (B x C) NO. I OF PEOPLE CFM PER PERSON MIN. CFM (Ex F) Council Chamber Lobby 1,000 1.07 1,070 1,070 469 30% 601 Council Chamber 3,900 0.50 1,950 130.0 15.0 1,950 1,950 1,950 30% Council Chamber Total 3,020 2,419 2ndFloor 27,005 0.15 4,051 4,051 4,051 30% Second Floor Total 4,051 4,05 1st Floor Zonei 1,713 0.15 257 257 257 30 °k 1st Floor Zone 2 1,763 0.15 264 264 314 300% 1st Floor Zone 3 10,718 0.15 1.608 1,608 2,325 30% 1st Floor Zone 4 15,936 0.15 2,390 2,390 2,390 300A First Floor Total 4.520 5,286 C E 1 K Minimum Ventilation Rate per Section 121, Table 1 -F. Based on Expected Number of Occupants or at least 50% of Chapter 10 1997 UBC Occupant Density. Must be greater than or equal to H, or use Transfer Air. Design Outdoor Air includes ventilation from Supply Air System & Room Exhaust Fans. Must be greater than or equal to (H minus 1), and, for VAV, greater than or equal to (H -J). EnergyPro 3.1 ey EnergySoft User Number. 2945 Job Number. Page:21 of 25 1 1 1 1 1 11 1 G i 1 PROPOSED CONSTRUCTION ASSEMBLY ENV -3 PROJECT NAME DATE NBCH I 4/11/03 COMPONENT DESCRIPTION A 13 R -VALUE ASSEMBLY NAME R -11 Metal Stud Wall THICK- NESS (in.) WOOD FRAME R -VALUE WALL WEIGHT (lbs /sf) ASSEMBLY Floor DESCRIPTION FRAMING OUTSIDE SURFACE AIR FILM ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ TYPE (check one) X Wall — p W 1 Gelling /Roof 0.875 NFRAMING MATERIAL Mefal 2 Plywood 0 ? FRAMING % 15% Framina % 0.36 3 lInsulation. Mineral Fiber, R -11 3.500 11.000 15 %(16" o.c. Wall) 0.181 0.17 0.03 4 jGypsumor Plaster Board 12 %(24" o.c. Wall) 0.450 2.08 0.26 0.54 10 %(16" o.c. FloorlCell.) SKETCH OF ASSEMBLY 7% (24" o.c. Floor /Cell.) CONSTRUCTION COMPONENTS A 13 R -VALUE `HEAT CAPACITY (Optional) THICK- NESS (in.) WOOD FRAME R -VALUE WALL WEIGHT (lbs /sf) SPECIFIC HEAT (Btu/F -lb) HC (AXB) (Btu/F -sf) DESCRIPTION FRAMING OUTSIDE SURFACE AIR FILM ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ — J(R) — — '- 1 Stucco 0.875 8.46 0.20 1.69 2 Plywood 0.438 1.241 0.29 0.36 3 lInsulation. Mineral Fiber, R -11 3.500 11.000 0.181 0.17 0.03 4 jGypsumor Plaster Board 0.500 0.450 2.08 0.26 0.54 5 6 7 8 9 'NOTE: INSIDE SURFACE AIR FILM 0.680 '-- Weight and Specific Heat values for materials penetrated SUBTOT bX wood 13.02 Rc framing Include Rf the effects 12.0 TOTAL HC members. 5 of the framing [0X01+ [=xE Fr%/ � 0.077 1 / Rc 1 - (Fr %/ 100) 1 / Rf 100 ASSEMBLY U•VALUE COMMENTS Th=SnerqyFfo etal framing. The Assembly U -Value has been calculated using the ASHRAFJCEC Zonal Cavity Method. Energysoff User Number . 2945 Job Number. Page:22 of 25 L [1 I 1 I HVAC SYSTEM HEATING AND COOLING LOADS SUMMARY PROJECT NAME NBCH DATE 4/11/03 SYSTEM NAME Council Chamber FLOOR AREA 4 900 ENGINEERING CHECKS SYSTEM LOAD Number of Systems 2 COIL I CFM Total Room Loads 10104 Return Vented Lighting Return Air Ducts Return Fan Ventilation D,41i Supply Fan Supply Air Ducts TOTAL SYSTEM LOAD COOLING PEAK COIL HTG, PEAK Heating System Sensible Latent CFM Sensible Output per System 184,000 188,016 34,93 F3,554 79,038 Total Output (Btuh) 368,000 0 Output(Btuhlsgft) 75.1 9,401 3,952 Cooling System 0 0 Output per System 180,000 8,524 19,49 2,419 93,210 Total Output (Btuh) 360,000 0 5a a3a 0 Total Output (Tons) 30.0 9,401 3,952 Total Output(BtutJsgft) 73.5 160 t5 215 sos Total Output(sgftrron) 163.3 Air System CFM per System 6,000 HVAC EQUIPMENT SELECTION TRANE YCD181 C3H`B` 252,127 117,603 368,000 Airflow (cfm) 12,000 Airflow (cfmisgft) 2.45 Airflow (cfmrron) 400.0 Total Adjusted System Output 252,127 117,603 (Adjusted for Peak Design Conditions) TIME OF SYSTEM PEAK Sep 3 pm 368,000 Outside Air 1 %) 20 2 Outside Air (cfm/sgft) 0.49 Jan 12 am Note: values above given at ARI conditions EATING SYSTEM PSYCHROMETRICS Airstream Temperatures at Time of HeatIn Peak 34.0 of Outside Air 2419 cfm 69.7 of 62.50F 90.90F 90.9 of O Supply Air Ducts 90.6 of Heating Coil Supply Fan 12000 cfm ROOMS 70.0 of , Return Air Ducts DOLING SYSTEM PSYCHROMETRICS Airstream Temperatures at Time of Cooling Peak 78.0/66.2 of 30 Outside Air 2419 cfm 74.7 / 62.6 of 75A163.3oF 55.9/54.8 of 55.9/54.8 of O Supply Air Ducts Cooling Coil Supply Fan 56.7 / 55.1 of 12000 cfin 52.4% R.H. ROOMS 74.0 / 62.4 of Return Air Ducts I EnergyPro 3.1 By Energy$oN User Number. 2945 Job Number. __ Page'.23 of 25 r 1 I 1 HVAC SYSTEM HEATING AND COOLING LOADS SUMMARY PROJECT _NAME NBCH DATE 4111103 SYSTEM NAME Second Floor FLOOR AREA 27,005 ENGINEERING CHECKS SYSTEM LOAD Number of Systems 1 COIL I CFM I Total Room Loads 16,13 Return Vented Lighting Return Air Ducts Return Fan Ventilation 4,05 Supply Fan Supply Air Ducts TOTAL SYSTEM LOAD COOLING PEAK COIL HTG. PEAK Heating System Sensiblel Latent I CFM I Sensible Output per System 474,000 449,546 56,02 4,307 184,468 Total Output (Btuh) 474.000 0 Output(Btuh/sgft) 17.6 22,477 9,223 Cooling System 0 0 Output per System 819,000 21,162 100.905 4,05 155,998 Total Output(Btuh) 819,000 0 156 934 0 Total Output (Tons) 68.2 22,477 9,223 Total Output (Btuh/sgft) 1.3 358 913 515,678 Total Output (sgft/ron) 395.7 Air System HVAC EQUIPMENT SELECTION CFM per System 26,000 TRANE SXHGC75 790,672 0 0 Airflow (cfm) 26,000 Alrfiow (chWsgft) 0.96 Airflow (chn/Ton) 381.0 Total Adjusted System Output 790,672i 0I (Adjusted for Peak Design Conditars) TIME OF SYSTEM PEAK Jul 4 pm Outside Air ( %.) 15.6 Outside Air (cfmisgft) 0.15 Jan 12 am Note: values above given at ARI conditions EATING SYSTEM PSYCHROMETRICS Airstream Temperatures at Time of Heating Peak 34.0 °F 64.1 °F 110.0 017 110.0 °F O Supply Air Ducts Outside Air 4051 cfm Heating Coil Supply Fan 109.7 OF 26009 cfm ROOMS 70.0 OF 69.7 OF Return Air Ducts 'F DOLING SYSTEM PSYCHROMETRICS Airstream Temperatures at Time of Cooling Peak 79.6 /67.7 °F Outside Air 4051 cfm 74.8/58.3 of i 75.6 /59.8 °F 47.4 /46.0 °F 47.4 /46.0°F O Supply Air Ducts Cooling Coil Supply Fan 48.2146.4 OF 26000 cfm 37.1% R.H. ROOMS 74.0 / 58.0 °F Return Air Ducts � ' EnergyPm 3.1 By EnergySoft User Number. 2945 Job Number. Page-24 of 25 1 i 1 1 1 i 1 i 1 1 1 i 1 1 i 1 i �HVAC SYSTEM HEATING AND COOLING LOADS SUMMARY PROJECT NAME DATE NBCH _ 4/11/03 SYSTEM NAME FLOOR AREA Number of S tems 1 Heating System Output per System 474,000 Total Output (Btuh) 474,000 Output (Btuh/sgft) 15.7 Cooling System Output per System 819,000 Total Output (Btuh) 819,000 Total Output (Tons) 68.2 Total Output(Stuh/sgft) 27.2 Total Output (sgft/ron) 441.5 Air System CFM per System 26,000 Airflow (cfm) 26,000 Airflow (cfm /sgft) 0.86 Airflow (cfm ?on) 381.0 Outside Air (0/9) 20.3 Outside Air(cfnVsgft) Note: values above given at ARI conditions 34.0 OF )0 Outside Air 5286 cfm 69.8 OF 80.0167.8OF Outside Air 5286 cfm 74.7 / 58.6 OF 62.5 OF Total Room Loads Return Vented Lighting Return Air Ducts Return Fan Ventilation Supply Fan Supply Air Ducts TOTAL SYSTEM LOAD I CFM ISensiblel Latent I I CFM I Sensible I 484,05 205 66 354 346 E SXHGC75 798,232 0 0 Total Adjusted System Output 788,232 o C� (Adjusted for Peak Design Conditions) TIME OF SYSTEM PEAK Jul 3 pm Jan 12 am 110.00F Heating Coil 75.8 / 60.6 OF 110.0 OF d Supply Fan 26000 cfm k Retum Air Ducts' 47.4146.10F Cooling Coil Supply Fan 26000 cfm Air Ducts `5 109.8 OF ROOMS 70.0 OF 47.4 / 46.1 OF Supply Air Ducts 48.1146.4 OF 38.3% R.H. ROOMS 74.0/58.4 OF h Retum Air Ducts �J I EneravPro 3.1 By EnemvSoft user Number 2945 .fah Number Paae:25 of 25 ��h�iy�a)F(ail o Sun & Carter i Consulting Mechanical Engineers 1 1 1 1 1 11 1 i 1 i 1 1 1 NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — HVAC UTILITY COST April 16, 2003 APPENDIX B - 2 CITY HALL MODEL BUILDING ENERGY COST SIMULATION ' Newport Beach City Hall Newport Beach, CA City of Newport Beach Tsuchiyama Kaino Sun & Carter 1 1 BUILDING DESCRIPTION ' Alternative 1 Allemative Description Large Commercial Building Name 1 -2 Story Office floor Area 62,000 ft2 ' Max Building Cooling Load 122 tons Max Building Heating Load 866 mbh System Set 1 VAV w/ Reheat (46,497 cfm) Cooling Plant Large Commercial (122 tons) ' Heating Plant Gas fired Rooftop (866 mbh Building Cooling Coil load 83,5791on- hrs/year ' Building Heating Coil load Building Energy Usage 699,496 kBtu /year 47,155 Btu /(ft2 -year) Building Energy (Utility) Cost 1.6773 $ /(ft2 -year) ' INPUTS TO ENERGY STAR BUILDING LABEL BENCHMARKING TOOL Allemative 1 ' City Newport Beach, CA Building Area 62,000 ft2 Weekly Operating Hours 58 ' Number of Occupants 443 Number of PC's Per Occupant User Defined Annual Electric Consumption 560,272 kWh Annual Gas Consumption 10,114 therms ' Annual Oil Consumption 0 therms Annual Steam Consumption 0 therms ' Energy Star Building Label websile www.epa.gov/buildinglabel ' TIME PRINTED DATASET NAME L 1 7:08 PM 15 Apr 03 G:\PROJ03\03- NEW-2\NBCH1-AZR ISystem Analyzer V 5.0.0 BUILDING Description Building Name Orientation Floor Area Wall Area ' Glass Area Roof Area Skylight Area ' Lighting Demand Misc Equip Demand Base Utility Demand #1 Base Utility Demand #2 G:1PROJ03103- NEW- 21N8CH 1.AZR ' ZONE PARAMETERS 1 [] [1 1 1 1 Building Name Served by Occup Clg Setpoinl Occup Hlg Selpoinl Unoccup Hlg Setpoinl Unoc cup Cig Selpoinl Number of People Ventilation Rate System 1 Served by Supply Air Cooling DB Supply Air Healing DB Ventilation VAV Minimum Airflow Supply Fan Fan Type Design Airflow Fan Static Energy Rate Exhaust Fan Fan Type Design Airflow Fan Static Energy Rate Cooling Plant 1 COOLING / HEATING EQUIP ' Clg Ref 1 Equip Name Equip Type Cooling Capacity ' Full Load Rate 100\50% Load Points Chw Pump F.L. Rate Cord Pump F.L. Rate Chiller -Tower Optimization Cond/Twr Fan E. Rate Auxiliary F.L. Rate Fuel Source Tsuchiyama Kaino Sun _Carter Alt 1: Large Commercial 1 -2 Story Office (62,000 ft2) North 62,000 ft2 25,560 ft2 7,668 ft2 31,000 ft2 0 ft2 68.20 kW 93.00 kW 0.00 mbh 59.52 mbh Ail 1: Large Commercial Main Building System 1 75 deg F 72 deg F 60 deg F 90 deg F 443 20 cPrn /pers All 1: Large Commercial VAV w/ Reheat Equipment Plant 1 55.0 deg F 125.0 deg F 8,857 cfrn = 19.0 % 20 x. FC w/ Var Speed Drive Centrifugal 46,497 cfrn 4.0 in H2O 87.0 kW FC w/ Inlet Vanes Centrifugal 10,552 cfm 1.0 in H2O 4.5 kW All 1: Large Commercial Air- Cooled Rooftop Units Large Commerdal Rooftop Units 122 tons 9.600 EER 153 kW\95 kW Not Defined Not Defined No 0.084 kW /ton = 13.9 kW Not Defined Elec Utility 7:08 PM 15 Apr 03 ISystem Analyzer V 5.0.0 G:tPROJ03103- NEW- 2\NBCH1.AZR Tsuchiyama Kaino Sun _Carter 7:08 PM 15 Apr 03 Chilled Water DeltaT Not Defined ' Cond Water DeltaT Not Defined Cond Operating Minimum 75.0 F Condenser Entering Temp 95.0 F Evaporative Precooling No ' Other Cooling Plant Parameters Demand Ratchet: 0 % Cooling Plant.Schedule Avail During Occup Hrs Heating Plant Gas ' Heating Capacity 866 mbh Full Load Rate 80.00% 100\50% Load Points 1,082 mbh \541 mbh ' UTILITY RATES Altemative 1 ' Southern California Edison GS2 Customer Charge: $ 60 Demand Ratchet: 0 % Utility Type Summer Rate Summer Cutoff Elec Consumption $ 0.119 /kWh 300.0 kWh ' Elec Consumption $ 0.135 /kWh Elec Demand $ 13.150 /kW Gas Consumption Summer Rate $ 0.000 /therm Winter Rate $ 0.000 /therm 1 1 1 1 1 1 1 Summer Rate Period: Winter Rate $ 0,119 /kWh $ 0,135 /kWh $ 5.400 /kW Sun - Sep Winter Cutoff 300.0 kWh 1 1 1 1 1 1 1 System Analyzer V 5.0.0 G:IPR0J03103- NEW- 2WBCHI.AZR Tsuchiyama Kaino Sun - Carter 7:08 PM 15 Apr 03 MAXIMUM BUILDING LOADS Weather File Name: Newport Beach, CA Latitude: 37 deg Longitude: 122 deg Summer Design Dry Bulb 80.0 deg F Summer Design Wet Bulb 68.0 deg F Winter Design Dry Bulb: 39.0 deg F All 1: Large Commercial Cooling Design Percent Heating Design Percent Load Component (Btuh) (Btuh) Roof Conductibn 78,368 5.35 - 71,610 8.27 Glass Solar 247,179 16.88 0 0 Glass Conduction 22,116 1.51 - 176,708 20.41 Wall Conduction 73,496 5.02 - 53,139 6.14 Infiltration 13,348 0.91 - 62,342 7.20 Lights 232,767 15.90 0 0 People 177,143 12.10 0 0 Miscellaneous 317,409 21.68 0 0 Ventilation 177,989 12.15 - 325,821 37.63 Fan Heat 132,258 9.03 0 0 Exhaust Heat -7,696 -0.53 0 0.00 Reheat 0 0 - 176,228 20.35 User Oversizing 0 0.00 0 0.00 Grand Totals 1,464,376 100.00 - 865,848 100.00 Maximum Cooling Load 122 tons Maximum Heating Load 866 mbh ' System Analyzer V 5.0.0 GAPR0J03 \03- NEW- ZNBCH1.AZR Tsuchiyama Kaino Sun - Carter 7:08 PM 15 Apr 03 ' MONTHLY COIL All 1: Large Commercial ' Cooling Heating Coil Loads Coil Loads Month (ton -hrs) (kBtu) ' Jan 1,683 110,014 Feb 3,222 64,518 Mar 5,595 64,686 Apr 4,958 57,397 May 5,544 64,339 Jun 9,318 50,942 Jul 9,229 43,573 Aug 17,361 19,771 t Sep 13,568 18,742 Oct 7,780 54,062 Nov 3,382 69,191 ' Dec 1,919 82,261 Total 83,579 699,496 ' SYSTEM LOAD PROFILE All 1: Large Comm Percent Clg Coil Htg Coil Clg Airflow Hlg Airflow Design Capacity Hours Hours Capacity Hours Hours Capacity Hours Hours Capacity Hours Hours Load (tons) N (Btuh) N (Gfm) N (cfm) M 0 0.0 65.3 5,724 0 70.7 6,190 0 63.3 5,549 0.0 0.0 0 >0- 5 6.1 9.7 851 43,292 2.1 183 2,325 0.4 31 0.0 0.0 0 5- 10 12.2 6.7 584 86,585 1.3 117 4,650 0.5 42 0.0 0,0 0 10- 15 18.3 4.0 348 129,877 5.7 503 6,975 1.2 102 0.0 0,0 0 ' 15- 20 20- 25 24.4 30.5 2.2 2.4 191 209 173,170 1.3 216,462 10.5 110 922 9,299 11,624 21.6 1.3 1,889 110 0.0 0.0 0.0 0.0 0 0 25- 30 36.6 0.0 0 259,754 1.0 85 13,949 0.2 '20 0.0 0.0 0 30- 35 42 -7 0.9 80 303,047 0.5 43 16,274 0.5 40 0.0 0.0 0 35- 40 48.8 0.3 23 346,339 0.3 23 18,599 0.5 42 0.0 0.0 0 ' 40- 45 54.9 1.0 85 389,631 0.2 20 20,924 0.0 0 0.0 0.0 0 45- 50 61.0 1.4 125 432,924 0.2 21 23,248 0,9 82 0.0 0.0 0 50- 55 67.1 0.8 68 476,216 0.5 42 25,573 1,9 166 0.0 0.0 0 55- 60 73.2 1.0 89 519,509 0.0 0 27,898 0,8 66 0.0 0.0 0 ' 60- 65 79.3 0.5 42 562,801 0.2 20 30,223 1.3 110 0.0 0.0 0 65- 70 85.4 1.2 106 606,093 02 19 32,548 1.2 106 0.0 0.0 0 70- 75 75- 80 91.5 97.6 1.4 0.8 123 66 649,386 0.3 692,678 1.0 22 84 34,873 37,196 1.0 1.5 85 130 0.0 0.0 0.0 0.0 0 0 80- 85 103.7 0.5 46 735,971 0.9 83 39,522 1.4 124 0.0 0.0 0 85- 90 109.8 0.0 0 779,263 0.5 42 41,847 0.8 66 0.0 0.0 0 90- 95 115.9 0.0 0 822,555 0.0 0 44,172 0.0 0 0.0 0.0 0 ' 95-100 122.0 0.0 0 865,848 0.5 42 46,497 0.0 0 0.0 0.0 0 > 0 34.7 3,036 29.3 2,381 36.7 3,211 100.0 0 ' System Analyzer V 5.0.0 GAPR0J03 \03- NEW- 2WBCHI.AZR Tsuchiyama Kalno Sun Carter 7:08 PM 15 Apr 03 ' EQUIPMENT ENERGY CONSUMPTION All 1: Large Cc Main Clg Cond Main Hlg Fan Misc BaseUtil Bldg ' Cig Aux .Fans Htg Aux Equip Lights Equip & Dhw Total Month (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) Jan 9,438 0 280 137,518 0 13,751 49,859 60,657 11,374 282,876 Feb 16,829 0 621 80,647 0 10,735 45,110 54,880 10,291 219,114 ' Mar 26,474 0 1,122 80,858 0 14,602 54,607 66,434 12,458 256,554 Apr 23,172 0 937 71,746 0 13,970 47,484 57,768 10,833 225,910 May 25,381 0 1,063 80,423 0 15,906 52,233 63,545 11,916 250,467 ' Jun 38,511 0 2,070 63,677 0 20,257 52,233 63,545 11,916 252,210 Jul 38,388 0 2,093 54,466 0 19,063 47,484 57,768 10,833 230,096 Aug 66,562 0 4,405 24,714 0 28,808 54,607 66,434 12,458 257,987 Sep 52,945 0 3,193 23,428 0 24,650 47,484 57,768 10,833 220,301 Oct 35,123 0 1,734 67,577 0 15,526 52,233 63,545 11,916 247,655 Nov 17,720 0 642 86,489 0 11,858 49,859 60,657 11,374 238,598 Dec 10,757 0 321 102,826 0 11,854 47,484 57,768 10,833 241,843 ' Total 361,300 0 18,480 874,370 0 200,980 600,677 730,771 137,033 2,923,611 MONTHLY ENERGY CONSUMPTION BY UTILITY ' AA 1: Large Cc On Peak Off Peak On Peak Off Peak Elec Elec Elec Elec Gas Demand Demand Consumption Consumption Consumption Month (kW) (kW) (kWh) (kWh) (therms) Jan 227 0 39,257 0 1,489 Feb 244 0 37,555 0 909 ' Mar 264 0 47,829 0 933 Apr 271 0 41,996 0 826 May 282 0 46,331 0 923 ' Jun 306 0 51,748 0 756 Jul 311 0 48,285 0 653 Aug 330 0 64,698 0 372 Sep 327 0 54,509 0 343 ' Oct 285 0 49,271 0 795 Nov 242 0 41,235 0 979 Dec 231 0 37,558 0 1,137 ' Total 330 0 560,272 0 10,114 1 ' System Analyzer V 5.0.0 G:I3ROJ03103- NEW- 21NBCHI.AZR Tsuchiyama Kaino Sun _Carter 7:08 PM 15 Apr 03 ECONOMIC PARAMETERS Study Deprec. Finance Cost of Interest Percent Deprec. Deprec. Income Inflation Life Life Term Capital Rate Financed Tax Method Book Method Tax Rate Maint, Elec, Gas ' 20 yrs 10 yrs 10 yra 10% 9% 0% SL SL 0% 5151515 INSTALLED COST ' Initial Other Total Maint. Revenue Total TOTAL First Cost First Cost Installed Cost Cost Penalty Annual Cost COST Alternative ($/ft2) ($ /ton) (U.S. $) ($ /ton) (U.S. $) (U.S. $) (U.S. $) 1 5.54 0.00 343,480 44.85 0.00 5,473 348,953 YEARLY CASH FLOW ' All 1: Large Cc Utility Maint. Interest Principal Replace. Deprec. Deprec. Cash Present Cost Cost cost Cost Expenses Tax Book Flow Value year (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) 1 103,992 5,473 0 0 0 34,348 34,348 109,465 99,514' 2 109,192 5,747 0 0 0 34,348 34,348 114,938 94,990 3 114,651 6,034 0 0 0 34,348 34,348 120,685 90,673 ' 4 120,384 6,336 0 0 0 34,348 34,348 126,720 86,551 5 126,403 6,653 0 0 0 34,348 34,348 133,056 82,617 6 132,723 6,985 0 0 0 34,348 34,348 139,708 78,862 ' 7 8 139,359 .146,327 7,334 0 7,701 0 0 0 0 0 34,348 34,348 34,348 34,348 146,694 154,028 75,277 71,855 9 153,644 8,086 0 0 0 - 34,348 34,348 161,730 68,589 10 161,326 8,491 0 0 0 34,348 34,348 169,816 65,472 11 169,392 8,915 0 0 0 0 0 178,307 62,496 ' 12 177,862 9,361 0 0 0 0 0 187,223 59,655 13 186,755 9,829 0 0 0 0 0 196,584 56,943 14 196,092 10,320 0 0 0 0 0 206,413 54,355 15 205,897 10,836 0 0 0 0 0 216,733 51,884 ' 16 216,192 11,378 0 0 0 0 0 227,570 49,526 17 227,002 11,947 0 0 0 0 0 238,949 47,275 18 19 238,352 250,269 12,544 0 13,172 0 0 0 0 0 0 0 0 0 250,896 263,441 45,126 43,075 20 262,783 13,830 0 0 0 0 0 276,613 41,117 ' ECONOMIC SUMMARY Installed First Year Final Year First Year Final Year Life Cycle Cost Ufil. Cost Ulil. Cost Annual Cost Annual Cost Cost Alternative (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) 1 343,480 103,992 262,783 5,473 13,830 1,669,331 1 O N O O. 1 1 H S U U Q }U M W H ' OLp app w Q UQ 2 p J LL LLI ' O _j Q U U W [l I L N O U �. j � N � rn r- ca o by 0 ca o ca o V ca m V LO � r` co ca r` N ca r- cW) ca co r ca O 000 e» 00 � N l0 N N c0 m co w co m. c0 c0 m coco r co co eoa c0 V in eoa a0 w v eoa r` in 0 CD Gq N in eoa N in eoa O r` c7 in eoa c0 O co co eoa 0 O) in Lo 6 (4 d H U) U co U N l0 CI (O r` m N O O V N r` J c7 ao 00 0 M Q) N 00 m 0 (O in o N LO ao 0 r` r 0 O co co 0 N O r 0 N co m 0 o co 0 O O r 0 N o m 0 r` m r` o � p U Q ca ca <a ca ca ca v� ca ca ca � ca Ur J H O 0 (n O O O O N , c7 c0 O) 04 N � w LL C O 7 C O U 9 CI co S �` O O � O) O Q) m (h Q) N N 00 N N Q) c0 N r` c0 0 co N m (h V 4 (7 c0 O) r` O) 0 Q) r` U z .� co? LL = Q m c> 7 Q E° d N U O E > O Z L E U N p ' suchi;� a Kairio Sun & Carter Consulting Mechanical Engineers `I F 1 1 NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX C — PLUMBING UTILITY COST April 16, 2003 APPENDIX C PLUMBING UTILITY COST U -1 � /'_ ;� ' 4ts 'Chh� d F�'ain�O Sun & Carter Consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX C — PLUMBING UTILITY COST April 16, 2003 ' Plumbing utility costs are primarily associated with water consumption. Water cost savings is not as easily estimated due to the interdependency on actual usage. However due to current minimum code requirements for low -flow fixtures and metered ' faucets it is reasonable to assume a 40% reduction in comparative water consumption simply based on new vs. existing fixture types. These types of fixtures include the following, sample cut sheets are included in Appendix C -1. ' ❑ Low -Flow Toilet: Existing toilets may be as much as 3.5 gallons per flush. New toilets would have maximum 1.6 gallons per flush. ❑ Low -Flow Urinal: Existing urinals may be as much as 2.5 gallons per flush. New urinals would have maximum 0.7 -1.0 gallons per flush. ' ❑ Metered Lavatory Faucets: Existing manual faucets may be as much as 2.0 GPM without automatic shut -off. New metered faucets would be maximum ' 0.5 GPM with 15 seconds metered duration. Similar to electrical and gas utility cost comparison recent annual water bills were ' obtained for domestic water usage only, then adjusted to a building area similar to the proposed new City Hall. The savings indicated represents a 40% reduction in water usage based upon the application of new water saving plumbing fixtures, and does not include landscape irrigation costs. It is also important to note that currently the City Hall has 4 domestic water meters and 3 gas meters. By consolidating to a single new City Hall Building additional meter charges will be avoided. As an example there is currently a customer charge per gas meter of approximately $15.00 per meter per month. With only a single meter there would be a monthly reduction of $30.00, resulting in an annual savings of approximately $360.00. 11 1 1 Fi, fir. -:_ �> F(�i� Sun & Carter Consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX C — PLUMBING UTILITY COST April 16, 2003 APPENDIX C - 1 PLUMBING FIXTURE SAMPLES 171*W400 S*ffd4srd ' ® BARRIER FREE AFWALLTM ELONGATED TOILET ' Vitreous china Low- consumption (6.0 Lpf /1.6 gpf) Wall- mounted elongated bowl Fully glazed trapway Condensation channel Direct -fed siphon jet action 1 -1/2" inlet spud 2" balipass trapway 10" x 12" water surface area 100% factory flush tested 2257.103 Top spud ❑ 2256.194 Top spud with slotted rim for bedpan holding (White only) ' ❑ 2258.125 Backspud ❑ 2254.127 Back spud with slotted rim for bedpan holding (White only) Recommended working pressure — between 30 psi at valve when flushing and 80 psi static Nominal Dimensions: 635 x 375 x 381 mm (25" x 14 -3/4" x 15") Fixture less and bolt caps only, seat Compliance Certifications - Meets or Exceeds the Following Specifications: • ASME Al 12.19.2M (and 19.6M) for Vitreous China Fixtures - includes Flush Performance. Ball Pass Diameter, Trap Seal Depth and ' all Dimensions 1 To Be Specified • Color: O White 0 Bone ❑ Silver O Shell ❑ Black • Seat: Olsonite #95 open front seat less cover • Seat: Church #9500C open front seat less cover O Alternate Seat O Flush Valve: Sloan Royal #111 (Top Spud) ® *When Installed so top of seal is 432 to 483mm (17- (a 19 ") from the Sloan Royal #144 -1.5 (Back Spud) finished Floor. Alternate Flush Valve: ❑ Carrier Fitting (by others): SPS 2254/2256/2257/2258 AFWALLTMELONCATED FLUSH VALVE TOILET VITREOUS CHINA NOTE: Roughing -in information shown on reverse side of page MEETS THE AMERICAN DISABILITIES ACT GUIDELINES AND ANSI Atilt REQUIREMENTS FOR ACCESSIBLE AND USEABLE BUILDING FACILITIES. CHECK LOCAL CODES. Revised 6195 Q 1998 American Standard Inc. COMIINS -001 1 SLOA. N. O P T I MA SYSTEMS O O ' O 00- Description Exposed, Battery Powered, Sensor Operated Royal° Model Water Closet Flushometer for floor mounted or wall hung top spud bowls. ' 1111- Flush Cycle []Model 8110 Water Saver (3.5 gpf /13.2 Lpf) ❑ Model 8111 Low Consumption (1.6 gpf /6.0 Lip!) ' 110- Specifications Quiet, Exposed, Diaphragm Type, Chrome Plated Closet Flushometer for either left or right hand supply with the following features: • PERMEX` Synthetic Rubber Diaphragm with Dual Filtered Fixed Bypass • ADA Compliant OPTIMA Plus° Battery Powered Infrared Sensor for automatic "No Hands" operation • Engineered Plastic Cover Assembly with Integral Window • User friendly three (3) second Flush Delay - Courtesy Flush'" Override Button Four (4) Size AA Batteries included • "Low Battery" Flashing LED • Infrared Sensor Range Adjustment Screw • Initial Set -up Range Indicator Light (first 10 minutes) • Chrome Plated Metal Handle Cap • 1" LPS. Screwdriver Bak- Chek'" Angle Stop • Free Spinning, Vandal Resistant Stop Cap • Adjustable Tailpiece ' High Back Pressure Vacuum Breaker Flush Connection with One -piece Bottom Hex Coupling Nut • Spud Coupling and Flange for 1'h" Top Spud • Sweat Solder Adapter with Cover Tube and Cast Set Screw Wall Flange ' High Copper, Low Zinc Brass Castings for Dezineification Resistance • Fixed Metering Bypass and No External Volume Adjustment to Ensure Water Conservation • Flush Accuracy Controlled by CID'" Technology • Diaptxagm, Stop Seat and Vacuum Breaker to be molded from PERMEX'° Rubber Compound for Chloramine resistance Valve Body, Tailpiece and Control Stop shall be in conformance with ASTM Alloy Classification for Semi -Red Brass. Valve shall be in compliance with the applicable sections of ASSE 1037, ANSI /ASME At 12.19.6 and Military Specification V- 29193. Installation conforms to ADA requirements. 00- Variations ' ❑ LH Valve Body supplied Less Handle Opening ❑ MC Metal Cover See Accessories Section and OPTIMA Accessories Section of the Sloan ' catalog for details on these and other OPTIMA Plus° Flushometer variations. Royal Optima Plus 8110 S.S. —Rev. 1 (01/02) Royal® OPTIMA Model Battery Powered Flushometers 110' ADA Compliant 110- Automatic Sloan OPTIMA Plus' equipped Flushometers provide the ultimate in sanitary protection and automatic operation. There is no need for AC hookups or wall alterations. The Flushometer operates by means of a battery powered infrared sensor. Once the user enters the sensor's effective range and then steps away, the Flushometer Solenoid initiates the flushing cycle to flush the fixture. 00- Hygienic User makes no physical contact with the Flushometer surface except to initiate the Override Button when required. Helps control the spread of infectious diseases. 110- Economical Automatic operation provides water usage savings over other flushing devices. Reduces maintenance and operation costs. 00- Warranty 3 year (limited) UL 0 Listed SA 0 Certified in This space for Architect/Engineer approval Job Name Date Model specified amuty variations Specified cMIq erNftIeealer Conlradu Nchiled The IMoamation conlained in INS document is Sub'Pct to change without nation 4wwe4w .Si Iwdafd ® BARRIER FREE ALLEIROOK URINAL 1 1 To Be Specified ❑ Color: ❑ White ❑ Bone ❑ Silver ❑ Shell ❑ Black ❑ Flush Valve: Sloan Royal 186 -1 XAlternative Flush Valve: . • When installed so top of rim is 432mm (17 ") from finished floor. ❑ MEETS THE AMERICAN DISABILITIES ACT GUIDELINES AND ANSI Al 17.1 ACCESSIBLE AND USEABLE BUILDINGS AND FACILITIES - CHECK LOCAL CODES. Revised 6/95 ALLBROOKTM URINAL VITREOUS CHINA a, oJLS; lxxl CONNECTION OGnoxAL TO FINISHED GASKET IOmm FLOIOR _ 1]A) i I rl\ 1 I ,_� 1 r-- wxlNm —I pl +smm INSIDE iHREAOS �FINISNED WALL DETAIL OF OUTLET CONNECTION NOTES: FLUSH VALVE NOT INCLUDED WITH FIXTURE AND MUST BE ORDERED SEPARATELY. PROVIDE SUITABLE REINFORCEMENT FOR ALL WALL SUPPORTS, IMPORTANT: Dimensionsoffixtoraa are nominal and may varywitNn tae range at tolerances e dablished by ANSI Standard AT 12.192 ofreselneasurementSareages tto Uange or rancegalion. Norespollsibility is assxmed for use (sDpRrseded or voided pages SPS 6541 0 1998 American standard Inc. COMANS -027 Vitreous china ' Low- consumption (3.8 Lpf /1.0 gpf) Flushing rim Siphon jet flush action ' 3/4" inlet spud Outlet connection threaded 2" inside (NPTF) Wall hanger Fixture only Meets ANSI flush requirements at 0.7 to 1.0 GPF ' 6541.132 Top spud Nominal Dimensions: 356 x 356 x 546mm (14" x 14" x 21 -1/2 ") Recommended working pressure - between ' 20 psi at valve when flushing and 80 psi static. Compliance Certifications - Meets or Exceeds the Following Specifications: ' • ASME At 12.19.2M (and 19.6M) for Vitreous China Fixtures - includes Flush Performance, Ball Pass Diameter, Trap Seal Depth and ' all Dimensions 1 1 To Be Specified ❑ Color: ❑ White ❑ Bone ❑ Silver ❑ Shell ❑ Black ❑ Flush Valve: Sloan Royal 186 -1 XAlternative Flush Valve: . • When installed so top of rim is 432mm (17 ") from finished floor. ❑ MEETS THE AMERICAN DISABILITIES ACT GUIDELINES AND ANSI Al 17.1 ACCESSIBLE AND USEABLE BUILDINGS AND FACILITIES - CHECK LOCAL CODES. Revised 6/95 ALLBROOKTM URINAL VITREOUS CHINA a, oJLS; lxxl CONNECTION OGnoxAL TO FINISHED GASKET IOmm FLOIOR _ 1]A) i I rl\ 1 I ,_� 1 r-- wxlNm —I pl +smm INSIDE iHREAOS �FINISNED WALL DETAIL OF OUTLET CONNECTION NOTES: FLUSH VALVE NOT INCLUDED WITH FIXTURE AND MUST BE ORDERED SEPARATELY. PROVIDE SUITABLE REINFORCEMENT FOR ALL WALL SUPPORTS, IMPORTANT: Dimensionsoffixtoraa are nominal and may varywitNn tae range at tolerances e dablished by ANSI Standard AT 12.192 ofreselneasurementSareages tto Uange or rancegalion. Norespollsibility is assxmed for use (sDpRrseded or voided pages SPS 6541 0 1998 American standard Inc. COMANS -027 SLOA. N. OPTIMA SYSTEMS no O O MO O O \:J0 � 0 O O 0O 409 t 10, Description Exposed, Battery Powered, Sensor Operated Royal° Model Urinal Flushometer. ' 10, Flush Cycle ❑Model 8186 Water Saver (1.5 gpf /5.7 Lpf) ❑ Model 8186 -1.0 Low Consumption (1.0 gpf /3.8 Lpf) • Model 8186 -0.5 (0.5 gpf /1.9 Lpf) 10, Specifications Quiet, Exposed, Diaphragm Type, Chrome Plated Urinal Flushometer for either left or right hand supply with the following features: • PERMEX'" Synthetic Rubber Diaphragm with Dual Filtered Foxed Bypass • ADA Compliant OPTIMA Plus' Battery Powered Infrared Sensor for automatic "No Hands" operation • Engineered Plastic Cover Assembly with Integral Window • Four (4) Size AA Batteries included • "Low Battery" Flashing LED ' Beam Deflector for use when targeting small children and wheelchair users • Infrared Sensor Range Adjustment Screw • Initial Set -up Range Indicator Light (first 10 minutes) ' Chrome Plated Metal Handle Cap • V" LP.S. Screwdriver Bak - Chek'" Angle Stop • Free Spinning, Vandal Resistant Stop Cap • Adjustable Tailpiece • High Back Pressure Vacuum Breaker Flush Connection with One -piece Bottom Hex Coupling Nut • Spud Coupling and Flange for'/." Top Spud • Sweat Solder Adapter with Cover Tube and Cast Set Screw Wall Flange • High Copper, Low Zinc Brass Castings for Dezincification Resistance ' Fixed Metering Bypass and No External Volume Adjustment to Ensure Water Conservation • Flush Accuracy Controlled by CID" Technology • Diaphragm, Stop Seat and Vacuum Breaker to be molded from ' PERMEX" Rubber Compound for Chloramine resistance Valve Body, Tailpiece and Control Stop shall be in conformance with ASTM Alloy Classification for Semi -Red Brass. Valve shall be in compliance with the applicable sections of ASSE 1037, ANSI/ASME Al 12.19.6 and Military Specification V- 29193. Installation conforms to ADA requirements. Variations _ ❑ LH Valve Body supplied Less Handle Opening ❑ MC Metal Cover - See Accessories Section and OPTIMA Accessories Section of the Sloan catalog for details on these and other OPTIMA Plus° Flushometer variations. Royal Optima Plus 6186 S.S. — Rev. 1 (01(02) Royal® OPTIMA Model Battery Powered Flushometers 101 ADA Compliant 10, Automatic Sloan OPTIMA Plus° equipped Flushometers provide the ultimate in sanitary protection and automatic operation. There is no need for AC hookups or wall alterations. The Flushometer operates by means of a battery powered infrared sensor. Once the user enters the sensor's effective range and then steps away, the Flushometer Solenoid initiates the flushing cycle to flush the Picture. 10, Hygienic User makes no physical contact with the Flushometer surface. Helps control the spread of infectious diseases. POP Economical Automatic operation provides water usage savings over other flushing devices. Reduces maintenance and operation costs. 10, Warranty 3 year (limited) &a Listed 9 O Certified This space for Architect/Engineer approval Job Name _ Date Model Specified Ooantiiy vadaliors specified _ CoslomeTNihDIoSalw conhaclw kchilect _ the mbmabi c amd in ltrs tlocunenr;s subject to dwge vAhaA notice. ,1 1 OVALYN UNIVERSAL ACCESS LAVATORY ' Vitreous china Unglazed rim for under counter mount Rear overflow ' Supplied with template and mounting kit ❑ 9482.000 19-1/4" x 15 -3/4" (489 x 400mm) 1 Bowl sizes: 16 -3/4" (425mm) wide, 13 -1/4" (337mm) front to back, 5 -112" (140mm) deep 1 4" (102mm) bowl depth Compliance Certifications - Meets or Exceeds the Following Specifications: 1 • ASME Al 12.19.2M for Vitreous China Fixtures • CAN /CSA B45 series • 1995 National Building Code, section 3.7 and CAN /CSA- B651 -M90 and OBC 3.7. OVALYN UNIVERSAL ACCESSTM - UNDER- COUNTER- LAVATORY- VITREOUS CHINA 37mm(1.7116) DIA. 51mm HOLE TYP. (2) MIN. \ M91� 1 Finished /�,�"�`' (24)_ jwax �/ 483mm UNDER \ (19j 337mm / COUNTER ' ! DETAIL OF MOUNTING CLIP (191/4) BASIN RIM 1 1 (KIT NOA{T19"0701) COUNTER 1203man I I 127mm BRASS tarn' \ 5° TOP I� (e) INSERT (L{)MIN.� \ Cl)TOtIT I 1 8mm 711mm 1 (3 (33) (28) (10 -1/10-11 2) ( CLIP MAGI. SCREW 425mm REFER TO IxSTRDCTIONS (16.3/4) 1 PROVIDED WRIT mr FUR 469mm ADDmaxAL INFORMAIgN (19 -114) Finished Floor SEALING COMPOUND 16MM 3mm(1 18) (5 /8) -2 mm(1116) 1 ® • Countertop 864mm (341 from finished floor. Lavatory 140m 92mm Installed 51 mm IT) from front edge of countertop. (5-121 (3 -5 /el Countertop thickness w be 25mm (1�) maximum. 311 mm MEETS THE AMERICAN DISABILITIES ACT GUIDELINES (12-1/4) 1 AND ANSI A11T.1 ACCESSIBLE AND USEABLE t216 2mmBUILDINGS AND FACILITIES. CHECK LOCAL CODES. 1/2) 3mm 28 1 (1 For Universal Design OpUOnS, top of Gaunter may be mounted at SUPPUI 813mm (32 ") minimum from finished floor 10 meet ADA and ANSI AS RED ' Al 17.1 requirements. A 838mm (33 ") minimum mounting height is required for Ontario. Check local codes for heights and faucet han- 1- 1/40.D. TAILPIECE) O.D. WASTE dles requirements. 1 I, To Be Specified ❑ Color, ❑ Faucet': ❑ Faucet Finish: ❑ Supplies: ❑ 1 -1/4" Trap See faucet section ror additional na fafs availaNe LAV -037 FINISHED WALL 15 -3/4) MOUNTING CLIP (SEE DETAIL) NOTES: FOR COUNTERTOP CUTOUT AND INSTALLATION INSTRUCTIONS U5E TEMPLATE SUPPLIED WITRLAVATORY. FAUCETS NOT INCLUDED AND MUST BE ORDERED SEPARATELY. * DIMENSIONS SHOWN FOR LOCATION OF SUPPLIED AND "P'TRAP ARE SUGGESTED. ♦ UNDERCOUNTER MOUNTING KR SUPPLIED WITH BASIN. IMPORTANT: Dimensions of frtums are nominal and may vary WiNln the range of tolemn ns established by ANSI Standard At 12.19,2. These measurements are sublect to Bmnge or oanoallauon. No rosoonsihttiry is assumed for use of superseded or voided pages. SIPS 9482 ® 2002 American Standard Inc. I 1 1 1 1 SLO A.. No OPTIMA SYSTEMS CCif�0;� �5 ► Description Battery Powered, Sensor Operated Electronic Hand Washing Faucet for tampered or hoticold water operation. ► Flow Rate 170.5 gpm/1.9 Lpm Vandal Resistant Spray Head (See Accessories for other Spray Head options) ► Specifications ADA Compliant, Sensor Activated, Battery Pov ared, Chrome Plated Brass Hand Washing Faucet with the following features: • Splash -proof Circuit Control Module • Fiber Optic, Automatic, Self- adaptive Sensing • Audible Tone Low Battery Indicator • Serviceable Filtered Solenoid Valve • Bak -Chek Tee for Hot/Cold Supply • Trim Plate with Anti- Rotation Pin (specify 4" or 8 ") • Vandal Resistant Spray Head with Pressure Compensating Flow Control • Polypropylene Optic Cable Protection • Includes four (4) C -cell Alkaline Batteries ► Variations (Add suffix to Model Number for inclusion with Faucet) • Trim Plate (must be specified) ❑ -4 Trim Plate for 4" Center -set Sink ❑ -8 Trim Plate for 8" Center -set Sink • Plug-in Adapter ❑ R Plug -in Adapter (includes 6 volt transformer for hard wire installation) • Temperature Mixing Valves (optional) • ADM Above Deck Mechanical Mixing Valve • BDM Below Deck Mechanical Mixing Valve • BDT Below Deck Thermostatic Mixing Valve Bak -Chek Tee not required or provided when a Temperature Mixing Valve is included with the faucet. Consult Factory for Finish Variations ► Accessories (Specify, separately) • Vandal Resistant Spray Heads ❑ E1F- 1027 -A 2.2 gpm/8.3 Lpm laminar Flow Spray Head (recommended for medical applications) ❑ ElF- 1022 -A 2.2 gpm /8.3 Lpm Aerator • Grid Strainer ❑ ElF -460 -A Chrome Plated Brass Grid Strainer w11 Y." Outlet Tube See OPTIMA Accessories Section of the Sloan Catalog for a complete listing of OPTIMA Faucet Accessories and Variations. Optima Plus EBF -85 S.S. — Rev. is (01102) ®PTINU Pt Battery Powered Hand Washing Faucet I ► ADA Compliant ► Automatic The Sloan OPTIMA Plus° EBF -85 Battery Operated, Electronic I land Washing Faucet operates by means of an adaptive infrared sensor that is linked to the faucet by a fiber optic cable. Once the user's hands enter the sensor's effective range, the Solenoid activates the water flow. Tempered water flows from the Faucet until hands are moved away. The Faucet then automatically shuts off. ► Hygienic The ultimate in sanitary protection — there are no handles to turn or buttons to push. Helps to control the spread of infectious diseases. ► Economical Automatic operation provides water usage savings over other faucet devices. Reduces maintenance and operation costs. Sett-adaptive Range Adjustment makes installation quick and easy. Battery operation ideal for Retrofit installations. ► Warranty 3 year (limited) ► Made in the U.S.A ► ASMEA112.18.11M S® Listed SP 0 Certified This space for ArchilecVEngineer approval Job Name Date _ Model Specified Quantity Variations Specified _ CustomerMlholesaler Contractor Architect The inlormalion contained in this document is subject to change without nolice 1 K ' April 17, 2003 Mr. Jim Wirick LPA, Inc. 17848 Sky Park Circle ' Irvine, CA 92614 Re: City of Newport Beach City Hall KONSORTUM I Job #2039 -00 -100 Dear Jim, ' The City of Newport Beach has requested an evaluation of future electrical utility costs be prepared in consideration of a proposed foot City of Newport Beach City Hall facility. This new facility would be approximately 74,500 square foot consisting of 62,000 square feet City Hall building and a 12,500 fire ' station. The existing City Hall complex consists of approximately 44,000 square feet of City Hall functions and ' 8,000 square feet of Fire Station functions. The majority of the existing lighting systems have been recently upgraded from their existing pre -Title 24 conditions to a newer modem technology, however there is still considerable room for improvement. ' We have forwarded the various recommend power density values to TKSC for inclusion into their modeling effort. Please reference the attached exhibit, meant to be included in the overall report to your client. ' Let me know if you have any questions in regards to these recommendations. Sincerely, ' KONSORTUMI Raymond W. Swartz Raymond W. Swartz, P.E. President ' HALETrERS\RAY\SW304007.dm 1 KONSORTUM1 17891 Sky Park Circle, Suite B Irvine, California 92614 (949) 221 -0432 (949) 221 -0430 Fax Electrical / Lighting Power Density Exhibit City of Newport Beach City Hall / Fire Station Existing Facility vs. New Facility Energy Use Comparison April 17, 2003 Lighting and Power Density Figures: �Ki A modern lighting system can easily be designed to a power density of 0.90 watts per square foot — based upon allowable lighting credits / deductions for the various energy saving systems listed below, as allowed by Title 24. Typically, Title 24 also requires us to include an additional 0.20 watts per square foot task lighting allowance. The selection of cord - and -plug task lighting, as well as furniture system task lighting, is an important element in the overall lighting design. Generally, non -task lighting levels have been reduced in a modern design and carefully placed highly efficient task lighting is added at key areas. Therefore, we can comfortably assume that a lighting power density of 1.1 watts per square foot is a relatively easily attainable value — and should be utilized in the modeling effort. (In comparison, we estimate that this overall lighting density is approximately 50% less that the lighting density of the current facility.) In regards to general power density, we have assumed that the density value of the new facility will be generally equal to that of the existing facility. Through the use of industry standard data, we recommend that 2.0 watts per square foot value be utilized in the modeling effort. Energy Saving Features of a Modern Building. ' The construction of a new City Hall / Fire Station facility will immediately result in the cost benefits of meeting current Title -24 State Energy Code minimum requirements, as well as various systems that are above - and - beyond the minimum requirements of Title 24. The construction of a new City Hall / Fire Station facility creates numerous opportunities for electrical utility cost savings including, but not limited to the following items: • The introduction of new high efficiency lamp systems — HOT5 linear lamps, compact fluorescent lamps and LED lamp technology. / / i < KONSORTUM 1 17891 Sky Park Circle, Suite B Irvine, California 92614 (949) 221 -0432 (949) 221 -0430 Fax 1 1 1 1 Jim Wirick City of Newport Beach City Hall / Fire Station Existing Facility vs. New Facility April 17, 2003 Page 2 • The introduction of light shelves, expanded glazing, and skylights, in conjunction with high - efficiency ambient light monitoring / automatic dimming systems, which take advantage of ambient lighting and automatically dim the artificial lighting to a pre - determined level. AAA 1 p eMO � I =1t. te,TIA.T' FLm[utAlaep 4 � i 11Nfin9 - - -•—�. UGIIflI1GflA'UFiEjS} - -__ —I • Occupancy sensor / low- voltage relay lighting control systems. Potential Savings by area type i b � ,60 Store Rooms — � Warehouses - — --- 50 — 0 Restroom 40 :: ,30 :..l � Corridors v t Conference Rooms 50 j Offices 30 # #kkkE�kkk #k KONSORTUM 1 17891 Sky Park Circle, Suite B Irvine, California 92614 (949) 221 -0432 (949) 221 -0430 Fax vacAr POINT I VERVE 11 Suspended linear indirect fluorescent with perforated or solid housing and electronic ballast - I lampT5H0 2`la`mp TS Et TSHO 3 lamp TS Et TSHO 2 Lamp Ts 3 lamp T8 2.29" 58.2mm l 9.00' 1 228.6mm -Y I O F5� Construction Electrical Emergency • Focal Points extension of the One piece housing die - formed 20 ga. C.R.S. forming 23'H x 90 Fixtures are prewired with factory installed branch circuit wiring and Emergency battery packs provide 90 minutes of one lamp illumination. successful Verve line incorporates housing perforation for a subtle ' curved housing. Sculpted die cast over -molded quick connects Initial lumen output for lamp types down(ight component. 5' long end cap mechanically Factory installed SIT power card are as follows: • Housing is one -piece die - formed steel fastened to housing with no at feed location is included. All with perforated pattern. Sculpted $ exposed hardware. 20 ga. steel bridges ballasts are thermally protected T8 Lamp: Up to 400 lumens die -cast end ca extends beyond the Q socket mounted on and have a Clam T` rating. TS Lamp: Up to 500 turners socket bridge 5 at end conditions ' 4' centers For raw installation. Lamp: p TSHO lam U to 825 lumens only. 16 ga. die - formed internal brackets Comsulf Ballast Guide on hollowing join fixtures forming hairline joint page for ballast speaficaaons Battery pack requires unswitched • Continuous row mount capable using Available in lengths up to 12' hot from same branch circuit as 4', 8' and 12' one piece housing nominal. Standard shielding: two Optional DAU and other dimming AC ballast sections bands (2.6'W x 44.T4 of round ballasts available Consult factory • All fixtures provided with aircraft ' perforations with white acrylic for specifications and availability, Finish cable suspension and mounted on insert Round hales are.062' dia. x UL Usted far the United States fixture housing, reflector and all 48•, 967 or 144' centers .125' centers Optional solid and Canada. steel components are finished in housing and slotted shielding polyester powder coat applied over •Verve is an excellent choice for large available. Slatted shielding: two a 5 -stage pretreatment Standard open office space; small offices, bands (2.5'W x 44.7 "0 of slotted finish for housing and all steel corridors and educational facilities perforations with white acryAic componentsi matte satin white insert Slots are .188'W. x 2.51 on (min. 94% reflectance). Consult .75' centers factory for additional finish Optic option s ' Die - formed 24 ga. steel reflector, finished in high reflectance white powder coat (934 min. reflectance). 2.29" 58.2mm l 9.00' 1 228.6mm -Y I O F5� ONE WAP TSNO VERVE 11 rymyu4e: ltiryt5i91'wmrvtEZV'"aiaa 1 "tm...w omemo snf."7.,a xmuk T*oma: -1 I($ tie: PlE -ttsM 6Y•60 •: h'JS3 tRNbtG UM O•.kr41' 8mcemy. 9)r" 1Me1m4ue b6n3 ELmarerytgrtrw nmu -__� H61410nW angle Zonal vv- .c nc olv lumens 9' -6" Ceiling Height ' 67'x 40' Open Office • Luminaire: 1 lamp T5110 VERVE 11 • Lumens / Lamp: 50001ms • tight Loss Factor:.85 • Reflectances: .. Ceiling: 80 - Walls: 50 - floors: 20 f] ' • • 2 "PTSHO VERVE 11 ' Ca I 1 Power Distribution an X, 9' -0" Ceiling Height 10'x 12'Small Office • 8, 2 lamp T5HO VERVE 11 • Mounting Height: 7' -0• AFF. • W mens l Lamp: SOOO lm5 • tight lom Factor.85 -. • Reflectances: - Ceiling: 80 - Walls: 50 - Hoors: 20 • Avg. Illuminance ® workplane: 49 Tc • Wafts/Sq. FL: 1.07 I6' 0' Tl 11WI1N2: 9hm0 n$iUIimMN IrcYrNTa ' wM,.a:OK�'maU.iNnN.mO 1 .mn.rV2S Z;tJ � Womr: wsam+ , 1 Caaee •: PrF3imn K, ±e44'was � j roman: a,v" 0' 57 0' 28 20 28 28 28 0 52 52 5' 28 28 28 28 27 3 n 25' 49 IS- 27 27 27 27 27 8 42 _•• 2V 24 24 24 26 24 11 •' -- 35' 20 20 21 21 21 13 13 I7 15' Q 12 13 IS IS--W 13 7 65' 0 0 55' 8 8 9 W 10 0 7 7 0 95' 61 329 338 333 3n 326 105' 310 811 IDS 1361 15' 0 0 4 5 5 3 1558 125' 1164 - 85' 0 0 1 2 2 1 1310 2415 1551 90 0 10 9 6 4 0 2079 2165 _ 95' 31 228 258 256 251 241 NO 175' 2V4 -•• 105' No 05 231 873 9N 680 2311 2311 Ins' 376 536 840 ion 1091 779 n 38 12V Sm 672 884 W72 1147 782 9 42 31 25 13v 761 an 979 1116 1172 753 " " 145' 887 923 1006 1085 1118 631 12 10 m 155' 1022 1013 1088 1131 11W 503 - • 165' tW1 1116 1133 1150 1150 321 - 175' 1132 1133 1136 1139 1139 108 • • • a " 180' II50 1150 1150 1150 IISo 0 9' -6" Ceiling Height ' 67'x 40' Open Office • Luminaire: 1 lamp T5110 VERVE 11 • Lumens / Lamp: 50001ms • tight Loss Factor:.85 • Reflectances: .. Ceiling: 80 - Walls: 50 - floors: 20 f] ' • • 2 "PTSHO VERVE 11 ' Ca I 1 Power Distribution an X, 9' -0" Ceiling Height 10'x 12'Small Office • 8, 2 lamp T5HO VERVE 11 • Mounting Height: 7' -0• AFF. • W mens l Lamp: SOOO lm5 • tight lom Factor.85 -. • Reflectances: - Ceiling: 80 - Walls: 50 - Hoors: 20 • Avg. Illuminance ® workplane: 49 Tc • Wafts/Sq. FL: 1.07 I6' 0' Tl 11WI1N2: 9hm0 n$iUIimMN IrcYrNTa ' wM,.a:OK�'maU.iNnN.mO 1 .mn.rV2S Z;tJ � Womr: wsam+ , 1 Caaee •: PrF3imn K, ±e44'was � j roman: a,v" 0' 57 s1 51 51 51 0 5' 52 52 52 52 52 5 IS' 40 49 49 52 52 n 25' 49 W W 52 52 23 3s' 39 42 42 45 43 27 45' 26 27 n 32 30 23 55' 17 X 23 26 27 20 15" 7 10 13 I7 I8 13 )5' 0 2 7 10 13 7 65' 0 0 1 5 5 2 9n' 0 14 II 7 7 0 95' 61 329 338 333 3n 326 105' 310 811 IDS 1361 1101 1116 IIS' 170 IRO 1669 2033 21" 1558 125' 1164 1301 1821 2181 2301 1698 135' 1556 1W 2016 1310 2415 1551 145' 1161 1840 3002 21A 22Q 1258 155' 2091 2079 2165 2251 2288 102 165' 2385 2298 2327 2362 DID NO 175' 2V4 nn n)I nn n,4 217 180' 2311 2311 nil 2311 2311 0 { 10 Lumen Floor Ceiling RA 0 2 5 7 9 10 1 Without OFRce Partitions % ab Zone Wmem tamp TO 90-120' 1108 34.2 35.1 90 -130' 2490 499 51.1 90' -150' 3874 D.5 795 Total 90'- 190' 1806 961 98.7 Ulminalle: 0 -180' 4870 97.4 1000 Floor Ceiling RA 0 2 5 7 9 10 1 Lumen Without OFRce Partitions Overall Average Suspension A-ra gqe Maintained Ceilingg 20 Illuminance Uniform) ry to M7ing) 80 Ratio 188 70 9341 50 30 10 00 711 50 30 10 70 50 t0 50 10 50 10 50 10 W a 10 50 10 50 10 00 a 93 93 93 0 80 80 80 55 55 32 32 II II 01 95 8) 11 11 )0 05 74 W 72 66 So So 61 52 49 42 0 28 37 24 26 10 22 09 rA 01 in in 1O 62 55 W 60 53 43 37 31 22 Ir So 01 01 G 51 47 42 54 47 as 32 26 19 16 07 OR 01 59 48 41 36 SO 41 31 29 22 V I . OS 01 g 51 43 36 31 46 37 27 26 19 15 12 OS 04 01 W 39 32 27 42 33 24 23 11 14 IF OS —NM 46 35 28 24 39 93 21 21 15 13 m 04 N W 43 32 26 21 37 20 is 19 13 12 M 04 03 m E 0 29 23 19 34 25 17 18 12 II 01 01 03 W 2' Lumen 14' ox. YrSH0 5 Rows Q 36' -0" ea. 18' 62 3:1 24• 63 2.4:1 16' O.C. 11TSH0 4 Rows @ 36• -0" ea. 18• 54 4.9:1 Graphically,il 247 55 displayed 91, % Zane Lumen, temp imt 90' -120' Without OFRce Partitions Overall Average Suspension A-ra gqe Maintained Ceilingg (rap ofFietune Illuminance Uniform) ry to M7ing) (M Ratio 14' ox. YrSH0 5 Rows Q 36' -0" ea. 18' 62 3:1 24• 63 2.4:1 16' O.C. 11TSH0 4 Rows @ 36• -0" ea. 18• 54 4.9:1 Graphically,il 247 55 displayed 91, % Zane Lumen, temp imt 90' -120' 3060 306 323 W -130 1858 466 491 W' -190 7461 74.7 188 Total W% m' 9341 93.5 986 Wminalle: 0' -180' 9401 919 Iwo of Utilization Floc! 20 Ceiling 80 70 So 30 10 00 111 Wall 70 50 30 10 70 50 10 50 10 50 10 50 10 00 a NOI 9 91 91 91 91 78 78 10 Sa 53 31 31 11 n 01 I 82 78 75 72 70 67 62 % 43 21 26 10 m 0 2 75 68 0 Sit 64 59 51 41 36 21 21 .. OB 01 3 69 So 53 m 58 51 42 36 30 21 18 07 O6 0 F 4 Q 53 46 41 53 45 35 32 25 19 IS 07 06 01 E 5 57 47 Q 35 49 W 30 W 22 17 13 O6 OS 01 o 6 52 42 35 30 45 36 26 25 19 IS II 7 48 38 31 26 41 33 23 23 16 13 10 OS 01 01 8 45 34 28 n 38 30 20 21 14 12 09 01 0] W 9 42 31 25 21 36 27 I9 19 13 II 08 01 Ol W i 10 39 29 22 18 33 25 16 1) 12 10 m M 03 W 9' -0" Ceiling Height 12'x 15'Sma110ffice • 12', 2 lamp T5HO VERVE II • Mounting Height: 7' -0• AFF. • Lumem (Lamp: SOW hres • Light nos Factor:.85 • Rellmlances: - Ceiling: 80 - Walls: 50 - Floors : 20 • Avg. Illuminance ® workplane: 57 Tc • Watts/Sq. Ft.: 1.07 K.. ri t linear 87 1 Microprocessor based, the ODCxx -U has a self adapting feature that compensates for air flow, giving it excellent immunity to air currents and other interference. THE ODCxx OCCUPANCY SENSOR ULTRASONIC SENSING TECHNOLOGY (US) EXCELLENT RANGE AND SENSITIVITY SIMPLE, FAST INSTALLATION SELF— ADJUSTING, SELF — CALIBRATING DIGITAL TECHNOLOGY, COMPLETE RELIABILITY OPTIONAL PHOTOCELL CONTROL AND RELAYS MULTIPLE SENSOR AND POWER PACK CONNECTIONS DESIGNED AND MANUFACTURED IN THE U.S.A. GENERAL OPERATION The ODCxx -U is a low voltage occupancy sensor that controls indoor lighting. The sensor fills the room with continuous high frequency (ultrasonic) sound waves. Any movement within the sensor's range causes a shift in the original emitted frequency. The sensor's receiver identifies any change in frequency as motion and either turns the lights on or maintains lights on. AUTOMATICALLY ADAPTS om. -u Action 1 / Lph6 °n US Nr&Ndd wrro- M1aW�antlY Low Paso filter sensor remains in an 8 sec. Llphb Aub seb test mode YNe fimerb ru.vi.nMUe we. oNOd operenn8 male /r 00 FelseaS Aub edjuN S N uss -eunn In the corridor or hallway and Auw agwr Aub seb tt9hb E timer ao kfq andsemitivlty ADAPTIVE FUNCTIONS Designed for "install and forger use, the ODGke -U automatically analyzes room cvnd,bons and adapts to errors or changing environment FEATURES ODC20 -U ODC10 -U ODCOS -U ....................... i is Small Size: Installed sensor appears almost invisible. Fast, Simple Installation: Easy ceiling mount, three wire connection (low voltage) and snap -lock sensor attachment. Maximum Reliability, Low Cost: All digital circuitry uses a minimum of components. Visual Status Reporting: Sensor's LED motion lamp periodically Flashes short codes to report sensor status. Small Motion Sensitivity: The ultrasonic technology provides excellent small motion sensitivity. Timer Setting: Automatic - 8 min. to 100 min. Manual - 8. 16 and 32 min. Test mode - 8 sec. Non - Volatile Memory: Leamed and adjusted settings saved in protected memory are not lost during power outages. Wide Coverage: Units from 500 to 2000 sq. ft. available. Ambient tight Recognition: The optional photocell prevents lights from turning on when the room is adequately lit by natural light. Circadian Calendar. The Leviton ODCxx -U identifies, records and learns normal occupancy cycles of a room. Over an initial four week period. the ODCxx -U logs room occupancy for each 24 hour period. The Information gathered by the sensor is used to automatically adjust the internal sensi- tivity threshold. Condition Example Adaptive Reaction Timer Left InTest Mode -The An installer accidentally leaves The sensor automatically resets the timer sensor remains in an 8 sec. the sensor In the 8 sec. timer to 8 min. after 1 hr. test mode test mode and the lights may go off or on every 8 sec. False -On -The sensor The sensor detects movement After an initial movement is sensed, Incorrectly turns the lights on. In the corridor or hallway and it another movement Is not sensed within the mom lights turn on. the timer setting cycle plus 8 sec. then the senshNity is automatically reduced by 6 %. False -Off -The sensor The sensor does not detect If motion is sensed within 15 sec. after incorrectly turns the lights off. movement because an the lights go off,then one hour Is temporarily occupant sits virtually added to the current timer setting. motionless at a desk and the lights turn off. A dedicated internal microprocessor continually analyzes the room environment and adjusts itself automatically. The internal timer and ultrasonic sensitivity are aromatically adjusted. Once installed, the ODCxx -D should never require manual adjustment or calibration. 59.25 Little Neck Parkway • Little Neck New York 11362 • Tech Line: 1.800.824.3005 �0 Lmmno LIGHTING CONTROL WIRSION Building a connected world M11 i i 1 1 r r The ODSOD -ID Occupancy Sensor- • Controls two separate lighting loads from a single unit • Features new self - adjusting occupancy sensor technology with automatic hwalk- through^ sensing • Choice of "Conference Room" or "Class Room" modes for maximum performance in a variety of installations APPLICATION Leviton's Cat No ODSOD -ID Dual -Relay Decora Wall Switch Passive Infrared (PIR) Occupancy Sensor is used to provide automafic lighting control for energy savings and convenience in a variety of commercial applications, including: • Class rooms • Conference rooms • Offices • Multimedia rooms • Day care centers • Lounges The ODSOD -ID provides automatic switching of two separate lighting loads from a single unit. It is compatible with incandes- cent fluorescent and low- voltage lighting. The unit features dual manual - override switches that can be used to toggle the ON /OFF status of each lighting load while an area is occupied. The ODSOD -ID can be installed in place of two single -pole wall switches and fits in a standard single -gang wall box. The unit requires a ground connecfion for proper operation. BASIC OPERATION The ODSOD-ID uses passive infrared (PIR) detection technology to monitor a room for occupancy through a segmented Fresnel lens. This specialized lens divides the field of view into sensor zones. When a person passes into or out of a sensor zone, the sensor detects motion and switches two separate lighting loads ON. The lights will remain ON as long as there is an occupant moving through the sensor zones. A delayed -OFF time adjustment prevents the lights from switch- ing OFF when the space is occupied. In order to keep the lights ON, a person must pass through a sensor zone at least once during the selected delayed -OFF time interval. A self- adjusting delayed -OFF time feature compensates for real -time occu- pancy patterns to prevent unnecessary ON /OFF switching. An LED indicator blinks each time the unit detects activity in the sensor zones. When the space being monitored by the sensor is unoccupied for the length of the delayed -OFF time interval, the unit will beep 3 times. Ten seconds alter the last warning beep, the unit will switch the lights OFF. To ensure longer service life and compatibility with electronic ballasts, the device carefully times the primary relay switching contact opening and closing with the zero crossing point of the AC power curve. This minimizes contact wear caused by inrush currents from electronic ballasts. ODSOD -ID ....................... Cat. No. ODSOD -ID An exclusive walk - through feature addresses the typical situation where personnel may only enter a room momentarily. The walk - through feature provides increased energy savings by preventing the lights from remaining ON for an extended period after only momentary occupancy. The walk - through feature operates as follows: The ODSOD -ID will switch lights ON when it detects a person entering the area it monitors. However, if there is no occupant activity detected during the 2 -1/2 minutes Immediately follow- ing the initial entry, the unit recognizes that a person wasjust "walking through" the area. It will then automatically time out After the initial 2-1/2 minute time interval expires, the unit will beep 3 times and then wait 10 seconds before switching the lights OFF. NOTE., The Self - Adjusting Delayed -OFF Time and the Walk - Through features are factory- preset features in the ODSODJD. These features can be disabled if required —See 'Non-Adaptive Mode.' Levilon Mfg. Co. Inc. 59 -25 little Neck Pkwy • Little Neck, NY 11362 -2591 • Tech tine: 1- 800 -824 -3005 • Fax: 1- 800 -832 -9538 O% lmmnn UGNTI d CGIMIDL oplasloN audding a Connected Wodd N O v M15 ' p[alnmEl S .SSEMWA7lON CHAOS ■ Watchkeeper 32 Switch Inputs, 1 Analog Input r 3is top -of- the -line lighting control system comes with 2 low voltage switch inputs and up to 32 of our standard 20 amp relays. Network up to 255 WatchKeepers creating a system that you can program from one PC and operate from any touch tone telephone. The WatchKeeper NEMA 1 enclosure is available in two sizes. Specify 1 or 2 relay cards (WK16) or 1 to 4 relay cards (WK32). Each WatchKeeper comes with the Leviton 20 amp Standard Relay Cards (SRC). Customize your WatchKeeper with any combination of standard and optional relay cards.(See Options for details) For fast and easy site installation, the WatchKeeper comes fully assembled with all specified relays already in the enclosure. Quickly wall mount the enclosure then hook up your relays and multi- tapped transformer. Operate your lights prior to control panel installation with the built in override. The control panel is factory mounted to a hinged metal plate that snaps into place within the enclosure, in front of the relays. WATCHKEEPER CONTROL PANEL Each stand -alone WatchKeeper accepts 32 switch inputs and controls up to 32 output relays. The switch inputs furnish local override capability of each relay. Inputs can be configured to accept momentary, maintained or toggle switches. One analog channel allows for photocell, kW or temperature input. NETWORKING An RS -485 network allows communication of up to 255 individual WatchKeepers (any combination of WK -D and WK -A), controlling as many as 8,160 relays. Each system broadcasts only the data other systems require, enhancing network trunk efficiency. SUPERVISOR SOFTWARE With the Supervisor software (standard) you can access a single WatchKeeper or an entire network through one PC. This allows off -line programming throughout the network in addition to control of all relays. The RS -232 port allows a PC with a modem access to the network from a remote location. SYSTEM ACCESSORIES When connected to one of the RS -232 modem ports, Leviton's Telephone Interface Module (accessory) will allow telephone override of relays from any remote location. With the VisionTouch Software you can create easy to operate mouse driven or graphic touch monitors. The Analog Photocell Sensor (accessory) provides control of relays by measuring natural light. l WK -D • 32 LOW VOLTAGE SWITCH INPUTS • 8, 16, 24 OR 32 TWENTY AMP RELAYS 1 ANALOG INPUT USER PROGRAMMABLE 1/0 POINTS NETWORK UP TO 255 WATCHKEEPERS 120 AND 277 VAC OPERATION TIME -OF -DAY PROGRAM CONTROL • EVENT LOGGING • TENANT BILLING • STATUS INDICATOR LIGHTS • TELEPHONE OVERRIDES • ON /AUTO /OFF PER PANEL ETL, ETLC LISTED - UL916 STANDARD INDIVIDUAL RELAY OVERRIDES OPTIONS • ARC AUTOMATIC RELAY CARD • LSC LIGHTED SWITCH CARD • TPRC TWO POLE RELAY CARD • LRC LATCHING RELAY CARD ACCESSORIES • TELEPHONE INTERFACE MODULE • GATEWAY • WALL SWITCHES & SWITCHES • CONTACT INPUT PHOTOCELL • ANALOG PHOTOCELL • VISIONTOUCH SOFTWARE 9013 Tuscany Way, Building 100 - Austin, Texas 79754 - Phone'. (512) 927 -7711 - Fax'. (512) 9277799 - 1- 600 -99 62276 GO n® LIONreVO CONTROL OMBMON eagd&gACOnnected R'odd v fl 1 1 1 i 1 1 1 1 1 CITY OF NEWPORT BEACH Summary of City Hall Maintenance / Improvement Expenditures (1) 1998 -2003 YTD CIP PROJECT NAME C0610503 CITY HALL 2ND FLOOR DESIGN C0630428 AIR COND INST CITY ST C2320628 CITY CORP YARD IMPROV C2700444 CARPET REPLACEMENT C2910545 CITY HALL EXPANSION C3120118 CITY HALL ELECTRICAL C3120363 CITY HALL, CORP YRD, BEACH C3120363 CITY HALL, CORP YRD, BEACH C3120441 CITY HALL ELECTRICAL UPGRADE C3120505 CITY HALL HEATINGIAIR CONDITIONING C3120544 RESTROOM FACILITY IMPROVEMENT 2003 YTD 2002 2001 2000 1999 1998 $ /SF per year (5 -year assumed) $4.24 $5.06 $4.35 Gross calculation 6,701 Red Text Items (dearly not City Hall) $56,285 Typical (BOMA Experience Reports) $0 t4,068 $858,754 $2.75 1 year at the high rate Use existing Sq. Ft $0 (May include 'earlier" nos.) Black Textltems(clearly City Hall) $495,291 17500 $93,125 (at $1.25) 65,729 87,508 $92,271 Conservatively Effect over 30 years $2,768,130 Fire Admin Area - FY 99 -00 $37,176 $37,176 2,060 $37,176 8,418 $72,800 $72,800 209,987 99,411 161,905 110,058 558 109,805 $169,866 Fire Stafon Maint 94,448 13,331 152 $52,400 $52,400 (Note only 4 years!) Deferred Maintenance 2,824 25,416 City Hall $73,500. 10,000 $73,500 Fire station C3120627 CITY HALL MAINT /SECURITY 40,238 119,645 C3140363 CITY HALL MAINT 28,821 C3140628 CITY CORP YARD IMPROV 56,285 C5300654 CITY FACILITY LIGHT 7,317 118,145 198,948 435,103 317,259 160,987 179,557 118,476 (1) This listing was prepared by reviewing General Fund CIP expenditure project titles with no specific knowledge from staff actually maintaining and improving City Hall; this list should be reviewed by Public Works and General Service Staff using the criteria described in Note (2) below. (2) In Accounting/Audifing terms, this schedule needs to be checked for Existence and Completeness. In other words: 'Are any of the listed project expenditures not property characterized as City Hall Maintenance /Improvements ?' (Existence) "Is this list complete? (Completeness) Sq Ft 40,039 Total, all sources Known CH Known FS Total Known Above: Maint Items Breakdown by1ocation $ /SF per year (5 -year assumed) $4.24 $5.06 $4.35 Gross calculation Conservative Figure (round down) Red Text Items (dearly not City Hall) $56,285 Typical (BOMA Experience Reports) $0 Blue Text Items (maybe not City Hall) $858,754 $2.75 1 year at the high rate Use existing Sq. Ft $0 (May include 'earlier" nos.) Black Textltems(clearly City Hall) $495,291 $495,291 $93,125 (at $1.25) $495,291 Earlier. City Hall Maint Not Above $92,271 Conservatively Effect over 30 years $2,768,130 Fire Admin Area - FY 99 -00 $37,176 $37,176 $37,176 Emerg Generator at CH - FY 99 -00 $72,800 $72,800 $72,800 Fire Admini Area - FY 02 -03 $169,866 $169,866 $169,866 Fire Stafon Maint Fire Dept Maint/Repair - (4 FY only) $52,400 $52,400 $52,400 (Note only 4 years!) Deferred Maintenance City Hall $73,500. $73,500 $73,500 Fire station $107,330 $107,330 $107,330 $1,923,402 $848,633 $159,730 $1,008,363 Sq Ft 40,039 6,310 46,349 $ /SF $2110 $25.31 $21.76 $ /SF per year (5 -year assumed) $4.24 $5.06 $4.35 Gross calculation Conservative Figure (round down) $4.00 At least (nearest dollar) Typical (BOMA Experience Reports) $1.25 High figure in range Difference per Sq. Ft. (conservatively) in Current dollars $2.75 1 year at the high rate Use existing Sq. Ft 46,349 $185,396 (at $4.00) 1 year at the low rate Use projected Sq. Ft 74,500 $93,125 (at $1.25) Difference per year $92,271 Conservatively Effect over 30 years $2,768,130 Effect over 40 years $3,690,840 20 May 2003 Ms. Lois Thompson Administrative Coordinator CITY OF NEWPORT BEACH 3300 Newport Boulevard Newport Beach, California 92658 -8915 Exhibit A Re: Proposal to the City of Newport Beach Program Management Services for Schematic Design of New City Hall, Replacement Fire Station, Parking Structure, and Related Site Improvements Dear Ms. Thompson: We are very pleased to have the opportunity to submit our Proposal to the City of Newport Beach, per our discussions, in the form of this letter and its attachments. The work we propose includes furnishing all professional services and appurtenant requirements, materials, and labor necessary to perform the following tasks: 1. Project Administration and Management. This includes the management of the Architect and others on the Design Team in the production of all work through Schematic Design (SD), cost estimators, various consultants, and all other aspects of the Project. Such management includes schedule and cost control, exercise of diligent quality control of the Project, and service as the single - point -of- contact for the City in the course of this work. For example, during the SD phase, we will exercise our best efforts to control the cost of the Project and seek to maintain the budget within the City's established budget level. Further, within 10 days of the beginning of the project, we will prepare a Project Critical Path Management Schedule for review and approval by the City which identifies all the tasks required for completion of each component of work to complete the Project. 2. A/E Design Services through the Completion of Schematic Design. We will cause the production of SD documents and services through our Architect (LPA, Inc.), continuing the work begun in the earlier phase of services with the City, and including such items appropriate to the Schematic Design level: (a) basic A/E services for SD incorporating the approved program requirements, (b) examination of the site and surroundings, (c) review presently proposed and probable future functions and requirements, (d) prepare Schematic Design drawings, and prepare outline specifications and related documentation, including site plans, floor plans, elevations, sections, and all other drawings necessary to describe the project, (e) include provisions for future additions, if any, and development of the site owned by the City as well as the abutting streets, (f) develop all related documentation necessary to fix and illustrate the size and character of the Project and the approved revisions of it, including applicable essentials related to kind and quality of materials, type of structure, mechanical, electrical, and sanitary systems, conceptual interior design and other fundamental information. GRIFFIN HOLDINGS INCORPORATED 385 SECOND STREET, LAGUNA BEACH, CA 92651 (949) 497 -9000 • (949) 497 -8883 fax 3. Budget. We will develop, for the City's review and approval, a detailed cost estimate at the SD phase. This budget will include all indirect and direct components of the work, such as: construction costs, including requisite insurance and bonds; off -site improvements; utility hook -up services; permits and fees; professional fees, such as program management architecture and engineering, special consultants, geotechnical and environmental, testing and inspection, etc.; site improvements, including art in public places (if any); furniture, fixtures, & equipment (FFE), including communications /security, interior art- work, plants, graphics; other occupancy expenses. 4. Schedule. We will prepare a total project schedule for City review, which includes the remaining design services, construction, and completion of the Project. Throughout the project, we will revise and maintain the schedule as necessary, and will exercise our best efforts to ensure adherence to the Project Schedule after it is approved by the City. 5. Constructability Review. We propose to participate in any formal value engineering exercises as necessary, and also to: (a) provide technical management of the Project's design, including performance of architectural and engineering design reviews and any required revisions for each project component, (b) suggest refinements to the project components for the purpose of improving the future sequencing of the work, budget reductions, and quality of the outline specifications and related documentation, (c) perform preliminary Constructability Reviews for the purpose of completeness, clarity, consistency, cost vs. budget analysis, code compliance, general "constructability," coordination and value engineering, as directed, (d) assure that all City- approved and City- issued design review comments and revisions are incorporated by the various Sub - Consultants into the drawings and documents. 6. Status Presentations. We will also provide monthly status reports to the City's Project Monitor, and will make periodic presentations to the City Council and other groups or organizations as directed by the City. The attachment to this letter provides a percentage breakdown of services by various tasks which encompass the work outlined in the paragraphs above. We believe the proposed fees are well within Industry guidelines for services of this scope and type. In closing, we are certain that our extensive past and current experience on similar projects within other municipalities, our familiarity with the City of Newport Beach, our understanding of the proposed project, and our knowledge of the nature and scope of work which is described here, will provide the best product of work for the City. We look forward to this Project, and our staff are ready to begin immediately upon City authorization. Thank you. Sincerely, Roger Torriero CEO GRIFFIN STRUCTURES, INC. GRIFFIN HOLDINGS INCORPORATED 385 SECOND STREET, LAGUNA BEACH, CA 92651 (949) 497 -9000 • (949) 497 -8883 fax Exhibit B Professional Services for Program Management Related to Schematic Design of New City Hall, Replacement Fire Station, Parking Structure, and Related Site Improvements I I I I I SummaU of Phase Percentages 1 Based on Estimated Work Time Required I 1 I I I I I I I I Total Contract Amount $578,1851 100.0% 1 I I I I I I I i 1 1 Breakdown by Breakdown by Major Task Group- I Sub -Task % $ % I $ I I I I I I I .Program Mana ement & Administration 23.3% $135,000 I Management of Design and Related 1 11.7% $67,500 I ;Meetings and Coordination Services 1 7.8% $45,000 Cost Estimation Management 3.9% $22,500 1 1 I I 'Project Control, Program Review, Constructability 1 9.1% $52,562 I 9.1% $52,562 Cost Estimation Technical Services & Scheduling 6.9% I $40,000 1 Precon Services and Management; Control 2.6% $15,000 !Value Engineering and Cost Estimation Services i I I 3.5% 1 $20,000 ;Schedutin I I 0.90/. $5,000 I Desf n Services 53.4% 1 $308,993 1 Program Review and Orientation 2.7% $15,450 j Site Surroundings Civil, Landscape, etc. ! I 5.30/ I $30,899 Conce tual Desi n 0 tions I 10.7% $61,799 i :Preliminary Engineering (Structure, Mech, Elec. ) 10.7% ! $61,799 !Materials and Outline S ecifications 8.0% $46,349 Design Documents I I 16.0% $92,698 I I I I I I I I f I I I I I !Subtotal 92.80% 1 $536,5551 1 92.80% 1 $536,555 1 1 !Other Allowances j 1 I Reimbursables for Program Management 3.5% 1 $20,000 1 1 3.5% $20,000 I 1 Reimbursables for A/E 1 3.7% $21,630 I 3.7% $21,630 1 1 Grand Total 100.00% $578,1851 100.00% 1 $578,185 I I I I I I I I I i I I I I I I I I I I Proposed Organization Chart Showing Key Project Participants Griffin Structures, Inc. Griffin Structures, Inc. Roger Torriero Kelly Murdock Principal in Charge Administration "Jody.Bchaefer . Accounting Griffin Structures, Inc. Griffin Structures, Inc. Robert Hall Jim Trammell. PE . OA 460ecft Program Review Construction Manager - . -: Independent _ Cost Estimator PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN HOLDINGS INCORPORATED FOR PROGRAM MANAGEMENT SERVICES THIS AGREEMENT, entered into this 27th day of May, 2003, by and between the City of Newport Beach, a Municipal Corporation (hereinafter referred to as "City "), and Griffin Holdings, Incorporated, whose address is 385 Second Street, Laguna Beach, California, 92651, (hereinafter referred to as "Consultant "), is made with reference to the following: RECITALS A. City is a Municipal Corporation duly organized and validly existing under the laws of the State of California with the power to cant' on its business as it is now being conducted under the statutes of the State of California and the Charter of City. B. City is planning to implement program management services for a new City Hall, replacement Fire Station, Parking structure and related site improvements, hereinafter referred to as the "Project". C. City desires to engage Consultant to provide program management services for the Schematic Design Phase (only) of the Project, as outlined in the Scope of Services attached hereto as Exhibit "A: and upon the terms and conditions contained in this Agreement. D. The principal member of Consultant for purpose of this Project is Roger Tomero. E. City has solicited and received a proposal from Consultant, has reviewed the previous experience and evaluated the expertise of Consultant, and desires to contract with Consultant under the terms and conditions provided in this Agreement. -1- NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows: 1. TERM The term of this Agreement shall commence on the 27' day of May, 2003, and shall terminate on the 1 st day of March 2004, unless terminated earlier as set forth herein. 2. SERVICES TO BE PERFORMED Consultant shall diligently perform all the duties set forth in the Scope of Services, attached hereto as Exhibit "A" and incorporated herein by reference. 3. COMPENSATION TO CONSULTANT City shall pay Consultant for the services in accordance with the provisions of this Section and the scheduled billing rates set forth in Exhibit "B" attached hereto and incorporated herein by reference. No rate changes shall be made during the term of this Agreement without prior written approval of City. Consultant's compensation for all work performed in accordance with this Agreement, including all reimbursable items and subconsultant fees, shall not exceed the total contract price of Five Hundred Seventy-Eight Thousand One Hundred Eighty Five and no /100 Dollars ($578,185.00). 3.1 Consultant shall maintain accounting records of its billings which includes the name of the employee, type of work performed, times and dates of all work which is billed on an hourly basis and all approved incidental expenses including reproductions, computer printing, postage and mileage. 3.2 Consultant shall submit monthly progress invoices to City payable by City within thirty (30) days of receipt of invoice, subject to approval of City. 3.3 Consultant shall not receive any compensation for extra work without prior written authorization of City. Any authorized compensation shall be paid in accordance with the schedule of the billing rates as set forth in Exhibit "B ". -2- 3.4 City shall reimburse Consultant only for those costs or expenses, which have been specifically approved in this Agreement, or specifically approved in advance by City. Such cost shall be limited and shall include nothing more than the following costs incurred by Consultant: A. The actual costs of subconsultants for performance of any of the services which Consultant agrees to render pursuant to this Agreement which have been approved in advance by City and awarded in accordance with the terms and conditions of this Agreement. B. Actual costs and /or other costs and /or payments specifically authorized in advance in writing and incurred by Consultant in the performance of this Agreement. 3.5 Notwithstanding any other paragraph or provision of this Agreement, beginning on the effective date of this Agreement, City may withhold payment of ten percent (10 %) of each approved payment as approved retention until all services under this Agreement have been substantially completed. 4. STANDARD OF CARE 4.1 All of the services shall be performed by Consultant or under Consultant's supervision. Consultant represents that it possesses the professional and technical personnel required to perform the services required by this Agreement and that it will perform all services in a manner commensurate with community professional standards. All services shall be performed by qualified and experienced personnel who are not employed by City nor have any contractual relationship with City. Consultant represents to City that it has or shall obtain all licenses, permits, qualifications and approvals required of its profession. Consultant further represents that it shall keep in effect all such licenses, permits and other approvals during the term of this Agreement. -3- 4.2 Consultant shall not be responsible for delay, nor shall Consultant be responsible for damages or be in default or deemed to be in default by reason of strikes, lockouts, accidents, acts of God, failure of City to furnish timely information or to promptly approve or disapprove Consultant's work, delay or faulty performance by City, contractors, or governmental agencies, or any other delays beyond Consultant's control. 4.3 The term Project/Program Management or Project Manager does not imply that Consultant is engaged in any aspect of the physical work of construction contracting. However, Consultant shall have control over or charge of, and shall be responsible for Project's schematic design, and related estimating and scheduling. Consultant shall not have control over or charge of acts or omissions of City, or their Agents or employees, or of any other persons not sub - contracted by Consultant who may perform portions of the work. 5. INDEPENDENT PARTIES City retains Consultant on an independent contractor basis and Consultant is not an employee of City. The manner and means of conducting the work are under the control of Consultant, except to the extent they are limited by statute, rule or regulation and the expressed terms of this Agreement. Nothing in this Agreement shall be deemed to constitute approval for Consultant or any of Consultant's employees or agents to be the agents or employees of City. Consultant shall have the responsibility for and control over the details and means of performing the work provided that Consultant is in compliance with the terms of this Agreement. Anything in this Agreement which may appear to give City the right to direct Consultant as to the details of the performance of the services or to exercise a measure of control over Consultant shall mean only that Consultant shall follow the desires of City with respect to the results of the services. 6. COOPERATION Consultant agrees to work closely and cooperate fully with City's designated Project U Administrator, and any other agencies which may have jurisdiction or interest in the work to be performed. City agrees to cooperate with Consultant on Project. 7. PROJECT MANAGER Consultant shall assign Project to a Project Manager, who shall coordinate all phases of Project. This Project Manager shall be available to City at all reasonable times during term of Project. Consultant has designated Roger Torriero to be its Project Manager. Consultant shall not bill any personnel to Project other than those personnel identified in Exhibit "B ", whether or not considered to be key personnel, without City's prior written approval by name and specific billing rate. Consultant shall not remove or reassign any personnel designated in this Section or assign any new or replacement person to Project without the prior written consent of City. City's approval shall not be unreasonably withheld with respect to removal or assignment of non -key personnel. Consultant, at the sole discretion of City, shall remove from Project any of its personnel assigned to the performance of services upon written request of City. Consultant warrants it will continuously fumish the necessary personnel to complete Project on a timely basis as contemplated by this Agreement. 8. TIME OF PERFORMANCE Time is of the essence in the performance of the services under this Agreement and Consultant shall perform the services in accordance with the schedule specified below. The failure by Consultant to strictly adhere to the schedule may result in termination of this Agreement by City and assessment of damages against Consultant for delay. Notwithstanding the foregoing, Consultant shall not be responsible for delays, which are due to causes beyond Consultant's reasonable control. However, in the case of any such delay in the services to be provided for Project, each party hereby agrees to provide notice to the other party so that all delays can be addressed. -5- Within ten (10) business days after execution of this Agreement by the Parties, Consultant and their Sub - Consultants shall prepare a Project Critical Path Management (CPM) Schedule, for review and approval by the City, which identifies all tasks required for completion of each component of Consultant's services. Consultant shall perform all services to completion by 315' January, 2004. 8.1 Consultant shall submit all requests for extensions of time for performance in writing to the Project Administrator not later than ten (10) calendar days after the start of the condition, which purportedly causes a delay, but not later than the date upon which performance is due. The Project Administrator shall review all such requests and may grant reasonable time extensions for unforeseeable delays, which are beyond Consultant's control. 8.2 For all time periods not specifically set forth herein, Consultant shall respond in the most expedient and appropriate manner under the circumstances by telephone, fax, hand delivery or mail. 9. CITY POLICY Consultant shall discuss and review all matters relating to policy and project direction with the Project Administrator in advance of all critical decision points in order to ensure that Project proceeds in a manner consistent with City goals and policies. 10. CONFORMANCE TO APPLICABLE LAW REQUIREMENT All work prepared by Consultant shall conform to applicable city, county, state and federal law, regulations and permit requirements and be subject to approval of the Project Administrator and City Council. 11. PROGRESS Consultant is responsible to keep the Project Administrator and /or his /her duly authorized designee informed on a regular basis regarding the status and progress of the work, 0 activities performed and planned, and any meetings that have been scheduled or are desired. 12. HOLD HARMLESS Consultant shall indemnify, defend, save and hold harmless City, its City Council, boards and commissions, officers and employees from and against any and all loss, damages, liability, claims, allegations of liability, suits, costs and expenses for damages of any nature whatsoever, including, but not limited to, bodily injury, death, personal injury, property damages, or any other claims arising from any and all negligent acts or omissions of Consultant, its employees, agents or subcontractors in the performance of services or work conducted or performed pursuant to this Agreement, excepting only the sole negligence or willful misconduct of City, its officers or employees, and shall include attorneys' fees and all other costs incurred in defending any such claim. Nothing in this indemnity shall be construed as authorizing, any award of attorneys' fees in any action on or to enforce the terms of this Agreement. 13. INSURANCE Without limiting consultant's indemnification of City, and prior to commencement of work, Consultant shall obtain and provide and maintain at its own expense during the term of this Agreement policy or policies of liability insurance of the type and amounts described below and satisfactory to City. Certification of all required policies shall be signed by a person authorized by that insurer to bind coverage on its behalf and must be filed with City prior to exercising any right or performing any work pursuant to this Agreement. Except for workers compensation and errors and omissions insurance, all insurance policies shall add City, its elected officials, officers, agents, representatives and employees as additional insureds for all liability arising from Consultant's services as described herein. -7- All insurance policies shall be issued by an insurance company currently authorized by the Insurance commissioner to transact business of insurance in the State of California, with an assigned policyholders' Rating of A (or higher) and Financial size Category Class VII (or larger) in accordance with the latest edition of Bests Key Rating guide: unless otherwise approved by the CITY Risk Manager. A. Worker's compensation insurance, including 'Waiver of Subrogation" clause, covering all employees and principals of Consultant, per the laws of the State of California. B. Commercial general liability insurance original certificate and endorsement (which includes additional insured and Primary and non - contributory wording , covering third party liability risks, including without limitation, contractual liability, in a minimum amount of $1 million combined single limit per occurrence for bodily injury, personal injury and property damage. If commercial general liability insurance or other form with a general aggregate is used, either the general aggregate shall apply separately to this Project, or the general aggregate limit shall be twice the occurrence limit. C. Commercial auto liability and property insurance, including additional insured, covering any owned and rented vehicles of Consultant in a minimum amount of $1 million combined single limit per accident for bodily injury and property damage. D. Professional errors and omissions insurance, which covers the services, to be performed in connection with this Agreement in the minimum amount of One Million Dollars ($1,000,000.00). 0 Said policy or policies shall be endorsed to state that coverage shall not be canceled by either party, except after thirty (30) days' prior notice has been given in writing to City. Consultant shall give City prompt and timely notice of claim made or suit instituted arising out of Consultant's operation hereunder. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work. Consultant agrees that in the event of loss due to any of the perils for which it has agreed to provide comprehensive general and automotive liability insurance, which Consultant shall look solely to its insurance for recovery. Consultant hereby grants to City, on behalf of any insurer providing workers compensation, comprehensive general, and automotive liability insurance to either Consultant or City with respect to the services of Consultant herein, a waiver of any right of subrogation, which any such insurer of said Consultant may acquire against City by virtue of the payment of any loss under such insurance. 14. PROHIBITION AGAINST TRANSFERS Consultant shall not assign, sublease, hypothecate or transfer this Agreement or any of the services to be performed under this Agreement, directly or indirectly, by operation of law or otherwise without prior written consent of City. Any attempt to do so without consent of City shall be null and void. The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Consultant, or of the interest of any general partner or joint venturer or syndicate member or co- tenant if Consultant is a partnership or joint - venture or syndicate or co- tenancy, which shall result in changing the control of Consultant, shall be construed as an assignment of this Agreement. Control means fifty percent (51 %) or more of the voting power, or twenty -five percent (25 %) or more of the assets of the corporation, partnership or joint - venture. M 15. OWNERSHIP OF DOCUMENTS Each and every report, draft, work product, map, record and other document reproduced, prepared or caused to be prepared by Consultant pursuant to or in connection with this Agreement shall be the exclusive property of City. All improvement/construction plans shall be prepared with indelible waterproof ink or electrostaticly plotted on standard 24 inch by 36 -inch mylar with a minimum thickness of 3 mils. (A copy of the City of Newport Beach Standard Design Requirements is available from the Public Works Department). Documents, including drawings and specifications, prepared by Consultant pursuant to this Agreement are not intended or represented to be suitable for reuse by City or others on any other project. Any use of completed documents for other projects and any use of incomplete documents without specific written authorization from Consultant will be at City's sole risk and without liability to Consultant. Further, any and all liability arising out of changes made to Consultant's deliverables under this Agreement by City or persons other than Consultant is waived as against Consultant and City assumes full responsibility for such changes unless City has given Consultant prior notice and has received from Consultant written consent for such changes. Consultant shall, at such time and in such forms as City may require, fumish reports conceming the status of services required under this Agreement. 16. CONFIDENTIALITY The information, which results from the services in this Agreement, is to be kept confidential unless City authorizes the release of information. 17. CITY'S RESPONSIBILITIES In order to assist Consultant in the execution of his responsibilities under this Agreement, City agrees to provide the following: -10- A. City will provide access to and upon request of Consultant, provide one copy of all existing record information on file at City. Consultant shall be entitled to rely upon the accuracy of data information provided by City or others without independent review or evaluation. City will provide all such materials in a timely manner so as not to cause delays in Consultant's work schedule. B. Provide blueprinting, CADD plotting, copying and other services through City's reproduction company for each of the required submittals. Consultant will be required to coordinate the required submittals with City's reproduction company. All other reproduction will be the responsibility of Consultant and as defined above. C. City staff will provide usable life of facilities criteria and provide information with regards to deficient facilities. D. City will prepare and provide to Consultant street base digital file in AutoCAD (DWG) compatible format. 18. ADMINISTRATION The Public Works Department will administer this Agreement. Lois Thompson shall be considered the Project Administrator and shall have the authority to act for City under this Agreement. The Project Administrator or her authorized representative shall represent City in all matters pertaining to the services to be rendered pursuant to this Agreement. 19. RECORDS Consultant shall keep records and invoices in connection with the work to be performed under this Agreement. Consultant shall maintain complete and accurate records with respect to the costs incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit and make transcripts or copies of such records. Consultant shall allow inspection of all work, -11- data, documents, proceedings and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 20. WITHHOLDINGS City may withhold payment of any disputed sums until satisfaction of the dispute with respect to such payment. Such withholding shall not be deemed to constitute a failure to pay according to the terms of this Agreement. Consultant shall not discontinue work as a result of such withholding. Consultant shall have an immediate right to appeal to the City Manager or his designee with respect to such disputed sums. Consultant shall be entitled to receive interest on any withheld sums at the rate of seven percent (7 %) per annum from the date of withholding of any amounts found to have been improperly withheld. 21. ERRORS AND OMISSIONS In the event of errors or omissions that are due to the negligence or professional inexperience of Consultant which result in expense to City greater than what would have resulted if there were not errors or omissions in the work accomplished by Consultant, the additional design, construction and /or a restoration expense shall be bome by Consultant. Nothing in this paragraph is intended to limit City's rights under any other sections of this Agreement. 22. CITY'S RIGHT TO EMPLOY OTHER CONSULTANTS City reserves the right to employ other consultants in connection with Project. 23. CONFLICTS OF INTEREST A. Consultant or its employees may be subject to the provisions of the California Political Reform Act of 1974 (the "Act "), which (1) requires such persons to disclose financial interest that may foreseeably be materially affected by the work performed under this Agreement, and (2) prohibits such persons from making, or participating in making, decisions that will foreseeably financially affect such -12- interest. B. If subject to the Act, Consultant shall conform to all requirements of the Act. Failure to do so constitutes a material breach and is grounds for termination of this Agreement by City. Consultant shall indemnify and hold harmless City for any and all claims for damages resulting from Consultant's violation of this Section. 24. SUBCONSULTANT AND ASSIGNMENT Except as specifically authorized under this Agreement, the services included in this Agreement shall not be assigned, transferred, contracted or subcontracted without prior written approval of City. 25. NOTICES All notices, demands, requests or approvals to be given under this Agreement shall be given in writing and conclusively shall be deemed served when delivered personally or on the third business day after the deposit thereof in the United States mail, postage prepaid, first class mail, addressed as hereinafter provided. All notices, demands, requests or approvals from Consultant to City shall be addressed to City at: Lois Thompson, Administrative Manager City of Newport Beach 3300 Newport Boulevard Newport Beach, CA, 92658 -8915 (949) 644 -3311 Fax (949) 644 -3318 All notices, demands, requests or approvals from City to Consultant shall be addressed to Consultant at: Attention: Roger Torriero Griffin Structures, Inc. 385 Second Street Laguna Beach, CA 92651 (949) 497 -9000 Fax 949- 497 -8883 -13- 26. TERMINATION In the event either part hereto fails or refuses to perform any of the provisions hereof at the time and in the manner required hereunder, that party shall be deemed in default in the performance of this Agreement. If such default is not cured within a period of two (2) days, or if more than two (2) days are reasonably required to cure the default and the defaulting party fails to give adequate assurance of due performance within two (2) days after receipt of written notice of default, specifying the nature of such default and the steps necessary to cure such default, the nondefaulting party may terminate the Agreement forthwith by giving to the defaulting party written notice thereof. 26.1 City shall have the option, at its sole discretion and without cause, of terminating this Agreement by giving seven (7) days' prior written notice to Consultant as provided herein. Upon termination of this Agreement, City shall pay to Consultant that portion of compensation specified in this Agreement that is earned and unpaid prior to the effective date of termination. 27. COMPLIANCES Consultant shall comply with all laws, state or federal and all ordinances, rules and regulations enacted or issued by City. 28. WAIVER A waiver by either party of any breach, of any term, covenant or condition contained herein shall not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant or condition contained herein whether of the same or a different character. 29. INTEGRATED CONTRACT This Agreement represents the full and complete understanding of every kind or nature whatsoever between the parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions hereon. Any modification of this Agreement will be effective only -14- by written execution signed by both City and Consultant. 30. OPINION OF COST Any opinion of the construction cost prepared by Consultant represents his /her judgment as a design professional and is supplied for the general guidance of City. Since Consultant has no control over the cost of labor and material, or over competitive bidding or market conditions, Consultant does not guarantee the accuracy of such opinions as compared to contractor bids or actual cost to City. 31. COMPUTER DELIVERABLES CADD data delivered to City shall include the professional stamp of the engineer or architect in responsible charge of the work. City agrees that Consultant shall not be liable for claims, liabilities or losses arising out of, or connected with (a) the modification or misuse by City, or anyone authorized by City, of CADD data; (b) the decline of accuracy or readability of CADD data due to inappropriate storage conditions or duration; or (c) any use by City, or anyone authorized by City, of CADD data for additions to this Project, for the completion of this Project by others, or for any other project, excepting only such use as is authorized, in writing, by Consultant. By acceptance of CADD data, City agrees to indemnify Consultant for damages and liability resulting from the modification or misuse of such CADD data. All original drawings shall be submitted to the City in the version of AutoCAD used by the City, in ".dwg" file format on a CD, and should comply with the City's digital submission requirements for Improvement Plans. The City will provide AutoCad file of City Title Sheets. All written documents shall be transmitted to the City in the City's latest adopted version of Microsoft Word and Excel. 32. PATENT INDEMNITY Consultant shall indemnify City, its agents, officers, representatives and employees against liability, including costs, for infringement of any United States' letters patent, trademark, -15- or copyright infringement, including costs, contained in Consultant's drawings and specifications provided under this Agreement. IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the day and year first written above. APPROVED AS TO FORM: By. City Attorney ATTEST: By: City Clerk f. \users\pbw\shared\agreements \fy 02 -03 \griffin city hall schematic.doc CITY OF NEWPORT BEACH A Municipal Corporation By: GRIFFIN HOLDINGS INCORPORATED M Print Name: -16-