South Lake Tahoe City Council
September 20, 2022

/33 0D\
X
A A
Kent Jorgensen
Director of Real Estate Services
(949) 870-5401 6/27/2022
X
N/A
N/A

NOT APPLICABLE
EXHIBIT 10-Q FROM INTERWEST CONSULTING GROUP, INC.
208
EXHIBIT 10-Q FROM SANTOLUCIDO DORE GROUP
NONE
NONE
Christine S. Santolucito
President
951-225-3500 ext. 101 06/28/2022
209
EXHIBIT 10-Q FROM JOHNSON VALUATION GROUP
Local Assistance Procedures Manual EXHBIT 10-Q
Disclosure of Lobbying Activities
EXHIBIT 10-Q DISCLOSURE OF LOBBYING ACTIVITIES
COMPLETE THIS FORM TO DISCLOSE LOBBYING ACTIVITIES PURSUANT TO 31 U.S.C. 1352

1. Type of Federal Action: 2. Status of Federal Action: 3. Report Type:
a. contract a. bid/offer/application a. initial
b. grant b. initial award b. material change
c. cooperative agreement c. post-award
d. loan For Material Change Only:
e. loan guarantee year ____ quarter _________
f. loan insurance date of last report __________

4. Name and Address of Reporting Entity 5. If Reporting Entity in No. 4 is Subawardee, Enter Name and Address of Prime:

Prime Subawardee
Tier _______ , if known
Congressional District, if known Congressional District, if known

6. Federal Department/Agency: 7. Federal Program Name/Description:

CFDA Number, if applicable ____________________

8. Federal Action Number, if known: 9. Award Amount, if known:

10. Name and Address of Lobby Entity 11. Individuals Performing Services (If individual, last name, first name, MI) (including address if different from No. 10) (last name, first name, MI)
(attach Continuation Sheet(s) if necessary)

12. Amount of Payment (check all that apply) 14. Type of Payment (check all that apply) $ _____________ actual planned a. retainer
b. one-time fee

13. Form of Payment (check all that apply): c. commission a. cash d. contingent fee
b. in-kind; specify: nature _______________ e deferred
Value _____________ f. other, specify _________________________

15. Brief Description of Services Performed or to be performed and Date(s) of Service, including officer(s), employee(s), or member(s) contacted, for Payment Indicated in Item 12:
(attach Continuation Sheet(s) if necessary)

16. Continuation Sheet(s) attached: Yes No

17. Information requested through this form is authorized by Title 31 U.S.C. Section 1352. This disclosure of lobbying reliance was placed by the tier above when his transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to Congress
semiannually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

Signature: ________________________________________
Print Name: _______________________________________
Title: ____________________________________________
Telephone No.: ____________________ Date:___________
Authorized for Local Reproduction
Federal Use Only: Standard Form - LLL
Standard Form LLL Rev. 04-28-06
Distribution: Orig- Local Agency Project Files

LPP 13-01 May 8, 2013
None
None
� � �
None
Benjamin Quimby Johnson
Manager
775.588.6137 6/24/20
�
�
Benjamin Quimby Johnson Digitally signed by Benjamin Quimby Johnson DN: cn=Benjamin Quimby Johnson, o=Ironwood Center, LLC, ou, [email protected], c=US
Date: 2022.06.21 16:54:01 -07'00'
210
Local Assistance Procedures Manual Exhibit 15-H
Proposer/Contractor Good Faith Effort
EXHIBIT 15-H: PROPOSER/CONTRACTOR GOOD FAITH EFFORTS
Cost Proposal Due Date ___________________ PE/CE
Federal-aid Project No(s). _____________________ Bid Opening Date ___________________ CON The established a Disadvantaged Business Enterprise (DBE) goal of _____B for this contract. The information provided herein shows the required good faith efforts to meet or exceed the DBE contract goal.

Proposers or bidders submit the following information to document their good faith efforts within five (5) calendar days from cost proposal due date or bid opening. Proposers and bidders are recommended to submit the following information even if the Exhibit 10-O1: Consultant Proposal DBE Commitments or Exhibit 15-G:

Construction Contract DBE Commitment indicate that the proposer or bidder has met the DBE goal. This form protects the proposer’s or bidder’s eligibility for award of the contract if the administering agency determines that the bidder failed to meet the goal for various reasons, e.g., a DBE firm was not certified at bid opening, or the bidder made a mathematical error.

The following items are listed in the Section entitled “Submission of DBE Commitment” of the Special Provisions, please attach additional sheets as needed:

A. The names and dates of each publication in which a request for DBE participation for this project was placed by the bidder (please attach copies of advertisements or proofs of publication):

Publications Dates of Advertisement
B. The names and dates of written notices sent to certified DBEs soliciting bids for this project and the dates and methods used for following up initial solicitations to determine with certainty whether the DBEs were interested (please attach copies of solicitations, telephone records, fax confirmations, etc.):

Names of DBEs Solicited Date of Initial Solicitation Follow Up Methods and Dates

May 2020
07/01/2022
STPL-5398(014)
City of South Lake Tahoe has

0.00%
Santolucido Dore Group, Inc. 6/22/2022 Not applicable
Not applicable Not applicable
211
Local Assistance Procedures Manual Exhibit 15-H
Proposer/Contractor Good Faith Effort
C. The items of work made available to DBE firms including those unbundled contract work items into economically feasible units to facilitate DBE participation. It is the bidder's responsibility to demonstrate that sufficient work to facilitate DBE participation in order to meet or exceed the DBE contract goal.

Items of Proposer or Bidder Breakdown of Amount Percentage Work Normally Performs Item Items ($) Of
(Y/N) Contract
D. The names, addresses and phone numbers of rejected DBE firms, the reasons for the bidder's rejection of the DBEs, the firms selected for that work (please attach copies of quotes from the firms involved), and the price difference for each DBE if the selected firm is not a DBE:

Names, addresses and phone numbers of rejected DBEs and the reasons for the bidder's rejection of the DBEs:

Names, addresses and phone numbers of firms selected for the work above:

E. Efforts (e.g. in advertisements and solicitations) made to assist interested DBEs in obtaining information related to the plans, specifications and requirements for the work which was provided to DBEs:

May 2020
Mileage Costs Pick 0.00%
Pick 0.00%

0.00%
Pick
Equipment Rental
Permit Fees 0.00%
Plan Sheets Pick
Interwest Consulting Group, Inc. is committed to assisting DBE firms as requested, in any way possible.

Santolucito Dore Group, Inc.
31600 Railroad Canyon Rd., Ste. 100-L
Canyon Lake, CA 92587
212
Interwest Consulting Group, Inc. is committed to assisting DBE firms as requested, in any way possible.

Not applicable
Local Assistance Procedures Manual Exhibit 15-H
Proposer/Contractor Good Faith Effort
F. Efforts (e.g. in advertisements and solicitations) made to assist interested DBEs in obtaining bonding, lines of credit or insurance, necessary equipment, supplies, materials, or related assistance or services, excluding supplies and equipment the DBE subcontractor purchases or leases from the prime contractor or its affiliate:

G. The names of agencies, organizations or groups contacted to provide assistance in contacting, recruiting and using DBE firms (please attach copies of requests to agencies and any responses received, i.e., lists, Internet page download, etc.):

Name of Agency/Organization Method/Date of Contact Results H. Any additional data to support a demonstration of good faith efforts:

May 2020 213
214
Proposal for Real Property Easement,
Appraisal, Negotiation, and Acquisition
Services for the

PIONEER TRAIL

PEDESTRIAN

IMPROVEMENT

PROJECT

PHASE II

PRESENTED BY

CITY OF

SOUTH LAKE
TAHOE
JULY 1, 2022
INTERWEST CONSULTING GROUP, INC.
215

TABLE OF CONTENTS
TRANSMITTAL LETTER 1
SCOPE OF WORK UNDERSTANDING 2
POTENTIAL PROJECT ISSUES 6
PROJECT MANAGEMENT & APPROACH 7
PROJECT PLAN 8
STAFF NARRATIVES 9
RESPONSIBILITY MATRIX 10
RIGHT OF WAY TASK & DELIVERABLES 11
PROJECT TEAM / ORGANIZATIONAL CHART 13
RESUMES 14
STATEMENT OF QUALIFICATIONS 17
RELEVANT EXPERIENCE 18
REFERENCES 22
SCHEDULE FOR COMPLETION OF WORK 23
FORMS
216

TRANSMITTAL LETTER
July 1, 2022
City of South Lake Tahoe
Attn: Randy Carlson, Assoc. Civil Engineer
1740 D Street
South Lake Tahoe, California 96150
Proposal for Real Property Easement Appraisal, Negotiation, and Acquisition Services for the Pioneer Trail Pedestrian Improvement Project Phase II
At Interwest Consulting Group, Inc. we understand the importance of public works and capital improvement projects, including road widenings, realignments and similar pedestrian, bike, and offstreet trail projects. We get that these projects are necessary to keep improving the lives of any city’s inhabitants and we have more than 20 years of experience partnering with myriad cities throughout California to provide professional right of way and related real estate services. This depth of expertise enables us to thoroughly understand all aspects of your project, making our team of experts uniquely qualified to perform the appraisal and acquisition services required for successful completion of the Pioneer Trail Pedestrian Improvement Project.

Contact. The following personnel will serve as the City’s main points of contact. 1613 Santa Clara Drive, Ste. 100
Roseville, California 95661
Phone (916) 385-0493
Interwest and the City of South Lake Tahoe. Interwest has worked with the City of South Lake Tahoe in the past. The proposed personnel have completed the El Dorado Beach / Ski Run Boulevard Bike Trail Project and the Lake Tahoe Boulevard Bike Trail Project.

As a result, our team has gained the invaluable experience of working with the City. We have established a productive working relationship with your staff and are familiar with the City’s acquisition standards and administrative procedures. We are already cognizant of the community’s concerns and maintain a vast knowledge of the local area.

Validity. This proposal will remain valid for a period of 90 days from the date of submittal.

Suggestions to Sample Professional Services Agreement. If selected to provide services for the project, Interwest would like to suggest several modifications to the Professional Services Agreement.

A copy with track changes is included on the USB.

Throughout our proposal, we identify our solid work plan and the key qualifications that make us a reliable consultant and dependable right of way services provider on this project. If you have any additional questions or require clarification, please do not hesitate to contact me via phone at (949) 870-5401.

Sincerely,
Kent Jorgensen
Corporate Broker
Interwest Consulting Group, Inc.

Kent Jorgensen, Corporate Broker
[email protected]
(949) 870-5401
Laura Menendez, Project Manager
[email protected]
(916) 316-5726
217

The City of South Lake Tahoe intends to continue pedestrian sidewalks, lighting, transit stops, and class II bike lanes from the limits of the completed Phase I Project.

This project will provide pedestrian and bicycle improvements including increased connectivity of the Project area to the regional network. To move forward with this project the City is seeking a qualified firm to provide title, appraisal, negotiation, acquisition, escrow, and Right of Way Certification services. The selected Right of Way firm would provide:
1 Permanent Easement
9 Temporary Construction Easements
19 Permission to Enter and Construct Agreements

SCOPE OF WORK UNDERSTANDING

PROJECT DESCRIPTION

SCOPE OF WORK
TASK 1: PROJECT MANAGEMENT
z Meetings. Attend meetings with the City, including the initial kick-off meeting. Meeting minutes, agendas and reports are provided when directed by the City’s project administrator. z Status Reports. Provide and maintain title, appraisal, acquisition and relocation database/status reports for all project personnel to access.
z Subconsultant Management. Provide management and coordination of services for all subconsultants. z Escrow Coordination. Provide coordination services with the escrow company, including ordering preliminary title reports, opening escrows and facilitating escrows for the acquired property. z Scheduling. Prepare and provide the City with project schedules, as needed. z Quality Assurance/Quality Control Management. Provide quality control management for all areas of the project, including coordinating efforts with the City to ensure a compliant project. z Data Management. We will use QuickBase as a project management tool for tracking project-related tasks and milestones, as well as customized dashboards for monitoring individual performance efficiency, timelines and cost containment strategies. Our reports are tailored to each client’s specifications to provide the critical information necessary for management decisions. z Project Close-Out. Provide the services required to finalize and close out the project.

TASK 2: APPRAISAL

PRIMARY APPRAISAL
z Manage and Distribute Appraisal Assignments. Facilitate the distribution of appraisal assignments, including appraisal review reports and ensure clarification of project scope. z Coordinate Meetings. Hold meetings with the selected appraiser and review appraiser to review and discuss the project scope, requirements for the appraisal reports and reviews, as well as the type of reports required and the required written notice of inspection to the owner. 218

z Notice of Intent to Appraise. Prepare the Notice of Intent to Appraise letter for each property, advising the property owners of the proposed project, introducing the appraiser and providing contact information to answer questions and concerns.
z Conduct Appraisal Inspection. An appraisal inspection will be conducted to become familiar with the physical and functional characteristics of the impacted parcels, as well as to distinguish the influence of the immediate physical environment.
z Determine Highest and Best Use. Just compensation for the full and partial acquisitions will be as set for thin the California Code of Civil Procedure, Part 3, Title 7, Chapter 9, Sections 1263.320 through 1263.430, as appropriate for eminent domain purposes. z Obtain Appraisals. Obtain appraisals and summary of value statements for each acquisition prepared in accordance with the Uniform Appraisal Standards for Federal Land Acquisitions, other applicable federal laws, California laws and Uniform Standards of Professional Appraisal Practices (USPAP). Record information into the database and properly disperse appraisal reports. z Appraisal Reports. The format and level of documentation for an appraisal report depends on the complexity of the appraisal problem. Complex property assignments are to be reported in a self-contained, narrative format. A summary report, in conformance with USPAP Standards Rule 2-2(b), is permitted in cases, which, by virtue of their low value or simplicity, do not require the in-depth analysis and presentation necessary in a narrative appraisal report. z Just Compensation. Upon completion of the appraisal, the appraiser will complete a Summary of Just Compensation report to establish the highest and best use valuation.

WAIVER VALUATIONS
Based on our initial review of available data, Interwest recommends completing waiver valuations instead of a summary appraisal report for particular parcels if we anticipate that the fair market value will be below $10,000 and, as applicable, up to $25,000. In these cases, a review appraisal will not be needed, saving the City time and money.

REVIEW APPRAISAL
Review appraisers are required to address a number of specific items pertaining to the appraisal report under review including: the completeness of the report; adequacy and relevance of the data; propriety of the adjustments; form an opinion as to the appropriateness of the appraisal methods and techniques used to complete the appraisal; and form an opinion as to whether or not the analyses, opinions and conclusions are appropriate and reasonable or develop reasons for any disagreements.

In addition to USPAP, eminent domain projects with federal and state funding require compliance with various additional regulations and guidelines. All appraisal review assignments will comply with Standard Rule 3 of USPAP. The scope of work for an appraisal review will include the following steps:
z Identify the Appraiser. Identify the appraiser(s) that conducted the appraisal. z Research the Property. Become familiar with the subject property, and review legal descriptions and plat maps, title reports, environmental reports, and related documents, as applicable. z Research the Area. Become familiar with the subject neighborhood and the comparable properties used in the various analyses.
z Review the Math. Check all mathematical calculations made by the appraiser(s); z Review the Narrative. Cross-reference narrative descriptions within the report with photographs, maps, and other exhibits (when included in the work under review). z Review the Approach. Review the weighting assigned to the approaches to value used. z Check for Compliance. Determine if accepted appraisal principles, techniques, and standards were followed in arriving at the property value in accordance with USPAP, California law, Caltrans, FHWA and FTA regulations, as applicable.
z Check for Oversight. Ensure that the appraiser did not overlook any feature that would materially affect the property value.
z Determine the Report’s Completeness. Develop an opinion as to the completeness of the material 219

under review, given the review appraiser’s scope of work. z Form an Opinion. Given the review appraiser’s scope of work, develop an opinion as to the following: 1) the adequacy and relevance of the data and the propriety of any adjustments to the data; 2) the appropriateness of the appraisal methods and techniques used and reasons for any disagreement; 3) the appropriateness and reasonability of the analyses, opinions, and conclusions and reasons for any disagreement; and 4) whether the appraisal can be used to establish fair market value for the subject parcel.
z Make a Recommendation. Determine whether the primary appraiser’s estimate of fair market value should be used as just compensation for the proposed acquisition.

TASK 3: ACQUISITION AND NEGOTIATION
z Review Plans. Review project plans to become familiar with the project and its impacts on various properties.
z Verify Conformance. Verify that legal descriptions, plat maps, right of way plans, surveys and appraisals correspond and are accurate.
z PTR Review. Interwest’s qualified staff reviews the PTRs to inspect each report for accuracy of the stated ownership, Assessor Parcel Numbers and other pertinent information. Additionally, as applicable, the listed liens, encumbrances and/or mortgages, etc., are analyzed to determine if consents/subordinations are required to clear title.
z Offer Package. Prepare and present the written offer letter to the property owner, along with the appraisal summary of value, purchase agreement, deeds, escrow instructions, brochure and agent’s business card upon the initiation of negotiations, after review and approval by the City’s representative. Submit all legal documents for the City’s legal counsel to review when language is added, deleted or revised.
z Acquisition and Negotiation. Conduct negotiations for the acquisition of each parcel in accordance with all federal and state policies and procedures, including making the initial purchase offer in person when the owner resides in the project area, if possible. Offers to out-of-area owners will be sent via certified mail with a return receipt.
z Administrative Settlement Recommendations. Provide the City with a written recommendation and support documentation for all counter offers and proposed settlement terms for review and approval. z Open and Monitor Escrows. Coordinate with the selected title company and open escrows on all purchases. Interwest monitors escrows, reviews all escrow documents, requests funds, ensures that the City receives title insurance policies in the amount of the purchase cost of the land/ improvements, and clears title to all properties acquired. For the parcels with only Temporary Construction Easements, Interwest will close the escrow with our internal escrow coordinator. z City and Owner Liaison. Provide liaison duties between the City and property owners. z Contact Documentation. Thoroughly document contact with property owners and/or their representatives, indicating attendees, time and place of meetings. Documentation includes thorough diaries and copies of all correspondence and emails. Diaries are updated immediately after each contact, if possible, and are housed in a permanent acquisition file. z Parcel Files. Establish and maintain an accurate and complete working file for each parcel in a professional and standard format. Additionally, all pertinent project files are maintained in electronic formats and provided to the City at completion of the project. z Meetings. Attend any required or additional meetings, as deemed necessary by the City to communicate progress and discuss project issues.
z Close-Out Acquisition File. Complete a final quality assurance/quality control review on the file for close-out, provide final status reports to the City and deliver final files to the City upon completion of the project. Additionally, the City will receive a flash drive with all pertinent project data stored in systematically organized project folders.
220

TASK 4: TITLE, ESCROW AND CLOSING
Preliminary Title Reports. Through our subconsultant, issue preliminary title reports (PTR) with supporting documents for all parcels. Title reports produced for each parcel will, at a minimum, establish legal owners and all valid liens, encumbrances and easements of record.

PTR Review. Interwest’s qualified staff reviews the PTRs to inspect each report for accuracy of the stated ownership, Assessor Parcel Numbers and other pertinent information. Additionally, as applicable, the listed liens, encumbrances and/or mortgages, etc., are analyzed to determine if consents/subordinations are required to clear title.

TASK 5: CONDEMNATION SUPPORT (IF APPLICABLE)
It is Interwest’s goal to successfully acquire every site under amicable terms, however, this is not always possible. When this situation arises, we offer our clients a detailed account of the actions and timelines and recommend condemnation. If a condemnation action is warranted, Interwest will support the City or its legal representative through the process. During this time, unless otherwise directed by the City, Interwest will continue to negotiate with the owners to reach a reasonable conclusion in order to prevent actual litigation.

Interwest’s personnel are exceptionally knowledgeable concerning the federal requirements of land acquisition and we are cognizant of the state laws of California. Even if condemnation is necessary, Interwest is experienced in coordinating with Caltrans and the Federal Highway Administration (FHWA) to prepare applicable certifications, as required by Chapter 13, Section 13.10 of the Caltrans Local Assistance Procedures Manual, and ensure that all schedules of Right of Way Certifications are met before a project proceeds to construction.

Our condemnation support services include the following tasks. z Providing the City’s legal counsel with a complete and documented case file. z Obtaining litigation guarantees.
z Verifying title information and furnishing information to the City’s legal counsel. z Preparing the appropriate notice for the Resolution of Necessity hearing. z Attending Resolution of Necessity hearings.
z Continuing negotiations with owners as authorized by their representatives. z Providing case recommendations under acceptable administrative settlement provisions. z Serving summons and complaints as requested by the City’s legal counsel. z Providing expert testimony.

TASK 6 RIGHT OF WAY CERTIFICATION
Interwest will coordinate with the City and Caltrans to prepare the Right of Way Certification, as required by Chapter 13, Section 13.10 of the Caltrans Local Assistance Procedures Manual. Our process includes the following:
z Coordination. Coordinate with Caltrans Local Assistance or Local Programs to ensure that project requirements are underway. This includes ensuring the City has completed all necessary documents to begin the certification process, (e.g., the E-76 application for Construction/Right of Way). z Assembly. Assemble the Right of Way Certification (1, 2, 3 or 3W) binder with all appropriate documentation to be provided by the City, including documentation showing possession of the necessary right of way, utility notices and agreements, relocation plans and costs, and necessary environmental clearance support.
z Drafting. Draft the Right of Way Certification form segmenting the different project land rights acquired along with any supporting documentation, as applicable. z Delivery. Package and deliver a hard copy of the certification directly to Caltrans District Office and provide an electronic copy to the City.
z Revisions. Interwest will coordinate revisions between Caltrans and the City, as necessary, and work with the client to ensure that all schedules of right of way certifications are met before the project proceeds to construction.
221

POTENTIAL PROJECT ISSUES
Most projects will encounter external issues that can impact the right of way delivery process.

Timely identification of property owner concerns related to the impacts to their property is essential for seamless project delivery. As part of Interwest’s value added service, our team has assessed each parcel in order to develop a strategic action plan moving forward. Listed below is a brief summary of practical methods to address project issues.

Expediting the Right of Way Schedule
Planning and maintaining a right of way delivery schedule is the most effective way to deliver right of way in timely manner. Simple enhancements can also be made to expedite delivery, including: timely site inspections; making adjustments in the appraisal process; meeting the owners and occupants at the time of appraisal inspection; scheduling appraisals based on difficulty and long-lead assignments; and if necessary maintaining an eminent domain schedule with deliverables and target dates.

Identifying Potential Issues and Alternative Strategies By initiating and maintaining a right of way delivery plan and schedule, potential issues are identified early and alternative strategies are developed and implemented to adjust and modify the delivery schedule.

As the Interwest team identifies problematic issues as they meet property owners, we will quickly initiate and recommend alternative strategic approaches to City staff. This will require scheduling project delivery team meetings to engage all stakeholders and delivery partners to agree to the required changes and proposed solutions.

Establishing the Scope of the Appraisal Assignment
A proper scope of the appraisal assignment is essential to project delivery.

The identified parcels should be field reviewed, as well as analyzed based on the appraisal maps and legal descriptions, before preparing the scope of work. Through this process, further information is gathered and more elements are included in the scope of the appraisal assignment. This process can include considerations to include mitigation measures in the actual appraisal to reduce acquisition costs as well as addressing property owner concerns about the project.
222

QUALITY CONTROL
Interwest’s quality commitment guarantees that all services and deliverables will meet or exceed contract requirements and industry standards for quality and accuracy. As a checks-and-balance system, Interwest has adopted a Quality Control Program for all project management and right of way activities. Our team is anchored by John Almazán, a regulatory expert who has 29 years of experience in right of way in both the public and private sectors. He requires utilization of a management checklist for each individual file; that itemizes and prioritizes the action items necessary to complete the designated scope of work. To ensure that this quality is being met, periodic quality/ accuracy checks are made by Interwest’s Corporate Broker as a “second set of eyes” to the quality control procedure. Any exceptions are discussed with the project management team and promptly corrected.

KEY FEATURES AND BENEFITS OF QUICKBASE

FEATURES BENEFITS
Team Collaboration and Management Efficiencies Enhanced Communication with the City Process and Workflow Automation Increased Productivity
Customizable Dashboard and Reporting Instant Access with Real-Time Updates Daily Task Management Toolkit Improved Accountability
Real-Time Milestone Tracking Monitored and Secured Project Delivery Detailed Case Tracking System Effective Micro-Level Case Management

PROJECT MANAGEMENT AND APPROACH
Interwest offers exceptional project management services to ensure the successful implementation and completion of the proposed project assignment. We have assigned Laura Menendez, Project Manager, to provide a thorough and coordinated effort during the planning phase, the implementation of specific activities, to project completion. Throughout our working relationship, we consider ourselves to be a part of your team, equally invested in your goals and objectives and working collaboratively with your staff on a daily basis.

Approach to Providing Required Services
Interwest’s approach to the City’s projects will be based on our extensive knowledge of the local areas, our key personnel’s years of experience and an understanding of what it takes to get a project assignment from start to finish with successful results.

Early Project Planning and Kick-off Meetings
At the beginning of any assignment, our Project Manager will meet with the City to determine project requirements and identify objectives and reporting requirements. Emphasis will be placed on reviewing the project requirements, discussing assigned tasks and deliverables and identifying critical path and the expected schedule for deliverables. During the meeting, we will also discuss the City’s requirements regarding day-to-day coordination with your staff and other relevant consultants.

Discussions will include progress reporting, deliverables, document preparation and file format.

Tasks and Deliverables
Interwest uses QuickBase as a project management tool for tracking project-related tasks and milestones, as well as customized dashboards for better monitoring of individual performance efficiency, timelines and cost containment strategies. We can maintain and track project budgets and agent hours to compare actual expenditures to those planned. We propose to utilize QuickBase to optimize schedule efficiencies, providing real-time updates for acquisition activities, ensure transparency in reporting to the City. We will generate reports on a biweekly basis, or as requested by City management; this includes customized progress reports for appraisal, acquisition, and if necessary eminent domain. With these reports, all stakeholders have a real-time measurement of all deliverables. These tools will enable each stakeholder the ability to identify potential issues as they occur resulting in the implementation of timely solutions. 223

PROJECT PLAN
Our work plan was developed with a clear understanding of the project, a thorough knowledge of the applicable regulatory compliance requirements, development of management and agent responsibilities, and the assignment of key right of way tasks and activities will be based on Uniform Relocation and Real Property Acquisition Policies Act (49 CFR Part 24), California Code of Civil Procedure and as applicable the Caltrans Manual. We have determined that providing professional right of way services for this project will require: project coordination and management; appraisal; title and escrow services; acquisition services; and escrow facilitation.

PROJECT ADMINISTRATION
The ability to successfully deliver the right of way as scheduled and in full regulatory compliance will depend on close collaboration among Interwest’s management team, City staff and the design team.

With Interwest’s managers’ levels of expertise and proven track record of consistently delivering similar assignments, the City will have the best chance of acquiring the required right of way without costly litigation expenses and delivery delays. Right of way professionals with an in-depth knowledge of the right of way process and related policies and procedures will be fundamental to the success of this project.

California state laws stipulate that all the acquisition agents working on his project must be licensed by the California Department of Real Estate (CalDRE). In addition, each acquisition agent must be supervised by a California-licensed real estate broker. Interwest’s Kent Jorgensen will serve as the Supervising Broker on this project assignment. He is joined by experienced California-licensed acquisition agents. As Supervising Broker, Kent will be responsible for project management and the oversight of all acquisition activities.
224

STAFF NARRATIVES

SUBCONSULTANT NARRATIVES
Santolucito Doré Group, Inc. specializes in real estate appraisal services for public agencies, delivering tailored solutions to meet client needs. Their appraisal services always meet or exceed USPAP and, when required, USFLA requirements. The majority of Santolucito Doré's real estate and right of way experience has been performed per the requirements of the Uniform Act and under the oversight of various government entities, including Caltrans and the FHWA. They have an intimate knowledge of appraisal related portions of the Code of Federal Regulations, Code of Civil Procedure, and Title VI. As such, Santolucito Doré has extensive experience in ensuring compliance with state, federal and local public agency requirements for timely project delivery. The Santolucito Doré Group worked on an extensive rent study in the Lake Tahoe area, and are very familiar with the market and area. They are also a Caltrans certified DBE.

Placer Title has been in business for over 40 years because they take care of their customers and the California communities they live and work in. They are the industry leaders and caring professionals that their customers trust to know about land titles.

Johnson Valuation Group, Ltd., is based in Zephyr Cove, Nevada, and provides real estate appraisal and consulting services to both the public and private sectors. The firm’s primary geographic service territory encompasses the Lake Tahoe Basin, Truckee and the Carson Valley. The firm’s general practice ranges from small undeveloped lots and environmentally sensitive properties to hotel-casinos and mountain resorts.

The principals and staff of JVG have provided extensive appraisal and consulting services to numerous public and governmental agencies, including the Nevada and California Attorney General Offices, the Internal Revenue Service (IRS), the State of Nevada, the State of California, the Tahoe Regional Planning Agency (TRPA), the City of South Lake Tahoe, Douglas County, Carson City, City of Reno, the Town of Minden, Placer County, and the Nevada and California Departments of Transportation. In the private sector, JVG is often called upon by banks, developers, private-property owners, attorneys, accountants, and others to provide valuations or consult on a variety of issues.

Interwest’s proposed team was selected based on their professional abilities, relevant experience in northern California, and documented delivery of assignments as directed.

Interwest offers the City a highly competent Project Manager, Laura Menendez. She is an expert at building rapport with property owners and different stakeholders involved in an acquisition, which makes her approachable and easy to communicate with. While exercising professionalism, efficiency and accuracy, Laura consistently yields successful results with every assignment and challenge encountered, proving her to be a valuable member of the real estate team. With 27 years of experience, Laura is a skilled negotiator, with a working knowledge of the Uniform Act, as amended, Title 49 Code of Federal Regulations (CFR) Part 24, Title VI of the Civil Rights Act (42 U.S.C. 2000d, et seq.), California Government Code Section 7267 et seq., and the California Code of Civil Procedure.

Calatrans Expert, John Almazán, has over 31 years of experience including 15 years with Caltrans at both the District level and their Headquarters. He has successfully worked with the City on past projects. He correctly interprets appropriate laws, rules, regulations and policies to ensure legal compliance. In addition, John has extensive property acquisition and appraisal experience for state and local agency transportation projects completed under the Uniform Act. John is an unparalleled proven professional, with an understanding of the relevant support services needed to successfully complete this project on a timely basis. John is a California licensed Real Estate Broker with over 20 years supervising staff and their assignments on public transportation related projects.

Acquisition Agent Lisa Cass would also be assigned to this project, and is a very talented right of way field agent and has an extensive knowledge of the right of way acquisition process and experience in providing services on similar projects in accordance with all statutory and regulatory requirements, including, but not limited to: the Uniform Act, as amended, and the California Code of Civil Procedure. Lisa has more than 18 years of experience in the right of way and escrow fields, and is known for her ability to relate to all stakeholders. 225

SPECIAL ACQUISITION PROCESSES
z The acquisition agent attends the appraisal inspection early to establish a dialogue with the owner. z As approved by the City, we will include a possession clause in each right of way contract, so that possession can be obtained prior to the close of escrow. z We will diligently work with the title company's escrow officer to expedite closing. This procedure ensures both accuracy and timeliness associated with closing escrow. z The acquisition agent obtains escrow documents at the time of contract signing.

SUPERVISING BROKER PROJECT MANAGER CALTRANS QUALITY

CONTROL

KENT JORGENSEN LAURA MENENDEZ JOHN ALMAZAN

RESPONSIBILITIES
• Project management oversight
of personnel and task
managers
• Ensure that all right of
way services are provided
seamlessly
• Prioritize assignments based
on level of difficulty and
delivery schedule and subprioritize assignments based
on difficulty
• Review and initial all Purchase
Contracts and Acquisition
Settlement Agreements and
outline specific conditions and
terms to protect the City and
the delivery of the project

RESPONSIBILITIES
• Work with the City and each of
its members in meeting their
objectives
• Ensure deliverables are met
and funding is secured
• Represent Interwest at meetings
as directed by the City
• Perform field reviews prior to
assigning appraisals
• Quality review appraisal reports
• Prepare and submit timely
progress reports
• Provide recommendations
to the City and Supervising
Broker to meet deliverables
• Monitor and update project
schedules
• Implement strategic steps to
meet goals and timelines

RESPONSIBILITIES
• Prepare documentation for
submission to Caltrans to
obtain certification
• Provide quality assurance/
quality control
• Ensure compliance with all
regulatory requirements
• Conduct research and analyses
to support the goals and
objectives of the project
• Prepare and deliver written
quality control reports for
cases
• Provide an audit-proof file
closure process and finalize
work product in preparation of
file closure
31 years of proven success
managing and delivering
projects
31 years of experience
delivering public sector projects
including 15 years with Caltrans
27 years of real estate and
right of way experience

RESPONSIBILITY MATRIX
226

RIGHT OF WAY TASKS AND DELIVERABLES
Interwest’s innovative and qualified staff have identified specific action steps, deliverables and the responsible person to provide the City consistent and successful right of way services. The chart below can be utilized by the City as a quick reference to the critical action steps and contact person with the highest level of expertise as it relates to meeting the deliverable.

TASK NO. 1: PROJECT COORDINATION AND MANAGEMENT

KEY ACTION STEPS DELIVERABLES RESPONSIBLE PERSON
Meetings and
Conference Calls
Strategize, as necessary, with the City and
stakeholders to accelerate project delivery.

Deliverables will include Interwest’s distribution of
meeting notes to all attendees.

Laura Menendez
Project Reporting
Status reports and applicable milestone information
entered into QuickBase. The City will have real-time,
secured, password-protected online access.

Laura Menendez
Public Meetings Interwest will attend public meetings with City staff and City Council on the acquisition processes. Laura Menendez Scheduling
Interwest will update an MS Project Schedule monthly
for each milestone as it relates to right of way
services. Each critical action item will be discussed
at meetings to ensure parcels are delivered as
scheduled.

Kent Jorgensen
Quality Control
Case files will include a detailed checklist for each
action item to be performed to file closure. Interwest’s quality control process exceeds Caltrans standards.

Laura Menendez
Data Management City and authorized team members have direct online access to QuickBase team sites. Lisa Cass
TASK NO. 2: APPRAISAL

KEY ACTION STEPS DELIVERABLES RESPONSIBLE PERSON
Manage Appraisers
and Delegate Work
Assignments
Primary appraisals will be assigned under similar data
set groups with an emphasis on the ability to delivery
reports in 45 to 60 calendar days.

Laura Menendez
Prepare Primary
Appraisals in
Accordance with
USPAP standard
Assignments will be delegated based on the property
category and consistency of data sets. Appraisers will
also complete the Summary of Just Compensation to
be included in the first written offer.

Ben Johnson
Appraiser
Review Appraisals
A subconsultant will be completing review appraisals
in accordance with federal guidelines to ensure
compliance if federal funds are utilized.

Christie Santolucito
Review Appraiser
Waiver Valuations Waiver Valuations to be completed in accorance with Caltrans manual.

Laura Menendez or
Kent Jorgensen
227

TASK NO. 3: ACQUISITION

KEY ACTION STEPS DELIVERABLES RESPONSIBLE PERSON
Form Development
During the appraisal process, Interwest will prepare
and submit all documents associated with providing
acquisition services for City approval.

Laura Menendez
Offer Package
A regulator state compliant offer package will be
delivered to the City for approval within two days of
establishment of just compensation.

Laura Menendez
Detailed Case-File
Diaries
Detailed notes will be added to case-file diaries when
meetings, contacts and action steps are performed.

Diaries will be available online via QuickBase.

Laura Menendez
Lisa Cass
Negotiation Process
Interwest acquisition agents are trained in appraisal,
offer presentation and negotiation strategies, with a
goal of obtaining a signed contract within 30 calendar
days of the first written offer.

Laura Menendez
Lisa Cass
Administrative
Settlements
With an accelerated schedule, where appropriate,
Interwest will utilize the administrative settlement
process as approved by City. A detailed summary
sheet will be sent to the City in a timely manner.

Laura Menendez
Monitoring Escrow
Upon acceptance of execution of the contract,
Interwest will open escrow and expedite closing the
transaction and/or obtaining possession to allow
construction.

Laura Menendez
Lisa Cass
Meetings
Interwest’s acquisition team will meet as a group on
a weekly basis to discuss cases and solve open issues
to accelerate the process. Meeting notes can be sent
to the City.

Laura Menendez
Lisa Cass
Close-Out Case File
A Quality Control Checklist will be completed as the
case progresses. An audit review process sheet will be
completed and delivered to the City at project close.

Laura Menendez
Lisa Cass
TASK NO. 4: PROJECT REPORTING AND DATA MANAGEMENT

KEY ACTION STEPS DELIVERABLES RESPONSIBLE PERSON
Maintain MS Project
Schedule (ROW)
Track and update a detailed acquisition schedule
for all right of way and real estate tasks on a regular basis, comparing milestones and update with current
activities.

Kent Jorgensen
Milestone
Delivery Reports
Monitor and report to the City specific tasks and
milestones to maintain transparency throughout right
of way delivery.

Laura Menendez
Records
Management
Utilize an internal records management system
through QuickBase to track budgets, optimize
schedule efficiencies and provide the real-time status
of acquisitions.

Lisa Cass
TASK NO. 5: RIGHT OF WAY CERTIFICATION

KEY ACTION STEPS DELIVERABLES RESPONSIBLE PERSON
Right of Way
Certification
Interwest will coordinate with the City and Caltrans
to prepare the Right of Way Certification, as required
by Chapter 13, Section 13.10 of the Caltrans Local
Assistance Procedures Manual.

John Almazán
228

We understand that, ultimately, the success and timely completion of this project will depend on the selection of a right of way team with: knowledge of the project area; demonstrated and documented experience on similar projects; unsurpassed technical expertise; unparalleled understanding of implementing practical solutions; and an immaculate record of performance. Below is the organizational chart for the proposed staff for your project:

ORGANIZATIONAL CHART

SUBCONSULTANTS
John F. Almazán
Caltrans Quality Control
Christie Santolucito
SD Group Inc.

REVIEW APPRAISAL
Kent Jorgensen
Corporate Broker
Laura Menendez
Project Manager

PROJECT TEAM
Lisa Cass
Acquisition Agent

PRIMARY APPRAISAL
Benjamin Q. Johnson
Johnson Valuation Group

TITLE AND ESCROW
Lila Rohrich
Placer Title
229

LAURA MENENDEZ / PROJECT MANAGER
Laura has more than 27 years of experience in the right of way, real estate and accounting industries. She specializes in property negotiations for right of way acquisitions, ensuring that property owners understand the agency’s project while gaining support and acceptance of the public improvement. Laura also provides relocation assistance and advisory services to persons displaced by public projects.

She also retains appraisers and performs title and escrow coordination and works closely with engineering design teams, executive staff and legal counsel to meet the needs of both the property owner and the agency. Laura is highly knowledgeable of the Uniform Relocation and Real Property Acquisition Policies Act of 1970 as amended, Title 49 Code of Federal Regulations (CFR) Part 24, Title VI of the Civil Rights Act (42 U.S.C. 2000d, et seq.), California Government Code Section 7267 et seq., California Code of Civil Procedure Sections 1263.010 to 1263.620 and 1255.010 to 1255.060, California Housing and Community Development Title 25, and the Caltrans Right of Way Manual. In addition, Laura is highly skilled in completing the required approval processes and operating standard software applications.

SR-99 Corridor Bikeway (Phase 4) Project | City of Chico Laura provided negotiation and acquisition services for property rights for a bike trail adjacent to SR-99. A handful of owners were skeptical of the project, which necessitated numerous meetings with Interwest, City personnel and property owners.

Laura demonstrated compassion and listened to the owners’ concerns (security and necessary high visibility of their business), she methodically addressed each concern with the City and owners (requiring minor changes in design), and successfully completed negotiations. This project required Caltrans certification.

El Dorado Beach/Ski Run Blvd. Bicycle Trail Project | City of South Lake Tahoe This construction project consisted of an approximately one-mile long Class 1 bike path on the north side of U.S. Highway 50 between El Dorado Beach and Ski Run Boulevard. Laura was responsible for delivering 13 partial acquisitions and 3 permissions to enter.

SR-99/Eaton Road Interchange Project | City of Chico
The Eaton Road Interchange Project involves construction of a modern five-leg roundabout at the intersection of the northbound on- and off-ramps of SR-99 and Eaton Road. The project is on an accelerated schedule due to congestion and traffic safety concerns resulting from the Camp Fire in Butte County. Laura is providing acquisition, appraisal coordination, escrow coordination and Caltrans Right of Way Certification support for the City.

Relocation and Property Acquisition Services | City of Elk Grove As a part of Interwest’s on-call contract with the City, Laura prepares draft relocation impact reports, provides relocation assistance for displacees of the City of Elk Grove, and assists the City in locating, negotiating and closing escrow on residential properties intended for homeless transitional housing.

Sycamore Trail Phase II and III Extension Project | City of West Sacramento Laura is providing right of way services to the City of West Sacramento to acquire property rights necessary to extend an existing bike trail and construct a Class I Bikeway and pedestrian overcrossing over U.S. Highway 50. In addition to providing acquisition services, she is collaborating with Caltrans and the City to complete the Right of Way Certification.

EDUCATION, LICENSES AND CERTIFICATIONS PROFESSIONAL AFFILIATIONS Bachelor’s Degree, Business Economics and
Accounting, University of California, Santa Barbara Member, IRWA CalDRE Salesperson License, No. 01335919
Notary Public, California, No. 2283607

REGULATORY

COMPLIANCE
EXPERT

YEARS OF

REAL ESTATE

EXPERIENCE
27 EXPERIENCE

WORKING

WITH LOCAL

COMMUNITIES

SKILLED

NEGOTIATOR

AND MEDIATOR

KEY PERSONNEL RESUMES
230

JOHN F. ALMAZÁN / CALTRANS QUALITY CONTROL
John Almazán has provided real estate services to public agencies for more than 31 years, working primarily on highway and road projects. He has numerous years of experience working for various agencies, including Caltrans, where he worked for more than 15 years at both the district and headquarters levels. John manages all right of way activities, soliciting, hiring and administering contracts for subconsultants, including: directing work efforts of consultants; initiating eminent domain actions; title and escrow coordination; reviewing construction plans; appraisal reports; and developing project schedules, charts and budgets. He is a highly skilled negotiator, with a working knowledge of the Uniform Act, as amended, Title 49 Code of Federal Regulations (CFR) Part 24, Title VI of the Civil Rights Act (42 U.S.C. 2000d, et seq.), California Government Code Section 7267 et seq., California Code of Civil Procedure Sections 1263.010 to 1263.620 and 1255.010 to 1255.060, California Housing and Community Development Title 25, and the Caltrans Right of Way Manual.

SR-99/Twin Cities Road Interchange Improvement Project | City of Galt John provided real estate acquisition services to the City of Galt for the SR-99/ Twin Cities Road Interchange Improvement Project. He negotiated and acquired seven properties for this project, including: six residential and commercial partial acquisitions and one permission to enter and construct. The City constructed two roundabouts on each side of SR-99 along Twin Cities Road. John also assisted in the preparation of the right of way certification for Caltrans.

Harney Lane/UPRR Grade Separation Project | City of Lodi The City of Lodi constructed an overcrossing over the Union Pacific Railroad tracks along Harney Lane. John provided real estate project management and acquisition services to the City, including managing the project delivery schedule and project budget. He negotiated and acquired nine acquisitions for this project: two residential and seven commercial partial acquisitions. John also assisted in the preparation of the right of way certification for Caltrans.

El Dorado Beach/Ski Run Blvd. Bicycle Trail Project | City of South Lake Tahoe This construction project consisted of an approximately one-mile long Class 1 bike path on the north side of U.S. Highway 50 between El Dorado Beach and Ski Run Boulevard. As a senior acquisition agent, John was responsible for the supervision of the District 3 Caltrans oversight, project certification and delivering 13 partial acquisitions and 3 permissions to enter.

SR-49/Main Street Intersection Improvement Project | City of Plymouth John provided full-service real estate acquisition services to the City, which involved constructing a roundabout at the intersection of State Route 49 and Main Street.

This project involved seven partial acquisitions. Some unique challenges included commercial acquisitions involving a bank and a complex residential acquisition. John played a key role in managing the right of way acquisition process. He also managed the appraisal efforts and collaborated with the Right of Way Local Programs Coordinator at Caltrans during right of way activities and right of way certification.

Avenue 416/Road 80 Intersection Project | County of Tulare John negotiated and completed 15 acquisitions for this project, including: seven residential full acquisitions and eight commercial partial acquisitions. The County improved the intersection by constructing designated right-turn lanes. Close coordination with Caltrans was necessary to certify this project and, due to John’s extensive Caltrans background, he met a very aggressive schedule.

EDUCATION, LICENSES AND CERTIFICATIONS PROFESSIONAL AFFILIATIONS Bachelor’s Degree, Business Administration and Real
Estate, California State University, Sacramento Member, IRWA, Chapter 27 CalDRE Broker License, No. 01104860

REGULATORY

COMPLIANCE
EXPERT

YEARS OF

RIGHT OF WAY

EXPERIENCE
31 EXPERIENCE

WORKING

WITH LOCAL

COMMUNITIES

CALTRANS
EXPERT

QUALITY

CONTROL AND

ASSURANCE
EXPERT
231

LISA CASS / ACQUISITION AGENT
Lisa has over 18 years of experience in the real estate and right of way industries.

She is currently working on land acquisition and right of way for public agencies and utility companies. Lisa understands and implements the regulations and procedures related to public land acquisition and right of way services. She is an expert at building rapport with property owners and stakeholders involved in an acquisition, which makes her approachable and easy to communicate with. While exercising professionalism, efficiency and accuracy, Lisa consistently yields successful results with every assignment and challenge encountered, proving her to be a valuable member of the real estate team.

River Fire Project | PG&E
Interwest is providing real estate acquisition services for the River Fire Project. Lisa is working on 9 cases in which she is responsible for obtaining Right of Entry to allow timely construction of new improvements followed by negotiating and acquiring permanent easements as required by PG&E.

North Complex Fire Rebuild Project | PG&E
PG&E’s Land Acquisition Department selected Interwest to provide support on their North Complex Fire Rebuild Project. PG&E is rebuilding portions of its electric and gas infrastructure. In some cases, PG&E cannot install in franchise or PEU areas and easements on private property are required in the Butte County and Berry Creek areas. Lisa is assisting by negotiating and obtaining permanent land right on 33 parcels.

Butte County Rebuild Project | PG&E
In 2018, the Camp Fire destroyed 18,000 structures in the Town of Paradise and the surrounding area in Butte County, California. Interwest is providing right of way and real estate services to assist PG&E to rebuild and/or improve their infrastructure in these areas so that property owners can rebuild and return to the area. Lisa is currently working with approximately 50 property owners to obtain temporary and permanent easement rights. She shows empathy and compassion in her communications with these owners and is an great contributor to the Interwest team.

General Services | PG&E
Lisa is working on various projects under PG&Es General Services contract to obtain Temporary Constructon Easements, Easement Modifications, Rights of Entry, and permanent Easements.

EDUCATION, LICENSES AND CERTIFICATIONS PROFESSIONAL AFFILIATIONS Bachelor’s Degree, Economics - UCLA Member, IRWA
Teaching Certificate, National University,
Sacramento
CalDRE Salesperson License No. 01481618
Notary Public, California

YEARS OF

REAL ESTATE

EXPERIENCE
18 EXPERIENCE

WORKING

WITH LOCAL

COMMUNITIES

SKILLED

NEGOTIATOR

AND MEDIATOR
232

STATEMENT OF QUALIFICATIONS

COMPANY BACKGROUND
Interwest was founded in 2002 by individuals with a passion for serving municipalities. We currently employ more than 400 employees who serve in a multitude of capacities within public works and real estate departments throughout California.

In total, Interwest serves more than 235 cities, counties and state agencies. Further, our staff has held senior and executive management positions within a number of California cities; their positions have included City Engineer, City Manager, Public Works Director, Traffic Engineer, Right of Way and Real Estate Program Manager and other well-seasoned management personnel. This depth of experience brings a high level of expertise and sensitivity towards community and special interest group issues. Our team values the importance of a focus that represents the interests of our public agency clients and reflects positively on the citizens they serve.

We furnish both technical excellence and a thorough understanding of the regulatory process. Interwest focuses on the interests of our clients and understands the importance of positively representing our clients to their constituents.

RIGHT OF WAY AND REAL ESTATE EXPERTISE
At Interwest, we offer unique, innovative and cost-effective solutions to the toughest right of way projects. We provide comprehensive right of way acquisition and relocation services to counties, cities and similar agencies within the local area, including, but not limited to:
z Project management
z Title and escrow services
z Right of way engineering
z Environmental support
z Appraisal services
z Right of way acquisition
z Community outreach
z Relocation plans
z Relocation assistance
z Tenant property acquisition
z Property management
z Cost studies / Data sheets
z Utility relocation coordination
z Demolition coordination
z Right of Way and Real Estate
z Building Safety
z Capital Projects
z City Engineering
z Construction Management
z Development Services
z Land Development Design
z Traffic Engineering and
Transportation Planning
z Transportation Design
z Transportation Programming
z Planning and Urban Design

FULL SERVICE OFFERING

NUMBER OF OFFICES
10 EMPLOYEES
400

YEAR FOUNDED
2002

CORPORATION
S Corp

OFFICE LOCATIONS
California:

Elk Grove
Fremont
Fresno
Irvine
Ontario
Perris
Roseville
San Diego
Nevada:

Las Vegas
Colorado:

Loveland

INTERWEST PROFILE
+235
Local Agency
Contracts
+21
Average
Number
of Years
Experience
Right of Way
Projects in
20 Years +320
233

RELEVANT EXPERIENCE
Interwest brings nearly two decades of providing right of way services to a number of California municipalities and we have a strong history of acquiring property for projects of similar scope and complexity as described in the City’s RFP. Together, our industry-leading right of way professionals have an average of 20 years of experience delivering right of way services to the public sector.

Additionally, due to their years of experience, our acquisition agents exercise sensitivity, fairness and respect to property owners throughout the right of way process. Our exclusive ability to follow procedure and ensure quality without curbing progress is unrivaled. The chart below highlight’s Interwest’s experience on projects with the scope of services requested by the City.

RECORD OF PERFORMANCE
Our specific experience demonstrates Interwest’s ability to effectively staff tasks to keep a project on time and within budget. This expertise will serve as a great contributer to the City’s success in the right of way portions of this project. This table, outlining Interwest’s experience, identifies transferable project characteristics that specifically relate to the City’s request.

NUMBER OF CASESCALTRANSFEDERALLY FUNDEDAPPRAISALREVIEW APPRAISALACQUISITIONESCROW COORDINATIONRELOCATIONUTILITY COORDINATIONRIGHT OF WAY CERTIFICATION El Dorado Beach/Ski Run Bike Trail | City of South Lake Tahoe 13 • • • • • • • Lake Tahoe Boulevard Bike Trail | City of South Lake Tahoe 6 • • • • • • • SR-99/Twin Cities Road Interchange Project | City of Galt 9 • • • • • • • SR-132 West Freeway/Expressway Project | City of Modesto 59 • • • • • • • • • Harney Lane UPRR/Grade Separation Project | City of Lodi 8 • • • • • • • • East D Street Connection Project | City of Oakdale 1 • • • Oakdale Road/Morrill Road Intersection | City of Riverbank 3 • • • • • • • Shaw Avenue Widening | City of Clovis 40 • • •
Leonard Avenue Bridge Replacement Project | City of Clovis 2 • • • • Little Chico Creek Bike Path Project | City of Chico 2 • • • • 11th Street/E Tracy Bridge Replacement Project | City of Tracy 5 • • • • • • • Kings Beach Commercial Core Improvements | County of Placer 17 • • • • • • Roseville Road Improvement Project | City of Roseville 40 • • • • • • • • SR-49/Main Street Intersection Improvements | City of Plymouth 7 • • • • • • • Highway 101 HOV Lane Rehabilitation | City of Santa Barbara 8 • • • • • • Philadelphia Avenue/Cypress Street Widening | City of Ontario 5 • • • • • • • South Side of La Palma Ave. Sidewalk Project | City of Anaheim 6 • • • • • • • • SR-57/Lambert Road Interchange Project | City of Brea 4 • • • • • • • • Ranchero Road/I-15 Interchange Project | City of Hesperia 11 • • • • • • • • Highway 111/Frank Sinatra Dr. Project | City of Rancho Mirage 6 • • • • • • 234

CITY OF SOUTH LAKE TAHOE
El Dorado Beach / Ski Run Boulevard Bike Trail Project
Interwest recently provided real estate services to the City of Citrus Heights in support of Phase 2 A of the Sunrise Boulevard Complete Streets Improvements Project, which is funded by the Highway Safety Improvement Program (HSIP) grant. This project improved pedestrian and bicycle safety along one of the busiest corridors in Citrus Heights. Specifically, the improvements included curb, gutter, sidewalk, bike lanes and safety lights.

In total, the project required the partial acquisition of temporary and permanent rights from 11 private property owners along the west side of Sunrise Boulevard, between Woodmore Oaks Drive and Sayonara Drive. Interwest’s team included Project Manager John Almazán, provided acquisition/ negotiation services and title/escrow coordination. Interwest also provided valuation services and completed five waiver valuations in-house for the required temporary construction easements.

Caltrans oversight and right of way certification were also required and handled by John Almazán.

To ensure successful delivery of the required right of way, Interwest ensured open and continuous communication with all owners and promptly addressed requests and concerns to the City and design engineer. Our team relied on face-to-face, on-site meetings with the property owners, designated right of way agent, design engineer and appraiser. This approach helped our personnel identify concerns early to allow time for the City to provide appropriate solutions.

CITY OF CITRUS HEIGHTS
Sunrise Boulevard Complete Streets Improvements Project (Phase 2A) The El Dorado Beach to Ski Run Bike Trail project included construction of an approximately 1-mile long Class 1 bike path on the north side of U.S. Highway 50 between El Dorado Beach and Ski Run Boulevard.

The project area was located along a corridor of various commercial uses (i.e. hotels, shopping, restaurants), most with lake front access. Interwest was tasked to acquire nine trail easements, one 99-year agreement, and two permits to enter in support of the Project.

This Off-System project involved Caltrans District 3 Marysville oversight including Project Certification. 235

COUNTY OF PLACER
Alpine Meadows Road Bridge Replacement Project
Interwest was involved in negotiating and acquiring two temporary construction easements from privatelyowned commercial properties—a restaurant and an office building. The partial acquisitions were necessary to construct a temporary bridge just north of the new bridge construction at the intersection of Alpine Meadows Road and State Route 89. This project involved oversight and right of way certification by Caltrans Marysville District 3.

Interwest provided Real Estate Project Management, Project Initiation, Planning and Coordination, and Acquisition services to acquire the two partial acquisitions. All property rights were secured by mutual, amicable negotiations. The Interwest team worked hand in hand with the County of Placer staff.

COUNTY OF PLACER
Kings Beach Commercial Core Improvements Project
The Kings Beach Commercial Core Improvements Project runs along State Route 28 (SR-28) beginning at the intersection of SR-28 and SR-267 and extends to the east of the intersection for approximately one mile. This project modified SR-28 from a four-lane roadway to a three-lane roadway, and provided a single 5-foot bike lane in each direction, in addition to curbs, gutters and sidewalks along the entire corridor within the project limits. Two roundabouts were created at two intersections to improve vehicle circulation and safety.

This project involved Caltrans oversight and required 14 partial acquisitions, one full acquisition, and one residential and one business relocation. In addition, approximately 80 permits to enter and construct were required to be obtained from property owners for the construction of curbs, gutters, and sidewalks. The Interwest team worked hand in hand with County of Placer’s staff to successfully negotiate property rights and obtain Permits to Enter.

CITY OF SOUTH LAKE TAHOE
A1 Tahoe Safety and Mobility Project (as a sub to Cardno Inc.) Interwest provided acquisition services for a permanent easement and temporary construction easement for one commercial property owner. Our team also obtained Permits to Enter and Construct (PTE) from three commercial property owners and one PTE from the U.S. Postal Service to conform driveways to the newly constructed project.

Interwest prepared the Certification consistent with Chapter 13 of the Caltrans LAPM involving off-state highway system. Interwest, working with Cardno and the City, also prepared a ROW Certification summarizing the status of all ROW matters pertaining to the Project.

Key Challenges
f Eliminated or created shared driveways
f Loss of, or impacted, customer parking spaces
f Eliminated or reduced planter areas
f Business sign relocations
Innovative Solutions
f Open and continuous communication with owners
and business tenants
f Face-to-face meetings with owners.
f Promoted shared/eliminated driveway concept
design to owners
236

The Interwest real estate team provided full real estate services to the City of Roseville in support of the Roseville Road Improvement Project, which improved and realigned Roseville Road from the Sacramento County line to northeast of Commerce Drive and Cirby Way. Acquisition services included negotiating to purchase the necessary real property interests from Union Pacific Railroad (UPRR) and several private properties. Interwest managed the right of way process, including securing subconsultants for appraisal and appraisal review, acquisition/negotiation services, escrow coordination, and right of way certification, including coordination with Caltrans District 3.

This project impacted more than 40 parcels owned by four private ownership groups and the UPRR.

The negotiation process for the partial acquisitions required extensive coordination as two of the private ownership groups consisted of multiple individuals who resided in various locations throughout northern California. Extensive coordination with UPRR was also initiated early in order to acquire various fee and easement rights involving 24 parcels in a timely manner. Frequent communications and tracking tools were used to ensure that the acquisitions were finalized on schedule.

The City of Chico’s SR-99 Corridor
Bikeway Project will improve bicycle
safety by constructing Phase 4 of the trail
that parallels the SR-99 corridor from the
southern city limits to the northern city
limits. This project will close the bikeway
gap along the east side of the SR-99
corridor from Business Lane to Skyway
and provide a connection north to the
20th Street commercial area and south
to the Butte College Chico Center. The
project design considers public safety
and visibility of adjacent businesses and
includes asphalt pavement, aggregate base
shoulders, low retaining walls, security and
architectural fencing, pathway lighting,
signage, and drainage improvements.

CITY OF ROSEVILLE
Roseville Road Improvement Project

CITY OF CHICO
SR-99 Corridor Bikeway (Phase 4) Project
This project involved Caltrans oversight and Interwest delivered the right of way certification.

Throughout project delivery, our team fielded concerns and challenges from the owners of a large car dealership. Major areas of concern for certain owners included a proposed see-through fence, lighting and landscaping. We facilitated a number of meetings between owners and City representatives. Overall Interwest professionals worked closely with the City to provide right of way project management and coordination, appraisal, review appraisal, acquisition and negotiation, escrow coordination and Caltrans District 3 right of way certification. 237

Stan Hill, PE, Engineering Manager
City of South Lake Tahoe
1740 D Street
South Lake Tahoe, CA 96150
(530) 542-6039
[email protected]
Jamie Guillen, Principal Right of Way Agent
Pacific Gas & Electric Company
1850 Gateway Blvd., 7042B
Concord, CA 94520
(925) 459-2185
[email protected]
Michelle Sheidenberger, City Attorney
City of Roseville
311 Vernon Street
Roseville, CA 95678
(916) 774-5325
[email protected]

REFERENCES
238

Interwest’s Corporate Broker has prepared a project schedule for the initial kick-off meeting. This initial schedule of specific tasks, including start and end dates, will be presented to City staff for review and recommendation. Our team will continue to monitor milestone progress and make recommendations as necessary with the ultimate goal of keeping a project on schedule. Additionally, when modifications are made to specific tasks, including their expected completion, the effect of those changes will become instantly visible through the software’s graphical presentation of each task.

TIMELINE FOR RIGHT OF WAY TASKS
The following schedule serves as an initial representation of the projected right of way timeline.

This schedule will be refined as needed as to inform all stakeholders of the anticipated right of way delivery date.
z Final legal descriptions and plat maps
z Timely reviews of draft acquisition documents
z Timely approvals of Just Compensation
z Project management
z Ten preliminary title reports (1 acquisition, 9 TCEs) z One Appraisal; nine Waiver Valuations
z Review appraisal
z Acquisition and negotiation
z Escrow and closing services

SCHEDULE FOR COMPLETION OF WORK

CITY TO PROVIDE

INTERWEST AND SUBCONSULTANTS TO PROVIDE
    
 Project Management 196 days Tue 8/23/22 Tue 5/23/23
 Award Contract and Issue NTP 1 day Tue 8/23/22 Tue 8/23/22  Kick-Off Meeting 1 day Wed 8/24/22 Wed 8/24/22
 Obtain Preliminary Title Reports 5 days Thu 8/25/22 Wed 8/31/22  Prepare Project Delivery Plan 15 days Thu 9/1/22 Wed 9/21/22  Submit Template Offer Package for Approval 20 days Thu 9/22/22 Wed 10/19/22  Attend Project Delivery Meetings 154 days Thu 10/20/22 Tue 5/23/23  Appraisal Management 72 days Thu 9/22/22 Fri 12/30/22  Review Legal Descriptions and Plat Maps 20 days Thu 9/22/22 Wed 10/19/22  Send Notice of Decision to Appraise Letters 1 day Thu 10/20/22 Thu 10/20/22  Prepare Draft Appraisal and Waiver Valuations 40 days Fri 10/21/22 Thu 12/15/22  Quality Control Review of Appraisal Reports 5 days Fri 12/16/22 Thu 12/22/22  Obtain Final Appraisal and Summary of Value 5 days Fri 12/23/22 Thu 12/29/22  Approve DJC and Authorize Making Offers 1 day Fri 12/30/22 Fri 12/30/22  Right of Way Acquisition & ROW Certification 102 days Mon 1/2/23 Tue 5/23/23  Prepare Offer Packages 5 days Mon 1/2/23 Fri 1/6/23
 Present Offer Packages 10 days Mon 1/9/23 Fri 1/20/23  Negotiation Process 45 days Mon 1/23/23 Fri 3/24/23
 Escrow and Closing 20 days Mon 3/27/23 Fri 4/21/23
 Prepare Draft ROW Certification 5 days Mon 4/24/23 Fri 4/28/23  Submit Draft ROW Cert to Caltrans 2 days Mon 5/1/23 Tue 5/2/23  Review By Caltrans 10 days Wed 5/3/23 Tue 5/16/23
 Make Revision and Submit Final ROW Certification
Package
3 days Fri 5/19/23 Tue 5/23/23
          
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

City of South Lake Tahoe
Pioneer Trail Pedestrian Imrovment Project

RIGHT OF WAY SCHEDULE


239
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Right of Way Acquisition Services in support of the Pioneer Trail Pedestrian Improvement Project Phase II City of South Lake Tahoe 0%
On Pioneer Trail between Ski Run Blvd and Larch Ave
$ 0.00

0.00%
2018-30150024-ROW
STPL-5398(014)
Randy Carlson (530) 542-6033
Associate Civil Engineer
Santolucito Dore Group, Inc.
31600 Railroad Canyon Rd., Ste. 100-L
Canyon Lake, CA 92587
6/27/2022
Director of Real Estate Services
Kent Jorgensen (949) 870-5401
Review Appraisals 43345
Interwest Consulting Group, Inc.
240
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Right of Way Acquisition Services in support of the Pioneer Trail Pedestrian Improvement Project City of South Lake Tahoe 0%
On Pioneer Trail between Ski Run Blvd and Larch Ave
2018-30150024-ROW
STPL-5398(014)
Randy Carlson (530) 542-6033
Associate Civil Engineer
Kent Jorgensen
Director of Real Estate Services
6/27/2022
(949) 870-5401
Review Appraisals 43345 Santolucito Dore Group, Inc.
31600 Railroad Canyon Rd., Ste. 100-L
Canyon Lake, CA 92587
TBD
TBD
TBD
Interwest Consulting Group, Inc. TBD

TBD TBD
241
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COMPLETE THIS FORM TO DISCLOSE LOBBYING ACTIVITIES PURSUANT TO 31 U.S.C. 1352

1. Type of Federal Action: 2. Status of Federal Action: 3. Report Type:
a. contract a. bid/offer/application a. initial
b. grant b. initial award b. material change
c. cooperative agreement c. post-award
d. loan For Material Change Only:
e. loan guarantee year ____ quarter _________
f. loan insurance date of last report __________

4. Name and Address of Reporting Entity 5. If Reporting Entity in No. 4 is Subawardee, Enter Name and Address of Prime:

Prime Subawardee
Tier _______ , if known
Congressional District, if known Congressional District, if known

6. Federal Department/Agency: 7. Federal Program Name/Description:

CFDA Number, if applicable ____________________

8. Federal Action Number, if known: 9. Award Amount, if known:

10. Name and Address of Lobby Entity 11. Individuals Performing Services (If individual, last name, first name, MI) (including address if different from No. 10) (last name, first name, MI)
(attach Continuation Sheet(s) if necessary)

12. Amount of Payment (check all that apply) 14. Type of Payment (check all that apply) $ _____________ actual planned a. retainer
b. one-time fee

13. Form of Payment (check all that apply): c. commission a. cash d. contingent fee
b. in-kind; specify: nature _______________ e deferred
Value _____________ f. other, specify _________________________

15. Brief Description of Services Performed or to be performed and Date(s) of Service, including officer(s), employee(s), or member(s) contacted, for Payment Indicated in Item 12:
(attach Continuation Sheet(s) if necessary)

16. Continuation Sheet(s) attached: Yes No

17. Information requested through this form is authorized by Title 31 U.S.C. Section 1352. This disclosure of lobbying reliance was placed by the tier above when his transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to Congress
semiannually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

Signature: ________________________________________
Print Name: _______________________________________
Title: ____________________________________________
Telephone No.: ____________________ Date:___________
Authorized for Local Reproduction
Federal Use Only: Standard Form - LLL
Standard Form LLL Rev. 04-28-06
Distribution: Orig- Local Agency Project Files

/33 0D\
X
A A
Kent Jorgensen
Director of Real Estate Services
(949) 870-5401 6/27/2022
X
N/A
N/A

NOT APPLICABLE
EXHIBIT 10-Q FROM INTERWEST CONSULTING GROUP, INC.
242
EXHIBIT 10-Q FROM SANTOLUCIDO DORE GROUP
NONE
NONE
Christine S. Santolucito
President
951-225-3500 ext. 101 06/28/2022
243
EXHIBIT 10-Q FROM JOHNSON VALUATION GROUP
Local Assistance Procedures Manual EXHBIT 10-Q
Disclosure of Lobbying Activities
EXHIBIT 10-Q DISCLOSURE OF LOBBYING ACTIVITIES
COMPLETE THIS FORM TO DISCLOSE LOBBYING ACTIVITIES PURSUANT TO 31 U.S.C. 1352

1. Type of Federal Action: 2. Status of Federal Action: 3. Report Type:
a. contract a. bid/offer/application a. initial
b. grant b. initial award b. material change
c. cooperative agreement c. post-award
d. loan For Material Change Only:
e. loan guarantee year ____ quarter _________
f. loan insurance date of last report __________

4. Name and Address of Reporting Entity 5. If Reporting Entity in No. 4 is Subawardee, Enter Name and Address of Prime:

Prime Subawardee
Tier _______ , if known
Congressional District, if known Congressional District, if known

6. Federal Department/Agency: 7. Federal Program Name/Description:

CFDA Number, if applicable ____________________

8. Federal Action Number, if known: 9. Award Amount, if known:

10. Name and Address of Lobby Entity 11. Individuals Performing Services (If individual, last name, first name, MI) (including address if different from No. 10) (last name, first name, MI)
(attach Continuation Sheet(s) if necessary)

12. Amount of Payment (check all that apply) 14. Type of Payment (check all that apply) $ _____________ actual planned a. retainer
b. one-time fee

13. Form of Payment (check all that apply): c. commission a. cash d. contingent fee
b. in-kind; specify: nature _______________ e deferred
Value _____________ f. other, specify _________________________

15. Brief Description of Services Performed or to be performed and Date(s) of Service, including officer(s), employee(s), or member(s) contacted, for Payment Indicated in Item 12:
(attach Continuation Sheet(s) if necessary)

16. Continuation Sheet(s) attached: Yes No

17. Information requested through this form is authorized by Title 31 U.S.C. Section 1352. This disclosure of lobbying reliance was placed by the tier above when his transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to Congress
semiannually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

Signature: ________________________________________
Print Name: _______________________________________
Title: ____________________________________________
Telephone No.: ____________________ Date:___________
Authorized for Local Reproduction
Federal Use Only: Standard Form - LLL
Standard Form LLL Rev. 04-28-06
Distribution: Orig- Local Agency Project Files

LPP 13-01 May 8, 2013
None
None
� � �
None
Benjamin Quimby Johnson
Manager
775.588.6137 6/24/20
�
�
Benjamin Quimby Johnson Digitally signed by Benjamin Quimby Johnson DN: cn=Benjamin Quimby Johnson, o=Ironwood Center, LLC, ou, [email protected], c=US
Date: 2022.06.21 16:54:01 -07'00'
244
Local Assistance Procedures Manual Exhibit 15-H
Proposer/Contractor Good Faith Effort
EXHIBIT 15-H: PROPOSER/CONTRACTOR GOOD FAITH EFFORTS
Cost Proposal Due Date ___________________ PE/CE
Federal-aid Project No(s). _____________________ Bid Opening Date ___________________ CON The established a Disadvantaged Business Enterprise (DBE) goal of _____B for this contract. The information provided herein shows the required good faith efforts to meet or exceed the DBE contract goal.

Proposers or bidders submit the following information to document their good faith efforts within five (5) calendar days from cost proposal due date or bid opening. Proposers and bidders are recommended to submit the following information even if the Exhibit 10-O1: Consultant Proposal DBE Commitments or Exhibit 15-G:

Construction Contract DBE Commitment indicate that the proposer or bidder has met the DBE goal. This form protects the proposer’s or bidder’s eligibility for award of the contract if the administering agency determines that the bidder failed to meet the goal for various reasons, e.g., a DBE firm was not certified at bid opening, or the bidder made a mathematical error.

The following items are listed in the Section entitled “Submission of DBE Commitment” of the Special Provisions, please attach additional sheets as needed:

A. The names and dates of each publication in which a request for DBE participation for this project was placed by the bidder (please attach copies of advertisements or proofs of publication):

Publications Dates of Advertisement
B. The names and dates of written notices sent to certified DBEs soliciting bids for this project and the dates and methods used for following up initial solicitations to determine with certainty whether the DBEs were interested (please attach copies of solicitations, telephone records, fax confirmations, etc.):

Names of DBEs Solicited Date of Initial Solicitation Follow Up Methods and Dates

May 2020
07/01/2022
STPL-5398(014)
City of South Lake Tahoe has

0.00%
Santolucido Dore Group, Inc. 6/22/2022 Not applicable
Not applicable Not applicable
245
Local Assistance Procedures Manual Exhibit 15-H
Proposer/Contractor Good Faith Effort
C. The items of work made available to DBE firms including those unbundled contract work items into economically feasible units to facilitate DBE participation. It is the bidder's responsibility to demonstrate that sufficient work to facilitate DBE participation in order to meet or exceed the DBE contract goal.

Items of Proposer or Bidder Breakdown of Amount Percentage Work Normally Performs Item Items ($) Of
(Y/N) Contract
D. The names, addresses and phone numbers of rejected DBE firms, the reasons for the bidder's rejection of the DBEs, the firms selected for that work (please attach copies of quotes from the firms involved), and the price difference for each DBE if the selected firm is not a DBE:

Names, addresses and phone numbers of rejected DBEs and the reasons for the bidder's rejection of the DBEs:

Names, addresses and phone numbers of firms selected for the work above:

E. Efforts (e.g. in advertisements and solicitations) made to assist interested DBEs in obtaining information related to the plans, specifications and requirements for the work which was provided to DBEs:

May 2020
Mileage Costs Pick 0.00%
Pick 0.00%

0.00%
Pick
Equipment Rental
Permit Fees 0.00%
Plan Sheets Pick
Interwest Consulting Group, Inc. is committed to assisting DBE firms as requested, in any way possible.

Santolucito Dore Group, Inc.
31600 Railroad Canyon Rd., Ste. 100-L
Canyon Lake, CA 92587
246
Interwest Consulting Group, Inc. is committed to assisting DBE firms as requested, in any way possible.

Not applicable
Local Assistance Procedures Manual Exhibit 15-H
Proposer/Contractor Good Faith Effort
F. Efforts (e.g. in advertisements and solicitations) made to assist interested DBEs in obtaining bonding, lines of credit or insurance, necessary equipment, supplies, materials, or related assistance or services, excluding supplies and equipment the DBE subcontractor purchases or leases from the prime contractor or its affiliate:

G. The names of agencies, organizations or groups contacted to provide assistance in contacting, recruiting and using DBE firms (please attach copies of requests to agencies and any responses received, i.e., lists, Internet page download, etc.):

Name of Agency/Organization Method/Date of Contact Results H. Any additional data to support a demonstration of good faith efforts:

May 2020 247
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: September 20,
2022
Agenda Item #: 4
Agenda Item: Agreement with Faithful + Gould for Facility Condition Assessment of City Facilities Executive Summary: The Public Works Department, over the course of the last several years, has commenced the collection of existing asset condition data to better understand the needs required to lower deferred maintenance backlogs and formulate plans for consistent annual maintenance and replacement funding across several asset categories. Realizing the need to begin the identification of asset and sub-asset life cycle analysis for the facilities category, the department publicly released a Request for Proposals (RFP) from architectural and engineering firms qualified to perform the services.

Upon review of the proposals, staff has determined Faithful + Gould of Tampa FL sufficiently understands the scope of work required to provide the Facility Condition Assessments as specified in the RFP. As such, staff recommends entering into a Professional Services Agreement with Faithful + Gould for the Facility Condition Assessments in the amount not to exceed $129,210, and appropriate a project contingency of 15% ($19,425).

Requested Action / Suggested Motions: Pass a Motion authorizing and directing the Mayor to execute a Professional Services Agreement with Faithful + Gould in an amount not to exceed $129,210 for a facility condition assessment of the City's general operation facilities.

Responsible Staff Member: Jim Marino, Capital Improvement Program and Facilities Program Manager Responsible Staff Member: Jim Marino, Capital Improvement Program and Facilities Program Manager
Reviewed and Approved By:

Anush Nejad, Director of Public Works
Susan Blankenship, City Clerk
Olga Tikhomirova, Director of Finance
Heather Stroud, City Attorney
Attachments:
01-Staff Report - Facility Condition Assessment.docx
02-Agreement
03-Proposal FCA South Lake Tahoe Faithful Gould.pdf
248
Council Agenda Report- September 20, 2022 Page 1 of 3
City of South Lake Tahoe
Report to City Council
Meeting Date: September 20, 2022
Title: Facility Condition Assessments – General Operation Facilities Location: Various Locations
Responsible Staff Member: Jim Marino, Capital Improvements Manager and Facilities Program Manager (530) 542-6027
Background: The City’s Capital Improvement Program (CIP) addresses the City’s needs relating to the rehabilitation, and replacement of long-lived assets. A critical element of the CIP is the establishment of funds to preserve existing facilities and provide funding toward replacement of critical facility infrastructure to respond to facility and equipment life cycle, changing service needs, changing regulatory environment, and sustainability goals and objectives.

The Public Works Department, over the course of the last several years, has commenced the collection of existing asset condition data to better understand the needs required to lower deferred maintenance backlogs and formulate plans for consistent annual maintenance and replacement funding across several asset categories.

There are six major asset categories: Streets/Roads/Trails, Storm Water, Parks & Grounds, Facilities, Vehicles and Equipment, and Communications/IT. All of the infrastructure the city has an obligation to maintain and to replace falls within one of these categories. To date, the department has collected and analyzed existing conditions of Streets/Roads/Trails, Storm Water, and Vehicles and Equipment. However, the city has not yet undertaken a comprehensive analysis of existing facilities condition.

Realizing the need to begin the identification of asset and sub-asset life cycle analysis for the facilities category, the department requested a budget appropriation of $200,000 at FY 21/22 midyear budget process for a comprehensive third-party study. At the March 15, 2022, City Council Meeting, the City Council adopted the mid-year budget which included the request for the project budget appropriation, the appropriation was subsequently loaded into CIP Account 310-70000- 42020.

Issue and Discussion: On June 29, 2022, the Department of Public Works publicly released a Request for Proposals (RFP) from architectural and engineering firms qualified to perform the services.

Five-hundred and forty-six (546) firms were notified electronically of the RFP, and nine (9) builders exchange sites were also notified. Thirty-nine (39) prospective proposers downloaded the documents.
249
Council Agenda Report- September 20, 2022 Page 2 of 3
Seven (7) electronic submittals were received by the Department of Public Works on July 29, 2022. Table A below lists the firms who submitted proposals.

Firm Location Proposed Cost
1 Bureau Veritas Technical Assessments LLC Walnut Creek, CA $ 120,704.30 2 Facility Engineering Associates (FCA) Fairfax, VA $ 210,840.00 3 Faithful + Gould Tampa, FL $ 129,210.00
4 Partner Engineering and Science Torrance, CA $ 59,400.00 5 TerraCon Consultants Inc. Walnut Creek, CA $ 151,974.00 6 The KPA Group Pleasanton, CA $ 140,770.00
7 Walker Consultants Inc. Burlingame, CA $ 538,488.00
Table A – Firms submitting Proposals
The seven submittals received were distributed to the four (4) members of the City’s evaluation team. The evaluation team consists of three (3) members of the Public Works Department, and one (1) member of the Finance Department. Each of the team members independently evaluated, then numerically scored each proposal based on criteria set forth in the RFP. The scores of all evaluators were then added to achieve a cumulative score for each submittal to obtain the consultant ranking.

Table B below lists the ranking.

Rank Firm Score Cost
1 Faithful + Gould 347 $ 129,210.00
2 The KPA Group 343 $ 140,770.00
3 Bureau Veritas Technical Assessments LLC 325 $ 120,704.30 4 Facility Engineering Associates (FCA) 306 $ 210,840.00 5 TerraCon Consultants Inc. 290.5 $ 151,974.00
6 Partner Engineering and Science 270.5 $ 59,400.00
7 Walker Consultants Inc. 248 $ 538,488.00
Table B – Ranking resulting from Proposals
Upon review of the proposals, staff has determined Faithful + Gould sufficiently understands the scope of work required to provide the Facility Condition Assessments as currently specified in the request for proposals. As such, staff recommends the City Council enter into a Professional Services Agreement (PSA) as defined in attachment 02 with Faithful + Gould for the Facility Condition Assessments in the amount of $129,210 Attachment 03 provides the consultant’s proposal.

Financial Implications: As of this report, the budget for the proposed Professional Services Agreement (PSA) with Faithful + Gould in the amount of $129,210 contemplated herein, and a 15% project contingency of $19,425 is currently appropriated within existing CIP fund 310-70000- 42020 and no additional budget appropriations are required at this time for this award.

Environmental Considerations: Award of this agreement is statutorily exempt from review under CEQA under CEQA Guidelines section 15262 (planning and feasibility studies). 250
Council Agenda Report- September 20, 2022 Page 3 of 3
Policy Implications: The proposed Facilities Condition Assessment Project are consistent with:

General Plan Policy PQP‐1.8: Financing and Prioritizing Maintenance of Existing Infrastructure.

The City shall identify operations and maintenance costs and priorities for existing infrastructure, and identify and develop a fair, equitable, and stable fiscal program to finance the ongoing maintenance of infrastructure.
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CITY OF SOUTH LAKE TAHOE

PROFESSIONAL SERVICES AGREEMENT
This Agreement is made and entered into as of the 20th day of September 2022 by and between the City of South Lake Tahoe, a municipal corporation (“City”) and Faithful + Gould (“Consultant”).

RECITALS
A. Consultant is specially trained, experienced and competent to perform the special services which will be required by this Agreement.

B. Consultant possesses the skill, experience, ability, background, certification and knowledge to provide the services described in this Agreement on the terms and conditions described herein.

C. City desires to retain Consultant to render professional services as set forth in this Agreement.

AGREEMENT

1. Scope of Services. Consultant shall perform the services set forth in this agreement and shall provide said services at the time, place, and in the manner specified in this agreement. Consultant shall have no power or authority by this Agreement to bind City in any respect.

The Consultant agrees that it has satisfied itself by its own investigation and research regarding the conditions affecting the work to be done and labor and materials needed, and that its decision to execute this Contract is based on such independent investigation and research.

All services provided by Consultant pursuant to this Agreement will be provided in accordance with the terms set forth in the Exhibit A, “Scope of Services,” attached hereto and incorporated herein by reference. Exhibit B, “Compensation Schedule,” attached hereto and incorporated herein by reference, outlines the fees and compensation which shall be paid pursuant to this Agreement.

2. Term/Time of Performance. The services by Consultant are to commence upon the execution of the Agreement and continue for 1year. 252

3. Compensation. Compensation to be paid to Consultant shall be in accordance with the Schedule set forth in Exhibit B which is attached hereto and incorporated herein by reference. In no event shall Consultant’s compensation, including travel and out-of-pocket expenses, exceed $129,210 without additional written authorization from City. Payment by City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to City at the time of payment. Payment is contingent upon compliance with all terms and conditions of this Agreement, as set forth herein. Consultant shall obtain prior written authorization from the City Project Manager for any costs in excess of budgeted amounts for each line item, task, or obligation under the Scope of Services.

4. Method of Payment. Consultant shall submit monthly billings to City describing the work performed during the preceding month. Consultant’s bills shall include a brief description of the services performed, the date the services were performed, the number of hours spent and by whom, the applicable hourly rate, and a description of any reimbursable expenditures. City shall pay Consultant no later than 30 days after approval of the monthly invoice by City staff.

5. Extra Work. At any time during the term of this Agreement, City may request that Consultant perform extra work. As used herein, “Extra Work” means any work which is determined by City to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, extra work without prior written authorization from City.

6. Termination. This Agreement may be terminated by City or Consultant immediately for cause or without cause upon thirty days (30) days written notice of termination. Upon termination, Consultant shall be entitled to compensation for services performed up to the effective date of termination, and City shall be entitled to all work performed to that date.

Termination, revocation, or expiration of this Agreement shall not release either party from liability resulting from an event which occurred prior to such termination, revocation or expiration.

7. Ownership of Documents.

All plans, studies, documents and other writings, including working notes and internal documents, prepared by and for Consultant, its officers, employees 253
and agents and subcontractors in the course of implementing this Agreement, shall become the property of City upon payment to Consultant for such work, and City shall have the sole right to use such materials in its discretion without further compensation to Consultant or to any other party.

Consultant shall, at Consultant’s expense, provide such reports, plans, studies, documents and other writings to City upon written request. All documents prepared by Consultant are confidential and shall be maintained to preserve their confidential nature. Release of any such documents to third parties shall only be made upon written consent of City.

8. Consultant’s Books and Records.
a. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, or 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 for services provided pursuant to this Agreement.
b. Consultant shall maintain all documents and records which demonstrate performance under this Agreement for a minimum period of three (3) years, or for any longer period required by law, and such records shall be available at Consultant’s address indicated from the date of termination or completion of this Agreement.
c. Any records or documents required to be maintained pursuant to this Agreement shall be made available for inspection or audit, at any time during regular business hours, upon written request by the City Manager, City Attorney, City Auditor or a designated representative of these officers. Copies of such documents shall be provided to City for inspection at City offices when it is practical to do so. d. Where City has reason to believe that such records or documents may be lost or discarded due to dissolution, disbandment or termination of Consultant’s business, City may, by written request by any of the above-named officers, require that custody of the records be given to City and that the records and documents be maintained at City offices. Access to such records and documents 254
shall be granted to any party authorized by Consultant, Consultant’s representatives, or Consultant’s successor-in-interest.

9. Independent Contractor. It is understood that Consultant, in the performance of the work and services agreed to be performed, shall act as and be an independent contractor and shall not act as an agent or employee of City.

Consultant shall obtain no rights to retirement benefits or other benefits which accrue to City’s employees, and Consultant hereby expressly waives any claim it may have to any such rights. All employees, agents, contractors or subcontractors hired or retained by Consultant are employees, agents, contractors or subcontractors of Consultant and not of the City.

City is not required to make any deductions or withholdings form the compensation payable to Consultant under the provisions of this Contract and is not required to issue W-2 Forms for income and employment tax purposes for any of Consultant’s assigned personnel. Any third party persons employed by Consultant shall be entirely and exclusively under the direction, supervision, and control of Consultant. Consultant hereby indemnifies and holds City harmless from any and all claims that may be made against City based upon any contention by any third party that an employer-employee relationship exists by reason of this Contract.

10. Interest of Consultant. Consultant, (and principals, associates and professional employees of consultant) covenants and represents that it does not now have any investment or interest in real property and shall not acquire any interest, direct or indirect, in the area covered by this Agreement or any other source of income, interest in real property or investment which would be affected in any manner or degree by the performance of Consultant’s services hereunder. Consultant further covenants and represents that in the performance of its duties hereunder no person having any such interest shall perform any services under this Agreement.

Consultant is not a designated employee within the meaning of the Political Reform Act because Consultant:
a. Will conduct research and arrive at conclusions with respect to his/her rendition of information, advice, recommendation or counsel independent of the control and direction of City or of any City official, other than normal agreement monitoring; and,
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b. Possesses no authority with respect to any city decision beyond rendition of information, advice, recommendation or counsel. [FPPC Reg. 18700(a)(2)].

11. Professional Ability of Consultant. City has relied upon the professional training and ability of Consultant to perform the services hereunder as a material inducement to enter into this Agreement. Consultant shall therefore provide properly skilled professional and technical personnel to perform all services under this Agreement. All work performed by Consultant under this Agreement shall be in accordance with applicable legal requirements and shall meet the standard of quality ordinarily to be expected of competent professionals in Consultant’s field of expertise.

12. Compliance with Laws. Consultant shall comply with all applicable federal, state, regional and local laws, codes, ordinances and regulations in carrying out his/her duties under this Agreement. Consultant shall observe and comply with all applicable laws, ordinances, regulations and codes of federal, state and local governments, and shall commit no trespass on any public or private property in performing any of the work authorized by this Agreement. The City, its officials, officers, elected officials, appointed officials and employees shall not be liable at law or in equity as a result of any failure of Consultant to comply with this section.

In the event it is determined that the Consultant is required to pay prevailing wages for the work performed under this Agreement, the Consultant shall pay all penalties and wages as required by law.

13. Licenses. Consultant represents and warrants to City that it has all licenses, permits, qualifications, insurance and approvals of whatsoever nature which are legally required of Consultant to practice its profession. Consultant 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 licenses, permits, insurance and approvals which are legally required of Consultant to practice its profession. Consultant shall maintain a City of South Lake Tahoe business license at all times services are performed under this Agreement. Consultant acknowledges that payments made pursuant to this Agreement may be withheld until this provision has been satisfied.

14. Indemnity. Consultant hereby agrees to and shall indemnify and hold harmless City, its elected and appointed boards, officers, agents, employees and volunteers from and against any liability for any and all claims, demands, actions, losses, damages and injuries, direct or indirect (including any and all 256
costs and expenses in connection therein), arising out of Consultant’s performance of this Agreement or caused in any way by Consultant’s negligence or its breach of its obligations contained in this Agreement, except for any such claims arising out of the negligence or willful misconduct of the City. Consultant agrees to defend City from and against any and all losses, damages, claims costs and fees arising out Consultant’s negligent acts, errors, omissions, regarding this Agreement, the Consultant’s work under this Agreement, or the consultant’s Scope of Work.

City does not, and shall not, waive any rights against Consultant which it may have by reason of the aforesaid hold harmless agreement, because of the acceptance by City, or the deposit with City by Consultant, of any of the insurance policies hereinafter set forth.

This hold harmless agreement by Consultant shall apply to all damages and claims for damages, or alleged to have been suffered, by reason of any of the aforesaid operation of Consultant or any subcontractor, regardless of whether or not such insurance policies shall have been determined to be applicable to any of such damages or claims for damages.

Consultant further waives any and all rights to any type of express or implied indemnity or right of contribution from the City for any liability, claims, demands, costs, charges and expenses and causes of action of whatsoever arising out of or in any way connected with the performance of work under this Agreement, and consultant’s work under this Agreement.

15. Insurance Requirements.
a. Consultant, at Consultant’s own cost and expense, shall procure and maintain, for the duration of the contract, the following insurance policies.
i. Workers’ Compensation Coverage. Consultant shall maintain Workers’ Compensation Insurance and Employer’s Liability Insurance for his/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 of all Workers’ Compensation policies must be received by City 257
at least thirty (30) days prior to such change. Consultant shall provide thirty (30) days written notice of nonrenewal of any Workers’ Compensation policies. 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. Commercial General Liability Coverage. Consultant shall maintain commercial general liability insurance no less broad than ISO form CG 00 01 in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury and property damage. Coverage must be made on
the standard Occurrence form. Claims-Made forms are not acceptable without prior written consent of City. City of South Lake Tahoe must be endorsed as an additional insured for liability arising out of ongoing operation by on behalf of Consultant. If a commercial general liability insurance form 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.
iii. Automobile Liability Coverage. Consultant shall maintain automobile liability insurance covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with the work to be performed under this Agreement, including coverage for owned, hired and nonowned vehicles, in an amount of not less than one million dollars ($1,000,000) combined single limit for each occurrence. iv. Professional Liability Coverage. Consultant shall maintain professional errors and omissions liability insurance for protection against claims alleging negligent acts, errors or omissions which may arise from Consultant or by its employees, or subcontractors. The amount of this insurance shall not be less than one million dollars ($1,000,000) on a claims-made annual aggregate basis, or a combined single-limit per occurrence basis.
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b. Endorsements. Each general liability and automobile liability insurance policy shall be with insurers possessing a AM Best’s rating of no less than A:VII and shall be endorsed with the following specific language:
i. City, its elected or appointed officers, officials, employees, agents and volunteers are to be covered as additional
insured’s under Consultant’s General Liability and Automobile Liability policies with respect to liability arising out of this Agreement and/or work performed by or on behalf of the
Consultant, including materials, parts or equipment furnished in connection with such work or operations.
ii. This policy shall be considered primary insurance as respects City, its elected or appointed officers, officials, employees, agents and volunteers. Any insurance maintained by City, including any self-insured retention City may have, shall be considered excess insurance only and shall not contribute with it.
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 Consultant.
iv. The insurer waives all rights of subrogation against City except for Consultant’s Professional Liability and Employers’ Liability policies, its elected or appointed officers, officials, employees or agents.
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. No policies of insurance carried by Consultant shall be suspended, voided, canceled, or changed in coverage or in limits except after thirty (30) days written notice to the City Attorney by Certified Mail.
c. Deductibles and Self-Insured Retentions. The Consultant shall be responsible for all deductibles in all of Consultant’s insurance policies. 259
The amount of deductibles for insurance coverage required herein shall be reasonable and approved by the City Attorney.
d. Certificates of Insurance. Consultant shall provide certificates of insurance with original endorsements to City as evidence of the insurance coverage required herein. Consultant shall not commence work under this contract until all insurance required under this section has been approved by City as to form, amount and carrier, nor shall Consultant allow any subcontractor to commence work on any subcontract until all similar insurance required and reasonably consistent limits of the subcontractor has been so obtained and approved. Certificates of insurance shall contain no exclusions unless negotiated with the City Attorney and approved, in writing, by the City Attorney.

16. Notices. Any notice required to be given under this Agreement shall be in writing and either served personally or sent prepaid, first class mail. Any such notice shall be addressed to the other party at the address set forth below.

Notice shall be deemed communicated within 48 hours from the time of mailing if mailed as provided in this section.

If to City: City of South Lake Tahoe
1901 Lisa Maloff Way
South Lake Tahoe, CA 96150
Provide a copy to:    City Attorney’s Office
City of South Lake Tahoe
1901 Lisa Maloff Way, Suite 300
South Lake Tahoe, CA 96150

If to Consultant: Faithful + Gould ATTN: Dean Leonard
Vice President – Strategic Asset Management
1 Market Street, Spear Tower, Suite 3500
San Francisco, CA 94105
480-286-5705
Provide a copy to:

17. Assignment and 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 260
permitted only with the express consent of City. Consultant shall not subcontract any portion of the work to be performed under this Agreement without the written authorization of City. If City consents to such subcontract, Consultant shall be fully responsible to City for all acts or omissions of the subcontractor. Nothing in the Agreement shall create any contractual relationship between City and subcontractor nor shall it create any obligation on the part of City to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise required by law.

18. Waiver. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

19. Dispute Resolution. Any dispute concerning this Agreement will be first submitted to the City Manager or his designee for resolution. If no resolution is reached, such dispute shall be submitted to the City Council. The decision of the City Council shall be final and shall be appealable only to the El Dorado Superior Court pursuant to California Code of Civil Procedure §1094.5, and as provided by law.

20. Controlling Law Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this Agreement shall be held exclusively in the Superior Courts in the County of El Dorado, South Lake Tahoe Division.

21. Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any Consultant or person, other than the independent contractors hired in accordance with Consultant’s standard business practice, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any Consultant or person, other than a bona fide employee working solely for Consultant or an independent contractor hired as discussed above, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

22. 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, disability, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, 261
upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City’s Minority Business Enterprise program, Affirmative Action Plan, or other related programs or guidelines currently in effect or hereinafter enacted.

23. Drug-Free Workplace Certification. By signing this Agreement, Consultant hereby certifies under penalty of perjury under the laws of the State of California that the Consultant will comply with the requirements of the DrugFree Workplace Act of 1990 (Government Code Section 8350, et seq.) and will provide a drug-free work place by taking the following actions:
a. Publish a statement notifying employees that unlawful manufacture, distribution dispensation, possession, or use of a controlled substance is prohibited and specifying actions to be taken against employees for violations, as required by Government Code Section 8355 (a). b. Establish a Drug-Free Awareness Program as required by Government Code Section 8355(b) to inform employees about all of the following:
i. The dangers of drug abuse in the workplace;
ii. The person’s or organization’s policy of maintaining a drug-free workplace;
iii. Any available counseling, rehabilitation, and employee assistance program; and
iv. Penalties that may be imposed upon employees for drug abuse violations.
c. Provide, as required by Government Code Section 8355(c), that every employee who performs grant activities under this Agreement:
i. Will receive a copy of the Consultant’s drug-free policy statement; and
ii. Will agree to abide by the terms of the Consultant’s statement as a condition of employment on this Agreement.

Failure to comply with these requirements may result in suspension of payments under this Agreement or termination of the Agreement, or both, and Consultant may be ineligible for award of any future City agreements if City determines that any of the following has occurred: the Consultant (1) has made false certification, or (2) violates the certification by failing to carry out the requirements as noted above.

24. Anti-Lobbying Certification. Consultant shall submit to City the Anti-Lobbying Certification contained in Exhibit C. Further, Consultant shall require that the 262
language of the certification in Exhibit C be included in all contracts or subcontracts entered into in connection with this Agreement and that all Consultants and contractors shall certify and disclose accordingly.

25. Debarment, Suspension, Ineligibility and Voluntary Exclusion. By signing this Agreement, Consultant assures that neither it nor its principals, is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participating in covered transactions by any Federal department or agency.

26. Americans with Disabilities Act. By signing this Agreement, Consultant assures the City that it complies with the American with Disabilities Act (ADA) of 1990, (42 U.S.C. 12101, et. seq.), which prohibits discrimination on the basis of disability, as well as all applicable regulations and guidelines issued pursuant to ADA.

27. 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.

28. 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.

29. Entire Agreement. This Agreement constitutes the complete and exclusive statement of Agreement between City and Consultant. All prior written and oral communications, including correspondence, drafts, memoranda, and representations, are superseded in total by this Agreement.

30. Execution. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

31. Time is of the Essence. Time is of the essence for this Agreement.

32. Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement.

Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective party.
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IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the date first written above.

CITY OF SOUTH LAKE TAHOE: CONSULTANT:

By___________________________ By ________________________________ Devin Middlebrook, Mayor Dean Leonard, Vice President Strategic Asset Management
Date __________________________   Date _____________________________

Business License # ___________________
APPROVED AS TO FORM:

By____________________________ Date ________________________________ City Attorney
ATTEST:

By______________________________              Date ________________________________ City Clerk
Attachments:

Exhibit A – Scope of Services
Exhibit B – Compensation Schedule
Exhibit C - Anti-Lobbying Certification
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EXHIBIT A

SCOPE OF SERVICES
FAITHFUL + GOULD
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266
267
268
269
270
271
272
273
274
275
276

EXHIBIT B

SCHEDULE OF CHARGES AND TIMELINE
277
278

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EXHIBIT C

ANTI-LOBBYING CERTIFICATION
Consultant shall submit to City this certification prior to or at the time of the execution of this Agreement.

This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U. S. Code. Any person who fails to file the required certification shall be subject to a civil penalty not less than $10,000 and no more than $100,000 for such failure.

The undersigned certifies, to the best of his or her knowledge or belief, that:

1. No federal appropriated funds have been paid or will be paid, by or on behalf of it, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement; and

2. If any funds other than federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, cooperative agreement, it will complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying,” in accordance with its instruction.

Consultant:

Name, Title
By:________________________________________
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Client
Project Name
Location
Date
City of South Lake Tahoe
Proposal for Facilities Condition Assessment
South Lake Tahoe General Operation Facilities
prepared by: Faithful+Gould
July 29, 2022
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Contents
Chapter Page
A. Executive Summary 4
B. Company History, Background and Experience 7
C. Scope of Work/Implementation 24
D. Code Familiarity 38
E. Project Budget 40
Appendix A – Team Resumes
Appendix B – Sample Report
Appendix C – Completed Exhibit C
Disclaimer
This document and its contents have been prepared and are intended solely for the client’s information and use in relation to the subject services.

Faithful+Gould assumes no responsibility to any other party in respect of, or arising out of, or in connection with this document and/or its contents.

Proposal Verification
Item Name Initials Date
Confirm fee has been
verified Dean Leonard DL 07/28/22
Technical (spell,
language, format) Ellen Strebar ES 07/28/22
Bid Manager /
Executive Signoff Dean Leonard DL 07/28/22
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A. EXECUTIVE SUMMARY
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Atkins dba Faithful+Gould
1 Market Street, Spear Tower, Suite 3500
San Francisco, CA 94105
fgould.com | snclavalin.com
A. Executive Summary
July 29, 2022
City of South Lake Tahoe
Attn: Jim Marino, Capital Improvements Manager
1740 D Street
South Lake Tahoe, CA 96150
Re: Proposal for Facilities Condition Assessment, City of South Lake Tahoe - South Lake Tahoe General Operation Facilities
Dear Mr. Marino:

Faithful+Gould is excited at the opportunity to submit a proposal for Facility Condition Assessments for the facilities of the City of South Lake Tahoe, CA. We admire the approach in being proactive regarding facilities repair and maintenance to significantly reduce the need for reactive repairs and avoid deferred repairs. This comprehensive and independent proposal will provide a roadmap for corrective recommendations and a projected schedule for a 10-year Facility Condition Assessment (FCA).

FCA is one of the core service offerings for our Strategic Asset Management group. For more than 20 years, we have provided assessments on an average of more than 1,500 buildings per year, totaling more than three billion square feet of space.

We have seen advances in technology in recent years being leveraged in the Asset Management world to develop digital asset managing strategies incorporating GIS, BIM, Digital twins, augmented reality, and artificial intelligence. Faithful+Gould, with its sister company Atkins, is a world leader in digital asset management helping clients on their digital asset management journey. We are driving the move away from paper-based FCA deliverables, which tend to have a short shelf life, to a strategic plan that is dynamic and multi-faceted.

FCAs have traditionally focused on the lifecycle replacement of building systems that inform an organization of a prioritized capital needs plan and optimized budget. However, leveraging mobile data collection technology and analytics, a FCA should inform not only the CapEx but OpEx--the operation and maintenance needs of an organization.

Faithful+Gould spearheads a methodology that captures facility data at a more granular component level where the PM is performed. This method allows us to not only baseline the condition and lifecycle replacement which drives the capital improvement plan but, with the same level of effort, inventories, barcodes and updates equipment lists to inform the preventative maintenance program and update a CMMS system.

Faithful+Gould will work with the City of South Lake Tahoe to develop goals and objects of this project and provide the tools to support ongoing monitoring and updates of prioritized maintenance and repair needs.

We will deliver:
 A baseline assessment of existing and future condition of all systems and equipment at the component level
 An analysis of the current deferred maintenance needs  A Facility Condition Index score for each building across the portfolio 284
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 An advance prioritized capital and repair plan which assists in the process of making decisions about the priority of the capital plan involving multiple criteria and multiple parties  Comprehensive written FCA reports for each building
 An executive summary report aggregating the results of the individual building report providing an holistic, city-wide view of the needs
 Stakeholder City Council presentation of results
 An updated equipment inventory of maintainable equipment  Refreshed barcodes to all maintainable equipment, if needed  Options for continuing a digital asset management journey Leaders in Digital Asset Management
Sustainability/Energy Savings: Faithful+Gould will also apply our broad, industry-leading experience with Energy Conservation Measures, as well as identifying key areas for return on investment in facility upgrades and modernization. We have partnered with many organizations like the City of South Lake Tahoe to advise and recommend these types of sustainability and energy-focused plans, including the City of Long Beach, California.

Faithful+Gould is enthusiastic about this potential engagement with City of South Lake Tahoe and we are prepared to commence work immediately upon award and complete the project within a timeframe that meets your needs. I, Dean Leonard, will be serving as the principal contact with staff. My contact information is provided on this cover letter.

Kind regards,
Dean Leonard
Vice President – Strategic Asset Management
e. [email protected]
t. +1 480.286.5705
As per RFP requirements, we hereby acknowledge that our Proposal will remain current and valid for a period of not less than 120 calendar days from the proposal due date. We also acknowledge receipt of addenda/ emails of 07/12/22 and 07/20/22.

STANDARDS INDUSTRY ADVISORY PARTNERSHIP
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B. Company History, Background and
Experience
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B. Company History, Background and
Experience
Who We Are
Faithful+Gould, as part of a global company commands a great depth of design engineering resources that is coupled with our ability to provide the personal asset management services of a local firm.

Our integrated approach provides business improvements and efficiencies that maximize value and help transform our clients’ visions into reality. Using a comprehensive set of services instead of single disciplines allows us to better focus on the wider needs of our clients.

As part of the SNC-Lavalin Group, a fully integrated, global professional design engineering services and project management company, we can expand our support of clients’ projects from locations around the world and by more than 30,000 employees.

Our Delivery Expertise
Across every environment and every sector, we operate to the highest international management, quality, environmental, safety and health standards, to deliver some of the most demanding projects, from Property to Transportation.

History
Faithful+Gould has been in operation for over 70 years as a world-leading integrated project and program management consultancy. We build long-term partnerships with our clients because we are trusted to protect and maximize their interests. We deliver our quality services from strategically located offices across the globe. Below is a timeline of our corporate history:

Historical Timeline
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Why Faithful+Gould?
Performed FCAs for 25+ Cities in the US for an average of 1,500 buildings per year.

FCA has been a primary service line for Faithful+Gould. We have successfully performed similar scopes of work for an average of 1,500 buildings per year (totaling more than 8,000 buildings within the last five years) and three billion square feet for municipal, state, and government agencies including many municipalities and counties throughout California
Detailed inventory of facilities.

Our condition assessment team will provide invaluable advice to the City through a detailed inventory of the City’s facilities, an assessment of their condition, and a life cycle replacement plan. Our team provides an impartial, objective analysis of a facility’s infrastructure to determine the condition, code compliance, efficiency, life expectancy, and future repair and upgrade costs. We recommend repair actions, replacement priorities, remaining useful life, and estimated current and potential costs in an effort to provide our clients with the most detailed information and a comprehensive strategic Maintenance and Repair (M&R) plan.

Higher Standard for Condition Assessment Professionals.

Faithful+Gould personnel offer the City the depth of experience on similar projects and resource levels needed to meet the needs of this program. Many of our staff hold professional certifications in building surveying from the Royal Institute of Charter Surveyors, the equivalent to registered architects and engineers. This means many of our assessors have completed a four-year degree specialized in building condition assessment, as well as three to four years of professional training and continuing education. We have a higher standard for condition assessment professionals, which is what makes our facility assessors and approach more qualified than most firms offering these services. Our assessment staff also hold certifications as certified energy managers and building commissioning professionals.

Cost Estimating is a Core Faithful+Gould service.

Cost estimating is also a core Faithful+Gould service supported by more than 200 cost estimators / managers. As one of the leading independent providers of cost estimates in the world, we have created a network of knowledge and experience that puts Faithful+Gould at the forefront of the discipline.

Sustainability Consulting
The value of this unique offering is the ability we bring clients to benchmark accountability and sustainability, in addition to access to advice on how to align property portfolios. Strategic Asset Management allows property owners and occupiers to combine traditionally independent services into one comprehensive solution through a multi-dimensional portfolio data capture analysis in a fluid, realtime web-based environment. 288
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Faithful+Gould offers the City of South Lake Tahoe
Specialized Assessment Teams: With a team of more than 25 facility assessors across the U.S., we can be responsive to your needs as we have proven on multiple large-scale FCA programs for local, municipal, and federal government clients. We build assessment teams to cover architecture, MEP, and structural systems so that each team can provide a comprehensive assessment in one site visit.

Dedicated Quality Assurance and Data Management: We recognize that data quality is of paramount importance to the success of an FCA program. Our approach to quality starts with highly skilled professionals collecting assessment data and continues through reports and data going through a thorough quality review process prior to issue. Our team includes the support of a FCA data integration manager to ensure our data can be seamlessly integrated with the City’s systems.

Executive Oversight: Dean Leonard, Senior Director and Vice President of Strategic Asset Management at Faithful+Gould, will serve as the project manager to the City. He will provide executive oversight and quality control for deliverables. With more than 30 years of experience in facility assessments, he has worked in all sectors of the industry including many city-wide FCA programs.

Experienced Assessment Team Lead: The assessment team will be led by our Project Manager, Pat Hagan. Pat will be the main point of contact and will take a leadership role in the development of the FCA program in collaboration with Dean and the City’s personnel. Pat has recently led FCA programs for the City of Long Beach, Culver City Commerce City, South Pasadena, and Los Altos, California.

Expert Cost Advice: Our assessors are supported by a consistent group of professional cost estimators with experience supporting government clients. This group will be responsible for developing cost estimates for all repair and replacement projects that arise from the FCA. They will leverage historic data to develop accurate and defensible opinions of cost during this program.

Depth of Relevant Project Experience:
 The table on the following page highlights our experience with dozens of projects for city, state, and government agencies.
 Following the table we have included more comprehensive, relevant project profiles that mirror the scope of work requested by the City of South Lake Tahoe. 289
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Faithful+Gould Relevant FCA Experience
On the following pages, we have illustrated our vast relevant FCA experience for municipal, county, state, and federal government entities. The Experience Table Overview provides a snapshot summary of our expertise followed by comprehensive specific and relevant project examples that demonstrate our depth of experience providing city-wide FCAs for multiple cities across California. We have selected clients for which we have performed work that exemplifies our ability and performance in similar work and scope of services to that of the City of South Lake Tahoe.

Experience Table Overview
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Relevant Project Examples
City of Novato, City-Wide FCA and Maintenance Analysis
Novato, California
The City of Novato Department of Public Works selected Faithful+Gould to provide a city-wide FCA and maintenance analysis. Our team assessed structures, building systems, and infrastructure components. The goal was to provide enough information for the City to determine how much funding should be set aside each year to meet overall fiscal sustainability goals.

This report outlined a master plan for ongoing and major facility improvements over the next 25 years and a building lifespan/replacement analysis.

Building Types: City Hall, Library, Fire stations; Parks and Recreational Facilities; Historic District, Museum

CLIENT FEEDBACK
The FCA and Maintenance Analysis report serves as a vital tool to show the state of our facilities and to list short- and long-range building repair needs to develop a long-term capital expenditure plan. I highly recommend Faithful+Gould’s assessment team; they were very thorough in their findings and responsive to our concerns.”
Tom Adams, Former Senior Management Analyst
City of Novato Public Works Department
City of Daly City, City-Wide Facility Condition Assessment Daly City, California
Daly City maintains a portfolio of City-operated buildings in the South San Francisco Area. By partnering with the City,
Faithful+Gould was able to supply the officials with a
comprehensive strategic facility assessment.

By engaging with key stakeholders at all levels, Faithful+Gould was able to determine previously undiscovered areas of
deferred maintenance and opportunities for security and life safety improvements.

Supplying Daly City with a comprehensive strategic plan and detailed portfolio analyses comparing the current condition of all buildings, the City is better equipped to approach the next decade with an accurate and defensible maintenance plan. This assessment contained 29 buildings.

Client Contact:

Tom Adams
Former Senior Management
Analyst
City of Novato, Public Works
Department
p . 415.899.8995
Dates: 2013
Project Size: 800,000 square
feet
Scope of Work Relevance:

Facility Condition Assessment
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Building Types:
 Public Works
 Municipal Maintenance
 Fire Stations
 Community Centers
 City Hall
 Civic Center
 Community Parks
City of Carson City, City-Wide Facility Condition Assessment Carson City, Nevada
Carson City, Nevada maintains a varied portfolio of about 164 buildings and real estate parcels ranging from bucolic and rugged parks on the shores of Lake Tahoe to many
administrative and support buildings surrounding the Nevada state capital.

In 2019, Faithful+Gould was selected to perform a
comprehensive Facility Condition Assessment and sitework and hardscape assessment of the city’s buildings and parks. Our assessments will provide the City with tangible and accurate asset data that will be directly mapped to their CMMS system, as well as a comprehensive strategic plan for facilities funding.

Fee: $202,268.

Building Types:
 Administrative and Support Buildings
 Recreational
 Water
 Municipal Service
 Fire Stations
 Libraries
 Public Safety
Client Contact:

Dan Stucky
Deputy Public Works Director
Carson City Public Works
p +1 775.283.7084
e [email protected]
Dates: 2019 – 2020
Project Size: 800,000 square feet
Scope of Work Relevance:

Facility Condition Assessment
Client Contact:

Sibely Calles, MPA
Senior Management Analyst
Public Works Department
p. 650.991.8054
e. [email protected]
Dates: 08/2017 – 11/2017
Project Size: 320,000 square feet
Scope of Work Relevance:

Facility Condition Assessment
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City of Sausalito, FCA of the MLK Campus
Sausalito, California
The City of Sausalito selected Faithful+Gould to provide FCA services for their MLK campus. A bay front community, the City has approx. 7,500 residents.

Building Types: The MLK Campus is comprised of 17 acres with buildings such as private schools, cottage industries, and artist studies. In addition, they have properties dedicated to recreational purposes including basketball and tennis courts, track and field facilities, a playground, dog park, and a multipurpose gymnasium building.

CLIENT FEEDBACK
“Reading the detailed FCA reports from Faithful+Gould
was like Christmas.”
Leslie Johnson, MLK Property Manager
City of Sausalito
City of Alameda, City-Wide FCA
Alameda, California
The City of Alameda selected Faithful+Gould to provide an FCA for their buildings and propose a two-year and many-year capital improvement program plan based on the findings of the FCAs.

The City of Alameda has a population of approx. 75,000 and currently owns 37 buildings.

Building Types:
 Recreation Centers
 Park Buildings
 Senior Center
 Swimming Pool and Gymnasium
 Fire Stations
 Library
 Public Safety
Client Contact:

Leslie Johnson
MLK Property Manager
City of Sausalito
p. 415 331.2100
[email protected]
Dates: 2015
Project Size: 17 acres
Scope of Work Relevance:

Facility Condition Assessment
Client Contact:

Liam Garland
Administrative Services Manager
City of Alameda
p. 510.747.7000
e. [email protected]
Dates: 2014 – 2015
Project Size: 460,000 square feet
Scope of Work Relevance:

Facility Condition Assessment
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City of Los Altos, City-Wide Facility Condition Assessment Los Altos, California
Faithful+Gould performed facility condition assessments for 40 buildings in the City of Los Altos. Facilities included police and fire stations, recreational facilities, libraries, museums, administrative buildings, storage / garage facilities, gymnasiums, day care facilities, and a theater. This assessment was divided in two phases. In Phase 1, a total of 34,635 square feet of property was assessed and, in Phase 2, an additional 240,562 square feet was assessed.

The data and analysis were used to develop a report which documented and prioritized a comprehensive repair, alteration and improvement budget for extending the useful facility life for up to 50 years. A preventative maintenance plan with project material and labor costs and a schedule of maintenance activity by frequency, maintenance type, building system type, labor classification and projected hours, labor costs per activity and maintenance per year was also provided to the City. This report provided a foundation for the City to integrate these
modernization, deficiency, and remediation requirements into the Capital Improvement Program.

Building Types:
 Halsey House (Historic Facility)
 J. Gilbert Smith House (History House) – Pictured above  Youth Center
 City Hall
 History Museum
 Classrooms
 Bus Barn Theatre
 Five City Parks
 Fire Stations.

Client Contact:

Susana Chan, P.E., Director of Public
Works
p: 650.947.2621
e: [email protected]
Dates: 2016
Project Size: 275,200 square feet
Scope of Work Relevance:

Facility Condition Assessment
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City of Long Beach, City-Wide Facility Condition Assessment Long Beach, California
The City of Long Beach selected Faithful+Gould to perform a comprehensive FCA including identification of Energy
Conservation Measures (ECMs) together with an ADA transition plan across its portfolio of more than 412 buildings across 15 million square feet. Faithful+Gould has partnered with the City to provide a detailed assessment approach across the diverse portfolio of varied use buildings.

The City of Long Beach has a unique construction contracting environment that has a drastic impact on project costs. After our first round of assessment and associate reviews with City, personnel costs became a big point of discussion.

Faithful+Gould brought in our Construction Data Intelligence team to discuss what factors were impacting costs and how these factors could be applied to our database to provide more accurate costs for the City’s budgeting purposes.

Building Types: Public works, municipal services, fire
departments, municipal utility services, police stations, health services, parks and recreational buildings, administrative buildings, and Long Beach Airport.

Client Contact:

Renee Williams
Capital Project Manager, Public Works
p. 562.570.5093
e. [email protected]
Dates: 2018 - Ongoing
Project Size: 15 million square feet
Scope of Work Relevance:

Facility Condition Assessment

ENERGY SAVINGS / SUSTAINABILITY ASPECT
› As part of the Long Beach Project, we embarked upon a multi-faceted approach to energy savings and energy-efficient upgrades. By recommending a slate of energy-efficient upgrades, repairs, and modifications, Faithful+Gould provided the City of Long Beach an avenue to alleviate deferred maintenance while also recognizing return on initial investment by means of lower operating costs and energy consumption.
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City of Huntington Beach, City-Wide
Facility Condition Assessment
Huntington Beach, California
Recently, Faithful + Gould was selected to perform a “no bid” pilot facility conditional assessment for the City of Huntington Beach based on a strong referral from the City of Long Beach. The initial assignment involved assessment of the City Hall, Fire and Police Headquarters, Public Works, and Lifeguard and Junior Lifeguard Stations. Initial assessments have been completed and draft reports, along with a combined executive summary, are currently under review by the City. Once the City review is completed and final reports are issued, notice to proceed on the balance of City facilities is expected to be forthcoming.

Building Types:
 City Hall | Fire HQ
 Police HQ | Public Works
 Lifeguard and Junior Lifeguard Stations
City of Manhattan Beach, City-Wide
Facility Condition Assessment
Manhattan Beach, California
The City of Manhattan Beach selected Faithful+Gould to provide a city-wide facility assessment and 10-year rehabilitation / replacement schedule, lead and asbestos testing and analysis, and seismic evaluation of City Hall.

A coastal community with a population of more than 35,000, the City currently maintains and manages 43 city-owned buildings.

Most organizations use manufacturers’ guidelines for estimated useful life (EUL), but a coastal environment and corrosive salt air severely affects and reduces the EUL of equipment and buildings.

Faithful+Gould provided the replacement / rehabilitation schedule, allowing the City to determine how much funding should be set aside each year to properly maintain facilities and meet overall City fiscal sustainability goals.

Building Types: Facilities included fire and police stations, city hall, public libraries, parks, arts center, senior center, athletic fields, office space, concession facilities, corporation yards and the on-pier aquarium.

CLIENT FEEDBACK
The City of Manhattan Beach hired Faithful+Gould to prepare a Facility Assessment for all of our facilities. The reports were clear, concise, and provided our City Council with a clear picture of the investment needed in the next 10 years to bring our facilities to an acceptable condition.”
Tony Olmos, PE former Director of Public Works, City of Manhattan Beach Client Contact:

Sean Crumby
p. 714.374.5348
e. [email protected]
Dates: 2021
Project Size: 15 million square feet
Scope of Work Relevance:

Facility Condition Assessment
Client Contact:

Tony Olmos | (Former) Director of
Public Works
p. 714.990.7600
e. [email protected]
Dates: 2014 - 2016
Project Size: 200,000 square feet
Scope of Work Relevance:

Facility Condition Assessment
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City of Culver City, City-Wide Facility Condition Assessment Culver City, California
Faithful+Gould performed FCAs for 26 buildings in Culver City, CA. This assessment was divided in two phases. In Phase 1, we assessed 700,158 square feet of property and, in Phase 2, an additional 488,731 square feet were assessed.

The data and analysis provided were used to develop a report which documented and prioritized a comprehensive repair and alteration guide to ensure projects were addressed in terms of public impact and budget priority.

Building Types:
 Police and Fire stations
 Recreational facilities
 Libraries
 Museums
 Administrative buildings,
 Storage / Garage Facilities
 Municipal Services
City of South Pasadena, City-Wide Facility Condition
Assessment
South Pasadena, California
Faithful+Gould conducted a city-wide assessment for 11
buildings totaling 62,755 square feet.

Based on the study findings, Faithful+Gould prepared a report and recommendations that describe the building improvements to complete within the next 10 years. Information provided included the components age, useful life, associated costs, and prioritization based on replacement schedule.

Client Contact:

Joe Susca
Senior Management Analyst
Public Works Department
p. 310.253.5636
e. [email protected]
Dates: 2019
Project Size: 1.2 million square feet
Scope of Work Relevance:

Facility Condition Assessment
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Building Types:
 Fire Department
 Youth house
 City Hall
 Police Department
 Library
 Community Room
 War Memorial Room
 Senior Center
 Museum
 Ccouncil Chamber
 Public Works Yard
 Recreational Building
City of Commerce, City-Wide Facility Condition Assessment Commerce, California
Faithful+Gould conducted a city-wide assessment for 11
buildings totaling 62,755 square feet.

Based on the study findings, Faithful+Gould prepared a report and recommendations that described the building
improvements to complete within the next 10 years.

Information provided included the components age, useful life, associated costs, and prioritization based on replacement schedule.

Building Types: City Hall Complex, Teen Center, Senior
Center, Brenda Villa Aquatic Center (Aquatorium), Bandini Park – Recreation Building and Library, Veterans’ Memorial Park –Stadium Building and Library, Bristow Park –
Recreation Center and Library, Camp Commerce, Rosewood
Library, Greenwood Library, Transit Centers, Storage
Facilities, Ancillary Facilities
Client Contact:

Kristine Courdy
Deputy Public Works Director
p. 626.403.7376
e. [email protected]
Dates: 2017
Project Size: 62,755 square feet
Scope of Work Relevance:

Facility Condition Assessment
Client Contact:

Maryam Babaki
Director of Public Works &
Development Services
p. 323.722.4805
e. [email protected]
Dates: 2016
Project Size: 320,000 square feet
Scope of Work Relevance:

Facility Condition Assessment
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Experience of Proposed Team
Our key team members below share similar experience providing facility assessments, reports, and recommendation services for various types of facilities. We have included our team’s proposed organizational chart below followed by snapshot bios to showcase their value and expertise to the City of South Lake Tahoe. Comprehensive resumes of our team members are included in Appendix A.

Many of our staff, including Project Director, Dean Leonard, hold equivalent professional certifications in building surveying from the Royal Institute of Chartered Surveyors (RICS), the largest professional accreditor of building surveyors in the world. This means many of our assessors have completed a sixyear degree on condition assessment, building pathology and lifecycle assessment, as well as three to four years of professional training and continuing education. We have a higher standard for the condition assessment professionals, which is what makes our facility assessors and approach more qualified than most.

All our team members have at least nine years of experience providing assessment services on similar contracts. They have assessed hundreds of buildings for federal, state, and municipal clients ( including many cities in California) and bring a special awareness and sensitivity towards your city’s building portfolio.

ORGANIZATIONAL CHART

CHIEF COST MANAGER PROJECT MANAGER
Wing Long

QUALITY ASSURANCE MANAGER
Joe Kotila, PMP®

MEP ASSESSORS
Scott Edson
Sandeep Nikam

ARCHITECTURAL ASSESSORS
Robbie Dalziel
Boyka Alexieva
City of South Lake Tahoe
Pat Hagan

PROJECT TEAM

PROJECT DIRECTOR
Dean Leonard, MRICS, MCIOB
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.KEY TEAM QUALIFICATIONS
Dean Leonard, MRICS, ACIOB | Project Director: Faithful+Gould offers an experienced team led by our project Director, Dean Leonard. Dean will be the City of South Lake Tahoe’s day-to-day contact. He will manage our team from field inspection to preparing and creating reports. He has more than 30 years of experience and is knowledgeable in all aspects of construction, asset management, and facility condition assessment together with energy and sustainability assessments. Dean also has invaluable experience managing teams of assessors, prioritizing work programs, and preparing capital budgets and life-cycle cost plans together with assisting clients in their strategic capital and sustainability strategies for publicly- and privately-owned facilities totaling more than three billion square feet.

Key Value:

Dean is regarded as an international expert on Asset Management and has presented at the Municipal Management Association of Northern California’s annual conference on dealing with deferred maintenance. Dean has recently been invited as a guest speaker on “Dealing with Deferred Maintenance” at the Massachusetts Facilities Management Association (MAFMA) conference together with having been scheduled to speak later this year at the California League of Cities Annual conference.

Education: B.S., Building Surveying, Leeds Metropolitan University; UK Certifications: Member, Royal Institute of Chartered Surveyors (MRICS) - 0102514, 1997 | Member, Chartered Institute of Building (MCIOB)
Related Project Experience:
› City of Novato, City-Wide FCA, Novato, CA
› City of Daly City, City-Wide FCA, Daly City, CA
› City of Alameda, City-Wide FCA, Alameda, CA
› City of Sausalito, FCA, Sausalito, CA
› City of Los Altos, FCA, Los Altos, CA
› City of Carson City, FCA, Carson City, NV
› City of Long Beach, City-Wide FCA, Long Beach, CA
› City of Huntington Beach, City-Wide FCA, Huntington Beach, CA Dean and Joe Kotila, our proposed Quality Assurance Manager, will lead a team of assessors during August 2022 to assess the condition of the US Capitol building in Washington D.C.
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Pat Hagan | Project Manager: Pat will be leading the on-the-ground assessment teams providing scheduling and coordinating site access as well as pre-planning and kick-off meetings with key City stakeholders.

Key Value:

Pat brings more than 30 years of experience in all aspects of design, construction and facility management and assessment. While his experience covers a wide range of sectors, his emphasis lies mainly in the public local municipality field having project managed many successful FCA programs for Cities across California.

Related Project Experience:
› City of Los Altos, FCA, Los Altos, CA
› City of Long Beach, City-Wide FCA, Long Beach, CA
› City of Huntington Beach, City-Wide FCA, Huntington Beach, CA › City of Culver City, City-Wide FCA, Culver City, CA
› City of South Pasadena, City-Wide FCA, South Pasadena, CA › City of Commerce, City-Wide FCA, Commerce, CA
Joe Kotila, PMP® | Quality Assurance Manager: Joe will be providing end-to-end quality management that capitalizes on his project management (PMP) and FCA experience. He will engage with the County for report delivery, draft review, feedback, and publishing of the final findings and aggregated results for the City.

Key Value:

Joe has been a proven team leader with solid expertise in the preparation of annual budgets, monthly financial variance reports, operations analysis, and leasing reports for the client. Joe manages a team of highly effective project quality managers (PQMs) who are committed to providing world-class deliverables to our clients.

Related Project Experience:
› City of Daly City, City-Wide FCA, Daly City, CA
› City of Carson City, FCA, Carson City, NV
› City of Long Beach, City-Wide FCA, Long Beach, CA
› City of Huntington Beach, City-Wide FCA, Huntington Beach, CA › City of Long Beach, City-Wide FCA, Long Beach, CA
› City of South Pasadena, City-Wide FCA, South Pasadena, CA › City of Commerce, City-Wide FCA, Commerce, CA
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Wing Long | Chief Cost Manager: For the City project, Wing will provide the cost baseline for the geographic location of the City as well as market forecasts. With his validation, we are confident our costs will help provide the City of South Lake Tahoe with an accurate, defensible maintenance plan.

Key Value:

With more than 26 years of experience in the construction industry, Wing’s experience as cost estimating team director includes oversight of budget cost plans, design phase cost estimates and budgeting, cost management, value engineering, construction cost controls and the finalization of project accounts. He has supervised services for aviation projects valued up to $6 billion. Wing has been instrumental in working with project design teams and clients to keep designs within scope and budget.

Related Project Experience:
› City of Long Beach, City-Wide FCA, Long Beach, CA
› City of Santa Monica, Public Safety Building; Santa Monica, CA › City of Los Angeles, Pan Pacific Park, Phases I and 2; Los Angeles, CA › City of Campbell, City Hall Structural Upgrade, Estimating; Campbell, CA › City of Chandler, City-wide FCA; Chandler, AZ
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C. Scope of Work/Implementation
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C. Scope of Work/Implementation
We will follow the five key steps listed below to effectively manage facility and infrastructure assets:

1. Establish baseline asset inventory and important management information or features of the assets

2. Establish meaningful baseline data about asset conditions through a detailed, structured assessment process

3. Estimate short- and long-range asset renewal needs over the next 20 years using the data obtained from actual field analysis

4. Utilize decision-support models to determine priorities and alternate reinvestment rates to obtain desired asset conditions

5. Communicate the asset condition and impact on mission support to governing boards, senior management, and line management responsible for maintaining the portfolio Faithful+Gould recognizes the issues surrounding working in occupied environments. We understand and are committed to minimizing disruption and maintaining a safe and orderly working environment.

Additionally, we will plan our efforts in advance and conduct well-integrated, timely communication and project planning in accordance with our COVID-19 precautions.

Faithful+Gould will implement our market-leading methodology and approach to FCAs for City of South Lake Tahoe that exceeds the industry ASTM E2018:15 Standard Guide for Property Condition Assessments.

Six-Phase Methodology and Execution Plan
Faithful+Gould’s approach to FCA is key to our success in delivering strategic advice to clients for more than 65 years. Our deliverable is best described through the six phases of our project methodology and plan shown below, which outlines the key high-level tasks and milestones.

Phase 1
Assessment Planning
The planning phase consists of submission of a detailed milestone project schedule, gathering existing facility asset data and establishing points of communication and access prior to the assessment team’s arrival on site.
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Working with the various facilities staff, our team will assist and develop project-specific policies and
procedures to provide consistent, relevant, and quality product deliverables.

Included in this phase, Faithful+Gould will interview key staff to better understand asset usage, maintenance
history, and related items that affect rates of
consumption (i.e., wear and tear) that reduces useful
life.

This phase will incorporate multiple sources of
information to assist the assessment team in making
field determinations. Additionally, we will meet with
facility staff to understand their data transfer needs.

Covid-19 Precautions
Faithful+Gould recognizes the issues surrounding
working in occupied environments. We understand and
are committed to minimizing disruption and maintaining
a safe and orderly working environment. Additionally,
we will plan our efforts in advance and conduct wellintegrated, timely communication and project planning in accordance with our COVID-19 precautions including local city, county, and state Covid-19 mandates. The project manager at the commencement of each assessment will compile our safety risk assessment plan including a Covid-19 risk assessment.

The team will review all identified risks and mitigations and sign off on the plan prior to visiting site.

Daily toolbox talks will be held at the beginning of each day to comply with our STEP-BACK policy of stepping back and reviewing the risks associated with the buildings and tasks to be performed that day.

Phase 2
On-Site Data Capture
With knowledge and insight from the planning phase, our assessment team will carry out a thorough condition
assessment of all buildings and conduct and update /
reconcile the asset inventory of all systems and equipment in accordance with the scope of work. We will utilize the latest mobile computing technologies with the use of handheld
iPads. This technology not only provides efficiency in data capture but reassurance that each assessor is working with quality-assured procedures by capturing data in the same way to a pre-defined scope and workflow developed to meet the goals of the project.

Our assessment teams will inspect and carry out a detailed visual assessment of systems and equipment in each building and not just a high-level walkthrough of major systems. We will determine the current condition, average remaining useful life expectancy, assessment of building security, code violations, reason for the deficiency, and effect on the structure or occupancy together with required maintenance and repair works in accordance with the developed scope. This includes performing the assessments in accordance with the ASTM E2018-15 Standard Guide for Property Condition Assessments.

Asset Inventory
With the use of handheld iPads, our assessment teams will inventory maintainable equipment within each building at the more granular Uniformat II level 5 component level. We understand the full digital asset management process where preventative maintenance tasks are performed on system components and not systems, therefore, it’s imperative to capture the data during the FCA at the right Our goal is to provide the City of
South Lake Tahoe with the
information in order to be strategic
and efficient to reduce the current
backlog of deferred maintenance,
identify energy conservation
measures, and improve the
functional aspects of the subject
facilities.
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level and not the typical system Uniformat level 3. We then prepare all equipment data on a structured flat file spreadsheet mapped to the existing system or future (CMMS) to manage equipment preventative maintenance and ongoing capital needs. Our goal is to provide you with accurate data which the City can utilize across your organization as a basis to maintain the equipment over its lifetime.

Equipment Barcoding/QR codes: We have facilitated the installation of durable bar codes or an optional QR Code on inventoried equipment for many clients. Barcodes have a minimum 10-year manufacturer’s outdoor life and are chemical resistant, tear proof, and smudge proof.

These labels will be sequentially numbered with a barcode format Code39 (or often referred to as Code 3 of 9) symbology which allows the use of digits and characters. The installation of equipment barcodes will not only allow the mobile identification of equipment in the future CMMS system, but a potential reassessment in five -years’ time to be more efficient as assets can be updated by scanning the barcode to bring up the equipment data.

Taking Assessment to a New Level
As part of our standard deliverable, we will utilize the recognized industry hierarchy for classification of
assets called UNIFORMAT II which aligns with all
major CMMS systems. We understand that
UNIFORMAT II has three major levels of asset
classifications with a suggested Level 4.

Faithful+Gould recognizes the need for accurate
detailed replacement costs of identified equipment.

Typical condition assessments are conducted at the
system Level 3 or 4. Our standard methodology is
based around a more detailed forensic style
approach conducting assessment at a more
detailed component Level 5 which will provide
you with a more accurate replacement schedule
and costs plan but also be multifaceted speaking
to both the CapEx and the OpEx needs.

Phase 3
Analysis of Asset Data
Our approach is centered on understanding the component deficiency, failure modes, and triggers of asset equipment, facility systems, and site improvements in order to develop a comprehensive management tool for future implementation of program recommendations. We will evaluate the component lifecycle of each system and equipment over a suggested 5-10-20-year planning horizon or longer depending on the lifespan of the equipment.

When developing a recommended lifecycle assessment, we do not rely upon published statistically estimated useful life (EUL) data, which does not consider site-specific factors. Most assessment programs aim to automate the process of determining the lifespan of equipment by calculating the manufacturer’s estimated life with the year in service which is an inaccurate methodology.

Faithful+Gould understands that repairs and asset replacement needs may be required due to several contributing factors including not only Age (calculated method), but Maintenance Levels, Location, and the Utilization of the asset or system. Our experienced assessors will make the necessary adjustments to the benchmark data to reflect the conditions and factors associated with deficiency to provide a more realistic lifecycle assessment and capital expenditure plan. 306
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For each asset we will determine:
 Manufacturer  Unit  Estimated Useful Life (EUL): expected life from the time of installation to expected
replacement
 Model #  Capacity  Remaining Useful Life (RUL) an evaluation of where the asset sits in its lifecycle and
how many years left to replacement
 Serial #  Location  Level of Preventative Maintenance:
maintenance performed on the asset which
may result in an extended life
 Install Date  Condition rating  Geographic Location: atmospheric and environmental conditions greatly affect the
EUL of equipment
 System Type  Current damage,
deficiencies, or
failure
 Utilization Rate: The EUL of assets can be
significantly affected by the rate of
utilization.
 Asset Classification  Last certified
inspection
 Cause of Failure/Deterioration: Is the asset
deteriorating in line with age? Or is some
other factor causing an accelerated rate of
deterioration?
 Tag  Bar/QR Code  Potential for energy conservation measures    Representative Photographs
Data Analysis/Evaluation and Recommendations
Faithful+Gould will analyze the condition data collected and determine the cause and impact of the deficiency on the operation of the facility. We will utilize the Facility Condition Index (FCI) to benchmark asset conditions across the City portfolio. We will calculate the FCI for the facilities, illustrating the current and likely condition of the systems and equipment over time.

The graphic below illustrates the FCI calculation. The higher the value of repairs, the higher the FCI will be.

Example FCI Chart
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Facility
Gross
Square
Footage
Current
Replacement
Value ($)
Immediate
Capital
Needs ($)
Total Capital
Needs Over 10
Year Study
Period ($)
Current
Year FCI
Rating %
Year 10 FCI
Rating %
Boys and Girls Club 32,590 $15,707,000 $1,243,657 $2,562,393 7.9% 16.3% Center for the Arts 55,000 $16,000,000 $4,166,856 $6,454,611 26.0% 40.3% Police Sub-station 21,841 $4,368,200 $729,931 $2,421,619 16.7% 55.4% Municipal Court 32,000 $6,400,000 $359,148 $1,560,710 5.6% 24.4% City Hall Building A 98,774 $49,387,000 $733,449 $1,915,040 1.5% 3.9% City Hall Building B 19,714 $8,871,300 $7,829 $261,777 0.1% 3.0% City Hall Building C 12,940 $6,450,000 $0 $222,246 0.0% 3.4% City Hall Building D 6,264 $1,252,800 $46,103 $393,479 3.7% 31.4% City Hall Parking Garage 141,624 $9,913,680 $1,044,611 $3,913,610 10.5% 39.5% Community Center 37,621 $7,357,935 $2,040,914 $3,259,829 27.7% 44.3% Desert Breeze Police
Sub-Station 21,253 $6,365,400 $6,850 $1,474,369 0.1% 23.2% Desert Breeze Railroad 4,000 $800,000 $0 $76,999 0.0% 9.6% Environmental Education
Center 11,180 $3,060,000 $349,202 $639,173 11.4% 20.9%
Fire Admin Building 18,700 $3,740,000 $299,414 $688,850 8.0% 18.4% Fire Station 1 13,816 $2,985,811 $5,000 $214,596 0.2% 7.2% Fire Station 10 10,264 $2,898,000 $101,292 $673,639 3.5% 23.2% Fire Station 11 11,045 $2,761,250 $0 $62,783 0.0% 2.3%
Fire Station 2 7,868 $2,060,319 $526,217 $911,114 25.5% 44.2% Fire Station 3 12,350 $3,276,144 $551,390 $668,276 16.8% 20.4% Fire Station 4 8,172 $2,027,803 $863,074 $1,187,701 42.6% 58.6% Fire Station 5 8,320 $2,271,495 $100,786 $222,137 4.4% 9.8% Fire Support Building 17,060 $4,143,065 $204,656 $1,088,483 4.9% 26.3% Fire Training 11,250 $1,475,200 $221,651 $505,098 15.0% 34.2% Fleet/Central Supply 46,330 $11,023,000 $1,538,091 $5,292,278 14.0% 48.0% Information Technology 17,961 $4,019,460 $580,138 $720,505 14.4% 17.9% Main Library 64,000 $15,950,361 $2,784,465 $4,037,688 17.5% 25.3% Main Police Department 77,989 $16,570,732 $2,283,235 $6,869,179 13.8% 41.5% Totals 819,926 $211,135,955 $20,787,958 $48,298,184 9.8% 22.9% Priorities
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The development of a methodology to determine the priority of each deficiency is crucial to the success of any FCA. Through consultation with the City of South Lake Tahoe's executive team and facilities staff, we will develop a capital asset strategy by creating prioritization and deficiency categories that will be applied to each identified deficiency or action.

This will create additional consideration factors to provide strategic analysis and stakeholder reporting on different work priorities and potential budget streams.

The priorities and deficiency categories below are suggested and can be applied to each identified repair action. With an understanding of priority criticality of each action, the City of South Lake Tahoe will be able to effectively apply available funding to the most urgent and needed actions, based upon criticality, and will be able to develop a list of less critical actions that could be deferred to future fiscal years.

Priority Categories (Suggested)
The following is an example of the necessary expenditure required, based on the criticality or priority of the action included in the Executive Summary of each report:

Advanced project prioritization model
Any successful capital plan needs a method of ranking and scoring the priority of each identified deficiency that can be rolled up into executable projects to assist in the decision-making process of competing needs. We often see a standard prioritization as illustrated above ranking deficiencies 1 through 3 based on the criticality of the recommended action and we can follow the prioritization criteria noted in the RFP. We recommend, however, with large programs of capital needs a more informed Priority 1
Life Safety / Code Compliance /
ADA
Compromises staff or public safety or when a system needs to be upgraded to comply with current codes and standards Priority 2 Currently Critical A system or component is inoperable or compromised and requires immediate action
Priority 3
Necessary / Not Critical
Maintain the integrity of the facility or component and replace those items that will exceed their expected useful life within the study period
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prioritization model to provide a more advance ranking of recommended actions. The following table provides a summary of the scoring criteria rating the criticality of the building to the operations. Next, we look at the rating of the systems within the hierarchy on the basis that Fire & Life Safety systems have a higher rating than re-painting a wall for example. The next consideration is the Facility Condition Index (FCI) as those systems that are currently in Poor condition are a higher priority and lastly the Remaining Useful Life (RUL) of the equipment is factored into the overall Prioritization Matrix.

Deficiency Categories (Suggested)
We have illustrated below typical or suggested deficiency categories The following is an example of the necessary expenditure required based on the suggested plan type criteria included in the executive summary of each report:

Plan Type 1
Deferred Maintenance
Maintenance that was not performed when it was scheduled or past its useful life, resulting in immediate repair or replacement Plan Type 2
Routine Maintenance
Maintenance that is planned and performed on a routine basis to maintain and preserve the condition
Plan Type 3
Capital Renewal
Planned replacement of building systems that have reached the end of their useful life
Plan Type 4
Energy & Sustainability
When the repair or replacement of equipment or systems is recommended to improve energy and sustainability performance 310
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Cost Estimating
Our assessors are supported by a consistent group of professional cost estimators with experience supporting government clients. This group will be responsible for developing cost estimates for all repair and replacement projects that arise from the FCA. They will leverage historic data to develop accurate and defensible opinions of cost during this program. One of the fundamental aspects of a successful FCA program is the accurate costing of recommendations. This is even more important when dealing with smaller facilities.

Our local market knowledge and cost estimating expertise services sets our service offering apart from other vendors. We have one of the most comprehensive databases of unit rate costs outside of national publications. Our team will use this data, as well as cost data from RS Means, to provide relevant and accurate pricing. Cost estimates will be provided with line-item capital expenditure forecast included in the data migration into the CMMS System and each FCA report. The repair / replacement costs we provide the City will be a powerful tool in developing project budgets and requesting funding.

Our understanding of local markets and the
nuances of executing work for government
clients as well as our extensive historical cost
data will all be factored into our budget
recommendation. This means your funding
requests are accurate and defensible and project
budgets are realistic, making effective use of
every dollar requested and spent.

We recommend for budgeting purposes, either
applying an average estimated soft cost
percentage across the board to all the construction project costs as the example breakdown below or condition analysis of the strategic plan to determine the procurement strategy and apply a typical percentage soft cost to the applicable projects.

Example Build-up of Soft-Costs
General Requirements 1%
General Conditions 13%
GC Profit 6%
Insurance 2%
Payment & Performance bond 1%
PM 10%
A&E Design fee 10%
Permit fees 2%
Total Soft Costs 45.00%
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Phase 4
Data and Report Preparation
We will prepare comprehensive narrative and statistical reports for each facility. The focus of the reports will be to provide comprehensive and defendable information that will support strategic decisions about the economic use and viability of facilities and assets with charts that will summarize the prioritized budget expenditure for repair, maintenance and lifecycle component replacement needs in the form of reserve studies. We will develop cost information supporting the inventory and replacement value of the assets.

Appendices will contain structured spreadsheets with capital asset inventory data, cross-referenced digital photo logs in support of the deficiencies noted during the assessment, methodologies, scope and definitions used.

We will prepare and issue, in addition to the individual building reports, a combined executive report pulling together all the results and needs across the City of South Lake Tahoe buildings into one holistic report for stakeholder reporting.

All data produced as part of the site assessment and report development will be exported into flat mapping file spreadsheets containing asset lifecycle deficiencies together with maintainable equipment data which can be used to upload into the clients CMMS system.

Phase 5
Quality Assurance Review
The Faithful+Gould team will perform a management overview function throughout the project, so activities meet the commitments and the intent of the State. Faithful+Gould has implemented various internal procedures related to work quality. We have successfully completed the Lloyds Registered Quality Assurance Registry and hold the following certifications: ISO 9001 for Quality Management Systems (QMS), ISO 14001 for Environmental Management Systems (EMS) and OHSAS 18001 for Occupational Health & Safety Management Systems (SMS).

We will utilize the strict quality standards in accordance with our ISO 9001 quality assurance practice.

For this project, Joe Kotila will take a leadership role in overseeing that our internal processes are maintained and that industry-recognized standards are current. We recognize the importance of a collaborative approach and value client input and feedback at key milestones of the project. Reports will be issued to facility staff on a phased basis throughout the duration of the project. Our project team will meet with facility staff and walk through the initial phase reports to provide an opportunity to review the content and layout and make any necessary amendments to the deliverable. The client will also have the opportunity to engage in client reviews of each phase throughout the course of the project to make sure the project and deliverables are meeting their expectations.

The repair / replacement costs we provide the City of South Lake Tahoe will be a powerful tool in developing project budgets and requesting funding. For example, if replacing the roof of an 80,000 square foot facility within the City of South Lake Tahoe would provide a $sf costs.

What a statistical approach does not take into account is the specific location of the facility or the impact of labor and material costs, the needs for asbestos abatement, etc. Our understanding of local markets and nuances executing work for multiple California cities, as well as our extensive historical cost data, will all be factored into our budget recommendation. This means your funding requests are accurate and defensible and project budgets are realistic, making effective use of every dollar requested and spent.
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Phase 6
Preparation of Strategic Plan
Our FCA service will provide City of South Lake Tahoe with a solution to support your business decisions. We will work with, and assist in preparing, a strategic plan to correct the deficiencies and actions identified through the assessments.

The plan will provide a foundation for informed decision making with regard to asset, facility, and infrastructure condition, multi-year capital budgeting, cost-saving measures, capital project planning, and functional adequacy.

Our methodology and approach will address the cycle of backlog maintenance and escalating reactive and preventative maintenance. The FCA and Strategic Expenditure plan will result in a higher maintenance and capital improvement budget.

Our work with the City of Manhattan Beach team, for example, converted the FCA data into a strategic capital planning tool identify prioritized projects and grouping them into meaningful executable projects with budget projections that fed into the CIP budget process that we presented to the City Council.

Deliverables
We reconfirm that we will deliver:
 A baseline assessment of existing and future condition and lifecycle replacement of all systems and equipment at the component level
 An analysis of the current deferred maintenance needs  A FCI score for each building across the portfolio
 An advance prioritized capital and repair plan which assists in the process of making decisions about the priority of the capital plan involving multiple criteria and multiple parties  Comprehensive written FCA reports for each building
 An executive summary report aggregating the results of the individual building report, which provides a holistic city-wide view of the needs
 Stakeholder City Council presentation of results
 An updated equipment inventory of maintainable equipment  Refreshed barcodes to all maintainable equipment if needed  Options for continuing a digital asset management journey Applying our experience
› In our work with the Architect of the Capitol (AOC), we prioritize all proposed maintenance projects by risk.
› All funding requests for AOC projects must go to Congress for approval. By providing clarity on the consequence on inaction in our report, there is a real understanding of why a particular project is high risk, and a higher likelihood of approval.
› The value of the level of detail in our assessments was also realized by the State of Utah. What began as a $250,000/year contract to meet a statutory requirement has grown by approximately 500% due to the improvements we have implemented.
› Our condition assessment reports have helped multiple state agencies make cases for funding and secure that funding to improve building conditions.
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Schedule
We have provided our proposed draft schedule / timeline for tasks to be accomplished and deliverables to be provided. Our team has many years of experience executing FCA project schedules and, although the kickoff is tight, we do not anticipate any schedule issues during the project.

Draft – Project Timeline
Set-up
Activity Start Finish Duration
Contract Prep and Signing * assumed 08/08/2022 08/19/2022 10 Project Set-Up and Planning 08/22/2022 09/02/2022 10
Existing Data Gathering 08/22/2022 09/02/2022 10
Pre-Inspection Meeting and Kick-Off 09/05/2022 09/05/2022 1 Assessment
ASSESSMENT PHASE 1
Activity Start Finish Duration
Site Assessment 09/5/2022 09/09/2022 5 days
Report Production 09/12/2022 09/30/2022 3 weeks
QC Review 10/03/2022 10/07/2022 1 week
Client Review 10/10/2022 10/21/2022 2 weeks
Issue Final Reports 10/24/2022 10/28/2022 1 Week
ASSESSMENT PHASE 2
Activity Start Finish Duration
Site Assessment 10/03/2022 10/07/2022 5 days
Report Production 10/10/2022 10/28/2022 3 weeks
QC Review 10/31/2022 11/04/2022 1 week
Client Review 11/04/2022 11/11/2022 2 weeks
Issue Final Reports 11/14/2022 11/18/2022 1 Week
Presentation to Stake Holders TBD
Faithful+Gould will work closely with the City’s project leader and key stakeholders to ensure an agreeable schedule that is minimally disruptive to City staff, visitors, and the general public. We will partner with the City to review each Facility Condition Assessment Report.

In addition to our standard Facility Condition Assessment deliverable, Faithful+Gould offers supplemental services that can provide the City robust help to analyze and understand its portfolio of buildings. We have outlined one of our supplemental services on the following page. 314
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Supplemental Services
Decarbonomics – Accelerating your journey to
NetZero
Decarbonomics is a new service offering from SNC-Lavalin, Atkins and Faithful+Gould, providing a data-driven portfolio level approach to removing carbon from the built environment. It enables owners and occupiers of building portfolios of any scale (whether they own or lease them), to successfully decarbonize their entire building estate through the development and implementation of cost-effective and program-optimized net zero pathways.

By combining the project management and cost management expertise of Faithful+Gould with the design and engineering excellence of Atkins, the result is a powerful proposition that makes decarbonization a financial and practical reality for building portfolio owners and occupiers.

How does it work?
Our approach is based on a three-stage process: -
Stage 1: Benchmark
Capture, structure, and manage client portfolio data to gain a deeper understanding of their properties, benchmark current performance, and create a framework to maximize the value of their data.

Stage 2: Roadmap
Analyze carbon, cost, and engineering solutions to create enterprise level digital twins. In addition, we use scenario testing augmented by artificial intelligence and machine learning to create bespoke roadmaps for the most cost-effective and pragmatic implementation.

Stage 3: Deliver
Our industry-leading management teams ensure quantifiable decarbonization interventions are delivered throughout the life cycle of the client’s assets, providing real-time views of their performance against the plan.
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The three-stage approach is underpinned by Carbon Data Insights, our industry benchmarking database to fill material data gaps to get clients moving more quickly.

Decarbonomics builds on and integrates our deep capability providing professional service support across the whole life cycle of the built environment in the public and private sectors.

What are the key features and benefits?
Decarbonomics is an end-to-end service, providing whole life support across three core areas of benchmarking, road mapping and delivery. Our ground-breaking service brings together people, data and technology to provide the following features and benefits.  An enterprise level view of the client’s current carbon baseline and benchmarked performance.  Industry-leading programme management systems to create cost and program optimized delivery plans, and the ability to track performance.
 End-to-end expertise and advice on the wide array of interventions and options for optimizing your decarbonization journey.
 Industry-leading programme management and asset management tools and processes, integrated into an unprecedented decarbonization platform.  A simple and fully dynamic end-to-end dashboard enabling clients to track and drill down on estates performance at any stage of the journey.

Decarbonomics has also been developed to provide the required information to support the development of robust investment cases to help our clients secure the necessary finances and funding needed to deliver a Net Zero future
How is it different to what’s currently available?
 For the first time, Decarbonomics from SNC-Lavalin will provide clients with a complete picture of carbon presence across their entire building estate, whatever the size and scale through accessible and easy to use interactive dashboards.
 Decarbonomics is the first end-to-end solution enabling organizations to accelerate their net zero plans into delivery in the most cost and program effective way, while minimizing risk and maximizing investment and funding opportunities.
 Decarbonomics is market ready and can be delivered today without the need for clients to invest in additional technology or resources. We deliver end-to-end.  Carbon Data Insights provides a diverse mix of global open-source benchmark databases as well as SNC-Lavalin’s own rich building data library to fill in gaps in any data 316
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D. Code Familiarity
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D. Code Familiarity
Faithful+Gould uses the Department of Commerce's Uniformat II code of organization and hierarchy to identify and categorize the city’s building components.

All identified assets will be captured and organized via Uniformat II code providing a united framework for ease of understanding and review of key findings. Additionally, the assessment team will apply their knowledge of relevant building codes of the Building Standards Commission including 2022 California Building Code (Title 24 Part 2) which is a fully integrated, California-specific building code based on the 2021 International Building Code and current ADA standards as included in the ASTM E2018 15 standard for Facility Condition Assessments. We will present to the city key findings that highlight code compliance deficiencies.
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E. Project Budget
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E. Project Budget
As per RFP requirements, we have included the fee as lump sum, Exhibit B below, followed by a more detailed break-down of our proposed fee.
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DETAILED FEE BREAKDOWN
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Appendix A
Team Resumes
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Dean Leonard MRICS, MCIOB
Project Director
Bio: Dean is experienced in all aspects of construction ranging from design, cost, project management, and contract administration to facility condition, energy, and sustainability assessments. He has been responsible for the management and assessment of prestigious portfolios of buildings worldwide. He brings invaluable experience in managing teams of assessors, prioritizing work programs, and preparing capital budgets and life cycle cost plans together with assisting clients in their capital and sustainability strategies.

Relevant experience includes:

City of Novato, City-Wide Facility Condition Assessment and Maintenance Analysis; Novato, CA
Dean project managed a city-wide FCA and maintenance analysis project to assist the city in developing a very detailed report that is used by the city as an important longand short-term tool to efficiently manage their facilities. This report outlined a master plan for ongoing and major facility improvements over the next 25 years. It also established a building lifespan and replacement analysis.

City of Daly City, City-wide Facility Condition Assessment; Daly City, CA Dean served as the project lead on this facility condition assessment which included 32 properties totaling 320,000 square feet. The assessment included an inventory of all maintainable equipment and its entry into a spreadsheet for upload to the city’s existing CMMS system.

City of Alameda, City-Wide Facility Condition Assessment; Alameda, CA Dean project managed a city-wide FCA for the city’s buildings which included a twoyear and ten-year capital improvement program plan.

City of Sausalito, Facility Condition Assessment Services for the MLK Campus; Sausalito, CA
Dean managed an FCA project for the city’s MLK Campus that was comprised of 17 acres with properties dedicated to recreational purposes.

City of Los Altos, Facility Condition Assessment; CA
Faithful+Gould performed facility condition assessments for 40 buildings in the City of Los Altos. Facilities included police and fire stations, recreational facilities, libraries, museums, administrative buildings, storage / garage facilities, gymnasiums, day care facilities and a theater.

City of Carson City, Facility Condition Assessment, Carson City, NV Dean managed a comprehensive facility condition assessment and a sitework and hardscape assessment of the city’s buildings and parks. Our assessments provided the City with tangible and accurate asset data that will be directly mapped to their CMMS system, as well as comprehensive strategic plan for facilities funding. The City of Carson City maintains a varied portfolio of about 164 buildings and real estate ranging from bucolic and rugged parks on the shores of Lake Tahoe to many administrative and support buildings surrounding the Nevada state capital.

Education
B.S., Building Surveying,
Leeds Metropolitan
University, England
Licenses /
Certifications
Member, Royal Institute of
Chartered Surveyors
(MRICS)
Member, Chartered Institute
of Building (MCIOB)
Years of Experience
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City of Long Beach, City-wide Facility Condition Assessment; CA Dean was the project lead for the facility condition assessments of over 367 buildings in the City of Long Beach. Facilities included public works, municipal services, fire departments, municipal utility services, police stations, health services, parks and recreational facilities, and administrative buildings.

City of Huntington Beach, City-Wide Facility Condition Assessment; Huntington Beach, CA
Dean led the Faithful+Gould team that was selected to perform a “no bid” pilot facility conditional assessment for the City of Huntington Beach based on a strong referral from the City of Long Beach. The initial assignment involved assessment of the City Hall, fire and police department headquarters, public works, and the lifeguard and junior lifeguard stations. Initial assessments have been completed and draft reports, along with a combined executive summary, are currently under review by the City.

Once the City review is completed and final reports are issued, notice to proceed on the balance of city facilities is expected to be forthcoming.

City of Manhattan Beach, City-Wide Facility Condition Assessment, Environmental and Seismic assessment; CA
Dean project managed a city-wide FCA to assist the city in developing a capital reserve and maintenance plan. The assessment included an environmental inspection and testing of selected buildings and parks, together with a seismic assessment of selected city buildings utilizing the rapid visual screening methodology. The scope included identifying and documenting both physical and operational deficiencies in each building, providing the estimated average remaining useful life and cost of replacement for each, identifying the FCI for each building, and comparing the estimated costs of repairs to the projected cost of replacing the facility.

City of Culver City, City-wide Facility Condition Assessment; CA Dean was the project lead for the facility condition assessments of 26 buildings in the City of Culver City. Facilities included police and fire stations, recreational facilities, libraries, museums, administrative buildings, storage / garage facilities, and municipal services.

City of South Pasadena, City-wide Facility Condition Assessment; CA Dean was the project lead for the facility condition assessments of 11 buildings in the City of South Pasadena. Facilities included police and fire stations, City Hall, recreational buildings, libraries, and a public works yard, among others.

City of Commerce, Comprehensive FCA of City-Wide Facilities; Commerce, CA
Faithful+Gould performed facility condition assessments for the City of Commerce.

The assessment consisted of approximately 320,000 square feet of city-owned buildings including City Hall, storage facilities, community centers and libraries.

City of Carlsbad, City-Wide Facilities Condition Assessment; Carlsbad, CA
Dean managed the FCA for 91 properties, including 10 parks to assist the city finance department in developing a capital reserve plan. The assessment included identifying and documenting both physical and operational deficiencies in each building, providing the estimated average remaining useful life and cost of replacement for building equipment and systems, identifying the FCI, and comparing the estimated costs of repairs to the projected cost of replacing the facility. 324
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Pat Hagan
Project Manager
Bio: Pat is experienced in all aspects of design, construction, and facility management and assessment. He brings over thirty years of expertise in project management, asset management and assessment, life cycle analysis, and capital planning with special emphasis on the public and aviation sectors.

Relevant experience includes:

City of Los Altos, Facility Condition Assessment; CA
Pat co-managed a city-wide FCA to assist the city in developing a capital reserve and maintenance plan. The scope included identifying and documenting both physical and operational deficiencies in each building, providing the estimated average remaining useful life and cost of replacement for each, identifying the Facility Condition Index (FCI) for each building, and comparing the estimated costs of repairs to the projected cost of replacing the facility.

City of Long Beach, City-wide Facility Condition Assessment; CA Pat led the assessment team to provide FCAs on select facilities of over 367 buildings in the City of Long Beach. Facilities included public works, municipal services, fire departments, municipal utility services, police stations, health services, parks and recreational facilities, and administrative buildings.

City of Huntington Beach, City-Wide Facility Condition Assessment; Huntington Beach, CA
Pat provided FCA services as part of the Faithful+Gould team that was selected to perform a “no bid” pilot facility conditional assessment for the City of Huntington Beach based on a strong referral from the City of Long Beach. The initial assignment involved assessment of the City Hall, fire and police department headquarters, public works, and the lifeguard and junior lifeguard stations. Initial assessments have been completed and draft reports, along with a combined executive summary, are currently under review by the city. Once the city’s review is completed and final reports are issued, notice to proceed on the balance of city facilities is expected to be forthcoming.

City of Culver City, City-wide Facility Condition Assessment; CA Pat led the assessment team to provide FCAs on select facilities of 26 buildings in the City of Culver City. Facilities included police and fire stations, recreational facilities, libraries, museums, administrative buildings, storage / garage facilities, and municipal services.

City of South Pasadena, City-wide Facility Condition Assessment; CA Pat is providing FCA services of 11 buildings in the City of South Pasadena. Facilities included police and fire stations, City Hall, recreational buildings, libraries, and a public works yard, among others.

City of Commerce, City-Wide Facility Condition Assessment; CA Pat is part of a team providing services to the City of Commerce for a comprehensive city-wide FCA. Areas of discipline include architectural, building, structural, mechanical, electrical, telecommunications, utilities, plumbing, and hazardous materials. The purpose of the assessment is to review, appraise, and assess the above applicable disciplines in relation to the City’s facilities. It will also include Education
B.S., Architecture,
University of Minnesota
Years of Experience
33 325
City of South Lake Tahoe, Facilities Condition Assessment | July 29, 2022 Faithful+Gould Page 46 of 59
corrective recommendations, budget estimates for any corrective work, and an estimated schedule or timetable for the completion of all recommended corrective work. The assessment will provide the City the necessary information, data, and knowledge with respect to conditions of its capital facilities. It will serve as the basis for City management to make informed decisions as to the renovation, repair, or replacement of facilities.

City of Phoenix - Sky Harbor Airport; Phoenix AZ
Pat led the assessment team providing facility condition assessment services for thirteen buildings at the Goodyear Airport along with Terminal 2, EDS and Terminal 3 Parking at Sky Harbor. The scope included all architectural, mechanical and electrical systems.

City of Goodyear, City-wide Facility Condition Assessment; Goodyear, AZ
Pat led the assessment team to provide city-wide Facility Condition Assessment (FCA) services for 20 buildings encompassing 150,000 square feet that included police and fire, public works, administration, parks, recreation centers, and fleet services.

Faithful+Gould successfully engaged with stakeholders at all levels in physically assessing assets and identifying deferred maintenance, capital renewal, safety and security actions, as well as prioritization of works.

City of Scottsdale, City-wide Facility Condition Assessment; Scottsdale, AZ
Pat led the assessment team to provide FCAs on select facilities, along with staff training on the FCA methodology and assessment process. Full FCAs were performed encompassing 180,000 square feet at the Civic Center Plaza and City Hall facilities that identified multiple deferred maintenance and capital renewal actions. During that time, multiple training sessions were conducted throughout the year with city staff across a broad cross section of facilities that included fire stations, community centers, police stations, and public works yards.

Stanford School of Medicine, Page Mill, Facility Condition Assessment Palo Alto, CA
Pat provided project leadership and client interface for the facility condition assessment services for the Stanford School of Medicine Page Mill building. This project was instrumental in helping Stanford understand the Facility Condition Index and future funding strategies for maintenance and repair.

California Department of Justice - Crime Labs; Statewide Pat performed facility conditional assessment services and life cycle analysis for eleven crime labs to include all architectural, mechanical, and electrical systems statewide.

San Diego County Regional Airport Authority (SDCRAA); San Diego, CA Pat led the assessment team in the development of a life cycle analysis and ten-year capital requirements for 32 buildings encompassing over two million square feet including three passenger terminals, passenger boarding bridges, and the baggage handling system. The Faithful+Gould work product is currently being incorporated into the SDCRAA Airport Development Plan.
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Wing Long
Chief Cost Estimator
Bio: Wing’s experience includes oversight of budget cost plans, design phase cost estimates and budgeting, cost management, value engineering, construction cost controls, and the finalization of project accounts. He has supervised services for aviation projects valued up to $6 billion. Wing has been instrumental in working with project design teams and Owner Clients to keep designs within scope and budget.

Relevant experience includes:

City of Long Beach, City-wide FCA; Long Beach, CA
Wing provided cost estimates on select facilities of over 367 buildings in the City of Long Beach. Facilities included public works, municipal services, fire departments, municipal utility services, police stations, health services, parks and recreational buildings, and administrative buildings.

City of Santa Monica, Public Safety Building; Santa Monica, CA Wing provided cost estimates for a new, award-winning four-story headquarters for the City’s police and fire departments. The building includes jail facilities and state-of-theart Emergency Operation Center (EOC) / 911 centers. The project is pursuing LEED Silver certification.

City of Los Angeles, Pan Pacific Park, Phases I and 2; Los Angeles, CA Wing provided cost estimates for site improvements on nine acres and a new 24,000 square foot multipurpose recreation center in Phase 1. Phase 2 included extensive renovations for a new 13,000 square foot senior center.

City of Campbell, City Hall Structural Upgrade, Estimating; Campbell, CA Wing provided cost estimating serviced for the City Hall’s structural upgrades. The scope in general consists of adding plates or straps at selected beam connections and along exterior walls at floor and roof levels. The building was built in 1970’s. It is a twostory structure of approximately 32,000 square feet.

City of Chandler, City-wide FCA; Chandler, AZ
Wing provided cost estimates on this city-wide FCA which included 44 buildings encompassing 1.5 million square feet. Faithful+Gould provided Chandler with a comprehensive report detailing the health (Facility Conditional Index or FCI) of each building and the city collectively, along with a 10-year projection of anticipated capital expenditures by year.

Salt Lake County - Salt Lake County Government Center; Salt Lake City, UT
Wing provided cost estimates for the facilities, grounds, and miscellaneous structures on County of Salt Lake property. The assessments included an asset inventory, identification of current facility condition deficiencies, recommended corrections for all deficiencies, cost estimates for corrections, and a forecast of future capital renewal costs upgrade needs and costs. These services assisted the County in important budget and maintenance decisions. The assessments and the efficacy of the resulting reporting assisted facilities management in demonstrating to County leadership the needs of individual County agency’s assets and the resources and funding required.

Education
B.S., Quantity Surveying,
University of
Witwaterstand,
Johannesburg, South
Africa
Licenses /
Certifications
Certificate of the Institute of
Valuers
Professional
Affiliations
Asian American Architects
and Engineers Association
(AAa/e), Board of Directors
South African Council for
Quantity Surveyors
American Association of
Airport Executives, Board
of Directors
Years of Experience
29 327
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Joe Kotila PMP®
Quality Assurance Manager
Bio: Joe has 15 years of experience in facilities, real estate finance, and project management. Formerly the Director of Facilities and Construction for the Arizona College of Nursing and the Facility Manager for the City of Scottsdale, Joe builds off his strong background in facilities capital finance and management to lead project and quality control teams. Providing strict project controls, Joe ensures that client deliverables adhere to project scope and maintain Faithful+Gould’s high standards.

Having served as a both a facility assessor and quality control manager, he provides end-to-end quality management that capitalizes on his project management (PMP®) and FCA experience. Joe manages a team of highly effective project quality managers (PQMs) who are committed to providing world-class deliverables to our clients.

Relevant experience includes:

City of Daly City, City-Wide FCA; CA
Joe provided extensive quality controls for the multi-phase assessment of municipal buildings. He applied his knowledge of local market bench marking of other California municipal organizations to provide a 10-year comprehensive facility needs forecast of both deferred maintenance and capital renewal expenditures.

City of Carson City, Facility Condition Assessment, Carson City, NV Joe provided facility condition assessment and sitework and hardscape assessment services for the city’s buildings and parks. Our assessments provided the City with tangible and accurate asset data that will be directly mapped to their CMMS system as well as comprehensive strategic plan for facilities funding.

City of Long Beach, City-wide Facility Condition Assessment; CA Joe is part of the Faithful+Gould team to provide FCAs on select facilities of over 367 buildings in the City of Long Beach. Facilities included public works, municipal services, fire departments, municipal utility services, police stations, health services, parks and recreational buildings, and administrative buildings.

City of South Pasadena, City-wide FCA; CA
Joe provided quality assurance services for 11 facilities, totaling 62,755 square feet in the City of South Pasadena. Information provided in the assessment included the component’s age, useful life, associated costs, and prioritization based on replacement schedule.

City of Commerce, City-Wide FCA; CA
Joe served as quality control / quality assurance manager for the city-wide FCA in Commerce, CA. The assessment consisted of approximately 320,000 square feet of City-owned buildings including City Hall, storage facilities, community centers and libraries.

City of Scottsdale, City-wide FCA; AZ
Joe provided services as a consultant working directly with city staff to develop a FCA program and train 40+ city staff on FCA fundamentals, practices, and procedures.

This public-private partnership enabled the city to continually assess and analyze their portfolio of 300+ buildings.

Education
B.S., Housing and Real
Estate, University of
Minnesota
M.S., Project Management,
University of Kansas
Certifications
Certificate in Sustainble
Business Strategy - Harvard
Business School Online
Project Management
Professional (PMP®)
Certification
OSHA 10 Certification -
Occupational Safety and
Health Administration
(OSHA)
Professional
Affiliations
Member, Project
Management Institute (PMI)
Member, International Facility
Management Association
(IFMA)
Immediate Past President,
Arizona Government
Facilities Alliance (AGFA)
Years of Experience
15 328
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Stanford School of Medicine, Page Mill, Facility Condition Assessment Palo Alto, CA
Joe provided quality management services for the Stanford School of Medicine Page Mill building.

John Wayne Airport, FCA; Santa Ana, CA
Joe provided project controls and quality management for this project. Working closely with the assessment teams, Joe applied Southern California local market knowledge to develop client specific pricing and forecast scenarios for passenger terminals, support buildings, and parking structures.

Salt Lake County, County-wide FCA; Salt Lake City, UT
With a multi-year, multi-phase comprehensive assessment undertaken, Joe provided quality control and project management expertise for a wide range of county-owned buildings. As part of this project, Joe provided guidance for Energy Conservation Measures, cloud-based life cycle asset management software, as well as comprehensive report delivery.

City of Goodyear, City-wide FCA; AZ
Joe managed client deliverables including FCA reporting and data mapping to the city’s CMMS system for 150,000 square feet of municipal buildings. He led a collaborative effort to not only deliver high quality FCA reports, but to map the data to the client’s existing facilities work order systems for strategic planning and daily operational use.

State of Oregon, State-wide FCA for the Department of Administrative Services; OR
Joe was the quality manager for this multi-year, 28-phase project making sure deliverables were consistent and uniform across multiple state agencies including the Oregon Department of Corrections, the Oregon Department of Forestry, and the Oregon Department of Transportation.

State of Utah, State-wide FCA for Division of Facilities Construction & Management; UT
As quality manager, Joe led the quality management team for multi-year, 10-phase assessments for varied departments including Utah State University, the Utah Department of Construction and facilities, and the Department of Natural Resources.

The contract totals 33 million square feet of state-owned buildings and infrastructure. 329
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Robbie Dalziel BSc (Hons)
Architectural Assessor
Bio: Robbie Dalziel is part of the Strategic Asset Management (SAM) team as a senior facility condition assessor with more than eight years of experience across the United States, Canada and United Kingdom. He is highly articulate with a clear and analytical approach to problem solving and strong decision-making abilities.

Throughout his career, he has been involved in undertaking facility condition assessments of various building types, health and safety in construction, and design work.

Relevant experience includes:

City of Carson City, FCA; Carson City, NV
Robbie led the FCA Carson City project. The project encompassed of condition assessments of a wide range of City Government buildings. Robbie managed client communication and the assessment team throughout the project. Upon completion of the facility assessments, Robbie provided cost estimates and prioritized schedules of repair work via a 10-year capital expenditure cost table and written report for each building.

City of Culver City, FCA; Los Angeles, CA
Robbie provided facility assessments for the Culver City FCA project. The project encompassed condition assessments of a wide range of City Government buildings.

Upon completion of the facility assessments, Robbie provided cost estimates and prioritized schedules of repair work via a 10-year capital expenditure cost table and written report for each building.

City of Santa Monica, City-Wide Facility Condition Assessment; Santa Monica, CA
Robbie provided facility condition assessment services for 148 properties, including 13 municipal parks, to assist the city in developing a maintenance plan. The assessment included identifying and documenting both physical and operational deficiencies in each building, providing the estimated average remaining useful life and cost of replacement for each, and identifying the Facility Condition Index (FCI) for each building and comparing the estimated costs of repairs to the projected cost of replacing the facility.

State of Oregon, State-wide FCA for Various Agencies; OR Robbie provided facility assessments for the State of Oregon’s FCA project. The project includes multiple state agencies, including the Departments of Transportation, Forestry, Fish and Wildlife, and Military. The Department of Youth Authority, the State Police, and the Department of Public Safety Standards & Training were also included. The project encompassed the assessment of a wide range of building types, as well as leading the Oregon Military Department project.

TriMet, Tri-County Metropolitan Transportation District FCA; Portland, OR
Robbie led the FCA project for the assessment of numerous buildings recently added to the TriMet portfolio. Upon completion of the facility assessments, Robbie provided cost estimates and prioritized schedules of repair work via a 10-year capital expenditure cost table along with a written report for each building.

Education
B.S., Building Surveying,
Northumbria University,
England
Licenses /
Certifications
IOSH Managing Safely
Qualification
Housing Health and Safety
Rating System Certificate
Professional
Affiliations
APC candidate of the Royal
Institution of Chartered
Surveyors (RICS)
Years of Experience
9 330
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Boyka Alexieva
Architectural Assessor
Bio: Boyka is a proven team leader with solid expertise in the preparation of annual budgets, monthly financial variance reports, operations analysis, and leasing reports for the client. She has deep knowledge in analyzing and negotiating commercial leases. Additionally, Boyka’s experience includes developing and negotiating subcontractor, consultant, or engineering agreements including safety plans, schedules, and scope-of-work necessary to fulfill project requirements.

Relevant experience includes:

City of Chandler, FCA; Chandler, AZ
Boyka served as a project lead and lead assessor leading a team of four assessors for the condition assessment of 1.1 million square feet of city-owned buildings and infrastructure for the City of Chandler. The project included police and fire stations, multi-story City Hall buildings, multi-story office and support space, libraries, museums, theaters, and more, ranging from new high-tech buildings to 50-year-old structures.

City of Long Beach, City-wide Facility Condition Assessment; CA Boyka is part of the Faithful+Gould team to provide FCAs on select facilities of over 367 buildings in the City of Long Beach. Facilities included public works, municipal services, fire departments, municipal utility services, police stations, health services, parks and recreational buildings, and administrative buildings.

State of Oregon, DPSST Condition Assessment; OR
Boyka served as a project lead and lead assessor, leading a team of four assessors for the condition assessment of 295,000 square-feet of state-owned buildings and infrastructure for the State of Oregon Police Academy. The building assessments included firearms and skill training facilities, dormitories, and multi-story office and support space including site systems.

City of Chandler Fire Support Building; Chandler, AZ
Boyka served as a project lead and lead assessor for City of Chandler Fire Support Building. The building consists of one-story with a mezzanine facility encompassing approximately 17,060 square-feet.

Goodyear, Branch Library FCA; Goodyear, AZ
Boyka performed a facility condition assessment for the City of Goodyear Branch Library. The building is a one-story structure with a total approximate gross square footage of 10,000 square-feet.

Carson City FCA; Carson City, NV
Boyka served as the project quality manager (PQM). Project scope included facility condition assessments of 164 buildings in Carson City. Facilities included office buildings, maintenance, wells, fire stations, and parks, among others.

Moreno Valley, FCA Task Order; Moreno Valley, CA
Boyka served as quality controls reviewer.

Education
M.S., Structural Engineering
specialized in Reinforced
Concrete Structures,
University of Architecture, Civil
Engineering and Geodesy,
Sofia, Bulgaria 1164
Licenses /
Certifications
IOSH Managing Safely
Qualification
Housing Health and Safety
Rating System Certificate
AZ Real Estate License since
1999. License # SA519876000
Professional
Affiliations
Currently studying for Project
Management Institute (PMI)
Member
Years of Experience
24 331
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City of Commerce, City-Wide Facility Condition Assessment; Commerce, CA
Boyka served as quality control reviewer on Faithful+Gould's contract providing assessments for city-wide buildings and building equipment/systems. Data and analysis retrieved will be used to develop a report which documents and prioritizes a comprehensive repair, alteration, and improvement budget for extending building life for 50 years.

City of South Pasadena, City-Wide Facility Condition Assessment; Pasadena, CA
Boyka served as quality control reviewer. Project scope included facility condition assessments of 11 buildings in the City of South Pasadena. Facilities included police and fire stations, City Hall, recreational buildings, libraries and a public works yard, among others.

San Diego County Regional Airport Authority, Facility Condition Assessment; San Diego, CA
Boyka was part of the Faithful+Gould team that conducted a baseline facility condition assessment of more than 1.8 million square feet for SDCRAA to plan for the long-term financial health in operating these facilities.

State of Oregon, State-Wide Facilities Condition Assessment; OR Boyka served as the quality control reviewer. The scope involved the assessment of 111 buildings at approximately four million square feet during pilot phase for three state agencies, Oregon Youth Authority, Department of Administrative Services, Facilities Planning Unit, and the Oregon Liquor Control Commission. Phase 2 of the program encompasses the assessment of 12 million square-feet of buildings. 332
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Scott Edson
MEP Assessor
Bio: Scott is an educated and experienced HVAC and facilities professional with over 15 years’ of progressively responsible experience in maintenance, troubleshooting, diagnosis, repair, and overhaul on many types of equipment. He is experienced in supervising and training new maintenance techs and is CFC / EPA universal certified.

Relevant experience includes:

City of Chandler, City-wide FCA; AZ
Scott was as a facility assessor on this city-wide FCA which included 44 buildings encompassing 1.5 million square feet. Faithful+Gould provided Chandler with a comprehensive report detailing the health (Facility Conditional Index or FCI) of each building and the city collectively along with a 10-year projection of anticipated capital expenditures by year.

City of Long Beach, City-wide FCA; CA
Scott was a facility assessor on this city-wide FCA that included 220+ facilities for the City of Long Beach, CA.

City of Huntington Beach, City-Wide Facility Condition Assessment; Huntington Beach, CA
Scott provided FCA services as part of the Faithful+Gould team that was selected to perform a “no bid” pilot facility conditional assessment for the City of Huntington Beach based on a strong referral from the City of Long Beach. The initial assignment involved assessment of the City Hall, fire and police department headquarters, public works, and the lifeguard and junior lifeguard stations. Initial assessments have been completed and draft reports, along with a combined executive summary, are currently under review by the city. Once the city’s review is completed and final reports are issued, notice to proceed on the balance of city facilities is expected to be forthcoming.

City of Culver City, City-wide FCA; CA
Scott performed assessment services for the City. Buildings assessed included historical buildings.

State of Utah, State-wide FCA for Division of Facilities Construction & Management; State-wide, UT
Scott is performing facility assessment services for a five-year contract to assess 33 million square feet of state-owned buildings and infrastructure for the State of Utah.

City of Moreno Valley, City-wide FCA; CA
Scott performed assessment services for the City. Buildings assessed included City Hall and police and fire stations.

Stanford School of Medicine, Page Mill, Facility Condition Assessment Palo Alto, CA
Scott provided MEP facility condition assessment services for the Stanford School of Medicine Page Mill building including a detailed analysis of central plant equipment and a detailed reconciliation of recent repair and unresolved mechanical issues.

Education
Refrigeration Technologies,
The Refrigeration School
Inc.; Phoenix, AZ
Licenses /
Certifications
CFC/EPA Universal Certified
Electrical Principles and
Applied Electricity
Residential Air Conditioning
Advanced Trouble-Shooting
Techniques
Basic Mechanical Principles
Advanced Air Conditioning
Techniques Refrigeration
Professional
Affiliations
Fire Prevention and
Protection for Buildings
Years of Experience
15 333
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Sandeep Nikam
MEP Assessor
Bio: Sandeep is a recognized industry expert in M&E Asset Audits within the UK having worked for most of the major companies in the FM sector. He has developed the MITIE asset survey standard which is used by many FM organizations and consultancies as a reference for asset surveys within the UK. He has tailored asset audits for facilities / contract managers to help them meet specific CAFM needs and contractual obligations. He has successfully project managed various M&E audits for MITIE and other organizations having recruited, trained, and mentored several engineers to conduct M&E audits. He is currently working within the strategic facility consulting division with Faithful+Gould in the U.S.

Relevant experience includes:

City of Carson City, City-wide FCA; NV
Sandeep provided FCAs working as part of a team for Carson City, NV. The project encompassed condition assessments of all city buildings including courts, jail, wastewater treatment facilities, park buildings, fire stations, etc. The facility assessments included cost estimates and prioritized schedules of repair work via a 10-year capital expenditure cost table and written report summarizing architectural, mechanical, electrical, and site systems for each building.

City of Goodyear, City-wide FCA; AZ
Sandeep provided facility assessment as part of a team for the City of Goodyear FCA project. Upon completion of the facility assessments, he provided the Transit Asset Management (TAM) a condition assessment and written report of each building, which is a statutory requirement for all transit agencies across the U.S.

City of Hayward, City-wide FCA; CA
Sandeep provided facility assessments working independently for the Hayward Executive Airport FCA project. The project encompassed condition assessments of several hangar buildings, some dating back to the 1940s. Upon completion of the facility assessments, Sandeep provided cost estimates and prioritized schedules of repair work via a 10-year capital expenditure cost table and written report for each building.

City of Moreno Valley, City-wide FCA; CA
Sandeep provided facility assessments as part of a team for the CMV FCA project.

The project encompassed condition assessments of several city buildings including fire stations. Upon completion of the facility assessments, he provided cost estimates and prioritized schedules of repair work via a 10-year capital expenditure cost table and written report for each building.

GS Realty Management, Property Condition Assessment, Oakmead West Class A Office Building; Sunnyvale, CA
Sandeep completed a property condition assessment of this 941,767 square-foot site consisting of seven detached, two-story Class A office buildings of steel-framed construction with associated parking and site features. Faithful+Gould’s property condition assessment provided an evaluation of the visually apparent condition of the properties and a forecast of anticipated capital expenditures required over the next seven years.

Education
M.B.A., Edinburgh Business
School, Heriot-Watt
University; Edinburgh,
Scotland
B.E., Mechanical, Sardar
Patel College of Engineering,
University of Mumbai, India
Licenses /
Certifications
MEP Asset Condition
Surveys
Survey Planning and
Management
Technical Asset
Management, (CAFM)
FM Consultancy
Maintenance Engineering
Statutory Compliance
Professional Affiliations
BIFM, Professional Member
IFMA, Professional Member
ASME, Professional Member
Software
CAFM Systems
IBM Maximo
KyKloud Asset Capture
Tech Forge Asset Capture
Years of Experience
22 334
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Hines, Park Tower, Property Condition Assessment; San Francisco CA Sandeep completed a property condition assessment of this 43-story, 900,000- square-foot Class A office building. Faithful+Gould provided an evaluation of the visually apparent condition of the property and a forecast of anticipated capital expenditures required over the next ten years.

Hines, 415 20th Street, Property Condition Assessment; Oakland, CA Sandeep completed a property condition assessment of this 82,000-square-foot office building. Faithful+Gould provided an evaluation of the visually apparent condition of the property and a forecast of anticipated capital expenditures required over the next ten years.
.
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Appendix B
Sample FCA Report
336
Facility Condition Assessment
For
City of Long Beach
FD Headquarters
3205 Lakewood Blvd
Long Beach ,
CA 90808
Date of Report: January 24, 2020
Provided By:

Faithful+Gould, Inc.

Provided For:

Long Beach
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Table of Contents
Executive summary................................................................................................................................................3 Introduction ...........................................................................................................................................................3 Limiting Conditions ...............................................................................................................................................3 Project Details.......................................................................................................................................................4 Building Details .....................................................................................................................................................4 Building Description ..............................................................................................................................................5 Property Executive Summary ...............................................................................................................................5 Architectural Executive Summary.........................................................................................................................5 Mechanical Executive Summary ..........................................................................................................................6 Electrical Executive Summary ..............................................................................................................................6 Site Executive Summary.......................................................................................................................................7 Summary of Findings............................................................................................................................................8 Building Expenditure Summary ............................................................................................................................8 Distribution of Immediate (Year 1) Needs by Building System.......................................................................... 12 Distribution of Future (Year 2 – Year 10) Needs by Building System ............................................................... 14 ACCESSIBILITY OVERVIEW ........................................................................................................................... 15 Energy Conservation Measures ........................................................................................................................ 16 Facility Condition Needs Index .......................................................................................................................... 17 Needs Sorted by Prioritization of Work.............................................................................................................. 19 Needs Sorted by Plan Type............................................................................................................................... 20 A SubStructure Systems..................................................................................................................................... 21 B Shell Systems................................................................................................................................................... 22 C Interiors Systems............................................................................................................................................. 27 D Services Systems............................................................................................................................................. 32 E Equipment & Furnishing Systems.................................................................................................................. 43 G Building Sitework Systems............................................................................................................................. 45 338
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Executive summary
Introduction
In accordance with the contract held between The City of Long Beach and Faithful+Gould Inc, this completed report provides a comprehensive Facility Condition Assessment of the FD Headquarters located at 3205 Lakewood Blvd, Long Beach , CA, 90808 (The Property).

This report provides a summary of the facility information known to us at the time of the study, the scope of work performed, an equipment inventory, evaluation of the visually apparent condition of The Property together with a forecast of capital expenditures anticipated over the next 10 years. The expenditure forecast does not account for typical preventative maintenance items such as changing filters to fan coil units.

Our cost rates to produce life cycle and replacement cost estimates are based on our knowledge of the local regional market rates and the RS Means Cost Database benchmarking. Our line item costs assume that the work will be procured through public general contractor bids. Capital expenditure pricing includes an uplift of 45% to allow for professional fees, general contractor overhead/profit, management costs, adherence with the California Prevailing Wage Law, permitting, etc.

This report provides a summary of the anticipated primary expenditures over the 10-year study period. Further details of these expenditures are included within each respective report section and within the 10-year expenditure forecast, in Appendix A.

The report also calculates the Current Facility Condition Needs Index (FCNI) which is used in Facilities Management to provide a benchmark to compare the relative condition of a group of facilities. The FCNI is a snapshot of the current condition of the building. Future conditions of the building, known as the FCI are also presented. The FCNI and FCI scores are primarily used to support asset management initiatives of federal, state, and local government facilities organizations.

Limiting Conditions
This report has been prepared for the exclusive and sole use of the City of Long Beach. The report may not be relied upon by any other person or entity without the express written consent of Faithful+Gould.

Any reliance on this report by a third party, any decisions that a third party makes based on this report, or any use at all of this report by a third party is the responsibility of such third parties. Faithful+Gould accepts no responsibility for damages, if any, suffered by any third party as a result of decisions made, or actions taken, based on this report.

The assessment of the building/site components was performed using methods and procedures that are consistent with standard commercial and customary practice as outlined in ASTM Standard E 2018-015 for PCA assessments. As per this ASTM Standard, the assessment of the building/site components is based on a visual walk-through site visit, which captured the overall condition of the site at that specific point in time only.

No legal surveys, soil tests, environmental assessments, geotechnical assessments, detailed barrier-free compliance assessments, seismic assessments, detailed engineering calculations, or quantity surveying compilations have been made. No responsibility, therefore, is assumed concerning these matters. Faithful+Gould did not design or construct the building(s) or related structures and therefore will not be held responsible for the impact of any design or construction defects, whether or not described in this report. No guarantee or warranty, expressed or implied, with respect to the property, building components, building systems, property systems, or any other physical aspect of The Property is made.

The recommendations and our opinion of probable costs associated with these recommendations, as presented in this report, are based on walk-through non-invasive observations of the parts of the building which were readily accessible during our visual review. Conditions may exist that are not as per the general condition of the system being observed and reported in this document. Opinions of probable costs presented in this report are also based on information received during interviews with operations and maintenance staff. In certain instances, 339
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4 City of Long Beach
Faithful+Gould has been required to assume that the information provided is accurate and cannot be held responsible for incorrect information received during the interview process. Should additional information become available with respect to the condition of the building and/or site elements, Faithful+Gould requests that this information be brought to our attention so that we may reassess the conclusions presented herein.

The opinions of probable costs are intended for global budgeting purposes only. Faithful+Gould has no control over the cost of labor and materials, general contractor’s or any subcontractor’s method of determining prices, or competitive bidding and market conditions. The data in this report represent an opinion of probable cost of construction and is made on the basis of the experience, qualifications, and best judgment of the professional consultant familiar with the construction industry. Faithful+Gould cannot and does not guarantee that proposals, bids, or actual construction costs will not vary from this or subsequent Cost Estimates. The scope of work and the actual costs of the work recommended can only be determined after a detailed examination of the site element in question, understanding of the site restrictions, understanding of the effects on the ongoing operations of the site/building, definition of the construction schedule, and preparation of tender documents.

Project Details
On December 10, 2019, Errol Hawkins of Faithful+Gould visited The Property to observe and document the condition of the building and site components. During our site visit, Faithful+Gould was assisted by Cory Fackiner (Battalion Chief) who is associated with City of Long Beach.

Building Details
Item Description
Project Name FD Headquarters
Property Type ADM
Full Address
3205 Lakewood Blvd
Long Beach ,
CA 90808
Onsite Date December 10, 2019
Historic District No
Historic Building No
Year Built 1997
Occupancy Status Occupied
Number of Stories 2
Gross Building Area (GSF) 94,500
Current Replacement Value (CRV) $70,875,000
CRV/GSF ($/Sq Ft) $750.00 / Sq Ft
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Building Description
Property Executive Summary
The Fire Department Headquarters is a two story building located at 3205 Lakewood Boulevard in Long Beach
California. The building is approximately 195,401 square feet and was constructed circa 1997, a portion of the building was leased by the Long Beach Fire Department which made tenant improvements circa 2007. The Long Beach Police Department occupies a portion of office and garage/hangar space within the building as well. The remaining portion of the building is utilized by Homeland Security or is unoccupied.

Architectural Executive Summary
The structure rests on a typical reinforced concrete slab-on- grade placed over a compacted aggregate base. The exterior walls of the buildings main entrance consist of aluminum siding with fixed aluminum window units and a glazed aluminum
storefront with swing doors, the remainder of the building’s exterior walls are preformed corrugated metal wall panels which contain multiple single hollow metal doors, double hollow metal doors, and electric rolling overhead doors. The roof construction consists of open-web steel joists with a standing seam metal roof finish that is sloped to roof drains with interior leaders. Roof openings include multiple plastic skylights, two glass skylights, and three galvanized steel roof hatches with steel constructed ladders for roof access. There is multiple interior cement filled metal pan regular stairs to provide access to the upper level offices.

Interior partitions are typically gypsum wallboard (GWB) affixed to metal stud walls. Interior partitions contain multiple standard interior window units, single wood doors, double wood doors, interior hollow metal doors, and electric rolling overhead doors. There are site built toilet partitions located in the restrooms throughout the building. Interior floor finishes include epoxy floor coating, ceramic tile, vinyl composite tile (VCT), rubber sheet flooring, and standard broadloom
carpeting without padding. Interior wall finishes include standard paint finish throughout and ceramic wall tiles located in the restrooms. Ceiling finishes include painted GWB and a standard acoustic ceiling system. There is fixed casework present throughout the building including standard floor mounted base cabinets, standard wall mounted cabinets,
laminated countertops, and solid surface countertops.
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Mechanical Executive Summary
Heating and cooling for the building is provided by multiple rooftop mounted packaged units with heating and cooling and full split-systems. The rooftop mounted packaged units are manufactured by Carrier and range from 4 to 12 ton units. The full split-systems are manufactured by Carrier with capacities ranging from 2 to 3 tons. There are ten exhaust fans located on the roof with capacities ranging from 750 to 10750 CFM.

Hot water is provided by two commercial electric water heaters manufactured by Rheem with capacities of 85 and 120 gallons.

There is a hot water storage tank manufactured by Bradford White with a capacity of 200 gallons.

Plumbing fixtures include multiple floor mounted vitreous china water closets, wall hung vitreous china urinals, vanity top lavatories, three wall ceramic tile showers, countertop mounted double bowl kitchen sinks, wall mounted dual/bi-level drinking fountains with cooling systems, a wall mounted single drinking fountain with cooling system, floor mounted service sinks, and a single semicircular industrial group wash fountain system.

There is a standard hydraulic passenger elevator
manufactured by Montgomery KONE present in the building.

The building is equipped with a wet-pipe sprinkler system throughout with two circulation pumps/motors at an estimated capacity of 50-74 horsepower (HP).

Electrical Executive Summary
Power for the building is provided by multiple panelboards rated at 277/408 volts at 400 to 500 amps and a switchboard rated at 277/408 volts at 400 amps throughout the building, there was no access to the main distribution panel (MDP) at the time of assessment. There are multiple transformers rated from 15 to 150 KVA throughout the building as well.

Interior lighting is provided by fluorescent light fixtures located in the offices and gym areas and high bay fluorescent fixtures located in the hangar areas. Exterior lighting is provided by wall mounted LED pack light fixtures around the perimeter.

The building is equipped with a fire alarm system including a control panel.
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Site Executive Summary
There is an emergency backup diesel generator manufactured by Generac on site, based on the pre-inspection questionnaire a replacement for the emergency generator is scheduled for 2020 therefore the cost of replacement has been excluded from the report.

Other site systems present include two operable barrier gates, there is a 10 HP air compressor manufactured by Ingersoll Rand, there are two 500-gallon diesel fuel storage tanks, and an asphalt parking lot with stripping.
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Summary of Findings
This report represents summary-level findings for the Facility Condition Assessment. The deficiencies identified in this assessment can be combined to develop an overall Long-Term Capital Needs Plan that can be the basis for a facility wide capital improvement funding strategy. Key findings from the Assessment include:

Key Findings Metric
Current Year Facility Condition Needs Index 5.87 %
Immediate Capital Needs (Year 1)
(included in FCNI) $4,158,382
Future Capital Needs (FCI) (Year 2 to Year 10) $5,056,572 Building Expenditure Summary
The building expenditure summary section provides an executive overview of the findings from the assessment.

The chart below provides a summary of yearly anticipated expenditures over the study period for the FD Headquarters building. In addition, we have scheduled key findings highlighting items greater than $5,000 and their anticipated failure year. Further details of these expenditures are included within each respective report section and within the expenditure forecast, in Appendix A of this report. The results illustrate a total anticipated expenditure over the study period of approximately $9,214,954. 344
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Key Findings
B Shell: Siding repair/replacement at an estimated cost of $13,102 in year 2020 B Shell: Replace Skylight - Plastic at an estimated cost of $612,271 in year 2028 C Interiors: Replace Broadloom Standard without Padding at an estimated cost of $207,451 in year 2020
C Interiors: Replace Epoxy Floor Coating at an estimated cost of $2,054,803 in year 2020 C Interiors: Replace Painted Finish - Standard at an estimated cost of $286,657 in year 2020 C Interiors: Replace Rubber Sheet at an estimated cost of $155,159 in year 2022 C Interiors: Replace Vinyl Composite Tile (VCT) at an estimated cost of $32,009 in year 2025 C Interiors: Replace Toilet Partition at an estimated cost of $168,329 in year 2027 C Interiors: Repaint Interior Walls at an estimated cost of $391,635 in year 2028 D Services: Replace Service Sink Floor Mounted at an estimated cost of $7,607 in year 2020 D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $49,464 in year 2020
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $28,265 in year 2020
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $84,795 in year 2020
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $84,795 in year 2020
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $49,464 in year 2020
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $49,464 in year 2020
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $56,530 in year 2020
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $84,795 in year 2020
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $84,795 in year 2020
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $56,530 in year 2020
D Services: Replace Split-System (Full System) at an estimated cost of $19,206 in year 2020 D Services: Retrofit Light Fixtures to LED type at an estimated cost of $57,078 in year 2020 D Services: Replace Domestic Hot Water Heater - Electric at an estimated cost of $16,165 in year 2020 D Services: Replace Domestic Hot Water Heater - Electric at an estimated cost of $22,822 in year 2020 345
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D Services: ECM 002 Update Interior Lighting to Energy Efficient Lighting at an estimated cost of $813,105 in year 2020
D Services: Replace Exhaust Fan at an estimated cost of $7,039 in year 2020 D Services: Replace Exhaust Fan at an estimated cost of $9,708 in year 2020 D Services: Replace Exhaust Fan at an estimated cost of $6,068 in year 2020 D Services: Replace CW Circulation Pump/Motor 50-74 HP at an estimated cost of $248,246 in year 2022
D Services: Replace Fire Alarm System (Full System Inc. Panel) at an estimated cost of $1,805,887 in year 2022
D Services: Replace Exhaust Fan at an estimated cost of $56,406 in year 2022 D Services: Replace Exhaust Fan at an estimated cost of $56,406 in year 2022 D Services: Replace Exhaust Fan at an estimated cost of $6,559 in year 2022 D Services: Replace Exhaust Fan at an estimated cost of $56,406 in year 2022 D Services: Replace Exhaust Fan at an estimated cost of $56,406 in year 2022 D Services: Replace Split-System (Full System) at an estimated cost of $14,390 in year 2023 D Services: Replace Telephone & Data System at an estimated cost of $897,703 in year 2023 D Services: Replace Group Wash Fountain System Semicircular - Industrial at an estimated cost of $38,890 in year 2027
D Services: Replace Wall Mounted Drinking Fountain with Cooling System (Dual/Bi-Level) at an estimated cost of $59,205 in year 2027
D Services: Replace Wall Mounted Drinking Fountain with Cooling System (Single) at an estimated cost of $14,511 in year 2027
D Services: Replace Service Sink Floor Mounted at an estimated cost of $9,998 in year 2027 D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $65,010 in year 2027
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $37,148 in year 2027
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $83,584 in year 2027
D Services: Replace Packaged Outdoor - Cooling and Heating at an estimated cost of $83,584 in year 2027
D Services: Replace Split-System (Full System) at an estimated cost of $25,243 in year 2027 D Services: Replace Split-System (Full System) at an estimated cost of $16,829 in year 2027 D Services: Replace Countertop Double Bowl Kitchen Sinks at an estimated cost of $10,554 in year 2027
D Services: Replace Domestic Hot Water Storage Tanks at an estimated cost of $33,327 in year 2027 346
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E Equipment & Furnishing: Replace Operable Barrier Gate at an estimated cost of $20,878 in year 2024

1. All costs presented in present day values

2. Costs represent total anticipated values over the 10-year study period

3. The Key Findings above represent expenditures of $5,000 or above only. For a full list of expenditures, please refer to Appendix A of this report 347
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Distribution of Immediate (Year 1) Needs by Building System 348
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Building System Estimated Cost Percentage of Total Cost Carpeting $207,451 5.0%
Direct Expansion Systems $19,206 0.5%
Exhaust Ventilation Systems $30,824 0.7%
Exterior Wall Construction $13,102 0.3%
Hardeners and Sealers $2,054,803 49.4%
Hot Water Service $38,987 0.9%
Lighting Equipment $870,183 20.9%
Package Units $628,900 15.1%
Sinks $7,607 0.2%
Wall Finishes to Interior Walls $286,657 6.9%
Windows $662 0.0%
Total $4,158,382 100%
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Distribution of Future (Year 2 – Year 10) Needs by Building System Building System Estimated Cost Percentage of Total Cost B30 Roofing $612,271 12.1%
C10 Interior Construction $168,329 3.3%
C30 Interior Finishes $578,803 11.5%
D20 Plumbing $166,485 3.3%
D30 HVAC $806,217 15.9%
D50 Electrical Systems $2,703,590 53.5%
E10 Equipment $20,878 0.4%
Total $5,056,572 100%
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ACCESSIBILITY OVERVIEW
Introduction
As a publicly accessible facility, access to and within the building for disabled building users will be governed (where applicable) by the 1991 Americans with Disability Act (ADA) Accessibility Guidelines. Specifically, under each use scenario two areas of the ADA have significant effect on the physical aspects of the Property.

Title I deals with employment discrimination, and requires that employers not discriminate against a disabled person in hiring or employment. This can impact the configuration and features of buildings and those employers are expected to make “reasonable accommodation”, including making facilities readily accessible to disabled employees.

Title III requires that public accommodation provide goods and services to disabled patrons on an equal basis with the non-disabled patrons. This title is the part of the Act with perhaps the greatest impact on buildings, which provide public accommodations.

The ADA has provided a benchmark for measuring accessibility, primarily orientated towards new construction.

It also provides guidance for modification of existing facilities to eliminate barriers to access. This benchmark is the ADA Accessibility Guidelines (ADAAG). The ADAAG was written by the Architectural and Transportation Barriers Compliance Board, and first issued in final form in July 1991. The stated purpose of the guidelines is to ensure that newly constructed facilities and altered portions of existing facilities covered by the ADA are readily accessible to disabled persons.

Visual Accessibility Survey—The scope of this limited visual survey is specifically limited to the following four areas. The user should be aware that due to the visual nature of the Tier I survey, the reliability of the results will be less accurate than a Tier II or III survey, which includes representative sampling measurements and counts.

The visual accessibility survey was carried out inconjunction with the FCA and any recommended ADA works have been included in the respective asset or system setion of this report and categorised as ADA Plan items:

Accessible Entrances. Providing access from public sidewalks, parking or public transportation that enables disabled individuals to enter the facility.

Access to Goods and Services. Providing horizontal and vertical access to areas within the building where goods and services are made available to the public.

Usability of Restrooms. Providing access to restroom facilities.

Removal of Remaining Barriers. Providing access to the goods, services, facilities, privileges, advantages, or accommodations.
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Energy Conservation Measures
Energy Conservation opportunities have been identified through an assessment of the systems and equipment during the Facility Condition Assessment (FCA) and provide simple payback in years and the annual cost avoidance for each ECM.

The physical assessment consisted of a limited, non-intrusive visual assessment of the building and its components. It was expected that generally all aspects of the buildings were made assessable, including provision to gain access to the roof, interior areas, mechanical, electrical rooms and common areas. Confined spaces or hazardous areas were not expected to be assessed. Low-sloped roofs with safe access were accessed; however, high-sloped, inaccessible roofs or roofs that were considered unsafe without the use of personal protective equipment were not accessed.

The assessment techniques followed the ASTM standards for property condition assessments (ASTM E2018-15) and consisted of a visual assessment of those components that are readily accessible and visible. The building assessment was limited to those components that affected energy usage, which typically include:
• Building Envelope, material description, construction type, windows and doors • Lighting, type and approximate coverage by type
• Heating, type and area serviced
• Cooling, type and area serviced
• Ventilation, type
• Domestic Hot Water, method of heating, capacity, storage • Miscellaneous Equipment, motors, solar panels, pools etc.

We have focused our assessment of energy conservation opportunities on measures that have realistic payback periods of 10 years or less. Our experience tells us that major architectural and mechanical system upgrades are almost never justified based on energy savings alone. We recommend specifying suitable high efficiency replacements for systems that are at the end of their useful life in an effort to lower long term cost of ownership. Some typical examples of energy conservation opportunities that are justified based on energy savings alone include, but are not limited to the following:
• Lighting lamp and ballast retrofits
• Variable Frequency Drive (VFD) upgrades on motors with variable loads greater than 20 horsepower • HVAC system retrocommissioning and/or controls upgrades • Instantaneous domestic water heaters
• Heat recovery on 100% fresh air HVAC systems
• Economizer / free cooling upgrades on suitable HVAC systems • Attic insulation upgrades
Projected Expenditures
Type Energy Conservation Measure
Net Cost
($)
Annual
Saving ($)
Simple
Payback
(Years)
D5020 ECM 002 Update Interior Lighting to Energy
Efficient Lighting 813,105 10,540.92 77.14
D5020 Retrofit Light Fixtures to LED type 57,078 .00 0.00 352
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Facility Condition Needs Index
In this report we have calculated the Current Year Facility Condition Needs Index (FCNI) for the facility; illustrating the likely condition of the systems, equipment and building needs should the required funding not be expended over the cost study period. The FCNI is used in Facilities Management to provide a benchmark to compare the relative condition and needs of a group of facilities. The FCNI is primarily used to support asset management initiatives of federal, state, and local government facilities organizations.

The FCNI is the ratio of accumulated Deferred Maintenance (DM) (total sum of immediate required and recommended works) to the Current Replacement Value (CRV) for a constructed asset. Calculated by dividing DM and Needs by CRV. The range is from zero for a newly-constructed building, to 100% for a constructed asset with a Deferred Maintenance value equal to its CRV. Acceptable ranges vary by Building Type, but as a general guideline, the FCNI scoring system is as follows:

If the FCNI rating is 60% or greater then replacement of the asset/building should be considered instead of renewal.

The chart below indicates the current FCNI ratio of the FD Headquarters building.

FD Headquarters , FCNI: 5.87%
Condition Definition Percentage Value
GOOD In a new or well-maintained condition with no visual evidence of wear, soiling or other deficiencies.
0% to 5%
FAIR Subject to wear and soiling but is still in a serviceable and functioning condition.
5% to 10%
POOR Subjected to hard or long-term wear. Nearing the end of its useful or serviceable life. Greater than 10%
V-POOR Subjected to hard or long-term wear. Has reached the end of its useful or serviceable life. Renewal now necessary.

Greater than 60%
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The chart below indicates the effects of the FCNI ratio per year, assuming the required funds and expenditures ARE made to address the identified actions each year.

The Chart below indicates the cumulative effects of the FCI ratio over the study period assuming the required funds and expenditures are NOT provided to address the identified works and deferred maintenance each year. 354
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Needs Sorted by Prioritization of Work
Faithful+Gould has prioritized the identified work in order to assist with analyzing the deficiencies found during the assessment. The following Priorities are shown below:

The chart below illustrates the breakdown of expenditure according the priority coding providing an opportunity to strategically plan and effectively direct funding to the highest priority.

Building System Priority 1 Priority 2 Priority 3 Total
B Shell $ $13,764 $612,271 $626,034
C Interiors $ $2,548,911 $747,132 $3,296,042
D Services $1,805,887 $1,595,708 $1,870,405 $5,262,001
E Equipment & Furnishing $ $ $20,878 $20,878
Totals $1,805,887 $4,158,382 $3,250,686 $9,214,954
•Systems requiring immediate action that have failed, compromises staff or public safety or requires to be upgraded to comply with current codes and accessibility
Priority 1
Currently Critical
•A system or component is nearing end of useful life, if not addressed will cause additional deterioration and added repair costs Priority 2
Potentially Critical:
• Lifecycle replacements neccessary but not critical or mid-term future replacements to maintain the integrity of the facility or component Priority 3
Necessary / Not Critical:
0 0
0 0
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Needs Sorted by Plan Type
Faithful+Gould has prioritized the identified work according to the Plan Type or deficiency categories in order to assist with analyzing the deficiencies found during the assessment. The following Plan Types are shown below:

The chart below illustrates the breakdown of expenditure according to the Plan Type or deficiency categories providing an opportunity to strategically plan and effectively direct funding.

Building System Total Cost
Deferred Maintenance $946,739
Capital Renewal $4,664,938
Routine Maintenance $2,733,094
Energy & Sustainability $870,183
Total $9,214,954
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A SubStructure Systems
A10 FOUNDATIONS
A1031 Standard Slab on Grade
Description
The structure rests on a typical reinforced 4 to 8-inch-thick concrete slab-on-grade with welded wire fabric placed over a compacted aggregate base.

Condition
The slab-on-grade was observed to be in fair to good condition. There were no signs of undue settling or major cracks noted. therefore based on the condition no replacement is anticipated within the study period. 357
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B Shell Systems
B10 SUPERSTRUCTURE
B1015 Exterior Stairs and Fire Escapes
Description
There are multiple vertical steel ladders throughout the facility to provide roof access.

Condition
The vertical steel ladders were observed to be in fair to good condition and were properly secured to the structure.

No actions are anticipated during the study period.

B1021 Flat Roof Construction
Description
The flat roof construction consists of open-web steel joists with a metal roof deck.

Condition
The open-web steel joists with metal roof deck was observed to be in fair to good condition overall, no actions are anticipated during the study period.
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B20 EXTERIOR ENCLOSURE
B2011 Exterior Wall Construction
Description
The exterior walls of the facility are mainly comprised of preformed corrugated metal wall panels. The office section exterior walls are finished with aluminum panel siding.

Condition
The exterior walls of the facility were observed to be in fair and fair to good conditions, no actions are anticipated during the study period.

B2021 Windows
Description
The exterior walls of the facility contain multiple fixed aluminum window units.

Condition
The aluminum window units were observed to be in fair to good condition overall, however some window sealant was observed to need replacement, an action has been generated for sealant replacement.

B2023 Storefronts
Description
The first level of the building has a glazed aluminum storefronts with swing doors.

Condition
The glazed aluminum storefront with swing doors was observed to be in fair condition. No actions are anticipated during the study period.
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B2039 Other Doors & Entrances
Description
There are multiple exterior single hollow metal doors and double hollow metal doors with closing hardware located around the facility.

Condition
The single hollow metal doors and double hollow metal doors were observed to be in fair to good condition, no actions are anticipated during the study period.

Projected Expenditures
Identified recommended works that are required during the 10-year study period are scheduled below.

ID Type Recommendation Priority Year Expenditures
301877 B2010 Siding repair/replacement Priority 2 2020 $13,102 301878 B2020
Replace Caulking/Sealant at Exterior
Elevations (Expansion Joints, Windows,
Storefront, Curtain Walling and Door
Openings)
Priority 2 2020 $662

TOTALS BY YEAR
Year Total Expenditures
2020 $13,764
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B30 ROOFING
B3011 Roof Finishes
Description
The flat roof construction consists of open-web steel joists with a metal roof deck.

Condition
The open-web steel joists with metal roof deck was observed to be in fair to good condition overall, no actions are anticipated during the study period.

B3016 Gutters and Downspouts
Description
The roof of the building drains to multiple roof drains with interior leaders.

Condition
The roof drains and interior leaders were observed to be in fair condition overall, no actions are anticipated during the study period.

B3021 Glazed Roof Openings
Description
The building's roof has multiple glass and plastic glazed roof openings to allow natural light to enter.

Condition
The glass skylights were observed to be in fair condition, no actions are necessary. The plastic skylights were observed to be in fair condition overall however they will reach the end of their useful life late in the study period therefore, replacement of the plastic skylight has been included in the report late in the study period. 361
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B3022 Roof Hatches
Description
The facility has three galvanized steel hatches that provide roof access to the various roof levels of the building.

Condition
The roof hatches were observed to be in fair condition with no issues noted, therefore no actions are anticipated during the study period.

Projected Expenditures
Identified recommended works that are required during the 10-year study period are scheduled below.

ID Type Recommendation Priority Year Expenditures
301879 B3020 Replace Skylight - Plastic Priority 3 2028 $612,271

TOTALS BY YEAR
Year Total Expenditures
2028 $612,271
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C Interiors Systems
C10 INTERIOR CONSTRUCTION
C1011 Fixed Partitions
Description
Interior partitions of the facility consist of GWB with a standard paint finish affixed to metal stud walls.

Condition
The interior partitions of the facility were observed to be in fair to good condition overall, no actions are anticipated during the study period.

C1014 Site Built Toilet Partitions
Description
The restrooms of the facility have multiple site-built toilet partitions present.

Condition
The site-built toilet partitions were observed to be in fair to good condition, based on the observed condition the RUL has been extended to late in the study period.

C1017 Interior Windows & Storefronts
Description
The building has standard interior windows throughout.

Condition
The standard interior windows were observed to be in fair to good condition, no actions are anticipated during the study period.
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C1021 Interior Doors
Description
The building contains multiple interior single wood doors and double wood doors throughout.

Condition
The interior single wood doors and double wood doors were observed to be in fair to good condition overall. No actions are anticipated during the study period.

Projected Expenditures
Identified recommended works that are required during the 10-year study period are scheduled below.

ID Type Recommendation Priority Year Expenditures
301880 C1010 Replace Toilet Partition Priority 3 2027 $168,329

TOTALS BY YEAR
Year Total Expenditures
2027 $168,329
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C20 STAIRS
C2011 Regular Stairs
Description
The building contains multiple sets of regular staircases constructed of cement filled metal pans to provide access to the upper levels and serve as evacuation routes.

Condition
The regular stairs were observed to be in fair to good condition, no actions are anticipated during the study period. 365
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C30 INTERIOR FINISHES
C3012 Wall Finishes to Interior Walls
Description
The wall finishes of the facility consist of ceramic wall tiles in the restrooms and standard paint finish to interior GWB partitions.

Condition
The ceramic wall tiles were observed to be in fair condition with no actions anticipated during the study period.

The standard paint finish was observed to be in fair condition overall however, based on industry standard repainting is recommended at the beginning of the study period and at regular intervals thereafter as a part of routine maintenance.

C3023 Hardeners and Sealers
Description
Floor finishes of the facility include Epoxy Floor Coating in the hangar areas, Ceramic Tile located in the restrooms, VCT located in the utility closets and break rooms, Rubber Sheet located in the gym area, and Standard Broadloom Carpet without padding located in the office area.

Condition
The Epoxy Floor Coating was observed to be in fair condition but has exceeded its EUL, it is recommended to be refinished at the beginning of the study period and at regular intervals thereafter as part of routine maintenance.

The Ceramic Tile was observed to be in fair to good condition overall, no actions are anticipated during the study period. The VCT was observed to be in fair condition, based on the RUL it is recommended to be replaced at the midterm of the study period. The Rubber Sheet flooring was observed to be in fair condition, based on the RUL it is recommended to be replaced prior to the midterm of the study period. The Standard Broadloom Carpet without padding was observed to be in fair condition overall however, since it has exceeded its RUL it is recommended to be replaced at the beginning of the study period.

C3031 Ceiling Finishes
Description
The building's ceiling finishes include GWB with a standard paint finish and a standard acoustic ceiling system. 366
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Condition
The ceiling finishes were observed to be in fair condition overall, no actions are anticipated for the GWB or standard acoustic ceilings during the study period.

Projected Expenditures
Identified recommended works that are required during the 10-year study period are scheduled below.

ID Type Recommendation Priority Year Expenditures
301881 C3010 Replace Painted Finish - Standard Priority 2 2020 $286,657 301882 C3010 Repaint Interior Walls Priority 3 2028 $391,635 301883 C3020 Replace Broadloom Standard without
Padding Priority 2 2020 $207,451
301884 C3020 Replace Vinyl Composite Tile (VCT) Priority 3 2025 $32,009 301885 C3020 Replace Epoxy Floor Coating Priority 2 2020 $2,054,803 301886 C3020 Replace Rubber Sheet Priority 3 2022 $155,159

TOTALS BY YEAR
Year Total Expenditures
2020 $2,548,911
2022 $155,159
2025 $32,009
2028 $391,635
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D Services Systems
D10 CONVEYING SYSTEMS
D1011 Passenger Elevators
Description
The building has a standard hydraulic passenger elevator manufactured by Montgomery KONE servicing the first and second level of the Fire Department. The elevator's interior cab finishes include wood panel siding and broadloom carpeting.

Condition
The standard hydraulic passenger elevator and cab finishes were observed to be in fair condition. No actions are necessary during the study period.
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D20 PLUMBING
D2011 Water Closets
Description
There are multiple floor mounted vitreous china water closets located in the restrooms throughout the building.

Condition
The floor mounted vitreous china water closets were observed to be in fair to good condition with no cracks or leaks detected or noted. No actions are anticipated during the study period.

D2012 Urinals
Description
The building has multiple wall hung vitreous china urinals located in the restrooms of the facility.

Condition
The wall hung vitreous china urinals were observed to be in fair to good condition with no leaks or cracks in the china. No actions are anticipated during the study period.

D2013 Lavatories
Description
There are multiple vanity top vitreous china lavatories located in the restrooms throughout the facility.

Condition
The vanity top vitreous china lavatories were observed to be in fair to good condition with no leaks or cracks in the china. No actions are anticipated during the study period.

D2014 Sinks
Description
The building has countertop mounted double bowl kitchen sinks located in the break rooms, floor mounted service sinks located in the utility closets, and a semi-circular industrial group wash fountain. 369
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Condition
The countertop mounted double bowl kitchen sinks, semi-circular industrial group wash fountain, and one floor mounted service sink were observed to be in fair condition, based on the RUL it is recommended to replace the sinks prior to the end of the study period. One floor mounted service was observed to be in poor to fair condition and is recommended for replacement early in the study period.

D2017 Showers
Description
There are multiple three wall ceramic tile showers located in the locker rooms of the facility.

Condition
The three wall ceramic tile showers were observed to be in fair to good condition and are expected to last beyond the study period.

D2018 Drinking Fountains and Coolers
Description
There are multiple wall mounted dual/bi-level drinking fountains with cooling systems and one wall mounted standard drinking fountain with cooling system located throughout the building interior.

Condition
The wall mounted drinking fountains were observed to be in fair condition, based on the RUL replacements are anticipated late in the study period.

D2021 Cold Water Service
Description
The domestic cold water system is supplied directly from the local public utility company and is assumed to enter the building at the east side.

Condition
The domestic water system at the building appeared to be in fair to good condition. No known corrosion was observed that could be attributed to age and deferred maintenance. No actions required. 370
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D2022 Hot Water Service
Description
Domestic hot water for the facility is provided by two commercial electric water heaters manufactured by Rheem with capacities of 120 and 85 gallons. There is a hot water storage tank with a 200 gallon capacity manufactured by Bradford White present.

Condition
The electric water heaters were observed to be in fair condition however both water heaters have surpassed the EUL therefore; it is recommended to replace the water heaters at the beginning of the study period. The hot water storage tank was observed to be in fair condition, based on the RUL it is recommended for replacement before the end of the study period.

D2031 Waste Piping
Description
Waste piping is assumed to be Acrylonitrile Butadiene Styrene (ABS) piping throughout the building.

Condition
No visually apparent problems with the sanitary waste piping were observed or reported. The waste system can be serviceable through the end of the study period with regular maintenance.

D2099 Other Piping Systems
Description
The facility has one 10 HP air compressor manufactured by Ingersoll Rand located in a shed at the north elevation and one small air dryer unit located inside the hangar area.

Condition
The air compressor and small air dryer unit were observed to be in fair condition, no actions are anticipated during the study period.
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Projected Expenditures
Identified recommended works that are required during the 10-year study period are scheduled below.

ID Type Recommendation Priority Year Expenditures
301887 D2010 Replace Wall Mounted Drinking Fountain
with Cooling System (Single) Priority 3 2027 $14,511
301888 D2010 Replace Service Sink Floor Mounted Priority 3 2027 $9,998 301889 D2010 Replace Service Sink Floor Mounted Priority 2 2020 $7,607 301890 D2010 Replace Wall Mounted Drinking Fountain
with Cooling System (Dual/Bi-Level) Priority 3 2027 $59,205 301891 D2010 Replace Countertop Double Bowl Kitchen
Sinks Priority 3 2027 $10,554
301892 D2010 Replace Group Wash Fountain System
Semicircular - Industrial Priority 3 2027 $38,890
301893 D2020 Replace Domestic Hot Water Storage Tanks Priority 3 2027 $33,327 301894 D2020 Replace Domestic Hot Water Heater -
Electric Priority 2 2020 $16,165
301895 D2020 Replace Domestic Hot Water Heater -
Electric Priority 2 2020 $22,822

TOTALS BY YEAR
Year Total Expenditures
2020 $46,594
2027 $166,485
372
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D30 HVAC
D3011 Oil Supply System
Description
The facility has two 500 gallon above ground diesel fuel tanks located at the north elevation.

Condition
The fuel storage tanks appeared to be in fair condition, no actions are anticipated during the study period.

D3032 Direct Expansion Systems
Description
There are four roof mounted full split-systems present, the systems are manufactured by Carrier and have capacities ranging from 2 to 3 tons.

Condition
The systems were observed to be in fair condition overall, based on the RULs two of the systems are recommended for replacements late in the study period, one system is recommended for replacement at the midterm of the study period, and one system is recommended for replacement at the beginning of the study period.

D3042 Exhaust Ventilation Systems
Description
There are ten exhaust fans mounted on the roof levels of the building. The exhaust fans have estimated capacities ranging from 750 to 10750 CFM.

Condition
The exhaust fans were observed to be in fair condition overall, however five of the exhaust fans have exceed the EUL and are recommended to be replaced at the beginning of the study period. The remaining five exhaust fans are anticipated to need replacement early in the study period.

D3045 Chilled Water Distribution
Description
There are two cold water circulation pumps present on the site, the pumps are estimated at 50-74 HP. 373
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Condition
The cold water circulation pumps were observed to be in fair condition, based on the RUL replacements are recommended early in the study period.

D3052 Package Units
Description
The facility has 15 rooftop mounted packaged units manufactured by Carrier with capacities ranging from 4 to 12 Tons.

Condition
The rooftop mounted packaged units were observed to be in fair condition overall however ten units have surpassed their EULs and are recommended for replacement at the beginning of the study period. Four of the units are anticipated to need replacement prior to the end of the study period. One unit is anticipated to last beyond the study period.

Projected Expenditures
Identified recommended works that are required during the 10-year study period are scheduled below.

ID Type Recommendation Priority Year Expenditures
301896 D3030 Replace Split-System (Full System) Priority 3 2027 $25,243 301897 D3030 Replace Split-System (Full System) Priority 2 2020 $19,206 301898 D3030 Replace Split-System (Full System) Priority 3 2023 $14,390 301899 D3030 Replace Split-System (Full System) Priority 3 2027 $16,829 301900 D3040 Replace Exhaust Fan Priority 3 2022 $56,406 301901 D3040 Replace Exhaust Fan Priority 2 2020 $7,039 301902 D3040 Replace Exhaust Fan Priority 2 2020 $9,708 301903 D3040 Replace Exhaust Fan Priority 2 2020 $3,641 301904 D3040 Replace Exhaust Fan Priority 3 2022 $56,406 301905 D3040 Replace Exhaust Fan Priority 3 2022 $6,559 301906 D3040 Replace Exhaust Fan Priority 3 2022 $56,406 301907 D3040 Replace CW Circulation Pump/Motor 50-74
HP Priority 3 2022 $248,246
301908 D3040 Replace Exhaust Fan Priority 3 2022 $56,406 301909 D3040 Replace Exhaust Fan Priority 2 2020 $6,068 301910 D3040 Replace Exhaust Fan Priority 2 2020 $4,369 301911 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 2 2020 $49,464
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301912 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 2 2020 $28,265
301913 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 2 2020 $84,795
301914 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 2 2020 $84,795
301915 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 2 2020 $49,464
301916 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 3 2027 $83,584
301917 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 2 2020 $49,464
301918 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 2 2020 $56,530
301919 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 3 2027 $83,584
301920 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 2 2020 $84,795
301921 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 2 2020 $84,795
301922 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 2 2020 $56,530
301923 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 3 2027 $65,010
301924 D3050 Replace Packaged Outdoor - Cooling and
Heating Priority 3 2027 $37,148

TOTALS BY YEAR
Year Total Expenditures
2020 $678,930
2022 $480,430
2023 $14,390
2027 $311,398
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D40 FIRE PROTECTION SYSTEMS
D4011 Sprinkler Water Supply
Description
There is a wet-pipe sprinkler system with standard commercial sprinkler heads present throughout the building.

Condition
The wet-pipe sprinkler system appeared to be in fair condition overall, no actions are anticipated during the study period.
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D50 ELECTRICAL SYSTEMS
D5012 Low Tension Service & Dist
Description
Power for the facility is provided by multiple subpanels and panelboards located throughout rated for 277/408 volts at 400 to 500 amps. The Main Distribution Panel (MDP) was inaccessible at the time of assessment.

Condition
All panelboards and switchboards were observed to be in fair to good condition. No actions are anticipated during the study period.

D5012 Low Tension Service & Dist
Description
There are multiple transformers located throughout the facility ranging from 15 KVA to 150 KVA.

Condition
The transformers were observed to be in fair to good condition overall and are expected to last beyond the study period.

D5022 Lighting Equipment
Description
Interior lighting for the facility is provided by fluorescent light fixtures throughout the offices and gym. The hangar areas utilized high bay H.I.D. fixtures. Exterior lighting is provided by LED fixtures mounted to the perimeter walls.

Condition
The interior fluorescent light fixtures and interior high bay H.I.D. fixtures were observed to be in fair condition overall however it is recommended to replace the current light fixtures with energy efficient fixtures at the beginning of the study period as part of the energy conservation measurement. The exterior light fixtures have been replaced with energy efficient LED fixtures, therefore; no actions are required during the study period. 377
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D5033 Telephone Systems
Description
There is a telephone and data system present throughout the facility.

Condition
The telephone and data system were observed to be in fair condition. Based on changing and innovating technology requirements, replacement is recommended just before mid-term in the study period.

D5037 Fire Alarm Systems
Description
The facility contains a complete fire alarm system including a control panel.

Condition
The fire alarm system and control panel were observed to be in fair condition however, based on the RUL replacement of the system is recommended early in the study period.

Projected Expenditures
Identified recommended works that are required during the 10-year study period are scheduled below.

ID Type Recommendation Priority Year Expenditures
301925 D5020 ECM 002 Update Interior Lighting to Energy Efficient Lighting Priority 2 2020 $813,105
301926 D5020 Retrofit Light Fixtures to LED type Priority 2 2020 $57,078 301927 D5030 Replace Telephone & Data System Priority 3 2023 $897,703 301928 D5030 Replace Fire Alarm System (Full System
Inc. Panel) Priority 1 2022 $1,805,887

TOTALS BY YEAR
Year Total Expenditures
2020 $870,183
2022 $1,805,887
2023 $897,703
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E Equipment & Furnishing Systems
E10 EQUIPMENT
E1031 Vehicular Service Equipment
Description
There are two operable barrier gates located on the site to allow vehicle access to certain areas.

Condition
The operable barrier gates were observed to be in fair to good condition and functioned properly, based on the observed condition, replacement is recommended just before mid-term in the study period.

Projected Expenditures
Identified recommended works that are required during the 10-year study period are scheduled below.

ID Type Recommendation Priority Year Expenditures
301929 E1030 Replace Operable Barrier Gate Priority 3 2024 $20,878

TOTALS BY YEAR
Year Total Expenditures
2024 $20,878
379
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E20 FURNISHINGS
E2012 Fixed Casework
Description
The building contains multiple wood constructed fixed casework throughout. The casework consists of standard wall mounted cabinets and standard floor mounted base cabinets with solid surface and laminated countertops.

Condition
The fixed casework was observed to be in fair to good condition overall, no actions are anticipated during the study period. Based on the condition of the laminated countertops the RUL has been extended past the study period.
380
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G Building Sitework Systems
G20 SITE IMPROVEMENTS
G2021 Bases and Sub-Bases
Description
There is an asphalt parking lot with stripping and open air parking spaces located south of the facility, there are also open air parking spaces located north of the facility as well.

Condition
The asphalt parking lot was observed to be in fair to good condition overall, no actions are anticipated during the study period.
381
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Appendices
Appendix A: Capital Expenditures
Appendix B: Photographic Record
Appendix C: Document review and
Warranty Information
Appendix D: Equipment Tables
Appendix E: Glossary of Terms
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Appendix A
Capital Expenditures
383
FD Headquarters
GSF: 94,500
Year Built: 1997 Renew Year :

Replacement Cost: $70,875,000
Materials
Fiscal Year $ ID CSI Type Name Description Qty Units Cost Assessed Cost
Estimate $
2020 $4,158,382 301824 B2010 Deferred
Maintenance
Siding repair/replacement 155 SF $84.53 $13,102 $13,102 301825 B2020 Deferred
Maintenance
Replace Caulking/Sealant at Exterior Elevations
(Expansion Joints, Windows, Storefront, Curtain
Walling and Door Openings)
45 LF $14.70 $662 $662
301828 C3010 Routine
Maintenance
Replace Painted Finish - Standard 54168 SF $5.29 $286,657 $286,657 301830 C3020 Deferred
Maintenance
Replace Broadloom Standard without Padding 2771 SY $74.87 $207,451 $207,451 301831 C3020 Routine
Maintenance
Replace Epoxy Floor Coating 60775 SF $33.81 $2,054,80
3 $2,054,803
301838 D2010 Deferred
Maintenance
Replace Service Sink Floor Mounted 1 EACH $7,607.25 $7,607 $7,607 301841 D2020 Deferred
Maintenance
Replace Domestic Hot Water Heater - Electric 85 GALS $190.18 $16,165 $16,165 301842 D2020 Deferred
Maintenance
Replace Domestic Hot Water Heater - Electric 120 GALS $190.18 $22,822 $22,822 301844 D3030 Deferred
Maintenance
Replace Split-System (Full System) 3 TON $6,402.16 $19,206 $19,206 301854 D3040 Deferred
Maintenance
Replace Exhaust Fan 1450 CFM $4.85 $7,039 $7,039
301855 D3040 Deferred
Maintenance
Replace Exhaust Fan 2000 CFM $4.85 $9,708 $9,708
301847 D3040 Deferred
Maintenance
Replace Exhaust Fan 750 CFM $4.85 $3,641 $3,641
301848 D3040 Deferred
Maintenance
Replace Exhaust Fan 1250 CFM $4.85 $6,068 $6,068
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Deficiency Report
384
Materials
Fiscal Year $ ID CSI Type Name Description Qty Units Cost Assessed Cost
Estimate $
2020 $4,158,382 301853 D3040 Deferred
Maintenance
Replace Exhaust Fan 900 CFM $4.85 $4,369 $4,369
301871 D3050 Deferred
Maintenance
Replace Packaged Outdoor - Cooling and
Heating
4 TON $7,066.29 $28,265 $28,265
301858 D3050 Deferred
Maintenance
Replace Packaged Outdoor - Cooling and
Heating
8 TON $7,066.29 $56,530 $56,530
301859 D3050 Deferred
Maintenance
Replace Packaged Outdoor - Cooling and
Heating
7 TON $7,066.29 $49,464 $49,464
301860 D3050 Deferred
Maintenance
Replace Packaged Outdoor - Cooling and
Heating
7 TON $7,066.29 $49,464 $49,464
301861 D3050 Deferred
Maintenance
Replace Packaged Outdoor - Cooling and
Heating
12 TON $7,066.29 $84,795 $84,795
301862 D3050 Deferred
Maintenance
Replace Packaged Outdoor - Cooling and
Heating
7 TON $7,066.29 $49,464 $49,464
301868 D3050 Deferred
Maintenance
Replace Packaged Outdoor - Cooling and
Heating
12 TON $7,066.29 $84,795 $84,795
301869 D3050 Deferred
Maintenance
Replace Packaged Outdoor - Cooling and
Heating
8 TON $7,066.29 $56,530 $56,530
301870 D3050 Deferred
Maintenance
Replace Packaged Outdoor - Cooling and
Heating
12 TON $7,066.29 $84,795 $84,795
301866 D3050 Deferred
Maintenance
Replace Packaged Outdoor - Cooling and
Heating
12 TON $7,066.29 $84,795 $84,795
301872 D5020 Energy &
Sustainability
Retrofit Light Fixtures to LED type 151 EACH $378.00 $57,078 $57,078 301873 D5020 Energy &
Sustainability
ECM 002 Update Interior Lighting to Energy
Efficient Lighting
36348 SF $22.37 $813,105 $813,105
2022 $2,441,475 301833 C3020 Capital Renewal Replace Rubber Sheet 4754 SF $32.64 $155,159 $155,159 301856 D3040 Capital Renewal Replace CW Circulation Pump/Motor 50-74 HP 2 EACH $124,122.7 5 $248,245 $248,246
301857 D3040 Capital Renewal Replace Exhaust Fan 10750 CFM $5.25 $56,406 $56,406 301849 D3040 Capital Renewal Replace Exhaust Fan 1250 CFM $5.25 $6,559 $6,559 301850 D3040 Capital Renewal Replace Exhaust Fan 10750 CFM $5.25 $56,406 $56,406 301851 D3040 Capital Renewal Replace Exhaust Fan 10750 CFM $5.25 $56,406 $56,406 1/24/2020 10:06:33 AM FGould FCA Reports Page 2 of 4
Deficiency Report
385
Materials
Fiscal Year $ ID CSI Type Name Description Qty Units Cost Assessed Cost
Estimate $
2022 $2,441,475 301852 D3040 Capital Renewal Replace Exhaust Fan 10750 CFM $5.25 $56,406 $56,406 301874 D5030 Capital Renewal Replace Fire Alarm System (Full System Inc.

Panel)
94505 SF $19.11 $1,805,88
7 $1,805,887
2023 $912,093 301843 D3030 Capital Renewal Replace Split-System (Full System) 2 TON $7,194.81 $14,390 $14,390 301875 D5030 Capital Renewal Replace Telephone & Data System 94505 SF $9.50 $897,703 $897,703 2024 $20,878 301876 E1030 Capital Renewal Replace Operable Barrier Gate 2 EACH $10,439.01 $20,878 $20,878 2025 $32,009 301832 C3020 Capital Renewal Replace Vinyl Composite Tile (VCT) 1516 SF $21.11 $32,009 $32,009 2027 $646,212 301827 C1010 Capital Renewal Replace Toilet Partition 29 EACH $5,804.45 $168,329 $168,329 301834 D2010 Capital Renewal Replace Group Wash Fountain System Semicircular - Industrial
1 EACH $38,889.85 $38,890 $38,890
301835 D2010 Capital Renewal Replace Wall Mounted Drinking Fountain with Cooling System (Single)
1 EACH $14,511.15 $14,511 $14,511
301836 D2010 Capital Renewal Replace Wall Mounted Drinking Fountain with Cooling System (Dual/Bi-Level)
3 EACH $19,735.14 $59,205 $59,205
301837 D2010 Capital Renewal Replace Countertop Double Bowl Kitchen Sinks 2 EACH $5,276.78 $10,554 $10,554 301839 D2010 Capital Renewal Replace Service Sink Floor Mounted 1 EACH $9,998.10 $9,998 $9,998 301840 D2020 Capital Renewal Replace Domestic Hot Water Storage Tanks 200 GALS $166.64 $33,327 $33,327 301845 D3030 Capital Renewal Replace Split-System (Full System) 3 TON $8,414.27 $25,243 $25,243 301846 D3030 Capital Renewal Replace Split-System (Full System) 2 TON $8,414.27 $16,829 $16,829 301867 D3050 Capital Renewal Replace Packaged Outdoor - Cooling and Heating
7 TON $9,287.12 $65,010 $65,010
301863 D3050 Capital Renewal Replace Packaged Outdoor - Cooling and Heating
9 TON $9,287.12 $83,584 $83,584
301864 D3050 Capital Renewal Replace Packaged Outdoor - Cooling and Heating
9 TON $9,287.12 $83,584 $83,584
1/24/2020 10:06:33 AM FGould FCA Reports Page 3 of 4
Deficiency Report
386
Materials
Fiscal Year $ ID CSI Type Name Description Qty Units Cost Assessed Cost
Estimate $
2027 $646,212 301865 D3050 Capital Renewal Replace Packaged Outdoor - Cooling and Heating
4 TON $9,287.12 $37,148 $37,148
2028 $1,003,905 301826 B3020 Capital Renewal Replace Skylight - Plastic 2536 SF $241.43 $612,271 $612,271 301829 C3010 Routine
Maintenance
Repaint Interior Walls 54168 SF $7.23 $391,635 $391,635 Total Total: $9,214,954
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Deficiency Report
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Appendix B
Photographic Record
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View of Ladder - Vertical Steel Construction B1021 Flat Roof Construction :- View of Open-Web Steel Joists with Metal Roof
Deck
View of Aluminum Siding B2011 Exterior Wall Construction :- View of Cladding - Preformed Corrugated Metal
Wall Panels
389
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View of Aluminum Window Units - Fixed or Single
Hung
B2023 Storefronts :-
View of Storefronts - Glazed Aluminum Framed with
Swing Doors
View of Rolling Overhead Doors, Electric B2039 Other Doors & Entrances :- View of Double HM Doors
390
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View of Standing Seam Metal Roof Panels B3016 Gutters and Downspouts :- View of Roof Drains and Interior Leaders
View of Skylight – Glass B3021 Glazed Roof Openings :-
View of Skylight - Plastic
391
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View of Skylight – Plastic B3022 Roof Hatches :-
View of Galvanized Steel Hatch
View of Gypsum Wall Board Stud Walls C1014 Site Built Toilet Partitions :- View of Toilet Partition
392
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53 City of Long Beach
View of Standard C1021 Interior Doors :-
View of Interior Double Wood Door(s)
View of Interior Single Wood Door(s) C2011 Regular Stairs :- View of Regular Stairs - Cement Fill Metal Pan
393
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View of Regular Stairs - Cement Fill Metal Pan C3012 Wall Finishes to Interior Walls :- View of Ceramic Wall Tiles
View of Epoxy Floor Coating C3024 Flooring :-
View of Ceramic Tile
394
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View of Rubber Sheet C3024 Flooring :-
View of Vinyl Composite Tile (VCT)
View of Broadloom Standard without Padding C3031 Ceiling Finishes :- View of Gypsum Wall Board Ceilings
395
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56 City of Long Beach
View of Acoustic Ceiling System – Standard D1011 Passenger Elevators :- View of Elevator Cab Finishes
View of Hydraulic Elevator – Standard D2011 Water Closets :- View of Floor Mounted Water Closets
396
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View of Wall Hung Urinals D2013 Lavatories :-
View of Vanity Top Lavatories
View of Countertop Double Bowl Kitchen Sinks D2014 Sinks :- View of Service Sink Floor Mounted
397
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58 City of Long Beach
View of Service Sink Floor Mounted D2016 Wash Fountains :- View of Group Wash Fountain System Semicircular
- Industrial
View of Shower - Three Wall Ceramic Tile D2017 Showers :- View of Shower - Three Wall Ceramic Tile
398
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View of Wall Mounted Drinking Fountain with
Cooling System (Dual/Bi-Level)
D2018 Drinking Fountains and Coolers :-
View of Wall Mounted Drinking Fountain with
Cooling System (Single)
View of Domestic Hot Water Heater – Electric D2022 Hot Water Service :- View of Domestic Hot Water Heater - Electric
399
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View of Domestic Hot Water Storage Tanks D2099 Other Piping Systems :- View of Air Compressor - 10 H.P.

View of Air Dryer(s) – Small D3011 Oil Supply System :- View of Fuel Tank, Above Ground - Steel - 275 Gal
400
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View of Split-System (Full System) D3032 Direct Expansion Systems :- View of Split-System (Full System)
View of Split-System (Full System) D3032 Direct Expansion Systems :- View of Split-System (Full System)
401
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View of Exhaust Fan D3042 Exhaust Ventilation Systems :- View of Exhaust Fan
View of Exhaust Fan D3042 Exhaust Ventilation Systems :- View of Exhaust Fan
402
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View of Exhaust Fan D3042 Exhaust Ventilation Systems :- View of Exhaust Fan
View of Exhaust Fan D3042 Exhaust Ventilation Systems :- View of Exhaust Fan
403
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View of Exhaust Fan D3042 Exhaust Ventilation Systems :- View of Exhaust Fan
View of CW Circulation Pump/Motor 50-74 HP D3045 Chilled Water Distribution :- View of CW Circulation Pump/Motor 50-74 HP
404
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View of Packaged Outdoor - Cooling and Heating D3052 Package Units :- View of Packaged Outdoor - Cooling and Heating
View of Packaged Outdoor - Cooling and Heating D3052 Package Units :- View of Packaged Outdoor - Cooling and Heating
405
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View of Packaged Outdoor - Cooling and Heating D3052 Package Units :- View of Packaged Outdoor - Cooling and Heating
View of Packaged Outdoor - Cooling and Heating D3052 Package Units :- View of Packaged Outdoor - Cooling and Heating
406
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View of Packaged Outdoor - Cooling and Heating D3052 Package Units :- View of Packaged Outdoor - Cooling and Heating
View of Packaged Outdoor - Cooling and Heating D3052 Package Units :- View of Packaged Outdoor - Cooling and Heating
407
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View of Packaged Outdoor - Cooling and Heating D3052 Package Units :- View of Packaged Outdoor - Cooling and Heating
View of Packaged Outdoor - Cooling and Heating D4011 Sprinkler Water Supply :- View of Wet-Pipe Sprinkler System
408
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View of Wet-Pipe Sprinkler System D4011 Sprinkler Water Supply :- View of Wet-Pipe Sprinkler System
View of Panelboard - 277/480volts, 60 to 2000amp D5012 Low Tension Service & Dist :- View of Panelboard - 277/480volts, 60 to 2000amp
409
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View of Panelboard - 277/480volts, 60 to 2000amp D5012 Low Tension Service & Dist :- View of Switchboard - 277/480volts, 400 to
2000amp
View of Transformer - 15 KVA D5012 Low Tension Service & Dist :- View of Transformer - 30 KVA
410
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View of Transformer - 30 KVA D5012 Low Tension Service & Dist :- View of Transformer - 75 to 500 KVA
View of Transformer - 75 to 500 KVA D5012 Low Tension Service & Dist :- View of Transformer - 75 to 500 KVA
411
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View of Transformer - 75 to 500 KVA D5022 Lighting Equipment :- View of H.I.D High Bay Fixture(s)
View of Interior Light Fixtures – Fluorescent D5037 Fire Alarm Systems :- View of Fire Alarm System (Full System Inc. Panel)
412
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View of Operable Barrier Gate E2012 Fixed Casework :-
View of Counter Top - Laminated
View of Floor Mounted Base Cabinet(s) – Standard E2012 Fixed Casework :- View of Wall Mounted Cabinets - Standard
413
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View of Counter Top - Solid Surface G2021 Bases and Sub-Bases :- View of Asphalt Parking Lot With Striping
414
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75 City of Long Beach
Appendix C
Document Review and
Warranty Information
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The following documents were reviewed as part of the facility condition assessment of the FD Headquarters facility:

Initial as-built plans were provided for review.
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Appendix D
Equipment Tables
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Table D10 Summary of Elevators and Lifts
Equipment
Type
Manufacturer Model
No.

Serial
No.

Tag Capacity
(Pounds
)
Speed
(FPM)
No. Of
Landing
s
Year
of
Install
Hydraulic Montgomery
KONE S505-66
C-PMX0947
81 Unknown Unknown Unknown 2
2007
Table D20 Summary of Domestic Water Heating Equipment
Location Equipment
Type
Manufacturer Model
No.

Serial
No.

Tag Capacity
/ Rating
Fuel Type Year
Interior Commercial
Water
Heater
Rheem ES85-6-
G
RR
0598E
00414
Unknown 85 GAL Electric 1998
Interior
Commercial
Water
Heater
Rheem/Ruud ES120-9-
G
CS08

98. RR07
98E00
438
Unknown 120 GAL. Electric 1998
Interior Separate
Storage
Tank
Bradford
White
VR200-
162
H07J0
00318
12 Unknown
200 GAL Electric
2007
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Location
Equipment
Type
Manufacturer Model
No.

Serial
No.

Tag Capacity
/ Rating
Fuel
Type
Year
Roof Split-System
(Full System) Carrier 38CKC036610
2899E10
652 CU-2 3 Ton Electric 1999
Roof Exhaust Fan Greenheck GB-091-4-
X
1265794
2 1111 EF11 1250 CFM Electric 2000
Roof Exhaust Fan Unknown Unknown Unknown Unknown 900 CFM Electric 1997 Roof Exhaust Fan Loren Cook 150ACEB
138S521
0430000
0730109
98 Unknown 1450
CFM Electric 2000
Roof Exhaust Fan Loren Cook 100C15D
H
138S517
5210000
0360308
98 Unknown 750 CFM Electric 2000
Roof Exhaust Fan Loren Cook 120 ACEB
138S521
1260000
0182009
98 Unknown 2000
CFM Electric 2000
Roof Heat Pump Carrier 50HJQ01
2—601–
1598G30
433 1B 12 Ton Electric 1998
Roof Heat Pump Carrier 50HJQ00
8—601–
1097G30
496 13 8 Ton Electric 1997
Roof Heat Pump Carrier 50HJQ01
2—601–
2198G30
596 4 12 Ton Electric 1998
Roof Heat Pump Carrier 50HJQ01
2—601–
2698G30
534 1A 12 Ton Electric 1998
Roof Heat Pump Carrier 50HJQ00
7—601–
0898G20
160 Unknown 7 Ton Electric 1998
Roof Heat Pump Carrier 50HJQ00
7—601–
3098G20
257 3 Unknown Electric 1998
Roof Heat Pump Carrier 50HJQ00
7—601–
3098G20
258 5 7 Ton Electric 1998
Roof Heat Pump Carrier 50HJQ00
8—601–
1097G30
488 12 8 Ton Electric 1997
Roof Heat Pump Carrier 50HJQ01
2—601–
2698G30
530 2 12 Ton Electric 1998
Roof Heat Pump Carrier 50HJQ00
4—601–
3098G20
222 6 4 Ton Electric 1998
Roof Split-System
(Full System) Unknown 25HBR324A310
3607E06
360 C1 2 Ton Electric 2007
Roof Split-System
(Full System) Carrier N2A318AKA100
E073608
291 Unknown 3 Ton Electric 2007
Table D30 Summary of HVAC Equipment
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Roof Split-System
(Full System) Carrier Unknown Unknown Unknown 2 Tons Electric 2003 Roof Exhaust Fan Greenheck GB-330-
50-X
1103732
2 0709 EF5 10750 CFM Electric 2007
Roof Exhaust Fan Greenheck GR-330-
50-X
1103787
5 5070 EF7 10750 CFM Electric 2007
Roof Exhaust Fan Greenheck GB-330-
50-X
1103732
3 0709 EF6 10750 Electric 2007
Roof Exhaust Fan Greenheck GB-330-
50-X
1103732
4 0709 EF4 10750 CFM Electric 2007
Roof Exhaust Fan Loren Cook 100ACEB
138S521
0430000
0360309
98 Unknown 1250
CFM Electric 2007
Roof Heat Pump Carrier 50HJQ00
4—621–
3207G50
456 HP16 4 Ton Electric 2007
Roof Heat Pump Carrier 50HJQ00
9—601–
3407G11
987 HP20 9 Ton Electric 2007
Roof Heat Pump Carrier 50HJQ00
9—601–
3407G30
832 HP17 9 Ton Electric 2007
Roof Heat Pump Carrier 50HJQ00
7—621–
3707G40
504 HP19 7 Ton Electric 2007
Roof Heat Pump Carrier
50TCQA0
5A2A6A0
A0A0
1311G50
034 Unknown 5 Ton Electric 2011
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Appendix E
Glossary of Terms
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Acronyms & Glossary of Terms
ABC Aggregate Base Course
BUR Built-Up Roof
CIP Cast-In-Place
CMU Concrete Masonry Unit
EIFS Exterior Insulation and Finish System
EPDM Ethylene Propylene Diene Monomer
HM Hollow Metal Doors
MH Man Holes
SC Solid Core Doors
TPO Thermoplastic Polyolefin
AHU Main Air Handling Units
EF Exhaust Fan
EMC Electrical Metallic Conduit
EMT Electrical Metallic Tubing
FACP Fire Alarm Control Panel
FCC Fire Command Center
FCU Fan Coil Unit
FSS Fuel Supply System
MDP Main Distribution Panel
NAC Notification Appliance Circuit
RTU Roof Top Unit
SES Service Entrance Switchboards
VAV Variable Air Volume
VFD Variable Frequency Drives
CRV Current Replacement Value
DM Deferred Maintenance
EOL End of Life
EUL Estimated Useful Life
FCI Facility Condition Index
HVAC Heating Ventilating and Air Conditioning
RUL Recommended Useful Life
AMP Amperage
BTU/HR British Thermal Units per Hour
FPM Feet per Minute (Elevator Speed)
GPF Gallons Per-Flush
HID High-Intensity Discharge
HP Horse Power
KVA Kilovolt-Ampere
kW Kilowatt
PSF Pounds-Per-Square-Foot
PSI Pounds-Per-Square-Inch
RO Reverse Osmosis
SF Square Foot
SY Square Yards
NEMA National Electrical Manufactures Association
NFPA National Fire Protection Association
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Acronyms & Glossary of Terms
BTU – British Thermal Unit; the energy required to raise the temperature of one pound of water by one degree.

Building Envelope – The enclosure of the building that protects the building’s interior from the outside elements, namely the exterior walls, roof, and soffit areas.

Building Systems – Interacting of independent components or assemblies, which from single integrated units, that comprise a building and its site work, such as, pavement and flatwork, structural frame, roofing, exterior walls, plumbing, HVAC, electrical, etc.

Caulking – Soft, putty-like material used to fill joints, seams, and cracks.

Codes – See building codes.

Component – A fully functional portion of a building system, piece of equipment, or building element.

Deferred Maintenance – Physical deficiencies that cannot be remedied with routine maintenance, normal operating maintenance, etc., excluding de minimis conditions that generally do not present a material physical de3ficiency to the subject property.

Expected Useful Life (EUL) – the average amount of time in years that an item, component of system is estimated to function when installed new and assuming routine maintenance is practiced.

Facility – All of any portion of buildings, structures, site improvements, complexes, equipment, roads, walks, passageways, parking lots, or other real or personal property located on site.

Flashing – A think, impervious sheet of material placed in construction to prevent water penetration or to direct the flow of water. Flashing is used especially at roof hips and valleys, roof penetrations, joints between a roof and a vertical wall, and in masonry walls to direct the flow of water and moisture.

Remaining Useful Life (RUL) – A subjective estimate based upon observations, or average estimates of similar items, components, or systems, or a combination thereof, of a number of remaining years that an item, component, or system is established to be able to function in accordance with its intended purpose before warranting replacement. Such period of time is affected by the initial quality of an item, component, or system, the quality of the initial installation, the quality and amount of preventative maintenance exercised, climatic conditions, extend of use, etc.

Structural Frame – the components or building systems that support the building’s non-variable forces or weights (dead loads) and variable forces or weights (live loads).

Thermal Resistance (R) – A unit used to measure a material’s resistance to heat transfer. The formula for thermal resistance is: R=Thickness (in inches)/K.

Warranty – Legally enforceable assurance of quality or performance of a product or work, or of the duration of satisfactory performance. Warranty guarantee and guaranty are substantially identical in meaning; nevertheless, confusion frequently arises from supposed distinctions attributed to guarantee (or guaranty) being exclusively indicative of duration of satisfactory performance or of a legally enforceable assurance furnished by a manufacturer or other third party. The uniform commercial code provisions on sales (effective in all states except Louisiana) use warranty but recognize the continuation of the use of guarantee and guaranty. 423
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City of South Lake Tahoe, Facilities Condition Assessment | July 29, 2022 Faithful+Gould Page 58 of 59
Appendix C
Completed Exhibit C
425

EXHIBIT C

ANTI-LOBBYING CERTIFICATION
Consultant shall submit to City this certification prior to or at the time of the execution of this Agreement.

This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U. S. Code. Any person who fails to file the required certification shall be subject to a civil penalty not less than $10,000 and no more than $100,000 for such failure.

The undersigned certifies, to the best of his or her knowledge or belief, that:

1. No federal appropriated funds have been paid or will be paid, by or on behalf of it, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement; and

2. If any funds other than federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, cooperative agreement, it will complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying,” in accordance with its instruction.

Consultant:

Name, Title
By:________________________________________
Atkins North America, Inc. dba Faithful+Gould
Dean Leonard, Vice President - Strategic Asset Management 426
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: September 20,
2022
Agenda Item #: 5
Agenda Item: Lake Tahoe Airport Pavement Maintenance Matching Grant Application to Caltrans Executive Summary: On September 2, 2015, the City of South Lake Tahoe accepted Federal Aviation Administration (FAA) Airport Improvement Program (AIP) Grant #3-06-0249-038-2015 to Update a Pavement Maintenance Management Plan Study. This grant will help eliminate 4.5% of the 10% the FAA requires for matching. This program is vital because of the environmental conditions here in Tahoe that deteriorate the pavement around the Airport and the City.

Requested Action / Suggested Motions: Pass a Resolution authorizing the Airport Manager to apply for FY 2022 Caltrans AIP Matching Grant for Lake Tahoe Airport and appropriating $8,006 from General Fund Undesignated Excess Reserves for City grant match.

Responsible Staff Member: John Dickinson, Airport Manager Responsible Staff Member: John Dickinson, Airport Manager Reviewed and Approved By:

Anush Nejad, Director of Public Works
Susan Blankenship, City Clerk
Olga Tikhomirova, Finance Director
Heather Stroud, City Attorney
Attachments:
01-Staff Report Matching Caltrans
02- Resolution FY2022 Caltrans AIP Matching Grant
427
Council Agenda Report- September 20, 2022
22020222021