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21 - BA-072 - City Hall Facilities Schematic Design
CITY OF NEWPORT BEACH CITY COUNCIL STAFF REPORT Agenda Item No. 21 June 10, 2003 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: Public Works Department Lois Thompson 949 - 644 -3311 Ithompson@city.newport-beach.ca.us SUBJECT: CITY HALL FACILITIES SCHEMATIC DESIGN — APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN HOLDINGS, INCORPORATED RECOMMENDATIONS: 1. Receive and file report titled, "Comparisons of Continued Occupancy of Existing City Hall vs. Effective Costs of Occupancy in a Replacement City Hall." 2. Direct staff regarding any information or investigations that Council would like for staff to undertake regarding a possible site for City Hall off the Balboa Peninsula. If nothing further is desired on site selection, make that determination. 3. Approve a Professional Services Agreement with Griffin Holdings Incorporated, for the not to exceed price of $578,185 and authorize the Mayor and the City Clerk to execute the Agreement. 4. Approve a Budget Amendment appropriating $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- 02910545. 5. Authorize staff to engage in discussions with Fritz Duda, owner of the adjacent Via Lido Plaza center, regarding a lot -line adjustment. 6. Direct staff to schedule a series of community workshops regarding the planning and design of the project. DISCUSSION: In July 2001, Council directed staff to pursue a long -term strategic plan in the form of a City Hall Facilities Master Plan that would map our facility requirements in order to better serve the public. At the January 8, 2001 City Council meeting, Griffin Holdings Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 2 (Griffin) was hired to develop a City Hall Facility Needs Assessment as Phase I of the City Hall Facilities Master Plan process. At the April 8, 2003, Council Study Session, Council viewed a PowerPoint presentation regarding the results of the City Hall Facility Needs Assessment. In general, the report stated the current City Hall campus is seriously deficient in serving the current and future needs of the City. The existing buildings range from 23 to over 60 years of age and have exceeded their useful life. The recommendation of the study incorporates a long -term, integrated approach, addressing current and long -term workspace needs with respect to staffing, facilities access, mobility, storage, parking, and customer service. Current deficiencies in the following areas were investigated and documented in the study: • Customer Service interface — Poor circulation and lack of a central lobby or entry point is confusing to the public. For example; Public counter is disjointed with key functions such as the Cashier and Building permit issuance separated in different buildings. • Employee Workspace — Many employees share workspace or have workspace in areas that were once conference rooms or even hallways. There is no room for expansion to accommodate future public needs. • Records Storage — Some records are currently stored offsite. With the inflow of Newport Coast plans and potential future annexations, we are using storage container bins within the City Hall parking lot. • Meeting Rooms - Existing spaces are cramped and some have been converted to office space. • Seismic building code compliance — None of the City Hall buildings, including the Fire Station, would survive a major seismic event without significant structural damage. • ADA compliance — There are widespread problems requiring costly improvements. • Parking — Many employees currently park off site. Customer parking is very difficult at various times of the day. As a result of the April 8, 2003, Study Session, the Council had three areas of concern and directed staff to report on these items: • Will there be operational savings expected from new facilities? • Will there be significant improvement in productivity expected from new facilities? • Would the parking structure generate income? In a response to these questions, Griffin authored a White Paper addressing these areas of concern. The report is included as an attachment to this memo and staff recommends Council receive and file same. The report summarizes the current and existing conditions and shortcomings, which constrain efficiency and productivity levels. A discussion of current literature is included that supports the expected 15% improvement in productivity. In addition, a questionnaire was distributed throughout Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 3 City Hall and staff themselves expected an overall 14.7% improvement in productivity. These percentages are then computed to the dollar equivalent of a 15% improvement based on current compensation levels for City Hall staff. The result indicates a probable productivity benefit of more than $2 million annually. Although a productivity benefit does not translate directly into "cash in hand" savings, there will be offsets of future staff recruitments due to improved efficiencies. There are also gains to be had from reduced security, safety risks, and lost opportunity costs. Griffin also surveyed past utility costs and compared those costs to the typical utility costs modeled for the proposed City Hall. An energy savings of 17% is expected over the first five years of operation, with a savings of $3.75 million over the 40 -year building life. Griffin researched actual City Hall building maintenance costs over the past five years and deferred maintenance costs. When compared with BOMA Experience Reports (new facility long -term maintenance costs), the difference is $3.7 million extended over a 40 -year building life. Staff responded to Council's question on how much revenue could be expected from a parking structure. Local market rates for monthly parking were surveyed and staff has estimated the potential of the proposed parking structure at conservative annual net revenue of approximately $210,000 per year. This net revenue is based on the data within the following table: Parking Revenue Existing Parking Meters $ 0.50 per hour Lido Marina Village Structure Current Charges $ 70.00 per month 100 "overage" spaces available in proposed structure 50 spaces on monthly basis $ 3,500.00 per month 50 spaces on hourly basis 7am -9pm @ 50% occupancy $ 10,500.00 per month 225 spaces 6 -9pm M -F 7am -9pm Sa /Sun 25% $ 10 481.25 per month Projected Monthly Income $ 24 481.25 Projected Gross Annual Income $293,775.00 Anticipated Expenses Parking Lot Attendant 14hr`365`17 salary + benefits $ 86,870.00 Net Annual Revenue $206,905.00 please note: There are 24 surface parking spaces proposed in addition to the 325 spaces in the parking structure. It is assumed the 24 surface parking spaces would be non - metered and free of charge. Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 4 Per City Manager direction, staff also collected visitor data for a period of two weeks at each of the public counters. Actual visitor counts indicate there is an average of 500 persons per day who visit our public counters. Although some of these visits may include multiple public counters within City Hall, it is indicative that many people each and every day are visiting our offices for service. Griffin recommends a reasonably sized City Hall that would accommodate current and future needs, estimated at 62,000 square feet (current size is approx. 44,000 sq. ft.). Griffin's recommended solution is to construct an entirely new facility including the replacement of Fire Station #2 and the construction of a 350 space parking structure. The estimated cost of such a project is estimated at 28 million dollars. Taking advantage of the current interest rates, the City could finance the project over 30 years at an annual cost of approximately two million dollars. The annual costs could be offset by the savings in capital maintenance and improvement costs, operational efficiencies due to centralization of employees and records, and potential parking revenues from adjacent uses, which badly need additional parking. The next step, or Phase II, in the Master Plan process is to establish schematic plans providing a detailed concept of the proposed City Hall replacement project. This project phase would provide enough information in the areas of space allocation and cost, so a decision could be made to proceed or not to proceed with Phase III, which is the preparation of construction plans and specifications and ultimately the construction of a new City Hall, Fire Station, and parking structure. Griffin has submitted a proposal for Phase II of this project. The scope of the services to be provided by Griffin for this project are summarized as follows: • Architect and Program Management — Griffin will sub - contract and administer all contracts required to plan and design the facility, prepare the schematic design drawings, and develop a budget estimate with defined scope of work and preliminary schedule • Budget — development of cost estimates for all components of the work • Constructability Review — technical management of project design, performance of architectural and engineering design, suggest refinements to improve future sequencing of work, and participate in value engineering exercise • Schedule — Griffin will prepare a critical path management schedule for approval by City, provide monthly status reports, periodic presentations to City Council, and coordinate meetings with other groups and organizations as directed by the City A detailed scope of services is included in the attached Professional Services Agreement. Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. June 10, 2003 Page: 5 In addition, preliminary review of the site plan alternatives indicates a lot -line adjustment with the adjacent property owner would be beneficial for both parties. Staff is requesting approval from Council to engage the adjacent property owner in discussions regarding the 'land swap" and then bring the issue back to Council for decision at a future meeting. Environmental Review: This activity is not a project as defined in the California Environmental Quality Act (CEQA) Implementing Guidelines. However, an environmental review and appropriate documentation will be required upon establishment of a viable project concept. Public Notice: The scope of services identified in this Professional Services Agreement provides for a series of community and Council workshops to solicit input regarding the planning and design of the project. Funding Availability: There is $325,000 appropriated in the current budget for City Hall expansion planning. To accommodate the next phase of the process, staff recommends approval of a Budget Amendment to appropriate $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- C2910545. Upon approval of this budget amendment, there will be sufficient funds available in the following account for the schematic design work: Account Description City Hall Expansion Plan Prepared by: Lois Thompson Administrative Manager Account Number Amount 7011- C2910545 $578,185 Attachments: White Paper Professional Services Agreement Budget Amendment Submitted by: r Stephen G.B d m Public Works Director CITY OF NEWPORT BEACH CITY COUNCIL STAFF REPORT KID. 91 (a ry o Agenda Item No. 23 May 27, 2003 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: Public Works Department Lois Thompson 949 - 644 -3311 Ithompson@city.newport-beach.ca.us SUBJECT: CITY HALL FACILITIES SCHEMATIC DESIGN — APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN HOLDINGS, INCORPORATED RECOMMENDATIONS: 1. Receive and file report titled, "Comparisons of Continued Occupancy of Existing City Hall vs. Effective Costs of Occupancy in a Replacement City Hall." 2. Approve a Professional Services Agreement with Griffin Holdings Incorporated, for the not to exceed price of $578,185 and authorize the Mayor and the City Clerk to execute the Agreement. 3. Approve a Budget Amendment appropriating $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- 02910545. 4. Authorize staff to engage in discussions with Fritz Duda, owner of the adjacent Via Lido Plaza center, regarding a lot -line adjustment. 5. Direct staff to schedule a series of community workshops regarding the planning and design of the project. DISCUSSION: In July 2001, Council directed staff to pursue a long -term strategic plan in the form of a City Hall Facilities Master Plan that would map our facility requirements in order to better serve the public. At the January 8, 2001 City Council meeting, Griffin Holdings (Griffin) was hired to develop a City Hall Facility Needs Assessment as Phase I of the City Hall Facilities Master Plan process. 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U •C u � �. � � t"" �" aS a: P4 V) a a P e h = I o P 91 v MIJ �7 r ' Kkvi b y ` � M o O Con IN I W 4 t it 3 s �! rr 91 v MIJ �7 r v ►v Sj 'tea ff 4i /J v ►v SPI 4t v 0 0 ff SPI 4t v 0 0 70 N O O 0) � O N � N � N ~ 0 .0 N O O O CV — + —0 >, cz i (Z O cn cz CZ CZ cm Q � m A ::o a C a f v .ti f Cn A • 70 O cz 0 (Z U N CZ co 0 U) �a a) a) > O O_ ._ Q 0— ,, O O -+—' -0 Q cz 0 cIOa) 70 p — U >, Q c: a CD 70 7C3' C N cz Z3(npU O O ' — >1 a) N cO a 0 +r U c: -0 U o a) N U p O cz -0 cz 0) � Q) U CZ cz cz cz a zt o o > Oa)Q� _ �� Via) a� a) -� cz > . a) CDL c15Q-, tea) -0 cmso c m o— O CZ p U)cZ Q c� Z370 x+ a) 0)cz cz cz A N O a) p N U) o O a) > '� _ }, O CA O• cn U �'' i i a"n Q Z� CZC) 70 cz 0 �E � Q co X O Q p N C OU C 4� U- U O O U cn U c U 'O Q U) Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, lnc. May 27, 2003 Page: 2 stated the current City Hall campus is seriously deficient in serving the current and future needs of the City. The existing buildings range from 23 to over 60 years of age and have exceeded their useful life. The recommendation of the study incorporates a long -term, integrated approach, addressing current and long -term workspace needs with respect to staffing, facilities access, mobility, storage, parking, and customer service. Current deficiencies in the following areas were investigated and documented in the study: • Customer Service interface — Poor circulation and lack of a central lobby or entry point is confusing to the public. For example; Public counter is disjointed with key functions such as the Cashier and Building permit issuance separated in different buildings. • Employee Workspace — Many employees share workspace or have workspace in areas that were once conference rooms or even hallways. There is no room for expansion to accommodate future public needs. • Records Storage — Some records are currently stored offsite. With the inflow of Newport Coast plans and potential future annexations, we are using storage container bins within the City Hall parking lot. • Meeting Rooms - Existing spaces are cramped and some have been converted to office space. • Seismic building code compliance — None of the City Hall buildings, including the Fire Station, would survive a major seismic event without significant structural damage. • ADA compliance — There are widespread problems requiring costly improvements. • Parking — Many employees currently park off site. Customer parking is very difficult at various times of the day. As a result of the April 8, 2003, Study Session, the Council had three areas of concern and directed staff to report on these items: ® Will there be operational savings expected from new facilities? Will there be significant improvement in productivity expected from new facilities? m Would the parking structure generate income? In a response to these questions, Griffin authored a White Paper addressing these areas of concern. The report is included as an attachment to this memo and staff recommends Council receive and file same. The report summarizes the current and existing conditions and shortcomings, which constrain efficiency and productivity levels. A discussion of current literature is included that supports the expected 15% improvement in productivity. In addition, a questionnaire was distributed throughout City Hall and staff themselves expected an overall 14.7% improvement in productivity. These percentages are then computed to the dollar equivalent of a 15% improvement based on current compensation levels for City Hall staff. Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. May 27, 2003 Page: 3 The result indicates a probable productivity benefit of more than $2 million annually. Although a productivity benefit does not translate directly into "cash in hand" savings, there will be offsets of future staff recruitments due to improved efficiencies. There are also gains to be had from reduced security, safety risks, and lost opportunity costs. Griffin also surveyed past utility costs and compared those costs to the typical utility costs modeled for the proposed City Hall. An energy savings of 17% is expected over the first five years of operation, with a savings of $3.75 million over the 40 -year building life. Griffin researched actual City Hall building maintenance costs over the past five years and deferred maintenance costs. When compared with BOMA Experience Reports (new facility long -term maintenance costs), the difference is $3.7 million extended over a 40 -year building life. Staff responded to Council's question on how much revenue could be expected from a parking structure. Local market rates for monthly parking were surveyed and staff has estimated the potential of the proposed parking structure at conservative annual net revenue of approximately $210,000 per year. This net revenue is based on the data within the following table: Parking Revenue Existing Parking Meters $ 0.50 per hour Lido Marina Village Structure Current Charges $ 70.00 per month 100 "overage" spaces available in proposed structure 50 spaces on monthly basis $ 3,500.00 per month 50 spaces on hourly basis 7am -9pm @ 50% occupancy $ 10,500.00 per month 225 spaces 6 -9pm M -F, 7am -9am Sa /Sun Q 25% $ 10,481.25 per month Projected Monthly Income $ 24,481.25 Projected Gross Annual Income $293,775.00 Anticipated Expenses Parking Lot Attendant 14hr'365'17 salary + benefits $ 86,870.00 Net Annual Revenue $206,905.00 Please note: There are 24 surface parking spaces proposed in addition to the 325 spaces in the parking structure. It is assumed the 24 surface parking spaces would be non - metered and free of charge. Per City Manager direction, staff also collected visitor data for a period of two weeks at each of the public counters. Actual visitor counts indicate there is an average of 500 persons per day who visit our public counters. Although some of these visits may Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. May 27, 2003 Page: 4 include multiple public counters within City Hall, it is indicative that many people each and every day are visiting our offices for service. Griffin recommends a reasonably sized City Hall that would accommodate current and future needs, estimated at 62,000 square feet (current size is approx. 44,000 sq. ft.). Griffin's recommended solution is to construct an entirely new facility including the replacement of Fire Station #2 and the construction of a 350 space parking structure. The estimated cost of such a project is estimated at 28 million dollars. Taking advantage of the current interest rates, the City could finance the project over 30 years at an annual cost of approximately two million dollars. The annual costs could be offset by the savings in capital maintenance and improvement costs, operational efficiencies due to centralization of employees and records, and potential parking revenues from adjacent uses, which badly need additional parking. The next step, or Phase II, in the Master Plan process is to establish schematic plans providing a detailed concept of the proposed City Hall replacement project. This project phase would provide enough information in the areas of space allocation and cost, so a decision could be made to proceed or not to proceed with Phase III, which is the preparation of construction plans and specifications and ultimately the construction of a new City Hall, Fire Station, and parking structure. Griffin has submitted a proposal for Phase II of this project. The scope of the services to be provided by Griffin for this project are summarized as follows: ■ Architect and Program Management — Griffin will sub - contract and administer all contracts required to plan and design the facility, prepare the schematic design drawings, and develop a budget estimate with defined scope of work and preliminary schedule ■ Budget —development of cost estimates for all components of the work • Constructability Review — technical management of project design, performance of architectural and engineering design, suggest refinements to improve future sequencing of work, and participate in value engineering exercise • Schedule — Griffin will prepare a critical path management schedule for approval by City, provide monthly status reports, periodic presentations to City Council, and coordinate meetings with other groups and organizations as directed by the City A detailed scope of services is included in the attached Professional Services Agreement. In addition, preliminary review of the site plan alternatives indicates a lot -line adjustment with the adjacent property owner would be beneficial for both parties. Staff is requesting approval from Council to engage the adjacent property owner in discussions regarding the "land swap" and then bring the issue back to Council for decision at a future meeting. Subject: City Hall Facilities Schematic Design — Approval of Professional Services Agreement with Griffin Structures, Inc. May 27, 2003 Page: 5 Environmental Review: This activity is not a project as defined in the California Environmental Quality Act (CEQA) Implementing Guidelines. However, an environmental review and appropriate documentation will be required upon establishment of a viable project concept. Public Notice: The scope of services identified in this Professional Services Agreement provides for a series of community and Council workshops to solicit input regarding the planning and design of the project. Funding Availability: There is $325,000 appropriated in the current budget for City Hall expansion planning. To accommodate the next phase of the process, staff recommends approval of a Budget Amendment to appropriate $253,185 from the balance of the General Fund Reserve for Capital Improvement to Account No. 7011- C2910545. Upon approval of this budget amendment, there will be sufficient funds available in the following account for the schematic design work: Account Description City Hall Expansion Plan Prepared by: ndti :irti>u�+✓L Lois Thompson Administrative Manager Account Number 7011- C2910545 Attachments: White Paper Professional Services Agreement Budget Amendment Amount $578,185 Submitted by: Stephe . 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F O q � b O � A V U ® N L •Y ° A C ° a A � •'y° c°. c'¢ � s V] Qn 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 COMPARISONS OF CONTINUED OCCUPANCY OF EXISTING CITY HALL VS. EFFECTIVE COSTS OF OCCUPANCY IN A REPLACEMENT CITY HALL NEWPORT BEACH, CALIFORNIA 1 MAY 2003 PART I. SUMMARY PART 2. ANTICIPATED WORKPLACE EFFICIENCY IMPROVEMENTS AC- COMPANYING NEW CITY HALL FACILITIES PART 3. UTILITY COMPARISON, EXISTING FACILITIES VS. NEW FACILITIES, WITH DISCUSSION OF HISTORIC AND ANTICIPATED NEW MAINTENANCE COSTS ra GRIFFIN STRUCTURES, INC. 385 SECOND STREET LAGUNA BEACH, CA 92651 LP LPA, INC. 17848 SKY PARK CIRCLE IRVINE, CA 92614 I 1 1 1 1 1 1 1 1 1 1 1 1 1 1 SUMMARY City Council asked several questions at the Working Session of April 8, at which Griffin Structures, Inc., and LPA, Inc., presented final findings related to the construction of replacement Civic Center facilities. Two of these questions revolved around (1) possible efficiency and productivity improvements related to use of new City Hall facilities, and (2) possible improvements in operating and maintenance costs which may be realized in a new facility. This document addresses these two important questions. WHITE PAPER - ANTICIPATED WORKPLACE EFFICIENCY IMPROVEMENTS ACCOMPANYING NEW CITY HALL FACILITIES We have approached the question of possible productivity improvement gains primarily by examination of the analytic literature for studies of typical office workplace productivity improvements elsewhere. The bottom line of these studies identifies that productivity improvements of about 15% should be realized, assuming (a) the total work cost is considered, including recruitment and turnover, as well as task - specific improvements, (b) the existing facilities are sufficiently poor in how they support productivity and work processes, (c) improved work flow and processes are incorporated in the new design, (d) management staff is disciplined regarding the issue of productivity recapture once new facilities are in place. • The attached White Paper presents, first, a summary of the current and existing conditions and their short- comings based on the Griffin survey and analysis of existing conditions and requirements. The findings show that there are significant facility -based conditions which constrain efficiency and productivity levels. • Second, the White Paper presents a survey of primary literature, which supports the claim of an expected 15% improvement in productivity. The case is further presented that these studies are directly applicable to the situation in Newport Beach City Hall. • Third, the White Paper presents a summary of a self - administered questionnaire distributed to the City Hall staff. In this questionnaire, the staff themselves (on average) identified an expected overall improvement of 14.7% in productivity. This, coincidentally, is in direct alignment with the surveys noted above. The White Paper also presents a summary of comments received from staff regarding conditions in the Existing City Hall. • Fourth, the White Paper computes the dollar equivalent of a 15 % improvement in productivity, based on current compensation levels for City Hall staff. This is a statistical number and is realized through disci- pline in future operations, proper attention to design of the City Hall to achieve improved work processes, and slowed addition of future staff or extension of services for existing staff. The computation shows a probable productivity benefit of more than $2 million annually. This approximately equals the annual payments to fully amortize the 30 -year cost of new construction (total project, including not only City Hall, but also a 350 car parking structure and a replacement Fire Station). UTILITY COMPARISON — NEWPORT BEACH CIVIC CENTER A survey of past utility costs was made and is compared to the typical utility costs which are modeled for new City Hall facilities of the type proposed. On this basis, an anticipated energy savings of about 17% is expected over the first five years of operation, and over a 40 -year building life (compared with current costs, in current dollars) a total savings of over $3,750,000 is estimated. These figures assume a 5% escalation in energy costs, based on experience of the past 10 years. The survey team also researched and assembled the costs of actual building(s) maintenance over the past five ' years. To this was also added the current deferred maintenance costs which are needed and which, ideally, we understand would already have been made if budgets allowed for them. The City Hall and Fire Department HQ total is averaged at over $4.00 per square foot per year for the existing facilities. New facilities, based on ' BOMA Experience Reports, suggest that long -term maintenance and repair costs for new facilities is in the range of $1.25 /sq. ft. /year. This difference, extended over a 30 year future building life, is in excess of $2.7 million, and if extended over 40 years, this amount increases to more than $3.7 million. I ' BIBLIOGRAPHY ' The following bibliography includes a number of documents which address the question of Office Productivity and its relation to facility replacement and improved work environments. A comprehensive survey of results of various researchers appears in the White Paper noted above. See in particular the works of Brill and Oseland. ' ASBRIDGE R. and COHEN R., Probe 4: Queen's Building, Building Services Journal, 1996, April, pps. 35 -38 BAKER N., The Irritable Occupant: recent developments in thermal comfort theory, Architectural Research Quarterly, Vol 2., Winter, 1996 ' BIFM, British Institute of Facilities Management. Facilities introduction (extract from BIFM web -site www.bifm.org.uk), September, 2001. BORDASS W. and LEAMAN A., From Feedback to Strategy, Buildings in Use '97: how buildings really work. ' London, Commonwealth Institute, 1997, Feb 25 BORDASS W., BROMLEY A., and LEAMAN A., Comfort, control and energy efficiency in offices, BRE Infor- mation Paper, IP3/95, 1995, February ' BORDASS W., BUNN R., LEAMAN A. and RUYS - SEVELT P., Probe I: Tanfield House, Building Services Jour- nal, 1995, Sep. pps. 38-41 BORDASS W., COHEN R. and STANDEVEN M., Technical Review of Engineering and Energy Issues: Probe Office Buildings, Buildings in Use '97: how buildings really work. London, Commonwealth Institute, 1997, Feb 25 BORDASS W., FIELD J. and LEAMAN A., Probe 7: Homeowners Friendly Society, Building Services Journal, ' 1996, Oct, pps. 39-43 BRILL M S, Marguilis S T, Konar E and BOSTI. Using Office Design to Increase Productivity. Buffalo: Work- place Design and Productivity Inc., 1984. ' BRILL M., The Office as a Tool, The Buffalo Organisation for Social and Technological Innovation (BOSTI)., 1986 COHEN R., LEAMAN A., ROBINSON D. and STANDEVEN M., Probe 8: Anglia Polytechnic University ' Learning Resource Centre, Building Services Journal, 1996, Dec, pps. 27 -31 COHEN R., RUYSSEVELT P., STANDEVEN M., BORDASS W. and LEAMAN A., The Probe method of Inves- tigation, CIBSE National Conference 1996, Harrogate, UK, 1996, Sep ' COHEN R., STANDEVEN M. and BORDASS W., Technical Review of Engineering and Energy Issues: Probe non -office buildings, Buildings in Use '97: how buildings really work. London, Commonwealth Institute, 1997, Feb 25 ' Construction Industry Research and Information Association (CIRIA), Dealing with Vandalism, CIRIA Special Publication 91, London, 1994, chapter 4, pps 31 -32 HERZBERG F, MAUSNER B, PETERSON R O AND CAPWELL D F. Job Attitudes: Review of Research and ' Opinion. Pittsburgh: Psychological Services of Pitsburgh, 1957. HUMPHREYS Rev. M., Field studies of thermal comfort compared and applied, Building Services Engineer, 44, 1976, pps. 5 -27 ' HUMPHREYS Rev. M., Thermal Comfort in the Context of Energy Conservation, in ROAS S. and HANCOCK M. (eds)., Energy Efficient Building, Oxford: Blackwell Scientific Publications, 1992, pps. 3 -13 KATSIKAKIS D. and LAING A., Assessment of Occupant Density Levels in Commercial Office Buildings, Stan- hope Properties, 1993, October ' LEAMAN A. and BORDASS W., Design for Manageability, in ROSTRON J. (ed.), Sick Building Syndrome: con- cepts, issues and practice, London: E &F Spon, 1997, pps. 135 -149 ' LEAMAN A., BORDASS W., COHEN R. and STANDEVEN M., The Probe Occupant Surveys, Buildings in Use '97: how buildings really work. London, Commonwealth Institute, 1997, Feb LEAMAN A., Probe 10: Occupancy Survey Analysis, Building Services Journal, 1997, May, pps. 21 -25 ' LEAMAN A., Space Intensification and Diversification, in LEAMAN, k (ed), Buildings in the Age of Paradox, loAAS, University of York, 1996, pps. 4459 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part I: Recent Studies, Measures and Costs, Ashrae Transactions, 1994, pps. 741 -749 ' LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part 2: Effects of Temperature, Ashrae Transactions, 1994. pps 895 -901 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part ' 2: Effects of Indoor Air Quality, Ashrae Transactions, 1994. pps 902 -912 MARMOT M., Report on Perceived control over work, British Medical Journal, July 1997 MASLOW A H. Motivation and Personality. New York. Harper & Row Publishers Inc, 1970. ' McINTYRE C., Indoor Climate, London: Applied Science Publishers, 1980, P. 154 OSELAND N A and BARTLETT P. Improving Office Productivity: A Guide for Business and Facilities Manag- ers. Harlow: Longman, 1999b. ' OSELAND N A and BARTLETT P. The bottom -line benefits of workplace productivity evaluation. Facilities Management Journal, 7(4), April, 1999a. OSELAND N A. Environmental Factors Affecting Office Worker Performance: A Review of Evidence, Techni- cal Memorandum TM24. London: CIBSE, 1999. OSELAND N., BROWN D. and AIZLEWOOD C., Occupant Satisfaction with Environmental Conditions in Naturally Ventilated and Air Conditioned Offices, CIBSE Mixed Mode Conference, 1997, May 22 ' OSELAND, N., The relationship between energy efficiency and staff productivity, Building Research Establish- ment internal CR90/97, 1997, April OSELAND, N., To What Extend does Workplace Design and Management Affect Productivity, Internet Publi- cation at www.officeproductivity.co.uk, 3 December 2001. Private communication to authors, July 1997. ROWE D., FORWOOD B., DINH C. and JULIAN W., Occupant Interaction with a Mixed Media Thermal ' Climate Control System Improves Comfort and Saves Energy, AIRAH meeting, Sydney, 1998 STANDEVEN M. and COHEN R., Probe 5: Cable and Wireless College, Building Services Journal, 1996, June, pps. 35 -39 ' STANDEVEN M., COHEN R. & BORDASS W., Probe 2: 1 Aldermanbury Square, Building Services Journal, 1995, Dec, pps. 29 -33 STANDEVEN M., COHEN R. and BORDASS W., Probe 3: C &G Chief Office, Building Services Journal, 1996, ' Feb, pps. 31 -34 STANDEVEN M., COHEN R. and LEAMAN A., Probe 6: Woodhouse Medical Centre, Building Services Jour- nal, 1996, August, pps. 35 -38 TENNER E., Why Things Bite Back: New technology and the revenge effect, Fourth Estate: London, 1996 TRICKETT T., Workplace Design: Its Contribution Towards Total Quality, Facilities, vol. 10, number 9, 1991 ' VISCHER J., Environmental Quality in Offices, New York. Van Nostran Rheinhold, 1989 WYON D P. Healthy buildings and their impact on productivity. In Seppanen O et al (eds) Indoor Air '93: Thermal Environment, Building Technology, Cleaning, Volume 6. Helsinki: University of Technology, 1993, 3- 14. 1 E 11 1 1 1 1 1 1 1 1 1 i 1 1 1 1 1 1 1 ANTICIPATED WORKPLACE EFFICIENCY IMPROVEMENTS ACCOMPANYING NEW CITY HALL FACILITIES i 1 1 i L] 1 1 1 1 1 1 1 1 1 1 1 1 1 WHITE PAPER ANTICIPATED WORKPLACE EFFICIENCY IMPROVEMENTS ACCOMPANYING NEW CITY HALL FACILITIES NEWPORT BEACH, CALIFORNIA 1 MAY 2003 w Griffin Structures, Inc. 365 Second Street Laguna Beach, CA 92651 949497 -9000 TABLE OF CONTENTS Ll ESTIMATED PRODUCTIVITY IMPROVEMENT UNNEWPORT BEACH ......................... ....... ......... ............. ... |4 City Hall Staff Costs 14 Calculation nf the Feasible Productivity Value nf New Facilities ...................................................................................... |4 Calculation nf the Cost nf New Facilities .~..~..~~.~~....~~.~......_~~~....~~~.~.~...^—...)4 Comparison nf Facilities Costs and Calculated Efficiency Gains ....................................................................................... |5 APPENDIX BIBLIOGRAPHY Griffin Structures, Inc. Newport Beach Civic Center White Paper Table v[Contents INTRODUCTION................ ...... ......... ........... ..................... ....... ... ... ..... ............ ................................. ..... ... ....... ... ........ .i U� THE PURPOSE ov THIS WHITE PAPER .................. ... ~~..~~.~� ............................................................................................... EXISTING CITY HALL FACILITIES | | � ................................................................. ^~_ ................................................................ .................. TYPICAL PRODUCTIVITY GAINS FROM OFFICE REDESIGN .......... ........... ........................ .................... ... ....... 4 DEFINITION oF PRODUCTIVITY .......................... _~~~~_ ................................................................................................................. 4 �m FACILITIES CHANGE AND IMPROVED OFFICE PRODUCTIVITY .............................................................................................................. 4 /\ Survey nf Studies Showing Productivity Gains . ...................... ............................................ ............................................... 5 WORKSTATION-SPECIFIC IMPROVEMENTS ................... ........................................................................... ... .......................................... 7 U�The BOST| Studies ................................................................................................................................................................................... 7 ROST| Estimate nf Workplace Cost ............................................................................................... ......................................... ..... 7 Contribution nf Workplace on Business Outcomes . .............. . ................ .^~~.` ....................................................... R U� Productivity Improvements ut the Workstation ............................................................................................................... ........ 8 SELF-ADMINISTERED NEWPORT BEACH SURVEY ............... ......... ........ ........ ....... ...... ....... .............. ... ... ...... .... 10 QUAmTmmvEsmm/Toov|mmm/owcNT ...~~~~—~..~~.—..~~~_.~..~~...~....~~..~~—~~.|O U� EMPLOYEE COMMENTS ow THE QUESTIONNAIRE RESPONSES ......................................................................................................... |O Ll ESTIMATED PRODUCTIVITY IMPROVEMENT UNNEWPORT BEACH ......................... ....... ......... ............. ... |4 City Hall Staff Costs 14 Calculation nf the Feasible Productivity Value nf New Facilities ...................................................................................... |4 Calculation nf the Cost nf New Facilities .~..~..~~.~~....~~.~......_~~~....~~~.~.~...^—...)4 Comparison nf Facilities Costs and Calculated Efficiency Gains ....................................................................................... |5 APPENDIX BIBLIOGRAPHY Griffin Structures, Inc. Newport Beach Civic Center White Paper Table v[Contents ■ ' INTRODUCTION ' THE PURPOSE OF THIS WHITE PAPER The City of Newport Beach has a list of Values, and the City Departments have formulated Mission Statements, which collectively present the purpose of the City government and represent the "corporate intent' of its doing ' business. Facilities costs are a normal component of the price to execute this business, and represent a portion of the operational overhead. It is important that two factors be appropriately balanced in providing these facili- ties. ' Effective Operations: The facilities must appropriately facilitate the execution of business, which in- cludes a wide range of business values and objectives, such as workplace productivity and efficiency, customer and public convenience, appropriate levels of workplace satisfaction, promotion of retention ' and recruitment goals, adequacy of space for work and storage, appropriate levels of safety and secu- rity, and many others. ' Controlled Costs: The facilities must represent appropriately low levels of overhead within the scope of total capital allocations, maintenance implications, life -cycle considerations, and total impact on the budget. The overhead cost must "be in line" with the Values and Missions. ' As noted below, some workstations are very cramped, spaces are functionally deficient, and facilities generally do not provide for industry standard quantities, qualities, and types of space to do required work tasks over the long term. Poor conditions have developed slowly over time, so that these impacts have come about gradually. ' Some accommodations have been made, including improved employee break space, some new acquisition of furnishings, and others, which partially mitigate negative conditions for certain staff at certain times. Still, it is generally agreed that new facilities will improve the productivity, effectiveness, and efficiency of operations. The purpose of this White Paper is to provide a measure of quantification for it. ' Moreover, as noted above, there is a certain overhead of capital cost (including new construction sinking funds, maintenance, operations, and other facility -based components) which is required in ANY City operation. The ' City of Newport Beach cannot avoid this cost, and eventually every building must be substantially rehabilitated or replaced. Consequently, there are two issues which this White Paper addresses: (1) what improvements in "productivity" ' might be expected from new City Hall facilities, including how these compare to the costs of providing new fa- cilities, and (2) what level of baseline facilities capital cost are typically expected over the long term, above and beyond any offsets from operational improvements that new facilities should provide. ' EXISTING CITY HALL FACILITIES ' The present City Hall facilities in Newport Beach are on balance not efficient, and appear to contribute to a de- gree of productivity loss. They represent low levels of most factors by which such facilities are measured. This is discussed at some length in the evaluation reports which were submitted to the City in the course of the Needs t Assessment project. Among the shortcomings are the following, repeated in summary here from the earlier reports: 1 • The space allocations in the existing Newport Beach Civic Center are smaller than the benchmarks of com- parable jurisdictions by between I I% and 25 %, and space conditions are functionally and qualitatively be- low desirable levels. It is also our opinion that the nature of existing workstations do not provide for ade- quate flexibility to meet technological, operational, or organizational changes and advancements that typi- cally occur overtime. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page I I • From our experience, as well as from the reports of the users, the existing staff workstations are generally not well designed and do not make for efficient office functioning. This is not true in all cases, however, as ' some workstations are extremely efficient in how they function as well as how they utilize space. This is partly due to the fact that many workstations are custom - built, in some cases for the staff individuals who are now in those workstation and in some cases for staff who are no longer there. In time, hard -built ' workstations become less convenient or appropriate to their originally designed function, due to changing requirements for technology, organization, and operational procedures. • There is another class of workstation in the Civic Center which is assembled from available materials and equipment. This is not so much for efficiency as due to the availability of components. There are exam- ples of this in the Planning and Building Department staff areas especially, where individuals make do with all sorts of odd collections of equipment or ad hoc furnishings. ' Overall, it is clear that some part of the crowding and inefficiency is due to improper or inadequate work- station design, layout or use. • The basic planning rule we use for conference space allocation in City administrative buildings is mini- ' mally 15 sq. ft. per workstation, with between 5 -10 sq. ft. additional space for "special" meeting areas, such as interview rooms, plan check meeting rooms, department libraries, and the like. Currently, excluding the Council Chambers, conference areas total 1,895 sq. ft. serving 189 workstations, or about 10 sq. ft. per workstation. One major problem today is that there are few rooms large enough for mid -size meetings. ' The location of the existing conference rooms is also very inconvenient. For example, the conference room in Building "A" might be better utilized if it were not so remote from most departments. A group meeting there can "cost" an extra 10 or 20 minutes in logistic overhead, allowing for walking both ways, getting ' materials there, and the occasional unexpected need to go back to one's office for some material. Disability access is an issue related to deficiencies in conference facilities. Of the total conference areas, half the rooms are inaccessible and not ADA compliant. The general issue of disability access is noted in a ' separate point on code deficiency. It is also important to note the need for specialized meeting spaces serving unique purposes. For example, most One -Stop Shops in other cities provide for at least one meeting room equipped to allow visitors to re- ' view plans in a private (or semi - private) space, away from the main public counter. In Newport Beach, the Public Works Department's (only) conference room must be used for this purpose. • Most departments have some special meeting needs, none of which are provided for today, except for the ' City Attorney office area which is provided with a small (and ill- furnished) law library. Other typically needed special - purpose areas include meeting space for labor negotiations and hearings, auditor work- rooms, workrooms that provide space for packet assembly or for special project team meetings, and de- partment libraries which may contain meeting and reading areas. ' The public areas at the Civic Center are generally deficient in amount of space, functionality of space, and design of space. Such areas include (a) the main building lobby, (b) the access -ways between and reception points at each building and Department, (c) all public counters, (d) waiting areas at each Department, (e) ' the Council Chambers vestibule and main meeting room. The main building entrance lobby appears adequately sized, but this is partly due to the fact that there are so many entry points to the Civic Center that this area serves only the first -time Civic Center visitor and ' those visitors who are coming to an adjacent department. Uses are mixed, with Revenue functions and Administrative functions merged, so that the visitors using the lobby are not very well segregated by pur- pose of visit. The area also does not serve informational purposes well, since signage is limited and the ' take -away materials are not very well organized or displayed according to the visitors' needs. The adjacent conference room, being open to the lobby, causes both areas to function less well than they should. • It is difficult for visitors new [o the Civic Center (or new to a different Department than they usually visit) ' to find their way from the parking areas to the function they are seeking, assuming that they are able to park near the building in the first place. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 2 ' Visitor and employee parking is deficient and it is dispersed between three or four primary areas none of which are signed as to what functions are best reached from any location. The general signage in the pas- sage areas is also poor, especially in directing persons both according to function and to Department name. t All circulation between buildings is open to the side (though possibly covered), and the number of entry points to the campus are as numerous as there are spaces between buildings. There are, furthermore, awk- ward passages through Departments (such as through City Clerk offices to get to Human Resources, or to access the upper floor areas) which are disruptive and confusing. • Public counter lengths are adequate when business work levels are light, but this is not often the case. City ' Clerk and Human Resources areas are especially crowded, both because of counter length and also the lack of space for waiting and passage on the visitor side. • All public counters are very crowded on the staff side, including those serving the development functions, ' and the existing counter space could be doubled (in depth). As to required counter length, which means the number of counter "stations," all Departments report sig- nificant problems at certain times. Moreover, in practice, the amount of counter length which is allocated for a transaction is significantly deficient (for reviewing plans, for example). Staff space deficiencies have ' in part led to integrating staff workstations as part of the counters in an effort to create more efficient work areas (as in Human Resources). This limits the use of the counter when business is heavy to the few work- stations which are constructed. At times, of course, it does allow for staff to turn from their work surface to the visitor more easily. ' Department waiting areas (other than at counters, noted above) are in almost all cases minimal, and De- partments report a general need for more space and accommodation (as at the offices of the City Attorney, where visitors cannot wait comfortably at the point of reception). This is all related to the general conver- t sion of available space into staff and operations work areas, whether for desks, storage, or other uses, and contributes in no small part to the sense of crowding and limitation of office space. • In particular, there is limited space for departments to display informational materials and to conduct re- ception -area business (such as space for applicants in Human Resources). Most of these reception points seem not to convey a sense of efficiency in government and space use, but instead, a sense of clutter, con- striction, and inefficiency. ' The City Hall is found to have several critical physical (including code - related) deficiencies. Among these are the following: - Overall, the complex has responded to short-term needs without a master plan to guide the expansion ' and changing needs of the City. Many of the current inadequacies with the work environments, space allocations, lack of adequate parking, and inefficiency in systems are related to this lack of planning. - Confused circulation and a lack of a central lobby or entry point make many departments either too ac- cessible to the public or difficult to find. Lack of control and security are an issue with all buildings. - No building meets current practices for seismic design. Of the four buildings where seismic systems could be reviewed, all would experience varying degrees of structural damage in a major seismic event. ' The existing Fire Station very likely does not meet the requirements of an essential facility and would likely sustain significant structural damage in a major seismic event. - ADA violations are widespread with none of the buildings complying with Federal American Disabili- ' ties Act (ADA) requirements. - HVAC systems and Electrical systems are all individual - building- based. This causes energy ineffi- ciency and is costly to maintain and service. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 3 I 1 1 1 1 1 1 1 1 1 1 1 1 1 1 TYPICAL PRODUCTIVITY GAINS FROM OFFICE REDESIGN DEFINITION OF PRODUCTIVITY Change in Office Worker Productivity is broadly understood as the combination of many factors, and its meas- urement in a technical sense requires an understanding of conditions before and after whatever change agent is being examined. The typical business definition of productivity is the outcome which results from given inputs, or the ratio of these two, measured in any of a number of ways. Productivity = [Quantity of Output] divided by [Quantity of Input] Often, the output is the measurable work product or result or work, and the input (ideally, the sum of all input) is measured in cost- or energy -based variables. Note that we are referring in particular to the productivity of the entire business entity (the City functions within City Hall), not just the individual employee tasks. Thus, factors such as skill retention, turnover rates, quality of work, training, orientation, customer satisfaction, and other en- terprise -wide productivity variables are also important, along with the individual staff time to perform tasks, assemble for meetings, conduct transactions, and the like. In the production of goods it is often possible to identify, for example, how many hours are worked (an input) and how many items are produced (an output). Or otherwise, it may be possible to examine the quantity of other inputs and outputs, which generally tie the amount of items made and the costs to make them, arriving at some measure of "cost' per "unit'. The objective is to measure the change in productivity under two sets of conditions. The challenge of this analysis is threefold: (1) deciding on what output is to be measured (and actually measur- ing it), (2) deciding on what inputs are to be used as the baseline, and (3) selecting appropriate "before" and "after" states in which the inputs and outputs can be collected and compared. Of course, in the case of Newport Beach, we have no new facilities in place, and have to estimate what the ef- fects might be, based on (a) experiences studied and documented in other cases, (b) expectations of applicability of these cases to the plan for Newport Beach facilities, (c) some degree of "common sense" as to what the effects of such changes might be, based on personal experience and professional judgment. FACILITIES CHANGE AND IMPROVED OFFICE PRODUCTIVITY In the general office setting, a number of detailed and careful studies have been made to measure productivity, or the change in productivity when conditions are changed. For example, there are numerous studies which ex- amine the effects of various changes on the workplace in terms of customer satisfaction, employee absenteeism, typing accuracy, rate of filing, accuracy of filing, recruitment costs, and many others. These changes may in- clude new furnishings, better space, improved environmental control (heat, light, acoustics, for example), and others. While a number of studies have shown the specific improvement in work -task productivity measures, other studies have focused on employee and customer satisfaction measures, relying on yet other studies which show clear links between employee satisfaction and measurable worker performance. All of these studies show re- markably high correlation between appropriate facilities improvement and increases in productivity. In the following discussion, we present some of this analysis, as it applies to the situation in Newport Beach. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 4 ' Overall General improvement in environment Brill et at A Survey of Studies Showing Productivity Gains Most studies apply to the private business sector, but the extension to the public sector appears to be valid as ' well as straight forward. In fact, since various modes of customer interaction, time -based services, and cost - ' driven work measures are dominant in the public sector, the results of productivity economies should be par- Oseland & Bartlett ticularly applicable. "hard The measurement of productivity gain is noted by all researchers as to measure" and difficult, illusive, or ' prone to error. In 1994 Michael Brill surveyed 6,000 American office workers and reported that no work meas- Romm et at Springer uring systems were in place, and even in international studies, where workplace productivity is more often measured in the course of business, a 1999 study found only 20% of the surveyed companies could objectively Sullivan and quantitatively report on performance. Still, a number of indirect methods for estimating performance im- provement (including by Brill and others) have been devised and applied to the effects of improved facilities. ' 15 ' The indirect measurement methods used include staff turnover, revenue changes, overhead cost changes, customer satisfaction scores, business growth measures, recorded staff performance measures by HR departments, job satisfaction scores, and some process efficiency measures (time -based stud- ' ies). The facilities improvements include such factors as environmental control (heat, air, light, acoustic), ' adequacy of work space generally, adequacy of workstations for specific tasks, and others. ' The following table summarizes some results from a range of studies aimed at measuring the net positive Kroner et al change in productivity correlated to improvements in the workplace. In some cases organizational changes may ' have added to the outcome, but it is noted that new facilities also allow for improvements in processes and in Lewis organization which go far beyond simple improvements in the workstations of the staff. Note also that some studies were "negative" in that they examined the effects of worsening conditions rather than improving them, ' as a method of examining the general effects on productivity. ' Exhibit Summary of Selected Productivity Studies ' Type Productivity Issue Examined Source % 1 (continued next page) ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 5 Overall General improvement in environment Brill et at 15 Office refurbishment of post sorting office Browning 6 ' Mean total downtime due to poor facilities Oseland & Bartlett -12.5 (e.g. walking to /waiting at faxes and copiers) ' Refurbishment of bank Properly design workstation Romm et at Springer 15 10 Office refurbishment and restructuring Sullivan 67 General improvement in environment Wyon 15 ' Office refurbishment 12.9 Mixed Env. Increasing privacy through cubicle offices Brill et at 12.3 Control over environmental conditions Drake et at 9 ' Control over environmental conditions Kroner et al 2.8 Voice response systems in call -up centres Lewis 10 1 (continued next page) ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 5 I ' Type Productivity Issue Examined Source % Lighting Increased illuminance from 550 to 1 100 lux for paper -based work Barnaby 2.8 Lighting refurbishment in designers office Browning 15 Increased illuminance from 100 to 1000 lux for textile plant C -ablk 20 Introduction of up- lighting for VDU work Hedge et at 3 Lighting refurbishment in aircraft production Romm et al 20 Lighting refurbishment in drawing office 13 Acoustics Increasing noise by 10 dB in post room Kourigin & Mikheyen -25 Reducing noise in assembly room Kryter 68 Reducing noise (using ear plugs) for industrial weavers Weston & Adams 12 Introducing sound absorbing material into wall of typing pool Wilson 29 HVAC Bringing offices up to current IAQ standards Dorgan 4 Extreme temperatures in munitions factories Fox -30 Increasing fresh air intake to dilute pollutants Kemp & Dingle 3 Comparison of natural ventilation versus AC offices Oseland 3 ' Introducing AC into leather manufacturer Scweisheimer 8.5 Moving from natural ventilation to AC office Sterling -6 Warm temperatures in summer months of tin -plate manufacturer Vernon -10 ' High temperature in coal mine Vernon et al -27 Uncomfortable conditions in typing pool Wyon -40 Introducing AC into utility company 50 ' Introducing AC into electrical manufacturing 3.5 ' Examples of the studies are as follows: Kroner et al (1994) monitored the number of insurance claims processed in an in- surance company 27 weeks before and 24 weeks after moving to new fully refurbished premises. They found a 32% de- crease in productivity during the move but a 16% gain, from the pre -move baseline, after the move. In addition, staff satis- faction with the accommodation increased from 13 to 75 %. Similarly, Sullivan (1990) carried out a study in a leading insur- ance company and monitored the ratio of number of hours worked to claims processed during a move to a renovated ' space with a new layout and furniture. He found that productivity increased by 67%, but as the move was carried out si- mulmneously with organizational restructuring the management estimated the workplace changes to account for approxi- mately 15% of the productivity gain and the staff thought is was around 34 %. Romm and Browning (1994) report of a 6% increase in the number of pieces of mail sorted in post office premises after a refurbishment that focused on improving the ' lighting and acoustics. The savings from productivity gains were 10 times greater than energy and maintenance savings. Source: "To What Extent Does Workplace Design and Management Affect Productivity," Dr. Nigel Oseland, 3 December 2001. Private vs. Public Sector Analysis ' One basic difference is the proportion of staff costs in the private sector to that in the public sector. In most pri- vate sector studies, the baseline factors have included staffing costs of around 75 % -85% of the total annualized business expenditure, with facilities costs (including accommodation and operating costs) of around 5 % -10% of ' the total. The remainder is the non -staff and non - facility cost of doing business, including advertising, insur- ance, and other operating expenses. Businesses generally pay higher salary and benefit costs than in the private sector, which in part contributes to the fact that the staff costs are in this range compared to total expenditure. ' Businesses also often account for an annualized capital depreciation and for more lease costs than generally oc- curs in the public sector, which may further skew the relative proportions of the total cost. As a comparison, based on the annual budget of the City, which includes capital budgeting, all facility operating ' costs, personnel and services expenses, and other annualized expenses, the personnel (with benefits) costs amounts to about 49% of the total budget. Capital improvements costs amount to 22 %, which includes mainte- nance of parks, streets, sidewalks, and other facilities which are not present in the typical private sector enter- ' prise. Maintenance and operations costs amount to 25% of the total budget. The remainder of the City budget Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 6 I ' is allocated to capital outlay (2 %), which mainly is rolling stock and equipment of less than 3 -years life, and debt service (2;6) which is new capital construction (including, for example, a major water utility expense and a ' library building). When restricted to the General Fund, however, City payroll and benefits amount to between 70% and 75% of ' the total fund, which is in line with the low -end private sector range. A given amount of productivity savings (expressed as a percentage of total personnel costs) would produce a better payback rate in the private sector since it applies to a higher total part of the annual business cost. Private sector payoff rates are therefore not used in this report, and instead we use the percentage gain as a ratio of total personnel costs. We believe that the computed productivity gains as expressed in the available literature does apply reasonably to the public ' sector, since they are based on examination of personnel -based measures. ' These Surveys Show a Typical Gain of 15% As shown, the results are quite varied, and it is not easy to determine the specific component of facility im- provement which lead to the results noted. On balance, when facilities seem generally poor in their ability to meet needs of amount of space, type of workspace for the job, proximity and relationship organization of space, environmental quality (meaning noise, heat, light, and air) and personal control, and similar factors, the amount of productivity improvement which accompanies carefully designed new facilities is found to be approximately ' 15 %. This is also consistent with the results of Brill (at BOSTI), who is most commonly quoted in studies of this type. ' WORKSTATION-SPECIFIC IMPROVEMENTS The BOSTI Studies 'BOSTI Associates, under the direction of Michael Brill, has been studying the effects of workplace design, fur- nishings, and environments on worker effectiveness and productivity for three decades. Seminal studies were undertaken in the late 1970's and in 1985 BOSTI published the two- volume work "Using Office Design to In- ' crease Productivity." This study was the result of a 7 -year program involving over ten thousand people in about 80 (commercial) business units, and affirmed a clear relationship between workplace design, productivity, and job satisfaction. ' The most recent work, completed in 2001, clarifies and explains the earlier results in modern terms, and helps provide clear guidelines on how workplace design should be undertaken to maximize potential productivity gains in the larger context of providing facilities improvements which meet the range of functional require- ' ments. The results were summarized and published under the title "Disproving Widespread Myths about Workplace Design" by Kimball International, to show the effectiveness of open workstation (cubicle) design in maintaining or improving employee satisfaction, performance, and productivity. ' Much of what is presented in the following section is derived or directly taken from this work. Some other studies and sources are also utilized, for which appropriate reference is also made. A bibliography of references is supplied at the end of this document. BOSTI Estimate of Workplace Cost ' It has been noted that the primary purpose of a workplace' is to support the organization's mission, and the mis- sion of the City of Newport Beach is strongly expressed in terms of customer benefits, satisfaction, and work product in statements by several of the departments, and in the City's stated goals. So, the purpose of the work- , According to the BOSTI study, workplace is the term for the entire physical environment for work; workspace is the term ' for the space an employee personally uses or sits in most often. In the Griffin Needs Assessment study, we use "worksta- tion" for workspace, but there are some advantages to the BOSTI term. We use the words interchangeably here. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 7 I ' space is on balance to support the functions of the departments as they execute their business and in particular in the timely, accurate, correct, and beneficial conduct of services to the residents. tThe costs of the workplace in achieving its purpose is divided into four components: people costs (mostly sala- ries), technology costs (all electronic equipment, infrastructure, software, and related training), operations costs ' (that is, maintenance, utilities, and facility day -to -day operations costs), and workplace costs (furniture, fixture, equipment, and capital costs which are not part of technology costs as defined here). In most business settings, these costs are shown, when amortized over a ten year baseline period, to be as follows ( BOSTI, 1998 -2008 forecast analysis): ' People Costs...___._..._.._ ...... _ ..... __ ....................... 82% Technology Costs _..._ ....... ......._..._..___._.__.__..._._ 10% Workplace Costs ..... _ ......... _._ ...... _ ................ ... ...... 5% ' Workplace Operations Costs .___ .... .................. 3% The remarkable finding in the more recent studies is that technology costs now exceed workplace costs on the ' average, in the corporate setting, and may well do so in many government settings, also. The BOSTI work, as well as research by others, shows that the workplace environment and design materially affect job performance, job satisfaction, and ease or quality of interaction between staff and with clients. The ' investment in the 8% of workplace costs is marginally leveraged in producing significant output improvements when the correct adjustment and improvement is made in the facilities -based components. ' Contribution of Workplace to Business Outcomes As noted in the BOSTI study, from a facilities perspective, the total effect of the workplace must be measured ' in order to appropriately place "workplace" in the context of competition for business resources. Further, it is not the amount of first costs spent for facilities which are most critical, but rather how these are spent in getting things right. As one approach to assessing the effects of the workplace on the business mission and objectives, is to consider "The Workplace" in relationship to other drivers of desired business outcomes such as employee satisfaction, performance, retention, and efficiency. There are numerous factors affecting how employees perceive their jobs and perform them, including such things as quality technology, salary and incentives, advancement opportunity, appropriate and effective man- agement, work/life balance, and, of course, workplace quality and adequacy. The list is a long one, and varies for each employee and, to some extent, is also dependent upon the nature of the jobs performed. ' The BOSTI work has quantified the effects of workplace on several dimensions of business performance: Business Performance Dimension Effects of Workplace Effects of Other factors job Satisfaction 24% 76% Team Performance 11% 89% Individual Performance 5% 95% ' In addition, the study made several observations about how these measures should be obtained, evaluated, and interpreted. ' Productivity Improvements at the Workstation The referenced BOSTI study examined, across many business units and job types, the workplace qualities that ' have the strongest effects on individual and team performance, and on job satisfaction. These are not all appli- cable to all employees, but seem to have general application outside the private sector and have arisen in con- versations, interviews, and questionnaire results which were obtained during the Griffin Needs Assessment project. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 8 ' The workplace qualities which were shown to have the strongest effects, in rank order are: ' I. Ability to do distraction -free work on one's own. 2. Support for impromptu interactions, both in one's workstation and elsewhere. 3. Support for meetings and undistracted group work. ' 4. Workstation comfort, ergonomics, and enough space for work tools. 5. Workstation that supports side -by -side work, and an opportunity for brief seated exchanges or chats. 6. Locations near to co- workers, or so that they can be found easily. ' 7. A workplace which has good places for breaks. 8. Access to needed technology. 9. Quality lighting and access to daylight. ' 10. Temperature control and air quality. Note that the first two (most highly ranking) factors must be provided by carefully executed design, especially so that they are achieved without compromising each other. It has been estimated that these two factors alone, ' conservatively, would yield at least 3% improvement in individual and team performance. With all other things being equal, and space is adequate in amount, then the Kimball study further notes that this improvement may be attributable to furniture and workstation design and deployment, as a marginal gain over a poorly designed ' (but adequately sized) workplace. LJ 1 1 ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 9 ' SELF - ADMINISTERED NEWPORT BEACH SURVEY ' The Public Works Department of the City of Newport Beach prepared and distributed a questionnaire to staff in City Hall asking them to self - assess what quantitative level of productivity gains may be realized from four di- mensions of workplace improvement: ' Individual workspaces (workstations) of proper size and design for daily tasks Movement between work areas due to improved co- location Team communications and work improvements according to Managers ' Public areas leading to visitor benefits and efficiencies (including related staff efficiencies) These are not entirely exclusive, but also other dimensions of improvement are not addressed in these questions' ' and so it may be possible to add the result to arrive at a conservative self- assessed measure of benefits. The an- swers were given in time (minutes per week) now lost due to facilities shortcomings. The responses included many comments by staff as to deficiencies, even when no quantitative benefit was esti- mated. These comments are quite revealing, and support the kinds of deficiencies which were identified in the earlier Griffin studies and which are summarized at the beginning of this White Paper. ' QUANTITATIVE ESTIMATES OF IMPROVEMENT The responses to each question were examined, and when a discernable quantitative reply was given (including ' "no" or "none" and zero), these were tabulated and the total was compared to the total possible work minutes in the week (based on an average 40 -hour week). The results are as follows: Improved Workstations 3.4% Improvements due to Movement 3.5% Improved Teams (Manager Replies) 5.0% Improved Public Areas 2.8% ' Total (see comment above) 14.7% This survey was conducted to check whether the results were consistent or inconsistent with the findings pub- ' lished in the general literature, and on this basis, the Kimball study would suggest 3% for Workstation im- provement (compared to 3.4% here), and the various general studies (such as the BOSTI study) give an overall expected productivity improvement of 15% (compared to 14.7% here, but this omits many other considera- tions). ' In general, we expect these result to be conservative based on the literature, the current City Hall conditions, and the nature of the comments received both in these questionnaires and in the more extensive surveys done in he Griffin analysis of facilities conditions and the assessment of needs. EMPLOYEE COMMENTS ON THE QUESTIONNAIRE RESPONSES ' The following is a selection of comments received. Note that Comments involving parking are not repeated, nor are comments just giving or explaining numeric answers. Comments not related to new City Hall facilities are also omitted and references to specific departments or persons are removed. In most cases the responses are ' typed as given, but some abbreviation and clean -up may have been made. In most cases editing marks were used to indicate these changes, except for punctuation or minor word changes. Following each comment is a randomly generated code which allows tracking back to find the specific questionnaire on which the comment is ' located. ' ' Including employee satisfaction improvements related to improved environmental control, which is ofien a major factor in measured productivity gain related to facilities improvement. Gruen Structures, Inc. Newport Beach Civic Center White Paper Page 10 1 I 1 1 1 I 1 1 1 "With the current set -up, Accounting is divided and lo- sated in two separate areas of City Hall. I certainly don't mind the walk but it does take extra time to go to [my supervisor's] office or the vault. Also, we do not have space for our student aide ... [which] means more travel time to supervise his projects. (0.22.1)" "With the current set up.... I have to move between sev- eral facilities to manage the programs and projects under my responsibility. Since there is limited conference space, I typically have to hold meetings at alternate locations, causing me and others to travel to another location. (0.12.3)" "With no room to walk by file [cabinets] when they are open, the person filing has to stop, close the file, move out of the way, and let the person pass. Part of the files are in [private offices] so when a meeting is going on, we are un- able to retrieve them at all. (0.15.3)" "With a better facility, and more counter service employ- ees, the customers would save time better service. (0.05.1)" "We will be able to have a "one stop shop" for processing and approving building permits. Customers that need ap- proval from the Fire Department need to go to Fire in an- other building and need to go to [yet] another building to pay for the permit. (0.16.1)" "We make plenty of trips down the hall just to turn around and go back until [someone visiting] leaves their office. It is difficult to keep track when someone is at the other end of the building. (0.06.2)" "We have a serious roach, silverfish, and rat problem. I also suffer from allergies, and sit under a vent [which de- posits visible particles on the desk and elsewhere]. (0.22.3)" "We also have very tight and often noisy quarters, and people have to walk through our office to get to other sections of City Hall. This means a lot of through- traffic, passing conversation, and door slamming. When working on something technical or drafting documents, it can be difficult to concentrate. (0.22.4)" "We all must leave [our] work area during the day. How- ever, if we had easy access to a copy and fax machine within 25 ft of our work area, we could safe time. I think the new facility should be designed with these things in mind. (0.19.3)" "Walking to [the various departments] is not a problem at all. I've always worked for very large companies where departments are often separated by Floors and even differ- ent buildings. I don't have a problem with walking from one area, building, or Floor to another. (0.25.2)" "This should have been done years ago instead of ban - daided so many times. People are shocked with the old facilities. The air /heat is horrible, even though it's been "Improved" countless times. We can't have enough elec- trical outlets. We have had problems with rats in the ceiling..., birds Flying inside, and cockroaches everywhere. (0.15.5)" "This is an old and decrepit building that needs to be re- placed. (0.11.2)" "There really is not much room to add another workspace in our area if we were to recruit additional personnel. (0.26.4)" "There is nothing convenient the way we're set [with my workstation]. (0.15.1)" "There is also an inability to meet with co- workers and other training officers in an environment conducive to training or conferences. (0.09.2)" "There are times when the person sitting at the desk can't help [the public] who walked in. Maybe it is because [the staff] are there for another purpose, or maybe they are involved in other urgent work... Wouldn't it be nice if the public didn't see those people sitting there and not helping them? (0.24.3)" "The quaint old feeling of Newport Beach is nice, but if we expect people to have 21" century skills, we need to pro- vide [for a] more up -to -date environment for them to work in. (0.20.2)" "The problem, at least from our perspective, is file space and lack of workspace for associated workers in the divi- sion. (0.23.2)" "The one problem we have here is that we're not all to- gether. We're very short on space so we have four of our Support Services employees working at the City Yard [which] presents a problem with efficiency and communi- cations... (0.25.3)" "The offices are also very erratic in the area of climate control and noise. The temperature in the office is usually at one extreme or the other. (0.09.3)" "The design should include a single customer service area and semi - private space for customers to sort and review plans, work on document, etc. (0.13.5)" "The benefits of a new facility will assist with basic needs. Among these are improved safety and security, utilities, and parking. Currently, there is no public address system covering the City Hall campus. A new facility would allow for quick evacuation in a safe manner. A new facility would also allow for ample electrical support (right now we regularly blow fuses with normal office equipment). (0.12.6)" "The amount of time lost by customers is probably almost the same as staff. (0.13.4)" "Sound travels too easily and I can't hear a phone conver- sation when folks are in the hall talking; and I can hear eve- ryone in the hall when they talk on the phone. (0.27.5.)" "Since we spend at least 8 hours a day in our work space, the benefits of new surroundings would probably be stimulating, which may increase productivity, [and be] safer, which may give a greater peace of mind and healthier environment to work. (0.08.1)" "Since there is limited conference space, I typically have to hold meetings at alternate locations, causing me (and many others) to travel to another location. (0.09.4)" "Security is important as well as protection of records and office desk/file information. We barely have room for a paper shredder. (0.23.4)" ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page I I I 1 [1 1 1 LJ 1 "Security has been a concern for us, as people have ap- peared in our office, entering through the back door... Others have come [in] unescorted if the receptionist is on the phone or has briefly stepped away... (0.26.3)" "Routine meetings require us to travel to several loca- tions. Meeting rooms are few and remote, travel to these meeting areas are both inconvenient for our customers as well as City staff. (0.13.1)" "Right now, I regularly meet with customers in [a crowded area]. This is completely inefficient and ineffective. (0.12.5)" "Retrieving reports form other departments would be much more convenient specially when it rains or one has to cross from one building to the other. Our files stretch from the vault to the attic. (0.1 S.2)" "Public Works Department would benefit by having all its personnel gathered in a common office, thus eliminating a lot of wasted time looking for others. Also, our internal communications would be considerably improved. (0.21.2)" "Plenty of time could be saved not only by the customers but also by staff for not having to give the same directions over and over again on how to get to Cashiers, Business License, City Clerk, etc. (0.18.1)" "Please don't design a plain rectangular box. Design some- thing befitting a governmental organization, not a corpora- tion. Think of the older, good - looking buildings that have stood the test of time. (0.04.6)" "Our section is currently designed so that it is in close proximity to our department's office equipment, such as copier, fax machine, scanner, etc. (0.26.2)" "Our department is spread out over two floors. We are constantly up and down the stairs, which have also been a problem resulting from employees /visitors stumbling on them. This is dangerous when we carry items up and down the stairs. (0.26.1)" "No room for light -duty, temporary, intern, or volunteer positions. (0.7.3)" "New facilities can be designed to take advantage of new technology updates (wireless, for example) at substantially reduced costs. Security could be much better obtained, while still allowing for easy employee access to each other. (0.04.5)" "My present workspace is organized and situated in a way that's most efficient. I don't think a new facility... would save me anytime. (0.25.1)" "My current workspace is up -to -date; I have sufficient work area. Department files, fax, and copy machine are steps away. (0.02.1)" "Movement away from my workspace would not be much improved by new facilities [paraphrased]. (0.24.2)" "More conveniently located restrooms and office equip- ment would save time. (0.09.5)" "Locating files, finding locations for the storage of materi- als, and files, looking for meeting space that's large enough or available, walking to /from offices of colleagues and man- agement —all these take up valuable work time. (0.04.2)" "It is not uncommon to have the circuit breakers activate due to an overloaded circuit. (0.09.6)" "It can be very cold... in the winter. The warm air comes out of vents located in the very high ceiling and when peo- ple come in and out... it makes it even more chilly. Mean- while, the rest of the staff... is warm and toasty. (0.06.1)" "Inefficient building layout. lack of multiple unit rest - room /shower facilities, all add increased time spent "navi- gating" in the current City Hall facility. (0.17.2)" "In our current offices, time is wasted on inefficient filing and storage, due to space. There is also an inability to meet with community members or co- workers in my own working environment, costing time in moving to other lo- cations. (0.12.1)" "In our current offices, time is wasted moving from one location to another due to the odd configuration of the work area. (0.09.1)" "Improved employee morale and productivity for not be- ing treated like a sardine 'stuffed in the corner.' The sooner the new facility is built, the sooner we can stop putting money into [this] money pit. (0.18.2)" "If our Section were better organized, not only would we function more effectively as a unit, but support staff confu- sion and conflicts would be reduced, saving additional time. (0.04.3)" "Ideally [the public] wouldn't have to go from one building to the next to complete their business. (0.03.1)" "I would like to see Human Resources moved... where people can find it. It would also be nice if they had a room that could be used for interviews. (0.20.1)" "I will still have to go from one department to another [if we have a new building], but I wouldn't have to get wet doing it when it is raining. (0.27.2)" "I think our employees would be much happier with im- proved HVAC since right now we have uneven distribu- tion and some freeze while others roast. (0.27.3)" "I spend a lot of time walking down the hall to the admini- stration section of our division. (0.27.1)" "I love the mature landscaping of current City Hall and it is actually nice to walk outside between departments. (0.22.2)" "I like the way our office is laid out but unfortunately have a hard time hearing because there are no doors. (0.11.1)" "I feel the City could save hundreds of dollars in man hours and equipment by providing adequate storage. the need for additional space in [various areas] could also be a time saver. (0.19.1)" "I feel an employee exercise [area], lounges, library, and meeting rooms on site are essential to employee satisfac- tion. Possibly in different areas of City Hall. (0.19.5)" "9 can't begin to calculate the amount of "wasted" time our customers use walking back and forth between de- partments to have questions answered or to complete steps assigned to staff from different departments who have connected tasks in a related process. (0.17.3)" IGriffin Structures, Inc. Newport Beach Civic Center White Paper Page 12 P 1 1 1 1 I J "Hopefully, a new City Hall will have locker and multiple shower facilities to encourage employees to use alternate means of transportation. (0.17.5)" "Healthier air quality and temperature control, better lighting for work spaces, better storage facilities, less mold and insect problems, ADA facilities for access to the sec- ond floor. (0.10.2)" "Having cashiers closer to our department would save time processing [various materials]. (0.10.1)" "Having an HVAC system that does not allow the tem- perature to go too high (we've recorded temperatures near 90 degrees in our office) will assist in maintaining peak productivity. (0.12.4)" "For MIS, the benefits [of a new facility] would be over- whelming. Deliveries [to MIS] sometimes take up so much room that Fire Prevention and Risk Management complain about the hazardous conditions. We already know theft can happen in the Council Conference Room, since our projector was stolen from there. It would not take any- one any time to break into [the office here] and take what they wanted [including valuable equipment]. (0.24.5)" "Employee satisfaction would be huge [in my department with a new building]. We are splitting at the seams. In definite need of more space. (0.04.1)" "Employee privacy for work on detailed projects (quiet space) and the ability to meet with customers, one or two persons in the employee's primary work area, would greatly enhance customer service and employee efficiency. (0.13.3)" "Customers buying business licenses or paying water bills [go to] two separate departments as well as ... between two separate buildings. (0.15.4)" "Customer service is currently very inefficient as a result of all of our customers coming to [another department's counter]. (0.13.2)" "Currently, there isn't much room for an individual to lay out plans and work. (0.05.2)" "Currently, there is no 'hard security' in the data center or in any City Hall area. A new facility will allow for a total information network infrastructure designed to current standards, and give flexibility to allow for growth and technological advancements. (0.17.4)" "Create an area with easy access to all departments... The public counter is not sized to fit our needs. A larger counter with room to spread out for multiple customers. Future computer monitor space for multiple users within public areas. (0.19.4)" "Controlled access to our workspace will save time due to lack of distractions form others using the workspace as a hallway for gaining access to other areas. More efficient internal workspace planning will save time as well. (0.17.1)" "Combine Fire, Finance, and Building into one building. Everybody [who is needed] to complete the process is right there. It is a pain to walk down to Finance to pay. (0.01.1)" "Because my desk is right next to an open door, everyone who walks in for help feels compelled to greet me. Such an interruption of my train of thought can ruin my concen- tration for several minutes, which is lust long enough for the next friendly person to arrive. Sometimes a project that should take 4 -8 hours isn't completed for several weeks. because some part of the project needs a full hour of uninterrupted time, and I can't get that (0.24.1)" "As long as someone is available to help a customer who walks in, there is no need for an entire group to be inter- rupted by a single visitor. (0.24.4)" "Another problem with our present situation is office noise. It is extremely difficult to concentrate in a work- space that does not allow for a door or sound mitigation. (0.12.2)" "An "open floor plan," i.e., cubicles, will not help with re- cruitment or employee satisfaction in the professional staff. (0.04.4)" "All of the above [areas] would be benefited if a properly - planned facility was built. Plus, it's just a matter of time until a larger facility has to be built to accommodate the staff that is needed to serve our increasing resident popu- lation and infrastructure. (0.21.3)" "Actually, I enjoy the walks away from my office to the other offices. This makes the City of Newport Beach of- fices'unique.' (0.21.1)" "A noise free and efficient heating and air circulating de- vice. (0.19.2)" "A more centralized location would, hopefully, provide better access to other personnel and file materials for re- search. (0.23.1)" "A central storage and supply area could also improve effi- ciency by reducing the storage each department has to maintain for adequate office supplies and routine daily op- erations. (0.13.6)" "[Improved customer time and parking] would, also, pro- duce less revenue to the City [from] parking tickets. That would be offset by improved customer satisfaction and convenience. (0.23.3)" "[I am] supervising someone on another floor [which is difficult]. The office assistant acts as receptionist and is generally required to stay at the desk [which is inefficient]. (0.07.1)" "[Equipment is] duplicated because of two floors and non - central office systems. (0.07.2)" "[A new facility] would help with our technology... We have too many cords currently as we are in an old build- ing. (0.27.4)" Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 13 i ESTIMATED PRODUCTIVITY IMPROVEMENT IN NEWPORT BEACH ' Note that the "productivity savings" are mathematical, in that they reflect the available staff time at average sal- ary rates which a new facility will make additionally available due to improved work flows and opportunities of efficiency. These computed savings require management discipline to recover, and careful design and building execution to obtain. City Hall Staff Costs The average salary rate for City Hall employees was based on figures for salaries and benefits, and full -time equivalent positions, as presented in the City Budget document. According to the calculation shown below, this ' average is $71,300 per year: Calculation of Salary + Benefit average, based on 2002 -03 budget ' City Hall Based Sal & Beres FTE as Reported in the Department in coo's Budget Document ' Human Resources $777.7 9.0 City Attorney $585.6 5.0 Administrative Services $4,007.4 52.7 Planning $1,423.9 20.0 Building $2,243.1 27.5 ' Community Services $5,055.0 90.8 Public Works 3S 068.5 35.6 $17,161.2 240.6 Average, these departments, per FTE $71.3 The current City Hall contains 189 workstations (serving 193 persons at the time of our survey), and, according to the Needs Assessment Report produced by Griffin Advisors, a long -term City Hall should be designed to ac- commodate 225 workstations. Based on the existing staff count of 193 (not projected to the future number), the total annual salary and benefit cost for these persons is estimated to be $71,340 x 193 = $13,768,000. ' Calculation of the Feasible Productivity Value of New Facilities Assuming staff are placed in new and adequate facilities, using a productivity gain of 15% (based on the litera- ture survey presented earlier in this document), the dollar equivalent of this annual productivity gain is esti- mated to be 0.15 x $13,768,000 = $2,065,000. Calculation of the Cost of New Facilities Several new facilities alternatives have been analyzed and costs have been computed for them in the earlier Griffin/LPA submissions to the City. The total project cost for the recommended approach is $28,000,000. This includes more facilities than just replacement of City Hall; also included are a parking structure (with added parking to serve the Coastal Plan requirements), replacement Headquarters Fire Station, and new com- munity room with support areas. Also included in this "total project cost' figure are costs of design and man- agement, furniture, fixtures, inflation (escalation to time of construction), off -site improvements, and an allow- ance for interim staging and temporary relocation of staff. ' The annualized cost for this total project, based on $28,000,000 total cost, a conservative' 6% amortization rate, and a 30 year amortization period (since this is a public building), is approximately $2,034,000. 1 ' Actual amortization (borrowing) rates are currently in the range of 5.10 - 5.25%, so this is a conservative estimate. Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 14 I ' Comparison of Facilities Costs and Calculated Efficiency Gains According to these calculations, the annualized debt for new facilities is essentially equal to the calculated fea- sible value of productivity gain in the building. The productivity "savings" are paper values, and can be real- ized in practice by designing work processes which lake advantage of the new facility and which leverage the improved staff productivity and effectiveness. Some gains come in the form of reduced overhead due to turnover and re- hiring, training, recruitment, and other impacts related to improved employee satisfaction. There are also gains to be realized from reduced security and safety risks, and other criteria as discussed earlier in this document. ' In summary, improved productivity, work environments, and processes in new City Hall facilities will benefit the City in real financial terms which will offset a significant portion of the cost to provide these facilities. This, however, will require diligent attention to the design process and integration of work flow improvements ' into the final design product. Managers and staff alike must be aware of the disciplines which will be required to maximize the benefits of the improved workplace. 11 1 1J 11 1 I ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 15 ' APPENDIX BIBLIOGRAPHY ' ASBRIDGE R. and COHEN R.. Probe 4: Queen's Building, Building Services Journal. 1996. April, pps. 35 -38 BAKER N.. The Irritable Occupant: recent developments in thermal comfort theory. Architectural Research Quarterly. Vol 2.. Winter. 1996 BIFM. British Institute of Facilities Management. Facilities introduction (extract from BIFM web -site www.bifm.org.uk). September. 2001. BORDASS W. and LEAMAN A.. From Feedback to Strategy. Buildings in Use '97: how buildings really work. ' London. Commonwealth Institute. 1997. Feb 25 BORDASS W., BROMLEY A., and LEAMAN A., Comfort, control and energy efficiency in offices. BRE Infor- mation Paper. IP3/95. 1995. February ' BORDASS W.. BUNN R.. LEAMAN A. and RUYS - SEVELT P.. Probe I: Tanfield House. Building Services Jour- nal. 1995. Sep. pps. 38.41 BORDASS W.. COHEN R. and STANDEVEN M.. Technical Review of Engineering and Energy Issues: Probe t Office Buildings. Buildings in Use '97: how buildings really work. London. Commonwealth Institute. 1997. Feb 25 BORDASS W.. FIELD J. and LEAMAN A.. Probe 7: Homeowner's Friendly Society. Building Services Journal. ' 1996. Oct, pps. 39-43 BRILL M S. Marguilis S T. Konar E and BOSTI. Using Office Design to Increase Productivity. Buffalo: Work- place Design and Productivity Inc.. 1984. ' BRILL M.. The Office as a Tool. The Buffalo Organisation for Social and Technological Innovation (BOSTI).. 1986 COHEN R.. LEAMAN A.. ROBINSON D. and STANDEVEN M.. Probe 8: Anglia Polytechnic University Learning Resource Centre. Building Services Journal. 1996. Dec. pps. 27 -31 ' COHEN R.. RUYSSEVELT P.. STANDEVEN M.. BORDASS W. and LEAMAN A.. The Probe method of Inves- tigation. CIBSE National Conference 1996, Harrogate. UK. 1996. Sep COHEN R.. STANDEVEN M, and BORDASS W.. Technical Review of Engineering and Energy Issues: Probe non - office buildings. Buildings In Use '97: how buildings really work, London. Commonwealth Institute. 1997. Feb 25 Construction Industry Research and Information Association ( CIRIA). Dealing with Vandalism. CIRIA Special ' Publication 91. London. 1994, chapter 4. pps 31 -32 HERZBERG F. MAUSNER B. PETERSON R O AND CAPWELL D F. Job Attitudes: Review of Research and Opinion. Pittsburgh: Psychological Services of Pitsburgh. 1957. ' HUMPHREYS Rev. M.. Field studies of thermal comfort compared and applied, Building Services Engineer. 44. 1976. pps. 5 -27 HUMPHREYS Rev. M.. Thermal Comfort in the Context of Energy Conservation. in ROAS S. and HANCOCK ' M. (eds).. Energy Efficient Building. Oxford: Blackwell Scientific Publications. 1992, pps. 3 -13 KATSIKAKIS D. and LAING A.. Assessment of Occupant Density Levels in Commercial Office Buildings. Stan- hope Properties. 1993. October ' LEAMAN A. and BORDASS W.. Design for Manageability. in ROSTRON J. (ed.). Sick Building Syndrome: con- cepts. Issues and practice. London: E &F Spon. 1997. pps. 135 -149 LEAMAN A.. BORDASS W.. COHEN R. and STANDEVEN M.. The Probe Occupant Surveys. Buildings in Use '97: how buildings really work. London. Commonwealth Institute. 1997. Feb LEAMAN A.. Probe 10: Occupancy Survey Analysis. Building Services Journal. 1997. May. pps. 21 -25 LEAMAN A.. Space Intensification and Diversification. in LEAMAN. A. led). Buildings in the Age of Paradox. ' IoAAS. University of York. 1996, pps. 44 -59 ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 1 I 1 LjI LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part I: Recent Studies, Measures and Costs, Ashrae Transactions, 1994, pps. 741 -749 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part 2: Effects of Temperature, Ashrae Transactions, 1994. pps 895 -901 LORSCH H. and ABDOU O., The Impact of the Building Indoor Environment on Occupant Productivity: Part 2: Effects of Indoor Air Quality, Ashrae Transactions, 1994. pps 902 -912 MARMOT M., Report on Perceived control over work, British Medical Journal, July 1997 MASLOW A H. Motivation and Personality. New York. Harper & Row Publishers Inc, 1970. McINTYRE C., Indoor Climate, London: Applied Science Publishers, 1980, p. 154 OSELAND N A and BARTLETT P. Improving Office Productivity: A Guide for Business and Facilities Manag- ers. Harlow. Longman, 1999b. OSELAND N A and BARTLETT P. The bottom -line benefits of workplace productivity evaluation. Facilities Management Journal, 7(4), April, 1999a. OSELAND N A. Environmental Factors Affecting Office Worker Performance: A Review of Evidence, Techni- cal Memorandum TM24. London: CIBSE, 1999, OSELAND N., BROWN D. and AIZLEWOOD C., Occupant Satisfaction with Environmental Conditions in Naturally Ventilated and Air Conditioned Offices, CIBSE Mixed Mode Conference, 1997, May 22 OSELAND, N., The relationship between energy efficiency and staff. productivity, Building Research Establish- ment internal CR90197, 1997, April OSELAND, N., To What Extend does Workplace Design and Management Affect Productivity, Internet Publi- cation at www,officeproductivity.co.uk, 3 December 2001; ROWE D., FORWOOD B., DINH C. and JULIAN W., Occupant Interaction with a Mixed Media Thermal Climate Control System Improves Comfort and Saves Energy, AIRAH meeting, Sydney, 1998 STANDEVEN M. and COHEN R., Probe 5: Cable and Wireless College, Building Services Journal, 1996, June, pps. 35 -39 ' STANDEVEN M., COHEN R. & BORDASS W., Probe 2: 1 Aldermanbury Square, Building Services Journal, 1995, Dec, pps. 29 -33 STANDEVEN M., COHEN R. and BORDASS W., Probe 3: C &G Chief Office, Building Services Journal, 1996, Feb, pps. 31 -34 ' STANDEVEN M., COHEN R. and LEAMAN A., Probe 6: Woodhouse Medical Centre, Building Services Jour- nal, 1996, August, pps. 35 -38 TENNER E., Why Things Bite Back: New technology and the revenge effect, Fourth Estate: London, 1996 ' TRICKETT T., Workplace Design: Its Contribution Towards Total Quality, Facilities, vol. 10, number 9, 1991 VISCHER J., Environmental Quality in Offices, New York: Van Nostran Rheinhold, 1989 ' WYON D P. Healthy buildings and their impact on productivity. In Seppanen O et al (eds) Indoor Air '93: Thermal Environment, Building Technology, Cleaning, Volume 6. Helsinki: University of Technology, 1993, 3- 14. 1 ' Griffin Structures, Inc. Newport Beach Civic Center White Paper Page 2 �J l 1 11 ' UTILITY COMPARISON, EXISTING FACILITIES VS. NEW FACILITIES WITH DISCUSSION OF HISTORIC AND ANTICIPATED NEW MAINTENANCE COSTS [] i I ' April 17, 2003 ' EXECUTIVE SUMMARY- UTILITY COMPARISON NEWPORT BEACH CIVIC CENTER LPA Job No. 22002.10 ' The City of Newport Beach has requested that an evaluation of future utility costs be prepared in consideration of a proposed new 62,000 square foot City Hall facility. This new facility would include a Council Chambers element of approximately 4,000 square feet and administrative office space of approximately 58,000 square feet. ' The prospect of a new City Hall facility creates numerous avenues for utility cost savings including, but not limited to the following: ' • Increased thermal insulation • "Cool" roof materials • High- efficiency glazing systems • Low flush fixtures ' • Metered faucets High- efficiency lighting • Gas -fired heating systems • High - Efficiency HVAC systems The existing City Hall includes 5 buildings totaling approximately 44,000 square feet. Building systems (i.e. ' plumbing, electrical and mechanical) have been modified over time, but generally are of pre Title -24 vintage. The construction of a new City Hall will immediately derive the operational cost benefits of meeting current Title -24 State Energy Code requirements, as well as the added efficiency of new systems specifically tailored to the ' various requirements of a City Hall. The steps we made include the following: ' 1. City has provided us with actual usage and annual costs for 1999 thru projected close of 2003. Summaries of all bills are attached in Appendix A. ' 2. All dollars are then prorated from 50,000 sf to the proposed total of 74,500 s.f. This allows us to compare costs "apples to apples." 3. We have excluded most irrigation from the analysis. ' 4. The existing HVAC units are electric split systems requiring no natural gas. This needs to be noted when comparing gas usage. ' 5. We have used the latest utility bill information to start with the most current and accurate utility rates as we model the proposed building. ' 6. We have provided back -up information for water, gas, and electricity in Appendices B, C and D respectively. 7. for water usage and miscellaneous electronic equipment usage, we have stayed relatively constant. This is ' due to the fact that the projected population is only expected to grow from 189 to 207 people. The costs, however, drop with more efficient systems. LPA Cl P 6 0 N (1 my OPOO N� n o PP4 A PP�a a _w 3: ' EXECUTIVE SUMMARY - UTILITY COMPARISON April 17, 2003 NEWPORT BEACH CIVIC CENTER Page 2 ' LPA Job No. 22002.10 LPA ' 8. Both existing and proposed costs are projected from 2004 to 2009 at an energy costs escalation rate of 5 %. ' 9. We arrived at the differential savings per year between the existing systems projected into the future vs. the proposed systems projected into the future. ' 10. The proposed model is based upon appropriate energy savings measures utilized in similar buildings. The models we have run are 10 -15% more energy efficient than what is required by Title 24. 11. We have not incorporated more conservative measures such as: ' a. Water -less urinals b. Natural ambient light "harvesting" c. Natural ventilation ' d. Fuel cells/ micro turbine generators e. Photo voltaic panels Please note that the estimated cost of photo voltaic (solar) panels is approximately $556,000. With an applied rebate of $200,000, the effective cost is $356,000. With an estimated energy savings of $17,700 ' per year, a twenty year "payback" would be anticipated. 12. Based upon reports of selected actual maintenance expenses and deferred estimated maintenance costs ' averaged over the past four years, we arrive at a current rate of maintenance expenditure of at least $4.00 /square foot/year. This may omit some historical costs. The BOMA experience reports give averages below $1.25 for "betted' buildings. For the first eight years of a building, we would expect little to no costs for maintenance. Over the next thirty ' years, this expense, if unchecked, could result in an estimated cost of $2.5 million. Over the next forty years, this grows to $3.7 million (current dollars.) Conclusion Based upon the analysis received from the City of Newport Beach, and the modeling of the proposed buildings, the anticipated energy savings is approximately 17% over a five -year period from 2005 — 2009, ' the anticipated energy savings would be in excess of $163,000. If projected over the next forty years, the total savings could be as much as $3, 776,000. ' Sincerely, LPA, Inc. ' Orange County fi e a' James T. 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W .- m N t0 C7 C7 16 O W a t0 I. a n m p n o ao m m v� a n N m N N N O m m a N m r pl m t0 I� N 1 City of Newport Beach City Hall and Fire Station Projecting Future Existing Costs ' Our mechanical and electrical engineers incorporated appropriate, standard electrical and mechanical systems utilizing energy conservative measures. ' The HVAC systems are standard rooftop units with economizers. Plumbing systems incorporate low -flush fixtures and metered faucets. Electrical systems incorporate the latest efficient lighting and ' control systems to maximize lighting levels at the lowest costs. ' Overall, the building is projected to be 10 -15% MORE efficient than what Title 24 requires. ' Based upon these approaches, we incorporated today's energy rates from the City's latest energy bills. These are factored into what utility ' costs would be incurred today on a new, 74,500 sf facility. This can then be compared to the adjusted costs from the ' existing buildings. [1 1 1 1 1 t t 1 1 1 1 1 1 City of Newport Beach City Hall and Fire Station Existing v.' Proposed Square Footage Existing City Hall 44,029 sf Fire Station (1) 6,310 sf Total 50,339 sf Proposed City Hall 62,000 sf Fire Station (1) 12,500 sf Total 74,500 sf Note! In order to compare "apples to apples ", existing cost are to be pro rated to a larger building by: 1.48 This multiplier is a constant and is effective thru fluctuations of existing and proposed square footages. (1) Size of Existing Fire Station is estimated since no drawings exist. L] 04/15/2003 J EDISO 08:42 9496443339 Southern California Edison Company P.O. Box wo, naearnea6, CA 91771 -0001 Customer and Service Address NEWPORT BEACH. CITY OF 3140 GENERAL SERVICES NEWPORT /32ND NPOFiTBCH CA 92693 Service Account Rotating Outage 3- 001 -MR -63 Group NO01 Date Bill Prepared March 27, 2003 Next Meter Read on or about April 18, 2003 Rate Schedule GS -2 NEWPORT ]EACH CITY Visit as at: w .aoa.wrh Your Customer Account Number 2.00- 444 -9468 24-hr. Customer, Service 1 (800) 990 -7788 ' Your current energy usage Meter Date and Reading Number From To Difference Multiplier Usage ' OCTVAL REAP0 08 1-01807a 02/13/03 83/14/03 64460 04643 A65 60 9,900 kWh ' Demand Meter Information Maximum Demand: 38.0 kW usage Camparisen This Year Last Year 2 Years Ago Kilowatt-ho ilr(kWh) used 9,900.00 AD, ozo. days 29 oo so 10,620.00 so Number of Avera a usage per day 341.38 334.00 334.00 Percengt change from Last Year 2X tDid you know. , - . IMPORTANT INFORMATION t Currently, the Rotating Outage Group number shown an the upper portion of your bill is not subject to rotating outages. However, the outage group number is subject to change at any time without notice due to electric system operating conditions. ' Detail of current charges: $1,449.74 We provide two ways to look at your current charges: ' fly usage: Billing Parlod - 02/13/03 to 03/14/03 ( 29 days) - Winter Season ' FEacilities RelDe�rit1and 38 KW x $9.46060 lock t Energy 9,900 S 205.20 1,182.26 Charge kWh x $0.11942 Customer Charge 60.30 Current Billing Detail Subtotal S 1)447.76 State Tax 9,900 kWh x $0.60020 1.98 Current Charges Vue $ 1,449.74 ' Your daily average cost this period is: 4 49.99 Service Voltage ; 206 Volts Of your total charges, Franchise Fees represent: $11.71 Average Energy Charge during this period is : 11.51 cents/kWh ' By rate component: Prrkpcured Energy E }(D1 DWR Bond ChaC�e r61 S 1, 084. 07 55.2a ' Transmission harge 43.10 Charges 228.28 Nuclear DecomrDissioning Charges Public 5.15 Public Purpose Program Charges Other Charges 28.81 5.05 Urrent argeS $ 2,449.74 Page 4 of S PAGE 02 '04/15/2003 08:42 9496443339 Urr`_' i°1°°MQ1"°°"" southern California Edison Comppanyy ED(SON' P .o.0ax600,Roaernead,CA91 7 71-0 0 01 ' y'uM mar and Service Address NEWPORT BEACH, CITY OF 3120, GENERAL SERVICES '3300 NEWPORT BLVD . NPORTBCN CA 92663 Service Account . Rotating Outage 1 3-007- 3522 ^64. Group 14001 Your current energy usage ' Date Bill Prepdred March 27, 2003 Next Meter Read an or about April 15, 2003 Rate Schedule GS-2 NEWPORT BEACH CITY Visit us at: w eee.00m Your Customer Account Number 2 -00- 444 -9468 24-hr. Customer Service 1 (800) 990 -7788 ' Did you know.. . Meter Date and Reading Number From TO Difference Multiplier Usage 1 pp p0264�0R 24 03/14/03 ' Currently; the Rotating Outage Group number shown on the upper 02/13/03 1353 1630 279 120 33,480 kWh the outage group number is subject to change at any time without Demand Meter Information ' Maximum Demand : 100.0 kW ' Usage Compar soft This Year �— Last Year— 2 Years Ago Kilowatt-hour (M) used 33,480.00 36,120.00 370560.00 ' By usage: Number at days 29 30 30 Avera a usage per day 1,154.48 1,204.00 10252.00 9g4Qp.00 3,582.60 Force n4 change from Last Year t4)X 469.14 60.30 ' Did you know.. . IMPORTANT INFORMATION ' Currently; the Rotating Outage Group number shown on the upper portion of your bill is not subject to rotating outages. However, the outage group number is subject to change at any time without notice due to electric system operating conditions, ' Detail of current charges: $4,658.74 We provide two ways to look at your current charges: ' By usage: Billing Period - 02/13/03 to 03/14/03 129 days) - Winter. Season ' Facilities Re[ p and 100 kW x $5.40000 Slack 1 Energy charge 30,009 kWh 49.13942 0 9g4Qp.00 3,582.60 x Block 2 Ener Charge 3,490 kWh x so.ilmal Customer Chi 469.14 60.30 ' Current Billing Detail Subtotal 0 4,652. o4 State Tax 33,490 kWh x $0.00020 6.70 Current Chi rges ue 4- 4,658.74 1 Your daily average cost this period is: $ 160.65 Service Voltage : 208 Volts Of your total charges, Franchise Fees represent: $37,62 Average Energy Charge during this period is : 11.54 cents /kWh By rate component: Procured Energy(E [D DWR Bond Charge 1� 0 3,675.09 186.95 Transmission Charges Distribution Charges 114.770 550. Q8 uciear Decommissioninu Charges 17.41 Charrges Program Charges Other 17,08 Page 2 olf 5 PAGE 03 1 04/15/2003 08:42 9496443339 Southern Calliomia Edison Compsnp EDISON" P.O. BOX 000, Roasmaae, CA 91771 -0001 '.mwaanrnxv... -. istomer and Service Address Date Bill Prepared WPORT BEACH, CITY OF April 09, 2003 '0 32ND ST Next Meter Read on or about 'ORTSCH CA 92663 April 15, 2003 'irvice Account Relating Outage Rate Schedule •001 - 1522 -66 Group Exempt GS -1 NEWPORT BEACH CITY visit us at: rmw.aw.com Your Customer Account Number 2 -23 -232 -5324 ' our current energy usage — 2 Years Ago Mater Data and Reading 2,680.30 Number From To Difference ' ACTUAL READ TPOSI-003647 163/03 0110703 x9.33 U9 151 Demand Meter Information ' Maximum Demand: 1.0 kW Usage Comparison ' Kilowatt-hour (kWh) used Number of days Average usage per day Percent change from Last Year ' id you know... 24-hr. Customer Service 1 (800) 990-7788 Multiplier Usage 20 3,020 kWh This Year Last Year — 2 Years Ago 3,020.290 3,100.300 2,680.30 104.14 103.33 x9.33 IMPORTANT INFORMATION This account is designated "essential use" under CPUC definitions, and is normally exempt from rotating outages. 'etail of current charges: $422.49 We provide two ways to look at your current charges: ' I By usage 1 1 1 1 Billing Period - 02/13/03 to 03/14/03 ( 29 days ) - winter Season Winter Energy Charge 3,620 kWh x 30.14731 0 444.88 Customer Gharge 29 Days x 36.48606 13.92 Subtotal 8 458.80 Legislated Rate Reduction (36.91) Current Billing Detail Subtotal $ 421.89 State Tax 3,620 kWh x s0.00026 0.60 Current Charges Due 2 0 422.49 Your daily average cost this period is : 3 14.57 Service Voltage : 240 Volts Of your total charges, Franchise Fees represent : $3.41 Average Energy Charge during this period is.: 9.51 cents /kWh By rate component: Proned Energy(E)(D) gWgnd Charge B ransmission Charges Rlstribution Charges uc ear Decomptlsslon)n Charges Public Purpose Program �harges Trust Transfer A�+ount (T) Legislated Rate Reduction Other Charges Page 9 of 24 4 270.29 16.06 13.05 110.07 2.08 10.97 34.64 C36.911 1.54 PAGE 04 • • • • �w V NS mu Y M Ce 4 N yaC N N. •• N W O Wtt7yy••JCF W c 44W.. 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Proj. 91 155,052 569 88 24,015 ' 2003 Projected Total 621,912 569 88 96,323 2002 001152264 365 453,960 1,244 184 66,936 ' 2002 2002 FS 001152265 001152266 365 365 125,040 36,460 257 100 41 15 19,780 5,401 2002 Total 615,460 543 82 92,118 2001 001152264 365 442,560 1,213 125 45,439 ' 2001 001152265 365 132,000 270 33 16,094 2001 FS 001152266 365 39,420 108 12 4,528 ' 2001 Total 613,980 533 63 66,061 2000 001152264 364 336,000 923 91 32,957 2000 001152265 364 145,920 401 46 16,622 ' 2000 FS 001152266 364 40,560 111 12 4,441 2000 Total 522,480 492 53 54,020 1999 001152264 368 334,200 907 90 33,099 ' 1999 001152265 368 145,120 394 45 16,529 1999 FS 001152266 368 44,620 121 13 4,881 ' 1999 Total 523,940 479 50 54,509 Grand Total 2,897,772 2,616 336 363,031 1 Electric Bill Summary No Daily Daily Total Meter Days Usage Avg Usg Cost Billed City Hall ' 001152264 2003 YTD 274 330,240 1,208 182 49,605 001152264 2002 365 453,960 1,244 184 66,936 ' 001152264 2001 365 442,560 1,213 125 45,439 001152264 2000 364 336,000 923 91 32,957 001152264 1999 368 334,200 907 90 33,099 347 1,896,960 1,099 134 228,037 001152265 2003 YTD 274 104,460 383 64 17,310 ' 001152265 2002 365 125,040 257 41 19,780 001152265 2001 365 132,000 270 33 16,094 001152265 2000 364 145,920 401 46 16,622 001152265 1999 368 145,120 394 45 16,529 347 652,540 341 46 86,336 Fire Station 001152266 2003 YTD 274 32,160 117 20 5,393 001152266 2002 365 36,460 100 15 5,401 001152266 2001 365 39,420 108 12 4,528 001152266 2000 364 40,560 111 12 4,441 001152266 1999 368 44,620 121 13 4,881 347 193,220 112 14 24,644 1 1 1 I OO(OOOWW MOCAU) r� N(1 Mr�W r�r�N(0 LO V ��Om 0 O(O r� N r� O(0 O 00 (0 C7 CO C7 d1 (fl r. 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CD w w w w w w w w w mmmmmmaO QO QO QO QO QO MMCr�NNNNNN ' m m m m m m m m m m m m 0 0 0 0 0 0 0 0 0 m m m m m m m m m m m m 0 0 0 0 0 0 0 0 0 r r r r r r r r r r r r N N N N N N N N N LO �T �T r� LO CV) �T �TCV) M a CV) LO (0 r r r LO CV) r r r r r �0MCO r� r r r r r r Ma�aro��� r r r r r r r r r r r r r ' } } } } } } } } I�- }} mmmmmmmmmmmmm m m m m m m m m m m m m m 0 0 0 0 0 0 0 0 0 0 m m m m m m m m m m m m m 0 0 0 0 0 0 0 0 0 0 r r r r r r r r r r r r r N N N N N N N N N N CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r 1 CO N N N N M O O O M M O M 00 M M O CO O T M TOO N� M O V M OMM0AT N T M M M CO OO OO h h M h M M T O OO M h N M M T T M T T h O M OO WV M T T T OO V M M M V V V M V V V V O T O h V O O T O OO OO O r r r CO OO O O O O O T T T T T T T T T T T T T N N N c T T T T T N f T T T T ' \ \ \ 'Lo'o \ \ 'Loo M V M h h \ \ \ M 0a a M T T T T T T T T T T T \ \ \ \ \ \ \ \ \ T T T T T \ \ \ \ \ CA T T T T T T T T \ \ \ \ \ \ \ T T T T T \ \ \ M M V V V V V 'Md V V CMCI CMCI C^CI V V 0M9 0M9 0M9 0M9 N N 0M9 09 09 09 LO LO M T N M V M CO h 00 M O T N M M M M M M ' Y 0 CO CO CO CO O T CO CO Nr MMM V V V 00 h CO 00 O CO r 00h CO 0000 V V M CO CO CO OOOOO CO CO CO V V V V 0 0 0 w0 N0 V V 00 MM CO MMTMM0000 MCO CO CO V N CO M M M M M M M M M M M M M M M M N M N M M M N N N M M M V V 1 N N N N N N N N O O O O o 0 0 0 0 0 0 0 0 0 0 o b 0000000000000 N N V 00 00 00 N N N 00 V 00 V O 00 N V V N N O O O O N O ' N �CO CCI COOOOCCIT h00NM00hO N N hNT0C0O0C00000�N N V N TMOOOOOOOOMMOO T T T T T T T T T T T TOM T T N 6 0n 0n O 0n O T T O 00 O0 T T T T C6 C6 T T T N N N N T N N N N r OO T r T 0 0 0 M M O N O O T O N O r M O M M M M O O N O N N M N M M M M M M N M M M M M M MLO M M N M N M M CO M M M M M ' M O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N V h000000000MMCOMMMCO M00 N OThM00 V V nMM V OM cn cn 2 m 7 m > 2 cn cn cn OT MMMT(� OMM0AT > 2 cn cn cn N V00 MCOMM NN 0n M 00 N O h M M M O M O M O M N O co OO h T O M 0 M CO OO WV M T T T O O co h M O O O O O O O O N N N N N N N N N N r r r r r N 00 00 00 00 Ih lh lh O O O O O N N N N N N N N N N N N \ \ \ \ N N N N N N N N N N N N N N M \ \ \ \ \ \ \ \ \ \ a a M M \ \ \ 'Lo'o \ \ 'Loo M V M h h \ \ \ M 0a a M O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N cn cn 2 m 7 m > 2 cn cn cn cn cn cn cn cn cn cn cn cn cn 7 2 m > 2 cn cn cn N N N N N N N O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N \ \ \ \ N N N N N N N N N N N N N N N N N N M \ \ \ \ \ \ \ \ \ \ a a M M \ \ \ 'Lo'o \ \ 'Loo M V M h h \ \ \ M 0a a M T T T T T T T T T T T \ \ \ \ \ \ \ \ \ T T T T T \ \ \ \ \ CA T T T T T T T T \ \ \ \ \ \ \ T T T T T \ \ \ M M T T T M T T T T M O T T N M N M V M CO h 00 T N M T N M V M CO h 00 M O T N M M M M M M M Y 0 CO CO CO CO O T CO CO O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O 1 00 r� V V v0aov CnoMMaor,- MIN -MaOMN V a0. -Mf�d0 a0N M.- .- NM.- NNMMnnCO - O�- M� -OMCO O.-ON V V V V V V V M M M CO CO IO Of�MOMM� -aO dON� -O n 00.- .- n�MOCOMM N 0 M M V V V M V M V M V V ' C00 N O N . O M N M 1M I 0000000000000 V N C0 CO O C0 N V d' V N QO N W M CO M N W M V CO CO LO V (A .- .- .- NMON�- N -MNM N 000N00N. -.-00 M M V M V CO C0 V 0 M O M CO Cq V M V M V M M V M CO CO M C0 n O CO C0 M V 0 0 0 CO 0 M M V M M M M M V V V M OOOOOOOOOOOO V V IO CON0C0000 NCO CO CO N C0 CO .- ci ci 1- 0 .- - N M M N M NOCO M00NOONON M M N M N M M M M M M M ' r,- .-.- r,- 0M0Nr,- - r�vTWM0V M�- NN 00vMao000r� . -MN w tON 0M0MC0rm W rimmM .- r�Nr�M0 V Nr� 00 r� (0 V M. 000 f`LO V. N.-0a0 (0 V N� Or�COM r` r` r` O O O O O O O M o 6 o^ 6 M V V V V V V V M M M M ^ i 1 1 1 U) U) U) U) cc cc N N [I I I I Coo N N N w w w N N N M M M Coo Coo 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 .- M (0 LO �T0 0MCO NM V MCO f�a000� -NM O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N M M M M M M M M M M M M M CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N N N N N N N N N N N N N N M M M M M M M M M M M M M O O O O O O O O O O O O O O O O O O O O O O O O O O 000000(0 C0 C0 C0 C0 C0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 L V V n N V LO M V V M V (0 LO �T0 0MCO �-NM V MCO f�a000� -N N N N N N N N N N N N N N 0 0 0 0 0 0 0 0 0 0 0 0 0 M M M M M M M M M M M M M CO CO CO CO CO CO CO CO CO CO CO CO CO N N N N N N N N N N N N N M M M M M M M M M M M M M O O O O O O O O O O O O O O O O O O O O O O O O O O r� M M W n n ' W 00 r� V V v0aov CnoMMaor,- MIN -MaOMN V a0. -Mf�d0 a0N M.- .- NM.- NNMMnnCO - O�- M� -OMCO O.-ON V V V V V V V M M M CO CO IO Of�MOMM� -aO dON� -O n 00.- .- n�MOCOMM N 0 M M V V V M V M V M V V ' C00 N O N . 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City Hall Complex Including Fire Station 2 5 Fiscal Years City Hall Fire Station Cit r Hall 367075300 472075500 346075300 ' Therms $ Therms $ Therms $ 2003 July 10 16.76 113 94.32 2 15.75 2003 Aug 10 16.90 104 90.17 3 16.51 2003 Sept 10 17.14 101 87.69 12 23.52 2003 Oct 11 18.61 120 100.63 53 54.77 2003 Nov 26 29.96 122 106.41 177 140.24 2003 Dec 78 74.64 117 110.71 400 304.59 2003 Jan 161 146.12 198 182.50 993 679.82 2003 Feb 94 93.08 131 131.13 455 381.90 2003 Total 400 413 1,006 904 2,095 1,617 1 2002 Jul 11 19 121 107 - 16 2002 Aug 10 16 98 80 1 14 - 2002 Sep 8 15 102 80 15 2002 Oct 10 16 103 74 10 22 ' 2002 Nov 11 16 119 82 115 80 2002 Dec 69 54 156 115 583 321 ' 2002 Jan 169 123 193 144 988 548 2002 Feb 127 95 186 139 1,008 558 2002 Mar 71 55 164 120 681 374 2002 Apr 48 44 128 107 543 342 2002 May 20 25 111 97 279 197 2002 Jun 15 22 134 107 115 97 ' 2002 Total 569 500 1,615 1,252 4,323 2,583 2001 Jul 23 29 124 113 2 16 2001 Aug 21 27 115 107 37 45 2001 Sep 29 35 119 113 - 15 2001 Oct 24 34 115 122 29 44 ' 2001 Nov 57 64 140 142 237 219 2001 Dec 160 168 130 144 772 687 2001 Jan 198 217 169 193 1,240 1,150 2001 Feb 176 194 172 194 1,322 1,225 2001 Mar 130 154 184 219 1,076 1,064 2001 Apr 60 76 127 154 432 447 ' 2001 May 31 42 125 142 238 240 2001 Jun 12 21 118 126 59 71 [] 1 1 1 F 1 1 1 1 i 1 1 1 i 1 1 1 2001 Total 2000 Jul 2000 Aug 2000 Sep 2000 Oct 2000 Nov 2000 Dec 2000 Jan 2000 Feb 2000 Mar 2000 Apr 2000 May 2000 Jun 2000 Total 1999 Jul 1999 Aug 1999 Sep 1999 Oct 1999 Nov 1999 Dec 1999 Jan 1999 Feb 1999 Mar 1999 Apr 1999 May 1999 Jun 1999 Total Grand Total 367075300 Therms $ $ 921 1 1,061 25 3 32 21 2 29 22 2 29 23 3 32 51 3 35 121 1 105 162 1 135 107 1 100 183 1 159 69 7 70 472075500 Therms $ 1,638 1,768 104 87 102 88 123 98 113 97 31 39 162 136 138 117 154 136 179 156 135 124 136 121 128 114 1,505 1,312 106 88 110 94 111 94 109 86 117 96 175 144 215 171 222 171 169 193 135 117 154 137 134 97 1,757 1,489 7,521 6,725 346075300 Therms $ 5,444 5,224 58 55 4 17 11 24 12 24 164 125 928 541 1,134 651 949 584 1,104 673 527 355 307 222 47 53 5,245 3,326 53 52 19 29 67 54 119 81 392 233 1,033 589 1,297 719 1,395 732 960 584 * 1,030 1,064 * 492 355 * 199 125 7,056 4,618 24,163 17,368 346075300 Therms $ 5,444 5,224 58 55 4 17 11 24 12 24 164 125 928 541 1,134 651 949 584 1,104 673 527 355 307 222 47 53 5,245 3,326 53 52 19 29 67 54 119 81 392 233 1,033 589 1,297 719 1,395 732 960 584 * 1,030 1,064 * 492 355 * 199 125 7,056 4,618 24,163 17,368 ' it�h Sun & Carter Consulting Mechanical Engineers ' APPENDIX B HVAC UTILITY COST I 1 NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B - HVAC UTILITY COST April 16, 2003 �Fstidh3y�m ' a Sun & Carter consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — HVAC UTILITY COST ' April 16, 2003 ' A new City Hall facility creates numerous avenues for utility cost savings related to HVAC systems including, but not limited to, the following: ' ❑ Increased thermal insulation ❑ "Cool' roof materials ❑ High - efficiency glazing systems ' ❑ High - efficiency lighting ❑ Gas -fired heating systems ❑ High - Efficiency HVAC systems ' The existing City Hall includes 5 buildings totaling approximately 52,000 square feet. Building systems (i.e. plumbing, electrical and mechanical) have been modified over ' time, but generally are of pre Title -24 vintage. The construction of a new City Hall will immediately derive the operational . cost benefits of meeting current Title -24 State Energy Code requirements, as well as the added efficiency of new systems specifically tailored to the various requirements of a City Hall. In order to estimate utility costs a building model has been generated. The Model Building is based upon a number of similar City Hall facilities previously completed, as well as calculations for Title -24 compliance. Title -24 calculations were performed using State certified Energy Pro software Version 3.0, performance methodology. This ' methodology is a computerized whole building approach that allows the user to input all building features that impact energy compliance, and compare a normalized whole building energy consumption against a state mandated minimum model. Appendix B -1 ' includes the results of this compliance calculation. Based on the inclusion of various energy savings features as indicated above, the Title -24 model building shows compliance exceeding state mandated levels by 10 -15 %. Upon completing Title -24 evaluations, the Model Building was then input into a commercial building energy modeling software, Trace System Analyzer Version 5.0. This software is typically used as a comparative analysis tool for various building systems, however utility rate schedules can be input to approximate annual energy ' costs. Input for the Model Building includes the following parameters: -S' chi y�a HE i1Y6 Sun & Carter Consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — KVAC UTILITY COST April 16, 2003 1 Project Data: a Location: Newport Beach, California a Latitude: 33.6 N a Elevation: 10 feet above sea level 2. Mechanical Systems: Single duct variable air volume with hot water reheat at exterior zones. Rooftop packaged variable air volume units with 100% outside air economizer, one per floor and gas-fired space heating hot water boiler. 3. Outdoor Design Conditions: a Summer: 80 OF db, 70 OF wb 12 OF mean daily range a Winter: 39 deg F db 4. Indoor Design Conditions: a Summer 75 OF db, ± 3 OF a Winter 72 OF db, ± 3 OF 5. Internal Heat Gain: (See note 1) a Occupants Sensible: 250 btu/hr per person Latent: 200 btu/hr per person ❑ Lights Office: 1.1 watts/sq ft Council Chambers 4.0 watts/sq ft a Office Equipment: 2.0 watts/sq ft 6. Outside Air: ❑ Per ASHRAE Standard 62, latest edition "Fic0i'l- k( Sun & Carter ' Consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — HVAC UTILITY COST April 16, 2003 o Administrative Areas, Mon -Fri 7AM -6PM 9. Electrical Utility Rates: ' ❑ Southern California Edison GS -2 Rate Schedule 10. Gas Utility Rates: (See note 2) ❑ Southern California Gas Company GN -10 Rate, past 12 months. Note 1: Lighting and Office Equipment Values reflect reduced levels based on energy saving features outlined in Appendix D. ' Note 2: Gas costs vary based on market value, costs were calculated using actual Tier 1 and Tier 2 GN -10 rates for the past 12 months. The results of the energy simulation are presented in Appendix B -2. The following is a clarification of results: ' 1. The total electrical cost in the Appendix reflects the City Hall model only. Costs were adjusted to include the Fire Station Facility based on a per square ' foot normalized electrical cost equal to 60% of the City Hall model building. Total electrical cost is $116,572.00 per year. 2. Total gas costs were calculated using therm values in the building simulation and actual gas costs for the past 12 months, please see spreadsheet included in Appendix B -2. Total gas costs are $7,987.00 per year. t7. Building Envelope: • Exterior walls U = 0.08 • Roof U = 0.05 • Glazing U =0.50 ' SC =0.45 35% Window to Wall Ratio ' 8. Operating Schedules: NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — HVAC UTILITY COST April 16, 2003 o Administrative Areas, Mon -Fri 7AM -6PM 9. Electrical Utility Rates: ' ❑ Southern California Edison GS -2 Rate Schedule 10. Gas Utility Rates: (See note 2) ❑ Southern California Gas Company GN -10 Rate, past 12 months. Note 1: Lighting and Office Equipment Values reflect reduced levels based on energy saving features outlined in Appendix D. ' Note 2: Gas costs vary based on market value, costs were calculated using actual Tier 1 and Tier 2 GN -10 rates for the past 12 months. The results of the energy simulation are presented in Appendix B -2. The following is a clarification of results: ' 1. The total electrical cost in the Appendix reflects the City Hall model only. Costs were adjusted to include the Fire Station Facility based on a per square ' foot normalized electrical cost equal to 60% of the City Hall model building. Total electrical cost is $116,572.00 per year. 2. Total gas costs were calculated using therm values in the building simulation and actual gas costs for the past 12 months, please see spreadsheet included in Appendix B -2. Total gas costs are $7,987.00 per year. trN ma Mairiu Sun & Carter Consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — HVAC UTILITY COST April 16, 2003 It is important to note that this simulation is based upon the assumptions indicated above and normalized weather conditions. Energy costs can vary depending upon a number of factors including, energy rates, functional usage, occupancy schedules and ' maintenance. However, since these factors will impact the existing facilities in a similar manner, if not to a more severe degree due to the age and condition of the various systems, it is reasonable to assume that a savings will be realized throughout the useful ' life of the project. 1 - 1 1 ■ ■ 1 1 1 [! 1 FsYiCh�yIan.a Sun & Carter Consulting Mechanical Engineers APPENDIX B — 1 NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B - HVAC UTILITY COST April 16, 2003 CITY HALL MODEL BUILDING TITLE -24 COMPLIANCE 1 1 1 1 1 1 1 1 TITLE 24 REPORT Title 24 Report for: NBCH Newport Beach, CA Project Designer: LPA 17848 Sky Park Circle Irvine, CA 92614 (949)261 -1001 Report Prepared By: TSUCHIYAMA KAINO SUN & CARTER 17911 Von Karman Avenue, Suite 250 Irvine, CA 92614 (949) 756 -0565 Job Number: Date: 4(11(03 The EnergyPro computer program has been used to perform the calculations summarized in this compliance report. This program has approval and is authorized by the California Energy Commission for use with both the Residential and Nonresidential 2001 Building Energy Efficiency Standards. This program developed by EnergySoft, LLC (415) 883 -5900. EnergyPro 3.1 By EnergySoft doh Numner. User Number: 2945 1 1 1 1 1 ■ ■ I TABLE OF CONTENTS Cover Page 1 Table of Contents 2 Nonresidential Performance Title 24 Forms 3 Form ENV -3 Proposed Construction Assembly 22 HVAC System Heating and Cooling Loads Summary 23 EuergyPm 3.1 By Energy5oft Job Number'. User Number. 22945 1 11 I 11 LI 1 d 1 PERFORMANCE CERTIFICATE OF COMPLIANCE' Part 1 of 3 PERF -1 PROJECT NAME NBCH This Certificate of Compliance lists the building features and performance specifications needed to comply with Title 24, Parts 1 and OATE 4/11/03 PROJECT ADORESS Newport Beach SIGNATURE OATE OF PLANS The Principal Designers hereby certify that the proposed building design represented in the construction documents and modelled PRINCIPAL OESIGNER - ENVELOPE LPA TELEPHONE (949)261 -1001 odlid, owb,enhitff OOCUMENTATION AUTHOR TSUCHIYAMA KAINO SUN & CARTER TELEPHONEGheck?G'tiy (949) 756 -0565 /Data E eel e� use. GENERAL INFORMATION This Certificate of Compliance lists the building features and performance specifications needed to comply with Title 24, Parts 1 and 6, of the State Building Code. This certificate applies only to a Building using the performance compliance approach. OOCUMENTATION AUTHOR SIGNATURE OATE OF PLANS The Principal Designers hereby certify that the proposed building design represented in the construction documents and modelled for this permit application are consistent with all other forms and worksheets, specifications, and other calculations submitted with this BUILDING CONDITIONED FLOOR AREA 62,035 sq.FL 24, Part 6. CLIMATE ZONE 6 BUILDING TYPE ® NONRESIDENTIAL Ej HIGH RISE RESIDENTIAL HOTELIMOTEL GUEST ROOM PHASE OF CONSTRUCTION ® NEWCONSTRUCTION Ej ADDITION [] ALTERATION EXISTING +ADDITION STATEMENT OF COMPLIANCE This Certificate of Compliance lists the building features and performance specifications needed to comply with Title 24, Parts 1 and 6, of the State Building Code. This certificate applies only to a Building using the performance compliance approach. OOCUMENTATION AUTHOR SIGNATURE OATE The Principal Designers hereby certify that the proposed building design represented in the construction documents and modelled for this permit application are consistent with all other forms and worksheets, specifications, and other calculations submitted with this permit application. The proposed building as designed meets the energy efficiency requirements of the State Building Code, Title 24, Part 6. ENV. LTG. MECH. 1. 1 hereby affirm that I am eligible under the provisions of Division 3 of the Business and Professions Code to sign this document as the person responsible for its preparation; and that I am licensed as a civil engineer, mechanical engineer, electrical engineer or architect. 2. 1 affirm that I am eligible under the provisions of Division 3 of the Business and Professions Code Section 5537.2 or 6737.3 to sign this document as the person responsible for its preparation; and that I am a licensed contractor preparing documents forwork that I have contracted to perform. n F] ❑ 3. 1 affirm that 1 am eligible under Division 3 of the Business and Professions Code to sign this document because it pertains to a structure or type of work described as exempt pusuant to Business and Professions Code Sections 5537, 5538, and 6737.1. (These sections of the Business and Professions Code ae printed in full in the Nonresidential Manual.) ENVELOPE COMPLIANCE Indicate location on plans of Note Block for Mandatory Measures ENV -1 Required Forms PRINCIPAL ENVELOPE DESIGNER - NAME SIGNATURE LIC. NO. DATE LPA LIGHTING COMPLIANCE Indicate location on plans of Note Block for Mandatory Measures LTG -1 Required Forms PRINCIPAL LIGHTING DESIGNER - NAME SIGNATURE LIC. NO. DATE Konsortum 1 MECHANICAL COMPLIANCE Indicate location on plans of Note Block for Mandatory Measures MECH -1 MECH -2 MECH -3 Required Forms PRINCIPAL MECHANICAL DESIGNER - NAME SIGNATURE LIC. N0. DATE Tsuchiyama Kaino Sun & Carter 2945 Job N=Det: F I I 1 I I 1 1 I PERFORMANCE CERTIFICATE OF COMPLIANCE Part 2 of 3 PERF -1 N BCH I DATE 4/11 /03 ANNUAL SOURCE ENERGY USE SUMMARY kBtu /s ft- Standard Proposed Compliance ENERGY COMPONENT Design Design Margin _ Space Heating 8.45 5.49 ;ate-- w x:�;•: i Space Cooling 27.44 24.23 Indoor Fans 12.97 11.05 Heat Rejection 0.00 0.00 •. `r" _ ., .,�: a *'6666 qy�,r • � : `� sue: 616°.1 ^• : �^ ' • ''• ' *�`: ;, Pumps & Misc. 069 2606 rO69D70 `11 ,�•.b ,— , -' . : 2 ` Domestic Hot Water 0600 0600 Lighting 38.75 3066 . r' r- •ti'S';' Receptacle za.s za.s _"?"" Process 0600 0600 0600 TOTALS: 113613 98605 15.08 Percent better than Standard: 1363% ( 13.3% excluding process)( 17.0% excluding process & receptade) BUILDING COMPLIES GENERAL INFORMATION Building Orientation JSoutheasi)135deq Conditioned Floor Area sz,o35 sqft - 2 Number of Stories Unconditioned Floor Area o sqft. a Number of Systems Conditioned Footprint Area o sqft. 7 Number of Zones Orientation Gross Area jGjazinAArea Glazing Ratio 12,533 36744 29.9! Front Elevation Southeast sgfL sqft. 4,405 26200 4969% Left Elevation (southwest sqft. sqft. 12,698 36347 26.4% Rear Elevation Northwest soft. sqft. 5,050 809 1660% Right Elevation (Northeast Total Roof sqft sqft. sqft. sqft. sqft. sqft. 34,686 10,100 29.1% 34,575 75 Standard Proposed Lighting Power Density 1.316 Wlsq l 1.039 Wlsgft. Prescriptive Env, Heat Loss 15,138 10,696 Prescriptive Env, Heat Gain 1,15z,a5s 952,380 Remarks: Newport Beach City Hall Title study using mission viejo city hall as model building Run Initiation Time: 04/11103 12:52:47 Run Code: 1050090767 EnergyPro 3.1 By EnergySoft User Number. 2945 Job Number: Page:4 of 25 1 PERFORMANCE CERTIFICATE OF COMPLIANCE Part 3 Of 3 PERF -1 1 1 1 PROJECT NAME NBCH DATE 4/11/03 ZONE INFORMATION System Name Zone Name Occupancy Type Floor Area (sqft.) Inst. LPO (W /501 Port..;ptrir LPO .Credits (W /sf)1 (WISO 2 Tailored. . L ?D /sfj 3 .Prot. -Loads JVV /sf) ; Council Chamber Council Chamber Lobby Lobby (Main Entry & Assembly 1,000 '1.500 Council Chamber ConvenfiordConferenoe 3,900 -1.500 - Second Floor 2ndFloor Office 27,005 `1.000 0.000 First Floor 1st Floor Zone 1 Office 1,713 -1.000 0.000 1 st Floor Zone Office 1,763 -1.000 0.000 1 st Floor Zone Office 10,718 -1.000 0.000 _ 1st Floor Zone Office 15,936 •1.000 0.000 r. Notes: 1. See LTG -1 (items marked with astedsk, see LTG -2 by others) 2. See LTG -3 3. See LTG-4 Items above require special domtmentation EXCEPTIONAL CONDITIONS COMPLIANCE CHECKLIST ' The local enforcement agency should pay special attention to the items specified In this checklist. These Items require special written justification and documentation, and special verification to be used with the performance approach. The local enforcement agency determines the adequacy of the justification, and may reject a building or design that otherwise complies based on the adequacy of the special ustlfication and documentation submitted. Plan Field The HVAC Systern "TRANE SXHGC75" includes a Variable Speed Drive on the Fan. The HVAC System "TRANE SXHGC75: Premium Eff 34.50 BHP Supply Fan Motor has been specified. A Premium Eff 5.00 BHP Hot Water Pum Motor has been ecified. The exceptional features listed in this performance approach application have specifically been reviewed. Adequate written justification and documentation for their use have been provided by the applicant. Authorized Signature or Stamp 1 1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENV -1 PROJECT NAME NBCH DATE 4111103 OPAQUE SURFACES U -Fac. # Surface Type Framing Type Area U -Fac. Act. Azm. Solar Gains Tilt y/N Form 3 Reference Location / Comments 1 Wall Metal 212 0.077 315 90 XT Window R -11 Metal Stud Wall Council Chamber Lobby 2 Wall Metal 159 0.077 135 90 IXII 30 I R -11 Metal Stud Wall Council Chamber Lobby 3 Wall Metal 0 0.077 225 90 217 0.660 R -11 Metal Stud Wall Council Chamber Lobby 4 Roof Metal 925 0.046 0 0 _ R -19 Roof Council Chamber Lobby 5 Wall Wood 864 0.098 315 90 135 R -11 Wall .11.2x4.16 Council Chamber 6 Wall Wood 600 0.098 135 90 X 0.40 R -11 Wall .11.2x4.16 Council Chamber 7 Roof Wood 3.900 0.051 0 0 0.40 Lobby Dual Pane Glazin R -19 Roof R.19x10.16 Council Chamber 8 Wall Metal 6 0.077 225 90 X R -11 Metal Stud Wall 2ndFloor 9 Wall Metal 204 0.077 315 90 ouncil Chamber Lobby R -11 Metal Stud Wall 2ndFloor 10 Roof Metal 715 0.046 0 0 ndFloor 12 R -19 Roof 2ndFloor 11 all Metal 274 0.077 135 90 13 Window R -11 Metal Stud Wall 2ndFloor 12 Roof Metal 322 0.046 0 0 X 74 R -19 Roof 2ndFloor 13 Roof Metal 189 OA046 0 0 270 0.660 R -19 Roof 2ndFloor 14 Wall Metal 465 0.077 135 90 -11 Metal Stud Wall 2ndFloor 15 Roof Metal 475 0.046 0 0 Roof 2ndFloor 16 Wall Metal 242 0.077 45 90 Right Fin a LExt.RE -11 Metal Stud Wall 2ndFloor 17 Wall Metal 212 0.077 135 90 tR-19 -11 Metal Stud Wall 2ndFloor 18 Roof Metal 290 0.046 0 0 -19 Roof 2ndFloor 19 all Metal 242 0.077 225 90 2.2 18.8 -11 Metal Stud Walt 2ndFloor 20 Wall Metal 242 0.077 135 90 16.5 -11 Metal Stud Wall 2ndFloor FENESTRATION SURFACES Site Assembled Glazing Ghecx box it Building is >= 100,000 sgft of (;FA and >= 10,000 sgft vertical glazing then NFRG Gertiticatlon is required. Fnllnw NFRG 1nh -SR Pmraduree and aihmit NFRG I ahel Cedifirate Fnrtn_ # Type Area U -Fac. Act. Azm. SHGC Glazing Type Location / Comments 1 Window 112 0.660 315 0.40 Lobby Dual Pane Glazin until Chamber Lobby 2 Window 81 0.660 315 0.40 Lobby Dual Pane Glazing ouncil Chamber Lobb 3 Window 30 0.660 315 0.40 Lobby Dual Pane Glazing ouncil Chamber Lobby 4 Window 217 0.660 135 0.40 Lobby Dual Pane Glazing ouncil Chamber Lobb 5 Window 112 0.660 135 0.40 Lobby Dual Pane Glazing ouncil Chamber Lobby 6 Window 33 0.660 135 0.40 Lobby Dual Pane Glazing ouncil Chamber Lobby 7 Window 1,370 0.660 225 0.40 Lobby Dual Pane Glazin ouncil Chamber Lobby 8 Window 428 0.660 225 1 0.40 Lobby Dual Pane Glazin until Chamber Lobb 9 Window 126 0.660 225 1 0.40 Lobb Dual Pane Glazin until Chamber Lobby 10 Skylight 75 0.310 0 0.47 Lobby Dual Pane Glazing ouncil Chamber Lobby 11 Window 236 0.660 225 OAO Typical Dual Pane Glazing ndFloor 12 Window 121 0.660 315 0.40 T ical Dual Pane Glazin ndFloor 13 Window 38 0.660 315 0.40 Typical Dual Pane Glazin ndFloor 14 Window 74 0.660 135 0.40 Typical Dual Pane Glazin ndFloor 15 Window 270 0.660 135 0.40 T ical Dual Pane Glazing ndFloor EXTERIOR SHADING # Exterior Shade Type SHGC Window H t. Wd. Overhang Left Fin Right Fin a LExt.RE Di .Len. !St. Len 1 None 0.76 2 None 0.76 3 None 0.76 2.2 18.8 3.0 2.5 3.0 3.0 _ 4 None 0.76 16.5 18.8 3.0 0.0 3.0 3.0 5 None 0.76 8.5 18.8 3.0 0.0 3.0 3.0 6 None 0.76 2.5 18.8 3.0 2.5 3.0 3.0 7 None 0.76 33.0 16.0 3.0 0.0 3.0 3.0 0.0 13.0 0 0.0 0.0 0 8 None 0.76 8.5 72.0 3.0 0.0 3.0 3.0 9 None 0.76 2.5 72.0 3.0 2.5 3.0 3.0 10 None 1.00 11 None 0.76 11.0 17.0 0.0 13.0 0 0.0 0.0 0 12 None 0.76 8.0 12.0 2.5 0.0 0.0 0.0 13 None 0.76 2.5 12.0 2.5 2.5 0.0 0.0 14 None 0.76 8.2 26.0 2.5 2.5 0.0 0.0 15 None 0.76 8.2 26.0 2.5 0.0 0.0 0.0 Run Initiation - 04/11103 12:52:47 Run Code-U50090767 EnergyPro 3.1 By EnergySoft User Number 2945 Job Number: Page:6 of 25 i 1 i 1 1 1 11 1 1 1 [1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENVA # Type Area U -Fac. Act. Azm. SHGC Glazing Type Location / Comments 16 Window 120 0.660 135 0.40 T iral Dual Pane Glazin ndFloor 17 Window 1 0.660 1 135 1 0.40 Typical Dual Pane Glazin ndFloor 18 Window 60 1 0.660 1 135 0.40 Typical Dual Pane Glazing ndFloor 19 Window 60 0.660 135 0.40 Typical Dual Pane Glazing- ndFloor 20 Window 60 0.660 135 0.40 Tvaical Dual Pane Glazin ndFloor 21 Window 60 0.660 135 0.40 Typical Dual Pane Glazin ndFloor 22 Window 60 0.660 135 0.40 T ical Dual Pane Glazin ndFloor 23 Window 47 0.660 135 0.40 T !cal Dual Pane Glazinq ndFloor 24 Window 113 0.660 135 0.40 Typical Dual Pane Glazin ndFloor 25 Window 96 0.660 45 0.40 Typical Dual Pane Glazinq ndFloor 26 Window 170 0.660 45 0.40 Typical Dual Pane Gazing ndFloor 27 Window 1.060 0.660 315 0.40 Typical Dual Pane Glazin ndFloor 28 [Window 60 0.660 45 0.40 Typical Dual Pane Glazin ndFloor 29 Window 60 0.660 45 0.40 T ical Dual Pane Glazin ndFloor 30 Window 60 0.660 45 0.40 T iral Dual Pane Glazin ndFloor EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Le Dist. Len. Hot. Di . Le. t. 16 None 0.76 17 None 0.76 18 None 0.76 19 None 0.76 20 None 0.76 21 None 0.76 22 None 076 0.76 2.5 7.5 3.0 2.5 3.0 3.0 0.76 6.0 7.5 3.0 0.0 3.0 3.0 0.76 3.0 8.5 3.0 2.5 3.0 3.0 0.76 9.0 8.5 3.0 0.0 3.0 3.0 0.76 "Noneo. 0.76 _ 0.76 0.76 Ru 1-2:52:47 Run Code, 1050090767 EnergyPro 3.1 By EnergySo ft User Number: 2945 _ _ Job Number. _ _ Page:7o(25 _ __ 1 1 1 1 1 f 1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENVA # Type Area U -Fac. Act. Azm. SHGC GlaziM Location / Comments 31 Window 60 0.660 45 0.40 Dual PandFloor iTypical 32 Window 60 0.660 315 0.40 Dual PandFloor 33 Window 60 0.660 45 0.40 Dual PandFloor 34 Window 60 0.660 315 0.40 T ical Dual PandFloor 35 W indow 60 0.660 315 0.40 T ical Dual Pandnoor 36 Window 60 0.660 315 0.40 Typical Dual Pane Gazing ndFloor 37 Window 60 6.660 315 0.40 Typical Dual Pane Glazin ndFloor 38 Window 60 0.660 315 0.40 TylYical Dual Pane Glazin ndFloor 39 Window 60 0.660 315 0.40 Typical Dual Pane Glazing ndFloor 40 Window 60 0.660 315 0.40 Typical Dual PaLGlaznndFloor Glazing ndFloor 41 Window 60 0.660 315 0.40 T ical Dual PandFloor 42 Window 60 0.660 315 0.40 T ical Dual PandFloor 43 Window 60 0.660 315 0.40 T ipl Dual PandFloor 44 Window 60 0.660 315 0.40 T iral Dual PandFloor 45 Window 60 0.660 315 0.40 T ical Dual Paoor EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fi n Len. Hat. L xt.RE s .Len. ut. ist. Len _ 31 None 0.76 32 None 0.76 33 None 0.76 34 None 0.76 35 None 0.76 -36 None 0.76 37 None 0.76 38 None 0.76 39 None 0.76 40 None 0.76 41 None 9.76 42 None 0.76 43 None 0.76 44 None 0.76 45 None 0.76 Run Initiation Ti e: 04111[03 12:52:47 Run- Code-14SW-90767 EnergyPM 3.1 By EnergySoff_ User Number: 2945 Job Number. ___ _ _ __ ___ Page:8 of 25 j 1 1 1 1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENV -1 ane naoerrwreu vwnr�y I 1 r..u..,., urar Inn_cia -i e.,n..,a urar i nbl reme�-m r...m - # Type Area Act. Azrn. SHGC Glazing Type Location / Comments 46 indow 60 315 f 0.40 Typical Duai Pane Glazin ndFloor 47 indow 60 135 0.40 T cal Dual Pane Giazi ndFloor 48 indow 60 135 0.40 Typical Dual Pane Glazin ndFloor 49 Window 60 F-Fac. 135 0.40 T ical Duai Pane Glazin ndFloor 50 indow 60 135 0.40 T ical Dual Pane Glazin ndFloor 51 indow 60 135 0.40 T ical Duai Pane Glazin ndFloor 52 indow 201 135 0.40 Typical Dual Pane Glazin ndFloor 53 indow 201 . 315 0.40 Typical Dual Pane Glazing ndFloor 54 Window 12 0.660 135 0.40 Typical Dual Pane Glazing 1st Floor Zone 2 55 Window 40 0.660 225 0.40 Typical Dual Pane Glazing 1st Floor Zone 2 56 Window 203 1.090 135 0.61 Typical Dual Pane G137ing 1 st Floor Zone 3 57 indow 204 1.090 315 0.61 Typical Dual Pane Glazing 1st Floor Zone 3 58 Window 90 1.090 135 0.61 Typical Dual Pane Gla7jnq 1st Floor Zone 3 59 Window 90 0.660 135 0.40 Typical Dual Pane Glazing 1st Floor Zone 3 60 Window 113 1.090 45 0.61 Typical Dual Pane Glazin 1st Floor Zone 3 EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len. Unt. LExLRExt. Dist. Len. t. t. 46 None 0.76 47 None 0.76 W None 0.76 49 None 0.76 50 None 0.76 - -N 51 one 0.76 52 None 0.76 53 None 0.76 54 None 0.76 55 None 0.76 56 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 57 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 58 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 59 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 60 None 1 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 Rtin Initiation Time: 04111103 12:52:47 Run Codem 1050 0767 EnergyPro 3.1 By EnergySoft User Number. 2945 Job Number. Page:9 of 25 J I 1 1 I I I ENVELOPE COMPLIANCE SUMMARY Performance ENVA CT NAME DATE NBCH 4/11/03 OPAQUE SURFACES Area # Surface Type Framing Type Area V -Fac. Act. Azm. Solar Gains Tilt y/N Form 3 Reference Location / Comments 1 Wall Metal 292 0.077 225 90 62 R -11 Metal Stud Wall 2ndFloor 82 Wall Metal 232 0.077 315 90 63 Window R -11 Metal Stud Wall 2ndFloor 83 Roof IMetal 1285 1 0.046 0 1 0 W1 90 IR-19 Roof 2nd Floor 84 Roof IMetal 152 1 0.046 0 1 0 JXJJ 0.660 I R -19 Roof 2ndFloor 85 Roof IMetal 320 0.046 0 1 0 1X11 135 I R -19 Roof 2ndF oor 86 Wall IMetal 232 6077 135 90 1XII 0.40 I R -11 Metal Stud Wall 2ndFloor 87 Roof IMetal 324 0.046 0 0 0.40 Typical R -19 Roof 2ndFloor 88 wall Metal 222 0.077 135 90 1 X I I R -11 Metal Stud Wall 2ndFloor 89 Roof IMetal 230 0.046 0 0 Dual Pane Glazin 1st Floor Zone 4 R -19 Roof 2ndFloor 90 Wall Metal 222 0.077 135 90 X R -11 Metat Stud Wall 2ndFloor 91 Roof Metal 230 0.046 0 0 73 R -19 Roof 2ndFloor 92 Wall Metal 222 0.077 135 90 74 Window R -11 Metal Stud Wall 2ndFloor M Roof Metal 230 0.046 0 0 IXII 60 I R -19 Roof 2nd Floor 94 Wall Metal 242 0.077 135 90 R -11 Metal Stud Wall 2ndFloor 95 Roof Metal 246 0.046 0 0 R-19 Roof 2ndFloor 96 Wall # Metal 109 0.077 135 90 X R -11 Metal Stud Wall 2ndFloor 97 all en. Metal 9 0.077 315 90 9.5 3.0 12.0 R -11 Metal Stud Wall 2ndFloor 98 Roof Metal 0 ;237 0.046 0 0 R -19 Roof 2ndFloor 99 Roof Metal 7 0.046 0 0 0.76 R -19 Roof 2ndFloor 12.0 100 Roof Metal 0.046 0 0 X 0.76 R -19 Roof 2ndFloor 12.0 FENESTRATION SURFACES Site Assembled Glazing Check box if Building is >= 100,000 sgft of CFA and >= 10,000 sgft vertical glazing then NFRC Certification is required. Follow NFRC 100 -SR PmrEdures and suhmit NFRC Lnhel r rrtificnte Fnrm # Type Area U -Fac. Act. Azm. SHGC Glazing Type Location / Comments 61 Window 182 1.090 135 0.61 Typical Dual Pane Glailng 1st Floor Zone 3 62 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 3 63 Window 40 0.660 45 0.40 T ical Dual Pane Glazing 1st Floor Zone 3 64 Window 90 1.090 45 0.61 Typical Dual Pane Gazing 1st Floor Zone 3 65 Window 558 0.660 135 0.40 Typical Dual Pane Glazino 1st Floor Zone 4 66 Window 522 0.660 135 0.40 T ical Dual Pane Glazing 1 st Floor Zone 4 67 Window 60 0.660 135 0.40 Typical Dual Pane Glazinq 1st Floor Zone 4 68 Window 60 0.660 135 0.40 Typical Dual Pane Glazina 1st Floor Zone 4 69 Window 60 0.660 135 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 70 Window 60 0.660 135 0.40 Typical Dual Pane Glazin 1st Floor Zone 4 71 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 72 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 73 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 74 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 75 Window 60 0.660 315 0.40 T ical Dual Pane Glazing 1st Floor Zone 4 EXTERIOR SHADING . # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len. LEx . Ext Dist.-Len. en. 61 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 62 None 0.76 63 None 0.76 9.0 3.8 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 64 None 0.76 9.5 3.0 12.0 0.0 0.0 0.0 0.0 12.0 0 0.0 12.0 0 65 None 0.76 17.0 26.0 2.5 0.0 0.0 0.0 66 None 0.76 ne 0.76 ne 0.76 ne 0.76 ne 0.76 C ne 0.76 ne 0.76 ne 0.76 ne 0.76 ne 0.76 Run Initiation a M:47 Run Codq� 1050090767 EnergyPro 3.1 By EnergySoft User Number. 2945 Job Number. Page:10 of 25 1 1 I 1 I 1 1 1 1 1 11 ENVELOPE COMPLIANCE SUMMARY Performance ENVA # Type Area U -Fac. Act. Am. SHGC Glazing Type Location ! Comments 76 Window 60 0.660 315 0.40 T ical Dual Pane Glazing 1 s Floor Zone 4 77 Window 60 0.660 315 0.40 T ical Dual Pane Glazin tsl Floor Zone 4 78 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1 s Floor Zone 4 79 Window 60 0.660 315 0.40 Typical Dual Pane Glazin 1st Floor Zone 4 80 Window 60 0.660 315 0.40 Typical Dual Pane Glazing 1st Floor Zone 4 EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len. Hat. LExt.RExt. is . e Dist. Len. Hgt. 76 None 0.76 77 None 0.76 78 None 0.76 79 None 0.76 80 None 0.76 Run Initiation 12:52:47 C de; Ene,gyp. 3.1 By EnergySoff User Number. 2945 Job Number: Page: 11 of 25 1 1 1 1 1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENV -1 'PROJECT NAME NBCH DATE 4/11/03 OPAQUE SURFACES # Surtace Type Framing Type Area U -Fac. Act. Azm. Solar Gains Tilt y)N Form 3 Reference Location / Comments 121 Wall Wood 164 0.098 225 90 IXII I R -11 Wall M.11.2x4.161 1st Floor Zone 122 Roof Wood 190 0.051 0 0 IXII I R -19 Roof R.19x10.16 1st Floor Zone 2 123 Roof Wood 76 0.051 0 0 IXII i R -19 Roof R.19x10.16) 1st Floor Zone 2 124 Wall lWood 132 0.098 225 90 IXII I R -1 t Wall .11.2x4.16 1 st Floor Zone 2 125 Roof IWood 76 0.051 0 0 IXII I R -19 Roof R.19x10.16 1st Floor Zone 2 126 Wall [Wood 404 0.098 315 90 IXII JR-11 Wall .11.2x4.16 1st Floor Zone 127 Wall Wood 272 0.098 225 90 R -11 Wall (W.1 1.2x4.16) 1st Floor Zone 126 Roof jWood 265 1 0.051 0 0 XII I R -19 Roof R.19x10.16 1st Floor Zone 2 129 Wall Metal 69 0.077 135 90 XII I R -11 Metal Stud Wall 1st Floor Zone 3 130 Wall Metal 68 0.077 315 90 X11 JR-11 Metal Stud Wall 1 st Floor Zone 3 131 Wall Metal 252 0.077 135 90 XII I R -11 Metal Stud Wall 1st Floor Zone 3 132 Wall Metal 192 0.077 135 90 XII JR-11 Metal Stud Wall 1 st Floor Zone 3 133 Wall Metal 198 0.077 135 90 XII JR-11 Metal Stud Wall 1st Floor Zone 3 134 Wall Metal 537 0.077 45 90 X R -11 Metal Stud Wall 1 st Floor Zone 3 135 Wall Metal 918 0.077 135 90 R -11 Metal Stud Wall 1st Floor Zone 3 136 all Metal 284 0.077 315 90 R -11 Metal Stud Wall 1st Floor Zone 3 137 Wall Metal 354 0.077 315 90 X R -11 Metal Stud Wall 1 st Floor Zone 3 138 Wall Metal 570 0.077 315 90 R -11 Metal Stud Wall 1st Floor Zone 3 139 Wall Metal 182 0.077 315 90 R -11 Metal Stud Wall 1st Floor Zone 3 140 Wall Metal 1544 1 0.077 45 g0 R -11 Metal Stud Wall 1st Floor Zone 3 FENESTRATION SURFACES Site Assembled Glazing Check box if Building is >= 100,000 sqft of CFA and >= 10,000 sqft vertical glazing then NFRC Certification is required. Follow NFRC 100 -SB Procedures and submit NFRC Label Certificate Form. # Type Area U -Fac. Act. AZM.j SHGC Glazing Type Location / Comments EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len, Hgt, LEXt.fZExt. Dist .-Len. is Le t. Run Initiation Time: 04M 1 fO3 12:5Z47 Rmn 6ode: 1050090767 EnergyPro 3.1 By EnergySoft User Number: 2945 Job Number: Page:12 of 25 1 1 1 11 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENV -1 PROJECT NAME NBCH DATE 4/11/03 OPAQUE SURFACES # Type # Surface Type Framing Type Area U-Fac. Act. Azm. Solar Gains Tilt YIN Form 3 Reference Location /'Comments 141 Wall Metal 182 0.077 135 1 90 X _ R -11 Metal Stud Wall 1st Floor Zone 3 142 Wall Metal 60 0.077 45 90 X I R -11 Metal Stud Wall 1st Floor Zone 3 143 Wall Metal 480 0.077 45 90 X R -11 Metal Stud Wall 1st Floor Zone 3 144 Wall Metal 322 0.077 135 90 R -11 Metal Stud Wall 1st Floor Zone 4 145 Wan Metal 568 0.077 135 90 R -11 Metal Stud Wall 1st Floor Zone 4 146 Wall Metal 242 0.077 45 90 R -11 Metal Stud Wall 1st Floor Zone 4 147 Wall Metal 222 0.077 135 90 R -11 Metal Stud Wall 1st Floor Zone 4 148 Wall IMetal 222 0.077 135 ' 90 R -11 Metal Stud Wall 1st Floor Zone 4 149 Wall IMetal 222 1 0.077 135 90 R -11 Metal Stud Wall 1st Floor Zone 150 Wall Metal 222 0.077 135 90 X R -11 Metal Stud Wall 1st Floor Zone 4 151 Wall Metal 222 0.077 315 90 R -11 Metal Stud Wall 1st Floor Zone 4 152 Wall Metal 242 0.077 45 90 X SHGCI R -11 Metal Stud Wall 1st Floor Zone 4 153 Wall Metal 222 0.077 315 90 X R-11 Metal Stud Wall 1st Floor Zone 4 154 Wall Metal 222 0.077 1 315 9 X R -11 Metal Stud Wall 1st Floor Zone 4 155 Wall Metal 1222 0.077 1 315 90 X11 i R -11 Metal Stud Wall 1st Floor one 4 156 Wall Metal 222 90 _ R -11 Metal Stud Wall 1st Floor Zone 4 157 all Metal 315 90 X R -11 Metal Stud Wall 1st Floor Zone 4 158 Wall Metal 315 90 R -11 Metal Stud Wall 1st Floor Zone 4 159 Wall Metal LE315 315 90 R -11 Metal Stud Wall 1st Floor Zone 4 160 Wall Meta! 315 90 R -11 Metal Stud Wall 11 st Floor Zone 4 FENESTRATION SURFACES Rita ecmmhbnd atavinn n Check box if Building is >= 100,000 sqft of CFA and >= 10,000 sqft vertical glazing then NFRC Certnicauon is required. u YOIIOW rvr.Rl. IUVJt3 YfOCBOUBS anO SUDRIII IYr.RI. L3OCI I.Cr VIICEIC YOrnl. # Type Area U -Fac. Act. Azm. SHGC Glazing Type Location I Comments F-XX RIOR SHADING # Exterior Shade Type SHGCI Window Hgt. Wd. Overhang Left Fin Right Fin Dist-Ler).Hgt. Dist. t. I Run Initiation Time: 04111103 12:52:47 767 EnergyPro 3.1 By EnergySoft User Number. 2945 Jab Number: Page: 13 of 25 1 1 1 1 1 1 1 ENVELOPE COMPLIANCE SUMMARY Performance ENV -1 PROJECT NAME NBCH DATE 4111103 OPAQUE SURFACES U -Fac. Act. Azm. # Surface Type Framing Type Area IU-Fac.lAzm. Act. Solar Gains Tilt ylN Form 3 Reference Location I Comments 161 Wall Metal 364 1 0.077 225 90 X11 IR-11 Metal Stud Wall 1st Floor Zone 162 Wall Metal 160 1 0.077 315 90 X11 I R -11 Metal Stud Wall 1st Floor Zone 4 EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len, Hgtj t.R x . Dist. Lem Hqt. Dist. Len. Hgt. FENESTRATION SURFACES Site Assembled Glazing Check box it Building is >= 100,000 sgtt of CFA and >= 10,000 sgtt vertical glazing then NFKC Gertfflcation is required. Fnllnw NFRC 1nn-SR Pmr -dures and suhmit NFKC l ahut Cedtfir fP Fnrrn_ # Type Area U -Fac. Act. Azm. SHGC Glazing Type Location I Comments EXTERIOR SHADING # Exterior Shade Type SHGC Window Hgt. Wd. Overhang Left Fin Right Fin Len, Hgtj t.R x . Dist. Lem Hqt. Dist. Len. Hgt. Run Initiation Time: 04/11/03 12.52:47 Run Cod 1050090767 EnergyPro 3.1 By EnergySon User Number: 2945 Job Number: Page: 14 of 25 [1 [1, 1 1 I 1 J LIGHTING COMPLIANCE SUMMARY Part 1 of 2 LTG -1 NAME NBCH MANDATORY AUTOMATIC CONTROLS CONTROL LOCATION CONTROL CONTROLTYPE NOTE -TO (Room #) IDENTIFICATION (Auto Time Switch, Exterior, etc.) SPACE CONTROLLED .FIELO CONTROL LOCATION1 I CONTROL I I CONTROL TYPE i LUMINAIRES CONTROLLEO� NO� TE TO (Room # or Owg. #) IDENTIFICATION (Occupant, Daylight, Dimming, etc.) � TYPE I# OF LUMINAIRES If _FIELD__ NOTES TO FIELD - For Building Department Use Only Run Initiation Time: 04/11/0 12:52:47 Run Code: 1050090767 EnergyPro 3.1 By Energy5off User Number. 2945 1 Job Number. Page: 15 of 25 LAMPS BALLASTS Luminaire Code LUMINAIRE DESCRIPTION TYPE DESCRIPTION Watts tamp DESCRIPTION # Lam + Ballast' Total Wad Lighting Schedule on Plans Shows Exterior Lighting Subtotal from this Page Meets Total ❑Efficacy and Control Requirement of 5130(c) Portable Lighting (From LTG -1) Less Control Credit Wafts (From LTG-3) Con Uol Requirements of 13131(f) Adjusted Actual Watts �0 B MANDATORY AUTOMATIC CONTROLS CONTROL LOCATION CONTROL CONTROLTYPE NOTE -TO (Room #) IDENTIFICATION (Auto Time Switch, Exterior, etc.) SPACE CONTROLLED .FIELO CONTROL LOCATION1 I CONTROL I I CONTROL TYPE i LUMINAIRES CONTROLLEO� NO� TE TO (Room # or Owg. #) IDENTIFICATION (Occupant, Daylight, Dimming, etc.) � TYPE I# OF LUMINAIRES If _FIELD__ NOTES TO FIELD - For Building Department Use Only Run Initiation Time: 04/11/0 12:52:47 Run Code: 1050090767 EnergyPro 3.1 By Energy5off User Number. 2945 1 Job Number. Page: 15 of 25 1 27,005 LIGHTING COMPLIANCE SUMMARY 27,005 Part 2 of 2 LTG -1 1 713 1 1,713 1 at Floor Zone 2 PROJECT NAME 1,763 1 DATE NBCH I 4111103 1 TABLE 1A - LIGHTING NOT SHOWN ON PLANS FOR OFFICE AREAS >250 SQUARE FEET PORTABLE 15,936 ROOM # OR ZONE IO DEFAULT Is ft AREA SF TOTAL WATTS BXC t TOTAL 57.135 0 TABLE 1C - PLANS SHOW PORTABLE LIGHTING IS NOT REQUIRED FOR OFFICE AREAS > 250 SQUARE FEET ROOM # OR ZONE ID TOTAL AREA (SF) Designer needs to provide detailed documentation that the lighting level provided by the overhead lighting meets the needs of the space. The details include luminaire types, CU, and mounting locations relative to work areas. TOTAL 0 WILDING SUMMARY - PORTABLE ' BUILDING SUMMARY TOTAL AREA (SF) (FROM TABLES IA +IB+1C) TOTAL WATTS (FROM TABLES IA +IB) BUILDING TOTAL 57,135 0 TOTAL EnergyPro 3.1 By EnergySofl User Number: 2945 Job Number, Page: 16 of 25 0 0 ABLE_1B - PORTABLE LIGHTING SHOWN ON PLANS FOR OFFICE AREAS >250 SQUARE FEET A B ❑ C D E F G LUM❑IN. TASK #�OF TOTAL TOTAL ROOM # PORTABLE LIGHTING # OF WATTS PER AREA TASK AREA (SF) WATTS OR ZONE 1D Description FIXT. FIXTURE (SF) AREAS (D x E) (C x E) 1 1 1 1 1 1 2ndFloor 27,005 1 27,005 isl Floor Zone 1 1 713 1 1,713 1 at Floor Zone 2 1,763 1 1,763 1 at Floor Zone 3 10,718 1 10,718 1 at Floor Zone 4 15,936 1 15,936 TOTAL 57.135 0 TABLE 1C - PLANS SHOW PORTABLE LIGHTING IS NOT REQUIRED FOR OFFICE AREAS > 250 SQUARE FEET ROOM # OR ZONE ID TOTAL AREA (SF) Designer needs to provide detailed documentation that the lighting level provided by the overhead lighting meets the needs of the space. The details include luminaire types, CU, and mounting locations relative to work areas. TOTAL 0 WILDING SUMMARY - PORTABLE LIGHTING BUILDING SUMMARY TOTAL AREA (SF) (FROM TABLES IA +IB+1C) TOTAL WATTS (FROM TABLES IA +IB) BUILDING TOTAL 57,135 0 Run Initiation Time: 04/11103 12:52:47 Run Code: 1050090767 EnergyPro 3.1 By EnergySofl User Number: 2945 Job Number, Page: 16 of 25 CERTIFICATE OF COMPLIANCE Performance MECH -1 PROJECT NAME GATE NBCH 4/11/03 ' YSTEM FEATURES MECHANICAL SYSTEMS 1 1 [1 [1 I 1 1 1 1 SYSTEM NAME Hot Water Boiler Council Chamber Second floor NOTE TO FAN CONTROL ELECTRIC HEAT? witch ncy rSensor Timer H: Heating C: Cooling B: Both 00 TIME CONTROL n/a Programmable Switch Programmable Switch SETBACK CONTROL n/a No Setback Required No Setback Re uired OUTOOOR OAMPER ISOLATION ZONES n/a n/a B: qir Balance C: Outside Air Cert. M: Out. Air Measure O: Demand Control N: Natural A: Auto G: Gravity HEAT PUMP THERMOSTAT? n/a n/a n/a SEALEO OUCTS IN CEILINGIROOF SPACE ELECTRIC HEAT? n/a n/a n/a FAN CONTROL n/a Constant Volume Variable Speed VAV MINIMUM POSITION CONTROL? n/a Yes Yes SIMULTANEOUS HEAT /COOL? nla Yes Yes HEATING SUPPLY RESET n/a Constant Temp Constant Temp COOLING SUPPLY RESET n/a Constant Temp OA Reset HEAT REJECTION CONTROL Na We Na VENTILATION n/a Demand Control Air Balance OUTOOOR OAMPER CONTROL n/a Auto Auto ECONOMIZER TYPE n/a Diff. Enth (integrated) Fixed Enth (in te rated OESIGN OJL CFM MECH -3 COLUMN I n/a 2419 cfm 4051 cfm HEATING EQUIPMENT TYPE Gas Fired Gas Furnace None HEATING EQUIPMENT EFFICIENCY 85% 801 AFUE We COOLING EQUIPMENT TYPE n/a Packa ed DX Packaged VAV COOLING EQUIPMENT EFFICIENCY n/a 11.5 EER 9.7 EER MAKE ANO MOOEL NUMBER PARKER BOILER T114OLR TRANE YCD181C3H`B` TRANE SXHGC75 PIPE INSULATION REQUIREO? Yes Yes Yes PIPEIDUCT INSULATION PROTECTED? Yes Yes Yes HEATING OUCT LOCATION I R -VALUE n/a Wed IDucts in Attic 4.2 Ducts in Attic 4.2 COOLING OUUCCT LOCATION R -VALUE CEILIFNGIIROOF SPACECTS IN n/a n/a _ n/a Ducts in Attic 4.2 No Duds in Attic 4.2 No COOE TABLES: Enter code from table below into columns above. HEAT PUMP THERMOSTAT? Y: Yes N:No NTROL SETBACK CTRL. ISOLATION ZONES FAN CONTROL ELECTRIC HEAT? witch ncy rSensor Timer H: Heating C: Cooling B: Both Enter Number of Isolation Zones. I: Inlet Vanes P: Variable Pitch V: VFO O: Other C: Curve VAV MINIMUM POSITION CONTROL? SIMULTANEOUS HEAT / COOL? HEAT ANO COOL SUPPLY RESET? VENTILATION OUTOOOR OAMPER ECONOMIZER O.A. CFM HIGH EFFICIENCY? B: qir Balance C: Outside Air Cert. M: Out. Air Measure O: Demand Control N: Natural A: Auto G: Gravity A Air W: Water N: Not Required EC: Economizer C4o4nte 9 See Section Enter Outdoor Air CFM. Note: This shall be no less than Col. H on MECHJ. PIPE INSULATION REQUIRED? PIPEIOUCT INSULATION PROTECTED? SEALEO OUCTS IN CEILINGIROOF SPACE 3.1 1 1 1 1 ■ CERTIFICATE OF COMPLIANCE Performance MECH -1 DATE I MFCIIAIJICAI SVSTFMS /03 SYSTEM NAME First Floor Y: Yes N: N TIME CONTROL I NOTE TO 'FIELD ISOLATION ZONES FAN CONTROL ELECTRIC HEAT? S: Prog. Switch O: Occupancy Sensor M: Manual Timer H: Heating C: Cooling B: Both TIME CONTROL Programmable Switch VAV MINIMUM POSITION CONTROL? SIMULTANEOUS HEAT/ COOL? — SETBACK CONTROL No Setback Re uired HEAT AND COOL SUPPLY RESET? VENTILATION ISOLATION ZONES ECONOMIZER O.A. CFM HIGH EFFICIENCY? B: Air Balance C: Outside Air Cart. M: Out. Air Measure D: Demand Control N: Natural HEAT PUMP THERMOSTAT? n/a Enter Outdoor Air CFM. Note: This shall be no less than Col. H on MECH -3. PIPE INSULATION REQUIRED? PIPEIDUCT INSULATION PROTECTED? ELECTRIC HEAT? nta FAN CONTROL Variable Speed VAV MINIMUM POSITION CONTROL? Yes SIMULTANEOUS HEATICOOL? Yes HEATING SUPPLY RESET Constant Temp COOLING SUPPLY RESET OA Reset HEAT REJECTION CONTROL n/a VENTILATION Air Balance OUTDOOR DAMPER CONTROL Auto ECONOMIZERTYPE Fixed Enth (Integrated) DESIGN O.A. CFM MECH-3, COLUMN I 5286 cfm HEATING EQUIPMENT TYPE None ' HEATING EQUIPMENT EFFICIENCY n/a ' COOLING EQUIPMENT TYPE Packaged VAV COOLING EQUIPMENT EFFICIENCY 9.7 EER MAKE AND MODEL NUMBER TRANE SXHGC75 PIPE INSULATION REQUIRED? Yes PIPE/DUCT INSULATION PROTECTED? Yes HEATING DUCT LOCATION I R -VALUE Ducts in Attic 4.2 COOLING DUCT LOCATION R -VALUE VERIFIED SEALED DUCTS IN CEILINGIROOF SPACE Ducts in Attic 4.2 No CODE TABLES: Enter code from table below Into columns above. J HEAT PUMP THERMOSTAT? Y: Yes N: N TIME CONTROL . SETBACK CTRL. ISOLATION ZONES FAN CONTROL ELECTRIC HEAT? S: Prog. Switch O: Occupancy Sensor M: Manual Timer H: Heating C: Cooling B: Both Enter Number of Isolation Zones. I: Inlet Vanes P: Variable Pitch V: VFD O: Other C: Curve VAV MINIMUM POSITION CONTROL? SIMULTANEOUS HEAT/ COOL? — HEAT AND COOL SUPPLY RESET? VENTILATION OUTDOOR DAMPER ECONOMIZER O.A. CFM HIGH EFFICIENCY? B: Air Balance C: Outside Air Cart. M: Out. Air Measure D: Demand Control N: Natural A: Auto G: Gravity A: Air W: Water N: Not Required EC: Economizer Control See Section 144(e)3 Enter Outdoor Air CFM. Note: This shall be no less than Col. H on MECH -3. PIPE INSULATION REQUIRED? PIPEIDUCT INSULATION PROTECTED? SEALED DUCTS IN CEILINGIRODF SPACE rtVll 1pllldl Vp lflllB: V41111V3 IL:pG4I Ru I.VV @: IVpVVyV /oI EneravPro 3.1 By EnemvsaH User Number 2Q4fi .Inh Number PAW is of 25 1 1 1 MECHANICAL EQUIPMENT SUMMARY Part 1 of 2 MECH -2 PROJECT NAME DATE NBCH 4/11/03 ICHILLER AND TOWER SUMMARY O L R_SSI M RY Rated Vol. System Name System Type Distribution Type Qty Input (Gals.) Efficiency Tons PUMPS Ext. R -Val. Equipment Name Equipment Type Qty. Tot. Qty IGPM I BHP Motor Eff. Drive Eff. Pump Control Hot Water Pumps 87.5% 97.0% none 1 61 5.00 89.5% 97.0 %One -Speed 97.0% none O L R_SSI M RY Rated Vol. System Name System Type Distribution Type Qty Input (Gals.) Energy Factor or Recovery Efficiency Standby Loss or Pilot TANKINSUL. Ext. R -Val. PARKER BOILER 1140LR Instant Gas Hydronic Healing 1 1,140,000 0 0.85 4 Na 5.00 87.5% 97.0% none Draw - Through 26,000 34.50 94.1% 97.0% none CENTRAL SYSTEM RATINGS HEATING COOLING Aux. System Name S stem T e Qty. Output kW Eff. Output Sensible Efficlenev Economizer Type yp TRANEYCD181C3H*B* Packaged DX 2 184,000 0.0 80 %AFUE 180,000 126,DW11.5EER Diff. Enth (Integrated) BANE SXHGC75 Packaged VAV 2 0 0.0 We 819,000 772,0009.7EER Fixed Enth (integrated] System Name Fan Type TRANE YCD181C3H'B' Constant Volume BANE SXHGC75 Variable Speed SUPPLY FAN ETURN FAN Motor Location CFM I BHP Motor Eff. Drive I Eff. CFM BHP Motor I Eff. Drive I Eff. Draw- Through 61000 5.00 87.5% 97.0% none Draw - Through 26,000 34.50 94.1% 97.0% none 1 1 1 1 1 1 MECHANICAL EQUIPMENT SUMMARY Part 2 of 2 MECH -21 PROJECT NAME NBCH DAB 4/11/03 A VAV TERMINAL BOX ERMIF AL FA I BASEBOARD 8HP Zone Name S tem T Room Name Min. CFM atio eheat Coll CFM BHP Moto Eff. Drive Eff. Type Output T e DeltaT Council Chamber Lobby VAV Box 1 I 30% None 1 0 none none Na Council Chamber 1 30% None 0 none none Na 2ndFloor 15 30% Hot Water 40 none none Na 1st Floor Zone 1 FA 15 30 %Hot Water 40 one none nla 1st Floor Zone2 10 30 %Hot Water 40 none none Na 1st Floor Zone 3 10 30 °/, Hot t none none Na 1 st Floor Zone 4 VAV Box 15 30% Hot Water 40 none none Na A EX Room Name . CFM 8HP Motor Eff. Drive Eff. Room Name CFM 8HP Motor Eff. Drive Eff. I L [1 1 I MECHANICAL VENTILATION MECH -3 PROJECT NAME DATE NBCH 4/11/03 MECHANICAL VENTILATION o ©© a o o© o 0 o a AREA BASIS OCCUPANCYBASIS REQ'D O.A. (MAX OF D OR G) DESIGN OUTDOOR AIR CFM VAV MIN. RATIO TRANS. FER AIR ZONEISYSTEM COND. AREA (SF) I CFM PER SF MIN. CFM (B x C) NO. I OF PEOPLE CFM PER PERSON MIN. CFM (Ex F) Council Chamber Lobby 1,000 1.07 1,070 1,070 469 30% 601 Council Chamber 3,900 0.50 1,950 130.0 15.0 1,950 1,950 1,950 30% Council Chamber Total 3,020 2,419 2ndFloor 27,005 0.15 4,051 4,051 4,051 30% Second Floor Total 4,051 4,05 1st Floor Zonei 1,713 0.15 257 257 257 30 °k 1st Floor Zone 2 1,763 0.15 264 264 314 300% 1st Floor Zone 3 10,718 0.15 1.608 1,608 2,325 30% 1st Floor Zone 4 15,936 0.15 2,390 2,390 2,390 300A First Floor Total 4.520 5,286 C E 1 K Minimum Ventilation Rate per Section 121, Table 1 -F. Based on Expected Number of Occupants or at least 50% of Chapter 10 1997 UBC Occupant Density. Must be greater than or equal to H, or use Transfer Air. Design Outdoor Air includes ventilation from Supply Air System & Room Exhaust Fans. Must be greater than or equal to (H minus 1), and, for VAV, greater than or equal to (H -J). EnergyPro 3.1 ey EnergySoft User Number. 2945 Job Number. Page:21 of 25 1 1 1 1 1 11 1 G i 1 PROPOSED CONSTRUCTION ASSEMBLY ENV -3 PROJECT NAME DATE NBCH I 4/11/03 COMPONENT DESCRIPTION A 13 R -VALUE ASSEMBLY NAME R -11 Metal Stud Wall THICK- NESS (in.) WOOD FRAME R -VALUE WALL WEIGHT (lbs /sf) ASSEMBLY Floor DESCRIPTION FRAMING OUTSIDE SURFACE AIR FILM ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ TYPE (check one) X Wall — p W 1 Gelling /Roof 0.875 NFRAMING MATERIAL Mefal 2 Plywood 0 ? FRAMING % 15% Framina % 0.36 3 lInsulation. Mineral Fiber, R -11 3.500 11.000 15 %(16" o.c. Wall) 0.181 0.17 0.03 4 jGypsumor Plaster Board 12 %(24" o.c. Wall) 0.450 2.08 0.26 0.54 10 %(16" o.c. FloorlCell.) SKETCH OF ASSEMBLY 7% (24" o.c. Floor /Cell.) CONSTRUCTION COMPONENTS A 13 R -VALUE `HEAT CAPACITY (Optional) THICK- NESS (in.) WOOD FRAME R -VALUE WALL WEIGHT (lbs /sf) SPECIFIC HEAT (Btu/F -lb) HC (AXB) (Btu/F -sf) DESCRIPTION FRAMING OUTSIDE SURFACE AIR FILM ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ — J(R) — — '- 1 Stucco 0.875 8.46 0.20 1.69 2 Plywood 0.438 1.241 0.29 0.36 3 lInsulation. Mineral Fiber, R -11 3.500 11.000 0.181 0.17 0.03 4 jGypsumor Plaster Board 0.500 0.450 2.08 0.26 0.54 5 6 7 8 9 'NOTE: INSIDE SURFACE AIR FILM 0.680 '-- Weight and Specific Heat values for materials penetrated SUBTOT bX wood 13.02 Rc framing Include Rf the effects 12.0 TOTAL HC members. 5 of the framing [0X01+ [=xE Fr%/ � 0.077 1 / Rc 1 - (Fr %/ 100) 1 / Rf 100 ASSEMBLY U•VALUE COMMENTS Th=SnerqyFfo etal framing. The Assembly U -Value has been calculated using the ASHRAFJCEC Zonal Cavity Method. Energysoff User Number . 2945 Job Number. Page:22 of 25 L [1 I 1 I HVAC SYSTEM HEATING AND COOLING LOADS SUMMARY PROJECT NAME NBCH DATE 4/11/03 SYSTEM NAME Council Chamber FLOOR AREA 4 900 ENGINEERING CHECKS SYSTEM LOAD Number of Systems 2 COIL I CFM Total Room Loads 10104 Return Vented Lighting Return Air Ducts Return Fan Ventilation D,41i Supply Fan Supply Air Ducts TOTAL SYSTEM LOAD COOLING PEAK COIL HTG, PEAK Heating System Sensible Latent CFM Sensible Output per System 184,000 188,016 34,93 F3,554 79,038 Total Output (Btuh) 368,000 0 Output(Btuhlsgft) 75.1 9,401 3,952 Cooling System 0 0 Output per System 180,000 8,524 19,49 2,419 93,210 Total Output (Btuh) 360,000 0 5a a3a 0 Total Output (Tons) 30.0 9,401 3,952 Total Output(BtutJsgft) 73.5 160 t5 215 sos Total Output(sgftrron) 163.3 Air System CFM per System 6,000 HVAC EQUIPMENT SELECTION TRANE YCD181 C3H`B` 252,127 117,603 368,000 Airflow (cfm) 12,000 Airflow (cfmisgft) 2.45 Airflow (cfmrron) 400.0 Total Adjusted System Output 252,127 117,603 (Adjusted for Peak Design Conditions) TIME OF SYSTEM PEAK Sep 3 pm 368,000 Outside Air 1 %) 20 2 Outside Air (cfm/sgft) 0.49 Jan 12 am Note: values above given at ARI conditions EATING SYSTEM PSYCHROMETRICS Airstream Temperatures at Time of HeatIn Peak 34.0 of Outside Air 2419 cfm 69.7 of 62.50F 90.90F 90.9 of O Supply Air Ducts 90.6 of Heating Coil Supply Fan 12000 cfm ROOMS 70.0 of , Return Air Ducts DOLING SYSTEM PSYCHROMETRICS Airstream Temperatures at Time of Cooling Peak 78.0/66.2 of 30 Outside Air 2419 cfm 74.7 / 62.6 of 75A163.3oF 55.9/54.8 of 55.9/54.8 of O Supply Air Ducts Cooling Coil Supply Fan 56.7 / 55.1 of 12000 cfin 52.4% R.H. ROOMS 74.0 / 62.4 of Return Air Ducts I EnergyPro 3.1 By Energy$oN User Number. 2945 Job Number. __ Page'.23 of 25 r 1 I 1 HVAC SYSTEM HEATING AND COOLING LOADS SUMMARY PROJECT _NAME NBCH DATE 4111103 SYSTEM NAME Second Floor FLOOR AREA 27,005 ENGINEERING CHECKS SYSTEM LOAD Number of Systems 1 COIL I CFM I Total Room Loads 16,13 Return Vented Lighting Return Air Ducts Return Fan Ventilation 4,05 Supply Fan Supply Air Ducts TOTAL SYSTEM LOAD COOLING PEAK COIL HTG. PEAK Heating System Sensiblel Latent I CFM I Sensible Output per System 474,000 449,546 56,02 4,307 184,468 Total Output (Btuh) 474.000 0 Output(Btuh/sgft) 17.6 22,477 9,223 Cooling System 0 0 Output per System 819,000 21,162 100.905 4,05 155,998 Total Output(Btuh) 819,000 0 156 934 0 Total Output (Tons) 68.2 22,477 9,223 Total Output (Btuh/sgft) 1.3 358 913 515,678 Total Output (sgft/ron) 395.7 Air System HVAC EQUIPMENT SELECTION CFM per System 26,000 TRANE SXHGC75 790,672 0 0 Airflow (cfm) 26,000 Alrfiow (chWsgft) 0.96 Airflow (chn/Ton) 381.0 Total Adjusted System Output 790,672i 0I (Adjusted for Peak Design Conditars) TIME OF SYSTEM PEAK Jul 4 pm Outside Air ( %.) 15.6 Outside Air (cfmisgft) 0.15 Jan 12 am Note: values above given at ARI conditions EATING SYSTEM PSYCHROMETRICS Airstream Temperatures at Time of Heating Peak 34.0 °F 64.1 °F 110.0 017 110.0 °F O Supply Air Ducts Outside Air 4051 cfm Heating Coil Supply Fan 109.7 OF 26009 cfm ROOMS 70.0 OF 69.7 OF Return Air Ducts 'F DOLING SYSTEM PSYCHROMETRICS Airstream Temperatures at Time of Cooling Peak 79.6 /67.7 °F Outside Air 4051 cfm 74.8/58.3 of i 75.6 /59.8 °F 47.4 /46.0 °F 47.4 /46.0°F O Supply Air Ducts Cooling Coil Supply Fan 48.2146.4 OF 26000 cfm 37.1% R.H. ROOMS 74.0 / 58.0 °F Return Air Ducts � ' EnergyPm 3.1 By EnergySoft User Number. 2945 Job Number. Page-24 of 25 1 i 1 1 1 i 1 i 1 1 1 i 1 1 i 1 i �HVAC SYSTEM HEATING AND COOLING LOADS SUMMARY PROJECT NAME DATE NBCH _ 4/11/03 SYSTEM NAME FLOOR AREA Number of S tems 1 Heating System Output per System 474,000 Total Output (Btuh) 474,000 Output (Btuh/sgft) 15.7 Cooling System Output per System 819,000 Total Output (Btuh) 819,000 Total Output (Tons) 68.2 Total Output(Stuh/sgft) 27.2 Total Output (sgft/ron) 441.5 Air System CFM per System 26,000 Airflow (cfm) 26,000 Airflow (cfm /sgft) 0.86 Airflow (cfm ?on) 381.0 Outside Air (0/9) 20.3 Outside Air(cfnVsgft) Note: values above given at ARI conditions 34.0 OF )0 Outside Air 5286 cfm 69.8 OF 80.0167.8OF Outside Air 5286 cfm 74.7 / 58.6 OF 62.5 OF Total Room Loads Return Vented Lighting Return Air Ducts Return Fan Ventilation Supply Fan Supply Air Ducts TOTAL SYSTEM LOAD I CFM ISensiblel Latent I I CFM I Sensible I 484,05 205 66 354 346 E SXHGC75 798,232 0 0 Total Adjusted System Output 788,232 o C� (Adjusted for Peak Design Conditions) TIME OF SYSTEM PEAK Jul 3 pm Jan 12 am 110.00F Heating Coil 75.8 / 60.6 OF 110.0 OF d Supply Fan 26000 cfm k Retum Air Ducts' 47.4146.10F Cooling Coil Supply Fan 26000 cfm Air Ducts `5 109.8 OF ROOMS 70.0 OF 47.4 / 46.1 OF Supply Air Ducts 48.1146.4 OF 38.3% R.H. ROOMS 74.0/58.4 OF h Retum Air Ducts �J I EneravPro 3.1 By EnemvSoft user Number 2945 .fah Number Paae:25 of 25 ��h�iy�a)F(ail o Sun & Carter i Consulting Mechanical Engineers 1 1 1 1 1 11 1 i 1 i 1 1 1 NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX B — HVAC UTILITY COST April 16, 2003 APPENDIX B - 2 CITY HALL MODEL BUILDING ENERGY COST SIMULATION ' Newport Beach City Hall Newport Beach, CA City of Newport Beach Tsuchiyama Kaino Sun & Carter 1 1 BUILDING DESCRIPTION ' Alternative 1 Allemative Description Large Commercial Building Name 1 -2 Story Office floor Area 62,000 ft2 ' Max Building Cooling Load 122 tons Max Building Heating Load 866 mbh System Set 1 VAV w/ Reheat (46,497 cfm) Cooling Plant Large Commercial (122 tons) ' Heating Plant Gas fired Rooftop (866 mbh Building Cooling Coil load 83,5791on- hrs/year ' Building Heating Coil load Building Energy Usage 699,496 kBtu /year 47,155 Btu /(ft2 -year) Building Energy (Utility) Cost 1.6773 $ /(ft2 -year) ' INPUTS TO ENERGY STAR BUILDING LABEL BENCHMARKING TOOL Allemative 1 ' City Newport Beach, CA Building Area 62,000 ft2 Weekly Operating Hours 58 ' Number of Occupants 443 Number of PC's Per Occupant User Defined Annual Electric Consumption 560,272 kWh Annual Gas Consumption 10,114 therms ' Annual Oil Consumption 0 therms Annual Steam Consumption 0 therms ' Energy Star Building Label websile www.epa.gov/buildinglabel ' TIME PRINTED DATASET NAME L 1 7:08 PM 15 Apr 03 G:\PROJ03\03- NEW-2\NBCH1-AZR ISystem Analyzer V 5.0.0 BUILDING Description Building Name Orientation Floor Area Wall Area ' Glass Area Roof Area Skylight Area ' Lighting Demand Misc Equip Demand Base Utility Demand #1 Base Utility Demand #2 G:1PROJ03103- NEW- 21N8CH 1.AZR ' ZONE PARAMETERS 1 [] [1 1 1 1 Building Name Served by Occup Clg Setpoinl Occup Hlg Selpoinl Unoccup Hlg Setpoinl Unoc cup Cig Selpoinl Number of People Ventilation Rate System 1 Served by Supply Air Cooling DB Supply Air Healing DB Ventilation VAV Minimum Airflow Supply Fan Fan Type Design Airflow Fan Static Energy Rate Exhaust Fan Fan Type Design Airflow Fan Static Energy Rate Cooling Plant 1 COOLING / HEATING EQUIP ' Clg Ref 1 Equip Name Equip Type Cooling Capacity ' Full Load Rate 100\50% Load Points Chw Pump F.L. Rate Cord Pump F.L. Rate Chiller -Tower Optimization Cond/Twr Fan E. Rate Auxiliary F.L. Rate Fuel Source Tsuchiyama Kaino Sun _Carter Alt 1: Large Commercial 1 -2 Story Office (62,000 ft2) North 62,000 ft2 25,560 ft2 7,668 ft2 31,000 ft2 0 ft2 68.20 kW 93.00 kW 0.00 mbh 59.52 mbh Ail 1: Large Commercial Main Building System 1 75 deg F 72 deg F 60 deg F 90 deg F 443 20 cPrn /pers All 1: Large Commercial VAV w/ Reheat Equipment Plant 1 55.0 deg F 125.0 deg F 8,857 cfrn = 19.0 % 20 x. FC w/ Var Speed Drive Centrifugal 46,497 cfrn 4.0 in H2O 87.0 kW FC w/ Inlet Vanes Centrifugal 10,552 cfm 1.0 in H2O 4.5 kW All 1: Large Commercial Air- Cooled Rooftop Units Large Commerdal Rooftop Units 122 tons 9.600 EER 153 kW\95 kW Not Defined Not Defined No 0.084 kW /ton = 13.9 kW Not Defined Elec Utility 7:08 PM 15 Apr 03 ISystem Analyzer V 5.0.0 G:tPROJ03103- NEW- 2\NBCH1.AZR Tsuchiyama Kaino Sun _Carter 7:08 PM 15 Apr 03 Chilled Water DeltaT Not Defined ' Cond Water DeltaT Not Defined Cond Operating Minimum 75.0 F Condenser Entering Temp 95.0 F Evaporative Precooling No ' Other Cooling Plant Parameters Demand Ratchet: 0 % Cooling Plant.Schedule Avail During Occup Hrs Heating Plant Gas ' Heating Capacity 866 mbh Full Load Rate 80.00% 100\50% Load Points 1,082 mbh \541 mbh ' UTILITY RATES Altemative 1 ' Southern California Edison GS2 Customer Charge: $ 60 Demand Ratchet: 0 % Utility Type Summer Rate Summer Cutoff Elec Consumption $ 0.119 /kWh 300.0 kWh ' Elec Consumption $ 0.135 /kWh Elec Demand $ 13.150 /kW Gas Consumption Summer Rate $ 0.000 /therm Winter Rate $ 0.000 /therm 1 1 1 1 1 1 1 Summer Rate Period: Winter Rate $ 0,119 /kWh $ 0,135 /kWh $ 5.400 /kW Sun - Sep Winter Cutoff 300.0 kWh 1 1 1 1 1 1 1 System Analyzer V 5.0.0 G:IPR0J03103- NEW- 2WBCHI.AZR Tsuchiyama Kaino Sun - Carter 7:08 PM 15 Apr 03 MAXIMUM BUILDING LOADS Weather File Name: Newport Beach, CA Latitude: 37 deg Longitude: 122 deg Summer Design Dry Bulb 80.0 deg F Summer Design Wet Bulb 68.0 deg F Winter Design Dry Bulb: 39.0 deg F All 1: Large Commercial Cooling Design Percent Heating Design Percent Load Component (Btuh) (Btuh) Roof Conductibn 78,368 5.35 - 71,610 8.27 Glass Solar 247,179 16.88 0 0 Glass Conduction 22,116 1.51 - 176,708 20.41 Wall Conduction 73,496 5.02 - 53,139 6.14 Infiltration 13,348 0.91 - 62,342 7.20 Lights 232,767 15.90 0 0 People 177,143 12.10 0 0 Miscellaneous 317,409 21.68 0 0 Ventilation 177,989 12.15 - 325,821 37.63 Fan Heat 132,258 9.03 0 0 Exhaust Heat -7,696 -0.53 0 0.00 Reheat 0 0 - 176,228 20.35 User Oversizing 0 0.00 0 0.00 Grand Totals 1,464,376 100.00 - 865,848 100.00 Maximum Cooling Load 122 tons Maximum Heating Load 866 mbh ' System Analyzer V 5.0.0 GAPR0J03 \03- NEW- ZNBCH1.AZR Tsuchiyama Kaino Sun - Carter 7:08 PM 15 Apr 03 ' MONTHLY COIL All 1: Large Commercial ' Cooling Heating Coil Loads Coil Loads Month (ton -hrs) (kBtu) ' Jan 1,683 110,014 Feb 3,222 64,518 Mar 5,595 64,686 Apr 4,958 57,397 May 5,544 64,339 Jun 9,318 50,942 Jul 9,229 43,573 Aug 17,361 19,771 t Sep 13,568 18,742 Oct 7,780 54,062 Nov 3,382 69,191 ' Dec 1,919 82,261 Total 83,579 699,496 ' SYSTEM LOAD PROFILE All 1: Large Comm Percent Clg Coil Htg Coil Clg Airflow Hlg Airflow Design Capacity Hours Hours Capacity Hours Hours Capacity Hours Hours Capacity Hours Hours Load (tons) N (Btuh) N (Gfm) N (cfm) M 0 0.0 65.3 5,724 0 70.7 6,190 0 63.3 5,549 0.0 0.0 0 >0- 5 6.1 9.7 851 43,292 2.1 183 2,325 0.4 31 0.0 0.0 0 5- 10 12.2 6.7 584 86,585 1.3 117 4,650 0.5 42 0.0 0,0 0 10- 15 18.3 4.0 348 129,877 5.7 503 6,975 1.2 102 0.0 0,0 0 ' 15- 20 20- 25 24.4 30.5 2.2 2.4 191 209 173,170 1.3 216,462 10.5 110 922 9,299 11,624 21.6 1.3 1,889 110 0.0 0.0 0.0 0.0 0 0 25- 30 36.6 0.0 0 259,754 1.0 85 13,949 0.2 '20 0.0 0.0 0 30- 35 42 -7 0.9 80 303,047 0.5 43 16,274 0.5 40 0.0 0.0 0 35- 40 48.8 0.3 23 346,339 0.3 23 18,599 0.5 42 0.0 0.0 0 ' 40- 45 54.9 1.0 85 389,631 0.2 20 20,924 0.0 0 0.0 0.0 0 45- 50 61.0 1.4 125 432,924 0.2 21 23,248 0,9 82 0.0 0.0 0 50- 55 67.1 0.8 68 476,216 0.5 42 25,573 1,9 166 0.0 0.0 0 55- 60 73.2 1.0 89 519,509 0.0 0 27,898 0,8 66 0.0 0.0 0 ' 60- 65 79.3 0.5 42 562,801 0.2 20 30,223 1.3 110 0.0 0.0 0 65- 70 85.4 1.2 106 606,093 02 19 32,548 1.2 106 0.0 0.0 0 70- 75 75- 80 91.5 97.6 1.4 0.8 123 66 649,386 0.3 692,678 1.0 22 84 34,873 37,196 1.0 1.5 85 130 0.0 0.0 0.0 0.0 0 0 80- 85 103.7 0.5 46 735,971 0.9 83 39,522 1.4 124 0.0 0.0 0 85- 90 109.8 0.0 0 779,263 0.5 42 41,847 0.8 66 0.0 0.0 0 90- 95 115.9 0.0 0 822,555 0.0 0 44,172 0.0 0 0.0 0.0 0 ' 95-100 122.0 0.0 0 865,848 0.5 42 46,497 0.0 0 0.0 0.0 0 > 0 34.7 3,036 29.3 2,381 36.7 3,211 100.0 0 ' System Analyzer V 5.0.0 GAPR0J03 \03- NEW- 2WBCHI.AZR Tsuchiyama Kalno Sun Carter 7:08 PM 15 Apr 03 ' EQUIPMENT ENERGY CONSUMPTION All 1: Large Cc Main Clg Cond Main Hlg Fan Misc BaseUtil Bldg ' Cig Aux .Fans Htg Aux Equip Lights Equip & Dhw Total Month (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) (kBtu) Jan 9,438 0 280 137,518 0 13,751 49,859 60,657 11,374 282,876 Feb 16,829 0 621 80,647 0 10,735 45,110 54,880 10,291 219,114 ' Mar 26,474 0 1,122 80,858 0 14,602 54,607 66,434 12,458 256,554 Apr 23,172 0 937 71,746 0 13,970 47,484 57,768 10,833 225,910 May 25,381 0 1,063 80,423 0 15,906 52,233 63,545 11,916 250,467 ' Jun 38,511 0 2,070 63,677 0 20,257 52,233 63,545 11,916 252,210 Jul 38,388 0 2,093 54,466 0 19,063 47,484 57,768 10,833 230,096 Aug 66,562 0 4,405 24,714 0 28,808 54,607 66,434 12,458 257,987 Sep 52,945 0 3,193 23,428 0 24,650 47,484 57,768 10,833 220,301 Oct 35,123 0 1,734 67,577 0 15,526 52,233 63,545 11,916 247,655 Nov 17,720 0 642 86,489 0 11,858 49,859 60,657 11,374 238,598 Dec 10,757 0 321 102,826 0 11,854 47,484 57,768 10,833 241,843 ' Total 361,300 0 18,480 874,370 0 200,980 600,677 730,771 137,033 2,923,611 MONTHLY ENERGY CONSUMPTION BY UTILITY ' AA 1: Large Cc On Peak Off Peak On Peak Off Peak Elec Elec Elec Elec Gas Demand Demand Consumption Consumption Consumption Month (kW) (kW) (kWh) (kWh) (therms) Jan 227 0 39,257 0 1,489 Feb 244 0 37,555 0 909 ' Mar 264 0 47,829 0 933 Apr 271 0 41,996 0 826 May 282 0 46,331 0 923 ' Jun 306 0 51,748 0 756 Jul 311 0 48,285 0 653 Aug 330 0 64,698 0 372 Sep 327 0 54,509 0 343 ' Oct 285 0 49,271 0 795 Nov 242 0 41,235 0 979 Dec 231 0 37,558 0 1,137 ' Total 330 0 560,272 0 10,114 1 ' System Analyzer V 5.0.0 G:I3ROJ03103- NEW- 21NBCHI.AZR Tsuchiyama Kaino Sun _Carter 7:08 PM 15 Apr 03 ECONOMIC PARAMETERS Study Deprec. Finance Cost of Interest Percent Deprec. Deprec. Income Inflation Life Life Term Capital Rate Financed Tax Method Book Method Tax Rate Maint, Elec, Gas ' 20 yrs 10 yrs 10 yra 10% 9% 0% SL SL 0% 5151515 INSTALLED COST ' Initial Other Total Maint. Revenue Total TOTAL First Cost First Cost Installed Cost Cost Penalty Annual Cost COST Alternative ($/ft2) ($ /ton) (U.S. $) ($ /ton) (U.S. $) (U.S. $) (U.S. $) 1 5.54 0.00 343,480 44.85 0.00 5,473 348,953 YEARLY CASH FLOW ' All 1: Large Cc Utility Maint. Interest Principal Replace. Deprec. Deprec. Cash Present Cost Cost cost Cost Expenses Tax Book Flow Value year (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) 1 103,992 5,473 0 0 0 34,348 34,348 109,465 99,514' 2 109,192 5,747 0 0 0 34,348 34,348 114,938 94,990 3 114,651 6,034 0 0 0 34,348 34,348 120,685 90,673 ' 4 120,384 6,336 0 0 0 34,348 34,348 126,720 86,551 5 126,403 6,653 0 0 0 34,348 34,348 133,056 82,617 6 132,723 6,985 0 0 0 34,348 34,348 139,708 78,862 ' 7 8 139,359 .146,327 7,334 0 7,701 0 0 0 0 0 34,348 34,348 34,348 34,348 146,694 154,028 75,277 71,855 9 153,644 8,086 0 0 0 - 34,348 34,348 161,730 68,589 10 161,326 8,491 0 0 0 34,348 34,348 169,816 65,472 11 169,392 8,915 0 0 0 0 0 178,307 62,496 ' 12 177,862 9,361 0 0 0 0 0 187,223 59,655 13 186,755 9,829 0 0 0 0 0 196,584 56,943 14 196,092 10,320 0 0 0 0 0 206,413 54,355 15 205,897 10,836 0 0 0 0 0 216,733 51,884 ' 16 216,192 11,378 0 0 0 0 0 227,570 49,526 17 227,002 11,947 0 0 0 0 0 238,949 47,275 18 19 238,352 250,269 12,544 0 13,172 0 0 0 0 0 0 0 0 0 250,896 263,441 45,126 43,075 20 262,783 13,830 0 0 0 0 0 276,613 41,117 ' ECONOMIC SUMMARY Installed First Year Final Year First Year Final Year Life Cycle Cost Ufil. Cost Ulil. Cost Annual Cost Annual Cost Cost Alternative (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) (U.S. $) 1 343,480 103,992 262,783 5,473 13,830 1,669,331 1 O N O O. 1 1 H S U U Q }U M W H ' OLp app w Q UQ 2 p J LL LLI ' O _j Q U U W [l I L N O U �. j � N � rn r- ca o by 0 ca o ca o V ca m V LO � r` co ca r` N ca r- cW) ca co r ca O 000 e» 00 � N l0 N N c0 m co w co m. c0 c0 m coco r co co eoa c0 V in eoa a0 w v eoa r` in 0 CD Gq N in eoa N in eoa O r` c7 in eoa c0 O co co eoa 0 O) in Lo 6 (4 d H U) U co U N l0 CI (O r` m N O O V N r` J c7 ao 00 0 M Q) N 00 m 0 (O in o N LO ao 0 r` r 0 O co co 0 N O r 0 N co m 0 o co 0 O O r 0 N o m 0 r` m r` o � p U Q ca ca <a ca ca ca v� ca ca ca � ca Ur J H O 0 (n O O O O N , c7 c0 O) 04 N � w LL C O 7 C O U 9 CI co S �` O O � O) O Q) m (h Q) N N 00 N N Q) c0 N r` c0 0 co N m (h V 4 (7 c0 O) r` O) 0 Q) r` U z .� co? LL = Q m c> 7 Q E° d N U O E > O Z L E U N p ' suchi;� a Kairio Sun & Carter Consulting Mechanical Engineers `I F 1 1 NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX C — PLUMBING UTILITY COST April 16, 2003 APPENDIX C PLUMBING UTILITY COST U -1 � /'_ ;� ' 4ts 'Chh� d F�'ain�O Sun & Carter Consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX C — PLUMBING UTILITY COST April 16, 2003 ' Plumbing utility costs are primarily associated with water consumption. Water cost savings is not as easily estimated due to the interdependency on actual usage. However due to current minimum code requirements for low -flow fixtures and metered ' faucets it is reasonable to assume a 40% reduction in comparative water consumption simply based on new vs. existing fixture types. These types of fixtures include the following, sample cut sheets are included in Appendix C -1. ' ❑ Low -Flow Toilet: Existing toilets may be as much as 3.5 gallons per flush. New toilets would have maximum 1.6 gallons per flush. ❑ Low -Flow Urinal: Existing urinals may be as much as 2.5 gallons per flush. New urinals would have maximum 0.7 -1.0 gallons per flush. ' ❑ Metered Lavatory Faucets: Existing manual faucets may be as much as 2.0 GPM without automatic shut -off. New metered faucets would be maximum ' 0.5 GPM with 15 seconds metered duration. Similar to electrical and gas utility cost comparison recent annual water bills were ' obtained for domestic water usage only, then adjusted to a building area similar to the proposed new City Hall. The savings indicated represents a 40% reduction in water usage based upon the application of new water saving plumbing fixtures, and does not include landscape irrigation costs. It is also important to note that currently the City Hall has 4 domestic water meters and 3 gas meters. By consolidating to a single new City Hall Building additional meter charges will be avoided. As an example there is currently a customer charge per gas meter of approximately $15.00 per meter per month. With only a single meter there would be a monthly reduction of $30.00, resulting in an annual savings of approximately $360.00. 11 1 1 Fi, fir. -:_ �> F(�i� Sun & Carter Consulting Mechanical Engineers NEWPORT BEACH CITY HALL UTILITY COST EVALUATION APPENDIX C — PLUMBING UTILITY COST April 16, 2003 APPENDIX C - 1 PLUMBING FIXTURE SAMPLES 171*W400 S*ffd4srd ' ® BARRIER FREE AFWALLTM ELONGATED TOILET ' Vitreous china Low- consumption (6.0 Lpf /1.6 gpf) Wall- mounted elongated bowl Fully glazed trapway Condensation channel Direct -fed siphon jet action 1 -1/2" inlet spud 2" balipass trapway 10" x 12" water surface area 100% factory flush tested 2257.103 Top spud ❑ 2256.194 Top spud with slotted rim for bedpan holding (White only) ' ❑ 2258.125 Backspud ❑ 2254.127 Back spud with slotted rim for bedpan holding (White only) Recommended working pressure — between 30 psi at valve when flushing and 80 psi static Nominal Dimensions: 635 x 375 x 381 mm (25" x 14 -3/4" x 15") Fixture less and bolt caps only, seat Compliance Certifications - Meets or Exceeds the Following Specifications: • ASME Al 12.19.2M (and 19.6M) for Vitreous China Fixtures - includes Flush Performance. Ball Pass Diameter, Trap Seal Depth and ' all Dimensions 1 To Be Specified • Color: O White 0 Bone ❑ Silver O Shell ❑ Black • Seat: Olsonite #95 open front seat less cover • Seat: Church #9500C open front seat less cover O Alternate Seat O Flush Valve: Sloan Royal #111 (Top Spud) ® *When Installed so top of seal is 432 to 483mm (17- (a 19 ") from the Sloan Royal #144 -1.5 (Back Spud) finished Floor. Alternate Flush Valve: ❑ Carrier Fitting (by others): SPS 2254/2256/2257/2258 AFWALLTMELONCATED FLUSH VALVE TOILET VITREOUS CHINA NOTE: Roughing -in information shown on reverse side of page MEETS THE AMERICAN DISABILITIES ACT GUIDELINES AND ANSI Atilt REQUIREMENTS FOR ACCESSIBLE AND USEABLE BUILDING FACILITIES. CHECK LOCAL CODES. Revised 6195 Q 1998 American Standard Inc. COMIINS -001 1 SLOA. N. O P T I MA SYSTEMS O O ' O 00- Description Exposed, Battery Powered, Sensor Operated Royal° Model Water Closet Flushometer for floor mounted or wall hung top spud bowls. ' 1111- Flush Cycle []Model 8110 Water Saver (3.5 gpf /13.2 Lpf) ❑ Model 8111 Low Consumption (1.6 gpf /6.0 Lip!) ' 110- Specifications Quiet, Exposed, Diaphragm Type, Chrome Plated Closet Flushometer for either left or right hand supply with the following features: • PERMEX` Synthetic Rubber Diaphragm with Dual Filtered Fixed Bypass • ADA Compliant OPTIMA Plus° Battery Powered Infrared Sensor for automatic "No Hands" operation • Engineered Plastic Cover Assembly with Integral Window • User friendly three (3) second Flush Delay - Courtesy Flush'" Override Button Four (4) Size AA Batteries included • "Low Battery" Flashing LED • Infrared Sensor Range Adjustment Screw • Initial Set -up Range Indicator Light (first 10 minutes) • Chrome Plated Metal Handle Cap • 1" LPS. Screwdriver Bak- Chek'" Angle Stop • Free Spinning, Vandal Resistant Stop Cap • Adjustable Tailpiece ' High Back Pressure Vacuum Breaker Flush Connection with One -piece Bottom Hex Coupling Nut • Spud Coupling and Flange for 1'h" Top Spud • Sweat Solder Adapter with Cover Tube and Cast Set Screw Wall Flange ' High Copper, Low Zinc Brass Castings for Dezineification Resistance • Fixed Metering Bypass and No External Volume Adjustment to Ensure Water Conservation • Flush Accuracy Controlled by CID'" Technology • Diaptxagm, Stop Seat and Vacuum Breaker to be molded from PERMEX'° Rubber Compound for Chloramine resistance Valve Body, Tailpiece and Control Stop shall be in conformance with ASTM Alloy Classification for Semi -Red Brass. Valve shall be in compliance with the applicable sections of ASSE 1037, ANSI /ASME At 12.19.6 and Military Specification V- 29193. Installation conforms to ADA requirements. 00- Variations ' ❑ LH Valve Body supplied Less Handle Opening ❑ MC Metal Cover See Accessories Section and OPTIMA Accessories Section of the Sloan ' catalog for details on these and other OPTIMA Plus° Flushometer variations. Royal Optima Plus 8110 S.S. —Rev. 1 (01/02) Royal® OPTIMA Model Battery Powered Flushometers 110' ADA Compliant 110- Automatic Sloan OPTIMA Plus' equipped Flushometers provide the ultimate in sanitary protection and automatic operation. There is no need for AC hookups or wall alterations. The Flushometer operates by means of a battery powered infrared sensor. Once the user enters the sensor's effective range and then steps away, the Flushometer Solenoid initiates the flushing cycle to flush the fixture. 00- Hygienic User makes no physical contact with the Flushometer surface except to initiate the Override Button when required. Helps control the spread of infectious diseases. 110- Economical Automatic operation provides water usage savings over other flushing devices. Reduces maintenance and operation costs. 00- Warranty 3 year (limited) UL 0 Listed SA 0 Certified in This space for Architect/Engineer approval Job Name Date Model specified amuty variations Specified cMIq erNftIeealer Conlradu Nchiled The IMoamation conlained in INS document is Sub'Pct to change without nation 4wwe4w .Si Iwdafd ® BARRIER FREE ALLEIROOK URINAL 1 1 To Be Specified ❑ Color: ❑ White ❑ Bone ❑ Silver ❑ Shell ❑ Black ❑ Flush Valve: Sloan Royal 186 -1 XAlternative Flush Valve: . • When installed so top of rim is 432mm (17 ") from finished floor. ❑ MEETS THE AMERICAN DISABILITIES ACT GUIDELINES AND ANSI Al 17.1 ACCESSIBLE AND USEABLE BUILDINGS AND FACILITIES - CHECK LOCAL CODES. Revised 6/95 ALLBROOKTM URINAL VITREOUS CHINA a, oJLS; lxxl CONNECTION OGnoxAL TO FINISHED GASKET IOmm FLOIOR _ 1]A) i I rl\ 1 I ,_� 1 r-- wxlNm —I pl +smm INSIDE iHREAOS �FINISNED WALL DETAIL OF OUTLET CONNECTION NOTES: FLUSH VALVE NOT INCLUDED WITH FIXTURE AND MUST BE ORDERED SEPARATELY. PROVIDE SUITABLE REINFORCEMENT FOR ALL WALL SUPPORTS, IMPORTANT: Dimensionsoffixtoraa are nominal and may varywitNn tae range at tolerances e dablished by ANSI Standard AT 12.192 ofreselneasurementSareages tto Uange or rancegalion. Norespollsibility is assxmed for use (sDpRrseded or voided pages SPS 6541 0 1998 American standard Inc. COMANS -027 Vitreous china ' Low- consumption (3.8 Lpf /1.0 gpf) Flushing rim Siphon jet flush action ' 3/4" inlet spud Outlet connection threaded 2" inside (NPTF) Wall hanger Fixture only Meets ANSI flush requirements at 0.7 to 1.0 GPF ' 6541.132 Top spud Nominal Dimensions: 356 x 356 x 546mm (14" x 14" x 21 -1/2 ") Recommended working pressure - between ' 20 psi at valve when flushing and 80 psi static. Compliance Certifications - Meets or Exceeds the Following Specifications: ' • ASME At 12.19.2M (and 19.6M) for Vitreous China Fixtures - includes Flush Performance, Ball Pass Diameter, Trap Seal Depth and ' all Dimensions 1 1 To Be Specified ❑ Color: ❑ White ❑ Bone ❑ Silver ❑ Shell ❑ Black ❑ Flush Valve: Sloan Royal 186 -1 XAlternative Flush Valve: . • When installed so top of rim is 432mm (17 ") from finished floor. ❑ MEETS THE AMERICAN DISABILITIES ACT GUIDELINES AND ANSI Al 17.1 ACCESSIBLE AND USEABLE BUILDINGS AND FACILITIES - CHECK LOCAL CODES. Revised 6/95 ALLBROOKTM URINAL VITREOUS CHINA a, oJLS; lxxl CONNECTION OGnoxAL TO FINISHED GASKET IOmm FLOIOR _ 1]A) i I rl\ 1 I ,_� 1 r-- wxlNm —I pl +smm INSIDE iHREAOS �FINISNED WALL DETAIL OF OUTLET CONNECTION NOTES: FLUSH VALVE NOT INCLUDED WITH FIXTURE AND MUST BE ORDERED SEPARATELY. PROVIDE SUITABLE REINFORCEMENT FOR ALL WALL SUPPORTS, IMPORTANT: Dimensionsoffixtoraa are nominal and may varywitNn tae range at tolerances e dablished by ANSI Standard AT 12.192 ofreselneasurementSareages tto Uange or rancegalion. Norespollsibility is assxmed for use (sDpRrseded or voided pages SPS 6541 0 1998 American standard Inc. COMANS -027 SLOA. N. OPTIMA SYSTEMS no O O MO O O \:J0 � 0 O O 0O 409 t 10, Description Exposed, Battery Powered, Sensor Operated Royal° Model Urinal Flushometer. ' 10, Flush Cycle ❑Model 8186 Water Saver (1.5 gpf /5.7 Lpf) ❑ Model 8186 -1.0 Low Consumption (1.0 gpf /3.8 Lpf) • Model 8186 -0.5 (0.5 gpf /1.9 Lpf) 10, Specifications Quiet, Exposed, Diaphragm Type, Chrome Plated Urinal Flushometer for either left or right hand supply with the following features: • PERMEX'" Synthetic Rubber Diaphragm with Dual Filtered Foxed Bypass • ADA Compliant OPTIMA Plus' Battery Powered Infrared Sensor for automatic "No Hands" operation • Engineered Plastic Cover Assembly with Integral Window • Four (4) Size AA Batteries included • "Low Battery" Flashing LED ' Beam Deflector for use when targeting small children and wheelchair users • Infrared Sensor Range Adjustment Screw • Initial Set -up Range Indicator Light (first 10 minutes) ' Chrome Plated Metal Handle Cap • V" LP.S. Screwdriver Bak - Chek'" Angle Stop • Free Spinning, Vandal Resistant Stop Cap • Adjustable Tailpiece • High Back Pressure Vacuum Breaker Flush Connection with One -piece Bottom Hex Coupling Nut • Spud Coupling and Flange for'/." Top Spud • Sweat Solder Adapter with Cover Tube and Cast Set Screw Wall Flange • High Copper, Low Zinc Brass Castings for Dezincification Resistance ' Fixed Metering Bypass and No External Volume Adjustment to Ensure Water Conservation • Flush Accuracy Controlled by CID" Technology • Diaphragm, Stop Seat and Vacuum Breaker to be molded from ' PERMEX" Rubber Compound for Chloramine resistance Valve Body, Tailpiece and Control Stop shall be in conformance with ASTM Alloy Classification for Semi -Red Brass. Valve shall be in compliance with the applicable sections of ASSE 1037, ANSI/ASME Al 12.19.6 and Military Specification V- 29193. Installation conforms to ADA requirements. Variations _ ❑ LH Valve Body supplied Less Handle Opening ❑ MC Metal Cover - See Accessories Section and OPTIMA Accessories Section of the Sloan catalog for details on these and other OPTIMA Plus° Flushometer variations. Royal Optima Plus 6186 S.S. — Rev. 1 (01(02) Royal® OPTIMA Model Battery Powered Flushometers 101 ADA Compliant 10, Automatic Sloan OPTIMA Plus° equipped Flushometers provide the ultimate in sanitary protection and automatic operation. There is no need for AC hookups or wall alterations. The Flushometer operates by means of a battery powered infrared sensor. Once the user enters the sensor's effective range and then steps away, the Flushometer Solenoid initiates the flushing cycle to flush the Picture. 10, Hygienic User makes no physical contact with the Flushometer surface. Helps control the spread of infectious diseases. POP Economical Automatic operation provides water usage savings over other flushing devices. Reduces maintenance and operation costs. 10, Warranty 3 year (limited) &a Listed 9 O Certified This space for Architect/Engineer approval Job Name _ Date Model Specified Ooantiiy vadaliors specified _ CoslomeTNihDIoSalw conhaclw kchilect _ the mbmabi c amd in ltrs tlocunenr;s subject to dwge vAhaA notice. ,1 1 OVALYN UNIVERSAL ACCESS LAVATORY ' Vitreous china Unglazed rim for under counter mount Rear overflow ' Supplied with template and mounting kit ❑ 9482.000 19-1/4" x 15 -3/4" (489 x 400mm) 1 Bowl sizes: 16 -3/4" (425mm) wide, 13 -1/4" (337mm) front to back, 5 -112" (140mm) deep 1 4" (102mm) bowl depth Compliance Certifications - Meets or Exceeds the Following Specifications: 1 • ASME Al 12.19.2M for Vitreous China Fixtures • CAN /CSA B45 series • 1995 National Building Code, section 3.7 and CAN /CSA- B651 -M90 and OBC 3.7. OVALYN UNIVERSAL ACCESSTM - UNDER- COUNTER- LAVATORY- VITREOUS CHINA 37mm(1.7116) DIA. 51mm HOLE TYP. (2) MIN. \ M91� 1 Finished /�,�"�`' (24)_ jwax �/ 483mm UNDER \ (19j 337mm / COUNTER ' ! DETAIL OF MOUNTING CLIP (191/4) BASIN RIM 1 1 (KIT NOA{T19"0701) COUNTER 1203man I I 127mm BRASS tarn' \ 5° TOP I� (e) INSERT (L{)MIN.� \ Cl)TOtIT I 1 8mm 711mm 1 (3 (33) (28) (10 -1/10-11 2) ( CLIP MAGI. SCREW 425mm REFER TO IxSTRDCTIONS (16.3/4) 1 PROVIDED WRIT mr FUR 469mm ADDmaxAL INFORMAIgN (19 -114) Finished Floor SEALING COMPOUND 16MM 3mm(1 18) (5 /8) -2 mm(1116) 1 ® • Countertop 864mm (341 from finished floor. Lavatory 140m 92mm Installed 51 mm IT) from front edge of countertop. (5-121 (3 -5 /el Countertop thickness w be 25mm (1�) maximum. 311 mm MEETS THE AMERICAN DISABILITIES ACT GUIDELINES (12-1/4) 1 AND ANSI A11T.1 ACCESSIBLE AND USEABLE t216 2mmBUILDINGS AND FACILITIES. CHECK LOCAL CODES. 1/2) 3mm 28 1 (1 For Universal Design OpUOnS, top of Gaunter may be mounted at SUPPUI 813mm (32 ") minimum from finished floor 10 meet ADA and ANSI AS RED ' Al 17.1 requirements. A 838mm (33 ") minimum mounting height is required for Ontario. Check local codes for heights and faucet han- 1- 1/40.D. TAILPIECE) O.D. WASTE dles requirements. 1 I, To Be Specified ❑ Color, ❑ Faucet': ❑ Faucet Finish: ❑ Supplies: ❑ 1 -1/4" Trap See faucet section ror additional na fafs availaNe LAV -037 FINISHED WALL 15 -3/4) MOUNTING CLIP (SEE DETAIL) NOTES: FOR COUNTERTOP CUTOUT AND INSTALLATION INSTRUCTIONS U5E TEMPLATE SUPPLIED WITRLAVATORY. FAUCETS NOT INCLUDED AND MUST BE ORDERED SEPARATELY. * DIMENSIONS SHOWN FOR LOCATION OF SUPPLIED AND "P'TRAP ARE SUGGESTED. ♦ UNDERCOUNTER MOUNTING KR SUPPLIED WITH BASIN. IMPORTANT: Dimensions of frtums are nominal and may vary WiNln the range of tolemn ns established by ANSI Standard At 12.19,2. These measurements are sublect to Bmnge or oanoallauon. No rosoonsihttiry is assumed for use of superseded or voided pages. SIPS 9482 ® 2002 American Standard Inc. I 1 1 1 1 SLO A.. No OPTIMA SYSTEMS CCif�0;� �5 ► Description Battery Powered, Sensor Operated Electronic Hand Washing Faucet for tampered or hoticold water operation. ► Flow Rate 170.5 gpm/1.9 Lpm Vandal Resistant Spray Head (See Accessories for other Spray Head options) ► Specifications ADA Compliant, Sensor Activated, Battery Pov ared, Chrome Plated Brass Hand Washing Faucet with the following features: • Splash -proof Circuit Control Module • Fiber Optic, Automatic, Self- adaptive Sensing • Audible Tone Low Battery Indicator • Serviceable Filtered Solenoid Valve • Bak -Chek Tee for Hot/Cold Supply • Trim Plate with Anti- Rotation Pin (specify 4" or 8 ") • Vandal Resistant Spray Head with Pressure Compensating Flow Control • Polypropylene Optic Cable Protection • Includes four (4) C -cell Alkaline Batteries ► Variations (Add suffix to Model Number for inclusion with Faucet) • Trim Plate (must be specified) ❑ -4 Trim Plate for 4" Center -set Sink ❑ -8 Trim Plate for 8" Center -set Sink • Plug-in Adapter ❑ R Plug -in Adapter (includes 6 volt transformer for hard wire installation) • Temperature Mixing Valves (optional) • ADM Above Deck Mechanical Mixing Valve • BDM Below Deck Mechanical Mixing Valve • BDT Below Deck Thermostatic Mixing Valve Bak -Chek Tee not required or provided when a Temperature Mixing Valve is included with the faucet. Consult Factory for Finish Variations ► Accessories (Specify, separately) • Vandal Resistant Spray Heads ❑ E1F- 1027 -A 2.2 gpm/8.3 Lpm laminar Flow Spray Head (recommended for medical applications) ❑ ElF- 1022 -A 2.2 gpm /8.3 Lpm Aerator • Grid Strainer ❑ ElF -460 -A Chrome Plated Brass Grid Strainer w11 Y." Outlet Tube See OPTIMA Accessories Section of the Sloan Catalog for a complete listing of OPTIMA Faucet Accessories and Variations. Optima Plus EBF -85 S.S. — Rev. is (01102) ®PTINU Pt Battery Powered Hand Washing Faucet I ► ADA Compliant ► Automatic The Sloan OPTIMA Plus° EBF -85 Battery Operated, Electronic I land Washing Faucet operates by means of an adaptive infrared sensor that is linked to the faucet by a fiber optic cable. Once the user's hands enter the sensor's effective range, the Solenoid activates the water flow. Tempered water flows from the Faucet until hands are moved away. The Faucet then automatically shuts off. ► Hygienic The ultimate in sanitary protection — there are no handles to turn or buttons to push. Helps to control the spread of infectious diseases. ► Economical Automatic operation provides water usage savings over other faucet devices. Reduces maintenance and operation costs. Sett-adaptive Range Adjustment makes installation quick and easy. Battery operation ideal for Retrofit installations. ► Warranty 3 year (limited) ► Made in the U.S.A ► ASMEA112.18.11M S® Listed SP 0 Certified This space for ArchilecVEngineer approval Job Name Date _ Model Specified Quantity Variations Specified _ CustomerMlholesaler Contractor Architect The inlormalion contained in this document is subject to change without nolice 1 K ' April 17, 2003 Mr. Jim Wirick LPA, Inc. 17848 Sky Park Circle ' Irvine, CA 92614 Re: City of Newport Beach City Hall KONSORTUM I Job #2039 -00 -100 Dear Jim, ' The City of Newport Beach has requested an evaluation of future electrical utility costs be prepared in consideration of a proposed foot City of Newport Beach City Hall facility. This new facility would be approximately 74,500 square foot consisting of 62,000 square feet City Hall building and a 12,500 fire ' station. The existing City Hall complex consists of approximately 44,000 square feet of City Hall functions and ' 8,000 square feet of Fire Station functions. The majority of the existing lighting systems have been recently upgraded from their existing pre -Title 24 conditions to a newer modem technology, however there is still considerable room for improvement. ' We have forwarded the various recommend power density values to TKSC for inclusion into their modeling effort. Please reference the attached exhibit, meant to be included in the overall report to your client. ' Let me know if you have any questions in regards to these recommendations. Sincerely, ' KONSORTUMI Raymond W. Swartz Raymond W. Swartz, P.E. President ' HALETrERS\RAY\SW304007.dm 1 KONSORTUM1 17891 Sky Park Circle, Suite B Irvine, California 92614 (949) 221 -0432 (949) 221 -0430 Fax Electrical / Lighting Power Density Exhibit City of Newport Beach City Hall / Fire Station Existing Facility vs. New Facility Energy Use Comparison April 17, 2003 Lighting and Power Density Figures: �Ki A modern lighting system can easily be designed to a power density of 0.90 watts per square foot — based upon allowable lighting credits / deductions for the various energy saving systems listed below, as allowed by Title 24. Typically, Title 24 also requires us to include an additional 0.20 watts per square foot task lighting allowance. The selection of cord - and -plug task lighting, as well as furniture system task lighting, is an important element in the overall lighting design. Generally, non -task lighting levels have been reduced in a modern design and carefully placed highly efficient task lighting is added at key areas. Therefore, we can comfortably assume that a lighting power density of 1.1 watts per square foot is a relatively easily attainable value — and should be utilized in the modeling effort. (In comparison, we estimate that this overall lighting density is approximately 50% less that the lighting density of the current facility.) In regards to general power density, we have assumed that the density value of the new facility will be generally equal to that of the existing facility. Through the use of industry standard data, we recommend that 2.0 watts per square foot value be utilized in the modeling effort. Energy Saving Features of a Modern Building. ' The construction of a new City Hall / Fire Station facility will immediately result in the cost benefits of meeting current Title -24 State Energy Code minimum requirements, as well as various systems that are above - and - beyond the minimum requirements of Title 24. The construction of a new City Hall / Fire Station facility creates numerous opportunities for electrical utility cost savings including, but not limited to the following items: • The introduction of new high efficiency lamp systems — HOT5 linear lamps, compact fluorescent lamps and LED lamp technology. / / i < KONSORTUM 1 17891 Sky Park Circle, Suite B Irvine, California 92614 (949) 221 -0432 (949) 221 -0430 Fax 1 1 1 1 Jim Wirick City of Newport Beach City Hall / Fire Station Existing Facility vs. New Facility April 17, 2003 Page 2 • The introduction of light shelves, expanded glazing, and skylights, in conjunction with high - efficiency ambient light monitoring / automatic dimming systems, which take advantage of ambient lighting and automatically dim the artificial lighting to a pre - determined level. AAA 1 p eMO � I =1t. te,TIA.T' FLm[utAlaep 4 � i 11Nfin9 - - -•—�. UGIIflI1GflA'UFiEjS} - -__ —I • Occupancy sensor / low- voltage relay lighting control systems. Potential Savings by area type i b � ,60 Store Rooms — � Warehouses - — --- 50 — 0 Restroom 40 :: ,30 :..l � Corridors v t Conference Rooms 50 j Offices 30 # #kkkE�kkk #k KONSORTUM 1 17891 Sky Park Circle, Suite B Irvine, California 92614 (949) 221 -0432 (949) 221 -0430 Fax vacAr POINT I VERVE 11 Suspended linear indirect fluorescent with perforated or solid housing and electronic ballast - I lampT5H0 2`la`mp TS Et TSHO 3 lamp TS Et TSHO 2 Lamp Ts 3 lamp T8 2.29" 58.2mm l 9.00' 1 228.6mm -Y I O F5� Construction Electrical Emergency • Focal Points extension of the One piece housing die - formed 20 ga. C.R.S. forming 23'H x 90 Fixtures are prewired with factory installed branch circuit wiring and Emergency battery packs provide 90 minutes of one lamp illumination. successful Verve line incorporates housing perforation for a subtle ' curved housing. Sculpted die cast over -molded quick connects Initial lumen output for lamp types down(ight component. 5' long end cap mechanically Factory installed SIT power card are as follows: • Housing is one -piece die - formed steel fastened to housing with no at feed location is included. All with perforated pattern. Sculpted $ exposed hardware. 20 ga. steel bridges ballasts are thermally protected T8 Lamp: Up to 400 lumens die -cast end ca extends beyond the Q socket mounted on and have a Clam T` rating. TS Lamp: Up to 500 turners socket bridge 5 at end conditions ' 4' centers For raw installation. Lamp: p TSHO lam U to 825 lumens only. 16 ga. die - formed internal brackets Comsulf Ballast Guide on hollowing join fixtures forming hairline joint page for ballast speaficaaons Battery pack requires unswitched • Continuous row mount capable using Available in lengths up to 12' hot from same branch circuit as 4', 8' and 12' one piece housing nominal. Standard shielding: two Optional DAU and other dimming AC ballast sections bands (2.6'W x 44.T4 of round ballasts available Consult factory • All fixtures provided with aircraft ' perforations with white acrylic for specifications and availability, Finish cable suspension and mounted on insert Round hales are.062' dia. x UL Usted far the United States fixture housing, reflector and all 48•, 967 or 144' centers .125' centers Optional solid and Canada. steel components are finished in housing and slotted shielding polyester powder coat applied over •Verve is an excellent choice for large available. Slatted shielding: two a 5 -stage pretreatment Standard open office space; small offices, bands (2.5'W x 44.7 "0 of slotted finish for housing and all steel corridors and educational facilities perforations with white acryAic componentsi matte satin white insert Slots are .188'W. x 2.51 on (min. 94% reflectance). Consult .75' centers factory for additional finish Optic option s ' Die - formed 24 ga. steel reflector, finished in high reflectance white powder coat (934 min. reflectance). 2.29" 58.2mm l 9.00' 1 228.6mm -Y I O F5� ONE WAP TSNO VERVE 11 rymyu4e: ltiryt5i91'wmrvtEZV'"aiaa 1 "tm...w omemo snf."7.,a xmuk T*oma: -1 I($ tie: PlE -ttsM 6Y•60 •: h'JS3 tRNbtG UM O•.kr41' 8mcemy. 9)r" 1Me1m4ue b6n3 ELmarerytgrtrw nmu -__� H61410nW angle Zonal vv- .c nc olv lumens 9' -6" Ceiling Height ' 67'x 40' Open Office • Luminaire: 1 lamp T5110 VERVE 11 • Lumens / Lamp: 50001ms • tight Loss Factor:.85 • Reflectances: .. Ceiling: 80 - Walls: 50 - floors: 20 f] ' • • 2 "PTSHO VERVE 11 ' Ca I 1 Power Distribution an X, 9' -0" Ceiling Height 10'x 12'Small Office • 8, 2 lamp T5HO VERVE 11 • Mounting Height: 7' -0• AFF. • W mens l Lamp: SOOO lm5 • tight lom Factor.85 -. • Reflectances: - Ceiling: 80 - Walls: 50 - Hoors: 20 • Avg. Illuminance ® workplane: 49 Tc • Wafts/Sq. FL: 1.07 I6' 0' Tl 11WI1N2: 9hm0 n$iUIimMN IrcYrNTa ' wM,.a:OK�'maU.iNnN.mO 1 .mn.rV2S Z;tJ � Womr: wsam+ , 1 Caaee •: PrF3imn K, ±e44'was � j roman: a,v" 0' 57 0' 28 20 28 28 28 0 52 52 5' 28 28 28 28 27 3 n 25' 49 IS- 27 27 27 27 27 8 42 _•• 2V 24 24 24 26 24 11 •' -- 35' 20 20 21 21 21 13 13 I7 15' Q 12 13 IS IS--W 13 7 65' 0 0 55' 8 8 9 W 10 0 7 7 0 95' 61 329 338 333 3n 326 105' 310 811 IDS 1361 15' 0 0 4 5 5 3 1558 125' 1164 - 85' 0 0 1 2 2 1 1310 2415 1551 90 0 10 9 6 4 0 2079 2165 _ 95' 31 228 258 256 251 241 NO 175' 2V4 -•• 105' No 05 231 873 9N 680 2311 2311 Ins' 376 536 840 ion 1091 779 n 38 12V Sm 672 884 W72 1147 782 9 42 31 25 13v 761 an 979 1116 1172 753 " " 145' 887 923 1006 1085 1118 631 12 10 m 155' 1022 1013 1088 1131 11W 503 - • 165' tW1 1116 1133 1150 1150 321 - 175' 1132 1133 1136 1139 1139 108 • • • a " 180' II50 1150 1150 1150 IISo 0 9' -6" Ceiling Height ' 67'x 40' Open Office • Luminaire: 1 lamp T5110 VERVE 11 • Lumens / Lamp: 50001ms • tight Loss Factor:.85 • Reflectances: .. Ceiling: 80 - Walls: 50 - floors: 20 f] ' • • 2 "PTSHO VERVE 11 ' Ca I 1 Power Distribution an X, 9' -0" Ceiling Height 10'x 12'Small Office • 8, 2 lamp T5HO VERVE 11 • Mounting Height: 7' -0• AFF. • W mens l Lamp: SOOO lm5 • tight lom Factor.85 -. • Reflectances: - Ceiling: 80 - Walls: 50 - Hoors: 20 • Avg. Illuminance ® workplane: 49 Tc • Wafts/Sq. FL: 1.07 I6' 0' Tl 11WI1N2: 9hm0 n$iUIimMN IrcYrNTa ' wM,.a:OK�'maU.iNnN.mO 1 .mn.rV2S Z;tJ � Womr: wsam+ , 1 Caaee •: PrF3imn K, ±e44'was � j roman: a,v" 0' 57 s1 51 51 51 0 5' 52 52 52 52 52 5 IS' 40 49 49 52 52 n 25' 49 W W 52 52 23 3s' 39 42 42 45 43 27 45' 26 27 n 32 30 23 55' 17 X 23 26 27 20 15" 7 10 13 I7 I8 13 )5' 0 2 7 10 13 7 65' 0 0 1 5 5 2 9n' 0 14 II 7 7 0 95' 61 329 338 333 3n 326 105' 310 811 IDS 1361 1101 1116 IIS' 170 IRO 1669 2033 21" 1558 125' 1164 1301 1821 2181 2301 1698 135' 1556 1W 2016 1310 2415 1551 145' 1161 1840 3002 21A 22Q 1258 155' 2091 2079 2165 2251 2288 102 165' 2385 2298 2327 2362 DID NO 175' 2V4 nn n)I nn n,4 217 180' 2311 2311 nil 2311 2311 0 { 10 Lumen Floor Ceiling RA 0 2 5 7 9 10 1 Without OFRce Partitions % ab Zone Wmem tamp TO 90-120' 1108 34.2 35.1 90 -130' 2490 499 51.1 90' -150' 3874 D.5 795 Total 90'- 190' 1806 961 98.7 Ulminalle: 0 -180' 4870 97.4 1000 Floor Ceiling RA 0 2 5 7 9 10 1 Lumen Without OFRce Partitions Overall Average Suspension A-ra gqe Maintained Ceilingg 20 Illuminance Uniform) ry to M7ing) 80 Ratio 188 70 9341 50 30 10 00 711 50 30 10 70 50 t0 50 10 50 10 50 10 W a 10 50 10 50 10 00 a 93 93 93 0 80 80 80 55 55 32 32 II II 01 95 8) 11 11 )0 05 74 W 72 66 So So 61 52 49 42 0 28 37 24 26 10 22 09 rA 01 in in 1O 62 55 W 60 53 43 37 31 22 Ir So 01 01 G 51 47 42 54 47 as 32 26 19 16 07 OR 01 59 48 41 36 SO 41 31 29 22 V I . OS 01 g 51 43 36 31 46 37 27 26 19 15 12 OS 04 01 W 39 32 27 42 33 24 23 11 14 IF OS —NM 46 35 28 24 39 93 21 21 15 13 m 04 N W 43 32 26 21 37 20 is 19 13 12 M 04 03 m E 0 29 23 19 34 25 17 18 12 II 01 01 03 W 2' Lumen 14' ox. YrSH0 5 Rows Q 36' -0" ea. 18' 62 3:1 24• 63 2.4:1 16' O.C. 11TSH0 4 Rows @ 36• -0" ea. 18• 54 4.9:1 Graphically,il 247 55 displayed 91, % Zane Lumen, temp imt 90' -120' Without OFRce Partitions Overall Average Suspension A-ra gqe Maintained Ceilingg (rap ofFietune Illuminance Uniform) ry to M7ing) (M Ratio 14' ox. YrSH0 5 Rows Q 36' -0" ea. 18' 62 3:1 24• 63 2.4:1 16' O.C. 11TSH0 4 Rows @ 36• -0" ea. 18• 54 4.9:1 Graphically,il 247 55 displayed 91, % Zane Lumen, temp imt 90' -120' 3060 306 323 W -130 1858 466 491 W' -190 7461 74.7 188 Total W% m' 9341 93.5 986 Wminalle: 0' -180' 9401 919 Iwo of Utilization Floc! 20 Ceiling 80 70 So 30 10 00 111 Wall 70 50 30 10 70 50 10 50 10 50 10 50 10 00 a NOI 9 91 91 91 91 78 78 10 Sa 53 31 31 11 n 01 I 82 78 75 72 70 67 62 % 43 21 26 10 m 0 2 75 68 0 Sit 64 59 51 41 36 21 21 .. OB 01 3 69 So 53 m 58 51 42 36 30 21 18 07 O6 0 F 4 Q 53 46 41 53 45 35 32 25 19 IS 07 06 01 E 5 57 47 Q 35 49 W 30 W 22 17 13 O6 OS 01 o 6 52 42 35 30 45 36 26 25 19 IS II 7 48 38 31 26 41 33 23 23 16 13 10 OS 01 01 8 45 34 28 n 38 30 20 21 14 12 09 01 0] W 9 42 31 25 21 36 27 I9 19 13 II 08 01 Ol W i 10 39 29 22 18 33 25 16 1) 12 10 m M 03 W 9' -0" Ceiling Height 12'x 15'Sma110ffice • 12', 2 lamp T5HO VERVE II • Mounting Height: 7' -0• AFF. • Lumem (Lamp: SOW hres • Light nos Factor:.85 • Rellmlances: - Ceiling: 80 - Walls: 50 - Floors : 20 • Avg. Illuminance ® workplane: 57 Tc • Watts/Sq. Ft.: 1.07 K.. ri t linear 87 1 Microprocessor based, the ODCxx -U has a self adapting feature that compensates for air flow, giving it excellent immunity to air currents and other interference. THE ODCxx OCCUPANCY SENSOR ULTRASONIC SENSING TECHNOLOGY (US) EXCELLENT RANGE AND SENSITIVITY SIMPLE, FAST INSTALLATION SELF— ADJUSTING, SELF — CALIBRATING DIGITAL TECHNOLOGY, COMPLETE RELIABILITY OPTIONAL PHOTOCELL CONTROL AND RELAYS MULTIPLE SENSOR AND POWER PACK CONNECTIONS DESIGNED AND MANUFACTURED IN THE U.S.A. GENERAL OPERATION The ODCxx -U is a low voltage occupancy sensor that controls indoor lighting. The sensor fills the room with continuous high frequency (ultrasonic) sound waves. Any movement within the sensor's range causes a shift in the original emitted frequency. The sensor's receiver identifies any change in frequency as motion and either turns the lights on or maintains lights on. AUTOMATICALLY ADAPTS om. -u Action 1 / Lph6 °n US Nr&Ndd wrro- M1aW�antlY Low Paso filter sensor remains in an 8 sec. Llphb Aub seb test mode YNe fimerb ru.vi.nMUe we. oNOd operenn8 male /r 00 FelseaS Aub edjuN S N uss -eunn In the corridor or hallway and Auw agwr Aub seb tt9hb E timer ao kfq andsemitivlty ADAPTIVE FUNCTIONS Designed for "install and forger use, the ODGke -U automatically analyzes room cvnd,bons and adapts to errors or changing environment FEATURES ODC20 -U ODC10 -U ODCOS -U ....................... i is Small Size: Installed sensor appears almost invisible. Fast, Simple Installation: Easy ceiling mount, three wire connection (low voltage) and snap -lock sensor attachment. Maximum Reliability, Low Cost: All digital circuitry uses a minimum of components. Visual Status Reporting: Sensor's LED motion lamp periodically Flashes short codes to report sensor status. Small Motion Sensitivity: The ultrasonic technology provides excellent small motion sensitivity. Timer Setting: Automatic - 8 min. to 100 min. Manual - 8. 16 and 32 min. Test mode - 8 sec. Non - Volatile Memory: Leamed and adjusted settings saved in protected memory are not lost during power outages. Wide Coverage: Units from 500 to 2000 sq. ft. available. Ambient tight Recognition: The optional photocell prevents lights from turning on when the room is adequately lit by natural light. Circadian Calendar. The Leviton ODCxx -U identifies, records and learns normal occupancy cycles of a room. Over an initial four week period. the ODCxx -U logs room occupancy for each 24 hour period. The Information gathered by the sensor is used to automatically adjust the internal sensi- tivity threshold. Condition Example Adaptive Reaction Timer Left InTest Mode -The An installer accidentally leaves The sensor automatically resets the timer sensor remains in an 8 sec. the sensor In the 8 sec. timer to 8 min. after 1 hr. test mode test mode and the lights may go off or on every 8 sec. False -On -The sensor The sensor detects movement After an initial movement is sensed, Incorrectly turns the lights on. In the corridor or hallway and it another movement Is not sensed within the mom lights turn on. the timer setting cycle plus 8 sec. then the senshNity is automatically reduced by 6 %. False -Off -The sensor The sensor does not detect If motion is sensed within 15 sec. after incorrectly turns the lights off. movement because an the lights go off,then one hour Is temporarily occupant sits virtually added to the current timer setting. motionless at a desk and the lights turn off. A dedicated internal microprocessor continually analyzes the room environment and adjusts itself automatically. The internal timer and ultrasonic sensitivity are aromatically adjusted. Once installed, the ODCxx -D should never require manual adjustment or calibration. 59.25 Little Neck Parkway • Little Neck New York 11362 • Tech Line: 1.800.824.3005 �0 Lmmno LIGHTING CONTROL WIRSION Building a connected world M11 i i 1 1 r r The ODSOD -ID Occupancy Sensor- • Controls two separate lighting loads from a single unit • Features new self - adjusting occupancy sensor technology with automatic hwalk- through^ sensing • Choice of "Conference Room" or "Class Room" modes for maximum performance in a variety of installations APPLICATION Leviton's Cat No ODSOD -ID Dual -Relay Decora Wall Switch Passive Infrared (PIR) Occupancy Sensor is used to provide automafic lighting control for energy savings and convenience in a variety of commercial applications, including: • Class rooms • Conference rooms • Offices • Multimedia rooms • Day care centers • Lounges The ODSOD -ID provides automatic switching of two separate lighting loads from a single unit. It is compatible with incandes- cent fluorescent and low- voltage lighting. The unit features dual manual - override switches that can be used to toggle the ON /OFF status of each lighting load while an area is occupied. The ODSOD -ID can be installed in place of two single -pole wall switches and fits in a standard single -gang wall box. The unit requires a ground connecfion for proper operation. BASIC OPERATION The ODSOD-ID uses passive infrared (PIR) detection technology to monitor a room for occupancy through a segmented Fresnel lens. This specialized lens divides the field of view into sensor zones. When a person passes into or out of a sensor zone, the sensor detects motion and switches two separate lighting loads ON. The lights will remain ON as long as there is an occupant moving through the sensor zones. A delayed -OFF time adjustment prevents the lights from switch- ing OFF when the space is occupied. In order to keep the lights ON, a person must pass through a sensor zone at least once during the selected delayed -OFF time interval. A self- adjusting delayed -OFF time feature compensates for real -time occu- pancy patterns to prevent unnecessary ON /OFF switching. An LED indicator blinks each time the unit detects activity in the sensor zones. When the space being monitored by the sensor is unoccupied for the length of the delayed -OFF time interval, the unit will beep 3 times. Ten seconds alter the last warning beep, the unit will switch the lights OFF. To ensure longer service life and compatibility with electronic ballasts, the device carefully times the primary relay switching contact opening and closing with the zero crossing point of the AC power curve. This minimizes contact wear caused by inrush currents from electronic ballasts. ODSOD -ID ....................... Cat. No. ODSOD -ID An exclusive walk - through feature addresses the typical situation where personnel may only enter a room momentarily. The walk - through feature provides increased energy savings by preventing the lights from remaining ON for an extended period after only momentary occupancy. The walk - through feature operates as follows: The ODSOD -ID will switch lights ON when it detects a person entering the area it monitors. However, if there is no occupant activity detected during the 2 -1/2 minutes Immediately follow- ing the initial entry, the unit recognizes that a person wasjust "walking through" the area. It will then automatically time out After the initial 2-1/2 minute time interval expires, the unit will beep 3 times and then wait 10 seconds before switching the lights OFF. NOTE., The Self - Adjusting Delayed -OFF Time and the Walk - Through features are factory- preset features in the ODSODJD. These features can be disabled if required —See 'Non-Adaptive Mode.' Levilon Mfg. Co. Inc. 59 -25 little Neck Pkwy • Little Neck, NY 11362 -2591 • Tech tine: 1- 800 -824 -3005 • Fax: 1- 800 -832 -9538 O% lmmnn UGNTI d CGIMIDL oplasloN audding a Connected Wodd N O v M15 ' p[alnmEl S .SSEMWA7lON CHAOS ■ Watchkeeper 32 Switch Inputs, 1 Analog Input r 3is top -of- the -line lighting control system comes with 2 low voltage switch inputs and up to 32 of our standard 20 amp relays. Network up to 255 WatchKeepers creating a system that you can program from one PC and operate from any touch tone telephone. The WatchKeeper NEMA 1 enclosure is available in two sizes. Specify 1 or 2 relay cards (WK16) or 1 to 4 relay cards (WK32). Each WatchKeeper comes with the Leviton 20 amp Standard Relay Cards (SRC). Customize your WatchKeeper with any combination of standard and optional relay cards.(See Options for details) For fast and easy site installation, the WatchKeeper comes fully assembled with all specified relays already in the enclosure. Quickly wall mount the enclosure then hook up your relays and multi- tapped transformer. Operate your lights prior to control panel installation with the built in override. The control panel is factory mounted to a hinged metal plate that snaps into place within the enclosure, in front of the relays. WATCHKEEPER CONTROL PANEL Each stand -alone WatchKeeper accepts 32 switch inputs and controls up to 32 output relays. The switch inputs furnish local override capability of each relay. Inputs can be configured to accept momentary, maintained or toggle switches. One analog channel allows for photocell, kW or temperature input. NETWORKING An RS -485 network allows communication of up to 255 individual WatchKeepers (any combination of WK -D and WK -A), controlling as many as 8,160 relays. Each system broadcasts only the data other systems require, enhancing network trunk efficiency. SUPERVISOR SOFTWARE With the Supervisor software (standard) you can access a single WatchKeeper or an entire network through one PC. This allows off -line programming throughout the network in addition to control of all relays. The RS -232 port allows a PC with a modem access to the network from a remote location. SYSTEM ACCESSORIES When connected to one of the RS -232 modem ports, Leviton's Telephone Interface Module (accessory) will allow telephone override of relays from any remote location. With the VisionTouch Software you can create easy to operate mouse driven or graphic touch monitors. The Analog Photocell Sensor (accessory) provides control of relays by measuring natural light. l WK -D • 32 LOW VOLTAGE SWITCH INPUTS • 8, 16, 24 OR 32 TWENTY AMP RELAYS 1 ANALOG INPUT USER PROGRAMMABLE 1/0 POINTS NETWORK UP TO 255 WATCHKEEPERS 120 AND 277 VAC OPERATION TIME -OF -DAY PROGRAM CONTROL • EVENT LOGGING • TENANT BILLING • STATUS INDICATOR LIGHTS • TELEPHONE OVERRIDES • ON /AUTO /OFF PER PANEL ETL, ETLC LISTED - UL916 STANDARD INDIVIDUAL RELAY OVERRIDES OPTIONS • ARC AUTOMATIC RELAY CARD • LSC LIGHTED SWITCH CARD • TPRC TWO POLE RELAY CARD • LRC LATCHING RELAY CARD ACCESSORIES • TELEPHONE INTERFACE MODULE • GATEWAY • WALL SWITCHES & SWITCHES • CONTACT INPUT PHOTOCELL • ANALOG PHOTOCELL • VISIONTOUCH SOFTWARE 9013 Tuscany Way, Building 100 - Austin, Texas 79754 - Phone'. (512) 927 -7711 - Fax'. (512) 9277799 - 1- 600 -99 62276 GO n® LIONreVO CONTROL OMBMON eagd&gACOnnected R'odd v fl 1 1 1 i 1 1 1 1 1 CITY OF NEWPORT BEACH Summary of City Hall Maintenance / Improvement Expenditures (1) 1998 -2003 YTD CIP PROJECT NAME C0610503 CITY HALL 2ND FLOOR DESIGN C0630428 AIR COND INST CITY ST C2320628 CITY CORP YARD IMPROV C2700444 CARPET REPLACEMENT C2910545 CITY HALL EXPANSION C3120118 CITY HALL ELECTRICAL C3120363 CITY HALL, CORP YRD, BEACH C3120363 CITY HALL, CORP YRD, BEACH C3120441 CITY HALL ELECTRICAL UPGRADE C3120505 CITY HALL HEATINGIAIR CONDITIONING C3120544 RESTROOM FACILITY IMPROVEMENT 2003 YTD 2002 2001 2000 1999 1998 $ /SF per year (5 -year assumed) $4.24 $5.06 $4.35 Gross calculation 6,701 Red Text Items (dearly not City Hall) $56,285 Typical (BOMA Experience Reports) $0 t4,068 $858,754 $2.75 1 year at the high rate Use existing Sq. Ft $0 (May include 'earlier" nos.) Black Textltems(clearly City Hall) $495,291 17500 $93,125 (at $1.25) 65,729 87,508 $92,271 Conservatively Effect over 30 years $2,768,130 Fire Admin Area - FY 99 -00 $37,176 $37,176 2,060 $37,176 8,418 $72,800 $72,800 209,987 99,411 161,905 110,058 558 109,805 $169,866 Fire Stafon Maint 94,448 13,331 152 $52,400 $52,400 (Note only 4 years!) Deferred Maintenance 2,824 25,416 City Hall $73,500. 10,000 $73,500 Fire station C3120627 CITY HALL MAINT /SECURITY 40,238 119,645 C3140363 CITY HALL MAINT 28,821 C3140628 CITY CORP YARD IMPROV 56,285 C5300654 CITY FACILITY LIGHT 7,317 118,145 198,948 435,103 317,259 160,987 179,557 118,476 (1) This listing was prepared by reviewing General Fund CIP expenditure project titles with no specific knowledge from staff actually maintaining and improving City Hall; this list should be reviewed by Public Works and General Service Staff using the criteria described in Note (2) below. (2) In Accounting/Audifing terms, this schedule needs to be checked for Existence and Completeness. In other words: 'Are any of the listed project expenditures not property characterized as City Hall Maintenance /Improvements ?' (Existence) "Is this list complete? (Completeness) Sq Ft 40,039 Total, all sources Known CH Known FS Total Known Above: Maint Items Breakdown by1ocation $ /SF per year (5 -year assumed) $4.24 $5.06 $4.35 Gross calculation Conservative Figure (round down) Red Text Items (dearly not City Hall) $56,285 Typical (BOMA Experience Reports) $0 Blue Text Items (maybe not City Hall) $858,754 $2.75 1 year at the high rate Use existing Sq. Ft $0 (May include 'earlier" nos.) Black Textltems(clearly City Hall) $495,291 $495,291 $93,125 (at $1.25) $495,291 Earlier. City Hall Maint Not Above $92,271 Conservatively Effect over 30 years $2,768,130 Fire Admin Area - FY 99 -00 $37,176 $37,176 $37,176 Emerg Generator at CH - FY 99 -00 $72,800 $72,800 $72,800 Fire Admini Area - FY 02 -03 $169,866 $169,866 $169,866 Fire Stafon Maint Fire Dept Maint/Repair - (4 FY only) $52,400 $52,400 $52,400 (Note only 4 years!) Deferred Maintenance City Hall $73,500. $73,500 $73,500 Fire station $107,330 $107,330 $107,330 $1,923,402 $848,633 $159,730 $1,008,363 Sq Ft 40,039 6,310 46,349 $ /SF $2110 $25.31 $21.76 $ /SF per year (5 -year assumed) $4.24 $5.06 $4.35 Gross calculation Conservative Figure (round down) $4.00 At least (nearest dollar) Typical (BOMA Experience Reports) $1.25 High figure in range Difference per Sq. Ft. (conservatively) in Current dollars $2.75 1 year at the high rate Use existing Sq. Ft 46,349 $185,396 (at $4.00) 1 year at the low rate Use projected Sq. Ft 74,500 $93,125 (at $1.25) Difference per year $92,271 Conservatively Effect over 30 years $2,768,130 Effect over 40 years $3,690,840 20 May 2003 Ms. Lois Thompson Administrative Coordinator CITY OF NEWPORT BEACH 3300 Newport Boulevard Newport Beach, California 92658 -8915 Exhibit A Re: Proposal to the City of Newport Beach Program Management Services for Schematic Design of New City Hall, Replacement Fire Station, Parking Structure, and Related Site Improvements Dear Ms. Thompson: We are very pleased to have the opportunity to submit our Proposal to the City of Newport Beach, per our discussions, in the form of this letter and its attachments. The work we propose includes furnishing all professional services and appurtenant requirements, materials, and labor necessary to perform the following tasks: 1. Project Administration and Management. This includes the management of the Architect and others on the Design Team in the production of all work through Schematic Design (SD), cost estimators, various consultants, and all other aspects of the Project. Such management includes schedule and cost control, exercise of diligent quality control of the Project, and service as the single - point -of- contact for the City in the course of this work. For example, during the SD phase, we will exercise our best efforts to control the cost of the Project and seek to maintain the budget within the City's established budget level. Further, within 10 days of the beginning of the project, we will prepare a Project Critical Path Management Schedule for review and approval by the City which identifies all the tasks required for completion of each component of work to complete the Project. 2. A/E Design Services through the Completion of Schematic Design. We will cause the production of SD documents and services through our Architect (LPA, Inc.), continuing the work begun in the earlier phase of services with the City, and including such items appropriate to the Schematic Design level: (a) basic A/E services for SD incorporating the approved program requirements, (b) examination of the site and surroundings, (c) review presently proposed and probable future functions and requirements, (d) prepare Schematic Design drawings, and prepare outline specifications and related documentation, including site plans, floor plans, elevations, sections, and all other drawings necessary to describe the project, (e) include provisions for future additions, if any, and development of the site owned by the City as well as the abutting streets, (f) develop all related documentation necessary to fix and illustrate the size and character of the Project and the approved revisions of it, including applicable essentials related to kind and quality of materials, type of structure, mechanical, electrical, and sanitary systems, conceptual interior design and other fundamental information. GRIFFIN HOLDINGS INCORPORATED 385 SECOND STREET, LAGUNA BEACH, CA 92651 (949) 497 -9000 • (949) 497 -8883 fax 3. Budget. We will develop, for the City's review and approval, a detailed cost estimate at the SD phase. This budget will include all indirect and direct components of the work, such as: construction costs, including requisite insurance and bonds; off -site improvements; utility hook -up services; permits and fees; professional fees, such as program management architecture and engineering, special consultants, geotechnical and environmental, testing and inspection, etc.; site improvements, including art in public places (if any); furniture, fixtures, & equipment (FFE), including communications /security, interior art- work, plants, graphics; other occupancy expenses. 4. Schedule. We will prepare a total project schedule for City review, which includes the remaining design services, construction, and completion of the Project. Throughout the project, we will revise and maintain the schedule as necessary, and will exercise our best efforts to ensure adherence to the Project Schedule after it is approved by the City. 5. Constructability Review. We propose to participate in any formal value engineering exercises as necessary, and also to: (a) provide technical management of the Project's design, including performance of architectural and engineering design reviews and any required revisions for each project component, (b) suggest refinements to the project components for the purpose of improving the future sequencing of the work, budget reductions, and quality of the outline specifications and related documentation, (c) perform preliminary Constructability Reviews for the purpose of completeness, clarity, consistency, cost vs. budget analysis, code compliance, general "constructability," coordination and value engineering, as directed, (d) assure that all City- approved and City- issued design review comments and revisions are incorporated by the various Sub - Consultants into the drawings and documents. 6. Status Presentations. We will also provide monthly status reports to the City's Project Monitor, and will make periodic presentations to the City Council and other groups or organizations as directed by the City. The attachment to this letter provides a percentage breakdown of services by various tasks which encompass the work outlined in the paragraphs above. We believe the proposed fees are well within Industry guidelines for services of this scope and type. In closing, we are certain that our extensive past and current experience on similar projects within other municipalities, our familiarity with the City of Newport Beach, our understanding of the proposed project, and our knowledge of the nature and scope of work which is described here, will provide the best product of work for the City. We look forward to this Project, and our staff are ready to begin immediately upon City authorization. Thank you. Sincerely, Roger Torriero CEO GRIFFIN STRUCTURES, INC. GRIFFIN HOLDINGS INCORPORATED 385 SECOND STREET, LAGUNA BEACH, CA 92651 (949) 497 -9000 • (949) 497 -8883 fax Exhibit B Professional Services for Program Management Related to Schematic Design of New City Hall, Replacement Fire Station, Parking Structure, and Related Site Improvements I I I I I SummaU of Phase Percentages 1 Based on Estimated Work Time Required I 1 I I I I I I I I Total Contract Amount $578,1851 100.0% 1 I I I I I I I i 1 1 Breakdown by Breakdown by Major Task Group- I Sub -Task % $ % I $ I I I I I I I .Program Mana ement & Administration 23.3% $135,000 I Management of Design and Related 1 11.7% $67,500 I ;Meetings and Coordination Services 1 7.8% $45,000 Cost Estimation Management 3.9% $22,500 1 1 I I 'Project Control, Program Review, Constructability 1 9.1% $52,562 I 9.1% $52,562 Cost Estimation Technical Services & Scheduling 6.9% I $40,000 1 Precon Services and Management; Control 2.6% $15,000 !Value Engineering and Cost Estimation Services i I I 3.5% 1 $20,000 ;Schedutin I I 0.90/. $5,000 I Desf n Services 53.4% 1 $308,993 1 Program Review and Orientation 2.7% $15,450 j Site Surroundings Civil, Landscape, etc. ! I 5.30/ I $30,899 Conce tual Desi n 0 tions I 10.7% $61,799 i :Preliminary Engineering (Structure, Mech, Elec. ) 10.7% ! $61,799 !Materials and Outline S ecifications 8.0% $46,349 Design Documents I I 16.0% $92,698 I I I I I I I I f I I I I I !Subtotal 92.80% 1 $536,5551 1 92.80% 1 $536,555 1 1 !Other Allowances j 1 I Reimbursables for Program Management 3.5% 1 $20,000 1 1 3.5% $20,000 I 1 Reimbursables for A/E 1 3.7% $21,630 I 3.7% $21,630 1 1 Grand Total 100.00% $578,1851 100.00% 1 $578,185 I I I I I I I I I i I I I I I I I I I I Proposed Organization Chart Showing Key Project Participants Griffin Structures, Inc. Griffin Structures, Inc. Roger Torriero Kelly Murdock Principal in Charge Administration "Jody.Bchaefer . Accounting Griffin Structures, Inc. Griffin Structures, Inc. Robert Hall Jim Trammell. PE . OA 460ecft Program Review Construction Manager - . -: Independent _ Cost Estimator PROFESSIONAL SERVICES AGREEMENT WITH GRIFFIN HOLDINGS INCORPORATED FOR PROGRAM MANAGEMENT SERVICES THIS AGREEMENT, entered into this 27th day of May, 2003, by and between the City of Newport Beach, a Municipal Corporation (hereinafter referred to as "City "), and Griffin Holdings, Incorporated, whose address is 385 Second Street, Laguna Beach, California, 92651, (hereinafter referred to as "Consultant "), is made with reference to the following: RECITALS A. City is a Municipal Corporation duly organized and validly existing under the laws of the State of California with the power to cant' on its business as it is now being conducted under the statutes of the State of California and the Charter of City. B. City is planning to implement program management services for a new City Hall, replacement Fire Station, Parking structure and related site improvements, hereinafter referred to as the "Project". C. City desires to engage Consultant to provide program management services for the Schematic Design Phase (only) of the Project, as outlined in the Scope of Services attached hereto as Exhibit "A: and upon the terms and conditions contained in this Agreement. D. The principal member of Consultant for purpose of this Project is Roger Tomero. E. City has solicited and received a proposal from Consultant, has reviewed the previous experience and evaluated the expertise of Consultant, and desires to contract with Consultant under the terms and conditions provided in this Agreement. -1- NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows: 1. TERM The term of this Agreement shall commence on the 27' day of May, 2003, and shall terminate on the 1 st day of March 2004, unless terminated earlier as set forth herein. 2. SERVICES TO BE PERFORMED Consultant shall diligently perform all the duties set forth in the Scope of Services, attached hereto as Exhibit "A" and incorporated herein by reference. 3. COMPENSATION TO CONSULTANT City shall pay Consultant for the services in accordance with the provisions of this Section and the scheduled billing rates set forth in Exhibit "B" attached hereto and incorporated herein by reference. No rate changes shall be made during the term of this Agreement without prior written approval of City. Consultant's compensation for all work performed in accordance with this Agreement, including all reimbursable items and subconsultant fees, shall not exceed the total contract price of Five Hundred Seventy-Eight Thousand One Hundred Eighty Five and no /100 Dollars ($578,185.00). 3.1 Consultant shall maintain accounting records of its billings which includes the name of the employee, type of work performed, times and dates of all work which is billed on an hourly basis and all approved incidental expenses including reproductions, computer printing, postage and mileage. 3.2 Consultant shall submit monthly progress invoices to City payable by City within thirty (30) days of receipt of invoice, subject to approval of City. 3.3 Consultant shall not receive any compensation for extra work without prior written authorization of City. Any authorized compensation shall be paid in accordance with the schedule of the billing rates as set forth in Exhibit "B ". -2- 3.4 City shall reimburse Consultant only for those costs or expenses, which have been specifically approved in this Agreement, or specifically approved in advance by City. Such cost shall be limited and shall include nothing more than the following costs incurred by Consultant: A. The actual costs of subconsultants for performance of any of the services which Consultant agrees to render pursuant to this Agreement which have been approved in advance by City and awarded in accordance with the terms and conditions of this Agreement. B. Actual costs and /or other costs and /or payments specifically authorized in advance in writing and incurred by Consultant in the performance of this Agreement. 3.5 Notwithstanding any other paragraph or provision of this Agreement, beginning on the effective date of this Agreement, City may withhold payment of ten percent (10 %) of each approved payment as approved retention until all services under this Agreement have been substantially completed. 4. STANDARD OF CARE 4.1 All of the services shall be performed by Consultant or under Consultant's supervision. Consultant represents that it possesses the professional and technical personnel required to perform the services required by this Agreement and that it will perform all services in a manner commensurate with community professional standards. All services shall be performed by qualified and experienced personnel who are not employed by City nor have any contractual relationship with City. Consultant represents to City that it has or shall obtain all licenses, permits, qualifications and approvals required of its profession. Consultant further represents that it shall keep in effect all such licenses, permits and other approvals during the term of this Agreement. -3- 4.2 Consultant shall not be responsible for delay, nor shall Consultant be responsible for damages or be in default or deemed to be in default by reason of strikes, lockouts, accidents, acts of God, failure of City to furnish timely information or to promptly approve or disapprove Consultant's work, delay or faulty performance by City, contractors, or governmental agencies, or any other delays beyond Consultant's control. 4.3 The term Project/Program Management or Project Manager does not imply that Consultant is engaged in any aspect of the physical work of construction contracting. However, Consultant shall have control over or charge of, and shall be responsible for Project's schematic design, and related estimating and scheduling. Consultant shall not have control over or charge of acts or omissions of City, or their Agents or employees, or of any other persons not sub - contracted by Consultant who may perform portions of the work. 5. INDEPENDENT PARTIES City retains Consultant on an independent contractor basis and Consultant is not an employee of City. The manner and means of conducting the work are under the control of Consultant, except to the extent they are limited by statute, rule or regulation and the expressed terms of this Agreement. Nothing in this Agreement shall be deemed to constitute approval for Consultant or any of Consultant's employees or agents to be the agents or employees of City. Consultant shall have the responsibility for and control over the details and means of performing the work provided that Consultant is in compliance with the terms of this Agreement. Anything in this Agreement which may appear to give City the right to direct Consultant as to the details of the performance of the services or to exercise a measure of control over Consultant shall mean only that Consultant shall follow the desires of City with respect to the results of the services. 6. COOPERATION Consultant agrees to work closely and cooperate fully with City's designated Project U Administrator, and any other agencies which may have jurisdiction or interest in the work to be performed. City agrees to cooperate with Consultant on Project. 7. PROJECT MANAGER Consultant shall assign Project to a Project Manager, who shall coordinate all phases of Project. This Project Manager shall be available to City at all reasonable times during term of Project. Consultant has designated Roger Torriero to be its Project Manager. Consultant shall not bill any personnel to Project other than those personnel identified in Exhibit "B ", whether or not considered to be key personnel, without City's prior written approval by name and specific billing rate. Consultant shall not remove or reassign any personnel designated in this Section or assign any new or replacement person to Project without the prior written consent of City. City's approval shall not be unreasonably withheld with respect to removal or assignment of non -key personnel. Consultant, at the sole discretion of City, shall remove from Project any of its personnel assigned to the performance of services upon written request of City. Consultant warrants it will continuously fumish the necessary personnel to complete Project on a timely basis as contemplated by this Agreement. 8. TIME OF PERFORMANCE Time is of the essence in the performance of the services under this Agreement and Consultant shall perform the services in accordance with the schedule specified below. The failure by Consultant to strictly adhere to the schedule may result in termination of this Agreement by City and assessment of damages against Consultant for delay. Notwithstanding the foregoing, Consultant shall not be responsible for delays, which are due to causes beyond Consultant's reasonable control. However, in the case of any such delay in the services to be provided for Project, each party hereby agrees to provide notice to the other party so that all delays can be addressed. -5- Within ten (10) business days after execution of this Agreement by the Parties, Consultant and their Sub - Consultants shall prepare a Project Critical Path Management (CPM) Schedule, for review and approval by the City, which identifies all tasks required for completion of each component of Consultant's services. Consultant shall perform all services to completion by 315' January, 2004. 8.1 Consultant shall submit all requests for extensions of time for performance in writing to the Project Administrator not later than ten (10) calendar days after the start of the condition, which purportedly causes a delay, but not later than the date upon which performance is due. The Project Administrator shall review all such requests and may grant reasonable time extensions for unforeseeable delays, which are beyond Consultant's control. 8.2 For all time periods not specifically set forth herein, Consultant shall respond in the most expedient and appropriate manner under the circumstances by telephone, fax, hand delivery or mail. 9. CITY POLICY Consultant shall discuss and review all matters relating to policy and project direction with the Project Administrator in advance of all critical decision points in order to ensure that Project proceeds in a manner consistent with City goals and policies. 10. CONFORMANCE TO APPLICABLE LAW REQUIREMENT All work prepared by Consultant shall conform to applicable city, county, state and federal law, regulations and permit requirements and be subject to approval of the Project Administrator and City Council. 11. PROGRESS Consultant is responsible to keep the Project Administrator and /or his /her duly authorized designee informed on a regular basis regarding the status and progress of the work, 0 activities performed and planned, and any meetings that have been scheduled or are desired. 12. HOLD HARMLESS Consultant shall indemnify, defend, save and hold harmless City, its City Council, boards and commissions, officers and employees from and against any and all loss, damages, liability, claims, allegations of liability, suits, costs and expenses for damages of any nature whatsoever, including, but not limited to, bodily injury, death, personal injury, property damages, or any other claims arising from any and all negligent acts or omissions of Consultant, its employees, agents or subcontractors in the performance of services or work conducted or performed pursuant to this Agreement, excepting only the sole negligence or willful misconduct of City, its officers or employees, and shall include attorneys' fees and all other costs incurred in defending any such claim. Nothing in this indemnity shall be construed as authorizing, any award of attorneys' fees in any action on or to enforce the terms of this Agreement. 13. INSURANCE Without limiting consultant's indemnification of City, and prior to commencement of work, Consultant shall obtain and provide and maintain at its own expense during the term of this Agreement policy or policies of liability insurance of the type and amounts described below and satisfactory to City. Certification of all required policies shall be signed by a person authorized by that insurer to bind coverage on its behalf and must be filed with City prior to exercising any right or performing any work pursuant to this Agreement. Except for workers compensation and errors and omissions insurance, all insurance policies shall add City, its elected officials, officers, agents, representatives and employees as additional insureds for all liability arising from Consultant's services as described herein. -7- All insurance policies shall be issued by an insurance company currently authorized by the Insurance commissioner to transact business of insurance in the State of California, with an assigned policyholders' Rating of A (or higher) and Financial size Category Class VII (or larger) in accordance with the latest edition of Bests Key Rating guide: unless otherwise approved by the CITY Risk Manager. A. Worker's compensation insurance, including 'Waiver of Subrogation" clause, covering all employees and principals of Consultant, per the laws of the State of California. B. Commercial general liability insurance original certificate and endorsement (which includes additional insured and Primary and non - contributory wording , covering third party liability risks, including without limitation, contractual liability, in a minimum amount of $1 million combined single limit per occurrence for bodily injury, personal injury and property damage. If commercial general liability insurance or other form with a general aggregate is used, either the general aggregate shall apply separately to this Project, or the general aggregate limit shall be twice the occurrence limit. C. Commercial auto liability and property insurance, including additional insured, covering any owned and rented vehicles of Consultant in a minimum amount of $1 million combined single limit per accident for bodily injury and property damage. D. Professional errors and omissions insurance, which covers the services, to be performed in connection with this Agreement in the minimum amount of One Million Dollars ($1,000,000.00). 0 Said policy or policies shall be endorsed to state that coverage shall not be canceled by either party, except after thirty (30) days' prior notice has been given in writing to City. Consultant shall give City prompt and timely notice of claim made or suit instituted arising out of Consultant's operation hereunder. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work. Consultant agrees that in the event of loss due to any of the perils for which it has agreed to provide comprehensive general and automotive liability insurance, which Consultant shall look solely to its insurance for recovery. Consultant hereby grants to City, on behalf of any insurer providing workers compensation, comprehensive general, and automotive liability insurance to either Consultant or City with respect to the services of Consultant herein, a waiver of any right of subrogation, which any such insurer of said Consultant may acquire against City by virtue of the payment of any loss under such insurance. 14. PROHIBITION AGAINST TRANSFERS Consultant shall not assign, sublease, hypothecate or transfer this Agreement or any of the services to be performed under this Agreement, directly or indirectly, by operation of law or otherwise without prior written consent of City. Any attempt to do so without consent of City shall be null and void. The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Consultant, or of the interest of any general partner or joint venturer or syndicate member or co- tenant if Consultant is a partnership or joint - venture or syndicate or co- tenancy, which shall result in changing the control of Consultant, shall be construed as an assignment of this Agreement. Control means fifty percent (51 %) or more of the voting power, or twenty -five percent (25 %) or more of the assets of the corporation, partnership or joint - venture. M 15. OWNERSHIP OF DOCUMENTS Each and every report, draft, work product, map, record and other document reproduced, prepared or caused to be prepared by Consultant pursuant to or in connection with this Agreement shall be the exclusive property of City. All improvement/construction plans shall be prepared with indelible waterproof ink or electrostaticly plotted on standard 24 inch by 36 -inch mylar with a minimum thickness of 3 mils. (A copy of the City of Newport Beach Standard Design Requirements is available from the Public Works Department). Documents, including drawings and specifications, prepared by Consultant pursuant to this Agreement are not intended or represented to be suitable for reuse by City or others on any other project. Any use of completed documents for other projects and any use of incomplete documents without specific written authorization from Consultant will be at City's sole risk and without liability to Consultant. Further, any and all liability arising out of changes made to Consultant's deliverables under this Agreement by City or persons other than Consultant is waived as against Consultant and City assumes full responsibility for such changes unless City has given Consultant prior notice and has received from Consultant written consent for such changes. Consultant shall, at such time and in such forms as City may require, fumish reports conceming the status of services required under this Agreement. 16. CONFIDENTIALITY The information, which results from the services in this Agreement, is to be kept confidential unless City authorizes the release of information. 17. CITY'S RESPONSIBILITIES In order to assist Consultant in the execution of his responsibilities under this Agreement, City agrees to provide the following: -10- A. City will provide access to and upon request of Consultant, provide one copy of all existing record information on file at City. Consultant shall be entitled to rely upon the accuracy of data information provided by City or others without independent review or evaluation. City will provide all such materials in a timely manner so as not to cause delays in Consultant's work schedule. B. Provide blueprinting, CADD plotting, copying and other services through City's reproduction company for each of the required submittals. Consultant will be required to coordinate the required submittals with City's reproduction company. All other reproduction will be the responsibility of Consultant and as defined above. C. City staff will provide usable life of facilities criteria and provide information with regards to deficient facilities. D. City will prepare and provide to Consultant street base digital file in AutoCAD (DWG) compatible format. 18. ADMINISTRATION The Public Works Department will administer this Agreement. Lois Thompson shall be considered the Project Administrator and shall have the authority to act for City under this Agreement. The Project Administrator or her authorized representative shall represent City in all matters pertaining to the services to be rendered pursuant to this Agreement. 19. RECORDS Consultant shall keep records and invoices in connection with the work to be performed under this Agreement. Consultant shall maintain complete and accurate records with respect to the costs incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit and make transcripts or copies of such records. Consultant shall allow inspection of all work, -11- data, documents, proceedings and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 20. WITHHOLDINGS City may withhold payment of any disputed sums until satisfaction of the dispute with respect to such payment. Such withholding shall not be deemed to constitute a failure to pay according to the terms of this Agreement. Consultant shall not discontinue work as a result of such withholding. Consultant shall have an immediate right to appeal to the City Manager or his designee with respect to such disputed sums. Consultant shall be entitled to receive interest on any withheld sums at the rate of seven percent (7 %) per annum from the date of withholding of any amounts found to have been improperly withheld. 21. ERRORS AND OMISSIONS In the event of errors or omissions that are due to the negligence or professional inexperience of Consultant which result in expense to City greater than what would have resulted if there were not errors or omissions in the work accomplished by Consultant, the additional design, construction and /or a restoration expense shall be bome by Consultant. Nothing in this paragraph is intended to limit City's rights under any other sections of this Agreement. 22. CITY'S RIGHT TO EMPLOY OTHER CONSULTANTS City reserves the right to employ other consultants in connection with Project. 23. CONFLICTS OF INTEREST A. Consultant or its employees may be subject to the provisions of the California Political Reform Act of 1974 (the "Act "), which (1) requires such persons to disclose financial interest that may foreseeably be materially affected by the work performed under this Agreement, and (2) prohibits such persons from making, or participating in making, decisions that will foreseeably financially affect such -12- interest. B. If subject to the Act, Consultant shall conform to all requirements of the Act. Failure to do so constitutes a material breach and is grounds for termination of this Agreement by City. Consultant shall indemnify and hold harmless City for any and all claims for damages resulting from Consultant's violation of this Section. 24. SUBCONSULTANT AND ASSIGNMENT Except as specifically authorized under this Agreement, the services included in this Agreement shall not be assigned, transferred, contracted or subcontracted without prior written approval of City. 25. NOTICES All notices, demands, requests or approvals to be given under this Agreement shall be given in writing and conclusively shall be deemed served when delivered personally or on the third business day after the deposit thereof in the United States mail, postage prepaid, first class mail, addressed as hereinafter provided. All notices, demands, requests or approvals from Consultant to City shall be addressed to City at: Lois Thompson, Administrative Manager City of Newport Beach 3300 Newport Boulevard Newport Beach, CA, 92658 -8915 (949) 644 -3311 Fax (949) 644 -3318 All notices, demands, requests or approvals from City to Consultant shall be addressed to Consultant at: Attention: Roger Torriero Griffin Structures, Inc. 385 Second Street Laguna Beach, CA 92651 (949) 497 -9000 Fax 949- 497 -8883 -13- 26. TERMINATION In the event either part hereto fails or refuses to perform any of the provisions hereof at the time and in the manner required hereunder, that party shall be deemed in default in the performance of this Agreement. If such default is not cured within a period of two (2) days, or if more than two (2) days are reasonably required to cure the default and the defaulting party fails to give adequate assurance of due performance within two (2) days after receipt of written notice of default, specifying the nature of such default and the steps necessary to cure such default, the nondefaulting party may terminate the Agreement forthwith by giving to the defaulting party written notice thereof. 26.1 City shall have the option, at its sole discretion and without cause, of terminating this Agreement by giving seven (7) days' prior written notice to Consultant as provided herein. Upon termination of this Agreement, City shall pay to Consultant that portion of compensation specified in this Agreement that is earned and unpaid prior to the effective date of termination. 27. COMPLIANCES Consultant shall comply with all laws, state or federal and all ordinances, rules and regulations enacted or issued by City. 28. WAIVER A waiver by either party of any breach, of any term, covenant or condition contained herein shall not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant or condition contained herein whether of the same or a different character. 29. INTEGRATED CONTRACT This Agreement represents the full and complete understanding of every kind or nature whatsoever between the parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions hereon. Any modification of this Agreement will be effective only -14- by written execution signed by both City and Consultant. 30. OPINION OF COST Any opinion of the construction cost prepared by Consultant represents his /her judgment as a design professional and is supplied for the general guidance of City. Since Consultant has no control over the cost of labor and material, or over competitive bidding or market conditions, Consultant does not guarantee the accuracy of such opinions as compared to contractor bids or actual cost to City. 31. COMPUTER DELIVERABLES CADD data delivered to City shall include the professional stamp of the engineer or architect in responsible charge of the work. City agrees that Consultant shall not be liable for claims, liabilities or losses arising out of, or connected with (a) the modification or misuse by City, or anyone authorized by City, of CADD data; (b) the decline of accuracy or readability of CADD data due to inappropriate storage conditions or duration; or (c) any use by City, or anyone authorized by City, of CADD data for additions to this Project, for the completion of this Project by others, or for any other project, excepting only such use as is authorized, in writing, by Consultant. By acceptance of CADD data, City agrees to indemnify Consultant for damages and liability resulting from the modification or misuse of such CADD data. All original drawings shall be submitted to the City in the version of AutoCAD used by the City, in ".dwg" file format on a CD, and should comply with the City's digital submission requirements for Improvement Plans. The City will provide AutoCad file of City Title Sheets. All written documents shall be transmitted to the City in the City's latest adopted version of Microsoft Word and Excel. 32. PATENT INDEMNITY Consultant shall indemnify City, its agents, officers, representatives and employees against liability, including costs, for infringement of any United States' letters patent, trademark, -15- or copyright infringement, including costs, contained in Consultant's drawings and specifications provided under this Agreement. IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the day and year first written above. APPROVED AS TO FORM: By. City Attorney ATTEST: By: City Clerk f. \users\pbw\shared\agreements \fy 02 -03 \griffin city hall schematic.doc CITY OF NEWPORT BEACH A Municipal Corporation By: GRIFFIN HOLDINGS INCORPORATED M Print Name: -16-