I. ROLL CALL LOS ANGELES COMMUNITY COLLEGE DISTRICT BOARD OF TRUSTEES FACILITIES MASTER PLANNING & OVERSIGHT COMMITTEE Educational Services Center Board Room 770 Wilshire Boulevard Los Angeles, CA 90017 Wednesday, February 21, 2018 1:30 p.m. 2:45 p.m. II. PUBLIC SPEAKERS* Committee Members Ernest H. Moreno, Chair Steven F. Veres, Vice Chair Mike Fong, Member Sydney K. Kamlager, Board Alternate David Salazar, Staff Liaison Monte E. Perez, College President Liaison Laurence B. Frank, College President Liaison Alternate III. ITEMS WITH A MOTION REQUIRED Agenda (Items may be taken out of order) A. Request to Rename Building 4100 at Los Angeles Pierce College from the Agriculture Science Building to the Earth Sciences Building IV. INFORMATIONAL ITEMS A. Overview of the Master Planning and Space Utilization Process B. Multiple Award Task Order Contract (MATOC) Staffing C. Active Construction Summary Report V. SUMMARY NEXT MEETING... Ernest H. Moreno ADJOURNMENT *Members of the public are allotted three minutes time to address the agenda issues. If requested, the agenda shall be made available in appropriate alternate formats to persons with a disability, as required by Section 202 of the American with Disabilities Act of 1990 (42 U.S.C. Section 12132), and the rules and regulations adopted in implementation thereof. The agenda shall include information regarding how, for whom, and when a request for disability-related modification or accommodation, including auxiliary aids or services may be made by a person with a disability who requires a modification or accommodation in order to participate in the public meeting. To make such a request, please contact the Executive Secretary to the Board of Trustees at 213/891-2044 no later than 12 p.m. (noon) on the Tuesday prior to the Committee meeting.
Office of the President Memorandum Date: January 25, 2018 To: From: Subject: Dr. Francisco C. Rodriguez Dr. Kathleen F. Burke Request to Change the Agriculture Science Building to the Earth Sciences Building Please see the request below to place an item on an upcoming Board of Trustees Agenda to rename the Agriculture Science Building to the Earth Sciences Building. AUTHORIZE RESOLUTION RENAMING BUILDING AT LOS ANGELES PIERCE COLLEGE FROM AGRICULTURE SCIENCE BUILDING TO EARTH SCIENCES BUILDING Action Pursuant to the authority of the Board of Trustees under Education Code section 70902(b)(6) and Board Rule 2801, authorizes resolution renaming Agriculture Science (previous name) at Los Angeles Pierce College to Earth Sciences (proposed name). Background: Per Education Code section 70902(b)(6), the Board of Trustees is vested with the authority to control and manage the property of the District, and Board Rule 2801 provides that at the recommendation of the College President, the Board may change the names of existing college buildings. In previous iterations of the Master Plan, this building was referred to as Agriculture Science because the agricultural science programs used the building. The Agriculture Science programs moved into the Center for Sciences in 2010. To accurately represent the instructional programs that will be housed in the renovated 4100 building, a recommendation was presented at the November 17, 2016 Pierce College Council meeting to rename the building Earth Sciences, which will consist of instructional space for Environmental Science, Geology and Oceanography. Page 1 of 1
MASTER PLANNING AND SPACE UTILIZATION ANALYSIS David Salazar, Chief Facilities Executive February 21, 2018 www.jacobs.com worldwide
FACILITIES MASTER PLAN Provides a road map/framework that is driven by the Educational Master Plan and includes essential information required for the successful planning, design, construction and entitlement to build future facilities 2
INFORMS MEASURE CC PROJECT IMPLEMENTATION Documents location and size of existing and proposed facilities in accordance with the college vision and educational master plan Supports evaluation of potential environmental impacts required by CEQA Provides direction for design guidelines, wayfinding, ADA accessibility, etc. Identifies utilities infrastructure requirements 3
APPROACH Focuses on moving Measure CC bond projects forward Aligns educational plans with space utilization Includes the early participation of college representatives, College Project Teams and environmental consultants Updates some existing master plans to include new College priority projects Benefits of this approach speed and consistency 4
SPACE UTILIZATION ANALYSIS Documents how space is currently being used Identifies strategies to improve space utilization Compares utilization with California Community College standards Assists with creation of Master Plans and Measure CC project development 5
APPROACH Study targets College priority projects where space utilization analysis is needed Focuses on moving Measure CC bond projects forward consistent with revised or current master plans and CEQA entitlements Facilities are right-sized based on demonstrated needs 6
NEXT STEPS Review existing Master Plans to determine if any revision or analysis is necessary to move projects forward - Space utilization study - Technical feasibility and environmental assessment 7
PROJECT INITIATION TIMELINE 3 MONTH PROJECTION % Comp. W 1 Dec. 2017 Jan. 2018 W 2 W 3 W 4 W 1 W 2 W 3 W 4 W 1 Feb. 2018 Mar. 2018 W 2 W 3 W 4 W 1 W 2 W 3 W 4 1. CPT College Meetings 100% White Papers Prep/Submissions 2. Program Reserve Release + Up to $75M Per 10% College 3. White Paper Approvals 0% 4. Project Definition (Scope, Schedule, Budget) 0% 5. Master Plans Update 0% 6. Space Utilization AnalysIs 0% 8
QUESTIONS? 9
LOS ANGELES COMMUNITY COLLEGE DISTRICT STAFF AUGMENTATION MODEL OPTIONS David Salazar, Chief Facilities Executive February 21, 2018 www.jacobs.com worldwide
AGENDA Background on Multiple Award Task Order Contract (MATOC) & Agency Construction Management (CM) Staffing Models Fundamental Considerations Options for Staff Augmentation for College Project Teams Advantages & Disadvantages for each Option Q&A 2
MATOC & AGENCY CONSTRUCTION MANAGEMENT HISTORY 2010 2011 2012 2013 2014 2015 2016 2017 2018 AGENCY CM A Fee-Based Service Contract in which the Firm is Responsible to the Owner/Program Manager and Acts as the Owner s Representative 8 Prime Firms, 5 Subs at the PMO and College Project Teams (CPTs) MATOC A Contracting Mechanism that Prequalifies Firms to Compete for Individual Staff Augmentation Task Orders. 8 Prime Firms, 150+ Subs at the PMO and College Project Teams (CPTs) Individual Contracts with Consultants for Specialized Services (ADA, Commissioning, Energy) at PMO 3
FUNDAMENTAL CONSIDERATIONS MATOC Will Remain at the PMO MATOC Staff Augmentation Model at College Level Addresses the Following: Equitable Opportunity for Prime & Sub Firms Performance & Selection Oversight Maximum Staffing Flexibility Maintaining Consistency of CPTs Agency CM Model at College Level Addresses the Following: Single Firm Accountability More Opportunities for Internships & Community Outreach Reduces Administrative Burden on PMO in Processing Task Orders 4
UNSPENT FUNDS IN LACCD BOND PROGRAM $1,800,000,000 $1,600,000,000 $1,570,000,000* $1,400,000,000 $1,200,000,000 $1,000,000,000 $800,000,000 $1,070,000,000 $1,000,000,000 * $600,000,000 $450,000,000 $400,000,000 $200,000,000 $0 $38,000,000 $40,000,000 Prop A Prop AA Measure J Measure CC College-Specific Measure CC Program-Wide Measure CC Risk Reserve *Data from 06/2017; Does Not Include $280M in Program Support Services 5
UNSPENT FUNDS IN LACCD BOND PROGRAM $1,800,000,000 $1,600,000,000 $1,570,000,000 * $1,400,000,000 $1,200,000,000 $1,000,000,000 $800,000,000 $1,070,000,000 $1,000,000,000* $600,000,000 $450,000,000 $400,000,000 $200,000,000 $0 $38,000,000 $40,000,000 Prop A Prop AA Measure J Measure CC College-Specific Measure CC Program-Wide Measure CC Risk Reserve *Data from 06/2017; Chart does not include $280M in Program Support Services 6
OPTIONS FOR STAFF AUGMENTATION FOR COLLEGE PROJECT TEAMS OPTION NO. OF TEAMS NO. OF PRIME FIRMS NO. OF SUB FIRMS 1 Current MATOC Structure 9 Teams 8 Primes* 150+ Subs 2 Agency CM 9 Teams 9 Primes 6 Subs 3 Agency CM 6 Teams 6 Primes 6 Subs 4 Agency CM 4 Teams 4 Primes 4-6 Subs 5 Agency CM & MATOC Hybrid 3 Teams w/ 9 MATOC College Project Directors *MATOC previously had 9 firms Jacobs no longer a prime firm due to PMO contract 3 Primes 3-5 Subs 7
OPTION NO. 1 CURRENT MATOC STRUCTURE MATOC Staff Augmentation Contract: 8 Prime Firms on Bench 150+ Sub Firms on Bench 49 MATOC Positions Currently at the Colleges Actual Number of Firms with Task Orders & Positions at Colleges 5 Prime Firms with Awarded Task Orders at Colleges 15 Sub Firms with Awarded Task Orders at Colleges 8
OPTION NO. 1 CURRENT MATOC STRUCTURE CURRENT PERCENTAGE OF 49 MATOC POSITIONS TO PRIME AND SUB FIRMS Prime 45% Sub 55% 9
OPTION NO. 1 FORECASTED MATOC STRUCTURE OPTION NO. 1 - FORECASTED MATOC STRUCTURE (9 PRIMES) COLLEGES # PRIMES TOTAL TEAM* ADJUSTED FORECASTED YEARLY PRIME POSITIONS (45%) ADJUSTED FORECASTED YEARLY SUB POSITIONS (55%)*** 1 ALL COLLEGES 8 79** 36 55 *Calculation based on anticipated work load **The total for all proposed options will be 79, showing maximum staffing level. This level will adjust accordingly based on the volume of work. ***Minimum requirement is 30% LSEDV 10
OPTION NO. 1 FORECASTED MATOC STRUCTURE ADVANTAGES More Opportunity for Firms 1 College Project Director (CPD) per College Greater Control of Selection Process & Performance Maximum Flexibility for Reassigning Positions & Staff DISADVANTAGES Perceived Selection Bias Large Bench Leaves Numerous Firms Without a Position High Cost for Firms to Compete Long Selection Process Administrative Burden for Processing Task Orders Alignment with PMO s Shared Resources for Scheduling, Estimating, etc. Possibility of Task Order Extensions 11
OPTION NO. 2 AGENCY CM 9 TEAMS (9 PRIMES) TEAMS COLLEGES # PRIMES *Calculation based on anticipated work load **Minimum contract is 30% LSEDV Option 2-9 Teams (9 Primes / 6 Subs) TOTAL TEAM FORECASTED YEARLY POSITIONS* ADJUSTED YEARLY FORECASTED PRIME POSITIONS (45%) ADJUSTED" YEARLY FORECASTED SUB POSITIONS (55%)** 1 ELAC 1 13 6 7 2 TRADE 1 11 5 6 3 CITY 1 9 4 5 4 PIERCE 1 10 5 5 5 VALLEY 1 9 4 5 6 WEST 1 9 4 5 7 HARBOR 1 6 3 3 8 SW 1 6 3 3 9 MISSION 1 6 3 3 TOTAL: 9 79 37 42 12
OPTION NO. 2 AGENCY CM 9 TEAMS (9 PRIMES) ADVANTAGES Single Firm Responsible for Issue Resolution 1 College Project Director (CPD) per College More Equitable Distribution among Prime Firms Easier for PMO to Manage Performance Requirements DISADVANTAGES Reduced Opportunities for Prime Firms & LSEDV Firms to Compete for Other Positions across the Program Less District and PMO Control of Hiring Process at CPT Level Could Result in Change of CPDs and CPTs Ability to Build in No-Cost Internship Positions 13
OPTION NO. 3 AGENCY CM 6 TEAMS (6 PRIMES) OPTION NO. 3-6 TEAMS (6 PRIMES) TEAMS COLLEGES # PRIMES TOTAL TEAM FORECAST FOR YEARLY POSITIONS* ADJUSTED YEARLY FORECAST FOR PRIME POSITIONS (45%) ADJUSTED YEARLY FORECAST FOR SUB FIRMS (55%)** 1 ELAC 1 13 6 7 2 TRADE 1 11 5 6 3 PIERCE 1 10 5 6 4 CITY 1 9 7 8 5 VALLEY + MISSION 1 15 9 11 6 SW + HARBOR + WEST 1 21 4 5 *Calculation based on anticipated work load **Minimum contract is 30% LSEDV TOTAL: 6 79 36 43 14
OPTION NO. 3 AGENCY CM 6 TEAMS (6 PRIMES) ADVANTAGES Single Firm Responsible for Issue Resolution More Equitable Distribution among Prime Firms Easier for PMO to Manage Performance Requirements Ability to Build in No-Cost Internship Positions DISADVANTAGES Reduced Opportunities for Prime, Sub & LSEDV Firms to Compete for Other Positions across the Program Less District and PMO Control of Hiring Process at CPT Level Would Result in Change of CPDs and CPTs 15
OPTION NO. 4 AGENCY CM 4 TEAMS (4 PRIMES) OPTION NO. 4-4 TEAMS (4 PRIMES) TEAMS COLLEGES # PRIMES TOTAL TEAM FORECAST FOR YEARLY POSITIONS* ADJUSTED YEARLY FORECAST FOR PRIME POSITIONS (45%) ADJUSTED YEARLY FORECAST FOR SUB FIRMS (55%)** 1 ELAC 1 13 6 7 2 TRADE + HARBOR 1 17 8 9 3 PIERCE + VALLEY + MISSION 1 26 12 14 4 WEST + CITY + SW 1 23 10 13 TOTAL: 4 79 43 36 *Calculation & groupings based on anticipated work load **Minimum contract is 30% LSEDV 16
OPTION NO. 4 AGENCY CM 4 TEAMS (4 PRIMES) ADVANTAGES Single Firm Responsible for Issue Resolution Easier for PMO to Manage Performance Requirements Ability to Build in No-Cost Internship Positions More Positions for Sub & LSEDV Firms Compared to other Agency CM Options DISADVANTAGES Limited Positions for Prime Firms Compared to other Agency CM Options Less District/PMO Control of Selection Process Would Result in Change of CPDs and CPTs CPD Would Manage Projects as well as Manage Respective Teams Regional Efficiencies from 17 Clustering of Colleges
OPTION NO. 5 MATOC & AGENCY CM HYBRID 3 TEAMS OPTION NO. 5-3 TEAMS (9 MATOC CPDs, 3 PRIMES) TEAMS COLLEGES # PRIMES TOTAL TEAM FORECAST FOR YEARLY POSITIONS* MATOC POSITIONS** ADJUSTED YEARLY FORECAST FOR PRIME POSITIONS (45%) ADJUSTED YEARLY FORECAST FOR SUB FIRMS (55%)*** 1 ELAC + CITY + WEST 1 30 3 12 15 2 TRADE + HARBOR + SW 1 24 3 9 11 3 PIERCE + VALLEY + MISSION 1 25 3 10 13 TOTAL: 3 79 9 31 39 *Calculation & groupings based on anticipated work load ** College Project Directors (CPDs) would be selected under the MATOC model - 1 CPD at each college for 9 total *** Minimum contract is 30% LSEDV 18
OPTION NO. 5 MATOC & AGENCY CM HYBRID 3 TEAMS ADVANTAGES Increased Competition among Firms for MATOC CPD Positions More Discretion in CPD Hiring Selection One CPD Per College Greater Oversight of CPD & Team Performance DISADVANTAGES Less Control of Selection at the CPT Level CPD Would Manage Projects as Well as Manage Team Perceived Selection Bias with MATOC CPD may Manage Team from a Different Prime Firm Could Lead to Friction 19
20 QUESTIONS?
Report Date: 14-Feb-18 BUILD-LACCD BOND PROGRAM Active Construction Project Status Report (Prop A, Prop AA, Measure J) Page 1 of 2 COST DD 01-Feb-18 3,4 PROJECT CHANGE ORDER DD 05-Feb-18 2 SCHEDULE DD 01-Feb-18 Line # Project # Project Name Project Status Contract Type 1 Original Construction Contract Value [A] 2 Aggregate Approved Change Order Amount to Date [B] 2, 3 Current Revised Contract Amount to Date [C =A + B] 2 Physical % EAC (Construction Only) 5 Complete Original (Contract) Substantial Completion [I] # of Calendar Days Extended to Date by Mutual Agreement [J=K-I] Revised (Contract) Substantial Completion Date [K] Current Forecasted Substantial Completion Date [L] Los Angeles City College 1 01C-108.00 Da Vinci Hall In Construction DBB $17,661,000 $0 $17,661,000 $17,835,467 28% Jul-18 0 Jul-18 Jul-18 East Los Angeles College 2 02E-222.05 Science Career & Mathematics Building G8 (Earth Sciences) In Construction DB $9,085,620 $4,535,585 $13,621,205 $14,177,557 90% Nov-17 0 Nov-17 Feb-18 Los Angeles Harbor College 3 03H-350.03 S.A.I.L.S. - Infrastructure/Land & Hardscape/Security In Construction DB $16,260,112 ($116,614) $16,143,498 $16,655,687 83% Apr-14 1,806 Mar-19 Mar-19 4 03H-350.01 S.A.I.L.S. - Student Union In Construction DB $39,809,201 $12,983,473 $52,792,674 $52,778,472 70% Apr-14 1,569 Jul-18 Jul-18 5 03H-338.01 Campus Wide ADA Transition In Construction DB $785,207 $664,187 $1,449,394 $1,199,394 58% May-16 528 Oct-17 Apr-18 6 40J-302.01 Harbor - Transportation and Accessibility Improvements In Construction DB $2,022,457 $83,369 $2,105,826 $2,113,518 58% May-16 528 Oct-17 Apr-18 Los Angeles Mission College 7 04M-406.00 Student Services/Admin Building (Pasha Street) In Construction DBB $1,010,000 $0 $1,010,000 $1,800,000 100% Jan-18 0 Jan-18 Feb-18 Los Angeles Pierce College 8 05P-535.05 SLE Community Services / Agriculture Science Building Renovation In Construction LLB $3,745,947 $261,372 $4,007,319 $5,279,139 96% Nov-16 31 Dec-16 Feb-18 9 05P-527.01 Physical Education Facilities - General (DSA Corrections) In Construction PQSP $197,000 $13,494 $210,494 $197,000 99% Aug-16 0 Aug-16 Feb-18 Los Angeles Southwest College 10 06S-615.03 Transit Centers In Construction DBB $909,007 $0 $909,007 $1,260,733 99% Dec-17 0 Dec-17 Jan-18 Los Angeles Trade Tech College 11 07T-714.03 Construction Tech Yard and Storage Building In Construction PQSP $1,003,253 $0 $1,003,253 $1,003,253 80% Dec-17 0 Dec-17 Feb-18 12 07T-773.06 Blue Line Station Extension In Construction DB $366,543 $0 $366,543 $2,712,428 5% Apr-18 0 Apr-18 Aug-18 13 40J-702.01 Trade - Trans and Accessibility Requirements In Construction DBB-P $3,820,000 $194,893 $4,014,893 $5,003,305 75% Oct-17 1 Nov-17 Apr-18 Los Angeles Valley College 14 08V-801.00 Valley Academic & Cultural Center (VACC) In Construction LLB $78,508,391 $0 $78,508,391 $78,498,211 28% Dec-18 0 Dec-18 Aug-19
Report Date: 14-Feb-18 BUILD-LACCD BOND PROGRAM Active Construction Project Status Report (Prop A, Prop AA, Measure J) Page 2 of 2 COST DD 01-Feb-18 3,4 PROJECT CHANGE ORDER DD 05-Feb-18 2 SCHEDULE DD 01-Feb-18 Line # Project # Project Name Project Status Contract Type 1 Original Construction Contract Value [A] 2 Aggregate Approved Change Order Amount to Date [B] 2, 3 Current Revised Contract Amount to Date [C =A + B] 2 Physical % EAC (Construction Only) 5 Complete Original (Contract) Substantial Completion [I] # of Calendar Days Extended to Date by Mutual Agreement [J=K-I] Revised (Contract) Substantial Completion Date [K] Current Forecasted Substantial Completion Date [L] West Los Angeles College 15 40J-909.03 Storm Water Project Phase 2 - Pave Lot 7 In Construction DB $355,670 $0 $355,670 $355,670 11% Nov-16 0 Nov-16 Feb-18 16 09W-948.00 Plant Facilities Center In Construction DB $2,337,469 $0 $2,337,469 $2,488,133 55% Nov-16 0 Nov-16 Mar-18 17 40J-902.01 West - Trans and Accessibility Improvements In Construction PQSP $820,000 $0 $820,000 $858,387 15% Jun-18 0 Jun-18 Jul-18 Active Construction Projects Total 6 17 $178,696,877 $18,619,759 $197,316,636 $204,216,355 Notes 1. Contract Type: DBB = Design-Bid-Build DB = Design-Build LLB = Lease Leaseback PQSP = Prequalified Service Providers DBB-P = Design-Bid-Build - Prequalified 4. Design EAC is included only for Design-Build contracts. 2. Columns [A], [B], and [C] are based on values for the prime general contractor solely. 5. Construction EAC includes the total of new construction and renovation hard costs. 3. Total Change to Date values excludes notice of changes and Change Order Proposals.