HomeMy WebLinkAbout2._F&H-LDA_Response_Atascadero_PSF_FINALDesign-Build Proposal for F & H Construction& LDA Partners
City of Atascadero New and RenovatedPublic Safety Facilities
November 4, 2024
D-BE Proposal dated 11/4/24
28 October 2024
City Clerk
Attn: Ryan Hayes
6500 Palma Avenue
Atascadero, CA 93422
Reference: New and Renovated Atascadero Public Safety Facilities
Dear Mr. Hayes:
On behalf of F&H Construction (F&H) & LDA Partners (LDA), we are pleased to submit the enclosed Design-Build Proposal for the New & Renovated
Public Safety Facilities. In reviewing our information, we trust you will find the professionals we have assembled for your project are well-qualified
and prepared to perform the full range of pre-construction and construction services contemplated within the City’s Request for Proposal. With
our significant experience in public safety facilities, Design Build processes, as well as our insight into cost effective construction means and
methods, we believe our team to be uniquely qualified for the City. We hereby acknowledge receipt of Addenda No. 1-6. Our team is made up of
industry experts in the project type, design build, as well as a significant local presence. Our team can offer the City the best value for it’s project
by combining our skill-set in:
• Extensive experience with similar public safety facilities, including Design Build facilities.
• A proven track record of successful, planning, programming, and designing public facilities that are functional, programmatically correct,
aesthetically pleasing, and serve the needs of its users, and constituents; On-time & within-budget
• The projects we design are functional, with a high level of attention placed on the future Operations and Maintenance constraints.
• Significant public facility Design Build Experience
We believe the experience of our Design-Build team are unmatched and our proposal exceeds all qualification criteria for this project. Our Design-
Build Team has the specialized experience required for this project; a proven track record of successful completion of other projects of similar
size and complexity within the local area; strength of the key personnel who will be dedicated to ensure the success of this project; creativity in
development of a functional and well-planned methodology and strategic approach to accomplish our scope of work in a timely and competent
manner; and readiness to utilize Building Information Modeling (“BIM”) to help identify potential design conflicts in advance so as to reduce and
identify logistical site conflicts with material mobilization and/or labor concentrations.
Using our past Design Build experience, coupled with our one–on-one working approach, we feel our team and approach fosters trust,
understanding, and helps ensure that City remain an integral part of the project team. By submitting our proposal to you, we are committing our
team to the needs and priorities of Atascadero. We are prepared to commence work immediately upon award and to achieve all time and cost-
related goals established by the City for this project. We trust that our proposal responds thoroughly to your Request for Proposal. We look
forward to presenting our proposed approach to you personally.
Very truly yours,
Stephen Seibly, Vice President Eric Wohle, AIA, President
F&H Construction LDA Partners, Inc.
Our statement of proposal is presented in the following order to assist in
document organization and way finding. Each section begins with its
respective tab.
I.Proposed Team Technical Design & Construction Expertise
II.Proposed Design and Design Approach
III.Base Project Pricing
IV.Proposal Pricing - Enhancements and Alternatives
V.Draft Project Management Plan
VI.Preliminary Baseline Design/Construction Schedule
VII.Life-Cycle Costs
I.
Proposed Team Technical Design
&
Construction Expertise
F&H CONSTRUCTION & LDA PARTNERS 1
I. Proposed Team Technical Design & Construction Expertise
TECHNICAL EXPERTISE IN DESIGN AND CONSTRUCTION SUMMARY
DESIGN EXECUTION
To date, the F&H and LDA have spent numerous hours reviewing and planning mitigation processes and concerns specific to this project and
specifically the budget and how we can deliver the RFP requirements within that budget. Additionally, we have digested the program requirements
and City’s input from the various RFI’s and confidential meetings and believe we have provided a design that meets the City’s, Users’ and RFP
intent. With that said, we would strongly suggest having a post award all day design charette to solidify these assumptions prior to moving forward
with the first required design deliverable as mandated by the RFP. The main focus would be to confirm programming decisions made to date and to
present some value engineering ideas that may service the best interests of the City.
KEY ASPECTS OF OUR APPROACH INCLUDE :
• A structured approach to avoiding potential “rocks in the road” by engaging the client/user in all aspects of the design and construction
process and promoting “partnering” and interactive decision- making. This includes setting up an on-going project team structure with
the client, user group representatives, and ourselves. We will use a highly interactive client-consultant process to maintain quality
communication and direction.
• Focus on budget/cost early during the project. Develop a clear understanding of what can be afforded and list potential trade-offs to
maximize the City’s budget.
• Organizing our team to get the most from their complimentary talents in terms of project management, final design, and construction,
including a “core team” approach with our most experienced experts involved in daily management of this effort.
• A focused “Project Quick Start” phase that will involve mobilization and intensive work to get the entire project team oriented and on the
right track. The focus will be on understanding existing conditions, project intent and requirements, project program, and scope.
• Develop clear Construction Documents that define the important aspects of the City’s needs.
• Drop-dead dates of Procurement and Delivery of long-lead materials and equipment. Ensuring our design focuses on important key
construction items first.
• Mission Critical Material Submittal Schedules. Our teams will work closely with the City and ensure that timely construction submittals
allow plenty of review and comment periods.
COMMUNICATION
It is almost cliché to say that communication is key, yet there is so much truth in the statement. Communication on our team, and to the client, is
open and flowing. We have found that the most successful projects have a foundation of open communication from all parties and that the best
way to prevent or solve a problem, is to utilize the collective experiences and insight of others.
From the beginning of design development, our team holds weekly Zoom/Teams check-ins with all consultants. These check-ins typically last
about an hour. Each trade is required to review their progress, any design issues and insight. This has been a remarkable tool in not only
solving potential coordination issues but eliminating them in the first place. In these meetings, we welcome the City to participate so that they
better understand how the design process works and to understand the nuances of their facility. This also allows for immediate client buy-in or
verification of building systems. Notes and meeting minutes are tabulated in real time and meetings are automatically archived for the record.
This also helps establish realistic costs, in conjunction with the overall schedule. When utilized from the beginning of a project, potential issues may
be easily addressed without adverse harm to the budget or schedule.
UNDERSTANDING THE NEEDS OF THE CITY
Engagement Synopsis
Through our experience in designing public facilities, we have found the best way to extract information of user wants and needs is to start one-
on-one. This starts with meeting with a core Leadership Team and empowering them to offer their ideas and to fully represent their peers. This
allows the people to “warm up” to the design process and helps create a trust level so that they feel comfortable sharing their opinion. This process
of interaction takes place over several meetings and input sessions.
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2 City of Atascadero New Public Safety Facility
Economic Factors
One of the biggest struggles with public agencies is the ever-increasing strain of the public coffers. Our team brings a unique understanding of
public financing and funding, so much so, that Eric Wohle has served on municipal finance committees. We realize that in many cases the hardest
part of securing funding for a project happens after the project is finished. In this scenario, the most difficult part of project funding becomes the
cost of annual upkeep and staffing. To that end, we pride ourselves in creating spaces that are allowed to be minimally staffed, if need be, and use
highly durable materials that stand the test of time and public abuse.
QUICK START
In order to meet the project schedule, it is essential for our team to mobilize and get up to speed as quickly as possible. Previously in similar
projects, our approach has utilized intensive client/user group/project team interaction in the first few weeks of a project that we have called
Project Quick Start. This gets all of our key personnel into the review, discussion, and understanding of the project intent and design/ construction
criteria to be met before we start trying to develop documents and/or start construction. We see the essential elements in this “phase” as:
• Standards/Codes/Regulatory Requirements – What are the applicable standards, agencies, jurisdictions and their requirements? How
will permitting effect the decision-making process?
• Construction Technology – What are the initial assumptions for materials and methods of construction? How does that comport with our
constructability experience?
• Development of a comprehensive cost model at the start of the project that will provide the tools for on-going cost analysis for the duration
of the project. The cost model will be developed not only in terms of gross unit costs, but also in terms of unit costs and percentages of
total cost for each of the major components or systems of the building.
• Use of a true “Value Engineering” approach to decision making in selecting design and construction alternatives, which includes
evaluation of performance requirements, operational implications, and long-term operating costs as part of weighing “total costs” (capital
construction plus operating costs) for each option.
The end result of the first phase sets the stage to develop targeted Schematic Design Documents. In the Design Development and Construction
Documents Phase, our attention turns to basic construction types as well as defining the quality of the critical elements.
DESIGN & PROGRAMMING CONFIRMATION APPROACH
Our team approach will be to utilize a Project Core Committee established by the City as an effective means to represent the range of interested
parties and integrate them into the core decision-making group for this project. The Design-Build Team will meet with the Core Committee every
week for the duration of the project to present progress, solicit ideas and direction, and build consensus each step of the way. We view our role
as bringing creative ideas, energy, and technical expertise to the City and collectively determining the best approach for the City. On all of our
projects, our first priority is to respond to, and help confirm the program. We achieve this process by completing the following:
Executive Interviews & Charrette Workshops, User Interaction
Interviews and meetings will be held with the City, to help define and clarify expectations of the new facility. This will also help determine functional
and programmatic desires, management priorities, locational criteria, operational and priority issues. This will also help identify potential excess
square footage or needed propgram modifications.
Analysis & Programming
We will then confirm functional needs, based on activities to occur in each area, the types of equipment to be used and the work-flow requirements,
in order to confirm the proximity needs, special HVAC considerations, special power needs, and other requirements.
Building Materials & Systems
Our team will study and confirm the recommended building systems, mechanical and electrical systems, specialty custody requirements, building
systems & materials. All potential building materials and systems will be evaluated based upon the following criteria:
F&H CONSTRUCTION & LDA PARTNERS 3
I. Proposed Team Technical Design & Construction Expertise
• How the materials perform over time
• Initial cost vs. life cycle cost
• Availability with regard to potential construction schedule
• Compatibility with adjacent structures and systems
• Environmental materials vs. time and maintenance costs
SCHEMATIC DESIGN/ DESIGN DEVELOPMENT
Once the programming documents are confirmed, the LDA Partners team will begin design development. During this phase of work, we will establish
a general layout of spaces that will provide flexible as well as functional uses. Design options would be provided for owner input at this time. At the
completion of this phase, all design decisions should be made. This allows each member of the design team to remain informed about the building.
Following acceptance of drawings and estimate, a final review of the design development page turn is made for final approval.
CONSTRUCTION DOCUMENTS
The qualifications and capabilities of our team are unsurpassed. Our team is committed to providing a management structure which systematically
oversees the quality and progress of both the project and services provided. Our proposed management structure is designed to focus the
expertise, experience and resources of all members of the project team on meeting the needs, goals, and interests of City.
We will determine, with the City, a range of appropriate materials, specifications and building systems. Collectively, we need to be flexible but clearly
define the City’s need. Our experience has exposed us to many of the most innovative and cost-effective materials and technologies in the market
today. During this phase, actions will include:
• Core Team workshop with the client/ user group representatives to explore construction technology strategies applicable to the project.
While part of this focuses on the integration of security elements for this building type, it also gets into what phasing, construction
technologies are needed to be effective for building in the proposed site area and to allow the most efficient construction process
• Presenting computer-generated models and “walkthroughs” of the project design to ensure that key decision-makers and user group
representatives really understand what is being proposed. It is essential that we are budgeting for the right design.
CONSTRUCTION ADMINISTRATION
The project is not complete at issuance of permit. We advocate a hands-on approach to construction administration and “getting out into the field”.
During this phase, actions will include:
• Providing on-site field representation to ensure that the City maintains control of the construction process and coordination, scheduling
of all work.
• Dedicating sufficient attention and resources to provide timely responses for Requests for Information (RFIs) and specialized submittal
review.
The expertise of our technical team is critical at this juncture, as technical skill enables design and integrates vision with the practicalities of
construction needs, budget and schedule. When construction issues come up, as they do in all construction projects, we do not point fingers, we
help foster solutions.
SCHEDULE ADHERENCE
Schedule adherence is a critical activity and based on our experience and track record of success, the one constant was to be allowed the
adequate time to collaboratively work with the client and benefit from the values that design-build was developed upon. This will allow us to keep
our best foot forward as we evolve through the process. LDA has reviewed the City’s schedule outlined in the RFP and is committed to exceed
that schedule. Periodic refinement and updating of the project schedule are critical components of managing the schedule. This will be done
monthly and shared with the client. Updating the schedule once a month at a minimum keeps the entire team (Owner, User, and D-BE) informed of
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4 City of Atascadero New Public Safety Facility
exactly where the team is at in relationship to the established project schedule. The discipline enforced on the design team to hit the established
milestones is critical in maintaining the overall project schedule. Also, the project “quick start” noted earlier is a key element to maintaining the
overall schedule. Getting started on the right path will have tremendous results in maintaining the overall project schedule.
Should an unforeseen event impact the schedule the Project Manager along with the City representative will immediately evaluate the impact and
develop a “recovery schedule” that gets the project back on track with the overall project schedule. This recovery schedule could address the
change in several ways; increase staffing, a change in an interim deliverable that does not impact the overall schedule, a temporary increase in
work hours to “catch up,” etc.
BUDGET & COST CONTROL
The budget is extremely tight and will require the team to pay close attention from start to finish. Budget management will be the responsibility of
the Design-Build team, Construction Project Manager, and F&H support staff. Schematic program budgets have been established and adjusted
based upon the documents available to us in the RFP and per our proposed design proposal. We will work closely with the design team once the
design process kicks off to quantify the scope of work and apply market estimates to the items of works so the budget will be carefully managed
over the course of the design. Our team realizes that costs are most easily controlled in the early stages of project development by carefully
reviewing area requirements and basic design decisions. Target costs relative to materials and methods of construction will be developed in
the Design Development Phase. At this time, potential issues may be easily addressed without adverse harm to the budget or schedule. By
carefully balancing long-term costs with the first cost of construction, informed decisions can be made relative to project budgeting. Our approach,
therefore, reflects a careful collaboration of estimating and project control, resulting in a realistic total project budget. This is verified through our
team estimator. We will not move forward into the next phase of design until we can verify that the project is “on-budget.”
We understand that this new facility will be occupied for well over 30 years and we will provide input concerning sustainable design, energy
efficient equipment, low facility maintenance cost, and best life cycle cost evaluation. We elaborate further in our “life cycle section,” but the City
can be assured we have taken into consideration all aspects of the total ownership costs and aspects of this facility.
WEATHER & ENVIRONMENTAL CONCERNS
One of the most tangible items of concern, and not always an easy risk item to mitigate, is the weather relative to where we are at in construction.
Clearly, we have no direct influence on controlling the weather, but we can strategize on our means-and-methods as it relates to the timing of
activities.
TECHNICAL DESIGN
Please note that it is our intent to match the bridging documents and specifications as closely as possible. We understand the components and
building systems required for an public safety facility to operate efficiently. Our facilities are built to last, provide staff security, and provide
the community with a landmark structure. Our years of experience and multitude of successfully justice related facilities that have garnered us
national acclaim, and we are able to bring that experience and innovation to you in Atascadero.
CONSTRUCTION
As a Design-Build general contractor, F&H Construction (F&H) has over 55 years of experience managing such projects with a keen focus on
design quality, fast-track construction, and risk mitigation. LDA Partners, LLC (LDA) is an acclaimed public safety designer. Over the years, we
have developed a strong team of construction excellent design teams to execute design-build projects on time, on budget, and with high client
satisfaction. Time and schedule, design execution, budget, constructability, and weather are the main opportunity for risk.
F&H directly manages and controls the project work-force, therefore, quality is the end result. Subcontractors are encouraged by F&H’s ability to
build and manage the work of all the various subcontractors and tradesmen. We build trust with our subcontractors by laying out our buildings with
Total Station, placing foundations and by performing our own concrete and carpentry work. We accomplish this by utilizing local subcontractors
and employing over 120+ local tradesmen. Self-performing also decreases costs by avoiding large mark-up. It also allows us to build Lean through
F&H CONSTRUCTION & LDA PARTNERS 5
I. Proposed Team Technical Design & Construction Expertise
prefabrication of concrete forms, bolt templates, wall panels, and even roof sections.
Our team will be using several key management tools to control documentation and communication with all team members. The tools that F&H
brings to the table include Procore, Timberline, PlanGrid, Primavera, and other technology to keep all members of the team, including the City and
Architect, informed and up-to-date on all aspects of the project. This ensures that decisions can be made quickly and thus incorporated into the
Construction Documents, further making sure of a cost effective and successful project.
F&H is known for being able to do more with less and the professional attitudes, capabilities and certifications of our staff allows for streamlined
management. Our Project Manager will oversee all aspects of the contract execution. The Project Manager, supplemented with a Project Engineer
and additional support staff will manage all activities including weekly meetings, administration of subcontracts, billings, submittals, daily reports,
RFI’s and other progress documentation through the use of Procore. Our on-site Superintendent will have complete authority for the work,
including daily oversight to assure all quality and safety requirements are exceeded. He will be supplemented by General Superintendent who
oversees F&H workers and phased subcontractors as needed. In concert with the Site-Specific Safety & Accident Prevention Plan, F&H’s Safety
Manager will provide weekly inspections in pre-cooperation with Cal/OSHA. Our staff is local, eliminating all per diem requirements.
F&H offers a full spectrum of services. We pride ourselves on staying current with the needs of the industry. With our field and administrative
team assembled, we will remain a growing company with a commitment to equity conservation, while producing successive generations of pride,
achievement and quality in the projects we complete. Our reputation stands true today and will continue for delivering quality work on time and
trouble free. This is the primary factor in our success to date.
SAN LUIS OBISPO COUNTY ANIMAL SERVICES UNDER CONSTRUCTION
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6 City of Atascadero New Public Safety Facility
F&H CONSTRUCTION/ LDA PARTNERS TEAM ORGANIZATION CHART
LEGEND
F&H Personnel
Consultants
MEP Partners
Project Executive
Stephen Seibly
Design Project
Manager
Daniel Hoff
Architect of Record/
Eric Wohle
Project Engineer
Will Riviere
Superintendent
Todd LaRose
Structural Subs Civil/Paving Subs
Fencing/Landscape
Subs Finishes Subs
Waterproofing/Roof
Subs
Electrical DBE
Thoma Electric
Mechanical DBE
Boneso Bros.
Structural Engineering
KPFF
Civil Engineering
Ashley&Vance
Landscape Architecture
Sam Harned LA
Electrical Engineering
Thoma Electric
Mechanical/Plumbing
3C Engineering
Geotechnical
Krazan
Plumbing DBE
Boneso Bros.
Safety Manager
Aaron Flores
Onsite
Project Manager
Brendan Corbett
QC/General
Superintendent
Sean Horman
Project Architect
Carolyn Natividad Cost Estimator/
Scheduler
Joe George
Fire Sprinkler Subs
F&H CONSTRUCTION & LDA PARTNERS 7
I. Proposed Team Technical Design & Construction Expertise
F & H CONSTRUCTION - GENERAL CONTRACTOR
Since 1963, F&H Construction has developed spaces for life. We continue to see each project as a long
lasting monument that accommodates our clients’ interest and need while serving the community. True to
our work philosophy of innovation, creativity, and motivation F&H has excelled and earned the reputation
of consistent focus on superlative quality and cost-reducing practices. Our entire team, from managers to
field technicians and supervisors, are driven by our fundamental core values.
Keeping our focus on the goals set during the preconstruction phase, our team, select consultants,
subcontractors and material suppliers team up under the direction of highly talented project personnel.
F&H and LDA have collaborated on six public Design Build Projects previously, including the Design Build
San Luis Obispo County Probation Department, currently in design.
LDA PARTNERS- ARCHITECT OF RECORD
LDA Partners was founded in 1979 with the goal of working with clients to make a difference in the built
environment. It is our commitment to listen, collaborate, and apply our expertise to stimulate creative
thinking and ultimately successful design solutions. Our success is driven by a true curiosity to understand
the client’s physical, financial, and cultural drivers, with the overriding objective to tailor goals and create
solutions which best serve the client. Specializing in civic/community, and institutional facilities, LDA
Partners continues to work with clients to give back to the built environment through creative design,
innovative solutions. We pride ourselves in our ability to deliver architectural designs that are visually
creative, while being responsive to program requirements, budgets, and schedules.
We have a vested interest in seeing our projects succeed for the good of our overall community. This allows
us to have a better one-on-one relationship with the Administration, Staff, and community of each entity.
By having a better one -on- one relationship with our clients, we feel we can better serve the needs of the
County and ultimately its residents. We are Design Build specialists and have successfully completed over
50 design build projects in the past 10 years alone, including design build public safety facilities.
KPFF - STRUCTURAL
KPFF was founded in 1960 by Al Kelly in Seattle, Washington. Since that time, the firm has grown in
both size and stature. Today, we are a multi-office, multi-discipline engineering firm with an international
presence. Our unique history has led us to establish a culture that focuses our energy and our passion on
our clients, our projects, and our staff. KPFF has been working with LDA for over 8 years.
ASHLEY & VANCE - CIVIL
Ashley & Vance Engineering (AV) is a local civil & structural engineering firm dedicated to providing practical
and cost-effective engineering solutions. Our team of experienced engineers is committed to delivering
high-quality projects on time and within budget. We prioritize communication and collaboration with our
clients, offering a personalized and responsive approach to every project. Our focus on quality and client
satisfaction has led to a strong reputation and a loyal client base. As a local firm with many team members
living in Atascadero, we are deeply invested in public safety and the overall well-being of the community.
KRAZAN - GEOTECHNICAL
Krazan & Associates, Inc. has been providing geotechnical engineering investigations, construction
inspection services and material testing to projects for the past 36 years. We help our clients save time and
money by providing them with a single source, fully integrated solutions provider, with dedicated staff and
professionals. Krazan has been working with LDA for 11 years.
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BONESO BROTHERS - MECHANICAL PLUMBING
Founded by brothers Steve and Rob Boneso in 1999, Boneso Brothers Construction, Inc. is a full service
Plumbing and Mechanical contracting company that provides a full range of deliverables of Plumbing &
Pipefitting / HVAC & Refrigeration services. Boneso is well versed in many project delivery methods
including Design Build projects.
Through this platform we are better able to meet the Owners needs and provide value engineering to the
project as well as minimize delays and added work. Specializing in design build projects. Boneso utilizes
document control platforms, is well versed in BIM & coordination that is critically important to on time
project delivery. Also Boneso has a Fabrication shop and perform pre-fabrication in concert with the BIM
and coordination process to insure on time project delivery. Although Boneso was started in 1999 its
principals have been in the trades since 1981 and are able to bring that experience to the project with the
goal completing on time and within the budget.Thoma has been working with F&H and LDA for 5 years.
THOMA ELECTRIC - ELECTRICAL/ FIRE ALARM /IT COMMUNICATIONS
Thoma Electric, Inc. has been an Electrical Construction firm for 58 years and in partnership prior to that
time for 5 years. With over 58 years of electrical construction experience, the firm is unequaled on the
Central Coast of California.
The other very important advantage of the firm, is its review and coordination with structural and mechanical
systems. The estimators and project managers are well aware of the techniques and construction methods,
as well as clearances required to perform the electrical work. They are also knowledgeable about what does
and does not work “practically”. Knowledge of materials and products also allows the firm to select on the
basis of “value” and not simply based on initial first cost.
Thoma Electric’s approach to all projects, of any size, has always been with constructability and
completeness in mind. The benefits of having all facets of electrical work under one roof gives our
Estimators, Construction Superintendent and our Project Foremen direct access to engineers to help us
with our technical questions and issues. Thoma has been working with F&H and LDA for 3 years.
SAM HARNED - LANDSCAPE ARCHITECTURE
Sam Harned Landscape Architecture provides creative design services for commercial and public projects
in California. With over 20 years-experience we can assist in all phases of design or construction. Our focus
is providing value to our clients through thoughtful, creative designs, and an approachable and involved
management style. Sam has been working with LDA for over 10 years
3C ENGINEERING - MECHANICAL / PLUMBING ENGINEERING
At 3C Engineering, we specialize in designing energy-efficient heating, ventilating, air conditioning HVAC),
and plumbing systems. Our comprehensive consulting services ensure that each project not only meets but
exceeds industry standards for efficiency and sustainability.
Our expertise extends to producing California Title 24 energy compliance reports for both commercial
and residential buildings. This ensures our projects adhere to the state’s stringent energy efficiency
requirements. We leverage our extensive knowledge and field experience from all facets of the HVAC
industry to bring valuable insights and solve complex problems for our clients.
We have collaborated with building owners, contractors, and architects on a diverse range of projects across
various sectors, ensuring that each project benefits from our comprehensive understanding of mechanical
and plumbing engineering.Thoma has been working with F&H and LDA for 2 years.
F&H CONSTRUCTION & LDA PARTNERS 9
I. Proposed Team Technical Design & Construction Expertise
EDUCATION
Bachelor of Science Degree,
Construction Management –
California Polytechnic State
University, San Luis Obispo, 1989
CERTIFICATIONS
• Green Associate, Leadership in
Energy and Environmental Design
F&H CA LIC.
#293306
Stephen Seibly
President / CEO
F&H Construction
Mr. Seibly has a degree in Construction Management from Cal Poly, San Luis Obispo, combined with
over 41 years of experience in the construction industry. Stephen manages the Estimating department
including cost management, budget preparation, and reconciliation at each design phase milestone, value
engineering as may be required, and management of bidding process. He coordinates estimators activities,
manages all preconstruction services, reviews and approves estimates. He has over 35 years of experience
in estimating educational facilities, commercial and private construction as well as multiple design-build
projects.
RELEVANT PROJECTS:
Pismo Beach Public Safety Facility, Pismo Beach, CA
New Probation Department Building, San Luis Obispo, California
County Animal Shelter, San Diego, California
San Luis Obispo County Animal Services, San Luis Obispo, California
San Mateo Animal Shelter Replacement, San Mateo, California
Tuolumne County Mother Lode Regional Juvenile Detention Center, Sonora, California
Morgan Hill Downtown Parking Structure, Morgan Hill, California
San Francisco-Oakland Bay Bridge Maintenance Facility, Oakland, California
Immigration & Customs Enforcement - Regional Office, Stockton, California
Lathrop High School – Lathrop, California
EDUCATION
Bachelor of Science Degree,
Financial Management – Sonoma
State University
Minor in Economics – Sonoma
State University
CERTIFICATIONS
• OSHA 30-Hour
• CPR & First Aid Trained
• Crystalline Silica Competent
Person Training
• LEED AP BD+C
Daniel Hoff
Project Manager
F&H Construction
Daniel has degrees in Financial Management and Economics combined with over 10 years of experience
in the construction industry. He is results-driven, which has contributed to project success in finishing on
schedule and within budget. His leadership, communication, organization, and planning will proved to be
invaluable to the construction and delivery of the project.
RELEVANT PROJECTS:
Pismo Beach Public Safety Facility, Pismo Beach, CA
Merced County Mosquito Abatement District, Merced, California
County Animal Shelter, San Diego, California
New Probation Department Building, San Luis Obispo, California
VMTH – Satellite Specialty Services Center, Davis, California
French Camp Elementary School Modernization, Manteca, California
East Union High School Modernization & Classroom Addition Phase 1 & 2, Manteca, California
Neil Hafley Elementary School Modernization, Manteca, California
Weston Ranch High School Athletic Facility Improvements, Manteca, California
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I. Proposed Team Technical Design & Construction Expertise
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Brendan Corbett
Project Manager
F&H Construction
Brendan has over 10 years of experience in the construction industry. He is highly skilled in all aspects of
project management with proven results and consistent profit margins. Experienced in improving design,
efficiency, and reliability.
RELEVANT PROJECTS:
Pismo Beach Public Safety Facility, Pismo Beach, CA
New Probation Department Building, San Luis Obispo, California
Capital College & Career Academy, Sacramento, California
San Luis Obispo County Animal Services, San Luis Obispo, California
San Mateo Animal Shelter Replacement, San Mateo, California
Tuolumne County Mother Lode Regional Detention Facility, Sonora, California
Tuolumne County Jail Access Road & Transit Center, Sonora, California
Combined Solar Technology (CST), Tracy, California
Carvel Custom Cycles, Lodi, California
Musco Family Olive Oil, Tracy, California
EDUCATION
Bachelor of Science Degree,
Civil Engineering —University of
California, Davis
CERTIFICATIONS
• OSHA 30-Hour
• CPR & First Aid Trained
•Civil EIT
•LEED AP BD+C
EDUCATION
Carpenter Apprenticeship
Graduate
CERTIFICATIONS
• OSHA 30-Hour
• On-Site Health and Safety
Certificate
• Adult CPR
• Industrial First Aid & AED
Todd LaRose
Superintendent
F&H Construction
Todd has over 34 years of experience in the construction industry. Highly skilled in all aspects of the
industry and continuing higher level of responsibilities along with company growth.
RELEVANT PROJECTS:
Pismo Beach Public Safety Facility, Pismo Beach, CASan Luis Obispo County Animal Services, San Luis
Obispo, California
San Mateo Animal Shelter Replacement, San Mateo, California
Antioch School District Various Sites, Antioch, California
Weston Ranch High School, Stockton, California
Manteca Unified District Office and Barn Bus, Manteca, California
F&H CONSTRUCTION & LDA PARTNERS 11
I. Proposed Team Technical Design & Construction Expertise
EDUCATION
Bachelor of Science Degree,
Construction Management —
California Polytechnic State
University, San Luis Obispo
CERTIFICATIONS
• OSHA 10-Hour
• OSHA 30-Hour
• Forklift/Gradeall
• Aerial Lifts
Will Riviere
Project Engineer
F&H Construction
Will has over three years of experience in the construction industry and has extensive knowledge of running
any type of construction sites. He will work closely with the inspector and surrounding communities assuring
all construction operations are properly communicated and planned, while keeping
the project, students, facility, and visitors safe.
RELEVANT PROJECTS:
Pismo Beach Public Safety Facility, Pismo Beach, CASan Luis Obispo County Probation Department, San
Luis Obispo, California
Laguna Middle School, San Luis Obispo, California
Centennial Garden Apartments, Santa Maria, California
KTM Headquarters, Murietta, California
Joe George
Cost Estimator/Scheduler
F&H Construction
Joe has over 23 years of experience in the construction industry and provides his wealth of experience
to each project on a daily basis. Prior experience as Superintendent and Foreman. He oversees all
field operations as a senior-level resource for the project. He is heavily involved in the preconstruction
process. As an industry professional Joe has developed a loyal and driven workforce while successfully
completing complex projects.
RELEVANT PROJECTS
Pismo Beach Public Safety Facility, Pismo Beach, CASan Luis Obispo County Probation Department, San
Luis Obispo, California
Warm Springs Elementary School, Fremont, California
Golden West Elementary School-Modernization, Manteca, California,
Tuolumne County Mother Lode Regional Juvenile Detention Center, Sonoma, California
Shasta Elementary School-Modernization, Manteca, California
Mirabel Fish Screen & Fish Ladder Replacement, Forestville, California
Brentwood Solid Waste, Brentwood, California
Turning Basin I.C.E. Facility, Stockton, California
Antioch School District Various Sites, Antioch, California
Weston Ranch High School, Stockton, California
Manteca Unified District Office and Barn Bus, Manteca, California
EDUCATION
Construction Management
Certification - UC Davis
Extension, 2017-2018
CERTIFICATIONS
• OSHA 30-Hour
• CPR & First Aid Trained
• Crystalline Silica Competent
Person Training
• Dust Control Training
1212
I. Proposed Team Technical Design & Construction Expertise
1212
12 City of Atascadero New Public Safety Facility
Sean Horman
Quality Control Manager/General Superintendent
F&H Construction
Sean has over 19 years of experience in the construction industry. He oversees all field operations as a
senior-level resource for the project. Sean is heavily involved in the pre-construction process, contributing
for items such as scheduling, logistics planning, and constructability reviews for the project site. Sean has
extensive knowledge of running construction sites on occupied campuses and occupied buildings, and
safety is always top of mind. His communication style, proactive approach and innovative problem solving
has created a track record of successful projects and happy clients.
RELEVANT PROJECTS:
Joseph Kerr Middle School Partial Campus Site Improvements, Elk Grove, California
Joseph Kerr Middle School Modernization Project Phase II, Elk Grove, California
Joseph Kerr Middle School Modernization Project, Elk Grove, California
James Rutter Middle School, New Science Center, Elk Grove, California
Las Lomitas Elementary School, Atherton, California
San Benito High School Football Stadium, Track & Aquatic Complex, Hollister, California
San Benito High School Vocational Education Building, Hollister, California
Thomas R Pollicita Middle School, Daly City, California
James Logan High School Modernization, Union City, California
EDUCATION
Vocational Degree, Carpentry —
Union Carpenters
Apprenticeship — Fairfield,
California, 2009
CERTIFICATIONS
• OSHA 30-Hour
• CPR & First Aid Certified
• Crystalline Silica Competent
Person
Aaron Flores
Safety Manager
F&H Construction
Aaron has over 17 years of experience in the construction industry and over 8 years of experience as
a safety professional in construction. He utilizes professional communications for proper training and
safety planning with comprehensive risk assessment and identifying hazards to promote a safer workplace
environment. Aaron is highly motived to provide the direction and leadership of the occupational health and
safety for the company.
RESPONSIBILITIES
Aaron implements the company Safety Program company-wide • Advises management regarding proposed
and/or necessary changes in the safety standards and regulations • Writes and reviews jobsite specific
safety manuals • Conducts field inspections • Corrects, documents, and follows-up on any unsafe or non-
compliant jobsite conditions or personnel • Maintains the accident record system, including preparation
of reports, investigation of accidents, injuries and near misses and prompt notification of company
management • Prepares and presents the monthly Company Safety Report Card • Coordinates disciplinary
actions and procedures • Accompanies any local, state, insurance or OSHA inspector in every jobsite
situation to represent company management during inspections • Assists company employees with
compliance with all company and OSHA safety and health policies and regulations • Organizes and conducts
training of supervisory employees and hourly in safe work procedures and general safety program topics
• Coordinates jobsite meetings with Project Teams and assists or lead weakly Tailgate Safety meetings •
Writes and publishes materials for distribution to employees • Assists with training new hires on Safety •
Monitors subcontractors safety performance • Periodically evaluates the effectiveness of all Company-
wide Safety programs and make appropriate recommendations to management.
EDUCATION
Iron Workers Local 378
University of Iron Apprenticeship
CERTIFICATIONS
• OSHA 10-Hour & 30-Hour
• OSHA 510-Occupational Safety
and Health Standards for
Construction Industry
F&H CONSTRUCTION & LDA PARTNERS 13
I. Proposed Team Technical Design & Construction Expertise
EDUCATION
University of Washington,
Bachelor of Arts: Design &
Planning
University of New Mexico,
Master of Architecture
YEARS WITH LDA
25 Years
REGISTRATIONS
#C-28388
MEMBERSHIPS
American Institute of Architects
US Green Building Council
Eric Wohle, AIA, LEED® AP
Partner, Architect of Record
LDA Partners, Inc.
With more than 23 years of experience in the field of architecture, Partner Eric Wohle offers clients the
benefits of his solid background in programming & building design, and construction management. Mr.
Wohle also has extensive experience in design and construction document production for a wide range
of project types. Mr. Wohle is the principal responsible for public project oversight, and construction
administration. Mr. Wohle also has a keen sense of building materials and the design construction process
as a whole having taught Materials and Methods of Construction and Blueprint Reading.
RELEVANT PROJECTS:
Pismo Beach Public Safety Facility, Pismo Beach, CA
San Luis Obispo County Probation Department
San Luis Obispo County Animal Services
Stanislaus County Public Safety Center
Stanislaus County Public Works Administration Building, Modesto, CA
Stanislaus County Day Reporting Center, Modesto, CA
Stanislaus County REACT Center, Modesto, CA
San Mateo Animal Shelter, San Mateo, California
Lathrop Police Department, Lathrop , CA
Nevada County Operations Center, Grass Valley, CA
Hope Family Shelter, Manteca Redevelopment Agency
Carolyn Natividad, AIA, LEED® AP
Partner, Design Architect
LDA Partners, Inc.
Mrs. Carolyn Natividad has 19 years of experience in the field of architecture and joined LDA Partners in
2005. As a project manager, she assists in the design, coordinates between various consultants and owner
and end users, develops the drawings, and assists in managing the project during construction. She has a
wide range of project experience, especially public schools and community facilities, managing over $750
million of public construction and is a LEED Accredited Professional.
RELEVANT PROJECTS
Pismo Beach Public Safety Facility, Pismo Beach, CASan Luis Obispo County Probation Department
San Luis Obispo County Animal Services
San Mateo Animal Shelter, San Mateo, California
San Joaquin County Health Services Agency Improvements
San Joaquin County Probation Department Improvements
Mayfield Animal Services Center, County of Stanislaus
Animal Services Facility, City of Manteca
Arnold Rue Community Center, City of Stockton
FIre Station #4, City of Manteca
Fire Station #13, City of Stockton
Regional Water Safety Training Facility, County of Stanislaus
EDUCATION
Bachelor of Science:
Environmental Design, Minor
in Art History University of
California, Davis, 2000
Universite Lyon Deux 1998
REGISTRATIONS
#C-33148
YEARS WITH LDA
17 Years
MEMBERSHIPS
American Institute of Architects
US Green Building Council
1414
I. Proposed Team Technical Design & Construction Expertise
1414
14 City of Atascadero New Public Safety Facility
Kathleen Allwine, PE, QSD/P, DBIA
Principal Civil Engineer/ EOR
Vance & Ashley Engineering
Kathleen leads the civil engineering team at AV where she manages a diverse range of projects—including
commercial, residential, and public works—as well as multi-family land developments in San Luis Obispo,
Santa Barbara, and Ventura counties. Her expertise is in grading, drainage, post construction stormwater
and flood control strategies. Kathleen oversees project engineers ensuring effective communication among
architects, general contractors, and clients while driving design across multiple projects on the Central
Coast.
RELEVANT PROJECTS:
Morro Bay Water Reclamation Facilities, Morro Bay, CA
Probation Department Bridging Documents, San Luis Obispo, CA
Cal Poly Plan Sciences & Animal Health, San Luis Obispo, CA
Thelma Vettr Red Panda Express Experience, Atascadero, CA
EDUCATION
BS, Civil Engineering, Cal Poly,
San Luis Obispo
REGISTRATION
Professional Civil Engineer
CA C77354
Juan Alvarez
Civil Senior Engineer
Vance & Ashley Engineering
Juan excels in leading some of the most challenging civil projects in the area, including multi-family
developments on steep hillsides, new school campuses requiring DSA permits, and complex downtown
projects with tight constraints. His experience lies in coordination with architects, engineers, contractors,
and owners during all phases of a project to clarify design interpretations and provide solutions to
unforeseen conditions during design and construction in a timely manner. He has extensive knowledge
of the nuanced processes across various jurisdictions, having worked on projects of all sizes and scopes
throughout San Luis Obispo County.
RELEVANT PROJECTS:
Bill Libbon elementary School, Santa Maria, CA
French Hospital Emergency Services Expansion, San Luis Obispo, CA
Dove Creek, Atascadero, CA
Academy Chorro and The Summit, San Luis Obispo, CA
EDUCATION
BS, Civil Engineering, Cal Poly,
San Luis Obispo
REGISTRATION
EIT 150856
F&H CONSTRUCTION & LDA PARTNERS 15
I. Proposed Team Technical Design & Construction Expertise
Michael Dillard, P.E.
Structural Engineer
KPFF
Michael is an associate in KPFF’s Sacramento office, responsible for client communication, project design,
and design deliverable. He oversees overall project coordination and construction administration. With
extensive experience in wood, concrete, masonry, and steel projects. Michael has successfully managed
a wide variety of structural engineering projects across California and Nevada, ensuring high standards of
quality and efficiency. His dedication to client satisfaction and project excellence makes him a valuable
asset to the KPFF team.
RELEVANT PROJECTS:
CHP Building Seismic Evaluation and Retrofit,Sacramento, CA (In Construction)
Lathrop Police Department, Lathrop, CA
Stockton Fire Station #12 Retrofit, Stockton, CA
San Luis Obispo Animal Shelter, San Luis Obispo, CA
San Diego Animal Shelter, San Diego, CA (In Construction)
Sanger Police Department Communications Building, Sanger, CA (In Design)
Elk Grove Animal Shelter, Elk Grove, CA
State Of California 10th And O Street, Sacramento, CA
UC Davis Teaching & Learning Center Exterior Design, Davis, CA
UC Davis Vet Med Center Seismic Retrofit, Davis, CA
EDUCATION
Bachelor of Science, Engineering,
University of the Pacific
REGISTRATION
Professional Engineer: CA
(C91714)
MEMBERSHIPS
Structural Engineers Association
of Central California
Sam Harned
Landscape Architect
San Harned Landscape Architecture
Sam Harned combines a creative design sense with a strong understanding of construction methods.
This combination provides a well-designed site that can be easily realized with conventional construction
practices. Sam has over 21 years of experience covering all aspects of landscape architectural services
from schematic and conceptual design to preparation of construction documents and construction
administration. Sam has worked on a broad range of public and private projects throughout California.
RELEVANT PROJECTS
San Luis Obispo County Probation Department
Elk Grove Animal Shelter, Elk Grove CA
San Joaquin County Public Health Services Facility Replacement - Stockton, CA
Bob Hart Square, Merced, CA
SJRCC Manteca Transit Station, Manteca, CA
MCERA Office Building, Merced, CA
EBMUD Pardee Administration Center, Ione, CA
McKeon Pavilion Courtyard, St. Mary’s College, Moraga, CA
Shilling Park, Lathrop, CA
Mossdale Neighborhood Park, Lathrop, CA
Vista Colorado Elementary School renovations, Needles, CA
EDUCATION
B.S. Landscape Architecture
California Polytechnic State
University, SLO, CA 1993
REGISTRATION
Landscape Architect
Ca No. 4881
MEMBERSHIPS
American Society of Landscape
Architects, Tuolumne River Trust
Advisory Board Member, Return
Peace Corps Volunteer (RCPV),
Gabon 1994-1996, Rural School
Construction Program
1616
I. Proposed Team Technical Design & Construction Expertise
1616
16 City of Atascadero New Public Safety Facility
William A. Thoma, P.E.
President – Professional Electrical Engineer
Thoma Electric, Inc.,
The Electrical Engineering Division of Thoma Electric, Inc. of which Mr. Thoma is President, is unique in the
ability to maintain a close affiliation to the construction community due to the association with its sister
Construction Division founded in 1961. As the Principal-in-Charge of the Electrical Engineering Division of
Thoma Electric, Inc., Mr. Thoma is responsible for overseeing an Engineering Division of sixteen persons and
a Construction Division of over forty persons. Mr. Thoma conducts electrical field studies, overall building
evaluations and project feasibility reports. He has experience in all aspects of electrical construction;
military, education projects at all levels, government, industrial, health care, commercial, institutional,
residential, utility, public safety and historical renovation.
RELEVANT PROJECTS
San Luis Obispo County Probation Department
San Luis Obispo County Animal Services
Lucia Mar District Wide Data Upgrade
Lucia Mar Nipomo High School
Cal Poly SLO
San Luis Obispo County Animal Services
EDUCATION
California Polytechnic State
University, San Luis Obispo
Bachelor of Science in Electrical
Engineering, 1977
REGISTRATIONS
Registered Professional Engineer
License No. EE10757
California State Licensed
Electrical Contractor - License
No. C10-274276
YEARS WITH THOMA ELECTRIC
1981 – present
Jeff Thoma, P.E. – VICE PRESIDENT
Electrical Engineering Project Manager/Electrical Designer
Thoma Electric, Inc.,
As Electrical Engineering Project Manager, Jeff will be the day-to-day in-house manager of the project
for Thoma Electric, Inc. He will coordinate with the Architect and other consultants during each phase of
work, and will be their primary contact for the course of the project. Jeff will work closely with Architect
and other consultants in preparing construction documents. Jeff’s responsibilities include setting up single
line diagrams, schedules, details, etc. for Engineer’s review as well as calculations (voltage drop, short
circuit, load summary, etc.), panel schedules, circuiting and Title 24 lighting compliance forms. Jeff will have
on-going coordination with the Architectural Job Captain through each phase of project and managing
the drafting staff during production. As Project Manager, Jeff will be involved in all phases of the project
including construction administration and project close-out.
RELEVANT PROJECTS
San Luis Obispo County Probation Department
San Luis Obispo County Animal Services
Lucia Mar District Wide Data Upgrade
Lucia Mar Nipomo High School
Cal Poly SLO
San Luis Obispo County Animal Services
EDUCATION
University of California at San
Diego, San Diego
Bachelor of Science in Electrical
Engineering, 2006
REGISTRATIONS
Registered Professional Engineer
– License No. E20823
YEARS WITH THOMA ELECTRIC
April 2016 – present
F&H CONSTRUCTION & LDA PARTNERS 17
I. Proposed Team Technical Design & Construction Expertise
John Hall
Project Manager
Boneso Brothers
Mr. Hall has managed many diverse projects. He’s an experienced project manager from the mechanical
contractor level as well as construction administrator /mechanical designer at the mechanical engineering
level. His experience is a crucial part of the Boneso Team.
RELEVANT PROJECTS
San Luis Obispo County Probation Department
San Luis Obispo County Animal Services
University of California, Santa Barbara , UCSB Classroom Building
San Luis Obispo People’s Self-Help Housing, Broad Street Place
Project Manager
University of California, Santa Barbara, Music II Air Handler Replacement
Santa Ynez Chumash Museum & Cultural Center
Mathews Hospitality, Hotel Cerro, San Luis Obispo
Dignity Health – Marion Regional Medical Center, Boiler Replacement - Project Central Plant
YEARS WITH BONESO
BROTHERS
1921-Present
CERTIFICATIONS
OSHA 10 Safety Training
American Red Cross CPR / First
Aid Certified Welder (4g)
Sheet Metal Worker’s
Apprenticeship Program.
Robert M. Boneso
Project Director
Boneso Brothers
While serving in the United States Navy. Robert received extensive training in the piping and welding field. Prior
to starting Boneso Brothers Construction, Inc. Robert was General Superintendent for a $150,000,000/
year mechanical contracting company His extensive knowledge, expertise and experience in all aspects of
the business has enabled him to successfully manage and complete numerous large and complex projects.
RELEVANT PROJECTS
San Luis Obispo County Probation Department
San Luis Obispo County Animal Services
County of Kings
California State University, Fresno
California Polytechnic State University, San Luis Obispo
University of California, Davis South Valley Animal Health Project Director
University of California, Santa Barbara
University of California, Merced
EDUCATION
United States Navy Plumbers and
Steamfitters Local 403
YEARS WITH BONESO
BROTHERS
1999-Present
LICENSES
Contractors License #769190
classifications:
General Building B General
Engineering A
Plumbing C36 Steam & Boilers C4
HVAC C20
1818
I. Proposed Team Technical Design & Construction Expertise
1818
18 City of Atascadero New Public Safety Facility
Brian Starrett, PE
Principal
3C Engineering
Brian has over 18 years of professional experience providing mechanical and plumbing designs for high-
performance buildings. Brian has led numerous design teams for projects across the entire built environment
spectrum. His passion for energy-efficient building design coupled with his pragmatic approach to problem-
solving results in high caliber, cost-effective designs that are delivered on time and on budget. Brian is the
director of the consulting engineering department and is involved in all projects from the initial proposal to
the final punch walk. He weighs in on all HVAC and plumbing equipment and system selections. He is also
tasked with performing quality control reviews for all project deliverables.
RELEVANT PROJECTS:
San Luis Obispo Fire Station No. 1, San Luis Obispo, CA
Ventura County Fire District HQ and Training Center, Camarillo,CA
Long Beach Fire Station #14, Long Beach, CA
UCSB Fire Station #17, Goleta, CA
Calexico Fire Station, Calexico, CA
Ranch Cucamonga Fire Station #178, Rancho Cucamnga,CA
EDUCATION
B.S. Mechanical Engineering
California Polytechnic State
University, San Luis Obispo
REGISTRATION
CA Professional Engineer
#M34068
MEMBERSHIPS
American Society of Heating,
Refrigeration & Air Conditioning
Engineers (ASHRAE)
American Society of Plumbing
Engineers (ASPE)
United States Green Building
Council (USGBC)Denver Stanger
Senior Project Manager
3C Engineering
Denver Stanger has over 24 years of experience providing mechanical and plumbing design engineering
services. Denver has contributed a wealth of HVAC knowledge and expertise to 3C Engineering since 2017.
As a principal at his former company, Denver’s leadership skills prove instrumental in the daily operations of
project management, training of new employees, and development of company standards based on past
project experience. He has successfully designed dozens of energy efficient and LEED accredited fire
stations throughout California. As the project manager, Denver will be the main point of contact for 3C
Engineering. He will manage anywhere from 4-8 engineers throughout the project and attend all design and
construction meetings until project closeout.
RELEVANT PROJECTS:
Ranch Cucamonga Fire Station #178, Rancho Cucamnga,CA
Fairfield Fire Station #36, Fairfield, CA
Long Beach Fire Station #12 LEED Gold, Long Beach, CA
Los Angeles Fire Station #82 LEED Gold, Los Angeles, CA
San Jose Fire Station #35 LEED Silver, San Jose, CA
MEMBERSHIPS
American Society of Heating,
Refrigeration & Air Conditioning
Engineers (ASHRAE)
United States Green Building
Council (USGBC)
F&H CONSTRUCTION & LDA PARTNERS 19
I. Proposed Team Technical Design & Construction Expertise
David R. Jarosz II, RCE, RGE
President of Engineering Services
Krazan
Mr. Jarosz has over twenty-four years of experience in geotechnical engineering, testing and inspection,
construction management, and environmental investigations. He has a Bachelors in Civil Engineering and
is a Registered Civil Engineer and Registered Geotechnical Engineer in California. Mr. Jarosz has provided
project oversight for geotechnical engineering and construction testing and inspection projects for industrial
facilities, schools, hospitals, wastewater treatment plants, bridges and culverts, sewer lines, embankments,
service stations, commercial developments, and landfills. Mr. Jarosz has experience in many geotechnical
engineering applications including shallow and deep foundation investigations, slope stability, pavement
design, soil suitability and availability assessment, soil-cement treatment and soil-lime stabilization, as well
as field and laboratory soil testing.
RELEVANT PROJECTS
Stanislaus County Public Safety Center Expansion – Modesto, CA
Stanislaus County Day Reporting Center, Modesto, CA
Stanislaus County Public Works Admin Bldg., Modesto, CA
City of Modesto - Water Corporation Yard Admin. Bldg and Shops
EDUCATION
Bachelor of Science, Civil
Engineering, CSU, Fresno 1996
REGISTRATION
Registered Civil Engineer –
California RCE No. 60185
Registered Geotechnical
Engineer – California RGE No.
2698
YEARS OF EXPERIENCE
26
AFFILIATIONS
American Society of Civil
Engineers
II.
PROPOSED CONCEPT DESIGN AND
DESIGN APPROACH
F&H CONSTRUCTION & LDA PARTNERS 20
II. Proposed Concept Design and Design Approach
UTILIZING OUR TEAM EXPERIENCE
Our team is made up of experts in their fields of construction and the design-build delivery
method. All team members have been working together throughout the procurement process to
provide the best insight in order to cut potential costs, yet provide the best possible facility for
the City. Our building trades and contractors worked directly with the architectural and design
team to validate actual and real costs of the specific program elements. The cost proposal does
not include “plug” numbers or assumptions, which would be misleading and a disservice to the
City. Therefor our cost proposal of the Base Program Design reflects real and validated costs
from multiple subcontractors.
We have provided line item budget for the City’s review and analysis. As acknowledged ins
several conversations with the City, there is significant budgetary and inflationary pressure upon
the construction industry as a whole. Per our conversations with the City, several aspects of the
required and defined program are significant cost contributors.
ARCHITECTURAL BASE PROGRAM DESIGN OVERVIEW
Our proposed Base Program Design is directly based upon input gathered at our confidential
meetings and the design and program requirements of the RFP. The building is typical of a
mid-sized office building using a standard steel column layout. Differences in exterior cladding
materials provide visual interest and differentiate between program spaces.
Aesthetically our proposed “downtown” designs can be described as Civic, invoking the historic
City Hall facade, while providing a “visual compliment”. We propose utilizing materials that are
common in Atascadero and are soothing and welcoming at a pedestrian scale. The materials
and site layout takes its cues from the surrounding neighborhoods and the downtown area of
Atascadero. Both Fire Station 1 and the Police Departments renovation are proposed to built from
a traditional wood and steel primary structure and interior metal stud framing. Using the building
massing along with the selected materials provide for a simple civic architecture the responds
primarily to the need of the users and its customers along with the site.
Fire Station 2 provides a more residential aesthetic, relating to the semi rural and residential
nature of its surroundings. Exterior materials of cement board and asphalt shingles reflect the
residential vernacular of the neighborhood.
The overall layout of each responds directly to the Program and are organized by staff department.
Care was taken to ensure that respective adjacencies identified in our confidential meetings and
via addenda. Care was taken to ensure that the overall design reflects the original intent and
provides a functional space. Therefore our layouts and designs reflect the programmatic need
of the City.
INTEGRATION OF DESIGN STANDARDS
Our design philosophy reflects current standards in public safety facilities, ensuring that there are
public and secure sides of client interaction, separation of staff and public vehicular access, and
separation of client transfer from public areas. These features reflect current security measures
as well as the well-being of staff. Critical design features include the use of natural light, the right
kind of artificial lighting, visual enrichment of views, break areas, and flow patterns, allowing staff BOARD EXERCISE FROM
CONFIDENTIAL MEETING #1
2121
II. Proposed Concept Design and Design Approach
21
21 City of Atascadero New Public Safety Facility
to flow and use space as efficiently as possible.
BUILDING & SITE
The key to understanding the City’s needs was the participation in the Confidential Meetings. In our first meeting we asked the City, and the
review panel differing questions as to what their expectations were relative to the final facility. While there were many opinions, about varying
aspects of the new facility, several items came up which reflected increased importance from the City. As such, our proposed enhanced designs
reflect the desires and needs expressed within the confidential meetings.
• Functionally
• Site circulation
• Cost
• Transparency
• Efficient in terms of use, maintenance, and operational costs.
• Addressing significant site slopes at all 3 sites
The building layouts reflect a responds to our enhanced site plan. Per our confidential meeting, we are proposing to relocated the drive apron of
Fire Station #1 to Traffic Way. This is to accommodate the significant grade change along Lewis Ave which is over 10 feet from one end of the site
to the other. We have also accompanied the fitness room into the main building allowing for additional parking on-site. To help with minimizing the
impacts to the overall site from the building structure, we have placed the residence portion of the Fire Station to the second floor. This helps save
valuable real estate and helps with turning movements and provides a visual barrier from the secure area of the complex. In this orientation, the
site plan and parking layout reflects a more efficient layout and help with separation. This also creates a larger buffer between the Fire Station
and the historical fountain to the north.
The Police Department building maintains the programmatic layout indicated with the RFP but with several built in enhancements such as exterior
covered patios, and new dispatch addition. This eliminates the need to reduce program area in an already tight floor plan arrangement. Additional
included enhancements include upgraded flooring in locker areas, finishes and parking orientations.
At the Fire Station 2 site, we have elected to raze are recreate the residence portion of the facility. This is due to several factors, including
site parity, access to apparatus bay, and overall cost effectiveness. The will also allow the entire facility to be located at the same floor level,
eliminating the split level configuration of the existing station and alleviating ADA concerns. The existing apparatus bay will be structural upgraded.
F&H CONSTRUCTION & LDA PARTNERS 22
II. Proposed Concept Design and Design Approach
This provides 2 full size heavy duty pass through apparatus bays. Since this facility needs to last 30-50 years, we have provided interior spaces
that are right sized based upon the need, rather than existing walls. This allows for maximum efficiency and function over the life of the building.
Additional enhancements include additional storage areas, a revamped entry, an exercise room and higher ceiling heights throughout.
DURABLE MATERIALS
As we discussed in our confidential meetings, the most significant cost of the new facility will be its annual O & M costs. To that end, the more we
can do upfront to minimize the wear and tear on the building, the more money the City will save in the long term. Our building material approach is
based upon that methodology. Exterior surfaces are a mix of simple stucco, with brick enhancements to compliment the existing brick facade. High
slope roofs are clad in metal roofing while low slope roofs are single ply PVC with traffic pads along maintenance walkways. All of these ,materials
are extremely durable, can take extreme public wear and tear and require minimal maintenance. These materials also lend itself to the buildings
simple forms, while creating a welcoming aesthetic.
VIEW FROM ENTRY
SITE PLAN FIRE STATION #1
2323
II. Proposed Concept Design and Design Approach
23
23 City of Atascadero New Public Safety Facility
FLOOR ORGANIZATION PLAN FS2
FLOOR ORGANIZATION PLAN FS1
F&H CONSTRUCTION & LDA PARTNERS 24
II. Proposed Concept Design and Design Approach
FLOOR ORGANIZATION PLAN PD
FIRE STATION 1
2525
II. Proposed Concept Design and Design Approach
25
25 City of Atascadero New Public Safety Facility
Listed below is a building program report. It gives the room sf deviation between the bridging documents and our enhanced option.
F&H CONSTRUCTION & LDA PARTNERS 26
II. Proposed Concept Design and Design Approach
2727
II. Proposed Concept Design and Design Approach
27
27 City of Atascadero New Public Safety Facility
REFLECTED CEILING PLAN - FS1
REFLECTED CEILING PLAN - FS2 REFLECTED CEILING PLAN - PD
F&H CONSTRUCTION & LDA PARTNERS 28
II. Proposed Concept Design and Design Approach
1ST FLOOR FINISHES - PD
FLOOR FINISHES -FS1
2ND FLOOR FINISHES - FS2
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29 City of Atascadero New Public Safety Facility
EXTERIOR ELEVATIONS
LEWIS AVE. ENTRY
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LEWIS AVE. ENTRY
TRAFFIC WAY ELEVATION
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31 City of Atascadero New Public Safety Facility
FIRE STATION 1 FACADE
POLICE DEPARTMENT FACADE
POLICE DEPARTMENT FACADE
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II. Proposed Concept Design and Design Approach
EXTERIOR ELEVATIONS - PD
EXTERIOR ELEVATIONS -FS2
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33 City of Atascadero New Public Safety Facility
CIVIL OVERVIEW
FIRE STATION 1
The existing Fire Station 1 is located at the corner of Traffic Way and Lewis Avenue and will be demolished to make way for a new Fire Station 1. This
site is challenging as there is 12 feet of fall across the Lewis Avenue frontage while Traffic Way is very flat. Critical components of this project will
be grading the site to match grade along each street, stormwater detention, and fire truck maneuverability. Retaining walls and stepped finished
floors will be incorporated into the design to ease the grading of the site.
FEMA, FLOODPLAIN, AND GRADING
The site is shown within the 500 year floodplain Zone X, however it is located on a slope and there are no recorded flooding issues with this
site. The finished floor elevations for the new building will be set at or higher than the current building finished floor. A 6” stepped finished floor
elevation, an entrance ADA ramp, and retaining walls will be used to ensure ADA access and that the new building fits into the existing sloped
topography. The retaining wall located at the property line will vary in height but will have a maximum retained height of 7 feet. The driveway off of
Lewis will be around 10%. A truck turn analysis was completed showing that the City’s 60’ ladder truck can pull in from the Lewis street drive and
access apparatus bay 4 and then turn either direction onto Traffic Way.
The site is located within the Downtown zone and is exempt from the City’s retention requirements.
UTILITIES
New water and sewer laterals will be installed off of the mains in Lewis Avenue. One domestic water and one fire water line will be installed. Both
water lines will require backflow preventer’s. The domestic water line will require a new meter. A new sand oil separator will be installed for fire truck
wash down. The new building will require fire department connections and a post indicator valve. An existing hydrant is located near the driveway
on Lewis.
STORMWATER
While the project is exempt from the city’s flood control requirements, it is subject to the Post Construction Stormwater Requirements. This project
will result in over 50,000 square feet of new impervious surface and will be subject to Tier 4 requirements. The project will need to provide storage
for around 6,500 cubic feet of water. Due to the limited landscaping onsite, treatment for the stormwater will be met using a stormwater separator
CONCEPTUAL GRADING DIAGRAM FS 1 CONCEPTUAL GRADING DIAGRAM FS 2
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CONCEPTUAL UTILITIES DIAGRAM FS 1
in an upstream manhole where it will then flow to underground chambers installed in the fire yard. An outlet will be provided through the face of
the curb in Lewis Street. This project will disturb over an acre of land and will require a Storm Water Pollution Prevention Plan (SWPPP) during the
construction phase of the project.
FRONTAGE IMPROVEMENTS
This project will include a new sidewalk curb and gutter along Traffic Way. The majority of the frontage will be a driveway to allow the fire truck to
exit the apparatus bays. The frontage improvements along Lewis Avenue will include new sidewalk curb and gutter and new diagonal parking. A
new curb ramp will be installed at the corner.
No utility main upgrades are anticipated.
FIRE STATION 2
Located on West Front Road, Fire Station 2 will be demolished to make way for a new fire station. The existing apparatus bay will remain, and the
new station will be constructed at the same finished floor elevation as the apparatus bay. The existing drive aisles and parking will be maintained.
FEMA, FLOODPLAIN, GRADING
The project is located outside of any flood zone. The risk for flooding is minimal. In meetings with the City, they acknowledged that the project
could be considered exempt from the City’s detention requirements and that the project would only have to match pre- and post-runoff rates.
Since the increase in impervious area is minor, no underground storage is anticipated. Treatment of stormwater will occur in landscaped BMPs in
the front yard area.
UTILITIES
New water and sewer laterals will be installed off of the mains in West Front Road. One domestic water and one fire water line will be installed. Both
water lines will require backflow preventers. The domestic water line will require a new meter.
STORMWATER.
While the project is exempt from the city’s flood control requirements, it is subject to the Post Construction Stormwater Requirements. This project
will result in over 6000 square feet of new impervious surface and will be subject to Tier 2 requirements. There is landscaping located between the
new station and west Front road and stormwater treatment will occur within landscaped based BMPs. No SWPPP required for this project.
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35 City of Atascadero New Public Safety Facility
FRONTAGE IMPROVEMENTS
No frontage improvements will be required.
POLICE STATION
Most of the police station site will remain as is. The new dispatch wing, trash enclosure, backup generator and The addition of a dispatch wing to
the existing police station, new trash enclosure, backup generator will fit in with the existing hardscape. The parking in front of the building will be
reconfigured, requiring new curbs for finger planters and a new ADA stall. A new ADA path of travel will be provided.
FEMA FLOODPLAIN, GRADING
The site is located on a slope but is located within Zone X. The site is located within the downtown zone and is not subject to the City’s detention
requirements.
The new dispatch center will match the existing finished floor of the building. The closest adjacent parking is higher than the finished floor in this
location, requiring a sloping walkway and retaining curbs to meet grade and provide a path of travel from the new doors. An existing storm drain in
this area will need to be rerouted to make space for the new building addition.
The current front parking lot includes diagonal parking and will be reconfigured to have 90 degree parking. Improvements in this area will include
new curbs for finger planters and a new ADA stall. The walkway from the new ADA stall to the front door will be brought to current ADA code.
UTILITIES
No new utilities for this building are anticipated. An onsite storm drain will need to be rerouted.
STORMWATER
It is anticipated that this project will not meet the 5000 square foot cut off for a Tier 2 project. Tier 1 requirements will be met by outletting new
roof drains to landscaping.
FRONTAGE IMPROVEMENTS
No frontage improvements are anticipated.
VEHICLE TURNING MOVEMENTS
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LANDSCAPE OVERVIEW - LID AND STORM WATER MANAGEMENT
The landscape design for the project will be developed in conjunction with the designs for the overall project, and will create a landscape plan
for the project that is aesthetic, functional, and environmentally-conscious. The landscape will be designed to meet the Owner’s goals, the City’s
Water Efficient Landscape Ordinance (WELO), jurisdictional standards and requirements, and existing sensitive environmental conditions, as well
as minimizing water-use and long-term maintenance needs.
The team will develop an appropriate plant pallet adapted for successful use in storm water (LID) treatment locations with the intent of removing
pollutants, slowing the flow of storm water and increasing infiltration of moisture into the soil. Treatment areas will be isolated systems for both
plant species selections and irrigation system applications.
SITE DESIGN
The landscape design will be coordinated with the overall site and building design to provide functional shading of the building and parking lot,
and comfortable seating and outdoor open areas on each side of the building. Each sites’ design will be coordinated with the design and character
of the existing surrounding neighborhood; for the Police Department this will mean coordinating with the design for El Camino Real; Fire Station
One streetscape will continue the them established along Traffic Way; and, Fire Station 2 will tie into the residential character of this location.
Additionally, design at all sites will conform with City design guidelines or overlay design plans for each respective site. Planting will be used to
facilitate way-finding throughout the site by high-lighting entries, main routes of travel, and high-visibility locations. Plant and irrigation design
will be coordinated with the overall grading and drainage design for the project to maximize Low Impact Design features with the intent of removing
pollutants, slowing the flow of storm water to keep water on-site and allow it to soak back into the soil. The design will also be developed based
on local environmental conditions such as solar exposure, soil properties, slope, and other local site conditions.
PLANTING
All planting areas of the site will include new landscaping, including shrubs, ground covers and ornamental grasses. Sensitive areas, along with
their associated setback areas, will be designed with City or local jurisdiction requirements and input, such as with the historical marker near Fire
Station 1. Plant species will include robust CA natives and other plants well-adapted to this region to minimize water needs and maximize durability,
and will be as approved by the City. Trees will be included throughout the site to provide shading, way-finding, and site organization. Trees will be
a mix of deciduous and evergreen to provide interest and variation throughout the year. Shrubs and ground covers will be a mix of evergreen and
deciduous with flowering for both color and season to provide year-round interest. The plant design will: reduce long-term maintenance needs by
locating plants in locations specific environmental needs of each species; be comprised of non-toxic and non-invasive species; will space plant
for full maturity without over-crowding to keep views through vehicle areas open for safety, and to minimize the need for shaping or pruning -
all hedges will be informal and natural (i.e. non-sheared); and will group plants into hydrozones comprised of other plants with similar water to
maximize irrigation efficiency and minimize watering needs. Landscape along the street frontages will match species, spacing and design similar to
the existing streetscape for continuity of the street front presence.
IRRIGATION
The design of the irrigation system will be fundamentally based on reduced and intelligent water usage, and will meet and exceed WELO requirements.
The controller systems and sensors will provide a fully-automated weather-based control system for ease of maintenance, and will coordinate
with any existing Owner-operated control system. The irrigation system will be designed based on hydrozones that will take into account such
elements as solar orientation, plant water needs, slope, and soil characteristics. The irrigation system will include robust and easily maintainable
components to provide water to each plant, and will include State mandated equipment such as flow sensors and master valves to control and
limit the amount of water applied onto the landscape. Project documents will include all appropriate calculations and documentation to satisfy and
exceed the water budget established by the City’s WELO.
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CONCEPTUAL PLANTING DIAGRAM FIRE STATION #1
CONCEPTUAL PLANTING DIAGRAM FIRE STATION #2 CONCEPTUAL PLANTING DIAGRAM POLICE DEPARTMENT
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STRUCTURAL SYSTEMS OVERVIEW
The project comprises multiple buildings on a sloping site.
• A new Fire Station (FS1)
• A renovated building for the Fire Station (FS2)
• A renovated building for Police Department (PD)
FIRE STATION 1
The existing Fire Station 1 located at 6005 Lewis Ave. in Atascadero, CA will be removed and replaced with a new ground-up cold-formed steel
(CFS) building. The new 17,000 SF building will be primarily single-story with a two-story volume at the south corner of the building. The two-story
portion of the building will have two steel-framed stairs and an elevator.
The northwest portion of the building will have two high volume apparatus bays and a mezzanine, which will be framed with CFS framing. Site work
is anticipated to include foundation design for an existing carport which will be temporarily relocated and re-anchored on site, along with a new
trash enclosure and a new generator pad / enclosure. The site will also have a perimeter retaining wall, which will be constructed with either cast-
in-place concrete or CMU and there will be two sliding gates on site and perimeter fencing.
Gravity
The primary gravity system for the roof framing will consist of premanufactured CFS trusses at 24” on center spanning to CFS load bearing metal
stud walls. The roof at the apparatus bays and the high roof of the two story will building will have 5/8” plywood sheathing spanning between
CFS trusses. The low roof above the training room will have a 9/16” shallow metal deck with lightweight concrete topping spanning between CFS
trusses. Load bearing metal studs are required to align with CFS trusses. Where bearing walls do not occur below, the load from the typical roof
trusses will be transferred with either a Wx steel girder or a premanufactured girder truss supported by either HSS columns or metal stud posts at
each end.
CONCEPTUAL FRAMING PLAN - FS1
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39 City of Atascadero New Public Safety Facility
The primary gravity system for the floor framing and mezzanine will consist of premanufactured CFS trusses at 24” on center spanning to CFS load
bearing metal stud walls with studs to align with trusses. The floor decking will consist of a 9/16” shallow metal deck with lightweight concrete
topping spanning between CFS trusses. Load bearing metal studs are required to align with CFS trusses. Where bearing walls do not occur below,
the load from the typical floor trusses will be transferred with either a Wx steel girder or a premanufactured girder truss supported by either HSS
columns or metal stud posts at each end.
Stairs will be framed with steel channel stringers supported by a Wx landing beam and HSS columns. Topping will include a 10 Ga pan deck and 2
½” concrete topping.
Lateral
The horizontal lateral force resisting system (LFRS) for the apparatus bays and the high roof will consist of 5/8” plywood sheathed diaphragms
screwed at all panel edges to the CFS trusses. The horizontal LFRS at the second floor, mezzanine level, and low roof over the training room will
consist of a metal deck diaphragm screwed to the CFS trusses. The vertical LFRS throughout will consist of 15/32” plywood sheathed metal stud
shear walls with a combination of either PACO, HSS, or boxed metal stud end posts.
Geotechnical
Based on the preliminary Geotech report provided in the RFP document, we anticipate that the building will be supported by conventional pad and
strip footings with a non-structural slab-on-grade.
FIRE STATION 2
The existing Fire Station 2 located at 9801 W Front Rd. in Atascadero, CA will be partially demolished back to the existing 2,650 SF apparatus bay
to remain with a new 3,336 SF single-story wood framed living quarters extension to the east of the existing apparatus bay. The original building
was built in 1986 and is a single-story wood framed structure with premanufactured wood trusses, wood framed walls, continuous strip footings,
and a non-structural slab on grade. The new addition will also include a covered patio and a high-volume overhang at the building entry. Site work
is anticipated to include a new uncovered trash enclosure and perimeter fencing and swing gates.
Gravity
The primary gravity system for the existing roof framing consists of premanufactured wood trusses at 24” on center spanning to wood stud load
bearing walls. The existing roof is sheathed with ½” plywood which spans to the existing wood trusses. If any loading is added to the existing
apparatus bay roof, including solar or mechanical units, the existing roof trusses will need to be strengthened with either new trusses or beams.
The primary gravity system for the new roof framing will consist of premanufactured wood trusses at 24” on center supported by wood stud load
bearing walls. The new covered patio and new entry will be framed with 2x dimensional lumber at 24” on center and the entry is anticipated to have
a steel beam and HSS posts at each end. The new roof will be sheathed with 5/8” plywood sheathing spanning between wood trusses.
Lateral
The horizontal lateral force resisting system (LFRS) for the existing apparatus bay consists of a ½” plywood sheathed diaphragm nailed to the
existing premanufactured wood trusses. The vertical LFRS for the existing apparatus bay consists of 3/8” plywood sheathed shear walls with
wood posts and Simpson holdowns at each end. The existing living quarters to be demolished were previously laterally tied to the existing
apparatus bay.
The horizontal LFRS for the new living quarters will consist of 5/8” plywood sheathed diaphragms nailed at all panel edges to the wood trusses.
The vertical LFRS for the new living quarters will consist of 15/32” plywood sheathed wood stud shear walls with 6x end posts and Simpson
holdowns.
Per 2022 CEBC, Title 24, Part 10 Section 503.11, “where the work area exceeds 50% of the building area and where work involves a substantial
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structural alteration, the lateral load resisting system of the altered building shall satisfy the requirements of Sections 1609 and 1613 of the
California Building Code. Reduced seismic forces shall be permitted.” Based on the extent of the demolition proposed for the existing building, the
existing apparatus bay is required to be analyzed to meet current code detailing requirements and to be evaluated to meet the specified seismic
forces. Given the limited portion of shear wall available along the short sides of the existing apparatus bay, the existing structure will be tied to
the new structure so the combination of wood framed shear walls from both the new and existing building can resist lateral seismic / wind forces.
The existing shear walls along the short sides of the apparatus bay are anticipated to require new 15/32” sheathing from the inside, new posts and
holdowns at each end, and modifications to the existing footings. The new living quarters roof framing will be laterally tied to the existing apparatus
bay at the extreme ends and at each point that the roofs intersect.
Geotechnical
KPFF has not been provided with a Geotech report for the project site; however, based on the existing foundation system, we anticipate that the
new building will be supported by conventional pad and strip footings with a non-structural slab-on-grade.
POLICE DEPARTMENT
The existing Police Department located at 5505 El Camino Real in Atascadero, CA is an approximately 11,650 SF concrete tilt building with a wood
framed roof and conventional slab on grade. The date of the original construction date is unknown; however, KPFF received a set of improvement
drawings dated 1989, which includes some information about the existing roof framing and previous modifications to the existing tilt panels. The
original construction included concrete pilasters constructed around the perimeter of the building with 6” concrete panel infill.
The project will include a new 1,234 SF addition at the southwest corner which will be a single-story wood framed building seismically tied to the
existing building. The new programming will also require several modifications to the existing structure, including removing (2) interior columns and
adding (3) new openings to the existing concrete panels. Exterior improvements will include removing and reframing the front entry wall, which will
include reframing the first bay of the roof framing. The front entry will also include a new steel framed canopy structurally tied to the building.
Site work is anticipated to include a new uncovered trash enclosure, a generator pad, and marking up architectural details for a new sliding gate.
Per the project RFP document (Addendum 2), a Tier 1 assessment was completed for the existing police department and damage was noted at the
retaining wall along the back of the property line. As part of the project, we anticipate coordinating with the team to provide retrofit details for the
existing retaining wall.
Gravity
The existing roof framing consists of 2x12 joists at 24” on center spanning to glulam beams which are supported by either concrete pilasters,
glulam posts, or steel columns. At the exterior walls perpendicular to the roof framing, the 2x12 roof joists are supported by the 6” concrete
tilt panels. The existing roof is sheathed with ½” plywood sheathing spanning 2x12 roof joists. The center of the existing roof has a depressed
mechanical well which consists of 2x12 joists at 12” on center spanning to glulam beams which are supported by HSS columns at each corner of
the mechanical well. The mechanical well roof framing is sheathed with ¾” plywood sheathing nailed at panel edges to the existing 2x12 joists.
KPFF does not have any information about the existing concrete pilasters or concrete tilt walls; however, per the improvement drawings dated
1989, a series of new openings were added to the existing concrete panels. HSS support framing was added around the openings to strengthen
the existing panels. As part of the proposed improvements, several new openings will be added to the existing concrete panels, which will require
(N) HSS support framing similar to the previous strengthening detail.
The primary gravity system for the new addition will consist of 16” deep plywood web joists at 24” on center supported by wood stud load bearing
walls. The roof framing will be sheathed with 5/8” plywood sheathing spanning to plywood web joists. At the interaction of the new and existing,
a new wood ledger will be anchored to the existing concrete tilt panels.
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Lateral
The horizontal lateral force resisting system (LFRS) for the existing building consists of a combination of ½” and ¾” plywood sheathed diaphragms
nailed at all panel edges to either 2x12 roof joists or glulam beams. The vertical LFRS for the existing building consist of precast concrete shear
walls, which are not anticipated to meet the detailing requirements for “Intermediate Precast Concrete Shear Walls”, therefore they will likely be
evaluated as “Ordinary Precast Concrete Shear Walls”.
Given that the building structural alterations are not anticipated to be substantial, it is not anticipated that a full building lateral evaluation and
retrofit will be required. Instead, lateral elements will be locally evaluated and strengthened as required along lines that the seismic demand or
capacity are altered by more than 10%. Based on the previous and proposed modifications, it is likely that the main lateral force resisting system
(LFRS) will be altered by more than 10% along multiple lines of resistance. Therefore, KPFF anticipates evaluating the capacity of the existing
concrete panels to resist in-plane seismic forces (once the material strengths have been determined through the material testing program). If the
existing panels do not have sufficient capacity, KPFF will provide a design to reinforce the existing concrete panels, which is anticipated to include
either the addition of a fiber reinforced polymer (FRP) or shotcrete.
The horizontal LFRS for the new addition will consist of a 5/8” plywood sheathed diaphragms nailed at all panel edges to the plywood web joists.
The vertical LFRS for the new addition will consist of 15/32” plywood sheathed wood shear walls with 6x posts and Simpson holdowns at each
end. The addition will be laterally tied to the existing building and will also be laterally supported by the existing concrete tilt panels.
Per the project RFP document (Addendum 2), a Tier 1 assessment was completed for the existing police department, which included a series of
voluntary retrofit items, including evaluating the existing concrete tilt panels for out-of-plane wind/seismic forces and evaluating the existing out-
of-plane anchorage at the existing roof level. Based on the results of the material testing program, KPFF will evaluate and provide strengthening
details if required for these items. In addition, damage was noted at the retaining wall along the back of the property line. As part of the project,
we anticipate coordinating with the team to provide retrofit details for the existing retaining wall. The existing retaining wall retrofit is anticipated
to include new HSS girts at the top of the existing wall spanning to new 10” concrete buttress walls supported by new pad footings with helical
screw anchors.
Geotech
KPFF does not have any information about the existing foundation system; however, based on the improvement drawings dated 1989, the concrete
pilasters appear to be supported by concrete pad footings. The concrete tilt panels do not appear to have any continuous strip footings and
are instead supported at each end by the concrete pilaster pad footings. KPFF has not received a Geotech report for this site yet; however, we
anticipate that the new addition will be supported by conventional pad and strip footings with a non-structural slab on grade.
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CONCEPTUAL FRAMING PLAN - FS2
CONCEPTUAL FOUNDATION PLAN - PD
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CONCEPTUAL FRAMING PLAN - PD
CONCEPTUAL RETAINING WALL MITIGATION - PD
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MECHANICAL / PLUMBING OVERVIEW
The mechanical and plumbing system selections play a critical part in the long term operation of the facility. Our team focuses on the integration
of these systems into the structural and architectural designs to ensure adequate maintenance clearances are provided and involve all parties in
the coordination. By using our in-house expertise and our experienced engineers, we are able to ensure that the concepts and intentions of the
design are fully translated to the functioning mechanical and control systems to provide seamless operation and functionality.
BENEFITS TO CITY OF ATASCADERO
• An energy efficient design that provides reduced operating costs
• A focus on indoor air quality that provides a healthy environment for building occupants
• Durable components that create a reliable overall system
DESIGN APPROACH
FIRE STATION 1
The project includes the construction of a Fire Station Headquarters in the City of Atascadero, CA consisting of two stories of apparatus bays,
turnout rooms, office facilities, and a living space/bunkrooms. There is also an auxiliary building consisting of a reserve apparatus bay and
exercise room.
Systems Overview
Mechanical
• The apparatus bays will all have general exhaust systems as well as radiant gas heaters. Only apparatus bay APP-1 will have a point-of-use
Nederman vehicle tailpipe exhaust system.
• The larger areas such as the training room, break room, hallways, and lobby/corridors will be served with packaged heat pumps. The packaged
heat pumps will have economizers with power exhaust as well as vibration isolation curbs.
• The exercise room between apparatus bays shall be served with a ducted split heat pump system.
• The individual offices, conference spaces, quiet room and bunk rooms will be heated and cooled by a variable refrigerant flow (VRF) heat
recovery system. Ventilation and exhaust air will be provided by an energy recovery ventilator (ERV).
• The RFP listed packaged heat pumps for this area. In our experience, the end user will likely have complaints about the lack of thermostat
CONCEPTUAL HVAC DIAGRAM - 1ST FLOOR FS 1
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CONCEPTUAL HVAC DIAGRAM -POLICE DEPARTMENT
CONCEPTUAL HVAC DIAGRAM - 2ND FLOOR FS 1
CONCEPTUAL HVAC DIAGRAM -FS2
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control between the different chiefs and captain. The VRF approach for the
individual office spaces will be an enhancement to the RFP.
• The server room will be cooled by a VRF system comprised of one outdoor
condenser and (4) highwall split systems inside. There is no ventilation
requirement for this room.
• The IT rooms will be served with a cooling-only highwall ductless split system.
• The exercise room in the auxiliary building will be served with a packaged heat
pump rooftop unit.
Plumbing
• Compressed air system shall be provided to the apparatus bays/workshops.
• Domestic water heater for the living areas (dayroom + kitchen) and restrooms
throughout the building shall be a high efficiency gas fired tank type.
Recirculation pipe loop and pump shall be provided.
• Plumbing fixtures will be per the RFP.
Systems Design Criteria
Mechanical
Heating and Cooling System Sizing Criteria
• For the purpose of sizing the heating and cooling systems, the indoor design
temperatures shall be 70F for heating and 75F for cooling. Outdoor design
conditions shall be 89F DB/67F WB for summer and 29F for winter
• Electrical room cooling systems shall maintain a setpoint of 90F.
• Server/Data/IDF/MDF room cooling systems shall maintain a setpoint of 75F.
• Heating and cooling design loads shall be calculated using software that
performs a simulation on an hourly time interval over a one-year period (8,760
hours) with the ability to model changes in weather parameters and schedules.
The calculation procedures used shall account for the effect of thermal mass
on loads due to occupants, lights, solar radiation, and transmission through
building envelope on heating and cooling required to maintain the specified
space temperature.
• Process cooling loads shall be added to the loads calculated by the software
to determine the total capacity needed.
• Exhaust systems shall be sized to provide a minimum air change rate as follows:
• Locker Room, 10 air changes per hour for the lockers/changing area and 12
air changes for the shower room area.
• Turnout, 10 air changes per hour.
• All equipment, piping and ductwork shall be supported, anchored, and braced
per the requirements of the CBC and CMC.
• All ductwork shall be sized for a maximum pressure drop of 0.08” of water
column per 100 feet of duct.
• VRF system refrigerant piping shall be sized based on the total developed
length utilizing the manufacturers design software.
• One to one split system refrigerant piping shall be sized based on the
manufacturers requirements for total developed length.
• Plumbing
• Domestic water heater sizing shall be based on an
outlet temperature of 120°F. Tank type gas fired
water heaters shall be sized per ASPE Plumbing
Engineering Design Handbook, Volume 2, Chapter 6.
• Pipe sizing criteria
• Domestic cold and hot water piping shall be sized
per CPC Chapter 6 and Appendix A, tables 610.3 and
A103.1.
• Maximum velocity shall not exceed 8 FPS for cold
water and 5 FPS for hot water.
• Waste and vent piping shall be sized per CPC Chapter
7, sections 702.1 and 703.2.
• Storm drain piping shall be sized per CPC Chapter 11
and Appendix D, tables 1103.1, 1103.2, and D101.1.
• Condensate piping shall be sized per CPC Chapter 8,
table 814.3.
• Minimum pipe size shall be ¾” or the size of the pipe
connection of the equipment, whichever is greater.
• Compressed air piping shall be sized based a pressure
drop to achieve a minimum of 150 psi at the furthest
outlet.
• All equipment and piping shall be supported, anchored,
and braced per the requirements of the CBC and CPC.
FIRE STATION #2
The project includes the renovation of a Fire Station in
the City of Atascadero, CA consisting of an apparatus
bay, turnout room, exercise, laundry, and a living space/
bunkrooms. There is also an auxiliary building consisting
of a fitness room.
Systems Overview
Mechanical
• The apparatus bay will have a general exhaust
system as well as radiant gas heaters. A point-of-use
Nederman vehicle tailpipe exhaust system will also be
provided.
• The dayroom, lobby, watch, exercise, and hallways will
be served with a packaged heat pump. The packaged
heat pump will have economizers with power exhaust
as well as a vibration isolation curb.
• The individual bunk rooms will be heated and cooled
by a variable refrigerant flow (VRF) heat recovery
system. Ventilation and exhaust air will be provided
by an energy recovery ventilator (ERV).
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47 City of Atascadero New Public Safety Facility
• The IT room will be served with a cooling-only highwall ductless split system.
• The fitness room in the auxiliary building will be served with a packaged heat
pump rooftop unit.
• Plumbing
• Compressed air system shall be provided to the apparatus bay/workshop.
• Domestic water heater for the living areas (dayroom + kitchen) and restrooms
throughout the building shall be a high efficiency gas fired tank type.
Recirculation pipe loop and pump shall be provided.
• Plumbing fixtures will be per the RFP.
Systems Design Criteria
Mechanical
Heating and Cooling System Sizing Criteria
• For the purpose of sizing the heating and cooling systems, the indoor design
temperatures shall be 70F for heating and 75F for cooling. Outdoor design
conditions shall be 89F DB/67F WB for summer and 29F for winter
• Electrical room cooling systems shall maintain a setpoint of 90F.
• Server/Data/IDF/MDF room cooling systems shall maintain a setpoint of 75F.
• Heating and cooling design loads shall be calculated using software that
performs a simulation on an hourly time interval over a one-year period (8,760
hours) with the ability to model changes in weather parameters and schedules.
The calculation procedures used shall account for the effect of thermal mass
on loads due to occupants, lights, solar radiation, and transmission through
building envelope on heating and cooling required to maintain the specified
space temperature.
• Process cooling loads shall be added to the loads calculated by the software
to determine the total capacity needed.
• Exhaust systems shall be sized to provide a minimum air change rate as follows:
• Locker Room, 10 air changes per hour for the lockers/changing area and 12
air changes for the shower room area.
• Turnout, 10 air changes per hour.
• All equipment, piping and ductwork shall be supported, anchored, and braced
per the requirements of the CBC and CMC.
• All ductwork shall be sized for a maximum pressure drop of 0.08” of water
column per 100 feet of duct.
• VRF system refrigerant piping shall be sized based on the total developed
length utilizing the manufacturers design software.
• One to one split system refrigerant piping shall be sized based on the
manufacturers requirements for total developed length.
• Plumbing
• Domestic water heater sizing shall be based on an outlet temperature of
120°F. Tank type gas fired water heaters shall be sized per ASPE Plumbing
Engineering Design Handbook, Volume 2, Chapter 6.
• Pipe sizing criteria
• Domestic cold and hot water piping shall be sized per CPC Chapter 6 and
Appendix A, tables 610.3 and A103.1.
• Maximum velocity shall not exceed 8 FPS for cold
water and 5 FPS for hot water.
• Waste and vent piping shall be sized per CPC Chapter
7, sections 702.1 and 703.2.
• Storm drain piping shall be sized per CPC Chapter 11
and Appendix D, tables 1103.1, 1103.2, and D101.1.
• Condensate piping shall be sized per CPC Chapter 8,
table 814.3
• Minimum pipe size shall be ¾” or the size of the pipe
connection of the equipment, whichever is greater.
• Compressed air piping shall be sized based on
pressure drop to achieve a minimum of 150 psi at the
furthest outlet.
• All equipment and piping shall be supported, anchored,
and braced per the requirements of the CBC and CPC.
POLICE DEPARTMENT
The project includes the renovation of a Police Department
and Communications Center in the City of Atascadero, CA
consisting of offices, evidence storage, interview rooms,
locker room facilities, and a dispatch center.
Systems Overview
Mechanical
• The evidence process/storage and armory area
will be equipped with dedicated exhaust systems to
assure the air exhausted from those rooms are kept
isolated from the rest of the building, so that there is
no cross-contamination with that air and any other
space’s air.
• The regularly occupied areas will all be served with
packaged heat pumps. The packaged heat pumps
will have economizers with power exhaust as well as
vibration isolation curbs.
• The server room will be cooled by a VRF system
comprised of one outdoor condenser and (4)
highwall split systems inside. There is no ventilation
requirement for this room.
• N+1 Redundancy shall be provided since this serves
a critical operation.
• The IT rooms will be served with a cooling-only
highwall ductless split system.
Plumbing
• Compressed air system shall be provided to clean
F&H CONSTRUCTION & LDA PARTNERS 48
II. Proposed Concept Design and Design Approach
weapons.
• Domestic water heater for the locker rooms and restrooms throughout the building shall be a high efficiency gas fired tank type.
Recirculation pipe loop and pump shall be provided.
• Plumbing fixtures will be per the RFP.
Systems Design Criteria
Mechanical
Heating and Cooling System Sizing Criteria
• For the purpose of sizing the heating and cooling systems, the indoor design temperatures shall be 70F for heating and 75F for cooling.
Outdoor design conditions shall be 89F DB/67F WB for summer and 29F for winter
• Electrical room cooling systems shall maintain a setpoint of 90F.
• Server/Data/IDF/MDF room cooling systems shall maintain a setpoint of 75F.
• Heating and cooling design loads shall be calculated using software that performs a simulation on an hourly time interval over a one-
year period (8,760 hours) with the ability to model changes in weather parameters and schedules. The calculation procedures used shall
account for the effect of thermal mass on loads due to occupants, lights, solar radiation, and transmission through building envelope on
heating and cooling required to maintain the specified space temperature.
• Process cooling loads shall be added to the loads calculated by the software to determine the total capacity needed.
• Exhaust systems shall be sized to provide a minimum air change rate as follows:
• Locker Room, 10 air changes per hour for the lockers/changing area and 12 air changes for the shower room area.
• All equipment, piping and ductwork shall be supported, anchored, and braced per the requirements of the CBC and CMC.
• All ductwork shall be sized for a maximum pressure drop of 0.08” of water column per 100 feet of duct.
• One to one split system refrigerant piping shall be sized based on the manufacturers requirements for total developed length.
Plumbing
• Domestic water heater sizing shall be based on an outlet temperature of 120°F. Tank type gas fired water heaters shall be sized per
ASPE Plumbing Engineering Design Handbook, Volume 2, Chapter 6.
• Pipe sizing criteria
• Domestic cold and hot water piping shall be sized per CPC Chapter 6 and Appendix A, tables 610.3 and A103.1.
• Maximum velocity shall not exceed 8 FPS for cold water and 5 FPS for hot water.
• Waste and vent piping shall be sized per CPC Chapter 7, sections 702.1 and 703.2.
• Storm drain piping shall be sized per CPC Chapter 11 and Appendix D, tables 1103.1, 1103.2, and D101.1.
• Condensate piping shall be sized per CPC Chapter 8, table 814.3.
• Minimum pipe size shall be ¾” or the size of the pipe connection of the equipment, whichever is greater.
• Compressed air piping shall be sized based a pressure drop to achieve a minimum of 150 psi at the furthest outlet.
• All equipment and piping shall be supported, anchored, and braced per the requirements of the CBC and CPC.
4949
II. Proposed Concept Design and Design Approach
49
49 City of Atascadero New Public Safety Facility
ELECTRICAL OVERVIEW
FIRE STATION #1
- Utilities: Fire Station #1 will be served via a new primary, pad-mounted
utility junction box. The utility junction box will tie in the existing primary 12kV from
the East side of Lewis Ave, and will need to cross Lewis Ave. twice to be routed
to and from the existing 12kV primary that is running down Lewis Ave. The utility
junction box will feed primary 12kV to an adjacent pad-mounted 3-phase utility
transformer. One of the low-voltage utilities (voice/data and CATV) will originate
from the existing LV pull-boxes on Lewis Ave. The other of the two serving
low-voltage ISPs are required to cross over Traffic Way in order to serve utility
distribution within the landscaping created as a function of this project as the
redundant ISP. Utilities may cross in a joint trench from the North side of Traffic Way
to the South, provided the joint trench observes the serving utility requirements for
separation, depth, and construction materials. Utility boxes for primary power, and
low-voltage systems will be within the landscape area. New 800A, 277/480V,
3PH, 4W utility service will be established in the main electrical room on the South
side of the Fire Station adjacent to the EOC area. Low voltage conduits/utilities
shall be installed as follows:
o Provide 4-4” conduits with Maxcell fabric inner duct (3-cell)
installed in one conduit, for primary ISP (Astound, Charter, or AT&T)
terminated in an underground “meet-me” vault at the point of connection
designated by the serving Utility. Conduits shall be routed to the Main
Server Room (TR) of the Fire Station.
o Provide 4-4” conduits with Maxcell fabric innerduct (3-cell)
installed in one conduit, for secondary ISP (Astound, Charter, or AT&T)
terminated in an underground “meet-me” vault at the point of connection
designated by the serving Utility. Secondary “meet-me” vault shall be
established at geographically redundant location on-site. Conduits shall
be routed to the Main Server Room of the Fire Station.
o Bend radius of conduits shall be no less than 24”, and shall be
made of GRC wrapped in corrosion resistant tape.
o Pull boxes shall be provided where total bend radius between
any pull-points exceeds 180-degrees or 500-feet.
- Power Systems including Backup Power: The main electrical switchboard
(MSB) will be located inside the electrical room, the enclosure shall be NEMA 1
rated and be a minimum of (3) sections to satisfy serving Utility requirements, with
a separate meter dedicated to Photovoltaic and future Battery Energy Storage
Systems (only PV shall be installed under this project). A large-frame circuit
breaker within the metered section of the MSB shall sub-feed an Automatic
Transfer Switch so as to provide a means to backup the entire facility (as directed
by the Owner) by standby generator – to serve both Legally Required systems
(EOC areas) and Optional Standby systems (all other spaces). Size of standby
generator shall be natural gas fueled 350kW with no external on-site fuel storage
(refer to exception shown in CEC 701.12(D)(3)). Generator shall be provided with
standard sound enclosure. The generator shall be considered standby to serve
CEC Section 701 and 702 systems (legally required and
optional standby), however, life-safety systems shall still
comply with CEC Section 700 requirements on their own
through minimum 90-min (or more if required by code)
battery backup systems.
Generator Connection Panel and Bypass Isolation
Switch: In line with the stationary standby generator is
also a Generator Connection Panel. In the event of the
stationary generator being offline for maintenance or
any other reason, a temporary “roll-up” generator may
be temporarily placed into service without requiring
disassembly of any electrical equipment. Additionally the
Generator Connection Panel will allow for connection of a
load-bank to periodically test the generator capacity and
functionality as may be required. Additionally, we have
upgraded the Automatic Transfer Switch to be Bypass
Isolation Type, which allows for the Transfer Switch
contacts to be inspected/maintained without taking the
facility out of service.
- Photovoltaic and Battery Energy Storage
System: Per California Energy Code 170.2(f), a minimum
3.15KW-DC solar photovoltaic system is required. Battery
Energy System (BESS) ready per 2022 Residential
Compliance manual 7.8 “Battery Ready Overview”. Conduit
stub will be provided to the exterior adjacent to “MSB”.
- EV Chargers: Per California Green Building
Code Section 302.1 for Mixed Occupancy Buildings, EV
chargers will be provided per 2022 Cal Green Residential
Chapter 4 (4.106.4.2) and non-Residential Chapter 5
(Table 5.106.5.3.1) Measures. Chapter 4 requires 40% of
the total residential parking spaces be equipped with low
power level 2 EV charging receptacles and 10% of the
total residential parking spaces be equipped with level 2
EV chargers. For the (6) residential parking spaces this
equates to (3) low power level 2 EV charging receptacles
and (1) level 2 EV charger. Chapter 5 doesn’t require any
EV capable spaces for the (4) non-residential on-site
parking spaces.
- Lighting: Lighting shall be provided by LED
light source, dimmable, and controllable in conformance
with current Title-24 standards for occupancy, daylight
harvesting, and on/off controls. Light level shall be
F&H CONSTRUCTION & LDA PARTNERS 50
II. Proposed Concept Design and Design Approach
CONCEPTUAL LIGHTING DIAGRAM -FS 1
CONCEPTUAL POWER DIAGRAM -FS 1
5151
II. Proposed Concept Design and Design Approach
51
51 City of Atascadero New Public Safety Facility
demonstrated by providing photometrics for working planes in all spaces,
demonstrating conformance with RFP illumination (foot-candle) requirements for
light levels and uniformity standards. Lighting products within the apparatus bay
space shall be primarily provided with direct, high-bay lighting sources, mounted at
levels which do not conflict with the height of apparatus. Within offices, kitchen,
day-rooms, utility rooms, circulatory spaces, etc. lighting may be achieved through
direct lighting sources and either recessed or surface-mounted in accordance
with the ceiling types/finishes. Emergency lighting systems shall be provided as
needed to meet code minimums and uniformity requirements, shall be achieved
via centralized lighting inverter to provide backup power to selected light fixtures.
Lighting shall be provided with 90+ CRI for front-of-house areas, and 80+ CRI
for back-of-house areas, parking and exterior. Lighting within the bunk-units,
kitchen/dining, and watch room shall be “tunable white” with selectable CCT range
of 2700K through 6500K in each area dynamically.
- Communications: Communications shall be provided by structured cable
plant originating at the main Telecommunications Server Room (TR) as necessary
for the EOC and the IDF (sub TR) as necessary for the main fire-house facility.
The structured cable shall be comprised solely of Category 6A cable, rated for
the application (riser), routed in continuous lengths between Work area Outlet
(WAO) and TR or sub-TR. WAO’s shall be comprised of 5-square back-box, with
2-1/8” depth, 1” conduit, and 1-gang mud-ring, with minimum of (4) cables per WAO
unless otherwise noted on the plans. The TR shall be located, and cable shall be
routed in the space such that no cable length is in excess of EIA/TIA maximum
cable lengths of 90-meters. All structured cabling must be tested in accordance
with TIA requirements by a tester calibrated within 12-months of test. Fill ratio
of conveyances carrying structured cabling (i.e. conduit, cable-tray, j-hooks,
etc.) shall be no greater than 40%. Structured cabling may only be routed in
cable-basket-tray, ladder-runway (in TR), or j-hooks in fully accessible ceilings,
otherwise cabling shall be in conduit. Systems served by structured cabling
shall include Wireless Access, workstation cabling, video surveillance, intrusion
detection, physical access control, intercom, VoIP phones, etc.
- Miscellaneous Low-Voltage Systems: Physical Access Control, Intrusion
Detection, Video Surveillance, Intercom, and Fire Station Alerting Systems shall
also be provided in coordination with the clarifications/assumptions provided
herein and the RFP, specifically Addendum 1 requirements. System architectures
are vendor dependent.
Though the City does not require that California Electric Code Section 708 be
explicitly followed, we can provide a matrix to assist the City to understand what
sections of Section 708 are applied to this project.
FIRE STATION #2
- Utilities: The existing Fire Station #2 will remain
as a 400A, 120/240V, 1-phase distribution, however the
existing service will be removed and replaced due to the
addition to the existing facility requiring re-location. The
facility is currently powered via a pole-mounted Utility
transformer on an adjacent parcel (off-site) to the West
of the Fire Station #2 property. Existing secondary
conductors are understood to be provided underground
from the adjacent parcel and will extend to the existing
400A, 1-phase service along the North side of the
property. This design proposes to reuse the existing
utility service conduits, intercept on-site to re-route
to a proposed new location with a new 400A, 1-phase
switchboard, free-standing, NEMA3R exterior rated. The
existing low-voltage (voice/data and CATV) will remain in-
place from the same utility pole located on the adjacent
parcel with the exception that two new and redundant
services for an alternate ISP be established from the same
utility point of connection on Old Santa Rosa Ave as the
other two low-voltage utilities. Such new facilities will be
established and transition into the building at the proposed
new IT Room where the proposed wall-mounted or floor-
mounted TR will be located. Low voltage conduits/utilities
shall be installed as follows:
o Provide 4-4” conduits with Maxcell fabric
innerduct (3-cell) installed in one conduit, for primary ISP
(Astound, Charter, or AT&T) terminated in an underground
“meet-me” vault at the point of connection designated by
the serving Utility. Conduits shall be routed to the Main TR
of the Fire Station.
o Bend radius of conduits shall be no less than 24”,
and shall be made of GRC wrapped in corrosion resistant
tape.
o Pull boxes shall be provided where total bend
radius between any pull-points exceeds 180-degrees or
500-feet.
- Power Systems including Backup Power: The
existing main electrical switchboard (MSB) is currently
located outdoors on the patio adjacent to the Kitchen
and Apparatus Bay. The switchboard will be moved, but
replaced in-kind with a new 400A, 120/240V, 1-phase,
2-section switchboard, fed from the existing utility
secondary conduits that are re-routed on-site to the new
location. Photovoltaic systems are not required under a
F&H CONSTRUCTION & LDA PARTNERS 52
II. Proposed Concept Design and Design Approach
renovation and will be provided as “future only” with a (1) 2” conduit to the roof for future provisions, should the Owner elect to add PV at a future
time. A large-frame circuit breaker within the distribution section of the MSB shall sub-feed an Automatic Transfer Switch so as to provide a
means to backup the entire facility (as directed by the Owner) by standby generator – to serve the entire facility as Optional Standby systems.
Size of standby generator shall be natural gas fueled 80kW with no external on-site fuel storage (refer to exception shown in CEC 701.12(D)
(3)). Generator shall be provided with standard sound enclosure. The generator shall be considered standby to serve CEC Section 702 systems
(optional standby), however, life-safety systems shall still comply with CEC Section 700 requirements on their own through minimum 90-min (or
more if required by code) battery backup systems.
Existing power distribution (including outlets, switches, etc.) within the facility shall remain in-place unless it is shown as new to support remodeled
or added functions per provided floorplans.
Generator Connection Panel and Bypass Isolation Switch: In line with the stationary standby generator is also a Generator Connection Panel. In the
event of the stationary generator being offline for maintenance or any other reason, a temporary “roll-up” generator may be temporarily placed
into service without requiring disassembly of any electrical equipment. Additionally, the Generator Connection Panel will allow for connection
of a load-bank to periodically test the generator capacity and functionality as may be required. Additionally, we have upgraded the Automatic
Transfer Switch to be Bypass Isolation Type, which allows for the Transfer Switch contacts to be inspected/maintained without taking the facility
out of service.
- Photovoltaic and Battery Energy Storage System: Per California Energy Code 140.10(B), a renovation of an existing building shall not
be required to provide Photovoltaic. Therefore, the design shall provide (1) 2” C. to roof for future PV connection should Owner decide to place on
later.
- EV Chargers: Per California Green Code Table 5.106.5.4 for non-residential buildings, since we are not proposing an increase in electrical
service size (existing size shall remain), and there is not a new PV system being installed over parking spaces, no new EV chargers or infrastructure
are required.
- Lighting: Lighting shall be provided by LED light source, dimmable, and controllable in conformance with current Title-24 standards for
CONCEPTUAL POWER DIAGRAM -FS 2CONCEPTUAL LIGHTING DIAGRAM -FS 2
5353
II. Proposed Concept Design and Design Approach
53
53 City of Atascadero New Public Safety Facility
occupancy, daylight harvesting, and on/off controls. Light level shall be demonstrated by providing photometrics for working planes in all spaces,
demonstrating conformance with Illuminating Engineering Society (IES) requirements for light levels and uniformity standards. Lighting products
within the apparatus bay space shall be primarily provided with direct, high-bay lighting sources, mounted at levels which do not conflict with the
height of apparatus. Within offices, kitchen, day-rooms, utility rooms, circulatory spaces, etc. lighting may be achieved through direct lighting
sources and either recessed or surface-mounted in accordance with the ceiling types/finishes. Emergency lighting systems shall be provided as
needed to meet code minimums and uniformity requirements, shall be achieved via centralized lighting inverter to provide backup power to selected
light fixtures. Lighting shall be provided with 90+ CRI for front-of-house areas, and 80+ CRI for back-of-house areas, parking and exterior.
Lighting within the bunk-units, kitchen/dining, and watch room shall be “tunable white” with selectable CCT range of 2700K through 6500K in
each area dynamically.
- Communications: Communications shall be provided by structured cable plant originating at the main Telecommunications Room (TR) as
necessary for the entire facility. The structured cable shall be comprised solely of Category 6A cable, rated for the application (riser), routed in
continuous lengths between Workarea Outlet (WAO) and TR or sub-TR. WAO’s shall be comprised of 5-square back-box, with 2-1/8” depth, 1”
conduit, and 1-gang mud-ring, with minimum of (4) cables per WAO unless otherwise noted on the plans. The TR shall be located, and cable shall
be routed in the space such that no cable length is in excess of EIA/TIA maximum cable lengths of 90-meters. All structured cabling must be
tested in accordance with TIA requirements by a tester calibrated within 12-months of test. Fill ratio of conveyances carrying structured cabling
(i.e. conduit, cable-tray, j-hooks, etc.) shall be no greater than 40%. Structured cabling may only be routed in cable-basket-tray, ladder-runway
(in TR), or j-hooks in fully accessible ceilings, otherwise cabling shall be in conduit. Systems served by structured cabling shall include Wireless
Access, workstation cabling, video surveillance, intrusion detection, physical access control, intercom, VoIP phones, etc.
- Miscellaneous Low-Voltage Systems: Physical Access Control, Intrusion Detection, Video Surveillance, Intercom, and Fire Station
Alerting Systems shall also be provided in coordination with the clarifications/assumptions provided herein and the RFP, specifically Addendum 1
requirements. System architectures are vendor dependent.
CONCEPTUAL POWER DIAGRAM -FS 2CONCEPTUAL LIGHTING DIAGRAM -FS 2
F&H CONSTRUCTION & LDA PARTNERS 54
II. Proposed Concept Design and Design Approach
POLICE DEPARTMENT
- Utilities: The existing Police Station will remain fed from the existing utility pole on the North side of the property along Rosario Road.
The pole currently has an existing pole-mounted utility transformer serving the building from a secondary conduit/conductor riser that will remain.
It is possible, after determining added load under this project that the utility transformer and secondary conductors will need to be replaced,
however this cannot be determined at this time but, if required, will likely be done by PG&E by upsizing the existing pole-mounted transformer
and adding or upsizing secondary conductors to the main switchboard. The existing service is an 800A, 120/208V, 3PH switchboard which will
remain. The existing low-voltage (voice/data and CATV) will remain in-place from the same utility pole along Rosario Way with the exception that a
new and redundant service for an alternate ISP be established from Palma Ave. Such new facilities will be established at the opposite corner of the
site, extend down the existing retaining wall, and across the site and transition into the building at the new Server Room. Low voltage conduits/
utilities shall be installed as follows:
o Provide 4-4” conduits with Maxcell fabric innerduct (3-cell) installed in one conduit, for primary ISP (Astound, Charter, or AT&T) terminated
in an underground “meet-me” vault at the point of connection designated by the serving Utility. Conduits shall be routed to the Main TR of the
Police Station.
o Provide 4-4” conduits with Maxcell fabric innerduct (3-cell) installed in one conduit, for secondary ISP (Astound, Charter, or AT&T)
terminated in an underground “meet-me” vault at the point of connection designated by the serving Utility. Secondary “meet-me” vault shall be
established at geographically redundant location on-site. Conduits shall be routed to the Main TR of the Police Station.
o Bend radius of conduits shall be no less than 24”, and shall be made of GRC wrapped in corrosion resistant tape.
o Pull boxes shall be provided where total bend radius between any pull-points exceeds 180-degrees or 500-feet.
- Power Systems including Backup Power: The existing main electrical switchboard (MSB) is currently located inside the electrical room
and will remain in-place and fed from existing utility secondary conduits. Photovoltaic systems are not required under a renovation and will be
provided as “future only” with a (1) 2” conduit to the roof for future provisions, should the Owner elect to add PV at a future time. A new large-
frame circuit breaker within the existing distribution section of the MSB shall sub-feed an Automatic Transfer Switch so as to provide a means to
backup the entire facility (as directed by the Owner) by standby generator – to serve both Legally Required systems (Dispatch areas) and Optional
Standby systems (all other spaces). Size of standby generator shall be natural gas fueled 200kW with no external on-site fuel storage (refer to
exception shown in CEC 701.12(D)(3)). Generator shall be provided with standard sound enclosure. The generator shall be considered standby to
serve CEC Section 701 and 702 systems (legally required and optional standby), however, life-safety systems shall still comply with CEC Section
700 requirements on their own through minimum 90-min (or more if required by code) battery backup systems.
Existing power distribution (including outlets, switches, etc.) within the facility shall remain in-place unless it is shown as new to support new
Dispatch functions (including IT resources).
Generator Connection Panel and Bypass Isolation Switch: In line with the stationary standby generator is also a Generator Connection Panel. In the
event of the stationary generator being offline for maintenance or any other reason, a temporary “roll-up” generator may be temporarily placed
into service without requiring disassembly of any electrical equipment. Additionally the Generator Connection Panel will allow for connection of
a load-bank to periodically test the generator capacity and functionality as may be required. Additionally, we have upgraded the Automatic
Transfer Switch to be Bypass Isolation Type, which allows for the Transfer Switch contacts to be inspected/maintained without taking the facility
out of service.
- Photovoltaic and Battery Energy Storage System: Per California Energy Code 140.10(B), a renovation of an existing building shall not
be required to provide Photovoltaic. Therefore, the design shall provide (1) 2” C. to roof for future PV connection should Owner decide to place on
later.
- EV Chargers: Per California Green Code Table 5.106.5.4 for non-residential buildings, since we are not proposing an increase in electrical
service size (existing size shall remain), and there is not a new PV system being installed over parking spaces, no new EV chargers or infrastructure
are required.
5555
II. Proposed Concept Design and Design Approach
55
55 City of Atascadero New Public Safety Facility
- Lighting: Lighting shall be provided by LED light source, dimmable, and controllable in conformance with current Title-24 standards
for occupancy, daylight harvesting, and on/off controls. Light level shall be demonstrated by providing photometrics for working planes in all
spaces, demonstrating conformance with Illuminating Engineering Society (IES) requirements for light levels and uniformity standards. Within
offices, break-room, utility rooms, circulatory spaces, etc. lighting may be achieved through direct lighting sources and either recessed or surface-
mounted in accordance with the ceiling types/finishes. Emergency lighting systems shall be provided as needed to meet code minimums and
uniformity requirements, shall be achieved via centralized lighting inverter to provide backup power to selected light fixtures. Lighting shall be
provided with 90+ CRI for front-of-house areas, and 80+ CRI for back-of-house areas, parking and exterior. No design for “tunable white” is
provided within this facility.
- Communications: Communications shall be provided by structured cable plant originating at the main Telecommunications Server Room
(TR) as necessary for the entire facility. The structured cable shall be comprised solely of Category 6A cable, rated for the application (riser/
plenum), routed in continuous lengths between Work area Outlet (WAO) and TR or sub-TR. WAO’s shall be comprised of 5-square back-box, with
2-1/8” depth, 1” conduit, and 1-gang mud-ring, with minimum of (4) cables per WAO unless otherwise noted on the plans. The TR shall be located,
and cable shall be routed in the space such that no cable length is in excess of EIA/TIA maximum cable lengths of 90-meters. All structured cabling
must be tested in accordance with TIA requirements by a tester calibrated within 12-months of test. Fill ratio of conveyances carrying structured
cabling (i.e. conduit, cable-tray, j-hooks, etc.) shall be no greater than 40%. Structured cabling may only be routed in cable-basket-tray, ladder-
runway (in TR), or j-hooks in fully accessible ceilings, otherwise cabling shall be in conduit. Systems served by structured cabling shall include
Wireless Access, workstation cabling, video surveillance, intrusion detection, physical access control, intercom, VoIP phones, etc.
- Miscellaneous Low-Voltage Systems: Physical Access Control, Intrusion Detection, Video Surveillance, and Intercom Systems shall also
be provided in coordination with the clarifications/assumptions provided herein and the RFP, specifically Addendum 1 requirements. System
architectures are vendor dependent.
CONCEPTUAL SITE ELECTRICAL DIAGRAM -FS 1
F&H CONSTRUCTION & LDA PARTNERS 56
II. Proposed Concept Design and Design Approach
CONCEPTUAL SITE ELECTRICAL DIAGRAM -FS 2
CONCEPTUAL SITE ELECTRICAL DIAGRAM -PD
III.
Base Project Pricing
F&H CONSTRUCTION & LDA PARTNERS 57
III. Base Project Pricing
Proposal Forms
Public Safety Facilities
City of Atascadero
Issued with Bridging Document Set
August 26, 2024
00 4330 - 1
SUBCONTRACTORS LIST
DOCUMENT 00 4330
SUBCONTRACTORS LIST
ARTICLE I – INITIAL SUBCONTRACTOR PROCUREMENT
A. Design-Build Entity shall use this sheet to list those Subcontractors who shall perform
Proposal Work that are required to be listed by the “Subletting and Subcontracting Fair
Practices Act" set forth in Public Contract Code Section 4100, et seq.
B. In accordance with Document 00 7316 (Supplementary Conditions – Insurance and
Indemnification), Exhibit 1, paragraph 1.7.j, all Subcontractors (unless an Excluded Party)
must have an Experience Modification Rate (EMR) of 1.00 or less.
Full Name, Address and
Telephone Number of
Subcontractor: Type of Work to be Performed:
Subcontractor’s
License No.
(Attach additional sheets if necessary)
ARTICLE II – SUBSEQUENT SUBCONTRACTOR PROCUREMENT
Architectural License #C28388
DIR #1000058410
Thoma Electric Inc.
3562 Empleo Street
San Luis Obispo, CA 93401
LDA Partners
222 Central Court
Stockton, CA 95204
769190
DIR #1000000812
HVAC & Plumbing
Design-Build
274276
DIR #1000002897
Boneso Brothers
2758 Concrete Court
Paso Robles, CA 93446
Electrical
Design-Build
Architectural
Design-Build
IV.
PRICING VOLUNTARY ENHANCEMENTS
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IV. Proposal Pricing - Enhancements & Alternatives
FS 1 ENHANCED SITE
PD FACADE
FS2 NEW RESIDENCE
VOLUNTARY ENHANCEMENTS
Our team has identified several enhancements for the project. Most of them
enhance the functional capability of the facility. Others reflect modifying the
aesthetic of the facility to create a less institutional facility. Our experience has
shown that public construction that appears “institutional” to the general public,
have negative connotations. These enhancements were born from discussions
within our confidential meetings.
VALUE ADDED ENHANCEMENTS
Our proposed design includes several value added enhancements to improve upon
the user functionality, efficiency,and comfort for the life of the facility. These
include:
FS1
1. Added program spaces within the building (Included) - refer to deviation report
2. Enhanced site layout for better site circulation
3. Upgraded ceiling height - 9’-0” min
4. Enhanced ceiling at training room
5. Integrated Exercise room
6. Exterior outdoor patio on second floor
7. Second Story Fire residence
8. Added storage in FD apparatus bay
9. Accessible path to ALL building components
FS2
1. Added program spaces within the building (Included) - refer to deviation report
2. New residence portion for station parity
3. Upgraded ceiling height - 9’-0” min
4. Exterior outdoor patio
5. Integrated Exercise room
6. 2 full drive through apparatus bays
7. Additional site parking
8. Accessible path to ALL building components
PD
1. Integrated server room to accommodate all racks
2. New dispatch addition
3. Upgraded ceiling height - 9’-0” min
4. Exterior patio
5. Reconfigured parking & secure parking
6. New facade to reflect civic presence
7. Accessible path to ALL building components
Training integration
We are proposing to integrate the rapeling hooks from second floor or patio.
V.
PROJECT MANAGEMENT PLAN
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PROJECT MANAGEMENT PLAN
“F&H and LDA are on the job.”
F&H Construction (F&H) prides itself on being a goal-oriented General Contractor with nearly 60 years of experience managing projects with a
keen focus on design quality and fast-track construction. While each project is unique and challenging in its own way, our familiarity with the
project type, and the design-build delivery method translates into one thing for the City of Atascadero – smooth and easy success in providing
new Public Safety Facilities for the City. We have once again teamed with LDA who is becoming the region’s premier firm for design-build and
integrated design projects. Within the past 10 years alone, LDA has participated in over 50 projects by serving as either the Bridging Architect or
as the Architect of Record. F&H and LDA thoroughly understand the process and benefits of an integrated design approach. The team recognizes
the challenges completing the design process with cost control and budgeting efforts, while maintaining the design intent and program. We are
prepared to start immediately on this exciting project!
F&H’s managerial approach to the proposed City of Atascadero Safety Facilities project features use of design-build professionals, structured in
an interactive design-build team to minimize time required to implement the project, ensure a high degree of project adaptability, and maintain a
high degree of project quality and safety. The key to an effective design-build process is to integrate both design and build resources throughout
the project so that technical issues may be addressed pro-actively during project execution.
Since our Team consists of many of the same members of the recently completed County of San Luis Obispo Animal Services facility and its
New Probation Department Building, our Design & Construction Team has already developed solid relationships. Our Design Team regards our
Construction Team members as a resource during the design phase; our Construction Team will regard our Design Team as a resource during the
construction phase.
The construction management effort includes continuous project oversight for the length of the project, including day-to-day management of
resources, budget tracking and review, weekly liaison with City staff and other personnel as required, telephone conversations, file management,
conflict and problem resolution, project staff management, accounting contracts administration, and project control. F&H’s designated focal point
for integrating the total data management effort and manage changes, additions or deletions of data items on-site is Mr. Corbett, and off-site Mr.
Seibly. Best value subcontractors will augment these personnel. We have and will continue to select qualified industry subcontractors through a
qualifications and competitive bid process.
F&H’s integrated project delivery methods provide single-source responsibility for engineering, repair, and management services from concept
through completion. Combined, the F&H Team has an established history of providing services reflecting a significant institutional knowledge of
how to work effectively with public works customers. The F&H team’s past performance and client satisfaction are the standards by which we
judge our successes. Our past performance has been outstanding as shown by key quality indicators such as client and regulator commendations,
awards, history of compliance with delivery schedule, cost control, quality of work, and re-selection for continuing services with a variety of clients.
A record of excellence, coupled with a dedication to customer service, establishes the framework for ensuring the delivery of on time, on budget,
and high-quality support for the New Public Safety Facilities.
A. ORGANIZATION & LINES OF COMMUNICATION
The key to effective coordination is to provide the City with a single point of contact: Mr. Stephen Seibly. Mr. Seibly’s authority penetrates to
every level of the Design and Construction Team. As such, Mr. Seibly will provide any and all team resources to confer and coordinate with the City
at all times through the entire duration of the project.
Clear Communication is vital to the success of a design-build project. As a result of our highly interactive approach that goes beyond our expected
on-time and on-budget objectives. Culminating in a project that when delivered, embodies the guiding principles outlined in the RFP. It will also be
completed as a result of the actions of many professionals working as one, achieving excellence in safety, quality, sustainability, and integration
into the local community.
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Our first role to each project task is to listen. By beginning each task by listening to the client and, most importantly, the end users, we are able to
understand the critical issues that define a successful project from the client’s perspectives, both young and old; City and citizen. We have found
that working with a one–on-one approach with the client fosters trust, understanding, and helps make the client an integral part of the project
team. This approach helps foster trust amongst the many entities that have ownership or interests within the new facility. We understand that
the wants and needs, and what makes a project successful from a community or individual perspective, are in many cases dramatically different
from those of the City level. Our team has significant experience in bridging that gap, finding the common core elements, and creating spaces that
everyone agrees on. Most importantly, we understand how to create spaces that minimize maintenance costs and allow for revenue generation.
This helps ensure the project’s success.
F&H will ensure that all critical success factors are addressed in a systematic and collaborative manner, promoting a successful project delivery
and exceeding the City’s expectation. We will accomplish this by implementing the following criteria items.
Staffed, Occupied, and Operational
• Develop a detailed project schedule leading up to the project completion date, with clearly defined milestones for staffing, construction,
equipment installation, and testing.
• Conduct soft launches or system tests to verify operational readiness of all systems (e.g., 911, communication systems).
• Prepare a detailed activation plan for the one-month phase, including system test, troubleshooting, and occupancy procedures.
Collaboration with City Department and Stakeholders (Project Team)
• Foster ongoing communication and collaboration between the Design-Build Entity and the Project Team throughout the project.
• Schedule regular design progress meetings with all stakeholders (Police, Fire, Public Works, IT, City Manager’s Office, etc.) to ensure
continuous alignment with project goals.
• Develop a collaborative problem-solving process to address issues and prevent delays during design and construction.
Design-Build Entity Expectations
• Fulfillment of Contract Obligations - Ensure the Design-Build Entity meets all responsibilities outlined in the Contract Documents and
Agreement, including scope, quality, and timeline expectations.
• Compliance with Regulations - Verify compliance with Federal, State, County, and City regulations throughout the design phase, ensuring
all required permits, reviews, and inspections are completed on time.
• Energy Efficiency and Sustainability - Integrate energy-efficient designs and sustainable construction practices to minimize life cycle
costs and environmental impact.
• Start-up, Testing, and Commissioning - Ensure the Design-Build Entity thoroughly tests and commissions all systems, verifying compliance
with the performance standards set in the Bridging Documents.
• Furnishing Documentation and Transition - Organize comprehensive staff training on all new systems to ensure smooth operation post-
handover
• Seamless Cutover to New 911 Systems - Develop a detailed cutover plan for the emergency communications and 911 systems to ensure
instantaneous from the old system to the new one. Facilitate rehearsal of the cutover process to ensure no interruptions to emergency
services during the transition.
We understand the needs of the City and recognize that we will need to meet the following goals and concerns of the City. We have identified the
following items that need close attention on this project, and they are as follows:
• Providing for the safety not only the construction workers but the staff and general public as well,
• Minimize disruptions to activities in the area during construction,
• Low maintenance and safety via design,
• Spaces that are appropriately scaled to the needs of the facility,
• Design compatibility with the needs of the City,
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• Design that promotes City pride.
We believe in a positive working relationship with open-book communication, the use of time-tested management methods and collaborative
planning to ensure our success. As stated previously, communication on our team, and to the client, is open and flowing. We have found that
the most successful projects have a foundation of open communication from all parties and that the best way to prevent or solve a problem is to
utilize the collective experiences and insight of others. Our team uses a structured approach to avoiding potential “rocks in the road” by engaging
the client/user in all aspects of the design and construction process and promoting “partnering” and interactive decision- making. This includes
setting up an on-going project team structure with the client, user group representatives, and ourselves. We will use a highly interactive client-
consultant process to maintain quality communication and direction.
1. Electronic Communications & Electronic Management System
Our team’s familiarity with public works facilities provides us with the strongest possible insight to the pre-planning and construction processes.
Our staff of certified professionals brings over 100 years of combined pre-construction experience. Our method of pre-construction services
incorporates many aspects essential to our proven success including the collaboration and coordination through document management being a
key item that comes into play in order to meet the goals of a project of this size. F&H uses Procore management software, which allows all team
members, including the City, Architect, design consultants and subcontractors a live look at the project. Specifically, the following items can be
viewed:
• Plans, plan addenda and RFIs can be uploaded and the latest plans will be displayed,
• Specifications, addenda and RFIs can be uploaded and the specifications will be updated,
• Schedule updates can be viewed with the latest monthly update,
• RFI logs will be displayed and each item will show its status, whose court it is in and how long they have had each item,
• All current Change Directives and Change Orders can be seen and within whose court it is in,
Our Design and Construction Teams rely heavily on electronic communications and modern technology.
• Email – We rely heavily on email and the electronic files that can be conveyed in this medium.
• Teleconferencing – All members of our team have accounts with and regularly use Teams, Zoom, Skype and GoToMeeting for weekly and
impromptu communication.
• Plans – Our combined platforms accommodate Revit and AutoCAD for both viewing and printing.
• Procore management software - including the City, Architect, design consultants and subcontractors’ access to the project.
2. Meetings and Conferences
Our team will meet regularly outlining goals and strategic objectives putting the project first and openly discussing risk and reward factors to
maximize value for the project and City of Atascadero. Communication includes holding weekly meetings / working sessions with all stakeholders
to review and address everything from safety & security, VE options, job progress, RFI’s, QA/QC and submittals to pending changes and/or
pricing. At the same time, our team establishes joint preconstruction startup meetings for each of the major trades and at major milestones to
review quality expectations and requirements of their work. This dedicated communication and commitment of our experienced team extends
through all aspects of the project, from preconstruction, through construction, to close out, and through complete commissioning of the project.
Our Design and Construction Teams have met regularly and productively during this initial bid period. We expect our Design Meetings to continue
from the 75% stage to the 100% stage, with City participation. After award, we will initiate a project “Kick-off Meeting.” All project stakeholders
will attend this meeting to establish roles and responsibilities, and the “rules of the road” for building the New Public Safety Facilities.
After an initial “Kick-off Meeting,” we will conduct bi-weekly coordination meetings with the City at the project site. We will also conduct weekly
subcontractor meetings. Mr. Seibly will be available – either in person or via communication device – for any and all meetings with the City. He will
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assign necessary support staff to conduct and attend all meetings with the City
3. Contract Administration and Procedures & Conflict Resolution
The contract administration will be coordinated, and all unlisted portions of the project will be bid by F&H Construction’s Estimating and
Preconstruction team. This team will be headed by Stephen Seibly and they will handle all aspects of the final pricing, documentation and
subcontractor listing. Once the subcontractor or supplier has been selected, F&H will provide to the owner a copy of the scope with associated
pricing for the owner’s review and reference. Upon approval by both parties, the subcontractor or/or supplier will be processed by the estimating
team and they will coordinate and provide the scope and pricing to F&H’s Contracts & Insurance Administrator who will prepare, organize, and
coordinate the company’s Client contract, subcontracts, and purchase orders in a timely manner. This activity will be processed through Procore
which allows all of F&H’s team members a live view of the documents and their status. During this step, our Risk Manager will oversee all contract
procedures to verify that all items are processed and completed correctly. Upon completion of the subcontracts and purchase orders they are
turned over to the construction team to administer.
One key aspect of any given project is the RFI process and responses of the team. It is extremely important that responses within the team to RFIs
are timely and complete. We understand that changes are to be expected and questions will be asked but working as a team and having LDA’s
commitment to a quick turnaround is critical.
“Make a plan of work, then work the plan.” - The City’s project will be set into motion by a well-planned preconstruction process. Our plan will
incorporate the fluid management of subcontractors, multiple trades, and crews between facilities. General areas of focus will be:
• Plan review of existing project submittals for constructability and coordination.
• Review of upcoming submittals packages to achieve timely review and bidding potential.
• Value Analysis / Value Engineering of cost-effectiveness, material selections, general construction practices, and potential problem
areas.
• Long lead and specialty equipment items will be identified and tracked so installations will be seamlessly incorporated at the appropriate
times.
• Develop and provide phased bid packages to expedite the construction of the facility.
Strong leadership at the top allows people to use a collaborative approach to conflict. Without a clear, communicated vision of where the Team is
going, people can get into disagreements that go beyond the surface level as every person in the organization struggles to develop top-level goals
and a defining identity. When a strong manager develops a mission and communicates objectives to the team, people have common ground to work
from to address conflict collaboratively. What develops from this approach is a positive view of conflict. We create an environment where it easier
to work together than to “bump heads.” We create a Team. While a commitment to collaboration and teamwork is a part of our mission statement,
conflicts can still arise. We take great pride that in nearly 60 years of corporate history, we have had only a handful of conflicts reach the point
of litigation. We seek to find the win-win scenario. We seek to resolve all conflicts fairly with respect and collaboration.
4. Project Scheduling
Our team is made up of experienced builders and we have a proven track record in expediting schedules. Our team understands how long each
specific task takes and we have melded the activities in a logical sequence while working together with our scheduler, Joe George. Our team has
already prepared a base line schedule, in Primavera P6, and the base line schedule and are including a condensed version in an 11x17 format, into
three pages for the proposal. We will have the full schedule available to present during our interview.
F&H understands the project specific risks and challenges associated with public safety facility projects; therefore, we have prepared in advance
to mitigate these items. The team has developed the following critical items and dates required to complete the project on time:
• Start of Construction dates required to meet the proposed contract duration,
• Subcontractor selection deadlines,
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• Critical submittal review schedules for the City and LDA,
• Drop-dead dates for Procurement & Delivery of long-lead materials and equipment,
• Starting and completion dates for Electrical and Mechanical Systems – they drive the critical path
• Weatherizing the site as needed – Early completion of curbs & base rock at driveways and parking lots
When preparing our schedule, we reached out to our key subcontractors to receiving their input into the schedule and their commitment to bid your
project, if awarded to F&H, this allows us to be confident in our schedule durations.
In constructing every project, there are always specific items that need to be addressed, which is why we advocate schedule collaboration with the
City. Working with the City we will identify key dates, needs, and milestones. Once we are awarded the project we expect to sit down with the entire
team and together address any concerns. Working back from when the facility is scheduled to start, we need to address the move-in requirements
of the staff. Public Safety facilities are subject to unique standards and security measures, which need to be completed correctly and that is what
F&H does. We look forward to reviewing this schedule with you and fine tuning any concerns to meet all stakeholders needs.
F&H has over our nearly 60 years of experience building and managing projects and we have developed a keen focus on quality, fast-track/Lean
construction, and risk mitigation. F&H has created a strong team of construction professionals with experience in collaborating with agencies and
architects to build projects on time.
B. QUALITY ASSURANCE / QUALITY CONTROL
Quality Control is the cornerstone of our design and construction methodology. F&H’s quality policy is based on the fundamental concept that the
control of quality is a team obligation that recognizes that quality is built into every aspect of the project. Our team will provide quality products
and services that meet or exceed requirements, delivered safely, on time, and within budget. Quality work will be the responsibility of every
individual performing the work. Quality will be obtained through appropriate planning and control of work operations and by specific quality control
activities such as reviewing, checking, inspecting, testing, and quality surveillance/audit.
The F&H Quality Control Officer will develop a Site-Specific Quality Control Management Plan (QCMP) that will describe the overall policies,
program, organizational responsibilities, procedures, and the means of ensuring that all items of work are in conformance with the contract
drawings and specifications. Further, the QCMP will describe the processes, procedures and details of reviews and checks that will be performed on
the design of the project components, and the inspections and tests that will be performed on construction materials and workmanship to ensure
the overall quality of the constructed project.
The QCMP will describe and define participant roles; quality review responsibilities and activities; quality requirements for design/construction
integration; the specific quality measures and application instructions; and necessary quality assurance (QA) documentation and verifications to
which technical reports, project documents, design drawings, engineering calculations and construction documentation must comply.
The QCMP will include:
• A Statement of F&H’s Quality Control Policy, which include our goals and objectives, along with our inspection process;
• The names and qualifications of our project representatives, including the QC Manager, the Alternate QC Manager, the SSHO, Project
Manager, Site Manager and other QC Specialists;
• The Duties, Responsibilities and Authority of QC personnel, which flow from the corporate level to the project level;
• Identification of outside organizations, including the owner’s testing agency, that will support the QC effort;
• Appointment letters authorizing the QC Manager and his representatives the authority to stop work and rectify defective work;
• Submittal procedures and the Initial Submittal Register, along with deliverable expectations and record documentation requirements;
• The Testing Plan and Testing Log
• Procedures to Complete Rework Items, including the control and prevention of non-conforming materials, and the correction and
prevention actions employed by QC personnel;
• Documentation Procedures;
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• A List of the Definable Features of Work, from procurement through the delivery, storage, handling and placement of all materials;
• The Procedures for Performing the Three Phases of Quality Control: Preparatory Phase, Initial Phase, and Follow-up Phase;
• A Personnel Matrix for all individuals responsible for Quality Control;
• The Procedures for Completion, including Punch List Inspection, Pre-Final Inspection and Final Inspection;
• The Training Procedures and Training Log for individuals with project specific Quality Control responsibilities;
• And a list of the forms used throughout the Quality Control process.
F&H strongly embraces the concept of quality construction, confident that robust Quality Control practices make for less rework, greater profits,
timely delivery, satisfied clients, and structures and physical assets that stand for well beyond their life expectancy. Quality Control is a practice
well-ingrained in our work process, and a practice we embrace whole heartedly.
C. SAFETY AND SECURITY
The best Health and Safety Programs involve every level of the Team’s organization. Our Team will instill a safety culture that takes a proactive
approach to reduce accidents for workers as much as possible. Safety throughout the project will be ensured through our proven Safety
Management Plan, Construction Safety Plan, and trained personnel who have carried out these activities on prior projects.
Our Safety Management Plan will be in compliance with all pertinent provisions of the latest version USACE’s Safety and Health Requirements
Manual EM 385-1-1. Construction Safety Methods that will be used on this project include a Project Specific Site Health and Safety Plan, an
Emergency Response Plan, an Accident Prevention Pan (APP) with Activity Hazard Analyses (AHA), a dedicated Safety Health Officer (SHO), daily
safety tailgate meetings, and required safety training. All of these methods have been successfully implemented on prior projects. If any health and
safety deficiencies are identified, then corrective action is immediately implemented by the authorized safety personnel to ensure safe conditions.
Specialty subcontractors that perform specific unique activities (e.g., dewatering, placement of reinforcing, etc.) will prepare the safety plans and/
or job hazard analysis related to that activity or task. The safety procedures will be reviewed and accepted by the F&H Health and Safety Manager
and the procedures will be incorporate into the Safety protocols for the project. All subcontractors will be required to adhere to the Site Safety
Plans generated by F&H Construction.
The F&H Construction SHO will develop a Project Specific Site Health and Safety Plan. Typically, this plan will encompass the following
topics:
• A Signature Page, which will be a record copy of all individuals working on the site;
• Background Information, which will contain project information and the activities that require hazard analysis;
• A Statement of F&H’s Safety and Health Policy, which include our goals and objectives, along with our accident avoidance experience;
• Responsibilities and Lines of Authority, which flow from the corporate level to the project level, identify the Competent and Qualified
Persons, the tools available to them for non-compliance, and our written procedures for holding managers and supervisors accountable
for safety;
• Subcontractor and Supplier requirements, including the submission of MSDS information particular to each trade and discipline;
• Training and Certifications that are required by individuals performing specific tasks, along with the requirements for emergency response
planning;
• Safety and Health Inspections, for both on-site and off-site work;
• Procedures for Accident Reporting;
• Site Specific Plans, including spill plans, firefighting plans, respiratory protection, heat/cold stress monitoring plans, float plans,
excavation and trenching plans, fall protection and prevention plans, emergency evacuation plan, lift and erection plans, and confined
space program plans, etc.
The Project Specific Site Health and Safety Plan will be signed by corporate leadership and will unequivocally establish the SHO’s stop-work
authority over F&H and all subcontractor activities.
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Our Experience Modification Rate (EMR) for the past three premium years are as follows:
• 2024 – 0.68
• 2023 – 0.80
• 2022 – 0.77
Site Monitoring and Security – We are able to view the project remotely with the use of Oxblue camera system that transmit “live” to any computer
with internet access. This system allows the entire team, the ability to watch the construction progress live and view videos of the project over a
duration of time. We also provide electronic Tattletale™ devices to ensure site security during construction.
D. UTILITY COORDINATION PLAN
Proposed site utilities will be coordinated with the building connection points based on the interior MEP design. Site utilities will be designed such
that they do not conflict with proposed or existing improvements.
The key to this aspect, as mentioned earlier is communication. That entails communication with the City and its various departments, communication
with the City, various utility agencies, as well as communication with those who may be on the same lateral or main lines. By engaging the City
and other agencies earlier we are better able to determine actual sizes of both wet and dry utilities, as well as head off potential underground
conflicts in the field. Additionally we can better resolve any potential upgrades to off site utilities and infrastructure the City may require, These are
identified early in the design process with each utility agency so that the necessary deliverables and lead times can be established and tracked.
E. CONSTRUCTION TRAFFIC MANAGEMENT
In conjunction with City staff, F&H will develop a Traffic Plan in order to minimize traffic impact on the community and adjacent City Facilities.
Accordingly, we will develop a Plan that addresses:
• The construction area will be enclosed with chain link fence and gates
• Warning signs will be placed near the beginning of the work site and well ahead of the work site to alert approaching traffic
• Proposed temporary lane and/or road closures if needed
• Assessment of traffic impacts on affected roads during construction hours
• Traffic management measures (cones, sign boards, etc.)
• Provisions for emergency vehicles, heavy vehicles, cyclists and pedestrians
• The effect of proposed traffic management measures in adjoining streets
• Proposed notification processes to alert the public in advance of implementation traffic management measures.
F. COMMISSIONING AND TRAINING
Specifications for the commissioning of the project will be developed in collaboration with the City and its commissioning agent over the final
25% design phase. The F&H/LDA Team can satisfy the requirements to place each building component and each system into proper service for
complete asset delivery at project completion,
OTHER PROJECT MANAGEMENT PLAN CONSIDERATIONS
Storm Water Pollution Prevention
Site specific SWPPP will be created with the certified Tully Consulting Group as the QSD and QSP on the project. Site Specific plan will ensure an
effective combination of erosion, sediment control, and dust control in accordance with the current code.
Mitigated Negative Declaration Condition Implementation
Implementing the conditions of the MND revolves around a 3 step process that ensures accurate review and the MND and mitigating all conditions
1. Review the Initial Study & Project Information.
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This section introduces the project and the MND document and discusses the project description including location, setting, and specifics of the
lead agency and contacts well as potential issues. This section summarizes the impacts and lists the mitigation measures identified in the Initial
Study and proposes findings that would allow adoption of this document as the CEQA review document for the proposed project.
2. Initial Study Checklist( Exhibit B of the MND). This section discusses the CEQA environmental topics and checklist questions and identifies the
potential for impacts and proposed mitigation measures to avoid these impacts, as well as helps understand the rational behind them..
3. Create and implement a mitigation matrix.
The Project Design Manager and the Project architect review each condition of approval as a checklist prior to the submission of DD and CD sets to
the City. A simple spreadsheet is created from the Conditions and utilized to determine if the item has been checked off, if it needs more discussion,
or is for a separate phase of the project (ie construction related mitigation items). This document is used to show progress and establish who is
responsible for the mitigation action ( design or construction). Not only does this show how and when and item was mitigated, but also who was
responsible for its implementation.
Systems / Design Confirmation
System and design confirmation is a two part process. Part one revolves around the Project Design Manager (Daniel Hoff) who is responsible to
review the project design against the design intent of the criteria documents as well as engaging the City core team on ways to improve the overall
design and function of the facility. In this sense the PDM acts as the liaison between the criteria and the final design. The PDM also verifies pricing
in real time ensuring that the project maintains its budget and schedule.
The other process is the responsibility of the deign team and the Project Architect, which is design oversight and record keeping. This begins
with the program confirmation phase of the project. Upon selection and ratification of a Contract the design team will hold a confirmation kick
-off meeting and charrette. This starts the process of reviewing all decisions to date, the rational for them, and seeing if ideas or processes have
changed in that time frame. The design team will review the proposed design with the City to ensure that the right decisions are being made as
the project moves forward into construction documents. During the design phase we would propose to have confirmation and design meetings
every two weeks through Design Development. This allows the City the full opportunity to review the design while in process. For example,
during the programing confirmation process at the San Luis Obispo County Animal Shelter, on-going in depth discussion were held between the
County and the Design team. The result was that the County realized that many of the assumptions and recommendations that were part of the
criteria documents were determined to be not as important as other items that were omitted from the same criteria. This goes back to why we feel
communication between all parties is one of the most important components for the Project Team.
Waste Management
The environmental demands on construction projects continue to grow, as does our need to chart, track and document our recycling and waste
management achievements. Accordingly, we will make early contact with the local waste collection firm to plan for all construction and minor
demolition generated debris. All required material recycling percentages will be achieved with either on-site or off-site sorting.
BIM Execution
We utilize BIM software (Revit) for all of our projects. This allows the everyone to understand the project in its truest form. Revit allows us to build
the project 3-dimensionally before the “first shovel is in the ground”. This proves to be a valuable tool in the design process since we can now
“see” potential conflicts before they happen. As the project evolves we can show the client what each space will look like as the design progresses.
Changes can be made in “real time” before the client’s eyes so that input and decisions can be made quickly. For record documents, Revit files can
be saved in an AutoCAD format for archiving.
Our pre-construction team is experienced with Building Information Modeling (BIM) technologies allowing for coordination of the unique systems
and structures as may be warranted or requested. BIM will be used as a resource to immediately resolve problems before they could arise during
construction. At the start of the project, F&H, will prepare a BIM execution plan that defines and describes how we will implement BIM on this
project. This plan will include collaboration team members and contact information, project goals and objectives, collaborative process map, a
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detailed BIM modeling plan, a detailed BIM analysis plan, and a detailed collaboration plan. Early BIM planning will help us to drive early decision-
making, design convergence, and design quality control.
It will also help us later, in construction, to resolve complex construction sequencing, reduce schedule time and change orders, and increase
field productivity, safety, and construction quality. The key will be to produce a well-thought-out design early in the design-build process. We
will do this by using BIM to develop an accurate and detailed virtual model of the design to be built. That BIM model will help us gain a greater
understanding of the proposed design through visual presentation, analysis, simulation, and discussion.
Record Documents
The purpose of the Project Record Documents is to provide the City with factual information regarding all aspects of the Work, both concealed
and visible, to enable future location, identification and modification of the Work without lengthy and expensive site measurement, investigation
or examination. We will include a specification for Record Documents and make them part of the Contract Documents for the entire Construction
Team. We will confer with the City in the final month of design to develop the formats for which Record Documents shall be delivered. It is customary
to deliver Record Documents within 20 days after Substantial Completion.
We expect the Record Document protocol will include an encompassing digital AutoCAD file that includes all the information of the As-Built
Drawings and any other graphical information in the As-Built Drawings. It shall include the overall Work, utility system layout and associated
parcel boundaries and easements. Feature point, line and polygon information for new or altered Work and all accompanying geodetic control and
survey data shall be included. The surveyor’s certified As-Built Asset Attribute Data shall be added to the As-Built Drawings and Surveyor shall
electronically seal the data in a comma-delineated ASCII format (txt).
Document management is a key item that comes into play in order to meet a schedule on a project of this size. F&H uses Procore management
software, which allows all team members, including the City, Architect, consultants and subcontractors a live look at the project. Specifically, the
following items can be viewed:
• Plans, plan addenda and RFIs can be uploaded and the latest plans will be displayed,
• Specifications, addenda and RFIs can be uploaded and the specifications will be updated,
• Schedule updates can be viewed with the latest monthly update,
• RFI logs will be displayed and each item will show its status, whose court it is in and how long they have had each item,
• All current Change Directives and Change Orders can be seen and within whose court it is in,
During the construction process, F&H will maintain, update, and report the schedule as construction moves forward. At each weekly meeting we will
present a three-week look-ahead schedule showing what was completed over the past week and what we have planned for the next three. Each
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month, we will provide a schedule update and this information will be available for the entire team to view in Procore.
F&H takes pride in utilizing the Lean building techniques which allow us to complete projects on time and in some cases early. Brendan Corbett
and Todd LaRose have a proven record of using these methods to expedite a project schedule and obtaining the team’s goals. By self-performing
several of the key structural aspects of the project, namely concrete and rough carpentry, our team can control the schedule. These practices
enable us to meet and exceed the goals of the project.
Building with Lean construction methods, we follow the following process:
• Prefabricate edge forms, construction joints, and even using a CNC machine to fabricating templates while the earthwork and building
pads are being established,
• Prefabricating completed wall sections, either on-site or off-site, with all blocking and plywood incorporated. This is done while the
concrete foundations and the slab-on-grade is being constructed. Allowing the walls to be erected and completed in a matter of weeks
in lieu of a couple months,
• Prefabricating completed roof sections on-site with all blocking and plywood incorporated while the walls are being erected and the
building concrete is being constructed. Once the walls are erected, lined and completed, we can immediately begin setting the roof panels.
Building with this process allows us to further control the project schedule and in fact cut time out of the critical path. This process assists in
controlling quality and safety, but the biggest item is the costs savings to the City. For example, the above image is an example of a roof section
that was built and set immediately after the walls had been completed.
Monthly Report
F&H will provide a variety of daily, weekly and monthly reports. Daily reports will entail a full report of the jobsite activities, including weather,
subcontractors working, labor force, deliveries, jobsite visitors, and noteworthy activities.
Weekly reports will include:
• Meeting minutes from the prior week’s Owner’s meeting
• Meeting agendas from the current week’s Owner’s meeting
• Meeting minutes from the prior week’s Subcontractors’ meeting
• Meeting agendas from the current week’s Subcontractors’ meeting
• Three-week “Look Ahead” schedule
• RFI and Submittal Logs
• Weekly Tailgate Meetings
• Certified payroll
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SAN LUIS OBISPO COUNTY PROBATION BUILDING UNDER CONSTRUCTION
Monthly reports will include:
• Monthly Status Reports (MSR’s) – this report not only conveys areas of oversight, change and modification, but is also an effective
communication tool for all project stakeholders
• Percentage complete and balance to finish for each schedule of value line item
• Progress billing and lien releases
• Schedule updates
Transition and Close-out
Close-out specifications will also be developed in collaboration with the City over the final 25% design phase. We would expect that the close-out
specifications will entail, at the minimum, the following topics:
• Operations and Maintenance Manuals for all construction system components
• Training Documentation for City staff and consultants
• The turn-over of “attic stock” materials
• Warranties
• Test data reports
• Record Documents
“Close-out of the project is really the final product.”
F&H understands the importance of the final details. We want to make sure that the City and staff are getting what they paid for and deserve.
We know the path to accountability may be through LDA Partners, other design team members and an Independent Testing or Commissioning
Agent all who will inspect each of the project’s systems. We will work hand-in-hand with each of them, so you can be rest assured that the quality
of the construction and all of its equipment and components are as specified in the contract and completed to your satisfaction.
“F&H believes that repeat business is the most important business”
We will be only a phone call away to resolve any warranty and closeout issues that the City might face. It is critical for us at F&H to provide a
quality project and to build a strong relationship with the client. Making us work harder to sustain an outstanding reputation in our community.
VI.
PRELIMINARY BASELINE DESIGN/
CONSTRUCTION SCHEDULE
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VI. Preliminary Baseline Design/Construction Schedule
SCHEDULE OVERVIEW
Our baseline schedule is broken into 3 components -
Administrative, Pre- Construction, and Construction. Per
the RFP we are tracking a NTP of approx December 2,
2024, with a final completion date of April 13, 2027.
As part of our proposal, we are utilized a 4 part permit
process.
Part 1 is for Police Department Dispatch Addition and
Facade
Part 2 is for Police Renovation & Site
Part 3 is for Fire Station #1
Part for is for Fire Station #2
Typical City review periods for each phase are approx 2
weeks.
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VI. Preliminary Baseline Design/Construction Schedule
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VI. Preliminary Baseline Design/Construction Schedule
VII.
LIFE-CYCLE COSTS
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VII. Life Cycle Costs
LIFE CYCLE OVERVIEW
The foundation of our team’s design-build philosophy is to provide the best value
for the client over the entire life of the building. Decisions made during the proposal
phase and through the completion of construction focus on quality of materials,
performance and maintainability of systems, and overall life cycle cost versus
lowest first cost. Our team is comprised of industry leaders who offer cutting-edge
designs, knowledge of market conditions, constructibility analysis and lessons
learned from previous projects. These factors ensure we will provide balanced
design of future-forward concepts and cost effectiveness for the Animal Services
facility. While it is extremely difficult to get an accurate assessment of overall life-
cycle costs, we have extrapolated data from other facilities and combined it with
information we know about the proposed Public Safety Facilities.
ENERGY ANALYSIS SOFTWARE & WEATHER PROFILE
A building’s energy use and associated cost is directly related to how the system
interfaces with the building’s envelope, occupancy, internal heat and associated
lighting systems and the local weather trends of the area.
The conceptual building will be modeled using EnergyPro 7.2 Building Energy
Analysis Software, developed by EnergySoft Corporation and approved by the
California Energy Commission for Title-24 Energy Code compliance simulation. The
weather data file used was for the City of Atascadero with peak outdoor design
conditions overridden for the local Design Temperatures indicated in the HVAC
Criteria documents.
WEATHER PROFILE
The BIN Weather data for Atascadero, CA will be used for
the annual energy simulations. The “bin method” refers
to a procedure where monthly weather data is sorted
into discrete groups (bins) of weather conditions. Each
bin contains the number of average hours of occurrence
during a month or year of a particular range of weather
condition.
LIFE CYCLE COST ANALYSIS
The Federal Energy Management Program’s Life Cycle
Cost Program Model BLCC 5.3-15 will be used to evaluate
the Life Cycle Cost of the project based on the assumptions
made. The BLCC program conducts economic analyses by
evaluating the relative cost of a system over the life of 30
years.
Throughout the design/build process, our team will provide
ideas to improve the life cycle cost, functionality and
quality of the building systems. The team will also provide
continuous cost/benefit feedback for stake-holder’s
consideration so the correct decisions can be made.
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VII. Life Cycle Costs