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Building for tomorrow’s leaders 1
Los Angeles Community College District PROGRAM MANAGEMENT SERVICES
Early Buy Out of 2009 Solar Photovoltaic System at Colleges
Facilities Master Planning and Oversight Committee September 21, 2016
Building for tomorrow’s leaders 2
Summary of District Photovoltaic Systems
• There are 6 solar photovoltaic (PV) systems at Harbor, Pierce, East and Southwest requiring early lease buyout decisions:
# College Project Name Manufacturer System Size (kW DC)
1 LAHC Carports - Parking Lots 6 & 8 - Phase 1 Schott 1,118.4
2 LAHC Carports - Parking Lot 6 & 7 - Phase 2 Schott 988.8
3 LAPC Carports - Parking Lot 6 Solar World 798.0
4 ELAC Thin-Film Roof Mounted PV Systems at CDC, MG, WG, AUD, PF & AS Unisolar 308.9
5 ELAC Carports - NW Parking PV System Expansion - Phase 2 Kyocera 305.8
6 LASC Carports - Parking Lot 3 Solar World 724.5
Building for tomorrow’s leaders 3
Each PV Lease Involves 3 Contracts Ground Lease – 35-year, no cost lease of PV Sites to CCD Solar
Master Equipment Lease (MEL) – 20-year equipment lease from CCD Solar with only two purchase options: Early Buyout in year 6 at set price or end of lease at Fair Market Value (FMV) • Early Buyout deadline is Oct 30, 2016. No other buyout until end
of lease. • If neither buyout option is exercised District must dismantle and
return system to Lessor unless Lessor elects to keep system in place through remaining 15 years of Ground Lease and power no longer belongs to College
O&M Agreement – 20-year contract with Chevron Energy Solutions (now Opterra Energy Services). • Maintenance required only to meet guaranteed power output or
payment to District for power shortfalls. • This is not a warranty repair contract • O&M contracts remain in place after EBO at College’s discretion
Building for tomorrow’s leaders 4
PV System Buyouts - Status Update • Independent Fair Market Value (FMV) assessment for 2009 EBO and
buyout contract Good Faith review by Outside Counsel complete
Buyout Alternatives:
PV System Alternative I
Execute total or partial buyout of leases per EBO date and set price for systems.
PV System Alternative II
Continue to make annual payments for the remaining 14 years of the lease and buyout at FMV. Funding for buyout at end of lease have not been reserved.
PV System Alternative III
Continue to make annual payments for the remaining 14 years of the lease and then dismantle and return to lessor.
Building for tomorrow’s leaders 5
System 1 – LAHC: 1118.4kW Carport
Considerations • Schott panel glass is
flaking. • System is performing
above energy projection
Recommendation: Exercise EBO of $2,055,765 Alternative I $2,055,765 EBO _________ $2,055,765 Total
Alternative II $2,101,706 Lease $1,131,003 FMV buyout $3,232,709 Total
Alternative III $2,101,706 Lease $2,578,768 Return $4,680,474 Total
EBO price $2,055,765 Remaining lease $2,101,706 FMV buyout $1,131,003 Dismantle & return $2,578,768 Replacement cost $3,932,201 Energy production +6.5% NPV 20 years $1,683,721 NPV 30 years $2,814,724 ROI Alternative I 240% ROI Alternative II 94% ROI Alternative III -6%
Building for tomorrow’s leaders 6
System 2 – LAHC: 988.8kW Carport
Considerations • Schott panel glass is
flaking • System is performing
above energy projection
Alternative I $2,128,434 EBO _________ $2,128,434 Total
Alternative II $2,349,164 Lease $ 644,623 FMV buyout $2,993,787 Total
Alternative III $2,349,164 Lease $2,297,474 Return $4,646,638 Total
Recommendation: Exercise EBO of $2,128,434
EBO price $2,128,434 Remaining lease $2,349,164 FMV buyout $644,623 Dismantle & return $2,297,474 Replacement cost $3,471,804 Energy production +1.3% NPV 20 years $1,472,632 NPV 30 years $2,117,255 ROI Alternative I 161% ROI Alternative II 69% ROI Alternative III -18%
Building for tomorrow’s leaders 7
System 3 – LAPC: 798kW Carport
Considerations • System is performing
above energy projection
Alternative I $898,511 EBO _______ $898,511 Total
Alternative II $ 963,125 Lease $ 843,997 FMV buyout $1,807,122 Total
Alternative III $ 963,125 Lease $2,509,341 Return $3,472,466 Total
Recommendation: Exercise EBO of $898,511
EBO price $898,511 Remaining lease $963,125 FMV buyout $843,997 Dismantle & return $2,509,341 Replacement cost $2,486,569 Energy production +8.7% NPV 20 years $1,531,560 NPV 30 years $2,375,557 ROI Alternative I 206% ROI Alternative II 90% ROI Alternative III -37%
Building for tomorrow’s leaders 8
System 4 – ELAC: 308.9kW Roof Thin Film
Considerations • System is integral with
roof • System is performing
below projection • O&M contract energy
performance guarantee bundled with System 5
• Current FMV $602,355
Alternative I $222,408 EBO _______ $222,408 Total
Alternative II $ 34,687 Lease $288,449 FMV buyout $323,136 Total
Alternative III $ 34,687 Lease $418,133 Return $452,820 Total
Recommendation: Exercise EBO of $222,408
EBO price $222,408 Remaining lease $34,687 FMV buyout $288,449 Dismantle & return $418,133 Replacement cost $1,277,272 Energy production -8.1% NPV 20 years $562,589 NPV 30 years $851,038 ROI Alternative I 294% ROI Alternative II 209% ROI Alternative III 72%
Building for tomorrow’s leaders 9
System 5 – ELAC: 305.8kW Carport
Considerations • O&M contract energy
performance guarantee is bundled with System 4
Alternative I $242,791 EBO _______ $242,791 Total
Alternative II $130,425 Lease $340,425 FMV buyout $470,555 Total
Alternative III $ 130,425 Lease $ 939,668 Return $1,070,093 Total
Recommendation: Exercise EBO of $242,791
EBO price $242,791 Remaining lease $130,425 FMV buyout $340,130 Dismantle & return $939,668 Replacement cost $1,095,382 Energy production -3.8% NPV 20 years $645,360 NPV 30 years $985,490 ROI Alternative I 281% ROI Alternative II 171% ROI Alternative III -9%
Building for tomorrow’s leaders 10
System 6 – LASC: 724.5kW Carport
Considerations • System is out performing
energy projection
Alternative I $471,140 EBO _______ $471,140 Total
Alternative II $ 265,591 Lease $1,026,067 FMV buyout $1,291,658 Total
Alternative III $ 265,591 Lease $2,762,944 Return $3,028,535 Total
Recommendation: Exercise EBO of $471,140
EBO price $471,140 Remaining lease $265,591 FMV buyout $1,026,067 Dismantle & return $2,762,944 Replacement cost $2,302,363 Energy production +6.0% NPV 20 years $1,858,518 NPV 30 years $2,884,585 ROI Alternative I 418% ROI Alternative II 197% ROI Alternative III -14%
Building for tomorrow’s leaders 11
2009 Solar PV System Summary
It is recommended that the District exercise the EBO option for all systems (Alternative I)
• EBO option execution date: 10/30/2016
• 2009 Solar PV Bank Escrow Account balance as of September 30, 2016 – $6,116,385
• Alternative I EBO – $6,019,049
• Alternative II Lease and FMV buyout – $10,118,697
• Alternative III Lease and return – $17,351,026
Building for tomorrow’s leaders 13
Financial Analysis of EBO
Financial analysis is based on:
Independent FMV analysis cost estimates for equipment and components including invertor replacement
Actual power production vs. guarantied production
Exclusion of O&M costs
NPV analysis at 20 years (lease duration) and 30 years (useful life of the system)
FMV at end of 20 year lease period was estimated to be the value of the power generation less O&M costs and inverter replacement costs at the end of the 30 year system life
Building for tomorrow’s leaders 14
Schott Panel Glass Cracking • Lease agreement is similar to a car lease
– O&M agreement is for energy output not repair – As Lessee, LACCD has responsibility for PV system
including casualty insurance
• Chevron has transferred all action to Opterra Energy Services & refuses to take any further action
• LACCD has not approved assign- ment of contract to Opterra
• Recommend proceeding with Repair project development
Building for tomorrow’s leaders 15
LAHC
Parking Lot 7, Phase 2
Parking Lot 8, Phase 1
Parking Lot 6, Phase 1
Parking Lot 6, Phase 2
Building for tomorrow’s leaders 17
ELAC – Phase 2 - Northwest Parking Lot Solar Photovoltaic Array
Phase 2
Building for tomorrow’s leaders 18
ELAC Roof Mounted Thin-Film PV Systems
A1 – Child Development Center
G3 - Auditorium
C1 – Men’s Gymnasium H9 – Plant Facilities
P1 – Auto Technology
E9 - Women’s Gymnasium
Building for tomorrow’s leaders 19
ELAC Roof Mounted Thin-Film PV Systems
A1 – Child Development Center
G3 - Auditorium
C1 – Men’s Gymnasium H9 – Plant Facilities
P1 – Auto Technology
E9 - Women’s Gymnasium
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
Los Angeles Southwest College School of Math + Science
September 21, 2016
Facilities Master Planning and Oversight Committee
1
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
PROJECT DESCRIPTION • New Lecture Hall & Lab Building • Two Story • 26,790 SF • Type V-B • Steel Framed • Fully Sprinklered SCHEDULE ESTIMATED CONTRACT VALUE $15.5M- $16.0M PROJECT DELIVERY Design-Build
Design Phase Completion: Projected DSA Permit:
Construction Substantial Completion: Close-Out Phase Completion:
Spring Quarter
Nov. 2016 Sep. 2017 Dec. 2018 Jan. 2019 Feb. 2019
2
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
PROGRAM DESCRIPTION School of Math + Science INSTRUCTIONAL SPACES 1 LARGE LECTURE HALL 9 LABS • Physiology Lab • Biology Lab • Anatomy Lab • Biotech Lab • Micro Biology Lab • Geology Lab • Physical Science Lab • 2 Chemistry Labs
3
10 FACULTY OFFICES • 9 Office Spaces • 1 Dean’s Office
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
SUSTAINABLE GOAL LEED Certified SUSTAINABLE FEATURES Energy Efficient Strategies • 20% - 24% Energy Savings • High Efficiency Mechanical Systems • LED Light Fixtures • “Cool” Roofing System • High Performance Building
Envelope Water Use Reduction • Water Use Reduction by 25% - 30% • Water Efficient Landscaping
(50% Savings) • Drought Tolerant Planting
Recycling Strategies • Recycling Stations • Recycled Materials • Construction Waste
Management Interior Environments • Low VOC Interior Materials • Low Maintenance & Durable
Materials • Walk-Off Mats • Glazing to Maximize Daylight
4
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
School of Math + Science Building
Campus Map
Scale: NTS
N
5
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
Site Plan
NEW MATH + SCIENCE
BUILDING
POTENTIAL FUTURE
BUILDING AREA
Scale: NTS
N
6
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
Floor Plan Level 1
General Biology Lab
Anatomy Lab
Physiology Lab
Men’s
Women’s
Janitor
Elect. Prep. Room
Elev. EQP
Mech.
Study Room
Micro Biology Lab
Biology Stock Room
Lecture Hall
Prep Room
Data Hazmat
Autoclave
Specimen
Prep Room
Anatomy Stock
Fac Rec. Dean’s
Office
Office 2
Office 3
Office 4
Office 5
Office 6
Office 7
Office 8
Office 9
Office 10
UNI
Conf. Room
Scale: NTS
N
36 36 36
80 36
# Number of Students
7
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
Floor Plan Level 2
Chemistry Lab
Chemistry Stock Room
Chemistry Lab Prep
Room
Instr
Hazmat
Biotech (W) Lab
Geology Lab
Geo Stock Room
Physical Science Lab
Corridor
Prep Data Elect
Jan
Shaft
Roof Deck
Ext. Corridor
Scale: NTS
N
36 36 36
36 36
# Number of Students
8
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
Perspective Views
Southeast Aerial View
Deep Overhang Cool Roof
Stucco Finish over High Performance Walls
High Performance Glazing
9
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
Perspective Views
Southeast View
10
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
Northwest View
Perspective Views
11
Building for tomorrow’s leaders
Place Campus logo here
11/08/13 – R8
[year] Facilities Master Plan Update
Q & A
12
LEED 2009 for New Construction and Major Renovations Los Angeles Southwest College School of Math and Science
Project Checklist 09.09.2016
17 8 1 Possible Points: 26Y ? N Y ? N
Y Prereq 1 1 1 Credit 4 1 to 2
1 Credit 1 1 1 1 Credit 5 1 to 2
5 Credit 2 5 1 Credit 6 Rapidly Renewable Materials 1
1 Credit 3 Brownfield Redevelopment 1 1 Credit 7 1
6 Credit 4.1 6
1 Credit 4.2 1 8 7 Possible Points: 153 Credit 4.3 Alternative Transportation—Low-Emitting and Fuel-Efficient Vehicles 3
2 Credit 4.4 2 Y Prereq 1
1 Credit 5.1 Site Development—Protect or Restore Habitat 1 Y Prereq 2
1 Credit 5.2 Site Development—Maximize Open Space 1 1 Credit 1 1
1 Credit 6.1 Stormwater Design—Quantity Control 1 1 Credit 2 1
1 Credit 6.2 Stormwater Design—Quality Control 1 1 Credit 3.1 1
1 Credit 7.1 Heat Island Effect—Non-roof 1 1 Credit 3.2 1
1 Credit 7.2 1 1 Credit 4.1 1
1 Credit 8 Light Pollution Reduction 1 1 Credit 4.2 1
1 Credit 4.3 1
4 6 Possible Points: 10 1 Credit 4.4 1
1 Credit 5 1
Y Prereq 1 1 Credit 6.1 Controllability of Systems—Lighting 1
2 2 Credit 1 Water Efficient Landscaping 2 to 4 1 Credit 6.2 1
2 Credit 2 Innovative Wastewater Technologies 2 1 Credit 7.1 1
2 2 Credit 3 2 to 4 1 Credit 7.2 Thermal Comfort—Verification 1
1 Credit 8.1 1
11 4 20 Possible Points: 35 1 Credit 8.2 1
Y Prereq 1 2 4 Possible Points: 6Y Prereq 2
Y Prereq 3 1 Credit 1.1 1
5 1 13 Credit 1 1 to 19 1 Credit 1.2 1
7 Credit 2 1 to 7 1 Credit 1.3 1
2 Credit 3 2 1 Credit 1.4 1
2 Credit 4 2 1 Credit 1.5 1
3 Credit 5 3 1 Credit 2 1
2 Credit 6 2
2 2 Possible Points: 44 4 6 Possible Points: 14
1 Credit 1.1 1
Y Prereq 1 1 Credit 1.2 1
3 Credit 1.1 1 to 3 1 Credit 1.3 1
1 Credit 1.2 Building Reuse—Maintain 50% of Interior Non-Structural Elements 1 1 Credit 1.4 1
2 Credit 2 1 to 2
2 Credit 3 1 to 2 48 35 27 Possible Points: 110Certified 40 to 49 points Silver 50 to 59 points Gold 60 to 79 points Platinum 80 to 110
Construction IAQ Management Plan—During Construction
Outdoor Air Delivery Monitoring
Indoor Environmental Quality
Minimum Indoor Air Quality Performance
Environmental Tobacco Smoke (ETS) Control
Increased Ventilation
Regional Priority Credits
Innovation and Design Process
Green Power
Water Use Reduction
Minimum Energy Performance
Fundamental Refrigerant Management
Daylight and Views—Views
LEED Accredited Professional
Daylight and Views—Daylight
Low-Emitting Materials—Adhesives and Sealants
Low-Emitting Materials—Paints and Coatings
Optimize Energy Performance
Energy and Atmosphere
Water Use Reduction—20% Reduction
Low-Emitting Materials—Composite Wood and Agrifiber Products
Low-Emitting Materials—Flooring Systems
Indoor Chemical and Pollutant Source Control
Thermal Comfort—Design
Controllability of Systems—Thermal Comfort
Sustainable Sites
Alternative Transportation—Public Transportation Access
Site Selection
Development Density and Community Connectivity
Construction Activity Pollution Prevention
Construction IAQ Management Plan—Before Occupancy
Materials and Resources, Continued
Water Efficiency
Building Reuse—Maintain Existing Walls, Floors, and Roof
Alternative Transportation—Parking Capacity
Heat Island Effect—Roof
Recycled Content
Regional Materials
Certified Wood
Alternative Transportation—Bicycle Storage and Changing Rooms
Materials Reuse
Storage and Collection of Recyclables
Materials and Resources
Fundamental Commissioning of Building Energy Systems
TotalConstruction Waste Management
Enhanced Commissioning
On-Site Renewable Energy
Enhanced Refrigerant Management
Regional Priority: Specific Credit
Regional Priority: Specific Credit
Regional Priority: Specific Credit
Regional Priority: Specific Credit
Measurement and Verification
Innovation in Design: Specific Title
Innovation in Design: Specific Title
Innovation in Design: Specific Title
Innovation in Design: Specific Title
Innovation in Design: Specific Title
Form DES-0015-A Page 1 of 2 Rev.06.29.15
LOS ANGELES COMMUNITY COLLEGE DISTRICT DEPARTMENT OF FACILITIES PLANNING AND DEVELOPMENT
SUSTAINABLE BUILDING PROGRAM
FACILITIES MASTER PLANNING & OVERSIGHT COMMITTEE (FMP&OC) MEETING LEED PROJECT EXECUTIVE SUMMARY
College Name: Los Angeles Southwest College LACCD Project Name: School of Math and Science LACCD Project Number: 06S-36S.5618.03.01 College Project Director: Mark Al-Soufi Design Build Team: Harper Construction / Sillman Wright Architects
Project Description: The Los Angeles Community College District (LACCD) campus at Los Angeles Southwest College proposes to design and construct a new School of Math and Science (SoMS) building at the site located between the existing Cox Building and Fitness Wellness Center. The project site was previously occupied by the former Lecture Lab Building (recently known as the School of Math & Sciences Building), which has been demolished. The proposed building will be a two-story tall steel frame structure located at the east end of the site, and designed to be compatible with existing campus architecture and fit within the proposed Campus Design Guidelines.
The new Two Story Math and Science building has been organized for structural and functional efficiency, featuring an external corridor on the first level and internal double loaded corridor at the second level with sculptural exterior stairs at the east and west ends. An elevator at the west end provides equal access. The one story Office Suite features an internal double loaded corridor.
The program for the School of Math and Science includes classrooms, laboratories, stockrooms, storage, a shared lecture hall, and administrative spaces for faculty in support of Life Sciences, Chemistry, Physics, and Earth Sciences. LACCD and Building User Group have approved the resulting building plan and design.
Building Construction Use: Educational/Classrooms Occupancy: B Building Type: V-B Number of Stories: 2 Fully Sprinklered First Level Area = 14,461 SF Second Level Area = 12,329 SF TOTAL= 26,790 SF
Form DES-0015-A Page 2 of 2 Rev.06.29.15
LOS ANGELES COMMUNITY COLLEGE DISTRICT DEPARTMENT OF FACILITIES PLANNING AND DEVELOPMENT
SUSTAINABLE BUILDING PROGRAM
Relevant Statistics:
The design-build project has a construction cost of $15.5 to 16 Million.
Schedule: Expected Design Phase Completion: September 2017 Expected Construction Phase Completion: December 2018 Expected Close-Out Phase Completion: January 2019 Sustainable Features: The project is expected to achieve a minimum of 42 LEED™ points for a LEED™ certified rating. Some of the sustainable features include: A. Landscape 1. Storm Water Management System 2. Low Water Irrigation use 50% Water Savings 3. Drought Tolerant Landscape B. Water Use Reduction 1. Water Use Reduction (by 20% - 25%) C. Recycling Strategies 1. Dedicated Recycling Stations 2. Recycled Materials 3. Construction Waste Management D. Interior Environments 1. Low VOC Interior Materials 2. Low Maintanace & Durable Materials 3. Walk Off Mats at Major Entries E. Energy Efficient Strategies 1. 20% - 24% Energy Savings 2. High Efficiency Mechanical Systems 3. Occupancy Sensors for Lighting 4. High Efficiency Led Light Fixtures 5. Daylight Sensors for Lighting 6. "Cool" Roofing System 7. High Performance Glass (Dual Pane Low-E Glazing) 8. Energy Star Rated Appliances
IMPERIAL HIGHWAY
WE
ST
ER
NA
VE
NU
E
Building for tomorrow’s leaders 1
Los Angeles Community College District PROGRAM MANAGEMENT SERVICES
Program Management Office Semi-Annual Report
Facilities Master Planning & Oversight Committee September 21, 2016
Building for tomorrow’s leaders 2
Build-LACCD Financial Summary
A-1 A-2 B C D E F=B-E
Variance Explanation(s)
Funding Dec 2015
Funding Mar 2016
Current Funding Jun 2016
Contracted Jun 2016
Expended Jun 2016
EAC Jun 2016
Variance Funding - EAC
Colleges $4.75 B $4.75 B $4.75 B $4.26 B $3.97 B $4.75 B $ - N/A
Satellites $330.37 M $330.37 M $330.03 M $216.79 M $210.29 M $335.91 M $(5.89) M Funding adjustment pending District resolution.
Central Services $541.02 M $542.95 M $542.95 M $445.22 M $392.80 M $542.93 M $19 K
EAC adjustment not captured by Dashboard data run due to timing issue. Resolved to show zero variance.
Districtwide Initiatives $374.65 M $378.73 M $378.73 M $208.67 M $163.22 M $378.73 M $ - N/A
Retire District Debt & Refinance
$117.16 M $117.16 M $117.16 M $109.64 M $109.64 M $117.16 M $ - N/A
District Bond Contingency $14.64 M $12.72 M $13.07 M $ - $ - $1.53 M $11.54 M N/A
Program Reserve $133.17 M $130.87 M $130.87 M $ - $ - $ - $130.87 M N/A
TOTAL $6.26 B $6.26 B $6.26 B $5.24 B $4.85 B $ 6.13 B $136.54 M
Source: June 2016 Dashboard Report
As of June 2016
Building for tomorrow’s leaders 3
College-Level Financial Summary
A-1 A-2 B C D E F=B-E
Variance Explanation(s)
Funding Dec 2015
Funding Mar 2016
Current Funding Jun 2016
Contracted Jun 2016
Expended Jun 2016
EAC Jun 2016
Variance Funding - EAC
City $568.44 M $568.44 M $568.44 M $487.88 M $465.35 M $568.44 M $ - N/A
East $664.82 M $664.82 M $664.82 M $627.23 M $596.46 M $664.82 M $ - N/A
Harbor $449.24 M $449.24 M $450.74 M $440.09 M $388.28 M $450.74 M $ - N/A
Mission $445.51 M $445.51 M $445.51 M $420.50 M $408.32 M $445.51 M $ - N/A
Pierce $625.06 M $625.06 M $625.06 M $503.00 M $459.58 M $625.06 M $ - N/A
Southwest $405.39 M $405.39 M $405.47 M $391.06 M $372.52 M $405.47 M $ - N/A
Trade $582.29 M $582.29 M $582.29 M $469.14 M $451.37 M $582.29 M $ - N/A
Valley $612.49 M $612.70 M $612.70 M $562.14 M $471.45 M $612.70 M $ - N/A
West $400.91 M $399.13 M $399.13 M $362.25 M $357.44 M $399.13 M $ - N/A
TOTAL $4.75 B $4.75 B $4.75 B $4.26 B $3.97 B $4.75 B $ -
Southgate* $192.40 M $192.40 M $192.40 M $74.60 M $68.64 M $ 192.40 M $ - N/A
Source: June 2016 Dashboard Report
As of June 2016
* Southgate is included within the Satellites category per the Dashboard report.
Building for tomorrow’s leaders 4
Cash Flow & Invoicing
0
50
100
150
200
250
Jan Feb Mar Apr May Jun
No.
of I
nvoi
ces
Invoices Submitted
GC MATOC
January – June 2016
$17.2
$9.8
$23.9 $22.8
$20.3
$23.0
$15.0
$18.8
$22.5
$22.9
$26.4
$25.2
$7
$12
$17
$22
$27
$32
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Mill
ion
Cash Flow
0
10
20
30
40
Jan Feb Mar Apr May Jun
No.
of D
ays
Invoice Process Time*
GC MATOC
Projected
Chart does not include 40J college projects such as ADA, Stormwater, Technology, Energy, etc.
* # of days between received date at the CPT/PMO and the date the check is cut
Building for tomorrow’s leaders 5
As of June 2016 Risk Program Update
Risk Register Development: February – April 2016 • Continued development of college and PMO risk registers • Risks were opened, reviewed, updated, and closed, as necessary Cost Workshops: May – June 2016 • Cost and schedule matrices developed • Workshops with college project teams and PMO department leads
conducted • Individual existing risk descriptions refined or closed • New risks identified; mitigation strategies discussed • Cost and schedule impact values assigned
Risk Model Execution: July 2016 - Current • Model results being ran (results based on an 80% confidence level).
Expected completion – August 2016
Next Steps: • Review risk model results with District – August 2016 • Review risk model results with college presidents– September 2016
Building for tomorrow’s leaders 6
College Projects Status Summary As of June 2016
34 36 36 34
29
31
22 22 22
16
11 11
30 32
36 37 41
46 49 49
44
49 53 53
34 34
33 32
33 31 35 34
31
20 19 19
0
10
20
30
40
50
60
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
No.
of P
roje
cts
PlanningDesign/DSAConstruction
Projected
Building for tomorrow’s leaders 7
Work in Place & Remaining Funds
$38
$67
$3 $17 $20
$42
$7
$38
$54
$15
$126
$86
$124
$67
$46
$180
$36
$154 $166
$59
$0$20$40$60$80
$100$120$140$160$180$200
Mill
ion
Work in Place* Remaining Funds
* Value of work in place for projects from January through December 2016. ** Southgate is included within the Satellites category per the Dashboard report.
As of June 2016
Building for tomorrow’s leaders 8
$0$10$20$30$40$50$60$70$80$90
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Mill
ion
New Contract Awards
Design Construction Other
Procurement Activity Summary
10
58 47
77
54
34
0
20
40
60
80
100
Jan Feb Mar Apr May Jun
No.
of T
.O.s
Task Orders (T.O.) Issued
29
50 46 37
47 56
0102030405060
Jan Feb Mar Apr May JunN
o. o
f P.O
.s
Purchase Orders (P.O.) Issued
$1.3
$2.4 $2.7 $2.7
$4.6
$3.3
$-
$1.0
$2.0
$3.0
$4.0
$5.0
Jan Feb Mar Apr May Jun
Mill
ion
Value of T.O.s and P.O.s Issued
January – June 2016
Projected
Building for tomorrow’s leaders 9
LSEDV Contract Award Breakdown
Contract Category Total Firms
LSEDV Firms
LSEDV Firms with
Task Orders
Non-LSEDV
Firms with Task
Orders Staff Augmentation 180 126 35 14
Architecture/Engineering 19 8 6 9
Environmental 12 6 6 6
Inspector of Record 18 13 7 4
Laboratory of Record 9 5 5 4
Whole Bldg. Commissioning 11 3 2 5
Professional Services 249 161 61 42
Construction Companies 51 20 N/A N/A
LSEDV : Local, Small, Emerging, Disabled Veteran-Owned
300 Total
Companies
181 LSEDV
Companies
60% Task Orders awarded to
LSEDV
As of June 2016
Building for tomorrow’s leaders 10
DSA Certification
25 projects closed with certification (CWC) Construction Value: $160M
0
5
10
15
20
25
30
Jan-16 Jun-16
No.
of P
roje
cts
Closed without Certification Trend
College Projects CWC Jan – Jun 2016
City 3
East 3
Harbor 4
Mission 0
Pierce 5
Southwest 1
Trade 4
Valley 2
West 3
TOTAL 25
Projects CWOC Jan 2016
Remaining CWOC Jun 2016
2 4
6 5
4 0
1 2
3 4
3 0
1 2
4 2
2 0
26 19
27% drop in total projects closed without certification (CWOC)
As of June 2016
Building for tomorrow’s leaders 11
NAICS: North American Industry Classification System
TRIR: Total Recordable Incident
Rate
Safety Report
63,010 72,459 73,489
100,474 87,138 87,599
0
20,000
40,000
60,000
80,000
100,000
120,000
Jan Feb Mar Apr May Jun
Construction Labor Hours*
As of June 2016
0
2
1 1
0
2
0
1
2
3
Jan Feb Mar Apr May Jun
Incidents
* hours for construction labor covered by OCIP
Jan – Jun 2016
6 Recordables 2015 NAICS Avg. 3.2
TRIR Goal: 3.2
TRIR Actual: 3.0
Building for tomorrow’s leaders 12
Local Worker Hire Performance As of June 2016
56%
41% 36%
28%
30%
22%
25%
50%
31%
34%
27%
35%
30% 33%
45%
30% 29%
58%
36%
37%
34%
0%
10%
20%
30%
40%
50%
60%
70%
02,0004,0006,0008,000
10,00012,00014,00016,000
Hou
rs
Total WorkersLocal Workers
Local Workers
35.08%
1186 local workers of 3381 workers total*
Local Worker Hours
40.43%
173,879 local worker hours of 430,055
hours total* * Cumulative since Oct ‘14
Building for tomorrow’s leaders 13
Monthly Key Performance Indicators
• New criteria established and implemented for the Change Order KPI effective April 2016
• New KPI under development: Invoice Timing – ‘B2GNow Bookends’ • KPI Comparison Report (January 2016 vs. June 2016):
As of June 2016
New Criteria Criteria in Dev.
Building for tomorrow’s leaders 14
QA/QC Achievements
Assessment Focus Assessment Criteria SOP Access/Quality CPT able to access/navigate through internal Standard
Operating Procedures site, forms on BuildLACCD public website, and centrally filed CPT staff meeting materials
Document Control/Closeout College projects follow Master File Index in hard/soft copy files; knowledge of closeout process; proficiency with ProjectWise
Risk Register Access CPT able to access/utilize functionality in risk register; planned mitigation strategies “due by” dates are updated
DSA CPT able to provide design/DSA related documentation and access respective DSA box(es)
Safety CPT able to provide safety plans for college projects and acknowledgement of acceptance of safety plans
CPT Quality Assessment Results
Compliant Needs Improvement Unsatisfactory Compliance Pending Upcoming Audit
Building for tomorrow’s leaders 1
Los Angeles Community College District PROGRAM MANAGEMENT SERVICES
Procurement Status Update
Facilities Master Planning and Oversight Committee September 2016
Building for tomorrow’s leaders 2
Procurement Summary: January to August 2016
10
58 47 77
54 34
80 37
0
50
100
No.
of T
.O.s
Task Orders Issued
29 50 46 37 47 56 51 47
0204060
No.
of P
.O.s
Purchase Orders Issued
$1.3 $2.4 $2.7 $2.7
$4.6 $3.3
$5.4
$2.8
$-
$2.0
$4.0
$6.0
Mill
ions
Value of TO’s & PO’s Issued
Task Orders & Purchase Orders Procured, January – August 2016: Issued 397 Professional Services
Task Orders Issued 363 FF&E Purchase Orders Total Goods and Services Procured:
$25.1 M
Current Procurement Activity: 6 projects totaling $159.4M Professional Services totaling $2.4M Ongoing Prequalified Service
Provider (LSEDV) Task Orders Zero Protests received in 2016
Building for tomorrow’s leaders 3
Contract Awards: Past 6 Months, Next 3 Months
0102030405060708090
Mar
-16
Apr
-16
May
-16
Jun-
16
Jul-1
6
Aug
-16
Sep
-16
Oct
-16
Nov
-16
Dec
-16
Awar
ds ($
M)
Design Construction Other
Projected
Contracts are bidding for award in Q3/Q4 2016
Prequalified Service Providers (LSEDV)
$25M Awarded
UPCOMING AWARDS: $159.4M October 2016 – $72.9M Trade Culinary Arts, $51.8M West Technology Learning
Center, $17.1M West Energy Efficiency
Project, $2.5M OCIP Ombudsman, $360k VDK Roof Repair, $1.15M November 2016 – $81.0M ELAC Southgate, $81.0M December 2016 – $5.5M Civil Engineer Bench, $2.0M Valley Campus Center, $3.5M
Building for tomorrow’s leaders 4
Prequalified Service Providers LSEDV Awards $25 M authorized for Prequalified Bench (LSEDV). $22 M remaining. 13 Projects awarded to Prequalified Bench LSEDV contractors since award of bench contracts in April, totaling $2.9M.
College Project Name Amount ($ M) Status
West Performing Arts Amphitheater $0.54 Awarded
West Central Plant Phase 2 (Newly Awarded) $1.04 Awarded
West Physical Education Resource Center $0.35 Awarded
East Plant Facilities Building Fire Line $0.13 Awarded
East Concrete Pads $0.02 Awarded
Pierce Horticulture Demolition $0.29 Awarded
Pierce EEC Swale Fence Relocation $0.09 Awarded
Southwest Phase 1 and Phase 2 TAI $0.09 Awarded
Pierce PE Facilities General $0.20 Awarded
Harbor LLRC Additional Work $0.02 Awarded
City Pallet Racks $0.02 Awarded
City Temporary Facilities $0.12 Awarded
Mission Parking Lot D (40J) $0.06 Awarded
City Demo Men's Gym $0.90 To be Bid
Valley Storm Water Upgrade $1.60 To be Bid
Building for tomorrow’s leaders 6
LSEDV Contract Award Breakdown
Contract Category Total Firms
LSEDV Firms
LSEDV Firms with
Task Orders
Non-LSEDV Firms with
Task Orders
Staff Augmentation 180 126 35 14
Architecture/Engineering 19 8 6 9
Environmental 12 6 6 6
Inspector of Record 18 13 7 4
Laboratory of Record 9 5 5 4 Whole Bldg. Commissioning 11 3 2 5
Professional Services 249 161 61 42
Construction Companies 51 20 3 (PQSP) N/A
LSEDV : Local, Small, Emerging, Disabled Veterans
300 Total
Companies
181 LSEDV
Companies
60% Task Orders awarded to
LSEDV Figures are not totaled under the “Total Companies” and “LSEDV Companies” to avoid double-counting.
June 2016
Building for tomorrow’s leaders 7
LSEDV Contract Award Breakdown
Contract Category Total Firms
LSEDV Firms
LSEDV Firms with
Task Orders
Non-LSEDV Firms with
Task Orders
Staff Augmentation 180 126 35 14
Architecture/Engineering 41 27 6 9
Environmental 20 11 6 6
Inspector of Record 18 13 7 4
Laboratory of Record 9 5 5 4 Whole Bldg. Commissioning 11 3 2 5
Professional Services 279 185 61 42
Construction Companies 51 20 N/A N/A Pre-Qualified Service Providers (PQSP) 48 45 13 0
LSEDV : Local, Small, Emerging, Disabled Veterans
378 Total
Companies
250 LSEDV
Companies
64% Task Orders awarded to
LSEDV
Figures are not totaled under the “Total Companies” and “LSEDV Companies” to avoid double-counting.
August 2016
Building for Tomorrow’s Leaders
LACCD Program Management 1055 Corporate Center Drive Monterey Park, California 91754 www.buildlaccd.org 323.981.7200 tel
MEMORANDUM
DATE: September 14, 2016
TO: James D. O’Reilly, Chief Facilities Executive
FROM: Sunil Shah, IT Project Director
SUBJECT: 40J Technology Update
Summary
This Memorandum provides additional background information regarding the upcoming presentation to the Facilities Master Planning and Oversight Committee (FMP&OC) on September 21, 2016 titled “40J Technology Update and District-wide Information Technology Assessment Findings.”
The IT Next Steps Action Plan, which was adopted by the Board of Trustees on May 21, 2015 (Com. No. FPD3) has been followed and completion of the final requirement is underway. Implementation of a District-wide IT Strategic Execution Plan will follow.
I. Timeline
December 17, 2014
Presentation made to FMP&OC regarding Program Management Office (PMO) analysis of the 40J IT Account, Bond counsel determination of limits of eligibility for IT to be Bond funded, and confirmation of cessation of spending on matters not eligible.
April 29, 2015
Presentation made to FMP&OC regarding the Districtwide IT Account including information regarding: account background, current financial status, portfolio summary, Projects Not Moving Forward, Non-Advisable Projects, and the following Next Steps Action Plan:
1. The Program Management Office ("PMO") will manage the District-wide IT program with the same rigor as the remainder of the building program;
2. The PMO will transfer any Non-Advisable Projects and contracts to the District;
3. The PMO will continue discussions with the District's IT stakeholders to develop a Strategic Execution Plan ("SEP") to meet the current needs of the District;
4. The PMO will align the SEP with findings and recommendations from prior independent reviews and Bond counsel; and
5. The PMO will reallocate funds within the District-wide IT program to address the needs of the SEP.
Building for Tomorrow’s Leaders
The Next Steps Action Plan was advanced to the Board of Trustees for consideration.
May 21, 2015
The Board of Trustees adopted the Next Steps Action Plan (Com. No. FPD3).
September 30, 2015
A presenation was made to FMP&OC that included proposed college-specific IT priorities previously considered by the Technology Policy & Planning Committee (TPPC) and college stakeholders. As a result, FMP&OC noted the establishment of priorities should be a more inclusive process and should lead to a more uniform and Districtwide IT Strategic Execution Plan.
November 18, 2015
The Joint Task Force for Information Technology was established including representation from the TPPC, the District Administrative Council, and the District Technology Council. District and PMO staff served as resources to the Joint Task Force. Administration from all colleges and satellites participated including Vice Presidents of Administrative Services, IT Managers and Staff, and Facilities Managers. The Los Angeles County Sheriff's Department – Community College Bureau also participated as a key stakeholder. A recommendation was made to perform a Districtwide IT Assessment by a third party in three categories: 1) Baseline Infrastructure; 2) Safety and Emergency Response; and 3) Instructional Systems.
February 15, 2016
Task Order No. 50364 was issued by the PMO to TK Design/Burwood Group/Paxbello for the Districtwide IT Assessment. A Joint Task Force kickoff meeting was held along with kickoff meetings at nine colleg locations.
September 8, 2016
The Districtwide IT Assessment is completed and the Joint Task Force approves moving forward with a Strategic Execution Plan (SEP) aligned with recommendations by the third party consultant.
II. Progress Report on Next Steps
The PMO has followed the Next Steps Action Plan and completed Items 1 through 4. Item 5 is underway.
III. Conclusion
The PMO has engaged with the Joint Task Force, College Administrators, and a third party consultant to develop a uniform Districtwide Technology Strategic Execution Plan with implementation funding currently available.
Page 2 of 2
Building for tomorrow’s leaders 1
Los Angeles Community College District PROGRAM MANAGEMENT SERVICES
Facilities Master Planning & Oversight Committee
District-wide Information Technology
Assessment Findings and 40J Technology Update
September 21, 2016
Building for tomorrow’s leaders 2
Agenda
• Introductions • Assessment Goals • Stakeholders • Assessment Categories • Assessment Findings and Recommendations • Proposed 40J Technology Strategic Execution Plan • Next Steps
Building for tomorrow’s leaders 3
Assessment Goal & History
Nov 2015
April 2015 November 2015 September 2016
College specific priorities presented to FM&POC and direction was issued to establish
a more inclusive process
Districtwide IT account status presented to
FMP&OC
Assessment findings,
recommendations, and SEP presented
to FMP&OC
GOAL: To develop a Measure J Bond eligible District-wide
solution that brings baseline uniformity to the Colleges
September 2015
Joint Task Force established and
recommendation is made to perform a
Districtwide IT Assessment by a
third party
Building for tomorrow’s leaders 4
Stakeholders
Technology Policy and Planning Committee District Administrative Council District Technology Council Build-LACCD
Joint Task Force (JTF)
VPs of Administration IT Managers and Staff Facilities Managers LA County Sheriff's Department – CC Bureau
College Stakeholders
Consulting Team Burwood Group TK Design Paxbello
Building for tomorrow’s leaders 5
Assessment Categories
3) Instructional Systems
2) Safety and Emergency Response Systems
1) Baseline Infrastructure
Building for tomorrow’s leaders 7
Baseline Infrastructure
Sub Category Key Findings Primary Recommendations Backup and Recovery
• Onsite backup is insufficient for college needs.
• Offsite backup systems are limited across the district.
• Implement capabilities to restore education critical systems in event of disaster.
Cybersecurity • End of life and end of support hardware is in use.
• Replace end of life critical cybersecurity hardware.
Telephone and Mass Notification
• E911 functionality unavailable in older phone systems.
• Insufficient public address coverage and integration.
• Implement a digital voice system with E911 automatic location identification.
• Implement standard public address capability.
Building for tomorrow’s leaders 8
Safety and Emergency Response Sub Category Key Findings Primary Recommendations Emergency Phones
• Lack of emergency phones in classrooms.
• Limited strategy for outdoor emergency phone deployment.
• Implement emergency phones in all classrooms.
• Develop a master plan for emergency phone deployment at each college.
Access Control (Card Readers)
• Inconsistent deployment of access control.
• Physical keys being used. • Enterprise access control
system deployed but not adopted.
• Implement standardized access control system.
Video Surveillance
• Ineffective and inefficient CCTV camera technology.
• Ineffective camera placement.
• Insufficient long term video archiving capability.
• Implement strategic guidelines to install new cameras to improve monitoring angles.
• Increase video archive capability.
Building for tomorrow’s leaders 9
Instructional Systems
Sub Category Key Findings Primary Recommendations
Onsite Instructional Systems
• Inconsistent deployment of audio visual (A/V) systems across the district.
• High number of analog systems in use.
• No centralized system management capabilities.
• Develop district wide A/V deployment standards.
• Convert all analog systems to digital.
• Implement centralized management system.
Distance Education
• Inadequate deployment of lecture capture and virtual lab capability for distance learning.
• Implement a standard distance education toolset for real-time distance learning.
Building for tomorrow’s leaders 10
Rating Scale
0 • None • Not
Deployed.
1 • High risk to
delivery of education.
• Does not meet technology standards.
2 • Potential for
high risk to delivery of education.
• Meets limited standards.
3 • Medium risk
to delivery of education.
• Meets standard baseline deployment.
4 • Low risk to
delivery of education.
• Standard baseline deployment and industry best practices.
• Minimal risk to delivery of education.
• Exceeds standards baseline deployment and industry best practices.
5
Building for tomorrow’s leaders 11
Assessment Ratings – Current State
0 1 2 3 4 5 Low Score High Score
Assessment Category LACC ELAC LAHC LAMC LAPC LASC LATTC LAVC VDK WLAC ESC
Base
line
Infr
astr
uctu
re
Networking 2 3 2 3 2 2 3 3 2 3 3
Wi-Fi 2 2 3 2 2 3 3 2 2 2 2
Voice 2 3 1 2 2 2 2 2 2 2 1
Servers 2 3 2 3 2 3 3 3 3 3 3
Storage 2 3 2 3 2 4 3 2 3 2 2
Backup 2 2 2 2 2 2 2 2 2 2 2
Safety and Emergency Response 1 1 1 1 2 1 1 1 1 1 4
Instructional Systems 1 2 2 3 2 1 2 1 2 2 0 Non Bond Eligible Assessment Items
Base
line
Infr
astr
uctu
re
Virtual Desktops 0 2 3 3 3 0 2 2 0 0 3 Accounts and Email 2 2 1 2 1 2 3 1 2 1 2
Building for tomorrow’s leaders 12
Projected Post-Implementation Score
0 1 2 3 4 5 Low Score High Score
Assessment Category LACC ELAC LAHC LAMC LAPC LASC LATTC LAVC VDK WLAC ESC
Base
line
Infr
astr
uctu
re
Networking 4 4 4 4 4 4 4 4 4 4 4
Wi-Fi 3 3 3 3 3 3 3 3 3 3 3
Voice 4 4 4 4 4 4 4 4 4 4 4
Servers 3 3 3 3 3 3 3 3 3 3 3
Storage 4 4 4 4 4 4 4 4 4 4 4
Backup 4 4 4 4 4 4 4 4 4 4 4
Safety and Emergency Response 3 3 3 3 3 3 3 3 3 3 4
Instructional Systems 3 3 3 3 3 3 3 3 3 3 0 Non Bond Eligible Assessment Items
Base
line
Infr
astr
uctu
re
Virtual Desktops 0 2 3 3 3 0 2 2 0 0 3 Accounts and Email 2 2 1 2 1 2 3 1 2 1 2
Building for tomorrow’s leaders 13
40J Technology Strategic Execution Plan Baseline Infrastructure Backup, Disaster Recovery, Business Continuity Hardware and Software Firewall and Cybersecurity Deployment Network Cabinet and Cabling Enhancement Core Network Deployment Data Storage Capacity Enhancement Wi-Fi Controller and Access Point Deployment VoIP Phone System Upgrade Leased Bandwidth
Safety & Emergency Response Mass Notification Deployment Access Control Deployment CCTV Deployment and Surveillance Monitoring SAP Security and Mobility Enhancements Emergency Phone Deployment
Instructional Systems Digital Classroom Deployment Distance Education Toolset Standard Resource Management System Deployment
Building for tomorrow’s leaders 16 16
Vs.
Exposed network cables in a classroom pose security and connectivity risks
Enclosed and lockable cabinet mounted high on wall
Network Cabinets
Building for tomorrow’s leaders 17 17
Vs.
Improper cable management poses risk to timely network administration
Proper cable management improves airflow, and enhances network administration capability.
Network Closets
Building for tomorrow’s leaders 18 18
Facial Recognition Vs Situational Awareness
CCTV Technology Capability
Building for tomorrow’s leaders 20
40J Technology Reallocation
*Indicates a project in which funds were transferred into the 40J from a pre-existing college bond project.
Initiative Current Budget Spent Budget Remaining Reallocation
Technology Coordinators $8,026,926 $8,026,654 $272 $272
Student Information System (SIS) $46,068,040 $24,446,337 $21,621,703 $21,621,703
Connect LACCD Network $27,452,547 $58,887 $27,393,660 $27,393,660
One card System (Physical Security) and Monitoring $6,000,000 $4,915,709 $1,084,291 $0
Facility Management (CMMS) and Building Management interface $6,009,377 $6,009,377 $0 $0
Standards, Process Mapping and Program Strategy/ Management $8,731,964 $6,047,725 $2,684,240 $2,684,240
Servers & Support Equipment $18,117,151 $6,293,945 $11,823,206 $11,823,206
Distance Education Collaboration $10,000 $0 $10,000 $10,000 Media Lab Enhancement $10,000 $0 $10,000 $10,000 Project Support $367,649 $338,178 $29,471 $29,471
ProjectWise $2,068,837 $2,012,899 $55,937 $0
IT Program Management $3,853,522 $2,905,742 $947,780 $947,780
Physical Security and Hardware* $7,208,299 $560,142 $6,648,157 $0
TOTAL $133,924,312 $61,615,596 $72,308,717 $64,520,331