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Colorado Mountain College Facility Condition Assessment #823-18P

GLENWOOD SPRINGS, COLORADO

NOVEMBER 26, 2018; REV 1. 1/9/19

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COLORADO MOUNTAIN COLLEGE

#823-18P FACILITY CONDITION ASSESSMENT | 9

Colorado Mountain College

Facility Condition Assessment Proposal

FCA APPROACH OVERVIEW

McKinstry has assembled a best-in-class team that is fully resourced, trained, and ready to execute an extremely detailed and accurate in-depth assessment of all CMC facilities. Our approach will be informed by decades of team member and company experience. We will describe each specific piece of equipment and construction object whether is above a ceiling tile, hidden in a closet, or within a larger piece of equipment. We will spend the time needed to analyze every aspect of all the CMC facilities and create a multi-year roadmap articulating the condition, cost, risk, and need for the district to utilize for years to come.

Our FCA process includes both quantitative and qualitative assessments. The qualitative assessment incorporates professional experience and first-hand knowledge derived from site assessments of building elements. Quantitative assessment includes capture of field data for all MEP equipment, architectural systems, and site equipment and amenities; and integration with industry data regarding equipment and facilities lifecycle and cost. Our meticulous, comprehensive approach to combining expertise, intelligence, data and analytics leads to a robust, reliable determination of facility condition.

Our process is as follows:

CMC’s

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PROJECT SCHEDULE

There are several ways to accommodate an outstanding FCA deliverable by engaging with CMC staff and conducting site audits. Our proposed schedule is flexible based on any coordination or inclement weather issues that may arise, and we want to assure CMC that we will meet your request for a May 1, 2019 Draft Review and completion prior to mid-June 2019 so that you may share the results of the FCA with your board.

Below, we have listed the buildings that were provided by CMC for this RFP. We have used this list to estimate our on-site labor hours and develop our preliminary approach to site visits as described on the following page.

Residential Campuses

Leadville Campus | Leadville

• New Discovery (1999): 27,000-SF

• Library (2007): 10,800-SF

• College Center (1978): 6,675-SF

• Crown Point (1975): 15,816-SF

• Residence Hall (1996): 32,000-SF

• Rattlin’ Jack (2011): 1,100-SF

• Climax Building (2010): 15,000-SF

Roaring Fork at Spring Valley | Glenwood Springs

• Calaway Academic (1998): 37,000-SF

• College Center (1980/11): 33,092-SF

• Quigley Library (1976): 13,126-SF

• Sopris Hall (1996): 50,000-SF

• Vet Tech Hospital: (1992): 4,061-SF

• Vet Tech Admin/Class (1973): 5,600-SF

• Outdoor Ed/Theater (2003): 2,400-SF

• Sheffield Science Center (2007): 5,680-SF

• Equine Barn (2006): 2,592-SF

• Maintenance Bldgs (1972/80): 9,790-SF

• Miscellaneous Bldgs: 9,848-SF

Alpine Campus | Steamboat Springs

• Hill Hall(1996): 50,000-SF

• Bristol Hall (1992): 43,503-SF

• Academic Building (2012): 68,902-SF

• Anderson (1999/09): 8,600-SF

Commuter Campuses

Aspen Campus | Aspen

• Morgridge Center (2000): 33,000-SF

Summit Campus at Breckenridge

• Breckenridge (2009): 36,760-SF

Carbondale Campus | Carbondale

• Lappala Center (1996): 9,900-SF

Glenwood Springs

• Morgridge Commons (2017): 19,000-SF

• CMC Parking Structure at Morgidge Commons

• Glenwood Center (1981): 35,605-SF

• Central Services (1890/1970): 46,588-SF* *FCA Completed

Summit Campus at Dillon

• Dillon Center (1970): 15,800-SF

• Dillon Annex (1970): 3,860-SF

Buena Vista Campus | Buena Vista

• Buena Vista (2005): 7,988-SF

Rifle Campus | Rifle

• Encana Academic (2007): 33,833-SF

• Garage (2013): 1,500-SF

Vail Valley | Edwards

• Vail Valley Building (2004/11): 64,297-SF

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Team Collaboration and Alignment

It is clear to the McKinstry team the extent of detail, site time, and deep analysis CMC is requiring as a part of this assessment. We understand how to work around and with school hours to ensure our schedule can continue to progress while not disrupting actual class use in anyway. We will develop a strategy to assess non-invasive elements such as exterior elements, mechanical rooms, grounds etc. to take place throughout occupied hours and functional space such as classrooms, corridors, and offices to be assessed without impact to operations.

Collaboration with Colorado Mountain College

Partnering for success with CMC staff and leadership is our #1 priority. We will have developed a schedule and process to leverage as much existing knowledge from the facilities staff, share everything we learn with CMC staff, and train (when appropriate) on specific systems throughout this process.

We know your time is precious. We will communicate clearly and adhere to a detailed schedule to ensure our meetings, site escorts, and presentations are an excellent and informative time for CMC staff.

On-Site Audits

Based on campus sizes and proximities, our on-site plan includes one week to site audit Glenwood, Rifle, Spring Valley, Carbondale, and Aspen, followed by another week for Dillon, Edwards, Leadville, Buena Vista, and Breckenridge, as well as a half-week trip for Steamboat Springs campus. Upon selection of McKinstry as your FCA partner, we will work diligently with Facilities Management to coordinate the on-site activities.

Anticipated Project Schedule

Contracting – January 2019 Information Collection and Document Review – February 2019 On-Site Audits – March 2019 Estimating & Analysis – March/April 2019 Deliver Draft Report – prior to May 1, 2019 Final Report – prior to May 31, 2019

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FACILITY CONDITION ASSESSMENT PROCESS DETAILS

Using non-invasive, non-destructive testing and observation methods (such as infrared thermographic and radar imagery, where appropriate) our FCA process consists of five key components:

1. DOCUMENTATION REVIEW AND INTERVIEWS WITH KEY ON-SITE PERSONNEL

(Facility Assessment Planning) The FCA team will review all available documents to familiarize themselves with the facility and to verify the accuracy of information collected versus existing. Interviews with on-site occupants and maintenance staff is then performed to gather critical information on historic performance and known deficiencies. At a minimum we will review the following documents:

• Existing drawings for all systems and vintages

• Existing asset lists

• Existing maintenance procedures (SOP, MOP, EOP) and work order history, detailing what equipment has required more than expected maintenance

By understanding the work order history, assets list, design-intent, and all other associated documentation our team will become very knowledgeable about the facility before they ever set foot on the premises for the site evaluation.

2. ON-SITE EVALUATION BY TEAM OF FIELD OBSERVERS REPRESENTING KEY DISCIPLINES. THE TEAM WILL:

a. Create descriptions of the building systems

b. Determination of the estimated remaining life of each building system, and establish a score for specific equipment as well as for the entire building (following FCI Standards);

c. Identify major building and maintenance deficiencies (backlog maintenance) likely to be addressed over a period established by the school district, but not less than 30 years;

d. Identify and document specific deficiencies, and provide recommended methods for repairing/replacing and the associated costs;

e. Evaluate constructability of repairs or replacement so as to inform cost estimating

Scoring is measured in several ways. Based on our understanding of the facilities and interviews with staff, we obtain a criticality rating for each building system or piece of equipment. Secondly, we determine if the “condition age” of the systems by identifying any deferred maintenance or lack of preventative maintenance (The “condition age” is not necessarily the real age of the system, for example, if a 5-year-old boiler has never been maintained, it’s “condition age” may be 10 years old). Using the “condition age,” we provide an expected remaining life of the system. Taking all the ratings into consideration, a score is determined and can be used for repair or replacement prioritization.

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3. PREPARE REALITY-BASED CONSTRUCTION COSTS ESTIMATES AND ACTION TO ADDRESS DEFICIENCIES

Utilizing our team’s experience with all the building systems, cost data, and past experiences, an opinion of probable cost will be developed for each element within the report to assist in establishing appropriate repair budgets to be used in determining the Net Present Value of the Asset. We will utilize actual construction cost data from our internal actual cost database we have developed as a local contractor, other contractor pricing and proposals, industry standard global cost databases, and regional cost conditions (both labor and materials).

Depending on the complexity of a given building and the corresponding condition, we have a professional cost estimator who can provide line item breakdowns of materials and labor anticipated for repairs along with summaries of assumptions. Additionally, our goal in cost estimation is not to simply provide the owner with a list of potential projects, but potential recommendations and solutions.

After the assessments, the McKinstry FCA team will prepare a report that includes:

• A description of the property, improvements and key notes on observed conditions.

• Comments for components that are exhibiting deferred maintenance issues and provide estimates for “immediate” and “capital repair” costs based on observed conditions, available maintenance history and industry‐standard useful life estimates.

• If applicable, this analysis will include reviewing any available documents pertaining to capital improvements completed within the last three years, or currently under contract. Facility Condition Assessment provider shall also inquire about available maintenance records and procedures and interview current available on‐site maintenance staff.

• A schedule for recommended replacement or repairs (schedule of priorities).

• Address critical repairs separately from repairs anticipated over the term of the analysis.

• A FCI index number for each building and grounds site.

• A 5‐year annual cost breakdown with recommendations for project prioritizations.

• A twenty-year capital plan with an executive summary with graphic presentation of results to provide a quick, “user‐friendly” summary of the property’s observed condition and estimated costs assigned by category.

• Location information and map that describes assessment site.

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4. PREPARE FACILTY CONDITION ASSESSMENT REPORT

Compile all field observation reports, along with documented interviews into a final working presentation document. The CMC report will be prepared in similar fashion to the example provided from 802 Grand Avenue, and will provide individual cost tables and digital photographs to document the deficient conditions at each property.

5. PREPARE STRATEGIC PLANNING: PRESENT FINDINGS TO CMC

Findings will be summarized and prepared for presentation to the CMC’s staff and necessary personnel for review and discussion of report findings. A presentation meeting will provide an opportunity to answer questions about report findings, methodology and opportunities within the FCAs.

CMC FCA Deliverables

FCA Report – single, searchable, organized report for all facilities, as described above

Asset Management Database – proactive asset replacement and cost avoidance tool

• Determination of the estimated remaining life of each building system and overall score for the entire building.

• Identify and document specific deficiencies and provide recommended methods for repairing/replacing and associated costs.

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Viz Tool Training

McKinstry will provide training specific to the Viz Tool, focused on development of scenario analyses and report generation.

Viz Tool Data Ownership

All data collected by McKinstry is stored in a central database for use in the FCA Viz capital planning tool. Data would be owned by Colorado Mountain college and is transportable to any compatible format or application.

Figure 3 – This snapshot from our FCA Viz shows different weights applied to different metrics. In this example, higher prioritization is allotted to Classroom Impact than to Estimated Remaining Asset Life, information that is incorporated into the algorithm along with facility data to customize projects to CMC’s needs.

Figure 2 - The FCA Viz tool enables you to sort by system and location for side-by-side system comparisons to aid in project prioritization and asset management. Each system is depicted here in the central rows comprised of its respective individual assets for a system-level view of criticality.

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ENVIRONMENTAL STEWARDSHIP

McKinstry has a strong commitment to sustainability best practices and considers waste, energy, water, and carbon reduction in its own operations a central goal. The practices listed below outline just a few of McKinstry’s sustainable business practices and processes. Our McKinstry-owned HUB offices demonstrate our commitment to environmental stewardship:

MCKINSTRY HEADQUARTERS

McKinstry converted an aging warehouse complex in the Georgetown neighborhood of Seattle into a higher efficiency facility that serves as our company’s national headquarters. The 185,000-sq. ft. of office space and 94,730-sq. ft. shop at the Seattle campus exemplifies McKinstry's mission and values. The Seattle campus has an EnergyStar rating of 90 and McKinstry’s Innovation Center and Garage are LEED Silver and Gold certified.

ALTERNATIVE COMMUTE OPTIONS

McKinstry’s commitment to sustainable business practices includes a number of programs design to provide employees with alternative transportation in order to reduce their individual carbon footprint. • ORCA transportation cards

• Giving Employees Options to Reduce Global Emissions (GEORGE) program, which allows authorized employees to check out hybrid vehicles for use in short-term business trips

• Bike-to-work programs

• Telecommuting options for remote employees

RECYCLING PROCEDURES

• Project Recycling- Our field office will sort paper and other waste stream items. In our fabrication shops, we recycle wood pallets and scrap metal. Additionally, we will utilize computer-based detailing and project management systems to maximize the drive toward paperless documentation and shop drawings.

• Design Engineering- We believe the most successful waste management strategy is to minimize products, materials, and construction techniques that generate waste.

• Equipment Packaging Strategies- McKinstry meets with each equipment supplier to minimize shipping packaging, which minimizes the waste stream shipped to the jobsite.

• Office Recycling Program- Recycling containers are placed throughout common areas and workspaces in every office, and great care is taken to educate employees on proper recycling procedures for the area.

• Office Composting Program- Each of our offices has implemented an extensive composting program and utilizes compostable flatware, drinking cups and restroom paper towels.

• Electronic Recycling- McKinstry recycles all electronic equipment, including fluorescent lamps, obsolete computer and office equipment, toner cartridges and rechargeable batteries.

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