Gsa usach technical proposal final low

NEW UNITED STATES COURTHOUSE LOS ANGELES

MC CARTHY HMC ARCHITECTS BROOKS + SCARPA ARCHITECTURE

MC CARTHY HMC ARCHITECTS BROOKS + SCARPA ARCHITECTURE

GSA SOLICITATION NO. NEW UNITED STATES COURTHOUSE LOS ANGELES

GS-09P-12-KT-C-0004 PHASE 02

TECHNICAL PROPOSAL DB201.1 12/11 COPY

MC CARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 1

9/21/12 4:27 PM

SOLICITATION NUMBER

STATEMENT OF AGREEMENT

GS-09P-12-KT-C-0004 Design Build Contract for New U.S. Courthouse – Los Angeles, CA Issued By: General Services Administration (GSA)

McCarthy Building Companies, Inc. agrees with all terms, conditions, and provisions included in the solicitation and agrees to furnish any or all items upon which prices are offered at the price set opposite each item.

OFFEROR

AUTHORIZED NEGOTIATOR AND SIGNATORY

McCarthy Building Companies, Inc. DUNS: 00-195-1375 CAGE: 3ES54 Tax Identification: 43-0399290 20401 S.W. Birch Street, Suite 300 Newport Beach, California 92660 949/851-8383 phone 949/851-8398 fax www.mccarthy.com

Randy Highland President, California Region McCarthy Building Companies, Inc. 949/851-8383 phone 949/851-8398 fax rhighland@mccarthy.com

The offeror agrees to perform the work in strict accordance with the specification, drawings, and other terms and conditions required by the solicitation/contract with only those deviations identified in the compliance statement submitted in the proposal.

Randy Highland President, California Region This proposal includes data that shall not be disclosed outside the Government and shall not be duplicated, used, or disclosed—in whole or in part—for any purpose other than to evaluate this proposal. If, however, a contract is awarded to this offeror as a result of—or in connection with—the submission of this data, the Government shall have the right to duplicate, use, or disclose the data to the extent provided in the resulting contract. This restriction does not limit the Government’s right to use information contained in this data if it is obtained from another source without restriction. The data subject to this restriction are contained in the entirety of this document.

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 2

9/21/12 4:28 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // III

TABLE OF CONTENTS

SECTION

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 3

00

COVER LETTER

01

FACTOR 1 QUALITY OF CONCEPT DESIGN // PG. 01

02

FACTOR 2 MANAGEMENT PLAN AND APPROACH // PG. 48

03

FACTOR 3 RESOURCES, FACILITIES, AND TECHNOLOGY // PG. 67

04

FACTOR 4 PROJECT LABOR AGREEMENTS // PG. 71

05

FACTOR 5 PROJECT SUBCONTRACTING PLAN // PG. 72

9/21/12 4:28 PM

* Page Intentionally Not Used

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 4

9/21/12 4:28 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // V

September 24, 2012 Mr. Lawrence Hales, Contracting Officer GSA Field Office 312 North Spring Street, Suite 1020 Los Angeles, CA 90012 Contracting Officer: Lawrence Hales Design Build Contract for New United States Courthouse – Los Angeles GSA Solicitation No. GS-09P-12-KT-C-0004 Phase II Technical Proposal Dear Mr. Hales, Selection Committee Members: It is a privilege to present the McCarthy/HMC Architects/Brooks + Scarpa Team’s vision for the New United States Courthouse, Los Angeles. We believe that our design addresses the requirements of the Request for Proposals and, more importantly, all of the goals expressed in the pre-proposal meeting by both Judge Morrow representing the Court, and all of the key team members representing GSA. Judge Morrow clearly articulated the Court’s needs, goals, and aspirations for the project to deliver:

••A highly functional courthouse that meets modern standards of security and efficient delivery of accessible justice services.

••The current program of 24 District Courtrooms with 32 Chambers is bare

minimum and must be carefully planned and designed to accommodate future growth of the court by converting office space in order to provide a minimum of 4 additional courtrooms and 5 additional chambers.

••An efficient, durable, easily maintained courthouse that will conserve increasingly limited operating funds with finishes that project the dignity of the Federal Courthouse.

••A memorable, significant presence for the Federal Courts in the Los Angeles Civic Center that will become a landmark in the downtown landscape and a place of community pride.

••A design that is clearly of the 21st Century, but is also respectful of the historic

roots of the American Judicial system. The design should recognize that, to paraphrase Justice Breyer and Judge Woodlock, “both architecture and the law are at their best when they respect precedents while inventing new applications in our present.”

We heard GSA’s goals to satisfy the needs of all of the tenants while meeting the quantitative and qualitative program of the RFP. The GSA representatives echoed the Court’s concerns about durability, operational efficiencies, and costeffective maintenance. GSA added the unique challenge to plan for the addition of a 150,000 to 175,000 GSF future Federal Building on the site. And we heard and fully understood GSA’s greatest challenge: to deliver High Performance and Design Excellence on an extremely tight budget and compressed schedule.

McCarthy/HMC/Brooks + Scarpa is excited to present our design, which will deliver functional efficiency, security, and accessibility for the Court, the U.S. Marshal Service, and the other tenants and users. Based on the rigorous, intensely integrated and collaborative effort of our entire Design-Build Team – General Contractor, Architects, Consultants and Sub-Contractors – we are confident that we can deliver a project that exceeds all of GSA’s sustainability and energy

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 5

9/21/12 4:28 PM

VI // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

conservation goals with proven, durable, low-maintenance strategies to deliver a LEED Platinum Courthouse. We are equally confident that the project addresses the unique technical requirements of a modern high performance courthouse as defined in the RFP. Most importantly, we hope that you will agree that the team’s vision truly achieves Design Excellence that reflects and reinforces the vibrant and unique character of today’s Downtown Los Angeles, while creatively referencing classical traditions of American judicial architecture. The design will become the dignified new face of the Federal Court in Los Angeles and we know that the Court and the community will take pride in this new iconic landmark.

In addition to the Technical Submittal in this volume, McCarthy/HMC/Brooks + Scarpa is submitting the required Exhibits under a separate cover labeled Technical Submittal Exhibits, a Pricing Package also under separate cover, a USB flash drive with an Electronic Copy of our Submittals, plus a three-minute animated fly through of the design, a physical model of the Courthouse with two alternative concepts for the addition of the Future Federal Building, and 7 boards representing proposed interior and exterior finishes. We acknowledge receipt of the following Addenda:

••Addendum 1 Dated July 25, 2012 ••Addendum 2 Dated August 2, 2012 ••Addendum 3 Dated August 10, 2012 ••Addendum 4 Dated August 16, 2012 ••Addendum 5 Dated August 22, 2012 ••Addendum 6 Dated September 5, 2012 ••Addendum 7 Dated September 11, 2012 ••Addendum 8 Dated September 17, 2012 ••Addendum 9 Dated September 18, 2012 It has been a privilege to participate in the intense and challenging Phase II Competition. It would be an even greater honor to work with GSA and the Courts to deliver, on schedule and within budget, a New United States Courthouse in Los Angeles, with a design that is inspired, memorable, functional, and sustainable at every scale.

Sincerely,

John McRitchie

Kate Diamond, FAIA, LEED AP BD+C

Lawrence Scarpa, FAIA

PRINCIPAL IN CHARGE

CO-LEAD DESIGNER

CO-LEAD DESIGNER

Single Point of Contact Information: JOHN MCRITCHIE

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 6

MCCARTHY BUILDING COMPANIES, INC. 20401 SW Birch Street, Suite 300 Newport Beach, California 92660 (949) 851-8383 phone | (949) 756-6843 fax jmcritchie@mccarthy.com

9/21/12 4:28 PM

FACTOR ONE / QUALITY OF CONCEPT DESIGN SECTION 01

FACTOR ONE / QUALITY OF CONCEPT DESIGN

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 7

9/21/12 4:28 PM

1 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

5 BIG IDEAS

1. DELIVERING LEGIBLE, ACCESSIBLE, FLEXIBLE AND SECURE JUSTICE Modern courthouse design starts from the courtroom—the place where public circulation connects with judges entering their courtrooms, and where in-custody defendants are brought in from secure circulation.

The first planning decision was to design a two courtroom floor plate that makes the front door to each courtroom immediately visible from the moment a visitor steps off the elevator, thereby reducing stress and recapturing the intimacy of the earliest one-court room American courthouses. Glazed waiting rooms make the place of justice visible from the outside while connecting those waiting for their day in court with generous city views and reducing the inevitable stress.

The design incorporates both the infrastructure for the best of today’s technologies and the flexibility to integrate the inevitable changes of future innovations, plus the ability to add four future courtrooms and six additional chambers.

2. CONNECTING PAST AND PRESENT The architecture of the courthouse seeks to create a design that is clearly of the 21st Century, but is also respectful of the historic roots of the American Judicial system.

The design recognizes that, to paraphrase Justice Breyer and Judge Woodlock, “Both architecture and the law are at their best when they respect precedents while inventing new applications in our present.”

This high-rise courthouse is entirely of its time, built with modern materials and methods, integrating the best of technology in both the delivery and the operation of the courthouse. At the same time the

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 1

design translates the most archetypical elements of the classical courthouse— the column, the acanthus leaf, the arch, and the scales of justice—into an expressive architecture of today as glass columns, pattern in precast and glass, a formal ribbon that wraps over and around the facades, and a balanced tension between the two specialty courtrooms.

3. PROCESSION UP TO JUSTICE Beyond the symbols of justice that are translated from the classical language, the kinesthetic experience of proceeding up the courthouse steps is a part of our shared memory of the essence of American justice. The design seeks to capture this sense of procession, of movement from the noise and bustle of the city into the calm focus of the courthouse through pathways that capture both the traditional stair with an equally prominent accessible route: from First Street across the pedestrian bridge, from Broadway up the stairs, or by the sloping walk into the tiered plaza.

A ribbon of marble guides visitors—from both the Broadway stairs or the First Street bridge—through security to a grand lobby up the stairs to seek and serve justice. This grand procession is reinforced by the Charters of Freedom display that welcomes all with the reminder that this is our courthouse with the words from the preamble, “We the People of the United States.”

4. CONNECTING AND CONTRIBUTING TO LOS ANGELES: REGIONAL PLACEMAKING This is a Los Angeles Courthouse expressive of the creative energy and character of this great, complex and challenging city. It is based in a landscape that recreates the native habitats of Southern California as a living ecology in the heart of the civic center.

When the logic of the two courtroom plan was set, the tower was placed toward the southwest corner of the site in order to create a strong public

presence for the courthouse with and without the future federal building.

The design builds on an in-depth understanding of regional climate and site specific infrastructure to create connections to both existing and planned public transportation, thereby enriching the civic center with a unique native landscape that provides both habitat for wildlife and shaded places of welcome for the public.

This connection to the city continues into the main public spaces, waiting areas, and the judges’ chambers and conference room with fenestration that provides expansive views of the greater Los Angeles basin.

5. HIGH PERFORMANCE, SUSTAINABLE ARCHITECTURE Using the power of integrated design, the new courthouse exceeds all of GSA’s minimum goals for both sustainability and energy conservation.

The design is on target to achieve LEED Platinum with 83 points and an EUI of 37kBtu/sqft/yr that represents a full 10kBtu/sqft/yr improvement over the minimum target established by the RFP. This performance was achieved by first reducing energy consumption through passive strategies such as careful building siting and orientation of key functions, use of high performance building envelope and daylighting backed up with proven, durable energy-efficient building systems.

Beyond the energy conservation, key regionally critical credits for water conservation strategies—such as gray water capture and re-use and credit for exemplary performance through the use of on-site energy production for solar hot water—along with the creation of valuable open space in Downtown Los Angeles contribute to achieving LEED Platinum!

9/21/12 4:28 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 2

Translating classical elements into modern materials, connecting this modern courthouse to the best traditions of American justice.�

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 2

9/21/12 4:28 PM

3 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

MUSIC CENTER

NEW GRAND PARK LOS ANGELES CITY HALL

LA COUNTY LAW LIBRARY

First Street

1

WALT DISNEY CONCERT HALL

4 Broadway

Hill Street

TRUE NORTH

PROJECT NORTH

2

2

LA TIMES HEADQUARTERS Second Street

Located in the Civic Core of Los Angeles, the site for the new courthouse offers the opportunity to reinforce the transformation of downtown into a pedestrian-friendly, transit-rich urban neighborhood combining the business of government with commerce and a growing residential community. Key challenges include: creation of strong, convenient and accessible pedestrian connections to transit and off-site parking; transformation of challenging site grading into assets; appropriate siting and separation of restricted, secure and service vehicle access points; and conceptual planning for the future 150,000-175,000 gsf Federal Office Building in such a way as to create one cohesive Federal campus.

With limited on-site subterranean parking for the judges and senior staff,

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 3

Spring Street

4

many users of the courthouse will arrive by foot either from public transit or from proximate public parking structures. The courthouse site plan provides strong connections to First Street as the primary pedestrian “Front Door� for visitors and staff coming from the Red/Purple Lines subway station or the public parking at the County facilities. There is a second access point mid-site from Broadway up to the entrance via stairs and an accessible path that serves transit riders from the buses and the future light rail station on Second Street, as well as, users of parking structures to the east and south of the site.

The landscape plan in the following section clearly illustrates how the steep grades both around the perimeter of the site and within the site as a result of the demolition of the earthquake

LAPD HEADQUARTERS

3

1. Subway Station 2. Multi-Route Bus Stop 3. Future Light Rail Station 4. Future People Mover

damaged State Office building have been transformed into a beautiful asset using balanced cut and fill and crushing the concrete foundations left over from the demolition to help address stormwater retention.

The Service Level Plan on page 24 illustrates how the vehicular access has be arranged on site in such a manner as to respect the City of Los Angeles streets and to allow the restricted parking access ramp/ security checkpoint and the service yard to serve both the courthouse and the future Federal office building. The conceptual renderings illustrating how the future Federal Building can be effectively added to the site are shown on pages 43.

9/21/12 4:28 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 4

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 4

9/21/12 4:28 PM

5 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

LANDSCAPE CONCEPT

the project goals of sustainability by supporting native wildlife, reducing water consumption, and treating storm water.

The landscape for the U.S. Courthouse reinforces the architectural design aesthetic and helps make the new Federal presence into a meaningful landmark of community pride. It enriches the urban fabric of downtown Los Angeles with a landscape uniquely reflective of Southern California’s native environments. It contributes to

The courthouse sits within a unique native landscape that welcomes visitors and passers-by to interact and admire the garden from multiple vantage points. The landscape is organized around a range of outdoor rooms— Civic Plaza, California Arroyo, Linear Park, and Rain Gardens—that define a new urban landscape for downtown

Los Angeles. The site’s surrounding streetscape enhances the downtown with a dense canopy of trees, creating a pleasant environment for transit users, pedestrians, and cyclists. To mitigate the dramatic elevation change, a pedestrian bridge on First Street leads to a series of formal, broad civic plazas in the center of the site and serves as a unique vantage point from which to view the constructed native arroyo typology formed out of the remnant void of the existing site. Following the natural slope

Hill Street

Broadway

First Street

Second Street N

0

25

50

Scale // 1” = 50’-0”

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 5

9/21/12 4:28 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 6

of the site, a series of native eco-regions unfold: Oak Woodlands transition to Coastal Sage Scrub, and then to Grassland Meadow.

Heritage Olive Groves, referencing the agrarian landscape, frame the native plantings and visually connect the plazas and promenade along Broadway.

Many of the selected tree and plant species are drought-tolerant and recall the gold, silver, and gray-green tones of the native landscape. The plant palette is also designed to collect, filter, and retain stormwater, thereby recharging groundwater and relieving the burden to municipal drainage networks. A vegetated bioswale meanders from Hill Street to 2nd Street and retains stormwater for re-use in the site’s irrigation system. Green roof plantings enhance views from the building while collecting and filtering rainwater. The design creates a sustainable civic space with a biologically diverse landscape that complements the courthouse and enhances the public realm.

Urban Forest

Olive Groves

Oak Woodland

Coastal Sage Scrub

Meadow

3

Native Stormwater Basin

2 4

1

4

4

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 6

3

LEGEND 1. Civic Plaza 2. Linear Park

3. Arroyo/Native California Landscape 4. Rain Garden

9/21/12 4:28 PM

7 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 7

9/21/12 4:28 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 8

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 8

9/21/12 4:28 PM

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 9

9/21/12 4:28 PM

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 10

9/21/12 4:29 PM

LOBBY AND FIRST FLOOR ENTRY 0

5

10 15 20 25

Scale // 1” = 25’-0”

Court & Judge Facilities Court Support Function USMS GSA - PBS

STAIR FIRE ANNUN 192 SF

STOR GUN LOCK 49 SF

22

SEC. CHECKPOINT 100 SF

11

LOBBY 4960 SF

Public Lobby Finishes

BC

PUB ELEV#5

JURY ORIENTATION 3993 SF

PUBLIC TEL

PUB ELEV #4

PUB ELEV #3

PUB ELEV #2

PUB ELEV #1

INF. / REC 135 SF

JAN 45 SF

STAIR

MEN'S TLT 326 SF

WOMEN'S TLT 467 SF

BLDG. COM. RISER 139 SF

A

JURY CLERK'S RECEP/ OFF CHECK IN 70 SF 107 SF

EQUIP STOR 132 SF

ELEC. 147 SF

PAIRS JUROR'S TLT 140 SF

PAIRS OF JUROR'S TLT 140 SF

VAULT 80 SF

USMS ELEV #7

TELCOM CLO 76 SF

SUPPLY STOR 54 SF COAT CLO 29 SF

STAIR SERV UNIT

TELCOM CLO 112 SF

SERV ELEV #9

JUDGE'S ELEV #8

EMERG. ELEC. 88 SF

(5) PUB COUNTER 51 SF EACH CIVIL/ CRIMINAL 66 SF

REC. EXAM AREA/ MICROFICHE 241 SF

FILE STOR STAGING 592 SF

SEC REC/ ACTIVE REC 976 SF

JURY ASSEMBLY LOUNGE 1823 SF

ASSET STAGING 400 SF

CONF 215 SF

COPY CENTER 283 SF

WORK AREA 222 SF

STAFF BREAK RM 618 SF

N

OFF SUPPLIES 874 SF

(4) MAIL REC 59 SF EACH

SUPERV SHARED / HOTEL 145 SF

GUN LOCK 10 SF COAT CLO 20 SF

PROF. ADMIN PROF LINE 146 SF PROF. ADMIN PROF LINE 143 SF

COPY AREA 80 SF EQUIP STOR 50 SF

CSO BREAK RM SENIOR COURT 435 SF SEC INSPEC 137 SF SENIOR COURT SENIOR COURT SEC SEC INSPEC 132 SF INSPECTOR 134 SF EQUIP STOR 150 SF

STAIR OFF MANAG 105 SF OFF MANAG 108 SF

A

PROF. ADMIN PROF LINE 145 SF

FAX 10 SF SHREDDER 26 SF

STAIR

STAFF TLT 53 SF

STAFF TLT 56 SF

TLT 65 SF

(4) FILE 9 SF EACH

WORK & SUPPLY AREA 206 SF TLT 54 SF

SHARED OPEN WORK STAT PRINT 67 SF 50 SF OPEN WORK STAT 66 SF

TLT 65 SF

WORK AREA 360 SF

SERVO UNIT

CONF 271 SF

HOMELAND CONTROL RM 200 SF

JURY MANAGER 191 SF

STOR 279 SF

HOMELAND OFF 163 SF

(6) JURY CLERK 66 SF EACH

SENIOR COURT SEC INSPEC 137 SF

MAIL DIST 589 SF

TLT 55 SF

CIVIL/ CRIMINAL 66 SF

SERV UNIT 20 SF

VENDING MACH 120 SF

RANDOLPH SHEPHERD STAND 936 SF

PROF. ADMIN PROF LINE 148 SF

RECEPTION &TESTING NURSING STATION

COMMUN SERVER RM 104 SF RECEP & PUBLIC WAIT 157 SF

HEALTH UNIT 1201 SF

LAB & TLT TREATM COPY/FAX / ENT RM STOR 152 SF

PLOTT DWG 111 SF

(9) WORK STATIONS 57 SF EACH SHARED PRINT 47 SF SHARED PRINT 47 SF OFF MANAG 96 SF

TLT

OFFIC E& EXAM RM

CONF 247 SF

FILING RM 137 SF STAFF BREAK ROOM & SER UNIT 275 SF

B

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 11

9/21/12 4:29 PM

1

The main lobby will convey the power and presence of the Federal Court to all who pass through it—reminding visitors that important business is conducted here, creating memorable experiences of respect and beauty in the changing light for staff who use it every day and serving as a great place for special events such as the swearing in of a judge.

A place of great prominence and impact is reserved for a magnificent public art piece that will transform the main lobby—sitting above the eleven foot tall marble wainscote, visible from the exterior plaza and wrapping from behind the pre-screening area into the back of lobby—the right art will become a new Los Angeles landmark.

We thank Los Angeles Artist Charles Arnoldi for the use of his high energy painting Jukebox to illustrate the power of great art in a strong architectural context.

Security is integrated into the design experience of arrival into the Courthouse. The built-in benches and amphitheater provide places to sit while putting shoes back on or waiting to meet someone.

The Charters of Freedom exhibit, building directory, kiosk and security signage, the portraits of the President and Vice President are all integrated as part of the coherent design vocabulary of wrapping ribbons and arches.

2

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 12

9/21/12 4:29 PM

13 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

0

5

Security and the Operations Areas are co-located on the second level with the Administration on the third floor. The two contiguous areas are connected by a stair, which, while it continues down through the podium as a required egress stair, will be secured with card key access only for the U.S. Marshal’s exclusive use on their floors.

U.S. Marshals Service (USMS) functions are located on the second and third floors a minimum of 22’-6” to 28’-6” above the adjacent public sidewalk on Hill Street, approximately 40’ above the public sidewalk on Broadway and between 27’ to 36’ above the accessible plazas and paths on-site. The sills of all USMS windows are 3’ above the finished floor. All of the Maximum

SECOND FLOOR 10 15 20 25

Scale // 1” = 25’-0”

Court & Judge Facilities Court Support Function USMS GSA - PBS

While the design of all of the USMS spaces—including their primary space, the vehicular Sally Port on Service Level and the Holding Areas between courtrooms—strives to meet all of the programmatic and P.64 requirements and layout based on the team’s deep prior experience with complex justice facilities, the Design-Build Team looks forward to refining the functional layout with input from the Marshal within the constraints of the proposed building plates and costs so that the final design optimally helps the Marshals deliver security, manage in-custody defendants, and protect the judges effectively.

STAIR

OPEN TO LOBBY

B

PUB ELEV#5

PR /ATTRNY NTERV RM GRP 150 SF

PUB ELEV #4

PUBLIC RECEP 124 SF

PUB ELEV #3

(2) ADMIN STAFF 89

(100) SQUAD RM 60 SF EACH

CONF/ BRIEF 589 SF (4) PR / ATTRNY INTERV RM 80 SF EACH

(8) PR /ATTRNY INTERV RM 80 SF EACH

STAIR VEST

PUB ELEV #2

WORK/ MAIL RM 135 SF

STAIR PR /ATTRNY INTERV RM GRP 162 SF PR /ATTRNY INTERVIEW RM GRP 161 SF

SUPERV DEP 135 SF

PUB ELEV #1

SUPERV DEP 133 SF

TLT 64 SF

BOND RELEASE 71 SF

BLDG. COM. RISER 109 SF

STAFF TLT 173 SF

STAFF TLT 173 SF

ELEC. 147 SF

SUPERV DEP 158 SF

A

A (2) PR PROP STR 43 SF EACH

PR PROCESS 570 SF

PR /ATTRNY NTERV RM GRP 158 SF

SERV ELEV #9  NO STOP

STAIR

MAIN DET ISOL CELL SPRT 103 SF 60 SF MAIN DET ISOLCELL 103 SF

USMS ELEV #7

STOR 114 SF

MAIN DET CELL BLK 198 SF

SPRT 60 SF

MAIN DET ISOL CELL SPRT 103 SF 60 SF

SALLYPORT 283 SF

MAIN DET ISOL SPRT 64 SF CELL 106 SF MAIN DET ISOL CELL SPRT 108 SF 66 SF

JUDGE'S ELEV. #8  NO STOP

MAIN DET CELL BLK 202 SF

MAIN DET CELL BLK 200 SF

MAIN DET CELL BLK 203 SF

MAIN DET CELL BLK 207 SF

MAIN DET CELL BLK 208 SF

SALLYPORT 289 SF

EMERG. ELEC. 65 SF

SUPERV DEP 144 SF

WORK/ MAIL RM 186 SF

STAIR

WORK/ MAIL RM 107 SF

MAIN DET SALLYPORT ISOLCELL 68 SF 108 SF

MAIN DET CELL BLK 200 SF

PR GALLEY 184 SF

TACTICAL EQUIP 381 SF

COMPUTER SYST ADMIN 160 SF

SALLYPORT 66 SF

SALLYPORT 207 SF

MAIN DET CELL BLK 200 SF

SUPERV DEP 152 SF

TACTICAL COMPUT/ TEL/ DATA EQUIP 161 SF 410 SF COMM & CNTRL CENT 507 SF

SUPERV DEP 150 SF SEC STOR 219 SF

SEC STOR 220 SF

SEC EQUIP RM 251 SF

N

SUPERV DEP 153 SF

SALLYPORT 350 SF STAIR

MAIN DET CELL MAIN DET CELL MAIN DET CELL MAIN DET CELL BLK BLK BLK BLK 199 SF 199 SF 199 SF 199 SF

SUPERV DEP 150 SF

MAIN DET CELL BLK 199 SF

MAIN DET CELL MAIN DET CELL MAIN DET CELL BLK BLK BLK 199 SF 194 SF 194 SF

FILE RM USMS 246 SF VAULT STOR 375 SF

FILE RM USMS 242 SF

B

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 13

9/21/12 4:29 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 14

In addition to housing the Administrative Area of the USMS, the third floor houses two other unique functions: the Multidefendant Courtroom and the Cafeteria.

Siting the Multi-defendant Courtroom outside of the tower footprint directly over the entry lobby required enlarging the width and height of this unique courtroom to accommodate both the tiered defendants’ tables and the expanded jury box. The required

WITNESS/ ATT. RM 134 SF

WITNESS/ATT. RM 116 SF

THIRD FLOOR 0

5

10 15 20 25

Scale // 1” = 25’-0”

Court & Judge Facilities Court Support Function USMS GSA - PBS

While the program suggests that the preferred location of the cafeteria is on the ground level, the design places the Randolph Shepherd Snack Stand on the first level next to a future pedestrian bridge to the future Federal Building and places the Cafeteria on the third floor with access to a highly visible, high amenity roof terrace.

PUB WAIT 392 SF

SL 204 SF

separation of public, secure and restricted circulation is maintained from the building core to this unique courtroom. Placing the largest courtroom over the entry lobby also reinforces the concept of making justice visible and accessible.

MULTI DEFENDANT COURT 3333 SF

JUDGE'S ACCESS 74 SF JURY SL 54 SF

B

VID. EQ 35 SF SL 94 SF

AV RM 141 SF

JURY CUST 50 SF

PASS/SERV ELEV.

EQ / EX STOR. 172 SF

TLT 64 SF

NEWS MEDIA RM 334 SF STAIR VEST

EXHIB DISP 102 SF

TLT 68 SF

PUB ELEV CAFE GRILL 2448 SF

TLT 76 SF

COAT CLO 21 SF

PUB ELEV

PUB ELEV

PUB ELEV

JAN 45 SF

STAIR NEWS MEDIA RM 334 SF

TLT 75 SF

MEN'S TLT 310 SF

WOMEN'S TLT 468 SF

BLDG. COM. RISER 116 SF

A

ELEC. 147 SF

TRIAL JURY RM 626 SF FUT. HOLD. CELL 125 SF

FUT. HOLD. CELL 125 SF

SERV UNIT 57 SF WORK RM 174 SF

STAIR

JUDGE'S DINING RM 869 SF

TELCOM CLO 120 SF

HOLD. CELL 130 SF

USMS ELEV #7

HOLD. CELL 130 SF

SERV ELEV #9

JUDGE'S ELEV #8

DRY STOR AGE COOLER

KITCHEN

FREEZER

MECH RM 610 SF

WOMEN'S TLT 99 SF

A JUROR'S DINING 414 SF

MEN'S TLT 100 SF

STORAGE 49 SF

MECH RM 248 SF

EMERG. ELEC. 65 SF

STAIR

EX. CONF. RM 382 SF SERV UNIT

RECEP FILING 102 SF 127 SF

JUDGE TLT 56 SF VEST 69 SF

DIST. JUDGE CONF/REF 230 SF CHAMBER 518 SF

COPY/ FAX / STOR. 141 SF JUDICIAL JUDICIAL ASSIST ASSIST WK WK 65 SF 61 SF LAW CLERK OFF 153 SF

LAW CLERK OFF 149 SF

SUPERV ACC 149 SF

FITNESS 989 SF

SERV UNIT

WOMEN'S SHWR/ LOCK 297 SF

MECH FOR PODIUM 15 FLOORS 3639 SF

IT / DATA 67 SF

MEN'S SHWR/LOCK 352 SF

ASSIST CHIEF DEPUTY 197 SF

(26) ADMIN STAFF 89 SF EACH

ASSIST CHIEF DEPUTY 199 SF ADMIN OFFICER 150 SF

STAIR CHIEF DEPUTY DEPUTY U.S.MARSHAL TLT 319 SF U.S. MARSHAL 48 SF 269 SF MARSHAL TLT 48 SF

N

B

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 14

9/21/12 4:29 PM

15 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

MULTI-TENANT/FUTURE COURTROOM + CHAMBER FLOOR 0

5

example, the siting of the U.S. Attorney offices does not lend itself to traditional perimeter offices with windows because of both the column grid and the paucity windows in much of the immediately adjacent building envelope. Pulling the offices in-board left the usable office area column free and allows all of the offices to take advantage of borrowed daylight. Similarly the area allocated for the Court Reporters and Interpreters does not allow for the full 180 NSF work stations. The design provides an average of 143 NSF for the required stations with additional storage/support space available with their space. Finally, the Design-Build team attempted to place user tenants with appropriate access off of restricted and/or public corridors based on the available information. These plans may require refinement after the contract award.

In order to ensure that the proposed design will allow the District Courts to grow by a total of 4 courtrooms and 6 chambers, planning for the multi-tenant use of the floors 4 and 5 was required to fit within the building footprint and envelope of a typical two courtroom plus three chamber floor. In some instances, this resulted in some compromises for the initial tenant planning. For

FOURTH FLOOR

10 15 20 25

Scale // 1” = 25’-0”

Court & Judge Facilities Court Support Function USMS GSA - PBS USAO

B

RECEP 132 SF AUSA OFF 169 SF

AUSA OFF 174 SF

VISITOR WAIT AREA 186 SF

LEGAL TECH 84 SF

PASS/SERV ELEV.

WITNESS WITNESS WITNESS INTERVW RM INTERVW RM INTERVW RM 136 SF 139 SF 136 SF

STAIR VEST

PUB ELEV

PUB ELEV

PUB ELEV

PUB ELEV

STAIR

AUSA OFF 164 SF COPY/FAXUSAO 170 SF

AUSA OFF 167 SF AUSA OFF 168 SF

A

DEPOSITION RM 198 SF

TRIAL PREP/CONF RM 295 SF

TRIAL PREP/CONF RM 283 SF

TRIAL PREP/CONF RM 302 SF

MEN'S TLT 310 SF

MANAGER 178 SF

STOR 43 SF

(42) CRD'S 61 SF EACH

WOMEN'S TLT 468 SF ELEC. 147 SF

WORK AREA 203 SF

STAIR

CHIEF DEPUTY 183 SF

STOR 61 SF

BLDG. COM. RISER 116 SF

TRIAL PREP/CONF RM 311 SF

EX. SEC. / RECEP 179 SF

JAN 45 SF

STOR 64 SF

SEC FILE RM 472 SF

TELCOM CLO 102 SF AUSA OFF 163 SF

CONF SMLL 199 SF

USMS ELEV #7

SERV ELEV #9

JUDGE'S ELEV #8

SERV UNIT

STAIR

EMERG. ELEC. 65 SF

TELEPH SWITCH RM 200 SF SERV UNIT

A

SERV UNIT FILE SERVER RM 1081 SF

LAB/TEST/STOR/STAGING 902 SF

HELP DESK/ REC 186 SF

STOR 903 SF

WORK AREA 500 SF

AV CLO 60 SF

EQUIP/ STOR 150 SF

WORK AREA 383 SF COMPUT TRAIN RM 623 SF

(16) PROGRAM & SPEC 63 SF EACH

MANAG 180 SF SUPERV 150 SF

SUPERV 151 SF

CONF 389 SF

B

N

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 15

9/21/12 4:29 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 16

FIFTH FLOOR MULTI-TENANT/FUTURE COURTROOM + CHAMBER FLOOR 0

5

10 15 20 25

Scale // 1” = 25’-0”

Court & Judge Facilities Court Support Function USMS GSA - PBS USAO

General Office/Back of House Finishes

B

ATTORNEY WAIT/WK 375 SF

PASS/SERV ELEV.

ATTORNEY WAIT/WK 372 SF

PUB ELEV

ADMIN ASSIST 64 SF

CONTRACT INTERPRET WAIT 195 SF

PUB ELEV

ECRO 66 SF

HOTEL CUBE 66 SF ATTORNEY WAIT/WK 358 SF

ATTORNEY WAIT/WK 349 SF

STAIR VEST

ATTORNEY WAIT/WK 371 SF

PUB ELEV

ECRO 66 SF JAN 45 SF

MEN'S TLT 310 SF

ATTORNEY WAIT/WK 349 SF

LEGAL FILE STOR 106 SF

LEGAL FILE STOR 219 SF

LEGAL FILE STOR STAIR 245 SF

PROFESS STAFF 152 SF PROFESS STAFF 150 SF

PROFESS STAFF 150 SF PROFESS STAFF 158 SF

WORK AREA 80 SF

ATTORNEY WAIT/WK 375 SF

ADMIN SUPP 68 SF

CONF 202 SF FILES LEGAL SERV 43 SF PROFESS STAFF 156 SF

MANAGER 185 SF

(26) REPORT 143 SF EACH ELEC. 147 SF

SERV ELEV #9

JUDGE'S ELEV #8

EX. SEC./ RECEP 163 SF

SERV UNIT TIP 87 SF

EQUIPMSTOR 214 SF

CONTRACT TRANS 110 SF

CONTRACT TRANS 113 SF

STAIR

SERV UNIT

WORK AREA 343 SF

CONF 202 SF

FILES LEGAL SERV 45 SF

SERV UNIT PROFESS STAFF 159 SF

A

ECRO 66 SF

USMS ELEV #7 EMERG. ELEC. 58 SF

ECRO 66 SF

STAFF INTERPRET 121 SF

WORK AREA 391 SF

STOR AREA / JURY QUEST 584 SF

TELCOM CLO 162 SF

ECRO 66 SF

WOMEN'S TLT 468 SF

BLDG. COM. RISER 116 SF ATTORNEY WAIT/WK 373 SF

MANAGER 186 SF

PUB ELEV

STAIR

A

ECRO 66 SF

PROFESS STAFF 149 SF

STOR AREA 541 SF

TRIAL PREP SUITE 1020 SF

MANAG 198 SF

C

B

N

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 16

9/21/12 4:29 PM

17 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

TYPICAL COURTROOM FLOOR WITH THREE CHAMBERS 6TH, 7TH, 8TH, 9TH, 11TH, 12TH, 14TH, 15TH

0

5

10 15 20 25

Scale // 1” = 25’-0”

Courtroom Finishes

B

WITNESS / ATT. RM 175 SF

PUB ELEV#5

WITNESS / ATT. RM 131 SF

PUB ELEV #4

PUB ELEV #3

44

SL 97 SF STAIR VEST DISTRICT CTRM 2362 SF

PUB ELEV #2

DISTRICT CTRM 2384 SF JANI 45 SF

MEN'S TLT 310 SF

WOMEN'S TLT 467 SF

VIDEO EQ CLO 18 SF

JURY SL 51 SF

JURY CUST 53 SF

TELCOM CLO 170 SF

AV RM 109 SF

STAIR

COAT

TRIAL JURY RM 426 SF SERV UNIT

DIST. JUDGE CHAMBER 511 SF

TLT 57 SF TLT 57 SF JUDGE TLT 56 SF VEST 64 SF COAT CLO 10 SF

RECEP FILING 102 SF 127 SF SERV UNIT

COPY/ FAX / STOR. 140 SF

JUDICIAL JUDICIAL ASSIST ASSIST WK WK 61 SF 65 SF

CONF/REF 230 SF

LAW CLERK OFF 148 SF

LAW CLERK OFF 145 SF

33

ELEC. 147 SF

SL 64 SF

EQ / EX STOR. 100 SF

WITNESS / ATT. RM 177 SF

PUB ELEV #1

STAIR

HOLD. CELL 130 SF

HOLD. CELL 130 SF

USMS ELEV #7

SERV ELEV #9

TLT 56 SERV SF UNIT COPY/FAX / STOR. 140 SF JUDICIAL JUDICIAL ASSIST ASSIST WK WK 72 SF 72 SF LAW LAW CLERK CLERK OFF OFF 163 SF 163 SF

D A

SL 64 SF

SALLYPORT 190 SF

EQ / EX STOR. 45 SF EXHIB DISP 50 SF

SL 98 SF

55

BLDG. COM. RISER 116 SF

A

WITNESS / ATT. RM 131 SF

PUB WAIT 381 SF

PUB WAIT 323 SF

EQ / EX STOR. 45 SF EXHIB DISP 47 SF EMERG. VIDEO ELEC. EQ CLO 58 SF 24 SF

EQ / EX STOR. 99 SF

WORK AREA 202 SF

JUDGE'S ELEV #8

STAIR

TLT 57 SF

TLT 56 SF RECEP 99 SF

DIST. JUDGE CHAMBER 487 SF

C

FILING 122 SF

FILING RECEP 123 SF 101 SF SERV UNIT

COPY/ FAX / VEST JUDGE TLT STOR. 50 SF 53 SF 140 SF JUDICIAL JUDICIAL ASSIST ASSIST COAT CLO 10 SF WK WK 62 SF 64 SF CONF/REF 228 SF

LAW CLERK OFF 149 SF

LAW CLERK OFF 147 SF

COAT

TLT 59 SF JDG TLT 57 SF VEST 67 SF COAT CLO 10 SF CONF/REF 230 SF

SERV UNIT

JURY CUST 51 SF

JURY SL 50 SF

TRIAL JURY RM 419 SF

DIST. JUDGE CHAMBER 504 SF

Court & Judge Facilities Court Support Function USMS GSA - PBS

B

N

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 17

9/21/12 4:29 PM

4

The first planning decision was to design a two-courtroom floor plate that makes the front door to each courtroom immediately visible from the moment a visitor steps off the elevator, thereby reducing stress and recapturing the

intimacy of the earliest one-court room American courthouses. The saturated red color of one half of the elevator core further reinforces clear wayfinding.

Balanced with the traditional walnut of the more formal courtroom entry, the

strong red accent wall is a reminder of the personality of Los Angeles, the city, its art and architecture—the energy of change.

Glazed waiting rooms make the place of justice visible from the outside while connecting those waiting for their day in court with generous city views and reducing the inevitable stress of all participants in the middle of legal conflicts.

5

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 18

9/21/12 4:30 PM

19 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

The design of the courtroom reflects the dignity and permanence of the Federal Justice with materials such as marble and walnut that hark back to the traditions of the classical American courthouse. At the same time the aesthetic and detailing capture the energy of this contemporary Los

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 19

Angeles Courthouse. This balanced tension of past and present is built on the plan layout of the previously approved courtroom that will help insure that the functional relationships of all the key players – judge, jury, witness, defendant, attorney and spectators – serve the delivery of justice.

9/21/12 4:30 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 20

The McCarthy/HMC/Brooks + Scarpa team look forward to working with the Court and GSA to refine the design and performance of the courtroom – the heart of the courthouse. Working together, we will use the best modeling tools (virtual and physical) to verify that the final design of the courtrooms delivers:

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 20

••Daylighting that is glare-free and both

reduces the need for electric lighting and elevates the human experience in the courtroom;

••Sightlines that are clear and unobstructed;

••That the acoustical strategies support

clear and comprehensible speech and provide good isolation for external noise;

••That technology is integrated to

support the presentation and process of the trial with the flexibility to integrate inevitable upgrades and new technologies;

••And, that the courtrooms are

architecturally handsome places of dignity that will make the 9th Circuit proud of this new courthouse.

9/21/12 4:30 PM

21 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

••Selecting quiet mechanical equipment; ••Incorporating sound attenuation and

TYPICAL COURTROOM FLOOR WITH TWO CHAMBERS TH

TH

TH

vibration isolation devices into the ductwork and mechanical systems;

••Providing thick, heavy, well insulated

walls and thick floor/ceiling assemblies to contain the noise inside the mechanical rooms;

TH

7 , 10 , 13 , 16 0

5

insulated clerestory window assemblies.

Duct routing into the courtrooms will incorporate sound attenuation devices to optimize sound isolation performance of the walls. Resilient underlayments will be incorporated into the design of floor slabs whenever hard floor surfaces are used in order to mitigate footfall and impact noise intrusion into the adjacent courtrooms.

This acoustic detailing will protect the courtrooms from distracting outside noise sources. In addition, inherently quiet displacement air systems designed to ensure slow, quiet air delivery will be used in each of the courtrooms to maintain quiet background noise levels. Lastly, emphasis was placed on room acoustics inside each courtroom, with particular attention paid to limiting reverberation and undesirable reflections/echoes through the use of strategically located sound absorptive finishes on the walls and ceilings.

These strategies will result in acoustic environments that are very conducive to clear and intelligible speech communication within the courtrooms.

••Incorporating thick, heavy glass

10 15 20 25

Scale // 1” = 25’-0”

assemblies into the building facade to limit exterior noise intrusion (e.g. mechanical equipment and vehicle noise).

Acoustical performance is very important in courthouse design.

The proposed design incorporates appropriate noise and vibration control systems throughout the building in order to achieve the acoustic criteria outlined in the U.S. Courts Design Guide (USCDG) as up-dated by the Vitteta Report.

As a result, the Design-Build Team is confident that the acoustic environments in the offices immediately adjacent to the mechanical equipment rooms (both horizontally and vertically) will meet the acoustical criteria for quiet chambers.

The acoustic design of the typical, multidefendant and adaptive courtrooms was also seriously studied in the competition phase. The envelopes of all of the courtrooms will incorporate buffer zones, sound locks with full perimeter gasketed doors, thick, heavy, well-insulated walls, thick, heavy dual layer floor/ceiling assemblies, and well-

When exploring the decision to provide distributed Mechanical Rooms located on courtroom floors between chambers in order to significantly reduce energy consumption, provide cost effective after-hour HVAC for smaller zones, and reduce maintenance, it was essential to verify that noise and vibration from the mechanical rooms would not transmit audible noise into the judge’s chambers.

This was achieved by:

E

B

WITNESS / ATT. RM 185 SF

PUB ELEV#5

WITNESS / ATT. RM 131 SF

PUB ELEV #4

PUB ELEV #3

44

SL 102 SF STAIR VEST DISTRICT CTRM 2356 SF

55

PUB ELEV #2

ELEC. 147 SF

SL 64 SF

STAIR

JURY SL 51 SF

JURY CUST 53 SF

TRIAL JURY RM 426 SF

COAT

AV RM 109 SF

TLT 57 SF

RECEP 102 SF

TLT 57 SF SERV JUDGE TLT 56 SF UNIT

DIST. JUDGE CHAMBER 512 SF

HOLD. CELL 130 SF

TELCOM CLO 170 SF

SERV ELEV #9

VEST 64 SF COAT CLO 10 SF

SERV UNIT

COPY/ FAX / STOR. 140 SF

TLT 56 SF

HOLD. CELL 130 SF

USMS ELEV #7

JUDGE'S ELEV #8

TLT 56 SF

N

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 21

EQ / EX STOR. 45 SF EXHIB DISP 47 SF EMERG. VIDEO ELEC. EQ CLO 24 SF 58 SF

COPY/ FAX / STOR. 140 SF

MECH 1948 SF

EQ / EX STOR. 100 SF STAIR

WORK AREA 202 SF

FILING 123 SF

RECEP 102 SF SERV UNIT

JUDICIAL JUDICIAL ASSIST WK ASSIST WK 62 SF 65 SF

JUDICIAL JUDICIAL ASSIST WK ASSIST WK 61 SF 65 SF

CONF/REF 230 SF

D A

SL 64 SF

SALLYPORT 190 SF

EQ / EX STOR. 45 SF EXHIB DISP 50 SF

FILING 127 SF

33

WOMEN'S TLT 467 SF

BLDG. COM. RISER 116 SF

VIDEO EQ CLO 22 SF

WITNESS / ATT. RM 185 SF

DISTRICT CTRM 2382 SF JAN 45 SF

MEN'S TLT 310 SF

EQ / EX STOR. 100 SF

SL 102 SF

PUB ELEV #1

STAIR

A

WITNESS / ATT. RM 131 SF

PUB WAIT 347 SF

PUB WAIT 330 SF

LAW CLERK OFF 149 SF

LAW LAW CLERK CLERK OFF OFF 148 SF 145 SF

C

LAW CLERK OFF 148 SF

TLT 57 SF

COAT

TLT 59 SF JUDGE TLT SERV 57 SF UNIT VEST 66 SF COAT CLO 10 SF CONF/REF 228 SF

JURY CUST 52 SF

JURY SL 49 SF

TRIAL JURY RM 419 SF

DIST. JUDGE CHAMBER 504 SF

Court & Judge Facilities Court Support Function USMS GSA - PBS

B

9/21/12 4:30 PM

1

2

The Chamber design is an evolution of the previously approved plans that were included in Amendment 2 rather than a layout based on the Courts Guidelines. They emphasize a gracious, open multi-zone chamber for the judge and collaborative workspace for the clerks with room for summer interns. We look forward to refining the design with the Court and their architects.

Judges’ Chambers Finishes

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 22

9/21/12 4:30 PM

23 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

SEVENTEENTH FLOOR

7

ADAPTIVE COURTROOM; PRESIDING JUDGE CHAMBERS; EXECUTIVE OFFICE CLERK OF THE COURT 0

5

10 15 20 25

Scale // 1” = 25’-0”

The top floor of the courthouse has extraordinary panoramic views that enrich the experiences for all. While all of the offices and chambers on this floor enjoy the views, of particular note are the experiential benefits for the public waiting area outside of the Adaptive Courtroom (with special thanks to Los Angeles Artist Ed Moses for the use of his painting) and both the Clerk of the Court’s Conference Room and the Judges’ Conference Room. Assuming that it is not determined to pose an undue risk, the Judges’ Conference Room also has access to an outdoor roof deck with spectacular views of downtown Los Angeles.

8

E

Court & Judge Facilities Court Support Function USMS

PUB WAIT 629 SF

77

B COMMUN SPECIALIST 151 SF

STOR 155 SF

EX.SEC. / RECEP 166 SF

PUB ELEV#5

PUB ELEV #4

STOR 122 SF WITNESS/ ATT. RM 145 SF

PUB ELEV #3

CLERK 150 SF

SL 122 SF COMMUN SPECIALIST 187 SF

STAIR VEST

CLERK 163 SF

PUB ELEV #2

PUB ELEV #1 ADAPTIVE CTRM 2640 SF

STAIR

JAN 45 SF

WORK AREA 343 SF

CLERK OF COURT 302 SF

MEN'S TLT 310 SF

SERV UNIT

WOMEN'S TLT 466 SF

BLDG. COM. RISER 116 SF

A

TLT 63 SF CHAIR STOR 100 SF

TELCOM CLO 171 SF 110 SF

STAIR

LAW CLERK LAW CLERK FILING 131 SF OFF OFF 96 SF 95 SF LAW CLERK JUDICIAL COPY/FAX / OFF STOR. ASSIST WK 68 SF 135 SF 65 SF COAT CLO JDG TLT 68 SF 51 SF DIST. JUDGE CHAMBER 524 SF

ELEC. 147 SF

HOLD. CELL 130 SF

HOLD. CELL 130 SF

SERV ELEV #9

D A

SL 66 SF

SALLYPORT 190 SF

TLT 63 SF

CONF 438 SF

COAT CLO 15 SF

USMS ELEV #7

JUDGE'S ELEV #8

EQ/EX STOR. 45 SF EXHIB DISP 48 SF EMERG. VID. EQ CLO ELEC. 22 SF 58 SF WORK AREA 87 SF

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 23

EQ / EX STOR. 100 SF STAIR

AV RM 110 SF

SERV UNIT VEST 238 SF RECEP 82 SF

88 COAT CLO 75 SF

SHARED JUDGE'S CONF RM 1115 SF

FILING RECEP 123 SF 101 SF COPY/ FAX / STOR. 141 SF

SERV UNIT

JUDICIAL JUDICIAL ASSIST ASSIST WK WK 60 SF 64 SF

CONF/REF 245 SF

LAW CLERK OFF 143 SF

N

COURT CONF 537 SF

C

LAW CLERK OFF 147 SF

TLT 55 SF

CLO 16 SF

TLT 55 SF JDG TLT SERV 56 SF UNIT

JURY CUST 48 SF

JURY SL 47 SF

TRIAL JURY RM 418 SF

VEST 66 SF

CONF/REF 228 SF

DIST. JUDGE CHAMBER 507 SF

B

9/21/12 4:30 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 24

The challenges of developing this lowest occupied level floor plan were generated by the need for specific vehicular and infrastructure connections into the site from the adjacent city streets and services rather than particularly complex internal relationships between program elements. This level provides:

4. Siting of necessary infrastructure

1. Access into and out of the “drive-

6. Appropriate siting of the Mailroom

SERVICE LEVEL PLAN

elements within either the 50’ security setback or appropriately hardened protection with cost-effective connections to City and Utility services.

SERVICE AND SALLY PORT LEVEL

5. Necessary separations between

basic and emergency services.

through” Sally Port with 45’ turning radii, 14’ clear ceiling height, and ramps with slopes that the low clearance bus can drive over easily.

0

25

50

Scale // 1” = 50’-0”

on an exterior wall with appropriate blast protection. (Note: The Mail Room is located such that it can provide service for the Future Federal Building).

2. Visually separated access with

security screening for the access to the judges’ and senior staff restricted subterranean parking. (Note: This single secure point of access can be used to access the parking under the future Federal Building).

The Sally Port and Service Yard are accessed off of Second Avenue, the least pedestrian oriented and lowest traffic street. The Service Yard exits onto Broadway but should generate only limited traffic. The restricted parking entrance is off of Broadway and proposes to work with the City of Los Angeles to eliminate the on-street parking to create a queuing lane prior to the bus stop area closer to the corner of Broadway and First. There is no vehicular access off of either First or Hill.

3. Service access with appropriate

stand-off from the security booth to the building for trucks to safely access and exit the 6 bay loading dock with space for GSA parking, trash compactor and bins. (Note: This loading area is located such that it can provide service for the Future Federal Building).

Court & Judge Facilities Court Support Function USMS GSA - PBS



 

  

  

Hill Street

    



  

        

   

     

  

 

 

 

       

  

  

 

 

  

    

   

  



  

 





Broadway

  

  

 

  

   

  





 



   

Second Street

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 24

9/21/12 4:30 PM

25 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

SUB - 1 FLOOR PLAN PARKING LOT 0

25

50

Scale // 1” = 50’-0”

The subterranean parking provides the required 110 parking spaces with 38 spaces for the judges further secured at the second/lowest level of parking. The Senior Staff parking is serviced by one transfer elevator and one of the public elevators with restricted card access serving as back-up. The judges’ parking is accessed by their elevator with backup provided by the service elevator.

Parking is one of the few areas where the design required clear deviations from the Publication 100 design guidelines.

These include:











 



  







          

  





••The ramps into the subterranean



parking and between levels are 1215% with appropriate transitional slopes not 8%. This is typical of most parking structures in Los Angeles where there are no issues of ice, etc. and should not pose a problem for the users.

  



  



••Columns that extend as mandated by



code from the moment frame of the court floors are not located in the ideal configuration for parking. While the design compensates by providing a generous drive aisle this will require the drivers to use appropriate care in the parking structure.



SUB - 2 FLOOR PLAN





PARKING LOT

   

Court & Judge Facilities Court Support Function USMS

      



  

  

 

N

 

 

 

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 25



  

  

 



9/21/12 4:30 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 26

STACKING DIAGRAM

605’-6” Roof Elevator Overrun & Equipment Rooms, Electrical Rooms, Solar Hot Water Panels

585’-6” Level-17 Adaptive Court Adaptive Courtroom, Court Conference Room & Storage, Trial Jury Facilities, Presiding Judge Chamber Suites, Executive Clerk of the Court Spaces, USMS Elevator, Sallyport, Holding Cell & Sound Locks

Court & Judge Facilities Court Support Function USMS

568’-6” Level-16 Typical Court Floor w/ 2 Chambers District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks, Mechanical Room

551’-6” Level-15 Typical Court Floor w/ 3 Chambers District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks

534’-6” Level-14 Typical Court Floor w/ 3 Chambers Stair to Roof

District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks

517’-6” Level-13 Typical Court Floor w/ 2 Chambers District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks, Mechanical Room

Judge’s Elevator

500’-6” Level-12 Typical Court Floor w/ 3 Chambers District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks

Secure / In-Custody Elevator

483’-6” Level-11 Typical Court Floor w/ 3 Chambers District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks

466’-6” Level-10 Typical Court Floor w/ 2 Chambers (5) Public Elevators

District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks, Mechanical Room

449’-6” Level-9 Typical Court Floor w/ 3 Chambers District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks

432’-6” Level-8 Typical Court Floor w/ 3 Chambers District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks

Separate Restricted & Public Stairs within Single Shaft, Typ. 2 per Floor

415’-6” Level-7 Typical Court Floor w/ 2 Chambers District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks, Mechanical Room

398’-6” Level-6 Typical Court Floor w/ 3 Chambers District Courtrooms and Associated Space, Trial Jury Facilities, District Chamber Suites, USMS Elevator, Sallyport, Holding Cell & Sound Locks

381’-6” Level-5 Multi Tenant / Future Court Court Reporters, Interpreters, Legal Services, Federal Defenders Trial Prep Suite, Attorney Waiting / Workrooms, Legal File Storage, IT Storage, Jury Questionnaire Storage

364’-6” Level-4 Multi Tenant / Future Courts US Attorney Office, Case Processing / IT, District Courtroom Deputies

347’-6” Level-3 Multi-Def. Court & Multi Tenant Multi-Defendant Court Room, Court Shared Support, Court Ancillary Facilities, District Chamber Suite, Jury Facilities, Cafe Grill, Jury Dinning, News Media, USMS Admin. Areas, USMS Fitness / Lockers, Mechanical Room

332’-6” Level-2 USMS USMS Maximum Security Area, USMS Operations, USMS Public Reception, USMS Admin

315’-6” Level-1 ENTRY Jury Assembly, Randolph Shepherd Stand, Intake, Jury, Records, Probation Pretrial, Health Services, GSA PBS Field Off, Homeland Security, USMS Crt. Sec. Off, USMS Jud. Sec. Insp., Shared Support

Restricted Staff Stairs at Podium & Parking

305’-6” Level-1/2 Lobby Lobby, Security Checkpoint, Fire Annunciation Room, Court Security Officer Gun Locker

295’-6” SUB 0 Service Level USMS Vehicle Sallyport, USMS Prisoner Staging, GSA PBS Building Management office, GSA PBS Joint Use, Loading Dock & Building Utilities

Service Elevator

283’-0” SUB-1 Parking Senior Staff Parking, GSA Custodial Supply, GSA O&M Supply, SCIF-USAO Conf room & Document Storage

Public Stairs Transfer Elev. from Senior Staff Parking

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 26

271’-6” SUB-2 Parking Judge’s Parking, Senior Staff Parking, USMS Storage, Records Office Supply, Furniture Storage

9/21/12 4:31 PM

27 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 27

9/21/12 4:31 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 28

CONCEPTS AND SYMBOLS OF JUSTICE AND FREEDOM The symbol of the courthouse has played a historically important role in communities across America. The courthouse symbolizes the importance of justice while also being a great place for the people who work there daily, and for those who come for their day in court. The symbol of the natural arch is the inspiration for the building concept. It is a powerful and truly American symbol of strength and freedom.

Coupled with the concept of the arch is a reference to the scales of Lady Justice—symbolizing equal access to justice under the law. The glass elements of the façade are a metaphor for the Scales of Justice—expressing strength, dignity, and the balanced fairness of the Federal Court.

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 28

As visitors approach, they will discover an acanthus leaf pattern that ornaments both the precast and the glazing. The acanthus leaf references the iconic Corinthian columns at the entry to the U.S. Supreme Court. During Greek and Roman times the acanthus was the favorite order for grand buildings.

Beyond connecting to the history of justice, this patterning also provides a sense of ornamentation that is often missing in contemporary architecture and has historically been an important part of significant civic structures.

The design intent is to translate classical elements into modern materials, connecting this modern courthouse to the best traditions of American justice.

9/21/12 4:31 PM

29 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

NORTH ELEVATION 0

30

60

Scale // 1” = 60’-0” B

Exterior Finishes

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 29

Exterior Finishes

9/21/12 4:31 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 30

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 30

9/21/12 4:31 PM

31 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

BUILDING ENVELOPE The Courthouse building envelope is the result of a close knit integrated design process, including the architect, contractor, consultants and subcontractors. This process yielded beautiful architecture with brains, meeting our aesthetic goals, while achieving a building envelope that exceeds the Energy Use Intensity target, provides optimal comfort by zoning the envelope based upon program, long term air, water and seismic performance and optimized quality control.

Architectural Precast Concrete: The choice of precast affords our design economy with endless design opportunity. Concentrations of openings occur where daylighting and views are most needed, such as judges’ chambers and trial jury rooms, then taper off in corridors. Punched openings support maximum thermal comfort by decreasing window to wall ratios.

The combination of punched openings with insulated and laminated, high performance Low E coated glazing reduce thermal loads thereby allowing the use of reduced load chilled beams.

Blast and/or ballistic requirements are met where required. Introduction of the acanthus leaf, achieved with a repeating custom form liner, overlays a unique level of depth and detail to the façade, rooting the building in the traditions of classical ornament. Quality control is optimized by designing the precast concrete as a unitized system. The precast subcontractor and glazing subcontractor will work together to pre-glaze the precast units within the factory.

Unitized Aluminum Curtain Wall System: Glass and aluminum curtain wall systems around the perimeter of the building highlight building features, such as the 17th story adaptive courtroom cantilever and public waiting and corridor spaces. They provide panoramic views and collect and redirect natural day light into courtrooms on the typical courtroom floors. A light shelf, attached to the curtain wall adjacent to courtrooms provides shading for the corridor below, while redirecting natural day light through the interior clerestory of the courtroom to wash the courtroom ceiling with harvestable light.

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 31

Public spaces allowing a greater range of thermal comfort perceived by building occupants coupled with our moderate Los Angeles climate allows the specification of laminated glass in lieu of typical insulated and laminated units. The Orientation of the majority of curtain wall, on the north elevation, coupled with ceramic frit and high performance Low E coatings on the remaining areas of curtain wall, minimize solar loads resulting in reduced conditioning requirements of spaces adjacent to curtain wall. The spandrel areas of the curtain wall are detailed as shadow boxes. This maintains depth and shadow throughout the system accentuating the verticality of the system and design. The acanthus leaf is used as a custom pattern frit providing continuity to the design, while increasing the glass performance.

Unitized aluminum curtain walls were selected for superior long term water, air and seismic performance. A high level of quality control is achieved by prefabricating units under factory controlled conditions, similar to the prefabricated glass and precast system.

Units are shipped to the site, fully glazed and gasketed, and are hoisted into position where they are anchored to pre-installed anchors at the floor slabs resulting in optimal performance and reduced on-site installation time.

1 2 3

4 5

6

7 8

1. Architectural precast concrete with customized cast ornamental pattern 2. Painted aluminum fins 3. Painted aluminum frame insulated clear glass with high performance low-E coating insulated glass cad polycarbonated where required 4. 1’-6” wide vertical slot window 5. Steel structure with fireproofing 6. Smooth and recessed architectural precast concrete at head and sill of punched openings.

7. Acoustic ceiling system 8. Painted aluminum sill closure

9/21/12 4:31 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 32

1. Steel structure with fireproofing

1

2. Clear insulated glass clerestory window 3. Painted aluminum light shelf anchored to curtain wall

2 3

4. Aluminum unitized curtain wall

4

5. Clear laminated glass with high performance low E coating

5

6. Painted metal back pan at shadow box 7. Painted sill trim

6

7

WEST ELEVATION 0

30

60

Scale // 1” = 60’-0” A

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 32

9/21/12 4:31 PM

33 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

CANTILEVER WALL SECTION 1 2 3 4 5

1. Architectural precast concrete with customized cast ornamental pattern 2. Stainless steel reglet 3. Single ply roof membrane 4. Stainless steel cable OSHA rail

6

5. Painted aluminum coping 6. Unitized curtain wall system

7

7. Clear laminated glass with high performance low E coating

8

8. Painted aluminum sill closure

9

9. Shadow box spandrel glazing 10. Window washing rail 11. Painted aluminum panel

10

12. Steel structure with fireproofing

11

13. 18” Deep aluminum fins attached to curtain wall system

12 13

14. Aluminum coping over adhered flashing membrane

14 15

15. Curtain wall fly-by supported on architectural exposed structural steel

EAST ELEVATION 0

30

60

Scale // 1” = 60’-0”

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 33

A

9/21/12 4:31 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 34

AA SECTION NORTH SOUTH MECHANICAL

0

30

60

Scale // 1” = 60’-0”

MECHANICAL

MECHANICAL

MECHANICAL

MECHANICAL

BB SECTION EAST WEST

0

30

60

Scale // 1” = 60’-0”

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 34

9/21/12 4:32 PM

35 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

SOUTH ELEVATION 0

30

60

Scale // 1” = 60’-0”

Energy conservation and operational efficiencies drove the initial decision to locate distributed air-handling mechanical rooms on every third floor of the courthouse tower. The strategies for ensuring acoustical performance are reviewed on page 21 of this Technical Submittal. These decisions created two distinct design challenges:

hopes to achieve it in the chamber layouts. The net area square footage is virtually identical between the center chamber and the mirrored corner chambers; the layouts are similar but not identical. The total fenestration is similar but not identical. We hope that the design delivers on the intended equity between chambers.

1. How to provide equity in the Judges’

The design challenge of the mechanical louvers was addressed through the use of a curtain wall enclosure covering the central chambers and the mechanical rooms that create a random pattern of solid metal infill, shadow box glazed infill, and vision glass panels that become a vertical column between the two precast corners of the southern façade.

experience of their chambers?

2. How to integrate mechanical louvers

into the elevation because all sides of the courthouse are important and visible?

While “separate but equal” is a failed doctrine for public schools, the design

B

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 35

9/21/12 4:32 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 36

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 36

9/21/12 4:32 PM

37 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

Solar Thermal Hot Water

PLATINUM SUSTAINABILITY The sustainability strategy for the new federal Courthouse project will achieve four key outcomes:

Integrated Displacement

Views

••Exceed all GSA minimum standards for High Performance and Sustainability Criteria;

••Achieve performance through high

Views to Outside

Active

Sidewall

Chilled

Displacement

Beam

Ventilation

High Albedo Roof

Climate Responsive Facade with High Performance Glazing Daylight in Perimeter Zones with Best Practice Lighting Controls

Medium Temperature Cooling Loop

value, cost-effective, integrated design;

Maximized Open Space & Restorative Habitat

••Provide the best possible indoor

environmental quality befitting the importance of the building’s use;

Daylight in Perimeter Zones

••Deliver a LEED Platinum Courthouse!

Active Chilled Beam

Views

Views to Outside

Central Plant

The following check list summarizes all of GSA’s measureable requirements for this project and confirms that the design meets or exceeds them.

P Achieves USGBC 2009 NC LEED Platinum rating.

P Uses an integrated design process to establish performance goals P Responds to the local climatology and use on-site renewable energy

Water Efficient Landscaping

P Optimizes building orientation, envelope massing and fenestration

P Includes 12 months of Measurement & Verification of Energy Performance

P Complies with the EPAct 2005 outperforming a baseline ASHRAE 90.1-2007 building by a minimum of 30%.

P Solar thermal to meet over 30% of annual domestic hot water.

P Meets the requirements mandated by the EISA with site energy use less than 47 kBtu/gsf/yr.

P Facilitates cost effective operations and maintenance.

P Complies with ASHRAE Standards 55-2004 and 62.1-2007.

P Uses durable, sustainable materials

INDOOR ENVIRONMENTAL QUALITY Diagram 1 // Typical Courtroom Systems Features

Diagram 2 // Day Light Rendering Courtroom with daylight & wood louvers

Active Chilled Beam Lightshelf

Sidewall Supply

Best Practice Lighting Controls

High Level Exhaust

Stratified Air Through Displacement

Operable Shade

Reflective Lightshelf to Bring More Daylight into the Building

Views to Outside

Electric Heating

High value strategies for a courthouse building deliver excellent indoor environmental quality that will support high human performance befitting the critical decisions being made in court, Key IEQ strategies (see diagram 1)

••All courtrooms have access to daylight;

••All courtrooms get 100% filtered outside air at all times;

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 37

Jury Supply Ventilation

False Color View Of Courtroom With Daylight & Wood Louvers

100% Outside Air Displacement Ventilation

••All office space gets 100% filtered

••A sense of time passing in the

••Air supply temperature designed to

••Views of the sky; ••A pleasant level of ambient light; ••Control of glare and in particular control

outside air at all times; avoid drafts;

Daylight in the courtrooms was a key consideration. The daylight rendering in Diagram 2 illustrates the improved amenity provided by natural light. During the competition extensive daylight analysis was run to achieve:

courtroom;

of contrast so jurors faces can be clearly read.

9/21/12 4:32 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 38

ENERGY & EUI PERFORMANCE

Central plant & AHU diagrams AHU 100% Outside Air Supply Exhaust Heat Recovery

Return Air for Heat Recovery

Return Air for Heat Recovery

Electric Heat 65°DB / 52°DP

65°DB / 56°DP Air Supply Active Chilled Beams

Medium Temp. Chiller 57° F, Peak COP = 10.2 Heat Exchanger

Displacement Ventilation

Low Temp. Chiller 45° F, Peak COP = 6.5 Low Temp. Chiller 45° F, Peak COP = 6.5 Backup Chiller

The design exceeds the GSA minimum energy requirements as follows:

••Achieves a 34% improvement over ASHRAE 90.1 (2007);

••Commits to an operational EUI target

of 37kBtu/sqft/yr, confirmed through a thorough M&V process. This represents a full 10kBtu/sqft/yr improvement over the minimum target established by the RFP.

Key thoughtful passive decisions include:

••Orientating public waiting with major glazing to the North East.

••Use of high performance glazing for office and judges’ chambers.

Key active strategies used to achieve these goals include:

••High Performing HVAC system with

a single 100% Outside air plus Heat Recovery AHU serving both active chilled beams and displacement systems;

••Efficient central chilled water plant with a dedicated medium temperature chilled water loop;

••Active chilled beams sized for low

pressure drops and high air supply (65°F) and chilled water (57°F) temperatures

••Reducing lighting power density by

20% without compromising lighting performance;

••Reducing lighting power density by

an additional 10% through the use of Occupancy controls;

••Reducing lighting power density by

an additional 15% through the use of Daylight Harvesting;

••Solar thermal hot water provides 1%

of whole building energy and 70% of annual domestic hot water demand.

A whole building ASHRAE 90.1 (2007) baseline was built during the competition and compared with the proposed building energy model. The EUI breakdown by building use for each is shown in the energy chart.

The energy model has included full occupancy of the courtrooms and offices during all occupied hours as stipulated in the P100 Appendix A6. This is significantly higher than the typical occupancy for most federal courthouses and thus provides added contingency in working to achieve operational energy targets.

A wide range of options for the facade including natural ventilation were explored

during the competition. Ultimately it was determined that the low-use public circulation space on the sides of the courtrooms should be conditioned conventionally, but that wider resultant temperatures would be acceptable in exchange for significant cost savings by switching to single glazed laminate and un-insulated pre-cast concrete.

There is high value in providing 100% outside air to all spaces, especially courtrooms. It ensures that the intent 60 air rates required in the of the outdoor P100 for courtroom spaces is fully met. The percent of time that 20cfm/ 50 person of outdoor air is achieved in the ASHRAE model with a 20cfm/person minimum flow 40 is less than 50% of the time compared to 100% of the time with the proposed design.

Elevators IDF Plug

Plug Load

Task Ligh Lighting

Domestic Fans Pumps

Heat Reje Chillers Boilers GSA EUI

30

60

Elevators IDF Plug Loads

20

Plug Loads Task Lighting 50

Lighting 10 Domestic Hot Water Fans Pumps

40

Heat Rejection Chillers

0

Boilers GSA EUI TARGET

ASHRAE 90.1 (2007) Baseline

Proposed Design

30

20

Boilers

10

0 ASHRAE 90.1 (2007) Baseline

Proposed Design

ASHRAE 90.1 (2007)

Proposed Design

1.9

0.7

Chillers Heat Rejection Pumps Fans Domestic Hot Water Lighting Task Lighting Plug Loads IDF Plug Loads Elevators

7.6 1.8 1.3 11.7 1.0 19.0 0.0 8.8 3.6 2.2

4.9 1.4 0.5 5.0 0.3 8.9 0.8 8.8 3.6 2.2

Total

59.0

37.2

Proposed ASHRAE Comparison Annual EUI Chart 90.1 Design (2007)

Boilers

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 38

Chillers Heat Rejection Pumps Fans Domestic Hot Water Lighting Task Lighting Plug Loads

1.9

0.7

7.6 1.8 1.3 11.7 1.0 19.0 0.0 8.8

4.9 1.4 0.5 5.0 0.3 8.9 0.8 8.8

9/21/12 4:32 PM

39 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

The table on the right outlines key sustainable strategies that have been included in this proposal that provide the best possible value to the GSA

STRATEGY

COST

EUI BENEFIT (KBTU/GSF/YR)

IEQ VALUE

Integrated Displacement (courtrooms) and Active Chilled Beam (offices) HVAC design Raised Floor Distribution Double Glazing in Circulation Insulated Pre-cast in Circulation Gas-fired hydronic heating Medium Temperature Cooling Loop Solar Thermal Hot Water (1% whole building) Task/Ambient Lighting design Daylight in perimeter zones Best Practice lighting controls

$1,500k

7.6

100% outside air, less draft High Value - keep

$4,000k $800k $300k $600k $200k $150k $200k $200k $200k

0.5 1.1 0.3 0 1.4 0.5 3.6 2.7 1.8

Better air distribution Feels warmer in winter Feels warmer in winter None None None Improved Visual Comfort Improved Amenity None

MATERIALS

DECISION

Low Value - use side wall in court Low Value - use low-e laminate Low Value - use un-insulated precast Low Value - use electric heat High Value - keep Low Value - use Solar Thermal High Value - keep High Value - keep High Value - keep

MORE SUSTAINABLE FEATURES

The design adopts strategies to achieve the best-value LEED credits relating to materials use in the building.

Significantly, the project is committed to:

••Recycling a minimum of 75% of construction waste;

••Using at least 20% recycled materials; ••Using at least 20% of the materials from local sources;

••Using FSC certified wood for at least 50% of all wood used in the project.

WATER Los Angeles is one of the most watersensitive climates in the US. The design team took extra care to make sure that the facility has responded thoughtfully to water use issues. Key design strategies used to reduce water consumption include:

This design achieves all of the water credits available in LEED, plus two additional regional credits for addressing water issues and exemplary performance for water use reduction. The source of graywater is achieved through the use of a water treatment/clarification system and filter at the cooling tower to remove most suspended solids from the cooling tower water. This water would then be collected and reused to provide all graywater demands for fixture flushing and irrigation.

This is a low cost, high value solution because it only treats the water from a single waste stream (the cooling towers, which are used throughout the year) and distributes treated water to a limited number of high volume uses. It would also be low maintenance, as the water treatment/clarification system technology is commonly used and proven.

Other sustainable components of design strategy include:

••Restoring habitat to the site ••Maximizing open space ••Reducing the urban heat island effect through roof and non-roof surfaces

••Light pollution reduction ••Providing electric charging stations for 3-5% of all parking stalls

••Indoor chemical and pollutant control ••Green education ••Green housekeeping ••Reduced mercury in lighting ••Post-occupancy recycling program

••Low flow fittings and fixtures

throughout the building (note: includes one pint flush urinals rather than waterless urinals) ;

••60% of the water needed to flush

toilets and urinals in the public restrooms uses graywater (saving 410,000 gallons per year);

Staff Restrooms 430,000 gal/ yr (potable water flushing)

••Native Landscaping to reduce

Public Restrooms (adjacent to core) 814,000 gal/yr (potable water) 410,000 gal/yr (cooling tower water)

watering demands;

••Irrigation requirements of the site are met with graywater (saving 750,000 gallons per year)

Core Distribution

Cooling Tower 2.7 Cycles of Concentration Water Treament/ Clarification System Filter

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 39

Holding Restroom

Drip Irrigation (750,000 gal/yr) All from cooling tower bleed)

5,000 gal Holding Tank

9/21/12 4:32 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // I

Y 24 Y 1 5 0 6 0 3 2 1 1 1 1 1 1 1

?

2 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0

N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

10 Y Y 4 2 4

0 ?

0 0 0 0

0 N 0 0 0 0

22 Y Y Y Y 12 1 2 2 3 2

13 ?

0 0 0 7 6 0 0 0 0

0 N 0 0 0 0 0 0 0 0 0

4 Y 1 1 1 1

0 ?

0 0 0 0

0 N 0 0 0 0

d/C d/C d/C d/C

Y 7 Y 0 0 2 0 2 2 0 1

?

2 0 0 0 0 1 0 0 1 0

N 5 0 3 1 0 1 0 0 0 0

d C C C C C C C C

11 Y Y Y 1 1 1 1 1 1 1 1 1 0 0 1 1 0 0

3 ?

0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 1

1 N 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0

5 Y 1 1 1 0 1 1

1 ?

0 0 0 1 0 0

0 N 0 0 0 0 0 0

83

LEED PLATINUM SCORE CARD

LEED 2009 for New Construction and Major Renovations Project Checklist GSA Required - Highlighted in Blue GSA Discretionary - Highlighted in Grey

Sustainable Sites z d d d d d d C d d d C d d

Credit 1 Credit 2 Credit 3 Credit 4.1 Credit 4.2 Credit 4.3 Credit 4.4 Credit 5.1 Credit 5.2 Credit 6.1 Credit 6.2 Credit 7.1 Credit 7.2 Credit 8

Site Selection Development Density and Community Connectivity Brownfield Redevelopment Alternative Transportation—Public Transportation Access Alternative Transportation—Bicycle Storage and Changing Rooms Alternative Transportation—Low-Emitting and Fuel-Efficient Vehicles Alternative Transportation—Parking Capacity Site Development—Protect or Restore Habitat Site Development—Maximize Open Space Stormwater Design—Quantity Control Stormwater Design—Quality Control Heat Island Effect—Non-roof Heat Island Effect—Roof Light Pollution Reduction

Water Efficiency d d d d

Prereq 1 Credit 1 Credit 2 Credit 3

Prereq 1 Prereq 2 Prereq 3 Credit 1 Credit 2 Credit 3 Credit 4 Credit 5 Credit 6

Water Use Reduction—20% Reduction Water Efficient Landscaping (Reduce by 50%, No Potable) Innovative Wastewater Technologies Water Use Reduction—30,35,40% Reduction

Fundamental Commissioning of Building Energy Systems Minimum Energy Performance Fundamental Refrigerant Management Optimize Energy Performance On-Site Renewable Energy Enhanced Commissioning Enhanced Refrigerant Management Measurement and Verification Green Power

Regional Priority: EAc2 1% Renewable Energy Regional Priority: SSc5.2 Regional Priority: WEc3 - 40% Reduction Regional Priority: WEc2

1 1 1 1

Materials and Resources Possible Points: Storage and Collection of Recyclables Prereq 1 Building Reuse Existing Walls, Floors, and Roof (55, 75 or 95%) Credit 1.1 Credit 1.2 Building Reuse—Maintain 50% of Interior Non-Structural Elements Const. Waste Management (50% or 75% Recycled or Salvaged) Credit 2 Material Reuse (5 or 10%) Credit 3 Recycled Content (10 or 20% of Content) Credit 4 Regional Materials (10 or 20% of Materials) Credit 5 Credit 6 Rapidly Renewable Materials Certified Wood Credit 7

Prereq 1 Prereq 2 Credit 1 Credit 2 Credit 3.1 Credit 3.2 Credit 4.1 Credit 4.2 Credit 4.3 Credit 4.4 Credit 5 Credit 6.1 Credit 6.2 Credit 7.1 Credit 7.2 Credit 8.1 Credit 8.2

Credit 1.1 Credit 1.2 Credit 1.3 Credit 1.4 Credit 1.5 Credit 2

21 6 Total Certified 40 to 49 points

Minimum Indoor Air Quality Performance Environmental Tobacco Smoke (ETS) Control Outdoor Air Delivery Monitoring Increased Ventilation Construction IAQ Management Plan—During Construction Construction IAQ Management Plan—Before Occupancy Low-Emitting Materials—Adhesives and Sealants Low-Emitting Materials—Paints and Coatings Low-Emitting Materials—Flooring Systems Low-Emitting Materials—Composite Wood and Agrifiber Products Indoor Chemical and Pollutant Source Control Controllability of Systems—Lighting Controllability of Systems—Thermal Comfort Thermal Comfort—Design Thermal Comfort—Verification Daylight and Views—Daylight Daylight and Views—Views

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 1

1 to 3 1 1 to 2 1 to 2 1 to 2 1 to 2 1 1

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Possible Points: 6

Green Education Green Housekeeping Exemplary performance - WEc3 Exemplary performance - MRc2 Innovation in Design: Reduced Mercury in Lighting LEED Accredited Professional 0 Silver 50 to 59 points

14

Possible Points: 15

Innovation and Design Process d/C d/C d/C d/C d/C d/C

0 0 1 to 19 1 to 7 2 2 3 2

Possible Points: 4

Indoor Environmental Quality d d d d C C C C C C d d d d d d d

2 to 4 2 2 to 4

Possible Points: 35

Regional Priority Credits Credit 1.1 Credit 1.2 Credit 1.3 Credit 1.4

1 5 1 6 1 3 2 1 1 1 1 1 1 1

Possible Points: 10

Energy and Atmosphere C d d d d C d C C

26

Possible Points:

Gold 60 to 79 points

1 1 1 1 1 1

Possible Points: 110 Platinum 80 to 110

9/21/12 4:32 PM

40 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

BUILDING SYSTEMS BASIS OF DESIGN STRUCTURAL SYSTEMS The new Los Angeles United States Courthouse will have 2 levels below grade and 18 levels above grade. The gravity load resisting system consists of a steel frame with composite concrete floor decks. Because the final building height exceeds the code limit of 240 feet, a dual system is required to resist building lateral loads. The dual system is comprised of the relatively stiff Special Reinforced Concrete Shearwall system combined with a more flexible highly ductile Special Moment Frame system.

The moment frame is designed to resist 25% of the total prescribed base shear to serve as a backup system for stability after the shear walls have exhausted their capacity. Special steel concentric braced frames are added in the podium levels to help with the added floor area, as well as to help control overall building torsion and structural irregularities.

Per the geotechnical report’s recommendations, the primary building structure is supported on a mat slab directly on the siltstone bedrock. Castin-place drilled piles or belled caissons support portions of the building that are established at a higher elevation as recommended in the same reports.

Progressive collapse prevention is incorporated into the structural system design. A ductile system is used, which is comprised of steel moment frames along the perimeter of the building, and concrete shear walls with ductile detailing around elevator and stair cores.

The possible instantaneous loss of any column for one floor above grade along the perimeter of the main tower has been analyzed. The exterior moment frames along the tower perimeter will redistribute loads to adjacent columns by vierendeel action and maintain structural integrity when subject to the design event.

HVAC SYSTEMS General: The HVAC systems are designed to meet all functional requirements of the building, while providing a high degree of energy

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 40

efficiency, water conservation, occupant comfort and indoor air quality. The systems are designed to achieve a level of energy convservation and indoor environmental quality that are critical to the project achieving LEED Platinum. Innovative HVAC ideas, such as displacement ventilation, chilled beams and cool radiant floor achieve energy savings of 34% over ASHRAE 90.1, while providing improved indoor air quality through the use of 100% outside air systems.

Fan rooms are located on the west side of the building. The Level 3 fan room will serve Levels 1 through 5. Fan rooms located on Levels 7, 10, 13 and 16 serve three levels each. Air-handling systems serve one-half of three floors, achieving significant cost savings by reducing the size and number of mechanical rooms, the equipment handling and the electrical points of connection. This allows for one court room on each of three floors to be in use even with one unit down for maintenance.

The Courtrooms and Public spaces are provided with a displacement ventilation system utilizing 100% outside air. Through diffusers connected to ductwork routed in the walls or millwork, air will be supplied at a low level in each space at +/- 65 degrees. No supply air plenums are used. The higher supply air temperature requires less cooling, and increases the number of economizer hours when no cooling is required.

Within the judge’s chambers and the general office areas, an active chilled beam system is connected to a separate, dedicated chilled water system providing 58° chilled water. The chiller serving this dedicated chilled water system can operate much more efficiently, while the 58° water is above the 55° dew point of the surrounding air, guaranteeing that condensation will not occur within this system. Ventilation is provided via 100% Outside Air airhandling units, with conditioned (cooled and de-humidified) air ducted directly to each chilled beam. This active chilled beam system will provide excellent occupant comfort, ventilation rates 30% higher than ASHRAE Standard 62.1 and substantial energy savings over a traditional Variable Air Volume system.

The public lobbies on each floor are cooled via a displacement ventilation system as described above. As these

spaces are organized at the perimeter of the building, they are provided with an electric fin-tube radiator for heating.

This arrangement will provide superior occupant comfort as well as ongoing energy cost savings over an air-based heating system.

Cooling Plant: The chiller room is located on the service level adjacent to the cooling tower yard isolated from the main building. The cooling load for the building is +/- 1400 Tons. To meet the P-100 requirements, three chillers sized at 700 tons are provided.

All chillers are selected to produce 42° chilled water and operate at a 14° delta-T. To maximize system efficiency, one chiller will be operated at a higher supply temperature (58°) to serve the chilled beam system. All chillers are connected to a high temperature chilled water loop, though only one chiller at a time will operate to serve this system.

The chilled water system also includes a single air-cooled chiller of 230 tons.

This chiller will be connected to the emergency generator to provide cooling to dedicated spaces in case of a loss of power thereby reducing the load on the emergency generator.

The chilled water system is based on a variable frequency drive for each chiller, cooling tower, chilled water pumps, and condenser water pumps. A primary variable flow system provides the chilled water with pressure independent control valves on the cooling coils. This uses fewer pumps and piping connections than primary-secondary distribution systems and will reduce both first and operating costs. All chillers will use a low ozone depletion refrigerant (R-123a, R-134 or R-407c). The condenser water for the building will be provided by induced-draft cooling towers located at grade and sized at 700 tons each to match the chiller capacity. The cooling towers utilize variable speed drives for capacity control. The chiller plant includes variable speed control of all elements (chillers, pumps, towers) and has optimized control logic via the BMS to operate at greatest efficiency.

Building Management System: A microprocessor-based, distributed logic, peer-to-peer, direct digital control, building management system will be provided. Alarms will be provided for key elements in the MEP systems reporting off/normal status and/or temperature.

Provision will be made for a “modern”

9/21/12 4:32 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 41

type link to an off-site service and maintenance contractor.

Optimization and energy management software will be provided to allow for optimal start/stop, demand control, free-cooling optimization, temperature reset, lead-lag sequences and other functions. Metering of the chilled water system and monitoring of the outside air delivery at each air handling unit are two key elements of the system that will be monitored and trended in order to verify the performance of the building in the future.

PLUMBING SYSTEMS Beyond the standard design elements required by the Code and the GSA standards, the plumbing systems for the building include a number of innovative features designed to maximize water efficiency and minimize energy use.

Water Efficiency: The building is designed with high efficiency plumbing fixtures and a water treatment/ clarification system for cooling tower blowdown, which is then used for core toilet flushing and all irrigation. The design achieves all LEED points in the water category (over 45% water saving below EPACT 1992).

Sensor faucets with an adjustable run time cycle are provided at lavatories throughout the building. We recommend that the faucets be set a 7.5 second run cycle, which has been shown to minimize water waste after a user has walked away from the fixture, or while they are applying soap to their hands.

In addition, this building will achieve energy savings because of the variable frequency drive water pumps.

Domestic Hot Water: Hot water for the Domestic Hot Water system will be provided by solar panels located on the roof, sized for 100% of the building load.

Water will be circulated through flatplate panels and into a storage tank with electric heaters to maintain a constant temperature.

Fuel Gas System: Because of the approach used for the HVAC and domestic Hot Water systems, Natural Gas will be provided to kitchen for cooking purposes only, reducing utility connection fees, monthly meter charges, and obviously, natural gas use.

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 41

ELECTRICAL SYSTEMS The proposed electrical systems have been designed to provide a reliable, cost-effective, energy-efficient design with high importance placed on maintainability.

Incoming utility services are provided via two LADWP pad-mounted transformers located on site. Two 4,000A, 277/480V, 3-phase, 4-wire service switchboards each contain a vertical bus riser with fused switch taps to supply loads throughout the building.

One bus riser supplies floor-by-floor and rooftop HVAC and elevator loads, and a second bus riser supplies floor-by-floor lighting and receptacle loads. Branch circuit panel boards and energy saving, harmonic canceling type step-down transformers will be provided in electrical closets for power supply to receptacle loads. Power distribution throughout the building is arranged such that panels are provided for separate load types (e.g. lighting, receptacles, HVAC) to facilitate maintenance and metering.

An electronic metering system is provided at the panel level, which will track and monitor energy use by load type. Building maintenance staff will be able to track and monitor energy use and to confirm the success of future energy-saving measures they may implement throughout the life of the building.

Emergency and standby power will be distributed to the project via one 2,500kW/3,125kVA, 277/480V, 3-phase, 4-wire generator with fuel tank and a series of automatic transfer switches.

Loads will be separated via bypass/ isolation type automatic transfer switches for different load groups including life-safety for egress lighting and fire alarm, legally required standby for HVAC and elevators, standby for security systems, and standby for IT equipment. Loads connected to centralized and localized uninterruptible power supply (UPS) equipment will be connected to the generator. Provisions will be made for the connection and installation of the UPS equipment, which will be provided by the tenant.

The project lighting and associated controls are designed to provide a highly efficient, flexible and controllable system that utilizes available daylight

where possible and interfaces with other building functions including audio visual, security and building management systems. Long life high efficiency sources such as linear fluorescent, compact fluorescent, ceramic metal halide and LED will be employed to minimize maintenance costs and energy consumption. The design will minimize the number of lamp types on the project in order to simplify maintenance.

Luminaires will employ high efficiency design principals to maximize delivered efficacy. Ballast types used will include daylight dimming, architectural dimming, and ultra-efficient (3rd generation) programmed rapid start electronic ballasts. High efficacy solid state lighting systems will be used for LED fixtures.

Lighting for all main building areas will be controlled via microprocessor based central lighting control system. Smaller individual spaces will be provided with localized controls. Preset architectural dimming systems will be used in all courtrooms and large conference rooms.

Courtroom lighting will feature fluorescent fixtures for general illumination and LED fixtures for task and accent lighting. The fixtures will be highly integrated in to the architectural design and controlled via programmable architectural dimming system.

Lighting in offices will employ a task/ambient approach consisting of general ambient light levels provided by fluorescent pendant direct/indirect architectural fixtures supplemented by user-operated LED or fluorescent workstation task lights. Separately controlled daylight zones will be dimmed at the building perimeter to make use of the natural daylight contribution.

Exterior lighting will use LED sources to highlight landscape and architectural elements, and provide safe general circulation. Light levels will be compatible with security cameras on site.

Daylight harvesting via continuous dimming will be provided to reduce artificial light levels in perimeter areas and thus reduce energy consumption.

Fixtures will be grouped into control zones to maximize energy savings while providing a reasonable level of control.

Task lighting will be used at all work stations to provide users with local control of light levels.

9/21/12 4:32 PM

42 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

FUTURE FEDERAL BUILDING The design for the new Los Angeles Federal Courthouse was predicated on the importance of intensifying the site utilization by adding a 150,000– 175,000-GSF new Federal Office Building to create an integrated Federal Campus. The challenge is to design the Courthouse so that it is as strong an addition to the civic landscape as a stand-alone building and as a part of the larger complex.

Additionally, the design should allow for a choice of efficient, cost-effective footprints for the future office building, ideally with 25,000 GSF footprints for typical floors.

The Design-Build Team explored several different massing scenarios to achieve these basic goals. Two very different concepts are illustrated in both the illustrations on this page and the physical models. The first massing concept is very straight forward: a simple and cost-effective office building that retains the northwest quadrant of the landscape plus maintains a clear view to the primary plaza and court entry. The

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 42

only weakness of this scheme is that the basic office floor plate is approximately 10,000–12,000 GSF. The second concept is a far more customized, site-specific response that creates occupied office levels bridging over the pedestrian entry to a courtyard/plaza within the Federal Campus. This design could land on the northwest corner with a larger commercially viable cafeteria open to the public outside of security.

This concept offers 2-3 floor plates that can meet the 25,000 GSF floor plate goal with the remainder in the 10,000–12,000 GSF range. Both alternatives anticipate a pedestrian bridge connecting the courthouse with the office building at the entry level in the vicinity of the Randolph Shepherd Snack Stand with the existing pedestrian access from Broadway remaining intact.

efficiencies with the future Federal Office Building, including:

••Shared, secured access to

restricted subterranean parking is facilitated with a knock-out panel at both levels of parking;

••Placement of the secure

loading dock and service areas so that they can effectively serve both buildings;

••Shared pedestrian access

into the Federal Campus and through Security;

••Shared public open space that defines the Federal Campus and creates an amenity for downtown Los Angeles.

Whatever the ultimate design direction, the initial courthouse design builds in several key

9/21/12 4:32 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 43

PROGRAM RECONCILIATION MATRIX

Description

USF Required

USF Provided

250,035

242,958

U.S. MARSHALS SERVICE

49,291

50,450

U.S. ATTORNEY’S OFFICE

5,075

5,614

22,929

21,516

U.S. COURTS

GSA - PBS DHS - FBS

NEW U.S. DISTRICT COURTHOUSE, SPACE SUMMARY TABLE

Subtotal USF

437

402

327,767

320,940

33% Gross-Up (Divide by .67)

161,437

188,091

(Area w/o inside parking) Subtotal GSF

489,204

509,031

Parking (110 at 450 GSF)

49,500

55,896

Total GSF

538,704

564,927

U.S. COURTS JURY ASSEMBLY A.3.3.3 JURY ASSEMBLY

DISTRICT JUDGE FACILITIES A.3.3.1 JUDGE’S CHAMBERS SUITE Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

32

32

District Judge Chambers

500

15,997

1

1

Jury Orientation Room

4,200

4,200

3993

3,993

32

32

Judge’s Private Toilet

50

1,600

56

1,776

1

1

Jury Assembly Lounge

1,680

1,680

1823

1,823

32

32

Vestibule

50

1,600

68

2,164

1

1

Jury Clerk’s Office

96

96

70

70

32

32

Reception Area

100

3,200

100

3,211

1

1

Reception/Check-in

100

100

107

107

32

32

Coat Closet

10

320

12

372

1

1

Supply Storage

50

50

54

54

32

32

Judicial Assist Work Space

120

3,840

128

4,095

1

1

Vending Area

120

120

120

120

32

32

Filing Room

140

4,480

125

3,985

1

1

Service Unit

100

100

100

100

4,477

1

1

Coat Closet

315

315

29

29

2

Pairs of Jurors’ Toilets

100

200

140

280

1

Equipment Storage

132

32

32

500 16,000

Copy/Fax/Storage Area

140

140

4,480

32

32

Service Unit

20

640

25

791

2

32

32

Conference/Reference

240

7,680

238

7,613

1

150

150

65

65

Law Clerk’s Offices

150

9,750

147

9,556

Subtotal

7,011

District Judge Facilities, NSF 53,590

54,037

Internal Circulation @ 13%

1,047

373

Internal Circulation @ 17% 10,975

7,324

8,058

7,081

64,565

61,361

132 6,708

A.3.3.1 COURTROOMS & ASSOCIATED SPACES Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

1

1

Special Proceedings Courtrm

3,000

3,000

3,000

3,000

23

23

District Courtroom

2,400 55,200

2,344

53,916

24

24

Soundlock

48

47*

Witness / Attorney Conf. Rms

80

1,920

121

2,908

150

7,200

149

6,990

*At the Adaptive Couortroom only one Atty/Witness Rm is provided in addition to the Conf. Rm 24

24

Public Waiting Area

400

9,600

364

8,736

24

24

Equipment and Exhibit

150

3,600

146

3,507

12

24

Courtroom Video Eq.

20

240

24

580

12

13

A/V Room

120

1,440

112

1,461

*Courtrooms occupy 13 floors therefore an AV Rm is provided in 13 locations 24

24

Exhibits Display

0

13

Work Area

50

1,200

51

1,217

0

200

2,604

Subtotal 83,400

84,919

Internal Circulation @ 17% 17,080

16,625

100,480

101,544

A.3.3.1 ANCILLARY FACILITIES Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

12

12

Pairs of Staff Toilets

100

1,200

116

1,392

1

1

Storage

150

150

122

122

1

1

Courtroom Floor Conf. Rm

600

600

538

538

Subtotal

1,950

Internal Circulation @ 17%

399 2,349

CLERK OF THE COURT - ADMINISTRATIVE & OPERATIONS STAFF A.3.3.4.1 ADMINISTRATION - Executive Suite Qty. Qty. Req’d Prov’d Description

Prog. NSF each

24

24

Trial Jury Suite Soundlock Entry

24

24

Pairs of Juror’s Toilets

24

24

Trial Jury Suite Coat Closet

24

24

Trial Jury Room

Actual NSF

50

1,200

51

1,212

100

2,400

138

3,322

20

480

15

366

388

9,300

431

10,339

The program calls for 6 Trial Jury Rooms @ 500 + 18 @ 350, due to the symetry of the tower 23 @ 422 + 1 @ 626 are provided.

24

24

Trial Jury Suite Service Unit

20

480

21

494

24

24

Jury Custodian Station

50

1,200

52

1,242

Subtotal 15,060 Internal Circulation @ 17%

16,975

3,084

598

18,144

17,573

A.3.3.1 COURTRMS & ASSC. SPACES TOTAL 120,974

121,169

DISTRICT JUDGES FACILITES, USF TOTAL 185,541

182,530

1

Clerk of Court

240

240

300

300

2

Comm. Specialist

150

300

169

338

1

1

Executive Secretary/Reception

180

180

166

166

1

1

Clerk

96

96

150

150

1

1

Clerk

150

150

163

163

1

1

Conference Room

300

300

438

438

1

1

Service Unit

20

20

22

22

1

1

Work Area

400

400

346

346

A final layout of Executive Office can balance the areas of the conference room/work area Subtotal

1,686

1,923

Internal Circulation @ 24%

532

881

2,218

2,804

A.3.3.4.2 JUDICIAL SERVICES - Crt Reporters (LAdjacent to Interpreters) Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

1

1

Manager

180

180

185

185

26

26

Reporters

180

4,680

143

3,730 398

Floor Area of Future Court Floor Only Allows for 143 NSF 6

6

ECRO (5+1 hotel)

64

384

66

2

2

Service Unit

20

40

24

48

1

1

Work Area

300

300

392

392

Subtotal

5,584

4,753

Internal Circulation @ 24%

1,763

2,106

7,347

6,859

A.3.3.4.3 JUDICIAL SERVICES - District Judge Courtroom Deputies (CRD) Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

1

1

Chief Deputy

180

180

183

183

1

1

Exec. Secretary/Reception

180

180

179

179

1

1

Manager

180

180

178

178

42

42

CRD’s

64

2,688

61

2,541

1

1

Conference (small)

200

200

199

199

2

2

Service Unit

20

40

20

39

1

1

Work Area

400

400

363

363

1

1

Equipment Storage

150

150

150

150

Subtotal

4,018

3,832

Internal Circulation @ 24%

1,269

1,234

5,287

5,066

A.3.3.4.4 INTERPRETERS - STAFF (Adj’t to Crt Reporters & combine work area)

COURT SHARED SUPPORT SPACE A.3.3.2 COURT SHARED SUPPORT SPACE Qty. Qty. Req’d Prov’d Description

Actual NSF

2

2,052

Prog.

Actual NSF NSF each

Prog.

Actual NSF NSF each

1

A.3.3.1 JURY FACILITIES Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

1

1

Shared Judges’ Conference Room with Service Unit

820

820

1115

1,115

2

2

News Media Room

450

900

335

670

The available space on the third floor accessible from the public cooridor is insufficient.

Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Actual NSF

1

1

Manager

180

180

186

186

1

1

Staff interpreter

120

120

120

120

1

1

Admin. Assistant

64

64

66

66

1

1

Hotel Cube

64

64

63

63

2

2

Contractor Translator

120

240

112

223

1

1

Attorney Waiting/Work Room

3,000

3,000

2924

2,924

1

1

TIP Room

1

1

Judge’s Dining Room

800

800

869

869

1

1

Contract interpreter waiting

1

1

Juror’s Dining Room

450

450

414

414

0

0

28

17

Telecomm. Closet

110

3,080

154

2,613

0

0

1

1

Equipment Storage

Given the distribution of court space, 17 Closets meets the standards & requirements.

Prog.

Actual NSF NSF each

80

80

87

87

180

180

195

195

Work Area

0

0

0

0

Service Unit

0

0

0

0

150

150

214

214

Subtotal

9,050

8,605

Subtotal

1,078

1,154

Internal Circulation @ 13%

1,352

660

Internal Circulation @ 24%

340

195

10,402

9,265

1,418

1,349

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 43

9/21/12 4:32 PM

44 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

A.3.3.4.5 LEGAL SERVICES Qty. Qty. Req’d Prov’d Description

A.3.3.4.12 SCIF - US Attorney Space (Basement) Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

1

1

Manager

180

180

198

198

1

1

Conference/Work Rm

300

300

299

299

7

7

Professional Staff

150

1,050

154

1,075

1

1

Document Storage

200

200

201

201

1

1

Exec.Secretary/Reception

180

180

163

163

Subtotal

500

1

1

Administrative Support

64

64

68

68

Internal Circulation @ 24%

158

0

2

2

Conference Room

200

400

202

403

658

500

1

1

Work Area

400

400

422

422

10

9

Files

9

90

10

89

1

1

Service Unit

20

20

21

21

Subtotal

2,384

2,439

9

450

Internal Circulation @ 24%

753

734

Subtotal

450

3,137

3,173

Internal Circulation @ 24%

142

63

592

633

A.3.3.4.6 JURY (Locate adjacent to Jury Assembly) Qty. Qty. Req’d Prov’d Description

Prog.

Actual NSF NSF each

Actual NSF

180

180

191

191

Jury Clerks

64

384

66

398

1

Work Area

400

400

379

379

4

File Area

9

36

10

40

1

1

Jury Manager

6

6

1 4 1

Prog. NSF each

1

Service Unit

20

A.3.3.4.13 STORAGE AREAS (BASEMENT) Legal File Storage Qty. Qty. Req’d Prov’d Description 50

3

Prog. NSF each

Files

20 1,020

1,028

Internal Circulation @ 24%

322

337

1,342

1,365

Qty. Qty. Req’d Prov’d Description 1

1

Prog. NSF each

Storage Area

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

Actual NSF

190

570 570

Prog.

Actual NSF NSF each

Actual NSF

541

541

500

500

Subtotal

500

Internal Circulation @ 24%

158

0

658

541

541

A.3.3.4.15 STORAGE AREAS (BASEMENT) Jury Questionnairre Storage Qty. Qty. Req’d Prov’d Description 1

1

Prog. NSF each

Storage Area

Prog.

Actual NSF NSF each

Actual NSF

584

584

400

400

Subtotal

400

Internal Circulation @ 24%

126

0

526

584

TOTAL ADMIN. OP. AND BASEMENT, USF 43,378

41,208

A.3.3.4.7 INTAKE (Locate adjacent to Records and Jury) Qty. Qty. Req’d Prov’d Description

Prog.

Actual NSF NSF each

A.3.3.4.14 STORAGE AREAS (BASEMENT) IT Storage Space

20

20 Subtotal

500

584

64

128

67

133

180

180

135

135

50

250

51

256

230

230

241

241

200

200

215

215

80

80

80

80

Subtotal

1,068

1,060

150

600

Internal Circulation @ 24%

337

385

Subtotal

600

583

1,405

1,445

Internal Circulation @ 19%

141

222

741

805

2

2

Civil/Criminal Clerks (3)

1

1

Information/reception

5

5

Public Counter

1

1

Records/Microfiche

1

1

Conf Rm

1

1

Vault

A.3.3.4.8 RECORDS (Locate next to Intake and Jury on entry level. Convenient to loading dock, freight elevator) Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

150

150

145

145

64

256

59

235

Asset Staging Area

400

400

400

400

1

File Storage Staging

600

600

592

592

1

1

Work Area

300

300

273

273

1

1

Office Supplies

2,000

2,000

2033

2,033

1

1

Mail Distribution

600

600

589

589

Subtotal

4,306

Internal Circulation @ 24%

1,360

591

5,666

4,858

1

1

Supervisor

4

4

Mail Records Clerk (4)

1

1

1

4,267

PROBATION / PRETRIAL

A.3.3.5.1 PROBATION/PRETRIAL PERSONNEL SPACE Qty. Qty. Req’d Prov’d Description 4

4

Prof. Admin.

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

1

1

Manager

180

180

180

180

2

2

Supervisor

150

300

151

301

1

1

Help desk/reception

180

180

186

186

16

16

Programmers

1

1

Conference Room

1

1

Service Unit

64

1,024

63

1,001

400

400

389

389

20

20

20

20

Actual NSF

146

583

Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

2

2

Open Workstation

64

128

67

134

1

1

Equipment Storage

50

50

50

50

1

1

Fax

10

10

10

10

1

1

Copier Area

80

80

80

80

1

1

Shredder

25

25

26

26

1

1

Gun Locker

10

10

10

10

1

1

Shared Printer

50

50

50

50

1

1

Coat Closet

20

20

20

20

1

1

Conference Room

300

300

271

271

0

2

Staff Toilet

-

0

55

109

Subtotal

673

Internal Circulation @ 19%

158

289

831

1,049

1,570

1,854

TOTAL PROBABTION / PRETRIAL, USF

760

FEDERAL DEFENDER A.3.3.6 FEDERAL DEFENDER SPACE REQUIREMENTS Qty. Qty. Req’d Prov’d Description 1

1

Prog. NSF each

Trial Preparation Suite

450

Prog.

Actual NSF NSF each

Actual NSF

1020

1020

450

There was extra area available on this floor plate. It can be allocated as directed by GSA.

600

600

623

60

60

60

60

Subtotal

450

1,200

1,200

1081

1,081

Internal Circulation @ 0%

0

0

200

200

200

200

450

1,020

Lab/Test/Staging

1,000

1,000

902

902

Storage

1,000

1,000

903

903

500

500

500

500

Subtotal

6,664

6,346

Internal Circulation @ 24%

2,104

1,300

8,768

7,646

1

1

Computer Training Room

1

1

AV Closet

1

1

File Server Room

1

1

Telephone Switch Rm

1

1

1

1

1

1

Work Area

623

Prog.

Actual NSF NSF each

A.3.3.5.2 PROBATION/PRETRIAL SUPPORT SPACES

A.3.3.4.9 CASE PROCESSING - IT Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Qty. Qty. Req’d Prov’d Description

U.S. MARSHALS SERVICE MAXIMUM SECURITY A.4.3.1 MAXIMUM SECURITY AREAS Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

1

Prisoner Vehicle Sallyport (PVS)

3,000

3,000

3,148

3148

1

1

Prisoner Staging Area Adjacent to PVS

500

500

698

698

1

1

Prisoner Processing

560

560

570

570

100

100

109

109

1

A.3.3.4.10 SHARED SUPPORT

1,020

600

600

617

617

Service Unit

20

20

19

19

1

1

Prisoner Elevator at Main Detention

1

Copy Center

400

400

264

264

1

1

Gun Closet

36

36

38

38

3

Pairs of Staff Toilet

100

400

122

366

16

16

Main Cellblock

200

3,200

200

3200

6

6

Main Isolation Cell

100

600

105

631

2

2

Prisoner Property

40

80

43

86

13

Prisoner elevator, two soundlocks, sally-port, two courtroom holding cells (1 per 2 courtrooms)

580

6,960

742

9646

1

1

Staff Break Room

1

1

1 4

Staff toilets are distributed in accordance with P.100 distance and area requirements.

Subtotal Internal Circulation @ 24%

1,420

1,266

448

94

1,868

1,360

12

With Courtrooms on 13 floors the design provides 13 holding areas for the courtrooms.

A.3.3.4.11 STORAGE AREAS (For Space & Facilities; Locate near Loading Dock; maintain 68” wide clear path to Loading Dock) Qty. Qty. Description Req’d Prov’d 1

1

Prog. NSF each

Furniture Storage

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 44

12

Prisoner-Attorney Interview Individual

75

900

80

957

150

600

158

631

75

75

71

71

Prog.

Actual NSF NSF each

Actual NSF

4

4

Prisoner-Attorney Interview Group

2,646

2,646

1

1

Prisoner-Attorney Bond Release

2,564

2,564

Subtotal

2,564

Internal Circulation @ 24%

12

2,646

810

379

3,374

3,025

Subtotal 16,611 Internal Circulation @ 23%

19,785

4,983

0

TOTAL MAXIMUM SECURITY AREAS, USF 21,594

27,786

9/21/12 4:32 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 45

ADMINISTRATIVE A.4.3.2 ADMINISTRATIVE AREAS Qty. Qty. Req’d Prov’d Description

GSA - PBS Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

1

1

Administrative Officer

150

150

150

150

1

1

Supervisory Accountant

150

150

149

149

1

1

U.S. Marshal

300

300

319

319

1

1

W.C. for U.S. M

45

45

48

48

1

1

Chief Deputy U.S. M

250

250

269

269

1

1

W.C. for U.S. M Chief Deputy

45

45

48

48

2

2

Assistant to Chief Deputy

200

400

199

397

30

28

Administrative Staff

100

3,000

89

1

Executive Conf. Room

2

0

Pairs of Staff Toilets

400

400

90

180

382

1

Computer/Tele/Data Room

1

1

Computer Systems Admin.

150

161 160

140

140

137

137

Copy/Fax/Storage Area

140

140

152

152

1

1

Conference

250

250

247

247

1

1

Rcpt & Public Waiting

150

150

157

157

9

9

Workstation

54

486

57

513

2478

3

3

Office/Manager

100

300

103

309

1

1

Equipment Storage

150

150

150

150

382

1

1

Secured/Active Rcrds

1,000

1,000

976

976

1

1

Ploter/Drawing Room

120

120

111

111

1

1

Work & Supply Area

200

200

206

206

2

2

Shared Printer Area

50

100

48

95

1

1

Storage

300

300

279

279

1

1

Staff Brk Rm

300

300

275

275

1

1

Com Server Room

100

100

104

Subtotal

3,736

3,711

Internal Circulation @ 24%

1,195

737

TOTAL FIELD OFFICE AREAS, USF

4,931

4,448

161 160

150 5,220

4,561

Internal Circulation @ 23%

1,566

859

TOTAL ADMINISTRATIVE AREAS, USF

6,786

5,420

OPERATIONS A.4.3.3 OPERATIONS AREAS Prog.

Actual NSF NSF each

Actual NSF

1,800

1,800

1,638

1638

70

7,000

60

5951

Supervisory Deputy

150

1,200

147

1174

1

Vault Storage

400

400

375

375

1

1

Prisoner Galley

200

200

184

184

1

1

Security Equipment

250

250

251

251

1

1

Command & Control Center

500

500

507

507

2

2

Tactical Equipment

350

700

383

765

2

2

File Room

250

500

245

489

2

3

Work/Mail Room

200

400

130

391

4

4

Storage

200

800

201

804

2

2

Secure Storage

200

400

220

439

1

1

Conf./Briefing Room

500

500

549

549

3

2

Pairs of Staff Toilets

90

270

173

346

Subtotal

14,920

13,863

Internal Circulation @ 23%

4,476

2,172

TOTAL OPERATIONS AREAS, USF 19,396

16,035

1

1

Fitness Room

100

100

Squad Rm

8

8

1

1

1

Prog. NSF each

Public Reception

Prog.

Actual NSF NSF each

Actual NSF

124

124

120

120

Subtotal

120

124

Internal Circulation @ 23%

36

0

TOTAL PUBLIC RECEPTION AREAS, USF

156

124

COURT SECURITY OFFICERS SPACE A.4.3.5 COURT SECURITY OFFICERS (CSO) SPACE Qty. Qty. Req’d Prov’d Description 1 1

1 1

Prog. NSF each

Storage (gun lockers) CSO Break Rm

45

Qty. Qty. Req’d Prov’d Description 1

1

O & M Office

450

450

493

493

1

1

O & M Locker Rms

500

500

709

709

1

1

O & M Break Room

400

400

429

429

1

4

O & M Supply Room

2,500

2,500

627

2,508

1

1

O & M Equipment Room

1,000

1,000

975

975

1

1

Custodial Office

450

450

453

453

1

1

Custodial Locker Rms

500

500

541

541

1

1

Custodial Break Room

400

400

427

427

1

1

Custodial Supply Rm

1,200

1,200

1,251

1,251

1

1

Custodial Storage

800

800

863

863

1

1

Recycling Room

800

800

853

853

0

2

Staff Toilet

-

-

86

172

3

3

Gsa Parking Spaces

1

1

Six Bay Loading Dock

1

1

Forklift Parking Area

1

1

Trash Bin + Compactor Subtotal

9,000

Internal Circulation @ 17%

1,800

1,509

TOTAL BUILDING MANAGEMENT AREAS, USF 10,800

11,183

4

Cafeteria/Grill

2,800

2,800

1

1

Randolph Shepherd Stand

1,000

1,000

936

936

1

1

Bio-Hazard Mail Room

1,100

1,100

1,128

1,128

1

1

Health Unit

1,201

1,201

435 19 503

DHS-FPS DHS-FPS SPACE A.7.2 DHS-FPS SPACE REQUIREMENTS

Prog.

Actual NSF NSF each

Actual NSF

135

540

560 560 180 740

Qty. Qty. Req’d Prov’d Description

Prog. NSF each

Prog.

Actual NSF NSF each

Actual NSF

1

1

Office

150

150

163

163

1

1

Control Room

200

200

200

200

540

Subtotal

350

42

Internal Circulation @ 20%

87

39

582

TOTAL DHS-FPS AREAS, USF

437

402

BETTERMENTS

U.S. ATTORNEY’S OFFICE A.5.3 USAO SPACE REQUIREMENTS, BY AREA

1. LEED Platinum Prog.

Actual NSF NSF each

Actual NSF

6

6

Ausa Office

180

1,080

168

1,005

4

4

Trial Pre/Conference

300

1,200

298

1,190

3

3

Witness Interview Rm

150

450

137

411

1

1

Visitor Waiting Area

200

200

186

186

1

1

Secure File Room

480

480

476

476

1

1

Work Area

200

200

203

203

1

1

Copy/Fax Room

150

150

170

170

2

2

Closet

10

20

14

27

1

1

Deposition Room

200

200

198

198

1

1

Legal Tech

87

87

80

80

Subtotal

4,060

3,953

Internal Circulation @ 20%

1,015

1,661

TOTAL USAO AREAS, USF

5,075

5,614

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 45

5,885

484

U.S. ATTORNEY’S OFFICE Prog. NSF each

2,620

1

0

579

Qty. Qty. Req’d Prov’d Description

2,620

1

5,885

TOTAL CSO AREAS, USF

TOTAL SCSI AREAS, USF

Actual NSF

7,198

134

Internal Circulation @ 23%

Prog.

Actual NSF NSF each

TOTAL BUILDING JOINT-USE AREAS, USF

Internal Circulation @ 23%

Subtotal

Prog. NSF each

49

49

400

140

Qty. Qty. Req’d Prov’d Description

1,199

445

Senior Court Secirity Inspector

JOINT-USE A.6.3.3 BUILDING JOINT-USE SPACE

Internal Circulation @ 17%

JUDICIAL SECURITY INSPECTOR JA.4.3.6 JUDICIAL SECURITY INSPECTOR (SCSI)

4

9,674

5,999

400

Prog. NSF each

Actual NSF

1,099

Subtotal

Qty. Qty. Description Req’d Prov’d

Prog.

Actual NSF NSF each

1,099

Actual NSF

435

Prog. NSF each

Subtotal

Prog.

Actual NSF NSF each 45

104

BUILDING MANAGEMENT A.6.3.2 BUILDING MANAGEMENT OFFICE

RECEPTION A.4.3.4 PUBLIC RECEPTION AREAS Qty. Qty. Req’d Prov’d Description

Actual NSF

Filing Room

150

Prog. NSF each

Prog.

Actual NSF NSF each

1

Subtotal

Qty. Qty. Req’d Prov’d Description

Prog. NSF each

1

W/ locker rooms

150

Qty. Qty. Req’d Prov’d Description 1

Two pair of staff toilets is co-located with locker rooms.

1

A.6.3.1 FIELD OFFICE

1

Despite our best efforts, only 28 fit in the floorplate area available.

1

FIELD OFFICE

363

2. Every Court floor has an extra 200 sf “Work

Room” to facilitate Courtroom Sharing 3. Judges elevators are rated at 4000 lb versus

2500 lb 4. We are providing 28 juror chairs at the Multi-

Defendant courtroom rather than 18 5. Exterior Balcony for Federal Judges at Top level 6. Exterior Balcony for Café

9/21/12 4:32 PM

46 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 46

9/21/12 4:32 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 47

GD428_GSA_Design_Package_11x17_2012-09-21_Factor_One_3PM.indd 47

9/21/12 4:32 PM

FACTOR TWO / MANAGEMENT PLAN AND APPROACH SECTION 02

FACTOR TWO / MANAGEMENT PLAN AND APPROACH

Factors 2-5_092112_FINAL.indd 1

9/21/12 4:34 PM

48 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

APPROACH TO INTEGRATING ALL OF THE STAKEHOLDERS

Offeror’s approach to integrating all of the stakeholders into the team while effectively managing completion of the design and construction.

Our team’s approach, as embodied by our core leadership and enacted by all team members: Communication—to create and maintain an environment embracing dialogue, challenge, and respect.

Partners and stakeholders from new hire through executive have a voice in our process. We succeed utilizing focused group leaders, innovation champions, and specialist resources to create peerlevel communications to drive direct engagement at all levels.

With an approach focused on relationships, John McRitchie, Principal in Charge, is dedicated to empowering each team member to bring their best by understanding the different perspectives of the participants and working to common solutions. In a similar principalin-charge role, John recently led teams on California’s large San Bernardino and San Diego courthouses where he worked with architects, Cal-AOC, Judicial, Tenant, Sheriff, Design, and Subcontractor stakeholders to engage and encourage the best each skilled participant could bring to the table in complex and budgetchallenged courthouse design. John is a natural relationship builder whose primary focus on the project is to establish, maintain, and repair communication from all the involved parties.

Knowledge—of the best in design, sustainability, cost, and construction.

We strive to create a monument to justice with functional, durable, beautiful elements while providing efficient use of Government funding. We have the experience to produce intentional quality excellence in our design and construction and skill to provide a fully functional completed project within the funds, time, and standards.

Factors 2-5_092112_FINAL.indd 48

We hold fast to the belief that every team has unique dynamics and personalities that our approach needs to accommodate. We are determined to provide leadership and structure, but allow the individual strengths of the participants to shape the most effective methods of integration. We encourage all stakeholders to have passion tempered with flexibility; to be willing to engage, educate, challenge, and defend, but also listen, ponder, and find common ground. Our team excels at drawing out opinions, overcoming resistance, and resolving conflict through an environment of mutual respect and communication.” –John, Larry, Kate

Acting as Lead Architect on two recent Federal Courthouses (Billings and Bakersfield), Kate Diamond, Co-Lead Designer has shown a contagious passion for the function and needs of the GSA, Court, and project stakeholders.

Her commitment sets the example for our team to drive the design towards the peak of architecture, sustainability, and function and only increases as we move forward into the working phases.

Jim Mynott, Design-Build Director Of Design Management, and Yefim Portman, Quality Superintendent, complement this experience with their own detailed knowledge of current technology and quality implementation.

In the construction phase, our Superintendent Roger Bruce combines experience building downtown Los Angeles high rise projects, large-scale projects, complex regulatory projects, and industry-leading enclosure and finish quality.

Flexibility—to be dynamic, creative, adaptive, and inspirational. Our team is active, high energy, and loves the creative process. During the proposal phase, our open table dynamic drew input from any source—the kernel of many great concepts and ideas has started with the openness to stretch.

The team is committed to constant improvement; we are ready to enjoin and build on input from the GSA and our many stakeholders, and to stretch ourselves into truly great solutions to our challenges.

Quick to engage and willing to grab onto new ideas, Larry Scarpa, Co-Lead Designer, brings an inventive architectural perspective to every challenge in front of him. His example of open thinking sets the stage for us to voice the most imaginative of our ideas without concern.

Quality Control Design Manager Glenn Hickman, an AIA architect by training, works with all members of the team to

innovatively fit architectural concept into the cost and construction constraints.

Organization—to skillfully administer the requirements and processes in a streamlined fashion. A veteran of successful McCarthy/HMC Design-Build efforts, A/E Project Manager Kirk Rose has personal relationships with the entire Design-Build management team that will ensure that correct notices, submissions, estimates and review processes are incorporated. As approvals are gained, the proven team of Construction Project Manager Andy Liu and Superintendent Roger Bruce will work together with team members and subcontractors to plan and drive the schedule, sustainability, and quality of the project.

Integration of the project stakeholders will be a natural progression of our team’s current dynamics. Our McCarthy/ HMC/Brooks + Scarpa proposal phase alignment is a great example of how we achieve true collaboration. During the proposal phase, our Co-Lead Designers, Larry and Kate, integrated dozens of diverse design team members into a cohesive working environment, making use of the strength of both architecture firms to work through design progression.

As the Design-Builder, McCarthy provided structure to the process, forming eight design discipline teams.

Each team consisted of a unique design manager from McCarthy Operations, a lead design professional from HMC or Brooks + Scarpa, a dedicated McCarthy estimator, key subcontractors, and supporting consultant resources. All of the nearly 75 individuals had a voice and a responsibility to fully engage in the progress across all teams. The result— incredibly fast feedback, productive discussions with input from all parties, decision making at the lowest responsible level, and across the board understanding of the multiple needs and concerns facing the greater project.

9/21/12 4:34 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 49

As we move forward into the construction document phase of the project, we are ready to evolve our current team structure to meet the next set of needs and participants. Upon award, our first team activity towards that goal will be to gather all current project stakeholders in one location to foster communication, organization, and structure. This “big table” meeting is the first step to building mutual understanding, respect, and communication pathways.

The interaction begins with recognition of the individual vision, expectations, needs, and concerns of each party, and moves into review and adjustment of the submitted design. This process results in active communication of challenges, updates, and decisions. With strong buy-in by all parties for quality, design, schedule, and cost, individual viewpoints begin to change into teambased thinking. A candid forum for open dialogue that is centered on the needs of the project is our goal.

With team members who now know the expectations, needs, and individual strengths of each stakeholder, alignment of goals is essential to maintain forward progress and innovative solutions.

As the final design moves forward, project priorities such as functionality, maintenance, and energy performance merge with design aesthetics, quality control, budget control, and logistics feedback.

In order to give the most time possible for integration of all stakeholder input into the design, we have suggested in our schedule four distinct Design-Builder defined CD Submissions. The separation of the time for the critical earthwork and structural packages from the interiors and final site design packages will allow a considerable time period for final review and input on the crucial aesthetic and functional aspects of the later submissions by all stakeholders, which will allow field operations to commence without delay. Further proposed submission information is presented in the project schedule that is included in this proposal.

Even with the clear and thorough design and review processes set forth in the Scope of Work, translation of design drawings into detailed understanding of the design can be a challenge with a large and diverse group of stakeholders.

Our team, even in the proposal phase, operates naturally in the BIM and 3-D environment, and is committed to not only fulfill the Scope of Work requirements for design reviews, but to work in various mediums to ensure that buy-in by the Courts, USMS, USAO, and other tenants is based on a full understanding of the proposed work. Critical physical interaction, such as the Courtroom Sightlines Mock-up and virtual walk through sessions, will be essential to achieving early and reliable stakeholder input in this design.

Project Stakeholders

••GSA »»GSA Project Team »»Central Office »»Design Excellence »»Construction Excellence »»GSA Region 9 Authorities »»GSA Region 9 O&M »»Art in Architecture »»Federal Office Building ••United States Courts ••USMS ••USAO ••Homeland Security ••OHC – Health Services ••Jacobs Engineering ••McCarthy Building Companies, Inc. »»Design-Build Subcontractors »»SBE Subcontractors »»Vendors ••HMC and Brooks + Scarpa »»All Consultants Community Stakeholders

••Local Officials ••City of Los Angeles ••Cultural Affairs Commission ••Metropolitan Transit Authority ••Dept. of Water and Power ••The Gas Company ••LA Dept. of Transportation ••Bureau of Engineering ••Bureau of Street Services ••Police Commission

APPROACH AND STRATEGIES TO MAINTAINING COMMUNICATION AND PROMOTE COLLABORATION

What strategies and approaches are being proposed by the offeror to maintain communication between the stakeholders, resolve conflicts at the lower levels of the team and promote a collaborative environment

Our team is experienced in the federal project structure, and we look forward to early coordination with the GSA and Jacobs to solidify the project specific parameters for key process flows, communication pathways, decision documentation, and reporting. We have a wide variety of tools available, and are flexible in our implementation of those technologies to meet your needs.

Factors 2-5_092112_FINAL.indd 49

Once the design is approved, and work in the field is underway, this project will move at a swift pace to complete well prior to April 2016. Active involvement of stakeholders in the Partnering sessions and Construction Excellence Peer Reviews is an effective tool. We seek all possible input from GSA, Jacobs, and other stakeholders. A sample Quality

Control Plan is attached that further describes means of following up on that input. As the systems begin to install in the building, we will encourage active feedback from the Commissioning Agent, GSA O&M, and other stakeholders to improve early feedback on system coordination, pre-functional and functional testing, and commissioning.

9/21/12 4:34 PM

50 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

Communication Tool

Project Communication Benefit

Candid Conversation

The simplest communication tool. Honest discussion allows initial solutions to develop prior to formal feedback. This minimizes frustration and promotes team unity.

Interactive Web Meetings

With interactive presentations we share developing information in real-time across geographic constraints.

Online Document Mark Up

Our software allows multi-user document review, with automatic log generation.

Team members can review updates at their own pace, alleviating scheduling challenges.

Pull Scheduling for Design and Construction Phases

McCarthy will lead conceptual planning for the design and construction phases through Pull Scheduling. Each team member provides input in a collaborative session. With commitments from all, an intelligent plan sets team based expectations.

(Lean Construction Practices) Decision Tracking Logs

Communication breakdowns occur on large projects when one party believes that a decision was made but others do not. Decision Logs drive identification of disparate interpretations.

Variance Register

The GSA may determine that some variances are in fact beneficial to the Government. Any such items will be tracked to prevent miscommunication.

Partnering

Every 6 months, focused on recent perceptions, upcoming work, and solutions.

Energy and Life Cycle Tools

Analysis to drive the best decisions within parameters of the contract and requirements

BIM modeling

Our primary tool in design communication. We will utilize the model at all levels of the team for development and review.

3-D Virtual walk through

Communication with stakeholders requires spatial recognition tools. This tool puts scale, details, and function in perspective.

BIM RBS (Rapid Budget Studies)

Provides rapid cost feedback for BIM modeled design options, allowing quick yet informed decisions.

Scope and Budget Prioritization

As the design progresses, key improvements could be made that drive available funds for later design packages. To ensure all phases receive due consideration, we sit with the GSA and team leadership to identify all impacts.

Courtroom Mock Ups

Judicial input is critical to our success. We are committed to providing flexible and dynamic mock-ups to drive communication of the Court’s needs and preferences.

Proliance Management Tools

McCarthy is experienced with this secure web-based record system. Team use of dashboards and workflow tools helps communicate status and challenges with submissions, revisions, and responses.

Communication and Collaboration Approach Leadership: Our Leadership Team will set a communication and collaboration example for all participants. John McRitchie (McCarthy Principal in Charge) will work with Duane Allen and Lawrence Hales to encourage respect for diverse opinions, improve listening skills, coach reexamination of root causes, and support candid feedback. Leadership at this level encourages participation and drives resolution of issues. With a firm belief in the win-win philosophy and ownership of our responsibilities under the contract, we will develop the mutual trust that must exist in a high performing team.

Simplicity: Communication is best achieved by opening the flow of information. We want our teams to work in an open discussion environment. Our co-location of key Design-Build team members in proximity to the local GSA office and project site will also encourage in-person discussion when practicable.

Team Structure: The details of team communication pathways will develop out of our early stakeholder discussions.

Our focus will be in removing bottlenecks

Factors 2-5_092112_FINAL.indd 50

and driving the exchange of ideas.

Development of core teams of experts focused on detailed solutions is enhanced by cross-team interaction by our design management and quality management resources. This encourages active communication at the lowest possible tier.

Information naturally flows across these teams through our communication tools.

Frequent reporting to the Design Builder Leadership Team provides oversight and allows escalation of critical decisions and identification of communication challenges.

As we developed the specific management plan for the U.S. Courthouse Los Angeles, it became apparent that the speed, complexity, and number of packages involved would require an additional pivotal resource to ensure success during the Design Phase.

Our Design-Build Leadership Team has been enhanced by adding our Director of Design Management, Jim Mynott, to the Design Phase team. He is an 11year McCarthy veteran, and has worked on almost $2 billion dollars of projects with HMC, and has a long standing trust with Kirk Rose, HMC Design Quality Manager and Project Manager. Jim is a natural fit with the team, and will ensure integration of stakeholders and

coordination of the overall D-B team leadership. He will work to drive the design review and approval process with specific pull schedule facilitation and coordinate our deliverables to ensure that comments and concerns are brought to resolution.

Expectations and Accountability: From the onset, expectations for interaction, decision making, and conflict resolution will be set. On a project of this scale, we will have many instances where two or more team members will find they have opposing opinions. Individual and small group accountability for listening and collaborating is essential, so expectations for acceptable behavior will be made clear. Cultivation of a high-functioning team is focused on empowering each of our team members to move forward, while setting clear paths to higher levels for critical decisions and unresolved conflicts.

During the Construction Phase, our team is committed to continue bringing solutions to each of the challenges facing the project. Our approach in maintaining the design team leadership through the transition into construction will provide continuity of Design-Build team members from the design phase,

9/21/12 4:34 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 51

enabling us to continue the culture of collaboration. New participants, such as testing and inspection, field personnel, and subcontractors will be educated to the core values of the team. Leadership by example, communication techniques, team structure, clear expectations and enforced accountability will shape the behaviors of the larger construction team.

The workflow processes provided by Meridian’s Proliance software will aid in timely identification of issues. Our field construction team, under the leadership of our Project Manager Andy Liu and Project Superintendent Roger Bruce, will work together with our DesignBuild partners, all trade contractors and the GSA to create opportunity from challenges. Oversight from McCarthy Principal in Charge John McRitchie will provide continuity of approach and a path for upper management resolution of any dispute that may require additional attention.

Design-Build Leadership Team John McRitchie McCarthy Principal in Charge

Larry Scarpa Brooks + Scarpa Co-Lead Designer

Kate Diamond HMC Architects Co-Lead Designer

Kirk Rose HMC Architects AE Project Manager

Jim Mynott McCarthy Director of Design Mgmt

Glenn Hickman McCarthy QC Design Manager

Andy Liu McCarthy Senior Project Manager

COORDINATION OF SUBCONTRACTORS AND SUPPLIERS

Coordination of subcontractors and suppliers to minimize installation conflicts and ensure that specified products, and installation means and methods comply with contract requirements.

McCarthy/HMC/Brooks + Scarpa and our team members have worked and will continue to work tirelessly to ensure that the New Los Angeles Courthouse is built to the high standards of the GSA and the Court. We believe that Quality is a direct correlation to the organization of the project, which leads to an efficient, effective design and construction deliverable. The following approaches highlight how our team provides high quality deliverables for the GSA and predictability to final installations conforming to the quality and compliance within the contract requirements.

McCarthy/HMC/Brooks + Scarpa will implement a Project Specific Quality Control Plan that requires each design professional and subcontractor to implement a Job Specific Quality Control Plan that is focused on compliance with our contract requirements. Key focus of the plan includes both internal and external reviews, as well as detailed scope definition for material quality, standards, and sources. The plan is implemented to:

••Verify and track design and

construction compliance with the P100, USMS Pub. 64, USAO standards, as well as identify any potential variance from the applicable design standards, guides, FARs, and other requirements.

Factors 2-5_092112_FINAL.indd 51

••Document inspections and/or tests

••McCarthy utilizes Trimble (BIM-based

••Align expectations across design and

••Smart Tablet technology empowers and

necessary to assure that product delivery, quality and performance are as required by the Design-Builder, the Government, and the CMa. construction and tie all parties to the team’s Project Specific Quality Plan.

••Implement quality from concept design through final project acceptance.

layout device) technology to validate field layout is in conformance with CAD drawings and to precisely place field installations.

informs field forces with vital and current construction documentation while walking the project and allows simple and easy tracking of quality issues.

Our team utilizes technology for enhanced quality assurance and control as well as continuous communication:

••BIM coordination and clash avoidance

have been employed on this design from the beginning through our pricing and submittal documents, and will continue through the final coordination of the major trades and as-built documentation.

••Our current design has had specific trade contractor input to ensure the quality of our submission.

••For the Design-Build deliverables, we

will be working in one model platform that avoids duplicative or interpretative work efforts. The major trades in our coordination will include: site utilities, structural steel, drywall, mechanical, electrical, plumbing, precast, exterior glazing, fire sprinkler, kitchen equipment, and acoustical ceiling.

Tablets provide real-time info to the field staff.

9/21/12 4:34 PM

52 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

Design and Pre-Construction Phase McCarthy/HMC/Brooks + Scarpa will work together to validate compliance, and will implement early design reviews to identify focus areas for design, procurement, and installation.

Throughout the design phase, our team will focus on critical long-lead construction components to allow for early procurement and coordination of materials and equipment. This early approach validates requirements and prioritizes work to facilitate an aggressive schedule. It sets clear parameters for project conformance. Key aspects include:

••Detailed Document Reviews: We

have engaged specialized 3rd party consultants to review in detail the exterior enclosure and waterproofing design. These consultants will continue to check design all the way through the CD phase, along with subsequent installation to address envelope and waterproofing integrity.

Field Implementation Mock-up and Sample Construction Program Implementation: ••Our team will implement mock-ups and sample construction in accordance with all of the elements required by the proposal. These allow us to better review and confirm design intent and function, and solicit input. This is an essential part of our design process.

The key courtroom adjustments and configurations are explored prior to final design submissions to allow input by all stakeholders.

••Mock-ups of the actual materials

are reviewed with the Designers and Government as to level of finish, quality of materials and workmanship, and conformance with design expectations;

••Our team develops 4-D mock-

up simulations incorporating the schedule to review sequences of work amongst trades and subcontractors.

••Capture and implement project-specific expectations of the GSA, Jacobs, McCarthy/HMC/Brooks + Scarpa and other participants with LA Courthouse project orientation training.

••Subcontractor Orientation Meetings:

Our team holds a project procedures and orientation meeting with each subcontractor to review the procedures and evolution of the project to bring everyone to a common understanding.

••Our team updates the construction

work plan to include a current breakdown of the planned construction work sequencing, timing, and required coordination between our team, subcontractors, and any government supplied contractors. These updates are translated into the schedule throughout the CD phase.

••Pre-installation meetings: Meetings

are held with each individual subcontractor to review the project requirements, including but not limited to safety, quality, and schedule responsibilities. This meeting engages the subcontractor management, the foreman, as well as quality control specialists and our design partners to ensure that a mutual understanding is achieved prior to the start of construction.

••Transfer of Knowledge: Our team will

transition key personnel from the design phase to construction avoiding missed expectations from past efforts during the design and re-validation of past decisions/expectations.

These simulations confirm access requirements and logistics while helping to identify installation or quality challenges before they occur.

Verification of 1st Installation and Ongoing Work ••Yefim Portman, head of our QC team, will coordinate and review all first installations of new work along with monitoring on-going installations to assure quality expectations are adhered to throughout the construction process.

This extra effort allows us to correct quality challenges as they arise.

Testing Program Implementation We engage all of the design consultants in the performance of a comprehensive independent testing programs that verify all of the technical requirements noted within the documents and assembled into the final testing requirements.

Commissioning Rashad Morton of McCarthy will work hand in hand with the Commissioning Agent to verify the performance of the building systems via installation verifications, pre-functional tests, and functional tests. We collaborate with the Commissioning Agent to support the acceptance phase of the project.

Non-compliance If non-compliance issues arise, noncompliance notices are issued and tracked until resolved. This provides a subcontractor quality and performance validation and a method to invoke resolution and alternate solutions or actions if necessary.

Punchlist Our team strives to minimize the punch list process by successfully executing the previously detailed activities, including the detailed document reviews, use of mock-ups and sample construction, pre-installation meetings, 1st installation meetings, on-going construction verification, and the use and resolution of non-compliance processes. The punch list process for this project is intended to identify and resolve those (few) remaining issues prior to owner acceptance after all work has been accomplished.

Closeout Documents: We start early in the submission phase with assembly of the closeout documents. Operation & Maintenance manuals and coordination of applicable technologies are crucial to this effort to allow the commissioning process, training, and transition of the building to the GSA to start as early as possible.

Exterior envelope mock-up

Factors 2-5_092112_FINAL.indd 52

9/21/12 4:34 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 53

PRELIMINARY SITE/ STAGING PLAN

Preliminary site/staging plan to include where material lay down will be, placement of job trailers, cranes, how work will be staged, etc.

Gate #4

Gate #3 Double Manlift

Pad #1 Elect.

300

Bins

Loading Bay Subcontractor Bins

Material Laydown Area (Future Federal Building) Conf Rm Trailer

Pad #2 Elect.

290

Material Laydown Area

Our Superintendent Roger Bruce and our entire management team have built the new courthouse many times over in our minds, on paper, and in the BIM environment over the last two months.

Our combined downtown Los Angeles, high-rise, and courthouse experience has been applied to determine sequences for site grading, structure, enclosure, and site utilization. This pre-planning ensures our team has included the correct scope of work to successfully mobilize to the site in 2012, and bring the project through all of its phases in the most efficient method possible.

Temporary Facilities: We strive to be responsible and accountable in our work, providing safe, efficient, economical and environmentally responsible utilization planning for the project. We have also designed the grading to minimize soil export and provided pedestrian protection where conditions dictate its use for public safety. Dust control and site cleanliness have been properly planned and will be enforced. As we take possession of the site, gates in the existing fence will be relocated to facilitate traffic flow for deliveries to the site. Sand bags and rumble plates will be installed to prevent storm water or soil particulates from leaving the site per the Storm Water Pollution Prevention Plan (SWPPP).

GSA/CMa

McCarthy/ HMC/Brooks + Scarpa

Gate #2

Logistics of the Courthouse Site

Pad #3Elect.

280

Gate #1

including water, power, sewer, phone, and internet. McCarthy will design a temporary water system utilizing the permanent connection to the Los Angeles Department of Water and Power’s (DWP) system for construction activities including dust control and for fire protection.

The temporary electrical system will be submitted very quickly upon award due to the extensive durations for review at LADWP. McCarthy has met in person with DWP regarding the design and location of the connections and has coordinated preliminary design concepts.

After utilities are established, McCarthy will place job site trailers for our use and all required facilities for GSA’s use. The balance of the project offices may be located in nearby rented office space that will be beneficial to allow construction of the proposed Federal office building

Temporary Parking Levels Access

according to GSA’s schedule. Parking for the construction phase of the project will be located off site in rented spaces.

On-site parking will be limited to work trucks that contain equipment necessary to complete work activities. Restrooms for the construction trades will be located in a trailer and will be connected into the permanent sewer connection with water fed from the temporary water system.

Excavation and Shoring: Shoring for the excavation will be the first major work activity. Our approach shores the excavation on all four sides to allow for site efficiencies and savings through our sequencing approach. Shoring will be left out in one corner to create an access road into the below grade levels.

This access point has been placed to allow a direct access point between the Courthouse garage and the future

McCarthy’s first work activity will be to provide connection to temporary utilities

Factors 2-5_092112_FINAL.indd 53

9/21/12 4:34 PM

54 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

building garage without GSA needing to remove shoring at a later date. Our shoring approach will also reduce air and noise emissions and increased street traffic created by the export and import of the soil retained by the shoring.

Structural Systems: Work on the building’s foundation will begin once the excavation is complete. McCarthy/ HMC/Brook+Scarpa’s design includes a mat foundation that ranges in depth from five and a half to eight feet in depth.

This design reduces noise emissions during installation as compared to driven concrete or steel piles. Concrete for the foundation will be placed in

Factors 2-5_092112_FINAL.indd 54

one continuous operation utilizing six concrete pumps. This pour will require off hours work to reduce impacts to the surrounding community due to the additional traffic loads of the concrete and other delivery trucks. Throughout construction, McCarthy will schedule deliveries around heavy traffic periods whenever possible.

installed to facilitate move tradesmen and material into the building and construction waste out of the building. Recycling bins will be located adjacent to the material hoist to accommodate sorting and removal of construction waste. Once the construction elevators are operational, the temporary hoist at the exterior will be removed and the curtain wall completed.

Vertical structural elements will begin after the completion of the foundation.

Once the concrete shear core has been constructed to a sufficient level, the structural steel erection will begin. A tower crane will be utilized to erect the structure and a double man lift will be

McCarthy and our subcontractors will utilize the parking structure, sally port, plazas and loading dock for laydown of materials and plan ‘just-in-time’ deliveries to minimize the accumulation of unneeded materials. This will allow the site work to progress along with the interior improvements.

9/21/12 4:34 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 55

APPROACH TO COST CONTROL

The offeror’s approach to cost control and cost tracking at project milestones, allocation of costs to tenant codes, and change order costs, etc.

The McCarthy/HMC/Brooks + Scarpa team will implement a comprehensive approach for cost tracking and updates that support the goals of the GSA and follow the published regulations. We have reviewed and incorporated the Publication 100 “Facilities Standards for the Public Buildings Service” (P-100) guidelines along with the requirements for estimating via Publication 120 “Project Estimating Requirements for the Public Buildings Service” (P-120) documents. These two

references along with the scope of work under Part 2A form our responsibilities for cost control.

Our approach to the design and construction is indicated in the summary schedule below. This schedule forms the approach for providing design packages that allow for the start of work, maintain the flow of work, and allows the GSA and your constituents the appropriate level of review time frames. Furthermore, the work plan indicates the approach

to continual estimating updates during the design and construction based on the development of the packages at the appropriate P-120 time frames. Each estimate update will include the related Uniformat deliverables as required by Table 3 of the P-120, and reflect the requirements under the “Design Build greater than $25 MM” column.

Below we have indicated the relative dates for the various estimate milestones required by P-120:

NEW US COURTHOUSE LOS ANGELES – DESIGN PHASE Days

Start Date

Finish Date

20

April 24, 2013

May 21, 2013

Package 1 | Site Demolition/Civil/Mass Excavation DD FC3400

GSA ESTIMATE DELIVERABLES DD PHASE

Package 1 | Site Demolition/Civil/Mass Excavation CD FC3700

GSA ESTIMATE DELIVERABLES 75% CD

15

February 27, 2013

March 19, 2013

FC3650

GSA ESTIMATE DELIVERABLES 90% CD

15

May 8, 2013

May 29, 2013

FC3710

GSA ESTIMATE DELIVERABLES 100% CD

15

May 30, 2013

June 19, 2013

20

April 24, 2013

May 14, 2013

20

April 10, 2013

May 7, 2013

Package 2 | Structural Frame/Exterior Enclosure DD FC4130

GSA ESTIMATE DELIVERABLES DD PHASE

Package 3 | MEP Systems/Interior Design/Interior Finishes DD FC4620

GSA ESTIMATE DELIVERABLES DD PHASE

Package 3 | MEP Systems/Interior Design/Interior Finishes CD FC4900

GSA ESTIMATE DELIVERABLES 75% CD

20

April 24, 2013

May 21, 2013

FC4910

GSA ESTIMATE DELIVERABLES 90% CD

15

May 22, 2013

June 12, 2013

FC4920

GSA ESTIMATE DELIVERABLES 100% CD

20

June 13, 2013

July 11, 2013

20

June 6, 2013

July 3, 2013

Package 4 | Final Site Design/Hardscape/Landscape Site Features FC5010

GSA ESTIMATE DELIVERABLES DD PHASE

Package 4 | Final Site Design/Hardscape/Landscape Site Features FC5110

GSA ESTIMATE DELIVERABLES 75% CD

15

August 9, 2013

August 29, 2013

FC5120

GSA ESTIMATE DELIVERABLES 90% CD

15

August 30, 2013

September 20, 2013

FC5130

GSA ESTIMATE DELIVERABLES 100% CD

20

September 23, 2013

October 18, 2013

Approach McCarthy’s approach to cost control and cost tracking will include detailed quantity surveys at each of the estimate deliverables. We recognize the GSA’s need to manage tenant improvements and security components separately and will accommodate this through our design estimates. These take-offs will build from the previous submitted survey, utilizing the base proposal as the starting point.

These quantity surveys will include:

From a process perspective the cycle starts with each package issuance.

Design Package Issued (Start of cycle)

Civil Landscape Off-Site

Submit GSA Forms

Unit Price Updated

BIM and Take-Off Generated

Compare to Previous Submission

••Breakdowns and reconciliation of

quantities at each estimate, including separated costs for each tenant as defined and required by GSA

••Tracking of allowances for undefined

quantities, along with quantity updates as the design progresses

••Quantity survey review and

Archive Submissions

Reconcile Differences

reconciliation to the BIM with the level of detail and parametric objects available, to the level of detail developed. We can provide print outs from the BIM to accompany the data

••Reconciliation of unit price changes, with an explanation of differences.

••Compare and reconcile quantity differences

Factors 2-5_092112_FINAL.indd 55

9/21/12 4:34 PM

56 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

Change Order Costs Changes to the scope of work may be required as the need of the GSA are further defined over the course of providing our services. Fortunately, the Design-Build process will include all parties, including the GSA, design team, and subcontractors, from the beginning of the project and inherently create the type of collaborative environment that will minimize unnecessary changes.

If changes do occur, the McCarthy Design-Build team will follow all applicable FARs and direction from the Contracting Officer. The costs associated with said changes will be vetted completely and follow these steps to provide an equitable adjustment:

••First and foremost, screening of

subcontractor scope change to confirm entitlement. Plans, specifications, and contract terms will be reviewed to verify any changes in scope from original contract

••If an adjustment is warranted, the

quantity of units and manhours and associated pricing will be validated based on industry standards, our knowledge of the local pricing market, and current market trends

••Final review to verify appropriate

mark-ups, taxes, bonds, and other miscellaneous costs

Our extensive experience with federal projects has resulted in standardized policies and procedures for change management to comply with federal standards.

MANAGEMENT OF EXTENDED OVERHEAD COSTS

Management of extended overhead costs in the event of contract modifications.

In the event of a contract modification, our team’s ability and experience in managing changes comes into play.

McCarthy’s contract change process involves verification, documentation and tracking for the least possible impact to the project schedule and budget. We will work with all affected parties to minimize extended overhead costs due to contract

modifications. Approaches include but are not limited to:

••Re-sequence work activities to minimize schedule impact

••Utilize available float on non-critical path activities

••Add manpower to existing work crews ••Review use of overtime or shift work

In the event extended overhead costs are required, McCarthy develops a custom, efficient approach for each case. This begins by defining which overhead costs must be extended and eliminating the others. We also seek to share overhead requirements between affected parties when possible (i.e. subcontractors and McCarthy). We have provided Future Modification Mark Up Costs as requested in our price proposal for this solicitation.

BUILDING INFORMATION MODELING (BIM)

The offeror’s use of Building Information Modeling during design and construction, including the use of the model for fabrication and purchasing of materials and level of subcontractor participation.

Our integrated team will develop, through the BIM Execution Plan, a process by which the subcontractor fabrication details are brought forward into the design phase. This effort will be coordinated with the design team and managed by McCarthy as the model manager. The following contributors generally comprise our BIM program for your project. The entities listed below are those we have been engaged with during the proposal phase. This list will expand as we add to our team.

CONTRIBUTOR Designer/Executive Architect

BIM SOFTWARE and LOD Expectations Revit developed to LOD 300

Structural Engineer

Revit developed to a LOD 200

Structural Steel Fabricator

Tekla Structures will be used to develop the fabrication and details for the structural steel frame and related components Revit developed to LOD 200

MEP Systems Design Engineer

MEP Systems Subcontractors

AutoCAD 3D with a LOD of 400. AutoCad will be utilized to develop subcontractor spool sheets as part of the fabrication process.

Exterior Closure Systems Subcontractors

Revit or AutoCAD

Interior Systems (framing, millwork, finishes, furnishings) Contributors will include the design architect, and subcontractors

Revit or AutoCAD. To LOD 400 for most prefabricated elements and LOD 300 for various scopes of work.

Factors 2-5_092112_FINAL.indd 56

COMMENTS Revit will be managed as the controlling central file for background and dimension control.

Revit will be used to show and coordinate the main building frame elements and foundations.

All systems layouts will be provided along with energy modeling as per GSA BIM and RFP requirements.

Subcontractor will participate in the design phase with the design engineer to ensure the design is constructible at the outset.

These subcontractors will develop the shop and fabrication details during the design phase.

9/21/12 4:34 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 57

MANAGING SUBCONTRACTORS

How the offeror intends to manage the responsibilities of its subcontractors and comply with its subcontracting plan.

The McCarthy/HMC/Brooks + Scarpa team’s approach to achieving our small business commitments is detailed in our subcontracting plan submitted under Factor 5. We have already begun our subcontracting approach, meeting with large and small businesses, establishing expectations and developing strategies to achieve the goals. In every trade category on this project, we have already identified small business procurement options and contacted small business owners.

McCarthy has and will offer assistance to all large subcontractors in regards to small business solicitation, subcontracting plans and reporting requirements. Our subcontracts will include applicable FARs for large businesses to flow down small business requirements. Our Small Business Administrator will review subcontracting plans submitted by

subcontractors to verify compliance, and that the subcontractors will make a good faith effort to include small businesses.

We highly encourage our large business subcontractors to attend any trade shows or fairs that we attend in an effort to expand on their good faith efforts to meet the goals on various projects.

We have found innovative ways to improve and increase the opportunities for small businesses. We provide counseling and guidance to maximize subcontracting opportunities with potential SB, SDB, WOSB, HUBZone, VOSB and SDVOSB concerns as requested, including becoming certified with the SBA and listed within CCR. We encourage our partners to identify appropriate businesses to mentor with the goal of developing a mentor-protégé agreement and relationship. Being mentored on a project allows the small

business the opportunity to learn and perform with a safety net so the project stays on schedule and the needs of the owner are met. They will also have access to personnel with years of experience to help increase their project staffs knowledge.

Throughout the course of the project, our McCarthy Outreach staff works along with our Small Business Management Team to coach, train, and support the businesses who are chosen to help us build the New Los Angeles Courthouse.

This careful monitoring and skill building serves the dual purpose of building valuable business skills for the small business and providing early identification of challenges and risks for the larger team. Our goal and objective is to help these entities grow and learn to expand their horizons to increase their long-term viability and success.

DISPUTE RESOLUTION PLAN A statement verifying that the offeror has a Dispute Resolution Plan, which shall be provided to the Contracting Officer immediately upon request.

McCarthy’s overall philosophy to dispute resolution is to address matters at the lowest competent level, preferably at the level where the dispute arose. These are the individuals closest to the issues and the facts. If that doesn’t work, the dispute is elevated to the supervisory level. This level is trained to encourage solutions and add insight into the known facts with open and candid exploration of the possibilities.

to be installed in the concrete walls, floors and ceilings. In order to avoid a significant construction delay and claims by impacted subcontractors on the project, McCarthy worked with the Government and the Designer to develop and implement the most cost-effective mitigation plan. The plan included a multiple prong approach with implementation of key elements by all parties involved.

The McCarthy dispute resolution process is a proven approach. A recent federal contract for a high end research facility included constructing a complex concrete structure in which the occupied spaces were comprised of 12-inch thick concrete walls, concrete floors and concrete ceilings with air tight requirements. The fast track project included separate design and construction contracts, with just-in-time design.

McCarthy’s concrete subcontractor co-located BIM detail designers at the project site and 3-D modeled the rebar, embeds and appurtenances in the concrete proactively identifying where conflicts occurred in the design of the concrete structure. This allowed the Designer to address and redesign key elements that were not constructible prior to the construction workers trying to install the work.

As construction began on the concrete structure it became apparent that the design was not constructible due to the amount of rebar, embeds and appurtenances that were required

The Designer also co-located an engineer on site to monitor the installation of the work and was available to immediately address any field issues that arose during installation of the work. The presence of the Design engineer on site allowed the

Factors 2-5_092112_FINAL.indd 57

work to progress in a productive manner and avoided significant impact delays.

While the delays were minimized, the construction progress was impacted.

Additional resources were required and costs were incurred. McCarthy worked with the Government’s schedule consultant and additional cost consultant to analyze the impacts for which the government was responsible. Jointly, we agreed on an equitable adjustment with which all parties were satisfied.

This approach avoided a potentially huge dispute that could have resulted in a major impact to schedule, quality and the budget on the project. As a result of McCarthy’s proactive approach, the impact to the schedule and cost was comparatively minimal and the quality of construction was not compromised.

All parties to the project considered the resolution to be fair and reasonable, and the resultant project to be highly successful. Our dispute resolution plan, described as the “escalation ladder”, is embedded in all of the team’s contracts and can be provided to the Contracting Officer upon request

9/21/12 4:34 PM

58 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

ORGANIZATIONAL CHART AND SUPPLEMENTAL RESUMES Design Phase Construction Phase Design & Construction Phase

Jeremy Duval Lead Interior Designer/ Space Planner

Kate Diamond Co-Lead Designer

Kirk Rose AE Project Manager

Stacey Hooper Senior Designer Building Envelope

Larry Scarpa Co-Lead Designer

John McRitchie Principal in Charge

Jim Mynott Design-Build Director of Design Mgmt.

Julia Hughes Justice/Maximum Security Expert

Glenn Hickman Design-Build Design Manager

Andy Liu Design-Build Sr. Project Manager

Landscape Architect The Olin Partnership Skip Graffam Civil Psomas Ross Barker Structural + Blast + Curtainwall Thornton Tomasetti Bruce Gibbons John Abruzzo Mark Dannettel Fire, Life Safety Rolf Jensen & Associates, Inc. Jared Birmingham MEP (Including Lighting) WSP Flack + Kurtz Todd See Susanna See Thomas Joji LEED/Sustainability WSP Built Ecology Andrew Corney Acoustics/Low Voltage/Media/ Security Waveguide David Gales Michael Santamaria Keith Portnoy David Gallegos

Pre-construction Director

Design Managers

BIM Manager

BIM Tech

Rashad Morton MEP Manager

Sr. MEP Engineer

Yefim Portman Quality Control Superintendent

Roger Bruce Construction Superintendent

Estimators (multiple)

MEP Systems Engineer

Project Engineer

Sr. Project Engineer

Project Engineer

Construction Supervisor Structural

Project Engineer

Construction Supervisor Enclosure Construction Supervisor Interiors Miguel Havican Construction Scheduler

Cost Manager

Rob Graham Safety Director

Factors 2-5_092112_FINAL.indd 58

Accountant

Administrative

Safety Officer

9/21/12 4:34 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 59

Expanded Staffing Approach As the scope and schedule of the Courthouse project became clearer in the Phase 2 RFP and Scoping Documents, McCarthy/HMC/Brooks + Scarpa carefully refined our team approach to integrate the strongest individuals in key roles. The following list of limited changes reflects both the way we worked in the competition phase and the way we anticipate completing the project:

••Co-Lead Designers Lawrence

Scarpa, FAIA and Kate Diamond, FAIA will provide both Interior and Exterior Design Leadership working with Jeremy Duval, LEED AP as the day-to-day Lead Interior Designer/ Space Planner, with Stacey Hooper, AIA LEED AP as Senior Designer Building Enclosure and Julia Hughes, AIA LEED AP as Justice/Maximum Security Expert. Their respective resumes follow.

••Recognizing the challenge of

immediately harnessing the power of integrated Design-Build delivery during the competition, Kirk Rose, AIA, DBIA Certified stepped in and

Superintendent/ McCarthy

Education /

Aerospace Engineering, University of Southern California Professional Registration /

Leadership in Energy and Environmental Design Accredited Professional, BD+C General Contractor

will continue to serve as the team’s AE Project Manager bringing his 25 years of experience delivering more than $450 million worth of projects through Design-Build delivery. To review Kirk’s detailed resume please refer to McCarthy/HMC/Brooks + Scarpa’s Phase I Submittal page 74.

••The team was further strengthened

by the addition of Jim Mynott, LEED AP BD+C, DBIA as McCarthy’s Director of Design Management to partner with Kirk in coordinating the large integrated Design Build team.

Jim played a key role in managing the project pricing/buy-out strategies with subcontractors during the competition phase.

••Due to personal issues that arose in the summer, McCarthy’s previously named Superintend unfortunately had to take early retirement. McCarthy immediately took the necessary steps to commit one of the strongest superintendents in the western United States for our proposed replacement Superintendent on this important project.

ROGER BRUCE LEED AP BD+C Proposed Duties

Relevant Experience

Roger supervises all field construction as the Project Superintendent. He will collaborate with the design team, subcontractors and end users during the design/preconstruction phase of the project. When construction begins, he will transition to lead the site supervision team and ensure the performance of the various subcontractors. In addition, he will oversee the quality of workmanship, safety, schedule compliance and the successful completion of construction.

Getty Museum, Los Angeles, CA: $1 billion, one of the 4-museum clusters including self-performed concrete footings, walls and decks through the build-out of the galleries.

Intercontinental Hotel, Los Angeles, CA: $120 million, 20-story, cast-in-place concrete, 469-room hotel in downtown Los Angeles just blocks from the courthouse site.

Qualifications

Disney’s Grand California Hotel, Anaheim, CA: $180 million, 751-room, four-star hotel.

Roger’s wealth of successful experience with similar project type and size was the key to his selection for the team:

Methodist Hospital of Southern California, Arcadia, CA: 142 million, 154,486 SF tower.

••Threat management and blast design executing large scale projects

Los Angeles International Airport Tom Bradley International Terminal, Los Angeles, CA: $568.4 million, 510,250 SF renovation of the Tom Bradley International Terminal.

with elements similar to courthouse construction.

1999 Avenue of the Stars, Century City, CA: $110 million, 40-story office building with a subterranean parking structure.

experience

••Successful record of planning and ••Experienced in complex projects

Factors 2-5_092112_FINAL.indd 59

Superintendent Roger Bruce has spent his career building the most complex and logistically challenging projects in the industry. As general superintendent on projects such as the intricately precise Getty Museum, the highly detailed Disneyland Grand Californian Hotel and downtown Los Angeles high rises such as the 27-story American Corporate Headquarters and the 20-story Intercontinental Hotel just two blocks from the courthouse site, Roger has created a construction environment of uncompromised quality and safety. His resume below demonstrates a history of successfully completing project of similar or greater complexity to the courthouse.

Roger has already been an active participant in the competition phase for the new Los Angeles Courthouse, developing design, sustainability and construction strategies with a focus on quality control. While McCarthy is absolutely convinced that Roger is the best Superintendent to deliver the Courthouse project, we are prepared to offer other qualified alternatives for your review and approval as required under the terms of the Agreement.

9/21/12 4:34 PM

60 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

Director of Design Management / McCarthy

Education /

Master of Business Administration, California State University, Long Beach Bachelor of Science, Construction Management, California Polytechnic State University, San Luis Obispo Professional Registration /

Leadership in Energy and Environmental Design Accredited Professional, BD+C

JIM MYNOTT LEED AP BD+C, DBIA Proposed Duties

Relevant Experience

Jim currently serves as the Director of Design Management for McCarthy’s Southern California Division. Jim will be responsible for leading the Design Management process as well as manage the purchasing strategies for the Design-Assist/Design-Build Subcontractors. Jim will bring an enormous amount of experience with Design-Build delivery to the project. His leadership has been a key factor in the excellent cost and budget results on all of these projects.

St. Jude Northwest Tower & Central Plant, Fullerton, CA: $245 million, 200,000 sf patient tower, 14,000 SF central plant and related site work.

Qualifications Jim’s wealth of successful experience with similar project type and size was the key to his selection for the team:

••Successful record of planning and

Stanford Hospital, Palo Alto, CA: $831 million, 812,000 SF, 368-bed replacement hospital.

Kaiser Downey Medical Center Replacement Hospital, Downey, CA: $370.5 million, 6-story, 651,370 SF, Replacement Hospital.

Disney Riverside Office Building, Riverside, CA: $144 million, 385,000 SF office tower and 567,000 SF parking garage.

Disney’s California Adventure Theme Park, Anaheim, CA: $85 million, new theme park.

executing large scale projects

General Contractor Design-Build Professional (DBIA)

••Experienced in complex projects

Scheduler / McCarthy

MIGUEL HAVICAN LEED AP BD+C

Education /

Bachelor of Science, Construction Engineering, National University Professional Registration /

Leadership in Energy and Environmental Design Accredited Professional, BD+C PMI – Scheduling Professional

with elements similar to courthouse construction.

Proposed Duties

Relevant Experience

Miguel is responsible for all preconstruction and construction scheduling activities. With assistance from the team, he will produce the necessary schedules for the project. Miguel will participate in the development of recovery or “what if” scenarios throughout the course of the project as necessary.

Torrance Memorial Medical Center New Tower, Torrance, CA: $300 M, 398,340 SF, 8-level replacement hospital.

Qualifications Miguel’s wealth of successful experience with similar project type and size was the key to his selection for the team:

••Successful record of planning and executing large scale projects

••Experienced in complex projects

with elements similar to courthouse construction.

MARK DANNETTEL

LEED AP BD+C

Curtainwall Consultant / VP, Thornton Tomasetti Mark’s detailed resume can be found on page 82 of the previously submitted Phase 01 proposal.

DAVID GALES

CTS

Senior Project Manager / Associate Principal, Waveguide David’s detailed resume can be found on page 84 of the previously submitted Phase 01 proposal.

Factors 2-5_092112_FINAL.indd 60

MICHAEL SANTAMARIA Acoustics Consultant / Sr. Consultant/Waveguide Michael’s detailed resume can be found on page 84 of the previously submitted Phase 01 proposal.

JOHN ABRUZZO

Stanford Hospital, Palo Alto, CA: $831M, 812,000 SF, 368-bed replacement hospital.

Methodist Hospital of Southern CA, Arcadia, CA: $142 M, 154,486 SF tower.

Kaiser Fontana, Fontana, CA: $424.6 million, 481,000 SF replacement hospital, 50,000 SF medical office building and 33,000 SF Central Utility Plant.

Kaiser Downey Medical Center Replacement Hospital, Downey, CA: $370.5 M, 6-story, 651,370 SF, Replacement Hospital.

Kaiser South Bay Medical Center North Tower Replacement, Harbor City, CA: $225 M 280,036 SF, construction of a new 4-story replacement hospital.

DAVID GALLEGOS Security Consultant / Secure Consulting & Design David’s detailed resume can be found on page 85 of the previously submitted Phase 01 proposal.

JARED BIRMINGHAM PE, LEED AP

Blast Consultant / Sr. Principal, Thornton Tomasetti John’s detailed resume can be found on page 82 of the previously submitted Phase 01 proposal.

PE

Fire Protection Engineer / Associate Manager, Rolf Jensen & Associates, Inc. Jared’s detailed resume can be found on page 83 of the previously submitted Phase 01 proposal.

9/21/12 4:34 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 61

Space Planner Lead / HMC Architects

Education /

Masters of Architecture The Ohio State University Columbus, OH Bachelor of Arts, History University of Texas Austin, TX Professional Registration /

JEREMY DUVAL LEED AP Proposed Duties

Relevant Experience

Jeremy will be the day-to-day Lead Interior Designer/Space Planner.

McAfee, Inc., McAfee Executive Briefing Room Renovation, Santa Clara, CA

Qualifications

*Bryan Cave LLP, Santa Monica, CA

With more than 13 years of experience, Jeremy has overseen projects in pre-design, schematic design, design development, construction administration, and provided postoccupancy services. With a passion for leading-edge design, he continues to create environments that enhance and support the goals of his clients. As a respected designer, he has contributed to designs for McAfee, Inc., CHW Women’s Health Center, and CedarsSinai Medical Center’s cancer center and emergency department.

*McDermott, Will & Emery, Century City, CA: Three floors interior architecture renovation *O’Melveny & Myers LLP, Los Angeles, CA: Four floors interior architecture construction *Perkins Cole LLP, Centtury City, CA **State Bar of California, Los Angeles and San Francisco, CA *Project completed with Area **Project completed with AECOM

LEED AP

Senior Designer Building Enclosure / HMC Architects

STACEY HOOPER RA, LEED AP Proposed Duties

Relevant Experience

Stacey will be the building enclosure designer.

Seton Medical Center, Daly City, CA: $265M; 10-story hospital replacement hospital.

Qualifications

Education /

Graduate Study, Architectural Design, University of Illinois, Urbana, IL Bachelors of Science in Architectural Studies, University of Illinois, Urbana, IL Professional Registration /

Registered Architect, CA, C22507

Stacey has 20 years of experience in architectural design for healthcare, civic, education, and corporate clients.

A LEED accredited professional and an award-winning designer, she is passionate about incorporating sustainable and high performance design into all of her projects. Projects include both new construction and renovations for healthcare facilities, office buildings, schools, and conference centers.

USC Keck School of Medicine, Eli & Edythe Broad CIRM Center for Regenerative Medicine and Stem Cell Research, Los Angeles, CA Armada Lagerquist Development, 2121 Sixth.com High Rise, Seattle, WA Childrens Hospital Expansion, Los Angeles, CA Children’s Medical Center, Plano, TX

LEED AP Justice Facility Expert / Associate Principal, HMC Architects

Education /

Bachelor of Architecture University of Kansas Lawrence, KS Professional Registration /

Registered Architect, New York, 028305 Leadership in Energy and Environmental Design Accredited Professional, BD+C Affiliations /

Member, AIA Academy of Architecture for Justice Knowledge Community

Factors 2-5_092112_FINAL.indd 61

JULIA HUGHES AIA, LEED AP BD+C Proposed Duties

Relevant Experience

Julia will be the Justice/Maximum Security expert.

*Lindsey-Flanigan Courthouse, Denver, CO

Qualifications

County of San Bernardino, Fontana Courthouse Expansion and Remodel, Fontana, CA

Julia brings more than 18 years of experience in architecture during all phases of planning, design, and construction for municipal, county, and federal facilities. With a specific focus on justice architecture, she has successfully directed planning and design processes for new and existing adult correction, adult detention, courthouses, and education facilities up to three million square feet valued from $5 million to $300 million. She is currently working with the AIA Academy of Architecture for Justice to develop a Sustainable Justice LEED rating program for courthouses, detention, and law enforcement facilities.

San Francisco State University J. Paul Leonard and Sutro Library, San Francisco, CA: Design-Build *Long Island Federal Building and U.S. Courthouse, Islip, NY *Pittsburgh Post Office and Federal Courthouse, Pittsburgh, PA *Max Rosen Federal Courthouse, WilkesBarre, PA *County Courthouse, Lehigh County, Allentown, PA *Project completed with Ricci Green Associates

9/21/12 4:34 PM

62 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

SCHEDULE

Provide a narrative on the project schedule that highlights key assumptions on which the schedule is based, and discusses the Offeror’s strategy for sequencing the work. The narrative should specifically discuss the feasibility of completing the Project by April 2016 (and no earlier than October 2015) and identify any extraordinary actions that might be required to achieve that date. The narrative should also discuss monitoring construction schedule and costs, including change orders, to ensure that the project is completed on time and within budget, describe construction means and methods in the form of a network analysis schedule. Also note any significant contingency issues that could potentially delay overall progress on the project and what actions the Offeror would propose to mitigate the impact on project completion.

Activity Name

Orig Dur

Start

Finish

2013

2012

Q3

New United States Courthouse - Los Angeles Award Phase

     Schedule Milesetones

                         Design Phase Package 1A - Site Prep & Mobilization Package 1B - Site Demo/Mass Excavation DD

                                  

                      







                         

            

Q4

Q1

Q2

2014 Q3

Q4

Q1

Q2

2015 Q3

Q4

Q1

Q2

2016 Q3

Q4

Q1

Q2

2017 Q3

Q4

Q1

  



Package 3 - MEP Systems & Interiors DD

  



Package 3 - MEP Systems & Interiors CD

 











Site Prep & Mobilization Shoring / Earthwork







Substructure

 



Superstructure

Tier #1 (Level 0 - Level 2)

                

                

                

Tier #2 (Level 3 - Level 5)







Tier #3 (Level 6 - Level 8)







Tier #4 (Level 9 - Level 11)



 

Tier #5 (Level 12 - Level 14)





Tier #0 (Sub Level 2- Level 0) Concrete Core

  Structural Steel

         





        

Q3



Package 2 - Structural Frame/Exterior Skin CD

Construction Phase

Q2



 

Package 4 - Final Site Design CD

Q1

                           

Package 2 - Structural Frame/Exterior Skin DD



2018 Q4

     

  

Package 4 - Final Site Design DD

Q3



Package 1B - Site Demo/Mass Excavation CD



Q2

  



                     

  







 

Draft Baseline Schedule

Factors 2-5_092112_FINAL.indd 62

9/21/12 4:34 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 63

Activity Name

Orig Dur

Start

Finish

2013

2012 Q3

Tier #6 (Level 15 - 17)





Tier #7 (Maint Roof & Misc Steel @ Main Roof)



 

  

Building Enclosure

     

Precast / Glazing Lower Levels (up to 7th Floor)

         Upper Levels (7th Floor to Penthouse) Complete Buildout @ Manlift Bay Interior Buildout Sub 2 Level - Judges Parking Sub 1 Level - Parking Level 0 - GSA Level 1 - Entry Level 2 - USMS Level 3 - Special Proceeding Court Level 4 - US Attorney's Office Level 5 - Future Court Level 6 - Typical Court Level 7 - Typical Court Level 8 - Typical Court Level 9 - Typical Court Level 10 - Typical Court Level 11 - Typical Court Level 12 - Typical Court Level 13 - Typical Court Level 14 - Typical Court Level 15 - Typical Court Level 16 - Typical Court Level 17 - Top Court Punchlist Elevators Site Utilities Site Finishes MEP Start UP & Testing Phase MEP Equipment Start Up

      Final Test & Inspections

    Commissioning

   

                                                       

Q1

Q2

2014 Q3

Q4



Slab on Metal Deck Sequence

Roof

Q4

                                                 

                                                            

Q1

Q2

2015 Q3

Q4

Q1

Q2

2016 Q3

Q4

Q1

Q2

2017 Q3

Q4

Q1

Q2

Q3

2018 Q4

Q1

Q2

Q3

                                                            

  







 

Draft Baseline Schedule

Factors 2-5_092112_FINAL.indd 63

9/21/12 4:34 PM

64 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

Creating the Schedule The Draft Baseline Schedule for the Los Angeles Federal Courthouse has been created with input from McCarthy staff, our design team, and many of our supporting subcontractors. McCarthy gathered baseline information from multiple internal experts on courthouses, high rises, and the downtown Los Angeles area as well as our Federal Projects Group. As our design developed, key materials, sequences, and precedents in the schedule were established. We actively solicited Subcontractor input and used this information to improve the schedule utilizing state-of-the-art Primavera P6

software. McCarthy then reviewed the information with our design management team working on the courthouse to identify concrete, structural, enclosure, site, system, and interior processes to create the preliminary schedule.

When the project moves into the design phase, a full “pull scheduling” effort led by McCarthy will solicit active feedback and input by subcontractors, construction managers, inspection, and commissioning in an open and collaborative environment. As a part of this process McCarthy supplies the Subcontractors with a schedule sorted by each of the tasks specific to their trade or company in order to verify that the plan is feasible and does not create

inefficiencies. They give input, revisions are made, and all parties agree on the final result.

The planning necessary to produce the construction schedule for the Los Angeles Federal Courthouse includes consideration for GSA’s needs, long lead time items, resources, unique project constraints and a construction approach based on the project’s physical characteristics. Important milestones must be recognized and dates established for future reporting and accountability. The Critical Path Method in conjunction with Primavera P6, McCarthy’s cloud based scheduling software, will be used to generate and update the project schedule.

McCarthy/HMC/Brooks + Scarpa’s Approach The initial scheduling focus will consist of a series of coordination meetings between the McCarthy/HMC/Brooks + Scarpa team and GSA. These meetings will layout the general sequencing of design approval for the project. The team will need to understand GSA’s capacity for review of specific design increments and the optimal phasing of the design packages. Our team’s proposed baseline schedule was developed with input from the subcontractor community. However, we were obligated to make assumptions regarding efforts required by GSA that will be critical to the success of our schedule. This subcontractor involvement in the creation of the schedule will ensure the activities have been sequenced as efficiently as possible and the durations are achievable. The team is certain that the Los Angeles Federal Courthouse Project will be completed well before the proposal deadline as detailed in our schedule submission.

Schedule Management McCarthy will diligently manage the schedule through the course of the project to ensure all work activities are completed on or before the scheduled finish date. The no single activity has duration in excess of 10 days, this allows any late work to be identified immediately, and corrective action to be engaged quickly. The schedule will be updated per the Government requirements by the Project Superintendent and a six week snap shot will be reviewed both in the subcontractor coordination meetings and team meetings with GSA. The entire schedule will be reviewed prior to the completion and submission of the monthly updates. Issues will occur on a project of this magnitude, and the team is committed to partner with GSA to bring issues to prompt resolution.

Some recovery efforts may be required, however diligent efforts keeping the project flowing per the approved baseline schedule will preclude the project team from taking extraordinary actions to complete the Los Angeles Federal Courthouse on schedule and within budget.

Factors 2-5_092112_FINAL.indd 64

Overcoming Challenges Unforeseen conditions can occur when work occurs on a project site with as much history as the Los Angeles Courthouse site, however though diligent exploration and planning efforts as well as proper planning and sequencing, impacts will be mitigated. The schedule has been developed to include reasonable contingences for the already known and identified issues and when an unexpected event occurs, the team will explore every avenue to complete the project per the approved baseline schedule.

Collaboration between our team and GSA will be the key to schedule development, timely execution and the successful completion for the Los Angeles Federal Courthouse project.

By utilizing Building Information Modeling (BIM) we have seen what the Los Angeles Courthouse is going to look like before it is constructed. This has helped us to identify areas where access may be restricted or layouts that are impractical before it’s too late to make a change. Often these types of issues are

not apparent when looking at a twodimensional drawing. One of the many ways BIM can benefit the project may be to use 4-D scheduling to help understand and finalize the construction logistics plan.

A 4-D simulation is created by importing the schedule and the 3-D model into the same software. The individual model components are then linked to a schedule activity, thereby creating an animation of the project based on the schedule. McCarthy uses Synchro as the software to accomplish this. While a detailed, fully coordinated 3-D model can take a substantial effort and time, a site logistics model with the major structural components, i.e. foundations, steel erection, exterior skin and site work can be created relatively quickly. This is a very powerful tool to make sure that the plan for the Los Angeles Federal Courthouse can be executed.

Overcoming Changes Change orders are a reality that we deal with on almost every project. Changes to the work can cause increase or decrease the project schedule and budget. Our

9/21/12 4:34 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 65

team has specific procedures to mitigate impacts to the project schedule and cost caused by changes to the work.

Although there are many work activities to complete a project, only a small number are critical path or will delay the project if not completed per their prescribed completion. Our first assessment will be to validate the use of additional resources to complete the key activity by the prescribed completion date. This will allow other activities to be unaffected by the change with no other actions to be taken. The second action will be a work around plan to sequence related activities directly affected by the change to absorb the time loss.

McCarthy’s Key Activities Upon award of project, a detailed collaboration on streamlining the design phase will be essential. We will work with the GSA, Jacobs, and all project stakeholders to mutually agree on processes to meet the important completion goals in our proposal. Upon award of the project, a detailed work session with the GSA will be established

Factors 2-5_092112_FINAL.indd 65

to determine a mutual agreement for design review and design approvals. Our approach in response to the RFP was to include a continuous design review and final package review duration(s) that follow the proposed design packages.

Typically these review durations are 5-7 weeks for the continuous review and 1-3 weeks for the final review by GSA. When the field work begins, the structural steel procurement and fabrication are the first critical activities on McCarthy’s proposed schedule for the New Los Angeles Federal Courthouse. Shoring, mass excavation and mat foundation are concurrent to the aforementioned steel activities, and have very little float and may become critical if not executed as scheduled. Once the mat foundation is completed, the next critical path is through the activities for the concrete core. The concrete core is one of the most critical sequencing and production elements of the project. The core is challenging because it is comprised of freestanding walls that will be installed one hundred feet above the structural mat foundation. Because the core is such

a critical component McCarthy will selfperform the concrete work thus ensuring both schedule and quality. We will use state-of-the-art survey equipment to ensure tolerances are maintained. Once the core is complete the critical path will be the structural steel erection activities.

The interior build out activities will be the next on the critical path. McCarthy will utilize prefabrication to reduce the field duration of the interior and MEP systems to fullest extent of efficiency.

Our key partners in the MEP trades are already commencing and planning on prefabrication techniques while reviewing the current BIM models of our design.

The exterior skin of the project is just off of the critical path but none the less a critical element of the project. The precast will begin just prior to the completion of fireproofing and erection of panels, as the precast is completed the curtain wall system will be completed. This sequence will allow us to dry in the building from weather prior to gypsum board activities beginning. If those activities start before the exterior is completely weather tight, our weather intrusion plan will be implemented. As the interior floor build out activities near completion, the critical path then moves directly to the startup and commissioning. The fire control room and selective electrical rooms will be completed in advance of the typical build out sequence to assist our commissioning of the floors as they are completed. Working closely with all authorities and agents of the GSA, we will coordinate quality inspections, pretesting, and implement logical sequences to ensure a smooth and timely final acceptance process.

Based on an assumed notice of award in early November and a design approval process similar to our submitted schedule, we anticipate project completion prior to the end of 2015. We plan to deliver a very happy New Year with project substantial completion on the 30th of December 2015.

9/21/12 4:34 PM

66 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

SAMPLE SAFETY PLAN

Provide a sample Safety Plan. Provide the firm’s “Worker’s Compensation Experience Modification Factor” and a contact at the Insurance Company for verification.

Safety is a core value of every McCarthy employee-owner. McCarthy is dedicated to protecting the safety of project participants, the general public, and the environment. Our commitment is to ensure that there is a workforce dedicated to safety at all management and subcontracting levels. As a selfperforming general contractor, we perform concrete and other scopes throughout the state and country. Our current Safety EMR 0.60 for 2012.

The construction phase procedures included within our Safety Plan Appendix are extensive, with the major components

described in detail including the following top elements of a successful on-site safety program:

management, steel erection, and other potentially hazardous elements of the project.

••Employee training and awareness; ••Communication and pre-task planning; ••Oversight and verification; ••Disciplinary policy and accountability for

Please refer to the Draft Safety Plan for this specific site and project as presented in the attached Appendix for further detail on our specific safety plans and safety procedures.

Over the course of the New Los Angeles Courthouse project, we will continually work with GSA and your CMa to communicate our plans for demolition, excavation, site logistics, safety and traffic

McCarthy Insurance Contact: Kathie Ketchum Arch Insurance Company 30 East 7th Street Suite 2270 St. Paul, MN 55101 651-855-7187

compliance.

QUALITY CONTROL PLAN (QCP) Provide a draft project specific quality control plan.

Quality is a process that starts from the initial concept of the project and carries through the design, construction, and validation noted within the Commissioning Program. Our Design-Build team is comprised of both design and construction professionals selected for their expertise, experience, and ability to deliver high performance buildings.

McCarthy has outlined a process that ensures quality design documents based on the following:

••Functionality/Maintainability ••Sustainability ••Constructability ••Aesthetics ••Schedule Our Quality Plan is based around a team approach, with the quality control program outlining the expectations of each member of the project team throughout the phases. By using

Factors 2-5_092112_FINAL.indd 66

proprietary metrics designed specifically for the measurement of quality and mutually agreed upon processes, we will maintain a high level of performance throughout the major phases of design, procurement, fabrication, construction, and commissioning. One example of high level performance from our DesignBuild team over the course of the past 12 weeks of design and integrated team meetings was development of energy, efficient displacement air distribution throughout the courtrooms. Airflow integrates with the spectator seating, jury box and judicial bench in each courtroom to ensure airflow is correctly delivered to all areas of the room. Long-term maintenance, flow control, and occupant comfort have been thoroughly studied and resolved.

Another example is the creative, very efficient and energy conscious placement, sizing, and acoustical detailing

of the mechanical equipment on every third floor of the tower. This provided tremendous energy performance and incredible flexibility for off hours use of the building with minimal energy expense. Duct loss was minimized, and optimization of the chilled beam cooling system in key areas was achieved.

The McCarthy/HMC/Brooks + Scarpa team has collectively strived to embody high performance and to make a difference in the communities where we live and work. Throughout our work history, we have consistently collaborated with clients and partners to deliver high performing sustainable buildings.

We have outlined and integrated a Quality Control Plan Outline which encompasses both design and construction in detail for this courthouse. This plan is provided in detail, under separate cover, in the Technical Proposal Exhibits.

9/21/12 4:34 PM

FACTOR THREE / RESOURCES, FACILITIES, AND TECHNOLOGY SECTION 03

FACTOR THREE / RESOURCES, FACILITIES, AND TECHNOLOGY

Factors 2-5_092112_FINAL.indd 1

9/21/12 4:34 PM

67 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

IN-HOUSE COMPUTER OFFICE AUTOMATION CAPABILITIES

In-house computer office automation capabilities, including the ability to interface with Microsoft applications and the ability to send, receive, and share data electronically through the Internet, electronic mail, teleconferencing, desktop conferencing and “white board” technologies.

Identify software available.

The efficient transfer of information amongst all parties is critical to establishing a collaborative environment for a successful project.

Microsoft: The McCarthy/HMC/Brooks + Scarpa Design-Build team utilizes the Microsoft platform—integrating our electronic mail, desktop conferencing and data sharing. We can interface as required with the GSA via the Microsoft Suite, including Lync, that allows for desktop conferencing and online meetings/teleconferencing. We also utilize Microsoft Sharepoint for electronic document collaboration.

FTP Site: Our team will utilize a shared database platform (ftp site) for sharing files (drawings, specifications or other large files) amongst each other and with GSA. We understand that Proliance is the software of choice for this project and are ready to work entirely within the GSA preferences.

White Boards: We utilize Smart Boards, an interactive whiteboard, to collaborate in the office and the field. The Smart Boards are used in team meetings, allowing us to draw on the boards, capture the marked changes, and distribute quickly and efficiently to the team.

Electronic Document Management: Everyone who has designed or built a significant project knows the vast amounts of paper that can be required to get the job done.

Our team offers a different solution consistent with the requirements of this proposal—our electronic document management system. We electronically capture all project plans, product specifications, RFIs, warranties and maintenance data, and even project team contact information, and link the data within one single searchable document.

Anyone who has Adobe Reader can utilize the file. The result:

••Reduced time trying to locate specific documents.

••Savings of valuable building space in the future for storage.

••Improved team communication and decision making.

••Easy review of all documents, including RFIs and all associated sketches with the click of a mouse.

••Author tracking of all document changes throughout the project.

••Eliminates the waiting period of clarifications or changes getting to the hands of the field trades—real time information to those installing the work.

••Cost savings to the project due to

increased efficiency and reduced printing costs (a more sustainable alternative).

••We’ve experienced great success with this technology across the country.

Bluebeam software was identified by McCarthy as the software of choice for its ability to hyperlink one document to another.

In addition to providing consolidated and searchable project documentation, this innovative digital management tool allows us to deliver a paperless project.

As good stewards of the environment, we have greatly reduced paper waste on the project.

Jobsite Kiosks and Tablets: Taking this technology a step further, we utilize a wireless system that can transmit the digital documents from the jobsite trailer to mobile plan kiosks and tablets throughout the jobsite. Each kiosk on the jobsite has a dedicated computer and flat screen monitor to allow field personnel to access the up-to-date drawings and specifications in real time. As soon as a drawing is posted and saved in the trailer, the information is available in the field. The kiosk and tablets maintain the same security restrictions as the plan table in the trailer and are portable for relocation throughout the project site as construction progresses.

COMPUTER-AIDED DESIGN (CAD) Your ability and experience in reviewing drawings using computer aided design (CAD). Identify software available.

Collectively, the McCarthy/HMC/Brooks + Scarpa Design-Build team has experience in creating and reviewing drawings for all disciplines using CAD. As a standard practice on all of our projects, our team currently designs all projects in 3-D and “flattens” to 2-D drawings as necessary for agency review. This process expedites the finite coordination of the project and allows the entire building to be built ‘virtually’ before the foundation even commences.

In addition, our role as the design builder is to serve as both a BIM contributor and model manager for the entire team, including GSA. One of the direct benefits

of design build project delivery is that we are able to work in a centralized Revit environment. This Central Revit file allows multiple users (GSA, design consultants, subcontractors, contributors and the design builder) to check out portions of the Central Revit file, perform design edits locally, and then save back to the Central Revit file (and thereby updating the model and pushing notifications out to all users).

Based on our experience, we have the ability to organize ourselves around all software platforms, but we have listed those that we have been utilizing on your project in the table below.

BIM Use

Software

Design Model (3D) - Architecture, Structural, MEP, Civil Design & Construction Visualization Model (3D) Coordination (3D) Design & Construction Model (2D/3D) Design & Construction Scheduling (4D) Design & Construction QTO (5D) Industry Foundation Classes format (IFC 2x2 or 2x3) Energy RFIs (2D/3D)

Autodesk Revit, AutoCAD, MEP, AutoCAD Civil 3-D Autodesk 3DS MAX Autodesk Navisworks Autodesk AutoCAD Synchro Autodesk Revit & QTO Data Design System, Autodesk, Revit, AutoCAD, Arch/MEP E-Quest Autodesk Revit, Autodesk, AutoCAD Google, SketchUp Pro

Factors 2-5_092112_FINAL.indd 67

9/21/12 4:34 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 68

BUILDING INFORMATION MODELING (BIM)

Your ability and experience in using Building Information Modeling (BIM) during design and construction.

McCarthy/HMC/Brooks + Scarpa team members are industry leaders in utilization of BIM technology and are consistently ranked among the top Design-Builders in this technology. In fact, McCarthy was recently asked by the U.S. Army Corps of Engineers to participate in their industry advisory committee to help the agency advance their utilization of BIM and corresponding standards. We use digital technologies to coordinate the design and construction of a project in a virtual environment prior to its physical construction. This process enables our team to identify and troubleshoot project issues and eliminate problems during the actual fabrication and installation. Much more than a high-tech bell and whistle, our team’s BIM program is proven to save time and money in the design and construction process, while also improving the quality and adding to the value of the finished project.

Integrated, Team-Based Approach: Our integrated, team-based approach results in a BIM program that goes well beyond typical 3-D, 4-D and 5-D BIM programs. Proven to improve our ability to do it right the first time, our BIM program delivers a range of benefits to the GSA and entire project team, including better scheduling of trades and materials, with fewer changes during construction.

The entire process is team-based, with designers and subcontractors creating their own scope-of-work models. By engaging the field team at such an early stage, we help them better understand project issues and take ownership of the solution. This team-based approach achieves orders-of-magnitude benefits, while also establishing credibility in the model and its on-going use.

More Informed Decisions and Higher Quality: The use of digital models is integrated into our team’s day-today activities, starting in design and continuing through project closeout and beyond. Our use of BIM ranges from complex Revit models during design to simple 3-D and 4-D Google SketchUp models used in clarifying and communicating RFIs. Our digital models are not simply for show; we truly use them to determine how we design and build a project.

Improved Communication, with Less Waste and Fewer Delays: We recognize that one size or tool does not fit all project applications. The BIM program is designed to understand the unique needs of the GSA, our design consultants, and subcontractors. Our expertise enables us to bridge the gap between the design team and subcontractors, simplifying information, reducing conflicts and eliminating rework.

Factors 2-5_092112_FINAL.indd 68

Revit model of structure

User-Friendly Tools Facilitate Future Facility Management: With BIM, the entire scope of a project—from design, scheduling and costing to change requests, as-builts and installation instructions—can be digitally recorded and regularly updated. This information can later be used to support the building’s ongoing operation and maintenance, and other owner-identified goals and objectives.

BIM is Integrated into the McCarthy/ HMC/Brooks + Scarpa Standard Operating Procedures.

Design and Pre-construction BIM Activities: A few of our key BIM-related design and pre-construction activities include:

••BIM Execution Plan: A critical first step, this plan details the specific models to be created, the format of the models, and by whom, when and how they will be created. We fill follow the GSA BIM guide in determining the overall project approach and GSA related turn-over content.

••Design and Construction Progression: BIM so greatly aids in visualization that collaboration reaches a very high level. As design progresses and different options are considered, we

will coordinate the constructability, cost and schedule, and our design partners can make changes based on the team input. All of this serves to eliminate waste and risk from a project.

Models can be used to the extent they are developed in conjunction with the cost control requirements, change implementation and published content to the GSA.

••Model Coordination: Throughout pre-

construction, it is essential to convene formal coordination sessions to identify spatial and sequence clashes. Our team’s preferred tool is Navisworks.

It is understood and used by most subcontractors, can import almost all 3-D file formats and has excellent tools for tracking issues and documenting changes and results. Navisworks will allow us, along with a Central Revit file, to control the design content and coordinate with an LOD 400 deliverable as the packages are released for construction.

Construction BIM Activities: During construction, any additional construction models created by the trades are combined into the full construction model. McCarthy/ HMC/Brooks + Scarpa Team makes certain that the project team uses the

9/21/12 4:35 PM

69 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

coordinated, approved model to plan, execute and track work. Key BIM-related activities accomplished during construction include:

••Full Construction Model: Subcontractor models

for construction will also be incorporated into the full construction model with coordination activities accomplished. When a design-coordinated area needs to be changed, our team works with the affected subcontractors and our design team to develop the best team-based solution.

••Mock-Ups: Mock-ups save time and money by

enabling the project team to determine how best to build something once before doing it multiple times.

We will use BIM to generate virtual mock-ups before we do our actual mock-ups in the field. This process includes virtually documenting the ‘what’ (3-D) and the ‘how’ (4-D) of the mock-up’s construction, as well as testing it to verify its performance. Virtual mock-ups allow us even more opportunity to ensures quality on your project and provide certainty that it will be built right the first time.

••BIM Shop Drawings: Instead of providing crews with a series of generic plans, elevations, sections and details, the production drawing would include this information, plus 3-D sequence renderings from the model to clearly show the sequence and installation steps. This paradigmshifting approach to shop drawings helps eliminate rework caused from misinterpretation of installation details or sequence.

••Clarifications: On any project there are issues that are difficult or

impossible to convey using only words. To facilitate communication, our team has implemented the use of Google SketchUp, enabling our team to quickly create 3-D and 4-D sketches to document and convey complex issues.

••Project Documentation: Providing useful owner documentation at a project’s conclusion is always challenging due to the numerous documentation sources and variety of ways an owner can use the information. We will follow the GSA guidelines for model turn-over.

In the field, our team will utilize Vela’s construction field software and the latest advances in tablet technology to help manage the project. The iPad/web-based system allows us to run an unlimited number of users (including subcontractors). In addition to Safety, Quality, and Punch Lists, we will use Vela modules including Field BIM and Equipment Tracking.

Field BIM will enable the Field Engineer to access the 3-D Revit/Navis model in the field with an iPad, in addition to standard PDF views.

Equipment Tracking functionality will allow the job to input and extract equipment specifications through the iPad and QR code technology.

PROJECT SPECIFIC WEB-BASED MANAGEMENT INFORMATION SYSTEM (MIS)

Your ability and experience with project specific web-based management information systems (MIS) such as Project Talk, Construct Ware or Meridian Proliance for use by all project stakeholders.

The McCarthy/HMC/Brooks + Scarpa team has experience with most webbased project management systems on the market today, including Meridian Systems, Submittal Exchange, Skire, Constructware, Vela Systems, and Freightrain. Specifically, McCarthy has utilized Meridian Systems for decades and, in fact, had an enterprise agreement with them from 1999 until 2008, when McCarthy created its own proprietary software platform, Teamsight(SM), to enable our project teams to better collaborate and for our field staff to efficiently manage our work. We still utilize Meridian or other software as requested by our clients and are very comfortable navigating these platforms.

Factors 2-5_092112_FINAL.indd 69

We acknowledge the Meridian Proliance® software as the GSA’s ePM system for this project and will utilize the ePM system for all necessary communications with other major parties involved in the project.

Electronic storage and transmission of information via the ePM system will be compliant with the provisions of the Document Security section of this solicitation, and our team that uses the system will achieve HSPD-12 security clearance prior to accessing the system.

The cleared McCarthy Team members will utilize the Proliance features as required, including:

••Project Team Directory ••Schedules

••Meeting Minutes ••Project Correspondence ••Budget and Cost Management ••Contract Management ••Pay Applications Requests (Invoices) ••Progress Photos ••Permits & Approvals ••Design Drawings/Design Packages ••Design Review Comments ••Daily/Progress Reports ••Inspection Reports ••Safety/Injury Reports ••Punch Lists ••Request For Information (RFI) ••Issue Tracking ••Submittals ••Change Management ••Shop Drawings ••As-built Drawings and Specifications

9/21/12 4:35 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 70

CRITICAL PATH METHOD SCHEDULING

Your experience with Critical Path Method Scheduling The backbone of our project control system is the project schedule, which is assembled by our dedicated Scheduler with major input from the project team, our design partners and the subcontractors. Utilizing Primavera software, all of our project schedules are developed in a computer-based Critical Path Method (CPM) format that identifies those tasks which are critical to the project’s timely completion.

The schedule functions as the common thread throughout all project activities and is continuously monitored by our team. We develop and maintain a detailed schedule for completion of all design and construction activities, tasks, and submissions required. Float, weather days, critical paths and maximum length of tasks are discussed and agreed to with the entire team. Maximum lengths of durations are based on practical lengths for tracking and updating purposes, and will not exceed 20 days unless approved by the GSA. Subcontractors and members of the project team provide written sign-off on the CPM schedule.

We will utilize resource-loaded schedules for major trades and will submit schedule updates monthly as required.

Additionally, we will submit a weekly schedule to include major work completed in the previous week and a six week look ahead. These short term schedules guide the immediate tasks for each trade, and are distributed to subcontractors and foremen to enable effective work planning. The field staff access this schedule data to perform a ‘what if analysis’ for changes in the

Factors 2-5_092112_FINAL.indd 70

work, impact of material deliveries, shop drawing approvals and unforeseen conditions. Using this information, the field staff is able to plan the most effective use of manpower and materials for a successful project completion.

Additional Scheduling Innovations: McCarthy has been a pioneer in improving project delivery with scheduling techniques—incorporating CPM schedules into our models (4-D), utilizing Earned Value Management Systems and creating Location-Based Schedules (LBS)—all in an effort to create a more efficient and cost effective project for our clients.

A recent McCarthy/HMC collaboration, Kaiser Fontana Medical Center, achieved an 8 month schedule reduction and $40M+ savings to the client through some of these innovative means. An example of a time saving measure used during construction of the project was the innovative sequencing of the project build-out schedule, called the “Dedicated Work Area Method.” This strategic scheduling method allowed for more manpower to be put on the project while increasing the overall efficiency of construction.

Integrated 4-D BIM modeling is the link between the 3-D model and the CPM schedule to provide a graphic representation of the project at any point in time. This tool allows key stakeholders (owner, designers, subcontractors) the opportunity to visualize logistics, safety concerns, and site access to efficiently plan their work. McCarthy uses a

software called Synchro as standard practice to implement 4-D modeling on its projects.

Another example of McCarthy’s innovation is our utilization of Location Based Scheduling (LBS). On a current project for a confidential client in California, McCarthy staff is utilizing LBS to plan schedules based on resources and in parallel to a CPM baseline schedule based on time. Using the same location breakdown structure in both schedules and quantities from the team’s 3-D model, the CPM schedule was replicated in LBS format by adjusting crew sizes to achieve durations close to CPM schedule.

With the LBS, our team optimized the schedule by planning continuous flow for any critical and high risk tasks and by having the same crew size in each location. Production rates were optimized by changing crew sizes to achieve synchronized workflow with less wasted downtime in locations and preventing crowding of crews in a particular area. For example, rebar crew size was balanced to reduce overall duration, reduce mobilizations, create continuity of work and reduce mobilizations for following trades. All optimization decisions were validated by our superintendent who manages the field operations.

These are just a few examples of industry leadership that our team will bring to maintain the schedule on your new Courthouse.

9/21/12 4:35 PM

Factors 2-5_092112_FINAL.indd 71

9/21/12 4:35 PM

FACTOR FOUR / PROJECT LABOR AGREEMENTS SECTION 04

FACTOR FOUR / PROJECT LABOR AGREEMENTS

Factors 2-5_092112_FINAL.indd 1

9/21/12 4:35 PM

Factors 2-5_092112_FINAL.indd 2

9/21/12 4:35 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 71

PROJECT LABOR AGREEMENT The offeror shall submit a signed statement that the proposal is/is not submitted subject to the PLA requirements.

This proposal is submitted subject to PLA requirements in the Solicitation.

CERTIFIED:

Randy Highland President, California Region McCarthy Building Companies, Inc.

Factors 2-5_092112_FINAL.indd 71

9/21/12 4:35 PM

Factors 2-5_092112_FINAL.indd 72

9/21/12 4:35 PM

FACTOR FIVE / PROJECT, SUBCONTRACTING PLAN SECTION 05

FACTOR FIVE / PROJECT, SUBCONTRACTING PLAN

Factors 2-5_092112_FINAL.indd 1

9/21/12 4:35 PM

72 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

SUBCONTRACTING PLAN

1. Provide subcontracting plan, which reflect planned subcontracting dollars and corresponding percentages of goals required by GSA. GSA Subcontracting goals are as follows: a) Total Small Business 39% b) Small Disabled Business 5% c) Women Owned Small Business 5% d) Hubzone Small Business 3% e) Service Disabled Veteran Owned Small Business 3% f) Veteran-Owned Small Business 3%.

Introduction and Overall Goals The McCarthy Team is committed to creating opportunities for businesses of all types, including small, small disabled, women-owned, veteran-owned, service disabled veteran-owned and those in historically under-utilized business zones (HUBZone). To demonstrate not only that we understand and will comply with the Federal Acquisition Regulations (FARs), but also to communicate our past compliance, we share our track record of exceeding those requirements and developing strong partners within the small business community.

Specifically, the information in this section communicates our efforts to comply

with the requirements of FARs 52.219-8, 52.219-9, 552.219-71, 552.219-72 and 552.219-73.

McCarthy provides small businesses with the maximum practical opportunity to participate in subcontracts and purchase orders generated by our projects. McCarthy believes in the spirit of small business; these companies foster innovation, creativity and competition, and are a vital part of the local community. It is our desire to help these businesses grow and develop while establishing strong and durable ties with them. This commitment is an integral part of how we do business and it is evidenced by McCarthy’s award of more than $2 billion in contracts to small businesses over the last five years.

I. Identification Data

The McCarthy Team’s knowledge of the local subcontracting community, our national subcontractor network and our proven abilities in attracting interest from small businesses combined with our record of successfully meeting or exceeding our client’s subcontracting goals, gives the McCarthy Team a decided advantage in pursuing the Government’s subcontracting goals for the New U.S Courthouse in Los Angeles.

The format of our plan is based upon the specific requirements of FAR section 52.219-9. The following, together with any attachments, is submitted as a Subcontracting Plan to satisfy the applicable requirements.

II. Type of Plan — FAR 19.701

Address: 20401 S.W. Birch Street, Suite 300, Newport Beach, CA 92660

Commercial Plan

Date Prepared: September 24, 2012

X

Description: Design-Build Contract for New U.S. Courthouse

Individual Plan Master Plan (incorporated into individual plan

Solicitation/Contract No: GS-09P-12-KT-C-0004 Individual Plan Period: Date of Award thru Contract Duration Estimated Contract Value: $322,000,000 Place of Performance: Los Angeles, California DUNS Number: 00-195-1375

III. Goals A. McCarthy provides the following separate dollar and percentage goals, which are a percentage of the total subcontracting dollars for each business category: BASE GOALS are expressed in dollars and percentages of the total dollars planned to be subcontracted.

We acknowledge the stated Goals in the Solicitation:

Planned Subcontracting to:

•• Small Business

Estimated Dollars

Percent

1. Total Dollars to be Subcontracted (estimated)

$234,000,000

100%

2. Large Business (other than small)

$93,600,000

40%

3. All Small Business

$140,400,000

60%

4. Veteran-Owned Small Businesses (VOSB)

$14,040,000

6%

5. Service-Disabled Veteran-Owned Small Businesses (SDVOSB)

$7,020,000

3%

6. HUBZone Small Business (HUBZone)

$7,020,000

3%

7. Small Disabled Businesses (SDB)

$11,700,000

5%

8. Women-Owned Small Businesses (WOSB)

$18,720,000

8%

*The values for SB encompass all small business categories.

Factors 2-5_092112_FINAL.indd 72

•• HUBZone Small Business •• Small Disabled Business

•• Women-Owned Small Business •• Veteran-Owned Small Business

•• Service-Disabled Veteran-Owned Small Business

39% 3% 3% 5% 3% 3%

The above subcategory subcontracting goals were determined by previous experience and surveys of the local contracting community. McCarthy has made extensive efforts to broaden our Small Business and Small Disabled Business database rather than maintaining a stale listing of vendors. We perform this task in accordance with the applicable FARs. To the extent feasible, we will also attempt to set aside specific work packages and restrict them to Small Businesses.

9/21/12 4:35 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 73

Extensive Outreach Efforts As a proactive federal contractor, McCarthy has ongoing efforts to reach out to the small business community to raise awareness for its work. On August 17, 2012, McCarthy visited the SBA’s “Dynamic Small Business Search” website to determine the number of certified SB firms that would be available as a pool of possible subcontractors on the project. We searched geographically in the state of California (Los Angeles and Orange Counties) for firms who could perform construction services. Research produced the following results fitting the aforementioned criteria:

••Small Business ••Small Disabled Business ••8a Businesses ••Women-Owned Small

738 firms 72 firms 70 firms 147 firms

Business

••HUBZone Small Business ••Veteran-Owned Small

14 firms 36 firms

Business

••Service-Disabled Veteran-

49 firms

Owned Small Business

We have reviewed these results and include them in our bidding and outreach efforts. McCarthy’s creative small business outreach efforts did not just begin with this project. We have been in contact with hundreds of small businesses over the past year and structured our subcontracting approach to fit the needs of these businesses. This interaction with small businesses enables McCarthy to better understand their capabilities, which aids us in attempting to structure bid packages that foster small business participation.

Extensive Knowledge of the Local Marketplace The McCarthy team is Californiabased and has extensive experience working in the state, with offices in Newport Beach, San Diego, San Francisco, and Sacramento. With more than 385 employees in our Southern California offices, McCarthy completes approximately $1.3 billion worth of work every year and is a leading builder in California.

We have in-depth knowledge of the SB community and bring strong relationships with local and regional SBs to deliver a successful project. We know the capabilities and capacity of SBs in the region, and work to make sure that companies that are selected to participate on the project can deliver quality products and services in a timely manner.

McCarthy’s knowledge of the SB market is based on recent and relevant project experience, including the Camp Pendleton Replacement Hospital in Oceanside, which is currently under construction and the South Health and

Factors 2-5_092112_FINAL.indd 73

Multi-Ambulatory Care Center projects on the MLK campus in Los Angeles County, all of which had goals for small business participation. Innovations and creative approaches applied to meet and exceed these goals included holding community outreach events both pre and post bid dates to ensure goals were exceeded.

Our team is actively engaged in executing and pursuing federal projects across the United States and we maintain and will draw upon existing relationships and our significant databases of qualified, specific small businesses in an effort to maximize the potential for small business participation on the project.

Creative Small Business Teaming Strategies In an effort to increase small business participation, our team includes small business team members as strategic, first-tier partners. These firms include important roles on our team, such as Brooks + Scarpa, our design architect partner. Larry Scarpa, Partner at Brooks + Scarpa, has led our creative design effort with Kate Diamond of HMC. This important partner of our team represents our commitment to the small business market and the key roles they will contribute throughout the project.

In addition to making a good faith effort to meet small business goals at the first tier, we are also committed to including small businesses at all tiers.

We are engaged with first tier, large business subcontractors to ensure that they share our commitment to mentor and subcontract with additional small businesses and vendors.

McCarthy also encourages our partners to do as we are doing—identify appropriate businesses to mentor with the goal of developing a mentor-protégé agreement and relationship. These provide significant learning opportunities to small businesses that would normally not be considered at a first tier level.

Such protégés will be mentored through a progressive process which will help them prepare for and then gain valuable experience on large, complex projects; expand their capabilities and competencies; and provide important and positive “past performance” experience needed for them to pursue projects independently in the future. Being mentored on a project allows the small business the opportunity to learn and perform with a safety net so the project stays on schedule and the needs of the owner are met. They will also have access to personnel with years of experience to help increase their project staff’s knowledge.

As indicated in Attachment A and throughout this plan, McCarthy will diligently pursue utilization of small business concerns. Upon award and further development of the design, detailed project information can be shared with a wider audience of potential

small business subcontractors. At that time, McCarthy will engage small business subcontractors in deeper discussion regarding scopes of work that might be the right fit for their respective companies and can then formally commit to working with such subcontractors.

Formal SBA 8(a) Mentor-Protégé Relationship GCC Enterprises, Inc. (GCC), a small business with a solid history of over 10 years of performing a mix of work as a General Contractor, is McCarthy’s formal protégé under our approved, Mentor-Protégé agreement with the Small Business Administration (SBA). The SBA approved the McCarthy-GCC MentorProtégé Agreement on January 31, 2011.

McCarthy and GCC have also been jointly participating in professional training as a steady investment in the protégé and the relationship and have secured two federal project opportunities together where the mentoring has been transferred to the field.

B. Supplies and Services to be Subcontracted In the table at the end of this section, we identified the principal types of supplies and services to be subcontracted on the New U.S. Courthouse in Los Angeles under the Base Bid of this contract, as well as the types of small businesses with which our team expects to subcontract the work. This list may be expanded and edited as the project develops, but we preliminarily identified potential small business partners as listed in the spreadsheet located at the end of this Section onpage 78.

C. Methods and Tools Used in the Development of Goals McCarthy develops goals and establishes our listing of products and services to be subcontracted to small businesses concerns by analyzing the potential availability, interest and capabilities of subcontractors and suppliers who could help on a project.

This market research reflects the combined use of tools such as: the federal Central Contractor Registration database (now the System for Award Management); SBA’s Dynamic Small Business Search engine; internal source lists; resources obtained from the local Chamber of Commerce; the U.S. Small Business Administration Office; resources from the local City Hall; resources obtained from the National 8(a) Association; from our network of business partners; and from our employees’ extensive professional contacts and knowledge. Additionally, our experience and relationships with small businesses nationwide from existing projects and from strategic small business relationships give us a reliable indication that our goals are appropriate and achievable.

9/21/12 4:35 PM

74 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

D. Methods of Identification of Subcontractors McCarthy continuously searches for qualified subcontractors and suppliers. In our concerted effort to identify and utilize all possible trades, we rely upon a variety of sources such as:

••In-house source lists ••Various government and institutional databases and resources such as:

»»Central Contractor Registration (CCR) Database »»SBA’s Dynamic Small Business Search Engine »»Center for Veterans Enterprise of the U.S. Department of Veteran Affairs »»Minority Business Development Agency of the U.S. Department of Commerce »»GSA’s Office of Small Business Utilization »»Local Chambers of Commerce »»USACE District Offices of Small and Disabled Business Utilization »»Construction Associations »»University Small Business Development Centers »»U.S. Small Business Administration Region Offices »»Historically Underutilized Business (HUB) – State Database »»Historically Black College/University Database »»U.S. Dept. of Education’s Accredited Minority Institution Database »»Community Economic Development Corporations »»Local Minority Business Councils »»SBA 8(a), SBE, SBA, DBE – Federal Agency Offices We also attempt to utilize various trade organizations representing 8(a), SB, SDB, WOSB, HUBZone, VOSB and SDVOSB concerns such as:

••Business contacts ••Society of American Military Engineers ••National 8(a) Association ••American Minority Contractors and Business Association

••National Veteran-Owned Business Association

••National Association of Minority Contractors

••Associated General Contractors of America

••Associated Builders and Contractors ••American Subcontractors Association ••The Blue Book’s M/WBE listings ••Business opportunity fairs and other networking efforts

As McCarthy identifies potential companies, their information, including name and point of contact, is entered into a database. This database is updated regularly to keep contact information current and accurate. The

Factors 2-5_092112_FINAL.indd 74

database is organized by trade so that as a bid package is being developed the capabilities of each firm may be evaluated.

If businesses are not certified but otherwise meet the small business criteria, McCarthy assists them with references and contacts to the appropriate office for certification. In the past, McCarthy has expended a considerable amount of time assisting potential small businesses to facilitate submittals for their certification.

Solicitation of Subcontractors Our team uses a variety of means to alert small businesses to opportunities for participation on projects and future pursuits. These include:

••E-mailing the hundreds of

subcontractors in our internal database about the opportunities.

••Advertising the opportunities on U.S.

Small Business Administration’s SUBNet website.

••Notifying various government and

institutional subcontracting offices of the opportunities so that they may distribute the information to the businesses they interact with. These offices include:

»»U.S. Small Business Administration’s Offices

»»Local Small Business Development Centers or Organizations

»»Local Chambers of Commerce »»USACE Offices of Small and Disabled Business Utilization

••Placing notices for solicitation of bids in local newspapers and websites.

••Providing plans and specifications for use by small business firms.

Evidence of Timely Payment to Small Businesses McCarthy has established procedures to ensure timely payments to all subcontractors including small business concerns, veteran-owned small business concerns, service-disabled veteranowned small business concerns, HUBZone small business concerns, small disabled business concerns, and women-owned small business concerns.

These policies are flexible relative to small business concerns and we regularly work with these entities regarding payment terms within our subcontracts to remove cash flow restrictions that would keep small businesses from competing on certain scopes of work.

We also, from time to time, make special arrangements with small businesses during a project where they may be struggling financially.

On the recent $350 million Pinnacle Lumiere Casino and Hotel project, we accepted weekly payment applications from a WOSB iron worker firm so that they could make their payroll and continue the successful performance of their scope of work. On a current confidential pharmaceutical project, we have been making advanced payments to a small business providing preengineered metal building erection.

These are just two of hundreds of examples of McCarthy’s continual efforts to comply with the timely payment requirements for subcontractors.

E. Indirect Costs McCarthy indirect and overhead costs have not been included in the dollar and percentage subcontracting goals stated above.

••Contacting various small/disabled

business trade associations, veteran service organizations and business development organizations such as the National 8a Association.

••Hosting and attending small/disabled

business procurement conferences and business opportunity fairs. McCarthy participated in the business opportunity fair for this project and will participate in other events hosted by other agencies.

McCarthy will offer assistance to all large subcontractors in regards to small business solicitation, subcontracting plans and reporting requirements. We highly encourage our large business subcontractors to attend any trade shows or fairs that we attend in an effort to expand on their good faith efforts to meet the goals on various projects. A summary of outreach activities McCarthy has engaged in over the past year are on the next page, indicating the firm’s national and project specific Small Business Outreach.

9/21/12 4:35 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 75

2012 Procurement Activity Log — McCarthy’s Outreach Council of Minority Transportation Officials Conference, Sponsor (Fort Worth, TX)

9/13/2012

Fort Worth Hispanic Chamber of Commerce–Networking Event, Sponsor (Fort Worth, TX)

9/11/2012

El Paso Contracting Opportunities Center, Vet Biz Networking and Outreach Conference, Sponsor (El Paso, TX)

8/15/2012

Clark McCarthy Healthcare Partners Fort Bliss Hospital Replacement Small Business Outreach (El Paso, TX)

8/15/2012

Greater El Paso Chamber of Commerce Purchasing Power Luncheon (El Paso, TX)

6/28/2012

National Veterans Conference (Detroit, MI)

6/26/2012

El Paso Hispanic Chamber of Commerce Luncheon Presentation (El Paso, TX)

5/18/2012

San Jacinto SB Outreach Event (San Jacinto, TX)

5/16/2012

El Paso Hispanic Chamber of Commerce, Clark McCarthy Healthcare Partners FT Bliss Hospital Briefing and Networking Lunch (El Paso, TX)

5/15/2012

Helmets-to-Hardhats NCOA Career Expo (Fort Hood, TX)

4/17/2012

USACE SWF SDVOSB Conference and Networking (Fort Worth, TX)

4/17/2012

iSqFt GC Connections Networking Event (Dallas, Texas)

3/28/2012

USACE Kansas City District SAME Industry Day (Kansas City, MO)

2/28/2012

Subcontractor Info Outreach & Matchmaking for VAMC (New Orleans, LA)

2/9/2012

McCarthy Fort Irwin Replacement Hospital Outreach (Las Vegas, NV)

2/10/2012

McCarthy Fort Irwin Replacement Hospital Outreach (Ontario, CA)

1/31/2012

20th Annual Empowerment Congress at USC (Los Angeles, CA)

1/14/2012

Fort Irwin Replacement Hospital Business Forum (Fort Irwin, CA)

1/18/2012

IV. Program Administrator McCarthy’s Small Business Administrator will oversee the implementation of the subcontracting plan for the New U.S Courthouse in Los Angeles.

The plan will be followed closely

by McCarthy’s staff working on the project.

Plan Administrator: Name: Carmen Camacho Title: Owner, C. Camacho & Associates Address: 1210 S. Old Canyon Drive, Suite. 101 City/State/Zip Code: Hacienda Heights, CA 91745 Phone: 626-710-7027 Email: c_camacho@verizon.net Carmen Camacho’s duties will include overall management and oversight of the plan, including each of the items mentioned below.

Alternate POC: Name: Sarah Creighton Title: Outreach Vice President Address: 20401 S.W. Birch Street, Suite 300, Newport Beach, CA 92660 Phone: (949) 851-8383 Fax: (949) 851-8398 Email: screighton@mccarthy.com

V. Equitable Opportunities McCarthy will make every effort to ensure that small business concerns have an equitable opportunity to compete for subcontracts. These efforts may include one or more of the following activities:

••Structuring work packages, when possible, to provide maximum

Factors 2-5_092112_FINAL.indd 75

Duties: In accordance with clause 52.219-9(11)(e), in order to effectively implement this plan to the extent consistent with efficient contract performance, the contractor shall perform the following functions:

••Reviewing solicitations to remove statements and clauses that would restrict or

prohibit qualified SB, SDB, WOSB, HUBZone, VOSB and SDVOSB concerns from bidding on this project.

••Periodically reviewing and updating our bidders lists to verify we have current information on potential subcontractors.

••Maintaining documentation indicating why any low bid submitted by SB, SDB, WOSB, HUBZone, VOSB and SDVOSB concerns was not selected.

••Conducting the establishment and maintenance of records of solicitations and subcontract award activity.

••Attending or arranging for attendance of company officials at business opportunity workshops, minority business enterprise seminars, trade fairs and other opportunities to maximize participation under the plan.

••Conducting or arranging regular training for our estimating, purchasing and project management personnel to make sure they know how to properly carry out the subcontracting plan, and do so with enthusiasm.

••Monitoring attainment of subcontracting goals.

••Preparing and submitting required periodic subcontracting reports.

••Coordinating McCarthy’s activities during the conducting of compliance reviews by federal agencies.

••Coordinating McCarthy activities involving its subcontracting program and SB, SDB, WOSB, HUBZone, VOSB and SDVOSB concerns.

••Reviewing and evaluating subcontracting plans submitted by subcontractors to ensure compliance with the Code of Federal Regulations section 19.702, and to ensure that the subcontractors will make a good faith effort to include small businesses. We will look for ways to improve and increase the opportunities for small businesses.

••Providing counseling and discussing subcontracting opportunities with potential SB, SDB, WOSB, HUBZone, VOSB and SDVOSB concerns, if requested.

••Confirming that any subcontractor representing itself as a HUBZone small business concern is identified as a certified HUBZone small business by accessing the Central Contractor Registration (CCR) database or by contacting SBA. ••Providing notice to subcontractors concerning penalties and remedies for misrepresentation of business status as SB, SDB, WOSB, HUBZone, VOSB and SDVOSB concerns.

••Helping subcontractors become certified with the U.S. Small Business Administration and listed in the Central Contractor Registry, when requested.

opportunities for small businesses, such as by breaking large packages into multiple, smaller contracts. We will tailor packages, when possible, to meet the capabilities and qualifications of interested SB, SDB, WOSB, HUBZone, VOSB and SDVOSB concerns. Beyond our efforts at the first tier, we will also develop plans as necessary to help achieve participation at the lower tiers.

••Offering assistance from bidding

through construction. Our efforts include helping subcontractors get listed in the federal Central Contractor Registry (CCR) (now the System for Award Management) and helping them through the bidding phase. Additionally, we stand ready to provide assistance needed during construction so that

9/21/12 4:35 PM

76 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

the small businesses can successfully complete the project.

••We reach out to as many SB, SDB,

WOSB, HUBZone, VOSB and SDVOSB concerns as reasonably possible through proactive advertising and soliciting. Our ongoing efforts include regularly holding and attending business opportunity fairs to generate interest among subcontractors in our projects and to give subcontractors the chance to meet one-on-one with McCarthy professionals. Our team will seek, where possibilities exist, small/ disabled business participation in each of the available divisions of work.

VI. Assurances of Clause Inclusion and Flow Down McCarthy agrees to include the FAR Clause 52.219-8, “Utilization of Small Business Concerns” in all subcontracts that offer further subcontracting opportunities, and will require all subcontractors (except small business concerns) that receive subcontracts in excess of $650,000 ($1,500,000 for construction) to adopt a plan that complies with the requirements of the clause at 52.219-9, Small Business Subcontracting Plan. The acceptability of percentage targets will be determined on a case-by-case basis depending on the supplies/services involved; the availability of potential small and small disabled subcontractors; and prior experience.

Once approved and implemented, plans will be monitored through the submission of periodic reports, and/or periodic visits to review subcontracting program progress. McCarthy will flow down the liquidated damages clauses to all appropriate large business subcontractors, so that subcontractors and suppliers flow down these clauses to the lower tiers that contribute to the achievement of the overall target participation goals. Each subcontract and purchase order issued will be accompanied by a self-certification form.

On this form we will address the penalties for misrepresenting size status.

VII. Reporting and Cooperation McCarthy will compile and submit periodic reports to the government to show our compliance with the subcontracting plan. Additionally, we will cooperate in any studies or surveys that may be required.

McCarthy will submit the Individual Subcontract Report (ISR) and the Summary Subcontract Report (SSR) using the Electronic Subcontracting Reporting System (eSRS). Regardless of the effective date of this contract, the reports shall be submitted for the entire life of the contract on the following dates: Information as of: Submit by:

Factors 2-5_092112_FINAL.indd 76

03/31 04/30

09/30 10/30

McCarthy will comply with all aspects of 52.219-9 as they relate to reporting.

Our subcontractors and suppliers with subcontracting plans will need to do the same and agree to submit the ISR and the SSR. We will provide our subcontractors with our prime contract number, our DUNS number and any other information needed to properly complete the reports.

Our progress towards our subcontracting goals will be monitored throughout the life of the project: during the bid phase, purchasing phase and construction.

This information will be shared with McCarthy’s project team and executive leadership team to stimulate a collaborative effort to identify and respond to opportunities to maximize small business participation.

VIII. Record Keeping Project-related records to be maintained

by McCarthy include documentation of:

••Source lists, guides and other data

relating to potential SB, SDB, WOSB, HUBZone, VOSB and SDVOSB businesses.

••Organizations contacted in the effort to locate SB, SDB, WOSB, HUBZone, VOSB and SDVOSB businesses.

••Informational events attended.

••Lists of solicitations and responses to solicitations.

••Policies and procedures developed for plan administration.

••Records of outreach efforts through trade associations, conferences and trade fairs documenting the effort to locate SB, SDB, WOSB, HUBZone, VOSB and SDVOSB concerns.

••Records of internal guidance and encouragement provided to buyers.

Project Name

••Records of monitoring efforts for

evaluation of compliance with plan requirements.

••Records of first tier, and lower tier subcontractors’ participation levels to document total project participation.

••Records on each subcontract solicitation resulting in an award of more than $150,000, indicating: ••Whether small business concerns were solicited, and if not, why.

••Whether veteran-owned business concerns were solicited, and if not, why.

••Whether service-disabled veteranowned business concerns were solicited, and if not, why.

••Whether HUBZone business concerns were solicited, and if not, why.

••Whether small disabled business concerns were solicited, and if not, why.

••Whether women-owned business concerns were solicited, and if not, why.

••Whether historically black colleges and universities and minority institutions were solicited, and if not, why.

••Reasons, if applicable, that the above business concerns did not receive the award.

Prior Performance Information McCarthy regularly solicits small, minority and disabled business concerns in our project outreach. The following results depict several of our recent non-federal projects where this outreach resulted in achievement of strong participation by these businesses in the project. Please note the Small Business Goals and Actuals listed in the chart below includes a combination of federal and non-federal certifications including: Minority Business Enterprise (MBE), Disabled Business Enterprise (DBE), Women’s Business Enterprise (WBE), Disabled Veteran Business Enterprise (DVBE) and Small Business (SB).

Comp Date

Contract Value

Goal %

Actual

1/7/14

$396,373,055

65%

69% (current)

VA New Orleans Repl Hosp.

8/31/15

$540,000,000

28.7%

56% (current)

VA Palo Alto Psychiatric Facility

6/16/12

$34,000,000

28.7% (gov’t orig.goal)

41.2% (current)

DOE Oak Ridge National Lab–Utilities

11/11/11

$1,519,416

55% (gov’t orig.goal)

70.5%

DOE Oak Ridge National Lab– Chemical & Materials Sciences Lab

7/28/11

$72,789,775

38.6%

38.7%

DOE Oak Ridge National Lab– Parking Structure

5/23/11

$ 7,432,577

36.44% (gov’t orig.goal)

83.7%

DART TRE Beltline Grade Separation

8/27/10

$46,291,453

20%

25%

Bayport Phase 1 Stage 2 Container Yard

6/2/10

$35,863,064

16.45%

69%

The Headquarters for Blue Cross and Blue Shield of Texas

11/20/09

$183,593,674

N/A

30%

Dallas County Detention Center South Tower

3/15/09

$65,920,480

N/A

23%

Hospital Replacement at Marine Corps Base Camp Pendleton & Parking Structure

9/21/12 4:35 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 77

Subcontracting Reports – Historical Project Performance In addition to the matrix on the previous page, we will make available upon request Individual Subcontracting Reports (ISRs) for projects that have completed or are nearly complete with issuance of subcontracts for our federal projects in the past seven years, including:

NAVFAC Hospital Replacement at Marine Corps Base Camp Pendleton, Oceanside, CA Contract #N6247310C0001 Contract Value - $394 million NAVFAC Southwest’s small business goal for the replacement hospital project is 65%. McCarthy and its joint venture partner are currently achieving 69% as a result of significant outreach efforts.

The Team is currently exceeding all small business subcontracting goals with 18.7% SDB, 12.9% WOSB, 10.4% HUBZone, 46.9% VOSB and 46.9% SDVOSB. This project has been able to achieve these high goals through a variety of creative strategies, teaming large and small businesses, setting aside packages of work to small businesses and proactive mentoring and outreach to the small business community to maximize participation.

IX. Statutory Requirements

••Any contractor receiving a contract for

more than the simplified acquisition threshold must agree in the contract that SB (including ANCs and Indian tribes), VOSB, SDVOSB, HUBZone, SDB (including ANCs and Indian tribes), and WOSB concerns will have the maximum practicable opportunity to participate in contract performance consistent with its efficient performance.

••It is further the policy of the United

States that its prime contractors establish procedures to ensure the timely payment of amounts due pursuant to the terms of their subcontracts with SB (including ANCs and Indian tribes), VOSB, SDVOSB, HUBZone, SDB (including ANCs and Indian tribes), and WOSB concerns.

••See 19.702(a)(1) for requirements that

are imposed in negotiated acquisitions, and (a)(2) for requirements that are imposed in sealed bidding acquisitions.

Factors 2-5_092112_FINAL.indd 77

VA Medical Center New Orleans Replacement Hospital, New Orleans, LA Contract #VA101CFMC0064 Contract Value - $540 million McCarthy and its JV partner have made extensive efforts to incorporate small businesses into the project since 2009 by hosting and participating in events consistently throughout the past two years. The small business subcontracting goal is 28.7%. The Team is currently at 56% and has achieved 5.1% SDB, 6.8% WOSB, 0.9 % HUBZone, 17.7% VOSB and 13.5% SDVOSB to date. We will continue to pursue additional small business participation as we continue buyout of the project.

The project team held multiple outreach events before the Veterans Administration (VA) awarded our contract in 2009. In the years since, the team has participated in or supported more than 70 community, educational, and outreach events, working closely with the U.S. Small Business Administration, the City of New Orleans, the New Orleans Black Chamber of Commerce, Dillard University, and Delgado Community College, as well as several local trade associations. To specifically target local and veteran workers, the team has aligned with New Orleans’ JOB1 workforce development program and the VA’s Compensated Work Therapy Program.

Recruiting a trained workforce is critical to the successful delivery of this healthcare project, as is finding local subcontractors capable of handling the project’s size and scope. To prepare subcontractors to pursue work on the project and increase their overall capabilities, the project team offered the CMU Building Blocks program. This free, multi-session program provides core construction management and business skills to small businesses. In addition to general training on submittals, billing, and scheduling, the program’s Electronic Mediums session focuses on industry-specific software and technology systems. Two dozen people from 19 local companies completed the first CMU Building Blocks program earlier this year. A second program is currently underway.

••As stated in 15 U.S.C. 637(d)(8), any

contractor or subcontractor failing to comply in good faith with the requirements of the subcontracting plan is in material breach of its contract.

Further, 15 U.S.C. 637(d)(4)(F) directs that a contractor’s failure to make a good faith effort to comply with the requirements of the subcontracting plan shall result in the imposition of liquidated damages (see 19.702(c) and 19.705-7).

X. Description of Good Faith Effort During the pursuit of and throughout execution of the New U.S. Courthouse in Los Angeles, McCarthy has made and will continue to make good faith efforts to promote the participation of small, women-owned, veteran-owned, servicedisabled veteran-owned, HUBZone and disabled business concerns on our projects. We are active in the contracting and subcontracting communities to make small businesses aware of our firm and project opportunities, by regularly attending and hosting small business

outreach sessions. While subcontracting goals for specific categories may be difficult to achieve in certain locations or on certain projects, good faith efforts are made to utilize small business concerns.

McCarthy will take the same approach for the New U.S. Courthouse in Los Angeles.

McCarthy’s good faith efforts will be demonstrated by our team performing the various actions identified in this subcontracting plan, from project pursuit through project execution. The documentation associated with each action item performed will be compiled into a comprehensive “Good Faith Effort” binder that will be maintained at the project site. Our approved Small Business Subcontracting Plan will dictate the format and content of the Good Faith Effort document. Given the ongoing efforts that will be made throughout project execution with regard to small business subcontracting, the project team will update the Good Faith Effort document contemporaneously to accurately represent our efforts.

9/21/12 4:35 PM

78 // MCCARTHY / HMC ARCHITECTS / BROOKS + SCARPA ARCHITECTURE

McCarthy McCarthy McCarthy McCarthy McCarthy REB Drilling and Shoring McCarthy Rebar Engineering McCarthy McCarthy McCarthy McCarthy McCarthy Independent Solutions Premier Engineering Miller Environmental RY Engineering Rojas Construction McCarthy Clark Pacific Masonry Concepts Schuff/Frontline Steel Bapko Metal Products Canyon Insulation Canyon Insulation CMF CMF ONYX Building Group ONYX Building Group Karcher CMF RPG McKendry Door Sales Enclos CMF ONYX Building Group J. Colavin Preferred Ceilings Signature Flooring Borbon Barret Robinson Visible Graphics Master Building Specialties Master Building Specialties First Security Russco Diamond Drapery L2 Specialties All Area Plumbing With Mechanical Air Flow Mechanical Kimble “Northstar” TBD TBD

General Conditions Bonds Insurance QC Support Contractor Fees Building Foundations Carpentry Rebar Temporary Enclosures Temporary Construction Fence Daily Construction Clean-up Construction Dumpsters Dust Control Material Testing Laboratory Earthwork & Paving Soil Treatment Site Utilities Site Concrete Building Flatwork Precast Architectural Concrete Masonry Structural & Misc. Steel Structural & Misc. Steel Erection Insulation Roof & Deck Insulation Standing Seam Roofing & Sheet Metal Metal Siding & Sheet Metal Sprayed Applied Fireproofing Firestopping Caulking Expansion Control Doors & Hardware Supplier Overhead Doors Aluminum Windows/Glazing Louvers Metal Studs & Drywall Ceramic & Quarry Tile Acoustical Ceilings Resilient Flooring Painting Marker & Tack Boards Signage Toilet and Shower Compartments Toilet & Janitor Accessories Fire Extinguishers Metal Lockers Window Blinds Entrance Mats Mechanical Testing & Balancing Mechanical Equipment and Misc. Materials Fire Sprinkler Electrical Equipment and Misc. Materials Electrical Work

X X X X X X X X X X X X

X X

X

X X

X X X X X

X X

Service-Disabled Veteran-Owned (SDVOSB)

Veteran-Owned (VOSB)

HUBZone (HSB)

Women Owned (WOSB)

Small Disabled (SDB)

8a

Product or Service

Small Business

Subcontractor Name

Large Business

ATTACHMENT A: Principal Supplies/Services to be Subcontracted*

X

X X X X X

X

X

X X

X

X X

X X

X X

X

X X X X X X X X X X X X

X X

X X X

X X

X

X X X

X

*To be finalized after award

Factors 2-5_092112_FINAL.indd 78

9/21/12 4:35 PM

DESIGN-BUILD CONTRACT FOR NEW UNITED STATES COURTHOUSE / LOS ANGELES, GSA NO. GS-09P-12-KT-C-0004 // 79

The above requirements will be negotiated with the contracting officer prior to approval. The contracting officer must ensure per FAR 19.705-5(a)(5) that an acceptable plan is incorporated into and made a material part of the contract.

At McCarthy, we value our partners because we are true builders, not simply brokers. This approach is why our company is approaching 150 years of construction experience. As a firm comprised of employee-owners, we value the relationships and accomplishments with our business partners the most. We are proud of our heritage and build our relationships to last.

This culture is a key reason why McCarthy has stayed in business for so long and helped us to develop a solid reputation of being a valued partner, a caring mentor, and a reliable builder.

SIGNATURE REQUIRED: This subcontracting plan was SUBMITTED by: Signature: Typed Name: Randy Highland Company Title: President, California Region, McCarthy Building Companies, Inc. Date Signed: September 24, 2012

Government Contracting Officer APPROVAL: Signature: Typed Name: Company Title: Date Signed:

Factors 2-5_092112_FINAL.indd 79

9/21/12 4:35 PM

Factors 2-5_092112_FINAL.indd 80

9/21/12 4:35 PM

EXHIBITS EXHIBITS

Factors 2-5_092112_FINAL.indd 1

9/21/12 4:35 PM

Sample Safety Plan and Quality Control Plan exhibits are provided under separate cover, Technical Proposal Exhibit.

Factors 2-5_092112_FINAL.indd 2

9/21/12 4:35 PM