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File No. 6.51:ll
'CI""" OF SAN BERNARD()) - REQUE""'T FOR CoU
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From: ROGER G. HARDGRAVE
Dept: Publ ic Works/Engi neeri ng
Subject:
Approval of Agreement with
Steinman, Grayson, Smylie, Inc.
--Preparation of Space and Site
Study for New Police Station
Date:
10-27-87
Synopsis of Previous Council action:
Police Building Ad Hoc Committee appointed to study potential
building sites and work out a plan to finance the cost.
09-08-87 -- Minutes of Police Building Ad Hoc Committee of 8-14-87,
received and filed.
03-23-87
Recommended motion:
That the Agreement with Steinman, Grayson, Smylie,
Inc., for preparation of a Space and Site Study be
approved, in principle; and the Agreement referred
to the Ways and Means Committee to identify a source
of financing for the estimated fee of $74,000.
cc: Ray Schweitzer
Contact penon:
Roger G. Hardqrave
Phone:
5025
Supporting dat8 attached: Staff Report & Agreement
Ward:
NIA
FUNDING REQUIREMENTS:
Amount:
N/A
Source: (ACCT. NO.)
(ACCT. DESCRIPTION)
Finance:
Council Notes:
15.0262
Agenda Item No,
S-3
caCr OF SAN BERNARDJO - REQUrjT FOR COUNCIL AC~)ON
STAFF REPORT
A solicitation for Letters of Interest was sent to about
24 architectural and space planning firms. Six of these firms
responded with a Letter of Interest. Due to the small number of
responses, Requests for Proposals were sent to all six firms.
The Requests for Proposals were reviewed with representa-
tives from the various firms, on 10-01-87, by an interview board
comprised of the following persons:
1. Councilwoman Esther Estrada -- Chairwoman, Police
Building Ad Hoc Committee
2. Councilman Mike Maudsley
3. Ray Schweitzer, City Administrator
4. Richard Bennecke, Executive Assistant to the Mayor
5. Don Burnett, Police Chief
6. Gerry Newcombe, Fire Chief
7. Roger Hardgrave, Director of Public Works/City Engineer
After carefully reviewing the proposals, the interview
board selected Steinmann, Grayson, Smylie, Inc. (SGS) as being
the best qualified at this time to prepare the site and space
study for a new police station. A representative number of his
references have been contacted. All gave SGS an unqualified
recommendation.
The Agreement provides, in general, that SGS will prepare
a site and space study for a new police station. Also, that the
City will provide maps, charts and as-built drawings as available,
provide a desk with access to telephone on an as needed basis,
and identify 3 alternate sites for review. All services are to
be provided within 16 weeks.
Compensation to SGS is not to exceed $74,000.
We recommend that the Agreement be approved, in principle,
and referred to the Ways and Means Committee to identify a source
of financing.
URGENCY CLAUSE:
A decision on approval of this Agreement needs to be made as soon
as possible, in order to avoid delaying the project to a point
where the Consultant could decide not to enter into the Agreement.
10/27/87
75-0264
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A G R E E MEN T
THIS AGREEMENT is made and entered into, in dupl icate, the day
of , 1987 by and between STEINMANN, GRAYSON, SMYLIE, INC., a California
corporation, with a place of business at 6310 San Vicente Boulevard, Suite 550,
Los Angeles, California 90048, hereinafter referred to as the "CONSULTANT", and
the City of San Bernardino, California, hereinafter referred to as the
"Client."
WHEREAS, Client requires professional facility planning services to
be performed in connection with the preparation of a space and site study for a
new police station; and
WHEREAS, Client desires to have Consultant perform said professional
consulting services, and Consultant is willing to do so;
NOW, THEREFORE, in consideration of the mutual terms and conditions
hereinafter set forth, it is agreed as follows:
1. SCOPE AND TIME OF WORK. Consultant agrees to perform for Client
the consulting services more particularly set forth in Exhibit A, attached
hereto and hereby incorporated herein and made a part hereof by reference, said
consulting services to be completed by Consultant for Cl ient within the time
and in accordance with the schedule set forth in Exhibit B, attached hereto and
hereby incorporated herein and made a part hereof by reference.
2. COORDINATION AND ORGANIZATION. Consultant shall coordinate the
work with Client's project manager. Consultant shall advise and inform
Cl ient' s representative of the work in progress on the Project in sufficient
deta il so as to ass i st Cl i ent' s representat i ve in maki ng presentations and in
conducting essential informational exchange meetings. If Consultant is delayed
at any time in the performance under this agreement by any act or neglect of
Cl i ent, its offi cers, agents or employees, or by any Change Order or Change
Orders initiated hereunder, the time of the contract shall be extended by the
amount of such delay and Consultant shall be compensated for this increased
cost for such delay.
If Consultant is delayed at any time in the performance of the work
to be performed under this Agreement by labor disputes, fire, unusual delay in
transportation, unavoidable casualties or any cause beyond Consultant's
control, then the time for performance of any act hereunder shall be extended
by the amount of such delay.
3. DATA AND WORK FURNISHED BY CLIENT. Client shall furnish to
Consultant the data and shall perform the work more particularly set forth on
Exh i bit C, attached hereto and hereby incorporated herei n and made a part
hereof by reference.
4. PAYMENT. Client shall make payment to Consultant for consulting
servi ces performed by Consultant hereunder withi n thi rty (30) days fo 11 owi ng
receipt from Consultant by Client of monthly invoices therefor, in the amounts
and at the times set forth below on Exhibit 0, attached hereto and hereby
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incorporated herein and made a part hereof by reference.
Consultant's standard forms and as mutually agreed to by
order to facilitate processing of Consultant's payments.
Invoicing shall be on
the parties hereto in
5. INDEPENDENT CONTRACTOR. Neither Cl ient nor any of its
employees shall have any control over the conduct of Consultant or any of
Consultant's employees, except as herei n set forth, and Consultant expressly
warrants not to, at any time or in any manner, represent that Consultant, or
any of Consultant's agents, servants or employees, are in any manner agents,
servants or employees of Client, it being distinctly understood that Consultant
is and shall at all times remain as to Client a wholly independent contractor
and that Consultant's obligations to Client are solely such as are prescribed
by this Agreement. Neither Consultant nor any of its employees shall be
ent i tl ed to ret i rement benefits, insurance or workers' compensat i on or any
other fringe benefits of Client.
6. ASSIGNMENT AND SUBCONTRACTING. This Agreement contemplates the
personal servi ces of Consultant and Consul tant' s employees. Neither thi s
Agreement nor any interest therein may be assigned by Consultant, except that
Consultant may, upon written consent of Client, obtain in advance or assign any
monies due, or to become due, the Consultant hereunder. Furthermore,
Consultant shall not subcontract any portion of the performance contempl ated
and provided for herein without the prior written approval of Client. Nothing
herein contained is intended to or shall be construed as preventing Consultant
from employing or hiring as many employees as the Consultant may deem necessary
for the proper and efficient execution of this agreement.
7. INDEMNITY. Consultant shall defend, indemnify and hold free and
harmless Client, its Boards and its officers and employees against any and all
loss or 1 iabil ity, for claims that may occur or arise as a result of any
negligent error or omission of Consultant, its agents, officers, and employees
in preparing the plans and specifications, or in performing the services to be
performed by Consultant, under this Agreement.
8. CHANGES AND EXTRA SERVICES. Client may make, with the consent
and approval of Consultant, changes within the general scope of this Agreement.
Change orders shall be in writing and state the dollar value of the change or
establish method of payment, any adjustment in contract time, and, when
negotiated prices are involved, shall provide for Consultant's signature
indicating acceptance. If Consultant estimates that any proposed change causes
an increase or decrease in the cost and/or the time required for performance of
this Agreement, Consultant shall so notify Cl ient of that fact. Any
notification by Consultant must be prOVided within fifteen (15) days from the
date of receipt by Consultant of 'Cl ient written notification of a proposed
change. Consultant may initiate such notification upon identifying a condition
which may change the specific Scope of Work agreed to on the effective date of
this Agreement as set forth in the Exhibits herein, or as subsequently modified
and agreed to as provided herein.
Cl ient may request Consultant to perform additional services not
covered by the specific Scope of Work as set forth in the Exhibits herein and
Consultant shall perform such extra services and will be paid for such extra
services as specified in the change order mutually agreed to, and signed by the
parties hereto, and made a part of this Agreement. Client shall not be liable
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for payment of any extra services nor shall Consultant be obligated to perform
any extra services except upon such written amendment.
Specific additional services not included in the scope of work, which
Client may wish Consultant to perform include soils testing, analyses of site
specific environmental issues and financial analyses of implementation options.
In lieu of providing three alternative sites for the new police station, Client
may also wi sh Consultant to survey all avail abl e feasi bl e sites wi thi n a
selected geographical area or otherwise assist in the identification and
selection of the three alternative sites.
g. TERMINATION. Thi s Agreement may be termi nated by ei ther party
hereto upon ten (10) working days written notice to the other party hereto in
the event of substantial failure by said other party to perform in accordance
with the terms of this Agreement through no fault of the terminating party.
In the event of termination, Consultant shall be compensated for all
services performed and costs incurred up to the effective date of termination
for which Consultant has not been previously compensated, plus termination
expenses reasonably incurred and properly accounted for. Upon receipt of
notice of termination from Client, Consultant shall immediately stop its
services, unless otherwise directed, and deliver to Client all data, drawings,
reports, estimates, summaries and such other information and materials as may
have been accumulated by Consultant in the performance of this Agreement,
whether completed or in process, that are the property of Client as set forth
in Paragraph 10 hereof.
10. OWNERSHIP OF DOCUMENTS. All reports as well as original
reproducible drawings, plans, studies, memoranda, computation sheets, proposals
and other documents assembled or prepared by Consultant, or furnished to
Consultant by Client in connection with this Agreement shall be the property of
Client, upon final completion of the Project or termination of this Agreement,
provided, however, that Consultant shall be compensated for all services
rendered and expenses incurred by Consultant in the performance of this
Agreement pri or to the transfer of ownersh i p. Propri etary computer software
and specialized forms or spreadsheets developed or employed by Consultant shall
remain the property of Consultant.
11. CONFIDENTIALITY. All reports, drawings, plans, studies,
memorandum, computation sheets, proposal s and other documents assembled or
prepared by Consultant, or furnished to Consultant by Client in connection with
this Agreement, to the maximum extent permitted by law, shall be held in strict
confidence as between Cl ient and Consultant and neither party shall
disseminate, disclose or otherwise'transmit such documents to any third party
without the express wri tten consent of the other party wh i ch shall not be
unreasonably withheld if such dissemination, disclosure or other transmittal is
necessary for the performance of the parties under this Agreement.
Dissemination, disclosure or other transmittal of these documents by Client to
any third party shall only be as permitted by law and only to the extent the
part i es by thi s Agreement cannot, under 1 aw, ma i nta in the confi dent i a 1 ity of
these documents and prohibit their disclosure to third parties. Any documents
which by law are part of the public domain and available for inspection by
third parties and cannot be held in strict confidence between Consultant and
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Client may be disseminated, disclosed or otherwise transmitted by either
Consultant or Client to third parties.
12. STANDARDS OF PROFESSION. Consultant shall perform the services
under this Agreement in accordance with the standards of the profession.
Consultant shall be responsible for its own work and results under this
Agreement but shall not be responsible for the work and results of work of
Client, its employees, agents, servants or other Consultants.
13. NOTICES. Any notices to be given under this Agreement shall be
given by enclosing the same in a sealed envelope, postage prepaid, and
depositing the same in the United States Postal Service, addressed to
Consultant at its address stated herei n, and to the Cl i ent. at its address
stated herein.
14. INSURANCE. (a) Consultant shall provide and maintain in full
force and effect while operating under the terms of this Agreement, a
comprehensive liability policy which shall include bodily injury, automobile
1 iabil ity and property damage coverage. The minimum 1 imits for this coverage
shall be $1,000,000 combined single limit for liability and $100,000 for
property insurance.
(b) Consultant shall provide and ma i nta in in full force and effect
while operating under the terms of this Agreement a worker's compensation
insurance and employer's liability policy. The minimum limits of such coverage
shall be that is prescribed by law.
15. EMPLOYMENT PRACTICES. In the performance of thi s Agreement,
Consultant shall not discriminate against any person upon the basis or race,
color, creed, national origin, or sex, and Consultant shall comply with all
non-discrimination and affirmative action programs required by any State and/or
Federal agency providing funds for the Project.
16. WAIVER OF BREACH. Waiver of the right to pursue any remedies
for breach of any obligation or condition hereunder shall not be deemed to be a
waiver of the right to pursue any remedy for any other breaches.
17. SCOPE OF AGREEMENT. This is the entire agreement between the
part i es and there are no agreements or representat ions between the part i es
except as expressed herein. This Agreement may be amended only by written
instrument signed by both Consultant and Client.
IE, INC.,
CITY OF SAN BERNARDINO
By
Title
By
"CLIENT"
"CONSULTANT"
, 1987
, 1987
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EXHIBIT A
SCOPE OF WORK
The following scope of work is broken down into four phases. Phase I -
Resource Assembly - i ncl udes all tasks rel at i ng to the gatheri ng of data
necessary to complete the various studies included in the project. Phase II -
Data Analysis and Facility Requirements - proceeds in two parallel paths. One
develops statistical projections to quantify future law enforcement
requirements and the other explores special area requirements such as dispatch
and the mini-computer. Phase III - Analysis of Alternatives - will identify
and evaluate all master plan concepts, one of which will be selected by the
Ci ty for further study in Phase IV - Document Facil it i es Master Pl an. Thi s
final phase will develop the master plan for the chosen concept and provide the
City with appropriate documentation and an implementation plan.
PHASE I - RESOURCE ASSEMBLY
The resource assembly phase of the study will require approximately two to
three weeks to complete. During this time a team of experienced consultants
will work on-site at the San Bernardino Police Department under the direction
of the Project Manager. Work elements included in Phase I are:
1. Proiect Orientation
This task involves several activities intended to allow our team an
opportunity to meet wi th key pol ice staff, schedul e submittals and gain
famil iarity with pertinent City and Pol ice Department pol icies. These
act i vit i es wi 11 be conducted in a re 1 at i ve ly short time span duri ng the
first on-site field visit. All spaces will be toured, existing data
reviewed, interviews times established and survey forms distributed. It
is of important that a close working relationship be established as soon
as possible and that lines of responsibility and reporting be defined.
At this early stage it will be beneficial to explore the basic issues
inherent in and surrounding the provision of law enforcement related
servi ces in San Bernardi no and to formul ate a statement of goals and
services. These activities are central to the entire project and will
have ramifications that may affect the justice system for many years.
We will solicit the guidance and opinions of City officials and key staff
relative to political and budgetary constraints. It is our practice to
seek the best solution to a problem and such a solution can be "best" only
if it is achievable. We intend to recommend the most advantageous way of
accomplishing the agreed upon objectives within the City's fiscal capabil-
ities.
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2. Primary Data Collection
This task consists of primary data gathering efforts and includes:
o Interviews with key police and city personnel;
o Survey and review of past studies;
o Inventory of pol ice faci 1 it i es and equi pment i ncl udi ng support
facil it i es; and
o Structured quest i onnai res. We propose to use quest i onna i res but to
1 imit their use because of the disruption that can be caused to
department ope rat ions and the opportunity for better data coll ect i on
methods by direct observation and personnel interview.
The type of information to be collected in data research includes:
o Current staffing and officer deployment patterns, organizational and
operational data by division, section and work unit;
o City population forecasts and historic staff trends for both sworn and
non-sworn personnel;
o Trends in crime and arrest rates and other population demographics;
o Patrol Division staff deployment data and trends in beat patrol service
delivery;
o Numbers of priority one and two calls for service and historical
response time data;
o Potent i a 1 for ant i ci pated changes in current 1 aw enforcement, court
policies, procedures, and operations;
o Current space use data, including "as-built" drawings and plans for
occupied Police buildings;
o Budget data for personnel, equipment and operating costs (including
patrol vehicle acquisition activities, operation and other vehicle
maintenance outlays as well as detention and court services operating
costs);
o Selected City demographic data; and
o Current available City-owned property having potential for police use.
3. Review Available Data
We will review the historical and current population, economic and
relevant demographic data provided in previous reports and other
publications available from the City. Our team will compare historical and
current population levels with previous employment levels and key
statistical data such as law enforcement calls to service, response times,
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pol ice lock-up requirements, municipal court activities and other
significant data quantifying service levels to be used in developing
requirements projections in Phase II.
From thi s data we wi 11 identify correl at ions between hi stori ca 1 servi ce
levels and relevant demographic data and develop appropriate formulas and
relationships that can then be applied to future population projections.
This will allow us to more closely estimate service level activities that
will be required over the next 45 years, through the year 2030. We will
assemble information regarding the projection of future population levels,
not i ng those characteri st i cs or sub-groups that most di rectly rel ate to
justice system activity levels.
4. Interview Process
We will conduct interviews with members of the Pol ice Department, the
Courts and personnel from San Bernardino City and County general govern-
ments. Interviews will be directed toward gaining an understanding of
present and probable future programs, staffing levels, procedures and
organizational structures as relates to sound facility planning. Partic-
ular concern will be placed on law enforcement and County detention sys-
tems and procedures as well as possible changes that could significantly
affect future requirements. The interview process will provide sufficient
data to allow the team to develop a projection of future personnel
requirements in all justice system related functions currently residing in
the Police Department.
5. Develoo So ace Standards
It wi 11 be necessary to i dent i fy an appropri ate i nteri or space p lanni ng
philosophy as it relates to the planning of space that may be remodeled or
constructed. Alternative planning philosophies may indicate advantages
associ ated wi th emp 1 oyi ng an appropri ate degree of open offi ce planni ng
for administrative office functions.
Space standards will be graphically developed for each different type of
space for review and approval by the City prior to proceeding. Contempor-
ary space planning concepts as well as general support space planning
concepts and space standards (work station standards) will be developed.
Standards wi 11 be developed from an ana lys is of each job class i fi cat ion
and work functions. Emphasis will be placed on identifying specific func-
t i ona 1 requi rements of each job category and deve 1 opi ng space a 11 ocat i on
standards that will support each employee's workspace needs.
Special area standards will be developed for non-workstation areas such as
computer fac il it i es, records storage, conference, tra i ni ng and "muster"
rooms, dispatch center, locker rooms, vehicle maintenance, emergency ser-
vices base station and evidence/found property storage. Particular
attent i on wi 11 be gi ven to i dent i fyi ng the need to provide central i zed
and/or decentral ized conference and training rooms, locker room
facilities, briefing rooms, short-term holding area, "line-up" facilities,
evidence and narcotics storage, vehicle maintenance and storage activities
and the special areas required for audio/visual, VHF, UHF and microwave
communications.
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6. Review Session
At the conclusion of Phase I we will conduct the first review session to
discuss the data gathered and developed during Phase I. A compendium of
the data will be developed for presentation at this review session. Work-
stat i on and speci al area standards wi 11 be presented and di scussed. At
this juncture all data will be reviewed with the City for confirmation
before proceeding with Phase II.
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PHASE II - DATA ANALYSIS & FACILITY REOUIREMENTS
Following City confirmation of the comprehensive data developed in Phase I, we
will proceed with the preparation of a facility requirements report. This
report will reflect future workloads, as well as personnel and space require-
ments for the San Bernardino Police Department. Work elements included in
Phase II are expected to require five to six weeks to complete.
The work in Phase II wi 11 proceed in two para 11 el paths. A seri es of tasks
wi 11 concentrate on devel opi ng stat i st i ca 1 projections of call s to service,
crime rate, population analysis to quantify future anticipated law enforcement
requirements. Concurrently, a second team of consultants will explore poten-
tial requirements for police and fire dispatch, emergency operations center and
the City's mini-computer requirement. Research methodology in these areas will
follow a different path. We will proceed with Phase II during a one month
timeframe which will include the following tasks:
1. Service Level Proiections
We will develop a projection of expected volumes of service calls, partic-
ul arly in pri ority one and pri ority two calls in future years. These
projections will be derived from historical data, recognizing future
forecast population data including density, ethnic composition and age
group distribution. We will determine if there are any significant
increases from one geographi ca 1 area to another in the di stri but i on of
expected calls to service.
Changing demographic patterns, increasing densities, changing ethnic pat-
terns and changing age group distributions in the "at-risk" population
residing in certain areas may have a profound effect on future total
department requirements.
It will be important to work with City planning officials to develop a
projection of which portions (if any) of the County might be annexed into
the City of San Bernardino in the future. The degree of urban sprawl and
the effect thi s wi 11 have on average travel distances from the Pol ice
Building to the centroids of calls to service will be very important.
These project ions wi 11 allow for a more accurate ca 1 cul at i on of commute
times, the number of returns to the station for various reasons and the
time lost in-transit. These projections will be of significant use in our
staffing analysis.
With thi s increased staff 1 evel ava i 1 ab 1 e, we can determi ne the average
patrol beat, the number of patrols per square mile and average distances
from the police building at this increased operational capacity. This
determination will be sensitive to crime rates in various areas, expected
or projected numbers of calls to service and population densities.
2. Police StaffinQ Proiections
We will work with the Police Department to develop a realistic estimate of
required future staff levels. It is recognized that the required future
staff levels should maintain or achieve a certain average calculated
response time which will be different depending upon centralization versus
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decentralization scenarios.
future patrol staffi ng needs.
average response time.
Our forecast of future staffi ng 1 evel s for the remai ni ng sworn and non-
sworn complements will be predicated on an analysis of specific workload
indicators germane to each division, section or unit. We will be con-
cerned wi th exi st i ng and desi rabl e manpower all ocat i on patterns, program
expans i on and the potential impl ementat i on phil osophi es as well as the
effect of technology on records, communications, training and criminalis-
tics. We will identify the critical relationships between law enforce-
ment, court and detention facilities so that alternate locations and sites
can be tested during the review of alternatives in Phase III of the study.
Thus, we will develop two projections of
One will assume maintaining the current
All staffing projections will be presented in terms of the current number
required for 1987, for initial occupancy in 1990, near-term expansion by
the year 2000 and thereafter in intervals through the year 2030 as
requested.
3. Related Reauirements Analysis
The City of San Bernardino has requested that an analysis be conducted to
determine future requirements for pol ice and fire dispatch (assumed to
remain separate functions in the future), potential inclusion of a local
precinct facil ity, the emergency operations center now located in the
lower level of City Hall, additional uses for the emergency operations
center that might be compatible and the possible inclusion of the City's
main-frame minicomputer in the facility. An analysis will be conducted of
current and future requirements for future years of each of these areas.
Particular concern will be given to the analysis of special requirements
related to each of these very unique functions. Special needs for
security, ground floor or lower level location, flexibil ity, special
electrical and mechanical systems will be determined. Separate
questionnaire/interview processes will be used with each area to identify
their criterion and requirements.
4. Feasibility Analvsis
The feasibility of including anyone or more of the four areas discussed
above will be studied. The feasibility analysis will consider the amount
of space required and its cost, different annual maintenance and operating
costs, impact on site requirements and overall building configuration,
need for or proximity to other government functions, potential of shared
use area, thus reducing overall space needs for all functions,
possibilities related to sharing staff levels in certain areas to reduce
annual operating costs and the value of or cost related to conversion of
space now occupied by these various functions to support alternative uses
within the City of San Bernardino government structure. In this instance,
alternative use of existing space would provide an offsetting benefit or
cost savings related to the overall City facility management process. A
life-cycle cost analysis will be conducted to identify relative life-cycle
cost indexes that would result from the inclusion or exclusion of each of
the four areas within the facil ity. Based on this information, certain
early decisions might then be made by the City of San Bernardino whether
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these functions are or are not "feasible" to include in the facility. The
analysis will be comprehensive and take into account all operational and
facility management issues that are of concern.
5. Site Reauirements
It will be necessary to develop a program for overall site requirements at
the new facility. This would certainly include parking provisions for
employees, visitors and official City vehicles. An analysis will be
conducted during the questionnaire process to identify the 1 ikely origin
and destination of various trips that might emanate from the facil ity.
The degree of interrelationship between the proposed facility (under the
different development options) with other City government functions will
be explored. A transportation/distribution model will be prepared to
determine if there are any potential benefits or economies based on
speci fi c si tes that mi ght be avail abl e for the 1 ocat i on of the facil ity
relative to their proximity to existing City facilities. Overall parking
requirements will be simulated on a 24-hour, 7-day basis to take into
account shift patterns and the unique levels of utilization of the
fac il i ty .
6. Projection of Soecial Area Reauirements
A number of support space requirements do not exhibit a direct correlation
between the number of staff and space requi rements. We wi 11 develop
detailed projections of space requirements for these special areas which
might be included in the new facility. They are records storage, evidence
and property storage, special security areas, vehicle impound yard, crime
laboratory, vehicle maintenance areas and identification facilities.
7. Develoo Soace Reauirements Database
We will prepare a space requirements database for all existing and pro-
posed police operational units. This data will be based on the personnel
projections developed in the above cited tasks and the special area space
standards developed in Phase I. Thi s wi 11 insure that future space
requirements satisfy functional needs for all sworn and civilian
personnel.
The space requ i rements database will refl ect personnel needs and space
requirements for all general office, special areas and site planning con-
s iderat ions for Headquarters and subs tat i on 1 ocat ions. We will document
current needs, deficiencies and long-range requirements to support growth
for planning periods 1990, 2000, 2015, and the year 2030.
It is important to emphasize that future space requirements must be devel-
oped before the analysis of facility alternatives can be completed. Pro-
jected space requirements will definitely influence decisions when con-
sidering "trade-offs" of levels of new construction.
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8. Develooment Ootions Matrix
At this juncture, with all initial and long-term space needs identified
for the primary occupants of the facil ity (central Pol ice headquarters)
and the optional candidates (EOC, Fire and Police Dispatch, City Mini-
computer and Precinct Function), we will develop a matrix of future space
and site needs for the project. The matrix will identify overall gross
building area and total site area that might be required both with and
without each of the optional space components and in various combinations
of incl uding the space components for years 2000 (assumed to be the
minimum amount of space that would initially be provided) and to support
long-term needs through the end of the projection timeframe in the year
2030. The matrix will provide a quick reference identifying all possible
building and site area requirements under different development scenarios
for different t imeframes. It will be a most important document when
considering site selection and development options.
9. Identifv Securitv Reauirements
All public and private buildings require attention to security needs. Law
enforcement facilities are particularly in need of careful security provi-
sions. We have applied the concept of security zones in a number of law
enforcement facilities and we will develop a security zone system specific
to the police, EOC, and dispatch operations in San Bernardino. Each area
will be analyzed as to the security threat risks and potential security
measures wh i ch may be used to protect it. We wi 11 develop a table
ident ifyi ng in whi ch type of security zone each major area shoul d be
placed.
10. Identifv Adiacencv Relationshios
Utilizing information on adjacency and proximity needs obtained from
i ntervi ew, observation and quest i onna i re methods we will develop opera-
t i onal rel at i onsh i p requi rements for each organi zat i ona 1 and operat i ona 1
unit of the San Bernardino Police Department. We will be concerned with:
o Work, material and personnel flows for each operational unit;
o The desired level of proximity required to other units; and
o The potential grouping or "clustering" of operational units to
conserve space, promote flexibility or gain operating economies.
An overall adjacency matri x and "bubbl e" di agrams showi ng the des ired
levels of proximity for each of the operational units will be developed.
Some of the important data to be gathered during this task will be the
need for 1 ocat i ng evidence/found property storage and other warehouse
activities, and/or vehicle maintenance activities on the same sites or on
the same site as Headquarters activities. The degree of vehicular and
staff movement between each of these three different types of space will
be analyzed to determine the cost tradeoffs, inefficiencies and/or opera-
tional economies that might be encountered should all activities be
located on the same site. Thi s wi 11 be important to know when it comes
time to evaluate a lternat i ve sites and determi ne whi ch of the numerous
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facil ity master plan alternatives might be recommended as significantly
different land values, new facility construction costs and operational-
jlogistical costs will be encountered depending on the level of consolida-
tion of activities on the same site.
11. Review Session
At the conclusion of Phase II, we will conduct the second planning session
with the City to review adjacency requirements, identify security issues
which must be satisfied, identify planning alternatives that warrant eval-
uation in Phase III and determine the evaluation procedure the City will
use to select the alternative which will form the basis for the develop-
ment of the Police Facility Master Plan.
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PHASE III - ANALYSIS OF ALTERNATIVES
The objective of Phase III is to identify and evaluate all alternative master
plan concepts believed to be feasible solutions. The products of work will be
as detailed as necessary to describe the alternatives, evaluate the advantages
and disadvantages of each and assess their associated functional, physical and
economic results. The alternative plan appearing to have the greatest merit
will be selected by the City of San Bernardino at the conclusion of this phase
for further development in Phase IV. Depending upon City review and comment
time requirements, we expect this phase to require four to five weeks to
complete.
1. Conceotual Site Plan
At this juncture we will have a review meeting with the City to determine
which of the development options included in the matrix developed in task
eight in Phase II remain as candidates. We will develop a conceptual site
plan reflecting the area required on the site to provide all parking and
site amenities, landscaping and setbacks, initial building construction
probably for buildings of different heights and shapes and the overall
arrangement of initial space and long-term expansion. The conceptual site
plan will be used to demonstrate visually the relative proportion of space
required on the site and to confirm overall site requirements leading to
subsequent site selection.
2. Site Selection
Three alternative available sites in the community will be identified by
the City and assessed by the Consultant as to their suitabil ity for a
headquarters facility. The analysis of site locations will be done in two
iterations. The first review of potential sites identified by the City
will be made by analyzing travel time. These areas will be prioritized
based on minimum travel times. Utilizing this prioritization, the areas
will be analyzed for specific site locations which are capable of
supporting the prototype station configuration criteria developed in the
preceding work. Specific attention will be paid to issues such as
availability of city-owned property within the area, public/neighborhood-
police activity interface, probability of community acceptance and cost of
land acquisition in the event that city/public land is not available in
the area.
It is our intent to provide the City with a descriptive analysis for each
of the three candidate sites. Our analysis will consider various
selection criteria as follows:
a. Phvsical Characteristics includinq:
o Buildable size requirements, considering geology, slope, hydrology,
and shape;
o Natural features; and
o Existing improvements.
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o Soils conditions.
b. Environmental Factors includina:
o General plan and zoning:
o Social environment, and:
o Transportation and access related to loading, public transit, and
parking.
c. Imoact Considerations:
o Land use patterns;
o Irretrievable resources, and;
o Social effects.
d. Site Acauisition and Preoaration Factors:
o General land valuations:
o Ownership;
o Utilities and roadways to site, and;
o Clearances and development regulations.
e. Construction Factors
o Implication of physical and/or environmental factors:
o Communications, including line-of-sight and transmission
propagation factors;
o Roadways, and;
o Aesthetic considerations.
In addition to the descriptive analysis, we will provide an operational
analysis relating to specific law enforcement concerns. This operational
analysis will consider the following criteria and will lead to a narrowing
of the general site selection process:
o Level of security provided;
o Flexibility and long-term expansion:
o Visibility or lack thereof;
o Proximity to other government functions:
o Impact on officer deployment and shift change;
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o Maintenance or improvement of acceptable response time levels;
o Transportation factors affecting movement of arrestees, evidence,
and officer training resources; and
o Transportation factors affecting police headquarters resources
including movements of arrestees, movements of records and
evidence, and officer utilization of training resources;
Once a general location is identified we will utilize available
information to continue until we identify the optimum location. Specific
site analysis will be limited to making sure that all candidate sites are:
1. Compatible with the type of facility required;
2. The sites are, or could be, zoned appropriately;
3. The sites are relatively flat and accessible to major roadways; and
4. The sites have no visible characteristics at grade or above that would
unduly increase construction costs.
We will specify the acceptable locational boundaries or a specific
location if requested and also the criteria that will be later applied by
the City to select the final site(s).
3. Establish Evaluation Criteria
While the various alternatives are being detailed, the team will work
closely with the City to identify the criteria by which the alternatives
will be evaluated. These criteria might include:
o Service levels provided;
o Community acceptance;
o Conformance to general plans;
o Pol it i ca 1 acceptabil ity;
o Space utilization efficiency;
o Compatibility with other projects;
o Flexibility;
o Quality level of interior environment;
o Opportunity to implement desired organizational adjustments;
o Environmental concerns;
o Soils condition; and
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o Cost considerations.
After identifying the evaluation criteria, the team will assign values to
the criteria to ass i st in the subsequent eval uat i on process. Thi swill
lead to a uniform, objective and comprehensive evaluation of the alterna-
tives.
4. Liouification
If there are a number of potential sites meeting the primary criteria of
size and location at this juncture, it would be to the City's benefit to
conduct an initial soils investigation and possibly some preliminary
investigations relative to environmental impact to determine if there are
any inherent difficulties with the site relative to liquification or
contami nat i on. At thi s juncture we woul d instruct Converse Envi ronment
Consultants to prepare the necessary analyses to provide information that
could be used in focusing on the particular sites that might be selected.
5. DeveloD Alternatives
Within the context of the space requirements developed in Phase III and
the location considerations, we will develop a series of alternative
development plans. All alternatives will mathematically demonstrate how
space will be made available to support future requirements. Alternatives
may combine different sites and different combinations of the optimal
program elements that might be included. Each alternative will include a
conceptual site and building massing plan and a project implementation
cost. The alternatives will demonstrate:
o Specific or prototypical site plans showing existing and new
construction.
o Facility development concepts that indicate net and gross areas.
o A tabular database clearly relating the location of all police
units within the facility.
o A construction and/or remodeling cost analysis including site
development and professional service.
o A phased expansion and rearrangement program that identifies all
logistical considerations to implement the alternative.
o A discussion of all unquantifiable advantages and disadvantages
of each alternative.
6. Life-Cvcle Cost Analvsis
We will utilize life-cycle cost analysis techniques in detailing all
alternatives and in providing a comprehensive summarization of all alter-
natives. These procedures will be used to provide a comprehensive summar-
ization of all alternatives for review. Present-value life-cycle analysis
techniques must be developed. Life-cycle cost analysis includes the ana-
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lysis of facility construction, site acquisition, fees, travel time and
cost, furniture and equi pment procurement, space occupancy, maintenance
and operation, energy and rearrangement cost in one equation. The total
cost of implementing each alternative will be identified.
7. Evaluate Alternatives
Each facility development alternative must be comprehensively evaluated in
a consistent and uniform manner that allows direct comparison.
Signi fi cant factors wi 11 be ident ifi ed and used as the eval uat i on and
comparat i ve criteri a. Each a lternat i ve wi 11 be tested agai nst cri teri a
previously established. The comparative analysis will discuss the
advantages and di sadvantages of each a lternat i ve wi th respect to other
alternatives and will detail the quantitative aspects of each alternative
(primarily costs, phasing and logistics). Both quantitative and
qualitative differences will be identified.
8. Review and Selection
At the conclusion of Phase III, we will provide the City with a briefing
relative to alternative methods of achieving the space requirements master
plan. Alternatives will be presented for review and discussion. Alterna-
tives may indicate different space allocation relationships, although all
alternatives will support the basic master planning criteria establ ished
earlier.
We will work with the City to select one of the alternatives (or possibly
combinations of components of a number of alternatives) which will become
the basis for development of the recommended development concept and
master plan in Phase IV. Each alternative will be fully developed in
terms of phasing, economic effects financial requirements, political
feas i bil i ty, adjacenci es and work flow re 1 at i onshi ps, space ut il i zat i on
efficiencies, flexibility provided and compatibility with the general
community.
Based on the results of the planning session the project team, in associa-
tion with the City of San Bernardino, will select the master plan alterna-
tive that will become the basis for development of a detailed master plan
in Phase IV.
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PHASE IV - DOCUMENT FACILITIES MASTER PLAN
Using the master plan alternative selected by the City at the conclusion of
Phase III, the planning team will initiate a process to develop the master plan
and provide the City with appropriate documentation and an implementation plan
of action. We will begin by developing phased construction expansion scenarios
and budgets. The study will conclude with the preparation of a master plan
report. Work elements include:
1. Refine So ace Reauirements Database
We will assemble all functional requirements identified in Phase II
and adjust as necessary to conform with current space inventories and
the realities of implementing the alternative selected as the basis
for the master plan. The database to be included in the master plan
report will tabulate personnel and space requirements for each functional
component to be developed in ten year increments through the year 2030.
The space requirements database will identify those space components pro-
vided at any substations, if a substation scenario is selected by the
City. Space requirements for office, support, storage, outside parking
and all other activities to be provided at existing or new centralized
headquarters facil it i es wi 11 also be provided. Space requi rements will
indicate the need, in ten year increments, for initial, and very long-term
occupancy. Phase construction schedules might thus be suggested. A con-
version from net to gross area will be provided for each unique building
type. The database will summarize the space to be provided by its inher-
ent characteristics, i.e.: general office space, holding areas, heavy
floor-loading areas, high-bay storage areas, and vehicle maintenance
areas. Space characteri st i cs wi 11 be detail ed enough to all ow accurate
budgeting and development of conceptual building forms at a later date.
2. Develoo Cost Estimates
The cost anal ys is that wi 11 be conducted wi 11 take the form of a cost
matrix identifying total project costs in accordance with the discussions
to follow for each alternative development option or level of development
that might be contemplated. Those development opportunities identified in
Task 8 of Phase II (the options matrix) and possibly reduced in number in
Task 2 of Phase III (site selection) will remain candidates reflecting the
amount and type of space that might be developed. The matrix will again
reflect inclusion or exclusion of various facil ity options based on the
feasibility study presented in Task 4 of Phase II and will be sensitive to
overall site parameters established in Phase III. The matrix will
i dent ify for each 1 evel (year 2000 versus year 2030 needs) and for
buildings that include various functional components overall life-cycle
costs that would be relevant to a decision regarding scale and location.
The matrix will reflect construction, operation, staffing, logistics, site
development and acquisition and all other relevant costs that might be
i dent ifi ed. The ana lys is wi 11 be accompli shed on Lotus 1-2-3 software
compatible with an IBM/PC-AT to allow easy and instant manipulation of the
data to respond to vari ous "what- if" quest ions regardi ng scale, i nfl at ion,
construction cost, space util ization efficiency and all other variables
included in the cost analysis.
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Cost estimates for recommended new facil ity construction and any subse-
quently phased renovation will be developed. These estimates will be
based on current unit costs per gross square foot for various component
spaces of the overall project, adjusted to current construction cost indi-
ces (or inflated projections) in the San Bernardino vicinity. We will
draw upon our background on very similar projects and the actual construc-
tion cost for similar facilities recently completed. Cost estimates will
be verified with experienced local construction consultants to assure an
even higher degree of accuracy in those estimates. We will identify all
capi tal development costs associ ated with impl ement i ng the project. The
budget analysis may include:
o General construction
o Site acquisition and developments
o Consultant and architectural fees
o Demolition
o Remodeling and rearrangement
o Furniture, telephone and equipment cost allowances
Cost estimates will be developed based on current construction cost indi-
ces. Inflation factors may be incorporated if desired. Any operating
cost di fferent i a 1 s between the a lternat i ves or si gni fi cant changes in
annual operating costs will also be indicated. Offsite improvements will
not be included in the cost estimate.
3. Exoansion Analvsis
Depending on the differences in the amount of space initially and
ultimately required, various types of expansion capability could be
required in the facility, such as:
o Initially building core and shell space and leaving it unim-
proved until future needs require
o Building space and configuring it so that, without violating
security or internal operational effectiveness, space could be
sub-leased to other government agencies who could use the space
on an interim basis until it is required to support the crucial
and specialized functions of the facility
o Developing a building that allows expansion through a pre-
planned wing in a non-disruptive and cost-effective manner at a
1 ater date
o Developing a building with a configuration that allows the use
of a separate wi ng or area that coul d be 1 eased to agenci es
and/or space users not affil iated with the government, again
without violating site or building security.
Expansion options will be tested both graphically and with life-cycle cost
analyses to identify the inherent advantages and disadvantages of each and
to make sure that all considerations of flexibility, non-disruption, space
utilization efficiency, site planning, aesthetic design, security and, of
course, cost considerations are considered in the evaluation and ultimate
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decision by the City of San Bernardino as to the optimum way to provide
expansion through the year 2030 for those functions that will be included
within the new Police Building.
4. Buildina Confiauration
Based on decisions that might be made by the City of San Bernardino
regarding the functions to initially be accommodated on the site, any
known site constraints that might evolve as a result of clarification of
the site selection process and an understanding of expansion opportunities
that will be used, we will develop certain guidelines regarding the
building configuration and provide graphical representations of those to
the City of San Bernardino for review. The building configurations would
test si ngl e versus multi-story appl icat ions, consider whether any space
(soil conditions being the primary determinant) would be located at or
below grade, whether the building would be generally linear or square in
nature and various other determinations of the optimum building form that
would support the efficient and flexible development of interior space to
support the critical needs of those included components. The
configuration would certainly establish certain representations regarding
height, floor shape, footprint, clear bay spacings on the various floors,
number and general location of entrances to promote security and overall
building planning criterion. This will be amplified in the performance
criterion provided in the next task.
5. Pre-Architectural Performance Soecifications
It will be necessary to identify certain pre-architectural facility plan-
ning guidelines that may impose constraints upon or influence the design
of any new pol ice facil ity. We will enumerate those pre-architectural
facil ity planning guidel ines that should be incorporated into the basic
design of a new facility or component to provide an optimally configured,
highly efficient and functional facil ity to support long range require-
ments.
Of specific concern will be the development of a general ized building
configuration and location guidelines as well as space planning philoso-
phies to provide guidance for the development of detailed facility designs
at a later date. Architectural compatibility with existing conditions
will be important for any remodel ing or new construction recommendations
near the existing police headquarters.
6. Imolementation Schedule
The report will highlight critical schedule dates and all required city
and other consultant act ions necessary to implement the recommendations.
The schedule will indicate the timeframe for each action, the responsible
agency or authority for that action and the required completion date.
7. Master Plan Reoort
We will prepare a final report summarizing the findings of the study. The
report will include all quantitative data, future projections, recommenda-
t ions, site p lann i ng , conceptual des ign and schemat i c drawi ng documenta-
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tion. The report will be submitted in 8-1/2" x 11" format to allow for
reproduction by the City without rel iance on oversized documents, odd
sized materials, or other techniques not commonly available.
Certain space plans and schematic and conceptual drawings that are larger
than 8-1/2" x 11" format will be reduced in size for convenience of inclu-
s i on in the primary report. these documents will also be submi tted in
full scale for reproduction, distribution and display purposes.
Should it be requested (as an additional service), the consultant can
provide multi-colored inserts, selected graphics and large display boards.
This material will assist in the presentation of material to the public or
for the development of an abbreviated citizens "brochure" that may have
substantial public relations value.
8. Presentations and Reviews
We will provide a comprehensive presentation of our findings and recommen-
dations to the San 8ernardino City Council. This presentation will util-
ize colored slides or viewgraphs to fully and graphically communicate the
study sequence alternatives analyzed and the resulting master plan.
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EXHIBIT B
SCHEDULE FOR PROFESSIONAL SERVICES
TIME OF AGREEMENT
All services required to be performed by Consultant under this Agreement shall
be performed during a period of 16 weeks, beginning with the first full week
after receipt of written or verbal notice to proceed by Consultant from Client,
plus any extensions as provided for herein or as otherwise mutually agreed to
in writing by Consultant and Client. The following table generally reflects
the timeframe during which various services identified in Exhibit A will be
performed, subject to modification and revision during the term of this
Agreement.
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EXHIBIT C
ITEMS TO BE FURNISHED BY CLIENT
1. A 11 maps, charts, as-bui lt drawi ngs and other documents as requested by
Consultant, and subject to ava il abil ity. Cl i ent agrees to deli ver these
documents upon request and in a timely manner and notify Consultant
promptly of items that are unavailable.
2. A desk or other suitable work space in Client's offices, with access to a
telephone, on an as-needed basis during the term of this Agreement.
3. Ident ifi cat ion, descri pt i on and/or survey of three al tern at i ve sites for
the new police station which will be analyzed by the Consultant.
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EXHIBIT 0
COMPENSATION FOR PROFESSIONAL SERVICES
I. COMPENSATION
A. Basic Comoensation
1. Consultant agrees to perform professional services provided by
this Agreement on a not-to-exceed time and material basis, and Client
agrees to pay Consultant for such servi ces, the sum of SEVENTY
THOUSAND DOLLARS ($70,000.00).
2. For reimbursable expenses (see Paragraph I.C. of Exhi,bit D),
Cl i ent agrees to pay a sum not to exceed FOUR THOUSAND DOLLARS
($4,000.00).
TOTAL CONTRACT AMOUNT: $74,000.00 (NOT TO EXCEED)
B. Additional Services
1. Additional Services required or requested by Client during the
term of thi s Agreement are those services outside the scope of the
bas i c servi ces of the Consultant as set forth in Exhi bit A.
Add i t i ona 1 Serv ices shall be prov i ded as ordered in writ i ng by the
Client and as accepted by Consultant.
2. Consultant's compensat i on for Add it i ona 1 Servi ces shall be as
established by mutual agreement by Client and Consultant at the time
Consultant is directed to perform the work and prior to consultant
commencing work on said Additional Services.
C. Consultant's Reimbursable Expenses
Reimbursable expenses shall be limited to actual expenses, plus a ten
percent (10%) markup for handl i ng and carryi ng, incurred by
Consultant in the performance of th is Agreement. Consultant shall
invoice Client for all expenses actually incurred on a monthly basis
and payment by Client to Consultant shall be made within thirty (30)
days following receipt of such monthly invoice. Reimbursable
expenses shall include, but not necessarily limited to, overnight
lodging, meals, transportation at 24 tper mile, postage, telephone,
photocopying, printing, parking and any other direct expenses
incurred by Consultant in the performance of this Agreement.
Reimbursement for expenses shall be documented with copies of re-
ceipts or other written documentation for all indiviudal expenditures
in excess of $20.00. Supporting documentation or individual
expenditures of $20.00 or less shall. not be required. Original
computer data shall be reimbursed at the rate of $2.00 per page,
excepting, however, specialized forms or spreadsheets on floppy disks
which are the property of Consultant unless Consultant and C1 ient
expressly agree in writing that said software or floppy disks are
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deliverable to Client as an additional expense item at a cost to be
negotiated between Consultant and Cl ient. Airfare shall be
reimbursed at the then prevailing "business class" rate and Client
shall not be billed for time spent by Consultant in air travel for
any and all time in excess of eight hours in a 24-hour period.
D. Hourlv Rates
Jim Steinmann, Principal
Garner Grayson, Principal
Tom Merrifield
Senior Consultant
Programmer/Planner
Data Entry/Graphics
Clerical/Support
II. PAYMENTS TO CONSULTANT
$100 per hour
70 per hour
70 per hour
55 per hour
45 per hour
30 per hour
25 per hour
A. Payments to Consultant on account of the basic compensation specified
in Paragraph I.A.I. of Exhibit 0 shall be made with thirty (30) days
after recei pt of Consul tant' s monthly i nvoi ce, said payments to be
made in accordance to the actual hours spent by Consultant during
each calendar month in the performance of this Agreement at the
hourly rates set forth in Paragraph I.D. of Exhibit D, provided,
however, that any single monthly billing shall not exceed 200 percent
(200%) of the total contract amount (Paragraph LA. of Exhibit D)
divided by the number of months of the term of this Agreement.
B. Payments to Consultant for Additional Services, as defined in
Paragraph B and Paragraph LB. of Exhibit D, and for Reimbursable
Expenses, as defined in Paragraph I.C. of Exhibit D, shall be made
monthly upon presentation of Consultant's statement of services
rendered, or as otherwise provided by mutual agreement.
C. If the Project is abandoned or suspended by Client during any phase
of service prior to Final Draft Acceptance for thirty (30) days or
more, Consultant is to be paid its compensation for services per-
formed pri or to recei pt of written not ice of such abandonment or
suspension, together with any Reimbursable Expenses then due and any
compensation for Addition Services performed, plus losses incurred by
Consultant the result of the abandonment or suspension of this
Agreement which shall be an amount equal to the total contract
amount, excluding Reimbursable Expenses (Paragraph I.A.I. of Exhibit
D), divided by the number of months of the term of this Agreement
specified in Exhibit B.
III. ACCOUNTING RECORDS OF THE CONSULTANT
Consultant shall ma i nta i n all account i ng records rel evant to thi s Agreement,
including, but not limited to, records of Consultant's Direct Personnel Expense
for Additional Services performed under this Agreement and records of
Consultant's Reimbursable Expenses, in accordance with generally accepted
accounting practices, and shall keep such records available for inspection and
audit by representatives of Client at a mutually convenient time.
g:agreeI
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