Agenda (Items may be taken out of order) D. Active Construction Project Status Report (for receive and file only)

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1 I. ROLL CALL LOS ANGELES COMMUNITY COLLEGE DISTRICT BOARD OF TRUSTEES FACILITIES MASTER PLANNING & OVERSIGHT COMMITTEE Educational Services Center Board Room 770 Wilshire Boulevard Los Angeles, CA Wednesday, March 21, :30 p.m. 2:45 p.m. II. PUBLIC SPEAKERS* III. INFORMATIONAL ITEMS Committee Members Ernest H. Moreno, Chair Steven F. Veres, Vice Chair Mike Fong, Member Sydney K. Kamlager, Board Alternate David Salazar, Staff Liaison Monte E. Perez, College President Liaison Lawrence B. Frank, College President Liaison Alternate Agenda (Items may be taken out of order) A. Multiple Award Task Order Contract (MATOC) Staffing B. Overview of the Master Planning and Space Utilization Process C. Build-LACCD Semi-Annual Report (for receive and file only) D. Active Construction Project Status Report (for receive and file only) IV. SUMMARY NEXT MEETING... Ernest H. Moreno V. Requests to Address the Board of Trustees Regarding Closed Session Agenda Matters VI. Recess to Closed Session in accordance with The Ralph M. Brown Act, Government Code sections et seq., and the Education Code to discuss the matters on the posted Closed Session agenda pursuant to Government Code section (Refer to Attachment A for Closed Session agenda). VII. ADJOURNMENT *Members of the public are allotted three minutes time to address the agenda issues.

2 Order of Business March 21, 2018 Page 2 of 2 If requested, the agenda shall be made available in appropriate alternate formats to persons with a disability, as required by Section 202 of the American with Disabilities Act of 1990 (42 U.S.C. Section 12132), and the rules and regulations adopted in implementation thereof. The agenda shall include information regarding how, for whom, and when a request for disabilityrelated modification or accommodation, including auxiliary aids or services may be made by a person with a disability who requires a modification or accommodation in order to participate in the public meeting. To make such a request, please contact the Executive Secretary to the Board of Trustees at 213/ no later than 12 p.m. (noon) on the Tuesday prior to the Committee meeting.

3 Facilities & Master Planning Oversight Committee CLOSED SESSION Wednesday, March 21, 2018 Educational Services Center Hearing Room First Floor 770 Wilshire Boulevard Los Angeles, CA ATTACHMENT A I. Conference with Legal Counsel - Existing Litigation (pursuant to Government Code section (d)(2) and (e) (2)) A. Construction claim at Los Angeles Valley College.

4 LOS ANGELES COMMUNITY COLLEGE DISTRICT STAFF AUGMENTATION MODEL OPTIONS CONTINUED David Salazar, Chief Facilities Executive March 21, worldwide

5 AGENDA Fundamental Considerations Current MATOC Structure Options for Staff Augmentation for College Project Teams (CPTs) Advantages and Disadvantages of Each Option 2

6 FUNDAMENTAL CONSIDERATIONS MATOC Will Remain at the PMO Number of Subs May Vary for All Options Considerations for Future Model: Maximum Opportunity for Sub Firms Consistency of College Project Directors (CPDs) Performance Oversight Minimum of Three Positions per Prime or Sub Firm More Opportunities for Internships 3

7 OPTIONS FOR STAFF AUGMENTATION FOR COLLEGE PROJECT TEAMS OPTION NUMBER OF TEAMS NUMBER OF PRIME FIRMS 1 Projected MATOC 9 Teams Number of Primes May Vary 2 Agency CM 9 Teams 9 Primes 3 Agency CM & MATOC Hybrid 3 Teams 3 Primes 4 Agency CM & MATOC Hybrid 6 Teams 6 Primes 5 Agency CM & MATOC Hybrid 9 Teams 9 Primes 4

8 CURRENT MATOC STRUCTURE MATOC Staff Augmentation Contract: 8 Prime Firms on Bench 150+ Sub Firms on Bench 49 MATOC Positions Currently at the Colleges Board Resolution Goal of 30% of Local, Small, Emerging & Disabled Veteran (LSEDV) Firms In a Future Procurement, the Number of Prime & Sub Firms May Vary 5

9 CURRENT MATOC STRUCTURE Number of Firms with Task Orders & Positions at Colleges 5 Prime Firms with Awarded Task Orders at Colleges 16 Sub Firms with Awarded Task Orders at Colleges MATOC FIRMS WITH POSITIONS AT COLLEGE LEVEL LSEDV FIRMS NON-LSEDV FIRMS TOTAL Prime Firms Sub Firms Total 15 LSEDV Firms 6 Non-LSEDV Firms 21 Firms 6

10 OPTION NUMBER 1 PROJECTED MATOC OPTION NUMBER 1 PROJECTED MATOC 9 TEAMS TEAMS COLLEGES YEARLY FORECAST FOR TOTAL TEAM POSITIONS* APPROX. NUMBER OF POSITIONS TO MEET LSEDV GOAL OF 30% 9 ALL COLLEGES Positions *Calculations based on average work load over 8 years 7

11 OPTION NUMBER 1 PROJECTED MATOC ADVANTAGES Opportunity for Greater Number of Firms to Participate Greater District & PMO Control of Selection Process & Performance Maximum Flexibility for Reassigning Positions & Staff Alignment with PMO s Shared Resources for Scheduling, Estimating, etc. DISADVANTAGES Large Bench Leaves Numerous Firms Without a Position High Cost for Firms to Compete Cumbersome Selection Process CPD will Manage Personnel from Other Firms Could Lead to Conflicts 8

12 OPTION NUMBER 2 AGENCY CM 9 TEAMS OPTION NUMBER 2 AGENCY CM - 9 TEAMS AGENCY CM TEAMS COLLEGES YEARLY FORECAST FOR TOTAL TEAM POSITIONS* APPROX. NUMBER OF POSITIONS TO MEET LSEDV GOAL OF 30% 1 ELAC 13 4 Positions 2 TRADE TECH 11 3 Positions 3 PIERCE 10 3 Positions 4 CITY 9 3 Positions 5 VALLEY 9 3 Positions 6 WEST 9 3 Positions 7 HARBOR 6 2 Positions 8 SOUTHWEST 6 2 Positions 9 MISSION 6 2 Positions TOTAL: LSEDV Positions** *Calculations based on average work load over 8 years **Due to rounding, aggregate total equals 25 positions (32%), which exceeds goal 9

13 OPTION NUMBER 2 AGENCY CM 9 TEAMS ADVANTAGES Single Firm Performance Responsibility Ease of Contract Administration DISADVANTAGES Changes to Current CPDs/Teams Less Control of Hiring Process at CPT Level Not Enough Viable Positions for Firms on Some Teams 10

14 COMMON FEATURES OF HYBRID MODELS Options Numbers 3 through 5 - Team Permutations based on Anticipated Work Loads & Regional Proximities of Colleges College Project Directors (CPDs) Selected through MATOC College Project Teams (CPTs) Selected through Agency CM 11

15 OPTION NUMBER 3 HYBRID MATOC & AGENCY CM 3 TEAMS OPTION NUMBER 3 - HYBRID MODEL - 3 TEAMS TEAMS COLLEGES YEARLY FORECAST FOR TOTAL TEAM POSITIONS* MATOC CPD POSITIONS AGENCY CM APPROX. YEARLY FORECAST FOR PRIME & SUB POSITIONS 1 ELAC + CITY + WEST 31 3 (1 per College) 28 (9 LSEDV Positions)** 2 PIERCE + VALLEY + MISSION 25 3 (1 per College) 22 (8 LSEDV Positions)** 3 TRADE TECH + HARBOR + SOUTHWEST 23 3 (1 per College) 20 (7 LSEDV Positions)** TOTAL: 79 9 *Calculations & groupings based on average work load over 8 years **The calculated LSEDV positions include the CPD positions 30% of the total team 70 (24 LSEDV Positions)** 12

16 OPTION NUMBER 4 HYBRID MATOC & AGENCY CM 6 TEAMS TEAMS COLLEGES OPTION NUMBER 4 - HYBRID MODEL - 6 TEAMS YEARLY MATOC AGENCY CM FORECAST FOR APPROX. YEARLY FORECAST FOR TOTAL TEAM CPD POSITIONS PRIME & SUB POSITIONS POSITIONS* 1 ELAC TRADE TECH PIERCE CITY (4 LSEDV Positions)** 10 (3 LSEDV Positions)** 9 (3 LSEDV Positions)** 8 (3 LSEDV Positions)** 5 VALLEY + MISSION 15 2 (1 per College) 13 (5 LSEDV Positions)** 6 SOUTHWEST + HARBOR + WEST 21 3 (1 per College) 18 (6 LSEDV Positions)** TOTAL: (24 LSEDV Positions)** *Calculations & groupings based on average work load over 8 years **The calculated LSEDV positions include the CPD positions 30% of the total team 13

17 OPTION NUMBER 5 HYBRID MATOC & AGENCY CM 9 TEAMS TEAMS COLLEGES OPTION NUMBER 5 - HYBRID MODEL - 9 TEAMS YEARLY MATOC AGENCY CM FORECAST FOR APPROX. YEARLY FORECAST FOR PRIME & TOTAL TEAM CPD POSITIONS SUB POSITIONS POSITIONS* 1 ELAC TRADE TECH PIERCE CITY VALLEY WEST HARBOR SOUTHWEST MISSION 6 1 TOTAL: 79 9 *Calculations & groupings based on average work load over 8 years **The calculated LSEDV positions include the CPD positions 30% of the total team ***Due to rounding, aggregate total equals 25 positions (32%), which exceeds goal (4 LSEDV Positions)** 10 (3 LSEDV Positions)** 9 (3 LSEDV Positions)** 8 (3 LSEDV Positions)** 8 (3 LSEDV Positions)** 8 (3 LSEDV Positons)** 5 (2 LSEDV Positions)** 5 (2 LSEDV Positions)** 5 (2 LSEDV Positions)** 70 (25 LSEDV Positions)***

18 OPTIONS NUMBERS 3-5 HYBRID MODELS ADVANTAGES Opportunity to Retain Current CPDs Single Firm Performance Responsibility of CPTs Options Numbers 3 & 4 Shared Resources for Regional College Clusters DISADVANTAGES Changes to Current Teams Less Control of Selection of CPT Teams CPD will Manage Personnel from Other Firms Could Lead to Conflicts Option Number 5 Not Enough Viable Positions for Firms on Some Teams 15

19 16 QUESTIONS?

20 MASTER PLANNING AND SPACE UTILIZATION ANALYSIS David Salazar, Chief Facilities Executive March 21, worldwide

21 FACILITIES MASTER PLAN Provides a road map/framework that is driven by the Educational Master Plan and includes essential information required for the successful planning, design, construction and entitlement to build future facilities 2

22 INFORMS MEASURE CC PROJECT IMPLEMENTATION Documents location and size of existing and proposed facilities in accordance with the college vision and educational master plan Supports evaluation of potential environmental impacts required by CEQA Provides direction for design guidelines, wayfinding, ADA accessibility, etc. Identifies utilities infrastructure requirements 3

23 APPROACH Focuses on moving Measure CC bond projects forward Aligns educational plans with space utilization Includes the early participation of college representatives, College Project Teams and environmental consultants Updates some existing master plans to include new College priority projects Benefits of this approach speed and consistency 4

24 SPACE UTILIZATION ANALYSIS Documents how space is currently being used Identifies strategies to improve space utilization Compares utilization with California Community College standards Assists with creation of Master Plans and Measure CC project development 5

25 APPROACH Study targets College priority projects where space utilization analysis is needed Focuses on moving Measure CC bond projects forward consistent with revised or current master plans and CEQA entitlements Facilities are right-sized based on demonstrated needs 6

26 NEXT STEPS Review existing Master Plans to determine if any revision or analysis is necessary to move projects forward - Space utilization study - Technical feasibility and environmental assessment 7

27 PROJECT INITIATION TIMELINE 3 MONTH PROJECTION % Comp. W 1 Dec Jan W 2 W 3 W 4 W 1 W 2 W 3 W 4 W 1 Feb Mar W 2 W 3 W 4 W 1 W 2 W 3 W 4 1. CPT College Meetings 100% White Papers Prep/Submissions 2. Program Reserve Release + Up to $75M Per 10% College 3. White Paper Approvals 0% 4. Project Definition (Scope, Schedule, Budget) 0% 5. Master Plans Update 0% 6. Space Utilization AnalysIs 0% 8

28 QUESTIONS? 9

29 Build-LACCD Semi-Annual Report Facilities Master Planning & Oversight Committee March 21, worldwide

30 Build-LACCD Financial Summary As of December 2017 A B C D E F=B-E Funding Jun 2017 Current Funding Dec 2017 Contracted Dec 2017 Expended Dec 2017 EAC Dec 2017 Variance Funding - EAC Colleges $4,884.7 M $4,884.7 M $4,438.9 M $4,174.5 M $4,884.7 M $ - N/A Satellites $336.1 M $336.1 M $216.3 M $212.6 M $336.1 M $ - N/A Central Services $544.4 M $545.0 M $477.8 M $451.8 M $545.0 M $ - N/A Measure CC Bond $3,300.0 M $3,300.0 M $0.0 M $0.0 M $3,300.0 M $ - N/A Variance Explanation(s) Districtwide Initiatives Retire District Debt & Refinance $382.5 M $382.5 M $259.6 M $230.9 M $382.5 M $ - N/A $119.6 M $118.6 M $108.6 M $105.6 M $118.6 M $ - N/A District Bond Contingency $22.1 M $28.3 M $0.0 M $0.0 M $0.0 M $28.3 M TOTAL $9,595.1 M $9,595.1 M $5,501.2 M $5,178.3 M $9,566.8 M $28.3 M Source: December 2017 Dashboard Report Remaining reserve funds were allocated back to the Colleges in a separate account and $120 M in risks are carried in Measure CC. 2

31 College-Level Financial Summary As of December 2017 Funding Jun 2017 A B C D E F=B-E Current Funding Dec 2017 Contracted Dec 2017 Expended Dec 2017 EAC Dec 2017 Variance Funding - EAC City $585.0 M $585.0 M $516.4 M $494.2 M $585.0 M $ - N/A East $683.3 M $683.3 M $634.9 M $626.7 M $683.3 M $ - N/A Harbor $463.7 M $463.7 M $439.9 M $416.0 M $463.7 M $ - N/A Mission $451.6 M $451.6 M $430.0 M $425.8 M $451.6 M $ - N/A Pierce $648.2 M $648.2 M $531.5 M $481.0 M $648.2 M $ - N/A Southwest $417.1 M $417.1 M $395.0 M $378.5 M $417.1 M $ - N/A Trade $597.7 M $597.7 M $525.9 M $474.8 M $597.7 M $ - N/A Valley $529.4 M $629.4 M $580.9 M $513.8 M $629.4 M $ - N/A West $408.7 M $408.7 M $384.6 M $363.6 M $408.7 M $ - N/A Variance Explanation(s) TOTAL $4,784.7 M $4,884.7 M $4,438.9 M $4,174.5 M $4,884.7 M $ - N/A South Gate* $192.4 M $192.4 M $73.6 M $70.4 M $192.4 M $ - N/A Source: December 2017 Dashboard Report * South Gate is included within the Satellites category per the Dashboard report. 3

32 No. of Invoices No. of Days Million Cash Flow and Invoicing As of December 2017 $25 $20 $15 $10 $5 Cash Flow Projected $21.44 $18.91 $15.39 $12.54 $12.12 $12.66 $12.21 $11.41 $12.89 $6.89 $8.30 $7.74 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Chart does not include 40J college projects such as ADA, Stormwater, Technology, Energy, etc Invoices Paid Jul Aug Sep Oct Nov Dec Invoice Process Time* Jul Aug Sep Oct Nov Dec GC MATOC GC MATOC * # of days between received date at the CPT/PMO and the date the check is cut 4

33 Risk Program Update As of December 2017 Risk Identification/Cost Workshops: January - March 2018 (Ongoing) Ongoing workshops with college project teams and PMO department to identify new and existing risks, assess risk mitigation measures, and ensure all risk registers adequately reflect the risks, likelihood, and impact Risks are opened, reviewed, updated, and closed, as necessary Standards are being implemented to ensure regular updates of Risk Registers Cost and schedule impact values assigned for the development of Risk Reports New Risk Report Execution: March - July 2018 Risk assessment from reports, matrices, and/or models to provide an estimated range of possible cost and schedule impacts Risk Management Team will evaluate the appropriate level of contingency for projects and coordinate with CPTs Briefing of College Presidents: March - May 2018 Risk Management Team and RPD/CPD to brief college Presidents on Risk Report Estimates of probability and impact have a certain degree of uncertainty, but will identify top risks and a look ahead for Colleges to consider and prepare for 5

34 No. of Projects College Projects Status Summary As of December Projected Planning 30 Design/DSA Construction Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun * Does not include Measure CC projects 6

35 Millions Committed and Remaining Funds As of December 2017 $180 $160 $140 $120 $100 $80 $60 $40 $20 $- Committed Remaining Funds Notes 1. Southgate is included within the Satellites category per the Dashboard report. 2. Release Program Reserve and Measure CC Bond excluded. 7

36 Million Procurement Activity As of December 2017 Notable New Awards: Low Voltage Design Bench Awarded: July 2017 $20,000,000 LA Pierce College Expanded Auto Campus Improvements Project (CIP) Awarded: July 2017 $24,700,000 Physical Security Awarded: July 2017 $2,500,000 Computing Equipment, Mobile and Print Devices and Peripheral Products Awarded: November 2017 $32,000,000 $70 $60 $50 $40 $30 $20 $10 $ , projected Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Design Construction FF&E 8

37 Million No. of T.O.s No. of P.O.s Procurement Activity As of December 2017 Task Orders (T.O. s) Issued Purchase Orders (P.O. s) Issued Jul Aug Sep Oct Nov Dec 0 Jul Aug Sep Oct Nov Dec Value of Task Orders & Purchase Orders Issued $20 $18 $16 $14 $12 $10 $8 $6 $4 $2 $- $18.4 $6.0 $5.3 $4.8 $3.6 $0.5 $0.6 $0.8 $1.0 $3.0 $0.2 $0.1 Jul Aug Sep Oct Nov Dec Value of T.O.'s Issued Value of P.O.'s Issued 9

38 Project Close Out As of December Projects were Substantially Completed from Jul Dec Project Archive Status: Jul Dec 17 Substantially Completed Projects Cancelled Projects Projects 3. Overall Project Closeout Completed Status 13 Total Projects Archived 13 Archival Status Substantially Complete % Active, Cancelled, or Deferred % Total Construction Projects % 480 = 85% 10

39 % of Total Projects Division of the State Architect (DSA) Certification As of December 2017 Total Projects Closed with DSA Certification 92% 91% 90% 92% % of Total Projects Closed with DSA Certification 89% 88% 87% Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec Projects Closed with DSA Certification (Jul 17 Dec 17) 11

40 Safety Report As of December 2017 Total Recordable Incident Rate: 1.47 (Jul 17 Dec 17) Goal: < 3.1 Labor Hours: 272,446.50* (Jul 17 Dec 17) * construction labor hours covered by OCIP 2 **NAICS: North American Industry Classification System Incidents Jul Aug Sep Oct Nov Dec 12

41 LSEDV Contract Award Breakdown LSEDV : Local, Small, Emerging, Disabled Veteran-Owned As of December 2017 Contract Category Total Firms LSEDV Firms LSEDV Firms with Task Orders Non-LSEDV Firms with Task Orders Staff Augmentation (Primes & Subs) Architecture/Engineering Total Companies Civil District Standards Environmental Geotechnical Inspector of Record Laboratory of Record Landscape Design Low Voltage Design Whole Bldg. Commissioning Professional Services Construction Companies N/A N/A Pre-Qualified Service Providers (PQSP) LSEDV Companies 65% Task Orders awarded to LSEDV 13

42 Local Worker Hire Performance As of December 2017 Local Workers* Local Workers under Old PLA** 45% 55% 64% 36% Local Workers Non-Local Workers Local Workers Non-Local Workers Source: District Wide - Local Hire Performance Ranking report * Cumulative since the inception of the amended Project Labor Agreement (PLA) on 7/8/15; goal is 35% local worker hire. ** Cumulative since October 2014 for remaining projects covered under old PLA; goal is 30% local worker hire. 14

43 External Assessments As of December 2017 KPMG Financial Audit Report: Financial Audit Issued December 2017: Recommendations related to reporting of accruals addressed and completed. KPMG Performance Audit Report Action Items: Performance Audit Issued December 2017 High Priority Budget/Forecasting and Invoice Process: High priority recommendations related to budget and invoicing have been addressed. Medium Priority Project Closeout and PMIS: Address by end of March Low Priority Risk Management and Change Order: Address by fiscal year end. Performance Audit Process Evaluation Areas July 1, 2016 June 30, Risk Management 2. Baseline Budget / Forecasting 3. Project Closeout 4. Controls Assessment 5. Project Management Information System (PMIS) 15

44 Thank You 16 worldwide

45 Report Date: 14-Mar-18 BUILD-LACCD BOND PROGRAM Active Construction Project Status Report (Prop A, Prop AA, Measure J) Page 1 of 2 COST Data Date 01-Mar-18 3,4 PROJECT CHANGE ORDER Data Date 05-Mar-18 2 SCHEDULE Data Date 01-Mar-18 Line # Project # Project Name Project Status Contract Type 1 Original Construction Contract Value [A] 2 Aggregate Approved Change Order Amount to Date [B] 2, 3 Current Revised Contract Amount to Date [C =A + B] 2 EAC (Construction Only) 5 Physical % Complete Original (Contract) Substantial Completion [I] # of Calendar Days Extended to Date by Mutual Agreement [J=K-I] Revised (Contract) Substantial Completion Date [K] Current Forecasted Substantial Completion Date [L] Los Angeles City College 1 01C Da Vinci Hall In Construction DBB $17,661,000 $0 $17,661,000 $21,129,280 31% Jul-18 0 Jul-18 Apr C Demolition of Men's Gym, Pool, Main & Misc Bungalows In Construction PQSP $1,297,000 $0 $1,297,000 $1,432,548 44% Mar-18 0 Mar-18 May-18 East Los Angeles College 3 02E Science Career & Mathematics Building G8 (Earth Sciences) In Construction DB $9,085,620 $4,535,585 $13,621,205 $14,210,549 93% Nov-17 0 Nov-17 Mar-18 Los Angeles Harbor College 4 03H Relocation of Power and Phone Switch In Construction PQSP $841,257 $0 $841,257 $801,257 5% Apr-18 0 Apr-18 Jul H S.A.I.L.S. - Infrastructure/Land & Hardscape/Security In Construction DB $16,260,112 ($116,614) $16,143,498 $16,655,687 83% Apr-14 1,806 Mar-19 Mar H S.A.I.L.S. - Student Union In Construction DB $39,809,201 $12,983,473 $52,792,674 $52,778,472 72% Apr-14 1,569 Jul-18 Jun H Campus Wide ADA Transition In Construction DB $785,207 $664,187 $1,449,394 $1,199,394 62% May Oct-17 May J Harbor - Transportation and Accessibility Improvements In Construction DB $2,022,457 $83,369 $2,105,826 $2,113,518 62% May Oct-17 May-18 Los Angeles Pierce College 9 05P SLE Community Services / Agriculture Science Building Renovation In Construction LLB $3,745,947 $261,372 $4,007,319 $5,280,603 98% Nov Dec-16 Mar-18 Los Angeles Trade Tech College 10 07T Construction Tech Yard and Storage Building In Construction PQSP $1,003,253 $0 $1,003,253 $1,003,253 85% Dec-17 0 Dec-17 Apr T Blue Line Station Extension In Construction DB $2,200,000 $0 $2,200,000 $2,712,428 5% Apr-18 0 Apr-18 Aug J Trade - Trans and Accessibility Requirements In Construction DBB-P $3,820,000 $194,893 $4,014,893 $5,003,305 95% Oct-17 1 Nov-17 Mar-18

46 Report Date: 14-Mar-18 BUILD-LACCD BOND PROGRAM Active Construction Project Status Report (Prop A, Prop AA, Measure J) Page 2 of 2 COST Data Date 01-Mar-18 3,4 PROJECT CHANGE ORDER Data Date 05-Mar-18 2 SCHEDULE Data Date 01-Mar-18 Line # Project # Project Name Project Status Contract Type 1 Original Construction Contract Value [A] 2 Aggregate Approved Change Order Amount to Date [B] 2, 3 Current Revised Contract Amount to Date [C =A + B] 2 EAC (Construction Only) 5 Physical % Complete Original (Contract) Substantial Completion [I] # of Calendar Days Extended to Date by Mutual Agreement [J=K-I] Revised (Contract) Substantial Completion Date [K] Current Forecasted Substantial Completion Date [L] Los Angeles Valley College 13 08V Valley Academic & Cultural Center (VACC) In Construction LLB $78,508,391 $10,105 $78,518,496 $78,486,425 29% Dec-18 0 Dec-18 Sep-19 West Los Angeles College 14 09W Plant Facilities Center In Construction DB $2,337,469 $0 $2,337,469 $2,488,133 66% Nov-16 0 Nov-16 Apr J West - Trans and Accessibility Improvements In Construction PQSP $820,000 $0 $820,000 $858,387 15% Jun-18 0 Jun-18 Jul-18 Active Construction Projects Total 15 $180,196,914 $18,616,370 $198,813,284 $206,153,241 Notes 1. Contract Type: DBB = Design-Bid-Build DB = Design-Build LLB = Lease Leaseback PQSP = Prequalified Service Providers DBB-P = Design-Bid-Build - Prequalified 4. Design EAC is included only for Design-Build contracts. 2. Columns [A], [B], and [C] are based on values for the prime general contractor solely. 5. Construction EAC includes the total of new construction and renovation hard costs. 3. Total Change to Date values excludes notice of changes and Change Order Proposals.