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33 existing CCPDS and other concepts that were developed with the scope. The costs shown 34 are estimates and are intended to show worst case scenarios for costs and to 35 accommodate the unknown risks at this time in the design process, which is industry 36 standard. The costs are broken down into hard costs and soft costs. Hard costs include 37 construction costs, escalation to 2027 midpoint construction using 4% inflation per year, 38 design contingency (for changes in the design process, manage unknowns, flexibility in 39 design), additional contingency (for change orders once construction begins) and general 40 conditions (indirect costs associated with a construction project, including administrative 41 costs, site management and temporary facilities). These contingencies and escalations are 42 built into the estimating process to protect against the risk of the unknown. Soft costs 43 include design fees, construction management fees, permits, surveys, testing, inspection, 44 bidding and legal fees, City purchase orders including property acquisition and furniture, 45 fixtures and equipment (FF&E) expenses. The actual costs will be different once final 46 design is completed, and bids are produced. 47 48 The consultant updated cost estimates of the existing pre-design project, which were 49 similar to what has been previously provided for the CCPDS but higher for the LPCDS 50(Concept A). The overall costs for the existing plan increased due to the increased size of 51 the LPC footprint based on scope verification and additional site work being allocated to 52 this portion of the project. 53 54 Based on the results of the facility assessment, consultants developed a number of 55 alternative concepts that could repurpose useable elements of the current public works 56 garage (the 2003 portions) (Concept B) for the license and passport center, and VFW and 57 cost estimates for each. Some concepts also briefly explored using the garage for 58 additional recreation space. (Concepts B.1, B.2, B.3). 59 60 Finally, based on the pros and cons of the proposed concepts, and the condition 61 assessment, the consultant worked with staff to look into an additional alternative that 62 would re-use the part of the existing maintenance facility that is in good condition for 63 continued maintenance operations and minimize some of the other impacts of the project 64(Concept C). 65 66 All of the “Concept C” alternatives split the maintenance operations into two sites: with the 67 bulk of daily maintenance occurring south of Woodhill Drive in a significantly renovated and 68 updated maintenance center, and the yard and additional storage on the north side of 69 Woodhill Drive. All the Concept C options provide for a two-story LPCDC on the west side 70 of the Veterans Park parcel with an expanded shared parking lot with the VFW. This option 71 somewhat reduces yard space, and operational efficiency (compared to the original full 72 Campus Master Plan), but it maximizes the value of existing structures, allows the VFW to 73 stay in its current location, and preserves a significant portion of Veterans Park. The 74 Consultants have further analyzed this option and provided a cost estimate. 75 76 Understanding that Concept C is a significant change, staff consulted with the City Attorney 77 and the City’s bond consultant and confirmed that construction costs related to the 78 Maintenance Operation Center in Concept C would be eligible for sales tax funds approved 79 by the referendum. 80 81 To help summarize the pros and cons of each option, Attachment 2 identifies the costs as Page 2 of 4 Qbhf!2::!pg!464