Reference_Document_-_O&M_Report_(MAR_2016).pdf

Transbay Transit Center

Phase 1 Program

Operations and Maintenance

Report

March 2016

TRANSBAY TRANSIT CENTER PROGRAM

Phase 1 Operations and Maintenance Report

March 2016

Prepared by

ISES Corporation for the

Transbay Joint Powers Authority

Operations and Maintenance Report

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CONTENTS PAGE

Executive Summary ........................................................................................................................ v

1 Introduction

1.1 Phase 1 Program Description

1.2 Objective

1.3 General Assumptions and Limitations

2 Methodology and Approach

2.1 Task-Level Reference Materials

2.2 Occupancy and Use

2.3 Insurance

3 Staffing Analysis

3.1 Maintenance

3.2 Groundskeeping

3.3 Janitorial Services

3.4 Utilities

3.5 Information Technology Services

3.6 Service Contracts

3.7 Facilities Renewal Reserve

Figures

1-1 Project Area with Program Components

Tables

1-1 Program Components

2-1 Transbay Transit Center Tenants & Stakeholders

2-2 Insurance Coverages

3-1 Maintenance Staffing Summary

3-2 Groundskeeping Estimate Summary

3-3 Janitorial Estimate Summary

3-4 Utility Consumption Estimates

3-5 Service Contracts Costs

3-6 Service Contracts Costs Years 1-2

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Appendices

A.1 Maintenance Estimate – Phase 1 .......................................................................... A.1-1

A.2 Maintenance Estimate – Phase 1 Transit Center .................................................. A.2-1

A.3 Maintenance Estimate – Phase 1 Bus Ramp ........................................................ A.3-1

A.4 Maintenance Estimate – Phase 1 Rooftop Park .................................................... A.4-1

A.5 Maintenance Estimate – Phase 1 Bus Storage Facility ......................................... A.5-1

A.6 Preventive Maintenance Estimate ........................................................................ A.6-1

A.7 Preventive Maintenance Instructions ................................................................... A.7-1

A.8 Corrective Maintenance Estimate ........................................................................ A.8-1

B.1 Groundskeeping Estimate – Phase 1 .................................................................... B.1-1

B.2 Groundskeeping Estimate – Phase 1 Transit Center ............................................. B.2-1

B.3 Groundskeeping Estimate – Phase 1 Bus Ramp ................................................... B.3-1

B.4 Groundskeeping Estimate – Phase 1 Rooftop Park .............................................. B.4-1

B.5 Groundskeeping Estimate – Phase 1 Bus Storage Facility ................................... B.5-1

C.1 Janitorial Daily Task Estimate ............................................................................. C.1-1

C.2 Janitorial Projects Estimate – Phase 1 .................................................................. C.2-1

C.3 Janitorial Projects Estimate – Phase 1 Transit Center .......................................... C.3-1

C.4 Janitorial Projects Estimate – Phase 1 Rooftop Park ............................................ C.4-1

C.5 Janitorial Projects Estimate – Phase 1 Bus Storage Facility ................................. C.5-1

D Phase 1 Facilities Renewal Needs Estimates ........................................................... D-1

E Uniformat II Elements ............................................................................................ E-1

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Executive Summary

This document is an excerpt from the Operations & Maintenance study for the Transbay Transit Center

Program (Program) prepared by ISES Corporation in cooperation with the Program

Management/Program Controls Consultant for the Transbay Joint Powers Authority (TJPA). This excerpt focuses on projected operations tasks, service levels, and staffing requirements for Phase 1 operations.

The report includes many assumptions necessary to estimate the level of care likely to coincide with the facilities’ expected use as they relate to the TJPA’s desired level of performance, reliability or cleanliness. Many of these assumptions are shown in Section 3 of this report. Overall, it is envisioned that a systematic, continuous improvement process based on tracked performance will be in place.

Performance is envisioned to be relatively good to excellent in most areas, and data is to be collected systematically, where applicable, to support management decisions. Following are brief descriptions of performance in relevant facets of operations.

Maintenance services have been estimated to optimize purchased utilities, maintenance labor and materials, component renewal or replacement cycles, and component up-time. Lower costs for all of these facets are desirable; this can be accomplished through a comprehensive preventive maintenance program consisting of largely routine maintenance activities as well as inspection activities that proactively yield corrective maintenance work orders. Such a program envisions that all completed work orders be associated with a building component or asset. Through diligent maintenance and tracking processes, the need for costly emergency maintenance can be mitigated, component replacement cycles maximized, utility consumption optimized, and component down-time minimized.

Janitorial services are expected to require a high level of staffing due to the Transit Center’s function as a passenger terminal situated in a major employment center in downtown San Francisco. In addition to transit services, the facility will host offices, retail space, and a 5.4-acre park with event space. The janitorial approach includes daily services to the common areas as well as bus and program spaces that are accessed by the public. The common areas include public restrooms, stairwells, lobbies, alleys, and retail concourses. In short, the level of appearance sought by the estimate in this report is orderly and tidy.

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1 Introduction

The Transbay Transit Center Program (Program) is a $4.5 billion program to replace the former

Transbay Terminal at First and Mission streets in San Francisco with a modern regional transit hub that will connect eight Bay Area counties and the State of California through eleven transit systems:

Alameda–Contra Costa Transit, BART (Bay Area Rapid Transit), Caltrain, Golden Gate Transit, Greyhound, Muni (San Francisco municipal bus lines), SamTrans (San Mateo County Transit), WestCAT (Western Contra Costa Transit) Lynx, Amtrak, Paratransit, and high-speed rail from San

Francisco to Los Angeles/Anaheim.

The Program will be constructed in two phases. Phase 1 includes design and construction of the above-grade portion of the Transit Center including the Rooftop Park, the structure and core of the two below-grade levels of the train station, Bus Ramp, and Bus Storage Facility. The Downtown Rail Extension

(DTX) tunnel, the build-out of the below-grade train station facilities at the Transit Center, the Fourth and Townsend Street Station, and an Intercity Bus Facility will follow as Phase 2 of the Program. Each of these components is described further in Section 1.1. This excerpt focuses on Phase 1 operations.

Completion of Phase 1 is planned for late 2017.

Figure 1-1 shows the Transbay Transit Center with respect to other elements of the Program.

Figure 1-1: Project Area with Program Components

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The Transbay Joint Powers Authority (TJPA) oversees the design, construction and operations of all

Program components. ISES Corporation, as part of the TJPA’s Program Management/Program

Controls team, undertook this Operations & Maintenance study to provide the TJPA with a comprehensive task-level assessment of operations and maintenance activities.

Table 1-1 outlines the analyzed components of Phase 1 of the Program as well as the associated enclosed areas.

Table 1-1 – Program Components

PHASE ABBREVIATION DESCRIPTION

ENCLOSED

SQUARE

FOOTAGE

TTC

Transbay Transit Center Phase 1 – Includes Ground Floor, Second Floor, as well as partially completed Lower Concourse and Train Box Levels of the TTC

527,490

BUS RAMP

Two-way bus ramp leading from the San Francisco-Oakland Bay Bridge to the elevated Bus Deck on the west end of the

TTC

N/A

ROOFTOP PARK Rooftop Park level of TTC N/A

BSF

Bus Storage Facility – Storage and support site located to the southwest of the TTC

2,324

Phase 1 Subtotal 529,814

1.1 Phase 1 Program Description

Phase 1 Components

Transbay Transit Center

The Transbay Transit Center is a multimodal transit station that will serve train and bus commuters, local area office workers, and residents of the emerging Transbay neighborhood. The building is composed of four levels above-ground, including a rooftop park, and two below-grade levels. It will feature active pedestrian, shopping, dining, and recreational areas. The building’s levels and their primary functions are described as follows:

The main civic entrance to the Transit Center will open into the Grand Hall on the building’s

Ground Level, which will provide the primary access to the Lower Concourse and Train

Platform levels below in Phase 2 and the Bus Deck two floors above. The Ground Level will contain customer service spaces, a pedestrian mall with restaurants, and access to adjacent retail areas along Natoma and Minna streets on the building’s western end. An exterior street -level Bus Plaza on the building’s east end will be dedicated to Muni and Golden Gate Transit buses.

The Second Level, one floor above ground on either side of the Grand Hall, consists of three defined areas of retail and office space. The areas between First and Second streets will house retail and food concessions and will be joined by a pedestrian bridge where Shaw Alley transects the building. During Phase 1, support spaces for Greyhound and Amtrak will occupy areas at the western end of the Second Level until completion of an intercity bus facility in Phase 2. Retail businesses and offices are planned for the eastern end of the Second

Level above the Bus Plaza between Beale and Fremont streets. This area of the Second Level is separated from the rest of the building and will be accessible from the Beale Street lobby and the Bus Plaza.

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The Bus Deck directly above the Second Level will serve AC Transit, Muni, and WestCAT

Lynx bus services, as well as Greyhound and Amtrak until the completion of an intercity bus facility in Phase 2. The Bus Deck will connect directly to the new bus ramp that will lead to the San Francisco–Oakland Bay Bridge and an off-site Bus Storage Facility

The Rooftop Park—over five acres of landscaped outdoor space atop the Transit Center—will contain a variety of recreational spaces and amenities including a café, a restaurant, a children’s play area, and an amphitheater.

The Train Box—the core and structure of the Lower Concourse and Train Platform levels, will be constructed in Phase 1; this work includes the fit-out of some operation spaces on those levels.

Bus Ramp

The Bus Ramp is a series of aerial structures and at-grade roadway that will connect the Bay Bridge to the Transit Center and the Bus Storage. The Bus Ramp will be used only by bus transit agencies operating service across the bay. Inbound buses will exit the Bay Bridge at the Fremont Street Off

Ramp, merge onto the Bus Ramp at a point near Harrison Street, and enter the Transit Center at the elevated Bus Deck level. In the outbound direction, the alignment will bifurcate so that one ramp leads to the Bus Storage Facility via a bus link ramp, and the other to the eastbound deck of the Bay Bridge.

A turnaround in the inbound direction provides direct access to the bus link ramp and Bus Storage

Facility.

Bus Storage Facility

The Bus Storage Facility will be used primarily by AC Transit for weekday layovers between peak hour commutes. Bounded by Second, Third, Perry, and Stillman streets below the Interstate 80 west approach to the Bay Bridge, the facility will include 49 bus stalls along with AC Transit offices, storage, and restrooms. A visual and sound barrier wall will screen portions of the facility from adjacent residential properties.

1.2 Objective

This study provides some guidance regarding level of service and maintenance procedures that can be adopted as part of the future operations plan for the facility. Finally, the information presented herein will aid the TJPA in the selection and refinement of a future management strategy for the facility commensurate with its role as a future civic and neighborhood landmark.

1.3 General Assumptions and Limitations

This report does not include estimates for effort needed to support special events, such as concerts or promotions. Furthermore, it does not include services to be provided above core and shell maintenance to be negotiated with future non-transit office, commercial or retail tenants. By extension, this estimate does not include augmentation of ordinary services that may be needed to accommodate special tenant needs (e.g., higher security staffing, more routine waste collection).

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2 Methodology and Approach

This study estimates annual staffing needs attributable to a baseline level of performance for the future

Transit Center and its related infrastructure. The baseline condition has been characterized as the ordinary servicing requirements for all public spaces and transit tenant uses of the completed facility, including use by the TJPA; this includes upkeep and maintenance of all the building’s functional elements intended to serve these uses.

Because the future Transit Center will be put into operation in phases, the estimates for future operation and maintenance needs have been differentiated by phase. This excerpt focuses on Phase 1 operations.

The procedure used to prepare the estimates presented in this study follows the task approach. For all activity-based maintenance, janitorial and groundskeeping efforts, design documents and reference materials were used to assemble an itemized task-level model for the facility under programmed use.

Supporting the task level approach, each activity has been paired with a labor classification needed to perform the task and rates of completion for similarly performed work. Except where specifically developed or adapted to conditions unique to the Transit Center's design or use, activity data has been gathered and applied from industry resources and publications. Activity data includes labor classifications, trade, materials and equipment needed to perform the maintenance task.

2.1 Task-Level Reference Materials

The operations and maintenance staffing estimates herein have been developed predominantly with the use of the following resources:

Transbay Transit Center Phase 1 100% Construction Plans & Specifications

Bus Storage Facility 65% Progress Plans

Bus Ramp 100% Construction Plans

Several other updated resources provided by the TJPA were consulted for the development of certain estimates. In many instances, multiple sources were used to evaluate the various functional areas of the design.

2.2 Occupancy and Use

Table 2-1 summarizes the prospective tenants of the Transit Center known at the time of the publishing of this report. Some dedicated operations costs are envisioned to be paid directly by tenants. These include space build-outs, point-of-use asset maintenance such as that required for water source heat pumps located in the space, and utilities that are billed directly and facilitated by sub-metering.

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Table 2-1 – Transbay Transit Center Tenants & Stakeholders

TENANT ABBREVIATION

Alameda–Contra Costa Transit District AC TRANSIT

Amtrak AMTRAK

Caltrain (Future Phase 2) CALTRAIN

California High-Speed Rail Authority (Future Phase 2) CHSRA

Golden Gate Transit GGT

Greyhound GREYHOUND

Muni Transit MUNI

Retail Tenants To Be Determined RETAIL TENANT

San Mateo County Transit District SAMTRANS

Greater Rincon Hill Community Benefit District (Rooftop Park) GRHCBD

Western Contra Costa Transit Authority WESTCAT

Operation of the Rooftop Park, excluding insurance, will be partially funded by the Greater Rincon Hill

Community Benefit District (CBD), which was established in 2015. The Greater Rincon Hill CBD will provide nearly 80 percent of the funding required for operation and maintenance of the Rooftop Park.

The Greater Rincon Hill CBD Owners’ Non-Profit Association Board of Directors will review the operations and maintenance budget for the Rooftop Park and the calendar of events held on the Rooftop

Park. Specific information about the Greater Rincon Hill CBD can be found in the Greater Rincon Hill

Community Benefit District Management Plan and Engineer’s Report at www.rinconhillcbd.org.

2.3 Insurance

During the course of this study, estimates were obtained to reflect the likely annual costs to insure the

TJPA for property loss or damage, general liability, and loss or damage and liability extending from a terrorism event. These estimates were provided following consultation with Alliant Insurance Services and R. K. Harrison Insurance Brokers, Ltd. These estimates provide a very rough indication of the cost to secure the stated coverage on an annual basis, under current conditions in the market for similar protections. It should be noted that actual costs may be different, owing to year-to-year volatility in the availability of insurance products and assumed market capacity at a future date.

All-risk property insurance for the full phase-completion replacement cost, less the $1,000,000 deductible, has been quoted. The estimated insurance products and coverages are listed in Table 2.2.

Premiums have been estimated based on construction cost estimates prepared for the TJPA by Pelli

Clarke Pelli Architects.

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Table 2-2 - Insurance Coverages

PRODUCT/POLICY COVERAGE ($)

Property Insurance (All-Risk) 747,335,000

General Liability (Base) 10,000,000

General Liability (Supplement) 15,000,000

Property Insurance (Terrorism) 50,000,000

General Liability (Terrorism) 50,000,000

All-risk and terrorism coverage reflect recommended basic insurance against damage and loss of use resulting from most insurable events, with the exception of flood and earthquake. Market capacity for terrorism coverage may be limited or unavailable at the time the policy is requested, and the estimates represented herein reflect current market conditions. These estimates are a non-binding baseline reference prepared by Lloyd’s of London reflecting the future Transit Center’s likely attraction to terrorism events and recommended level of coverage from a range of protections currently offered.

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3 Staffing Analysis

3.1 Maintenance

Appendix A contains the counts, measurements and calculations utilized to develop the maintenance staffing estimate. Appendix A.1 contains a summary of the estimates by trade for Phase 1. Appendices

A.2 through A.5 contain summaries of the estimates by Program component. Appendix A.6 outlines the preventive and routine maintenance portion of the estimate. Appendix A.7 details the scheduled preventive and routine maintenance activities. Appendix A.8 shows the corrective or unscheduled maintenance component of the estimate. The preventive and corrective maintenance estimates are organized using the ASTM Uniformat II taxonomy. Appendix E contains an outline of pertinent

Uniformat II elements.

All maintenance estimates are broken out by the structure outlined in Table 1-1. Notable systems designed into the Program facilities are as follows:

Perforated metal awning surrounding the Bus Deck level of the facility – this is essentially a screen wall. It is, however, a low maintenance application.

Graywater Reuse System, which includes water treatment, filtration, pumps, tanks, piping, etc.

Geothermal HVAC system that utilizes underground temperatures to chill condenser water for the building cooling medium in the warm months and heat the condenser water for building heating in the cold months. This process is facilitated by water-to-water condensers, heat exchangers and water-source heat pumps. There are no boilers or chillers serving this facility.

High capacity diesel-fired emergency generators with fuel delivery systems

Public Art displays that will require maintenance include an LED display exhibit, Shaw Alley lighting, Rooftop Park fountain, Mission Square sculpture installation, and the Grand Hall terrazzo floor.

Wayfinding signage

Digital signage and scheduling board

Electrified bird control systems

Bus Ramp traffic signaling and lighting systems

For the purposes of developing this report, it is envisioned that a level of service will be provided in which maintenance activities are organized and strategically managed. Equipment and building components are typically observed to be in good working order. The organization is responsive to customer calls per the vision outlined in the stationary staff responsibilities. Building components are upgraded when economically feasible, which, in effect, increases the effectiveness of the maintenance organization.

The building maintenance estimate presented in this report envisions a single maintenance shop located on the grounds of the Transit Center. This shop will be managed via the aforementioned fixed-term, qualifications-based competitive solicitation. The shop is envisioned to consist of the following trades:

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Generalist – responsible for general maintenance work not requiring a journeyman or tradesman, including light carpentry, painting and mechanical tasks

Electrician – responsible for routine and emergency electrical maintenance, excluding high voltage items

HVAC Technician – responsible for hot/cold calls maintenance involving refrigerant, routine emergency HVAC maintenance, HVAC controls monitoring and maintenance, complex cooling and heating media generation systems, etc.

Mechanic – responsible for maintenance of HVAC pumps, fans, etc.

Plumber – responsible for maintenance of plumbing systems, including domestic, gray, storm, and sewer pumps, piping, etc.

The contracted stationary maintenance organization is envisioned to make their stationary maintenance staff responsible for the following:

Periodic operational tours and checks

Administration of applicable service contracts

Response to emergency requests and conditions (within thirty minutes)

Response to urgent requests (within four hours)

Response to routine service requests (within twenty-four hours)

Completion of all work orders within five work days, except when waiting on materials (most work orders will take less than four hours to complete)

Completion of minor projects, depending on scope, required expertise, labor availability and other factors

Preventive maintenance tasks

Work orders that will require more than four hours to complete, although the maintenance staff may complete maintenance projects that are longer that four hours in duration

Specialty trades will also be required to apply service at the Transit Center. Trades estimated to be needed but not necessarily stationed at the Transit Center include the following:

Carpenter – responsible for carpentry projects beyond the scope of the stationary Generalist but not full renovation efforts

Fire Alarm Technician – responsible for maintenance of fire alarm and security systems

Fire Protection Plumber – responsible for maintenance of fire suppression systems

Generator Mechanic – responsible for maintenance of emergency generators and associated appurtenances, such as diesel fuel storage and delivery systems and automatic transfer switches

Glazier – responsible for repair or replacement of interior and exterior glass finishes

Mason – Responsible for projects pertaining to brick or other masonry finish systems

Painter – responsible for painting projects beyond the scope of the stationary Generalist but not full renovation efforts

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Road Worker – responsible for pavement repair efforts

Roofer – responsible for maintenance of roof coverings

Water Treatment Technician – responsible for maintenance of water treatment systems to include replenishment of chemicals

Preventive and corrective maintenance tasks and time estimates (Appendix A.6 through A.8) are based on time standards applied to a building-specific component list, modified for size or difficulty of work.

Each preventive maintenance task has an assigned shop.

The standards for maintenance materials and supplies include daily operational, preventive and repair maintenance. The standards include all aspects of maintenance (i.e., mechanical, structural, building systems, exterior and roofs). The standards include locks, cores, key materials and similar items for the locksmith function but do not include major rekeying or replacement of cylinders or cores. The standards are intended to provide a budgeting figure for daily, routine operational and repair maintenance.

Daily maintenance staffing needs are estimated for Phase 1 of the Program as outlined in Table 3-1.

Please see Appendix A for more detail.

Table 3-1 – Maintenance Staffing Summary

POTENTIAL STATIONARY STAFF PHASE 1 FTE

Electrician 1.0

Generalist 6.5

HVAC Technician 0.6

Mechanic 0.2

Plumber 0.9

Stationary Subtotals 9.2

POTENTIAL TRANSIENT STAFF PHASE 1 FTE

Carpenter 0.1

Fire Alarm Technician 0.3

Fire Protection Plumber 0.1

Generator Mechanic 0.2

Glazier 0.1

Mason 0.0

Painter 0.1

Roofer 0.0

Water Treatment Technician 0.0

Road Worker 0.2

Transient Subtotals 1.1

TOTALS 10.3

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It is estimated that the Transit Center will be operated 24 hours a day, 7 days a week. There are three available shifts during each day. A potential distribution for these shifts is:

Day Shift 7 am to 3 pm

Evening Shift 3 pm to 11 pm

Night Shift 11 pm to 7 am

Over the course of the year, a full time equivalent employee (FTE) averages being available for four 8-hour shifts per week. In this case, 5 to 6 FTEs are needed in a single craft position to have full coverage for 24/7 operation. The transient staff craft positions are not needed on a shift basis since they are performing specialized and mostly scheduled work; they are not typically located onsite but rather at a central location or are mobile. Some of the transient staff craft positions show 0.0 FTE needs. Work will be required of such crafts. However, the projected annual hours are so few that they result in a negligible FTE count.

The only stationary craft position where 100% coverage will be available is in the Generalist position.

The Generalist should be available for 24/7 coverage beginning in Phase 1. It is recommended that the

Generalist position be staffed such that a Generalist is capable of being a first responder in case of emergency during the night shift. At most, there would be 2 Generalists on site during each day and evening shift, and 1 on the night shift.

The remaining stationary positions do not need to be available for 24/7 coverage. The remaining potentially stationary staff positions total around 1 FTE each. The HVAC Technician and the Mechanic can be combined into 1 FTE and the Plumber and Electrician positions equate to a need for approximately 1 FTE; this would indicate that, during most weeks, these positions would only be present during the day shift.

In summation, a typical day shift at the Transit Center at full operation would consist of 1 electrician, 1 to 2 Generalists, 1 HVAC/Mechanic and 1 Plumber, in addition to transient positions responding to specialized emergency calls and performing regular testing and maintenance of specialized systems.

It should be noted that the retail tenant space identified as shell space in the current design is not included in this report.

3.2 Groundskeeping

Appendix B contains the calculations incorporated into the groundskeeping staffing estimates. Table 3-

2 summarizes the groundskeeping estimates:

Table 3-2 – Groundskeeping (GK) Estimate Summary

PH1 TTC BUS RAMP

ROOFTOP

PARK BSF PH1 SUBTOTAL

Total Grounds SF 234,733 127,488 177,600 95,471 635,292

Annual GK Task Hours 3,794.8 858.4 3,584.3 1,393.4 9,630.9

GK Staffing Hours/FTE 1,441.9 1,441.9 1,441.9 1,441.9 1,441.9

GK FTE ESTIMATE 2.6 0.6 2.5 1.0 6.7

Appendix B.1 outlines the Phase 1 activities and associated time estimates. Appendices B.2 through

B.5 contain summaries of the estimates by Program component.

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The Rooftop Park represents the largest groundskeeping load within the Program. The Transit Center ground level landscaping is limited to maintenance of planters, including associated irrigation services.

Time has been included to pressure wash or otherwise clean the sculpture in Mission Square. There is also minimal landscaping and low-maintenance landscaping at the Bus Storage Facility. For all areas, exterior graffiti removal has been assigned to the groundskeeping entity.

Roadway (Bus Plaza, Deck and Ramp paving) sweeping is envisioned to be managed by the Master

Lessee such that this task is performed during off hours on a daily basis. Other paving surfaces are assumed to be periodically either brushed or pressure washed manually per the detailed estimate.

The service level envisioned in this groundskeeping estimate is similar to that which is typically applied to well-developed public areas such as malls, government grounds or college/university campuses. Turf grass is cut roughly once per week during the growing season. Weeding, fertilization and aeration are periodically performed on turf. Environmentally friendly fertilizer is periodically applied to all plantings such that they are healthy and growing vigorously. Fertilization schedules should be applied per plant needs. Soils should be amended periodically per local needs. Disease and insect issues should be mitigated and/or eliminated promptly upon first observation in an environmentally friendly manner. Irrigation systems should be diligently managed and maintained. The maintenance needs are estimated in the maintenance section of this report. Public exterior spaces should be policed regularly, and litter diligently controlled. Benches, tables, etc., should be refinished and repaired periodically.

Note that a service contract has been secured for the first two years of Rooftop Park groundskeeping.

3.3 Janitorial Services

The following table, Table 3-3, summarizes the janitorial staffing estimate.

Table 3-3 – Janitorial Estimate Summary

PH1 TTC

ROOFTOP

PARK BSF

PH1

SUBTOTAL

Net Cleanable SF 189,176 1,904 1,460 192,540

Daily Hours 61.9 7.9 0.9 70.7

Annual Task Hours 22,531.9 2,876.3 236.4 25,644.6

Annual Project Hours 403.4 2.6 2.9 408.9

Total Annual Hours 22,935.3 2,878.9 239.3 26,053.5

Janitorial Staffing Hours/FTE 1,441.9 1,441.9 1,441.9 1,441.9

Total Annual Hours 22,935.3 2,878.9 239.3 26,053.5

Janitorial FTE Estimate 15.9 2 0.2 18.1

Appendix C contains the counts, measurements, and calculations utilized to develop the janitorial staffing estimates. Appendix C.1 shows the daily routine cleaning estimate based on the finish materials designed or anticipated to be designed into the facility. Appendix C.2 outlines Phase 1 cleaning projects. The floor cleaning project is based on the projected floor coverings. Other cleaning projects are also listed and include the annual and semi-annual project applications for the terrazzo floor in the Grand Hall. Window and skylight washing is also included in these projects. Appendices

C.3 through C.5 contain summaries of the estimates by Program component. For all estimates, interior graffiti removal has been assigned to the janitors.

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The service level envisioned in the janitorial service estimate provides for spaces that regularly appear orderly and clean. Floors and base moldings appear bright and clean. There is no buildup in corners or along walls. All vertical and horizontal surfaces are clean, but marks, dust, smudges and fingerprints may be noticeable upon close observation. Interior lights are operable, and associated fixtures are clean.

Washroom fixtures and tile gleam and are odor-free. Washroom supplies are regularly replenished.

The janitorial hours estimate comprises routine cleaning, policing and project hours. The routine cleaning hours are the hours required to keep the interior spaces orderly and clean, which includes the daily cleaning and policing activities estimated in Appendix C.1. The project hours (Appendices C.2 to

C.5) are based upon completing certain cleaning projects, including:

Annual stripping and refinishing of floors coated with floor finish

Annual water extraction cleaning of carpeted floors

Annual machine scrubbing of non-coated floors

Quarterly machine scrubbing of restroom floors

Annual cleaning of ceiling

Annual wall washing as needed

Annual window washing of exterior windows

An allotment of hours for miscellaneous cleaning projects

Annual resurfacing and semi-annual refinishing of terrazzo floor in Grand Hall

The total required janitorial labor hours are calculated based upon the routine cleaning of the majority of the program components seven times per week. It is optimal that this routine cleaning be scheduled during off-hours. Provision has been made in the required labor hours for daily “policing” of the facilities during the day or evenings to replenish restroom supplies, remove spills, and keep entrances and lobbies clean and litter-free.

The standards for janitorial materials and supplies are based upon benchmarks incorporating the tasks and frequencies. Janitorial materials would include “consumable” items, such as general cleaning detergent, cleaner-disinfectants, glass cleaner, crème cleanser, bowl cleaner, furniture polish, hand tools, and specialized products required by the facilities.

3.4 Utilities

Consumption of electricity and potable water has been modeled by the TJPA for the Program components. The potable water consumption model considered the captured graywater that is to be utilized to partially satisfy non-potable water needs, such as for a subsurface wetland and toilet flushing. The consumption estimates were broken out among the Program components based on the proportions developed in a previous study. The electricity loads for the Bus Storage Facility were extrapolated from the model. Natural gas consumption was excluded from the calculation since gas service is sub-metered and to be a direct cost to applicable tenants. Electrical costs for tenant spaces were also excluded due to their being a direct cost to tenant by way of sub-metering. Utility consumption estimates are summarized in Table 3-4.

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Table 3-4 - Utility Consumption Estimates

UTILITY DEMAND UNIT

TRANSIT CENTER

Potable Water 3,814,560 GAL

Sewer 3,814,560 GAL

Electricity 4,240,970 KWH

Fuel Oil 1 MONTH

Garbage/Recycling 1 MONTH

BUS RAMP

Electricity 1,057,070 KWH

ROOFTOP PARK

Potable Water 296,470 GAL

Sewer 296,470 GAL

Electricity 1,057,070 KWH

Garbage/Recycling 1 MONTH

BUS STORAGE FACILITY

Potable Water 116,500 GAL

Sewer 116,500 GAL

Electricity 33,160 KWH

Garbage/Recycling 1 MONTH

3.5 Information Technology Services

Information technology services will be provided to support Transit Center operations. These include services that support telecommunications, data, and internal communications. Additionally, there will be service charges for updating the digital signage throughout the Transit Center that provides passenger information and advertising content.

Two-way Radio Distributed Antenna System (DAS) Operation and Maintenance: This system will support security and public safety.

Virtual Network License, Operation, and Usage: Includes digital content creation and management for digital signage and mobile applications as well as integration of software applications with the information technology network.

Data Network Service, Subscription, and Support: Includes recurring annual maintenance contracts and licensing for telecom, data, networking, network security, and mobile wayfinding services.

3.6 Service Contracts

Some services will be required at the Transit Center that will be completed by outsourced entities such as the installing vendors. Following is an outline of the services that are currently envisioned to be handled in this manner:

Elevator and Escalator Maintenance: The TJPA has secured multi-year maintenance contracts for the elevators (10 years) and escalators (11 years) with a not-to-exceed amount for the Phase 1 systems.

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These elevator and escalator maintenance contracts cover all testing, preventive maintenance, and corrective maintenance activities.

Five-Year Mission Square Sculpture Installation Stress Test & Reporting (Annualized): Stress testing of installation with reporting to include annotated photographs of the locations and extent of surface cracks or hollow sounding areas; reporting to include comparisons to previous tests and predictions of further deterioration.

The service contracts projected to be required at the Transit Center during normal operations are outlined in Table 3-5.

Table 3-5 – Service Contracts Costs

Grounds Maintenance for the Rooftop Park is projected to be outsourced for the first two years. After the two-year period, it is envisioned that this service will be provided by the property manager . Table

3-6 outlines the Year 1-2 projected service contracts.

Table 3-6 – Service Contracts Costs Years 1-2

3.7 Facilities Renewal Reserve

Appendix D contains the 50-year projected Facilities Renewal Reserve needs for Program facilities.

The Facilities Renewal Reserve represents the recurring reinvestment needed to keep the facility running optimally. Facilities Renewal Reserve projects are reinvestment activities necessary to correct inherent problems in building envelopes, roofs, masonry, windows, foundations and other systems.

These are tasks that extend or reset a component lifecycle, and also tend to be expensive, infrequent and require specialized expertise and equipment. Examples of Facilities Renewal Reserve project types include:

Periodically scheduled repair or incremental replacement of building components to preclude failure or technological obsolescence (for instance, replacing a functional fire alarm control panel to accommodate a new life safety technology).

SERVICE

PH1

TTC

PH1

ROOFTOP

PARK

PH1

URP

PH1

BSF

PH1

SUBTOTAL

Elevator Maintenance 216,000 0 0 0 216,000

Escalator Maintenance 272,727 0 0 0 272,727

Five-Year Mission Square Sculpture Installation Stress Test & Reporting (Annualized) 1,560 0 0 0 1,560

Total Annual Service Contract Cost ($) 490,287 0 0 0 490,287

SERVICE

PH1

TTC

PH1

ROOFTOP

PARK

PH1

URP

PH1

BSF

PH1

SUBTOTAL

Elevator Maintenance 216,000 0 0 0 216,000

Escalator Maintenance 272,727 0 0 0 272,727

Five-Year Mission Square Sculpture Installation Stress Test & Reporting (Annualized) 1,560 0 0 0 1,560

Roof Park Landscaping 0 150,000 0 0 150,000

Total Annual Service Contract Cost ($) 490,287 150,000 0 0 640,287

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Revolving projects to maintain interior and exterior finishes at a desirable level . Such activities would include periodically renewing a painted concrete floor, refinishing walls, and refurbishing ceilings in a public lobby to preserve the aesthetics of the space.

Recurring renewals that are intended to keep the facility operating as close to original design specifications as possible, reduce frequent and costly maintenance activities, or improve energy efficiency (for instance, replacing functional air distribution networks and HVAC controls due to favorable payback through reduced maintenance and energy consumption over an acceptable period of time).

Other tasks associated with facilities operation, such as the provision of central utilities, preventive and corrective maintenance, janitorial services, grounds services or waste management, are not included in this definition of Facilities Renewal Reserve projects. Adequate reinvestment in the facility will serve to optimize the maintenance organization and the consumption of purchased utilities but will not necessarily affect the cost of such services.

Operations and Maintenance Report Appendix A.1

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Appendix A.1 – Maintenance Estimate – Phase 1

Crafts Hrs/FTE PM Task

Hrs

PM

FTE CM Hours

Corrective FTE Total Hrs

Total

FTE

CARPENTER 1249.7 0.0 0.0 156.8 0.1 156.8 0.1

ELECTRICIAN 1249.7 752.5 0.5 466.3 0.4 1,218.8 1.0

FIRE ALARM

TECHNICIAN 1249.7 352.3 0.3 78.0 0.1 430.3 0.3

FIRE PROTECTION

PLUMBER 1249.7 177.2 0.1 0.0 0.0 177.2 0.1

GENERALIST 1249.7 8,079.2 6.4 80.9 0.1 8,160.1 6.5

GENERATOR

MECHANIC 1249.7 203.3 0.2 5.8 0.0 209.1 0.2

GLAZIER 1249.7 0.0 0.0 73.2 0.1 73.2 0.1

HVAC TECHNICIAN 1249.7 728.0 0.5 86.2 0.1 814.2 0.6

MASON 1249.7 0.0 0.0 1.2 0.0 1.2 0.0

MECHANIC 1249.7 238.1 0.2 42.9 0.0 281.0 0.2

PAINTER 1249.7 0.0 0.0 109.8 0.1 109.8 0.1

PLUMBER 1249.7 697.1 0.6 488.5 0.4 1,185.5 0.9

ROAD WORKER 1249.7 0.0 0.0 308.0 0.2 308.0 0.2

ROOFER 1249.7 20.7 0.0 5.9 0.0 26.5 0.0

WATER TREATMENT

TECHNICIAN 1249.7 59.6 0.0 0.0 0.0 59.6 0.0

11,307.8 8.8 1,903.4 1.6 13,211.3 10.3

Operations and Maintenance Report Appendix A.2

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Appendix A.2 – Maintenance Estimate – Phase 1 Transit Center

Hrs

PM

FTE CM Hours

Corrective FTE Total Hrs

Total

FTE

CARPENTER 1249.7 0.0 0.0 144.1 0.1 144.1 0.1

ELECTRICIAN 1249.7 674.8 0.5 461.1 0.4 1,135.9 0.9

FIRE ALARM

TECHNICIAN 1249.7 352.2 0.3 78.0 0.1 430.3 0.3

FIRE PROTECTION

PLUMBER 1249.7 177.2 0.1 0.0 0.0 177.2 0.1

GENERALIST 1249.7 7,368.6 5.9 75.5 0.1 7,444.1 6.0

GENERATOR

MECHANIC 1249.7 203.3 0.2 5.8 0.0 209.1 0.2

GLAZIER 1249.7 0.0 0.0 72.5 0.1 72.5 0.1

HVAC TECHNICIAN 1249.7 681.0 0.5 82.0 0.1 763.0 0.6

MASON 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

MECHANIC 1249.7 238.1 0.2 42.9 0.0 281.0 0.2

PAINTER 1249.7 0.0 0.0 99.7 0.1 99.7 0.1

PLUMBER 1249.7 496.0 0.4 290.9 0.2 786.9 0.6

ROAD WORKER 1249.7 0.0 0.0 202.5 0.2 202.5 0.2

ROOFER 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

WATER TREATMENT

TECHNICIAN 1249.7 59.6 0.0 0.0 0.0 59.6 0.0

10,250.7 8.1 1,555.0 1.4 11,805.7 9.4

Operations and Maintenance Report Appendix A.3

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Appendix A.3 – Maintenance Estimate – Phase 1 Bus Ramp

Hrs

PM

FTE CM Hours

Corrective FTE Total Hrs

Total

FTE

CARPENTER 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

ELECTRICIAN 1249.7 19.8 0.0 0.2 0.0 20.0 0.0

FIRE ALARM

TECHNICIAN 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

FIRE PROTECTION

PLUMBER 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

GENERALIST 1249.7 537.6 0.4 0.8 0.0 538.4 0.4

GENERATOR

MECHANIC 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

GLAZIER 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

HVAC TECHNICIAN 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

MASON 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

MECHANIC 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

PAINTER 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

PLUMBER 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

ROAD WORKER 1249.7 0.0 0.0 38.6 0.0 38.6 0.0

ROOFER 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

WATER TREATMENT

TECHNICIAN 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

557.4 0.4 39.7 0.0 597.0 0.4

Operations and Maintenance Report Appendix A.4

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Appendix A.4 – Maintenance Estimate – Phase 1 Rooftop Park

Hrs

PM

FTE CM Hours

Corrective FTE Total Hrs

Total

FTE

CARPENTER 1249.7 0.0 0.0 11.3 0.0 11.3 0.0

ELECTRICIAN 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

FIRE ALARM

TECHNICIAN 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

FIRE PROTECTION

PLUMBER 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

GENERALIST 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

GENERATOR

MECHANIC 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

GLAZIER 1249.7 0.0 0.0 0.5 0.0 0.5 0.0

HVAC TECHNICIAN 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

MASON 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

MECHANIC 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

PAINTER 1249.7 0.0 0.0 0.9 0.0 0.9 0.0

PLUMBER 1249.7 195.6 0.2 189.6 0.2 385.2 0.3

ROAD WORKER 1249.7 0.0 0.0 35.3 0.0 35.3 0.0

ROOFER 1249.7 10.2 0.0 2.9 0.0 13.1 0.0

WATER TREATMENT

205.8 0.2 240.4 0.2 446.2 0.3

Operations and Maintenance Report Appendix A.5

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Appendix A.5 – Maintenance Estimate – Phase 1 Bus Storage Facility

Hrs

PM

FTE CM Hours

Corrective FTE Total Hrs

Total

FTE

CARPENTER 1249.7 0.0 0.0 1.4 0.0 1.4 0.0

ELECTRICIAN 1249.7 58.0 0.0 5.0 0.0 62.9 0.1

FIRE ALARM

TECHNICIAN 1249.7 0.1 0.0 0.0 0.0 0.1 0.0

FIRE PROTECTION

PLUMBER 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

GENERALIST 1249.7 173.0 0.1 4.6 0.0 177.6 0.1

GENERATOR

MECHANIC 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

GLAZIER 1249.7 0.0 0.0 0.2 0.0 0.2 0.0

HVAC TECHNICIAN 1249.7 47.0 0.0 4.2 0.0 51.2 0.0

MASON 1249.7 0.0 0.0 1.2 0.0 1.2 0.0

MECHANIC 1249.7 0.0 0.0 0.0 0.0 0.0 0.0

PAINTER 1249.7 0.0 0.0 9.2 0.0 9.2 0.0

PLUMBER 1249.7 5.5 0.0 8.0 0.0 13.4 0.0

ROAD WORKER 1249.7 0.0 0.0 31.6 0.0 31.6 0.0

ROOFER 1249.7 10.5 0.0 3.0 0.0 13.4 0.0

WATER TREATMENT

294.0 0.1 68.4 0.0 362.3 0.2

Operations and Maintenance Report Appendix A.6

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Appendix A.6 – Preventive Maintenance Estimate

PHASE

Program

Component

UNIFORMAT

II

COMPONENT DESCRIPTION IDENTIFIER BARCODE QUANTITY UNITS COMPLEXITY PM NUMBER

PM TIME

STANDARD

PM TITLE

PM FREQUENCY

COUNT

TOTAL ANNUAL

PM HOURS

SHOP

Phase 1 ‐ Transbay Transit Center

1 TTC PH1 B203402 DOOR, OVERHEAD ROLL‐UP, POWERED 1 EA PM0006 2.04

DOOR, OVERHEAD ROLL‐UP, POWERED ‐

SEMIANNUAL

2.00 4.08 GENERALIST

1 TTC PH1 B203402 DOOR, OVERHEAD ROLL‐UP, POWERED DC 1 EA PM0006 2.04

DOOR, OVERHEAD ROLL‐UP, POWERED ‐

SEMIANNUAL

2.00 4.08 GENERALIST

1 TTC PH1 B203402 DOOR, OVERHEAD ROLL‐UP, POWERED RETAIL/LOADING 9 EA PM0006 2.04

DOOR, OVERHEAD ROLL‐UP, POWERED ‐

SEMIANNUAL

2.00 36.72 GENERALIST

1 TTC PH1 B203402 DOOR, OVERHEAD ROLL‐UP, POWERED RETAIL/LOADING 9 EA PM0006 2.04

DOOR, OVERHEAD ROLL‐UP, POWERED ‐

SEMIANNUAL

2.00 36.72 GENERALIST

1 TTC PH1 B203402 DOOR, OVERHEAD ROLL‐UP, POWERED RETAIL/LOADING 6 EA PM0006 2.04

DOOR, OVERHEAD ROLL‐UP, POWERED ‐

SEMIANNUAL

2.00 24.48 GENERALIST

1 TTC PH1 B203402 DOOR, OVERHEAD ROLL‐UP, POWERED RETAIL/LOADING 6 EA PM0006 2.04

DOOR, OVERHEAD ROLL‐UP, POWERED ‐

SEMIANNUAL

2.00 24.48 GENERALIST

1 TTC PH1 B203902 DOOR, SWINGING, POWERED AC 2 EA PM0008 1.25 DOOR, SWINGING, POWERED ‐ QUARTERLY 4.00 10.00 GENERALIST

1 TTC PH1 B203902 DOOR, SWINGING, POWERED DC 31 EA PM0008 1.25 DOOR, SWINGING, POWERED ‐ QUARTERLY 4.00 155.00 GENERALIST

1 TTC PH1 C102105 DOOR, SLIDING, POWERED DC 14 EA PM0016 1.224 DOOR, SLIDING, POWERED ‐ ANNUAL 1.00 17.14 GENERALIST

1 TTC PH1 C102105 DOOR, SLIDING, POWERED DORMA ESA300 5 EA PM0016 1.224 DOOR, SLIDING, POWERED ‐ ANNUAL 1.00 6.12 GENERALIST

1 TTC PH1 C102107 DOOR, SWINGING, INTERIOR, MANUAL 66 EA PM0007 0.25

DOOR, SWINGING, INTERIOR, MANUAL ‐ 5

YEARS

0.20 3.30 GENERALIST

1 TTC PH1 C102107 DOOR, SWINGING, INTERIOR, MANUAL AC 29 EA PM0007 0.25

DOOR, SWINGING, INTERIOR, MANUAL ‐ 5

YEARS

0.20 1.45 GENERALIST

1 TTC PH1 C102107 DOOR, SWINGING, INTERIOR, MANUAL AC 2 EA PM0007 0.25

DOOR, SWINGING, INTERIOR, MANUAL ‐ 5

YEARS

0.20 0.10 GENERALIST

1 TTC PH1 C102107 DOOR, SWINGING, INTERIOR, MANUAL DC 31 EA PM0007 0.25

DOOR, SWINGING, INTERIOR, MANUAL ‐ 5

YEARS

0.20 1.55 GENERALIST

1 TTC PH1 C102107 DOOR, SWINGING, INTERIOR, MANUAL DC 10 EA PM0007 0.25

DOOR, SWINGING, INTERIOR, MANUAL ‐ 5

YEARS

0.20 0.50 GENERALIST

1 TTC PH1 C102107 DOOR, SWINGING, INTERIOR, MANUAL RAMP MAIN 1 EA PM0007 0.25

DOOR, SWINGING, INTERIOR, MANUAL ‐ 5

YEARS

0.20 0.05 GENERALIST

1 TTC PH1 C102107 DOOR, SWINGING, INTERIOR, MANUAL SEALED DOOR 16 EA PM0007 0.25

DOOR, SWINGING, INTERIOR, MANUAL ‐ 5

YEARS

0.20 0.80 GENERALIST

1 TTC PH1 C102108 DOOR, FIRE‐RATED 40 EA PM0012 0.1 DOOR, FIRE‐RATED ‐ QUARTERLY 4.00 16.00 GENERALIST

1 TTC PH1 C102108 DOOR, FIRE‐RATED AC 128 EA PM0012 0.1 DOOR, FIRE‐RATED ‐ QUARTERLY 4.00 51.20 GENERALIST

1 TTC PH1 C102108 DOOR, FIRE‐RATED DC 79 EA PM0012 0.1 DOOR, FIRE‐RATED ‐ QUARTERLY 4.00 31.60 GENERALIST

1 TTC PH1 C102108 DOOR, FIRE‐RATED DOOR CONTACT 4 EA PM0012 0.1 DOOR, FIRE‐RATED ‐ QUARTERLY 4.00 1.60 GENERALIST

1 TTC PH1 D201101 TOILET PHASE 1 35 EA PM0046 0.15 TOILET ‐ ANNUAL 1.00 5.25 PLUMBER

1 TTC PH1 D201201 URINAL PHASE 1 7 EA PM0047 0.15 URINAL ‐ ANNUAL 1.00 1.05 PLUMBER

1 TTC PH1 D201301 LAVATORY PHASE 1 38 EA PM0048 0.15 LAVATORY ‐ ANNUAL 1.00 5.70 PLUMBER

1 TTC PH1 D201301 LAVATORY PHASE 1 39 EA PM0048 0.15 LAVATORY ‐ ANNUAL 1.00 5.85 PLUMBER

1 TTC PH1 D201701 SHOWER PHASE 1 2 EA PM0049 0.15 SHOWER ‐ ANNUAL 1.00 0.30 PLUMBER

1 TTC PH1 D201801 DRINKING FOUNTAINS PHASE 1 12 EA PM0050 0.6 DRINKING FOUNTAINS ‐ ANNUAL 1.00 7.20 HVAC TECHNICIAN

1 TTC PH1 D201901

EMERGENCY EYE WASH, SHOWER, AND COMBO

STATIONS

PHASE 1 8 EA PM0051 1.4

EMERGENCY EYE WASH, SHOWER, AND

COMBO STATIONS ‐ SEMIANNUAL

2.00 22.40 PLUMBER

1 TTC PH1 D201901

EMERGENCY EYE WASH, SHOWER, AND COMBO

STATIONS

PHASE 1 1 EA PM0051 1.4

EMERGENCY EYE WASH, SHOWER, AND

COMBO STATIONS ‐ SEMIANNUAL

2.00 2.80 PLUMBER

1 TTC PH1 D202101

BACKFLOW PREVENTER ‐ DOMESTIC COLD

WATER

BFP‐3‐A‐1 1 EA PM0058 0.5 BACKFLOW PREVENTER ‐ SEMIANNUAL 1.00 0.50 PLUMBER

1 TTC PH1 1 EA PM0059 0.5 BACKFLOW PREVENTER ‐ ANNUAL 1.00 0.50 PLUMBER

1 TTC PH1 D202101

BACKFLOW PREVENTER ‐ DOMESTIC COLD

WATER

BFP‐3‐D‐1 1 EA PM0058 0.5 BACKFLOW PREVENTER ‐ SEMIANNUAL 1.00 0.50 PLUMBER

1 TTC…