SCOPE OF WORK Data Center Upgrades

Document Format Revision 5-26-21

SCOPE OF WORK

Data Center Upgrades

NJ State House Annex Trenton, Mercer County, N.J.

Project No. A1353-00

STATE OF NEW JERSEY

Honorable Philip D. Murphy, Governor Honorable Sheila Y. Oliver, Lt. Governor

DEPARTMENT OF THE TREASURY

Elizabeth Maher Muoio, Treasurer

DIVISION OF PROPERTY MANAGEMENT AND CONSTRUCTION

Christopher Chianese, Director

Date: September 10, 2021

PROJECT NAME: Data Center Upgrades PROJECT LOCATION: NJ State House Annex PROJECT NO: A1353-00 DATE: September 10, 2021

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TABLE OF CONTENTS SECTION PAGE

I. OBJECTIVE .......................................................................................... 6

II. CONSULTANT QUALIFICATIONS ................................................ 6

A. CONSULTANT & SUB-CONSULTANT PRE-QUALIFICATIONS ........................................... 6

III. PROJECT BUDGET ............................................................................ 6

A. CONSTRUCTION COST ESTIMATE (CCE) .............................................................................. 6 B. CURRENT WORKING ESTIMATE (CWE) ................................................................................ 6 C. CONSULTANT’S FEES ................................................................................................................ 7

IV. PROJECT SCHEDULE ....................................................................... 7

A. SCOPE OF WORK DESIGN & CONSTRUCTION SCHEDULE ............................................... 7 B. CONSULTANT’S PROPOSED DESIGN & CONSTRUCTION SCHEDULE ........................... 8 C. CONSULTANT DESIGN SCHEDULE ........................................................................................ 8 D. BID DOCUMENT CONSTRUCTION SCHEDULE .................................................................... 8 E. CONTRACTOR CONSTRUCTION PROGRESS SCHEDULE .................................................. 9

V. PROJECT SITE LOCATION & TEAM MEMBERS ...................... 9

A. PROJECT SITE ADDRESS ........................................................................................................... 9 B. PROJECT TEAM MEMBER DIRECTORY ............................................................................... 10

1. DPMC Representative: ............................................................................................................. 10 2. Client Agency Representative: ................................................................................................. 10

VI. PROJECT DEFINITION ................................................................... 10

A. BACKGROUND .......................................................................................................................... 10 B. FUNCTIONAL DESCRIPTION OF THE DATA CENTER ...................................................... 11

VII. CONSULTANT DESIGN RESPONSIBILITIES ............................ 11

A. DESIGN REQUIREMENTS ........................................................................................................ 11 1. Architectural Upgrades: ............................................................................................................ 11 2. Equipment Relocation:.............................................................................................................. 11 3. Chilled Water AC Units: ........................................................................................................... 12 4. Leak Detection: ......................................................................................................................... 12 5. Access Control System: ............................................................................................................ 12 6. Data Center Infrastructure Monitoring Platform: ..................................................................... 12 7. Short Circuit, Coordination and Arc Flash Study: .................................................................... 12 8. Testing and Commissioning: .................................................................................................... 12


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9. Contractor Use of the Premises: ............................................................................................... 12 B. CLEAN AGENT SYSTEM .......................................................................................................... 13

1. General: ..................................................................................................................................... 13 2. Detection, Actuation, Alarms, and Control Systems: ............................................................... 13 3. Design Documents: ................................................................................................................... 13 4. System Flow Calculations: ....................................................................................................... 13

C. GENERAL DESIGN OVERVIEW .............................................................................................. 14 1. Design Detail: ........................................................................................................................... 14 2. Specification Format: ................................................................................................................ 14 3. Submittal Schedule: .................................................................................................................. 14 4. Construction Cost Estimates: .................................................................................................... 15

D. PROJECT COMMENCEMENT .................................................................................................. 15 1. Project Directory: ...................................................................................................................... 15 2. Site Access: ............................................................................................................................... 15 3. Project Coordination: ................................................................................................................ 16 4. Existing Documentation: .......................................................................................................... 16 5. Scope of Work: ......................................................................................................................... 16 6. Project Schedule: ...................................................................................................................... 17

E. BUILDING & SITE INFORMATION ......................................................................................... 17 1. Building Classification: ............................................................................................................ 17 2. Building Block & Lot Number: ................................................................................................ 17 3. Building Site Plan: .................................................................................................................... 17 4. Site Location Map: .................................................................................................................... 17

F. DESIGN MEETINGS & PRESENTATIONS.............................................................................. 17 1. Design Meetings: ...................................................................................................................... 17 2. Design Presentations: ................................................................................................................ 18

G. CONSTRUCTION BID DOCUMENT SUBMITTAL ................................................................ 18

VIII. CONSULTANT CONSTRUCTION RESPONSIBILITIES ......... 18

A. GENERAL CONSTRUCTION ADMINISTRATION OVERVIEW .......................................... 18 B. PRE-BID MEETING .................................................................................................................... 19 C. POST BID REVIEW MEETING, RECOMMENDATION FOR AWARD ................................ 19

1. Post Bid Review:....................................................................................................................... 19 2. Review Meeting: ....................................................................................................................... 19 3. Substitutions:............................................................................................................................. 20 4. Schedule: ................................................................................................................................... 20 5. Performance: ............................................................................................................................. 20 6. Letter of Recommendation: ...................................................................................................... 20 7. Conformed Drawings: ............................................................................................................... 21

D. DIRECTOR’S HEARING ............................................................................................................ 21 E. CONSTRUCTION JOB MEETINGS, SCHEDULES, LOGS ..................................................... 21

1. Meetings:................................................................................................................................... 21 2. Schedules: ................................................................................................................................. 22


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3. Submittal Log: .......................................................................................................................... 22 F. CONSTRUCTION SITE ADMINISTRATION SERVICES ....................................................... 22 G. SUB-CONSULTANT PARTICIPATION.................................................................................... 23 H. DRAWINGS ................................................................................................................................. 23

1. Shop Drawings: ......................................................................................................................... 23 2. As-Built & Record Set Drawings: ............................................................................................ 24

I. CONSTRUCTION DEFICIENCY LIST ..................................................................................... 24 J. INSPECTIONS: SUBSTANTIAL & FINAL COMPLETION .................................................... 25 K. CLOSE-OUT DOCUMENTS ...................................................................................................... 25 L. CLOSE-OUT ACTIVITY TIME .................................................................................................. 25 M. TESTING, TRAINING, MANUALS AND ATTIC STOCK .................................................. 25

1. Testing: ..................................................................................................................................... 25 2. Training: .................................................................................................................................... 26 3. Operation & Maintenance Manuals: ......................................................................................... 26 4. Attic Stock: ............................................................................................................................... 27

N. CHANGE ORDERS ..................................................................................................................... 27 1. Consultant: ................................................................................................................................ 27 2. Contractor: ................................................................................................................................ 27 3. Recommendation for Approval: ............................................................................................... 28 4. Code Review: ............................................................................................................................ 28 5. Cost Estimate: ........................................................................................................................... 28 6. Time Extension: ........................................................................................................................ 28 7. Submission: ............................................................................................................................... 29 8. Meetings:................................................................................................................................... 29 9. Consultant Fee: ......................................................................................................................... 29

IX. PERMITS & APPROVALS ............................................................... 29

A. NJ UNIFORM CONSTRUCTION CODE PERMIT ................................................................... 29 1. Prior Approval Certification Letters: ........................................................................................ 30 2. Multi-building or Multi-site Permits:........................................................................................ 30 3. Special Inspections: .................................................................................................................. 31

B. OTHER REGULATORY AGENCY PERMITS, CERTIFICATES AND APPROVALS .......... 31 C. STATE INSURANCE APPROVAL ............................................................................................ 32 D. PUBLIC EMPLOYEES OCCUPATIONAL SAFETY & HEALTH PROGRAM ...................... 32 E. PERMIT MEETINGS ................................................................................................................... 32 F. MANDATORY NOTIFICATIONS ............................................................................................. 32 G. CONSULTANT FEE .................................................................................................................... 33

X. GENERAL REQUIREMENTS ......................................................... 33

A. SCOPE CHANGES ...................................................................................................................... 33 B. ERRORS AND OMISSIONS ....................................................................................................... 33 C. ENERGY INCENTIVE PROGRAM ........................................................................................... 33


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XI. ALLOWANCES .................................................................................. 34

A. PERMIT FEE ALLOWANCE ..................................................................................................... 34 1. Permits: ..................................................................................................................................... 34 2. Permit Costs: ............................................................................................................................. 34 3. Applications: ............................................................................................................................. 34 4. Consultant Fee: ......................................................................................................................... 34

XII. SUBMITTAL REQUIREMENTS .................................................... 35

A. CONTRACT DELIVERABLES .................................................................................................. 35 B. CATALOG CUTS ........................................................................................................................ 35 C. PROJECT DOCUMENT BOOKLET .......................................................................................... 35 D. DESIGN DOCUMENT CHANGES ............................................................................................ 35 E. SINGLE-PRIME CONTRACT .................................................................................................... 35

XIII. SOW SIGNATURE APPROVAL SHEET ....................................... 37

XIV. CONTRACT DELIVERABLES ...................................................... 38

XV. EXHIBITS ............................................................................................ 45

A. SAMPLE PROJECT SCHEDULE FORMAT B. CAPITOL COMPLEX MAP C. 2018 DATA CENTER SITE ASSESSMENT D. PHOTOS E. BUILDING SECURITY AND CONTRACTOR USE OF THE PREMISES F. PROCEDURE FOR BACKGROUND CHECKS


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I. OBJECTIVE

The objective of this project is upgrade various aspects of the data center located in the basement of the New Jersey State House Annex. Upgrades will include ceiling, wall and floor improvements, equipment relocation, access control systems, a clean agent fire suppression system and new equipment cabinets. In addition, a short circuit, coordination and arc flash study shall be conducted.

II. CONSULTANT QUALIFICATIONS

A. CONSULTANT & SUB-CONSULTANT PRE-QUALIFICATIONS

The Consultant shall be a firm pre-qualified with the Division of Property Management & Construction (DPMC) in the following discipline(s):

• P001 Architecture

The Consultant shall also have in-house capabilities or Sub-Consultants pre-qualified with DPMC in: • P002 Electrical Engineering • P010 Fire Protection Engineering

As well as, any and all other Architectural, Engineering and Specialty Disciplines necessary to complete the project as described in this Scope of Work (SOW).

III. PROJECT BUDGET

A. CONSTRUCTION COST ESTIMATE (CCE) The initial Construction Cost Estimate (CCE) for this project is $740,000. The Consultant shall review this Scope of Work and provide a narrative evaluation and analysis of the accuracy of the proposed project CCE in its technical proposal based on its professional experience and opinion.

B. CURRENT WORKING ESTIMATE (CWE) The Current Working Estimate (CWE) for this project is $1,067,300.


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The CWE includes the construction cost estimate and all consulting, permitting and administrative fees. The CWE is the Client Agency’s financial budget based on this project Scope of Work and shall not be exceeded during the design and construction phases of the project unless DPMC approves the change in Scope of Work through a Contract amendment.

C. CONSULTANT’S FEES

The construction cost estimate for this project shall not be used as a basis for the Consultant’s design and construction administration fees. The Consultant’s fees shall be based on the information contained in this Scope of Work document and the observations made and/or the additional information received during the pre-proposal meeting.

IV. PROJECT SCHEDULE

A. SCOPE OF WORK DESIGN & CONSTRUCTION SCHEDULE The following schedule identifies the estimated design and construction phases for this project and the estimated durations. PROJECT PHASE ESTIMATED DURATION (Calendar Days) 1. Site Access Approvals & Schedule Design Kick-off Meeting 14

2. Schematic Design Phase 25% (Minimum) 42

• Project Team & DPMC Plan/Code Unit Review & Comment 14 3. Design Development Phase 50% (Minimum) 42

• Project Team & DPMC Plan/Code Unit Review & Comment 14 4. Final Design Phase 100% 42

• Project Team & DPMC Plan/Code Unit Review & Approval 14 5. Final Design Re-Submission to Address Comments 7

• Project Team & DPMC Plan/Code Unit Review & Approval 14 6. Permit Application Phase 7

• Issue Plan Release 7. Bid Phase 42


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8. Award Phase 28 9. Construction Phase 120

B. CONSULTANT’S PROPOSED DESIGN & CONSTRUCTION SCHEDULE

The Consultant shall submit a project design and construction bar chart schedule with its technical proposal that is similar in format and detail to the schedule depicted in Exhibit ‘A’. The bar chart schedule developed by the Consultant shall reflect its recommended project phases, phase activities, activity durations. The Consultant shall estimate the duration of the project Close-Out Phase based on the anticipated time required to complete each deliverable identified in Section XIV of this document entitled “Contract Deliverables - Project Close-Out Phase” and include this information in the bar chart schedule submitted. A written narrative shall also be included with the technical proposal explaining the schedule submitted and the reasons why and how it can be completed in the time frame proposed by the Consultant. This schedule and narrative will be reviewed by the Consultant Selection Committee as part of the evaluation process and will be assigned a score commensurate with clarity and comprehensiveness of the submission.

C. CONSULTANT DESIGN SCHEDULE Based on the Notice to Proceed, Consultant shall update its approved schedule and shall distribute it at the design kickoff meeting. Note that this schedule shall be submitted in both paper format and on compact disk in a format compatible with Microsoft Project. This schedule will be binding for the Consultant’s activities and will include the start and completion dates for each design activity. The Consultant and Project Team members shall use this schedule to ensure that all design milestone dates are being met for the project. The Consultant shall update the schedule to reflect performance periodically (minimally at each design phase) for the Project Team review and approval. Any recommendations for deviations from the approved design schedule must be explained in detail as to the causes for the deviation(s) and impact to the schedule.

D. BID DOCUMENT CONSTRUCTION SCHEDULE The Consultant shall include a construction schedule in Division 1 of the specification bid document. This schedule shall contain, at minimum, the major activities and their durations for


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each trade specified for the project. This schedule shall be in “bar chart” format and will be used by the Contractors as an aid in determining their bid price. It shall reflect special sequencing or phased construction requirements including, but not limited to: special hours for building access, weather restrictions, imposed constraints caused by Client Agency program schedules, security needs, lead times for materials and equipment, anticipated delivery dates for critical items, utility interruption and shut-down constraints, and concurrent construction activities of other projects at the site and any other item identified by the Consultant during the design phases of the project.

E. CONTRACTOR CONSTRUCTION PROGRESS SCHEDULE The Contractor shall be responsible for preparing a coordinated combined progress schedule with the Sub-Contractors after the award of the contract. This schedule shall meet all of the requirements identified in the Consultant’s construction schedule. The construction schedule shall be completed in accordance with the latest edition of the Instructions to Bidders and General Conditions and Bulletins that may be issued on the project.

The Consultant must review and analyze this progress schedule and recommend approval/disapproval to the Project Team until a satisfactory version is approved by the Project Team. The Project Team must approve the baseline schedule prior to the start of construction and prior to the Contractor submitting invoices for payment. The Consultant shall note in Division 1 of the specification that the State will not accept the progress schedule until it meets the project contract requirements and any delays to the start of the construction work will be against the Contractor until the date of acceptance by the State. The construction progress schedule shall be reviewed, approved, and updated by the Contractor, Consultant, and Project Team members at each regularly scheduled construction job meeting and the Consultant shall note the date and trade(s) responsible for project delays (as applicable).

V. PROJECT SITE LOCATION & TEAM MEMBERS

A. PROJECT SITE ADDRESS The location of the project site is: New Jersey State House Annex 145 West State Street Trenton, NJ 08608 See Exhibit ‘B’ for the project site location map.


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B. PROJECT TEAM MEMBER DIRECTORY The following are the names, addresses, and phone numbers of the Project Team members. 1. DPMC Representative: Name: Ed Hedger, Project Manager Address: Division of Property Management & Construction 20 West State Street, 3rd Floor Trenton, NJ 08608-1206 Phone No: (609)-984-6238 E-Mail No: [email protected]

2. Client Agency Representative: Name: Steven Pietrzak, Building Manager Address: Division of Property Management & Construction New Jersey State House PO Box 239 Trenton, New Jersey 08625-0239 Phone No: (609) 777-4411 E-Mail No: [email protected]

VI. PROJECT DEFINITION

A. BACKGROUND The New Jersey State House Annex Building includes four stories and a full basement totaling approximately 149,000 square feet. It serves as the primary residence for the Office of Legislative Services (OLS) where legislative committee meetings and public hearings are held. The OLS is an agency of the Legislature established by law to provide professional, nonpartisan staff support services to the Legislature and its officers, members, committees and commissions. The building is an H-shaped structure and was constructed in two phases. The first phase was completed in 1928 and includes the west wing and half of the cross bar. The second phase was completed in 1931 and includes the east wing and the rest of the cross bar. A major renovation

mailto:[email protected]


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completed in early 1995 restored the building’s historical and architectural elements and brought it to modern building codes. The data center is located in the basement of the east wing.

B. FUNCTIONAL DESCRIPTION OF THE DATA CENTER The Office of Legislative Services procured the services of PTS Data Center Solutions to review and assess the Data Center and its infrastructure. PTS provided a report with recommendations for upgrades that is shown in Exhibit ‘C’. Some items mentioned in the PTS report have already been addressed or will be addressed under a separate project. The UPS system has already been addressed under DPMC Project A1332-00. Two new 50 kVA UPS’s were added. Drawings will be provided. The data center is now backed up by a generator that will be upgraded under a separate project. Water infiltration is being addressed separately. Leak detection will be addressed in this project.

VII. CONSULTANT DESIGN RESPONSIBILITIES

A. DESIGN REQUIREMENTS 1. Architectural Upgrades:

The Consultant shall provide the design and specifications to upgrade the floor, ceiling and walls to accommodate the needs of the data center including equipment relocation and a new clean agent fire protection system. See below.

2. Equipment Relocation:

The Consultant shall provide the design and specifications to relocate equipment into a hot aisle/cold aisle configuration. The CRAC units are relatively new and shall be reused. New cabinets shall be specified. Work stations shall be relocated to the adjoining office space. Relocation of network racks and loads shall be done in off hours in multiple moves that are planned ahead of time with method of procedure (MOP).


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3. Chilled Water AC Units: The Consultant shall provide the design and specifications to install 3 in row chilled water AC units. 4. Leak Detection:

The Consultant shall provide the design and specifications for a leak detection system for the data center.

5. Access Control System:

The Consultant shall provide the design and specifications to upgrade the access control system to require two-factor authentication. 6. Data Center Infrastructure Monitoring Platform: The Consultant shall provide the design and specifications for a data center infrastructure monitoring platform including cameras and web simple network management protocol (SNMP) monitoring for all devices with 1 year of support. Support includes all warranty, software, software updates, quarterly reviews, onsite meetings and training. This is for all new and existing equipment in support of the data center. 7. Short Circuit, Coordination and Arc Flash Study:

The Consultant shall perform a short-circuit, coordination and arch flash study for the data center electrical system. Documentation of these studies shall be provided. An updated one line diagram of the electrical system shall be provided. Provide for the placement of arc flash labels on electrical equipment as appropriate. 8. Testing and Commissioning: The Consultant shall provide for testing and commissioning of the systems including integrated system testing. 9. Contractor Use of the Premises: The Consultant shall review “Building Security and Contractor Use of the Premises”, for the Capitol Complex shown in Exhibit ‘E’ and shall edit the material or make additions where appropriate with input from the DPMC Project Team and members of the security staff so that it


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applies to the specific conditions of this project. This shall be included in the construction documents. Background checks will also be required. See Exhibit ‘F’.

B. CLEAN AGENT SYSTEM

1. General:

The Consultant shall provide the design and specifications for a clean agent fire protection system for the data center. The clean agent system shall be backed up by a pre-action system. The consultant shall provide the design and specifications for complete separation of the data center from surrounding spaces in the event of a clean agent discharge. The design shall address wall, ceiling, door and floor upgrades as necessary.

2. Detection, Actuation, Alarms, and Control Systems: Provide a schematic drawing showing the tie in method of all detectors, actuation devices, alarms, and control systems to the fire alarm control panel. Provide a complete step by step description of the system sequence of operations including functioning of abort and maintenance switches, delay timers, and emergency power shutdown. 3. Design Documents: Provide detailed drawings showing the computer room, hallways, walls, agent distribution system including the agent storage container location, piping and nozzle locations, type of pipe hangers and rigid pipe supports, detection, alarm, and control system including all devices and schematic of wiring interconnection between them, end-of-line device locations, location of controlled devices such as dampers and shutters and location of instructional signage. Provide an isometric view of the agent distribution system showing the length and diameter of each pipe segment, node reference numbers relating to the flow calculations, valves and operating devices, fittings including reducers and strainers and orientation of tees, nozzles including size, orifice port configuration, flow rate, and equivalent orifice area. 4. System Flow Calculations: System flow calculations shall be performed and one (1) signed and sealed set submitted to the DPMC Code and Design Unit Manager for record.


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C. GENERAL DESIGN OVERVIEW

1. Design Detail: Section VII of this Scope of Work is intended as a guide for the Consultant to understand the overall basic design requirements of the project and is not intended to identify each specific design component related to code and construction items. The Consultant shall provide those details during the design phase of the project ensuring that they are in compliance with all applicable codes, regulating authorities, and the guidelines established in the DPMC Procedures for Architects and Engineers Manual. The Consultant shall understand that construction documents submitted to DPMC shall go beyond the basic requirements set forth by the Uniform Construction Code N.J.A.C. 5:23-2.15(f). Drawings and specifications shall provide detail beyond that required to merely show the nature and character of the work to be performed. The construction documents shall provide sufficient information and detail to illustrate, describe and clearly delineate the design intent of the Consultant and enable all Contractors to uniformly bid the project. The Consultant shall review and comply with the DPMC “Plan Review Instructions” which can be found on DPMC’s web site at: http://www.state.nj.us/treasury/dpmc/lists_and_publications.shtml The Consultant shall ensure that all of the design items described in this scope of work are addressed and included in the project drawings and specification sections where appropriate. It shall be the Consultant’s responsibility to provide all of the design elements for this project. Under no circumstance may they delegate the responsibility of the design; or portions thereof, to the Contractor unless specifically allowed in this Scope of Work. 2. Specification Format: The Consultant shall prepare the construction specifications in the Construction Specifications Institute (CSI) format entitled MasterFormat©, latest edition. The project construction specifications shall include only those CSI MasterFormat© specification sections and divisions applicable to this specific project. 3. Submittal Schedule: The Consultant shall include a submittal schedule in Division 1 of the specifications. The schedule (list of required submittals) shall identify the general conditions and/or specification section (number and name) and the type of submittal required (material data, product data, test

http://www.state.nj.us/treasury/dpmc/lists_and_publications.shtml


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results, calculations, etc.). The submittal schedule is a compilation of the submittals required on the project and is provided as an aid to the contractor. 4. Construction Cost Estimates: The Consultant shall include with each design submittal phase identified in Paragraph IV.A, including the Permit Application Phase and Bid Phase, a detailed construction cost estimate itemized and summarized by the divisions and sections of the Construction Specification Institute (CSI) MasterFormat© latest edition applicable to the project. The detailed breakdown of each work item shall include labor, equipment, material and total costs. The construction estimate shall include all alternate bid items and all unit price items itemized and summarized by the divisions and sections of the specifications. All cost estimates shall be adjusted for regional location, site factors, construction phasing, premium time, building use group, location of work within the building, temporary swing space, security issues, and inflation factors based on the year in which the work is to be performed. The cost estimate shall include descriptions of all allowances and contingencies noted in the estimate. All cost estimates must be submitted on a DPMC-38 Project Cost Analysis form at each design phase of the project supported by the detailed construction cost estimate. The Project Manager will provide cost figures for those items which may be in addition to the CCE such as art inclusion, CM services, etc. and must be included as part of the CWE. This cost analysis must be submitted for all projects regardless of the Construction Cost Estimate amount.

D. PROJECT COMMENCEMENT

A pre-design meeting shall be scheduled with the Consultant and the Project Team members at the commencement of the project to obtain and/or coordinate the following information: 1. Project Directory:

Develop a project directory that identifies the name and phone number of key designated representatives who may be contacted during the design and construction phases of this project. 2. Site Access: Develop procedures to access the project site and provide the names and phone numbers of approved escorts when needed. Obtain copies of special security and policy procedures that


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must be followed during all work conducted at the facility and include this information in Division 1 of the specification. 3. Project Coordination: Review and become familiar with any current and/or future projects at the site that may impact the design, construction, and scheduling requirements of this project. Incorporate all appropriate information and coordination requirements in Division 1 of the specification. 4. Existing Documentation: Copies of the following documents will be provided to each Consulting firm at the pre-proposal meeting to assist in the bidding process. • DPMC Project A1332-00: OLS Data Center UPS Replacement, Record Set 7/19/2021,

Miller-Remick LLC Review these documents and any additional information that may be provided at a later date such as reports, studies, surveys, equipment manuals, as-built drawings, etc. The State does not attest to the accuracy of the information provided and accepts no responsibility for the consequences of errors by the use of any information and material contained in the documentation provided. It shall be the responsibility of the Consultant to verify the contents and assume full responsibility for any determination or conclusion drawn from the material used. If the information provided is insufficient, the Consultant shall take the appropriate actions necessary to obtain the additional information required. All original documentation shall be returned to the provider at the completion of the project. 5. Scope of Work: Review the design and construction administration responsibilities and the submission requirements identified in this Scope of Work with the Project Team members. Items such as: contract deliverables, special sequencing or phased construction requirements, special hours for construction based on Client Agency programs or building occupancy, security needs, delivery dates of critical and long lead items, utility interruptions or shut down constraints for tie-ins, weather restrictions, and coordination with other project construction activities at the site shall be addressed. This information and all general administrative information; including a narrative summary of the work for this project, shall be included in Division 1 of the specification. The Consultant shall assure that there are no conflicts between the information contained in Division 1 of the specification and the DPMC General Conditions.


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6. Project Schedule: Review and update the project design and construction schedule with the Project Team members.

E. BUILDING & SITE INFORMATION The following information shall be included in the project design documents. 1. Building Classification: Provide the building Use Group Classification and Construction Type on the appropriate design drawing. 2. Building Block & Lot Number: Provide the site Block and Lot Number on the appropriate design drawing. 3. Building Site Plan: Only when the project scope involves site work, or when the design triggers code issues that require site information to show code compliance, shall a site plan be provided that is drawn in accordance with an accurate boundary line survey. The site plan shall include, but not be limited to, the following as may be applicable: • The size and location of new and existing buildings and additions as well as other structures. • The distance between buildings and structures and to lot lines. • Established and new site grades and contours as well as building finished floor elevations. • New and existing site utilities, site vehicular and pedestrian roads, walkways and parking

areas. 4. Site Location Map: Provide a site location map on the drawing cover sheet that identifies the vehicular travel routes from major roadways to the project construction site and the approved access roads to the Contractor’s worksite staging area.

F. DESIGN MEETINGS & PRESENTATIONS 1. Design Meetings: Conduct the appropriate number of review meetings with the Project Team members during each design phase of the project so they may determine if the project meets their requirements,


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question any aspect of the contract deliverables, and make changes where appropriate. The Consultant shall describe the philosophy and process used in the development of the design criteria and the various alternatives considered to meet the project objectives. Selected studies, sketches, cost estimates, schedules, and other relevant information shall be presented to support the design solutions proposed. Special considerations shall also be addressed such as: Contractor site access limitations, utility shutdowns and switchover coordination, phased construction and schedule requirements, security restrictions, available swing space, material and equipment delivery dates, etc. It shall also be the responsibility of the Consultant to arrange and require all critical Sub-Consultants to be in attendance at the design review meetings. Record the minutes of each design meeting and distribute within seven (7) calendar days to all attendees and those persons specified to be on the distribution list by the Project Manager. 2. Design Presentations: The minimum number of design presentations required for each phase of this project is identified below for reference: Schematic Phase: One (1) oral presentation at phase completion. Design Development Phase: One (1) oral presentation at phase completion. Final Design Phase: One (1) oral presentation at phase completion.

G. CONSTRUCTION BID DOCUMENT SUBMITTAL

In addition to submitting construction bid documents as defined in Section XIV Contract Deliverables, Consultant shall submit both specifications and drawings on compact disk (CD) in Adobe Portable Document Format (.pdf).

VIII. CONSULTANT CONSTRUCTION RESPONSIBILITIES

A. GENERAL CONSTRUCTION ADMINISTRATION OVERVIEW This section of the Scope of Work is intended as a guide for the Consultant to understand its overall basic construction administration responsibilities for the project and does not attempt to identify each specific activity or deliverable required during this phase. The Consultant shall obtain that information from the current publication of the DPMC Procedures for Architects and


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Engineers Manual and any additional information provided during the Consultant Selection Process.

B. PRE-BID MEETING The Consultant shall attend, chair, record and distribute minutes of the Contractor pre-bid meetings. When bidders ask questions that may affect the bid price of the project, the Consultant shall develop a Bulletin(s) to clarify the bid documents in the format described in the Procedures for Architects and Engineers Manual, Section 9.2 entitled “Bulletins.” These Bulletins must be sent to DPMC at least seven (7) calendar days prior to the bid opening date. DPMC will then distribute the document to all bidders.

C. POST BID REVIEW MEETING, RECOMMENDATION FOR AWARD The Consultant; in conjunction with the Project Manager, shall review the bid proposals submitted by the various Contractors to determine the low responsible bid for the project. The Consultant, in conjunction with the Project Manager and Project Team members, shall develop a post bid questionnaire based on the requirements below and schedule a post bid review meeting with the Contractor’s representative to review the construction costs and schedule, staffing, and other pertinent information to ensure they understand the Scope of the Work and that their bid proposal is complete and inclusive of all requirements necessary to deliver the project in strict accordance with the plans and specifications. 1. Post Bid Review: Review the project bid proposals including the alternates, unit prices, and allowances within seven (7) calendar days from the bid due date. Provide a bid tabulation matrix comparing all bids submitted and make a statement about the high, low, and average bids received. Include a comparison of the submitted bids to the approved current construction cost estimate. When applicable, provide an analysis with supporting data, detailing why the bids did not meet the construction cost estimate. 2. Review Meeting: Arrange a meeting with the apparent low bid Contractor to discuss its bid proposal and other issues regarding the award of the contract. Remind the Contractor that this is a Lump Sum bid. Request the Contractor to confirm that its bid proposal does not contain errors. Review and confirm Alternate pricing and Unit pricing and document acceptance or rejection as appropriate. Comment on all omissions, qualifications and unsolicited statements appearing in the proposals. Review any special circumstances of the project. Ensure the Contractor’s signature appears on all post bid review documents.


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3. Substitutions: Inquire about any potential substitutions being contemplated by the Contractor and advise them of the State’s guidelines for the approval of substitutions and the documentation required. Review the deadline and advise the Contractor that partial submissions are not acceptable. Submission after the deadline may be rejected by the State. Equal substitutions that are proposed by the Contractor that are of lesser value must have a credit change order attached with the submittal (See Article 4.7.5 “Substitutions” of the General Conditions). The State has the right to reject the submission if there is no agreement on the proposed credit. Contractor will be responsible to submit a specified item. 4. Schedule: Confirm that the Contractor is aware of the number of calendar days listed in the contract documents for the project duration and that the Contractor’s bid includes compliance with the schedule duration and completion dates. Particular attention shall be given to special working conditions, long lead items and projected delivery dates, etc. Review project milestones (if applicable). This could give an indication of Contractor performance, but not allow a rejection of the bid. Review the submittal timeframes per the Contract documents. Ask the Contractor to identify what products will take over twenty-eight (28) calendar days to deliver from the point of submittal approval. 5. Performance: Investigate the past performance of Contractor by contacting Architects and owners (generally three of each) that were listed in the DPMC pre-qualification package or other references that may have been provided. Inquire how the Contractor performed with workmanship, schedule, project management, change orders, cooperation, paper work, etc. 6. Letter of Recommendation: The Consultant shall prepare a Letter of Recommendation for contract award to the Contractor submitting the lowest responsible bid within three (3) calendar days from the post bid review meeting. The document shall contain the project title, DPMC project number, bid due date and expiration date of the proposal. It shall include a detailed narrative describing each post bid meeting agenda item identified above and a recommendation to award the contract to the apparent low bid Contractor based on the information obtained during that meeting. Describe any acceptance or rejection of Alternate pricing and Unit pricing.


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Comment on any discussion with the Contractor that provides a sense of its understanding of the project and any special difficulties that they see, and how they might approach those problems. Attach all minutes of the Post bid meeting and any other relevant correspondence with the Letter of Recommendation and submit them to the Project Manager. 7. Conformed Drawings: The Consultant shall prepare and distribute two (2) sets of drawings stamped “Conformed Drawings” to the Project Manager that reflect all Bulletins and/or required changes, additions, and deletions to the pertinent drawings within fourteen (14) calendar days of the construction contract award date. Any changes made in Bulletins, meeting minutes, post bid review requirements shall also be reflected in the specification.

D. DIRECTOR’S HEARING

The Consultant must attend any Director’s hearing(s) if a Contractor submits a bid protest. The Consultant shall be present to interpret the intent of the design documents and answer any technical questions that may result from the meeting. In cases where the bid protest is upheld, the Consultant shall submit a new “Letter of Recommendation” for contract award. The hours required to attend the potential hearings and to document the findings shall be estimated by the Consultant and the costs will be included in the base bid of its fee proposal.

E. CONSTRUCTION JOB MEETINGS, SCHEDULES, LOGS The Consultant shall conduct all of the construction job meetings, to be held bi-weekly for the duration of construction, in accordance with the procedures identified in the A/E manual and those listed below. 1. Meetings: The Consultant and Sub-Consultant(s) shall attend the pre-construction meeting and all construction job meetings during the construction phase of the project. The Consultant shall chair the meeting, transcribe and distribute the job-meeting minutes for every job meeting to all attendees and to those persons specified to be on the distribution list by the Project Manager. The Agenda for the meeting shall include, but not be limited to the items identified in the Procedures for Architects and Engineers Manual, Section 10.3.1, entitled “Agenda.” Also, the Consultant is responsible for the preparation and distribution of minutes within three (3) working days of the meeting. The format to be used for the minutes shall comply with those identified in the “Procedures for Architects and Engineers Manual,” Section 10.3.4, entitled,


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“Format of Minutes.” All meeting minutes are to have an “action” column indicating the party that is responsible for the action indicated and a deadline to accomplish the assigned task. These tasks must be reviewed at each job progress meeting until it is completed and the completion date of each task shall be noted in the minutes of the meeting following the task completion. 2. Schedules: The Consultant; with the input from the Client Agency Representative and Project Manager, shall review and recommend approval of the project construction schedule prepared by the Contractor. The schedule shall identify all necessary start and completion dates of construction, construction activities, submittal process activities, material deliveries and other milestones required to give a complete review of the project. The Consultant shall record any schedule delays, the party responsible for the delay, the schedule activity affected, and the original and new date for reference. The Consultant shall ensure that the Contractor provides a two (2) week “look ahead” construction schedule based upon the current monthly updated schedule as approved at the bi-weekly job meetings and that identifies the daily planned activities for that period. This Contractor requirement must also be included in Division 1 of the specification for reference. 3. Submittal Log: Based on the Submittal Schedule in Division 1 of the specifications, the Consultant shall develop and implement a submittal log that includes all of the required project submittals as identified in the general conditions and technical specifications. The submittal log shall be provided to the contractor at the pre-construction meeting. The dates of submission shall be determined and approved by all affected parties during the pre-construction meeting. Examples of the submissions to be reviewed and approved by the Consultant and Sub-Consultant (if required) include: project schedule, schedule of values, shop drawings, equipment and material catalog cuts, spec sheets, product data sheets, MSDS material safety data sheets, specification procedures, color charts, material samples, mock-ups, etc. The submittal review process must be conducted at each job progress meeting and shall include the Consultant, Sub-Consultant, Contractor, Project Manager, and designated representatives of the Client Agency.

The Consultant shall provide an updated submittal log at each job meeting that highlights the status of all required submissions.

F. CONSTRUCTION SITE ADMINISTRATION SERVICES

The Consultant and Sub-Consultant(s) shall provide construction site administration services during the duration of the project. The Consultant and Sub-Consultant(s) do not necessarily have


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to be on site concurrently if there are no critical activities taking place that require the Sub-Consultant’s participation. The services required shall include, but not be limited to; field observations sufficient to verify the quality and progress of construction work, conformance and compliance with the contract documents, and to attend/chair meetings as may be required by the Project Manager to resolve special issues. Consultant and Sub-Consultant(s) shall conduct weekly site inspection/field observation visits. Site inspection/field observation visits may be conducted in conjunction with regularly scheduled bi-weekly construction job meetings, depending on the progress of work, for weeks that construction job meetings are scheduled. The Consultant and its Sub-Consultant(s) shall submit a field observation report for each site inspection to the Project Manager within three (3) calendar days of the site visit. Also, they shall conduct inspections during major construction activities including, but not limited to the following examples: concrete pours, steel and truss installations, code inspections, final testing of systems, achievement of each major milestone required on the construction schedule, and requests from the Project Manager. The assignment of a full time on-site Sub-Consultant does not relieve the Consultant of its site visit obligation. The Consultant shall refer to Section XIV. Contract Deliverables of this Scope of Work subsection entitled “Construction Phase” to determine the extent of services and deliverables required during this phase of the project.

G. SUB-CONSULTANT PARTICIPATION It is the responsibility of the Consultant to ensure that they have provided adequate hours and/or time allotted in its technical proposal so that Sub-Consultants may participate in all appropriate phases and activities of this project or whenever requested by the Project Manager. This includes the pre-proposal site visit and the various design meetings and construction job meetings, site visits, and close-out activities described in this Scope of Work. Field observation reports and/or meeting minutes are required to be submitted to the Project Manager within three (3) calendar days of the site visit or meeting. All costs associated with such services shall be included in the base bid of the Consultant’s fee proposal.

H. DRAWINGS 1. Shop Drawings: Each Contractor shall review the specifications and determine the numbers and nature of each shop drawing submittal. Five (5) sets of the documents shall be submitted with reference made to the appropriate section of the specification. The Consultant shall review the Contractor’s shop drawing submissions for conformity with the construction documents within seven (7) calendar days of receipt. The Consultant shall return each shop drawing submittal stamped with the


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appropriate action, i.e. “Approved”, “Approved as Noted”, “Approved as Noted Resubmit for Records”, “Rejected”, etc. 2. As-Built & Record Set Drawings: The Contractor(s) shall keep the contract drawings up-to-date at all times during construction and upon completion of the project, submit AS-BUILT drawings to the Consultant with the Contractor(s) certification as to the accuracy of the information prior to final payment. All AS-BUILT drawings submitted shall be entitled AS-BUILT above the title block and dated. The Consultant shall review the Contractor(s)’ AS-BUILT drawings at each job progress meeting to ensure that they are up-to-date. Any deficiencies shall be noted in the progress meeting minutes. The Consultant shall acknowledge acceptance of the AS-BUILT drawings by signing a transmittal indicating they have reviewed them and that they reflect the AS-BUILT conditions as they exist. Upon receipt of the AS-BUILT drawings from the Contractor(s), the Consultant shall obtain the original reproducible drawings from DPMC and transfer the AS-BUILT conditions to the original full sized signed reproducible drawings to reflect RECORD conditions within fourteen (14) calendar days of receipt of the AS-BUILT information. The Consultant shall note the following statement on the original RECORD-SET drawings. “The AS-BUILT information added to this drawing(s) has been supplied by the Contractor(s). The Architect/Engineer does not assume the responsibility for its accuracy other than conformity with the design concept and general adequacy of the AS-BUILT information to the best of the Architect’s/Engineer’s knowledge.” Upon completion, The Consultant shall deliver the RECORD-SET original reproducible drawings to DPMC who will acknowledge receipt in writing. This hard copy set of drawings and two (2) sets of current release AUTO CAD discs shall be submitted to DPMC. The discs shall contain all AS-BUILT drawings in both “.dwg” (native file format for AUTO CAD) and “.pdf” (Adobe portable document format) file formats.

I. CONSTRUCTION DEFICIENCY LIST The Consultant shall prepare, maintain and continuously distribute an on-going deficiency list to the Contractor, Project Manager, and Client Agency Representative during the construction phase of the project. This list shall be separate correspondence from the field observation reports and shall not be considered as a punch list.


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J. INSPECTIONS: SUBSTANTIAL & FINAL COMPLETION The Consultant and Sub-Consultant(s) accompanied by the Project Manager, Code Inspection Group, Client Agency Representative and Contractor shall conduct site inspections to determine the dates of substantial and final completion. The Project Manager will issue the only recognized official notice of substantial completion. The Consultant shall prepare and distribute the coordinated punch list, written warranties and other related DPMC forms and documents, supplied by the Contractor, to the Project Manager for review and certification of final contract acceptance. If applicable, the punch list shall include a list of attic stock and spare parts.

K. CLOSE-OUT DOCUMENTS The Consultant shall review all project close-out documents as submitted by the Contractors to ensure that they comply with the requirements listed in the “Procedure for Architects and Engineers’ Manual.” The Consultant shall forward the package to the Project Manager within fourteen (14) calendar days from the date the Certificate of Occupancy/Certificate of Approval is issued. The Consultant shall also submit a letter certifying that the project was completed in accordance with the contract documents, etc.

L. CLOSE-OUT ACTIVITY TIME The Consultant shall provide all activities and deliverables associated with the “Close-Out Phase” of this project as part of its Lump Sum base bid. The Consultant and/or Sub-Consultant(s) may not use this time for additional job meetings or extended administrative services during the Construction Phase of the project.

M. TESTING, TRAINING, MANUALS AND ATTIC STOCK The Consultant shall ensure that all equipment testing, training sessions and equipment manuals required for this project comply with the requirements identified below. 1. Testing: All equipment and product testing conducted during the course of construction is the responsibility of the Contractor. However, the Consultant shall ensure the testing procedures comply with manufacturers recommendations. The Consultant shall review the final test reports and provide a written recommendation of the acceptance/rejection of the material, products or equipment tested within seven (7) calendar days of receipt of the report.


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2. Training: The Consultant shall include in the specification that the Contractor shall schedule and coordinate all equipment training with the Project Manager and Client Agency representatives. It shall state that the Contractor shall submit the Operation and Maintenance (O&M) manuals, training plan contents, and training durations to the Consultant, Project Manager and Client Agency Representative for review and approval prior to the training session. The Consultant shall ensure that the training session is video recorded by the Contractor. A copy of the recording shall be transmitted to the Project Manager on compact disk who will forward the material to the Client Agency for future reference. All costs associated with the training sessions shall be borne by the Contractor installing the equipment. A signed letter shall be prepared stating when the training was completed and must be accompanied with the training session sign-in sheet as part of the project close-out package. 3. Operation & Maintenance Manuals: The Consultant shall coordinate and review the preparation and issuance of the equipment manuals provided by the Contractor(s) ensuring that they contain the operating procedures, maintenance procedures and frequency, cut sheets, parts lists, warranties, guarantees, and detailed drawings for all equipment installed at the facility. A troubleshooting guide shall be included that lists problems that may arise, possible causes with solutions, and criteria for deciding when equipment shall be repaired and when it must be replaced. Include a list of the manufacturer’s recommended spare parts for all equipment being supplied for this project. A list of names, addresses and telephone numbers of the Contractors involved in the installations and firms capable of performing services for each mechanical item shall be included. The content of the manuals shall be reviewed and approved by the Project Manager and Client Agency Representative. The Consultant shall include in the specification that the Contractor must provide a minimum of ten (10) “throwaway” copies of the manual for use at the training seminar and seven (7) hardbound copies as part of the project close-out package.


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4. Attic Stock: The Consultant shall determine and recommend whether “attic stock” should be included for all aspects of the project. If required, the Consultant shall specify attic stock items to be included in the project.

Prior to project close-out, the Consultant must prepare a comprehensive listing of all items for delivery by the Contractor to the Owner and in accordance with the appropriate specification/plan section. Items shall include, but not be limited to: training sessions, O&M manuals, as-built drawings, itemized attic stock requirements, and manufacturer guarantees/warranties.

N. CHANGE ORDERS

The Consultant shall review and process all change orders in accordance with the contract documents and procedures described below. 1. Consultant: The Consultant shall prepare a detailed request for Change Order including a detailed description of the change(s) along with appropriate drawings, specifications, and related documentation and submit the information to the Contractor for the change order request submission. This will require the use of the current DPMC 9b form. 2. Contractor: The Contractor shall submit a DPMC 9b Change Order Request form to the Project Manager within seven (7) calendar days after receiving the Change Order from the Consultant. The document shall identify the changed work in a manner that will allow a clear understanding of the necessity for the change. Copies of the original design drawings, sketches, etc. and specification pages shall be highlighted to clarify and show entitlement to the Change Order. Copies shall be provided of job minutes or correspondence with all relative information highlighted to show the origin of the Change Order. Supplementary drawings from the Consultant shall be included if applicable that indicate the manner to be used to complete the changed work. A detailed breakdown of all costs associated with the change, i.e. material, labor, equipment, overhead, Sub-Contractor work, profit and bond, and certification of increased bond shall be provided. If the Change Order will impact the time of the project, the Contractor shall include a request for an extension of time. This request shall include a copy of the original approved project schedule and a proposed revised schedule that reflects the impact on the project completion date. Documentation to account for the added time requested shall be included to support entitlement


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of the request such as additional work, weather, other Contractors, etc. This documentation shall contain dates, weather data and all other relative information. 3. Recommendation for Approval: The Consultant shall evaluate the reason for the change in work and provide a detailed written recommendation for approval or disapproval of the Change Order Request including backup documentation of costs in CSI format and all other considerations to substantiate that decision. 4. Code Review: The Consultant shall determine if the Change Order request will require Code review and shall submit six (6) sets of signed and sealed modified drawings and specifications to the DPMC Plan & Code Review Unit for approval, if required. The Consultant must also determine and produce a permit amendment request if required. 5. Cost Estimate: The Consultant shall provide a detailed cost estimate of the proposed Change Order Request, as submitted by the Contractor, in CSI format (latest edition) for all appropriate divisions and sub-divisions using a recognized estimating formula. The estimate shall then be compared with that of the Contractor’s estimate. If any line item in the Consultant’s estimate is lower than the corresponding line item in the Contractor’s estimate, the Consultant in conjunction with the Project Manager is to contact the Contractor by telephone and negotiate the cost differences. The Consultant shall document the negotiated agreement on the Change Order Request form. If the Contractor’s total dollar value changes based on the negotiations, the Consultant shall identify the changes on the Change Order Request form accordingly. When recommending approval or disapproval of the change order, the Consultant shall be required to prepare and process a Change Order package that contains at a minimum the following documents: • DPMC 9b Change Order Request • DPMC 10 Consultant’s Evaluation of Contractor’s Change Order Request • Consultant’s Independent Detailed Cost Estimate • Notes of Negotiations 6. Time Extension: When a Change Order Request is submitted with both cost and time factors, the Consultant’s independent cost estimate is to take into consideration time factors associated with the changed work. The Consultant is to compare its time element with that of the Contractor’s time request


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and if there is a significant difference, the Consultant in conjunction with the Project Manager is to contact the Contractor by telephone and negotiate the difference.

When a Change Order Request is submitted for time only, the Consultant is to do an independent evaluation of the time extension request using a recognized scheduling formula. Requests for extension of contract time must be done in accordance with the General Conditions Article 10.1 “Changes in the Work”. 7. Submission: The Consultant shall complete all of the DPMC Change Order Request forms provided and submit a completed package to the Project Manager with all appropriate backup documentation within seven (7) calendar days from receipt of the Contractor’s change order request. The Consultant shall resubmit the package at no cost to the State if the change order package contents are deemed insufficient by the Project Manager. 8. Meetings: The Consultant shall attend and actively participate at all administrative hearings or settlement conferences as may be called by Project Manager in connection with such Change Orders and provide minutes of those meetings to the Project Manager for distribution.

9. Consultant Fee: All costs associated with the potential Contractor Change Order Requests shall be anticipated by the Consultant and included in the base bid of its fee proposal. If the Client Agency Representative requests a scope change; and it is approved by the Project Manager, the Consultant may be entitled to be reimbursed through an amendment and in accordance with the requirements stated in paragraph 10.01 of this Scope of Work.

IX. PERMITS & APPROVALS

A. NJ UNIFORM CONSTRUCTION CODE PERMIT The project construction documents must comply with the latest adopted edition of the NJ Uniform Construction Code (NJUCC).


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The latest NJUCC Adopted Codes and Standards can be found at: http://www.state.nj.us/dca/divisions/codes/codreg/ The Consultant shall complete the NJUCC permit application and all applicable technical sub-code sections with all technical site data required. The Agent section of the application and certification section of the building sub-code section shall be signed. These documents shall be forwarded to the DPMC Project Manager. The Consultant may obtain copies of all NJUCC permit applications at the following website: http://www.state.nj.us/dca/divisions/codes/forms/ All other required project permits shall be obtained and paid for by the Consultant in accordance with the procedures described in Paragraph IX.B. 1. Prior Approval Certification Letters: The issuance of a construction permit for this project may be contingent upon acquiring various “prior approvals” as defined by N.J.A.C. 5:23-1.4. It is the Consultant’s responsibility to determine which prior approvals, if any, are required. The Consultant shall submit a general certification letter to the DPMC Plan & Code Review Unit Manager during the Permit Phase of this project that certifies all required prior approvals have been obtained. In addition to the general certification letter discussed above, the following specific prior approval certification letters, where applicable, shall be submitted by the Consultant to the DPMC Plan & Code Review Unit Manager: Soil Erosion & Sediment Control, Water & Sewer Treatment Works Approval, Coastal Areas Facilities Review, Compliance of Underground Storage Tank Systems with N.J.A.C. 7:14B, Pinelands Commission, Highlands Council, Well Construction and Maintenance; Sealing of Abandoned Wells with N.J.A.C. 7:9D, Certification that all utilities have been disconnected from structures to be demolished, Board of Health Approval for Potable Water Wells, Health Department Approval for Septic Systems. It shall be noted that in accordance with N.J.A.C. 5:23-2.15(a)5, a permit cannot be issued until the letter(s) of certification is received. 2. Multi-building or Multi-site Permits: A project that involves many buildings and/or sites requires that a separate permit shall be issued for each building or site. The Consultant must determine the construction cost estimate for each building and/or site location and submit that amount where indicated on the permit application.

http://www.state.nj.us/dca/divisions/codes/codreg/

http://www.state.nj.us/dca/divisions/codes/forms/


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3. Special Inspections: In accordance with the requirements of the New Jersey Uniform Construction Code N.J.A.C. 5:23-2.20(b), Bulletin 03-5 and Chapter 17 of the International Building Code, the Consultant shall be responsible for the coordination of all special inspections during the construction phase of the project. Bulletin 03-5 can be found at: http://www.state.nj.us/dca/divisions/codes/publications/pdf_bulletins/b_03_5.pdf a. Definition: Special inspections are defined as an independent verification by a certified Special Inspector for Class I buildings and smoke control systems in any class building. The special inspector is to be independent from the Contractor and responsible to the Consultant so that there is no possible conflict of interest. Special inspectors shall be certified in accordance with the requirements in the New Jersey Uniform Construction Code. b. Responsibilities: The Consultant shall submit with the permit application, a list of special inspections and the agencies or special inspectors that will be responsible to carry out the inspections required for the project. The list shall be a separate document, on letter head, signed and sealed.

B. OTHER REGULATORY AGENCY PERMITS, CERTIFICATES AND APPROVALS

The Consultant shall identify and obtain all other State Regulatory Agency permits, certificates, and approvals that will govern and affect the work described in this Scope of Work. An itemized list of these permits, certificates, and approvals shall be included with the Consultant’s Technical Proposal and the total amount of the application fees should be entered in the Fee Proposal line item entitled, “Permit Fee Allowance.” The Consultant may refer to the Division of Property Management and Construction “Procedures for Architects and Engineers Manual”, Section 6.4.8, which presents a compendium of State permits, certificates, and approvals that may be required for this project. The Consultant shall determine the appropriate phase of the project to submit the permit application(s) in order to meet the approved project milestone dates.

http://www.state.nj.us/dca/divisions/codes/publications/pdf_bulletins/b_03_5.pdf


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Where reference to an established industry standard is made, it shall be understood to mean the most recent edition of the standard unless otherwise noted. If an industry standard is found to be revoked, or should the standard have undergone substantial change or revision from the time that the Scope of Work was developed, the Consultant shall comply with the most recent edition of the standard.

C. STATE INSURANCE APPROVAL

If requested by the using agency or DPMC design management, plans and specifications shall be submitted to the State insurance underwriter for review and comment. The plans shall be sent directly by the consultant and a copy of the comments, if any, shall be provided to the DPMC Plan & Code Review Unit for its information. The Consultant shall review all the comments and, with agreement of the Project Team, modify the documents while adhering to the project’s SOW requirements, State code requirements, schedule, budget, and Consultant fee.

D. PUBLIC EMPLOYEES OCCUPATIONAL SAFETY & HEALTH PROGRAM

A paragraph shall be included in the design documents, if applicable to this project that states: The Contractor shall comply with all the requirements stipulated in the Public Employees Occupational Safety & Health Program (PEOSHA) document, paragraph 12:100-13.5 entitled “Air quality during renovation and remodeling”. The Contractor shall submit a plan demonstrating the measures to be utilized to confine the dust, debris, and air contaminants in the renovation or construction area of the project site to the Project Team prior to the start of construction. The link to the document is: http://www.nj.gov/health/workplacehealthandsafety/peosh/peosh-health-standards/iaq.shtml

E. PERMIT MEETINGS The Consultant shall attend and chair all meetings with Permitting Agencies necessary to explain and obtain the required permits.

F. MANDATORY NOTIFICATIONS The Consultant shall include language in Division 1 of the specification that states the Contractor shall assure compliance with the New Jersey “One Call” Program (1-800-272-1000) if any excavation is to occur at the project site.

http://www.nj.gov/health/workplacehealthandsafety/peosh/peosh-health-standards/iaq.shtml


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The One Call Program is known as the “New Jersey Underground Facility Protection Act”, refer to N.J.A.C. 14:2.

G. CONSULTANT FEE The Consultant shall determine the efforts required to complete and submit all permit applications, obtain and prepare supporting documentation, attend meetings, etc., and include the total cost in the base bid of its fee proposal under the “Permit Phase”.

X. GENERAL REQUIREMENTS

A. SCOPE CHANGES The Consultant must request any changes to this Scope of Work in writing. An approved DPMC 9c Consultant Amendment Request form reflecting authorized scope changes must be received by the Consultant prior to undertaking any additional work. The DPMC 9c form must be approved and signed by the Director of DPMC and written authorization issued from the Project Manager prior to any work being performed by the Consultant. Any work performed without the executed DPMC 9c form is done at the Consultant’s own financial risk.

B. ERRORS AND OMISSIONS The errors and omissions curve and the corresponding sections of the “Procedures for Architects and Engineers Manual” are eliminated. All claims for errors and omissions will be pursued by the State on an individual basis. The State will review each error or omission with the Consultant and determine the actual amount of damages, if any, resulting from each negligent act, error or omission.

C. ENERGY INCENTIVE PROGRAM The Consultant shall review the programs described on the “New Jersey’s Clean Energy Program” website at: http://www.njcleanenergy.com to determine if any proposed upgrades to the mechanical and/or electrical equipment and systems for this project qualify for “New Jersey Clean Energy Program” rebates and incentives such as SmartStart, Pay4Performance, Direct Install or any other incentives. The Consultant shall be responsible to complete the appropriate registration forms and applications, provide any applicable worksheets, manufacturer’s specification sheets, calculations, attend meetings, and participate in all activities with designated representatives of the programs and utility companies to obtain the entitled financial incentives and rebates for this

http://www.njcleanenergy.com/


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project. All costs associated with this work shall be estimated by the Consultant and the amount included in the base bid of its fee proposal.

XI. ALLOWANCES

A. PERMIT FEE ALLOWANCE

The Consultant shall obtain and pay for all of the project permits in accordance with the guidelines identified below. 1. Permits: The Consultant shall determine the various permits, certificates, and approvals required to complete this project. 2. Permit Costs: The Consultant shall estimate the application fee costs for all of the required project permits, certificates, and approvals (excluding the NJ Uniform Construction Code permit) and include that amount in its fee proposal line item entitled “Permit Fee Allowance”, refer to Paragraph IX.A. A breakdown of each permit and application fee shall be attached to the fee proposal for reference.

NOTE: The NJ Uniform Construction Code permit is excluded since it will be paid for by the State. 3. Applications: The Consultant shall complete and submit all permit applications to the appropriate permitting authorities and the costs shall be paid from the Consultant’s permit fee allowance. A copy of the application(s) and the original permit(s) obtained by the Consultant shall be given to the DPMC Project Manager for distribution during construction. 4. Consultant Fee: The Consultant shall determine what is required to complete and submit the permit applications, obtain supporting documentation, attend meetings, etc., and include the total cost in the base bid of its fee proposal under the “Permit Phase” column.

Any funds remaining in the permit allowance will be returned to the State at the close of the project.


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XII. SUBMITTAL REQUIREMENTS

A. CONTRACT DELIVERABLES All submissions shall include the Contract Deliverables identified in Section XIV of this Scope of Work and described in the DPMC Procedures for Architects and Engineers Manual.

B. CATALOG CUTS The Consultant shall provide catalog cuts as required by the DPMC Plan & Code Review Unit during the design document review submissions. Examples of catalog cuts include, but are not limited to: mechanical equipment, hardware devices, plumbing fixtures, fire suppression and alarm components, specialized building materials, electrical devices, etc.

C. PROJECT DOCUMENT BOOKLET The Consultant shall submit all of the required Contract Deliverables to the Project Manager at the completion of each phase of the project. All reports, meeting minutes, plan review comments, project schedule, cost estimate in CSI format (latest edition), correspondence, calculations, and other appropriate items identified on the Submission Checklist form provided in the A/E Manual shall be presented in an 8½” x 11” bound “booklet” format.

D. DESIGN DOCUMENT CHANGES Any corrections, additions, or omissions made to the submitted drawings and specifications at the Permit Phase of the project must be submitted to DPMC Plan & Code Review Unit as a complete document. Corrected pages or drawings may not be submitted separately unless the Consultant inserts the changed page or drawing in the original documents. No Addendums or Bulletins will be accepted as a substitution to the original specification page or drawing.

E. SINGLE-PRIME CONTRACT All references to “separate contracts” in the Procedures for Architects and Engineers Manual, Chapter 8, shall be deleted since this project will be advertised as a “Single Bid” (Lump Sum All Trades) contract. The single prime Contractor will be responsible for all work identified in the drawings and specifications. The drawings shall have the required prefix designations and the specification sections shall have the color codes as specified for each trade in the DPMC Procedure for Architects and Engineers Manual.


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The Consultant must still develop the Construction Cost Estimate (CCE) for each trade and the amount shall be included on the DPMC-38 Project Cost Analysis form where indicated. This document shall be submitted at each design phase of the project and updated immediately prior to the advertisement to bid.


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XIII. SOW SIGNATURE APPROVAL SHEET

This Scope of Work shall not be considered a valid document unless all signatures appear in each designated area below. The Client Agency approval signature on this page indicates that they have reviewed the design criteria and construction schedule described in this project Scope of Work and verifies that the work will not conflict with the existing or future construction activities of other projects at the site. SOW APPROVED BY: JAMES WRIGHT, MANAGER DATE DPMC PROJECT PLANNING & INITIATION SOW APPROVED BY: STEVEN PIETRZAK, BUILDING MANAGER DATE STATE HOUSE BUILDING MANAGEMENT OFFICE SOW APPROVED BY: ED HEDGER, PROJECT MANAGER DATE DPMC PROJECT MANAGEMENT GROUP SOW APPROVED BY: RICHARD FLODMAND, DEPUTY DIRECTOR DATE DIV PROPERTY MGT & CONSTRUCTION

9/10/2021

9-10-21

9/16/21

tydhedg

EJH Signature

tydhedg

Text Box

9/14/21


PAGE 38

XIV. CONTRACT DELIVERABLES The following is a listing of Contract Deliverables that are required at the completion of each phase of this project. The Consultant shall refer to the DPMC publication entitled, “Procedures for Architects and Engineers,” Volumes I and II, 2nd Edition, dated January, 1991 to obtain a more detailed description of the deliverables required for each item listed below. The numbering system used in this “Contract Deliverables” section of the scope of work corresponds to the numbering system used in the “Procedures for Architects and Engineers” manual and some may have been deleted if they do not apply to this project. SCHEMATIC DESIGN PHASE: 25% Complete Design Documents (Minimum) 6.1 Project Schedule (Update Bar Chart Schedule) 6.2 Meetings & Minutes (Minutes within seven (7) calendar days of meeting) 6.3 Correspondence 6.4 Submission Requirements 6.4.1 A/E Statement of Site Visit, As-Built Drawing Verification (if available) 6.4.2 Space Analysis & Program Requirements 6.4.3 Special Features Description: communications, security, fire protection, special

structural features, etc. 6.4.4 Site Evaluation 6.4.8 Regulatory Agency Approvals 6.4.10 Drawings: 6 sets Cover Sheet (See A/E Manual for format) Floor Plans Elevations Sections/Details Electrical Narrative 6.4.11 Specifications: 6 sets (See A/E Manual for format, include Division 1 and edit to

describe the administrative and general requirements of the project) 6.4.12 Current Working Estimate in CSI Format & Cost Analysis 38 Form 6.4.13 Bar Chart of Design and Construction Schedule 6.4.14 Oral Presentation of Submission to Project Team 6.4.15 SOW Compliance Statement 6.4.16 This Submission Checklist (See A/E Manual, Figure 6.4.16 for format) 6.4.17 Deliverables Submission in Booklet Form: 7 sets


PAGE 39

6.5 Approval 6.5.1 Respond to Submission Comments 6.6 Submission Forms Figure 6.4.10 Plan Review Record Sheet Figure 6.4.12 Current Working Estimate/Cost Analysis Figure 6.4.16 Submission Checklist DESIGN DEVELOPMENT PHASE: 50% Complete Design Documents (Minimum) 7.1 Project Schedule (Update Bar Chart Schedule) 7.2 Meetings & Minutes (Minutes within seven (7) calendar days of meeting) 7.3 Correspondence 7.4 Submission Requirements 7.4.1 A/E Statement of Site Visit, As-Built Drawing Verification (if available) 7.4.2 Space Analysis & Program Requirements (if changed from Schematic Phase) 7.4.3 Special Features Description: communications, security, fire protection, special

structural features, etc. 7.4.4 Site Evaluation 7.4.8 Regulatory Agency Approvals 7.4.10 Drawings: 6 sets Cover Sheet (See A/E Manual for format) Site Utility Plan Floor Plans Elevations Sections/Details Fire Protection Drawings, Hydraulic Calcs, Pressure & Flow Data Electrical Drawings, Riser Diagram, Panel Schedules, Service Size 7.4.11 Specifications: 6 sets (See A/E Manual for format, include Division 1 and edit to

describe the administrative and general requirements of the project) 7.4.12 Current Working Estimate in CSI Format & Cost Analysis 38 Form 7.4.13 Bar Chart of Design and Construction Schedule 7.4.14 Oral Presentation of Submission to Project Team 7.4.15 SOW Compliance Statement 7.4.16 This Submission Checklist (See A/E Manual, Figure 6.4.16 for format)


PAGE 40

7.4.17 Deliverables Submission in Booklet Form: 7 sets 7.5 Approval 7.5.1 Respond to Submission Comments 7.6 Submission Forms Figure 7.4.12 Current Working Estimate/Cost Analysis Figure 7.4.16 Submission Checklist FINAL DESIGN PHASE 100% Complete Construction Documents This Final Design Phase may require more than one submission based on the technical quality and code conformance of the design documents. 8.1 Schedule (Update Bar Chart Schedule) 8.2 Meeting & Minutes (Minutes within seven (7) calendar days of meeting) 8.3 Correspondence 8.4 Submission Requirements 8.4.1 A/E Statement of Site Visit 8.4.2 Space Analysis 8.4.3 Special Features Description: communications, security, fire protection, special

structural features, etc. 8.4.8 Regulatory Agency Approvals (Include itemized list specific to this project) 8.4.10 Drawings: 6 sets 8.4.11 Specifications: 6 sets 8.4.12 Current Working Estimate in CSI Format & Cost Analysis 38 Form 8.4.13 Bar Chart of Design and Construction Schedule 8.4.14 Oral Presentation of this Submission to Project Team 8.4.15 Plan Review/SOW Compliance Statement 8.4.16 This Submission Checklist 8.4.17 Deliverables Submission in Booklet Form: 7 sets 8.5 Approvals 8.5.1 Respond to Submission Comments


PAGE 41

PERMIT APPLICATION PHASE This Permit Application Phase should not include any additional design issues. Design documents shall be 100% complete at the Final Design Phase. 8.6 Permit Application Submission Requirements 8.6.1 - 8.6.7: If all of the deliverables of these sections have been previously submitted to

DPMC and approved there are no further deliverables due at this time 8.6.8 Regulatory Agency Approvals (a) UCC Permit Application & Technical Sub-codes completed by A/E 8.6.9 Utility Availability Confirmation 8.6.10 Signed and Sealed Drawings: 6 sets 8.6.11 Signed and Sealed Specifications: 6 sets 8.6.12 Current Working Estimate/Cost Analysis 8.6.13 Bar Chart Schedule 8.6.14 Project Presentation (N/A this Project) 8.6.15 Plan Review/SOW Compliance Statement 8/6.16 Submission Checklist 8.7 Approvals 8.8 Submission Forms Figure 8.4.12 Current Working Estimate/Cost Analysis Figure 8.4.16 Submission Checklist (Final Review Phase) Figure 8.6.12-b Bid Proposal Form (Form DPMC -3) Figure 8.6.12-c Notice of Advertising (Form DPMC -31) Figure 8.6.16 Submission Checklist (Permit Phase) Figure 8.7 Bid Clearance Form (Form DPMC -601) BIDDING AND CONTRACT AWARD 9.0 Bidding Phase Requirements

9.01 Original Drawings signed & sealed by A/E and drawings on compact disk (CD) in Adobe Portable Document Format (.pdf) 9.02 One Unbound Specification Color Coded per A/E Manual Section 8.4.11 and

specifications on compact disk (CD) in Adobe Portable Document Format (.pdf) ` 9.03 Bid Documents Checklist 9.04 Bid Proposal Form 9.05 Notice for Advertising


PAGE 42

9.1 Chair Pre-Bid Conference/Mandatory Site Visit 9.2 Prepare Bulletins 9.3 Attend Bid Opening 9.4 Recommendation for Contract Award 9.4.1 Prepare Letter(s) of Recommendation for Award & Cost Analysis 9.5 Attend Post Bid Review Meeting(s) 9.6 Submission Checklist 9.7 Submission Forms Figure 9.4.1 Cost Analysis Figure 9.6 Submission Checklist CONSTRUCTION PHASE 10.1 Site Construction Administration 10.2 Pre-Construction Meeting 10.3 Construction Job Meetings 10.3.1 Agenda: Schedule and Chair Construction Job Meetings 10.3.2 Minutes: Prepare and Distribute Minutes within 3 working days of meeting 10.3.3 Schedules; Approve Contractors’ Schedule & Update 10.3.4 Minutes Format: Prepare Job Meeting Minutes in approved format, figure 10.3.4-a 10.4 Correspondence 10.5 Prepare and Deliver Conformed Drawings 10.7 Approve Contractors Invoicing and Payment Process 10.8 Approve Contractors 12/13 Form for Subs, Samples and Materials 10.10 Approve Test Reports 10.11 Approve Shop Drawings


PAGE 43

10.12 Construction Progress Schedule 10.12.1 Construction Progress Schedule 10.13 Review & Recommend or Reject Change Orders 10.13.1 Scope Changes 10.13.2 Construction Change Orders 10.13.3 Field Changes 10.14 Construction Photographs 10.15 Submit Field Observation Reports 10.16 Submission Forms Figure 10.3.4-a Job Meeting Format of Minutes Figure 10.3.4-b Field Report Figure 10.6 DPMC Insurance Form-24 Figure 10.6-a Unit Schedule Breakdown Figure 10.6-b Monthly Estimate for Payment to Contractor DPMC 11-2 Figure 10.6-c Monthly Estimate for Payment to Contractor DPMC 11-2A Figure 10.6-d Invoice DPMC 11 Figure 10.6-e Prime Contractor Summary of Stored Materials DPMC 11-3 Figure 10.6-f Agreement & Bill of Sale certificate for Stored Materials DPMC 3A Figure 10.7-a Approval Form for Subs, Samples & Materials DPMC 12 Figure 10.7-b Request for Change Order DPMC 9b Figure 10.9 Transmittal Form DPMC 13 Figure 10.10 Submission Checklist PROJECT CLOSE-OUT PHASE 11.1 Responsibilities: Plan, Schedule and Execute Close-Out Activities 11.2 Commencement: Initiate Close-Out w/DPMC 20A Project Close-Out Form 11.3 Develop Punch List & Inspection Reports 11.4 Verify Correction of Punch List Items 11.5 Determination of Substantial Completion


PAGE 44

11.6 Ensure Issuance of “Temporary Certificate of Occupancy or Approval” 11.7 Initiation of Final Contract Acceptance Process 11.8 Submission of Close-Out Documentation 11.8.1 As-Built & Record Set Drawings, 3 sets AUTOCAD Discs Delivered to DPMC 11.8.2 (a) Maintenance and Operating manuals, Warranties, etc.: 7 sets each (b) Guarantees (c) Testing (d) Shop Drawings (e) Letter of Contract Performance 11.8.3 Final Cost Analysis-Insurance Transfer DPMC 25 11.8.4 This Submission Checklist 11.9 Final Payment 11.9.1 Contractors Final Payment 11.9.2 A/E Invoice and Close-Out Forms for Final Payment 11.10 Final Performance Evaluation of the A/E and the Contractors 11.11 Ensure Issuance of a “Certificate of Occupancy or Approval” 11.12 Submission Forms Figure 11.2 Project Close-Out Documentation List DPMC 20A Figure 11.3-a Certificate of Substantial Completion DPMC 20D Figure 11.3-b Final Acceptance of Consultant Contract DPMC 20C Figure 11.5 Request for Contract Transition Close-Out DPMC 20X Figure 11.7 Final Contract Acceptance Form DPMC 20 Figure 11.8.3-a Final Cost Analysis Figure 11.8.3-b Insurance Transfer Form DPMC 25 Figure 11.8.4 Submission Checklist


PAGE 45

XV. EXHIBITS The attached exhibits in this section will include a sample project schedule, and any supporting documentation to assist the Consultant in the design of the project such as maps, drawings, photographs, floor plans, studies, reports, etc. A. SAMPLE PROJECT SCHEDULE FORMAT B. CAPITOL COMPLEX MAP C. 2018 DATA CENTER SITE ASSESSMENT D. PHOTOS E. BUILDING SECURITY AND CONTRACTOR USE OF THE PREMISES

END OF SCOPE OF WORK

February 7, 1997Rev.: January 29, 2002

Responsible Group Code Table

The codes below are used in the schedule field “GRP” that identifies the group responsible for theactivity. The table consists of groups in the Division of Property Management & Construction(DPMC), as well as groups outside of the DPMC that have responsibility for specific activities ona project that could delay the project if not completed in the time specified. For reportingpurposes, the groups within the DPMC have been defined to the supervisory level ofmanagement (Le., third level of management, the level below the Associate Director) to identifythe “functional group” responsible for the activity.

CODE DESCRIPTION REPORTS TO ASSOCIATE DIRECTOR OF:

CM Contract Management Group Contract Management

CA Client Agency N/A

CSP Consultant Selection and Technical ServicesPrequalification Group

NE Architect/Engineer N/A

PR Plan Review Group Technical Services

CP Construction Procurement Planning & Administration

CON Construction Contractor N/A

FM Financial Management Group Planning & Administration

OEU Office of Energy and N/AUtility Management

PD Project Development Group Planning & Administration

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Page 4 of 4

2018 DATA CENTER SITE ASSESSMENT

A Comprehensive Report Regarding: NJ Office of Legislative Services (NJ OLS)

PRESENTED TO:

Mr. Nicholas Behmke NJ Office of Legislative Services

PRESENTED BY:

Mr. Michael Petrino

Vice President

Mr. J. Dan McHugh

Sr. Data Center Designer

PTS Data Center Solutions, Inc.

PTS Project No.: PTS‐1018‐007109

Release Version 1.0

November 30, 2018

EXHIBIT 'C'

PTS Data Center Solutions, Inc. 16 Thornton Road Oakland, NJ 07436 (201) 337‐3833

www.PTSdcs.com

Experts for Your Always Available Data Center NJ Office of Legislative Services

Site Assessment Report v1.0– 11/29/2018 Project# PTS‐1018‐007109 – TOC Page 1

Table of Contents

1.0 – EXECUTIVE OVERVIEW ....................................................................................................................... 1

1.1 – Introduction‐ Project Information .................................................................................................. 1

1.2‐ Project Objective ...............................................................................................................................2

2.0 – INFRASTRUCTURE DESIGN CONSIDERATIONS .............................................................................. 3

2.1 ‐ General ............................................................................................................................................. 3

2.2 – Reliability ‐‐‐ TIER I: Basic Site Infrastructure ............................................................................... 3

2.3 – Redundancy ‐‐‐ TIER II: Redundant Capacity Component Site Infrastructure............................ 4

2.4 – Maintainability ‐‐‐ TIER III: Concurrently Maintainable Site Infrastructure ................................ 5

2.5 – Fault Tolerance ‐‐‐ TIER IV – Fault Tolerant Site Infrastructure ................................................... 6

2.6 – Summary ........................................................................................................................................ 7

2.7 – TIER Analysis of NJ OLS Data Center Site ..................................................................................... 7

2.8 – SINGLE POINTS of FAILURE – NJ OLS Data Center Site .............................................................. 9

3.0 – GROWTH PROJECTIONS .................................................................................................................. 10

3.1 – General ........................................................................................................................................... 10

3.2 – Data Processing Growth ................................................................................................................ 11

3.3 – System Capacities .......................................................................................................................... 11

4.0 – ARCHITECTURAL ELEMENTS .......................................................................................................... 12

4.1 ‐ Architectural and Construction ..................................................................................................... 12

4.1.1 – Data center Construction ......................................................................................................... 12

4.1.2 – Data Center Ceiling System ...................................................................................................... 12

4.1.3 – Data center Raised Floor System ............................................................................................. 13

4.2 ‐ Layout ............................................................................................................................................. 14

4.2.1. – Data Center Rack & Cabinets .................................................................................................. 14

4.2.3 – Data center Cable Pathways .................................................................................................... 14

5.0 – ELECTRICAL ELEMENTS ................................................................................................................... 16

5.1 – Surge Protection Devices (SPD’s) ................................................................................................ 16

5.2 – UPS Power .................................................................................................................................... 16

EXHIBIT 'C'


www.PTSdcs.com


Site Assessment Report v1.0– 11/29/2018 Project# PTS‐1018‐007109 – TOC Page 2

5.3 – Standby Power ............................................................................................................................. 17

5.4 – Power Distribution ....................................................................................................................... 18

5.4.1 – Data Center Room Power Distribution .................................................................................... 18

5.4.2 – Facility Power Distribution ...................................................................................................... 19

6.0 – MECHANICAL ELEMENTS ............................................................................................................... 20

6.1 – Heat Removal Equipment ........................................................................................................... 20

7.0 – FIRE DETECTION and SUPPRESSION ELEMENTS ........................................................................... 21

7.1 – Fire Detection ................................................................................................................................ 21

7.2 – Fire Suppression ........................................................................................................................... 21

7.3 – Emergency Power OFF (EPO) ...................................................................................................... 22

7.4 – Fire Extinguishers ......................................................................................................................... 22

8.0 – SECURITY and MONITORING ELEMENTS ...................................................................................... 24

8.1 –Access Control .............................................................................................................................. 24

8.2 – Surveillance .................................................................................................................................. 24

8.3 – Support Infrastructure Monitoring ............................................................................................ 24

9.0 – SCORECARD .................................................................................................................................... 26

EXHIBIT 'C'


www.PTSdcs.com


Site Assessment Report v1.0– 11/29/2018 Project# PTS‐1018‐007109 ‐ Page 1 of 27

1.0 – EXECUTIVE OVERVIEW

1.1 – Introduction‐ Project Information

The NJ Office of Legislative Services (OLS) is an agency of the NJ Legislature, providing support services

to the Legislature and its officers, members, committees, and commissions. These services include

research and analysis, committee staffing, office provisions, document distribution, database

management, and general administrative services, among others. Many of these services rely on the

Information Technology (IT) systems housed in the OLS Data Center.

The NJ OLS contacted PTS with concerns regarding their Data Center supporting infrastructure

equipment, with general concerns and regards for all aspects of the Data Center including power

availability, density, scalability, with a specific view towards the ability of the site to meet the expanding

IT resources the NJ OLS, and the Legislature itself rely on. The site, and specifically its infrastructure is

operating reasonable effectively, though there are several issues which need to be addressed, and a

number of areas which can be improved upon significantly in order to allow NJ OLS to better utilize the

space and the infrastructure, and to improve the operation and efficiency of their Data Center.

NJ OLS understands that based upon their commitment to the Legislature, and ultimately the residents of New Jersey, they will require additions and improvements to the IT operations and in‐turn the computer room. NJ OLS also understands that the Computer Room is an ever evolving environment and as such, desire to grow in their knowledge of the environment and how it is evolving now, and how it might evolve over the next several years, as well as what that evolution means for their IT operations. NJ OLS is determined that they must continue to maintain reliable IT systems. And they are aware that in order to do so, they must maintain the reliability of the supporting infrastructure which keeps these systems running, while also preparing to increase the capacity of the site.

To these ends, NJ OLS engaged with PTS in order to review and assess the operating Data Center and its infrastructure, and to evaluate them from a standpoint of their ability to support their IT operations both now, and into the future. In order to fulfill this engagement, PTS spent several hours on‐site to review the space and the supporting infrastructure. This report is an assembly of those findings, as well as specific recommendations for upgrades to be made to the spaces to support the NJ OLS’s IT initiatives for the next five to seven years, with growth plans in place that may sustain them for up to ten (10) years.

Note: PTS advises that while we at times attempt to achieve a ten year plan – and will most times project growth out for ten

years – a five to seven year plan is much more feasible. Additionally, PTS advises that the continued viability of any plan

depends in large part on the speed at which technology develops, and the speed with which it is adopted. As such, these

recommendations may produce a space that is viable for ten years, but it is recommended that these plans be seen as five to

seven year initiatives.

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1.2‐ Project Objective

As specifically regards the NJ OLS Data Center and IT Operations, PTS has been engaged to perform

the following tasks:

Perform a site assessment of the NJ OLS data center in order to determine risks to ITavailability, capabilities towards sustained operations, and maintenance of the IT systems andtheir supporting infrastructure (architectural, electrical, mechanical & fire protection).

PTS will analyze the current operating critical load in the data center and project growth based

on industry standards, commenting on the viability of the existing environment to sustain

long‐term IT operations.

Use the results of the aforementioned load calculations to determine the design load – theload which the recommended infrastructure upgrades should be able to support.

Establish critical design criteria (power, availability, & density) that will serve as a basis ofdesign for the upgraded NJ OLS computer room.

Create recommendations for upgrades or enhancements with a view to improving the

existing data center infrastructure, operability, and serviceability.

Create a budget report of expected costs associated with the construction and outfit of theupgrades recommended for NJ OLS’s computer room.

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2.0 – INFRASTRUCTURE DESIGN CONSIDERATIONS

2.1 ‐ General

Many IT organizations place a 24x7xForever availability criteria on the data center. True 24x7xForever

availability is unattainable; the best that can be achieved is to minimize the amount of annual

downtime, or stated positively, to maximize the annual availability. In order to rate data centers

against an accepted industry standard, PTS utilizes the Uptime Institute’s TIER classification.

Sections 2.2, 2.3, 2.4, and 2.5 are abridged definitions of the Uptime Institutes Classification system,

taken from their white paper on the subject. For more information regarding these definitions,

please refer to the Uptime Institutes website

2.2 – Reliability ‐‐‐ TIER I: Basic Site Infrastructure

A Tier I site is described as “Basic Site Infrastructure”, and can expect to experience 28.8 hours of

downtime annually. Stated positively, the availability expectation for a Tier I site is 99.671%.

A Tier I basic data center has non‐redundant capacity

components [power and cooling] and a single, non‐

redundant distribution path serving the computer

equipment. The site is susceptible to disruption from

both planned and unplanned activities. Operation

errors or spontaneous failures of site infrastructure

components will cause a data center disruption. The

site infrastructure must be completely shut down on an

annual basis to safely perform necessary preventive

maintenance and repair work. Urgent situations may

require more frequent shutdowns. Failure to regularly

perform maintenance significantly increases the risk of

unplanned disruption as well as the severity of the

consequential failure.

Tier I solutions acknowledge the owner’s desire for dedicated site infrastructure to support IT

systems. Tier I infrastructure provides an improved environment over that of an ordinary office

setting and includes a dedicated space for IT systems; a UPS to filter power spikes, sags, and

momentary outages; dedicated cooling equipment not shut down at the end of normal office hours;

and an engine generator to protect IT functions from extended power outages.

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2.3 – Redundancy ‐‐‐ TIER II: Redundant Capacity Component Site Infrastructure

A Tier II site is described as “Redundant Capacity Components Site Infrastructure”, and can expect to

experience 22 hours of downtime annually. Stated positively, the availability expectation for a Tier II

site is 99.749%.

A Tier II data center has redundant capacity

components [power and cooling] and a

single, non‐redundant distribution path

serving the computer equipment.

Redundant capacity components can be

removed from service on a planned basis

without causing any of the computer

equipment to be shut down. Removing

distribution paths from service for

maintenance or other activity requires shut

down of computer equipment. An

unplanned outage or failure of any capacity

system or distribution element will impact

the computer equipment. An unplanned

capacity component failure may impact the

computer equipment. The site is susceptible

to disruption from both planned and

unplanned activities. Operation errors or spontaneous failures of site infrastructure components will

cause a data center disruption. The site infrastructure must be completely shut down on an annual

basis to safely perform necessary preventive maintenance and repair work. Urgent situations may

require more frequent shutdowns. Failure to regularly perform maintenance significantly increases

the risk of unplanned disruption as well as the severity of the consequential failure.

Tier II solutions include redundant critical power and cooling capacity components to provide an

increased margin of safety against IT process disruptions from site infrastructure equipment failures.

The redundant components are typically extra UPS modules, chillers, heat rejection equipment,

pumps, cooling units, and engine generators. Loss of a capacity component may be due to

malfunction or to normal maintenance.

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2.4 – Maintainability ‐‐‐ TIER III: Concurrently Maintainable Site Infrastructure

A Tier III site is described as “Concurrently Maintainable Site Infrastructure”. And can expect to

experience 1.6 hours of downtime annually. Stated positively, the availability expectation for a Tier

III site is 99.982%.

A Tier III Concurrently Maintainable

data center has redundant capacity

components and multiple

independent distribution paths

serving the computer equipment.

Generally, only one distribution path

serves the computer equipment at any

time. All IT equipment is dual powered

and installed properly to be

compatible with the topology of the

site’s architecture. Each and every

capacity component and element in

the distribution paths can be removed

from service on a planned basis

without impacting any of the

computer equipment. An unplanned

outage or failure of any capacity

system will impact the computer equipment. An unplanned outage or failure of a capacity

component or distribution element may impact the computer equipment. There is sufficient

permanently installed capacity to meet the needs of the site when redundant components have been

removed from service. The site is susceptible to disruption from unplanned activities. Operation

errors or spontaneous failures of site infrastructure components may cause a computer disruption.

Planned site infrastructure maintenance can be performed by using the redundant capacity

components and distribution paths to safely work on the remaining equipment. In order to establish

concurrent maintainability of the critical power distribution system between the UPS and the

computer equipment, Tier III sites require all computer hardware have dual power inputs. Transfer

devices, such as point‐of‐use switches, must be incorporated for computer equipment that does not

meet this specification. During maintenance activities, the risk of disruption may be elevated.

Tier III Sites are suitable for companies which have high availability requirements for ongoing

business or have identified a significant cost of disruption due to a planned data center shutdown,

but have accepted the impact‐of‐disruption risk of an unplanned event.

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2.5 – Fault Tolerance ‐‐‐ TIER IV – Fault Tolerant Site Infrastructure

A Tier IV site is described as “Fault Tolerant Site Infrastructure”. And can expect to experience 0.4

hours of downtime annually. Stated positively, the availability expectation for a Tier IV site is 99.995%.

A Tier IV Fault Tolerant data center has multiple independent physically isolated systems that provide

redundant capacity components and multiple, independent, diverse, active distribution paths

simultaneously serving the computer equipment. Generally, only one distribution path serves the

computer equipment at any time. All IT equipment is dual powered and installed properly to be

compatible with the topology of the

site’s architecture. Each and every

capacity component and element in the

distribution paths can be removed

from service on a planned basis without

impacting any of the computer

equipment. An unplanned outage or

failure of any capacity system must not

impact the computer equipment. An

unplanned outage or failure of a

capacity component or distribution

element must not impact the computer

equipment. There is sufficient

permanently installed capacity to meet

the needs of the site when redundant

components have been removed from

service. The site is not susceptible to

disruption from unplanned activities. Operation errors or spontaneous failures of site infrastructure

components may not cause a computer disruption. Planned site infrastructure maintenance can be

performed by using the redundant capacity components and distribution paths to safely work on the

remaining equipment. In order to establish fault tolerance of the critical power distribution system

between the UPS and the computer equipment, Tier IV sites require all computer hardware have dual

power inputs. Transfer devices, such as point‐of‐use switches, must be incorporated for computer

equipment that does not meet this specification. During maintenance activities, the risk of disruption

may be elevated.

Tier IV Sites are suitable for companies which have high availability requirements for ongoing

business or have identified a significant cost of disruption due to a planned data center shutdown,

but have accepted the impact‐of‐disruption risk of an unplanned event.

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2.6 – Summary

2.7 – TIER Analysis of NJ OLS Data Center Site

The existing NJ OLS data center as currently configured and deployed has a ‘TIER O’ rating, with some

aspects of ‘TIER 1’ and some aspects of ‘TIER 2’ availability. These ratings are made by PTS and defined

by the Uptime Institute and the Telecommunications Industry Association (TIA). That said, it is

recommended at a minimum that the NJ OLS data center have ‘Tier II’ availability, including MEP

infrastructure, applicable architectural details including proper operational and maintenance

clearances, as well as security, safety, and technology features in order to support IT operations and

initiatives in the future.

While there are aspects of the A/MEP infrastructure that contribute to a robust configuration, there

are several areas of critical deficiency which result in the lower tier ratings and which jeopardize

overall reliability. These deficiencies are as follows:

1. Inefficient Return Air Methodology: The computer room utilizes downflow computer room

air‐handling (CRAH) units to deliver cold air into the raised floor plenum, and through

perforated tiles into the computer room where it is needed. The units are placed at opposite

ends of the room, but the load is spread out in such a way that there is no concentration of

heat. As such, the air being returned to the CRAH equipment is not significantly higher than

the air they are delivering. Due to this condition, the units operate at reduced overall capacity,

and low overall efficiency.

Uptime Institute TIER Summary

Tier Name Annual

Downtime Availability Redundancy

I Basic Site Infrastructure 28.8 Hr. 99.671 % No redundant capacity components

II Redundant Capacity Component site infrastructure.

22 Hr. 99.749% Redundant capacity components

III Concurrently

Maintainable Site Infrastructure

1.6 Hr. 99.982%

Redundant capacity components and multiple independent

distribution paths serving the computer equipment

IV

Fault Tolerant Site Infrastructure

0.4 Hr. 99.995%

Redundant capacity components and multiple, independent, diverse,

active distribution paths simultaneously serving the

computer equipment

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2. Non‐ Redundant Cooling: There are two (2) CRAH units in the data center. Despite the fact

that they are suitably sized to provide redundancy at the current loads, a failure of one unit

leaves the data center with insufficient cooling, consequently the temperatures will rise

compromising the state of the data center forcing the data center to a shut down and possibly

damaging the existing IT equipment. This is currently mitigated via deployment of a heat‐

displacing, self‐contained Movin‐Cool unit.

3. Old UPS: The existing MGE Comet UPS is discontinued, and uses old technology. These factors

make it potentially unreliable and comparatively inefficient. Furthermore, replacement parts

are likely more difficult (and possibly more costly) to locate and obtain; a condition which will

become worse as parts are no longer manufactured for these units.

4. Non‐Redundant UPS Units. There is no redundant UPS system. Should the UPS unit fail, or

need repair, the IT load will – at a minimum – be unprotected; worst‐case, the load could drop.

5. Insufficient Room Envelope: The data center perimeter walls are constructed with no

insulation or vapor barrier protection. This condition makes it difficult for the CRAH

equipment to effectively maintain temperature and humidity conditions within the space.

6. Mixed Environment: The machine space is combined with people space. Electronic and IT

equipment requires a different set of environmental conditions than are generally

comfortable for people. Additionally, the presence of work stations in the computer room

contributes to the poor layout of the space

7. Water Concerns: There are water concerns at the site overall, including what is essentially a

constantly‐flowing stream in one of the lower levels, and a history of significant flooding.

Additionally, there are at least two (2) floor drains in the data center beneath the raised floor.

While generally this is acceptable as they allow a path for removal of condensate, they must

have backflow preventers to prevent water from backing up into the data center.

8. No Standby Source: As currently configured, there is no standby power source (generator)

available to support the IT load in the event of a power outage. This means there is only

approximately 35 minutes of runtime available from the UPS batteries, after which time the

data center will be off‐line

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2.8 – SINGLE POINTS of FAILURE – NJ OLS Data Center Site

The NJ OLS Data Center has the following critical single points of failure:

1. Non‐Redundant Cooling: As noted above, the cooling equipment as currently deployed is non‐

redundant.

2. Non‐Redundant UPS: As noted above, there is a single, non‐redundant UPS in service to

provide protected power to the operating IT load in.

3. No Standby Source: As noted above, there is no standby power source (generator) available

to support the IT load in the event of a power outage.

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3.0 – GROWTH PROJECTIONS

3.1 – General

Generally speaking, growth projections for most companies falls between 5% and 15% per year, compounded, over a period of five to ten years. PTS notes that while we at times attempt to achieve a ten year plan – and will most times project power usage growth out for ten years – a five to seven year plan is much more feasible for various reasons. For one, the technology which will most likely be widely used even five years from now, has in many cases not yet been developed. Additionally, the continued viability of any plan depends in large part on the speed at which technology develops, and the speed with which it is adopted. Adjustments in growth projections can have a profound impact on the scale of a project, and subsequently, the cost of the project as well. The table below is representative of a starting load equal to the load in the existing NJ OLS data center. Critical load growth projections of five percentages over a 10‐year period for each percentage are represented. In the case of NJ OLS, PTS anticipates 10.0% growth per year, compounded, for discussions in this report:

While this table only illustrates the change from a standpoint of UPS power, these changes directly

affect nearly every facet of the data center infrastructure, including power distribution, Computer

Room Air Conditioning (CRAC), Heat Rejection Capacity, Generator Power, even room size and rack

density levels.

For these reasons, PTS seeks to implement plans which are modular and scalable in nature. For

instance, if a UPS can be sourced which can be scaled in smaller units, rather than simply sized for

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the projected 10‐year load, the infrastructure becomes a better fit for the space, the client, and

reduces both CAPEX and OPEX. The same can be said for cooling, and also, though to a much lesser

degree, generator power.

3.2 – Data Processing Growth

Data processing growth is achieved in various ways. The most simplistic of these ways is the addition

of an IT device, whether server, storage, switch, or otherwise. In our current times, however, this is

becoming a smaller and smaller piece of the “growth pie.” Newer technologies such as blade server

architecture, SAN and NAS, virtualization, hyper‐convergence, and blade switching are taking larger

portions of that pie. It is also true that some of these newer technologies slow, or even stall data

processing growth. All of these must be considered when evaluating growth projections and

equipment selection.

3.3 – System Capacities

Data collected during the site survey provided a “moment‐in‐time observed” load of approximately

11 kW for the currently operating Uninterruptable Power Supply (UPS) and Power Distribution Unit

(PDU). Both the UPS and PDU are sized at 50 kVA, and the UPS has a power factor of 0.8, leading to

an available 40 kW of UPS capacity. Based on electrical best practices, the largest load this unit should

support is approximately 32 kW.

The Data Center utilizes a campus chilled water system to reject the heat generated by the IT load.

Each of the CRAH units distributes cold supply air down into the raised floor plenum for distribution

and receives hot air back through their return, located on the top side of the unit. Both units are

relatively new (2016 deployment) and sized for 41 kW (139 MBTU/Hr., 11.65 TONS) of heat load.

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4.0 – ARCHITECTURAL ELEMENTS

4.1 ‐ Architectural and Construction

4.1.1 – Data center Construction

Findings

The data center is located on the lower level of the State

House Annex in what used to be a kitchen/cafeteria area.

At least two (2) of the perimeter walls are standard

drywall‐on‐metal‐stud construction without insulation or

vapor barrier protection. The main entrance to the room

is a 3’‐6” wide doorway. Overall, the room is significantly

oversized for effective use as currently deployed, and

there is significant air mixing in the space.

There was evidence of water pooling noted within the

space between the data center perimeter walls and the

adjacent exterior wall. This should be considered a concern, and its cause should be

investigated and resolved.

Recommendations

Ideally, critical data center spaces should be located on an upper floor of any facility. Being on

the lower level, the data center is potentially subject to flooding from a variety of sources,

including ground‐water penetration, as well as leaks or other water events from any of the

floors above.

Wherever constructed, data center walls should be 1‐hour fire rated, insulated, and vapor‐

barrier protected. Additionally, the three (3) rooms should be re‐allocated and re‐apportioned

to better match up with the space requirements for the IT equipment and the space

requirements for IT operators.

4.1.2 – Data Center Ceiling System

Findings

There is a standard specification‐grade 2’ x 2’ suspended ceiling in the data center,

constructed at approximately 8’‐6” above the raised floor in the data center. The ceiling

houses 2’x4’ parabolic fluorescent light fixtures, fire detection devices, and sprinkler heads.

Overall the ceiling is in satisfactory condition.

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Recommendations

Typically, PTS recommends that the suspended ceiling system utilize a clean‐room grade tile

in order to minimize “dusting” ‐ a condition where the tiles break‐down and create

particulates that can be circulated both into the air conditioning equipment, thus shortening

the life of filters; and into the server equipment, affecting their efficiency and life span. In

addition, where possible, it is recommended that the ceiling plenum be used as a pathway to

return the warmest air possible back to the CRAC equipment. In light of this, it is

recommended that a new clean‐room‐grade suspended ceiling system be installed, however,

given the limited space above the ceiling, and the large concrete beams positioned above the

suspended ceiling, it is not a viable option to use the plenum space as a return path for warm

return air. Alternately, the ceiling may be removed in its entirety. If this option is selected,

repair of the overhead concrete will be required.

4.1.3 – Data center Raised Floor System

Findings

The existing raised floor in the data center is 12” high. The

floor is bolted‐stringer construction with HPL‐faced (high‐

pressure‐laminate) tiles utilizing top‐set trim. The raised

floor is used as a cold‐air plenum for the CRAH units, and

it is in satisfactory condition, though there are tiles whose

edge is delaminating, and there is an overabundance of

perforated tiles and other floor penetrations. While the

perforated tiles are dampered, the dampers are not 100%

effective at blocking the flow of air. The many perforated

tiles and other penetrations leads to air leakage, and

directly affects the ability of the floor to adequately

deliver cold supply air where it is needed. Additionally,

there are carpeted tiles in the two adjacent rooms.

Carpeted tiles should only be used in people space as it can create a static risk as well as

capture and contain more dust.

Recommendations PTS recommends that the raised floor tiles be replaced. The substructure and the ramp are in good enough condition to remain with new solid and perforated tiles provided throughout. Perforated tiles should be provided with dampers, and only be positioned where cold air supply is required

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4.2 ‐ Layout

4.2.1. – Data Center Rack & Cabinets

Findings

Overall, there is no standard of deployment for racks in the data center. There is a mix of old cabinets and new, of varying sizes and configurations, all manufacturer specific (Dell, EMC, etc.), located haphazardly throughout the space – including one cabinet in the adjacent carpeted space. Additionally there are several workstations, technical furniture, and storage cabinets deployed throughout the space. Finally, there is a copier and a water cooler also located in the computer room. The cabinets in the room are not deployed in a hot‐aisle/cold‐aisle (HACA) configuration. As such, the environment is subject to significant air mixing. Recommendations

New third‐party (non‐manufacturer‐specific) cabinets should be deployed in two rows, with the hot aisle contained to reduce air mixing and provide a collection area for hot air to be returned to the CRAH equipment. All equipment should be installed in cabinets, with KVM trays installed in the cabinets, and all technical furniture removed. All rows should be continuous from end‐to‐end. Where breaks cannot be avoided, containment curtains should be used to fill the opening. Additionally, all cabinets in the data center shall be from a single, third‐party manufacturer (non‐server‐manufacturer‐specific), and preferably with a full complement of options and accessories. PTS has used with particular success APC’s NetShelter line of cabinets and accessories, which provide an on‐rack trough system for data‐ and low‐voltage (120/208V) power wiring.

4.2.3 – Data center Cable Pathways

Findings

There are currently no cable pathways deployed

within the computer room space. All power and

data wiring is run beneath the raised floor

Recommendations

As the raised floor plenum is being used as a

pathway for cold air delivery, it is vital that as much

power and data wiring as possible be removed

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from beneath the floor and routed overhead. As noted above, the APC NetShelter cabinets

provide an on‐rack trough system in which to route this wiring. Only bulk power feeds and

chilled water piping should be beneath the raised floor, and even this should be limited as

well.

4.2.4– Data Center Layout

Findings

As previously noted, the data center as it is currently laid out is not effective. The data center

area contains four (4) enclosed cabinets, one (1) UPS, and (1) PDU. The room also has two (2)

down flow CRAH units as manufactured by Emerson Network Power/Liebert (now Liebert by

Vertiv). The cabinets are placed haphazardly around the space(s), with 2‐post racks,

workstations and technical furniture interspersed. There is no effective return path, the result

of which is significant air‐mixing such that the air coming back to the return‐side of the CRAC

unit is only slightly warmer than the cold supply air. This leads to inefficiency, and effectively

reduces the operating capacity of the CRAC equipment.

Recommendations

A row‐based environment utilizing hot and cold zone segregation should be considered vital

in this space. PTS will provide a proposed layout as part of the conceptual phase of this

engagement.

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5.0 – ELECTRICAL ELEMENTS

5.1 – Surge Protection Devices (SPD’s)

Findings

There were surge protection devices found to be in place at the service entrance. No coordinated

surge protection device was found at the downstream devices serving the computer room.

Recommendations

Surge protective devices (SPD) protect sensitive electrical equipment from harmful surges. As

such, PTS recommends that NJ OLS add a Surge Protection Device (SPD) to the power distribution

equipment that provides power to the data center room. This new SPD device must be

coordinated with the SPD device(s) on the upstream source equipment.

5.2 – UPS Power

Findings

Currently the data center is served by a Schneider Electric/MGE

UPS, rated 50 kVA/40 kW (0.80 PF), and operating a moment‐in‐

time‐observed running IT load of 11 kW (~50%). The unit was

manufactured in 2007, and is part of a line that is since

discontinued. This particular UPS has been discontinued for some

time, and as such, support for it is drawing to a close, at which

time manufacturer’s service will be suspended, and the

availability of replacement parts will be reduced.

Recommendations

It is recommended that plans be put in motion to replace the

existing UPS. In addition to providing NJ OLS with a new, reliable,

and fully warranted and serviceable UPS, you will also benefit

from new technology. Current UPS units typically offer a higher

power factor, possibly allowing for a reduction in overall unit

size. Additionally, current units are far more efficient.

Furthermore, some new units have the option of using lithium ion

batteries. There is an uptick in battery cost, but the batteries

overall have a longer life cycle, and require less space

PTS recommends that the new UPS be positioned in the data center, as the current one is as well.

UPS equipment requires very similar environmental conditions to those provided for a data

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center, so locating the UPS in the data center allows these conditions to be met with minimal

additional investment, and also allows the reclamation of the ancillary space. Furthermore, the

single location simplifies maintenance and management of data center assets.

5.3 – Standby Power

Findings

There is an existing diesel generator that serves as emergency

backup for the facility, including elevators and other services;

however, it does not currently serve the data center. The

generator is manufactured by Detroit Diesel – Allison. The

generator is fed from two (2) primary steel tanks in an adjacent

concrete spillway, each approximately 300 gallons. The two (2)

primary tanks feed a 150 gallon day tank. The generator was

manufactured in 1990, and is rated 937.5 kVA / 750 kW. A

proposed replacement of the existing generator was discussed

while on‐site.

The generator routes power to the electrical room serving the

computer room via a 400A Automatic Transfer Switch as

manufactured by ASCO. However, the 400A transfer switch is fed

from a 200A disconnect switch, ostensibly limiting the available

capacity of the ATS to 200 Amps. Furthermore, the panelboard on

the load side of the ATS (EDPH‐BE) is rated at 250A, and currently

feeds two (2) additional downstream panels, as well as elevators

within the facility

Recommendations

The emergency power system should be modified to provide power for the data center

infrastructure. Based upon discussions while on‐site, there is available capacity in the unit due to

the recent changeover to LED lighting, which freed up substantial capacity.

Ideally, new generator feed(s) would be derived from the existing panelboard EDPH‐BE, but it is

unclear whether or not there is enough capacity in that panel to support the UPS and CRAH

loads in the data center. As such, it is recommended that a new ATS be deployed, sized to

adequately support the data center requirements. This new ATS should be bypass‐isolation type

so as to allow maintenance of the ATS, and it should feed a new downstream panelboard which

will power the new UPS and all data center cooling equipment.

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5.4 – Power Distribution

5.4.1 – Data Center Room Power Distribution

Findings

The data center has one (1) 3‐panel power distribution unit (PDU).

The unit is series PMM2 as manufactured by Schneider Electric / MGE

and – similarly to the UPS – was manufactured in 2007, making it also

approximately 10 years old. The PDU distributes power via

underfloor single‐phase power whips to the racks/cabinets and other

equipment in the data center.

Rack‐level PDU’s, or power strips, are provided in mostly single‐

phase, 20 AMP configuration. Some have local metering.

Recommendations

While the unit is currently still supported by the manufacturer, there are new versions of this

equipment which take up less space and do a better job of routing power above the floor rather

than beneath it.

At a minimum, it should be considered vital that diverse power feeds be provided to 100% of the

IT equipment. Each rack should be fed from two PDU’s (or PDU panelboards), even if there is only

a single UPS. This allows for diversity of breaker – one of the more failure‐prone components

found within a data center. Alternately, upgrade paths could include using one (1) UPS source and

one (1) utility source to feed each IT load, or for the highest degree of reliability, separate UPS

sources feeding each IT load.

3‐phase metered power strips are the recommended minimum. Upgrades include switched type

power strips (which allow IT greater control of the environment, as well as remote‐control

capabilities) or metered‐by‐outlet power strips (which provide more granular data to IT). Finally,

single‐corded equipment should leverage a rack‐level‐ATS in order to provide diverse feeds to

equipment of this type as well. Ideally, all single‐corded equipment should be localized into one

or two rack locations, rather than all rack locations so that the quantity of rack‐level ATS’s required

is minimized.

In addition to these design changes and availability improvements, NJ OLS should develop and

maintain updated electrical as‐built documentation, and complete arc flash and breaker

coordination studies for the electrical system. Place appropriate arc flash labels on all electrical

panels, and display up‐to‐date electrical one‐line diagrams within the data center for reference.

EXHIBIT 'C'


www.PTSdcs.com



5.4.2 – Facility Power Distribution

Findings

The data center infrastructure equipment is fed out of one of

several main electrical rooms within the facility. The UPS main

feed is taken out of switchboard HDP‐BEA. Its bypass feed is taken

out of switchboard HDP‐BEB. Similarly, CRAH‐2 is fed from

switchboard HDP‐BEA (section 2) and CRAH‐1 is fed from HDP‐BEB

(section 2).

The ATS noted previously in this report (Section 5.3 – Standby

Power), and its output panel (EDPH‐BE) are also located in this

room.

It must be noted that there is a significant amount of water

damage within this electrical room. There is evidence of puddling

beneath panel EDPH‐BE, in addition to visible and obvious water

damage to the wall behind that panel, as well as the ATS. There is

also a section of sheet metal ductwork positioned to route water

away from dripping on the electrical equipment itself.

Recommendations

The presence of water in an electrical room represents a significant risk to not only operation,

but also safety. The water penetration into this room must be investigated in‐depth and a plan

must be enacted to fix the problem, as well as the damage that has already been done. If the

cause cannot be found, or the problem solved, it is recommended that as much electrical

infrastructure as possible be relocated away from the problem area.

EXHIBIT 'C'


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6.0 – MECHANICAL ELEMENTS

6.1 – Heat Removal Equipment

Findings

The data center contains two (2) computer

room air handler (CRAH) units as manufactured

by Emerson Network Power / Liebert (Now

Liebert by Vertiv). The CRAH units are chilled

water type, utilizing downflow design with top

return. This type of unit design is widely used in

data centers, especially historically. There are

more efficient designs available now – the most

widely used of those being in‐row. One of the

challenges with the downflow, top‐return

configuration is the placement of the unit in

such a way that it receives back warm enough

return air. In legacy designs, the downflow units

would be positioned at the end of the hot aisles

such that the warm air from the hot aisle had

the most direct path back to the CRAC unit. Improvements have been made in the utilization of

these types of units, including the use of aisle containment and return plenums, as well as

placement of the units within the hot aisle.

In this case, the two units providing cooling to the data center room are positioned at opposite

ends of the room. And, given the lack of a common hot aisle, sparse load distribution, and

relatively small overall load, the effective utilization of the downflow units is a challenge, though

not an insurmountable one. At only two (2) years old, the unit is quite new and should still be

considered a viable asset for the time being. As such, NJ OLS will need to look at ways to more

effectively use this unit, as well as ways to improve the space going forward.

Recommendations

As noted, given the remaining life available in the unit, it makes sense to try to maintain the

asset and look for ways to improve its efficiency and efficacy, while also planning for the future.

As such, a redesign of the space is recommended so that the units can be more closely oriented

with the IT load and thereby receive warmer return air back, thus improving the operational

effectiveness of the equipment. In this case, given the limited space remaining above the ceiling,

it is not recommended that the ceiling plenum be utilized as a return path. Rather, the re‐

orientation of the room will need to take into consideration this factor.

EXHIBIT 'C'


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7.0 – FIRE DETECTION and SUPPRESSION ELEMENTS

7.1 – Fire Detection

Findings

There are fire detection devices within the data center. It was

not explicitly clear whether the devices in the data center

were part of a discrete system serving the data center only,

or simply devices on the broader facility system, but it

appears to be a discrete system with its own panel, tied‐in

with the pre‐action sprinkler system. The specific details of

the system devices were not available at the time of survey,

including whether the system was intelligent and

addressable, however it was noted that there are a

combination of smoke and heat detection devices, both in

the suspended ceiling, and beneath the raised floor. It was

also noted that there was no date recorded on the batteries

in the control panel.

Recommendations

PTS recommends utilizing a combination of addressable and intelligent smoke and heat detection devices on a comprehensive fire detection and suppression system dedicated to the data center, with this system’s control panel connecting back to the main building control panel to notify alarm, supervisory, and trouble conditions.

7.2 – Fire Suppression

Findings

Currently, the facility is protected by a water sprinkler system. There is a pre‐action (dry‐pipe) sprinkler system in place serving the data center, but no fast‐acting, clean‐agent, gaseous fire suppression system was in‐use in the data center.

EXHIBIT 'C'


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Recommendations

In the case of this data center, recommendations would be to add a gaseous clean agent

system in the data center in order to improve the protection of the equipment and data. A

clean agent system uses a type of gas – there are many different types available – to inhibit

some portion of the equation for the chemical reaction needed to start a fire. Some systems

limit the heat, while some limit the oxygen. Regardless of the method, a clean agent fire

suppression system is inherently faster than any other means of fire suppression, and as such

is significantly more effective at not only eliminating the fire, but also at limiting the damage

caused. For this reason, it is strongly recommended that a clean‐agent, gaseous type fire

suppression system such as Novec (Sapphire) be added as a first‐response fire suppression

system. Additionally, this system should be tied to the EPO (Emergency Power Off) for the

room such that the electrical source for the equipment in the room will be shunt‐tripped, and

eliminated as a potential antagonist for the fire, and hazard for the fire department.

7.3 – Emergency Power OFF (EPO)

Findings

There is an EPO switch serving the DC‐4 data center, located inside the data center, just inside

the door. As there was no documentation surrounding it, it remains unclear what the EPO

controls. Testing of the EPO or further more detailed review was not performed. The EPO

button did have minimal protection against accidental activation through the use of a cover.

Recommendations

PTS recommends that labels, signage, and active, alarmed covers (covers which require

manual manipulation in order to access and activate the EPO and alarm upon opening) be

provided to more adequately prevent accidental activation of the EPO, and to properly

indicate what the button does, for reasons of both safety and reduced human error.

7.4 – Fire Extinguishers

Findings

There were no fire extinguishers located inside the data center.

Recommendations

A properly selected and clearly identified fire extinguisher should be positioned in a visible

place where any one working in the data center can quickly locate it. Also, due to reduced

sightlines and visibility, among other things, it is recommended that fire extinguishers be

EXHIBIT 'C'


www.PTSdcs.com



placed in the data center at an increased density over general environments – as many as two

to four per 1000 square feet (depending on equipment layout) may be considered sensible.

Despite the measures for fire suppression described above it is vital that personnel in the

room have access to fire extinguishers to eliminate a fire at the first sign of potential, thus

having the opportunity to save the space from a water event. In a data center environment, a

Halon 1211 or Halotron fire extinguisher offers the best combination of effectiveness in the

elimination of a fire, and limited damage to equipment.

EXHIBIT 'C'


www.PTSdcs.com



8.0 – SECURITY and MONITORING ELEMENTS

8.1 –Access Control

Findings

The data center is currently accessed via a single‐method authentication card reader, which

appears as if it will accept either a pin code or a card swipe.

Recommendations

It is recommended that a minimum of key‐card plus pin‐code access be required at the data

center entry. This two‐factor authentication system is a significantly stronger access

methodology than standard card‐or‐pin access. For that reason, PTS recommends a “have‐

to‐have, need‐to‐know” methodology be employed, such that a card‐holder has to not only

have an access card, they also need to know the pin code attached to that specific card. It is

possible that the device currently in‐use can be modified to require two‐factor authentication.

This should be evaluated with the current security contractor.

8.2 – Surveillance

Findings

The data center room has a single surveillance

cameras positioned inside the space, and one

(1) positioned in the hallway outside the

space.

Recommendations

Cameras should be positioned both inside and

outside the entry to the room, trained on the

doorway, as currently deployed. Additionally,

cameras are recommended at the end of each

aisle within the space. This will effectively

monitor entry and exit as well as movement

within the space.

8.3 – Support Infrastructure Monitoring

Findings

There was no support infrastructure monitoring system observed to be in use for the data

center space.

EXHIBIT 'C'


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Recommendations

It is considered vital that a comprehensive, web‐based, support infrastructure monitoring system be installed to monitor all aspects of the data center infrastructure, including power (UPS, PDU, power strips, etc.), cooling (CRAC’s, pumps, humidifiers, etc.), and monitoring (temperature, humidity, etc.) equipment. Additionally, the system should log and store history of gathered data for at least one (1) month.

EXHIBIT 'C'


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9.0 – SCORECARD

The following scorecard for the NJ OLS data center consolidates PTS’s findings and

recommendations and evaluates them against PTS’s standard ratings system.

1

2

3

4

5

6

7

8

9

10

11

ROOM

The room is much larger than it needs to be,

and machine space is shared with people

space .

Re‐orient and re‐apportion the space. 1

1

1

1

RACKS

RACK LAYOUT

1

CUSTOMER

SCORE (1‐3) ASSESSMENT AREA

Consider relocation of the data center to a

higher place within the facility.FACILITY LOCATION

Data center is located low in the building in a

facility with a history of flooding.

Furthermore, there is a constantly flowing

stream in the lower level

Findings Recommendations

There is a mix of varying sizes of enclosed

cabinets, open racks, technical furniture, and

workstations

Consistent deployment of 3rd party cabinets

with containment is critical.

POWER

REDUNDANCY

BACKUP POWER

RACK POWER

CABLING

DISTRIBUTION

Power Cabling is all routed beneath the

raised floor

Power cabling should be relocated out of the

raised floor and into on‐cabinet troughs

There is ample space available in the room to

be able to reposition the equipment properly

and separate the people space.

SPACE AVAILABILITY

The room needs to be reoriented and

reapportioned so as to separate machine

space and people space, provide adequate

service clearances, and reduce or eliminate

air mixing

Rack layout offers poor air mixing control

AND inadequate service area. People space

and machine space is combined.

1

2.5

2All power strips should be 3‐phase, and

metered, at a minimum.

Single‐phase power strips are used almost

exclusively, with power whips deployed

beneath the raised floor.

RACK POWER

DISTRIBUTION

POWER

AVAILABILITY

RAISED FLOOR AND

SUB‐FLOOR

1

There is a diesel generator in‐place which

serves the facility, but the data center

infrastructure is not powered by it. The unit

is nearly 30 years old.

The generator needs to provide standby

power for the data center, including the UPS

and CRAH equipment.

None 3

1.5

At a minimum, the UPS shoud be replaced

with a new high‐availability, high‐efficiency

modular unit of scalable design

There is ample power available within the

data center space. The current UPS is loaded

at approximately 10‐12%

While there is available capacity in the UPS, it

remains end‐of‐life and needs to be replaced.

There is a single non‐redundant, legacy style

UPS thathas reached the end of its useful life

expectancy and is unsupported

The existing raised floor is 12” high. The floor is

bolted‐stringer construction with HPL‐faced

(high‐pressure‐laminate) tiles utilizing top‐set

trim. The raised floor is in satisfactory condition,

though there are tiles whose edge is

delaminating, and an abundance of perforated

tiles and other penetrations.

The raised floor tiles should be replaced.

Provide perforated tiles only at locations

where airflow is required.

EXHIBIT 'C'


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12

13

14

15

16

17

18

19

20

21

22

23

24

Walls are constructed using single‐layer

gypsum wallboard over metal studs. No

insulation or vapor barrier is present.

Walls should be constructed to a minimum of

one‐hour rating construction methods,

including insulation, vapor barrier, and

intumescent fire sealant.

2

1.5

WALL TYPE 1

2

Card access or pin‐code is required for data

center room access

Replace card access devices with card‐plus‐

pin access (or other two‐method‐

authentication) devices.

2

FIRE

PROTECTION2.5

HUMIDITY CONTROL

Humidity is regulated via the Liebert CRAC units.

However, the construction of the room was

inadequate to properly insulate the space from

impacts from outside the room.

ASSESSMENT AREA Findings Recommendations

Most rack equipment has inlet temperatures

between 69°F and 72°F. There are a couple of

localized areas with rack inlet temperatures

nearing 80°F

The hotspots can be directly attributed to

the poor layout and will be corrected once

the environment is laid out and properly

contained.

1.5

HOUSEKEEPING

COOLING

REDUNDANCY

While there is redundancy by the numbers, in

actuality it does not exist.

Re‐orient the room and reduce air mixing so

as to return redundancy

EPO

There is an EPO switch located at the door

and protected with a cover. No sequence‐of‐

operations was posted indicating what

happens upon EPO activation

Provide proper labels, active alarmed EPO

button covers, and posted sequence‐of‐

operations

The Computer Room is reasonably clean but

there is virtually no pathway management , and

storage is maintained within the room

Data Center should be professionally cleaned

quarterly, including the under‐floor plenum

annually at a minimum

1

1

ALARM

NOTIFICATION

(MONITORING)

None found

Infrastructure monitoring, including power

usage, environmental conditions of the

room, and PUE should be deployed

SITE SCORE

(MIN = 24, MAX = 72)

DATA CABLING

CABLE

MANAGEMENT

All data cabling should be routed overhead in on‐

cabinet troughs. Furthermore, there should be

adequate cable management to dress cabling to

the sides of the cabinets

There is very limited use of cable

management. Additionally, all cabling is run

beneath the raised floor.

DOCUMENTATION

While there is documentation available, it is

not there was no locally‐posted one‐line

diagrams, etc. Also, no EPO sequence of

operations was posted

Documentation is critical to proper operation

and maintenance of the data center, It

should be posted where applicable, or at

least local and indexed.

2

38.5

FIRE

DETECTION

ACCESS

CONTROL

There is what appears to be a dedicated fire

detection system installed in concert with

the pre‐action sprinkler system

Install an Intelligent and addressible fire

alarm system dedicated to the data center

that coordinates the clean agent and pre‐

action sprinkler systemsInstall a Gaseous Suppression System to

more quickly react to fire conditions without

adverse impact to IT equipment

There is an existing pre‐action system in

place for the data center

There are two security cameras in‐place ‐ one

outside the room and one inside the room,

both at the door.

Install additional cameras to more

adequately monitor not only entry and exitr

to the room, but also activities within the

room

SURVEILLANCE

TEMPERATURE

2

2

2

Consider applying vapor barrier paint to the

room in order to minimize outside impacts

on the environmental conditions of the data

center.

EXHIBIT 'C'

One of two Liebert CRAC units.

Second CRAC unit.

EXHIBIT ‘D’

Data Center Equipment

Work stations on the right. New UPS equipment on the left.

EXHIBIT ‘D’

Adjoining office space.

Adjoining office space.

EXHIBIT ‘D’

EXHIBIT ‘E’

BUILDING SECURITY AND CONTRACTOR USE OF THE PREMISES PART 1 GENERAL 1.1 REQUIREMENTS INCLUDED

A. Coordination, site access, parking, deliveries and storage B. Availability and use of utilities C. Contractor work areas, working conditions, and equipment storage regulations D. Noise and odor restrictions and material approvals E. Security issues F. Protection of interior finishes G. Contractor Safety Plan

The following items describe the allowed use of all buildings within the Capitol Complex Buildings and grounds by the contractor, the availability and use of utilities, contractor equipment storage regulations, noise and odor restrictions, security issues, parking restrictions, material deliveries, working hours and protection of interior finishes. This list shall not be considered all-inclusive and may be extended by the consultant or DPMC. The content of this section shall not relieve the contractor from complying with the terms of the DPMC “Instructions To Bidders And General Conditions” and “Supplementary Instructions To Bidders And General Conditions” included in the project specifications. PART 2 PRODUCTS Not Used PART 3 EXECUTION 3.1 COORDINATION, SITE ACCESS, PARKING, DELIVERIES, AND STORAGE

A. The contractor shall provide a both a two week look ahead and a verbal daily Progress Report

to the Building Manager identifying the construction work to be performed. B. It should be noted that other projects may be in progress concurrently with this project within

the Capitol Complex area. Site access, deliveries, traffic control, parking, heavy equipment parking, material storage and trailer locations must be coordinated with the DPMC Project Manager, State Police, Building Manager and Client representative.

C. Demonstrations may be held in front of or adjacent to the State House Complex. The

contractor shall not block access to these areas. D. The public and building tenants must have free and safe access to, from, and within all State

House buildings at all times.

E. Although the Legislature takes a Summer recess, there may be a limited number of legislative sessions/committee meetings in the building during construction. Construction work shall not occur during these sessions. Building Management will provide the Contractor with twenty-

EXHIBIT ‘E’

four hours advance notice of any sessions/meetings. F. Beginning after Election Day, November 2, 2021, the Legislature may meet on Mondays

and/or Thursdays. Construction work shall may be restricted during scheduled Legislative activity. Building Management will provide the Contractor with twenty-four hours advance notice of any sessions/meetings.

G. Contractor access to the buildings' interiors will be limited to approved routes. Under

absolutely NO circumstances will contractor's personnel, materials or equipment gain access or use routes except as authorized herein. Routes may be modified by Building Management, the State Police or DPMC Project Manager as may be necessary.

H. Contractor must coordinate with Building Management and the State Police regarding

protection of facilities, equipment and people. 3.2 AVAILABILITY AND USE OF UTILITIES

A. Work hours for this project shall be weekdays from 7:30am to 3:30pm. See 3.4-A below for

exceptions.

B. Use of the building elevators for the transportation of construction materials or equipment will NOT be allowed except by exception which MAY be granted by the Building Manager.

. C. Limited electric power and water are available at the site. The Building Manager will

approve, in advance, specific usage. D. The State does not guarantee the availability of on-site parking for the contractor’s vehicles.

3.3 CONTRACTOR WORK AREAS, WORKING CONDITIONS AND EQUIPMENT STORAGE REGULATIONS A. The contractor shall not unreasonably encumber the facilities with its equipment or work to be

performed. The contractor shall be responsible for clean up every day. B. The contractor shall, at all times during the process of the work, keep the site free from the

accumulation of all rubbish and debris caused by its performance. The contractor shall remove all equipment, tools, debris and rubbish from or related to its work to the satisfaction of the Building Manager and the DPMC Project Manager.

C. The contractor shall adequately secure and protect its equipment, materials and vehicles. The

State assumes no liability for any damage to, or theft of, the contractor's property. The contractor shall have the use of a designated storage and staging of construction materials and equipment. Items stored in this area including toilet facilities (if needed) shall be screened from view by the public. The contractor shall install screening material (as may be approved by the State) to surround the area. The screening material shall be approved by the Project Engineer, DPMC and the Building Manager. The contractor shall be responsible for adhering to security procedures outlined by the Building Manager and the State Police. The need for a

EXHIBIT ‘E’

contractor site trailer is not expected. D. The contractor is responsible for all safety precautions for all of its employees and property

while performing its services. E. The contractor shall strictly limit its employee’s use of the facilities for lunch, smoking or rest

time usage to only those areas designated by the Building Manager. Use of State telephones will not be allowed. Smoking is not permitted within buildings. Use of toilet facilities within the buildings may be permitted.

F. The contractor shall, at all times, enforce strict discipline and good order among its employees

and shall not employ any unfit person or any non-skilled person in the task assigned to him. The contractor shall supervise and direct the work using its best skill and attention. The contractor shall employ a competent, full-time supervisor to appropriately supervise the work and protect people and the facilities. The contractor must maintain a person on the site who represents the firm and can make immediate decisions when required.

G. The contractor agrees that upon request by the DPMC Project Manager, it will remove from

services hereunder any of its employees who are incompetent, prone to tardiness, absenteeism or theft, are improper in conduct, or are not qualified or needed to perform the work assigned.

H. The Project Engineer in cooperation with the contractor, DPMC, State Police and Building

Management representatives, shall develop a "Project Directory" which identifies key designated representatives who may make decisions. Phone and cell phone numbers and pagers must be identified for immediate problem resolution.

I. If a construction dumpster is used by the contractor, it shall be placed in a location approved

by Building Management and the DPMC Project Manager. Any dumpster shall be properly secured (and screened as per 3.3-C above) during the project and promptly removed at the end of the project.

3.4 NOISE AND ODOR RESTRICTIONS AND MATERIAL APPROVALS

A. Consideration shall be given by the contractor regarding odors, adhesives, etc. If the odors

are such that they may disturb the building tenants and/or public, the work shall be performed after 6:00 p.m. or possibly on weekends. This shall be at the discretion of the DPMC Project Manager, Building Manager, Client representative and State Police .

B. Certain work will be performed adjacent to other State offices which will be in full and

continuous use during the course of the project. The contractor shall coordinate all operations with the DPMC Project Manager and Building Manager to minimize disturbances to the occupants of these offices. The playing of radios and other unnecessary noise will not be permitted.

C. All material safety data sheets shall be submitted and approved by the DPMC Project

Manager prior to use of the material. A copy of all sheets will be maintained on site.

EXHIBIT ‘E’

3.5 SECURITY ISSUES A. The contractor and his/her employees are subject to a security clearance by the State Police.

The contractor and all employees must wear badges issued by the State Police and sign in and out each day.

3.6 PROTECTION OF INTERIOR FINISHES

A. Because of the historic nature of the Complex Buildings, the contractor shall take extra care

to avoid damage or soiling to any part of the facilities. The contractor is responsible for all damages or destruction caused directly or indirectly by its performance to any part of the buildings or adjoining property. Any damage or destruction caused by the contractor or its employees will be repaired as the Building Manager and DPMC Project Manager direct and to their satisfaction with all costs charged to the contractor. The costs may be deducted from any and all amounts due to the contractor.

B. Because this project involves buildings of historical significance which are on the State and

National Historic Registers, the contractor shall take extra care to avoid damage or soiling to any part of the buildings or their finishes. Any of the contractor's employees found defacing, damaging or marring the buildings or their finishes shall be immediately removed by the contractor. The contractor shall be charged for all remedial work to restore the damaged area to its original condition.

C. The contractor shall take all necessary steps to ensure adequate protection of all building

furniture, equipment and building finishes, including but not limited to: floors, walls, windows, drapery, blinds, fan coil unit millwork, carpeting, doors and doorways. In this endeavor, all workers are to take precautions to protect rugs and floors such as removing soiled foot-ware before leaving the roof to enter the building. The contractor shall be charged for all remedial work to clean, repair and/or replace items damaged by the contractor.

D. The contractor is responsible for the cost of cleanup of dust, dirt and stains caused by the

work to the satisfaction of the Building Manager and the DPMC Project Manager. The contractor shall take all necessary precautions to keep dust, dirt and debris to a minimum within the construction area.

END OF SECTION

NEW JERSEY STATE HOUSE COMPLEX PROCEDURE FOR BACKGROUND CHECKS – DPP/DPA

All persons contracted to perform work at the State House Complex as part of a State authorized project must submit to a background check which consists of a search by the New Jersey State Police (NJSP) of the Criminal History Records Information (CHRI) data base and the National Crime Information Center (NCIC) data base.

The State House Complex consists of the following locations: 1. Executive State House – 125 West State Street, Trenton, NJ 08625; 2. Executive State House – 225 West State Street, Trenton, NJ 08625; 3. Legislative State House/Legislative Staff Building – 135 West State Street, Trenton, NJ 08625; 4. State House Annex – 145 West State Street, Trenton, NJ 08625; and 5. State House Garage – 165 West State Street, Trenton, NJ 08625.

Persons wishing to obtain such a background check (Applicant) will be required to submit their fingerprints and other information as part of this process in accordance with the procedure outlined below. Work of an emergent or brief nature will be dealt with separately. The project manager for such work should contact the NJSP at the State House Complex for alternate instructions.

The Applicant must make an appointment with the current State vendor who is authorized to perform fingerprinting. Currently that vendor is Identogo / MorphoTrust. Please visit the website: www.identogo.com for information on obtaining a fingerprint appointment.

1) The Applicant must comply with all requirements as required by Identogo / MorphoTrust. 2) The Applicant is responsible for all costs and fees associated with obtaining a background check. 3) The Universal Form can be obtained through the website.

a) Complete the NJ Universal Fingerprint Form as follows:

i. Box #7: After the word “EMPLOYER” Enter the PO Number or Contract Number or Project Number. ii. Box #8: Enter the name of the Applicant’s employer, if it is other than the General Contractor, enter a brief description of

the Scope of Work so that the Applicant’s information can be associated with the correct project. iii. Boxes #9 - #25 are completed by the Applicant and reflect their personal information.

iv. Box #26 must state: Deborahann L. Westwood, Mgr. HR Dept. of the Treasury, Div. Admin, 50 W. State St., PO Box 210 Trenton, NJ 08625

b) The Applicant must use this completed Form as directed by Identogo / MorphoTrust. c) The Applicant must email the cover sheet and the NJ Universal Fingerprint Form to: [email protected],

prior to the fingerprint appointment. This is the only contact or correspondence to Deborahann Westwood. All inquiries and/or concerns should be made to Steven Pietrzak or Andrea DiGiuseppe 609-777-4411, [email protected].

d) Email a copy of the cover sheet only to: [email protected], Attn: Steven /Andrea (Do not send Steven /Andrea a copy of the NJ Universal Fingerprint Form).

e) The Applicant is solely responsible for complying with the terms as stated by Identogo / MorphoTrust including, but not limited to, the Identification Requirement.

4) Identogo / MorphoTrust will forward the fingerprints to the NJ State Police SBI Unit who will search the CHRI data base. 5) The SBI Unit will forward the results of the CHRI Search to TreasuryHR. 6) Upon receipt of the CHRI Search results, Treasury HR will request the NJ State Police at the State House Complex to perform a

NCIC Search. 7) The results of both the CHRI and NCIC Searches will determine if the Applicant is “authorized” to perform work at the State

House Complex. Only the names of authorized Applicants will be forwarded to the State House Complex. 8) The NJ State Police at the Capitol Complex will issue a “Contractor’s ID Badge” to all authorized applicants. Only Applicants with this

Badge will be allowed to work at the Capitol Complex. This Badge must be prominently displayed when working at the site.

EXHIBIT 'F'

http://www.identogo.com/




9) The Contractor’s ID Badge, NCIC Search results and CHRI Search results will remain valid for the following durations.a) The Contractor’s ID Badge is project specific and will expire at the end of the project for which it is issued.b) The results of the CHRI Search will be retained by Treasury HR for three (3) years during which time the Applicant, should

they wish to begin a new project at the Capitol Complex, will be issued a new Contractor’s ID Badge without repeating theCHRI Search.

c) The results of the NCIC Search will not be retained. Therefore, a new NCIC Search will be performed each and every time theNJ State Police at the Capitol Complex issue a new Contractor’s ID Badge to the Applicant. There are no fingerprinting orfee requirements for the NCIC Search.

d) If, after three years from the date of the last CHRI Search, the Applicant requests a new Contractor’s ID Badge, Steps 1-9above will need to be repeated.

10) Allow at least three (3) weeks to complete steps 1-9 of this process. Do not contact Deborahann Westwood.

If you have any questions or concerns, please contact Steven Pietrzak or Andrea DiGiuseppe 609-777-4411 or [email protected].

Thank you.

REVISED 10-1-2020

EXHIBIT 'F'



COVER SHEET State House

DATE:

TO: [email protected] • EMAIL THIS COVER SHEET ONLY TO [email protected]• ATTN: STEVEN PIETRZAK/ANDREA DIGIUSEPPE• (NO COPY OF FORMS)

FROM: _____________________________________________________________ Name Company

SUBJECT: List of Employees Names for Capitol Complex

TERM CONTRACT NUMBER/PO#:

• Employee List of Names Only

NAME OF EMPLOYEE FINGERPRINT DATE • • • • • • • • • • • • • • • • • •

Any question concerning this process shall be directed to Steven Pietrzak/Andrea DiGiuseppe at (609) 777-4411 or [email protected]. Thank you.

EXHIBIT 'F'




COVER SHEET Treasury HR

DATE: ______________________________

TO: [email protected] • EMAIL THIS COVER SHEET AND THE NJ UNIVERSAL FINGERPRINT

FORM TO DEBORAHANN WESTWOOD ONLY

FROM: ________________________________________________ Name Company

SUBJECT: Copy of NJ Universal Fingerprint Application for Capitol Complex

TERM CONTRACT NUMBER/PO#:

• Employee List of Name• NJ Universal Fingerprint Application

NAME OF EMPLOYEE FINGERPRINT DATE • • • • • • • • • • • • • • • • •

Any question concerning this process shall be directed to Steven Pietrzak/Andrea DiGiuseppe at (609) 777-4411. Thank you.

EXHIBIT 'F'
