RFP Engineering Services Vehicle Maintenance Facility

REQUEST FOR PROPOSALS
Consultant Engineering Services for the
Gloucester County Public Schools Vehicle Maintenance Facility
RFP No: 18-003-BL
September 26, 2017
Gloucester County Public Schools
County of Gloucester
Central Purchasing Office
6467 Main Street – 1st
Floor
Gloucester, VA 23061
Phone: (804) 693-6235 Fax: (804) 693-0061
Sealed proposals, subject to the terms and conditions contained herein, will be received at the above office of Central Purchasing, 1st
Floor, 6467 Main Street, Gloucester, Virginia, 23061, through the due date and hour shown below (local prevailing time), for
furnishing the following described materials, and/or services, for delivery and/or performance F.O.B. GLOUCESTER COUNTY,
VIRGINIA.
Scope of Services: To establish a contract with a qualified firm to provide consultant services to design and develop plans and
specifications for the construction of a new Gloucester County Public Schools, (“GCPS”) Vehicle Maintenance Facility. At a
minimum, the Consultant shall serve as the Architect of record for the development of site surveys, conceptual designs, site plan
permit documents, budget and planning strategies, full size schematic design, construction documents and construction project
administration.
Proposals Due: By the Close of Business on October 27, 2017
Contract Officer: ____________________________________________________
Bill Lindsey, CPPO, C.P.M., Purchasing Agent
ONE ORIGINAL AND THREE COPIES OF YOUR SUBMITTAL IS REQUESTED
In compliance with this Request for Proposals, and subject to all the conditions thereof, the undersigned offers to furnish the materials requested and certifies he has
read, understands, and agrees to all terms, conditions, and requirements of this proposal, and is authorized to contract on behalf of firm named below.
Company Name _________________________________________________________________________
Address: _______________________________________________________________________________
City/State/Zip: __________________________________________________________________________
Telephone: _________________FAX No.: ___________________E-mail: __________________________
Federal Tax ID No.: _________________ Business License No.: _____________ Jurisdiction: ___________________
Virginia State Corporation Commission Identification Number: _____________________ (Required for Award)
Print Name: _______________________________________Title: ________________________________
Signature: ________________________________________ Date: ________________________________

NOTICES
Copies of the Proposal Documents may be obtained at the Central Purchasing Office located in County Office Building No. 1, 6467
Main Street, Gloucester, Virginia, at no charge. You may also download this bid at www.gloucesterva.info/purch on the Central
Purchasing website.
GENERAL TERMS AND CONDITIONS
1.Governing Laws and Courts: This solicitation and any resulting contract shall be governed in all respects by the laws of the
Commonwealth of Virginia and the ordinances of Gloucester County, with any litigation with respect thereto shall be brought in the
courts of Gloucester County, Virginia. The Consultant shall comply with all applicable federal, state and local laws, rules and
regulations (§ 15.2-1235, Code of Virginia).
2.Anti-Discrimination: By submitting their proposals, offerors certify they will conform to the provisions of the Federal Civil Rights
Act of 1964, as amended, as well as the Virginia Fair Employment Contracting Act of 1975, as amended, where applicable, the
Virginians With Disabilities Act, the Americans With Disabilities Act and § 2.2-4311 of the Virginia Public Procurement Act
(VPPA). If the award is made to a faith-based organization, the organization shall not discriminate against any recipient of goods,
services, or disbursements made pursuant to the contract on the basis of the recipient's religion, religious belief, refusal to participate
in a religious practice, or on the basis of race, age, color, gender or national origin and shall be subject to the same rules as other
organizations that contract with public bodies to account for the use of the funds provided; however, if the faith-based organization
segregates public funds into separate accounts, only the accounts and programs funded with public funds shall be subject to audit by
the public body (§ 2.2-4343.1E, Code of Virginia). In every contract over $10,000 the provisions in “a” and “b” below apply:
a. During the performance of this contract, the Consultant agrees as follows:
1. The Consultant will not discriminate against any employee or applicant for employment because of race, religion, color, sex,
national origin, age, disability, or any other basis prohibited by state law relating to discrimination in employment, except
where there is a bona fide occupational qualification reasonably necessary to the normal operation of the Consultant. The
Consultant agrees to post in conspicuous places, available to employees and applicants for employment, notices setting forth the
provisions of this nondiscrimination clause.
2. The Consultant, in all solicitations or advertisements for employees placed by or on behalf of the Consultant, will state that
such Consultant is an equal opportunity employer.
3. Notices, advertisements and solicitations placed in accordance with federal law, rule or regulation shall be deemed sufficient
for the purpose of meeting these requirements.
b.The Consultant will include the provisions of ”1” above in every subcontract or purchase order over $10,000, so that the
provisions will be binding upon each sub Consultant or vendor.
3.Ethics in Public Contracting: By submitting their proposals, offerors certify that their proposals are made without collusion or fraud
and that they have not offered or received any kickbacks or inducements from any other offeror, supplier, manufacturer or sub
Consultant in connection with their proposal, and that they have not conferred on any public employee having official responsibility
for this procurement transaction any payment, loan, subscription, advance, deposit of money, services or anything of more than
nominal value, present or promised, unless consideration of substantially equal or greater value was exchanged.
4.Immigration Reform And Control Act Of 1986: By submitting their proposal), offerors certify that they do not and shall not during
the performance of this contract, knowingly employ any unauthorized alien as defined in the Federal Immigration Reform and
Control Act of 1986, as amended (§ 2.2-4311.1 Code of Virginia).
5.Debarment Status: By submitting their proposals, offerors certify that they are not currently debarred by the Commonwealth of
Virginia or any government entity from submitting proposals on contracts for the type of goods and/or services covered by this
solicitation, nor are they an agent of any person or entity that is currently so debarred.
6.Antitrust: By entering into a contract, the Consultant conveys, sells, assigns, and transfers to the County of Gloucester all rights, title
and interest in and to all causes of action it may now have or hereafter acquire under the antitrust laws of the United States and the
Commonwealth of Virginia, relating to the particular goods or services purchased or acquired by the County of Gloucester under
said contract.
7.Clarification of Terms/Addenda: If any prospective offeror has questions about the specifications or other solicitation documents,
the prospective offeror should contact the Purchasing Agent whose name appears on the face of the solicitation no later than five (5)

working days before the proposal due date. Any revisions to the solicitation will be made only by addendum issued by the
Purchasing Agent and posted on the public posting board in Central Purchasing. Addendums may also be on the Central Purchasing
website at www.gloucester.info/purch. It is the offerors sole responsibility to ensure they have obtained any and all addenda prior to
submittal of their offer. (§ 2.2-4316, Code of Virginia).
8.Payment: A. Payment terms shall be Net 45 days unless otherwise stated by the offeror on this solicitation. Alternative terms may
be offered by the offeror for prompt payment of bills. B. Payment terms may be considered in determining the low offer. C.
Discount period shall be computed from the date of proper receipt of the vendor’s correct invoice, or from the date of acceptable
receipt of the goods/services, whichever is latest. D. The payment terms stated herein must appear on the vendor’s invoice. Failure
to comply with this requirement may result in the invoice being returned to the vendor for correction. E. Late payment charges shall
not exceed the allowable rate specified by the Virginia Prompt Payment Act. (1% per month) (§ 2.2-4352, Code of Virginia).
9. Drug Free Workplace: During the performance of this contract, the Consultant agrees to (i) provide a drug-free workplace for the
Consultant's employees; (ii) post in conspicuous places, available to employees and applicants for employment, a statement
notifying employees that the unlawful manufacture, sale, distribution, dispensation, possession, or use of a controlled substance or
marijuana is prohibited in the Consultant's workplace and specifying the actions that will be taken against employees for violations
of such prohibition; (iii) state in all solicitations or advertisements for employees placed by or on behalf of the Consultant that the
Consultant maintains a drug-free workplace; and (iv) include the provisions of the foregoing clauses in every subcontract or
purchase order of over $10,000, so that the provisions will be binding upon each subConsultant or vendor. For the purposes of this
section, “drug-free workplace” means a site for the performance of work done in connection with a specific contract awarded to a
Consultant, the employees of whom are prohibited from engaging in the unlawful manufacture, sale, distribution, dispensation,
possession or use of any controlled substance or marijuana during the performance of the contract.
10.Availability of Funds: It is understood and agreed between the parties herein that the County shall be bound hereunder only to the
extent of the funds available or which may hereafter become available “subject to appropriation” by the Board of Supervisors for
the purpose of this agreement, ref § 15.2 Chapter 25 Code of Virginia.
11.Precedence of Terms: Paragraphs 1-10 of these General Terms and Conditions shall apply in all instances. In the event of a
conflict between any of the other General Terms and Conditions and any Special Terms and Conditions, the Special Terms and
Conditions shall apply.
12.Identification of Proposal Envelope: If a special envelope is not furnished, or if return in a special envelope is not possible, the
signed proposal should be returned in a special envelope or package, sealed and identified with the Offeror’s Name, Solicitation
Number and Due Date and Time. Prices or changes shown on the outside of an envelope is not acceptable and will not be
considered.
13.Late Proposals: To be considered for selection, proposals must be received by Central Purchasing (or designated issuing office) by
the designated date and hour. The official time used in the receipt of proposals is that time on the automated stamp machine in the
Central Purchasing Office. Proposals received in Central Purchasing after date and hour designated are automatically non-
responsive and will not be considered. The County/School Board is not responsible for delays in the delivery of mail by the U. S.
Postal Service, private courier, or the Inter-Departmental County Mail System. It is the sole responsibility of the offeror to ensure
that its proposal reaches Central Purchasing by the designated date and hour. If the County is closed for business at the time
scheduled for the receipt of proposals, the proposals will be accepted on the next business day of the County, at the originally
scheduled hour.
14.Qualification of Offerors: The Purchasing Agent may make such reasonable investigations as deemed proper and necessary to
determine the ability of the offeror to perform the services/furnish the goods and the offeror shall furnish to the Purchasing Agent
all such information and data for this purpose as may be requested. The County reserves the right to conduct any test/inspection it
may deem advisable to assure the services conform to the specifications. The County reserves the right to inspect offeror’s
physical facilities prior to award to satisfy questions regarding the offeror’s capabilities. The Purchasing Agent further reserves the
right to reject any proposal if the evidence submitted by, or investigations of, such offeror fails to satisfy the Purchasing Agent
that such offeror is properly qualified to carry out the obligations of the contract and to provide the services and/or furnish the
goods contemplated therein.
15.Additional Information: The County reserves the right to ask any offeror to submit information missing from its proposal, to clarify
its proposal, and to submit additional information which the Purchasing Agent deems desirable. By submitting their offers,
offerors certify they understand these prohibitions, and if awarded a contract as a result of this solicitation, they will comply. They
also understand that a violation of these prohibitions are breach of contract and can result in default action being taken by the
County.

16.Award Notices: Awards or Decision’s to Award shall be posted on the public posting board in Central Purchasing, ref. § 2.2-4360,
Code of Virginia. It may also be posted at: www.gloucesterva.info/purch/results.htm.
17.Protest of Award or Decision to Award: Any Offeror who desires to protest the award or decision to award a contact shall submit
such protest in writing to the Purchasing Agent no later than ten days after the award or the announcement of the decision to
award, whichever occurs first. The written protest shall include the basis for the protest and the relief sought. The Purchasing
Agent shall issue a decision in writing within ten days stating the reasons for the action taken. This decision shall be final unless
the Offeror appeals within ten days by instituting legal action as provided in § 22-64 of the Code of Gloucester County, Virginia.
18.Assignment of Contract: The resulting contract shall not be assignable in whole or in part without the County’s written consent.
19.Default: In case of failure to deliver the services in accordance with the contract terms and conditions, the Purchasing Agent, after
due oral or written notice, may procure them from other sources and hold the Consultant responsible for any resulting additional
purchase and administrative costs. This remedy shall be in addition to any other remedies which the County may have.
20.Taxes, Fees and Surcharges: Sales to Gloucester County, Virginia are normally exempt from State sales tax. A State sales and use
tax certificate of exemption (Form ST-12) will be issued upon request. Deliveries against this contract shall be free of federal
excise and transportation taxes. The County’s Excise Tax Exemption Registration Number is 54-6001312 and the School/ 54-
6001313. Additionally, no additional fees or surcharges may be passed to the County. This includes, but is not limited to any type
of fuel surcharge.
21.Cancellation of Contract: The Purchasing Agent reserves the right to cancel and terminate any resulting contract, in part or in
whole, without penalty, upon 60 days written notice to the Consultant. Any contract cancellation notice shall not relieve the
Consultant of the obligation to deliver and/or perform on all outstanding orders issued prior to the effective date of cancellation.
22.Contractual Disputes: In accordance with § 22-63 of the Code of Gloucester County, Virginia, claims arising out of this contract,
whether for money or other relief, may be submitted to the County of Gloucester, by submitting the claim in writing, with all
necessary data and information to substantiate the claim attached, to the Purchasing Agent. The Purchasing Agent shall render
his/her decision within thirty (30) days. The Consultant may then appeal the Purchasing Agent’s decision to the County
Administrator, whom shall render a final decision within forty-five (45) days.
23.Indemnification: Consultant agrees to indemnify, defend and hold harmless the County, its officers, agents, and employees from
any claims, damages and actions of any kind or nature, whether at law or in equity, arising from or caused by the use of any
materials, goods, or equipment of any kind or nature furnished by the Consultant/any services of any kind or nature furnished by
the Consultant, provided that such liability is not attributable to the sole negligence of the using agency or to failure of the using
agency to use the materials, goods, or equipment in the manner already and permanently described by the Consultant on the
materials, goods or equipment delivered.
SPECIAL TERMS AND CONDITIONS
1. Independent Consultant: The Consultant shall not be an employee of Gloucester County, but shall be an independent Consultant.
Nothing in this agreement shall be construed as authority for the Consultant to make commitments, which shall bind Gloucester
County or to otherwise act on behalf of Gloucester County, except as Gloucester County may expressly authorize in writing.
2. Supremacy Clause: Notwithstanding any provision in the offeror’s response to the contrary, the offeror agrees that the terms and
conditions contained in the County’s Proposal shall prevail over contrary terms and/or conditions contained in the offeror’s
response.
3. Final Decision: The offeror agrees that the decisions of the Board of Supervisors/Gloucester County School Board and/or its
designee (the Purchasing Agent) is final and shall hold the County/School Board, their directors, employees, consultants and those
involved in this solicitation and selection, and the successful vendor(s) harmless. The submission of a proposal indicates
adherence to these conditions.
4. Questions: Questions about the proposal are to be submitted in writing, referencing the proposal number, to the Purchasing Agent
listed on the front cover page of the solicitation. Request for additional information or interpretations on instructions may also be
addressed. Central Purchasing urges interested offerors to communicate concerns during the response period to avoid
misunderstandings. Questions received less than five (5) business days prior to the proposal due date may not be answered.
Questions may be answered by written addenda. All addenda issued by Central Purchasing shall become part of the specification
and may be made part of the contract documents. Addenda will be distributed to all that are known to Central Purchasing to have

received a complete set of solicitation documents. Addenda will also be posted on the Central Purchasing public bulletin board
and may also be at www.gloucesterva.info/purch.htm. No addenda will be issued later than three (3) days prior to the solicitation
due date, except an addendum cancelling or postponing a solicitation may be issued at any time prior to the receipt of offers. It is
the offerors sole responsibility to ensure they have obtained any and all addenda prior to submittal of their offer and acknowledged
them in their proposal response.
5. Criminal Background Check:
(a) In order to determine whether, in the interest of public welfare and safety, an employee of a Consultant contracting with any
County agency and each applicant for County volunteer service may be disqualified from such employment or service by
reason of a criminal record, the County Administrator or designee (in this case the Purchasing Agent is the designee), who must
be a County employee, may require the Consultant’s employee or volunteer to provide personal descriptive information and to
submit to a criminal background check. The Consultant contracting with any County agency shall pay the cost of the criminal
records check. The volunteer will not be required to pay the cost of the criminal records check.
(b) The County Administrator or designee, who must be a County employee, shall require that a criminal background check be
conducted on an employee of a Consultant contracting with any a County agency and applicants for County volunteer service
where the anticipated duties or responsibilities of the employee or volunteer will involve (i) unsupervised access to public
records or to personal information as defined in § 2.2-3801 of the Code of Virginia; (ii) accountability for public funds in
excess of $2,500.00; (iii) unsupervised access to County supplies; (iv) entry into secured areas outside of working hours
without a County employee; (v) right of entry onto private property without a County employee; or (vi) proximity to children,
the elderly or disabled on a one-on-one basis with minimal supervision.
(c) The County Administrator or designee may require a Consultant’s employee or volunteer whose duties do not fall within the
duties enumerated in section (b) to submit to a criminal background check in the interest of protecting the public safety where
there is reasonable cause to believe the Consultant’s employee or volunteer is not suitable for such employment or service or
for other unique employment or volunteer service.
(d) The criminal history record information regarding such Consultant’s employee or volunteer may be obtained through the
Central Criminal Records Exchange or other appropriate qualified private source and may include the following: Employment
records/Employee references; criminal background records/information; criminal background check/fingerprint; driver’s license
check; automobile insurance check; Social Services central registry check; training/experience check; personal references and
addresses.
(e) As a condition of awarding a contract for the provision of services that require the Consultant or his employees to have direct
contact with students on school property during regular school hours or during school-sponsored activities, the school board
shall require the Consultant to provide certification that all persons who will provide such services have not been convicted of a
felony or any offense involving the sexual molestation or physical or sexual abuse or rape of a child (§ 22.1-296.1, Code of
Virginia).
(f) The criminal history record information provided in accordance with this section shall be used solely to assess eligibility for
employment as a Consultant’s employee or volunteer service, and shall not be disseminated to any person not involved in the
assessment process. If a Consultant’s employee or volunteer is denied employment or service because of information appearing
in his or her criminal record history, the County Administrator or designee shall notify the Consultant or volunteer that
information from the Virginia Central Criminal Records Exchange or other appropriate qualified private source contributed to
such denial.
6. SILENCE OF SPECIFICATIONS: The apparent silence of these specifications and any supplemental specifications as to any detail or
the omission from the specifications of a detailed description concerning any point shall be regarded as meaning that only the
best commercial practices are to prevail and correct type, size and design are to be used. All interpretations of these
specifications shall be made on the basis of this statement.

SCOPE OF SERVICES
To establish a contract with a qualified firm to provide consultant services to design and develop plans and specifications for the
construction of a new Gloucester County Public Schools Vehicle Maintenance Facility. At a minimum, the Consultant shall serve as
the Architect of record for the development of site surveys, conceptual designs, site plan permit documents, budget and planning
strategies, full size schematic design, construction documents and construction project administration.
I. PURPOSE:
Gloucester County Public Schools, (“GCPS”) is soliciting proposals from Virginia licensed, professional, full-service
architectural/engineering consulting firms that have demonstrated experience in designing school vehicle maintenance facilities. The
desire is to establish a phased, fixed fee contractual agreement to provide professional consulting and engineering services for the
GCPS. The objective of this solicitation is to engage a Consultant as the Architect of record for the development of site surveys,
conceptual sketches, schematics, budget estimates and programming documents equating to a 10% preliminary design of sufficient
detail to begin to prepare construction documents for the selected construction initiative. The design will be extended to proceed to
30% or more depending upon availability of funding and other related factors. The Architect will provide full-size schematic design
and construction documents for bidding and project administration of the resulting construction contract.
II. GENERAL OVERVIEW AND BACKGROUND:
The Gloucester County School Board (GCSB), the Owner, is charged with safely transporting children to various schools within the
County with a large fleet of buses and other support vehicles. Accordingly, GCPS operates a 50+ year old facility that is deficient in
supporting the maintenance and repair needs of the vehicle fleet.
In 2016, GCPS engaged Hudson + Associates to conduct a programming study for a new combined Schools and County
Transportation Facility and Utilities Yard. A final Master Plan Report, (“Master Plan”), was published on July 10, 2017, and is
enclosed with this solicitation.
This solicitation is limited to the objective of engaging a Consultant to design a new GCPS Vehicle Maintenance Facility and makes
no assertions as it relates to the County’s repair facility, nor re-use of the existing GCPS repair facility for use as a maintenance shop
for the County’s Public Utilities Department.
A summary of the Master Plan identifies that the existing facility is in marginal condition. Many deficiencies are noted such as
undersized bay doors that are not configured for drive-through service. In addition, ceiling heights do not allow busses to be lifted
more that 18-24 inches off the floor deck allowing for under-vehicle work or inspection. Work bays are also insufficient, cramped and
do not allow for the use of various tools. Finally, the current ventilation in the facility is poor and vehicle exhaust is not mechanically-
removed from the building.
The Master Plan also includes a site analysis of three (3) school properties for the future building. The site identified as the “New
Page Middle School Site” immediately to the east of the recently constructed Page Middle School on T. C. Walker Road has been
selected by the Owner and is the site for which the selected Consultant will prepare deliverables. This site is currently vacant and
undeveloped.
III. PROJECT TEAMING OPPORTUNITY:
When the plans and specifications were developed for the construction of the new Page Middle School, they included the design
(construction plans and specifications) for a baseball field adjacent to the school, (designated therein as option A). These plans and
specifications were prepared by RRMM Architects which was the Architect of record for the construction of the school. Due to fiscal
constraints, the construction of the baseball field was not pursued at the time the school was constructed.
GCPS believes that the documents for the baseball field provided by RRMM are current and are ready to be advertised for competitive
bids. However, there may be savings opportunities if the construction of the baseball field and the Vehicle Maintenance Facility were
combined because of the extensive civil work involved with both initiatives. Offerors are encouraged to review the plans for the
baseball field at the Office of the Purchasing Agent.
Included as part of the scope of services is a review the current constructability of the construction documents and plans for the
baseball field and the inclusion of this item as an add/alternate in the construction documents for the Vehicle Maintenance Facility.
GCPS considers the plans to be ready for advertisement, therefore the objective of this opportunity is to seek economies of scale by
coordinating the projects.

IV. DESIRED SERVICES:
The selected Consultant shall furnish all expertise, labor and resources to provide the services necessary for this Project. At a
minimum, the Consultant shall:
1. Review and understand the site for the purpose of understanding all civil, environmental, and facility requirements.
Facilitate a program to identify the best approach for mitigating and delineating wetlands at the site. Be advised that the
current approved delineation plan for the site approved by the Army Corps of Engineers expires on February 7, 2018.
2. Develop construction documents related to clearing the property and making any modifications to utilities and/or T. C.
Walker Road for the improved site. The selected Consultant is also expected to possess sufficient knowledge and
expertise to advise the owner with regard to phasing the project in an effort to save expenditures and to expedite the
project schedule, (i.e. development of two separate bidding documents to enable early site preparation documents while
detailed site and building design is underway).
3. Develop site plan permitting documents approvable by the local government at appropriate stages during the project.
4. Develop conceptual sketches, diagrams, and schematics as required to fulfill the desired program needs and obtain
owner approval prior to advancing to preliminary design.
5. Develop construction cost estimates and programming documents equating to a 10% preliminary design of sufficient
detail to brief the GCSB and Gloucester County Board of Supervisors with project options and obtain approval prior to
schematic design.
6. Develop 30% full-size schematic designs of sufficient detail to obtain owner approval prior to advancing to final design.
7. Develop complete construction documents including drawings and a project manual (front end and technical
specifications) for bidding. Submit 95% completed documents for review and approval by the owner prior to providing
100% documents suitable for bidding. Assist the GCSB and the County in the selection of a construction Contractor.
8. Provide construction and contract administration services to oversee the construction goal.
V. PROJECT SCHEDULE:
The estimate time line for the development of complete construction documents and drawings for bidding is nine (9) monthes. A
fifteen (15) month construction schedule is also estimated with final completion and acceptance on January 15, 2020.
VI. SUBMITTAL REQUIREMENTS:
Provide one (1) original and three (3) complete copies of the following to be considered responsive to the Request for Proposals.
Should the offeror fail to provide adequate or complete documentation, as determined by the selection committee, the offerors
proposal may be eliminated from further consideration. Proposals exceeding 75 pages in total length may be rejected.
1. Description of the firm, and a statement of qualifications including an organizational chart. Provide supporting
documentation relative to the firm’s experience accomplishing work described in the Scope of Services.
2. Provide supporting documentation that describes the firm’s specialized experience as it relates to school
maintenance construction and its technical proficiency related to this work discipline.
3. Provide information related to the firm’s record of performance for similar projects and evidence of the firm’s
ability to provide timely responses to requests and provide the resources necessary to meet the Owner’s desired
completion schedule.
4. Names and qualifications of personnel likely to be assigned to the project tasks under this work.
5. Names and qualification of any other Consultants or sub-Consultants who may be utilized to accomplish the scope
of services, such as a licensed Professional Engineer, Surveyor, or Construction Manager.
6. References from clients for work done of a comparable scope.
7. Non-binding fee estimate (provided only by offerors that are selected for interviews).

VII. EVALUATION CRITERIA:
Each proposal will be evaluated for full compliance with the RFP instructions and mandatory terms and conditions
set forth within the solicitation document. The objective of the evaluation will be to recommend the firm(s) who is the most
responsive to the expressed needs of the County. Proposals will be evaluated to the following criteria:
1. Experience, Qualifications and Capacity of the staff likely to be assigned by the offeror to perform the desired
services included in the solicitation.
2. Capability and Skills – qualifications and experience of the firm and the demonstrated competence to provide the
required services.
3. Knowledge and Skills dealing with environmental and wetland issues.
4. Understanding - demonstrated understanding of the scope of services and familiarity with the County’s school
system.
5. Offeror’s current workload and the ability to assign resources to the project in a rapid manner in order to
provide the services in an expedient manner.
6. Acceptability of provided references for comparable projects.
VIII. EVALUATION PROCESS:
Proposals will be evaluated and interviews may be scheduled with selected firms in accordance with the “procurement of professional
services” method of selection outlined in § 22-51 (a) of the Code of Gloucester County, Virginia. Interviews may be conducted with
two or more offerors deemed to be fully qualified and best suited among those submitting proposals, on the basis of the factors
involved in the Request for Proposals (RFP). Negotiations will be conducted with the offeror ranked highest in meeting the
expectations of the County. If a contract that is satisfactory and advantageous to the County can be negotiated at a price considered
fair and reasonable, the award shall be made to that offeror. Otherwise, negotiations with the top ranked offeror shall be formally
terminated and negotiations will be conducted with the next ranked firm and so on until such a contract can be negotiated at a fair and
reasonable price. Should the County determine that only one offeror is fully qualified or that one offeror is clearly more highly
qualified than others, a contract may be negotiated and subsequently awarded to that offeror.
IX. AWARD:
Award shall be made to the responsible offer whose proposal is determined in writing to be the most advantageous to the County
taking into consideration price and the evaluation factors set forth in the request for proposals. The contract file shall contain the
basis on which the award is made. The award of a contract shall be the sole discretion of the County. The award shall be based on
the evaluation of all information as the County may request. The County reserves the right to accept or reject any or all proposals in
whole or in part and to waive any informalities in the RFP. Further, the County reserves the right to enter into a contract deemed to
be in its best interest. Based on what is determined to be in the best interest for the County, award may be made to one offeror or
more than one offeror.
X. METHOD OF PAYMENT:
The Consultant will be paid on the basis of the invoice submitted to the Gloucester County Finance Department after delivery and
acceptance by the designated County representative. All payments will be made in accordance with the Code of Virginia’s Prompt
Payment provisions. Code of Virginia §2.2-4347 & 2.2-4352
XI. DEBRIEFING:
Using the RFP process, the County will keep all information as to persons or firms making offers or the contents of any offers as
confidential. This information will only be available after an award or decision to award has been made. After an award is made, or
the decision to make an award is made, the procurement file will be available in the Central Purchasing Department for public review
which shall constitute a debriefing. No meetings with staff will be provided to discuss the award decision. Offerors wishing a file
review may schedule an appointment during normal business hours, 8:00 AM – 4:00 PM, Monday – Friday.

COMBINED TRANSPORTATION AND UTILITIES CENTER STUDY
for
GLOUCESTER COUNTY PUBLIC SCHOOLS
GLOUCESTER COUNTY, VA
F I N A L M A S T E R P L A N R E P O R T
P.O. No. 17000276 July 10, 2017
120 W. Queens Way Suite 201 ■ Hampton, VA 23669 ■ (757) 722-1964 ■ Fax (757) 722-0280 ■ http://www.hudsonarch.com

Combined Transportation and Utilities Center Study Page 0
F I N A L R E P O R T
COMBINED TRANSPORTATION AND UTILITIES CENTER STUDY
for
GLOUCESTER COUNTY PUBLIC SCHOOLS
GLOUCESTER COUNTY, VA
TABLE OF CONTENTS
I. OVERVIEW / EXECUTIVE SUMMARY. . . . . . . . . . . . . . . 1
II. SUMMARY OF MEETING NOTES AND SITE/FACILITY INVESTIGATION
Study Overview . . . . . . . . . . . . . . . . . . 5
Study Objectives . . . . . . . . . . . . . . . . . . 6
Current Situation, Schools Transportation . . . . . . . . . . 8
Current Situation, County Maintenance. . . . . . . . . . . 20
Current Situation, Utilities Department . . . . . . . . . . . 26
III. SUMMARY OF CURRENT VEHICLE AND EQUIPMENT INVENTORY . . . . . . 36
IV. OBSERVATIONS FROM SIMILAR FACILITIES
James City County, County Vehicle Maintenance Center . . . . . 37
James City County, Schools Operations/Maintenance Center . . . 41
New Kent County, Consolidated County/Schools Maint. Center . . . 46
V. PROGRAM SUMMARY FOR A NEW TRANSPORTATION CENTER
Facility Square Footage Summary . . . . . . . . . . . . 51
Facility Floor Plan Diagram . . . . . . . . . . . . . . . 52
Summary of Additional Detailed Program Requirements . . . . . 53
VI. SITE ANALYSIS
T.C. Walker Education Center Site . . . . . . . . . . . . 56
Old Page Middle School Site . . . . . . . . . . . . . . 59
New Page Middle School Site . . . . . . . . . . . . . . 64
VII. COST ESTIMATE . . . . . . . . . . . . . . . . . . . . 70
VIII. COMMENTS RECEIVED & REPSONSES . . . . . . . . . . . . . 75
This Study has been prepared for Gloucester County Public Schools by:
HUDSON + ASSOCIATES ARCHITECTS
120 West Queens Way, Suite 201
Hampton, VA 23669
(757) 722-1964
TABLE OF CONTENTS

I. OVERVIEW / EXECUTIVE SUMMARY
HISTORY: In 2016, Gloucester County Public Schools approached Hudson + Associates
Architects about conducting a programming study for a new combined Schools and
County Transportation Facility and Utilities Yard. It was agreed that multiple sites would
be considered for the new, consolidated facility.
CURRENT SITUATION: Maintenance for current County and School board vehicles and
equipment currently takes place in buildings that are generally undersized and poorly
suited to all types of vehicles in the respective fleets. Certain major maintenance tasks
cannot be performed and must be tasked out to local, private shops. The Sheriff’s
Department opted to task all of its vehicle maintenance out to local shops due to
shortage of personnel and capabilities to suit its mission-essential needs. Existing
facilities are cramped, poorly lit and marginally ventilated. Storage space for spare
parts is limited, and the work environment is less-than-pleasant for County personnel.
Maintenance is performed in various, scattered buildings. The Utilities Department
likewise lacks sufficient maintenance space and has current assets scattered among
multiple, marginally-suited buildings and yards. Many County assets such as trailers,
and towable equipment (generators, backhoes, mowers, etc.) are stored outside in
weather where they deteriorate. While County maintenance personnel are meeting
critical needs, they are doing so in facilities that are far less-than-ideal.
METHOD OF ANALYSIS: Hudson + Associates Architects undertook the following steps:
Major Tasks: What we looked for:
Meetings with key department persons
to understand organizational needs
How departments are currently
organized; what does each person do?
Meetings with key operational persons
to understand organization processes
How do personnel interact with each
other? With the current facility?
Visits to all existing County maintenance
and storage facilities currently in use
What is size, condition and layout of
current facilities? Identify deficiencies
Visits to proposed sites within Gloucester
County and obtaining local physical
and topographical data
Size and proportions of site, elevation
above floodplain, access from streets,
access to utilities, opportunity to expand
Visits to facilities in other neighboring
counties that are similar to the one
proposed by this Study
Evaluate comparative size, amenities,
functional layout, what works well and
signs of potential obsolescence
PROPOSED SOLUTION: This Study contemplates design and construction of a new,
consolidated fleet maintenance and utility operations center to suit requirement of the
County, Utilities Department, School Board, and Sheriff’s Department. Included will be
the following major program elements:
 Vehicle maintenance bays (garage) and related shop area
 School bus operations office

 Utilities Department office for maintainers
 Toilets, lockers and showers for maintenance personnel
 Combined spares and parts storage with centralized inventory management
 Vehicle wash bay (indoor)
 Vehicle fueling island (outdoor, covered) and oil-water separator
 Central warehouse storage for Utilities Department and County equipment
 Outdoor covered storage for trailers, trailerable equipment and materials
 Yard storage (uncovered) for Utilities Department materials
 Surface parking for fleet vehicles and personnel’s own vehicles
SITES FOR CONSIDERATION: The ideal site will have the following attributes:
 Sufficient acreage to suit outdoor parking of the school bus fleet and other
County vehicles
 Suitable acreage and proportions for optimal workflow of vehicles, parking and
fueling
 Sufficient area to suit facility footprints, outdoor material storage, and
stormwater management
 Sufficient area to allow for future expansion of building(s) without adverse
impact on assets to remain
 Safety and ease of ingress into, and egress from, the site at adjacent roadways
 Availability of utilities to support building(s) and site amenities
 Good vertical elevation above floodplain, and minimal impact from wetlands
 Good soils for bearing pavements and building foundations
Three sites were considered:
 Old Page Middle School site (off Rt. 17, near current School Transportation Ctr.)
 Land adjacent to the T.C Walker Center (off T.C. Walker Road)
 Land Adjacent to the new Page Middle School site (off T.C. Walker Road)
The site adjacent to the T.C. Walker Education Center was ruled out fairly quickly
because it was too small and was predominantly at too low a vertical elevation to
build upon. Also, to build the facility at this site would constrain future reuse of the
T.C. Walker Education Center as a school, if desired.
As for the other two sites:
 Old Page Middle School: site is favorable in size and flexibility, but currently lacks
ideal access to Route 17. Also, the site’s configuration and current location of
the water tower impact the layout and future expansion. The existing School
Transportation facility, however, may be re-purposed for use by Utilities
Maintenance, reducing need for new construction to suits its needs. Lastly, this
site may have higher and beneficial use for economic development.
 Land Adjacent to the new Page Middle School: This site is also favorable in size
and flexibility, and offers good access to T.C. Walker Road without adverse
impact upon traffic flow in and out of the Middle School. Its size and proportions

are amenable to efficient use and future expansion. This is a ‘virgin’ site,
however, and will incur higher costs to clear and support with new utilities. Also,
T.C. Walker Road must be widened to add new turn lanes into the center.
PROPOSED BUILDING AND SITE DEVELOPMENT COSTS: A preliminary, estimated budget
is included herein that contemplates construction of the new, consolidated
Transportation and Utility Center and all related site development. A separate
estimate is included for each site, due to the differing conditions and programmatic
elements at each site. Please note that:
 The overall figures are for budgeting purposes only, and are not based on
definitive design of the building(s) or site amenities.
 Additional site investigation, such as geotechnical investigation of soils may be
warranted. An update of wetlands delineation will also be required.
 The overall figures assume that the primary maintenance garage and
warehouse facility will be built using pre-engineered building structure and walls
built at least partial height of masonry for durability.
 A single-story building is preferred to avoid cost of stairwells and an elevator.
Conceptual building floor plans and overall site plans (one for each site) are
offered herein upon which the estimated costs are based.
TIMETABLE TO IMPLEMENT: A proposed Transportation and Utility Center can be
designed and built as soon as funding is authorized by Gloucester County. Some time
constraints to consider include:
 Once approved and design is authorized to commence, a detailed survey of
the site will be required. An updated wetlands delineation should be
undertaken, depending upon the selected site and preferred layout. This can
take up to 8-10 weeks to accomplish.
 Geotechnical investigation will be required to determine foundation and
pavement subgrade requirements.
 There should be no unusual environmental permitting required; however, up to
90 days should be allowed for County review of the definitive site plan and
stormwater management design. This can be expedited as early in the design
process as possible to reduce impact on overall timeframe to permit the project.
 6-8 months should be allowed for design, which includes the aforementioned
civil design and environmental review.
 6 weeks should be allowed for bidding.
 4 weeks should be allowed for review of bids and determination of an
acceptable low bidder. The apparent low bidder should submit its insurance
paperwork and performance bond for review prior to award of contract.
 Due to the extensive sitework required, 16-18 months should be allowed for
construction following award of contract.
Other time factors to consider:
 30-60 days should be allowed to equip and furnish the new facility, as well as to
set up data and communication systems.

 The ideal time to relocate operations and vehicle maintenance to the
completed facility, from perspective of schools and bus transportation, is mid-
summer. There is no favored time for Utilities or County vehicle maintenance.
 There will be some costs to move the operation and maintenance entities into a
new facility. It may be advantageous to bring in a company specializing in such
moves to shorten the downtime of the various units.
 Disposal of the existing County maintenance facility at Providence Road is not a
component of this Study; however, some environmental clean-up at the
building may be needed.
 Renovation and reuse of the existing School Transportation operations and
maintenance facility at the Old Page site is mentioned within this Study as a
possible strategy; however, a detailed analysis of the buildings or their condition
is not included. Further assessment of these buildings is advised to determine if
specific renovations are needed prior to reuse.

II. SUMMARY OF MEETING NOTES AND SITE/FACILITY INVESTIGATION
Participants: Garry Curry Assistant County Administrator
James “Chris” Dawson Director, Utilities Department
Brent Payne Assistant Director, Utilities Dept.
Wes McIntyre Director, Bldgs. & Grounds/Mosquito Contr.
John Hutchinson Asst. Schools Supt. Operations
Scott Shorland Construction Manager, Schools
Anne Lanan Schools, Director of Transportation
Larry Lawson Schools, Vehicle Maint. Shop Foreman
Captain Mark Hawkins Sheriff’s Department
Richard Corner Hudson + Associates Architects
STUDY OVERVIEW
1. UTILITIES MAINTENANCE DEPT.: This unit needs a large, open site for “yard” laydown
of materials, equipment and vehicles, plus warehouse storage of utility
components and materials. Major vehicles include dump trucks, generators,
backhoes and “Vac Truck” (used to vacuum sewer lines clean). Current facilities
occupy multiple sites, separated by sizable distances. Office, lockers, showers and
shop space are needed for personnel who maintain the water and sanitary sewer
distribution systems throughout parts of the County.
2. SCHOOLS: Primary mission is to staff, manage, operate and maintain school buses.
Current facility is located at Old Page Middle School in purpose-built garage
constructed in 1966. Operations and maintenance are currently housed in this
facility. Approximately half of the current 112 school buses are routinely stored on
site; although all buses are stored on site during summer months. In addition to
buses, there are several motorpool and assigned-personnel vehicles that require
periodic maintenance. This is one of three sites that currently supports vehicle
fueling. On-site parking for staff and school bus drivers must be included.
3. COUNTY: County-owned vehicles include a broad range of vehicles and trailered
equipment that is scattered over several locations in the County. Many are stored
in the motorpool area next to the Courthouse facilities. These are currently
maintained at a small, two-bay garage located off Route 17 at the intersection
with Providence Road. Mosquito Control also stores its materials and trucks in an
adjacent space. There is limited on-site storage needed, as many items of
equipment, for example, used by Parks and Rec, will remain stored off-site.
4. SHERIFF’S DEPARTMENT: The Sheriff’s Office has not participated directly in the
conversation about a future vehicle maintenance facility. Sheriff’s vehicles
predominantly include cruisers for officers, vans and a large tactical/ emergency
response truck currently sheltered next to the sheriff’s operations center and jail.
All sheriff’s vehicles are currently maintained by private entities; however, this was
not always the case. The Sheriff’s Office opted for outsourced maintenance due

to the poor service rendered by limited County capabilities. Improved County-
provided vehicle maintenance could reduce costs and downtime for Sheriff Dept.
vehicles. It was agreed that, whether the Sheriff Dept. opts to have its vehicles
maintained by the County or not, the new Maintenance Facility should be
programmed with sufficient capacity to maintain the Sheriff’s vehicles in the future.
5. UTILITIES DEPARTMENT: The Utilities Department is a stakeholder in this Study for two
reasons: Its many vehicles, trailers, and equipment (such as backhoes, generators,
etc.) require the routine and periodic major maintenance that all other County
vehicles require. Additionally, The Utilities Department must maintain the
distribution systems (underground pipes, valves, pumping stations and automated
controls) for water and sanitary sewer throughout the County. Maintenance for
these systems is performed by personnel that are currently housed in a temporary,
leased structure. Equipment, materials and distribution system components are
stored in multiple, deteriorated sheds that are no longer suitable for such use.
Although a Utilities Maintenance Center could be constructed on a separate site,
it makes sense to consider consolidating this activity with the other operations and
maintenance functions evaluated herein.
STUDY OBJECTIVES
6. CONDITION: The conditions encountered at the current County maintenance
facilities are antiquated and mediocre at best. Current facilities are limited in size
and functionality, and incur inefficiencies due to insufficient storage for tools and
spares. Lighting is poor. Powered vehicle exhaust removal is non-existent.
Working conditions are tolerable but unpleasant, and not an inducement to
retaining qualified personnel. The team visited other vehicle maintenance centers
in James City and New Kent Counties and found conditions far better. The #1
objective of this Study is to program a modern replacement facility that is more
functional, spacious and flexible, with proper amenities for on-site personnel.
7. CONSOLIDATION: A single garage facility can provide for better maintenance of
all County vehicles while also providing a better working environment and
amenities for all County and School Board personnel working at the facility. Rather
than build two or three separate facilities, a combined facility can address all
maintenance, operational and storage needs more economically and efficiently,
while accommodating a broad range of activities and vehicle types.
8. OPTIMIZED LOCATION: Under the premise that a single, consolidated facility may
optimize all of the identified functions and personnel, this Study will analyze various
sites in terms of their suitability for future development. Three sites on County-
owned land have been initially proposed for analysis:
 Old Page Middle School site (Rt. 17)
 Land adjacent to the T.C Walker Center (T.C. Walker Road)
 Land Adjacent to the new Page Middle School site (T.C. Walker Road)

9. FUTURE EXPANSION CAPABILITY: Current facilities are outdated, undersized, and
inflexible; i.e., unsuitable to maintaining current vehicles. One aspect of the Study
is to envision the County’s longterm needs in growth of fleet and mission, as well as
to program a facility that can adapt to larger and more technically-sophisticated
vehicles that the County will operate in the future. One example offered is that
the County may require acquisition of a larger, more capable Vac-truck for sewer
cleaning operations. Another example offered is the need to acquire some larger
school buses, to relieve crowding on routes through denser areas of the County.
Capital investment in a new facility should assure that it is capable of future
maintenance needs and can be expanded easily if necessary. Facilities observed
in other counties lacked such ease of expansion, and was explicitly so noted by
James City County.
BASIC FINDINGS
10. EXISTING FACILITIES: Generally:
 Existing facilities are old, undersized, and marginally equipped or suited to
continue in their current functions.
 Personnel have adapted to current conditions as best as possible; but in some
cases, mission is not being met.
 Storage is a critical need and is compromised due to shortage of space.
 Lack of inventory storage space has resulted in purchasing components in
smaller quantities on an as-needed basis. This diminishes purchasing power of
buying in bulk quantities.
 The County Garage and Utilities Department are working in particularly
substandard environments.
 In many cases, equipment was found stored under marginal or make-shift
shelters. In some cases, equipment is left outdoors uncovered. The
deterioration of these assets thus accelerates.
 Example: A major repair was undertaken to the County’s mobile Emergency
Command Center due to the deterioration it suffered sitting outdoors. It is now
protected under a shelter recently installed next to the County EOC.
11. MANPOWER:
 We found that each department interviewed was ‘lean’ and working with as
few personnel as necessary to meet mission. All departments are working with
fewer people than a few years ago or have positions currently unfilled.
 In the case of the County Garage, two full-time mechanics cannot keep up
with the large workload of maintaining such a diverse range of vehicles and
equipment. The mechanics’ time-on-task is not optimized, explained herein.
 The shortage of manpower translates directly into outsourcing of maintenance
tasks that could otherwise be performed by County personnel.
 In the case of School Transportation, long-term maintenance and major repair
tasks are postponed or outsourced.

CURRENT SITUATION: SCHOOLS TRANSPORTATION
A. HISTORY: We visited the current facility located off Rt. 17 near T.C. Walker Road,
behind site of the old Page Middle School. The existing bus transportation
facility was built in 1966-67 when the County had far fewer buses to maintain.
B. CURRENT CONFIGURATION: The primary facility consists of offices for use by the
School Transportation administration, a garage area for maintenance bays, and
office/storage area for the maintenance administration and spare parts. An
out-building lies nearby that is used as a machine shop and storage for
additional spares. The site includes an outdoor, uncovered fueling pad and
storage for diesel, gasoline and propane fuels. Stormwater from the fueling pad
drains to an oil-water separator. A small outdoor covered area lies next to the
out-building used for sheltering various site maintenance items. There is a single
waste-fluids collection tank at rear of the building.
C. CURRENT PROGRAM AND FACILITY CONDITIONS: The Schools Transportation
Building is in fair condition and was undamaged by the tornado of 2011. The
building contains six (6) vehicle maintenance bays, of which five are used for
buses (108 total) and one for non-bus vehicles (nearly 100 total) such as vans,
trucks, SUVs, sedans and trailers. Deficiencies observed include:
 Bay doors are undersized (10 feet wide by 12 feet tall) and barely sufficient
for buses to enter.
 Bays are not configured for drive-through; thus, buses must be backed out of
the bays after servicing.
 Overhead clearance above buses is sufficient for maintaining buses while
parked on the floor; however, there is insufficient overhead clearance to lift
the buses more than 18-24 inches off the floor deck. This height is sufficient to
perform many tasks, but is insufficient to allow under-vehicle work or
inspection while standing, crouching or kneeling.
 Bays are cramped with marginally sufficient room for tools and maintenance
gear. Tools and maintenance gear are distributed along rear wall and in-
between bays in limited left-over space. There is limited space to walk length
of the garage when buses are parked within.
 There is shortage of heated indoor space for bulk storage of fluids.
 The maintenance bays are heated; however, ventilation is poor. There is
shortage of space for spot-cooling fans. Vehicle exhaust is not mechanically-
exhausted out of the building; flexible hoses are extended out the doors.
 Mechanics have a clean-up sink and access to a toilet and shower in the
garage. A larger locker/shower area for use by multiple personnel is needed.
School Transportation Administration: Staff consists of five persons, who are fairly
well accommodated in the offices. This includes a small break area and
conference room used by bus drivers, which is shared by mechanics as a break
room. Bus drivers who commute to work check in prior to morning and

afternoon routes, and check out after returning buses to the center in
afternoons. Personnel positions currently include:
 Director (Anne Lanan)
 Assistant Director
 Maintenance Shop Foreman (Larry Lawson, housed separately in Shop area)
 Bus Routing & Personnel Supervisor (currently doubles as Assistant Director).
 Scheduler/Payroll Assistant (schedules buses for field trips, athletic events and
other special occasions for bus use). This position also monitors school bus
driver safety and training records.
 Dispatcher (also monitors coverage for routes/calls in substitutes as needed).
In addition to the daily routine of operating buses and managing drivers, the
School Transportation administration must occasionally meet with parents, deal
with human resource issues and plan for contingencies such as inclement
weather, buses that occasionally (although rarely) break down, and deal with
bus safety issues.
School Transportation Maintenance: Staff currently consists of:
 Maintenance Shop Foreman (Larry Lawson)
 Parts Specialist
 Assistant Shop Foreman
 Four (4) Mechanics
 One (1) Mechanic’s Helper (valet, fueling, and other tasks)
The Shop Foreman and Parts Specialists do not currently have offices, but have
separate desks located in the Parts Storage Room. The mechanics and shop
foreman all work within the bays. Recordkeeping for bus inspections and repairs
by the mechanics is performed within the bays. It was noted that buses are
fueled on site by bus drivers, and at off-site by drivers at Peasely Middle and
Petsworth Elementary Schools, where satellite fuel centers are located.
D. MAINTENANCE ACTIVITIES:
Summary of Hours Worked: The Schools Transportation maintenance staff has
reduced manpower over recent years. In light of this, manpower is assigned to
two shifts in order to perform maintenance on buses when not in use for
transporting students. Three mechanics are on duty from 5:45 AM to 1:45 PM,
and three are on duty from 9:30 AM to 5:30 PM. When more mechanics were
available, a third shift operated from 7:30 AM to 3:30 PM.
Types of Maintenance: Critical maintenance decisions are made daily
concerning priority of repairs. Work generally falls into two categories:
scheduled maintenance and unscheduled maintenance. Unscheduled
maintenance results from a breakdown or warning light that requires more
immediate attention in order to return a vehicle to safe operation. Scheduled
maintenance is performed routinely on all vehicles, such as inspections, oil
changes, anti-freeze flushes, etc. Many scheduled maintenance tasks are

mandated on the basis of mileage, especially for the buses. Buses are
inspected, however, every 45 days while in operation, regardless of whether any
other maintenance is scheduled or needed. This inspection consists of a
thorough inspection of the chassis and drivetrain, requiring up to 4 hours to
perform per bus. A summary of routine bus maintenance activities is as follows:
ACTIVITY INTERVALS
Oil/Lube/Filter change Every 25,000 miles
Anti-Freeze-Coolant flush/re-fill Every 200,000 miles
Transmission Fluid flush/re-fill Every 75,000 miles
Brake pads, rotors and drums (by inspection) Varies (use & routes)
Tires – changed on basis of wear (by inspection) ~30,000 miles (front)
~50-55,000 miles (rear)
Typical unscheduled maintenance includes:
Tire issues (puncture, uneven wear from alignment)
Windshield cracks/breaks (repair is contracted to out-of-shop sources)
Body repair and paint (repair is contracted to out-of-shop sources)
Seat repair (repair is contracted to out-of-shop sources, $30-$40,000/year)
Rust issues (some buses frequently run through low-lying streets) – requires
undercoating and penetrating oil (contracted to out-of-shop sources)
Vehicle cleaning:
Drivers clean the buses during summers
Exteriors – cleaned by local ROTC volunteers
Once per year – a major cleaning is performed
Washdown can be performed at the fuel pad where runoff is collected by OWS
Other Salient Information Regarding School Buses:
 Buses generally average about 25,000 to 30,000 miles per year of use.
 Bus life span (according to manufacturers) is approximately 12 years.
 Based on the foregoing, GCPS should expect to run buses between 300,000
and 360,000 miles over a lifespan. It is not unusual for GCPS to operate buses
longer than this projection.
 Of its fleet of 112 buses, 32 buses currently operate with over 200,000 miles.
 In 2015, GCPS acquired five (5) new buses.
 GCPS operates eight (8) buses fueled by propane. These buses were funded
under a demonstration grant program. In addition to requiring propane for
fuel, these buses are generally more challenging to maintain, requiring
special expertise by mechanics. They also require some unique parts and
components dissimilar from conventional diesel-fueled buses.
General Notes and Observations (Maintenance):
 There is currently no certification program for mechanics (training)
 Mechanics have their tool sets provided to each by the GCPS (stored in
lockable boxes that remain in the maintenance bays)
 GCPS utilizes a digital inventory management program for parts and spares

 GCPS also utilizes a digital record-keeping system for maintenance
performed on both buses and non-bus vehicles
 The Maintenance Shop keeps a supply of dry-sweep and other compounds
on-hand to clean floors and mop up any fluid spills.
 The current configuration of floors drains positioned across exterior bay door
openings is preferred – with some, but minimal slope across floor (to keep
vehicles nominally level while performing maintenance and lifts).
 Current on-site fuel capacities:
Diesel (used by buses and some trucks): 8,000 gallons
Gasoline (used by vans, passenger vehicles, etc.) 2,000 gallons
Propane (used by 8 buses and one forklift) 1,000 gallons
 The GCPS maintenance shop currently does not resurface brake rotors and
drums. Although the shop is equipped with a lathe to perform this task, it is
easier to recycle of these items when worn and replace with new.
 There is currently no battery shop; and batteries are replaced as-needed.
When necessary, batteries are charged while in the vehicles.
 A salt truck and plow vehicle is in the inventory of the GCPS. This is to ensure
that the bus storage yard can be cleared for operations, even if schools are
closed. Buses are necessary for emergency evacuations and must be ready
regardless of weather conditions.
 In light of the statement immediately above, fueling is critical, and, thus, the
fueling island at the site is supported by a stand-by generator.
Current ‘Standard’ Type ‘C’ School Bus Dimensions (66-passenger, 36 feet long):
36 feet long (40 feet for up to 78 passengers)
Note: Hood adds +2-‘-0” in length Hatch adds
when swung open +4 inches
(See Figure #9)
10 feet high
8 feet wide
Mirrors extend 6-8 inches ea. side

General Notes and Observations (Bus Transportation Operations):
 Radios are not installed in buses or GCPS staff vehicles. Bus drivers and other
GCPS personnel use personal or County-furnished mobile phones as needed.
 Buses are equipped with digital cameras to monitor passenger activities.
 HR manages a driver ID badging system
 Bus keys are stored in lockers in the Admin area at the Dispatch Office
 It is helpful if Dispatcher can have a view of the bus lot.
 Bus drivers should receive keys through a service window and not have
access to the Dispatch Office (as with current situation); provide service
window at an indoor vestibule.
 The Admin Office requires a computer server and switch rack (shared with
Maintenance).
 The bus route mapping system requires a large screen monitor (50-inch+).
 Personnel files and evaluations, along with training records, are maintained
by paper and electronic means. As with all personnel files, these are secure.
General Notes and Observations (Bus Driver Training):
 All bus drivers must hold a valid Virginia DMV-issued Commercial Drivers
License (CDL).
 Bus drivers require a minimum of 12 hours of classroom training and 12 hours
behind-the-wheel. GCPS typically exceeds these amounts for its drivers.
 Classroom training is performed off-site at the T.C. Walker Education Center.
 Behind-the-wheel training is currently performed at Bethel Elementary School,
requiring excess travel time due to distance from the Transportation Office.
 It might be possible to shorten this travel distance by creating a new driving
test range at site of the new Page Middle School bus loop. Ideally, a new
facility should include a driving test range on-site.
E. PHOTOGRAPHS OF THE CURRENT SCHOOL TRANSPORTATION FACILITY AND SITE:
Figure 1: Exterior view of Schools Transportation Facility. Admin section is on right;
Maintenance section is located on left with open bays.

Figure 2: Bus in Existing Maintenance Bay. Note the overhead sectional doors must be
closed to lift a bus. Doors are generally left open in order to admit more light into the
space. Note the limited walking space at ends of bus. There is little space left in bay
to open the pivoting hood assembly to perform engine work (refer to Figure 9).
Figure 3: End view of bus in Bay. There is very Figure 4: Due to space limitations,
little clearance at sides of opening for rear- the emergency eyewash/shower
view mirrors making backing out tricky (inset). is somewhat difficult to access.

Figure 5: Bus lifts and other equipment are stored in an open bay due to shortage of
floor space elsewhere in the bays. The lifts are independently configured on each
corner of the bus but operate in unison to lift the bus.
Figure 6: View of the vehicle exhaust “system” usable only when the door is closed.

Figure 7: Overhead reels for power, compressed air, water, anti-freeze, oil and grease.
These are well-suited to the current shop configuration. Gear oil, brake fluid and
steering fluid and windshield fluid are filled from hand containers.
Figure 8: Overhead lift (one of two) in use Figure 9: When opened, the front hood
for a passenger vehicle. Two vehicles can adds another three feet of length to bus,
stack in bay, end-to-end reducing end clearance correspondingly.

Figure 10: Parts Storage Figure 11: Parts Storage
Figure 12: Parts Storage Figure 13: Parts Storage Figure 14: Parts Storage
Figure 15: Facility Floor Plan (7,800 SF)

Figure 16: Out-Building used for tire storage & brakes Figure 17: Brake-resurfacing gear
Figure 18: Stored brake drums Figure 19: Stored tires
Figure 20: Tire-mounting & balancing area Figure 21: Fluid storage

Figure 22: Fueling island and pad. Buses/vehicles may pull up on either side. Note the
continuous drain around perimeter of pad which feeds to an oil-water separator. The
OWS is not currently sized to handle a major storm event or spill of the fuel storage tank.
Figure 23: Controls and generator Figure 24: Propane storage. GCPS currently
enable fueling under loss of power operates only 8 buses that run on propane.
Figure 25: Waste fluids storage tank at rear Figure 26: Shelter for misc. equipment

Figure 27: Aerial view of current School Transportation site. Limited additional parking
is located closer to Route 17 near the footprint of the old school. During summers,
there is need to secure all 108 school buses, preferably at this site. 36 buses are parked
at the site pictured above. Personnel working at the facility park to the right. Bus
drivers who commute park at front of the site closer to footprint of the old school and
walk back to the compound.
Although difficult to see in this photo, there is a significant drop-off in grade behind the
Water Tower to an area that is considered wetlands. This prevents expansion of the
currently facility as configured in this location. There is currently no stormwater
management except for the fuel pad area next to right of the Water Tower.

CURRENT SITUATION: COUNTY MAINTENANCE
A. OVERVIEW: The County Garage maintains a variety of County-owned vehicles
and equipment, ranging from buildings and grounds maintenance trucks to
sedans, passenger vans and an array of equipment, generally used for grounds
maintenance. Also included in the fleet are two Mosquito Control (pick-up
sized) trucks that are stored indoors at the Garage. The bulk of the “pool” fleet
is parked in a lot behind the main County Administration building at the
Courthouse area – where vehicles are easily-accessible to County staff for daily
use. Some essential personnel are assigned County vehicles for their personal
daily use. There is also a fueling station behind Building #2. The County Garage
is currently located at the intersection of Rt. 17 and Providence Road (near
Ordinary).
Typically, vehicles are valeted to the Garage for scheduled maintenance and
if drivable, for unscheduled maintenance. A mechanic’s assistant performs this
task. Unfortunately, this requires extra driving back and forth between the
Garage and County Center – to the point that the mechanic’s assistant rarely
performs any mechanic-type duties. At times, the mechanics themselves must
perform this valet service, eroding productive repair and maintenance time.
B. CURRENT CONFIGURATION: The County Garage is a three-bay shop inside an
antiquated building located directly off Route 17 at 3799 George Washington
Memorial Highway. It appears that, at one time, this building may have been
an old gas station and auto service center. It is unknown when this facility was
built. Our visual inspection indicates that it is constructed primarily of wood and
is in extensively-worn condition.
C. CURRENT PROGRAM AND FACILITY CONDITIONS: Two bays are currently used for
maintenance activities. The existing bays are arranged side-by-side and have
only single doors, allowing drive-in and back-out. The bays are very cramped
and suitable only for working on pick-up truck and van-sized vehicles. Large
trucks will not fit into the bays. There is an under-vehicle pit beneath one bay,
but has only one exit, and does not meet criteria for a safe working environ-
ment. One bay is equipped with a lift, and there is sufficient height to raise a
sedan-type vehicle sufficiently to work beneath comfortably. Taller vehicles
such as SUVs and trucks can only be lifted sufficiently for tire changes and to
work beneath using a rolling creeper.
A third bay is used to garage two (2) Mosquito Control trucks that must be
parked inside to prevent tampering and freeze of spray products in aerosol
pumps. An elevated storage room is immediately adjacent that
accommodates drums of pesticide that can be deployed on the trucks. The
storage room has an elevated floor with skids to allow for collection and
containment of any spills. Empty drums are secured indoors to avoid risk of
environmental contamination.

The facility includes an interconnected series of rooms next to the repair bays
that are used for spare parts and work management. There is a tire and
machine shop as well. Fluids are generally stored indoors in relatively small
quantities due to shortage of space. Waste fluids are stored outdoors in sealed
55-gallon drums, exposed without roof cover. There is no forklift on site to handle
drum-stored fluids and pesticides.
Deficiencies observed include:
 With the exception of bay and storage utilized by Mosquito Control, all
maintenance spaces are undersized for current operations. There is
insufficient storage space in the bays for convenient access to tools and
equipment that is routinely used. Floor space for circulation is compromised
by items stored on the floor and pushed to the edges.
 There is insufficient clear bay height to perform lifts on many vehicles.
 Lighting is poor; ventilation and exhaust removal are non-existent. Working
conditions are generally poor with the bays doors closed. Bay doors must
remain open in order to ventilate the spaces.
 Storage space is insufficient. What storage space is available is used for most
frequently-needed parts and spares. Less-frequently-needed and obscure
parts are not inventoried and are purchased only when needed.
 Tires are stored in limited supply, and are often purchased as needed.
 Shortage of storage space dictates the purchasing pattern. Buying items in
small quantities only as needed reduces effective value and purchase
power. Buying items in bulk allows them to be acquired at lower unit cost.
 This also reduces personnel efficiency as many needed items are not readily
on-hand. There is no parts clerk to order, manage and maintain inventory;
thus the mechanics must handle the ordering and management of materials
and parts.
 Limitations on manpower, space and capabilities also dictate that an
increasing number of repairs are sent out to local shops at unknown cost.
 The facility is so cramped and undermanned that basic facility cleaning and
maintenance is neglected. Beyond use of rags, the maintenance garage is
not equipped to clean up significant spills.
 The site lacks sufficient driveway space and parking to have more than 5-6
cars on site at a time. There is poor maneuvering space to roll a disabled
vehicle off a flatbed tow truck into the garage.
 Personnel hygiene facilities are limited to a small one-person bathroom.
There is no break area and only one small office for record-keeping.
D. MAINTENANCE ACTIVITIES: The County employs two, full-time mechanics and
one helper. There is no supervisor or other support staff on-site. The mechanics
maintain:
 A wide variety of vehicles in the County’s fleet including trucks, sedans SUVs,
vans, trailers and multi-use vehicles, such as the Sheriff Department’s mobile
emergency operations center.

 A wide variety of grounds-keeping equipment, including tractors, mowers
and hand-held equipment (trimmers, chainsaws, etc.). Much of this
equipment is owned/operated by Buildings & Grounds.
 Trucks, trailers and grounds-keeping equipment owned and operated by
Parks and Recreation.
 Trucks, trailers and equipment deployed by the County Utilities Maint. Dept.
 Routine inspections are generally not performed; however, annual
inspections, as required by the Virginia State Police, are performed.
Additional inspections are performed when a vehicle is brought in for
scheduled or unscheduled maintenance.
 Scheduled maintenance on vehicles assigned to essential County personnel
is left up to the individual to schedule and accomplish. There is no
systematic notification system when vehicles are due for service.
We discussed what is not maintained currently but might be in the future:
 Sheriff’s fleet: predominantly sedans and SUVs, which are privately serviced.
 County fire and rescue fleet: These are non-County services, currently; and
volunteer units maintain their own vehicles or do so through private garages.
If, in the future, the County funds such services and/or acquisition of vehicles
for this purpose, it could expand need for maintenance.
 Boats: The County has a couple of trailered, small outboard-powered boats
that are privately maintained.
The diversity of maintenance requirements for such an array of County assets
presents a challenge to such a limited staff. Finding qualified personnel to fill
vacant positions in the future is a challenge. Combining the workload at this
facility with Schools Transportation in a more spacious, organized facility would
improve workflow and yield better manpower utilization.
The diversity of items to be maintained requires an extraordinary array of parts,
spares and maintenance manuals.
All of the vehicles, trailers and equipment are stored off-site, which means that
when maintenance is required, items must be transported to the County
Garage. There is little, but sufficient, parking on-site to accommodate the work-
flow in any given day. Unscheduled maintenance presents a challenge to the
limited mechanic staff and capabilities. Often, vehicles must be sent to local
shops instead. As a result, maintenance records for individual vehicles or
pieces of equipment are inconsistently maintained.
E. STORAGE AND WAREHOUSE ACTIVITIES: In addition to conventional fleet
operations and maintenance, there is a practical need for warehouse-type
storage of materials and equipment used by both Buildings & Grounds and
Parks & Recreation. Currently, several sheds and small warehouses scattered
around the County but predominantly located near the Courthouse District
serve such a purpose.

 Buildings and Grounds maintains a 2,400 SF shop/warehouse behind the
“Oyster House” (off Carriage Drive at the Courthouse), where it houses its site
and buildings maintenance equipment and spares. Items stored include
light poles, fixtures, lamps, plumbing fixtures, fittings and pipe, and HVAC
components, including air filters, thermostats, wiring, and fan belts. Also
stored are tools and equipment used in building maintenance operations by
various trades.
 Janitorial Supplies are received and stored in limited quantities due to
shortage of space, including cleaning supplies and spares for equipment
such as floor buffers and vacuums.
 Signs: There is a sign shop for receiving and storage of traffic and other
directional site signs. These are not made by the County; but there are
erected where needed. Equipment such as posts, mounting hardware and
hole-diggers are also on hand.
 Parks and Recreation stores a variety of items centrally and at satellite
facilities near its parks. Examples include athletic equipment, field marking
equipment, and furnishings for various festivals, such as tables, chairs,
movable fences, decorations, etc.
 Site Maintenance Equipment: There are several trailers, mowers, tractors,
snow ploughs and other items site maintenance that are stored outdoors.
Many items are kept under lean-to sheds; other items are left out completely
uncovered. There is evidence that many of these items are rusting and
deteriorating rapidly due to shortage of space to store them indoors.
It was suggested among participants that a central warehouse should be
considered within the building program for a new facility. This would allow
consolidation of these items in better environment for their preservation. It
would also allow for more efficient organization and storage of materials. For
example, Buildings and Grounds would benefit from having larger, separated
shops for plumbing, mechanical and electrical trades, enabling technicians to
have dedicated storage and work area for their supplies and activities.
F. PHOTOGRAPHS OF THE CURRENT COUNTY GARAGE:
Figure 28: County Garage Facility viewed from Rt. 17 intersection at Providence Road

Figure 29: Garage Bay Figure 30: Garage bay and tool area
Figure 31: Tire Shop Figure 32: Make-shift walkway over floor pit
Figure 33: Parts Storage Figure 34: Parts Storage Figure 35: Parts Storage

Figure 37: Waste fluids, rear of site
Waste,
Figure 36: Vehicle Maintenance Bay. This photo is
taken from a position outdoors, i.e., outside the
bay. Note the low ceiling and lack of overhead
clearance.
Figure 38: Mosquito Control in truck in bay
Figure 39: Pesticide Storage. Note that Figure 40: Pesticide Storage. Note that
Drums are handled by hand truck. Also, multiple products are stored and mixed.
note that the floor is an elevated plank These products must be stored inside a
system to collect spills below. a heated space to prevent freezing.

CURRENT SITUATION: UTILITIES DEPARTMENT
A. OVERVIEW: The Utilities Department is responsible for potable water treatment,
storage and distribution in Gloucester County. It is also responsible for sanitary
sewage collection and conveyance to an HRSD treatment plant that lies south,
in York County. The Utilities Department operates several sites for water
treatment and storage, notably at the main treatment plant next to the
County’s reservoir, and at elevated water storage towers. The Utilities
Department also has a customer service branch that engages the public and
manages payment for utility services.
The only aspect the Utilities Department that is included under this Study is
maintenance and operation of the water distribution and sanitary sewage
networks. The Water Treatment Plant and customer service center are not
included, as they are currently housed in adequate facilities at suitable
locations.
B. CURRENT CONFIGURATION: The operation and maintenance of water
distribution and sanitary sewage networks requires a technical staff equipped
to work anywhere in the County to which these utilities extend. Work may be as
simple as installing a water meter or disconnecting service. But major system
maintenance must be performed periodically. And things break down,
requiring immediate repair, such as leaking water lines, clogged sewer
manholes, broken valves and pumps that fail at sewer lift stations.
With regard to water systems, maintenance of the distribution system is essential
safety of the public drinking supply. It is also essential to fire-fighting capability.
With regard to sanitary sewer, Gloucester County operates under the HRSD’s
EPA-mandated environmental guidelines. The sewage collection and
conveyance system must be maintained to strict standards in order to avoid
accidental discharges and release of combustible greenhouse gases. ‘Mission
critical,’ therefore, has a unique meaning to this department.
C. DISTRIBUTION SYSTEM MAINTENANCE ACTIVITIES: Include the following:
 Emergency response to water and sewer line crises: Examples include
broken water lines and clogged sewer pipes. Emergency repairs may be
minor, such as cleaning out a sewer manhole and line with the “Vac Truck”
(pictured herein). Occasionally, major repair of an underground line is
required, in which case services must be interrupted, pipes, fittings or valves
must be excavated, replaced and re-buried.
 Water meters: These must be set in place for residential and commercial
customers. Occasionally, services must be terminated and meters removed.
This is done to prevent stagnant water in unused lines from contaminating
the water supply.
 Backflow Prevention: These are devices that allow water to flow only one
way through supply pipes, preventing contamination from water that is not

ordinarily flowing through pipes. Backflow preventers require annual
inspection and occasional but infrequent service.
 Water Hydrant Repairs: Gloucester County has nearly 600 water hydrants
scattered about its system. Many are old and in need of repair. Currently,
approximately three to four hydrants are repaired or replaced per day.
 Pump Station Maintenance: The County currently operates a total of 18
sewage pumping stations. Typically, effluent flows via gravity from most
locations to these stations that are located typically at low-lying elevations.
These stations collect wastewater in underground tanks or ‘wetwells.’ In turn,
large electric pumps raise the wastewater vertically and pump it via
‘forcemains’ to other gravity systems or mains southward, or downstream.
Eventually, a major pumping station is located near Gloucester Point which
conveys the entire system’s contents to a forcemain under the York River to
an HRSD treatment plant in Yorktown. Maintaining the pumps and controls is
essential to safe operation of the entire sewer system.
 Electrical Power: When power is lost to operate the pumping stations,
standby generators must be brought online to run the pumps. Also, repairs
must often be undertaken at night, and portable lighting must be brought in,
powered by generators, for workers to see.
 Utility Right-of-Way Maintenance: Water towers, major underground
waterlines and sewer forcemains lie in utility easement areas or right-of-ways
that are owned or otherwise maintained by the County. Accordingly, the
Utilities Department has grounds keeping equipment (mowers, trimmers,
etc.) to maintain these areas. This equipment must also be maintained.
D. CURRENT PROGRAM AND FACILITY CONDITIONS: For purposes of water and
sewer system distribution maintenance, the Utilities Department currently
operates out of two primary facilities:
 The Maintenance Unit personnel operate out of an interim facility off
Carriage Court, adjacent to the Courthouse central district. These are the
maintainers that deploy around the County to perform various tasks. Many
of the repair tasks are dirty jobs and/or personnel come in contact with
effluent. Frequently personnel must ‘suit up’ in Tyvek suits and respirators.
 The “Yard” located behind Southern States (off Main Street in the
Courthouse District) is where various items of equipment are stored or
sheltered, including vehicles and trailered equipment. Also located at this
site are pipe materials, warehoused spare parts, and stockpiled gravel. A
major sewer pump station serving the entire Courthouse District is located at
lowest end of this site.
Deficiencies at Maintenance Unit site include:
 The Maintenance Unit’s is currently housed in a marginally-adequate interim
facility. This is a non-permanent, relocatable building, one of three structures
lining Carriage Drive. It is not easily expanded or reconfigured, and there is
limited storage available for tools, respirators and other items at this location.

 The Maintenance Unit’s building is sufficiently modern and clean; and it has
all necessary amenities for data processing and communications. It is
lacking needed lockers and showers for proper decontamination of
personnel who return from ‘dirty’ jobs. In most cases, disposable suits are
collected in bags before personnel return to the office.
 Respirators consist of self-contained breathing apparatus (SCBA) with
breathing air jammed in cylinders (under high-pressure) offsite by private
concerns. It might be more cost effective for Gloucester County to have its
own respirator shop with jamming equipment.
 As the monitoring and control system becomes more automated, there is
need for an electronics shop to store and maintain sensitive electronic
components.
Deficiencies at Southern States “Yard” site include:
 The site is unpaved and covered in gravel, which is not an ideal work
surface for maneuvering the trailered equipment or stockpiling gravel.
 Shelters for storing materials and spare parts are dilapidated and unheated.
 Additionally, there is insufficient indoor space to store needed inventory of
spare parts. This results in purchasing items in smaller-than-desired quantities
at higher unit costs.
 There is no office or place for personnel to muster. There are no sanitary
facilities for any personnel working out at the site. There are no means of
communicating with personnel except by mobile phone.
 There is no shop space to maintain pumps, motors or bearings. This must be
contracted out – or, items that could be repaired are simply replaced.
 Much of the vehicles and trailered equipment stored at this site sits out in the
sun and rain, including the Vac-Truck, the Crane Truck (used to pull pumps
and motors out of wells), trailers, water buffalos, the backhoe and a ditch-
witch. All of these items, at minimum, should be under cover. The Vac-Truck
is stored indoors in a heated space for at least six months of the year, using
shop space at the Water Treatment Plant site.
 There is no receiving platform or indoor storage space for bulk pipe
materials. Typically, these arrive on large pallets and require handling by
forklift which is not available (the backhoe/loader is often used).
E. STORAGE AND YARD ACTIVITIES:
 The Storage Shed (750 SF) houses water meters (of various types and sizes),
setting devices, water valves, pipe fittings, tool sets and spare parts for all
kinds of equipment (pumps, impellers, motors, etc.).
 Additional smaller sheds (approx. 100 SF each) house additional materials.
 A small, adjacent outdoor covered shelter houses small quantities of pipe in
various sizes, along with large fittings. Spare fire hydrants are stored under tis
shelter. Also sheltered are the mowers and drain hoses.
 All the Maintenance Division’s operational vehicles are parked at the yard.
 Stockpiled gravel is stored at the yard. This is used for pipe bedding material
in bottom of trenches dug for new pipes.

F. PHOTOGRAPHS OF CURRENT UTILITIES DEPARTMENT SITES
Figure 42, Utilities Shed Interior
Figure 41: Utilities Shed Interior
Figure 43, Utilities Shed Interior
Figure 44: Utilities Shed Interior Figure 45: Utilities Covered Shelter: Generators

Figure 46: Utilities Yard Shop Shed (Exterior) Figure 47: Utilities Yard Storage Sheds
Figure 48: Outdoor Covered Pole Shelter Figure 49: Covered Shelter & Tractor
Figure 50: Water Buffaloes Figure 51: “Vac” Truck
Figure 521: Spare hydrants Figure 53: Valves & fittings Figure 54: Dump Truck

Figure 55: Ditch-Witch on trailer Figure 56: Backhoes
Figure 57: Trailers Figure 58: Equipment & Materials in Yard
Figure 59: Stockpiled Gravel in Yard Figure 60: More gear under covered shelter
Figure 61:
Pole Shelter

Figure 62:
Utilities Maintenance
Building off Carriage
Lane.
Figures 63 & 64: Interior team room and
lockers – Utilities Maintenance building
Figure 65: Utilities Dump Truck; note configu- Figure 66: Shelter Support Unit trailers
ration to support snow plow on front bumper.

Figures 67 & 68: County equipment maintenance shed near the Courthouse area
Figure 70: Vehicle fuel pad, near Courthouse area
Figure 69: County equipment maintenance shed
Figure 71: County motorpool parking area, near Courthouse area. These vehicles will
remain routinely parked in proximity to the County administration center, near staff.

COUNTY FACILITIES MAINTENANCE SHED
(SHELTER LOCATED BEHIND TO LEFT)
UTILITIES MAINTENANCE UNIT
BUILDING
UTILITIES DEPARTMENT ADMIN. &
CUSTOMER SERVICE CENTER
Figure 72: Carriage Lane Facilities

GATED ENTRANCE
TO COMPOUND
STORAGE SHED
STORAGE SHED
OUTDOOR COVERED
POLE SHELTER
OUTDOOR
COVERED SHELTER
COURTHOUSE
SEWER
PUMP STATION
Figure 73: Utilities
Department “Yard”
Behind
Southern States

III. SUMMARY OF CURRENT VEHICLE AND EQUIPMENT INVENTORY
Data concerning the number and types of vehicles were gathered and assimilated
into the chart below. Vehicle classifications in the chart are distinguished as follows:
Class 1, Passenger vehicles: This classification includes sedans, minvans, SUVs, and
small trucks that are used predominantly for passenger-type use. This includes pool
vehicles and vehicles issued to specific county personnel for their personal and
professional use. Also includes vehicles for dedicated administrative use and for
drivers’ education. Class 1 vehicles also include the Sheriff’s Department cruisers (36
total).
Class 2, Trucks: This classification includes larger trucks, such as full-size pick-up trucks,
commercial trucks, trucks used to tow trailers, service vans, large trucks, and specialty
trucks, such as the Utilities Vac Truck.
Class 3, Buses: This classification is exclusively for school buses, including full- and short-
length buses.
Class 4, Trailers: This classification is for one- and two-axle trailers, including low-bed
trailers to carry equipment and materials, and specialty trailers, such as the Emergency
Situation/Tactical Command Center trailer.
Class 5, Equipment: This classification is for all wheeled, off-road non-vehicular
equipment, such as large mowers, snow-plows, generators, salt-spreaders, snow-
blower, chipper, backhoes, and other utility-type off-road vehicles.
Table 1: Fleet Maintenance Profile
Public
Schools
Counties
& Utilities
Sheriff’s
Department TOTALS
Class 1 Passenger Vehicles 49 45 72 166
Class 2 Trucks 34 29 9 72
Class 3 Buses 112 (1,2) -- -- 112
Class 4 Trailers 8 17 3 (3) 28
Class5 Equipment 6 31 -- 37
Total Vehicles 195 74 81 350
Total Vehicles + Equipment 209 122 84 415
Notes:
(1) Includes 88 full size buses and 24 special needs buses.
(2) Bus Inspections: four (4) inspections per year, per bus = 448 inspections/year.
(3) Includes the Tactical Command Center trailer.

IV. OBSERVATIONS FROM SIMILAR FACILITIES
Our team visited three facilities in nearby counties to look at existing conditions and
assess how these more modern buildings responded to their programs.
1. James City County, County Vehicle Maintenance Center
2. James City County, Schools Operations and Maintenance Center
3. New Kent County, Consolidated County/Schools Vehicle Maintenance Center
James City County, County Vehicle Maintenance Center
General: Of the three facilities that we visited, this was the oldest, built in 1995. The
facility is ruggedly built, a steel-framed building with masonry walls throughout and
brick exterior. It is arranged on its site in a manner that will not permit it to be easily
expanded; and the JCC personnel indicated that the facility is in need of expansion.
The building’s total area is approximately 13,750 SF.
Maintenance Bay Configuration: This is a narrow double-bay length garage (60 feet),
similar to Gloucester County’s bus maintenance garage; however, it has overhead
doors on both sides, permitting vehicles to enter on one side and exit on the opposite
in drive-thru fashion. This arrangement allows for smaller vehicles (passenger vehicles
and up to 3/4-ton pick-up trucks) to stack two per bay. There are a total of 14 bays.
Aerial View: The stormwater management pond at top of photo constrains the site
and prevents easy expansion of the maintenance bays. Offices, lockers and parts
receiving/storage are located in the lower wing at bottom of photo.

Shop Office with good view toward Garage Flaps separate conditioned office space
Note the garage overhead door controls from ventilated parts storage area, allow-
centrally configured next to the door. easy movement of staff carrying parts.
Parts Storage Room Receiving Area with fluid storage in rear
Close-up view of fluids storage Machine Shop – also used for tool storage

View of Maintenance Bays. There is a center row of columns with a column on each
side of bay. The columns did not generally obstruct flow of foot traffic through length
of the bay; however, this maintenance area did not have clearly-identified walking
paths. The fluids are nealy arranged overhead, supported off the columns. Heating is
by overhead, oil-fired radiant tubes, capable of operating with waste oil.
Vehicle lifts are built into the floor. Compressed air located at floor.

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