Facility Management support for major projects
(CT:OBO-154; 06-05-2024)
(Office of Origin: OBO/OPS/FAC)
15 FAM 651 overview
(CT:OBO-154; 06-05-2024)
a. Successful project delivery and transition to occupancy of Capital Security Cost Sharing Program (CSCS) or Maintenance Cost Sharing (MCS) Program projects involves the work of stakeholders at key milestones from various OBO offices, overseas posts, and relevant bureaus.
b. The Office of Facility Management, Asset Management and Transitions Division in the Directorate of Operations (OBO/OPS/FAC/AMT) provides support before, during, and after the construction project.
c. OBO/OPS/FAC/AMT is responsible for assisting and supporting the transition to occupancy of each CSCS and MCS Program project in terms of the maintainability of each facility.
15 FAM 652 stakeholder roles and guidance
(CT:OBO-154; 06-05-2024)
OBO's Office of Facility Management's (OBO/OPS/FAC) project stakeholders are defined as follows:
(1) Facility asset managers participate in the early planning phase through the warranty and operations phase of the project delivery process to ensure new facilities are designed and constructed to be maintainable and durable. They provide support and consultation to both the project director (PD) and the post facility manager (FM) during the transitional phase from construction activities to facility occupancy:
(a) Facility asset managers lead and participate in the OBO/OPS/FAC Consolidated Review (FAC-CR) process, in coordination with OBO’s Integrated Design Review (IDR), to advocate for the maintainability of projects; and
(b) The OBO/OPS/FAC Consolidated Review Process serves as the formal internal planning, design, and construction review process coordinated among all OBO/OPS/FAC divisions. This information is provided as a component of the IDR process led by the Directorate of Project Development, Coordination, and Support (OBO/PDCS);
(2) Operations and maintenance transition coordinators (OMTC) provide on-site assistance to both the PD and FM during the transitional phase from construction activities to post occupancy:
(a) The OMTC position is recruited, selected, and trained by OBO's Asset Management and Transitions Division (OBO/OPS/FAC/AMT) and is a two-year assignment with a start date of one year prior to the project's substantial completion. Funding for the OMTC position is provided through the project supervision funding code (7141); and
(b) The OMTC position reports to OBO/OPS/FAC/AMT on a programmatic level. Daily reporting to the PD is required during the construction phase of the project and to the FM after substantial completion of the project.
15 FAM 653 Facility management support During Project Development
(CT:OBO-154; 06-05-2024)
a. During the project development phase, OBO/OPS/FAC/AMT’s involvement includes supporting the development of planning documentation inclusive of Overseas Presence Reviews (OPR) for the Office of Management Strategy and Solutions (M/SS) and the initial Space Requirements Program (SRP) in support of the Office of Design and Engineering, in the Directorate of Project Development, Coordination, and Support (OBO/PDCS/DE/ID).
b. OBO/OPS/FAC/AMT provides a quality assurance review related to the overall life-cycle expectancy of mission critical equipment and systems, to include operations and maintenance cost containment.
15 FAM 654 Facility management support Assessing Project Development
(CT:OBO-154; 06-05-2024)
OBO/OPS/FAC/AMT reviews and assesses the Operations and Maintenance (O&M) Market Survey Analysis developed during the Project Development Survey (PDS)/due diligence process to assist the survey team in addressing host country O&M issues at a specific post. Once the PDS has been completed, the facility asset manager reviews the final published version to verify all O&M concerns have been addressed and incorporated.
15 FAM 655 Facility management Support during project DESIGN
15 FAM 655.1 Integrated Design Review (IDR)
(CT:OBO-154; 06-05-2024)
a. OBO’s Integrated Design Review (IDR) process is led by the Office of Project Development and Coordination in the Directorate of Project Development, Coordination, and Support (OBO/PDCS/PDC). Facility asset managers and FAC subject matter experts (SMEs) will provide a formal review of contractor submittals, including designs, construction documents, reports, studies, and other technical information.
b. OBO/OPS/FAC/AMT’s participation in early reviews (Technical Due Diligence, Eco-Charrettes, Concept Design Presentation, Risk Analysis, and Value Engineering Study) in advance of the IDR process allows OBO/OPS/FAC to provide direct assistance in shaping the durability and maintainability of a project.
c. The Facility Asset Manager is responsible for coordinating the OBO/OPS/FAC Consolidated Review internally between the OBO/OPS/FAC divisions in sequence with the IDR to ensure that proper systems maintenance strategies are developed during the iterative design process.
15 FAM 655.2 Maintainability Report Review
(CT:OBO-154; 06-05-2024)
a. OBO/OPS/FAC/AMT authors and coordinates maintainability requirements for CSCS and MCS Program projects within the design and construction statement of work (SOW) in conjunction with OBO/PDCS/PDC and the Office of Construction Management in the Directorate of Construction and Security Management (OBO/CSM/CM). The purpose of the requirements is to ensure that design and construction elements are durable and maintainable over the life cycle of the facilities. For requirements, refer to the OBO Operations and Maintenance Standards.
b. O&M Strategy Reports are developed during the maintainability review process and are used to adequately address maintenance access of all equipment, systems, galleries, atriums, and exterior façades with anticipated maintenance tasks and frequency. Drawings, sketches, diagrams, and other visuals are included to demonstrate maintenance access to façades, interior and exterior spaces, confined spaces, and major equipment, if specialty equipment is also required (i.e., personnel lifts, suspended scaffolding, hoists, etc.).
c. Façade Maintenance Reports are developed during the maintainability review process to provide the post FM with appropriate and safe maintenance techniques to properly maintain the exterior envelope and façade of the new facilities. Additionally, the strategy lays out work, loading, and specialty equipment requirements for post to commence routine maintenance contracts.
d. The facility asset manager is responsible for upholding the requirements and tracking their progression throughout the project delivery process.
NOTE: OBO's Office of Security Management (OBO/CSM/SM) conducts maintainability reviews for forced entry/ballistic resistant (FE/BR) and blast equipment.
15 FAM 656 Facility management Suport during CONSTRUCTION
(CT:OBO-154; 06-05-2024)
15 FAM 656.1 Locally Employed (LE) Facility Management Staffing Recommendations and Hiring Strategy
(CT:OBO-154; 06-05-2024)
a. The facility asset manager performs a facility management staffing assessment and authors the Staffing Recommendations for Post Facility Management report, which is provided as part of the SRP process. The primary objective of the report is to serve as an early planning tool to assist posts in transitioning into new facilities, from the construction phase to the operations and management phase:
(1) The Staffing Recommendations for Post Facility Management report provides the basis for hiring appropriate locally employed (LE) facility management personnel; and
(2) This assessment is based on an analysis of post’s current Facility Management LE Staff’s documented activities in comparison to the projected skillsets required to properly maintain the sensitive mission critical equipment and building systems at a CSCS or MCS Program project.
b. Pre-classified Standard Job Descriptions, and corresponding implementation instructions, for Facility Management positions supporting New Embassy Compounds/New Consulate Compounds/New Office Buildings (NEC/NCC/NOX) and Major Rehabilitation facilities overseas can be found in the Policy and Coordination Division of the Office of Overseas Employment of the Bureau of Global Talent Management's (GTM/OE/PC) Job Description Catalog.
15 FAM 656.2 Commissioning Process
(CT:OBO-154; 06-05-2024)
a. Per 1 FAM 286.2 the Office of Construction Management (OBO/CFSM/CM) is responsible for commissioning on CSCS/MCS Program projects. Commissioning verifies that the final facility and all its systems and assemblies are planned, designed, installed, tested, and balanced to meet the contract's requirements, and function as an integrated whole. The OBO commissioning agent (CxA) witnesses the commissioning process, and the PD validates contract compliance. OBO/OPS/FAC/AMT is a key stakeholder in the commissioning process led by the Office of Construction Management's Commissioning Branch in the Construction Support Division (OBO/CSM/CM/CS/COM).
b. The facility asset managers participate in the onsite Commissioning Kickoff Meeting. Working with the project manager, they help establish expectations, and describe lessons learned from past projects with respect to LE staff training, O&M deliverables, warranties, etc. in conjunction with contract specifications.
c. Once the OMTC position is brought on board, the OMTC works alongside the CxA to ensure proper documentation and critical operational activities are performed in advance of substantial completion (i.e., O&M contract deliverables and turnover items required between the PD and post FM).
15 FAM 657 PRE-OCCUPANCY PHASE
(CT:OBO-154; 06-05-2024)
15 FAM 657.1 Spare Parts, Diagnostic Testing Equipment and Specialty Tools
(CT:OBO-154; 06-05-2024)
a. The spare parts, diagnostic test equipment and specialty tools portion of Initial O&M Funding (generally ~0.4 percent of the original contract award amount) is an integral part of the future operation and maintenance of the NEC/NCC/NOX or Major Rehab facility (see 15 FAH-1 H-100).
b. The Diagnostic Test Equipment & Specialty Tools list is developed by OBO/OPS/FAC/AMT based on the design phase; and includes items such as interior/exterior lifts, voltmeters, thermal scanners, etc. Serialized specialty tools with an acquisition cost of $500 or greater per item are required to be tracked in Integrated Logistics Management System-Asset Management (reference 14 FAM 411.4, Definitions).
c. The Facility Management Shop Equipment, Tools, and Furnishings list is developed by OBO/OPS/FAC/AMT, and includes shop equipment, furnishings, etc. Before compiling this list, the OMTC should verify the equipment supplied as Contractor Furnished/Contractor Installed meets contract drawings and specifications.
d. The Spare Parts list is populated after receipt of the manufacturer’s recommended spare parts list obligated to be turned over by the contractor ninety (90) days before substantial completion, in coordination between the facility asset manager and post FM. Additional maintenance items and tools can be included.
15 FAM 657.2 Facility Management Staff Training
(CT:OBO-125; 04-21-2023)
a. Appropriate training for the facility management locally employed staff is critical to develop familiarity with the new equipment and building systems installed at CSCS/MCS Program projects.
b. The facility asset manager, in coordination with the OMTC, CxA, and post FM compile a training plan referred to as the Total Training Approach. The Total Training Approach includes:
(1) Contractor-required trainings that are demonstration sessions for specific pieces of equipment, as required by the contract specifications;
(2) Systems-based trainings that are provided by the CxA during the end of construction or in the warranty phase; and
(3) Commercially supplied trainings on major equipment that are performed by vendors or manufacturers - which are available to be funded through the initial O&M Funding process (generally ~0.1 percent of the original contract award amount). Please refer to 15 FAH-1 H-100 for more information.
15 FAM 657.3 Equipment Asset Data
(CT:OBO-154; 06-05-2024)
a. During the construction of a CSCS/MCS Program project, the contractor is required to complete a Computerized Maintenance Management System (CMMS) Template per the Division 1 specifications. Refer to 15 FAM 661.5, 15 FAH-1 H-100, and the Facility Manager Guidebook for CMMS/GMMS details.
b. The Maintenance Support Division (OBO/OPS/FAC/MS) is responsible for the validity and importing of the equipment asset data on the CMMS Template. OBO/OPS/FAC/MS works closely with the PD to perform quality assurance reviews of the template data for accuracy. The OMTC performs field verification of the equipment asset data as the onsite representative.
15 FAM 657.4 Spare Parts and Extra Material Inventory
(CT:OBO-154; 06-05-2024)
a. OBO/OPS/FAC/AMT advocates during the design process for standardized storage spaces where the spare parts and extra material should be housed.
b. At completion of a CSCS or MCS Program project, the contractor hands over spare parts and extra materials required by the contract to the PD, who in turn hands the items over to post.
c. The facility asset manager and the OMTC work closely with the PD and post FM to validate the inventory and create an inventory management plan for operations.
d. The Facility Management Lockable Storage space is dedicated to control spare parts, diagnostic testing equipment, and specialty tools inventory for use of the facility management staff.
e. The Facility Management Materials Storage space is dedicated to control maintenance materials such as piping, conduit, lumber, and sheet metal for use of the facility management staff.
f. The OMTC assists the FM and general services officer (GSO) to ensure inclusion of spare parts and extra material inventory into post’s Integrated Logistics Management System (ILMS).
g. Upon completion of a project, “excess construction materials and tools” not required by the project’s contract should not be accepted by the FM or post - as excess construction materials are the contractual responsibility of the contractor to remove from site (see 14 FAM 417 for additional details).
15 FAM 657.5 Operations and Maintenance Transition Checklist for Building Acceptance
(CT:OBO-125; 04-21-2023)
a. The Operations and Maintenance Transition Checklist for Building Acceptance is a coordinated review by the PD, FM, OMTC, and CxA to validate that:
(1) All building systems have been properly commissioned;
(2) Critical contract deliverables have been received; and
(3) All O&M staffing and other preparation activities for post have been completed.
b. The checklist is one of the key documents required to be signed prior to Certificate of Occupancy issuance.
c. Refer to Office of Construction Management and Office of Facility Management Joint Construction Alert; A-2018-02 for additional details.
15 FAM 658 Post-occupancy phase
(CT:OBO-154; 06-05-2024)
15 FAM 658.1 Warranty Management
(CT:OBO-125; 04-21-2023)
a. The OMTC assists post’s FM in managing the warranty period of CSCS/MCS Program projects.
b. The OMTC assists in the resolution of punch list items and tracking of warranty claims in coordination with the post FM.
c. The OMTC assists in planning, tracking, and confirming contract-required maintenance service contracts, occupancy adjustment visits, and preventative maintenance activities.
d. The facility asset manager and OMTC participate in the Warranty Inspection Visitation Meeting held at post on the eighth to the eleventh month of the one-year warranty period.
15 FAM 658.2 Maintenance Service Contracts
(CT:OBO-125; 04-21-2023)
The OMTC supports the post FM in compiling the applicable Preventative Maintenance Service Contracts (PMSC) necessary to supplement the facility management locally employed staff’s skillsets to ensure complete operational success.
15 FAM 658.3 Lessons Learned Program
(CT:OBO-154; 06-05-2024)
a. The OBO Technical Criteria Lessons Learned Program provides the opportunity and platform for individuals to formalize suggestions to improve the functionality, safety, operations & maintenance, and security of overseas facilities.
b. OBO/OPS/FAC/AMT has been charged with coordinating FAC’s participation in the OBO Technical Criteria Lessons Learned Program. FAC can fully engage in the process to influence changes to a host of topics and policies including programming, planning/project development, design, construction, and occupancy.
c. FAC has instituted a formalized internal process to receive and submit lessons learned topics to ensure that suggestions are clearly identified along with accompanying recommendations for changes and/or improvements.
15 FAM 659 UNASSIGNED