UNCLASSIFIED (U)

6 FAH-5 H-340

Cost Centers

(CT:ICASS-97;   05-01-2020)
(Office of Origin:  CGFS/ICASS)

6 FAH-5 H-341  Cost Center Description–ICASS Standard

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. With the exception of Basic Package Services, services listed in each cost center are illustrative.  The listed services will be helpful to post in preparing its memorandum of understanding (MOU) and service level agreements (SLAs).  At some posts, certain services may not exist.  For example, services related to an international or U.S.-sponsored school may not be provided if there is no school at post.

b. Four cost centers are mandatory for every agency at post with personnel under chief of mission authority, including U.S direct hire (USDH), uniformed personnel, and certain authorized third-country nationals (TCNs), as well as U.S. contractor, and other staff (as defined in 6 FAH-5 H-352, Categories of Personnel):  5624-Health Services, 5880-Security Services, 6150-Basic Package Services, and 6443-Community Liaison Office Services.  While other services are not considered mandatory, they may be required by virtue of certain factors:

(1)  Co-located in the embassy/consulate building:  This would require subscription to 78XX-Building Operations, 5826-Local Guard Program, 6195-Reception and Switchboard, 6194-Mail and Messenger, and in many cases, 6143-Warehouse Operations.

(2)  Furnished housing:  Agencies that wish to have their employees occupy government-provided housing must also subscribe to the furniture pool.  This requires subscription to 6148-Leasing Services, 6144-Furniture and Appliance Pool Services, 78XX-Building Operations, 5821-Residential Local Guard Program Services (where applicable), and 5823-Mobile Patrol Local Guard Program Services (where applicable).

(3)  Essential cost centers:  Certain services must be provided to all agencies by virtue of their presence in country and the lack of other viable alternatives.  The extent to which they are needed and/or utilized will depend on each agency; modifications may be appropriate, if permissible (for information on modifications, see 6 FAH-5 H-332.1).  These cost centers include: 6136-Shipping and Customs Services (to clear employees’ household effects and any official shipments); 6139-Motor Pool Services (for the employee’s initial arrival/final departure from post and any ongoing or emergency usage); 6222-Payrolling Services (if the Department of State is the payrolling office for the agency’s LE Staff); 6194-Mail and Messenger Services (to send and receive personal and official mail); and, 6143-Warehouse Operations (to receive official shipments/procurements), 6451-HR Services-LE Staff (if an agency has LE Staff), etc.

NOTE:  See 6 FAH-5 H-393 and 6 FAH-5 H-394 for exceptions to mandatory cost centers for entities with no physical presence or not under chief of mission authority.

c.  The descriptions and guidance presented for each cost center apply equally to the services provided by an alternate service provider (ASP).  While the terms and definitions may be specific to the Department of State, the purpose and intent should be interpreted consistently when applied to the ASP services.  For example, cost centers that refer to the “authorized system of record” would use USAID’s “system of record” where USAID is the service provider.

d. See Exhibit 6 FAH-5 H-341 at the end of this chapter for a list of the ICASS cost centers and related function codes for the Standard and Lite methodologies.

6 FAH-5 H-341.1  Basic Package Services (6150)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-341.1-1  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. This cost center is mandatory for all agencies at post with personnel under chief of mission authority, including USDH, uniformed personnel, and certain authorized TCNs, as well as U.S. contractors, or other staff (as defined and identified in 6 FAH-5 H-352, Categories of Personnel).  The rationale for this is that all agencies receive services from the support structure of the primary service provider (the Department of State’s management section at post or the alternate service provider), and therefore all agencies must pay a basic amount on a per capita basis, whether or not they subscribe to any other ICASS-provided service.  The official diplomatic status of the mission and its administrative support structure are there to handle the problems of any agency employee present under chief of mission authority.  Much like fire or police departments, the mission is there to assist on an as-needed basis and is the de facto service provider.

b. The services in the Basic Package cost center listed below are standard and are not to be changed.  The fact that a listed service is not provided at post is not a basis for modifying the workload counts (for information on modifications, see 6 FAH-5 H-332.1).

c.  The services include:

(1)  Provide diplomatic accreditation to host government, host-country ID cards, mandatory host-country entry/exit visas, and required host-country documents;

(2)  Negotiate reciprocity issues with host government (e.g., vehicle import/export issues, spousal employment, value added tax [VAT] issues, etc.) (see NOTE 2);

(3)  Obtain licenses and special permits;

(4)  Maintain various post reports (e.g., emergency action plan, post report, post profile, post Web sites, duty officer rosters, etc.);

(5)  Maintain the post database for all agency personnel and family members using the authorized personnel system of record and provide staffing reports to customer agencies (See NOTES 3 and 4);

(6)  Draft, clear, and issue administrative and security notices and management policies;

(7)  Coordinate the mission awards ceremony;

(8)  Analyze and respond to National Security Decision Directive (NSDD)-38 requests (see 2 FAM Exhibit 111.3);

(9)  Manage check-in/check-out procedures, including routine arrival/departure travel message notification, and processing initial/final allowance application forms upon arrival at post;

(10) Prepare necessary authorizations and cables related to emergency visitation travel (see 3 FAM 3746 and 3 FAH-1 H-3740), in accordance with agency authorities;

(11) Issue building access badges;

(12) Manage newcomer and temporary duty (TDY) orientation program and related materials;

(13) Establish and manage the local U.S. disbursing officer bank account;

(14) Provide support to the local international school, including grant management, accreditation surveys, and the school’s Suspense Deposit Abroad (SDA) accounting and voucher processing;

(15) Conduct surveys for cost of living allowance (COLA), per diem rates, education allowance, living quarters allowance/overseas housing allowance (LQA/OHA) (as needed), etc.;

(16) Negotiate hotel rates;

(17) Support employee recreation association and commissary boards; and

(18) Provide support structure for very important person (VIP) visits (see 6 FAH-5 H-315, paragraph b, and 6 FAH-5 H-360; see Note 1 in 6 FAH-5 H-341.1-2, Budgeted Costs).

NOTE 1:  Sub-cost centers are not permitted in Basic Package.  Posts that offer a service that is available to all customer agencies should add that service to another cost center with an appropriate distribution factor.  For example, language classes that are offered for U.S. personnel should be added as a sub-cost center to 6441-Human Resources-U.S. Citizen Services where the workload count is number of Americans serviced.

NOTE 2:  At posts where non-official VAT refunds require processing by the embassy, employees who process those VAT refunds may allocate an appropriate portion of their time to Basic Package to ensure an equitable sharing of the costs for this staff.  Time allocation related to processing official VAT refunds must be included in 6223-Vouchering Services.

NOTE 3:  Maintenance of accurate, up-to-date information on post staffing, including all family members, using the authorized system of record is included in this cost center to reflect the broad interagency use of this database, both at post and in Washington.  Because this database supports all agencies’ requirements, the time devoted to this function should be allocated to this cost center (see 6 FAH-5 H-341.11-1(A), Note 2).

NOTE 4:  Agencies must review the personnel information in the official system of record and certify it is accurate and complete.  USAID maintains its personnel data separately and is responsible for ensuring it is kept accurate and up-to-date; it is submitted to State-Washington on a regular basis and uploaded into the official system of record.

6 FAH-5 H-341.1-2  Budgeted Costs

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, rest and recuperation (R&R) travel, education allowance, and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for locally employed (LE) staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center; and

(3)  Costs for specialized equipment, supplies and/or contracts needed in support of the above services (e.g., orientation materials, contract for COLA survey, building passes, light refreshments for mission awards ceremony [where authorized], etc.).

NOTE 1:  Customer agencies requesting VIP visit support services will be direct- charged outside of the ICASS invoice process for all ICASS service provider staff overtime, transportation and lodging, meals and incidental expense costs.  The agency will also be direct-charged for the rental of any vehicles or other equipment and any services provided by vendors to support the visit.  The service provider, based on existing ICASS customer requirements and available staffing, will make the choice of using service provider staff or outside contractors.  See 6 FAH-5 H-363.1 for guidance on direct costs in support of visits and 6 FAH-5 H-363.2 for exceptions for TDY invoicing related to VIP visits.

NOTE 2:  Vehicle and related costs are not budgeted in this cost center.  Most of these costs are budgeted in cost center 6139-Motor Pool Services (see 6 FAH-5 H-341.7-6(B)).

NOTE 3:  Charges for Basic Package Services should be a minimal part of the total ICASS budget at post and should not exceed six percent.

NOTE 4:  Although negotiating VAT issues falls under Basic Package, actual VAT costs are not budgeted in this cost center.  VAT should be allocated to the same cost center as the budgeted cost that results in the VAT expense.

6 FAH-5 H-341.1-3  Time Allocation

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

a. ICASS employees (USDH and LE staff, including EFMs) who directly perform the services outlined above should allocate an appropriate percentage of their time to this cost center (see 6 FAH-5 H-315).

b. Not appropriate in this cost center would be time allocation of employees who provide ad hoc support for occasional VIP visits (See 6 FAH-5 H-315, paragraph b).

c.  No USDH employee should allocate the majority of his/her time to this cost center.  For LE staff, most will allocate only a small portion of their time to this cost center; exceptions may be appropriate for full-time quality coordinators or customer service center employees.

6 FAH-5 H-341.1-4  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of USDH, uniformed personnel, and certain authorized TCNs, U.S. contractors, or other staff as described in 6 FAH-5 H-352 Categories of Personnel, as reported in the authorized personnel system of record.  This is a static count as of May 1 (for additional guidance on how to count, particularly with respect to vacant/temporarily vacant positions, see 6 FAH-5 H-333.2, paragraph b (2) and (3)).

b. Locally-employed staff (including eligible family members (EFMs), summer/vacation hires, etc.), are not counted in Basic Package.

c.  Regional personnel based abroad are charged to Basic Package Services at their home post only, even if they are accredited to multiple countries (for more details see 6 FAH-5 H-393.3).

d. This cost center is mandatory and modifiable with post budget committee approval.  Generally, there should not be a need to modify the level of services Basic Package Services.  However, there may be unique circumstances at post that warrant such modifications.  For example, if an agency not under chief of mission authority wishes to subscribe to ICASS services, a modification of the workload count in this cost center is authorized (see 6 FAH-5 H-394).  Post should establish a modification policy that clearly states the circumstances that would justify a modification (see 6 FAH-5 H-332.1).

NOTE 1:  The human resources section is responsible for ensuring the data in the official system of record is accurate and up-to-date; it becomes the basis for establishing the annual workload counts.  Once agency staffing reports are validated by customer agencies, the FMO should run a summary report from the official system and enter each agency’s workload counts into the ICASS software for cost centers that use capitation.

NOTE 2:  The workload count data for each category of employee is entered separately (by “distribution factor”) in the ICASS software.  Approved modifications may be applied to each distribution factor.

NOTE 3:  The workload count for Basic Package is used to spread the Washington-billed “below the line” costs for Second Destination Transportation (SDT) charges related to APO/FPO/DPO posts and costs for the diplomatic pouch and mail (DPM) operation in Washington.

NOTE 4:  For entities with no physical presence or not under COM authority, see specific guidance in 6 FAH-5 H-393 and 6 FAH-5 H-394.

6 FAH-5 H-341.2  Community Liaison Office (CLO) Services (6443)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-341.2-1  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

This cost center is mandatory for every agency at post with personnel under chief of mission authority, including USDH, uniformed, and certain authorized TCNs, as well as and U.S. contractor staff (as described in 6 FAH-5 H-352, Categories of Personnel).  The CLO serves a key administrative function at post and provides a wide range of services including:

(1)  Provide welcome and orientation services; prepare and maintain welcome materials;

(2)  Provide pre-arrival information;

(3)  Maintain post sponsorship program;

(4)  Manage post’s formal orientation program;

(5)  Organize cultural activities, trips, seminars and other morale enhancing events;

(6)  Maintain liaison with host-country organizations, businesses and mission communities;

(7)  Identify family member employment opportunities both inside and outside the mission and provide employment information to families;

(8)  Manage the post Global Employment Initiative (GEI) (where applicable);

(9)  Maintain liaison with schools at post in order to provide information on educational options both at and away from post and on return to the United States;

(10) Maintain an information resource center accessible to the community and contribute to the post newsletter;

(11) Provide guidance and referral support during crises by identifying community resources and referring clients appropriately; and

(12) Liaise with the post’s RSO in areas of contingency planning and serving on the emergency action committee.

NOTE:  Managing the newcomer and TDY orientation programs and related materials are included in Basic Package Services.

6 FAH-5 H-341.2-2  Budgeted Costs

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees in this cost center;

(3)  Costs for specialized supplies in support of the CLO program (e.g., local maps, tour guides, permanent holiday decorations, etc.);

(4)  Costs for specialized publications and subscriptions; and

(5)  Costs for contracts in support of the above services (e.g., publishing post newsletter, hiring cross-cultural speakers for post orientation program, etc.).

NOTE:  Costs for CLO training provided centrally by the Family Liaison Office (FLO) are funded by FLO and should not be included in the post budget.

6 FAH-5 H-341.2-3  Time Allocation

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. ICASS employees (USDH and LE staff, including EFMs) who directly perform or supervise the services outlined above should allocate their time to this cost center; CLO staff should allocate the majority of their time to this cost center.  Other ICASS personnel (e.g., the management officer, HRO or others) may allocate a percentage of time to this cost center to reflect supervisory or other responsibilities related to the services provided (e.g., overseeing the GEI program).  Recognizing the role of the CLO in some of the services listed in Basic Package (i.e., welcome and orientation services), an appropriate percentage of time should be allocated to 6150-Basic Package Services. 

b. It is not appropriate for other non-CLO ICASS personnel to allocate their time to this cost center.  For instance, a motor pool chauffeur may routinely run errands for CLO and is simply performing his or her job responsibilities as a chauffeur.  This workload (kilometers driven) is included in cost center 6139-Motor Pool Services and charged to 1901.0-ICASS and the costs will be spread through ICASS redistribution.

6 FAH-5 H-341.2-4  How to Count

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of USDH, uniformed personnel, and certain authorized TCN, U.S. contractor employees and others as described in 6 FAH-5 H-352, Categories of Personnel, plus all eligible family members (EFMs), including domestic partners, listed on sponsors’ assignment orders, whether physically residing at post or not (see 14 FAM 511.3 for definition of eligible family member and 3 FAM 1610 for domestic partner).  This count should begin with the total used in 6150-Basic Package and then add all family members, including domestic partners.  Family members who are employed in EFM positions are counted here as dependents.  This is a static count as of May 1 (for additional guidance on how to count, see 6 FAH-5 H-333).

NOTE 1:  Family members on Separate Maintenance Allowance (SMA) are not included in the workload count.

NOTE 2:  Members of household (MOH) are those persons who have accompanied or join an employee assigned abroad and who the employee has declared to the chief of mission (COM) are part of his or her household, who will reside at post with the employee, and who are other than legitimate domestic staff (see 3 FAM 4180).  Although post is encouraged to allow the MOHs to participate in CLO-sponsored events and other post activities, MOHs are not included in workload counts.

b. Locally-employed staff (LE staff) are not included in the workload count for this cost center.

c.  This cost center is mandatory and modifiable with post budget committee approval (see 6 FAH-5 H-332.1).  Generally, there should not be a need to modify the level of CLO services provided.  However, there may be unique circumstances at post that would justify a modification.  For example, an agency located in a remote area may not have frequent access to CLO services and that may support a modification of the workload count (see 6 FAH-5 H-332.1 paragraph e(1)).  Where appropriate, post should grant a modification for family members not resident at post but who are on the employee’s travel orders (e.g., college students); such modifications would have to be done off-line.

NOTE 1:  The modified CLO workload counts are used to spread certain Washington costs of the Family Liaison Office program.

NOTE 2:  The human resources section is responsible for ensuring the data in the official system of record is accurate and up-to-date; it becomes the basis for establishing the annual workload counts.  Once agency staffing reports are validated by customer agencies, the FMO should run a summary report and enter each agency’s workload counts into the ICASS software for cost centers that use capitation.

NOTE 3:  For entities with no physical presence or not under COM authority, see specific guidance in 6 FAH-5 H-393 and 6 FAH-5 H-394.

6 FAH-5 H-341.3  Health Services (5624)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-341.3-1  Definition of Services

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

This cost center is mandatory for all agencies at post with personnel under chief of mission authority, including with USDH, uniformed personnel, and certain authorized TCNs and U.S. contractor staff (as described in 6 FAH-5 H-352), with rare exceptions as outlined in 6 FAH-5 H-341.3-4.  ICASS customer agencies that are not under chief of mission authority may subscribe to health services if they are otherwise eligible (see 16 FAM 122).  Services in this cost center depend on the post and what services are available.  Some posts will work in coordination with a local or military hospital, some will have regional medical staff, some will have a staffed health unit, some will have contract staff, and some will rely on regional support and/or local facilities.  Services could include:

(1)  Staff and operate the health unit;

(2)  Administer first aid, immunizations, and medications;

(3)  Oversee medical evacuations (MEDEVAC) and related assistance;

(4)  Prepare/analyze medical reports;

(5)  Coordinate with local health facilities/personnel to identify, evaluate, recommend, provide referrals to, and make arrangements with local medical resources;

(6)  Serve as the Occupational Safety and Health Administration (OSHA) designated medical unit for first aid in the event of an on-the-job emergency;

(7)  Support medical evacuations from posts within the region, where applicable;

(8)  Identify and advise mission personnel on local health hazards and infectious diseases (e.g., HIV/AIDS, malaria, etc.), and wellness programs; and

(9)  Provide training for basic first aid, CPR, food handling and other courses as required.

6 FAH-5 H-341.3-2  Budgeted Costs

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees, and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for contracts in support of the functions outlined above;

(4)  Costs for medical supplies, vaccines, malaria medications, and specialized medical equipment for the health unit that are not funded centrally by the Office of Medical Services (MED) (see Note 1 in this section);

(5)  Costs for medical reference materials and publications; and

(6)  Costs for a dedicated vehicle and related fuel costs, where applicable;

NOTE 1:  Emergency preparedness kits (e.g., reserve medical unit kit) and supplies, pandemic influenza supplies, and antidotes for chemical or biological attack are funded centrally by MED Washington and are included in the MED “below-the-line” costs.  Purchase of all other emergency preparedness medical supplies, trauma and first aid kits, etc., are the responsibility of post.

NOTE 2:  Salary and related support costs for regional medical personnel are budgeted only at the regional employee’s "home" post.

NOTE 3:  Travel costs of regional medical personnel to serviced posts are centrally funded by MED and included in the MED “below-the-line” costs.

NOTE 4:  Costs related to continuing medical education (CME) for qualified USDH and LE health unit staff are centrally-funded by MED Washington and included in the MED “below-the-line” costs.  Costs for other training and related travel expenses that are not centrally-funded by MED are budgeted in 8790-Miscellaneous Costs.

NOTE 5:  Routine overtime costs for the health unit are budgeted in this cost center, as appropriate (e.g., extended hours for administering flu vaccines, presentation of special health programs, unexpected after-hours emergencies, etc.).  All other overtime costs are direct-charged to the agency of the employee(s) requiring overtime services of the medical unit.

NOTE 6:  At posts approved by Washington as a designated MEDEVAC center supporting regional medical evacuations, a sub-cost center (5624-0001-Regional MEDEVAC) must be established (see 6 FAH-5 H-341.3-3, Time Allocation and 6 FAH-5 H-341.3-4, How to Count for more details).

NOTE 7:  ICASS does not fund MEDEVAC travel.  All medical evacuation costs are the responsibility of the sponsoring agency of the employee (see 16 FAM 511).  State/MED funds medical evacuation costs for all State and ICASS USDH employees and their eligible family members.

NOTE 8:  For personnel under chief of mission authority, DS/PSP/WMD uses non-ICASS funds to cover the cost of equipment to aid in surviving a chemical, biological, radiological, or nuclear attack (e.g., escape masks) (See 1 FAM 262.1-1(D)).

6 FAH-5 H-341.3-3  Time Allocation

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. ICASS employees (USDH and LE staff, including EFMs) who directly perform or supervise the services outlined above allocate their time to this cost center.  In general, all medical and directly related support personnel should allocate 100 percent of their time in support of the above services to this cost center.  As outlined in 6 FAH-5 H-315, paragraph b(2), at posts with a significant visitor workload that requires frequent special support by the health unit, it may be appropriate for the medical staff to allocate a small portion of time to 6150- Basic Package Services.

b. The management officer may allocate a portion of his or her time to this cost center to reflect oversight/supervisory responsibilities, as appropriate.

c.  While the medical staff may spend some of their time requesting supplies, managing personnel issues, etc., these functions are part of managing the health unit; their time is appropriately counted only in the health services cost center.

d. At IWG-approved MEDEVAC posts, medical personnel allocate an appropriate percentage of their time to the 5624-0001-MEDEVAC sub-cost center.

e. There are no time allocations of other ICASS employees that would be appropriate in this cost center or the MEDEVAC sub-cost center.

6 FAH-5 H-341.3-4  How to Count

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of USDH, uniformed personnel, and certain authorized TCN, U.S. contractor and others as described in 6 FAH-5 H-352, Categories of Personnel, as reported in the authorized system of record, plus all eligible family members (EFMs), including domestic partners (per 3 FAM 1610), whether physically residing full time at post or not.  All of those included in the workload counts must meet MED’s eligibility requirements (see 16 FAM 122) and be included on the sponsors’ assignment orders.  Access to the embassy medical unit is limited to employees and EFMs with a valid MED clearance or administrative waiver (see 16 FAM 215).  This is a static count as of May 1.

NOTE 1:  Family members on separate maintenance allowance (SMA) are not included in the workload count.

NOTE 2:  Members of household (MOH) (see 3 FAM 4180), including parents designated as EFMs for purposes of travel (see 14 FAM 511.3), are not eligible for health services and therefore are not included in the workload count.

NOTE 3:  In rare circumstances, certain Department of Defense and other agency employees can be excluded from the counts in this cost center.  For example, when DOD elements reside on a host country military base and all their health services are met by the host country or other entity, including medevac support, such entities would not be counted in this cost center.

b. This cost center is mandatory and modifiable in limited circumstances with the approval of the post medical officer and post budget committee as follows:

(1)  Agencies that do not have full access to available services due to geographic limitations.  Post must weigh any modification in the context of local conditions and the availability of local medical services.  For example, an agency employee may work and reside at such a distance from the embassy health unit that s/he does not have reasonable access to these services but they do receive support in medical emergencies or for medevac; for other routine medical support they rely on host country providers.  Such a situation might justify a .3 modification.  In other posts, there may be no local providers and employees rely on the health unit for immunizations, check-ups, etc., albeit on a more limited basis; this situation might justify a .6 modification; or

(2)  Agencies that provide their own full medical program (see NOTE 3 above).  For those agencies that have access to TriCare services, this does not automatically mean they are eligible for a modification.  The post medical officer must be consulted to determine what, if any modification is appropriate for such agencies given the conditions at post, access to and use of local medical facilities. 

(3)  Where appropriate, post should grant a modification for family members not resident at post but who are on the employee’s travel orders (e.g., college students); such modifications would have to be done off-line.

NOTE 1:  The modified workload count for health services is used to spread the MED Washington “below-the-line” costs related to the overseas medical program.

NOTE 2:  This cost center is not mandatory for entities with no physical presence (see 6 FAH-5 H-393).  It is also not mandatory for entities not under chief of mission authority (see 6 FAH-5 H-394); if such agencies choose to subscribe, they must be otherwise eligible to receive health services (see 16 FAM 122).

c.  Agencies that are covered by a separate medical program (see paragraph a NOTE 3 above) but are located in close proximity to the mission health unit must sign up for services at least at the 0.3 level because the health unit serves as the OSHA-designated first responder in the event of an on-the-job emergency.  If applicable, post must determine what is “close proximity” to the mission and establish the requirements for a modification in this cost center (see 6 FAH-5 H-332.1 paragraph e (1)).

d. Locally employed staff (LE staff) are not included in the workload count even though the chief of mission may have approved emergency/first aid service be provided to LE staff during working hours.  Other personnel approved by the chief of mission to receive limited services are also not counted (e.g., summer interns).

e. For the sub-cost center 5624-0001–Regional MEDEVAC, the workload count is the actual number of medevacs processed and is charged only to agency code 9913.0-MEDEVAC.  Any services provided in other cost centers in support of the regional MEDEVAC office should be counted and recorded under agency code 9913.0-Regional MEDEVAC.  For example, if the financial management office routinely handles vouchers for the regional MEDEVAC office, the number of strip codes should be counted and entered under 9913.0 in the 6223-Vouchering Services cost center.  The costs included in the resulting invoice for 9913.0-MEDEVAC are billed out “below-the-line” and shared using the worldwide modified health services workload counts (with some unique adjustments).

NOTE:  The human resources section is responsible for ensuring the data in the official system of record is up-to-date, including information on dependents; it becomes the basis for establishing the annual workload count.  Reports from the official system of record should be provided to customer agencies for review and validation so the Financial Management Section can enter the correct workload counts for cost centers that use capitation.

6 FAH-5 H-341.4  Information Management Technical Support Services (5458)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-341.4-1  Definition of Service

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

This cost center provides full support for OpenNet Plus (the State Department’s Sensitive But Unclassified (SBU) network) and all ICASS dedicated internet networks (DINs) (see 5 FAM 872 for additional information on DINS).  Basic services include:

(1)  Maintain platform for OpenNet Plus;

(2)  Install baseline hardware/software, including network infrastructure;

(3)  Install post-specific non-baseline software/hardware as approved by the information management office and the local Information Technology Change Control Board (ITCCB).  This service does not provide support for other agency networks (see NOTE 1);

(4)  Assist in obtaining training for State Department-approved baseline applications;

(5)  Install and maintain OpenNet Plus e-mail, system backup, and manage overall system security (e.g., user IDs, virus protection, patches);

(6)  Provide customer assistance or help desk services (including recommendations for systems or equipment requirements, replacements, and/or upgrades);

(7)  Support post programs for information management office-approved mobile communication devices that connect to OpenNet (such as smart phones, tablets, laptops, RSA tokens and fobs) where management of such programs falls under the IM section (see NOTE 2);

(8)  Provide specifications to enable customer agencies to purchase their own OpenNet computer equipment that they may need to connect with the service provider’s local area network (LAN); and

(9)  Maintain offsite unclassified network support at alternate command center.

NOTE 1:  All locally approved change requests must be submitted to the Washington ITCCB for final approval.

NOTE 2:  For mobile communication device programs managed in ICASS, the cost of each device is direct-charged to the subscribing agency.

6 FAH-5 H-341.4-2  Budgeted Costs

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees, and salary and benefits (e.g., health insurance, pensions) for LE Staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center; and

(3)  Costs for specialized equipment, supplies, and services required for the unclassified system (e.g., routers, encrypters, cabling, and bandwidth) and installation or upgrade of unclassified network infrastructure (see NOTE 7).

NOTE 1:  This cost center does not include the purchase of any computer equipment, software, printers, or other peripherals that a customer agency may need to connect to the service provider’s network.

NOTE 2:  Salary and related support costs of designated regional IM personnel who are funded in ICASS are budgeted at the employee’s "home" post.  (This does not include personnel at the Regional Information Management Centers [RIMC] who are not ICASS funded.)

NOTE 3:  Travel costs for IM regional personnel to supported posts are funded by State program and not budgeted in ICASS.

NOTE 4:  The Global IT Modernization (GITM) program for unclassified systems centrally funds the replacement of core network equipment (servers, backup and disaster recovery systems, network switches, and uninterruptible power supply (UPS) required for core equipment) and desktop workstations for all ICASS employees (including DS ICASS LGP positions)on a four-year replacement cycle (six years for monitors).  These costs are budgeted at the Washington level and invoiced to the agencies below-the-line based on each agency’s percentage share of the ICASS worldwide post invoice total.

NOTE 5:  Hardware and software requirements for ICASS offices beyond those that are covered under GITM are budgeted to the appropriate cost center: e.g., a color printer for the CLO section is budgeted to cost center 6443-CLO Services; a laptop for the financial management office is budgeted to the appropriate Financial Management Services cost center(s).

NOTE 6:  An agency located outside the chancery compound pays all costs related to connecting to OpenNet.

NOTE 7:  If a post requires long-term additional bandwidth, coordination with the regional bureau is required to ensure that recurring cost requirements are addressed in the budget process.

6 FAH-5 H-341.4-3  Time Allocation

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff, including EFMs) who directly perform or supervise the services outlined above allocate their time to this cost center.

NOTE 1:  State Program IM employees are not budgeted in ICASS and they do not allocate their time to this cost center.  At posts with a single IM USDH position, post may use the non-ICASS Dual feature in the ICASS software to share the costs of this position.  If changes are required post must first consult with the regional bureau and then obtain ICASS Council concurrence.

NOTE 2:  At posts with multiple USDH IM officers, the first position is State-Program, and the second one is always ICASS; this is generally the Information Systems Officer (ISO) (see 5 FAM 121.3).  Where there are more than two USDH IM officers, post should determine an appropriate mix of Program and ICASS positions.  If changes are required, post must first consult with the regional bureau and then obtain ICASS Council concurrence on any required changes.

6 FAH-5 H-341.4-4  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the sum of two components:

(1)  The total number of post-serviced devices (e.g., workstations, printers, scanners/digital senders, mobile communication devices [e.g., smart phones, tablets, laptops, RSA tokens, fobs, etc.]) and any serviced device connected to an ICASS-managed DIN) (see NOTE 1); and

(2)  The total number of post-issued individual OpenNet user accounts.  The total number of individual OpenNet user accounts is weighted by a factor of 0.3 for all serviced agencies that maintain a separate IT network (see example below). 

b. This is a static count as of May 1 (see following example):

Agency

#Devices

#User IDs X Wt Factor

    Total

State

200

96 X  1 = 96

296

Public Diplomacy

275

65 X 1 = 65

340

ICASS

300

120 X 1 = 120

420

FCS*

2

6 X 0.3 = 1.8

3.8

DIA*

2

6 X 0.3 = 1.8

3.8

USAID *

2

12 X 0.3 = 3.6

5.6

FBI*

2

3 X 0.3 = 1

    3

FAS**

8

6 X  1 = 6

    14

* = Agency that maintains a separate IT network.  This example is for illustrative purposes only.

** = Non-State agency that does not maintain a separate network, but instead uses the State network for its IT needs.

NOTE 1:  One workstation (equal to one device) includes: a CPU, monitor(s), keyboard, mouse, CD-ROM drive, internal devices specific to the CPU, IRM-supplied PKI card reader, and speakers.  (The GITM baseline does not include a second monitor for a workstation; these are funded at post by the funding agency for the position.)  USB/serial port/LPT port connected devices which require separate drivers are counted as separate devices (e.g., mobile communication devices, printers, scanners/digital senders, secure thumb drives, cameras).

NOTE 2:  Sections that have additional specialized equipment (e.g., fingerprint devices, scanners, printers, video recorders) require increased workload device counts if the devices are supported by the IT staff.

NOTE 3:  OpenNet user IDs issued to employed eligible family members are counted as workload to the employing agency.  In rare circumstances where an OpenNet user ID is issued to a family member (not employed), the workload count is charged to the agency of the sponsoring employee.

NOTE 4:  The workload count for post serviced devices may include other related equipment only if ICASS staff spend time servicing and maintaining the equipment.  For example, uninterrupted power supply (UPS) equipment is typically replaced instead of repaired and therefore would not be included in the workload count.

c.  This cost center is not modifiable.

NOTE:  The information management section is responsible for collecting the annual workload count.

6 FAH-5 H-341.5  Local Guard Program Services

(CT:ICASS-97;   05-01-2020)
(Applies to participating ICASS agencies)

a. The four cost centers in this section cover all ICASS-funded local guard program (LGP) services for residential and nonresidential properties under the operational control of the regional security officer (RSO).  The local guard program services are mandatory for all personnel under Chief of Mission Authority.  It is the responsibility of the RSO to determine the appropriate type and level of guard services at each post.  A post security officer (PSO) serving at a constituent post implements the approved guard services directed by the RSO.  Post’s threat ratings on the Security Environment Threat List (SETL) impact post’s guard presence and requirements (see 12 FAH-6).

b. RSO Office:  The RSO is an ICASS service provider but the salary and related costs for USDH personnel assigned to the regional security office are DS-Program funded.  Workload counts related to the RSO staff, including RSO and ARSO positions funded by the Worldwide Security Program (WSP), as well as LE Staff and EFMs, are counted against 1942.0-State-DS.

c.  Security Assessments:  Security assessments of residential and non-residential properties are an RSO responsibility.  Travel and per diem costs for RSO staff to travel to distant locations to provide such assessments are direct-charged to the benefitting agency.

d. Marine Security Guard Program:  The Marine Security Guard (MSG) program is not related to the local guard program.  Refer to 6 FAH-5 H-375 MSG Program, for additional guidance.  Workload counts related to the Marine Security Guard office are counted against 1931.0-State-MSG Support.

e. Location Budgeting for LGP Costs:  Missions with constituent posts must create a location budget and activate appropriate cost centers for local guard services (5821, 5822, 5823 and 5826).

f.  Workload Counts:  Workload counts related to all DS ICASS LGP staff (Local Guards, Local Guard Coordinators/Clerks, Residential Security Coordinators, Residential Security Technicians, etc.) are counted against 1901.0–ICASS in all cost centers where they receive services except as noted below.

NOTE 1:  LGP Personal Services Agreement (PSA) guards are not counted in 6143-Warehouse Operations Services.

NOTE 2:  Workload counts for Surveillance Detection (SD) guards and bodyguards are charged to 1942.0-State DS.  SD guards and bodyguards are not counted in 6143-Warehouse Operations Services.

NOTE 3:  Residential Security Coordinators, Residential Security Technicians, and Local Guard Coordinators and Clerks are counted in all cost centers where they receive services and no special modification or adjustment is applied.  Their workload is counted against 1901.0-ICASS.

NOTE 4:  Regional Security Technician positions that primarily focus on Forced Entry/Ballistic Resistant (FE/BR) products are DS Program funded and their workload is counted against 1942.0-State DS.

NOTE 5:  LE Security Coordinators and Regional Security Technicians perform DS-Program duties and are funded by DS.  Workload counts related to these positions (LE staff or EFM) are charged to 1942.0–State DS.

g. LGP Vehicle Costs:  At posts with PSA guards, DS Washington funds the purchase of vehicles required for the LGP.  These costs are billed to the agencies “below-the-line” based on each agency’s percentage share of DS LGP costs at posts with PSA guards.  At posts with contract guards, vehicle costs are typically included in the contract; at posts where the contractor is unable to provide vehicles, DS will fund the requirement as outlined above.  Residential Security Coordinator and Residential Security Technician vehicles at both PSA and contract guard posts are funded by DS Program.

h. LGP Vehicle Maintenance Costs:  DS LGP vehicles funded with DS Washington ICASS funds typically receive ICASS vehicle maintenance services.  Posts with these vehicles must create a sub-cost center named “6132-X001-LGP Vehicle Maintenance” in which appropriate employee time spent servicing DS LGP vehicles is allocated; no other costs are budgeted in the sub-cost center.  The workload count in the sub-cost center is the total number of DS LGP vehicles serviced and it is charged to 1901.0-ICASS.  Costs for major repairs, fuel, auto parts, lubricants, auto supplies, etc., are funded by DS ICASS and are budgeted directly in the appropriate LGP cost centers.  These vehicles are NOT counted in the main 6132 cost center.

i.  LGP Vehicle Proceeds of Sale:  Proceeds of Sale from DS LGP vehicles funded by Washington are returned to DS and will not be allotted back to post; these recovered funds will be used to meet worldwide ICASS LGP vehicle requirements.  DS LGP Vehicle Proceeds of Sale must be reported as outlined in the Diplomatic Security Financial Guidance.

j.  Personal Protective Equipment (PPE):  PPE equipment (e.g., gas masks, ballistic vests and protective body armor, shields, helmets, riot gear, etc.) is approved for certain posts.  When such equipment is required, it is funded by DS Program (FC 5829).

k. Maintenance of Security Equipment:  There are many variables involved in identifying the appropriate funding source for maintaining vehicle barriers, x-ray equipment, technical security equipment, etc.  For detailed information, consult the Security Equipment Responsibilities Matrix on the DS website.  

l.  Funding for Residential Security Upgrades:  Residential security upgrades for properties acquired for a new USDH position are funded by the growing agency (for State employees, DS is the funding source).  Security upgrades required for a replacement operating lease are funded by DS Program at post, regardless of the occupant agency.

m. OBO Site Security:  Local guard costs related to OBO construction site security are funded by OBO and are not included in the post DS target; these costs are direct charged to OBO post allotments under either function code 7142 or 7913.  If OBO is using the post guard contract, post must ensure that all overhead costs (i.e., vehicles, communications equipment, VAT, etc.) and additional and emergency (A&E) hours related to the OBO project guards are included in the OBO guard invoice.  Workload counts related to the OBO local guard contract are counted against 1920.0-OBO Construction Projects.  At PSA posts, guards hired for OBO construction projects are OBO employees and all relevant workload counts are charged to 1920.0-OBO Construction Projects (see 12 FAH-7 H-324 paragraph b).  Costs for uniforms, security equipment, overtime, VAT, etc. are charged to OBO project fund cites.

NOTE:  Post-managed construction projects funded directly by OBO and that require additional guard coverage are funded from the post DS ICASS budget using existing A&E or overtime funds.

n. OBO Personnel:  Workload counts for OBO personnel assigned to post for construction management and site security and who subscribe to LGP services (e.g., 5821, 5823 and 5826) are charged to 1920.0-OBO Construction Projects.

o. Special Leased Property:  Properties leased for the sole purpose of providing DS ICASS Local Guard staff (whether PSA, contract, or local policemen) space to be used for shift changes, sleeping/rest quarters for night shift guards, uniform changes, storage of security equipment, LGP Command Post, etc., are considered non-residential properties and funded in DS ICASS.  Furniture and furnishings required for this space is budgeted in DS ICASS.  Building operating costs (e.g., water, electricity, custodial items, etc.) are funded in regional bureau ICASS.  All workload counts related to this property are counted against 1901.0-ICASS.

p. Guard Services for Special Events:  See 12 FAH-7 H-324 for guidance.

q. Funding Responsibilities:  For detailed information on funding responsibilities for security-related costs see 15 FAM 165 Security Costs, 15 FAM 160 Funding Responsibilities of Agencies Occupying U.S. Government-Held Property, and 12 FAH-7 H-320 Program Funding.

6 FAH-5 H-341.5-1  Residential Local Guard Program Services (5821)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-341.5-1(A)  Definition of Service

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

This cost center covers dedicated local guard services, if required, at individual residential properties in the mission housing program, including properties acquired through the living quarters (LQA) or overseas housing allowance (OHA) programs.  The services may include:

(1)  Provide oversight, coordination, and quality assurance of the residential local guard program;

(2)  Supervise the residential guard force assigned to properties;

(3)  Ensure vehicle security inspection, pedestrian access control, and verification of individuals entering residential properties;

(4)  Prescreen visitors’ baggage, conduct physical checks of individuals, screen vehicles or other items through use of visual inspection and other means as determined by the RSO; and

(5)  Provide perimeter patrols of residential properties in accordance with Overseas Security Policy Board (OSPB) security standards.

6 FAH-5 H-341.5-1(B)  Budgeted Costs

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (including awards) for LGP LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) and the purchase, replacement and installation of prefabricated guard booths for LGP LE staff who allocate time to this cost center (see Note 1);

(3)  Costs for LGP training, security supplies, uniforms, and security equipment and related maintenance costs (e.g., radios, handcuffs, duty-belt, batons, whistles, etc.) for LGP LE staff who allocate time to this cost center (see Note 2);

(4)  Costs for auto fuel, auto parts, and supplies for dedicated residential LGP vehicles (see Note 3);

(5)  Costs associated with host-country police or military personnel assigned to residential properties (see Note 4); and

(6)  Costs for the local guard contract (where applicable), including any central working capital fund (WCF) surcharges that are assessed (see Note 5).

NOTE 1:  Installation of a prefabricated guard booth includes connecting it to appropriate utilities, as needed; related utility usage is funded by the occupant agency.  Construction of a permanent guard structure must be coordinated with OBO and is funded by the occupant agency.

NOTE 2:  At posts with armed local guards funded by contract, the cost of firearms is typically included in the contract; if the contractor is not able to purchase firearms, DS-Program funds the cost.  For armed PSA guards, DS-Program funds the firearms (see 12 FAH-7 H-621).

NOTE 3:  See 6 FAH-5 H-341.5 paragraphs g, h and I, and DS Annual Financial Guidance provided to posts for details on LGP vehicle issues.

NOTE 4:  If post pays a police stipend for supplemental security services, the RSO is responsible for establishing an agreement with the host-country police or military personnel that outlines any supplemental security services to be provided and the compensation to be paid (see 12 FAH-7 H-322, paragraph e).

NOTE 5:  When budgeting for LGP contracts, post must include the cost breakdown provided in the contract for standard services, additional and emergency (A&E) services, vehicles, communication and other equipment, value added tax (VAT), Defense Base Act (DBA) insurance, WCF surcharges, etc.  Totals for each of these contract line items should be detailed in Post’s Budget Summary Worksheet.

NOTE 6:  Where appropriate, guards will be removed from vacant residences with no assigned occupant after 30 days except for the Chief of Mission Residence (CMR) and Principal Officer’s Residence (POR) (see 12 FAH-6 H-140).

6 FAH-5 H-341.5-1(C)  Time Allocation

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Only LE staff guards who actually perform the guard services, their LE staff supervisors, and Local Guard Coordinators and Clerks, allocate time to this cost center.  No USDH time is allocated to this cost center.

NOTE 1:  Some large posts may need to establish a Local Guard Coordinator and/or Local Guard Clerk position; this requires prior DS approval as well as approval by the post ICASS Council.  Where such positions exist, the incumbents should allocate their time to the cost center where they spend the majority of their time to avoid the need for multiple journal vouchers every pay period.

NOTE 2:  If post has a Residential Security Coordinator or Residential Security Technician, his/her time is allocated only to 5823-Mobile Patrol to ensure an equitable distribution of the costs associated with this position.

6 FAH-5 H-341.5-1(D)  How to Count

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the total annual guard hours assigned to each residence of a serviced agency based on the post guard schedule (Schedule A for a PSA guard force or Exhibit A at a post with a contractor-provided guard force).  Annual guard hours assigned to an apartment building occupied by multiple agencies are prorated based on each agency’s percentage share of total residential units in the apartment building.  This is a static count as of May 1.

b. This cost center is not modifiable.

NOTE 1:  For new USDH positions, residential guard costs should be included in the basic start-up costs outlined in the NSDD-38 process and direct-charged to the employee’s agency for the remainder of the current (arrival) fiscal year.  The workload and costs are fully incorporated in the next fiscal year budget.  However, if post’s LGP target includes or can absorb the increased residential guard costs for new USDH positions, post must include the prorated/adjusted workload counts (number of guard hours) in the next available budget of the current fiscal year.  If this is done, there is no direct charge to the agency.

NOTE 2:  If material changes to guard hours occur during the fiscal year (e.g., the security situation deteriorates and residential guard coverage changes from a 12/7 guard post to a 24/7 guard post), workload counts must be changed, as needed, in the next available budget and required funding adjustments coordinated with DS.  Unanticipated/unbudgeted changes that occur after submission of the final budget and that cannot be met within available resources may be submitted as a contingency fund request in accordance with guidance provided in 6 FAH-5 H-451.1-3 Contingency Funds.

NOTE 3:  The RSO office is responsible for providing the workload counts (total number of guard hours/residence) for this cost center.

6 FAH-5 H-341.5-2  Nonresidential Local Guard Program Services/Single Agency Occupied Building (5822)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-341.5-2(A)  Definition of Service

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

This cost center covers local guard services for nonresidential stand-alone buildings that are occupied by a single agency (see Note).  The services provided are the same as those covered under 5826- Nonresidential Local Guard Program Services (see 6 FAH-5 H-341.5-4) and may include:

(1)  Provide oversight, coordination, and quality assurance of local guard program;

(2)  Supervise the guard force;

(3)  Ensure vehicle security inspection and pedestrian access control and verification of individuals entering the building, facilities or compound;

(4)  Prescreen visitors’ baggage; conduct physical checks of personnel; screen incoming mail, parcels, vehicles, or other items through use of visual inspection, and other means as determined by the RSO;

(5)  Provide exterior patrols of buildings, facilities or compounds; and

(6)  Coordinate manning of roadblocks around stand-alone buildings, facilities or compounds, and other duties at these sites as directed by the RSO.

NOTE:  Posts that have more than one stand-alone nonresidential building occupied by a single agency must create a sub-cost center for each property.

6 FAH-5 H-341.5-2(B)  Budgeted Costs

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (including awards) for LGP LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) and the purchase, replacement and installation of prefabricated guard booths for LGP LE staff who allocate time to this cost center (see Note 1);

(3)  Costs for LGP training, security supplies, uniforms, and security equipment and related maintenance costs (e.g., radios, handcuffs, duty-belt, batons, whistles, etc.) for LGP LE staff who allocate time to this cost center (see Note 3);

(4)  Costs for auto fuel, auto parts, and supplies for dedicated nonresidential LGP vehicles (see Note 4);

(5)  Costs associated with host-country police or military personnel assigned to nonresidential properties (see Note 5); and

(6)  Costs for the local guard contract (where applicable), including any central working capital fund (WCF) surcharges that are assessed (see Note 6).

NOTE 1:  Installation of a prefabricated guard booth includes connecting it to appropriate utilities, as needed; related utility costs are funded by the occupant agency.  Construction of a permanent guard structure must be coordinated with OBO and construction costs would be funded by the occupant agency.

NOTE 2:  At single agency occupied buildings where specialized security equipment (e.g., CCTV, alarms, etc.) may be required to support guard services, the equipment costs are funded by DS ICASS and allocated to this cost center.  Routine maintenance of this equipment is charged to the occupant agency(ies).

NOTE 3:  At posts with armed local guards funded by contract, the cost of firearms is typically funded in the contract; if the contractor is not able to purchase firearms, DS-Program funds the costs.  For armed PSA guards, DS-Program funds the firearms (see 12 FAH-7 H-621).

NOTE 4:  See 6 FAH-5 H-341.5 paragraphs g, h and i, and DS Annual Financial Guidance provided to posts, for details on LGP vehicle issues.

NOTE 5:  If post pays a police stipend for supplemental security services, the RSO is responsible for establishing an agreement with the host-country police or military personnel that outlines any supplemental security services to be provided and the compensation to be paid (see 12 FAH-7 H-322, paragraph e).

NOTE 6:  When budgeting for LGP contracts, post must include the cost breakdown provided in the contract for standard services, additional and emergency (A&E) services, vehicles, communication and other equipment, value added tax (VAT), Defense Base Act (DBA) insurance, WCF surcharges, etc.  Totals for each of these contract line items should be detailed in Post’s Budget Summary Worksheet.

NOTE 7:  Budget a stand-alone nonresidential building solely occupied by 1901.0-ICASS in a sub-cost center under 5826–Nonresidential Local Guard Program Services.  The workload count is charged to 1901.0-ICASS and this cost will be shared through ICASS Redistribution.  If the stand-alone nonresidential building is a warehouse that supports multiple ICASS functions and post uses the 9664-Warehouse Cost Pool to spread building operating costs and rent, post should use the same percentages to share the LGP costs.  Charge all warehouse space allocated to cost centers, plus any dedicated ICASS storage space, to 1901.0-ICASS.  If post does not use the Warehouse Cost Pool, all space is allocated to 1901.0-ICASS.

NOTE 8:  For details regarding OBO workload counts and LGP costs related to OBO construction site security, see 6 FAH-5 H-341.5 paragraphs m and n.

6 FAH-5 H-341.5-2(C)  Time Allocation

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Only LE staff guards who actually perform the guard services, their LE staff supervisors, and Local Guard Coordinators and Clerks allocate time to this cost center.  No USDH time is allocated to this cost center.

NOTE:  Some large posts may need to establish a Local Guard Coordinator and/or Clerk position; this requires prior DS approval as well as approval by the post ICASS Council.  Where such positions exist, the incumbents should allocate their time to the cost center where they spend the majority of their time to avoid the need for multiple journal vouchers every pay period.

6 FAH-5 H-341.5-2(D)  How to Count

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the total annual guard hours assigned to a nonresidential single-agency occupied building based on the post guard schedule (Schedule A for a PSA guard force and Exhibit A for a contractor-provided guard force).  This is a static count as of May 1.

b. This cost center is not modifiable.

NOTE 1:  If material changes to guard hours occur during the fiscal year (e.g., the security situation deteriorates and additional guard hours are required), workload counts must be changed, as needed, in the next available budget and required funding adjustments coordinated with DS.  Unanticipated/unbudgeted changes that occur after submission of the final budget and that cannot be met within available resources may be submitted as a contingency fund request in accordance with guidance provided in 6 FAH-5 H-451.1-3 Contingency Funds.

NOTE 2:  The RSO office is responsible for providing the workload counts (total guard hours/building) for this cost center.

6 FAH-5 H-341.5-3  Mobile Patrol Local Guard Program Services (5823)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-341.5-3(A)  Definition of Service

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

This cost center covers mobile patrol local guard program services for residential properties.  Services provided may include:

(1)  Provide oversight, coordination, and quality assurance of the residential mobile patrol program;

(2)  Provide supervision and inspection of the mobile patrol guard force;

(3)  Provide inspections of residential properties, compounds and other designated buildings; and

(4)  Monitor residential alarms, provide alarm response, and dispatch mobile patrols.

NOTE:  In certain circumstances, the RSO may task the Mobile Patrol to also monitor non-residential USG buildings; workload counts for these non-residential properties would not be included in this cost center.

6 FAH-5 H-341.5-3(B)  Budgeted Costs

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (including awards) for LGP LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for LGP LE staff who allocate time to this cost center;

(3)  Costs for LGP training, security supplies, uniforms, and security equipment and related maintenance costs (e.g., radios, handcuffs, duty-belt, batons, whistles, etc.) for LGP LE staff who allocate time to this cost center (see Note 1);

(4)  Costs for auto fuel, auto parts and supplies for dedicated mobile patrol LGP vehicles (see Note 2);

(5)  Costs associated with host-country police or military personnel assigned to mobile patrol services (see Note 3);

(6)  Costs associated with a Central Alarm Monitoring System (CAMS), where applicable (See Note 4); and

(7)  Costs for the local guard contract (where applicable), including any central working capital fund (WCF) surcharges that are assessed (see Note 5).

NOTE 1:  At posts with armed local guards funded by contract, the cost of firearms is typically included in the contract; if the contractor is not able to purchase firearms, DS-Program funds the cost.  For armed PSA guards, DS-Program funds the firearms (see 12 FAH-7 H-621).

NOTE 2:  See 6 FAH-5 H-341.5 paragraphs g, h and i, and DS Annual Financial Guidance provided to posts, for details on LGP vehicle issues.

NOTE 3:  If post pays a police stipend for supplemental security services, the RSO is responsible for establishing an agreement with the host-country police or military personnel that outlines any supplemental security services to be provided and the compensation to be paid (see 12 FAH-7 H-322, paragraph e).

NOTE 4:  For more details on funding issues related to CAMS, see 12 FAM 464.2 and 12 FAM 474.2d.

NOTE 5:  When budgeting for LGP contracts, post must include the cost breakdown provided in the contract for standard services, additional and emergency (A&E) services, vehicles, communication equipment, value added tax (VAT), DBA insurance, WCF surcharges, etc.  Totals for each of these contract line items should be detailed in the Budget Summary Worksheet.

6 FAH-5 H-341.5-3(C)  Time Allocation

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Only LE staff guards who actually perform mobile patrol guard services, their LE staff supervisors, LE Local Guard Coordinators and Clerks, LE Residential Security Coordinators, and LE Residential Security Technicians allocate time to this cost center.  No USDH time is allocated to this cost center.

NOTE 1:  Where they exist, the LE Residential Security Coordinator and LE Residential Security Technician position costs are budgeted in this cost center even if post does not have a mobile patrol program.  Allocating their time to this cost center provides the most equitable approach to sharing the costs using the number of residential units in the housing program.

NOTE 2:  When an Eligible Family Member (EFM) fills a Residential Security Coordinator or Residential Security Technician position, their salary costs are funded through DS/EX/HRM.  All other costs are ICASS funded and their workload counts are charged to 1901.0–ICASS.

NOTE 3:  Some large posts may need to establish a Local Guard Coordinator and/or Local Guard Clerk position; this requires prior DS approval as well as approval by the post ICASS Council.  Where such positions exist, the incumbents should allocate time to the cost center where they spend the majority of their time to avoid the need for multiple journal vouchers every pay period.

6 FAH-5 H-341.5-3(D)  How to Count

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of residential units (either single family house or apartment) assigned to an agency.  This is a static count as of May 1.

b. This cost center is not modifiable.

NOTE 1:  Mobile Patrol Guard services are usually not affected by the addition of new USDH positions, therefore, post may not direct charge agencies for this service in the arrival year; in addition, the ICASS software does not include any LGP costs in the Partial Year Invoice.  Therefore, new agencies would not be charged for this service in the arrival year.  The workload counts for this service must be incorporated in the next fiscal year budget.

NOTE 2:  Working with the GSO, the RSO is responsible for providing the workload counts for this cost center.

6 FAH-5 H-341.5-4  Nonresidential Local Guard Program (LGP) Services (5826)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-341.5-4(A)  Definition of Service

(CT:ICASS-25;   04-24-2012)
(Applies to participating ICASS agencies)

This cost center covers local guard services for shared buildings such as chanceries, annexes, warehouses, and may include:

(1)  Provide oversight, coordination, and quality assurance of local guard program;

(2)  Supervise the guard force;

(3)  Ensure vehicle security inspection and pedestrian access control and verification of personnel entering the chancery, annex, and any other nonresidential guarded ICASS buildings or facilities;

(4)  Prescreen visitors’ baggage; conduct physical checks of personnel; screen incoming mail, parcels, vehicles, or other items through use of visual inspection, and other means as determined by the RSO;

(5)  Provide perimeter patrols of the chancery and annex buildings or compound, warehouses, and other designated buildings; and

(6)  Coordinate manning of roadblocks around buildings, facilities, or compounds, and other duties at these sites as directed by the RSO.

6 FAH-5 H-341.5-4(B)  Budgeted Costs

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (including awards) for LGP LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) and the purchase, replacement and installation of prefabricated guard booths for LGP LE staff who allocate time to this cost center (see Note 1);

(3)  Costs for LGP training, security supplies, uniforms, and security equipment and related maintenance costs (e.g., radios, handcuffs, duty-belt, batons, whistles, etc.) for LGP LE staff who allocate time to this cost center (see Note 3);

(4)  Costs for auto fuel, auto parts, and supplies for dedicated nonresidential LGP vehicles (see Note 4);

(5)  Costs associated with host-country police or military personnel assigned to nonresidential properties (see Note 5); and

(6)  Costs for the local guard contract (where applicable), including any central working capital fund (WCF) surcharges that are assessed (see Note 6).

NOTE 1:  Installation of a prefabricated guard booth includes connecting it to appropriate utilities, as needed.  Construction of a permanent guard structure must be coordinated with OBO and DS and appropriate funding identified.

NOTE 2:  At posts where specialized security equipment (e.g., CCTV, alarms, etc.) may be required to support guard services, such equipment is funded and coordinated by DS-Program or OBO.  Daily routine maintenance costs for this equipment are funded by ICASS (regional bureau); preventive maintenance and replacement parts are funded by DS/ST (see Security Equipment Responsibilities Matrix on the DS website).

NOTE 3:  At posts with armed local guards funded by contract, the cost of firearms is typically included in the contract; if the contractor is not able to purchase firearms, DS-Program funds the cost.  For armed PSA guards, DS-Program funds the firearms (see 12 FAH-7 H-621).

NOTE 4:  See 6 FAH-5 H-341.5 paragraphs g, h and i, and DS Annual Financial Guidance provided to posts, for details on LGP vehicle issues.

NOTE 5:  If post pays a police stipend for supplemental security services, the RSO is responsible for establishing an agreement with the host-country police or military personnel that outlines any supplemental security services to be provided and the compensation to be paid (see 12 FAH-7 H-322, paragraph e).

NOTE 6:  When budgeting for LGP contracts, post must include the cost breakdown provided in the contract for standard services, additional and emergency (A&E) services, vehicles, communication and other equipment, value added tax (VAT), Defense Base Act (DBA) insurance, WCF surcharges, etc.  Totals for each of these contract line items should be detailed in Post’s Budget Summary Worksheet.

NOTE 7:  See 6 FAH-5 H-341.5-2(B) Note 7 for details on how to budget for stand-alone buildings (office and/or warehouse) solely occupied by ICASS.

6 FAH-5 H-341.5-4(C)  Time Allocation

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Only LE staff guards who actually perform the guard services, their LE staff supervisors, and Local Guard Coordinators and Clerks allocate time to this cost center.  No USDH time is allocated to this cost center.

NOTE:  Some large posts may need to establish a Local Guard Coordinator and/or Local Guard Clerk position; this requires prior DS approval as well as approval by the post ICASS Council.  Where such positions exist, the incumbent should allocate time to the cost center where they spend the majority of their time to avoid the need for multiple journal vouchers every pay period.

6 FAH-5 H-341.5-4(D)  How to Count

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is based on total gross square meters assigned to each serviced agency.  This is a static count as of May 1.

b. The costs of an entire building or compound will be spread to each occupying agency in proportion to the gross square meters of nonresidential space they are assigned.  Conference rooms, theaters, workshops, file rooms, media rooms, etc., that are under the exclusive control of an agency, will be included in their gross square meters assigned to determine their share of local guard costs.  All agencies will share in the support costs of common space such as hallways, lobbies, shared conference rooms, furnace/utility rooms, guard areas, etc., since these square meters are not included in any workload count.  (For detailed guidance on how to measure and how to count vacant space, see 6 FAH-5 H-342.12-2(D) for GO/ CL properties and 6 FAH-5 H-342.12-4(D) for OL properties.)

c.  Compounds with residential and nonresidential properties:  To allocate costs equitably, posts with compounds that contain both residential and nonresidential properties must combine the total square meters for all types of properties on the compound.  The total residential gross square meters occupied by each agency (as reported in the workload counts for 7810-GO/CL Residential Building Operations or 7850-OL Residential Building Operations) plus the total nonresidential gross square meters assigned to each agency (as reported in the workload counts for 7820-GO/CL Non-Residential Building Operations or 7860-OL Non-Residential Building Operations) will be the total workload for each agency in this cost center.  Post must include all properties on the compound (e.g., Ambassador’s Residence, DCM’s Residence, Marine Security Guard Quarters, apartment building, warehouse, chancery, annex, etc.) so that all square meters are properly allocated to the responsible agency.

d. This cost center is not modifiable.

NOTE 1:  Local guard services in this cost center are usually not affected by the addition of new USDH positions, and therefore post may not direct charge agencies for this service in the arrival year; in addition, the ICASS software does not include any LGP costs in the Partial Year Invoice.  Therefore, new agencies would not be charged for this service in the arrival year.  The workload counts for this service must be incorporated in the next fiscal year budget.

NOTE 2:  The general services and/or facilities section is responsible for providing the measurements of all nonresidential and residential properties, broken down by agency, to the regional security officer (RSO) who then verifies which properties are provided guard services.  Once verified by the RSO, the general services/facilities section provides the final gross square meter totals for the ICASS workload count to the financial management officer.

6 FAH-5 H-341.6  Security Services (5880)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-341.6-1  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

This cost center is mandatory for all agencies at post with personnel under chief of mission authority, including USDH, uniformed personnel, and certain authorized TCNs, U.S. contractors, or other staff (as defined and identified in 6 FAH-5 H-352, Categories of Personnel), as well as locally employed staff.  Security office locally employed staff (LE staff) perform a number of administrative services for all agencies at post, including:

(1)  Conduct background investigations for non-U.S. citizen LE staff and Personal Service Contract (PSC) employees;

(2)  Assist with accident and security incidents;

(3)  Conduct special investigations (e.g., employee theft investigations);

(4)  Assist with general security issues (e.g., liaison with host-country security and police officials);

(5)  Take fingerprints for official purposes;

(6)  Review and recommend security enhancements for nonresidential space;

(7)  Maintain residential security files (see 12 FAM 473.2-1) and NOTE 1; and

(8)  Prepare informal translations for security-related matters.

NOTE 1:  Under the DS-funded Residential Security Program the regional security officer is responsible for reviewing and recommending security enhancements for residences for all American staff under Chief of Mission (COM) authority (see 12 FAH-8 H-100).

NOTE 2:  The issuance of building access badges is a Basic Package Service.

6 FAH-5 H-341.6-2  Budgeted Costs

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for a dedicated vehicle and related fuel costs, where applicable; and

(4)  Costs for specialized security supplies, equipment, and equipment maintenance.

NOTE 1:  The cost of USDH regional security office (RSO) personnel is not budgeted in ICASS.

NOTE 2:  Travel and per diem costs for ICASS RSO staff to travel to distant locations in order to provide security assessments for residential and nonresidential properties should be direct-charged to the benefitting agency.

6 FAH-5 H-341.6-3  Time Allocation

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

a. ICASS employees (LE staff, including EFMs) who directly perform the services outlined above allocate their time to this cost center.  At posts with no RSO, this function is supervised by other ICASS USDH personnel; in these cases, such personnel may allocate an appropriate percentage of their time to this cost center.

b. The U.S. direct hire (USDH) regional security office (RSO) staff is not ICASS-funded and their time is not allocated to this cost center.

NOTE:  ICASS security office staff who issue building access badges should allocate an appropriate percentage of their time to cost center 6150-Basic Package Services.

6 FAH-5 H-341.6-4  How to Count

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of authorized locally employed staff as reported in the personnel system of record and USDH employees (including third country nationals (TCNs), U.S. contractors, and others as counted in Basic Package).  This is a static count as of May 1 (for additional guidance on how to count, see 6 FAH-5 H-333).

b. This cost center is modifiable in limited circumstances with post budget committee approval.  For example, some posts may have an agency that falls under COM authority but may be physically located a significant distance from the embassy in offices that are under the security umbrella of another entity to whom the RSO has transferred limited security related responsibilities.  This agency may be granted a modification.

NOTE 1:  The human resources section is responsible for ensuring the data in the official system of record is up-to-date, including information on LE staff; it becomes the basis for establishing the annual workload count.  Reports from the official system of record should be provided to customer agencies for review and validation so the financial management section can enter the correct workload counts for cost centers that use capitation.

NOTE 2:  For entities with no physical presence or not under COM authority, see specific guidance in 6 FAH-5 H-393 and 6 FAH-5 H-394.

6 FAH-5 H-341.7  General Services

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

The general services category is divided into nine cost centers described below.

6 FAH-5 H-341.7-1  Vehicle Maintenance Services (6132)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.7-1(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

This service covers the maintenance and repair of official vehicles, to include:

(1)  Schedule and perform routine maintenance;

(2)  Maintain appropriate records and reports for all serviced vehicles;

(3)  Serve as contracting officer’s representative (COR) for fleet management (if outsourced); and

(4)  Coordinate with local vendors on major repairs/overhauls.

NOTE:  This cost center does not include major overhauls, accident repairs, or any specialized maintenance that may be unique to a particular make or model of car or that requires specialized training, tools, or equipment.  These are the responsibility of the individual agency and are direct-charged.

6 FAH-5 H-341.7-1(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs associated with space occupied by the vehicle maintenance unit (e.g., rent, utilities, etc.);

(4)  Contract costs for a commercial provider of this service (if applicable);

(5)  Specialized tools and equipment for vehicle maintenance and repair; and

(6)  Routine parts and incidental supplies (e.g., filters, oil, lubricants, etc.).

NOTE 1:  Agencies will be direct-charged for parts or supplies for non-routine repair or maintenance jobs to their non-ICASS motor pool vehicles.

NOTE 2:  Parts and supplies for repairing and maintaining ICASS vehicles (including those from motor pool consolidation) are budgeted to the cost center that the vehicle is assigned to.  For example, motor pool vehicles would fall under 6139-Motor Pool Operations and vehicles assigned to the building operations would be budgeted to the 78XX Building Operations cost centers.

NOTE 3:  ICASS is responsible for the cost to repair vehicles, both armored and non-armored, which have been contributed to a combined ICASS motor pool but which remain titled to the owning agency.

6 FAH-5 H-341.7-1(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform the services outlined above, including LE staff and/or USDH employees who supervise this function, allocate their time to this cost center.

6 FAH-5 H-341.7-1(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of official vehicles maintained.  This is a static count as of May 1.

b. This cost center is not modifiable.

NOTE:  The general services section is responsible for collecting the annual workload counts.

6 FAH-5 H-341.7-2  Administrative Supply Services (6133)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.7-2(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

The management of the overseas administrative supply operations differ significantly from post to post.  Some posts manage the operation within ICASS but direct-charge customer agencies for the administrative supplies issued.  Other posts manage the operation and also budget for the items issued within ICASS and do not direct-charge.  Other posts combine these methods.  Depending on the method used, post will need to appropriately budget for the cost of the management as well as the supplies issued.  In this cost center services include:

(1)  Maintain inventory for routine office supplies and accountable forms;

(2)  Maintain inventory controls; and

(3)  Manage the issuing, record keeping, and warehousing of supplies.

6 FAH-5 H-341.7-2(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for all inventory items purchased for the administrative supply operation that are not direct-charged (including related shipping and handling costs) (see Notes immediately below); and

(4)  Costs associated with space occupied by the administrative supply unit (e.g., rent, utilities, etc.).

NOTE 1:  Posts that direct-charge customers for the cost of administrative supplies issued do not budget for direct-charged supplies procured in this cost center.  In order to address the cost of supplies issued to ICASS sections, post must establish a sub-cost center.  In this sub-cost center, post should budget only for the cost of administrative supplies that are issued to ICASS sections or other customer agencies who are not direct- charged for the cost of the supplies.

NOTE 2:  For posts that fund the cost of administrative supplies that are issued to all customer agencies within ICASS (i.e., no direct-charging), the cost of the items is budgeted in this cost center.  A sub-cost center is not required for this method.

NOTE 3:  For posts that use a combination of the methods described in the Notes immediately above, when some items are direct-charged and some are funded within ICASS, the cost of the items funded by ICASS must be budgeted in a sub-cost center.

NOTE 4:  Supplies that are unique to a cost center and not centrally stocked (e.g., CLO maps and guides, specialized Procurement Section folders, etc.) are budgeted in the cost center where they are used.

6 FAH-5 H-341.7-2(C)  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. Employees who directly perform the functions outlined above, including LE staff and USDH supervisory personnel, allocate their time to this cost center.

b. No personnel time is allocated to the sub-cost center.  The purpose of the sub-cost center is only to budget for the cost of administrative supplies funded within ICASS.

6 FAH-5 H-341.7-2(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the dollar value of all supplies issued to each agency.  This is a cumulative count for the period May 1 through April 30.

b. The workload count for the main cost center is the dollar value of both direct charged supplies as well as supplies funded within ICASS, including any funded in a sub-cost center.

c.  If a sub-cost center is established, the workload count is the dollar value of all supplies issued to each agency that are funded in the sub-cost center.

d. Supplies issued to ICASS offices are counted against ICASS agency code 1901.0-ICASS and are spread through ICASS redistribution.

e. This cost center is not modifiable.

NOTE 1:  The general services section is responsible for collecting the annual workload counts.

NOTE 2:  The workload count for the main cost center includes the dollar value of both direct-charged and ICASS funded items supplied because this properly allocates the costs for providing this service.  This workload count also includes the dollar value of any supplies budgeted in a sub-cost center, if one exists.

NOTE 3:  If a sub-cost center is established, the workload count for the sub-cost center properly allocates just the cost of these supplies.

NOTE 4:  See 6 FAH-5 H-314.4 for more guidance and a decision matrix on how to use a sub-cost center in this cost center.

6 FAH-5 H-341.7-3  Procurement Services (6134)

(CT:ICASS-57;   02-06-2017)

6 FAH-5 H-341.7-3(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

The services include:

(1)  Purchase goods and services using:

(a)  Simplified acquisition procedures;

(b)  Requisitions (e.g., against GSA schedules);

(c)  Delivery tickets against blanket purchase agreements (BPAs);

(d)  Solicitation of competitive quotes for purchases in excess of the micro-purchase threshold;

(e)  Non-personal services contracts;

(f)   Preparation of competitive and sole-source solicitations; and

(g)  Micro-purchase cards and petty cash;

(2)  Award and administer contracts, including identifying vendors, writing specifications, and negotiating terms; and

(3)  Prepare documentation for all procurement actions, consistent with U.S. Government and agency regulations.

NOTE 1:  This service does not include personal services agreements (PSAs) that are charged for under cost center 6451-Human Resources-LE Staff Services cost center.

NOTE 2:  Highly specialized procurements for customer agencies are the programmatic responsibility of the requesting agency.

6 FAH-5 H-341.7-3(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center; and

(3)  Costs for specialized equipment or supplies for the procurement section.

6 FAH-5 H-341.7-3(C)  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. USDH and LE staff employees who directly perform or supervise the above services allocate their time to this cost center.

b. In a post where procurement personnel devote a portion of time to the post’s residential or nonresidential leasing program (i.e., preparing and administering lease contracts), an appropriate percentage of their time should be allocated to cost center 6148-Leasing Services.

c.  For additional guidance on preparing time allocation worksheets, refer to 6 FAH-5 H-315.

6 FAH-5 H-341.7-3(D)  How to Count

(CT:ICASS-73;   04-12-2018)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of executed procurement documents.  This is a cumulative count for the period May 1 through April 30.

b. Executed procurement documents include purchase orders, contracts, requisitions (e.g., against GSA schedules), delivery tickets against blanket purchase agreements (BPA), task orders, delivery orders, and any other standard means of procuring goods and/or services, including all purchases made by purchase card and petty cash actions processed by the procurement section.

c.  This cost center is not modifiable.  However, because of the differences in the amount of work involved, each executed procurement document is weighted based on the dollar value of the procurement.  Under this weighting system, certain transactions are counted either as two or three transactions, respectively, as outlined in the chart below.  Posts must utilize the following categories and weights:

CATEGORY

WEIGHTS

Formal Contracts:  Defined in the FAR and DOSAR as acquisitions greater than $250,000

3.0

Simplified Acquisitions:  Defined as acquisitions greater than $10,000 through $250,000

2.0

Micro Purchases:  Defined as acquisitions of $10,000 or less

1.0

NOTE 1:  The general services section is responsible for collecting the annual workload counts from the system of record.

NOTE 2:  Under existing policies and procedures, customer agencies have a major role in the procurement process, whether for routine or specialized items.  Each requesting agency is expected to provide a detailed statement of work that clearly identifies its requirements and specifies any unique limitations or other factors that would affect their procurement request.

NOTE 3:  Workload for procurement actions should always be allocated to the benefiting agency.  For example, an agency wants to hire three LE staff and asks the HR section to initiate the hiring process.  The HR section drafts an advertisement and sends a request to the procurement section to place the advertisement.  The ensuing procurement action would count as workload for the agency hiring the employees.

NOTE 4:  Workload for procurement actions covering routine supply items that are stocked for general mission use (e.g., maintenance supplies, cleaning supplies, office supplies, etc.) should be counted against 1901.0-ICASS and the costs related to this workload will be spread through ICASS redistribution.

NOTE 5:  If a procurement action is required in support of an agency that does not subscribe to procurement services and that agency is unable to perform the procurement action on its own, the agency may request the procurement section to complete the order and that workload must be charged to the benefiting agency and be included in the following year’s workload estimate.

NOTE 6:  A single procurement action that carries multiple strip codes (each strip code representing one agency) is counted in the weighted category that corresponds with the dollar value associated with each agency.  For example, post prepares an office furniture contract that totals $250,000.  Agency X’s share is $190,000 and Agency Y’s share is $50,000, each will receive a weighted count of “2.”  Agency Z’s share is $10,000 for a weighted count of “1” for the agency.

6 FAH-5 H-341.7-4  Reproduction Services (6135)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.7-4(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

This service is used in those posts that provide printing and reproduction services through a central facility to ICASS customer agencies.  Each post that offers this service must establish its own set of specific services offered in accordance with its capabilities or post circumstances.  This service may include printing documents, business cards, official invitations, flyers, posters, etc.

NOTE:  Global Publishing Solutions (A/GIS/GPS) operates outside of ICASS.

6 FAH-5 H-341.7-4(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Equipment maintenance, contracts, paper, toner, and other specialized supplies used by the central reproduction facility in support of the services provided; and

(4)  Costs for replacement equipment for the reproduction section.

6 FAH-5 H-341.7-4(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform the services noted above, and any LE staff or USDH supervisory personnel who oversee this function, allocate time to this cost center.

6 FAH-5 H-341.7-4(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of copies printed/reproduced (each printed side of a page is counted) at the request of a customer agency.  This is a cumulative count for the period May 1 through April 30.

b. Despite the difference in cost between color and black/white copies, the workload count remains the same.

c.  Workload counts are charged to the agency that requested the copies be made.  Copies requested by ICASS sections are charged to 1901.0-ICASS and the costs are spread through ICASS redistribution.

d. This cost center is not modifiable.

NOTE:  The general services section is responsible for collecting the annual workload counts.  At those posts where this service is managed under information management services, the collection of workload counts will fall under their section.

6 FAH-5 H-341.7-5  Shipping and Customs Services (6136)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.7-5(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

The actual services provided in this cost center may vary from post to post depending on local circumstances.  The services include:

(1)  Arrange for and oversee (as required) the packing, crating and forwarding of shipments; and

(2)  Perform necessary customs clearance actions for all incoming and outgoing shipments (e.g., official shipments, HHE, vehicles, pouches, equipment, etc.).

NOTE:  These services may be provided by ICASS personnel and/or by commercial provider, as appropriate.

6 FAH-5 H-341.7-5(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Contract costs for a commercial provider of this service (if applicable);

(4)  Costs for specialized equipment and supplies for this section; and

(5)  Costs associated with a dedicated utility vehicle (e.g., fuel, parking fees, tolls, etc.), where applicable.

NOTE:  The actual shipping costs and clearance fees (i.e., transportation charges) for incoming and outgoing shipments are direct-charged to the serviced agency.

6 FAH-5 H-341.7-5(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

a. Employees who directly perform the functions outlined above, including LE staff and USDH supervisory personnel, allocate their time to this cost center.

b. Customs and shipping personnel do not allocate their time to other ICASS cost centers even if they process shipments for those cost centers.

c.  For additional guidance on preparing time allocation worksheets, refer to 6 FAH-5 H-315.

6 FAH-5 H-341.7-5(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of inbound and outbound shipments processed, regardless of size or shipping method.  A shipment becomes a count when it clears customs either in-bound or out-bound.  This is a cumulative count for the period May 1 through April 30.

b. Shipments cleared for ICASS sections are counted against ICASS agency code 1901.0-ICASS and the costs are spread through ICASS redistribution.

c.  This cost center is not modifiable.

NOTE:  The general services section is responsible for collecting the annual workload counts.

6 FAH-5 H-341.7-6  Motor Pool Services (6139)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.7-6(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

This cost center includes all ICASS passenger and multi-use vehicles (see Note 1 in 6 FAH-5 H-341.7-6(D)):

(1)  Operate a central motor pool for the purpose of transporting personnel for official business or other authorized use (see 14 FAM 431) [includes garaging and minor upkeep of ICASS vehicles  such as cleaning, checking tire pressure, etc.]);

(2)  Dispatch vehicles in accordance with U.S. Government regulations and post policies; and

(3)  Maintain all required reports and records.

6 FAH-5 H-341.7-6(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Contract costs for a commercial provider of this service (if applicable);

(4)  Costs for vehicle operating expenses (e.g., fuel, parking fees, tolls, licensing, insurance, etc.);

(5)  Costs for uniforms for motor pool staff;

(6)  Costs for physical and eye exams for motor pool drivers;

(7)  Costs associated with space occupied by the motor pool (e.g., rent, utilities, etc.); and

(8)  Purchase or replacement of ICASS-owned passenger vehicles for the motor pool in accordance with established policies.  Depreciation amount for multi-year replacement funding for such vehicles is budgeted here if this amount is included in post’s financial plan.  This does not include armored vehicles funded by DS.

NOTE:  Costs for driver per diem for out of town trips is funded by the requesting agency through direct charging.

6 FAH-5 H-341.7-6(C)  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. Employees who directly perform the services outlined above (e.g., chauffeurs, dispatchers) and any LE staff or USDH supervisory personnel allocate their time to this cost center.  Drivers allocate 100 percent of their time to this cost center, allowing all costs to be spread according to the distribution factor (kilometers driven).

b. Drivers who occupy “mixed positions” and have specific duties that fall in other cost centers should allocate their time accordingly.

c.  For additional guidance on preparing time allocation worksheets, refer to 6 FAH-5 H-315.

6 FAH-5 H-341.7-6(D)  How to Count

(CT:ICASS-81;   08-07-2018)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of kilometers driven.  These statistics should be obtained from daily trip logs maintained on each vehicle.  This is a cumulative count for the period May 1 through April 30.

b. This cost center is not modifiable.

NOTE 1:  The general services section is responsible for collecting the annual workload counts.

NOTE 2:  This does not include kilometers driven by vehicles used exclusively as utility vehicles (i.e., water trucks, maintenance vehicles, ambulances, etc.; see 6 FAH-5 H-314.6).  Kilometers driven by multi-use vehicles (e.g., those used to transport passengers and serve as utility vehicles) are included in 6139-Motor Pool Services.

NOTE 3:  Kilometers driven for POTUS, FLOTUS, VPOTUS, and CODELS are counted and charged against 1901.0-ICASS.  Kilometers driven for agencies’ VIP officials are counted against the sponsoring agency.  For example, kilometers driven in support of Secretary of State are charged against State-Program, Secretary of Defense are charged to Department of Defense, Secretary of Commerce are charged to Foreign Commercial Services, etc.  In those cases where there is a cabinet-level visit but that agency does not have a presence at post, workload should be calculated and charged in accordance with the ICASS TDY module (see 6 FAH-5 H-360).  Posts that direct-charge visiting official delegations for vehicle costs must take care not to charge for costs that are already funded through ICASS.

NOTE 4:  In posts where “other authorized use” of official vehicles has been approved (e.g., for transporting children to and from school, providing home to office transportation in high-threat posts, etc.) and more than one agency is the beneficiary, the total kilometers driven should be charged to 1901.0-ICASS and the costs will be spread through ICASS redistribution.  Alternatively, if post believes that this approach would present a major inequity to some agencies, a sub-cost center for this vehicle usage may be created and the workload charged only to the agencies benefiting from the service.  In the latter case, post must ensure that appropriate time and other cost allocations are made to the sub-cost center.  (For additional guidance on charges for “other authorized use,” see 14 FAM 433.2).

NOTE 5:  When official vehicles are used for “other authorized use,” the workload count is charged to the agency of the employee.

6 FAH-5 H-341.7-7  Warehouse Operations Services (6143)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-341.7-7(A)  Definition of Service

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

The following services apply to office and residential furniture, furnishings, equipment and appliances, or other official non-expendable items under ICASS control:

(1)  Receive and properly document all incoming shipments, ensuring they are appropriately stored or delivered;

(2)  Maintain inventory control of stored and issued items (see Note);

(3)  Ensure appropriate warehousing and storage of property;

(4)  Pick-up and deliver furniture, furnishings and appliances; and

(5)  Dispose of official property.

NOTE 1:  As appropriate or required for agencies that subscribe to full service in this cost center, an electronic and a hard copy of their inventory will be provided from the service provider’s asset management system of record.

NOTE 2:  Agencies retain ownership of all property that they procure even if these items are stored in an ICASS warehouse.  Post is not authorized to issue or use other agency property without express permission from the property owner or a delegated representative.  For those agencies that do not subscribe to Warehouse Operations Services, but request dedicated storage space in the ICASS warehouse, post should establish internal controls to ensure that the property is not misappropriated.

6 FAH-5 H-341.7-7(B)  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for contract services in support of the above services (e.g., moving services) if budgeted in ICASS;

(4)  Costs associated with warehouse space occupied by the non-expendable property unit (e.g., rent, utilities, etc.);

(5)  Costs for specialized equipment and supplies in support of this service; and

(6)  Costs for dedicated vehicle(s) and related fuel charges.

NOTE 1:  The purchase of and related shipping costs for the non-expendable property controlled in this cost center are direct-charged to the ordering agency, including ICASS.

NOTE 2:  At posts with a residential furniture and appliance pool, contract costs for moving those items is budgeted in cost center 6144- Furniture and Appliance Pool Services.

6 FAH-5 H-341.7-7(C)  Time Allocation

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

a. LE staff and USDH employees who directly perform or supervise the activities outlined above allocate their time to this cost center (e.g., non-expendable property staff, warehouse personnel, etc.).

b. At posts with a pooled residential furniture program, employees must allocate an appropriate percentage of their time to 6144- Furniture and Appliance Pool Services to reflect the time spent moving and maintaining inventory of the pooled residential furniture.

6 FAH-5 H-341.7-7(D)  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of USDH and other staff as counted in Basic Package (less any counts for institutional contractors) plus the number of LE staff weighted by a factor of 0.2.  For example, an agency with a total Basic Package count of 16 and an LE staff of 40, the calculation would be:  16 USDH + 8 (which represents 40 LE staff multiplied by 0.2) = 24.  This is a static count as of May 1.

NOTE:  The count for LE staff is weighted by a factor of 0.2 and modified as appropriate whether or not USDH are included in this cost center.

b. This cost center is modifiable in limited circumstances.  Those agencies that wish to subscribe only to the receiving, pickup/delivery and disposal functions will be given a modification factor of 0.3.  Other modifications will depend on post circumstances.

NOTE:  The human resources section, in partnership with the general services section, is responsible for collecting the annual workload counts.

6 FAH-5 H-341.7-8  Leasing Services (6148)

(CT:ICASS-41;   10-27-2014)

6 FAH-5 H-341.7-8(A)  Definition of Service

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

This cost center includes all phases of the leasing process for residential and nonresidential, or other space as required by a requesting agency, as follows:

(1)  Locate properties;

(2)  Assess the safety and structural integrity of buildings and the condition of building systems (e.g., electrical, plumbing, HVAC, etc.);

(3)  Coordinate with the RSO’s office on the review of properties for compliance with security requirements prior to leasing;

(4)  Evaluate properties to ensure they meet size requirements and/or are within the regulations;

(5)  Negotiate lease terms with the landlord or agent;

(6)  Follow-up with landlord to enforce provisions of the lease;

(7)  Initiate a lease or lease renewal according to U.S. Government regulations and host-country law (including seeking any required legal assistance in cases of dispute); and

(8)  Provide assistance with utility and telephone companies for initial connections and termination of services.

NOTE:  This cost center only covers leases signed by the U.S. Government contracting officer except as provided in 6 FAH-5 H-341.7-8(D), How to Count.

6 FAH-5 H-341.7-8(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for a dedicated vehicle and related fuel costs, where applicable; and

(4)  Costs for real estate agents, local counsel and/or legal fees (see notes below).

NOTE 1:  Real estate agent fees are budgeted in ICASS only for those properties that will be ICASS-funded.  All other such fees are direct-charged to the benefiting agency.

NOTE 2:  Costs for local counsel and/or legal fees when the matter is a general issue of local real estate law that pertains to all U.S. Government-signed local leases are charged to ICASS.  Costs related to a specific issue arising from an individual lease are direct-charged to the sponsoring agency of the lease under consideration.

NOTE 3:  Travel and per diem costs for ICASS staff to travel to distant locations in order to provide leasing services should be direct-charged to the benefitting agency.

6 FAH-5 H-341.7-8(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

a. Employees who directly perform the services outlined above, and any LE staff or USDH supervisory personnel allocate their time to this cost center.

b. Because of the nature of the services listed above, this cost center may appropriately include time allocations from employees in the maintenance section (excluding State-funded facilities manager).

6 FAH-5 H-341.7-8(D)  How to Count

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of leases maintained plus living quarters allocation (LQA) or overseas housing allowance (OHA) leases, as appropriate (see example below).  This is a static count as of May 1.

b. This cost center is modifiable in limited circumstances with post budget committee approval.  For example, at a post with a mixed operating lease (OL) and LQA/OHA housing program, those agencies under LQA/OHA, for whom the ICASS contracting officer does not sign leases, may wish to subscribe to some of the services outlined above (e.g., liaison with landlord, connection to utilities, etc.).  In this situation, the number of LQA/OHA leases would be counted and modified as appropriate according to the services utilized.

NOTE:  The general services section is responsible for collecting the annual workload counts.

6 FAH-5 H-341.7-9  Travel Services (6462)

(CT:ICASS-41;   10-27-2014)

6 FAH-5 H-341.7-9(A)  Definition of Services

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

The following services may be performed by employees of several sections but are grouped in a single cost center:

(1)  Prepare travel orders;

(2)  Issue required travel documents;

(3)  Assist with arrival and departure in accordance with post policy;

(4)  Process flight reservation requests;

(5)  Process ground transportation reservation requests (e.g., train, rental vehicle, etc.);

(6)  Process other types of transportation requests (e.g., ferry, ship, etc.);

(7)  Process hotel accommodations requests;

(8)  Assist in obtaining visas for official travel; and

(9)  Oversee the work of the travel management center contractor (where applicable), including the processing of refunds and rebates to agencies.

NOTE:  With the deployment of eTravel systems under the Federal Government-wide eGov initiative, some functions, such as preparing travel orders, making reservations, etc., are intended to be performed entirely by the traveler.

6 FAH-5 H-341.7-9(B)  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for a travel management contract, where applicable (if not direct-charged);

(4)  Costs for specialized equipment, supplies, or contracts in support of the above services;

(5)  Costs for a dedicated vehicle and related fuel costs, where applicable; and

(6)  Costs for specialized publications and subscriptions.

NOTE:  Budgeted costs do not include transaction fees charged by travel contractors that are direct-charged to the traveler.

6 FAH-5 H-341.7-9(C)  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the functions outlined above allocate their time to this cost center.  Depending on the post, employees in the human resources, financial management, and general services sections may perform some of these services and they should allocate their time to this cost center accordingly.

6 FAH-5 H-341.7-9(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of times travelers access the services listed above.  This is a cumulative count for the period May 1 through April 30.

b. This cost center is modifiable in limited circumstances with post budget committee approval.  Each post, working the with the budget committee, must develop a transparent method for counting the workload in this cost center, defining what constitutes access to the travel office and what would justify a modification to the workload count.

NOTE:  The general services section is responsible for collecting the annual workload counts.

6 FAH-5 H-341.8  Furniture and Appliance Pool Services (6144)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.8-1  Definition of Service

(CT:ICASS-95;   07-23-2019)
(Applies to participating ICASS agencies)

a. Each post is responsible for determining if it will have a shared residential furniture and appliance pool.  The furniture and appliances supplied are provided according to an established post residential furniture and appliance pool policy approved by the budget committee and may include:  ranges, refrigerators, washers, dryers, freezers, window-type air conditioners, transformers and voltage regulators, household furniture, rugs, draperies, lamps, and fabric for reupholstery.  Care must be taken to provide transparency and equity in the distribution of items under this cost center to ensure the fullest possible participation by agencies at post.  For additional guidance on furniture pools, see 6 FAH-5 H-510.  The service includes:

(1)  Ensure appropriate warehousing and storage of pooled furniture and appliances;

(2)  Pick up and deliver pooled furniture and appliances;

(3)  Remove and dispose of pooled furniture and appliances;

(4)  Maintain inventory control of pooled furniture and appliances; and

(5)  Repair/reupholster pooled furniture and equipment (if applicable under post policy).

b. Participation in this cost center is voluntary.

6 FAH-5 H-341.8-2  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Cost of furniture, furnishings, and appliances (including related shipping and handling costs) for all items in the pool; if pooled, furniture is budgeted in ICASS (see 6 FAH-5 H-471.8 and 6 FAH-5 H-471.9);

(4)  Costs for dedicated vehicles and related fuel charges;

(5)  Costs associated with warehouse space occupied by the residential furniture, furnishings and appliance pool (e.g., rent, utilities, etc.);

(6)  Costs for supplies and materials required for repairing/refurbishing government-owned furniture and equipment; and

(7)  Costs for contracts in support of the above services (e.g., moving, reupholstery, etc.).

NOTE 1:  For those posts that direct-charge agencies for the annual replacement costs of furniture and appliances, instead of funding within ICASS, there are generally no furniture or appliance costs in this cost center.

NOTE 2:  When the annual contributions for furniture pools are direct-charged to agencies, the budgeted amount for ICASS USDH participants are entered in the individual USDH cost pools in the American staffing module in the ICASS software, and are not budgeted to this cost center.  See 6 FAH-5 H-314.1 Note 1.

6 FAH-5 H-341.8-3  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above allocate their time to this cost center (e.g., NEPA staff, warehouse personnel, re-upholsterer, etc.).

NOTE:  The time allocation of personnel to this cost center is how the costs associated with managing a furniture and appliance pool are captured and charged only to subscribing agencies.

6 FAH-5 H-341.8-4  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The number of housing units, by agency, furnished by the pool.  This is a static count as of May 1.

b. This cost center is modifiable if a written policy is established and approved by the post budget committee.  For example, at some posts agencies may subscribe only to the appliance portion of the furniture and appliance pool.

NOTE:  The general services section is responsible for collecting the annual workload counts.

6 FAH-5 H-341.9  Information Management Services

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

The Information Management Services category is divided into three cost centers:

(1)  Pouching services;

(2)  Mail and messenger services; and

(3)  Telecommunications and radio services.

6 FAH-5 H-341.9-1  Pouching Services (6192)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-341.9-1(A)  Definition of Services

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

The services include:

(1)  Receive and distribute incoming pouch materials, both classified and unclassified;

(2)  Prepare and forward outgoing pouches, both classified and unclassified; and

(3)  Maintain related records.

6 FAH-5 H-341.9-1(B)  Budgeted Costs

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel) for USDH employees and salary and benefits (e.g., health insurance, pensions) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for a dedicated vehicle and associated expenses, where applicable; and

(4)  Transportation costs for unclassified pouches.

NOTE:  Transportation costs for special pouches that include material for a single agency are direct-charged to that agency and are not included in the ICASS budget.  However, the weight of the pouches is included in the workload count if the pouches are prepared by ICASS personnel.

6 FAH-5 H-341.9-1(C)  Time Allocation

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE Staff, including EFMs) who directly perform or supervise the services outlined above allocate their time to this cost center.

6 FAH-5 H-341.9-1(D)  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the total cumulative weight (in kilograms) of outgoing pouches as calculated in the official system of record.  The weight of the pouches carrying material for a single agency (and therefore direct-charged to that agency) is included in the count if the pouches are prepared by ICASS personnel. 

b. This is a cumulative count for the period May 1 through April 30.

c.  This cost center is not modifiable

NOTE:  The information management section is responsible for collecting the annual workload counts.

6 FAH-5 H-341.9-2  Mail and Messenger Services (6194)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-341.9-2(A)  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

The services may include:

(1)  Sort, distribute and pickup/deliver mail from local and APO/FPO or DPO sources;

(2)  Receive and deliver registered and express delivery (e.g., DHL, UPS, FedEx, etc.) shipments;

(3)  Transport mail to and from the airport;

(4)  Coordinate with local customs and airline personnel on mail shipments; and

(5)  Provide local messenger service.

6 FAH-5 H-341.9-2(B)  Budgeted Costs

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel) for USDH employees and salary and benefits (e.g., health insurance, pensions) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Contract costs in support of the above services;

(4)  Costs for rental of a post office box, where applicable; and

(5)  Costs for a dedicated vehicle and associated expenses, where applicable.

6 FAH-5 H-341.9-2(C)  Time Allocation

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE Staff, including EFMs) who directly perform or supervise the services outlined above allocate their time in this cost center.

6 FAH-5 H-341.9-2(D)  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of USDH and certain authorized TCNs, U.S. contractors, or other staff as described in 6 FAH-5 H-352, Categories of Personnel, as reported in the authorized personnel system of record and who have subscribed to this service.  A subscribing agency with no USDH or other authorized personnel as noted above will have a workload count of “one” under the “other” distribution factor. 

b. This is a static count as of May 1 (for additional guidance see 6 FAH-5 H-333).

c.  This cost center is modifiable in limited circumstances with post budget committee approval.  For example, an agency may self-provide some of the above services (sorting of incoming mail and pickup of mail from the service provider) that could justify a modification.

NOTE 1: If an agency/office at post has significant ongoing programmatic mail requirements that substantially impact the quantity of mail processed, post may create a sub-cost center for this entity and allocate an appropriate percentage of staff time and related costs needed to support the programmatic requirements for this agency.  In such cases, the workload count in the sub-cost center is “1” charged only to that agency.  Separating the staff and other costs required to support this agency will ensure that other customers are not subsidizing the agency’s requirements.  The agency would continue to be counted in the main cost center to account for routine mail and messenger services.

NOTE 2:  The human resources section, in partnership with the information management section, is responsible for collecting the annual workload counts.

6 FAH-5 H-341.9-3  Telecommunications and Radio Services (6195)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-341.9-3(A)  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

The services include:

(1)  Answer/direct telephone calls within mission offices;

(2)  Service instruments connected to the switchboard, including dedicated “virtual” lines;

(3)  Relocate/install instruments, circuits and systems;

(4)  Support for official cell phone program (devices not connected to OpenNet), where applicable;

(5)  Service and maintain the ICASS administrative network radios.

NOTE 1:  This service also includes support for official telephones connected to the switchboard that are installed in residential properties.

NOTE 2:  At posts where the cell phone program is managed by ICASS, a sub-cost center must be established and appropriate staff time and costs are allocated.  The actual cost of the device and related service charges are direct-charged to the subscribing agency.

6 FAH-5 H-341.9-3(B)  Budgeted Costs

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for the embassy telephone system (e.g., installation services, leased lines, fees, etc.), excluding long-distance toll costs that are direct-charged;

(4)  Costs for new/upgraded central telephone equipment; and

(5)  Costs for toll charges for local and long distance calls that cannot be identified with a specific agency.

NOTE 1:  Special phone features, equipment, or upgrades are direct-charged to the requesting agency.

NOTE 2:  At posts where the official cell phone program is managed by ICASS, a sub-cost center must be established.  The purchase of an ongoing subscription charges for official cell phones and/or other mobile communication devices are direct charged to the using agency.  Any costs attributable to this program that cannot be direct-charged would be budgeted in this sub-cost center.

NOTE 3:  At those posts where local calls are metered and identifiable to a specific agency, related costs should be direct-charged.

NOTE 4:  At those posts using a long distance telephone service that charges a flat rate with unlimited usage, the annual service cost should be budgeted to this cost center (see 6 FAH-5 H-314.5).

NOTE 5:  Costs related to a radio network in support of ICASS administrative services (i.e.  motor pool, facilities management, etc.) and costs related to placement of related repeaters are budgeted in this cost center.  Lease costs for property where the ICASS radio network repeaters are mounted are ICASS funded.  These costs are budgeted to a sub-cost center 7860-XXXX BO Radio Repeater with a workload count of “1” and ICASS agency code 1901.0-ICASS is the only subscriber.

NOTE 6:  All costs related to the DS ICASS LGP radio network (including replacement costs, repeaters, etc.) are funded in the DS ICASS LGP budget.

NOTE 7:  Costs related to the embassy emergency and evacuation (E&E) network are State Program funded.  Costs for radios provided to Emergency Action Committee members are funded by State-Bureau of Information Resource Management.  E&E radios provided to other staff members are funded by the employing agency.  Lease costs for property where the E&E radio repeaters are mounted are OBO funded and are not budgeted in ICASS.  For more details, see 5 FAM 540.

NOTE 8:  All charges for official long distance calls are direct-charged to the using agency to the extent possible.  All charges for official long distance calls, local calls, and costs for mobile communication devices for ICASS sections are budgeted to cost center 8790-Miscellaneous Costs.  But for those posts that do not direct charge customer agencies for telephone costs, the costs related to ICASS customers should remain in this cost center.  See 6 FAH-5 H-314.5 paragraph c.

NOTE 9:  Based on prior year’s history, estimated costs for unidentifiable charges for official long distance calls for all non-ICASS agencies are budgeted to this cost center.

6 FAH-5 H-341.9-3(C)  Time Allocation

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE Staff, including EFMs) who directly perform or supervise the services outlined above and employees who manage the post telephone system(s) allocate their time to this cost center.

NOTE 1:  The Department of State is responsible for the E&E radio program.  ICASS radio technicians who work on the E&E radio program should allocate a portion of their time to cost center 0000-Non-ICASS dual-position duties.  (See 5 FAM 540 for more information on radios).

NOTE 2:  If post has established a sub-cost center for an official cell phone program, ensure that an appropriate percentage of employee time is allocated to the sub-cost center.

6 FAH-5 H-341.9-3(D)  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of supported devices (e.g., virtual or hardline telephone extensions, fax machines, cellphones).

b. This is a static count as of May 1.

c.  This cost center is not modifiable.

NOTE 1:  The information management section is responsible for collecting the annual workload counts.

NOTE 2:  If post has established a sub-cost center for an official cell phone program, the distribution factor for this sub-cost center is the number of cell phones serviced.

NOTE 3:  For posts with multiple ICASS-maintained switchboards, the devices connected to all ICASS maintained switchboards are counted.

6 FAH-5 H-341.10  Financial Management Services

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Financial management services are divided into five cost centers.

6 FAH-5 H-341.10-1  Budgets and Financial Plans Services (6211)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.10-1(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

The services include:

(1)  Prepare and submit budgets, meeting the agreed upon deadlines and ensuring that the submission reflects customer’s needs based on current trends, analysis and customer’s input; and

(2)  Provide financial advice, analysis and budget presentations, including assistance to the ICASS council and the ICASS budget committee regarding ICASS financial and budget issues.

6 FAH-5 H-341.10-1(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center; and

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center.

6 FAH-5 H-341.10-1(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the functions outlined above allocate their time to this cost center.

6 FAH-5 H-341.10-1(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of hours spent preparing budgets and financial plans for each agency.  This is a cumulative count for the period May 1 through April 30.

b. Preparation of the ICASS budget should be counted against 1901.0-ICASS.

c.  This cost center is not modifiable.

NOTE:  The financial management section is responsible for collecting the annual workload counts.

6 FAH-5 H-341.10-2  Accounts and Records Services (6221)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.10-2(A)  Definition of Service

(CT:ICASS-85;   09-27-2018)
(Applies to participating ICASS agencies)

This service is provided to all “serviced agencies” (i.e., those agencies that have accounting records maintained by CGFS Charleston or CGFS Bangkok):

(1)  Enter accounting transactions in the accounting system;

(2)  Ensure accounting records are accurate, remain within the funding limits, and are supported by valid obligation documents;

(3)  Certify funds availability;

(4)  Review and adjust current and prior year obligations on a regular basis; and

(5)  Provide standard accounting reports to serviced agencies.

NOTE:  The services provided in this cost center do not include the maintenance of “cuff records” for a non-serviced agency.

6 FAH-5 H-341.10-2(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center; and

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center.

6 FAH-5 H-341.10-2(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the functions outlined above allocate their time to this cost center.

6 FAH-5 H-341.10-2(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of obligation lines, including each change to an obligation line, as recorded by the official accounting system of record.  This is a cumulative count for the period May 1 through April 30.

b. This cost center is modifiable in limited circumstances with post budget committee approval (see 6 FAH-5 H-332).  For example, a modification may be granted to a “serviced agency” that maintains its own accounts and records and utilizes only minimal services in this cost center.

NOTE:  The financial management section is responsible for collecting the annual workload counts.

6 FAH-5 H-341.10-3  Payrolling Services (6222)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.10-3(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

The services include:

(1)  Report and maintain records of time and attendance, pay, benefit, leave, allowances, and tax records for mission staff;

(2)  Coordinate scheduled periodic payments for LE staff retirement/insurance plans to the host government; and

(3)  Follow up on lost payroll checks and reconcile payroll problems with the payment center.

6 FAH-5 H-341.10-3(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center; and

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center.

6 FAH-5 H-341.10-3(C)  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above allocate their time to this cost center.  At some posts, employees in the human resources section perform some duties related to the resolution of time and attendance or payroll problems.  HR employees (and their supervisors) with such designated responsibilities should allocate an appropriate percentage of their time to this cost center.

NOTE:  Section timekeepers who perform weekly time and attendance duties do not allocate time to this cost center.

6 FAH-5 H-341.10-3(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of employees in all categories receiving payroll services (USDH, TCNs, U.S. Contractors, Other and LE staff).  This is a static count taken as of May 1 (for additional guidance on how to count, see 6 FAH-5 H-333).

b. This cost center is modifiable in limited circumstances with post budget committee approval.  For example, an agency that provides many of the above services for its employees but requires minimal post support to process allowance payments may be granted a modification.

NOTE:  The financial management section is responsible for collecting the annual workload counts.  The human resources office is responsible for the workload counts when this function is performed in its office.

6 FAH-5 H-341.10-4  Vouchering Services (6223)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.10-4(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

The services include:

(1)  Prepare, audit (for completeness, accuracy, adequacy of documentation, and legality), and certify vouchers, and submit them for payment;

(2)  Ensure controls are in place to prevent duplicate payments;

(3)  Work with the disbursing center and vendors to achieve timely payments;

(4)  Track and resolve lost or missing payments;

(5)  Maintain control over certified documents/vouchers for the required period;

(6)  Retire records in accordance with records management requirements;

(7)  Provide assistance in preparing travel vouchers consistent with rules governing eTravel; and

(8)  Provide standard voucher audit detail reports (VADRs) or electronic access to same.

6 FAH-5 H-341.10-4(B)  Budgeted Costs

(CT:ICASS-85;   09-27-2018)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center; and

(3)  Cost for CGFS Post Support Unit (PSU) to provide vouchering services under the terms of a service level agreement.

6 FAH-5 H-341.10-4(C)  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above allocate their time to this cost center.

NOTE: Voucher examiners who spend a portion of their time processing cashier vouchers should allocate an appropriate percentage of time to 6224-Cashiering Services to reflect those responsibilities.

6 FAH-5 H-341.10-4(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of non-cashier strip codes processed (including journal vouchers, disbursements, advances, return of advances, revenue, and expenditure refunds) as reported in the accounting system of record.  This is a cumulative count for the period May 1 through April 30.

b. This cost center is modifiable in limited circumstances with post budget committee approval.  For example, an agency that certifies its own vouchers and uses this service to only process the payment may be granted a modification.

NOTE:  The financial management section is responsible for collecting the annual workload counts.

6 FAH-5 H-341.10-5  Cashiering Services (6224)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.10-5(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

The services include:

(1)  Provide petty cash advances and reimbursements;

(2)  Execute cash payment vouchers;

(3)  Perform accommodation exchange and reverse accommodation exchange when commercial services are not available and in accordance with existing Department of State policy;

(4)  Perform collections; and

(5)  Process receipts from the sale of U.S. Government property.

6 FAH-5 H-341.10-5(B)  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center; and

(3)  Costs for contracts in support of the above services, where applicable.

6 FAH-5 H-341.10-5(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above allocate their time to this cost center.

6 FAH-5 H-341.10-5(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of strip codes processed for cashier transactions (including cashier collections and cashier disbursements) and all accommodation exchange transactions as reported on the accounting system(s) of record.  This is a cumulative count for the period May 1 through April 30.

b. This cost center is not modifiable.

NOTE:  The financial management section is responsible for collecting the annual workload counts.

6 FAH-5 H-341.11  Human Resources Services

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Human Resources Services is divided into two cost centers described below.

6 FAH-5 H-341.11-1  Human Resources-U.S. Citizen Services (6441)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-341.11-1(A)  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

The services offered may be provided to U.S. direct-hire employees and certain authorized TCNs, U.S. contractors and others as described in 6 FAH-5 H-352:

(1)  Maintain post position schedules and related reports in the authorized personnel system of record;

(2)  Provide services related to health and life insurance selection, retirement plans, Thrift Savings Plan and other allotments;

(3)  Process documentation for changes to home of record, dependents, etc.  (whether through the relevant open season, change in family status or other);

(4)  Coordinate employee relations and grievance issues at post;

(5)  Process USDH employee evaluations;

(6)  Coordinate required ethics training;

(7)  Process mandatory financial disclosure forms;

(8)  Coordinate disciplinary actions;

(9)  Manage the mission awards program (see Note 1 below);

(10) Provide information and assistance in the assignment bidding process;

(11) Provide information and guidance on training and process training requests;

(12) Notify payroll centers of adjustment to allowances due to change in dependent status, change in family members at post, time away from post, leave in the United States, etc.; and

(13) Administer the post local language program (where applicable).  See Note 3 below.

NOTE 1:  Some agencies process their own awards separate from the post awards program.  Their participation in the mission awards ceremony is a Basic Package Services and does not require subscription to this cost center.

NOTE 2:  In light of service number 5 in Basic Package, customer agencies do not need to subscribe to American HR services in order to be included in or receive the post staffing plan, or be entered in other State Department-mandated databases (i.e., Post Profiles, Key Officers List, etc.).

NOTE 3:  Posts that manage and fund a post local language program within ICASS should create a sub-cost center to isolate the budgeted costs.  See 6 FAH-5 H-341.11-1(C) and 6 FAH-5 H-341.11-1(D) for related information.

6 FAH-5 H-341.11-1(B)  Budgeted Costs

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.)

for LE staff who allocate their time to this cost center; and

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center.

NOTE: It is preferable to operate the post local language program outside of ICASS and direct-charge agencies in accordance with their usage.  If a post language program is funded through ICASS, a sub-cost center 6441-X001-PLP Host Language must be established to ensure that costs are charged only to subscribing agencies.

6 FAH-5 H-341.11-1(C)  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined in 6 FAH-5 H-341.11-1(A) allocate their time to this cost center.

NOTE:  Employees who directly perform language training, support, or supervise the post local language program should allocate their time to the language sub-cost center.

6 FAH-5 H-341.11-1(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of USDH and certain authorized TCNs, U.S. contractors and others as defined in 6 FAH-5 H-352.  This is a static count taken as of May 1 (for further guidance see 6 FAH-5 H-333).

b. This cost center is modifiable with the approval of the post budget committee.  For example, agencies that self-provide the majority of human resources services for their staffs and utilize only limited services in this cost center would be granted a modification.

NOTE 1:  The human resources section is responsible for collecting the annual workload counts.

NOTE 2:  The workload count for a post language program sub-cost center is the total number of employees and family members taking the training.  Each individual is a count of “one” for the sponsoring agency.

NOTE 3:  The Department of State USDHs are generally the only subscribers to this cost center.  Non-state agency USDHs and Marine security guards generally do not utilize these services and should not have a workload count in this cost center.  Post must justify workload counts for any non-State agencies.

6 FAH-5 H-341.11-2  Human Resources Services-Locally Employed Staff (LE Staff) Services (6451)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-341.11-2(A)  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

This cost center covers employment services for all local staff, including family member appointees.  Services include:

(1)  Maintain the local compensation plan in coordination with serviced agencies in order to recruit and retain qualified staff and manage related retirement, health and other benefits programs;

(2)  Classify positions;

(3)  Manage some or all aspects of recruitment, i.e., vacancy announcements, application reviews, interviewing, selection, and salary determination;

(4)  Process required host-country documents;

(5)  Maintain the new LE staff orientation program;

(6)  Manage the performance evaluation process;

(7)  Manage the mission awards program;

(8)  Maintain LE staff guidebook, in recognition of local labor law and in coordination with serviced agencies;

(9)  Administer the family member employment program;

(10) Provide career guidance, counseling, employee orientation and ensure employee awareness of rules and remedies governing workplace issues;

(11) Maintain liaison with host-country labor officials, keeping abreast of local labor laws, workers compensation programs, etc.; and

(12) Coordinate with local counsel, Department of State Office of the Legal Adviser, the Department of Justice and the employing agency, as necessary, on legal cases.

6 FAH-5 H-341.11-2(B)  Budgeted Costs

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center; and

(3)  Costs for legal fees.

NOTE 1:  Costs for local counsel and/or legal fees when the matter is related to general workplace issues affecting all LE staff are charged to ICASS.  Costs related to a specific issue or legal case are direct-charged to the relevant agency.

NOTE 2:  It is preferable to operate a post English language program for LE staff outside of ICASS and direct-charge customer agencies in accordance with their usage; costs for ICASS employees are budgeted in 8790-Miscellaneous Costs.  If an English language program supports both ICASS and other agency LE staff and is funded in ICASS, it is budgeted in a sub-cost center in 6451-X002-PLP English.

6 FAH-5 H-341.11-2(C)  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above allocate their time to this cost center.  In some posts, the HR section may perform some duties related to the resolution of time and attendance or payroll problems.  HR employees with such designated responsibilities should allocate an appropriate percentage of their time to 6222―Payrolling.

NOTE:  If a sub-cost center is created for English language training, employees who perform English language training, support or supervise this program should allocate their time to the language sub-cost center.

6 FAH-5 H-341.11-2(D)  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of staff members serviced (includes EFMs hired under a FMA or temporary appointment; all other family members and LE staff hired under a direct hire appointment or personal service agreement (PSA) or personal services contract (PSC).  This is a static count as of May 1 (for further guidance see 6 FAH-5 H-333).

b. This cost center is modifiable with post budget committee approval.  For example, if an agency self-provides some of the services outlined above, that would justify a modification.  It is expected that all agencies with LE staff subscribe to this cost center at a minimum 0.3 level.  Other modifications are based on the range of above services being provided to each subscribing agency.

NOTE 1:  The human resources section is responsible for collecting the annual workload counts.

NOTE 2:  Because the ICASS platform maintains the local compensation plan that applies to all LE staff, all agencies must subscribe to HR services for their LE staff at least at the 0.3 level.

6 FAH-5 H-341.12  Building Operations

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

a. General:

(1)  The Building Operations Cost Center is divided into four categories that reflect the type (nonresidential vs. residential) and ownership (U.S. Government-owned/ capital lease vs. operating lease) of real property at post.  The policies and regulations governing the acquisition and use of real property are outlined in detail in 15 FAM and form the basis for the guidance provided in this section; and

(2)  The Department of State, through its Bureau of Overseas Buildings Operations (OBO), is the Single Real Property Manager (SRPM) for nonmilitary U.S. Government-held property abroad.  OBO is responsible for establishing, implementing, and overseeing all policies and procedures governing the real property program as outlined in 15 FAM.  Each post has a designated SRPM who is the post authority on real property management issues and serves as the official liaison with the Bureau of Overseas Buildings Operations.  State’s role as SRPM does not alter existing authorities and responsibilities of other agencies for real property management, e.g., USAID.

b. Basic principles:

(1)  The Department of State/OBO has funding responsibility for some functions related to U.S. Government-owned/ capital lease (GO/CL) properties (see 15 FAM 630);

(2)  Occupying agencies are responsible for their share of building operating expenses (BOE) for GO/CL and operating lease (OL) nonresidential and residential properties.  These costs are outlined in the building operations cost centers below;

(3)  USAID is responsible for maintenance and repair (M&R) and BOE costs associated with USAID property; and

(4)  Where costs can be attributed specifically to an agency, direct charging is the preferred method of billing (see 6 FAH-5 H-313, Direct Charging).

c.  Government-owned/capital lease properties (GO/CL):

(1)  Rent costs for shared nonresidential and residential space under capital leases are not included in ICASS; these lease costs are funded by OBO, regardless of the occupying agency, except for USAID properties under long-term lease;

(2)  Building operating expenses (BOE) for GO/CL and OL nonresidential and residential properties are the responsibility of the occupying agency, either through direct-charge (if the property is solely occupied by a single agency) or ICASS (if the property is shared);

(3)  USAID funds all operating costs for USAID properties; and

(4)  OBO approves and funds routine capital construction, and repair and improvement projects for GO/ CL nonresidential and residential property under the jurisdiction of the Department of State (see 15 FAM 621), except as follows:

(a)  Alterations peculiar to the needs of another agency (see 15 FAM 162.1, paragraph d(1)); and

(b)  Repairs necessitated by deliberate acts or negligence (see 15 FAM 162.1, paragraph d (2)).

d. Maintenance and repair, building operating, and building maintenance expenses:

(1)  Maintenance and repair:  Routine “maintenance and repair” (M&R), funded by the Department of State-OBO, provides for the preservation of GO/CL property in such condition that it can be effectively used for its intended purpose.  This would equate to actions that a good landlord would take to maintain a property in an acceptable condition as part of responsibilities to the tenant as well as to maintain the investment in the property:

(a)  Routine maintenance and repair (M&R) would include services and/or necessary materials (purchased in bulk, as appropriate) for items of a recurring nature such as painting, weather stripping, and termite repair.  It also includes services and/or materials used for items of a minor nature such as repairs of broken water pipes; replacement of broken/inoperable bathroom/kitchen fixtures; repairs to windows, doors, wooden shelving; repairs to a building system such as heating, central air-conditioning, and mechanical systems; repairs to electrical systems; repairs to floors (excluding carpet repair); and

(b)  Repair and Improvement (R&I) projects are designed to restore a GO/CL building, to a fully functioning condition, enhance the value of a building or change its functional nature by design, or to comply with building and fire codes.  Such projects can include improvements to, or repair and/or replacement of building systems and structures, such as:  roof replacement; electrical rewiring; replacement of plumbing/sewer systems; the modernization of bathrooms and kitchens; replacing major parts of a building such as elevators, central heating, or air conditioning plant; or the repaving of a driveway.  In addition, these projects can include installing a brand new building system or adding a new kitchen or bathroom; changing the size, nature, or function of a facility such as enlarging or completely renovating bathrooms or kitchens; putting extensions of any kind on a building; combining two residential units into one or vice versa; and making nonresidential out of residential space or vice versa.

(2)  Building operating expenses: Building operating expenses (BOE), funded by all occupying agencies through ICASS, are those costs associated with occupying buildings and related grounds, whether GO/ CL or operating lease (OL) properties.  BOE includes the wages and benefits of the building operations staff (e.g., carpenters, building engineers, electricians, painters, plumbers, gardeners, custodians, etc.) but excludes the costs for the USDH facilities managers who are funded by OBO.  BOE also includes contracts and related supplies for providing custodial/janitorial, trash collection or window-washing services, and providing grounds care.  Also included are utility costs (excluding certain condo fees -– see 15 FAM 168), operating fuel, municipal assessments and taxes, fire or comprehensive insurance on buildings and grounds (when required by local law), costs of necessary tools and equipment (including related shipping and handling charges), and the costs of vehicles and vehicle maintenance in support of building operations.

(3)  Building maintenance expenses:  Building maintenance expenses (BME) are a type of expense within BOE that are specifically attributable to proper maintenance of the physical plant or major building systems of any U.S. Government-owned or leased nonresidential facility or compound.  BME covers only preventive maintenance service contracts related to building systems (i.e., water treatment systems, uninterruptible power supplies, generators, elevators, electrical, HVAC, etc.) associated with occupying the nonresidential property and it is not funded in ICASS (see 15 FAM 623).

NOTE:  BME does not cover preventive maintenance activities at short-term leased non-residential facilities that are a landlord responsibility.

e. Operating lease properties (OL):

(1)  ICASS: For shared residential or nonresidential operating, lease (OL) properties, lease costs and building operating expenses (BOE) such as utilities, custodial services, and other operating costs, are direct-charged where feasible (e.g., independent electric meters for an apartment building, identifiable lease costs for an apartment building, etc.) or billed through ICASS.  For residential and nonresidential, property occupied by ICASS staff, lease costs and BOE are funded through ICASS, and the costs are shared by all agencies through ICASS redistribution;

NOTE: A shared property is any building occupied by two or more ICASS customer agencies; ICASS does not need to be one of the tenants for a building to be considered a “shared” property;

(2)  Non-State:  For residential or nonresidential operating lease (OL) properties occupied solely by a single agency, lease costs, and building operating expenses (BOE), such as utilities, custodial services, and other operating costs, are direct-charged to the occupying agency.  Agencies may subscribe to receive building operations services for OL nonresidential properties through ICASS if that is appropriate based on conditions at post, including the ICASS service provider’s ability to provide the service;

(3)  State: For residential or nonresidential operating lease (OL) properties where State (program) is the sole occupant, lease and related BOE costs are direct-charged to State; OBO funds the lease costs and the regional bureau (D&CP) funds BOE.

NOTE:  For guidance on transient or temporary quarters see 15 FAM 249, Transient or Temporary Duty (TDY) Housing.

6 FAH-5 H-341.12-1  U.S. Government-Owned/Capital Lease (GO/CL) Residential Building Operations (7810)

(CT:ICASS-41;   10-27-2014)

6 FAH-5 H-341.12-1(A)  Definition of Service

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of GO/CL residential properties and includes:

(1)  Ensure building systems are properly maintained by performing or contracting for preventive maintenance services (e.g., for electrical system, heating and air conditioning systems, fireplaces, elevators, and other mechanical building systems);

(2)  Perform or contract for routine maintenance services (e.g., repairing leaky faucets or broken pipes, repairing broken fixtures, repairing broken/inoperable windows and doors, repairing government-owned household appliances, etc.);

(3)  Perform or contract for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds for shared/common areas or facilities;

(4)  Ensure properties are prepared for new arrivals, conduct pre-occupancy and pre-departure inspections, and perform between occupant fix-ups;

(5)  Provide residential “hospitality/welcome kits” in accordance with post policy;

(6)  Repair/reupholster government-owned residential furniture and equipment in accordance with post policy (see Note 6 in the Budgeted Costs section below);

(7)  Provide security escort services for maintenance personnel as required in accordance with policy; and

(8)  Act as contracting officer’s representative (COR) on contracts for services in this cost center.

NOTE 1: It is important to note the joint funding responsibilities in this cost center.  ICASS funds staff who perform this work while OBO funds materials and/or contracts (i.e., a contract for electrical repairs due either to unavailability of ICASS staff or job complexity beyond the capabilities of the ICASS staff) related to routine maintenance and repair work (see Note 1 in 6 FAH-5 H-341.12-1(B), Budgeted Costs).  For USAID-owned properties, see 6 FAH-5 H-341.12, paragraph c(3).

NOTE 2: While ICASS oversees the make-ready process for residential properties, related costs that are directly attributable to the property are direct-charged to the agency of the prospective occupant.  For example, the work performed may include services under a contract that would be direct-charged, or may include work performed by in-house staff and specific supplies and materials would be direct-charged.

6 FAH-5 H-341.12-1(B)  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for preventive maintenance contracts to service building systems (where applicable);

(4)  Costs for specialized tools and equipment (including related shipping and handling costs) required to support the above services;

(5)  Costs for the following items as they relate to common areas in shared residential properties:

(a)  Costs for custodial services (either contractor or in-house staff) and related supplies;

(b)  Costs for periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds (see limitations in Note 2 of this section);

(6)  Costs for utilities (electricity, gas, water, operating fuel, etc.) for shared buildings, if not separately metered;

(7)  Costs for trash removal services for shared buildings;

(8)  Costs for vehicles dedicated to the services outlined above, including ongoing fuel usage;

(9)  Costs for specialized clothing and protective gear for employees who work in this cost center;

(10) Costs associated with space (e.g., workshops) occupied by maintenance personnel (e.g., rent, utilities, etc.);

(11) Costs for municipal assessments and taxes (when exemptions cannot be obtained);

(12) Costs for fire or comprehensive insurance on buildings and grounds (when required by local law);

(13) Costs for supplies and materials required for repairing/refurbishing government-owned residential furniture and equipment (see Note 6 below);

(14) Costs for supplies for “hospitality/welcome kits”; and

(15) Costs for supplies used in support of the above building operations services (for maintenance & repair supplies, see Note 1 of this section).

NOTE 1:  OBO funds routine maintenance and repair (M&R-7901) and repair and improvement (R&I) contracts and related supplies as outlined in 15 FAM 620.

NOTE 2:  Full grounds care for GO/CL residential properties occupied by the COM, deputy chief of mission (DCM), principal officer (PO) of a constituent post, U.S. representative to an international organization abroad (when PO), and Marine security guard quarters (MSGQ) are not funded in ICASS.  Full grounds care for similar properties occupied by the senior representatives of the foreign affairs agencies (USAID, FAS, and FCS) and the defense attaché are specifically approved and funded by the respective parent agency and are not funded in ICASS.

NOTE 3:  OBO’s facilities managers are directly funded by OBO and their salary and support costs are not budgeted in ICASS.

NOTE 4:  Agencies requesting services in excess of commonly provided levels will be charged directly for the additional costs that fall into the category of M&R.  If the nature of the service requested falls into the category of R&I then the agency must send a reimbursement to OBO and have it funded by the OBO R&I account. 

NOTE 5:  Make-ready costs are direct-charged to the agency of the prospective occupant (see Note 2 in 6 FAH-5 H-341.12-1(A)).

NOTE 6:  At posts with a pooled residential furniture program, the costs related to repairing/refurbishing government owned residential furniture in the pool falls under cost center 6144- Furniture and Appliance Pool Services.

6 FAH-5 H-341.12-1(C)  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. Employees who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, etc.) allocate their time to this cost center.

b. Employees who perform one or some of the above services but are assigned specifically to one residence (e.g., the ambassador’s gardener) should be considered a program cost and not included in ICASS.

NOTE 1:  OBO facilities managers are not funded in ICASS and they do not allocate time to the building operations cost centers.

NOTE 2:  For additional guidance on time allocation, see 6 FAH-5 H-314.2 subparagraph b(3) Note 3 and 6 FAH-5 H-315.

6 FAH-5 H-341.12-1(D)  How to Count

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

a. The distribution factor is based on gross square meters occupied as outlined in 15 FAM Exhibit 238(2), Measuring Space for Residential Properties.  This is a static count as of May 1.

NOTE:  For posts moving into new facilities in the next fiscal year, and space assignments have not yet been finalized, the workload counts may be updated at the initial or final budget stage.  Post should consider creating a sub-cost center for the new facility for budgeting and allocation of costs.  Post must include an explanation in the Budget Summary Worksheet if workload counts are changed.

b. Stand-alone properties:  The count is based on the gross square meters of the residence.

c.  Shared properties/residential compounds:  The count is based on gross square meters occupied by each tenant agency.  For example, an apartment building has eight units: two are 1,800 gross square meters each, four are 2,250 gross square meters each, and two are 2,700 gross square meters each, for a total of 18,000 gross square meters.  The common areas of the building (e.g., laundry room, foyer, hallways, stairwells, etc.) total an additional 4,000 square meters but are not counted.  The costs related to the entire residential building or compound will be spread to each occupying agency in proportion to the gross square meters of space it occupies.  In the example above, an off-line calculation would yield the following:

Number of Units

Total Square Meters

% of Total Square Meters

Per Unit Share of Cost

1,800 sq.  meter units   2 X 1,800 =

  3,600

  20%

10%

2,250 sq.  meter units   4 X 2,250 =

  9,000

  50%

12.5%

2700 sq.  meter units   2 X 2,700 =

  5,400

  30%

15%

TOTAL

18,000

100%

 

d. Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential (i.e., chancery, annex, consular annex, warehouse, etc.) properties must allocate costs in a transparent and equitable manner.  The first step is to calculate the total gross square meters of each building in order to determine portion of the costs that should be allocated to residential and nonresidential properties.  For example, a compound with a chancery (15,000 square meters), a warehouse (10,000 square meters), an apartment building (11,000 square meters), the ambassador’s residence (8,000 square meters) and MSGQ (6,000 square meters) is measured and the total gross square meters of all buildings is 50,000.  The nonresidential space totals 25,000 square meters (chancery and warehouse) or 50 percent of the total; this total (25,000 square meters) would be used for calculations in cost center 7820― Nonresidential Building Operations.

e. The remaining residential properties would be counted and charged according to their occupancy (e.g., the ambassador’s residence would be counted against ICASS agency code 1900.0-State and the MSGQ would be counted against ICASS Agency code 1931.0 State MSG Support); the apartment building would be allocated among the various tenant agencies according to the methodology outlined above (shared properties/residential compounds).  For example, in sharing the costs for grounds care on a compound, posts should use the overall percentages determined when calculating the gross square meters of the various residential and nonresidential buildings to divide the overall cost, then use the subsequent calculations (as outlined in “shared properties/residential compounds” above) to spread the costs to tenant agencies.

f.  This cost center is not modifiable.

NOTE:  The general services section, in partnership with the facilities section, is responsible for providing the measurements of all nonresidential and residential properties, broken down by agency.

6 FAH-5 H-341.12-2  U.S. Government-Owned/Capital Lease (GO/CL) Nonresidential Building Operations (7820)

(CT:ICASS-41;   10-27-2014)

6 FAH-5 H-341.12-2(A)  Definition of Service

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of GO/CL nonresidential properties and includes:

(1)  Ensure building systems are properly maintained by performing or contracting for preventive maintenance services (e.g., for electrical systems, heating and air conditioning systems, fireplaces, elevators, and other mechanical building systems)(see 6 FAH-5 H-341.12 paragraph d(3) for definition of building maintenance expenses);

(2)  Perform or contract for routine maintenance services (e.g., repairing leaky faucets or broken pipes, repairing broken fixtures, repairing broken/inoperable windows and doors, etc.);

(3)  Perform or contract for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds;

(4)  Provide custodial services (e.g., janitors, char force, carpet cleaners, window washers, building engineers, furnace persons);

(5)  Perform routine between occupant “fix-up” and prepare for new arrivals (see Note 3 in 6 FAH-5 H-341.12-2(B), Budgeted Costs);

(6)  Provide support for conference room set-up or configuration, as required;

(7)  Provide security escort services for maintenance personnel and contractors as required, where appropriate and in accordance with post policy (see Note 2 of this section);

(8)  Repair/reupholster government-owned nonresidential furniture and equipment in accordance with post policy; and

(9)  Provide expertise on space planning and utilization.

NOTE 1: It is important to note the joint funding responsibilities in this cost center.  ICASS funds staff who perform this work while OBO funds materials and/or contracts (i.e., a contract for electrical repairs due either to unavailability of ICASS staff or job complexity beyond the capabilities of the ICASS staff) related to routine maintenance and repair work (see Note 1 in 6 FAH-5 H-341.12-2(B), Budgeted Costs).  For USAID-owned properties, see 6 FAH-5 H-341.12, subparagraph c(3).

NOTE 2: Depending on post circumstances, it may be appropriate to establish a sub-cost center for security escort services if all agencies do not use the service.

6 FAH-5 H-341.12-2(B)  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for certain maintenance contracts (see NOTE 1);

(4)  Costs for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds for shared properties (see 6 FAH-5 H-341.12-2(D), How to Count);

(5)  Costs for vehicles dedicated to the services outlined in 6 FAH-5 H-341.12-2(A), including ongoing fuel usage;

(6)  Costs for specialized tools and equipment (including related shipping and handling costs) required to support the above services;

(7)  Costs for utilities (electricity, gas, water, operating fuel, etc.);

(8)  Costs for trash removal services;

(9)  Costs associated with space (e.g., workshops) occupied by maintenance personnel (e.g., rent, utilities, etc.);

(10) Costs for municipal assessments and taxes (when exemptions cannot be obtained);

(11) Costs for fire or comprehensive insurance on buildings and grounds (when required by local law);

(12) Costs for supplies and materials required for repairing/refurbishing government-owned nonresidential furniture and equipment; and

(13) Costs for supplies used in support of the above building operations services (for maintenance & repair supplies, see Note 1 of this section).

NOTE 1:  OBO funds routine maintenance and repair (M&R-7901) and repair improvement (R&I) contracts and related supplies as outlined in 15 FAM 620.

OBO also funds contracts for the maintenance of major building systems under Building Maintenance Expenses as part of the Maintenance Cost Sharing program (see 15 FAM 623).

NOTE 2:  When sharing costs for a compound with both residential and nonresidential buildings, posts should use the overall percentages determined when calculating the gross square meters of the various buildings to divide the overall cost, then use the methodology outlined below to spread the costs between cost center 7810-Residential Building Operations and cost center 7820-Nonresidential Building Operations so that tenant agencies are appropriately charged.

NOTE 3:  Agencies requesting services in excess of commonly provided levels will be charged directly for the additional costs that fall into the category of M&R.  If the nature of service requested falls into the category of R&I, then the agency must send a reimbursement to OBO and have it funded by the OBO R&I account.

NOTE 4:  OBO’s facilities managers are directly funded by OBO and their salary and support costs are not budgeted in ICASS.

6 FAH-5 H-341.12-2(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, etc.) allocate their time to this cost center.

6 FAH-5 H-341.12-2(D)  How to Count

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

a. The distribution factor is based on gross square meters assigned to each agency.  Unassigned or vacant nonresidential space is charged to State-Program since the State Department is the Single Real Property Manager.  This is a static count as of May 1.

b. Gross square meters for nonresidential space is calculated by determining the “footprint” of each agency or section (including dedicated workshops, conference rooms, file rooms, media rooms, etc.).  For example, the political section suite may contain eight individual offices, a file room, a dedicated conference room, and a common support area, all connected by interior halls or passageways.  The gross square meters is determined by measuring the perimeter of the suite and calculating the total area.  Conference rooms, theaters, and workshops, etc., that are under the exclusive control of an agency will be included in the calculation of their gross square meters.

c.  The common areas of the building (e.g., the main foyer, hallways, stairwells, utility areas, shared conference rooms, kitchenettes, etc.) are not counted, so that their support costs are spread in relative proportion to the gross square meters occupied by each agency.  These same percentages will be used to spread costs for exterior contracts (e.g., grounds care) and other building operating costs (e.g., utilities, cleaning contracts, etc.).

d. Warehouses: Warehouses are measured in gross square meters and the floor space occupied determines how costs will be shared.  For tiered storage space, some fractional portion of the floor space is calculated and assigned to each agency occupying dedicated warehouse space.  See 6 FAH-5 H-314.2 paragraph c, for guidance on distributing costs for warehouse space that supports multiple cost centers and/or agencies.

e. Stand-alone building: The count is based on the gross square meters of the property.

f.  Shared nonresidential building: The count is based on gross square meters assigned to each tenant agency as outlined above.

g. Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential (i.e., chancery, annex, consular annex, warehouse, etc.) properties must allocate costs in a transparent and equitable manner.  The first step is to calculate the total gross square meters of each building in order to determine the portion of the costs that should be allocated to residential and nonresidential properties.  For example, a compound with a chancery (15,000 square meters), a warehouse (10,000 square meters), an apartment building (11,000 square meters), the ambassador’s residence (8,000 square meters), and MSGQ (6,000 square meters) is measured and the total square meters of all buildings is 50,000.  The residential space totals 25,000 square meters (apartment building, ambassador’s residence and the MSGQ), or 50 percent of the total and is used for calculations in 7810-Residential Building Operations.  The remaining space, 15,000 square meters for the chancery and 10,000 square meters for the warehouse, must now be divided among the various occupying agencies using the methodology outlined above.

h. This cost center is not modifiable.

NOTE 1:  The general services section, in partnership with the facilities section, is responsible for providing the measurements of all nonresidential and residential properties, broken down by agency.

NOTE 2:  For posts moving into new facilities in the next fiscal year, and space assignments have not yet been finalized, the workload counts may be updated at the initial or final budget stage.  For budgeting and allocation of costs, posts may create a sub-cost center for the new facility during the transition year.  Post must include an explanation in the Distribution Worksheet if workload counts are changed.

6 FAH-5 H-341.12-3  Operating Lease (OL) Residential Building Operations (7850)

(CT:ICASS-41;   10-27-2014)

6 FAH-5 H-341.12-3(A)  Definition of Service

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of operating lease residential properties.  Landlord responsibilities vary from post to post (both in practice and according to local law) and it may be necessary to adjust the kinds of services provided by the mission based on local conditions.  The services include:

(1)  Work with the landlord to ensure reasonable and necessary repairs are made properly and on time and/or performing minor repairs with contractors or in-house staff, as appropriate;

(2)  Ensure properties are prepared for new arrivals, conduct pre-occupancy and pre-departure inspections, and perform routine between occupant fix-ups (e.g., painting, minor repairs);

(3)  Provide residential “hospitality/welcome kits” in accordance with post policy;

(4)  Provide security escort services for maintenance personnel in accordance with post policy; and

(5)  Repair/reupholster government-owned residential furniture and equipment in accordance with post policy (see Note 4 in 6 FAH-5 H-341.12-3(B) Budgeted Costs).

NOTE:  While ICASS oversees the make-ready process for residential properties, related costs that are directly attributable to the property are direct-charged to the agency of the prospective occupant.  For example, the work performed may include services under a contract that would be direct-charged, or may include work performed by in-house staff and specific supplies and materials would be direct-charged.

6 FAH-5 H-341.12-3(B)  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for specialized tools and equipment (including related shipping and handling charges) required to support the above services;

(4)  Costs for the following items as they relate to common areas in shared residential properties:

(a)  Costs for custodial services (either contractor or in-house staff) and related supplies;

(b)  Costs for periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds (see limitations in Note 1 of this section);

(5)  Costs for utilities (electricity, gas, water, operating fuel, etc.) for shared properties;

(6)  Costs associated with warehouse space (e.g., workshops) occupied by maintenance personnel (e.g., rent, utilities, etc.);

(7)  Costs for trash removal services for shared properties;

(8)  Costs for specialized clothing and protective gear;

(9)  Costs for fire or comprehensive insurance on buildings and grounds for shared properties (when required by local law);

(10) Costs for vehicles dedicated to the services outlined above, including ongoing fuel usage;

(11) Costs for “hospitality/welcome kits”;

(12) Costs for supplies and materials required for repairing/refurbishing government-owned residential furniture and equipment (see Note 4 below); and

(13) Costs for supplies used in support of the above building operating services.

NOTE 1:  Full grounds care for OL residential properties occupied by the COM, deputy chief of mission (DCM), principal officer (PO) of a constituent post, U.S. representative to an international organization abroad (when PO), and Marine security guard quarters (MSGQ) are not funded in ICASS.  Full grounds care for similar properties occupied by the senior representatives of the foreign affairs agencies (USAID, FAS, and FCS) and the defense attaché are specifically approved and funded by the respective parent agency and are not funded in ICASS.  Grounds care responsibilities for occupants of other properties are outlined in 15 FAM 632.3.

NOTE 2:  Make-ready costs are direct-charged to the agency of the prospective occupant.  See Note in 6 FAH-5 H-341.12-3(A).

NOTE 3:  OBO’s facilities managers are directly funded by OBO and their salary and support costs are not budgeted in ICASS.

NOTE 4:  At posts with a pooled residential furniture program, the costs related to repairing/refurbishing government owned residential furniture in the pool falls under cost center 6144- Furniture and Appliance Pool Services.

6 FAH-5 H-341.12-3(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, etc.) allocate their time to this cost center.  In some posts, liaison with the landlord may be done by ICASS employees in the maintenance, leasing or contracting offices.  Post should ensure that employees and their supervisors who perform this function allocate an appropriate percentage of time to this cost center to reflect those responsibilities.

6 FAH-5 H-341.12-3(D)  How to Count

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

a. The distribution factor is based on gross square meters occupied as outlined in 15 FAM Exhibit 238(2), Measuring Space for Residential Properties.  This is a static count as of May 1.

b. Stand-alone properties:  The count is based on the gross square meters of the residence.

c.  Shared properties/residential compounds:  The count is based on gross square meters occupied by each tenant agency.  For example, an apartment building has eight units:  two are 1,800 gross square meters each, four are 2,250 gross square meters each, and two are 2,700 gross square meters each, for a total of 18,000 gross square meters.  The common areas of the building (e.g., laundry room, foyer, hallways, stairwells, etc.) total an additional 4,000 square meters but are not counted.  The costs related to the entire residential building or compound will be spread to each occupying agency in proportion to the gross square meters of space it occupies.  In the example above, an off-line calculation would yield the following:

Number of Units

Total Square Meters

% of Total Square Meters

Per Unit Share of Cost

1,800 sq.  meter units   2 X 1,800 =

   3,600

     20%

     10%

2,250 sq.  meter units   4 X 2,250 =

   9,000

     50%

    12.5%

2700 sq.  meter units   2 X 2,700 =

   5,400

     30%

     15%

TOTAL

18,000

   100%

 

d. This cost center is not modifiable.

NOTE:  The general services section, in partnership with the facilities section, is responsible for providing the measurements of all nonresidential and residential properties, broken down by agency.

6 FAH-5 H-341.12-4  Operating Lease (OL) Nonresidential Building Operations (7860)

(CT:ICASS-54;   08-01-2016)

6 FAH-5 H-341.12-4(A)  Definition of Service

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of shared OL nonresidential properties and includes:

(1)  Work with the landlord to ensure reasonable and necessary repairs are made properly and on time, the building infrastructure, and grounds are properly maintained and/or perform minor repairs with contractors or in-house staff, as appropriate;

(2)  Provide or contract for custodial services;

(3)  Perform routine between occupant “fix-up” and prepare for new arrivals (see Note 2 in 6 FAH-5 H-341.12-4(B), Budgeted Costs);

(4)  Provide security escort services for maintenance personnel as required, in accordance with post policy (see Note in this section); and

(5)  Repair/reupholster government-owned nonresidential furniture and equipment in accordance with post policy.

NOTE:  Depending on post circumstances, it may be appropriate to establish a sub-cost center for security escort services if all agencies do not use the service.

6 FAH-5 H-341.12-4(B)  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center; and

(3)  Costs for shared buildings, including:

(a)  Rent;

(b)  Periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds;

(c)  Utilities (electricity, gas, water, operating fuel, etc.);

(d)  Trash removal services; and

(e)  Maintenance and repair (see Note 3 below);

(4)  Costs for specialized tools and equipment (including related shipping and handling charges) required to support the above services;

(5)  Costs for specialized clothing and protective gear for employees performing the services outlined above;

(6)  Costs (e.g., rent, utilities, etc.) associated with warehouse space occupied by maintenance operations (e.g., workshops);

(7)  Costs for fire or comprehensive insurance on buildings and grounds (when required by local law);

(8)  Costs for vehicles dedicated to the services outlined above, including ongoing fuel usage;

(9)  Costs for supplies and materials required for repairing/refurbishing government-owned nonresidential furniture and equipment; and

(10) Costs for supplies used in support of the above building operations services.

NOTE 1:  When sharing costs for a compound with both residential and nonresidential buildings, posts should use the overall percentages determined when calculating the gross square meters of the various buildings to divide the overall cost, then use the methodology outlined below to spread the costs between cost center 7850-Residential OL Building Operations, and cost center 7860-Non-Residential OL Building Operations so that tenant agencies are appropriately charged.

NOTE 2:  Agencies requesting services in excess of commonly provided levels (i.e., special between-occupant fix-up, more frequent cleaning, minor structural changes) will be charged directly for the additional cost.  For instance, the costs for making a minor nonresidential change (e.g., removing a non-load bearing wall after approval by the landlord) will be charged to the requesting agency for the initial change and then for restoration to the original condition upon vacating the space.

NOTE 3:  In cases where the landlord refuses to fund maintenance costs or local law dictates that maintenance is the tenant's responsibility, OBO will fund required M&R costs for operating lease nonresidential properties outside of ICASS (see 15 FAM 621.2c).

NOTE 4:  OBO’s facilities managers are directly funded by OBO and their salary and support costs are not budgeted in ICASS.

6 FAH-5 H-341.12-4(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, etc.) should allocate time to this cost center.  In some posts, liaison with the landlord may be done by ICASS employees in the maintenance, leasing, or contracting offices.  Post should ensure that employees and their supervisors who perform this function allocate an appropriate percentage of time to this cost center to reflect those responsibilities.

6 FAH-5 H-341.12-4(D)  How to Count

(CT:ICASS-54;   08-01-2016)
(Applies to participating ICASS agencies)

a. The distribution factor is based on gross square meters assigned to each agency.  Unassigned nonresidential space is handled differently in OL properties.  Under ICASS, customer agencies are required by 6 FAH-5 H-016.5 to provide six months notice on or before April 1 or October 1 prior to terminating a service; this also applies to vacating shared OL nonresidential space.  During the six-month notification period, the vacating tenant continues to bear the cost of the space unless another tenant is assigned.  After the required notification period expires, unassigned nonresidential space is charged proportionally to the remaining tenants as required by 15 FAM 162.2, although the Director of the Bureau of Overseas Buildings Operations has the authority to grant an exception in unusual circumstances.  This is a static count as of May 1.

b. Gross square meters for nonresidential space is calculated by determining the “footprint” of each agency or section (including dedicated workshops, conference rooms, file rooms, media rooms, etc.).  For example, the political section suite may contain eight individual offices, a file room, a dedicated conference room, and a common support area, all connected by interior halls or passageways.  The gross square meters is determined by measuring the perimeter of the suite and calculating the total area.  Conference rooms, theaters, and workshops that are under the exclusive control of an agency will be included in the calculation of their gross square meters.

c.  The common areas of the building (e.g., the main foyer, hallways, stairwells, utility areas, shared conference rooms, kitchenettes, etc.) are not counted so that their support costs are spread in relative proportion to the gross square meters occupied by each agency.  These same percentages will be used to spread costs for exterior contracts (e.g., grounds care) and other building operating costs (e.g., utilities, cleaning contracts, etc.).

d. Warehouses:  Warehouses are measured in gross square meters and the floor space occupied determines how costs will be shared.  For tiered storage space, some fractional portion of the floor space is calculated and assigned to each agency occupying dedicated warehouse space.  See 6 FAH-5 H-314.2 paragraph c for guidance on distributing costs for warehouse space that supports multiple cost centers and/or agencies.

e. Stand-alone building:  The count is based on the gross square meters of the property.

f.  Shared nonresidential building:  The count is based on gross square meters occupied by each tenant agency as outlined above.

g. Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential (i.e., chancery, annex, consular annex, warehouse, etc.) properties must allocate costs in a transparent and equitable manner.  The first step is to calculate the total gross square meters of each building in order to determine portion of the costs that should be allocated to each type of property, residential and nonresidential.  For example, a compound with a chancery (15,000 square meters), a warehouse (10,000 square meters), an apartment building (11,000 square meters), the ambassador’s residence (8,000 square meters) and MSGQ (6,000 square meters) is measured and the total gross square meters of all buildings is 50,000.  The residential space totals 25,000 square meters (apartment building, ambassador’s residence and the MSGQ), or 50 percent of the total and is used for calculations in cost center 7850-Residential Building Operations.  The remaining space, 15,000 square meters for the chancery and 10,000 square meters for the warehouse, must now be divided among the various occupying agencies using the methodology outlined above.

h. This cost center is not modifiable.

NOTE 1:  The general services section, in partnership with the facilities section, is responsible for providing the measurements of all nonresidential and residential properties, broken down by agency.

NOTE 2:  For posts moving into new facilities in the next fiscal year, and space assignments have not yet been finalized, the workload counts may be updated at the initial or final budget stage.  For budgeting and allocation of costs, posts may create a sub-cost center for the new facility during the transition year.  Post must include an explanation in the Distribution workload counts are changed.

6 FAH-5 H-341.13  Miscellaneous Costs (8790)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-341.13-1  Definition

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

This cost center includes only those costs that are not easily spread to other specific cost centers and/or are of minimal value compared to the effort and expense to spread the cost(s) precisely.  The total for miscellaneous costs generally should not exceed five percent of the total ICASS budget.

6 FAH-5 H-341.13-2  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Costs for ICASS gratuities;

(2)  Costs for ICASS postage;

(3)  Costs for post office box rental;

(4)  Costs for miscellaneous items as described in the “Definition” above (see Note in this section);

(5)  Costs for ICASS office machine maintenance (see Note in this section);

(6)  Costs for “other travel-taxis” for ICASS personnel (see Note in this section);

(7)  Costs for awards for ICASS personnel;

(8)  Costs for pre-employment and required in-service medical exams for LE staff (except for drivers as noted in 6 FAH-5 H-341.7-6(B)) paragraph 6;

(9)  Costs for all training and related travel for ICASS USDH and LE staff, including workshops and conferences;

(10) Costs for in-country travel for ICASS USDH and LE staff;

(11) Costs for summer hires, roving secretaries and other part-time or temporary workers when working in ICASS-funded sections;

(12) Costs for advertising vacant ICASS positions; and

(13) Salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center.

(14)      Costs for all telephone charges for all ICASS sections (including cell phones and other mobile communication devices, pre-paid airtime cards, monthly fees, etc.

NOTE 1:  Items 3, 4 and 5 should be budgeted here only if they are not otherwise identifiable costs in another cost center.

NOTE 2:  Costs for English language training programs solely for ICASS personnel are budgeted here.  See 6 FAH-5 H-341.11-2(B) for guidance on budgeting for English programs for mission-wide personnel.

NOTE 3:  Permanent part-time employees (e.g., an employee who works year round in a specific section on a part-time schedule) are budgeted in the cost center in which their services are provided.

6 FAH-5 H-341.13-3  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

In general, USDH or LE staff, full time or permanent part-time, do not allocate time to this cost center.  The following positions are exceptions and should allocate time to this cost center:

(1)  Rovers, summer hires, temporary, or other part-time employees working in ICASS-funded sections;

(2)  ICASS coordinators, whether full time or part time;

(3)  ICASS LE staff translators who provide ICASS services to all agencies; and

(4)  Alternate service providers (ASPs) staff as noted in 6 FAH-5 H-445.

6 FAH-5 H-341.13-4  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

There is no distribution factor.  These costs are distributed based on each agency’s percentage of total service costs.  ICASS is treated as an agency for purposes of this distribution.

6 FAH-5 H-341.14  Non-ICASS Dual Positions (0000)

(CT:ICASS-25;   04-24-2012)

6 FAH-5 H-341.14-1  Description

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. A non-ICASS dual position is a service-provider position that is not 100 percent dedicated to providing ICASS services (see 6 FAH-5 H-041, Definitions, non-ICASS dual positions).  In the non-ICASS portion of the position, the staff member performs program functions or fills administrative functions dedicated exclusively to State-program or ASP-program activities.  Non-ICASS dual positions are often found at small posts where a single individual may perform consular work, political reporting, or some other programmatic function as well as ICASS functions.

b. Any USDH or LE staff ICASS position can be designated a non-ICASS dual position.  USDH positions must be officially designated as dual-function positions.  LE staff positions may be designated as dual function positions with the concurrence of the post budget committee.  In all cases, it is up to the post to determine the percentage of time spent performing ICASS vs.  programmatic responsibilities.  Once established, any changes in time allocations that would have a budgetary impact on customer agencies must be presented to the ICASS budget committee for review.

NOTE:  In order to be eligible to use the Non-ICASS dual position category, part of the employees’ duties must include ICASS services.  An employee may not have 100 percent of their time allocated to this cost center.

6 FAH-5 H-341.14-2  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center; and

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center.

6 FAH-5 H-341.14-3  Time Allocation

(CT:ICASS-25;   04-24-2012)
(Applies to participating ICASS agencies)

a. Employees assigned to non-ICASS dual positions allocate their time to the various ICASS cost centers for which they are responsible and the remaining program responsibilities are allocated to “0000”-Non-ICASS Dual Position in the ICASS software.

b. USAID alternate service provider (ASP) employees assigned to non-ICASS dual positions allocate their time to the various ICASS cost centers for which they are responsible and the remaining program responsibilities are allocated to cost center “0009”–Non-ASP Administrative Services.

c.  The Department of State is responsible for the E&E radio program.  ICASS radio technicians who work on the E&E radio program should allocate a portion of their time to cost center “0000”-Non-ICASS dual-position duties.  See 5 FAM 540 for more information on radios.

6 FAH-5 H-341.14-4  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

There is no distribution factor.  All costs allocated to this cost center (0000 State-Non-ICASS Dual Positions) are charged to ICASS agency code 1900.0-State.

6 FAH-5 H-342  Cost Center Description - ICASS LITE

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. ICASS Lite uses 22 different cost centers versus the 34 cost centers in ICASS Standard.

b. With the exception of Basic Package Services, services listed in each cost center are illustrative.  The listed services will be helpful to post in preparing its memorandum of understanding (MOU) and service level agreements (SLAs).  At some posts, certain services may not exist.  For example, services related to an international or U.S.-sponsored school may not be provided if there is no school at post.

c.  Four cost centers are mandatory for every agency at post with personnel under chief of mission authority, including U.S direct hire (USDH), uniformed personnel, and certain authorized third-country national (TCNs), as well as U.S. contractor and other staff (as defined in 6 FAH-5 H-352, Categories of Personnel): 5624-Health Services, 5880-Security Services, 6150-Basic Package Services, and 6443-Community Liaison Office Services.  While other services are not considered mandatory, they may be required by virtue of certain factors:

(1)  Co-located in the embassy/consulate building:  This would require subscription to 78XX-Building Operations, 5826-Local Guard Program, 6196-Information Management Services, and various services in 6145-General Services (e.g., Warehouse Operations), with modifications as appropriate.

(2)  Furnished Housing:  Agencies that wish to have their employees occupy government-provided housing must also subscribe to the furniture pool.  This requires subscription to 6144-Furniture and Appliance Pool Services, 6145-General Services (for Leasing Services), 78XX-Building Operations, 5821-Residential Local Guard Program Services (where applicable), and 5823-Mobile Patrol Local Guard Program Services (where applicable).

(3)  Essential Cost Centers:  Certain services must be provided to all agencies by virtue of their presence in country and the lack of other viable alternatives.  The extent to which they are needed and/or utilized will depend on each agency; modifications may be appropriate (if permissible; for information on modifications, see 6 FAH-5 H-332.1).  These cost centers include: 6145-General Services (for Shipping and Customs Services required to clear employees’ household effects and any official shipments; Warehouse Operations to receive official shipments/procurements, and, Motor Pool Services (for the employee’s initial arrival/final departure from post and any ongoing or emergency usage; etc.); 6445-HR Services (required if an agency has LE Staff and/or if State is the agency’s payrolling office for the agency’s LE Staff); 6196-Information Management Services (for mail, pouch, and reception/switchboard services).

NOTE:  See 6 FAH-5 H-393 and 6 FAH-5 H-394 for exceptions to mandatory cost centers for entities with no physical presence or not under chief of mission authority.

d. The descriptions and guidance presented for each cost center apply equally to the services provided by an alternate service provider (ASP).  While the terms and definitions may be specific to the Department of State, the purpose and intent should be interpreted consistently when applied to the ASP services.  For example, cost centers that refer to the “authorized system of record” would use USAID’s “system of record” where USAID is the service provider.

e. See Exhibit 6 FAH-5 H-341 at the end of this chapter for a list of the ICASS Cost Centers and related function codes for the Standard and Lite methodologies.

6 FAH-5 H-342.1  Basic Package Services (6150)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-342.1-1  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. This cost center is mandatory for all agencies at post with personnel under chief of mission authority, including USDH, uniformed personnel, and certain authorized TCNs, as well as U.S. contractor or other staff (as defined and identified in 6 FAH-5 H-352, Categories of Personnel).  The rationale for this is that all agencies receive services from the support structure of the primary service provider (the Department of State’s management section at post or the alternate service provider), and therefore all agencies must pay a basic amount on a per-capita basis, whether or not they subscribe to any other ICASS-provided service.  The official diplomatic status of the mission and its administrative support structure are there to handle the problems of any agency employee present under chief of mission authority.  Much like fire or police departments, the mission is there to assist on an as-needed basis and is the de facto service provider. 

b. The services in the Basic Package cost center listed below are standard and are not to be changed.  The fact that a listed service is not provided at post is not a basis for modifying the workload counts (for information on modifications, see 6 FAH-5 H-332.1).

c.  The services include:

(1)  Provide diplomatic accreditation to host-government, host-country ID cards, mandatory host-country entry/exit visas, required host-country documents;

(2)  Negotiate reciprocity issues with host government (e.g., vehicle import/export issues, spousal employment, value added tax [VAT] issues, etc.) (see NOTE 2);

(3)  Obtain licenses and special permits;

(4)  Maintain various post reports (e.g., emergency action plan, post report, post profile, post Web sites, duty officer rosters, etc.);

(5)  Maintain the post database for all agency personnel and family members using the authorized personnel system of record and provide staffing reports to customer agencies (See NOTES 3 and 4);

(6)  Draft, clear and issue administrative and security notices and management policies;

(7)  Coordinate the mission awards ceremony;

(8)  Analyze and respond to National Security Decision Directive (NSDD) 38 requests (see 2 FAM Exhibit 111.3);

(9)  Manage check-in/check-out procedures, including routine arrival/departure travel message notification and processing initial/final allowance application forms;

(10) Prepare necessary authorizations and cables related to emergency visitation travel (see 3 FAM 3746 and 3 FAH-1 H-3740), in accordance with agency authorities;

(11) Issue building access badges;

(12) Manage newcomer and temporary duty (TDY) orientation program and related materials;

(13) Establish and manage the local U.S. disbursing officer bank account;

(14) Provide support to the local international school, including grant management, accreditation surveys, and the school’s Suspense Deposit Abroad (SDA) accounting and voucher processing;

(15) Conduct surveys for cost of living allowance(COLA), per diem rates, education allowance, living quarters allowance/overseas housing allowance (LQA/OHA) (as needed), etc.;

(16) Negotiate hotel rates;

(17) Support employee recreation association and commissary boards; and

(18) Provide support structure for VIP visits (See 6 FAH-5 H-315, paragraph b, and 6 FAH-5 H-360; see Note 1 in 6 FAH-5 H-342.1-2, Budgeted Costs).

NOTE 1:  Sub-cost centers are not permitted in Basic Package.  Posts that offer a service that is available to all customer agencies should add that service to another cost center with an appropriate distribution factor.  For example, language classes that are offered for U.S. personnel should be added as a sub-cost center to cost center 6441-Human Resources-U.S. Citizen Services where the workload count is number of Americans serviced.

NOTE 2:  At posts where non-official VAT refunds require processing by the embassy, employees who process those VAT refunds may allocate an appropriate portion of their time to Basic Package to ensure an equitable sharing of the costs for this staff.  Time allocation related to processing official VAT refunds must be included in 6223-Vouchering Services.

NOTE 3:  Maintenance of accurate, up-to-date information on post staffing, including all family members, using the authorized system of record is included in this cost center to reflect the broad interagency use of this database, both at post and in Washington.  Because this database supports all agencies’ requirements, the time devoted to this function should be allocated to this cost center (see 6 FAH-5 H-342.11-1 paragraph a, Note 2).

NOTE 4:  Agencies must review the personnel information in the official system of record and certify it is accurate and complete.  USAID maintains its personnel data separately and is responsible for ensuring it is kept accurate and up-to-date; it is submitted to State-Washington on a regular basis and uploaded into the official system of record.

6 FAH-5 H-342.1-2  Budgeted Costs

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (e.g., residential rent and utilities, rest and recuperation (R&R) travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for locally employed (LE) staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center; and

(3)  Costs for specialized equipment, supplies and/or contracts needed in support of the above services (e.g., orientation materials, contract for COLA survey, building passes, light refreshments for mission awards ceremony [where authorized], etc.).

NOTE 1: Customer agencies requesting VIP visit support services will be direct-charged outside of the ICASS invoice process for all service provider staff overtime, transportation and lodging, meals and incidental expense costs.  The agency will also be direct-charged for the rental of any vehicles or other equipment and any services provided by vendors to support the visit.  The service provider, based on existing ICASS customer requirements and available staffing, will make the choice of using service provider staff or outside contractors.  See 6 FAH-5 H-363.1 for guidance on direct costs in support of visits and 6 FAH-5 H-363.2 for exceptions for TDY invoicing related to VIP visits.

NOTE 2:  Vehicle and related costs are not budgeted in this cost center.  Most of these costs are budgeted in 6145-General Services (see 6 FAH-5 H-342.7-2).

NOTE 3:  Charges for Basic Package Services should be a minimal part of the total ICASS budget at post and should not exceed six percent.

NOTE 4:  Although negotiating VAT issues falls under Basic Package, actual VAT costs are not budgeted in this cost center.  VAT should be allocated to the same cost center as the budgeted cost that results in the VAT expense.

6 FAH-5 H-342.1-3  Time Allocation

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

a. ICASS employees (USDH and LE staff, including EFMs) who directly perform the services outlined above should allocate an appropriate percentage of their time to this cost center.

b. Not appropriate in this cost center would be time allocation of employees who provide ad hoc support for occasional VIP visits (see 6 FAH-5 H-315, paragraph b).

c.  No USDH employee should allocate the majority of his/her time to this cost center.  For LE Staff, most will allocate only a small portion of their time to this cost center; exceptions may be appropriate for full-time quality coordinators or customer service center employees.

6 FAH-5 H-342.1-4  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of USDH, uniformed personnel, and certain authorized TCNs, U.S. contractors, or other staff as described in 6 FAH-5 H-352 Categories of Personnel, as reported in the authorized personnel system of record.  This is a static count as of May 1 (for additional guidance on how to count, particularly with respect to vacant/temporarily vacant positions, see 6 FAH-5 H-333.2, paragraph b (2) and (3)).

b. Locally-employed staff (including eligible family members (EFMs), summer/vacation hires, etc.), are not counted in Basic Package.

c.  Regional personnel based abroad are charged to Basic Package Services at their home post only, even if they are accredited to multiple countries (for more details see 6 FAH-5 H-393.3).

d. This cost center is mandatory and modifiable with post budget committee approval.  Generally, there should not be a need to modify the level of services for Basic Package Services.  However, there may be unique circumstances at post that warrant such modifications.  For example, if an agency not under chief of mission authority wishes to subscribe to ICASS services, a modification of the workload count in this cost center is authorized (see 6 FAH-5 H-394).  Post should establish a modification policy that clearly states the circumstances that would justify a modification (see 6 FAH-5 H-332.1).

NOTE 1:  The human resources section is responsible for ensuring the data in the official system of record is accurate and up-to-date; it becomes the basis for establishing the annual workload counts.  Once agency staffing reports are validated by customer agencies, the FMO should run a summary report from the official system and enter each agency’s workload counts into the ICASS software for cost centers that use capitation.

NOTE 2:  The workload count data for each category of employee is entered separately (by “distribution factor”) in the ICASS software.  Approved modifications may be applied to each distribution factor.

NOTE 3:  The workload count for Basic Package is used to spread the Washington-billed “below the line” costs for second destination transportation (SDT) charges related to APO/FPO/DPO posts and costs for the diplomatic pouch and mail (DPM) operation in Washington.

NOTE 4:  For entities with no physical presence or not under COM authority, see specific guidance in 6 FAH-5 H-393 and 6 FAH-5 H-394.

6 FAH-5 H-342.2  Community Liaison Office (CLO) Services (6443)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-342.2-1  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

This cost center is mandatory for every agency at post with personnel under Chief of Mission authority, including USDH, uniformed, and certain authorized TCNs and U.S. contractor staff (as described in 6 FAH-5 H-352 Categories of Personnel).  The CLO serves a key administrative function at post and provides a wide range of services including:

(1)  Provide welcome and orientation services; prepare and maintain welcome materials;

(2)  Provide pre-arrival information;

(3)  Maintain post sponsorship program;

(4)  Manage post’s formal orientation program;

(5)  Organize cultural activities, trips, seminars and other morale enhancing events;

(6)  Maintain liaison with host-country organizations, businesses and mission communities;

(7)  Identify family member employment opportunities both inside and outside the mission and provide employment information to families;

(8)  Manage the post Global Employment Initiative (GEI) (where applicable);

(9)  Maintain liaison with schools at post in order to provide information on educational options both at and away from post and on return to the United States;

(10) Maintain an information resource center accessible to the community and contribute to the post newsletter;

(11) Provide guidance and referral support during crises by identifying community resources and referring clients appropriately; and

(12) Liaise with the post’s RSO in areas of contingency planning and serving on the emergency action committee.

NOTE:  Managing the newcomer and TDY orientation program and related materials are included in Basic Package Services.

6 FAH-5 H-342.2-2  Budgeted Costs

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees in this cost center;

(3)  Costs for specialized supplies in support of the CLO program (e.g., local maps, tour guides, permanent holiday decorations, etc.);

(4)  Costs for specialized publications and subscriptions; and

(5)  Costs for contracts in support of the above services (e.g., publishing post newsletter, hiring cross-cultural speakers for post orientation program, etc.).

NOTE:  Costs for CLO training provided centrally by the Family Liaison Office (FLO) are funded by FLO and should not be included in the post budget.

6 FAH-5 H-342.2-3  Time Allocation

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. ICASS employees (USDH and LE staff, including EFMs) who directly perform or supervise the services outlined above should allocate their time to this cost center; CLO staff should allocate the majority of their time to this cost center.  Other ICASS personnel (e.g., the management officer, HRO or others) may allocate a percentage of time to this cost center to reflect supervisory or other responsibilities related to the services provided (e.g., overseeing the GEI program).  Recognizing the role of the CLO in some of the services listed in Basic Package (i.e., welcome and orientation services), an appropriate percentage of time should be allocated to 6150-Basic Package Services.

b. It is not appropriate for other non-CLO ICASS personnel to allocate their time to this cost center.  For instance, a motor pool chauffeur may routinely run errands for CLO and is simply performing his or her job responsibilities as a chauffeur.  This service is covered in 6145-General Services, and the CLO is included in the workload counts for 1901.0-ICASS and the related costs will be spread through ICASS Redistribution.

6 FAH-5 H-342.2-4  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of USDH, uniformed, and certain authorized TCN, U.S. contractor employees and others as described in 6 FAH-5 H-352, Categories of Personnel, plus all eligible family members (EFMs), including domestic partners listed on sponsors’ assignment orders, whether physically residing at post or not (see 14 FAM 511.3 for definition of eligible family member and 3 FAM 1610 for domestic partner).  This count should begin with the total used Basic Package and then add all family members, including domestic partners.  Family members who are employed in EFM positions are counted here as dependents.  This is a static count as of May 1 (for additional guidance on how to count, see 6 FAH-5 H-333).

NOTE 1:  Family members on Separate Maintenance Allowance (SMA) are not included in the workload count.

NOTE 2:  Members of household (MOH) are those persons who have accompanied or joined an employee assigned abroad and who the employee has declared to the chief of mission (COM) are part of his or her household, who will reside at post with the employee, and who are other than legitimate domestic staff.  MOHs do not include those persons who are family members or eligible family members within the meaning of the FAM (see 14 FAM 511.3 and 3 FAM 4180).  Although post is encouraged to allow the MOHs to participate in Community Liaison Office sponsored events and other post activities, MOHs are not included in workload counts.

b. Locally-employed staff are not included in the workload count for this cost center.

c.  This cost center is mandatory and modifiable with post budget committee approval (see 6 FAH-5 H-332.1).  Generally, there should not be a need to modify the level of CLO services provided.  However, there may be unique circumstances at post that would justify a modification.  For example, an agency located in a remote area may not have frequent access to CLO services and that may support a modification of the workload count (see 6 FAH-5 H-332.1 paragraph e (1)).  Where appropriate, post should grant a modification for family members not resident at post but who are on the employee’s travel orders (e.g., college students); such modifications would have to be done off-line.

NOTE 1:  The modified CLO workload counts are used to spread certain Washington costs of the Family Liaison Office program.

NOTE 2:  The human resources section is responsible for ensuring the data in the official system of record is accurate and up-to-date; it becomes the basis for establishing the annual workload counts.  Once agency staffing reports are validated by customer agencies, the FMO should run a summary report and enter each agency’s workload counts into the ICASS software for cost centers that use capitation.

NOTE 3:  For entities with no physical presence or not under COM authority, see specific guidance in 6 FAH-5 H-393 and 6 FAH-5 H-394.

6 FAH-5 H-342.3  Health Services (5624)

(CT:ICASS-57;   02-06-2017)

6 FAH-5 H-342.3-1  Description of Services

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

This cost center is mandatory for all agencies with personnel under chief of mission authority, including USDH, uniformed personnel, and certain authorized TCNs and U.S. contractor staff (as described in 6 FAH-5 H-352), with rare exceptions as outlined in 6 FAH-5 H-341.3-4.  ICASS customer agencies that are not under chief of mission authority may subscribe to health services if they are otherwise eligible (see 16 FAM 122).  Services in this cost center depend on the post and what services are available.  Some posts will work in coordination with a local or military hospital, some will have regional medical staff, some will have a staffed health unit, some will have contract staff, and some will rely on regional support and/or local facilities.  Services could include:

(1)  Staff and operate the health unit;

(2)  Administer first aid, immunizations, and medications;

(3)  Oversee medical evacuations (MEDEVAC) and related assistance;

(4)  Prepare/analyze medical reports;

(5)  Coordinate with local health facilities/personnel to identify, evaluate, recommend, provide referrals to, and make arrangements with local medical resources;

(6)  Serve as the Occupational Safety and Health Administration (OSHA) designated medical unit for first aid in the event of an on-the-job emergency;

(7)  Support medical evacuations from posts within the region, where applicable;

(8)  Identify and advise mission personnel on local health hazards and infectious diseases (e.g., wellness programs, HIV/AIDS, malaria, etc.), and wellness programs; and

(9)  Provide training for basic first aid, CPR, food handling and other courses as required.

6 FAH-5 H-342.3-2  Budgeted Costs

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees, and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for contracts for services in support of the functions outlined above;

(4)  Costs for medical supplies, vaccines, malaria medications, and specialized medical equipment for the health unit that are not funded centrally by the Office of Medical Services (MED) (See Note 1 in this section);

(5)  Costs for medical reference materials and publications; and

(6)  Costs for a dedicated vehicle and related fuel charges, where applicable;

NOTE 1:  Emergency preparedness kits (e.g., reserve medical unit kit) and supplies, pandemic influenza supplies, and antidotes for chemical or biological attack are funded centrally by MED Washington and are included in the MED “below-the-line” costs.  Purchase of all other emergency preparedness medical supplies, trauma and first aid kits, etc., are the responsibility of post.

NOTE 2:  Salary and related support costs for regional medical personnel are budgeted only at the regional employee’s "home" post.

NOTE 3:  Travel costs of regional medical personnel to serviced posts are centrally funded by MED and included in the MED “below-the-line” costs.

NOTE 4:  Costs related to continuing medical education (CME) for qualified USDH and LE health unit staff are centrally-funded by MED Washington and included in the MED “below-the-line” costs.  Costs for other training and related travel expenses that are not centrally-funded by MED are budgeted in cost center 8790-Miscellaneous Costs.

NOTE 5:  Routine overtime costs for the health unit are budgeted in this cost center, as appropriate (e.g., extended hours for administering flu vaccines, presentation of special health programs, unexpected after-hours emergencies, etc.).  All other overtime costs are direct-charged to the agency of the employee(s) requiring overtime services of the medical unit.

NOTE 6:  At posts approved by Washington as a designated MEDEVAC center supporting regional medical evacuations, a sub-cost center (5624-0001-Regional MEDEVAC) must be established (see 6 FAH-5 H-341.3-3, Time Allocation and 6 FAH-5 H-341.3-4, How to Count for more details).

NOTE 7:  ICASS does not fund MEDEVAC travel.  All costs are the responsibility of the sponsoring agency of the employee (see 16 FAM 511).  State/MED funds medical evacuation costs for all State and ICASS USDH employees and their eligible family members.

NOTE 8:  For personnel under chief of mission authority, DS/PSP/WMD uses non-ICASS funds to cover the cost of equipment to aid in surviving a chemical, biological, radiological, or nuclear attack (e.g., escape masks) (See 1 FAM 262.1-1(D)).

6 FAH-5 H-342.3-3  Time Allocation

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

a. ICASS employees (USDH and LE staff, including EFMs) who directly perform or supervise the services outlined above allocate their time to this cost center.  In general, all medical and directly related support personnel should allocate 100 percent of their time in support of the above services to this cost center.  As outlined in 6 FAH-5 H-315, paragraph b(2), at posts with a significant visitor workload that requires frequent special support by the health unit, it may be appropriate for the medical staff to allocate a small portion of time to 6150-Basic Package Services.

b. The management officer may allocate a portion of his or her time to this cost center to reflect oversight/supervisory responsibilities, as appropriate.

c.  While the medical staff may spend some of their time requesting supplies, managing personnel issues, etc., these functions are part of managing the health unit; their time is appropriately counted only in the health services cost center.

d. At IWG-approved MEDEVAC posts, medical personnel allocate an appropriate percentage of their time to the 5624-0001-MEDEVAC sub-cost center.

e. There are no time allocations of other ICASS employees that would be appropriate in this cost center or the MEDEVAC sub-cost center.

6 FAH-5 H-342.3-4  How to Count

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of USDH, uniformed personnel, and certain authorized TCN, U.S. contractor and others as described in 6 FAH-5 H-352, Categories of Personnel, as reported in the authorized system of record, plus all eligible family members (EFMs), including domestic partners (per 3 FAM 1610), whether physically residing full-time at post or not.  All of those included in the workload counts must meet MED’s eligibility requirements (see 16 FAM 122) and be included on the sponsors’ assignment orders.  Access to the embassy medical unit is limited to employees and EFMs with a valid MED clearance or administrative waiver (see 16 FAM 215).  This is a static count as of May 1.

NOTE 1:  Family members on separate maintenance allowance (SMA) are not included in the workload count.

NOTE 2:  Members of household (MOH) (see 3 FAM 4180), including parents designated as EFMs for purposes of travel (see 14 FAM 511.3), are not eligible for health services and therefore are not included in the workload count.

NOTE 3:  In rare circumstances, certain Department of Defense and other agency employees can be excluded from the counts in this cost center.  For example, when DOD elements reside on a host country military base and all their health services are met by the host country or other entity, including medevac support, such entities would not be counted in this cost center.

b. This cost center is mandatory and modifiable in limited circumstances with the approval of the post medical officer post budget committee approval as follows:

(1)  Agencies that do not have full access to available services due to geographic limitations.  Post must weigh any modification in the context of local conditions and the availability of local medical services.  For example, an agency employee may work and reside at such a distance from the embassy health unit that s/he does not have reasonable access to these services but they do receive support in medical emergencies or for medevac; for other routine medical support they rely on host country providers.  Such a situation might justify a .3 modification.  In other posts, there may be no local providers and employees rely on the health unit for immunizations, check-ups, etc., albeit on a more limited basis; this situation might justify a .6 modification; or

(2)  Agencies that provide their own full medical program (see NOTE 3 above).  For those agencies that have access to TriCare services, this does not automatically mean they are eligible for a modification.  The post medical officer must be consulted to determine what, if any modification is appropriate for such agencies given the conditions at post, access to and use of local medical facilities.

(3)  Where appropriate, post should grant a modification for family members not resident at post but who are on the employee’s travel orders (e.g., college students); such modifications would have to be done off-line.

NOTE 1:  The modified workload count for health services is used to spread the MED Washington “below-the-line” costs related to the overseas medical program.

NOTE 2:  This cost center is not mandatory for entities with no physical presence (see 6 FAH-5 H-393).  It is also not mandatory for entities not under chief of mission authority (see 6 FAH-5 H-394); if such agencies choose to subscribe, they must be otherwise eligible to receive health services (see 16 FAM 122).

c.  Agencies that are covered by a separate medical program (see paragraph a, NOTE 3 above) but are located in close proximity to the mission health unit must sign up for services at least at the 0.3 level because the health unit serves as the OSHA-designated first responder in the event of an on-the-job emergency.  If applicable, post must determine what is “close proximity” to the mission and establish the requirements for a modification in this cost center (see 6 FAH-5 H-332.1 paragraph e (1)).

d. Locally employed staff (LE staff) are not counted even though the chief of mission may have approved emergency/first aid service be provided to LE staff during working hours.  Other personnel approved by the chief of mission to receive limited services are also not counted (e.g., summer interns).

e. For the sub-cost center 5624-0001–Regional MEDEVAC, the workload count is the actual number of medevacs processed and is charged only to agency code 9913.0 (MEDEVAC.  Any services provided in other cost centers in support of the regional MEDEVAC office should be counted and entered under 9913.0–Regional MEDEVAC.  For example, if the financial management office routinely handles vouchers for the regional MEDEVAC office, the number of strip codes should be counted and entered under 9913.0 in the 6223-Vouchering Services cost center.  The costs included in the resulting invoice for 9913.0-MEDEVAC are billed out “below-the-line” and shared using the worldwide modified health services workload counts (with some unique adjustments).

NOTE:  The human resources section is responsible for ensuring the data in the official system of record is up-to-date, including information on dependents; it becomes the basis for establishing the annual workload count.  Reports from the official system of record should be provided to customer agencies for review and validation so the financial management section can enter the correct workload counts for cost centers that use capitation.

6 FAH-5 H-342.4  Information Management Technical Support Services (5458)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-342.4-1  Definition of Service

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

This cost center provides full support for OpenNet Plus (the State Department’s Sensitive But Unclassified (SBU) network) and all ICASS dedicated internet networks (DINs) (see 5 FAM 872 for additional information on DINS).  Basic services include:

(1)  Maintain platform for OpenNet Plus;

(2)  Install baseline hardware/software, including network infrastructure;

(3)  Install post-specific non-baseline software/hardware as approved by the information management office and the local Information Technology Change Control Board (ITCCB).  This service does not provide support for other agency networks (see NOTE 1);

(4)  Assist in obtaining training for State Department-approved baseline applications;

(5)  Install and maintain OpenNet Plus e-mail, system backup, and manage overall system security (e.g., User IDs, virus protection, patches, etc.);

(6)  Provide customer assistance or “help desk” services (including recommendations for systems or equipment requirements, replacements, and/or upgrades);

(7)  Support post programs for information management office-approved mobile communication devices that connect to OpenNet (such as smart phones, tablets, laptops, RSA tokens and fobs) where management of such programs falls under the IM section (see NOTE 2);

(8)  Provide specifications to enable customer agencies to purchase their own OpenNet computer equipment that they may need to connect with the service provider’s local area network (LAN); and

(9)  Maintain offsite unclassified network support at alternate command centers.

NOTE 1:  All locally approved change requests must be submitted to the Washington ITCCB for final approval.

NOTE 2:  For mobile communication device programs managed in ICASS, the cost of each device is direct-charged to the subscribing agency.

6 FAH-5 H-342.4-2  Budgeted Costs

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees, and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)    Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center; and

(3)    Costs for specialized equipment, supplies, and services required for the unclassified system (e.g., routers, encrypters, cabling, and bandwidth) and installation or upgrade of unclassified network infrastructure (See NOTE 7).

NOTE 1:  This cost center does not include the purchase of any computer equipment, software, printers, or other peripherals that a customer agency may need to connect to the service provider’s network.

NOTE 2:  Salary and related support costs of designated regional IM personnel who are funded in ICASS are budgeted at the employee’s "home" post.  (This does not include personnel at the Regional Information Management Centers [RIMC] who are not ICASS funded.)

NOTE 3:  Travel costs for IM regional personnel to supported posts are funded by State program and not budgeted in ICASS.

NOTE 4:  The Global IT Modernization (GITM) program for unclassified systems centrally funds the replacement of core network equipment (servers, backup and disaster recovery systems, network switches, and uninterruptible power supply (UPS) required for core equipment) and desktop workstations for all ICASS employees (including DS ICASS LGP positions) on a four-year replacement cycle (six years for monitors).  These costs are budgeted at the Washington level and invoiced to the agencies below-the-line based on each agency’s percentage share of the ICASS worldwide post invoice total.

NOTE 5:  Hardware and software requirements for ICASS offices beyond those that are covered under GITM are budgeted to the appropriate cost center, e.g., a color printer for the CLO section is budgeted to cost center 6443-CLO Services; a laptop for the financial management office is budgeted to the appropriate Financial Management Services cost center(s).

NOTE 6:  An agency located outside the chancery compound pays all costs related to connecting to OpenNet.

NOTE 7:  If a post requires long-term additional bandwidth, coordination with the regional bureau is required to ensure that recurring cost requirements are addressed in the budget process.

6 FAH-5 H-342.4-3  Time Allocation

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff, including EFMs) who directly perform or supervise the services outlined above allocate their time to this cost center.

NOTE 1:  State-Program IM employees are not budgeted in ICASS and they do not allocate their time to this cost center.  At posts with a single IM USDH position, post may use the non-ICASS Dual feature in the ICASS software to share the costs of this position.  If changes are required post must first consult with the regional bureau and then obtain ICASS Council concurrence on any required changes.

NOTE 2:  At posts with multiple USDH IM officers, the first position is State-Program, and the second one is always ICASS; this is generally the Information Systems Officer (ISO) (see 5 FAM 121.3).  Where there are more than two USDH IM officers, post should determine an appropriate mix of Program and ICASS positions.  If changes are required, post must first consult with the regional bureau and then obtain ICASS Council concurrence.

6 FAH-5 H-342.4-4  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the sum of two components:

(1)  The total number of post-serviced devices (e.g., workstations, printers, scanners/digital senders, mobile communication devices [e.g., smart phones, tablets, laptops, RSA tokens, fobs, etc.]) and any serviced device connected to an ICASS-managed DIN) (see NOTE 1); and

(2)  The total number of post-issued individual OpenNet user accounts.  The total number of individual OpenNet user accounts is weighted by a factor of 0.3 for all serviced agencies that maintain a separate IT network (see example below).

b. This is a static count as of May 1 (see following example):

Agency Count

# Devices

#User IDs x Wt Factor

Total

State

200

96 X 1 = 96

296

Public Dip.

275

65 X 1 = 65

340

ICASS

300

120 X 1 = 120

420

FCS *

2

6 X 0.3 = 1.8

3.8

DIA *

2

6 X 0.3 = 1.8

3.8

USAID *

2

12 X 0.3 = 3.6

5.6

FBI *

2

3 X 0.3 = 1

3

FAS **

8

6 X 1 = 6

14

* = Agency that maintains a separate IT network.  This example is for illustrative purposes only.

** = Non-State agency that does not maintain a separate IT network, but instead uses the State network for its IT needs.

NOTE 1:  One workstation (equal to one device) includes: a CPU, monitor(s), keyboard, mouse, CD-ROM drive, internal devices specific to the CPU, IRM-supplied PKI card reader, and speakers.  (The GITM baseline does not include a second monitor for a workstation; these are funded at post by the funding agency for the position.)  USB/serial port/LPT port connected devices which require separate drivers are counted as separate devices (e.g., mobile communication devices, printers, scanners/digital senders, secure thumb drives, cameras)

NOTE 2:  Sections that have additional specialized equipment (e.g., fingerprint devices, scanners, printers, video recorders) require increased workload device counts if the devices are supported by the IT staff.

NOTE 3:  OpenNet user IDs issued to employed eligible family members are counted as workload to the employing agency.  In rare circumstances where an OpenNet user ID is issued to a family member (not employed), the workload count is charged to the agency of the sponsoring employee.

NOTE 4:  The workload count for post serviced devices may include other related equipment only if ICASS staff spend time servicing and maintaining the equipment.  For example, uninterrupted power supply (UPS) equipment is typically replaced instead of repaired and therefore would not be included in the workload count.

c.  This cost center is not modifiable.

NOTE:  The information management section is responsible for gathering the annual workload count.

6 FAH-5 H-342.5  Local Guard Program Services

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

a. The four cost centers in this section cover all ICASS-funded local guard program (LGP) services for residential and nonresidential properties under the operational control of the regional security officer (RSO).  The local guard program services are mandatory for all personnel under Chief of Mission Authority.  It is the responsibility of the RSO to determine the appropriate type and level of guard services at each post.  A post security officer (PSO) serving at a constituent post implements the approved guard services directed by the RSO.  Post’s threat ratings on the Security Environment Threat List (SETL) impact post’s guard presence and requirements (see 12 FAH-6).

b. RSO Office:  The RSO is an ICASS service provider but the salary and related costs for USDH personnel assigned to the regional security office are DS-Program funded.  Workload counts related to the RSO staff, including RSO and ARSO positions funded by the Worldwide Security Program (WSP), as well as LE Staff and EFMs, are counted against 1942.0-State DS.

c.  Security Assessments:  Security assessments of residential and nonresidential properties are an RSO responsibility.  Travel and per diem costs for RSO staff to travel to distant locations to provide such assessments are direct-charged to the benefitting agency.

d. Marine Security Guard Program:  The Marine Security Guard (MSG) program is not related to the local guard program.  Refer to 6 FAH-5 H-375-MSG Program, for additional guidance.  Workload counts related to the Marine Security Guard office are counted against 1931.0-State-MSG Support.

e. Location Budgeting for LGP Costs:  Missions with constituent posts must create a location budget and activate appropriate cost centers for local guard services (5821, 5822, 5823 and 5826).

f.  Workload CountsWorkload counts related to all DS ICASS LGP staff (Local Guards, Local Guard Coordinators/Clerks, Residential Security Coordinators, Residential Security Technicians, etc.) are counted against 1901.0–ICASS in all cost centers where they receive services except as noted below.

NOTE 1:  All LE Staff workload counts are weighted at .2 in 6145-General Services.  In addition, LGP PSA guard workload counts should first be modified at the .3 level before being entered in the ICASS software and the .2 weighting is applied.

NOTE 2:  Workload counts for Surveillance Detection (SD) guards and bodyguards are charged to 1942.0-State DS in all cost centers where they receive services.  However, SD guards are handled the same way as LGP guards in 6145-General Services:  their workload counts are first modified at .3 before being entered in the ICASS software and the .2 weighting is applied.

NOTE 3:  Residential Security Coordinators, Residential Security Technicians, and Local Guard Coordinators and Clerks are counted in all cost centers where they receive services and no special modification or adjustment is applied.  Their workload is counted against 1901.0-ICASS.

NOTE 4:  Regional Security Technician positions that primarily focus on Forced Entry/Ballistic Resistant (FE/BR) products are DS Program funded and their workload is counted against 1942.0-State-DS.

NOTE 5:  LE Security Coordinators and Regional Security Technicians perform DS-Program duties and are funded by DS.  Workload counts related to these positions (LE staff or EFM) are charged to 1942.0–State DS.

g. LGP Vehicle Costs:  At posts with PSA guards, DS Washington funds the purchase of vehicles required for the LGP.  These costs are billed to the agencies “below-the-line” based on each agency’s percentage share of DS LGP costs at posts with PSA guards.  At posts with contract guards, vehicle costs are typically included in the contract; at posts where the contractor is unable to provide vehicles, DS will fund the requirement as outlined above.  Residential Security Coordinator and Residential Security Technician vehicles at both PSA and contract guard posts are funded by DS Program.

h. LGP Vehicle Maintenance Costs:  DS LGP vehicles funded with DS Washington ICASS funds typically receive ICASS vehicle maintenance services.  Costs for major repairs, fuel, auto parts, lubricants, auto supplies, etc., are funded by DS ICASS and are budgeted directly in the appropriate LGP cost centers.

i.  LGP Vehicle Proceeds of Sale:  Proceeds of Sale from DS LGP vehicles funded by Washington are returned to DS and will not be allotted back to post; these recovered funds will be used to meet worldwide ICASS LGP vehicle requirements.  DS LGP Vehicle Proceeds of Sale must be reported as outlined in the Diplomatic Security Financial Guidance.

j.  Personal Protective Equipment (PPE):  PPE equipment (e.g., gas masks, ballistic vests and protective body armor, shields, helmets, riot gear, etc.) is approved for certain posts.  When such equipment is required, it is funded by DS Program (FC 5829).

k. Maintenance of Security Equipment: There are many variables involved in identifying the appropriate funding source for maintaining vehicle barriers, x-ray equipment, technical security equipment, etc.  For detailed information, consult the Security Equipment Responsibilities Matrix on the DS website.  

l.  Funding for Residential Security Upgrades:  Residential security upgrades for properties acquired for a new USDH position are funded by the growing agency (for State employees, DS is the funding source).  Security upgrades required for a replacement operating lease are funded by DS Program at post, regardless of the occupant agency.

m. OBO Site Security:  Local guard costs related to OBO construction site security are funded by OBO and are not included in the post DS target; these costs are direct charged to OBO post allotments under either function code 7142 or 7913.  If OBO is using the post guard contract, post must ensure that all overhead costs (i.e., vehicles, communications equipment, VAT, etc.) and additional and emergency (A&E) hours related to the OBO project guards are included in the OBO guard invoice.  Workload counts related to the OBO local guard contract are counted against 1920.0-OBO Construction Projects.  At PSA posts, guards hired for OBO construction projects are OBO employees and all relevant workload counts are charged to 1920.0-OBO Construction Projects (see 12 FAH-7 H-324 paragraph b).  Costs for uniforms, security equipment, overtime, VAT, etc. are charged to OBO project fund sites.

NOTE 6:  Post-managed construction projects funded directly by OBO and that require additional guard coverage are funded from the post DS ICASS budget using existing A&E or overtime funds.

n. OBO Personnel:  Workload counts for OBO personnel assigned to post for construction management and site security and who subscribe to LGP services (e.g., 5821, 5823 and 5826) are charged to 1920.0-OBO Construction Projects.

o. Special Leased Property:  Properties leased for the sole purpose of providing DS ICASS Local Guard staff (whether PSA, contract, or local policemen) space to be used for shift changes, sleeping/rest quarters for night shift guards, uniform changes, storage of security equipment, LGP Command Post, etc., are considered non-residential properties and funded in OBO ICASS.  Furniture and furnishings required for this space is budgeted in DS ICASS.  Building operating costs (e.g., water, electricity, custodial items, etc.) are funded in regional bureau ICASS.  All workload counts related to such property are counted against 1901.0-ICASS.

p. Guard Services for Special Events:  See 12 FAH-7 H-324 for guidance.

q. Funding Responsibilities:  For detailed information on funding responsibilities for security-related costs see 15 FAM 165 Security Costs, 15 FAM 160 Funding Responsibilities of Agencies Occupying U.S. Government-Held Property, and 12 FAH-7 H-320 Program Funding.

6 FAH-5 H-342.5-1  Residential Local Guard Program Services (5821)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-342.5-1(A)  Definition of Service

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

This cost center covers dedicated local guard services, if required, at individual residential properties in the mission housing program, including properties acquired through the living quarters (LQA) or overseas housing allowance (OHA) programs.  The services may include:

(1)  Provide oversight, coordination, and quality assurance of the residential local guard program;

(2)  Supervise the residential guard force assigned to properties;

(3)  Ensure vehicle security inspection, pedestrian access control, and verification of individuals entering residential properties;

(4)  Prescreen visitors’ baggage, conduct physical checks of individuals, screen vehicles or other items through use of visual inspection and other means as determined by the RSO; and

(5)  Provide perimeter patrols of residential properties in accordance with Overseas Security Policy Board (OSPB) security standards.

6 FAH-5 H-342.5-1(B)  Budgeted Costs

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (including awards) for LGP LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) and the purchase, replacement and installation of prefabricated guard booths for LGP LE staff who allocate time to this cost center (see Note 1);

(3) Costs for LGP training, security supplies, uniforms, and security equipment  and related maintenance costs (e.g., radios, handcuffs, duty-belt, batons, whistles, etc.) for LGP LE staff who allocate time to this cost center (see Note 2);

(4)  Costs for auto fuel, auto parts, and supplies for dedicated residential LGP vehicles (see Note 3);

(5)  Costs associated with host-country police or military personnel assigned to residential properties (see Note 4); and

(6)  Costs for the local guard contract (where applicable), including any central working capital fund (WCF) surcharges that are assessed (see Note 5).

NOTE 1:  Installation of a prefabricated guard booth includes connecting it to appropriate utilities, as needed; related utility usage is funded by the occupant agency.  Construction of a permanent guard structure must be coordinated with OBO and is funded by the occupant agency.

NOTE 2:  At posts with armed local guards funded by contract, the cost of firearms is typically included in the contract; if the contractor is not able to purchase firearms, DS-Program funds the cost.  For armed PSA guards, DS-Program funds the firearms (see 12 FAH-7 H-621).

NOTE 3:  See 6 FAH-5 H-342.5 paragraphs g, h and I, and DS Annual Financial Guidance provided to posts, for details on LGP vehicle issues.

NOTE 4:  If post pays a police stipend for supplemental security services, the RSO is responsible for establishing an agreement with the host-country police or military personnel that outlines any supplemental security services to be provided and the compensation to be paid (see 12 FAH-7 H-322, paragraph e).

NOTE 5:  When budgeting for LGP contracts, post must include the cost breakdown provided in the contract for standard services, additional and emergency (A&E) services, vehicles, communication and other equipment, value added tax (VAT), Defense Base Act (DBA) insurance, WCF surcharges, etc.  Totals for each of these contract line items should be detailed in Post’s Budget Summary Worksheet.

NOTE 6:  Where appropriate, guards will be removed from vacant residences with no assigned occupant after 30 days, except for the Chief of Mission Residence (CMR) and Principal Officer’s Residence (POR) (see 12 FAH-6 H-140).

6 FAH-5 H-342.5-1(C)  Time Allocation

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Only LE staff guards who actually perform the guard services, their LE staff supervisors, and the Local Guard Coordinators or Clerks, allocate time to this cost center.  No USDH time is allocated to this cost center.

NOTE 1:  Some large posts may need to establish a Local Guard Coordinator and/or Local Guard Clerk position; this requires prior DS approval as well as approval by the post ICASS Council.  Where such positions exist, the incumbents should allocate their time to the cost center where they spend the majority of their time to avoid the need for multiple journal vouchers every pay period.

NOTE 2:  If post has a Residential Security Coordinator or Residential Security Technician, his/her time is allocated only to 5823-Mobile Patrol to ensure an equitable distribution of the costs associated with this position.

6 FAH-5 H-342.5-1(D)  How to Count

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the total annual guard hours assigned to each residence of a serviced agency based on the post guard schedule (Schedule A for a PSA guard force or Exhibit A at a post with a contractor-provided guard force).  Annual guard hours assigned to an apartment building occupied by multiple agencies are prorated based on each agency’s percentage share of total residential units in the apartment building.  This is a static count as of May 1.

b. This cost center is not modifiable.

NOTE 1:  For new USDH positions, residential guard costs should be included in the basic start-up costs outlined in the NSDD-38 process and direct-charged to the employee’s agency for the remainder of the current (arrival) fiscal year.  The workload and costs are fully incorporated in the next fiscal year budget.  However, if post’s LGP target includes or can absorb the increased residential guard costs for new USDH positions, post must include the prorated/adjusted workload counts (number of guard hours) in the next available budget of the current fiscal year.  If this is done, there is no direct charge to the agency.

NOTE 2:  If material changes to guard hours occur during the fiscal year (e.g., the security situation deteriorates and residential guard coverage changes from a 12/7 guard post to a 24/7 guard post), workload counts must be changed, as needed, in the next available budget and required funding adjustments coordinated with DS.  Unanticipated/unbudgeted changes that occur after submission of the final budget and that cannot be met within available resources may be submitted as a contingency fund request in accordance with guidance provided in 6 FAH-5 H-451.1-3 Contingency Funds.

NOTE 3:  The RSO is responsible for providing the workload counts (total number of guard hours/residence) for this cost center.

6 FAH-5 H-342.5-2  Nonresidential Local Guard Program Services/Single Agency Occupied Building (5822)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-342.5-2(A)  Definition of Service

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

This cost center covers local guard services for nonresidential stand-alone buildings that are occupied by a single agency (see Note).  The services provided are the same as those covered under 5826-Nonresidential Local Guard Program Services (see 6 FAH-5 H-342.5-4) and may include:

(1)  Provide oversight, coordination, and quality assurance of local guard program;

(2)  Supervise the guard force;

(3)  Ensure vehicle security inspection and pedestrian access control and verification of individuals entering the building, facilities, or compound;

(4)  Prescreen visitors’ baggage; conduct physical checks of personnel; screen incoming mail, parcels, vehicles, or other items through use of visual inspection, and other means as determined by the RSO;

(5)  Provide exterior patrols of buildings, facilities or compounds; and

(6)  Coordinate manning of roadblocks around stand-alone buildings, facilities, or compounds, and other duties at these sites as directed by the RSO.

NOTE:  Posts that have more than one stand-alone nonresidential building occupied by a single agency must create a sub-cost center for each property.

6 FAH-5 H-342.5-2(B)  Budgeted Costs

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

(1)  Salary, benefits, and related support costs (including awards) for LGP LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) and the purchase, replacement and installation of prefabricated guard booths for LGP LE staff who allocate time to this cost center (see Note 1);

(3) Costs for LGP training, security supplies, uniforms, and security equipment and related maintenance costs (e.g., radios, handcuffs, duty-belt, batons, whistles, etc.) for LGP LE staff who allocate time to this cost center (see Note 3);

(4)  Costs for auto fuel, auto parts, and supplies for dedicated nonresidential LGP vehicles (see Note 4);

(5)  Costs associated with host-country police or military personnel assigned to nonresidential properties (see Note 5); and

(6)  Costs for the local guard contract (where applicable), including any central working capital fund (WCF) surcharges that are assessed (see Note 6).

NOTE 1:  Installation of a prefabricated guard booth includes connecting it to appropriate utilities, as needed; related utility costs are funded by the occupant agency.  Construction of a permanent guard structure must be coordinated with OBO and construction costs would be funded by the occupant agency.

NOTE 2:  At single agency occupied buildings where specialized security equipment (e.g., CCTV, alarms, etc.) may be required to support guard services, the equipment cots are funded by DS ICASS and allocated to this cost center.  Routine maintenance of this equipment is charged to the occupant agency(ies).

NOTE 3:  At posts with armed local guards funded by contract, the cost of firearms is typically funded in the contract; if the contractor is not able to purchase firearms, DS-Program funds the costs.  For armed PSA guards, DS-Program funds the firearms (see 12 FAH-7 H-621).

NOTE 4:  See 6 FAH-5 H-342.5 paragraphs g, h, and i, and DS Annual Financial Guidance provided to posts, for details on LGP vehicle issues.

NOTE 5:  If post pays a police stipend for supplemental security services, the RSO is responsible for establishing an agreement with the host-country police or military personnel that outlines any supplemental security services to be provided and the compensation to be paid (see 12 FAH-7 H-322, paragraph e).

NOTE 6:  When budgeting for LGP contracts, post must include the cost breakdown provided in the contract for standard services, additional and emergency (A&E) services, vehicles, communication and other equipment, value added tax (VAT), Defense Base Act (DBA) insurance, WCF surcharges, etc.  Totals for each of these contract line items should be detailed in Post’s Budget Summary Worksheet.

NOTE 7:  Budget a stand-alone nonresidential building solely occupied by 1901.0-ICASS in a sub-cost center under 5826–Nonresidential Local Guard Program Services.  The workload count is charged to 1901.0-ICASS and this cost will be shared through ICASS Redistribution.  If the stand-alone nonresidential building is a warehouse that supports multiple ICASS functions and post uses the 9664-Warehouse Cost Pool to spread building operating costs and rent, post should use the same percentages to share the LGP costs.  Charge all warehouse space allocated to cost centers, plus any dedicated ICASS storage space, to 1901.0-ICASS.  If post does not use the Warehouse Cost Pool, all space is allocated to 1901.0-ICASS.

NOTE 8:  For details regarding OBO workload counts and LGP costs related to OBO construction site security, see 6 FAH-5 H-342.5 paragraph n.

6 FAH-5 H-342.5-2(C)  Time Allocation

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Only LE staff guards, who actually perform the guard services, their LE staff supervisors, and the Local Guard Coordinators and Clerks, allocate time to this cost center.  No USDH time is allocated to this cost center.

NOTE:  Some large posts may need to establish a Local Guard Coordinator and/or Local Guard Clerk position; this requires prior DS approval as well as approval by the post ICASS Council.  Where such positions exist, the incumbents should allocate their time to the cost center where they spend the majority of their time to avoid the need for multiple journal vouchers every pay period.

6 FAH-5 H-342.5-2(D)  How to Count

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the total annual guard hours assigned to a nonresidential single-agency occupied building based on the post guard schedule (Schedule A for a PSA guard force and Exhibit A for a contractor-provided guard force).  This is a static count as of May 1.

b. This cost center is not modifiable.

NOTE 1:  If material changes to guard hours occur during the fiscal year (e.g., the security situation deteriorates and additional guard hours are required), workload counts must be changed, as needed, in the next available budget and required funding adjustments coordinated with DS.  Unanticipated/unbudgeted changes that occur after submission of the final budget and that cannot be met within available resources may be submitted as a contingency fund request in accordance with guidance provided in 6 FAH-5 H-451.1-3 Contingency Funds.

NOTE 2:  The RSO office is responsible for providing the workload counts (total guard hours/building) for this cost center.

6 FAH-5 H-342.5-3  Mobile Patrol Local Guard Program Services (5823)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-342.5-3(A)  Definition of Service

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

This cost center covers mobile patrol local guard program services for residential properties.  Services provided may include:

(1)  Provide oversight, coordination, and quality assurance of the residential mobile patrol program;

(2)  Provide supervision and inspection of the mobile patrol guard force;

(3)  Provide inspections of residential properties, compounds and other designated buildings; and

(4)  Monitor residential alarms, provide alarm response, and dispatch mobile patrols.

NOTE:  In certain circumstances, the RSO may task the Mobile Patrol to also monitor non-residential USG buildings; workload counts for these non-residential properties would not be included in this cost center.

6 FAH-5 H-342.5-3(B)  Budgeted Costs

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (including awards) for LGP LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate nonresidential furniture and equipment (including related shipping and handling charges) for LGP LE staff who allocate time to this cost center;

(3)  Costs for LGP training, security supplies, uniforms, and security equipment and related maintenance costs (e.g., radios, handcuffs, duty-belt, batons, whistles, etc.) for LGP LE staff who allocate time to this cost center (see Note 1);

(4)  Costs for auto fuel, auto parts and supplies for dedicated mobile patrol LGP vehicles (see Note 2);

(5)  Costs associated with host-country police or military personnel assigned to mobile patrol services (see Note 3);

(6)  Costs associated with a Central Alarm Monitoring System (CAMS), where applicable (See Note 4); and

(7)  Costs for the local guard contract (where applicable), including any central working capital fund (WCF) surcharges that are assessed (see Note 5).

NOTE 1:  At posts with armed local guards funded by contract, the cost of firearms is typically included in the contract; if the contractor is not able to purchase firearms, DS-Program funds the cost.  For armed PSA guards, DS-Program funds the firearms (see 12 FAH-7 H-621).

NOTE 2: See 6 FAH-5 H-341.5 paragraphs g, h, and i, and DS Annual Financial Guidance provided to posts, for details on LGP vehicle issues.

NOTE 3:  If post pays a police stipend for supplemental security services, the RSO is responsible for establishing an agreement with the host-country police or military personnel that outlines any supplemental security services to be provided and the compensation to be paid (see 12 FAH-7 H-322, paragraph e).

NOTE 4:  For more details on funding issues related to CAMS, see 12 FAM 464.2 and 12 FAM 474.2d.

NOTE 5:  When budgeting for LGP contracts, post must include the cost breakdown provided in the contract for standard services, additional and emergency (A&E) services, vehicles, communication equipment, value added tax (VAT), DBA insurance, WCF surcharges, etc.  Totals for each of these contract line items should be detailed in the Budget Summary Worksheet.

6 FAH-5 H-342.5-3(C)  Time Allocation

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Only LE staff guards who actually perform mobile patrol guard services, their LE staff supervisors, LE Local Guard Coordinators and Clerks, LE Residential Security Coordinators, and LE Residential Security Technicians allocate time to this cost center.  No USDH time is allocated to this cost center.

NOTE 1:  Where they exist, the LE Residential Security Coordinator and LE Residential Security Technician position costs are budgeted in this cost center even if post does not have a mobile patrol program.  Allocating their time to this cost center provides the most equitable approach to sharing the costs using the number of residential units in the housing program.

NOTE 2:  When an Eligible Family Member (EFM) fills a Residential Security Coordinator or Residential Security Technician position, their salary costs are funded through DS/EX/HRM.  All other costs are ICASS funded and their workload counts are charged to 1901.0-ICASS.

NOTE 3:  Some large posts may need to establish a Local Guard Coordinator and/or Local Guard Clerk position; this requires prior DS approval as well as approval by the post ICASS Council.  Where such positions exist, the incumbents should allocate time to the cost center where they spend the majority of their time to avoid the need for multiple journal vouchers every pay period.

6 FAH-5 H-342.5-3(D)  How to Count

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of residential units (either single family house or apartment) assigned to an agency.  This is a static count as of May 1.

b. This cost center is not modifiable.

NOTE 1:  Mobile Patrol Guard services are usually not affected by the addition of new USDH positions, therefore, post may not direct charge agencies for this service in the arrival year; in addition, the ICASS software does not include any LGP costs in the Partial Year Invoice.  Therefore, new agencies would not be charged for this service in the arrival year.  The workload counts for this service must be incorporated in the next fiscal year budget.

NOTE 2:  Working with the GSO, the RSO is responsible for providing the workload counts for this cost center.

6 FAH-5 H-342.5-4  Nonresidential Local Guard Program (LGP) Services (5826)

(CT:ICASS-61;   07-18-2017)

6 FAH-5 H-342.5-4(A)  Definition of Service

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

This cost center covers local guard services for shared buildings, such as chanceries, annexes, warehouses, and may include:

(1)  Provide oversight, coordination, and quality assurance of local guard program;

(2)  Supervise the guard force;

(3)  Ensure vehicle security inspection and pedestrian access control and verification of personnel entering the chancery, annex, and any other nonresidential guarded ICASS buildings or facilities;

(4)  Prescreen visitors’ baggage; conduct physical checks of personnel; screen incoming mail, parcels, vehicles, or other items through use of visual inspection, and other means as determined by the RSO;

(5)  Provide perimeter patrols of the chancery and annex buildings or compound, warehouses, and other designated buildings; and

(6)  Coordinate manning of roadblocks around buildings, facilities, or compounds, and other duties at these sites as directed by the RSO.

6 FAH-5 H-342.5-4(B)  Budgeted Costs

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (including awards) for LGP LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) and the purchase, replacement and installation of prefabricated guard booths for LGP LE staff who allocate time to this cost center (see Note 1);

(3)  Costs for LGP training, security supplies, uniforms, security equipment and related maintenance costs (e.g. radios, handcuffs, duty-belt, batons, whistles, etc.) for LGP LE staff who allocate time to this cost center (see Note 3);

(4)  Costs for auto fuel, auto parts, and supplies for dedicated nonresidential LGP vehicles (see Note 4);

(5)  Costs associated with host-country police or military personnel assigned to nonresidential properties (see Note 5); and

(6)  Costs for the local guard contract (where applicable), including any central working capital fund (WCF) surcharges that are assessed (see Note 6).

NOTE 1:  Installation of a prefabricated guard booth includes connecting it to appropriate utilities, as needed.  Construction of a permanent guard structure must be coordinated with OBO and DS and appropriate funding identified.

NOTE 2:  At posts where specialized security equipment (e.g., CCTV, alarms, etc.) may be required to support guard services, such equipment is funded and coordinated by DS-Program or OBO.  Daily routine maintenance costs for this equipment are funded by ICASS (regional bureau); preventive maintenance and replacement parts are funded by DS/ST (see Security Equipment Responsibilities Matrix on the DS website).

NOTE 3:  At posts with armed local guards funded by contract, the cost of firearms is typically included in the contract; if the contractor is not able to purchase firearms, DS-Program funds the cost.  For armed PSA guards, DS-Program funds the firearms (see 12 FAH-7 H-621).

NOTE 4:  See 6 FAH-5 H-341.5 paragraphs g, h and i for details on LGP vehicle issues.

NOTE 5:  If post pays a policy stipend for supplemental security services, the RSO is responsible for establishing an agreement with the host-country police or military personnel that outlines any supplemental security services to be provided and the compensation to be paid (see 12 FAH-7 H-322, paragraph e).

NOTE 6:  When budgeting for LGP contracts, post must include the cost breakdown provided in the contract for standard services, additional and emergency (A&E) services, vehicles, communication and other equipment, value added tax (VAT), Defense Base Act (DBA) insurance, WCF surcharges, etc.  Totals for each of these contract line items should be detailed in Post’s Budget Summary Worksheet.

NOTE 7: See 6 FAH-5 H-342.5-2(B) Note 7 for details on how to budget for stand-alone buildings (office and/or warehouse) solely occupied by ICASS.

6 FAH-5 H-342.5-4(C)  Time Allocation

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

Only LE staff guards who actually perform the guard services, their LE staff supervisors, and Local Guard Coordinators and Clerks, allocate time to this cost center.  No USDH time is allocated to this cost center.

NOTE:  Some large posts may have a need to establish a Local Guard Coordinator and/or Local Guard Clerk position, which requires prior DS approval as well as approval by the post ICASS Council; where such positions exist, the incumbents should allocate time to the cost center where they spend the majority of their time to avoid the need for multiple journal vouchers every pay period.

6 FAH-5 H-342.5-4(D)  How to Count

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is based on total gross square meters assigned to each serviced agency.  This is a static count as of May 1.

b. The costs of an entire building or compound will be spread to each occupying agency in proportion to the gross square meters of nonresidential space they are assigned.  Conference rooms, theaters, workshops, file rooms, media rooms, etc., that are under the exclusive control of an agency will be included in their gross square meters assigned to determine their share of local guard costs.  All agencies will share in the support costs of common space such as hallways, lobbies, shared conference rooms, furnace/utility rooms, guard areas, etc., since these square meters are not included in any workload count.  (For detailed guidance on how to measure and how to count vacant space, see 6 FAH-5 H-342.12-2(D) for GO/CL properties and 6 FAH-5 H-342.12-4(D) for OL properties.)

c.  Compounds with residential and nonresidential properties: To allocate costs equitably, posts with compounds that contain both residential and nonresidential properties must combine the total square meters for all types of properties on the compound.  The total residential gross square meters occupied by each agency (as reported in the workload counts for 7810-GO/CL Residential Building Operations or 7850-OL Residential Building Operations) plus the total nonresidential gross square meters assigned to each agency (as reported in the workload counts for 7820-GO/CL Nonresidential Building Operations or 7860-OL Nonresidential Building Operations) will be the total workload for each agency in this cost center.  Post must include all properties on the compound (e.g., Ambassador’s Residence, DCM’s Residence, Marine Security Guard Quarters, apartment building, warehouse, chancery, annex, etc.) so that all square meters are properly allocated to the responsible agency.

d. This cost center is not modifiable.

NOTE 1:  Local guard services in this cost center are usually not affected by the addition of new USDH positions, therefore, post may not direct charge agencies for this service in the arrival year; in addition, the ICASS software does not include any LGP costs in the Partial Year Invoice.  Therefore, new agencies would not be charged for this service in the arrival year.  The workload counts for this service must be incorporated in the next fiscal year budget.

NOTE 2: The general services and/or facilities section is responsible for providing the measurements of all nonresidential and residential properties, broken down by agency, to the regional security officer (RSO) who then verifies which properties are provided guard services.  Once verified by the RSO, the general services/facilities section provides the final gross square meter totals for the ICASS workload count to the financial management office.

6 FAH-5 H-342.6  Security Services (5880)

(CT:ICASS-60;   04-20-2017)

6 FAH-5 H-342.6-1  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

This cost center is mandatory for all agencies at post with personnel under chief of mission authority, including USDH, uniformed personnel, and certain authorized TCNs, U.S. contractors, or other staff (as defined and identified in 6 FAH-5 H-352, Categories of Personnel), as well as locally employed staff.  Security office locally employed staff (LE staff) working in the security office perform a number of administrative services for all agencies at post, including:

(1)  Conduct background investigations for non-U.S. citizen LE staff and personal service contract (PSC) employees;

(2)  Assist with accident and security incidents;

(3)  Conduct special investigations (e.g., employee theft investigations);

(4)  Assist with general security issues (e.g., liaison with host-country security and police officials);

(5)  Take fingerprints for official purposes;

(6)  Review and recommend security enhancements for nonresidential space;

(7)  Maintain residential security files; and

(8)  Prepare informal translations for security-related matters.

NOTE 1:  Under the DS-funded Residential Security Program the regional security officer is responsible for reviewing and recommending security enhancements for residences for all American staff under COM authority (see 12 FAH-8 H-100).

NOTE 2:  The issuance of building access badges is a Basic Package Services.

6 FAH-5 H-342.6-2  Budgeted Costs

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate nonresidential furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for a dedicated vehicle and related fuel costs, where applicable; and

(4)  Costs for specialized security supplies, equipment, and equipment maintenance.

NOTE 1:  The cost of USDH regional security office (RSO) personnel is not budgeted in ICASS.

NOTE 2:  Travel and per diem costs for ICASS RSO staff to travel to distant locations in order to provide security assessments for residential and nonresidential properties should be direct-charged to the benefitting agency.

6 FAH-5 H-342.6-3  Time Allocation

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

a. ICASS employees (LE staff, including EFMs) who directly perform the services outlined above allocate their time to this cost center.  At posts with no RSO, this function is supervised by other ICASS USDH personnel; in these cases, such personnel may allocate an appropriate percentage of their time to this cost center.

b. The USDH regional security officer (RSO) staff is not ICASS-funded and their time is not allocated to this cost center.

NOTE:  ICASS security office staff who issue building access badges should allocate an appropriate percentage of their time to cost center 6150-Basic Package Services.

6 FAH-5 H-342.6-4  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of authorized LE staff as reported in the personnel system of record and USDH employees (including TCNs, U.S. contractors, and others as counted in Basic Package).  This is a static count as of May 1 (for additional guidance on how to count, see 6 FAH-5 H-333).

b. This cost center is modifiable in limited circumstances with post budget committee approval.  For example, some posts may have an agency that falls under COM authority but may be physically located a significant distance from the embassy in offices that are under the security umbrella of another entity to whom the RSO has transferred limited security related responsibilities.  This agency may be granted a modification.

NOTE 1:  The human resources section is responsible for ensuring the data in the official system of record is up-to-date, including information on LE staff; it becomes the basis for establishing the annual workload count.  Reports from the official system of record should be provided to customer agencies for review and validation so the Financial Management Section can enter the correct workload counts for cost centers that use capitation.

NOTE 2:  For entities with no physical presence or not under COM authority, see specific guidance in 6 FAH-5 H-393 and 6 FAH-5 H-394.

6 FAH-5 H-342.7  General Services (6145)

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

In ICASS lite, the nine general services cost centers used in ICASS Standard are combined into a single cost center.

6 FAH-5 H-342.7-1  Definition of Service

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

The services include:

(1)  Vehicle maintenance services:  This service covers the maintenance and repair of official vehicles, to include:

(a)  Schedule and perform routine maintenance;

(b)  Maintain appropriate records and reports for all serviced vehicles;

(c)  Serve as contracting officer’s representative (COR) for fleet management (if outsourced); and

(d)  Coordinate with local vendors on major repairs/overhauls;

NOTE:  This cost center does not include major overhauls, accident repairs, or any specialized maintenance that may be unique to a particular make or model of car or that requires specialized training, tools, or equipment.  These are the responsibility of the individual agency and are direct-charged;

(2)  Administrative supply services:

(a)  Maintain stock for routine office supplies and accountable forms;

(b)  Maintain inventory controls; and

(c)  Manage the issuing, recordkeeping and warehousing of supplies;

(3)  Procurement services:

(a)  Purchase goods and services using:

·         Simplified acquisition procedures;

·         Requisitions (e.g., against GSA schedules);

·         Delivery tickets against blanket purchase agreements (BPAs);

·         Solicitation of competitive quotes for purchases in excess of the micro-purchase threshold;

·         Non-personal services contracts;

·         Preparation of competitive and sole source solicitations; and

·         Micro-purchase cards and petty cash;

(b)  Award and administer contracts, including identifying vendors, writing specifications, and negotiating terms;

(c)  Prepare documentation for all types of procurement actions, consistent with U.S. Government and agency regulations;

NOTE 1:  This service does not include personal services agreements (PSAs) which are charged under 6445-Human Resources Services cost center.

NOTE 2:  Highly specialized procurements for customer agencies are the programmatic responsibility of the requesting agency.

(4)  Reproduction services:  This service is used in those posts that provide printing and reproduction services through a central facility to ICASS customer agencies.  Each post must establish standards in accordance with its capabilities or post circumstances.  This service may include printing documents, business cards, official invitations, flyers, posters, etc.;

NOTE:  Global Publishing Solutions (A/GIS/GPS) operate outside of ICASS;

(5)  Shipping and customs services: The actual services provided in this cost center may vary from post to post depending on local circumstances.  The services include:

(a)  Arrange for and oversee (as required) the packing, crating and forwarding of shipments; and

(b)  Perform necessary customs clearance actions for all incoming and outgoing shipments (e.g., official shipments, HHE, vehicles, pouches, equipment, etc.);

NOTE:  These services may be provided by ICASS personnel and/or by commercial provider, as appropriate.

(6)  Motor pool services:  This cost center includes all ICASS passenger and multi-use vehicles.  Vehicles used exclusively as utility vehicles (i.e., water trucks, maintenance vehicles, ambulances, etc.; see 6 FAH-5 H-314.6) are excluded from this cost center.  These costs are to be included in the utility vehicle cost pool:

(a)  Operate a central motor pool for the purpose of transporting personnel for official business or other authorized use (see 14 FAM 431); includes garaging and minor upkeep of ICASS vehicles (cleaning, checking tire pressure, etc.);

(b)  Dispatch vehicles in accordance with U.S. Government regulations and post policies; and

(c)  Maintain all required reports and records;

(7)  Warehouse operations services:  The following services apply to office and residential furniture, furnishings, equipment and appliances or other official non-expendable items under ICASS control:

(a)  Receive and properly document all incoming shipments, ensuring they are appropriately stored or delivered;

(b)  Maintain inventory control of stored and issued items (see Note 2);

(c)  Ensure appropriate warehousing and storage of property;

(d)  Pick-up and deliver furniture, furnishings and appliances; and

(e)  Dispose of official property;

NOTE 1:  As appropriate or required for agencies that subscribe to cost center 6145-General Services, an electronic and hard copy of their inventory will be provided from the service provider’s asset management system of record.

NOTE 2:  Agencies retain ownership of all property that they procure even if these items are stored in an ICASS warehouse.  Post is not authorized to issue or use other agency property without express permission from the property owner or a delegated representative.  For those agencies that do not subscribe to warehouse operations, but request dedicated storage space in the ICASS warehouse, post should establish internal controls to ensure that the property is not misappropriated.

(8)  Leasing services: Includes all phases of the leasing process for residential, nonresidential, or other space as required by a requesting agency, as follows:

(a)  Locate properties;

(b)  Assess the safety and structural integrity of buildings and the condition of building systems (e.g., electrical, plumbing, HVAC, etc.);

(c)  Coordinate with the RSO’s office on the review of properties for compliance with security requirements prior to leasing;

(d)  Evaluate properties to ensure they meet size requirements and/or are within the regulations;

(e)  Negotiate lease terms with the landlord or agent;

(f)   Follow-up with landlord to enforce provisions of the lease;

(g)  Initiate a lease or lease renewal according to U.S. Government regulations and host-country law (including seeking any required legal assistance in cases of dispute); and

(h)  Provide assistance with utility and telephone companies for initial connections and termination of services;

NOTE:  This service only covers leases signed by the U.S. Government contracting officer except as provided in 6 FAH-5 H-341.7-8(D), How to Count.

(9)  Travel services:  The following services may be performed by employees of several sections but should be reported as travel services:

(a)  Prepare travel orders;

(b)  Issue required travel documents;

(c)  Assist with arrival and departure in accordance with post policy;

(d)  Process flight reservation requests;

(e)  Process ground transportation reservation requests (e.g., train, rental vehicle, etc.);

(f)   Process other types of transportation requests (e.g., ferry, ship, etc.);

(g)  Process hotel accommodations requests;

(h)  Assist in obtaining visas for official travel; and

(i)   Oversee the work of the travel management center contractor (where applicable) including the processing of refunds and rebates to agencies.

NOTE:  With the deployment of eTravel systems under the Federal Government-wide eGOV, some functions, such as preparing travel orders, making reservations, etc., are intended to be performed entirely by the traveler.

6 FAH-5 H-342.7-2  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

The following budgeted costs apply to all areas of general services and are budgeted in this one cost center using the lite approach:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees, and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs associated with warehouse space (e.g., rent, utilities, etc.) in support of four of the major services:  warehouse operations, motor pool, vehicle maintenance, and administrative supplies the above services (see 6 FAH-5 H-314.2, paragraph c);

(4)  Contract costs for a commercial provider of some or all of the above services (if applicable);

(5)  Costs for specialized tools, supplies and equipment in support of these services, where applicable;

(6)  Costs for all inventory items purchased for the administrative supply operation (including related shipping and handling costs);

(7)  Costs for equipment maintenance, contracts, paper, toner, and other specialized supplies used by the central reproduction facility in support of the services provided;

(8)  Costs for replacement equipment for the reproduction section;

(9)  Costs for vehicle operating expenses (e.g., fuel, parking fees, tolls, licensing, insurance, etc.);

(10) Costs for routine parts and incidental supplies (e.g., filters, oil, lubricants, etc.) for motor pool vehicles;

(11) Costs for uniforms;

(12) Costs for physical and eye exams for motor pool drivers;

(13) Purchase or replacement of ICASS-owned passenger vehicles for the motor pool in accordance with established policies.  Depreciation amount for multi-year replacement funding for such vehicles is budgeted here if this amount is included in post’s financial plan.  This does not include armored vehicles funded by DS;

(14) Purchase or replacement of utility vehicles that support the services in this cost center (e.g., warehouse truck);

(15) Costs for real estate agents, local counsel and/or legal fees (see Notes 8 and 9 of this section);

(16) Costs for a travel management contract, where applicable (if not direct-charged); and

(17) Costs for specialized publications and subscriptions.

NOTE 1:  Vehicle maintenance:  Agencies will be direct-charged for parts or supplies for non-routine vehicle repair or maintenance jobs to their non-ICASS motor pool vehicle.  (See Note under a.  Definition of Service, 1.  Vehicle Maintenance, above).

NOTE 2:  Vehicle maintenance services:  Parts and supplies for repairing and maintaining ICASS vehicles (including those from motor pool consolidation) are budgeted to the cost center that the vehicle is assigned to.  For example, motor pool vehicles would fall under cost center 6145-General Services and parts in support of building operations vehicles would be budgeted in the 78XX-Buildling Operations cost centers.

NOTE 3:  ICASS is responsible for the cost to repair vehicles, both armored and non-armored, which have been contributed to a combined ICASS motor pool but which remain titled to the owning agency.

NOTE 4:  Administrative supply services:  All costs for ICASS administrative supplies are budgeted here, not in the individual cost centers.  Posts should not budget for administrative supplies that will be direct charged to customer agencies.

NOTE 5:  Shipping and customs services:  Actual shipping costs and clearance fees (i.e., transportation charges) for non-ICASS incoming and outgoing shipments are direct-charged to the serviced agency.

NOTE 6:  Motor pool services:  Costs for driver per diem for out-of-town trips is funded by the requesting agency.

NOTE 7:  Warehouse operations services:  The purchase of and related shipping costs for the non-expendable property controlled in this cost center are direct-charged to the ordering agency, including ICASS.

NOTE 8:  Warehouse operations services:  At posts with a residential furniture and appliance pool, contract costs for moving those items are budgeted in 6144-Furniture and Appliance Pool Services.

NOTE 9:  Leasing services:  Real estate agent fees are budgeted in ICASS only for those properties that will be ICASS-funded.  All other such fees are direct-charged to the benefiting agency.

NOTE 10:  Leasing services:  Costs for local counsel and/or legal fees when the matter is a general issue of local real estate law that pertains to all U.S. Government-signed local leases are charged to ICASS.  Costs related to a specific issue arising from an individual lease are direct-charged to the sponsoring agency of the lease under consideration.

NOTE 11:  Leasing services:  Travel and per diem costs for ICASS staff to travel to distant locations in order to provide leasing services should be direct-charged to the benefitting agency.

NOTE 12:  Travel services:  Budgeted costs do not include transaction fees charged by travel contractors which are direct-charged to the traveler.

6 FAH-5 H-342.7-3  Time Allocation

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

a. USDH and LE staff who directly perform or supervise the above services allocate their time to this cost center.

b. At posts with a pooled residential furniture program, employees must allocate an appropriate percentage of their time to 6144- Furniture and Appliance Pool Services to reflect the time spent moving and maintaining inventory of the pooled residential furniture.

6 FAH-5 H-342.7-4  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of USDH and other staff as counted in Basic Package (less any counts for institutional contractors) plus the number of LE staff weighted by 0.2.  For example, for an agency with 20 USDH employees and 50 LE staff receiving services, the calculation would be:  20 USDH + 10 (that represents 50 LE staff multiplied by 0.2) = 30.

b. Where there are no USDH employees, but an agency has LE staff at post receiving services, the LE staff employees are still counted and that number is multiplied by 0.2 to calculate the distribution factor.

c.  This cost center is modifiable with the agreement of the post budget committee.  Given the broad range of services provided in this cost center, each post must establish a policy that explains the circumstances which justify a modification to full service levels.  If a modification is approved, it is applied against the total calculated workload count that includes USDH as well as LE staff.

d. Where an agency has its own general services office and LE staff who receive only incidental services from the ICASS general services provider, then LE staff may be omitted from the workload count.  However, serviced agencies should recognize that the number of LE staff multiplied by 0.2 generally represents a minimal relative cost to pay to obtain the support available from the ICASS general services platform.

NOTE:  The human resources section, in partnership with the general services section, is responsible for collecting the annual workload counts.

6 FAH-5 H-342.8  Furniture and Appliance Pool Services (6144)

(CT:ICASS-19;   07-25-2011)

6 FAH-5 H-342.8-1  Definition of Service

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. Each post is responsible for determining if it will have a shared residential furniture and appliance pool.  The furniture and appliances supplied should be provided according to an established post residential furniture and appliance pool policy approved by the budget committee and may include:  ranges, refrigerators, washers, dryers, freezers, window-type air conditioners, transformers and voltage regulators, household furniture, rugs, draperies, lamps, and fabric for re-upholstery.  Care must be taken to provide transparency and equity in the distribution of items under this cost center to ensure the fullest possible participation by agencies at post.  For additional guidance on furniture pools see 6 FAH-5 H-471.8.  The service:

(1)  Ensures appropriate warehousing and storage of pooled furniture and appliances;

(2)  Picks up and delivers pooled furniture and appliances;

(3)  Removes and disposes of pooled furniture and appliances;

(4)  Maintains inventory control of pooled furniture and appliances; and

(5)  Repairs/reupholsters pooled furniture and equipment (if applicable under post policy).

b. Participation in this cost center is voluntary.

6 FAH-5 H-342.8-2  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Cost of furniture, furnishings and appliances (including related shipping and handling costs) for all items in the pool, if pooled furniture is budgeted in ICASS (see 6 FAH-5 H-471.8 and 6 FAH-5 H-471.9);

(4)  Costs for dedicated vehicles and related fuel charges;

(5)  Costs associated with warehouse space occupied by the residential furniture, furnishings and appliance pool (e.g., rent, utilities, etc.);

(6)  Costs for supplies and materials required for repairing/refurbishing government-owned furniture and equipment; and

(7)  Costs for contracts in support of the above services (e.g., moving, re-upholstery, etc.).

NOTE 1:  For those posts that direct-charge agencies for the annual replacement costs of furniture and appliances, instead of funding within ICASS, there are generally no furniture or appliance costs in this cost center.

NOTE 2:  When the annual contributions for furniture pools are direct-charged to agencies, the budgeted amount for ICASS USDH participants are entered in the individual USDH cost pools in the American staffing module in the ICASS software, and not in this cost center.  See 6 FAH-5 H-314.1 Note 1.

6 FAH-5 H-342.8-3  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above allocate their time to this cost center (e.g., NEPA staff, warehouse personnel, re-upholsterer, etc.).

NOTE:  The time allocation of personnel to this cost center is how the costs associated with managing a furniture and appliance pool are captured and charged only to subscribing agencies.

6 FAH-5 H-342.8-4  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. Count the number of housing units, by agency, furnished by the pool.  This is a static count as of May 1.

b. This cost center is modifiable provided that the basis for modification is established by written policy and approved by the post budget committee.  For example, at some posts some agencies may subscribe only to the appliance portion of the furniture and appliance pool.

NOTE:  The general services section is responsible for collecting the annual workload counts.

6 FAH-5 H-342.9  Information Management Services (6196)

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

ICASS Lite combines the three information management services cost centers described in ICASS Standard into one cost center.

6 FAH-5 H-342.9-1  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

The services include:

(1)  Pouching:

(a)  Receive and distribute incoming pouch materials, both classified and unclassified;

(b)  Prepare and forward outgoing pouches, both classified and unclassified; and

(c)  Maintain related records;

(2)  Mail and Messenger:

(a)  Sort, distribute and pick-up/deliver mail from local and APO/FPO or DPO sources;

(b)  Receive and deliver registered and express delivery (e.g., DHL, UPS, FedEx, etc.) shipments;

(c)  Transport mail to and from the airport;

(d)  Coordinate with local customs and airline personnel on mail shipments; and

(e)  Provide local messenger service;

(3)  Telecommunications and Radio:

(a)  Answer/direct telephone calls within mission offices;

(b)  Service official instruments connected to the switchboard;

(c)  Relocate/install instruments, circuits and systems;

(d)  Support for official cell phone program (for devices not connected to OpenNet), where applicable; and

(e)  Service and maintain the ICASS administrative network radios.

NOTE 1:  This service also includes support for official telephones connected to the switchboard that are installed in residential properties.

NOTE 2:  At posts where the cell phone program is managed by ICASS, a sub-cost center may be established if needed to equitably share the related costs; appropriate staff time and costs are allocated to the sub-cost center and the workload count would represent the number of devices per agency (roughly equivalent to a head count).  The actual cost of the device and related service charges are direct-charged to the subscribing agency.

6 FAH-5 H-342.9-2  Budgeted Costs

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees, and salary and benefits (e.g., health insurance, pensions) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for a dedicated vehicle and associated expenses, where applicable;

(4)  Transportation costs for unclassified pouches;

(5)  Contract costs in support of the above services;

(6)  Costs for rental of a post office box, where applicable;

(7)  Costs for the embassy telephone system (e.g., installation services, leased lines, fees), excluding long-distance toll costs that are direct-charged;

(8)  Costs for new/upgraded central telephone equipment; and

(9)  Costs for toll charges for local and long distance calls that cannot be identified with a specific agency (see Note 9).

NOTE 1:  Transportation costs for special pouches that include material for a single agency are direct-charged to that agency and are not included in the ICASS budget.

NOTE 2:  Special phone features and equipment or upgrades are direct-charged to the requesting agency.

NOTE 3:  At post where the official cell phone program is managed by ICASS, a sub-cost center may be established.  The purchase of and ongoing subscription charges for official cell phones and/or other mobile communication devices are direct charged to the using agency.  Any costs attributable to this program that cannot be direct-charged would be budgeted in this sub-cost center.

NOTE 4:  At those posts where local calls are metered and identifiable to a specific agency, related costs should be direct-charged.

NOTE 5:  At those posts using a long distance telephone service that charges a flat rate with unlimited usage, the annual service cost should be budgeted to this cost center (see 6 FAH-5 H-314.5).

NOTE 6:  Costs related to a radio network in support of ICASS administrative services (i.e., motor pool, LGP, facilities management, etc.) and costs related to placement of repeaters are budgeted in this cost center.  Lease costs for property where the ICASS radio network repeaters are mounted are ICASS funded.  These costs are budgeted to a sub-cost center 7860-XXXX BO Radio Repeater with a workload count of “1” and ICASS agency 1901.0-ICASS is the only subscriber.

NOTE 7:  All costs related to the DS ICASS LGP radio network (including replacement costs, radio repeaters, etc.) are funded in the DS ICASS LGP budget.

NOTE 8:  Costs related to the embassy emergency and evacuation (E&E) network are State Program funded.  Costs for radios provided to Emergency Action Committee members are funded by State-Bureau of Information Resource Management.  E&E radios provided to other staff members are funded by the employing agency.  Lease costs for property where the E&E radio repeaters are mounted are OBO funded and are not budgeted in ICASS.  For more details, see 5 FAM 540.

NOTE 9:  All charges for official long distance calls are direct-charged to the using agency to the extent possible.  All charges for official long distance calls, local calls, and costs for mobile communication devices for ICASS sections are budgeted to cost center 8790-Miscellaneous Costs.  But for those posts that do not direct charge customer agencies for telephone costs, the costs related to ICASS customers should remain in this cost center (see 6 FAH-5 H-314.5 paragraph c).

NOTE 10:  Based on prior year’s history, estimated costs for unidentifiable charges for official long distance calls for all non-ICASS agencies are budgeted to this cost center.

6 FAH-5 H-342.9-3  Time Allocation

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff, including EFMs) who directly perform or supervise the above services allocate their time to this cost center.

NOTE 1:  The Department of State is responsible for the E&E radio program.  ICASS radio technicians who work on the E&E radio program should allocate a portion of their time to cost center 0000-Non-ICASS dual position duties.  (See 5 FAM 540 for more information on radios.)

NOTE 2: If post has established a sub-cost center for an official cell phone program, ensure that an appropriate percentage of employee time is allocated to the sub-cost center.

6 FAH-5 H-342.9-4  How to Count

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of USDH and certain authorized TCNs, U.S. contractors or other staff as described in 6 FAH-5 H-352, Categories of Personnel, as reported in the authorized personnel system of record, who have subscribed to this service.  A subscribing agency with no USDH or other authorized personnel as noted above will have a workload count of “one” under the “other” distribution factor.

b. This is a static count taken as of May 1 (for additional guidance, see 6 FAH-5 H-333).

c.  This cost center is modifiable with post budget committee approval.  For example, an agency that does not have full access to available services due to its geographic location, provides its own mail services, or reception and telephone may request a modification.

NOTE:  The human resources section, in partnership with the information management section, is responsible for collecting the annual workload counts.

6 FAH-5 H-342.10  Financial Management Services (6225)

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

ICASS Lite combines the five financial management services cost centers described under ICASS Standard into one cost center.

6 FAH-5 H-342.10-1  Definition of Service

(CT:ICASS-85;   09-27-2018)
(Applies to participating ICASS agencies)

The services include:

(1)  Budgets and financial plans services:

(a)  Prepare and submit budgets, meeting the agreed upon deadlines and ensuring that the submission reflects customer’s needs based on current trends, analysis and customer’s input; and

(b)  Provide financial advice, analysis and budget presentations, including assistance to the ICASS council and the ICASS budget committee regarding ICASS financial and budget issues;

(2)  Accounts and records services:  This service is provided to all “serviced agencies” (i.e., those agencies that have accounting records maintained by CGFS Charleston or CGFS Bangkok):

(a)  Enter accounting transactions in the accounting system;

(b)  Ensure accounting records are accurate, remain within the funding limits, and are supported by valid obligation documents;

(c)  Certify funds availability;

(d)  Review and adjust current and prior year obligations on a regular basis; and

(e)  Provide automated accounting reports to serviced agencies;

NOTE:  The services provided in this cost center do not include the maintenance of “cuff records” for a non-serviced agency.

(3)  Vouchering services:

(a)  Prepare, audit (for completeness, accuracy, adequacy of documentation, and legality), and certify vouchers, and submit them for payment;

(b)  Ensure controls are in place to prevent duplicate payments;

(c)  Work with the disbursing center and vendors to achieve timely payments;

(d)  Track and resolve lost or missing payments;

(e)  Maintain control over certified documents/vouchers for the required period;

(f)   Retire records in accordance with records management requirements;

(g)  Provide assistance in preparing travel vouchers consistent with rules governing eTravel; and

(h)  Provide standard voucher audit detail reports (VADRs) (or electronic access to same);

(4)  Cashiering services:

(a)  Provide petty cash advances and reimbursements;

(b)  Execute cash payment vouchers;

(c)  Perform accommodation exchange and reverse accommodation exchange when commercial services are not available and in accordance with existing Department of State policy;

(d)  Perform collections; and

(e)  Process receipts from the sale of U.S. Government property.

6 FAH-5 H-342.10-2  Budgeted Costs

(CT:ICASS-85;   09-27-2018)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees, and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Cost for CGFS Post Support Unit to provide vouchering services and other financial services under the terms of a service level agreement; and

(4)  Costs for contracts in support of the above services where applicable.

6 FAH-5 H-342.10-3  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. USDH and LE staff who directly perform or supervise the below services allocate their time to this cost center.

b. In some posts employees in the financial management (FM) section perform some duties related time and attendance or payroll.  FM employees (and their supervisors) with such designated responsibilities should allocate an appropriate percentage of their time to cost center 6445 Human Resources.

6 FAH-5 H-342.10-4  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of strip codes processed for both cashier and non-cashier transactions (including journal vouchers, disbursements, advances, return of advances, revenue, expenditure refunds, cashier transactions, cashier collections, and cashier disbursements) plus accommodation exchange transactions as reported in the accounting systems(s) of record.  This is a cumulative count for the period May 1 through April 30.

b. This cost center is modifiable in limited circumstances with post budget committee approval.  Because of the wide range of services provided in this cost center and the workload distribution factor, each post must consider the level of effort involved in each service and determine what modification levels would be appropriate.  For example, a modification might be granted to an agency that maintains its own accounts and records and prepares its own budget and plans.  At some posts an agency may provide many of the above services for its employees but requires minimal post support to process allowance payments, thus justifying a modification.  At other posts an agency may certify its own vouchers and simply use one of the above services to process the payment; this would justify a modification.

NOTE:  The financial management section is responsible for collecting the annual workload counts.

6 FAH-5 H-342.11  Human Resources Services (6445)

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

ICASS Lite combines the two human resources services cost centers used in ICASS Standard into one cost center.

6 FAH-5 H-342.11-1  Definition of Service

(CT:ICASS-60;   04-20-2017)
(Applies to participating ICASS agencies)

a. Human resources–U.S. citizen services:  The services offered include support to U.S. direct-hire employees and certain authorized TCNs, U.S. contractors and others as described in 6 FAH-5 H-352:

(1)  Maintain post position schedules and related reports in the authorized personnel system of record;

(2)  Provide services related to health and life insurance selection, retirement plans, Thrift Savings Plan and other allotments;

(3)  Process documentation for changes to home of record, dependents, etc.  (whether through the relevant open season, change in family status or other);

(4)  Coordinate employee relations and grievance issues at post;

(5)  Process USDH employee evaluations;

(6)  Coordinate required ethics training;

(7)  Process mandatory financial disclosure forms;

(8)  Coordinate disciplinary actions;

(9)  Manage the mission awards program (see Note 1 below);

(10) Provide information and assistance in the assignment bidding process;

(11) Provide information and guidance on training and process training requests;

(12) Notify payroll centers of adjustment to allowances due to change in dependent status, change in family members at post, time away from post, leave in the United States, etc.; and

(13) Administer the post local language program (where applicable).

NOTE 1:  Some agencies process their own awards separate from the post awards program.  Their participation in the mission awards ceremony is a Basic Package Services and does not require subscription to this cost center.

NOTE 2:  In light of service number 5 in Basic Package, agencies do not need to subscribe to American HR services in order to be included in or receive the post staffing plan, or be entered in other State Department-mandated databases (i.e., post profiles, key officers list, etc.).

NOTE 3:  Posts that manage a local language program within ICASS should create a sub-cost center.  See 6 FAH-5 H-342.11-2 and 6 FAH-5 H-342.11-3 for related information.

b. Human resources services–locally employed staff (LE staff):  This cost center covers employment services for all local staff, including family member appointees.  Services include:

(1)  Maintain the local compensation plan in coordination with serviced agencies in order to recruit and retain qualified staff and manage related retirement, health and other benefits programs;

(2)  Classify positions;

(3)  Manage some or all aspects of recruitment, i.e., job announcements, applicant reviews, interviewing, selection, and salary determination;

(4)  Process required host-country documents;

(5)  Maintain the new employee orientation program;

(6)  Manage the performance evaluation process;

(7)  Manage the mission awards program (see Note 1 in the previous section on Human resources–U.S. citizen services);

(8)  Maintain LE staff handbook, in recognition of local labor law and in coordination with serviced agencies;

(9)  Administer the family member employment program;

(10) Provide career guidance, counseling, employee orientation and ensure employee awareness of rules and remedies governing EEO issues;

(11) Maintain liaison with host-country labor officials, keeping abreast of local labor laws, workers compensation programs, etc.; and

(12) Coordinate with local counsel, Department of State Office of the Legal Adviser, the Department of Justice and the employing agency, as necessary, on legal cases.

c.  Payrolling services:

(1)  Report and maintain records of time and attendance, pay, benefit, leave, allowances, and tax records for mission staff;

(2)  Coordinate scheduled periodic payments for LE staff retirement/insurance plans to the host government; and

(3)  Follow up on lost payroll checks and reconcile payroll problems with the payment center;

6 FAH-5 H-342.11-2  Budgeted Costs

(CT:ICASS-57;   02-06-2017)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees, and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center; and

(3)  Costs for legal fees.

NOTE 1:  Costs for local counsel and/or legal fees when the matter is related to general workplace issues affecting all LE staff are charged to ICASS.  Costs related to a specific issue or legal case are direct-charged to the relevant agency.

NOTE 2:  It is preferable to operate a post local language program outside of ICASS and direct-charge agencies in accordance with their usage.  If a post language program is funded through ICASS, a sub-cost center 6445-X001-PLP Host Language must be established to ensure that costs are charged only to subscribing agencies.

NOTE 3:  It is preferable to operate an English language program for LE Staff outside of ICASS and direct-charge customer agencies in accordance with their usage; costs for ICASS LE Staff are  budgeted in cost center 8790-Miscellaneous Costs.  If an English language program supports ICASS and other agency LE staff and is funded in ICASS, it is budgeted in a sub-cost center 6445-X002-PLP English.

6 FAH-5 H-342.11-3  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. USDH and LE staff employees who directly perform or supervise the services outlined above allocate their time to this cost center.

b. In some posts, the Financial Management section may perform some duties related to the time and attendance or payroll.  FM employees with such designated responsibilities should allocate an appropriate percentage of their time to this cost center.

NOTE 1:  If a sub-cost center is created for language training, employees who directly perform, support, or supervise the post local language program or the English language program should allocate their time to the appropriate language sub-cost center.

NOTE 2:  Section timekeepers who perform weekly time and attendance duties do not allocate time to this cost center.

6 FAH-5 H-342.11-4  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of USDH and certain authorized TCNs, U.S. contractors and others as defined in 6 FAH-5 H-352 and the total number of LE staff serviced (including EFMs hired under a FMA or temporary appointment, all other family members, and LE staff hired under a direct-hire appointment or PSA/PSC).  This is a static count taken as of May 1 (for further guidance on how to count, see 6 FAH-5 H-333).

b. This cost center is modifiable in limited circumstances with post budget committee approval.  For example, agencies that provide the majority of human resources services for their own staffs and utilize only limited services from this cost center would be granted a modification.  It is expected that all agencies with LE staff subscribe to this cost center at a minimum 0.3 level.  Any other modifications are based on the range of the above services being provided to each subscribing agency.

NOTE 1:  The human resources section is responsible for collecting the annual workload counts.

NOTE 2:  Because the ICASS platform maintains the local compensation plan that applies to all locally employed staff, all agencies must subscribe to HR services for their locally employed staff at least at the 0.3 level.

NOTE 3:  The workload count for a post language program sub-cost center is the total number of employees and family members taking the training.  Each individual is a count of “one” for the sponsoring agency.

NOTE 4:  The workload count for an English language program sub-cost center is the total number of employees taking the training.

NOTE 5:  The Department of State USDHs are generally the only subscribers to this cost center.  Non-state agency USDHs and marine security guards generally do not utilize these services and should not have a workload count in this cost center.  Post must justify workload counts for any non-State agencies.

6 FAH-5 H-342.12  Building Operations

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

a. General:

(1)  The building operations cost center is divided into four categories that reflect the type (nonresidential vs. residential) and ownership (Government-owned/capital lease vs. operating lease) of real property at post.  The policies and regulations governing the acquisition and use of real property are outlined in detail in 15 FAM and form the basis for the guidance provided in this section; and

(2)  The Department of State, through its Bureau of Overseas Buildings Operations (OBO), is the single real property manager (SRPM) for nonmilitary U.S. Government-held property abroad.  OBO is responsible for establishing, implementing, and overseeing all policies and procedures governing the real property program as outlined in 15 FAM.  Each post has a designated SRPM who is the post authority on real property management issues and serves as the official liaison with the Bureau of Overseas Buildings Operations.  State’s role as SRPM does not alter existing authorities and responsibilities of other agencies for real property management, e.g., USAID.

b. Basic principles:

(1)  The Department of State/OBO has funding responsibility for some functions related to GO/CL properties (see 15 FAM 630);

(2)  Occupying agencies are responsible for their share of building operating expenses (BOE) for U.S. Government-owned/capital lease (GO/CL) and operating lease (OL) nonresidential and residential properties.  These costs are outlined in the building operations cost centers below; and

(3)  USAID is responsible for maintenance and repair (M&R) and BOE costs associated with USAID property; and

(4)  Where costs can be attributed specifically to an agency, direct charging is the preferred method of billing (see 6 FAH-5 H-313, Direct Charging).

c.  Government-owned/capital lease properties (GO/CL):

(1)  Rent costs for shared nonresidential and residential space under capital lease are not included in ICASS; these lease costs are funded by OBO, regardless of the occupying agency, except for USAID properties under capital lease;

(2)  Building operating expenses (BOE) for GO/CL and OL nonresidential and residential properties as well as the building maintenance expenses (BME) for only nonresidential properties are the responsibility of the occupying agency, either through direct-charge (if the property is solely occupied by a single agency) or ICASS (if the property is shared);

(3)  USAID funds all operating costs for USAID properties; and

(4)  OBO approves and funds routine capital construction and repair and improvement projects for GO/CL nonresidential and residential property under the jurisdiction of the Department of State (see 15 FAM 621), except as follows:

(a)  Alterations peculiar to the needs of another agency (see 15 FAM 162.1, paragraph d(1)); and

(b)  Repairs necessitated by deliberate acts or negligence (see 15 FAM 162.1, paragraph d(2)).

d. Maintenance and repair, building operating, and building maintenance expenses:

(1)  Maintenance and repair:  Routine “maintenance and repair” (M&R), funded by the Department of State-OBO, provides for the preservation of GO/CL property in such condition that it can be effectively used for its intended purpose.  This would equate to actions that a good landlord would take to maintain a property in an acceptable condition as part of responsibilities to the tenant as well as to maintain the investment in the property;

(a)  Routine maintenance and repair (M&R) would include services and/or necessary materials (purchased in bulk, as appropriate) for items of a recurring nature such as painting, weather stripping, and termite repair.  It also includes services and/or materials used for items of a minor nature such as repairs of broken water pipes; replacement of broken/inoperable bathroom/kitchen fixtures; repairs to windows, doors, wooden shelving; repairs to a building system such as heating, central air-conditioning, and mechanical systems; repairs to electrical systems; repairs to floors (excluding carpet repair); and

(b)  Repair and improvement (R&I) projects are designed to restore a GO/CL building to a fully functioning condition, enhance the value of a building or change its functional nature by design, or to comply with building, and fire codes.  Such projects can include improvements to, or repair and/or replacement of building systems and structures, such as:  roof replacement; electrical rewiring; replacement of plumbing/sewer systems; the modernization of bathrooms and kitchens; replacing major parts of a building such as elevators, central heating, or air conditioning plant; or the repaving of a driveway.  In addition, these projects can include installing a new building system or adding a new kitchen or bathroom; changing the size, nature, or function of a facility such as enlarging or completely renovating bathrooms or kitchens; putting extensions of any kind on a building; combining two residential units into one or vice versa; and making nonresidential out of residential space or vice versa.

(2)  Building operating expenses:  Building operating expenses (BOE), funded by all occupying agencies through ICASS, are those costs associated with occupying buildings and related grounds, whether GO/CL or OL properties.  BOE includes the wages and benefits of the building operations staff (e.g., carpenters, building engineers, electricians, painters, plumbers, gardeners, custodians, etc.) but excludes the costs for the USDH facilities managers who are funded by OBO.  BOE also includes contracts and related supplies for providing custodial/janitorial, trash collection or window-washing services, and providing grounds care.  Also included are utility costs (excluding certain condo fees; see 15 FAM 168), operating fuel, municipal assessments and taxes, fire or comprehensive insurance on buildings and grounds (when required by local law), costs of necessary tools and equipment (including related shipping and handling charges), and the costs of vehicles and vehicle maintenance in support of building operations.

(3)  Building maintenance expenses:  Building maintenance expenses (BME) are a category of expenses within BOE that are specifically attributable to proper maintenance of the physical plant or major building systems of any U.S. Government-owned or leased nonresidential facility or compound.  BME covers only preventive maintenance service contracts related to building systems (i.e., water treatment systems, uninterruptible power supplies, generators, elevators, electrical, HVAC, etc.) associated with occupying the nonresidential property and it is not funded in ICASS (see 15 FAM 623).

NOTE:  BME does not cover preventive maintenance activities at operating lease nonresidential facilities that are a landlord responsibility.

e. Operating lease properties (OL):

(1)  ICASS: For shared residential or nonresidential, operating lease (OL) properties, lease costs and building operating expenses (BOE) such as utilities, custodial services, and other operating costs, are direct-charged where feasible (e.g., independent electric meters for an apartment building, identifiable lease costs for an apartment building, etc.) or billed through ICASS.  For residential and nonresidential property occupied by ICASS staff, lease costs and BOE are funded through ICASS and the costs are shared by all agencies through ICASS redistribution;

NOTE:  A shared property is any building occupied by two or more ICASS customer agencies.  ICASS does not need to be one of the tenants for a building to be considered a “shared” property;

(2)  Non-State:  For residential or nonresidential operating lease (OL) properties occupied solely by a single agency, lease costs and building operating expenses (BOE) such as utilities, custodial services, and other operating costs, are direct-charged to the occupying agency.  Agencies may subscribe to receive building operations services for OL nonresidential properties through ICASS if that is appropriate based on conditions at post, including the ICASS service provider’s ability to provide the service; and

(3)  State:  For residential or nonresidential operating lease (OL) properties where State (program) is the sole occupant, lease and related BOE costs are direct-charged to State; OBO funds the lease costs and the regional bureau (D&CP) funds BOE.

NOTE:  For guidance on transient or temporary quarters see 15 FAM 249, Transient or Temporary Duty (TDY) Housing.

6 FAH-5 H-342.12-1  U.S. Government-Owned/Capital Lease (GO/CL) Residential Building Operations (7810)

(CT:ICASS-25;   04-24-2012)

6 FAH-5 H-342.12-1(A)  Definition of Service

(CT:ICASS-25;   04-24-2012)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of GO/LTL residential properties and includes:

(1)  Ensure building systems are properly maintained by performing or contracting for preventive maintenance services (e.g., for electrical system, heating and air conditioning systems, fireplaces, elevators, and other mechanical building systems);

(2)  Perform or contract for routine maintenance services (e.g., repairing leaky faucets or broken pipes, repairing broken fixtures, repairing broken/inoperable windows and doors, repairing government-owned household appliances, etc.);

(3)  Perform or contract for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds for shared/common areas or facilities;

(4)  Ensure properties are prepared for new arrivals, conduct pre-occupancy and pre-departure inspections, and perform between occupant fix-ups;

(5)  Provide residential “hospitality/welcome kits” in accordance with post policy;

(6)  Repair/reupholster government-owned residential furniture and equipment in accordance with post policy (see Note 6 in 6 FAH-5 H-342.12-1(B), Budgeted Costs);

(7)  Provide security escort services for maintenance personnel as required in accordance with policy; and

(8)  Act as contracting officer’s representative (COR) on contracts for services in this cost center.

NOTE 1:  It is important to note the joint funding responsibilities in this cost center.  ICASS funds staff who perform this work while OBO funds materials and/or contracts (i.e., a contract for electrical repairs due either to unavailability of ICASS staff or job complexity beyond the capabilities of the ICASS staff) related to routine maintenance and repair work (see Note 1 in 6 FAH-5 H-342.12-1(B), Budgeted Costs).  For USAID-owned properties, see 6 FAH-5 H-342.12, subparagraph c(3).

NOTE 2:  While ICASS oversees the make-ready process for residential properties, related costs that are directly attributable to the property are direct-charged to the agency of the prospective occupant.  For example, the work performed may include services under a contract which would be direct-charged, or may include work performed by in-house staff and specific supplies and materials would be direct-charged.

6 FAH-5 H-342.12-1(B)  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for preventive maintenance contracts to service building systems (where applicable);

(4)  Costs for specialized tools and equipment (including related shipping and handling costs) required to support the above services;

(5)  Costs for the following items as they relate to common areas in shared residential properties:

(a)  Costs for custodial services (either contractor or in-house staff) and related supplies;

(b)  Costs for periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways, and grounds (see limitations in Note 2 of this section);

(6)  Costs for utilities (electricity, gas, water, operating fuel, etc.) for shared buildings, if not separately metered;

(7)  Costs for trash removal services for shared buildings;

(8)  Costs for vehicles dedicated to the services outlined above, including ongoing fuel usage;

(9)  Costs for specialized clothing and protective gear for employees who work in this cost center;

(10) Costs associated with space (e.g., workshops) occupied by maintenance personnel (e.g., rent, utilities, etc.);

(11) Costs for municipal assessments and taxes (when exemptions cannot be obtained);

(12) Costs for fire or comprehensive insurance on buildings and grounds (when required by local law);

(13) Costs for supplies and materials required for repairing/refurbishing government-owned residential furniture and equipment (see Note 6 below);

(14) Costs for supplies for “hospitality/welcome” kits; and

(15) Costs for supplies used in support of the above building operations services (for maintenance & repair supplies, see Note 1 of this section).

NOTE 1:  OBO funds routine maintenance and repair (M&R-7901) and repair and improvement (R&I) contracts and related supplies as outlined in 15 FAM 620.

NOTE 2:  Full grounds care for GO/CL residential properties occupied by the COM, deputy chief of mission (DCM), principal officer (PO) of a constituent post, U.S. representative to an international organization abroad (when PO), and Marine security guard quarters (MSGQ) are not funded in ICASS.  Full grounds care for similar properties occupied by the senior representatives of the foreign affairs agencies (USAID, FAS, and FCS) and the defense attaché are specifically approved and funded by the respective parent agency and are not funded in ICASS.

NOTE 3:  OBO’s facilities managers are directly funded by OBO and their salary and support costs are not budgeted in ICASS.

NOTE 4:  Agencies requesting services in excess of commonly provided levels will be charged directly for the additional costs that fall into the category of M&R.  If the nature of the service requested falls into the category of R&I then the agency must send a reimbursement to OBO and have it funded by the OBO R&I account.

NOTE 5:  Make-ready costs are direct-charged to the agency of the prospective occupant (see Note 2 in 6 FAH-5 H-342.12-1(A)).

NOTE 6:  At posts with a pooled residential furniture program, the costs related to repairing/refurbishing government owned residential furniture in the pool falls under cost center 6144-Furniture and Appliance Pool Services.

6 FAH-5 H-342.12-1(C)  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. Employees who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, etc.) allocate their time to this cost center.

b. Employees who perform one or some of the above services but are assigned specifically to one residence (e.g., the ambassador’s gardener) should be considered a program cost and not included in ICASS.

NOTE 1:  OBO facilities managers are not funded in ICASS and they do not allocate time to the building operations cost center.

NOTE 2:  For additional guidance on time allocation, see 6 FAH-5 H-314.2 paragraph b(3) Note 3 and 6 FAH-5 H-315.

6 FAH-5 H-342.12-1(D)  How to Count

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

a. The distribution factor is based on gross square meters occupied as outlined in 15 FAM Exhibit 238(2), Measuring Space for Residential Properties.  This is a static count as of May 1.

NOTE:  For posts moving into new facilities in the next fiscal year, and space assignments have not yet been finalized, the workload counts may be updated at the initial or final budget stage.  Post should consider creating a sub-cost center for the new facility for budgeting and allocation of costs.  Post must include an explanation in the Budget Summary Worksheet if workload counts are changed.

b. Stand-alone properties: The count is based on the gross square meters of the residence.

c.  Shared properties/residential compounds: The count is based on gross square meters occupied by each tenant agency.  For example, an apartment building has eight units: two are 1,800 gross square meters each, four are 2,250 gross square meters each, and two are 2,700 gross square meters each, for a total of 18,000 gross square meters.  The common areas of the building (e.g., laundry room, foyer, hallways, stairwells, etc.) total an additional 4,000 square meters but are not counted.  The costs related to the entire residential building or compound will be spread to each occupying agency in proportion to the gross square meters of space it occupies.  In the example above, an off-line calculation would yield the following:

Number of Units

Total Square Meters

% of Total Square Meters

Per Unit Share of Cost

1,800 sq.  meter units   2 X 1,800 =

     3,600

        20%

    10%

2,250 sq.  meter units   4 X 2,250 =

     9,000

        50%

    12.5%

2700 sq.  meter units   2 X 2,700 =

     5,400

        30%

    15%

TOTAL

   18,000

      100%

 

d. Compounds with residential and nonresidential properties: Posts with compounds that contain both residential and nonresidential (i.e., chancery, annex, consular annex, warehouse, etc.) properties must allocate costs in a transparent and equitable manner.  The first step is to calculate the total gross square meters of each building in order to determine portion of the costs that should be allocated to residential and nonresidential properties.  For example, a compound with a chancery (15,000 square meters), a warehouse (10,000 square meters), an apartment building (11,000 square meters), the ambassador’s residence (8,000 square meters), and MSGQ (6,000 square meters) is measured and the total gross square meters of all buildings is 50,000.  The nonresidential space totals 25,000 square meters (chancery and warehouse) or 50 percent of the total; this total (25,000 square meters) would be used for calculations in cost center 7820-Nonresidential Building Operations.

e. The remaining residential properties would be counted and charged according to their occupancy (e.g., the ambassador’s residence would be counted against ICASS agency code 1900.0-State and the MSGQ would be counted against ICASS agency code 1931.0-State-MSG Support); the apartment building would be allocated among the various tenant agencies according to the methodology outlined above (shared properties/residential compounds).  For example, in sharing the costs for grounds care on a compound, posts should use the overall percentages determined when calculating the gross square meters of the various residential and nonresidential buildings to divide the overall cost, then use the subsequent calculations (as outlined in “shared properties/residential compounds” above) to spread the costs to tenant agencies.

f.  This cost center is not modifiable.

NOTE:  The general services section, in partnership with the facilities section, is responsible for providing the measurements of all nonresidential and residential properties, broken down by agency.

6 FAH-5 H-342.12-2  U.S. Government-Owned/ Capital Lease (GO/CL) Nonresidential Building Operations (7820)

(CT:ICASS-25;   04-24-2012)

6 FAH-5 H-342.12-2(A)  Definition of Service

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of GO/CL nonresidential properties and includes:

(1)  Ensure building systems are properly maintained by performing or contracting for preventive maintenance services (e.g., for electrical systems, heating and air conditioning systems, fireplaces, elevators, and other mechanical building systems) (see 6 FAH-5 H-342.12 paragraph d(3) for definition of building maintenance expenses);

(2)  Perform or contract for routine maintenance services (e.g., repairing leaky faucets or broken pipes, repairing broken fixtures, repairing broken/inoperable windows and doors, etc.);

(3)  Perform or contract for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways, and grounds;

(4)  Provide custodial services (e.g., janitors, char force, carpet cleaners, window washers, building engineers, furnace persons);

(5)  Perform routine between occupant “fix-up” and prepare for new arrivals (see Note 3 in 6 FAH-5 H-342.12-2(B), Budgeted Costs);

(6)  Provide support for conference room set-up or configuration, as required;

(7)  Provide security escort services for maintenance personnel and contractors as required, where appropriate and in accordance with post policy (see Note 2 in this section);

(8)  Repair/reupholster government-owned nonresidential furniture and equipment in accordance with post policy; and

(9)  Provide expertise on space planning and utilization.

NOTE 1:  It is important to note the joint funding responsibilities in this cost center.  ICASS funds staff who perform this work while OBO funds materials and/or contracts (i.e., a contract for electrical repairs due either to unavailability of ICASS staff or job complexity beyond the capabilities of the ICASS staff) related to routine maintenance and repair work (see Note 1 in 6 FAH-5 H-342.12-2, Budgeted Costs).  For USAID-owned properties, see 6 FAH-5 H-342.12, subparagraph c(3).

NOTE 2:  Depending on post circumstances, it may be appropriate to establish a sub-cost center for security escort services if all agencies do not use the service.

6 FAH-5 H-342.12-2(B)  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for certain maintenance contracts (see NOTE 1);

(4)  Costs for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds for shared properties (see 6 FAH-5 H-342.12-2(D), How to Count);

(5)  Costs for vehicles dedicated to the services outlined in 6 FAH-5 H-342.12-2(A), including ongoing fuel usage;

(6)  Costs for specialized tools and equipment (including related shipping and handling costs) required to support the above services;

(7)  Costs for utilities (electricity, gas, water, operating fuel, etc.);

(8)  Costs for trash removal services;

(9)  Costs associated with space (e.g., workshops) occupied by maintenance personnel (e.g., rent, utilities, etc.);

(10) Costs for municipal assessments and taxes (when exemptions cannot be obtained);

(11) Costs for fire or comprehensive insurance on buildings and grounds (when required by local law);

(12) Costs for supplies and materials required for repairing/refurbishing government-owned nonresidential furniture and equipment; and

(13) Costs for supplies used in support of the above building operations services (for maintenance and repair supplies, see Note 1 in this section).

NOTE 1:  OBO funds routine maintenance and repair (M&R-7901) and repair and improvement (R&I) contracts and related supplies as outlined in 15 FAM 620.  OBO also funds contracts for the maintenance of major building systems under building maintenance expenses as part of the Maintenance Cost Sharing program (see 15 FAM 623).

NOTE 2:  When sharing costs for a compound with both residential and nonresidential buildings, posts should use the overall percentages determined when calculating the gross square meters of the various buildings to divide the overall cost, then use the methodology outlined below to spread the costs between cost center 7810-Residential Building Operations and 7820- Nonresidential Building Operations so that tenant agencies are appropriately charged.

NOTE 3:  Agencies requesting services in excess of commonly provided levels will be charged directly for the additional costs that fall into the category of M&R.  If the nature of service requested falls into the category of R&I, then the agency must send a reimbursement to OBO and have it funded by the OBO R&I account.

NOTE 4:  OBO’s facilities managers are directly funded by OBO and their salary and support costs are not budgeted in ICASS.

6 FAH-5 H-342.12-2(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, etc.) allocate their time to this cost center.

6 FAH-5 H-342.12-2(D)  How to Count

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

a. The distribution factor is based on gross square meters assigned to each agency.  Unassigned or vacant nonresidential space is charged to State-Program since the State Department is the Single Real Property Manager.  This is a static count as of May 1.

b. Gross square meters for nonresidential is calculated by determining the “footprint” of each agency or section (including dedicated workshops, conference rooms, file rooms, media rooms, etc.).  For example, the political section suite may contain eight individual offices, a file room, a dedicated conference room, and a common support area, all connected by interior halls or passageways.  The gross square meters is determined by measuring the perimeter of the suite and calculating the total area.  Conference rooms, theaters, and workshops, etc., that are under the exclusive control of an agency will be included in the calculation of their gross square meters.

c.  The common areas of the building (e.g., the main foyer, hallways, stairwells, utility areas, shared conference rooms, kitchenettes, etc.) are not counted, so that their support costs are spread in relative proportion to the gross square meters occupied by each agency.  These same percentages will be used to spread costs for exterior contracts (e.g., grounds care) and other building operating costs (e.g., utilities, cleaning contracts, etc.).

d. Warehouses:  Warehouses are measured in gross square meters and the floor space occupied determines how costs will be shared.  For tiered storage space, some fractional portion of the floor space is calculated and assigned to each agency occupying dedicated warehouse space.  See 6 FAH-5 H-314.2, paragraph c, for guidance on distributing costs for warehouse space that supports multiple cost centers and/or agencies.

e. Stand-alone building:  The count is based on the gross square meters of the property.

f.  Shared nonresidential building:  The count is based on gross square meters assigned to each tenant agency as outlined above.

g. Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential (i.e., chancery, annex, consular annex, warehouse, etc.) properties must allocate costs in a transparent and equitable manner.  The first step is to calculate the total gross square meters of each building in order to determine the portion of the costs that should be allocated to residential or nonresidential properties.  For example, a compound with a chancery (15,000 square meters), a warehouse (10,000 square meters), an apartment building (11,000 square meters), the ambassador’s residence (8,000 square meters), and MSGQ (6,000 square meters) is measured and the total square meters of all buildings is 50,000.  The residential space totals 25,000 square meters (apartment building, ambassador’s residence and the MSGQ), or 50 percent of the total and is used for calculations in 7810-Residential Building Operations.  The remaining space, 15,000 square meters for the chancery and 10,000 square meters for the warehouse, must now be divided among the various occupying agencies using the methodology outlined above.

h. This cost center is not modifiable.

NOTE 1:  The general services section, in partnership with the facilities section, is responsible for providing the measurements of all nonresidential and residential properties, broken down by agency.

NOTE 2:  For posts moving into new facilities in the next fiscal year, and space assignments have not yet been finalized, the workload counts may be updated at the initial or final budget stage.  For budgeting and allocation of costs, posts may create a sub-cost center for the new facility during the transition year.  Post must include an explanation in the Distribution Worksheet if workload counts are changed.

6 FAH-5 H-342.12-3  Operating Lease (OL) Residential Building Operations (7850)

(CT:ICASS-25;   04-24-2012)

6 FAH-5 H-342.12-3(A)  Definition of Service

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of operating lease residential properties.  Landlord responsibilities vary from post to post (both in practice and according to local law) and it may be necessary to adjust the kinds of services provided by the mission based on local conditions.  The services include:

(1)  Work with the landlord to ensure reasonable and necessary repairs are made properly and on time and/or performing minor repairs with contractors or in-house staff, as appropriate;

(2)  Ensure properties are prepared for new arrivals, conduct pre-occupancy and pre-departure inspections, and perform routine between occupant fix-ups (e.g., painting, minor repairs);

(3)  Provide residential “hospitality/welcome kits” in accordance with post policy;

(4)  Provide security escort services for maintenance personnel in accordance with post policy; and

(5)  Repair/reupholster government-owned residential furniture and equipment in accordance with post policy (see Note 4 in 6 FAH-5 H-342.12-3(B) Budgeted Costs).

NOTE:  While ICASS oversees the make-ready process for residential properties, related costs that are directly attributable to the property are direct-charged to the agency of the prospective occupant.  For example, the work performed may include services under a contract which would be direct-charged, or may include work performed by in-house staff and specific supplies and materials would be direct-charged.

6 FAH-5 H-342.12-3(B)  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate nonresidential furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for specialized tools and equipment (including related shipping and handling charges) required to support the above services;

(4)  Costs for the following items as they relate to common areas in shared residential properties:

(a)  Costs for custodial services (either contractor or in-house staff) and related supplies;

(b)  Costs for periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways, and grounds (see limitations in Note 1 in this section);

(5)  Costs for utilities (electricity, gas, water, operating fuel, etc.) for shared properties;

(6)  Costs associated with warehouse space (e.g., workshops) occupied by maintenance personnel (e.g., rent, utilities, etc.);

(7)  Costs for trash removal services for shared properties;

(8)  Costs for specialized clothing and protective gear;

(9)  Costs for fire or comprehensive insurance on buildings and grounds for shared properties (when required by local law);

(10) Costs for vehicles dedicated to the services outlined above, including ongoing fuel usage;

(11) Costs for “hospitality/welcome kits”;

(12) Costs for supplies and materials required for repairing/refurbishing government-owned residential furniture and equipment (see Note 4); and

(13) Costs for supplies used in support of the above building operating services.

NOTE 1:  Full grounds care for OL residential properties occupied by the COM, deputy chief of mission (DCM), principal officer (PO) of a constituent post, U.S. representative to an international organization abroad (when PO), and Marine security guard quarters (MSGQ) are not funded in ICASS.  Full grounds care for similar properties occupied by the senior representatives of the foreign affairs agencies (USAID, FAS, and FCS) and the defense attaché are specifically approved and funded by the respective parent agency and are not funded in ICASS.  Grounds care responsibilities for occupants of other properties are outlined in 15 FAM 632.3.

NOTE 2:  Make-ready costs are direct-charged to the agency of the prospective occupant (see Note 6 FAH-5 H-342.12-3(A)).

NOTE 3:  OBO’s facilities managers are directly funded by OBO and their salary and support costs are not budgeted in ICASS.

NOTE 4:  At posts with a pooled residential furniture program, the costs related to repairing/refurbishing government owned residential furniture in the pool falls under cost center 6144- Furniture and Appliance Pool Services.

6 FAH-5 H-342.12-3(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, etc.) allocate their time to this cost center.  In some posts, liaison with the landlord may be done by ICASS employees in the maintenance, leasing or contracting offices.  Post should ensure that employees and their supervisors who perform this function allocate an appropriate percentage of time to this cost center to reflect those responsibilities.

6 FAH-5 H-342.12-3(D)  How to Count

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

a. The distribution factor is based on gross square meters occupied as outlined in 15 FAM Exhibit 238(2), Measuring Space for Residential Properties.  This is a static count as of May 1.

b. Stand-alone properties:  The count is based on the gross square meters of the residence.

c.  Shared properties/residential compounds:  The count is based on gross square meters occupied by each tenant agency.  For example, an apartment building has eight units:  two are 1,800 gross square meters each, four are 2,250 gross square meters each, and two are 2,700 gross square meters each, for a total of 18,000 gross square meters.  The common areas of the building (e.g., laundry room, foyer, hallways, stairwells, etc.) total an additional 4,000 square meters but are not counted.  The costs related to the entire residential building or compound will be spread to each occupying agency in proportion to the gross square meters of space it occupies.  In the example above, an off-line calculation would yield the following:

Number of Units

Total Square Meters

% of Total Square Meters

Per Unit Share of Cost

1,800 sq.  meter units   2 X 1,800 =

    3,600

       20%

     10%

2,250 sq.  meter units   4 X 2,250 =

    9,000

       50%

     12.5%

2700 sq.  meter units   2 X 2,700 =

    5,400

       30%

     15%

TOTAL

    18,000

       100%

 

d. This cost center is not modifiable.

NOTE:  The general services section, in partnership with the facilities section, is responsible for providing the measurements of all nonresidential and residential properties, broken down by agency.

6 FAH-5 H-342.12-4  Operating Lease (OL) Nonresidential Building Operations (7860)

(CT:ICASS-54;   08-01-2016)

6 FAH-5 H-342.12-4(A)  Definition of Service

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of shared OL nonresidential properties and includes:

(1)  Work with the landlord to ensure reasonable and necessary repairs are made properly and on time, the building infrastructure and grounds are properly maintained and/or perform minor repairs with contractors or in-house staff, as appropriate;

(2)  Provide or contract for custodial services;

(3)  Perform routine between occupant “fix-up” and prepare for new arrivals (see Note 2 in 6 FAH-5 H-342.12-4(B), Budgeted Costs);

(4)  Provide security escort services for maintenance personnel as required, in accordance with post policy (see Note in this section); and

(5)  Repair/reupholster government-owned nonresidential furniture and equipment in accordance with post policy.

NOTE:  Depending on post circumstances, it may be appropriate to establish a sub-cost center for security escort services if all agencies do not use the service.

6 FAH-5 H-342.12-4(B)  Budgeted Costs

(CT:ICASS-41;   10-27-2014)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for locally employed (LE) staff who allocate their time to this cost center;

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center;

(3)  Costs for shared buildings, including:

(a)  Rent;

(b)  Periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds;

(c)  Utilities (electricity, gas, water, operating fuel, etc.);

(d)  Trash removal services;

(e)  Maintenance and repair (See Note 3 below);

(4)  Costs for specialized tools and equipment (including related shipping and handling charges) required to support the above services;

(5)  Costs for specialized clothing and protective gear for employees performing the services outlined above;

(6)  Costs (e.g., rent, utilities, etc.) associated with warehouse space occupied by maintenance operations (e.g., workshops);

(7)  Costs for fire or comprehensive insurance on buildings and grounds (when required by local law);

(8)  Costs for vehicles dedicated to the services outlined above, including ongoing fuel usage;

(9)  Costs for supplies and materials required for repairing/refurbishing Government-owned nonresidential furniture and equipment; and

(10) Costs for supplies used in support of the above building operations services.

NOTE 1:  When sharing costs for a compound with both residential and nonresidential buildings, posts should use the overall percentages determined when calculating the gross square meters of the various buildings to divide the overall cost, then use the methodology outlined below to spread the costs between cost center 7850-Residential OL Building Operations and cost center 7860- Nonresidential OL Building Operations so that tenant agencies are appropriately charged.

NOTE 2:  Agencies requesting services in excess of commonly provided levels (i.e., special between-occupant fix-up, more frequent cleaning, minor structural changes) will be charged directly for the additional cost.  For instance, the costs for making a minor nonresidential change (e.g., removing a non-load bearing wall after approval by the landlord) will be charged to the requesting agency for the initial change and then for restoration to the original condition upon vacating the space.

NOTE 3:  In cases where the landlord refuses to fund maintenance costs or local law dictates that maintenance is the tenant's responsibility, OBO will fund required M&R costs for operating lease nonresidential properties within the OBO ICASS target.

NOTE 4:  OBO’s facilities managers are directly funded by OBO and their salary and support costs are not budgeted in ICASS.

6 FAH-5 H-342.12-4(C)  Time Allocation

(CT:ICASS-8;   08-11-2008)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, etc.) should allocate time to this cost center.  In some posts, liaison with the landlord may be done by ICASS employees in the maintenance, leasing, or contracting offices.  Post should ensure that employees and their supervisors who perform this function allocate an appropriate percentage of time to this cost center to reflect those responsibilities.

6 FAH-5 H-342.12-4(D)  How to Count

(CT:ICASS-54;   08-01-2016)
(Applies to participating ICASS agencies)

a. The distribution factor is based on gross square meters assigned to each agency.  Unassigned nonresidential space is handled differently in OL properties.  Under ICASS, customer agencies are required by 6 FAH-5 H-016.5 to provide 6 months' notice on or before April 1 or October 1 prior to terminating a service; this also applies to vacating shared OL nonresidential space.  During the 6-month notification period, the vacating tenant continues to bear the cost of the space unless another tenant is assigned.  After the required notification period expires, costs related to unassigned nonresidential space are charged  proportionally to the remaining tenants as required by 15 FAM 162.2, although the Director of the Bureau of Overseas Buildings Operations has the authority to grant an exception in unusual circumstances.  This is a static count as of May 1.

b. Gross square meters for nonresidential space is calculated by determining the “footprint” of each agency or section (including dedicated workshops, conference rooms, file rooms, media rooms, etc.).  For example, the political section suite may contain eight individual offices, a file room, a dedicated conference room, and a common support area, all connected by interior halls or passageways.  The gross square meters is determined by measuring the perimeter of the suite and calculating the total area.  Conference rooms, theaters, and workshops that are under the exclusive control of an agency will be included in the calculation of their gross square meters.

c.  The common areas of the building (e.g., the main foyer, hallways, stairwells, utility areas, shared conference rooms, kitchenettes, etc.) are not counted so that their support costs are spread in relative proportion to the gross square meters occupied by each agency.  These same percentages will be used to spread costs for exterior contracts (e.g., grounds care) and other building operating costs (e.g., utilities, cleaning contracts, etc.).

d. Warehouses: Warehouses are measured in gross square meters and the floor space occupied determines how costs will be shared.  For tiered storage space, some fractional portion of the floor space is calculated and assigned to each agency occupying dedicated warehouse space.  See 6 FAH-5 H-314.2 paragraph c, for guidance on distributing costs for warehouse space that supports multiple cost centers and/or agencies.

e. Stand-alone building:  The count is based on the gross square meters of the property.

f.  Shared nonresidential building:  The count is based on gross square meters occupied by each tenant agency as outlined above.

g. Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential (i.e., chancery, annex, consular annex, warehouse, etc.) properties must allocate costs in a transparent and equitable manner.  The first step is to calculate the total gross square meters of each building in order to determine the portion of the costs that should be allocated to each type of property, residential or nonresidential.  For example, a compound with a chancery (15,000 square meters), a warehouse (10,000 square meters), an apartment building (11,000 square meters), the ambassador’s residence (8,000 square meters) and MSGQ (6,000 square meters) is measured and the total gross square meters of all buildings is 50,000.  The residential space totals 25,000 square meters (apartment building, ambassador’s residence and the MSGQ), or 50 percent of the total and is used for calculations in cost center 7850-Residential Building Operations.  The remaining space, 15,000 square meters for the chancery and 10,000 square meters for the warehouse, must now be divided among the various occupying agencies using the methodology outlined above.

h. This cost center is not modifiable.

NOTE 1:  The general services section, in partnership with the facilities section, is responsible for providing the measurements of all nonresidential and residential properties, broken down by agency.

NOTE 2:  For posts moving into new facilities in the next fiscal year, and space assignments have not yet been finalized, the workload counts may be updated at the initial or final budget stage.  For budgeting and allocation of costs, posts may create a sub-cost center for the new facility during the transition year.  Post must include an explanation in the Distribution Worksheet if workload counts are changed.

6 FAH-5 H-342.13  Miscellaneous Costs (8790)

(CT:ICASS-25;   04-24-2012)

6 FAH-5 H-342.13-1  Definition

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

This cost center includes only those costs that are not easily spread to other specific cost centers and/or are of minimal value compared to the effort and expense to spread the cost(s) precisely.  The total for miscellaneous costs generally should not exceed five percent of the total ICASS budget.

6 FAH-5 H-342.13-2  Budgeted Costs

(CT:ICASS-25;   04-24-2012)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Costs for ICASS gratuities;

(2)  Costs for ICASS postage;

(3)  Costs for post office box rental;

(4)  Costs for miscellaneous items as described in the “Definition” above (see Note in this section);

(5)  Costs for ICASS office machine maintenance (see Note in this section);

(6)  Costs for “other travel-taxis” for ICASS personnel (see Note in this section);

(7)  Costs for awards for ICASS personnel;

(8)  Costs for pre-employment and required in-service medical exams for LE staff (except for drivers as noted in 6 FAH-5 H-341.7-6(B));

(9)  Costs for all training and related travel for ICASS USDH and LE staff, including workshops and conferences;

(10) Costs for in-country travel for ICASS USDH and LE staff;

(11) Costs for summer hires, roving secretaries and other part-time or temporary workers when working in ICASS-funded sections.

(12) Costs for LE staff ICASS Coordinators; and

(13) Costs for advertising vacant ICASS positions.

(14) Costs for all telephone charges for all ICASS sections (including cell phones and other mobile communication devices, pre-paid airtime cards, monthly fees, etc.

NOTE 1:  Items 3, 4, and 5 should be budgeted here only if they are not otherwise identifiable costs in another cost center.

NOTE 2:  Costs for English-language training programs solely for ICASS personnel are budgeted here.  See 6 FAH-5 H-342.11-2 Note 3 for guidance on budgeting for English programs for mission-wide personnel.

NOTE 3:  Permanent part-time employees (e.g., an employee who works year round in a specific section on a part-time schedule) are budgeted in the cost center in which their services are provided.

6 FAH-5 H-342.13-3  Time Allocation

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

In general, USDH or LE staff, full time or permanent part-time, do not allocate time to this cost center.  The following positions are exceptions and should allocate time to this cost center:

(1)  Rovers, summer hires, temporary or other part-time employees working in ICASS-funded sections;

(2)  ICASS coordinators, whether full time or part time;

(3)  ICASS LE staff translators who provide ICASS services to all agencies; and

(4)  Alternate service providers (ASPs) staff as noted in 6 FAH-5 H-445.

6 FAH-5 H-342.13-4  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

There is no distribution factor.  These costs are distributed based on each agency’s percentage of total service costs.  ICASS is treated as an agency for purposes of this distribution.

6 FAH-5 H-342.14  Non-ICASS Dual Positions (0000)

(CT:ICASS-25;   04-24-2012)

6 FAH-5 H-342.14-1  Description

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. A non-ICASS dual position is a service-provider position that is not 100 percent dedicated to providing ICASS services (see 6 FAH-5 H-041, Definitions, non-ICASS dual positions).  In the non-ICASS portion of the position, the staff member performs program functions or fills administrative functions dedicated exclusively to State-program or ASP-program activities.  Non-ICASS dual positions are often found at small posts where a single individual may perform consular work, political reporting, or some other programmatic function as well as ICASS functions.

b. Any USDH or LE staff ICASS position can be designated a non-ICASS dual position.  USDH positions must be officially designated as dual-function positions.  LE staff positions may be designated as dual function positions with the concurrence of the post budget committee.  In all cases, it is up to the post to determine the percentage of time spent performing ICASS vs. programmatic responsibilities.  Once established, any changes in time allocations that would have a budgetary impact on customer agencies must be presented to the ICASS budget committee for review.

NOTE:  In order to be eligible to use the Non-ICASS dual position category, part of the employees’ duties must include ICASS services.  An employee may not have 100 percent of their time allocated to this cost center.

6 FAH-5 H-342.14-2  Budgeted Costs

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary, benefits, and related support costs (e.g., residential rent and utilities, R&R travel, education allowance and travel, etc.) for USDH employees and salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center; and

(2)  Purchase and replacement of appropriate office furniture and equipment (including related shipping and handling charges) for employees who allocate time to this cost center.

6 FAH-5 H-342.14-3  Time Allocation

(CT:ICASS-25;   04-24-2012)
(Applies to participating ICASS agencies)

a. Employees assigned to non-ICASS dual positions allocate their time among the various ICASS cost centers for which they are responsible and the remaining program responsibilities are allocated to “0000”-Non-ICASS Dual Position in the ICASS software.

b. USAID alternate service provider (ASP) employees assigned to non-ICASS dual positions allocate their time among the various ICASS cost centers for which they are responsible and the remaining program responsibilities are allocated to “0009”–Non-ASP Administrative Services.

c.  The Department of State is responsible for the E&E radio program.  ICASS radio technicians who work on the E&E radio program should allocate a portion of their time to non-ICASS dual-position duties.  See 5 FAM 540 for more information on radios.

6 FAH-5 H-342.14-4  How to Count

(CT:ICASS-19;   07-25-2011)
(Applies to participating ICASS agencies)

a. There is no distribution factor.

b. All costs allocated to this cost center (0000-State-Non-ICASS Dual Positions) are charged to ICASS agency code 1900.0-State.

6 FAH-5 H-343 THROUGH H-349  UNASSIGNED


6 FAH-5 EXHIBIT H-341  
ICASS COST CENTERS (FUNCTION CODES)

(CT:ICASS-61;   07-18-2017)
(Applies to participating ICASS agencies)

 

STANDARD

LITE

COST CENTER NAMES

MANDATORY

 

5624

5624

Health Services

5880

5880

Security Services

6150

6150

Basic Package Services

6443

6443

Community Liaison Services

INFORMATION MANAGEMENT

5458

5458

Information Management Technical Support Services

 

6196 

Information Management Services (bundle)

6192

 

Pouching Services

6194

 

Mail & Messenger Services

6195

 

Telecommunications and Radio Services

GENERAL SERVICES

 

6145

General Services

6132

Optional

Vehicle Maintenance Services

6133

Optional

Administrative Supply Services

6134

Optional

Procurement Services

6135

Optional

Reproduction Services

6136

Optional

Shipping and Customs Services

6139

Optional

Motor Pool Services

6143

Optional

Warehouse Operations Services

6148

Optional

Leasing Services

6462

Optional

Travel Services

6144

6144

Furniture and Appliance Pool Services

FINANCIAL MANAGEMENT

6211

6211

Budgeting and Financial Plans Services

6221

6221

Accounts and Records Services

6222

 

Payrolling Services

6223

6223

Vouchering Services

6224

6224

Cashiering Services

HUMAN RESOURCES

 

6445

Human Resources Services (includes Payrolling Services)

6441

 

Human Resources–US Citizen Services

6451

 

Human Resources–LE Staff Services

LOCAL GUARD PROGRAMS

5821

5821

Residential Local Guard Program Services

5822

5822

Nonresidential Local Guard Program Services/Single Agency Occupied Building

5823

5823

Mobile Patrol Local Guard Program Services

5826

5826

Nonresidential Local Guard Program Services

BUILDING OPERATIONS

7810

7810

GO/CL Residential Building Operations

7820

7820

GO/CL Nonresidential Building Operations

7850

7850

OL Residential Building Operations

7860

7860

OL Nonresidential Building Operations

OTHER COST CENTERS

8790

8790

Miscellaneous Costs

0000

0000

Non-ICASS Dual Positions

0009

0009

Non-ASP Dual Positions

 

UNCLASSIFIED (U)