UNCLASSIFIED (U)

6 FAH-5 H-340

Cost Centers

(CT:ICASS-106;   05-21-2021)
(Office of Origin:  CGFS/ICASS)

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

(CT:ICASS-104;   05-10-2021)
(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); 6143-Warehouse Operations (to receive official shipments/procurements); and 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-104;   05-10-2021)
(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)  Providing diplomatic accreditation to host government, host-country ID cards, mandatory host-country entry/exit visas, and required host-country documents;

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

(3)  Obtaining licenses and special permits;

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

(5)  Maintaining 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)  Drafting, clearing, and issuing administrative and security notices and management policies;

(7)  Coordinating the mission awards ceremony;

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

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

(10) Preparing 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) Issuing building access badges;

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

(13) Establishing and managing the local U.S. disbursing officer bank account;

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

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

(16) Negotiating hotel rates;

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

(18) Providing 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 the 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 the 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 the 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 and current up to 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 that 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-104;   05-10-2021)
(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, subparagraphs b(2) and b(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 be no need to modify the level of services in 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 that 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-104;   05-10-2021)
(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 any 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)  Providing welcome and orientation services; preparing and maintaining welcome materials;

(2)  Providing pre-arrival information;

(3)  Maintaining post sponsorship program;

(4)  Managing post’s formal orientation program;

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

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

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

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

(9)  Maintaining 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) Maintaining an information resource center accessible to the community and contribute to the post newsletter;

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

(12) Liaising 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-104;   05-10-2021)
(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 joined an employee assigned abroad and whom 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, 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, subparagraph 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-104;   05-10-2021)
(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)  Staffing and operating the health unit;

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

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

(4)  Preparing/analyzing medical reports;

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

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

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

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

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

6 FAH-5 H-341.3-2  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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, the Weapons of Mass Destruction Countermeasures Division (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, subparagraph 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-104;   05-10-2021)
(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) 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, subparagraph e(1)).

d. 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-104;   05-10-2021)
(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)  Maintaining the platform for OpenNet Plus;

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

(3)  Installing 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)  Assisting in obtaining training for State Department-approved baseline applications;

(5)  Installing and maintaining OpenNet Plus e-mail, system backup, and managing overall system security (e.g., user IDs, virus protection, patches);

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

(7)  Supporting 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)  Providing 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)  Maintaining 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-104;   05-10-2021)
(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-104;   05-10-2021)
(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 counts:  Workload counts related to all DS ICASS LGP staff (Local Guards, Local Guard Coordinators/Clerks, Residential Security Coordinators, Residential Security Equipment 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 Equipment 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 Equipment 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 ppgrades:  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 any 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 funded in DS ICASS.  Furniture and furnishings required for this space is also 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-104;   05-10-2021)
(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)  Providing oversight, coordination, and quality assurance of the residential local guard program;

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

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

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

(5)  Providing 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-104;   05-10-2021)
(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 equipment 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-104;   05-10-2021)
(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)  Providing oversight, coordination, and quality assurance of local guard program;

(2)  Supervising the guard force;

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

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

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

(6)  Coordinating 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-104;   05-10-2021)
(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-104;   05-10-2021)
(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-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

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

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

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

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

NOTE:  In certain circumstances, the RSO may task the Mobile Patrol to also monitor nonresidential USG buildings; workload counts for these nonresidential 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 474.2(D).

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-104;   05-10-2021)
(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 Equipment 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 Equipment 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 Equipment Technician position, their salary costs are funded through DS/EX/CFO.  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-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

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

(2)  Supervising the guard force;

(3)  Ensuring 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)  Prescreening visitors’ baggage; conducting physical checks of personnel; screening incoming mail, parcels, vehicles, or other items through use of visual inspection, and other means as determined by the RSO;

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

(6)  Coordinating 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-104;   05-10-2021)
(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-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is based on total net 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 net 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 net 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 net 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 net 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, 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 facility management office 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/facility management office provides the final net 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-104;   05-10-2021)
(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)  Conducting background investigations for non-U.S. citizen LE staff and Personal Service Contract (PSC) employees;

(2)  Assisting with accident and security incidents;

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

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

(5)  Taking fingerprints for official purposes;

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

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

(8)  Preparing 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-104;   05-10-2021)
(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-104;   05-10-2021)
(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-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

(1)  Scheduling and performing routine maintenance;

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

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

(4)  Coordinating 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-104;   05-10-2021)
(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-104;   05-10-2021)
(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 office 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-104;   05-10-2021)
(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)  Maintaining inventory for routine office supplies and accountable forms;

(2)  Maintaining inventory controls; and

(3)  Managing the issuance, 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-104;   05-10-2021)
(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 office 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-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

(1)  Purchasing 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)  Awarding and administering contracts, including identifying vendors, writing specifications, and negotiating terms; and

(3)  Preparing 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-104;   05-10-2021)
(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 office 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-104;   05-10-2021)
(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 office 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-104;   05-10-2021)
(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)  Arranging for and overseeing (as required) the packing, crating and forwarding of shipments; and

(2)  Performing 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-104;   05-10-2021)
(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 office 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-104;   05-10-2021)
(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)  Operating 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)  Dispatching vehicles in accordance with U.S. Government regulations and post policies; and

(3)  Maintaining 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-104;   05-10-2021)
(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 office 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-104;   05-10-2021)
(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)  Receiving and properly documenting all incoming shipments, ensuring they are appropriately stored or delivered;

(2)  Maintaining inventory control of stored and issued items (see NOTE);

(3)  Ensuring appropriate warehousing and storage of property;

(4)  Picking up and delivering furniture, furnishings and appliances; and

(5)  Disposing 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 nonexpendable 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., nonexpendable 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-104;   05-10-2021)
(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 office, 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-104;   05-10-2021)
(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)  Locating properties;

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

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

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

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

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

(7)  Initiating 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)  Providing 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-104;   05-10-2021)
(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 facility manager).

6 FAH-5 H-341.7-8(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(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 office 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-104;   05-10-2021)
(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)  Preparing travel orders;

(2)  Issuing required travel documents;

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

(4)  Processing flight reservation requests;

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

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

(7)  Processing hotel accommodations requests;

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

(9)  Overseeing 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-104;   05-10-2021)
(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 offices 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-104;   05-10-2021)
(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 office 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-104;   05-10-2021)
(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)  Ensuring appropriate warehousing and storage of pooled furniture and appliances;

(2)  Picking up and delivering pooled furniture and appliances;

(3)  Removing and disposing of pooled furniture and appliances;

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

(5)  Repairing/reupholstering 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-104;   05-10-2021)
(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 office 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-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

(1)  Receiving and distributing incoming pouch materials, both classified and unclassified;

(2)  Preparing and forwarding outgoing pouches, both classified and unclassified; and

(3)  Maintaining 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-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services may include:

(1)  Sorting, distributing and picking up/delivering mail from local and APO/FPO or DPO sources;

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

(3)  Transporting mail to and from the airport;

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

(5)  Providing 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-104;   05-10-2021)

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

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

(1)  Answering/directing telephone calls within mission offices;

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

(3)  Relocating/installing instruments, circuits and systems;

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

(5)  Servicing and maintaining 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-104;   05-10-2021)
(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., specialized equipment, software, installation services, leased lines, fees, etc.), excluding long-distance toll costs that are direct-charged;

(4)  Costs for telephone equipment for new ICASS positions (see Note 1); and

(5)  Costs for toll charges for local and long-distance calls that cannot be identified with a specific agency (see NOTE 9).

NOTE 1:  ICASS funds the cost of telecommunications equipment for new ICASS positions and the replacement of defective equipment for ICASS positions.  ICASS funds may also be used for software upgrades for an existing telephone system. ICASS does not fund the replacement or upgrade of central telephone systems such as the post PBX exchange; major facilities investments that go beyond the cost of routine operations are funded by IRM or OBO (see 5 FAM 528).

NOTE 2:  Special phone features, equipment, or upgrades are direct-charged to the requesting agency.  New handsets for new positions or replacement of defective handsets for existing positions are funded by the requesting agency.

NOTE 3:  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 4:  At those posts where local calls are metered and identifiable to a specific agency, related costs should be direct-charged.

NOTE 5:  At posts where the official cell phone program is managed by ICASS, a sub-cost center must be established.  The purchase of 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 6:  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 7:  All costs related to the DS ICASS LGP radio network (including replacement costs, repeaters, etc.) are funded in the DS ICASS LGP budget.

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.

NOTE 10:  Infrastructure costs related to the embassy emergency and evacuation (E&E) network are State Program funded.  Hand-held radios provided to Emergency Action Committee (EAC) members are funded by State-Bureau of Information Resource Management (IRM).  Hand-held E&E radios for non-EAC members and for all new NSDD 38 positions are funded by the employing agency.

NOTE 11:  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 12:  Beginning in FY20, IRM will centrally fund in ICASS the cost of replacement hand-held E&E radios for all agencies on a ten-year schedule.  IRM will distribute replacement radios on a post-by-post basis as funds permit.  All posts that require replacement radios before IRM central funds are available will continue to direct charge the cost of these radios to the customer agency.  Posts may not use post-level ICASS funds (including carryover) to fund E&E radios.  For more details, see 6 FAH-5 H-423.18.

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.

NOTE 4:  No radio sets, including E&E radios, are counted as supported devices in this cost center. E&E radios are funded and managed centrally by IRM in Washington, DC.

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-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

(1)  Preparing and submitting 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)  Providing 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-104;   05-10-2021)
(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)  Entering accounting transactions in the accounting system;

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

(3)  Certifying funds availability;

(4)  Reviewing and adjusting current and prior year obligations on a regular basis; and

(5)  Providing standard accounting reports to serviced agencies.

NOTE:  The services provided in this cost center do not include the maintenance of “cuff records” for a nonserviced 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-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

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

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

(3)  Following 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-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

(1)  Preparing, auditing (for completeness, accuracy, adequacy of documentation, and legality), and certifying vouchers, and submitting them for payment;

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

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

(4)  Tracking and resolving lost or missing payments;

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

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

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

(8)  Providing 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-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

(1)  Providing petty cash advances and reimbursements;

(2)  Executing cash payment vouchers;

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

(4)  Performing collections; and

(5)  Processing 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-104;   05-10-2021)
(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)  Maintaining post position schedules and related reports in the authorized personnel system of record;

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

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

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

(5)  Processing USDH employee evaluations;

(6)  Coordinating required ethics training;

(7)  Processing mandatory financial disclosure forms;

(8)  Coordinating disciplinary actions;

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

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

(11) Providing information and guidance on training and processing training requests;

(12) Notifying 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) Administering 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-104;   05-10-2021)
(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-104;   05-10-2021)
(Applies to participating ICASS agencies)

This cost center covers employment services for all local staff, including family member appointees.  Services include:

(1)  Maintaining 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)  Classifying positions;

(3)  Managing some or all aspects of recruitment, i.e., vacancy announcements, application reviews, interviewing, selection, and salary determination;

(4)  Processing required host-country documents;

(5)  Maintaining the new LE staff orientation program;

(6)  Managing the performance evaluation process;

(7)  Managing the mission awards program;

(8)  Maintaining the LE staff guidebook, in recognition of local labor law and in coordination with serviced agencies;

(9)  Administering the family member employment program;

(10) Providing career guidance, counseling, employee orientation and ensure employee awareness of rules and remedies governing workplace issues;

(11) Maintaining liaison with host-country labor officials, keeping abreast of local labor laws, workers compensation programs, etc.; and

(12) Coordinating 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-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The Building Operations (BO) 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.

b. The Department of State, through the Bureau of Overseas Buildings Operations (OBO), is the Single Real Property Manager (SRPM) for non-military 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 OBO.  State’s role as SRPM does not alter existing authorities and responsibilities of other agencies for real property management, e.g., USAID (see 15 FAM 162.1, paragraph c).

c.  Basic Principles:

(1)  Overall funding responsibility for agencies occupying government held properties overseas is outlined in 15 FAM 160 and 15 FAM 600; additional guidance is outlined in this sub-chapter.  Funding sources include OBO, other agencies including State, and ICASS. 

(2)  Where costs can be attributed to a specific agency, direct charging is the preferred method of billing (see 6 FAH-5 H-313, Direct Charging) unless the costs are budgeted in ICASS (e.g., for a shared property).

d. Terms and Definitions:

(1)  Facility managers (FM):  Experienced specialized Department of State employees who are responsible for all aspects of facilities management overseas.  OBO funds the salary, benefits and centrally funded allowances (e.g., post differential).  OBO also funds post-budgeted allowances (e.g., post, education, SMA, TSMA, etc.) for these positions; ICASS workload counts for FMs are charged to 1900.0-State-DP.  OBO regional offices are staffed with Facility Managers who are also funded by OBO but their ICASS costs are charged to 1920.2-OBO Regional Facility Managers;

(2) Government Owned/Capital Lease (GO/CL) Property:  Residential or nonresidential property that is either owned outright by the U.S. Government or is considered a capital lease as defined in 15 FAM 121 and 15 FAM 312:

(a)  OBO funds lease costs for residential and nonresidential CL properties, regardless of the occupying agency;

(b)  OBO funds routine M&R costs for GO/CL properties, excluding labor costs for routine Facility Management tradespeople (see paragraph (8) Building Operating Expenses); and

(c)  USAID funds lease and BOE costs for USAID GO/CL property;

(3)  Operating Lease (OL) Property:  Residential or nonresidential property that is acquired by overseas posts in accordance with 15 FAM 312.  Tenant agencies fund their respective OL costs except as outlined below.  OBO-Program funds lease costs for State employees; OBO/ICASS funds lease costs for ICASS Service Providers (SP).  ICASS lease costs are budgeted in the respective SP cost pool OL.  OL properties can be shared or solely occupied by a single agency, including State:

(a)  Shared Property:  A shared OL property is any building occupied by two or more customer agencies; ICASS does not need to be one of the tenants for a building to be considered a “shared” property.  Lease costs and BOE (see paragraph (8)) are direct charged where feasible (i.e., separate electric meters, identifiable unit rent costs, etc.) or shared in ICASS.  OBO/ICASS funds lease costs for shared nonresidential and residential properties;

(b)  Single Agency Occupied (SAO) Property:  For a residential or nonresidential OL property occupied solely by a single agency, all lease costs and BOE (see paragraph (8)) are direct-charged to the tenant agency.  For residential or nonresidential SAO properties occupied solely by State, most lease costs are funded by OBO and related BOE costs are direct charged to the program funds of the appropriate State entity.  Agencies in SAO properties may subscribe to receive building operations services through ICASS if that is appropriate (e.g., maintenance of the property is not included in the lease), based on conditions at post, including the service provider’s ability to provide the service;

      NOTE:  A GO property can also be a SAO property and the same rules apply.  Space occupied in the building must follow the established measuring guidance in 6 FAH-5 H-341.12-1(D) and 6 FAH-5 H-341.12-2(D) and any vacant/unassigned space is charged to 1900.0-State DP as the SRPM;

(c)  Temporary Duty (TDY) Housing:   For guidance on transient or temporary quarters, see 15 FAM 249;

(4)  Maintenance and Repair (M&R):  Provides for the preservation of residential and nonresidential property in such condition that it can be effectively used for its intended purpose through sustainment, restoration, and modernization (SRM) activities outlined below.  These activities typically include recurring maintenance work required to prevent damage (e.g., painting, caulking, refastening loose siding, etc.) and repairs (e.g., repair broken water pipes, windows, doors, building system, etc.) to maintain the functionality of the property.  See 15 FAM 621.1 for more detailed descriptions and the OBO M&R Funding Matrix.  M&R activities fall into three categories:

(a)  Sustainment:  These are M&R activities necessary to keep all properties in good working order;

(b)  Restoration:  This M&R activity covers the restoration of real property to such condition that it may be used for its original designated purpose (formerly referred to as repair or replacement in kind);

(c)  MCI - Modernization:  This covers the alteration or replacement of facilities solely to implement new or higher standards, to accommodate new functions, or to improve building components (it is covered by the Minor Construction and Improvement (MCI) Program;

(i)     These M&R activities are funded in a variety of ways, often depending on the type of property (e.g., GO/CL or OL, residential or nonresidential), post staffing, and policy as outlined in this subchapter.

(ii)    For GO/CL properties, OBO is responsible for and funds M&R activities except for costs noted in (8)-Building Operating Expenses.

(iii)    For OL properties, landlords have primary responsibility for maintenance requirements as outlined in 15 FAM 621.2.

(iv)   All bulk M&R supplies (paint, lumber, nails, plumbing/electrical supplies, etc.) and related tools and equipment are funded by OBO from the Maintenance Cost Sharing (MCS) account.  These supplies are used for all GO/CL and OL properties, regardless of the tenant agency.  Posts use the ILMS/Expendables Module to track the usage of M&R supplies for each property.  The cost of bulk supplies used to complete repairs to OL properties that are the landlord’s responsibility are deducted from the rent and credited back to the appropriate OBO account.  The cost of bulk supplies used in the commissioning process for a new house for a new position is charged to the sponsoring agency.  The cost of bulk supplies in all other situations is not charged back to agencies because the MCS program is a shared cost at the Washington level.  See paragraph (8) for parts and supplies related to Building Operating Expenses;

(5)  Preventive Maintenance Service Contracts (PMSC) (formerly referred to as Building Maintenance Expenses BME):  PMSC includes activities required to properly maintain major building systems in all types (GO/CL and OL) of nonresidential and fully occupied residential apartment buildings (e.g., water treatment systems, fuel management systems, HVAC equipment for centralized systems greater than 36,000 BTUs, elevators, etc.).  OBO funds PMSC costs out of the MCS account.  PMSC does not cover preventive maintenance requirements at short-term leased nonresidential facilities that are a landlord responsibility or considered a Building Operating Expense.  For more details, see 15 FAM 623 and the OBO M&R Funding Matrix;

(6)  Preventive Maintenance, Residential (PM):  PM services cover periodic maintenance to specific mechanical, electrical, or plumbing systems in GO/CL residential properties and are funded by OBO (see OBO M&R Funding Matrix for allowable PM contracts).  Similar requirements for OL properties should be funded by the landlord unless the lease stipulates it is a tenant responsibility.  In establishing time allocations across the four Building Operations cost centers, post should use OBO’s GMMS data to determine appropriate percentages.  For additional general guidance on time allocation, see 6 FAH-5 H-314.2, subparagraph b(3), NOTE 4.

(7)  Minor Construction and Improvement (MCI):  MCI projects are designed to alter or replace facilities solely to implement new or higher standards, to accommodate new functions, or to improve building components, including major renovations to change the configuration or use of the property.  For more detailed information on MCI projects and requirements, see 15 FAM 640.   ICASS funds may not be used for MCI projects.  OBO approves and funds construction and MCI 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, subparagraph d(1)); and

(b)  Repairs necessitated by deliberate acts of negligence (see 15 FAM 162.1, subparagraph d(2));

(8)  Building Operating Expenses (BOE): BOE relates to activities that are incident to occupying a residential or nonresidential property.  BOE includes minor operating system repairs and services (e.g., weather stripping, pest control, tree trimming, repair household appliances and air conditioning units, etc.).  BOE includes:

(a)  Salaries and benefits for Facilities Management tradespeople (e.g., carpenters, plumbers, electricians, maintenance technicians, painters, etc.) required to maintain official properties.  Posts may opt to meet the requirement for these skills by contracting out one or more of these functions.  The costs for these individuals are budgeted in ICASS or, if contracted, may be direct charged to the using agency;

(b)  Grounds care and custodial staff, either direct hire or contracted out (e.g., custodians, cleaners, window washers, gardeners, etc.), plus required tools, supplies and equipment;

(c)  Personal protective equipment (PPE) for janitorial/custodial, grounds care, and warehouse staff;

(d)  Operating fuel;

(e)  Utilities (e.g., electricity, water, gas, etc.);

(f)   Trash and recycling collection, including required receptacles;

(g)  Parts and supplies for repair and maintenance of equipment and appliances not covered by OBO (e.g., A/C units less than 36,000 BTUs, office and household appliances/equipment, etc.).  Posts use the ILMS/Expendables Module to track the usage of BOE supplies for each property;

(h)  Host-country assessments and taxes when exemptions cannot be obtained;

(i)   Non-rent costs including condominium fees, management fees, service charges, housing association fees, costs for landlord provided furniture, certain taxes, and other costs as outlined in 15 FAM 120 and 15 FAM 168; and

(j)   OBO funds may not be expended for any BOE items.  BOE items are funded by the tenant agency (including State) through a direct charge or, in the case of a shared or ICASS-occupied property, through ICASS.  BOE for single agency occupied properties are direct charged to the tenant agency;

(9)  Personal Protective Equipment (PPE):  PPE for facilities maintenance staff is funded by OBO (see OBO M&R Funding Matrix).  PPE for warehouse, custodial, and grounds care staff is funded in ICASS as a BOE expense (see paragraph (8));

(10) Commissioning/Decommissioning:  The policy for residential commissioning and decommissioning is outlined in 6 FAH-5 H-522.  Commissioning covers the process of bringing a new residential property into the housing pool, either to meet requirements for growth or to replace an existing lease, and ensuring it meets all safety and security requirements.  In certain cases, as outlined in the policy, some of these costs may be budgeted in ICASS.  Decommissioning is the process of returning a property to a landlord.  For budgeting guidance, see 6 FAH-5 H-341.15-12;

(11) Make-Ready:  The policy for residential make-ready is outlined in 6 FAH-5 H-524.  Make-ready covers the process of preparing an existing property for a new tenant and includes basic painting, cleaning, and minor garden clean-up.  It does not include additional maintenance activities that might be performed during the make-ready process.  These maintenance requirements are handled separately in accordance with existing policies for maintenance activities.  For budgeting guidance, see 6 FAH-5 H-341.15-11.

6 FAH-5 H-341.12-1  U.S. Government-Owned/Capital Lease (GO/CL) Residential Building Operations (7810)

(CT:ICASS-104;   05-10-2021)

6 FAH-5 H-341.12-1(A)  Definition of Service 

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This cost center covers all activities related to occupancy and use of GO/CL residential properties and includes:

(1)  Ensuring 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)  Performing or contracting for routine repairs (e.g., repairing leaky faucets or broken pipes, repairing broken fixtures, repairing broken/inoperable windows and doors, etc.);

(3)  Ensuring properties are prepared for new arrivals by managing all make-ready requirements (see NOTE 3);

(4)  Conducting pre-occupancy and pre-departure inspections, and ensure all required maintenance tasks are completed;

(5)  Expenses related to common areas in shared residential properties:

(a)  Performing or contracting 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;

(b)  Performing or contracting for custodial services;

(c)  Performing or contracting for trash and recycling removal services, including required receptacles;

(6)  Providing security escort services for maintenance personnel as required in accordance with post policy; and

(7)  Acting as contracting officer’s representative (COR) on contracts for services required for this cost center.

NOTE 1:  It is important to note the varied funding responsibilities in this cost center.  ICASS funds the staff required to perform the services provided in this cost center (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE) while OBO funds the required bulk M&R supplies and tools (subparagraph c(4)-M&R).  OBO also funds materials and/or contracts for specialized maintenance and repair tasks where the complexity of the job is beyond the capabilities of Facilities Management tradespeople.  USAID funds M&R requirements for USAID-owned properties (see 15 FAM 162.1, paragraph c).

NOTE 2:  Contract costs for services unique to a property (i.e., chimney sweeping, gutter cleaning, etc.) are direct charged to the tenant agency (see the OBO M&R Funding Matrix for more details).

NOTE 3:  If post is not able to contract out and direct charge for make-ready requirements, post must use the standardized sub-cost center 7850-X799-Make-ready (see 6 FAH-5 H-341.15-11).

NOTE 4:  See 6 FAH-5 H-341.7-7 for information on set-up services for official representational events.

6 FAH-5 H-341.12-1(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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)  The following items as they relate to common areas in shared residential properties:

(a)  Custodial services (either contractor or in-house staff) including related supplies, tools, and equipment;

(b)  Periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds (either contractor or in-house staff) including related supplies, tools, and equipment (see limitations in NOTE 2 of this section);

(c)  Routine building operations contracts, where applicable (e.g., chimney sweeping, gutter cleaning, window washing, tree trimming, etc.) (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE);

(d)  Utilities (electricity, gas, water, operating fuel, etc.), if not separately metered;

(e)  Trash and recycling removal services, including related receptacles; and

(f)   Non-rent costs not otherwise listed above that are specific to the property (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE).

(4)  Vehicles dedicated to the services outlined in this cost center, including ongoing fuel usage;

(5)  Specialized clothing and protective gear (PPE) for non-facilities management employees who allocate time to this cost center (see 6 FAH-5 H-12, subparagraph d(8));

(6)  Space and related BOE required for facilities management and building operations personnel (e.g., workshops, offices);

(7)  Municipal assessments and taxes (when exemptions cannot be obtained); and

(8)  Fire or comprehensive insurance on buildings and grounds (when required by local law).

NOTE 1:  OBO is responsible for routine M&R (excluding labor costs) for GO/CL properties (see 15 FAM 620).  OBO funds PMSC and PM contracts in GO/CL residential properties (see 6 FAH-5 H-341.12, subparagraph d(5)-PMSC and d(6)-PM).

NOTE 2:  Full grounds care for designated GO/CL residential properties occupied by the chief of mission (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) is not funded in ICASS.  Full grounds care for dedicated properties occupied by the senior representatives of the foreign affairs agencies (USAID, FAS, and FCS) and the defense attaché is specifically approved and funded by the respective parent agency and is not funded in ICASS.  For information on funding responsibilities for grounds care for these properties see 15 FAM 632.3.

NOTE 3:  Agencies requesting services in excess of commonly provided levels will be direct charged for the additional requirements.  If the nature of the service requested falls into the category of MCI, the agency must coordinate with OBO and provide the required funding (see 15 FAM 162.1, paragraph d).

NOTE 4:  Welcome kits and the costs to repair/refurbish residential furniture, appliances, and equipment in the Furniture and Appliance Pool (FAP) program are budgeted in the main 6144-Furniture and Appliance Pool Services cost center.

NOTE 5:  For budget guidance on make-ready activities for GO/CL properties, see 6 FAH-5 H-341.11.

6 FAH-5 H-341.12-1(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. ICASS employees (USDH and LE staff employees, including EFMs) who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, escorts, housing coordinators, GSO, etc.) should allocate an appropriate percentage of their time to this cost center (see 6 FAH-5 H-315-9 and 6 FAH-5 H-315-10).

b. Employees who perform one or some of the above services but are assigned specifically to one residence (e.g., a gardener dedicated to the COM residence) should be considered a State-Program cost and not budgeted in ICASS.

NOTE 1:  In establishing time allocations across the four Building Operations cost centers, post should use OBO’s GMMS data to determine appropriate percentages.  For time allocations related to make-ready, see 6 FAH-5 H-341.15-11.

NOTE 2:  For additional general guidance on time allocation, see 6 FAH-5 H-314.2, subparagraph b(3), NOTE 4.

6 FAH-5 H-341.12-1(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is based on net square meters assigned as outlined in 15 FAM Exhibit 238(2), Measuring Space for Residential Properties.  This is a static count as of May 1.

b. This cost center is not modifiable

c.  Unassigned GO/CL residential space that will be vacant for more than 90 days is charged to 1900.0-State DP as the SRPM.  Workload counts are updated at the next available budget if a housing assignment is made.  All related BOE costs follow the 90-day rule outlined in 15 FAM 164, paragraph b.

d. Stand-alone properties:  The count is based on the net square meters of the individual residence.

e. Shared properties/residential compounds:  The count is based on net square meters assigned to each tenant agency.  For example, an apartment building has eight units: two are 110 net square meters each, four are 140 net square meters each, and two are 200 net square meters each, for a total of 1,180 net square meters.  The common areas of the building (e.g., laundry rooms, foyers, hallways, stairwells, etc.) total an additional 90 square meters but are not counted.  The common area costs related to the entire residential building or compound will be spread to each occupying agency in proportion to the net square meters of space it is assigned.  If the property has individual meters for utilities, those costs are direct charged; otherwise, the costs will be shared in ICASS using the same methodology.   In this example, an off-line calculation would yield the following:

Number of Units

Total Net SqMeters

% of Total SqMeters

Per Unit Share of Cost

2 units X 110 SqM =

  220

19%

9.0%

4 units X 140 SqM =

  560

47%

12.0%

2 units X 200 SqM =

  400

34%

17.0%

TOTAL

1,180

100%

 

f.  Multiple Residential Compounds:  If a post has several shared residential compounds and the related costs are significantly different, it may be necessary to create a sub-cost center for each compound to ensure equitable cost sharing. Post should ensure the name of the sub-cost center clearly identifies each compound (see 6 FAH 5 H-332.3).

g. Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential properties (i.e., apartments, CMR, MSGQ, chancery, annex, consular annex, warehouse, etc.) must allocate costs in a transparent and equitable manner.  The first step is to calculate the total net square meters of each building (using the established methodologies) in order to determine the portion of the costs that should be allocated to residential and nonresidential properties as shown in the example below.

    Residential and Nonresidential Space in a Compound

Building

SqMeters

% of Total

Chancery

5,700

60%

Warehouse

1,200

13%

Apt Complex

1,180

12%

COM Residence

   800

 8%

MSGQ

  700

 7%

TOTAL

9,580

100%

    The nonresidential space totals 6,900 square meters (chancery and warehouse) or 73 percent of the total; this total (6,900 square meters) is used for calculations in cost center 7820―Building Operations GO/CL Nonresidential Services.

    The remaining residential properties would be counted and charged according to their occupancy (e.g., the COM residence is counted against 1900.0-State and the MSGQ is counted against 1931.0-DS-MSG Support); the apartment complex would be allocated among the various tenant agencies according to the methodology outlined in paragraph a above.  As an example, in sharing the costs for grounds care on a mixed compound, posts should use the overall percentages (as calculated above) to determine the portion of costs attributable to residential properties and then spread those costs to tenant agencies according to the net square meters assigned.

h. Make-Ready:  For guidance on workload counts related to make-ready for GO residential properties, see 6 FAH-5 H-341.15-11.

NOTE 1:  The general services office, in partnership with the facility management office, is responsible for providing the measurements of all residential properties, broken down by agency.

NOTE 2:  For posts moving into new, shared residential facilities in the next fiscal year, a new sub-cost center should be created in the transition year for budgeting and allocation of costs.  During the transition period and prior to housing assignments being made, costs may be budgeted to the sub-cost center and charged to 1901.0-ICASS and will be shared through ICASS Redistribution.  Once the property is certified for occupancy and housing assignments are made, the related net square meters are charged to the assigned agencies, prorated as appropriate; workload counts may be updated at the initial or final budget stage.  Once all possible assignments are made, vacant/unassigned space is charged to 1900.0-State-DP as the SRPM.  It is recommended that post track workload count changes by including comments in the Distribution Worksheet.

6 FAH-5 H-341.12-2  U.S. Government-Owned/Capital Lease (GO/CL) Nonresidential Building Operations (7820)

(CT:ICASS-104;   05-10-2021)

6 FAH-5 H-341.12-2(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of shared GO/CL nonresidential properties (e.g., offices, warehouse, parking lots, etc.) and the services include:

(1)  Ensuring building systems are properly maintained by performing or contracting for maintenance services (e.g., for electrical systems, heating and air conditioning systems, elevators, water and air filtration systems, and other mechanical building systems)(see 6 FAH-5 H-341.12, subparagraphs d(4, 5, 6, and 7));

(2)  Performing or contracting for routine maintenance services (e.g., repairing leaky faucets or broken pipes, repairing broken fixtures, repairing broken/inoperable windows and doors, etc.);

(3)  Performing or contracting for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds;

(4)  Providing custodial/janitorial services (e.g., cleaners, char force, carpet cleaners, window washers, etc.);

(5)  Providing for trash and recycling removal services, including required receptacles;

(6)  Performing periodic and routine between occupant “fix-up” in preparation for new arrivals (see NOTE 3 in 6 FAH-5 H-341.12-2(B)-Budgeted Costs);

(7)  Providing support for conference room set-up or configuration, as required;

(8)  Providing security escort services for maintenance personnel and contractors as required, where appropriate, and in accordance with post policy (see NOTE 2);

(9)  Repairing/reupholstering government-owned nonresidential furniture if post policy provides this service;

(10) Acting as contracting officer’s representative (COR) on contracts for services required for this cost center; and

(11) Advising on space planning and utilization.

NOTE 1:  It is important to note the varied funding responsibilities in this cost center.  ICASS funds the staff or contractors required to perform the services provided in this cost center (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE) while OBO funds the required bulk maintenance and repair supplies and tools (6 FAH-5 H-341.12, subparagraph d(4)-M&R).  OBO also funds materials and/or contracts for specialized maintenance and repair tasks where the complexity of the job is beyond the capabilities of Facilities Management tradespeople.  For USAID-owned properties, see 6 FAH-5 H-341.12, paragraph b.

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 (i.e., escorts are only used for work in the controlled access area [CAA] and not all agencies have office space in the CAA).  If escorts are required in all areas of the building, escort costs are budgeted in the appropriate 78XX-Building Operations cost centers and no sub-cost center is needed.

NOTE 3:  Posts must use standardized sub-cost centers for GO/CL warehouse/dedicated storage areas and parking lots (see 6 FAH-5 H-341.15-9 and 6 FAH-5 H-341.15-10).

6 FAH-5 H-341.12-2(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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)  Routine maintenance service contracts (i.e., duct cleaning, gutter cleaning, window washing, tree trimming, A/C unit maintenance, etc.)  (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE);

(4)  Custodial services (either contractor or in-house staff) including related supplies, tools, and equipment;

(5)  Full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds, including related supplies, tools, and equipment (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE);

(6)  Parts and supplies used in support of building operations services (e.g., maintenance of individual A/C units, small appliances; see 6 FAH-5 H-341.12, subparagraph d(8)-BOE);

(7)  Vehicles dedicated to the services outlined in this cost center, including ongoing fuel usage;

(8)  Specialized clothing and protective gear (PPE) for custodial and grounds care employees who allocate time to this cost center (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE);

(9)  Utilities (electricity, gas, water, operating fuel, etc.);

(10) Trash and recycling removal services, including related receptacles;

(11)Space and related BOE required for facilities management and building operations personnel (e.g., workshops, offices);

(12) Municipal assessments and taxes (when exemptions cannot be obtained);

(13) Fire or comprehensive insurance on buildings and grounds (when required by local law); and

(14) Supplies and materials required for repairing/refurbishing government-owned nonresidential furniture and equipment (i.e., reupholstering/refinishing office furniture) if out-sourcing with direct charging is not possible and post policy provides this service.

NOTE 1:  For OBO funding responsibilities, see 6 FAH-5 H-341.12, subparagraphs d(4)-M&R, (5)-PMSC, (6)-PM, (7)-MCI, (9)-PPE.

NOTE 2:  When sharing costs for a compound with both residential and nonresidential buildings, use the methodology outlined in 6 FAH-5 H-341.12-1(D).  Posts must carefully review appropriate cost allocations for the main and various sub-cost centers in Building Operations to ensure equitable distribution of costs.

NOTE 3:  Agencies requesting services in excess of commonly provided levels will be direct charged for the additional costs.  If the nature of service requested falls into the category of a Restoration or MCI, the agency must coordinate with OBO and provide the required funding (see 15 FAM 162.1, paragraph d).

NOTE 4:  Posts with warehouse operations that support multiple cost centers need to use the 9664-Warehouse and Non-Office Operations cost pool to share those costs (see 6 FAH-5 H-314.2, subparagraph b(3)).

6 FAH-5 H-341.12-2(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff, including EFMs) who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, escorts, GSO, etc.) allocate their time to this cost center.

NOTE:  In establishing time allocations across the four Building Operations cost centers, post should use OBO’s GMMS data to determine appropriate percentages.  For additional general guidance on time allocation, see 6 FAH-5 H-314.2, subparagraph b(3), NOTE 4.

6 FAH-5 H-341.12-2(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

b. This cost center is not modifiable.

c.  Unassigned or vacant nonresidential space is charged to 1900.0-State-DP as the Single Real Property Manager.

d. Total net 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 use area, all connected by interior halls or passageways.  The total net square meters for this agency 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 its total net square meters.  This methodology will determine each agency’s percentage share of the total net square meters in the building and is used to share all building operating expenses (i.e., utilities, cleaning contracts, exterior grounds care, etc.).

e. Various common areas of the building are not counted: the main foyer, hallways, stairwells, HVAC/utility areas, rest rooms, shared conference rooms, kitchenettes, cafeteria, compound access control (CAC) area, server/telephone equipment room, dedicated safe haven area (including related storage space), commercial bank, commercial travel office, employee association space, etc.  The support costs for these areas are included in the budgeted costs for this cost center and shared by all tenant agencies.

f.  Employee/Recreation Association (ERA):  An ERA is not an appropriated activity and therefore may not be invoiced for ICASS services; however, it is direct charged for certain expenses.  ERAs that manage large facilities with swimming pools, club houses, snack bars, retail space, etc., typically cover their expenses through the collection of dues and/or the sale of goods and services.   When necessary, some costs related to GO/CL space occupied by an ERA may be funded by the U.S. Government (e.g., replacement of major appliances, purchase of cafeteria equipment/utensils) and be budgeted in this cost center.  For detailed guidance on managing ERAs, see 6 FAM 520.  Space occupied by ERAs is not included in any workload counts.

g. Warehouses:  Warehouses are measured in total net 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.

h. Stand-alone building:  The count is based on the total net square meters of space assigned to the agency.

i.  Shared nonresidential building:  The count is based on total net square meters assigned to each tenant agency as outlined in paragraph d of this section.

j.  Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential properties (i.e., apartments, CMR, MSGQ, chancery, annex, consular annex, warehouse, etc.) must allocate costs in a transparent and equitable manner as outlined in 6 FAH-5 H-341.12-1(D).

NOTE 1:  The facilities management section, in partnership with the general services office, is responsible for providing the measurements of all nonresidential space assigned to each agency.

NOTE 2:  For posts moving into new facilities in the next fiscal year, a new sub-cost center should be created in the transition year for budgeting and allocation of costs.  During the transition period, before occupancy of the building, it may be necessary to share certain costs in ICASS.  These costs should be budgeted in the sub-cost center and charged to 1901.0-ICASS, pro-rated if needed; they will be shared through ICASS Redistribution.  Once the property is certified for occupancy and space assignments are made, the costs are budgeted in ICASS and shared according to each agency’s percentage of the total net square meters assigned; these workload counts may be updated at the initial or final budget stage.  Once all possible assignments are made, vacant/unassigned space is charged to 1900.0-State-DP as the SRPM.  It is recommended that post track workload count changes by including comments in the Distribution Worksheet.

6 FAH-5 H-341.12-3  Operating Lease (OL) Residential Building Operations (7850)

(CT:ICASS-104;   05-10-2021)

6 FAH-5 H-341.12-3(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This cost center covers all activities related to occupancy and use of operating lease residential properties in post’s consolidated housing pool.  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)  Coordinating with landlords to ensure residential properties are appropriately maintained in accordance with the terms of the lease;

(2)  Ensuring properties are prepared for new arrivals by managing residential commissioning and make-ready requirements (see NOTE 1);

(3)  Conducting pre-occupancy and pre-departure inspections and coordinating with the landlord to ensure all required maintenance tasks are completed in a timely way.  Where the landlord is unable or unwilling to perform required maintenance and repairs, complete such repairs with contractors or in-house staff, charging appropriate rental offsets (see NOTE 2);

(4)  The following activities as they relate to common areas in shared residential properties if not provided by the landlord:

(a)  Performing or contracting for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways, and grounds;

(b)  Performing or contracting for custodial services;

(c)  Arranging for trash and recycling removal, including related receptacles;

(5)  Providing security escort services for maintenance personnel in accordance with post policy; and

(6)  Acting as contracting officer’s representative (COR) on contracts for services required for this cost center.

NOTE 1:  For residential commissioning requirements for OL properties, see 6 FAH-5 H-522-Commissioning policy and standardized sub-cost center 6 FAH-5 H-341.15-12-Commisioning.  If post is not able to contract out and direct charge for make-ready services, see 6 FAH-5 H-524-Make-Ready policy and standardized sub-cost center 6 FAH-5 H-341.15-11-Make-Ready.

NOTE 2:  Landlords have responsibility for maintaining their properties and must be the first point of contact for all M&R requirements (see 15 FAM 621.2 and 15 FAM 623 .  If a landlord is unable or unwilling to perform these activities and they are completed by the U.S. Government, posts must follow the quidance in 15 FAM 341.

NOTE 3:  Contract costs for services unique to a property (i.e., chimney sweeping, gutter cleaning, etc.) are direct charged to the tenant agency (see the OBO M&R Funding Matrix for more details).

NOTE 4:  See 6 FAH-5 H-341.7-7 for information on set-up services for official representational events.

6 FAH-5 H-341.12-3(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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)  The following items as they relate to common areas in shared residential properties:

(a)  Custodial services (either contractor or in-house staff) including related supplies, tools, and equipment;

(b)  Periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds (either contractor or in-house staff) including related supplies, tools and equipment (see limitations in NOTE 2);

(c)  Routine maintenance service contracts, where applicable (e.g., chimney sweeping, gutter cleaning, window washing, tree trimming, etc.) where these functions are a tenant responsibility and cannot be direct charged (see NOTE 1);

(d)  Utilities (electricity, gas, water, operating fuel, etc.) for shared properties;

(e)  Trash and recycling removal services for shared properties, including trash receptacles;

(f)   Fire or comprehensive insurance on buildings and grounds for shared properties (when required by local law);

(g)  Nonrent costs not otherwise listed above but included as part of a lease agreement (see 6 FAH-5 H-341.12, subparagraph d(8)(i));

(4)  Vehicles dedicated to the services outlined in this cost center, including ongoing fuel usage;

(5)  Specialized clothing and protective gear (PPE) for custodial and grounds care employees who allocate time to this cost center (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE);

(6)  Space and related BOE required for facilities management and building operations personnel (e.g., workshops, offices); and

(7)  Costs for fire or comprehensive insurance on buildings and grounds for shared properties (when required by local law).

NOTE 1:  Contract costs for services unique to a residential property (i.e., chimney sweeping, gutter cleaning, etc.) are direct charged to the tenant agency (for more details, see 6 FAH-5 H-341.12, subparagraphs d(4)-M&R and (8)-BOE, and the OBO M&R Funding Matrix).

NOTE 2:  Full grounds care for OL residential properties occupied by the COM, DCM, PO of a constituent post, U.S. representative to an international organization abroad (when PO), and MSGQ are not funded in ICASS.  Full grounds care for dedicated 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.  More details on funding responsibilities for grounds care are outlined in 15 FAM 632.3.

NOTE 3:  Welcome kits and the costs to repair/refurbish residential furniture, appliances, and equipment in the FAP program are budgeted in the main 6144-Furniture and Appliance Pool Services cost center.

NOTE 4:  If post is not able to contract out and direct charge for make-ready requirements, post must use the standardized sub-cost center 7850-X799-Make-Ready (for details, see 6 FAH-5 H-341.15-11).

6 FAH-5 H-341.12-3(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff employees, including EFMs) who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, escorts, housing coordinators, GSO, etc.) should allocate an appropriate percentage of their time to this cost center.  In some posts, liaison with the landlord may be done by ICASS employees in the facilities management, 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.

NOTE 1:  In establishing time allocations across the four Building Operations cost centers, post should use OBO’s GMMS data to determine appropriate percentages.  For time allocations related to residential make-ready or commissioning, see 6 FAH-5 H-341.15-11 and 6 FAH-5 H-341.15-12.

NOTE 2:  For additional general guidance on time allocation, see 6 FAH-5 H-314.2, subparagraph b(3), NOTE 4.

6 FAH-5 H-341.12-3(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is based on net square meters assigned as outlined in 15 FAM Exhibit 238(2), Measuring Space for Residential Properties.  This is a static count as of May 1.

b. This cost center is not modifiable.

c.  Vacant/Unassigned space follows the guidance in 15 FAM 164, paragraph b.  Vacant/unassigned residential units are charged to 1901.0-ICASS after 90 days and until the unit is assigned to a new tenant agency, if approved by the ICASS Council and OBO.  Workload counts for vacant residential units can be updated at the next available budget if an assignment is made.

d. Stand-alone properties:  The count is based on the net square meters of the individual residence.

e. Shared properties/residential compounds:  The count is based on net square meters assigned to each tenant agency.  For example, an apartment building has eight units:  two are 110 net square meters each, four are 140 net square meters each, and two are 200 net square meters each, for a total of 1,180 net square meters.  The common areas of the building (e.g., laundry room, foyer, hallways, stairwells, etc.) total an additional 90 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 net square meters of space it is assigned.  If the property has individual meters for utilities, those costs are direct charged; otherwise, the costs will be shared in ICASS using the same methodology.  In this example, an off-line calculation would yield the following:

Number of Units

Total SqMeters

% of Total SqMeters

Per Unit Share of Cost

2 units X 110 SqM =

220

19%

9.0%

4 units X 140 SqM =

560

47%

12.0%

2 units X 200 SqM =

400

34%

17.0 %

TOTAL

1,180

100%

 

f.  Multiple residential compounds:  If a post has several shared residential compounds and the related costs are significantly different, it may be necessary to create a sub-cost center for each compound to ensure equitable cost sharing. Post should ensure the name of the sub-cost center clearly identifies each compound.

g. Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential properties (i.e., apartments, CMR, MSGQ, chancery, annex, consular annex, warehouse, etc.) must allocate costs in a transparent and equitable manner.  The first step is to calculate the total net square meters of each building (using the established methodologies) in order to determine the portion of the costs that should be allocated to residential and nonresidential properties as shown in the example below.

Residential and Nonresidential Space in a Compound

Building

SqMeters

% of Total

Chancery

5,700

60%

Warehouse

1,200

13%

Apt Complex

1,180

12%

COM Residence

800

8%

MSGQ

700

7%

TOTAL

9,580

100%

    The nonresidential space totals 6,900 square meters (chancery and warehouse) or 73 percent of the total; this total (6,900 square meters) is used for calculations in cost center 7860―Building Operations - OL Nonresidential Services.

    The remaining residential properties would be counted and charged according to their occupancy (e.g., the COM residence is counted against 1900.0-State and the MSGQ is counted against 1931.0-DS-MSG Support); the apartment complex would be allocated among the various tenant agencies according to the methodology outlined above.  As an example, in sharing the costs for grounds care on a mixed compound, posts should use the overall percentages (as calculated above) to determine the portion of costs attributable to residential properties and then spread those costs to tenant agencies according to the net square meters assigned.

h. Commissioning and Make-Ready:  For guidance on workload counts related to make-ready for residential properties, see 6 FAH-5 H-341.15-11.  For guidance on workload counts for residential commissioning requirements, see 6 FAH-5 H-341.15-12.

NOTE 1:  The general services office, in partnership with the facilities management section, is responsible for providing the measurements of all residential properties, broken down by agency.

NOTE 2:  For posts moving into new, shared residential facilities in the next fiscal year, a new sub-cost center should be created in the transition year for budgeting and allocation of costs.  During the transition period and prior to housing assignments being made, costs may be budgeted to the sub-cost center and charged to 1901.0-ICASS and will be shared through ICASS Redistribution.  Once the property is certified for occupancy and housing assignments are made, the related net square meters are charged to the assigned agencies, prorated as appropriate; workload counts may be updated at the initial or final budget stage.  Once all possible assignments are made, vacant/unassigned space is charged to 1901.0-ICASS and shared through ICASS Redistribution.  It is recommended that post track workload count changes by including comments in the Distribution Worksheet.

6 FAH-5 H-341.12-4  Operating Lease (OL) Nonresidential Building Operations (7860)

(CT:ICASS-104;   05-10-2021)

6 FAH-5 H-341.12-4(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of shared OL nonresidential properties (e.g., offices, warehouse, parking lots, etc.).  Depending on the terms of the lease, the U.S. Government or the landlord may have responsibility for some or all of these services; any additional services required under the terms of the lease should be included in the services provided, as needed.  The services include:

(1)  Coordinating with the landlord to ensure reasonable and necessary repairs are made properly and on time, ensuring the building infrastructure and grounds are properly maintained (see NOTE 1);

(2)  Performing or contracting for routine maintenance services (e.g., repair leaky faucets or broken pipes, repair broken/inoperable windows and doors, etc.), if not performed by the landlord (see NOTE 1);

(3)  Performing or contracting for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways, and grounds, if not provided by the landlord;

(4)  Performing or contracting for custodial services (e.g., cleaners, janitorial staff, carpet cleaners, window washers, etc.);

(5)  Providing for trash and recycling removal services, including required receptacles;

(6)  Performing periodic and routine between occupant “fix-up” in preparation for new arrivals (see NOTE 3 in Budgeted Costs);

(7) Providing support for conference room set-up or configuration, as required;

(8)  Providing security escort services for maintenance personnel as required, in accordance with post policy (see NOTE 2 in this section);

(9)  Repairing/reupholstering government-owned nonresidential furniture and equipment if post policy provides this service;

(10) Acting as contracting officer’s representative (COR) on contracts for services required for this cost center; and

(11) Advising on space planning and utilization.

NOTE 1:  It is important to note the varied funding responsibilities in this cost center, including activities that are the responsibility of the landlord.  ICASS funds the staff or contractors required to perform the services provided in this cost center (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE) while OBO funds the required bulk maintenance and repair supplies and related tools (see subparagraph d(4)-M&R).  OBO would also fund materials and/or contracts for specialized maintenance and repair tasks where the complexity of the job is beyond the capabilities of Facilities Management tradespeople and the landlord is unable or unwilling to perform the required work.  Depending on the project, a rental offset may be applied.

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 (i.e., escorts are only used for work in the controlled access area (CAA) and not all agencies have office space in the CAA).  If escorts are required in all areas of the building, escort costs are budgeted in the appropriate 78XX-Building Operations cost centers and no sub-cost center is needed.

NOTE 3:  Posts must use standardized sub-cost centers for OL warehouse/dedicated storage areas and parking lots (see 6 FAH-5 H-15-9 and H-15-10).

6 FAH-5 H-341.12-4(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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)  For shared buildings:

(a)  Rent;

(b)  Non-rent costs including condominium fees, taxes specifically related to the property, landlord provided furniture, etc. (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE;

(c)  Periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds, either contractor or in-house staff, (if not a landlord responsibility), including related supplies tools, and equipment;

(d)  Custodial services (either contractor or in-house staff), including related supplies, tools, and equipment;

(e)  Utilities (electricity, gas, water, operating fuel, etc.);

(f)   Trash and recycling removal services, including required receptacles; and

(g)  Routine maintenance and repair activities (see Note 4 below);

(4)  Maintenance tools, parts, supplies, and equipment used in support of building operations services (e.g., maintenance of individual A/C units or small appliances) (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE);

(5)  Vehicles dedicated to the services outlined above, including ongoing fuel usage;

(6)  Specialized clothing and protective gear (PPE) for non-facilities management employees who allocate time to this cost center (see 6 FAH-5 H-341.12, subparagraph d(8)-BOE);

(7)  Space and related BOE required for facilities management and building operations personnel (e.g., workshops, offices, etc.);

(8)  Fire or comprehensive insurance on buildings and grounds (when required by local law); and

(9)  Supplies and materials required for repairing/refurbishing government-owned nonresidential furniture and equipment, if provided under post policy.

NOTE 1:  For funding responsiibilities for OL properties, see 6 FAH-5 H-341.12, subparagraph d(3).

NOTE 2:  When sharing costs for a compound with both residential and nonresidential buildings, use the methodology outlined in 6 FAH-5 H-341.12-1(D).  Posts must carefully review time and cost allocations for the main and related sub-cost centers in Building Operations to ensure equitable distribution of costs.

NOTE 3:  Agencies requesting services in excess of commonly provided levels will be direct charged for the additional costs.  For instance, the costs for making a minor nonresidential change (e.g., painting a suite a different color than the rest of the building due to preference) will be charged to the requesting agency for the initial change and then for restoration to the original condition upon vacating the space (see 15 FAM 162.1, paragraph d).

NOTE 4:  In cases where the landlord refuses to fund maintenance costs or local law dictates that maintenance is the tenant's responsibility, or the landlord is unable to have access to the building, OBO will fund required M&R costs for operating lease nonresidential properties outside of ICASS using MCS funds (see 15 FAM 621.2, paragraphs c and d, and the OBO M&R Funding Matrix).

NOTE 5:  Posts with warehouse operations that support multiple cost centers need to use the 9664-Warehouse and Non-Office Operations cost pool to share those costs (see 6 FAH-5 H-314.2, subparagraph b(3)).

6 FAH-5 H-341.12-4(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff employees, including EFMs) who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, escorts, GSO, etc.) 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.

NOTE:  In establishing time allocations across the four Building Operations cost centers, post should use OBO’s GMMS data to determine appropriate percentages.  For additional general guidance on time allocation, see 6 FAH-5 H-314.2, subparagraph b(3), NOTE 4.

6 FAH-5 H-341.12-4(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

b. This cost center is not modifiable.

c.  Unassigned/vacant nonresidential space is handled differently in OL properties.  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 (see 6 FAH-5 H-016.5); this also applies to vacating shared or single agency occupied 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, costs related to the unassigned nonresidential space is shared proportionately by the remaining tenants as required by 15 FAM 162.2.  For single agency occupied properties, the departing agency is responsible for all costs related to the termination of the lease.

d. Total net 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 use area, all connected by interior halls or passageways.  The total net square meters for this agency 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 its total net square meters.  This methodology will determine each agency’s percentage share of the total net square meters in the building and is used to share all rent and non-rent costs as well as other building operating expenses (e.g., utilities, cleaning contracts, exterior grounds care, etc.).

e. Various common areas of the building are not counted:  the main foyer, hallways, stairwells, HVAC/utility areas, rest rooms, shared conference rooms, kitchenettes, cafeteria, compound access control (CAC) area, server/telephone equipment room, dedicated safe haven area (including related storage space), commercial bank, commercial travel office, employee association space, etc.  The support costs for these areas are included in the budgeted costs for this cost center and shared by all tenant agencies.

f.  Warehouses:  Warehouses are measured in total net 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 standardized sub-cost center 6 FAH-5 H-341.15-9-Dedicated Storage).  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.

g. Stand-alone building:  The count is based on the total net square meters assigned to the occupying agency.

h. Shared nonresidential building:  The count is based on total net square meters assigned to each tenant agency as outlined in paragraph d.

i.  Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential properties (i.e., apartment, CMR, MSGQ, chancery, annex, consular annex, warehouse, etc.) must allocate costs in a transparent and equitable manner as outlined in 6 FAH-5 H-341.12-1(D).

NOTE 1:  The facilities management section, in partnership with the general services office, is responsible for providing the measurements of all nonresidential space assigned to each agency.

NOTE 2:  For posts moving into new facilities in the next fiscal year, a new sub-cost center should be created in the transition year for budgeting and allocation of costs.  During the transition period, before occupancy of the building, it may be necessary to share certain costs in ICASS.  These costs should be budgeted in the sub-cost center and charged to 1901.0-ICASS, prorated if needed, and will be shared through ICASS Redistribution.  Once the property is certified for occupancy and space assignments are made, the costs are budgeted in ICASS and shared according to each agency’s percentage share of the total net square meters, prorated as appropriate.  These workload counts may be updated at the initial or final budget stage.  Once all possible assignments are made, vacant/unassigned space is not counted and all costs for the property are shared proportionately by all tenant agencies.  It is recommended that post track workload count changes by including comments in the Distribution Worksheet.

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), subparagraph 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; and

(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-341.15 Standardized Sub-Cost Centers

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. Certain commonly provided services must be separated from the main cost center in order to simplify budgeting and accurately capture the related workload counts.  To facilitate this, ICASS uses standardized sub-cost centers that often have different distribution factors and subscribers than the “parent” cost center.  For both Standard and Lite posts that offer these services, posts must use the standardized sub-cost center number, name, and distribution factor shown in 6 FAH-5 Exhibit 332.5; these names and numbers are pre-programmed in the ICASS software.

b. This subchapter provides detailed information on the standardized sub-cost centers for both Standard and Lite posts, including a description of the services, budgeted costs, time allocations, and related distribution factor.

c.  If a post does not offer these services, the standardized sub-cost center is not activated.  However, posts may create other sub-cost centers, as needed.

6 FAH-5 H-341.15-1  Local Guard Costs for Special Events (5821-X999)

This sub-cost center captures the total additional guard hours (i.e., covered by additional and emergency [A&E] contract guard hours and PSA guard overtime) provided to all customer agencies in support of official representational events hosted at a residence or other location.  The RSO determines if guard services are required for a representational event.  The sub-cost center number and title is 5821-X999-Local Guard Costs for Special Events.

6 FAH-5 H-341.15-1(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

The service in this sub-cost center includes the provision of local guard services for official representational events hosted by ICASS customer agencies at a residence or other off-site location.

6 FAH-5 H-341.15-1(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary and benefits (e.g., health insurance, pension, etc.) for LE guard staff who allocate their time to this cost center; or

(2)  Actual Additional and Emergency (A&E) service costs for contract local guards providing this service.

6 FAH-5 H-341.15-1(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

ICASS employees who directly perform the functions outlined above allocate their time to this sub-cost center.

NOTE:  The workload count for this sub-cost center is a cumulative total of guard hours provided in the previous year.  Using that total, post must allocate an appropriate amount of time to this sub-cost center to equal the cost of those services, including related overtime costs.  At contract guard posts, there is no time allocation to this sub-cost center.

6 FAH-5 H-341.15-1(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is the total guard hours provided to an agency for a special event.  This is a cumulative count of all special event guard hours provided from May 1 through April 30.

b. This cost center is not modifiable.

NOTE 1:  Additional guard hours required for events hosted by the COM or his/her designee (including but not limited to the July 4 celebration) are included in this sub-cost center and charged to 1900.0-State.  For events hosted by the Public Affairs Officer, additional guard costs are charged to 1967.0-PD.  Additional guard hours required for events hosted by other State entities are charged to their respective agency codes.

NOTE 2:  Additional guard hours required for events hosted by non-State agencies are also included in this sub-cost center and charged to their respective agency codes. These costs will be invoiced through ICASS, so there is no direct-charging at the post level.

NOTE 3:  Additional guard hours required for events organized by the CLO are included in this sub-cost center and charged to 1901.0-ICASS.

NOTE 4:  Additional guard hours required for the Marine Corps Ball are funded by DS-Worldwide Security Program (WSP) funds; these hours are not included in this sub-cost center.

NOTE 5:  The RSO office is responsible for collecting and submitting the annual workload counts.

6 FAH-5 H-341.15-2  Residential Security Coordinator (RSC), Residential Security Equipment Technician (RSET) and Central Alarm Monitoring System (CAMS) (5823-X023)

This sub-cost center is used to capture the costs of specialized residential security employees (RSC and RSET), the Central Alarm Monitoring System (CAMS), and emergency excavation kits at post.  These costs are budgeted in a sub-cost center to allow for tracking them separately from overall Mobile Patrol costs.  The sub-cost center number and title is 5823-X023-Res Sec Coord, Res Sec Equip Tech and CAMS.

6 FAH-5 H-341.15-2(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

(1)    Reviewing residential security requirements for properties in the housing pool;

(2)    Installing and/or repairing residential security upgrades;

(3)    Providing/monitoring the CAMS program (where applicable); and

(4)    Providing emergency excavation kits (when required).

NOTE:  If a nonguarded ICASS nonresidential property (e.g., warehouse) requires a Central Alarm Monitoring System (CAMS), the costs are budgeted in DS/ICASS cost center 5826. This decision requires prior approval from DS/IP/OPO.

6 FAH-5 H-341.15-2(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this sub-cost center (See NOTE 1);

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

(3) CAMS contract costs (monthly fees) related to the services provided in this sub-cost center (see NOTE 2);

(4)  Emergency excavation kits (when required); and

(5)  Vehicle maintenance and repair costs (see NOTE 3).

NOTE 1:  When an eligible family member (EFM) fills a Residential Security Coordinator or Residential Security Equipment Technician position, their base pay/benefits/allowance costs are funded through DS/EX/CFO; their premium pay/cash awards are budgeted in WebRabit.  All other costs (travel, training, etc.) are funded under this sub-cost center.

NOTE 2:  If post’s emergency action committee (EAC) determines that residential landlines are not required as an emergency means of communication, but post’s Regional Security Officer concludes, as per 12 FAH 6 H-130, that the Residential Security Standards require a home alarm service (i.e., Central Alarm Monitor Systems (CAMS)) that necessitates the use of a landline telephone, then the monitoring costs are funded under ICASS standardized sub-cost center 5823-0023.  The telephone/internet line provided for the CAMS system must be a dedicated line that is different from the telephone lines used by the resident for making phone calls. All installation and hardware costs associated with CAMS are funded under non-ICASS FC 5841.  Posts should consult with DS/PSP/PCD prior to signing any CAMS monitoring contracts.

NOTE 3:  At some posts, DS provides a dedicated vehicle for the RSC/RSET position and the acquisition cost is funded below-the-line by the Washington ICASS LGP vehicle account, not at the post level.  Maintenance costs for these vehicles are budgeted at the post level (see 6 FAH-5 H-15.12).  At posts with no dedicated vehicle for this function, the RSC/RSET uses a motor pool vehicle and the kilometers driven are charged to 1901.0-ICASS.

6 FAH-5 H-341.15-2(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

ICASS employees (LE staff, including EFMs) who directly perform the functions outlined above allocate their time to this cost center.

6 FAH-5 H-341.15-2(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(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 and is identical to the workload count in the main cost center.  This is a static count as of May 1.

b. This cost center is not modifiable.

NOTE 1:  The RSO office is responsible for collecting and submitting the annual workload counts.

NOTE 2:  For overlaps of three months or less incurred by the departing employee and the incoming employee, post should only count the new incumbent.  For overlaps exceeding three months, post should follow the guidance in 6 FAH-5 H-333.2.

6 FAH-5 H-341.15-3  LGP Vehicle Maintenance (6132-X001)

This sub-cost center is used to capture the time ICASS employees spend maintaining DS ICASS LGP vehicles.  Posts with DS ICASS LGP vehicles (e.g., mobile patrol, RSET/RSC, and Local Guard Coordinator vehicles) funded by the below-the-line Washington ICASS LGP Vehicle account must activate this sub-cost center if 6132-Vehicle Maintenance Services are provided.  The sub-cost center number and title is: 6132-X001-LGP Vehicle Maintenance and is used at Standard posts.

NOTE 1:  If a Lite post has activated the 6132-Vehicle Maintenance Services cost center and provides services to DS ICASS LGP vehicles, it must also activate this sub-cost center to separately track DS ICASS LGP vehicle maintenance costs.  All other Lite posts would not use this sub-cost center.

NOTE 2:  The cost of vehicle fuel, parts and supplies required for these DS ICASS LGP vehicles is included in the DS ICASS LGP target and budgeted in the respective LGP cost centers.  To ensure these costs are not charged again for these vehicles, this sub-cost center isolates just the labor costs to provide vehicle maintenance service.

6 FAH-5 H-341.15-3(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This service covers the maintenance of DS LGP vehicles (e.g., mobile patrol, RSC/RSET vehicles) that are funded by the below-the-line Washington LGP Vehicle account.

6 FAH-5 H-341.15-3(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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 sub-cost center; and

(2)  Office equipment and furnishings for employees who allocate time to this sub-cost center.

NOTE:  Costs for parts and supplies for DS LGP vehicles, as well as major repairs, are budgeted in the DS ICASS LGP cost centers according to vehicle usage and are not included in this sub-cost center.

6 FAH-5 H-341.15-3(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

NOTE:  If post provides 6132-Vehicle Maintenance Services for DS ICASS LGP vehicles, the related labor costs are separated from the main cost center through time allocation to this sub-cost center.

6 FAH-5 H-341.15-3(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

b. These vehicles are DS ICASS assets and the workload count in the sub-cost center is charged to 1901.0-ICASS.   These vehicles are NOT counted in the main 6132-Vehicle Maintenance cost center.

c.  This cost center is not modifiable.

NOTE 1:  The general services office is responsible for collecting and submitting the annual workload counts.

6 FAH-5 H-341.15-4  Drive Cameras (6132-X132 or 6145-X132)

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This sub-cost center is used to capture the post management costs of the vehicle event data recorder program (DriveCam). This program is managed and funded by the Bureau of Overseas Building Operations, Office of Safety, Health and Environmental Management (OBO/OPS/SHEM); operating costs are included in the regional bureau ICASS target and budgeted in this sub-cost center.  DriveCams are installed only at posts that meet the fatality, injury and property vehicle damage criteria set by SHEM.  The sub-cost center number and title at a Standard post is 6132-X132-Drive Cameras, and at a Lite post is 6145-X132-Drive Cameras.

6 FAH-5 H-341.15-4(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

The service includes:

(1)  Managing and maintaining DriveCams installed in USG-owned vehicles at post;

(2)  Monitoring/reviewing the video output of installed cameras; and

(3)  Coaching drivers, as required.

NOTE:  The Information Management section at post provides support for maintaining the download system for the event recorders.

6 FAH-5 H-341.15-4(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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)  Office equipment and furnishings for employees who allocate time to this sub-cost center; and

(3)  Costs for post contracts or supplies in support of this service.

NOTE:  SHEM funds the initial purchase, installation, and eventual replacement of DriveCam recorders.  It also funds a domestic contract for reviewing DriveCam data.

6 FAH-5 H-341.15-4(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff employees, including EFMs) who supervise or perform the services outlined above (e.g., GSO, DriveCam coordinator, vehicle maintenance staff, etc.) may allocate their time to this sub-cost center.

6 FAH-5 H-341.15-4(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of official vehicles with Drive Cams installed for each agency.  This is a static count as of May 1.

b. This cost center is not modifiable.

NOTE:  The general services office is responsible for collecting and submitting the annual workload counts.

6 FAH-5 H-341.15-5  Administrative Supplies Issued (6133-X133 or 6145-X133)

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This sub-cost center is used at posts that have a centralized administrative supply system that direct charges agencies for supplies issued.  It allows for the separation of the actual cost of supplies from the management and support costs for this service which are budgeted in the main cost center (6133-Administrative Supply Services at Standard posts or 6145-General Services at Lite posts).  Posts that direct charge administrative supplies or have a combined method of direct charging and funding some supplies within ICASS, must use this sub-cost center.  For details on managing and budgeting for Administrative Supplies, see 6 FAH-5 H-314.4.  The sub-cost center number and title is 6133-X133-Admin Supplies Issued for Standard posts and 6145-X133-Admin Supplies for Lite posts.

6 FAH-5 H-341.15-5(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services in this sub-cost center cover the provision of administrative supplies to ICASS sections, and the provision of supplies to customer agencies that are not direct charged (see 6 FAH-5 H-314.4 for details on managing and budgeting for Administrative Supplies).

6 FAH-5 H-341.15-5(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

Budgeted costs include only the total value of administrative supplies issued to ICASS sections and the costs of supplies issued but not direct charged to customer agencies.

6 FAH-5 H-341.15-5(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

There is no employee time allocated to this sub-cost center.

6 FAH-5 H-341.15-5(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is the total dollar value of supplies issued.  This is a cumulative count from May 1 through April 30. 

b. For Lite posts, this distribution factor is an exception to the rule requiring the use of the distribution factor of the “parent” cost center because it uses the dollar amount of supplies issued rather than using a head count for 6145-General Services. 

c.  This cost center is not modifiable.

NOTE:  The general services office is responsible for collecting and submitting the annual workload counts as reported in the official system of record.

6 FAH-5 H-341.15-6  FAP Annual Assessment (6144-X144)

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This sub-cost center is used only for budgeting post’s furniture and appliance pool (FAP) target which is fenced within the regional bureau budget.  The sub-cost center number and title is 6144-X144-FAP Annual Assessment.

6 FAH-5 H-341.15-6(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

(1)  Establishing the requirements for post’s FAP target based on the workload count and established annual assessment; and

(2)  Budgeting post’s FAP target as reported on the ICASS website.

6 FAH-5 H-341.15-6(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Purchase of approved FAP items in accordance with post policy (see NOTE 1);

(2)  Working Capital Fund fee charged by A/AQM;

(3)  Fee charged by the US Despatch Agent;

(4)  Shipping costs required to reach post’s warehouse;

(5)  Local demurrage or customs charges; and

(6)  Delivery charges to post’s warehouse if items are purchased locally.

NOTE 1:  Only fenced FAP funds for sub-object codes (SOCs) 2224-Transportation of Household Furniture and Equipment and 3123-Household Furnishings are budgeted in this sub-cost center.  Posts that use more detailed SOCs for other costs outlined above may obligate fenced FAP funds against those SOCs, but when reporting budgeted amounts and prior year actuals, all FAP costs obligated against those other SOCs (items 2 through 6) must be reported in the Budget Summary Worksheet under SOC 2224 or 3123.  For tracking purposes, SOCs 2224 and 3123 are considered fenced for this sub-cost center for posts with a FAP program.

NOTE 2:  Fenced FAP funds may not be used for other FAP requirements (e.g., welcome kits, refurbishment supplies or contracts, transportation of FAP items between residences) which are funded from post’s regional bureau ICASS allotment and budgeted in the main 6144-FAP Services cost center.

NOTE 3:  No employee time or other costs are budgeted in this sub-cost center.

6 FAH-5 H-341.15-6(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

There is no USDH or LE staff time allocated to this sub-cost center.

6 FAH-5 H-341.15-6(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of subscribers to post’s FAP program.  This is a static count taken on May 1.

b. This cost center is not modifiable or pro-rated.  If an agency has a pro-rated workload count in the main 6144 cost center because they are abolishing a position or withdrawing from post, there should be no workload count for that agency in this sub-cost center.  For new positions, a FAP buy-in is collected in the first year and workload is entered in the main FAP cost center at the next available budget; in that first year, there is no workload in this sub-cost center.

c.  Tandem employees:  Even though a tandem couple is sharing one set of furniture, post still is required to maintain two sets of furniture.  Therefore, both members of a tandem couple are counted in this sub-cost center and post should enter an explanatory comment in the workload distribution report in the ICASS software (see 6 FAH-5 H-512.6, paragraph e).

d. Short-term positions:  Agencies with temporary/short-term positions (e.g., less than 7 years) are not counted in this sub-cost center.  The agency pays a full buy-in to participate in the pool and is counted in the main 6144-FAP Services cost center; if replacements for furniture or appliances are required during the seven year period, the agency’s ongoing subscription to the main FAP cost center and its original buy-in payment cover any replacement costs.  If an agency’s position remains at post beyond the seven years, it must retroactively fund the seven annual assessment charges which are collected through the DN process.  The agency is then counted in this sub-cost center until it withdraws from the service or departs post (See 6 FAH-5 H-512.6, paragraph b).

e. OBO project managers:  OBO project managers (PM) are typically temporary/short-term positions and therefore are NOT counted in this sub-cost center.  Because the funding for these positions comes from the CSCS program, which is funded by all agencies, the cost of the FAP buy-in can be negotiated with OBO to more closely reflect the actual needs of the position (instead of funding the full buy-in); see 6 FAH-5 H-512.6, paragraph b.

f.  Vacant positions:  All positions that are temporarily vacant on May 1 are still counted in this sub-cost center.  If an agency does not fill a position in a given year, they may have a “pass” for one year (out of a 12-year period) and not be counted in this sub-cost center.  If the position remains unfilled in the second year, the agency must decide to be counted either in this sub-cost center and retain “membership” in the FAP or withdraw for this position.  If the agency withdraws, when the position is filled, the agency will be required to fully fund a new buy-in cost (see 6 FAH-5 H-512.6).

NOTE:  The general services office, with input from the financial management section, is responsible for maintaining the total number of FAP subscribers and any authorized exceptions.

6 FAH-5 H-341.15-7  Appliance Pool Annual Assessment (6144-X244)

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This sub-cost center is used only for budgeting post’s appliance pool (AP) target which is fenced within the regional bureau budget.  It is used only at posts that maintain just an appliance pool or at furnished posts that operate a separate appliance pool for certain customer agencies.  The sub-cost center number and title is 6144-X244-AP Annual Assessment.

NOTE:  Posts with an appliance pool may choose to include these customer agencies with a modified workload count in the 6144-X144 main and sub-cost centers if that provides an equitable share of the costs for the appliance pool.  In such cases, this sub-cost center would not be used.

6 FAH-5 H-341.15-7(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

(1)  Establishing the requirements for post’s AP target based on the workload count and established annual assessment; and

(2)  Budgeting post’s AP target as reported on the ICASS website.

6 FAH-5 H-341.15-7(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Purchase of approved AP items in accordance with post policy (see NOTE 1);

(2)  Working Capital Fund fee charged by A/AQM;

(3)  Fee charged by the U.S. Despatch Agent;

(4)  Shipping costs required to reach post’s warehouse;

(5)  Local demurrage or customs charges; and

(6)  Delivery charges to post’s warehouse for items purchased locally.

NOTE 1:  Only fenced AP funds for SOCs 2224 and 3123 are budgeted in this sub-cost center.  Posts that use more detailed SOCs for other costs outlined above may obligate fenced AP funds against those SOCs, but when reporting budgeted amounts and prior year actuals, all AP costs obligated against those other SOCs (items 2 through 6) must be reported in the Budget Summary Worksheet under SOC 2224 or 3123.  For tracking purposes, SOCs 2224 and 3123 are considered fenced for this sub-cost center for posts with an AP program.

NOTE 2:  Fenced FAP funds may NOT be used for other FAP requirements (e.g., welcome kits, refurbishment supplies or contracts, repairs, or transportation of FAP items between residences) which are funded from post’s regional bureau ICASS target and budgeted in the main 6144-FAP Services cost center.

NOTE 3:  No employee time or other costs are budgeted in this sub-cost center.

6 FAH-5 H-341.15-7(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

There is no USDH or LE staff time allocated to this sub-cost center.

6 FAH-5 H-341.15-7(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of subscribers to post’s AP program.  This is a static count taken on May 1.

b. For those posts that have both a FAP and an AP because agencies are still in transition, or post manages an AP for employees on LQA/OHA, it is appropriate to maintain a separate count for subscribers to the AP.  However, do not include FAP subscribers in the workload count for the AP; appliance requirements must be included as part of the overall FAP cost.

c.  This cost center is not modifiable or pro-rated.  If an agency is withdrawing from post or abolishing a position resulting in a pro-rated count in the main 6144 cost center, there should be no workload count for that agency in this sub-cost center.  For new positions, an AP buy-in is collected in the first year and workload is entered in the main FAP Services cost center at the next available budget; in that first year, there is no workload in this sub-cost center.

d. Tandem employees:  Even though a tandem couple is sharing one set of appliances, post still is required to maintain two sets.  Therefore, both members of a tandem couple are counted in this sub-cost center and post should enter an explanatory comment in the workload distribution worksheet.

e. Short-term positions:  Agencies with temporary/short-term positions (e.g., less than seven years) are not counted in this sub-cost center.  The agency pays a full buy-in to participate in the pool and is counted in the main 6144-FAP Services cost center; if replacements for furniture or appliances are required during the 7-year period, the agency’s ongoing subscription to the main FAP cost center and its original buy-in payment cover any replacement costs.  If an agency’s position remains at post beyond the seven years, it must retroactively fund the seven annual assessment charges which are collected through the DN process.  The agency is then counted in this sub-cost center until it withdraws from the service or departs post (See 6 FAH-5 H-512.2, paragraph b).

f.  OBO project managers:  OBO project managers (PM) are typically temporary/short-term positions and therefore are NOT counted in this sub-cost center.  Because the funding for these positions comes from the CSCS program, which is funded by all agencies, the cost of the FAP buy-in can be negotiated with OBO to more closely reflect the actual needs of the position (instead of funding the full buy-in); see 6 FAH-5 H-512.2, paragraph b.

g. Vacant positions:  All positions that are temporarily vacant on May 1 are still counted in this sub-cost center.  If an agency does not fill a position in a given year, they may have a “pass” for one year (out of a 12-year period) and not be counted in this sub-cost center.  If the position remains unfilled in the second year, the agency must decide to be counted either in this sub-cost center and retain its “membership” in the FAP or withdraw for this position.  If the agency withdraws from the AP, when the position is filled, the agency will be required to fully fund a new buy-in cost (see 6 FAH-5 H-512.6).

NOTE:  The general services office, with input from the financial management section, is responsible for maintaining the total number of AP subscribers and any authorized exceptions.

6 FAH-5 H-341.15-8  PLP Host Language and PLP English Classes (6441-X001, 6451-X002 or 6445-X001, 6445-X002)

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

These sub-cost centers are used to capture the costs of post language programs (PLPs).  The sub-cost center numbers and titles are 6441-X001-PLP Host Language and 6451-X002-PLP English at Standard posts; 6445-X001-PLP Host Language and 6445-X002-PLP English at Lite Posts. If there are additional language programs, assign the next number in the sequence (i.e., X003, X004, etc.).

6 FAH-5 H-341.15-8(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This service includes the provision of host country or English language training at post.

NOTE 1:  If a post offers English language training only for ICASS staff, this sub-cost center is not required, and the related costs can be budgeted in 8790-Miscellaenous Costs.

NOTE 2:  If post manages its host country PLP or English language training on a direct charge only basis, this sub-cost center is not required.

6 FAH-5 H-341.15-8(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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 time to this cost center;

(2)  Contract costs for language instructors; and

(3)  Costs of specialized materials or equipment in support of this service (i.e. study guides, workbooks, DVD training materials, tapes, etc.).

NOTE:  For ICASS USDH employees, the cost of the language program that is direct charged is budgeted in the USDH cost pool for the employee.  For ICASS LE staff, if no other agency LE staff receive English language instruction, it is budgeted under 8790-Miscellaneous Costs.

6 FAH-5 H-341.15-8(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

NOTE:  If post offers English language training only for ICASS employees and the instructor is an ICASS employee, the instructor’s time can be allocated to 8790-Miscellaenous Costs.

6 FAH-5 H-341.15-8(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of individuals (including employees and family members) registered for each stand-alone course offered at post throughout the year.  This is a cumulative count of the total number of registrations from May 1 through April 30.

b. For both Standard and Lite posts, this workload count is an exception to the rule requiring the use of the distribution factor of the “parent” cost center because it counts the total number of registered students, both employees and family members.

c.  This cost center is not modifiable.

NOTE 1:  Posts often offer multiple short-term sessions throughout the year.  An individual is counted for each session in which they are registered.

NOTE 2:  The human resources section is responsible for tracking the registrations for each section and submitting the workload counts.

6 FAH-5 H-341.15-9  Dedicated Storage (7820-X099 or 7860-X099)

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This sub-cost center is used to separate the costs for dedicated warehouse space allocated to customer agencies in either GO/CL or OL properties.  The sub-cost center number and title is 7820-X099-Dedicated Storage for a GO/CL warehouse or 7860-X099-Dedicated Storage for an OL warehouse.

6 FAH-5 H-341.15-9(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include:

(1)  Providing dedicated space for customer agency property, if available; and

(2)  Maintaining control of other agency property stored in the warehouse.

NOTE:  Any agency that has dedicated storage space must also subscribe to 6143-Warehouse Operations with a modification at the 0.6 level.  This covers the requirement for GSO to receive, store, and maintain control of the agency’s assets stored in the warehouse, but not providing full inventory services for the agency.

6 FAH-5 H-341.15-9(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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 sub-cost center;

(2)  Costs for warehouse property, including:

(a)  Rent (if applicable);

(b)  Periodic and seasonal care of walks, driveways and grounds;

(c)  Custodial services (either contractor or in-house staff), including related supplies, tools, and equipment;

(d)  Utilities (electricity, gas, water, operating fuel, etc.); and

(e)  Trash removal services;

(3)  Specialized tools and equipment (including related shipping and handling charges) required to support the above services.

NOTE:  If the warehouse is used only for dedicated storage, all budgeted costs are allocated to 7820/60-X099 in the software.  If the warehouse is multi-functional with dedicated storage, FAP storage, warehouse services, workshops, and/or ICASS office space, then the 9664-Warehouse Cost Pool must be used in the ICASS software (see 6 FAH-5 H-314.2, paragraph c).

6 FAH-5 H-341.15-9(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

6 FAH-5 H-341.15-9(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of net square meters of dedicated storage space assigned to each agency.  This is a static count as of May 1.  For detailed guidance on measuring warehouse space, see 6 FAH-5 H-341.12-2(D), paragraph d.

b. This cost center is not modifiable.

NOTE:  The general services office, in partnership with the facility management office, is responsible for developing and submitting the annual workload counts.

6 FAH-5 H-341.15-10  Building Operations (BO)- Government-Owned/Capital Lease (GO/CL) Parking Lots (7820-X821, -X822) or Operating Lease (OL) Parking lots (7860-X861, X862)

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

These sub-cost centers are used to identify specific costs related to parking lots managed by post.  If a post has one or more GO/CL or OL Parking Lots, the costs must be tracked using a standardized sub-cost center.  The sub-cost center numbers and titles are:  7820-X821-BO GO/CL Parking Lot No. 1; 7820-X822-BO GO/CL Parking Lot No. 2; or 7860-X861-BO OL Parking Lot No. 1; or 7860-X862-BO OL Parking No. 2; etc.  If there are additional parking lots, assign the next number in the sequence (i.e., X823, X824, or X863, X864, etc.).

6 FAH-5 H-341.15-10(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

The service includes the provision and management of parking for official vehicles.

NOTE:  If the RSO determines that guard services are required for a parking lot, a separate sub-cost center under 5826-Nonresidential Local Guard Program services must be activated.

6 FAH-5 H-341.15-10(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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 sub-cost center;

(2)  Rent (if applicable);

(3)  Periodic and seasonal care of walks, driveways and grounds;

(4)  Utilities (electricity, gas, water, operating fuel, etc.); and

()5) Trash removal services.

NOTE:  The bulk of the budgeted costs in this sub-cost center are related to rent (where applicable), utilities and maintenance/upkeep.  If ICASS USDH and/or LE staff provide or manage some of the services listed above, they may allocate a portion of their time to this sub-cost center.

6 FAH-5 H-341.15-10(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff, including EFMs) who supervise or perform the services outlined above may allocate a portion of time to these sub-cost centers. 

6 FAH-5 H-341.15-10(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is the number of parking spaces assigned to each agency.  This is a static count as of May 1.

b. This cost center is not modifiable.

c.  This workload count is an exception to the rule requiring the use of the distribution factor of the “parent” cost center because it counts the total number of assigned parking spaces instead of total net square meters.

NOTE:  The general services office, in partnership with the facility management office, is responsible for collecting and reporting the annual workload count.

6 FAH-5 H-341.15-11  Residential Make-Ready (7850-X799)

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This sub-cost center is used to capture the costs of residential make ready services that are budgeted in ICASS. The make-ready policy is outlined in 6 FAH-5 H-524.  Make-ready costs are charged to the agency of the outgoing tenant and ideally are contracted out and direct charged.  Where contracting out is not possible, posts that fund all or part of its residential make-ready activities in ICASS must activate this standardized sub-cost center.  The sub-cost center number and name is:  7850-X799 Make-Ready.

6 FAH-5 H-341.15-11(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

Make-ready services include basic activities that are required between occupants to prepare a residential property for a new tenant and are limited to:

Interior painting;

Cleaning; and

Minor garden clean-up.

NOTE 1:  Where posts direct charge for this activity and only has costs related to make-ready for ICASS-occupied properties, these costs should be budgeted in the USDH service provider’s cost pool; no sub-cost center is required.

NOTE 2:  ICASS oversees the make-ready process for all residential properties, whether GO/CL or OL; if contracting out for this activity is not possible and post must budget for it in ICASS, this sub-cost center is used to capture make-ready costs for ALL property types.  If make-ready costs of GO/CL vs. OL properties are very different and combining them in a single sub-cost center is not equitable, post may create a separate sub-cost center for GO/CL properties under the 7810 cost center and name it “GO/CL Make-Ready” (there is no standard sub-cost center number).

NOTE 3:  Maintenance and repair activities that take place during the make-ready period are not part of this service.  Post must ensure that appropriate funds are used to complete any required residential maintenance work (e.g., OBO 7903 funds for GO/CL properties and OBO 7906 funds for certain activities in OL properties).  Maintenance requirements in OL properties are the primary responsibility of the landlord and posts should ensure that landlords are held responsible for these activities.

6 FAH-5 H-341.15-11(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate time to this cost center;

(2)  BOE supplies, tools, and equipment related to cleaning and grounds care, if applicable (see NOTE 2);

(3)  Contracts for required services (i.e., painters, gardeners, cleaners), if applicable; and

(4)  Costs for vehicles dedicated to the services outlined above, including ongoing fuel usage.

NOTE 1:  At posts that complete make-ready requirements with in-house staff, augmented by contractor labor, the related contract costs are budgeted in this sub-cost center.  Post must use SOC 2510-Realty Maintenance, Repair & Minor Alterations to budget contract costs related to make-ready requirements.

NOTE 2:   Bulk maintenance supplies, tools, and equipment related to painting (e.g., paint, brushes, rollers, drop cloths, etc.) are funded by OBO/MCS.  Supplies related to cleaning and grounds care (e.g., cleaning supplies/tools, yard supplies/tools) are funded in ICASS.

6 FAH-5 H-341.15-11(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

Only LE staff employees who perform the services outlined herein (e.g., painters, cleaners, grounds care staff) may allocate their time to this sub-cost center.

NOTE:  Other staff who may be involved in the make-ready process (e.g., USDH GSO, housing coordinator, escorts, POSHO, etc.) do not allocate time to this sub-cost center; their time is allocated to the main 78XX-Building Operations or other cost centers, as appropriate.

6 FAH-5 H-341.15-11(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of net square meters of both GO/CL and OL residential properties made ready for each agency.  This is a cumulative count for the period May 1 to April 30.

b. This distribution factor is an exception to the rule requiring the use of the distribution factor of the “parent” cost center because it combines square meters of both GO/CL and OL properties in a single sub-cost center and creates a cumulative rather than static count.

c.  This cost center is not modifiable.

NOTE 1:  The general services and facility management offices are responsible for tracking, collecting and submitting the total net square meters made ready for each agency.

NOTE 2:  The net square meters reported in this sub-cost center will also be included in the agency’s workload count in 7810 or 7850 to reflect other Building Operations services provided to the agency throughout the year.

6 FAH-5 H-341.15-12  Commissioning/ Decommissioning (7850-X899)

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This sub-cost center is used to capture the costs of residential commissioning and decommissioning.  The Residential Commissioning/Decommissioning policy is outlined in 6 FAH-5 H-522.  Commissioning costs are direct charged to an agency or funded in ICASS, depending on post policy and circumstances.  Ideally, these activities are contracted out and direct charged to the appropriate agency.  If that is not possible and this activity is budgeted in ICASS, this sub-cost center must be used.  The sub-cost center number and title is:  7850-X899 Commissioning/ Decommissioning.  Commissioning costs related to a new position are charged to the agency.

6 FAH-5 H-341.15-12(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

The services include the completion of residential commissioning activities as appropriate and in accordance with post policy as outlined in 6 FAH-5 H-522.

NOTE 1:   If commissioning costs are typically direct charged and only costs related to an ICASS employee are budgeted in ICASS, those costs can be budgeted in the cost pool for the employee; the sub-cost center is not required.

NOTE 2:  Posts that meet the 75% rule as outlined in the policy (see 6 FAH-5 H-522 paragraph c) may fund commissioning/decommissioning costs for replacement leases in ICASS and those costs must be budgeted in this sub-cost center.

NOTE 3:  OBO funds the commissioning/decommissioning costs for GO/CL properties.

6 FAH-5 H-341.15-12(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

Budgeted costs include:

(1)  Salary and benefits (e.g., health insurance, pension, etc.) for LE staff who allocate their time to this cost center;

(2)  Costs for vehicles dedicated to the services outlined above, including ongoing fuel usage;

(3)  Costs for BOE supplies used in support of the above commissioning activities (see NOTE 1).

NOTE 1:  When commissioning costs must be budgeted in ICASS and the work is performed by in-house staff, or a combination of in-house and contract staff, the costs are budgeted in ICASS.

NOTE 2:  Bulk maintenance and repair supplies, tools, and equipment required for commissioning activities are funded by OBO/MCS.  Where the commissioning costs relate to a new position, the total cost of supplies must be journal vouchered (JV) from the agency’s start-up funding for the new position to the OBO account from which they were funded.

NOTE 3:  At posts where commissioning costs for replacement leases are direct charged to the assigned tenant agency, the cost for bulk maintenance supplies used in this process are funded by OBO/MCS with no charge back to the customer agency; all other commissioning costs related to fixtures and equipment required for commissioning are direct charged to the tenant agency.  Appliances and equipment that are part of post’s furniture and appliance pool (FAP) program and installed as part of the commissioning process are funded with fenced FAP funds.

6 FAH-5 H-341.15-12(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. Only LE staff employees who actually perform the services outlined above (e.g., painters, plumbers, electricians, carpenters, HVAC technicians, cleaners, grounds care staff, etc.) may allocate their time to this sub-cost center.

b. Other staff who may be involved in the commissioning process (e.g., USDH GSO, housing coordinator, escorts, POSHO, etc.) do NOT allocate time to the sub-cost center; their time is allocated to the main 78XX-Building Operations or other cost centers, as appropriate.

NOTE:  Posts must monitor the time allocation to this sub-cost center to ensure that it accurately reflects the anticipated requirements from year to year and make appropriate adjustments.  Example:  In one year, post may have two-thirds of its housing pool turn over, so the staff time requirements will be higher that year than in the following year.  Post must ensure that time allocations to the main 78XX Building Operations cost centers accurately reflect employees’ work requirements.

6 FAH-5 H-341.15-12(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is the total number of residential properties commissioned/decommissioned for each agency.  This is a cumulative count for the period May 1 through April 30.

b. This distribution factor is an exception to the rule requiring the use of the distribution factor of the “parent” cost center because this sub-cost center counts the number of properties commissioned instead of net square meters and makes it a cumulative rather than static count.

c.  This cost center is not modifiable.

d. At posts that meet the 75% rule and commissioning costs for replacement leases are funded by ICASS, the workload count for those properties is charged to 1901.0-ICASS. Any workload count related to properties commissioned for new positions would be charged to the appropriate agency.

e. At posts where contracting out is not possible and these activities are done with in-house staff and post does not meet the 75% rule, the workload count is the total number of properties commissioned for each assigned tenant agency.

NOTE:  The general services and facility management offices are responsible for tracking, collecting and submitting the annual workload counts.

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); and

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

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

(3)  Obtaining licenses and special permits;

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

(5)  Maintaining 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)  Drafting, clearing and issuing administrative and security notices and management policies;

(7)  Coordinating the mission awards ceremony;

(8)  Analyzing and responding to National Security Decision Directive (NSDD) 38 requests (see 2 FAM Exhibit 111.3);

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

(10) Preparing 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) Issuing building access badges;

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

(13) Establishing and managing the local U.S. disbursing officer bank account;

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

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

(16) Negotiating hotel rates;

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

(18) Providing 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, subparagraphs b(2) and b(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)  Providing welcome and orientation services; preparing and maintaining welcome materials;

(2)  Providing pre-arrival information;

(3)  Maintaining post sponsorship program;

(4)  Managing post’s formal orientation program;

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

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

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

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

(9)  Maintaining 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) Maintaining an information resource center accessible to the community and contributing to the post newsletter;

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

(12) Liaising 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)  Staffing and operating the health unit;

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

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

(4)  Preparing/analyzing medical reports;

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

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

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

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

(9)  Providing 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, subparagraph 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, subparagraph 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)  Maintaining platform for OpenNet Plus;

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

(3)  Installing 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)  Assisting in obtaining training for State Department-approved baseline applications;

(5)  Installing and maintaining OpenNet Plus e-mail, system backup, and manage overall system security (e.g., User IDs, virus protection, patches, etc.);

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

(7)  Supporting 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)  Providing 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)  Maintaining 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 Counts:  Workload counts related to all DS ICASS LGP staff (Local Guards, Local Guard Coordinators/Clerks, Residential Security Coordinators, Residential Security Equipment 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 Equipment 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 Equipment 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 funded in DS ICASS.  Furniture and furnishings required for this space is also 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)  Providing oversight, coordination, and quality assurance of the residential local guard program;

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

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

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

(5)  Providing 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 Equipment 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)  Providing oversight, coordination, and quality assurance of local guard program;

(2)  Supervising the guard force;

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

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

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

(6)  Coordinating 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)  Providing oversight, coordination, and quality assurance of the residential mobile patrol program;

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

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

(4)  Monitoring residential alarms, providing alarm response, and dispatching mobile patrols.

NOTE:  in certain circumstances, the RSO may task the Mobile Patrol to also monitor nonresidential USG buildings; workload counts for these nonresidential 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 474.2, paragraph d.

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 Equipment 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 Equipment 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 Equipment Technician position, their salary costs are funded through DS/EX/CFO.  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)  Providing oversight, coordination, and quality assurance of local guard program;

(2)  Supervising the guard force;

(3)  Ensuring 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)  Prescreening visitors’ baggage; conducting physical checks of personnel; screening incoming mail, parcels, vehicles, or other items through use of visual inspection, and other means as determined by the RSO;

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

(6)  Coordinating 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 net 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 net 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 net 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 net 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 net 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 facility management office 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/facility management office provides the final net 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)  Conducting background investigations for non-U.S. citizen LE staff and personal service contract (PSC) employees;

(2)  Assisting with accident and security incidents;

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

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

(5)  Taking fingerprints for official purposes;

(6)  Reviewing and recommending security enhancements for nonresidential space;

(7)  Maintaining residential security files; and

(8)  Preparing 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)  Scheduling and performing routine maintenance;

(b)  Maintaining appropriate records and reports for all serviced vehicles;

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

(d)  Coordinating 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)  Maintaining stock for routine office supplies and accountable forms;

(b)  Maintaining inventory controls; and

(c)  Managing the issuing, recordkeeping and warehousing of supplies;

(3)  Procurement services:

(a)  Purchasing 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)  Awarding and administering contracts, including identifying vendors, writing specifications, and negotiating terms;

(c)  Preparing 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)  Arranging for and overseeing (as required) the packing, crating and forwarding of shipments; and

(b)  Performing 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)  Operating 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)  Dispatching vehicles in accordance with U.S. Government regulations and post policies; and

(c)  Maintaining 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)  Receiving and properly documenting all incoming shipments, ensuring they are appropriately stored or delivered;

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

(c)  Ensuring appropriate warehousing and storage of property;

(d)  Picking up and delivering furniture, furnishings and appliances; and

(e)  Disposing 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)  Locating properties;

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

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

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

(e)  Negotiating lease terms with the landlord or agent;

(f)   Following up with landlord to enforce provisions of the lease;

(g)  Initiating 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)  Providing 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)  Preparing travel orders;

(b)  Issuing required travel documents;

(c)  Assisting with arrival and departure in accordance with post policy;

(d)  Processing flight reservation requests;

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

(f)   Processing other types of transportation requests (e.g., ferry, ship, etc.);

(g)  Processing hotel accommodations requests;

(h)  Assisting in obtaining visas for official travel; and

(i)   Overseeing 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 office, 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-106;   05-21-2021)
(Applies to participating ICASS agencies)

Employees who directly perform or supervise the services outlined above allocate their time to this cost center (e.g., ILMS 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 office is responsible for collecting the annual workload counts.

6 FAH-5 H-342.9  Information Management Services (6196)

(CT:ICASS-104;   05-10-2021)
(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)  Receiving and distributing incoming pouch materials, both classified and unclassified;

(b)  Preparing and forwarding outgoing pouches, both classified and unclassified; and

(c)  Maintaining related records;

(2)  Mail and Messenger:

(a)  Sorting, distributing and picking up/delivering mail from local and APO/FPO or DPO sources;

(b)  Receiving and delivering registered and express delivery (e.g., DHL, UPS, FedEx, etc.) shipments;

(c)  Transporting mail to and from the airport;

(d)  Coordinating with local customs and airline personnel on mail shipments; and

(e)  Providing local messenger service;

(3)  Telecommunications and Radio:

(a)  Answering/directing telephone calls within mission offices;

(b)  Servicing official instruments connected to the switchboard;

(c)  Relocating/installing instruments, circuits and systems;

(d)  Supporting for official cell phone program (for devices not connected to OpenNet), where applicable; and

(e)  Servicing and maintaining 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-104;   05-10-2021)
(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 telephone equipment for new ICASS positions (see NOTE 2); and

(9)  Costs for toll charges for local and long- distance calls that cannot be identified with a specific agency (see NOTE 7).

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:  ICASS funds the cost of telecommunications equipment for new ICASS positions and the replacement of defective equipment for ICASS positions. ICASS funds may also be used for software upgrades for an existing telephone system.   ICASS does not fund the replacement or upgrade of central telephone systems such as the post PBX exchange; major facilities investments that go beyond the cost of routine operations are funded by IRM or OBO (see 5 FAM 528).

NOTE 3:  Special phone features and equipment or upgrades are direct-charged to the requesting agency. New handsets for new positions or replacement of defective handsets for existing positions are funded by the requesting agency.

NOTE 4:  At post where the official cell phone program is managed by ICASS, a sub-cost center may 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 5:  At those posts where local calls are metered and identifiable to a specific agency, related costs should be direct-charged.

NOTE 6:  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 7:  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 8:  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.

NOTE 9:  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 10:  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 11:  Infrastructure costs related to the embassy emergency and evacuation (E&E) network are State Program funded.  Hand-held radios provided to Emergency Action Committee (EAC) members are funded by State-Bureau of Information Resource Management (IRM).   Hand-held E&E radios for non-EAC members and for all new NSDD 38 positions are funded by the employing agency.

NOTE 12: 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 13: Beginning in FY20, IRM will centrally fund in ICASS the cost of replacement hand-held E&E radios for all agencies on a ten-year schedule. IRM will distribute replacement radios on a post-by-post basis as funds permit. All posts that require replacement radios before IRM central funds are available will continue to direct charge the cost of these radios to the customer agency. Posts may not use post-level ICASS funds (including carryover) to fund E&E radios. For more details, see 6 FAH-5 H-423.18.

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)  Preparing and submitting 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)  Providing 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)  Entering accounting transactions in the accounting system;

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

(c)  Certifying funds availability;

(d)  Reviewing and adjusting current and prior year obligations on a regular basis; and

(e)  Providing 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)  Preparing, auditing (for completeness, accuracy, adequacy of documentation, and legality), and certifying vouchers, and submitting them for payment;

(b)  Ensuring controls are in place to prevent duplicate payments;

(c)  Working with the disbursing center and vendors to achieve timely payments;

(d)  Tracking and resolving lost or missing payments;

(e)  Maintaining control over certified documents/vouchers for the required period;

(f)   Retiring records in accordance with records management requirements;

(g)  Providing assistance in preparing travel vouchers consistent with rules governing eTravel; and

(h)  Providing standard voucher audit detail reports (VADRs) (or electronic access to same);

(4)  Cashiering services:

(a)  Providing petty cash advances and reimbursements;

(b)  Executing cash payment vouchers;

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

(d)  Performing collections; and

(e)  Processing 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)  Maintaining post position schedules and related reports in the authorized personnel system of record;

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

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

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

(5)  Processing USDH employee evaluations;

(6)  Coordinating required ethics training;

(7)  Processing mandatory financial disclosure forms;

(8)  Coordinating disciplinary actions;

(9)  Managing the mission awards program (see NOTE 1 below);

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

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

(12) Notifying 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) Administering 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)  Maintaining 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)  Classifing positions;

(3)  Managing some or all aspects of recruitment, i.e., job announcements, applicant reviews, interviewing, selection, and salary determination;

(4)  Processing required host-country documents;

(5)  Maintaining the new employee orientation program;

(6)  Managing the performance evaluation process;

(7)  Managing the mission awards program (see Note 1 in the previous section on Human resources–U.S. citizen services);

(8)  Maintaining LE staff handbook, in recognition of local labor law and in coordination with serviced agencies;

(9)  Administering the family member employment program;

(10) Providing career guidance, counseling, employee orientation and ensuring employee awareness of rules and remedies governing EEO issues;

(11) Maintaining liaison with host-country labor officials, keeping abreast of local labor laws, workers compensation programs, etc.; and

(12) Coordinating 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)  Reporting and maintaining records of time and attendance, pay, benefit, leave, allowances, and tax records for mission staff;

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

(3)  Following 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-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The Building Operations (BO) 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.

b. The Department of State, through the 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 OBO.  State’s role as SRPM does not alter existing authorities and responsibilities of other agencies for real property management, e.g., USAID (see 15 FAM 162.1, paragraph c).

c.  Basic principles:

(1)  Overall funding responsibility for agencies occupying government held properties overseas is outlined in 15 FAM 160 and 15 FAM 600; additional guidance is outlined in this sub-chapter.  Funding sources include OBO, other agencies including State, and ICASS; and

(2)  Where costs can be attributed to a specific agency, direct charging is the preferred method of billing (see 6 FAH-5 H-313, Direct Charging) unless the costs are budgeted in ICASS (e.g., for a shared property).

d. Terms and Definitions:

(1)  Facility Managers (FM):  Experienced specialized Department of State employees who are responsible for all aspects of facilities management overseas.  OBO funds the salary, benefits and centrally funded allowances for these positions (e.g. post differential).  OBO also funds post-budgeted allowances (e.g., post, education, SMA, TSMA, etc.) for these positions; ICASS workload counts for FMs are charged to 1900.0-State-DP.  OBO regional offices are staffed with Facility Managers who are also funded by OBO but their ICASS costs are charged to 1920.2-OBO Regional Facility Managers; and

(2) Government Owned/Capital Lease (GO/CL) Property:  Residential or nonresidential property that is either owned outright by the U.S. Government or is considered a capital lease as defined in 15 FAM 121 and 15 FAM 312:

(a)  OBO funds lease costs for residential and nonresidential CL properties, regardless of the occupying agency;

(b)  OBO funds routine M&R costs for GO/CL properties, excluding labor costs for routine Facility Management tradespeople (see paragraph (8) Building Operating Expenses); and

(c)  USAID funds lease and BOE costs for USAID GO/CL property;

(3)  Operating Lease (OL) Property:  Residential or nonresidential property that is acquired by overseas posts in accordance with 15 FAM 312.  Tenant agencies fund their respective OL costs except as outlined below.  OBO-Program funds lease costs for State employees; OBO/ICASS funds lease costs for ICASS Service Providers (SP).  ICASS lease costs are budgeted in the respective SP cost pool OL.  OL properties can be shared or solely occupied by a single agency, including State:

(a)  Shared Property:  A shared OL property is any building occupied by two or more customer agencies; ICASS does not need to be one of the tenants for a building to be considered a “shared” property.  Lease costs and BOE (see paragraph (8)) are direct charged where feasible (i.e., separate electric meters, identifiable unit rent costs, etc.) or shared in ICASS.  OBO/ICASS funds lease costs for shared nonresidential and residential properties; and

(b)  Single Agency Occupied (SAO) Property:  For a residential or nonresidential OL property occupied solely by a single agency, all lease costs and BOE (see paragraph (8)) are direct-charged to the tenant agency.  For residential or nonresidential SAO properties occupied solely by State, most lease costs are funded by OBO and related BOE costs are direct charged to the program funds of the appropriate State entity.  Agencies in SAO properties may subscribe to receive building operations services through ICASS if that is appropriate (e.g., maintenance of the property is not included in the lease), based on conditions at post, including the service provider’s ability to provide the service;

NOTE:  A GO property can also be a SAO property and the same rules apply.  Space occupied in the building must follow the established measuring guidance in 6 FAH-5 H-342.12-1(D) and 6 FAH-5 H-342.12-2(D) and any vacant/unassigned space is charged to 1900.0-State DP as the SRPM.

(c)  Temporary Duty (TDY) Housing:   For guidance on transient or temporary quarters, see 15 FAM 249;

(4)  Maintenance and Repair (M&R):  Provides for the preservation of residential and nonresidential property in such condition that it can be effectively used for its intended purpose through sustainment, restoration, and modernization (SRM) activities outlined below.  These activities typically include recurring maintenance work required to prevent damage (e.g., painting, caulking, refastening loose siding, etc.) and repairs (e.g., repair broken water pipes, windows, doors, building system, etc.) to maintain the functionality of the property.  See 15 FAM 621.1 for more detailed descriptions and the OBO M&R Funding Matrix.  M&R activities fall into three categories:

(a)  Sustainment:  These are M&R activities necessary to keep all properties in good working order;

(b)  Restoration:  This M&R activity covers the restoration of real property to such condition that it may be used for its original designated purpose (formerly referred to as repair or replacement in kind);

(c)  MCI - Modernization:  This covers the alteration or replacement of facilities solely to implement new or higher standards, to accommodate new functions, or to improve building components (it is covered by the Minor Construction and Improvement (MCI) Program;

      These M&R activities are funded in a variety of ways, often depending on the type of property (e.g., GO/CL or OL, residential or nonresidential), post staffing, and policy as outlined in this sub-chapter;

For GO/CL properties, OBO is responsible for and funds M&R activities except for costs noted in (8)-Building Operating Expenses;

For OL properties, landlords have primary responsibility for maintenance requirements as outlined in 15 FAM 621.2;

All bulk M&R supplies (paint, lumber, nails, plumbing/electrical supplies, etc.) and related tools and equipment are funded by OBO from the Maintenance Cost Sharing (MCS) account.  These supplies are used for all GO/CL and OL properties, regardless of the tenant agency.  Posts use the ILMS/Expendables Module to track the usage of M&R supplies for each property.  The cost of bulk supplies used to complete repairs to OL properties that are the landlord’s responsibility are deducted from the rent and credited back to the appropriate OBO account.  The cost of bulk supplies used in the commissioning process for a new house for a new position is charged to the sponsoring agency.  The cost of bulk supplies in all other situations is not charged back to agencies because the MCS program is a shared cost at the Washington level.  See paragraph (8) for parts and supplies related to Building Operating Expenses;

(5)  Preventive Maintenance Service Contracts (PMSC) (formerly referred to as Building Maintenance Expenses BME):  PMSC includes activities required to properly maintain major building systems in all types (GO/CL and OL) of nonresidential and fully occupied residential apartment buildings (e.g., water treatment systems, fuel management systems, HVAC equipment for centralized systems greater than 36,000 BTUs, elevators, etc.).  OBO funds PMSC costs out of the MCS account.  PMSC does not cover preventive maintenance requirements at short-term leased nonresidential facilities that are a landlord responsibility or considered a Building Operating Expense.  For more details, see 15 FAM 623 and the OBO M&R Funding Matrix;

(6)  Preventive Maintenance, Residential (PM):  PM services cover periodic maintenance to specific mechanical, electrical, or plumbing systems in GO/CL residential properties and are funded by OBO (see OBO M&R Funding Matrix for allowable PM contracts).  Similar requirements for OL properties should be funded by the landlord unless the lease stipulates it is a tenant responsibility;

      In establishing time allocations across the four Building Operations cost centers, post should use OBO’s GMMS data to determine appropriate percentages.  For additional general guidance on time allocation, see 6 FAH-5 H-314.2, subparagraph b(3), NOTE 4;

(7)  Minor Construction and Improvement (MCI):  MCI projects are designed to alter or replace facilities solely to implement new or higher standards, to accommodate new functions, or to improve building components, including major renovations to change the configuration or use of the property.  For more detailed information on MCI projects and requirements, see 15 FAM 640.   ICASS funds may not be used for MCI projects:

(a)  OBO approves and funds construction and MCI projects for GO/CL nonresidential and residential property under the jurisdiction of the Department of State (see 15 FAM 621), except as follows:

·         Alterations peculiar to the needs of another agency (see 15 FAM 162.1, subparagraph d(1)); and

·         Repairs necessitated by deliberate acts of negligence (see 15 FAM 162.1, subparagraph d(2));

(8)  Building Operating Expenses (BOE): BOE relates to activities that are incident to occupying a residential or nonresidential property.  BOE includes minor operating system repairs and services (e.g., weather stripping, pest control, tree trimming, repair household appliances and air conditioning units, etc.).  BOE includes:

(a)  Salaries and benefits for Facilities Management tradespeople (e.g., carpenters, plumbers, electricians, maintenance technicians, painters, etc.) required to maintain official properties.  Posts may opt to meet the requirement for these skills by contracting out one or more of these functions.  The costs for these individuals are budgeted in ICASS or, if contracted, may be direct charged to the using agency;

(b)  Grounds care and custodial staff, either direct hire or contracted out (e.g., custodians, cleaners, window washers, gardeners, etc.), plus required tools, supplies and equipment;

(c)  Personal protective equipment (PPE) for janitorial/custodial, grounds care, and warehouse staff;

(d)  Operating fuel;

(e)  Utilities (e.g., electricity, water, gas, etc.);

(f)   Trash and recycling collection, including required receptacles;

(g)  Parts and supplies for repair and maintenance of equipment and appliances not covered by OBO (e.g., A/C units less than 36,000 BTUs, office and household appliances/equipment, etc.).  Posts use the ILMS/Expendables Module to track the usage of BOE supplies for each property;

(h) Host country assessments and taxes when exemptions cannot be obtained; and

(i)   Nonrent costs including condominium fees, management fees, service charges, housing association fees, costs for landlord provided furniture, certain taxes, and other costs as outlined in 15 FAM 120 and 15 FAM 168;

      OBO funds may not be expended for any BOE items.  BOE items are funded by the tenant agency (including State) through a direct charge or, in the case of a shared or ICASS-occupied property, through ICASS.  BOE for single agency occupied properties are direct charged to the tenant agency;

(9)  Personal Protective Equipment (PPE):  PPE for facilities maintenance staff is funded by OBO (see OBO M&R Funding Matrix).  PPE for warehouse, custodial, and grounds care staff is funded in ICASS as a BOE expense (see paragraph (8));

(10) Commissioning/Decommissioning:  The policy for residential commissioning and decommissioning is outlined in 6 FAH-5 H-522.  Commissioning covers the process of bringing a new residential property into the housing pool, either to meet requirements for growth or to replace an existing lease, and ensuring it meets all safety and security requirements.  In certain cases, as outlined in the policy, some of these costs may be budgeted in ICASS.  Decommissioning is the process of returning a property to a landlord.  For budgeting guidance, see 6 FAH-5 H-341.15-12; and

(11) Make-Ready:  The policy for residential make-ready is outlined in 6 FAH-5 H-524.  Make-ready covers the process of preparing an existing property for a new tenant and includes basic painting, cleaning, and minor garden clean-up.  It does not include additional maintenance activities that might be performed during the make-ready process.  These maintenance requirements are handled separately in accordance with existing policies for maintenance activities.  For budgeting guidance, see 6 FAH-5 H-341.15-11.

6 FAH-5 H-342.12-1  U.S. Government-Owned/Capital Lease (GO/CL) Residential Building Operations (7810)

(CT:ICASS-104;   05-10-2021)

6 FAH-5 H-342.12-1(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This cost center covers all activities related to occupancy and use of GO/CL residential properties and includes:

(1)  Ensuring 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)  Performing or contracting for routine repairs (e.g., repairing leaky faucets or broken pipes, repairing broken fixtures, repairing broken/inoperable windows and doors, etc.);

(3)  Ensuring properties are prepared for new arrivals by managing all make-ready requirements (see NOTE 3);

(4)  Conducting pre-occupancy and pre-departure inspections, and ensuring all required maintenance tasks are completed;

(5)  Expenses related to common areas in shared residential properties:

(a)  Performing or contracting 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;

(b)  Performing or contracting for custodial services; and

(c)  Performing or contracting for trash and recycling removal services, including required receptacles;

(6)  Providing security escort services for maintenance personnel as required in accordance with post policy; and

(7)  Acting as contracting officer’s representative (COR) on contracts for services required for this cost center.

NOTE 1: It is important to note the varied funding responsibilities in this cost center.  ICASS funds the staff required to perform the services provided in this cost center (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE) while OBO funds the required bulk M&R supplies and tools (subparagraph d(4)-M&R).  OBO also funds materials and/or contracts for specialized maintenance and repair tasks where the complexity of the job is beyond the capabilities of Facilities Management tradespeople.  USAID funds M&R requirements for USAID-owned properties (see 15 FAM 162.1, paragraph c).

NOTE 2:  Contract costs for services unique to a property (i.e., chimney sweeping, gutter cleaning, etc.) are direct charged to the tenant agency (see the OBO M&R Funding Matrix for more details). 

NOTE 3:  If post is not able to contract out and direct charge for make-ready requirements, post must use the standardized sub-cost center 7850-X799-Make-ready (see 6 FAH-5 H-341.15-11).

NOTE 4:  See 6 FAH-5 H-342.7 for information on set-up services for official representational events.

6 FAH-5 H-342.12-1(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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)  The following items as they relate to common areas in shared residential properties:

(a)  Custodial services (either contractor or in-house staff) including related supplies, tools, and equipment;

(b)  Periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds (either contractor or in-house staff) including related supplies, tools, and equipment (see limitations in Note 2 of this section);

(c)  Routine building operations contracts, where applicable (e.g., chimney sweeping, gutter cleaning, window washing, tree trimming, etc.) (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE);

(d)  Utilities (electricity, gas, water, operating fuel, etc.), if not separately metered;

(e)  Trash and recycling removal services, including related receptacles;

(f)   Nonrent costs not otherwise listed above that are specific to the property (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE).

(4)  Vehicles dedicated to the services outlined in this cost center, including ongoing fuel usage;

(5)  Specialized clothing and protective gear (PPE) for nonfacilities management employees who allocate time to this cost center (see 6 FAH-5 H-342.12, subparagraph d(8));

(6)  (Space and related BOE required for facilities management and building operations personnel (e.g., workshops, offices);

(7)  Municipal assessments and taxes (when exemptions cannot be obtained); and

(8)  Fire or comprehensive insurance on buildings and grounds (when required by local law).

NOTE 1:  OBO is responsible for routine M&R (excluding labor costs) for GO/CL properties (see 15 FAM 620).  OBO funds PMSC and PM contracts in GO/CL residential properties (see 6 FAH-5 H-342.12, subparagraphs d(5)-PMSC and d(6)-PM).

NOTE 2:  Full grounds care for designated GO/CL residential properties occupied by the chief of mission (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) is not funded in ICASS.  Full grounds care for dedicated properties occupied by the senior representatives of the foreign affairs agencies (USAID, FAS, and FCS) and the defense attaché is specifically approved and funded by the respective parent agency and is not funded in ICASS.  For information on funding responsibilities for grounds care for these properties see 15 FAM 632.3.

NOTE 3:  Agencies requesting services in excess of commonly provided levels will be direct charged for the additional requirements.  If the nature of the service requested falls into the category of MCI, the agency must coordinate with OBO and provide the required funding (see 15 FAM 162.1, paragraph d).

NOTE 4:  Welcome kits and the costs to repair/refurbish residential furniture, appliances, and equipment in the Furniture and Appliance Pool (FAP) program are budgeted in the main 6144-Furniture and Appliance Pool Services cost center.

NOTE 5:  For budget guidance on make-ready activities for GO/CL properties, see 6 FAH-5 H-341.15-11.

6 FAH-5 H-342.12-1(C)  Time Allocation

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

a. ICASS employees (USDH and LE staff employees, including EFMs) who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, escorts, housing coordinators, GSO, etc.) should allocate an appropriate percentage of their time to this cost center (see 6 FAH-5 H-315-9 and H-315-10).

b. Employees who perform one or some of the above services but are assigned specifically to one residence (e.g., a gardener dedicated to the COM residence) should be considered a State-Program cost and not budgeted in ICASS.

NOTE 1:  In establishing time allocations across the four Building Operations cost centers, post should use OBO’s GMMS data to determine appropriate percentages.  For time allocations related to make-ready, see 6 FAH-5 H-341.15-11.

NOTE 2:  For additional general guidance on time allocation, see 6 FAH-5 H-314.2, subparagraph b(3), NOTE 4.

6 FAH-5 H-342.12-1(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is based on net square meters assigned as outlined in 15 FAM Exhibit 238(2), Measuring Space for Residential Properties.  This is a static count as of May 1.

b. This cost center is not modifiable.

c.  Unassigned GO/CL residential space that will be vacant for more than 90 days is charged to 1900.0-State DP as the SRPM.  Workload counts are updated at the next available budget if a housing assignment is made.  All related BOE costs follow the 90-day rule outlined in 15 FAM 164 paragraph b.

d. Stand-alone properties:  The count is based on the net square meters of the individual residence.

e. Shared properties/residential compounds:  The count is based on net square meters assigned to each tenant agency.  For example, an apartment building has eight units: two are 110 net square meters each, four are 140 net square meters each, and two are 200 net square meters each, for a total of 1,180 net square meters.  The common areas of the building (e.g., laundry rooms, foyers, hallways, stairwells, etc.) total an additional 90 square meters but are not counted.  The common area costs related to the entire residential building or compound will be spread to each occupying agency in proportion to the net square meters of space it is assigned.  If the property has individual meters for utilities, those costs are direct charged; otherwise, the costs will be shared in ICASS using the same methodology.   In this example, an off-line calculation would yield the following:

Number of Units

Total Net SqMeters

% of Total SqMeters

Per Unit Share of Cost

2 units X 110 SqM =

 220

19%

9.0%

4 units X 140 SqM =

  560

47%

12.0%

2 units X 200 SqM =

  400

34%

17.0%

TOTAL

1,180

100%

 

f.  Multiple Residential Compounds:  If a post has several shared residential compounds and the related costs are significantly different, it may be necessary to create a sub-cost center for each compound to ensure equitable cost sharing. Post should ensure the name of the sub-cost center clearly identifies each compound (see 6 FAH 5 H-332.3).

g. Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential properties (i.e., apartments, CMR, MSGQ, chancery, annex, consular annex, warehouse, etc.) must allocate costs in a transparent and equitable manner.  The first step is to calculate the total net square meters of each building (using the established methodologies) in order to determine the portion of the costs that should be allocated to residential and nonresidential properties as shown in the example below.

Residential and Nonresidential Space in a Compound

Building

SqMeters

% of Total

Chancery

5,700

60%

Warehouse

1,200

13%

Apt Complex

1,180

12%

COM Residence

   800

 8%

MSGQ

  700

 7%

TOTAL

9,580

100%

The nonresidential space totals 6,900 square meters (chancery and warehouse) or 73 percent of the total; this total (6,900 square meters) is used for calculations in cost center 7820―Building Operations GO/CL Nonresidential Services.

The remaining residential properties would be counted and charged according to their occupancy (e.g., the COM residence is counted against 1900.0-State and the MSGQ is counted against 1931.0-DS-MSG Support); the apartment complex would be allocated among the various tenant agencies according to the methodology outlined above.  As an example, in sharing the costs for grounds care on a mixed compound, posts should use the overall percentages (as calculated above) to determine the portion of costs attributable to residential properties and then spread those costs to tenant agencies according to the net square meters assigned.

h. Make-Ready:  For guidance on workload counts related to make-ready for GO residential properties, see 6 FAH-5 H-341.15-11.

NOTE 1:  The general services office, in partnership with the facility management office, is responsible for providing the measurements of all residential properties, broken down by agency.

NOTE 2:  For posts moving into new, shared residential facilities in the next fiscal year, a new sub-cost center should be created in the transition year for budgeting and allocation of costs.  During the transition period and prior to housing assignments being made, costs may be budgeted to the sub-cost center and charged to 1901.0-ICASS and will be shared through ICASS Redistribution.  Once the property is certified for occupancy and housing assignments are made, the related net square meters are charged to the assigned agencies, prorated as appropriate; workload counts may be updated at the initial or final budget stage.  Once all possible assignments are made, vacant/unassigned space is charged to 1900.0-State-DP as the SRPM.  It is recommended that post track workload count changes by including comments in the Distribution Worksheet.

6 FAH-5 H-342.12-2  U.S. Government-Owned/Capital Lease (GO/CL) Nonresidential Building Operations (7820)

(CT:ICASS-41;   10-27-2014)

6 FAH-5 H-342.12-2(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of shared GO/CL nonresidential properties (e.g., offices, warehouse, parking lots, etc.) and the services include:

(1)  Ensuring building systems are properly maintained by performing or contracting for maintenance services (e.g., for electrical systems, heating and air conditioning systems, elevators, water and air filtration systems, and other mechanical building systems)(see 6 FAH-5 H-342.12, subparagraphs d(4, 5, 6, and 7));

(2)  Performing or contracting for routine maintenance services (e.g., repairing leaky faucets or broken pipes, repairing broken fixtures, repairing broken/inoperable windows and doors, etc.);

(3)  Performing or contracting for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds;

(4)  Providing custodial/janitorial services (e.g., cleaners, char force, carpet cleaners, window washers, etc.);

(5)  Providing for trash and recycling removal services, including required receptacles;

(6)  Performing periodic and routine between occupant “fix-up” in preparation for new arrivals (see NOTE 3 in 6 FAH-5 H-342.12-2(B)-Budgeted Costs);

(7)  Providing support for conference room set-up or configuration, as required (see NOTE 4);

(8)  Providing security escort services for maintenance personnel and contractors as required, where appropriate, and in accordance with post policy (see NOTE 2);

(9)  Repairing/reupholstering government-owned nonresidential furniture if post policy provides this service;

(10) Acting as contracting officer’s representative (COR) on contracts for services required for this cost center; and

(11) Advising on space planning and utilization.

NOTE 1: It is important to note the varied funding responsibilities in this cost center.  ICASS funds the staff or contractors required to perform the services provided in this cost center (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE) while OBO funds the required bulk maintenance and repair supplies and tools (6 FAH-5 H-342.12, subparagraph d(4)-M&R).  OBO also funds materials and/or contracts for specialized maintenance and repair tasks where the complexity of the job is beyond the capabilities of Facilities Management tradespeople.  For USAID-owned properties, see 6 FAH-5 H-342.12, paragraph b.

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 (i.e., escorts are only used for work in the controlled access area [CAA] and not all agencies have office space in the CAA).  If escorts are required in all areas of the building, escort costs are budgeted in the appropriate 78XX-Building Operations cost centers and no sub-cost center is needed.

NOTE 3:  Posts must use standardized sub-cost centers for GO/CL warehouse/dedicated storage areas and parking lots (see 6 FAH-5 H-341.15-9 and H-341.15-10).

NOTE 4:  See 6 FAH-5 H-342.7 for information on set-up services for official representational events.

6 FAH-5 H-342.12-2(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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)  Routine maintenance service contracts (i.e., duct cleaning, gutter cleaning, window washing, tree trimming, A/C unit maintenance, etc.)  (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE);

(4)  Custodial services (either contractor or in-house staff) including related supplies, tools, and equipment;

(5)  Full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds, including related supplies, tools, and equipment (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE);

(6)  Parts and supplies used in support of building operations services (e.g., maintenance of individual A/C units, small appliances; see 6 FAH-5 H-342.12, subparagraph d(8)-BOE);

(7)  Vehicles dedicated to the services outlined in this cost center, including ongoing fuel usage;

(8)  Specialized clothing and protective gear (PPE) for custodial and grounds care employees who allocate time to this cost center (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE);

(9)  Utilities (electricity, gas, water, operating fuel, etc.);

(10) Trash and recycling removal services, including related receptacles;

(11) Space and related BOE required for facilities management and building operations personnel (e.g., workshops, offices);

(12) Municipal assessments and taxes (when exemptions cannot be obtained);

(13) Fire or comprehensive insurance on buildings and grounds (when required by local law); and,

(14) Supplies and materials required for repairing/refurbishing government-owned nonresidential furniture and equipment (i.e., reupholstering/refinishing office furniture) if out-sourcing with direct charging is not possible and post policy provides this service.

NOTE 1: For OBO funding responsibilities, see 6 FAH-5 H-342.12 subparagraphs d(4)-M&R, (5)-PMSC, (6)-PM, (7)-MCI, (9)-PPE.  

NOTE 2:  When sharing costs for a compound with both residential and nonresidential buildings, use the methodology outlined in 6 FAH-5 H-342.12-1(D).  Posts must carefully review appropriate cost allocations for the main and various sub-cost centers in Building Operations to ensure equitable distribution of costs.

NOTE 3:  Agencies requesting services in excess of commonly provided levels will be direct charged for the additional costs.  If the nature of service requested falls into the category of a Restoration or MCI, the agency must coordinate with OBO and provide the required funding (see 15 FAM 162.1, paragraph d).

NOTE 4:  Posts with warehouse operations that support multiple cost centers need to use the 9664-Warehouse and Non-Office Operations cost pool to share those costs (see 6 FAH-5 H-314.2, subparagraph b(3)).

6 FAH-5 H-342.12-2(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff, including EFMs) who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, escorts, GSO, etc.) allocate their time to this cost center.

NOTE:  In establishing time allocations across the four Building Operations cost centers, post should use OBO’s GMMS data to determine appropriate percentages.  For additional general guidance on time allocation, see 6 FAH-5 H-314.2, subparagraph b(3), NOTE 4

6 FAH-5 H-342.12-2(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

b. This cost center is not modifiable.

c.  Unassigned or vacant nonresidential space is charged to 1900.0-State-DP as the Single Real Property Manager.

d. Total net 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 use area, all connected by interior halls or passageways.  The total net square meters for this agency 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 its total net square meters.  This methodology will determine each agency’s percentage share of the total net square meters in the building and is used to share all building operating expenses (i.e., utilities, cleaning contracts, exterior grounds care, etc.).

e. Various common areas of the building are not counted: the main foyer, hallways, stairwells, HVAC/utility areas, rest rooms, shared conference rooms, kitchenettes, cafeteria, compound access control (CAC) area, server/telephone equipment room, dedicated safe haven area (including related storage space), commercial bank, commercial travel office, employee association space, etc.  The support costs for these areas are included in the budgeted costs for this cost center and shared by all tenant agencies.

f.  Employee/Recreation Association (ERA):  An ERA is not an appropriated activity and therefore may not be invoiced for ICASS services; however, it is direct charged for certain expenses.  ERAs that manage large facilities with swimming pools, club houses, snack bars, retail space, etc., typically cover their expenses through the collection of dues and/or the sale of goods and services.   When necessary, some costs related to GO/CL space occupied by an ERA may be funded by the U.S. Government (e.g., replacement of major appliances, purchase of cafeteria equipment/utensils) and be budgeted in this cost center.  For detailed guidance on managing ERAs, see 6 FAM 520.  Space occupied by ERAs is not included in any workload counts.

g. Warehouses: Warehouses are measured in total net 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.

h. Stand-alone building: The count is based on the total net square meters of space assigned to the agency.

i.  Shared nonresidential building: The count is based on total net square meters assigned to each tenant agency as outlined in paragraph d above.

j.  Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential properties (i.e., apartments, CMR, MSGQ, chancery, annex, consular annex, warehouse, etc.) must allocate costs in a transparent and equitable manner as outlined in 6 FAH-5 H-342.12-1(D).

NOTE 1:  The facility management office, in partnership with the general services office, is responsible for providing the measurements of all nonresidential space assigned to each agency.

NOTE 2:  For posts moving into new facilities in the next fiscal year, a new sub-cost center should be created in the transition year for budgeting and allocation of costs.  During the transition period, before occupancy of the building, it may be necessary to share certain costs in ICASS.  These costs should be budgeted in the sub-cost center and charged to 1901.0-ICASS, pro-rated if needed; they will be shared through ICASS Redistribution.  Once the property is certified for occupancy and space assignments are made, the costs are budgeted in ICASS and shared according to each agency’s percentage of the total net square meters assigned; these workload counts may be updated at the initial or final budget stage.  Once all possible assignments are made, vacant/unassigned space is charged to 1900.0-State-DP as the SRPM.  It is recommended that post track workload count changes by including comments in the Distribution Worksheet.

6 FAH-5 H-342.12-3  Operating Lease (OL) Residential Building Operations (7850)

(CT:ICASS-104;   05-10-2021)

6 FAH-5 H-342.12-3(A)  Definition of Service

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

This cost center covers all activities related to occupancy and use of operating lease residential properties in post’s consolidated housing pool.  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)  Coordinating with landlords to ensure residential properties are appropriately maintained in accordance with the terms of the lease;

(2)  Ensuring properties are prepared for new arrivals by managing residential commissioning and make-ready requirements (see NOTE 1);

(3)  Conducting pre-occupancy and pre-departure inspections, and coordinating with the landlord to ensure all required maintenance tasks are completed in a timely way.  Where the landlord is unable or unwilling to perform required maintenance and repairs, complete such repairs with contractors or in-house staff, charging appropriate rental offsets (see NOTE 2);

(4)  The following activities as they relate to common areas in shared residential properties if not provided by the landlord:

(a)  Performing or contracting for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways, and grounds;

(b)  Performing or contracting for custodial services;

(c)  Arranging for trash and recycling removal, including related receptacles.

(5)  Providing security escort services for maintenance personnel in accordance with post policy; and

(6)  Acting as contracting officer’s representative (COR) on contracts for services required for this cost center.

NOTE 1:  For residential commissioning requirements for OL properties, see 6 FAH-5 H-522-Commissioning policy and standardized sub-cost center 6 FAH-5 H-341.15-12-Commisioning.  If post is not able to contract out and direct charge for make-ready services, see 6 FAH-5 H-524-Make-Ready policy and standardized sub-cost center 6 FAH-5 H-341.15-11-Make-Ready.

NOTE 2:  Landlords have primary responsibility for maintaining their properties and must be the first point of contact for all M&R requirements (see 15 FAM 621.2 and 15 FAM 623).  If a landlord is unable or unwilling to perform these activities and they are completed by the U.S. Government, posts must follow the guidance in 15 FAM 341.

NOTE 3:  Contract costs for services unique to a property (i.e., chimney sweeping, gutter cleaning, etc.) are direct charged to the tenant agency (see the OBO M&R Funding Matrix for more details).

NOTE 4:  See 6 FAH-5 H-342.7 for information on set-up services for official representational events.

6 FAH-5 H-342.12-3(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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)  The following items as they relate to common areas in shared residential properties:

(a)  Custodial services (either contractor or in-house staff) including related supplies, tools, and equipment;

(b)  Periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds (either contractor or in-house staff) including related supplies, tools and equipment (see limitations in NOTE 2);

(c)  Routine maintenance service contracts, where applicable (e.g., chimney sweeping, gutter cleaning, window washing, tree trimming, etc.) where these functions are a tenant responsibility and cannot be direct charged (see NOTE 1);

(d)  Utilities (electricity, gas, water, operating fuel, etc.) for shared properties;

(e)  Trash and recycling removal services for shared properties, including trash receptacles;

(f)   Fire or comprehensive insurance on buildings and grounds for shared properties (when required by local law);

(g)  Non-Rent costs not otherwise listed above but included as part of a lease agreement (see 6 FAH-5 H-342.12, subparagraph d(8)(i)).

(4)  Vehicles dedicated to the services outlined in this cost center, including ongoing fuel usage;

(5)  Specialized clothing and protective gear (PPE) for custodial and grounds care employees who allocate time to this cost center (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE);

(6)  Space and related BOE required for facilities management and building operations personnel (e.g., workshops, offices); and

(7)  Costs for fire or comprehensive insurance on buildings and grounds for shared properties (when required by local law).

NOTE 1:  Contract costs for services unique to a residential property (i.e., chimney sweeping, gutter cleaning, etc.) are direct charged to the tenant agency (for more details, see 6 FAH-5 H-342.12, subparagraphs d(4)-M&R and (8)-BOE, and the OBO M&R Funding Matrix).

NOTE 2:  Full grounds care for OL residential properties occupied by the COM, DCM, PO of a constituent post, U.S. representative to an international organization abroad (when PO), and MSGQ are not funded in ICASS.  Full grounds care for dedicated 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.  More details on funding responsibilities for grounds care are outlined in 15 FAM 632.3.

NOTE 3:  Welcome kits and the costs to repair/refurbish residential furniture, appliances, and equipment in the FAP program are budgeted in the main 6144-Furniture and Appliance Pool Services cost center.

NOTE 4:  If post is not able to contract out and direct charge for make-ready requirements, post must use the standardized sub-cost center 7850-X799-Make-Ready (for details, see 6 FAH-5 H-341.15-11).

6 FAH-5 H-342.12-3(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff employees, including EFMs) who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, escorts, housing coordinators, GSO, etc.) should allocate an appropriate percentage of their time to this cost center.  In some posts, liaison with the landlord may be done by ICASS employees in the facilities management, 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.

NOTE 1:  In establishing time allocations across the four Building Operations cost centers, post should use OBO’s GMMS data to determine appropriate percentages.  For time allocations related to residential make-ready or commissioning, see 6 FAH-5 H-341.15-11 and H-341.15-12.

NOTE 2:  For additional general guidance on time allocation, see 6 FAH-5 H-314.2, subparagraph b(3), NOTE 4.

6 FAH-5 H-342.12-3(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

a. The distribution factor is based on net square meters assigned as outlined in 15 FAM Exhibit 238(2), Measuring Space for Residential Properties.  This is a static count as of May 1. 

b. This cost center is not modifiable.

c.  Vacant/Unassigned space follows the guidance in 15 FAM 164 paragraph b.  Vacant/unassigned residential units are charged to 1901.0-ICASS after 90 days and until the unit is assigned to a new tenant agency, if approved by the ICASS Council and OBO.  Workload counts for vacant residential units can be updated at the next available budget if an assignment is made. 

d. Stand-alone properties:  The count is based on the net square meters of the individual residence.

e. Shared properties/residential compounds:  The count is based on net square meters assigned to each tenant agency.  For example, an apartment building has eight units:  two are 110 net square meters each, four are 140 net square meters each, and two are 200 net square meters each, for a total of 1,180 net square meters.  The common areas of the building (e.g., laundry room, foyer, hallways, stairwells, etc.) total an additional 90 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 net square meters of space it is assigned.  If the property has individual meters for utilities, those costs are direct charged; otherwise, the costs will be shared in ICASS using the same methodology.  In this example, an off-line calculation would yield the following:

Number of Units

Total SqMeters

% of Total SqMeters

Per Unit Share of Cost

2 units X 110 SqM =

220

19%

9.0%

4 units X 140 SqM =

560

47%

12.0%

2 units X 200 SqM =

400

34%

17.0 %

TOTAL

1,180

100%

 

f.  Multiple Residential Compounds:  If a post has several shared residential compounds and the related costs are significantly different, it may be necessary to create a sub-cost center for each compound to ensure equitable cost sharing. Post should ensure the name of the sub-cost center clearly identifies each compound.

g. Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential properties (i.e., apartments, CMR, MSGQ, chancery, annex, consular annex, warehouse, etc.) must allocate costs in a transparent and equitable manner.  The first step is to calculate the total net square meters of each building (using the established methodologies) in order to determine the portion of the costs that should be allocated to residential and nonresidential properties as shown in the example below.

Residential and Nonresidential Space in a Compound

Building

SqMeters

% of Total

Chancery

5,700

60%

Warehouse

1,200

13%

Apt Complex

1,180

12%

COM Residence

800

8%

MSGQ

700

7%

TOTAL

9,580

100%

The nonresidential space totals 6,900 square meters (chancery and warehouse) or 73 percent of the total; this total (6,900 square meters) is used for calculations in cost center 7860―Building Operations - OL Nonresidential Services.

The remaining residential properties would be counted and charged according to their occupancy (e.g., the COM residence is counted against 1900.0-State and the MSGQ is counted against 1931.0-DS-MSG Support); the apartment complex would be allocated among the various tenant agencies according to the methodology outlined above.  As an example, in sharing the costs for grounds care on a mixed compound, posts should use the overall percentages (as calculated above) to determine the portion of costs attributable to residential properties and then spread those costs to tenant agencies according to the net square meters assigned.

h. Commissioning and Make-Ready:  For guidance on workload counts related to make-ready for residential properties, see 6 FAH-5 H-341.15-11.  For guidance on workload counts for residential commissioning requirements, see 6 FAH-5 H-341.15-12.

NOTE 1:  The general services office, in partnership with the facility management office, is responsible for providing the measurements of all residential properties, broken down by agency.

NOTE 2:  For posts moving into new, shared residential facilities in the next fiscal year, a new sub-cost center should be created in the transition year for budgeting and allocation of costs.  During the transition period and prior to housing assignments being made, costs may be budgeted to the sub-cost center and charged to 1901.0-ICASS and will be shared through ICASS Redistribution.  Once the property is certified for occupancy and housing assignments are made, the related net square meters are charged to the assigned agencies, prorated as appropriate; workload counts may be updated at the initial or final budget stage.  Once all possible assignments are made, vacant/unassigned space is charged to 1901.0-ICASS and shared through ICASS Redistribution.  It is recommended that post track workload count changes by including comments in the Distribution Worksheet.

6 FAH-5 H-342.12-4  Operating Lease (OL) Nonresidential Building Operations (7860)

(CT:ICASS-104;   05-10-2021)

6 FAH-5 H-342.12-4(A)  Definition of Service

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

This service covers all activities related to occupancy and use of shared OL nonresidential properties (e.g., offices, warehouse, parking lots, etc.).  Depending on the terms of the lease, the U.S. Government or the landlord may have responsibility for some or all of these services; any additional services required under the terms of the lease should be included in the services provided, as needed.  The services include:

(1)  Coordinating with the landlord to ensure reasonable and necessary repairs are made properly and on time, ensuring the building infrastructure and grounds are properly maintained (see NOTE 1);

(2)  Performing or contracting for routine maintenance services (e.g., repair leaky faucets or broken pipes, repair broken/inoperable windows and doors, etc.), if not performed by the landlord (see NOTE 1);

(3)  Performing or contracting for full grounds care, including the periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways, and grounds, if not provided by the landlord;

(4)  Performing or contracting for custodial services (e.g., cleaners, janitorial staff, carpet cleaners, window washers, etc.);

(5)  Providing for trash and recycling removal services, including required receptacles;

(6)  Performing periodic and routine between occupant “fix-up” in preparation for new arrivals (see NOTE 3 in Budgeted Costs);

(7)  Providing support for conference room set-up or configuration, as required;

(8)  Providing security escort services for maintenance personnel as required, in accordance with post policy (see NOTE 2 in this section);

(9)  Repairing/reupholstering government-owned nonresidential furniture and equipment if post policy provides this service;

(10) Acting as contracting officer’s representative (COR) on contracts for services required for this cost center; and,

(11) Advising on space planning and utilization.

NOTE 1:  It is important to note the varied funding responsibilities in this cost center, including activities that are the responsibility of the landlord.  ICASS funds the staff or contractors required to perform the services provided in this cost center (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE) while OBO funds the required bulk maintenance and repair supplies and related tools (see 6 FAH-5 H-342.12, subparagraph d(4)-M&R).  OBO would also fund materials and/or contracts for specialized maintenance and repair tasks where the complexity of the job is beyond the capabilities of Facilities Management tradespeople and the landlord is unable or unwilling to perform the required work.  Depending on the project, a rental offset may be applied.

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 (i.e., escorts are only used for work in the controlled access area (CAA) and not all agencies have office space in the CAA).  If escorts are required in all areas of the building, escort costs are budgeted in the appropriate 78XX-Building Operations cost centers and no sub-cost center is needed.

NOTE 3:  Posts must use standardized sub-cost centers for OL warehouse/dedicated storage areas and parking lots (see 6 FAH-5 H-15-9 and H-15-10).

6 FAH-5 H-342.12-4(B)  Budgeted Costs

(CT:ICASS-104;   05-10-2021)
(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)  For shared buildings:

(a)  Rent;

(b)  Nonrent costs including condominium fees, taxes specifically related to the property, landlord provided furniture, etc. (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE;

(c)  Periodic and seasonal care of lawns, swimming pools, gardens, walks, driveways and grounds, either contractor or in-house staff, (if not a landlord responsibility), including related supplies tools, and equipment;

(d)  Custodial services (either contractor or in-house staff), including related supplies, tools, and equipment;

(e)  Utilities (electricity, gas, water, operating fuel, etc.);

(f)   Trash and recycling removal services, including required receptacles; and

(g)  Routine maintenance and repair activities (see NOTE 4 below);

(4)  Maintenance tools, parts, supplies, and equipment used in support of building operations services (e.g., maintenance of individual A/C units or small appliances) (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE);

(5)  Vehicles dedicated to the services outlined above, including ongoing fuel usage;

(6)  Specialized clothing and protective gear (PPE) for non-facilities management employees who allocate time to this cost center (see 6 FAH-5 H-342.12, subparagraph d(8)-BOE);

(7)  Space and related BOE required for facilities management and building operations personnel (e.g., workshops, offices, etc.);

(8)  Fire or comprehensive insurance on buildings and grounds (when required by local law); and

(9)  Supplies and materials required for repairing/refurbishing government-owned nonresidential furniture and equipment, if provided under post policy.

NOTE 1:  For funding responsibilities for OL properties, see 6 FAH-5 H-342.12, subparagraph d(3).

NOTE 2:  When sharing costs for a compound with both residential and nonresidential buildings, use the methodology outlined in 6 FAH-5 H-342.12-1(D).  Posts must carefully review time and cost allocations for the main and related sub-cost centers in Building Operations to ensure equitable distribution of costs.

NOTE 3:  Agencies requesting services in excess of commonly provided levels will be direct charged for the additional costs.  For instance, the costs for making a minor nonresidential change (e.g., painting a suite a different color than the rest of the building due to preference) will be charged to the requesting agency for the initial change and then for restoration to the original condition upon vacating the space (see 15 FAM 162.1, paragraph d).

NOTE 4:  In cases where the landlord refuses to fund maintenance costs or local law dictates that maintenance is the tenant's responsibility, or the landlord is unable to have access to the building, OBO will fund required M&R costs for operating lease nonresidential properties outside of ICASS using MCS funds (see 15 FAM 621.2, paragraphs c and d, and the OBO M&R Funding Matrix).

NOTE 5:  Posts with warehouse operations that support multiple cost centers need to use the 9664-Warehouse and Non-Office Operations cost pool to share those costs (see 6 FAH-5 H-314.2, subparagraph b(3)).

6 FAH-5 H-342.12-4(C)  Time Allocation

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

ICASS employees (USDH and LE staff employees, including EFMs) who directly perform or supervise the services outlined above (e.g., carpenters, electricians, painters, building engineers, gardeners, escorts, GSO, etc.) 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.

NOTE:  In establishing time allocations across the four Building Operations cost centers, post should use OBO’s GMMS data to determine appropriate percentages.  For additional general guidance on time allocation, see 6 FAH-5 H-314.2, subparagraph b(3), NOTE 4.

6 FAH-5 H-342.12-4(D)  How to Count

(CT:ICASS-104;   05-10-2021)
(Applies to participating ICASS agencies)

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

b. This cost center is not modifiable.

c.  Unassigned/vacant nonresidential space is handled differently in OL properties.  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 (see 6 FAH-5 H-016.5); this also applies to vacating shared or single agency occupied 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, costs related to the unassigned nonresidential space is shared proportionately by the remaining tenants as required by 15 FAM 162.2.  For single agency occupied properties, the departing agency is responsible for all costs related to the termination of the lease.

d. Total net 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 use area, all connected by interior halls or passageways.  The total net square meters for this agency 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 its total net square meters.  This methodology will determine each agency’s percentage share of the total net square meters in the building and is used to share all rent and non-rent costs as well as other building operating expenses (e.g., utilities, cleaning contracts, exterior grounds care, etc.).

e. Various common areas of the building are not counted:  the main foyer, hallways, stairwells, HVAC/utility areas, rest rooms, shared conference rooms, kitchenettes, cafeteria, compound access control (CAC) area, server/telephone equipment room, dedicated safe haven area (including related storage space), commercial bank, commercial travel office, employee association space, etc.  The support costs for these areas are included in the budgeted costs for this cost center and shared by all tenant agencies.

f.  Warehouses:  Warehouses are measured in total net 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 standardized sub-cost center 6 FAH-5 H-341.15-6-Dedicated Storage).  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.

g. Stand-alone building:  The count is based on the total net square meters assigned to the occupying agency.

h. Shared nonresidential building:  The count is based on total net square meters assigned to each tenant agency as outlined in paragraph d.

i.  Compounds with residential and nonresidential properties:  Posts with compounds that contain both residential and nonresidential properties (i.e., apartment, CMR, MSGQ, chancery, annex, consular annex, warehouse, etc.) must allocate costs in a transparent and equitable manner as outlined in 6 FAH-5 H-342.12-1(D).

NOTE 1:  The facility management office, in partnership with the general services office, is responsible for providing the measurements of all nonresidential space assigned to each agency.

NOTE 2:  For posts moving into new facilities in the next fiscal year, a new sub-cost center should be created in the transition year for budgeting and allocation of costs.  During the transition period, before occupancy of the building, it may be necessary to share certain costs in ICASS.  These costs should be budgeted in the sub-cost center and charged to 1901.0-ICASS, prorated if needed, and will be shared through ICASS Redistribution.  Once the property is certified for occupancy and space assignments are made, the costs are budgeted in ICASS and shared according to each agency’s percentage share of the total net square meters, prorated as appropriate.  These workload counts may be updated at the initial or final budget stage.  Once all possible assignments are made, vacant/unassigned space is not counted and all costs for the property are shared proportionately by all tenant agencies.  It is recommended that post track workload count changes by including comments in the Distribution Worksheet.

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; and

(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)