13 TCO Report

OFFICESOFFACILITIESPLANNING&CONSTRUCTION,BUILDINGANDGROUNDS,PURCHASING

C I T Y C O L L E G E O F S A N F R A N C I S C O 5 0 P H E L A N A V E N U E , B 6 0 6 S A N F R A N C I S C O , C A 9 4 1 1 2 T E L 4 1 5 . 2 3 9 . 3 0 5 5

TotalCostofOwnershipFacilitiesManagementStandardVolume1

TotalCostofOwnershipManagementStandardVolume1|

3 ExecutiveSummary|CityCollegeofSanFrancisco

Executive Summary TheTotalCostofOwnershipofacapitalfacilityincludesnonrecurringcostssuchasplanninganddesign,bidding,financing,buildingandcommissioningtheprojectandthecosttodecommission,demolishanddisposeof theprojectat theendof its lifecycle. Itwillalso includeoperatingcosts through theentirelifecycle of the project such as staffing, janitorial, planned maintenance, unplanned maintenancenecessarytomakerepairs,utilitiesandthecostofretrofitsandimprovementsovertime,modificationstosupportchangingprogramneeds,andthereplacementorupgradeofsystemsastheyreachtheendoftheirlifecycles.TotalCostofOwnershipinandofitselfisreallyjustaKeyPerformanceIndicatorofhowcosteffectiveanorganizationdesigns,constructs,operates,maintains,upgradesandrenovatesitscapitolfacilities.ThepurposeofanyTotalCostofOwnershipManagementPlan is toeffectivelyutilize resources to insureahealthy,comfortableandsustainablelearningenvironment.Implementingstrategies,standardsandbestpractices thatachievemeasureable results isa largepartof thisprocessbutalso,establishingavision,commitmentandacleardirectionisnecessarytoensurethecontinuedmanagementandcareofcapitalresourcesforthebenefitoffuturegenerations.Theideaofgenerationaltrustforeducationalfacilitiesisconsistentwiththeconceptofstewardship,tobeentrusted with the care of another persons property or financial affairs or, in the words of TeddyRoosevelt,thebuildingsandgroundsofan institutionmustbetreatedasassetswhichmustbeturnedovertothenextgenerationincreased;andnotimpairedinvalue.Ideally,astatementproclaimingstewardshipprinciplesshouldformthegroundingforacomprehensivefacilitiesplanormasterplan.Also ideally, facilities stewardship should reflectabroad responsibilityofgoverningboardmembersand senior leaders inaddition to thepresidentor chancellor.Today,as theaverage tenure of a president/chancellor is less than seven years, their decisions must be part of alengthy,continuousstewardshipprocess,protectedbecauseitisanindispensable,sharedresponsibility.Facilitiesstewardshipisahighlevelandpervasivecommitmenttooptimizecapitalinvestments,inorderto achieve a highfunctioning and attractive campus. It includes amajor commitment to capital assetpreservationandquality. CityCollegeofSanFrancisco isoneof the largestcommunitycolleges in thecountryandhas served theeducationalneedsofSanFrancisco residents for80years. Stewardship isaboutthe longviewofthis institutionspastandfuture. Itformsthebackdropforhundredsofdiscretefacilities investment andmanagement decisions. Ultimately, facilities stewardship is one of themostcompellingresponsibilitiesofinstitutionalleadership.


4 ObjectivesofthisManual|CityCollegeofSanFrancisco

Objectives of this Manual The purpose of this Volume 1 of this Standard is to provide a foundation for implementing the dataprocesses, procedures, and analytical criteria through planned cost accounting, data sharing andcollaborative initiatives that support reduction of the Total Cost of Ownership. This foundation willprovidethebasisforthedevelopmentoffinancialandautomatedsystemsthatwilleventuallytieallthedata collectionpoints together.The resultingdatawill informbusinessdecisions thatwillenhance thesupportofoperationalmissionswithscarceresources. Thesuccessful implementationoftheprocess(s)describedinthismanualwillbeevidentinthereductionoflifecyclecostasdemonstratedinthedatathatwillbeavailabletocurrentdecisionmakers.Deliverables of this TotalCost ofOwnershipManagement PlanVolume 1 are the reduction of capitalrepairs and costs,unscheduled shutdowns and repairs, extendingboth equipment life and facility life,realizing lifecycle costsavings, maintaining a safe, functional systems and facilities that support thecollegesmission and providing the proper data for planning, operating, maintaining and staffing thefacility(s).Volume1isalsodescribesthevariousfacilitiesmanagementbestpracticesthatoccurthroughoutthelifecycleofourbuildingsandinfrastructure.ManyofthesebestpracticesarealreadyaddressedintheCCSFSustainabilityPlanforConstruction,RetrofittingandOperationsPart1datedDecember17,2009. ThisSustainabilityPlanpresents theguidelines for the longtermdevelopmentandoperationofsustainablecampuses tobeused as an educational resource for alloffices,departments, and SharedGovernancebodies and as a guide for all employees involved in planning, design, construction, operations,maintenance anddeconstruction activities, andprocurementof allmaterials, supplies and equipment.Part 1 of the Sustainability Plan rests on theMission Statement of the College andmake explicit theintentionof theStrategicPlan tomeet theneedsof the community ina socially,environmentallyandeconomicallyresponsibleway.TheTotalCostofOwnershipManagementPlanVolume2willprovidephasing,planning,budgetingandschedulingforthefullimplementationofanintegratedfacilitiesmanagementsolution.


5 ObjectivesofthisManual|CityCollegeofSanFrancisco

CONTENTS

Executive Summary 3

Objectives of this Manual 4

1.0 Introduction 7

2.0 Total Cost of Ownership 8

3.0 Benchmarking 83.1KeyPerformanceIndicators 9

4.0 Life-Cycle Cost-Effective Facilities 114.1LifeCycleCostinPlanning,DesignandConstruction 124.2BuildingInformationModeling 124.3OnumaPlanningSystem 134.4COBie2 144.5CostManagementandBuildingEconomics 16

5.0 Life-Cycle Asset Management 175.1CapitolRenewal 185.2Capital(Major)Maintenance/Repairs 195.3DeferredMaintenance 195.4Adaptation/Renovation/Modernization 205.5FacilityConditionIndex 215.6FacilityConditionAudit 21


6 |CityCollegeofSanFrancisco

6.0 Maintenance and Operations 216.1PreventiveMaintenance 226.2MaintenancePlan 226.3OperationsandMaintenanceManual 23

Appendices 27I. CCSFSustainabilityPlanforConstruction,RetrofittingandOperationsPart1December17,2009 27II. CCSFBIMStandardDraft 27III. CCSFTotalCostOfOwnershipDashboard 27IV. 20130312COBieGuidePublic,Dr.BillEast,PhD,PE,F.ASCE,MariangelicaCarrasquilloMangual 27



1.0 Introduction Wenolongerbuildbuildingsasweusedto,nordowepayfortheminthesameways.Buildingstodayare life support systems, communication terminals,datamanufacturing centers,andmuchmore.Theyare incrediblyexpensivetoolsthatmustbeconstantlyadjustedtofunctionefficiently.Theeconomicsofbuildinghasbecomeascomplexasitsdesign1.As the educational building boom that started in 1998 comes to a close, campus administrators andgoverning boards statewide are facing the increased financial obligations necessary to maintain andoperateexpandedfacilitiesportfolios. Mostoftheschoolplanningandconstructionofthepastdecadewasallocatedtodesignandconstructnewbuildingstoincreasecapacityandrelieveovercrowding.Forallof the scrutiny that planning and construction of new educational facilities received, the operationalrequirementsofthosenewbuildingswerelargelyignoredandduringthattimethedeferredmaintenancebacklogon existing facilities continued to grow. Muchof that samepre1998 inventory is still inusetoday, with increased repair and maintenance needs, upgrades needed to accommodate newinstructional technologies and modern educational programs and, the growing backlog of deferredmaintenance.Now, fourteenyears later the state is inamuchdifferentplace. Aneconomic recession, reductionofavailablefundingandafocusonsustainabilityhavecreatedaneedforfacilitiesmanagerstoreexaminetraditional facility operations and management. Many campus administrators are discovering thatmaintainingandoperatingtheirfacilitiesrequirefinancialobligationsofanunexpectedmagnitude.Every facilities professional would agree that designing and constructing costeffective facilities is adesirableoutcomethatshouldhelpmitigatethecostsofoperatingandmaintainingthosefacilities. But

1Wilson,J.,Foreword,inBuildingEconomics,H.E.MarshallandR.T.Ruegg,NewYork:VanNostrandReinhold,1990


8 2.0TotalCostofOwnership|CityCollegeofSanFrancisco

what iscosteffectivebuilding? Inmanyrespectsthatopinionwillbe influencedby individual interests,objectivesandhowcosteffectiveisdefined.It is impossible to summarize costeffectiveness by a single parameter. Determining true costeffectivenessrequiresalifecycleperspectivewhereallcostsandbenefitsofagivenprojectareevaluatedand comparedover itsuseful service life. Ineconomic terms,abuildingdesign isdeemed tobe costeffective if it results in benefits equal to those of alternative designs and has a lower Total Cost ofOwnership.

2.0 Total Cost of Ownership Adopting a new planning process such as Total Cost ofOwnershipManagement is a commitment tochange and improvement. A framework for HighPerformance starts with a systematic approach toassessing the current state of the various facilities processes and functions, defining strengths andweaknesses,closingthegapbetweenthecurrentandhighperformancestate,andenablingacultureofcontinuousimprovement.ReducingTCOrequiresthecreationofaculturethatmaintainsfocusandsustainsexpectations.Tofostera proactive and positive environment, managers must keep the focus on identifying issues, applyingeffectiverootcauseanalysis,andeliminatingthecausesofassetreliabilityproblems.Organizationsalsocancreateastructureandsystemsthatpromoteaproactiveapproachtomaintenanceandengineeringactivitiesby:

developingstaffcompetencies definingrolesandresponsibilitiesclearly measuringperformance providingfeedbackandcounseling promotingafocusonqualityandprecision ensuringadequatefacilitiesandresources

3.0 Benchmarking TheplanistoreduceTCObyestablishingbestpracticesandmeasuringresults.Leadership,fromthetopof the organization down to departmentlevel managers, needs to set the expectations across theorganizationalsilos.Thisprocessstartswithestablishingvision,alignmentandcleardirection,aswellasrecognizing results. Establish a team approach and collaboratedmetrics. ReducingTCO requires that


9 3.0Benchmarking|CityCollegeofSanFrancisco

different groups must collaborate. Managers need to establish crossfunctional metrics, make sureeveryone clearly understands expectations, and tie accountability for metrics into the performancemanagementsystem.Benchmarking is a multiple step process that allows an organization to compare the aspects ofperformance, identify the differences, seek out alternative approaches, and assess opportunities forimprovement, implement the change, and monitor outcomes. It should all begin with an internalevaluation,comparingperformancematricesofyourownorganizationovertime. Inthefieldoffacilitymanagementthesematricescan includeoperatingcosts,spaceutilization,operationsandmaintenanceactivities,movesandfacilitymanagementstaffing.Benchmarking is used to measure performance using a specific indicator (cost per unit of measure,productivityperunitofmeasure, cycle timeof xperunitofmeasureordefectsperunitofmeasure)resulting in a metric of performance that is then compared to others. This process is used inmanagement,particularlystrategicmanagement,inwhichorganizationsevaluatevariousaspectsoftheirprocesses inrelationtobestpracticecompanies'processes,usuallywithinapeergroupdefinedforthepurposesof comparison.Thisallowsorganizations todevelopplansonhow tomake improvementsoradapt specific best practices, usually with the aim of increasing some aspect of performance.Benchmarkingmaybeaoneoffevent,butisoftentreatedasacontinuousprocessinwhichorganizationscontinuallyseektoimprovetheirpractices.

3.1 Key Performance Indicators

Ofthefacilitymanagementdatapublishedbytradeandprofessionalassociationsforcomparingefficiencyintheuseoffacilities,nearlyallrelyoncomparingfactorsonapersquarefootofoccupiedspaceorgrossareabasis.Themajorityof themetricsused tomeasure facilitiesperformancearecostcentered;somequality rating metrics do exist. They provide a sound basis for early lifecycle cost advice and thedevelopment of lifecycle cost plans. Increasingly, this data is taking on a new importance as thecommunitycollegesystemplacesmoreemphasisonsustainabilityandwholelifecosts.AnnualizedTotalCostofOwnership(TCO)/LifecycleCostManagement:Totalcostofownership(TCO)isadollarpersquarefootvalue($#/squarefoot)associatedwithafacility.Itisacalculationofallfacilitiesspecificcosts(notincludingfurnishingsornonfacilityspecificequipment)dividedbyestimatedlifespanofthebuilding (30or50 years),and the totalgrossarea. Facilities specific costs includeall construction,preservation,maintenance,andoperationscosts.Astrategicassetmanagementpractice thatconsidersallcostsofoperationsandmaintenance,andothercosts, inadditiontoacquisitioncosts.TCOthereforeincludestherepresentationofthesumtotalofthepresentvalueofalldirect,indirect,recurringandnon


10 3.0Benchmarking|CityCollegeofSanFrancisco

recurringcosts incurredorestimatedtobe incurred inthedesign,development,production,operation,maintenance of a facility/structure/asset over its anticipated lifespan. (Inclusive of site/utilities, newconstruction, deferred maintenance, preventive/routine maintenance, renovation, compliance, capitalrenewal,andoccupancycosts.)FacilityConditionIndex(FCI):Acomparativeindustryindicator/benchmarkusedtoindicatetherelativephysical condition of a facility, group of buildings, or entire portfolio independent of building type,constructiontype,locationorcost.Thefacilityconditionindex(FCI)isexpressedasaratioofthecostofremedying existing deficiencies/requirements, and capital renewal requirements to the currentreplacement value (i.e., FCI= (DM+CR)/CRV). The FCI provides a corresponding rule of thumb for theannualreinvestmentrate(fundingpercentage)topreventfurtheraccumulationofdeferredmaintenancedeficiencies.TheFCIvalueisasnapshotintime,calculatedonanannualbasis.ForecastedFCIvaluesforabuildinginthefuture,forexample,wouldincludethecurrentdeferredmaintenanceitems,plusprojectedvaluesofcapitalrenewalrequirements.TheFCIisrepresentedonascaleofzerotoone,or0%to100%,with higher FCI values, representing poorer facilitys condition. While property owners/managersestablish independentstandards,afair togood facility isgenerallyexpressedashavinganFCIof lessthan1015%.Deferred Maintenance/Deferred Maintenance Backlog/Accumulated Deferred Maintenance Backlog:Thetotaldollaramountofexistingmaintenancerepairsandrequiredreplacements(capitalrenewal),notaccomplishedwhentheyshouldhavebeen,notfundedinthecurrentfiscalyearorotherwisedelayedtothe future. Typicallyquantifiedby a comprehensive facilities condition assessment/auditofbuildings,grounds,fixedequipmentandinfrastructure.Theseneedshavenotbeenscheduledtobeaccomplishedinthecurrentbudgetcycleandtherebyarepostponeduntilfuturefundingbudgetcycles.Theprojectshavereceivedalowerprioritystatusthanthosetobecompletedinthecurrentbudgetcycle.Forcalculationoffacilitycondition index (FCI)values,deferredmaintenancedoesnot includegrand fathered items (e.g.,ADA),orprogrammaticrequirements(e.g.,adaptation).Facilities Deterioration Rate: Facilities and equipment are in a constant state of degradation. Whileidentified deficiencies/requirements are being corrected, other deficiencies/requirements arecontinuouslybeing createdover time. The rateofdeteriorationmaybe expressed as apercentageofcurrentreplacementvalueperyear.Whiledegradationratesvaryasafunctionofmultiplevariablessuchas building type, current conditions, geographic location, etc., a benchmark deterioration rate for areasonably well maintained facility is approximately 2.5% per annum. Varying annual capitalreinvestments into the physical plant and equipment may alter the degradation rate. The facilityconditionindex(FCI)canbeusedascomparativemetrictohelpmonitordegradationrates.


11 4.0LifeCycleCostEffectiveFacilities|CityCollegeofSanFrancisco

Deficiency/Requirement (Facility/Structure/Asset): The quantitative difference, typically in terms ofdollarsamountandassociatedphysical requirements,betweenanassetscurrentphysicalor functionalcondition, and an establishedminimum level of condition/performance. Any problem or defectwithmaterialsorequipment.Recapitalization/Reinvestment Rate: A facility, system, or component with existing deficiencies willdeteriorateatafasterratethanacomponentthat is ingoodcondition.The levelofannualfundingforfacility renewal and deferred maintenance expressed as a percentage of facility replacement values.Altering the recapitalization/reinvestment ratehasdirect impactupon the facility condition index (FCI)andassociateddeferredmaintenancelevelsovertime.FacilityOperatingGrossSquareFoot(GSF), Index(SAMPerformance Indicator:APPA2003):Astrategicassetmanagementpractice that considers the yearly costsof facilitiesoperationsandmaintenanceascomparedtotheAPPAFacilityOperatingGrossSquareFootSAMPerformanceIndicator.Custodial Costs per square foot: An asset management practice that considers the yearly costs ofcustodiallabor,materialsandequipment.GroundsKeepingCostspersquarefoot:Anassetmanagementpracticethatconsiderstheyearlycostsofgroundslabor,materialsandequipment.EnergyCostspersquarefoot: Anassetmanagementpracticethatconsiderstheyearlycostsofgasandelectricity.UtilityCostspersquarefoot:Anassetmanagementpracticethatconsiderstheyearlycostsofutilities.WasteRemovalCostspersquarefoot:Anassetmanagementpracticethatconsiderstheyearlycostsofwastemanagement.FacilityOperatingCurrentReplacementValue(CRV)Index:Astrategicassetmanagementpracticethatconsidersthetotalcostreplacefacilitiesandinfrastructure.

4.0 Life-Cycle Cost-Effective Facilities



Currently, the California Community Colleges Board ofGovernors provides for incentives and fundingaugmentationstoachieveoptimumenergyutilization,lowlifecycleoperatingcosts,andcompliancewithapplicable energy codes and regulations on all new construction, remodeling, renovation, and repairprojects2. TheCaliforniaEducationCode,Sections8170081708addresses lifecyclecostbyallowingacommunitycollegedistricttoincludelifecyclecostsinevaluatingDesignbuildProposals.Theeconomicincentivestoadoptlifecyclecostanalysisandothersustainabilitybestpracticesatthedesignphasewerepresentedby theSustainabilityCoordinatorat theCaliforniaDivisionof theStateArchitectwho statedthatminimalincreasesinupfrontcostsof02%tosupportgreendesignwillresultinlifecyclesavingsof20%oftotalconstructioncostsmorethantentimestheinitialinvestment.CCSFhasdeterminedthat,byfocusingonreducingthelifecyclecostsofitsfacilities,CCSFcanminimizeitsTotalCostofFacilityOwnership.CCSFincorporateslifecyclecosteffectivepracticesintomanyaspectsoftheplanning,designandconstructionprocesses.

4.1 Life-Cycle Cost in Planning, Design and Construction

Thecollegeintheprocessofestablishingdesignstandardsthatprovideclearguidancefortheselectionoflifecyclecosteffectivebuildingsystems.Theuseofdesignbuildconstruction,requiringfacilitiesthataredesignedandconstructedtoLeadershipinEnergyandEnvironmentalDesign(LEED)SilverorGoldfacilityratings and adding lifecycle costeffectiveness to performancebased specifications and proposalevaluation criteria are opportunities to achieve more energyefficient, costeffective facilities. BIM,building commissioning and verification of energy savings may represent design and constructioncontractingtoolsavailabletofullyrealizepromisedlifecyclesavings.

4.2 Building Information ModelingBuilding InformationModeling(BIM) isadigitalrepresentationofphysicalandfunctionalcharacteristicsofa facility thatprovidesasharedknowledge resourceanda reliablebasis fordecisionsduring its lifecycle; from earliest conception to demolition. Building InformationModelling (BIM) is changing how2EnergyandSustainabilityPolicyoftheBoardofGovernorsoftheCaliforniaCommunityColleges.



buildings,infrastructure,andutilitiesareplanned,designed,built,andmanagedandsupportsthedeliveryofmore innovative,costefficientbuildingsthrough integrated informationandcollaboration. CCSFhasdevelopedaBIMStandard3thatiscurrentlyintheapprovalprocess.BIM represents adesign as combinationsofobjects, genericorproductspecific, solid shapesor voidspaceoriented(liketheshapeofaroom),thatcarrytheirgeometry,relationsandattributes.BIMdesigntoolsallowextractionofdifferentviews fromabuildingmodel fordrawingproductionandotheruses.These different views are automatically consistent, being based on a single definition of each objectinstance.BIMsoftwarealsodefinesobjectsparametrically;thatis,theobjectsaredefinedasparametersandrelationstootherobjects,sothat ifarelatedobject isamended,dependentoneswillautomaticallyalso change. Eachmodel element can carry attributes for selecting andordering them automatically,providingcostestimatesaswellasscheduling,materialtrackingandordering.Building Information Modeling (BIM) goes well beyond geometry, spatial relationships, light analysis,geographicinformation,quantitiesandpropertiesofbuildingsystems,assembliesandcomponents.BIMspans all aspects of the entire building life cycle, including but not limited toNeeds Analysis, CapitalPlanning andManagement,ConstructionDeliveryMethodsDesign,Procurement,Construction,Repair,Maintenance, Sustainability, Renovation, Operations, Space Management, Deconstruction/Reuse. Itaddressesnotonlyform,fitandfunctionbutactivitiesthataretraditionallynotaddressedwith2Dor3DCAD/Visualization.TheCaliforniaCommunityCollegeChancellorsOfficehascommittedto integratingBuilding InformationModeling(BIM),FacilityManagementandGeographicInformationSystems(GIS)withtheimplementationby connecting71million square feetof facilities throughBIM,FMandGISusing theONUMAPlanningSystem. The Foundation forCCC is also initiatingotheropen standard systems: FacilityManagement,Computerized Maintenance Management (CMMS), BAS (Building Automation Systems), EMS (EnergyManagementSystems)andclassroomschedulingthattakeadvantageofthistechnology.

4.3 Onuma Planning System

3CCSFBIMStandards,February2014



TheONUMAsystemisawebbasedBuildingInformationModeling(BIM)tool.Ithasbeenusedforyearsinthedesignandmanagementofprojectsandfacilities.TheONUMAsystem isusedinFUSION/ONUMAtoconnectdatafromthevarioussystemsandprovideaccesstodata inagraphicalformat. Oneofthemostpowerful featuresof theONUMA system ishow itmanages spatialdata. TheGuidelinesplaceemphasisonhowspace(room)dataisrepresentedandcapturedinthevariousBIM/CADapplicationstobe integrated toFUSION+GIS+ONUMA. That space (room)data isextractedor convertedandmergedwithotherdatastreamstocreatemoreintelligentobjectstobeusedinFUSION+GIS+ONUMA.FUSION (FacilitiesUtilization, Space InventoryOptionsNet) is a database of 71million square feet ofCaliforniacommunitycollegefacilitiesthattrackstheconditionassessmentsanddevelopscostmodelingfor maintenance projects, enabling colleges to plan budgets and help facilitate the passing of muchneeded bond measures. FUSION has a consistent classification system for all California communitycolleges.The FUSION/ONUMA system presents an opportunity to greatly simplify the use of project data inFUSION.EveryCCCdistrictusingFUSIONhasongoingconstruction,renovation,andmaintenanceprojects;however, the deliverables from these projects, such as BIMModels, computeraided design (CAD) orother associated data files, often are not in alignment with the FUSION system. Because of thisincompatibility,thedatahastoberecollectedandmanuallyentered.Withtheapproachoutlinedinthisdocument, includingslightadjustmentstostandardcontract languageregardingdeliverables,contractordatacannowbe imported intotheFUSIONsystemwithouttheneedformanualentry,thuscontinuallyenhancingFUSIONdata.Thissimplifiedprocesswillprovidetremendousvalueforthedistricts, increasetheaccuracyoffacilitydata,andreducethecostofmaintainingdata.CCSFhasinitiatedtheprocesstoimplementdeploymentoftheONUMA/FUSIONsystem.ThecollegewillworkcollaborativelywiththeCaliforniaCommunityCollegeChancellorsOfficethroughoutthisprocess.

4.4 COBie2Currently,mostconstructiondocumentsatCaliforniaCommunityCollegesrequirethehandoverofpaperdocuments containingasbuiltplans,equipment lists,productdata sheets,warranties, sparepart lists,preventivemaintenance schedules, and other information that is essential to support the operations,maintenance,andmanagementofthefacilitybythedistrict.Gatheringthisinformationattheendofthejob, today's standard practice, is expensive, since most of the information has to be recreated frominformationcreatedearlier.COBiesimplifiestheworkrequired tocaptureandrecordprojecthandoverdatawhichcanbepopulateddirectlyintoFUSION/ONUMAandtheCollegesCMMS.



TheCOBieapproachistoenterthedataasitiscreatedduringdesign,construction,andcommissioning.Designers provide floor, space, and equipment layouts. Contractors provide make, model, and serialnumbersof installedequipment.Muchofthedataprovidedbycontractorscomesdirectlyfromproductmanufacturerswhoalsoparticipate inCOBie. At theearlystagesofdesign, theverticalandhorizontalspaces thatarenecessary to fulfill thedistrict's requirements for thebuilding, facility,or infrastructureprojectaredefined.Within thesebuildings, facilities,orprojectsarealsodefined thedifferent typesofsystems which can include electrical, heating, ventilating and air conditioning (HVAC), potable water,wastewater,fireprotection,intrusiondetectionandalarmsandothersystems. COBiedatabeginswiththelistingofoneormorebuildingsorprojects.Ifthesearebuildingseachhasoneor more floors and within each floor there are spaces which will have room numbers. Outside thebuilding,spacescanbereferencedbyfunction,suchasparkinglotorpatioseating.COBieallowsthetwowayexchangeofspacefunction,areacalculationsandother informationbetweenONUMA/FUSIONandthedesigners'CADorBIMsoftware. Digital information in IPPsandFPPscreatedaspartofthecapitaloutlayprogramandspace inventoryinformationrefinedduringthedesignprocessisreadilyavailabletoprojectstakeholdersandretainedintheONUMA/FUSIONsiteaswellasatthedistricts. Asthedesignprogressesthematerial,products,andequipmentneededforthebuildingarespecified.Thetypesofproductsaremostoftendisplayedasfinish,product,andequipmentschedules.Theuseoftheseschedulesforanyvarietyofreasons,includingquantitytakeoff,assetmanagement,andofcoursefacilitymaintenanceandoperationsrequiresmultiple,errorpronemanualtranscriptions.The types of equipment are listed along with the specific location of each of these types. Product'spropertiesare listedasCOBiecommonattributes.Withthesedatastructures,COBietransfersscheduleinformationfromdesignerstobuildersandlatertooperators.InformationwithintheCOBiefileallowsthedesigner to identify fixedormovableproperty. Components areorganized into systems that are alsolisted inCOBie. These systemsprovide specificbuilding services tobuildingoccupants such as alarms,electrical, fireprotection,HVAC,plumbingsystems,andothers.CurrentlyanoptionalCOBiesetofdataaretheconnectionsbetweenequipment.Connectionsallowthedesignerstospecifyhowspecificpiecesof equipment are logically connected. This would allow, for example, a worker to know what otherequipmentwouldbeeffectedifavalveclosedoranelectricalcircuitdeenergized. Duringthedesigntheremaybedocumentsof interestpertainingtospecificpartsofthebuilding.Thesedocuments canbe linkedby reference to theCOBiedocumentsdata. Designersmay also specify therequirements for documents in COBie. One of the most common lists of required documents is the



submittal register. The submittal register is a key aspect of COBie since it is the approved submittalsduringconstructionthatcomprisethebulkofconstructionhandoverdatasets. Astheprojectprogressesfromdesigntoconstruction,thenextstageoftheprojectthatcontainsCOBiedata occurs when the contractor provides submittals for the designer specified required documents.COBieinformationexchangeallowselectroniccopiesacknowledgedorapprovedsubmittalstobedirectlylinkedtospecifictypesofmaterials,products,equipment,andsystemswithinthebuilding.Themajorityof these linked documents are provided as PDF files from documents already created by productmanufacturers.Shopdrawingsshouldbe lined intheirnativeCAD/BIMformatsaswellas inPDFviews.Scanned or photographic images are required for submittals that require physical samples.When theCOBIEdataistransmittedthesefilesareprovidedwiththeCOBIEfileonaCOBIEdatadisk. Oncetheequipment is installedandtested,thesystemsare turnedonandmadeoperational forO&Mstaff. InCOBie,thereareseveraldocumentsthatdescribesystemoperations.Thesedocuments includeInstructions,Tests,andCertifications.AswithallothersubmittalsCOBiedocumentsareprovidedinnativeorPDFformatandreferencedintheCOBieDocumentsdataset.

4.5 Cost Management and Building EconomicsCost Management is typically concerned with the initial costs of accomplishing new construction orrenovationprojects.Aprojectmuststart right inorder for it to finish right,so theestablishmentofanappropriatebudgetiscritical.Earlyintheplanningstages,bothbuildingownersanddesignersmustagreeonananticipatedcostoftheprojectatbidaward.Thisisacriticalstageinthecostmanagementprocess,aninaccuratebudgetcandoomaprojecttocontinualstressandcompromise,withthedistrict,enduser,anddesignteambeingcompletelyunsatisfiedwiththeresults. It is importanttoapplyadjustmentsforfactors which affect construction costs, size of the project, renovation versus new, location, priceincreasessincethedateofthedataused,methodofprocurement,overallqualityofthespaceenvisioned,LEED rating desired if any, access and locational factors such as dense urban, traffic and sidewalkprotection,waterlocation,bidcompetitivenessinthelocalmarket,etc. Economicanalysisisthemonetaryevaluationofalternativesformeetingagivenobjective.Forexample,tomeet theneed for additional classroom spaceonemight considernew construction, renovating anexistingfacility,orleasinganotherbuilding.Theevaluationisbasedonacomparisonofdiscountedcostsandbenefitsoverafixedtimeperiodoftime.Alternativescanbesummarizedintermsoftheratiooftotalbenefitstototalcost(benefitcostratio)orequivalently,thetotalnetbenefits(netpresentvalue).


17 5.0LifeCycleAssetManagement|CityCollegeofSanFrancisco

LifeCycleCostAnalysis (LCCA) is a costeffectiveness study thathasbeenused for the comparisonofbuildingprojectsorfortheevaluationofenergyandwaterconservationmeasures.Lifecyclecostsshouldinclude all costs of building ownership over its service life, including construction, maintenance andoperations,recapitalization,anddisposal.Alternativescanbeevaluatedonthebasisofdiscountedtotalcost, or the net savings relative to a do nothing alternative such as the savingstoinvestment ratio,internalrateofreturn,ortimetopayback.ValueEngineering is anevaluationproceduredirected at analyzing the functionofmaterials, systems,processes,andbuildingequipmentforthepurposeofachievingrequiredfunctionsatthelowesttotalcostof ownership. Value Engineering is the elimination ormodification of anything that adds costswithoutcontributingtotheprogramsfunctionalrequirements.Reductionsinaproject'sscopeorqualitytogetitintobudgetaresimplycostcutting,notValueEngineering. ManypublicworksprojectsundergobothValueEngineeringstudiesandLifeCycleCostAnalysis,andwhiletheseserveseparatepurposes,theconsiderationofdesignalternativesisofteninterrelated.Forexample,valueengineeringcanbeusedtocomplementalifecyclecostanalysiswhenselectedLifeCycleCostAnalysisalternativescannotbeadoptedwithoutexceedingtheprojectbudget.ValueEngineeringcanbeutilizedtoreduceinitialcostsofdesignfeaturesotherthanthoseunderstudyinaLifeCycleCostAnalysis.IftheVEeffortresultsinsufficientreductionininitialcosts,savingsmayallowselectedLifeCycleCostAnalysisalternativestobeadoptedwithintheoverallprogrambudget,thusoptimizingthelongtermcosteffectivenessoftheprojectasawhole.

5.0 Life-Cycle Asset Management CityCollegeofSanFranciscohasaspaceinventoryof2,111,436squarefeetandinfiscalyear(FY)2013,willhavespentover$10millionoperatingandmaintainingthosefacilities.Theseexpendituresrepresentthe operational components of lifecycle costswhich include energy andwater, operations, janitorial,maintenanceandrepaircosts.Todate,thecollegehasallocated$41million,or$19.42persquarefoot,ofGOBond funds forCapital renewal/reinvestment. TheseCapital renewal/reinvestmentexpendituresaddressenergymanagementandaccessibilityissues.ThecurrentFUSIONdeferredmaintenancebacklog,subject to verification, is $218 million or $103.25 per square foot. The current Capitalrenewal/reinvestmentneedis$119millionor$53.40persquarefoot.Currently,other than theFUSIONFacilitiesConditionAssessmentmodule, therearenomechanisms inplaceto identifyandquantifythebacklogofdeferredmaintenanceorthe longtermcostofmaintaining



andoperatingthecollege'sfacilities.CCSFrecognizestheneedtoestablishbestpracticesthatrecognizetheenvironmental,economic,andsocialbenefitsofresourceefficiencyandsustainability;thatmaximizethe lifeof the facilitiesanddelay theirobsolescenceand; toprovide foraplannedprogramof repairs,improvementsandrestorationstomakethemsuitablefororganizationalneeds.ALifecycleassetmanagementconsistsoftwocomponents;ataskplanandafundingplan.Thetaskplanis of distinct value to Building andGrounds personnel in identifying the specific taskswhichmust beundertaken to improve the condition of the facility. The funding portion of the plan is of value tomanagementinplanningforandjustifyingfuturefundingrequirements.The deferred maintenance reduction plan derives directly from specific deficiencies. By groupingdeficiencies bypriority andbuilding subcomponent for example, anumberof individual tasks canbepackagedintoamanageablepieceofworkforstafforcontractors.The funding plan will normally incorporate deferred maintenance and component renewal costs.Preventativemaintenancecostsandanyknownfuturefunctionalupgradingcostscanalsobeincludedifappropriate.TheLifeCycleAssetManagementmodelisasimplebuteffectivetoolformanagingthefutureconditionofafacility.Itcanbeappliedtoneworolderfacilitiesandcanusefullybeappliedtoalldistrictbuildingsand campuses. The concept of the facility condition index allows buildings, areas within buildings,componentsor subcomponents tobeprioritized. This isofparticular value inmakingdecisions as towherelimitedfundsshouldbespent.LifeCycleAssetManagement isbestutilizedaspartof thecomputeraided facilitymanagementCAFMsystemandinteroperablewiththeCMMSandFUSION/ONUMAsoftware.

5.1 Capitol RenewalCapitalrenewalistheplannedreplacementofbuildingsubsystemssuchasroofs,electricalsystems,HVACsystemsandplumbingsystems thathave reached theendof theiruseful life.Manyof thebuildingsatCCSF thatmay servewell in the21st century already existbutmajor capital renewal investments arerequired to replace old, obsolete building subsystems that have reached the end of their lifecycle.Without significant reinvestment in building subsystems, older facilities will fall into a state of everdeteriorating condition and themaintenance and repair costsnecessary to keep those agingbuildingsfunctionalwillincreaseaswell.Withoutdueattention,replacementfacilitieswillberequiredandcapitalexpenditureandresourceusewillincreaseunnecessarily.



Typically, using a fixed percentage of the facilities current replacement value (CRV) is an acceptedapproach to funding facilities renewal budgets. Total current replacement value of all facilities iscalculated based upon current published construction costs. The institution then chooses a fixedpercentage of the total CRV to determine howmuch should be allocated annually. In 1989 a reportpublishedby theSociety forCollegeandUniversityPlanning (SCUP)hasrecommended1.5% to2.5%ofCRV.Otherstudiesrecommendslightlylowerrangesof1%to2%.Arecognizedneedtoincorporatelifecyclecosteffectivepracticesnot just intothe firstcosts;planningandconstructionof facilitiesbutalsointo energy management, janitorial, operations and maintenance and; future costs including capitalinvestment, capitalreplacement, and resale, salvage, and/or disposal costs is necessary to maximizeefficientoperationsandminimizecosts.

5.2 Capital (Major) Maintenance/RepairsThe systematic management process of planning and budgeting for known future cyclical repair andreplacementrequirementsthatextendthe lifeandretaintheusableconditionoffacilitiesandsystems,not normally contained in the annual operating budget. This includes major activities that have amaintenancecycle inexcessofoneyear (e.g.,roofreplacement,paintbuildings,resurfacingpavement,etc.).The cyclical replacementmaybe forallora significantportion (e.g., the replacementof50%ormore of a building system component (lighting system, roof system, etc.) as it reaches the end of itsusefullife,ofmajorcomponentsorinfrastructuresystems,atorneartheendoftheirusefulservicelife.Theseactivitiesmayextendtheuseful lifeandretaintheusableconditionofanassociatedcapitalasset(e.g., replacement of an HVAC system, extending the usable life of a facility). Replacement may becapitalized based on the Governmental Accounting Standards Board/Financial Accounting StandardsBoard (GASB/FASB) definition. A depreciation model calculates a sinking fund for this maintenanceactivity.CostsareestimatedbyacurrentreplacementvaluethatisderivedbytheCaliforniaConstructionCost index isdevelopedbasedupontheBuildingCost Index (BCI)cost indicesforSanFranciscoandLosAngelesproducedbyEngineeringNewsRecord (ENR)andreported in thesecond issueeachmonth forthepreviousmonth.

5.3 Deferred Maintenance



Deferredmaintenanceisdefinedasmaintenanceworkthathasbeendeferredonaplannedorunplannedbasis toa futurebudgetcycleorpostponeduntil fundsareavailable.Roofrepairs,buildingcomponentrepairs,mechanicalequipment,undergroundutilities,androadsandwalkwaysareprojectsthatareoftendeferredtothenextannualfundingcycle.Thisdefinitioncouldservejustaswellformajormaintenanceand offers a temptation to bypass the use of annual operating budgets and fundmajormaintenancethrough a deferred maintenance reduction program. The difference is that a deferred maintenanceprogramisacomprehensive,onetimeapproach,oftenextendedoverseveralyears,tocontrolamassivebacklogofmaintenancework.A facility, system, or component with existing deficiencies will deteriorate at a faster rate than acomponent that is in good condition. The level of annual funding for facility renewal and deferredmaintenance expressed as a percentage of facility replacement values. Altering therecapitalization/reinvestmentratehasdirectimpactuponthefacilityconditionindex(FCI)andassociateddeferredmaintenancelevelsovertime.Deferred maintenance reduction programs result from a campus policy to group deferred majormaintenanceprojects,andsometimesotherplantneeds, intoaprogram fundedseparately frommajormaintenanceorcapitalrenewalandreplacement.Majormaintenanceanddeferredmaintenanceareexpenditureprogramsdesignedtoaccommodatethedeteriorationprocessof facilities;bothprograms copewith facilities renewal.Asa strategy toachievefunding toeliminateproblemsof facilitiesdeterioration,deferredmaintenancereductionprogramscanbe expanded to include life safety, code compliance requirements, and provisions for accessibility. Incontrast,majormaintenance isaplannedactivityof facilities renewal fundedby theannualoperatingbudget. Failure to perform needed repair,maintenance, and renewal as part of normalmaintenancemanagementcreatesdeferredmaintenance.

5.4 Adaptation/Renovation/ModernizationTheimprovement,additionorexpansionoffacilitiesbyworkperformedtochangetheinterioralignmentofspaceorthephysicalcharacteristicsofanexistingfacilitysoitcanbeusedmoreeffectively,beadaptedfornewuse,orcomplywithexistingcodes.Includesthetotalamountofexpendituresrequiredtomeetevolvingtechnological,programmaticorregulatorydemands.


21 6.0MaintenanceandOperations|CityCollegeofSanFrancisco

Space modifications to accommodate program needs, sometimes called program improvements oralterations,areoftenoverlookedinbudgetingforfacilitiesneeds.Itiscommontousemaintenancefundsas theonlyavailablesource for improvements.Thus,erosion in facilitiesmaintenance results from thispractice.Apreferredpracticeistosetupaspecificbudgetlineitemforfunctionalimprovementsandtoattempt to coordinatemajormaintenanceprojects intoplanning.Forexample,a revision toa suiteoflaboratories could include replacements forheating,ventilation,andair conditioning (HVAC);electricalsystems; and plumbing systems, creating a project with a larger scope than the space modificationproject.

5.5 Facility Condition IndexThecurrentfacilityconditionindexcanbeaccuratelycalculatedusingthetotalestimatedcostforalldeferredmaintenancedeficiencies(DM)andthecurrentreplacementvalue(CRV)ofthefacility.Thefacilityconditionindex,orFCI,isdefinedasfollows;FCI=DM/CRVUsinganaccurateFacilitiesConditionIndexandtheCurrentReplacementValueitispossibletomodelthecostofachievingcontemplatedfuturefacilitiesconditions.Toproviderealisticbudgetingofthecosts,wemustalsoconsiderinflation,facilitygrowth,plantdeteriorationanddeficiencydeterioration.Itshouldbeassumedthatexistingdeficiencieswilldeterioratefasterthancomponentsingoodrepair.

5.6 Facility Condition AuditThe FUSION Facilities Condition Assessment is a good starting point but has some limitations. Acomprehensive inspectionof the facilitiesbyamultidiscipline team shouldbe consideredessential toprovide appropriate planning information and accurate benchmarking. The team should includearchitectsaswellasstructural,mechanicalandelectricalengineers.The inspectionteamcanbedistrictpersonnel, consultants, or a combination. Having developed a database of deferred maintenancedeficiencies and future component replacement, it is then necessary to estimate the cost, in currentdollars,ofrepairingthesedeficiencies,orreplacingtheequipmentorsystems.Thedata regarding thedeferredmaintenance should include identificationofbuilding componentandsubcomponent; a sequential reference number and deficiency rating, location and description and, adeficiencyrepaircost.Futurecomponentrenewalcostswillbeallowancesratherthanspecificcosts.

6.0 Maintenance and Operations



6.1 Preventive MaintenancePreventive Maintenance consists of a series of maintenance requirements that provide a basis forplanning,scheduling,andexecutingscheduledmaintenance,plannedversuscorrectiveforthepurposeofimproving equipment life and to avoid any unplanned maintenance activity/minimize equipmentbreakdowns.ThesecanbedefinedthroughaMaintenancePlan(MP).PMincludesadjusting,lubricating,cleaning, painting, and replacing minor components. Time intensive PM, such as bearing/sealreplacement,wouldtypicallybescheduled/plannedforregularplantor'line'shutdownperiods.

6.2 Maintenance PlanThepurposeofaMaintenancePlan is todescribe thebestmeans tomaximizeequipmentoperationalavailability,whileminimizing equipmentdowntime.Oncedeveloped, theMPwill typically identifyPMtaskdescriptionsandschedules,troubleshooting,correctivemaintenance (repair)taskdescriptions,andsparepartsidentification,stock(quantity),andanyuniquestoragerequirements.Thisinformationwillbeincorporatedinthemanual,bothastabulardataandtext.Preventivemaintenance (PM)data includesequipmenttag information,procedures,replacementparts,specialtools,lubricationrequirements,serviceproviders,warrantyinformation,etc.Itisoftenpresentedin tabular format in theO&Mmanual.WithBIM implementation, thisdata canbe initiallyenteredviaConstruction Operations Building information exchange (COBie) between the design construction andoperationsphasesofaproject, then transferred to (versus inputdirectly into)PCbasedComputerizedMaintenanceManagementSystem (CMMS)orComputerAidedFacilitiesManagement (CAFM)softwareapplications.Thecollectionofdatacanstartearlyintheprocessasithasbeenidentifiedthatupto48%ofthedataisavailable at the 100% design phase. Stretching out the process avoids the tsunami of information athandover.TheBIMshouldbeusedforcommissioningthentheinformationcanbeprovidedimmediatelyfor use for O&M the day the facility opens. Using the National BIM StandardUnited States openinformation standardswill help ensure you are not locked into any one vendor and you can use anyproductthatsupportstheopenstandardforBIM.CMMS/CAFM applications typically support facility management needs associated with personnel,leasing,furniture,construction,equipment(includingfleetvehicles),labor,sparepartsinventory(withbarcoding), PM scheduling, Work Order generation, and associated costs tracking. There are literally



hundredsoftheseapplicationsavailabletoday,whichcanbeevaluatedtoidentifythemostappropriate.TheCMMS/CAFMproductsshouldhavetheabilitytobetailoredtoOwnerspecificrequirements.

6.3 Operations and Maintenance ManualO&MManualsprovideprocedurestooperateandmaintainafacility'svarioussystemsandequipment.Itis importanttoanalyzeandevaluateafacilityfromthesystem level,thendevelopprocedurestoattainthe most efficient systems integration, based on asbuilt information and the Maintenance Programphilosophy.TheO&MManualsshouldbepreparedonaSystemLevelformatasfollows:Introduction:Introducesthereadertothefacility.Outlinesthestructure,content,howtousethemanual,and includesabriefoutlineof the various systems covered. Inaddition, this chapter containsa listofemergencycontactsandalistofsupplementarymaterialavailableonthefacilitysuchas:

1. Design/ConstructionSpecifications2. SubmittalsFile3. CompletionReport4. AsbuiltDrawings5. MaterialsList6. CertifiedTestsandReports

a) Civil/Sanitaryb) Mechanical/HVACc) Electrical

7. SafetyData:Safetyhazardscommonlyassociatedwiththeoperationofsystem/equipmentapplicabletothefacilityareidentifiedandtheirpreventionisdiscussed.

8. UtilitySystems:Discussesthevarioussiteutilitysystemsthatinterfacewiththefacility.Theseincludewatersupplysystems,sanitarywaste,electrical,naturalgas,communications,security,andstormwater,etc.

9. BuildingInterior&Exterior:Includeshousekeepingandgeneralmaintenanceofthefacility.Theimportanceofconductionandannualinspectionisdiscussedtogetherwithrecordkeepingformsforconductingtheinspections.

10. Plumbing:O&Mofthedomesticwaterandsanitarywastesystems.11. FireProtection:O&Mofthefireprotectionwet/drypipesprinklersystems.12. Heating,Ventilating&AirConditioning(HVAC):O&Mofthebuilding'sHVACsystems,including

automatedcontrolsandexhaust,spaceheating,andcentralairsystems.



13. FireDetection&IntrusionAlarms:O&Moffiredetectionandintrusiondetectionandalarmsystems(wet/drypipesprinkler).

14. Electrical:O&Mofpowerdistributionequipmentandbackup/emergencyelectricalsystems(uninterruptiblepowersupply,generator).

15. ConveyingSystems:Generalinformationandpreventivemaintenanceforelevators,escalators,wheelchairlifts,conveyors,etc.

16. OtherSystemsBasedonFacilityRequirements:Generalinformationandpreventivemaintenancerequirementsforothersystemsandequipmentnotalreadyidentified.

17. OperatingLogs:Generalinformationandinstructionsforusingmaintenancelogforms.Alistingofmaintenancetaskswiththeirrecommendedfrequenciesofperformanceisincluded.

18. MaintenanceCharts:Maintenancechartsincludemaintenancefrequencychecklists,maintenancesummary,lampreplacementdatasheet,equipmentdatasheets,recommendedmaintenanceandservicecontacts,andarecommendedworkorderform.

19. Manufacturers'Literature:Identifiesmanuals,cutsheets,etc.,fromequipmentmanufacturersthatamplifyinformationprovidedwithinthesystemlevelO&Mmanual.Manufacturers'literaturegenerallyprovidesprocedurestooperate,maintain,troubleshoot,andrepairspecificitemsattheequipmentlevel.Thisinformationiscontainedinaseparatevolumeofbinders,identifiedbyfacility/system,foreasyreference.Specificmaterialorcompletedocumentscanalsobeelectronicallyscannedforits'online'use,suchaslinkingfromthesystemlevelmanual.

SystemLevelO&MManualTechnicalContent/Description1. DescriptionSystemLevel:Descriptionofthesystemanditspurpose,howitoperates,andany

interfacesitmayhave.Atablecanprovideoverallsystemdesigncriteria,i.e.flow,pressure,temperature,capacity,powerrequirements,etc.

2. OperatingProceduresControls/Startup/Shutdown/EmergencyOverRide/SeasonalChangeover:Operatinginstructionsincludeequipmentconfigurationsforeachmodeofoperation,e.g.valvepositions,controlsettings,intendedoperatingstrategies,andbreakinprocedures.

3. ProblemsandSolutionsTroubleshooting:Systemleveltroubleshootingtablesguidemaintenancepersonnel,viafaulttreeanalysis,inasequential,stepbystepisolationofasystemproblemtoidentifyfaultyequipment.Typicalmalfunctions,testsorinspections,andcorrectiveactionsorrecommendationstocorrectmalfunctionsareincluded.

4. Preventive(Planned)Maintenance(PM)Procedures/Intervals:Maintenancetasksaredevelopedforequipmentthatcomprisesthesystem.Preventiveandcorrectivemaintenanceisdiscussed.Scheduledintervals(e.g.,daily,weekly,monthly,etc.)aredeterminedandassignedtoPMtaskstomaximizesystemsruntime,therebyreducingcorrectivemaintenancetasks.



Figures/IllustrationsOperation/maintenancesignificantfigures/illustrationsshouldbeincludedinthemanualandreferencedfromthenarrativetext.Illustrationscanprovidethelayoutoftheoverallsitecampus/facility/floordowntosystems/equipmentandarea/roomlocations.TheycanbegeneratedforO&MManualusefromBIM/3Dmodelsandengineeringdrawingsthataremodifiedforeaseofreadabilityinthemanual.Theytypicallyincludethefollowing:

1. Areafloorplanswithsystem/equipmenttagsandphysical(room)locationsidentified.2. Safetywarningsandcautionsregardingpotentialhazards,bothtopersonnelandtoequipment.3. Photographsofsystems/equipmentwithidentifyingcallouts.4. Electricalschematics,pipingdiagrams,airflowschematics,provideequipmentinterconnections

andareimportantfortroubleshooting.5. Valveschedulesindicatingvalvenumber,location,type,size,normalposition,anddescription.

ElectronicFormatsTheelementsofnarrativetext(pdf,html,xml,etc.),graphicsincludingBIM,sound,photographs,andvideoscanallbeorganizedintoauserfriendly,interactive,standalonePCorwebbased(e.g.,Intranet)applicationorplatform.ForO&Mmanuals,itisoftenreferredtoastheInteractiveElectronicManual(IEM),fortrainingmaterials,ComputerBasedTraining(CBT).Similartothisdocument,textandgraphicalinformationistypicallylinkedtorelateddatawithintheO&Mmanual,ortoexternalsourcessuchasanOwner'sintranetortheinternet,accessedbyaclickofthemouse.Onecautionrelativetolinkingtointernetsourcesisthatofsecurity.TheOwner'sinformationtechnology(IT)departmentshouldbeconsultedintheseinstances.Screenscanbeprintedondemand.Allinformation,includingtext,BIM/3Dmodels/animations,CADdrawings,illustrations,anddigitalphotographscanbeviewedandmanipulated(readonly)byonlineviewersandcanonlybemodifiedoffline.Updates/modificationsaretypicallythroughaconfigurationmanagementprocessandformalauthorization.TypicalTaskPerformancebasedontheowner'sSOW/scoperequirementsandmaintenancephilosophy:Performareviewandextractasbuiltinformationfromengineeringdatasuchasthebasisofdesign,specifications,asbuiltdrawings,andsubmittals,vendor/manufacturerdocumentation,sitevisit(s),etc.,toprepareacomprehensivefacilitymaintenanceplan.OrganizeanddevelopinformationintoaclearandconcisesystemlevelO&Mmanual.



1. PhysicalDescriptions2. FunctionalDescriptions3. Troubleshooting4. PreventiveMaintenance(proceduresandschedules)5. CorrectiveMaintenance(repairrequirements)6. PartsLists7. Organizeandtailorscanned/electronicversionsofgraphicalinformation(e.g.,CADdrawings,

BIM/3Dmodels,illustrations,digitalphotographs,etc.)tosupporttext.8. Compilewarrantyinformation.9. Compilesparepartslists.10. EnterpertinentdataviaCOBieforitstransferintotheowner'sCMMSorCAFMapplicationforuse

bytheoperationandmaintenancestaff.11. CreateequipmentspecificO&Minformation(vendor/manufacturedata)library.12. Developtrainingplan,student/instructorguides,presentationmaterials,etc.13. DevelopIEM/CBT.



Appendices

I. CCSF Sustainability Plan for Construction, Retrofitting and Operations Part 1 December 17, 2009

II. CCSF BIM Standard - Draft

III. CCSF Total Cost Of Ownership Dashboard

IV. 2013-03-12-COBieGuide-Public, Dr. Bill East, PhD, PE, F.ASCE, Mariangelica Carrasquillo-Mangual

13 TCO Report

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