OFMR Operations and Maintenance
Handbook
September 2012
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Table of Contents
Introduction ..................................................................................................................................................... 1
Executive Summary ....................................................................................................................................... 1
About this Manual .......................................................................................................................................... 2
Structure and Strategy .................................................................................................................................... 3
Organizational Structure ................................................................................................................................ 3
Roles and Responsibilities ............................................................................................................................. 4
Smithsonian Mission and Values ................................................................................................................... 5
OFEO Mission and Values ............................................................................................................................. 6
OFMR Mission and Values............................................................................................................................. 7
Strategic Objectives ....................................................................................................................................... 9
Total Asset Management ............................................................................................................................. 10
Commissioning ............................................................................................................................................ 12
Sustainability ................................................................................................................................................ 13
Recycling ..................................................................................................................................................... 14
Resource Leveling ....................................................................................................................................... 15
Contracted Services ..................................................................................................................................... 16
Capital Renewal/Deferred Maintenance ....................................................................................................... 17
Levels of Service.......................................................................................................................................... 18
Key Performance Indicators ......................................................................................................................... 19
OFMR Top 10 KPIs ...................................................................................................................................... 20
Policy, Procedure & Safety ........................................................................................................................... 22
Accident/Medical Emergency ....................................................................................................................... 22
Accountable Property and Barcoding ........................................................................................................... 24
Administrative Operations ............................................................................................................................ 25
Asbestos Awareness.................................................................................................................................... 27
Assessing Job Risk ...................................................................................................................................... 28
Career Development .................................................................................................................................... 30
Code Compiance and Standards ................................................................................................................. 32
Confined Space Entry Program .................................................................................................................... 33
Data and Doccument Management .............................................................................................................. 34
Electrical Panel Intrusion Policy ................................................................................................................... 35
Emergency/Disaster Response .................................................................................................................... 36
FacilityCenter ............................................................................................................................................... 38
Fall Protection .............................................................................................................................................. 40
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Table of Contents
General Calendar of Events ......................................................................................................................... 42
Hazardous Materials Procedures ................................................................................................................. 44
Lock Out/Tag Out......................................................................................................................................... 45
Permits ........................................................................................................................................................ 46
Personal Protective Equipment .................................................................................................................... 48
Personnel..................................................................................................................................................... 50
Purchasing ................................................................................................................................................... 51
Quality Assurance/Quality Control................................................................................................................ 53
Timekeeping ................................................................................................................................................ 57
Work Order Process Management ............................................................................................................... 60
Maintenance................................................................................................................................................... 61
Building Envelope Management ................................................................................................................... 61
Central Shops .............................................................................................................................................. 62
Electrical Program........................................................................................................................................ 63
Exterior Lighting ........................................................................................................................................... 65
Facility Condition Assessments.................................................................................................................... 66
High Pressure Steam System ...................................................................................................................... 68
High Voltage Shop ....................................................................................................................................... 70
Interior Lighting ............................................................................................................................................ 72
Life Safety Group ......................................................................................................................................... 73
Maintenance Emergencies ........................................................................................................................... 74
Management Evaluation and Technical Review ........................................................................................... 76
Planned Maintenance .................................................................................................................................. 78
Preventive Maintenance ............................................................................................................................... 80
Project Execution ......................................................................................................................................... 81
Project Prioritization ..................................................................................................................................... 82
Reliability-Centered Maintenance................................................................................................................. 83
Request for Services .................................................................................................................................... 85
Shop Equipment Maintenance Records ....................................................................................................... 86
Shop Inventory ............................................................................................................................................. 88
3rd Shift USRO Team .................................................................................................................................. 89
Unplanned Work .......................................................................................................................................... 91
Operations ..................................................................................................................................................... 93
APPA Operation Guidelines ......................................................................................................................... 93
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Table of Contents
Audio Visual Services .................................................................................................................................. 94
Building Automation System ........................................................................................................................ 95
Building Service Operations ......................................................................................................................... 96
Emergency Preparedness ............................................................................................................................ 97
Garden Furnishings and Artifacts ................................................................................................................. 98
Green Cleaning Standards ........................................................................................................................... 99
Ground Irrigation ........................................................................................................................................ 100
Loading Docks ........................................................................................................................................... 101
Material Handling and Storage ................................................................................................................... 102
Monitoring Alarms ...................................................................................................................................... 103
Mowing Procedures ................................................................................................................................... 104
Reimbursable Support ............................................................................................................................... 105
Services to Smithsonian Enterprises Spaces ............................................................................................. 106
Snow and Ice Removal .............................................................................................................................. 107
Tools and Equipment Inspections .............................................................................................................. 110
Tree Care................................................................................................................................................... 111
Vehicle Operations ..................................................................................................................................... 113
Appendix A - Acronyms ................................................................................................................................. 115
Appendix B - Resources/References ............................................................................................................. 117
Appendix C - Forms....................................................................................................................................... 121
Appendix D - PT&I Technologies ................................................................................................................... 123
Appendix E - Smithsonian Directives ............................................................................................................. 124
Appendix F - Sample Statement of Work ....................................................................................................... 126
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iv
Introduction
Executive Summary
We continue to embark on a new era within the Office of Facilities Management and Reliability (OFMR) – one that
entails the application of new and improved methods and techniques to perform jobs, some of which have existed
since the Smithsonian Institution opened. The work in OFMR is vitally important to the health and well being of the
Smithsonian Institution’s staff and facilities. Our goal is to enable the
mission of the Smithsonian – to “diffuse knowledge”. Each OFMR
employee plays an extremely important role in the life of this great
Institution.
Without the work performed by the OFMR workforce, the
Smithsonian would be unable to satisfy the high expectations placed
upon us by the public. Further, the requirements of our customers
such as the Smithsonian research community or Smithsonian
Enterprises, are nearly overwhelming and we stand behind the
scenes
ensuring
that
the
maintenance
and
operations
standards that we are measured
against are actually accomplished. This helps ensure that the Smithsonian’s worldclass reputation remains intact.
This handbook is intended to formalize many of the day-to-day protocols and
procedures that we utilize to complete our mission. It provides each employee with
a detailed guide and should be used by all SI staff.
It has been placed on Prism and is a “living document” to help make updating easy.
As it evolves over time, the procedures included in the handbook will help bring a
standard and consistent approach to our work across each of the zones.
Safety standards and procedures must over-shadow everything we do; therefore
this handbook is focused on the safety and well being of our workforce.
As new and improved safety practices are identified, we will update the handbook
and re-issue as appropriate. For additional safety information please see the Safety Manual at http://www.
ofeo.si.edu/.
Your dedication and commitment to the Smithsonian Institution helps us remain the world leader in museum
facilities management. To that end we owe each of you a huge note of thanks. It is
through your hard work and excellent results that we are beginning to change
many outdated practices.
1
Introduction
About this Manual
This manual was created to standardize the day-to-day protocols and procedures that the OFMR staff use to
complete our mission. It provides every manager, supervisor and employee a simple way in which to find answers
to questions that arises during the course of the workday.
BACKGROUND
In 2006, OFMR set out to put together a “one stop” manual that all staff
could reference when needing answers to the everyday questions on how
things are done within OFMR. After almost a year of dedicated work, a
comprehensive hard copy manual was produced and distributed. Because
the organization is growing and changing keeping a hard copy manual
current became an impossible task. In 2007 a new task force was formed
which included an outside contractor, creating a way to highlight the most
important information, making it easy to understand and putting everything you wanted to know but were afraid
to ask concept into play. Focus groups consisting of OFMR staff were formed to get the needed feedback on how
this manual should work. The result is an easy to read, easy to follow, web-based manual that provides the most
current information required by OFMR staff. Further, web-based links to more information that can easily be kept
current as times change.
HOW TO USE THIS MANUAL
This publication is meant to be a resource and reference manual to assist OFMR staff
in understanding their responsibilities as well as OFMR’s other maintenance and
operations functions. The Manual is an introduction to policy and procedure. It is not
all-inclusive; at various points staff is directed to more detailed resources on the
specific subject.
This manual is available online via the “Prism” website http://prism.si.edu/. The
online version provides the referenced documents as hyperlinks which makes
retrieval of the information easier. To get to a website, click on the bullets listed
under “Want More Information” on topic pages; this will hyperlink to Appendix B
within the manual; click again to hyperlink to the actual information on the Web. All
forms mentioned in the manual are listed in Appendix C and the forms are
hyperlinked to the actual information on the Web.
If you would like to submit a correction to the Handbook please click here and submit
the form by email.
2
Structure & Strategy
Organizational Structure
OFMR is responsible for strategic planning and oversight of facilities operations and maintenance for all of the
Smithsonian Institution. This office includes eight Zones, plus Smithsonian Gardens, Systems Engineering, Support
Services, Business Operations, Safety, and Organizational Performance and Development.
3
Structure and Strategy
Roles and Responsibilities
WHAT DO I NEED TO KNOW?
OFMR Director - provides executive direction and leadership for the department and ensures the strategic goals of
the Smithsonian are met through the unit’s activities.
OFMR Deputy Director - provides leadership, direction and support to each of the eight OFMR zones.
OFMR Zone Managers - provides leadership, direction, planning, and management and administrative support for
the facilities management functions within the zone, which is made up of one or more Smithsonian museums or
buildings.
We are proud of OFMR’s
success. It’s each of our
responsibility to take the time
to review this manual and
refer to it as needed.
OFMR Building Managers – plans, directs, oversees, evaluates and adjusts the
work within the facility through subordinate supervisors and assistant
managers. Develops plans, policies, and procedures for facilities maintenance
and operations; monitor and evaluate the effectiveness of operations and
maintenance functions; and develop new procedures or recommendations for
policy changes to augment program effectiveness.
OFMR Supervisors - plans, schedules, assigns, evaluates and coordinates the work of OFMR employees. Works
closely with the Building Manager to ensure unit effectiveness while completing tasks, complying with work
procedures and practicing safe work habits. Ensure workers have the training, materials, information, tools and
other support needed to perform their work. Supervisors also assign work to subordinates and inspect results for
timeliness and quality.
OFMR Staff- ensures that the maintenance, repair, and day-to-day appearance and upkeep of all assigned facilities
is accomplished. Complies with procedures in support of each facility’s specific operations and maintenance
requirements and needs. Ensures that mechanical and electrical systems and equipment are maintained and
operated efficiently and in compliance with museum or building standards.
Staff is also responsible for maintaining the quality standards that are
consistent with historic preservation guidelines and the world-class
reputation of the Smithsonian Institution.
WHY IS THIS IN HERE?
Development and implementation of an effective
program for maintenance and operations requires
the commitment and actions of all levels of staff
within OFMR: from the Director, Deputy Director,
Associate Directors and Zone Managers, to the proactive involvement of first-line supervisors and
employees.
4
WANT MORE INFORMATION?
•
•
•
•
•
•
Design and Construction (OEDC)
Office of Facilities Engineering and Operations (OFEO)
Office of Facilities Management and Reliability (OFMR)
Office of Planning and Project Management (OPPM)
Office of Protection Services (OPS)
Safety Health and Environmental (OSHEM)
Structure & Strategy
Smithsonian Mission & Values
WHAT DO I NEED TO KNOW?
In 1826, James Smithson, a British scientist, drew up his last will and testament, naming his nephew as beneficiary.
Smithson stipulated that, should the nephew die without heirs (as he would in 1835), the estate should go “to the
United States of America, to found at Washington, under the name of the Smithsonian Institution, an
establishment for the increase and diffusion of knowledge
among men.”
The motives behind Smithson’s bequest remain mysterious.
He never traveled to the United States and seems to have
had no correspondence with anyone here. Some have
suggested that his bequest was motivated in part by revenge
against the rigidities of British society, which had denied
Smithson, who was illegitimate, the right to use his father’s
name. Others have suggested it reflected his interest in the
enlightenment ideals of democracy and universal education.
BIRTH OF AN INSTITUTION
Smithson died in 1829, and six years later, President
Andrew Jackson announced the bequest to Congress. On
July 1, 1836, Congress accepted the legacy bequeathed to
the nation and pledged the faith of the United States to the
charitable trust.
In September 1838, Smithson’s legacy, which amounted to
more than 100,000 gold sovereigns, was delivered to the
mint at Philadelphia. Recoined in U.S. currency, the gift
amounted to more than $500,000.
“In proportion to the wide field of knowledge to
be cultivated, the funds are small. Economy
should therefore be consulted in the construction
of the building; and not only the first cost of the
edifice should be considered, but also the
continual expense of keeping it in repair, and of
the support of the establishment necessarily
connected with it.” Joseph Henry’s Programme of
Organization for SI (Presented in the first annual
report of the Secretary and adopted by the Board
of Regents, December 13, 1847)
After eight years of sometimes heated debate, an Act of Congress signed by President James K. Polk on August 10,
1846, established the Smithsonian Institution as a trust to be administered by a Board of Regents and a Secretary
of the Smithsonian.
“I then bequeath the whole of my
property...to the United States of
America, to found at
Washington, under the name of
the Smithsonian Institution, an
Establishment for the increase &
diffusion of knowledge...”
James Smithson (1765-1829)
5
Structure & Strategy
OFEO Mission & Values
OFEO MISSION
OFEO provides world-class services and
stewardship by building, operating, maintaining
and ensuring a safe, secure, healthy environment
that enhances the Smithsonian experience.
OFEO VALUES
Smithsonian employees maintain the utmost standards
of “honesty, integrity, and loyalty” while supporting the
“increase and diffusion of knowledge.” As OFEO
employees, we strive to accomplish our mission by
putting forth our very BEST efforts as embodied in the
values of:
•
•
•
•
Balance
Excellence
Service
Teamwork
Embracing BEST values means sustaining BALANCE
between program needs and operational activities,
while achieving EXCELLENCE through diligent
stewardship and providing legendary SERVICE to the
Smithsonian Institution through dedicated and effective
TEAMWORK.
We demonstrate our BEST values when we respect our
workplace, our leaders, our customers and each other.
6
OFEO VISION
ONE Smithsonian:
Facilities and programs in partnership
Sparkling facilities and grounds
One OFEO:
Legendary support to the Institution
The best place to work
Structure & Strategy
OFMR Mission & Values
MISSION
The Office of Facilities Management and Reliability
provides world class services through a dedicated,
diverse, and professional workforce, committed to
providing a safe environment for people and
collections by preserving the integrity of our facilities.
VISION
Leading the world in museum facilities management.
We get the job done!
VALUES
Integrity...Continually exceed the expectations of all
Smithsonian Institution Offices.
Responsibility...Deliver high quality service through
facilities management excellence.
Creativity... Foster an environment that rewards
creativity and supports innovative ideas.
Excellence... Continuous quality improvement and
professional development of team members to sustain our
reputation as “World Class.”
Teamwork... Partnering with contractors, clients, and a
diverse workforce to reflect our professionalism.
7
Structure & Strategy
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8
Structure & Strategy
Strategic Objectives
OFEO GOALS
ONE Smithsonian:
Facilities and Programs Partnered for Excellence
Sparkling Facilities:
Impassioned Stewardship in Action
Legendary Service:
Leading the Field with Best Practices
An Empowered Organization:
One Team Driving Forward
OFEO/OFMR PHILOSOPHY
The OFEO/OFMR philosophy is simple: Provide a unified umbrella of
services that make our facilities both operate and appear at their best by
utilizing teamwork, best practices, and programs that support the
customer while pursuing the driving goal of caring for the Institution.
OFMR GOALS
•
•
•
•
Care for the Smithsonian
Support OFMR Staff
Commit to Customers
Advance Best Practices
COMMON
DEMONINATORS AMONG
OFEO & OFMR
OFEO’s “Sparkling Facilities: Impassioned
Stewardship in Action” is a match with
OFMR’s “Care for the Smithsonian” goal.
Both describe a drive to create an environment which visitors and customers
will realize is looked after by a caring and impassioned work force.
OFEO’s goal of “An Empowered Organization: One Team Driving Forward”
names elements of OFMR’s more generalized goal to “Support OFMR Staff.”
In short, empowering a work force or forging a sense of teamwork are
specific examples of supporting staff, as per OFMR’s goal.
Finally, OFEO’s goal of “Legendary Service: Leading the Field with Best
Practices” is a close match with OFMR’s goal to “Advance Best Practices.”
9
Structure & Strategy
Total Asset Management
WHY IS THIS IN HERE?
In 2004, Executive Order 13327 – Federal Real Property Asset Management, was established requiring all federal
agencies to adopt the guidelines described in the Executive Order. Although the Smithsonian Institution is not
under the mandate of the Executive Branch, we have chosen to follow all guidelines established for the federal real
property community and report annually the status of all real property to both the General Services Administration
and the Office of Management and Budget.
WHAT IS AN ASSET?
A facility asset is any facility-related physical resource
that is significantly important to the organization and
requires management. Facility assets typically include:
•
•
•
•
•
•
Property –land parcels including natural features
Buildings
Infrastructure – roads, bridges, tunnels
Building Equipment – permanent equipment such
as environmental, power and lighting systems,
elevators
Office Equipment – computers, furniture,
significant office equipment and tools
Vehicles - cars and trucks as well as self-powered
ride-on implements.
WHAT IS TOTAL ASSET MANAGEMENT?
Total Asset Management (TAM) considers the
overall life-cycle of a facility. The focus is not on
limited performance measures, such as reducing
deferred
maintenance,
but
on
the
interrelationships between key performance
indicators (KPI). TAM also reduces the potential
conflicts of funding various projects at the
expense of sound facility management practices:
for example, using operations and maintenance
(O&M) resources to accomplish major repairs
that end up costing more than replacing the
equipment. This reduces deferred maintenance
which is good, but it is not the best use of
overall resources. One must consider the cost of
repairs and replacements with respect to the
overall annual cost of ownership of the systems.
10
POINT OF
CONTACT
Systems
Engineering
Division
202.633.1852
Structure & Strategy
Total Asset Management (cont’d)
SI has adopted an approach to Total Asset Management (TAM) that has helped us establish excellent facility
management processes that preserve our facilities and allow us to be good stewards of taxpayer and donor funds.
The approach provides steps for stabilizing and reducing deferred maintenance backlogs, improving mission critical
system reliability, reducing the total costs of ownership of facilities and establishing credible baselines for
supporting facility decisions. The Government Accountability Office (GAO) distilled the essence of this approach as
“best practices” in facility management by leading organizations (GAO, 1998). The best practices include:
1. Establishing goals for the organization and focusing on
outcomes.
2. Inventorying assets and determining conditions.
3. Implementing strong analytical processes and supporting
technologies.
4. Taking a long-term perspective in planning and budgeting
capital projects.
5. Uniformly budgeting on a full-funding basis and
accounting for life-cycle analyses.
DID YOU KNOW?
Industry trends also include focusing on the development of
key performance measures and indicators based on the
established goals, while taking a holistic view of asset
management based on the total cost of ownership of the
facilities.
The Smithsonian Institution’s total asset value
of all its facilities is over
$6.2 Billion!
WANT MORE INFORMATION?
•
•
Executive Order 13327 – Federal Real Property Asset Management – 2004.
Real Property Inventory
11
Structure & Strategy
Commissioning
WHAT DO I NEED TO KNOW?
Commissioning is a process that assists in the delivery of a project that provides
a safe and healthful facility, optimizes energy use, reduces operating costs,
provides adequate O&M staff orientation and training, and ensures that the
facility and systems operate as designed, per the owners’ requirements.
Much of the commissioning performed at the Smithsonian Institution is
coordinated through the Office of Engineering, Design and Construction (OEDC).
All new construction projects, system upgrades, and general rehabilitation
projects have commissioning requirements included in the contract. Oversight
of these projects is handled through OEDC.
There are also several
commissioning agents on contract available for use.
The American Society of Heating, Refrigerating and Air-Conditioning Engineers
states commissioning is “a quality-oriented process for achieving, verifying, and
documenting that the performance of facilities, systems, and assemblies meets
defined objectives and criteria”. Commissioning is therefore an “umbrella”
process for all the planning, delivery, verification, and managing risks to critical functions performed in, or by,
facilities. Commissioning uncovers deficiencies in design or installation using peer review and field verification.
Commissioning also accomplishes higher energy efficiency, environmental health, and occupant safety and
improves indoor air quality. Commissioning is a quality assurance-based process that delivers preventive and
predictive maintenance plans, tailored operating manuals, and training procedures. Essentially, the commissioning
process formalizes review and integration of all project expectations during the planning, design, construction, and
occupancy phases by inspection and functional performance testing and oversight of operator training and record
documentation.
For older buildings or renovation work, re-commissioning or retro-commissioning is the way to bring the benefits
of commissioning to an existing facility. It may be triggered by a usage change, operations problems or other
needs.
To submit a request for commissioning support goes to the “Building Services”
icon in Facility Center and selecting the “Testing and Inspection” icon to open a
new work request. When equipment has been replaced or upgraded by OFMR
staff, we will typically conduct our own commissioning process. The in-house
commissioning will be handled by the Systems Engineering Division’s Systems
Reliability Branch. The request for in-house commissioning support should be
generated by the zone by submitting a work request.
WANT MORE INFORMATION?
•
•
12
American Society of Heating,
Refrigerating and Air-Conditioning
Engineers
Whole Building Design Guide:
Commissioning
REMEMBER!
All new equipment or systems
installed require some form
of commissioning.
POINT OF CONTACT
Systems Reliability Branch
Manager
202.633.1562
Structure & Strategy
Sustainability
WHAT DO I NEED TO KNOW?
The Smithsonian is totally committed to design, construct, operate and maintain all facilities in a sustainable manner.
For the design of new facilities as well as major renovation of existing facilities, direction is given in Smithsonian
Directive 422, and the objectives of sustainability are reflected throughout the OFEO and the OFMR Strategic Plans. The
Smithsonian, as a member of the federal community, has chosen to follow all federal directives regarding energy
efficiency and sustainability. Specifically, Executive Order 13423, Strengthening Federal Environmental, Energy and
Transportation Management require that all federal agencies achieve a level of sustainability of 15% of all facilities by
the year 2015.
Simply, a sustainable building maximizes operational efficiency while minimizing environmental impacts. A measure of
sustainability is achieving a Leadership in Energy and Environmental Design (LEED) Certification. LEED was established by
the U.S. Green Building Council as a rating system to measure sustainability for both new construction as well as existing
buildings. SI has adopted LEED as a requirement for all new construction and is currently attempting to obtain a level of
certification for a number of existing buildings. LEED is a good benchmark to determine if an existing building meets the
sustainability requirements of the current federal mandates.
Although a major component of sustainability is energy efficiency, there are other issues at stake to consider a facility
sustainable. First of all, what is the source of the energy being consumed? How much of our energy can be attributed to
renewable sources as opposed to fossil fuels? Also, a major component is water consumption and reuse. Can we use
gray water for irrigation and other non-potable usage? Recycling is also important – both from the standpoint of taking
out of the waste stream recyclable trash as well as using materials in our
buildings that come from recyclable sources. The chemicals we use to
clean and maintain our buildings need to have minimal impact on our
environment. Also, the use of non-toxic and non-hazardous chemicals and
materials is important for the environment as well as the well being and
protection of the occupants and users of our facilities.
Any repairs we make need to consider how the system will perform after
repaired. Are we installing the most reliable and energy efficient
equipment that will reduce the amount of energy consumed and perform as intended over its economic life? When that
part or system is replaced can it be disposed of with minimal or no impact to the environment. Commissioning and lifecycle management are both key components of sustainability.
Having a sustainable building incorporates all aspects of the facility – from design through construction and well into the
operations and maintenance of the facility, and thus becomes a joint responsibility between the planners, designers as
well as the building maintenance and operations staff.
WANT MORE INFORMATION?
•
•
•
Executive Order 13423
Sustainable Design of Smithsonian Facilities: SD 422
U.S. Green Building Council
POINT OF CONTACT
Systems
Engineering
Division
202.633.1852
13
Structure & Strategy
Recycling
WHAT DO I NEED TO KNOW?
The Smithsonian, as a member of the federal community, has chosen to follow all federal directives per EO 13514,
Greening the Government through Waste Prevention, Recycling & Federal Acquisition. All federal agencies should
have goal of 50% waste diversion by FY2015. Starting in FY 2010, all federal agencies should recycle at least 10%
per year increasing by an average of 7.5% every year to meet the
goal of 50% by FY2015.
The Smithsonian has a centralized contract in place for hauling and
disposal of solid waste from large SI facilities in the National
Capital Region. The contract resulted in regular monthly reporting
of trash tons by building (or group of buildings), beginning in
November 2008. Recycling from these facilities is carried out at no
cost to SI through the GSA’s National Capital Region recycling
program. The GSA program also provides monthly reports by
building and returns proceeds to SI on the sale of recycled
materials. Availability of both trash tonnage reports and recycling
tonnage reports enables computation of the percentage of total
solid waste diverted from landfill disposal by recycling. For all of
the tracked facilities combined, approximately 18% of total solid
waste was diverted from landfill disposal in FY 2010 while in FY
2011, the Smithsonian diverted an estimated 25% of its solid waste.
The Office of Facilities Management and Reliability (OFMR) established the Recycling Task Force Committee in
FY2010. The goal of the Recycling Task Force is to improve our shared natural
environment through the continual reduction of solid waste materials generated within
Smithsonian facilities. The SI Recycling Task Force has attracted participants from many
SI units, including not only facilities management, design and construction, but also SI
Gardens, Smithsonian Enterprises & museum programs. In addition, every three
months, the Recycling Task Force publishes an online newsletter titled “Sustainability
Matters.” This publication highlights recycling & sustainability news from around the SI,
reminds readers of points of contact, and provides tips on how to effectively recycle.
Many staff at the Smithsonian work hard to provide good stewardship of the Earth’s
resources. The Institution itself has adopted many “green” policies and directives.
OFMR’s Recycling Task Force is just one example of how creative staff members are
exploring innovative ways to ensure our globe continues to thrive ecologically.
WANT MORE INFORMATION?
•
•
14
Executive Order 13514
EPA Waste Wise Program
POINT OF
CONTACT
Systems Engineering
202.633.1526
Structure & Strategy
Resource Leveling
WHAT DO I NEED TO KNOW?
Zone Managers and other Associate Director-level personnel
present their budget requirements annually to the Director.
Presentations shall be done in a PowerPoint Presentation and
shall cover Operations funds, Maintenance funds and the fulltime equivalents (FTEs) associated with the funding streams.
Slides have been provided for the PowerPoint presentation in
the OFMR shared drive located in the folder titled “Resource
Leveling.” Instructions for filling out the slides are as follows:
Slide 1 - Insert your org name in the “fill-in-the-blank” spot.
Slide 2 - Insert prior FY actuals and upcoming FY request for
Maintenance.
Slide 3 - Use this space to justify your Maintenance requests.
Slide 4 - Insert prior FY actuals and upcoming FY request for
Operations.
Slide 5 - Use this space to justify your Operations requests.
Slide 6 - This slide is intended to jog your thoughts. No action
required here.
The focus of the presentation should be on justifications for
changing the budget from the previous year.
DID YOU KNOW
The Office of Facilities
Management and
Reliability manages a
workforce of over 940
personnel and manages approximately $100M in funds
annually. OFMR reviews the way its resources are
allocated on an annual basis to ensure that the
resources are being applied where they are needed the
most.
POINT OF CONTACT
Associate Director Business Operations
202.633.1569
15
Structure & Strategy
Contracted Services
WHAT DO I NEED TO KNOW?
The Business Operations Division provides guidance and oversight for the overall purchasing function within OFMR.
The Smithsonian uses PeopleSoft Enterprise Resource System for administering financial transactions. The first step
in submitting a request for a contract is a written statement of work (SOW). An SOW is prepared by the requestor
and describes, in detail, the work to be accomplished. A sample SOW can be found in Appendix F. The SOW is sent
to at least three sources to obtain
estimates for the work required, or
coordinated through the Office of
Contracting (OCon) to be procured.
Once the estimates are obtained
this information is submitted to
the Administrative Team Leader in
your zone or unit, and depending
on the cost or complexity of the
work, a requisition, purchase
order, or credit card order is prepared. The PO requisition request
forms and backup documentation are forwarded to Business
Operations for approval and/or award. Once approved the package is
forwarded to the Smithsonian OCon for approval and award of the
contract. Upon award of the contract or purchase order the requestor is
notified and work is started.
Once work is completed the vendor submits an invoice for payment,
which is approved by the requestor, forwarded to The Administrative
Team Leader and subsequently sent to the Smithsonian Accounts
Payable Office for payment. Once the vendor is paid, action is taken to
close out the purchase order or contract in PeopleSoft.
For specific instructions on writing a SOW or processing requests for contracted work see the Administrative Team
Leader in your zone or OCONHELP.
REMEMBER!
All contracted services are subject to
Federal purchasing regulations and
subject to the availability of funds in
any given fiscal year. Employees
without procurement delegation who
authorize vendors to perform work
without an authorized purchase order
may be held liable for the expense or
subjected to disciplinary actions.
16
WANT MORE
INFORMATION?
•
Making Small Purchases
POINT OF
CONTACT
Business Operations
Division
202.633.1569
Structure & Strategy
Capital Renewal/Deferred Maintenance
WHAT DO I NEED TO KNOW?
OFMR maintains and operates a museum complex with a Current Replacement Value (CRV) of $6.2 billion (2012
dollars). Using calculations that are based on design life of the various building systems and the CRV, the rate of
deferred maintenance throughout the Smithsonian increases by approximately $152 million per year. Historically
OFMR’s annual repair programs have ranged in size from $4 million to $10 million, which is obviously inadequate to
meet its $152 million of yearly deferred maintenance needs. Consequently, OFMR must advocate Capital funds to
replace aging facilities.
REMEMBER!
Projects should be vetted
against the OFEO Maintenance
Plan to preclude duplication.
WHY IS THIS IN HERE?
Every year in February, the Capital Program is developed for the fiscal year
(FY)+2. As an example plans will be developed in calendar year 2012 for
submission in the President’s FY2014 budget request. The process starts with
the Office of Planning and Project Management (OPPM): Project Managers/
Executives holding meetings to discuss Capital requirements in December and
January (pre-meetings) as a preparation for the final meetings with Museum
Directors in February and March. During the final Capital meetings the
museums provide their input to the plan.
After receiving input from all museums, OPPM formulates a draft 5-Year
Capital Plan for presentation to the SI Capital Review Board. The list consists of
the projects most important to SI based on the Capital Priority Code Matrix.
POINT OF
CONTACT
OFMR Project Executive
202.633.1546
The Capital Review Board reviews/modifies the draft OPPM list and submits
the Capital Plan with the Annual Budget submission to OMB.
WANT MORE INFORMATION?
•
OFEO Maintenance Plan
17
Structure & Strategy
Levels of Service
WHAT DO I NEED TO KNOW?
Dwindling resources within OFMR over time,
coupled with the addition of new facilities requiring
maintenance, make it difficult to meet stakeholder
expectations. A realistic approach to identifying and
matching expectations with available resources is
needed. To accomplish this, OFMR has selected
APPA’s level of service methodology as a basis for
comparison and measurement. Combining a
number of customer expectations with the levels of
performance for maintenance and repair activities
creates a matrix such as the five level matrix shown.
SI’s desired level of maintenance is APPA Level 1 –
Showpiece Facility.
Source: APPA Operational Guidelines for Educational
nd
Facilities, Maintenance, 2 Edition, 2012
OTHER USEFUL INFORMATION
One of the core principles of good maintenance practices involves determining the correct distribution of work in
order to meet the expectations of the stakeholders. Operations and maintenance activities include planned (i.e.,
capital project support, preventive and predictive maintenance, special events, and other improvement projects)
and unplanned (i.e., emergency repair needs, reactive and corrective maintenance, and passive monitoring). The
goal is to optimize the maintenance mix through proactive techniques and, ultimately, minimize unplanned
activities. OFMR has a goal of 80 percent planned and 20 percent unplanned.
If maintenance resources are minimal, it is likely that a majority of work will entail responding to emergency
requests and repairing equipment failures. As more maintenance resources become available an organization can
complete more planned activities. As a result, the percentage of unplanned activities decreases even if the number
of corrective requests remains the same. However, it is likely that good preventive and predictive maintenance will
reduce the number of emergencies in absolute terms as well. This philosophy is further outlined in the RCM section
of this manual found on Page 85.
WANT MORE INFORMATION?
•
18
Association of Higher Education Facilities
Officers (APPA)
Structure & Strategy
Key Performance Indicators
WHAT DO I NEED TO KNOW?
Measuring a facility’s operations performance in today’s environment is integral to an organization’s credibility.
The focus must be on prevention and there must be recognizable aims and achievable, prioritized objectives.
Metrics provide essential links between strategy, execution, and ultimate value creation.
There are many ways of identifying and developing metrics and key performance indicators (KPIs) for use in
facilities management performance measurement. It is also easy to find samples of hundreds of potential facility
maintenance metrics. However, it is not easy to identify and implement the right metrics to link facility operations
and maintenance to strategy. The KPIs presented in this section focus on the relevance of metrics to the
Smithsonian’s maintenance philosophy and mission/vision.
OFMR acquired and implemented FacilityCenter as its Computer Maintenance Management System (CMMS) to
augment their quest for excellence and cost effectiveness. FacilityCenter provides the means to collect and store
data pertinent to equipment and systems. However, merely storing the data does not offer any benefits; it is only
of use when users are able to extract the data in a meaningful manner.
In 2008, a team of OFMR managers chose the KPIs described in this section as OFMR’s top 10 KPIs for measuring
performance in facilities maintenance.
Though KPIs have been chosen; they need to be continually evaluated and refined to ensure organizational
objectives are met.
WANT MORE INFORMATION?
•
•
FacilityCenter Reports
Operation KPIs
POINT OF
CONTACT
Business Operations
Division
202.633.1569
19
Structure & Strategy
OFMR Top 10 KPIs
CUSTOMER SATISFACTION
Sum of all survey rating values
Number of participants of survey
INDUSTRY GOAL: >95%
WORKFORCE PRODUCTIVITY
Time records of work task labor.
Workforce productivity
accounts for time spent on
maintenance that does not
include vacation and sick leave,
training, shop time, safety
meetings, administrative time,
required breaks, and travel
time.
INDUSTRY GOAL: >60%
TOP 10 WORK TASK TROUBLE CODES
Number of work tasks sorted by trouble code ranked in order of highest frequency.
Trouble codes are codes that illustrate why an asset failed.
TREND
FACILITY CONDITION INDEX (FCI)
A comparative industry indicator/ benchmark
used to indicate the relative physical condition
of a facility, group of buildings, or entire
portfolio “independent” of building type,
construction type, location or cost.
PM SCHEDULE COMPLETION RATE
Percentage of PM tasks completed
within a specified time versus the total
PM tasks scheduled within that time
frame.
INDUSTRY GOAL: <95%
FCI = (1 - DM/CRV) X 100
INDUSTRY GOAL: <0.05
20
Structure & Strategy
OFMR Top 10 KPIs
PM TO DM RATIO
Compares the amount of planned
maintenance completed within a
specific timeframe to the amount
of demand maintenance completed
within the same timeframe.
OFMR GOAL: 80% PM to 20% DM
WORK TASK COMPLETION TARGET
Identifies work tasks that are
past due, analyzes their aging,
and shows if the overall trend
is increasing or decreasing. It
also helps the maintenance
manager to prioritize work
tasks based on the age and
type.
STAFF TURNOVER
Number employees that leave organization
Number employees in organization in same year
INDUSTRY GOAL: <10%
UNSCHEDULED DOWNTIME
TOTAL COST OF OWNERSHIP
Reports on the reliability of critical equipment. Requires use
of work type field to identify breakdowns.
A dollar per square foot value associated with a
facility. It is a calculation of all facilities-specific
costs (not including furnishings or non-facility
specific equipment) divided by estimated
lifespan of the building and the total gross area.
ANNUAL TREND
BUILDING COMPARISON
21
Policy, Procedure & Safety
Accident/Medical Emergency
WHAT DO I NEED TO KNOW?
The Smithsonian is a very large organization. Thousands of staff working to support and protect hundreds of
thousands of visitors makes accidents seem inevitable. We strive for “0” accidents; however, when they do
happen, it is important to understand and follow the procedures the Smithsonian has in place. The following
describes the notification, investigation, reporting and remedial action procedures.
Notification
•
•
•
•
•
•
•
Supervisors will refer employees to the Health Unit for initial treatment and assessment. Supervisors will
initiate accident reporting paperwork and inform injured
ACCIDENTS INVOLVING
employees of their rights under the Federal Employees’
Compensation Act and complete the CA-15 Form.
CONTRACTOR EMPLOYEES
If emergency treatment is necessary, Supervisors, OPS, or other
employees will dial 911 for emergency response.
The contracting officer’s technical
Supervisors shall contact the nearest hospital when emergency
representative (COTR) shall assure
treatment is necessary and shall inform injured employees of
contractors submit a written report
their rights under the Federal Employees’ Compensation Act,
for all incidents involving property
and shall have a CA-16 Form (Appendix C) for the employee to
damage or employee injuries to the
authorize payment for medical treatment.
Director, Office of Procurement and
Employees may use the Health Unit for non-emergency injuries
Property Management (OPPM).
after notifying their Supervisor with the intent to do so. For any
The COTR shall provide a copy of the
treatment by a physician, the employee must provide a CA-17
report to the Director, OSHEM, within
on their first visit.
48 hours of the accident.
Employees on travel, temporary duty assignment, or field work
must notify their supervisors at the earliest opportunity of any on-the-job injury or illness.
The supervisor shall immediately notify the Building Manager, Asst Building Manager and the Safety
Manager for the facility/group about the accident and ensure that all reports are initiated immediately.
Each Smithsonian facility shall establish reporting procedures to ensure that serious accidents are
immediately reported to the Director of the Office of Safety Health and Environmental Management
(OSHEM) in accordance with OFMR guidelines.
Investigation
•
•
•
22
Supervisors and Safety Specialists are responsible for
investigating all accidents to determine causes and
recommend corrective actions. OSHEM is available to
assist with the investigation of any accident if needed or
requested.
The Director of OSHEM, shall conduct prompt and
thorough investigations of all serious accidents.
Preliminary information shall be provided to the
Designated Agency Safety and Health Official (DASHO),
who shall notify the Secretary of Labor within 8 hours of
all serious accidents or injuries.
Policy, Procedure & Safety
Accident/Medical Emergency (cont’d)
Accident Reports
•
Upon notification of any reported injury or occupational illness, the supervisor shall use the AIRS
(Automated Incident Reporting System) to complete a Form SI-2120, “Occupational Injury and Illness
Report”, Appendix C.
• The supervisor shall then forward an original Form SI-2120, to the appropriate safety manager within 2
working days.
• The safety manager shall review the report for
ACCIDENTS INVOLVING VISITORS
completeness, accuracy of statements, corrective
action, and shall sign the bottom section of the form.
When visitor accidents occur, the Director,
• The completed accident report, Form SI-2120, shall be
Office of Protection Services (OPS), shall
forwarded to the Director, OSHEM, within 6 working
complete a report and forward the case record
days.
to OSHEM within 2 working days of the
• The museum safety coordinator for each facility shall
incident.
ensure the required information is on the
Occupational Safety and Health Administration (OSHA)
The Director, OSHEM, shall have authority to
Form 300, “Log of Federal Occupational Injuries and
conduct full and independent investigations of
Illnesses,” (Appendix C) within 6 days of receiving
visitor accidents.
information of a job-related injury.
• Copies of accident reports and accident logs shall be
EXCEPTION: For Smithsonian facilities where
maintained by the safety manager for 3 years.
OPS does not provide guard services, the
building/facility director shall notify the
Remedial Action
Director, OSHEM, of all visitor accidents within
To the fullest extent possible, building/facility directors and
2 working days.
supervisors shall assure that remedial actions are
implemented to prevent accidents from recurring. OSHEM is
The building/facility director shall submit a
available to assist in developing remedial measures.
written report of the accident to the Director,
OSHEM, within 10 working days.
Motor Vehicle Accidents
•
•
•
•
When a motor vehicle accident occurs, the
operator shall complete Form SI-3712,
“Smithsonian Vehicle Accident Report Form”,
(Appendix C).
The supervisor shall review and sign the form and
ensure that it is routed in accordance with
instructions on the form and any local
procedures.
When an employee has been injured, a Form SI2120 must be submitted by the supervisor.
The Zone Vehicle Coordinator shall ensure copies
of Form SI-3712 are kept in SI Vehicles.
23
Policy, Procedure & Safety
Accountable Property and Barcoding
WHAT DO I NEED TO KNOW?
Personal Property is the broad classification of all equipment, materials and supplies. Personal property is not real
property, a record, live animal, collection, or exhibit. SI Personal Property is any asset that the SI acquires through
purchase, rent, grant, lease, construction or fabrication, loan or donation/in-kind gift. For the purposes of this manual,
federal property while in the possession of the SI is also considered
SI personal property.
Accountable Property is all capitalized, sensitive and unitcontrolled personal property assets, and supplies and materials,
regardless of cost. Accountable property must be accounted for
throughout an assets useful life.
Sensitive Personal Property has an acquisition cost of $1,000 to
$4,999.99.
Unit-Controlled Personal Property is personal property with an
acquisition cost of $500.00 to $4,999.99.
Capitalized Personal Property has an acquisition cost of
$5,000 or more.
As an OFMR employee, you are responsible for the use,
maintenance and care of any SI property that is entrusted or
used by you. If you have SI assets or property that you no
longer want or need, there are specific SI and OFEO
procedures that must be followed and that govern the
proper disposal of this property. Additionally, there are
specific procedures that must be followed to obtain
accountable property.
The Personal Property Training for the Property Custodians
manual establishes the procedures for the management of
OFEO
personal
property
including
acquisition,
accountability, recording, utilization, and disposal.
REMEMBER!
All accountable property must be tagged with a
Smithsonian barcode and recorded in the Property
Management System.
All Smithsonian property must be disposed of
properly. All barcoded property must be
accompanied by form SI-707 prior to disposal.
In the event SI property is lost or stolen OPS should
be contacted immediately and a report filed.
OTHER USEFUL INFORMATION
OFEO has designated Accountable Property Officers and Property Custodians within
each department to help ensure our assets are managed properly. To determine
who the Property Custodian is for your zone or division contact your Administrative
Team Leader or the Personal Property Management group (BOD).
WANT MORE INFORMATION?
POINT OF CONTACT
For specific instructions on accountable property acquisition and disposal
see the Personal Property Training for Property Custodians. It is intended
to supplement the Personal Property Management Manual issued by the
Office of Contracting. Both documents are available on PRISM.
• Accountable Property Officer and Property Custodian Training
• SD 315, Personal Property Management Manual
Business Operations Divisions
Associate Director
202.633.1569
24
Policy, Procedure & Safety
Administrative Operations
WHAT DO I NEED TO KNOW?
The Business Operations Division (BOD) controls the overall administrative operations for OFMR. The BOD provides
budget, purchasing and personnel guidance and oversight to each individual zone or division, each of which has its
own Administrative Team Leader and Management Support Assistants
who perform these administrative functions.
WHY IS THIS IN HERE?
If you require assistance with purchasing, funding or have a
personnel issue, you should start with the Administrative Team
Leader in your zone or division. If your Administrative Team
Leader is unavailable, the Business Operations Division will
provide this support.
WANT MORE INFORMATION?
POINT OF
CONTACT
Business Operations
Divisions
Associate Director
202.633.1569
For specific instructions on how to process purchases or
request personnel actions see the OFMR Shared Drive and
refer to Admin SOP
• Process Purchases
25
Policy, Procedure & Safety
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26
Policy, Procedure & Safety
Asbestos Awareness
WHAT DO I NEED TO KNOW?
Asbestos material may be found in various locations throughout the Smithsonian facilities, so workers must be
diligent when performing operations and maintenance activities. Employees must have a 2-hour asbestos
awareness training provided and scheduled by OSHEM. All staff should attend a yearly asbestos awareness course,
given by OSHEM or an equivalent agency. The Asbestos Containing
Material (ACM) program was written to provide detailed instructions on
REMEMBER!
how to deal with the issue and how to work with the material safely.
Always ask your supervisor if you have any questions. Here are some
Any work ticket generated will
guidelines to remember:
provide information about the
work area and whether or not
• Do not disturb asbestos containing material if possible, asbestos is
asbestos is present. If you aren’t
not harmful if is left undisturbed.
sure, ask your supervisor.
• If you disturb asbestos and debris or dust is generated, contact
Asbestos is not harmful if you
your supervisor immediately and keep everyone out of the area.
don’t disturb it!
• Dust and debris must be cleaned by trained staff using specialized
•
•
equipment. Don’t try to clean up the area yourself.
Sometimes maintenance activities may require removal of asbestos. This is to be done by EPA-AHERA
trained Asbestos Operations and Maintenance Workers under the supervision of an EPA-AHERA trained
Asbestos Supervisor and all actives must have a PERMIT.
Visual Inspections are performed semi-annually by the maintenance staff to visually identify the existence
and location of ACM. These inspections help discover where, and in what condition, asbestos may be in.
WANT MORE INFORMATION?
For specific workflow procedures, please
see: Asbestos Abatement
POINT OF
CONTACT
OFMR Safety Office
35017
27
Policy, Procedure & Safety
Assessing Job Risk
WHAT DO I NEED TO KNOW? Employers are required by OSHA to certify in writing that they have
assessed the work place to determine if there are any known hazards. Employers are also required to select and
provide properly fitted protection from injury or impairment and train employees in work area hazards and on the
proper use of Personal Protective Equipment (PPE). See the section on PPE in this manual for details. A job hazard
analysis (JHA) is a process to focus on job tasks to identify hazards with those tasks. It is also a training tool used to
familiarize employees with the tasks and used as “refresher” training for employees. The JHA focuses on the
relationship between the worker, the task, the tools, and the work environment. Ideally, after you identify
uncontrolled hazards, you will take steps to eliminate or reduce them to an acceptable risk level.
The steps of a Risk Management Program are:
Step 1 - Identify Hazards
Step 2 - Assess Hazards to Determine Risk
Step 3 - Develop Controls and Make Risk Decisions
Step 4 - Implement Controls
Step 5 - Supervise And Evaluate
REMEMBER!
Identify your top ten critical processes for each of the job series you
manage and ensure that a JHA has
been developed for each one of these
processes at a bare minimum.
Supervisors, with their staff, will
continue to develop additional JHAs
for each job series. This is an ongoing process with annual reviews.
WHY IS THIS HERE?
SI policy (SD 419) states that safety and health risks must be properly assessed and
controlled which means assessing job risk.
The goal of risk assessment is to accomplish a balance between performances at
the height of one’s potential, while still maintaining a safe working environment
which effectively controls known hazards.
Risk/hazard assessment is an essential element in the OFMR safety and injury protection program. It is used to
prioritize maintenance performed, and is essential for determining the correct hazard abatement for each task.
Risk levels can be categorized in a numbered format. Each hazard is given a rating and this is multiplied by the
probability that these hazards will occur, as shown in the following equation.
Risk level = (Hazard severity) x (Likelihood of occurrence)
WANT MORE INFORMATION?
•
•
28
OFMR Job Hazard Analysis
OSHA 3071 Job Hazard Analysis
POINT OF CONTACT
OFMR Safety Office
35017
Policy, Procedure & Safety
Assessing Job Risk (cont’d)
OTHER USEFUL INFORMATION
Hazard assessments are used to characterize the hazards and recommend controls and required training for a
specific work operation or job title. The assessment can be used to develop and record the JHA. All information
must be reviewed and updated when supervisors or employees listed change or, at a minimum, on an annual basis.
Potential employee hazards include, but are not limited
to, falling objects, harmful dusts/mists/ fumes, energy
sources, sharp objects, slip/trip/fall hazards,
temperature extremes, light radiation, flying debris,
excessive noise, fire/explosion, general workplace
layout, material handling, back injury and ergonomic
factors like repetitive motion, awkward position,
prolonged standing, vibration (on the human body),
etc.
The JHA can be based upon several factors, an
individual employee, a job title (such as Custodian,
COTR or Lab Manager), or upon a specific task
(Asbestos or Lead Worker). An assessment is to be
developed for each work operation to determine the
specific hazards associated to the operation. This
assessment will also be used to document and record
required training and record the assignment of the
required PPE for the employee working in the
operation.
As a general rule, when assessing job risk, supervisors shall follow these steps:
•
•
•
•
•
Involve your employees
Review your accident history
Conduct a preliminary job review
List, rank, and set priorities for hazardous jobs
Outline the steps or tasks
JHAs should be kept on file and reviewed periodically and/or
prior to performing the task. Special emphasis should be placed
on tasks that are not carried out routinely, or where the
employee has a better chance of not remembering the hazards
associated with the work. The supervisor, in conjunction with
each employee, is the responsible party for JHA development.
REMEMBER!
A JHA is an exercise in detective work to
discover the following:
•
•
•
•
•
•
What can go wrong?
What are the consequences?
How could it arise?
What are other contributing
factors?
How likely is it that the hazard will
occur?
What can we do to abate or
minimize the hazard?
29
Policy, Procedure & Safety
Career Development
WHAT DO I NEED TO KNOW?
OFMR is committed to continuous organizational improvement and the Organizational and Professional
Development (OPD) staff works on a variety of programs to ensure that organizational and individual performance
reach the highest levels. Summarized below are programs that provide organizational continuity and consistency
and reflect best practices in facility management.
Policies OPD coordinates the research, writing and publication of
Smithsonian-wide directives for services provided by OFMR. OPD also
provides internal operating policies and procedures to ensure the
most efficient and cost-effective ways to accomplish OFMR work.
Individual Development Plans (IDPs) In OFMR, IDPs are prepared as
a companion to the annual performance plan for each employee. The
IDP serves as the foundation for a discussion and agreement between
the supervisor and employee to address the skills and knowledge
required to perform one’s current role in OFMR, as well as
opportunities to learn necessary skills to perform a different facility
management role at the Smithsonian.
REMEMBER!
Employees and supervisors should
mutually agree on how knowledge
gained in any training class or program
can be shared with co-workers and
how it should be applied to the
workplace. OFMR employees who
participate in Smithsonian funded
training are required to comply with
the vendor’s attendance policy.
Training and Development OFMR is committed to employee development through continued investment in
training so all staff have the skills, knowledge and competencies to perform their jobs in order to best meet
individual, OFMR and SI objectives. Competencies and companion training for each profession in OFMR have been
identified on an OFMR Learning Path (LP).
Credentials OFMR works with professional organizations, universities and suppliers to provide opportunities for
OFMR staff to earn professional credentials. These opportunities include:
•
•
•
•
•
30
United States Green Building Council (USGBC) classes
in the Leadership in Energy and Environmental Design
(LEED) Green Associate (LEED - GA) certification
program;
George Mason University (GMU) classes in the
Professional Certificate in Facility Management
program;
National Association of Power Engineers (NAPE) classes
in a variety of maintenance and building engineering
subjects as well as the General Certificate of
Engineering program;
Cleaning Management Institute (CMI) classes for
certification in the science and application of
professional, sustainable cleaning practices;
Graduate School USA classes in administration and
resource management in the Federal Administrative
Support Professional (FASP) program.
Policy, Procedure & Safety
Career Development (cont’d)
Professional Partnerships OFMR partners and participates with a variety of federal and state organizations and
schools to extend professional development opportunities so that staff members can receive instruction and
guidance alongside one another and establish professional networks and connections in order to support
continuous communication and skills development. These partnerships
include the Library of Congress, Architect of the Capitol, American
University and Northern Virginia Community College.
Professional Associations
OFMR recognizes that engagement and
participation in professional associations is essential to elevate the
individual’s knowledge of specific professions as we as ensure the
organization remains a leader in the industry. OFMR staff is active in a
number of professional organizations including the Construction Industry
Institute (CII), International Facility Management Association (IFMA),
Association of Energy Engineers (AEE), Aquarium and Zoo Facilities Association (AZFA), Association of Higher
Education Facilities Officers (APPA), American Society for Training and Development (ASTD), National Fire
Protection Association (NFPA), International Association of Museum Facilities Administrators (IAMFA), Federal
Facilities Council (FFC), and the Society of Maintenance Reliability Professionals (SMRP).
Facility Management (FM) Intern Program The variety of facility management responsibilities within OFMR
provides opportunities for FM interns to learn skills in a broad range of facility management and business activities
from expert staff, while working on a significant facilities-related project including facilities information technology,
best practices in facility management, organizational development, maintenance and repair projects, funds
management, capital improvements, building systems performance, and energy management. FM internship
opportunities are advertised annual to colleges and universities and interns generally complete projects during the
summer months. Throughout the internship experience, participants receive professional development
experiences and opportunities that will support their transition from successful student to emerging facilities
professional.
Rotational Assignment Program (RAP) OFMR participates in the OFEO RAP program which serves as the
Smithsonian’s cross-training program. RAP is designed to provide opportunities for employees to perform work in
areas other than their primary assignments or responsibilities and gain formal experience that enhances their
professional growth while providing the Smithsonian with knowledgeable employees. Employees apply for RAP
opportunities and must coordinate with their supervisor and the benefiting supervisor to ensure that
organizational operations continue uninterrupted. The experience gained during the RAP is fully creditable and
should be noted on resumes when the employee is applying for new positions.
WHY IS THIS IN HERE?
The 2009 OFMR Strategic Plan identified the goals of Caring for the Smithsonian, Supporting OFMR Staff,
Commitment to Customers and the Advancement of Best Practices. To address these goals, the OFMR OPD staff
oversees training and professional development in OFMR. In addition, OPD coordinates a variety of best practice
initiatives in OFMR and provides OFMR staff with the training and tools for continuous personal and
organizational improvement.
WANT MORE INFORMATION?
•
•
•
IDP Form
OFMR Learning Path
Training Calendar
POINT OF CONTACT
Facility Management Analyst
202.633.5688
31
Policy, Procedure & Safety
Code Compliance and Standards
WHAT DO I NEED TO KNOW?
All Smithsonian Institution facility designs for new, renovation, and/or preservation construction shall comply with
all applicable federal, state, and local codes, regulations, guidelines and standards. State, local, and utility
requirements vary depending on the location of the project. The designer or the Architect-Engineer is responsible
to research and comply with all applicable guidelines.
Conflicting requirements shall be brought to the
attention of the COTR-A/E immediately, in writing.
The Director of the Office of Engineering, Design and
Construction (OEDC) is charged with the selection of and
compliance with appropriate codes and regulations to
serve as minimum design standards for facilities at the
Smithsonian.
The Director of OSHEM is the authority on National Fire
Codes and is the designated SI Fire Marshal.
DID YOU KNOW...
The Director, OFEO is the Smithsonian Code
Official and is the authority having
jurisdiction for the planning, real estate
management, design and construction
services of the Smithsonian Institution.
WHY IS THIS IN HERE?
OFMR is 100% dedicated to safety and must, therefore, follow the applicable codes
and standards set up by the Smithsonian Institution. Good, solid, reliable
construction, work controls and world-class facilities rely on safe work habits. Since
we are a public-oriented organization, second class work is not acceptable.
WANT MORE INFORMATION?
•
32
OFEO Design Codes & Standards
POINT OF CONTACT
OFMR Safety Manager
202.633.4581
Policy, Procedure & Safety
Confined Space Entry Program
WHAT DO I NEED TO KNOW?
The purpose of OFMR’s Confined Space Entry Program is to provide OFMR employees and contractors with specific
direction on how to proceed regarding entry into and rescue from work spaces deemed as confined spaces by 29
CFR 1910.146. The OFMR Confined Space Entry Program establishes
minimum performance requirements for entry into and rescue from
confined spaces such as sanitary sewerage and storm sewerage manholes,
electrical vaults, air-handling units, tunnels and elevator pits, as entry into
such confined spaces poses a greater than normal risk due to limited
entry/egress, hazardous atmospheres, and/or the potential for engulfment
or entrapment.
OFMR has developed a number of working documents in relation to
confined space entry and rescue, as required by Chapter 15 of the OSHEM
Safety Manual. These working documents contain standard operating
procedures (SOP’s) for confined space work that have been written
separately for facilities inside and outside the District of Columbia. It is
imperative that SOP’s specific to your geographic location be consulted.
OFMR staff shall:
1.
2.
3.
4.
5.
Become familiar with the definitions associated with confined spaces,
Consult all applicable SOP’s for permit-required entry and rescue,
Maintain proficiency in the use of confined space entry equipment, including gas detectors,
Follow the procedures for entry and rescue from beginning to end, and
Retain confined space entry permits for a period of one (1) year.
WHY IS THIS IN HERE?
During the course of normal maintenance
activities, OFMR employees frequently enter
confined spaces. Due to the inherent dangers of
entering such spaces (hazardous atmospheres,
potential for engulfment, entrapment, or hazardous internal
configurations), specific procedures must be followed to ensure that
workers entering these spaces to perform their duties are kept safe.
WANT MORE INFORMATION?
•
•
•
•
•
•
Confined Space Entry Permit
OFMR Confined Space Entry Program
OFMR Confined Space Entry Plan- Within DC
OFMR Confined Space Entry-Rescue Plan- Within DC
OFMR Confined Space Entry & Rescue Plan- Outside of DC
OFMR Confined Space Reclassification Form
POINT OF CONTACT
OFMR Safety Specialists:
SUZ & SERC/NY RC Smith- (301)238-1679
NMZ & WMZRobert Casper- (202)633-6500
SMZ & EMZGeorge Baker- (202)633-4579
NZP & GPZChristian Goodlander
(202)633-0245
33
Policy, Procedure & Safety
Data and Document Management
WHAT DO I NEED TO KNOW?
It is desirable to maintain and implement drawings and documents
for all SI facilities in one central location although that practice has
been difficult to maintain. However, we have set up several
methods to locate and keep this information current.
Drawings and Schematics:
The Intranet site “Drawing Repository” has been created by Office
of Engineering, Design and Construction, (OEDC) for access to
archived drawings, data and schematics for most locations
throughout the Smithsonian. From this site you can navigate to
what you are looking for. The site is updated frequently to keep the information current.
Asset Update:
Smithsonian maintains over 18,000 facility assets (or pieces of equipment)
REMEMBER!
within a computerized maintenance management system (CMMS), Facility
Center. These assets are all identified and tracked using barcodes which
allows other procedures such as preventive maintenance (PM) tasks, LockThe data we retrieve from our
Out/Tag-Out procedures, historical data records and cost tracking to be easily
files is only as good as what
tied to the assets. One of the most important things about tracking assets is
we keep updated and
keeping the information current. Should you discover asset information that is
maintained. It is important to
in error you should submit an Asset update form with the corrected
keep this information current.
information. Another area where continued vigilance is important is making
sure to retire an asset barcode number when equipment is removed or replaced and to make sure a new asset
number is assigned on all new Facilities equipment when installed. This is the key to making our asset program
useful and relevant. The Asset update form and other important asset related information is located on the Work
Management Center Sharepoint site and should be used in this process. Should you need assistance in this process
please contact your Zone Asset Manager their names and contact information are listed on the Sharepoint site as
well.
WANT MORE INFORMATION?
•
•
•
34
Asset Information
SI Explorer
SI Drawing Repository
POINT OF CONTACT
Work Management Center –
202.633.1560
Policy, Procedure & Safety
Electrical Panel Intrusion Policy
WHAT DO I NEED TO KNOW?
OFMR employees have a duty to safeguard SI personnel, visitors and collections from coming into contact with a
lethal energy source that could result in serious burns, death, destruction of property, or the loss of valuable
artifacts.
Electrical distribution equipment, such as load centers and panels, are designed solely for the protection of devices
and equipment not people. It takes someone who has been specifically trained in working on electrical distribution
systems to understand and truly appreciate the hazards involved in working on or around these systems. The
access to load centers (electrical panels) is required to be controlled by the NFPA
70E. They should be kept locked so that only qualified and authorized persons have
REMEMBER!
access to them. It ensures avoidance of personal injury resulting from an arc flash
or electrocution prevents damage to branch circuits and equipment and alleviates
Qualified personnel only
the
possibility of an electrical fire from the re-closing of a circuit without first
are authorized to touch
determining the cause for the circuit opening in the first place.
electrical panels.
WANT MORE INFORMATION?
•
NFPA 70E – Standard for Electrical
Safety in the
Workplace
POINT OF
CONTACT
OFMR Safety
Manager
202.633.5017
35
Policy, Procedure & Safety
Emergency/Disaster Response
WHAT DO I NEED TO KNOW?
Most emergencies lack the severity that requires the activation of the SI Emergency Operations Center (EOC) or the
Emergency Command Centers (ECC) in the individual SI facilities. When any emergency occurs, immediate
notification should be made to the facility security unit, giving the location of the emergency, the nature of the
emergency, and the name and phone number of the person calling. In the case of an emergency the Office of
Protective Services (OPS) will coordinate its response with SI management, facility management and outside
emergency response units and will activate the Disaster Management Program Master Plan as needed. (For more
information on this plan refer to SD 109, Disaster Management Program.)
The plan states that the individual designated as the Commander of the unit’s ECC will determine when a facility
emergency warrants activation of the ECC. In the event of a terrorist threat or attack, OPS will increase security
procedures based upon the color-coded Advisory System created by the Office of Homeland Security, unless
otherwise directed by the Smithsonian Secretary.
Other conditions, such as civil unrest, serious crime, or an officially
declared state of national emergency may cause the Director of OPS to
raise the color level of security procedures independent of the level
declared by the Office of Homeland Security. The Director will then
notify facility Security Managers and other appropriate personnel via
email.
A natural disaster, fire, or explosion unrelated to terrorism may cause
the activation of either the EOC or an ECC, but would not necessarily
increase the color level of security procedures. OPS security personnel
will be prepared to coordinate information and actions and follow the
procedures in the Master Plan during an emergency. Because
Washington, DC and its law enforcement agencies may cordon off all
areas involved in an emergency, OPS must be prepared to handle
emergencies with security personnel on duty at the time the
emergency occurs. The OPS Operations Division will support the
individual security units by allocating resources, including manpower,
to facilitate evacuation and secure the buildings.
REMEMBER!
During an emergency that affects the
entire Smithsonian, the decision to
close a facility or section of a facility
must be made by the EOC Commander;
the Director, OPS; or the Deputy
Director, OPS. In the event of a facilityspecific emergency, the facility Security
Manager may make the decision to
close the facility or sections of the
facility and will notify and coordinate
with the facility director and the
curator(s) of the affected galleries.
When emergencies occur after normal duty hours, the Unit Senior
Security Supervisor on duty will be responsible for the initial response
and will make immediately notify the facility Security Manager and OPS
Operations. OPS Operations personnel will make appropriate
notifications to the unit Directors and Zone Managers as they would
during normal business hours, according to the procedures detailed in
the Master Plan. Depending on the severity of the emergency,
additional security personnel may need to be called to the scene. If the
EOC Commander has decided that the emergency does not require the
activation of the EOC, OPS Operations and the OPS Deputy Director will
coordinate the reallocation of manpower and all aspects of the
emergency with appropriate offices and agencies.
36
Policy, Procedure & Safety
Emergency/Disaster Response (cont’d)
OTHER USEFUL INFORMATION
OPS will determine the security procedures implemented at each SI facility based upon the level of risk designated by
the Office of Homeland Security. OPS may set certain buildings at a higher risk level (requiring heightened security
procedures) while other buildings continue normal operating procedures. The following emergency conditions may lead
the OPS Director to increase the color level of security procedures, activate the Master Plan, the EOC and/or the ECC:
•
•
•
•
•
•
Terrorist Attack: Any disaster attributed to terrorism, the existence of a
credible threat, or any condition that causes the Office of Homeland
Security to increase the risk level on the Advisory System.
Civil Disturbance: Demonstration, riot, or gang fight on SI property or
the Mall that disrupts normal operations.
Crimes: Bomb threats and actual bombings, homicide, arson,
kidnapping, threats against a visiting VIP, vandalism to national
collections, etc.
National Emergency: Any situation wherein the President of the United
States declares a national emergency and directs the full mobilization of
the armed forces.
Industrial Disaster: Fire, explosion, structural collapse, or major accident
such as a chemical spill. The procedures established in the Master Plan
and the individual unit emergency plans are the basic guidelines for
action.
Natural Catastrophe: Flood, hurricane, tornado, earthquake, etc. In most
cases, the news media would be broadcasting warnings and advisories
that help determine the preparatory action to be taken.
WANT MORE
INFORMATION?
•
•
Smithsonian Alerts
SD 109 Disaster Management
Program
POINT OF CONTACT
Work Management Center
202.633.1560
37
Policy, Procedure & Safety
Facility Center
WHAT DO I NEED TO KNOW?
OFMR uses an Integrated Workplace Management System
called FacilityCenter to manage its day-to-day maintenance
work and in support of special events and reimbursable
work. This system contains all of the Smithsonian building,
asset and staff data. It enables OFMR to track the nature
and cost of the work performed in SI facilities.
Based upon the schedules and asset data that reside in the
system, planned maintenance work orders are produced
and used to direct the work to be done, record what was
done and the time needed to complete the work.
FacilityCenter creates work orders for assigning and tracking corrective work accomplished and captures the
maintenance history of assets throughout their lifecycle.
The FacilityCenter 9 (FC9) modules used by OFEO to manage and maintain SI facility assets include:
•
•
•
•
•
Building & Grounds Requests
Special Event Requests and Tasks
Facility Project Requests and Tasks
Facility Project Management
Work Task Management:
o Asset Management
o Planned Maintenance
o Reports
o Non-Building Requests
o Processing Reimbursements
and Creating Invoices
WANT MORE INFORMATION?
•
38
FacilityCenter
Instructions
POINT OF
CONTACT
Work Management Center
202.633.1560
Policy, Procedure & Safety
FacilityCenter (cont’d)
ON-LINE FACILITYCENTER TRAINING
OFMR completed classroom and hands-on computer training for all maintenance staff in 2010. The training consisted of
the following 10 training modules:
Module 1 – OFMR Training Introduction
Module 2 – OFMR Workflow Processes
Module 3/3A – Maintenance Philosophy / (PT&I)
Module 4 – FacilityCenter Basics
Module 5 – Introduction to Work Tasks
Module 6 – Managing Work
Module 6A – Managing Work (Supervisor’s Toolkit)
Module 7 – Data Records and Maintenance
Module 8 – Getting Information Out of FacilityCenter
Module 9 – Future Upgrades and Initiatives
The training is available on PRISM at the following URL:
http://prism.si.edu/ocio/fms and clicking on “OFMR
Maintenance and FacilityCenter Training” on the upper
left-hand side of the web page. All of the Modules
including a student handbook and the Modules for
FacilityCenter (4-7) have been recreated using
interactive computer simulation software (UPK).
39
Policy, Procedure & Safety
Fall Protection
WHAT DO I NEED TO KNOW?
The following lists the roles and responsibilities for each position regarding fall protection.
Zone/Building Managers:
• Assess the work which requires fall protection and its locations
within their zones.
• Identify and designate a minimum of two employees per zone
per shift as the “competent person.” The designees should be at
the supervisors/work leaders’ level and come from the USRO
shops.
Safety Coordinators:
• Assist supervisors in performing a Job Hazard Analysis for
situations involving risk of a fall from an elevation.
• Ensure that all affected employees, supervisors and designated
competent persons are fully trained and capable in carrying out
their duties per the OSHEM Safety Manual.
• Maintain records.
Supervisors:
•
•
•
•
•
•
•
•
•
Evaluate, access, and document requirements of each work assignment
and choose the best means of access for the job. Consider the following
job requirements before deciding on the means of access:
Number of employees requiring access to areas where the use of fall
protection is required or where fall hazards have been identified;
Extent and duration of the work;
Amount of material and/or tools involved;
Time employees spend on the access equipment and/or on the elevated
work location;
Weather conditions;
Equipment available on-site;
Condition of surface from which access must be made; and
Room available on the access equipment and/or on the elevated work
location.
Each supervisor shall be responsible for assigning a Competent Person for the
following fall hazards:
•
•
•
•
40
Scaffolds
Fall protection systems criteria and practices
Material hoists, personnel hoists, and elevators
Ladders
Policy, Procedure & Safety
Fall Protection (cont’d)
Employees:
• Inspect work area for potential fall hazards and correct or report any identified hazards.
• Train in, and use, the proper fall protection equipment required for the task.
• Inspect fall protection components and devices for visible damage and defects before each use.
• Employee who may be exposed to fall
hazards must attend a specific fall
protection-training program designed to
instruct employees on the nature of the fall
hazards in the specific work area or specific
project.
Competent Person:
A “Competent Person” must be capable of
identifying existing and predictable hazards in the
surroundings or working conditions which are
unsanitary, hazardous, or dangerous to employees,
and who has authorization to take prompt
corrective measures to eliminate the hazards.
The competent person shall conduct periodic inspections of workplace environment, look for fall hazards, institute
corrective measures if any fall hazards exist and inspect equipment and fall protection methods.
The competent person shall attend the “Designated as Fall Protection Competent Person (FPCP)” training and the
paperwork shall be kept on file within the unit.
WHY IS THIS IN HERE?
This topic applies to all Smithsonian
Institution employees, especially those
working in areas where they are exposed to
fall hazards of 4 feet or greater. All fall
hazards should be analyzed by using the
hierarchy of fall protection with the first
goal of eliminating the need to place a
person at risk. Followed by passive fall
protection such as guardrails, travel
restraint systems, fall arrest systems and
finally administrative controls such as
warning lines or safety monitor.
WANT MORE INFORMATION?
•
•
OSHA – Fall Protection Standards
OSHEM Safety Manual (Chapter 10, Fall
Protection)
POINT OF CONTACT
OFMR Safety Manager
202.633.5017
41
Policy, Procedure & Safety
General Calendar of Events
This annual overview of the calendar will provide OFMR employees a reminder of important events that occur
throughout the year and may assist with:
•
•
•
•
Continuity of Operations
New Hires
Extended Absences
Events that might impact Smithsonian
JANUARY
•
•
•
•
•
January 1 – New Year’s
Holiday
3rd Monday – Martin
Luther King, Jr. Day
January 20 Inauguration (every 4
years)
January 22 – Annual March for Life
Capital and Maintenance Program
Development and Reviews
MARCH
•
•
•
•
OMB Budget
Submission
Mid-year
Performance
Appraisal
Reviews
National
Facility Management & Technology
Conference (Baltimore)
Cherry Blossom Festival
MAY
•
•
•
42
FEBRUARY
•
•
3rd Monday – President’s Day Holiday
OFMR Command Briefing
APRIL
•
•
Mid-year Performance Appraisal Reviews
Cherry Blossom Festival
JUNE
Last Monday – Memorial Day Holiday
Zone Open Houses
Administra
tive Team
Leaders
(ATL) Offsite
Retreat
•
•
Folklife Festival on The Mall
OFMR Leadership Off-site Retreat
Policy, Procedure & Safety
General Calendar of Events (cont’d)
JULY
•
•
AUGUST
July 4 – Independence Day
Holiday
Unfinanced Requirements
Indentified
•
SEPTEMBER
•
Congress in Recess
•
•
OCTOBER
•
•
•
2nd Monday – Columbus Day Holiday
Performance
Appraisal Period
International Facility
Management
Association (IFMA)
World Workplace
DECEMBER
•
•
•
•
•
Performance Appraisals Due
December 25 – Smithsonian
Closed
Annual Report
OFMR Recognition Breakfast
Summer Intern Projects
1st Monday – Labor Day
Holiday
Fiscal Year Budget
Closeout
International Association
of Museum Facility
Administrators (IAMFA)
Annual Conference
NOVEMBER
•
•
•
November 11 – Veteran’s Day Holiday
4th Thursday – Thanksgiving Holiday
Performance
Appraisal
Period
POINT OF CONTACT
Business
Operations
Division
202.633.1569
43
Policy, Procedure & Safety
Hazardous Materials Procedures
WHAT DO I NEED TO KNOW?
Each OFMR employee is to be trained on the material safety data sheet (MSDS) from the manufacture for that
specific chemical prior to use. Employees that need refresher training on the specific chemical should also get that
training prior to any further use of the item(s). The training will help determine:
1. The prescribed personal protective equipment (PPE).
2. The health and physical hazards of the chemical.
3. Special storage and handling requirements, conditions to avoid for chemical incompatibilities, and fire
fighting methods.
4. The disposal requirements. Employees are to check with the Building Safety Coordinator regarding the
proper disposal of all hazardous materials.
DID YOU KNOW...
Hazardous material is defined as those chemicals present
in the workplace which are capable of causing harm. The
term “chemicals” for purposes of this definition includes
dusts, mists, fumes, mixtures, and common materials such
as paints, fuels, and solvents. OSHA currently regulates
exposure to more than 400 substances.
WHY IS THIS IN HERE?
To be properly prepared and equipped, employees must have
completed Hazard Communications (HAZCOM) site specific
training before beginning any work involving hazardous materials.
This training is mandatory and a pre-requisite to an employee
working in or with a chemical process. This site specific training
must be completed once for each employee until the job process
changes (e.g., a new chemical is used; the equipment is changed
and requires new procedures, etc.). All training must be
documented and forwarded to the Zone record keeper.
WANT MORE
INFORMATION?
•
44
OSHEM Safety Manual
POINT OF
CONTACT
OFMR Safety Office
202.633.5017
Policy, Procedure & Safety
Lock Out/Tag Out
WHAT DO I NEED TO KNOW?
The purpose of a lock Out/Tag Out (LO/TO) program is to control hazardous energy and ensure effective
implementation, operation, and recordkeeping in compliance with OSHA standard 29 CFR 1910.147. This program
establishes minimum performance requirements for the control of hazardous energy and applies to the servicing
and maintenance of machines and equipment in which the unexpected energization or start up of the machines or
equipment, or release of stored energy, could cause injury to employees.
OFMR has determined the standardized format of LO/TO devices since they
comprise the majority of personnel performing operations covered by this
program. The written OSHEM LO/TO Program found in Chapter 12 of the
OSHEM Safety Handbook SD 419 shall be followed at all times. OFMR has
produced a working LO/TO SOP to be used in conjunction with all the SD
419/Chapter 12 guidance. The information contained within this program is
to ensure that equipment-specific SOPs have been developed, standardized
and implemented for all equipment maintained by the OFMR office and is
not to be misunderstood as being the LO/TO policy.
OFMR staff shall:
1. Identify which equipment (asset) requires LO/TO.
2. Print out the proper form from the program and fill in the
detailed information making it “Equipment Specific” for the job.
3. Follow the procedure from beginning to end.
4. Turn in completed paperwork to supervisor for proper record
keeping.
WHY IS THIS IN HERE?
Uncontrolled energy of machinery, equipment, or processes is a hazard to operators and other employees.
Those who service and maintain machinery or equipment are especially vulnerable, because it might become
energized while being serviced. Failure to follow a LO/TO Program can result in life threatening or serious
injury situations. The provisions of this LO/TO Program shall apply to all personnel working for the
Smithsonian Institution who service, maintain, or operate machines and equipment with stored energy that
could cause injury.
WANT MORE INFORMATION?
•
•
•
OFMR Safety – Chapter 12 LO/TO
OSHA Standard 29 CFR 1910.147: LO/TO
POINT OF CONTACT
OFMR Safety Manager
202.633.5017
45
Policy, Procedure & Safety
Permits
WHAT DO I NEED TO KNOW?
There are several types of required permits that must be issued prior to the start of work. The most common
permits are:
Hot Works which includes, but is not limited to, welding and allied processes (arc welding, oxy-fuel gas welding,
open-flame soldering, brazing, thermal spraying, oxygen cutting, and arc cutting), grinding, heat treating, thawing
pipe, torch-applied roofing, and similar applications producing or using a spark, flame, or heat. Hot work also
includes laboratory operations that are open flame in nature, such as propane torches, Bunsen burners, or similar
operations. Consider all alternatives to hot work, prior to utilizing a hot work method. These alternatives may
include but are not limited to the following:
•
•
•
•
•
•
•
Mechanical bolting vs. welding
Screwed or flanged pipe vs. sweat soldering
Mechanical pipe cutter vs. torch cutting
Manual hydraulic shears vs. torch cutting.
A roof covering system that is not torch applied rather
than one that is torch applied.
Mechanical removal of and relocation of frozen piping to a
heated area vs. thawing pipe in place with hot work.
*Attention: Special Event Permit for Heating & Open Flame
Producing Devices must be used for all special events
requiring the use of heat and open flame producing devices.
Designated Fixed Area (Hot Work) is a permit that must be completed and posted within the shop or work area.
The single permit is intended to cover all hot work operations within the fixed shop area. Fixed shop permits may
be issued for a maximum of 6 months. Shops that perform hot work activities should be located in noncombustible
or fire resistant structures, unless permitted by OSHEM. The designated area or shop should be located in a
sprinklered portion of the facility, unless permitted by OSHEM. Hot work operations shall not be permitted while
sprinkler protection is out of service. The designated (fixed) shop area shall be free of all hazards. The area or shop
boundary must be constructed to prevent sparks and/or slag migration outside the approved area, or the
immediate space surrounding the defined hot work area must be kept clear of all combustibles for at least 35 feet
in any direction. The 35 foot buffer is not considered part of the hot work area or shop. Unconnected gas cylinders
stored in the area or shop must be limited to a 1-day supply. The shop supervisor or individual responsible for the
fixed shop area must request a new shop or area inspection and permit whenever the configuration and/or
occupancy of the fixed hot work area are changed, or the permit is about to expire. At least one ABC dry chemical
fire extinguisher, which is rated minimum 2A:20-BC, shall be located within the fixed hot work shop.
Hot Work Roles/Training - The following positions shall be trained annually:
•
•
•
•
46
Permit Authorizing Individual (PAI) - A PAI is someone designated by the Facility Director to authorize hot
work (e.g., Building Manager, Safety Manager) and requires training on hot work permit issuance.
COTR - training on safety requirements relating to hot work management and permitting.
Fire Watch - training on proper operation of portable fire extinguishers and hot work fire safety
requirements.
Safety Manager - training on the requirements of hot work permit issuance. (must be trained as a PAI, to
ensure competency when periodically reviewing documents)
Policy, Procedure & Safety
Permits (cont’d)
Fire System Impairment; if it’s necessary to impair a fire protection system
(fire alarm panel or zone, sprinkler system or zone) to conduct a hot work
operation or for any other reason, the PAI ensures that the proper fire
system impairment permit specified by the OSHEM safety manual is
obtained, in addition to the hot work permit. A copy of the fire system
impairment permit shall be attached to the approved hot work permit
before posting at the job site. Signs should be posted at all closed valves.
Confined Space Entry used where workplaces may contain a space(s) that
are considered to be “confined” because the configuration hinders the
activities of employees who must enter into, work in, or exit from the
space(s). In many instances, employees who work in confined spaces also
face increased risk of exposure to physical injury from hazards such as
entrapment, engulfment, and/or hazardous atmospheric conditions.
Confinement, limited access, and restricted airflow may result in hazardous
conditions that would not normally arise in an open workplace. Confined
space entry operations shall be performed in accordance with the
Occupational Safety and Health Administration (OSHA) standard 29 Code of
Federal Regulations (CFR) 1910.146, “Permit-Required Confined Spaces.”
REMEMBER!
Safety is a team effort. The
following parties are responsible
for ensuring that the necessary
permits are issued:
Safety Managers
Employees as Authorized
Building or Facility Manager
Fire Watch Staff (FW).
Office of Protection Services (OPS)
OFMR Fire Shop Staff
Live Electrical Work used with all work on or near exposed live parts must be authorized via the Energized
Electrical Work Permit. The Energized Electrical Work Permit must be kept on file with the supervisor until the work
is completed. Upon the completion of the work the document will be sent to the OFMR Zone Safety Manager for
recording, and then forwarded to the OFMR Supervisory Safety Manager where it will be reviewed by the electrical
safety committee.
WHY IS THIS IN HERE?
During the course of our workday there are tasks that arise that can
be hazardous to not only the employee performing the work but to
facility occupants too. This type of work requires obtaining a “Permit”.
The permit process is not intended to hinder work in any way, but to
ensure that all the proper steps have been taken to provide a safe
work area as well as proper notifications to all parties involved.
POINT OF CONTACT
OFMR Safety Office
202.633.5017
WANT MORE INFORMATION?
•
•
OFMR Safety – Permits
OSHEM Safety Manual (Chapter 14: Hot Works)
47
Policy, Procedure & Safety
Personal Protective Equipment
WHAT DO I NEED TO KNOW?
Personal protective equipment (PPE) consists of:
•
•
•
•
•
•
•
•
Eye and Face Protection, such as goggles, face shields,
glasses with side shields.
Head Protection, such as hard hats or bump hats.
Occupational Foot Protection, safety protective
footwear that protects against the hazards in the work
area.
Electrical Protective Devices, such as rubber mats, hot
sticks, arc flash coveralls.
Hand Protection, such as gloves.
Fall Protection, such as body harnesses, lanyards,
ropes.
Respirators and dust masks
Hearing protection
REMEMBER!
An effective PPE program must include the
following four steps:
•
•
•
•
Hazard identification and assessment.
Proper selection and assignment of PPE
for each hazardous task performed.
Established methods for effectively
cleaning and maintaining PPE.
Training users in the correct fit, use,
care, and maintenance of PPE.
OFMR Supervisors are responsible for:
•
•
•
•
•
•
•
48
Conducting and documenting job hazard analysis (JHA) to determine PPE requirements for each work task,
with assistance as needed from their Safety Manager and Office of Safety, Health and Environmental
Management (OSHEM).
Notifying the Safety Manager, if needed, when a hazard or process changes which may render previously
used PPE ineffective so that the JHA can be updated.
Providing appropriate PPE and making it available to their employees.
Ensuring employees are trained in the proper use, cleaning, maintenance, and inspection of PPE.
Ensuring that affected employees properly wear PPE during all tasks that require protection.
Ensuring that defective or damaged PPE is immediately replaced.
Maintaining documentation of individual employee PPE issuance and training per requirements of the
OFEO Safety Manual.
Policy, Procedure & Safety
Personal Protective Equipment (cont’d)
OFMR employees are responsible for the following:
•
•
•
•
•
•
Wearing PPE as directed by their supervisor
Participating in PPE training
Inspecting, cleaning, and maintaining assigned PPE
Notifying their supervisor of the need to replace or repair PPE
Ensuring coworkers are using required PPE or notifying their supervisor of non-compliance
Notifying their supervisor when a hazard or process changes, which may render previously used PPE
ineffective. Notifying their supervisor of any other changes (e.g., medical conditions, physical changes) that
may require assigned PPE to be re-evaluated for proper fit
WHY IS THIS IN HERE?
OSHA requires the use of personal protective equipment (PPE) to reduce employee
exposure to hazards when engineering and administrative controls are not feasible
or effective in reducing these exposures to acceptable levels. OFMR is required to
determine if PPE should be used to protect their workers. If PPE is to be used, a
PPE program shall be implemented. This program should address the hazards
present; the selection, maintenance, and use of PPE; the training of employees;
and monitoring of the program to ensure its ongoing effectiveness.
POINT OF
CONTACT
202.633.5017
WANT MORE INFORMATION?
•
•
•
OFMR Safety – PPE (Gloves)
OSHA PPE Website
OSHEM Safety Manual (Chapter 17: PPE)
49
Policy, Procedure & Safety
Personnel
WHAT DO I NEED TO KNOW?
The Business Operations Division controls the overall personnel function for OFMR. The Smithsonian uses the
PeopleSoft Enterprise Resource System for administering personnel actions. Typically, the actions originate in the
Zone or Division and are entered initially into the PeopleSoft system by the Administrative Team Leaders. These
actions are electronically forwarded to the Business Operations Division, where they are approved and forwarded
to the OFEO Personnel Unit. They are then approved and forwarded to
the SI Human Resources Office, where the final approval and
processing takes place.
WANT MORE INFORMATION?
For specific instructions on how to process requests for personnel
actions
see
the
Administrative
Team
REMEMBER!
Leader in your zone or
All personnel actions are governed by
division and/or go to the
Federal Personnel rules and are
OFMR Share drive and
subject to the availability of funds in
refer to Admin SOP Folder.
any given fiscal year.
• Personnel Actions
50
POINT OF CONTACT
Business Operations
Division
Associate Director
202.633.1569
Policy, Procedure & Safety
Purchasing
WHAT DO I NEED TO KNOW?
The Business Operations Division controls the overall purchasing process for OFMR. Each Zone and Division within
OFMR is responsible for managing their portion of the budget and procuring supplies for the employees in their
unit. Most ordinary purchases can be accomplished using a Smithsonian credit card. The dollar limit for individual
credit card purchases is $3,000. There are additional limitations regarding what credit cards may be used (see
OFMR Purchases, Travel and Reimbursement Manual for details). Each OFMR Zone and Division has at least one
credit card.
Purchases outside of the credit card program will require the creation of a purchase order or contract. You will
need to fill out the appropriate forms, prepare a statement of work for services and obtain quotes for these
services or items (see OFMR Purchases, Travel and Reimbursement Manual for details).
REMEMBER!
Each purchase requires the approval of your supervisor and the
Administrative Team Leader prior to order and delivery of the goods or
services.
All purchases must be pre-approved by
your Supervisor and the Administrative
Team Leader in your unit prior to order
and delivery of goods or services.
If a purchase order or contract is
required, these documents must be
finalized prior to order or delivery of
goods or services.
Orders placed or received outside of
the approval guidelines are considered
unauthorized commitments and you
could be held accountable
OTHER USEFUL INFORMATION
If you require assistance with purchasing you should start with
the Administrative Team Leader in your zone or unit. The
Business Operations Division will provide this support if your
Administrative Team Leader is unavailable. There are also the
OFMR Purchases, Travel and Reimbursement Manual for
reference.
POINT OF CONTACT
Business Operations Division
Associate Director
202.633.1569
WANT MORE INFORMATION?
•
OFMR Purchases, Travel &
Reimbursement Manual
51
Policy, Procedure & Safety
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52
Policy, Procedure & Safety
Quality Assurance/Quality Control
WHAT DO I NEED TO KNOW?
Quality Assurance (QA) is the group of processes the Smithsonian performs to prevent defects in processes or work
products. One might think of QA as a combination of physical inspections of the work and reviews of submittals
and other contract documents to ensure the contractor’s quality control system is compliant with the original
contract. Quality Control (QC) is the group of verification processes that the contractor performs in order to ensure
that they are complying with the contract requirements. One might think of QC as detecting a defect then fixing it,
such as a test might do. At a minimum, a contractor QC program shall include three phases: preparatory, initial and
follow-up.
QA processes ensure the contractor’s control system effectively verifies that each product or service meets the
contract requirements.
In OFMR, our construction representatives and any SI-trained contracting officer’s technical representative (COTR)
overseeing each contract performs QA on behalf of SI. Each zone has a construction representative and the
Systems Engineering Division also has
construction representative positions in
their contracts and assessment branch. SI
allows any employee who has taken the
SI-provided COTR training to oversee a
contract. These individuals, when
overseeing a contract are responsible for
QA of that work.
WHY IS THIS IN HERE?
Both QA and QC activities work hand-in-hand to ensure the contractual delivery of an
excellent product to the Smithsonian. Typical government contract clauses place QC
responsibility upon contractors. The Smithsonian is responsible for QA.
WANT MORE INFORMATION?
•
Facilities Project Management
Handbook
POINT OF CONTACT
Contracts and Assessments
Branch Manager
202.633.1536
53
Policy, Procedure & Safety
Regulated Assets
WHAT DO I NEED TO KNOW
Regulated assets are those items in our facilities that have a reporting requirement to either federal, state or local
government agencies. The reporting requirements could include the requirement to register the asset with an
outside agency, report on emissions from the asset to an outside agency, pass periodic compliance inspections, or
apply for operating permits. A regulated activity is one that requires a
specialized license in order to legally perform.
Regulated assets have reporting requirements generally due to the
fact that they have some sort of inherent hazard associated with their
makeup or use. The reporting requirements for these assets can come
from one or more sources depending on what jurisdiction the asset is
located and operating in. If there is a federal and state regulatory
requirement, the state regulation is likely the most stringent and is
the one that takes precedence.
Any asset that generates air emissions (either does now or could in the future) requires a permit to operate. Even if
the asset does not currently require a permit, any change to air quality standards could push an asset to needing a
permit in the future.
Our current assets that are regulated because of emissions standards include but may not be limited to boilers and
generators. Any assets that have the potential to harm our drinking water or other natural resources is likely to be
required to meet reportable standards and requirements.
Our current assets that are regulated because of potential harm to
drinking water or other natural resources include but may not be limited
to:
Underground storage tanks (UST)
Above ground storage tanks (AST)
Exit signs lit by radioactive materials (tritium)
Smoke detectors lit by radioactive materials (tritium)
Applicators of certain chemicals (Algaecides/ biocides) have a licensing
requirement. OFMR currently contracts out chemical treatment of
boilers, cooling towers, condensate drip pans and water features.
Zone and Building Managers should become acquainted with their
regulated assets and the reporting requirements associated with them as
part of their Inspection, Testing and Maintenance (ITM) program.
Information on the regulations and reporting requirements will be kept
in the safety folder of the W: drive and on Sharepoint sites. All
paperwork should be filed with the appropriate regulatory office on
time. Copies of the paperwork should be kept on file in the building
manager’s office. Secondary record-keeping/oversight of these assets
and the reporting requirements will be performed by the Systems
Engineering Division. Tertiary oversight will be provided by OSHEM.
54
Policy, Procedure & Safety
Regulated Assets (cont’d)
WHY IS THIS IN HERE?
Zone and building managers should become acquainted with their regulated assets and the reporting requirements
associated with them as part of their Inspection, Testing and Maintenance (ITM) program. Information on the
regulations and reporting requirements will be kept in the safety folder of the W: drive. All paperwork should be
filed with the appropriate regulatory office on time. Copies of the paperwork should be kept on file in the building
manager’s office. Secondary record-keeping/oversight of these assets and the reporting requirements will be
performed by the Systems Engineering Division. Tertiary oversight will be provided by OSHEM.
REMEMBER!
Familiarize yourself with the
stringent record-keeping
requirements of these
regulated assets (per Chapter 8
of the SI Safety Manual).
WANT MORE INFORMATION?
•
•
•
•
•
•
•
•
•
•
•
Clean Air Act
Code of Federal Regulations
District Department of the Environment
Energy Policy Act 2005
Maryland Department of the Environment
National Emission Standards for Hazardous Air Pollutants
NY State Department of Environmental Conservation
Resource Conservation and Recovery Act
SI Safety Manual (Chapters 8, 28, 29 and 30)
Solid Waste Disposal Act
Virginia Department of Environmental Quality
POINT OF
CONTACT
OSHEM Specialists
202-633-2630
55
Policy, Procedure & Safety
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56
Policy, Procedure & Safety
Timekeeping
WHAT DO YOU NEED TO KNOW?
The Smithsonian uses the Kronus timekeeping system for paying all employees. Within SI, this system is referred to
as WebTA. The entry of time for pay purposes is handled in one of two ways: It is both entered by the employee
and approved by the supervisor, or it is entered by a timekeeper and approved by the supervisor. Once approved
by the supervisor, the timesheet is electronically routed to the National Finance Center (NFC), the agency
responsible for processing the Smithsonian’s payroll.
OFMR uses FacilityCenter for tracking time against completed work tasks. Each day, employees may be assigned
work to be completed through the use of work orders produced by the Facilities Management System. At the end
of each day, the employee records the time spent on each work task and returns all work orders to his/her
supervisor. The supervisor records information regarding the work
order in FacilityCenter and completes the work order in the
system. This allows SI to better determine the labor necessary to
maintain its assets.
Both WebTA and FacilityCenter require user accounts to access the
system. To request an account, submit a request for service to the
Office of the Chief Information Office (OCIO) through the HEAT
system, (SI’s OCIO work request management system).
WANT MORE
INFORMATION?
•
WebTA Tutorial
POINT OF CONTACT
Business Operations
Division
Associate Director
202.633.1569
57
Policy, Procedure & Safety
Work Management Center
WHAT DO I NEED TO KNOW?
What does the Work Management Center (WMC) do?
Centralized Customer Service and Service Request
processing:
•
•
•
•
•
The WMC is OFMRs call center for all facility
service requests received by phone, email, radio,
or walk-in.
Logs both routine and emergency calls that are
phoned-in or emailed noting the facility name,
floor, and room number; description of the
situation; description of the preferred
resolution; and contact’s information.
Contacts the appropriate OFMR shop
responsible for responding to the customer.
Provides managers and appropriate personnel initial contact and information updates as needed during
emergencies.
Maintains the on call staff rotation schedule informing the plumbers and electricians and their supervisors
of scheduled on call assignment.
Centralized Facility Monitoring:
•
•
•
•
•
Monitors the condition of all building systems linked into the building automation system network.
Logs instances in which equipment rendering a critical cannot be corrected within a reasonable period of
time and dispatches first responders to investigate.
Tracks and logs zone engineering shift on duty listing.
Responds to after-hours events and emergencies by contacting the appropriate responders, logging times
the responder is paged and responds on-site, and keeps zone management informed of all critical issues.
Compiles information pertaining to the cause of, response to, and resolution of any outages, damages, and
injuries into a report submitted weekly to the Director, OFMR.
Want an account in FacilityCenter?
•
•
•
58
Contact the OCIO help desk either by phone
at (202) 633-4000 or on the Web at http://
help.si.edu/ and use your network login
and password.
Ask for a FacilityCenter account.
A confirmation email or phone call should
follow.
Policy, Procedure & Safety
Work Management Center (cont’d)
The following communications must take place with WMC during an
emergency:
•
•
•
•
Data analysis and CMMS management:
•
•
•
•
•
•
Employees who are on the duty roster and are called to
respond to an emergency are to notify the WMC upon their
arrival. They must provide the time of arrival and receive
additional guidance or information regarding the emergency.
Responders should contact WMC providing them with an
situation assessment and to request assistance if needed.
Responder to should provide timely updates during ongoing
emergencies updating the WMC every half hour.
Once the situation is secured or repaired, the responder
should notify the WMC with a full report on the incident,
actions taken and what remains to be done.
Reviews completed work tasks for data completeness and
consistency.
Tracks down missing data and corrects the data fields.
Extracts data as required from FacilityCenter.
Produces reports to assist zones in assessing the performance of
their shops.
Performs data analysis and reports findings to management.
Modifies asset data and work plans as needed by each zone.
WHY IS THIS IN HERE?
The work management center (WMC):
•
•
•
•
Is OFMR’s one place for centralized monitoring of
critical building systems.
Is the 24-hour call center operations for facilityrelated problems and emergencies.
Is the data center operations for our computerized
maintenance management system (CMMS);
Facility Center.
Provides direct communications to all zone
engineering and maintenance departments,
central shop, Systems Engineering Division (SED),
contractors and government agencies such as the
GSA central plant.
REMEMBER!
Fire alarm, elevator, and
escalator trouble calls should go
to Office of Protection Services
(OPS) (202.633.3988).
WANT MORE
INFORMATION?
•
•
“Disaster Management
Plans” (by building)
Work Management Center
POINT OF CONTACT
Work Management
Center
202.633.1560
59
Policy, Procedure & Safety
Work Order Process Management
WHAT DO I NEED TO KNOW?
A work task is created based upon a request for service from a customer or internal OFEO employee. Work tasks
are also created by the FacilityCenter system based on predetermined preventive maintenance schedules for
assets.
As the work is created, it is assigned to the shop that
will complete the work. The shop supervisor schedules
the work and assigns the work task to an employee.
The employee completes the work and records the
number of hours worked on the job. If materials are
required, a purchase is made and the work task
number is referenced on the accompanying purchase
order. By citing the work order number on the
purchase order, the materials information is updated
through an interface between FacilityCenter and
PeopleSoft.
Upon completion, the work task is returned to the supervisor, whose job it is to verify that the work is complete,
record the hours required to complete the task, verify materials used and mark the work task as complete in the
system.
The information derived from these work tasks is used to develop
maintenance plans for the future and determine what assets are most in
need of replacement, where budget dollars are most in need, and where
additional staffing is required to complete work.
WANT MORE
INFORMATION?
•
60
FacilityCenter Instructions
POINT OF
CONTACT
Work Management Center
202.633.1560
Maintenance
Building Envelope Management
WHAT DO I NEED TO KNOW?
The Smithsonian Institution Building Envelope Maintenance Program
provides:
•
•
•
•
•
•
•
•
•
•
•
A web-based roofing and façade asset management database
(RoofPro & FaçadePro)
Detailed description of roofs and façade installed at each SI facility
AutoCAD drawings of each roof and façade system, including the
square footage
24/7 response for emergency leaks
PMs at least twice a year for roof, gutter, and drain systems.
Yearly condition assessment
An existing roof condition rating (RCI) and remaining useful life
expedience and cost for replacement
A list of roof and façade deficiencies requiring repair
Historical information on all past roof PMs and repairs
Custom reports to support customer’s requests
A list of capital funding requirements (e.g. 5-year plan inputs)
The goal of this program is to be proactive by providing reliable preventive
maintenance, repairs, and assessments for the Smithsonian Institution
roofs and facades. Combined, these services yield a program with an upto-date roofing and façade database that provide, at a glance, the overall
conditions of SI roofs, yearly cost for maintenance and repairs, as well as
short and long term budgeting for repairs and capital improvements.
WHY IS THIS IN HERE?
The Smithsonian Institution’s Roof Preventive Maintenance Program came about
due to the lack of planned preventive maintenance and repairs on SI wide roofs.
This program started in 2007 with a roofing repair contractor and a professional
services contractor paired up to:
•
•
•
Assess and document roof conditions and deficiencies
Generate a Preventive Maintenance (PM) and repair program
Provide a team that can both assess the need and fix the problem quickly
WANT MORE INFORMATION?
•
CAB Sharepoint Site
POINT OF CONTACT
Contract and Assessment Services
Branch Manager 202.633.1548
61
Maintenance
Central Shops
WHAT DO I NEED TO KNOW?
Central Shops was formed out of the need for a 2nd-line maintenance shop to make repairs to facilities that
internal zone shops could not complete due to the size of
the job or trade restraints. Central Shops also
accomplishes many small jobs for the scientific,
conservancy and general museum community.
The Shop includes approximately 14 tradesmen with
extensive knowledge in the fabrication of replacement
parts as well as repairs of most facility-associated
equipment within the Smithsonian Institution.
Central Shops is responsible for:
•
Welding, machine work, fan shafts, sheet metal
fabrication, duct work and drip pans.
Pipe fitting, drain maintenance, testing of backflow prevention devices,
and fabricating and installing fire sprinkler systems.
Refrigeration and freezer maintenance, repairs and testing of packaged
systems including the support of programmatic equipment.
•
•
Central Shops services are available to all zones and to other units within the
SI. There are no labor charges during normal working hours based on central
funding, only material charges.
OTHER USEFUL INFORMATION
•
•
•
•
62
Central Shops provide fabrication of metal parts for repairs to elevators,
personnel and loading dock lifts, floor cover plates, ductwork and any
fabrication replacement of parts made from metals thicker than 1/8 inch.
Scientific instruments have been fabricated and machined for support of
research to include ground probes, electron microscope specimen holders or
any object of a specialty nature. In short; if it is not available to purchase,
Central Shops can repair or fabricate parts to replacement specifications.
Shop personnel are experienced and trained
in the installation of sprinkler systems from
the fire pump to the sprinkler heads.
The Shops repair, replace and recondition
systems used for refrigerators and freezers,
(both walk-in and free-standing units).
POINT OF
CONTACT
Supervisor
Central Shops
202.633.1570
Maintenance
Electrical Program
WHAT DO I NEED TO KNOW?
Staff that may come into proximity with energized electrical power sources need a general knowledge of safety
practices necessary to protect themselves and others against electrical shock. Electricians, lighting specialists or
other staff who work with electrical equipment and systems operating at
a voltage greater than 50 to ground shall comply with the National Fire
Protection Code (NFPA) Standard 70, National Electrical Code (NEC) and
NFPA 70E, Standard for Electrical Safety in the Workplace requirements.
OFMR staff shall comply with SI OFMR Electrical Safety Program, the
OFMR Lock-Out/Tag-Out (LO/TO) Program and the general guidelines
provided in SI Safety Manual, Chapter 9.
Each OFMR zone has been assigned qualified electricians who execute
planned maintenance on its building’s electrical equipment, repair electrical
components, and do minor electrical project work. Electrical work that exceeds
replacing in kind can require design work and should be requested using a SI Form
2773.
OFMR has a High Voltage Unit who should be
called in the event of loss of building power or to
execute repairs on high voltage equipment
located within the building. The High Voltage
Unit also has access to contracts that support
transformers and generators. Contact the High
Voltage Unit if you need work on this
equipment.
WHY IS THIS IN HERE?
The purpose of this section is to ensure that all OFMR employees know the purpose
and procedures associated with the Smithsonian electrical program and to promote
an electrically safe workplace, with no unintended exposure to electrical hazards.
These procedures apply to OFMR employees, who are required to perform any
electrical work as part of their duties and also serve as a general knowledge resource
for all staff.
WANT MORE INFORMATION?
•
•
•
•
•
Generator Bi-Weekly Run Tests – SOP
National Electrical Code, NFPA 70
OEDC Project Submittal Request (SI Form 2773)
OFMR Electrical Safety Program
SI Safety Manual (Chapter 9, General Workplace Safety)
POINT OF
CONTACT
OFMR Safety
Manager
202.633.5017
63
Maintenance
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64
Maintenance
Exterior Lighting
WHAT DO I NEED TO KNOW?
Lighting outside of our facilities is crucial to public and staff safety. OFMR must take on the responsibility of
ownership around all of our facilities with special emphasis on the Mall. Exterior lighting also ensures that there is
adequate lighting for our security cameras to operate properly, as well as assisting in providing code-required light
levels for egress in areas where there are steps, curbs and egress doorways.
Exterior lighting includes the following:
•
Street lighting
•
Landscape lighting
•
Building façade lighting
•
Handrail lighting
•
Stairway lighting
•
Doorway lighting
•
Ornamental lighting
REMEMBER!
For the most part exterior lighting is controlled
by a photo cell, timer or wall switch. Be sure to
check the source before making the
assumption that the light(s) is/are in-operable.
Sometimes the ownership of the lighting is not clear. Our
policy is to maintain anything we feel has a direct impact
on the well-being of our staff and visitors, even though the
ultimate owner could be the Park Service, Pepco, BGE or
Vepco. OFMR is responsible for reporting all lighting issues
to these companies in a timely manner. It is up to us, based
on safety considerations, to determine whether OFMR
should make repairs in the event of inactivity of the actual
owners.
WHY IS THIS IN HERE?
Exterior lighting is defined as “any type of lighting outside the confines of a facility.”
As with interior lighting, determining ownership is an issue. Our goal is to clearly
define and ensure that all OFMR employees understand procedures when
maintaining or repairing exterior lighting.
WANT MORE
INFORMATION?
•
SI Drawing
Repository
POINT OF CONTACT
Work Management Center
202.633.1560
65
Maintenance
Facility Condition Assessments
WHAT DO I NEED TO KNOW?
While the Smithsonian has been performing detailed, traditional Facility Condition Assessments (FCA) for the past
decade, it is only recently that SI began incorporating the principles of Reliability Centered Maintenance (RCM) into
the process. For FY2007, SI adopted the Deferred Maintenance (DM) Parametric Estimating technique to calculate
DM, (or “backlog” of maintenance and minor repair costs),
System Condition Index (SCI), and Facility Condition Index (FCI)
as defined by Federal Accounting Standards Advisory Board
(FASAB) Standard 6. This method is consistent with the
methodology from a parametric model used by other federal
agencies such as NASA. Designed to be a simplified approach
using existing empirical data, the method is based on:
•
•
•
•
•
Condition assessments performed at the system level
rather than the component level which is consistent
with SI’s Reliability Centered Maintenance (RCM)
approach;
A limited number of systems to assess (eight);
Facilities classified based upon function and use (39 types);
Use of generalized condition levels (five); and
The current replacement values (CRV) of the systems and the
facility they support.
The Facility Condition Index equals the total amount of deferred
maintenance (DM) divided by the current replacement value (CRV)
subtracted from 1 and multiplied by 100 to get a percentage.
FCI = (1 - DM/CRV) X 100
WHY IS THIS IN HERE?
It is important for the Smithsonian to have a validated process of assessing the condition of
our facilities in order to justify to the Office of Management and Budget (OMB) and
Congress our requests for facility funds needed to maintain our facilities at an acceptable
standard. The process currently used, referred to as the Deferred Maintenance Facility
Condition Assessment, was adopted in 2007 in order to provide a complete assessment of
the condition of our facilities that was consistent with other federal agencies and that met
the requirements of the FASAB and the Executive Order on Real Property Asset
Management.
The condition assessments and the FCI is a key link in the planning and development of both the Maintenance
Program as well as the Capital Program in determining needs and requirements for major repairs and upgrades.
66
Maintenance
Facility Condition Assessments (cont’d)
OTHER USEFUL INFORMATION
Traditionally condition assessments have been
project driven, wherein specific deficiencies were
identified and costs applied to develop a backlog of
maintenance and repair. This approach developed
the necessary detail to prepare projects that would
correct a specific deficiency. These projects were
prioritized and budgets were developed to
accomplish these projects. All projects that could not
be funded in a specific year were held over and
became the deferred maintenance backlog. This
approach, although more detailed, required
resources to survey each facility in a timely manner
in order to develop the needed budgets. By contrast,
the approach now in use is not project driven, but
applies condition factors for each system to generate
an amount of deferred maintenance which reflects
the amount of deterioration a facility has incurred
due to the lack of proper maintenance. In other
words, it represents the amount of investment that
would be required to bring a facility/system up to an
acceptable standard.
REMEMBER!
The DM Parametric Estimating technique gives an overall assessment of condition
of both the facilities and systems. The calculated deferred maintenance is a
function of the current replacement value which, at a minimum, needs to be
updated annually. It does not identify specific projects that are needed to repair
or upgrade our buildings and systems. Thus, this approach does not relieve OFEO
of its responsibility to generate specific projects to correct the deficiencies.
WANT MORE INFORMATION?
•
Facility Condition Assessment
Report FY2010
POINT OF CONTACT
Systems
Engineering
Division
202.633.1852
67
Maintenance
High Pressure Steam System
WHAT DO I NEED TO KNOW?
Boilers must be inspected to make sure they are operating properly. This is necessary to protect not only the boiler
attendants, but building occupants. If a boiler is operating properly, there is minimal danger of it exploding because
of overpressure.
Chemicals are used in the boiler room to treat and test boiler
water. Some of these chemicals are toxic and flammable. Boiler
operators must be trained in safe use, storage, etc. so that
exposure is kept below the permissible exposure limit (PEL).
Boilers must be inspected at least once a year by a qualified
boiler inspector. If a dangerous condition is noted, the boiler will
be shut down until the condition is corrected. Cast iron boilers
must be inspected externally at least annually. Steel boilers must
be inspected externally at least annually. Low pressure steam
boilers must be inspected internally at least every three years.
Hot water boilers must be inspected internally once every five
years. The certificate of inspection must be posted in the boiler
room. If it is a portable boiler, the certificate of inspection must be posted on the inside of the cab or in a metal
container and kept in the attached tool box. The certificate must state the date of issuance and the maximum
working pressure or temperature allowable until the next inspection.
SI must provide a competent person to disassemble, reassemble, test, adjust, operate or handle any part of the
boiler if it is required during the inspection. This person must be under the supervision of the inspector. Because a
boiler is under high pressure and temperature, anyone working on a boiler must understand its operation so that
they can properly assist the inspector.
REMEMBER!
Modern boiler technology has made
boilers not only more efficient, but
safer as well. However, boilers are
usually operated under high
temperatures and pressures which, if
not properly controlled, can cause
burns and explosions with devastating
effects. For more information on
Boiler Safety see LINK (Safety)
68
Maintenance
High Pressure Steam System (cont’d)
OTHER USEFUL INFORMATION
Boilers are considered confined spaces. When employees enter them to clean, repair, etc., the OSHA PermitRequired Confined Space Standard must be followed by the employer. When boilers are cleaned, the employer
must provide for adequate ventilation by instituting engineering controls to keep any chemical exposure to a level
below OSHA exposure limits. When boilers are shut down for cleaning, maintenance or repair, all sources of energy
initiation such as valves, switches, etc. must be properly locked out and/or tagged out, see LO/TO section in this
manual on Page 44.
WHY IS THIS IN HERE?
The majority of the Smithsonian Facilities on the Mall get there steam from a
GSA plant located in Washington DC. Several locations such as the Zoo,
American Indian, Suitland Md, SERC and a New York Museum have internal
boilers that are either gas and/or #2 fuel oil fired to manufacture steam. Some
are classified as High Pressure (HP) because they are rated over 15 psig.
POINT OF
CONTACT
Your Zone’s
HVAC
Supervisor
WANT MORE INFORMATION?
•
•
ASME Code B31.1 (Pressure Piping)
ASME Section I (Power Boiler)
69
Maintenance
High Voltage
WHAT DO I NEED TO KNOW?
OFEO OFMR SED:
The High Voltage Shop (HVS) is an SI wide centralized shop and has maintenance and repair responsibility for all SI
primary power distribution. This includes the National Zoological Park and SI facilities in Maryland, New York, and
Virginia.
The high voltage shop is responsible for the electrical distribution of the facilities
incoming electrical service from the point of attachment (service point) of the
serving utility and the premise electrical system to the point of and including the
low voltage switchboard. The high voltage shop responsibility is not defined solely
by the voltage class but also by the type of equipment maintained. The HVS
maintains, tests, installs, and troubleshoots high voltage equipment including:
• Transformers
• Switchgear
• Network Protectors NWP
• Relays
• Automatic Transfer Switches ATS
• Bus Ducts
• Breakers
• Cables
REMEMBER!
Do not touch any electrical
equipment unless you are
qualified and authorized.
The HVS provides the following support:
• Analyze and reviews building specification (SD-410) and provides input
concerning high voltage distribution and control issues.
• Emergency system building tests
• Switching off electrical service for contactors and utilities
• Help establish safety policy and procedure by participating on the electrical safety committee
• 24 Hour on call ( Contact work management for duty man at 202-633-1560)
• Contracting officer representative for the generator contractor
The HVS provides support for the emergency standby power systems (generators) throughout all zones as it pertains to
the testing of the equipment to meet the requirements of the NFPA 110 for emergency standby systems. The testing is
in the form of taking load readings during emergency system building test, perform load bank test, EPM (Electrical
Preventive Maintenance) of the automatic transfer switches, witnessing and monitoring acceptance test on new
installations. The HVS does not repair generators. If there is a problem with the generator such as belts, hoses, block
heaters, low fluid levels, day tanks, batteries, and battery chargers that cannot be corrected locally within the zone, or
with the assistance of another zone, then at that time contact the HVS. The HVS will call the generator contractor and
set up an appointment to have the generator serviced or repaired.
Qualified and Authorized Personnel:
Only those individual qualified and authorized by the High Voltage Shop Supervisor are permitted to work on SI
high voltage equipment. Qualified as defined by the NFPA 70E: (National Fire Protection Association) (One who has
the skills and knowledge related to the construction and operation of the electrical equipment and installations and
has received safety training on the hazards involved). The high voltage shop has strict and specific work methods
concerning the procedural requirements that must be followed as part of any work assignment. Not only shall a
70
Maintenance
High Voltage Shop (cont’d)
person meet the requirements of a qualified person as defined by the NFPA 70E but they shall also be trained in
the switching, lock-out / tag-out, and electrical safety procedures developed by the high voltage shop.
High Voltage Shop Boundaries:
The high voltage shop is not limited to the voltage class of the incoming utility
feeders of 13,800 volts. Another factor that separates the HV shop (High
REMEMBER!
Voltage Shop) from the responsibility of the zone electricians is the type of
equipment. The HV shop is responsible for systems operating from 13,800
For power outages only contact
volts down to 208 volts. These systems include the point on the incoming
the HVS when there is a total
loss of electrical service to the
distribution down to the low voltage equipment classified as a switchboard. A
facility, building, floor, or wing,
switchboard as defined in NFPA 70 is : (A large single panel, frame, or assembly
and the emergency standby
of panels on which are mounted on the face, back, or both, switches,
generator is running when in
overcurrent and protective devices, buses, and usually instruments).
the automatic position.
Switchboards are generally accessible from the rear as well as from the front
and are not intended to be installed in cabinets. After the switchboard the
next point on the distribution system and thereafter would fall under the
responsibility of the zone electrician with the exception of the automatic transfer
switches. The zone electricians are limited by voltage class of systems and equipment
listed for voltages up to 600 volts and operating at voltages of 480 volts nominal and
below.
Do You Have an Interruption in Service? - When to Call for HVS Support:
The portion of the electrical distribution that the high voltage shop maintains is
usually associated with a large area of the facility or of a building. The portion of the
electrical distribution that the zone electricians are responsible for are more localized
to a smaller area. An example would be loss of power for lighting or
receptacles in a few office spaces an exhibit area, for an individual
piece of equipment, or any branch circuit derived from a panelboard.
Items to consider when contacting the high voltage shop for an
interruption in service is as follows. Total loss of electrical service to
the facility, building, floor, or wing, and is the emergency standby
generator running when in the automatic position. If the situation is
such that the HVS needs to be contacted refer to the section
identified as Point of Contact.
WANT MORE
INFORMATION?
•
•
•
NFPA 70
NFPA 70E
NFPA 110
POINT OF CONTACT
SI POC – Paul Fitzhugh – To obtain the services of the
HVS during regular business hours of 6:30am to 3:00 pm
Monday thru Friday please call the HVS office at 202633-6744. If you are unable to reach anyone at that
number during regular business hours and for all other
times please contact work management at 202-633-1560. They maintain
a full on call contact list of all members of the HVS.
71
Maintenance
Interior Lighting
WHAT DO I NEED TO KNOW?
Who is responsible for interior lighting? The following guidelines are designed to answer this question. (Definitions
are provided for clarification).
OFMR is responsible for:
•
•
•
Gallery Space – All work lights (lighting not part of an exhibition
such as track lighting) normally used for after hours cleaning and
maintenance as well as any life safety lighting.
Collections Space – All lighting normally used for everyday activity
such as work, cleaning and maintenance, store rooms as well as any
life safety lighting.
Public Space – All public space lighting not directly related to a
gallery or exhibit. This includes classrooms, hallways, restrooms,
lockers, offices and life safety lighting.
OFMR is not responsible for:
•
•
•
Private Space – The lighting within private space. This would include dining and kitchen areas such as those
operated by McDonalds or Restaurant Associates and includes restrooms, utility rooms, and life safety
lighting.
Specialized equipment – Lighting that is part of any specialized equipment related to collections, exhibits,
restaurant equipment, office equipment, lab units, refrigeration units and OPS x-ray equipment with the
exception of any equipment owned and operated by OFMR.
Exhibition Space – Exhibit showcase lighting including Smithsonian stores and gift shops.
DEFINITIONS
Building Envelope - The physical components of the envelope include the foundation, roof, walls, doors and
windows.
Gallery Space - A room or building devoted to an exhibition of works of art or collections.
Exhibition Space - An area where an object or set of objects are on display in a museum or gallery; typically in a
showcase.
Collections space - Space that houses collections of art, scientific specimens, historic objects, or living
zoological specimens etc.
Public Space - An area or place that is open and accessible to all citizens.
Private Space -Any physical or virtual entity that is owned by an individual or jointly by a group of individuals
for selective use.
Office Space - An office is generally a room or other area in which people work containing desk and other
office type furniture. It could be a closed individual room or an open large
room with cubicles.
Specialized Equipment - Equipment developed or designed for a special
activity or function within a work organization.
Life Safety Lighting - Exit signs, emergency battery packs, and white lighting
that is connected to the emergency generator designed to operate for egress
purposes.
72
Maintenance
Life Safety Group
WHAT DO I NEED TO KNOW?
All requests for fire alarm service or modification including METR items should be sent to the Work Management
Center (WMC) to contact the proper fire shop personnel or create the appropriate work ticket. Work Management
Center can be called 24 hours a day at 202.633.1560. Any System modifications have to first be approved by
OSHEM before work can proceed.
All sprinkler repairs, including sprinkler head repairs and system leaks,
should go to the SI Central Shop. They can be reached through WMC,
and they will coordinate directly with the Life Safety Group to assist
when needed.
The Life Safety Group will schedule all required inspections and system
tests in advance with building, security and safety managers. These tests
range in frequency from weekly to annually and they fulfill all NFPA and
OSHEM requirements. These requirements can be found in the SI Safety
Manual. The reports generated from these inspections are uploaded to
the SED SharePoint site.
REMEMBER!
When the fire alarm sounds, immediately
evacuate the building and report to your
designated meeting area. OPS will secure
the building and determine when normal
activities may resume.
The Life Safety Group must be used for fire system bypass
requests. The Shop will respond to the site and bypass or
disconnect devices to prevent false alarms or false evacuations.
These requests need to be initiated by a burn or impairment form
at least 48 hours in advance. The form needs to be completed and
sent to building management for their approval and signature.
Once signed, email a copy to SED-LSG@collab.si.edu. They will
review the form and determine if a bypass is needed and
coordinate properly with the requestor.
WHAT DO I NEED TO KNOW?
The primary fire alarm systems used within the Smithsonian Institution are Siemens MXL,
Siemens System 3, Siemens XLS, Firelite, VESDA and Notifier. All systems are tied into the
Keltron LS-Net monitoring network. The Smithsonian fire suppression systems consist of
wet, dry and pre-action sprinkler systems many with fire pumps for added pressure. We
also use Halon, FM-200 and Inergen for special hazard systems.
WANT MORE INFORMATION?
•
•
•
•
•
•
National Fire Protection Association
National Institute for Certification in Eng. Technologies
Notifier
OSHEM Burn and Impairment Forms
SI Safety Manual (Chapter 35 & 36, Fire Safety)
VESDA
POINT OF CONTACT
Life Safety Group 24 Hours a Day
/ 7 Days a Week 202.633.1560
73
Maintenance
Maintenance Emergencies
WHAT DO I NEED TO KNOW?
A maintenance emergency is defined as a situation that
needs immediate attention because it presents the potential
for serious damage, personal injury, or compromise of critical
systems. The cause of maintenance emergencies can evolve
from multiple sources such as electrical outages, shorts, or
fires; leaks or disruptions related to water, natural gas, fuel
oil and glycol; physical building damage to windows, doors
and damaged cladding due to forces of nature such as high
winds, tornados or hurricanes; include equipment damage
from electrical or mechanical problems (i.e. belts, bearings
etc.); structural damage from equipment accidents such as
trucks or forklifts; falling ceilings such as drywall, tiles or
plaster; leaking roofs of all types; and damaged masonry
block, concrete or stone, and possibly structural steel. Keep
in mind that such emergencies are anything but typical and
each situation should be assessed carefully for the root cause
and potential after-effects.
Once an employee is notified to respond to an emergency (whether from an immediate supervisor, Building
Manager, Zone Manager or the Work Management Center (WMC)), the employee is to get clear, precise
information from the requesting party including:
•
•
•
•
•
•
•
•
Exact facility by name and specific location
Floor and room number
Nature of the emergency
Extent of the known damage
Point of contact within the building
What has been done to correct the situation
When the emergency began
Any known causes
REMEMBER!
OFMR policy is that permits (burn, confined space,
impairment) may only be issued by Pre-Approved
Individuals (PAIs). If an emergency situation occurs
after hours and a PAI is needed each building
maintains a list of PAIs in the building management
office. Should this list not be available after normal
duty hours the Work Management Center can help
you contact the appropriate building management
staff.
If the maintenance emergency is during normal working
hours, employees are to respond immediately. If the
emergency occurs after normal work hours and the
employee is called from the duty roster, the employee must
respond within 10 minutes and must arrive at the site within
2 hours.
74
Maintenance
Maintenance Emergencies (cont’d)
Employees called to respond to an emergency that are on the duty roster are to notify the WMC upon their arrival
to provide the time of arrival and to receive additional guidance or information regarding the emergency.
The responder’s primary duty is to assess the situation and secure the conditions that could cause harm to or
endanger staff, visitors or collections.
If assistance is required such as HAZMAT control, or if
the responder has any doubt as to the extent of the
problem in relation to an environmental or safety
hazard, the employee is to:
• Find an alternative means to secure the
situation and close the area if possible, if doing
so does not endanger the employee.
• Cease all further work and contact their
supervisor or the WMC for additional assistance
or guidance.
• Responders must mark the area by using
barricades, caution tape or by securing the
entrances for the protection of staff and
visitors. If repairs can be safely made within a
reasonable amount of time, the responders
should attempt to make them.
Once the initial assessment is made by the responder, they should advise the person(s) who dispatched them (ie
Supervisor or WMC) of any need for additional manpower or materials necessary to get the situation under
control. Once the situation is secured or repaired, the responder should notify the WMC with a full description of
what was found, how the situation was abated
and any pertinent follow-up information. The
situation is to be logged and properly handed
off to the existing or on-coming shift. The
handoff communication should include
sufficient information for the new shift to take
all appropriate actions. Work tasks are to be
generated for all work performed so the time,
materials and costs associated with the job are
properly documented in the system.
WANT MORE INFORMATION?
•
OPS Handbook (Chapter 10)
POINT OF CONTACT
Work Management
Center (202) 633 -1560
75
Maintenance
Management Evaluation and Technical Review
WHAT DO I NEED TO KNOW?
The Office of Safety, Health and Environmental Management (OSHEM) conducts annual, and sometimes biannual,
building inspections for safety, fire protection, environmental management programs. Additionally OSHEM
conducts independent audits and reviews of SI organizational safety programs. This process is commonly known as
Management Evaluation and Technical Review (METR).
The METR inspection team shall consist of the Facility Building
Manager, the Building Safety Manager, and the Supervisor of a specific
shop. This applies whether the METR Team is inspecting OFEO spaces
or spaces that belong to SI programs. If the Building Manager becomes
unavailable the Assistant or Zone Manager shall take over the
responsibility. Many times deficient work can be repaired during the
course of the walkthrough when identified by the team and reported
by the Building Manager via work tickets. OSHEM performs inspections
to evaluate whether or not the facility is in compliance with SI safety
programs and health codes, and determines the programs that are
important to the overall operation of the facility.
In addition, OSHEM evaluates training programs and provides the Director of each facility guidance regarding the
requirements.
WHY IS THIS IN HERE?
After completing the inspection, OSHEM transmits a formal inspection report to the Director of the facility,
Safety Manager and Zone Manager within approximately 30 days following the initial site inspection. The
METR is then posted on the OSHEM website. A formal issuance meeting is held with all parties to review the
final report. Work tasks for deficiencies found by the METR Team are entered into FacilityCenter for corrective
action. The Building Manager forwards deficiencies found during the inspection to the appropriate supervisor
to create work tasks in FacilityCenter.
There are two types of work tasks that can be created in Facility Center for the purpose of tracking METR
deficiencies;
1. Pre-METR which are work tasks created during or directly after
the initial METR site inspection, (check the block labeled OFMR
Safety on the work task, and in the description box, include PreMETR as the first words), and
2. METR which are all work task deficiencies noted on the OSHEM
formal METR Report. However, if the Building Manager’s notes
taken during the initial inspection are accurate, this step may not
be required. Check the block labeled METR on the work task.
WANT MORE INFORMATION?
•
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•
76
OSHEM
SI Safety Manual (Chapters 4, Risk Assessments)
SI Safety Manual (Chapters 5, Safety Assessments)
Maintenance
Management Evaluation and Technical Review (cont’d)
RISK ASSESSMENT CODES
Risk assessment codes outline deficiencies and programmatic findings and a Risk Assessment Code (RAC) of 1
through 4 is assigned based on severity of hazard and probability of occurrence. Each RAC category requires that
specific corrective action be taken to reduce or eliminate the level of risk with a commensurate “action-required”
mitigation time frame. An asterisk by the item (*) indicates a “repeat finding”, which has been identified on one or
more previous METRs. The following are the risk assessments and their corrective action requirements:
RAC 1
Critical risk to health and safety. (High severity/ High
probability of occurrence) IMMEDIATELY CORRECT
HAZARDOUS CONDITION (or reduce to LOW risk)
WHEN IDENTIFIED. In 30 day report, describe actions
taken and programmatic measures in place to
prevent recurrence (finding/deficiency must be
mitigated within 30 days of the METR.
RAC 3
Moderate risk to health and safety (moderate-to-low
severity/moderate-low probability of occurrence)
Within 60 days, action taken to mitigate completely
or reduce risk to LOW. In 120 day progress report,
describe actions taken, interim plans for completion,
and program measures in place to prevent
recurrence.
RAC 2
Significant risk to health and safety (High-tomoderate severity / High-to-moderate probability of
occurrence) Immediate action to mitigate completely
or reduce risk to LOW. In 30 day report, describe
actions taken, interim plans for completion, and
program measures in place to prevent recurrence.
RAC 4
Low risk to health and safety (low severity / low
probability
of
occurrence);
could
include
administrative deficiencies with minimal risk but high
probability of regulatory citation. Within 90 days
complete mitigation. In 90 day progress report,
describe actions taken and plans to prevent
recurrence.
POINT OF CONTACT
OSHEM
Building Manger
Safety Manager
Work Management
77
Maintenance
Planned Maintenance
WHY IS THIS IN HERE?
Our maintenance organization has a
planned work schedule for every critical
asset. The amount of planned work is
based on what is stated in the actual
asset’s O&M manual and estimates from
best practices listed from such sources as
RS Means and GSA. Our goal for planned
work is to achieve APPA Level 1 Showpiece
Facility maintenance standards which are
used to justify our staffing and funding
requirements to Congress. See chart below
for a description of a Level 1 Showpiece
Facility.
APPA MAINTENANCE LEVEL MATRIX
78
REMEMBER!
Data in FacilityCenter is
only as good as what we
enter into it. Employees
should communicate
discrepancies discovered
in their work tasks and
asset information to their
respective supervisor
who will forward
corrections to the Work
Management Center
(WMC).
Maintenance
Planned Maintenance (cont’d)
WHAT DO I NEED TO KNOW?
REMEMBER!
Our planned work tasks fall into the following categories:
•
•
•
•
Short on people or resources?
Preventive Maintenance (PM)
Work with the highest
PM Inspections/Tours
Maintenance Action Code
Predictive Testing and Inspection (PT&I)
(MAC) Work Tasks first!
Maintenance work planned/scheduled more than 7 days in
advance. The 1st level supervisor or delegated personnel is responsible for the work task to determine its value
and priority. A work task must be deemed “Unplanned” if it must be accomplished within 7 days of
appearance/discovery.
The PM and PT&I tasks for all mechanical, electrical, plumbing and other critical facility assets are listed in FacilityCenter.
FacilityCenter automatically generates planned work tasks with frequencies ranging from monthly to annual for each
asset. Work tasks are assigned to a shop. The shop supervisor assigns
and distributes the work to the shop staff.
Priorities of planned work are listed on work task Maintenance
Action Codes (MACs). The higher the MAC, the more critical that
asset is (or the more probable the asset will fail). If low on staffing or
other resources, work on planned work tasks with the highest MAC
number. A MAC may only be changed upon agreement of
management and supervisors.
The supervisor will create a new work task to cover any work beyond
planned work already uploaded into FacilityCenter. Upon completion
of the task, the employee shall indicate any deviations from the
described scope, readings gathered, observations made, and the dates and times involved, on the work ticket then
return it to the supervisor. The supervisor shall then confirm the work was
completed, and “complete” it in FacilityCenter. The Work Management Center
(WMC) will validate the data from work tasks.
Planned work that is unaccomplished for whatever reason should be dismissed in
FacilityCenter. Every effort should be made to accomplish those missed tasks
when they are next scheduled.
WANT MORE INFORMATION?
•
•
•
•
•
29 CFR 1926: Safety & Health for Construction
Association of Higher Education Facilities Officers (APPA)
Building Operations Maintenance Association (BOMA)
FacilityCenter
Maintenance Action Code (MAC)
POINT OF
CONTACT
Work Management Center
202.633.1560
79
Maintenance
Preventive Maintenance
WHAT DO I NEED TO KNOW?
With few exceptions, preventive maintenance (PM) is considered the most effective way of maintaining building
systems and extending the service life of equipment. PM consists of work that is planned. It can be time based or
condition based. It includes any work that is planned and has a set task. Its relevance relates to minimizing hidden
cost and is critical in prolonging the life of equipment and preventing
premature failures.
•
•
•
•
•
•
Examples of preventive maintenance are:
Equipment inspections
Lubrication
System Operation Testing
Adjustments/Cleaning
Components (parts) replacement
Preventive maintenance is scheduled to be performed at specific frequencies
and completed at times in the aging process of the equipment where it can be
restored with minimal investment. This proactive approach through such tasks
as filter replacements, belt tightening/changes, cleaning, etc., ensures that the
equipment ages as slowly as possible.
REMEMBER!
When performing your PM task on an asset, be
sure to use the Job Hazard Analysis (JHA) and
follow all safety issues on the task sheet.
OTHER USEFUL INFORMATION
PM Work Tasks: PM work tasks are generated through our FacilityCenter system. The
system is based on a 7 day work week. They are generated automatically each month.
FacilityCenter pre-assigns a criticality code for each asset; the duties and hazards
associated with the task are provided.
Assignment: The supervisor or work leader is responsible for assigning and ensuring
that all PM tasks are carried out according to the work task and closed in a timely
manner. They are responsible for properly closing
the work task and ensuring that all staff is following
REMEMBER!
the safety procedures according to the work task
which includes JHAs and personal protective
The SI goal is to reach a
equipment (PPEs).
planned work to unplanned
work ratio of 4:1.
80
POINT OF
CONTACT
Systems Reliability
Manager
202.633.1562
Maintenance
Project Execution
WHAT DO I NEED TO KNOW?
The project originator should present the Contracting Officers Technical Representative (COTR), or person with the
responsibility of putting together a scope of work, with the details of the project. The COTR should be provided
with a list of any key stakeholders that have an interest in the project, what the project consists of, any special
needs or details, and most of all, what the finished outcome needs to be. Once a draft scope is created, it should be
promptly reviewed by all interested parties and returned back to the author to finalize. The COTR/Construction
Manager should then solicit cost proposals from
contractors/vendors in accordance with SI policy.
When the proposals are received the COTR will review
them and discuss the proposals with the fund’s
manager within the zone and select the best contractor
for the job. Paperwork is then submitted to the
construction manager or COTR for processing through
OCON (Contracting Office).
ALWAYS ASK:
Is this project more suited as a Capital
project? (Capital projects normally are
those costing $200k or more.)
Can it be combined with any other
projects or contracts at other locations?
WHY IS THIS IN HERE?
Once prioritized and slated for funding, a maintenance project needs
to be brought to life. This requires timely execution through the
Contracting Officers Technical Representative (COTR) to put together
a scope of work, solicit proposals, and provide the zone manager with
proper paperwork to fund and execute the project. This process is the
backbone of getting the project accomplished.
WANT MORE INFORMATION?
•
•
•
•
OEDC Project Flow Chart
OEDC Project Submittal Request (SI Form
2773)
SD 410 Review Process
Solicitation of Bids Process
POINT OF CONTACT
Zone COTR
or
Construction/
Building Manager
81
Maintenance
Project Prioritization
WHAT DO I NEED TO KNOW?
OFMR prioritizes maintenance and repair projects, thus creating the
Annual Projects List by developing a list of maintenance projects, twice per
year, to determine the appropriate use of maintenance dollars for and
reconciliation with the capital program. Each zone revises their project list
twice per year to remove completed projects, add newly discovered
requirements and reprioritize existing projects based upon current
conditions. Projects are prioritized based on the illustrated matrix.
Many of these projects are identified using the OFMR facility condition
index and deferred maintenance values.
The deferred maintenance (dm) database processes facility system
condition ratings through the calculations cited to generate facilities
metrics for each facility system, facility, Zone, Offices, Programs, and
Institution.
The DM database information can be sorted by facility, types of facilities,
condition rating, etc., providing a robust management tool with which to
more effectively identify needs and focus resources to improve the
condition of critical assets through projects.
REMEMBER!
Projects should be vetted
against the OFEO Capital Plan
to preclude duplication.
WHY IS THIS IN HERE?
The Smithsonian Institution has a multi-million dollar backlog of maintenance and repair
projects. These maintenance and repair projects are prioritized at the beginning of each fiscal
year using a priority code system to ensure Smithsonian Maintenance funds are being spent on
the most critical projects. This section explains how OFMR prioritizes maintenance and repair
projects and creates the Annual Projects List.
WANT MORE INFORMATION?
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82
Current Project’s List
OFEO Capital Plan
POINT OF
CONTACT
Zone or Building
Manager
*Phone #?
Maintenance
Reliability-Centered Maintenance
WHAT DO I NEED TO KNOW?
Preventive maintenance (PM) programs are based on the assumption that there is a cause and effect relationship
between scheduled maintenance and system reliability. The primary assumption is that mechanical parts wear out,
thus the reliability of the equipment must be in direct proportion to its operating age.
Other research has indicated that maintenance programs based on operating age has little or no effect on failure
rates. There are many different equipment failure modes, only a small number of which is actually age or use
related. Reliability Centered Maintenance (RCM) was developed to include the optimal mix of reactive-, time- or
interval-based, and condition-based maintenance. Optimal maintenance for the Smithsonian facilities was
developed to include these three components: preventive maintenance (PM), predictive maintenance (PdM), and
reactive maintenance (i.e., passive monitoring) as shown in the figure above. RCM programs have several clear
benefits:
•
•
•
•
•
Managers, not equipment, plan shop technicians activities and time.
Planning of work allows labor, parts, materials and tools to be available when needed.
Equipment part replacements are minimized. The probability that bearings need only lubrication and not
replacement is maximized. PM also minimizes the potential need to not only replace bearings, but the
shaft, rotating parts, bearing housings, casings, and possibly motors.
Managers/schedulers have time to evaluate what other work could be done at the same time and location
as the planned PM, optimizing shop productivity.
Engineers can study equipment maintenance histories to implement changes that could improve
equipment performance or energy efficiency.
WANT MORE INFORMATION?
•
•
•
Maintenance News Website
Reliabilityweb.com Network
Whole Building Design Guide
POINT OF
CONTACT
Systems Reliability
Manager
202.633.1562
83
Maintenance
Reliability Centered Maintenance (cont'd)
OTHER USEFUL INFORMATION
1. Preventive Maintenance: Preventive Maintenance is interval-based work that is planned and scheduled to
allow maximum efficiency, minimize excessive labor and parts replacement and prolong the useful service
life of equipment. A comprehensive PM program allows the building systems to operate at full efficiency for
their useful life and can prevent expensive repairs due to equipment failure. PM programs are also required
to preserve most equipment warranties. PM was deemed appropriate for equipment where abrasive,
erosive, or corrosive wear takes place, or material properties change due to fatigue.
2. Predictive Maintenance (also referred to as condition-based maintenance or predictive testing and
inspection – PT&I): Predictive testing and inspection (PT&I) is implemented as a part of the overall SI
maintenance program. Equipment operating conditions are monitored during the PT&I inspections and
trends developed to help determine the need for additional PM and the optimum time for equipment
overhaul or replacement. See Appendix D for details on PT&I technologies.
The best use of PT&I is to implement simple visual/audible and nondestructive procedures (e.g., temperature and pressure readings) to
record conditions at a specific time (snap shot) when the equipment
is inspected at the time of PM. When a series of condition records
(snap shots) are compiled a trend analysis can be developed. This
trend analysis is the basis of PT&I and can provide factual data to
support capital expenditure decisions regarding building systems.
Specific PT&I methods that have proven to be effective at the
Smithsonian are Airborne Ultrasonic Testing, Infrared
Thermography, Motor Circuit, Evaluator (MCE) Testing, Vibration
Analyses (Rotating Equip.), Lubrication Oil Analyses, and Water
Chemistry Analysis.
3. Passive monitoring (e.g., reactive, or breakdown maintenance), does have a place in facility operations, but
should be limited to equipment that has been evaluated to have no risk of business interruptions or
consequences of direct or indirect damage to facilities. “Run-to-failure” plans can be cost effective where
the cost of PM over the life cycle of the equipment is greater than the loaded cost of replacement.
RCM Logic Tree: Determination of the right type
of maintenance for various equipment types in
the Smithsonian facilities was determined
following a logic-tree decision-making process.
84
Maintenance
Request for Services
WHAT DO I NEED TO KNOW?
To enter a request for services you can send an e-mail to the Work Management Center or log on to FacilityCenter
and fill in the request form. In order to submit a request you will need to
know these three things:
1. The location of the work
2. The type of work that needs to be performed
3. Be able to provide a brief description of the requested work.
There are only three types of requests that can be made in FacilityCenter:
•
•
•
A “Building Service” request is used for one-time, unplanned service
or repair maintenance that would generally occur inside of the
building such as: Electrical & Lighting, Plumbing & Leaks, or Heating
& Cooling.
A “Exterior Services” request are used for one-time, unplanned
service needs that generally occur outside of building such as:
Landscaping, Pest Control, or Snow & Ice removal.
A “Transportation and Move” request is for a one time request to move objects from one place to another.
This could be moving a delivery to an office, or transporting items to or from the loading dock.
The new request form in FacilityCenter is a detailed, easy-to-complete form! When it is submitted, it automatically
generates a work task that automatically routes your request to the appropriate shop.
REMEMBER!
You must have a FacilityCenter account to
access the Request Form. An account may
be obtained by submitting a ticket
through the OCIO HEAT system.
WANT MORE INFORMATION?
•
•
FacilityCenter
OCIO HEAT System
POINT OF
CONTACT
Work Management
Center 202.633.1560
85
Maintenance
Shop Equipment Maintenance Records
WHAT DO I NEED TO KNOW?
Portable gas monitors used in confined spaces have two methods of verifying calibration:
1. Functional (bump) test - A means of verifying calibration by using a known concentration of test gas to
demonstrate that an instrument’s response to the test gas is within acceptable limits and should be made
before each day’s use in accordance with the manufacturer’s instructions. The test shall be documented by
the user.
2.
Full Calibration - The adjustment of an
instrument’s response to match a desired value compared
to a known concentration of test gas. A full calibration
should be performed at minimum once a year. If the
instrument has failed a functional (bump) test it should be
taken out of service and scheduled for full calibration.
All portable gas monitors with the exception of the Upper
Northwest Zone (Zoo), Suitland Zone (SUZ), and SERC/NY
will be kept, tested and distributed centrally from the
Central Shops at the NMNH. The Zoo, SUZ, and SERC/ NY
will be maintained and tested prior to use by designated
competent OFMR staff in their zone.
Calibration certificates will be kept centrally within the Systems
Engineering Division (SED) by the Systems Reliability Branch
REMEMBER!
Manager and copies will be forwarded to the OFMR Safety Office.
Master records of all Inspection Testing Maintenance (ITM) and
If you have RCM equipment that is
calibration for all SI portable gas monitors will be kept centrally
malfunctioning or broken, please contact
within SED by the Systems Reliability Branch Manager and by the
the Systems Reliability Branch immediately.
OFMR Safety Office. Designated competent OFMR staff at the offIn the event that the equipment cannot
immediately be repaired and returned to
Mall locations will maintain records for their equipment at their
service, the zone will be assigned a loaner.
sites, but will be required to forward master records to SED and
the OFMR Safety Office (pdf files on the equipment will be
maintained on the OFMR shared drive). A budget request for full calibrations and repairs will be developed
annually by SED. Annual third-party equipment calibration will be performed.
Individuals designated as the competent person for performing functional (bump)
testing will be assigned this duty by a formal written letter from a zone manager,
building manager or equivalent. Designated competent person training will be
provided by SI.
86
Maintenance
Shop Equipment Maintenance Records (cont’d)
OTHER USEFUL INFORMATOIN
Test equipment used to conduct Predictive Testing and
Inspections (PT&I) requires periodic maintenance and
calibration. An instrument’s calibration can be affected by any
number of things such as; environment, handling, time between
calibrations, contaminants, and misuse.
REMEMBER!
Typically, equipment that requires
inspection, testing, maintenance (ITM) and
calibrations is used to measure and
determine an unknown value.
Calibrations will be scheduled per the manufacturers
recommendations or as deemed necessary by the Systems Reliability Branch. Calibration certificates will be kept
centrally within the SED by the Systems Reliability Branch Manager. Master records of all ITM and calibration for all
RCM equipment will be kept centrally within SED by the Systems Reliability Branch Manager. A budget request for
full calibrations and repairs will be developed and maintained annually by the Systems Reliability Branch of SED.
Zones will be notified 30 days in advance of an upcoming calibration for equipment in their possession. Zones will
be given loaner equipment when needed to prevent an interruption of their day-to-day operations.
WANT MORE INFORMATION?
•
•
•
International Safety
Equipment Association
OSHA Safety & Health Topics
OSHEM
POINT OF
CONTACT
Your Zone
Supervisor
87
Maintenance
Shop Inventory
WHAT DO I NEED TO KNOW?
Proper planning and control of spare parts inventory is needed to maintain an effective asset management
program. If the right parts are not available for maintenance, downtime is prolonged. If we overstock, we absorb
excessive costs while forfeiting space.
OFMR POLICY: Building Managers and Shop Supervisors are
responsible for the operation of facility mechanical, electrical,
plumbing systems and equipment. A stock of consumable
supplies and spare parts will be maintained in each zone
including, but not limited to, grease, lubricating oil, filters,
drive belts, light bulbs, ballasts, batteries, flush valves, etc.
Stock levels must be maintained based on monthly
consumption.
Effective spare parts management plays a critical
maintenance role in reducing asset downtime, keeping
systems/equipment functional and Museum doors open.
OTHER USEFUL INFORMATION
There are tried and true inventory purchasing strategies,
which result in tremendous benefits for the Smithsonian
Institution. For example, all purchases are now done
through POs and purchase cards through each individual
zone. These two arrangements are quick and very
streamlined. If you find yourself in need try another zone
you might be surprised what they have on their shelves.
GSA ADVANTAGE is an on line, interactive electronic
information and ordering system that provides on-line
access to vendors’ schedule prices with ordering
information. Additionally, users can perform various
searches including, Manufacturer, Manufacturer’s Part
Number, and Product category.
TIPS OF THE TRADE
Are spares collecting dust? If so, are they really
needed?
Did you know Congress enacted a new regulation?
By 2012, it will be illegal to sell standard
incandescent light bulbs.
Are you rotating stock? What is the shelf life?
Just-in-time replenishment is popular but there
are risks; an emergency outage, vendor going out
of business, carrier on strike, or sudden shortage
of materials could leave you in a bind.
Are drive belts hanging on hooks? Over time belts
warp and crack at the hang point.
Are motors sitting on the shelf for long periods? If
left too long in one position, flat spots will form on
bearings.
WANT MORE
INFORMATION?
•
88
GSA Advantage
POINT OF
CONTACT
Your Zone
Manager
The generally accepted 80:20 rule applies.
Approximately 80% of any storeroom’s volume is
associated with only 20% of the types in inventory.
Pay extra attention to that critical 20%.
rd
Maintenance
3 Shift USRO Team
WHAT DO I NEED TO KNOW?
The OFMR 3rd shift operations; has grown to include the following Zones/Buildings: the entire Mall Zones, Galley Place
Zone (GPZ), Suitland Zone (SUZ), National Zoological Park (UNWZ), and the Udvar-Hazy buildings. The Mall facilities are
centrally staffed with eleven (11) USRO Journeymen, two (2) USRO Work Leaders, one (1) USRO supervisor, and one (1)
Assistant Museum Building Manager. The NZP, Suitland, and Udvar-Hazy are staffed with USROs that are permanently
assigned at those Zones and report to the Mall supervisor and Asst. Bldg. Mgr. The 3rd shift USRO team supervisor and
Asst. Bldg. Mgr. reports directly to the North Mall Zone Management (Building Manager). The primary function of this
shift is to perform routine building inspections, perform preventive
maintenance on building equipment, and emergency repair work, as
REMEMBER!
needed. Additionally, zones can execute Planned Maintenance work,
emergency repair work, or other essential maintenance work that needs
The 3rd shift provides an update each
to be done outside of regular business hours. This work can be
morning on shift activities, repairs, and
scheduled by communicating and coordinating with the Asst. Bldg. Mgr.
equipment status.
Work performed by the 3rd shift includes:
•
•
•
•
The 1st and 2nd shift engineers in all
Routine Building Inspections Team (RBIT) - The RBIT inspects all
mall zones and Gallery Place shall send
critical spaces in all facilities such as chiller plants, mechanical
a completed electronic log sheet to the
rooms, cooling towers, and boilers. These critical areas should
3rd shift supervisor and leader by 11:30
be or are connected to the OFMR Building Automation System
pm daily to keep them up to date on all
(BAS). The inspection routes for all facilities on the Mall, GPZ
shift activities, repairs, and equipment
and the Zoo have been outlined in the “Critical Building Systems
statuses as part of the shift turnover.
Inspection Plans.” The 3rd shift also conducts inspections of the
exterior lighting of the buildings/zones; this information is
passed along to the zone electricians so any repairs can be performed. This is considered an essential function
for the safety of all personnel, visitors, and guests.
Preventive Maintenance (PM) - PM activities performed on the 3rd shift are in addition to the routine building
inspection tours. The zones 1st and 2nd shift USRO supervisors must coordinate all PM that they want to be
completed during the 3rd shift with the 3rd shift supervisor.
Essential Maintenance Work (EMW) - Repair activities performed on the 3rd shift are in addition to the routine
building inspection tours. The zones’ 1st and 2nd shift USRO supervisors must coordinate all EMW that they
want to be completed during the 3rd shift with the shift supervisor.
Emergencies - Emergencies take precedence over all other activities and will be addressed to the extent
possible. Any follow-on work will be forwarded to the appropriate zone Management Team as part of the
nightly update.
“The Vampire Crew” – “We take care of business, so others may sleep”
89
Maintenance
3rd Shift USRO Team (cont'd)
OTHER USEFUL INFORMATOIN
Interesting Facts about 3rd shift:
The 3rd shift is responsible for 152 buildings with a total area of 8,970,128 square feet. This is all taken care of with
a total of 25 personnel.
Day 1: October 12, 2008
Major events handled by the shift:
• South Mall Zone (SMZ) Flood May 2009
• The Blizzards of 2009-2010
The shift handles numerous minor events each night.
• Preventive Maintenance, demand, and planed work tickets
4047 work tickets completed/closed in the time frame from June 2010 thru May 2012.
Production rate for the shift averages nearly 20% above the required target rate per month.
Planned vs. Demand Maintenance Ratio averages 99.1% per month the Target is 80%.
Point of Note: There is a collaborative USRO Supervisors and Building Managers monthly meeting the 1st
Wednesday of each month. The intent of this meeting is to discuss the shift operations and how to effectively
improve the performance of all shifts, buildings and zones. If you have constructive suggestions for the
improvement of your building, zone or SI; please contact a USRO supervisor or Building Management, so that your
suggestion can be addressed.
WHY IS THIS IN HERE?
In 2008, a group of zone and building managers made the collective decision to centralize 3rd
shift operations for all Mall and GPZ facilities. The decision was made in an effort to more
efficiently use OFMR resources and provide a supervisor for the shift. This section outlines the
results of this decision.
WANT MORE INFORMATION?
•
90
Critical Building Systems Inspection
Plans
POINT OF CONTACT
OFMR 3rd Shift
Asst. Bldg. Mgr.
Robert Elswick
Office: 202.633.7468
Cell: 202-528-666
Fax: 202-633-0299
E-mail: ElswickR@si.edu
Maintenance
Unplanned Work
WHAT DO I NEED TO KNOW?
Unplanned work consists of work that is not part of any planned maintenance (PM), scheduled or an in-house
maintenance project. Its relevance relates to funding and
manpower capabilities that divert resources from necessary
functions to properly operate a facility at or above SI standards.
Examples of unplanned work which results in a demand work
task are:
•
•
•
•
•
•
Environmental imbalance (hot/cold calls)
Break-down repairs
System failure repairs
Weather-induced activities (snow handling, etc.)
Any work that must be accomplished within 7 days of appearance/discovery
System alarms
OTHER USEFUL INFORMATION
The supervisor or lead trade mechanic is responsible for estimating all work,
depending on the complexity of the work. Cost estimating is to follow the
guidelines established by OCon as necessary. If
work is outsourced, the cost is greater than
$3,000, or it requires more than 40 man-hours, it
is to become a maintenance project. In this
situation, refer to the Maintenance Project
section of this manual for procedures to follow.
POINT OF
CONTACT
Work Management
Center
202.633.1560
WANT MORE INFORMATION?
•
•
OCON Estimating Procedures
Smithsonian COTR Handbook
91
Maintenance
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92
Operations
APPA Operation Guidelines
WHAT DO I NEED TO KNOW?
APPA's Custodial Staffing Guidelines for Educational Facilities
L
E
V
E
L
1
Orderly Spotlessness: This is the highest level of
cleaning. This level requires extraordinary standards of
cleaning such as hospital rooms and microchip manufacturing facilities.
2
Ordinary Tidine ss: This is the level at which cleaning
should be maintained. Lower levels for washrooms,
changing/locker rooms and similar type
facilities are not acceptable.
Casual Inattention: This is lower than normal expectations. While not totally acceptable, it has yet to reach an
unacceptable level of cleanliness.
3
4
Moderate Dinginess: Areas are becoming unacceptable and displays a lack of acceptable environment
cleanliness.
5
Unkempt Neglect: This is the final and lowest level.
The trucking industry would call this “just-in-time cleaning.” The facility is always dirty, with cleaning accomplished at an unacceptable level.
The Smithsonian Institution follows APPA's Custodial Staffing
Guidelines for Educational Facilities to evaluates their overall
appearance/general upkeep through the inspection of 4
major areas: Public areas, Office areas, Restrooms and
Exterior areas. Inspectors rate each area by assigning an
appearance level based upon set criteria while evaluating the
general upkeep of floors, horizontal surfaces, vertical
surfaces, lighting, plumbing fixtures and trash receptacles.
The APPA rating system levels are from 1 to 5 , with 5 being
the lowest rating. The Smithsonian Institution's goal is
appearance level 2: Ordinary Tidiness.
OTHER USEFUL INFORMATION
Inspections are conducted daily by the Facility Services
Supervisors and other trained and designated staff. Inspections
are automatically graded monthly. The total inspection ratings
roll up sheets have been provided
to each facility for use when
conducting inspections. Graded
inspection sheets should include
the date of inspection and which
specific area was inspected; prior to
turning in monthly total rollup
rating sheets to management. The
rating monthly roll up sheets are
forwarded to the management no
later than the first work day of the new month. The rollup rating data is then enter
into the Monthly Activity Report. Facility inspections act as a resource to determine
staffing level requirements and assist in achieving specific appearance levels.
The USGBC recently added credits for those institutions conducting an audit of
their facilities using APPA’s Custodial Staffing Guidelines for Educational
Facilities, recognizing buildings that have superior cleaning programs.
Institutions can earn up to two LEED points for using APPA's guidelines as part
of the Quality Cleaning section of LEED’s Operations and Maintenance guide to
determine the appearance level of the facility.
POINT OF CONTACT
Business
Operations
Division
Associate
Director
202.633.1569
93
Operations
Audio Visual Services
WHAT DO I NEED TO KNOW?
Procedures for requesting Audio Visual (AV) Services include:
•
•
•
•
•
Request for AV services must be submitted to the Central Audio Visual department
using the Central Audio Visual Request Form. The Audio Visual Request Form can be
found on the Audio Visual Website on PRISM.
All requests for services must include specific technical information and a valid
chart field number.
All Audio Visual Requests for services must be submitted 2 weeks prior to the actual
event date.
Customers will be notified within 48 hours if service can’t be provided.
Customers will receive a confirmation with-in 48 hours of their event date
verifying AV requirements requested.
REMEMBER!
Office Hours: 8:00am – 5:00pm
Program/Event Support: Provided
24 hrs 7 days per week
NMAH Location: BB054-MRC 0643
WANT MORE INFORMATION?
•
94
Audio Visual
POINT OF CONTACT
Office Manager
Audio Visual Office
202.633.3540
Operations
Building Automation System
WHAT DO I NEED TO KNOW?
The Building Automation System (BAS) handles equipment scheduling for tasks, such as turning sub-systems on and
off as required either by code or according to management requests. This helps ensure that the facility is operated
in a safe, comfortable and efficient manner.
Operator adjustments are made to handle such tasks as:
•
•
•
Changing the temperature and/or humidity
Turning on lights for events
Disabling security or fire alarm points for maintenance access
Monitoring, such as logging and trending temperature or humidity, is
done to control energy costs and provide management and customers
with the proper documentation for facility comparisons.
The Work Management Center (WMC) is the central control point for
the National Mall BAS. However, it does not monitor or exercise control
over all systems within SI facilities. As described in the Monitoring Alarms section, any critical alarms processed
through the WMC will be reported immediately to the building engineers on duty within the appropriate zone,
along with providing written confirmation to the appropriate supervisor and Building Manager.
REMEMBER!
Building Automation Systems (BAS) use
computer-based monitoring to control,
integrate, organize and optimize building
sub-systems, such as heating and cooling
equipment, lighting, fire alarms and security.
WHY IS THIS IN HERE?
The Smithsonian has a goal of maintaining museum spaces at 70 degrees +/- 4, and 45% relative
humidity +/- 8 % (with the appropriate seasonal variations) for the preservation of artifacts. The
BAS allows a way to automate and monitor actual conditions on a real-time basis.
WANT MORE INFORMATION?
•
•
Siemens
System Engineering Division Home Page
POINT OF CONTACT
BAS Branch Supervisor
202.633.1510
95
Operations
Building Service Operations
WHAT DO I NEED TO KNOW?
Building Services Workers (BSW) are required to work holidays and weekends and are normally scheduled to
perform activities predominantly during the day and evening shifts. The labor of a Building Services Worker consists
of both regularly scheduled routines and special project assignments. Holiday
coverage is limited to buildings which remain open and in regular use.
Due to the differences in building size and purpose, some duties will be
performed at different frequencies (e.g., daily in some locations, weekly in
others).
REMEMBER!
Employees are to report any discrepancies
they find in their areas to include faulty or
damaged equipment to either a supervisor
or through a service work order request.
WHY IS THIS IN HERE?
Within each zone BSWs are responsible for performing daily
custodial responsibilities involved with maintaining the appearance
of various public, exhibit, and office areas and by performing various
laborer functions. BSW must follow all safety guidelines, wear
appropriate PPE and attend training on Blood Borne Pathogens,
Hazardous Communications, and First Responder Awareness.
WANT MORE INFORMATION?
•
•
96
Association of Higher Education Facilities Officers
(APPA)
SI Safety Manual (Chapters 19, Chemical Handling and
Storage)
POINT OF CONTACT
Contact Your Zone’s
Assistant Building Manager
Operations
Emergency Preparedness
WHAT DO I NEED TO KNOW?
All OFMR employees must be prepared to respond to
emergencies. The following describes what should be
done with respect to emergency preparedness:
•
•
•
•
For water emergencies, cut the flow of water
off from the source (if possible).
For ice and snow emergencies, determine
which employees are available and necessary
to work during and/or after the event.
For fire emergencies, if the building alarms are
sounding, all employees are to evacuate the
building as quickly and safely as possible and
report to their designated rally points. Should
an employee encounter a small fire or
smoldering
material,
employee
may
voluntarily use the nearest portable fire
extinguisher to extinguish the hazard.
For gas leaks, report all unusual odors in the
building to your supervisor and the building
engineers.
REMEMBER!
OFMR employees are expected to come in to work
to assist during an emergency when called to do
so by their supervisors.
After resolving the immediate emergency, ensure
that a work ticket is created in Facility Center for
any damage resulting from the emergency.
WHY IS THIS IN HERE?
Should an employee happen upon an emergency situation, he or
she should contact security immediately to inform them of the
issue and then act quickly to safely minimize or prevent further
damage to the facility, exhibits and artifacts.
WANT MORE INFORMATION?
•
•
Disaster Management Plans (by building)
Smithsonian Institution Disaster
Management Program Employee
Handbook
POINT OF CONTACT
Building
Manager
97
Operations
Garden Furnishings and Artifacts
WHAT DO I NEED TO KNOW?
Smithsonian Gardens (SG) is responsible for SI’s Garden Furnishings and Horticultural Artifacts Collection which
includes numerous cast iron benches, urns and fountains on display throughout the Smithsonian gardens.
SG employees must be trained in the procedures for safely handling SG’s garden furnishings and artifacts to
prevent damage to these antique collection pieces. Despite their heavy weight, the cast iron pieces are susceptible
to breakage, especially if they are dragged or dropped. All garden artifacts are to be transported in crates, with
blankets and padding surrounding them, and each crate strapped in the vehicle before moving.
REMEMBER!
Only SG staff is authorized to move SG
garden furnishings. All other SI staff
must contact SG if any furnishing or
artifact in any of the Smithsonian
gardens needs to be moved from one
location to another.
WANT MORE INFORMATION?
•
98
SG Garden Furnishings
POINT OF CONTACT
SG’s Horticulture Collections
Management
202-633-5840
Operations
Green Cleaning Standards
WHAT DO I NEED TO KNOW?
Green Cleaning Standard
The Office of Facilities Management and Reliability is committed to
maintain the highest standards of cleaning as well as promoting
indoor air quality by implementing a thorough Green Cleaning
Program. To accomplish this level of commitment OFMR uses Green
Seal Certified chemicals that meet (GS-37) standard and other
environmentally friendly cleaning products.
Green Cleaning
Standards are used in all Smithsonian Institution buildings and
museums. Cleaning products must meet specific criteria regarding
their effect on human health and the environment. Green products
contain low concentrations of, or no, volatile organic compounds
(VOCs), which are chemicals determined harmful to humans and the
environment.
The paper products are free (PCF), hypo-allergenic, and contain no dyes or fragrances. Paper towels are made
from a minimum of 40% post-consumer content, toilet tissue has 20% post-consumer content, and facial tissue has
10% post-consumer content and meets standards GS-09 and GS-01 for products meeting the Green Seal and
environmentally safe product requirements. Trash receptacle liners are manufactured with 100% recycled resins
with a minimum of 30% post-consumer recycled material. Cleaning cloths and mops are microfiber. Microfiber
cloths and mops are revolutionary, environmentally friendly, and an extremely effective way to clean. Selected
colors are used to prevent cross-contamination.
All new equipment and at least 20% of equipment in meets green cleaning criteria. Vacuum cleaners, carpet
extraction and deep cleaning equipment meet the Carpet and Rug Institution standards. All powered floor
equipment sound level is less than 70dBA. Propane powered floor equip meets CARB or EPA standards for highefficiency and low emissions and sound level less than 90dBA. Automated scrubbing machines optimize or
eliminate the use of cleaning fluids. Battery powered equipment use gel batteries.
Powered equipment is ergonomically designed to minimize vibration, noise and user
fatigue. Equipment is designed with safeguards (rollers, bumpers)
to reduce potential damage to building surfaces.
WANT MORE INFORMATION?
•
•
•
•
•
•
•
Air Resources Board (California Environmental Protection
Agency)
Carpet And Rug Institute
Environmental Choice
Environmentally Preferable Purchasing (EPP) – Greening
Your Purchase of Cleaning Products: A Guide For Federal
Purchasers
Green Seal
GSA Green
U.S. Green Building Council
POINT OF
CONTACT
Business Operations
Division
Associate Director
202.633.1569
99
Operations
Ground Irrigation
WHAT DO I NEED TO KNOW?
The irrigation systems located on Smithsonian property is
controlled by a Maxicom Central Control System computer
program located at the Capital Gallery building. The Maxicom
system is comprised of several smaller systems located at each
museum and garden. The system is responsible for watering
the turfgrass and planting beds, as well as supplying the water
for any hand watering done with using hoses.
The irrigation system is operational from March 1- November
30. During this time period, the computer program runs the
irrigation systems on Smithsonian property starting at 1 a.m.
and ending by 7 a.m. (Actual start and stop times vary by
location). When the irrigation system is operational, monthly
inspections are conducted by the irrigation specialist and
irrigation instrument mechanic. Daily inspections are to be
done by Smithsonian Gardens (SG) staff. Any issues or concerns
SG staff has are to be reported to the irrigation supervisor.
REMEMBER!
The Irrigation Specialist and Landscape
Architect should be contacted in advance
of any construction activity that will occur
on a Smithsonian property when the
landscape will be impacted. This will
ensure that precautions are taken to
prevent the destruction of irrigation
components.
OTHER USEFUL INFORMATION
To be properly prepared and equipped,
all irrigation specialists who operate the
computerized irrigation system need to
be trained in Level 3 Maxicom. Any
person who operates any component of
the irrigation system manually, or
makes repairs, must be certified by an
irrigation specialist.
100
POINT OF CONTACT
Associate Director SG
202.633.5839
Operations
Loading Docks
WHAT DO I NEED TO KNOW?
Shipments that require assistance from OFMR
personnel must be scheduled in advance. OFMR will
assist in the loading and movement of all noncontract or/non-exhibit materials for use within each
building. Operating hours vary by building. Loading
docks are generally in operation Monday through
Friday. Note: The handling of special/unique
programmatic items may require the use of a
contractor.
REMEMBER!
When working in areas containing hazardous materials,
employees are responsible for ensuring safe handling,
storage and moving procedures are used. Employees
must wear appropriate PPE. When operating a Forklift,
truck or any other motorized equipment use of any
type of communication device is prohibited.
Supervisors Shall:
•
•
Ensure MSDS book is up to date with all chemicals that come through
the loading dock.
Ensure employees are trained on MSDS procedures in the event a
damaged chemical container is delivered or a spill occurs.
The following are minimum training requirements to operate a loading dock
safely:
•
•
•
•
•
•
•
•
Annual Safe Lifting/Back Injury Prevention
Blood Borne Pathogen Training
Hazardous Material Training
Slips, Trips and Falls
Worker Protection Standards
Hazard Communications
Personal Protective Equipment (PPE)
Forklift certification (if a forklift is required)
WHY IS THIS IN HERE?
Zone Managers shall appoint a Loading Dock Manager (typically an
Assistant Building Manager) for their zones. Loading Dock Managers
are to delegate responsibilities for oversight of loading dock
operations to appropriately trained staff. No deliveries will be made
to or materials removed from any (OFMR Managed) SI loading dock
unless appropriate OFMR personnel are present to oversee the
operation. All deliveries should be accompanied with a Property
Receipt.
WANT MORE
INFORMATION?
•
POINT OF CONTACT
OFMR Deputy Director
SD 404 Loading Dock Checklist
101
Operations
Material Handling and Storage
WHAT DO I NEED TO KNOW?
Supervisors shall:
•
•
•
•
•
•
Ensure hazard controls detailed in the SI OFEO Safety Manual are implemented;
Develop JHA’s as needed;
Ensure employees receive training prior to operating and
REMEMBER!
demonstrate they are competent to operate material handling
equipment;
All materials handling and storage
Allow employees to only operate material handling equipment
shall be performed in accordance
for which they have been trained/licensed;
with the requirements contained in
Ensure employees follow all safety requirements; and
the SI OFEO Safety Manual.
Ensure employees have and use personal protective equipment
Be aware of loading dock heights for
to include safety shoes and hard hats when moving objects that
trucks and equipment exiting and
are overhead and goggles when moving liquids that could pose
entering i.e. roll backs, dumpsters.
a splash hazard.
Employees shall:
•
•
•
•
•
Perform material handling operations and operate material handling equipment safely to prevent injury or
damage;
Inspect and perform safety checks on material handling equipment before each use to ensure equipment is
in proper working order and is appropriate for material being handled;
Report any deficiencies found during pre-use inspections to supervisor;
Not operate material handling equipment for which they have not been trained; and
Follow all safety requirements; use required personal protective equipment; and perform their duties
safely.
To be properly prepared and equipped, employees must have
completed appropriate training for any piece of equipment which they
use for the handling and/or for the safe lifting of materials. Motorized
material handling equipment requires that the operator to have a
training certificate/license. Employees servicing material-handling
equipment that requires fluids, such as fuels, lubes, hydraulic fluid, or
where the employee services batteries, etc., must have HazCom
training.
WANT MORE INFORMATION?
•
•
•
102
NFPA Standard 505, Powered Industrial Trucks Type
Designations, Areas of Use, Maintenance, and Operations
OSHA 29 CFR 1910 N, Materials Handling and Storage
SI Safety Manual (Chapters 13, Material Handling and Storage )
POINT OF CONTACT
OFMR Deputy Director
Operations
Monitoring Alarms
WHAT DO I NEED TO KNOW?
FMR has alarms in place for monitoring the following
systems:
•
•
•
•
•
HVAC
Lighting
Elevators
Fire Alarms
Security
Alarms are monitored by three different groups: Primary Operators, the Central Secondary Monitoring Group
(CSM), and Zone Alarm Monitoring Stations.
Primary Operators review, acknowledge, and respond to all building automation system (BAS) alarms in their
respective zones, 24 hours a day, seven days a week. Primary Operators must have fully functioning pagers or cell
phones.
The Central Secondary Monitoring Group, in an auxiliary capacity, reviews and contacts appropriate personnel in
response to unacknowledged BAS alarms during the second and third shifts and during weekends and government
holidays excluding delayed openings and closures.
REMEMBER!
When alarms occur, staff is to act with urgency
to correct the problem.
Critical alarms will vary by facility and should
be prioritized by your supervisor using input
from management and the facility customer.
When equipment cannot be corrected within a
reasonable period of time, notify supervisors
and the WMC. Supervisors are to notify the
appropriate Zone or Building Manager so that
the occupants can be notified if necessary.
WANT MORE INFORMATION?
•
•
Alarm Flow Process Charts
Work Procedures for Primary
Operators, CSM, and ZAMS
Zone Alarm Monitoring Stations (ZAMS) provide the shift
personnel a personal computer with BAS monitoring
software, an internet connection for interactions with the
Computerized Maintenance Management System (CMMS),
standard word processing and spreadsheet software, a
phone, and a call log and directory
binders.
Zones bear primary monitoring
responsibilities. During second and
third
shift,
weekends,
and
government holidays, CSM will
merely support monitoring efforts.
The Systems Engineering Division
(SED) provides this support during
first shift, Monday through Friday,
excluding government holidays.
POINT OF CONTACT
OFMR Deputy Director
103
Operations
Mowing Procedures
WHAT DO I NEED TO KNOW?
Smithsonian Gardens (SG) is responsible for maintaining the turfgrass surrounding the Smithsonian museums
located on the National Mall. The period of time during which the turfgrass requires the most care is from early
spring through late fall during the turfgrass ‘growing season’. Generally, SG awards an annual contract to a
landscape company to maintain the turfgrass during its growing season. SG will perform the mowing operations as
required for certain areas such as before or after the times covered by the contract, or in areas not covered by the
contract.
Before every mowing operation begins, equipment is to be inspected. The staff mechanic services all SG mowing
equipment during off-season months to prepare them for the upcoming year. Should any problems occur to any
piece of SG equipment during the mowing season, either the SG mechanic or certified turf equipment contractor
will perform the necessary work to fix the problem. The staff mechanic services all SG mowing equipment during
off-season months to prepare them for the upcoming year. Should any problems occur to any piece of SG
equipment during the mowing season, either
the SG mechanic or certified turf equipment
contractor will perform the necessary work to
repair the problem.
OTHER USEFUL INFORMATION
The contractors are to arrive on site at a time that allows
the mowing to be done before 9:00 am. They are to
edge curbs and sidewalks as well as string trim planting
beds, tree boxes, tree rings, signs, lampposts, or other
hardscape materials located in turfgrass areas. If a
museum requests that the mowing operation not take
place during a certain time, SG will notify the contractor
not to perform turfgrass maintenance until the next
regularly scheduled visit. If the turfgrass begins to
appear unsightly before the next visit, SG will perform the mowing duties.
104
POINT OF
CONTACT
The Supervisory
Horticulturist,
Grounds
Management
Operations
202.633.5028
Operations
Reimbursable Support
WHAT DO I NEED TO KNOW?
Museum, building, or Smithsonian Enterprises (SE) requests for services that
occur outside of normal business hours (e.g., for special events or extended
summer hours), or for services that are not considered part of normal facilities
operations, maintenance, or repairs, will be provided by OFEO employees
and/or by mutually approved contract on a cost-reimbursable basis. Service
requests shall be prepared in accordance with the provisions of SD 401, Support
Services Rate Schedule, and is updated annually. Facility managers are the first
point of contact for SI employees who wish to request, coordinate, or schedule
facilities services, and for arranging reimbursement for services performed.
REMEMBER!
Reimbursable Services must
be requested and approved
through the Building
Manager’s office within each
zone or department.
The Smithsonian Institution provides utilities for concessionaire operations within the museums on a costreimbursable basis. These policies and procedures are in accordance with agreements established between OFEO
and SE. The Energy Management Branch of the Systems Engineering Division is the OFMR unit responsible for
reimbursable utility metering and billing.
WHY IS THIS IN HERE?
Reimbursable services can be provided by OFMR staff in
accordance to Smithsonian Directive 401. These services may be
for Special Event Support or individual custodial, craft (i.e.,
electrical/plumbing), HVAC or audio visual services.
WANT MORE INFORMATION?
•
•
Reimbursable Rates SD 401, Support
Services Rate Schedule
Utilities Reimbursement
POINT OF
CONTACT
Business Operations
Division
Associate Director
202.633.1569
105
Operations
Service to Smithsonian Enterprises Spaces
WHAT DO I NEED TO KNOW?
To accomplish the SE mission relating to delivering, expanding, and improving upon high-quality products, media
content, and services for the Smithsonian visitors, OFMR recognizes that SE depends on the cooperation of and
collaboration with others and the Smithsonian, including OFEO/OFMR staff.
OFMR will maintain and keep in a reasonable state of repair those building systems and components necessary to
supply basic services such as electricity, water and other utilities to SE spaces. Beyond this maintenance to shares
areas or unimproved space, maintenance services are available on a reimbursable basis. Refer to the Reimbursable
Support section on the previous page and SD401 for the support service rate schedule.
OFMR will ensure utilities are provided and bill SE for utility use using meters or calculations to predict the costs.
OFMR is not specifically resourced to provide cleaning and labor services with SE space.
The specific locations OFMR provides un-reimbursed O&M services to are noted in Services to SE.
WANT MORE INFORMATION?
•
•
•
106
Un-reimbursed service locations
Reimbursable Rates SD 401, Support Services Rate
Schedule
Utilities Reimbursement
POINT OF CONTACT
Business Operations Division
Associate Director
202.633.1569
Operations
Snow and Ice Removal
WHAT DO I NEED TO KNOW?
The Snow and Ice Plan shall be implemented and coordinated by the Associate Director, Smithsonian Gardens (SG),
the Grounds Manager, Grounds Management Operations, or the designated Snow Plan Coordinator (SPC). Most of
the detailed responsibilities assigned in the snow removal plan can and should be accomplished during normal
working hours. However, it may be necessary, depending on conditions, for
REMEMBER!
SG to implement a portion of the plan prior to, or after normal tour of duty
hours.
It is the Secretary’s desire to
open all museums and support
SG will provide access on sidewalks (prior to opening hours), and parking lots
facilities quickly after each
(prior to 7 a.m.). Access must also be available for emergency equipment such
snow event. Please plan to
as fire, ambulance, etc. Fire hydrants will be kept open around museums.
begin clearing all areas soon
SAFETY IN SNOW REMOVAL OPERATIONS-SG will provide training to OFMR
after the snow begins falling.
Building Management Staff at scheduled sessions during the months of
October and November. The main focus of this training will be to identify and
review potential safety hazards associated with snow removal operations including the review of a Job Hazard
Analysis, equipment operation, proper use of ice melting chemicals and cold exposure (Chapter 43 OSHEM Safety
Manual).
The SG/SPC Jeffrey Schneider, Grounds Manager, Grounds Management Operations (GMO), located in the Capital
Gallery building, Suite 3300, phone 633-5028, shall be the reporting point for the SG snow and ice removal crew.
Jeffrey Schneider, Grounds Manager GMO (202-633-5028) will also serve as the overall coordinator of the various
Zone Manager/Building Manager snow removal operations in the various zones. Zone Managers, Building
Managers, and OPS Managers will be notified no later than 1:00PM of the day preceding a snow event of the
schedule of SG staff arrivals, based on the most current weather forecasts at that time. Zone Managers, Building
Managers and OPS Managers will schedule their staff, and notify all related offices accordingly. The SPC(s) shall be
in charge of snow and ice operations during regular working hours, off-duty hours, Saturdays, Sundays, holidays,
and during executive dismissal. Jeffrey Schneider will notify the OFMR Work Management Center line (633-1560),
Zone Managers, the OPS 24 hour line 202-633-3988, NASM OPS Control (202) 633-3977 and NMNH OPS Control
(202) 633-2086 of any changes to the scheduled hours during weekends and holidays.
The SPC will notify OPS of scheduled plans and when snow removal employees are scheduled to arrive early due to
forecasted weather reports and prior to the actual arrival of the storm. It will then be the responsibility of the SPC
to contact the needed personnel, equipment operations, and a mechanic in case of equipment failure as dictated
by prevailing weather conditions. The Grounds Manager, GMO will also notify all Zone Managers to ensure the
Zone Snow Plan is implemented and assigned Zone personnel are contacted.
During off-duty hours, it is the responsibility of the Night Manager (NM) for Office of Protection Services (OPS)
202-357-3116 to survey the weather situation, noting when the District of Columbia snow emergency plan goes
into effect; or any hazardous conditions for pedestrians or vehicles, such as a half inch of snow, icy sidewalks,
ramps, roadways, or parking lots. The OPS 24 hour Central Information Center line can be reached at 202-6333988 or 202-357-3116.
The NM will call the SPC Jeffrey Schneider (202-439-5630) as soon as he/she notes any of the above conditions at
the SI. If the SPC is not available, then the NM will contact the Alternates. The NM will continue to call until he/she
107
Operations
Snow and Ice Removal (cont’d)
reaches an available Alternate. The Alternate SPCs are: Brett McNish (202-438-5085), Jonathan Kavalier (202-439 5629), Stanley Hilton (202-438-6199), Randy Dudley (202-439-5632), Vickie DiBella (202-439-5627), Barbara Faust
(202-438-1824). Home phone numbers listed at the beginning of the Snow and Ice Removal plan should be called if
no contact is made on these cellular numbers.
The NM will also contact the Security Office at NMNH, NASM, NMAH, and the Garber Facility to ensure that
access is available to parking lots and loading dock areas for snow removal personnel to retrieve stored
materials.
During times of special events, such as the Presidential Inauguration, when security requires the involvement of
officers from other agencies or the Secret Service, this snow removal plan must be coordinated and be part of the
security planning for these events.
Procedures for Operable Bollards
The Office of Facilities Management and Reliability (OFMR) must contact OPS Central Information Center (CIC) who
will contact the Night Manager to initiate planning for OPS assistance during snow events. A four foot space
between the bollards provides ample room for snow blowers or manual snow removal. OPS must be notified in
the event that OFMR equipment exceeds this size, and/or requires lowering of the bollards for snow removal.
During the cold weather season, all security locks will be removed from the manual operable bollards.
OPS Managers will be notified no later than 3:00pm on the day preceding a snow event of scheduled Smithsonian
Gardens (SG) staff arrivals, based on the most current weather forecast at the time. The Snow Plan Coordinator
(SPC) will notify OPS of scheduled plans and when snow removal employees are scheduled to arrive early due to
forecasted weather reports and prior to the actual arrival of the storm. OPS Managers will ensure that a list of SPC
phone and cell numbers is available in each unit control room.
During Normal Security Operating Procedures (No National Threats Issued). Upon request of an authorized OFMR
staff, all manual bollards will be lowered (prior to 7:00am) to allow
Smithsonian Gardens staff access. All mechanically operated bollards will
be lowered as needed to provide access. OFMR staff will be responsible
for contacting OPS when work has been completed, so bollards can be
raised to the armed/locked position.
During Elevated Threat Alert: Warns of a credible terrorist threat against
the United States
Upon request by an authorized OFMR staff, an officer(s) will be
dispatched with a vehicle. The officer will lower the manual bollards and
once OFMR staff has been given access, the officer will utilize the vehicle
to block the area while snow removal is being conducted. Once work has
been completed the officer will raise the bollards to the armed/locked
position.
108
Operations
Snow and Ice Removal (cont’d)
During Imminent Threat Alert: Warns of a credible, specific, and impending terrorist threat against the United
States.
Bollards will not be lowered for snow removal or any other vehicular access. Threats during this alert period will be
of short duration.
During snow and ice events building steps, stairwells, and building decks at all buildings will be the responsibility
of the Building Managers and their assigned labor force. Building Managers should coordinate with the SPC to
ensure an efficient and safe operation. When the SPC has completed the removal of snow from assigned
sidewalks, ramps, and parking lots, the crews under his/her direction will aid Building Managers in cleaning steps,
ramps, and decks. Liquid deicers can be applied to main steps as a pre-event application at the request of facility
management. (Pre-event applications are dependent on the accuracy of weather forecasts. Building managers
should note that there will be some temporary discoloration of concrete and granite surfaces when applying
chemical deicers. The surfaces appear wet.
Other Important Safety Information.
This procedure involves the usage of several
forms of motorized equipment. HSD and
other OFMR employees are trained on how to
use these forms of equipment safely in a
public environment. All employees are to
follow all safety guidelines and wear
appropriate personal protective equipment
when operating equipment.
OTHER USEFUL INFORMATION
During snow and ice events building steps, stairwells, and building decks at all
buildings are the responsibility of the Building Managers and their assigned labor
force. Building Managers should coordinate with the SPC to ensure an efficient and
safe operation. When the SPC has completed the removal of snow from assigned
sidewalks, ramps, and parking lots, the crews under
his/her direction will aid Building Managers in
cleaning steps, ramps, and decks. Non-corrosive
liquid deicers can be applied to main steps as a preevent application at the request of facility
management. Pre-event application effectiveness is
dependent on the accuracy of weather forecasts.
• Snow and Ice Removal Snow Plan
POINT OF
CONTACT
Grounds Manager
202 633 5028
109
Operations
Tools and Equipment Inspections
WHAT DO I NEED TO KNOW?
Safe use of tools and equipment is everyone’s responsibility. Employees
must:
•
•
•
•
•
•
Know operating, inspection, and maintenance instructions
and warnings provided in the manufacture’s operating
manual.
Inspect equipment and tools before use, e.g. check the air
pressure in the tire, the condition of the belts and all fluid
levels per manufacturer’s requirements.
Not operate equipment or tools if in need of repair.
Be certain that the equipment and tools are repaired before they are used again.
Use attachments for intended purposes only.
Make sure that the equipment is properly equipped with the appropriate safety precautions such as guards.
(On motorized equipment, the load back-rest must be rated properly for the load to be transported.
REMEMBER!
Employees are to read and understand the O&M Manual for each piece of equipment before operating it.
All persons using tools have the responsibility to be safe and inspect all tools before and after use.
WHY IS THIS IN HERE?
All OFMR employees must properly inspect their tools and
equipment for any defects or flaws before and after use for
any defects or flaws. If any defects are discovered, such as
cracks, chips, worn handles, frayed electric cords, bad
guards, etc., report the defects to your immediate supervisor
promptly. Do not use tools or equipment that are defective
as it may lead to injuries or damage to SI property.
WANT MORE INFORMATION
For additional information on tool and
equipment inspections, consult your
immediate leader or supervisor.
110
POINT OF
CONTACT
OFMR Safety Manager
202.633.4581
Operations
Tree Care
WHAT DO I NEED TO KNOW?
The Smithsonian tree care program is in place to increase the vitality and health of Smithsonian trees, resulting in a
safer environment. Proper tree health reduces the chances of tree failure (broken branches, fallen trees, etc.), but
does not preclude tree failure from happening. Smithsonian Gardens (SG) is responsible for maintaining the trees
surrounding the Smithsonian museums in the Washington D.C. area. This is a year round endeavor, requiring
constant monitoring. Generally, SG awards a yearly contract to a local tree care company to maintain specific trees.
Nearly all of the trees on the Smithsonian Institution (SI) grounds are located in areas of high visitation, traffic, and
activity. Conducting tree care operations under these conditions requires the utmost attention to safety and the
ability to coordinate with Smithsonian Gardens, Museum and Security staff.
Smithsonian Gardens Responsibilities:
SG staff assigned to specific areas, buildings or museums are responsible for the following:
•
•
•
•
•
•
•
General care, watering, fertilization of all trees within area of responsibility.
Monitoring of pests, diseases, and damage of trees.
Evaluating health and general needs of trees.
Shaping and shearing of evergreen trees.
Light pruning including most work that can be done with pruners, hand saws, pole pruners, etc from the
ground or on ladders less than 9’ tall.
Notifying Tree Contract COTR of any maintenance or emergency contract tree work needed.
Emergency light ground work associated with mitigating storm damage and/or emergency hazards
associated with trees. Typically these hazards would be associated with branches that have a diameter of
less than 10” and that have completely fallen to the ground. (This usually requires the use of chainsaws.
Only staff trained in the proper use of chainsaws may do this work.)
SG Tree Contract COTR is responsible for the following:
•
•
•
•
•
•
•
•
•
•
Coordination of needed tree maintenance including heavy pruning, crown cleaning, corrective pruning, etc.
Monitoring trees for disease as well as coordinating the collection of samples for testing.
Coordination of the removal of hazards associated with trees and
the removal of stumps.
Coordination of mitigating storm damage and/or emergency
hazards associated with trees.
Coordination of large scope tree fertilization applications.
Coordination of tree spading activities not covered under specific
projects.
Performing regular inspections with contractor to determine
maintenance requirements.
Monitoring work of contractor.
Ensuring paperwork is submitted and filed for all work performed.
Yearly inventory and written tree assessment.
111
Operations
Tree Care (cont’d)
Tree Contract Specific Procedures
The contract is intended to augment the in-house work forces of the Smithsonian Gardens. The contractor will be called
upon to perform tree maintenance tasks beyond the capabilities of the in-house work forces.
The sites covered under this contract include the grounds of the 11 museums and surrounding display gardens located
on the National Mall. Additionally, the Donald W. Reynolds
Center (Patent Office Building), the Anacostia Community
Museum and sites in Maryland including the Museum Support
Center, Cultural Resources Center for the National Museum of
the American Indian and the Garber Facility.
In the event of tree failure(s) that results in the impediment of
pedestrian traffic on any sidewalk, roadway, parking lot, or other
surface; or creates an immediate hazard with the potential to
cause damage to any person, property, building or hard surface,
or existing plants; or impedes the regular operations of the
Smithsonian Institution museums, the contractor agrees to have
a crew of adequate personnel respond to abate the hazardous
situation within 4 hours of contact from the COTR.
The COTR will determine what tree failure(s)/hazardous
condition(s) require an immediate response and is considered an
emergency. The contractor will remain on the site until the COTR
has determined that the hazardous situation or impediment has
been resolved or that the regular operations of the museum can
continue. The contractor will return within 24 hours to complete
any remaining work.
In the event of a tree failure or emergency notify the following:
OPS for building
OFMR Work Management Center (202) 633-1560
SG Grounds Manager- Jeff Schneider (202) 439 5630
During an emergency, the Grounds Manager and the
Tree Contract COTR will determine whether the
situation can be mitigated by the HSD workforce or the
tree contractor. In most cases, the tree contractor will
be called in by the COTR immediately after notification
of a situation or emergency.
POINT OF
CONTACT:
Grounds Manager
202 633 5028
112
Operations
Vehicle Operations
WHAT DO I NEED TO KNOW?
All OFMR drivers must have a valid United States driver’s license to operate a government vehicle. Additionally,
any OFMR employee whom operates vehicles as a primary function of his/her job will complete the National Safety
Counsel Defensive Driver’s Course. Drivers can sign up
for the course by calling the OFMR Transportation Office
and making arrangements. Supervisors are responsible
for retaining appropriate records and maintaining the
dates of the training.
In the event of a vehicle accident, if there are serious
injuries, immediately call 911 for an ambulance and
Police. Call 311 for Police assistance if no injuries are
involved, and contact your immediate supervisor as soon
as possible. The supervisor of the employee that had the
accident should notify SI Risk Management as soon as
possible. Do not leave the SI vehicle unattended if
uninjured. If the SI vehicle is disabled, call the Vehicle
Repair Shop for towing assistance. Employees must
complete the accident form within two working days.
REMEMBER!
The Vehicle Repair Shop’s hours are from 7:30 am
to 4:00 pm Monday through Friday. If an accident
occurs outside Shop hours call M&N Towing at
301.423.4206.
WHY IS THIS IN HERE?
The Vehicle Repair Shop provides vehicle maintenance to the SI Fleet. The shop also provides road service
support in and around the Washington DC area. If an operator of a SI vehicle feels that the vehicle is in
need of maintenance, inform your immediate supervisor and the supervisor should call the Vehicle Repair
Shop for advice and to schedule a time to take the vehicle to the shop for maintenance.
WANT MORE INFORMATION?
•
SI Transportation
POINT OF CONTACT
Transportation Supervisor
301-238-1860
113
Appendices
A - Acronyms
B - Resources/References
C - Forms
D - PT&I Technologies
E - Smithsonian Directives (SD)
F - Sample Statement of Work
114
Appendix A
Acronyms
AAG
A/E
A/C
APPA
ASHRAE
ASME
AST
AV
AWS
AZFA
BAS
BGE
BM
BMAR
BOMA
BPA
BSW
CAD
CMI
CMMS
CSM
CFR
COTR
CRV
DASHO
DM
ECC
EMCS
EMZ
EO
EOC
EPA
EPM
FAR
FASAB
FC
Architects of American Gardens
Architect and Engineer
Air Conditioning
Association of Higher Education
Facilities Officers
American Society of Heating,
Refrigerating and A/C Engineers
American Society of Mechanical
Engineers
Above Ground Storage Tank
Audio Visual
American Welding Society
Aquarium and Zoo Facilities
Association
Building Automation System
Baltimore Gas and Electric
Building Manager
Backlog of Maintenance and Repair
Building Operations Maintenance
Association
Blanket Purchase Agreement
Building Service Workers
Computer Aided Design
Cleaning Management Institute
Computerized Maintenance
Management System
Central Secondary Monitoring Group
Code of Federal Regulations
Contracting Officer’s Technical
Representative
Current Replacement Value
Designated Agency Safety and Health
Official
Deferred Maintenance
Emergency Command Center
Energy Monitoring & Control System
East Mall Zone
Executive Order
Emergency Operations Center
Environmental Protection Agency
Electrical Preventive Maintenance
Federal Acquisition Regulation
Federal Accounting Standards
Advisory Board
Facility Center
FCA
FCI
FM
FPCP
FTE
FY
GAO
GMO
GPZ
GSA
HAZMAT
HCME
HSD
HVAC
HVS
IFMA
IAMFA
IDP
ITM
JHA
KPI
LCCA
LCD
LEED
LOE
LO/TO
LP
MAC
M&R
MCE
METR
MOA
MSDS
NAPE
NASM
NEC
Facility (Facilities) Condition
Assessment
Facility Condition Index
Facility Management
Fall Protection Competent Person
Full Time Equivalent
Fiscal Year
Government Accountability Office
Grounds Maintenance Operations
Gallery Place Zone
General Services Administration
Hazardous Material
Horticulture, Collection,
Management and Education
Horticulture Services Division
Heating, Ventilating, and Air
Conditioning
High Voltage Shop
International Facility Management
Association
International Association of
Museum Facility Administrators
Individual Development Plan
Inspection, Testing and Maintenance
Job Hazard Analysis
Key Performance Indicators
Life Cycle Cost Analysis
Liquid Crystal Display(s)
Leadership in Energy and
Environmental Design
Level of Effort
Lock Out/Tag Out
Learning Path
Maintenance Action Code
Maintenance and Repair
Motor Circuit Evaluation
Management Evaluation and
Technical Review
Memorandum of Agreement
Material Safety Data Sheet
National Association of Power
Engineers
National Air and Space Museum
National Electric Code
115
Appendix A
Acronyms
NFC
NFPA
NFPC
NIST
NMAH
NMNH
NMAI
NMZ
O&M
OC
OCIO
OCon
OEDC
OFEO
OFMR
OMB
OPD
OPPM
OPS
OSHA
OSEP
OSHEM
PAI
PC
PdM
PM
POC
PPE
PT&I
QA
QAE
QC
RAC
RAP
RBIT
116
National Finance Center
National Fire Protection Association
National Fire Protection Code
National Institute of Standards and
Technology
National Museum of American
History
National Museum of Natural History
National Museum of the American
Indian
North Mall Zone
Operations and Maintenance
Office of the Comptroller
Office of the Chief Information Officer
Office of Contracting
Office of Engineering, Design and
Construction
Office of Facilities Engineering and
Operations
Office of Facilities Management and
Reliability
Office of Management and Budget
Organizational Performance and
Development
Office of Procurement and Property
Management
Office of Protection Services
Occupational Safety and Health
Administration
Office of Special Events and Protocol
Office of Safety, Health and
Environmental Management
Permit Authorizing Individual
Priority Code
Predictive Maintenance
Preventive Maintenance
Point of Contact
Personal Protective Equipment
Predictive Testing & Inspection
Quality Assurance
Quality Assurance Evaluator
Quality Control
Risk Assessment Code
Rotational Assignment Program
Routine Building Inspection Team
RCI
RCM
RCRA
SBV
SCI
SD
SE
SED
SERC
SI
SIA
SIL
SIP
SMRP
SMZ
SOP
SOW
SPC
SPS
SR
SUZ
SWO
TAM
UNWZ
USRO
UST
WMC
WMZ
WO
ZAMS
ZM
Roof Condition Index
Reliability Centered Maintenance
Resource Conservation &
Recovery Act
Smithsonian Business Venture
System Condition Index
Smithsonian Directives
Smithsonian Enterprises
Systems Engineering Division
Smithsonian Environmental
Research Center
Smithsonian Institution
Smithsonian Institution Archives
Smithsonian Institution Libraries
Smithsonian Institution Press
Society of Maintenance Reliability
Professionals
South Mall Zone
Standard Operating Procedures
Statement of Work
Snow Plan Coordinator
Smithsonian Photographic
Services
Service Request
Suitland Zone
Service Work Orders
Total Asset Management
Upper Northwest Zone (Zoo)
Utility Systems Repair Operations
Underground Storage Tank
Work Management Center
West Mall Zone
Work Order
Zone Alarm Monitoring Station
Zone Managers
Appendix B
Resources/References
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
29 CFR 1926: Safety & Health for Construction http://www.osha.gov/pls/oshaweb/owastand.display_standard_group?p_toc_level=1&p_part_number=1926
Accountable Property Officer and Property Custodian Training http://prism.si.edu/ocfo/ocon/docs/property/Property_Managment/APO_and_PC_Training_Guide_9-09-11.pdf
Air Resources Board (California Environmental Protection Agency) - http://www.arb.ca.gov/
Alarm Flow Process Charts - http://ofeo.si.edu/offices/ofmr/systems/bas.asp
American Society of Heating, Refrigerating and Air-Conditioning Engineers - http://www.ashrae.org/
Asbestos Abatement – OSHEM Document
Asset Information - https://collab.si.edu/sites/OUSFAOFEO/OFEOSED/WMC/Building%20Equipment%20Asset%20Management/default.aspx
ASME Code B31.1 (Pressure Piping) - http://catalog.asme.org/Codes/PrintBook/B311_2007_Power_Piping.cfm
ASME Section I (Power Boiler) - http://www.asme.org/Codes/Section_I_Power_Boilers.cfm
Association of Higher Education Facilities Officers (APPA) - http://www.appa.org/
Audio Visual - http://ofeo.si.edu/offices/ofmr/mss/av/index_av.asp
Balanced Scorecard Institute - http://www.balancedscorecard.org/
Building Operations Maintenance Association (BOMA) - http://www.boma.org/Pages/default.aspx (©2011)
Carpet And Rug Institute - http://www.carpet-rug.org/
Clean Air Act - http://www.epa.gov/air/caa/
Code of Federal Regulations http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&tpl=%2Findex.tpl
Critical Building Systems Inspection Plans - OFMR shared drive in Critical System Drawing folder
Current Project’s List - OFMR shared drive
Design and Construction (OEDC) - http://ofeo.si.edu/offices/oedc/OEDC%20Administration.asp
Disaster Management Plans (by building) - http://ops.si.edu/disasterpreparedness.html
District Department of the Environment - http://ddoe.dc.gov/ddoe/site/default.asp
Electronic Data Management System - http://edmssql/default.asp (© Copyright 2008 ColumbiaSoft Corporation)
Energy Policy Act 2005 - http://www1.eere.energy.gov/femp/regulations/epact2005.html
Environmental Choice - http://www.environmentalchoice.com/en/certified/
Environmentally Preferable Purchasing (EPP) – Greening Your Purchase of Cleaning Products: A Guide For
Federal Purchasers - http://www.epa.gov/epp/pubs/cleaning.htm
Executive Order 13327 – Federal Real Property Asset Management – 2004 http://edocket.access.gpo.gov/2004/pdf/04-2773.pdf
Executive Order 13423, Strengthening Federal Environmental, Energy and Transportation Management http://ofee.gov/eo/eo13423_main.asp
FacilityCenter - http address is https://si-fmsapps.si.edu:8443/fclogin/authenticationGate?serviceUrl=/
FacilityCenter Instructions - http://prism.si.edu/ocio/fms/
FacilityCenter Reports - KPI reports on W: drive /KPI folder
Facility Condition Assessment Report FY2010 –
http://ofeo.si.edu/offices/ofmr/systems/docs/System_monitoring/Deferred%20Maintenance%20Final%202-1208%20(2).pdf
Facilities Project Management Handbook http://ofeo.si.edu/offices/oppm/docs/FPMH%20Manual%20Final%2003.26.07c.pdf
Generator Bi-Weekly Run Tests – SOP https://collab.si.edu/sites/OUSFA-OFEO/OFEO-SED/HV/gen/default.aspx
Green Seal – www.greenseal.org/
GSA Advantage - https://www.gsaadvantage.gov/advgsa/advantage/main/start_page.do
GSA Green - http://www.gsa.gov/Green
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Appendix B
Resources/References
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Handbook for the “Duty Electricians” - OFMR shared drive
Handbook for the “Duty Plumbers” - OFMR shared drive
Highlights of GAO-05-369 - http://www.gao.gov/new.items/d05369.pdf (April 2005)
HSD Garden Artifacts - http://sirismm.si.edu/siris/aagtop.htm
Individual Development Plan, IDP Form - http://ofeo.si.edu/offices/ofmr/docs/IDP.pdf
International Safety Equipment Association http://www.safetyequipment.org/
Job Hazard Analysis
Johnson Controls - http://www.johnsoncontrols.com/publish/us/en.html
Maintenance Action Code (MAC)
Maintenance News Website - http://www.maintenance-news.com/ (© Copyright 2003-2010 NetexpressUSA Inc.)
Making Small Purchases - http://prism.si.edu/ocfo/ocon/ocon_forms.htm
Maryland Department of the Environment - http://www.mde.state.md.us/
National Emission Standards for Hazardous Air Pollutants http://www.epa.gov/oecaerth/monitoring/programs/caa/neshaps.html
National Fire Protection Association - http://www.nfpa.org/
National Institute for Certification in Engineering Technologies - http://www.nicet.org/
NFPA 70, National Electrical Code - http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=70
NFPA 70E - Standard for Electrical Safety in the Workplace http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=70E
NFPA Standard 505, Powered Industrial Trucks Type Designations, Areas of Use, Maintenance, and Operations http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=505
NFPA 110: Standard for Emergency and Standby Power Systems http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=110&cookie%5Ftest=1
Notifier - http://www.notifier.com/
NY State Department of Environmental Conservation - http://www.dec.ny.gov/
OCIO HEAT System - http://prism2.si.edu/SIOrganization/OCIO/ITSupport/Pages/Help_Desk.aspx
OCON Estimating Procedures - http://ofeo.si.edu/offices/oedc/coste/index-coste.asp
OEDC Project Flow Chart – http://ofeo.si.edu/offices/oppm/docs/FPMH%20Manual%20Final%2003.26.07c.pdf
OEDC Project Submittal Request (SI Form 2773) - http://ofeo.si.edu/offices/oppm/docs/Form_2773.pdf
OFEO Capital Plan: Prism Homepage Under Reports - http://ofeo.si.edu/
OFEO Design Codes & Standards - http://ofeo.si.edu/design/dm_guide/index.htm
OFEO Maintenance Plan: Prism Homepage Under Reports - http://ofeo.si.edu
OFEO Security Handbook - http://ops.si.edu/
Office of Facilities Engineering and Operations (OFEO) - http://ofeo.si.edu/
Office of Facilities Management and Reliability (OFMR) - http://ofeo.si.edu/offices/ofmr/index_ofm.asp
Office of Planning and Project Management (OPPM) - http://ofeo.si.edu/offices/oppm/index-oppm.asp
OFMR Confined Space Entry Program http://ofeo.si.edu/offices/ofmr/mss/safety/docs/OFMR%20Confined%20Space%20Program.pdf
OFMR Confined Space Entry Plan- Within DC http://ofeo.si.edu/offices/ofmr/mss/safety/docs/Confined%20Space%20Entry%20Plan-%20Within%20DC.pdf
OFMR Confined Space Rescue Plan- Within DC http://ofeo.si.edu/offices/ofmr/mss/safety/docs/Confined%20Space%20Rescue%20Plan-%20Within%20DC.pdf
Appendix B
Resources/References
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OFMR Confined Space Entry & Rescue Plan – Outside of DC http://ofeo.si.edu/offices/ofmr/mss/safety/docs/Confined%20Space%20Entry%20&%20Rescue%20Plan%20Outside%20of%20DC.pdf
OFMR Electrical Safety Program - http://ofeo.si.edu/offices/ofmr/mss/safety/index_safety.asp
OFMR Job Hazard Analysis - http://ofeo.si.edu/offices/ofmr/mss/safety/safety_jha.asp
OFMR Learning Path - OFMR shared drive in the Training folder
OFMR Purchases, Travel & Reimbursement Manual - https://collab.si.edu/sites/OUSFAOFEO/OFRMDocs/Operations%20and%20Maintenance%20Manual/OFMR%20Purchasing_Travel_Reimbursement%
20Manual_2006.doc
OFMR Safety - LO/TO - http://www.ofeo.si.edu/safety_health/Safety_manual/Chapter_12.asp
OFMR Safety - Permits http://prism2.si.edu/Support/SafetyHome/Lists/Safety%20Office/AllItems.aspx
OFMR Safety - PPE (Gloves) - http://ofeo.si.edu/offices/ofmr/mss/safety/docs/ppe_%20chem_glove_chart.pdf
Operations KPIs - OFMR shared folder labeled “Monthly Activity Report”
OPS Handbook (Chapter 10) http://ofeo.si.edu/security/Security%20Handbook/SecurityHandbook.Rev11April2008.pdf
OSHA 29 CFR 1910 N, Materials Handling and Storage http://www.osha.gov/pls/oshaweb/owadisp.show_document?p_table=STANDARDS&p_id=10130
OSHA 3071 Job Hazard Analysis - http://www.osha.gov/Publications/osha3071.pdf ( 2002 REVISED)
OSHA -Fall Protection Standards - http://www.osha.gov/SLTC/fallprotection/standards.html
OSHA PPE Website - http://www.osha.gov/SLTC/personalprotectiveequipment/
OSHA Safety & Health Topics - http://www.osha.gov/SLTC/index.html
OSHA Standard 29 CFR 1910.147: LO/TO http://www.osha.gov/pls/oshaweb/owadisp.show_document?p_table=STANDARDS&p_id=9804
OSHEM - http://www.ofeo.si.edu/safety_health/oshem_home.asp
OSHEM Burn and Impairment Forms - http://ofeo.si.edu/safety_health/safety_manual_toc.asp
OSHEM Personal Protective Equipment – OSHEM Safety Manual Chapter 12
OSHEM Safety Manual - http://www.ofeo.si.edu/safety_health/Safety_manual/safety_manual_toc.asp
Personal Property Management Manual http://ofeo.si.edu/offices/ofeo/docs/ofeo_personal_property_training_manual.pdf
Personal Property Training for OFEO Property Custodians - http://prism.si.edu/ocfo/ocon/ocon_forms.htm
Personnel Actions - OFMR shared drive in the Admin SOP folder
Real Property Inventory - http://www.wbdg.org/om/rpi.php
Reimbursable Rates, SD 401, Support Services Rate Schedule - http://prism.si.edu/opmb/pdf/SD401appH.pdf
Reliabilityweb.com Network - http://reliabilityweb.com/
Resource Conservation and Recovery Act - http://www.epa.gov/epawaste/laws-regs/index.htm
Resource Leveling - OFMR shared drive
Safety Health and Environmental (OSHEM) - http://www.ofeo.si.edu/safety_health/oshem_home.asp
SD 109 Disaster Management Program (Appendix H) - http://prism.si.edu/opmb/pdf/SD109.pdf
SD 315, Personal Property Management Manual –
http://prism.si.edu/ocfo/ocon/docs/policy/sd_315_personal_property_management_manual_(8-25-11).pdf
SD 404 Loading Dock Checklist - http://prism.si.edu/opmb/pdf/SD404.pdf ( 11/14/06)
SD 410 Review Process - http://prism.si.edu/opmb/pdf/SD410.pdf
Security (OPS) - http://ofeo.si.edu/security/index-sec.asp
SED Roof Management - OFMR shared drive in SED folder
SG Garden Furnishings – http://www.gardens.si.edu/collections-research/furnishings-artifacts.htm
SI Drawing Repository - http://ofeo.si.edu/facilities/index-fac.asp
SI Safety Manual - http://www.ofeo.si.edu/safety_health/safety_manual_toc_pub.asp
SI Transportation - http://ofeo.si.edu/offices/ofmr/mss/transportation/trans.asp
Siemens - http://www.usa.siemens.com/en/
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Appendix B
Resources/References
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Smithsonian COTR Training/Handbook - http://prism.si.edu/ocfo/ocon/training/TRAINING_FY_2012.htm
Smithsonian Institution Disaster Management Program Employee Handbook - http://ops.si.edu/
Snow and Ice Removal Snow Plan - http://ofeo.si.edu/offices/ofmr/mss/horticulture/snow.asp
Solicitation of Bids Process - http://ofeo.si.edu/offices/oppm/docs/FPMH%20Manual%20Final%2003.26.07c.pdf
Solid Waste Disposal Act - http://www.epa.gov/osw/conserve/tools/cpg/pdf/rcra-6002.pdf
Sustainable Federal Facilities: A Guide to Integrating Value Engineering, Life-Cycle Costing, and Sustainable
Development. Federal Facilities Council Report #142 - http://www.wbdg.org/ccb/SUSFFC/fedsus.pdf
System Engineering Division Home Page - http://ofeo.si.edu/offices/ofmr/systems/bas.asp
Training Calendar - OFMR shared drive in Training folder
U.S. Green Building Council - www.usgbc.org
Utilities Reimbursement - http://ofeo.si.edu/offices/ofmr/systems/energy.asp
VESDA - http://www.vesdawholesale.com/ (© ICS 2008)
Virginia Department of Environmental Quality - http://www.deq.state.va.us/
WebTA Tutorial - http://prism.si.edu/erp/timelabor/webtafaq.asp
Whole Building Design Guide - http://www.wbdg.org/om/om_manual.php ( 11/09/2011)
Whole Building Design Guide - Life Cycle Cost Analysis (LCCA) 2008 Report by the National Institute of Standards
and Technology(NIST) – http://www.wbdg.org/resources/lcca.php (06/28/2010)
Whole Building Design Guide: Commissioning – http://www.wbdg.org/project/buildingcomm.php (06/11/2012
Work Management Center – https://collab.si.edu/sites/OUSFA-OFEO/OFEO-SED/WMC/default.aspx
Work Procedures for Primary Operators, CSM, and ZAMS – OFMR shared drive
Appendix C
Forms
PERMIT
Confined Space Entry
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/Confined%20Space%20Entry%20Permit.xls
Fire System Impairment
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/Fire%20System%20Impairment%20Permit.xls
Hot Work
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/Hot%20Work%20Designated%20(Fixed%20Area)%20Permit.xls
Hot Work (Designated) Fixed Area
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/Hot%20Work%20Designated%20(Fixed%20Area)%20Permit.xls
LO/TO SOP
Lock Out/Tag Out
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/OFMR%20LOTO%20Program%20(v4).xlsm
FORMS; SAFETY PPE
Safety Glasses
http://ofeo.si.edu/safety_health/docs/SI-480_safety_glasses.pdf
Safety Shoes
http://ofeo.si.edu/safety_health/docs/safety_shoes.pdf
Respirator
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/si_resp_form.pdf
FORMS; OTHER SAFETY
Injury Statement (Employee)
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/employee_injury_statement_form.pdf
Witness Statement
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/witness_statement_form.pdf
Unsafe/Unhealthful Employee Complaint
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/Unsafe.Unhealthful.doc
SI-2120; Occupational Injury/Illness Report & Ca-1; Notice of Traumatic Injury & Claim (Initiated by the
Supervisor in AIRS)
http://ofeo.si.edu/safety_health/airs.asp
Safety Orientation
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/form_safety_orientation.pdf
CA-2
http://www.dol.gov/esa/owcp/regs/compliance/ca-2.pdf
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Appendix C
Forms
CA-10 OPM Web Page for Additional Forms
http://www.dol.gov/esa/owcp/regs/compliance/ca-10.pdf
CA-16: Authorized Payment for Medical Treatment
(restricted form)
CA-17: Duty Status Report
http://www.dol.gov/esa/owcp/regs/compliance/ca-17.pdf
CA-20
http://www.dol.gov/esa/owcp/regs/compliance/ca-20.pdf
OFMR Confined Space Reclassification Form
http://ofeo.si.edu/offices/ofmr/mss/safety/docs/Permit-Required-Confined-Space-Reclassification.docx
OSHA Form 300: Log of Federal Occupational Injuries and Illnesses
http://www.osha.gov/recordkeeping/new-osha300form1-1-04.pdf
SI 3712: Smithsonian Vehicle Accident Report
http://prism.si.edu/pdf/siforms/SI-3712-VehicleAccident-ReportForm-Fillable.pdf
SI 2773: OEDC Project Submittal Request
http://ofeo.si.edu/offices/oppm/docs/Form_2773.pdf
New Asset Inventory Form
OFMR Shared Drive
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Appendix D
PT&I Technologies
Airborne Ultrasound uses equipment that senses high frequency sounds produced by air/gas leaks, electrical emissions
and mechanical operations. The test equipment translates these sounds down into the audible range by an electronic
process called heterodyning where they are heard through headphones and observed as intensity increments, typically
decibels, on a display panel. In addition, the heterodyning process enables users to record sounds either on-board the
instrument equipped for this process or by connecting an airborne ultrasound detector to a recording device. These
recorded sounds can then be used for sound analysis in spectral analysis software.
The Smithsonian Institution currently uses the airborne ultrasound technology to conduct mechanical and electrical
inspections in addition to airborne leak surveys of compressed air systems, gas, steam, and negative pressure (vacuum)
systems.
Infrared Thermography (IR) is the process of acquisition and analysis of thermal information from non-contact thermal
imaging devices. Thermography means ‘writing with heat”, just like photography means “writing with light”. The picture
that is generated is called a thermogram or thermal image. “Infrared” is what makes it non-contact.
OFMR currently uses infrared thermography to conduct non-destructive testing of our electrical and mechanical systems
as well as conducting building envelope, roofing and water intrusion surveys.
Laser Shaft Alignment is a sophisticated technology used to determine the collinear condition (alignment) of the pump
and motor shafts. Laser alignment is used to correct the offset and angularity (misalignment) of the shafts.
The Smithsonian Institution currently uses laser shaft alignment to precisely align all pumps and motor shaft assemblies.
Laser Sheave Alignment is the process of mounting a tool magnetically against the inside of a sheave (pulley) and
targets against the face of the opposite sheave. The laser–line projected from the end of the tool into the targets allows
the user to quickly ascertain and correct angular and offset misalignment between the pulleys.
The Smithsonian currently uses laser sheave alignment to precisely align all belt-driven equipment.
Motor Circuit Analysis (MCA) is a sophisticated testing and analysis technique used to determine the condition and
detect hidden anomalies in the motor power circuit before catastrophic motor failure can occur. Results of the test are
used to schedule additional testing and/or motor repair or replace before critical outages impact safety and/or mission.
Failure to follow recommendations may result in system outage, fire, and/or injury.
Oil Analysis is the routine activity of analyzing lubricant properties and suspended contaminants for the purpose of
monitoring and reporting timely, meaningful and accurate information on lubricant and machine condition.
The Smithsonian Institution currently uses oil analysis to test the emergency generators on a semi-annual basis and
hydraulic elevators on an annual basis. Other uses such as chiller oil are tested on an as needed basis.
Vibration is a repetitive motion of a machine or structure about an equilibrium position that is usually visually
undetectable but is detectable by touch and sometimes can be heard. Most machine’s vibration is periodic which means
that it repeats itself in distinct time intervals (periods) with plus and minus excursions from an at-rest point. The time
interval of repeatable motion is often related to the speed of the machine.
The Smithsonian Institution currently uses the vibration technology to monitor all critical rotating equipment. Once the
data has been collected, trending software compares current data against past data and quickly identifies changes,
deterioration or conditions associated with equipment failures.
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Appendix D
PT&I Technologies
There are currently 21 Smithsonian Directives (SD) related to OFMR. Of the 21, there are 7 SDs that OFMR has direct
responsibility for. The remaining 14, listed below, are the responsibility of OFEO and affect OFMR employees. These
directives are available on the SI PRISM website.
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SD 209 – Smoke-Free Environment
SD 212/213 – Federal and Trust Personnel Handbooks & Chapters related to Personnel Security
SD 217 – Policy on Violence in the Workplace
SD 218 – Drug and Alcohol Testing and Medical Exams
SD 219 – Travel Immunizations
SD 220 – Occupational Health Services
SD 221 – Exposure Control Plan for Bloodborne Pathogens
SD 223 – Drug Testing for Designated Security Employees
SD 402 – Mail Management
SD 403 – Transportation Services
SD 406 – Property Pass System
SD 411 – Smithsonian Institution Parking Program
SD 416 – Real Estate Asset Management
SD 420 – Security Operations and Policies
OFMR employees should become familiar with the general principals of each of these directives as they relate to their
job-specific responsibilities.
OFEO SD outside of OFMR’s Responsibility:
SD 109 - Disaster Management Program
Issued: 2/8/05 - Describes the SI-wide Disaster Management Program and requirements for an Institutional Master Plan
and unit-level emergency/disaster management plans.
SD 404 - Facilities Management
Issued: 11/14/06 - OFEO provides facilities engineering, operations, and maintenance services to all Smithsonian
museums, buildings, and grounds. This directive outlines broad policy and responsibilities for facilities management
services.
SD 410 - Facility Construction and Improvement Projects
Issued: 4/2705 - Establishes authorities and responsibilities associated with facility building programs as delegated by
the Secretary of the Smithsonian Institution.
The Director, OFEO, is the designated Smithsonian code official who is delegated the responsibility for the planning, real
estate management, design and construction services of SI. All facility-altering projects are managed by or through
OFEO. This is applicable to all units, museums, and other Institution organizations.
This directive is to ensure an appropriate level of quality standards to:
• Maintain the safety, health and welfare of Smithsonian visitors and staff;
• Protect, preserve, conserve, and secure the Smithsonian collections;
• Support the special needs of scientific programs;
• Preserve the Smithsonian buildings and their historic integrity;
• Assure that all construction is coordinated and tracked through a central source; and
• Promote accurate record keeping.
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Appendix E
Smithsonian Directives
SD 414 - SI Energy Management Program and Water Supply Emergency Plan
Issued: 7/14/04 - Establishes basic Smithsonian energy management policy and assigns responsibility for
administering a comprehensive energy management program. The program includes all energy use and
conservation techniques designed to meet the current and future energy needs of SI.
SD 418 - Smithsonian Institution Historic Preservation Policy
Issued: 4/18/05 - Establishes policy for carrying out the Institution’s commitment to protect and preserve those
Smithsonian buildings, structures, and sites in its care that contribute to our national cultural heritage.
The Smithsonian’s responsibility for its museum buildings and other facilities requires a continuing program of
maintenance, repair, renovation, and restoration. Many SI buildings are significant National Historic Landmarks in
their own right and are listed on or eligible for inclusion on the National Register of Historic Places.
Maintenance and preservation of these buildings and facilities is one of the Institution’s highest priorities. This
priority reflects the Smithsonian’s recognition of its unique role as trustee for present and future generations.
SD 419 - SI Safety and Health Program
Issued: 10/30/06 - Sets forth the policy of SI to provide a safe and healthful environment for its staff, volunteers,
visitors, and collections. The policy is consistent with the requirements of the following:
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The Occupational Safety and Health Act of 1970;
Executive Order 12196, Occupational Safety and Health Programs for Federal Employees;
National fire codes published by the National Fire Protection Association (NFPA);
The Environmental Protection Agency (EPA);
The Nuclear Regulatory Commission (NRC); and
Other applicable federal, state, and local safety and health regulations
SD 422 - Sustainable Design of Smithsonian Facilities
Issued: 11/13/06 - Affirms SI’s commitment to being a responsible environmental steward through the
consideration of the environment in its facilities operations. This commitment is manifested by incorporating
principles of sustainability and energy efficiency into all of its building projects through the practice of designing,
constructing, procuring, operating, maintaining, and removing buildings in ways that conserve natural resources
and reduce pollution.
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Appendix E
Smithsonian Directives
SCOPE OF WORK
The contractor shall provide all supervision, labor and material needed for an annual maintenance program and
service agreement for listed mechanical equipment. Refer to Attachment No. 1 titled “Equipment List” for
equipment classifications, equipment locations and quantities, and frequency and type of maintenance requested.
STATEMENT OF WORK
The Smithsonian Institution (SI) desires to receive priority scheduling, repair and replacement service on covered
equipment, discounted labor rates on non-covered service calls, etc..
The Contractor must be able to provide 24 hour emergency service with a 4 hour maximum response time. It is the
contractor’s responsibility to inspect the site and familiarize him with all aspects of the work and the conditions
under which the work will be performed.
CONTRACTOR’S STAGING AREA
The contractor shall coordinate with the COTR regarding the use of area for staging and storage of materials and
equipment.
OCCUPANCY OF PREMISES
The SI premises will be occupied during the performance of the work under this contract. The contractor shall
maintain safety precautions to protect the tenants from falling debris and other hazards, provide signs and
barricades. Keep driveways and entrance clear at all times.
HOURS OF WORK
Work under this contract may be performed during the normal business hours of 6:30 am to 5:00 pm, Monday
through Friday. Off hours work is allowed as necessary or as scheduled.
UTILITY
Contractor’s personnel will be permitted to use toilet facilities on the premises.
SAFETY AND SECURITY
The Contractor and his employees will be required to comply with security regulations imposed by the Smithsonian
Institution. Daily check in is required. Appropriate Personal Protective equipment shall be utilized by all
contractors’ personnel. The Contractor shall provide safety barricades and signs as needed to keep facility staff
protected.
DEBRIS CONTROL AND FINAL CLEAN UP
In addition to general daily clean up, the contractor shall remove the debris resulting from job from the site.
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