Service Level Commitment

In consideration of current financial challenges for FY24/25 there will be reprioritization of services and response. As always, our first priorities will be to address those items that are considered Safety or Compliance related. Those items are:

• Fire Life and Safety
• Compliance with the following mandates:
  • EO 847 - Policy Statement on Facilities Management
  • California State University Sustainability Policy
  • EO 1000 - Delegation of Fiscal Authority and Responsibility
  • SUAM 9700 - State University Administration Manual - Construction Management for Public Works Contracts
  • CSU Mandated Audits
  • State of California and other regulatory audits by outside agencies
• President’s Climate Commitment to Sustainability
• Strategic Values
  • Fresno State Core Values (Exploration, Excellence, Inclusion, Community)

All other service requests outside of Safety and Compliance will be reviewed on a case by case basis, and either scheduled for completion or classified as deferred maintenance. We thank you in advance for your patience and understanding. This applies to both State & Non-State (EO1000) campus entities.

I. SLC Overview

The Service Level Commitment (SLC) summarizes services the Facilities Management provides to the general campus community (State and Non-State/Auxiliary) in accordance with State University Administrative Manual (SUAM) 9700 and Executive Order 847, which outlines Facilities policies regarding facilities maintenance (routine, scheduled, deferred) and capital renewal of facilities, utility infrastructure, roads, and grounds. The California State University Sustainability Policy guides our efforts when it comes to maintenance and construction, and how we apply energy conservation and sustainable practices for the University. Executive Order 1000, Delegation of Fiscal Authority and Responsibility, guides our efforts as we work with campus groups that are considered “Auxiliary/Non-State.” Executive Order 672, Delegation of Capital Outlay Management Authority and Responsibilities requires delegated authority to manage the capital outlay process from project design through construction and to comply with all applicable statutes and regulations. (See Appendices B-J for links to Executive Orders and SUAM– page 18 and 19).

Groups deemed as “State funded” will get “Routine Maintenance” services at no charge. State funded groups will only pay for services deemed as “Non-Routine Maintenance” and/or “Projects.” Non-State/Auxiliary groups, per Executive Order 1000, will need to pay for “Routine Maintenance” through the cost recovery plan as identified by Administration and Finance. “Non-Routine Maintenance” and “Projects” will be billed separately. Departments paying cost recovery through EO 1000 will have additional considerations as required by their unique operational business needs

Delegation of Fiscal Authority and Responsibility

II. The Purpose of this SLC is to

• Provide governing CSU mandates as related to Facilities Maintenance and services.
• Provide and clarify how State University Administrative Manual (SUAM) and Executive Orders guide and determine our services.
• Define Facilities Management’s role in supporting Fresno State’s Strategic Plan.
• Identify what activities are considered “Routine Maintenance” and part of our “Routine Maintenance / Baseline Services.”
• Clarify services and/or items deemed as “Non-Routine Maintenance”
• Provide cost recovery rates and associated fees
• Define “Projects,” budgeting, timeframes, and schedules
• Define Pre-Construction and Construction phases
• Clarify fee amounts for “Minor Cap and Major Cap” projects

III. Fresno State Strategic Plan

1A. Enhance Students’ Personal Well-Being and Professional Fulfillment: Fresno State is committed to providing an unmatched experience for students, so they can discover themselves and achieve their greatest potential. This begins with championing a culture of higher education within our region, supporting youth of all backgrounds to see themselves as college-bound students and making higher education accessible for all. With a commitment to fundamental needs, mental health, academic excellence and career success, Fresno State will be the “university of choice,” preparing the next generation of leaders in our region and beyond.

1B. Enhance Faculty and Staff’s Personal Well-Being and Professional Fulfillment: In order to best serve our students, Fresno State must invest in supporting faculty and staff. Faculty and staff are at the forefront of student success, and their satisfaction and involvement fosters a positive institutional culture. Supporting faculty and staff starts from day one, when they are recruited and onboarded, and the support must continue throughout their careers. 

2. Bridge Campus and Community: Connection to the community is key to a strong Fresno State. Enriching the relationships we have with others, enhancing our ties to community partners and elevating the university’s brand are essential to advancing the university to greater heights.

3A. Cultivate Regional Progress and Global Impact by Enhancing Instruction: Academic excellence is central to Fresno State. Hands-on learning experiences, as well as flexible, accessible educational opportunities that are aligned with employment trends, will allow students to succeed in the classroom and in their careers after graduation.

3B. Cultivate Regional Progress and Global Impact by Enhancing Research: Fresno State will champion our Carnegie designation of R2, which reflects significant growth in research activity. We are committed to developing operational structures and providing resources that will allow our talented faculty and staff to advance research, innovation and creative work.

4. Modernize Facilities, Infrastructure and Technology: To nurture students’ creativity and academic success, we must provide the space for all to flourish. This means ensuring Fresno State has the best possible infrastructure to support their needs, along with the needs of faculty, staff and community members.

5. Embody Full Inclusivity and Belongingness: Fresno State is committed to advancing equity, diversity and inclusion in all that we do. It starts with strengthening the sense of belonging and fostering a culture that believes our differences are sources of strength. By advancing training programs and student support initiatives, the university will be a leader in promoting an environment where all can thrive.

IV. Facilities Management - Communication, Transparency and Teamwork

Fresno State Facilities Management is committed to providing a safe, efficient, and sustainable environment that supports the operational needs of our campus community. We strive to enhance the learning environment for all faculty, staff, and students by maintaining high standards of cleanliness, functionality, and responsiveness, while fostering innovation and sustainability in our practices.

V. SUAM 9700 and EOS' 672, 847, CSU Energy Sustainability Policy, and 1000 Definition

Work performed on CSU facilities is categorized as either as “maintenance” and performed in accordance with ICSUAM 5000, Policy Manual for Contracting and Procurement or a “project” and performed in accordance with State University Administrative Manual (SUAM) 9700:

Facilities Management is also mandated by EO 847 to provide ongoing building and campus related services:

Facilities Management is funded to provide basic component repairs. Any major maintenance repairs/mechanical equipment replacement will require seeking one-time funds from the University reserves or funds through non-state means. Availability of funds is determined by the priorities and needs of the campus. Operations and Maintenance also includes the scheduled and preventive maintenance performed to ensure peak efficiency and minimal deterioration leading to completion of successful life cycle operations for major facility systems. Such actions include, but are not limited to, inspection, adjustment, lubrication, testing, analysis, and minor repair and replacement of components on scheduled frequencies. This work is repetitive within a one-year cycle.

The following executive orders and policies also need to be implemented:

• Maintenance (SUAM 9700) includes: (1) Routine, recurring and usual work for the preservation, protection and keeping of any publicly owned or publicly operated facility (plant, building, structure, ground facility, utility system, or any real property) for its intended purposes in a safe and continually usable condition for which it has been designed, improved, constructed, altered, or repaired. (2) Carpentry, electrical, plumbing, glazing, [touch up painting,] and other craft work designed to preserve the publicly owned or publicly operated facility in a safe, efficient and continuously usable condition for which it was intended, including repairs, cleaning and other operations on machinery and other equipment permanently attached to the building or realty as fixtures.
• Project (SUAM 9700)includes the erection, construction, alteration, painting, repair, or improvement of any state structure, building, road, or other state improvement of any kind. Project includes a project located on California State University property and performed pursuant to a contract entered into or awarded by an auxiliary organization, as defined in Section 89901 of the Education Code, and funded in whole or in part by public funds.
• Operations and Maintenance (EO 847): Activities required for ongoing, routine operations, and maintenance of a building. Operations and maintenance activities include the routine work necessary to keep state-supported facilities, utility infrastructure, roads, and grounds in good repair, appearance and operating condition. This work includes maintaining, operating, and repairing utility systems, e.g...., electricity, water, gas, heat, ventilation, air condition, plumbing, sewage, and elevators. It also includes maintaining and repairing basic components of campus building and grounds, e.g.... foundations, walls, roofs, stairs, ceilings, floor, floor covering, wall covering, doors, windows, hardware, turf, sidewalks, streets, ancillary facilities or equipment that support basic building operations, and routine custodial services.
• Deferred Maintenance (EO 847): Work that has been deferred on a planned or unplanned basis due to lack of funds in the annual budget on building components that have not reached their expected life cycle. Routine maintenance, renewal, and/or replacement of building systems or portions of systems (elements of grounds and infrastructure) that is not regularly performed will create a deferred maintenance backlog.
  Such items that are deemed as “deferred maintenance” will be classified as such in our work order system. These items will be reviewed on a regular basis.
• Capital Renewal (EO 847): The systematic replacement of building and utility systems to extend their useful life. All systems, or parts of systems, are assumed to have useful life, after which they must be replaced completely. This is true even if they are maintained regularly. Capital Renewal projects focus on maintaining the operability, suitability, and value of capital assets through the replacement and rework of those components of a building that extend the building beyond its original life cycle. Life cycle factors include age, climate and location, quality of original construction, use and abuse, natural factors, and level of investment.
• Direct Costs (EO 847): Costs that can be readily assigned to a particular cost objective with a high degree of accuracy. [Examples: materials, labor].
• Indirect Costs (EO 847): All costs that are not direct such as support personnel, management/supervisory personnel, transportation, etc. Indirect costs do not have a direct relationship to the production being done but are related to the ability of the facilities department to do work. [Examples: office and field related expenses such as work control, permits, invoicing, project and administrative support, miscellaneous department fees, equipment, supervision, and training].
• Resources (EO 847):General funds or other appropriate fund sources made available to complete the basic mission of the facilities department. This includes, but is not limited to, all in-house labor, contractor support, and related resources to complete the facilities maintenance task.
• Service contract (EO 847): Means any contract for services in connection with a project other than a project contract, and includes, but is not limited to, contracts for architectural, engineering, planning, testing, general studies, or feasibility services. Facilities Management has a number of service contracts with outside vendors to maintain and repair elevators, fire and life safety equipment.
• California State University Sustainability Policy: Implementation of the California State University Board of Trustees' energy conservation, sustainable building practices, and physical plant management policy. This sustainability policy reaffirms the need to conserve. It encourages campuses to continue to adopt an integrated design approach that includes sustainable materials and practices. It also requires new goals for energy conservation, and the purchase and generation of renewable power.
• Building Energy Efficiency Standards 1805.3: Observe and implement building energy efficiency standards to reduce wasteful and unnecessary energy consumption in newly constructed and existing buildings and to achieve energy efficiency and preserve outdoor and indoor environmental quality. The underlying goal is to lower energy costs and reduce greenhouse gases.
• Delegation of Fiscal Authority and Responsibility (EO 1000):Ensure that costs incurred by the CSU Operating Fund for services, products, and facilities provided to other CSU funds and to Auxiliary Organizations are properly and consistently recovered with cash and/or a documented exchange of value. Allowable direct costs incurred by the CSU Operating Fund shall be allocated and recovered based on actual costs incurred. Allowable and allocable indirect costs shall be allocated and recovered according to a cost allocation plan that utilizes a documented and consistent methodology including identification of indirect costs and a basis for allocation. The campus Chief Financial Officer, or designee, shall annually approve and implement the cost allocation plan.

VI. Priority of Work

Turnaround time for work orders can vary due to: size, scope, procurement and contracting of goods/services, material lead times, time of year, campus events, volume of work, student needs, budgetary funding availability, and other related events. To provide fair and reasonable expectations which is based upon available resources, the following identifies the level of general priority placed on work requests:

Service Types and Cost (Sections VIII, IX, X)

VII. APPA – Facility Operational Standards and KPIs

Within our current base-level standards, as defined by APPA (Association of Physical Plant Administration), Fresno State Facilities Management currently operates at an APPA Level 4.

VIII. Routine Maintenance / Baseline Services

Self-supports and auxiliaries may have additional considerations for their guidelines based on their unique operational needs, quantities, and building components which may adjust/extend this list below.

Routine Custodial Services (non-billable):

1. Individual faculty office trash and recycling will be collected one time per week.
2. Departmental, common areas, and instructional/lab space trash and recycling will be collected daily.
3. Paper supplies replenished on a consistent basis (toilet paper and paper towels)
4. Soap dispensers replenished on a consistent basis, including repairs and replacement of dispensing units as needed.
5. Routine cleaning of main entry glass doors.
6. Care and cleaning of all flooring types including vacuuming carpets, cleaning of entry walk off mats, general sweeping, and mopping as needed.
7. Spot cleaning, stain removal of flooring as required.
8. Pressure washing of pedestrian hardscape pathways and exterior graffiti removal on an as needed basis.
9. Trash/waste/litter removal campus wide.
10. Maintain hardscape areas including litter control and sweeping of parking lots and roadways.
11. Emergency cleanup as required.

Routine Grounds Services (Regular and Ongoing)

1. Mowing, edging, blowing, weeding, fertilization of athletic fields.
2. Care and maintenance of campus trees, shrubs and lawns.
3. Tree pruning to include height control, light and safety clearances, and structural pruning for health and care of trees.
4. Trimming of bushes and hedges to include sites near fire life safety and ADA features.
5. Planting of drought tolerant plants.
6. Irrigation repair, maintenance, and inspections.
7. Landscape leaf removal and storm drain maintenance.
8. Pest management.

Building Maintenance

1. Maintenance and repair of plumbing systems, storm drains, domestic water supply, sanitary sewer, clarifiers, and floor drains.
2. Maintenance and repair of building HVAC systems, air conditioning units, and chilled water systems.  
3. Maintenance and repair of electrical, building and office lighting fixtures (does not include personal lamps). .
4. Maintenance and repair of building automation controls and energy management systems.
5. Maintenance and repair of emergency electrical power for equipment, standby emergency power and lighting, and major uninterrupted power supplies for buildings (not individual offices).
6. Maintenance, repair, and replacement of existing domestic, chilled water, heating hot water, valves, and reclaimed water supply lines.
7. Maintenance, repair, replacement, inspection, and certification of life safety systems to include fire alarm systems, and fire sprinkler and minor suppression systems.
8. Maintenance and minor repairs of building common area walls and ceilings (patching and painting), acoustical ceiling tile, and flooring. Costs for major repairs that exceed budget limitations will be reviewed.
9. Maintenance and repair of other building common area items such as toilets, partitions, fixtures, countertops, mirrors, water filling stations/fountains, and accessories.
10. Maintenance and repair of doors, door hardware, locks, automatic operators, and electronic card swipe readers.
11. Maintenance and repair of sidewalks and pathways.
12. Repairs due to leaks from room or plumbing/mechanical systems.
13. Maintenance work covers normal "wear and tear."
14. Key requests for new employees and vendors/supplies which includes making brass keys, uploading data to electronic readers, programming new access controls, or troubleshooting card issues or equipment malfunctions.
15. Painting of classrooms, hallways, building lobbies, corridors, offices, and common space on the established timeframe to include standard colors used for that building. Time frame includes refreshing approximately every seven to ten years.
16. Painting of individual offices and departmental space is completed once every 10 years or as resources are available.
17. Maintain pools, spas, and water features.
18. Maintenance and repair of mechanical exhaust infrastructure for academic fume hoods.

Special Use Systems and Equipment

Special use system applies to systems that support the unique operations of a department utilized by occupants of a building, not common to most campus buildings, and not considered part of facility infrastructure. Special use components may have been provided at initial construction or added to accommodate a change in university programs, occupancy or objectives. The funding sources utilized to fund this initial purchase and installation has no bearing on the financial responsibility for ongoing maintenance, repair or replacement of such systems. These systems are not typically used by all occupants of a building and are not common to most campus buildings.

Departments are responsible for all labor and material costs associated with the maintenance of special use equipment and supporting systems. Some examples of special use equipment are:

• Cold rooms
• Free standing refrigerators
• Walk-in Refrigerators and Freezers will be considered on a case by case basis
• Gardens used for academic purposes
• Autoclaves, centrifuges, biosafety cabinets, cadaver tables, not related to building mechanical infrastructure and certifications
• Local lab deionizers including seawater tanks
• Local lab or department owned air compressors
• Water softeners and filtration systems
• Specialized air, water and chemical delivery systems
• Observatory
• Stage or performance lifts and scaffolding
• Concert/theatrical lighting and sound systems
• Intrusion alarms
• Personal furniture or appliances of any kind (personal furniture is not allowed on campus.)

Safety and Compliance

1. Oversee building code and regulatory requirements.
2. Maintain fire life and safety systems: building sprinklers, standpipes, control panels and regulatory annual inspections.
3. Maintain water systems, backflows, and pumps.
4. Maintain health and safety requirements: eyewash, safety showers, and air quality.
5. Maintain emergency powers systems: UPS/ATS, e-power, and generators. Note: Self supports are responsible for funding service, repairs, and annual maintenance.
6. Maintain major mechanical: boilers, water heaters, air handlers, chillers, and elevators.
7. Manage campus Energy and Sustainability program.
8. Manage solid waste diversion and recycling.
9. Maintaining a 2’ clearance on the latch side of every door from floor to ceiling in order to allow building signage. 

IX. Non-Routine Maintenance

As per EO 847, the campus facilities department is responsible for providing non-maintenance services. All non-routine maintenance will be billed back to the requesting department. Per SUAM policy and EO1000, Facilities Management is required to bill for non-routine maintenance and upon work order completion, Facilities Management will make every effort to bill in most cases within 180-days - this is subject to change without notification based on workloads and staffing levels. Typical costs include labor, materials, equipment rental, and outside services as needed. Near the end of the fiscal year, departments should plan on encumbering or rolling over funds to cover work requests that are placed or completed late in the fiscal year.

As a "general rule of thumb" non-routine maintenance is defined as follows: If an item is part of the building’s core/infrastructure, whether it’s hardwired, attached to structure, then it’s Facilities Maintenance’s responsibility to maintain it, with the exception of special use systems. If there’s a desire to add a component to a building’s core/infrastructure, this will be reviewed on a case by case basis. Additionally, if there’s an item that’s currently a part of the building’s core/infrastructure, and the requestor wants it removed, the cost for this work will also be absorbed by the requestor. (See examples below)

Building Maintenance/Projects

1. Modifications of mechanical, electrical, or plumbing systems due to program changes.
2. Modification requiring carpentry/maintenance work to construct, alter, or improve building structures and components, to include but not limited to reconfiguration of space.
3. Modifications to the building systems to accommodate new departmental equipment or furniture installations.
4. Maintenance and repair of department refrigerators, freezers, ice makers, dishwashers, and water dispensers.
5. Installation and modification (including work associated) of office address placards, directories, way-finding signage, and message board kiosks.
6. Space renovations including HVAC, electrical, flooring, painting, carpentry, plumbing, lock, and lighting due to program or personnel changes.
7. Installation of pictures, boards, signs, and banners.
8. Environmental remediation and asbestos abatement will require discussion and consultation from Environmental Health and Safety prior to any work being started. Charges for abatement assessment, and monitoring, are reviewed on a case-by-case basis.
9. Specialized equipment unique to a department will be reviewed on a case-by-case basis.
10. The painting of interior areas outside of base building standards, e.g... accent walls, and/or other related color changes.
11. Repair locks or make keys for any non-building structure, such as cabinets, banner boxes, and carts.
12. Rekeying locks.
13. Any damages associated with specialty equipment installed by a non-Facilities department will be liable by that department.
14. Maintenance of safe combination changes including set up, deactivation, troubleshooting, and installation.
15. Anything above and beyond will be handled on a case by case basis at the discretion of Facilities Management. 

Custodial

1. Special cleaning requests above and beyond routine cleaning due to a department event such as an employee relocation, a furniture install/removal/swap out, a clean-up after a departmental event.
2. Cleaning of high exterior and interior windows and treatments addressed on a case-by-case basis.
3. Carpet cleaning of private office flooring or furniture beyond base level service, usually caused by a relocation, new furniture, and/or remodel.

Additional Services Deemed as “Non-Routine Maintenance”

Event Support Services

1. Delivery, set/remove tables and chairs
2. Sign placement and retrieval
3. Rentals for dumpster, recycle, trash bins/liners, bike racks, sandbags, temporary power boxes, electrical cables, and cable protectors.
4. Custodial event related porter services
5. Power washing due to event related cleanup
6. Event related permits (e.g... fire marshal, health and safety)
7. Special event support and standby of Facilities Management staffing including installation of temporary electrical or mechanical, reprogramming of electronic locks or other locking issues, and grounds preparation and support.
8. Special event support, including set-ups and breakdowns, and delivery and set up of equipment or furniture.

Event Tents

According to California Building Code 3103.2 all tents larger than 400 sq./ft will require campus approval/permit, as well as State Fire Marshal approval/permit. Additionally, multiple tents less than 400 sq./ft will also require campus approval/permit, and State Fire Marshal approval/permit. Please see Special Events page here. 

Emergency Labor Rates - work performed during campus declared emergencies are subject to the emergency rate - per union CBAs.

Labor rates include an administration fee for both direct and indirect costs. Jobs that require “cost recovery” will be billed at “time and material”. Quotations can be provided upon request.

A 10% administrative fee will be applied for materials, contracted services (consultants, project management, inspector of record, special inspectors, State Fire Marshal, etc.) and equipment rental.

X. Projects and Renovations

Project Development Process

Space renovations/remodels that involve construction are also deemed as "Non-routine Maintenance". All costs related to "Projects" will be funded by the requesting department. Projects are categorized as Minor (valued $1,103,000 and under) or Major Capital (valued greater than $1,103,000).

Per Executive Order 672, Fresno State University has been granted Delegation Authority to manage campus projects. Planning, Design, and Construction (PDC) follows a Building Permit Checklist that is compliant with California Building Code.

There are various project delivery methods and project costs vary depending on size and complexity. PDC considers project scope, schedule, and budget when applying appropriate delivery methods.

Project Flowchart

Project Initiation

Departments interested in pursuing space renovation/remodel must submit a work order describing the project. Depending on the complexity and size of the project, departments need to anticipate submitting the work order at least one year in advance.

There are several factors that may have a direct impact on a project's schedule before construction: the project's complexity, available campus resources, campus schedules, project development, contracting, and other unforeseen items. PDC takes the aforementioned items into account when developing preliminary schedules for the campus clients.

Upon receipt, PDC will summarize and confirm the project scope, and prepare a rough order of magnitude (ROM). ROMs are to be used as a high level estimate to provide a preliminary cost for the requestor to determine project viability. If a project is deemed viable, a refined budget estimate will be developed and is subject to change.

Once the requesting department approves the budget estimate (including schedule), the necessary funding will need to be transferred to initiate the project.

All projects will be evaluated for permit requirements. PDC must adhere to a permitting process that verifies the oversight and review in compliance with State University Administrative Manual (SUAM), Office of Fire Safety, and California Building Code. Additionally, project requests that necessitate a space change, or type of building use change, will require Campus Planning and PDC approval.

Pre-construction Phase

The pre-construction phase encompasses all tasks to develop construction documents through a bidding process. Depending on the project scope and type, our services may include the following:

• Feasibility studies which may include market studies, infrastructure studies, hazmat considerations, land surveys, programming and master planning efforts
• Estimating services, project development, and estimated timelines
• File California Environmental Quality Act (CEQA) or Environmental Impact Reports (EIR)
• Sustainability: CSU is mandated to build to California Building Code - Title 24 standards (LEED)
• A variety of design and consulting services which may include architecture, engineering, geo-technical, soil surveys, and hazardous materials reports
• Insurance: Major Capital projects will carry Builder's Risk Insurance Program (BRIP) and may require Owner Controlled Insurance Premiums (OCIP)
• Peer reviews and agency approvals which may include plan checks, accessibility reviews, building code requirements, and fire life and safety
  • Mechanical Review Board (MRB)
  • Structural Review Board (SRB)
  • California Accessibility Specialist (CASp) review per Appendix G -Executive Order 111
  • Office of Fire Safety (OFS)/State Fire Marshal for Fire Life and Safety
  • Division of the State Architect (DSA) for accessibility
  • State Water Resource Control Board (SWRCB)
  • San Joaquin Valley Air Pollution Control District (SJVAPCD)
  • California Air Resources Board (CARB)
  • Environmental Protection Act (EPA)
  • Native American Graves Protection and Repatriation Act (NAGPRA/CalNAGPRA)
  • Coordination with campus departments; Technology Services, Environmental Health and Safety/Risk Management (EH&S/RMs), Services for Students with Disabilities (SSD), Procurement, Traffic Operations, and University Police Department (UPD)
  • Chancellor's Office submittals including Board of Trustees (BOT) and Finance
  • Building Permit issued by Campus Deputy Building Official

All building components (interior and exterior) will adhere to campus standards/building standards including but not limited to furniture, fixtures, equipment, and finishes.

Construction Phase

Once the contractor has been selected, CPDC will summarize and prepare a project budget estimate and schedule. This budget estimate summarizes the project costs including but not limited to project oversight and contingency.

CPDC provides oversight and management of the project and therefore a project management fee is assessed. Services include:

• Inspectors (IOR)
• Special inspections and testing
• State Fire Marshal
• Project Team meetings with consultants
• Meeting support for project stakeholders
• On-site project oversight
• Construction administration

Contingency funds are set aside for unforeseen conditions in the field. However, if there is a client initiated change to the original scope, additional funding will be required.

At construction completion and prior to occupancy of the project, the State Fire Marshal must issue a Certification of Occupancy (CoO).

Close-out Phase

The close-out process entails a handoff from construction back to operations and maintenance. It finalizes project details for archiving. Remaining items include but are not limited to:

• Punchlist
• Trainings
• Record drawings, specifications
• Operation and Maintenance manuals (O&M)
• Warranties
• Prepare project files for archiving
• Space/floor plan revisions
• Finalize project budget
• Ensure all contracts and expenses are paid
• Inactivate project in coordination with the Budget Office, Financial Services, and the Chancellor's Office (if applicable)
• Release of project savings (if any)

XI. Customer/Client Responsibilities

Facilities Management must be contacted regarding any and all construction related facilities work inside and outside of buildings, roadways, pathways, utility infrastructure, and hard-scape and soft-scape areas. Any facility related work contracted without Facilities Maintenance involvement will be violation of EO 847, SUAM 9700, ICSUAM 5000, and subject to possible filing of Union grievances as outlined in the Collective Bargaining Agreements (CBA) with Unit 5 (Article 3) and/or Unit 6 (Article 4).

XII. Facilities Management - Hours of Operation

Facilities Management follows University normal hours of operation, Monday through Friday 7 am to 4 pm and is closed on campus holidays as outlined in Fresno State University’s Master Payroll Calendar. Any costs for work outside normal operating hours or on holidays will be covered by the requesting department as part of EO 847 cost recovery.

*During emergency events, operating hours will be different from regular business hours and on an as needed basis.