SLC FY 22/23

In consideration of current financial challenges for FY22/23 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
  • EO947 - Policy Statement on Energy Conservation, Sustainable Building Practices, and Physical Plant Management
  • EO1000 - 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
• SSU’s Carbon Neutrality 2045
• Strategic Values
  • Seawolf Commitment (Diversity, Social Justice,Sustainability and Environmental Inquiry, Connectivity and Community Engagement, Adaptability & Responsiveness)
  • Strategic Plan
    • Student Success
    • Academic Excellence and Innovation
    • Leadership Cultivation
    • Transformative Impact

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.

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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. Executive Order 987 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.

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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 Sonoma State 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. SSU Strategic Plan

1. Student Success: Sonoma State aspires to be a national model for student success, which includes all aspects of the student experience, from academics to campus life to graduation. All members of our campus community have the responsibility to serve students with integrity and to provide the support services students need to succeed.
2. Academic Excellence and Innovation: Sonoma State has high-quality, innovative academic programs that prepare students to flourish in a changing workforce and world. By educating beyond classroom walls and across disciplines, Sonoma State promotes synergy and creativity in a dynamic educational environment that responds to regional workforce and community needs.
3. Leadership Cultivation: Sonoma State embraces its leadership role in the North Bay and beyond. We prepare the next generation of leaders by providing students with opportunities to learn the knowledge and skills needed to build a better society both locally and globally.
4. Transformative Impact: Sonoma State transforms the lives of students, families, and communities by providing educational access and opportunity to help all students succeed. Our faculty and staff work to transform our region, our communities, and our academic disciplines through service, research, programming, and outreach.

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IV. Facilities Management - Communication, Transparency and Teamwork

Facilities Management is a customer service-based organization and provides campus maintenance support through a transparent and deliberate process. Our intent is to preserve our campus with sustainable stewardship – by conducting ourselves with integrity as we interact with students, staff, and faculty; by providing excellent service to our constituents; respecting the rights and dignity of others whom we interact with; and by accepting responsibility for our actions, and by being ethical members of the community.

In support of our University’s academic mission, our goal is to create, support, and maintain a clean and safe environment by maintaining our facility with impactful stewardship that continues to evolve and adapt to new and future academic needs and technology. Our metrics are measured in our continued commitment to honoring campus schedules, project schedules, and budgets.

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V. SUAM 9700 and EOS' 672, 847, 987, and 1000 Definitions

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.

There are two other facilities based Executive Orders which require implementation, EO 987 and EO 1000:

• 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.
• Energy Conservation and Sustainable Building Practices (EO 987): Implementation of the California State University Board of Trustees' energy conservation, sustainable building practices, and physical plant management policy. This executive order 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 (Title 24): 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:

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VII. APPA – Facility Operational Standards and KPIs

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

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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. As part of our campus “Task and Frequency” program, office recycling will be collected one time per week. There is no desk side trash program. All “trash” from offices, workstations, or desk-side/work areas should be directed to a common area trash receptacle located in the nearest kitchen/pantry, which will be collected daily.
2. Recyclables and trash in the “common areas” including, but not limited to lounges, kitchenettes, break rooms, conference rooms, lobbies, classrooms, restrooms, hallways 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. Emergency cleanup as required.

Exterior Services (Regular and Ongoing)

1. Mowing, edging, blowing, weeding, mulching, 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 strutural 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. Trash/waste/litter removal campus wide.
8. Basic cleaning and repair of pedestrian pathways.
9. Storm drain maintenance.
10. Pressure washing of pedestrian hard scape pathways and exterior graffiti removal on an as needed basis.
11. Maintain exterior building and pathway lighting.
12. Pest management.
13. Maintain hardscape areas including litter control, weed abatement, and sweeping of parking lots and roadways.

Building Maintenance

1. Maintenance and repair of plumbing systems, storm drains, sanitary sewer, and floor drains.
2. Maintenance and repair of 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, fire sprinkler and minor suppression systems, and fire extinguishers.
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 limiations 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 windows, window screens, and original window treatments (blinds, curtains).
12. Maintenance and repair of sidewalks and pathways.
13. Repairs due to leaks from room or plumbing/mechanical systems.
14. Maintenance work covers normal "wear and tear."
15. Key requests for new employees and vendors/supplies which includes making brass keys, uploading electronic readers, programming new access controls, or troubleshooting card issues or equipment malfunctions. Changing pin codes or combination changes on electronic locks.
16. 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.
17. Painting of individual offices and departmental space is completed once every 10 years or as resources are available. When new faculty or staff are welcomed to campus Facilities Management makes every effort to perform basic paint refresh in office areas. Office touch-ups due to employee moves will include touch-up painting and patching.
18. Maintain pools, spas, and water features.
19. 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
• Dedicated, local air conditioners
• 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
• Specialized air, water and chemical delivery systems
• Observatory
• Stage Lift

Safety and Compliance

1. Oversee building code and regulatory requirements.
2. Maintain fire life and safety systems: building sprinklers, standpipes, fire extinguishers, 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. For more information, please refer to the Recycling/Waste website.

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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 building system 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. The Sonoma State University Key Control and Key Issuance Policy gives Facilities Management authorization to charge individuals and departments for a lost key and any charges associated with re-keying (brass/metal keys). In addition to the individual $25 fee charged to the person responsible for the lost key per key or per card, the department originally authorizing the issuance of the keys will be charged actual costs of re-keying if the lock must be changed for safety or security reasons
12. Any damages associated with specialty equipment installed by a non-Facilities department will be liable by that department.
13. Painting/re-striping of parking lots and outside services for maintenance including repairs, slurry and repaving.
14. Intrusion alarm monthly monitoring fees (which includes security code setup and deactivation, troubleshooting, and installation). Major repairs would be at the expense of the department.
15. Maintenance of safe combination changes including set up, deactivation, troubleshooting, installation, move, disposal.
16. Maintenance of existing sheds (storage, hazmat containers).

Custodial and Moving Services

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 interiors 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.
4. Cleaning of departmental appliances: microwaves, refrigerators, and dishwashers.
5. Moving services including office relocation moves, equipment, and SSU property/equipment/furnishings. Off-site relocations will be considered on a case-by-case basis. Note: Facilities Management is not responsible for personal belongings that experience loss or damage during the move.
6. Delivery, assembly, and installation of office furniture/furnishings will be reviewed on a case-by-case basis.
7. Surplus property removal or delivery from the warehouse may include disposal fees for specific items and reviewed on a case-by-case basis.
8. Specialized equipment including appliances that have a third party waste disposal fee. For more information, please refer to the Recycling/Waste website.
9. Relocation of surplus items to departments of specialized department equipment.
10. Personal furniture items are not allowed on campus. Any personal items needing relocation services will be addressed on a case-by-case basis and subject to cost recovery fees.

For further information regarding personal furniture items, please refer to Risk Management's website.

Additional Services Deemed as “Non-Routine Maintenance”

Event Support Services

1. Delivery, set/remove tables and chairs
2. Rentals: lectern, performance staging, bleachers, fencing, and umbrellas
3. Sign placement and retrieval
4. Rentals for dumpster, recycle, and trash bins
5. Custodial event related porter services
6. Power washing due to event related cleanup
7. Event related permits (e.g... fire marshal, health and safety)
8. 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.
9. 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.

Electric Carts and Fleet Maintenance

Executive Order No. 691, SUAM Section 9171, and Education Code §89031.5, mandates the CSU provide delegation of authority from the campus president to Facilities Management to implement all aspects of the Motor Vehicle Inspection Program. According to the "Use of University & Private Vehicles Guidelines" published in July 2012 by the System Wide Risk Management and Public Safety Office, minor repair of CSU-owned vehicles will be performed in campus automotive service shops when possible. Facilities Management has the discretion to set the campus practice for repairs. Billable services include:

1. Any and all repairs, materials, or upgrades to electric carts, gas powered carts, or campus vehicles and the labor associated with the work
2. Maintenance service of electric carts, gas powered carts, or campus vehicles and the labor associated with the work.
3. Decommissioning and disposing of vehicles from campus inventory including auctioning and selling vehicles. Individual departments will be responsible for their own gas through the WEX program.

Please refer to the Motor Vehicle Inspection Program for details as well as specifics for requirements related to safety inspections on vehicles and carts (Appendix L).

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”. Estimates 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, moving services, etc.) and equipment rental.

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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 absorbed by the requesting department. There are various project delivery methods and project costs vary depending on size and complexity. Campus Planning, Design & Construction (CPDC) considers project scope, schedule, and budget when applying appropriate delivery methods. (Appendix M Planning Design, and Construction Project Development Process.)

Prior to the start of the Project, AVP/Dean/Senior Director needs to approve the project, and confirm funding is available.

EO 672 – Permitting Process

Per Executive Order EO 672, Sonoma State University has been granted delegation authority to manage campus projects. As part of this agreement, Facilities Management must adhere to a permitting process that verifies the following oversight and review:

CPDC follows Building Permit Check-List (Appendix W - CPDC Building Permit Checklist and Appendix X SSU Building Permit).

Early / Preliminary Budgeting Process

Upon project request CPDC will summarize and define the project scope and prepare a rough order of magnitude (ROM) budget estimate and schedule. This high-level budget amount summarizes the overall project costs from pre-construction to construction phases and schedule which provides an overview for the project timelines from design to implementation. Once the department approves the project budget to proceed, CPDC will work with the Budget office to set up the project chartfield and Budget will procure the funding. Projects that are at a value less than $929K are deemed as “Minor Cap” projects. Projects greater than $929K are deemed as “Major Cap” projects. Project management fee is billed at the start of each phase.

Pre-Construction Phase (Part I)

The pre-construction phase may range anywhere from 4 to 8 months, or longer, depending on the size and complexity of the project. Pre-Construction costs (soft costs) typically average 40% to 45% of the total cost of the project. Project requests that necessitate a space change, or type of building use change, will need Campus Space Planning Committee’s (CSPC) approval. The pre-construction phase designs and develops construction documents through following phases: Schematic, Preliminary, Working Drawings and Construction Documents development. CPDC assures that State University Administrative Manual (SUAM) procedures are adhered to during pre-construction services. Our services may include following:

• Feasibility Studies
  • Facility infrastructure and deferred maintenance studies
  • Market and pro-forma studies (Housing)
  • Programming and master planning efforts
  • Hazmat considerations and special testing
  • Land surveys and infrastructure studies
• Estimating services and project development
• California Environmental Quality Act (CEQA) notifications. Projects in existing buildings/sites require us to file Categorical Exemptions, these do not have a cost component, however large projects may need to develop Environmental Impact Reports (EIR) or other CEQA documents and will have a cost for consultants and legal services. CPDC will obtain proposals for these services as part of the ROM budget.
• Sustainability: CSU is mandated to build to “Title 24” standards, plus 10% (LEED Silver equivalent).
• Design and Consulting Services: architecture, engineering (civil, electrical, mechanical, structural, plumbing), geo-technical, soil surveys, and hazardous materials reports.
• Peer Reviews and approvals during 75% Schematic, 100% Preliminary Plans, 95%. Working Drawings:
  • Plan Check
  • Mechanical, Electrical, Plumbing (MEP)
  • Seismic and Structural
  • California Accessibility Specialist (CASp) review per EO 1111 (Appendix G) mandated for all Major Cap projects.
  • California State Fire Marshal (CSFM) for Fire Life and Safety
  • Department of State Architect (DSA) for Accessibility
    • California Building Code 11B-202.4 Path of Travel (POT) Requirements in Alterations, Additions, and Structural Repairs. When alterations/additionals are made an accessible path to specific area of alteration/addition shall be provided. The primary POT shall include:
      1. Primary entrance to the building or facility
      2. Toilet and bathing facilities serving the area
      3. Drinking fountains serving the area
      4. Public telephones serving the area
      5. Signs
    • Exception 8. When the adjusted construction cost, as defined, is less than or equal to the current valuation threshold ($186,172.00 for 2022) the cost of compliance with Section 11B-202.4 shall be limited to 20 percent of the adjusted construction cost of alterations, structural repairs or additions. When the cost of full compliance with Section 11B-202.4 would exceed 20 percent, compliance shall be provided to the greatest extent possible without exceeding 20 percent.
    • When the adjusted construction cost exceeds the current valuation threshold, and the enforcing agency determines the cost of compliance with Section 11B-202.4 is an unreasonable hardship, full compliance with Section 11B-202.4 shall not be required. Compliance shall be proided by equivalent facilitation or to the greatest extent possible without creating an unreasonable hardship; but in no case shall the cost of compliance be less that 20 persent of the adjusted construction cost alternations, structural repairs or additionals. The detais of the finding of unreasonable hardship shall be recorded and entered in the files of the enforcing agency and shall be subject to 2019 CA Standards for Accessible Design, Chapter 1, Section 1.9.1.5, Special Conditions for Persons with Disabilities Requiring Appeals Action Ratification.
    • For the purposes of this exception, the adjusted construction cost of alternations, structural repairs or additionas shall not include the cost of alterations to the path of travel elements required to comply with 11B-202.4.
    • In choosing which accessible elements to provide, priority should be given to those elements that will provide the greatest access in the following order:
      1. An accessible entrance
      2. An accessible route to the altered area
      3. At least one accessible restroom for each sex or one accessible unisex (single-user or family) restroom
      4. Accessible telephones
      5. Accessible drinking fountains and
      6. When possible, additional accessible elements such as parking, signs, storage, and alarms.
    • If an area has been altered without providing an accessible path of travel to that area, and subsequent alterations of that area or a different area on the same path of travel are undertaken within three years of the original alteration, the total cost of alterations to the areas on that path of travel during the preceding three-year period shall be considered in determining whether the cost of making that path of travel accessible is disproportionate.
    • Additional professional services based on project need (acoustical, graphic design, interior design, landscaping, space planning, lab planning, legal)
    • Coordination with campus departments:
      • Information Technology coordination for wireless, data, network
      • Environmental Health and Safety (EH&S) for safety and hazardous materials
      • Contracts and Procurement, Finance, Accounts Payable
      • Disability Services for Students (DSS)
      • Academic Affairs for space use and allocation
      • University Police
      • Transportation and Parking Services
      • Facilities management support for work orders
      • Other departments as required
    • Chancellor’s Office submittals and oversight
      • Board of Trustees (BOT) and Finance
      • Amendments to Capital Outlay Program
      • Submittals during 75% Schematic, 100% Preliminary, 95% Working Drawings and 100% Working Drawing documents development and after bid and award
      • Contingency
      • CPDC recommends 10-25% contingency during the design phase to account for unknown conditions at existing buildings/sites.
      • Contingency is used with client’s approval and unused contingency will be returned to client.
      • Should Contingency be drawn down due to unforeseen circumstances, additional funds will need to be added by the requesting department.
    • Permit
      • Prior to the start of construction, a building Permit must be obtained and signed by the Campus Deputy Building Official. (Appendix X - SSU Building Permit).
    • Insurance: Major Capital projects over $752K will carry Builder’s Risk Insurance Program (BRIP) and sometimes Owner Controlled Insurance Premiums (OCIP).
    • Construction
      • In-house labor (project materials, equipment rental)
      • Job Order Contracting (JOC)
      • Task Order Contract Agreement (TOCA)
      • Task Orders Service Agreements (TOSA)
      • Outside specialty contractor (roof, parking lots, landscaping, etc.)
    • Project oversight and project management
      • Change orders (additional work that is not included in the original scope of the project, and typically require additional budget funds, usually from contingency)
      • Close-out deliverables: record drawings, O&M Manuals, warranties, training videos, project archiving, MetaBIM updating Space Facilities Database (SFDB), and floor plan revisions
      • Warranty support post project completion
    • Chancellor’s Office submittals
      • Quarterly budget reports
      • Insurance program and updates
      • Building, Space Facilities Database (SFDB) and master plan updates
    • Inspections
      • Inspector of Record (IOR) and special inspections
      • California State Fire Marshal (CSFM)
      • California Accessibility Specialist (CASp) – Major Cap requirement
    • Fixtures, Furnishings and Equipment (FF&E) procurement and installation
    • Contingency
      • 10-15% of the total cost of the project will be held in reserve. Contingency funds are only to be used to address any unforeseen conditions and/or agreed upon change orders.
      • Projects less complex may have a construction contingency as low as 5%.
      • Unused contingency will be returned.
    • Indirect cost/administrative overhead
      • Per SSU’s Space Modification and Renovation Policy SSU rate is 10%.
      • Construction Management, per SUAM 9034.01 (Appendix Y), 7% administrative fee is based on the total cost of construction or Guaranteed Maximum Price (GMP).
      • Minor Cap (up to $752K) Fees:
        • 10% on both goods and services
      • Major Cap (over $752K) Fees:
      • State funded projects 7% = 5.5% CPDC + 1.5% Chancellor’s Office fee
      • Non-state funded projects 7% = 6.5% CPDC + 0.5% Chancellor’s Office fee
        1. 3rd Party Plan Check (peer review)
        2. DSA – Department of State Architect
        3. SFM – State Fire Marshal
        4. SRB – Seismic Review Board (peer review)
        5. MRB – Mechanical Review Board (peer review)

Construction Phase (Part II)

The construction implementation may range from 1 to 18 months, or longer, depending on the size and complexity of the project. The construction phase typically averages 60% to 65% of the total cost of the project. At the completion of the project, State Fire Marshal issues a Certification of Occupancy (CoO) and clients may start using the renovated space. The Notice of Completion (NOC) must be filed within ten days of project completion and acceptance per SUAM 9830.04 with the County Recorder.

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. CPDC takes the aforementioned items into account when developing preliminary schedules for the campus clients. CPDC assures that State University Administrative Manual (SUAM) procedures are followed during the construction services phase outlined below:

• Insurance: Major Capital projects over $929K will carry Builder's Risk Insurance Program (BRIP) and sometimes Owner Controleed Insurance Premiums (OCIP).
• Construction
  • In-house labor (project materials, equipment rental)
  • Job Order Contracting (JOC)
  • Task Order Contract Agreement (TOCA)
  • Task Orders Service Agreements (TOSA)
  • Outside specialty contractor (roof, parking lots, landscaping, etc.)
• Project oversight and project management
  • Change orders (additional work that is not included in the original scope of the project, and typically require additional budget funds, usually from contingency)
  • Close-out deliverables; record drawings, O&M Manuals, warranties, training videos, project archiving, MetaBIM updating Space Facilities Database (SFDB), and floor plan revisions
  • Warranty support post project completion
• Chancellor's Office submittals
  • Quarterly budget reports
  • Insurance program and updates
  • Building, Space Facilities Database (SFDB) and master plan updates
• Inspections
  • Inspector of Record (IOR) and special inspections
  • California State Fire Marshal (CSFM)
  • California Accessibility Specialist (CASp) - Major Cap requirement
  • Fixtures, Furnishings, and Equipment (FF&E) procurement and installation
• Contingency
  • 10-15% of the total cost of the project will be held in reserve. Contingency funds are only to be used to address any unforeseen conditions and/or agreed upon change orders.
  • Projects less complex may have a construction contingency as low as 5%
  • Unused contingency will be returned.
• Indirect cost/administrative overhead
  • Per SSU's Space Modification and Renovation Policy SSU rate is 10%.
  • Construction Management, per SUAM 9034.01 (Appendix Y), 7% administrative fee is based on the total cost of construction or Guaranteed Maximum Price (GMP).
  • Minor Cap (up to $752K) Fees:
    • 10% on both goods and services
  • Major Cap (over $725K) Fees:
  • State funded projects 7% = 5.5% CPDC + 1.5% Chancellor's Office fee
  • Non-state funded projects 7% = 6.5% CPDC + .05% Chancellor's Office fee

Budget and Billing

Our intent is to provide campus clients with a comprehensive project budget, and successfully lead the project from start to completion adhering to budget, schedule, project scope and construction administration requirements and deliverables per SUAM. The budget proposal estimates are a “Not to Exceed” budget. As each project phase is complete, clients will be billed for the actual cost of the project and unused funds will be returned, or rather not billed.

At the start of the project, a Rough Order of Magnitude (ROM) budget is developed, for example $140K and with design contingency of 10-25%. After the pre-construction process and competitive bidding, the project may come in at $120K including 10-25% construction contingency. When the project is complete, the final overall budget may be $106K due to the actual costs and return of unused contingency amount.

Project Closeout

The project closeout is an important part of the project completion, it finalizes and pays out contracts, summarizes final budget, keeps a record of actual work performed, archives record drawings, specifications, provides to Facilities Management Operation and Maintenance Manuals (O&M) and warranties. Ensures all contracts, expenses are paid, sends a final notice to SSU Budget that the project is complete, and when the project comes under budget releases the funds back to the client. The updated base plans are obtained and SSU floor plans are updated to keep the university space file database updated. The closeout process takes about 40-60 hours depending on project complexity.

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XI. The Procurement of Goods and Services

Facilities Management works closely with the university’s Contracts and Procurement department for both contracting, and for the procuring of goods and services. Depending on the size and scope of the project there are contracting and bidding requirements that need to be followed as per CSU Contracts and Procurement Policy:

Depending on the complexity and timing of the project this can be a timeline component to consider as part of the overall project schedule

• Multiple bid thresholds for property (+$50K)
• Multiple bid thresholds for services (+5K)
• Multiple bid thresholds for both goods and services
• Public Contract Code 1070(b) – Construction over $5,000 (public bid requirements, and the payment of prevailing wages).

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XII. 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).

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XIII. Facilities Management - Hours of Operation

Facilities Management follows University normal hours of operation, Monday through Friday 8 am to 5 pm and is closed on campus holidays as outlined in Sonoma 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.

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Appendices

Appendix A – Education Code §89031.5

Appendix B – Executive Order 672

Appendix C – Executive Order 691

Appendix D – Executive Order 847

Appendix E – Executive Order 987

Appendix F – Executive Order 1000

Appendix G – Executive Order 1111

Appendix H - CSU Contracts and Procurement Policy

Appendix I – SUAM 9171

Appendix J – SUAM 9700-9843

Appendix K - Event Support Services Rate Sheet

Appendix L – Motor Vehicle Program

Appendix M – Planning Design, and Construction Project Development Process

Appendix N – Public Contract Code 10705

Appendix O – SSU Key Control Policy

Appendix P – SSU Key Issuance Procedure Policy

Appendix Q - SSU Master Payroll Calendar

Appendix R – SSU Space Modification and Renovation Policy

Appendix S – SSU Strategic Plan

Appendix T - Unit 5 / Article 3

Appendix U - Unit 6 / Article 4

Appendix V – Use of University and Private Vehicle Guidelines

Appendix W - CPDC Building Permit Checklist

Appendix X - SSU Building Permit

Appendix Y - SUAM 9034.01

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