Appendix 1 - ROME SRD -2021 .pdf

PREFACE

The CODE 220 Standard Reference Document (SRD) for Facilities documents technical requirements for constructed real property assets at Goddard Space Flight Center at Greenbelt, MD and Wallops, Virginia and at NASA Head Quarters in Washington DC.

The agency uses the NASA Directives System to publish and disseminate policy statements and procedures. NPDs, NASA Policy Directives state the WHAT is required to be done to accomplish the agency mission while the NASA Procedural Requirements (NPRs) define HOW it is going to be accomplished. In the facilities world these statements are defined by NPD 8820.2D - Design and Construction of Facilities and the NPR 8820.2G – Facility Project Requirements Compliance with these directives and procedures is mandatory in the agency. Familiarity with these documents is essential to the understanding and implementation of this Standard Reference Document.

SRD CHANGE/APPROVAL PROCEDURE

Required changes to the SRD shall be processed as follows based on the indicated criteria:

Administrative/Procedural changes received or generated by the Engineering Branches shall be reviewed with the Branch Heads at WFF and GB. A recommendation for action will be issued to all of the Branch/ Heads for the Facilities Management Division (FMD) for concurrence. Final approval shall be by the Chief of FMD.

Technical changes received or generated by the Engineering Branch shall be reviewed by the Branch Discipline Lead and the Branch Head. A recommendation for action shall be submitted to the Planning Branch Head, and Operations and Maintenance Branch Head for concurrence. Final approval shall be by the Chief of FMD.

To request a change, use form GSFC 4-35 GSFC CONFIGURATION CHANGE/APPROVAL REQUEST.

Submit the form to Code 224 and 228 Branch Head.

1. FACILITIES WORK EXECUTION

1.1 Construction of Facilities (CoF) Program

CoF Program A NASA corporate program that funds planning for future facility needs, design of facilities projects, revitalization projects (repair, rehabilitation, and modification of existing facilities), construction of new facilities, and acquisition of collateral equipment. The CoF Program is managed by the GSFC CoF Program Manager which resides in the Code 221 Planning Branch.

1.2 Modernization and Rehabilitation (M&R) Program

M&R Program Guideline The Mod & Rehab Program is GSFC's vehicle for developing, managing, and executing facilities projects. These Infrastructure and Technical Capabilities funds allow all Directorates to address facility requirements that help support all GSFC's missions. The program is administered by the Facilities Management Division (FMD)/Planning Branch with the oversight of the Facilities Review Committee (FRC).

The Mod & Rehab Program accepts projects with an estimated cost below $1M CoF threshold.

The program provides planning, design, engineering, and construction to support identified facility needs. As safety, security and customer requirements emerge, they are evaluated and prioritized by facilities, safety, and security professionals. The Mod and Rehab Program is divided into six segments: Replacement of Obsolete Items, Multiyear, Engineering Studies, Class III, Class II, and Facility Design.

Statutory Limits A statutory maximum limit for the M&R Program is $1M.

1.3 Customer Funded Program

Statutory Limit GSFC should perform the following types of work with funds provided by the customer requesting the work: planning/engineering studies, engineering design services, construction, addition, and modification work below the $1 million CoF threshold; service request work, and other facilities work (i.e. operations such as fire protection and security, mobile equipment operation and maintenance, maintenance of non-collateral equipment).

1.4 MAXIMO & Task Order Management System (TOMS)

MAXIMO

MAXIMO is a database used as a tool in the execution of work for all facility projects in FMD. The contractor will be asked to submit data in formats that will align with MAXIMO requirements.

TOMS

TOMS is the data base system for request of proposals. The Facilities Management Division, Code 220, uses the NASA Task Order Management System to track Requests for Task Proposal (RFTP) and submitted Proposals. It is also used to request and track change orders/modifications to the task.

2. CADD/BIM

2.1 FMD CADD MANUAL

The requirements for producing construction documents using AutoCAD are specified in the FMD CADD Manual. The manual, along with drawing templates, will be provided to A-E firms awarded design tasks for work at GSFC. The requirements for producing drawings using AutoCAD are specified in the CADD Manual. FMD has the manual available for all A-E firms working at GSFC

3. GENERAL TECHNICAL POLICIES

3.1 Safety 1st

3.2 Purpose of the Standard Reference Guidelines

Deviations from the Design Guideline Criteria.

The SRD guidelines shall be followed unless there is reasonable justification to use design approaches, systems, or details other than what has been indicated. It is recognized that no single source document can be all-inclusive to the requirements, issues, and solutions that will be encountered. If deviations from the requirements of this manual are necessary, they shall be so noted in the Facilities Requirements Document (FRD), NF 1509, Preliminary Engineering Report (PER), or as supplemental information to the construction documents.

If a deviation is necessary, the following process shall be utilized to document the deviation and provide a formal approval process. Requests for deviations shall be directed in writing (email) to the Engineering Branch PM. The requesting individual must document the deviation along with its rationale.

3.3 Facilities Project Requirements

Development of the project requirements are completed by Code 221 Planning Branch and provided to Engineering Branches (Code 224, 228) for execution.

3.4 LESSONS LEARNED INFORMATION

Objective: To create an information system whereby individuals may relate lessons learned experiences pertaining to GSFC facilities work to others for the benefit of all.

Criteria: At the end of each project, as requested by the project manager, a Lessons Learned session shall take place. The PM shall put together a presentation indicating both good and bad situations that took place during the project and discuss alternative possible outcomes, or ways to incorporate the lessons into future projects.

Lessons Learned input may be submitted by any civil servant, on-site contractor, off-site contractor, or anyone doing business with FMD.

Lessons for submission can be both good and bad, but should provide some benefit in making information available to others.

3.5 A-E Contracting

The PM uses the TOMS system to initiate the TO process. This statement of work is completed and sent through the A-E contract COR, the Engineering Branch Head, to Procurement General design requirements for work at GSFC are already included in the A-E Specifications that are a part of the open-end contract, and by reference in this SRD. The scope of work for an individual TO does not need to repeat this information but should clearly indicate the scope of the design effort for the specific project. Government estimates for TOs are based on rates for various labor categories that are incorporated into the contract for each A-E firm. The rates were negotiated with each A-E firm independently prior to the contracts being awarded to them. These rates vary between firms, and for each firm, the rates change generally change upon award of new Option years. When a proposal is received, it is forwarded to the PM to review and prepare a Technical Evaluation. If the fee is not acceptable as originally proposed, fact-finding meetings or negotiations are conducted between the PM, CO, CS, and A-E, and a revised proposal may be requested. When any required negotiations are complete and a technical evaluation recommends accepting the proposal, the CO issues the TO to the A-E, and they may begin work on the project.

3.6 Design for Sustainability

Incorporates sustainable design practices, maintainable design elements, building commissioning procedures, and safety & security features into facility planning, design, construction, activation, operation & maintenance and de-commissioning to enhance and balance facility life-cycle cost, environmental impact, and occupant health, safety, security and productivity.

EO 13123, Greening of Government Through Efficient Energy Management – 1999 Federal agencies must apply sustainable design principles to sitting, design and construction of new facilities.

3.7 Pre-Project Planning

Pre-project planning is performed by the Planning Branch. Pre-project planning (P3) is a process of developing sufficient strategic information with which the customer can address risk and decide to commit resources to maximize their chance for a successful project. P3 creates a partnership among all project stakeholders that incorporates customer requirements with institutional requirements prior to executing a financial investment. Integrating P3 into Project Program allows us to make improvements in our system by:

• Developing a formal, uniform process for evaluation of potential solutions for projects

• Allowing the customer to align with GSFC business goals up front

• Allowing the project team (customer, planning, design, O&M, safety, environmental, and security) to work together from the beginning to provide a realistic conceptual design

• Allowing the project team to collectively analyze the project and set a budget to address the customer needs

• Eliminating the need to de-scope the project due to funding limitations

• Spreading accountability through all organizations

• Early coordinating is necessary with the Medical and Environmental Management

Division/Code 250 and Safety Division/Code 360. Planners will be responsible for Environmental and Safety submissions to the MOSI Review portal.

3.8 Facility Hazards Analysis

While a project is in the Requirements Definition phase, the Planner will coordinate GSFC Safety Personnel (code 360) to determine the safety concerns.

3.9 Guidelines for Cost Escalation, SIES, and Contingency Factors

This information will be developed by the government and the A-E contractor during design.

3.10 Engineering Branch Policies

Some specific responsibilities of PMs include:

o Serving as the COR o Responsible to ensure that the construction Site Representatives assigned to the project follows through with pro-active quality assurance efforts.

o Providing project management to achieve all project goals o Maintaining contact with the representatives of the Customer organization o Overseeing the performance of the design A-E firm o Coordinating design reviews with the Project Team o Interfacing with HQ during design and construction o Participating in the facility Final Inspection/Acceptance o Providing appropriate paperwork to Code 210 o Preparing monthly status reports and presenting at DSR o Coordinating correspondence, meeting minutes, and telecommunications among the Project Team o Coordinating design and construction changes o Coordinating total space planning for building occupants o Assuring that all applicable permit requirements for Federal, State, and Local governments are satisfied o Coordinating shop drawing reviews and approvals o Providing a complete and operational facility o Coordination with Environmental and Safety

Design Reviews:

• Upon receiving the design documents from the A-E, the PM shall ensure that all documents are properly distributed to members of the Design Team. This includes drawings, specifications, calculations, design data books, cost estimates, schedules, etc. using a SharePoint Design Review Site.

• The transmittal from the A-E shall indicate the documents, and the date that review comments are to be returned. The reviewers should be given a minimum of 2 working weeks for the return of comments. During holiday seasons, holiday weeks, and other established times where efficiency is known to be reduced, allowances should be made in the schedules for longer review periods. In all cases, the complexity of the project must be reflected in the review periods. The goal is to receive quality comments. This cannot be accomplished if inadequate review periods are established. It should be noted that the sooner a PM has comments from individual reviewers before the design review meeting, the more time the PM will have to investigate controversial or otherwise complex comments

• Reviewers shall write-up all comments using the Review Comments form. All comments shall be sent to the PM in electronic format. Reviewers may make annotations on the drawings to clarify otherwise complex comments that cannot feasibly be reduced to written word on the Review Comments Form. In this case they may also submit sketches, drawings, or other material to aid in the explanation of a review comment, however, it should be noted that the Review Comments Form should at least be provided with a one-for-one comment that can be mated to the additional material.

Design Review Meetings and Comment Completion The A-E should come to the review meeting fully prepared to discuss all comments. At the review meeting each reviewer shall be given time to explain and expand their comment if necessary. Do not waste time reviewing comments for which the A-E has already explicitly responded that they Accept or Will Comply. As much as practical, final decision and disposition of all comment should be attempted at the meeting. However, it is important to understand that this is valuable time, and should not be wasted researching items that may be easily checked after the meeting.

3.11 Design

Follow the A-E Specification Design Quality Assurance Requirements

At a minimum, engineering drawings, specifications, and calculations shall be subjected to inter- and intra- discipline reviews. Each of these reviews may be conducted as often as necessary during the project development; however, they must be performed at the 90 percent design stage for all projects.

The inter-discipline review shall consist of checking the drawings for coordination and consistency across disciplines. The project team should conduct this review. The inter-discipline review shall be conducted prior to the intra-discipline review.

The intra-discipline review shall consist of checking the drawings, specifications, and calculations for compliance with established technical policy, accuracy, and completeness. Ideally a checker that is not part of the project design team shall conduct this review.

For CoF designs a constructability review occurs at each milestone submittal review, for CF designs a constructability review shall be performed at the 90 percent design stage.

Constructability reviews should focus on mobilization/material lay down areas, potential accessibility issues, construction technique issues, and the specification requirements for inspection, acceptance, and walkthrough. Review of the warranty requirements is also needed.

3.12 Value Engineering

Value Engineering is a CII best practice initiative.

3.13 Cultural Resources

GSFC complies with the National Historic Preservation Act (NHPA) for all construction activities at the Center. All activities will be led by GSFC with support from A-E when appropriate. At WFF, the management of cultural resources is governed by the “Programmatic Agreement Among the National Aeronautics and Space Administration, the Virginia State Historic Preservation Office, and the Advisory Council on Historic Preservation Regarding the Management of Facilities, Infrastructure, and Sites at the National Aeronautics and Space Administration’s Wallops Flight Facility, Wallops Island, Accomack County, Virginia”. The latest copy of this document is available at the

Progress Meetings The PM/CM shall determine the requirement for progress meetings, and be responsible for their agenda, frequency, and scheduling thereof. Meeting agendas shall generally include a review of the previous meeting minutes, current progress review and progress schedule update, safety issues, outages, as-built drawings update, deficiencies and corrective action notices, status of submittals, material deliveries, and any other necessary business relating to the work.

Construction Scheduling Contractors are required to submit a schedule detailing the progression of work through the duration of the contract. Generally smaller less complex projects use a GANTT type schedule. For larger, complex, or discrete type projects a Network Analysis or CPM type schedule is provided.

Regardless of the schedule type, sufficient cost information shall be embedded into the schedule breakdown, which then becomes the basis of Progress payments through the contract duration. The PM/CM should validate that the schedule is not front-loaded, and that the values supplied for the items of work are roughly the value of the stated work.

Additional information regarding contractor schedules is described in GSFCLOCAL 01200, “Project Management”.

Partnering Meetings Partnering is a CII “best practices” methodology. Partnering is a voluntary effort.Partnering meetings shall be scheduled as necessary. The PM/CM shall be responsible for coordinating the requirements and level of Partnering meetings. Small projects may only require 2 to 4 hour meeting, on-site, with limited management involvement. Large projects may require a full day meeting, an outside Facilitator, Division level management participation, and other special arrangements.

Minimally the Partnering meeting should accomplish the following objectives:

Project objectives:

Identification of potential issues Method for resolution of issues Method for escalation of issues

Submittal Register/Shop Drawing Log Shop drawings shall be tracked using the Shop Drawing Log on the Expedition-Logs- Submittals Module.. After award of the construction contract, the PM shall use the SpecsIntact Submittal Register Program to create a submittal register. A copy of the submittal register shall be provided to the Contractor as the "Preliminary Project Submittal Schedule" (refer to SPECSINTACT GSFCLOCAL 01200). The Contractor shall review and return the schedule with proposed changes, including additions, deletions, and "DATE DUE FROM CONTRC" field populated. The PM and the Contractor shall finalize the required contract submittals, editing the Submittal Register to effect all of the changes.

Once this is done, the Submittal Register is ready to be imported into the Expedition-Logs- Submittals Module. The PM shall provide the finalized Submittal Register to the CA.

The CA, using the Shop Drawings Log application, creates a new contract. The system will prompt the user whether to create the contract using SpecsIntact data. Upon choosing YES, the system will import the SpecsIntact data into the Shop Drawings Log contract. The Shop Drawings Log will create a shop drawing record for each submittal and import the following fields:

Specification Section Number Specification Paragraph Number Submittal Type Description Date Due From Contract In addition the Shop Drawings Log will populate each record imported with a NASA Submittal #, sequentially beginning with 1 and ending with the numeric count of all the submittals. Also populated will be the Keyword field to indicate the following:

For Specification Section 01 XX XX, Keyword = "left blank,” where the “left blank” field is filled in with Civil, Architectural, Mechanical, Electrical, or Fire Protection.

Note: This generic population of the keywords is not always correct, and the CA must make adjustments where necessary, including populating "left blank" records.

A print of this Shop Drawing Log shall be made and provided to the contractor.

Submittals .

The contractor shall submit 7 sets of a submittal using the Material Approval Submittal Transmittal Sheet. 5 sets are sent to the government, 2 sets are sent to NASA’s A-E.

The A-E shall stamp and return 1 set to NASA. NASA shall use this set, along with other in-house review, to stamp the 5 remaining sets. 3 sets of stamped submittal shall be returned to the contractor.

Under the FaCETS contract, 4 sets are submitted. Once approved, 2 sets are returned to the Contractor and 2 sets are kept by the Government (one for the QA Contractor and one for the file).

It is imperative that the contractor use the numbering scheme found in the Shop Drawing Log, in addition to any other numbering that their particular company may use, since this is how future submittals will be paired with their database record.

FMD-304 Material Approval Submittal Transmittal Sheet is used.

Construction Site Representatives (CSR)

Quality Assurance/ Construction Coordinator personnel (i.e., inspectors) are assigned to all construction projects at GSFC. They are accountable to the PMs regarding the detailed activities of the construction contractor. Duties/responsibilities include:

• Attend pre-construction and progress meetings

• Keep daily logs on the projects

• Monitor work quality and compliance with Contractor Quality Control Plan

• Monitor safety

• Coordinate permits and outages

• Develop punch lists and coordinate on project close-out

• Prepare daily report in which the focus is to proactively monitor contractor QC process.

Review of Submittals/Shop Drawings Review of submittals is performed by the Discipline Engineers during the same period that the A-E is reviewing the submittal. Once the A-E’s copy is received, final disposition is made on the remaining submittal sets using the Code 220 Shop Drawing Stamp.

FMD-304 Material Approval Submittal Transmittal Sheet is used.

FMD-305 Submittal Review Comments may be used.

Contractor Quality Control (CQC)/ Quality Assurance (QA)

CQC

All construction contractors shall provide CQC. FMD has split CQC requirements into two levels in the FaCETS contract, the dividing line being the monetary value of the contract: either greater or less than $500,000. Contracts less than $500,000 (see SpecsIntact GSFC local Section 01450, “Contractor Quality Control ”) do not require a CQC Manager (CQCM) full-time at the jobsite, and do not require 3-phase quality control procedures. Contracts greater than $500,000 (see SpecsIntact GSFC local Section 01451, “Contractor Quality Control ”) require a CQCM full-time at the jobsite, and require 3-phase quality control procedures. All CoF work shall be done using the greater than $500,000 procedure.

QA

The Government or its appointed representatives provide QA. As much as is practical, QA representatives shall participate in CQC meetings, demonstrations, tests, walkthroughs, and 3-phase meetings.

Progress Payments NASA is required to follow the Prompt Payment Act, which requires processing payments in a timely fashion, 14 days, to avoid paying interest charges.

FMD-017a&b Breakdown of Contract Partial Payment Request is used. (This form is in MSPUBLISHER .pub format)

Safety The Contractor is required to submit a Safety Plan for the project, which specifically addresses how safety will be achieved throughout the project duration. The Safety Plan is developed around the model Safety Plan as outlined in the GSFC local construction specifications Section 01 35 26, and must be approved by Code 360 in addition to any approvals by Code 220. The extents of the Work Area to which the Safety Plan applies must be clearly delineated and designated in the Plan. The PM/CM shall become familiar with the contractor’s approved Safety Plan.

Safety shall be a standing topic at regularly scheduled progress meetings. The PM/CM shall attend the contractor’s safety meetings as time permits.

Generally all FMD construction sites shall be considered hard hat and safety shoe areas. PM/CM/QAR/CSRs shall be responsible for enforcing that Personal Protective Equipment (PPE) be worn at all times on construction sites at GSFC. (Exemption:

OSHA establishes that personnel may refuse to wear a hard hat on grounds of religious reasons. When this occurs, Code 360 shall be specifically notified so that they may notify the OSHA Regional Office, which is required by OSHA STD 1-6.5).

Signs indicating "HARD HAT AREA" shall be posted at the entrances of all such areas.

Work Freezes/Restrictions in Buildings 1, 3, 13, 14, 24, 31, 32 and Site Excavations Work in 1, 3, 13, 14, 24, 31 are always included during a Work Freeze/Restriction.

Work in Building 32 is controlled and approved by the Building 32 Utility Working Group (UWG) which is supported by the Electrical Configuration Panel (ECP) and the HVAC Configuration Panel (HCP). The Engineering Branch has representation in all three groups.

3/13/14 Utilities Committee: Committee responsible for coordinating all utility work within the building 3/13/14 complex. Maintains list of work approved for exemption from work restrictions. Maintains the Launch and Freeze schedule. Code 224.2 provides FMD representation on the Committee.

Soft Freeze: Period of time dedicated for completing work that could affect mission critical systems. This time is set-aside to finish and/or return mission support equipment to normal configuration prior to the start of a Hard Freeze. No equipment changes, maintenance, or start of new projects is allowed unless management in the impacted area has granted prior approval.

Hard Freeze: Starts 50 hours prior to manned-launch, and 8 hours prior to a un-manned-launch. Continues throughout the mission or critical time as reported by the Operations Support Center (OSC). Exceptions can be made to work restrictions only by the 3/13/14 Utilities Committee.

Work Restrictions:

No work in or around any load centers, motor control centers, or distribution panels (neither high nor low voltage). PEPCO 34.5 kVA system feeders, 4.16 kVA feeders, and diesel generator sets that support the buildings above are also included.No work in or around any of the UPS units to include Mechanical room, PDU’s and their associated circuit breaker panels, battery cells, and cabling.

No work in or around any of the CAT-5 Network closets or associated CAT-5 drops or any of the communication closets and the cable raceways associated with them. This restriction includes areas above the ceiling, under the floor, and between floors.

NASCOM Group is not restricted from performing work relating to this.

No cable pulling above the ceiling or under the floor that involves disturbing or altering any communication, NASCOM, or mission critical cabling.

No work that requires an area wide securing of the smoke alarm system in a mission critical area, or any part of the sprinkler systems within the building.

No work on any plumbing system that could cause water leakage, deluge, vapor leakage (sewer) or vapor/mist damage to mission equipment, personnel, or cabling.

No work on an AC system that could cause adverse effects of equipment or personnel.

No changes to loading that could cause over-heating and equipment failures to nearby systems. This includes air conditioning systems supporting load centers, technical power rooms, and areas that contain UPS.

No work that involves heavy equipment to include drilling, excavation, cableways, and manholes that house utilities: chilled water lines, domestic water lines, sewer lines, electrical/communication lines, steam lines, etc. This includes the area near the PEPCO transformers, Cooling Towers (024A & 024B), Diesel Generator building (024C), and fuel farm (024D). No work that involves overhead crane operation, digging/trenching, or cable pulling.

Exemptions from Work Restrictions: Exemptions to the work restrictions will be granted upon approval of the Utilities Committee. The following information must be submitted to the Committee for exemption consideration:

• Description of work to be accomplished

• Outage/downtime required of specific equipment

• Time estimate to complete each phase of the work

• Potential hazards or risks

• Impact or risk in not doing the work

• If an exemption is granted to a project, the PM/CM shall ensure that the

Exemption is documented in writing, including a copy for the project file.

Freeze schedules can be very volatile, and can change with little or no notice.

Construction contractors must closely coordinate schedules with the Government for work in or around the listed buildings.

Work Freezes/Restrictions in Buildings 5, 7, 10, 15, 23, 29, and 32 Work in Buildings 5, 7, 10, 15, 23, 29, and 32 are only sometimes included during Work Freeze/Restriction.

Generally these buildings are included in a freeze or work restriction subject to the approval of the building’s FOM.

Work in Secure Areas Portions of the 3/13/14 complex, Buildings 24 and 31, and the two electrical switchyards are considered secure areas. Work in these areas is restricted. Work in these buildings and areas requires workmen who have been issued a GSFC RED badge, or accompaniment by an Escort who has been issued a RED badge. Anyone wishing to enter the mechanical rooms in the 3/13/14 complex must first check in at Room N1.

Escorts are expected to provide oversight of non-RED badge contractors. Escorts shall immediately notify the PM/CM of any activities that jeopardize the integrity of the secure building or area. Questionable activities are to be reported to the Security Office for further investigation/resolution.

Work in Specialized Areas Work in specialized areas such as cleanrooms, optics sensitive areas, etc., also must be contended with. Generally work in these specialized areas must be coordinated closely with the building’s FOM and Building Manager.

As an example of guidance developed for specific areas and/or missions the following table was developed for the Buildings 7, 10, 15, and 29 complex for HST. This table is provided here to illustrate the types of precautions that need to be taken when executing work in these facilities.

After Hours Work and Lists Refer to GSFC local construction specification Section 01 10 00.

Outages

Excavation Permits

Hot Work Permits

Confined Space Entry Permits Refer to GSFC local construction specification Section 01 10 00.

Operational Readiness Reviews (ORRs) Refer to GSFC local construction specification Section 01 78 23 and the technical sections of the individual piece of equipment or system.

Punchlist Once the majority of work is completed, or to the point that the Government decides it wants to take beneficial occupancy of all or only part of the facility, the Government will issue a Notification of Facility Acceptance Walkthrough. The PM/CM shall work with the contractor prior to the official walkthrough to determine where deficiencies exist, in an attempt to have them corrected prior to the formal walkthrough. At the Facility Acceptance Walkthrough the Government will itemize all punchlist items outstanding, whether old or new, and provide a copy to the contractor.

FMD-309 Notification of Facility Acceptance Walkthrough is used FMD-323 Inspection Punchlist is used

Operation and Maintenance Manuals Refer to GSFC local construction specification Sections 01 33 00, 01 78 23, and the technical sections of the individual piece of equipment or system.

Commissioning of System Refer to GSFC local construction specification Section 01 91 13 and the technical sections of the individual piece of equipment or system.

Acceptance When determined by the PM /COR at or after the Final Acceptance Walkthrough, a Work Acceptance memo is sent, indicating the acceptance date, to the Contractor with an attached punch list and a list of GOMAR equipment. The customer, the O&M Branch, and the Contracting Officer are copied on this memo.

Warranties Refer to the technical sections of the GSFC local construction specifications.

Tracking of Warranties After acceptance, all warranties shall become the responsibility of the O&M Branch.

Warranties for new work includes the standard 1-year warranty and any extended warranties that are provided. Warranty information that is provided to the O&M Branch (generally only for equipment which has a GOMARS #, or a roof) shall be input into the MAXIMO system. In general, only GOMARS tagged equipment is actively pursued to effect warranties. For non-GOMARS type equipment installed, generally O&M Branch will not pursue the warranty if only for a single failure of a relatively small item. However, if it becomes apparent that multiple failures or other extensive problems are occurring, the O&M Branch representative shall contact the PM so that further action can be pursued.

After the Craftsman has determined that the GOMARS equipment is under warranty, and having field inspected the equipment to determine that a warranty call is needed, the Craftsman shall notify Code 227 RCM Group (Shop 88) to call in the warranty. It is important that the when the contractor visits the Site to examine the equipment, that the contractor check-in with the appropriate Shop. The appropriate Craftsman should be on hand to review what action is taken, and to verify that the equipment is repaired, and note what further action is required, if any. If the contractor does not respond, the RCM Group representative shall contact the PM/COR.

Open warranties shall be tracked by the MAXIMO system. If the project is still under construction, the QAR shall call in the warranty. If the Contractor does not respond, the QAR shall contact the PM/COR so that further action can be pursued.

ESPC/UESC/ESA Warranties The majority of Energy Conservation Measures (ECMs) provided by ESPC or PEPCO ESA contracts are warranted for a period of 1-year by the contractor. ECMs include motors, pumps, variable frequency drives, etc.

Project Closeout The PM/CM shall review the Project against the Project Closeout Checklist to determine that all requirements have been completed. Satisfactory project completion does not occur until the PM has fulfilled obligations to the Division by providing project turnover with excellence to O&M, the Technical Library, and the Division’s as-builts.

FMD-314 O&M Transmittal is used.

FMD-324 Project Closeout Checklist is used.

Provide data/documentation to Real property Accountable Officer at beneficial occupancy and also at the completion of the project to update GSFC’s building records.

3.17 Operation & Maintenance

RCM Program

NASA Reliability Centered Maintenance Guide for Facilities and Collateral Equipment The O&M Branch is implementing an RCM approach to the Center’s facilities in terms of reliability.

MISSION:

To provide the required facility reliability at GSFC at the least cost.

SCOPE:

Reliability Centered Maintenance concepts are used by all Center personnel involved in the life cycle of facilities.

CRITERIA FOR SUCCESS:

Management: Commits resources necessary to implement and maintain RCM in accordance with the Program. Has budget authority and assesses progress of the RCM Program.

Planning: Identifies criticality of missions and corresponding space allocations. Plans projects to provide the required function and reliability of facility systems. Ensures the best match of facility assets and capabilities with GSFC strategic mission needs. Tracks, reports, and maintains current listing of criticality assignments.

Engineering: Ensures facility designs that meet functional, reliability, and maintainability requirements in accordance with RCM concepts. Tracks and reports specific design features supporting RCM objectives.

Construction: Ensures that facility functionality and maintainability meets specifications.

Ensures complete facility/system turnover to the Government.

Operations and Maintenance: Ensures that the appropriate maintenance strategies are used to meet the reliability for each facility system. Develops and implements effective metrics that clearly indicate that RCM goals are achieved.

3.18 General References & Acronyms

GENERAL

Determination of Eligibility Historic Standing Structures, 1997 Historic Preservation Plan Spacecraft Magnetic Test Facility, Building 305, 1996 NASA HQ OJX Memo - NASA Facilities Engineering Metric Transition Policy, May 13, NASA HQ OJX Memo - Guidelines for Cost Escalation FY98, March 28, 1996 NASA HQ OJX Memo - Guidance for Acquisition of Modular Metric Construction Products, June 18, 1996 NASA HQ OJX Memo - Guidance for Construction Projects Using Modular Metric Products, January 3, 1997

4. Master Planning

4.1 GSFC FACILITIES MASTER PLAN

The GSFC Facilities Master Plan, is a comprehensive document that guides the Center’s management in the allocation of its resources in the operation and maintenance of its infrastructure.

The Plan establishes the criteria for land use, identifies future building sites and green buffer zones, and codifies which existing facilities are ideal candidates for modernization and/or decommissioning.

4.2 LAND USE

The Facilities Master Plan designates areas for operations, recreation, open space, roads, and parking. Natural wooded buffer areas around the perimeter of GSFC are also designated in the Plan.

Internal buffers are required to isolate certain activities from both on-site and off-site interference such as lights, EMI, and metallic objects. Activities that require seclusion from surrounding interference include the Spaceflight Tracking and Data Network (STDN) area, the Antenna Test Range (Area 100), the Goddard Geophysical and Astronomical Observatory (Area 200), the Magnetic Test Facility (Area 300), and the Propulsion Research Facility (Area 400).

4.3 BUILDINGS AND STRUCTURES

Greenbelt: The Greenbelt campus includes 37 major buildings spread over 1,270 acres.

Most buildings at GSFC are sited separately but interrelate with one another. The Plan’s long-range initiatives such includes the identification of campus areas for new developments, separate vehicular and pedestrian traffic patterns by siting parking around the outer perimeter of the campus, cluster buildings in a more dense and compact arrangement thus making the campus more walkable.

WFF: Wallops is separated into three separate and distinct land masses, consisting of the Main Base, the Mainland and the Island. The Main Base consists of the airfield, manufacturing facilities, offices and labs and is accessed through a main gate. While much of the Main Base campus is walkable, it is divided up into neighborhoods with core capabilities that support the mission. The Mainland and Island are located approximately 10 miles south of the Main Base area and are both accessed via a separate gate system.

The Mainland houses support functions such as radar facilities used in tracking launch vehicles, and the Island is where various launch range operations and assembly of the final launch vehicles take place.

4.4 UTILITIES

Power Greenbelt: Commercial power enters the Center from an off-site PEPCO substation via 3 feeders. Potomac Electric Power Company (PEPCO) furnishes 34.5 kV primary power to the GSFC Greenbelt facility. Primary power is transformed to 13.8 kV and 4.16 kV for underground distribution from the Central Substation, located across from Building 24, to buildings on the west campus. Primary power is transformed to 13.8 kV for distribution from the East Switchyard, located north of Building 31, to buildings on the east campus.

Each building has a load center that transforms the distribution, voltage to voltages of 277/480 volts and/or 120/208 volts for utilization. The distribution system generally consists of concrete encased underground conduits and manholes. In some areas, the power distribution system is comprised of direct burial conductors. Emergency back-up power for critical loads is provided by local uninterrupted power supplies (UPS) at specific loads and by diesel generators located at Buildings 024 and 031.

WFF: Commercial power to the GSFC's Wallops Flight Facility is provided by the A&N Electric Cooperative (ANEC). ANEC provides two 12.47 kilovolt (kV) feeders to the Wallops Flight Facility Main Base which originate from their Wattsville, Virginia substation.

The two 12.47 kV feeders from Wattsville to the Wallops Flight Facility Main Base are routed to the NASA Bldg. N-132 Switchgear Substation. ANEC provides one 12.47 kilovolt (kV) radial feeder to the Wallops Flight Facility Island location which originates from their Wallops Island, Virginia substation. The Wallops Island feeder is routed to the NASA Bldg.

U-12 Switchgear Substation. Each building typical has a transformer and main distribution or switchgear line-up that transforms the distribution, voltage to voltages of 277/480 volts and/or 120/208 volts for utilization. The distribution system generally consists of concrete encased or directionally drilled underground conduits and manholes. In some areas, the power distribution system is comprised of direct burial conductors. Emergency back-up power for critical loads is provided by local uninterrupted power supplies (UPS) at specific loads and by diesel generators located at Buildings D-008, N-132, and U-012.

Communications

Greenbelt: Signal and data communications, which interconnect all buildings and several antennae, are distributed in concrete encased ducts and manholes that roughly parallel the power distribution system. A separate telephone system is served by a network of direct burial cables. An inter-center communications system provides terrestrial and satellite links throughout NASA. The equipment for this system is located adjacent to Building 1.

Two Local Area Network (LAN) systems, one center-wide and one for Code 700, are connected to the Internet.

WFF:

Steam Greenbelt: Steam is used for heating, humidification, and process uses. Steam is produced by the central heating and refrigeration plant (Building 24) and distributed to buildings by an underground piping system. Condensate is returned to the plant by condensate return pumps in each building, through underground piping parallel to the steam lines. Chapter 9.0, Mechanical Engineering Criteria, of this document provides information on the plant capacity and the distribution piping.

WFF: N/A

Natural Gas Greenbelt: Natural gas is provided by Washington Gas Company at a master meter (interruptible service) to the power plant (Building 24), the cafeteria in Building 21, and heating in Building 97. Natural Gas enters via a Washington Gas main along Greenbelt Road. Separate meters serve Building 9 and Building 302.

WFF: Wallops has no natural gas at this time. There is a 180,000 gallon propane storage and distribution system with approximately 5 miles of buried polyethylene distribution on the Main Base. The system could be converted to natural gas if/when natural gas is available.

Landfill Gas Greenbelt: A 250 mm main pipe from the Sandy Hill Landfill provides the center with landfill gas. Toro Energy Company of Maryland has a renewable 10 years agreement with the center to provide this service. The pumped gas from the landfill has an existing capacity of 900 l/s (1900cfm) with the capability to expand to 1415 l/s (3000cfm). The landfill gas (50% methane plus other gases) fuel the steam boilers located in the CPP at Building 24.

WFF: N/A

Fuel Oil

Greenbelt: Fuel oil is not generally used for heating at GSFC, with the exception that the Central Power Plant (Building 024) Boilers have fuel oil (#2) as backup, due to the interruptible gas service. There are Fuel Oil storage tanks and underground distribution to B24 and B31. Fuel Oil used for central plant boilers and emergency power generation.

WFF: Fuel oil (#2) is primarily used for emergency power generation in various locations, and for a few heating boilers.

Chilled Water

Greenbelt: Chilled water is provided by the West central refrigeration plant (Building 24) and East central refrigeration Plant (Building 31). B24 supplies major buildings on the main campus and Building 25 by underground supply and return piping.

B31 chiller plant located on the East Campus provides chilled water to B31,32 and 33.

Area 100-400 use local equipment. Chapter 9.0, Mechanical Engineering Criteria, of this document provides information on the plant capacities and the distribution piping.

WFF: Wallops chilled water systems are predominantly served by stand alone chillers, however Buildings E-104, E-105, E-106, E-107 & E-109 are served by a district chiller.

Domestic Water Greenbelt: Domestic water is provided to the Main Campus at two metered connections along Greenbelt Road by the Washington Suburban Sanitary Commission (WSSC). There are 15.2 miles of domestic water lines for fire protection and sanitary and consumption needs. To compensate for inadequate pressure, a system consisting of pumping stations and an elevated storage tank is used to equalize water flow and provide 75-psig head pressure. The system is fully looped and valved. Domestic water service to the Magnetic Test site is provided by a WSSC metered connection at Good Luck Road. Service to the Optical Tracking and Ground Plane Test Facility is provided by a 250 mm FP line and a 50 mm domestic water line under Springfield Road that connects the site t the WSSC water towers. The FMD Utilities Master Plan, Main Campus Fire Protection/Domestic Water Supply System, provides information on the configuration and size of the existing system, and proposed upgrade or replacement projects. Include MEMD in the planning of proposed upgrade or replacement projects.

WFF:

Wallops Main Base receives all of its potable water from groundwater supply wells located within the boundaries of the installation. The main base system is a community water system serving approximately 1,625 persons. This system utilizes four groundwater wells to achieve a design capacity of 519,200 gpd. Well No. 1 is 260 feet deep and has a 171 gallon-per-minute (gpm) submersible pump. Well No. 3 is 253 feet deep and has a 214 gpm submersible pump. Well No. 4 is 265 feet deep and has a 163 submersible pump.

Well No. 5 is 260 feet deep and has a 167 gpm submersible pump. All operable wells are screened within the Middle Miocene aquifer. The wells were installed from February 1990 to December 1992. A fifth well is planned to be installed and operable in 2022.

Raw water from these wells is treated with a liquid sodium hypochlorite chlorination system. Zinc orthophosphate is also injected for corrosion control in order to reduce the lead concentrations below the lead action levels.

Water is stored in a 500,000-gallon aboveground tank (D-095) located adjacent to the treatment facility prior to being pumped to the 100,000-gallon elevated water tank (F-165) for distribution to the facilities at the main base. The main base system is also regulated by a water withdrawal permit that limits the withdrawal of groundwater to a maximum rate of 8,153,000 gallons per month. The distribution system consists of approximately 39 miles of distribution piping.

The Island potable water system is a non-transient, non-community water system that utilizes two groundwater wells and serves a peak population of 725 persons. The potable water supply wells are 245 and 265 feet below the ground surface and are screened within the Middle Miocene aquifer.

Similar to the Main Base system, raw water for the Island is treated with a recently installed liquid sodium hypochlorite system. Zinc orthophosphate is also injected for corrosion control in order to reduce the lead concentrations below the lead action levels.

Water is stored in an 80,000-gallon aboveground tank (U-049) located adjacent to the treatment facility, prior to being pumped to one of three elevated distribution tanks. To maintain sufficient water pressure throughout the Island system, the elevated tanks are located at the north end, middle, and south end of the Island. The elevated tank on the north end (V-090) has capacity of 50,000 gallons and the other two (X-046 and W-055) have capacities of 150,000 gallons each. The Island potable water system is also regulated by its own groundwater withdrawal permit that limits groundwater withdrawal to 1,800,000 gallons per month and 13,000,000 gallons per year.

Sanitary Sewer

Greenbelt: The main campus sanitary sewer serves all of the main campus plus Buildings 27 and 25 and it drains to an outfall just east of Building 9 whereby it connects to the WSSC system on the south side of Greenbelt Road. This main outfall has a capacity through the 8" clay pipe of .051 m3/sec. Lift stations are required for the sewer system in Buildings 26, 97, 90, 20, 19, 18, 16, 21, 24, 4, and 25. The east campus connection to the WSSC system is located at the intersection of Good Luck Road and Greenbelt Road and at this time it is all gravity fed. Its capacity through the 8" system is .026 m3/sec. Remote sites, where sanitary sewer is not provided, are served by local septic systems.

WFF:

Wastewater generated on the main base is collected primarily by a gravity system that has approximately 92,500 linear feet of piping ranging from 4 inches to 24 inches in diameter.

There is one major pump station (F-167) on the Main Base. The majority of the collection system was installed in the 1950s and extensively rehabilitated during the late 1990s. The remaining components that have not been rehabilitated recently are the manholes and the pump station. The NASA-owned wastewater treatment plant (WWTP) was constructed in 1999 and has a design capacity of 300,000 gpd, but operates at an average flow rate of approximately 60,000 gpd. Headworks of the old treatment plant (grit chamber, bar screen, etc.) are still used, with the effluent routed to the new treatment plant. This new plant has dual- ow equalization tanks, extended aeration-activated sludge treatment, continuous up flow sand filtration, and ultraviolet disinfection system and post aeration. The plant also includes the capability of adding soda ash for pH adjustment. Effluent from the system is discharged to an unnamed tributary of Little Mosquito Creek. Sludge from the new treatment process undergoes diffused aeration for aerobic digestion, followed by decanting and drying on porous asphalt sludge drying beds enclosed in a greenhouse structure. The Main Base WWTP serves NASA facilities as well as the U.S.