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54 Collaborative Airport Capital Planning Handbook The owner to transmit the record drawings for the facility provided by the design firm. The owner to transmit guarantee and warranty information as well as Training and O&M manuals that the owner will use to operate the facility in the next step. The owner and Partners to solicit input and feedback on the performance of the Lead Tech- nical Department in delivering the project/facility via an evaluation form. The Executive Leader and O&M Department to schedule and conduct a ribbon cutting ceremony. Products: The following is a list of documents, manuals, and other written material that will be produced during this step (see Appendix C for Model Documents and Appendix D for Sample Forms): Punch List. Project closeout documents. Certificate of Occupancy. As-Built Drawings from the contractor. Record drawings for the facility. Training and O&M manuals. Guarantee and warranty data and information. Grant closeout paperwork. Contractor evaluation. Owner evaluation. Partner evaluation. Monthly project status reports. Results: The following are the results an agency can expect in terms of targets achieved, ben- efits realized and value added when an agency follows the recommended step outlined above: 1. A satisfied contractor, professional services firm, owner and facility user. 2. Leadership Team and CMT satisfied with the final product and the successful collaboration among all participants during implementation of the project. Step 5: Operation Goal: The goal of Step 5 is for the owner to successfully operate a facility using the features and elements included in the design (Step 2 of this phase) and constructed (Step 3 of this phase) into the facility, consistent with the criteria provided during the project definition step (Step 1 of this phase) for the benefit of the agency consistent with the agency's mission and goals. Actions: The following is a list of actions, activities or tasks that should be completed during this step: Operation: Operate the facility in accordance with the O&M manuals provided by the con- tractor. Modify size and complexity of internal organization to ensure that performance of new facility can be maintained according to design. Operating Contracts: Procure and secure contracts for the day-to-day services required to operate and maintain the facility, if not provided by internal staff. Guarantee and Warranty Issues: Request assistance from Lead Technical Department for guarantee and warranty issues during first year of operation. Preventative Maintenance: Develop a comprehensive maintenance program. Conduct proper preventative maintenance of facility when the warranties expire. Facility Management: Implement asset management and/or facility management system to optimize preventative maintenance methods and maximize limited resources. Expenditure Coding and Recovery: Track expenditures and coordinate with Finance to ensure they are properly coded for cost recovery.

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The Nuts and Bolts: Development and Implementation 55 Operations Monitoring: Monitor operations of the facility to identify best practices and les- sons learned (see Chapter 6). When: Operation begins after substantial completion is issued, certificate of occupancy is granted, if applicable, and the asset is retired for rates and charges purposes. The facility is oper- ated by the appropriate O&M Department. Operation of a facility does not need to wait for the punch list in Step 4 to be complete. Leader: Appropriate O&M Department Knowledge. The O&M Department Leader must understand the following: Efficient and safe operation and maintenance of facilities and equipment. Management of building equipment, systems and structures. Inspection and maintenance frequency and corrective measures. Operating performance standards. Airfield operations. Staff training needs. Performance of building systems. Energy consumption and conservation. Facilities management staff and functions and organization. Facilities planning. Housekeeping requirements for large, complex facilities. Proper preventative, predictive, routine, and corrective maintenance procedures. Maintenance and management of materials and parts inventory. Skills: The O&M Department Leader must be skilled at the following: Reading and interpreting O&M manuals. Defining the scope of maintenance assignment. Overseeing operations and maintenance activities. Organizing a department to provide O&M functions efficiently and cost-effectively. Scheduling and managing staff from multiple disciplines potentially working in the same area. Preparing and overseeing operating and capital budgets. Negotiating skills to contract for services. Hiring qualified staff or contractors to perform work. Collaborating to engage Partners. Setting the example for others to follow. Team building and being able to work productively with others. Potential Departments: The O&M Department Leader could be found in a department where facilities are operated or maintained. The O&M Department Leader might be in an Opera- tions department or Maintenance department. Partner: CMT Methods: The following is a list of techniques that should be used to communicate and col- laborate with Partners during this step: Collaborate in meetings and/or via collaboration technology with Lead Technical Department to monitor and track maintenance repairs and determine when other major capital projects are needed in the future. Other Technical Departments to implement, manage and maintain asset and facility man- agement systems. External Stakeholders using the facility (i.e., the airlines) to solicit feedback on facility oper- ation and address ongoing maintenance needs. Finance to ensure that ongoing maintenance and improvement expenditures are being properly coded for cost recovery.