The Embassy of the Future Recommendations for the Design of Future U.S. Embassy Buildings (1986) / Chapter Skim
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7 Improving Security in the Planning, Design, Construction, and Management of Future U.S. Embassy Buildings
7 Improving Security in the Planning, Design, Construction, and Management of Future U.S. Embassy Buildings
Pages 56-68
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From page 56... ...
embassies, the committee came to realize that unless the Office of Foreign Buildings Operations (FBO) used a well-managed process for obtaining the services of architects, engineers, and construction companies, there would be difficulties in integrating the committee's security recommendations with the procedures of the State Department.
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From page 57... ...
Moreover, FBO's current design criteria and guidelines represent a mixture of prescriptive statements and performance statements. The prescriptive statements instruct the design professionals on the precise methods and materials that must be used; the performance statements present the desired performance attributes clearly and in terms against which solutions can be evaluated, leaving the choice of methods, design approaches, and materials to the design professional.
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From page 58... ...
The development of an integrated data base anti enhance all aspects of FBO project management, record keeping, and facility maintenance. If undertaken in an evolutionary manner, FBO's implementation of such technology should cause minimal disruption and provide a valuable management tool.
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From page 59... ...
s9 a ~ , _ i 9 am_ to * o od C o m ~ 0 c i._ A: _ ~ C O _ I ~, _ .~ 1 By iL 3° Lilly!
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From page 60... ...
As such, they provide little guidance on how to deal with the multiplicity of current embassy users in terms of current security programming requirements. The committee's collective experience with State Department embassy design, coupled with its visits to embassies during the course of its work, illurn~nated the results of an inadequate space programming procedure: overcrowding and inappropriate postconstruction modifications to structures to incorporate security considerations or unaccounted-for staff and others.
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From page 61... ...
~ Preselection criteria, to be applied by FBO staf~prior to the panel's review of qualifications submittals, should give recognition to those design teams that have a capability in security design and should not exclude teams that have previous State Department experience. Discussion: The Architectural Advisory Pane!
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From page 62... ...
Discussion: The program management function for the embassy construction planned by the State Department should include the following: ~ establishment of uniform guidelines and procedures related to programming, site selection, site development, design, procurement of construction, and occupancy of all facilities; · development of prototypical architect/engineer and other consultant fee agreements with appropriate prequalification and selection procedures; ~ development of prototypical contract forms between contractors and the State Department to reflect various project requirements for example, fast-track construction, Jump sum bids, turnkey, and the like; establishment of centralized accounting functions to ensure a proper audit trail and uniform accounting procedures; ~ establishment by the State Department of permanent review and management teams to oversee the program (the teams should include representation by all sections of the State Department involved in the review and approval process)
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From page 63... ...
Within the overall program management structure, the State Department should aLso develop a centralized project administration procedure that assigns responsibility and control for each project to one Washington-based individual for the project's duration. The function should include the following: ~ oversight of the development of a comprehensive space management program; development and maintenance of the project data base; development and review of the project timetable; ~ dissemination to the design team of new guidance and change orders; revision and updating of the design program; coordination and review with tenant agencies (if any)
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From page 64... ...
the building process. The resulting delays and reductions in building quality point to the need for more centralized control of the process and more feedback regarding past design decisions.
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From page 65... ...
To ensure maximum value for its expenditures, the State Department should make value management studies an integral part of the overall design process. Additionally, value incentive clauses should be included in contracts between the contractor and the State Department.
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From page 66... ...
personnel holding appropriate security clearances should be established to maintain security and emergency systems and ensure that building systems do not need to be serviced by FSNs. In addition, manuals should be provided by the architects/engineers or other appropriate design professionals detailing the intended use of the building under emergency conditions.
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From page 67... ...
The committee believes that such evaluations wid lead to the improved quality of both the building that is thus evaluated and subsequent building projects. Discussion: Postoccupancy evaluation should take place at least one year after occupancy and should examine the following: functional factors, comparing the building's initial functional and space programming to actual facility use and evaluating the overall suitability of the site; · technical factors, measuring the operational effectiveness of installed materials and systems; .
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From page 68... ...
As a larger evaluation data base on embassy performance is compiled, designers can begin to find some answers to questions regarcling optimum space allocations, traffic patterns, adjacencies, security performance, and other important design and building considerations for which the only present guidelines are experience, tradition, and the use of outdated standards. Facilities Management Recommendation 34: Building information management system.
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