GSA Office of Governmentwide Policy

**REAL PROPERTY POLICYSITE**

**[Best Practices]{.underline}**

**Special Edition 2006**

**(Front cover photo - Automated Advanced Acquisition Program (AAAP)
Website image, GSA PBS National Capital Region)**

**(Front cover photo - Denver Federal Center, Denver, Colorado)**

Office of Real Property Management

October 2006

**10 \* 06**

(page 2-inside cover)

#### *Real Property Policysite Special Edition  *[Best Practices in Asset Management and Sustainability ]{.underline}

**Fall 2006**

The Best Practices Special Edition of POLICYSITE is made possible
through the collaborative efforts of the General Services
Administration\'s (GSA) Office of Real Property Management and the
Federal agencies which participated in the 2006 GSA Achievement Award
for Real Property Innovation program.

The Best Practices Special Edition POLICYSITE newsletter is an annual
publication by the Office of Real Property Management (MP), GSA Office
of Governmentwide Policy, Washington, DC, led by Acting Deputy Associate
Administrator, Eric Dunham. POLICYSITE is produced by the Regulations
Management Division, with Stanley C. Langfeld, as Director and
Editor-in-Chief. This year\'s edition highlights asset management and
sustainability best practices.

For more information about POLICYSITE, contact Richard M. Ornburn,
Managing Editor, at richard.ornburn@gsa.gov. Graphic design is provided
by David Alexander of GSA\'s Office of Citizen Services and
Communications.

For more information about the Office of Real Property Management and
its innovative real estate and workplace initiatives, including the GSA
Award program, visit our website at: **www.gsa.gov/realpropertypolicy**.

##### [Table of Contents]{.underline}

**Message from Eric Dunham, Acting Deputy**

**Associate Administrator 5**

**Winning Entries 6**

**Asset Management**

1\. National Aeronautics and Space Administration 7

-   NASA Real Property Portfolio Improvement Program

2\. U.S. Army Corps of Engineers 8

-   Photo Based Real Property Asset Management

-   Real Property Inventory of Civil Works Projects

3\. U.S. Department of the Air Force and General Services Administration
10

-   Air Force and GSA Create Environment of Innovation

4\. U.S. Department of the Army 11

-   Contingency Operations Real Property Accountability

-   Quality Residential Communities for Military Families

5\. U.S. Department of Defense 13

-   Baggage Claim Check

6\. U.S. Department of Housing and Urban Development 14

-   Asset Management Innovative Tools for an Organization

7\. U.S. Department of the Interior 15

-   Expanded Recreation Use Data Report

8\. U.S. Department of Labor 16

-   Space Management System

9\. U.S. Department of State 16

-   Excellence and Accountability in the Department of State's

Management of Federal Real Property

10\. U.S. Department of the Treasury, Internal Revenue Service 18

-   IRS Asset Management Initiative

11\. U.S. General Services Administration, Public Buildings Service 19

-   Asset Business Plan

-   Automated Advanced Acquisition Program (AAAP)

-   Creative Partnering to Achieve Asset Management Goals in Historic
    Assets

-   Governmentwide Real Property Information Sharing Program (GRPIS)

-   Lafayette Building Website

-   PBS Champions Team

12\. U.S. Government Printing Office 26

-   Managing Strategic Assets at the GPO

**[Sustainability]{.underline} 28**

1\. National Aeronautics and Space Administration 28

-   Astronaut Quarantine Facility LEED-Certified Building

2\. U.S. Army Corps of Engineers 29

-   Military Facilities Sustainable Design and Development Rating
    Programs

3\. U.S. Department of the Army 30

-   Sustainable Design on an Army Installation

-   Sustainable Residential Communities for Military Families

4\. U.S. Department of the Interior -- National Park Service 32

-   Bear Valley Comfort Station Remodel

-   Sustainable is Attainable at Whitman Mission National Historic Site

-   The Green Apple in the Big Apple: Using Sustainable Principles to
    Rehab\
    the NPS Visitor Contact Station in New York City's Jamaica Bay

5\. U.S. Department of Transportation 36

-   Cardboard Recycling at FAA Cleared for Take Off

    -   Department of Transportation Headquarters Project

6\. U.S. Environmental Protection Agency 38

-   Property Innovation at EPA's New Arlington, Virginia Offices:\
    Reaching for "Green," Achieving Gold in a Speculative Building

7\. U.S. General Services Administration, Public Buildings Service 39

-   The Denver Federal Center Environmental Management System --\
    Framework for a Sustainable Campus

-   Transfer of 25 Acres - Fort Worth Federal Center

-   Howard M. Metzenbaum U.S. Courthouse: Historic Rehabilitation

-   New San Francisco Federal Building

-   Mobilizing the GSA Workforce

-   National Building Museum (NBM) Plate and Frame Heat Exchanger (PHE)

-   New Innovative Leasing Policy in Region 6 Requires LEED
    Certification\
    and Sustainable Design in All Build-to-Suit Projects

-   Remote Ongoing Commissioning Proposal for the Wiley Federal Building

**[Jury Listing: Asset Management/Sustainability]{.underline} 48**

**[E-Practice Library]{.underline} 49**

====================================================================

***[A Message from Eric Dunham]{.underline}***

Acting Deputy Associate Administrator for Real Property Management

**Tenth GSA Achievement Award for Real Property Innovation**

The U.S. General Services Administration (GSA) is pleased to recognize
the entries submitted as part of the Tenth GSA Achievement Award for
Real Property Innovation in this POLICYSITE Best Practices Special
Edition. This year's Awards program requested entries demonstrating
innovation, creativity, and leading practice in Federal real property
asset management and sustainability. The ideas submitted cover a broad
range of real property areas, technical specialties, and geographic
locations; some focus on a single facility while others describe
wide-ranging frameworks that are national in scope.

In its first nine years, this program has generated and shared a
substantial number of great business ideas within the real property
community. This identification and dissemination of good practice is a
vital component to the vision of a results-oriented Government.

We are aware that a variety of the previous entry concepts have been
adopted, emulated, expanded, and tailored to meet local conditions by
other Federal agencies. We expect that the results of the program's
tenth year will be no different. Such leading practices serve as a
catalyst for improved asset management and sustainability; we encourage
the continued replication of more good practices in order to achieve
notable and demonstrable results.

Thank you for your interest in the innovations that inspire change and
improve performance across the Federal Government.

### *Eric Dunham*

**[2006 GSA ACHIEVEMENT AWARD FOR]{.underline}**

**[REAL PROPERTY INNOVATION WINNING ENTRIES:]{.underline}**

***[ASSET MANAGEMENT CATEGORY]{.underline}***

**[WINNER]{.underline}:**

-   **Automated Advanced Acquisition Program (AAAP)**

**General Services Administration, Public Buildings Service, National
Capital Region**

**[FINALISTS]{.underline}:**

-   **NASA Real Property Portfolio Improvement Program**

**National Aeronautics and Space Administration**

-   **Governmentwide Real Property Information Sharing (GRPIS) Program**

**General Services Administration, Public Buildings Service, Office of
Real Property Asset**

**Management**

**[SPECIAL ACHIEVEMENT/MERIT]{.underline}:**

-   **Creative Partnering to Achieve Asset Management Goals in Historic
    Assets**

**General Services Administration, Public Buildings Service, Greater
Southwest Region**

***[SUSTAINABILITY CATEGORY]{.underline}***

**[WINNER]{.underline}:**

-   **Denver Federal Center Environmental Management System - Framework
    for a Sustainable Campus**

**General Services Administration, Public Buildings Service, Rocky
Mountain Region**

**[FINALISTS]{.underline}:**

-   **New Innovative Leasing Policy in Region Six Requires LEED
    Certification and Sustainable Design in All Build-to-Suit Projects**

**General Services Administration, Public Buildings Service, Heartland
Region**

-   **Property Innovation at EPA\'s New Arlington, VA Offices: Reaching
    for \"Green\", Achieving Gold in a Speculative Building**

**Environmental Protection Agency**

-   **Sustainable is Attainable at Whitman Mission National Historic
    Site**

**Department of the Interior, National Park Service**

**[SPECIAL ACHIEVEMENT/MERIT:]{.underline}**

-   **Military Facilities Sustainable Design and Development Rating
    Programs**

**United States Army Corps of Engineers**

**[ASSET MANAGEMENT]{.underline}**

**Best Practices**

**1. National Aeronautics and Space Administration**

**[NASA REAL PROPERTY PORTFOLIO IMPROVEMENT PROGRAM]{.underline}**

***[FINALIST]{.underline}***

***(quote) \"NASA\'s innovations \.... have earned it a
[GREEN]{.underline} rating on the President\'s Management Agenda.\"***

NASA had embarked on an innovative improvement program to increase the
efficiency and effectiveness of its real property portfolio, prior to
the issuance of Executive Order (EO) 13327, Federal Real Property Asset
Management, and the formation of the Federal Real Property Council
(FRPC).

This program consisted of:

-   Ensuring accurate inventories

-   Developing of new metrics and management tools

-   Developing of long range real property plans that flow from the NASA
    Strategic Plan

-   Developing of real property reduction plans

-   Increasing the use of life-cycle management initiatives

-   Increasing the oversight of Agency-wide portfolio management.

Since EO 13327, NASA has improved and refined the metrics, ensured
consistency with FRPC guidance, and put all the metrics into practice by
integrating them into NASA real property program management, NASA
strategic plans, and long range budget projections.

The overall objectives of NASA's real property portfolio management
improvement program are to ensure that its facilities are:

-   Integral to NASA mission

-   The right type and size

-   Available when needed

-   Sustainable

-   Safe, secure, and environmentally sound

-   Affordable.

> NASA has put together its inventory, metrics, and long range plans to
> fully support the NASA mission and vision. The program has resulted in
> reduced risk to mission, a long term strategy for real property, and
> recognition by senior NASA management of the importance of efficient
> management of NASA\'s real property.

NASA\'s innovations in condition assessments, metric development and
integration, and development of long range plans has earned it a GREEN
rating on the President\'s Management Agenda for Real Property Asset
Management.

**[Contact]{.underline}**

Eugene F. Hubbard, PE, CFM

Director

NASA Facilities Engineering and Real Property

gene.hubbard@nasa.gov

***(photo: Kennedy Space Center; Source - NASA)***

**\
2. U.S. Army Corps of Engineers**

**[PHOTO BASED REAL PROPERTY ASSET MANAGEMENT]{.underline}**

The Omaha District Real Property Accountable Officer (RPAO) developed,
organized and implemented a comprehensive photograph based real property
asset management system where there was none before. It documents the
5000 plus real property items (structures/buildings) for the more than
40 different civil projects within the Omaha District (which covers a
six state region).

The Photo System developed for Omaha District has and will continue to
save, at a minimum, \$10,000 a year, organize needed information and
enhance the ability of all users to understand the over \$2 billion in
real property they are assigned.

At its core, the latest technology developed for digital cameras was
used to capture GPS coordinates and other necessary information required
to track the more than \$2 billon government owned real property
assigned to the Omaha District. The extremely simple to use processing
program provides outstanding individual photos with all the appropriate
information watermarked on them, it automatically gathers 2 different
aerial photos from other sources based on the embedded GPS information,
it produces individual html files, overview/index html files and many
other files that greatly enhance the ability for everyone that views
them to get a clear picture of "what it is", "where it is at" and "what
condition it is in".

An organized and consistent way of maintaining the information and
photos (over 77,000 files) was set up on a portion of the district
computer network server so that the system was always kept up-to-date
and allowed all interested personnel access to any of the
photos/information contained therein at any time. Binders were also
assembled and distributed (containing inventory listings, information
and all real property photos for their individual areas of
responsibility) so that anyone that did not have access to the network
server or who worked in the field away from the home office would have
the same tools at their fingertips.

This system was so well received that the Operations Division bought
eight of the same GPS enabled cameras for their personnel's use in the
field. Their personnel were trained on its use and now they directly
email their additions/updates regarding real property
structures/buildings. Implementation of this program has saved the
District over \$10,000 in labor and travel costs due to time savings
alone (in the past a major project would take a minimum of 1, 2 or even
3 weeks, using this system it now only takes 1 to 7 days).

It will also result in a projected labor and travel savings of
approximately \$10,000 each year in the future as the RPAO will no
longer have to make one to three week trips that were made to gather all
the necessary information at each site. Future trips will be of a short
duration due to only having to update or add to the present inventory of
pictures maintained.

This system now gives managers the ability to easily see and understand
the real property account items they are signing for in the system.

**[Contact]{.underline}**

Roger R. Miller

Real Property Administrative Officer

US Army Corps of Engineers, Omaha District

CENWO-RE-S

roger.r.miller@usace.army.mil

***(photos: 2 USCOE Properties, Omaha District)***

**[REAL PROPERTY INVENTORY OF CIVIL WORKS PROJECTS]{.underline}**

The Fort Worth District of the Corps of Engineers (COE) operates and
maintains 25 lakes within the Southwestern Division of the COE. A top
priority of the COE is to obtain an unqualified opinion of the Civil
Works financial statements. The Fort Worth District Chief Financial
Officer (CFO) team determined that it was non-compliant in two CFO
emphasis areas. The two areas were Buildings and Structures and Land.
Divisions or organizations within the Fort Worth District with major
responsibilities for the two CFO emphasis areas requiring correction are
Operations, Real Estate, Resources Management, and Internal Review.

In 2005 a 100% inventory of the assets at all the 25 lakes was required
before other related actions could begin to correct the above stated
deficiencies. During previous inspections, people would drive through
the various parks and try to match a Property Identification Number
(PID) to an item on the ground. In the larger parks, with multiple
restrooms, boat docks, boat ramps, etc., and hundreds of campsites, it
was very difficult to be sure that one was accurately matching the
facilities to the PID.

Concerning the audits, we could use the tools on hand to help the audit
team and management of the real property. Additionally, the auditors
were not going to be familiar with the lakes or the facilities. It was
determined we could use the GIS to develop maps to aid the auditors and
assure an accurate accounting of the facilities.

The various data layers were developed. Examples of the layers included
restrooms, boatramps, campsites, roads, parking lots, etc. Each real
property feature was attributed with pertinent real property data such
as the PID, latitude and longitude, distance (for linear features),
square footage (for parking lots), etc. The square footage for the
parking lots and mileage for the roads were calculated using the GIS,
thus saving many man-hours of field work. Additionally, the latitude and
longitude was determined in a matter of minutes for all the layers in a
lake using the GIS features.

Over 800 maps were developed and printed for the lakes. Each real
property feature was symbolized as a line, point, or polygon and labeled
with the PID. The maps were printed on 11"x17" paper and are composed of
three sections. The main area depicts a subset of a park or area; there
is a key map that outlines the entire park with the subset outlined and
a third area depicting the park area in relation to the lake. This
format was developed after conferring with the local real estate
inspectors/auditors. Because most were not familiar was the lakes and
parks, the key maps were helpful in determining their location within
the parks and on the lake.

The benefits of using GIS and the maps were immediately evident as the
auditors were very impressed with the maps and found them useful during
the audit.

**[Contact]{.underline}**

Susan Haney

Natural Resources Manager

Fort Worth US Army Corps of Engineers

Operations Division

susan.l.haney@swf02.usace.army.mil

(photo: US Corps of Engineers agency logo)

**3. U.S. Department of the Air Force and General Services
Administration**

**[AIR FORCE AND GSA CREATE ENVIRONMENT OF INNOVATION]{.underline}**

A diverse team of Air Force (AF) and GSA associates accomplished one of
the most complicated real estate and environmental transactions, in
record time, by never-before-utilized techniques, and captured and
applied the lessons for future projects.

On February 27, 2006, the team conveyed to the St. Louis County Port
Authority 39.1 acres of environmentally contaminated and formerly
flooded Air Force property. The success of this project is evident in
relationships forged between the two agencies, performance against
difficult measures, relief to Federal operation, maintenance and
environmental clean-up responsibilities, productive use of a brownfield
with an initial investment of approximately \$375 million in
entertainment and retail economic development and approximately 3000 new
jobs, clean up of contamination ahead of Government schedules,
Government proceeds of \$1.25 million, and development of a new approach
as a model for future work.

The team implemented a customer focus previously foreign to both
agencies. The myriad of environmental laws and regulations and real
estate approaches left significant room for disagreement. Nevertheless,
the agencies recognized their customers' needs, the possibility of
accomplishing the action in a wide variety of ways, and employed that
focus in negotiations with EPA, Congressional Oversight Committees, and
county and state officials.

The customer approach fostered an environment that yielded innovation.

1\. The team limited statutory warranties to future unknown
environmental remediation and thereby shifted significant Federal
liability further than any previous project.

2\. They diverted windfall profits from the county to the United States
for future sales within 10 years, more than any previous case.

3\. The sale represented the first value-based disposal of Air Force
non-BRAC property and used the first cooperative agreement with
regulators.

4\. The approach also helped the team to meet the short deadline by
focusing for the first time on the results that the customers needed, as
opposed to how to achieve them. The team secured assurance that the
county would be responsible for the Federal clean-up responsibilities by
providing alternatives such as environmental insurance, bonding, and
letters of credit, as well as open-ended requirements for state
regulatory compliance, focusing on results instead of means.

The effectiveness and replicability of the project was apparent. The
team documented the customer-focused approach and environmental
innovations through after-action briefings and shared them at all
levels, with agreement for application in future and continuing
projects.

Supported by quantitative analysis, the project greatly exceeded
expectations specified in the PART disposal measures. It far surpassed
the long-term outcome goal that proceeds of sale reach at least 118
percent of estimated fair market value. It also exceeded the annual
outcome cycle time goal for disposal within 240 days.

**[Contact]{.underline}**

Linda Perry

Project Manager

General Services Administration

Property Disposal Division

linda.perry@gsa.gov

(Photo: Sample portion of conveyed Air Force 39.1 acre property)

**4. U.S. Department of the Army**

**[CONTINGENCY OPERATIONS REAL PROPERTY ACCOUNTABILITY]{.underline}**

***\"Contingency operations create unique challenges to real property
asset accountability and management that require unique but standardized
processes \...\"***

The U.S. Army Forces Central Command (USARCENT), in partnership with the
U.S. Army Corps of Engineers Engineering Infrastructure Intelligence
Reachback Center (EI2RC), Savannah District and Construction
Appropriations Planning and Execution System (CAPCES), has developed and
implemented a user friendly, self-service, web-based real property
management, tracking and reporting capability for contingency
environments.

This capability has three distinct operating mechanisms that standardize
field data collection processes, property management module and data
fusion/visualization supporting lifecycle management of contingency
bases. The three mechanisms are the:

-   Ike 304 with Geospatial Assessment Tool for Engineering Reachback
    (GATER),

-   CAPCES Contingency Facilities Module, and,

-   Infrastructure Spatial Intelligence Portal (ISIP).

Development of this initiative was spurred by AR 405-45, Real Property
Inventory Management, that states property in an officially designated
combat zone will not be reported to the Army Chief of Staff for
Installation Management (ACSIM), but rather "property acquired or
constructed for contingency operations or property of a classified
nature where public knowledge of location could pose a threat to
military operations or cause endangerment to life and/or safety of
Department of Defense (DoD) personnel. This information will be gathered
and maintained by Third Army...."

Contingency operations create unique challenges to real property asset
accountability and management that require unique but standardized
processes to meet the intent of Department of Defense (DoD) and
Department of the Army (DA) regulatory guidance. Standard DA real
property systems like the Integrated Facilities System (IFS), designed
for management of Continental United States (CONUS) based facilities, do
not work in a contingency environment. Enemy action, rapid personnel
turn-over, training, experience and other competing requirements
required USARCENT to develop a realistic and simple approach to real
property asset management- sustainable in fast moving and hostile
environments. Field data collection processes accomplished with the
GATER and CAPCES management module ensures data is collected and shared
using standard processes and formats.

Prior to the development of the CAPCES capability, expeditionary real
property assets were tracked using locally developed Microsoft Excel
spreadsheets or Microsoft Access databases; otherwise known as "stove
piped" solutions. Using spreadsheets to track real property inherently
creates non-standard products that are difficult to integrate and
analyze. The CAPCES Facilities Module eliminates disparate databases and
allows for data integration through a user friendly on-line application.
ISIP is an Enterprise Geospatial solution that integrates the collected
property data with other facility based information providing a Common
Installation Picture (CIP) via the internet to authorized users
worldwide.

The capabilities developed for USARCENT are transferable to any
contingency environment, and are not exclusive to the United States
Central Command Area of Operation (AOR). These developments mean that
combat forces are no longer required to develop their own methodologies
and capabilities to manage contingency real property; given these three
tools (GATER, CAPCES and ISIP) they now are able to conduct their real
property mission with less distracters to their combat and

peace keeping operations worldwide.

**[Contact]{.underline}**

Major David Foster

Chief, Real Estate Branch

United States Army Forces Central Command (USARCENT)

Operational Maneuver- Engineers, Facilities and Construction Division

david.foster@arcent.army.mil

**[QUALITY RESIDENTIAL COMMUNITIES FOR MILITARY FAMILIES\
\
]{.underline}**The **[Residential Communities Initiative
(RCI]{.underline})** is critical for eliminating inadequate Army housing
by awarding contracts and entering into public-private partnerships. The
Request for Qualifications procurement process is used to select
partners who renovate, construct and demolish structures on land leased
by RCI and paid for through the funding stream of residents\' Basic
Allowance for Housing. When a developer is selected, a Comprehensive
Development and Management Plan is drafted and approved by Department of
Army, Headquarters, then sent to the Defense Sub-committee for a 45 day
review. When approved, RCI and the partner work out the fine details for
their fifty year contract and begin the process for closing.

The RCI PAM program allows the Army to efficiently manage and monitor
the Army\'s portfolio of housing, which at the end-state will include
84,000 homes. The PAM process streamlines the decision making process,
allowing the Army and its partners to identify and address opportunities
and potential problems very early on.

The PAM program must attribute its success to its current management
team who maintain a clear communication between all stakeholders
involved in the process.

The organized content in the PAM program create an ability to make
crucial decisions in a timely manner. This is a key benefit in the Real
Estate market due to the high level of competition and the need to make
moves quick to avoid losing opportunities. While it protects the assets
of RCI, diminishes layers of review and creates ease within the fifty
year management process, it is not without its challenges. There are
Army stakeholders who are critical, but are being informed monthly and
quarterly and assured of the success of this program.

PAM\'S success is measured in three areas: property management,
construction management and development management. The measurement of
property management is primarily through surveys on occupancy and
satisfaction. The vacancy and turnover rates are also tallied to provide
a vivid picture of the actual residency and the adequacy of
accommodations for Soldiers. Construction Management is measured by the
timeliness and economic efficiency that new or renovated homes are made
ready for occupancy, as well as measuring safety guidelines. Development
management is measured in the quality and speed that projects are
executed and reported, as well as logging milestones.

**[Contact]{.underline}**

Donald W. Spigelmyer

Residential Communities Initiative Director

Residential Communities Initiative Office

HQDA, Assistant Secretary of Army for Installations and Environment

Donald.Spigelmyer@hqda.army.mil

(Photo: \"Army - Sample Quality Residential Community for Military
Families, Ft. Belvoir, VA\")

**5. U.S. Department of Defense**

**[BAGGAGE CLAIM CHECK]{.underline}**

To improve asset security, the U.S. Department of Defense has proposed a
plan to implement a baggage claim check for any applicant or shipper
entering the Kansas City Military Entrance Processing Station (MEPS).

This proposal would be implemented almost immediately upon review and
approved by the KC MEPS Commander. This proposal falls under the
category of Asset Management. The implementation would eventually
provide a safer environment and security for all persons entering and
working at the MEPS. This would in turn provide additional protection
for the security of the building we work at from present and future,
potential dangers.

Implementation of this baggage check program would be a first for the KC
MEPS. It would improve our customer service to the applicants as well as
provide a security checkpoint for all personnel\' entering and working
at the MEPS. Our service would improve our commitment to security of
this facility as well as give our customers a feeling of a secure and
safe environment. With that feeling, our objective of getting our
applicants and shippers through the system in a timely and orderly
fashion would increase. Also we would know who is in the facility and
their identity in a potential case of an emergency or an immediate
threat in the baggage area is found. Since this would be a first for the
KC MEPS, a record is not available to measure the success of the program
as of yet.

The amount of effectiveness of this program would far outweigh the cost
of implementing it. We have the potential to provide a safe environment
which may save lives and if it became necessary to follow up an
investigation if a security threat involved the people and/or the
building. The benefits of this proposal if approved would provide
identification for all applicants and shippers who come through the MEPS
on a daily basis. By identifying their baggage, any bag (s) that has
been identified would have less of a chance of being mistakenly taking
intentionally or unintentionally by another. Also, in a security threat
which may occur, it would be easily to identify which bag or person may
have breach security in an investigation. The problem of mistaken bags
would be solved. The challenge to this program would be if we had people
who intentionally or unintentionally did not follow our rules regarding
registration procedures for our baggage check program.

Our ability to measure the success of this program would not be a threat
or violation of our baggage claim program. If we have no security
breeches and have all applicants identified, then our success would be
measured on the number of breeches we have identified. Since the program
is so new, we could have a review of its success six months after its
implementation.

**[Contact]{.underline}**

Kevin Wade

Assistant Budget Technician

Kansas City Military Entrance Processing Station

kacasgs@mepcom.army.mil

(Photo: Department of Defense agency logo)

**6. U.S. Department of Housing and Urban Development**

**[ASSET MANAGEMENT: INNOVATIVE TOOLS FOR AN ORGANIZATION]{.underline}**

***(quote) Ever wonder how the creative minds of a few can inspire and
transcend an organization?***

The Research and Planning Unit of HUD's Office of the Inspector General
(OIG), a unit serving almost 650 employees nationwide, has been the
"little engine that could" this past year in developing two asset
management systems ideally suited for their OIG's Real Property and
Vehicle inventories.

These systems are the direct result of two people's effort despite no
funding support, additional resources or organized task force, and armed
with only the drive and innovativeness to produce a transportable
product with universal appeal. Their efforts constitute a huge
investment within the organization and a nexus to strategic planning
goals.

A first-of-its-kind for the OIG, these systems are workforce
decision-making tools employing cost accounting measures promoting the
most efficient and economical use of assets. Ready for the future, this
Research and Planning Unit can assist senior management with developing
concrete strategies that annually address real property and vehicle
asset issues with the expanding role of government in the areas of
telecommuting and hoteling.

**[Contact]{.underline}**

Keith Huffman

Management Analyst

U.S. Dept of HUD, Office of Inspector General

Office of Management and Policy (OMAP)

khuffman@hudoig.gov

(photo: Robert C. Weaver Federal Building (HUD), Washington, DC)

**7. U.S. Department of Interior - Bureau of Reclamation**

**[EXPANDED RECREATION USE DATA REPORT]{.underline}**

**The Bureau of Reclamation is unique in how it oversees recreation
activities on Federal lands under its jurisdiction.**

There are 310 recreation areas located at Reclamation reservoirs, but
Reclamation directly manages only a small number of them. Where
feasible, Reclamation has transferred recreation management and
jurisdiction to other Federal agencies such as the U.S. Forest Service,
Bureau of Land Management and National Park Service. Additionally,
Reclamation has contracted with non-Federal partners, such as state and
local governments, to manage about half its recreation areas. As a
result, a very small Reclamation recreation staff must administer
recreation contracts with non-Federal partners and track the inventory
of recreation assets constructed on its lands over time by multiple
Federal agencies, non-Federal managing partners, and concessionaires.

Reclamation\'s ability to thoroughly inventory and account for all its
recreation assets has been hampered by both limited recreation staff and
lack of an efficient property management data base. Reclamation recently
realized that most recreation assets on its lands are not completely
inventoried or accounted for in property records. In many cases,
recreation assets constructed by non-Federal partners are not included
in any data base. Further, recreation assets constructed jointly with
non-Federal partners are accounted for financial records but not in
property inventories.

Mr. Fred Liljegren of the Upper Colorado (UC) Regional Office and Mr.
Willie Brown of the Provo Area Office took the initiative to develop a
simple solution to a complex problem. They simply expanded the data
annually entered into Reclamation\'s **Recreation Use Data Report
(RUDR).** This expanded RUDR can now be used to:

-   Train new recreation staff

-   Store information about non-Federal managing partners

-   Identify numbers and types of recreation assets

-   Provide specific information on existing assets (including annual
    operating costs and revenues)

-   Identify types of recreation fees

-   Document changes

-   Store GPS coordinates for building and structures

-   Document asset condition with photographic images.

Recreation asset data can now be collected at regularly scheduled
reviews and then entered into one master report. Consolidation of all
this information into one report saves significant staff time by
eliminating the burden of producing multiple reports in multiple
formats.

Implementing the expanded RUDR and eliminating multiple other reports
will improve efficient use of Reclamation\'s limited recreation staff
and will result in an estimated cost savings of over \$40,000 in the UC
Region alone. If the expanded RUDR were implemented in Reclamation\'s
other four regions, the total cost savings could exceed \$200,000.

**[Contact]{.underline}**

Mary A. Cook

Realty Officer

Bureau of Reclamation

Department of the Interior

mcook@uc.usbr.gov

(Photo: U.S. Department of the Interior agency logo)

**8. U.S. Department of Labor**

**[SPACE MANAGEMENT SYSTEM (SMS)]{.underline}**

The **Space Management System (SMS)** was born out of the need for
various ways to use and present space related data from General Services
Administration (GSA) and Department of Labor (DOL) sources. The
packaging and presentation of this data would enable executives and
managers the ability to make strategic decisions when dealing with
office space.

SMS tracks space utilization by electronically allowing analyses and
flagging through filter sets that alert managers of opportunities for
optimal usage based on capacity and cost. This was previously done
manually, as the number of variables under review could not be captured
without significant effort.

This system has afforded us the ability to utilize GSA's rent data and
present that information in an easily usable format for management
decision support.

In the future we will expand the capabilities of the system to include a
mapping component and a more robust financial reporting engine to the
system. This would allow us to have a graphical representation of space
holdings demographic and financial data.

**[Contact]{.underline}**

Ms. Debbra Williams

Regional Administrator

U.S. Department of Labor

Office of the Assistant Secretary for Administration and Management

williams.debbra@dol.gov

(Photo: DOL Consolidated Offices, Charles Bennet Federal Building,
Jacksonville, FL)

**9. U.S. Department of State**

**[EXCELLENCE AND ACCOUNTABILITY IN STATE'S MANAGEMENT OF FEDERAL REAL
PROPERTY]{.underline}**

On February 4, 2004, President George W. Bush signed Executive Order
13327, Federal Real Property Asset Management, setting expectations and
requirements to "promote the efficient and economical use of Federal
real property resources in accordance with their value as national
assets and in the best interests of the Nation..."

The Department of State (DoS) was eager to meet this challenge and,
where possible, exceed it. In the summer of 2004, General Charles E.
Williams (ret.), Director and COO for the Overseas Buildings Operations
(OBO) was named Senior Real Property Officer for the DoS.

General Williams immediately developed a comprehensive joint-agency
**[Asset Management Plan]{.underline}** with USAID (U.S. Agency for
International Development). By the third quarter of 2004, General
Williams had an asset management plan in place for DoS international
properties, and an accurate and current inventory of assets consistent
with FRPC standards. The following year, under his direction, DoS
submitted to OMB the most comprehensive asset management plan ever
developed by the Department. It addressed not only national but
international properties, and was consistent with Federal Real Property
Council standards.

In the course of the next twelve months, DoS submitted four quarterly
rolling timelines, each containing extensive proof of the results of
proficient management of DoS assets.

The team achieved the following:

-   383 surplus non-mission critical properties were removed from our
    portfolio

-   Generated over \$303 million in sales of surplus assets

-   Sales prices of these properties averaged 123% of Fair Market Value

-   Over 8,500 people moved into safer facilities

-   \$344 million saved in cost avoidance

General Williams used the PMA as an opportunity to launch a number of
labor-intensive global benchmarking studies. Under his direction, the
team initiated a global benchmarking study to develop realistic
industry-based ceilings for international short-term leases overseas.
Where assets exceeded market ranges, we developed a plan to remove those
leases outside the range from the inventory, resulting in cost savings
for the United States Government. Today, we can confidently state that
we track every individual asset in our portfolio. We are successfully
identifying assets that exceed our space standards, and implementing
plans to correct these anomalies with post.

Twenty-four months of hard work were rewarded on April 11, 2006, two
quarters ahead of schedule, when OMB announced that the DoS achieved
"Green" for both status and progress.

The Department is proud to be the first agency, whose core competency is
not Real Estate, to achieve this coveted ranking. General Williams and
his team are also proud that the documentation we developed to support
this initiative (Asset Management Plans, Performance Measure Algorithms,
Rolling Three Year Timelines, and others) have been recommended by OMB
to other agencies as models of excellence.

**[Contact]{.underline}**

Anne McDonagh

Program Analyst

Department of State

OBO/PD/PPD

McdonaghAC@state.gov

(photo\-\--U.S. State Department Overseas Buildings Operations logo)

**10. U.S. Department of the Treasury - Internal Revenue Service**

**[IRS ASSET MANAGEMENT INITIATIVE]{.underline}**

***This Internal Revenue Service (IRS) "asset management" initiative
\... is the cornerstone of current efforts to provide effective
stewardship over the IRS field inventory of approximately 18 million
square feet.***

In January 2005, the IRS embarked upon a massive effort to analyze a
field portfolio of roughly 645 assets. This effort was accomplished
through guidance and direction from IRS Headquarters by a field staff
spread out through 14 territories across the U.S.

Written policy and guidance was established to develop asset management
plans for each asset in the IRS "field" inventory of 18 million square
feet. The process involved a number of steps. First, the staff analyzed
each asset to determine how well it met current mission requirements and
established IRS real property standards. These standards and
requirements include such things as location considerations, building
and space quality, efficiency, UFAS, fire/safety, security, furniture,
space allocations, business unit adjacencies, and space configuration.

The process involved identification of deficiencies in the attainment of
IRS standards as mentioned above, with a specific emphasis on
identifying the "space gap". The space gap is basically the difference
in how much square footage the IRS should have in these facilities if
they applied the IRS space allocations standards, compared to how much
square footage they do have in each location.

Once these deficiencies and space gaps were identified, options were
gamed and analyzed to improve the situation for each asset, and a
project concept was developed, as appropriate, to send forward as a
recommendation for approval.

IRS is currently developing measures to monitor progress in implementing
the asset management plans.

Through the asset management initiative, IRS has accomplished the
following:

-   Gained a better understanding of the condition, utility and function
    of each building in the field inventory.

-   Reviewed options available to move towards the IRS standard and
    increase the real and personal property support for the mission at
    each location, and in context with other locations in the same
    geographical area.

-   Identified over 1 million square feet for potential disposal.

-   Developed sound and defensible recommendations for real estate
    projects based on cost, benefits, and time constraints associated
    with available options.

-   Commenced implementation of projects based on the recommendations
    and available resources.

This approach overall will help to improve utilization and right-size
the IRS portfolio, provide quality space to IRS employees in the right
location, and manage the inventory to improve effectiveness and
efficiency.

This initiative has been implemented within the spirit and intent of the
President's Management Agenda and Executive Order on Real Property
Management, and has excellent application potential in other Federal
agencies.

**[Contact]{.underline}**

Naida Meares

Chief, Policy and Program Development

Dept. of Treasury, Internal Revenue Service

AWSS, Real Estate and Facilities Management Division

naida.l.meares@irs.gov

(photo \-- IRS Asset Management Profile form)

**11. U.S. General Services Administration, Public Buildings Service**

**[ASSET BUSINESS PLAN]{.underline}**

**Public Buildings Service Central Office**

(quote) \"***PBS, a pioneer, is the first and only federal agency to
have a business plan for all assets.\"***

The **Asset Business Plan (ABP)**, an integral component of asset
management, provides comprehensive information to associates, GAO and
OMB. The Public Buildings Service\'s ABP received the International
Development Research Center\'s (IDRC) best practices award for 1999. It
was the first time that a federal agency received this award.

ABP - a web based application - has a photo, description, location,
function and federal use for each asset. It establishes financial
information for, rent, operating costs, repair and alteration. ABP
provides market, rental rates, space availability, absorption, and
vacancy information. ABP compares PBS rental rates with local market
rates to ensure that PBS rental rates are equitable. ABP develops
building strategies to ensure assets support federal missions.

PBS, a pioneer, is the first and only federal agency to have a business
plan for all assets. It is a creative approach to dealing with federal
real estate that adopts private business practices. The change in
thinking is that federal assets must be well utilized and support
federal missions. ABP has served well the PBS Portfolio Restructuring
Strategy in 2002 that focused reinvestment in core assets. Core assets
are mission driven and PBS intends to retain them for the long term. PBS
would incur prohibitive costs if it were to lease replacement space for
these core assets. ABP was an established tool that appropriately
matched the President Executive Order 13327 of February 2004. The Order
calls for promoting the efficient and economical use of Federal real
property. ABP is integral in GSA getting Green status on the President's
Management Agenda.

All PBS properties (buildings, parking, land parcels) have ABP\'s. The
ABP contributes to PBS efficiency by providing ready information,
exchanging good practices and sharing ideas to better asset management.
It is used to control operating costs, to present strategies for
focusing scare reinvestment resources and improve customer satisfaction.
ABP is used to plan projects, tenant movements and enhancement to
operations that maintain and improve customer satisfaction.

All levels of associates and stakeholders use ABP. Its website exceeds
5,000 hits annually since 20004. The Office of Real Property Asset
Management (RPAM) conducts ABP review to ensure completeness, accuracy
and cohesiveness. PBS success since ABP has been introduced in 1998 is
exceptional. Over 200 (30 millions RSF) vacant and underutilized
buildings were disposed of, the bonus was that PBS avoids \$400 million
in repair costs. Operating costs are 10-12% less than BOMA (Building
Owners and Managers Association). Customer satisfaction is 93% in core
assets.

ABP is portable, replicable and transferable. APB\'s transferability
stems from the logic and focused method to collect information and from
its multi-faceted uses. Land holding agencies, local government and real
estate entities can use the ABP platform. Federal agencies (State),
State governments (California), local governments (Alameda, CA ,
Montgomery, MD) inquired about ABP from RPAM. These entities appreciated
ABP so they indicated that they would model their real property systems
after ABP. PBS uses ABP in its professional education.

**[Contact]{.underline}**

Mohamad Balhis

Portfolio Management Specialist

Office of Real Property Asset Management

GSA/PBS, Central Office

mohamad.balhis@gsa.gov

(Photo: Asset Business Plans website image)

**[AUTOMATED ADVANCED ACQUISITION PROGRAM (AAAP)]{.underline}**

**Public Buildings Service National Capital Region**

***[AWARD WINNER]{.underline}***

***\"By developing and implementing the AAAP, the Federal Government has
taken a giant leap forward in the E-commerce arena\...\"\
***

The purpose of developing the **Automated Advanced Acquisition Program
(AAAP)** was to reduce the costs relating to the acquisition of real
property lease assets, improve supply and pricing of space offered for
lease to the Government, and improve customer satisfaction by delivering
space faster to its customer agencies.

In addition to the obvious benefits, the AAAP incorporates cutting-edge
GIS technology, which reduces offer submission and evaluation time from
weeks to seconds for the AAAP. Outside of the Government, the AAAP helps
businesses interact efficiently and effectively with the Federal
government, provides one-stop access to information, and enables
internet web-based E-commerce. In expanding Electronic Government, the
AAAP has advanced the goals of GSA and the President's Management Agenda
by establishing itself as the first E-commerce leasing application in
the Federal government.

By way of background, in 1991, the paper-based Advanced Acquisition
Program (AAP) was created for the purpose of consolidating and
streamlining the leasing process for a large volume of small leases, and
for procuring space faster. The AAP process treats real estate as a
commodity by capturing supply in varying lease terms and locations in a
standardized fashion. In 2001, GSA commissioned AEW Capital Management,
L.P., to perform a study to analyze the NCR Leasehold Portfolio. AEW
determined that GSA was not requesting new offers/updates to its AAP
procurements often enough, given the volatility of the real estate
markets. The problem was either that the lessors would not honor their
space bids (because market rates increased significantly) or that the
GSA would pay too much for space (because market rates decreased
significantly). The Automated AAP solved this problem by using
technology to increase the frequency of offer submissions, which led to
a better supply and "real-time" pricing that reflected current market
rates.

In addition, the AAAP capitalizes on the efficiencies of technology to
enable GSA to effectively evaluate this higher volume of offers. Such
technology utilizes Geographic Information System (GIS) technology to
automatically evaluate and rank offers that meet the Government's
location and space requirements. In addition, the AAAP employs
electronic signature technology, in the form of a five-digit self-select
personal identification number (PIN), to enable building owners to
update existing online offers or submit new ones. Without the electronic
signature and the automatic evaluation process, GSA would spend weeks
reviewing the terms and conditions of paper lease offers that it
received to make sure that they were consistent with the SFO. With the
electronic signature and GIS technologies inherent in the AAAP, GSA can
evaluate, rank, and select offers in a matter of seconds.

These technological efficiencies translate into a more efficient lease
process, less costly acquisition of real property lease assets
(established as a performance measure by Executive Order 13327) and
improved customer satisfaction by delivering space faster to its
customer agencies. By developing and implementing the AAAP, the Federal
Government has taken a giant leap forward in the E-commerce arena and is
beginning to revolutionize the commercial real estate industry's
approach to real property lease transactions.

**[Contact]{.underline}**

Arthur M. Turowski

Director, Leasing Policy and Performance Division (WPQ)

U.S. General Services Administration

Public Buildings Service, National Capital Region

art.turowski@gsa.gov

(Photos:

-AAAP Team (l-r): Art Turowski, GSA PBS NCR, Ali Analouei and John
Culbertson, GSA PBS National Office, John D. Thomas, GSA PBS NCR.

-Automated Advanced Acquisition Program website image)

**[CREATIVE PARTNERING TO ACHIEVE ASSET MANAGEMENT GOALS
IN]{.underline}**

**[HISTORIC ASSETS]{.underline}**

**Public Buildings Service Greater Southwest Region**

***[SPECIAL ACHIEVEMENT/MERIT WINNER]{.underline}***

***\"Alternative investments through sources outside of GSA have
resulted in a savings for GSA of approximately \$6.5 million over the
next 10 years through cost avoidance strategies\...\"***

The Old Federal Building Post Office (FB/PO) in Albuquerque, New Mexico,
is located just one block from historic U.S. Route 66 in the heart of
the city's downtown. Completed in 1908, the building originally housed
New Mexico's largest Post Office on its first floor and the District
Court in its sky-lit octagonal courtroom on the second floor. The
handsome, three-story, red clay tile-roofed structure, held a prominent
place on Albuquerque's "Banker's Row" and stood for more than
three-quarters-of-a-century as a community landmark and symbol of civic
pride. The building is listed on the National Register of Historic
Places.

Nevertheless, as increased demands were placed on the court system and
federal space needs changed, the building took on a variety of smaller
federal and non-federal tenants until 2001 when, greatly underutilized,
the U.S. General Services Administration (GSA) vacated the building in
the hope of attracting a larger, single, alternative-use tenant.
Awaiting a proposal that would demonstrate the highest and best use of
the facility, the building sat vacant with its future uncertain and
condition threatened.

In 2004, Amy Biehl High School (ABHS) entered in a long-term lease
agreement with GSA to occupy the building for a nominal rent of
\$100/month. With help from the New Mexico Legislature, GSA, private
foundations, private contributions, and bank financing, ABHS secured
\$3.7 million in funding to remove hazardous materials, replace
infrastructure, undertake restoration, and transform the 52,000
square-foot building. Partition walls and suspended ceilings were
demolished and removed to make the asset more functional, the octagonal
courtroom was recaptured with the removal of five-partitioned office
spaces inserted years earlier, sprinklers were added, and the overall
building functionality and appearance were improved.

By improving performance and maintaining this historic asset in our
inventory, these investments in the FB/PO through alternative funding
sources have allowed GSA to comply with:

-   Executive Order 13327 regarding Federal Asset Management

-   GSA Public Buildings Service Real Property Asset Management Plan in
    the area of portfolio restructuring

-   Executive Order 13287, "Preserve America"

> Alternative investments through sources outside of GSA have resulted
> in a savings for GSA of approximately \$6.5 million over the next 10
> years through cost avoidance strategies, have eliminated 52,000 square
> feet of vacancy in our inventory, reduced operating/security costs
> from approximately \$127,000/year in Fiscal Year 2005 to a projection
> of zero in Fiscal Year 2008, and allowed GSA to meet community needs
> in Albuquerque.

On January 18, 2006, ABHS opened its doors to its students in a GSA
owned asset, with a goal of educating approximately 250 students each
year for the next 60 years. ABHS will provide a significant estimated
benefit to taxpayers: a cost of approximately \$17,000 per student, or
one-third the cost of nearby suburban high schools. Additionally, more
than 93 percent of ABHS students and staff use public transportation --
further supporting the city and its services.

**[Contact]{.underline}**

Steve Skidmore

Portfolio Management Program Manager

General Services Administration (GSA)

Public Buildings Service (PBS)/Greater Southwest Region (R7)/Portfolio
Management

steve.skidmore@gsa.gov

**(Photo: New Amy Biehl High School, Albuquerque, NM)**

**[GOVERNMENTWIDE REAL PROPERTY INFORMATION SHARING]{.underline}**

**[PROGRAM (GRPIS)]{.underline}**

**Public Buildings Service Central Office**

***[AWARD FINALIST]{.underline}***

The purpose of the GOVERNMENTWIDE REAL PROPERTY INFORMATION SHARING
(GRPIS) Program is\...\...***to encourage and facilitate the sharing of
real property information among Federal agencies, resulting in better
real property asset management decisions, cost effective use of
resources, and improved efficiencies.*** The Program revolves around the
formation of real property councils within major Federal communities
nationwide.

The mission of the GRPIS program is to:

-   Collaborate with General Services Administration's (GSA) Public
    Buildings Service (PBS) program offices and all other Federal
    agencies

-   Facilitate and promote GSA services to Federal agencies

-   Explore interagency partnering opportunities, through the GRPIS
    network of councils

-   Advance real property asset management efforts, including those
    required by legislation, GSA initiatives, and Executive Orders,
    particularly E.O. 13327, Federal Real Property Asset Management.

As part of the vision of the GRPIS program, GRPIS councils are the
platforms from which established interagency relationships flourish
between Federal agencies. The councils function as two-way conduits for
sharing information between Federal real property professionals in the
regions and National Offices, and provide a means for PBS and other
agencies to promote their services. The sharing of information is
augmented by the GRPIS-Gram newsletter.

Why is GRPIS special? The GRPIS Program is a unique Federal interagency
networking tool that addresses the needs of field level real property
professionals. The GRPIS Team is continually assessing the Program to
better meet the needs of Federal agencies. The Program aims to improve
real property asset management by focusing on customers, sharing
information, and facilitating collaboration.

Participants include GSA and other Federal agency real property
professionals (i.e., realty specialists, planners, facility managers,
designers, contracting officers, administrators, security specialists,
energy experts, and other interested representatives) who improve their
knowledge and understanding of programs, issues, regulations, and
opportunities related to asset management.

The accomplishments of the program are many. The GRPIS Team has
supported local GRPIS councils by:

-   Facilitating the sharing of real property information

-   Identifying opportunities for collaboration and partnerships among
    agencies

-   Providing administrative support, and maintaining a continuous
    network of communications through the GRPIS Councils and the
    GRPIS-Gram newsletter.

Councils are active in urban or regional areas of: Atlanta, Arizona,
Denver, Kansas City, New Mexico, Portland, OR, Puget Sound, WA, San
Francisco and South Florida. The GRPIS-Gram has a circulation of over
1,100 subscribers across all agencies around the country. The GRPIS
program has been the catalyst responsible for many reported benefits to
Federal agencies in particular and the government in general; and most
likely even more unreported benefits that agencies don't make known,
because they are associated with cost avoidance realized, but not
identified as such.

**[Contact]{.underline}**

Gary Jordon

Portfolio Analyst

General Services Administration

Public Buildings Service, Office of Real Property Asset Management

gary.jordon@gsa.gov

(photo: GRPIS LOGO)

**[THE LAFAYETTE BUILDING WEBSITE]{.underline}**

**Public Buildings Service National Capital Region**

***(sidebar) The GSA\'s Lafayette Building at 811 Vermont Avenue
Northwest, Washington DC, is a federally-owned 12 story office building.
The building was designed in 1939 by the nationally acclaimed Chicago
firm of Holabird and Root in collaboration with A.R. Clas of Washington
DC, and was constructed by Thompson-Starrett Company.***

The Lafayette Building Website is a web-based tool on PBS Insite (NCR)
providing an vast array of information about the Lafayette Building, a
1940\'s federally-owned building in Washington, DC.

For building managers, the website is a valuable repository for the
plethora of building documents such as the Lafayette Building Standards
manual, service contracts, environmental surveys, building policies and
procedures, historical information, energy usage and financial reports,
Customer Satisfaction Survey, and the Occupant Emergency Plan. The
website also provides News and Updates, events, building notices,
programs, projects, tenant issues, and other items of interest.

Prior to the development of the website, many documents were stored in
file cabinets, various electronic file folders and computer drives, or
lost and forgotten. The Lafayette Building Website solves the
difficulties of searching for valuable information quickly by accessing
the multiple files online. This web tool saves building management staff
and other users valuable time. The website also provides one centralized
location for storing all data and information about the building.

Asset managers, realty specialist, and project managers may also access
customer leases, occupancy agreements, and project information including
Repairs and Alterations and the major modernization via links to other
PBS portals.

One of the major objectives and achievements of the website design was
the creation of an easily replicable format using standardized
components for developing other building websites within Potomac, and
other Service Centers.

The Lafayette Building website will continue to expand with new and
updated information providing building managers and GSA with relevant
and vital information about this building asset.

**Contact:**

Roxanne Fuhrman

Building Manager

Property Management, PBS NCR

Lafayette Building

roxanne.fuhrman@gsa.gov

(Photos:

-Lafayette building website image

-Lafayette building, Washington, DC)

**[PBS CHAMPIONS TEAM]{.underline}**

**Public Buildings Service Central Office**

***(QUOTE) "What matters in the end is completion - performance -
results."***

In his message to Congress, President George W. Bush said, "Government
likes to begin things - to declare grand new programs and causes and
national objectives. But good beginnings are not the measure of success.
What matters in the end is completion - performance - results. Not just
making promises, but making good on promises. In my Administration, that
will be the standard from the farthest regional office of government to
the highest office of the land."

The President's Management Agenda calls for agencies to develop
strategies for improved performance, efficiency, and results. In
February 2004, the President issued Executive Order 13327 to promote the
efficient and economical use of Federal real property resources through
better management, goals, policies, and responsible asset management. To
meet these objectives, GSA's Public Buildings Service (PBS) has changed
its approach to asset management, placing a greater focus on performance
in the management and operation of its Federal buildings.

The Portfolio (PT) Champions Team was formed to involve all of the
stakeholders associated with the initiative. To establish roles and
responsibilities, and to enhance cooperation among team members, a
Memorandum of Understanding (MOU) was prepared and signed by all
business line directors. The MOU names a champion from each division and
documents the team's commitment to 1) maintaining free and open lines of
communication between all business lines, 2) exercising good financial
management and using sound planning to achieve responsible asset
management, and 3) disposing of GSA targeted properties as efficiently
as possible, while maintaining the highest level of customer
satisfaction, and pursuing the GSA goal of providing best value for
customers and taxpayers.

The Champions meet on a monthly and ad hoc basis to:

1\. Orient associates on the restructuring initiative and their
individual and collective responsibilities

2\. Share best practices

3\. Plan strategies for each disposal to maximize return of the
investment

4\. Anticipate/intercept problems such as community response, tenant
concerns, and environmental issues

5\. Identify and resolve issues that may be causing delay.

The team routinely holds training classes for other associates and
speaks to internal and external groups about the success of the
restructuring initiative.

"What matters in the end is completion - performance - results." Because
of the efforts and dedication of the team, non-performing assets are
processed and transferred out of Government ownership (completion) more
quickly and efficiently than ever before (performance), while PBS
maintains the highest level of customer satisfaction (results). The team
enhances GSA's goals of realizing substantial cost reductions and
providing exceptional service to both internal and external
clients---contributing to the success of the PT Restructuring Initiative
(making good on promises).

**[Contact]{.underline}**

Laura Yeager

Realty Officer

U. S. General Services Administration

Public Buildings Service/Property Disposal Division

laura.yeager@gsa.gov

**12. U.S. Government Printing Office**

**[MANAGING STRATEGIC ASSETS AT THE GPO]{.underline}**

The Washington, DC complex of the U.S. Government Printing Office (GPO)
includes one three story and three eight story buildings, totaling
almost 1.5 million square feet. As the printing world has evolved over
the past 30 years the number of GPO employees within these structures
has declined from nearly 10,000 to approximately 2,300.

The Strategic Vision for the GPO is to eventually move to a facility
that provides a more functionally compliant environment for digital age
printing. While the GPO is working on an aggressive timetable to
accomplish that vision, measures are being taken to operate more
efficiently by embracing innovative real property management solutions.

The decline in demand for ink on paper, and the associated staffing
attrition, has significantly reduced the GPO's operational footprint
requirements. This dictated the need to reallocate, reconfigure, and
renovate resources in every department in order to effectively meet the
demands of GPO's customers. It was accomplished through a comprehensive
ongoing logistical plan that has entailed over 120 projects and more
than 700 personnel moves to date.

Through this continuous improvement process, that has spanned over two
and a half years, the GPO has effectively consolidated departments and
freed space for its innovative "space sharing" program.

As a result, there are essentially two projects that have comprised the
effort. The first, is the establishment of a more effective operational
environment, and the second is the utilization of the vacant space to
produce a bottom line result of more than \$1 million in annual revenue
at virtually no cost.

**[Contact]{.underline}**

Tom Gibney

Strategic Assets Manager

U.S. Government Printing Office

tgibney@gpo.gov

(Photo: U.S. Government Printing Office, Washington, DC)

**[SUSTAINABILITY]{.underline}**

**1. National Aeronautics and Space Administration**

**[ASTRONAUT QUARANTINE FACILITY LEED-CERTIFIED BUILDING
27]{.underline}**

The 2002 NASA Headquarters Executive Order 13123, Greening the
Government, covers Facility Sustainable Design and provides specific
instructions for incorporating sustainable design principles for all
facility projects planned, designed, and constructed under Agency
authority or control. The National Aeronautics and Space Administration
(NASA) Johnson Space Center (JSC) Astronaut Quarantine Facility (AQF) is
the first JSC facility built under this Order.

On February 23, 2006, the AQF was awarded the U.S. Green Building
Council\'s Leadership in Energy and Environment Design (LEED) -
Certified green building designation. The award recognizes environmental
and economic performance of buildings constructed to the LEED rating
system that prescribes \"green\" criteria in five broad, economic
environmental categories. The AQF is JSC\'s first and NASA\'s second
LEED award. It met LEED requirements in 7 prerequisite and 28 credit
categories.

The AQF was constructed to house astronauts prior to flight. Among the
green strategies employed, one of the most challenging is optimizing
energy performance. To reduce energy consumption for the building, the
AQF was constructed with energy savings features that reduce annual
energy consumption by 15 percent (relative to energy code requirements),
which was no small task.

Astronauts begin adjusting their circadian rhythms prior to flight by
being exposed to normal daylight conditions using artificial light that
is turned on and off to coincide with their mission work schedule. At
the AQF, four rooms are constructed with high-output fluorescent
fixtures that occupy 90 percent of the ceiling space. The lights consume
electricity and generate heat well above that of most buildings. This
added heat must be removed by the building\'s air conditioning (NC)
system, thus significantly adding to energy consumptions compared to an
average building.

By utilizing energy savings techniques, the AQF meets this challenge 15
percent more efficiently than required by the energy code. The savings
were accomplished by installing extra insulation in walls and the roof,
reducing solar heat gain through windows, and using high-efficiency A/C
equipment. The A/C system includes motors that operate at variable
speeds to match heating and cooling loads. In addition, heat and
moisture is exchanged with air that is exhausted from the building
through an \"enthalpy\" wheel. The wheel cools and dehumidifies incoming
outside air during summer and warms the outside air during winter, thus
reducing energy consumption.

**[Contact]{.underline}**

Mr. Abdul Hanif

JSC Realty Specialist

Planning and Integration Office

NASA JSC

abdul.hanif@nasa.gov

(Photo: Johnson Space Center; source: NASA)

**2. U.S. Army Corps of Engineers**

**[MILITARY FACILITIES SUSTAINABLE DESIGN AND DEVELOPMENT RATING
PROGRAM]{.underline}**

***[SPECIAL ACHIEVEMENT/MERIT WINNER]{.underline}***

In 1999, the U.S. Army Corps of Engineers embarked on a program to
improve sustainable design and development (SDD) in all Corps military
facilities projects. The Corps adapted the U.S. Green Building Council's
(USGBC) LEED rating tool to address concerns unique to military
facilities and created Sustainable Project Rating Tool (SPiRiT), a
point-based rating system similar to LEED. SPiRiT was fielded in May
2001 with a mandatory minimum Bronze score for all Army facilities.
Several showcase projects, required to achieve a significantly higher
SPiRiT rating, were selected every year. Fiscal Year 2006 raised the bar
for all projects to SPiRiT Gold, and in FY 2008, the Corps will
transition all projects to LEED Silver. The Corps was the first federal
organization to require application of a rating tool to all projects.
This innovation brought immediate changes to Corps culture and results
in continuous improvements in its knowledge and application of
sustainability to military facilities.

This program results in more sustainable buildings with direct benefits
to both occupants and property managers. Because it applies to all Corps
projects, it advances education and support for sustainability in the
engineering and construction community on a broad scale. Incremental
achievement requirements eased the training burden.

Each district has an SDD champion who provides local expertise and
assistance. Revisions to technical guidance and creation of new tools to
streamline individual designer effort are ongoing. A block purchase of
web-based training from USGBC (USGBC's first such arrangement) has been
successfully negotiated.

Cost challenges are addressed with online cost templates, SDD cost
documentation at project inception with validation at successive design
stages, and headquarters proponent review and coordination on cost
issues related to SDD.

Upward reporting, headquarters involvement and well-publicized
management interest at the highest level are strong motivators for
district accomplishment.

The rating tools easily measure success. At the present time, about 80
percent of Corps projects meet their SPiRiT/LEED minimum score
requirements.

Negotiations are underway for USGBC partial certification of standard
designs to streamline documentation requirements thus reducing the cost
of USGBC certification. This Department of Defense (DoD) initiative is
among the first of its kind by any federal agency.

Because technical and policy documents are tri-service and posted
online, the advances in technical guidance benefit all DoD and are
available to other agencies. Innovative Corps arrangements with USGBC
can be easily adapted to other agencies. Professionals are enthusiastic
about SDD. Someone needs to centrally challenge and assist them,
facilitate training, make a case for funding to the customers, and, most
importantly, get the leaders of the organization to walk the talk. The
Corps has done this well, and the results are excellent.

***\"Innovative Corps arrangements with the (U.S. Green Building
Council) can be easily adapted to other agencies.\"***

**[Contact]{.underline}**

Mr. Harry Goradia

Mechanical Engineer

US Army Corps of Engineers

Engineering and Construction

harry.goradia@usace.army.mil

(photo: SDD Facility: Nashville Reserve Center, TN)

**3. U.S. Department of the Army**

**[SUSTAINABLE DESIGN ON AN ARMY INSTALLATION]{.underline}**

***(side bar) Fort Hood, also known as the \"Great Place\",  is the
largest active duty armored post in the United States Armed Services,
supporting two full armored divisions. Fort Hood also meets the training
and support requirements for many smaller units and organizations, thus
maintaining a vital defense force for the United States of America.***

***Fort Hood rests in the beautiful \'hill and lake\' country of Central
Texas between Killeen and Copperas Cove and is approximately 60 miles
north of the capital city of Austin, 50 miles south of Waco, 160 miles
south of Dallas, and 150 miles north of San Antonio.***

Fort Hood encompasses over 214,000 acres and has a daytime population of
over 70,000 people. Because sustainability is important to ensure
training capabilities well into the 21st century, Fort Hood prides
itself on many programs aimed at protecting the environment.

Through tireless efforts over the past year, Fort Hood environmental
programs have:

-   Slowed sedimentation rates

-   Improved air quality

-   Improved water quality

-   Decreased energy consumption at astounding rates.

Although Fort Hood employs a multitude of efforts to sustain the
environment, three sustainable building products are addressed here:

-   **[Agriboard]{.underline}** is a new building product used on Fort
    Hood. Agriboard, a building material comprised of compressed wheat
    fiber, is a viable alternative to standard frame construction.

-   **[Waterless urinals]{.underline}** are also being installed in new
    and existing buildings on the installation. Every waterless urinal
    installed can save as much as 40,000 gallons of water a year.

-   **[Porous paving]{.underline}** is a practical alternative to
    traditional concrete or asphalt areas. Porous paving greatly reduces
    runoff while eliminating a need for detention ponds and drainage
    systems.

These improvements have lead to improvements across the cities and
counties surrounding Fort Hood, as much of the drinking water is derived
from the lake to which Fort Hood property drains, and encroachment of
local towns has left no buffer to keep our environmental problems within
the fence line of the installation. Fort Hood has received
acknowledgement from the Texas Commission on Environmental Quality and
the Environmental Protection Agency, which has resulted in fewer audits
and an increased awareness of environmental success by the public and
other agencies. Further, our local Environmental Management System and
Installation Design Guide enforce the consideration of sustainable
designs into new projects. Many of the projects implemented on Fort Hood
are pilot programs, which are closely monitored by state agencies and
local regulators.

These original solutions lead the way in sustainability and preservation
of the integrity of natural resources on the installation. Our processes
help installations, state agencies and other groups understand what
works, and what should be avoided, in environmental efforts. Because
both managers and employees have come on-board in support of Fort Hood's
many environmental initiatives, new practices and ideas are easily
implemented into activities on the installation. Having an
installation-wide approach and acceptance to environmental programs
helps ensure they will be successful.

Since implementing various environmental programs across Fort Hood, such
as use of Agriboard, porous paving, and waterless urinals, the
installation has saved a great deal of money while operating more
efficiently and effectively over the past year. Although the savings and
advancements outlined in this practice show Fort Hood's success over a
period of one year, the benefits will be reaped for years to come. Some
programs may be terminated, and others added, as the installation
strives to stay at the forefront as a leader in Environmental
Stewardship and Sustainability.

**[Contact]{.underline}**

Randy A. Doyle

Environmental Protection Specialist

Department of Army/Installation Management Agency

Environmental Division, Directorate of Public Works

Ft. Hood Army Base

Randy.Doyle@us.army.mil

(Photo: Army\'s Ft. Hood Sustainable Agriboard Product)

**[SUSTAINABLE RESIDENTIAL COMMUNITIES FOR MILITARY
FAMILIES]{.underline}**

***(**QUOTE**) \"ECOLOGICALLY BENEFICIAL OPERATIONS ARE AN ARMY
PRIORITY\"***

The **[Residential Communities Initiative (RCI)]{.underline}** is
critical for eliminating inadequate Army housing by awarding contracts
and entering into public-private partnerships. The Request for
Qualifications procurement process is used to select partners who
renovate, construct and demolish structures on land leased by RCI and
paid for through the funding stream of residents\' Basic Allowance for
Housing. When a developer is selected, a Comprehensive Development and
Management Plan is drafted and approved by Department of Army,
Headquarters, then sent to the Defense Sub-committee for a 45 day
review. When approved, RCI and the partner work out the fine details for
their fifty year contract and begin the process for closing.

The RCI program allows the Army to efficiently manage and monitor the
Army\'s portfolio of housing, which at the end-state will include 84,000
homes. Together with its partners, the RCI Program continues its efforts
in Sustainability creating communities that are eco-friendly and energy
conservative, while working with its limited budget.

The RCI program can brag that 100% of its new homes are EnergyStar
compliant, being eco-efficient and equipped with appliances and other
materials that are energy conservative. Far ahead of the private sector,
RCI homes must meet the SPiRiT \"Gold\" rating on all housing.

In Hawaii, renovation processes with Actus Lend Lease are leading to 97%
recycling and redistributing of old materials This example is being
followed at multiple other sites where recycling is becoming standard
practice. Special water fixtures, dynamic driveways and natural shade
methods are being implemented to lower the amount of utilities used,
therefore conserving energy and resources.

The Army\'s partner, Picerne, is working to recycle old building
materials and demolished products as well at new construction sites. A
program has been created to bring awareness to military families about
the environment and how important Sustainability is to it. RCI partners
Clark and Torti Gallas work to preserve trees and build homes according
to their surrounding environment. For example, in dry regions they build
to conserve water and sustain the plant life surrounding the area. Both
have won numerous awards for their efforts in Sustainability.

RCI is working with the United States Green Building Council to develop
a scale determining the progress in Sustainability efforts and future
training procedures for it. Implementation of \"Residents\' Responsible
for Utilities\" program has begun and is spreading to all RCI sites.
Individual meters allow RCI to determine consumption of utilities.
Through mock billing residents will be prepared to pay actual fees for
utility use above a set baseline. Those whose use falls below the
baseline are rewarded.

(QUOTE) ***\"IN THE RESIDENTIAL COMMUNITIES INITIATIVE (RCI) PORTFOLIO,
100% OF THE NEW HOMES ARE BUILT TO BE \"[ENERGYSTAR]{.underline}\"
COMPLIANT.\"***

**[CONTACT]{.underline}**

Donald W. Spigelmyer

Residential Communities Initiative Director

HQDA, Assistant Secretary of Army for Installations and Environment

U.S. Department of the Army

Donald.Spigelmyer@hqda.army.mil

(Photos: Army\'s Residential Communities Initiative - Ft. Belvoir)

**4. U.S. Department of the Interior**

**[BEAR VALLEY COMFORT STATION REMODEL]{.underline}**

**National Park Service**

(QUOTE) ***\"\...it is important that (visitors) leave with a sense that
the Park is taking that extra step towards providing sustainable
facilities .\"***

Point Reyes National Seashore, as a Center of Environmental Innovation,
is continuing to meet its goal for sustainable practices by rebuilding a
restroom with green materials and practices in mind. Park employees are
rehabilitating the restroom facility located at the Bear Valley Visitor
Center parking lot and picnic area using post-consumer, sustainable, and
durable materials.

This facility is used annually by approximately 60,000 visitors, and the
Bear Valley Visitor Center is a focal point for the Point Reyes National
Seashore visitor experience.

Three environmental goals:

-   Energy efficiency

-   Indoor environmental/air quality

-   Resource efficiency

were identified for the life of the project, from design to construction
to the future operations. With design and material specifications
assistance from Bill Wolpert, owner of the green building design firm
Resource Architects, park staff selected practical materials which met
the established environmental criteria.

A strong emphasis was placed on low maintenance, long lasting, durable
materials, which are imperative in the Seashore's corrosive marine
environment. The project was embraced by all the Point Reyes National
Seashore staff, and especially by the Facility Management division.

Typically, restroom facilities are usually the last stop a visitor makes
before departing. Therefore, it is important that they leave with a
sense that the Park is taking that extra step towards providing
sustainable facilities. We believe the Bear Valley Comfort Station
remodel project accomplishes just that.

**[Contact]{.underline}**

Edward J. Walls

Chief of Facility Management

Point Reyes National Seashore

Department of the Interior, National Park Service

California

Ed_walls@nps.gov

(Photo: Department of the Interior, National Park Service agency logo)

**[\"SUSTAINABLE IS ATTAINABLE\" \... AT WHITMAN MISSION NATIONAL
HISTORIC SITE]{.underline}**

**National Park Service**

***[AWARD FINALIST]{.underline}***

***Sustainable Practices are Achieved at Whitman Mission National
Historic Site in Walla Walla, Washington***

Sustainability at Whitman Mission National Historic Site is approached
holistically, with the intent of operating the park in a manner that
minimizes impact on the environment.

The leadership and knowledge of the park staff have resulted in
innovative projects that have stimulated interest in sustainable
practices beyond the park boundary. Private citizens, businesses, and
other governmental groups, (city, county, state, and other federal
agencies) have all contacted staff at the park to discuss various
projects and technologies that are being utilized in the park. Thinking
globally and acting locally has been a way of doing business at Whitman
Mission.

Listed below are some of the activities in which we have been
proactively involved in to gain national and local visibility and
strength:

1.  Recycling and Composting (46.1 tons or 90.5% of our solid waste is
    composted/diverted).

2.  Green Cleaning Products (50% of all cleaning products in park are
    designated as "Green").

3.  Alternative Fuels (All diesel powered equipment uses B20 biodiesel).

4.  Renewable Energy (reduced grid supplied power from 60,060 to 42,085
    kWh or 30% per year).

5.  Water Conservation (consumptive water use has dropped 29.5% or
    648,000 gallons/year).

6.  Hazardous Waste Minimization (CESQG status with mainly Universal
    Wastes)

**Here are a few accomplished projects:**

-   Converted picnic tables, benches, signs, bridge curbing, and
    restroom partitions from wood or metal products to 100% recycled
    plastic lumber material.

-   Converted all incandescent lights to TCLP compliant electronic
    fluorescent light fixtures in the visitor center, maintenance shop,
    outdoor areas, and the park residence.

-   Installed recycled carpet throughout the visitor center. 5000 pounds
    of used carpet was recycled using the Waste to Energy method
    employed by Shaw Carpet.

-   Installed off-grid solar-powered lighting in our parking lots and
    for exterior security lighting at our maintenance shop.

-   Installed a 11.4 kW grid-tied photovoltaic system on the roof of our
    3,500 square foot maintenance shop which has reduced our annual
    electrical operating costs and reduced pollutant emissions.

-   B20 biodiesel is used park wide in all diesel fuel applications,
    including heating oil. This has contributed in reducing harmful fuel
    emissions, operating costs, dependency on foreign oil, all with a
    renewable resource.

-   Traditional cleaning products were removed and replaced with
    environmentally preferred products. This result reduced source
    pollution and decreased employee health hazards.

-   648,000 gallons of groundwater/annually has been saved by replacing
    inefficient equipment in park facilities.

-   Park composting and recycling efforts diverts 46.8 tons of solid
    waste from entering a landfill each year.

-   Bio-based lubricants have replaced a host of petroleum based
    products in the park.

Whitman Mission has attuned its own ecological and organizational
attitudes to sound environmental principles and practices to help
preserve and conserve the resources of the planet. In doing so, we have
demonstrated to other individuals and organizations that when the right
technologies and innovative thought are applied in a holistic approach,
significant savings can be achieved.

***Thinking globally and acting locally has been a way of doing business
at Whitman Mission.***

**[Contact]{.underline}**

Bruce Hancock

Chief of Maintenance

Whitman Mission National Historic Site

Department of the Interior, National Park Service

Walla Walla, WA

Bruce_Hancock@nps.gov

(photo: NPS Whitman Mission Historical Site Monument)

**[THE GREEN APPLE IN THE BIG APPLE]{.underline}**

***[Using Sustainable Principles To Rehab The NPS Visitor Contact
Station In New York City's Jamaica Bay]{.underline}***

**National Park Service**

***(QUOTE) \" This will be only the third LEED certified building in the
National Park Service, and will have the highest certification
rating.\"***

Rehabilitation of the Jamaica Bay Visitor Contact Station has taken
several years to realize and is truly the multi-faceted result of a
great team effort. Through integrated planning, design and construction,
the Jamaica Bay Wildlife Refuge Contact Station, exemplifies the highest
standards in environmentally sensitive construction and operation while
serving the needs of a diverse visitor base.

The [Visitor Contact Station]{.underline} is a beautiful and
thoughtfully realized facility that will promote stewardship of natural
resources, enhance opportunities for environmental education, and
demonstrate the commitment of the federal government to sustainable
practices -- while fulfilling the NPS mission.

The project brought together a design team from the National Park
Service's Denver Service Center and the park staff from Gateway National
Recreation Area with the desire and commitment to design a visitor
contact facility that was sustainable and projected an image
commensurate with the entrance to the only Wildlife Refuge in the
National Park System. They made a decision to rehabilitate the existing
structure rather than tear it down, to keep the footprint "right sized",
and not expand it beyond the existing structures footprint. The
structure was designed using sustainable practices, materials, and with
the ultimate goal of minimizing the impact on the environment.

The resulting structure has ended up being a marvel of what good
planning, design and cooperation can produce. It is an eye captivating
structure, yet designed to blend in with the surrounding environment
while at the same time making an important statement. The building
incorporates a full compliment of sustainable features, geothermal
heating, passive solar heating, solar lighting, reduced water
consumption features, sustainable construction techniques, native
plantings, and other environmental features, all of which will lead to a
LEED (Leadership in Energy and Environmental Design) certification.
Currently the testing is underway and it is anticipated that this
structure will get a GOLD LEED rating, the highest certification level
available. This will be only the third LEED certified building in the
National Park Service, and will have the highest certification rating.

When opened to the public (Fall 2006) this structure will serve
approximately 800,000 visitors annually, and with educational displays
about the structures design characteristics, will communicate an
important message to our visitors and design professionals alike, design
with sustainability and functionality as the objective can produce a
beautiful product.

***\"Gateway NRA is a 26,000 acre recreation area located in the heart
of the New York metropolitan area. The park extends through three New
York City boroughs and into northern New Jersey.\" (DOI-NPS)***

**[Contact]{.underline}**

Barry Sullivan

General Superintendent

Gateway National Recreation Area

Department of the Interior, National Park Service

New York/New Jersey

Barry_sullivan@nps.gov

(Photo: Department of the Interior, National Park Service agency logo)

**5. U.S. Department of Transportation**

**[CARDBOARD RECYCLING AT FAA CLEARED FOR TAKE OFF]{.underline}**

**Federal Aviation Administration (FAA)\
**

Three to four tons per month of cardboard were being tossed with the
regular trash at FAA Headquarters, a GSA owned and managed building.
Many constraints and misconceptions were offered for not recycling the
cardboard in the building, these included: the building had limited
vertical space nor a cardboard baler, funding was not available to
purchase a baler, and there was limited storage space to hold the
cardboard.\
\
Identifying the problems, Mr. Lanzetta of the FAA worked with GSA and
FAA building management, DOT, and GSA\'s recycling coordinators to
purchase and install a compact cardboard baler at FAA Headquarters.\
\
Solid waste volume from the building was significantly reduced. GSA is
now saving about \$20,000 per year in solid waste disposal costs and FAA
is collecting approximately \$3,600 per year in recycling revenue for a
total governmental savings of about \$23,600 per year.\
\
Once the cardboard baler was up and running, Mr. Lanzetta negotiated
with the FAA cafeteria to recycle their cardboard also.\
\|\
Since being implemented, the cafeteria is now reducing its solid waste
stream and saving about \$800 per month in disposal costs.\
\
Contact:\
\
Frank Lanzetta Jr.\
Environmental Specialist\
Environment, Energy and Employee Safety Division\
DOT/FAA\
frank.lanzetta@faa.gov

(Photo: Federal Aviation Administration agency logo)\
\
\
**[DEPARTMENT OF TRANSPORTATION HEADQUARTERS PROJECT]{.underline}**

***(QUOTE) \"\...major sustainable design elements were integrated in
the design to improve the project's contribution to the environment
throughout its life cycle.\"***

The U.S. Department of Transportation Headquarters Project is a
design-build new lease construction project in which major sustainable
design elements were integrated in the design to improve the project's
contribution to the environment throughout its life cycle.

This 1.35 million rentable square foot office building will serve as
headquarters for the executive cabinet-level agency and house 5,500 of
its employees. In addition to the sustainable design principles, other
factors that influenced the design include: the Master Plan and Design
Guidelines for the Southeast Federal Center and the Interagency Security
Criteria which establishes security standards for federal government
agencies.

The project's sustainable design approach focused on the site, general
energy savings, materials, indoor air quality and water efficiency. This
project, in November 1999, took the opportunity in raising the bar for
GSA lease construction by introducing sustainable design principles into
the project requirements. This was among the first few to incorporate
sustainable design elements, and helped pioneer this shift in GSA's
leasing program.

Another major component of sustainable design that is integrated into
the project is energy savings. The energy savings systems in place
include:

-   Variable speed pumping systems for heating and cooling

-   Variable speed drive (VSD) fan motors for cooling towers

-   VSD on all air handling units (100 AHU in the project) that are
    variable air volume (VAV) systems

-   Water side economizers that process cold water such that the
    buildings do not have to run central water chillers during cooler
    seasons

-   Boilers on the project have natural gas as the primary fuel with
    fuel oil as the backup

-   Practically all interior lighting is fluorescent (over 20,000
    fluorescent light fixtures)

-   Low flow plumbing fixtures

-   Low "e" glass with low shading coefficients to reduce the load on
    the heating and cooling systems.

The use of these systems results in reduction in energy consumption of
15-30 percent less than a traditional constant volume system.

Day lighting was another factor that contributed to energy conservation.
In addition, strict indoor air quality requirements were built into the
project that required the careful selection of materials, finishes and
installation compound or cleaning compounds that would not compromise
the indoor air quality. The carpeting and ceiling for the office areas
required a recycled content (there is more than 1 million square feet of
carpeting and ceiling for the project or an area equal to 17
professional football fields); all panel fabrics have recycled content;
all wood panel veneering is to be FSC (Forest Stewardship Council)
certified; there is practically no vinyl wall covering on the project;
and all systems furniture and office seating is required to be
Greenguard certified or registered.

**[Contact]{.underline}**

George Fields

Director, Office of Real Property and Asset Management

Office of the Secretary/Office of the Assistant Secretary for
Administration

U.S. Department of Transportation

george.fields@dot.gov

(photo: Department of Transportation Headquarters Project)

**6. U.S. Environmental Protection Agency**

**[PROPERTY INNOVATION AT EPA'S NEW ARLINGTON, VIRGINIA,
OFFICES:]{.underline}**

***[AWARD FINALIST]{.underline}***

***REACHING FOR "GREEN," ACHIEVING GOLD IN A SPECULATIVE BUILDING***

The U.S. Environmental Protection Agency (EPA), working in partnership
with GSA, is leasing a new, speculative facility in the Potomac Yard
area of Arlington, Virginia, that serves as an example to both
developers and tenants on how to develop more "green" speculative
buildings.

Through a coordinated, team effort among agencies and the developer, the
facility has achieved Gold certification from the U.S. Green Building
Council's Leadership in Energy and Environmental Design (LEED)
program---no small feat for an acquisition of this nature.

To ensure a sustainable facility, EPA drafted environmental provisions
as part of the competitive Solicitation for Offers (SFO) for the space
it needed for its Virginia office space, including energy and water
efficiency and environmentally preferable materials and design. The
ENERGY STAR label for buildings and LEED Silver level certification were
mandatory requirements---with monetary penalties if they were not met.

The SFO was awarded to developer Crescent Resources, LLC for speculative
buildings underway at One and Two Potomac Yard, two 12-story buildings
with a total of 654,000 square feet of office and retail space located
on a formerly abandoned railroad yard in Arlington, Virginia.
Construction of the facility began in 2004, and occupancy began in May
2006, with the building dedication and full EPA occupancy in July 2006.

The Potomac Yard facility features:

-   Energy and water conservation

-   Site selection to minimize impacts on the surrounding environment

-   Proximity to alternative transportation options

-   Responsible stormwater management

-   Waste reduction, recycling, and use of green building materials

-   Improved indoor air quality through the use of low volatile organic
    compound products and careful ventilation practices during
    construction and renovation

-   A small "green" roof to reduce the urban heat island effect

-   Many other sustainable features.

The design and construction process was collaborative not only among
team members, but within EPA, where occupants with expertise in a
variety of programmatic areas provided technical expertise during the
process. The result was a resounding success; by the time EPA had fully
occupied the building in summer 2006, the facility had achieved LEED
Gold certification.

Throughout the process, EPA learned a number of lessons that will serve
the agency well in future acquisitions; for example, frequent contact
and a good rapport with the developer are extremely important. LEED
certification requires teamwork and careful planning to meet
various---and sometime conflicting---requirements by GSA, EPA, USGBC
(for LEED certification), Federal Protective Service (for security), and
Arlington County, Virginia.

Perhaps the most valuable lesson for EPA in the long run is that
incorporating LEED and ENERGY STAR certifications into a speculative
building is an achievable goal. Through commitment of all team members
working together, the building was able to attain many sustainable
attributes, while maintaining reasonable costs and schedules for the
developer. As sustainable practices are becoming more common and sought
out, this serves as an example to EPA, other agencies, and developers,
who have an opportunity to meet more tenants' needs.

**[Contact]{.underline}**

Cathy Berlow

Architect

U.S. Environmental Protection Agency

Office of Administration and Resource Management/Office of
Administrative Services/

Facilities Management and Services Division

berlow.cathy@epa.gov

(Photo: EPA\'s New Arlington, Virginia Office Building

**7. U.S. General Services Administration**

**[THE DENVER FEDERAL CENTER ENVIRONMENTAL MANAGEMENT SYSTEM - FRAMEWORK
FOR A SUSTAINABLE CAMPUS]{.underline}**

***Public Buildings Service Rocky Mountain Region***

***[AWARD WINNER]{.underline}***

(QUOTE) \"***As a vehicle for changing its culture and improving its
business practices, the EMS (Environmental Management System) has
achieved environmental "best practice" outcomes, resulting in cost
savings to the Federal government.\"***

Looking beyond restoring its site, the leadership of the Denver Federal
Center (DFC) has envisioned a sustainable campus, where environmental
performance improvements yield measurable business results.

To establish a framework for reaching its vision and meeting its
sustainability goals, the DFC has implemented an **Environmental
Management System (EMS).** As a vehicle for changing its culture and
improving its business practices, the EMS has achieved environmental
"best practice" outcomes, resulting in cost savings to the Federal
government.

The DFC has implemented an innovative structure in its EMS, by
establishing eight Action Teams for each of its environmental program
areas. Each Action Team is led by a business practice leader, such as a
Property Manager, Building Manager or Project Manager. The Action Team
leaders have significant responsibilities in meeting customer needs in a
cost-effective manner. Their work now incorporates meeting environmental
performance goals. Rather than managed by a compliance-oriented
environmental staff, the Denver Federal Center EMS is driven by business
line leaders. This shift in organizational structure has led to a
seamless EMS implementation effort. DFC environmental program staff
administers the system, while Action Team leaders focus on their
business practices. Since the EMS is led by business line leaders,
implementation has been embraced by employees. In contrast to other
improvement programs that may be considered transient or not effective
in the long term the EMS was implemented by the Action Team leaders,
resulting in effective integration into business practices.

The DFC Action Teams have been established for:

-   Air emissions

-   Construction demolition

-   Energy use

-   "Greening" building maintenance

-   Site remediation

-   Stormwater management

-   Waste

-   Water use.

> The DFC Action Teams have implemented a series of projects that have
> led to measurable improvements in environmental performance and cost
> savings.

With the successful implementation and resulting performance
improvements of the Denver Federal Center EMS, the GSA leadership in the
Rocky Mountain Region elected to implement a region-wide EMS to meet its
sustainability goals. The DFC EMS structure and documentation will be
readily transferred to the Region 8 Sustainability and EMS and can be
utilized by other GSA regions.

The DFC EMS implementation approach can be replicated by other agencies
by following lessons learned:

1.  Communicating management commitment to sustainability goals

2.  Delegating responsibility and accountability for relevant
    business-practice EMS elements to Action Team leaders

3.  Delegating the responsibility for EMS documentation and
    administration to a Core Team

4.  Utilizing a Contracting Team for reviewing operational controls and
    training contractors

5.  Promoting and marketing the benefits of the EMS to agency
    associates, tenants, and contractors.

**[Contact]{.underline}**

Shelly F. Clubb

Rocky Mountain Region Environmental Manager

General Services Administration, Public Buildings Service

Denver Federal Center Service Center 8PD

shelly.clubb@gsa.gov

***(GRAPHIC-*** Photo S7A

(Photos:

\- Denver Federal Center team brainstorming \"EMS\"

\- Denver Federal Center Entrance Sign)

**[TRANSFER OF 25 ACRES - FORT WORTH FEDERAL CENTER]{.underline}**

**Public Buildings Service Southwest Region**

***(QUOTE\-\-- \"\...an excellent example of innovative asset
management, sustainability and a significant example of achieving the
goals of the President's Management Agenda.\")***

The Fort Worth Federal Center (FWFC) in Fort Worth, Texas, originally a
World War II military installation, was transferred to the General
Services Administration's Public Buildings Service (PBS) in 1965. With
its excellent location, existing infrastructure, security, setbacks and
access to rail, the facility appeared to have the potential to be a
long-term, strategically positioned owned asset; however, the age of the
buildings and lack of modernization proved to be an asset management
challenge for GSA.

The City of Fort Worth had long been interested in obtaining title to a
portion of the FWFC for construction of a city services facility, but
GSA held on to the land for speculative purposes. The City ultimately
created a partnership with the United States Postal Service for
development of a city vehicle maintenance facility, and together they
approached GSA for 25 acres of the FWFC. By then, with the
implementation of Executive Order 13327, GSA was provided clear
direction to dispose of underutilized property and the [25 acres was
transferred to the USPS via a longstanding Memorandum of Agreement
created to facilitate the transfer of property between the two
agencies]{.underline}.

Before the property could be transferred, contamination resulting from
the storage of lead and antimony ingots had to be remedied. The U.S.
Defense National Stockpile Center (DNSC) had stored the materials on the
acreage for many years and, although resulting contamination was low
once the materials were removed, the property was stigmatized due to
various newspaper articles written over the years regarding
contamination at the FWFC.

The challenge to clean up the property and transfer it to the USPS
resulted in the formation of a unique partnership between local, state,
and federal agencies. The GSA, USPS, DNSC, Environmental Protection
Agency (EPA), Texas Commission on Environmental Quality (TCEQ), and the
City of Fort Worth all collaborated on a fast track clean up of the
property and the ultimate development of a state-of-the-art facility for
the City.

Additionally, GSA was able to reduce its inventory of underutilized
property, the USPS obtained another property for its property
development initiative, the DNSC was able to utilize a streamlined
process for mitigating the storage of contaminating materials, and the
EPA and TCEQ met their program goals of promoting economic growth while
protecting human health and the environment.

Clearly a winning solution for all entities involved, the transfer of
acreage at the Fort Worth Federal Center has become an excellent example
of innovative asset management, sustainability and a significant example
of achieving the goals of the President's Management Agenda.

**[Contact]{.underline}**

Emily Endres

Asset Manager

GSA Public Buildings Service/7PT

emily.endres@gsa.gov

(Photo: Transferred property at Ft. Worth Federal Center

**[HOWARD M. METZENBAUM U.S. COURTHOUSE: HISTORIC
REHABILITATION]{.underline}**

***SUSTAINING CLEVELAND\'S PUBLIC TREASURE: MERGING SENSE OF PLACE WITH
MODERN PURPOSE***

Public Buildings Service Great Lakes Region

***([QUOTE)]{.underline} \"GSA\'s objective is to modernize the building
and make it fully functional and equipped to serve well into its second
century. At the same time, we want to preserve its remarkable art and
architecture for future generations to enjoy.\" (Pam Wilczynski, Project
Manager, GSA Great Lakes Region )***

The \$51 million rehabilitation of the Howard M. Metzenbaum U.S.
Courthouse -a national treasure and one of the most significant
buildings in Cleveland\-- is an exemplary model of real property
innovation in its linking of historic preservation with sustainability.

One of the first historic rehabilitation projects to receive LEED-NC
certification in Ohio, and setting a new standard of achievement in
linking historic preservation and LEED certification, the Metzenbaum US.
Courthouse represents a groundbreaking approach that integrates
sustainability preservation and correlates Leadership in Energy arid
Environmental Design (LEED) certification criteria with the Secretary of
Interior\'s Standards for Rehabilitation of Historic Properties.

Under the Design Excellence, Fine Arts and Historic Preservation
programs, the GSA and its team of architect/engineer Westlake Reed
Leskosky and construction manager Dick Corporation, rehabilitated this
landmark to meet new requirements for sustainability, function,
accessibility, and security, while restoring its magnificent
architecture, art and craftsmanship as the dignified expression of the
federal government in its community.

The project required close coordination with the Historic Preservation
Officer for GSA\'s Region 5, and formal review and approval of the plans
by the Ohio State Historic Preservation Office. Additionally at the
design stage, the Cleveland Landmarks Commission and the Cleveland
Restoration Society were given an overview of the project and provided
significant positive feedback.

Beginning in 2002, the Metzenbaum U.S. Courthouse was renovated to house
the U.S. Bankruptcy Courts with four new courtrooms, chambers and
support areas. The District Courts remain in the two restored historic
courtrooms on the third floor. Other executive agencies, including the
U.S. Trustees and Department of Labor, occupy the fourth and fifth
floors in new offices, conference and meeting rooms.

Listed in the National Register of Historic Places in 1974, the
235,600-square-foot building was designed by architect Arnold Brunner in
the Beaux Arts style and opened in 1910 as the U.S. Post Office, Custom
House and Court House. Brunner\'s commission, selected in competition in
1901, is historically significant in the context of the emerging City
Beautiful Movement, and was the first building erected in Cleveland\'s
Group Plan at the turn of the century; setting the style and scale of
later civic buildings in the city\'s downtown core.

Adjacent to Public Square, the Metzenbaum U.S. Courthouse serves as a
key element in anchoring the economic revival of the Group Plan (deemed
potentially eligible for National Historic Landmark status) and
Cleveland\'s downtown, and in preserving the unique sense of place for
the city.

**[CONTACT]{.underline}**:

Regina Nally Kiefer

Regional Historic Preservation Officer

GSA PBS Region 5

Professional Services Division

regina.nally@gsa.gov

(Photo: Howard M. Metzenbaum U.S. Courthouse)

**[NEW SAN FRANCISCO FEDERAL BUILDING]{.underline}**

**Public Buildings Service Pacific Rim Region**

***DRAMATIC LANDMARK \-- SUSTAINABLE MILESTONE***

***(QUOTE) \"The new San Francisco Federal Building is a landmark that
both dramatically energizes the city skyline and is a major milestone in
the GSA's mission to develop sustainable buildings.\"***

The new San Francisco Federal Building\'s aesthetics are bold, making it
a design that will stand as a distinctive and compelling addition to the
skyline. Its layout and functions celebrate the importance of the city
and the urban environment, combining amenities and public space that
will enhance the immediate area and the adjacent neighborhood.

The new workplace will support the energy and spirit of those who work
there and those who visit. Its systems are outstanding examples of
integrated engineering and sustainable design, reflecting the wise
stewardship of limited resources.

This project is anticipated to initiate a new generation of highly
energy efficient Federal projects. The design team has, in conjunction
with the local utility company, GSA, and building technology specialists
at UC Berkeley, produced a building that is projected to reduce the
overall energy consumption by as much as 40% below Title 24 standards
(California Code of Regulations, Title 24, Part 6, Building Energy
Standards**)**. GSA believes the sustainable design principles of this
building reflect government's goals as well as represent San Francisco's
progressive nature.

This project is remarkable in that many design agendas weave together
through an integrated and holistic approach to produce a building that
is sensitive to the worker, fits the neighborhood, makes business sense,
and is sustainable.

Together, these attributes make this a project that will stimulate
critical interest for years to come, and serve as an inspiration for
other Federal projects.

(side bar) *San Francisco Federal Building: The design of the new
Federal Building is not form for form\'s sake. It is user-centric,
blending energy efficiency and sustainability with strategies to improve
the well-being and productivity of workers. A narrow floor-plate will
allow sunlight to penetrate deep into the interior while a sophisticated
metal skin reduces heat gain. Most workers will have an outside view and
a space illuminated with natural light. Above the fifth floor, the
18-story tower will have operable windows that admit abundant fresh air.
The long walls of the tower will act as a \"living skin\" that breathes
to cool the interior with prevailing winds and air currents.\" (GSA
Design Awards 2004)*

**[Contact]{.underline}**

Maria Ciprazo

Project Executive

General Services Administration Public Buildings Service Region 9

San Francisco Project Executive Branch (9PCE)

maria.ciprazo@gsa.gov

(Photo: New San Francisco Federal Building; Architect - Morphosis)

**[MOBILIZING THE GSA WORKFORCE]{.underline}**

**Public Buildings Service New England Region**

***(QUOTE: \"All GSA employees were able to work seamlessly from their
homes or from our COOP site without any loss of access to mission
critical applications or data.\")***

A visionary New England Information Technology (IT) team opted to deploy
a 100% thin client (Citrix) approach for application delivery as part of
the overall desktop 2000 initiative. This provided the underlying
technological capability to provide associates with ubiquitous access to
corporate data and applications from virtually anywhere with no loss of
productivity.

The benefit of this vision and approach was most recently realized
during the Democratic National Convention hosted in Boston in 2004 that
virtually closed down the Thomas P. O'Neill Federal Building due to
heightened security restrictions in the convention area. All GSA
employees were able to work seamlessly from their homes or from our COOP
(Continuity of Operations) site without any loss of access to mission
critical applications or data.

Further technological enhancements were made to increase visibility for
the Region One Telework program through the creation of a section on the
GSA New England intranet which contained all of the forms, policy,
questions and answers (FAQs) regarding the Telework program. Educational
sessions were convened for all GSA associates and managers in the Spring
of 2005 to introduce the site and to instruct associates and management
about the availability of the site and how to navigate it.

Striving to continuously improve the New England Program and the process
of applying for telework, the committee envisioned and developed a
workflow for an online application that would date stamp the beginning
of the process, provide routing to the first and second level managers
and provide the committee with visibility into the process to ensure
timely processing. All of the forms that were necessary to the process
would pre-populate with the information to minimize the amount of data
entry. Further, past reporting of statistical information on program
participation had been a manual labor intensive exercise. The automated
application electronically would capture the number of approved, pending
or denied telework requests for easy reporting to the GSA National
Office.

If that were not enough, the annual recertification process would be
programmed to be a simple process that leveraged information already in
the system and allowed for an abbreviated process as long as the
associate had not changed jobs and was still working for the same
manager.

These technological advancements were all developed in-house as part of
the collateral responsibilities of the committee members who have other
full time responsibilities within GSA New England and at no cost to GSA.

**[Contact]{.underline}**

Sharon A. Wall

Assistant Regional Administrator

GSA/FTS

New England Region

sharon.wall@gsa.gov

(Photo: GSA New England IT Team\--Left to Right: Dennis Wholey, Holli
Roberts, Marjorie Mills, Karen Dempsey, James Leverso, FTS ARA Sharon
Wall, (Missing from the photograph - Erika Caswell, Karen Flanders,
Roberta Bateman, Nancy O\'Connell, Gerard Bernard)

**[NATIONAL BUILDING MUSEUM (NBM):]{.underline}**

**[PLATE AND FRAME HEAT EXCHANGER (PHE)]{.underline}**

**Public Buildings Service National Capital Region**

**GSA helps National Building Museum target energy savings and emissions
reductions - important GSA goals.**

***(sidebar) Created by an act of Congress in 1980, the National
Building Museum is America\'s premier cultural institution dedicated to
exploring and celebrating architecture, design, engineering,
construction, and urban planning.** (www.nbm.org)*

In late 2004, the staff of the National Buildings Museum and GSA\'s
James Watson, Program Analyst, Metropolitan Service Center, identified a
potential project to install a Plate and Frame Heat Exchanger (P&F HE)
that would provide free cooling for the NBM's winter cooling load of 160
tons. The use of the new heat exchanger would allow the existing 160 ton
Dunham-Bush chiller to be shut off during the winter months of November
through April and thereby contribute to energy savings and related
emissions reductions, both important GSA goals.

The "free cooling" system benefits the government through not only the
operating cost savings but also from reducing operating hours on the
chiller and extending the useful life of the existing chiller.

GSA received an initial proposal in March 2005 from Washington Gas to
provide a design-build project to construct a plate and frame heat
exchanger for the National Buildings Museum. The project was prepared as
an energy conservation proposal using the GSA Area Wide Public Utilities
Contract no. GS-OOP-96-BSD-0029.

Washington Gas submitted a quote on December 15, 2005 in response to
GSA's Request for Quotation on November 17, 2005 of \$95,097. At GSA's
request Washington Gas submitted a revised quote on January 23, 2006 of
\$91,455, a reduction of \$3,642. The project was awarded to Washington
Gas Energy Systems on February 22, 2006.

Based on the revised quote the P&F HE would have a simple payback of
3.23 years. This is derived from an estimated annual operating cost
savings of \$28,308 and an annual 329,165 kwh of electricity saved. This
estimate assumes an electric cost of \$0.086 per kwh. Several other
assumptions are explained in the quantitative analysis section.

A project kick-off meeting was held March 21, 2006 and construction
started April 24, 2006. Construction was completed by the end of June
and a training session was held with GSA staff and the NBM O&M
contractor's staff on July 18, 2006.

The P&F HE will be operated with existing chilled water and existing
condenser water pumps with capacities that match the chiller flow rates.
The "free cooling" system is arranged for manual operation with the
capability for future incorporation into the existing building energy
management system to achieve automated operation.

**[Contact]{.underline}**

James R. Watson, Jr.

Program Analyst

General Services Administration

Metropolitan Service Center (WPD)

james.watson@gsa.gov

(Photos:

-National Building Museum, Washington, DC

-Plate and Frame Heat Exchanger (PHE)

**[NEW INNOVATIVE LEASING POLICY IN REGION SIX REQUIRES LEED
CERTIFICATION AND SUSTAINABLE DESIGN IN ALL BUILD-TO-SUIT
PROJECTS]{.underline}**

**Public Buildings Service Heartland Region**

***[AWARD FINALIST]{.underline}***

**(QUOTE)** \"\...***GSA Region 6 leasing branches chose to embrace a
new mandate for federal buildings to design and construct LEED®
certified buildings, which has \... raised the bar on the quality and
efficiency of the buildings GSA leases.\"***

In 2005, the GSA Heartland Region West Service Center Leasing Team
accepted delivery of a 137,671 square-foot build-to-suit leased building
on behalf of the U.S. Citizenship and Immigration Service (CIS) in
Lincoln, Neb. Every aspect of the building was designed and constructed
to embrace the practical "green" goals of creating an energy efficient,
environmentally friendly, healthy building.

This building is the fourth in a series of Leadership in Energy and
Environmental Design (LEED®) certified sustainable build-to-suit leasing
projects that the Heartland Region has procured. The GSA Region 6
leasing branches chose to embrace a new mandate for federal buildings to
design and construct LEED® certified buildings, which has, in essence,
raised the bar on the quality and efficiency of the buildings GSA
leases.

A result of the CIS project in Lincoln, Neb. is that most of the leasing
projects in the region are now seeking some form of LEED® certification
and employing varying methods of sustainable design on their projects.
All projects, from small single-agency rural buildings to complex,
prospectus-level, multi-tenant, multi-floor projects are being
encouraged to pursue LEED® certification.

The designers merged a four-fold goal of:

1.  Integrating the agency's program and LEED® requirements while
    maintaining an excellent design

2.  Solving CIS security needs in an unobtrusive way

3.  Projecting the seriousness and dignity of the CIS mission while
    showcasing the beauty and colors of the indigenous landscape

4.  Creating a location to serve as a sustainable design "teaching tool"
    for the commercial construction market in Lincoln and surrounding
    areas.

This beautiful new CIS facility alleviated overcrowding at three other
locations in Lincoln and provided for the hiring of 120 new employees.
The lease provides for the expansion and contraction of services to
allow for second and third shifts.

In occupied areas, 94 percent of the building's occupants have views of
the exterior. Exterior glazing was selected for energy performance and
glare control negating the need for shades on the windows. Building
systems were designed for performance and flexibility, while providing
maximum user comfort. Energy use is 30 percent less than the ASHRAE
(American Society of Heating, Refrigerating, and Air-conditioning
Engineers) 90.1-1999 standard, accomplished through use of high
performance glazing with exterior sunshades on the south, daylighting on
the north, energy-efficient lighting and efficient HVAC equipment. An
innovative dual duct HVAC system pipes fresh air to each zone for
ventilation effectiveness. No halon-based or CFC-based refrigerants were
used in the building's systems. The Low-E glazing throughout the
building tempers the glare and heat from the heat of Midwest summers
while the building's east-west axis optimizes natural light, lessening
its energy consumption. Materials were selected for their durability,
regional uniqueness and sustainable features.

**[Contact]{.underline}**

Dennis Clemons

Realty Specialist

GSA, Public Buildings Service Heartland Region

dennis.clemons@gsa.gov

(photos:

-Lobby, New Lincoln, NE Sustainable Build-to-Suit Facility

-Exterior, New Lincoln, NE Sustainable Build-to-Suit Facility)

**[REMOTE ONGOING COMMISSIONING PROPOSAL]{.underline}**

**[FOR THE WILEY FEDERAL BUILDING]{.underline}**

**Public Buildings Service National Capital Region**

Only about 20% of new commercial and government buildings are
commissioned upon construction completion. Further, the concept of
ongoing commissioning of existing buildings, sometimes called
retro-commissioning is relatively new to commercial and government
building owners and operators. Ongoing commissioning is not widely
practiced and yet significant benefits could be realized by building
owners.

The GSA Metropolitan Service Center (WPD) looked at continuous ongoing
commissioning with the Pacific Northwest National Laboratory (PNNL) in
FY2003 through a technical support agreement with the Department of
Energy\'s (DOE) Federal Energy Management Program. In September 2004,
PNNL made a remote connection to the Wiley Federal Building's building
automation system (BAS), a Johnson Controls Inc. (JCI) Metasys System.
The remote connection to the building's energy management system data
revealed significant opportunities for operational and energy efficiency
improvements.

The Wiley Federal Building is a new building constructed by GSA in 2001
to house the FDA (Food and Drug Administration) Center for Food Safety
and Applied Nutrition (CFSAN). It is a 380,000 sq. ft. facility located
near the University of Maryland at 5100 Paint Branch Parkway, College
Park, Maryland. The building is a combination of approximately 30%
laboratory and 70% office space and requires 100% outside air to
maintain air quality for the sensitive laboratory experiments related to
the safety of our nation's food supply.

As result of the above, the GSA Metropolitan Service Center is
finalizing a proposal with JDL Business Services of Clinton, MD
regarding the aforementioned ongoing commissioning (Infometrics
Program). JDL partners with Cimetrics Inc., headquartered in Boston,
Massachusetts, to provide the ongoing commissioning, which provides GSA
a complete process of data acquisition, analysis and reporting that
provides periodic management information and unbiased recommendations to
continuously optimize building systems performance. Since the Wiley
building is a high energy user, with several HVAC and structural
operational issues, GSA is examining the JDL proposal carefully as an
innovative approach to both energy use conservation and maintenance of
buildings systems.

The Infometrics program requires connectivity and monitoring of a
building's current Building Automation System (BAS). This is done
through an "open protocol" called BACnet. BACnet technology allows a
remote ongoing commissioning contractor to connect to a variety of
control systems that can range in brand, type, age and configuration.
Open protocols are growing in acceptance and usability. Open protocols
also not only open up BAS systems to competitive integration, but they
also allow data extraction for analysis and optimization, such as the
analysis and optimization options provided in this Remote Ongoing
Commissioning proposal.

It is anticipated that this proposal, if approved and implemented, will
yield significant energy and operational savings.

[Contact]{.underline}

James R. Watson, Jr.

Program Analyst

General Services Administration

Metropolitan Service Center (WPD)

james.watson@gsa.gov

(photo: Harvey Wiley Federal Building

=============================================================================

(Sidebar)

**[2006 Award Program Jury]{.underline}**

The General Services Administration and the Office of Real Property
Management would like to express gratitude to this year\'s jury panels
of esteemed real estate asset management and sustainability industry
experts for their exceptional and generous support of the GSA
Achievement Award for Real Property Innovation program.

**[Asset Management Panel:]{.underline}**

1.  Vickie L. Berry

> AT&T Services, Inc.

2.  Eric H. Bowles

> Director of Global Research
>
> CoreNet Global

3.  Todd S. Garrison

> Deputy Secretary for Property Management
>
> Pennsylvania Department of General Services

4.  Bonnie MacKenzie

> Regional Director General
>
> Public Works and Government Services Canada
>
> Pacific Region

**[Sustainability Panel:]{.underline}**

1.  Margaret Boyce

> Manager, Sustainable Buildings and Communities
>
> Public Works and Government Services Canada
>
> Policy Development

2.  Dan Burgoyne

> Sustainability Manager
>
> State of California
>
> Department of General Services

3.  Helen English

> Executive Director
>
> Sustainable Buildings Industry Council

4.  Lisa Shpritz

> Bank of America

**[E-PRACTICE LIBRARY]{.underline}**

Get more information about this easy-to-use, electronic resource of
asset management and workplace development best practices available for
your agency to use by checking out our website at:

**www.gsa.gov/EPracticeLibrary.com**

=====================================================================

GSA

GSA Smarter Solutions

**[*ASSET MANAGEMENT* WINNER]{.underline}: Automated Advanced
Acquisition Program (AAAP),**

**GSA PBS National Capital Region**

**[*SUSTAINABILITY* WINNER]{.underline}: Denver Federal Center
Environmental Management System - Framework for a Sustainable Campus,
GSA PBS Rocky Mountain Region**

October 2006

GSA Office of Governmentwide Policy

Office of Real Property Management

U.S. General Services Administration

1800 F Street, NW

Washington, DC 20405

www.gsa.gov