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**Version 1.4**

**October 29, 2007**

Table of Contents

[Section 1 Executive Summary iii](#executive-summary)

[Section 2 Introduction 1](#introduction)

[2.1 Purpose 1](#purpose)

[2.2 Legislative Background and Associated Guidance
2](#legislative-background-and-associated-guidance)

[2.3 Scope 2](#scope)

[2.4 Definitions 3](#definitions)

[2.5 Thresholds for Real Property Investments
4](#thresholds-for-real-property-investments)

[2.6 Document Structure 6](#document-structure)

[Section 3 Real Property CPIP Phases 8](#real-property-cpip-phases)

[3.1 Planning and Budgeting Phase 8](#planning-and-budgeting-phase)

[3.2 Acquisition Phase 9](#acquisition-phase)

[3.3 Management-In-Use Phase 12](#management-in-use-phase)

[3.4 Disposition Phase 13](#disposition-phase)

[SECTION 4 Non-Major Investment CPIP instructions
15](#non-major-investment-cpip-instructions)

[Section 5 Significant Investment CPIP instructions
22](#significant-investment-cpip-instructions)

[Section 6 Major Investment Process 34](#major-investment-process)

[Appendix A---Acronym List A-1](#appendix-a-acronym-list)

[Appendix B---Project Data Sheet B-1](#appendix-b--project-data-sheet)

[Appendix C---Real Property Investment Report
C-1](#appendix-creal-property-investment-report)

[Appendix D---Capital Asset Plan D-1](#appendix-dcapital-asset-plan)

[Appendix E---Asset Management Review Board Charter
E-1](#appendix-easset-management-review-board-charter)

[Appendix F---Agriculture Acquisition Regulation (AGAR) Advisory - 83
F-1](#appendix-fagriculture-acquisition-regulation-agar-advisory---83)

[Appendix G---U.S. Department of Agriculture Real Property Disposition
Process, September 20, 2006
G-1](#appendix-gu.s.-department-of-agriculture-real-property-disposition-process-september-20-2006)

Document Revision History

  ----------------------- ----------------------- -----------------------
  **Version**             **Date**                **Revisions**

  1.0                     1/29/07                 Initial Draft

  1.1                     3/16/07                 Revisions from
                                                  stakeholder comments

  1.2                     4/5/07                  Internal revisions

  1.3                     5/4/07                  Revisions from
                                                  stakeholder comments

  1.4                     10/29/07                Final
  ----------------------- ----------------------- -----------------------

#  Executive Summary

On February 4, 2004, President George W. Bush signed Executive Order
(E.O.) 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." Later that
year, the President\'s Management Agenda (PMA) was expanded to include a
new initiative for improving federal real property asset management.

In order to achieve the goals mandated by E.O. 13327, the United States
Department of Agriculture (USDA), has developed a real property Asset
Management Plan (AMP). The success of USDA's AMP implementation directly
influences the ability of organizations within the Department to execute
business plans and fulfill their missions. Recognizing both the
importance and impact real property investments (and projects) have on
the Department and its success attaining its strategic goals, the
Secretary has authorized the establishment of an ongoing effort which
supports a formal investment analysis and decision-making process.

USDA must have a disciplined capital programming process that addresses
project prioritization between new assets and maintenance of existing
assets, risk management, and cost estimating to improve the accuracy of
cost, schedule and performance provided to management, and the other
difficult challenges proposed by asset management and acquisition. The
purpose of the Capital Programming and Investment Process (CPIP)
instructions, herein referred to as CPIP, is to provide guidance for a
disciplined capital programming process, as well as techniques for
planning and budgeting, acquisition, management-in-use and disposition
of capital assets. At the same time, agencies are provided flexibility
in how they implement the key principles and concepts of capital
programming. CPIP is the primary process used to make decisions
regarding the construction, consolidation/sharing, restoration and
disposition of real property investments.

The CPIP instructions support the transition from a project-centric
approach to a portfolio-centric approach to real property management.
CPIP is USDA's primary process for (1) making decisions about
initiatives in which USDA should invest and (2) creating and analyzing
the associated rationale for these investments.

Effective capital programming uses long range planning and a
disciplined, integrated budget process as the basis for managing a
portfolio of capital assets to achieve performance goals with the lowest
life-cycle costs and least risk. This process should provide agency
management with accurate information on acquisition and life-cycle
costs, schedules, and performance of current and proposed capital
assets. Project Managers, when developing the costs, schedule and
performance goals on developmental projects with significant risk must,
therefore, provide the Agency Asset Management Review Board (AMRB) with
risk adjusted, most likely cost, schedule, and performance goals.
Without the knowledge of the risks involved managers at all levels
cannot make the best decisions for the allocation of resources among the
competing investments.

**Document Overview**

These *USDA Real Property Capital Programming and Investment Process
(CPIP)* instructions identify the processes and activities necessary to
ensure the Department's real property projects are well thought out,
cost-effective, and support the missions and business goals of the
organization. It is based on guidance from both the Office of Management
and Budget (OMB) and the Government Accountability Office (GAO).

At the highest level, the CPIP is a circular flow of USDA's real
property investments through four sequential phases and for the
processes to follow through these phases for each of the defined real
property investment thresholds in USDA. As shown in Figure 1, these
phases are:

-   **Planning and Budgeting Phase**---Executive decision-makers assess
    each proposed project's support of USDA's strategic and mission
    needs. Project Managers compile the information necessary for
    supporting a detailed proposal assessment.

-   **Acquisition Phase**---Project analyses are conducted and the
    Agency decision-makers choose the real property projects that best
    support the mission of the organization and validate the planning
    and budgeting phase. USDA ensures, through timely oversight, quality
    control, and executive review, that real property initiatives are
    executed or developed in a disciplined, well-managed, and consistent
    manner through the various acquisition steps.

-   **Management-In-Use Phase**---Actual results of the implemented
    projects are compared to expectations to assess investment
    performance. This is done to assess the project's impact on mission
    performance, identify any project changes or modifications that may
    be needed, and revise the investment management process based on
    lessons learned. Real property investments are assessed to ascertain
    their continued effectiveness in supporting mission requirements,
    evaluate the cost of continued maintenance support, and consider
    replacement options. Effective Management-In-Use requires the
    continuous monitoring of an Agency's inventory of capital assets to
    ensure they are maintained at the right size, cost and condition to
    support the Agency mission and objectives.

-   **Disposition Phase**---Asset disposition is the culmination of
    previous planning, budgeting, acquisition, and Management-In-Use
    efforts and should follow established best practices in the
    disposition of capital assets.

![](media/image3.jpeg){width="4.080555555555556in"
height="3.8819444444444446in"}

**Figure 1:** **The Four CPIP Phases**

#  Introduction

## Purpose

The USDA plays a lead role in America's food and agricultural system,
helping the farm and food sectors operate in a highly competitive
marketplace that must continuously respond to changing consumer demands
for high quality, nutritious, and convenient food and agricultural
products. USDA carries out a wide variety of services and activities
related to the management, research and conservation of the Nation's
agricultural resources.

Fulfilling its mission work is a paramount consideration throughout
USDA. For this reason, the land, facilities, and other real property
held by USDA are an integral support component to its mission. The
strong relationship between USDA's real property and its mission is the
major reason why real property decisions are typically made at the
agency and field levels. This mission driven organizational structure
has fostered a decentralized real property decision making environment
that reflects a need to support a variety of missions across a wide
variety of asset types in different geographic areas.

Federal agencies are facing increasing challenges in their efforts to
manage their real property investments as they are operating in an age
where the capability to deliver services to internal and external
customers is essential to core business strategies. Decreased funding
and budget cuts have underscored the need for agencies to plan, allocate
and manage funds based on sound investment strategies and to manage real
property investments as capital assets. Additionally, evolving Federal
guidance has mandated the establishment and management of synergistic
capital planning to ensure that investment decisions regarding the use
and purchase of real property correlate with core business processes.

In response to E.O. 13327 and in conjunction with the PMA, USDA has
emphasized the need to maximize and efficiently utilize its accessible
resources to effectively manage its real property investments and to
minimize redundancies. This will be accomplished through a modification
of the USDA real property portfolio management procedures to ensure that
these more stringent real property governance practices are in place and
followed. To standardize the governance process, USDA will follow the
USDA CPIP instructions. The CPIP instructions provide USDA with a
structured, performance-based, integrated approach to managing the risks
and returns of capital assets for a given mission. The CPIP instructions
provides for the annual cycle of selection, and a continuous control,
life cycle management, and evaluation of design and construction
investments.

These instructions describe the USDA CPIP instructions including
business cases as reflected in OMB Circular A-11 Exhibit 300s (Exhibit
300) and the Capital Programming Guide, supplement to OMB Circular A-11,
Part 7: Planning, Budgeting, and Acquisition of Capital Assets, June
2006. It outlines a framework for USDA and its agencies to effectively
manage its real property investment portfolio, which allows USDA to
optimize the benefits of limited real property assets, ensure
investments meet the strategic needs of the USDA and comply with
applicable laws and regulations. It also provides the framework within
which USDA can formulate, justify, manage, and maintain a portfolio of
design and construction investments.

These USDA Real Property CPIP Instructions are designed to supplement
detailed formal project management training and general awareness
training by providing managers and staff with practical information
designed to help them better understand capital asset planning at USDA
and meet the requirements set forth by Congress, OMB, and the
Department. This process provides a means for USDA to promote efficient
and economical use of the Federal real property resources required to
support the Department\'s missions and strategic goals.

## Legislative Background and Associated Guidance 

The following statutes and guidance require Federal agencies to revise
their operational and management practices to achieve greater mission
efficiency and effectiveness. They include:

-   Federal Managers Financial Integrity Act of 1982

-   The Chief Financial Officer (CFO) Act of 1990

-   Federal Financial Management Improvement Act of 1996

-   The Government Performance and Results Act of 1993 (GPRA)

-   The Federal Acquisition Streamlining Act of 1994 (FASA)

-   The Paperwork Reduction Act of 1995 (PRA)

-   The Government Paperwork Elimination Act of 1998 (GPEA)

-   The E-government Act of 2002 (P.L. 107-347)

-   Executive Order 13327, Federal Real Property Asset Management
    (02/04)

-   Executive Order 13423, Strengthening Federal Environment, Energy,
    and Transportation Management (01/07)

-   Additional information related to USDA real property policy and
    procedures can be found on the real property website at
    <http://www.usda.gov/da/pmd>

.

## Scope

A formal capital asset management infrastructure is a best practice used
throughout industry and by many government agencies to establish clear
lines of authority, responsibility, and accountability for the
management of capital assets. Within USDA, an Agency Asset Management
Review Board (AMRB) is responsible for reviewing its entire capital
asset portfolio on a periodic basis and making decisions on the proper
composition of the assets needed to achieve strategic goals and
objectives within the budget limits. In addition to the review by the
Agency AMRB, each major project requires review by the Departmental
AMRB.

In addition to a review by the Departmental or Agency AMRB, depending on
the dollar threshold, each project should consider establishment of an
Integrated Project Team (IPT) composed of a qualified Project Sponsor
and necessary personnel from the user community, budget, accounting,
procurement, value management, and other functions to be formed, as
appropriate, to:

-   Establish a baseline inventory of existing capital assets;

-   Analyze and recommend alternative solutions;

-   Manage the acquisition if approved; and

-   Manage the asset once in use.

All real property projects within USDA must comply with these CPIP
instructions and provide information to the applicable USDA agency for
inclusion in the agency real property portfolio. Exemptions to these
instructions are granted only in exceptional circumstances.

Although all real property projects above the agency defined minimum
thresholds must be reviewed by the Agency Asset Management Review Board
(AMRB), not all real property projects must be reviewed by the
Departmental AMRB. Only those projects that are considered to be "major"
and strategic investments for the Department are required to be included
in the Departmental AMRB executive portfolio. It is expected that each
individual USDA agency will use the processes outlined in this
instruction document or have a similar process, manage its own
portfolio, and create associated thresholds. Each agency is expected to
use a process similar to the CPIP instructions to manage its
"significant" investments. For non-major investments agencies will
determine what degree of project controls will be implemented based on
scope, complexity and cost of the project.

## Definitions

**[Capital Assets]{.underline}**: Are land, buildings, and structures
that are used by the Federal government and have an estimated useful
life of two or more years. Capital assets exclude items acquired for
resale in the ordinary course of operations or held for the purpose of
physical consumption such as operating materials and supplies. The cost
of a capital asset is its full life-cycle costs, including all direct
and indirect costs for planning, acquisition, operations and maintenance
(including service contracts), and disposal. Capital assets may be
acquired in different ways: through purchase, construction, or
manufacture; through a lease-purchase or other capital lease, regardless
of whether title has passed to the Federal Government; through an
operating lease for an asset with an estimated useful life or two year
or more; or through exchange. Capital assets include the environmental
remediation of land to make it useful; leasehold improvements and land
rights; assets owned by the Federal Government but located in a foreign
country or held by others (such as federal contractors, state and local
governments, or colleges and universities); and assets whose ownership
is shared by the Federal Government with other entities. Capital assets
include not only the assets as initially acquired but also additions,
improvements, modifications, replacements, rearrangements and
reinstallations, and major improvements. Examples include: office
buildings, hospitals, laboratories, schools, dams and water resources
projects, and power plants. Capital assets may or may not be capitalized
under Federal accounting standards. Examples included heritage assets
and stewardship land.

**[Capital Programming]{.underline}**: Means an integrated process
within an agency for planning, budgeting, procurement and management of
the Department's portfolio of capital assets to achieve agency strategic
goals and objectives with the lowest life-cycle cost and least risk.

**[Capital Project (investment)]{.underline}**: Means the acquisition of
a capital asset and the management of that asset through its life-cycle
after the initial acquisition.

**[Earned Value Management (EVM)]{.underline}**: Is a project management
tool that effectively integrates the investment scope of work with the
schedule and cost elements for optimum investment planning and control.

**[Major Investment]{.underline}**: A capital project that requires
special management attention because of its: (1) importance to the
Department's mission; (2) high development, operating, or maintenance
costs; (3) high risk; (4) high return; or (5) significant role in the
administration of a Department's programs; (6) acquisition cost is equal
to or exceeds \$10M. Major investments submit a Capital Asset Plan and
Business Case and follow the Exhibit 300 process.

**[Significant Investment]{.underline}**: A capital project that is
equal to or greater than the GSA prospectus level and less than \$10M.

**[Non-Major Investment]{.underline}**: A capital project is less than
the GSA Prospectus level.

**[Planning]{.underline}**: Preparing, developing or acquiring the
information needed to design the investment, assess the benefits, risks,
assess alternatives, establish costs, schedule and performance goals for
the selected alternative.

**[Project Sponsor:]{.underline}** The Project Sponsor is an agency
representative who is responsible for the overall management and
performance of the project. It should be a senior individual in the
organization with requisite management and business skills to lead the
capital asset investment and work with the Project Manager

**[Project Manager]{.underline}**: A Project Manager is the individual
who is designated as responsible and accountable for the day-to-day
performance of the project

## Thresholds for Real Property Investments

Major real property investments are considered to be strategic for the
Department and, thus, have a greater documentation burden, including
being individually reported to OMB on an Exhibit 300. They are also
included in the Departmental AMRB executive portfolio. Major real
property investments meet at least one of the following criteria:

-   Total design and construction costs equal to or greater than \$10
    million

-   Directly supports the President\'s Management Agenda items of \"high
    executive visibility\"

-   Inter-agency project

Major investments are capital projects that require special management
attention because of their importance to the agency mission; high
development, operating, or maintenance costs; high risk; high return; or
their significant role in the administration of agency programs,
finances, property, or other resources. Major investments should be
separately identified in the agency's budget.

Significant and non-major investments that do not meet the above
criteria are to be managed by the capital programming functions within
each individual agency. As such, each managing agency is to have:

-   A process for proposing, reviewing, and monitoring its real property
    investments

-   An AMRB responsible for recommending final investment decisions to
    the Agency Head and overseeing the real property investment
    management process

-   Relevant tools for supporting its real property investment
    management process

-   Supporting documentation showing the ongoing operations of the
    process

For all investments, the Departmental AMRB primary responsibilities are
to:

-   Oversee a USDA real property portfolio that best supports the
    Department's missions and program delivery processes through annual
    update of the Three-Year Rolling Timeline

-   Assemble a consolidated USDA real property portfolio using a
    standard set of criteria

-   Ensure the Department's Asset Management Plan is followed by USDA
    agencies

-   Ensure that the Department's real property program remains in
    compliance with E.O. 13327 and implementing directives

-   Ensure that the agencies' projects are linked to strategic goals and
    performance measures

For major projects (equal to or greater than \$10 million), the
Departmental AMRB provides recommendations on agency proposed capital
investments affecting the USDA portfolio to the Budget and Performance
Integration Board (BPIB), which consists of the Deputy Secretary and
Office of Budget and Program Analysis (OBPA). It is also responsible for
setting performance goals, assessing how well investments meet the
goals, and how agencies are meeting performance measure targets. The
Departmental AMRB is chaired by the Assistant Secretary for
Administration (ASA).

AMRB authorities for projects within the CPIP instructions are based
upon the value of the project as shown in Table 1 below.

  ------------------------------------------------------------------------------------------
  **Investment      **Project    **Required Review **Review Authority**       **Approval
  Type**            Value**      Documentation**                              Authority**
  ----------------- ------------ ----------------- -------------------------- --------------
  **Major**         ≥ \$10M or   Capital Asset     Departmental Asset         Secretary
                    High Risk    Plan              Management Review Board    
                                                   will review agency         
                                                   documentation and provide  
                                                   recommendations to the     
                                                   Budget and Performance     
                                                   Integration Board          

  **Significant**   ≥ GSA        Real Property     Agency Asset Management    Agency
                    prospectus   Investment Report Review Board               Headquarters
                    level to \<                                               
                    \$10M                                                     

  **Non-Major**     \< GSA       As determined by  Agency Headquarters will   Agency
                    prospectus   Agency            determine asset management Headquarters
                    level        Headquarters      review authority           may delegate
                                                                              approval
                                                                              authority
  ------------------------------------------------------------------------------------------

Table 1: Investment Review and Approval Levels of Authority for the
Department

## Document Structure 

This document is divided into six sections and seven appendices as
described below:

-   **[Executive Summary.](#executive-summary)** Provides an overview of
    the CPIP instructions.

-   **[Introduction](#introduction).** Describes the CPIP purpose,
    legislative background and associated guidance, scope, definitions,
    thresholds for real property investments and document structure.

-   **[CPIP Phase Overview](#real-property-cpip-phases).** Provides a
    process and mechanism to assess an investment's support of agency
    strategic and mission needs.

-   [**Non-Major Investment CPIP
    instructions.**](#non-major-investment-cpip-instructions) Provides
    processes to ensure that Non-Major real property investments are
    chosen that best support the agency's mission and strategic goals
    that actual results are compared to expected results following
    project completion.

-   **[Significant Investment CPIP
    instructions.](#significant-investment-cpip-instructions)** Provides
    processes to ensure that Significant real property investment
    initiatives are conducted in a disciplined, well-managed, and
    consistent manner, which promotes the delivery of quality products
    and results in projects that are completed within scope, on time,
    and within budget.

-   **[Major Investment CPIP instructions.](#major-investment-process)**
    Provides processes to ensure that Major real property initiatives
    are selected, executed and maintained to best support the agency's
    mission and strategic goals. It includes comparing actual to
    expected results once a project has been fully implemented.

    **Appendices:**

```{=html}
<!-- -->
```
-   **[Appendix A.](#appendix-a-acronym-list)** Acronyms used throughout
    this document

-   [**Appendix B.**](#appendix-b--project-data-sheet) A template for
    evaluating the mission need of a new real property investment
    proposal (Project Data Sheet)

-   **[Appendix C](#appendix-creal-property-investment-report).** A
    template and guidance to provide information related to the ongoing
    evaluation of the real property investment and projects (Real
    Property Investment Report)

-   **[Appendix D.](#appendix-dcapital-asset-plan)** The written
    template and guidance for the OMB Capital Asset Plan (CAP)/OMB
    Exhibit 300

-   [**Appendix E.**](#appendix-easset-management-review-board-charter)
    The Departmental Real Property AMRB Charter and the associated
    operating procedures necessary to conduct investment reviews

-   **[Appendix
    F](#appendix-fagriculture-acquisition-regulation-agar-advisory---83).**
    A copy of the Agriculture Acquisition Regulation (AGAR) Advisory-83

-   [**Appendix
    G.**](#appendix-gu.s.-department-of-agriculture-real-property-disposition-process-september-20-2006)
    U.S. Department of Agriculture Real Property Disposal Process

#  Real Property CPIP Phases 

The CPIP is an ongoing process in which proposed and ongoing projects
are continually monitored throughout their lifecycle. Successful
investments and those that are terminated or delayed are evaluated both
to assess the impact on future proposals and to benefit from any lessons
learned. The CPIP contains four Phases (Planning and Budgeting,
Acquisition, Management-In-Use, and Disposition). Additional guidance
related to the investment thresholds is found in [Section
2.4.](#thresholds-for-real-property-investments) Specific agency steps
to follow in the various phases are available for Non-Major Investments
in [Section 4](#non-major-investment-cpip-instructions), for Significant
Investments in [Section 5](#significant-investment-cpip-instructions)
and Major investments in [Section 6](#major-investment-process).

Completing one Phase is necessary before beginning a subsequent phase.
This ensures that each investment receives the appropriate level of
managerial review and that coordination and accountability exist.
Exceptions to CPIP requirements must be identified in the individual
investment's project plan. A brief description of each phase follows.

## Planning and Budgeting Phase

The Planning and Budgeting Phase provides a process to:

-   Assess a real property investment's support of both departmental and
    agency's strategic and mission needs

-   Provide initial analysis to further support real property
    investments

-   Submit agency portfolio thru agency/Departmental AMRB review process

Agency decision-makers assess each proposed investment's support of
USDA's strategic and mission goals and incorporate it into a multi-year
investment plan called the Three-Year Rolling Timeline. Program/Project
Managers compile the information necessary for developing preliminary
business cases supporting multi-year plans. These individual project
proposals (Project Data Sheets) are assessed and prioritized in the
Three-Year Rolling Timeline.

The Planning and Budgeting Phase of the real property investment
management process determines priorities and makes decisions about which
projects will be funded during the year. The goal of the Planning and
Budgeting Phase is to ensure that the Department's real property
investment portfolio is comprised of the appropriate range of
investments that will best support its mission and strategic goals. The
Department has a real property project portfolio whose composition
changes as investments are modified, added to, or deleted from the
portfolio. An analysis of the existing portfolio of real property
investments, commonly done as part of a disposition process, helps to
ensure that agency managers are informed of current costs, benefits, and
risks associated with the existing portfolio.

The primary Planning and Budgeting Phase occurs annually when the Agency
AMRB internally reviews, evaluates, and selects the real property
investments to be included in the portfolio. This process directly
contributes to the Department's budget request and submission process
and results in the formulation of the real property portfolio for the
current fiscal year (FY) and a projection for the following two fiscal
years (FY+2 year).

The Planning and Budgeting Phase must also consider:

-   How the investment supports the PMA, Secretarial priorities,
    Congressional mandates, and the Department's and agency's strategic
    goals and objectives;

-   An alternatives analysis; Cost Benefit Analysis (CBA) and budget
    estimate, including risk-adjusted Return on Investment (ROI) and Net
    Present Value (NPV) calculations;

-   Performance measures;

-   How risks will be managed; and

-   Agency investment review schedules.

Sustainability has become an overarching theme for incorporating the
many Executive Order and statutory goals designed to protect the
environment, conserve energy, minimize waste and promote federal
leadership as good stewards of our natural resources in a cost-effective
and sensible manner. In January 2006, a Memorandum of Understanding
(MOU) was signed by a majority of Federal agencies to consider
sustainability in buildings. The main objective of this MOU is that the
Federal Government should plan, acquire, site, design, build, operate,
maintain and ultimately dispose (or plan for reuse) of buildings and
facilities in a manner that achieves agencies' functional missions, uses
sound financial practices, and provides a healthy and safe workplace,
all while protecting and sustaining the environment. Agencies need to
consider all phases in the capital assets' lifecycle, including
deconstruction or reuse. This MOU has been superseded and incorporated
into Executive Order 13423, Strengthening Federal Environmental, Energy,
and Transportation Management in addition to the requirements of the
Energy Policy Act of 2005. Sustainability should be considered for all
projects.

Significant and Major investments should have completed Project Data
Sheets (templates are in [Appendix B](#appendix-b--project-data-sheet)).
Non-Major investments should consider the information requested in this
documentation when selecting and reviewing investments. At a minimum,
agencies must take into consideration the applicable performance
measures and how the project, regardless of cost, may affect the
Department's overall performance measures. Agencies should have the
capability to produce this information related to these investments.

Departmental decision-makers assess these investments in the following
manner:

-   Non-Major Investments: Review of the compilation of the agency
    portfolio in the Three-Year Rolling Timeline

-   Significant Investments: Review of the individual projects in the
    Three-Year Rolling Timeline

-   Major Investments: Review of the individual Project Data Sheets for
    recommendations for agency approval and inclusion in the Three-Year
    Rolling Timeline

## Acquisition Phase

The CPIP Acquisition Phase begins once investments have been selected,
budgeted, and have received funding. The Acquisition Phase is
characterized by decisions to continue, modify, or terminate a project.
Decisions are based on reviews at key milestones during the project's
development lifecycle. The objective of the Acquisition Phase is to
ensure, through timely oversight, quality control, and executive review,
that capital investments are conducted (designed and constructed) in a
disciplined, well-managed, and consistent manner. Investments should be
closely tracked against the performance measures and ensure that the
project promotes the delivery of quality products and results in capital
investments that are completed within scope, on time, and within budget.
During this process, senior managers should regularly monitor the
progress/performance of ongoing capital investment projects against
projected cost, schedule, performance, and delivered benefits. Not every
project will achieve the cost-benefit expectations of the Planning and
Budgeting Phase. If the Earned Value Measurement System and other
management tools indicate that the planning expectations are not
realized during the Acquisition Phase, agencies should undertake
benefit-cost analysis, to evaluate whether the benefits of completing
the project are worth the additional costs, schedule delays, or
performance reductions that would be incurred. Assuming the re-baselined
project has an acceptable cost/benefit ratio, the agency must then
compare that ratio with other projects within the agency's portfolio to
determine if the re-baselined project merits continued funding. If not,
agencies should concede the sunk-costs and terminate the project.

At the beginning of the Acquisition Phase, the IPT should re-examine the
mission need. The IPT should also re-examine the sustainable design
principles and determine if new sustainability initiatives are
available. Furthermore, it should re-assess the market capabilities to
verify the conclusions reached in the Planning and Budgeting Phase as to
whether a commercially available asset can be acquired or limited (or
full-scale) development work is needed. The amount of development and
complexity of integration are usually the greatest risk factor.
Therefore, this validation will have a significant impact on what types
of risk treatment and mitigation will be necessary. The IPT should
review any prior decisions that development work would be necessary,
because technical advances that have occurred since the Planning and
Budgeting Phase could render development work unnecessary.
Alternatively, the IPT may determine that a decision in the Planning and
Budgeting Phase for direct procurement is no longer valid and
development is necessary. When such a determination is made, the
analysis and recommendations to change direction should be considered
and approved through the portfolio planning process, before the IPT
proceeds with the acquisition.

The most important aspect of the Acquisition Phase is managing the risk.
The Program/Project Manager must provide for continual risk management
throughout the life of the project. Risk management should be built into
an agency's Acquisition processes as a variety of risks may arise in
each stage of the Acquisition process. Agencies should also carefully
monitor the terms and conditions, including pricing, on which risk
allocations are determined to ensure that they reflect value for money.
To ensure that all the risk is identified by the Government and
contractors, integrated baseline reviews are required either prior to
award or as soon as possible after award, as appropriate and whenever
there is a major modification to the program or a baseline change is
requested.

Although USDA usually selects new investments annually, the Acquisition
Phase is an ongoing activity. It requires the continuous monitoring of
ongoing capital investment projects through the design and construction
or acquisition lifecycle. USDA reviews occur before the annual budget
preparation process. Additionally, agencies will conduct periodic or
quarterly summary reviews based on the review schedule that was outlined
during the Acquisition Phase.

The Acquisition Phase is characterized by decisions to continue, modify,
or terminate a project. Decisions are based on reviews at key milestones
during the project's design and real property lifecycle. The reviews
focus on ensuring that projected benefits are being realized; cost,
schedule and performance goals are being met; risks are minimized and
managed; and the investment continues to meet strategic needs. This
phase also promotes the delivery of quality products and results in
initiatives that are completed within scope, on time, and within budget.

Through the Acquisition Phase, Significant and Major investments
continue to document relevant information in the Real Property
Investment Report (RPIR) located in [Appendix
C](#appendix-creal-property-investment-report). Non-Major investments
should consider the information requested in this documentation when
selecting and reviewing investments. If requested, agencies should have
the capability to produce this information related to these investments.

Departmental decision-makers assess these investments in the following
manner:

-   Non-Major Investments: Review of the compilation of the agency
    portfolio in the Three-Year Rolling Timeline

-   Significant Investments: Review of the individual projects in the
    Three-Year Rolling Timeline

-   Major Investments: Review of the individual PDSs for recommendations
    for agency approval and inclusion in the Three-Year Rolling Timeline

## Management-In-Use Phase

The Management-In-Use Phase begins after completion of the Acquisition
Phase. Effective Management-In-Use requires the continuous monitoring of
an Agency's inventory of capital assets to ensure they are maintained at
the right size, cost and condition to support the Agency mission and
objectives. Management-In-Use is generally the longest phase of the
investment or asset life-cycle. Ownership costs, such as operations,
maintenance (including service contracts), energy use and disposition
can often consume more than 80 percent of the total life-cycle costs.
Agencies must review, properly plan for, and actively manage their
investment during this phase and employ effective measures of an asset's
financial and physical condition, and its operations support for the
agency mission.

Key objectives during the Management-In-Use Phase are: 1) to demonstrate
that the existing investment is meeting the needs of the Agency,
delivering expected value or that the investment is being modernized and
replaced consistent with Agency's mission and objectives; and 2) to
identify smarter and more cost effective methods for delivering
performance and value.

The purpose of the Management-In-Use Phase is to compare actual to
expected results following completion. This is done to assess the
investment\'s impact on mission performance, identify deficiencies while
the project is still under warranty, identify the level of customer
satisfaction, and revise the investment management process based on
lessons learned.

The Management-In-Use Phase provides the means to assess mature capital
investments, ascertain their continued effectiveness in supporting
mission requirements, evaluate the cost of ongoing maintenance
requirements, and consider potential retirement or replacement of the
capital investment. The primary review focus during this Phase is on the
mission support, cost, and condition assessment. Process activities
during the Management-In-Use Phase provide the foundation to ensure
mission alignment and support for optimum facility operation and ongoing
maintenance plans.

The outcomes are measured by collecting performance data and the
comparison of actual to projected performance. Any lessons-learned that
are established should be reported to the Departmental AMRB to provide a
better understanding of initiative performance and assist the Project
Sponsor in directing any necessary initiative adjustments.

Additionally, results from the Management-In-Use Phase are fed back to
the Planning and Budgeting and Acquisition Phases as lessons learned.
The Management-In-Use Phase focuses on outcomes, which include:

-   Determining whether the capital real property investments have met
    their performance, cost, and schedule objectives

-   Determining the extent to which the Capital Programming and
    Investment Process improved the outcome of the investment

## Disposition Phase

Asset Disposition is the culmination of previous planning, budgeting and
acquisition efforts. But, the determination to dispose of a capital
asset should not be an afterthought once obsolesce is reached. Projected
costs of asset disposal are critical elements in the planning and
budgeting for asset acquisition. The decision to dispose of an asset may
be triggered by any number of events; most will be part of a systematic
plan formulated in advance that integrates the asset into the agency's
broader Capital Asset Plan. Beginning with mission analysis and planning
for the purpose of matching capabilities to mission requirements, and
continuing with ongoing analysis, criteria are established and monitored
to determine the condition of the asset and how well it is performing.
If an asset becomes uneconomical to keep in service or fails to meet
performance criteria, the agency should critically assess the asset to
determine whether it should be retired, replaced, enhanced or
refurbished. One of the tools available for use for this effort is the
U.S. Department of Agriculture Real Property Disposition Process
[(Appendix
G).](#appendix-gu.s.-department-of-agriculture-real-property-disposition-process-september-20-2006)
This document walks the agency through each step of the process to
categorize USDA assets within the five categories identified on the
Disposition Decision Tree and utilizing the Federal Real Property
Profile Performance Assessment Tool (FRPP-PA). It is critically
important that all four performance measures are captured properly for
each asset.

The following questions are a starting point to assist agencies in
determining whether or not any type of capital asset is a candidate for
disposition. It is important that all appropriate agency management
personnel are involved in the decision process.

-   Does the capital asset still support the mission?

-   Is the asset wholly or partly unneeded?

-   Does the asset meet established performance measures (right size,
    cost and condition to support Department/Agency mission and
    objectives)?

-   Will program changes alter asset requirements? Is the asset used
    only irregularly for program use? Would a portion of the asset
    satisfy program needs?

-   Is continued Federal ownership and operation of the property
    justified in light of its current use?

-   Can the asset be made available for use by others, within or outside
    the Federal community?

-   Are there security or other considerations that outweigh disposition
    of the asset?

Recognizing long-standing concerns of the Federal Government in the
disposition of excess and unneeded property, the Government
Accountability Office (GAO) labeled Federal real property as high-risk
in GAO Report Number GAO-03-122. In the report, GAO highlighted that the
Federal Government's capital asset portfolio no longer effectively
aligns with, or is responsive to, agencies' changing missions.
Subsequently, GAO has updated the original report, GAO Report Number
GAO-07,310, High-Risk Update, which acknowledges that progress has been
made, but the problems that led to the designation of Federal real
property as a high-risk area still exist. In addition, deep-rooted
obstacles, including competing stakeholder interest and legal and
budgetary limitations, could significantly hamper a government-wide
transformation. As a result, this remains a high risk area. After fully
implementing E.O. 13327, Federal Real Property Asset Management, issued
on February 6, 2004, and related PMA initiatives, agencies will need to
show significant progress toward eliminating the problems that led to
this area's designation as high risk, such as reducing inventories of
facilities to a minimum and making headway in addressing the repair
backlog. In addition, the OMB and agencies, through the Federal Real
Property Council, will need to focus on developing strategies to address
deep-rooted obstacles to a successful transformation, such as competing
stakeholder interests. Agencies are expected to dispose of unneeded
assets, in accordance with applicable statutes, to ensure that the
agency real property inventory of assets is maintained at the right
size, cost, and condition. Also, inventories should contain mission
critical and mission dependent assets that are maintained in the
appropriate condition and operated at the right cost.

Additional real property considerations to the above already stated
should be considered when evaluating real property assets for
disposition:

-   Is the asset uneconomical to retain? If so, could it be sold or
    exchanged for a more suitable asset with lower maintenance and
    operating costs, at a price roughly equivalent to the value of the
    present asset?

-   Considering the cost of acquisition or lease, moving costs,
    preparation of the new space, operation and maintenance costs, and
    the increase in efficiency of operations, can net savings to the
    U.S. Government be realized by relocation?

-   What effect does the availability of alternative facilities, if
    required, have on the foregoing?

# Non-Major Investment CPIP instructions

Agencies are responsible for determining the management process to be
used in executing non-major projects. The scope, level of complexity and
cost should be considered when determining the level of detail the
project will require. Absent any agency specific guidance, project
managers may choose to follow the CPIP instructions, again modifying it
to meet individual project requirements. This section outlines the
step-by-step process agencies may choose to follow and is based on the
CPIP Phases described in [Section 3.](#real-property-cpip-phases) The
thresholds and review criteria for this level of investment are defined
in Table 2.

  ----------------------------------------------------------------------------------------------------------------------------------------------
  **Investment                 **Project   **Required Review                **Review                                               **Approval
  Type**                       Value**     Documentation**                  Authority**                                            Authority**
  --------------- ------------ ----------- ----------------- -------------- ------------- ------------------------- -------------- -------------
  **Non-Major**   \< GSA                                     As Determined                Agency Headquarters will  Agency         
                  prospectus                                 by Agency                    determine asset           Headquarters   
                  level                                      Headquarters                 management review         may delegate   
                                                                                          authority                 approval       
                                                                                                                    authority      

  ----------------------------------------------------------------------------------------------------------------------------------------------

Table 2: Non-Major Investment Description

As depicted above, Non-Major investments (those below GSA Prospectus
level) are not reviewed or approved by the Departmental AMRB. Upon
approval by the Agency AMRB or designated authority, these investments
are compiled into the agency Three-Year Rolling Timeline. The
Departmental AMRB will review this collective representation of the
agency's Non-Major investments on an annual basis. At a minimum,
agencies must take into consideration the applicable performance
measures and how the project, regardless of cost, may affect the
Department's overall performance measures. Agencies should have the
capability to produce such information related to these investments.
Examples of additional information agencies may require could include:

-   Does the project support core/priority mission functions that need
    to be performed by the Federal government?

-   Does the project support consolidation/sharing opportunities that
    would reduce costs, increase effectiveness, and improve customer
    service?

-   Project alignment with USDA performance measures and strategic
    goals.

-   A preliminary budget estimate providing an estimate of costs.

The following table outlines the specific step-by step CPIP instructions
agencies may choose to follow for Non-Major Investments. The table is
structured to depict numerical process steps throughout each of the four
CPIP Phases. A detailed description and the associated responsible
entity are also identified.

+----+-------+---------+------------------------------------+---------+
| N  |       |         |                                    |         |
| ON |       |         |                                    |         |
| -M |       |         |                                    |         |
| AJ |       |         |                                    |         |
| OR |       |         |                                    |         |
| IN |       |         |                                    |         |
| VE |       |         |                                    |         |
| ST |       |         |                                    |         |
| ME |       |         |                                    |         |
| NT |       |         |                                    |         |
| CP |       |         |                                    |         |
| IP |       |         |                                    |         |
| IN |       |         |                                    |         |
| ST |       |         |                                    |         |
| RU |       |         |                                    |         |
| CT |       |         |                                    |         |
| IO |       |         |                                    |         |
| NS |       |         |                                    |         |
+====+=======+=========+====================================+=========+
| S  | CPIP  | Process | Description                        | Resp    |
| te | Phase |         |                                    | onsible |
| p. |       |         |                                    | Indivi  |
|    |       |         |                                    | dual(s) |
|    |       |         |                                    | or      |
|    |       |         |                                    | G       |
|    |       |         |                                    | roup(s) |
+----+-------+---------+------------------------------------+---------+
| *  | **Pla | I       | USDA agencies need to determine    | Agency  |
| *1 | nning | dentify | and prioritize the most critical   | Deci    |
| ** | and   | Mi      | capital investments that will be   | sion/De |
|    | B     | ssion/B | considered in the development of   | legated |
|    | udget | usiness | USDA's real property project       | Au      |
|    | ing** | Needs   | portfolio. These investments must  | thority |
|    |       |         | support the departmental and       |         |
|    |       |         | agency missions and strategic      |         |
|    |       |         | goals.                             |         |
|    |       |         |                                    |         |
|    |       |         | To effectively manage and optimize |         |
|    |       |         | its real property assets, USDA     |         |
|    |       |         | agencies have closely integrated   |         |
|    |       |         | their investment, operational, and |         |
|    |       |         | disposal decisions with their core |         |
|    |       |         | mission activities. Consideration  |         |
|    |       |         | must be given to the following     |         |
|    |       |         | performance measure goals and      |         |
|    |       |         | objectives for real property       |         |
|    |       |         | investments when identifying a     |         |
|    |       |         | need for a real property project:  |         |
|    |       |         |                                    |         |
|    |       |         | -   Mission Dependency             |         |
|    |       |         |                                    |         |
|    |       |         | -   Utilization                    |         |
|    |       |         |                                    |         |
|    |       |         | -   Condition Index (if existing)  |         |
|    |       |         |                                    |         |
|    |       |         | -   Annual Operating Costs         |         |
+----+-------+---------+------------------------------------+---------+
| 2  | **Pla | Develop | Although Non-Major investments are | Project |
|    | nning | Project | not required to complete the       | Sponsor |
|    | and   | Inform  | Project Data Sheet, agencies       |         |
|    | B     | ation - | should consider the information    |         |
|    | udget | Use     | requested in this documentation    |         |
|    | ing** | Project | when selecting and reviewing       |         |
|    |       | Data    | investments. At a minimum,         |         |
|    |       | Sheet   | agencies must take into            |         |
|    |       | or      | consideration the applicable       |         |
|    |       | Agency  | performance measures and how the   |         |
|    |       | Equ     | project, regardless of cost, may   |         |
|    |       | ivalent | affect the Department's overall    |         |
|    |       |         | performance measures. Agencies     |         |
|    |       |         | should have the capability to      |         |
|    |       |         | produce such information related   |         |
|    |       |         | to these investments.              |         |
|    |       |         |                                    |         |
|    |       |         | The proposed project should be     |         |
|    |       |         | able to provide information in     |         |
|    |       |         | relation to these questions:       |         |
|    |       |         |                                    |         |
|    |       |         | -   Does the project support       |         |
|    |       |         |     core/priority mission          |         |
|    |       |         |     functions that need to be      |         |
|    |       |         |     performed by the Federal       |         |
|    |       |         |     government?                    |         |
|    |       |         |                                    |         |
|    |       |         | -   Does the project support       |         |
|    |       |         |     consolidation/sharing          |         |
|    |       |         |     opportunities that would       |         |
|    |       |         |     reduce costs, increase         |         |
|    |       |         |     effectiveness, and improve     |         |
|    |       |         |     customer service?              |         |
|    |       |         |                                    |         |
|    |       |         | Additionally, the following        |         |
|    |       |         | information should be available:   |         |
|    |       |         |                                    |         |
|    |       |         | -   High-level performance         |         |
|    |       |         |     measures                       |         |
|    |       |         |                                    |         |
|    |       |         | -   Project alignment with USDA    |         |
|    |       |         |     Performance Objectives and     |         |
|    |       |         |     Strategic Goals                |         |
|    |       |         |                                    |         |
|    |       |         | -   A preliminary budget estimate  |         |
|    |       |         |     providing an estimate of costs |         |
|    |       |         |     necessary                      |         |
+----+-------+---------+------------------------------------+---------+
| 3  | **Pla | Provide | The Three-Year Rolling Timeline    | Agency  |
|    | nning | Info    | provides the necessary information | Deci    |
|    | and   | rmation | to support an agency's proposed    | sion/De |
|    | B     | for     | real property investment           | legated |
|    | udget | Three   | portfolio. The Three-Year Rolling  | Au      |
|    | ing** | Year    | Timeline (agency project           | thority |
|    |       | Rolling | portfolio) outlines the entire set |         |
|    |       | T       | of projects for each fiscal year   |         |
|    |       | imeline | and identifies for each project a  |         |
|    |       |         | preliminary budget estimate,       |         |
|    |       |         | project score, and project         |         |
|    |       |         | composition based on the           |         |
|    |       |         | established Three-Year Timeline    |         |
|    |       |         | ranking categories.                |         |
|    |       |         |                                    |         |
|    |       |         | -   The Project Manager provides   |         |
|    |       |         |     to the Agency data necessary   |         |
|    |       |         |     to develop the Three Year      |         |
|    |       |         |     Timeline.                      |         |
+----+-------+---------+------------------------------------+---------+
| 1  | **Acq | F       | The next step in the USDA Real     | Project |
|    | uisit | inalize | Property CPIP instructions is to   | Manager |
|    | ion** | Project | develop a specific project         |         |
|    |       | P       | proposal.                          |         |
|    |       | roposal |                                    |         |
+----+-------+---------+------------------------------------+---------+
| 2  | **Acq | I       | Once the project has been approved | Project |
|    | uisit | dentify | and funded, the Project Sponsor,   | Sponsor |
|    | ion** | and     | with support from the budget       |         |
|    |       | Secure  | analyst, will identify the funding |         |
|    |       | Project | source for support of the project  |         |
|    |       | Deve    | during development.                |         |
|    |       | lopment |                                    |         |
|    |       | Funding |                                    |         |
+----+-------+---------+------------------------------------+---------+
| 3  | **Acq | Monitor | Investments should be reviewed     | Project |
|    | uisit | Project | during regular intervals           | Manager |
|    | ion** | Status  | throughout the project duration.   |         |
|    |       |         | Although Non-Major Investments are |         |
|    |       |         | not required to submit a Project   |         |
|    |       |         | Data Sheet, the following project  |         |
|    |       |         | objectives should be considered:   |         |
|    |       |         |                                    |         |
|    |       |         | -   Introduction and brief         |         |
|    |       |         |     overview of the investment     |         |
|    |       |         |                                    |         |
|    |       |         | -   Mission Needs Statement        |         |
|    |       |         |                                    |         |
|    |       |         | -   Acquisition strategy           |         |
|    |       |         |                                    |         |
|    |       |         | -   Initial project plan with      |         |
|    |       |         |     estimated costs listed         |         |
|    |       |         |                                    |         |
|    |       |         | -   Project Risks                  |         |
|    |       |         |                                    |         |
|    |       |         | -   Performance goal               |         |
+----+-------+---------+------------------------------------+---------+
| 4  | **Acq | Review  | The Departmental AMRB will         | Depar   |
|    | uisit | Thr     | continue to review the compilation | tmental |
|    | ion** | ee-Year | of the agency Non-Major            | AMRB    |
|    |       | Rolling | Investments as a part of the       |         |
|    |       | T       | Three-Year Rolling Timeline        |         |
|    |       | imeline |                                    |         |
+----+-------+---------+------------------------------------+---------+
| 1  | *     | Es      | The Project Manager collects       | Project |
|    | *Mana | tablish | actual information on the          | M       |
|    | gemen | and     | resources allocated and expended   | anager/ |
|    | t-In- | M       | throughout the Management-In-Use   | Project |
|    | Use** | aintain | Phase. The Project Manager         | Sponsor |
|    |       | Project | compares the actual information    |         |
|    |       | Costs,  | collected to the estimated         |         |
|    |       | Sc      | baselines developed during the     |         |
|    |       | hedule, | Acquisition Phase and identifies   |         |
|    |       | Risks   | root causes for any differences.   |         |
|    |       | and     |                                    |         |
|    |       | Perf    | Additionally, the Project Sponsor  |         |
|    |       | ormance | monitors operational, schedule,    |         |
|    |       | Measure | legal and contractual, and         |         |
|    |       | Ba      | organizational risks during the    |         |
|    |       | selines | Management-In-Use Phase.           |         |
+----+-------+---------+------------------------------------+---------+
| 2  | *     | Ensure  | The Project Sponsor and Agency     | Project |
|    | *Mana | Budget  | Head ensures the budget and budget | Sponsor |
|    | gemen | and     | documentation are updated. The     | /Agency |
|    | t-In- | Budget  | Project Sponsor monitors           | Head    |
|    | Use** | Docume  | financial, operational, schedule,  |         |
|    |       | ntation | legal and contractual, and         |         |
|    |       | are     | organizational risks.              |         |
|    |       | Updated |                                    |         |
+----+-------+---------+------------------------------------+---------+
| 3  | *     | C       | Investments should continue to be  | Project |
|    | *Mana | ontinue | reviewed during regular intervals  | Manager |
|    | gemen | to      | throughout the project's duration. |         |
|    | t-In- | Monitor | Although Non-Major Investments are |         |
|    | Use** | Project | not required to submit a RPIR, the |         |
|    |       | Status  | project objectives should          |         |
|    |       |         | continually be considered.         |         |
+----+-------+---------+------------------------------------+---------+
| 4  | *     | Approve | The Agency decision maker approves | Agency  |
|    | *Mana | Agency  | or disapproves recommendations and | Deci    |
|    | gemen | Po      | if necessary asks for the plan to  | sion/De |
|    | t-In- | rtfolio | be revised. Finally, the Agency    | legated |
|    | Use** |         | decision maker will forward        | Au      |
|    |       |         | proposed, aggregated projects to   | thority |
|    |       |         | be in the Three-Year Rolling       |         |
|    |       |         | Timeline to the Departmental AMRB. |         |
+----+-------+---------+------------------------------------+---------+
| 5  | *     | Review  | The Departmental AMRB will         | Depar   |
|    | *Mana | Thr     | continue to review the compilation | tmental |
|    | gemen | ee-Year | of the agency Non-Major            | AMRB    |
|    | t-In- | Rolling | Investments as a part of the       |         |
|    | Use** | T       | Three-Year Rolling Timeline        |         |
|    |       | imeline |                                    |         |
+----+-------+---------+------------------------------------+---------+
| 6  | *     | Share   | To capture lessons learned, the    | Project |
|    | *Mana | Best    | Project Manager develops a Best    | Manager |
|    | gemen | Pra     | Practices and Lessons Learned      |         |
|    | t-In- | ctices/ | Report and submits it to the       |         |
|    | Use** | Lessons | Project Sponsor, Agency Head and   |         |
|    |       | Learned | the Agency and Departmental AMRBs. |         |
|    |       | with    | All failures and successes are     |         |
|    |       | Agency  | collected and shared to ensure     |         |
|    |       | and     | that future initiatives can        |         |
|    |       | Depar   | benefit from past experiences. A   |         |
|    |       | tmental | high-level assessment of           |         |
|    |       | AMRBs   | management techniques, including   |         |
|    |       |         | organizational approaches,         |         |
|    |       |         | budgeting, acquisition strategies, |         |
|    |       |         | tools and techniques, and testing  |         |
|    |       |         | methodologies is essential to      |         |
|    |       |         | establish realistic baselines and  |         |
|    |       |         | to ensure the future success of    |         |
|    |       |         | other real property initiatives.   |         |
+----+-------+---------+------------------------------------+---------+
| 7  | *     | Add     | The Project Sponsor ensures that   | Project |
|    | *Mana | F       | all of the required information    | Sponsor |
|    | gemen | acility | related to the investment is       |         |
|    | t-In- | Info    | entered into CPAIS following       |         |
|    | Use** | rmation | project completion for inventory   |         |
|    |       | to the  | and USDA real property portfolio   |         |
|    |       | Co      | purposes.                          |         |
|    |       | rporate |                                    |         |
|    |       | P       |                                    |         |
|    |       | roperty |                                    |         |
|    |       | Au      |                                    |         |
|    |       | tomated |                                    |         |
|    |       | Info    |                                    |         |
|    |       | rmation |                                    |         |
|    |       | System  |                                    |         |
|    |       | (CPAIS) |                                    |         |
+----+-------+---------+------------------------------------+---------+
| 8  | *     | C       | Facility Manager reviews the       | F       |
|    | *Mana | ontinue | individual property item condition | acility |
|    | gemen | Ex      | assessments and prioritizes        | Manager |
|    | t-In- | ecution | deficiencies in alignment with     |         |
|    | Use** | of      | overall mission needs. Identified  |         |
|    |       | F       | projects are categorized as        |         |
|    |       | acility | deferred maintenance projects and  |         |
|    |       | O & M   | are submitted into the budget      |         |
|    |       |         | cycle. Project descriptions and    |         |
|    |       |         | justifications are prepared in     |         |
|    |       |         | anticipation of the initiation of  |         |
|    |       |         | a corrective action project.       |         |
+----+-------+---------+------------------------------------+---------+
| 1  | **Dis | De      | The final determination to dispose | Agency  |
|    | posit | termine | of an asset must take into account | Deci    |
|    | ion** | if the  | a number of factors, including,    | sion/De |
|    |       | Asset   | but not limited to:                | legated |
|    |       | Still   |                                    | Au      |
|    |       | Fits in | -   Does the capital asset still   | thority |
|    |       | the     |     support the mission?           |         |
|    |       | A       |                                    |         |
|    |       | gency's | -   Is the asset wholly or partly  |         |
|    |       | Capital |     unneeded?                      |         |
|    |       | Asset   |                                    |         |
|    |       | Plan    | -   Does the asset meet            |         |
|    |       |         |     established performance        |         |
|    |       |         |     measures (right size, cost and |         |
|    |       |         |     condition to support           |         |
|    |       |         |     Department/Agency mission and  |         |
|    |       |         |     objectives)?                   |         |
|    |       |         |                                    |         |
|    |       |         | -   Will program changes alter     |         |
|    |       |         |     asset requirements? Is the     |         |
|    |       |         |     asset used only irregularly    |         |
|    |       |         |     for program use? Would a       |         |
|    |       |         |     portion of the asset satisfy   |         |
|    |       |         |     program needs?                 |         |
|    |       |         |                                    |         |
|    |       |         | -   Is continued Federal ownership |         |
|    |       |         |     and operation of the property  |         |
|    |       |         |     justified in light of its      |         |
|    |       |         |     current use?                   |         |
|    |       |         |                                    |         |
|    |       |         | -   Can the asset be made          |         |
|    |       |         |     available for use by others,   |         |
|    |       |         |     within or outside the Federal  |         |
|    |       |         |     community?                     |         |
|    |       |         |                                    |         |
|    |       |         | -   Are there security or other    |         |
|    |       |         |     considerations that outweigh   |         |
|    |       |         |     disposition of the asset?      |         |
+----+-------+---------+------------------------------------+---------+

Table 3: Non-Major Investment CPIP instruction Steps

**Non-Major Investment CPIP Checklist**

**PLANNING AND BUDGETING**

-   Agencies (if requested from the Departmental AMRB) should be able to
    provide information related to the individual project's performance
    measures that are compiled in the Three-Year Rolling Timeline

-   Prioritized Agency Investment List

**ACQUISITION**

-   Agencies should be able to provide information related to the
    individual projects progress (i.e. Elements of the PDS - Performance
    goals and quantifiable performance measures, project costs,
    schedule, benefits, and risks etc.)

-   A project plan which details quantifiable objectives including an
    acquisition schedule, project deliverables, and projected and actual
    costs

**MANAGEMENT-IN-USE**

-   Completed project

-   Share best practices/lessons learned with agency and Departmental
    AMRBs

-   Add facility information to the Corporate Property Automated
    Information System (CPAIS)

**DISPOSITION**

-   Determine if asset should be retired, replaced, enhanced or
    refurbished

# Significant Investment CPIP instructions

This section outlines the CPIP instructions, following the Phases
described in [Section 3](#real-property-cpip-phases) for Significant
Real Property Investments. The thresholds and review criteria for this
level of investment are defined in Table 2.

+--------+--------+---------------+-------------------------+---------+
| **Inve | **P    | **Required    | **Review Authority**    | **A     |
| stment | roject | Review        |                         | pproval |
| Type** | V      | Do            |                         | Auth    |
|        | alue** | cumentation** |                         | ority** |
+========+========+===============+=========================+=========+
| **S    | \> GSA | Project Data  | Agency Asset Management | Agency  |
| ignifi | pros   | Sheet         | Review Board            | Headq   |
| cant** | pectus |               |                         | uarters |
|        | level  | And           |                         |         |
|        | to \<  |               |                         |         |
|        | \$10M  | Real Property |                         |         |
|        |        | Investment    |                         |         |
|        |        | Report        |                         |         |
+--------+--------+---------------+-------------------------+---------+

Table 4: Significant Investment Description

The following table outlines the CPIP instructions for Significant
Investments. The table is structured to depict numerical process steps
throughout each of the four CPIP Phases. A detailed description and the
associated responsible entity are also identified.

+----+--------+---------+------------------------------------+--------+
| S  |        |         |                                    |        |
| IG |        |         |                                    |        |
| NI |        |         |                                    |        |
| FI |        |         |                                    |        |
| CA |        |         |                                    |        |
| NT |        |         |                                    |        |
| IN |        |         |                                    |        |
| VE |        |         |                                    |        |
| ST |        |         |                                    |        |
| ME |        |         |                                    |        |
| NT |        |         |                                    |        |
| CP |        |         |                                    |        |
| IP |        |         |                                    |        |
| IN |        |         |                                    |        |
| ST |        |         |                                    |        |
| RU |        |         |                                    |        |
| CT |        |         |                                    |        |
| IO |        |         |                                    |        |
| NS |        |         |                                    |        |
+====+========+=========+====================================+========+
| St | CPIP   | Process | Description                        | Respo  |
| ep | Phase  |         |                                    | nsible |
|    |        |         |                                    | I      |
|    |        |         |                                    | ndivid |
|    |        |         |                                    | ual(s) |
|    |        |         |                                    | or     |
|    |        |         |                                    | Gr     |
|    |        |         |                                    | oup(s) |
+----+--------+---------+------------------------------------+--------+
| *  | **Pl   | I       | USDA agencies need to determine    | Agency |
| *1 | anning | dentify | and prioritize the most critical   | AMRB   |
| ** | and    | Mi      | capital investments that will be   |        |
|    | Budge  | ssion/B | considered in the development of   |        |
|    | ting** | usiness | USDA's real property project       |        |
|    |        | Needs   | portfolio. These investments must  |        |
|    |        |         | support the departmental and       |        |
|    |        |         | agency missions and strategic      |        |
|    |        |         | goals.                             |        |
|    |        |         |                                    |        |
|    |        |         | To effectively manage and optimize |        |
|    |        |         | its real property assets, USDA     |        |
|    |        |         | agencies have closely integrated   |        |
|    |        |         | their investment, operational, and |        |
|    |        |         | disposal decisions with their core |        |
|    |        |         | mission activities. Consideration  |        |
|    |        |         | must be given to the following     |        |
|    |        |         | performance measure goals and      |        |
|    |        |         | objectives for real property       |        |
|    |        |         | investments when identifying a     |        |
|    |        |         | need for a real property project:  |        |
|    |        |         |                                    |        |
|    |        |         | -   Mission Dependency             |        |
|    |        |         |                                    |        |
|    |        |         | -   Utilization                    |        |
|    |        |         |                                    |        |
|    |        |         | -   Condition Index (if existing)  |        |
|    |        |         |                                    |        |
|    |        |         | -   Annual Operating Costs         |        |
+----+--------+---------+------------------------------------+--------+
| 2  | **Pl   | I       | The Project Sponsor for each       | Agency |
|    | anning | dentify | accepted project should be         | AMRB   |
|    | and    | Project | identified by Agency Management.   |        |
|    | Budge  | Sponsor | The Project Sponsor should be a    |        |
|    | ting** |         | senior individual in the           |        |
|    |        |         | organization with requisite        |        |
|    |        |         | management and business skills to  |        |
|    |        |         | lead the capital asset investment  |        |
|    |        |         | and work with the Project Manager. |        |
|    |        |         | The Project Sponsor is accountable |        |
|    |        |         | to the Agency Head and Agency AMRB |        |
|    |        |         | for the capital asset investment   |        |
|    |        |         | as it continues through the CPIP   |        |
|    |        |         | instructions.                      |        |
+----+--------+---------+------------------------------------+--------+
| 3  | **Pl   | C       | The Project Data Sheet (PDS)       | P      |
|    | anning | omplete | ([Appendix                         | roject |
|    | and    | Project | B]                                 | S      |
|    | Budge  | Data    | (#appendix-b--project-data-sheet)) | ponsor |
|    | ting** | Sheet   | contains information which         |        |
|    |        |         | identifies the project (e.g.       |        |
|    |        |         | title, number, facility name,      |        |
|    |        |         | etc.). It also provides a brief    |        |
|    |        |         | description and justification of   |        |
|    |        |         | the project, as well as the        |        |
|    |        |         | project score/rank and preliminary |        |
|    |        |         | cost estimate.                     |        |
|    |        |         |                                    |        |
|    |        |         | Depending on the agency's Asset    |        |
|    |        |         | Management Review Board (AMRB)     |        |
|    |        |         | process, the AMRBs may review      |        |
|    |        |         | projects more than once in the     |        |
|    |        |         | Planning and Budgeting Phase. The  |        |
|    |        |         | agency may determine what level of |        |
|    |        |         | information is required on the PDS |        |
|    |        |         | for alternatives and performance   |        |
|    |        |         | measures consistent with the       |        |
|    |        |         | decisions to be made by the AMRBs. |        |
|    |        |         | Prior to the final review and      |        |
|    |        |         | ranking by the AMRB and moving to  |        |
|    |        |         | the Acquisition Phase, all         |        |
|    |        |         | required information should be     |        |
|    |        |         | available on the PDS for the AMRB  |        |
|    |        |         | to make an informed decision.      |        |
|    |        |         |                                    |        |
|    |        |         | Additionally, the Project Data     |        |
|    |        |         | Sheet allows for further           |        |
|    |        |         | examination of a proposed          |        |
|    |        |         | solution. It focuses on an         |        |
|    |        |         | analysis of alternatives to meet   |        |
|    |        |         | the mission need and initial       |        |
|    |        |         | planning for entering into the     |        |
|    |        |         | Acquisition Phase.                 |        |
|    |        |         |                                    |        |
|    |        |         | The following activities are       |        |
|    |        |         | conducted during development of    |        |
|    |        |         | the Project Data Sheet:            |        |
|    |        |         |                                    |        |
|    |        |         | Discuss the proposed project in    |        |
|    |        |         | relation to these questions:       |        |
|    |        |         |                                    |        |
|    |        |         | -   Does the project support       |        |
|    |        |         |     core/priority mission          |        |
|    |        |         |     functions that need to be      |        |
|    |        |         |     performed by the Federal       |        |
|    |        |         |     government?                    |        |
|    |        |         |                                    |        |
|    |        |         | -   Does the project support       |        |
|    |        |         |     consolidation/sharing          |        |
|    |        |         |     opportunities that would       |        |
|    |        |         |     reduce costs, increase         |        |
|    |        |         |     effectiveness, and improve     |        |
|    |        |         |     customer service?              |        |
|    |        |         |                                    |        |
|    |        |         | Additional information captured in |        |
|    |        |         | the Project Data Sheet includes:   |        |
|    |        |         |                                    |        |
|    |        |         | -   Identify high-level            |        |
|    |        |         |     performance measures           |        |
|    |        |         |     (Additional detailed           |        |
|    |        |         |     performance measures will be   |        |
|    |        |         |     developed as part of the       |        |
|    |        |         |     Acquisition Phase.)            |        |
|    |        |         |                                    |        |
|    |        |         | -   Determine key selection        |        |
|    |        |         |     criteria to evaluate concept   |        |
|    |        |         |     alternatives that support      |        |
|    |        |         |     high-level performance         |        |
|    |        |         |     measures and business          |        |
|    |        |         |     objectives                     |        |
|    |        |         |                                    |        |
|    |        |         | -   Ensure project aligns with     |        |
|    |        |         |     USDA and Agency Strategic      |        |
|    |        |         |     Plans                          |        |
|    |        |         |                                    |        |
|    |        |         | -   Prepare a preliminary budget   |        |
|    |        |         |     estimate providing an estimate |        |
|    |        |         |     of costs necessary, and an     |        |
|    |        |         |     order of magnitude estimate of |        |
|    |        |         |     budget requirements to support |        |
|    |        |         |     a three-year budget plan and   |        |
|    |        |         |     lifecycle costing. If          |        |
|    |        |         |     appropriate, full project      |        |
|    |        |         |     funding should be requested.   |        |
+----+--------+---------+------------------------------------+--------+
| 4  | **Pl   | E       | The next step in the CPIP          | Agency |
|    | anning | valuate | instructions for the USDA agencies | AMRB   |
|    | and    | and     | Asset Management Review Boards is  |        |
|    | Budge  | Rank    | to evaluate and rank real property |        |
|    | ting** | Project | assets based on the information    |        |
|    |        | R       | provided in the Project Data       |        |
|    |        | equests | Sheet. The project evaluation      |        |
|    |        | into an | focuses on an analysis of          |        |
|    |        | Agency  | alternatives to meet the mission   |        |
|    |        | Po      | need and initial planning for      |        |
|    |        | rtfolio | entering into the Planning and     |        |
|    |        |         | Budgeting Phase.                   |        |
|    |        |         |                                    |        |
|    |        |         | In addition to other               |        |
|    |        |         | considerations, USDA agencies are  |        |
|    |        |         | to rank and prioritize projects    |        |
|    |        |         | taking into consideration critical |        |
|    |        |         | deferred maintenance needs in      |        |
|    |        |         | health and safety, resource        |        |
|    |        |         | protection and mission. Projects   |        |
|    |        |         | are also reviewed, as applicable,  |        |
|    |        |         | against existing USDA and Agency   |        |
|    |        |         | priority lists, such as the USDA   |        |
|    |        |         | Dam Safety Technical Priority      |        |
|    |        |         | Rating List and the Seismic Safety |        |
|    |        |         | Rehabilitation Priority List.      |        |
+----+--------+---------+------------------------------------+--------+
| 5  | **Pl   | Provide | The Three-Year Rolling Timeline    | Agency |
|    | anning | Info    | provides the necessary information | AMRB   |
|    | and    | rmation | to support an agency's proposed    |        |
|    | Budge  | for     | real property investment           |        |
|    | ting** | Three   | portfolio. The Three-Year Rolling  |        |
|    |        | -Year   | Timeline (Agency Project           |        |
|    |        | Rolling | Portfolio) outlines the entire set |        |
|    |        | T       | of projects for each fiscal year   |        |
|    |        | imeline | and identifies for each project a  |        |
|    |        |         | preliminary budget estimate,       |        |
|    |        |         | project score, and project         |        |
|    |        |         | composition based on the           |        |
|    |        |         | established Three-Year Rolling     |        |
|    |        |         | Timeline ranking categories.       |        |
|    |        |         |                                    |        |
|    |        |         | The Project Manager and Project    |        |
|    |        |         | Sponsor provides the agency data   |        |
|    |        |         | necessary to develop the           |        |
|    |        |         | Three-Year Rolling Timeline for    |        |
|    |        |         | Agency AMRB Review and Agency Head |        |
|    |        |         | approval. All data must be         |        |
|    |        |         | completed on the PDS at this point |        |
|    |        |         | in the process.                    |        |
+----+--------+---------+------------------------------------+--------+
| 6  | **Pl   | >       | Following incorporation into the   | Agency |
|    | anning |  Review | Three-Year Rolling Timeline, the   | Head   |
|    | and    | > of    | Agency AMRB reviews the agency     |        |
|    | Budge  | >       | portfolio in its entirety. Upon    |        |
|    | ting** |  Agency | request, the agency should provide |        |
|    |        | > Por   | the PDS to the Departmental AMRB.  |        |
|    |        | tfolios |                                    |        |
+----+--------+---------+------------------------------------+--------+
| 1  | **A    | Obtain  | The Project Sponsor reviews the    | Agency |
|    | cquisi | A       | project data sheet submitted for   | Head/P |
|    | tion** | pproval | the Three-Year Rolling Timeline    | roject |
|    |        | to      | and other documentation completed  | Sp     |
|    |        | Enter   | during the Planning and Budgeting  | onsor/ |
|    |        | Acqu    | Phase and makes any necessary      | P      |
|    |        | isition | changes.                           | roject |
|    |        | Phase   |                                    | M      |
|    |        |         | The Project Manager then develops  | anager |
|    |        |         | quantifiable project outcomes with |        |
|    |        |         | appropriate performance measures.  |        |
|    |        |         | These performance measures will    |        |
|    |        |         | form a basis for judging real      |        |
|    |        |         | property success and user          |        |
|    |        |         | satisfaction.                      |        |
+----+--------+---------+------------------------------------+--------+
| 2  | **A    | Develop | The Project Manager coordinates    | P      |
|    | cquisi | an      | the selection of the Integrated    | roject |
|    | tion** | Int     | Project Team (IPT) members that    | M      |
|    |        | egrated | will assist in the initiative's    | anager |
|    |        | Project | development with concurrence from  |        |
|    |        | Team    | the Project Sponsor. The IPT       |        |
|    |        | (IPT)   | brings together expertise from     |        |
|    |        |         | functional areas as required by    |        |
|    |        |         | the specifics of the initiative.   |        |
|    |        |         | The IPT normally involves          |        |
|    |        |         | functional experts in the          |        |
|    |        |         | following areas:                   |        |
|    |        |         |                                    |        |
|    |        |         | -   Agency Budget Analyst          |        |
|    |        |         |                                    |        |
|    |        |         | -   Procurement/Contracting        |        |
|    |        |         |     Specialist                     |        |
|    |        |         |                                    |        |
|    |        |         | -   Project Manager                |        |
|    |        |         |                                    |        |
|    |        |         | -   Program or Facility Specialist |        |
|    |        |         |                                    |        |
|    |        |         | Additional staff may be added from |        |
|    |        |         | other functional areas as needed.  |        |
|    |        |         | Serving on the IPT will normally   |        |
|    |        |         | be an additional duty but          |        |
|    |        |         | initiative size or potential       |        |
|    |        |         | impact may increase commitment.    |        |
+----+--------+---------+------------------------------------+--------+
| 3  | **A    | I       | The Project Sponsor, with support  | P      |
|    | cquisi | dentify | from the budget analyst, will      | roject |
|    | tion** | and     | identify the funding source for    | Sp     |
|    |        | Secure  | support of the project during      | onsor/ |
|    |        | Project | development. The Project Sponsor   | Agency |
|    |        | Deve    | will then get approval from the    | Head   |
|    |        | lopment | appropriate Agency management, as  |        |
|    |        | Funding | needed, depending upon the         |        |
|    |        |         | project's characteristics. The     |        |
|    |        |         | members of the IPT should assist   |        |
|    |        |         | in coordinating these actions      |        |
|    |        |         | within their respective functional |        |
|    |        |         | areas.                             |        |
+----+--------+---------+------------------------------------+--------+
| 4  | **A    | Develop | The next step in the USDA Real     | P      |
|    | cquisi | Project | Property CPIP instructions is to   | roject |
|    | tion** | P       | develop a specific project         | M      |
|    |        | roposal | proposal. The project proposal,    | anager |
|    |        |         | generated by the Project Manager,  |        |
|    |        |         | should include the following       |        |
|    |        |         | information for review by the      |        |
|    |        |         | Agency AMRB:                       |        |
|    |        |         |                                    |        |
|    |        |         | Information included in the        |        |
|    |        |         | Project Data Sheet to include:     |        |
|    |        |         |                                    |        |
|    |        |         | -   ROI and CBA                    |        |
|    |        |         |                                    |        |
|    |        |         | -   Cost projections               |        |
|    |        |         |                                    |        |
|    |        |         | -   Alternatives analysis          |        |
|    |        |         |                                    |        |
|    |        |         | -   Funding source identification  |        |
|    |        |         |                                    |        |
|    |        |         | -   Acquisition Plan and strategy  |        |
|    |        |         |     (Projects greater that \$5M    |        |
|    |        |         |     will require Chief Acquisition |        |
|    |        |         |     Officer approval). For         |        |
|    |        |         |     additional guidance, AGAR      |        |
|    |        |         |     guidance is found in [Appendix |        |
|    |        |         |                                    |        |
|    |        |         | F](#appendix-fagriculture-acquisit |        |
|    |        |         | ion-regulation-agar-advisory---83) |        |
|    |        |         |                                    |        |
|    |        |         | -   Project Plan and Milestones    |        |
+----+--------+---------+------------------------------------+--------+
|    |        | Review  |                                    |        |
|    |        | Thr     |                                    |        |
|    |        | ee-Year |                                    |        |
|    |        | T       |                                    |        |
|    |        | imeline |                                    |        |
|    |        | (see    |                                    |        |
|    |        | no      |                                    |        |
|    |        | n-major |                                    |        |
|    |        | for     |                                    |        |
|    |        | w       |                                    |        |
|    |        | ording) |                                    |        |
+----+--------+---------+------------------------------------+--------+
| 5  | **A    | Monitor | A review document should be        | P      |
|    | cquisi | Project | created to accomplish the          | roject |
|    | tion** | Status  | following project objectives:      | M      |
|    |        | using   |                                    | anager |
|    |        | RPIR    | -   Introduction and brief         |        |
|    |        |         |     overview of the investment     |        |
|    |        |         |                                    |        |
|    |        |         | -   Mission Needs Statement        |        |
|    |        |         |                                    |        |
|    |        |         | -   Acquisition strategy           |        |
|    |        |         |                                    |        |
|    |        |         | -   Initial project plan with      |        |
|    |        |         |     estimated costs listed         |        |
|    |        |         |                                    |        |
|    |        |         | -   CBA and budget estimate,       |        |
|    |        |         |     including risk-adjusted ROI    |        |
|    |        |         |     and NPV calculations           |        |
|    |        |         |                                    |        |
|    |        |         | -   Risk Assessment                |        |
|    |        |         |                                    |        |
|    |        |         | -   Performance goals              |        |
|    |        |         |                                    |        |
|    |        |         | A detailed description and         |        |
|    |        |         | template for the RPIR is located   |        |
|    |        |         | in [Appendix                       |        |
|    |        |         | C](#appendix-                      |        |
|    |        |         | creal-property-investment-report). |        |
+----+--------+---------+------------------------------------+--------+
| 1  | **M    | Es      | The Project Manager collects       | P      |
|    | anagem | tablish | actual information on the          | roject |
|    | ent-In | and     | resources allocated and expended   | M      |
|    | -Use** | M       | throughout the Management-In-Use   | anager |
|    |        | aintain | Phase. The Project Manager         |        |
|    |        | Project | compares the actual information    |        |
|    |        | Costs,  | collected to the estimated         |        |
|    |        | Sc      | baselines developed during the     |        |
|    |        | hedule, | Acquisition Phase and identifies   |        |
|    |        | Risks   | root causes for any differences.   |        |
|    |        | and     |                                    |        |
|    |        | Perf    | Additionally, the Project Sponsor  |        |
|    |        | ormance | monitors operational, schedule,    |        |
|    |        | Measure | legal and contractual, and         |        |
|    |        | Ba      | organizational risks during the    |        |
|    |        | selines | Management-In-Use Process.         |        |
+----+--------+---------+------------------------------------+--------+
| 2  | **M    | Ensure  | The Project Sponsor and Agency     | P      |
|    | anagem | Budget  | Head ensures the budget and budget | roject |
|    | ent-In | and     | documentation are updated. The     | Sp     |
|    | -Use** | Budget  | Project Sponsor monitors           | onsor/ |
|    |        | Docume  | financial, operational, schedule,  | Agency |
|    |        | ntation | legal and contractual, and         | Head   |
|    |        | are     | organizational risks. The Project  |        |
|    |        | Updated | Sponsor also ensures that all      |        |
|    |        |         | budget documents remain current    |        |
|    |        |         | and final decisions are vetted     |        |
|    |        |         | through the Project Sponsor and    |        |
|    |        |         | Agency Head.                       |        |
+----+--------+---------+------------------------------------+--------+
| 3  | **M    | Assess  | The primary purpose of this        | P      |
|    | anagem | Project | assessment is to ensure the        | roject |
|    | ent-In | P       | initiative is on schedule and to   | Ma     |
|    | -Use** | rogress | help identify issues or            | nager/ |
|    |        | Against | deficiencies that require          | P      |
|    |        | Perf    | corrective action. In some         | roject |
|    |        | ormance | instances, where the business case | Sp     |
|    |        | M       | may no longer exist or be as       | onsors |
|    |        | easures | strong, or if significant changes  |        |
|    |        |         | to the cost and schedule baselines |        |
|    |        |         | are required, it may also be       |        |
|    |        |         | necessary to terminate the         |        |
|    |        |         | project.                           |        |
+----+--------+---------+------------------------------------+--------+
| 4  | **M    | Update  | The review should incorporate the  | P      |
|    | anagem | RPIR    | following information related to   | roject |
|    | ent-In | (an     | the real property project:         | M      |
|    | -Use** | nually) |                                    | anager |
|    |        |         | Introduction and brief overview of |        |
|    |        |         | the investment                     |        |
|    |        |         |                                    |        |
|    |        |         | -   Cost vs. baseline              |        |
|    |        |         |                                    |        |
|    |        |         | -   Schedule vs. baseline          |        |
|    |        |         |                                    |        |
|    |        |         | -   Status of four performance     |        |
|    |        |         |     measures                       |        |
|    |        |         |                                    |        |
|    |        |         | -   Performance vs. baseline       |        |
|    |        |         |                                    |        |
|    |        |         | -   A validated/updated CBA        |        |
|    |        |         |                                    |        |
|    |        |         | -   Risk Management                |        |
+----+--------+---------+------------------------------------+--------+
| 5  | **M    | Revie   | The Project Manager continues to   | P      |
|    | anagem | w/RPIRs | update the RPIR on an annual basis | roject |
|    | ent-In |         | throughout the duration of the     | Man    |
|    | -Use** |         | project. It is forwarded to the    | ager/P |
|    |        |         | Project Sponsor, and the Agency    | roject |
|    |        |         | for review and evaluation.         | S      |
|    |        |         |                                    | ponsor |
+----+--------+---------+------------------------------------+--------+
| 6  | **M    | Review/ | On an annual basis, the Agency     | Agency |
|    | anagem | Approve | AMRB needs to review the projects  | AMRB   |
|    | ent-In | RPIRs   | that provide insufficient          |        |
|    | -Use** |         | performance measure documentation  |        |
|    |        |         | which could be subject to reduced  |        |
|    |        |         | or delayed project funding. The    |        |
|    |        |         | AMRB will review the reports for   |        |
|    |        |         | the following criteria:            |        |
|    |        |         |                                    |        |
|    |        |         | -   Do the projects/ investments   |        |
|    |        |         |     under review continue to       |        |
|    |        |         |     support mission, business      |        |
|    |        |         |     functions and the identified   |        |
|    |        |         |     performance measures?          |        |
|    |        |         |                                    |        |
|    |        |         | -   To what extent do the          |        |
|    |        |         |     projects/investments continue  |        |
|    |        |         |     to meet planned cost and       |        |
|    |        |         |     schedule baselines?            |        |
|    |        |         |                                    |        |
|    |        |         | -   Are there any identified       |        |
|    |        |         |     deficiencies? If so, what      |        |
|    |        |         |     progress has been made         |        |
|    |        |         |     regarding corrective actions?  |        |
|    |        |         |                                    |        |
|    |        |         | -   Have performance gaps been     |        |
|    |        |         |     identified and tracked, and    |        |
|    |        |         |     has a mitigation plan been     |        |
|    |        |         |     initiated to overcome the      |        |
|    |        |         |     gaps?                          |        |
+----+--------+---------+------------------------------------+--------+
| 7  | **M    | Compile | The Agency AMRB compiles the       | Agency |
|    | anagem | Agency  | Agency's Project Portfolio for     | AMRB   |
|    | ent-In | Po      | investments greater than the GSA   |        |
|    | -Use** | rtfolio | prospectus level and sends it to   |        |
|    |        |         | the Agency Head for review.        |        |
+----+--------+---------+------------------------------------+--------+
| 8  | **M    | M       | Facility Manager reviews the       | Fa     |
|    | anagem | aintain | individual property item condition | cility |
|    | ent-In | F       | assessments and prioritizes        | M      |
|    | -Use** | acility | deficiencies in alignment with     | anager |
|    |        | Ope     | overall mission needs. Identified  |        |
|    |        | rations | projects are categorized as        |        |
|    |        | &       | deferred maintenance projects and  |        |
|    |        | Main    | are submitted into the budget      |        |
|    |        | tenance | cycle. Project descriptions and    |        |
|    |        |         | justifications are prepared in     |        |
|    |        |         | anticipation of the initiation of  |        |
|    |        |         | a corrective action project.       |        |
+----+--------+---------+------------------------------------+--------+
| 9  | **M    | Share   | To capture lessons learned, the    | P      |
|    | anagem | Best    | Project Manager develops a Best    | roject |
|    | ent-In | Pra     | Practices and Lessons Learned      | M      |
|    | -Use** | ctices/ | Report and submits it to the       | anager |
|    |        | Lessons | Project Sponsor, Agency Head and   |        |
|    |        | Learned | the Agency and Departmental AMRBs. |        |
|    |        | with    | All failures and successes are     |        |
|    |        | Agency  | collected and shared to ensure     |        |
|    |        | and     | that future initiatives can        |        |
|    |        | Depar   | benefit from past experiences. A   |        |
|    |        | tmental | high-level assessment of           |        |
|    |        | AMRBs   | management techniques, including   |        |
|    |        |         | organizational approaches,         |        |
|    |        |         | budgeting, acquisition strategies, |        |
|    |        |         | tools and techniques, and testing  |        |
|    |        |         | methodologies is essential to      |        |
|    |        |         | establish realistic baselines and  |        |
|    |        |         | to ensure the future success of    |        |
|    |        |         | other real property initiatives.   |        |
+----+--------+---------+------------------------------------+--------+
| 10 | **M    | Add     | The Program Sponsor ensures that   | P      |
|    | anagem | F       | all of the required information    | roject |
|    | ent-In | acility | related to the investment is       | S      |
|    | -Use** | Info    | entered into CPAIS following       | ponsor |
|    |        | rmation | project completion for inventory   |        |
|    |        | to the  | and USDA real property portfolio   |        |
|    |        | Co      | purposes. Continue execution of    |        |
|    |        | rporate | facility O&M.                      |        |
|    |        | P       |                                    |        |
|    |        | roperty |                                    |        |
|    |        | Au      |                                    |        |
|    |        | tomated |                                    |        |
|    |        | Info    |                                    |        |
|    |        | rmation |                                    |        |
|    |        | System  |                                    |        |
|    |        | (CPAIS) |                                    |        |
+----+--------+---------+------------------------------------+--------+
|    |        | Update  |                                    |        |
|    |        | Thr     |                                    |        |
|    |        | ee-Year |                                    |        |
|    |        | T       |                                    |        |
|    |        | imeline |                                    |        |
|    |        | (see    |                                    |        |
|    |        | no      |                                    |        |
|    |        | n-major |                                    |        |
|    |        | p       |                                    |        |
|    |        | rojects |                                    |        |
|    |        | for     |                                    |        |
|    |        | w       |                                    |        |
|    |        | ording) |                                    |        |
+----+--------+---------+------------------------------------+--------+
| 1  | **D    | De      | The final determination to dispose | Agency |
|    | isposi | termine | of an asset must take into account | AMRB   |
|    | tion** | if the  | a number of factors, including,    |        |
|    |        | Asset   | but not limited to:                |        |
|    |        | Still   |                                    |        |
|    |        | Fits in | -   Does the capital asset still   |        |
|    |        | the     |     support the mission?           |        |
|    |        | A       |                                    |        |
|    |        | gency's | -   Is the asset wholly or partly  |        |
|    |        | Capital |     unneeded?                      |        |
|    |        | Asset   |                                    |        |
|    |        | Plan    | -   Does the asset meet            |        |
|    |        |         |     established performance        |        |
|    |        |         |     measures (right size, cost and |        |
|    |        |         |     condition to support           |        |
|    |        |         |     Department/Agency mission and  |        |
|    |        |         |     objectives)?                   |        |
|    |        |         |                                    |        |
|    |        |         | -   Will program changes alter     |        |
|    |        |         |     asset requirements? Is the     |        |
|    |        |         |     asset used only irregularly    |        |
|    |        |         |     for program use? Would a       |        |
|    |        |         |     portion of the asset satisfy   |        |
|    |        |         |     program needs?                 |        |
|    |        |         |                                    |        |
|    |        |         | -   Is continued Federal ownership |        |
|    |        |         |     and operation of the property  |        |
|    |        |         |     justified in light of its      |        |
|    |        |         |     current use?                   |        |
|    |        |         |                                    |        |
|    |        |         | -   Can the asset be made          |        |
|    |        |         |     available for use by others,   |        |
|    |        |         |     within or outside the Federal  |        |
|    |        |         |     community?                     |        |
|    |        |         |                                    |        |
|    |        |         | -   Are there security or other    |        |
|    |        |         |     considerations that outweigh   |        |
|    |        |         |     disposition of the asset?      |        |
+----+--------+---------+------------------------------------+--------+

Table 5: Significant Investment CPIP instructions Steps

**Significant Investment CPIP Checklist**

**PLANNING AND BUDGETING**

-   Completed Project Data Sheet ([see Appendix
    B](#appendix-b--project-data-sheet))

-   Agency approval for project incorporation into the Three-Year
    Rolling Timeline

-   Prioritized Agency Investment List

**ACQUISITION**

-   Performance goals and quantifiable performance measures

-   A project plan which details quantifiable objectives including an
    acquisition schedule, project deliverables, and projected and actual
    costs

-   Project costs, schedule, benefits, and risks

-   Completed RPIR ([see Appendix
    C](#appendix-creal-property-investment-report))

-   Chief Acquisition Officer approval for investments over \$5M [(see
    Appendix F for
    guidance)](#appendix-fagriculture-acquisition-regulation-agar-advisory---83)

-   Update investment information on the 3-Year Rolling Timeline

**MANAGEMENT-IN-USE**

-   Completed all project investments

-   Updated RPIR

-   Share best practices/lessons learned with agency and Departmental
    AMRBs

-   Add facility information to the Corporate Property Automated
    Information System (CPAIS)

-   Update investment information on the 3-Year Rolling Timeline

**DISPOSITION**

-   Determine if asset should be retired, replaced, enhanced or
    refurbished

# Major Investment Process

This section outlines the CPIP instructions, following the phases
described in Section 3 for Major Real Property Investments. The
thresholds and review criteria for this level of investment are defined
in Table 2.

  -------------------------------------------------------------------------------------
  **Investment   **Project   **Required Review **Review Authority**       **Approval
  Type**         Value**     Documentation**                              Authority**
  -------------- ----------- ----------------- -------------------------- -------------
  **Major**      ≥ \$10M or  Capital Asset     Departmental Asset         Secretary
                 High Risk   Plan              Management Review Board    
                                               will review agency         
                                               documentation and provide  
                                               recommendations to the     
                                               Budget and Performance     
                                               Integration Board          

  -------------------------------------------------------------------------------------

Table 5: Major Investment Description

The following table outlines the CPIP instructions for Major
Investments. The table is structured to depict numerical process steps
throughout each of the four CPIP Phases. A detailed description and the
associated responsible entity are also identified.

+-----+-------+---------+-----------------------------------+---------+
| MA  |       |         |                                   |         |
| JOR |       |         |                                   |         |
| I   |       |         |                                   |         |
| NVE |       |         |                                   |         |
| STM |       |         |                                   |         |
| ENT |       |         |                                   |         |
| C   |       |         |                                   |         |
| PIP |       |         |                                   |         |
| INS |       |         |                                   |         |
| TRU |       |         |                                   |         |
| CTI |       |         |                                   |         |
| ONS |       |         |                                   |         |
+=====+=======+=========+===================================+=========+
| S   | CPIP  | Process | Description                       | Resp    |
| tep | Phase |         |                                   | onsible |
|     |       |         |                                   | Indivi  |
|     |       |         |                                   | dual(s) |
|     |       |         |                                   | or      |
|     |       |         |                                   | G       |
|     |       |         |                                   | roup(s) |
+-----+-------+---------+-----------------------------------+---------+
| **  | **Pla | I       | USDA agencies need to determine   | Agency  |
| 1** | nning | dentify | and prioritize the most critical  | AMRB    |
|     | and   | Mi      | capital investments that will be  |         |
|     | B     | ssion/B | considered in the development of  |         |
|     | udget | usiness | USDA's real property project      |         |
|     | ing** | Needs   | portfolio. These investments must |         |
|     |       |         | support the departmental and      |         |
|     |       |         | agency missions and strategic     |         |
|     |       |         | goals.                            |         |
|     |       |         |                                   |         |
|     |       |         | To effectively manage and         |         |
|     |       |         | optimize its real property        |         |
|     |       |         | assets, USDA agencies have        |         |
|     |       |         | closely integrated their          |         |
|     |       |         | investment, operational, and      |         |
|     |       |         | disposal decisions with their     |         |
|     |       |         | core mission activities.          |         |
|     |       |         | Consideration must be given to    |         |
|     |       |         | the following performance measure |         |
|     |       |         | goals and objectives for real     |         |
|     |       |         | property investments when         |         |
|     |       |         | identifying a need for a real     |         |
|     |       |         | property project:                 |         |
|     |       |         |                                   |         |
|     |       |         | -   Mission Dependency            |         |
|     |       |         |                                   |         |
|     |       |         | -   Utilization                   |         |
|     |       |         |                                   |         |
|     |       |         | -   Condition Index (if existing) |         |
|     |       |         |                                   |         |
|     |       |         | -   Annual Operating Costs        |         |
+-----+-------+---------+-----------------------------------+---------+
| 2   | **Pla | I       | The Project Sponsor for each      | Agency  |
|     | nning | dentify | accepted project should be        | AMRB    |
|     | and   | Project | identified. The Project Sponsor   |         |
|     | B     | Sponsor | should be a senior individual in  |         |
|     | udget |         | the organization with requisite   |         |
|     | ing** |         | management and business skills to |         |
|     |       |         | lead the capital asset investment |         |
|     |       |         | and work with the Project         |         |
|     |       |         | Manager. The Project Sponsor is   |         |
|     |       |         | accountable to the Agency Head    |         |
|     |       |         | and Agency AMRB for the capital   |         |
|     |       |         | asset investment as it continues  |         |
|     |       |         | through the CPIP instructions.    |         |
+-----+-------+---------+-----------------------------------+---------+
| 3   | **Pla | C       | The Project Data Sheet ([Appendix | Project |
|     | nning | omplete | B](                               | Sponsor |
|     | and   | Project | #appendix-b--project-data-sheet)) |         |
|     | B     | Data    | contains information which        |         |
|     | udget | Sheet   | identifies the project (e.g.      |         |
|     | ing** |         | title, number, facility name,     |         |
|     |       |         | etc.). It also provides a brief   |         |
|     |       |         | description and justification of  |         |
|     |       |         | the project, as well as the       |         |
|     |       |         | project score/rank and            |         |
|     |       |         | preliminary cost estimate.        |         |
|     |       |         |                                   |         |
|     |       |         | Depending on the agency's Asset   |         |
|     |       |         | Management Review Board (AMRB)    |         |
|     |       |         | process, the AMRBs may review     |         |
|     |       |         | projects more than once in the    |         |
|     |       |         | Planning and Budgeting Phase. The |         |
|     |       |         | agency may determine what level   |         |
|     |       |         | of information is required on the |         |
|     |       |         | PDS for alternatives and          |         |
|     |       |         | performance measures consistent   |         |
|     |       |         | with the decisions to be made by  |         |
|     |       |         | the AMRBs. Prior to the final     |         |
|     |       |         | review and ranking by the AMRB    |         |
|     |       |         | and moving to the Acquisition     |         |
|     |       |         | Phase, all required information   |         |
|     |       |         | should be available on the PDS    |         |
|     |       |         | for the AMRB to make an informed  |         |
|     |       |         | decision.                         |         |
|     |       |         |                                   |         |
|     |       |         | Additionally, the Project Data    |         |
|     |       |         | Sheet allows for further          |         |
|     |       |         | examination of a proposed         |         |
|     |       |         | solution. It focuses on an        |         |
|     |       |         | analysis of alternatives to meet  |         |
|     |       |         | the mission need and initial      |         |
|     |       |         | planning for entering into the    |         |
|     |       |         | Acquisition Phase.                |         |
|     |       |         |                                   |         |
|     |       |         | The following activities are      |         |
|     |       |         | conducted during development of   |         |
|     |       |         | the Project Data Sheet:           |         |
|     |       |         |                                   |         |
|     |       |         | Discuss the proposed project in   |         |
|     |       |         | relation to these questions:      |         |
|     |       |         |                                   |         |
|     |       |         | -   Does the project support      |         |
|     |       |         |     core/priority mission         |         |
|     |       |         |     functions that need to be     |         |
|     |       |         |     performed by the Federal      |         |
|     |       |         |     government?                   |         |
|     |       |         |                                   |         |
|     |       |         | -   Does the project support      |         |
|     |       |         |     consolidation/sharing         |         |
|     |       |         |     opportunities that would      |         |
|     |       |         |     reduce costs, increase        |         |
|     |       |         |     effectiveness, and improve    |         |
|     |       |         |     customer service?             |         |
|     |       |         |                                   |         |
|     |       |         | Additional information captured   |         |
|     |       |         | in the Project Data Sheet         |         |
|     |       |         | includes:                         |         |
|     |       |         |                                   |         |
|     |       |         | -   Identify high-level           |         |
|     |       |         |     performance measures          |         |
|     |       |         |     (Additional detailed          |         |
|     |       |         |     performance measures will be  |         |
|     |       |         |     developed as part of the      |         |
|     |       |         |     Acquisition Phase.)           |         |
|     |       |         |                                   |         |
|     |       |         | -   Determine key selection       |         |
|     |       |         |     criteria to evaluate concept  |         |
|     |       |         |     alternatives that support     |         |
|     |       |         |     high-level performance        |         |
|     |       |         |     measures and business         |         |
|     |       |         |     objectives                    |         |
|     |       |         |                                   |         |
|     |       |         | -   Ensure project aligns with    |         |
|     |       |         |     USDA and Agency Strategic     |         |
|     |       |         |     Plans                         |         |
|     |       |         |                                   |         |
|     |       |         | Prepare a preliminary budget      |         |
|     |       |         | estimate providing an estimate of |         |
|     |       |         | costs necessary, and an order of  |         |
|     |       |         | magnitude estimate of budget      |         |
|     |       |         | requirements to support a         |         |
|     |       |         | three-year budget plan and        |         |
|     |       |         | lifecycle costing. If             |         |
|     |       |         | appropriate, full project funding |         |
|     |       |         | should be requested.              |         |
+-----+-------+---------+-----------------------------------+---------+
| 4   | **Pla | E       | The next step in the CPIP         | Agency  |
|     | nning | valuate | instructions for the agency's     | AMRB    |
|     | and   | and     | Asset Management Review Board is  |         |
|     | B     | Rank    | to evaluate and rank real         |         |
|     | udget | Project | property assets based on the      |         |
|     | ing** | R       | information provided in the       |         |
|     |       | equests | Project Data Sheet. The project   |         |
|     |       | into an | evaluation focuses on an analysis |         |
|     |       | Agency  | of alternatives to meet the       |         |
|     |       | Po      | mission need and initial planning |         |
|     |       | rtfolio | for entering into the Acquisition |         |
|     |       |         | Phase.                            |         |
|     |       |         |                                   |         |
|     |       |         | In addition to other              |         |
|     |       |         | considerations, USDA agencies are |         |
|     |       |         | to rank and prioritize projects   |         |
|     |       |         | taking into consideration         |         |
|     |       |         | critical deferred maintenance     |         |
|     |       |         | needs in health and safety,       |         |
|     |       |         | resource protection and mission.  |         |
|     |       |         | Projects are also reviewed, as    |         |
|     |       |         | applicable, against existing USDA |         |
|     |       |         | and Agency priority lists, such   |         |
|     |       |         | as the USDA Dam Safety Technical  |         |
|     |       |         | Priority Rating List and the      |         |
|     |       |         | Seismic Safety Rehabilitation     |         |
|     |       |         | Priority List. Applicable agency  |         |
|     |       |         | approved Project Data Sheets are  |         |
|     |       |         | subsequently submitted to the     |         |
|     |       |         | Departmental AMRB.                |         |
+-----+-------+---------+-----------------------------------+---------+
| 5   | **Pla | Provide | The Three-Year Rolling Timeline   | Agency  |
|     | nning | Info    | provides the necessary            | Head    |
|     | and   | rmation | information to support an         |         |
|     | B     | for     | agency's proposed real property   |         |
|     | udget | Thr     | investment portfolio. The         |         |
|     | ing** | ee-Year | Three-Year Rolling Timeline       |         |
|     |       | Rolling | (agency project portfolio)        |         |
|     |       | T       | outlines the entire set of        |         |
|     |       | imeline | projects for each fiscal year and |         |
|     |       |         | identifies for each project a     |         |
|     |       |         | preliminary budget estimate,      |         |
|     |       |         | project score, and project        |         |
|     |       |         | composition based on the          |         |
|     |       |         | established Three-Year Rolling    |         |
|     |       |         | Timeline ranking categories.      |         |
|     |       |         |                                   |         |
|     |       |         | The Project Manager and the       |         |
|     |       |         | Project Sponsor provides the      |         |
|     |       |         | necessary data to develop the     |         |
|     |       |         | Three-Year Rolling Timeline for   |         |
|     |       |         | Agency AMRB Review and Agency     |         |
|     |       |         | Head approval. All data must be   |         |
|     |       |         | completed on the PDS at this      |         |
|     |       |         | point in the process.             |         |
+-----+-------+---------+-----------------------------------+---------+
| 6   | **Pla | >       | Following incorporation into the  | Depar   |
|     | nning |  Review | Three-Year Rolling Timeline, the  | tmental |
|     | and   | > and   | Departmental AMRB reviews the     | AMRB    |
|     | B     | >       | projects within their review      |         |
|     | udget | Provide | scope and makes recommendations   |         |
|     | ing** | >       | to the Agency Head. The Agency    |         |
|     |       | Recomme | Head approves or disapproves      |         |
|     |       | ndation | recommendations and if necessary  |         |
|     |       | > to    | asks for the plan to be revised.  |         |
|     |       | >       | Finally, the Agency Head will     |         |
|     |       |  Agency | again forward proposed projects   |         |
|     |       | > Por   | to be in the Three-Year Rolling   |         |
|     |       | tfolios | Timeline to the Departmental      |         |
|     |       |         | AMRB.                             |         |
+-----+-------+---------+-----------------------------------+---------+
| 7   | **Pla | >       | The Departmental AMRB will review | Depar   |
|     | nning | Provide | and the agencies would then make  | tmental |
|     | and   | >       | planning and budgeting investment | AMRB    |
|     | B     | Recomme | recommendations and provide those |         |
|     | udget | ndation | recommendations and report those  |         |
|     | ing** | > Re    | decisions to the USDA agencies.   |         |
|     |       | garding |                                   |         |
|     |       | >       |                                   |         |
|     |       |  Agency |                                   |         |
|     |       | > Por   |                                   |         |
|     |       | tfolios |                                   |         |
+-----+-------+---------+-----------------------------------+---------+
| 1   | **Acq | Obtain  | The Project Sponsor reviews the   | Project |
|     | uisit | A       | project data sheet submitted for  | S       |
|     | ion** | pproval | the Three-Year Rolling Timeline   | ponsor/ |
|     |       | to      | and other documentation completed | Project |
|     |       | Enter   | during the Planning and Budgeting | Manager |
|     |       | Acqu    | Phase and makes any necessary     |         |
|     |       | isition | changes.                          |         |
|     |       | Phase   |                                   |         |
|     |       |         | The Project Manager then develops |         |
|     |       |         | quantifiable project outcomes     |         |
|     |       |         | with appropriate performance      |         |
|     |       |         | measures. These performance       |         |
|     |       |         | measures will form a basis for    |         |
|     |       |         | judging real property success and |         |
|     |       |         | user satisfaction.                |         |
+-----+-------+---------+-----------------------------------+---------+
| 2   | **Acq | Develop | The Project Manager coordinates   | Project |
|     | uisit | an IPT  | the selection of the IPT members  | Manager |
|     | ion** |         | that will assist in the           |         |
|     |       |         | initiative's development with     |         |
|     |       |         | concurrence from the Project      |         |
|     |       |         | Sponsor. The IPT brings together  |         |
|     |       |         | expertise from functional areas   |         |
|     |       |         | as required by the specifics of   |         |
|     |       |         | the initiative. The IPT normally  |         |
|     |       |         | involves functional experts in    |         |
|     |       |         | the following areas:              |         |
|     |       |         |                                   |         |
|     |       |         | -   Agency Budget Analyst         |         |
|     |       |         |                                   |         |
|     |       |         | -   Procurement/Contracting       |         |
|     |       |         |     Specialist                    |         |
|     |       |         |                                   |         |
|     |       |         | -   Project Manager               |         |
|     |       |         |                                   |         |
|     |       |         | -   Program or Facility           |         |
|     |       |         |     Specialist                    |         |
|     |       |         |                                   |         |
|     |       |         | Additional staff may be added     |         |
|     |       |         | from other functional areas as    |         |
|     |       |         | needed. Serving on the IPT will   |         |
|     |       |         | normally be an additional duty    |         |
|     |       |         | but initiative size or potential  |         |
|     |       |         | impact may increase commitment.   |         |
+-----+-------+---------+-----------------------------------+---------+
| 3   | **Acq | I       | The Project Sponsor, with support | Project |
|     | uisit | dentify | from the budget analyst, will     | Sponsor |
|     | ion** | and     | identify the funding source for   | /Agency |
|     |       | Secure  | support of the project during     | Head    |
|     |       | Project | development. The Project Sponsor  |         |
|     |       | Deve    | will then get approval from the   |         |
|     |       | lopment | appropriate Agency management, as |         |
|     |       | Funding | needed, depending upon the        |         |
|     |       |         | project's characteristics. The    |         |
|     |       |         | members of the IPT should assist  |         |
|     |       |         | in coordinating these actions     |         |
|     |       |         | within their respective           |         |
|     |       |         | functional areas.                 |         |
+-----+-------+---------+-----------------------------------+---------+
| 4   | **Acq | Develop | The next step in the USDA Real    | Project |
|     | uisit | Project | Property CPIP instructions is to  | Manager |
|     | ion** | P       | develop a specific project        |         |
|     |       | roposal | proposal. The project proposal,   |         |
|     |       |         | generated by the Project Manager, |         |
|     |       |         | should include the following      |         |
|     |       |         | information for review by the     |         |
|     |       |         | Agency AMRB:                      |         |
|     |       |         |                                   |         |
|     |       |         | Information included in the       |         |
|     |       |         | Project Data Sheet to include:    |         |
|     |       |         |                                   |         |
|     |       |         | -   ROI and CBA                   |         |
|     |       |         |                                   |         |
|     |       |         | -   Cost projections              |         |
|     |       |         |                                   |         |
|     |       |         | -   Alternatives analysis         |         |
|     |       |         |                                   |         |
|     |       |         | -   Funding source identification |         |
|     |       |         |                                   |         |
|     |       |         | -   Acquisition Plan and strategy |         |
|     |       |         |                                   |         |
|     |       |         | -   Acquisition Plan and strategy |         |
|     |       |         |     (Projects greater that \$5M   |         |
|     |       |         |     will require Chief            |         |
|     |       |         |     Acquisition Officer           |         |
|     |       |         |     approval). For additional     |         |
|     |       |         |     guidance, AGAR guidance is    |         |
|     |       |         |     found in [Appendix            |         |
|     |       |         |     F]                            |         |
|     |       |         | (#appendix-fagriculture-acquisiti |         |
|     |       |         | on-regulation-agar-advisory---83) |         |
|     |       |         |                                   |         |
|     |       |         | -   Project Plan and Milestones   |         |
+-----+-------+---------+-----------------------------------+---------+
| 5   | **Acq | Monitor | This OMB standard form for        | Project |
|     | uisit | Project | reporting budget justification    | Manager |
|     | ion** | Status  | for major investments must be     |         |
|     |       | using   | created to accomplish the         |         |
|     |       | CAP     | following project objectives:     |         |
|     |       |         |                                   |         |
|     |       |         | -   Introduction and brief        |         |
|     |       |         |     overview of the investment    |         |
|     |       |         |                                   |         |
|     |       |         | -   Mission Needs Statement       |         |
|     |       |         |                                   |         |
|     |       |         | -   Acquisition strategy          |         |
|     |       |         |                                   |         |
|     |       |         | -   Initial project plan with     |         |
|     |       |         |     estimated costs listed        |         |
|     |       |         |                                   |         |
|     |       |         | -   CBA and budget estimate,      |         |
|     |       |         |     including risk-adjusted ROI   |         |
|     |       |         |     and NPV calculations          |         |
|     |       |         |                                   |         |
|     |       |         | -   Risk Assessment               |         |
|     |       |         |                                   |         |
|     |       |         | -   Performance goal              |         |
|     |       |         |                                   |         |
|     |       |         | A detailed description and        |         |
|     |       |         | template for the CAP is located   |         |
|     |       |         | in [Appendix                      |         |
|     |       |         | D](#appendix-dcapital-asset-plan) |         |
+-----+-------+---------+-----------------------------------+---------+
| 6   | **Acq | Review/ | The investment's CAP is sent to   | Project |
|     | uisit | Approve | the Agency AMRB for review and    | Sponsor |
|     | ion** | CAP     | approval based on OMB's scoring   |         |
|     |       |         | criteria                          |         |
+-----+-------+---------+-----------------------------------+---------+
| 7   | **Acq | Review/ | The Agency AMRB reviews the CAP   | Agency  |
|     | uisit | Approve | and forwards their finding to the | AMRB    |
|     | ion** | CAP     | Departmental AMRB.                |         |
+-----+-------+---------+-----------------------------------+---------+
| 8   | **Acq | Review/ | The Agency AMRB compiles the      | Agency  |
|     | uisit | Approve | Agency Portfolio for investments  | Head    |
|     | ion** | Agency  | equal to or greater than \$10     |         |
|     |       | Project | million for headquarters review   |         |
|     |       | Po      | and approval.                     |         |
|     |       | rtfolio |                                   |         |
+-----+-------+---------+-----------------------------------+---------+
| 9   | **Acq | Review  | The Departmental AMRB reviews and | Depar   |
|     | uisit | and     | provides recommendations          | tmental |
|     | ion** | Provide | regarding the Department's        | AMRB    |
|     |       | R       | Portfolio for investments equal   |         |
|     |       | ecommen | to or greater than \$10 million   |         |
|     |       | dations | for compliance with Departmental  |         |
|     |       | Re      | strategic, legislative, and       |         |
|     |       | garding | budgetary goals using standard    |         |
|     |       | Depar   | criteria to objectively compare   |         |
|     |       | tmental | projects based on the data        |         |
|     |       | Po      | presented. The Departmental AMRB  |         |
|     |       | rtfolio | validates and reviews the         |         |
|     |       | for     | projects and their corresponding  |         |
|     |       | Inve    | scores. The Departmental AMRB     |         |
|     |       | stments | will then recommend approval,     |         |
|     |       | Equal   | disapproval or other actions to   |         |
|     |       | to or   | the Budget and Performance        |         |
|     |       | Greater | Integration Board (BPIB).         |         |
|     |       | than    |                                   |         |
|     |       | \$10    |                                   |         |
|     |       | million |                                   |         |
+-----+-------+---------+-----------------------------------+---------+
| 10  | **Acq | Approve | The BPIB reviews and provides     | BPIB    |
|     | uisit | Dep     | recommendations regarding the     |         |
|     | ion** | artment | Department's Portfolio for        |         |
|     |       | Po      | investments equal to or greater   |         |
|     |       | rtfolio | than \$10M for compliance with    |         |
|     |       | for     | Departmental strategic,           |         |
|     |       | Inve    | legislative, and budgetary goals  |         |
|     |       | stments | using OMB Exhibit 300 standard    |         |
|     |       | equal   | criteria. The Board then          |         |
|     |       | to or   | recommends approval, disapproval  |         |
|     |       | greater | or other actions to the Secretary |         |
|     |       | than    | who makes the final investment    |         |
|     |       | \$10M   | decisions.                        |         |
+-----+-------+---------+-----------------------------------+---------+
| 11  | **Acq | Submit  | The BPIB submits the CAPs for     | BPIB    |
|     | uisit | CAPs to | investments equal to or greater   |         |
|     | ion** | OMB     | than \$10M to OMB for approval.   |         |
+-----+-------+---------+-----------------------------------+---------+
| 1   | *     | Es      | The Project Manager collects      | Project |
|     | *Mana | tablish | actual information on the         | Manager |
|     | gemen | and     | resources allocated and expended  |         |
|     | t-In- | M       | throughout the Management-In-Use  |         |
|     | Use** | aintain | Phase. The Project Manager        |         |
|     |       | Project | compares the actual information   |         |
|     |       | Costs,  | collected to the estimated        |         |
|     |       | Sc      | baselines developed during the    |         |
|     |       | hedule, | Acquisition Phase and identifies  |         |
|     |       | Risks   | root causes for any differences.  |         |
|     |       | and     |                                   |         |
|     |       | Perf    | Additionally, the Project Sponsor |         |
|     |       | ormance | monitors operational, schedule,   |         |
|     |       | Measure | legal and contractual, and        |         |
|     |       | Ba      | organizational risks during the   |         |
|     |       | selines | Management-In-Use Process.        |         |
+-----+-------+---------+-----------------------------------+---------+
| 2   | *     | Ensure  | The Project Sponsor and Agency    | Agency  |
|     | *Mana | Budget  | Head ensures the budget and       | Head/   |
|     | gemen | and     | budget documentation are updated. | Project |
|     | t-In- | Budget  | The Project Sponsor monitors      | Sponsor |
|     | Use** | Docume  | financial, operational, schedule, |         |
|     |       | ntation | legal and contractual, and        |         |
|     |       | are     | organizational risks. The Project |         |
|     |       | Updated | Sponsor also ensures that all     |         |
|     |       |         | budget documents remain current   |         |
|     |       |         | and final decisions are vetted    |         |
|     |       |         | through the Project Sponsor and   |         |
|     |       |         | Agency Head.                      |         |
+-----+-------+---------+-----------------------------------+---------+
| 3   | *     | Assess  | The Agency Head and Agency AMRB   | Project |
|     | *Mana | Project | are not required to initiate      | M       |
|     | gemen | P       | actions on projects which have    | anager/ |
|     | t-In- | rogress | less than 10% variance from their | Project |
|     | Use** | Against | original baselines for cost,      | Sponsor |
|     |       | Perf    | schedule, or performance          |         |
|     |       | ormance | measures. On projects that have a |         |
|     |       | M       | 10% or greater variance, the      |         |
|     |       | easures | Agency AMRB reviews the           |         |
|     |       | and     | Corrective Action Plans and the   |         |
|     |       | Measure | Agency Head, based on the Agency  |         |
|     |       | Earned  | AMRB recommendation will approve  |         |
|     |       | Value   | or disapprove the proposed        |         |
|     |       |         | mitigation measures and           |         |
|     |       |         | corrective actions proposed in    |         |
|     |       |         | the CAP.                          |         |
|     |       |         |                                   |         |
|     |       |         | The primary purpose of this       |         |
|     |       |         | assessment is to ensure the       |         |
|     |       |         | initiative is on schedule and to  |         |
|     |       |         | help identify issues or           |         |
|     |       |         | deficiencies that require         |         |
|     |       |         | corrective action. In some        |         |
|     |       |         | instances, where the business     |         |
|     |       |         | case may no longer exist or be as |         |
|     |       |         | strong, or if significant changes |         |
|     |       |         | to the cost and schedule          |         |
|     |       |         | baselines are required, it may    |         |
|     |       |         | also be necessary to terminate    |         |
|     |       |         | the project.                      |         |
+-----+-------+---------+-----------------------------------+---------+
| 4   | *     | Update  | The review should incorporate the | Project |
|     | *Mana | CAP     | following information related to  | Manager |
|     | gemen | (an     | the real property project:        |         |
|     | t-In- | nually) |                                   |         |
|     | Use** |         | Introduction and brief overview   |         |
|     |       |         | of the investment                 |         |
|     |       |         |                                   |         |
|     |       |         | -   Cost vs. baseline             |         |
|     |       |         |                                   |         |
|     |       |         | -   Schedule vs. baseline         |         |
|     |       |         |                                   |         |
|     |       |         | -   Status of four performance    |         |
|     |       |         |     measures                      |         |
|     |       |         |                                   |         |
|     |       |         | -   Performance vs. baseline      |         |
|     |       |         |                                   |         |
|     |       |         | -   A validated/updated CBA       |         |
|     |       |         |                                   |         |
|     |       |         | -   Risk Management               |         |
+-----+-------+---------+-----------------------------------+---------+
| 5   | *     | Review  | The Project Manager continues to  | Project |
|     | *Mana | CAP     | update the CAP on an annual basis | Sponsor |
|     | gemen |         | throughout the duration of the    |         |
|     | t-In- |         | project. It is forwarded to the   |         |
|     | Use** |         | Project Sponsor, and the Agency   |         |
|     |       |         | and Departmental AMRB for review  |         |
|     |       |         | and evaluation.                   |         |
+-----+-------+---------+-----------------------------------+---------+
| 6   | *     | Review/ | On an annual basis, both the      | Agency  |
|     | *Mana | Approve | Agency and Departmental AMRB need | AMRB/   |
|     | gemen | CAP     | to review the projects that       |         |
|     | t-In- |         | provide insufficient performance  | Depar   |
|     | Use** |         | measure documentation which could | tmental |
|     |       |         | be subject to reduced or delayed  | AMRB    |
|     |       |         | project funding. The AMRBs will   |         |
|     |       |         | review the reports for the        |         |
|     |       |         | following criteria:               |         |
|     |       |         |                                   |         |
|     |       |         | -   Do the projects/ investments  |         |
|     |       |         |     under review continue to      |         |
|     |       |         |     support mission, business     |         |
|     |       |         |     functions and the identified  |         |
|     |       |         |     performance measures?         |         |
|     |       |         |                                   |         |
|     |       |         | -   To what extent do the         |         |
|     |       |         |     projects/investments continue |         |
|     |       |         |     to meet planned cost and      |         |
|     |       |         |     schedule baselines?           |         |
|     |       |         |                                   |         |
|     |       |         | -   Are there any identified      |         |
|     |       |         |     deficiencies? If so, what     |         |
|     |       |         |     progress has been made        |         |
|     |       |         |     regarding corrective actions? |         |
|     |       |         |                                   |         |
|     |       |         | -   Have performance gaps been    |         |
|     |       |         |     identified and tracked, and   |         |
|     |       |         |     has a mitigation plan been    |         |
|     |       |         |     initiated to overcome the     |         |
|     |       |         |     gaps?                         |         |
+-----+-------+---------+-----------------------------------+---------+
| 7   | *     | Compile | The Agency AMRB compiles the      | Agency  |
|     | *Mana | Agency  | Agency's Project Portfolio for    | AMRB    |
|     | gemen | Po      | investments equal to or greater   |         |
|     | t-In- | rtfolio | than \$10 million and sends it to |         |
|     | Use** |         | the Agency Head for review.       |         |
+-----+-------+---------+-----------------------------------+---------+
| 8   | *     | Review/ | The Agency Head reviews the       | Agency  |
|     | *Mana | Approve | Agency Project Portfolio and      | Head    |
|     | gemen | Agency  | makes a determination to approve, |         |
|     | t-In- | Project | approve with recommended changes  |         |
|     | Use** | Po      | or reject the portfolio or        |         |
|     |       | rtfolio | projects within the portfolio.    |         |
|     |       |         | Once this determination is made,  |         |
|     |       |         | it is sent to the Departmental    |         |
|     |       |         | AMRB for review.                  |         |
+-----+-------+---------+-----------------------------------+---------+
| 9   | *     | Review  | The Departmental AMRB assesses    | Depar   |
|     | *Mana | and     | the investment's progress and     | tmental |
|     | gemen | Provide | develops recommendations for the  | AMRB    |
|     | t-In- | R       | USDA agencies portfolio for       |         |
|     | Use** | ecommen | significant investments.          |         |
|     |       | dations |                                   |         |
|     |       | re      |                                   |         |
|     |       | garding |                                   |         |
|     |       | Dep     |                                   |         |
|     |       | artment |                                   |         |
|     |       | Po      |                                   |         |
|     |       | rtfolio |                                   |         |
|     |       | for     |                                   |         |
|     |       | inve    |                                   |         |
|     |       | stments |                                   |         |
|     |       | equal   |                                   |         |
|     |       | to or   |                                   |         |
|     |       | greater |                                   |         |
|     |       | than    |                                   |         |
|     |       | \$10    |                                   |         |
|     |       | million |                                   |         |
+-----+-------+---------+-----------------------------------+---------+
| 10  | *     | M       | Facility Manager reviews the      | F       |
|     | *Mana | aintain | individual property item          | acility |
|     | gemen | F       | condition assessments and         | Manager |
|     | t-In- | acility | prioritizes deficiencies in       |         |
|     | Use** | Ope     | alignment with overall mission    |         |
|     |       | rations | needs. Identified projects are    |         |
|     |       | &       | categorized as deferred           |         |
|     |       | Main    | maintenance projects and are      |         |
|     |       | tenance | submitted into the budget cycle.  |         |
|     |       |         | Project descriptions and          |         |
|     |       |         | justifications are prepared in    |         |
|     |       |         | anticipation of the initiation of |         |
|     |       |         | a corrective action project.      |         |
+-----+-------+---------+-----------------------------------+---------+
| 11  | *     | Share   | To capture lessons learned, the   | Project |
|     | *Mana | Best    | Project Manager develops a Best   | Manager |
|     | gemen | Pra     | Practices and Lessons Learned     |         |
|     | t-In- | ctices/ | Report and submits it to the      |         |
|     | Use** | Lessons | Project Sponsor, Agency Head and  |         |
|     |       | Learned | the Agency and Departmental       |         |
|     |       | with    | AMRBs. All failures and successes |         |
|     |       | Agency  | are collected and shared to       |         |
|     |       | and     | ensure that future initiatives    |         |
|     |       | Depar   | can benefit from past             |         |
|     |       | tmental | experiences. A high-level         |         |
|     |       | AMRBs   | assessment of management          |         |
|     |       |         | techniques, including             |         |
|     |       |         | organizational approaches,        |         |
|     |       |         | budgeting, acquisition            |         |
|     |       |         | strategies, tools and techniques, |         |
|     |       |         | and testing methodologies is      |         |
|     |       |         | essential to establish realistic  |         |
|     |       |         | baselines and to ensure the       |         |
|     |       |         | future success of other real      |         |
|     |       |         | property initiatives.             |         |
+-----+-------+---------+-----------------------------------+---------+
| 12  | *     | Add     | The Program Sponsor ensures that  | Project |
|     | *Mana | F       | all of the required information   | Sponsor |
|     | gemen | acility | related to the investment is      |         |
|     | t-In- | Info    | entered into CPAIS following      |         |
|     | Use** | rmation | project completion for inventory  |         |
|     |       | to the  | and USDA real property portfolio  |         |
|     |       | Co      | purposes.                         |         |
|     |       | rporate |                                   |         |
|     |       | P       |                                   |         |
|     |       | roperty |                                   |         |
|     |       | Au      |                                   |         |
|     |       | tomated |                                   |         |
|     |       | Info    |                                   |         |
|     |       | rmation |                                   |         |
|     |       | System  |                                   |         |
|     |       | (CPAIS) |                                   |         |
+-----+-------+---------+-----------------------------------+---------+
| 1   | **Dis | De      | The final determination to        | Agency  |
|     | posit | termine | dispose of an asset must take     | AMRB    |
|     | ion** | if the  | into account a number of factors, |         |
|     |       | Asset   | including, but not limited to:    |         |
|     |       | Still   |                                   |         |
|     |       | Fits in | -   Does the capital asset still  |         |
|     |       | the     |     support the mission?          |         |
|     |       | A       |                                   |         |
|     |       | gency's | -   Is the asset wholly or partly |         |
|     |       | Capital |     unneeded?                     |         |
|     |       | Asset   |                                   |         |
|     |       | Plan    | -   Does the asset meet           |         |
|     |       |         |     established performance       |         |
|     |       |         |     measures (right size, cost    |         |
|     |       |         |     and condition to support      |         |
|     |       |         |     Department/Agency mission and |         |
|     |       |         |     objectives)?                  |         |
|     |       |         |                                   |         |
|     |       |         | -   Will program changes alter    |         |
|     |       |         |     asset requirements? Is the    |         |
|     |       |         |     asset used only irregularly   |         |
|     |       |         |     for program use? Would a      |         |
|     |       |         |     portion of the asset satisfy  |         |
|     |       |         |     program needs?                |         |
|     |       |         |                                   |         |
|     |       |         | -   Is continued Federal          |         |
|     |       |         |     ownership and operation of    |         |
|     |       |         |     the property justified in     |         |
|     |       |         |     light of its current use?     |         |
|     |       |         |                                   |         |
|     |       |         | -   Can the asset be made         |         |
|     |       |         |     available for use by others,  |         |
|     |       |         |     within or outside the Federal |         |
|     |       |         |     community?                    |         |
|     |       |         |                                   |         |
|     |       |         | -   Are there security or other   |         |
|     |       |         |     considerations that outweigh  |         |
|     |       |         |     disposition of the asset?     |         |
+-----+-------+---------+-----------------------------------+---------+

Table 7: Major Investment CPIP instruction Steps

**Major Investment CPIP Checklist**

**PLANNING AND BUDGETING**

-   Completed Project Data Sheet ([see Appendix
    B)](#appendix-b--project-data-sheet)

-   Agency approval for project incorporation into the Three-Year
    Rolling Timeline

-   Prioritized Agency Investment List

**ACQUISITION**

-   Performance goals and quantifiable performance measures

-   A project plan which details quantifiable objectives including an
    acquisition schedule, project deliverables, and projected and actual
    costs

-   Project costs, schedule, benefits, and risks

-   Completed CAP ([see Appendix D](#appendix-dcapital-asset-plan))

-   Chief Acquisition Officer approval for investments over \$5M [(see
    Appendix F for
    guidance)](#appendix-fagriculture-acquisition-regulation-agar-advisory---83)

-   Review/update investment on 3-Year Rolling Timeline

**MANAGEMENT-IN-USE**

-   Completed all project investments

-   Updated CAP

-   Share best practices/lessons learned with agency and Departmental
    AMRBs

-   Add facility information to the Corporate Property Automated
    Information System (CPAIS)

-   Update investment information on the 3-Year Rolling Timeline

**DISPOSITION**

-   Determine if asset should be retired, replaced, enhanced or
    refurbished

# Appendix A -- Acronym List {#appendix-a-acronym-list .Appendixes}

  ---------------------- ------------------------------------------------
  ***ACRONYMS***         

  AMP                    Asset Management Plan

  AGAR                   Agriculture Acquisition Regulation

  AMRB                   Asset Management Review Board

  ASA                    Assistant Secretary for Administration

  BPIB                   Budget and Performance Integration Board

  CAP                    Capital Asset Plan

  CBA                    Cost Benefit Analysis

  CCA                    The Clinger-Cohen Act of 1996

  CFO                    Chief Financial Officer

  CPAIS                  Corporate Property Automated Information System

  CPIP                   Capital Programming and Investment Process

  E.O.                   Executive Order

  EVMS                   Earned Value Measurement System

  FASA                   The Federal Acquisition Streamlining Act of 1994

  FISMA                  The Federal Information Security Management Act

  FY                     Fiscal Year

  GAO                    Government Accountability Office

  GPEA                   The Government Paperwork Elimination Act of 1998

  GPRA                   The Government Performance and Results Act of
                         1993

  GSA                    General Services Administration

  IG                     Inspector General

  IPT                    Integrated Project Team

  NPV                    Net Present Value

  O&M                    Operations and Maintenance

  OBPA                   Office of Budget and Program Analysis

  OMB                    Office of Management and Budget

  OPPM                   Office of Procurement and Property Management

  PDS                    Project Data Sheet

  PIR                    Post Implementation Review

  PMA                    President\'s Management Agenda

  PMD                    Property Management Division

  PRA                    The Paperwork Reduction Act of 1995

  ROI                    Return on Investment

  RPIR                   Real Property Investment Report

  SRPO                   Senior Real Property Officer

  USDA                   United States Department of Agriculture

  WBS                    Work Breakdown Structure
  ---------------------- ------------------------------------------------

# Appendix B\--Project Data Sheet {#appendix-b--project-data-sheet .Appendixes}

The Project Data Sheet contains information that identifies the project
(e.g. title, number, facility name, etc.). It also provides a brief
description and justification of the project, as well as the project
score/rank and preliminary cost estimate. Its use is mandatory for major
and significant investment level projects.

Additionally, the Project Data Sheet allows for further examination of a
proposed solution. It focuses on an analysis of alternatives to meet the
mission need and initial planning for entering into the Acquisition
Phase.

***Non-Major investments do not need to complete the Project Data Sheet
for submission.*** However, agencies must take into consideration the
applicable performance measures and how the project, regardless of cost,
may affect the Department's overall performance measures and should be
prepared to provide the type of information included in this document to
the Departmental AMRB during the review of the Three-Year Rolling
Timeline.

The following activities are conducted during development of the Project
Data Sheet:

-   Identify business objectives based on mission analysis and Mission
    Needs Statement

-   Discuss the proposed investment in relation to these questions:

    -   Does the investment in major capital asset support core/priority
        mission functions that need to be performed by the Federal
        government?

    -   Does it have to be undertaken by the requesting agency because
        no alternative private sector or government source can more
        efficiently support the function?

    -   Does the investment support consolidation/sharing opportunities
        that would reduce costs, increase effectiveness, and improve
        customer service?

-   Identify high-level performance measures (Additional detailed
    performance measures will be developed as part of the Acquisition
    Phase.)

-   Determine key selection criteria to evaluate concept alternatives
    that support high-level performance measures and business objectives

-   Ensure solution aligns with Department/Agency standards for health,
    safety, and security

-   Identify alternatives that will be analyzed to support mission need
    and business objectives

-   Determine whether the investment may incorporate components
    applicable to other mission needs and, if so, whether it may be
    appropriate to identify it as a key "line of business" for the
    development of a Modernization Blueprint. If not, special care
    should be taken to determine and justify how the investment is truly
    unique and entails components that cannot be shared and reused for
    other purposes.

-   Prepare a preliminary budget estimate providing an estimate of costs
    necessary to support more detailed planning and concept development
    prior to investment selection, and an order of magnitude estimate of
    budget requirements to support a three-year budget plan and
    lifecycle costing. If appropriate, full project funding should be
    requested.

**Project Data Sheet**

***\<Agency Name\>***

+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Project         |   |    |     |             |           |   |   |         |
| Information**     |   |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Project         |   |    |     |             | **Project | * |   |         |
| Title:**          |   |    |     |             | Score:**  | * |   |         |
|                   |   |    |     |             |           | R |   |         |
|                   |   |    |     |             |           | a |   |         |
|                   |   |    |     |             |           | n |   |         |
|                   |   |    |     |             |           | k |   |         |
|                   |   |    |     |             |           | : |   |         |
|                   |   |    |     |             |           | * |   |         |
|                   |   |    |     |             |           | * |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Unique Asset    |   |    | **  |             |           |   |   |         |
| ID**              |   |    | Age |             |           |   |   |         |
|                   |   |    | ncy |             |           |   |   |         |
|                   |   |    | /Fa |             |           |   |   |         |
|                   |   |    | cil |             |           |   |   |         |
|                   |   |    | ity |             |           |   |   |         |
|                   |   |    | Nam |             |           |   |   |         |
|                   |   |    | e** |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Regio           |   | *  |     |             | **City**  |   | * |         |
| n/Area/District** |   | *C |     |             |           |   | * |         |
|                   |   | on |     |             |           |   | S |         |
|                   |   | gr |     |             |           |   | t |         |
|                   |   | es |     |             |           |   | a |         |
|                   |   | si |     |             |           |   | t |         |
|                   |   | on |     |             |           |   | e |         |
|                   |   | al |     |             |           |   | * |         |
|                   |   | Di |     |             |           |   | * |         |
|                   |   | st |     |             |           |   |   |         |
|                   |   | ri |     |             |           |   |   |         |
|                   |   | ct |     |             |           |   |   |         |
|                   |   | ** |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Project         |   |    |     |             | **Pr      |   |   |         |
| Classification**: |   |    |     |             | edominant |   |   |         |
| Capital           |   |    |     |             | Use       |   |   |         |
| Improvement,      |   |    |     |             | Code:**   |   |   |         |
| Repair and        |   |    |     |             |           |   |   |         |
| Maintenance,      |   |    |     |             |           |   |   |         |
| Purchase Land,    |   |    |     |             |           |   |   |         |
| Leases            |   |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Project         |   |    |     |             |           |   |   |         |
| Description:**    |   |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Project         |   |    |     |             |           |   |   |         |
| Need/Benefit:**   |   |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Alternative     |   |    |     |             |           |   |   |         |
| Analysis**        |   |    |     |             |           |   |   |         |
|                   |   |    |     |             |           |   |   |         |
| **(Must be        |   |    |     |             |           |   |   |         |
| completed prior   |   |    |     |             |           |   |   |         |
| to entering the   |   |    |     |             |           |   |   |         |
| Acquisition       |   |    |     |             |           |   |   |         |
| Phase)**          |   |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Alternative**   | * |    |     |             |           |   |   |         |
|                   | * |    |     |             |           |   |   |         |
|                   | P |    |     |             |           |   |   |         |
|                   | e |    |     |             |           |   |   |         |
|                   | r |    |     |             |           |   |   |         |
|                   | f |    |     |             |           |   |   |         |
|                   | o |    |     |             |           |   |   |         |
|                   | r |    |     |             |           |   |   |         |
|                   | m |    |     |             |           |   |   |         |
|                   | a |    |     |             |           |   |   |         |
|                   | n |    |     |             |           |   |   |         |
|                   | c |    |     |             |           |   |   |         |
|                   | e |    |     |             |           |   |   |         |
|                   | M |    |     |             |           |   |   |         |
|                   | e |    |     |             |           |   |   |         |
|                   | a |    |     |             |           |   |   |         |
|                   | s |    |     |             |           |   |   |         |
|                   | u |    |     |             |           |   |   |         |
|                   | r |    |     |             |           |   |   |         |
|                   | e |    |     |             |           |   |   |         |
|                   | s |    |     |             |           |   |   |         |
|                   | * |    |     |             |           |   |   |         |
|                   | * |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
|                   | * |    |     | **Condition | **Annual  |   |   | **      |
|                   | * |    |     | Index**     | Operating |   |   | Mission |
|                   | U |    |     |             | Costs**   |   |   | Depen   |
|                   | t |    |     |             |           |   |   | dency** |
|                   | i |    |     |             |           |   |   |         |
|                   | l |    |     |             |           |   |   |         |
|                   | i |    |     |             |           |   |   |         |
|                   | z |    |     |             |           |   |   |         |
|                   | a |    |     |             |           |   |   |         |
|                   | t |    |     |             |           |   |   |         |
|                   | i |    |     |             |           |   |   |         |
|                   | o |    |     |             |           |   |   |         |
|                   | n |    |     |             |           |   |   |         |
|                   | * |    |     |             |           |   |   |         |
|                   | * |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Current         |   |    |     |             |           |   |   |         |
| Performance       |   |    |     |             |           |   |   |         |
| Measures (if      |   |    |     |             |           |   |   |         |
| existing)**       |   |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Alternative 1   |   |    |     |             |           |   |   |         |
| (Preferred)**     |   |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Alternative 2   |   |    |     |             |           |   |   |         |
| (second choice)** |   |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Alternative 3   |   |    |     |             |           |   |   |         |
| (third choice)**  |   |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+
| **Narrative       |   |    |     |             |           |   |   |         |
| Impact on         |   |    |     |             |           |   |   |         |
| Performance       |   |    |     |             |           |   |   |         |
| Measures:**       |   |    |     |             |           |   |   |         |
+-------------------+---+----+-----+-------------+-----------+---+---+---------+

  ------------------ -------------- ------------ ------------ ---------- ----------- ---------------- ------------ ----------------- ----------------- -- ---------- --------------
  **Project Cost                                                                     **Project                                                                       
  Estimate** (This                                                                   Funding                                                                         
  Request)                                                                           History**                                                                       

  **Land Acquisition                                          \$                     **Fiscal Year**               **Appropriation                        **Source   
  Cost**                                                                                                           (Amount)**                             of Funds** 

  **Planning Cost**                                           \$                     **FY XX**                                                            *(B&F,     
                                                                                                                                                          MOD,       
                                                                                                                                                          R&M...)*   

  **Design Cost**                                             **\$**                 **FY XX**                                                                       

  **Construction                                              **\$**                 **FY XX**                                                                       
  Cost**                                                                                                                                                             

  **Total Project                                                                    **Appropriated                                                                  
  Cost**                                                                             to Date**:                                                                      
                                                                                     **\$**                                                                          

                                                                                     **Future Funding                                                                
                                                                                     to Complete                                                                     
                                                                                     Project: \$**                                                                   

  **Project                                                                                                                          **Support                       
  Schedule**                                                                                                                         Documentation**                 

  **Phase**                         **Planned                                                         **Actual                                                       
                                    (Qtr/FY)**                                                        (Qtr/FY)**                                                     

  **Land                            (qtr/yyyy)                                                                                       **Capital Asset                 
  Acquisition**                                                                                                                      Plan (OMB 300)**                
                                                                                                                                     Yes No N/A                      

  **Planning**                      (qtr/yyyy)                                                                                                                       

  **Design**                        (qtr/yyyy)                                                                                       **Real Property                 
                                                                                                                                     Investment                      
                                                                                                                                     Report** Yes No                 
                                                                                                                                     N/A                             

  **Construction**                  (qtr/yyyy)                                                                                                                       

  **Approvals**                                                                                                                      **Preparation                   
                                                                                                                                     Information**                   

                     **Required**                **Approval              **Not                                                                                       
                                                 Date**                  Approved                                                                                    
                                                                         with                                                                                        
                                                                         Remarks**                                                                                   

  **Project                                      mm/dd/yyyy                                                                          Prepared By                     
  Sponsor**                                                                                                                                                          

  **Area AMRB**                                  mm/dd/yyyy                                                                          Office Phone                    

  **Agency AMRB**                                mm/dd/yyyy                                                                          Email                           

  **Agency Head**                                mm/dd/yyyy                                                                          Project Data                    (mm/dd/yyyy)
                                                                                                                                     Sheet                           
                                                                                                                                     Prepared/Last                   
                                                                                                                                     Updated                         

  **Departmental                                 mm/dd/yyyy                                                                                                          
  AMRB**                                                                                                                                                             
  ------------------ -------------- ------------ ------------ ---------- ----------- ---------------- ------------ ----------------- ----------------- -- ---------- --------------

# Appendix C---Real Property Investment Report {#appendix-creal-property-investment-report .Appendixes}

For projects requiring a RPIR (Non-Major and Significant Investments
Only), the Project Manger prepares a RPIR in preparation for the annual
investment review process by the Agency and/or Departmental AMRB. The
RPIR includes the following:

-   Introduction and brief overview of the investment

-   Mission Needs Statement

-   Acquisition strategy

-   Initial project plan with estimated costs listed

-   CBA and budget estimate, including risk-adjusted ROI and NPV
    calculations

-   Risk Assessment

-   Performance goals

![](media/image5.jpeg){width="0.8333333333333334in"
height="0.6145833333333334in"} **United States Department of
Agriculture**

***Office of Procurement and Property Management***

**\<Project Title\>**

**Real Property Investment Report**

*Agency*

Version 0.A (dd/mm/yyyy)

**Document Acceptance and Release Notice**

This is \<release/version\> \<n.n\> of the \<Project Title\> Real
Property Investment Report (RPIR). The RPIR is a managed document. For
identification of amendments each page contains a release number and a
page number. Recipients should remove superseded versions from
circulation.

PREPARED: DATE:\_\_\_/\_\_\_/\_\_\_

(for acceptance) (\<Project Title\> Project Manager, \<name, title\>)

ACCEPTED: DATE:\_\_\_/\_\_\_/\_\_\_

(for release) (\<Project Title\> Project Sponsor, \<name, title\>)

ACCEPTED: DATE:\_\_\_/\_\_\_/\_\_\_

(for release) (Agency Head, \<name, title\>)

ACCEPTED: DATE:\_\_\_/\_\_\_/\_\_\_

(for release) (Agency Asset Management Review Board, \<name, title\>)

ACCEPTED: DATE:\_\_\_/\_\_\_/\_\_\_

(for release) (Departmental Asset Management Review Board, \<name,
title\>)

ACCEPTED: DATE:\_\_\_/\_\_\_/\_\_\_

(for release) (Budget and Performance Integration Board, \<name,
title\>)

**Overview Information**

**Project Information**

Input project information from the Project Data Sheet.

  --------------------------- --------------------------- -------------------
  **Project Title:**                                      

  **Project Number:**         **Department/Facility       
                              Name:**                     

  **Region/Area/District:**   **Congressional District:** **State:**

  **Project Classification**:                             
  New Construction,                                       
  Renovation, Repair, Lease                               
  --------------------------- --------------------------- -------------------

Purpose

Briefly describe the reasons for establishing the project and how it was
initiated.

Background

Summarize the relevant background information that has lead to this
project.

Business Need and Benefit

Clearly provide a description of the operational problem requiring this
real property investment. The description should include:

-   A summary of the business problem or need that requires a real
    property investment

-   The affect on your Agency/Program's mission area/strategic goals
    this investment will have and how those goals relate to the overall
    USDA goals

-   The benefits to your Agency/Program

-   The criticality of this investment

-   The impact to your Agency/Program if the investment is not approved

Project Management Team

Identify the Project Management Team for this investment and their key
responsibilities.

  --------------- ------------------- -----------------------------------
  **Role**        **Name and Title**  **Project Responsibilities**

  Project Sponsor                     

  Project Manager                     
  --------------- ------------------- -----------------------------------

**Integrated Project Team**

Describe the breakdown of the Integrated Project Team and the roles of
personnel within the team.

  ---------------- --------------------------- --------------------------
  **Role**         **Name and Title**          **Project
                                               Responsibilities**

  Project Manager                              

  Contracting                                  
  Officer                                      

                                               
  ---------------- --------------------------- --------------------------

**Reporting Requirements**

Indicate the mechanism and frequency investment status is reported by
the Project Manager to the Project Sponsor.

The Project Manager should report on the following:

-   Status of the project (milestones for the last reporting period,
    milestones for the next reporting period, milestones for the
    remaining period of the project)

-   A budget report (with respect to planned expenditure, actual
    expenditure and the deficit/surplus)

-   An issues report (including areas of concern, specific problems, and
    any action that needs to be taken)

-   A risk management report (which will specify any changes to the
    major risks identified since the previous report and modification to
    the strategies put in place to manage them)

***FRPC Performance Measures***

-   Utilization

Provide the Utilization. The utilization is the percent utilized in
relation to design capacity.

-   Condition Index

Identify the Condition Index for the investment.

-   Mission Dependency

Provide a short statement that describes how the investment is mission
critical or mission dependent. If not, then explain why the investment
must be approved (e.g., disposition costs).

-   Annual Operating Costs

Insert the operating and maintenance costs for the investment. Identify
whether there will be an increase or decrease in operating and
maintenance costs with this investment. Justify why the costs will
increase if they will.

Summary of Funding

Funding Source

Describe in detail the funding source of all activities which require
expenditures for this investment.

Funding Levels

Describe in detail the funding annually required to meet the investment
needs, and breakdown the funding by Past Year (PY), Current Year (CY)
and Budget Year, which is the future years' budgets (BY).

  ----------------------- ----------------------- -----------------------
  **Year**                **Target**              **Actual**

  20XX (PY)                                       

  20XX (CY)                                       N/A

  20XX (BY)                                       N/A

  20XX (BY)                                       N/A

  **Totals:**                                     
  ----------------------- ----------------------- -----------------------

**Alternatives Analysis**

Provide the high-level analysis information that was completed to
determine this investment as the best option to meet the business need.
Provide a summary of the at least three options to meet the business
need identified for the investment. (The chosen option should be
presented first.) One option can be the "status quo." For each option
include the benefits or advantages, disadvantages,

Preferred Option

Provide a summary of the investment as the chosen option. Include the
four FRPC Performance Measures for that option.

  ----------------- ----------------- ------------------- ------------------
  **FRPC                                                  
  Performance                                             
  Measures**                                              

  **Utilization**   **Condition       **Mission           **Annual Operating
                    Index**           Dependency**        Costs**

                                                          
  ----------------- ----------------- ------------------- ------------------

Alternative Option 1

Provide a summary of the second best option to meet the business need.
Include the four FRPC Performance Measures for that option.

+---------------+----------------+------------------+-----------------+
| **FRPC        |                |                  |                 |
| Performance   |                |                  |                 |
| Measures**    |                |                  |                 |
+---------------+----------------+------------------+-----------------+
| **            | **Condition    | **Mission        | **Annual        |
| Utilization** | Index**        | Dependency**     | Operating**     |
|               |                |                  |                 |
|               |                |                  | **Costs**       |
+---------------+----------------+------------------+-----------------+
|               |                |                  |                 |
+---------------+----------------+------------------+-----------------+

Alternative Option 2

Provide a summary of the third option to meet the business need. Include
the four FRPC Performance Measures for that option.

+---------------+----------------+------------------+-----------------+
| **FRPC        |                |                  |                 |
| Performance   |                |                  |                 |
| Measures**    |                |                  |                 |
+---------------+----------------+------------------+-----------------+
| **            | **Condition    | **Mission        | **Annual        |
| Utilization** | Index**        | Dependency**     | Operating**     |
|               |                |                  |                 |
|               |                |                  | **Costs**       |
+---------------+----------------+------------------+-----------------+
|               |                |                  |                 |
+---------------+----------------+------------------+-----------------+

**Acquisition/Contract Strategy**

Overview

Describe the overall strategy for acquiring the investment. The type of
contract vehicle, as well as any additional details, should be described
here, which is required to support the investment.

Acquisition Breakdown

Insert all the acquisitions that are planned for this fiscal year in the
table provided below.

+---------------+---------+------------+--------------+-------------+
| **FY Planned  |         |            |              |             |
| A             |         |            |              |             |
| cquisitions** |         |            |              |             |
+---------------+---------+------------+--------------+-------------+
| **Type (Good  | *       |            | **Contract   | **Cost**    |
| or**          | *Descri |            | Vehicle**    |             |
|               | ption** |            |              |             |
| **Service)**  |         |            |              |             |
+---------------+---------+------------+--------------+-------------+
|               |         |            |              | \$          |
+---------------+---------+------------+--------------+-------------+
|               |         |            |              | \$          |
+---------------+---------+------------+--------------+-------------+
|               |         |            |              | \$          |
+---------------+---------+------------+--------------+-------------+
| **Total of    |         | **\$**     |              |             |
| Planned FY    |         |            |              |             |
| Acquisition** |         |            |              |             |
+---------------+---------+------------+--------------+-------------+

Contract Officer Technical Representative (COTR)

Provide the contact information for all COTRs associated with this
investment.

Cost and Schedule Performance

Project Schedule

Identify and track the major milestones for the investment project.
Utilize the table below to summarize this data. The project schedule
should be attached to this report indicating two levels deep of tasking.

  --------------- ----------------- --------------- ----------------------
  **\<Project                                       
  Title\> Major                                     
  Milestone                                         
  Chart**                                           

  **Milestone**   **Planned         **Actual        **Comment**
                  Completion Date** Completion      
                                    Date**          

                                                    
  --------------- ----------------- --------------- ----------------------

Performance Metrics

The following table provides examples of cost and schedule performance
measures that are typical for many Real Property investment projects.

+------------+---------------+----------------------+------------------+
| **         | **Focus**     | **Purpose**          | **Measure of     |
| Category** |               |                      | Success**        |
+============+===============+======================+==================+
| **         | Tasks         | Assess project       | 100% completion  |
| Schedule** | completed vs. | progress Apply       | of tasks on      |
|            | tasks planned | project resources    | critical path;   |
| **Per      | at a point in |                      | 90% all others   |
| formance** | time          |                      |                  |
+------------+---------------+----------------------+------------------+
|            | Major         | Measure time         | 90% of major     |
|            | milestones    | efficiency.          |                  |
|            | met vs.       |                      | milestones met   |
|            | planned.      |                      |                  |
+------------+---------------+----------------------+------------------+
|            | Revisions to  | Understand and       | All revisions    |
|            |               | control project      | reviewed and     |
|            | approved plan | \"churn\"            | approved         |
+------------+---------------+----------------------+------------------+
|            | Changes to    | Understand and       | All changes      |
|            |               | manage scope and     | managed through  |
|            | customer      | schedule             | approved change  |
|            |               |                      | process          |
|            | requirements  |                      |                  |
+------------+---------------+----------------------+------------------+
|            | Project       | Award/penalize       | Project          |
|            | completion    | (depending on        | completed on     |
|            | date          | contract type)       | schedule (per    |
|            |               |                      |                  |
|            |               |                      | approved plan)   |
+------------+---------------+----------------------+------------------+
| **Cost**   | Revisions to  | Assess and manage    | 100% of          |
|            | cost          | project cost         | revisions are    |
| **Per      | estimates     |                      | reviewed and     |
| formance** |               |                      |                  |
|            |               |                      | approved         |
+------------+---------------+----------------------+------------------+
|            | Dollars spent | Measure cost         | Project          |
|            | vs. dollars   | efficiency           | completed within |
|            | budgeted.     |                      | approved cost    |
|            |               |                      | parameters       |
+------------+---------------+----------------------+------------------+
|            | Return on     | Track and assess     | ROI (positive    |
|            | investment    | performance of       | cash flow)       |
|            | (ROI)         | project investment   | begins according |
|            |               | portfolio            | to plan          |
+------------+---------------+----------------------+------------------+
|            | Acquisition   | Assess and manage    | All applicable   |
|            | cost control  | acquisition dollars  | acquisition      |
|            |               |                      | guidelines       |
|            |               |                      | followed         |
+------------+---------------+----------------------+------------------+

**Risk Management**

Provide a summary of the Risk Management strategy being utilized
throughout this project. Utilize the table below to identify the all
risks associated with the project and the status of those risks.

+---------+----------+------------+------------+------------+---------+
| **\<    |          |            |            |            |         |
| Project |          |            |            |            |         |
| Title\> |          |            |            |            |         |
| Risks** |          |            |            |            |         |
+---------+----------+------------+------------+------------+---------+
| *       | **Area   | **Des      | **P        | **         | **      |
| *Date** | of       | cription** | robability | Mitigation | Current |
|         | Risk**   |            | of         | Strategy** | S       |
| **Ident |          |            | Oc         |            | tatus** |
| ified** |          |            | currence** |            |         |
+---------+----------+------------+------------+------------+---------+
|         |          |            |            |            |         |
+---------+----------+------------+------------+------------+---------+
|         |          |            |            |            |         |
+---------+----------+------------+------------+------------+---------+
|         |          |            |            |            |         |
+---------+----------+------------+------------+------------+---------+
|         |          |            |            |            |         |
+---------+----------+------------+------------+------------+---------+

# Appendix D---Capital Asset Plan {#appendix-dcapital-asset-plan .Appendixes}

The Project Manager submits the CAP and their accompanying Project Data
Sheet for Major Investments. Key elements of the CAP submission include:

-   Introduction and brief overview of the investment

-   Mission Needs Statement

-   Acquisition Strategy Statement

-   Initial project plan with estimated costs listed for each Work
    Breakdown Structure (WBS)

-   Performance goals

-   Architecture and facility design, including accessibility for
    persons with disabilities

-   Agency ranking and priority

-   Alternative Analysis

-   Risk Assessment and Mitigation Plans Statement

The Project Manager also reviews the project submission and requests the
Project Sponsor to update the package or make changes as needed,
including review and certification of the project budget/costs by the
CFO.

The Agency Head then approves the investment submission and forwards the
CAP to the Departmental AMRB.

![](media/image5.jpeg){width="0.8333333333333334in"
height="0.6145833333333334in"} **United States Department of
Agriculture**

***Office of Procurement and Property Management***

**\<Project Title\>**

**Real Property**

**Capital Asset Plan and Business Case Summary**

**Exhibit 300**

*Agency*

Version 0.A (dd/mm/yyyy)

OMB Circular A-11 requires that the Capital Asset Plan (CAP) and
Business Case Summary -- Exhibit 300 must be completed for all Real
Property investments that meet the following criteria:

-   Total design and construction costs greater than \$10 million

-   Directly supports the President\'s Management Agenda Items of \"high
    executive visibility\"

-   Multiple-bureau and/or agency projects

-   Other significant projects requested by OMB

**Document Acceptance and Release Notice**

This is \<release/version\> \<n.n\> of the \<Project Title\> CAP and
Business Case Summary Exhibit 300. The CAP is a managed document. For
identification of amendments each page contains a release number and a
page number. Recipients should remove superseded versions from
circulation.

PREPARED: DATE:\_\_\_/\_\_\_/\_\_\_

(for acceptance) (\<Project Title\> Project Manager, \<name, title\>)

ACCEPTED: DATE:\_\_\_/\_\_\_/\_\_\_

(for release) (\<Project Title\> Project Sponsor, \<name, title\>)

ACCEPTED: DATE:\_\_\_/\_\_\_/\_\_\_

(for release) (Agency Head, \<name, title\>)

ACCEPTED: DATE:\_\_\_/\_\_\_/\_\_\_

(for release) (Agency Asset Management Review Board, \<name, title\>)

ACCEPTED: DATE:\_\_\_/\_\_\_/\_\_\_

(for release) (Departmental Asset Management Review Board, \<name,
title\>)

ACCEPTED: DATE:\_\_\_/\_\_\_/\_\_\_

(for release) (Budget and Performance Integration Board, \<name,
title\>)

PART I: SUMMARY INFORMATION AND JUSTIFICATION

Section A: Overview (All Capital Assets)

The following series of questions are to be completed for all
investments.

Help OMB to identify which agency and bureau is responsible for managing
each capital asset, which OMB MAX budget account funds the project, the
kind of the project, who to contact with questions about the information
provided in the exhibit 300, and whether or not it is an IT or a non-IT
capital asset.

1\. Date of Submission: (date)

2\. Agency:

3\. Bureau:

4\. Name of this Capital Asset: (Short text)

5\. Unique ID: (For IT investments only, see section 53. For all other,
use agency ID system.) (xxx-xx-xx-xx-xx-xxxx-xx)

6\. What kind of investment will this be in FY2008?\
Planning ![](media/image6.jpeg){width="0.225in"
height="0.18472222222222223in"} Acquisition
![](media/image7.jpeg){width="0.18472222222222223in"
height="0.18472222222222223in"} Operations and Maintenance
![](media/image8.jpeg){width="0.225in" height="0.18472222222222223in"}
Mixed Life Cycle E-Gov/LoB Oversight
![](media/image9.jpeg){width="0.1701388888888889in"
height="0.18472222222222223in"}

7\. What was the first budget year this investment was submitted to OMB?

(list "FY2001 or earlier" thru "FY2008")

8\. Provide a brief summary of this investment: (Long text)

9\. Did the Agency's Executive/Investment Committee approve this
request? Yes ![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} No
![](media/image11.jpeg){width="0.18472222222222223in"
height="0.1701388888888889in"}

a\. If "yes," what was the date of this approval? (date)

10\. Did the Project Manager review this Exhibit? Yes
![](media/image11.jpeg){width="0.18472222222222223in"
height="0.1701388888888889in"} No
![](media/image11.jpeg){width="0.18472222222222223in"
height="0.1701388888888889in"}

11\. Contact information of Project Manager?

Name (short text)

Phone Number (xxx-xxx-xxxx)

E-mail (short text)

*Short text - 250 characters Medium text - 500 characters Long text -
2500 characters*

*All dollar amounts must be reported in millions with at least 3
decimals (6 decimals available)*

12\. Has the agency developed and/or promoted cost effective,
energy-efficient and environmentally sustainable techniques or practices
for this project. (Answer applicable to non-IT assets only) Yes
![](media/image12.jpeg){width="0.2652777777777778in"
height="0.1701388888888889in"} No
![](media/image7.jpeg){width="0.18472222222222223in"
height="0.18472222222222223in"}

a\. Will this investment include electronic assets (including
computers)? Yes ![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} No
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}

b\. Is this investment for new construction or major retrofit of a
Federal building or facility? (answer applicable to non-IT assets only)
Yes ![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} No
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}

1\. If "yes," is an ESPC or UESC being used to help fund this
investment? Yes ![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} No
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}

2\. If "yes," will this investment meet sustainable design principles?
Yes ![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} No
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}\
3. If "yes," is it designed to be 30% more energy efficient than
relevant code?

Yes ![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} No
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}

13\. Does this investment support one of the PMA initiatives? Yes
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} No
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}\
If "yes," check all that apply:\
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Human Capital

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Budget Performance Integration

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Financial Performance

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Expanded E-Government

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Competitive Sourcing

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Faith Based and Community

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Real Property Asset Management

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Eliminating Improper Payments

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Privatization of Military Housing

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Research & Development Investment
Criteria

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Housing & Urban Development Management
& Performance

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Broadening Health Insurance Coverage
through State Initiatives

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} -"Right Sized" Overseas Presence

![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} - Coordination of VA & DoD Programs and
Systems

Short text - 250 characters Medium text - 500 characters Long text -
2500 characters

All dollar amounts must be reported in millions with at least 3 decimals
(6 decimals available)

14\. Does this investment support a program assessed using OMB's Program
Assessment Rating Tool (PART)? Yes
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} No
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}\
a. If "yes," does this investment address a weakness found during the
PART review? Yes ![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} No
![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}\
b. If "yes," what is the name of the PART program assessed by OMB's
Program Assessment Rating Tool?\
c. If "yes," what PART rating did it receive?

15\. Is this investment for information technology? (see section
[53]{.underline} for definition) Yes
![](media/image13.jpeg){width="0.225in" height="0.1701388888888889in"}
No ![](media/image10.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}\
If the answer to Question 16 was "Yes," complete questions 16-23 below.
If the answer is "No," do not answer questions 16-23.

16\. Is this investment identified as "high risk" on the Q4 - FY 2006
agency high risk report (per OMB's 'high risk" memo)? Yes
![](media/image14.jpeg){width="0.225in" height="0.1701388888888889in"}
No ![](media/image15.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}

17\. If this project produces information dissemination products for the
public, are these products published to the Internet in conformance with
OMB Memorandum 05-04 and included in your agency inventory, schedules
and priorities? Yes ![](media/image14.jpeg){width="0.225in"
height="0.1701388888888889in"} No
![](media/image15.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} N/A
![](media/image15.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}\
\
18. Are the records produced by this investment appropriately scheduled
with the National Archives and Records Administration's approval? Yes
![](media/image14.jpeg){width="0.225in" height="0.1701388888888889in"}
No ![](media/image15.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}

Section B: Summary of Funding (All Capital Assets)

1.  Provide the total estimated life-cycle cost for this investment by
    completing the following table. All amounts represent budget
    authority in millions, and are rounded to three decimal places.
    Federal personnel costs should be included [only]{.underline} in the
    row designated "Government FTE Cost," and should be **excluded**
    from the amounts shown for "Planning," "Full Acquisition," and
    "Operation/Maintenance." The total estimated annual cost of the
    investment is the sum of costs for "Planning," "Full Acquisition,"
    and "Operation/Maintenance." For Federal buildings and facilities,
    life-cycle costs should include long term energy, environmental,
    decommissioning, and/or restoration costs. The costs associated with
    the entire life-cycle of the investment should be included in this
    report.

Short text - 250 characters Medium text - 500 characters Long text -
2500 characters

All dollar amounts must be reported in millions with at least 3 decimals
(6 decimals available)

<table style="width:100%;">
<colgroup>
<col style="width: 16%" />
<col style="width: 10%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 9%" />
<col style="width: 9%" />
<col style="width: 9%" />
<col style="width: 9%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="10">Table 1: SUMMARY OF SPENDING FOR PROJECT PHASES
(REPORTED IN MILLIONS) All amounts represent Budget Authority (Estimates
for BY+1 and beyond are for planning purposes only and do not represent
budget decisions)</td>
</tr>
<tr class="even">
<td></td>
<td>PY-1 &amp; Spending Prior to 2006</td>
<td>PY 2006</td>
<td>CY 2007</td>
<td>BY 2008</td>
<td>BY +1 2009</td>
<td>BY+2 2010</td>
<td>BY+3 2011</td>
<td>BY+4 2012 and beyond</td>
<td>Total</td>
</tr>
<tr class="odd">
<td>Planning</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Acquisition</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><p>Subtotal</p>
<p>Planning &amp;</p>
<p>Acquisition</p></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Operations &amp; Maintenance</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>TOTAL</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td colspan="10">Government FTE Costs should not be included in the
amounts provided above.</td>
</tr>
<tr class="odd">
<td>Government FTE Costs</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><p>Number of FTEs</p>
<p>Represented by Cost</p></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

***Note:*** For the cross-agency investments, this table should include
all funding (both managing partner and partner agencies). Government FTE
Costs should not be included as part of the TOTAL represented.

> 2\. Will this project require the agency to hire additional FTE's?
> Yes![](media/image16.jpeg){width="0.225in"
> height="0.1701388888888889in"} No
> ![](media/image17.jpeg){width="0.1951388888888889in"
> height="0.1701388888888889in"}
>
> a\. How many and in what year? (medium text)

3\. If the summary of spending has changed from the FY2007 President's
budget request,\
briefly explain those changes. (Long text)

Short text - 250 characters Medium text - 500 characters Long text -
2500 characters

All dollar amounts must be reported in millions with at least 3 decimals
(6 decimals available)

Section **C: Acquisition/Contract Strategy (All Capital Assets)**

Complete the table for all contracts and/or task orders in place or
planned for this investment:

  ---------- ----------- ---------- ------- --------------- -------------- -------- -------------- ------- ---------- ----------
  Contract   Type of     Has the    Start & Total Value of  Is this an     Is it    Competitivel y SIS,    Is EVM in  Does the
  or Task    Contract/   contract   end     Contract/Task   Interagency    perfor   awarded? (Y/N) ESPC or the        contract
  Order      Task Order  been       date of Order (\$M)     Acquisition?   mance                   UESC?   contract   include
  Number                 awarded,   Cont                    (Y/N)          based?                  (Y/N)   t? (Y/N)   the
                         if so what ract/                                  (Y/N)                                      required
                         is the     Task                                                                              security &
                         date of    Order r                                                                           privacy
                         the award?                                                                                   clauses?
                         If not,                                                                                      (Y/N)
                         what is                                                                                      
                         the                                                                                          
                         planned                                                                                      
                         award                                                                                        
                         date?                                                                                        

  (short     (short      (short     (sh ort (short text)                                                              
  text)      text)       text)      text )                                                                            

                                                                                                                      

                                                                                                                      
  ---------- ----------- ---------- ------- --------------- -------------- -------- -------------- ------- ---------- ----------

2\. If earned value is not required or will not be a contract
requirement for any of the contracts or task orders above, explain why:
(long text)\
3. Do the contracts ensure Section 508 compliance? Yes
![](media/image18.jpeg){width="0.225in" height="0.1701388888888889in"}
No ![](media/image19.jpeg){width="0.225in"
height="0.1701388888888889in"} N/A\
4. Is there an acquisition plan which has been approved in accordance
with agency requirements? Yes
![](media/image20.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"} No
![](media/image21.jpeg){width="0.1701388888888889in"
height="0.18472222222222223in"}\
a. If "yes," what is the date? (date)\
b. If "no," will an acquisition plan be developed? Yes
![](media/image22.jpeg){width="0.225in" height="0.1701388888888889in"}
No ![](media/image23.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}

1.  If "no," briefly explain why: (medium text)

Section D: Performance Information (All Capital Assets)

1.  Agencies must use the Performance Goals and Measures Table below for
    reporting performance goals and measures for all investments.

Short text - 250 characters Medium text - 500 characters Long text -
2500 characters

All dollar amounts must be reported in millions with at least 3 decimals
(6 decimals available)

+-----+--------+--------------------+-----------+---------+---------+
| *   |        |                    |           |         |         |
| *Ta |        |                    |           |         |         |
| ble |        |                    |           |         |         |
| 1** |        |                    |           |         |         |
+-----+--------+--------------------+-----------+---------+---------+
| Fis | Str    | Performance        | Actual    | Planned | Perf    |
| cal | ategic | Measure            | /baseline | Perf    | ormance |
| Y   | G      |                    | (from     | ormance | Metric  |
| ear | oal(s) |                    | Previous  | Metric  |         |
|     | Sup    |                    | Year)     |         | Results |
|     | ported |                    |           | (       |         |
|     |        |                    |           | Target) | (       |
|     |        |                    |           |         | Actual) |
+-----+--------+--------------------+-----------+---------+---------+
| 2   |        |                    |           |         |         |
| 007 |        |                    |           |         |         |
+-----+--------+--------------------+-----------+---------+---------+
| 2   |        |                    |           |         |         |
| 007 |        |                    |           |         |         |
+-----+--------+--------------------+-----------+---------+---------+
| 2   |        |                    |           |         |         |
| 008 |        |                    |           |         |         |
+-----+--------+--------------------+-----------+---------+---------+
| 2   |        |                    |           |         |         |
| 008 |        |                    |           |         |         |
+-----+--------+--------------------+-----------+---------+---------+

+-----+-----------+----------+----------+------+----------+--------+
| *   |           |          |          |      |          |        |
| *Ta |           |          |          |      |          |        |
| ble |           |          |          |      |          |        |
| 2** |           |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| Fis | Me        | Mea      | Mea      | Base | Planned  | Actual |
| cal | asurement | surement | surement | line |          |        |
| Y   | Area      | Grouping | I        |      | Imp      | R      |
| ear |           |          | ndicator |      | rovement | esults |
|     |           |          |          |      | to the   |        |
|     |           |          |          |      | Baseline |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | Mission & |          |          |      |          |        |
| 007 |           |          |          |      |          |        |
|     | Business  |          |          |      |          |        |
|     | Results   |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | Customer  |          |          |      |          |        |
| 007 | Results   |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | Processes |          |          |      |          |        |
| 007 | &         |          |          |      |          |        |
|     |           |          |          |      |          |        |
|     | A         |          |          |      |          |        |
|     | ctivities |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | T         |          |          |      |          |        |
| 007 | echnology |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | Mission & |          |          |      |          |        |
| 008 |           |          |          |      |          |        |
|     | Business  |          |          |      |          |        |
|     | Results   |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | Customer  |          |          |      |          |        |
| 008 | Results   |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | Processes |          |          |      |          |        |
| 008 | &         |          |          |      |          |        |
|     |           |          |          |      |          |        |
|     | A         |          |          |      |          |        |
|     | ctivities |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | T         |          |          |      |          |        |
| 008 | echnology |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | Mission & |          |          |      |          |        |
| 009 |           |          |          |      |          |        |
|     | Business  |          |          |      |          |        |
|     | Results   |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | Customer  |          |          |      |          |        |
| 009 | Results   |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | Processes |          |          |      |          |        |
| 009 | &         |          |          |      |          |        |
|     |           |          |          |      |          |        |
|     | A         |          |          |      |          |        |
|     | ctivities |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+
| 2   | T         |          |          |      |          |        |
| 009 | echnology |          |          |      |          |        |
+-----+-----------+----------+----------+------+----------+--------+

PART II: PLANNING, ACQUISITION AND PERFORMANCE INFORMATION

Part II should be completed *only* for investments which in FY2008 will
be in "Planning" or "Full Acquisition," or "Mixed Life-Cycle"
investments, i.e., selected one of these three choices in response to
Question 6 in Part I, Section A above.

Short text - 250 characters Medium text - 500 characters Long text -
2500 characters

All dollar amounts must be reported in millions with at least 3 decimals
(6 decimals available

Section A: Alternatives Analysis (All Capital Assets)

In selecting the best capital asset, you should identify and consider at
least three viable alternatives, in addition to the current baseline,
i.e., the status quo. Use OMB Circular A-94 for all investments, to
determine the criteria you should use in your Benefit/Cost Analysis.

1.  Did you conduct an alternatives analysis for this project? Yes
    ![](media/image24.jpeg){width="0.225in"
    height="0.1701388888888889in"} No
    ![](media/image25.jpeg){width="0.1701388888888889in"
    height="0.1701388888888889in"}\
    a. If "yes," provide the date the analysis was completed? (date)\
    b. If "no," what is the anticipated date this analysis will be
    completed? (date)\
    c. If no analysis is planned, please briefly explain why not: (long
    text)

2.  Use the results of your alternatives analysis to complete the
    following table:

+-------------+-----------------------+---------------+---------------+
| **Al        | **Description of      | **Lifecycle   | **Lifecycle   |
| ternative** | Alternative**         | Costs**       | Benefits      |
|             |                       |               | estimate**    |
| *           |                       | **estimate**  |               |
| *Analyzed** |                       |               |               |
+-------------+-----------------------+---------------+---------------+
| Baseline    | Status quo            |               |               |
+-------------+-----------------------+---------------+---------------+
| 1 -(medium  | (medium text)         |               |               |
| text)       |                       |               |               |
+-------------+-----------------------+---------------+---------------+
| 2 -(medium  | (medium text)         |               |               |
| text)       |                       |               |               |
+-------------+-----------------------+---------------+---------------+
| 3 -(medium  | (medium text)         |               |               |
| text)       |                       |               |               |
+-------------+-----------------------+---------------+---------------+

3\. Which alternative was selected by the Agency's Executive/Investment
Committee and

why was it chosen? (medium text)

4\. What specific qualitative benefits will be realized? (long text)

Section B: Risk Management (All Capital Assets)

You should perform a risk assessment during the early planning and
initial concept phase of the investment life-cycle.

Answer the following questions to describe how you are managing
investment risks.

> 1\. Does the investment have a Risk Management Plan? Yes
> ![](media/image26.jpeg){width="0.225in"
> height="0.18472222222222223in"} No
> ![](media/image27.jpeg){width="0.1701388888888889in"
> height="0.18472222222222223in"}\
> a. If "yes," what is the date of the plan? (date)

b\. Has the Risk Management Plan been significantly changed since last
year's\
submission to OMB? Yes![](media/image28.jpeg){width="0.225in"
height="0.1701388888888889in"} No
![](media/image29.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}

1.  c\. If "yes," describe any significant changes: (long text)

> 2\. If there currently is no plan, will a plan be developed? Yes
> ![](media/image30.jpeg){width="0.225in"
> height="0.18472222222222223in"} No
> ![](media/image31.jpeg){width="0.18472222222222223in"
> height="0.18472222222222223in"}

a\. If "yes," what is the planned completion date? (date)\
b. If "no," what is the strategy for managing the risks? (long text)

> 3\. Briefly describe how investment risks are reflected in the life
> cycle cost estimate and investment schedule: (long text)

Short text - 250 characters Medium text - 500 characters Long text -
2500 characters

All dollar amounts must be reported in millions with at least 3 decimals
(6 decimals available)

Section C: Cost and Schedule Performance (All Capital Assets)

1\. Does the earned value management system meet the criteria in
ANSI/EIA\
Standard -- 748? Yes
![](media/image7.jpeg){width="0.18472222222222223in"
height="0.18472222222222223in"} No
![](media/image7.jpeg){width="0.18472222222222223in"
height="0.18472222222222223in"}\
2. Answer the following questions about current cumulative cost and
schedule performance. Indicate whether the information provided is
contractor-only, or whether it includes both government and contractor
costs. "As of" date: date format (mm/dd/yyyy)\
a. What is the Planned Value (PV)? (Positive dollar value with 3
decimals)\
b. What is the Earned Value (EV)? (Positive dollar value with 3
decimals)\
c. What is the actual cost of work performed (AC)? (Positive dollar
value with 3 decimals)\
3. What is the calculated Schedule Performance Index (SPI= EV/PV)?\
Positive number with 2 decimal places\
4. What is the schedule variance (SV = EV-PV)? Positive or negative
dollar value\
5. What is the calculated Cost Performance Index (CPI = EV/AC)?\
Positive number with 2 decimal places\
6. What is the cost variance (CV = EV--AC)? Positive or negative dollar
value\
7. Is the CV or SV greater than 10%? Yes
![](media/image9.jpeg){width="0.1701388888888889in"
height="0.18472222222222223in"}
No![](media/image7.jpeg){width="0.18472222222222223in"
height="0.18472222222222223in"}\
a. If "yes," was it the CV ![](media/image32.jpeg){width="0.225in"
height="0.18472222222222223in"} or SV
![](media/image32.jpeg){width="0.225in" height="0.18472222222222223in"}
or both ![](media/image7.jpeg){width="0.21180555555555555in"
height="0.18472222222222223in"} ?\
b. If "yes," explain the variance: (long text)\
c. If "yes," what corrective actions are being taken? (long text)\
d. What is most current "Estimate at Completion"? (Positive dollar value
with 3 decimals)\
8. Is the department requesting a change in the performance baseline?
Yes![](media/image7.jpeg){width="0.18472222222222223in"
height="0.18472222222222223in"} No
![](media/image33.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}\
9. Complete the following table to compare actual performance against
the current performance baseline and to the initial performance
baseline. In the Current Baseline section, for all milestones listed,
you should provide both the baseline and actual completion dates (e.g.,
"03/23/2003"/ "04/28/2004") and the baseline and actual total costs (in
\$ Millions). Indicate if the information provided includes government
and contractor costs:\
a. Government costs? Yes
![](media/image12.jpeg){width="0.2652777777777778in"
height="0.1701388888888889in"} No
![](media/image34.jpeg){width="0.1701388888888889in"
height="0.1701388888888889in"}\
b. Contractor costs? Yes
![](media/image35.jpeg){width="0.2652777777777778in"
height="0.1701388888888889in"} No
![](media/image11.jpeg){width="0.18472222222222223in"
height="0.1701388888888889in"}

<table>
<colgroup>
<col style="width: 17%" />
<col style="width: 13%" />
<col style="width: 11%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 6%" />
<col style="width: 11%" />
</colgroup>
<tbody>
<tr class="odd">
<td></td>
<td colspan="8">Comparison of Initial Baseline and Current Approved
Baseline</td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td colspan="2">Initial Baseline</td>
<td colspan="4">Current Baseline</td>
<td colspan="2">Current Baseline Variance</td>
<td></td>
</tr>
<tr class="odd">
<td><p>Description of</p>
<p>Milestone</p></td>
<td>Planned Completion Date (mm/dd/yyyy)</td>
<td>Total Cost ($M) Estimated</td>
<td colspan="2">Completion Date (mm/dd/yyyy) Planned/Actual</td>
<td colspan="2">Total Cost ($M) Planned/Actual</td>
<td colspan="2">Schedule/Cost (# days/$M)</td>
<td>Percent Complete</td>
</tr>
<tr class="even">
<td>(short text)</td>
<td>date</td>
<td>(Positive dollar value)</td>
<td>date</td>
<td>date</td>
<td>(Positive e dollar value)</td>
<td>(Positive e dollar value)</td>
<td># days</td>
<td>+/- S</td>
<td>0-100%</td>
</tr>
<tr class="odd">
<td>(short text)</td>
<td>date</td>
<td>(Positive dollar value)</td>
<td>date</td>
<td>date</td>
<td>(Positive e dollar value)</td>
<td>(Positive e dollar value)</td>
<td># days</td>
<td>+/- $</td>
<td>0-100%</td>
</tr>
</tbody>
</table>

Short text - 250 characters Medium text - 500 characters Long text -
2500 characters

All dollar amounts must be reported in millions with at least 3 decimals
(6 decimals available)

# Appendix E---Asset Management Review Board Charter {#appendix-easset-management-review-board-charter .Appendixes}

The following Appendix provides the Department Asset Management Review
Board (AMRB) Charter.

![](media/image36.jpeg){width="1.8736111111111111in"
height="1.2861111111111112in"}

The United States Department of Agriculture (USDA)

Departmental Real Property Asset Management Review Board (AMRB) Charter

Version 1.1

March 20, 2007

Table of Contents

[1.0 Purpose 4](#purpose-1)

[2.0 Background 4](#background)

[3.0 Authority 4](#authority)

[4.0 Membership 5](#membership)

[5.0 Roles and Responsibilities 5](#roles-and-responsibilities)

[6.0 Meetings 6](#meetings)

[7.0 Ratification 6](#ratification)

List of Tables

[Table 1: Investment Review and Approval Levels of Authority for the
Department 5](#__RefHeading___Toc153683465)

# Purpose

The purpose of this Charter is to define the authority, membership,
roles and responsibilities of the Departmental Real Property Asset
Management Review Board (AMRB), and its relationships to other internal
and external bodies.

# Background

USDA has recognized the need to adopt a more consistent, structured,
performance-based, integrated planning process across all of its
agencies to better enable the Department to oversee management of the
extensive USDA asset portfolio. To meet this goal, USDA is building its
process around the OMB Capital Planning and Investment Control (CPIP)
guidance (See Capital Programming Guide, supplement to Part 7 of OMB
Circular A-11). Utilizing the CPIP instructions to evaluate all real
property investments will provide the Department and the agencies with
the ability to manage risks and returns of real property assets
throughout their lifecycle to ensure that USDA's investments are
well-conceived, cost-effective, and support strategic mission and
business goals. All investments will be articulated in a business case,
the requirements for which will be commensurate with the cost and impact
of the investment on the organization.

The Departmental Real Property Asset Management Review Board is
established pursuant to the requirements of Executive Order (E.O.)
13327, Federal Real Property Asset Management, which set 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 . . ." E.O. 13327 states
that the executive branch departments and agencies of the Federal
government "...shall recognize the importance of real property resources
through increased management attention, the establishment of clear goals
and objectives, improved policies and levels of accountability, and
other appropriate action."

To implement this initiative, the Department has included, as part of
its Strategic Plan, a management initiative regarding Real Property.
This initiative, along with the Department's Asset Management Plan
(AMP), established the USDA Real Property Council (RPC), and appointed
the USDA Senior Real Property Officer (SPRO). Additionally, internal
performance measures reflecting the President's Management Agenda
scorecard have been developed to evaluate compliance at the Departmental
and Agency level. The AMRB is established as an integral component of
USDA's ongoing effort to implement E.O. 13327.

# Authority

The following directives authorize the establishment of this AMRB:

-   E.O. 13327, Federal Real Property Asset Management, dated February
    4, 2004.

-   USDA Asset Management Plan (AMP), Version 6.1, dated April 14, 2006.

# Membership

The AMRB consists of the membership of the USDA Real Property Council.
The Assistant Secretary for Administration will serve as the Board chair
and the USDA SRPO will serve as the Executive Secretary for the Board.

# Roles and Responsibilities

For all Major and Significant level investments, the Departmental Asset
Management Review Board (AMRB) primary responsibilities are to:

-   Evaluate and provide recommendations to agencies regarding Real
    Property projects above the GSA Prospectus level, which will create
    a USDA Real Property portfolio that best supports the Department's
    missions and program delivery processes.

-   Assemble a consolidated USDA Real Property portfolio using a
    standard set of criteria.

-   Ensure the Department's Asset Management Plan is followed by USDA
    agencies.

-   Assure that the Department's Real Property program remains in
    compliance with E.O. and implementing directives.

The Departmental AMRB provides recommendations on Agency proposed
capital investments affecting the USDA portfolio to the Budget and
Performance Integration Board (BPIB), which consists of the Deputy
Secretary and Office of Budget and Policy Analysis (OBPA). It is also
responsible for setting performance goals, assessing how well
investments meet the goals, and how agencies are meeting performance
measure targets. The Departmental AMRB is chaired by ASA.

AMRB authorities for projects within the CPIP instructions are based
upon the value of the project as shown in Table 1 below.

  ------------------------------------------------------------------------------------------
  **Investment      **Project    **Required Review **Review Authority**       **Approval
  Type**            Value**      Documentation**                              Authority**
  ----------------- ------------ ----------------- -------------------------- --------------
  **Major**         ≥ \$10M or   Capital Asset     Departmental Asset         Secretary
                    High Risk    Plan              Management Review Board    
                                                   will review agency         
                                                   documentation and provide  
                                                   recommendations to the     
                                                   Budget and Performance     
                                                   Integration Board          

  **Significant**   ≥ GSA        Real Property     Agency Headquarters/Agency Agency
                    prospectus   Investment Report Asset Management Review    Headquarters
                    level to \<                    Board                      
                    \$10M                                                     

  **Non-Major**     \< GSA       As determined by  Agency Headquarters will   Agency
                    prospectus   Agency            determine asset management Headquarters
                    level        Headquarters      review authority           may delegate
                                                                              approval
                                                                              authority
  ------------------------------------------------------------------------------------------

[]{#__RefHeading___Toc153683465 .anchor}Table 6: Investment Review and
Approval Levels of Authority for the Department

# Meetings

The Departmental AMRB will hold meetings annually based on the reporting
requirements of the USDA CPIP instructions or more frequently subject to
the call of the Chair. These meetings will be held in conjunction with
the USDA budget submission process and schedule.

# Ratification

+---------------------------+------+---+-----------------------+------+
|                           |      |   |                       |      |
+---------------------------+------+---+-----------------------+------+
| Boyd K. Rutherford        | DATE |   | Glenn D. Haggstrom    | DATE |
|                           |      |   |                       |      |
| Assistant Secretary\      |      |   | Senior Real Property  |      |
| for Administration        |      |   | Officer               |      |
+---------------------------+------+---+-----------------------+------+

# Appendix F---Agriculture Acquisition Regulation (AGAR) Advisory - 83 {#appendix-fagriculture-acquisition-regulation-agar-advisory---83 .Appendixes}

The following Appendix provides the AGAR Advisory 83: Acquisition
Strategy Review and Approval Procedures

**AGAR ADVISORY**

**UNITED STATES DEPARTMENT OF AGRICULTURE**

**OFFICE OF PROCUREMENT AND PROPERTY MANAGEMENT**

> **AGAR ADVISORY NO. 83**

**Acquisition Strategy Review and Approval Procedures**

**INTRODUCTION**: The purpose of this Agriculture Acquisition Regulation
(AGAR) Advisory is to establish interim policy and procedures for Chief
Acquisition Officer (CAO) review of acquisition activities and programs
of the Department of Agriculture (USDA).

**SUMMARY:** Review of USDA's acquisition activities is essential for
effective management and to ensure that business approaches effectively
support the USDA mission and program objectives. Acquisition strategies
for certain planned acquisitions based on dollar value, mission-impact,
or as otherwise deemed appropriate by the CAO, will be submitted for
review and approval in accordance with this AGAR Advisory. This new
process will be effective March 15, 2007.

**SPECIFIC ISSUES:**

I)  [Background]{.underline}

    A.  Pursuant to 41 USC 414(a) the Secretary of Agriculture has
        designated the position of Assistant Secretary for
        Administration (ASA) as USDA's CAO.

    B.  One of the primary duties of the CAO is to ensure, through
        proper management of USDA's acquisition activities, that USDA
        mission objectives are achieved. To support the CAO in
        fulfilling this responsibility and executing the functions
        delineated in 41 USC 414(b) and (c), agencies will submit
        written documentation concerning planned acquisition activities
        and provide necessary notifications in accordance with the
        acquisition strategy requirements in this AGAR Advisory.

    C.  The review and approval of acquisition strategies for
        significant planned acquisitions will provide the CAO one
        mechanism for reviewing the acquisition activities of the
        contracting agencies. This process will accomplish the following
        results:

        1.  Provide a Departmental level review of the business
            approaches utilized by the contracting agencies in meeting
            USDA mission requirements,

        2.  Ensure that Federal and Departmental initiatives are being
            addressed,

        3.  And provide a regular venue for agencies to raise issues
            that may be of concern to the Department.

II) [CAO Review and Approval for Non-Commodity Acquisition
    Strategies]{.underline}

    A.  [Review and Approval Thresholds]{.underline}

> Pursuant to [AGAR 407.103]{.underline} the Head of the Contracting
> Activity (HCA) is responsible for developing procedures to comply with
> the acquisition planning requirements of FAR 7.103. In conjunction
> with FAR planning requirements the CAO will review and approve the
> acquisition strategies for planned acquisitions meeting any of the
> following criteria:

(1) Acquisitions with an estimated value (inclusive of all option
    periods, quantities and items) of \$5 million or greater, over the
    life of the contract.

```{=html}
<!-- -->
```
(i) Acquisitions include contracts, letter contracts, blanket ordering
    agreements (BOAs), blanket purchase agreements (BPAs), delivery and
    task orders under Federal Supply Schedule Contracts, orders placed
    against indefinite delivery, indefinite quantity (IDIQ) contracts,
    all contracts awarded by other Federal agencies, exercise of
    unpriced options, and new work or scope modifications with an
    increase of \$5 million or greater.

(ii) For BOAs and BPAs the estimated value is the maximum value of all
     orders which may be placed under the agreement.

(iii) Upon CAO review and approval of an initial planned acquisition,
      all associated options and orders over the life of the contract
      shall be covered up to the maximum estimated value of the original
      CAO approval.

```{=html}
<!-- -->
```
(2) Acquisitions for [major]{.underline} information technology (IT)
    investments in accordance with the criteria in (i)(A) through (C)
    below:

```{=html}
<!-- -->
```
(i) Pursuant to the USDA Information Technology Capital Planning and
    Investment Control Guide, major IT investments are defined as
    investments which meet at least one of the following criteria:

    A.  Total lifecycle costs greater than \$50 million or lifecycle
        Development/ Modernization/Enhancement (D/M/E) funding of \$20
        million or more, (Review and approval procedures for all
        contract actions \$5 million and greater outlined in II(A)(1)
        apply)

    B.  Financial systems with costs greater than \$500,000 per year in
        FY 2006 or later.

    C.  Identified by the USDA CIO as critical during the E-Board and IT
        Acquisition Approval process. This may include systems that are

-   Mandated by legislation or executive order, or

-   Require a common infrastructure investment, or

-   Are considered strategic or mandatory-use systems, or

-   Significantly differ from or impact the Department infrastructure,
    architecture, or standards guidelines, or

-   Receive significant multiple-agency funding.

(ii) Planned acquisitions and contract actions for major IT investments
     are required to be included as part of the OMB Circular No. A-11,
     Part 7, Exhibit 300, for submission to OMB.

```{=html}
<!-- -->
```
(3) Acquisitions identified by the HCA or Designee (HCAD) or CAO as
    significant because of cross-agency impact, their critical roles in
    mission accomplishment or to insure compliance with Presidential
    initiatives.

    A.  [Requirements, Procedures and Submission Format]{.underline}

```{=html}
<!-- -->
```
(1) Approval of the acquisition strategy by the CAO is required prior to
    issuance of the solicitation. The Senior Procurement Executive (SPE)
    can review and approve in situations of CAO absence, unavailability,
    or emergency. Agencies are encouraged to submit the required
    information for approval as early as possible in their schedule
    thereby limiting delay at the time of solicitation issuance.

(2) The acquisition strategy shall be submitted by the HCA or HCAD to
    the SPE via the Chief, Procurement Policy Division, Office of
    Procurement and Property Management (PPD/OPPM). All agency
    acquisition strategy submissions shall be emailed to
    [[todd.repass@usda.gov]{.underline}](mailto:todd.repass@usda.gov),
    [[linda.persons@usda.gov]{.underline}](mailto:Linda.persons@usda.gov)
    and
    [[glenn.haggstrom@usda.gov]{.underline}](mailto:glenn.haggstrom@usda.gov).

(3) Attachment (1) is the acquisition strategy format required.

(4) Acquisition strategies shall be submitted, electronically to the
    Chief, OPPM/PPD, at least ten (10) working days prior to the
    bi-weekly CAO/SPE Acquisition Strategy Review Meetings (ASRMs.) The
    CAO/SPE reserves the right to schedule additional ASRMs to
    accommodate initiatives or emergencies.

(5) ASRMs include the CAO, SPE, and Procurement Policy Division staff.
    Other meeting participants may include on an as needed basis as
    requested by OPPM/PPD: Office of General Counsel, Office of Small
    and Disadvantaged Business Utilization, Agency representatives, and
    other subject matter experts. The schedule for these meetings will
    be distributed by separate guidance to the HCAs/HCADs.

(6) Disposition (approval, disapproval, conditional approval) of the
    acquisition strategy submission will be provided at the ASRMs.
    Notification of the disposition will be provided to the HCA/HCAD
    electronically within 2 business days of the ASRM disposition.

    A.  [Changes in Acquisition Strategy Subsequent to Approval -
        Notifications]{.underline}

> Agency updates involving significant changes to a strategy which has
> been already approved by the CAO must be described in a written
> notification to the CAO within three business days after the
> significant change occurs. These updates include, but are not limited
> to, changes in the requirements, changes in strategy such as contract
> type, type of statement of work, small business approach to
> solicitation, or an increase of 10% or more in the total estimated
> value of the acquisition. Agency notifications shall be submitted in
> accordance with the email distribution outlined in section II(B)(2)
> above. Change notifications shall reference the Acquisition Strategy
> Identifier number, point of contact information, a detailed
> description of the significant change, and Agency HCAD approval.

B.  [Revision to CAO Review and Approval Threshold]{.underline}

This AGAR Advisory establishes an initial threshold of \$5 million for
CAO review and approval. The CAO reserves the right to revise this
initial threshold to a different dollar amount if considered appropriate
and necessary for effective management of the USDA acquisition
activities. In situations of emergency or disaster, the CAO/SPE may
temporarily waive the requirements of this advisory for identified
acquisitions.

III) [HCA/HCAD Review and Approval of Non-Commodity Acquisition
     Strategies]{.underline}

> \(A\) HCAs/HCADs shall develop a comparable acquisition strategy
> review process that requires HCA/HCAD review and approval of planned
> acquisitions (see paragraph II(A) above as a template for establishing
> your Agency \$1 million to \$5 million process) with an estimated
> value (inclusive of all option periods, quantities and items) between
> \$1 million and \$5 million, over the life of the contract.
>
> \(B\) An Agency's acquisition strategy review process shall be
> submitted by email to the Chief, OPPM/PPD for review and concurrence.
> This process may include a request for consideration to delegate the
> review and approval authority of \$1 million to \$5 million to a level
> below the HCAD. Upon approval and implementation, copies of all
> applicable Agency reviews and approvals shall be submitted to the
> Chief, OPPM/PPD upon request.

IV) [HCA/HCAD Review and Approval of Contractual Commodity Acquisition
    Strategies]{.underline}

> \(A\) Farm Service Agency Kansas City Commodity Office (FSA KCCO), and
> Agricultural Marketing Service (AMS) in coordination with the Animal
> and Plant Health Inspection Service (APHIS), HCAs/HCADs shall develop
> a comparable acquisition strategy review process that requires
> HCA/HCAD review and approval of planned acquisitions (see paragraph
> II(A) above as a template for establishing your Agency \$1 million to
> \$5 million process) with an estimated value (inclusive of all option
> periods, quantities and items) of \$1 million or greater, over the
> life of the contract.
>
> \(B\) An Agency's acquisition strategy review process shall be
> submitted by email to the Chief, OPPM/PPD for review and concurrence.
> This process may include a request for consideration to delegate the
> review and approval authority to a level below the HCAD. Upon approval
> and implementation, copies of all applicable Agency reviews and
> approvals shall be submitted to the Chief, OPPM/PPD upon request.

V)  [Implementation Requirements and Schedule]{.underline}

    A.  By March 12, 2007, the HCAs/HCADs shall submit to the Chief,
        OPPM/PPD, for review and concurrence, their agency/mission area
        Agency Strategy Review and Approval procedures that include, at
        minimum, procedures to comply with the HCA/HCAD acquisition
        strategy review and approval requirements established in
        paragraphs III or IV above.

    B.  The CAO and HCA/HCAD review and approval requirements and
        procedures established by this AGAR Advisory are effective March
        15, 2007.

    C.  All planned acquisitions with an estimated value of \$5 million
        or greater that have a documented issuance of the solicitation
        or publication of the FedBizOps solicitation notice prior to
        March 15, 2007 are exempt from this advisory.

This advisory is available on the USDA procurement homepage at
[[http://www.usda.gov/procurement/policy/advisories.html]{.underline}](http://www.usda.gov/procurement/policy/advisories.html)*.*

**EXPIRATION DATE**: Eighteen months from the date of this Advisory.

**\[END\]**

**\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**Chief Acquisition Officer Date**

**ACQUISITION STRATEGY**

1.  Acquisition Strategy Identifier:

Agency Identifier - FY - Agency

(e.g., REE-06-0001, as determined by Agency)

2.  Contracting Agency Information

> Agency Name and Address:
>
> Agency Point of Contact: Name:
>
> Email Address:
>
> Telephone Number:
>
> Contracting Office Name and Address:
>
> Contracting Officer: Name:
>
> Email Address:
>
> Telephone Number:

3.  Please include a description of planned acquisition, including scope
    of work (attach), major deliverables/services, name of Agency
    Program/Project supported by the Acquisition.

4.  List the Estimated Dollar Amount (inclusive of all options).

5.  Provide the Period of Performance/Delivery Schedule.

6.  What funding method is planned? (proposed funding, include type and
    year of funds/no year)

7.  What is the Contracting Method?

    a.  Solicitation type (e.g., sealed bid (IFB), negotiated (RFP),
        request for proposals under a multiple award contract or Federal
        Supply Schedule, interagency agreements).

    b.  Small Business Program Considerations (e.g., 8(a) competitive,
        8(a) non-competitive, small business set-aside, HubZone
        set-aside, Service Disabled Veteran owned small business,
        women-owned small business).

> Provide a rationale and address market survey(s) conducted, if the
> planned acquisition will be unrestricted.

c.  Extent of competition (e.g., full and open competition, competition
    after exclusion of sources, other than full and open competition
    pursuant to FAR 6.3, competition under Federal Supply Schedule, sole
    source set-aside, brand name specified under FSS, GWAC, multiple
    award or other indefinite delivery type contracts.

> For brand name specific order, attach a copy of the justification as
> required by FAR 11.105 (See AGAR Advisory 75).
>
> For other than full and competition pursuant to FAR Part 6.3, attach a
> copy of the approved justification for other than full and open
> competition.

d.  For service contracts or task orders - if the contract or statement
    of work will not be performance based provide a rationale.

e.  Source selection procedures

f.  Contract Type (see FAR part 16) including pricing structure

g.  Identify option periods, quantities or items

h.  For indefinite delivery type contracts, identify the authorized
    users

```{=html}
<!-- -->
```
8.  For major IT investments include a copy of OMB Circular A-11,
    Exhibit 300, Part I, Section A, Overview (All Capital Assets),
    Section B, Summary of Spending (All Capital Assets) and Section C,
    Acquisition/Contract Strategy (All Capital Assets).

9.  If the acquisition is a follow-on procurement, what is the current
    contract/order number(s), contractor(s) name and address and
    expiration date(s)?

10\. Does the scope include Biobased, BioPreferred products or other
green purchasing initiatives? What other acquisition issues of note
should be provided?

SUBMITTED FOR REVIEW AND APPROVAL:

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Project Manager Date

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Project Sponsor Date

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Contracting Officer Date

HCA or HCAD Date

\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--

RECOMMENDATION TO THE CAO:

Approve \_\_\_\_\_\_\_\_\_\_\_\_\_

Disapprove \_\_\_\_\_\_\_\_\_\_\_\_\_

Approve Subject to listed conditions \_\_\_\_\_\_\_\_\_\_\_\_\_

Conditions:

Chief, Procurement Policy Division, OPPM Date

Senior Procurement Executive Date

\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--

DECISION OF THE CAO:

Approved

Disapproved

Approved Subject to the listed conditions

Conditions:

Chief Acquisition Officer Date

# Appendix G---U.S. Department of Agriculture Real Property Disposition Process, September 20, 2006 {#appendix-gu.s.-department-of-agriculture-real-property-disposition-process-september-20-2006 .Appendixes}

The following Appendix provides the USDA process and reference guide for
determining which assets should be disposed, retired, replaced, enhanced
or refurbished. It also lists actions agencies must take if assets with
sub-standard performance measure scores are to be retained.

**U. S. DEPARTMENT OF AGRICULTURE**

**REAL PROPERTY DISPOSITION PROCESS**

September 20, 2006

***Introduction***

This document is a reference guide that discusses the U. S. Department
of Agriculture's (USDA) real property disposition process. The process
starts with incorporation of the **Federal Real Property Asset
Management Initiative Framework** as outlined in the Office of
Management and Budget's (OMB) *"Achieving Green in Federal Real Property
Asset Management"* (see below) as the formalized end target toward the
goal of rightsizing USDA's asset portfolio. This guide will then discuss
utilization of the General Services Administration's (GSA), Federal Real
Property Profile-Performance Assessment Tool (FRPP-PA) to identify USDA
facilities within the six levels based on the Disposition Decision Tree
developed by the Federal Real Property Council (FRPC), Performance
Measures Committee.

***References***

For further guidance on the USDA disposition process, see the following
references in the USDA Asset Management Plan (AMP):

-   Section 1.2.3 Six Areas of Focus (see #3-6)

-   Section 4 Operations and Maintenance of Real Property

-   Section 5 Disposal of Unneeded Real Property

-   Section 6 Performance Measures and Continuous Monitoring

The Disposition Process will be included in the next revision of the
USDA AMP that is due in the second quarter of fiscal year 2007.

***Background***

One of the main goals in the President's Management Initiative, as
outlined in Executive Order (E.O.) 13327, Federal Real Property Asset
Management, is to ensure that property inventories are maintained at the
right size, cost, and condition to support agency missions and
objectives. While simple in construct, this task requires dedicated
resources, effective coordination, and agency commitment to make tough
decisions when needed. Agencies were, therefore, charged with developing
and implementing the necessary tools (planning documents, consistent
recording of inventory, and utilization of government-wide performance
measures) to improve management decision-making as identified in the OMB
quarterly scorecards. To begin this process, the FRPC developed the
Federal Real Property Asset Management Initiative Framework discussed
below. In order to fully align its real property organization mission
with the principles of E.O. 13327, USDA has embraced the real property
initiative framework as reflected below and published in the document
"*Achieving Green in Federal Real Property Management*."

***Federal Real Property Asset Management Initiative Framework***

The Real Property initiative can be thought of as a layered pyramid,
where each successful layer builds upon the developed tools and measures
to create a rightsized Federal inventory.

![](media/image38.jpeg){width="4.290277777777778in"
height="2.890277777777778in"}

Figure 2: Real Property Initiative Framework

Pictorially, as noted in Figure 1 above, the yellow foundation of the
pyramid represents the basic tools needed to make decisions on asset
management. These tools are a complete and accurate inventory of all
constructed assets; agency asset management plans which systematize
agencies procedures and actions related to asset management; and
performance metrics against which agencies can measure and evaluate
asset management performance.

The second level of the yellow foundation of the pyramid represents the
activities and tools needed for the government and agencies to enhance
Federal asset management. They are not dependent upon the foundation
layer for execution, but would streamline government-wide asset
management once implemented. The disposition algorithm segment provides
for the creation of a government-wide analytical formula to assist
agencies in better identifying and ranking agency assets for possible
disposal or rehabilitation. The legislative proposal segment, once
enacted, will help provide relief from barriers and process
inefficiencies that agencies currently encounter when disposing,
transferring, construction or renovating assets in the modern real
estate market.

Once many of the tools are established, it will provide USDA with the
foundation to develop a plan that addresses the specific actions that
need to be taken in order to meet the goals and objectives of the real
property asset management program. This is a necessary step for
demonstrating results toward rightsizing the agency asset portfolio.

With these tools and activities in place, and as we begin to implement
the identified plan for meeting the goals and objectives, the final step
is to move to the top, darker green portion, of the pyramid and produce
measurable results. The top of the pyramid highlights three targets for
USDA to achieve in rightsizing its portfolio:

1)  Agencies must eliminate non-mission dependent inventory;

2)  Agencies must improve condition of its mission critical and mission
    dependent inventory; and

3)  Agencies must manage their inventory at the right cost.

With these targets in mind, agencies will make sound asset management
decisions leading to a rightsized Federal inventory.

***Disposition -Process Overview***

USDA will utilize the Federal Real Property Profile Performance
Assessment Tool (FRPP-PA) to segment all facilities/assets within the
six levels based on the disposition decision tree as depicted on the
following page. This disposition decision tree will be followed by a
discussion of each step of the process that must be completed to
categorize USDA assets within the six categories. It is critically
important to ensure that all four performance measures are captured
properly for each asset, as well as to ensure the status code (Active,
Inactive, or Excess) is correct to get a true reflection of where each
facility will fall in the six categories.

![](media/image39.jpeg){width="6.749305555555556in"
height="4.888194444444444in"}

The following section explains the steps of the disposition process in
detail as they relate to each of the categories outlined on the
disposition algorithm tree. For each general step, guidance is outlined
as to procedures to follow. These general steps are then followed by
specific instructions for USDA assets. For assets/properties that have
fallen in categories 1a or 2a it will be imperative that each agency
take a critical look at the asset. If an agency decides against
disposing of an asset, the agency must provide appropriate justification
for retaining the asset and list what steps will be taken to improve the
performance measures of each asset. See the third series of boxes on the
on the Decision Tree on page 5 and follow the procedures outlined below
for actions that must be undertaken.

-   **Box 1 -** Determine asset status. If the asset is declared Excess,
    proceed to **Box 1a** and the process ends for this asset. If the
    status is declared Active or Inactive, proceed to **Box 2** and
    determine if there is a Federal need for this asset based on Mission
    Dependency.

USDA Guidance: **1b)** For properties that fall into the Excess Status
(Level 5) report, follow the normal departmental internal screen process
within 60 days of the results of the report. If it is determined that
there are no USDA agencies interested in the property, then declare the
property excess to the Department and process the appropriate paperwork
to submit the property to GSA for disposal by the end of the Fiscal Year
(see AMP Section 5; FMR 102-75.115; AGPMR 110-75.115-5020 to 5045).

-   **Box 2 -** If no and the Mission Dependency is determined to be Not
    Mission Dependent, then proceed to **Box 2a** to ascertain if the
    asset or facility is still needed. If the Mission Dependency is
    Mission Critical or Mission Dependent, then proceed to **Box 3**.

USDA Guidance: 2b) For properties that fall into the Mission Dependency
(Level 4) report, if the property is determined to be "Not Mission
Dependent" and the agency has no further use for the property, then
follow the excess procedures outlined in 1b above. However, if the
agency determines that the property needs to be retained in its
inventory for a future need, provide justification as to the retention
of the property and indicate the intended future plans. This property
will require an approved waiver as part of the Department's five-year
certification process (See Request for Waiver to Retain Not Mission
Dependent Asset at end of document). Waivers are due to OPPM each July.

For the next three steps (Boxes 3-5), agencies with assets that do not
meet the USDA performance measure targets for utilization, condition
index and annual operating costs, but that the agency proposes to retain
in an active or inactive status, must submit to OPPM by the fourth
quarter of the fiscal year a list that includes which performance
measure is not met and when the facility will be brought into
compliance. Agencies must also ensure that corrective measures are
included for the asset in the agency Facility Master Plans that will be
developed as well as including initiatives addressing deficiencies as
part of the agency's three-year timeline.

-   **Box 3 -** To determine how the facility/asset falls in terms of
    Utilization, ask the question "Is the facility utilized?" If the
    response is no, and the facility is determined to be under-utilized
    or not utilized, then a determination as to disposition or to look
    for sharing opportunities must be undertaken (**Box 3a**). If the
    response is yes and the facility or over-utilized or utilized, then
    proceed to **Box 4**.

USDA Guidance: **3b)** If there is no USDA need identified, submit the
space to GSA for screening other Federal agency interest for sharing
opportunities (see 1b). For properties that fall into the Utilization
(Level 3) report, if the property is determined to be "not utilized" or
"under-utilized," but program requirements preclude sharing with other
agencies, a justification for continuing to retain the asset must be
provided to OPPM stating reasons and rationale as part of the fourth
quarter submission of underperforming assets.

-   **Box 4 -** To determine how the facility falls in terms of
    Condition Index, ask the question "Is the facility in good
    condition?" If the response is no and the Condition Index is \< 90%,
    then a determination as to disposition, replacement, or upgrade of
    the facility must be undertaken (**Box 4a**). If the response is yes
    and the facility is [\>]{.underline} 90%, proceed to **Box 5**.

USDA Guidance: **4b)** For properties that fall into the Condition Index
(Level 2a) report, if the property is planned for disposal, outline the
disposition timeframe (see 1b). If retaining, submit as part of the
fourth quarter submission of underperforming assets.

-   **Box 5 -** To determine how the facility falls in terms of
    operational efficiently, ask the question "Does the facility operate
    efficiently?" If no and the ratio of Annual Operating Costs to the
    Square Footage of the facility is [\>]{.underline} the 75^th^
    percentile, then a determination as to the disposition, replacement
    or upgrade of the facility must be undertaken (**Box 5a**). If the
    response is yes and the ratio of Annual Operating Costs to Square
    Footage is \< the 75^th^ percentile, proceed to **Box 6**.

USDA Guidance: **5b)** For properties that fall into the Annual
Operating Costs (Level 2b) report, if the operating and maintenance
(O&M) costs of the asset exceeds USDA's annual operating cost target and
is to be retained, the agency must submit as part of the fourth quarter
submission of underperforming assets.

This is the final categorization or segment of the disposition process
resulting in retention of the asset.

PLEASE NOTE: **Box 3** is applicable only for buildings with predominant
use of: Office, Hospitals, Warehouses, Labs, and Housing.

***Outcome***

All assets reported to the FRPP will then be categorized in the six
major categories on the disposition tree utilizing the Performance
Assessment Tool:

-   Keep the Asset

-   Determine disposition, replacement or upgrade of the asset based on
    the annual operating costs

-   Determine disposition, replacement or upgrade of the asset based on
    the condition index level

-   Determine disposition or look for sharing opportunities based on
    utilization

-   Determine disposition of the asset based on mission dependency

-   Asset declared excess based on excess status code

**REQUEST FOR WAIVER TO RETAIN**

**NON- MISSION DEPENDENT ASSETS**

SECTION I: Asset Description

Data for 24 FRPC required Data Element:

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

SECTION II: Justification for Retaining Asset

a\. Why does asset have to be retained:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

b\. Alternative(s) considered:

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

c\. Reason(s) alternatives not viable:

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

d\. Economic analysis supporting retaining the facility vs. relocating
to another mission

dependent or mission critical facility:

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

e\. Historical property:

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

SECTION III: Performance Measures

a\. Does the asset meet USDA performance measures target for utilization
(as applicable), condition index, and annual operating and maintenance
costs?

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

b\. IF NOT, provide plan and timeframe for meeting target. Plan to
include estimated cost of bringing the

asset up to standard, anticipated future operations and maintenance
costs, fiscal year to be budgeted in,

and if fiscal year asset will meet performance measures targets.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

SECTION IV: Agency Asset Management Review Board Certificate

Date\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Agency Head

SECTION V: Department Asset Management Review Board Action

Recommend Approved\_\_\_\_ Recommend Disapproved\_\_\_\_

Comments:

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Date\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Assistant Secretary for Administration

SECTION VI: Budget and Performance Integration Board

Approved\_\_\_\_

Disapproved\_\_\_\_

Date\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

> Deputy Secretary

SECTION VII: Waiver Expiration date

Date\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_