GSA Office of Governmentwide Policy

**[REAL PROPERTY POLICYSITE]{.underline}**

Fall 2005

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

**[Special Edition]{.underline}**

Office of Real Property Management

October 2005

#### [Best Practices Special Edition Real Property Policysite]{.underline} 

**Fall 2005**

The Best Practices Special Edition of POLICYSITE is made possible
through the collaborative efforts of the General Services
Administration\'s (GSA) Office of Real Property Management and the
Federal agencies which participated in the 2005 GSA Achievement Award
for Real Property Innovation program.

The Best Practices Special Edition POLICYSITE newsletter is an annual
publication by the Office of Real Property Management (MP), Office of
Governmentwide Policy, GSA, Washington, DC, led by Deputy Associate
Administrator, Stanley F. Kaczmarczyk. POLICYSITE is produced by the
Regulations Management Division, Stanley C. Langfeld, Director and
Editor-in-Chief.

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

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

##### [INDEX]{.underline}

##### GSA Achievement Award for Real Property Innovation Best Practices and Policies

-   **Alternative Officing**

    -   Hoteling

-   **Budget**

    -   National Business Solution 2003-NBS06

-   **Contracting**

    -   Payment Of Award Fee To MEO

    -   Customer Teaming In Procuring Facilities Operations

    -   Trade In For Service Contracts

-   **Customer Service**

# RWA Service Ticket Program

-   **Inventory Management**

    -   Corporate Property Automated Information System

    -   Real Estate Systems National Center

-   **Leasing**

    -   Enhanced Use Lease With Catholic Charities

    -   Lynchburg, Va, Courthouse Development Project

# Navy Enhanced Use Lease (EUL) 

-   **Performance Measurement**

    -   Performance Based Preventative Maintenance

-   **Security**

    -   FDIC Phase II Security Initiatives

    -   State Response To Anthrax Mail Attacks

-   **Sustainable Development**

    -   Green Meetings: Offsetting Emissions from a Conference & Trade
        Show

    -   Continuously Commissioning HVAC Equipment

    -   Replace Automobiles With Electric Vehicles

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

***[A Message from Stanley F. Kaczmarczyk]{.underline}***

Deputy Associate Administrator for Real Property

Innovators from the Federal government are developing the ideas, tools,
and methods to improve asset management. The practices they develop help
improve the way Federal agencies manage the over 3 billion square foot
inventory. These practices enable us to manage the Federal portfolio
better, develop higher performing workplaces, focus on citizen services
and protect our environment while providing better value to the
taxpayers.

The Office of Real Property Management is pleased to present the Best
Practices Special Edition of Real Property Policysite newsletter. The
newsletter includes an array of best practices and policies, culled from
the top practitioners in the Federal real estate arena. They represent
areas of:

-   Alternative Officing

-   Budget

-   Contracting

-   Customer Service

-   Inventory Management

-   Leasing

-   Performance Measurement

-   Security

-   Sustainable Development

Twelve agencies submitted entries for the 2005 GSA Achievement Award for
Real Property Innovation. The top three award winning entries were:

-   **Green Meetings: Offsetting Emissions from a Conference and Trade
    Show**,

    General Services Administration (Best Innovative Practice)

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-   **Enhanced-Use Lease with Catholic Charities**, Department of
    Veterans Affairs

(Best Innovative Practice)

-   **FDIC Phase II Security Initiatives**, Federal Deposit Insurance
    Corporation (FDIC)

    (Best Adopted Policy)

Two superlative entries received the honorable mention designation:

-   **Hoteling**, Department of the Treasury

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-   **Replace Automobiles with Electric Vehicles**, General Services
    Administration

I would like to extend my congratulations to the winners, as well as to
all the participants in this year\'s program. Everyone wins when Federal
agencies develop or adopt innovative practices to make the government
more efficient and effective in it\'s stewardship of the public\'s
assets.

You can get more information about this exciting award program and the
best practices submitted by checking out our website at:
**www.gsa.gov/realpropertypolicy** and clicking on \"Award Program\" and
\"Best Practices.\" Please contact Award Program coordinator, Mr.
Richard Ornburn at (202) 501-2873 or by e-mail at
richard.ornburn@gsa.gov, with any questions on the award program.

### *Stan Kaczmarczyk*

**[Innovative Best Practices and Policies]{.underline}**

Can you envision utilizing existing resources in order to generate
additional income to support healthcare delivery to veterans? The staff
at Edward Hines Jr. VA Hospital did with its innovative Enhanced Use
Leasing with Catholic Charities.

Could you picture that the Federal government would put on the first
ever \"certified green\" trade show with the novel concept of offsetting
emissions? GSA did just that with its \"Green Meetings: Offsetting
Emissions from a Conference and Trade Show \" best practice for the
Energy 2004 show.

Can a new 422,000 square foot facility employ the latest security
measures with good urban design concepts and still work in harmony with
employee needs and the local community? FDIC accomplished this with
\"FDIC Phase II Security Initiatives\" when it included adopting one of
the best practices previously submitted to GSA\'s award program, in the
expansion of its Arlington, VA campus.

Imagine how you can save \$100,000 in rent expenses over a year and
accommodate a greater amount of staff in a smaller amount of space.
Treasury did with its \"Hoteling\" initiative for one organization.

Is there a vehicle available for a Federal facility that is not only
environmentally friendly, but also cost efficient in terms of initial
capital costs, fuel costs, and overall operating expenses? GSA had the
vision with \"Replacing Automobiles with Electric Vehicles\" to find one
for the Denver Federal Center with its NEV\'s or Neighborhood Electric
Vehicles.

Realize that each of these visions was accomplished through innovative
thinking and implementation of best practices and policies listed here
in this publication. Each of these and other cutting edge practices are
detailed here for you, including individual agency contacts for further
information. We encourage you to check them out and utilized them in
your asset management and workplace development operations.

The practices or policies are categorized by subject and are also
available in the \"E-Practice\" Library under \"Best Practices\" at
**www.gsa.gov/realpropertypolicy**.

**[ALTERNATIVE OFFICING]{.underline}**

**05-PRA-002**

**HOTELING**

**Department of the Treasury**

*\"Hoteling would allow (Treasury\'s) TIGTA to reallocate workspace and
accommodate a greater number of employees in a smaller amount of space,
ultimately reducing real estate costs.\"*

Hoteling was defined as a flexible work arrangement whereby an employee
already telecommuting does not have an assigned personal workspace but
may reserve office space on an as needed basis, without permanently
being assigned to a private office, cubicle or desk.

During 2003, the Department of the Treasury\'s Treasury Inspector
General for Tax Administration (TIGTA) employees formed a
cross-functional team focused on expanding the telecommuting program to
provide a positive cost benefit to TIGTA and reduce the amount of office
space in offices with high concentration of employees participating in
telecommuting more than two (2) days per week. It was believed that
employees who did not report to the office on a routine basis did not
need to have office workspace devoted solely to them. They could share
office space with other employees assigned to the same office; thus
\"Hoteling\" was born. This was the first time a project of this type
had been attempted at TIGTA.

Hoteling allows TIGTA to reallocate workspace and accommodate a greater
number of employees in a smaller amount of space, ultimately reducing
real estate costs. It was looked at as a means to recoup some of the
costs associated with implementing the telecommuting program. Employees
would no longer be assigned to a specific workspace, but rather would
have to make a reservation when they came into the office for the type
of workspace they would require. Work areas were reconfigured to match
particular work tasks and each work area was assigned a unique number.

The full participation of Management Services, Information Technology,
and Audit ensured the success of this effort. TIGTA's rent expenses were
reduced by over \$100,000 a year after implementation and they have
developed a reasonable strategy for managing rent inventory and future
rent costs. The success of the pilot resulted in TIGTA expanding
hoteling to additional locations and realizing additional cost savings.
In addition, the implementation of hoteling institutionalized the
telework concept within TIGTA. The ability to use hoteling provides
TIGTA with increased flexibility in space allocation, especially during
a time of shrinking budgets. The use of common workspace promotes
interaction among telecommuting employees when they are in the office.
Employees used to having everything in their personal workspace find
they now need to come into the common workspace more often to retrieve a
file or to obtain office supplies, thus promoting a feeling of
belonging.

The team's accomplishments include, but are not limited to, the
following:

-   Developing a methodology and criteria for hoteling site locations,
    including developing a Concepts of Operations document and a "Rules
    for the Road" document. These documents enable the organization to
    evaluate future hoteling sites, provide a policy framework for
    hoteling and provide guidelines for employees participating in a
    hoteling environment.

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-   Conducting market research to identify a reservation software
    package; the team selected a software package that TIGTA now uses
    for its workstation reservation system. The concierge function of
    the software was fully explored and developed during the program;
    this is a vital function that allows other employees outside a
    particular office to reserve workstation space as needed. This
    software was essential to the success of the hoteling pilot, without
    it the process for reserving workstations would have been very labor
    intensive. The software also provided us with data to evaluate the
    usage of workstations and to make better, more informed real estate
    decisions for future locations. With this software we identified an
    optimum ratio of employees to hoteling workstations. This analysis
    will allow us to increase our savings in future hoteling locations.

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-   Addressing employee concerns over the program by developing and
    issuing employee surveys; concerns identified by these surveys were
    addressed, and the issues were built into the planning methodology
    for future expansion.

-   Redesigning the configuration of the pilot office space to fit the
    hoteling concept, while addressing employee concerns regarding
    individual work stations, and shared common areas.

Hoteling has been a success at TIGTA and has the potential to provide an
avoidance of the ever increasing rental costs for limited use space and
also provides TIGTA with the flexibility and adaptability to meet the
challenges of a changing workforce.

This entry was an Honorable Mention Best Practice in the 2005 GSA
Achievement Award for Real Property Innovation program.

For more information, contact Ms. Donna Leach on 202-927-5924, or by
email at Donna.Leach@TIGTA.Treas.gov.

***(Treasury\'s) TIGTA's rent expenses were reduced by over \$100,000 a
year after implementation\....***

**HOTELING Team Members:**

-   Donna Leach

-   Corinne O\'Connor

-   Jennifer Donnan

-   Tim Dobbs

-   Nancy Nakamura

-   Troy Paterson

-   Jim O\'Hara

-   Gerald Hawkins

-   Emma Price

-   Tom Black

**[BUDGET]{.underline}**

**05-PRA-011**

**National Business Solution 2003-NBS06**

**General Services Administration**

The challenge faced by the General Services Administration (GSA) was how
to improve the processing of receiving reports to avoid late payment of
vendor invoices and related interest penalties. GSA\'s Public Buildings
Service (PBS) incurs interest penalties on vendor invoices that are paid
late. [Specifically, late payment fees incurred on BA 61 invoices in FY
03 totaled nearly \$1 million.]{.underline}

While some late payments are inevitable, oftentimes this happens because
receiving reports are sent to the incorrect office rather than to the
office ordering the goods/services. In some cases, the process of
getting the receiving report notification to the proper person has taken
weeks and months resulting in substantial late payment fees.

Specifically, receiving report requests were sent by Finance\'s VITAP
system to contacts according to organization code rather than the office
requesting services. This meant that associates had to research and
forward the information to the requesting office - and many times the
receiving report request was sent by the requesting office to the
contracting officer (conflict of interest) to submit via VITAP.

The solution devised by GSA was to have the associate designated by the
Requesting Office will now enter his/her e-mail address directly into
Pegasys using the purchasing document at the time the obligation is
established.

In this manner, VITAP will send two receiving report notifications: one
to the point of contact\'s e-mail address in VITAP based on organization
code (budget analyst), and one to the point of contact\'s e-mail address
in Pegasys based on requesting office.

This policy has the following benefits:

-   Eliminates overdue invoices that need a receiving report.

-   Immediate processing of receiving reports while simultaneously
    validating work completion *by the requesting office.*

-   Elimination of conflict of interest by taking the contract officer
    out of the receiving report request chain.

-   Save time budget analyst spends researching and forwarding receiving
    report requests.

-   Process change *does not* incur additional resources.

For more information, contact Mr. Matthew McCombs on 202-501-0822, or by
email at matthew.mccombs@gsa.gov.

**[CONTRACTING]{.underline}**

**PRA-013**

**PAYMENT OF AWARD FEE TO MEO**

**Department of Defense**

The Defense Facilities Directorate (DFD) competed the services provided
by the Pentagon Heating and Refrigeration Plant (PHRP) under the
requirements of OMB A-76 in 2003/2004. DFD decided early in the
competitive process to include an award fee in the solicitation as a
performance incentive to either the commercial firm or the government\'s
Most Efficient Organization (MEO) winning the competitive procurement.
Although award fee [contracts]{.underline} are commonplace, inclusion
and procedures for payment to government employees of an award fee as
part of an MEO, are not. In addition, DFD management wanted to ensure
that if the government\'s MEO won the award, the award fee would be
distributed fairly and equitably among MEO employees, without preempting
or taking away the employees eligibility for normal, individual
performance awards.

These decisions were made in full support of the DFD strategic plan.
DFD\'s strategic plan focuses on providing quality services and
providing the best services to its customers. An award fee would provide
incentive for optimum performance of the PHRP. The PHRP provides
services to approximately 25,000 civilian, military, and contractor
customers on the Pentagon Reservation. DFD\'s strategic plan also
addresses investing in its people. If the government\'s MEO won the
competition, it was imperative that no current benefits were lost.

Establishing and implementing procedures to ensure senior management\'s
goals were achieved rested largely on two WHS offices: the Internal
Review Office (IRO), DFD and the Office of General Counsel (OGC). The
two offices worked out detailed procedures to ensure the award fee pool
and shares to each employee were distributed equitably. The IRO and OGC
developed the plan and obtained consensus among multiple offices:
Personnel, Financial Management and Accounting; and, groups: the Union
and MEO itself, to effect the necessary required steps.

For more information, contact Mr. Bob Cox on 703-614-3822, or by email
at Bob.Cox@whs.mil.

**05-PRA-010**

**CUSTOMER TEAMING IN PROCURING FACILITIES OPERATIONS**

**General Services Administration**

**Department of Commerce**

In \"Customer Teaming in Procuring Facilities Operations,\" the
innovation involved making several changes in the method of contracting
for Operations and Maintenance (O&M) of a new Federal facility. The new
features included:

a)  a commitment to customer involvement in the process.

b\) "green" features, such as LEED operation, metric alterations, and
green roof management.

c\) use of the Federal Supply Schedule and "best value" in making the
procurement.

d\) use of a newly developed scope of work which was clearer and easier
to understand than previous scopes of work.

e\) A selection criteria tailored to the facility, allowing selection
based on best value.

f\) Award of the contract 6 months before completion of the building
construction.

Previously, when developing a scope of work for operating a Federal
facility, whether using an Operation and Maintenance (O&M) contract or a
Commercial Facilities Management (CFM) contract, our normal practice was
for our GSA facilities staff to prepare a Scope of Work (SOW) using our
region's existing format or template. Then, we would go to our
procurement staff for contracting services, using either an 8a
contractor or open market. Usually, the contract would be awarded in
time for the building to be completed.

Under our new method, during the development of an SOW for a newly
constructed facility for the National Oceanic and Atmospheric
Administration (NOAA), we decided to include the customer in every
possible step of the procurement. Similar to the new "Transaction
Management Playbook" for realty services, we gave the customer several
options or solutions to operating their new facility. To develop the
SOW, we used a basic one developed by GSA in Boulder, Colorado that we
found to be an improvement over the standard SOW. It was much easier to
read, and was a simpler document that contractors were able to
understand. We met with the customer on a weekly basis for several
months to review comments or changes and update the SOW. We agreed to
include several special sections that the customer wanted, such as
management of their conference room, maintenance of their vehicle fleet,
and operating their IT service call desk. These items were separately
listed in the bid documents so that GSA would get reimbursed for them.

The most significant achievements of our innovative practice included:

-   Customer participation and customer satisfaction with the
    procurement process.

-   Using the FSS schedule resulted in a cost about 10% lower than the
    benchmark or independent Government estimate (IGE).

-   Time savings, in that the procurement was advertised and processed
    in less time than normal, and did not require extensive internal
    reviews.

-   Scope of Work that included:

    -   Green building features (green roof, LEED design, recycling,
        etc.)

    -   Performance measures.

    -   Selection criteria tailored to this facility.

-   A consistent approach to delivering facilities services that meet
    the customer\'s needs.

-   Scheduling the entire process to coincide with 6 months \"ramp-up\"
    prior to the facility being completed.

Simplifying the SOW now permits us to better understand what we are
requiring of the O&M vendor, thereby avoiding waste. The practice also
keeps facility management expenses in line with commercial properties,
by comparing proposals to the benchmarks.

For more information, contact Charles Polinger on 202 401-1025, or by
email at charles.polinger@gsa.gov.

**05-PRA-004**

**TRADE IN FOR SERVICE CONTRACTS**

**Department Of Health And Human Services**

Working together, a team from the Department of Health and Human
Services (HHS), identified surplus analytical equipment. They verified
there was no conflict with existing policy. They coordinated a trade-in
of surplus equipment for an extension of a critical maintenance contract
for a new piece of critical equipment.

The creativity of establishing a new maintenance agreement for a
critical piece of research equipment is documented by a 393/Purchase
Order, e-mails showing the discount and transaction.

The creativity is evident in the effort and perspective involved by
these employees. They looked at the problem that involved the disposal
of unique equipments. From their dedication to excel, desire to reduce
cost, and dedication, they developed a creative idea. Instead of paying
for deactivating an active power source in obsolete equipment, they
proposed bundling the inactive sources and use them to trade-in for a
reduced price on a new piece of equipment or a new/extended maintenance
agreement. This idea resulted in avoiding the cost to surplus old power
sources while reducing the cost of a new critical maintenance agreement.
This achievement is unique and was accomplished in a time sensitive and
fiscally constrained environment.

The circumstances that led to the development of the practice included
the failure of three old Liquid Scintillation Counters without a
maintenance contract. The shortage of funds and the cost to remove the
source from each of the inoperative counters called for innovative
solutions.

Researchers needed the equipment to continue their research but were
faced with an austere budget climate. The cooperation among key staff
personnel, an active radiation safety program and the openness of
management to new and innovative thinking contributed to the environment
that fostered the cooperation needed to make the staff's innovative idea
a reality. The team's efforts improved efficiency and effectiveness and
allowed research to continue without interruption.

Regarding the benefits to the agency of the new practice, the
deactivation of three pieces of the surplus equipment would have cost
\$2,900 per unit, for a total of \$8,700. The extended maintenance
contract provided the Food and Drug Administration (FDA) a value of
\$5,000 for a minimum total benefit to the FDA of \$13,700.

The trade-in for service contract extension took more professional
effort to provide the documentation for the procurement system to see
comparative value and to obtain comparative quotes but was beneficial to
the FDA and to CFSAN.

The challenges overcome with this new practice were the time
constraints, the necessity to prove the concept to the satisfaction of
Federal Acquisition Regulations by having to have three vendors in this
unique area.

The practice is replicable and transferable for any major research
agency. The savings could be considerable for major users that are
paying to have radiation sources removed.

For more information, contact Ms. Veronica Johnson on 301-827-8246, or
by email at vjohnson@cfsan.fda.gov.

**[CUSTOMER SERVICE]{.underline}**

**PRA-015**

# **RWA SERVICE TICKET PROGRAM**

## **General Services Administration**

GSA's Northeast & Caribbean Region, Caribbean Service Center developed a
program called "Reimbursable Work Authorization Service Ticket" (RWA).
This program was implemented at the Federico Degetau Federal Building in
Hato Rey, Puerto Rico.

In an effort to improve customer relations in the Caribbean Service
Center, the associate that receives an agency request creates a "*RWA
Service Ticket*" between the Property Management Office and the agency
submitting the request. Each RWA Service Ticket contains written details
of the specific Reimbursable Work Authorization concerns and the actions
GSA took and will take to address the customer request. The system
allows associates to quickly access the information related to that
issue. Also, the associate can provide information to the customer in a
consistent and timely manner and keep a log of open service tickets with
follow-up dates.

As a result of the implementation of the system, the customer
satisfaction related to Reimbursable Work Authorization issues has
improved among the agencies.

For further information, contact Ms. Rebeca Irizarry at 787-281-4905 or
by email at rebeca.irizarry@gsa.gov.

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

**05-PRA-012**

CORPORATE PROPERTY AUTOMATED INFORMATION SYSTEM

U.S. Department of Agriculture

The U.S. Department of Agriculture (USDA) is proactively implementing
Executive Order 13327, [Federal Real Property Asset
Management]{.underline}, which establishes a presidential initiative
promoting the efficient and economical use of America's real property
assets to assure management accountability for implementing Federal real
property management reforms. USDA has worked diligently in support of
real property asset management through continual emphasis on real
property reconciliation, real property inventories, and real property
appraisals, resulting in auditable real property depreciation values.

Through its own initiative to improve management accountability, USDA
initiated a major corporate project to implement the first
department-wide real property automated information system. This new
department-wide system, **Corporate Property Automated Information
System (CPAIS)**, was implemented May 24, 2004. The most significant
achievement of the development and implementation of CPAIS is that it
provides an integrated solution, which standardizes USDA real property
accounting, real property business processes and provides management of
the entire real property portfolio including owned real property,
commercial leases, and General Services Administration (GSA)
assignments.

USDA reported more than \$8 billion in real property assets in FY 2002.
As the second largest landholder in the Federal government, USDA owns
approximately 190 million acres of land and occupies approximately 51
million square feet of owned and leased space. In both FY 2002 and FY
2003, USDA achieved a clean opinion on its audited financial statements,
in part, through the efforts to reconcile, account for and value the
real property assets. In order to sustain the clean opinion and to
improve overall management of real property assets, USDA began a program
to provide an automated solution for managing real property.

During FY 2002, and through FY 2003, USDA began a major program to
address its need for a department-wide system for managing both real and
personal property assets. USDA determined that because of the materiel
nature of real property, USDA required an automated solution to managing
real property assets first. CPAIS, the real property solution, is
critical to compliance with applicable laws and regulations for
financial management, information security, and internal controls and is
also critical to USDA's ability to improve organizational productivity,
accountability, and performance. CPAIS provides the capability to manage
assets at a corporate and agency level, addresses security and
continuity of operations issues. It improves analytic capabilities,
allowing increased asset utilization, cost management, analysis and
reduction of maintenance expenses. CPAIS puts USDA in an improved
position should it face a natural disaster or terrorist attack. CPAIS
supports recent statutes and guidance from Congress and Office of
Management and Budget, the President's Management Agenda, including
Executive Order 13327, Federal Real Property Asset Management. USDA is
prepared to address the requirements of the Executive Order, which
requires an inventory of all owned real property, GSA assignments, and
commercial leases. Furthermore, implementation of the CPAIS solution
allows USDA's Senior Real Property Officer to develop and implement
agency asset management plans and meets the requirement of development
of a single and descriptive database of USDA's real property assets.

Notably, USDA's Corporate Property Automated Information System is a
fundamental and critical corporate system that provides the ability to
manage USDA's real property portfolio for the first time in USDA
history. USDA sought and achieved a cost effective and efficient
methodology for implementing this department-wide system, by
standardizing and re-engineering an existing USDA agency system. USDA
went from concept to department-wide system implementation in 18 months;
delivering capabilities, functions and information never before
available either to agencies or the Department. This achievement places
USDA at the ready for managing real property assets.

CPAIS is now being expanded to include personal property. After
implementation of the personal property module, USDA will be able to
shut down two legacy systems, the Property Management System (PROP) and
Equipment Management Information System (EMIS). CPAIS will then become
the corporate, administrative system for both real and personal property
department-wide.

For more information, contact Ms. Denise R. Hayes on 202-720-7283, or by
email at denise.hayes@usda.gov.

**05-PRA-005**

**REAL ESTATE SYSTEMS NATIONAL CENTER**

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

The establishment of the Real Estate Systems National Center (RESNC) is
a perfect example of the E-Gov vision for the future. The RESNC follows
the guidelines set by the Office of Management and Budget that require
Federal managers to simplify and improve services, eliminate duplicate
systems, unify key lines-of-business functions, promote
interoperability, and become more effective managers of critical public
programs.

RESNC explores strategic thinking and making better use of the resources
available. RESNC also adheres to the Department of Defense (DoD) vision
of the Business Management Modernization Program (BMMP) for a Business
Enterprise Architecture (BEA) that reflects streamlined processes that
enable integration of systems; a new mix of systems needed for business
transformation; and the reduction of redundant, outdated and stove-pipe
systems.

The management of the portfolio of real property assets is a crucial
responsibility of the Federal Government. Real Estate Automated
Information Systems (REAIS) play an integral role in that initiative.
The REAIS administered by RESNC maintain the inventory records on a
diverse array of real property. Accurate records maintained in the RESNC
REAIS ensure compliance with the fiscal accountability mandated by the
Chief Financial Officers (CFO) Act of 1990 as well as the inventory
accountability requirements of the annual Federal Real Property Profile
report that Federal Agencies submit to GSA annually. Through the
effective management and administration of REAIS, RESNC provides an
innovative, forward-looking example for accomplishing better management
of the U. S. Army Corps of Engineers (USACE) real estate portfolio.

Headquarters, U.S. Army Corps of Engineers (HQUSACE) Real Estate
Executive Board made a corporate decision during 2002 that REAIS support
functions should be consolidated in one location. This centralization
effort was in compliance with the USACE 2012 Plan for Reorganization
that called for the establishment of Regional Business Centers.

RESNC was established in Mobile, Alabama, on 3 October 2003 by HQUSACE.
RESNC is the consolidated control center for all Corps of Engineers
REAIS. RESNC is responsible for contract administration, system
development, system modernization, budget analysis, Real Estate
functional duties, and Information Technology technical duties. RESNC
provides support to internal and external customers, participates in
policymaking initiatives, and serves as an extension of HQUSACE on
various issues.

RESNC supports the Real Estate Management Information System (REMIS),
the Real Estate Corporate Information System (RECIS), the Homeowners
Assistance Program Management Information System (HAPMIS), the Rental
Facilities Management Information System (RFMIS and RFMIS-New
Technology), and the Real Estate Document Management System (REDMS).

RESNC management is unique in that the Team Leader and REAIS Program
Managers have Real Estate hands-on experience and are Real Estate
Subject Matter Experts (SME). One of the most significant achievements
of RESNC is its participation in the President's Management Agenda,
including DoD's Business Management Modernization Program (BMMP), Asset
Management/Federal Real Property Council (Executive Order No. 13327),
and Department of Defense Inspector General audits in connection with
CFO issues.

RESNC has a long-range vision for the future of the REAIS. In this
regard, RESNC partnered with General Service Administration through a
Memorandum of Agreement (MOA) to fund a Comprehensive Requirements Study
and Gap Analysis of all REAIS. RESNC also partnered with the Office of
the Assistant Chief of Staff for Installations and Management (OACSIM)
through a MOA to provide support in areas of in-leasing reporting
requirements and data entry quality assurance. RESNC also played an
integral role in reaching a settlement of a REAIS contract dispute by
negotiating a Request for Equitable Adjustment.

For more information, contact Mr. Calvin L. Hare on 251 690 2553 or by
email at Calvin L.Hare@us.army.mil.

**[LEASING]{.underline}**

**05-PRA-001**

**ENHANCED USE LEASE WITH CATHOLIC CHARITIES**

**Department of Veterans Affairs**

***(\*INNOVATIVE BEST PRACTICE WINNER)***

*\"Effectively utilizing these buildings will also allow Hines (VA
Hospital) to redirect funds currently used in support of these buildings
to patient care, which improves the overall health of enrolled
veterans.\"*

The purpose of the Enhanced-Use Lease with Catholic Charities of the
Archdiocese of Chicago is to assist Edward Hines Jr. VA Hospital (VAH)
in strategically enhancing its mission linking primary and long term
care with advanced tertiary care, while emphasizing outpatient and
preventative services. To improve veteran access to the continuum of
services, Edward Hines Jr. VAH has utilized the Department of Veterans
Affairs\' Enhanced Use Leasing authority to develop a Faith-Based
initiative, in concert with the President\'s Management agenda to
renovate existing buildings.

Catholic Charities of the Archdiocese of Chicago is converting Building
14 for the development of a transitional living center (40-45 single
room occupancy units). Building 53 is currently under renovation for the
establishment of a low-income senior living center. Catholic Charities
will be required to finance, design, construct and operate all site
improvements in accordance with State of Illinois regulation and local
building codes. Edward Hines, Jr. VAH Facility Management Service
project engineers will collaborate with Catholic Charities of the
Archdiocese of Chicago contractors to assure building renovations are
completed appropriately. In return for the long-term use of the asset,
the lessee will be required to provide veteran priority for admission to
the facility. Building 14 will have 100% vet priority while Building 53
will have 50% vet priority with admission being offered to spouses and
children of our veterans.

Edward Hines, Jr. VAH has incurred excessive costs to provide upkeep and
utilities to these buildings, which are currently unoccupied.
Maintaining these buildings under current arrangements is not
cost-effective. This Faith-Based initiative provides a great potential
for mutually beneficial shared serviced agreements. Hines can leverage
the value of existing capital assets as a means to support needed
improvements. Implementation of this initiative will yield considerable
additional benefits for VHA and Hines. Some of these include, addressing
an unmet need for affordable transitional living for veterans and
residents in the surrounding community and supporting the Millennium Act
objective to develop community partnerships that would benefit our
veterans.

Effectively utilizing these buildings will also allow Hines to redirect
funds currently used in support of these buildings to patient care,
which improves the overall health of enrolled veterans.

Building 14 will be a Veteran transitional living program in an
alcohol/drug free environment for recovering men who have completed an
inpatient treatment program. This program enables a resident to rebuild
his life, become responsible and disciplined, become financially stable
and re-enter society and the working world as an independent and
respected citizen.

Building 53 for low-income senior living meets an ever-increasing need
for our aging veteran population. Approximately 60 independent units
will be devoted to proving much needed housing for veterans and their
families who otherwise could not afford clean, safe housing in close
proximity to medical care.

Transitional living and assisted living are rapidly growing segments of
the health care industry that provides services to individuals who
cannot live alone but do not require 24-hour licensed skilled nursing
care. These two types of care provide services between fully independent
living and partially independent living (such as home based care) and
the medically oriented support of nearby hospital services.

This entry was an Innovative Best Practice Winner in the 2005 GSA
Achievement Award for Real Property Innovation program.

For more information, contact Mr. Ron Chambers on 708-202-5640, or by
email at ron.chambers@med.va.gov.

**ENHANCED USE LEASE WITH CATHOLIC CHARITIES Team Members:**

-   Ron Chambers

-   Michael Rogala

-   Raymond Bogush

-   Rao Vadlamudi

-   Tim Morgan

-   Anthony Travia

-   Deepa Agusala

-   Lara Horvith

-   Mary Ann Romeo

-   Michael Lesnet

**05-PRA-016**

**LYNCHBURG, VA, COURTHOUSE DEVELOPMENT PROJECT**

**General Services Administration**

***\"Through the USPS/GSA partnership, the Federal government worked
with a private developer to provide a positive Federal presence to the
city of Lynchburg.\"***

By taking advantage of a little-used project delivery vehicle, the
General Services Administration (GSA) partnered with the U.S. Postal
Service (USPS) to develop a modern, well-managed and secure Courthouse
facility and Post Office for the Lynchburg community.

By developing a Memorandum of Understanding (MOU), the USPS was able to
acquire the development site, hire the developer and build the
Courthouse and Post Office facility. This GSA and USPS MOU serves as a
lease-like document.

A Special Purpose Entity (SPE) is created which leases the facility to
the USPS. GSA then "sub-leases" the courthouse facility through the MOU.

As background for this initiative, at the end of the 1990\'s, it became
apparent that the existing housing situation for the Lynchburg, VA,
Courts family was no longer adequate. Although the number of courtrooms
and chambers was sufficient for the District and Bankruptcy Courts, the
existing lease location was insufficiently managed and did not meet
separate circulation security standards. GSA knew that, although the
Lynchburg housing situation was not ideal, the procurement of a new
facility using the standard channels would be a 10 to 15 year process.
There were no other existing leases in the small Lynchburg community
that would be appropriate for repurposing into a courthouse. However, we
could not expect our clients to remain in a poor lease location for such
an extended period of time.

GSA\'s Mid-Atlantic Public Buildings Service (PBS) has had success in
the past partnering with the USPS in similar situations. GSA and the
USPS have partnered in the past successfully to develop such sites as
the Stegmaier Building and the Max Rosenn Courthouse in Wilkes Barre,
PA.

The USPS had a need to replace the downtown Lynchburg Post Office, and
by working together, GSA and the USPS were able to save and make use of
an existing historic schoolhouse and create a Federal facility that
meets the needs of Federal clients and the local community.

Regarding the achievements of this innovative practice, in such a small
community, the Administrative Office of the Courts would not have been
able to prioritize this project to expedite a new construction project.
The courts would have been looking at a long lease in a poor location.
By implementing this innovative practice, GSA was able to relocate an
important client to a well managed, safe location. The cost of
partnering with the USPS to develop this site is comparable to that of a
leased construction project. By developing this project, the Federal
government also helped to preserve a historic schoolhouse in the
community. The project also provides to the local community a Federal
"one-stop-shop" for other services. In addition to the courts and the
Post Office, this location houses Small Business Administration,
Department of Labor, and Internal Revenue Service offices.

Internally, GSA typically has difficulty abdicating responsibility for
USPS buildings our customers occupy. In order to alleviate some of these
concerns, GSA maintained the responsibility to manage the operations of
the Courthouse through the MOU.

Mid-Atlantic PBS has developed two other projects with the USPS---the
Stegmaier Building and the Max Rosenn Courthouse in Wilkes Barre, PA.
Two other projects in the nation have been developed using a similar
partnership strategy---the Waco, TX, Courthouse and the IRS Service
Center in Kansas City.

The amount of interest in Federal real property assets should be the
minimum necessary to effectively support a Federal agency's mission. The
Courts family was housed in a leased location before this project was
implemented, which is an appropriate use of resources and assets for the
Lynchburg community.

Real property assets of the Federal Government should be utilized among
agencies with the use of instruments of agreement that follow the best
practices of the industry. Through the USPS/GSA partnership, the Federal
government worked with a private developer to provide a positive Federal
presence to the city of Lynchburg. The development of this property also
saved a historic school and provided a stable base to the local
community.

For more information, contact Rob Hewell at 215-446-4640, or by email at
rob.hewell@gsa.gov.

**05-PRA-006**

# **NAVY ENHANCED USE LEASE (EUL)** 

**Department of the Navy**

***\"\...the Moanalua Center EUL is a dramatic application for
effectively leveraging underutilized assets and property entitlements
into direct facility benefits for the Navy without the need for
appropriated funding.\"***

On December 30, 2004, Naval Facilities Engineering Command (NAVFAC)
Pacific signed an "Enhanced Use Lease" (EUL) with a Hawaii-based private
development firm. Utilizing recent expansion in Defense Department
Non-Excess Leasing Authority (10 USC 2667), the Moanalua Center EUL is a
dramatic application for effectively leveraging underutilized assets and
property entitlements into direct facility benefits for the Navy without
the need for appropriated funding.

The long-term lease creates over \$17 million in value to the Navy and
will enable the development of a 55,000 square foot unified Navy
Consolidated Administrative Services Complex and provide for critically
needed utility, site work, and infrastructure improvements.
Additionally, it will allow for the demolition of over 65,000 square
feet of substandard and inefficient Navy structures that have outlived
their useful life. The resulting development will improve the Quality of
Service for Navy personnel significantly.

The Naval Facilities Engineering Command (NAVFAC) manages over \$7.8
billion in planning, design, construction, contingency engineering, real
estate, environmental, and public works support for Navy and Marine
Corps shore facilities around the world. NAVFAC Pacific is the
designated component command with asset management responsibility for a
\$35 billion military plant account in the Pacific & Indian Ocean areas,
and Southeast Asia, including a wide array of real estate acquisition,
management, and disposal projects and issues ranging from simple
licenses and easements to sophisticated, long term property conveyances
and other public/private ventures valued in the billions.

Harnessing bold business innovation and transformational infrastructure
methodologies, the Moanalua Center EUL exceeded baseline goals for
performance execution and return to the Navy. Moreover, the innovative
policy allowed NAVFAC Pacific to maximize value created without
divestiture of Navy real property assets; the resulting project uses
real property assets both effectively and efficiently.

Using the Moanalua Center EUL as a blueprint, this innovation provides
an excellent opportunity for Department of Defense agencies to leverage
high value real property assets to achieve mission goals at a time when
resources to acquire, build and/or maintain facilities are extremely
scarce.

Moanalua Center EUL is highly consistent with *"Federal Asset Management
Principles."* The project was successfully executed without acquiring
additional real property assets or overcommitting government resources,
it used private industry instruments to frame the development
agreements, and the project terms maximized reinvestment and retained
cash flow for the benefit of the government.

For more information, contact Mr. Joseph F. Calcara on 808-472-1504 or
by email at joseph.calcara@navy.mil.

**[PERFORMANCE MEASUREMENT]{.underline}**

**05-PRA-007**

**PERFORMANCE BASED PREVENTATIVE MAINTENANCE**

**General Services Administration**

***\"GSA \"Gets It Right\" with Performance Based PM\"***

GSA has many field offices with employees or contractors who perform
preventative maintenance (PM) on heating, ventilation, and air
conditioning (HVAC) equipment using an outdated prescriptive PM guide
system. The PM's are scheduled manually or via a computerized
maintenance management system (CMMS) which generates a PM work order
when the scheduled maintenance is due. The employee or operations and
maintenance (O&M) contractor then goes out and performs the work and
afterwards closes out the work order.

PM is then followed by a quality control inspection by the contractor
and a quality assurance inspection by GSA to ensure contractors perform
the PM as outlined. This system has a number of problems or areas of
opportunity including it doesn't allow the O&M contractor to take
advantage of modern predictive maintenance diagnostic tools such as;
thermography, ultrasonic analysis, vibration analysis, wear metal
analysis, and so on. The PM guides do not coincide with NFPA
requirements, which adversely impacts life safety.

Additionally, in most cases, we no longer have government employees that
are qualified to inspect preventative maintenance. An electrician should
inspect electrical work, a refrigeration technician should inspect
refrigeration work and so. This lack of expertise greatly reduces our
ability to ensure contract compliance, and "Get it Right".

In a [performance based system]{.underline}, each piece of equipment has
a performance guide that is still maintained in the computerized
maintenance management system. The performance guide would describe the
required condition of heating, ventilation, and air conditioning (HVAC)
equipment; for example, the pressure-drop on a coil, or the RPM of an
air handler blower. It would have a place to record maintenance
performed, but it does not have a schedule that an inspector would have
to track, to know when to do an inspection. A performance based PM
system should reduce overall operations and maintenance (O&M) expenses
from five to ten percent without negatively impacting customer
satisfaction.

Electrical PM's would be replaced by annual infrared scans of all
electrical equipment, followed by repair of any problems and cleaning,
and torquing. This has a huge customer service piece, because it reduces
or eliminates disruptive outages. Life safety would improve because fire
alarm and sprinkler systems would follow NFPA code, which covers more
than the old GSA PM guides.

Also, we could reduce the number of inspectors needed if we convert to a
performance based system. One qualified inspector could easily inspect
well over 1,000,000 square feet. Alternatively, current quality
assurance inspectors could perform extra functions such commissioning
because they would not have to spend hours following inefficiently
scheduled contract work. In case where GSA does not have qualified
inspectors it's a simple matter to contract this work out, thus ensuring
an operation meets the "Get it Right" requirements.

For more information contact Mr. Charlie Rienhardt at 303-236-8000 (ext.
5325) or by email at charles.rienhardt@gsa.gov.

**[SECURITY]{.underline}**

**APO-05-001**

**FDIC PHASE II SECURITY INITIATIVES**

**Federal Deposit Insurance Corporation**

***\"In attempting to achieve balance, FDIC has taken the spirit and
direction found in the NCPC\'s National Capital Urban Design and
Security Plan and designed facilities that not only provide enhanced
perimeter security and blast resistance, but create a campus in concert
with the Arlington County urban landscape.\"***

The Federal Deposit Insurance Corporation (FDIC) is nearing completion
of construction on a new two-tower office building (372,000 square feet)
and a special purpose facility (50,000 square feet) at the FDIC Virginia
Square campus in Arlington, Virginia. This new construction is adjacent
to existing buildings that house the FDIC Data Center, Corporate
University and Student Residence, built in 1991. The value of the new
construction that will complete the campus is \$106.5 million.

This project, known as "Virginia Square Phase II," was carefully
designed to conform to the architectural style of the existing
structures, while incorporating best practices from the National Capital
Planning Commission\'s (NCPC) \"The National Capital Urban Design and
Security Plan\" (Entry #03-POL-002, GSA 2003 Award Program) and the
Interagency Security Committee (ISC) Criteria for New Federal Office
Buildings. In the aftermath of the Oklahoma City bombing and the World
Trade Center attack on September 11, 2001, the FDIC is strongly
committed to implementing the latest policy and employing
state-of-the-art design and construction technology for these new
facilities.

In planning for the Virginia Square Phase II project (Phase II), the
FDIC attempted to balance physical security requirements with the
Arlington County Virginia Square Sector Plan that cites specific urban
design guidelines. Some of these guidelines require accommodations for
commercial retail space on the ground floor, close proximity to the
street, and public access to the special purpose facility. These local
government requirements proved to be security challenges. In attempting
to achieve balance, FDIC has taken the spirit and direction found in the
NCPC\'s National Capital Urban Design and Security Plan and designed
facilities that not only provide enhanced perimeter security and blast
resistance, but create a campus in concert with the Arlington County
urban landscape.

The best practices in the National Capital Urban Design and Security
Plan and ISC Standards served as the FDIC Project Team's blue print for
developing and implementing balanced security initiatives. Funding was
obtained commensurate with project approval from the FDIC Board of
Directors in March 2002. In an effort to minimize the impact on the
budget, the Project Team successfully employed creative value
engineering. The \$2.5 million estimated cost for the security
initiatives was offset by approximately \$ 1 million in savings relative
to base building construction material and methodology.

The FDIC is grateful for the policy and standards shared by the General
Services Administration\'s Office of Real Property Management, and we
are proud of our Project Team for their hard work, ingenuity and
dedication to the security and safety of our employees.

This entry was an Adopted Best Policy Winner in the 2005 GSA Achievement
Award for Real Property Innovation program.

For more information, contact Mr. William Kmetz at 202-898-6850 or by
email at wkmetz@fdic.gov.

**FDIC PHASE II SECURITY INITIATIVES Team Members:**

-   William Kmetz

-   Rex Anderson

-   Gwenn D\'Anton

-   Ray H. Shealy, Sr.

-   Steven M. Hanas

**05-PRA-014**

**STATE RESPONSE TO ANTHRAX MAIL ATTACKS**

**Department of State**

**Environmental Protection Agency**

**General Services Administration**

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

***\"\...the process State used throughout the decontamination and
rehabilitation will serve as the "gold standard" for future building
clean-ups and mail safety protection systems.\"\
***

In October of 2001, the Department of State's Diplomatic Pouch and Mail
facility in Sterling, VA (State Annex SA-32) was contaminated with
anthrax and an employee contracted inhalation anthrax from the
contaminated mail. This facility serves more than 18,000 American
employees overseas in over 250 embassies and consulates. Sampling
activities conducted at SA-32 in late 2001 identified anthrax
contamination to be present on equipment and surfaces throughout the
building. Upon determination of the presence of anthrax, mail operations
were immediately relocated to a temporary facility.

The Department of State responded to the challenge of decontaminating
and rehabilitating SA-32 with an innovative, comprehensive and
collaborative approach that consisted of developing a project
organization of experts in sterilization, sampling, and industrial
hygiene for the decontamination of the facility and experts in mail
screening, sensor technology, systems integration, and ventilation
systems for the rehabilitation of the facility.

As a result of the project's success, a consensus within the technical
community, and the keen interest expressed by other Federal Agencies,
the process State used throughout the decontamination and rehabilitation
will serve as the "gold standard" for future building clean-ups and mail
safety protection systems.

The SA-32 anthrax decontamination and rehabilitation is a lesson in
managing risks and expectations. Because of the lack of standards for
cleaning facilities contaminated with anthrax to determine safety and
suitability for re-occupancy and because of the realization of the
effectiveness of using the US Postal system to distribute weapons of
mass destruction, the Department was faced with leading an effort that
relied more on people than on standards and guidelines. Throughout the
decontamination and rehabilitation, the principles of risk assessment
and risk management to make decisions and an open communication policy
with all project stakeholders was used. In the absence of accepted
protocols, the Department developed, documented, and demonstrated
techniques and procedures for the remediation, sterilization, and
sampling of mail, building contents and for worker safety.

The building decontamination and mail screening measures, incorporating
the latest technology in chemical, biological, radiological, and
explosive detection, represent a commitment to investing in real
property assets, and more importantly protecting mail workers and mail
recipients. Specialized rooms and ventilation systems will prevent the
spread of contamination in the event of a future attack.

Using the principles of learning from others' experiences, taking the
advice of selected experts, ensuring an open communication policy, and
making timely decisions, led to the successful decontamination and
rehabilitation of the Department's Diplomatic Pouch and Mail facility,
which resulted in resumption of mail operations in SA-32 in February of
2005.

For more information, contact Mr. Thomas J. Sgroi on 202-647-2852, or by
email at SgroiTJ@State.gov.

**[SUSTAINABLE DEVELOPMENT]{.underline}**

**05-PRA-003**

**GREEN MEETINGS: OFFSETTING EMISSIONS FROM A CONFERENCE & TRADE SHOW**

**General Services Administration**

***\"GSA successfully encouraged attendees to take back innovative ideas
on reducing energy use and environmental pollution, while creating an
environmentally friendly conference\...in which to learn and
interact.\"***

GSA initiated a unique practice to make ***[Energy 2004,]{.underline}***
the Federal Government's first independently-certified green meeting and
trade show by offsetting the emissions which the event caused.

The annual workshop and tradeshow, cosponsored by GSA\'s Energy Center
of Expertise with Departments of Defense and Energy, attracts over 1000
energy professionals. GSA arranged for Fuel Cell Energy, Inc. to donate
its emission reductions for permanent retirement to the Cleaner and
Greener Program of the non-profit Leonardo Academy. These emissions
reductions offset the emissions created by the *Energy 2004* event.

GSA first estimated the amount of pollutants the conference/tradeshow
would generate based on its 1,010 attendees. The figures were verified
by the Leonardo Academy. Emission reductions included:

-   1,367,499 pounds of Carbon Dioxide

-   605 pounds of Sulfur Dioxide

-   1,678 pounds of Nitrogen Oxide

-   311 pounds of Particulates (PM-10)

The amounts mentioned are based on a 3-day event with:

-   1,010 attendees

-   80,000 gross square feet of convention space

-   125,000 kWh used at the Convention Center

-   5,700 therms of natural gas

-   1,840,000 air passenger miles (using 56,120 gallons of kerosene)

-   Driving 144,000 vehicle miles (using 2,060 gallons gasoline)

The emissions (carbon dioxide, sulfur dioxide, and nitrogen oxide)
generated by the attendees were offset by donations of clean power by an
energy company that operates clean fuel cell power plants. In addition,
the energy workshop itself contained dozens of sessions which advocated
environmental responsibility and energy conservation. This initiative is
in consonance with GSA's efforts to be environmentally responsible in
all its business practices. "Waste not, want not" was GSA's philosophy
for planning Energy 2004.

This innovative clean and green initiative was accomplished at no cost,
and is easily replicated. GSA found a reputable nonprofit organization
to certify that *Energy 2004* qualified as a clean and green event. GSA
then arranged for Fuel Cell Energy, Inc. to donate its own emission
reductions in Nitrogen Oxide and Sulfur Dioxide, from electricity that
the company generates at its clean-energy fuel cell plants. Each
Kilowatt Hour generated by the company's clean fuel cells was one less
Kilowatt Hour that a coal-fired power plant had to generate.

The emissions generated by this 3-day conference were transferred to the
Leonardo Academy's Cleaner and Greener Program. Fuel Cell Energy, Inc.
donated its emissions to the Leonardo Academy to offset Energy 2004's
emission. The cost to the government for creating this arrangement was
negligible.

This entry was an Innovative Best Practice Winner in the 2005 GSA
Achievement Award for Real Property Innovation program.

This best practice was submitted by GSA\'s Office of Citizen Services
and Communications with GSA\'s Energy Center of Expertise. For more
information, contact Mr. Brian K. Magden, GSA Regional Energy
Coordinator, on 212-264-0591, or by email at brian.magden@gsa.gov.

**GREEN MEETINGS: OFFSETTING EMISSIONS FROM A CONFERENCE & TRADE SHOW
Team Members:**

-   **Brian K. Magden**

-   **Mark Ewing**

-   **Mike D. Ziskind**

**05-PRA-009**

**CONTINUOUSLY COMMISSIONING HVAC EQUIPMENT**

**General Services Administration**

"On an annual basis, buildings consume over 40% of America\'s energy and
produce nearly 40% of our greenhouse gas emissions. As the largest
single \"landlord\" in the United States, the Federal government
oversees about 500,000 Federal buildings. More than \$20 billion is
spent annually on acquiring or substantially renovating Federal
facilities, more than \$3.5 billion for energy for these facilities, and
almost \$200 billion for personnel compensation and benefits for
civilian employees. In the first year, the occupant costs three times
more than the building, but extended over a typical forty year building
life the occupant accounts for 95 percent of total costs.

Routine optimization of HVAC equipment will improve indoor air quality,
worker productivity, and conservatively reduce energy expenses by ten
percent. These savings can only be achieved through continuous
monitoring. Someone must routinely go through mechanical rooms to ensure
adequate outside air is bought into the building to flush pollutants
out. They also check sensor calibration, damper and equipment operation
and so on. This work could be contracted out but, we believe it could
largely be accomplished using existing resources. It could be done by
the quality assurance inspector and the O&M contractor as quality
assurance inspections are performed.

Because employee costs account for most of the Governments expenses,
anything that impacts productivity can have a huge impact. For example,
the cost to the nation\'s workforce of upper respiratory diseases in
1995 was \$35 billion in lost work plus an additional \$29 billion in
health care costs. More healthful indoor environments could reduce these
costs by 10%-30%." Productivity improvements in the range of four
percent can pay for all building rent and energy costs. In other words
take good care of your people and the building is free.

It has been estimated that O&M programs targeting energy efficiency can
save 5% to 20% on energy bills without a significant capital investment.
Continuous commissioning can be achieved with minimal cash outlays. In
1998, a study conducted for the Department of Energy estimated that more
than [\$40 million in potential energy savings]{.underline} could be
gained from commissioning only 1% of existing buildings greater than
25,000 square feet.

Additionally, on April 5^th^ 2005 the Office of Management and Budget
(OMB) gave a presentation at the 2005 Federal Energy Summit where they
announced they were going to increase enforcement of the Executive
Orders (EO) relating to energy use and environmental pollution. The EO's
which they referred to are: EO 13123, EO 13148, EO 13101, and EO 12902.

For more information contact Mr. Charlie Rienhardt at 303-236-8000 X
5325 or by email at charles.rienhardt@gsa.gov.

**05-PRA\--008**

**REPLACE AUTOMOBILES WITH ELECTRIC VEHICLES**

**General Services Administration**

***\"The Denver Federal Center is taking action in promoting a healthier
and cleaner environment.\"***

In September, 2004, the Denver Federal Center (DFC), Service Center
replaced 10 regular automobiles with Neighborhood Electric Vehicles
(NEVs). The DFC is a unique property because of its inner campus layout.
The one square mile campus layout creates an environmental advantage,
allowing for the use of electric vehicles instead of automobiles.

These 4-wheeled vehicles are larger than golf carts but smaller than
passenger cars. The NEVs have a top speed of 25 miles per hour and are
equipped with headlamps, turn signals, seat belts, brake lights, and so
on. Not only are these vehicles environmentally friendly, they are cost
efficient in terms of initial capital costs, fuel costs, and overall
operating expenses. NEVs reduce petroleum use and simplify fueling
requirements by eliminating the need for a gasoline infrastructure. The
overall operating cost is 50% that of an automobile.

This action helped us accomplish two goals; to become a sustainable
campus and to comply with Executive Order 13149 ([Greening the
Government Through Federal Fleet and Transportation
Efficiency]{.underline}); which requires a 20% decrease in annual
petroleum use by fiscal year 2005.

Assuming 10,000 miles use for each vehicle, pollution reduction is shown
in the amounts below.

Total yearly reduction = 6,840 lbs of hydrocarbons

Total yearly reduction = 50,560 lbs of carbon monoxide

Total yearly reduction = 3,540 lbs of nitrogen oxide

The purchase has a simple payback of 3.3 years. Assuming a lease fee of
\$245.00 a month, for 10 vehicles, the annual cost to lease the ten
vehicles would be \$29,400. The cost to purchase the ten NEVs is
\$100,000.

It is simple to turn in a leased vehicle and purchase an NEV. This
process should work in any campus style environment. The potential
impact should be significant. After one year of demonstrating its
feasibility, we plan to take our success story to the other agencies,
which have nearly 7,000 employees on the DFC, and encourage them to join
us. This initiative meet the spirit of GSA\'s Asset Management
Principles by making sound asset management decisions, maximizing
portfolio performance by reducing costs, and promoting a sustainable
environment.

This entry was an Honorable Mention Best Practice in the 2005 GSA
Achievement Award for Real Property Innovation program.

For more information contact, contact Mr. Charlie Rienhardt at
303-236-8000 (ext. 5325) or by email at charles.rienhardt@gsa.gov.

**REPLACE AUTOMOBILES WITH ELECTRIC VEHICLES Team Members:**

-   Charlie Rienhardt

-   Toni Hoskinson

**[2005 Award Program Jury]{.underline}**

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

**Ms. Sue Hum-Hartley**

Director General,

Professional & Technical Programs

Real Property Branch

Public Works and Government

Services Canada

**Ms. Audrey Schriefer**

Principal

Schriefer

Concord, MA

**Ms. Melissa K. Morgan**

Senior Business Manager

Microsoft

Seattle, WA

**Mr. Richard Fanelli**

President

Fanelli-McClain Design Studio

Fairfax, VA

**[ADOPT-A-PRACTICE!]{.underline}**

The Adopted Best Practice award in the GSA Achievement Award for Real
Property Innovation program was established to share best practices
across the Federal Government to further improve asset management in the
Federal sector and to recognize those agencies that \"adopt a practice\"
from our program.

Get more information about this exciting award and the best practices
available by checking out our website at:

**www.gsa.gov/realpropertypolicy**

and clicking on \"Award Program\" and \"Best Practices.\" When you click
into \"Best Practices,\" you can check out the \"**E-Practice
Library**\" for over 300 best practices and policies available for your
agency to adopt.