(front cover)

GSA logo Office of Governmentwide Policy

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

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

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

**[(2 photos of winning 2007 program entries on cover)]{.underline}**

-   **GSA Public Buildings Service \"National 3D-4D-BIM Program\"**

-   **U.S. Department of Justice, Federal Bureau of Prisons \"Greening
    Prisons\"**

Office of Real Property Management

October 2007

**10 \* 07**

**[inside front cover]{.underline}**

**[-photo:]{.underline}**

**[(photo of winning 2007 program entry)]{.underline}**

-   **GSA Public Buildings Service \"National 3D-4D-BIM Program\"**

(page 2-inside cover)

(photo of GSA winner \"GSA Public Buildings Service \"National 3D-4D-BIM
Program\"\"

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

**Fall 2007**

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 2007 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 Acting Deputy
Associate Administrator, Becky Rhodes. POLICYSITE is produced by the
Regulations Management Division, Stanley C. Langfeld, Director and
Editor-in-Chief. This year\'s edition focuses specifically on asset
management and sustainability.

For more information about POLICYSITE, contact the Managing Editor:
Richard M. Ornburn at richard.ornburn@gsa.gov. The co-editor for this
edition was Anne Oswald, GSA intern from Cornell University. Graphic
design is provided by GSA\'s Office of Citizen Services and
Communications: Graphic Designer - David Alexander.

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

##### (Cover photos)

##### [GSA Award Program Winners:]{.underline}

-   *GSA Public Buildings Service \"National 3D-4D-BIM Program\"*

-   *U.S. Department of Justice, Federal Bureau of Prisons \"Greening
    Prisons\"*

> []{.mark}

##### []{.mark}

##### www.gsa.gov/realpropertypolicy 

##### 

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

**Introductory Message** 4

Winning Entries 5

**Asset Management** 6

1\. Architect of the Capitol 6

-   Integration of Facility Condition Assessments, Master Plans, and 6\
    Capital Improvements Programming

2\. Peace Corps 8

-   Platform for Peace Corps Capital Assets Management 8

3\. U.S. Army Corps of Engineers 9

-   Army Enhanced Use Leasing Program and Case Study 9

4\. U.S. Department of Agriculture 11

-   ARS Asset Management Program 11

-   USDA Forest Service Conveyance Program 13

5\. U.S. Department of the Air Force 15

-   Consolidation of 11 Credit Unions Licenses 15

6\. U.S. Department of the Interior 16

-   Data Management for Real Property Reporting and Beyond 16

7\. U.S. General Services Administration. Public Buildings Service 17

-   Armed Forces Retirement Home - RFP 17

-   Asset Business Plan 19

-   Governmentwide Real Property Information Sharing Program (GRPIS) 20

-   GSA Backfill Marketing Program 22

-   GSA National 3D-4D BIM Program 24

-   Lease Administration/Overtime Utility 26

-   Real Property Asset Listing Portal 28

**Sustainability 30**

1\. Architect of the Capitol 30

-   Senate Rain Garden 30

2\. U.S. Army Corps of Engineers 32

-   GPS Enabled Real Property Picture Labeling System 32

3\. U.S. Department of Commerce 34

-   Green Building Leads Economic Resurgence 34

4\. U.S. Department of Justice 36

-   Greening Prisons 36

5\. U.S. Department of State 38

-   Green Team -- Overseas Buildings Operations 38

6\. U.S. Department of Transportation 40

-   FAA \"**SAVES\"** With \"Green\" Acquisition Innovation 40

7\. U.S. Environmental Protection Agency 41

-   \"Low Impact Development\" Project Improves Federal Triangle

> Sustainability 41

-   EPA's Region 8 Office, Denver, Colorado - A Sustainable Showcase 43

8\. U.S. General Services Administration , Public Buildings Service 45

-   Byron G. Rogers Federal Courthouse Renovation Paves the Way 45

-   U.S. Census Bureau Headquarters - A Sustainable Showcase 47

-   GSA Mid-Atlantic Regional Energy Program Saves Energy 49

-   National 3D-4D BIM Program Focuses on Sustainability 51

-   New England Solar -- It's the Right Thing to Do 53

-   New San Francisco Federal Building Leads the Way 55

-   Social Security Administration Teleservice Center - A Sustainable
    Model 57

-   New Service Center a Win-Win for USDA with Sustainable Design 59

9\. U.S. Securities and Exchange Commission 61

-   SEC Child Development Center -- Providing Sustainability for the 61\
    Next Generation

**[Jury Listing: Asset Management/Sustainability]{.underline} 63**

**[E-Practice Library]{.underline} 64**

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

*[A Message from Becky Rhodes]{.underline}*

*Acting Deputy Associate Administrator for Real Property Management*

*The U.S. General Services Administration (GSA) is proud to advocate
world-class innovation and leading practices in Federal asset management
and sustainability. We originally established the GSA Achievement Award
for Real Property Innovation in 1997 to serve as a catalyst for all
Federal agencies to improve real property management in the Government.*

*Since its inception, the program has attracted hundreds of unique ideas
from the entire Federal real property community. Ideas submitted cover a
wide spectrum of real property areas, including business practices,
asset management and planning, customer service, information systems,
performance measures, security, sustainability, telework and
workforce/human capital strategy.*

*For our eleventh year of the program, we focused on two specific topic
areas for the awards program: Asset Management and Sustainability. We
are pleased to present the practices submitted for this year\'s program
in the Best Practices Special Edition of Real Property Policysite
newsletter.*

*Sharing your proven strategies, new approaches and creative ideas in
real property asset management and sustainability is a winning step to
enhancing the stewardship of Federal real property and supporting our
Administration\'s goals.*

*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, Shirley Morris, at (202)
501-1145 or by e-mail to shirley.morris@gsa.gov, with any questions on
the award program.*

***Becky Rhodes***

**2007 GSA Achievement Award for Real Property Innovation**

**[Winning Entries:]{.underline}**

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

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

-   **GSA National 3D-4D-BIM Program**

> U.S. General Services Administration
>
> Public Buildings Service (PBS)

**[FINALIST]{.underline}**

-   **Army Enhanced Use Leasing Program and Case Study -- Yuma Proving
    Grounds, AZ**

> U.S. Army Corps of Engineer

-   **USDA Forest Service Conveyance Program**

> U.S. Department of Agriculture (USDA)

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

-   **Armed Forces Retirement Home**

> U.S. General Services Administration, PBS National Capital Region

**[SUSTAINABILITY]{.underline}**

**[WINNER]{.underline}**

-   **Greening Prisons**

> U.S. Department of Justice
>
> Federal Bureau of Prisons

**[SPECIAL ACHIEVEMENT]{.underline}**

-   **A Demonstration of Low Impact Development by the U.S. EPA at
    Federal Triangle, Washington, DC**

> U.S. Environmental Protection Agency (EPA)

-   **Byron G. Rogers Federal Courthouse Renovation**

> U.S. General Services Administration, PBS Rocky Mountain Region

-   **Green Building Leads Economic Resurgence**

> U.S. Department of Commerce, National Oceanic and Atmospheric
> Administration

-   **New England Solar: It's the Right Thing to Do**

> U.S. General Services Administration, PBS New England Region

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

**1. ARCHITECT OF THE CAPITOL**

**[Integration of Facility Condition Assessments, Master Plans, and
Capital Improvements Programming]{.underline}**

**\# A-11-07**

**(photo - US Capitol)**

The U.S. Capitol Complex has been evolving for over two hundred years,
beginning with the completion of the Capitol building in 1800. Since
then, numerous facilities have been added under the jurisdiction of the
Office of the Architect of the Capitol (AOC). The AOC is now responsible
for maintaining the nearly fifteen million square feet of space on close
to four hundred acres of land. The Capitol Complex has been in
continuous operation since its construction and poses many unique
challenges for its efficient operation, management and preservation. The
AOC must succeed in this mission to assure transparent and continuous
Congressional and Supreme Court operations.

As the Complex ages, the deferred maintenance, capital renewal, capital
improvement, expansions and/or reconfigurations become critical to the
continued success of the facilities' ability to support Congress and the
Court. Until several years ago, data about the facilities was kept in
various forms and locations, but a comprehensive database using a
consistent lexicon that also reflected current information about the
conditions of the facilities did not exist.

Prior to 2003, the Office of the Architect of the Capitol did not have a
formalized Program Development Process, nor had it produced a Capital
Improvement Plan (CIP) as a byproduct of such a process. Projects and
associated funding requests changed dramatically from year to year,
leaving Congress without a clear vision of the AOC's long range capital
requirements and priorities. As a result, the Architect was directed by
Congress to establish a Program Planning Process and associated 5-year
CIP.

Development of the component parts of this Program Planning Process,
including new facilities management, project development and budget
development processes, began several years ago. Since the start of the
initiative, a cycle has been established for assembling project
nominations, assessing priorities, synchronizing the annual capital
programs with the Capitol Complex Master Plan (CCMP) and completing the
budget process. Integration of these data-driven sources has led to an
increased confidence in the capital project information as it moves
through the Congressional appropriations process, using the systems and
source documents to produce objective, defensible budget requests.

Transforming the basic information resources available to the management
and staff of the AOC is met as these tools and methodology are infused
in the facilities management culture at the AOC. Training and deliberate
change management techniques are aiding to adopt the new methods (NRC,
2004).

***As this is being accomplished, and the cycles of providing
information to Congress are becoming routine, the care and maintenance
of the Capitol Complex is transcending individuals, and institutional
processes are assuring continuity, anticipation of life cycle facilities
requirements and adequate lead time for financial planning.***

**Contact**

Nancy Skinkle

Deputy Director, Division of Facility Programming and Planning

Office of the Architect of the Capitol

Planning and Project Management Division

nskinkle@aoc.gov

**2. PEACE CORPS**

**[Platform for Peace Corps Capital Assets Management]{.underline}**

**\# A-14-07**

***\"This database allows OBO to advise and to act in accordance with
all internal and Federal agencies\' information requirements\....\"***

Peace Corps recognized the need for the development of a division of
[Overseas Building Operations (OBO)]{.underline} two and a half years
ago. The need was self-evident\--there were no systems and never had
been any systems that identified our capital assets in any one
department or agency.

Its development from conception to a fully developed office, capable of
not only recognizing the assets, their locations, their value and
expenditures, and of acting in compliance with all Federal,
presidential, and internal program divisions.

Initially, this required the development of an OBO database to store,
manage, and monitor information on all overseas capital assets. This
database allows OBO to advise and to act in accordance with all internal
and Federal agencies\' information requirements. The work of OBO since
its birth has had a significant impact on the agency\'s budget and
allocation procedures, in conjunction with Federal agencies and laws,
which impact the overall allocation to Peace Corps. OBO impacts,
manages, and monitors approximately \$13 million of assets worldwide, a
significant percentage of the overall Peace Corps budget.

**[Contact]{.underline}**

Tiffany Glover

Analyst

Peace Corps

tglover@peacecorps.gov

**3. U.S. ARMY CORPS OF ENGINEERS**

**[Army Enhanced Use Leasing Program and Case Study - Yuma Proving
Grounds]{.underline}**

**\# A-12-07**

(photo: Yuma Proving Grounds)

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

The Army's Enhanced Use Leasing (EUL) Program is conducted under the
authority provided in the National Defense Authorization Act for Fiscal
Year 2001, which was enacted into law as Pub. L. No. 106-398. An EUL is
an opportunity for the Army to capitalize on non-excess real property
assets by leasing these assets to private entities. EUL is an innovative
business practice the Army is implementing to return value to its
Soldiers and the American taxpayer. Military installations benefit from
EUL by avoiding infrastructure costs, accepting a variety of facilities
and services as in-kind consideration, and collecting cash rent to fund
other Army real property requirements.

Under the forward-thinking and indefatigable Army EUL Team, the Army's
EUL program has blossomed. About sixty EUL projects across the country
have been initiated. Four EUL leases were signed last year. It is
anticipated that the Army will receive through just the five currently
executed EUL leases consideration, valued presently, in excess of
\$215,000,000 for leasing property appraised at a total of \$46,000,000.
Eleven other EUL projects have developers selected and are currently
negotiating Leasing and Management Plans. Over thirty projects are
currently in the project identification and concept development phase.
EUL projects are diverse, ranging from typical mixed-use development to
co-generation utility plants to laboratory and industrial buildings.
They can be critical to the Global War on Terrorism.

The growth of the program is enabled by the team's innovative, efficient
and economical procedures and practices. Essential requirements for the
success of the program were determined to be communications management
and community involvement. The lease development process was
transformed. Developers are selected based on their qualifications and
then contribute their expertise to development of the project. The
developer is responsible to pay a transaction fee at the closing of a
lease that reimburses the EUL team's and its consulting contractor's
costs. Review of complex leases is conducted concurrently and limited to
thirty days. Escrow accounts are established by the developer to improve
the flexibility and management of in-kind services.

An exciting example of an Army EUL project is situated at Yuma Proving
Grounds (YPG), AZ. YPG is the DOD Reliance Lead for Hot Weather testing
of vehicles. YPG has a critical capability shortfall. Only one paved
test course, constructed in the 1950s and badly deteriorated, exists.
The Army has entered into an EUL lease with General Motors Corporation
(GM) that will create a world class "Hot Weather Test Complex" at YPG.
Construction of this complex will provide a full spectrum of Hot Weather
testing capabilities for all the Army's current vehicles, as well as
those anticipated for the future. The Army will have access to the
courses that will be constructed by GM. The value of this use is
estimated to be \$26.8 million to the Government. GM's in-kind
consideration of \$10.6 million, deposited in an Escrow Account, could
fund construction of a new Army high-speed, dual-lane paved Oval Test
Track, 4+ Miles in length, which will accommodate the Army's tracked and
heaviest wheeled vehicles.

**Contact\
**Robert (Bob) Penn\
Army EUL Program Director\
Asst. Chief, Real Estate Division and Chief, Special Projects Support
Branch\
Baltimore District, USACE\
bob.penn@usace.army.mil

**4. U.S. DEPARTMENT OF AGRICULTURE**

**[Agricultural Research Service (ARS) Asset Management
Program]{.underline}**

**\# A-7-07**

(photo\--screenshot of webpage [www.ars.usda.gov)]{.underline}

The Agricultural Research Service (ARS) in the U.S. Department of
Agriculture recognized the need to adopt a structured,
performance-based, long range facility planning approach to better
manage the Agency's extensive inventory of real property assets and
capital investments. Accordingly, ARS has been aggressive in Asset
Management in the last few years.

Specific accomplishments include:

-Facility assessments and parametric estimates to meet Federal Real
Property Council (FRPC) Guidance. ARS has also gone beyond FRPC
requirements by estimating recapitalization, and 5-year and 10-year
annual averages for maintenance and repair (sustainment).

-Improvements to the Real Property inventory. ARS has been the leader at
USDA in understanding and using the USDA Corporate Property Automated
Information System (CPAIS). As a result, ARS has a complete and accurate
real property inventory, reporting "no gaps" since December 2006.

-ARS Facilities Division (FD) reorganization in April 2005. As a result
of this reorganization, two deputy directors were established, Design
and Construction, and Asset Management. Broadly speaking, the Design and
Construction position assumed responsibility for the Engineering and
Contracting functions within FD, and the Asset Management position
assumed responsibility for Real Property, Space Management, Safety,
Health, and Environmental Management, as well as special programs
including implementation of E.O. 13327 - Real Property Asset Management.

-ARS' state of Asset Management. One of the first items that ARS
completed because of E.O. 13327 was the ARS Building Block Plan (BBP).
The BBP documents the "as-is" state of Asset Management within ARS and
is updated annually.

-Capital Planning. Accordingly, the ARS 5-Year Capital Projects and
Repair Plan (CPRP) incorporates performance measures and other
requirements supporting the goals and objectives of E.O. 13327, USDA
Asset Management Plan (AMP), ARS BBP, and the ARS Strategic Plan.
Effective fiscal year 2007, each proposed facility project costing
\$25,000 and above shall be reviewed and approved by the appropriate
Asset Management Review Board (AMRB).

-Capture Operation and Maintenance (O&M) costs by asset. A team was
convened to develop a strategy for capturing costs by asset. This team
included headquarter, area, and location personnel; and administrators,
facility managers, and financial type personnel. As a result, a policy
was written to define O&M costs and provide direction for capturing them
separately in the official accounting system.

-Executive Steering Committee. ARS has established an Executive Steering
Committee for Asset Management to oversee the implementation of the
program within ARS. One of the first charges to the steering committee
was to develop a charter and task a sub team to address roles and
responsibilities and to propose changes to these roles and
responsibilities to align with new requirements because of E.O. 13327
and FRPC Guidance.

**Contact**

Donna Forbes

General Engineer

USDA/ARS

AFM/Office of the Director/Facilities Division

donna.forbes@ars.usda.gov

**[USDA Forest Service Conveyance Program]{.underline}**

**\# A-13-07**

(photo caption: USDA Forest Service Red Rock Facility Construction)

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

***\"The Agency estimates the authority (the Forest Service Facility
Realignment and Enhancement Act of 2005) will generate proceeds of \$100
million or greater over its duration.\"***

The Forest Service Facility Realignment and Enhancement Act of 2005
(P.L. 109-54) provided the Forest Service limited duration authority to
convey an unlimited number of administrative sites and retain the
proceeds for building maintenance, rehabilitation, and construction. In
fiscal year 2006, nationally conveyance proceeds provided \$34 million
to eliminate critical health and safety issues and to right-size the
Agency's infrastructure to meet its evolving mission and organizational
structure. The Agency estimates the authority will generate proceeds of
\$100 million or greater over its duration.

The authority is novel within the Federal government because the Agency
can retain one hundred percent of the proceeds to fund its
administrative infrastructure program and fund the cost of processing
conveyance projects. The ability to retain all of the conveyance
proceeds provides a significant incentive to local managers to actively
manage the infrastructure portfolio for efficiency, public service, and
employee health and safety. Additionally, the authority will help the
Agency lower the long-term cost structure of providing administrative
infrastructure. For example, the Agency is currently leasing many
administrative buildings because it does not have adequate appropriated
funds to construct buildings in all locations where ownership is the
lowest cost alternative to government. The conveyance proceeds are being
used to construct buildings in many high cost lease areas to lower the
cost to government and preserve the Agency's appropriated funds for
natural resource programs. Conveyance funds are also important for
consolidation of district offices, many of which were constructed in
close proximity before efficient communication and transportation
infrastructure was available.

The Red Rock Ranger Station facility development project illustrates the
benefit the Forest Service's unique conveyance authority provides.
Originally constructed in the early 1900's, the Sedona Ranger Station of
the Coconino National Forest in Arizona was a remote outpost in an area
frequented only by local ranchers on horseback. In recent years the
facility had been surrounded by the skyrocketing growth of the Sedona
community and is now hidden down narrow roads that are difficult to
reach from the major highways. Public service has suffered as the
facility has become harder to locate and visit; the Ranger Station was
no longer able to effectively or efficiently meet the resource
management or customer service needs of the growing community.

The cost of constructing a new facility that could meet public service
needs was beyond the reach of the forest budget, and competition for
limited regional capital investment dollars was intense. The Forest
decided to use conveyance authority to competitively sell the existing
facility and associated property on the open market. The sale generated
\$8.4 million to construct a new facility and improve the condition of
many other facilities on the Forest. The improvement to public service,
employee health and safety, and the condition of the asset portfolio was
achieved.

**Contact**

Benerito (Ben) S. Martinez Jr., P.E.

Facilities Engineering Group Leader

USDA Forest Service, Southwestern Region

bsmartinez@fs.fed.us

**5. U.S. DEPARTMENT OF THE AIR FORCE**

**[Consolidation of 11 Credit Union Licenses]{.underline}**

**#A-3-07**

(photo caption: Lackland Air Force Base associate shows change from
eleven liscenses to one)

The Real Property Office at Lackland AFB is always looking for ways to
improve the current system. When it came to their attention that one of
the Credit Unions on base had 11 separate licenses for its automated
teller machines, the Real Property Office was spurred into action.

Through scrupulous planning and effective communicating to all parties,
the team was able to consolidate all eleven licenses into one license
package despite differences in beginning and expiration dates. This
initial leg-work will now provide a stream-lined process for years to
come.

Consolidation of Real Estate instruments could very well become a new
way of doing business in the Real Property arena. As multi-year licenses
reach the end for renewal, the opportunity is there to realize the
benefits of consolidation into only one license.

In this particular case, a complex, duplicative process was simplified
and a more efficient and concise process was created. No matter how
small the consolidation may seem on the surface, it will create savings
that add up over time with repetitive efforts.

**[PROJECT BENEFITS:]{.underline}**

-   **The consolidation saved an estimated 352 workhours a year!**

-   **In monetary terms that is \$10,135.84 per year!!**

**Contact**

Lee DelBosque

Real Property Officer

U.S. Department of the Air Force

37th Civil Engineer Squadron

lee.delbosque@lackland.af.mil

**6. U.S. DEPARTMENT OF THE INTERIOR**

**[Data Management for Real Property Reporting and Beyond]{.underline}**

**\# A-4-07**

***Do you want to do these benefits for your agency? Paperwork is
reduced. Reporting time is enhanced. Data accuracy is improved. And all
records are merged into one location nationwide?***

Then check out what the National Park Service (NPS) has developed for
its portfolio. It is an innovative process using an in-house team that
included partners and contractors that automates the Federal Real
Property (FRP) reporting through a single, existing Service-wide asset
management database that leverages the power of existing data, updates
data for both systems seamlessly and certifies Federal real property
constructed asset data accuracy. The team initiated a new computer
application within the Facility Management Software System (trade name
Maximo®) that allows for consistent, verifiable data collection. The FRP
information application also consolidates additional data elements
beyond the Federal Real Property reporting requirements that provide a
means to make further management decisions.

A number of the 24 FRP data elements are derived from other data
sources, such as Asset Priority Index (Mission Dependency Index) ratings
and the Federal Financial System. Because the Federal real property data
now resides in the 'live' FMSS environment, which allows park personnel
and NPS real property managers to easily review, manage, and update
Federal real property data, paperwork is reduced, reporting time is
enhanced, data accuracy is improved and all records are merged into one
location nationwide. These factors increase the efficiency,
effectiveness, productivity and records management functions of Federal
real property in the NPS.

Other benefits of the FRP information application that have alleviated
challenges in asset management include the following:

• Provides a single location for Federal real property and asset-level
data making data easier to obtain;

• Allows FMSS users to query asset and Federal real property information
easily making FRP data easily accessible and usable;

• The database is compatible with the Departmental Financial and
Business Management System (FBMS) and the single Facility Maintenance
Management System (FMMS) database guidelines.

Data required in FRP is also used in the Park Asset Management Plan
(PAMP) assuring data accuracy. Parks capture and maintain information
that will address the performance measures required by EO 13327
including Utilization, Condition Index, Mission Dependency and Annual
Operating Costs.

**Contact**: Dan LeMay

Facility Management System Specialist

U.S. Department of the Interior/National Park Service

Alaska Regional Office

dan_lemay@nps.gov

**7. U.S. GENERAL SERVICES ADMINISTRATION,**

**PUBLIC BUILDINGS SERVICE**

**[Armed Forces Retirement Home - RFP]{.underline}**

**#A-9-07**

*Public Buildings Service National Capital Region*

(photo caption: Historic AFRH Washington, DC and Facilities)

***[\"SPECIAL ACHIEVEMENT\"]{.underline}***

***The Armed Forces Retirement Home needed a redevelopment project
manager. What agency did it turn to? GSA!***

The Armed Forces Retirement Home (the Home or AFRH) was established in
1851 as an independent agency to provide services to eligible members of
the Armed Forces. In recent years, the Home's financial situation began
to steadily deteriorate. To remedy the problem, the National Defense
Authorization Act of 2002 granted AFRH the authority to sell or lease
its excess property, and then use any proceeds for its operating trust
fund.

After an intensive search for the best team to lead the redevelopment
planning effort, AFRH selected GSA PBS NCR's (National Capital Region)
Real Property Disposal Division (WPR). In most projects of this
magnitude, GSA typically serves as both owner and manager. However, the
AFRH project is unique; for it, WPR serves as the redevelopment project
manager in a consulting role.

WPR began by completing a strategic analysis of alternatives and
initiating a two-phase competitive process to select entities to
undertake the redevelopment. During the first phase, a Request for
Qualifications (RFQ) to solicit qualifications and proposals, AFRH
identified three highly qualified development entities. Then in the
second phase a Request for Proposals (RFP) was issued to the three most
qualified developers.

GSA incorporated several innovative practices into the RFP evaluation
process, one of which was the use of the Analytical Hierarchy Process
(AHP) for the actual RFP evaluation process. The AHP is a powerful
decision-making process that reduces complex multi-criteria decisions to
a series of one-on-one comparisons. It helps capture both subjective and
objective evaluation measures, provides a useful mechanism for checking
the consistency of the evaluation measures and reducing bias in decision
making, and improves the analytical accuracy of the selection process.

Innovation was also displayed on this project through the use of an
organizationally diverse selection board. The board was comprised of
representatives from agencies outside GSA and AFRH, which greatly
increased the scope of organizational expertise brought to bear on the
project. In addition to a diverse board, a broad cross-segment of
internal (GSA) and private sector resources was tapped to provide the
board members technical expertise during evaluation. An example of a
combination of "One GSA" in action and the competitive sourcing concepts
enshrined in the President's Management Agenda, the GSA Small Business
Division Director and the Director of Urban Design and Planning from
Skidmore Owings & Merrill both served on technical evaluation teams.

Ultimately, the use of these innovative practices resulted in reduced
cycle time for the RFP evaluation process, a more robust and
analytically correct evaluation methodology, and the application of an
organizationally diverse body of knowledge to the evaluation process.
These innovative practices, which are easily replicable at any agency,
have resulted in high client satisfaction and a successful developer
selection process.

**Contact**

Tim Sheckler

Project Manager

U.S. General Services Administration

Property Disposal Division (WPR)

tim.sheckler@gsa.gov

**[Asset Business Plan]{.underline}**

**\# A-2-07**

*Public Buildings Service Central Office*

(photo: Web screen shot of Asset Business Plans webpage)

The Asset Business Plan (ABP) is an integral tool for asset management
for GSA\'s Public Buildings Service (PBS). The ABP provides
comprehensive information not only to GSA's associates but to the
Government Accountability Office and the Office of Management and
Budget.

The ABP - which is a web based application - lists a description,
location, function, photo, and Federal use for each asset. It
establishes financial information for rent, operating costs, repair and
alteration. ABP provides market, rental rates, space availability,
absorption, and vacancy information.

ABP compares PBS rental rates with local market rates to ensure that PBS
rental rates are equitable. ABP develops building strategies to ensure
assets support Federal missions.

ABP also received the International Development Research Center's (IDRC
) 1999 best practices award. It was the first time that a Federal agency
received this award.

**Contact**

Mohamad Balhis

Portfolio Management Specialist

GSA/PBS Real Property Asset Management

Real Property Asset Management

mohamad.balhis@gsa.gov

**[Governmentwide Real Property Information Sharing Program
(GRPIS)]{.underline}**

**\# A-5-07**

*Public Buildings Service Central Office*

(photo: San Francisco photo)

***\"GRPIS councils are the platforms from which established interagency
relationships flourish between Federal agencies.\"***

The purpose of the Governmentwide Real Property Information Sharing
(GRPIS) program is to encourage and facilitate the sharing of real
property information among Federal agencies, resulting in better real
property asset management decisions, cost effective use of resources,
and improved efficiencies. The Program revolves around the formation of
real property councils within major Federal communities nationwide.

**GRPIS Mission:**

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

-To facilitate and promote GSA services to Federal agencies;

-To explore interagency partnering opportunities, through the GRPIS
network of councils;

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

**GRPIS Vision:**

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

**Why is GRPIS Special?**

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

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

**GRPIS accomplishments:**

The GRPIS Team has supported local councils by: facilitating the sharing
of real property information, identifying opportunities for
collaboration and partnerships among agencies, providing administrative
support, and maintaining a continuous network of communications through
the GRPIS Councils and the GRPIS-Gram newsletter.

**GRPIS Councils are active in the areas of:**

-   **Atlanta,**

-   **Denver,**

-   **Kansas City,**

-   **New Mexico,**

-   **New Orleans,**

-   **Portland, OR,**

-   **Puget Sound, WA,**

-   **San Francisco, and**

-   **South Florida.**

The GRPIS-Gram has a circulation of over 1,300 subscribers across all
agencies around the U.S. The GRPIS Program has been the catalyst
responsible for many reported benefits to Federal agencies in particular
and the government in general; and most likely even more unreported
benefits that agencies don't make known, because they are associated
with cost avoidance realized, but not identified as such.

**Contact**

Gary Jordon

Portfolio Analyst

General Services Administration

Public Buildings Service, Office of Real Property Asset Management

gary.jordon@gsa.gov

**[GSA Backfill Marketing Program]{.underline}**

**\#** A-6-07

*Public Buildings Service National Capital Region*

(photo\--US Capitol)

***'Great Service Always'***

GSA's Backfill Marketing Program proactively markets the availability of
vacant Government space both within GSA and directly to their customers
or prospective Federal agencies, where permissible, through various
program activities, in order to reduce the Government's vacancy rates.

Backfill opportunities are not immediately posted onto GSA's monthly
vacancy reports and this program permits GSA to become more aggressive
in their marketing internally.

A secondary component of this program enhances GSA's customer service
focus, which coincides with GSA's new Realty Work Pod initiative through
the efforts of the Realty Service Specialists (RSS). This program
enhances the relationship management between the GSA representative and
their customer. Subsequently a GSA Customer Pledge is issued as a
commitment to excellence through performance known as ['**G**reat
**S**ervice **A**lways']{.underline}.

The GSA Customer Pledge is implemented by providing solutions to the
needs of Federal agencies in a timely fashion utilizing real estate
industry best practices, innovative approaches and achieving the best
value to the satisfaction of the customer. GSA Customer Pledge
continuously monitors an up to date status on project's progress through
utilization of Earned Value Management, which determines the value of
the work completed to date.

GSA Customer Pledge affirms in being a customer service professional and
in becoming a trusted advisor. As a result, GSA commits to numerous
fiduciary responsibilities, such as competent actions; financial
accountability; operate efficiently and effectively; quality assurance
and responsible asset management.

[Strategy]{.underline}: 1. Optimal opportunity for GSA's RSSs to get
closer to their customers and develop that personal relationship, toward
becoming a trusted advisor.

> 2\. The best source of marketing is your current customer and
> therefore, it is imperative to have one that is very happy or
> satisfied.
>
> 3\. To generate favorable buzz or conversation about the GSA vacancy.
>
> 4\. Brand the GSA name to be synonymous with '**G**reat **S**ervice
> **A**lways'.
>
> 5\. Continue to educate GSA's customer about the real estate industry,
> the process of procuring real estate through the Federal government
> and validation for the PBS fee.

There are five (5) program elements of the GSA Backfill Marketing
Program:

-   [Space Assessment]{.underline} - GSA's RSS makes a site visit to the
    vacancy to make an assessment of the building/space amenities and to
    take digital photos of vacant space.

-   [GSA Backfill Alert Notification]{.underline} - An initial notice of
    availability is e-mailed to existing Service Center personnel/NCR
    Service Centers' Realty Coordinators for distribution. A Monthly
    summary list of backfills is also sent electronically thereafter.

-   [GSA Backfill Book]{.underline} - RSS provides copy of a detailed
    space availability sheet to their customer for their provided GSA
    Backfill Book. Initiate benefits selling through the presentation of
    the GSA Realty (Show) Book, illustrating the services that GSA
    offers.

-   [Communication Publication]{.underline} - Establish a GSA quarterly
    real estate newsletter, as a means of keeping in touch with our
    customers.

-   [Bus Tour]{.underline} - Position as the 'must see' annual event
    among GSA's customers and the commercial real estate industry within
    the Washington Metro area over the next 3 years.

**CONTACT**

Michael McAvinn

Realty Specialist

GSA/PBS, DC Service Center/National Capital Region

michael.mcavinn@gsa.gov

**[GSA National 3D-4D-BIM Program]{.underline}**

**\# A-15-07**

*Public Buildings Service Central Office*

(Photos: 3D-4D-BIM Technology samples)

***[\"AWARD PROGRAM WINNER\"]{.underline}***

***\"The long-term objective is to use innovative 3D, 4D, and BIM
technologies to complement, leverage, and improve existing technologies
to achieve major quality and productivity improvements.\"
(www.gsa.gov/bim)***

In 2003, the General Services Administration's (GSA) Public Buildings
Service (PBS) Office of the Chief Architect (OCA) established the
**[National 3D-4D-BIM (Building Information Modeling)
Program]{.underline}**.

3D, 4D, and BIM are innovative technologies that offer virtual design
and construction during the planning phase of the project. They
represent three separate, but synergistic, ways in which computer
technologies can aid GSA to manage its capital assets throughout a
project's lifecycle.

The National 3D-4D-BIM Program has been recognized widely by the design
and construction industry for its leadership and its primary mission of
promoting virtual design and construction through:

-   value-adding digital visualization,

-   simulation, and

-   optimization technologies

> to increase quality and efficiency in developing and managing GSA's
> capital assets.

Since 2003, GSA has initiated over 60 capital projects across the
country using an array of 3D, 4D, and BIM technologies in support of GSA
business needs.

Some of these projects include: spatial program BIM models for spatial
program validation, 4D phasing for schedule optimization, 3D-laser
scanning for accurate as-built documentation, and BIM-based energy
analysis for predicting a facility's future energy performance.

**[Highlights of the GSA National 3D-4D-BIM Program are:]{.underline}**

-   **Establishing policy to incrementally adopt 3D, 4D, and BIM for all
    major projects**

-   **Leading 3D-4D-BIM pilot applications and incentives for current
    and future capital projects**

-   **Providing expert support and assessment for ongoing capital
    projects to incorporate 3D, 4D, and BIM technologies**

-   **Assessing industry readiness and technology maturity**

-   **Partnering with BIM vendors, professional associations, open
    standard organizations, and academic/research institutions**

To help replicate GSA successes, GSA has developed a BIM Guide Series on
best practices, a public website (www.gsa.gov/bim), an internal GSA
web-based portal, a community of regional BIM Champions, and national
contractual language and deliverables.

**Contact**

Charles Matta**,** FAIA

Director of Federal Buildings and Modernizations

U.S. General Services Administration

Public Buildings Service, Office of Chief Architect/Capital Construction
Program

charles.matta@gsa.gov

**[Lease Administration/Overtime Utility]{.underline}**

**\# A-1-07**

*Public Buildings Service Northeast and Caribbean Region*

(photo\-\--web screen shot of US GSA Lease Administration website)

The Lease Administration program was developed in response to the Public
Buildings Service\'s (PBS) Region 2's (Northeast and Caribbean Region)
need to document its lease inspections. There was no way for offices to
effectively track tenant concerns as well as lessor performance.

***This tool, which now contains over 700 leases and 8,000 inspections,
has enabled GSA to focus its efforts in addressing tenant concerns which
has resulted in improved customer satisfaction scores.***

The Overtime Utilities Tool was developed as part of a National
initiative. Nationally, GSA needed a consistent method for developing
overtime utility estimates. The GSA Senior Property Manager had
previously developed a tool which had been used throughout Region 2 for
nearly ten years. This tool became the template for the National tool.
Additional features were incorporated into the tool to help GSA recover
all of its actual costs. While there was a bit of a learning curve in
rolling the tool out, GSA was able to recover more of its actual costs
than in any previous year. Tenants also expressed their appreciation to
GSA in finally providing a consistent and accurate means for calculating
these costs.

LEASE ADMINISTRATION AND MANAGEMENT PROGRAM

The automated lease administration program is both secure and
interactive. The system was designed to be both a repository of critical
information as well as a tool for tracking lease deficiencies with the
ultimate goal of improving customer satisfaction scores in leased
locations. It is anticipated that this program developed and utilized in
Region 2 will become a National program. Initial work has begun on this
effort.

As an informational tool, each of the service centers can input items
such as the name, address and telephone numbers of the customer and
landlords, the square footage, lease and building numbers, full time
employees (FTE\'s), locations\' customer satisfaction scores and even
the services that are provided by the government. The system then allows
the user to intelligently analyze the leased inventory by office. Those
locations that are performing below the national average can now be
identified with the touch of a button. Need to know what has been done
in the past to improve the scores? Take a look at the actions taken to
resolve customers concerns.

As a tool to improve the customer satisfaction scores, the system was
designed for the service centers to input the complaints, by location,
in a chronological sequence together with the specific actions taken to
rectify the problem. There is a field that enables other divisions to
also document responses/solutions to our customers needs. When the lease
comes up for renewal and the location is considered as a possible
offeror, the Realty Specialist can use this system as an additional tool
to analyze past performance.

OT (OVERTIME) UTILITY TOOL

The purpose of this tool is to provide our managers with a standardized
format and methodology for developing overtime utility estimates. Our
customers have repeatedly informed us that consistency in our regional
and agency wide transactions is very important to them. This tool
promotes consistency in our regional and agency wide transactions with
your agency.

The tool is based on a standard MS Excel spreadsheet and includes an
estimate form and instructions on its use, as well as the rationale for
the calculations. A web based version will be rolled out in FY08.

This initiative is part of GSA's effort to provide our customers with
improved customer service, and with a nationally consistent approach in
addressing the issue of overtime utilities use. Despite GSA's aggressive
energy conservation measures, energy costs continue to represent an ever
increasing percentage of the operating costs for the buildings your
agency occupies. This initiative is intended to provide our customers
with information that will allow them to more readily address,
understand, evaluate, and approve reimbursable work authorizations for
overtime utility expenses incurred.

**Contact**

Jeffrey W. Sussman

Senior Property Manager

General Services Administration

2POB-B/ PBS/Tenant & Property Operations

jeffrey.sussman@gsa.gov

**[Real Property Asset Listing Portal]{.underline}**

**\# A-10-07**

*Public Buildings Service Central Office*

(3 PHOTOS \--web page shot of Real Property Asset Listing and 2
buildings samples)

***\"\... this portal provides the citizen with a single simple location
where the vast majority of surplus government real property is
advertised for sale.\"***

In 2001, the President's Management Council used information from the
Quicksilver task force to adopt 24 electronic government initiatives to
eliminate redundancy and improve quality of service for citizens and
businesses. Among them, the FAS initiative was initiated to improve the
way Federal agencies dispose of excess Federal assets. The scope of the
initiative was expanded in 2006 to include Real Property.

A team, comprised of members from GSA's Public Buildings Service, the
Department of Agriculture, and the Department of Housing and Urban
Development, has worked to develop the Real Property Asset Listing
Portal - - a web-based portal - - that will allow any Federal agency to
advertise, in one place, all the surplus, forfeited and foreclosed
(surplus) property available for sale. In addition to developing this
portal, the team has worked with other Federal agencies with real
property disposal authority to list their property for sale on the
portal.

As a result of this team's success, the vast majority of surplus Federal
real property is already listed for sale and property from additional
agencies will be listed over the next year. The benefit to the citizen
looking for government real property to buy is that instead of having to
find and search a dozen or more sites advertising surplus Federal real
property, this portal provides the citizen with a single simple location
where the vast majority of surplus government real property is
advertised for sale.

The benefit to the government is that surplus government real property
will now be better advertised to a wider audience. This will lead to
more bidders, more competition, and, likely, higher auction prices for
the thousands of foreclosed and forfeited houses and farms, surplus
government land and buildings that are sold each year.

***This is a true win-win for both the citizen and the government.***

**Contact**

George Deryckere

Lead Realty Specialist

GSA Public Buildings Service

Office of Real Property Asset Management

Property Disposal Division

george.deryckere@gsa.gov

**[Sustainability]{.underline}**

**1. ARCHITECT OF THE CAPITOL**

**[Senate Rain Garden]{.underline}**

**\# S-14-07**

[]{.mark}

(photo: Architect of the Capitol Sustainable Senate Rain Garden)

***\"It represents a new and improved way of doing business in our
agency.\"***

The Senate Rain Garden, built in 2004, is an exemplary initiative and
innovation for replicable low-impact, sustainable projects for
stormwater management. It represents a new and improved way of doing
business in our agency.

Broadly, rain gardens take advantage of gravity and processes of nature,
enabling certain plants to filter runoff from parking lots, reducing
storm flooding into urban streets and sewer systems, and to keep
pollutants from entering local streams, rivers, and the Chesapeake Bay.
Rain gardens, with their teeming, sturdy, flowering plants are an
attractive, low-impact, and low-cost way to protect and enhance our
environment.

Environmentally, these "bog" plantings, places in an elongated, porous
"bathtub," capture not only water that sheet drains from parking lot at
a high velocity but also filter out pollutants from the parking lot
(dripping oil and transmission fluid; exhaust exudate from tailpipes,
and tire particles). Also, the flowering plants attract birds and
butterflies, adding animation and natural interest.

Financially, our agency is enabled by this project to relieve the
District of Columbia of the costly burden of treating storm water. This
rain garden provides the opportunity of work crews to devote their time
to other projects while nature gracefully provides sustainability to
capture and filter water.

Aesthetically, these durable plants flourish in water up to their knees
and in droughts. While nearby lawn areas turn brown in hot weather, the
rain garden plants remain lushly green and in flower.

Quantitatively, the project is a success. Calculations of water runoff
volumes and velocities have been the basis of the configuration and size
of the rain garden. Summer storms that used to flood the nearby
intersection no longer do so. There has been no safety threat caused by
street flooding since the rain garden was built in 2004.

Replicability-wise, a site on the Capitol Grounds has already been
identified as a candidate for another rain garden. Others will follow
within our 400 acres of land, and potentially the properties of other
agencies.

Financially, this replicability improves the business practices of our
agency, and we will continue to share our lessons learned with other
agencies. The Capitol Grounds will be more attractive when parking lots
are partially obscured with plantings that are healthy during various
extremes of climate. Erosion will be reduced, preventing catch basins
from quickly silting up. The costly expense of emptying and cleaning by
maintenance crews will be reduced.

Customer satisfaction: phenomenal. Environmental groups have come to
visit this rain garden, described the District of Columbia environmental
official as the most beautiful one in the Washington region. Mayor
Bloomberg of NYC sent his chief urban planner to visit the rain garden
for replicability. Passersby provide unsolicited praise for the beauty,
sensibility, and teaching value of how rain gardens can be developed for
sustainability in urban, suburban, and rural settings.

***This [Senate Rain Garden]{.underline}, and future ones, will convey a
powerful sustainability and stewardship message to our three million
visitors annually, 25,000 Hill staff, and constituents, and dignitaries
and guests from around the globe.***

**Contact Information:**

Matthew Evans

Senior Landscape Architect and Horticulturist

Office of the Architect of the Capitol

Capitol Grounds

mevans@aoc.gov

**2. U.S. ARMY CORPS OF ENGINEERS**

**[GPS Enabled Real Property Picture Labeling System]{.underline}**

**\# S-5-07**

(Caption: Picnic Shelter Building Photo: USACE Omaha GPS Picture
Labeling System Sample)

GPS (Global Positioning System) Enabled Real Property Picture Labeling
System which was developed for the Omaha District has saved a minimum of
\$15,000 a year in labor/travel costs due to its simplicity and ease of
use. It allows 5 individual memo lines of specific data (property
identification number, structure number, location, type of asset, and
description) along with 13 optional lines of useful data (lat, long,
elev., date, time, direction, title, datum, comment, filename, photo
seq. #, logo1, and logo2) to be watermarked onto each real property
picture which enhances the ability of all users to properly identify and
maintain the over \$2 Billion in real property they are assigned.

The system revolves around using a state of the art GPS enabled digital
camera and a software program developed for the camera that is
commercially available. The camera and its associated software is simple
to use and understand and in less than one year, the Real Property
Administrator Roger Miller, quickly captured, organized and implemented
a supplementary photograph based real property asset management system
to complement our real property database. He currently maintains 5000
plus real property items (structures/buildings) for the 40 different
civil projects in the Omaha District U.S. Army Corps of Engineers
(covers 6 states).

Capturing all of their specific data the processing program also
automatically gathers a couple of different aerial photos from the sites
they designate it to pull from (Tiger, USGS Topo, USGS Image, Hi-Res
Urban, or MS Windows Live) which would be based on the embedded GPS
information the camera captured when taking pictures. Along with the
watermarked picture it produces individual html files, overview and
index html files and other useful files (such as GPS exchange files,
ESRI shape files, Excel text files, and Google Earth files) that greatly
enhance the ability for everyone that views or uses them to get a clear
picture of "what the item is," "where it is at," and "what condition it
is in." The software automatically names all pictures and their
associated files with a name that the user specifies which makes it very
simple to set up an organized and consistent way of maintaining the
pictures and files. In Mr. Miller\'s system, the processed files are
then copied to a network server into individual project and sub-project
folders to ensure they will always be kept up-to-date and allow
interested personnel access to any specific project's information they
might need to view if they have access to the network.

Real Property binders with data discs are constructed for the different
managers that do not have access to the network (they contain inventory
listings, information and all watermarked real property pictures for
their individual areas of responsibility). This ensures all personnel
have the same tools and information at their fingertips. This system was
so well accepted that the Operations Division bought 8 GPS enabled
cameras for the Division\'s use in the field. Now the Division personnel
directly email Mr. Miller with their additions/updates.

**Contact**

Roger R. Miller

Real Property Administrator

Omaha District, U.S. Army Corps of Engineers

Real Estate Division

roger.r.miller@usace.army.mil

**3. U.S. DEPARTMENT OF COMMERCE**

**[Green Building Leads Economic Resurgence]{.underline}**

**\# S-12-07**

(Caption: Photo: NOAA Energy-saving Great Lakes Maritime Heritage
Center)

***[\"SPECIAL ACHIEVEMENT\"]{.underline}***

***Is your agency looking for ways to create high performance buildings
through building renovation projects as well as to help stimulate the
local economy? Check out how the NOAA is doing this and demonstrating
sustainable building use to the general public.***

The redevelopment of a portion of the former Fletcher Paper Mill in
Alpena, Michigan turned a derelict building into a high quality Federal
operations center and community resource known as the Great Lakes
Maritime Heritage Center for the Thunder Bay National Marine Sanctuary
(TBNMS). The utilization of existing infrastructure represents
sustainable and innovative asset management for the TBNMS and serves as
a model for National Oceanic and Atmospheric Administration's (NOAA)
National Marine Sanctuary Program (NMSP) site operations. Of even
greater significance are the lessons learned from this project about the
benefits that result from high performance building design.

The greatest and most easily measured benefit from this high performance
building is the energy savings that result from many innovations, with
the geothermal system its feature element. Monthly energy bills have
averaged less than \$2K/month while other Alpena buildings of comparable
size are roughly \$8K/month. This allows more of the tight TBNMS budget
to be devoted to programmatic needs such as research, public education
and outreach, and resource protection. The excellent quality of the
indoor environment stimulates greater productivity and higher morale on
the part of TBNMS staff, volunteers, and visiting scientists using the
research and dormitory facilities. In addition, TBNMS has attracted
visiting K-12 school classes and other members of the local community to
use the classroom facility and take advantage of the theater and
exhibits hall.

Exhibits are placed throughout the building to demonstrate to visitors
the various innovative techniques used to reuse/recycle materials, save
energy, reduce water consumption, employ rapidly renewable materials,
take advantage of solar heat and light, and use landscaping and exterior
design to reduce energy requirements.

The creation of the Great Lakes Maritime Heritage Center has stimulated
close cooperation between the Federal Government, State of Michigan,
City of Alpena, County of Alpena, and local community leaders. This
cooperation has resulted in an economic revitalization of the community.
Outside funding has been attracted to expand the utility infrastructure
leading into the site and to build a Heritage Riverwalk (opening July 4,
2007). Alpena has also been designated as a Preserve America city and a
Michigan "Cool City."

The excitement and enthusiasm generated by this building within the NMSP
has helped to contribute to an even broader "green ethic" movement
within the program. The NMSP includes Leadership in Energy and
Environmental Design (LEED) building techniques in all construction
activities, seeks LEED certification when possible, and highlights LEED
features in its building to the public by use of exhibits. The NMSP
currently occupies or seeks access to older buildings owned by other
coastal oriented Federal agencies such as the National Park Service and
United States Coast Guard. NMSP attempts through building renovation
projects to create high performance buildings that meet programmatic
needs, but also help stimulate the local economy, and demonstrate
sustainable building use to the general public.

**Contact**

Christopher L. Ostrom

Project Manger

U.S. Department of Commerce/NOAA

chris.ostrom@noaa.gov

**4. U.S. DEPARTMENT OF JUSTICE**

**[Greening Prisons]{.underline}**

**\# S-1-07**

**[(Caption]{.underline}**: Photos: FCC Victorville, CA, site and energy
saving wind turbine example.

***[\"AWARD PROGRAM WINNER\"]{.underline}***

***\"This task was the first of its kind incorporating renewable energy
with originality, effectiveness, and replication for the Bureau (of
Prisons).\"***

In adhering to Executive Orders 13123, 13432 and the Energy Policy Act
2005, the Federal Bureau of Prisons at FCC (Federal Correctional
Complex) Victorville, CA actively responded by installing a 750 kW wind
turbine and a 74.5kW photovoltaic array with new integrated HVAC
controls for a total savings of 13.2 billion BTU's since construction to
FY 2006.

The Federal Bureau of Prisons awarded an Energy Savings Performance
Contract to NORESCO LLC, in FY 2004 for the purpose of implementing
energy conservation measures at FCC Victorville. This concept was to
bring clean renewable energy to a secure Federal prison site. This task
was the first of its kind incorporating renewable energy with
originality, effectiveness, and replication for the Bureau.

The Bureau of Prisons has installed the first Wind Turbine and
photovoltaic array for the Department of Justice with triumphant
success. This forward thinking approach has been written about in the
Boston Business Journal (http://boston.bizjournal.com/boston/stories/

2005/03/07daily6.html) and on the FEMP web pages
(http://www1.eere.energy.gov/femp/

newsevents/fempfocus_article.cfm/news_id=7366). This innovation and
forward thinking has fostered the replication of eight new national ESPC
projects for the Bureau in FY 2006.

FCC Victorville measured and verified energy savings of \$1.1 million
from conception to FY 2006 with:

-   combined BTU savings of 13.2 billion,

-   environmental CO2 reduction of approximately 2230 tons,

-   SOx reduction of 468 lbs and

-   NOx reduction of 22 lbs.

> Once the contract term expires the Federal Bureau of Prisons will take
> control of the wind turbine and photovoltaic system thus ensuring the
> production of renewable energy at a Federal site.

FCC Victorville installed this technology under the DOE Super Energy
Savings Performance Contracting agreement that is costing the BOP, FCC
Victorville, the taxpayers, no Federal funding. This installation is
being paid in full by energy savings, rebates, and incentives from the
State of California and the local utility company. A related local
outreach energy program has been implemented for both staff and inmates.

**Contact**

Alan Edwards

National Energy Manager

Federal Bureau of Prisons

Administration Division

U.S. Department of Justice

a2edwards@bop.gov

**5. U.S. DEPARTMENT OF STATE**

**[Green Team - Overseas Buildings Operations (OBO)]{.underline}**

**\# S-7-07**

(graphic - chart showing Green Team organization)

***\"The GREEN TEAM has engaged, influenced, and transformed OBO's
business model for designing, constructing, and maintaining our 266
facilities \... around the world.\" Find out how the State Department
modeled the organization of its team to deal with such a diverse
portfolio.***

The Department of State, Overseas Buildings Operations (OBO),
established an energy and sustainable design program (GREEN TEAM) that
has proved to be a powerful innovation and catalyst toward compliance
with Federal Mandates.

The program primarily addresses Executive Order (EO) 13423 -
*Strengthening Federal Environmental, Energy, and Transportation
Management* and the *Federal Leadership in High Performance and
Sustainable Buildings* -- *Memorandum of Understanding* (MOU). The GREEN
TEAM has engaged, influenced, and transformed OBO's business model for
designing, constructing, and maintaining our 266 facilities (60 million
square feet) around the world.

The program's success is evident in the depth and breadth of
dissemination of knowledge and understanding of energy and
sustainability, and can be measured by long-term cost savings of
facilities operations and maintenance. The program was conceived and
developed internally by a diverse team of technical experts and was
approved by upper management. The program has had substantial and
measurable results in energy and sustainable design, construction, and
maintenance. These achievements have immediate and lasting benefits for
the government.

The GREEN TEAM is a consortium of professional experts in their
respective fields and is lead by the Sustainability Program Manager
(SPM) who reports directly to the Design and Engineering (DE) Division
Director. The SPM is the liaison to the Office of the Federal
Environmental Executive (OFEE), Federal Green Building Council (FGBC),
Interagency Sustainable Working Group (ISWG), and the US Green Building
Council (USGBC) and their Leadership in Energy and Environmental Design
(LEED) program.

The GREEN TEAM models its organization and working groups after the
industry's recognized categories of concern: Site, Water, Energy,
Materials, Indoor Quality, and Innovation (or Research and Development),
with professionals representing the technical disciplines of civil,
architectural, structural, mechanical, electrical, plumbing, and
interiors. *(See Figure 1)*

![](media/image1.png){width="3.082638888888889in"
height="3.8159722222222223in"}![](media/image1.png){width="3.263888888888889in"
height="4.0in"}

*(Figure 1: Organizational Chart of GREEN TEAM)*

**Contact**

Donna McIntire

Sustainability Program Manager

Overseas Buildings Operations

Project Execution/Design and Engineering/Architectural Branch

mcintiredm@state.gov

**6. U.S. DEPARTMENT OF TRANSPORTATION**

**[FAA \"SAVES\" WITH \"GREEN\" ACQUISITION INNOVATION]{.underline}**

**\# S-4-07**

(graphic provided of \"FAA SAVES\" FLYER)

***FAA not only saves on office supplies but goes \"green\" in its
acquisition process. Is your agency looking for savings and
sustainability too? Check out how FAA did it.***

In 2006 the Federal Aviation Administration (FAA) awarded a new office
supply contract to Office Depot that provides products at considerable
cost savings.

The 5-6 million dollars per year contract is part of the FAA Strategic
Sourcing for the Acquisition of Various Equipment and Supplies
**(SAVES)** program. The mandatory nationwide contract is expected to
save 30% annually or more in office supplies.

The contract language developed and implemented serves as a template for
other agencies (including GSA) contemplating a similar cost-savings
office supply contract. A required ["green" office products
component]{.underline} was included that allows employees access to over
1,000 items serving to fulfill FAA's RCRA, previous EO 13101, "Greening
the Government Through Waste Prevention, Recycling, and Federal
Acquisition", and now EO 13423, "Strengthening Federal Environmental,
Energy, and Transportation Management" requirements.

Environmentally preferable purchases (EPP) are tracked on a monthly
basis enabling a baseline to measure progress.

**Contact Name:** Frank Lanzetta

Environmental Specialist

U.S. DOT/FAA

Division of Environment, Energy and Employee Safety

frank.lanzetta@faa.gov

**7. U.S. ENVIRONMENTAL PROTECTION AGENCY**

**[EPA\'s \"Low Impact Development\" Project Improves Federal Triangle
Sustainability]{.underline}**

**\# S-17-07**

(Photo: LID Project at EPA Federal Triangle Headquarters location)

***[\"SPECIAL ACHIEVEMENT\"]{.underline}***

***EPA is using this project to demonstrate that sustainable design and
LID can be utilized in high profile, urban sites that must pass through
rigorous aesthetic design reviews. (www.epa.gov)***

The U.S. Environmental Protection Agency (EPA) and U.S. General Services
Administration (GSA) are demonstrating low impact development (LID) and
sustainable stormwater management practices in a landscape renovation
project at EPA's Federal Triangle Headquarters in Washington, DC.
Initiated in May 2001, this multi-year project involves three landscape
retrofit projects at EPA's Federal Triangle Headquarters complex.

The Federal Triangle complex's building roofs, sidewalks, courtyards,
and parking areas make the area approximately 95 percent impervious to
rain. Through this green infrastructure project, however, EPA will
reduce the adverse impacts of stormwater flows from the 25-acre site.
The Agency also hopes to reduce the peak volume and pollutant load of
its stormwater runoff and serve as a model for future LID projects
nationwide.

Completed in December 2006, the 8,600-square-foot Ariel Rios South
Courtyard (see diagram), at the southeast corner of Federal Triangle, is
the largest phase of the demonstration project. Showcasing the
sustainable strategy of addressing targeted watershed goals and
objectives by using LID stormwater management techniques, the courtyard
demonstrates a wide range of techniques in its 6,400 square feet of LID
landscaping. Particularly, it includes two bioretention cells that
provide more than 400 cubic feet of stormwater storage volume and a
1,128-gallon cistern to collect stormwater that is recycled for
irrigation of the site.

Based on rainfall in 2006, it is estimated that the LID components
divert approximately 70 percent of the rainwater that falls on the
courtyard throughout the year from the storm sewer. It is also estimated
that reusing the rainwater collected in the cistern for irrigation will,
in turn, reduce the need for potable water by approximately 30 percent.

The most publicly visible phase of the project is a retrofit of the
landscaping that lies at the south end of the Federal Triangle complex,
on Constitution Avenue. Completed in April 2005, the area includes 1,264
square feet of bioretention cells, which provide another 400 cubic feet
of stormwater storage volume. The site demonstrates how disconnection,
storage, evaporation, and sustainable plantings, combined with
high-efficiency irrigation systems, can be used on a large scale. EPA
seized the opportunity to promote LID and proper stormwater management
to passersby in this high foot traffic area and is awaiting final
approval to integrate educational signage and materials on this site in
Fall 2007.

The construction contract for the final phase of the project---an
installation of six cisterns, with a total capacity of 6,000 gallons, in
the parking garage under the EPA West Building---is to be awarded in
Summer 2007. The cisterns are designed to collect runoff from the
Federal Triangle complex roofs and reuse it for irrigation of a portion
of the Constitution Avenue site.

Results for the entire project will not be available until the third
phase of the project is complete. Using preliminary estimates from the
courtyard as a guide, there is no doubt that the actual project results
will indicate a substantial reduction in harmful stormwater runoff and
potable water use.

**Contact**

Cathy Berlow

Architecture, Engineering, and Asset Management Branch

U.S. Environmental Protection Agency

berlow.cathy@epa.gov

**[EPA's Region 8 Office, Denver, Colorado - A Sustainable
Showcase]{.underline}**

**\# S-16-07**

[]{.mark}

(photo\--EPA Region 8 Office Building, Denver, CO)

In January 2007, the U.S. Environmental Protection Agency (EPA) began
occupying its new Region 8 Office (see photo), located in historic,
downtown Denver, Colorado. This 418,000-gross-square-foot (GSF) facility
showcases an array of water and energy efficient features and
sustainable design elements and serves as an example of the Agency's
commitment to designing, constructing, and operating highly sustainable
buildings. Designed to achieve both the ENERGY STAR building label and
U.S. Green Building Council's Leadership in Energy and Environmental
Design (LEED) Gold certification, the facility is expected to yield and
annual energy savings of more than 35 percent over the American Society
of Heating, Refrigeration and Air-conditioning Engineers, Inc. (ASHRAE)
Standard 90.1-1999, saving a total of nearly 12,000 British thermal
units (Btu) per GSF.

The Region 8 office is the culmination of two and a half years of
careful planning and construction, including a comprehensive, two-stage
design competition conducted by EPA and the General Services
Administration, who will lease the building to EPA for 10 years.
Acknowledging the importance of smart planning early in the process, the
agencies worked with competing design teams to develop a facility that
incorporates the best in overall design, work environment, performance,
value, and security, while also reducing the building's environmental
impact, particularly on the surrounding Rocky Mountain region.

***Taking an innovative and holistic approach, the winning design team
integrated Denver's cool climate and abundant sunshine to save energy
and improve building performance.***

High-efficiency, building-wide systems, such as under-floor air delivery
and air-side economizers save approximately 9,600 Btu/GSF/year and also
improve indoor air quality. The building incorporates extensive
daylighting, which exposes 85 percent of the building to natural light.
Additional sustainable features include the use of water-efficient
plumbing fixtures that are expected to reduce the facility's water
consumption by 36 percent; construction materials that are made from
renewable sources; and low volatile organic compound interior adhesives,
paints, sealants, and caulk that will improve indoor air quality.
Additionally, 80 percent of the building's construction wastes were
recycled rather than disposed of in a landfill.

***Of the building's most unique and impressive attributes is its
19,200-square-foot, three-level "green roof" --the first of its kind in
Denver.***

The rooftop features a 3"-4" organic soil layer and drought-resistant
plants that help to reduce rooftop and building temperatures, filter air
pollution, and reduce stormwater runoff by 27 percent. A 48-panel
photovoltaic array, also on the roof, will contribute 10 kilowatts of
green power, or nearly 14,000 kilowatt hours per year, in addition to
the 4.7 million kilowatt hours of renewable energy certificates EPA
purchases annually for the office.

**Contact**

Cathy Berlow

Architecture, Engineering, and Asset Management Branch

U.S. Environmental Protection Agency

berlow.cathy@epa.gov

**8. U.S. GENERAL SERVICES ADMINISTRATION, PUBLIC BUILDINGS SERVICE**

**[Byron G. Rogers Federal Courthouse Renovation:]{.underline}**

***[\"Paving the Way for High Performance Building and Sustainable
Building Practices\"]{.underline}***

**\# S-8-07**

*Public Buildings Service Rocky Mountain Region*

(Byron G. Rogers Federal Courthouse Renovation)

***[\"SPECIAL ACHIEVEMENT\"]{.underline}***

Renovating the Byron G. Rogers U.S. Courthouse (BRCH) building allowed
GSA to save natural resources while making the surrounding environment
healthier to tenants and the community at large. The key to the success
of this project was that the project team used an integrated sustainable
design approach throughout the design and construction process. They
shared a vision of remodeling this building to earn a LEED-EB Gold
Rating from the U.S. Green Building Council (USGBC) while recognizing
the social advantage of recycling a historically significant building
expected to qualify for the National Register of Historic Places. It is
our responsibility as a Federal agency to invest ourselves in actions
such as this project as to positively impact society and allowing the
vision to manifest itself into reality.

The Byron Rogers U.S. Courthouse (BRCH) renovation project included
careful integration of sustainable design features. This project was one
of the first 50 projects designated as a pilot project for the U.S.
Green Building Council's (USGBC) LEED for Existing Buildings program.
The Courthouse renovation project earned an official LEED-EB Pilot Gold
Rating from the USGBC in 2006. [This project is the first GSA-owned LEED
Gold rated building and the first GSA LEED-EB rated
building.]{.underline}

The BRCH consists of courtroom and office space on five levels and two
levels of underground parking. Constructed in 1965 and designed by James
Sudler Associates and Fisher and Davis, the Courthouse is considered to
be a "Formalist masterpiece" by local historians. Over the past 40
years, very little has been done to upgrade the building's systems,
functions or appearance. In 2002, GSA initiated a four-year design and
construction process to modernize this tired, but sturdy structure.
Working with Bennett Wagner & Grody Architects, a comprehensive interior
renovation was planned and executed. Results of the effort include a new
public entry and lobby; complete mechanical, electrical, security and
technology upgrades; full asbestos abatement; ADA compliance; renovation
of offices and public spaces; courtroom upgrades; rejuvenated exterior
façade and site. The courthouse is believed to have historic
significance, and it is projected that once it meets the 50-year ago
requirement, it will qualify for the National Register of Historic
Places.

This Courthouse exemplifies what might be considered the most important
sustainable strategy a project could incorporate -- building reuse. It
also is a national example of how agencies can meet goals outlined in
Executive Order 13423**:** Strengthening Federal Environmental, Energy,
and Transportation Management**,** specifically, the goal that, "new
construction and major renovation of agency buildings comply with the
Guiding Principles for Federal Leadership in High Performance and
Sustainable Buildings set forth in the Federal Leadership in High
Performance and Sustainable Buildings Memorandum of Understanding
(2006), and (ii) 15 percent of the existing Federal capital asset
building inventory of the agency as of the end of fiscal year 2015
incorporates the sustainable practices in the Guiding Principles."

The building shell and structure were reused, in addition to key
interior materials in the building's lobbies and courtrooms. Program
verification began in January 2002, and the building was occupied by
February 2006. The project included demolition, asbestos abatement, and
lead paint removal followed by renovation.

**Contact**

Jessica Higgins

Sustainable Design Specialist

U.S. General Services Administration

Public Buildings Service/Rocky Mountain Region, Property Development

jessica.higgins@gsa.gov

**[U.S. Census Bureau Headquarters, Suitland, MD:]{.underline}**

***[\"A Breathtaking Design; A Sustainable Showcase\"]{.underline}***

**\# S-10-07**

*Public Buildings Service National Capital Region*

(Photo caption: New U.S. Census Bureau Headquarters)\
(Photo-People Breaking Ground for new building:\
Breaking Ground - SUITLAND, Md. --- (Left to right) Prince Georges
County, Md., Executive Jack Johnson, General Services Administration
(GSA) National Capital Administrator Donald Williams, Census Bureau
Director Louis Kincannon, U.S. Rep. Steny Hoyer, D-Md., GSA
Administrator Stephen Perry, Commerce Department Deputy Secretary Samuel
Bodman, U.S. Rep. Steven LaTourette, R-Ohio, and F. Joseph Moravec, GSA
Public Building Services Commissioner shovel sand at groundbreaking
ceremony for new Census Bureau headquarters complex, Sept. 16, 2003.
Photo by Hubert Dobson, U.S. Census Bureau.)

***\"\... it demonstrates that building performance can be maximized
without sacrificing beautiful architectural design or healthy and happy
workforce considerations at a cost per square foot that rivals
conventional building construction costs\...\"***

In October 2006 the General Services Administration (GSA) delivered a
\$307 Million new home for the US Census Bureau. This magnificent
state-of-the-art 1.4 million-square-foot building (along with 3,100
parking spaces in two garages) houses 6,000 employees and contains
offices, an auditorium, training and conference areas, cafeterias,
cafes, credit union, fitness center, library, and support space.

The GSA project team embraced the philosophy of sustainable design from
the project's inception, and directed fellow team members to incorporate
LEED® Silver level elements and sustainable design principles:

-   optimizing site potential,

-   minimizing non-renewable energy consumption,

-   use of environmentally preferable products,

-   protecting and conserving water,

-   enhancing indoor environmental quality, and

-   optimizing operational and maintenance practices

into every square inch of the US Census Bureau Headquarters' complex.

Using a sustainable design philosophy encouraged decisions at each phase
of the design process to reduce negative impacts on the environment and
the health of the occupants, without compromising the bottom line. This
integrated, holistic approach positively impacted the team's
consideration of all phases of the complex's life-cycle, from design to
construction to commissioning to operation.

This collaborative, integrated approach resulted in the completion of a
complex that is absolutely breathtaking inside and out. Even more
relevant, the US Census Bureau Headquarters can serve as a model for
future construction projects and substantial renovations because it
demonstrates that building performance can be maximized without
sacrificing beautiful architectural design or healthy and happy
workforce considerations at a cost per square foot that rivals
conventional building construction costs -- even on a massive scale,
such as this 1.4 million-square-foot building -- and be built to last
100 years. In addition, after one year, another LEED review will be
conducted in order to verify building performance, which is a very
innovative feature which may be performed and replicated on other
Government projects.

The vision, oversight, and financial commitment for a sustainable
facility was initiated and continually supported by the General Services
Administration (GSA). GSA collaborated with several other organizations
to see this project completed. Skidmore, Owings & Merrill (SOM), the
design firm, contributed the initial concepts of siting, design, and
sustainable features. The detail for the design was established by HKS,
the architect of record. The construction delivery and field
implementation was led by Skanska USA. Contact the GSA Project Executive
for more information on the collaboration team. (Photo credit: Blake
Marvin - HKS, Inc.)

**Contact**

Jag Bhargava

Project Executive

GSA National Capital Region (NCR)

Property Development Division

jag.bhargava@gsa.gov

**[GSA Mid-Atlantic Regional Energy Program Saves Energy]{.underline}**

**\# S-13-07**

*Public Buildings Service Mid-Atlantic Region*

(photo: *The [Edward N. Cahn Federal Building and
Courthouse]{.underline} in Allentown, Pennsylvania, has experienced a
decrease in energy consumption of 21.5% between FY05-06 due the
innovative retro-commissioning program.)*

***The mission of the Mid-Atlantic Regional Energy Team is to
continuously reduce energy consumption for the region, focusing on
opportunities that are in our control, well leveraged, and are
compatible with wise business practices.***

As nation's largest energy consumer, the Federal government establishes
policies for improving energy management in an effort to reduce building
operations costs, lower emissions that contribute to air pollution and
global warming, and conserve resources.

The Public Buildings Service (PBS) strives to operate efficiently and
effectively to meet these energy conservation goals which provide the
best value for both customer agencies and taxpayers. By reducing energy
consumption and expanding the use of renewable energy, GSA is striving
nationally to reduce energy usage by 2% per year for the next 10 years
for a 20% reduction, using 2003 usage data as a baseline. GSA partners
on a customer-by customer basis to provide specific conservation
measures in order to meet this goal.

As an overall driving goal, the region's six field offices were
challenged with achieving a 2% reduction in energy consumption over the
6-month period January 2006 - June 2006 (measured against the same 6
month period the previous year). Reviews of building operation plans to
determine operational opportunities were conducted that balances
consumption reduction without undo impact to our tenants. Particular
focus was placed the on region's highest energy consuming buildings.

The team worked directly with the Mid-Atlantic Region's Public Buildings
Service Field Offices to produce significant reductions in energy
consumption at Federal facilities and leases under their charge. Their
efforts brought about an 8.3% reduction in energy consumption in fiscal
year 2006 as compared to fiscal year 2005. The consumption reduction
efforts positioned the Mid-Atlantic Region 5.9% below its fiscal year
2006 energy consumption reduction performance measure target.

The operational conservation efforts exercised by the Mid-Atlantic
Regional Energy Team, resulted in significant reductions in energy
consumption. This initiative- which struck the balance between energy
conservation and maintenance of high-service levels to the customer- is
a prime example of employing sensible efficiency procedures in building
operations to bring about significant reductions in energy consumption.

**Contact**

Jackie Strzepek

Communications Specialist

U.S. General Services Administration

Public Buildings Service

Jacquelyn.strzepek@gsa.gov

jag.bhargava@gsa.gov

**[National 3D-4D-BIM Program Focuses on Sustainability]{.underline}**

**\# S-11-07**

*Public Buildings Service Central Office*

(Photo: BIM \"Pioneer Courthouse Model\")

***\"\... better accuracy, transparency in assumptions, and reliability
in estimations of energy performance and major savings through
mechanical system optimization have been realized using BIM.\"***

GSA\'s National 3D-4D-BIM [(Building Information Models)]{.underline}
Program includes a focus on sustainability. Established in 2003, the
Program has been recognized widely by the design and construction
industry for its leadership and its mission of promoting value-adding
digital visualization, simulation, and optimization technologies to
increase quality and efficiency in the delivery and management of GSA's
capital assets.

**What are 3D, 4D, and BIM?**

3D, 4D, and BIM are innovative technologies that offer virtual design
and construction during the planning phase of the project. They
represent three separate, but synergistic, ways in which computer
technologies can aid GSA to manage its capital assets throughout a
project's lifecycle. 3D geometric models are the geometric
representation of building components and typically serve as an aid for
visualization. 4D models (3D + time) include information that can inform
and analyze project phasing, tenant sequencing, and construction
scheduling. Building Information Models (BIMs) include 3D geometric
models, with specific information on a wide range of building elements
and systems associated with a building (e.g. Spaces, air handling units,
and circulation zones) applicable to the full lifecycle of GSA's
facilities.

**The Need for Sustainability in GSA Building Performance**

GSA Public Building Service (PBS) provides and maintains quality
workplaces for over a million Federal agency associates in approximately
8,500 owned or leased buildings across the United States. Through its
use and management of these facilities, the Federal Government is the
largest consumer of energy in the Nation, resulting in significant
opportunities to reduce its resource consumption by incorporating
sustainable design methodologies.

**Innovation Benefits of BIM-Based Energy Analysis**

One critical activity in the building design process is the prediction,
analysis, and validation of building energy performance. A BIM-based
model enables better, more detailed understanding of building
performance (e.g. thermal behaviors of building spaces, thermal
properties of walls, daylighting analysis). Once a baseline energy model
is established, designers can analyze many more scenarios, as compared
to the traditional 2-3 analyses.

To date, better accuracy, transparency in assumptions, and reliability
in estimations of energy performance and major savings through
mechanical system optimization have been realized using BIM. In one of
our pilot projects, a courthouse building was analyzed at a detailed
space by space level, while the traditional energy model was only
capable to analyze the building using less detailed zones on each floor.
The transparency of the modeling process enabled by using BIM allowed
the modeling team to uncover several unreasonable assumptions that would
not have been caught using the traditional energy model. The BIM-based
analysis (with revised assumptions) predicted 30-50% higher energy
consumption than the traditional approach, and also resulted in more
consistent simulation results.

**Replicating GSA Successes with Collaboration and Strategic Adoption of
Technologies**

To share lessons learned and promote replicability of our successes in
the Regions and other organizations, GSA has developed a BIM Guide
Series on best practices, a public website (www.gsa.gov/bim) with 14,000
hits and 900 BIM Guide downloads since November 2006, an internal GSA
web-based portal, a community of regional BIM Champions, and national
contractual language and deliverables.

**Contact**

Charles Matta, FAIA

Director of Federal Buildings and Modernizations

U.S. General Services Administration

Public Buildings Service Office of Chief Architect/Capital Construction
Program

charles.matta@gsa.gov

**[New England Solar - It's the Right Thing to Do]{.underline}**

**\# S-3-07**

*Public Buildings Service New England Region*

(photo\--\"New Solar Roof for Murphy Federal Record Center\")

***[\"SPECIAL ACHIEVEMENT\"]{.underline}***

The Frederick C. Murphy Federal Center in Waltham, MA is home to the
Northeast Region Archives. The National Archives is the U.S.
Government's collection of documents that records important events in
American history. The National Archives and Records Administration
(NARA) preserve and maintain these materials and make them available for
research.

The GSA Energy Center of Expertise, Office of Applied Science and
Technology had been looking to demonstrate new off the shelf renewable
energy technology. They were looking for a facility within the GSA
inventory nationally, that met the criteria of 1) need 2) size and 3)
site (solar availability). The Murphy Federal Record Center fit all the
stated criteria; the existing roof had exceeded its system useful life.
Failure of this roof system could result in loss of irreplaceable
Federal documents. It also met the size criteria; at 144,000 sq. ft, it
was large enough to demonstrate the use of the large flat flexible
amorphous silicon panels. Solar tracking is good; the roof area is in
full sun, all day, with no shading.

The new roofing system needed to be of the highest durability to help
preserve the NARA's mission, and would need to provide the latest in
Energy Star (EPA) cool roof technology to maximize system payback
through energy savings, per Executive Order 13423 and National Energy
Policy Act of 2005.

The finished BIPV roof system has provided the NARA with unequaled
protection of documents. The addition of a vapor barrier and added
insulation has eliminated constant cycling of boilers and chillers to
achieve the required precise humidity levels. The new roof has
eliminated air stratification and provides unmatched space conditioning
and air quality. The roof itself generates most of the needed
electricity during daylight hours: the Integrated BIPV solar roofing
system consists of a series of 10 x 40 foot solar electric roof panels
-- each of which has 12 flexible photovoltaic modules factory laminated
to the surface of the membrane. These panels are then hot-air welded to
Sarnafil EnergySmart Roof membrane and wired to the building's
electrical system.

This project also practiced construction waste management and the use of
recycled content materials. In total, 105 tons of stone ballast and 15
tons of insulating material were recycled. The new membrane is
manufactured with 100% recycled content product at a plant 15 miles from
the Waltham building limiting energy consumption in material transport.
These facts dovetail nicely with the NARA's own recycling program which
recycles enough destroyed documents, to effectively save an estimated
300,000 trees per year.

The Record Center has become a touch point for education of countless,
visitors, researchers, engineers, school children and educators by way
of the public information kiosk in the lobby. The kiosk provides a
virtual tour and real time information about the generation output from
the array, educates the public.

**Contact**

James E. Devir

Chief, Facilities Management Branch 1PCF

GSA Public Buildings Service, Property Development

james.devir@gsa.gov

**[New San Francisco Federal Building Leads the Way]{.underline}**

**\# S-6-07**

*Public Buildings Service Pacific Rim Region*

(photo caption: New \"sustainable\" San Francisco Federal Building)

***\"\...a unique structure that capitalizes on San Francisco's
temperate climate, relying heavily on natural ventilation and lighting
for much of its cooling and lighting needs, thereby dramatically
reducing energy consumption\...\"***

The new San Francisco Federal Building is a demonstration of sustainable
business practices and a model of how, through the use of sustainable
design and execution, the Federal government is leading the way in
developing healthy, high performance work environments.

The leadership and vision of GSA's project team coupled with the
creativity and innovation of the Pritzker-winning design team of
Morphosis resulted in a unique structure that capitalizes on San
Francisco's temperate climate, relying heavily on natural ventilation
and lighting for much of its cooling and lighting needs, thereby
dramatically reducing energy consumption while providing a healthy
environment for the building's 1,500 plus workers.

The building includes a slender 65-foot-wide tower rising 18 stories
(240 feet) along the northern edge of the site that is adjoined by a
four-story annex at its western edge. Together these structures help
define a 34,000 square foot public plaza. In addition to the plaza, the
facilities include a number of resources that are available for public
use, including a café, a child care center, and a conference center.

GSA's most ambitious sustainable design project to date, when fully
occupied, the building will house five Federal agencies in 605,000
rentable square feet of space. The \$144 million construction project is
a marriage of design excellence and energy-efficiency that promises
significant savings through reduced operating costs.

**Contact**

Maria Ciprazo

Project Executive

GSA Public Buildings Service (Region 9)

San Francisco Project Executive Branch (9PCE)

maria.ciprazo@gsa.gov

**[Social Security Administration Teleservice Center - A Sustainable
Model]{.underline}**

**\# S-2-07**

*Public Buildings Service Northwest Region*

(2 photos: \"Before and After photos of SSA Teleservice Center\")

***\"The facility is being hailed as a model of integrated and
synergistic sustainability for projects of its type, and is currently on
track for LEED Silver certification.\"***

GSA\'s adaptive reuse of the Social Security Administration (SSA)
Teleservice Center based in Auburn, Washington became an exercise in
reclaiming, salvaging and recycling an undervalued and minimally
utilized asset from a bygone-era for conversion into workspace worthy of
the 21st century. The facility is being hailed as a model of integrated
and synergistic sustainability for projects of its type, and is
currently on track for LEED Silver certification.

The SSA 800 number call center serving citizens and residents of the
Pacific Time Zone was slated to be housed in Warehouses 7, a drab former
military structure on the 138-acre GSA Auburn Campus \-- one of eight
virtually identical World War II-era warehouses comprising the regional
Federal complex. GSA recognized that an adaptive reuse of the existing
structure offered a unique opportunity to fulfill its mandate to provide
sustainable government buildings, while giving taxpayers added value by
transforming a minimally used Federal asset into a first-class,
contemporary office space. The rationale followed that the renovation
could serve as a model for the revitalization of the entire GSA Auburn
Campus.

The project was intended to be housed in 80,000 square feet of the
original building, which consisted of an asbestos-clad 160,000 square
foot timber-framed warehouse, supported by bare trusses and columns. The
addition of a 40,000 square foot mezzanine expanded the project to a
total of 120,000 square feet, and increased the occupied area by 50
percent. Over 75 percent of the original building structure was
preserved, while completely abating the hazardous asbestos siding and
removal or encapsulation of all lead paint.

An underfloor air distribution system provides supply air. This system
also provides individual adjustable diffuser controls, greatly enhancing
the personal comfort and productivity of each employee. The mechanical
and electrical infrastructures are concealed below the floor, freeing
the open volume and preserving the dynamic structural truss system. A
milestone for this project is proving that, unlike past GSA experiences,
an efficient and effective raised access floor system can be
successfully installed to meet or exceed expectations, and to minimize
air leakage.

Other sustainable features include stormwater management, increased
water efficiency, low VOC products and the use of regional high-recycled
content products, indoor air quality and monitoring. Indigenous plant
materials and the implementation of a drip irrigation system helped
reduce landscape water by 50 percent. Overall water usage is projected
to be reduced by over 30 percent via ultra efficient fixtures and dual
flush valve control on all toilets. Excavated soils were either recycled
into the project or used for other projects \-- in one instance, a local
school. In addition, GSA has purchased renewable energy certificates to
cover 100 percent of the building\'s electricity for a two-year period.

**Contact**

Mike Nuernberger

Project Manager (Construction)

GSA/10PCP Public Buildings Service Northwest Region

mike.nuernberger@gsa.gov

**[New Service Center a Win-Win for USDA with Sustainable
Design]{.underline}**

**\# S-9-07**

*Public Buildings Service Heartland Region*

(photo caption: Consolidated, sustainable Manhattan, KS USDA Service
Center)

The new USDA project was designed to consolidate two separate leases in
two locations under one roof, thereby streamlining their functionality.
It was also a win-win situation since the project also achieved
sustainability goals. The GSA Heartland (Region 6) Realty Services
Division (RSD) accepted delivery in 2006 of the new 13,000 square-foot
build-to-suit leased building on behalf of the U.S. Department of
Agriculture (USDA) in Manhattan, KS.

Embracing the goals of creating energy-efficient,
environmentally-friendly buildings, the leasing team and building
designers also had the objective of obtaining LEED® (Leadership in
Energy and Environmental Design) certification with silver designation.

Because the USDA is operating under tight budgetary constraints, the
consolidation was driven by economic factors. The LEED concept was
welcomed, but not initially a priority for USDA. For the USDA to agree
to the project, the LEED component had to be economically feasible.

This project strengthened the commitment GSA Region 6 RSD made to the
new mandate for Federal agencies to design and construct LEED certified
buildings. This direction, in essence, raised the bar on the quality and
efficiency of GSA buildings. All build-to-suit projects, whether small
single-agency buildings or complex, prospectus-level, multi-tenant,
multi-floor projects, are encouraged to pursue LEED certification.

To meet both objectives, the designers integrated the agency's desire
for LEED certification but kept it within the strict USDA budget. By
adhering to requirements, designers were still able to capture the
beauty and colors of the indigenous landscape while overcoming land and
area limitations. Overlooking the Flint Hills, the USDA facility sits on
a small, oddly-shaped lot. To maximize open space, the building and
surrounding parking area were kept as tight to the front of the site as
possible, minimizing the impact to the land while reducing overall
building materials.

Materials were selected for their durability, regional source, and
sustainable features such as recycled content and low emissions. With
over 30 percent of the building utilizing recycled material, the USDA
project makes great progress toward LEED certification and meets
requirements needed in that area. Some recycled materials used include
steel, toilet partitions, building insulation, and ceiling tile. The
carpet used in the building contained 62 percent post-consumer recycled
material, and doors used were manufactured from post-industrial wheat
and rice fiber.

To improve the indoor environmental quality and further assist the LEED
certification goal, large windows starting at work surface height and
extending to the ceiling were used to provide the greatest amount of
natural light. Work and service areas not regularly occupied were placed
in the center of the building with office spaces placed along the
perimeter to maximize outside views for employees. A high-performance,
green-tinted glass was used to enhance light transmittance with low
solar heat gain.

A Low-E glaze was selected throughout the building to temper the glare
and heat. This also lessened the energy consumption while negating the
need for shades on the windows. Also, on the exterior, a white,
reflective thermoplastic polyolefin, or TPO, roof was used to save
additional energy costs.

**Contact**

Shellie Starr

Realty Specialist

U.S. General Services Administration

Public Buildings Service/ Region 6, Realty Service Division

Shellie.starr@gsa.gov

**9. U.S. SECURITIES AND EXCHANGE COMMISSION**

**[SEC Child Development Center - Providing Sustainability for the Next
Generation]{.underline}**

**\# S-15-07**

(2 photos: SEC Eco-friendly Child Development Center photo)

***\"What better message to pass on to our children than the concept of
being environmental stewards and providing eco-friendly
surroundings\...\"***

In the spring of 2006, the U.S. Securities and Exchange Commission (SEC)
agreed that the SEC should provide on-site child care for its employees.
As the SEC embraced the concept of building an onsite child development
center at the agency's headquarters in Washington, D.C., it quickly
decided that if they were going to create a learning environment for our
future generation then they needed to do so by example. What better
message to pass on to our children than the concept of being
environmental stewards and providing eco-friendly surroundings that help
ensure future generations will have a better tomorrow. The decision was
made to authorize and fund the building of a child development center
for 88 children that would be built using sustainable design criteria
and exhibit to its next generation the importance of responsibly
protecting the world around us.

The child development center's design team set as its number one
criteria to seek LEED certification with a goal of at least LEED Silver.
The Board of Directors for the center embraced the environmental
consciousness and chose to reinforce the message through its efforts in
naming the center, developing a theme and directing a curriculum. The
center, "The Harbor at Station Place" will reflect in its design, a
nautical sea life theme. It will depict the natural beauty of the ocean
and its creatures. To reinforce this visual message, the Board directed
its child care provider to develop a curriculum about environmental
principals with a focus on how their own surroundings were constructed
to preserve the planet for the next generation. The project architect
has agreed to work with the child care provider in an unprecedented
cooperative arrangement to develop the materials for such a curriculum.

The design for the center and the specifications for all the
furnishings, fixtures and equipment was completed using sustainable
principals as the key criteria. The contract between the Board of
Directors and the child care provider even requires that any equipment
that the vendor provides must be energy star rated and all furnishings
must meet LEED criteria. During the demolition of the existing office
space, all materials were recycled or reused, with much of the materials
being utilized elsewhere in the facility or being returned to attic
stock for future renovations. The construction of the center is near
completion and monthly LEED construction meetings have monitored
progress towards sustainability throughout all trades and the
commissioning process. The project's LEED scorecard is now scored to the
project reaching a LEED gold certification.

While sustainability in new building projects is certainly not novel
these days, the concept of a child development center with all of its
unique requirements also reaching a level of exceptional sustainability
is. Couple that with the partnership reached among the owner, architect,
general contractor, Board of Directors and child care provider to manage
sustainability across multiple disciplines and to provide it as an
educational theme for the occupants of that space is a truly unique and
highly desirable paradigm.

**Contact**

Cathleen English

Assistant Director

U.S. Securities and Exchange Commission

Office of Administrative Services

englishc@sec.gov

**[JURY INFORMATION]{.underline}**

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

-   Jan Blanc, Acting Executive Director, Bureau of Facilities DGS,
    Pennsylvania Department of General Services, Harrisburg, PA

-   Vickie Berry, Assistant Vice President for Corporate Real Estate,
    AT&T, Dallas, TX

-   Eric Bowles, Research Director, CoreNet Global, Atlanta, GA

-   Bonnie MacKenzie, Director General, Engineering Assets Strategy
    Directorate, Public Works and Government Services Canada, Vancouver,
    British Columbia

**[Sustainability]{.underline}**

-   Dan Burgoyne, Sustainability Manager \[USGBC Board\], California
    Department of General Services, Sacramento, CA

-   Lisa Shpritz, Vice President & Environmental Manager \[USGBC
    Board\], Bank of America, Charlotte, NC

-   Tom Newton, Private Consultant (former CertainTeed Corporation),
    \[Sustainable Buildings Industry Council\], \[Board of Energy
    Conservation Agency of Philadelphia & Affordable Comfort, Inc.\],
    Haverton, PA

-   Margaret Boyce, Program Manager, Sustainable Buildings and
    Communities, Public Works and Government Services Canada, Gatineau,
    Quebec (National Capital District)

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

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

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

Inside back cover

-   \-\--use photo of winner\--w/caption:

> **U.S. Department of Justice, Federal Bureau of Prisons \"Greening
> Prisons\"**

(back cover)

GSA logo Smarter Solutions

**[(2 photos of winning 2007 program entries on cover)]{.underline}**

-   **GSA Public Buildings Service \"National 3D-4D-BIM Program\"**

-   **U.S. Department of Justice, Federal Bureau of Prisons \"Greening
    Prisons\"**

October 2007

GSA Office of Governmentwide Policy

Office of Real Property Management

U.S. General Services Administration

1800 F Street, NW

Washington, DC 20405

www.gsa.gov