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# [Message from the Senior Real Property Officer]{.smallcaps}

The content of this update of the Department of Health and Human
Services (HHS) Real Property Asset Management Plan for FY 2007 reflects
the progress the agency has made over the past year in adopting the
Federal Real Property Council's (FRPC) ten guiding principles applicable
to federal real property asset management and inculcating those
principles into the culture of the real property managers within the
agency.

The Department is the United States government's principal agency for
protecting the health of all Americans, especially those who are least
able to help themselves, by providing effective health and human
services and by fostering strong, sustained advances in the sciences
underlying medicine, public health, and social services. The issuance of
Executive Order 13327, and the addition of Federal Real Property Asset
Management to the President's Management Agenda in February 2004,
reinforced the HHS real property strategic goals and framework for
managing our real property portfolio of assets around three guiding
principles: fostering mission success through occupant productivity and
efficiency; efficient portfolio management; and appropriate stewardship
of HHS owned, leased or otherwise managed properties. HHS Operating and
Staff Divisions are working collaboratively with OFMP to achieve the
strategic goals through implementation of aggressive and challenging
real property management improvement initiatives.

Our plan is much more than a scorecard deliverable. It is a strategy and
roadmap to what we intend to achieve in Real Property Asset Management.
It is a "living" document that we will update as the world around us
changes. I am extremely proud of the progress we've made in improved
facilities management since the formation of OFMP. I'm thankful to have
been a part of it and I look forward to much more as HHS progresses on
its Real Property Asset Management Plan Implementation.

Bill Stamper /S/

Deputy Assistant Secretary for Facilities Management and Policy

TABLE OF CONTENTS

[**[Message from the Senior Real Property Officer]{.smallcaps}
i**](#message-from-the-senior-real-property-officer)

[Section 1 Introduction 1](#__RefHeading___Toc157841259)

[Section 2 Support of Agency Missions and Strategy Goals
3](#__RefHeading___Toc157841260)

[2.1 Agency Mission 3](#agency-mission)

[2.1.1 Real Property Organization Mission
5](#real-property-organization-mission)

[2.2 Human Capital and Organization Infrastructure
6](#human-capital-and-organization-infrastructure)

[2.3 Real Property Asset Management Decision Making
8](#real-property-asset-management-decision-making)

[2.3.1 Roles and Responsibilities 9](#roles-and-responsibilities)

[2.3.2 HHS Facility Project Review Process
10](#hhs-facility-project-review-process)

[2.3.3 HHS Form 300 (Facility Project Approval Agreement)
13](#hhs-form-300-facility-project-approval-agreement)

[2.3.4 Additional Actions to Improve Real Property Asset Management
Decision Making
14](#additional-actions-to-improve-real-property-asset-management-decision-making)

[2.4 Owner's Objectives 14](#owners-objectives)

[Section 3 Planning and Acquisition of Real Property
15](#__RefHeading___Toc157841270)

[3.1 Capital Plans for Major Projects
17](#capital-plans-for-major-projects)

[3.1.1 Construction Major Projects 18](#construction-major-projects)

[3.1.2 Repair and Improvement Major Projects
20](#repair-and-improvement-major-projects)

[3.1.3 Additional Actions to Improve Capital Plans for Major Projects
20](#additional-actions-to-improve-capital-plans-for-major-projects)

[3.1.4 Acquisition of Leases above the Prospectus Level
20](#acquisition-of-leases-above-the-prospectus-level)

[3.1.5 Acquisition of Leases below Prospectus Level
21](#acquisition-of-leases-below-prospectus-level)

[3.1.6 Additional Actions to Improve the Acquisition of Leases
22](#additional-actions-to-improve-the-acquisition-of-leases)

[3.2 Acquisition Performance Measures and Continuous Monitoring
23](#acquisition-performance-measures-and-continuous-monitoring)

[3.2.1 Federal Real Property Council Acquisition Measures
23](#federal-real-property-council-acquisition-measures)

[3.2.2 Construction Acquisition Measures
23](#construction-acquisition-measures)

[3.2.3 Leasing Acquisition Measure 26](#leasing-acquisition-measure)

[3.2.4 Customer Satisfaction Surveys/Measures
27](#customer-satisfaction-surveysmeasures)

[3.3 Acquisition Initiatives 27](#acquisition-initiatives)

[3.4 Sustainability Initiative 28](#sustainability-initiative)

[Section 4 Operations of Real Property 29](#__RefHeading___Toc157841285)

[4.1 HHS Real Property Inventory 29](#hhs-real-property-inventory)

[4.1.1 Historic Preservation Requirements
33](#historic-preservation-requirements)

[4.1.2 Energy and Water Conservation Requirements
34](#energy-and-water-conservation-requirements)

[4.2 Asset Documentation 36](#asset-documentation)

[4.3 HHS Asset Management Building Block
37](#hhs-asset-management-building-block)

[4.4 Periodic Evaluation of Assets 37](#periodic-evaluation-of-assets)

[4.4.1 Mission Dependency 38](#mission-dependency)

[4.4.2 Facility Condition Assessment Performance Measures
40](#facility-condition-assessment-performance-measures)

[4.5 Operations and Maintenance Plan
42](#operations-and-maintenance-plan)

[4.5.1 Consideration of Socio-Economic Responsibilities - Environmental
Management Plan
43](#consideration-of-socio-economic-responsibilities---environmental-management-plan)

[4.6 Routine Maintenance and Minor Repair Needs
44](#routine-maintenance-and-minor-repair-needs)

[4.6.1 Additional Actions to Improve Routine Maintenance and Minor
Repair
45](#additional-actions-to-improve-routine-maintenance-and-minor-repair)

[4.7 Capital and Operating Resource Requirements
45](#capital-and-operating-resource-requirements)

[4.8 Operations Performance Measures and Continuous Monitoring
45](#operations-performance-measures-and-continuous-monitoring)

[4.8.1 Federal Real Property Council Measures
45](#federal-real-property-council-measures)

[4.8.2 Agency Specific Measures 50](#agency-specific-measures)

[4.9 Operations Initiatives 51](#operations-initiatives)

[Section 5 Disposal of Unneeded Real Property
53](#__RefHeading___Toc157841303)

[5.1 Tools to Support Decision-making
53](#tools-to-support-decision-making)

[5.1.1 Facilities Utilization Performance Measure
53](#facilities-utilization-performance-measure)

[5.1.2 Identifying Owned Assets for Disposition
53](#identifying-owned-assets-for-disposition)

[5.2 The Disposal Process 54](#the-disposal-process)

[5.3 Disposal Performance Measures and Continuous Monitoring
56](#disposal-performance-measures-and-continuous-monitoring)

[5.3.1 Federal Real Property Council Disposal Measures
56](#federal-real-property-council-disposal-measures)

[5.3.2 Agency Specific Measures 56](#agency-specific-measures-1)

[5.4 Disposal Initiatives 57](#disposal-initiatives)

[Attachment 1 - Federal Real Property Council Mandatory Inventory Data
Elements and Performance Measure Definitions
59](#attachment-1---federal-real-property-council-mandatory-inventory-data-elements-and-performance-measure-definitions)

[Attachment 2 - HHS Organizational Chart and Regional Map
72](#attachment-2---hhs-organizational-chart-and-regional-map)

[Attachment 3 - OPDIV Organization Charts and Functional Statements
74](#attachment-3---opdiv-organization-charts-and-functional-statements)

[Attachment 4 -- HHS Three Year Timeline
85](#attachment-4-hhs-three-year-timeline)

[Attachment 5 -- HHS Leased Space Program Performance Measures
150](#attachment-5-hhs-leased-space-program-performance-measures)

[Attachment 6 - Annual Capital Facilities Plans (For OMB and Internal
Use Only until release of the FY 2008 President's Budget)
153](#attachment-6---annual-capital-facilities-plans-for-omb-and-internal-use-only-until-release-of-the-fy-2008-presidents-budget)

[Attachment 7 - Facilities Assessment Evaluation Checklist
162](#attachment-7---facilities-assessment-evaluation-checklist)

[Attachment 8 - Operations and Maintenance Cost Methodology
165](#attachment-8---operations-and-maintenance-cost-methodology)

[Attachment 9 -- Disposition Decision Tree
169](#attachment-9-disposition-decision-tree)

[Attachment 10 -- Report on Proposed HHS Enhanced Real Property
Authorities
170](#attachment-10-report-on-proposed-hhs-enhanced-real-property-authorities)

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[]{#__RefHeading___Toc157841259 .anchor}**Section 1 Introduction**

This is the Department of Health and Human Services (HHS) Real Property
Asset Management Plan (RAMP), as required by Executive Order 13327,
*Federal Real Property Asset Management*. The RAMP provides implementing
guidance for the HHS Real Property Management Program (RPMP) and the
Department's Automated Real Property Inventory System (ARIS).

The RAMP provides a roadmap for HHS to promote efficient and economical
use of the federal real property resources required to support the
Department\'s missions and strategic goals. It addresses the
Department\'s strategy for implementing these goals through real
property management improvement initiatives and strategic planning. The
plan also documents how HHS ensures maximum use of its portfolio and
identifies who is accountable for maintaining excellence in real
property management.

The Department embraces the Federal Real Property Council's (FRPC) ten
guiding principles applicable to federal real property asset management
and has aligned HHS-specific asset management objectives and
requirements with those principles that include:

  --------------------------------------------- -------------------------
  Objective                                     Section

  Support agency missions and strategic goals   Section 2.1

  Use public and commercial benchmarks and best Section 3, 4
  practices                                     

  Employ life-cycle cost-benefit analysis       Sections 3; 3.4; 4.6

  Promote full and appropriate utilization      Sections 3; 3.2; 4.4;
                                                4.8.1; 5.1.1

  Dispose of unneeded assets                    Section 5

  Provide appropriate levels of investment      Section 2.3

  Accurately inventory and describe all assets  Section 4.1

  Employ balanced performance measures          Section 4.4

  Advance customer satisfaction                 Sections 3.3.2; 3.3.4

  Provide for safe, secure, and healthy         Sections 2.1.1; 3
  workplaces                                    
  --------------------------------------------- -------------------------

This plan addresses the Council's template for agency asset management
plans, which includes:

  --------------------------------------------------- -------------------
  Council's Template                                  Section

  Integrated Guiding Principles                       Section 1; 2.2;
                                                      2.3; 3

  Agency-Specific Owner's Objectives                  Section 3.3.2;
                                                      4.8.2; 5.3.2

  Periodic Evaluation of All Assets                   Section 3.3.4; 4.4

  Prioritized Operations and Maintenance & Capital    Section 3.1; 3.1.1;
  Plans                                               4.6

  Identified Resource Requirements to Support Plans   Section 4.4; 4.5;
                                                      4.6; 4.7

  "Building Block" Asset Management Building Blocks   Section 2.4; 4.3
  in Agency Portfolio Context                         

  Continuous Monitoring and Feedback Mechanism        Section 3.3

  Consideration of Socio-Economic-Environmental       Section 4.5.1
  Responsibilities                                    

  Adequate Human Capital Support of Asset Management  Section 2.2
  Organization                                        

  Common Government-wide Terminology                  Section 4.1
  --------------------------------------------------- -------------------

In practice, these principles serve to support three primary purposes:

1.  Efficient portfolio management,

2.  Fostering mission success through occupant productivity and
    efficiency, and

3.  Appropriate stewardship of HHS owned, leased or otherwise managed
    properties.

The section numbers following each of the Council's principles and
template items above provide a cross reference to the Department\'s
RAMP. With the RAMP as the foundation, HHS has implemented a cohesive,
systematic and comprehensive approach for ensuring the appropriate
management of the Department's extensive owned, leased and other wise
managed real property holdings. HHS real property will be tracked in
accordance with the Federal Real Property Council's mandatory inventory
data elements ([Attachment
1](#attachment-1---federal-real-property-council-mandatory-inventory-data-elements-and-performance-measure-definitions)).
In this regard, real property is defined as land, buildings, structures,
utilities systems, and improvements and appurtenances thereto,
permanently annexed to land that is owned, leased or otherwise managed
by HHS. \"Asset," "constructed asset," and "facility" are often used
interchangeably and generally refer to buildings, structures, and other
capital improvements to land (including roads and
utilities).![](media/image2.jpeg){width="3.3097222222222222in"
height="2.467361111111111in"}

Section 1 -- *[Introduction]{.underline}* provides an introduction and
describes the approach and content of this plan.

Section 2 - *[Support of Agency Missions and Strategic
Goals]{.underline}* addresses the mission of HHS and its real property
support in implementing its missions and strategic goals, its human
capital and organizational structure, decision-making framework, and
owner's objectives.

Section 3 -- *[Acquisition of Real Property Assets]{.underline}*
describes how HHS plans for and acquires real property assets, develops
its capital plan, identifies its prioritized acquisition list for each
fiscal year, measures the effectiveness of its acquisition results and
identifies key initiatives to improve financial management and
acquisition performance.

Section 4 -- *[Operations of Real Property Assets]{.underline}*
describes how HHS operates its real property assets, addresses its
inventory system, Operations and Maintenance Plans, Asset Management
Building Blocks or "Building Block" Plans and periodic evaluation of
assets. Additionally, operational measures are described, as are key
initiatives that are underway to improve operational performance.

Section 5 -- *[Disposal of Unneeded Real Property]{.underline}*
describes how HHS disposes of unneeded real property assets, measures
the effectiveness of its redeployment actions and identifies key
initiatives to improve the pace of disposition as well as its ability to
dispose of difficult, environmentally challenged properties.

[]{#__RefHeading___Toc157841260 .anchor}**Section 2 Support of Agency
Missions and Strategy Goals**

Investment, operational, and disposal decisions with regard to agency
real property assets need to be integrated with and supportive of core
mission activities to effectively manage and optimize real property
assets. To facilitate integrating real property asset management
decisions with the agency mission requires two elements -- a clear
understanding of the agency's mission that drives the allocation and use
of all available resources (human capital, physical capital, financial
capital and technology/information capital) and an effective
decision-making framework.

This section discusses the HHS mission, human capital, and
decision-making framework.

## **2.1 Agency Mission**

The Department of Health and Human Services is the United States
government\'s principal agency for protecting the health of all
Americans and providing essential human services, especially for those
who are least able to help themselves. HHS enhances the lives of all
Americans, whether it is in conducting biomedical research, preventing
the outbreak of infectious disease, assuring food and drug safety,
administering the Medicare and Medicaid programs, providing financial
assistance to low-income families, and a myriad of other important
health and human service programs. The Department's employees -- our
human capital -- are a key to accomplishing essential health and human
service programs. Mission accomplishment requires that we align both our
human capital and our real property assets with the Department's
strategic direction.

HHS is comprised of the following Operating Divisions (OPDIVs): Office
of the Secretary (OS); Administration for Children and Families (ACF);
Administration on Aging (AoA); Agency for Healthcare Research and
Quality (AHRQ); Centers for Disease Control and Prevention (CDC);
Centers for Medicare and Medicaid Services (CMS); Food and Drug
Administration (FDA); Health Resources and Services Administration
(HRSA); Indian Health Service (IHS); National Institutes of Health
(NIH); Program Support Center (PSC) and Substance Abuse and Mental
Health Services Administration (SAMHSA) These HHS organizations with
real property management responsibility perform, to varying degrees,
day-to-day execution of the facilities management program, including
master planning; facilities design, construction, leasing, operations
and maintenance, space utilization; and management programs
(environmental management, historic preservation, energy management, and
occupational safety and health). These organizations develop and
implement internal procedures necessary to comply with Departmental
policy and guidance including all statutory and regulatory
requirements.![](media/image3.jpeg){width="4.072916666666667in"
height="2.998611111111111in"}

HHS includes more than 300 programs, covering a wide spectrum of
activities and over 67,000 employees. Some highlights include:

-   Health and social science research

-   Preventing disease, including immunization services.

-   Assuring food and drug safety.

-   Medicare (health insurance for elderly and disabled Americans) and
    Medicaid (health insurance for low-income people).

-   Health information technology.

-   Financial assistance and services for low-income families.

-   Improving maternal and infant health.

-   Head Start (pre-school education and services).

-   Faith-based and community initiatives.

-   Preventing child abuse and domestic violence.

-   Substance abuse treatment and prevention.

-   Services for older Americans, including home-delivered meals.

-   Comprehensive health services for Native Americans.

-   Medical preparedness for emergencies, including potential terrorism.

See [Attachment
2](#attachment-2---hhs-organizational-chart-and-regional-map) for The
HHS Organization Chart and Regional Map.

HHS ensures that its real property asset management is integrated with
and enables its mission work through a culture known as "One HHS," by
involving mission managers in capital investment decisions, and through
an agency-wide recognition of the importance of the agency primary
mission, through a Departmental Capital Investment Board comprised of
Land-holding Operating Division leaders and HHS Assistant Secretaries
for Budget, Finance, and Technology; Planning and Evaluation and
Legislative Affairs and chaired by the Assistant Secretary for
Administration and Management. This understanding pervades
decision-making at every
level.![](media/image4.jpeg){width="3.807638888888889in"
height="2.407638888888889in"}

The Department has established twenty "One HHS" Department-wide mission
objectives:

> 1\. Accelerate Personalized Healthcare
>
> 2\. Recruit, Develop, Retain, and Strategically Manage a World-Class
> HHS Workforce
>
> 3\. Modernize Medicaid
>
> 4\. Continue our Leadership Role and Success in Competitive Sourcing
>
> 5\. Turn Adversity to Advantage for the New Orleans Health System
>
> 6\. Improve Financial Performance
>
> 7\. Promote Health Information Technology
>
> 8\. Expand Electronic Government
>
> 9\. Continue to Improve Medicare
>
> 10\. Improve Budget and Performance Integration
>
> 11\. Harness the Power of Transparent Healthcare
>
> 12\. Implement the Real Property Asset Management Program and
> Strategically Manage our Real Property
>
> 13\. Emphasize Prevention and Healthy Living
>
> 14\. Broaden Health Insurance and Long-Term Care Coverage
>
> 15\. Prepare for an Influenza Pandemic
>
> 16\. Promote Quality, Relevance & Performance of Research and
> Development Activities
>
> 17\. Enhance Emergency Response and Renew the Commissioned Corps
>
> 18\. Improve the Service of Management Functions and Administrative
> Operations for the Support of the Department's Mission
>
> 19\. Emphasize Faith Based and Community Solutions
>
> 20\. Eliminate Improper Payments

### 2.1.1 Real Property Organization Mission

The Health and Human Services Office for Facilities Management and
Policy (OFMP) provides Department-wide leadership and direction in
master planning, facilities planning and design, construction, leasing,
operations and maintenance, space utilization, and management programs
(environmental management, historic preservation, energy management, and
occupational safety and health) for approximately 4,100 assets. These
properties and facilities support the missions of more than 300 HHS
programs that cover a wide spectrum of activities and over 67,000
employees. Under provisions of the Public Health Service Act (42 U.S.C.
§238), four of the OPDIVs - Centers for Disease Control and Prevention
(CDC), Food and Drug Administration (FDA), Indian Health Service (IHS)
and National Institutes of Health (NIH) have land-holding authority and
own, lease or otherwise manage approximately 3,780 out of the entire HHS
portfolio of assets. Functional statements and organizational charts for
land-holding OPDIVs' facilities programs are attached (see [Attachment
3](#attachment-3---opdiv-organization-charts-and-functional-statements)).

OFMP provides technical assistance to the HHS Operating Divisions by
evaluating the effectiveness of their facilities programs and policies
and fostering creativity and innovation in the administration of these
functions. OFMP serves as the HHS representative to other federal and
non-federal agencies. The OFMP vision is that HHS facilities and
management programs are delivered at peak effectiveness and through
leadership, oversight, policy guidance, and training OFMP leads the
Department to provide best value to the taxpayer in its functional
areas. OFMP will continually strive to deliver products and services
better, faster, cheaper, safer and greener using consistent, efficient,
and effective business processes that are applied across the Department.
Using more consistent business processes will help us best apply our
limited resources to meet the demands of a dynamic environment and share
technical work across geographic boundaries.

All of OFMP's strategic goals address prudent asset management. These
goals are as follows:

-   Establish policies; guidelines; operating procedures; and lines of
    financial authority, delegation, and accountability; and provide
    Departmental oversight and integration for Operating Division/OFMP
    related activities to assure that HHS functions as "one Department"
    in the facilities area.

-   Improve the Capital Planning/Program integration process.

-   Reduce the cost of leasing and real property management.

-   Reduce the cost of acquisition and ownership.

-   Improve safety, security, maintainability, life cycle cost, health,
    and environmental impact by facilitating sustainable design and
    other best practices.

-   Improve the physical environment and reduce operating cost of the
    Hubert H. Humphrey Building (HHS Headquarters) and the Central
    Employment Area.

-   Lead facilities innovation and promote continuous improvement.

HHS will most efficiently succeed in reaching its real property
management goals in collaboration with the many stakeholders we report
to, work for, and work with. Legislative authorities provide direction
and resources. The larger family of federal agencies shares our mission
of implementing federal policies, as determined by the above
authorities, while non-federal groups and individuals participate with
us as joint stewards of our Nation's resources. Stakeholder groups must
be fully considered and we must take advantage of resources available
from higher executive authorities, the Office of Management and Budget,
peer agencies/departments, civilian agencies such as the Department of
Homeland Security and the Environmental Protection Agency; Presidential
Councils such as the Advisory Council for Historic Preservation and the
Federal Real Property Council, Federal Facilities Council; as well as
non-federal stakeholders including State and local governments, tribal
authorities, non-federal sponsors, and interest
groups.![](media/image5.jpeg){width="3.6805555555555554in"
height="2.7604166666666665in"}

## **2.2 Human Capital and Organization Infrastructure**

The HHS *Strategic Human Capital (HC) Management Plan* states that
people are the most significant resource available to leadership in an
organization. The foundation of HHS and the key to its future success is
its workforce. Without an effective workforce, the important
mission-related work of the Department could not be accomplished. The
Department\'s ability to accomplish its mission is directly dependent on
a workforce that capitalizes on its strengths and aligns itself with the
Department\'s mission and strategic goals. In a world of turbulent
change, success depends on the HHS workforce\'s ability to learn and
adapt at rapid speed. The overall challenge for HHS is to develop and
utilize its human capital in a strategic manner. The Department must
build a fully integrated human capital management approach that bridges
the gap between where HHS is today and where HHS needs to be. Therefore,
we must attract, develop, and retain a world-class workforce. We must
identify, develop, maintain and strengthen the technical competencies,
knowledge management and leadership required to provide effective
service to the Department. The Department\'s *Strategic Human Capital
Management Plan* provides the comprehensive approach that will move HHS
forward toward that future vision.

The purpose of the HC Plan is to create and implement a human capital
strategy that guides HHS in managing its workforce to achieve Department
strategic goals. It draws together and coordinates efforts that cover
the entire range of human capital activities. The HC Plan has direct
linkage with the Department\'s 5-year Strategic Plan through Objective
8.2 - "Improve the strategic management of human capital." The success
of the HC Plan requires the collective and continued commitment of
senior Department leadership, managers, employees, employee
representatives, and other stakeholders. Through this Department-wide
cooperative effort, HHS will be able to unleash the full power,
productivity and imagination of a world-class workforce.

The HHS real property management workforce includes contract and
civilian employees that contribute to real property asset management
that supports the overall agency mission. HHS understands the importance
of having a competent workforce with the appropriate real property
skills and training to support HHS's core competencies, goals, and
mission. HHS supports continuous learning to strengthen these real
property core competencies and to keep aware of and import applicable
industry trends, benchmarks, and best practices. The support provided by
real property management professionals within the Department (spread
throughout the OPDIVs) is essential to accomplishing health and human
service programs in deliberate alignment with the Department's mission
and strategic direction.

HHS adopted a Real Property Capital Management Plan on June 26, 2006.
This document can be found at
<http://www.hhs.gov/asam/ofmp/RPHCMgmtPlan.pdf>. The HHS Real Property
Capital Management Plan is a Departmental level document that covers
appropriate Departmental activities such as: cross OPDIV assignments,
core competencies, critical skills, continuous learning and retention.

Functional areas necessary to ensure appropriate management of the
Department's current and planned real property assets include: Facility
Management Leadership and Administration; Facilities Planning; Facility
Delivery; Facilities Engineering; Facility Operations and Maintenance;
and Facility Programs and Regulatory Compliance (OPDIV Facility Policy
and Design Guidelines may be included in this functional area). These
functional areas may not necessarily align with an OPDIV's facility
organizational structures or staffing patterns; however these functional
areas are aligned with the life cycle of a facility that must be
planned, delivered, operated, maintained and disposed.

Each OPDIV's facilities program is organized to meet their particular
need and this plan provides guidance on how the OPDIV may align their
workforce with the functional areas and help identify gaps and critical
vacancies. The following is a list of positions that are suggested to
staff the functional areas where applicable.[^1]

1\. [Facilities Planning]{.underline}: Senior Architect Discipline
Expert, Budget Officer, Budget Analyst, Senior Civil/Structural Engineer
Discipline Expert, Senior Mechanical Engineer Discipline Expert, Senior
Electrical Engineer Discipline Expert, Contracting Officer, Senior
Environmental Engineer Discipline Expert, Environmental Engineer,
Environmentalist, Senior Landscape Architect Discipline Expert, Master
Planner, Planner and Transportation Planner or Engineer.

2\. [Facility Delivery]{.underline}: Architect, Civil/Structural
Engineer, Construction Manager, Contracting Officer, Contract
Specialist, Cost Estimator, Electrical Engineer, Environmental Engineer,
Fire Protection Engineer, Interior Designer, Landscape Architect,
Mechanical Engineer, Realty Contracting Officer, Realty Specialist,
Program Manager and Project Officer.

3\. [Facility Operations and Maintenance]{.underline}: Building Manager,
Facilities Management Specialists, Senior Facilities Technical
Specialists, Facilities Technical Specialists, Chief Engineers, Shop
Foreman, Carpenter/Dry Wall Mechanic, Electrician, Plumber, HVAC
Mechanic, Pipe fitter, Welder, Sheet Metal Mechanic, Machinist, Painter,
Elevator Mechanic, Multi-Craft, General Maintenance and Repair Worker,
Grounds/Landscape Maintenance Worker, Mechanical Engineers, Electrical
Engineers, General Engineers, Realty Contracting Officer, Realty
Specialist, Water Treatment or Sewage Treatment Plant Operator, Space
Planner, Energy and Water Conservation Expert, and Stationary Engineer
or Boiler Operator.

4\. [Facility Programs and Regulatory Compliance]{.underline}: Senior
Architect Discipline Expert, Senior Civil/Structural Engineer Discipline
Expert, Senior Electrical Engineer Discipline Expert, Senior
Environmental Engineer Discipline Expert, Environmentalist, Senior Fire
Protection Engineer Discipline Expert, Senior Mechanical Engineer
Discipline Expert Federal Preservation Officer/Coordinator,
Architectural Historian, Historian, Archaeologist, Senior Interior
Designer Discipline Expert, Senior Landscape Architect Discipline
Expert, Master Planner, Industrial Hygienist, Safety and Health
Professional and Senior or Certified Safety Professional.

## **2.3 Real Property Asset Management Decision Making**

Real property asset management decisions within HHS are made at both a
Departmental and OPDIV level. The Department employs a capital
facilities programming and project review process that allows for
strategic management of HHS real property assets and informed advice to
the Assistant Secretary for Administration and Management (ASAM), the
Assistant Secretary for Budget, Technology and Finance (ASBTF), and,
through recommendations of the HHS Capital Investment Review Board (HHS
Board), as well as the Secretary on significant OPDIV capital facility
investment issues.

The HHS Facilities Program Manual contains overall Departmental policy
and guidance for HHS personnel. These individuals are responsible for
directing and managing HHS facility activities. The manual is intended
to promote excellence in management and good stewardship of HHS
facilities from budget formulation to facility remediation and disposal.
It emphasizes all aspects of real property management and addresses
major federal initiatives and national concerns such as protecting the
environment; sustainable design; historic preservation; accessibility
for persons with disabilities; and value engineering. The HHS Facilities
Program Manual aligns the HHS facilities program with the HHS mission.
The manual can be found at
<http://www.hhs.gov/hhsmanuals/phsmanual.html>.![](media/image6.jpeg){width="3.8097222222222222in"
height="2.85in"}

In addition to aligning facilities management guidance with agency
mission, the HHS Facilities Program Manual specifically links real
property inventory information (see Section 4.1) to both the Capital
Improvement and Operations and Maintenance budget decision-making
process. A key inventory element is \"Condition Index\" (CI). The goal
of HHS is to achieve a reasonable, consistent condition index over time
across its portfolio of assets, to invest in its portfolio to sustain
assets to a 50-year life cycle and to operate assets on a
cost-per-square foot basis that mirrors industry standards. Condition
Index, along with other inventory elements of operating cost,
utilization rates and mission dependency of a facility, provide the data
points necessary to gauge operations and sustainment trends and to drive
Capital Improvement and Operations and Maintenance investment
strategies. Emphasis will be placed on improving the CI of
mission-critical facilities ahead of less critical facilities.
Investments in sustainment-type projects will be adjusted, up or down,
to track to a 50-year life cycle curve.

### 2.3.1 Roles and Responsibilities

At the Departmental-level, the Assistant Secretary for Administration
and Management (ASAM), Office of the Secretary, has been delegated real
property management oversight authority and provides direction to all
HHS OPDIV real property activities. The Assistant Secretary for Budget,
Technology and Finance (ASBTF) is the Department's Chief Financial
Officer (CFO) and directs the formulation and presentation of the
Department's annual budget request to Congress.

The Office for Facilities Management and Policy, within ASAM, is
responsible for reporting to OMB and the Federal Real Property Council
on facilities activities and performance. The OFMP Deputy Assistant
Secretary is the HHS Senior Real Property Officer, providing
Department-wide leadership and direction for real property management
programs. Additional information regarding Departmental/OPDIV real
property roles and responsibilities are noted below.

### 2.3.2 HHS Facility Project Review Process

(Refer to Section 3.1.4 and 3.1.5 for a discussion on the HHS direct
leasing program.)

The Department's facility project review process is a three-tiered
structure (*i.e*., pyramidal) supporting the Department's fiscal year
budget formulation process that distinguishes HHS approval authorities
based on the full cost of each project, considering all sources of
funds. Exceptions to these established project funding level approval
authorities are contained in specific project-type review authorities
given to the HHS Board.

**FUNDING AUTHORITIES**

The facility project review process is as follows:

**2.3.2.1.** **Land-holding OPDIVs** - The Commissioner of the Food and
Drug Administration (FDA), and the Directors of the Centers for Disease
Control and Prevention (CDC), Indian Health Service (IHS), and National
Institutes of Health (NIH) are responsible for approval of construction
and improvement projects under \$1M and all repair projects under \$3M,
that are not otherwise within the purview of the HHS Capital Investment
Review Board ("the Board"). They are also responsible for submission of
projects in the HHS annual budget. Each OPDIV is organized differently
in response to its specific mission and stakeholders. Facilities
programs may be centralized (CDC, FDA and NIH) or decentralized (IHS);
and some programs may be delegated to the Tribes pursuant to a self
governance compact under Public Law 93-638. The Department does require
that each OPDIV, in accordance with the OMB A-11 Capital Programming
Guide, establish an internal process with their stakeholders for
identifying projects, developing and evaluating the business case for
each project, and prioritizing projects for inclusion in their
facilities plan. Projects below the thresholds of \$1M for construction
and improvements and \$3M for repairs are not submitted to the
Department for review as individual projects. These projects are
typically funded from the lump sum appropriations for Repair and
Improvements (R&I) or Maintenance and Improvements (M&I). As an example
of an internal process, at NIH the Facilities Working Group (FWG) was
chartered to advise the NIH Steering Committee, the NIH Institutes and
the NIH Director on matters pertaining to the planning, acquisition,
development, and use of land and facilities. The FWG prioritizes the
projects and submits them to the NIH Director for approval and the
approved NIH list is sent to the Department for the HHS Capital
Investment Review Board's action. All projects not approved by the Board
are returned to the appropriate OPDIV. (See Section 2.3.2.3, HHS Board.)

**2.3.2.2.** **ASAM** - The Deputy Assistant Secretary of the Office for
Facilities Management and Policy (DAS/OFMP), ASAM, approves all HHS
OPDIV facility construction and improvement projects between \$1M and
\$10M and all repair projects between \$3M and \$10M that are not within
the purview of the HHS Board. As part of the OPDIV annual budget
submission to the Department, each OPDIV submits their Annual Facilities
Plan for Buildings and Facilities that identifies projects requiring
ASAM or Board approval, as well as the draft Facility Project Approval
Agreements (FPAA) for those identified projects. OFMP reviews each
project for consistency with the Department's overall facilities program
requirements and policy. For instance, the FRPC performance measures are
included as relevant on the FPAA. The level of pre-project planning
completed to date is defined using the Construction Industry Institute's
Project Definition Rating Index (see also Section 3.1.1); and an
acquisition plan is included in the initial submission. In addition,
planning and programming documents or other documentation are submitted
on an as needed basis to clarify the description and justification for
the project. OFMP clears the FPAA for approval only when all components
of the project are well defined and there is clear articulation that the
project meets the overall mission of the OPDIV and Department.
Disapproved projects are returned to the submitting OPDIV with comments.
Projects requiring Board review are forwarded with an OFMP
recommendation. Once the Board approves a project, OFMP clears the FPAA
for submittal as an original signed document. The Department requires
that an FPAA be approved by September 30th for projects funded to start
in the new fiscal year (October 1st). Out-of-cycle projects (whether
necessitated by an emergency, new mission, or changed requirements) are
dealt with on a case-by-case basis using the same process.

**2.3.2.3.** **HHS Board** - The Board is a key body to provide initial
facility program agency strategic plan integration through the
participation of the Assistant Secretaries for Administration and
Management; Budget, Technology, and Finance; and Strategic Planning and
Evaluation. It reviews all other proposed facility projects including:

-   OPDIV investments of \$10M or more and all land acquisitions;

-   Department-wide investments that affect multiple organizations;

-   Investments that have a significant impact on a single OPDIV;

-   OPDIV investments that the Office of the Secretary determines to
    have significant risks; high development, operating or maintenance
    costs; or have high public visibility;

-   Major repair and improvement (alteration and renovation) projects
    more than \$10M; and

-   Other project types as may be designated by the Board.

> The HHS Board was established on June 9, 2003, in accordance with Part
> 7 and Part 8 of OMB Circular A-11. (Part 7 of OMB Circular A-11 states
> that agencies must establish and maintain a capital programming
> process that links mission needs and capital assets in an effective
> and efficient manner.") The Board conducts its review of proposed
> capital investment projects using a programming process that documents
> and defines how the agency selects capital investments for inclusion
> in the agency's capital investment portfolio for funding each year and
> how capital investment projects, once initiated, will be controlled to
> achieve intended cost, schedule and performance outcome. The Board
> also reviews Operations and Maintenance funding and major leasing
> activities to be able to balance capital investments, considering
> plant condition, reliability, operating cost, and life cycle cost.
>
> The HHS Board makes recommendations for strategic management of HHS
> real property assets and advises the Assistant Secretary for
> Administration and Management (ASAM) and the Secretary on major
> facility issues. The Board is a cross functional executive review
> committee and provides advice and makes recommendations to the
> Secretary, the ASAM and the ASBTF on a range of issues to include: 1)
> the development of facility capital investment guidelines; 2) the
> development of guidelines to implement an investment review process
> that provides strategic planning for and oversight and guidance of
> facility investments; and 3) regular monitoring and proper management
> of these investments, once funded. One of the outputs of the
> investment review process is a regular update of the HHS investment
> portfolio or plan that supports HHS strategic objectives. The Board
> reviews proposed capital projects and recommends inclusion of those
> meeting HHS mission requirements in the Department's annual budget
> formulation process.
>
> The Board consists of all OPDIV Heads with land-holding and
> acquisition authority and OS Staff Division (STAFFDIV) Heads with
> oversight responsibilities that directly involve implementing
> facilities functions. At present Board members include:

-   Assistant Secretary for Administration and Management (ASAM) (Board
    Chair)

-   Assistant Secretary for Budget Technology and Finance (ASBTF)

-   Assistant Secretary for Legislation (ASL)

-   Assistant Secretary for Planning and Evaluation (ASPE)

-   CDC Director (or designee)

-   FDA Commissioner (or designee)

-   IHS Director (or designee)

-   NIH Director (or designee) and

-   Three at-large appointments (no term limitation), who are
    recommended by the ASAM and ASBTF and approved by the Secretary.

### 2.3.3 HHS Form 300 (Facility Project Approval Agreement)

The HHS Form 300 (commonly known as the Facility Project Approval
Agreement or FPAA) has been accepted by the Office of Management and
Budget for facilities project documentation. All projects approved by
ASAM and the Secretary (through the HHS Board) require a binding written
approval agreement between designated officials of the sponsoring OPDIV
and ASAM. The FPAA documents the project's scope and description, basis
of need, funding source(s), total cost from all sources (including
Furniture, Fixtures, and Equipment (F&E)) and project schedule
milestones (*i.e.,* planning, design, construction, activation and
operational phases). The agreement represents a commitment by the OPDIV
to the scope, budget and schedule for that project.

HHS utilizes Earned Value Management on all construction projects
consistent with Circular A-11, Part 7, *Planning, Budgeting, Acquisition
and Management of Capital Assets*. The methodology utilized on all
construction projects follows the "Schedule Variance" approach defined
in Appendix Four of the Supplement to Part 7 -- Capital Programming
Guide. The construction contractor provides a baseline plan for each
construction project reflecting a work breakdown structure, schedule of
values and planned timeline. Each progress payment reflects an update of
actual work in place ("earned value") compared to the baseline. As part
of the contractual relationship with the construction contractor, each
Operating Division retains responsibility for ensuring that progress
payments are consistent with the earned value of the project. In
evaluating a request for payment from a contractor, the OPDIV certifies
that the current invoice and its detailed schedule of values reflect
actual work to date. When a Tribe contracts design and/or construction
of facilities under P.L. 93-638, an advance payment schedule is
negotiated between the Tribe and IHS. The Tribe accepts responsibility
under P.L. 93-638 for ensuring that payments to subcontractor(s) do not
exceed the earned value of work in place.

HHS/OFMP does not review and manage the projects directly. However,
through the Quarterly Status Report and frequent project briefings, each
Operating Division updates the Department on the status of scope, budget
and schedule of projects beyond the Operating Division's approval
authority. In addition, the Quarterly Status Report captures the type of
project, the current phase and the obligations to date. Each project is
measured annually against the approved FPAA for deviations in scope,
budget and/or schedule. This is a performance measure for each OPDIV
under the Department's management objectives. Revisions and changes to
the scope, budget and schedule after the original FPAA approval are
addressed in a change to Facility Project Approval Agreement. Those
revisions or changes not within OPDIV approval authority require
submittal of a revised FPAA through OFMP. The OPDIV shall submit the
revised FPAA to OFMP as soon as the revision or change is identified.
OPDIVs are encouraged to advise OFMP of the revision verbally, then
immediately follow up with the documentation. The revision summarizes
the changes to the scope, budget and/or schedule only and the basis for
those changes. It does not reiterate information on the original FPAA.
OMFP follows the same review process for the revision as outlined above
for the original FPAA submittal before clearing the FPAA for approval.
While the FPAA process recognizes that there will be changes, HHS
performance management objectives require adherence to the "as submitted
and approved" budget, scope and schedule as the standard against which
actual performance is measured.

### 2.3.4 Additional Actions to Improve Real Property Asset Management Decision Making

OS, through the leadership of the HHS Senior Real Property Officer, is
improving real property asset management decision-making by: requiring
OPDIVs to provide Construction Program status through quarterly status
reports indicating performance against budget, scope, and schedule
metrics; issuing HHS policy on use of Operating Funds for facilities
construction; requiring OPDIVs to issue their internal budget guidelines
consistent with HHS pre-budget guidance; considering applicable FRPC and
HHS metrics in facility planning, budget development and
priority-setting tied to OPDIV/HHS budget process; and requiring that
disposal proposals be approved by the Board.

## **2.4 Owner's Objectives**

HHS has established a set of qualitative and quantitative owner's
objectives specific to its portfolio. These owner's objectives are the
foundation for developing a portfolio or asset level strategy.
Qualitative and quantitative owner's objectives are expressed in HHS's
long-term outcome goals and performance targets discussed in Section 4
of this RAMP. Owner's objectives for HHS
include:![](media/image7.jpeg){width="3.682638888888889in"
height="2.6944444444444446in"}

-   Assets must support the agency's current federal mission need

-   Agency assets must be economically sustainable

-   The assets must meet serviceability standards and customer needs

-   Physical condition will be maintained to reflect market standards

-   Target reinvestment to performing assets

-   Asset Management Building Blocks at the constructed asset level must
    be updated annually

The specifics and timelines of the HHS asset level strategy can be found
in the HHS Real Property Asset Management 3-year Timeline (Attachment
4), which contains the agency's goals, measurable actions, and
strategies necessary to achieve the goals for improving its real
property asset management.

[]{#__RefHeading___Toc157841270 .anchor}**Section 3 Planning and
Acquisition of Real Property**

Federal capital investment planning and decision-making has undergone
profound changes during the last decade as a result of the Government
Performance and Results Act (GPRA); Clinger-Cohen Act (1996); Federal
Acquisition Streamlining Act (1994); OMB's *Capital Programming Guide*
(Supplement to Part 7 of OMB Circular A-11); Executive Order 13327,
Federal Real Property Asset Management; and other federal initiatives.
In response, HHS developed a comprehensive capital asset planning
process and management strategy. A structure has been developed that
facilitates a comprehensive system-wide integrated capital investment
planning process (see section 2.3.2 HHS Facility Project Review
Process). The fundamental goal of this process is to ensure that all
major capital investment proposals, including high-risk and/or
mission-critical projects, are based on sound business and economic
principles; promote the "One-HHS" vision by linking diverse but
complimentary objectives; align with the overall HHS strategic goals and
objectives; address the Secretary's priorities by emphasizing program
objectives in support of internal goals; and support the President's
Management Agenda.

The mission requirements of HHS drive its planning and acquisition of
real property assets. During the planning phase, the Department's
mission requirements are incorporated into the agency's capital asset
plans. When a real property asset requirement is received or developed,
HHS first looks to use existing Government-owned assets before seeking
to add square footage to the federal inventory. If there are no suitable
existing solutions, HHS has three alternatives: build a new federal
asset; buy an existing asset; or lease a new asset from the private
sector. The merits of each alternative are analyzed to insure that the
needed real property asset is acquired in the most cost effective
fashion, as well as in time to meet agency needs.

To determine the most appropriate acquisition method, HHS considers such
things as: how many assets are needed; how quickly is the asset needed;
how long will the asset be needed, how specialized is the asset; and how
complicated will the build-out be? This effort is included in the HHS
Pre-project Planning activity, in which HHS employs a disciplined
approach to early (pre-design) decision-making in order to avoid costly
changes after the start of detailed design or construction. HHS has
adopted the industry best practice for Pre-project Planning developed by
the Construction Industry Institute. Pre-project Planning is a process
for developing sufficient strategic information from which HHS can
evaluate risk and decide to commit resources to maximize the success of
a project. The process has four key components: *Organizing for
Pre-Project Planning*; *Select Project Alternatives*; *Develop a Project
Definition Package*; and *Decide Whether to Proceed with the Project*.
Acquisition methodologies are assessed early on in project development
and the most appropriate is selected for the planned acquisition. The
process does not dictate the method of acquisition and, in fact,
encourages analysis of all alternatives addressing cost, time,
technology, site characteristics, economics, etc. A thorough analysis
will include consideration of existing renovation versus construction
versus leasing. Once the best alternative(s) is identified, then a
detailed definition package of the project scope, design, controls, and
execution is prepared. The Project Definition Rating Index (PDRI), as
developed by the Construction Industry Institute, is used as a tool to
determine whether the project definition package is adequately defined
to make a decision to move forward with a project.

HHS is customizing the PDRI tool to more accurately reflect the specific
parameters appropriate for each of our projects. The process also yields
the most critical actions necessary at each planning review to reduce
project risk. Each of these factors is important for determining
logistically feasible alternatives and comparing the life-cycle cost of
those alternatives. The recommendation for satisfying a mission need
through construction, purchase, or leasing is based on the results of
critical analysis. The first level of analysis includes adherence to OMB
Circular A-11, Part 7 requirements for life cycle costing, alternatives
evaluation, and justification and is documented on the HHS Form 300. The
second level of analysis is internal OPDIV budget and requirements
reviews. The third level of analysis is the HHS Review and Approval
process through the Office of the Deputy Assistant Secretary for
Facilities Management and Policy and/or the HHS Capital Investment
Review Board. Lastly, projects that survive the first three levels are
submitted to the Secretary's Budget Council to assess programmatic
tradeoffs and make the final recommendation to the Secretary for
inclusion in the HHS FY Budget Submission

***Benchmarking***

Investment protocols and standards have been developed to provide
guidelines for each major phase/milestone in the life-cycle of a capital
asset. All capital assets are monitored and evaluated against a set of
performance measures (including those that are underutilized and/or
vacant) and capital goals to maximize highest return on the dollar to
the taxpayer.

As the owner of a substantial infrastructure, HHS has the responsibility
to measure the utility, productivity and value of those investments.
Asset performance measurement is a fundamental component of the
following:

-   accountability to the taxpayers;

-   a determination of best practice role models;

-   recognition and incentive for good asset management; and

-   Justification for past and future investment.

At the highest level, asset performance is measured against HHS's
primary asset related goals:

-   Establish policies; guidelines; operating procedures; and lines of
    financial authority, delegation, and accountability; and provide
    Departmental oversight and integration for Operating
    Division/OFMP-related activities to assure that HHS functions as
    "one Department" in the facilities area.

-   Improve the Capital Planning/Program integration process.

-   Reduce the cost of leasing and real property management.

-   Reduce the cost of acquisition and ownership.

-   Improve safety, security, maintainability, life cycle cost, health,
    and environmental impact by facilitating sustainable design and
    other best practices.

-   Improve the physical environment and reduce operating cost of the
    HHH Building and the Central Employment Area.

-   Lead facilities innovation and promote continuous improvement.

HHS has implemented the government-wide real property management
standards promulgated by the Federal Real Property Council (FRPC). The
current first tier measures include: Condition Index, Annual Facility
Operating Costs, Facility Utilization Index, and Mission Dependency
measures. These measures will also incorporate industry and commercial
benchmarks where available and appropriate.

HHS is fully committed to using appropriate industry and commercial
benchmarks to gauge the condition and performance of facilities and
expects additional benchmarks will be identified by the FRPC and other
agencies in their asset management plans. HHS will review existing
information for usefulness and ensure future data gathering efforts
support program goals. For example, GSA uses a housing plan detailing
current space assignments and projected needs using cost benchmarks and
project development data on building efficiency, to assess the customer
need and their impact on the assets within a given location. HHS is
exploring whether to adapt and use this plan and benchmarks for its own
purposes.

In addition, the development and deployment of the Automated Real
Property Inventory System (ARIS), facility management software assists
HHS in achieving a major milestone in transitioning from the traditional
single asset management style to corporately managing our vast portfolio
of holdings. The information and data captured by ARIS enables OFMP to
better understand the agency's assets, as well as to determine where any
problems lie by providing increased visibility of asset performance on
an across the board organizational level. Only through this corporate
portfolio perspective can HHS begin to achieve its overall capital asset
business strategy of value management.

## **3.1 Capital Plans for Major Projects**

Each land-holding OPDIV, as part of the annual budget cycle develops a
prioritized capital plan. The Annual Facilities Plans for FY2008 are
included in Attachment
4.![](media/image8.jpeg){width="3.0555555555555554in"
height="2.3131944444444446in"}

The Annual Facilities Plans contain those projects that are recommended
for implementation in the Budget year minus 3 years to the budget year
plus 5 years forward. For example, the 2007 plan includes the years 2004
through 2012. Projects in the plan include construction,
repair-by-replacement, major repairs (over \$3M) and major improvements
(over \$1M). Lump sum amounts may be shown for Repairs and Improvements
(R&I) and Maintenance and Improvements (M&I) in out years. The budget
call guidance in the spring asks each OPDIV to include in their Annual
Facilities Plan for Buildings and Facilities all projects requiring ASAM
or Board approval. Projects below the thresholds of \$1M for
construction and improvements and \$3M for repairs, for which the OPDIVs
have approval authority, may be included in the Annual Facilities Plan
at the OPDIVs' discretion. These projects are typically funded from the
lump sum appropriations for R&I or M&I. The Department requires that
each OPDIV have an internal process with their stakeholders for
identifying projects, developing and evaluating the business case for
each project, and prioritizing projects for inclusion in their
facilities plan. HHS requires each OPDIV to program their requests and
approves individual projects and lump sum program amounts in concert
with balancing programmatic priorities and understanding the impacts of
approving or deferring the facility work.

HHS requires capital projects \$10M or more as defined in the HHS
Facilities Program Manual to be submitted to the Capital Investment
Review Board. These projects must be designed and constructed with funds
specifically identified, by project name, for that purpose in the HHS
Buildings and Facilities (B&F) budget process documents, a congressional
reprogramming action or actual line item appropriation. Capital projects
under \$10M that add useable program space must be submitted to ASAM
(OFMP) for review and approval. These projects must be identified, by
project name, for that purpose in the HHS B&F budget process documents,
a congressional reprogramming action or actual line item appropriation.
Capital projects between \$1M and \$10M for improvements and between
\$3M and \$10M for repairs that do not add useable program space must be
submitted to ASAM (OFMP) for review and approval. These projects are
identified by project name in the OPDIV Annual Facilities Plan. However,
they may not have an actual line item appropriation or a specific
apportionment from OMB. These projects are typically funded from the
lump sum R&I or M&I.

### 3.1.1 Construction Major Projects

The construction program addresses program requirements that serve a
federal need that cannot be readily met with existing agency assets or
assets available in the private sector. The prioritization of these
projects is done in close coordination with the OPDIV with the specific
requirement*.* OFMP routinely meets with the facilities staff from each
OPDIV to discuss ongoing projects, pending new requirements and/or
mission initiatives. OFMP collaborates with the OPDIV Facilities
Directors to identify common initiatives and approaches to facilities
management through quarterly meetings. Each OPDIV is a voting
representative on the Capital Investment Review Board and, as such,
assists the Department in the overall validation and prioritization of
the Departmental Building and Facilities program at the annual Board
meeting in June of each year. Beginning with the FY 2005 budget
preparation process, HHS required all projects \$10M or more and land
acquisitions be submitted to the Board for review and concurrence. Each
OPDIV formally presents their prioritized plan before the Board. The
Board then defines action items and provides a recommendation to the
Secretary's Budget Council. From the Board's recommendation and the
Secretary's Budget Council, the final Secretary's decision is issued,
which becomes the basis for the Department's prioritized Capital Plan in
the budget submission to OMB.

In preparing their presentation to the Board, each OPDIV is required to
develop a draft Facility Project Approval Agreement (FPAA). The FPAA is
the project justification, and is submitted as part of the HHS budget
formulation process. The draft FPAAs are submitted for review to OFMP no
later than June 1 each year in preparation for the annual Board meeting
in late June. Prior to execution of the project, a final FPAA consistent
with the decisions of the Secretary's Budget Council is signed by the
OPDIV Board Member, Project Director, and Project Manager. HHS signs off
signifying HQ and Board approval and acceptance of the OPDIV's
commitment to execute the project within the defined requirements,
scope, budget and schedule as presented or modified during the review
process. As signatories to the FPAA, the OPDIV Board Member, OPDIV
Project Director, and OPDIV Project Manager are held accountable for
delivering the approved project within the defined scope, budget and
schedule. Projects are measured annually against the approved FPAA for
deviations in scope, budget and/or schedule. This is a performance
measure for each OPDIV under the Department's management objectives. The
measure is reflected in the internal scorecard HHS provides each OPDIV
under Real Property Asset Management and in the performance plan of the
OPDIV Director. This performance measure flows down to the signatories
on each respective FPAA and has a direct impact on each person's annual
performance rating.

New requirements for projects that occur outside the normal budget
formulation process are submitted for review as soon as the requirement
has been identified. These out-of-cycle projects may be necessary
because of an emergency, new mission, or changed requirements. Funding
comes from reprogramming or lump sum R&I or M&I, as appropriate for the
type of project. OFMP works with the OPDIV to facilitate approval of the
project in a timely manner. Planning and program documents are not
submitted with the FPAA. However, as part of the review process, OFMP
may require the OPDIVs to submit these
documents.![](media/image9.jpeg){width="3.4555555555555557in"
height="2.591666666666667in"}

HHS has identified thorough pre-project planning as a key to successful
project accomplishment. Pre-project planning is a process for developing
strategic information with which an OPDIV can address risk and decide to
commit resources to maximize the chance of a successful project.
Pre-project planning starts with the identification of requirements and
continues through the schematics phase of the project. The pre-project
planning phase establishes the project requirements and concept, and
provides the basis for the project budget and approval. HHS has adopted
pre-project planning as a best practice, and requires the use of the
Construction Industry Institute's (CII) tool, the Project Development
Rating Index (PDRI) to evaluate the ongoing status of a project. The
major stakeholders of the project convene and through input into the
PDRI tool, determine the accuracy and completeness of project
information. The process includes analysis of three specific areas:
Basis of Project Decision, Basis of Design and Execution Approach. As an
example, the Basis of Project Decision rates such elements as the level
of definition of the building use, functions and alternate options; the
driving forces and business strategy that supports the project; the
economic viability of the project; how reliability, maintenance,
operations and design will be considered; evaluation of existing
facilities and specific project requirements. The PDRI is used as an
indication of the project's readiness in terms of its development and
helps determine whether the project should proceed through the budget
cycle, allowing each OPDIV to make the best investments and improve
project success by thinking ahead and planning early. The PDRI tool also
identifies those areas that may need special attention or consideration
in putting together the overall project plan, such as environmental
considerations.

### 3.1.2 Repair and Improvement Major Projects

Beginning with the FY 2005 budget preparation process, HHS required all
Repair projects \$3M or more and all Improvement projects \$1M or more
but less than \$10M to be submitted to the OFMP for review and
concurrence. Each OPDIV presents their Repair (or Maintenance) and
Improvement (R&I/M&I) projects in their Annual Facilities Plan, which is
submitted as part of the budget process documents. Projects below the
thresholds of \$1M for improvements and \$3M for repairs, for which the
OPDIVs have approval authority, may be included in the Annual Facilities
Plan at the OPDIVs' discretion. Projects below the thresholds are not
submitted to the Department for review as individual projects. The
Department requires that each OPDIV have an internal process with their
stakeholders for identifying projects, developing and evaluating the
business case for each project, and prioritizing projects for inclusion
in their facilities plan. As an example of an internal process, at NIH
the Facilities Working Group was chartered to advise the NIH Steering
Committee, the NIH Institutes and the NIH Director on matters pertaining
to the planning, acquisition, development, and use of land and
facilities. This group evaluates NIH programmatic needs, balances
competing priorities, identifies alternative means to meet changing
needs for capital facilities and reconciles them into a rolling
five-year Strategic Facilities Plan, the annual Buildings and Facilities
Plan and an annual Leased Facilities Plan. The annual Buildings and
Space Planning process begins almost two years prior to the budget year
in which capital funds are needed for new building projects or leased
space. The priorities and recommendations developed by the NIH Facility
Working Group are based on its general assessment of future budget
levels, facility condition assessments, knowledge of new NIH initiatives
that could generate a facility or space requirement or new service
demand, and consideration of whether the project's scope and cost are
defined sufficiently to allow it to be included in the plan.

As for major construction projects, each OPDIV is required to develop a
draft FPAA for all repair, maintenance and/or improvement projects that
exceed the thresholds. The FPAA is normally approved by September 30^th^
prior to the fiscal year in which the project is funded. The draft FPAAs
are submitted for review to OFMP no later than August 15 each year. New
requirements for projects and pre-project planning are addressed in the
same manner as major construction projects.

### 3.1.3 Additional Actions to Improve Capital Plans for Major Projects

The Office of the Secretary (OS), under the leadership of the HHS Senior
Real Property Officer, continues to improve capital plans for major
projects by: holding annual "Lessons Learned" workshops to discuss the
pre-project planning (PPP) process, improvements to the Facility Project
Approval Agreement (FPAA) and changes to be incorporated in the next
budget cycle; customizing the PDRI tool specifically for HHS projects;
and developing a training modules using CII best practices. Working with
the OPDIVs, OFMP has sponsored workshops to train the OPDIV trainers,
who in turn will train OPDIV staff; is developing an implementation
strategy to assess the quality of the design and construction process;
and is developing guidelines and best practices to implement sustainable
design. In FY07, HHS will develop a Real Property Program Management
course to further improve program management.

### 3.1.4 Acquisition of Leases above the Prospectus Level

GSA currently performs most of the HHS leased space acquisitions. When
developing their requirements, HHS OPDIVs consider the budget, overall
mission, and organization structure to assure the most efficient and
economical use of space. Before submitting its request to GSA, the OPDIV
surveys the Federal, state, and local organizations that they will be
working with in the area to ascertain whether low- or no-cost space
might be available. The OPDIV also ensures that HHS guidelines, at a
minimum, are followed with regard to space utilization. If after
thorough review it is determined that these utilization guidelines must
be exceeded due to program requirements, then a justification is
prepared and submitted to the Department for approval. As the
Contracting Officer for these HHS leases, GSA is responsible for
surveying the availability of space in the local market and for ensuring
that leasing proposals conform to OMB\'s operating lease scoring
requirements. The OPDIV works with GSA to ensure that the timing of
their acquisitions conforms to the schedule by which the space is
needed. This includes terminating those leases or portions of leases in
which the space is no longer needed due to changes in the OPDIV or HHS
mission.\" All leases require HHS Office of the Secretary's approval
with respect to the Department's space utilization policies, appropriate
security level, and the leasing contract.

HHS ensures that leasing proposals conform to OMB's operating lease
"scoring" requirements and examines each leasing proposal for
consistency with the portfolio strategy, the availability of space in
the local market, and the appropriateness of timing. OPDIVs are advised
to consult with OFMP regarding scoring rules before executing lease
agreements for real property. OPDIVs are advised of these scorekeeping
requirements both in writing and in forums such as Facilities Directors'
Workshops sponsored by OFMP. OFMP will also sponsor training sessions
(conducted by OMB) for the HHS real property community whenever scoring
matters are modified.

In addition HHS has certain direct leasing authorities that apply to
Indian Health Service. These legislative authorities include: Section
804 of the Indian Health Care Improvement (HCI) Act (P.L. 102-357;
Section 105 (1) of Public Law 93-68; and Public Law 100-690.

### 3.1.5 Acquisition of Leases below Prospectus Level

HHS obtains its below prospectus leases in a variety of ways, including
using the General Services Administration, with assistance of private
real estate services firms, or, in-house personnel. The leases are
written and negotiated by the Operating Divisions, following policies
and guidance issued by the Department. The Administrator of General
Services Administration delegated leasing of general-purpose space to
the Secretary of the Department of Health and Human Services, effective
October 14, 1996. HHS has re-delegated this authority to the National
Institutes of Health; Indian Health Service; Centers for Disease Control
and Prevention; Food and Drug Administration; and the Program Support
Center. Prospectuses are required when the total cost of the project
exceeds the prospectus threshold. The prospectus threshold may be
adjusted annually in accordance with 40 U.S.C. 3307(g). The current
threshold for each fiscal year can be accessed by entering GSA's website
at [http://www.gsa.gov]() and then inserting "prospectus thresholds" in
the search mechanism in the upper right hand corner of the page.

The Office of the Secretary has overall responsibility for management
and provision of technical and administrative services to all facility
development and operations in support of HHS's mission, including real
estate, acquisition services, property management, design, construction,
facilities planning and environmental protection. The Office of the
Secretary's Office for Facilities Management and Policy (OFMP)
promulgates and enforces overall space policy, including build-out
standards, leasing, and safety policy in the HHS Facilities Program
Manual. The HHS Facilities Program Manual, Volume I, provides overall
policy procedures guidance and reporting requirements for direct lease
acquisitions by HHS Contracting Officers and Real Property Specialists.
The OFMP approves all leases to ensure adherence to standards.
Additionally, Office of Public Health Emergency Preparedness (OPHEP)
reviews all proposed locations for the physical security. OFMP issues
written approval of the space acquisition.

In addition, HHS Contracting Officers and Real Property Specialists are
required to follow the guidance outlined by GSA in FMR Bulletin 2005-B-1
and published in the Federal Register on May 25, 2005, which can be
accessed at the following link:

<http://a257.g.akamaitech.net/7/257/2422/01jan20051800/edocket.access.gpo.gov/2005/05-10451.htm>.
This guidance details HHS responsibilities stemming from the 1996 "Can't
Beat GSA Leasing" program.

As noted above in Section 3.1.4, HHS OPDIVs must acquire and utilize
space in accordance with all GSA regulations, as well as applicable laws
and regulations, including, but not limited to, the Competition in
Contracting Act (CICA), Federal Management Regulations (FMR), Executive
Order 12072, Executive Order 13006, the Davis Bacon Act, and the Federal
Acquisition Regulations (FAR) in order to:

1.  Protect the public interest by conservation of property and prudent
    management of resources;

2.  Effectively support the HHS and its missions by assuring facilities
    operation and performance of maintenance at a level of adequacy that
    will continually provide for HHS employees and the public they serve
    attractive and functional facilities and a high quality work
    environment that is comparable to industry, for HHS employees and
    the public they serve.

In addition to federal regulations and Executive Orders, HHS OPDIVs are
required to adhere to the HHS Space Utilization Policy issued on July
14, 2003, and the HHS Facilities Program Manual.

### 3.1.6 Additional Actions to Improve the Acquisition of Leases

The Office of the Secretary, under the leadership of the HHS Senior Real
Property Officer has acted to improve the acquisition of major leases by
establishing a Department working group of OPDIV representatives (such
as Real Property Officers) as the conduit for assessing the Real
Property Leased Space Program (LSP) and developing performance measures
for the LSP. (See Attachment 5 -- Leased Space Program Performance
Measures). OFMP also developed a charter for the group and organized
recurring sessions for, among other things, the purpose of:

-   Promulgating the correct (legal) way to manage HHS's Leasing
    Program;

-   Initiate research on "tools of the trade" (*e.g.* Co-Star and the
    like);

-   Evaluate the aptness of these "tools of the trade" to HHS's Real
    Property Leasing Program and discern opportunities to share
    software;

-   Develop a process to consider consolidation/collocation of
    components in the same market as an ongoing activity;

-   Develop and adopt internal controls for the Leasing Program and
    evaluate the Warrant Program for Real Property Leasing Officers,
    with emphasis upon the credentials required for becoming warranted
    and the ongoing educational requirements to maintain the warrant;

-   Initiate OFMP-conducted internal audits of randomly-selected leases;

-   Initiate development of Post Occupancy Evaluations (*e.g*., the
    Customer Satisfaction Survey) to discern if commercially leased
    properties meet the mission needs of the organizational entity;

-   Make use of GSA's annual IFMA survey in buildings under GSA custody
    and control that are assigned to HHS;

-   Require OPDIVs to conduct an annual census/bottom-up review to
    calculate utilization rates to ensure that organizational entities
    are appropriately managing and utilizing space and provide
    certification to OFMP as part of the scorecard process.

## **3.2 Acquisition Performance Measures and Continuous Monitoring**

Performance measures and benchmarks provide vital management information
in all phases of the life cycle of an asset. These measures, along with
quarterly management reviews, provide senior management with an
excellent monitoring mechanism and feedback loop. There are
government-wide measures, as proposed by the Federal Real Property
Council, as well as agency-specific measures that are designed to meet
the specific needs of an agency and track performance in achieving
mission requirements.

On the front end of the life cycle it is important to measure the
effectiveness and cost competitiveness of project delivery for
construction and leasing projects. There are currently no
government-wide acquisition measures. However, HHS has several
agency-specific measures in place. HHS measures the effectiveness and
cost competitiveness of acquisitions through a series of construction
benchmarks and performance measures. HHS plans to develop cost
benchmarks for construction projects to ensure construction costs are in
line with private sector standards. Only projects that meet these
stringent requirements are considered for construction. Once in the
construction phase, HHS measures project delivery through a series of
performance measures that assess whether a project is on schedule, on
budget and evaluates the scope and quality of the project. Specifically,
HHS employs three acquisition performance measures: *Changes in Project
Scope; Changes in Project Cost*; and *Changes in Project Schedule*. Each
is described below.

### 3.2.1 Federal Real Property Council Acquisition Measures

HHS adopted FRPC acquisition measures and four measures required to be
addressed beginning in FY '07. OPDIVs addressed all applicable measures
on all projects requiring ASAM or Board review.

### 3.2.2 Construction Acquisition Measures

Each OPDIV manages the earned value of each project consistent with the
requirements of OMB Circular A-11, Part 7 Planning, Budgeting,
Acquisition and Management of Capital Assets. The methodology utilized
on all construction projects follows the "Schedule Variance" approach
defined in Appendix Four of the Supplement to Part 7 -- Capital
Programming Guide. The OPDIVs track the disbursements on all projects
and ensure that they do not exceed the earned value of materials on site
and work completed. In evaluating a request for payment from a
contractor, the OPDIV certifies that the current invoice and its
detailed schedule of values reflect actual work to date. When a Tribe
contracts design and/or construction of facilities under P.L. 93-638, an
advance payment schedule is negotiated between the Tribe and IHS. The
Tribe accepts responsibility under P.L. 93-638 for ensuring that
payments to subcontractor(s) do not exceed the earned value of work in
place.

Scope, budget and schedule have been defined as HHS specific
construction measures on all projects requiring ASAM or Board review.
The original approved FPAA is the baseline for measurement against a
specific project. Projects are measured annually against the approved
FPAA for deviations in scope, budget and/or schedule. As signatories to
the FPAA, the OPDIV Board Member, OPDIV Project Director, and OPDIV
Project Manager are held accountable for delivering the approved project
within the defined scope, budget and schedule. This is a performance
measure for each OPDIV under the Department's management objectives. The
measure is reflected in the internal scorecard HHS provides each OPDIV
under Real Property Asset Management and is in the performance plan of
the OPDIV Director. The performance measure flows down to the
signatories on each respective
FPAA.![](media/image10.jpeg){width="3.678472222222222in"
height="1.8520833333333333in"}

**Change in Project Scope**

The purpose of this measure is to determine the percent a project
changes in scope from planning through completion. It applies to all
projects that require a Facility Project Approval Agreement (FPAA). This
measure was incorporated into the Department's management objectives and
the OPDIV Directors' performance plans beginning in FY05. All line item
projects in the FY05 Buildings and Facilities (B&F) program were
measured based on their status as of September 30th, and results were
included in the Q1 FY06 report. Starting in FY06, this measure applied
to all line item and lump sum (R&I, M&I, etc.) projects that required HQ
approval in accordance with the FPAA policy and that are active projects
in FY05 or later, plus FY05 and later projects completed in FY06.

The following procedure is utilized to implement this measure:

1.  Projects shall be measured annually.

2.  Project Scope is defined as described in FPAA, block 13. Project
    Scope is further defined as physical size and characteristics,
    functions, and special features.

3.  The original HHS approved FPAA is the benchmark for project scope.

4.  Annual reporting of this measure utilizes the current approved FPAA
    or HHS Quarterly Status Report whichever is most recent.

5.  Final report of change in project scope occurs when the project
    reaches "Operational" (at "Use and Possession" of a facility).

6.  Deliverable: Reporting of a Change in Project Scope includes the
    benchmark (original) FPAA, subsequent approved FPAA revisions, and
    the most recent FPAA (or Quarterly Status Report) with transmittal
    memo.

7.  Additional explanation sheets submitted with the FPAA may be
    included with a Change in Project Scope.

**Change in Project Cost**

The purpose of this measure is to determine the percent a project
changes in cost from planning through completion. It applies to all
projects that require an FPAA. This measure was incorporated into the
Department's management objectives and the OPDIV Directors' performance
plans beginning in FY05. All line item projects in the FY05 Buildings
and Facilities (B&F) program were measured based on their status as of
September 30th, and results will be included in the Q1 FY06 report.
Starting in FY06 this measure applies to all line item and lump sum
(R&I, M&I, etc.) projects that require HQ approval in accordance with
the FPAA policy and that are active projects in FY05 or later, plus FY05
and later projects completed in FY06.

Each OPDIV is responsible for the following to assure appropriate
implementation:

1.  Each OPDIV began testing for full implementation by Q1 FY06.
    Reporting will be part of the testing process for metric
    applicability purposes.

2.  Each OPDIV shall generate a Project Budget Template. Examples of
    project budget templates include:

-   CDC - Budget Worksheet (tab on the excel FPAA form),

-   NIH -- Project Budget Cost Template, and

-   IHS -- Facilities Budget Estimating System (FBES).

The following procedure shall be utilized to implement this measure:

1.  Projects are measured annually.

2.  Project Cost is defined as described in FPAA, block 6.b.

3.  The original HHS approved FPAA is the benchmark for project cost.

4.  An OPDIV generated project budget template will be utilized to
    capture all project costs and cross referenced with the FPAA cost
    data in boxes 9 and 10.

5.  Annual reporting of this measure utilizes the current approved FPAA
    or the HHS Quarterly Status Report whichever is most recent.

6.  Final report of change in project cost occurs when the project
    reaches project closeout.

7.  When submitting final report of change in project cost, provide an
    explanation or notation for:

-   final project costs which are unknown (*e.g.*, pending litigation)

-   projects which are incremental in "Use and Possession"

    1.  Deliverable: Reporting of Change in Project Cost includes the
        benchmark (original) FPAA, subsequent approved FPAA revisions,
        and the most recent FPAA (or Quarterly Status Report) with
        transmittal memo.

    2.  Additional explanation sheets submitted with the FPAA can be
        included with Change in Project Cost.

**Change in Project Schedule**

The purpose of this measure is to determine the percent a project
changes in schedule from planning through completion. It applies to all
projects that require an FPAA. This measure was incorporated into the
Department's management objectives and the OPDIV Directors' performance
plans beginning in FY06. This measure applies to all line item and lump
sum (R&I, M&I, etc.) projects that require HQ approval in accordance
with the FPAA policy and that are active projects in FY05 or later, plus
FY05 and later projects completed in FY06. The results of this measure
will be included in the Q1 FY07 report.

The following procedure shall be utilized to implement this measure:

1.  Projects are measured annually.

2.  Project Schedule is defined as described in FPAA, block 15.

3.  The original HHS approved FPAA is the benchmark for project
    schedule.

4.  Annual reporting of this measure utilizes the current approved FPAA
    or the HHS Quarterly Status Report, whichever is most recent.

5.  Final report of change in project schedule occurs when the project
    reaches "Operational" (at "Use and Possession" of a facility).

6.  Deliverable: Reporting of Change in Project Schedule includes the
    benchmark (original) FPAA, subsequent approved FPAA revisions, and
    the most recent FPAA (or Quarterly Status Report) with transmittal
    memo.

7.  Additional explanation sheets submitted with the FPAA can be
    included with Change in Project Schedule.

### 3.2.3 Leasing Acquisition Measure

The Contracting Officer for the OPDIV uses firsthand knowledge of the
local commercial rental market combined with whatever benchmarks
(industry standards) that are available to HHS. This body of knowledge
serves to inform the Contracting Officer if the offerors are either
inordinately high or inordinately low. Benchmarks, in and of themselves,
do not set rental rates. Offerors likely have access to the same
industry standards and benchmarks, as do Contracting Officers. Each
owner (offeror) ultimately decides what his best offer is to entities
seeking tenancy in the building. HHS HQ would challenge the Contracting
Officer to defend the proffered rental rate if it were radically
divergent from the published industry standard.

HHS uses various strategies to keep leasing costs at or below market
levels include comparing lease offers to industry benchmarks, using
market surveys to comparison shop for best prices, using published
market sources, such as the Society of Industrial and Office Realtors
(SIOR), CoSTAR and Torto Wheaton, to gain a better understanding of area
markets and to ensure leasing costs are in line with the private sector
market.

As HHS Contracting Officers evaluate best and final offers for a leasing
transaction, the CO makes use of the various tools available including
industry standards. If the offer is radically different (high or low)
the CO will use such information as an evaluative tool and not as an
arbiter of whether the offered rental rate is fair and reasonable. The
comparison of competing offers is the best barometer of the aptness of a
proposed rental rate. Contracting Officers will evaluate offers solely
in accordance with the factors and sub factors stated in the
solicitation for offers. Contracting Officers will evaluate prices and
document the lease file to demonstrate that the proposed rental costs
are fair and reasonable.

Each OPDIV is tasked to assure that OMB A11 requirements are met,
including lease scoring. Further, HHS ensures that all proposed leasing
transactions conform to OMB\'s operating lease scoring requirements
through review of lease transactions and through audits of existing
leases. HHS will have a continuous effort underway to ensure that the
measures it uses to evaluate offers are consistent and in compliance
with all applicable laws, regulations, and guidelines.

### 3.2.4 Customer Satisfaction Surveys/Measures

HHS tracks user/tenant satisfaction with newly constructed assets
through use of post-occupancy evaluation surveys to determine whether
the constructed asset is performing as intended and to determine if the
end users are satisfied with the asset (if requirements have been
successfully met). These surveys are prepared on a "site by site" basis
and are designed to elicit information on whether there is:

1.  Efficient use of space including optimizing square footage and floor
    plan.

2.  Sustainability in terms of

    -   Efficiency of operations and maintenance,

    -   Durability of finishes,

    -   System flexibility, space adaptability,

    -   Technologically current and adaptable,

    -   Energy performance.

3.  Design elements pleasing to occupants and visitors.

4.  Acoustics, lighting, ventilation, thermal control.

5.  Effective exterior design strategies.

6.  Control of storm water.

The data gathered during the project survey is incorporated into a
Post-Occupancy Evaluation Report and furnished to the OPDIV planning
office and the facility manager. This survey report is for information
and use in planning and constructing future health care and research
facilities. Copies of the report are made available to all HHS OPDIVs,
as well as to any office or committee engaged in updating design
criteria for use in HHS health care and research facilities construction
programs.

## **3.3 Acquisition Initiatives**

HHS is striving to improve the delivery of capital projects within
scope, within budget and on time. To accomplish this, HHS has adopted or
developed specific tools to measure performance such as the Facility
Project Approval Agreement, HHS Quarterly Status Report, Pre-Project
Planning as a best practice, and the CII Project Definition Rating
Index. In addition, HHS is encouraging the use of other industry best
practices such as CII's Project Delivery and Contract Strategy (PDCS) to
determine the most appropriate method of acquisition. The acquisition
strategy is an integral piece of the FPAA documentation, and the updated
HHS Facility Program Manual requires the submission of the actual
acquisition plan as part of the project documentation.

## **3.4 Sustainability Initiative**![](media/image11.jpeg){width="3.4604166666666667in" height="2.379861111111111in"}

On January 24, 2006, HHS signed the Federal Leadership in High
Performance and Sustainable Buildings Memorandum of Understanding (MOU)
to commit to Federal leadership in implementing common strategies for
planning, acquiring, siting, designing, building, operating, and
maintaining high performance and sustainable buildings. The MOU
establishes a common set of Guiding Principles to: 1) employ integrated
design principles; 2) optimize energy performance; 3) protect and
conserve water; 4) enhance indoor environmental quality; and 5) reduce
environmental impact of materials. These Guiding Principles will help
HHS to:

-   **Reduce** the total ownership cost of facilities;

-   **Improve** energy efficiency and water conservation;

-   **Provide** safe, healthy, and productive built environments; and

-   **Promote** sustainable environmental stewardship.

HHS issued a policy for Sustainable and High Performance Buildings on
September 8, 2006. The policy is available at
<http://www.hhs.gov/asam/ofmp/index.html>. The Sustainable Buildings
Implementation Plan will be issued at the end of 1Q07. This Plan
implements the *Guiding Principles for Federal Leadership in High
Performance and Sustainable Building* and will be updated annually, and
reported on semiannually to promote continuous improvement toward the
goals.

The Department has designated a representative to the Federal Green
Building Council. The Department established a workgroup with OPDIV
members to develop HHS goals and guidance to insure implementation of
sustainable elements as outlined in the MOU for all applicable projects
and buildings.

[]{#__RefHeading___Toc157841285 .anchor}**Section 4 Operations of Real
Property**

The operations phase of HHS real property assets involves making
decisions regarding maintenance and reinvestment, as well as monitoring
administration of leases and servicing agency needs. Critical
information is needed on all assets to support operational
decision-making.

## **4.1 HHS Real Property Inventory**

HHS has implemented a software tool to collect and maintain information
on its inventory' and to create executive-level reports to manage the
portfolio as a whole in a cost effective manner. (This inexpensive
software tool does not replace other systems in place within the OPDIVs,
or systems which have more extensive functionality for facilities
management.) HHS chose HarborFlex, a tool created by Lease Harbor, which
is a subscription software service for the administration of leases and
real property. It has been customized to meet HHS's needs with fields
created to capture the FRPC data fields and additional fields that HHS
has determined are needed to manage its portfolio.

The data from the four landowning OPDIVs is loaded into Harborflex and
refreshed quarterly. The data from the smaller OPDIVs, which do not own
land or real property, is entered directly into harborflex on a regular
basis. There are standard reports that have been established for HHS,
and that are easily run. If needed, users can also create their own
report formats.

There is a computer terminal located at OFMP's office and an
administrator responsible for working with HarborFlex. Because this is a
web-based tool, it is easily accessible to the OPDIVs as well. OFMP will
allow OPDIVs access to the system and has trained staff from all of the
OPDIVs in its use.

***HHS Real Property Portfolio by Occupancy Type***

![](media/image12.png){width="3.3194444444444446in"
height="2.4166666666666665in"}The HHS national real property portfolio
consists of some 4,100 assets (land, buildings, and structures), with
buildings containing over 46 million square feet (SF). Assets are
divided evenly between the Washington, D.C./Baltimore area and locations
across the balance of the country. HHS both owns and leases property
itself and occupies space owned and leased by GSA.

*FDA, Muirkirk, Laurel, Maryland*

**Table 4.1.1 Portfolio Breakdown by Ownership Type**

+----------------+-----------------+-----------------+-----------------+
| **Occupancy    | **\# of         | **GSF + RSF**   | **% of Entire   |
| Type**         | Properties**    |                 | Portfolio**     |
+----------------+-----------------+-----------------+-----------------+
| Lease Space    |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| > GSA- Leased  | 473             | 8,946,730       | 19.42%          |
+----------------+-----------------+-----------------+-----------------+
| > HHS-Leased   | 357             | 4,170,502       | 9.05%           |
+----------------+-----------------+-----------------+-----------------+
| Owned Space    |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| > GSA-Owned    | 239             | 4,322,889       | 9.38%           |
+----------------+-----------------+-----------------+-----------------+
| > HHS-Owned    | 3050            | 28,630,307      | 62.14%          |
+----------------+-----------------+-----------------+-----------------+
| > **Total**    |                 | 46,070,428      | 100.00%         |
+----------------+-----------------+-----------------+-----------------+
| > []{.mark}    | []{.mark}       | []{.mark}       | []{.mark}       |
+----------------+-----------------+-----------------+-----------------+
| Tribally       |                 |                 |                 |
| Operated       |                 |                 |                 |
| (included      |                 |                 |                 |
| above)         |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| > HHS-Leased   | 498             | 2,479,775       | 1.80%           |
+----------------+-----------------+-----------------+-----------------+
| > HHS-Owned    | 147             | 843,321         | 5.30%           |
+----------------+-----------------+-----------------+-----------------+
| **Total**      | 645             | 3,323,096       |                 |
+----------------+-----------------+-----------------+-----------------+

The largest portion of space is property owned by HHS, due to the large
holdings of NIH, CDC and IHS, the HHS Land-Holding Agencies (*i.e.*,
CDC, FDA and NIH), which total approximately 41 million square feet
(SF). The majority of the owned space held by NIH and CDC are the office
and lab facilities located on the main campuses in Bethesda, Maryland
and Atlanta, Georgia, respectively. The majority of the IHS-owned
properties are the health care delivery facilities located throughout
the twelve IHS administrative areas, with most of this property found in
rural areas. A portion of these assets are tribally-managed, as
indicated in the chart below.

**Table 4.1.2 Property Breakdown by Ownership Type**

![](media/image13.wmf){width="5.114583333333333in"
height="2.9583333333333335in"}

***HHS Real Property Portfolio by OPDIV***

The four largest property portfolios are used by NIH, IHS, CDC and FDA.
Collectively, these groups occupy 41 million SF, or 90% of the total
portfolio.

**Table 4.1.3 Portfolio Breakdown by OPDIV**

  ----------- ------------- ---------------- ---------------- ----------------
  **OPDIV**   **\# of       **Total          **DC/Balt        **National
              Buildings**   GSF+RSF**        GSF+RSF**        GSF+RSF**

  ACF         33            496,586          250,298          246,288

  AHRQ        2             135,303          135,303          0

  AoA         11            66,904           43,280           23,624

  CDC         339           6,329,271        228,588          6,100,683

  CMS         56            1,564,690        1,071,188        493,502

  FDA         353           6,788,351        3,479,160        3,309,191

  HRSA        17            635,984          445,457          190,527

  IHS         2442          11,258,368       138,435          11,119,933

  NIH         349           16,681,417       15,250,465       1,430,952

  OIG         124           538,198          120,480          417,718

  OS          4             664,120          664,120          0

  PSC         31            683,217          591,159          92,058

  SAMHSA      1             228,020          228,020          0

  Total       3762          46,070,429       22,645,953       23,424,476
  ----------- ------------- ---------------- ---------------- ----------------

**Table 4.1.4 Portfolio Breakdown by OPDIV**

![](media/image14.wmf){width="5.1875in" height="3.1145833333333335in"}

***HHS Portfolio by Property Type***

The largest property type for the portfolio is Laboratory space
representing 36% of the total, followed by Office space at 34%. The next
three largest categories (Hospital, Housing, and Institutional) are
roughly equal in size and together, make up about 22% of the portfolio.
The balance of the portfolio (excluding structures) comprises the
remaining 8% and consists of Service, Industrial, and miscellaneous
"Other" facilities.

Table 4.1.5 Property Breakdown by Property Type

  --------------------- ---------------- ---------------- -----------------
  **Property Type**     **\# of          **GSF + RSF**    **% of
                        Buildings**                       Portfolio**

  Laboratories          317              16,472,199       35.75%

  Office                890              15,667,751       34.01%

  Hospital              45               3,954,720        8.58%

  Housing               1,420            3,317,809        7.20%

  Institutional         380              2,857,261        6.20%

  Warehouse             324              1,664,771        3.61%

  Service               226              849,080          1.84%

  Industrial            60               695,667          1.51%

  Other                 100              591,171          1.28%

                        3,762            46,070,429       100.00%
  --------------------- ---------------- ---------------- -----------------

Note: Other Institutional includes: post offices, communication systems,
industrial, institutional and other usage types.

![](media/image15.wmf){width="5.625in" height="3.03125in"}

  -----------------------------------------------------------------------
  []{.mark}

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

### 4.1.1 Historic Preservation Requirements

Executive Order 13287, Preserve America, and the National Historic
Preservation Act, require each federal agency to develop a comprehensive
plan to manage and maintain historic properties. In the past year, HHS
has improved its comprehensive historic preservation plan to ensure it
will meet these historic preservation requirements, including the
following:

-   OPDIVs have appointed a Historic Preservation Coordinator and
    developed a list of historic properties. Plans have been developed
    for maintaining these properties in accordance with the "Secretary
    of Interior's Standards for Historic Properties" and determinations
    are being made on whether several properties are eligible for
    possible nomination to the National Register of Historic Places.

-   OPDIVs have finalized plans to assure protection of all identified
    historic properties and are taking appropriate actions to ensure
    historic preservation requirements are met. The Department has
    received copies of these plans.

-   OPDIVs prepared an Annual Report to the Headquarters of HHS. HHS
    will review and provide feedback to the OPDIVs on their input by
    November 30, 2006. HHS will develop a Department-wide report and
    submit the report to the Department of Interior every three years,
    as required.

-   HHS has developed and issued a fifty page, precedent document
    entitled "Incorporation of Historic Preservation Requirements into
    the Department of Health and Human Services Grant Programs." This
    document is being used by the various OPDIVs to ensure that their
    grant programs are adhering to historic preservation requirements.

-   HHS provided historic preservation training for approximately 40
    grants personnel.

-   HHS will issue a joint policy memorandum from the Deputy Secretaries
    of the real property and grants office providing the exact policy
    for integrating historic preservation language into the grants
    application process.

HHS historic preservation program management and oversight is included
under the umbrella of OFMP's Real Property Management responsibilities.
The duties of the Federal Preservation Officer (FPO) for HHS, as
mandated by Section 110(c) of the NHPA, are assigned to an individual in
OFMP. As a result, the FPO for all of HHS is integrally involved in
coordination and consultation, both internally and externally on
historic preservation matters. This individual provides a wide range of
support to the OPDIVs and provides oversight, expertise and coordination
to individuals delegated with Federal Preservation Coordinator (FPC)
duties at the OPDIV level. The HHS FPO also communicates with State
Historic Preservation Officers, Tribal Preservation Officers, and public
and private interest groups as needed, and maintains close
communications with representatives from the Advisory Council on
Historic Preservation. The Department will review all OPDIV Preserve
America Section 3 reports to ensure compliance with executive orders,
policies and regulations.

HHS ensures historic HHS properties are protected and renovations are
completed in accordance with the Secretary of Interior "Standards for
Historic Properties," the National Historic Preservation Act, Executive
Order 13287, Preserve America, and other applicable requirements. HHS
works with external organizations for various assignments, provides
advice and training to OPDIVs on all facets of historic preservation and
finalizes and submits the annual archeological report.

### 4.1.2 Energy and Water Conservation Requirements

In Accordance with the Energy Policy Act of 2005 (EPAct 2005) and
Executive Order (EO) 13123, Greening the Government through Efficient
Energy Management, OFMP has developed a Department-wide Energy Program.
Since its inception in FY 1995, the HHS Energy Program has evolved into
a multi-faceted campaign aimed at achieving federal energy mandates,
providing technical assistance, disseminating information on federal and
private energy and water programs, promoting energy awareness, and
coordinating the efforts of the HHS Operating Divisions (OPDIVs) and
their many diverse facilities.

At the foundation of the HHS Energy Program are the following key
components:

-   The Department develops the OPDIV guidelines and format for annual
    energy reporting requirements, including both the preliminary and
    final reports, as required by the Department of Energy (DOE) and
    Office of Management and Budget (OMB).

-   The Department summarizes the OPDIV energy report submissions into
    the preliminary and final HHS energy reports as required by DOE and
    OMB.

-   The Department provides feedback to the OPDIVs on the content and
    scope of their energy reports, as well as the OPDIV energy and water
    efficiency efforts, offers advice for expanding details in the
    energy report and provides suggestions for energy and water programs
    or projects.

In addition, the HHS Energy Program includes the following:

*Energy Seminar/Training*

-   Arranging energy seminars for HHS energy coordinators, engineers,
    managers, and all other employees involved in energy management.
    Establishing the topics, arranging for the appropriate speakers, and
    managing all other logistics of the seminar. In FY 2006, four energy
    training sessions were provided throughout the country and the first
    HHS Energy Summit was held.

-   Coordinating efforts with DOE or the Environmental Protection Agency
    (EPA) to provide additional energy training for HHS personnel in
    areas such as renewable energy, Labs for the 21st Century, etc.

*Energy Newsletters*

-   Publishing the HHS Energy News each quarter. The newsletters contain
    articles on OPDIV energy conservation efforts, energy leaders, new
    technologies, recycling, federal and private energy and water
    programs, and tips for energy and water savings.

-   Publishing the HHS Energy Manager\'s News biannually. The
    newsletters contain articles on energy and water conservation
    efforts at HHS facilities or other federal sites, new technologies,
    federal or private efficiency programs, and current energy and water
    efficiency efforts.

*Awareness Events*

-   Organizing awareness events for Earth Day and October Energy
    Awareness Month for the HHS headquarters building or other facility
    to be named. Events promote the HHS Energy Program, workplace and
    home energy and water conservation, and environmental awareness.

-   Coordinating and promoting efforts of the OPDIVs to hold Earth Day
    and October Energy Awareness Month activities.

-   Providing details on the HHS awareness activities to DOE Federal
    Energy Management Program (FEMP) through newsletter articles and
    reports.

-   Managing the "You Have the Power" campaign activities and efforts
    between HHS facilities and DOE FEMP.

*Large Scale Energy or Water Efficiency Projects*

-   Performing or assisting in the implementation of large scale energy
    or water efficiency projects. The projects may include, but are not
    limited to, renewable energy systems, heat recovery technologies,
    water conservation projects, or HHS Energy Program web-site
    development.

-   Awards Programs

-   Managing the HHS Energy and Water Management Awards program. This
    task includes updating nomination guidelines and award criteria,
    promoting the program and encouraging nominations, reviewing
    nominations and selecting winners, and planning the annual awards
    ceremony.

*Executive Order 13123 and EPAct 2005 Compliance*

-   Work with the OPDIVs to meet requirements of the Executive Order
    (EO) and establish compliance with initiatives and programs, as
    applicable.

-   Ensure compliance with the EO for the HHS agency as a whole.

-   In accordance with EPAct 2005, developed and issued a "Metering
    Implementation Plan" and an "HHS Facility Metering Policy and
    Compliance Document."

*Miscellaneous Reports/Memos*

-   Write miscellaneous reports on HHS energy and water efficiency
    efforts as required by DOE, OMB, Congress, the Senate, or others.

-   Write memos, as required, on current event topics, efficiency
    programs, or specific initiatives.

*OPDIV Energy Measurements*

-   The land-holding OPDIVs are required to submit annual energy reports
    to the Department by mid-November. These reports are reviewed by the
    Department and energy measurement charts are developed that compares
    energy consumption at several different levels. The Department
    consolidates these reports into a HHS-wide report for submission to
    DOE.

-   Each land-holding OPDIV is required to submit an energy scorecard
    with their annual reports, based on the scorecard that agencies are
    required to submit to OMB. The Department will evaluate those
    scorecards and use as one of the measurement tools of the OPDIVs
    efforts.

-   Provide consulting services, both technical and administrative, to
    the OPDIVs on all aspects of the HHS Energy Program, technical
    projects, federal or private conservation programs, performance
    contracting, energy awareness, and EO 13123 compliance.

## **4.2 Asset Documentation**

The HHS asset documentation program (ADP) activities are designed to
provide information and technical consultation to land-holding OPDIVs on
control and management of realty assets/land and fixed improvements
under the administrative jurisdiction of the Department. ADP also
provides guidelines and procedures for the acquisition, utilization, and
disposal of owned and leased realty assets. It is the policy of the
Department to develop, establish, assess, improve, correct, and report
on the effective and economical management and utilization of OPDIV-held
realty. HHS requires land-holding OPDIVs to maintain key documentation
for all real property assets in a local file that includes a map, a copy
of the title, a metes and bounds survey, a legal description of the
property, documented environmental liabilities, historic significance,
an Americans with Disabilities Act (ADA) survey, documented fire life
safety issues, as built or CAD drawings, and a housing plan showing the
tenants within the asset or facility. This information is in electronic
or hard copy formats depending on the age of the facility. Although HHS
maintains this documentation for its assets, it is often not in one
centralized location. However, OFMP developed uniform standards for
documentation and filing for its inventory of owned assets during
FY2006.![](media/image16.jpeg){width="3.4555555555555557in"
height="2.303472222222222in"}

Several laws enacted by Congress require a new level of coordination
between an agency's real property inventory (RPI) and the overall
financial records of the federal agency. These laws are the Chief
Financial Officers Act of 1990, P.L. 101-576, and the Federal Financial
Management Act of 1994, P.L. 103-356. As a result of these acts, the
Federal Accounting Standards Advisory Board developed Standard 6 --
Accounting for Property, Plant and Equipment (FASAB No. 6). This
standard directs the manner in which federal agencies are to track
realty assets, including those acquired through capital leases and
leasehold improvements in its RPI and requires the reconciliation of
these inventories (subsidiary ledger accounts) with the agency's general
financial statements.

OFMP is responsible for the planning, coordinating and evaluation of HHS
realty management and accountability activities. The HHS Automated Real
Property Information System (ARIS) contains all accountable data for
HHS-held facilities. The ARIS is a subsidiary financial ledger to the
HHS general ledger that documents all asset values for land and fixed
improvements. The ledger also includes actions involving acquisitions,
improvements, transfers and disposal. Asset documentation is also
contained in the HHS Asset Management Building Block, which examines the
facility's life cycle.

## **4.3 HHS Asset Management Building Block**

Each HHS owned site is considered a "building block" for portfolio
management purposes and every site of two independent buildings or more
must have a Facility Master Plan that is developed in accordance with
the requirements contained in Volume I of the HHS Facilities Program
Manual. This Facility Master Plan is the Building Block Asset Management
Plan for multiple-building sites. For sites occupied by only one
building, that constructed asset is the "building block" for asset
business planning. Thus, when the Capital Investment Plans and
Operations and Maintenance Annual Work Plans are developed for an OPDIV,
they are developed first by site (building block), and then integrated
into an overall plan for the OPDIV through the HHS asset planning and
budget process.

Through the web-based software tool Harborflex and the ARIS, HHS created
a report for constructed assets. This is used as a tool by agency real
property personnel to maintain information about a particular
constructed asset and to outline the current performance and expenses
for that asset to feed into the asset planning and budget process.

## **4.4 Periodic Evaluation of Assets**

HHS performs periodic evaluation of its real property assets by using
government-wide measures as well as other agency specific measures
designed to monitor performance in utilization, financial performance,
physical condition, and operational efficiency. HHS also has several key
performance measures designed to track financial performance. HHS
examines its operating expenses on a facility-by-facility basis. HHS
uses the Condition Index (CI) and a goal of 2-4% of the functional
replacement value (FRV) for reinvestment.

In the last phase of the asset's life cycle, HHS tracks the cycle time
for disposal. HHS also uses a measure of projected disposals versus
actual to ensure that underutilized assets are quickly redeployed from
the inventory.

As fiduciary agents, HHS performs cyclical evaluations of its real
property assets on a one-to-five-year basis. The evaluation cycles are
determined based on the criticality of the facilities, significant
events from weather or incidents, and the overall condition indexes. HHS
tracks the value of its assets in several ways. HHS tracks Functional
Replacement Value and Book Value as indications of the relative value of
the portfolio. All FRPC performance measures will be updated annually.

The assessment process begins with determining what elements of a
facility need to be evaluated. Elements include above and below-grade
physical systems (*e.g*., architectural, civil, mechanical, electrical),
as well as other parameters such as space utilization, air quality, code
compliance and esthetic parameters. The steps associated with a typical
evaluation are provided in Attachment 7.

A facility's total score is a function of the minimum threshold for
deficiencies, what priorities were assigned to the deficiencies and the
range of the grading scale.

HHS tracks performance indicators described in this plan for its
portfolio of assets and for each individual asset. Current performance
is compared against performance goals from private sector benchmarks,
previously established performance criteria, or individual performance
measure goals.

HHS uses the data from these assessments to update Asset Management
Building Blocks and facility management strategies. A key element
determined from these assessments is \"Condition Index\" (CI). The goal
of HHS is to achieve a reasonable, consistent condition index over time
across its portfolio of assets, to invest in its portfolio to sustain
assets to a prudent life-cycle and to operate assets on a cost per
square foot basis that mirrors industry standards. Condition index,
along with other inventory elements of operating cost, utilization rates
and mission dependency of a facility, provide the data points necessary
to gauge operations and sustainment trends and to drive Capital
Improvement and Operations and Maintenance investment strategies.
Emphasis will be placed on improving the CI of mission-critical
facilities at a faster pace than less critical facilities, and at a
higher index. Investments in sustainment-type projects will be adjusted,
up or down, to track to a prudent life-cycle curve. Actual operations
and maintenance costs will be compared to industry standards to assist
in Capital Improvement decisions, and to determine where/when to apply
best business practices in lieu of renovating, replacing or abandoning a
facility.

HHS will provide OPDIV-specific investment strategy guidance in the form
of pre-budget guidance that will be issued in March 2009. OPDIVs will
translate this guidance into Asset Management Building Blocks, which are
used to develop OPDIV budgets that are submitted in June of each year.
The budget submissions will be reviewed to ensure alignment with
pre-budget guidance and consideration of any emergent requirements and
necessary mitigations. The Asset Management Building Blocks will be
included as input at all levels of the HHS process described in Section
3 of this document. Thus, they will be considered by OPDIV managers and
various levels at HHS Headquarters. They are also considered by energy
managers and other OPDIV personnel responsible for leadership and
management in specific functional areas. The strategy then becomes the
basis for formulating the annual operating budget and capital
reinvestment plan.

### 4.4.1 Mission Dependency

HHS measures the "mission dependency" of each of its real property
assets. The purpose of this measure is to determine the value an asset
brings to the performance of the mission, as determined by the OPDIV in
the categories of Mission Critical, Mission Dependent -- Not Critical,
and Not Mission Dependent.

Mission dependency applies to each facility for each OPDIV. The
applicability of this metric extends to all properties leased and/or
owned and operated by the OPDIV.

Each OPDIV was made responsible for the following to assure appropriate
implementation:

1.  Each OPDIV began testing for full implementation in Q1 FY06. To test
    the measure, each OPDIV applied the measure to 100 percent of the
    facilities in its inventory by Q1 FY06. Reporting was part of the
    testing process for metric applicability purposes.

2.  Each land-holding OPDIV will utilize an electronic asset inventory
    system that feeds into the HarborFlex system. The OPDIV is to ensure
    that the inventory system has a data field called "Mission
    Dependency," allowing for the input of one of the Mission Critical
    letter designations identified in the procedures below.
    Additionally, a text field is provided for use in providing an
    explanation for any assets designated as Not Mission Dependent. The
    OPDIVs ensured that this system was coordinated with HHS prior to
    implementation.

Under full implementation, the OPDIVs will utilize the following
procedure:

1.  Each OPDIV will initially evaluate the functions within each of its
    assets and place each of the assets in one of the following
    categories:

> **Mission Critical** - Space or facilities that house activities such
> as health and social science research; preventing disease, including
> immunization services; assuring food and drug safety; Medicare (health
> insurance for elderly and disabled Americans) and Medicaid (health
> insurance for low-income people); health information technology;
> financial assistance and services for low-income families; improving
> maternal and infant health; Head Start (pre-school education and
> services); faith-based and community initiatives; preventing child
> abuse and domestic violence; substance abuse treatment and prevention;
> services for older Americans, including home-delivered meals;
> comprehensive health services for Native Americans; and medical
> preparedness for emergencies, including potential terrorism are
> mission critical.
>
> **Mission Dependent** - Space and facilities that support the above
> mentioned activities are mission dependent.
>
> **Not Mission Dependent** - Mission is unaffected by the elimination
> of the constructed asset.

2.  Each asset receives only one category designation. Where there are
    multiple functions for a facility, then the highest applicable
    mission dependency category should be utilized.

3.  The evaluation is based on the facilities function under normal
    operations, not a catastrophic scenario.

4.  The initial categorization for each asset is entered into the
    OPDIV's asset inventory system using the following designations:

    -   Mission Critical

    -   Mission Dependent

    -   Not Mission Dependent.

    5.  Where any asset is designated as N (Not Mission Dependent), the
        OPDIV will complete the text field to provide the explanation
        for this designation. OPDIVs are generally utilizing assets for
        work that is important to their missions. Identifying a property
        as *Not Mission Dependent* will lead to an assessment of the
        property and its use.

    6.  On an annual basis in the first quarter of each fiscal year, the
        OPDIV will review the asset categorizations and update the asset
        inventory system with any changes. This information is the
        initial flag for the OPDIV to consider whether or not the real
        property asset should be retained or a plan of disposal
        developed. A 'Not Mission Dependent' categorization triggers a
        detailed analysis of the property function and utilization and
        its link to the overall mission. If analysis shows the asset
        should be retained, re-categorization may be appropriate. If
        not, a decision is made by the OPDIV Director as to whether the
        building use should be reevaluated or if a proposal is to be
        forwarded to the HHS Senior Real Property Officer for an
        assessment of other Departmental need for the property or to
        initiate disposal actions.

> In developing proposed projects and monitoring existing facilities,
> the categorization of the facilities will be used to determine the
> highest priorities at the OPDIV level. Submittals to the Department
> will reflect these priorities in the OPDIV's Annual Facilities Plan.

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  ![](media/image17.jpeg){width="6.499305555555556in"
  height="3.265277777777778in"}

  *FDA Jefferson Labs, Arkansas*
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### 4.4.2 Facility Condition Assessment Performance Measures

HHS uses various metrics to assess the physical condition of its
facilities and the reliability of associated data. Mandatory metrics are
*Condition Index (CI)* and *Backlog of Maintenance and Repair (BMAR).*
Optional "best practices" metrics include *Assessment Freshness Index
(AFI), Inventory Quality Index (IQI) and Sustainment Rate (SR).* Each is
described below.

***Condition Index (CI)***

The HHS definition for CI is based on FASAB Standard Number 6 (1996), as
reported in Federal Facilities Council Technical Report No.141: Deferred
Maintenance Reporting for Federal Facilities, 2001.

CI is the ratio of repair needs (including BMAR) to asset value and,
when multiplied by 100, is expressed as a figure where high values
indicate better condition (with 100 being the best condition). 'Repair
need' is a response to deferred maintenance (*i.e.,* maintenance that
was not performed when it should have been or was scheduled to be and
which, therefore, is put off or delayed for a future period). 'Asset
value' is defined as "plant replacement value" (*i.e.,* cost in current
dollars to replace existing facility with new construction supporting
existing functions).

CI is to be applied to each HHS owned and operated facility. All four
HHS land-holding OPDIVs now use CI. HHS effort is underway to
standardize the calculation of CI and its associated thresholds. OPDIV
specific implementation strategies were developed by August 2006 so that
resultant data and benchmarks are available in time for HHS pre-budget
guidance to OPDIVs for the FY09 budget build. Existing data collected in
FY06, and notional benchmarks to be established 1Q07, will be used by
HHS to develop pre-budget guidance to the OPDIV's for their FY09 budget
build. The implementation of CI, the facility assessment program that
feeds it and its link to the investment decisions that flow from it are
considered to be evolutionary in nature. The more budgets that are built
with an eye on CI, the more refined the facility assessment process will
become, the more knowledgeable of their inventory HHS and OPDIVs will
become, leading to a more effective allocation of resources.

Each OPDIV is responsible for the following to assure appropriate
implementation:

1.  Each land-holding OPDIV, by mid-year 2006, identified facility
    system and component renewal projects that need to be completed
    within any given year, and to calculate and report CI (in accordance
    with the standardized program being jointly developed).

2.  Each OPDIV will record CI in their local electronic asset inventory
    system. HHS does not require a specific system, only that the system
    is capable of exporting CI values to the HHS Automated Real Property
    Information System. OPDIVs and HHS have coordinated systems in
    conjunction with HHS implementation of ARIS.

3.  Annually, in the last quarter of each fiscal year, the OPDIV will
    update their facility assessment information, calculate CIs and
    export CIs to ARIS. HHS will use this information to develop
    pre-budget guidance for FY+2. Pre-budget guidance will be provided
    each January. OPDIVs will use this guidance to prepare their June
    budget submit for FY+2. HHS will review and approve budgets in late
    June.

***Backlog of Maintenance and Repair (BMAR)***

Land-holding OPDIVs use BMAR as a mandatory facility condition metric.
BMAR indicates the level of repair and maintenance that was not
performed when scheduled and that was delayed until a future time. BMAR
is an indicator of potential shortening of the useful life of facilities
and likely increase of long-term maintenance and repair costs. BMAR is a
useful data point at the OPDIV level in the development of its budget
submission. HHS does not use BMAR in the development of pre-budget
guidance to OPDIVs since CI provides sufficient macro-level visibility
into whether an OPDIV's facilities are deteriorating, improving or
remaining the same.

Federal Accounting Standards Advisory Board (FASAB) Standard No. 6, as
amended, requires federal agencies to annually report their total dollar
amount of deferred maintenance. The FASAB standard defines deferred
maintenance as "maintenance that was not performed when it should have
been or was scheduled to be and which, therefore, is put off or delayed
for a future period" (FASAB, 1996). HHS collects and reports BMAR as an
independent, once-a-year effort, as opposed to requiring OPDIVs to
export BMAR data to ARIS. There is no value in OPDIVs exporting BMAR to
ARIS, since HHS relies on CI as a macro-level indicator of an OPDIV's
asset management performance.

To calculate deferred maintenance, HHS land-holding OPDIVs and
components, through condition assessments, systematically itemize and
estimate costs for facility system level, non-routine repair
requirements. These costs are then aggregated and prioritized at the
OPDIV level. BMAR requirements drive OPDIV asset-based
strategies/decisions, which in turn drive budget submissions. Funding is
sought for these requirements through a variety of methods and
appropriations. As agencies do not necessarily obtain sufficient funds
to address all the maintenance and repair requirements, BMAR indicates
the shortfall in funding required to raise overall condition levels to
an acceptable target standard and is compared to the asset replacement
value to calculate the Condition Index. It is Condition Index that HHS
may monitor for internal scorecard and performance evaluation purposes.

Each OPDIV or other HHS component is responsible for the following to
assure appropriate implementation:

1.  Each land-holding OPDIV conducts an annual assessment process
    consisting of an OPDIV-specific combination of strategic
    ("desk-top") and tactical ("visual") assessment methods. These
    methods identify repair and maintenance projects for each HHS owned
    and operated facility that need to be completed within any given
    year. The combination of methods is a function of OPDIV resources,
    with no facility going longer than five years without a visual
    inspection.

2.  Each land-holding OPDIV utilizes an electronic asset inventory data
    processing system, such as Microsoft Access database. HHS does not
    require a specific system, only that the system is capable of
    automatically totaling, storing and reporting BMAR values (among
    other data points). OPDIVs and HHS have coordinated systems in
    conjunction with the implementation of the HHS ARIS. Data in OPDIV
    systems is exportable to ARIS, (although for reasons as previously
    discussed, BMAR is not one of the exported items).

3.  Annually, in the last quarter of each fiscal year, the OPDIV updates
    their assessment information, reviews their BMAR figures, assesses
    BMAR driving factors and associated risk, adjusts their
    asset-specific strategies and prepares their budget submission so as
    to meet or exceed CI objectives over time.

## **4.5 Operations and Maintenance Plan**

HHS has improved its Operations & Maintenance (O&M) resource planning by
linking O&M requirements to the budget-decision making process. O&M
planning is a key sub-element of OPDIV Asset Business Plans (ABPs),
which feed budget submissions. Other sub-elements of ABPs include
Capital Improvement plans, Environmental plans, Safety plans, and
Cultural Resource plans. By closely monitoring Condition Index, with an
eye on other indicators such as Operations Cost, Utilization and Mission
Dependency, HHS develops pre-budget guidance each January to better
align OPDIV O&M investment plans and strategies with HHS "portfolio"
goals and objectives. Additionally, the HHS portfolio management
approach drives O&M costs towards industry standards/common benchmarks,
which, in turn, aids in applying lessons-learned and best business
practices across OPDIVs.

### 4.5.1 Consideration of Socio-Economic Responsibilities - Environmental Management Plan

EO 13327 requires each agency to develop an asset management planning
process and associated plan, which encompasses many different program
areas. Environmental quality and compliance is one of those areas of
socio-economic consideration. The Department has found that the
Environmental Management System (EMS) model outlined in EO 13148:
Planning, Implementing, Monitoring/Measuring, Management Review and
Continual Improvement feeds into the overall business model required by
EO 13327. The EMS is a business management practice, which allows an
organization to strategically manage its entire Environmental Program.
System implementation is based on the "Plan, Do, Check, Act," model,
using a standard process to identify goals; implement these goals;
determine progress, and make adjustments to ensure continual
improvement.

The Environmental Management System's elements include:

-   Policy endorsed by top management stating the organization's
    commitments to EMS.

-   Planning activities to identify issues and related legal and other
    requirements as well as developing objectives and targets to improve
    short and long-term performance related to these issues.

-   Implementing processes including management programs, operational
    controls, and training to achieve the objectives and maintain
    control over issues.

-   Monitoring and measuring the status of relevant parameters, the
    progress toward objectives and targets, and the stability of the
    system itself.

-   Conducting a Management Review of system to ensure senior leadership
    remains tied-into the system and can track its progress towards
    continual improvement.

-   Providing procedures for corrective action in cases where monitoring
    data and Management review indicate non-conformance.

The Department fully supports EMS implementation at appropriate
facilities belonging to the landholding OPDIVs (CDC, FDA, IHS and NIH).
The Department has published several policy directives mandating EMS
implementation and provided guidance for that implementation. The
Department has a total of 18 facilities identified for EMS
implementation. By December 31, 2005, the Department implemented EMS at
each of these 18 facilities to varying degrees -- with some facilities
implementing pilot-level EMSs focused on a single facility and others
developing corporate EMSs having applicability across the entire OPDIV.
In March, 2006, each of these OPDIVs reported their specific EMS
implementation progress to the Department which, in turn, reported it to
the Environmental Protection Agency as part of its annual EO 13148
report. In addition to facility-level EMS efforts, the Department has
been an active member of the Government-wide EO 13148 working group
chaired by the EPA and played a key role in developing the EPA's new EMS
metrics that will apply across all Federal Agencies for the 2006-2008
reporting years. Like all Federal Agencies, the Department will now use
this new set of EMS metrics to measure further EMS development and will
continue to report its progress. Report data will then feed directly
into the OMB scorecard for Environment.

The Department's current and near term actions in supporting this plan
includes:

-   Complete mandated environmental reports including the EPA EO 13148
    Environmental Report, the OMB Environmental Conflict Resolution
    Report, and the EPA Underground Storage Tank report.

-   Develop a strategy to support a recently completed Department-wide
    environmental program gap analysis. The environmental manager
    conducted the gap analysis during the summer of 2006 and identified
    areas of the Environmental Program that need to be strengthened. The
    environmental manager then worked with the OPDIVs to prioritize
    those gaps and identify possible recommendations to fill those gaps.
    The next step is to develop a Strategy and Action Plan to identify:
    the specific steps necessary to fill those gaps; the parties
    responsible for filling those gaps; and the timeframe to getting
    them filled.

-   Maintain the Department's Environmental Integrated Program
    Management Team to manage the requirements of OMBs new scorecards on
    Environment, Energy, and Transportation. This team was established
    and is lead by the Environmental Program Manager and consists of
    Departmental program managers in the areas of Environment, Planning
    & Construction, Energy, Procurement, Transportation Logistics, and
    Information Management. This team is responsible for planning
    upcoming actions to support the 3 new scorecards, implementing those
    actions, and reporting those actions to the OMB.

-   Continue to develop and strengthen facility-level EMSs. Provide
    guidance for OPDIVs to meet the new set of EPA EMS metrics for
    2006-2008. Work with OPDIVs and facilities on an individual basis to
    provide assistance with specific facility-level EMS needs and
    issues.

## **4.6 Routine Maintenance and Minor Repair Needs**

The HHS operating budget request and OPDIV annual operating
appropriation consists in part of operating funds specifically allocated
for maintenance and associated minor repairs of existing facilities.
This process is monitored by the HHS Senior Real Property Officer using
CI metrics. Routine maintenance is defined as recurring work to keep a
real property asset in a useable state or condition, and may include
replacement of constituent parts, materials or equipment, inspection,
adjustment, cleaning, resurfacing, etc. This may include salaries,
service or maintenance contracts, and equipment and stock items. Minor
repairs are defined as those repairs incidental to routine maintenance
and of lesser value than the maintenance work: For example, replacing a
limited amount of sheathing as part of resurfacing a roof. Annual
operating appropriations include funds, which should be sufficient to
perform routine maintenance and minor repairs. Unless otherwise
identified in an appropriation, OPDIVs are to perform routine
maintenance and minor repair of existing facilities, including related
engineering and inspection services, with annual operating funds.

Routine maintenance and minor repair projects are not subject to the
\$3,000,000 threshold requiring ASAM approval under the Capital
Investment Review Board policy. Routine maintenance and minor repair
projects do not add value to the underlying real property asset. This
work does not require review or approval by the Department. The OPDIVs
are responsible for determining the requirements for routine maintenance
and minor repairs of existing facilities, identifying priorities as
needed, and requesting funding through the budget process, to satisfy
facility stewardship requirements (*i.e.,* CI) when a guideline is set
by the Department.

### 4.6.1 Additional Actions to Improve Routine Maintenance and Minor Repair

OS, under the leadership of the HHS Senior Real Property Officer,
improved routine maintenance and minor repair by: convening a working
group of OPDIV representatives to discuss strengths, weaknesses,
threats, opportunities and objectives and developed a prioritized short
list of best practices to consider, and come to a consensus as to the
estimated savings that best practices may yield (*e.g.* 3%-5% of total
operating cost); developed notional implementation strategies and to
better estimate potential costs and savings; and assessed need for
contractor support. OFMP will evaluate progress against strategy as part
of Facilities Scorecard review; and OFMP will assess lessons-learned
relative to best business practice strategies and issue pre-budget O&M
guidance annually.

## **4.7 Capital and Operating Resource Requirements**

HHS has multiple appropriations from which operating expenses are
funded. Expenses include all of the contract costs for leases and
operating expenses in the O&M Plan for facilities/assets such as
cleaning, maintenance, and utilities. It also includes additional
contractual obligations for purchase contracts and all overhead items
such as salaries, training, travel, IT, and other contracts necessary to
help HHS run its business. The head of each OPDIV is responsible for the
development of the Agency Annual Facilities Plan that identifies capital
and operating resource requirements. Each Plan is developed jointly by
the agency\'s program planning, budget, environmental, and facilities
staffs and should include all facilities projects that will be requested
in the forthcoming annual budget process. OPDIVs are encouraged to
submit Annual Facilities Plans that show all requirements, regardless of
anticipation of funding.

## **Operations Performance Measures and Continuous Monitoring**

HHS utilizes performance measures to track the effectiveness of its
operations phase of its asset management. The measures include:
Condition Index, Utilization Index, Operating Cost and Mission
Dependency. These measures are consistent with the FRPC's First Tier
Measures for operations.

### **4.8.1 Federal Real Property Council Measures**

*Condition Index*

HHS uses the Condition Index (as described in Section 4.4.1) for owned
assets. Condition surveys are performed on a recurring basis to help
quantify the maintenance and repair needs of the facility. These needs
are then compared to the current Replacement Value of the facility. This
process is fully integrated into the operations at NIH, IHS and CDC for
owned buildings. The condition survey and replacement value of
facilities is being integrated into the operations of FDA and should be
fully functioning when the three-year cycle is completed in 2008. HHS is
working toward full integration of the condition index.

HHS is responsible for operations and maintenance of the Humphrey
Building, a GSA-owned space. HHS reports annual operating costs to GSA.

GSA is responsible for determining and reporting other FRPC metrics for
GSA owned and leased buildings. HHS and its OPDIVs are working to
develop a scale relative to condition index scale so as to link
condition index to the budget decision-making process. The goal for the
OPDIVs will be to achieve, over time, a minimum condition index for
their portfolio of assets. The value of repair needs associated with the
actual condition index will be compared to the value of the repair needs
associated with the target index. Investment strategies will be
developed to close the gap over time. Mission criticality, utilization
and operating cost are all used in the development of the annual
facilities program and are considered in the prioritization of budget
request. HHS issued budget guidance to the OPDIVs in the spring of 2006
that included further guidance on the use of these measures to
strategically manage our assets.

*Facility Utilization Index*

HHS tracks utilization of its five major property types in conformance
with FRPC guidance and has provided guidance to the OPDIVs for reporting
facility utilization. The information is reported and kept current in
the Automated Real Property Information System. HHS utilizes a
Facilities Utilization Performance Measure to determine the extent of
facilities utilization in five major property types occupied by HHS. The
performance measure applies to each HHS office, warehouse, laboratory,
hospital and residence (as defined by the Federal Real Property
Council). Applicability extends to all properties leased and/or owned
and operated by HHS, but not properties owned by the HHS and operated by
others, such as the IHS properties operated by tribes.

Each OPDIV or other HHS component utilizes an electronic asset inventory
system. The OPDIV or HHS component ensures that the inventory system has
data fields for the relevant property types and for the categories "Over
Utilized, Utilized, Under Utilized and "Not Utilized," allowing for the
input of one of the Facilities Utilization letter designations
identified in the procedures below.

Each OPDIV or HHS component follows the procedures below to determine
the utilization of each property type as Over Utilized, Utilized,
Underutilized or Not Utilized and each OPDIV bases its measurement on an
annual census.

The census counts each staff person who both holds an HHS (or OPDIV) ID
and occupies HHS (OPDIV) facilities. \"Staff includes HHS (OPDIV)
employees (FTEs), contractors, guest researchers, research fellows,
tenants (such as day care centers and retail spaces) and volunteers. No
distinction is made between part­ time and full-time employees, each of
whom is counted as a whole number. The census counts people in all
facilities, leased or owned.

**A. Office**

Offices -- Defined as buildings primarily used for office space. The
utilization measure for offices is based upon the number of workstations
currently being occupied relative to total number of workstations
available.[^2]

Office Space Utilized (%) = (Number of Personnel /Number of
Workstations) X 100

-   Number of Personnel = Each OPDIV prudently determines the definition
    of "Number of Personnel" based upon their OPDIV factors such as FTE,
    etc.

-   Workstation = A "Workstation" is defined as an area typically used
    for personnel to work. It can include a single desk available to one
    person (1 workstation), single large desk capable of providing
    workspace for 2-3 people (denoted as 2-3 workstations), or one desk
    shared by several temporary employees. Each OPDIV needs to provide
    further refinements applicable to their situation.

-   It does not include building and floor common areas (public elevator
    lobbies, corridors, restrooms) and GSA or HHS joint use areas.

OPDIVs may utilize automated systems or other methods of calculating the
utilization of offices.

**B. Warehouse**

HHS warehouses generally operate as centralized receiving, distribution,
and stores operation. Their functions include, but are not limited to
the following: receiving, bar-coding, staging, and distributing
accountable property, short-term storage not to exceed six months,
staging surplus property for disposal and/or reutilization, package,
palletize, and stage shipments as necessary.

The utilization of warehouse is measured by the ratio of occupied area
to gross square feet. The formula for warehouses consists of the area
(square feet) currently occupied for storage, as a percentage of the
total gross area (square feet) of the warehouse. The formula is:

Actual Utilization (%) = (Occupied Units/Design Capacity) X 100

-   Units Occupied = the area (square feet) or number of units that is
    occupied.

-   Design Capacity = can include any unit of measure based upon the
    material being stored or used. Examples include gross square feet,
    rental area, total number of units, total number or bins, etc.

**C. Hospital**

The Indian Health Service (IHS) an OPDIV of HHS is responsible for the
administration of the principal Federal health care programs for
American Indian and Alaska Native (AI/AN) people. The IHS provides a
unique health care delivery system for approximately 1.34 million AI/AN
people living on or near Federal Indian reservations or in traditional
Indian country, such as in the states of Oklahoma and Alaska.

HHS determines its utilization of its hospitals, including the inpatient
and clinic components of the hospitals, by comparing required program
space/existing space based on the IHS Health System Planning[^3] (HSP)
process where \< 80% is under utilized, 80% to 120% is utilized and \>
120% is over utilized.

Example: The IHS Hospital at Winnebago has 169,678 nsf of existing space
and according to HSP, Winnebago requires 149,214 nsf. Formula:
149,214/169,678 = 88%. 88% is utilized.

**D. Laboratories**

The design capacity for HHS research laboratory for planning and
occupancy purposes shall not exceed 460 net assignable square feet
(nasf) per scientist. Research laboratory (*e.g.* *"wet laboratory*")
space includes: laboratory (based on a standard module of 11'x33'),
laboratory support, and laboratory related offices. Laboratory personnel
who are housed within the identified space are defined as budgeted FTEs
including vacancies for which recruitment has been approved and applies
to all acquisitions not already advertised, as well as to new
construction and renovations not yet at an approved final design stage.
It does not include building and floor common areas (public elevator
lobbies, corridors, restrooms) and GSA or HHS joint use areas. Many HHS
laboratories are unique because of the diverse missions of the Centers
for Disease Control and Prevention, the Food and Drug Administration,
and the National Institutes of Health. The following laboratory
functions are excluded and will be measured separately from HHS standard
laboratory utilization rate:

[Centralized Support:]{.underline} Centralized laboratory stand alone
support facilities, such as centralized freezers, glass wash facilities,
and computer centers, are determined by use of appliances, equipment and
instruments to support research on a centralized basis. Net assignable
square feet per person will not be employed to determine the utilization
rate for shared and centralized support laboratory spaces. Centralized
support space exists to support research; therefore, they are utilized
so long as there is research.

[Instrument or Special Purpose Laboratories, High Containment
Laboratories and Clinical Research:]{.underline} Special purpose and
instrument laboratories are determined by size of equipment and
instruments. Net assignable square feet per person will not be employed
to determine the utilization of special purpose or instrument
laboratories. Special purpose laboratories are utilized or not utilized;
likewise high containment laboratories (BLS-4) and clinical research
space will be utilized or not utilized.

[Animal Research Facilities (Vivariums):]{.underline} The utilization of
animal housing is based on the requirements in the *Guide for the Care
and Use of Laboratory Animals*. The utilization of the related animal
research facility support functions are determined by research protocols
and species housed, including: necropsy, surgery, procedure room, cage
wash, quarantine area, sterilizer room, isolation, locker room, feed and
bedding storage, X-ray, treatment room, behavioral testing room,
microinjection room, transgenic lab suite, diagnostic lab suite,
environmental experiment room, cage decontamination area, surge cage
storage, field equipment room, material decontamination/entry,
incinerator, tissue digester, food preparation kitchen, automatic
watering system room, CVAC system support room shared space for records,
locker rooms, animal irradiator, analgesic inhaler device, and waste
disposal are determined by research protocols and species housed. Animal
research facility support spaces are utilized or not utilized.

-   HHS laboratory spaces that are less than 200 nasf/scientist on
    average are over utilized.

-   HHS laboratory spaces that are between 200 and 460[^4]
    nasf/scientist are utilized.

-   HHS laboratory spaces that are greater than 460 nasf/researcher on
    average are under utilized.

**E. Housing**

HHS housing is provided for IHS medical staff in remote locations. The
Bethesda Campus of the NIH also provides staff housing including a house
for the U.S. Surgeon General. The utilization performance of housing
will be measured based on percentage of occupancy of dwelling units per
site specific location.

-   HHS dwelling units of a specific site location that are occupied
    between 85% and 100% are utilized.

-   HHS dwelling units of a specific site location that are occupied
    below 85% are under utilized.

The initial categorization for each facility is entered into the
OPDIV\'s or other HHS component\'s building inventory system using the
following designations:

> O Over utilized
>
> U Utilized
>
> N Underutilized
>
> V Not Utilized

On an annual basis in the last quarter of each fiscal year, the OPDIV
reviews the facility categorizations and update the building inventory
system with any changes.

Summary Table

  ------------ --------- ----------- ----------- ------------ -------------
  Rate         Office    Warehouse   Hospital    Laboratory   Housing

  Over         \>95%     \>85%       \> 120%     \< 200 nasf  N/A
  Utilized                                                    

  Utilized     75-95%    50-85%      80% -120%   200 -- 460   85-100%
                                                 nasf         

  Under        \<75%     10-50%      \< 80%      \> 460 nasf  \<85%
  Utilized                                                    

  Not Utilized           \<10%                                
  ------------ --------- ----------- ----------- ------------ -------------

> []{.mark}

[]{.mark}

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  *FDA WEAC Facility -- Winchester, Massachusetts*
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***Operating Costs***

In accordance with FRPC guidance, HHS developed and is implementing an
operating cost measure that captures annual operating cost (recurring
maintenance and repair, utilities, custodial and grounds) at the
constructed asset level. HHS has provided guidance to the OPDIVs for
reporting operating costs (Attachment 8). The information is reported
and kept current in the Automated Real Property Information System.

***Mission Dependency***

HHS requires that all OPDIVs and components provide an annual
categorization of all assets into FRPC standard categories of Mission
Critical, Mission Dependent and Not Mission Dependent and has provided
guidance for making this determination. The measure is recorded and kept
current in the Automated Real Property Information System. (See Section
4.4.1.)

### 4.8.2 Agency Specific Measures

(See Section 4.4.2)

## **4.9 Operations Initiatives**

HHS has successfully undertaken several initiatives to enhance the
operation and management of its real estate portfolio. These include:

1.  Compiled a inventory of accurate and complete data regarding the HHS
    portfolio to insure that the FRPC developed metrics are being
    applied against accurate data ,

2.  Assessing the space needs of HHS and its Operating Divisions (OPDIV)
    to better determine whether the agency assets are being optimally
    utilized, and

3.  Outlining a Tactical Real Property Plan for real estate activity for
    the next five-year period, defined as the period through December
    2011, to provide better management and oversight of agency real
    property assets.

Related activities include the following:

1.  HHS developed performance measures to use in managing its portfolio.
    The measures include Mission Dependency, Utilization, Facility
    Conditions (Condition Index and Backlog of Maintenance Repair) and
    Operating Expenses. HHS also developed some measures pertaining to
    construction projects, including Change in Project Scope, Change in
    Project Cost, and Change in Project Schedule.

2.  HHS implemented a software tool -- HarborFlex \-- for executive
    reporting purposes. The software enables the HHS Office of
    Facilities Management and Planning (OFMP) to mine real estate data
    from the OPDIV systems for portfolio planning, measuring performance
    and budgeting purposes. In addition to the FRPC-required fields, HHS
    has added fields that are used to manage the portfolio, including,
    among other fields, information to populate the Asset Management
    Building Block.

HHS has completed the key steps and related activities for the RAMP.
These include the following:

1.  A data inventory was compiled;

2.  Real estate market research was completed for various property types
    and for the major markets and sub-markets in which HHS is located in
    order to project leased space costs over the planning period and to
    analyze various housing scenarios;

3.  Portfolio data was segmented to analyze it geographically, by HHS
    component and by ownership type (HHS-owned, HHS-leased, GSA-owned,
    and GSA-leased);

4.  Scenarios were created and analyzed to evaluate housing options that
    included leased space versus construction of new owned space. HHS
    intends to use these scenarios in shaping its plan for the pending
    budget year cycle (FY08) and beyond;

5.  Scenarios were created and analyzed to determine the most effective
    way of housing those HHS components that need leased space,
    including scenarios that address co-location of some OPDIVs. HHS
    will use these scenarios in developing a plan and prospectuses for
    leased space, which will be done in tandem with the capital plan
    noted above; and

6.  A template for the tactical plan was prepared. Selected strategies
    will be presented to the Board. The board will accept those
    strategies it wants to pursue in time for them to be reflected in
    the FY09 Budget call guidance.

*Page intentionally left blank*

[]{#__RefHeading___Toc157841303 .anchor}**Section 5 Disposal of Unneeded
Real Property**

## **5.1 Tools to Support Decision-making**

### 5.1.1 Facilities Utilization Performance Measure

The primary tools relied upon by HHS in decision-making concerning asset
disposal issues is a "Retention/Disposal" Analysis. This analysis is
supplemented by the Facilities Utilization Performance Measures
contained in Section 4.8.1 of this RAMP. The "Retention/Disposal"
analysis considers such factors as:

-   Current and long term HHS mission needs;

-   Considerations and planning objections of the local community;

-   Stewardship issues such as historic preservation requirements;

-   Available alternative housing solutions; and

-   Costs associated with retaining and operating the existing facility
    versus acquiring a replacement facility and disposing of the asset.

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  *FDA Warehouse, Davisville, Rhode Island*
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In addition to the above described tools and analysis, HHS evaluates the
environmental and safety impacts associated with asset disposition. The
closure requirements of the Comprehensive Environmental Response,
Compensation, and Liability Act (CERCLA) and the Resource Conservation
and Recovery Act (RCRA), are addressed. Environmental documentation that
is prepared, at a minimum, includes the following:

-   *Environmental Baseline Survey* (EBS) -- The EBS is an environmental
    "due diligence" that reviews the operational history of the real
    property to identify potential environmental issues including, but
    not limited to, hazardous substance activities, equipment containing
    polychlorinated biphenyls, asbestos containing materials,
    underground storage tank systems, wetlands, and floodplains.

-   *National Environmental Policy Act documentation* to assess
    potential environmental impacts of the action. In accordance with
    the National Environmental Policy Act, an Environmental Assessment
    or Environmental Impact Statement may be required.

### 5.1.2 Identifying Owned Assets for Disposition

HHS owned assets are initially identified for disposition through the
land-holding OPDIVs' facility master planning and budget processes. Each
OPDIV is required by the HHS policy (HHS Facility Program Manual) to
develop and maintain a facility master plan. These plans assure the
orderly development of HHS sites and properties. Each OPDIV uses the
retention/disposal analysis discussed above as part of the master
planning process. Part of every master plan is the identification of
both short-term (*i.e.,* 5 years or less) and long-term (*i.e.,* 20
years or more) development needs. A key to having a good master plan is
its linkage to the strategic plan of the OPDIV and the Department. The
new Disposition Decision Tree (Attachment 9) recently approved by the
Federal Real Property Council has been incorporated into the
identification process to provide an initial candidate list for
disposition.

After the master plan analysis is complete, disposal identification
enters the HHS budget process. If a facility is being disposed through
the GSA, the costs of that process are included in the OPDIV budget
request. Similarly, if the facility is proposed for demolition and
replacement with a new structure, the cost of that capital investment is
included in the OPDIV budget request. When the funds needed for the
disposition or demolition is approved, the identification cycle is
complete.

## **5.2 The Disposal Process**

The final stage of the capital life-cycle is disposal. HHS does not have
direct authority to dispose of its excess real property assets.
Therefore, HHS complies with the applicable provisions of the Federal
Property and Administrative Services Act of 1949, as amended, 40 U.S.C.
§§471 *et seq*. This Act established the General Services Administration
as the agency responsible for the disposal of federal assets. GSA has
promulgated regulations, specifically the Federal Property Management
Regulations (FPMR), 41 FPMR Chapter 102-75, that detail the procedures
and forms required by a federal agency requesting disposition of federal
real estate.

Prior to disposition of HHS real property, the following criteria must
be met:

-   Real Property must be in excess to the needs of the agency;

-   "All requirements of the GSA disposal regulations are then followed.
    This includes reporting to GSA on environmental, historic and other
    factors known about the land."

It is the responsibility of the landholding OPDIVs to apply this process
to properties identified for disposal. Candidate properties are then
cleared through OFMP to assure that there is no Departmental need. If
there is none, OFMP prepares a "Report of Excess" (ROE) and submits the
ROE to GSA's Office of Real Property Disposal for further processing.
The ROE contains salient "due diligence" information such as:

1.  A description of the property;

2.  The date title to the property vested in the United States;

> 3\. All exceptions, reservations, conditions and restrictions relating
> to the title acquired by the United States;
>
> 4\. Detailed information concerning any actions or circumstances since
> acquisition that may have affected the right, title and interest of
> the United States to the property, together with copies of opinions or
> comments that may be contained in the file concerning the described
> actions or circumstances. If no such action or circumstance occurred,
> then a statement to that effect should be included in the report under
> this element;
>
> 5\. The status of the legislative jurisdiction of the real property;
>
> 6\. Information concerning any known flood hazards or flooding of the
> property and whether located in a flood plain or wetlands, as well as
> a listing or citation to the uses that are restricted under identified
> federal, state or local laws and regulations, as a consequence;
>
> 7\. Identification of any fixtures or related personal property that
> have possible historical significance or artistic value;
>
> 8\. The historical significance of the property, if any, and whether
> the property has been listed or is eligible for listing in the
> National Register of Historic Places, or is in proximity to such a
> historic property. Whether the public, or interested parties, are
> making any effort to have the property listed should also be included
> in the report;
>
> 9\. The identification of the type, location and condition of any
> asbestos known to be incorporated into the buildings, and/or
> structures on the property. Available estimates of the cost and time
> to remove the asbestos contamination should also be included in the
> report;
>
> 10\. With respect to any hazardous substance activity on the property:

i.  A statement indicating whether any hazardous substance activity (as
    defined by 40 CFR §373), took place on the property;

ii. If such activity took place, include information on the type and
    quantity of such hazardous substance, and the time when such
    storage, release, or disposal took place. The report should also
    note if all remedial action necessary to protect human health and
    the environment has been taken before the property was declared
    excess. If no remedial action has been taken, or completed, then
    state when the action will take place;

iii. If no hazardous substance activity has taken place on the property
     (as defined in 40 CFR §373), then the report should include the
     following statement:

> "The \[reporting agency\] has determined, in accordance with
> regulations issued by the Environmental Protection Agency at 40 CFR
> Part 373, that there is no evidence to indicate that hazardous
> substance activity took place on the property during the time the
> property was owned by the United States."

In addition, all title evidence documents, any appraisal reports and a
certification that the property does not contain any PCB transformers or
other equipment regulated by the Environmental Protection Agency under
40 CFR Part 761 is included.

Thereafter, disposal of HHS excess property by GSA follows a four-step
process:

-   Screening of federal agencies for possible continued federal need by
    another agency;

-   Screening for specific Public Benefit Conveyance opportunities for
    the property's reuse (*i.e.,* Homeless, Education, Correctional
    facilities, self-help housing, public health, or fire and/or police
    training);

-   Negotiating with the local community based on highest and best
    future reuse of the real property in question; or

-   Taking the real property to the market to sell by sealed bid, public
    outcry auction, or Internet sale.

Section 203(k) of the Federal Property and Administrative Services Act
of 1949 (FPASA), as amended, authorizes the Secretary of the Department
of Health and Human Services (HHS) to convey surplus federal real
properties to eligible applicants for approvable public health purposes
at public benefit discount.

***Title V of the Stewart B. McKinney Homeless Assistance Act***

Title V of the Stewart B. McKinney Homeless Assistance Act directs the
Secretary to include as a permissible public health use, within the
meaning of section 203(k) of FPASA, the transfer of surplus federal real
property for facilities to assist the homeless. In accordance with Title
V of the McKinney Act, organizations that provide services to the
homeless receive priority consideration in the use of federal surplus
real property.

Eligible organizations include states, and their political subdivisions
and instrumentalities, tax supported institutions, and nonprofit
organizations. The Surplus Property Program is administered by this
Department\'s Program Support Center (PSC). Entities interested in
acquiring federal surplus property for public health uses obtain an
application instruction packet from the PSC. The PSC develops an annual
report to Congress on all federal property conveyed for public health
and homeless reasons.

## **5.3 Disposal Performance Measures and Continuous Monitoring**

### 5.3.1 Federal Real Property Council Disposal Measures

***Disposition Decision Tree***

HHS utilizes the *Disposition Decision Tree* methodology developed by
the Federal Real Property Council when considering whether to keep or
dispose of a particular real property asset. (See Attachment 9).

### 5.3.2 Agency Specific Measures

***Disposal of Leases***

As noted earlier, HHS uses both leases managed by GSA and leases managed
directly by HHS. In the past, most OPDIVs began discussing plans for
existing leases approximately 24 months in advance of the lease
expiration, based on a review of the user's business plans and future
space needs. There are some cases where the long term housing plans call
for HHS to relinquish leases back to GSA or a third party landlord, such
as in the case of the FDA groups moving from leased space to the White
Oak campus. In such a scenario, the HHS group works closely with GSA to
minimize leasing and moving costs by tracking the lease terms against
the target move-in date for the new space.

HHS, with the development of its RAMP and related tactical plan,
improved the process for assessing the potential disposal of leases. The
RAMP has a minimum time horizon of five years, but HHS has analyzed the
leased portfolio through 2014, given the impact of the new campus at
White Oak on long term leasing plans. The new planning process draws on
real estate market projections and the development of housing scenarios
to determine the most effective housing solutions for leased and owned
assets. Through such analyses, HHS can determine if there are
opportunities for OPDIVs to backfill leased space that may be vacated by
other OPDIVs and whether there are opportunities for OPDIVs to
co-locate.

***Disposal of Owned Assets***

HHS policy regarding retention of owned assets lays out conditions in
which real property may be retained and directs OPDIVs and components to
dispose of properties that do not meet those conditions. HHS policy also
clearly enumerates steps that are taken to dispose of properties that
are excess or otherwise do not meet the conditions for retention. The
policy is described in Section 5.4, below.

IHS has received properties from the Bureau of Indian Affairs
(Department of the Interior) that were directly related to the delivery
of health services. Through a Memorandum of Understanding and subsequent
Delegation of Authority, Indian Health Service may re-transfer to the
Department of the Interior any properties that are excess, where the
Bureau of Indian Affairs has expressed an administrative need.
Properties transferred must meet certain conditions, are transferred
without compensation and are held in trust in favor of the Indian tribes
within whose boundaries such excess property is located. IHS transfer of
properties is reviewed for conformance with provisions of laws governing
such transfers.

## **5.4 Disposal Initiatives**

HHS is striving to expedite the disposal of unneeded and non-performing
assets. There are various methods and actions for disposal of
non-performing, excess, outdated or obsolete properties within the
portfolio.

NIH and CDC operate on campuses that contain little or no land available
for expansion or construction of new facilities to meet demand. NIH and
CDC evaluate existing buildings with life cycle cost analyses, which
compare major renovation and security upgrades to replacement costs.
Where it is economically advantageous, obsolete assets are demolished
and replaced with new state of the art buildings capable of functioning
at the highest level. Where the life cycle cost analyses reveals that
renovation yields the best economic returns to the agency, the assets
are renovated to provide further service.

The HHS Facility Program Manual provides policies for disposition of
excess properties. Property or interests therein are usually disposed of
by or through the General Services Administration (GSA) after being
declared to be excess to the needs of HHS (having custody and
accountability for the property). OPDIVs, after appropriate internal
clearances/approvals are received, report excess real property to HHS
OFMP for screening as to other possible Departmental needs. In addition
to GSA's disposal assistance, excess assets controlled by Indian Health
Service are transferred to the Department of the Interior for direct
tribal use.

HHS is developing policy initiatives to further the goal of disposition
of excess assets. HHS uses the Disposition Decision Tree developed by
the FRPC Performance Measures Committee as one initial identifier of
facility candidates for disposition. Because of significant budget
growth in landholding OPDIVs over the past several years associated with
new missions in bio-defense, concerns over drug safety, discovering new
treatments for disease, and treating a growing Native American and
Alaska Native population; HHS over the past few years has outgrown its
space in many areas. Further, HHS disposed of its largest underutilized
facility, St Elizabeths Hospital West Campus, to GSA in early 2005. In
order to assess consolidation, integration and disposition
opportunities, HHS developed a draft "Tactical Housing Plan" in 2005 to
provide housing scenarios. The tactical plan is annually updated as part
of the HHS budget process to annually identify any disposition
opportunities.

In addition, HHS commissioned a Review of Federal Enhanced Real Property
Authorities to compare existing Departmental real property authorities
with those authorities possessed by other federal agencies (*i.e.*,
Department of State, Department of Veterans Affairs, National
Aeronautics and Space Administration, and the Military Departments of
the Department of Defense) to determine if a need exists to obtain
enhanced real property authorities (Attachment 10).  The report's
recommendation that enhanced authorities would allow the Department to
better perform its real property asset management responsibilities was
approved by the HHS Capital Investment Review Board in September 2006.
 OFMP is now working with OPDIV Facility Directors and the Office of the
Assistant Secretary for Legislation to determine appropriate next steps.

During FY06, 56 properties exited the HHS inventory through demolitions,
lease terminations, sale, and transfer. This includes 5 parcels of land
with a total of 175 acres and 51 buildings totaling 793,000 SF.

# Attachment 1 - Federal Real Property Council Mandatory Inventory Data Elements and Performance Measure Definitions

***NOTE: Data Elements that are also Performance Measures will indicate
the Performance Measurement number parenthetically.***

**1. Real Property Type**

Definition: Indicates one of the following types of real property:

> 1\. Land;
>
> 2\. Building; or
>
> 3\. Structure.

**2. Real Property Use**

Definition: Indicates one of the following real property uses:

**A. Land Predominant Use:**

> 1\. [Agriculture]{.underline}: Land under cultivation for food or
> fiber production.
>
> 2\. [Grazing]{.underline}: Conservation lands primarily administered
> to preserve, protect, manage, or develop grass and other forage
> resources suitable for livestock. Exclude Wilderness Areas from this
> classification.
>
> 3\. [Forest and Wildlife:]{.underline} Conservation lands primarily
> administered to preserve, protect, manage, or develop timber,
> wildlife, watershed, and recreational resources. Exclude Wilderness
> Areas from this classification.
>
> 4\. [Parks and Historic Sites:]{.underline} Land administered for
> cemeteries, memorials, monuments, parks (national, historical,
> military, memorial, and national capital), sites (battlefield and
> historic), parkways, and recreation areas. Exclude Wilderness Areas
> from this classification.
>
> 5\. [Wilderness Areas:]{.underline} Land designated by Congress as a
> part of the National Wilderness Preservation System.
>
> 6\. [Office Building Locations]{.underline}: Land containing office
> buildings or future planned office buildings, to include military
> headquarters buildings.
>
> 7\. [Training Land]{.underline}: Land containing training buildings,
> or land that is used to conduct outdoor training, such as
> firefighting, weapons training, or other military training activities.
>
> 8\. [Miscellaneous Military Land (not covered elsewhere)]{.underline}:
> Department of Defense (DoD) and U.S. Coast Guard (USCG) controlled
> land used for military functions that cannot be classified elsewhere.
>
> 9\. [Airfields]{.underline}: Land used for military air bases or air
> stations, and military or civilian landing fields.
>
> 10\. [Harbor and Port]{.underline}: Land used for harbor and port
> facilities.
>
> 11\. [Post Offices]{.underline}: Land used in conjunction with a Post
> Office and used predominately as a general service and access area.
>
> 12\. [Power Development and Distribution]{.underline}: Land used for
> power development and distribution projects.
>
> 13\. [Reclamation and Irrigation]{.underline}: Land used for
> reclamation and irrigation projects.
>
> 14\. [Flood Control and Navigation:]{.underline} Land used for flood
> control and navigation projects.
>
> 15\. [Vacant]{.underline}: Land not being used.
>
> 16\. [Institutional]{.underline}: Land used for institutional purposes
> such as hospitals, prisons, schools, libraries, chapels, and museums.
>
> 17\. [Housing]{.underline}: Land used primarily for public housing
> projects, military personnel quarters, and dwellings for other federal
> personnel.
>
> 18\. [Storage]{.underline}: Land used primarily for supply depots and
> other storage.
>
> 19\. [Industrial]{.underline}: Land used for physical plants engaged
> in producing and manufacturing ammunition, aircraft, ships, vehicles,
> electronic equipment, chemicals, aluminum, magnesium, etc.
>
> 20\. [Research and Development]{.underline}: Land used directly in
> basic or applied research such as in science, medicine, and
> engineering.
>
> 21\. [Communications Systems]{.underline}: Land used for telephone and
> telegraph lines, data transmission lines, satellite communications,
> and other communications facilities or towers.
>
> 22\. [Navigation and Traffic Aids]{.underline}: Land used for aircraft
> and ship navigation aids, such as beacon lights, antenna systems,
> ground control approach systems, and obstruction lighting.
>
> 23\. [Space Exploration]{.underline}: Land used in direct support of
> space exploration and utilization, including launch and test sites,
> emergency landing sites (not airfield), and astronaut training.
>
> 24\. [Other Land]{.underline}: Land that cannot be classified
> elsewhere.

**B. Buildings Predominant Use**

> 1\. [Office]{.underline}: Buildings primarily used for office space or
> military headquarters.
>
> 2\. [Post Office]{.underline}: Buildings or portions of buildings used
> as a Post Office.
>
> 3\. [Hospital]{.underline}: Buildings used primarily for furnishing
> in-patient diagnosis and treatment under physician supervision and
> having 24-hour-a-day registered graduate nursing services. This
> category also includes medical laboratories used for routine testing.
> This category excludes buildings used directly in basic or applied
> medical research.
>
> 4\. [Prison (Government-owned only)]{.underline}: Buildings under the
> jurisdiction of the Department of Justice or Department of Defense,
> used for the confinement of federal or military prisoners.
>
> 5\. [School]{.underline}: Buildings used primarily for formally
> organized instruction, such as schools for dependent children of
> federal employees, Indian schools, and military training buildings
> including specialized training facilities.
>
> 6\. [Other Institutional Uses]{.underline}: Buildings used for
> institutional purposes other than schools, hospitals, and prisons,
> such as libraries, chapels, museums, and out-patient clinics. This
> category also includes food preparation and dining facilities,
> buildings housing entertainment and recreational activities, and
> visitor's centers.
>
> 7\. [Family Housing]{.underline}: Buildings primarily used as
> dwellings for families/dependents. Includes apartment houses, single
> houses, row houses, public housing, military personnel housing,
> federal employee housing, and housing for institutional personnel.
>
> 8\. [Dormitories/Barracks]{.underline}: Buildings primarily used as
> dwellings for housing individuals (without families/dependents).
>
> 9\. [Warehouses]{.underline}: Buildings used for storage, such as
> ammunition storage, covered sheds, and buildings primarily used for
> storage of vehicles or materials. Also included are underground or
> earth covered ammunition storage bunkers and magazines. This category
> excludes water reservoirs and POL storage tanks which are storage
> structures.
>
> 10\. [Industrial]{.underline}: Buildings specifically designed and
> primarily used for production or manufacturing, such as the production
> or manufacture of ammunition, aircraft, ships, vehicles, electronic
> equipment, fish production, chemicals, aluminum, and magnesium.
> Included are buildings that house utility plants or utility system
> components such as pump stations or valves.
>
> 11\. [Service]{.underline}: Buildings used for service activities,
> such as maintenance and repair shops, dry cleaning plants, post
> exchange stores, airport hangars, and buildings primarily used for
> vehicle maintenance and repair.
>
> 12\. [Laboratories]{.underline}: Buildings used directly in basic or
> applied research in the sciences (including medicine) and in
> engineering, such as medical laboratories; meteorological research
> laboratories; and buildings used in designing, developing, and testing
> of prototypes and processes for chemistry and physics. This category
> excludes medical or industrial laboratories used for routine testing.
>
> 13\. [Communications Systems]{.underline}: Buildings used for
> telephone and telegraph systems, data transmission, satellite
> communications, and/or associated with radio towers or other
> communications facilities.
>
> 14\. [Navigation and Traffic Aids]{.underline}: Includes buildings
> that house aircraft or ship navigation and traffic aids, such as
> beacon lights, antenna systems, ground control approach systems, and
> obstruction lighting.
>
> 15\. [All Other]{.underline}: Buildings that cannot be classified
> elsewhere.

**C. Structure Predominant Use**

> 1\. [Airfield Pavements]{.underline}: Runways, helicopter landing
> pads, taxiways, and aprons.
>
> 2\. [Harbors and Ports]{.underline}: Docks, piers, wharves, jetties
> and breakwaters, and other harbor, port, or coastal facilities.
>
> 3\. [Power Development and Distribution]{.underline}: Hydroelectric
> and other power development projects that produce power for resale
> (generally consisting of dams and powerhouses). Include transmission
> lines that are an integral part of federal power development, even if
> the power is produced by another federal agency.
>
> 4\. [Reclamation and Irrigation]{.underline}: Canals, laterals,
> pumping stations, storage, and diversion dams.
>
> 5\. [Flood Control and Navigation]{.underline}: River improvements,
> revetments, dikes, dams, and docks.
>
> 6\. [Storage (other than buildings)]{.underline}: Storage tanks,
> silos, igloos, underground vaults, and open storage improved areas.
> This category includes water reservoirs and POL storage tanks.
>
> 7\. [Industrial (other than buildings)]{.underline}: Structures and
> facilities (other than buildings) used for production or
> manufacturing, such as sliding shipways, retaining basins, and
> pipelines.
>
> 8\. [Service (other than buildings)]{.underline}: Structures used for
> maintenance and repair, such as underground fueling systems, vehicle
> washing and greasing facilities, aircraft bore sight ranges, guided
> missile maintenance facilities, and ship repair structures.
>
> 9\. [Research and Development (other than Laboratories)]{.underline}:
> Structures and facilities used directly in basic or applied research
> in science, medicine, and engineering, such as facilities used in the
> design, development, and testing of prototypes and processes and space
> and aeronautics research and development. Excludes facilities used for
> routine testing.
>
> 10\. [Recreational (other than buildings)]{.underline}: Outdoor
> recreational structures such as athletic fields and courts, stadiums,
> golf courses, and ski slopes.
>
> 11\. [Utility Systems:]{.underline} Heating, sewage, water, and
> electrical systems when they serve several buildings or other
> structures of an installation. When these systems serve a single
> building that is reported separately, include the utility systems'
> cost in the cost of the building. Includes heating plants and related
> steam and gas lines; sewage disposal plants; storm and sanitary sewer
> lines; water treatment plants, wells, pump houses, reservoirs, and
> pipelines. Also includes electrical substations, standby or auxiliary
> power plants, lighting structures, and conduits.
>
> 12\. [Space Exploration Structures]{.underline}: Structures used in
> direct support of space exploration and testing, including test
> structures, and specialized associated structures that cannot be
> classified elsewhere.
>
> 13\. [Communications Systems]{.underline}: Telephone and telegraph
> lines, data cables, radio towers, and other communications-related
> structures.
>
> 14\. [Navigation and Traffic Aids (other than buildings)]{.underline}:
> Structures for aircraft and ship navigation aids, such as beacon
> lights, antenna systems, ground control approach systems, and
> obstruction lighting. Includes demarcation lighting along runways,
> taxiways, and other airfield pavements.
>
> 15\. [Roads and Bridges]{.underline}: Federally-owned highways, roads,
> related culverts, and connecting bridges. Includes surfaced and
> unsurfaced roads within national parks and forests, military
> installations, and other federal installations.
>
> 16\. [Railroads]{.underline}: Tracks, bridges, tunnels, and fuel or
> water stations servicing railroads.
>
> 17\. [Monuments and Memorials]{.underline}: Federal monuments,
> memorials, and statues.
>
> 18\. [Weapons Ranges]{.underline}: Ranges where weapons are fired, and
> areas where explosives are detonated.
>
> 19\. [Miscellaneous Military Facilities]{.underline}: Structures and
> facilities of DoD and USCG used for military functions that are not
> included in any other classification.
>
> 20\. [Parking Structure]{.underline}: Independent structures for
> non-residential parking of more than two vehicles.
>
> 21\. [All Other:]{.underline} Sidewalks, parking areas, fences, and
> walking trails that cannot be readily classified under the above
> categories. Includes improvements to public domain lands, such as
> drainage, grading, and landscaping.

**3. Legal Interest**

Definition:

> 1\. Owned: The Federal Government has fee simple interest for the real
> property.
>
> 2\. Leased: The rights to use the real property have been assigned to
> the Federal Government by a private entity or a non-federal government
> entity for a defined period of time in return for rental payments.
>
> 3\. Otherwise Managed:
>
> A. State Government-Owned -- A U.S. state government holds title to
> the real property but rights for use have been granted to a Federal
> Government entity in other than a leasehold arrangement.
>
> B. Foreign Government-Owned -- A foreign government holds title to the
> real property but rights for use have been granted to a Federal
> Government entity in other than a leasehold arrangement.

**4. Status**

Definition: Buildings, structures and land parcels will have one of the
following attributes:

-   [Active]{.underline}: Currently assigned a mission by the reporting
    agency.

-   [Inactive]{.underline}: Not currently being used but may have a
    future need. Includes real property in a caretaker status (closed
    pending disposal, for example facilities that are pending a BRAC
    action) and closed installations with no assigned current federal
    mission or function.

-   [Excess]{.underline}: Formally identified as having no further
    program use of the property by the landholding agency.

-   [Out-granted/Out-leased]{.underline}: Use has been granted to
    another entity.

**5. Historical Status**

Definition: Buildings and structures that have one of the following
attributes:

> 1\. National Historic Landmark (NHL);
>
> 2\. National Register Listed (NRL);
>
> 3\. National Register Eligible (NRE);
>
> 4\. Non-contributing element of NHL/NRL district;
>
> 5\. Not Evaluated
>
> 6\. Evaluated, Not Historic

**6. Reporting Agency**

Definition: The agency reporting the property to the FRPC Inventory
database (GSA). (Use the Agency Bureau Code list maintained by GSA).

**7. Using Organization**

Definition: The agency occupying the property. (Use the Agency Bureau
Code list maintained by GSA.)

**8. Size**

Definition: The size of the item of real property.

-   For [land]{.underline}, the unit of measure is *acreage* and is
    designated as either *rural* or *urban*.

-   For a [building]{.underline}, the unit of measure is *square feet*
    and designated as *gross square feet*.

-   For [structures]{.underline}, the units of measure are as follows:

  ---------- ------------------------------------------- ---------------------
  **Code**   **Structure Name**                          **Unit of Measure**

  12         Airfield Pavements                          Square Yards

  13         Harbors and Ports                           Square Yards

  15         Power Development and Distribution          Each, Linear Feet

  16         Reclamation and Irrigation                  Each, Linear Feet

  18         Flood Control and Navigation                Each, Linear Feet

  40         Storage (other than buildings)              Each, Linear Feet

  50         Industrial (other than buildings)           Each, Linear Feet

  60         Service (other than buildings)              Each

  65         Space Exploration Structures                Each

  66         Parking Structures                          Square Yards

  70         Research and Development (other than labs)  Each

  71         Utility Systems                             Each, Linear Feet,
                                                         Miles

  72         Communication Systems                       Each, Miles

  73         Navigation and Traffic Aids (other than     Each
             buildings)                                  

  75         Recreational (other than buildings)         Each

  76         Roads and Bridges                           Lane Miles, Square
                                                         Yards

  77         Railroads                                   Miles

  78         Monuments and Memorials                     Each

  79         Miscellaneous Military Facilities           Each

  82         Weapons Ranges                              Each

  17         Training Ranges                             Each

  18         Treatment Plants -- Water, Sewer,           Each
             Industrial                                  

  19         Water Storage                               Each

  80         All Others                                  Each, Lane Miles,
                                                         Linear Feet, Miles,
                                                         Square Yards
  ---------- ------------------------------------------- ---------------------

**9. Utilization (Performance Measure #1)**

***Utilization*** is defined as the state of having been made use of,
*i.e.*, the rate of utilization. Utilization rate for each of the five
Building Predominant Use categories is defined as follows (valid codes
are in parentheses):

-   *Office* **(10)** --ratio of occupancy to current design capacity.

-   *Hospital* **(21)** --ratio of occupancy to current design capacity.

-   *Warehouse* **(41)** --ratio of gross square feet occupied to
    current design capacity.

-   *Laboratory* **(74)** --ratio of active units to current design
    capacity.

-   *Housing* **(30, 31)** --percent of individual units that are
    occupied.

\[Note: The housing utilization rate does not need to be reported at the
individual housing unit level; however, the manner in which it is
measured and reported by the agency should be determined in consultation
with OMB.\]

***Current design capacity*** is defined as the maximum capacity at
which an asset, facility or system can operate, regardless of statutory,
regulatory, contractual or other conditions or restrictions.

-   Agencies will have flexibility for determining current design
    capacity.

-   Agencies may use their best judgment in determining utilization of
    laboratories when the data is not available to calculate utilization
    in accordance with the definition stated above.

The table below identifies the categories and percent utilization used
to determine the rate of utilization.

  ---------------- --------------- --------------- -------------- ----------------- ------------
  **Rate**         **Categories                                                     
                   and Percent                                                      
                   Utilization**                                                    

                   ***1.           ***2.           ***3.          ***4.             ***5.
                   Offices***      Warehouses***   Hospitals***   Laboratories***   Housing***

  ***Over-         \>95%           \>85%           \>95%          \>85%             N/A
  Utilized***                                                                       

  ***Utilized***   75-95%          50-85%          70-95%         60-85%            85-100%

  ***Under-        \<75%           10-50%          25-70%         30-60%            \<85%
  Utilized***                                                                       

  ***Not           N/A             \<10%           \<25%          \<30%             N/A
  Utilized***                                                                       
  ---------------- --------------- --------------- -------------- ----------------- ------------

+-----------------------------------------------------------------------+
| **Example:** An owned office building is 25,000 GSF (design capacity) |
| but only 15,000 square feet are occupied (occupancy).                 |
|                                                                       |
| The formula is as follows: **60% = (15,000sf / 25,000sf) x 100.**     |
|                                                                       |
| For this utilization rate of 60% for the Office category, the         |
| ***Utilization*** value of 3 (for under-utilized) would be reported.  |
|                                                                       |
| In this example, office utilization is based on square feet; however, |
| it is up to each agency to determine the most appropriate unit of     |
| measure for occupancy and design capacity.                            |
+-----------------------------------------------------------------------+

**10. Value**

Definition: The functional/plant replacement value; the cost of
replacing the existing constructed asset at today's standards.

Formula: Value = Unit x Unit Cost x Overhead Factor

***Overhead Factor*** includes other costs that are associated with
construction, such as planning and design, historic factor, supervision,
inspection, and other overhead costs. The intent is for agencies to
define their own guidance and regulations for implementing the
***Value*** formula. Agencies such as DoD and GSA have published cost
guidance that can be used by other agencies.

The result is adjusted by area cost and inflation, as appropriate. Only
buildings and structures will be required to have a functional/plant
replacement value reported in the inventory.

**11. Condition Index (Performance Measure #2)**

Definition: The Condition Index (CI) is a general measure of constructed
asset condition at a specific point in time.

CI is calculated as the ratio of repair needs to plant replacement value
(PRV) (also known as functional replacement value).

  -----------------------------------------------------------------------
  ***Formula: CI = (1 - \$repair needs/\$PRV) x 100***

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

"Repair needs" is the amount necessary to ensure that a constructed
asset is restored to a condition substantially equivalent to the
originally intended and designed capacity, efficiency or capability.
Agencies/Departments will initially determine repair needs based on
existing processes, with a future goal to further refine and standardize
the definition.

"Plant replacement value" (or functional replacement value) is the cost
of replacing an existing asset at today's standards.

The CI will be calculated annually, will be reported on an Agency or
Department-wide basis, will be reported as a "percent condition" on a
scale of 0% to 100%, and will be calculated as **(1 - \$repair
needs/\$PRV) x 100**. The higher the CI the better the condition of the
constructed asset.

Target CI levels will initially be set by the agencies/departments in
consultation with OMB.

**12. Mission Dependency (Performance Measure #3)**

Definition: The value an asset brings to the performance of the mission
as determined by the governing agency in one of the following
categories:

> [Mission Critical]{.underline} -- without constructed asset or parcel
> of land, mission is compromised;
>
> [Mission Dependent, Not Critical]{.underline} -- does not fit into
> *Mission Critical* or *Not Mission Dependent* categories; or
>
> [Not Mission Dependent]{.underline} -- mission unaffected.

**13. Annual Operating and Maintenance Costs (Performance Measure #4)**

Operating and Maintenance costs will be reported annually.

Definition: Annual operating and maintenance costs include:

> 1\. Recurring maintenance and repair costs;
>
> 2\. Utilities (includes plant operation and purchase of energy);
>
> 3\. Cleaning and/or janitorial costs (includes pest control, refuse
> collection and disposal to include recycling operations); and
>
> 4\. Roads/grounds expenses (includes grounds maintenance, landscaping
> and snow and ice removal from roads, piers and airfields).

**14. Main Location**

***Main Location*** refers to the street/delivery address for the asset
or the latitude and longitude coordinates.

Either street address or latitude and longitude (if no security
concerns) will be reported for the constructed asset or parcel of land:

**a.) STREET ADDRESS**

Provide the ***Street Address*** in geo-codable format, *i.e.*, an
address that can be mapped by Geographic Information System (GIS)
software or used by an overnight delivery service to deliver packages.
An example of a geo-codable address is "123 Main Street."

**Do not use the following:**

-   Mailing address that is different than the location\'s address

-   Building name

-   Street corner (*e.g.,* "Main & 1st")

-   Other description (such as a Post Office Box number)

-   Symbols such as double quote ("), underline (\_), plus (+), percent
    (%), and ampersand (&)

**b.) LATITUDE**

**c.) LONGITUDE**

Indicate both the ***Latitude*** and ***Longitude*** coordinates of the
asset's physical address. Report ***Latitude*** and ***Longitude*** in
decimal format **or** degrees, minutes, seconds and direction.

**15. Real Property Unique Identifier**

Definition: A code that is unique to an item of real property that will
allow for linkages to other information systems.

The Real Property Unique Identifier is assigned by the Reporting Agency
and can contain up to 24 alpha-numeric digits.

**16. City**

The 4-digit GLC for the City or town associated with the reported
***Main Location*** in which the land, building or structure is located.

**17. State**

The 2-digit GLC for the State or District of Columbia associated with
the reported ***Main Location*** in which the land, building or
structure is located.

**18. Country**

The 3-digit GLC for the Country associated with the reported ***Main
Location*** in which the land, building or structure is located.

**19. County**

The 3-digit GLC for the County associated with the reported ***Main
Location*** in which the land, building or structure is located.

**20. Congressional District**

The value for the Congressional District associated with the reported
***Main Location*** in which the land, building or structure is located.

The Congressional District database can be found at
[www.house.gov](http://www.house.gov/).

**21. ZIP Code**

The 5-digit ZIP code associated with the reported ***Main Location*** in
which the land, building or structure is located.

**22. Installation and Sub-Installation Identifier**

Use existing structure identified in the *GSA Customer Guide to
Reporting Real Property Inventory Information*.

Definitions:

> ***Headquarters Installations*** -- Land, buildings, other structures,
> and facilities, or any combination of these. Examples of installations
> are a national forest, national park, hydroelectric project, office
> building, warehouse building, border station, base, post, camp, or an
> unimproved site.
>
> ***Sub-Installation*** -- Part of an installation identified by a
> different geographic location code than that of the headquarters
> installation. An installation must be separated into sub-installations
> (and reported separately) when the installation is located in more
> than one state or county. However, an agency may elect to separate an
> installation into sub-installations even if the installation is not
> located in more than one state or county.

**23. Restrictions**

Definition: One or more of the following values will be reported for
each building, structure and parcel of land:

> 1\. Environmental Restrictions (cleanup-based restrictions, etc.);
>
> 2\. Natural Resource Restrictions (endangered species, sensitive
> habitats, floodplains, etc.);
>
> 3\. Cultural Resource Restrictions (archeological, historic, Native
> American resources, etc.);
>
> 4\. Developmental (improvements) Restrictions;
>
> 5\. Reversionary Clauses from Deed;
>
> 6\. Zoning Restrictions;
>
> 7\. Easements (including access for maintenance rights, etc.);
>
> 8\. Rights-of-Way;
>
> 9\. Mineral Interests;
>
> 10\. Water Rights;
>
> 11\. Air Rights;
>
> 12\. Other; or
>
> 13\. Non Applicable

**24. Disposition**

To meet the goal of rightsizing the Federal inventory of assets, the
FRPC, Federal agencies, and OMB will use ***Disposition*** data as a
mechanism to track assets that have transferred within or exited the
Federal portfolio. Agencies are required to report all assets that have
exited the inventory of assets during the reporting fiscal year. This
will include, but is not limited to, sales, federal transfers, public
benefit conveyances, demolitions, and lease terminations.

For assets that exit the inventory during the current reporting period,
agencies will be required to provide:

-   ***Reporting Agency*** (see data element #6)

-   ***Real Property Unique Identifier*** (see data element #15)

-   ***Disposition*** (data element 24)

The following ***Disposition*** sub-data elements will be required
beginning with FY06 reporting:

-   ***Disposition Method***

-   ***Disposition Date***

-   ***Disposition Value***

The following two additional ***Disposition*** sub-data elements will be
required for FY07 reporting (although functionality to accept the data
will be programmed into the FRPP for FY06):

-   ***Net Proceeds***

-   ***Recipient***

**Notes:**

-   A waiver from OMB will be required for agencies that cannot report
    required ***Disposition*** data for FY06. Agencies with an approved
    waiver will be required to report data for this element using an
    OMB-provided format.

-   ***Disposition*** data is reported only in the year the asset has
    exited the agency's inventory.

**a.) DISPOSITION METHOD**

Report one of the following six categories for the disposition method as
outlined below: Public Benefit Conveyance, Federal Transfer, Sale,
Demolition, Lease Termination, or Other.

Provide one of the 2-character codes to indicate the disposition method
(valid codes are in parentheses):

-   **(PB) Public Benefit Conveyance**

> Subcategories (optional):

-   (**HA):** Homeless Assistance

-   **(HE):** Health or Educational Use

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-   (**PR):** Public Parks and Public Recreational Area

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-   (**HM):** Historic Monuments

-   (**CF):** Correctional Facility Use

-   (**PF):** Port Facilities

-   (**PA):** Public Airports

-   (**WC):** Wildlife Conservation

-   (**NS):** Negotiated Sales to Public Agencies

-   (**SH):** Self-help Housing

-   (**LE):** Law Enforcement and Emergency Management Response

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<!-- -->
```
-   **(FT) Federal Transfer**

-   **(SL) Sale**

> Subcategories (optional):

-   (**SN):** Negotiated Sale

-   (**SP):** Public Sale

    -   **(DM) Demolition**

    ```{=html}
    <!-- -->
    ```
    -   **(LX) Lease Termination**

    -   **(OT) Other**

**Note:** The definitions of the sub-categories of disposition methods
for Public Benefit Conveyance can be found in Section D: Definitions and
Codes -- Public Benefit Conveyance Methods.

**b.) DISPOSITION DATE**

Report the date the disposal action was completed in mm/dd/yyyy format.
Refer to the examples in the matrix below for the ***Disposition Date***
to report based on the method of disposal.

  ----------------------------------- -----------------------------------
  **Disposition Method**              **Example Event Indicating
                                      Disposition Date**

  Public Benefit Conveyance           Date of assignment letter to
                                      sponsoring agency and subsequent
                                      deed to grantee

  Federal Transfer                    Date of letter of transfer

  Sale (Negotiated or Public)         Deed date

  Lease Termination                   Lease termination date
  ----------------------------------- -----------------------------------

**c.) DISPOSITION VALUE**

Reported ***Disposition Value*** is dependent upon the disposition
method. The following ***Disposition Value*** information is to be
reported:

+-----------------------------------+-----------------------------------+
| **Disposition Method**            | **Disposition Value to Report**   |
+-----------------------------------+-----------------------------------+
| Public Benefit Conveyance         | Plant Replacement Value           |
|                                   |                                   |
| Federal Transfer                  |                                   |
|                                   |                                   |
| Demolition                        |                                   |
|                                   |                                   |
| Other                             |                                   |
+-----------------------------------+-----------------------------------+
| Sale (Negotiated or Public)       | Sales Price                       |
+-----------------------------------+-----------------------------------+
| Lease Termination                 | Government's Cost Avoidance       |
+-----------------------------------+-----------------------------------+

\[**Note:** Numeric values reported for **Disposition Value** must be
greater than or equal to zero.\]

**d.) NET PROCEEDS (OPTIONAL FOR FY06)**

Report the proceeds received as part of the asset disposal less the
disposal costs incurred by the agency. Data reporting is required only
for assets disposed through Sale or Lease Termination.

**e.) RECIPIENT (OPTIONAL FOR FY06)**

Report either the name of the Federal agency or the name of the
non-Federal organization that received the asset. Data reporting is
required only for assets disposed through Federal Transfer or Public
Benefit Conveyance.

**Notes:**

-   Use "Private" for recipients covered by the Privacy Act.

-   Use the 4-digit Agency/Bureau code for Federal Transfers.

# Attachment 2 - HHS Organizational Chart and Regional Map

![](media/image20.jpeg){width="8.741666666666667in"
height="5.855555555555555in"}

**HHS Region Map**

![](media/image21.png){width="6.665972222222222in"
height="5.000694444444444in"}

# Attachment 3 - OPDIV Organization Charts and Functional Statements

![](media/image22.wmf){width="9.0in" height="6.4in"}

**CDC Buildings and Facilities Office (BFO)**

\(1\) Operates, maintains, repairs, and modifies CDC\'s Atlanta area
plant facilities and conducts a maintenance and repair program for
CDC\'s program support equipment;

\(2\) carries out facilities planning functions for CDC, including new
or expanded facilities, and a major repair and improvement program;

\(3\) develops services for new, improved, and modified equipment to
meet program needs; and

\(4\) conducts CDC's real property and space management activities,
including the acquisition of leased space, the purchase and disposal of
real property, and provides technical assistance in space planning to
meet programmatic needs.

\(5\) Plans, directs, and coordinates the functions and activities of
the Buildings and Facilities Office (BFO);

\(6\) provides management and administrative direction for budget
planning and execution, property management, and personnel management
within BFO;

\(7\) provides leadership and strategic support to senior managers in
the determination of CDC's long term facilities needs;

\(8\) coordinates the operations of BFO staff involved in the planning,
evaluation, design, construction, and management of facilities and
acquisition of property;

\(9\) provides centralized VE services, policy development and
coordination, and global acquisition planning for BFO;

\(10\) develops and maintains IFMS system to process data for management
and control systems and develop reports and analyses; and

\(11\) assists and advises senior CDC officials in the development,
coordination, direction, and assessment of facilities and real property
activities throughout CDC's facilities and operations, and assures
consideration of facilities management implications in program
decisions.

Department of Health and Human Services

Food and Drug Administration

Office of the Commissioner

Office of Managment

Office of Shared Services

OFFICE OF REAL PROPERTY SERVICES

**FOOD AND DRUG ADMINISTRATION**

ORGANIZATION - OFFICE OF THE COMMISSIONER

OFFICE OF MANAGEMENT

OFFICE OF SHARED SERVICES

OFFICE OF REAL PROPERTY SERVICES

1\. OFFICE OF REAL PROPERTY SERVICES

> a\. Provides leadership and guidance to Agency components for all
> aspects of real property management functions.
>
> b\. Directs the management of programs and systems leading to the
> acquisition, alteration, maintenance, and utilization of leased and
> owned facilities nationwide, except for the acquisition of buildings
> for the White Oak Headquarters Consolidation.
>
> c\. Directs building operations functions for all FDA facilities
> nationwide.
>
> d\. Manages the program and provides direct interface with General
> Services Administration (GSA) for lease acquisition and lease
> management for all Agency facilities nationwide.
>
> e\. Serves as liaison with the Department of Health and Human Services
> (HHS) and GSA for general facilities management issues and
> specifically for the efficient management and operation of facilities
> occupied by FDA programs nationwide
>
> f\. Directs and manages over a \$100 million dollar appropriation for
> the acquisition, operation, construction, maintenance for the
> Agency\'s nationwide real property portfolio.
>
> g\. Provides leadership and direction to assure the efficient and
> effective utilization of FDA\'s resources dedicated to engineering
> design, facility improvements, and new construction of FDA facilities
> nationwide.
>
> h\. Establishes management structure and dialog with GSA and
> architectural engineering design and construction contractors to
> ensure FDA program needs and concerns are fully addressed.
>
> i\. Ensures meaningful and continuous communication with community
> leaders and associations, State and local governments, and business
> leaders in areas where FDA proposes new facilities.
>
> j\. Develops and implements program plans, policies and procedures
> designed to create and maintain a safe and healthful environment for
> FDA employees, visitors, and guest workers, and to protect the
> environment.
>
> k\. Develops Agency plans, policy and procedures consistent with new
> environmental health and safety regulatory requirements and Agency
> needs.
>
> l\. Provides fire protection, safety engineering, and environmental
> health consultation to the Agency\'s program managers and engineering
> offices.
>
> m\. Leads the Agency\'s decommissioning efforts to close FDA
> laboratories and offices from an environmental, safety and health
> perspective.
>
> n\. Consults with program officials on safety matters pertaining to
> changing and emerging research programs.
>
> o\. Recommends special technical studies to increase the knowledge of
> the relationship between occupational safety and environmental health
> and the laboratory programs of FDA.
>
> p\. Provides support to the FDA Safety Advisory Board and conducts the
> FDA Safety and Health Council meetings.
>
> q\. Develops and implements a safety management quality assurance
> program for the Agency\'s multiple work sites nationwide. Develops and
> implements a similar headquarters program consistent with the FDA
> Safety Advisory Board recommendations and approval.

2\. DIVISION OF PORTFOLIO MANAGEMENT

> a\. Plans and develops the Agency Annual Facilities Plan that includes
> forecasts for long and short term and immediate space needs and annual
> facilities budgets for rent, operations and maintenance and building
> and facilities.
>
> b\. Develops multiple strategies for addressing FDA\'s long and short
> -range facility plans.
>
> c\. Develops Agency standards and enforcement of occupied and vacant
> space utilization. Prepares reports and space management analysis of
> the Agency\'s real property holdings. Analyzes Agency housing plans
> and performs real property occupied and vacant space customer
> analysis.
>
> d\. Provides cost analysis support to agency components concerned with
> leasing, construction, and finance costs.
>
> e\. Manages the policy, acquisition, management and administration of
> the Agency's leased real property portfolio.
>
> f\. Provides guidance and assistance to the Agency operating
> activities on a variety of nationwide real estate management issues.
>
> g\. Serves as liaison with HHS and GSA for all lease acquisition and
> lease management of FDA nationwide facilities.
>
> h\. Conducts Agency facility studies and develops specific long-range
> facility plans for both Headquarters and Field operations.
>
> i\. Directs, or participates in, the preparation of the Program of
> Requirements for new construction projects.
>
> j\. Coordinates the Agency\'s compliance with the National
> Environmental Policy Act, Resource Conservation and Recovery Act, and
> related laws.

3\. DIVISION OF FACILITIES OPERATIONS

> a\. Coordinates building operations and facilities management
> functions for all FDA owned facilities within the Washington
> metropolitan area which includes: Module 1 (MOD 1), and the Beltsville
> Research Facility (BRF). Through special delegations of authority from
> GSA, maintains responsibility for the total management, operation, and
> maintenance of Federal Building 8 (FB-8) and Module 2 (MOD 2).
>
> b\. Oversees and directs a variety of commercial contracts to ensure
> smooth and efficient delivery of services.
>
> c\. Participates in the development of Agency policy involving
> building management and operations.
>
> d\. Provides guidance and assistance to the Agency operating
> activities on a variety of facilities operations issues.
>
> e\. Coordinates office and laboratory relocations and provides
> technical assistance to programs regarding effective space
> utilization.
>
> f\. Provides guidance to program personnel in identifying or
> developing alternatives or emergency procedures during scheduled and
> unscheduled maintenance interruptions.
>
> g\. Administers agency contracts for moving services and preventive
> maintenance for government owned property.
>
> h\. Manages and coordinates the GSA Delegations of Authority program
> for FDA nationwide. Responds, reviews, and analyzes existing and
> proposed Delegation agreements, Interagency Agreements, Memorandums of
> Understandings regarding the Agency\'s nationwide property holdings
> for operational planning processes and improvement.

4\. DIVISION OF ENGINEERING SERVICES

> a\. Manages and directs design and construction requirements for
> facility acquisitions within the Agency. These requirements may
> encompass the following activities singularly or in combination:
> Preparation of proposals, preparation of functional requirements,
> program of requirements and criteria, architect and engineer liaison,
> space design and planning, functional and technical reviews,
> preliminary site selections, and project management for facilities
> construction, renovation and improvement projects.
>
> b\. Provides engineering guidance and support for all activities
> related to maintenance, alterations, and repairs for Agency facilities
> nationwide.
>
> c\. Directs and coordinates all Agency facilities programs concerned
> with equipment specifications and installation associated with
> facility acquisitions. Assists the program staffs in developing
> compatible facilities and equipment systems for the Agency.
>
> d\. Provides overall engineering services including: feasibility
> studies, design criteria, concept, analysis, and estimates; schedules
> and tracks building and facilities projects, manages project designs.
>
> e\. Manages the FDA energy management program; develops Agency policy
> relating to the program; develops and enforces supporting Agency
> standards that comply with stated goals of the Department.
>
> f\. Oversight of structural, architectural or mechanical modifications
> to accommodate specific requirements in the existing FDA portfolio.
>
> g\. Prepares computer-aided design (CAD) drawings for the Agency and
> maintains file of master drawings for FDA portfolio.
>
> h\. Administers agency contract for renovations/alterations of office
> space.
>
> i\. Provides space and alterations project management for existing FDA
> space to program components.
>
> j\. Develops, implements and manages integration of facilities
> technologies.

![](media/image23.wmf){width="9.241666666666667in"
height="4.799305555555556in"}

**Functional Statement-Indian Health Service,**

Office of Environmental Health and Engineering

The Indian Health Service (IHS) provides a comprehensive health services
delivery system for American Indians and Alaska Natives with opportunity
for maximum tribal involvement in developing and managing programs to
meet their health needs. The mission of the IHS, in partnership with
American Indian and Alaska Native people, is to raise their physical,
mental, social, and spiritual health to the highest level. The goal of
the IHS is to ensure that comprehensive, culturally acceptable personal
and public health services are available and accessible to all American
Indian and Alaska Native people. The foundation of the IHS is to uphold
the Federal Government obligation to promote healthy American Indian and
Alaska Native people, communities, and cultures and to honor and protect
the inherent sovereign rights of tribes.

To support the above, the mission of the Office of Environmental Health
and Engineering (OEHE) is to:

-   Providing optimum availability of functional, well maintained health
    care facilities and staff housing;

-   Providing technical and financial assistance to Indian tribes and
    Alaska Native communities (tribes) to promote a healthy environment
    through the cooperative development and continuing operation of safe
    water, wastewater, and solid waste systems and related support
    facilities; and

-   Assisting each American Indian tribe and Alaska Native community to
    achieve its unique goals for obtaining health care facilities and
    establishing and maintaining a healthy environment.

The Office of Environmental Health and Engineering provides expertise in
the following specific areas:

-   Health care facilities engineering and construction,

-   Health care facilities program development,

-   Health care facilities engineering management support,

-   Real property management,

-   Sanitation facilities construction and environmental engineering,
    and

-   Environmental health services.

![](media/image24.wmf){width="9.0in" height="5.174305555555556in"}

**Functional Statement-NIH, Office of Research Facilities Development
and Operations**

The Office of Research Facilities Development and Operations (ORF) is an
organization whose sole focus is planning, developing, and managing
world class research and research support facilities. ORF was created in
April 2003 to improve overall management of the NIH facility program by
providing a single focus and single point of accountability for all NIH
facility activities and streamlining information flow and decision
making on research and research support facility issues. Like other
central service organizations, ORF is a critical member of the NIH
research support team. Juanita Mildenberg is the Acting Director. The
primary responsibilities of the Office of Research Facilities are:

-   Planning, development, and management of owned and leased research
    and research support facilities.

-   Assisting the NIH Director with the formulation and execution of the
    buildings and facilities appropriation.

-   Developing and maintaining policies and standards governing the
    development and use of real property.

-   Planning and directing services that provide master planning;
    capital facility project management; real property management,
    including architecture and engineering, maintenance, space and
    facility management; and the acquisition of leased facilities,
    architecture and engineering services, construction, and facility
    maintenance and operations related services.

The Office of Research Facilities is comprised of the Office of the
Director and six functional divisions.

**Division of Facilities Planning -- Acting Director, Ron Wilson**

Master and facilities planning, real property development and
management, space needs assessments, environmental planning and energy
conservation, and transportation management.

**Division of Capital Project Management -- Director, Anna Franz**

Planning, design, acquisition, leasing, construction, and commissioning
of complex, high risk facilities.

**Division of Property Management - Acting Director, Glen Stonebraker**

Operation of leased and owned real property including facility
management, operations, maintenance, repair, renovations, and utility
operations.

**Office of Acquisition-ORF -- Director, Melissa Richardson**

This Office is a central service reporting to the head of NIH
Contracting. It is located within ORF to support all contracting NIH
contracting needs for architecture and engineering, construction, real
estate, leasing, and facilities.

**Division of Policy and Program Assessment -- Director, Farhad
Memarzadeh**

Policies, procedures, guidelines and standards for real property,
facilities, construction, and space management; quality assurance
surveillance; program of requirements and project budget review.

**Division of Environmental Protection - Director, Kenny Floyd**

Environmental protection, pollution control, resource conservation,
environmental assessments.

# Attachment 4 -- HHS Three Year Timeline

![](media/image25.png)

**HHS Real Property Asset Management**

**Three-Year Timeline**

**October 02, 2006**

**Table of Contents**

> **Introduction**
>
> **1. Goal #1: Right Work Force**
>
> 1.1 **Measurable Actions and Improvement Strategies**
>
> 1.2 **Results**
>
> **2. Goal #2: Right Size the Portfolio**
>
> 2.1 **Measurable Actions and Improvement Strategies**
>
> 2.2 **Utilization Improvement Goal**
>
> 2.3 **Leasing Improvement/Consolidation Strategy**
>
> 2.4 **Owned Property Disposal Strategy**
>
> 2.5 **Results**
>
> **3. Goal #3: Operating at the Right Cost**
>
> 3.1 **Measurable Actions and Improvement Strategies**
>
> 3.2 **Reduce Operating Cost Goal**
>
> 3.3 **Improve Sustainable Design Strategy**
>
> 3.4 **Improve Life Cycle Cost Analysis (LCCA) Strategy**
>
> 3.5 **Results**
>
> **4. Goal #4: Right Condition**
>
> 4.1 **Measurable Actions and Improvement Strategies**
>
> 4.2 **Constructed Asset Sustainment Strategy**
>
> 4.3 **Constructed Asset Condition Improvement Strategy**
>
> 4.4 **Results**
>
> **5. Goal 5: Information Management Improvement**
>
> 5.1 **Measurable Actions and Improvement Strategies**
>
> 5.2 **Results**
>
> **6. HHS Three Year Timeline with Date Certain Milestones**
>
> APPENDICES
>
> Appendix 1: Demolition Projects by Site
>
> Appendix 2: Disposal Projects by Site
>
> Appendix 3: HHS Leased Space - Planned Consolidations
>
> Appendix 4: Repair/Renovation/Modernization Projects
>
> Appendix 5: Capital Improvement Projects

**HHS 3-YEAR TIMELINE**

**(October 1, 2006 -- September 30, 2009)**

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

The Department's real property portfolio includes 2,888 constructed
assets, encompassing 35,402,441 square feet that are owned, leased or
otherwise managed by four land-holding Operating Divisions (OPDIVs). The
remaining 7 HHS OPDIVs are housed in approximately 4,905,000 square feet
of space owned or leased by the General Services Administration.

![](media/image34.wmf)

**Land-Holding OPDIVs**

**National Institutes of Health** \-- NIH is the world\'s premier
medical research organization, supporting over 38,000 research projects
nationwide in diseases including cancer, Alzheimer\'s, diabetes,
arthritis, heart ailments and AIDS. Includes 27 separate health
institutes and centers. Established: 1887, as the Hygienic Laboratory,
Staten Island, N.Y. Headquarters: Bethesda, Md. Web site:
[[http://www.nih.gov]{.underline}](http://www.nih.gov/).

**Food and Drug Administration** \-- FDA assures the safety of foods and
cosmetics, and the safety and efficacy of pharmaceuticals, biological
products, and medical devices \-- products which represent almost 25
cents out of every dollar in U.S. consumer spending. Established: 1906,
when the Pure Food and Drugs Act gave regulatory authority to the Bureau
of Chemistry. Headquarters: Rockville, Md. Web site:
[[http://www.fda.gov]{.underline}](http://www.fda.gov/).

**Centers for Disease Control and Prevention** \-- Working with states
and other partners, CDC provides a system of health surveillance to
monitor and prevent disease outbreaks (including bioterrorism),
implement disease prevention strategies, and maintain national health
statistics. Provides for immunization services, workplace safety, and
environmental disease prevention.   CDC also guards against
international disease transmission, with personnel stationed in more
than 25 foreign countries. The CDC director is also administrator of the
**Agency for Toxic Substances and Disease Registry**, which helps
prevent exposure to hazardous substances from waste sites on the U.S.
Environmental Protection Agency\'s National Priorities List, and
develops toxicological profiles of chemicals at these sites Established:
1946, as the Communicable Disease Center. Headquarters: Atlanta, Ga. Web
site: [[http://www.cdc.gov]{.underline}](http://www.cdc.gov/).

**Indian Health Service** \-- Working with tribes, the IHS provides
health services to 1.6 million American Indians and Alaska Natives of
more than 550 federally recognized tribes. The Indian health system
includes 49 hospitals, 247 health centers, 348 health stations,
satellite clinics, residential substance abuse treatment centers, Alaska
Native village clinics and 34 urban Indian health programs. Established:
1921 (mission transferred from the Interior Department in 1955).
Headquarters: Rockville, Md. Web site:
[[http://www.ihs.gov]{.underline}](http://www.ihs.gov/).

![](media/image35.wmf){width="4.458333333333333in"
height="3.2083333333333335in"}

**Non Landholding OPDIVs**

**Health Resources and Services Administration \--** Established: 1982
Headquarters: Rockville, Md. Web site:
[[http://www.hrsa.gov]{.underline}](http://www.hrsa.gov/).

**Substance Abuse and Mental Health Services Administration** \--
Established: 1992. Headquarters: Rockville, Md. Web site:
[[http://www.samhsa.gov]{.underline}](http://www.samhsa.gov/).

**Agency for Healthcare Research and Quality** \-- Established: 1989.
Headquarters: Rockville, Md. Web site:
[[http://www.ahrq.gov]{.underline}](http://www.ahrq.gov/).

**Centers for Medicare & Medicaid Services** \-- Established as the
Health Care Financing Administration: 1977. Headquarters: Baltimore, Md.
Web sites:
[[http://www.medicare.gov]{.underline}](http://www.medicare.gov/),
[[http://www.cms.gov]{.underline}](http://www.cms.gov/).

**Administration for Children and Families** \-- Established: 1991,
bringing together several already-existing programs. Headquarters:
Washington, D.C. Web site:
[[http://www.acf.dhhs.gov/]{.underline}](http://www.acf.dhhs.gov/).

**Administration on Aging** \-- Headquarters: Washington, D.C. Web site:
[[http://www.aoa.dhhs.gov]{.underline}](http://www.aoa.dhhs.gov/).

**Office of the Secretary --** Headquarters: Washington, D.C. Web site:
[http://www.os.dhhs.gov](http://www.os.dhhs.gov/)[.]{.underline}

**[HHS Real Property Asset Management Program]{.underline}**

In 2002, the newly formed HHS Office for Facilities Management and
Policy developed a strategic framework and goals built around three
guiding principles:

-   Efficient portfolio management

-   Fostering mission success through occupant productivity and
    efficiency

-   Appropriate stewardship of HHS owned, leased or otherwise managed
    properties.

The issuance of Executive Order 13327, and the addition of Federal Real
Property Asset Management of the President's Management Agenda in
February 2004, reinforced these HHS principles. In January, 2006, OMB
released a guideline entitled "Achieving Green in Federal Real Property
Asset Management," that is nearly perfectly aligned with the HHS 2002
principles:

-   Agencies must eliminate non-mission critical surplus inventory
    (efficient portfolio management)

-   Agencies must improve condition of its mission critical and mission
    dependent inventory (appropriate stewardship)

-   Agencies must manage their inventory at the right cost (efficient
    portfolio management, and fostering mission success through occupant
    productivity and efficiency)

In HHS, improving condition is impacted by two types of expenditures,
sustainment funding and Buildings and Facilities (B&F) funding for major
repair, improvement and facility replacement. It is also impacted by
disposition of assets that are in poor condition. HHS OPDIVs budget for
these two types of expenditures in different ways, but the overall
strategy is consistent. Through its annual budget process, HHS
identifies requirements for both. HHS has established a long-term
Facility Condition Index (CI) target of 90, against an FY05 baseline
average CI of 86. We intend to improve the condition of our assets
through a prudent mix of disposition; utilization, maintenance and
repair, and capital improvements; and enhanced real estate authorities.

The HHS Real Property Asset Management Plan (RAMP), approved by OMB in
December, 2005, was developed around these principles. In order to
assure that OMB and HHS goals are achieved, it is necessary to determine
specific and measurable actions with date-certain milestones that
provide either a finished product or a step to achieving a finished
product or desired result. Executive Order 13327 requires these specific
and measurable actions be documented in a three-year timeline for OMB
review and approval. Due to the investment requirements, HHS does not
expect that all of its strategic goals will be achieved within a
three-year time frame, but does expect to commit to and complete
specific actions and projects that contribute significantly. This
timeline represents a strategy that will move HHS to improved condition
and most efficient use of its owned, leased, or otherwise managed real
property assets. HHS will track and measure the implementation of these
initiatives, and will measure the results, adjusting the 3 year plan as
necessary to ensure continuous improvement. Measures of success of these
improvement initiatives will include:

-   Improvement to facility condition index.

-   Improvements in facility utilization rates.

-   Reduction of non-mission dependent facilities.

-   Reduced facility operations and maintenance costs.

-   Specific metrics for delivery of construction projects.

  --------- ------------- --------------- ----------- ------------ ------------- -------------
            **HHS                                                                
            PERFORMANCE                                                          
            TARGETS**                                                            

                          **Utilization               **Mission    **Operating   **Condition
                          Index**                     Dependency   Cost**        Index**
                                                      Index**                    

             FY           Over-Utilized   Under or    **\<5% NMD   **-5.0% by    **Achieve 90%
                                          Not         by 2010**    2010**        by 2016**
                                          Utilized                               

            2005 baseline 6.70%           5.60%       7.39%        \$10.82       86.0

  Interim   2006          \<6.70%         5.48%       6.91%        \$10.71       86.4
  Targets                                                                        

            2007          \<6.70%         5.36%       6.43%        \$10.60       86.8

            2008          \<6.70%         5.24%       5.95%        \$10.50       87.2

            2009          \<6.70%         5.12%       5.48%        \$10.39       87.6

            2010          **\<6.70%**     **5.00%**   **5.00%**    **\$10.29**   88.0

            2011                                                                 88.4

            2012                                                                 88.8

            2013                                                                 89.2

            2014                                                                 89.6

            2015                                                                 89.8

            2016                                                                 **90.0**
  --------- ------------- --------------- ----------- ------------ ------------- -------------

  ------------- --------------------------------- -------- -------- ----------------
  Key for the                                                       
  Performance                                                       
  Target                                                            
  Matrix.                                                           

  \*            **Operating costs** will be                         
                reduced by 5% by the year 2010                      
                (adjusted for inflation)                            

  \*            **Condition** will be raised from                   
                fair to good (\>/=90%) for all                      
                facilities                                          

  \*            **Utilization**: Under-utilized                     
                space will be reduced to 5% by                      
                FY2010 and over-utilized space                      
                will be maintained at or below                      
                6.7%.                                               

  \*            **Mission Dependency** - **NMD**                    
                properties will be reduced to                       
                less than 5% of the portfolio by                    
                FY 2010                                             
  ------------- --------------------------------- -------- -------- ----------------

HHS's specific three-year time line goals are linked to the HHS RAMP,
and are summarized as follows (OMB "Getting to Green" goals and RAMP
Paragraph in parentheses):

1.  **Goal #1 (Right Work Force)**: We will improve the competency,
    retention, recruiting, and succession planning of HHS Real Property
    Asset Management human resources to align our people with asset
    management performance goals (Right Size, Right Cost, Right
    Condition/ RAMP 2.2).

> HHS RAMP human resource strategy focuses on OPDIV and HQ-level
> actions. The HHS strategy for recruiting, retention, and succession
> planning is established at the Operating Division and HQs levels. At
> HQs, the Office of Workforce Planning is establishing strategies for
> competencies that all HHS employees should develop, such as the OPM
> executive core competencies. In order to avoid duplication, the HHS
> RAMP HR Strategy focuses on competencies specific to real property
> management.
>
> OPDIVs have responsibility for local actions such as hiring, removal,
> position qualifications, certification and recertification of licensed
> or certified staff. OPDIVs assure that technical competency is
> inherent in new staff, for example, an architect hire is qualified in
> architecture at the level of the position or an electrician is
> qualified per local or state requirements. OPDIVs are responsible to
> provide mentoring and other training to improve technical skills, and
> to identify and fund developmental opportunities to augment or improve
> both technical skills and organizational knowledge in support of
> retention and succession plans.
>
> HHS/OS will sponsor cross-HHS training in specific RAMP activities,
> generally focused on application of best practices, new applications
> in program and project management, and HHS-specific RAMP policy or
> management strategies. Headquarters also promulgates HHS-wide policies
> related to professional registration or certification. Headquarters is
> responsible for integrating strategies for cross-OPDIV developmental
> assignments, mentoring, best practices, and other HHS-wide
> opportunities.

1.  **Measurable Actions and Improvement Strategies**: In accordance
    with the schedule projected in the tables that follow, HHS will
    pursue measurable actions in order to achieve improvements in
    Facilities Management workforce competencies to better implement EO
    13327, HHS and OPDIV plans and policies, resulting in cost avoidance
    savings and better recruitment, retention, and succession plans.

-   Identify critical real property competencies. (FY06Q3)

-   Develop Facilities Program Management course and institute recurring
    course offerings. (FY06Q4-FY09Q4)

-   Complete real property HR improvement implementation plan. (FY07Q1)

-   Establish minimum technical, leadership, and communication training
    requirements and objectives for RPAM personnel. (FY07Q1)

-   Initiate cross-OPDIV developmental assignments. (FY07Q2-ongoing)

> Develop and initiate implementation of a formal RPAM Employee
> Development & Management Cadre Program to support employee
> developmental opportunities and succession planning. Under the
> auspices of this program, institute a coordinated approach to all of
> the developmental initiatives (mentoring/coaching, training,
> rotational assignments, etc.).

1.  **Results**: Human capital strategies that guide HHS in managing its
    workforce to achieve Department strategic goals; supporting a
    diverse, citizen-centered and results-oriented workforce and
    enabling Real Property Asset Managers to excel in their mission of
    providing facilities master planning; design, construction, leasing,
    operations and maintenance, space utilization, and management
    programs in direct support of the HHS mission. Facilities Management
    workforce competencies are improved to better implement EO 13327,
    HHS and OPDIV plans and policies, resulting in cost avoidance
    savings and better recruitment, retention, and succession plans.

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2.  **Goal #2: (Right Size the Portfolio).** We will identify and
    dispose of excess property. We will improve asset performance by
    reducing both under-and over-utilization, in order to get the most
    out of our constructed assets. We will accomplish these goals by
    linking real property utilization to the Real Property Asset
    Management budget decision-making process, establishing performance
    goals relative to utilization rates, lease consolidation,
    under-utilized and excess properties, and requiring the
    consideration of these goals in budget decision making. By 2007 we
    will identify and by 2009 we will dispose of excess constructed
    assets not requiring replacement. (RAMP 2.3, 3.1.6)

![](media/image36.jpeg){width="2.5in" height="1.99375in"}

1.  **Measurable Actions and Improvement Strategies**: In accordance
    with the projected schedule in milestone tables that follow, HHS
    will pursue measurable actions in order to achieve improvements in
    the "right-sizing" of our portfolio to better support the mission. A
    recommendation to satisfy a mission need through construction,
    purchase, or leasing is based on the results of thorough analysis of
    the requirement and life cycle costs of feasible alternatives (RAMP
    section 3).

2.  **Utilization Improvement Goal**---achieve less than 5%
    underutilized constructed assets and maintain less than 10%
    over-utilized assets by 4Q09 via demolition, disposal,
    consolidation, and construction. (See HHS Performance Targets on
    page 4.)

-   Identify and implement utilization performance measures for
    hospitals, warehouses, administrative space, and laboratories.
    (FY06Q3)

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-   Document utilization rates (for facility construction projects over
    \$1 million) as a ratio of occupied to total space in a facility.
    (FY06Q4 project submissions)

-   OPDIVs determine which facilities can remain more than 10% over- or
    underutilized and which need to be improved, replaced, or workplace
    adjusted. (FY07Q2)

-   Develop utilization improvement action plan to be reflected in 09
    budget request if needed. Action Plan reflected in HHS's pre-budget
    guidance for FY 2009 budget requests. (FY07Q2)

    1.  **Leasing Improvement/Consolidation Strategy**

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-   Develop leasing disposition lists (lease expirations) for the period
    2007-2010 to assist Departmental consolidation activities. (FY06Q3)

-   Space utilization report for new leases demonstrating that new
    administrative space leases are delivered at or under HHS
    administrative space standard. (FY06Q3)

-   Validate that lease rates (for both direct leases and GSA
    assignments) are reflective of local market conditions using
    comparative statistics. (FY06Q4-FY07Q3)

-   Develop and conduct workshops to inform HHS's nation-wide realty
    staff on working with GSA to ensure right amount of space, delivered
    at the right time and at the right cost. (FY07Q1)

    1.  ![](media/image37.jpeg){width="3.25in"
        height="2.353543307086614in"}**Owned Property Disposal
        Strategy** - In accordance with the HHS Real Property Asset
        Management Plan, Executive Order 13327 Federal Real Property
        Management, and guidance from the Federal Real Property Council,
        HHS is striving to reduce its non-mission-dependent,
        under-utilized, low-condition, high cost facilities to the
        maximum extent possible. One method to accomplish this goal is
        through disposal (by demolition or excess) of unneeded
        facilities. Disposal reduces the burden on HHS's operations and
        maintenance budgets, reduces safety and environmental hazards,
        improves overall facility condition index, and reduces ownership
        of non-mission-dependent facilities.

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-   Evaluate ARIS and FRPC performance measure data to determine
    potential enhanced real property authorities needed by HHS to
    appropriately manage its constructed asset portfolio and present
    recommendations to the HHS Capital Investment Review Board (Board)
    for review/approval/required actions. (FY06Q3)

-   Establish candidate property disposal list through application of
    the disposal decision tree and submit to the Board for review and
    approval. (FY06Q4-ongoing)

-   Determine excess properties and establish disposition schedule.
    Disposition list and schedule to be tracked as date-certain
    deliverables per EO 13327 and OMB annual performance contract.
    (FY07Q2)

-   Repeat identification of disposal candidates; Board review and
    approval activities; determination and disposition schedule cycle
    each fiscal year to update disposal list. (ongoing)

> 2.5 **Results**: "Rightsize" the HHS corporate footprint. This is
> expected to yield approximately 5% space cost avoidance savings over
> time (e.g. when leases are renewed). Lists of potential divestitures
> are at Appendix 1 and 2. A list of potential consolidations is at
> Appendix 3.
>
> The Divestiture of SAMHSA's St. Elizabeths campus in FY2005 resulted
> in significant cost avoidance savings for HHS. This action reduced the
> HHS portfolio by 1,100,000 square feet, 56 facilities, seven utility
> systems, and an estimated plant replacement value (PRV) of
> \$300 million. At the time of divestiture total repair needs were
> estimated to be between \$300-325 million. Through the use of the HHS
> disposition decision tree process an additional 32 eligible properties
> have been identified for divestiture (total estimated PRV of \$55
> mil). There will be a corresponding decrease of 260,000 SF and over
> \$3 million in annual O&M costs.
>
> **HHS Owned Properties**
>
> **Divestitures and Eligible Candidates for Divestiture**
>
> ![](media/image38.wmf){width="3.210236220472441in"
> height="1.6728346456692913in"}![](media/image39.wmf){width="3.211023622047244in"
> height="1.6728346456692913in"}![](media/image39.wmf){width="3.210236220472441in"
> height="1.6728346456692913in"}

+--------------------+---------------------------+--------------------+
| **SAMHSA FY2005**  | > **CDC FY2006**          | **IHS FY2006**     |
|                    | >                         |                    |
| **56 Facilities**  | > **12 Facilities**       | **20 Facilities**  |
|                    | >                         |                    |
| **of 56            | > **of 275 Properties**   | **of 909           |
| Properties**       |                           | Properties**       |
+--------------------+---------------------------+--------------------+

3.  **Goal #3 (Operating at the Right Cost):** HHS is in the early
    stages of collecting operations and maintenance costs at the
    constructed asset level. As HHS collects and benchmarks O&M over the
    next few years, improvement initiatives will be focused to the most
    promising targets of opportunity. We will reduce our operating costs
    by linking real property operating costs and stewardship to the Real
    Property Asset Management budget decision-making process. We will
    establish performance goals relative to capital project planning,
    sustainable design, energy conservation, and O&M best practices, and
    require the consideration of these goals in budget decision making.
    (RAMP 3.1.3, 4.6.1 and 4.9)

    1.  **Measurable Actions and Improvement Strategies**: In accordance
        with the schedule projected in milestone tables that follow, HHS
        will pursue the following measurable actions in order to achieve
        improvements in the financial performance (right cost) of our
        portfolio to better support the mission of HHS.

    2.  **Reduce Operating Cost Goal**---Reduce operating cost of owned
        assets by 5% (adjusting for inflation) against a 2006 baseline
        by FY 2011. (See Performance Targets on page 4.)

-   Establish O&M improvement strategy and measurable improvement goals
    through identification of prioritized array of O&M best practices.
    (FY06Q4-ongoing)

-   Track and trend average operating costs/SF. (FY06Q1-ongoing)

-   Demonstrate budget consistency with operating cost goals. (ongoing)

-   Implement electric metering, in accordance with the schedule below,
    to help identify improvement opportunities. (FY06Q3-ongoing)

  --------- --------------- --------------- --------------- --------------
            Standard Meters                 Advanced Meters 
            (where                          (where          
            practicable)                    practicable)    

  Fiscal    Cumulative \#   Cumulative % of Cumulative \#   Cumulative %
  Year      of Buildings    Electric        of Buildings    of Electric
            Metered         Metered         Metered         Metered

  2007                      10                              10

  2008                      20                              15

  2009                      40                              25

  2010                      60                              60

  2011                      85                              85

  2012                      100                             100
  --------- --------------- --------------- --------------- --------------

1.  **Improve Sustainable Design Strategy**---we will achieve 100% of
    new facilities using Sustainable Design philosophy by 2010.
    (FY06Q4-FY08Q4)

-   Develop and implement Departmental policy and strategy to achieve
    high-performance federal buildings incorporating sustainable design
    principles. (FY07Q2)

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-   Each landholding OPDIV develop at least one Sustainable Design
    construction project for 2008 program. (FY06Q4)

-   Each landholding OPDIV develop 50% of construction projects using SD
    principles for 2009 program. (FY07Q4)

-   By 2010 sustainable design policy fully implemented on 100% of
    construction projects. (FY08Q4)

    1.  **Improve Life Cycle Cost Analysis (LCCA) Strategy**---to
        identify the most economically advantageous project alternative
        to meet a facility requirement, identify better life cycle cost
        analysis methodology by 2Q07 and implement for FY 09 and later
        candidate projects. (FY06Q3-FY07Q3)

    2.  **Results**: Reduced operating cost will generate about \$10-12M
        per year in cost avoidance savings when 5% reduction is
        achieved. Potential sources of savings include initiatives such
        as disposal of poor performing assets, energy conservation,
        reliability centered maintenance, adoption of sustainable
        design, and emphasis on Life Cycle Analysis to support economic
        decisions. The applicability/value-added of specific initiatives
        varies across OPDIVs; with the average effect of each difficult
        to project and the final application/mix of each to be
        determined over time.

4.  **Goal #4 (Right Condition):** We will establish a long-term plan to
    improve facility condition to an FCI of 90 for all facilities,
    linking real property condition and stewardship to the Real Property
    Asset Management decision making process by establishing performance
    goals relative to facility condition, assessment, prioritization of
    repair needs and construction acquisition, and requiring the
    consideration of these goals in budget decision making. (RAMP 3.3).

    1.  **Measurable Actions and Improvement Strategies**: In accordance
        with the schedule projected in milestone tables that follow, HHS
        will pursue the following measurable actions in order to achieve
        improvements in the condition of our portfolio to better support
        the mission of HHS.

    2.  **Constructed Asset Sustainment Strategy**---Achieve fully
        funded and documented sustainment funding of constructed assets
        by FY 2008.

    3.  **Constructed Asset Condition Improvement Strategy**---Achieve
        CI of 90 for all constructed assets by 2016. (See Performance
        Targets on page 4.)

-   Develop and maintain gradual CI improvement strategy.

-   Landholding OPDIV budgets reflect strategy for gradual improvement
    in CI, expressed as % of constructed assets with CI 90 and under,
    prioritized using FRPC performance measures, and indicate FY
    schedule for improvement in FPAAs and 5-Year Plans.

-   Analyze and use FRPC inventory data in the forming of strategies and
    budget decisions.

-   Develop replacement plan for poorly performing assets.

-   Encourage a sensible mix of divestitures, consolidations and capital
    improvements.

    1.  **Results:** Improve the Condition Index of the HHS portfolio,
        with the ultimate goal of all facilities achieving a minimum CI
        of 90. Result will be improved productivity and health of HHS
        staff. Lists of probable renovation/repair/modernization/capital
        improvement projects are at Appendix 4 and Appendix 5.

> The key to achieving our goals is a balanced mix of projects, best
> practices applications, and training related to disposition,
> consolidation, maintenance and repair, capital improvements and
> enhanced real estate authorities. Socioeconomic and energy management
> milestones are now included in their own OMB Scorecards and are not
> included in this three-year timeline to avoid double reporting and
> misinterpretation.

5.  Goal 5: Information Management Improvement

> HHS/OS has historically had little access to information relative to
> OPDIV utilization, facility condition, operating costs and other
> related data. With the implementation of ARIS in FY06, however, HHS
> has a tool to capture such data. Once captured (as of the close of
> each fiscal year), we will analyze the data for trending purposes. We
> will use the trends (and anomalies) to monitor progress against
> associated baselines, to evaluate progress relative to scorecards and
> to establish future investment strategies. Trend data will be
> considered prior to issuance of the HHS Real Property Pre-budget
> guidance annually prior to the end of the second quarter. Analysis
> will include consideration of whether there are any upgrades required
> (to conform to FRPC guidance) or warranted (based on internal
> decisions) to the database to increase it's usefulness as a real
> property management tool. (FY06Q1-ongoing)

1.  **Measurable Actions and Improvement Strategies**: The nature of the
    data to be analyzed and used in decision-making is as follows:

-   Summary Operating Cost per square foot of building, at both the HHS
    and land-holding OPDIV level.

-   Total Repair Needs and number of mission critical/dependent
    over-utilized and utilized constructed assets with a CI \< 90 at
    both the HHS and land-holding OPDIV level.

-   Utilization Distribution by OPDIV (% over utilized, utilized, under
    utilized, not utilized).

-   Actual square footage and Mission Dependency of assets disposed of
    in a given year, at both the HHS and OPDIV level.

-   Average Condition Index of constructed assets (buildings and
    structures) at both the HHS and land-holding OPDIV level.

-   Value of Repair Needs of constructed assets by Mission Dependency at
    both the HHS and OPDIV level.

    1.  **Results:** Improve the knowledge base upon which to make
        decisions concerning the HHS portfolio.

6.  **The HHS Three Year Timeline with Date Certain Milestones**
    follows.

[Department of Health and Human Services, 3 YEAR TIMELINE]{.underline}

+---+---+---+---+---+---+--------------------------------------------------+---+
| \ | \ | * | * | \ |   |                                                  |   |
| - | - | * | * | - |   |                                                  |   |
| \ | \ | R | h | \ |   |                                                  |   |
| - | - | i | t | - |   |                                                  |   |
| \ | \ | g | * | \ |   |                                                  |   |
| - | - | * | * | - |   |                                                  |   |
| \ | \ | * | \ | \ |   |                                                  |   |
| - | - |   | - | - |   |                                                  |   |
| - | - |   | - | - |   |                                                  |   |
+===+===+===+===+===+===+==================================================+===+
| > | > | > | > | > | > | **Year 1 -- FY 2006\                             | * |
|   |   |   |   |   |   | Milestone**                                      | * |
| * | * | * | * | * | * |                                                  | D |
| * | * | * | * | * | * |                                                  | u |
| 1 | 2 | 3 | 4 | 5 | O |                                                  | e |
| - | - | - | - | - | P |                                                  | D |
| H | S | C | C | D | D |                                                  | a |
| R | i | o | o | a | I |                                                  | t |
| * | z | s | n | t | V |                                                  | e |
| * | e | t | d | a | * |                                                  | * |
|   | * | * | * | * | * |                                                  | * |
|   | * | * | * | * |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 | 5 | 1 | Each landholding OPDIV must annually maintain    | Q |
|   |   |   | . | . | H | and report a CI for each owned constructed asset | 1 |
|   |   |   | 3 | 0 | H | that the OPDIV owns (started 1Q06 and continuing |   |
|   |   |   |   | \ | S | each 1Q thereafter). For purposes of determining |   |
|   |   |   |   | 5 |   | CI, OPDIVs are required to perform a visual      |   |
|   |   |   |   | . |   | assessment of each owned constructed asset at a  |   |
|   |   |   |   | 1 |   | frequency of no greater than five years. In the  |   |
|   |   |   |   | \ |   | off-years of the visual assessment cycle the CI  |   |
|   |   |   |   | 5 |   | is to be calculated by way of a desk-top         |   |
|   |   |   |   | . |   | assessment. Deliverable: OPDIVs enter new CI's   |   |
|   |   |   |   | 2 |   | in data system for import into ARIS and FRPP     |   |
|   |   |   |   |   |   | databases. Deliverable: OPDIV upload to ARIS and |   |
|   |   |   |   |   |   | FRPP                                             |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   | 4 |   | I | Lawton Hospital, Lawton, OK; Building 421        | Q |
|   | . |   | . |   | H | Expansion and Renovation Improvements to a 30    | 1 |
|   | 0 |   | 3 |   | S | year old facility. Begin construction.           |   |
|   | \ |   |   |   |   |                                                  |   |
|   | 2 |   |   |   |   |                                                  |   |
|   | . |   |   |   |   |                                                  |   |
|   | 2 |   |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   | 4 |   | N | NIH: Vaccine Evaluation Clinic Special Clinical  | Q |
|   | . |   | . |   | I | Studies Unit (VEC-SCSU) in the Clinical Research | 1 |
|   | 2 |   | 3 |   | H | Center is to provide upgraded clinical space to  |   |
|   |   |   |   |   |   | carry out vaccine research on human subjects     |   |
|   |   |   |   |   |   | within a patient care facility.                  |   |
|   |   |   |   |   |   |                                                  |   |
|   |   |   |   |   |   | -   Completed the evaluation of environmental    |   |
|   |   |   |   |   |   |     and functional needs of the new special      |   |
|   |   |   |   |   |   |     clinic                                       |   |
|   |   |   |   |   |   |                                                  |   |
|   |   |   |   |   |   | -   Developed a comprehensive program of         |   |
|   |   |   |   |   |   |     requirement, basis of design, and design of  |   |
|   |   |   |   |   |   |     a comfortable environment in which occupants |   |
|   |   |   |   |   |   |     can perform their work efficiently.          |   |
|   |   |   |   |   |   |                                                  |   |
|   |   |   |   |   |   | -   Utilized small business disadvantaged        |   |
|   |   |   |   |   |   |     acquisition and design-build delivery for    |   |
|   |   |   |   |   |   |     the project execution.                       |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Atlanta, GA; Chamblee Campus: Completed          | Q |
|   | . | . | . |   | D | demolition of Bldg 17 as Bldg 110 attained       | 2 |
|   | 0 | 0 | 0 |   | C | beneficial occupancy - projected O&M and lease   |   |
|   |   |   |   |   |   | cost savings of approx. \$2.8 Mil.               |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Disposal or demolition of minor facilities at    | Q |
|   | . | . | . |   | H | various IHS sites.                               | 2 |
|   | 0 | 0 | 0 |   | S |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | I | Clinic New Town, ND; Quarters and Clinic         | Q |
|   |   |   | . |   | H | improvements, complete design and begin          | 2 |
|   |   |   | 3 |   | S | construction.                                    |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 |   |   | N | NIH, through its Facilities Working Group,       | Q |
|   | . | . |   |   | I | approved its FY2008-2013 Lease Space Plan        | 2 |
|   | 2 | 0 |   |   | H | outlining NIH's strategy for managing its lease  |   |
|   | \ |   |   |   |   | space portfolio, which includes the              |   |
|   | 2 |   |   |   |   | consolidation of leases and the adherence to     |   |
|   | . |   |   |   |   | space utilization rates policies.                |   |
|   | 3 |   |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | P | Dallas, Texas: Ongoing construction of the Annex | Q |
|   | . |   |   |   | S | Building, 1302 Wood Street, Dallas, TX. Multiple | 2 |
|   | 0 |   |   |   | C | Federal tenants (SSA and HHS) in Region 6. Lease |   |
|   |   |   |   |   |   | Award. This GSA driven project allows for        |   |
|   |   |   |   |   |   | growth, and the effective use of open floor      |   |
|   |   |   |   |   |   | plans and space configurations. The goal is to   |   |
|   |   |   |   |   |   | take advantage of more efficient and flexible    |   |
|   |   |   |   |   |   | workspace planning (improved space utilization). |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Issue task order to assess ARIS and FRPC         | Q |
|   | . |   |   |   | H | performance measures data to determine potential | 3 |
|   | 4 |   |   |   | H | enhanced real property authorities needed by HHS |   |
|   |   |   |   |   | S | to appropriately manage its constructed asset    |   |
|   |   |   |   |   |   | portfolio. Present report to the HHS Capital     |   |
|   |   |   |   |   |   | Investment Review Board (Board) for              |   |
|   |   |   |   |   |   | review/approval/required actions. Deliverable:   |   |
|   |   |   |   |   |   | Board report.                                    |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Identify array of O&M best practices for OPDIVs  | Q |
|   |   | . |   |   | H | to consider. Deliverable: Report prioritizing    | 3 |
|   |   | 0 |   |   | H | best practices in order of planned               |   |
|   |   | \ |   |   | S | implementation.                                  |   |
|   |   | 3 |   |   |   |                                                  |   |
|   |   | . |   |   |   |                                                  |   |
|   |   | 2 |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
| 1 |   |   |   |   | 1 | Identify critical real property competencies.    | Q |
| . |   |   |   |   | H | Deliverable: Competencies table.                 | 3 |
| 1 |   |   |   |   | H |                                                  |   |
| \ |   |   |   |   | S |                                                  |   |
| 1 |   |   |   |   |   |                                                  |   |
| . |   |   |   |   |   |                                                  |   |
| 2 |   |   |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Identify underutilized and over-utilized         | Q |
|   | . |   |   |   | H | constructed assets performance measures.         | 3 |
|   | 0 |   |   |   | H | Deliverable: underutilization/overutilization    |   |
|   | \ |   |   |   | S | performance measures for hospitals, warehouses,  |   |
|   | 2 |   |   |   |   | administrative space, laboratories               |   |
|   | . |   |   |   |   |                                                  |   |
|   | 1 |   |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Establish FY07 candidate disposal property list  | Q |
|   | . |   |   |   | H | and submit to the Board for review and approval. | 3 |
|   | 2 |   |   |   | H | Deliverable: Candidate list to consider for      |   |
|   | \ |   |   |   | S | disposal.                                        |   |
|   | 2 |   |   |   |   |                                                  |   |
|   | . |   |   |   |   |                                                  |   |
|   | 4 |   |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | 1 | 100% of new administrative space leases          | Q |
|   | . |   |   |   | H | delivered at or under HHS administrative space   | 3 |
|   | 2 |   |   |   | H | standard. Deliverable: Space utilization report  |   |
|   | \ |   |   |   | S | for new leases.                                  |   |
|   | 2 |   |   |   |   |                                                  |   |
|   | . |   |   |   |   |                                                  |   |
|   | 3 |   |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Leasing disposition list (lease expirations)     | Q |
|   | . |   |   |   | H | identified for the period 2007-2010 to assist    | 3 |
|   | 2 |   |   |   | H | Departmental consolidation activities.           |   |
|   | \ |   |   |   | S | Deliverable: Disposition List.                   |   |
|   | 2 |   |   |   |   |                                                  |   |
|   | . |   |   |   |   |                                                  |   |
|   | 3 |   |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Develop SOW and award task order for consultant  | Q |
|   |   | . |   |   | H | services to evaluate and make recommendations on | 3 |
|   |   | 4 |   |   | H | LCCA tool. Deliverable: SOW and evidence of      |   |
|   |   |   |   |   | S | award.                                           |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | 1 | Each landholding OPDIV identify full funding for | Q |
|   |   |   | . |   | H | FY 08 sustainment of its owned assets in the     | 3 |
|   |   |   | 2 |   | H | FY08 budget submission. Deliverable: OPDIV       |   |
|   |   |   |   |   | S | Budget submissions.                              |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   | 4 |   | 1 | OPDIVs produce a list of facility replacement    | Q |
|   | . |   | . |   | H | projects and facility improvement projects (FY08 | 3 |
|   | 2 |   | 3 |   | H | and earlier); budget submission reflects the     |   |
|   |   |   |   |   | S | replacement plan with each project having        |   |
|   |   |   |   |   |   | measurable delivery milestones. (See Appendix 4  |   |
|   |   |   |   |   |   | and 5 for milestones on submitted projects.      |   |
|   |   |   |   |   |   | Deliverable: OPDIV Budget Submissions, FPAAs and |   |
|   |   |   |   |   |   | 5-Year Plans                                     |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | 1 | Landholding OPDIV budgets reflect strategy for   | Q |
|   |   |   | . |   | H | gradual improvement in CI, expressed as % of     | 3 |
|   |   |   | 3 |   | H | constructed assets with CI 90 and under,         |   |
|   |   |   |   |   | S | prioritized using FRPC performance measures, and |   |
|   |   |   |   |   |   | indicate FY schedule for improvement.            |   |
|   |   |   |   |   |   | Deliverable: OPDIV Budget Submissions, FPAAs and |   |
|   |   |   |   |   |   | 5-Year Plans                                     |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Atlanta, GA Roybal Campus: Completed Bldg 2      | Q |
|   | . | . | . |   | D | demolition - approx. \$50,573 O&M saved.         | 3 |
|   | 0 | 0 | 0 |   | C |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | C | Atlanta, GA Roybal Campus: CDC opened Bldg 20,   | Q |
|   | . |   |   |   | D | the new 15,000 SF lifestyle fitness center.      | 3 |
|   | 1 |   |   |   | C |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 |   |   | C | Atlanta, GA; Leased Sites: One West Court Square | Q |
|   | . | . |   |   | D | lease terminated and staff consolidated into     | 3 |
|   | 3 | 0 |   |   | C | space at Roybal and Corporate Square 12. CDC     |   |
|   |   |   |   |   |   | still occupies 7,000 SF on the 7^th^ floor.      |   |
|   |   |   |   |   |   | Termination of all other space complete on       |   |
|   |   |   |   |   |   | 6/30/06. Executive Park 24 lease terminated and  |   |
|   |   |   |   |   |   | staff consolidated into space at 2400 Century    |   |
|   |   |   |   |   |   | Center. Termination complete on 6/30/06.         |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Pittsburgh, PA; Pittsburgh: Approval to demolish | Q |
|   | . | . | . |   | D | bldgs 102, 107, 109, 111, 119, 123, 124-125,     | 3 |
|   | 4 | 0 | 0 |   | C | 127-130, 134-135, & 146 (24,500 GSF).            |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 |   |   | F | Falls Church, VA and Pittsburgh, PA:             | Q |
|   | . | . |   |   | D | Consolidation from two leases to one in each     | 3 |
|   | 3 | 0 |   |   | A | location. Additional space was acquired in Falls |   |
|   |   |   |   |   |   | Church while there was enough space available in |   |
|   |   |   |   |   |   | Pittsburgh without impacting the existing lease. |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 |   |   | I | PIMC SW ACC Komatke, AZ; Part of the Phoenix     | Q |
|   | . | . |   |   | H | Indian Medical Center System. Begin design and   | 3 |
|   | 1 | 0 |   |   | S | enter into an agreement with the tribe to        |   |
|   |   |   |   |   |   | construct the new health center.                 |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Demolition of minor facilities at various IHS    | Q |
|   | . | . | . |   | H | sites.                                           | 3 |
|   | 4 | 0 | 0 |   | S |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | NIH approved its 2008-2013 Strategic Facilities  | Q |
|   | . | . | . |   | I | Plan which involved a consideration of funding   | 3 |
|   | 0 | 0 | 0 |   | H | levels ranging from Sustainment to Improvement.  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | N | Completed the concept design of the              | Q |
|   |   |   | . |   | I | environmental and functional requirements of the | 3 |
|   |   |   | 0 |   | H | safety barrier.                                  |   |
|   |   |   |   |   |   |                                                  |   |
|   |   |   |   |   |   | The project was prioritized as highly critical   |   |
|   |   |   |   |   |   | and approved for funding by the NIH Facilities   |   |
|   |   |   |   |   |   | Working Group. This floor-to-ceiling high        |   |
|   |   |   |   |   |   | barrier in the 7-story atrium of the Clinical    |   |
|   |   |   |   |   |   | Research Center hospital is necessary to ensure  |   |
|   |   |   |   |   |   | safety of patients with behavioral health        |   |
|   |   |   |   |   |   | conditions.                                      |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   | 3 |   |   | N | NIH is presently installing meters in all its    | Q |
|   |   | . |   |   | I | buildings and central plant headers to monitor   | 3 |
|   |   | 2 |   |   | H | electric (170ea), steam (83ea), compressed air   |   |
|   |   |   |   |   |   | (3ea), potable water (32ea), chilled water       |   |
|   |   |   |   |   |   | (50ea), and high temp HW (2ea), which will       |   |
|   |   |   |   |   |   | enable NIH to better track energy consumption    |   |
|   |   |   |   |   |   | and address facilities with high energy demands. |   |
|   |   |   |   |   |   | NIH will be able to make knowledge-based         |   |
|   |   |   |   |   |   | decisions resulting in substantial savings from  |   |
|   |   |   |   |   |   | this effort. Deliverable: Meters installed.      |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | N | Complete hazardous material remediation and      | Q |
|   |   |   | . |   | I | interior demolition of Building 6, the oldest    | 3 |
|   |   |   | 3 |   | H | laboratory building on the NIH campus. The       |   |
|   |   |   |   |   |   | facility was heavily contaminated with asbestos  |   |
|   |   |   |   |   |   | and laboratory chemicals following 66 years of   |   |
|   |   |   |   |   |   | continuous operation. The 80,000 GSF historic    |   |
|   |   |   |   |   |   | facility has been prepared for renovation that   |   |
|   |   |   |   |   |   | respects the historic designation.               |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | N | NIH approved its FY 2008 Buildings and           | Q |
| . | . | . | . | . | I | Facilities budget request, consistent with the   | 3 |
| 0 | 0 | 0 | 0 | 0 | H | Department's Real Property Asset Management Plan |   |
|   |   |   |   |   |   | (RAMP), and submitted it to DHHS for review.     |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | N | Complete construction of a visitor security      | Q |
|   | . |   |   |   | I | screening facility (12,325 GSF), an underground  | 3 |
|   | 1 |   |   |   | H | parking garage for 350 cars (118,334 GSF), and   |   |
|   |   |   |   |   |   | visitor car security inspection station (8,377   |   |
|   |   |   |   |   |   | GSF). This new facility will provide a central   |   |
|   |   |   |   |   |   | location next to a bus and subway station for    |   |
|   |   |   |   |   |   | welcoming and security screening of visitors to  |   |
|   |   |   |   |   |   | the NIH.                                         |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 |   |   | N | Complete design for Phase II of a major          | Q |
|   | . | . |   |   | I | laboratory facility devoted to the               | 3 |
|   | 1 | 3 |   |   | H | neurosciences. The phase II design for 315,000   |   |
|   |   |   |   |   |   | GSF will complete the facility that will serve   |   |
|   |   |   |   |   |   | as a national focus for basic research on        |   |
|   |   |   |   |   |   | biology and diseases of the brain and nervous    |   |
|   |   |   |   |   |   | system. The lab facility will integrate          |   |
|   |   |   |   |   |   | significant sustainable design features          |   |
|   |   |   |   |   |   | including chilled beam technology for improved   |   |
|   |   |   |   |   |   | energy efficiency. (Phase I plus Phase II =      |   |
|   |   |   |   |   |   | 600,000 GSF)                                     |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   | 3 |   |   | 1 | OFMP develop Departmental electric metering      | Q |
|   |   | . |   |   | H | implementation strategy. Deliverable: Guidance   | 4 |
|   |   | 2 |   |   | H | document delivered to OPDIVs.                    |   |
|   |   |   |   |   | S |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Each OPDIV determine average operating cost/SF.  | Q |
|   |   | . |   |   | H |                                                  | 4 |
|   |   | 2 |   |   | H |                                                  |   |
|   |   |   |   |   | S |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Department study O&M best practice alternatives  | Q |
|   |   | . |   |   | H | to consider for implementation, in consultation  | 4 |
|   |   | 2 |   |   | H | with OPDIVs. Deliverable: Best practices report  |   |
|   |   |   |   |   | S | and recommendations.                             |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 |   |   | 1 | Using comparative statistics (as published by    | Q |
|   | . | . |   |   | H | professional real estate membership groups and   | 4 |
|   | 3 | 0 |   |   | H | other available resources), validate that lease  |   |
|   |   |   |   |   | S | rates (for both direct leases and GSA            |   |
|   |   |   |   |   |   | assignments) are reflective of local market      |   |
|   |   |   |   |   |   | conditions. Deliverable: Rate comparison for new |   |
|   |   |   |   |   |   | 06-07 leases.                                    |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | 1 | Complete the final three year timeline with date | Q |
| . | . | . | . | . | H | certain deadlines and FY08 actions. Deliverable: | 4 |
| 0 | 0 | 0 | 0 | 0 | H | Three year timeline.                             |   |
|   |   |   |   |   | S |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
| 1 |   |   |   |   | 1 | Develop course outline for HHS Facilities        | Q |
| . |   |   |   |   | H | Program Management course and contractor SOW for | 4 |
| 1 |   |   |   |   | H | course development. Deliverable: Awarded course  |   |
| \ |   |   |   |   | S | development Task Order.                          |   |
| 1 |   |   |   |   |   |                                                  |   |
| . |   |   |   |   |   |                                                  |   |
| 2 |   |   |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Each landholding OPDIV develop minimum of one    | Q |
|   |   | . |   |   | H | Sustainable Design (SD) construction project by  | 4 |
|   |   | 3 |   |   | H | 2008. Deliverable: Facilities Project Approval   |   |
|   |   |   |   |   | S | Agreements (FPAA) from each landholding OPDIV    |   |
|   |   |   |   |   |   | for a 2008 SD project.                           |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Draft Life Cycle Cost Analysis (LCCA) tool for   | Q |
|   |   | . |   |   | H | OPDIV review. Deliverable: Draft tool issued to  | 4 |
|   |   | 4 |   |   | H | OPDIVs.                                          |   |
|   |   |   |   |   | S |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | 1 | Improve condition of poorly performing assets:   | Q |
|   |   |   | . |   | H | By 4Q06 develop list of facilities to be         | 4 |
|   |   |   | 3 |   | H | replaced in 2008 or earlier. HHS Budget          |   |
|   |   |   |   |   | S | submission to OMB reflects replacement           |   |
|   |   |   |   |   |   | plan---each project FY 08 and prior has          |   |
|   |   |   |   |   |   | measurable delivery milestones. Deliverable: HHS |   |
|   |   |   |   |   |   | Budget Submission to OMB, including FPAAs. See   |   |
|   |   |   |   |   |   | Appendices 4 and 5 for milestones on submitted   |   |
|   |   |   |   |   |   | projects.                                        |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | 1 | Develop overall gradual CI improvement strategy  | Q |
|   |   |   | . |   | H | via rollup of OPDIV data and consistent with     | 4 |
|   |   |   | 3 |   | H | budget decisions made by HHS for FY 08, with CI  |   |
|   |   |   |   |   | S | expressed both as annual % of constructed assets |   |
|   |   |   |   |   |   | with CI 90 and under, and as overall portfolio   |   |
|   |   |   |   |   |   | condition at the aggregate (Departmental) level. |   |
|   |   |   |   |   |   | Deliverable: Gradual CI improvement strategy.    |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   |   | 5 | 1 | Transmit data call instructions and guidance for | Q |
|   |   |   |   | . | H | OPDIV December 1 submission of Q1 FY 07 Federal  | 4 |
|   |   |   |   | 0 | H | Real Property Profile (FRPP) reporting           |   |
|   |   |   |   | \ | S | requirements.                                    |   |
|   |   |   |   | 5 |   |                                                  |   |
|   |   |   |   | . |   |                                                  |   |
|   |   |   |   | 2 |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   |   | 5 | 1 | Incorporate the 2006 Federal Real Property       | Q |
|   |   |   |   | . | H | Council Inventory Guidance into the HHS asset    | 4 |
|   |   |   |   | 0 | H | management system, including the reporting of    |   |
|   |   |   |   | \ | S | disposal data element or, by September 1^st^,    |   |
|   |   |   |   | 5 |   | submit the required waiver request.              |   |
|   |   |   |   | . |   |                                                  |   |
|   |   |   |   | 2 |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | 1 | Submit prioritized OPDIV FY budget requests for  | Q |
|   | . | . | . |   | H | new construction, improvements, and major        | 4 |
|   | 0 | 0 | 0 |   | H | repairs to the Secretary's Budget Council with   |   |
|   |   |   |   |   | S | recommended approval based on the justification  |   |
|   |   |   |   |   |   | that these projects are consistent with the HHS  |   |
|   |   |   |   |   |   | strategic plan and Real Property Asset           |   |
|   |   |   |   |   |   | Management Plan (RAMP), and performance measures |   |
|   |   |   |   |   |   | established by the Federal Real Property Council |   |
|   |   |   |   |   |   | (FRPC). Deliverable: Requests and                |   |
|   |   |   |   |   |   | recommendations.                                 |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | 1 | Continue evaluation of RAMP activities to        | Q |
| . | . | . | . | . | H | identify required actions for improvement and    | 4 |
| 0 | 0 | 0 | 0 | 0 | H | provide needed guidance/direction to OPDIV       |   |
|   |   |   |   |   | S | management officials and Facility Directors      |   |
|   |   |   |   |   |   | during the monthly HHS management forum and      |   |
|   |   |   |   |   |   | quarterly Facility Director Meetings.            |   |
|   |   |   |   |   |   | Deliverable: Required improvement actions        |   |
|   |   |   |   |   |   | report.                                          |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Establish Leased Space Program (LSP) performance | Q |
|   | . |   |   |   | H | measures and provide implementing guidance.      | 4 |
|   | 2 |   |   |   | H |                                                  |   |
|   | \ |   |   |   | S |                                                  |   |
|   | 2 |   |   |   |   |                                                  |   |
|   | . |   |   |   |   |                                                  |   |
|   | 3 |   |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Implement over-utilized/under-utilized measures. | Q |
|   | . |   |   |   | H | Each OPDIV identify all facilities more than 10% | 4 |
|   | 2 |   |   |   | H | over utilized or 10% underutilized. Deliverable: |   |
|   |   |   |   |   | S | Utilization assessments. Deliverable:            |   |
|   |   |   |   |   |   | Implementation guidance.                         |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Starting in FY08 budget cycle, documentation for | Q |
|   | . |   |   |   | H | facility construction projects over \$1 million  | 4 |
|   | 2 |   |   |   | H | shall address overall utilization rates as a     |   |
|   |   |   |   |   | S | ratio of occupied to total space in a facility   |   |
|   |   |   |   |   |   | as currently defined in the RAMP. Deliverable:   |   |
|   |   |   |   |   |   | Budget Documentation.                            |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | 1 | OPDIVs begin data review to identify potential   | Q |
|   | . |   |   |   | H | 2007 disposal and consolidation opportunities    | 4 |
|   | 3 |   |   |   | H | through application of the disposal decision     |   |
|   | \ |   |   |   | S | tree criteria to holdings at the constructed     |   |
|   | 2 |   |   |   |   | asset level. Deliverable: HQ memorandum          |   |
|   | . |   |   |   |   | requesting data review.                          |   |
|   | 4 |   |   |   |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Atlanta, GA Roybal Campus: Complete demolition   | Q |
|   | . | . | . |   | D | of Bldgs 7, 8, 9, 11; projected O&M cost savings | 4 |
|   | 4 | 0 | 0 |   | C | of \$2.1Mil.                                     |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | C | Atlanta, GA Roybal Campus: Complete Bldg 16 fire | Q |
|   |   |   | . |   | D | suppression system                               | 4 |
|   |   |   | 3 |   | C |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Atlanta, GA Roybal Campus: Complete demolition   | Q |
|   | . | . | . |   | D | of Bldgs 4 and 5; projected O&M cost savings of  | 4 |
|   | 4 | 0 | 0 |   | C | \$1.1Mil.                                        |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | C | Complete design for security installation of     | Q |
|   |   |   | . |   | D | multiple optical turnstile and TDAR units,       | 4 |
|   |   |   | 3 |   | C | Roybal: Bldgs 47, 17, 18, 19, & 21, and Chamblee |   |
|   |   |   |   |   |   | Bldgs 103, 105, 110.                             |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 |   |   | C | Atlanta, GA; Leased Sites: Executive Park 6      | Q |
|   | . | . |   |   | D | lease terminated and staff consolidated into     | 4 |
|   | 3 | 0 |   |   | C | space Koger, Chamblee, Roybal, and Executive     |   |
|   |   |   |   |   |   | Park 12. Final termination 9/30/06.              |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Cincinnati, OH; Cincinnati: Initiate planning,   | Q |
|   | . | . | . |   | D | NEPA and potential site analysis for identifying | 4 |
|   | 0 | 0 | 0 |   | C | and purchasing a site with the objective to      |   |
|   |   |   |   |   |   | consolidate from multiple antiquated laboratory  |   |
|   |   |   |   |   |   | buildings into one.                              |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | F | Winchester, MA; Winchester Engineering and       | Q |
|   |   |   | . |   | D | Analytical Center (WEAC): Abate asbestos         | 4 |
|   |   |   | 3 |   | A | containing materials identified as damaged and   |   |
|   |   |   |   |   |   | friable under the Asbestos O&M Program, which    |   |
|   |   |   |   |   |   | will also contribute to correcting related       |   |
|   |   |   |   |   |   | Facility Condition Index (FCI) deficiencies.     |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   |   |   | 4 |   | I | The Yukon-Kuskokwim Delta Regional Hospital,     | Q |
|   |   |   | . |   | H | Bethel; Remodeling OB department. Complete       | 4 |
|   |   |   | 3 |   | S | Design.                                          |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | I | PIMC SE ACC Chandler, AZ; Part of the Phoenix    | Q |
|   | . |   |   |   | H | Indian Medical Center System. Complete the site  | 4 |
|   | 1 |   |   |   | S | selection evaluation report and enter into an    |   |
|   |   |   |   |   |   | agreement with the tribe to design and construct |   |
|   |   |   |   |   |   | the new health center.                           |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Hospital Barrow, AK; Replacement of the 1965     | Q |
|   | . | . | . |   | H | wood frame hospital. Complete planning           | 4 |
|   | 1 | 0 | 0 |   | S | documentation and start design.                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Health Center Eagle Butte, SD; Replacement of a  | Q |
|   | . | . | . |   | H | 27 bed hospital and provide quarters for staff.  | 4 |
|   | 1 | 0 | 0 |   | S | Complete planning documentation.                 |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Health Center Kayenta, AZ; Replaces a small      | Q |
|   | . | . | . |   | H | health center built in 1959 and provides         | 4 |
|   | 1 | 0 | 0 |   | S | quarters for staff. Complete planning            |   |
|   |   |   |   |   |   | documentation.                                   |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Hospital San Carlos, AZ; Replacement of a        | Q |
|   | . | . | . |   | H | hospital built in 1964. Complete planning        | 4 |
|   | 1 | 0 | 0 |   | S | documentation.                                   |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Quarters Ft. Belknap, MT; Provide staff quarters | Q |
|   | . | . | . |   | H | for two health centers built five years ago.     | 4 |
|   | 1 | 0 | 0 |   | S | Complete planning and begin design.              |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | I | Transfer (disposal) of facilities to the tribal  | Q |
|   | . |   |   |   | H | organization at PHS Indian Hospital, Cherokee,   | 4 |
|   | 4 |   |   |   | S | NC.                                              |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Complete the project prioritization and approval | Q |
|   | . | . | . |   | I | for funding in FY2008 for the following two      | 4 |
|   | 1 | 0 | 0 |   | H | projects:                                        |   |
|   |   |   |   |   |   |                                                  |   |
|   |   |   |   |   |   | -   Expansion of the existing PET facility in    |   |
|   |   |   |   |   |   |     Building 10 to incorporate a new clean       |   |
|   |   |   |   |   |   |     environment that meets the FDA guidelines    |   |
|   |   |   |   |   |   |     for the "current good manufacturing          |   |
|   |   |   |   |   |   |     practice" (CGMP) and a new radio-chemistry   |   |
|   |   |   |   |   |   |     lab to support the PET program.              |   |
|   |   |   |   |   |   |                                                  |   |
|   |   |   |   |   |   | -   Construction of new research lab to house    |   |
|   |   |   |   |   |   |     the expanding molecular imaging research by  |   |
|   |   |   |   |   |   |     national Institute of Mental Health.         |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | N | Complete a Research Utilization Rate study       | Q |
|   | . |   |   |   | I | examining current space utilization within NIH   | 4 |
|   | 2 |   |   |   | H | laboratories and establishing a working standard |   |
|   |   |   |   |   |   | for new NIH laboratory space.                    |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Develop a project prioritization model and       | Q |
|   | . | . | . |   | I | approval process for R&I projects that takes     | 4 |
|   | 0 | 0 | 0 |   | H | into account FRPC performance metrics such as    |   |
|   |   |   |   |   |   | Operating Cost, Mission Dependency, and          |   |
|   |   |   |   |   |   | Condition Index.                                 |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Complete activation of Building 33, C.W. Bill    | Q |
|   | . | . | . |   | I | Young Center, a 150,000 GSF high containment     | 4 |
|   | 1 | 0 | 0 |   | H | laboratory facility.                             |   |
|   |   |   |   |   |   |                                                  |   |
|   |   |   |   |   |   | The facility will expand research programs to    |   |
|   |   |   |   |   |   | help develop new and improved diagnostics,       |   |
|   |   |   |   |   |   | vaccines and treatments for diseases caused by   |   |
|   |   |   |   |   |   | naturally occurring infectious agents as well as |   |
|   |   |   |   |   |   | infectious agents that may be intentionally      |   |
|   |   |   |   |   |   | released into civilian population. The new       |   |
|   |   |   |   |   |   | facility will consolidate related research       |   |
|   |   |   |   |   |   | currently spread among different locations and   |   |
|   |   |   |   |   |   | new programs into a single dedicated facility    |   |
|   |   |   |   |   |   | promoting scientific collaborations.             |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 |   |   | P | Rockville, MD: Renovations for consolidation at  | Q |
|   | . | . |   |   | S | the Tower Building, 1101 Wootton Parkway for     | 4 |
|   | 2 | 0 |   |   | C | OPHS for 5,116 USF. Construction complete. The   |   |
|   |   |   |   |   |   | benefits of this renovation will result in       |   |
|   |   |   |   |   |   | improved office and related space utilization    |   |
|   |   |   |   |   |   | using open floor plans and space configurations. |   |
|   |   |   |   |   |   | By utilizing more efficient and flexible         |   |
|   |   |   |   |   |   | workspace planning, the result is improved space |   |
|   |   |   |   |   |   | utilization.                                     |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | P | Miami, Florida: Ongoing lease expansion to GSA   | Q |
|   | . |   |   |   | S | Lease GS-04B-45809 for HHS Office of Medicare    | 4 |
|   | 0 |   |   |   | C | Hearings and Appeals (OMHA) Southern Field       |   |
|   | \ |   |   |   |   | Office, 100 SE 2nd Street, Suite 1700, Miami,    |   |
|   | 2 |   |   |   |   | FL. Expansion of 6,237 USF to existing office    |   |
|   | . |   |   |   |   | space, expansion space substantial completion    |   |
|   | 2 |   |   |   |   | date estimated 9/08/06. Expansion is required to |   |
|   |   |   |   |   |   | satisfy increased OMHA staffing levels.          |   |
+---+---+---+---+---+---+--------------------------------------------------+---+

+---+---+---+---+---+---+-------------------------------------------------+---+
| \ | \ | * | * | \ |   |                                                 |   |
| - | - | * | * | - |   |                                                 |   |
| \ | \ | R | h | \ |   |                                                 |   |
| - | - | i | t | - |   |                                                 |   |
| \ | \ | g | * | \ |   |                                                 |   |
| - | - | * | * | - |   |                                                 |   |
| \ | \ | * | \ | \ |   |                                                 |   |
| - | - |   | - | - |   |                                                 |   |
| - | - |   | - | - |   |                                                 |   |
+===+===+===+===+===+===+=================================================+===+
| > | > | > | > | > | > | **Year 2 -- FY 2007\                            | * |
|   |   |   |   |   |   | Milestone**                                     | * |
| * | * | * | * | * | * |                                                 | D |
| * | * | * | * | * | * |                                                 | u |
| 1 | 2 | 3 | 4 | 5 | O |                                                 | e |
| - | - | - | - | - | P |                                                 | D |
| H | S | C | C | D | D |                                                 | a |
| R | i | o | o | a | I |                                                 | t |
| * | z | s | n | t | V |                                                 | e |
| * | e | t | d | a | * |                                                 | * |
|   | * | * | * | * | * |                                                 | * |
|   | * | * | * | * |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 |   |   |   |   | 1 | OPDIVs establish minimum technical, leadership, | Q |
| . |   |   |   |   | H | and communication training requirements and     | 1 |
| 1 |   |   |   |   | H | objectives for RPAM personnel. Transmit         |   |
| \ |   |   |   |   | S | requirement and objective report to contractor  |   |
| 1 |   |   |   |   |   | for incorporation into Program Management       |   |
| . |   |   |   |   |   | course. Deliverable: Report incorporating OPDIV |   |
| 2 |   |   |   |   |   | Training and Objectives in the HHS Facilities   |   |
|   |   |   |   |   |   | Program Management course which will train a    |   |
|   |   |   |   |   |   | minimum of 60 staff by the end of 4Q07.         |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   | 5 | 1 | OPDIVs submit FRPC operating cost data for      | Q |
|   |   | . |   | . | H | FY06. Deliverable: ARIS input to GSA FRPP       | 1 |
|   |   | 2 |   | 0 | H | database.                                       |   |
|   |   |   |   |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   |   | 1 | Review findings from benchmarking activities to | Q |
|   | . | . |   |   | H | identify applicability of a new performance     | 1 |
|   | 2 | 0 |   |   | H | measure for the LSP to reduce costs.            |   |
|   | \ |   |   |   | S | Deliverable: Report of findings.                |   |
|   | 2 |   |   |   |   |                                                 |   |
|   | . |   |   |   |   |                                                 |   |
|   | 3 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | 1 | OPDIVs develop electric metering plans that     | Q |
|   |   | . |   |   | H | meet the minimum implementation goals           | 1 |
|   |   | 2 |   |   | H | established by HHS.  Deliverable: OPDIV         |   |
|   |   |   |   |   | S | implementation plan with fiscal year specific   |   |
|   |   |   |   |   |   | milestones.                                     |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 | 5 | 1 | Each landholding OPDIV must annually maintain   | Q |
|   |   |   | . | . | H | and report a CI for each owned constructed      | 1 |
|   |   |   | 3 | 0 | H | asset that the OPDIV owns (began 1Q06 and to    |   |
|   |   |   |   | \ | S | continue each 1Q thereafter). For purposes of   |   |
|   |   |   |   | 5 |   | determining CI, OPDIVs are required to perform  |   |
|   |   |   |   | . |   | a visual assessment of each owned constructed   |   |
|   |   |   |   | 1 |   | asset at a frequency of no greater than five    |   |
|   |   |   |   | \ |   | years. In the off-years of the visual           |   |
|   |   |   |   | 5 |   | assessment cycle the CI is to be calculated by  |   |
|   |   |   |   | . |   | way of a desk-top assessment. Deliverable:      |   |
|   |   |   |   | 2 |   | OPDIVs enter new CI's in data system for import |   |
|   |   |   |   |   |   | into ARIS and FRPP databases. OPDIV upload to   |   |
|   |   |   |   |   |   | ARIS and FRPP.                                  |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   |   | 5 | 1 | OPDIVs certify the accuracy and completeness of | Q |
|   |   |   |   | . | H | portfolio data in the ARIS. Deliverable: An     | 1 |
|   |   |   |   | 0 | H | accurate, complete transmission of the ARIS     |   |
|   |   |   |   | \ | S | database to GSA for inclusion in the FRPP on    |   |
|   |   |   |   | 5 |   | December 1. (Reminder: 2006 Disposal data       |   |
|   |   |   |   | . |   | reporting requirement).                         |   |
|   |   |   |   | 1 |   |                                                 |   |
|   |   |   |   | \ |   |                                                 |   |
|   |   |   |   | 5 |   |                                                 |   |
|   |   |   |   | . |   |                                                 |   |
|   |   |   |   | 2 |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 | 5 | 1 | OFMP reviews ARIS data against FY2006 baseline, | Q |
|   | . | . | 3 | . | H | previous budget guidance and budget requests to | 1 |
|   | 0 | 2 |   | 0 | H | determine progress relative to metrics; *i.e.*, |   |
|   |   |   |   | \ | S | improving condition, reducing operating cost    |   |
|   |   |   |   | 5 |   | and right-sizing portfolio. OFMP considers      |   |
|   |   |   |   | . |   | whether modifications/upgrades to the database  |   |
|   |   |   |   | 1 |   | are needed to increase it's usefulness as a     |   |
|   |   |   |   | \ |   | real property management tool. Deliverable --   |   |
|   |   |   |   | 5 |   | As part of the 1Q07 Facilities Scorecard rating |   |
|   |   |   |   | . |   | process, OFMP rates OPDIVs progress against     |   |
|   |   |   |   | 2 |   | their FY06 and 07 project plans.                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | 1 | Complete a revision of the HHS Real Property    | Q |
| . | . | . | . | . | H | Asset Management Plan to include an evolution   | 1 |
| 0 | 0 | 0 | 0 | 0 | H | of HHS Asset Management processes since the     |   |
|   |   |   |   |   | S | initial plan and to incorporate OMB approved    |   |
|   |   |   |   |   |   | 3-Year Timeline reflecting right workforce,     |   |
|   |   |   |   |   |   | right size, right cost, right condition and     |   |
|   |   |   |   |   |   | right data activities. Deliverable: OMB         |   |
|   |   |   |   |   |   | approved FY 2007 HHS RAMP                       |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 |   |   |   |   | 1 | Complete real property HR improvement           | Q |
| . |   |   |   |   | H | implementation plan. Deliverable: Plan. (Note:  | 1 |
| 1 |   |   |   |   | H | Plan will establish key date-certain milestones |   |
| \ |   |   |   |   | S | for FY 08-10.)                                  |   |
| 1 |   |   |   |   |   |                                                 |   |
| . |   |   |   |   |   |                                                 |   |
| 2 |   |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | 1 | Develop and conduct workshops to inform HHS's   | Q |
|   | . | . | . |   | H | nation-wide realty staff on working with GSA to | 1 |
|   | 3 | 0 | 0 |   | H | ensure right amount of space, delivered at the  |   |
|   |   |   |   |   | S | right time and at the right cost.               |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Determine excess properties. Deliverable: OPDIV | Q |
|   | . |   |   |   | H | Excess property list.                           | 1 |
|   | 4 |   |   |   | H |                                                 |   |
|   |   |   |   |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   | 5 | 1 | Report the assets that exited the HHS portfolio | Q |
|   | . |   |   | . | H | of assets by 9/30/06 either to the FRPP or, if  | 1 |
|   | 0 |   |   | 0 | H | approved for a waiver, through the waiver       |   |
|   | \ |   |   |   | S | process template.                               |   |
|   | 2 |   |   |   |   |                                                 |   |
|   | . |   |   |   |   |                                                 |   |
|   | 5 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   | 5 | 1 | Report the total number of assets that will     | Q |
|   | . |   |   | . | H | exit the HHS portfolio of assets by 9/30/07.    | 1 |
|   | 0 |   |   | 0 | H |                                                 |   |
|   | \ |   |   |   | S |                                                 |   |
|   | 2 |   |   |   |   |                                                 |   |
|   | . |   |   |   |   |                                                 |   |
|   | 5 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | C | Atlanta, GA; Roybal Campus: Complete blast      | Q |
|   |   |   | . |   | D | resistant glazing, Roybal 16.                   | 1 |
|   |   |   | 3 |   | C |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Fort Collins, CO; Fort Collins: Complete DVBID  | Q |
|   | . | . | . |   | D | Replacement Laboratory Project.  Start          | 1 |
|   | 1 | 0 | 0 |   | C | associated demolition of existing out-buildings |   |
|   |   |   |   |   |   | 1 through 6.                                    |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 | 4 |   | I | The Yukon-Kuskokwim Delta Regional Hospital,    | Q |
|   |   | . | . |   | H | Bethel; Remodeling OB department. Begin         | 1 |
|   |   | 0 | 0 |   | S | Construction.                                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Health Center Sisseton, SD; Replacement of a    | Q |
|   | . | . | . |   | H | hospital built in 1936. Complete construction   | 1 |
|   | 1 | 0 | 0 |   | S | of 84,921 SF.                                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Health Center Red Mesa, AZ; Replacement of a    | Q |
|   | . | . | . |   | H | health service contract with a 24 hour          | 1 |
|   | 1 | 0 | 0 |   | S | healthcare facility. Complete construction of   |   |
|   |   |   |   |   |   | 118,039 SF.                                     |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Health Center Clinton, OK; Replacement of a     | Q |
|   | . | . | . |   | H | complex of 15 buildings from 1930. Complete     | 1 |
|   | 1 | 0 | 0 |   | S | construction of the new facility.               |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 | 4 |   | I | Clinic New Town, ND; Quarters and Clinic        | Q |
|   |   | . | . |   | H | improvements, Complete construction.            | 1 |
|   |   | 0 | 0 |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | N | Complete the design of CRC atrium safety        | Q |
|   |   |   | . |   | I | barrier and proceed with the construction.      | 1 |
|   |   |   | 0 |   | H |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Apply project prioritization model and approval | Q |
|   | . | . | . |   | I | process to FY2007 R&I IC renovation project     | 1 |
|   | 0 | 0 | 0 |   | H | requests determining those projects that will   |   |
|   |   |   |   |   |   | be funded with FY2007 R&I funds.                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Complete the design and produce construction    | Q |
|   | . | . | . |   | I | documents incorporating appropriate elements of | 1 |
|   | 1 | 0 | 0 |   | H | sustainable design for VEC-SCSU: Begin          |   |
|   |   |   |   |   |   | construction.                                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Complete demolition of Building 36 on the       | Q |
|   | . | . | . |   | I | Bethesda Campus.                                | 1 |
|   | 4 | 0 | 0 |   | H |                                                 |   |
|   |   |   |   |   |   | This will remove 250,000 GSF of contaminated    |   |
|   |   |   |   |   |   | laboratory facility that has exceeded its       |   |
|   |   |   |   |   |   | useful life and make space available for        |   |
|   |   |   |   |   |   | completion of the National (John Edward Porter) |   |
|   |   |   |   |   |   | Neuroscience Research Center.                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Complete construction of a Commercial Vehicle   | Q |
|   | . | . | . |   | I | Inspection Station to perform thorough and      | 1 |
|   | 1 | 0 | 0 |   | H | efficient inspection of delivery trucks and     |   |
|   |   |   |   |   |   | other commercial vehicles to the NIH campus.    |   |
|   |   |   |   |   |   | This activity will keep un-inspected materials  |   |
|   |   |   |   |   |   | outside of the perimeter fence, provide more    |   |
|   |   |   |   |   |   | efficient processing of materials into the      |   |
|   |   |   |   |   |   | campus, and reduce disruption affecting the     |   |
|   |   |   |   |   |   | nearby residential community.                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Complete construction of Integrated Research    | Q |
|   | . | . | . |   | I | Facility (IRF) at the Rocky Mountain            | 1 |
|   | 1 | 0 | 0 |   | H | Laboratories (RML), Hamilton, Montana           |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | The new high containment facility will provide  |   |
|   |   |   |   |   |   | a 105,000 GSF of BSL- 2, 3, & 4 laboratories,   |   |
|   |   |   |   |   |   | and animal holding space to support activities  |   |
|   |   |   |   |   |   | related to countering potential biological,     |   |
|   |   |   |   |   |   | disease, and chemical threats to civilian       |   |
|   |   |   |   |   |   | populations.                                    |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   |   | P | Rockville, Maryland: Congressional Approval of  | Q |
|   | . | . |   |   | S | GSA Prospectus for HHS Parklawn Building        | 1 |
|   | 3 | 0 |   |   | C | Replacement lease (5600 Fishers Lane, Rockville |   |
|   |   |   |   |   |   | MD 20857) and subsequent lease procurement.     |   |
|   |   |   |   |   |   | Estimated 10/23/06.                             |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | P | Arlington, Virginia: Ongoing lease expansion to | Q |
|   | . |   |   |   | S | GSA Lease GS-11B-01801 for HHS Office of        | 1 |
|   | 2 |   |   |   | C | Medicare Hearings and Appeals (OMHA             |   |
|   | \ |   |   |   |   | )Mid-Atlantic Field Office and Headquarters,    |   |
|   | 2 |   |   |   |   | 1700 N. Moore St., Suite 1600, Arlington, VA.   |   |
|   | . |   |   |   |   | Lease expansion of 8,292 USF to existing office |   |
|   | 3 |   |   |   |   | space, expansion space substantial completion   |   |
|   |   |   |   |   |   | date estimated 12/11/06.                        |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | P | Washington, DC: Ongoing lease expansion to GSA  | Q |
|   | . |   |   |   | S | Lease GS-11B-01513 for U.S. Public Health       | 1 |
|   | 2 |   |   |   | C | Service (PHS) Commissioned Corps officers       |   |
|   | \ |   |   |   |   | assigned to the Division of Immigration Health  |   |
|   | 2 |   |   |   |   | Services (DIHS). Lease expansion of 2,415 USF   |   |
|   | . |   |   |   |   | to existing office space. Expansion space       |   |
|   | 3 |   |   |   |   | substantial completion date estimated 12/15/06. |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Health Center Eagle Butte, SD; Replacement of a | Q |
|   | . | . | . |   | H | 27 bed hospital and provide quarters for staff. | 1 |
|   | 1 | 0 | 0 |   | S | Complete design, begin construction             | / |
|   |   |   |   |   |   |                                                 | Q |
|   |   |   |   |   |   |                                                 | 2 |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 |   |   |   |   | 1 | Contractor rough HHS Facilities Program         | Q |
| . |   |   |   |   | H | Management course ready for first prototype     | 2 |
| 1 |   |   |   |   | H | course presentation. Deliverable: Draft course  |   |
| \ |   |   |   |   | S | materials**.**                                  |   |
| 1 |   |   |   |   |   |                                                 |   |
| . |   |   |   |   |   |                                                 |   |
| 2 |   |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 |   |   |   |   | 1 | Initiate cross-OPDIV developmental assignments  | Q |
| . |   |   |   |   | H | (at least two individuals). Deliverable:        | 2 |
| 1 |   |   |   |   | H | Evidence of cross-OPDIV/HHS developmental       |   |
| \ |   |   |   |   | S | assignments.                                    |   |
| 1 |   |   |   |   |   |                                                 |   |
| . |   |   |   |   |   |                                                 |   |
| 2 |   |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 | 5 | 1 | Department analyzes FRPC data, including        | Q |
|   | . | . | . | . | H | sustainment funding reports, and issues         | 2 |
|   | 0 | 0 | 0 | 0 | H | pre-budget guidance for FY09                    |   |
|   |   |   |   |   | S |                                                 |   |
|   |   |   |   |   |   | -   incorporating best practices strategies (or |   |
|   |   |   |   |   |   |     reduction goals) and metering requirements, |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | -   encouraging a mix of divestitures,          |   |
|   |   |   |   |   |   |     consolidations and capital improvements,    |   |
|   |   |   |   |   |   |     taking into account the CI goals and        |   |
|   |   |   |   |   |   |     milestones established the previous year.   |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | (As an ongoing action item, OFMP considers any  |   |
|   |   |   |   |   |   | improvements needed to the database to increase |   |
|   |   |   |   |   |   | it's usefulness as a real property management   |   |
|   |   |   |   |   |   | tool.)                                          |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | Deliverable: Pre-budget guidance                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Develop Departmental policy and implementation  | Q |
|   |   | . |   |   | H | strategy to achieve high-performance federal    | 2 |
|   |   | 3 |   |   | H | buildings incorporating sustainable design      |   |
|   |   |   |   |   | S | principles. Deliverable: Policy and             |   |
|   |   |   |   |   |   | Implementation Strategy                         |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | 1 | To achieve better life cycle cost analysis      | Q |
|   |   | . |   |   | H | methodology, issue final Departmental Life      | 2 |
|   |   | 4 |   |   | H | Cycle Cost Analysis tool. Deliverable: Tool     |   |
|   |   |   |   |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   |   | 1 | If applicable, develop draft new LSP            | Q |
|   | . | . |   |   | H | performance measure to reduce lease costs.      | 2 |
|   | 2 | 0 |   |   | H | Deliverable: Draft new LSP performance measure. |   |
|   | \ |   |   |   | S |                                                 |   |
|   | 2 |   |   |   |   |                                                 |   |
|   | . |   |   |   |   |                                                 |   |
|   | 3 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | 1 | OPDIVs refine reporting ability to track        | Q |
|   |   |   | . |   | H | sustainment funding and report funding to       | 2 |
|   |   |   | 2 |   | H | Capital Investment Review Board (CIRB).         |   |
|   |   |   |   |   | S | Deliverable: Sustainment funding sources,       |   |
|   |   |   |   |   |   | amounts, evidence that sustainment is fully     |   |
|   |   |   |   |   |   | funded assuring asset condition does not        |   |
|   |   |   |   |   |   | degrade from current condition.                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 | 5 | 1 | OFMP reviews ARIS data against FY2006 baseline  | Q |
|   | . | . | 3 | . | H | and actual progress for purposes of developing  | 2 |
|   | 0 | 2 |   | 0 | H | pre-budget guidance for FY09. Trending data     |   |
|   |   |   |   | \ | S | collected will include:                         |   |
|   |   |   |   | 5 |   |                                                 |   |
|   |   |   |   | . |   | -   Summary Operating Cost per square foot of   |   |
|   |   |   |   | 1 |   |     building, at both the HHS and land-holding  |   |
|   |   |   |   | \ |   |     OPDIV level                                 |   |
|   |   |   |   | 5 |   |                                                 |   |
|   |   |   |   | . |   | -   Total Repair Needs of, and number of,       |   |
|   |   |   |   | 2 |   |     mission critical/dependent over-utilized    |   |
|   |   |   |   |   |   |     and utilized constructed assets with a CI   |   |
|   |   |   |   |   |   |     \< 90 at both the HHS and land-holding      |   |
|   |   |   |   |   |   |     OPDIV level.                                |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | -   Utilization Distribution by OPDIV (% over   |   |
|   |   |   |   |   |   |     utilized, utilized, under utilized, not     |   |
|   |   |   |   |   |   |     utilized).                                  |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | -   Actual square footage, and Mission          |   |
|   |   |   |   |   |   |     Dependency, of assets disposed of in a      |   |
|   |   |   |   |   |   |     given year, at both the HHS and OPDIV       |   |
|   |   |   |   |   |   |     level.                                      |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | -   Average Condition Index of constructed      |   |
|   |   |   |   |   |   |     assets (buildings and structures) at both   |   |
|   |   |   |   |   |   |     the HHS and land-holding OPDIV level.       |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | -   Value of Repair Needs of constructed assets |   |
|   |   |   |   |   |   |     by Mission Dependency at both the HHS and   |   |
|   |   |   |   |   |   |     OPDIV level.                                |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | (Possible improvements to the database are      |   |
|   |   |   |   |   |   | considered.)                                    |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | Deliverable -- OFMP publishes FY09 O&M          |   |
|   |   |   |   |   |   | pre-budget guidance encouraging appropriate     |   |
|   |   |   |   |   |   | stewardship of assets through an integrated     |   |
|   |   |   |   |   |   | investment strategy based on size, cost and     |   |
|   |   |   |   |   |   | condition metrics.                              |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 | 5 | 1 | Initiate quarterly analysis of trending data to | Q |
|   | . | . | 3 | . | H | determine progress relative to metrics (        | 2 |
|   | 0 | 2 |   | 0 | H | *i.e.*, improving condition, reducing operating |   |
|   |   |   |   | \ | S | cost and right-sizing portfolio) to determine   |   |
|   |   |   |   | 5 |   | re-prioritizing required in OPDIV 5-Year Plan   |   |
|   |   |   |   | . |   | (for FY07, FY08 and FY09 proposed projects).    |   |
|   |   |   |   | 1 |   | Deliverable: Progress Report of Priority        |   |
|   |   |   |   | \ |   | Actions and Anticipated Results in meeting      |   |
|   |   |   |   | 5 |   | facility condition, operating costs and right   |   |
|   |   |   |   | . |   | sizing goals.                                   |   |
|   |   |   |   | 2 |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Establish disposition schedule for each OPDIV.  | Q |
|   | . |   |   |   | H | Disposition list and schedule to be tracked as  | 2 |
|   | 4 |   |   |   | H | date-certain deliverables per EO 13327 and OMB  |   |
|   | \ |   |   |   | S | annual performance contract. Deliverable:       |   |
|   | 2 |   |   |   |   | Timeline with date-certain excessing milestones |   |
|   | . |   |   |   |   | not to exceed FY 2007 (Note - Repeat the        |   |
|   | 5 |   |   |   |   | candidate identification/Board review and       |   |
|   |   |   |   |   |   | approval activities, determination and          |   |
|   |   |   |   |   |   | disposition schedule cycle for each fiscal year |   |
|   |   |   |   |   |   | to update disposal list).                       |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Each OPDIV determine which facilities can       | Q |
|   | . |   |   |   | H | remain more than 10% over- or underutilized for | 2 |
|   | 2 |   |   |   | H | more than 1 calendar year *(written blanket     |   |
|   |   |   |   |   | S | justification required*) and which need to be   |   |
|   |   |   |   |   |   | included in consolidation plans, improved,      |   |
|   |   |   |   |   |   | replaced, or workplace adjusted. (NOTE:         |   |
|   |   |   |   |   |   | deviation from the utilization rate may be a    |   |
|   |   |   |   |   |   | result of a sudden programmatic change that can |   |
|   |   |   |   |   |   | cause a facility to be over-utilized or under   |   |
|   |   |   |   |   |   | utilized) Deliverable: OPDIV analyses.          |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Utilization improvement action plan (to be      | Q |
|   | . |   |   |   | H | reflected in FY09 budget request if needed).    | 2 |
|   | 2 |   |   |   | H | Deliverable: Action plan reflected in HHS's     |   |
|   |   |   |   |   | S | pre-budget guidance for FY09 budget requests.   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   |   | A | Washington, DC: As part of renovations to the   | Q |
|   | . | . |   |   | C | Aerospace Bldg., 370 L'Enfant Promenade, SW,    | 2 |
|   | 2 | 0 |   |   | F | ACF will consolidate/move staff from the Hubert |   |
|   |   |   |   |   |   | H. Humphrey Building, 300 Independence Ave.,    |   |
|   |   |   |   |   |   | SW. Improve utilization rate and save rent of   |   |
|   |   |   |   |   |   | approximately \$500,000 per year.               |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 | 4 |   | C | Atlanta, GA; Lawrenceville Campus: Complete     | Q |
|   |   | . | . |   | D | design and start renovation/modernization of    | 2 |
|   |   | 0 | 0 |   | C | Bldg A.                                         |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | C | Complete security installation of multiple      | Q |
|   |   |   | . |   | D | optical turnstile and TDAR units, Roybal: Bldgs | 2 |
|   |   |   | 3 |   | C | 47, 17, 18, 19, & 21, and Chamblee Bldgs 103,   |   |
|   |   |   |   |   |   | 105, 110.                                       |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Atlanta, GA; Lawrenceville Campus: Complete     | Q |
|   | . | . | . |   | D | design and start construction for Bldg B        | 2 |
|   | 1 | 0 | 0 |   | C | renovation and addition (cage washing and       |   |
|   |   |   |   |   |   | autoclave) -- approx. 3,800 SF, \$5.2 Mil.      |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 | 4 |   | F | Irvine, CA; Pacific Regional Laboratory: Solar  | Q |
|   |   | . | . |   | D | Heat Gain Study & Modifications to the          | 2 |
|   |   | 0 | 0 |   | A | Laboratory Building                             |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | PIMC SE ACC Chandler, AZ; Part of the Phoenix   | Q |
|   | . | . | . |   | H | Indian Medical Center System. Begin design of   | 2 |
|   | 1 | 0 | 0 |   | S | the new health center.                          |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | PIMC SW ACC Komatke, AZ; Part of the Phoenix    | Q |
|   | . | . | . |   | H | Indian Medical Center System. Begin             | 2 |
|   | 1 | 0 | 0 |   | S | construction of the new health center.          |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Health Center Clinton, OK; Replacement of a     | Q |
|   | . | . | . |   | H | complex of 15 buildings from 1930. Complete     | 2 |
|   | 1 | 0 | 0 |   | S | construction of the new facility (56,980 SF).   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Hospital San Carlos, AZ; Replacement of a       | Q |
|   | . | . | . |   | H | hospital built in 1964. Begin design.           | 2 |
|   | 1 | 0 | 0 |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Quarters Ft. Belknap, MT; Provide staff         | Q |
|   | . | . | . |   | H | quarters for two health centers built five      | 2 |
|   | 1 | 0 | 0 |   | S | years ago. Begin construction.                  |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | N | Continue with contract professional facility    | Q |
|   |   |   | . |   | I | assessments to define repairs that need to be   | 2 |
|   |   |   | 3 |   | H | corrected to improve the condition of research  |   |
|   |   |   |   |   |   | facilities at all NIH Sites.                    |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | Beginning in FY2007, a government team of       |   |
|   |   |   |   |   |   | engineers and architects will accompany the     |   |
|   |   |   |   |   |   | professional contract assessors as part of the  |   |
|   |   |   |   |   |   | team so that they can have a clear              |   |
|   |   |   |   |   |   | understanding of the deficiencies identified as |   |
|   |   |   |   |   |   | well as provide any in-house or background      |   |
|   |   |   |   |   |   | knowledge of know repairs in a given facility.  |   |
|   |   |   |   |   |   | As soon as the assessments are complete, the    |   |
|   |   |   |   |   |   | government team will develop the detailed scope |   |
|   |   |   |   |   |   | of work for the associated repairs projects     |   |
|   |   |   |   |   |   | which will more accurately address the          |   |
|   |   |   |   |   |   | deficiencies and building needs identified.     |   |
|   |   |   |   |   |   | This will save time and money by not needing    |   |
|   |   |   |   |   |   | the A/E firm develop a detailed scope of work   |   |
|   |   |   |   |   |   | for the project two or three years down the     |   |
|   |   |   |   |   |   | road. Projects, when approved for funding, can  |   |
|   |   |   |   |   |   | proceed immediately to design and ultimately to |   |
|   |   |   |   |   |   | construction/completion in a reduced amount of  |   |
|   |   |   |   |   |   | time.                                           |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   |   | N | Approve through Facilities Working Group the    | Q |
|   | . | . |   |   | I | FY2009-2014 Lease Space Plan outlining NIH's    | 2 |
|   | 2 | 0 |   |   | H | strategy for managing its lease space           |   |
|   | \ |   |   |   |   | portfolio, which includes the consolidation of  |   |
|   | 2 |   |   |   |   | leases and the adherence to space utilization   |   |
|   | . |   |   |   |   | rates policies.                                 |   |
|   | 3 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 |   |   |   |   | 1 | Conduct Facilities Program Management           | Q |
| . |   |   |   |   | H | Course(s)---train 60 management staff during FY | 3 |
| 1 |   |   |   |   | H | 07. HHS Facilities Program Management course    |   |
| \ |   |   |   |   | S | first formal course presentation. Deliverable:  |   |
| 1 |   |   |   |   |   | Attendance list, course assessment and course   |   |
| . |   |   |   |   |   | curriculum.                                     |   |
| 2 |   |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Utilize HHS Life Cycle Cost Analysis tool for   | Q |
|   |   | . |   |   | H | construction projects submitted in FY09 Budget  | 3 |
|   |   | 4 |   |   | H | cycle. Deliverable: FPAAs evidencing use of     |   |
|   |   |   |   |   | S | tool.                                           |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | 1 | OPDIVs submit FY09 budget requests providing    | Q |
| . | . | . | . | . | H | evidence that prebudget guidance will be        | 3 |
| 0 | 0 | 0 | 0 | 0 | H | implemented including                           |   |
|   |   |   |   |   | S |                                                 |   |
|   |   |   |   |   |   | -   identification of full sustainment funding  |   |
|   |   |   |   |   |   |     for the OPDIV's owned assets.               |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | -   adjusted CI goals and associated            |   |
|   |   |   |   |   |   |     date-certain milestones for budget          |   |
|   |   |   |   |   |   |     decisions made in FY 08 cycle and changes   |   |
|   |   |   |   |   |   |     in constructed asset conditions and         |   |
|   |   |   |   |   |   |     priorities.                                 |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | Deliverable: OPDIV budget submission, FPAAs and |   |
|   |   |   |   |   |   | 5-Year Plans, consistent with guidance and      |   |
|   |   |   |   |   |   | Operating Cost goals.                           |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | 1 | OPDIVs submit FY09 budget requests, adjust CI   | Q |
| . | . | . | . | . | H | goals and associated date-certain milestones    | 3 |
| 0 | 0 | 0 | 0 | 0 | H | for budget decisions made in FY 08 cycle and    |   |
|   |   |   |   |   | S | changes in constructed asset conditions and     |   |
|   |   |   |   |   |   | priorities. OPDIVs are held accountable for     |   |
|   |   |   |   |   |   | meeting milestones through the HHS-internal     |   |
|   |   |   |   |   |   | Quarterly OPDIV Scorecard process in which      |   |
|   |   |   |   |   |   | performance is measured in the same manner as   |   |
|   |   |   |   |   |   | OMB measures HHS for the PMA*.* Deliverable:    |   |
|   |   |   |   |   |   | OPDIV Budget Submissions, FPAAs and 5-Year      |   |
|   |   |   |   |   |   | Plans.                                          |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   |   | 1 | If approved by HHS Senior Real Property         | Q |
|   | . | . |   |   | H | Officer, issue Departmental guidance and        | 3 |
|   | 2 | 0 |   |   | H | implement new leasing performance measure.      |   |
|   | \ |   |   |   | S | Deliverable: Implementation guidance.           |   |
|   | 2 |   |   |   |   |                                                 |   |
|   | . |   |   |   |   |                                                 |   |
|   | 3 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Update the O&M Best Practices strategy by       | Q |
|   |   | . |   |   | H | providing status on the metering effort and     | 3 |
|   |   | 2 |   |   | H | providing strategies, with projected            |   |
|   |   |   |   |   | S | milestones, for implementation of Reliability   |   |
|   |   |   |   |   |   | Centered Maintenance and Predictive Testing and |   |
|   |   |   |   |   |   | Inspection Best Practices. Deliverable: Updated |   |
|   |   |   |   |   |   | Strategy Document.                              |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 | 5 | 1 | Quarterly review of data to determine progress  | Q |
|   | . | . | 3 | . | H | relative to metrics (*i.e.*, improving          | 3 |
|   | 0 | 2 |   | 0 | H | condition, reducing operating cost and          |   |
|   |   |   |   | \ | S | right-sizing portfolio) to determine            |   |
|   |   |   |   | 5 |   | re-prioritizing required in OPDIV 5-Year Plan   |   |
|   |   |   |   | . |   | (for FY07, FY08 and FY09 proposed projects).    |   |
|   |   |   |   | 1 |   | Deliverable: Progress Report Priority Actions   |   |
|   |   |   |   | \ |   | and Anticipated Results.                        |   |
|   |   |   |   | 5 |   |                                                 |   |
|   |   |   |   | . |   |                                                 |   |
|   |   |   |   | 2 |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Establish FY08 candidate property disposition   | Q |
|   | . |   |   |   | H | list (having applied and considered the results | 3 |
|   | 3 |   |   |   | H | of the disposal decision tree) and submit to    |   |
|   | \ |   |   |   | S | the Board for approval. Deliverable: Candidate  |   |
|   | 2 |   |   |   |   | list to consider for disposal.                  |   |
|   | . |   |   |   |   |                                                 |   |
|   | 4 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | 1 | Initiate analysis to establish a standard HHS   | Q |
| . | . | . | . | . | H | Post-Occupancy Evaluation (POE) set of minimum  | 3 |
| 0 | 0 | 0 | 0 | 0 | H | requirements that includes performance measures |   |
|   |   |   |   |   | S | based on pre-project planning tools and post    |   |
|   |   |   |   |   |   | occupancy evaluations already in place at the   |   |
|   |   |   |   |   |   | OPDIVs or identified through review of Federal  |   |
|   |   |   |   |   |   | and private industry best practices to ensure   |   |
|   |   |   |   |   |   | we get the right buildings at the right cost.   |   |
|   |   |   |   |   |   | Deliverable:  Draft of analysis report.         |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Maintain Green Scorecard status by providing    | Q |
|   | . |   |   |   | H | OMB progress report on Departmental activities  | 3 |
|   | 2 |   |   |   | H | to improve utilization through consolidation    |   |
|   | \ |   |   |   | S | efforts. Deliverable: Progress report of        |   |
|   | 2 |   |   |   |   | Priority Actions and Anticipated Results        |   |
|   | . |   |   |   |   |                                                 |   |
|   | 3 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Pittsburgh, PA; Pittsburgh: Award demolition of | Q |
|   | . | . | . |   | D | bldgs 102, 107, 109, 111, 119, 123-124, 125,    | 3 |
|   | 4 | 0 | 0 |   | C | 127-130, 134-135, 146.                          |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Atlanta, GA; Chamblee Campus: Complete          | Q |
|   | . | . | . |   | D | construction of new eleven-story Building 106   | 3 |
|   | 1 | 0 | 0 |   | C | (Environmental Health Facility), accompanying   |   |
|   |   |   |   |   |   | parking deck and Visitor Center.                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Cincinnati, OH; Cincinnati: Complete NEPA       | Q |
|   | . | . | . |   | D | review for new site to be identified in support | 3 |
|   | 1 | 0 | 0 |   | C | of laboratory consolidations.                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Fort Collins, CO; Fort Collins: Complete        | Q |
|   | . | . | . |   | D | demolition of Buildings 1-6 after planned       | 3 |
|   | 4 | 0 | 0 |   | C | completion of new Laboratory Bldg.              |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | F | Bethesda, MD; National Institutes of Health     | Q |
|   |   |   | . |   | D | (NIH): Renovate and upgrade the dual module     | 3 |
|   |   |   | 3 |   | A | BSL2 suite, (rooms 3A01 and 3A03) in Building   |   |
|   |   |   |   |   |   | 29A. Scope will include correcting documented   |   |
|   |   |   |   |   |   | building deficiencies which will result in      |   |
|   |   |   |   |   |   | improving the FCI. The Operating Cost will      |   |
|   |   |   |   |   |   | increase somewhat due to additional necessary   |   |
|   |   |   |   |   |   | supporting infrastructure. This lab space is    |   |
|   |   |   |   |   |   | currently assessed as critical to the FDA       |   |
|   |   |   |   |   |   | mission, therefore it is deemed fully utilized. |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | F | San Juan, Puerto Rico; District Office and      | Q |
|   |   |   | . |   | D | Laboratory: Miscellaneous Repairs and           | 3 |
|   |   |   | 3 |   | A | Improvements to Correct FCI Deficiencies        |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | F | Silver Spring, MD; White Oak Federal Center:    | Q |
|   | . | . | . |   | D | GSA is constructing federally owned buildings   | 3 |
|   | 3 | 0 | 0 |   | A | for FDA at the White Oak Federal Center. The    |   |
|   |   |   |   |   |   | Center for Devices and Radiological Health will |   |
|   |   |   |   |   |   | be vacating a leased laboratory when they move  |   |
|   |   |   |   |   |   | to a new laboratory building at White Oak.      |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Health Center Kayenta, AZ; Replacement of a     | Q |
|   | . | . | . |   | H | small health center built in 1959 and provision | 3 |
|   | 1 | 0 | 0 |   | S | of quarters for staff. Begin design.            |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Develop the NIH 2009-2014 Strategic Facilities  | Q |
|   | . | . | . |   | I | Plan which considers funding levels ranging     | 3 |
|   | 0 | 0 | 0 |   | H | from Sustainability to Improvement.             |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Apply the NIH R&I project prioritization model  | Q |
|   | . | . | . |   | I | to FY2008 R&I projects to determine those       | 3 |
|   | 0 | 0 | 0 |   | H | projects that will receive FY2008 R&I funds.    |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | N | Complete a Benchmarking Study comparing         | Q |
|   |   | . |   |   | I | Operating Costs at its facilities with          | 3 |
|   |   | 0 |   |   | H | comparable public and private sector            |   |
|   |   |   |   |   |   | institutions.                                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | N | NIH will approve its FY 2009 Buildings and      | Q |
| . | . | . | . | . | I | Facilities budget request, consistent with the  | 3 |
| 0 | 0 | 0 | 0 | 0 | H | Department's Real Property Asset Management     |   |
|   |   |   |   |   |   | Plan (RAMP), and submit it to DHHS for review.  |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Complete construction of a clinical research    | Q |
|   | . | . | . |   | I | facility (15,000 GSF).                          | 3 |
|   | 1 | 0 | 0 |   | H |                                                 |   |
|   |   |   |   |   |   | This facility will expand capacity of the NIEHS |   |
|   |   |   |   |   |   | to perform urgently needed environmental health |   |
|   |   |   |   |   |   | studies related to interactions between         |   |
|   |   |   |   |   |   | environmental factors and genetic               |   |
|   |   |   |   |   |   | susceptibility to disease. This research is     |   |
|   |   |   |   |   |   | particularly relevant to determining the        |   |
|   |   |   |   |   |   | effects of environmental exposures to toxins    |   |
|   |   |   |   |   |   | from natural disasters such as Hurricanes       |   |
|   |   |   |   |   |   | Katrina and Rita and the recent Asian Tsunami.  |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | P | Dallas, Texas: Ongoing construction of the      | Q |
|   | . | . | . |   | S | Annex Building, 1302 Wood Street, Dallas, TX.   | 3 |
|   | 1 | 0 | 0 |   | C | Multiple Federal tenants (SSA and HHS) in       |   |
|   |   |   |   |   |   | Region 6. Construction Complete.                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | P | Silver Spring, MD: Succeeding lease action for  | Q |
|   | . | . | . |   | S | Silver Spring Centre, 8455 Colesville Road,     | 3 |
|   | 2 | 0 | 0 |   | C | Silver Spring, MD for 50,884 USF/57,164 RSF.    |   |
|   | \ |   |   |   |   | Lease Expiration. Federal law requires that     |   |
|   | 2 |   |   |   |   | space requirements under federal leases be      |   |
|   | . |   |   |   |   | competed in order to obtain the best value, and |   |
|   | 3 |   |   |   |   | fair and reasonable prices. The Department      |   |
|   |   |   |   |   |   | requires all HHS Office and related Space       |   |
|   |   |   |   |   |   | requirements adhere to the HHS policy on        |   |
|   |   |   |   |   |   | maximum individual office sizes and that they   |   |
|   |   |   |   |   |   | not exceed those standards.  This policy is     |   |
|   |   |   |   |   |   | consistent with current design and construction |   |
|   |   |   |   |   |   | trends in modern office buildings that call for |   |
|   |   |   |   |   |   | large open floor plans and space configurations |   |
|   |   |   |   |   |   | that provide for efficient and flexible         |   |
|   |   |   |   |   |   | workspace planning (improved space              |   |
|   |   |   |   |   |   | utilization).                                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | P | Cleveland, OH: To 'right-size' to meet the      | Q |
|   | . |   |   |   | S | mission requirement, urgent lease expansion     | 3 |
|   | 2 |   |   |   | C | planned for GSA lease GS-05B-17554. Lease       |   |
|   | \ |   |   |   |   | expansion of 25,500 USF for HHS Office of       |   |
|   | 2 |   |   |   |   | Medicare Hearings and Appeals (OMHA) Mid-West   |   |
|   | . |   |   |   |   | Field Office, BP Tower, Suite 1300, 200 Public  |   |
|   | 3 |   |   |   |   | Square, Cleveland, OH; expansion space          |   |
|   |   |   |   |   |   | substantial completion date estimated 3/12/07.  |   |
|   |   |   |   |   |   | Expansion is required to satisfy increased OMHA |   |
|   |   |   |   |   |   | staffing levels.                                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 |   |   |   |   | 1 | Conduct Facilities Program Management           | Q |
| . |   |   |   |   | H | Course(s)---train 60 RP management staff during | 4 |
| 1 |   |   |   |   | H | FY 07. HHS Facilities Program Management course |   |
| \ |   |   |   |   | S | second formal course presentation.              |   |
| 1 |   |   |   |   |   | Deliverable - Attendance list and course        |   |
| . |   |   |   |   |   | assessment.                                     |   |
| 2 |   |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 |   |   |   |   | 1 | Develop and initiate implementation of a formal | Q |
| . |   |   |   |   | H | RPAM Employee Development & Management Cadre    | 4 |
| 1 |   |   |   |   | H | Program to support employee developmental       |   |
| \ |   |   |   |   | S | opportunities and succession planning. Under    |   |
| 1 |   |   |   |   |   | the auspices of this program, institute a       |   |
| . |   |   |   |   |   | coordinated approach to all of the              |   |
| 2 |   |   |   |   |   | developmental initiatives. Deliverable: At      |   |
|   |   |   |   |   |   | least 1 OPDIV Developmental Assignment to HQ as |   |
|   |   |   |   |   |   | part of the Real Property Management Cadre      |   |
|   |   |   |   |   |   | Program. (Participants evaluate relevance and   |   |
|   |   |   |   |   |   | effectiveness of developmental assignments and  |   |
|   |   |   |   |   |   | make suggestions for improvement upon           |   |
|   |   |   |   |   |   | completion.)                                    |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   | 5 | 1 | Department audits the operating cost of one     | Q |
|   |   | . |   | . | H | campus per land-holding OPDIV per year ---      | 4 |
|   |   | 0 |   | 0 | H | operating hours, air exchanges, heating/cooling |   |
|   |   |   |   |   | S | setpoints, etc. Deliverable: Audit              |   |
|   |   |   |   |   |   | report/recommendations                          |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Each landholding OPDIV develop 50% of           | Q |
|   |   | . |   |   | H | construction projects using SD principles by    | 4 |
|   |   | 3 |   |   | H | 2009. Deliverable: FPAAs from each landholding  |   |
|   |   |   |   |   | S | OPDIV for 2009 SD projects                      |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | 1 | Determine progress of OPDIV metering plan       | Q |
|   |   | . |   |   | H | implementation actions. Deliverable: Progress   | 4 |
|   |   | 2 |   |   | H | Report of Results and Anticipated Actions.      |   |
|   |   |   |   |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | 1 | HHS revise overall gradual CI improvement       | Q |
|   |   |   | . |   | H | strategy via rollup of OPDIV data and as        | 4 |
|   |   |   | 3 |   | H | consistent with budget decisions made by HHS in |   |
|   |   |   |   |   | S | FY 08 cycle and changes in constructed asset    |   |
|   |   |   |   |   |   | conditions and priorities consistent with       |   |
|   |   |   |   |   |   | budget decisions made by HHS for FY 09 submit   |   |
|   |   |   |   |   |   | (with CI expressed both as annual % of          |   |
|   |   |   |   |   |   | constructed assets with CI 90 and under and as  |   |
|   |   |   |   |   |   | overall portfolio condition at the aggregate    |   |
|   |   |   |   |   |   | (Departmental) level)**.** Deliverable: Revised |   |
|   |   |   |   |   |   | gradual CI improvement strategy.                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   |   | 5 | 1 | Transmit data call instructions and guidance    | Q |
|   |   |   |   | . | H | for OPDIV December 1 submission of Q1 FY 08     | 4 |
|   |   |   |   | 0 | H | FRPP reporting requirements. Deliverable: Data  |   |
|   |   |   |   | \ | S | call instructions and guidance.                 |   |
|   |   |   |   | 5 |   |                                                 |   |
|   |   |   |   | . |   |                                                 |   |
|   |   |   |   | 2 |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 | 5 | 1 | Quarterly review of data to determine progress  | Q |
|   | . | . | 3 | . | H | relative to metrics (*i.e.*, improving          | 4 |
|   | 0 | 2 |   | 0 | H | condition, reducing operating cost and          |   |
|   |   |   |   | \ | S | right-sizing portfolio) to determine            |   |
|   |   |   |   | 5 |   | re-prioritizing required in OPDIV 5-Year Plan   |   |
|   |   |   |   | . |   | (for FY07, FY08 and FY09 proposed projects).    |   |
|   |   |   |   | 1 |   | Deliverable: Progress Report of Priority        |   |
|   |   |   |   | \ |   | Actions and Anticipated Results                 |   |
|   |   |   |   | 5 |   |                                                 |   |
|   |   |   |   | . |   |                                                 |   |
|   |   |   |   | 2 |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   | 5 | 1 | Conduct on-site audits of 3 leased properties   | Q |
|   | . | . |   | . | H | to ensure compliance with HHS utilization rate  | 4 |
|   | 0 | 0 |   | 0 | H | requirements. Deliverable: Report of findings.  |   |
|   | \ |   |   |   | S |                                                 |   |
|   | 2 |   |   |   |   |                                                 |   |
|   | . |   |   |   |   |                                                 |   |
|   | 3 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Maintain Green Scorecard status by initiating   | Q |
|   | . |   |   |   | H | the disposal of at least 6 excess constructed   | 4 |
|   | 4 |   |   |   | H | assets by October 1, 2007. Deliverable: Status  |   |
|   | \ |   |   |   | S | of disposed properties.                         |   |
|   | 2 |   |   |   |   |                                                 |   |
|   | . |   |   |   |   |                                                 |   |
|   | 5 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | 1 | Initiate disposal actions on FY08 Board         | Q |
|   | . |   |   |   | H | approved constructed assets. Deliverable:       | 4 |
|   | 4 |   |   |   | H | Disposal process milestones for Board approved  |   |
|   | \ |   |   |   | S | constructed assets**.**                         |   |
|   | 2 |   |   |   |   |                                                 |   |
|   | . |   |   |   |   |                                                 |   |
|   | 5 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | 1 | Complete analysis and deploy the standard POE   | Q |
| . | . | . | . | . | H | set of minimum requirements and performance     | 4 |
| 0 | 0 | 0 | 0 | 0 | H | measures to be used on all FY08 and beyond      |   |
|   |   |   |   |   | S | facility projects.  The application threshold   |   |
|   |   |   |   |   |   | will be determined as part of the analysis and  |   |
|   |   |   |   |   |   | completed this quarter. Deliverable:            |   |
|   |   |   |   |   |   | Development of standard POE set of minimum      |   |
|   |   |   |   |   |   | requirements and performance measures and       |   |
|   |   |   |   |   |   | implementation plan.                            |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   |   | C | Atlanta, GA; Leased Sites: Begin consolidation  | Q |
|   | . | . |   |   | D | of leases made possible by construction of      | 4 |
|   | 3 | 0 |   |   | C | Chamblee 106 (owned facility). CDC plans to     |   |
|   |   |   |   |   |   | terminate Vanderbilt, Stanford, Yale, Colgate,  |   |
|   |   |   |   |   |   | and 4th/5th floors of Executive Park 57.        |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | F | Laurel, MD; Muirkirk Road Complex: Project will | Q |
|   |   |   | . |   | D | provide a 600 KW capacity emergency generator   | 4 |
|   |   |   | 0 |   | A | serving MOD 2 to back up the current 500 KW     |   |
|   |   |   |   |   |   | generator. Although this project does not       |   |
|   |   |   |   |   |   | involve correcting any building facility        |   |
|   |   |   |   |   |   | deficiencies, it will address a mission         |   |
|   |   |   |   |   |   | critical program need. The Operating Costs will |   |
|   |   |   |   |   |   | not increase.                                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   |   | 5 | F | San Juan, Puerto Rico; District Office and      | Q |
|   |   |   |   | . | D | Laboratory: In accordance with the NHPA of      | 4 |
|   |   |   |   | 0 | A | 1996, as amended under Executive Order #13287,  |   |
|   |   |   |   | \ |   | \'Preserve America\', and the findings of the   |   |
|   |   |   |   | 5 |   | study on the historical significance of FDA's   |   |
|   |   |   |   | . |   | owned facilities, it was determined that the    |   |
|   |   |   |   | 2 |   | buildings, structures, sites and objects (U.S.  |   |
|   |   |   |   |   |   | Quarantine-1941) at the District Office and     |   |
|   |   |   |   |   |   | Laboratory in San Juan, Puerto Rico satisfy     |   |
|   |   |   |   |   |   | certain criteria of the National Register of    |   |
|   |   |   |   |   |   | Historic Places and therefore is eligible for   |   |
|   |   |   |   |   |   | inclusion. FDA intends to complete the process  |   |
|   |   |   |   |   |   | to nominate the San Juan site for the National  |   |
|   |   |   |   |   |   | Register.                                       |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | F | Jefferson, AR; Jefferson Laboratory Complex:    | Q |
|   |   |   | . |   | D | Miscellaneous Repairs and Improvements to       | 4 |
|   |   |   | 3 |   | A | Correct FCI Deficiencies                        |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Demolition of older housing facilities that are | Q |
|   | . | . | . |   | H | being replaced by newly constructed housing     | 4 |
|   | 4 | 0 | 0 |   | S | units at IHS Hospital, Zuni, NM.                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Planned disposal or demolition of minor         | Q |
|   | . | . | . |   | H | facilities at various IHS sites.                | 4 |
|   | 4 | 0 | 0 |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | N | Complete building automation system             | Q |
|   |   | . |   |   | I | modifications in 22 buildings at the Bethesda   | 4 |
|   |   | 2 |   |   | H | campus, enabling the initiation of a program to |   |
|   |   |   |   |   |   | (a) set thermostats at night to 55°F during     |   |
|   |   |   |   |   |   | winter and 78°F during summer; (b) lower/raise  |   |
|   |   |   |   |   |   | room thermostats by 2°F in the winter/summer.   |   |
|   |   |   |   |   |   | At a price of approximately \$400k, NIH will    |   |
|   |   |   |   |   |   | realize annual cost avoidance of approximately  |   |
|   |   |   |   |   |   | \$3.1M.                                         |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | N | CRC Atrium safety barrier will be complete. A   | Q |
|   |   |   | . |   | I | highly effective safety barrier will be in      | 4 |
|   |   |   | 3 |   | H | place in the CRC atrium to prevent any          |   |
|   |   |   |   |   |   | behavioral health patients causing self-harm.   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | N | Initiate renovation work to upgrade electrical  | Q |
|   |   |   | . |   | I | vaults, risers, and equipment in the Clinical   | 4 |
|   |   |   | 3 |   | H | Center Complex in a multi-year effort to        |   |
|   |   |   |   |   |   | significantly improve electrical systems        |   |
|   |   |   |   |   |   | support to research programs in this complex.   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | N | Initiate renovation work to functionally        | Q |
|   |   |   | . |   | I | realign portions of the Clinical Center Complex | 4 |
|   |   |   | 3 |   | H | to integrate existing operations with the new   |   |
|   |   |   |   |   |   | Clinical Research Center addition. This will    |   |
|   |   |   |   |   |   | provide improved efficiencies for research      |   |
|   |   |   |   |   |   | programs and will provide improved wayfinding   |   |
|   |   |   |   |   |   | and movement of people and materials through    |   |
|   |   |   |   |   |   | the complex.                                    |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | NIH will apply its project prioritization model | Q |
|   | . | . | . |   | I | and approval process to FY2008 R&I IC           | 4 |
|   | 0 | 0 | 0 |   | H | renovation project requests determining those   |   |
|   |   |   |   |   |   | projects that will be funded with FY2008 R&I    |   |
|   |   |   |   |   |   | funds.                                          |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | N | NIH will submit its FY 2008 budget submissions  | Q |
| . | . | . | . | . | I | to DHHS addressing real property management     | 4 |
| 0 | 0 | 0 | 0 | 0 | H | improvement goals and incorporating FRPC        |   |
|   |   |   |   |   |   | performance targets into FPAAs by August        |   |
|   |   |   |   |   |   | 15^th^.                                         |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | VEC-SCSU will be complete, continue with the    | Q |
|   | . | . | . |   | I | activation of the VEC-SCSU                      | 4 |
|   | 1 | 0 | 0 |   | H |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Complete activation of RML IRF.                 | Q |
|   | . | . | . |   | I |                                                 | 4 |
|   | 1 | 0 | 0 |   | H |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   |   | P | San Francisco, CA: HHS Region 9 Relocation from | Q |
|   | . | . |   |   | S | San Francisco Federal Building located at 50    | 4 |
|   | 2 | 2 |   |   | C | United Nations Plaza, to New San Francisco      |   |
|   | \ |   |   |   |   | Federal Office Building, 90 7th Street, San     |   |
|   | 2 |   |   |   |   | Francisco, CA. Estimated occupancy date         |   |
|   | . |   |   |   |   | 3/28/07. The benefits of this relocation        |   |
|   | 3 |   |   |   |   | include improved energy efficiency, (2)         |   |
|   |   |   |   |   |   | Improved space utilization: Effective use of    |   |
|   |   |   |   |   |   | large open floor plans and space configurations |   |
|   |   |   |   |   |   | that provide for efficient and flexible         |   |
|   |   |   |   |   |   | workspace planning.                             |   |
+---+---+---+---+---+---+-------------------------------------------------+---+

+---+---+---+---+---+---+-------------------------------------------------+---+
| \ | \ | * | * | \ |   |                                                 |   |
| - | - | * | * | - |   |                                                 |   |
| \ | \ | R | h | \ |   |                                                 |   |
| - | - | i | t | - |   |                                                 |   |
| \ | \ | g | * | \ |   |                                                 |   |
| - | - | * | * | - |   |                                                 |   |
| \ | \ | * | \ | \ |   |                                                 |   |
| - | - |   | - | - |   |                                                 |   |
| - | - |   | - | - |   |                                                 |   |
+===+===+===+===+===+===+=================================================+===+
| > | > | > | > | > | > | **Year 3 -- FY 2008\                            | * |
|   |   |   |   |   |   | Milestone**                                     | * |
| * | * | * | * | * | * |                                                 | D |
| * | * | * | * | * | * |                                                 | u |
| 1 | 2 | 3 | 4 | 5 | O |                                                 | e |
| - | - | - | - | - | P |                                                 | D |
| H | S | C | C | D | D |                                                 | a |
| R | i | o | o | a | I |                                                 | t |
| * | z | s | n | t | V |                                                 | e |
| * | e | t | d | a | * |                                                 | * |
|   | * | * | * | * | * |                                                 | * |
|   | * | * | * | * |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   | 5 | 1 | OPDIVs submit FRPC operating cost data for      | Q |
|   |   | . |   | . | H | FY07. Deliverable: ARIS input to GSA FRPP       | 1 |
|   |   | 2 |   | 0 | H | database.                                       |   |
|   |   |   |   |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | C | Atlanta, GA; Lawrenceville Campus: Complete     | Q |
|   |   |   | . |   | D | renovation/modernization of Bldg A.             | 1 |
|   |   |   | 3 |   | C |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   |   | C | Atlanta, GA; Leased Sites: Complete termination | Q |
|   | . | . |   |   | D | of leases at Vanderbilt, Stanford, Yale,        | 1 |
|   | 0 | 0 |   |   | C | Colgate, and 4th/5th floors of Executive Park   |   |
|   | \ |   |   |   |   | 57 and move-in to Chamblee Building 106.        |   |
|   | 2 |   |   |   |   |                                                 |   |
|   | . |   |   |   |   |                                                 |   |
|   | 3 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | F | Dauphin Island, AL; Seafood Laboratory: HVAC    | Q |
|   |   |   | . |   | D | and Electrical Repairs to Seafood Laboratory,   | 1 |
|   |   |   | 3 |   | A | which will better serve the mission at the site |   |
|   |   |   |   |   |   | as well as address several FCI deficiencies.    |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | I | The Yukon-Kuskokwim Delta Regional Hospital,    | Q |
|   |   |   | . |   | H | Bethel; Remodeling OB department. Complete      | 1 |
|   |   |   | 3 |   | S | Construction. This facility is owned by the     |   |
|   |   |   |   |   |   | Yukon-Kuskokwim Delta.                          |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Complete construction of Integrated Research    | Q |
|   | . | . | . |   | I | Facility (IRF) at Fort Detrick in Frederick,    | 1 |
|   | 1 | 0 | 0 |   | H | MD. The new facility will provide 144,000 GSF   |   |
|   |   |   |   |   |   | of BSL-2 and 4 laboratories with unique         |   |
|   |   |   |   |   |   | aerobiology and BSL-4 imaging. This high        |   |
|   |   |   |   |   |   | containment facility for NIAID Biodefense       |   |
|   |   |   |   |   |   | initiative is located in the National           |   |
|   |   |   |   |   |   | Interagency Biodefense Campus (NIBC).           |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 |   |   |   | N | Complete activation of VEC-SCSU and commence    | Q |
|   | . |   |   |   | I | full operation of the unit.                     | 1 |
|   | 1 |   |   |   | H |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Proceed with the construction of both PET CGMP  | Q |
|   | . | . | . |   | I | facility and the new molecular imaging facility | 1 |
|   | 1 | 0 | 0 |   | H | for neurobiology research program as soon as    |   |
|   |   |   |   |   |   | the funding becomes available.                  |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Initiate construction of a 26,000 nsf Student   | Q |
|   | . | . | . |   | I | Faculty Academic Center in the Clinical Center  | 1 |
|   | 1 | 0 | 0 |   | H | Complex (Building 10) to provide for continuing |   |
|   |   |   |   |   |   | education programs for NIH research staff.      |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | 1 | OPDIVs track sustainment funding and report     | Q |
|   |   |   | . |   | H | results to CIRB. Sustainment funding sources,   | 2 |
|   |   |   | 2 |   | H | amounts, evidence that sustainment is fully     |   |
|   |   |   |   |   | S | funded assuring asset condition does not        |   |
|   |   |   |   |   |   | degrade from current condition.                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | 1 | Department analyzes FRPC data and sustainment   | Q |
| . | . | . | . | . | H | funding reports, then issues pre-budget         | 2 |
| 0 | 0 | 0 | 0 | 0 | H | guidance for FY10                               |   |
|   |   |   |   |   | S |                                                 |   |
|   |   |   |   |   |   | -   incorporating best practices strategies (or |   |
|   |   |   |   |   |   |     reduction goals) and metering requirements, |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | -   encouraging a mix of divestitures,          |   |
|   |   |   |   |   |   |     consolidations and capital improvements,    |   |
|   |   |   |   |   |   |     taking into account the CI goals and        |   |
|   |   |   |   |   |   |     milestones established the previous year.   |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | (OFMP considers whether improvements are needed |   |
|   |   |   |   |   |   | to the database to increase it's usefulness as  |   |
|   |   |   |   |   |   | a real property management tool.)               |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | Deliverable: Pre-budget guidance                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Atlanta, GA; Lawrenceville Campus: Complete     | Q |
|   | . | . | . |   | D | construction of Bldg B renovation and addition. | 2 |
|   | 1 | 0 | 0 |   | C |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | F | Irvine, CA; Dauphin Island, AL; San Juan,       | Q |
|   |   | . |   |   | D | Puerto Rico; Winchester, MA: In accordance with | 2 |
|   |   | 0 |   |   | A | Executive Order #13123, \'Greening the          |   |
|   |   |   |   |   |   | Government through Efficient Energy             |   |
|   |   |   |   |   |   | Management\' the FDA is required to assess and  |   |
|   |   |   |   |   |   | analyze certain real property holdings of its   |   |
|   |   |   |   |   |   | owned facilities. Energy conservation surveys   |   |
|   |   |   |   |   |   | shall be performed assessing four of the seven  |   |
|   |   |   |   |   |   | FDA owned facilities (not including Rhode       |   |
|   |   |   |   |   |   | Island facility which will be transferred or    |   |
|   |   |   |   |   |   | disposed in the future; Muirkirk Road Complex,  |   |
|   |   |   |   |   |   | which is currently being assessed               |   |
|   |   |   |   |   |   | independently; and Jefferson Laboratory         |   |
|   |   |   |   |   |   | Complex, which will be part of a future         |   |
|   |   |   |   |   |   | assessment). Surveys will evaluate the existing |   |
|   |   |   |   |   |   | HVAC systems, lighting systems, domestic and    |   |
|   |   |   |   |   |   | laboratory hot water systems and other systems  |   |
|   |   |   |   |   |   | consuming energy.                               |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | F | Winchester, MA; WEAC: Miscellaneous Repairs and | Q |
|   |   |   | . |   | D | Improvements to Correct FCI Deficiencies.       | 2 |
|   |   |   | 3 |   | A |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Lawton Hospital, Lawton, OK; Building 421       | Q |
|   | . | . | . |   | H | Expansion and Renovation Improvements to a 30   | 2 |
|   | 1 | 0 | 0 |   | S | year old facility. Complete construction.       |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | N | Continue with contract professional facility    | Q |
|   |   |   | . |   | I | assessments to define repairs that need to be   | 2 |
|   |   |   | 3 |   | H | corrected to improve the condition of research  |   |
|   |   |   |   |   |   | facilities at all NIH sites.                    |   |
|   |   |   |   |   |   |                                                 |   |
|   |   |   |   |   |   | As in FY2007, a government team of engineers    |   |
|   |   |   |   |   |   | and architects will accompany the professional  |   |
|   |   |   |   |   |   | contract assessors as part of the team so that  |   |
|   |   |   |   |   |   | they can have a clear understanding of the      |   |
|   |   |   |   |   |   | deficiencies identified as well as provide any  |   |
|   |   |   |   |   |   | in-house or background knowledge of know        |   |
|   |   |   |   |   |   | repairs in a given facility. As soon as the     |   |
|   |   |   |   |   |   | assessments are complete, the government team   |   |
|   |   |   |   |   |   | will develop the detailed scope of work for the |   |
|   |   |   |   |   |   | associated repairs projects which will more     |   |
|   |   |   |   |   |   | accurately address the deficiencies and         |   |
|   |   |   |   |   |   | building needs identified. This will save time  |   |
|   |   |   |   |   |   | and money by not needing the A/E firm develop a |   |
|   |   |   |   |   |   | detailed scope of work for the project two or   |   |
|   |   |   |   |   |   | three years down the road. Projects, when       |   |
|   |   |   |   |   |   | approved for funding, can proceed immediately   |   |
|   |   |   |   |   |   | to design and ultimately to                     |   |
|   |   |   |   |   |   | construction/completion in a reduced amount of  |   |
|   |   |   |   |   |   | time.                                           |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | N | Complete renovation of Building 6, an 80,000    | Q |
|   |   |   | . |   | I | GSF laboratory facility.                        | 2 |
|   |   |   | 3 |   | H |                                                 |   |
|   |   |   |   |   |   | The building has a historic designation as the  |   |
|   |   |   |   |   |   | oldest research building on the NIH campus.     |   |
|   |   |   |   |   |   | Renovation will bring the building up to        |   |
|   |   |   |   |   |   | current codes, maintain original architectural  |   |
|   |   |   |   |   |   | details, and support the most advanced          |   |
|   |   |   |   |   |   | scientific equipment. Completed facility will   |   |
|   |   |   |   |   |   | include very high capacity holding for zebra    |   |
|   |   |   |   |   |   | fish and five high Gauss imaging magnets.       |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 |   |   | N | Approve through the NIH Facilities Working      | Q |
|   | . | . |   |   | I | Group an FY2010-2015 Lease Space Plan outlining | 2 |
|   | 2 | 0 |   |   | H | NIH's strategy for managing its lease space     |   |
|   | \ |   |   |   |   | portfolio, which includes the consolidation of  |   |
|   | 2 |   |   |   |   | leases and the adherence to space utilization   |   |
|   | . |   |   |   |   | rates policies.                                 |   |
|   | 3 |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | PIMC SE ACC Chandler, AZ; Part of the Phoenix   | Q |
|   | . | . | . |   | H | Indian Medical Center System. Complete design.  | 2 |
|   | 1 | 0 | 0 |   | S | Begin construction.                             | / |
|   |   |   |   |   |   |                                                 | Q |
|   |   |   |   |   |   |                                                 | 3 |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | 1 | OPDIVs submit FY10 budget requests per          | Q |
| . | . | . | . | . | H | pre-budget guidance, adjust CI goals and        | 3 |
| 0 | 0 | 0 | 0 | 0 | H | associated date-certain milestones for budget   |   |
|   |   |   |   |   | S | decisions made in FY 09 cycle and changes in    |   |
|   |   |   |   |   |   | constructed asset conditions and priorities.    |   |
|   |   |   |   |   |   | OPDIVs are held accountable for meeting         |   |
|   |   |   |   |   |   | milestones through the HHS-internal Quarterly   |   |
|   |   |   |   |   |   | OPDIV Scorecard process in which performance is |   |
|   |   |   |   |   |   | measured in the same manner as OMB measures HHS |   |
|   |   |   |   |   |   | for the PMA*.* Deliverable: OPDIV budget        |   |
|   |   |   |   |   |   | submission consistent with guidance, full       |   |
|   |   |   |   |   |   | funding of sustainment, and Operating Cost      |   |
|   |   |   |   |   |   | goals; FPAAs; and 5-Year Plans.                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | F | Silver Spring, MD; White Oak Federal Center:    | Q |
|   | . | . | . |   | D | GSA is constructing federally owned buildings   | 3 |
|   | 3 | 0 | 0 |   | A | for FDA at the White Oak Federal Center. The    |   |
|   |   |   |   |   |   | Center for Drug Evaluation and Research will be |   |
|   |   |   |   |   |   | vacating space in eight different leased office |   |
|   |   |   |   |   |   | buildings when they move to a new office        |   |
|   |   |   |   |   |   | building at White Oak.                          |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Hospital San Carlos, AZ; Replacement of a       | Q |
|   | . | . | . |   | H | hospital built in 1964. Complete design.        | 3 |
|   | 1 | 0 | 0 |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Quarters Ft. Belknap, MT; Provide staff         | Q |
|   | . | . | . |   | H | quarters for two health centers built five      | 3 |
|   | 1 | 0 | 0 |   | S | years ago. Complete construction of 80,880 SF.  |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Apply the R&I project prioritization model to   | Q |
|   | . | . | . |   | I | FY2009 R&I projects to determine those projects | 3 |
|   | 0 | 0 | 0 |   | H | that will receive FY2009 R&I funds.             |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Develop the NIH 2010-2015 Strategic Facilities  | Q |
|   | . | . | . |   | I | Plan which considers funding levels ranging     | 3 |
|   | 0 | 0 | 0 |   | H | from Sustainment to Improvement.                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Complete activation of Ft. Detrick IRF          | Q |
|   | . | . | . |   | I |                                                 | 3 |
|   | 0 | 0 | 0 |   | H |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | N | Approve the NIH FY 2010 Buildings and           | Q |
| . | . | . | . | . | I | Facilities budget request, consistent with the  | 3 |
| 0 | 0 | 0 | 0 | 0 | H | Department's RAMP, and submit it to DHHS for    |   |
|   |   |   |   |   |   | review                                          |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | P | Dallas, Texas: Ongoing construction of the      | Q |
|   | . | . | . |   | S | Annex Building, 1302 Wood Street, Dallas, TX.   | 3 |
|   | 3 | 0 | 0 |   | C | Multiple Federal tenants (SSA and HHS) in       |   |
|   |   |   |   |   |   | Region 6. Construction Complete.                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 |   |   |   |   | 1 | Conduct Facilities Program Management           | Q |
| . |   |   |   |   | H | Course(s)---train approximately 100 management  | 4 |
| 1 |   |   |   |   | H | staff during FY 08. Deliverable: Course         |   |
| \ |   |   |   |   | S | attendance lists and course evaluations.        |   |
| 1 |   |   |   |   |   |                                                 |   |
| . |   |   |   |   |   |                                                 |   |
| 2 |   |   |   |   |   |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   | 5 | 1 | Department audits OPDIV operating cost one      | Q |
|   |   | . |   | . | H | campus per year. Deliverable: Audit             | 4 |
|   |   | 0 |   | 0 | H | report/recommendations.                         |   |
|   |   |   |   |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   | 3 |   |   | 1 | By 2010 sustainable design policy fully         | Q |
|   |   | . |   |   | H | implemented on 100% of construction projects.   | 4 |
|   |   | 3 |   |   | H | Deliverable: FPAA from each landholding OPDIV   |   |
|   |   |   |   |   | S | for 2010 SD projects.                           |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | 1 | HHS revises overall gradual CI improvement      | Q |
|   |   |   | . |   | H | strategy via rollup of OPDIVs, expressed as %   | 4 |
|   |   |   | 3 |   | H | of constructed assets with CI 90 and under,     |   |
|   |   |   |   |   | S | based on budget decisions in FY 09 cycle and    |   |
|   |   |   |   |   |   | changes in constructed asset conditions and     |   |
|   |   |   |   |   |   | priorities consistent with budget decisions     |   |
|   |   |   |   |   |   | made by HHS for FY 10 submit. Deliverable:      |   |
|   |   |   |   |   |   | Revised gradual CI improvement strategy.        |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | F | Jefferson, AR; Jefferson Laboratory Complex:    | Q |
|   |   |   | . |   | D | Miscellaneous Repairs and Improvements to       | 4 |
|   |   |   | 3 |   | A | Correct FCI Deficiencies                        |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   |   |   | 4 |   | F | San Juan, Puerto Rico; District Office and      | Q |
|   |   |   | . |   | D | Laboratory: Miscellaneous Repairs and           | 4 |
|   |   |   | 3 |   | A | Improvements to Correct FCI Deficiencies        |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | F | Jefferson, AR; Jefferson Laboratory Complex:    | Q |
|   | . | . | . |   | D | Fit out of four unoccupied floors: 2, 3, 4, and | 4 |
|   | 0 | 2 | 3 |   | A | 5, totaling 40,000 GSF. This project has been   |   |
|   |   |   |   |   |   | deemed "mission critical" to the efficient      |   |
|   |   |   |   |   |   | operation of the JLC by consolidating the       |   |
|   |   |   |   |   |   | National Center for Toxicological Research      |   |
|   |   |   |   |   |   | (NCTR) management into one building. Scope will |   |
|   |   |   |   |   |   | include correcting documented building          |   |
|   |   |   |   |   |   | deficiencies which will result in improving the |   |
|   |   |   |   |   |   | FCI for Building 50 to 97%. The Operating Cost  |   |
|   |   |   |   |   |   | will improve since the programs filling this    |   |
|   |   |   |   |   |   | space are currently occupying other buildings   |   |
|   |   |   |   |   |   | whose infrastructure has exceeded its useful    |   |
|   |   |   |   |   |   | life and are not energy efficient. New space    |   |
|   |   |   |   |   |   | will have energy efficient and green building   |   |
|   |   |   |   |   |   | compliant systems. At a minimum the intent is   |   |
|   |   |   |   |   |   | to obtain LEED Certification. The Utilization   |   |
|   |   |   |   |   |   | Rate will also improve since personnel filling  |   |
|   |   |   |   |   |   | this space (at the HHS standard of 215          |   |
|   |   |   |   |   |   | USF/person) are currently in inadequate, over   |   |
|   |   |   |   |   |   | utilized and poor quality space.                |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Planned demolition or disposal (subject to      | Q |
|   | . | . | . |   | H | tribal consultations) of vacated hospital at    | 4 |
|   | 4 | 0 | 0 |   | S | Talihina, OK, that was replaced by a            |   |
|   |   |   |   |   |   | tribally-constructed facility.                  |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Planned demolition or disposal (subject to      | Q |
|   | . | . | . |   | H | tribal consultations) of vacated hospital at    | 4 |
|   | 4 | 0 | 0 |   | S | Pine Ridge, SD, that was replaced by a newly    |   |
|   |   |   |   |   |   | constructed facility.                           |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Planned demolition or disposal (subject to      | Q |
|   | . | . | . |   | H | tribal consultations) of vacated hospital at    | 4 |
|   | 4 | 0 | 0 |   | S | Crow Agency, MT, that was replaced by a newly   |   |
|   |   |   |   |   |   | constructed facility.                           |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Planned demolition or disposal (subject to      | Q |
|   | . | . | . |   | H | tribal consultations) of vacated health care    | 4 |
|   | 4 | 0 | 0 |   | S | facilities at Pawnee, OK, that were replaced by |   |
|   |   |   |   |   |   | a newly constructed facility.                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Planned demolition or disposal (subject to      | Q |
|   | . | . | . |   | H | tribal consultations) of vacated administrative | 4 |
|   | 4 | 0 | 0 |   | S | facility at Ft. Defiance, AZ, whose functions   |   |
|   |   |   |   |   |   | were moved into a newly constructed hospital.   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Planned disposal or demolition of minor         | Q |
|   | . | . | . |   | H | facilities at various IHS sites.                | 4 |
|   | 4 | 0 | 0 |   | S |                                                 |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Apply NIH project prioritization model and      | Q |
|   | . | . | . |   | I | approval process to FY2009 R&I IC renovation    | 4 |
|   | 0 | 0 | 0 |   | H | project requests determining those projects     |   |
|   |   |   |   |   |   | that will be funded with FY2009 R&I funds.      |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | N | NIH will submit its FY 2009 budget submissions  | Q |
| . | . | . | . | . | I | to DHHS addressing real property management     | 4 |
| 0 | 0 | 0 | 0 | 0 | H | improvement goals and incorporating FRPC        |   |
|   |   |   |   |   |   | performance targets into FPAAs by August        |   |
|   |   |   |   |   |   | 15^th^.                                         |   |
+---+---+---+---+---+---+-------------------------------------------------+---+
|   | 2 | 3 | 4 |   | P | Rockville, Maryland: Lease Award of GSA         | Q |
|   | . | . | . |   | S | Prospectus for HHS Parklawn Building            | 4 |
|   | 3 | 0 | 0 |   | C | Replacement lease (5600 Fishers Lane, Rockville |   |
|   |   |   |   |   |   | MD 20857) estimated 9/15/08. Federal law        |   |
|   |   |   |   |   |   | requires that space requirements under federal  |   |
|   |   |   |   |   |   | leases be competed in order to obtain the best  |   |
|   |   |   |   |   |   | value, and fair and reasonable prices. The      |   |
|   |   |   |   |   |   | Department requires all HHS Office and related  |   |
|   |   |   |   |   |   | Space requirements adhere to the HHS policy on  |   |
|   |   |   |   |   |   | maximum individual office sizes and that they   |   |
|   |   |   |   |   |   | not exceed those standards.  This policy is     |   |
|   |   |   |   |   |   | consistent with current design and construction |   |
|   |   |   |   |   |   | trends in modern office buildings that call for |   |
|   |   |   |   |   |   | large open floor plans and space configurations |   |
|   |   |   |   |   |   | that provide for efficient and flexible         |   |
|   |   |   |   |   |   | workspace planning (improved space              |   |
|   |   |   |   |   |   | utilization).                                   |   |
+---+---+---+---+---+---+-------------------------------------------------+---+

+---+---+---+---+---+---+------------------------------------------------+---+
| \ | \ | * | * | \ |   |                                                |   |
| - | - | * | * | - |   |                                                |   |
| \ | \ | R | h | \ |   |                                                |   |
| - | - | i | t | - |   |                                                |   |
| \ | \ | g | * | \ |   |                                                |   |
| - | - | * | * | - |   |                                                |   |
| \ | \ | * | \ | \ |   |                                                |   |
| - | - |   | - | - |   |                                                |   |
| - | - |   | - | - |   |                                                |   |
+===+===+===+===+===+===+================================================+===+
| > | > | > | > | > | > | **Year 4 -- FY 2009\                           | * |
|   |   |   |   |   |   | Milestone**                                    | * |
| * | * | * | * | * | * |                                                | D |
| * | * | * | * | * | * |                                                | u |
| 1 | 2 | 3 | 4 | 5 | O |                                                | e |
| - | - | - | - | - | P |                                                | D |
| H | S | C | C | D | D |                                                | a |
| R | i | o | o | a | I |                                                | t |
| * | z | s | n | t | V |                                                | e |
| * | e | t | d | a | * |                                                | * |
|   | * | * | * | * | * |                                                | * |
|   | * | * | * | * |   |                                                |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | PIMC SW ACC Komatke, AZ; Part of the Phoenix   | Q |
|   | . | . | . |   | H | Indian Medical Center System. Complete         | 1 |
|   | 1 | 0 | 0 |   | S | construction of 79,800 SF. This building will  |   |
|   |   |   |   |   |   | be owned by the Gila River Tribe.              |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Health Center Kayenta, AZ; Replacement of a    | Q |
|   | . | . | . |   | H | small health center built in 1959 and          | 1 |
|   | 1 | 0 | 0 |   | S | provision of quarters for staff. Complete      |   |
|   |   |   |   |   |   | design.                                        |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Hospital San Carlos, AZ; Replacement of a      | Q |
|   | . | . | . |   | H | hospital built in 1964. Begin construction.    | 1 |
|   | 1 | 0 | 0 |   | S |                                                |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Atlanta, GA; Roybal Campus: Complete           | Q |
|   | . | . | . |   | D | construction of Building 20-Transhipment and   | 2 |
|   | 1 | 0 | 0 |   | C | Utility Infrastructure project.                |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Cincinnati, OH; Cincinnati: Request site       | Q |
|   | . | . | . |   | D | acquisition and design study through the Dept. | 2 |
|   | 0 | 0 | 0 |   | C |                                                |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   |   |   | 4 |   | F | Laurel, MD; Muirkirk Road Complex: Correct     | Q |
|   |   |   | . |   | D | electrical deficiencies and complete           | 2 |
|   |   |   | 3 |   | A | miscellaneous repairs at the MOD1 Laboratory,  |   |
|   |   |   |   |   |   | which will also contribute to correcting       |   |
|   |   |   |   |   |   | related FCI deficiencies.                      |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | F | Silver Spring, MD; White Oak Federal Center:   | Q |
|   | . | . | . |   | D | GSA is constructing federally owned buildings  | 2 |
|   | 3 | 0 | 0 |   | A | for FDA at the White Oak Federal Center. The   |   |
|   |   |   |   |   |   | Center for Devices and Radiological Health     |   |
|   |   |   |   |   |   | will be vacating a leased laboratory when they |   |
|   |   |   |   |   |   | move to a new laboratory building at White     |   |
|   |   |   |   |   |   | Oak.                                           |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | I | Hospital Barrow, AK; Replacement of the 1965   | Q |
|   | . | . | . |   | H | wood frame hospital. Complete design.          | 2 |
|   | 0 | 0 | 0 |   | S |                                                |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   |   |   | 4 |   | N | Continue with contract professional facility   | Q |
|   |   |   | . |   | I | assessments to define repairs that need to be  | 2 |
|   |   |   | 3 |   | H | corrected to improve the condition of research |   |
|   |   |   |   |   |   | facilities at all NIH sites.                   |   |
|   |   |   |   |   |   |                                                |   |
|   |   |   |   |   |   | As in previous years, a government team of     |   |
|   |   |   |   |   |   | engineers and architects will accompany the    |   |
|   |   |   |   |   |   | professional contract assessors as part of the |   |
|   |   |   |   |   |   | team to gain a clear understanding of the      |   |
|   |   |   |   |   |   | deficiencies identified as well as provide any |   |
|   |   |   |   |   |   | in-house or background knowledge of know       |   |
|   |   |   |   |   |   | repairs in a given facility. As soon as the    |   |
|   |   |   |   |   |   | assessments are complete, the government team  |   |
|   |   |   |   |   |   | will develop the detailed scope of work for    |   |
|   |   |   |   |   |   | the associated repairs projects which will     |   |
|   |   |   |   |   |   | more accurately address the deficiencies and   |   |
|   |   |   |   |   |   | building needs identified. This will save time |   |
|   |   |   |   |   |   | and money by not needing the A/E firm develop  |   |
|   |   |   |   |   |   | a detailed scope of work for the project two   |   |
|   |   |   |   |   |   | or three years down the road. Projects, when   |   |
|   |   |   |   |   |   | approved for funding, can proceed immediately  |   |
|   |   |   |   |   |   | to design and ultimately to                    |   |
|   |   |   |   |   |   | construction/completion in a reduced amount of |   |
|   |   |   |   |   |   | time.                                          |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 |   |   | N | NIH, through its Facilities Working Group,     | Q |
|   | . | . |   |   | I | will approve the FY2011-2016 Lease Space Plan  | 2 |
|   | 2 | 0 |   |   | H | outlining NIH's strategy for managing its      |   |
|   | \ |   |   |   |   | lease space portfolio, which includes the      |   |
|   | 2 |   |   |   |   | consolidation of leases and the adherence to   |   |
|   | . |   |   |   |   | space utilization rates policies.              |   |
|   | 3 |   |   |   |   |                                                |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | Apply the R&I project prioritization model to  | Q |
|   | . | . | . |   | I | FY2010 R&I projects to determine those         | 3 |
|   | 0 | 0 | 0 |   | H | projects that will receive FY2010 R&I funds.   |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | N | NIH will develop its 2011-2016 Strategic       | Q |
|   | . | . | . |   | I | Facilities Plan which considers funding levels | 3 |
|   | 0 | 0 | 0 |   | H | ranging from Sustainment to Improvement.       |   |
+---+---+---+---+---+---+------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | N | NIH will approve its FY 2011 Buildings and     | Q |
| . | . | . | . | . | I | Facilities budget request, consistent with the | 3 |
| 0 | 0 | 0 | 0 | 0 | H | Department's RAMP, and submit it to DHHS for   |   |
|   |   |   |   |   |   | review                                         |   |
+---+---+---+---+---+---+------------------------------------------------+---+
| 1 |   |   |   |   | 1 | Conduct Facilities Program Management          | Q |
| . |   |   |   |   | H | Course(s)---train approximately 100 management | 4 |
| 1 |   |   |   |   | H | staff during FY 09. Deliverable: Course        |   |
| \ |   |   |   |   | S | attendance lists and course evaluations.       |   |
| 1 |   |   |   |   |   |                                                |   |
| . |   |   |   |   |   |                                                |   |
| 2 |   |   |   |   |   |                                                |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | C | Atlanta, GA; Roybal Campus: Complete           | Q |
|   | . | . | . |   | D | construction of Bldg 23, East Campus           | 4 |
|   | 1 | 0 | 0 |   | C | Consolidated Lab, replacing multiple bldgs on  |   |
|   |   |   |   |   |   | 2 campuses.                                    |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   |   |   | 4 |   | F | Jefferson, AR; Jefferson Laboratory Complex:   | Q |
|   |   |   | . |   | D | Miscellaneous Repairs and Improvements to      | 4 |
|   |   |   | 3 |   | A | Correct FCI Deficiencies                       |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 | 3 | 4 |   | F | Silver Spring, MD; White Oak Federal Center:   | Q |
|   | . | . | . |   | D | GSA is constructing federally owned buildings  | 4 |
|   | 3 | 0 | 0 |   | A | for FDA at the White Oak Federal Center. The   |   |
|   |   |   |   |   |   | Center for Devices and Radiological Health     |   |
|   |   |   |   |   |   | will be vacating space in six different leased |   |
|   |   |   |   |   |   | office buildings when they move to a new       |   |
|   |   |   |   |   |   | office building at White Oak.                  |   |
+---+---+---+---+---+---+------------------------------------------------+---+
|   | 2 |   |   |   | F | Davisville, RI; Quonset Hut (Building 336):    | Q |
|   | . |   |   |   | D | FDA will complete planning to dispose of this  | 4 |
|   | 4 |   |   |   | A | property; take necessary actions to identify   |   |
|   |   |   |   |   |   | the presence of hazardous materials on the     |   |
|   |   |   |   |   |   | site, if any; complete necessary paperwork;    |   |
|   |   |   |   |   |   | obtain DHHS approval; and transfer the         |   |
|   |   |   |   |   |   | property to GSA for disposal.                  |   |
+---+---+---+---+---+---+------------------------------------------------+---+
| 1 | 2 | 3 | 4 | 5 | N | NIH will submit its FY 2010 budget submissions | Q |
| . | . | . | . | . | I | to DHHS addressing real property management    | 4 |
| 0 | 0 | 0 | 0 | 0 | H | improvement goals and incorporating FRPC       |   |
|   |   |   |   |   |   | performance targets into FPAAs by August       |   |
|   |   |   |   |   |   | 15^th^.                                        |   |
+---+---+---+---+---+---+------------------------------------------------+---+

+---+---+---+---+---+---+--------------------------------------------------+---+
| \ | \ | * | * | \ |   |                                                  |   |
| - | - | * | * | - |   |                                                  |   |
| \ | \ | R | h | \ |   |                                                  |   |
| - | - | i | t | - |   |                                                  |   |
| \ | \ | g | * | \ |   |                                                  |   |
| - | - | * | * | - |   |                                                  |   |
| \ | \ | * | \ | \ |   |                                                  |   |
| - | - |   | - | - |   |                                                  |   |
| - | - |   | - | - |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
| > | > | > | > | > | > | **Year 5 -- FY 2010\                             | * |
|   |   |   |   |   |   | Milestone**                                      | * |
| * | * | * | * | * | * |                                                  | D |
| * | * | * | * | * | * |                                                  | u |
| 1 | 2 | 3 | 4 | 5 | O |                                                  | e |
| - | - | - | - | - | P |                                                  | D |
| H | S | C | C | D | D |                                                  | a |
| R | i | o | o | a | I |                                                  | t |
| * | z | s | n | t | V |                                                  | e |
| * | e | t | d | a | * |                                                  | * |
|   | * | * | * | * | * |                                                  | * |
|   | * | * | * | * |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 |   |   |   | P | Denver, Colorado: Modernization of the Byron G.  | Q |
|   | . |   |   |   | S | Rogers Federal Building and Courthouse. Multiple | 1 |
|   | 3 |   |   |   | C | Federal tenants including HHS Region 8 Office.   |   |
|   |   |   |   |   |   | Complete Lease Agreement.                        |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | F | Silver Spring, MD; White Oak Federal Center: GSA | Q |
|   | . | . | . |   | D | is constructing federally owned buildings for    | 2 |
|   | 3 | 0 | 0 |   | A | FDA at the White Oak Federal Center. The Office  |   |
|   |   |   |   |   |   | of the Commissioner and Office of Regulatory     |   |
|   |   |   |   |   |   | Affairs will be vacating space in five different |   |
|   |   |   |   |   |   | leased office buildings when they move to a new  |   |
|   |   |   |   |   |   | office building at White Oak.                    |   |
+---+---+---+---+---+---+--------------------------------------------------+---+

+---+---+---+---+---+---+--------------------------------------------------+---+
| \ | \ | * | * | \ |   |                                                  |   |
| - | - | * | * | - |   |                                                  |   |
| \ | \ | R | h | \ |   |                                                  |   |
| - | - | i | t | - |   |                                                  |   |
| \ | \ | g | * | \ |   |                                                  |   |
| - | - | * | * | - |   |                                                  |   |
| \ | \ | * | \ | \ |   |                                                  |   |
| - | - |   | - | - |   |                                                  |   |
| - | - |   | - | - |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
| > | > | > | > | > | > | **Year 5 -- FY 2011\                             | * |
|   |   |   |   |   |   | Milestone**                                      | * |
| * | * | * | * | * | * |                                                  | D |
| * | * | * | * | * | * |                                                  | u |
| 1 | 2 | 3 | 4 | 5 | O |                                                  | e |
| - | - | - | - | - | P |                                                  | D |
| H | S | C | C | D | D |                                                  | a |
| R | i | o | o | a | I |                                                  | t |
| * | z | s | n | t | V |                                                  | e |
| * | e | t | d | a | * |                                                  | * |
|   | * | * | * | * | * |                                                  | * |
|   | * | * | * | * |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | F | Silver Spring, MD; White Oak Federal Center: GSA | Q |
|   | . | . | . |   | D | is constructing federally owned buildings for    | 4 |
|   | 3 | 0 | 0 |   | A | FDA at the White Oak Federal Center. The Center  |   |
|   |   |   |   |   |   | for Biologics Evaluation and Research will be    |   |
|   |   |   |   |   |   | vacating space in five different laboratory      |   |
|   |   |   |   |   |   | buildings (four buildings on the NIH campus and  |   |
|   |   |   |   |   |   | one leased building) when they move to a new     |   |
|   |   |   |   |   |   | laboratory building at White Oak.                |   |
+---+---+---+---+---+---+--------------------------------------------------+---+

+---+---+---+---+---+---+--------------------------------------------------+---+
| \ | \ | * | * | \ |   |                                                  |   |
| - | - | * | * | - |   |                                                  |   |
| \ | \ | R | h | \ |   |                                                  |   |
| - | - | i | t | - |   |                                                  |   |
| \ | \ | g | * | \ |   |                                                  |   |
| - | - | * | * | - |   |                                                  |   |
| \ | \ | * | \ | \ |   |                                                  |   |
| - | - |   | - | - |   |                                                  |   |
| - | - |   | - | - |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
| > | > | > | > | > | > | **Year 5 -- FY 2012\                             | * |
|   |   |   |   |   |   | Milestone**                                      | * |
| * | * | * | * | * | * |                                                  | D |
| * | * | * | * | * | * |                                                  | u |
| 1 | 2 | 3 | 4 | 5 | O |                                                  | e |
| - | - | - | - | - | P |                                                  | D |
| H | S | C | C | D | D |                                                  | a |
| R | i | o | o | a | I |                                                  | t |
| * | z | s | n | t | V |                                                  | e |
| * | e | t | d | a | * |                                                  | * |
|   | * | * | * | * | * |                                                  | * |
|   | * | * | * | * |   |                                                  |   |
+---+---+---+---+---+---+--------------------------------------------------+---+
|   | 2 | 3 | 4 |   | F | Silver Spring, MD; White Oak Federal Center: GSA | Q |
|   | . | . | . |   | D | is constructing federally owned buildings for    | 2 |
|   | 3 | 0 | 0 |   | A | FDA at the White Oak Federal Center. The Center  |   |
|   |   |   |   |   |   | for Biologics Evaluation and Research and the    |   |
|   |   |   |   |   |   | Center for Veterinary Medicine will be vacating  |   |
|   |   |   |   |   |   | space in 10 different leased office buildings    |   |
|   |   |   |   |   |   | when they move to a new office building at White |   |
|   |   |   |   |   |   | Oak.                                             |   |
+---+---+---+---+---+---+--------------------------------------------------+---+

**ATTACHMENTS**

> APPENDIX 1 -- HHS DEMOLITION PROJECTS BY SITE
>
> APPENDIX 2 -- HHS DISPOSAL (by excess) PROJECTS by SITE
>
> APPENDIX 3 -- HHS REPAIR/ RENOVATION/ MODERNIZATION PROJECTS
>
> APPENDIX 4 -- HHS CAPITAL IMPROVEMENT PROJECTS
>
> APPENDIX 5 -- HHS LEASED SPACED, PLANNED CONSOLIDATIONS

  --------------------------------------------------------------------------------------------------------------------------------------------------
  **DEMOLITION                                                                                                                        
  PROJECTS BY                                                                                                                         
  SITE**                                                                                                                              
  ----------------- --------------- ------------ -------------- ----------- ----------- ----------- ----------- ------------ -------- --------------
  **(- FY 2005 --                                                                                                                     
  FY2008 +)**                                                                                                                         

                                                                            Actual or                                                  
                                                                            Planned                                                   

  OPDIV             Site, City,     Real         Project        GSF         Approval to Contract    Contract    Completion   Status   Annual O&M
                    State           Property     Description                Demolish    Documents   Award       of           (see     Cost Savings
                                    Unique       including                  FY##,Qtr#   Complete    FY##,Qtr#   Demolition   note 1)  
                                    Identifier   building name                          FY##,Qtr#               FY##,Qtr#             
                                                 & number                                                                             

  CDC               Fort Collins,   COFC0007     Fort Collins   190         FY04,Q3     FY04,Q3     FY04,Q3     FY04,Q4      C        \$4,229
                    Colorado                     Building 7                                                                           

  CDC               Chamblee,       GACH0004     Chamblee       2,685       FY03,Q3     FY05,Q1     FY05,Q1     FY05,Q1      C        Not Avail
                    Atlanta, GA                  Building 004                                                                         

  CDC               Chamblee,       GACH0024     Chamblee       8,791       FY05,Q4     FY05,Q4     FY05,Q2     FY06,Q1      C        \$56,262
                    Atlanta, GA                  Building 024                                                                         

  CDC               Chamblee,       GACH0027     Chamblee       800         FY05,Q4     FY05,Q4     FY05,Q2     FY06,Q1      C        \$26,158
                    Atlanta, GA                  Greenhouse                                                                           

  CDC               Chamblee,       GACH0031     Chamblee       5,324       FY05,Q4     FY05,Q4     FY05,Q2     FY06,Q1      C        \$109,490
                    Atlanta, GA                  Building 031                                                                         

  CDC               Chamblee,       GACH0032     Chamblee       12,638      FY05,Q4     FY05,Q4     FY05,Q2     FY06,Q1      C        \$227,344
                    Atlanta, GA                  Building 032                                                                         

  CDC               Chamblee,       GACHT026     Chamblee       1,512       FY05,Q4     FY05,Q4     FY05,Q2     FY06,Q1      C        Not Avail
                    Atlanta, GA                  Building 026T                                                                        

  CDC               Chamblee,       GACH0017     Chamblee       47,791      FY05,Q4     FY05,Q4     FY05,Q2     FY06,Q2      C        \$888,189
                    Atlanta, GA                  Building 017                                                                         

  CDC               Roybal,         GARO0002     Roybal         34,380      FY05,Q4     FY06,Q2     FY06,Q2     FY06,Q3      C        \$360,748
                    Atlanta, GA                  Building 02                                                                          

  CDC               Roybal,         GARO0007     Roybal         66,528      FY06,Q4     FY06,Q4     FY06,Q4     FY06,Q4      IP       \$1,158,943
                    Atlanta, GA                  Building 07                                                                          

  CDC               Roybal,         GARO0008     Roybal         15,246      FY05,Q4     FY06,Q4     FY06,Q4     FY06,Q4      C        \$153,490
                    Atlanta, GA                  Building 08                                                                          

  CDC               Roybal,         GARO0009     Roybal         4,100       FY05,Q4     FY06,Q4     FY06,Q4     FY06,Q4      C        \$41,277
                    Atlanta, GA                  Building 09                                                                          

  CDC               Roybal,         GARO0011     Roybal         38,863      FY05,Q3     FY06,Q2     FY06,Q2     FY06,Q4      IP       \$407,788
                    Atlanta, GA                  Building 11                                                                          

  CDC               Roybal,         GARO0004     Roybal         14,149      FY06,Q4     FY06,Q4     FY06,Q4     FY06,Q4      IP       \$127,211
                    Atlanta, GA                  Building 04                                                                          

  CDC               Roybal,         GARO0005     Roybal         57,390      FY06,Q4     FY06,Q4     FY06,Q4     FY06,Q4      IP       \$999,755
                    Atlanta, GA                  Building 05                                                                          

  CDC               Fort Collins,   COFC0001     Fort Collins   3,852       FY06,Q4     FY04,Q3     FY04,Q3     FY07,Q1      P        \$173,381
                    Colorado                     Building 1                                                                           

  CDC               Fort Collins,   COFC0002     Fort Collins   676         FY06,Q4     FY04,Q3     FY04,Q3     FY07,Q1      P        \$99,045
                    Colorado                     Building 2                                                                           

  CDC               Fort Collins,   COFC0003     Fort Collins   256         FY06,Q4     FY04,Q3     FY04,Q3     FY07,Q1      P        \$17,227
                    Colorado                     Building 3                                                                           

  CDC               Fort Collins,   COFC0004     Fort Collins   675         FY06,Q4     FY04,Q3     FY04,Q3     FY07,Q1      P        \$17,278
                    Colorado                     Building 4                                                                           

  CDC               Fort Collins,   COFC0005     Fort Collins   1,359       FY06,Q4     FY04,Q3     FY04,Q3     FY07,Q1      P        \$3,773
                    Colorado                     Building 5                                                                           

  CDC               Fort Collins,   COFC0006     Fort Collins   180         FY06,Q4     FY04,Q3     FY04,Q3     FY07,Q1      P        \$4,007
                    Colorado                     Building 6                                                                           

  CDC               Pittsburgh, PA  PAPR0102     Pittsburgh     649         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$3,822
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 102                                                                         

  CDC               Pittsburgh, PA  PAPR0107     Pittsburgh     100         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$100
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 107                                                                         

  CDC               Pittsburgh, PA  PAPR0109     Pittsburgh     600         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$600
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 109                                                                         

  CDC               Pittsburgh, PA  PAPR0111     Pittsburgh     64          FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$64
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 111                                                                         

  CDC               Pittsburgh, PA  PAPR0119     Pittsburgh     256         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$256
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 119                                                                         

  CDC               Pittsburgh, PA  PAPR0123     Pittsburgh     140         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$140
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 123                                                                         

  CDC               Pittsburgh, PA  PAPR0124     Pittsburgh     486         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$486
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 124                                                                         

  CDC               Pittsburgh, PA  PAPR0125     Pittsburgh     350         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$350
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 125                                                                         

  CDC               Pittsburgh, PA  PAPR0127     Pittsburgh     875         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$18,008
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 127                                                                         

  CDC               Pittsburgh, PA  PAPR0128     Pittsburgh     187         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$17,320
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 128                                                                         

  CDC               Pittsburgh, PA  PAPR0129     Pittsburgh     1,650       FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$18,783
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 129                                                                         

  CDC               Pittsburgh, PA  PAPR0130     Pittsburgh     88          FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$88
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 130                                                                         

  CDC               Pittsburgh, PA  PAPR0134     Pittsburgh     221         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$221
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 134                                                                         

  CDC               Pittsburgh, PA  PAPR0135     Pittsburgh     395         FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$395
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 135                                                                         

  CDC               Pittsburgh, PA  PAPR0146     Pittsburgh     1,236       FY06,Q3     FY07,Q2     FY07,Q3     FY07,Q4      P        \$18,369
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 146                                                                         

  CDC               Pittsburgh, PA  PAPR0022     Pittsburgh     3,505       FY06,Q3     FY07,Q3     FY07,Q4     FY08,Q2      IP       Note 2
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 022                                                                         

  CDC               Pittsburgh, PA  PAPR0023     Pittsburgh     10,888      FY06,Q3     FY07,Q3     FY07,Q4     FY08,Q2      IP       Note 2
                                                 Research                                                                             
                                                 Center                                                                               
                                                 Building 023                                                                         

  CDC               Roybal,         GARO001S     Roybal         100,401     FY06,Q4     FY06,Q4     FY06,Q4     FY10,Q2      P        \$1,749,023
                    Atlanta, GA                  Building 01                                                                          
                                                 South                                                                                

  CDC               Roybal,         GARO0003     Roybal         47,143      FY06,Q4     FY06,Q4     FY06,Q4     FY10,Q2      P        \$494,670
                    Atlanta, GA                  Building 03                                                                          

  CDC               Roybal,         GARO0006     Roybal         120,901     FY06,Q4     FY06,Q4     FY06,Q4     FY10,Q2      P        \$2,110,810
                    Atlanta, GA                  Building 06                                                                          

  CDC               Chamblee,       GACH0014     Chamblee       6,160       FY06,Q3     FY09,Q4     FY10,Q1     FY10,Q4      P        \$126,027
                    Atlanta, GA                  Building 014                                                                         

  CDC               Chamblee,       GACH0015     Chamblee       19,039      FY06,Q3     FY09,Q4     FY10,Q1     FY10,Q4      P        \$389,517
                    Atlanta, GA                  Building 015                                                                         

  CDC               Chamblee,       GACH0020     Chamblee       1,630       FY06,Q3     FY09,Q4     FY10,Q1     FY10,Q4      P        \$33,348
                    Atlanta, GA                  Building 020                                                                         

  CDC               Chamblee,       GACH0021     Chamblee       2,259       FY06,Q3     FY09,Q4     FY10,Q1     FY10,Q4      P        \$46,748
                    Atlanta, GA                  Building 021                                                                         

  CDC               Chamblee,       GACH0022     Chamblee       4,440       FY06,Q3     FY09,Q4     FY10,Q1     FY10,Q4      P        \$90,019
                    Atlanta, GA                  Building 022                                                                         

  CDC               Chamblee,       GACH0023     Chamblee       10,993      FY06,Q3     FY09,Q4     FY10,Q1     FY10,Q4      P        \$224,905
                    Atlanta, GA                  Building 023                                                                         

  **CDC Total**                                                 647,941                                                               \$10,219,664

  FDA               NONE.                                                                                                              

  **FDA Total**                                                 0                                                                     \$0

  IHS               PHS Indian      1395         11512,         1,456       FY05,Q4     FY06,Q2     FY06,Q2     FY06,Q2      C        \$5,144
                    Health Center,               building 2000                                                                        
                    DULCE, NM                                                                                                         

  IHS               PHS Indian      1396         11512,         528         FY05,Q4     FY06,Q2     FY06,Q2     FY06,Q2      C        \$5,844
                    Health Center,               building 2004                                                                        
                    DULCE, NM                                                                                                         

  IHS               PHS Indian      1900         11503,         1,728       FY06,Q2     FY06,Q2     FY06,Q2     FY06,Q2      C        \$7,566
                    Hospital-FT                  building 126                                                                         
                    BELKNAP,                                                                                                          
                    HARLEM, MT                                                                                                        

  IHS               PHS Indian      4068         11473,         1,536       FY06,Q3     FY06,Q3     FY06,Q3     FY06,Q3      C        \$26,045
                    Medical Center,              building 0245T                                                                       
                    PHOENIX, AZ                                                                                                       

  IHS               PHS Indian      4067         11473,         1,536       FY06,Q3     FY06,Q3     FY06,Q3     FY06,Q3      C        \$26,045
                    Medical Center,              building 0244T                                                                       
                    PHOENIX, AZ                                                                                                       

  IHS               PHS             3020         11485,         896         FY05,Q4     FY07,Q4     FY07,Q4     FY07,Q4      A        \$2,344
                    Institutional                building 4005                                                                        
                    Support Fac,                                                                                                      
                    WINDOW ROCK, AZ                                                                                                   

  IHS               Sells Indian    4824         11482,         1,294       FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$0
                    Hospital,                    building 588                                                                         
                    SELLS, AZ                                                                                                         

  IHS               Sells Indian    4825         11482,         1,294       FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$0
                    Hospital,                    building 589                                                                         
                    SELLS, AZ                                                                                                         

  IHS               Sells Indian    4826         11482,         1,294       FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$0
                    Hospital,                    building 590                                                                         
                    SELLS, AZ                                                                                                         

  IHS               Sells Indian    4827         11482,         1,294       FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$0
                    Hospital,                    building 591                                                                         
                    SELLS, AZ                                                                                                         

  IHS               Sells Indian    4838         11482,         924         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$0
                    Hospital,                    building 605                                                                         
                    SELLS, AZ                                                                                                         

  IHS               PHS             1954         11505,         1,040       FY05,Q4     FY07,Q4     FY07,Q4     FY07,Q4      A        \$7,531
                    Institutional                building 61                                                                          
                    Support Fac,                                                                                                      
                    POPLAR, MT                                                                                                        

  IHS               PHS             1955         11505,         832         FY05,Q4     FY07,Q4     FY07,Q4     FY07,Q4      A        \$6,025
                    Institutional                building 62                                                                          
                    Support Fac,                                                                                                      
                    POPLAR, MT                                                                                                        

  IHS               PHS             1956         11505,         932         FY05,Q4     FY07,Q4     FY07,Q4     FY07,Q4      A        \$6,749
                    Institutional                building 63                                                                          
                    Support Fac,                                                                                                      
                    POPLAR, MT                                                                                                        

  IHS               PHS Indian      3179         11511,         648         FY05,Q4     FY07,Q4     FY07,Q4     FY07,Q4      A        \$2,219
                    Hospital,                    building 4005                                                                        
                    CROWNPOINT, NM                                                                                                    

  IHS               IHS Indian      1466         11520,         784         FY05,Q4     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,230
                    Hospital, ZUNI,              building 4009                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1467         11520,         684         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,073
                    Hospital, ZUNI,              building 5117                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1468         11520,         684         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,073
                    Hospital, ZUNI,              building 5118                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1469         11520,         684         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,073
                    Hospital, ZUNI,              building 5119                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1470         11520,         684         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,073
                    Hospital, ZUNI,              building 5120                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1471         11520,         672         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,055
                    Hospital, ZUNI,              building 6884                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1472         11520,         672         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,055
                    Hospital, ZUNI,              building 6885                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1474         11520,         840         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,318
                    Hospital, ZUNI,              building 7778                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1476         11520,         840         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,318
                    Hospital, ZUNI,              building 7780                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1477         11520,         840         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,318
                    Hospital, ZUNI,              building 7781                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1478         11520,         840         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,318
                    Hospital, ZUNI,              building 7782                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1479         11520,         840         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,318
                    Hospital, ZUNI,              building 7783                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1480         11520,         600         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$942
                    Hospital, ZUNI,              building 7787                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1482         11520,         840         FY05,Q4     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,318
                    Hospital, ZUNI,              building 8239                                                                        
                    NM                                                                                                                

  IHS               IHS Indian      1483         11520,         840         FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$1,318
                    Hospital, ZUNI,              building 8240                                                                        
                    NM                                                                                                                

  IHS               PHS Indian      3803         11533,         2,500       FY06,Q2     FY07,Q4     FY07,Q4     FY07,Q4      A        \$13,427
                    Hospital,                    building 424                                                                         
                    LAWTON, OK                                                                                                        

  IHS               PHS Indian      1883         11503,         2,576       FY08,Q4     FY08,Q4     FY08,Q4     FY08,Q4      P        \$2,819
                    Hospital-FT                  building 4                                                                           
                    BELKNAP,                                                                                                          
                    HARLEM, MT                                                                                                        

  IHS               No. Cheyenne    6406         11504,         185         FY08,Q4     FY08,Q4     FY08,Q4     FY08,Q4      P        \$436
                    Health Ctr,                  building 2                                                                           
                    LAME DEER, MT                                                                                                     

  IHS               No. Cheyenne    1914         11504,         387         FY08,Q4     FY08,Q4     FY08,Q4     FY08,Q4      P        \$4,915
                    Health Ctr,                  building 5                                                                           
                    LAME DEER, MT                                                                                                     

  IHS               PHS             3819         11536,         94,774      FY08,Q4     FY08,Q4     FY08,Q4     FY08,Q4      P        \$4,710
                    Institutional                building 201                                                                         
                    Support Fac,                                                                                                      
                    TALIHINA, OK                                                                                                      

  **IHS Total**                                                 128,998                                                               \$139,619

  NIH               Bethesda,       N-06-001     Porter         250,000     FY05,Q4     FY06,Q1     FY06,Q2     FY07,Q1      IP       \$1,028,550
                    Maryland                     Neuroscience                                                                         
                                                 Research                                                                             
                                                 Center II,                                                                           
                                                 Demo Building                                                                        
                                                 36                                                                                   

  NIH               Hamilton, MT    N-05-001     Demo Buildings 9,495       FY05,Q4     FY07,Q1     FY07,Q1     FY08,Q1      D        Not Avail
                                                 14, 16, & 17                                                                         
                                                 as part of RML                                                                       
                                                 Replacement                                                                          
                                                 Project                                                                              

  **NIH Total**                                                 259,495                                                               \$1,028,550

  **Grand Total**                                               1,036,434                                                             \$11,387,833

                                                                                                                                      

  Note 1: STATUS =                                                                                                                    
  "P" for Planning;                                                                                                                   
  "A" for Approved;                                                                                                                   
  "D" for In                                                                                                                          
  Design; "IP" for                                                                                                                    
  Demolition In                                                                                                                       
  Progress; "C" for                                                                                                                   
  Demolition                                                                                                                          
  Complete ß More                                                                                                                     
  than one may be                                                                                                                     
  applicable.                                                                                                                         

  Note 2 (CDC):                                                                                                                       
  Pittsburgh bldgs                                                                                                                    
  22 and 23 have                                                                                                                      
  been deactivated                                                                                                                    
  with utilities                                                                                                                      
  off since 1990.                                                                                                                     
  FPAA approved for                                                                                                                   
  demolition;                                                                                                                         
  Non-mission                                                                                                                         
  critical and                                                                                                                        
  under-utilized.                                                                                                                     
  --------------------------------------------------------------------------------------------------------------------------------------------------

  --------------------------------------------------------------------------------------------------------------------
  **DISPOSAL                                                                                             
  (by excess)                                                                                            
  PROJECTS BY                                                                                            
  SITE**                                                                                                 
  ------------ -------------------- ------------ -------------- --------- ---------- ---------- -------- -------------
  **(FY 2006                                                                                             
  -- FY2008)**                                                                                           

  OPDIV        Site, City, State    Real         Project        GSF       Approval   Turnover   Status   Annual O&M
                                    Property     Description              to Dispose to GSA for          Cost Savings
                                    Unique       including                           Disposal            
                                    Identifier   building name                                           
                                                 & number                                                

                                                                          FY##,Q##   FY##,Q##   (see     
                                                                                                note 1)  

  CDC          Cincinnati, OH       OHHA0001     Building 01 -  146,000   FY07,Q3    FY13,Q3    P        \$1,146,800
                                                 Hamilton Lab                                            

  CDC          Cincinnati, OH       OHHA0002     Building 02 -  3,808     FY07,Q3    FY13,Q3    P        \$19,400
                                                 Modular                                                 

  CDC          Cincinnati, OH       OHHA0003     Building 03 -  2,500     FY07,Q3    FY13,Q3    P        \$19,400
                                                 BT Storage                                              

  CDC          Cincinnati, OH       OHRT0001     Building 01 -  164,953   FY07,Q3    FY13,Q3    P        \$1,735,809
                                                 Taft Lab                                                

  CDC          Cincinnati, OH       OHTN0002     Building       4,336     FY07,Q3    FY13,Q3    P        \$21,200
                                                 02/T-2                                                  

  CDC          Cincinnati, OH       OHTN0003     Building       3,635     FY07,Q3    FY13,Q3    P        \$21,200
                                                 03/T-1                                                  

  CDC          Cincinnati, OH       OHTN0004     Building       10,064    FY07,Q3    FY13,Q3    P        \$133,650
                                                 04/T-6                                                  

  CDC          Cincinnati, OH       OHTN0005     Building       6,426     FY07,Q3    FY13,Q3    P        \$21,200
                                                 05/T-9                                                  

  CDC          Cincinnati, OH       OHTN0006     Building       3,125     FY07,Q3    FY13,Q3    P        \$45,100
                                                 06/T-10                                                 

  CDC          Cincinnati, OH       OHTN0010     Cincinnati -   3,031     FY07,Q3    FY13,Q3    P        \$45,000
                                                 Taft Building                                           
                                                 10                                                      

  CDC          Cincinnati, OH       OHTNFNCE     Taft Security  None      FY07,Q3    FY13,Q3    P        \$13,800
                                                 Fence                                                   

  CDC          Cincinnati, OH       OHTNROAD     Cincinnati -   None      FY07,Q3    FY13,Q3    P        \$140,500
                                                 Taft Road &                                             
                                                 Bridge                                                  

  CDC          Cincinnati, OH       OHTNUTS1     Cincinnati -   None      FY07,Q3    FY13,Q3    P        \$14,800
                                                 Taft Utility                                            
                                                 System                                                  

  **CDC                                                         347,878                                  \$3,377,859
  Total**                                                                                                

  FDA          Davisville, Rhode    Bldg 336     Dispose excess 4,100     FY07,Q4    FY09,Q4    P        \$0
               Island                            property --                                             
                                                 Quonset Hut                                             
                                                 (Building 336)                                          

  **FDA                                                         4,100                                    \$0
  Total**                                                                                                

  IHS          PHS Institutional    2002         12678,         1,871     FY06,Q1    FY06,Q2    C        \$71
               Support Fac, ROCKY                building 98                                             
               BOY, MT                                                                                   

  IHS          PHS Indian Hospital, 3672         11521,         1,272     FY06,Q1    FY06,Q4    C        \$4,642
               CHEROKEE, NC                      building 1                                              

  IHS          PHS Indian Hospital, 3673         11521,         1,464     FY06,Q1    FY06,Q4    C        \$5,342
               CHEROKEE, NC                      building 2                                              

  IHS          PHS Indian Hospital, 3674         11521,         1,464     FY06,Q1    FY06,Q4    C        \$5,342
               CHEROKEE, NC                      building 3                                              

  IHS          PHS Indian Hospital, 3675         11521,         1,464     FY06,Q1    FY06,Q4    C        \$5,342
               CHEROKEE, NC                      building 4                                              

  IHS          PHS Institutional    3666         11500,         2,400     FY06,Q1    FY07,Q4    A        \$226
               Support Fac,                      building 2                                              
               PHILADELPHIA, MS                                                                          

  IHS          PHS Institutional    3667         11500,         1,456     FY06,Q1    FY07,Q4    A        \$1,326
               Support Fac,                      building 4                                              
               PHILADELPHIA, MS                                                                          

  IHS          PHS Institutional    3668         11500,         1,456     FY06,Q1    FY07,Q4    A        \$1,326
               Support Fac,                      building 5                                              
               PHILADELPHIA, MS                                                                          

  IHS          PHS Institutional    3669         11500,         1,260     FY06,Q1    FY07,Q4    A        \$1,148
               Support Fac,                      building 6                                              
               PHILADELPHIA, MS                                                                          

  IHS          PHS Indian Health    7812         11512,         1442      FY06,Q4    FY07,Q4    A        \$21,172
               Center, DULCE, NM                 building 2009                                           

  IHS          PHS Indian Health    4418         11975,         712       FY06,Q4    FY07,Q4    A        \$2,064
               Center, PEACH                     building 816                                            
               SPRINGS, AZ                                                                               

  IHS          PHS Institutional    1641         11499,         1,211     FY07,Q4    FY07,Q4    P        \$0
               Support Fac, WHITE                building 302                                            
               EARTH, MN                                                                                 

  IHS          PHS Institutional    1642         11499,         1,508     FY07,Q4    FY07,Q4    P        \$0
               Support Fac, WHITE                building 304                                            
               EARTH, MN                                                                                 

  IHS          PHS Institutional    1643         11499,         1,000     FY07,Q4    FY07,Q4    P        \$0
               Support Fac, WHITE                building 311                                            
               EARTH, MN                                                                                 

  IHS          PHS Institutional    1644         11499,         670       FY07,Q4    FY07,Q4    P        \$0
               Support Fac, WHITE                building 318                                            
               EARTH, MN                                                                                 

  IHS          PHS Institutional    1645         11499,         336       FY07,Q4    FY07,Q4    P        \$0
               Support Fac, WHITE                building 0302A                                          
               EARTH, MN                                                                                 

  IHS          PHS Institutional    1646         11499,         336       FY07,Q4    FY07,Q4    P        \$0
               Support Fac, WHITE                building 0304A                                          
               EARTH, MN                                                                                 

  IHS          PHS Indian Hospital, 3676         11521,         1,274     FY07,Q4    FY07,Q4    P        \$4,649
               CHEROKEE, NC                      building 57                                             

  IHS          PHS Indian Hospital, 3677         11521,         1,283     FY07,Q4    FY07,Q4    P        \$4,682
               CHEROKEE, NC                      building 58                                             

  IHS          PHS Indian Hospital, 2547         11469,         15,583    FY08,Q4    FY08,Q4    P        \$0
               FORT DEFIANCE, AZ                 building 35                                             

  IHS          PHS Indian Health    4099         11476,         1,320     FY08,Q4    FY08,Q4    P        \$0
               Station, CASA BLANCA              building 452                                            
               (GRANDE), AZ                                                                              

  IHS          PHS Indian Hospital, 1828         11502,         24,055    FY08,Q4    FY08,Q4    P        \$3,753
               CROW AGENCY, MT                   building 21                                             

  IHS          No. Cheyenne Health  1912         11504,         84        FY08,Q4    FY08,Q4    P        \$792
               Ctr, LAME DEER, MT                building 3                                              

  IHS          No. Cheyenne Health  6225         11504,         2,098     FY08,Q4    FY08,Q4    P        \$26,630
               Ctr, LAME DEER, MT                building 4                                              

  IHS          PHS Indian Health    3810         11534,         18,786    FY08,Q4    FY08,Q4    P        \$776
               Center, PAWNEE, OK                building 2                                              

  IHS          PHS Indian Health    3811         11534,         3,544     FY08,Q4    FY08,Q4    P        \$173
               Center, PAWNEE, OK                building 3                                              

  IHS          PHS Indian Health    3816         11534,         144       FY08,Q4    FY08,Q4    P        \$119
               Center, PAWNEE, OK                building 8                                              

  IHS          PHS Institutional    159          11545,         16,816    FY08,Q4    FY08,Q4    P        \$274
               Support Fac, PINE                 building 102                                            
               RIDGE, SD                                                                                 

  IHS          PHS Indian Health    4420         12660,         1,536     FY08,Q4    FY08,Q4    P        \$0
               Center, BYLAS, AZ                 building 305                                            

  IHS          PHS Indian Health    4421         12660,         600       FY08,Q4    FY08,Q4    P        \$0
               Center, BYLAS, AZ                 building 306                                            

  IHS          PHS Indian Health    520          12669,         960       FY08,Q4    FY08,Q4    P        \$150
               Center, KYLE, SD                  building 00C06                                          

  IHS          PHS Indian Health    593          14669,         1,920     FY08,Q4    FY08,Q4    P        \$109
               Station, WAKPALA, SD              building 1                                              

  **IHS                                                         111,325                                  \$90,108
  Total**                                                                                                

  **Grand                                                       463,303                                  \$3,467,967
  Total**                                                                                                

                                                                                                         

               Note 1: STATUS = "P"                                                                      
               for Planning; "A"                                                                         
               for Approved; "C"                                                                         
               for Turnover to GSA                                                                       
               Complete ß More than                                                                      
               one may be                                                                                
               applicable.                                                                               
  --------------------------------------------------------------------------------------------------------------------

<table>
<colgroup>
<col style="width: 6%" />
<col style="width: 16%" />
<col style="width: 10%" />
<col style="width: 19%" />
<col style="width: 8%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="10"><strong>REPAIR/ RENOVATION/ MODERNIZATION
PROJECTS</strong></th>
</tr>
<tr class="odd">
<th colspan="10">Primarily to Improve Condition Index (CI) or
Renovations due to Mission Necessity</th>
</tr>
<tr class="header">
<th colspan="10"><strong>(FY 2006 – FY2008+)</strong></th>
</tr>
<tr class="odd">
<th>OPDIV</th>
<th>Site, City, State</th>
<th>Real Property Unique Identifier</th>
<th>Project Description<br />
including building name &amp; number</th>
<th>Total Project Funding<br />
($)</th>
<th>Estimated Reduction in Deferred Maint backlog</th>
<th><p>Project Approval</p>
<p>FY##, Qtr#</p></th>
<th><p>Contract Documents Complete</p>
<p>FY##, Qtr#</p></th>
<th><p>Contract Award</p>
<p>FY##, Qtr#</p></th>
<th><p>Estimated Completion</p>
<p>FY##, Qtr#</p></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td>ACF</td>
<td>Washington, DC</td>
<td>DC0343</td>
<td>Aerospace Building, 37- L’Enfant Promenade, (aka 901 D St., SW) –
Renovation of ACF-occupied/leased space on floors 6 (completed second
quarter of FY 2006), 4, 2, 5, 8, and 7.</td>
<td>$12,200,000</td>
<td>NA</td>
<td> </td>
<td> </td>
<td>GSA multiple contracts</td>
<td>FY08,Q3</td>
</tr>
<tr class="even">
<td><strong>ACF Total</strong></td>
<td> </td>
<td> </td>
<td> </td>
<td>$12,200,000</td>
<td>0</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="odd">
<td>CDC</td>
<td>Roybal, Atlanta, GA</td>
<td>C-P099069</td>
<td>Install Chillers #3 and #4 Roybal</td>
<td>$4,083,000</td>
<td>Not Available <sup>1</sup></td>
<td>FY04,Q4</td>
<td>FY05,Q1</td>
<td>FY05,Q2</td>
<td>FY06,Q3</td>
</tr>
<tr class="even">
<td>CDC</td>
<td>Roybal, Atlanta, GA</td>
<td>P2002055</td>
<td>Blast-resistant glazing, Roybal</td>
<td>$2,500,000</td>
<td>Not Available <sup>2</sup></td>
<td>FY05,Q4</td>
<td>FY06,Q1</td>
<td>FY06,Q3</td>
<td>FY07,Q1</td>
</tr>
<tr class="odd">
<td>CDC</td>
<td>Roybal, Atlanta, GA</td>
<td>C-P2004026</td>
<td>Install Fire Suppression, Roybal</td>
<td>$1,177,000</td>
<td>Not Available <sup>3</sup></td>
<td>FY04,Q2</td>
<td>FY06,Q1</td>
<td>FY06,Q3</td>
<td>FY06,Q4</td>
</tr>
<tr class="even">
<td>CDC</td>
<td>Roybal/Chamblee, Atlanta, GA</td>
<td>C-P2005098</td>
<td>Optical Turnstile &amp; TDAR Units, Roybal Campus Bldgs 47, 17, 18,
19, 21 &amp; Chamblee Bldgs 103, 105, 110</td>
<td>$3,830,000</td>
<td>Not Available <sup>4</sup></td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY07,Q2</td>
</tr>
<tr class="odd">
<td>CDC</td>
<td>Lawrenceville, Lawrenceville, GA</td>
<td>C-P2002337</td>
<td>Modernization Bldg.A, Lawrenceville</td>
<td>$7,040,000</td>
<td>Not Available <sup>5</sup></td>
<td>FY04,Q4</td>
<td>FY07,Q2</td>
<td>FY07,Q2</td>
<td>FY08,Q1</td>
</tr>
<tr class="even">
<td>CDC</td>
<td>Lawrenceville, Lawrenceville, GA</td>
<td>C-P2000148</td>
<td>Building B Addition, Lawrenceville</td>
<td>$5,211,000</td>
<td>Not Available <sup>6</sup></td>
<td>FY04,Q4</td>
<td>FY07,Q2</td>
<td>FY07,Q2</td>
<td>FY08,Q2</td>
</tr>
<tr class="odd">
<td><strong>CDC Total</strong></td>
<td> </td>
<td> </td>
<td> </td>
<td>$23,841,000</td>
<td>$0</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="even">
<td>FDA</td>
<td>MRC, Laurel, MD</td>
<td>MD0335</td>
<td>Repair Chiller #2 at MOD2 Building</td>
<td>$80,000</td>
<td>$0</td>
<td>FY06,Q3</td>
<td>NA</td>
<td>FY06,Q3</td>
<td>FY06,Q3</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956-XX</td>
<td>Repair to Substation 62 Transformer</td>
<td>$109,000</td>
<td>$109,000</td>
<td>FY06,Q3</td>
<td>FY06,Q3</td>
<td>FY06,Q3</td>
<td>FY06,Q3</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>CFSAN, Dauphin Island, AL</td>
<td>15380-A</td>
<td>Decommissioning of Seafood Laboratory</td>
<td>$57,000</td>
<td>$0</td>
<td>FY06,Q2</td>
<td>FY06,Q2</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>Winchester Engineering &amp; Analytical Center (WEAC), Winchester,
MA</td>
<td>15388-A</td>
<td>Asbestos Abatement to Remove Damaged Building Materials in Main
Laboratory</td>
<td>$330,000</td>
<td>$330,000</td>
<td>FY06,Q2</td>
<td>FY06,Q2</td>
<td>FY06,Q3</td>
<td>FY06,Q4</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>Center for Food Safety and Applied Nutrition (CFSAN), Dauphin
Island, AL</td>
<td>15380-A</td>
<td>HVAC and Electrical Repairs to Seafood Laboratory</td>
<td>$2,400,000</td>
<td>$2,400,000</td>
<td>FY06,Q1</td>
<td>FY06,Q1</td>
<td>FY06,Q2</td>
<td>FY07,Q1</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>Muirkirk Road Complex (MRC), Laurel, MD</td>
<td>3001</td>
<td>Lightning Protection System Replacement – FDA Laboratory Building 1
(MOD1)</td>
<td>$50,000</td>
<td>$0</td>
<td>FY06,Q2</td>
<td>FY06,Q2</td>
<td>FY06,Q3</td>
<td>FY07,Q1</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>Jefferson Laboratory Complex (JLC), Jefferson, AR</td>
<td>30956</td>
<td>Repairs – Miscellaneous Facility Condition Deficiencies in Multiple
Buildings</td>
<td>$200,000</td>
<td>$200,000</td>
<td>FY06,Q2</td>
<td>FY06,Q2</td>
<td>FY06,Q3</td>
<td>FY07,Q1</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956-XX</td>
<td>Certification of BSL-3 Laboratory in Building 62</td>
<td>$25,000</td>
<td>$0</td>
<td>FY06,Q3</td>
<td>NA</td>
<td>FY06,Q3</td>
<td>FY07,Q1</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956-XX</td>
<td>Design for Building 62 Fire Alarm Improvements</td>
<td>$45,000</td>
<td>$0</td>
<td>FY06,Q2</td>
<td>FY06,Q2</td>
<td>FY06,Q3</td>
<td>FY07,Q2</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>Pacific Regional Laboratory and Office Complex, Irvine, CA</td>
<td>9024-A</td>
<td>Solar Heat Gain Study and Modifications to Laboratory Building</td>
<td>$60,000</td>
<td>$0</td>
<td>FY06,Q4</td>
<td>NA</td>
<td>FY07,Q1</td>
<td>FY07,Q2</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956-U</td>
<td>Roof Replacement – Building 85B</td>
<td>$332,000</td>
<td>$332,000</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY07,Q1</td>
<td>FY07,Q2</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>San Juan District Office (SJN-DO), San Juan, PR</td>
<td>35773</td>
<td>Repair Campus Sanitary Sewer System</td>
<td>$627,000</td>
<td>$627,000</td>
<td>FY06,Q3</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY07,Q3</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>All FDA Owned Assets (except for MOD1, BRF, JLC and Davisville,
RI)</td>
<td>15380, 35773, 15388, 9024</td>
<td>Energy Conservation Studies for FDA Owned Facilities (Dauphin
Island, WEAC, San Juan and Irvine, CA)</td>
<td>$267,000</td>
<td>NA</td>
<td>FY06,Q3</td>
<td>NA</td>
<td>FY06,Q4</td>
<td>FY07,Q3</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>CFSAN, Dauphin Island, AL</td>
<td>15380-C</td>
<td>Replace Chemical Storage Building</td>
<td>$300,000</td>
<td>$300,000</td>
<td>FY06,Q4</td>
<td>FY07,Q1</td>
<td>FY07,Q2</td>
<td>FY07,Q3</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956</td>
<td>Repair Deficiencies in Buildings 53B-E, 5C and Campus-Wide
Electrical Distribution System</td>
<td>$945,000</td>
<td>$945,000</td>
<td>FY06,Q3</td>
<td>FY06,Q3</td>
<td>FY06,Q4</td>
<td>FY07,Q4</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>CFSAN, Dauphin Island, AL</td>
<td>15380-A</td>
<td>Replace Roof and Casework – Seafood Laboratory Building</td>
<td>$1,500,000</td>
<td>$1,500,000</td>
<td>FY07,Q1</td>
<td>FY07,Q1</td>
<td>FY07,Q2</td>
<td>FY07,Q4</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>SJN-DO, San Juan, PR</td>
<td>35773</td>
<td>Nomination Application to Place Site on National Register</td>
<td>$25,000</td>
<td>NA</td>
<td>FY06,Q4</td>
<td>FY07,Q1</td>
<td>FY07,Q1</td>
<td>FY07,Q4</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956-O, V &amp; X</td>
<td>Replace Fire Alarm Systems – Buildings 5A, 53A &amp; 53C</td>
<td>$471,000</td>
<td>$471,000</td>
<td>FY07,Q1</td>
<td>FY07,Q1</td>
<td>FY07,Q2</td>
<td>FY07,Q4</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956-P &amp; XX</td>
<td>Replace Fire Alarm Systems – Buildings 5D &amp; 62</td>
<td>$318,000</td>
<td>$318,000</td>
<td>FY07,Q2</td>
<td>FY07,Q2</td>
<td>FY07,Q3</td>
<td>FY08,Q1</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>WEAC, Winchester, MA</td>
<td>15388-A</td>
<td>HVAC System Replacement Project – Main Laboratory</td>
<td>$640,000</td>
<td>$640,000</td>
<td>FY07,Q2</td>
<td>FY07,Q2</td>
<td>FY07,Q3</td>
<td>FY08,Q2</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956-CC</td>
<td>Repair Water Tower for Bldg 11</td>
<td>$148,000</td>
<td>$148,000</td>
<td>FY07,Q3</td>
<td>FY07,Q3</td>
<td>FY07,Q4</td>
<td>FY08,Q2</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956-B &amp; WW</td>
<td>Buildings 20 &amp; 60 – Roof Replacement</td>
<td>$100,000</td>
<td>$100,000</td>
<td>FY07,Q3</td>
<td>FY07,Q3</td>
<td>FY07,Q4</td>
<td>FY08,Q2</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>SJN-DO, San Juan, PR</td>
<td>35773-A &amp; E</td>
<td>Repair and Renovation of Buildings 1 &amp; 10</td>
<td>$700,000</td>
<td>$700,000</td>
<td>FY07,Q3</td>
<td>FY07,Q3</td>
<td>FY07,Q4</td>
<td>FY08,Q3</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>All FDA Owned Assets (except for Davisville, RI)</td>
<td>15380, 3001, 30956, 35773, 15388, 9024, 14804</td>
<td>Facility Condition Assessments for FDA Owned Facilities (Dauphin
Island, WEAC, MOD1, and Beltsville Research Facility)</td>
<td>$406,000</td>
<td>NA</td>
<td>FY07,Q4</td>
<td>FY07,Q4</td>
<td>FY08,Q1</td>
<td>FY08,Q4</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>SJN-DO, San Juan, PR</td>
<td>35773</td>
<td>Repair and Renovation of Buildings 8 and 11</td>
<td>$700,000</td>
<td>$700,000</td>
<td>FY07,Q4</td>
<td>FY07,Q4</td>
<td>FY08,Q1</td>
<td>FY08,Q4</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956-P &amp; R</td>
<td>Replace Water-Cooled Air Handling Units – Buildings 5C &amp; 5D</td>
<td>$750,000</td>
<td>$750,000</td>
<td>FY08,Q1</td>
<td>FY08,Q1</td>
<td>FY08,Q2</td>
<td>FY09,Q1</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956-RR &amp; WW</td>
<td>Fire Alarm System Improvements – Buildings 51 &amp; 60</td>
<td>$600,000</td>
<td>$600,000</td>
<td>FY08,Q2</td>
<td>FY08,Q2</td>
<td>FY08,Q3</td>
<td>FY09,Q1</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>MRC, Laurel, MD</td>
<td>3001</td>
<td>Correct Electrical Deficiencies &amp; Miscellaneous Repairs at the
MOD1 Laboratory</td>
<td>$1,000,000</td>
<td>$1,000,000</td>
<td>FY08,Q2</td>
<td>FY08,Q2</td>
<td>FY08,Q3</td>
<td>FY09,Q2</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>JLC, Jefferson, AR</td>
<td>30956</td>
<td>Campus Fire Alarm Improvements</td>
<td>$1,000,000</td>
<td>$1,000,000</td>
<td>FY08,Q3</td>
<td>FY08,Q3</td>
<td>FY08,Q4</td>
<td>FY09,Q4</td>
</tr>
<tr class="odd">
<td><strong>FDA Total</strong></td>
<td> </td>
<td> </td>
<td> </td>
<td>$14,185,000</td>
<td>$13,170,000</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="even">
<td>IHS</td>
<td>New Town, ND</td>
<td>11525</td>
<td>Quarters and Clinic Improvements building 1</td>
<td>$1,121,491</td>
<td>$165,000</td>
<td>FY05,Q2</td>
<td>FY06,Q1</td>
<td>FY06,Q1</td>
<td>FY07,Q1</td>
</tr>
<tr class="odd">
<td>IHS</td>
<td>Lawton, OK</td>
<td>11533</td>
<td>Lawton Hospital building 421 Expansion and Renovation</td>
<td>$9,116,239</td>
<td>$850,000</td>
<td>FY03,Q1</td>
<td>FY05,Q1</td>
<td>FY05,Q1</td>
<td>FY08,Q2</td>
</tr>
<tr class="even">
<td>IHS</td>
<td>Bethel, AK</td>
<td>61088</td>
<td>OB Remodel in Hospital Building 801</td>
<td>$1,577,000</td>
<td>$370,000</td>
<td>FY06,Q1</td>
<td>FY06,Q4</td>
<td>FY07,Q1</td>
<td>FY08,Q1</td>
</tr>
<tr class="odd">
<td><strong>IHS Total</strong></td>
<td> </td>
<td> </td>
<td> </td>
<td>$11,814,730</td>
<td>$1,385,000</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="even">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td> </td>
<td>Commercial Vehicle Inspection Station</td>
<td>$8,100,000</td>
<td>Not Available</td>
<td>FY04,Q4</td>
<td>FY05,Q4</td>
<td>FY05,Q2</td>
<td>FY07,Q1</td>
</tr>
<tr class="odd">
<td>NIH</td>
<td>Frederick, Maryland</td>
<td>N-06-105</td>
<td>Renovate Building 571 for Animal Holding, FCRDC</td>
<td>$7,110,000</td>
<td>Not Available</td>
<td>FY06,Q3</td>
<td>FY06,Q3</td>
<td>FY06,Q3</td>
<td>FY07,Q2</td>
</tr>
<tr class="even">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td> </td>
<td>NIH Gateway Center</td>
<td>$30,900,000</td>
<td>Not Available</td>
<td>FY02,Q1</td>
<td>FY05,Q2</td>
<td>FY05,Q2</td>
<td>FY07,Q3</td>
</tr>
<tr class="odd">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-05-105</td>
<td>NIAMS Lab Renovation, Bldg 10, 13th floor Q wing</td>
<td>$3,120,000</td>
<td>Not Available</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY07,Q4</td>
</tr>
<tr class="even">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-05-006</td>
<td>NINDS Lab Renovation, Bldg 10, 7<sup>th</sup> floor Q wing</td>
<td>$2,780,000</td>
<td>Not Available</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY07,Q4</td>
</tr>
<tr class="odd">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-06-008</td>
<td>CRC Atrium Safety Upgrade</td>
<td>$9,800,000</td>
<td>Not Available</td>
<td>FY06,Q4</td>
<td>FY07,Q1</td>
<td>FY07,Q1</td>
<td>FY07,Q4</td>
</tr>
<tr class="even">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td> </td>
<td>CRC Vaccine Evaluation Clinic, Special Studies Unit, Bldg 10
CRC</td>
<td>$4,500,000</td>
<td>Not Available</td>
<td>FY06,Q1</td>
<td>FY07,Q1</td>
<td>FY07,Q1</td>
<td>FY07,Q4</td>
</tr>
<tr class="odd">
<td>NIH</td>
<td>Frederick, Maryland</td>
<td>N-06-106</td>
<td>Renovate Building 431, FCRDC</td>
<td>$2,510,000</td>
<td>Not Available</td>
<td>FY06,Q4</td>
<td>FY07,Q1</td>
<td>FY07,Q1</td>
<td>FY07,Q4</td>
</tr>
<tr class="even">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-05-103</td>
<td>Life Safety / Exiting Stairs, Building 31 C wing</td>
<td>$5,000,000</td>
<td>Not Available</td>
<td>FY05,Q4</td>
<td>FY07,Q1</td>
<td>FY07,Q2</td>
<td>FY08,Q2</td>
</tr>
<tr class="odd">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-06-009</td>
<td>Modernization of Building 6</td>
<td>$63,000,000</td>
<td>Not Available</td>
<td>FY06,Q4</td>
<td>FY07,Q1</td>
<td>FY07,Q1</td>
<td>FY08,Q2</td>
</tr>
<tr class="even">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-06-108</td>
<td>Repair to HVAC System, Bldg 41</td>
<td>$3,920,000</td>
<td>$2,695,000</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY08,Q2</td>
</tr>
<tr class="odd">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-05-102</td>
<td>Mechanical System Improvements, Lab Building 6B</td>
<td>$9,200,000</td>
<td>Not Available</td>
<td>FY05,Q4</td>
<td>FY06,Q1</td>
<td>FY06,Q1</td>
<td>FY08,Q3</td>
</tr>
<tr class="even">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-06-109</td>
<td>NIH Clinical Data Center, Building 10 / CRC</td>
<td>$9,800,000</td>
<td>Not Available</td>
<td>FY06,Q4</td>
<td>FY07,Q2</td>
<td>FY07,Q3</td>
<td>FY08,Q3</td>
</tr>
<tr class="odd">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-06-003</td>
<td>Building 10 Repair Program (Phase I)</td>
<td>$20,200,000</td>
<td>Not Available</td>
<td>FY05,Q4</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY08,Q4</td>
</tr>
<tr class="even">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-07-100</td>
<td>ACRF Electrical Vault 8 Repair / Replacement, Building 10/ACRF</td>
<td>$5,680,000</td>
<td>$5,680,000</td>
<td>FY06,Q4</td>
<td>FY07,Q3</td>
<td>FY07,Q4</td>
<td>FY09,Q1</td>
</tr>
<tr class="odd">
<td>NIH</td>
<td>Bethesda, Maryland</td>
<td>N-08-001</td>
<td>Continuous Power upgrade to NIH Data Center – Phase I, Bldg 12</td>
<td>$13,300,000</td>
<td>Not Available</td>
<td>FY08,Q1</td>
<td>FY08,Q3</td>
<td>FY08,Q3</td>
<td>FY09,Q4</td>
</tr>
<tr class="even">
<td><strong>NIH Total</strong></td>
<td> </td>
<td> </td>
<td> </td>
<td>$198,920,000</td>
<td>$8,375,000</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="odd">
<td>PSC</td>
<td>Byron G. Rogers Federal Building and Courthouse, 1961 Stout Street,
Denver, CO</td>
<td>CO0039</td>
<td>Major GSA Renovation of the Byron G. Rogers Federal Building and
Courthouse, Denver, CO, Multiple Federal tenants including HHS Region 8
Office. Funding for design will start in FY08 with construction
beginning in FY10</td>
<td>TBD</td>
<td>N/A</td>
<td>N/A</td>
<td>N/A</td>
<td>N/A</td>
<td>FY10,Q4</td>
</tr>
<tr class="even">
<td colspan="2"><strong>PSC Total</strong></td>
<td></td>
<td></td>
<td>$0</td>
<td>$0</td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td colspan="2"><strong>Grand Total</strong></td>
<td></td>
<td></td>
<td>$260,960,730</td>
<td>$22,930,000</td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td colspan="9">CDC Note 1.        Program requirements to support new
buildings: no deferred maintenance costs.</td>
</tr>
<tr class="odd">
<td></td>
<td colspan="9">CDC Note 2.        Security upgrade: no deferred
maintenance costs.</td>
</tr>
<tr class="even">
<td></td>
<td colspan="9">CDC Note 3.        Information Technology protection
upgrade: no deferred maintenance costs.</td>
</tr>
<tr class="odd">
<td></td>
<td colspan="9">CDC Note 4.        Security upgrade: no deferred
maintenance costs.</td>
</tr>
<tr class="even">
<td></td>
<td colspan="9">CDC Note 5.        Project modernizes a previously
inactive asset, and returns it to active, mission-critical status. CDC
does not have data to support a definitive maintenance calculation for
this asset. However, new FCI will be greater than or equal to 90.</td>
</tr>
<tr class="odd">
<td></td>
<td colspan="9">CDC Note 6.        AAALAC compliance requirements.</td>
</tr>
</tbody>
</table>

<table>
<colgroup>
<col style="width: 6%" />
<col style="width: 12%" />
<col style="width: 9%" />
<col style="width: 17%" />
<col style="width: 9%" />
<col style="width: 8%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="11"><strong>CAPITAL CONSTRUCTION PROJECTS</strong></th>
</tr>
<tr class="odd">
<th colspan="11">(Addressing issues of “Right Size”, "Right Cost" and
"Right Condition" of the Inventory)</th>
</tr>
<tr class="header">
<th colspan="11"><strong>(FY 2006 – FY2008+)</strong></th>
</tr>
<tr class="odd">
<th>OPDIV</th>
<th>Site, City, State</th>
<th>Real Property Unique Identifier (if assigned)</th>
<th>Project Title/Description</th>
<th>Total Project Funding</th>
<th><p>New Construction Quantity</p>
<p>(GSF)</p></th>
<th><p>Associated Demolition or Lease Disposal</p>
<p>(GSF/RSF)</p></th>
<th><p>Project Approval</p>
<p>FY##,Qtr#</p></th>
<th><p>Contract Documents Complete</p>
<p>FY##,Qtr#</p></th>
<th><p>Contract Award</p>
<p>FY##,Qtr#</p></th>
<th><p>Estimated Completion</p>
<p>FY##,Qtr#</p></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td>CDC</td>
<td>Fort Collins, CO</td>
<td>P2001322</td>
<td>Ft. Collins DVBID Lab (Note 1)</td>
<td>$80,000,000</td>
<td>160,000</td>
<td>7,188</td>
<td>FY03,Q1</td>
<td>FY04,Q4</td>
<td>FY04,Q3</td>
<td>FY07,Q1</td>
</tr>
<tr class="even">
<td>CDC</td>
<td>Chamblee, Atlanta, GA</td>
<td>C-P1997210</td>
<td>Environmental Health Facility, Chamblee (Note 2)</td>
<td>$113,520,000</td>
<td>333,643</td>
<td>174,537</td>
<td>FY05,Q2</td>
<td>FY06,Q2</td>
<td>FY05,Q3</td>
<td>FY07,Q3</td>
</tr>
<tr class="odd">
<td>CDC</td>
<td>Roybal, Atlanta, GA</td>
<td>C-P2005067</td>
<td>ITSO CIP (Note 3)</td>
<td>$40,200,000</td>
<td>N/A</td>
<td>N/A</td>
<td>FY05,Q4</td>
<td>FY07,Q4</td>
<td>FY02,Q2</td>
<td>FY07,Q4</td>
</tr>
<tr class="even">
<td>CDC</td>
<td>Roybal, Atlanta, GA</td>
<td>P2002023</td>
<td>Utility Infrastructure/<br />
Transhipment, Roybal (Note 4&amp;5)</td>
<td>$145,800,000</td>
<td>128,400</td>
<td>38,863</td>
<td>FY02,Q3</td>
<td>FY06,Q2</td>
<td>FY04,Q4</td>
<td>FY09,Q2</td>
</tr>
<tr class="odd">
<td>CDC</td>
<td>Roybal, Atlanta, GA</td>
<td>C-P2001078</td>
<td>East Campus Consolidation Lab, Roybal</td>
<td>$365,340,000</td>
<td>730,000</td>
<td>398,037</td>
<td>FY04,Q4</td>
<td>FY07,Q1</td>
<td>FY05,Q3</td>
<td>FY09,Q4</td>
</tr>
<tr class="even">
<td>CDC</td>
<td>Cincinnati, GA</td>
<td>P2002299</td>
<td>NIOSH Cincinnati Consolidation (Note 6)</td>
<td>$2,400,000</td>
<td>350,000</td>
<td>347,878</td>
<td>FY09,Q4</td>
<td>FY10,Q4</td>
<td>FY11,Q1</td>
<td>FY13,Q1</td>
</tr>
<tr class="odd">
<td><strong>CDC Total</strong></td>
<td> </td>
<td> </td>
<td> </td>
<td>$747,260,000</td>
<td>1,702,043</td>
<td>966,503</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="even">
<td>FDA</td>
<td>Bethesda, MD, NIH</td>
<td>9018</td>
<td>Rooms 3A01 and 3A03 Modifications, Building 29A</td>
<td>$2,720,000</td>
<td>NA</td>
<td>NA</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY07,Q3</td>
</tr>
<tr class="odd">
<td>FDA</td>
<td>MRC, Laurel, MD</td>
<td>MD0335</td>
<td>Emergency Generator at MOD 2</td>
<td>$1,470,000</td>
<td>NA</td>
<td>NA</td>
<td>FY06,Q4</td>
<td>FY06,Q1</td>
<td>FY07,Q1</td>
<td>FY07,Q4</td>
</tr>
<tr class="even">
<td>FDA</td>
<td>NCTR, Jefferson, AR</td>
<td>30956-QQ</td>
<td>Fit-Out of Floors 2,3, 4,and 5 , Building 50</td>
<td>$4,700,000</td>
<td>NA</td>
<td>NA</td>
<td>FY06,Q4</td>
<td>FY07,Q3</td>
<td>FY07,Q4</td>
<td>FY08,Q4</td>
</tr>
<tr class="odd">
<td><strong>FDA Total</strong></td>
<td> </td>
<td> </td>
<td> </td>
<td>$8,890,000</td>
<td>0</td>
<td>0</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="even">
<td>IHS</td>
<td>Health Center Red Mesa, AZ</td>
<td> </td>
<td>New Construction of Health Center Red Mesa, AZ</td>
<td>$64,100,000</td>
<td>118,039</td>
<td>5,521</td>
<td>FY00,Q3</td>
<td>FY05,Q2</td>
<td>FY04,Q4</td>
<td>FY07,Q1</td>
</tr>
<tr class="odd">
<td>IHS</td>
<td>Health Center Sisseton, SD</td>
<td> </td>
<td>New Construction of Health Center Sisseton, SD</td>
<td>$40,160,000</td>
<td>84,921</td>
<td>26,208</td>
<td>FY02,Q3</td>
<td>FY03,Q4</td>
<td>FY04,Q1</td>
<td>FY07,Q1</td>
</tr>
<tr class="even">
<td>IHS</td>
<td>Health Center Clinton, OK</td>
<td> </td>
<td>New Construction of Health Center Clinton, OK</td>
<td>$20,360,000</td>
<td>56,980</td>
<td>27,306</td>
<td>FY04,Q3</td>
<td>FY05,Q1</td>
<td>FY06,Q2</td>
<td>FY07,Q2</td>
</tr>
<tr class="odd">
<td>IHS</td>
<td>Quarters Ft. Belknap, MT.</td>
<td> </td>
<td>New Construction of Quarters Ft. Belknap, MT</td>
<td>$8,260,000</td>
<td>80,880</td>
<td>0</td>
<td>FY06,Q4</td>
<td>FY07,Q1</td>
<td>FY07,Q2</td>
<td>FY08,Q3</td>
</tr>
<tr class="even">
<td>IHS</td>
<td>PIMC SW ACC Komatke, AZ</td>
<td> </td>
<td>New Construction of PIMC SW ACC</td>
<td>$27,170,000</td>
<td>79,787</td>
<td>8,019</td>
<td>FY06,Q2</td>
<td>FY07,Q2</td>
<td>FY07,Q2</td>
<td>FY09,Q1</td>
</tr>
<tr class="odd">
<td>IHS</td>
<td>PIMC SE ACC Chandler, AZ</td>
<td> </td>
<td>New Construction of PIMC SE ACC</td>
<td>$53,970,000</td>
<td>132,580</td>
<td>0</td>
<td>FY06,Q4</td>
<td>FY08,Q2</td>
<td>FY08,Q3</td>
<td>FY10,Q4</td>
</tr>
<tr class="even">
<td>IHS</td>
<td>Health center Eagle Butte, SD</td>
<td> </td>
<td>New Construction of Health Center Eagle Butte, SD</td>
<td>$97,350,000</td>
<td>375,557</td>
<td>50,328</td>
<td>FY06,Q1</td>
<td>FY07,Q1</td>
<td>FY07,Q2</td>
<td>FY11,Q1</td>
</tr>
<tr class="odd">
<td>IHS</td>
<td>Health Center Kayenta, AZ</td>
<td> </td>
<td>New Construction of Health Center Kayenta, AZ</td>
<td>$109,490,000</td>
<td>155,096</td>
<td>34,657</td>
<td>FY06,Q4</td>
<td>FY09,Q1</td>
<td>FY09,Q3</td>
<td>FY11,Q3</td>
</tr>
<tr class="even">
<td>IHS</td>
<td>Hospital San Carlos, AZ</td>
<td> </td>
<td>New Construction of Hospital San Carlos, AZ</td>
<td>$110,733,000</td>
<td>249,499</td>
<td>38,532</td>
<td>FY06,Q4</td>
<td>FY08,Q3</td>
<td>FY09,Q1</td>
<td>FY11,Q4</td>
</tr>
<tr class="odd">
<td>IHS</td>
<td>Hospital Barrow, AK</td>
<td> </td>
<td>New Construction of Hospital Barrow, AK</td>
<td>$136,168,000</td>
<td>100,377</td>
<td>23,464</td>
<td>FY05,Q2</td>
<td>FY09,Q2</td>
<td>FY09,Q3</td>
<td>FY14,Q1</td>
</tr>
<tr class="even">
<td><strong>IHS Total</strong></td>
<td> </td>
<td> </td>
<td> </td>
<td>$667,761,000</td>
<td>1,433,716</td>
<td>214,035</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="odd">
<td>NIH</td>
<td>NIH, RTP, NC</td>
<td>N-06-007</td>
<td>NIEHS Clinical Research Unit</td>
<td>$6,480,000</td>
<td>14,000</td>
<td>0</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY07,Q4</td>
</tr>
<tr class="even">
<td>NIH</td>
<td>NIH, Hamilton, MT</td>
<td>N-05-001</td>
<td>RML Security Buffer &amp; Replacement Facility , Building 31</td>
<td>$10,300,000</td>
<td>29,400</td>
<td>9,495</td>
<td>FY05,Q4</td>
<td>FY06,Q4</td>
<td>FY06,Q4</td>
<td>FY08,Q2</td>
</tr>
<tr class="odd">
<td>NIH</td>
<td>NIH, Bethesda, Maryland</td>
<td>N-08-002</td>
<td>PET CGMP Facility / Radio-Chem. Lab, Building 10</td>
<td>$10,500,000</td>
<td>TBD</td>
<td>0</td>
<td>FY08,Q1</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
</tr>
<tr class="even">
<td>NIH</td>
<td>NIH, Bethesda, Maryland</td>
<td>N-08-003</td>
<td>Fit-out B3 East Research Lab, Building 10 / CRC</td>
<td>$2,530,000</td>
<td>2,400</td>
<td>0</td>
<td>FY08,Q1</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
</tr>
<tr class="odd">
<td colspan="2"><strong>NIH Total</strong></td>
<td></td>
<td></td>
<td>$29,810,000</td>
<td>45,800</td>
<td>9,495</td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td colspan="2"><strong>Grand Total</strong></td>
<td></td>
<td></td>
<td>$1,453,721,000</td>
<td>3,181,559</td>
<td>1,190,033</td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td colspan="9">CDC Note 1. Associated Demo or Lease Disposal is
demolition of small CDC buildings and partial relocation from leased
facility, but no release of leased space</td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="5">CDC Note 2. Associated Demolition or Lease Disposal GSF
is lease disposal reduced square footage</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td colspan="7">CDC Note 3. IT projects within existing space: does not
fund direct construction or impact amount of owned/leased space</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="4">CDC Note 4. New Construction GSF is Program space in
Bldg 20 and Bldg 35, only</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td colspan="5">CDC Note 5. Associated Demolition or Lease Disposal is
demolition reduced square footage, only</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="8">CDC Note 6. Funding to date is for project development,
NEPA and site selection. Full project costs will be submitted for FY '09
approval</td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

<table>
<colgroup>
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 12%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 14%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="13"><strong>HHS LEASED SPACE -- PLANNED CONSOLIDATIONS (FY
2006 – 2012)</strong></th>
</tr>
<tr class="odd">
<th colspan="13">(Addressing issues of “Right Size”, "Right Cost" and
"Right Condition" of the Inventory)</th>
</tr>
<tr class="header">
<th>Starting FY##,Qtr#</th>
<th>City &amp; State</th>
<th>Existing # Leases</th>
<th>Reporting OPDIV</th>
<th>Participant Groups</th>
<th><p>Existing # Useable</p>
<p>Sq.Ft.</p></th>
<th><p>Consolidated # Useable</p>
<p>Sq.Ft.</p></th>
<th><p>Prospectus Submission and Approval</p>
<p>FY##,Qtr#</p></th>
<th><p>Complete Lease Procure-ment Documents</p>
<p>FY##,Qtr#</p></th>
<th><p>Lease Award</p>
<p>FY##,Qtr#</p></th>
<th><p>Complete Leasehold Improve-ments</p>
<p>FY##,Qtr#</p></th>
<th><p>Complete Move-in</p>
<p>FY##,Qtr#</p></th>
<th>Comments</th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td>FY06,Q3</td>
<td>Atlanta, GA</td>
<td>One West Court Square. Lease Number GS-04B-399044</td>
<td>CDC</td>
<td> </td>
<td>50,763</td>
<td>50,763</td>
<td>NA</td>
<td>FY07,Q2</td>
<td>FY07,Q2</td>
<td>√</td>
<td>FY06,Q3</td>
<td>One West Court Square lease terminated and staff consolidated into
space at Roybal and Corporate Square 12. Decision made to keep the
7<sup>th</sup> floor at this time so CDC still occupies approximately
7,000 sq. feet. Termination of all other space complete on 6/30/06</td>
</tr>
<tr class="even">
<td>FY06,Q3</td>
<td>Atlanta, GA</td>
<td>Executive Park Building 24. Lease Number GS-04B-31323</td>
<td>CDC</td>
<td> </td>
<td>12,019</td>
<td>12,019</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>√</td>
<td>FY06,Q3</td>
<td>Executive Park 24 lease terminated and staff consolidated into space
at 2400 Century Center. Termination complete on 6/30/06</td>
</tr>
<tr class="odd">
<td>FY06,Q3</td>
<td>Atlanta, GA</td>
<td>Executive Park Building 6. Lease Number GS-04B-39044</td>
<td>CDC</td>
<td> </td>
<td>65,405</td>
<td>65,405</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>√</td>
<td>FY06,Q4</td>
<td>Executive Park 6 lease terminated and staff consolidated into space
Koger, Chamblee, Roybal, and Executive Park 12. Final termination
9/30/06</td>
</tr>
<tr class="even">
<td>FY07,Q4</td>
<td>Atlanta, GA</td>
<td>See comments</td>
<td>CDC</td>
<td> </td>
<td>174,537</td>
<td>254,663</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>FY08,Q1</td>
<td>Consolidation of leases due to new construction of Chamblee 106
(owned facility). CDC will terminate Vanderbilt, Stanford, Yale,
Colgate, and 4<sup>th</sup>/5<sup>th</sup> floors of Executive Park 57.
Additionally, there will be other support programs consolidated into
Bldg 106. NOTE: This is a fluid plan and will be re-evaluated in Q2
07</td>
</tr>
<tr class="odd">
<td> </td>
<td> </td>
<td> </td>
<td><strong>CDC Total</strong></td>
<td> </td>
<td>302,724</td>
<td>382,850</td>
<td><strong> </strong></td>
<td><strong> </strong></td>
<td><strong> </strong></td>
<td><strong> </strong></td>
<td> </td>
<td> </td>
</tr>
<tr class="even">
<td>FY06,Q3</td>
<td>Herndon,VA to Falls Church, VA</td>
<td>2</td>
<td>FDA</td>
<td>ORA</td>
<td>6,805</td>
<td>5,005</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>FY06,Q3</td>
<td>Closed Herndon, VA</td>
</tr>
<tr class="odd">
<td>FY06,Q3</td>
<td>N.Wales, PA to Pittsburgh, PA</td>
<td>2</td>
<td>FDA</td>
<td>ORA</td>
<td>7,654</td>
<td>4,087</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>FY06,Q3</td>
<td>Closed N. Wales, PA</td>
</tr>
<tr class="even">
<td>FY07,Q2</td>
<td>to White Oak/Silver Spring, MD</td>
<td>1</td>
<td>FDA</td>
<td>CDRH</td>
<td>60,390</td>
<td>TBD</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>FY07,Q3</td>
<td>This center will occupy a portion of the 116,036sf CDRH Lab
Building</td>
</tr>
<tr class="odd">
<td>FY08,Q2</td>
<td>to White Oak/Silver Spring, MD</td>
<td>8</td>
<td>FDA</td>
<td>CDER</td>
<td>241,904</td>
<td>TBD</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>FY08,Q3</td>
<td>This center will occupy a portion of the CDER Office Building 2</td>
</tr>
<tr class="even">
<td>FY09,Q1</td>
<td>to White Oak/Silver Spring, MD</td>
<td>1</td>
<td>FDA</td>
<td>CDRH</td>
<td>24,000</td>
<td>TBD</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>FY09,Q2</td>
<td>This center will occupy a portion of the 116,036sf CDRH Lab
Building</td>
</tr>
<tr class="odd">
<td>FY09,Q3</td>
<td>to White Oak/Silver Spring, MD</td>
<td>6</td>
<td>FDA</td>
<td>CDRH</td>
<td>353,186</td>
<td>TBD</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>FY09,Q4</td>
<td>This center will occupy a portion of a new Office Building</td>
</tr>
<tr class="even">
<td>FY10,Q1</td>
<td>to White Oak/Silver Spring, MD</td>
<td>5</td>
<td>FDA</td>
<td>OC &amp; ORA</td>
<td>381,109</td>
<td>TBD</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>FY10,Q2</td>
<td>These centers will occupy a portion of a new Office Building</td>
</tr>
<tr class="odd">
<td>FY11,Q3</td>
<td>to White Oak/Silver Spring, MD</td>
<td>5</td>
<td>FDA</td>
<td>CBER</td>
<td>377,597</td>
<td>TBD</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>FY11,Q4</td>
<td>This center will occupy a portion of two new Laboratory
Buildings</td>
</tr>
<tr class="even">
<td>FY12,Q1</td>
<td>to White Oak/Silver Spring, MD</td>
<td>10</td>
<td>FDA</td>
<td>CBER &amp; CVM</td>
<td>304,467</td>
<td>TBD</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>NA</td>
<td>FY12,Q2</td>
<td>These centers will occupy a portion of a new Office Building</td>
</tr>
<tr class="odd">
<td> </td>
<td> </td>
<td> </td>
<td><strong>FDA Total</strong></td>
<td> </td>
<td>1,757,112</td>
<td>9092</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="even">
<td>FY09,Q3</td>
<td>Rockville, MD</td>
<td>GS-11B-30184, GS-11B-80561, GS-11B-01909, LRP-040088, LRP-069973,
LRP-079752, LRP-089977, LRP-109867, LRP-109868, LRP-109869</td>
<td>NIH</td>
<td>NCI, NIDCD, CIT, OD, ORS</td>
<td>453,500</td>
<td>478,800</td>
<td>FY06,Q3</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>Project underway: As part of FY 07 Prospectus Cycle</td>
</tr>
<tr class="odd">
<td>FY10,Q3</td>
<td>Bethesda, MD</td>
<td>GS-11B-01786, LRP-030195, LRP-0302109</td>
<td>NIH</td>
<td>NIAID</td>
<td>294,400</td>
<td>297,100</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>Project underway: As part of FY 08 Prospectus Cycle</td>
</tr>
<tr class="even">
<td>FY11,Q3</td>
<td>Bethesda, MD, Rockville, MD</td>
<td>GS-11B-01268, GS-11B-01413, GS-11B-01414, GS-11B-01415</td>
<td>NIH</td>
<td>NIA, NICHD</td>
<td>123,106</td>
<td>123,100</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>Project underway: Will start next year</td>
</tr>
<tr class="odd">
<td>FY11,Q3</td>
<td>Bethesda, MD</td>
<td>LRP-020083, LRP-040085, LRP-050196, LRP-069974, LRP-0702114,
LRP-0801100, LRP-089976, LRP-1001105</td>
<td>NIH</td>
<td>NIDDK, NHGRI, NCCAM, NCRR, NIAMS</td>
<td>310,000</td>
<td>310,000</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>TBD</td>
<td>Project underway: Will start next year as part of the FY 09
Prospectus Cycle</td>
</tr>
<tr class="even">
<td> </td>
<td> </td>
<td> </td>
<td><strong>NIH Total</strong></td>
<td> </td>
<td>1,181,006</td>
<td>1,209,000</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="odd">
<td>FY07,Q2</td>
<td>San Francisco, CA</td>
<td>50 UNITED NATIONS PLAZA FED BLDG.</td>
<td>PSC</td>
<td>ACF, AoA, CMS, DCA, FOH, HRC, HRSA, ITSC, OCR, OGC, OIG/OAS, OIG/OI,
OIG/OEI, OIG/OMP-IT, PSC, REC, RD, RHA</td>
<td>121,897</td>
<td> </td>
<td>FY04,Q4</td>
<td>N/A Federal Bldg.</td>
<td>N/A Federal Bldg.</td>
<td>FY06,Q3</td>
<td>FY07,Q2</td>
<td>Project underway: New San Francisco Federal Building nearing
completion by GSA's Pacific Rim Region (9). Est. Rent Commencement
02/01/2007.</td>
</tr>
<tr class="even">
<td>FY08,Q4</td>
<td>Denver, CO</td>
<td>GS-01B-03499, GS-01B-03847 (BYRON G.ROGERS FB-CT FED BLDG. +
Lease)</td>
<td>PSC</td>
<td>ACF, AoA, CMS, DCA, FOH, HRC, HRSA, ITSC, OCR, OGC, OIG/OAS, OIG/OI,
OIG/OEI, OIG/OMP-IT, PSC, REC, RD, RHA</td>
<td>42,061</td>
<td>71,858</td>
<td>FY09,Q2</td>
<td>FY10,Q1</td>
<td>FY10,Q1</td>
<td>FY11,Q1</td>
<td>FY11,Q1</td>
<td>Project underway: Prospectus Being Prepared by GSA's Rocky Mountain
Region (8). No OMB/Congressional Approval yet. Est. Award 08/01/08.</td>
</tr>
<tr class="odd">
<td>FY09,Q1</td>
<td>Chicago, IL</td>
<td>GS-05B-16346, GS-05B-16704</td>
<td>PSC</td>
<td>ACF, CMS, FOH, HRSA, ITSC, OCR, OGC, OIG, ORHA, PSC, RD</td>
<td>155,121</td>
<td>145,000</td>
<td>FY08,Q2</td>
<td>FY09,Q1</td>
<td>FY09,Q1</td>
<td>FY10,Q4</td>
<td>FY11,Q1</td>
<td>Project underway: Prospectus Being Prepared by GSA's Great Lakes
Region (5). No OMB/ Congressional Approval yet. Est. Award
10/24/2008.</td>
</tr>
<tr class="even">
<td>FY09,Q2</td>
<td>Rockville, MD</td>
<td>GS-11B-00082</td>
<td>PSC</td>
<td>ACF, AoA, DCA, FOH, HRC, HRSA, ITSC, OCR, OGC, OIG/OAS, OIG/OI,
OIG/OEI, OIG/OMP-IT, PSC, REC, RD, RHA</td>
<td>1,060,773</td>
<td>780,000</td>
<td>FY07,Q1</td>
<td>FY08,Q1</td>
<td>FY08,Q2</td>
<td>FY09,Q4</td>
<td>FY10,Q1</td>
<td>Project underway: Prospectus Being Prepared by GSA's National
Capital Region (11). No OMB/Congressional Approval yet. Est. Award
03/01/09.</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td><strong>PSC Total</strong></td>
<td></td>
<td>1,379,852</td>
<td>996,858</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td colspan="2"><strong>Grand Total</strong></td>
<td>4,620,694</td>
<td>2,597,800</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

  --------------- ----- -------- ---- ---- ---- ----- ---- ---- ---- ---- ---- ----------
  Notes:                                                                       

  FDA (1) - Date                                                               
  defined as date                                                              
  FDA provides                                                                 
  final                                                                        
  procurement                                                                  
  documents to                                                                 
  GSA.                                                                         

  FDA (2) - N.                                                                 
  Wales lease was                                                              
  terminated and                                                               
  FDA employees                                                                
  were moved to                                                                
  existing space                                                               
  under the                                                                    
  existing lease                                                               
  in Pittsburgh.                                                               

  FDA (3) - GSA                                                                
  is constructing                                                              
  federally owned                                                              
  buildings at                                                                 
  the White Oak                                                                
  Federal Center.                                                              
  The project is                                                               
  currently                                                                    
  phased over                                                                  
  several years                                                                
  with expected                                                                
  completion in                                                                
  calendar year                                                                
  2011 with the                                                                
  final move                                                                   
  occurring in                                                                 
  the Quarter 2                                                                
  of FY2012. The                                                               
  OPDIV                                                                        
  components                                                                   
  listed will be                                                               
  moving                                                                       
  consistent with                                                              
  the completion                                                               
  of various                                                                   
  construction                                                                 
  phases. The                                                                  
  2011 date                                                                    
  assumes future                                                               
  Congressional                                                                
  funding will be                                                              
  approved for                                                                 
  the White Oak                                                                
  project.                                                                     
  --------------- ----- -------- ---- ---- ---- ----- ---- ---- ---- ---- ---- ----------

# Attachment 5 -- HHS Leased Space Program Performance Measures

> HHS Leased Space Program Performance Measures

September 2006

**I. Purpose**

The purpose of these measures is to provide real property managers and
those providing Departmental oversight for the Leased Space Program
(LSP) with tools for assessing the effectiveness of HHS' LSP. The Leased
Space Program is comprised of two categories: 1. Direct leases executed
by HHS; and 2. General Services Administration (GSA) assignments in
either commercially leased space or federally-controlled real property.

**II. Applicability**

These performance measures apply to office space that is either leased
by HHS or assigned to HHS by the GSA. Moreover, the measures apply to
the acquisition of leased office space that falls below the prospectus
level. Prospectus level leasing actions are under the purview of GSA.
The prospectus is a formal document sent to OMB and the Congress to
request funding authorization and the process is closely monitored and
scrutinized. Lease actions (either direct leases or GSA assignments)
undertaken by HIS that are with the Tribes under "Indian Health Care
Improvement Act", Public Law 94-437 are excluded from the provision of
the LSP.

**III. LSP Performance Measures**

**Performance Measure #1 -- Acquire Space at the Right Price**

For each new direct lease action or GSA assignment, determine how the
Rent HHS pays (on a rentable square foot basis) compares to the industry
average for that locale. Each lease action or GSA assignment will be
categorized as either: below market rate; at market rate; or above
market rate.

**Implementation:**

Prior to each leasing action or GSA assignment the Realty Specialist
(any reference to Realty Specialist will also include other
professionals responsible for the transactions) will forecast a high and
low rent estimate (range). As the transaction unfolds, the Realty
Specialist will refine estimates and ranges based upon research or
responses to solicitations for offer. For GSA transactions, the Realty
Specialist will work with GSA to understand how rent costs are derived
and whether they align with the previously defined ranges. In the case
of GSA assignments, the HHS Realty Specialist will work collaboratively
with GSA Contracting Officer to ensure that appropriate comparative data
are available.

The HHS Realty Specialist may use industry benchmarks by consulting
published market sources such as Society of Industrial & Office Realtors
(SIOR), CoStar, Torto Wheaton, or Building Owners and Managers
Association (BOMA). The purpose of the research is to discern if rental
rates are in line with the private sector market.

**Performance Measure \# 2 -- Acquire Space in a Timely Manner**

How long did it take to complete the deal and was that time interval
consistent with the published target dates and Departmental norms:

**Implementation:**

Realty Specialist will strive to meet the time parameters delineated in
the tables below:

**Lease Execution Timeline**

+-----------------------------------------------+----------------------+
| **SIZE OF LEASE**                             | Any Size (below      |
|                                               | prospectus)          |
| (BOMA Office Usable Square Feet)              |                      |
+-----------------------------------------------+----------------------+
| **TOTAL WORKDAYS -**                          | 120 DAYS             |
|                                               |                      |
| (FROM OFMP APPROVAL TO LEASE AWARD)           |                      |
+-----------------------------------------------+----------------------+

**Construction Timeline\***

+--------------------+-------+-------+-------+-------+-------+-------+
| **SIZE OF LEASE**  | 0K to | 10K   | 20K   | 35K   | 50K   | 70K   |
|                    | \<10K | to    | to    | to    | to    | to    |
| (BOMA Office       |       | \<20K | \<35K | \<50K | \<70K | 92K   |
| Usable Square      |       |       |       |       |       |       |
| Feet)              |       |       |       |       |       |       |
+--------------------+-------+-------+-------+-------+-------+-------+
| **TOTAL WORKDAYS** | 120   | 130   | 150   | 160   | 170   | 180   |
| -                  | DAYS  | DAYS  | DAYS  | DAYS  | DAYS  | DAYS  |
|                    |       |       |       |       |       |       |
| (FROM LEASE AWARD  |       |       |       |       |       |       |
| TO GOVERNMENT      |       |       |       |       |       |       |
| ACCEPTANCE)        |       |       |       |       |       |       |
+--------------------+-------+-------+-------+-------+-------+-------+

\*From General Service Administration Solicitation for Offer. The
Construction Timeline addresses interior fit up and does not contemplate
base building construction time.

**Performance Measure \# 3 -- Acquire the Right Amount of Space**

For each new direct lease action or GSA assignment determines whether
the space complies with HHS published maximum utilization rate of 215
useable square feet per person.

**Implementation:**

The Realty Specialist will ensure that the provisions of the HHS July
14, 2003 policy with the subject of "Maximum Utilization Rate for Office
and Related Space" is followed concerning acquisitions and GSA
assignments. Specifically, the Realty Specialist will either secure the
prior concurrence of the HHS Senior Real Property Officer for compliance
with the utilization rate or seek a waiver.

**Performance Measure #4 -- Consider Consolidation and Collocation
Opportunities**

For each new direct lease action or GSA assignment determine whether the
action could result in either the consolidation or collocation of HHS
office space.

**Implementation:**

The Realty Specialist when entering into new direct leases or GSA
assignments will make a conscious effort to consolidate or collocate
whenever practicable, including consideration of collocating with other
OPDIVs using the HHS Disposition Decision Tree and the HHS Automated
Real Property Information System (ARIS) to support multi-OPDIV
comparisons and analyses. If no immediate consolidation or collocation
opportunity is discerned, the Realty Specialist will attempt to craft
expiration dates for new space actions so as to be coterminous with
ancillary locations.

**IV. [Responsibilities]{.underline}**

Each OPDIV or other HHS component is responsible for the following to
assure implementation of and compliance with the Performance Measures
for LSP:

A.  Each OPDIV or HHS component will test the Performance Measures
    during Q4 FY 06 with full implementation in Ql FY 07. Each OPDIV or
    other HHS component will evaluate 100% percent of its new or
    succeeding direct leases actions or GSA assignments.

B.  Each OPDIV or HHS component will utilize the Checklist referred to
    in the Implementation phase of each of the Performance Measures and
    attached hereto. The OPDIV or HHS component is responsible for the
    timely submission of the Checklist to the Senior Real Property
    Officer.

```{=html}
<!-- -->
```
V.  **[Reporting Requirements]{.underline}**

At the conclusion of each direct lease or GSA assignment, the HHS Realty
Specialist will fill out a checklist (attached hereto) that addresses
each of the four (4) Performance Measures. The Realty Specialist will
secure the concurring signature of the Facilities Director and forward
the completed checklist to the HHS Senior Real Property Officer.

# Attachment 6 - Annual Capital Facilities Plans (For OMB and Internal Use Only until release of the FY 2008 President's Budget) 

# 

**FDA BUILDINGS AND FACILITIES PLAN**

**Buildings & Facilities**

**FY 2007-2013 Preliminary Estimates**

(Dollars in Millions)

<table>
<colgroup>
<col style="width: 3%" />
<col style="width: 2%" />
<col style="width: 3%" />
<col style="width: 20%" />
<col style="width: 1%" />
<col style="width: 0%" />
<col style="width: 7%" />
<col style="width: 9%" />
<col style="width: 7%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 6%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="5"></th>
<th colspan="2"><strong>FY 2006 Budget</strong></th>
<th><strong>FY 2007 President's Budget</strong></th>
<th><strong>FY 2008 Estimate</strong></th>
<th>FY 2009</th>
<th>FY 2010</th>
<th>FY2011</th>
<th>FY2012</th>
<th>FY2013</th>
<th><p>Out-</p>
<p>years</p></th>
<th><p>TOTAL</p>
<p>Project</p>
<p>Cost</p></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td colspan="16"></td>
</tr>
<tr class="even">
<td colspan="5"><strong>Buildings &amp; Facilities Budget</strong></td>
<td colspan="11"></td>
</tr>
<tr class="odd">
<td colspan="5"><strong>CONTINUING COMMITMENTS (needed every
year)</strong></td>
<td colspan="11"></td>
</tr>
<tr class="even">
<td colspan="16"></td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td colspan="3">Repair and Improvements (R&amp;I projects less than
$1m.)</td>
<td colspan="2"><strong>3.360</strong></td>
<td><strong>4.220</strong></td>
<td><strong>4.950</strong></td>
<td><strong>12.000</strong></td>
<td><strong>12.000</strong></td>
<td><strong>14.200</strong></td>
<td><strong>13.800</strong></td>
<td><strong>18.000</strong></td>
<td>ongoing</td>
<td>82.53</td>
</tr>
<tr class="even">
<td colspan="16"></td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td colspan="2"><em>Sub-Total for Continuing Commitments</em></td>
<td colspan="2"></td>
<td>3.360</td>
<td>4.220</td>
<td>4.950</td>
<td>12.000</td>
<td>12.000</td>
<td>14.200</td>
<td>13.800</td>
<td>18.000</td>
<td></td>
<td>82.530</td>
</tr>
<tr class="even">
<td colspan="16"></td>
</tr>
<tr class="odd">
<td colspan="16"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="4"><strong>RECOMMENDED PRIORITIES
(year-specific)</strong></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td colspan="2"><em>Sub-Total of Recommended Priorities</em></td>
<td colspan="2"></td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td></td>
<td>0.000</td>
</tr>
<tr class="odd">
<td></td>
<td colspan="3"><strong>PROPOSED PROJECTS</strong></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td colspan="2">New Construction</td>
<td colspan="2"></td>
<td></td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td></td>
<td>3.960</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Arkansas Regional Laboratory - Building 50 Renovation</td>
<td colspan="2"></td>
<td>3.960</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td colspan="2">Renovations/Improvements</td>
<td colspan="2"></td>
<td></td>
<td></td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td></td>
<td>1.330</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>CVM - MOD II - Laurel, MD - Emergency Generator Project</td>
<td colspan="2"></td>
<td>0.600</td>
<td>0.730</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td colspan="2"><em>Sub-total of Proposed Projects</em></td>
<td colspan="2"></td>
<td>4.560</td>
<td>0.730</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td>0.000</td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td colspan="3"><strong>TOTAL B&amp;F</strong></td>
<td></td>
<td colspan="2"></td>
<td><strong>7.920</strong></td>
<td><strong>4.950</strong></td>
<td><strong>4.950</strong></td>
<td><strong>12.000</strong></td>
<td><strong>12.000</strong></td>
<td><strong>14.200</strong></td>
<td><strong>13.800</strong></td>
<td><strong>18.000</strong></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

**CENTERS FOR DISEASE CONTROL and PREVENTION**

**Buildings and Facilities Five Year Plan**

**8 September 2006**

**(Dollars in Millions)**

  -------------------------------------------------------------------------------------------------------------------------------------------------------------------
                                        Project      FY 2006       FY 2007      **FY 2008**       FY 2009    FY 2010    FY 2011    FY 2012    FY 2013       Total
                                                                                                                                                            Project
                                                                                                                                                            Cost to
                                                                                                                                                            date
  ----------------------- ---------- -- --------- -- ---------- -- --------- -- ------------- --- ---------- ---------- ---------- ---------- ---------- -- ---------
                          Bldg. No.     Ranking      Actual        P.B.         **Request**       Plan       Plan       Plan       Plan       Plan          

                                                                                                                                                            

  **Capital Projects**                                                                                                                                      

  East Campus Laboratory  23                         \$116.1       \--          \--               \$53.9     \--        \--        \--        \--           \$365.3
  Consolidation Project                                                                                                                                     
  1/                                                                                                                                                        

  Research Support        22                         \--           \--          \--               \--        \--        \--        \--        \--           \$0.0
  Facility                                                                                                                                                  

  Research Support        24                         \--           \--          \--               \$124.9    \--        \--        \--        \--           \$124.9
  Facility †                                                                                                                                                

  Research Support        107                        \--           \--          \--               \$152.6    \--        \--        \--        \--           \$152.6
  Facility †                                                                                                                                                

  Research Support        108                        \--           \--          \--               \$132.0    \--        \--        \--        \--           \$132.0
  Facility †                                                                                                                                                

  Building Modernization, 1 Main                     \--           \--          \--               *\$0.15*   \--        \--        Cost TBD   \--           \$0.15
  Roybal Campus ‡                                                                                                                                           

  Building Modernization, 15                         \--           \--          *\$0.15*          \--        \--        Cost TBD   \--        \--           \$0.15
  Roybal Campus ‡                                                                                                                                           

  DVBID Laboratory, Ft.   \--                        \$23.8        \--          \--               \--        \--        \--        \--        \--           \$81.3
  Collins, CO 2/                                                                                                                                            

  DVBID Shell Space, Ft.  \--                        \--           \--          \--               \$27.3     \--        \--        \--        \--           \$27.3
  Collins, CO †                                                                                                                                             

  DVBID Phase II, Ft.     \--                        \--           \--          \--               \--        \--        \--        \--        \--           \$0.0
  Collins, CO 3/                                                                                                                                            

  NIOSH Lab               \--                        *\$0.60*      \--          \--               \$13.6     \$219.2    \--        \--        \--           \$233.5
  Consolidation,                                                                                                                                            
  Cincinnati, OH † ‡ 4/                                                                                                                                     

  NIOSH NPPTL Lab,        \--                        \--           \--          \--               \--        \--        Cost TBD   \--        \--           \$0.0
  Pittsburgh Research                                                                                                                                       
  Campus 5/                                                                                                                                                 

  NIOSH Lake Lyn          \--                        *\$0.70*      \--          \--               \$12.6     \--        \--        \--        \--           \$13.3
  Laboratory Facility                                                                                                                                       
  Acquisition † ‡                                                                                                                                           

  NIOSH Morgantown        \--           \--          *\$0.16*      \--          \--               \$8.4      \--        \--        \--        Cost TBD      \$8.5
  Laboratory Land                                                                                                                                           
  Acquisition ‡                                                                                                                                             

  Environmental           \--                        *\$0.38*      \--          \--               \--        \--        \--        Cost TBD   \--           \$0.38
  Microbiology Lab                                                                                                                                          
  Initiative ‡ 6/                                                                                                                                           

  NCEH COOP Lab           \--                        \--           \--          \--               \--        *\$0.15*   \--        \--        Cost TBD      \$0.15
  Initiative ‡ 7/                                                                                                                                           

  IT-Related 8/           \--           n/a          \$7.1         \--          \--               \--        \--        \--        \--        \--           \$40.1

  *Sub-total of B&F                                  \$147.0       \$0.0        \$0.0             \$525.4    \$219.2    \$0.0      \$0.0      \$0.0         
  Funded Capital                                                                                                                                            
  Projects*                                                                                                                                                 

  **National R&I Program                                                                                                                                    
  (incl. Planning)**                                                                                                                                        

  Building B Addition,    B             n/a          \$1.7         \--          \--               \--        \--        \--        \--        \--           \$5.211
  Lawrenceville Campus 9/                                                                                                                                   

  Modernization of        A             n/a          \--           \$3.251      \--               \--        \--        \--        \--        \--           \$7.038
  Building A,                                                                                                                                               
  Lawrenceville Campus                                                                                                                                      
  10/                                                                                                                                                       

  Security-Optical        Multiple      n/a          \--           \--          \--               \--        \--        \--        \--        \--           \$3.830
  Turnstile & TDAR Units                                                                                                                                    
  11/                                                                                                                                                       

  FM200 Fire Suppression  16            n/a          \--           \--          \--               \--        \--        \--        \--        \--           \$1.177
  System Computer Room,                                                                                                                                     
  Roybal Campus 12/                                                                                                                                         

                                                                                                                                                            

  OSEP CCTV Circuit       Campus        n/a          \--           TBD          \--               \--        \--        \--        \--        \--           \$0.000
  Paths, Roybal                                                                                                                                             

  OSEP Seclan Circuit     Campus        n/a          \--           TBD          \--               \--        \--        \--        \--        \--           \$0.000
  Paths, Roybal                                                                                                                                             

                                                                                                                                                            

  Planning, Not otherwise \--                        \$0.72        \$0.70       \--               \$0.50     \--        \--        \--        \--           \--
  included in Capital                                                                                                                                       
  Projects                                                                                                                                                  

  Lump Sum R&I            \--                        \$7.06        \$29.00      \$29.55           \$100.15   \$104.45   \$108.60   \$112.60   \$116.90      

  *Sub-total of National                             \$11.3        \$29.7       \$29.7            \$100.8    \$104.6    \$108.6    \$112.6    \$116.9       
  R&I Program (incl.                                                                                                                                        
  Planning) 13/*                                                                                                                                            

                                                                                                                                                            

  **TOTAL BUILDINGS &                                \$158.3       \$29.7       \$29.7            \$626.2    \$323.8    \$108.6    \$112.6    \$116.9       
  FACILITIES**                                                                                                                                              

                                                                                                                                                            

  ***Notes:***                                                                                                                                              

  † Funding level                                                                                                                                           
  utilizes a 7-year                                                                                                                                         
  nominal interest rate                                                                                                                                     
  of 4.9% as an annual                                                                                                                                      
  escalation factor                                                                                                                                         
  calculated from                                                                                                                                           
  baseline project                                                                                                                                          
  estimates (OMB Cir.                                                                                                                                       
  A-94 Appendix C,                                                                                                                                          
  January 2006)                                                                                                                                             

  ‡ R&I planning funds                                                                                                                                      
  allocated are shown in                                                                                                                                    
  italics on the specific                                                                                                                                   
  Capital Project line                                                                                                                                      
  for which it is being                                                                                                                                     
  expended and is                                                                                                                                           
  calculated as part of                                                                                                                                     
  the National R&I                                                                                                                                          
  Program                                                                                                                                                   

  1/ HHS 300 Revision 0                                                                                                                                     
  Approved 20 Sept 2005;                                                                                                                                    
  Total project costs                                                                                                                                       
  include B&F                                                                                                                                               
  appropriations from                                                                                                                                       
  previous years \$123.64                                                                                                                                   
  (FY2004), \$71.25                                                                                                                                         
  (FY2005) and R&I                                                                                                                                          
  funding from previous                                                                                                                                     
  years for planning                                                                                                                                        
  \$0.273 (FY2002),                                                                                                                                         
  \$0.055 (FY2003),                                                                                                                                         
  \$0.03 (FY2004)                                                                                                                                           

  2/ Full project funding                                                                                                                                   
  received in FY2006;                                                                                                                                       
  Project is under                                                                                                                                          
  construction with                                                                                                                                         
  anticipated completion                                                                                                                                    
  in early FY07                                                                                                                                             

  3/ In development                                                                                                                                         

  4/ Moving forward with                                                                                                                                    
  concurrent EIS and Land                                                                                                                                   
  Acquisition as approved                                                                                                                                   
  by the HHS CIRB; Total                                                                                                                                    
  project costs include                                                                                                                                     
  appropriations from                                                                                                                                       
  previous yeas \$2.4                                                                                                                                       
  (FY2004)                                                                                                                                                  

  5/ Project priority                                                                                                                                       
  pending; PDS is                                                                                                                                           
  currently under                                                                                                                                           
  revision                                                                                                                                                  

  6/ In development                                                                                                                                         

  7/ In development                                                                                                                                         

  8/ HHS 300 Revision 0                                                                                                                                     
  Approved 19 Aug 2005;                                                                                                                                     
  Total costs include                                                                                                                                       
  appropriations from                                                                                                                                       
  previous years, \$6.0                                                                                                                                     
  each year (FY2002-4),                                                                                                                                     
  \$15.0 (FY2005)                                                                                                                                           

  9/ HHS 300 Revision 0                                                                                                                                     
  Approved 20 Sept 2005;                                                                                                                                    
  Total costs include                                                                                                                                       
  appropriations from                                                                                                                                       
  previous years, \$0.317                                                                                                                                   
  (FY2004), \$3.195                                                                                                                                         
  (FY2005)                                                                                                                                                  

  10/ HHS 300 Revision 0                                                                                                                                    
  Approved 11 Nov 2004;                                                                                                                                     
  Total costs include                                                                                                                                       
  appropriations from                                                                                                                                       
  previous years, \$0.242                                                                                                                                   
  (FY2004), \$3.545                                                                                                                                         
  (FY2005)                                                                                                                                                  

  11/ HHS 300 Revision 0                                                                                                                                    
  Approved 14 Sept 2005;                                                                                                                                    
  Total costs include                                                                                                                                       
  appropriations from                                                                                                                                       
  previous years, \$0.091                                                                                                                                   
  (FY2004), \$1.086                                                                                                                                         
  (FY2005)                                                                                                                                                  

  12/ HHS 300 Revision 0                                                                                                                                    
  Approved 14 Sept 2005;                                                                                                                                    
  Total costs include                                                                                                                                       
  appropriations from                                                                                                                                       
  previous years, \$3.83                                                                                                                                    
  (FY2005)                                                                                                                                                  

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

**NIH BUILDINGS AND FACILITIES PLAN**

**Buildings & Facilities**

**FY 2008-2013 OMB Budget Submission**

**(Dollars in Millions)**

<table>
<colgroup>
<col style="width: 3%" />
<col style="width: 2%" />
<col style="width: 3%" />
<col style="width: 21%" />
<col style="width: 1%" />
<col style="width: 0%" />
<col style="width: 6%" />
<col style="width: 9%" />
<col style="width: 9%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 8%" />
<col style="width: 1%" />
<col style="width: 5%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="5"></th>
<th colspan="2"><strong>FY 2006 Budget</strong></th>
<th><strong>FY 2007 President's Budget</strong></th>
<th><strong>FY 2008 OMB Submission</strong></th>
<th>FY 2009</th>
<th>FY 2010</th>
<th>FY 2011</th>
<th>FY 2012</th>
<th>FY 2013</th>
<th><p>Out-</p>
<p>years</p></th>
<th></th>
<th><p>TOTAL</p>
<p>Project</p>
<p>Cost</p></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td colspan="5"><strong>Buildings &amp; Facilities Budget</strong></td>
<td colspan="12"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="6"><strong>CONTINUING COMMITMENTS (needed every
year)</strong></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><strong>Essential Safety and Regulatory
Compliance</strong></td>
<td colspan="2"></td>
<td>14.0</td>
<td>14.5</td>
<td>15.5</td>
<td>16.5</td>
<td>16.5</td>
<td>16.5</td>
<td>16.5</td>
<td>16.5</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Asbestos Abatement Program</td>
<td colspan="2"></td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>ongoing</td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Fire Protection &amp; Life Safety Program</td>
<td colspan="2"></td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>ongoing</td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Eliminate Barriers to Persons With Disabilities</td>
<td colspan="2"></td>
<td>1.5</td>
<td>1.5</td>
<td>1.5</td>
<td>1.5</td>
<td>1.5</td>
<td>1.5</td>
<td>1.5</td>
<td>1.5</td>
<td>ongoing</td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Environmental Assessments / Remediation</td>
<td colspan="2"></td>
<td>0.0</td>
<td>1.0</td>
<td>1.0</td>
<td>1.0</td>
<td>1.0</td>
<td>1.0</td>
<td>1.0</td>
<td>1.0</td>
<td>ongoing</td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Indoor Air Quality Improvement Program</td>
<td colspan="2"></td>
<td>0.5</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Rehabilitation of Animal Research Facilities</td>
<td colspan="2"></td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>5.0</td>
<td>ongoing</td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Physical Security Improvements</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>1.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>ongoing</td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><strong>Repair and Improvements</strong></td>
<td colspan="2"></td>
<td>66.381</td>
<td>65.881</td>
<td>124.0</td>
<td>133.5</td>
<td>139.6</td>
<td>131.2</td>
<td>139.8</td>
<td>145.4</td>
<td>ongoing</td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td colspan="2"><strong>Concept Development Studies</strong></td>
<td colspan="2"></td>
<td>0.7</td>
<td>0.7</td>
<td>0.5</td>
<td>0.5</td>
<td>0.5</td>
<td>0.5</td>
<td>0.5</td>
<td>0.5</td>
<td>ongoing</td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><em>Sub-total for Continuing Commitments</em></td>
<td colspan="2"></td>
<td>81.081</td>
<td>81.081</td>
<td>140.0</td>
<td>150.5</td>
<td>156.6</td>
<td>148.2</td>
<td>156.8</td>
<td>162.4</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td colspan="6"><strong>RECOMMENDED PRIORITIES
(year-specific)</strong></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><strong>Essential Safety and Regulatory Compliance (one
time)</strong></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Building 10 Repair Program</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>18.9</td>
<td>16.8</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>55.9</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Building 10 Clinical Research Core Renovation</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>390.0</td>
<td></td>
<td>390.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td colspan="2"><strong>Construction</strong></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Central Vivarium/Animal Research Center</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>220.0</td>
<td>0.0</td>
<td></td>
<td>235.3</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Neuroscience Res. Center Ph I</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>82.3</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Neuroscience Res. Center Ph II</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>286.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>352.4</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Northwest Child Care Facility</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>12.5</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>13.0</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Lab P - South Quad /Center for Biology of Disease</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>4.0</td>
<td>0.0</td>
<td>140.0</td>
<td></td>
<td>144.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Lab N - South Quad/Center for Biology of Disease</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>2.1</td>
<td>0.0</td>
<td>115.0</td>
<td></td>
<td>117.1</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Lab M - South Quad/Center for Biology of Disease</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>3.0</td>
<td>132.1</td>
<td></td>
<td>135.1</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Environmental Clinical Research Building - NIEHS</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>20.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>20.0</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Pet c-Good Lab Practices Facility/Radio-Chem Lab</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>7.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>7.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Expansion of Cell Processing Space, Building 10</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>5.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>5.0</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>New Patient Imaging Space adjacent to CRC ICU</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>4.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>4.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Complete fit out B3-East Labs in CRC</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>2.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>2.0</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>South Quad Parking</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>1.1</td>
<td>0.0</td>
<td>40.0</td>
<td></td>
<td>41.1</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><strong>Renovations</strong></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Building 3</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>15.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>15.0</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Bldg. 29A / 29B Renovation / Bldg. 29 Demo</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>68.4</td>
<td></td>
<td>68.4</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td colspan="2"><strong>Equipment/Systems/Enabling</strong></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Demolish Bldg. 14/28/32 Complex</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>41.0</td>
<td></td>
<td>41.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Emergency/Back up Power CIT Data Center</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>13.3</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>9.0</td>
<td>6.0</td>
<td>0.0</td>
<td></td>
<td>28.3</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>South Quad Utility Expansion (Chiller / Boiler # 7)</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>44.0</td>
<td></td>
<td>44.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><em>Sub-total of Recommended Priorities</em></td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>22.3</td>
<td>27.9</td>
<td>16.8</td>
<td>32.5</td>
<td>317.2</td>
<td>229.0</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td colspan="3"><strong>PROPOSED PROJECTS</strong></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><strong>Essential Safety and Regulatory
Compliance</strong></td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>0.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><strong>Construction</strong></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>NLM Addition ($7.1M funded in FY 2001 for design)</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>210.4</td>
<td></td>
<td>217.5</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Zebrafish Research Facility</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>12.0</td>
<td>0.0</td>
<td></td>
<td>12.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Building F (Bldg. 30 Replacement)</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>165.7</td>
<td></td>
<td>165.7</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>2nd floor addition to In-Vivo NMR Cneter</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>6.0</td>
<td>0.0</td>
<td></td>
<td>6.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><strong>Renovations</strong></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td>Building 37 - Renovate Basement</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>14.0</td>
<td>0.0</td>
<td></td>
<td>14.0</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td>Conversion of Building 7 - RML</td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>7.0</td>
<td>0.0</td>
<td></td>
<td>7.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><strong>Equipment/Systems/Enabling</strong></td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td></td>
<td>0.0</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"><em>Sub-total of Proposed Projects</em></td>
<td colspan="2"></td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>39.0</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td colspan="4"><strong>TOTAL B&amp;F</strong></td>
<td colspan="2"></td>
<td><strong>81.081</strong></td>
<td><strong>81.081</strong></td>
<td><strong>162.3</strong></td>
<td><strong>178.4</strong></td>
<td><strong>173.4</strong></td>
<td><strong>180.7</strong></td>
<td><strong>474.0</strong></td>
<td><strong>430.4</strong></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

![](media/image40.wmf){width="6.795138888888889in"
height="8.371527777777779in"}

![](media/image41.wmf){width="6.875in" height="3.3680555555555554in"}

# Attachment 7 - Facilities Assessment Evaluation Checklist

**FACILITY CONDITION ASSESSMENT**

(Typical Steps)

1\. ACQUIRE ALL BUILDING HISTORY AND BACKUP INFORMATION

> Visual condition assessments do not purely consist of looking for
> physical deficiencies. Information provided on drawings and in
> specifications can provide clues to potential defects, and project and
> maintenance history may provide information that indicates potential
> issues.
>
> In addition, the following information should be obtained and
> organized if available.

-   Drawings & Specifications

-   Previous Project History

-   Maintenance History

> Any missing back-up information should be collected or viewed on site
> prior to starting a visual assessment.

2\. REVIEW STRATEGIC ASSESSMENT INFORMATION FOR ACCURACY, COLLECT
ADDITIONAL STRATEGIC INFORMATION, AND UPDATE STRATEGIC ASSESSMENT
INFORMATION AS APPROPRIATE

> Part of the visual assessment should include a review of the current
> strategic assessment information for accuracy. This will benefit
> future assessments and should reduce future strategic assessment
> costs. In addition, supplement or update strategic information in the
> following areas:

-   Inventory

-   Estimated Useful Life

-   Remaining Useful Life (Age)

> Any missing or inaccurate strategic information should be gathered and
> recorded.
>
> Later in the process, information gathered in the tactical visual
> assessment should be used to update the strategic assessments.
>
> Finally, review all available strategic information on a
> building-by-building basis to determine if a tactical assessment is
> required.

3\. PERFORM VISUAL CONDITION ASSESSMENT (LOOK FOR DEFICIENCIES)

> Once the back-up information has been collected and reviewed and basic
> facility information has been checked for accuracy, perform a visual
> assessment of the facility. Gather information to update the strategic
> assessments and obtain any information that is missing from the
> strategic assessment. This should include modifying remaining useful
> life values to more-accurately reflect physical conditions so that the
> strategic assessment values do not rely purely on age.

4\. FROM DEFICIENCIES, IDENTIFY REPAIR/RENEWAL PROJECTS, PROVIDE
SUFFICIENT INFORMATION TO DEVELOP PROJECT SCOPE

> Based on observed conditions and deficiencies identified, identify
> repair or renewal projects. While the full scope of work need not be
> identified at this stage, it will be important to make sure that
> sufficient information is gathered and reported to allow a separate
> design professional to prepare future scope of work documents.

5\. ESTABLISH PROJECT COSTING APPROACH AND GATHER COSTING INFORMATION

> If available, historic replacement costs tend to be more reliable than
> costs calculated using RS Means or costs generated from unit rates.
> Therefore use historic costs before unit rate guides when identifying
> anticipated project costs.
>
> If historic costs are available, update these to reflect current costs
> and use these to forecast project costs
>
> If historic costs are not available, using a standard pricing guide to
> identify project costs. Ensure that the latest edition of RS Means is
> used each year to reflect current costs.

6\. PROVIDE OPINION OF COSTS FOR IDENTIFIED PROJECTS

> Identify repair or replacement costs for each defined project.

7\. PRIORITIZE PROJECTS ACCORDING TO PRE-DEFINED STANDARDS

> Using the prioritization standards, rank each project according to
> need using a standardized, parametric scoring system that reflects the
> mission, organizational and operational priorities of the OPDIV or HHS
> component.

8\. CALCULATE PLANT REPLACEMENT VALUE USING STANDARD PRICING GUIDE

> Using RS Means standard new construction rates (latest edition),
> calculate a replacement cost for each facility, using location and
> building type factors. In order to calculate this value, assume that
> the existing facility will need to be completely replaced, starting
> from an open green-field site.

9\. SUM TOTAL OF PROJECTS CREATED FROM OBSERVED DEFICIENCIES

> For each year of the forecast, sum the capital expenditure for all the
> replacement projects identified in that year.

10\. CALCULATE CI

> At the start of each year, for each building, identify which projects
> identified in tactical visual assessments are required in that year
> and calculate the total combined value of these projects.
>
> Add to this value, the total combined value of all projects from all
> previous years that have been identified that have not been performed
> due to lack of funding. Adjust these values by inflation to reflect
> current costs (Note -- costs for incomplete projects from earlier
> years need to adjusted more for inflation).
>
> This resultant value is the total amount of deferred maintenance.
> Divide this value by the plant replacement value to provide the CI
> metric. Since this is a time-dependent metric, it is only valid at the
> time it is created and will become out of date as soon as previous
> overdue projects are completed or new projects become are identified.
>
> The CI formula is:
>
> (1 - (\$ Deferred Maintenance / \$ Plant Replacement Value)) x 100%

11\. PREPARE CONDITION ASSESSMENT PROCESS DOCUMENTATION AND REPORT TO
DEPARTMENT

> Report the overall results for each facility to HHS and prepare a
> report describing the overall methodology that was used and if and how
> it varied from this requirements document.

12\. REVIEW INDIVIDUAL OPDIV OR HHS COMPONENT RESULTS

> HHS will review the CI values and methodologies used and agree with
> the OPDIV or HHS Component if any process modifications are required.

13\. SUMMARIZE MULTIPLE OPDIV OR HHS COMPONENT RESULTS

Overall results will be summarized by HHS and reported to OMB.

# 

# Attachment 8 - Operations and Maintenance Cost Methodology

**I. [Purpose]{.underline}**

The purpose of this measure is to identify uniform procedures for each
OPDIV or other HHS component to follow in reporting total operating and
maintenance costs on a by building basis.

**II. [Applicability]{.underline}**

This performance measure applies to all HHS-owned buildings. The
operating and maintenance cost measure is made up of four component
costs:

A.  Recurring maintenance and repair costs.

```{=html}
<!-- -->
```
A.  Utilities (includes central plant operation and purchase of energy).

B.  Cleaning and/or janitorial costs (includes pest control, refuse
    collection and disposal to include recycling operations), and

C.  Road/grounds costs (includes grounds maintenance, landscaping and
    snow and ice removal from roads, piers and airfields).

**III. [Responsibilities]{.underline}**

1\. Each OPDIV or other HHS component is responsible for the following
to assure appropriate implementation:

A.  Each OPDIV or HHS component inputs the data on its operating and
    maintenance costs for FY 2006 for each building by January 1, 2007.
    Data for all subsequent fiscal years will be inputted by the
    following January 1.

B. Each OPDIV or HHS component utilizes a computer system (with
appropriate backup data) to report on the four operating and maintenance
component costs at the building level.

**IV. [Procedures]{.underline}**

1.  The data in the computerized system will contain the following
    information, with costs for measured on a cost per gross square foot
    (GSF) basis.

  --------- ---------- ------------- --------- --------------------- --------- ------- ----------
  Site      Building   Recurring     Utility   Cleaning/Janitorial   Roads and Total   Comments
            Number     Maintenance   Costs     Cost                  Grounds           
                       and Repair                                    Costs             
                       Costs                                                           

  Site xx   Building   \$ xxxx       \$ xxxx   \$ xxxx               \$ xxxx   \$ xxxx 
            xx                                                                         

  Site xx   Building   \$ xxxx       \$ xxxx   \$ xxxx               \$ xxxx   \$ xxxx 
            xx                                                                         

                                                                                       

  Total                \$ xxxx       \$ xxxx   \$ xxxx               \$ xxxx   \$ xxxx 
  Site xx                                                                              
  --------- ---------- ------------- --------- --------------------- --------- ------- ----------

Currently, not all cost information is available at the building level.
In that event, costs may be allocated using an algorithm. OPDIVs shall
be able to describe the algorithm applied for each measure but need not
include that explanation in the database. The algorithms used by NIH
attached are for illustrative purposes. That algorithm uses weighting
factors to allocate costs by building type for Recurring Maintenance and
Repair, Utilities, and Cleaning/Janitorial costs. Roads and Grounds cost
do not need to be weighted.

Where some of the operating and maintenance function are performed by
contractors and the costs are not allocated at the building level, the
OPDIVs should revise the contract format to capture actual costs at the
building level when the requirement is re-solicited.

Explanations for measuring the four components of the operating and
maintenance costs are described below.

1\. Recurring Maintenance and Repair Costs (\$/GSF):

A.  Includes the following building systems and/or components:

    a.  HVAC systems to include building automation system.

    b.  Electrical systems to include uninterruptible power systems,
        emergency power, and emergency generators.

    c.  Plumbing systems to include restroom fixtures, domestic water,
        sanitary sewer, reverse osmosis, natural gas, and compressed
        air.

    d.  Chilled water systems.

    e.  Steam and condensate systems.

    f.  Fire protection to include fire alarm systems, sprinkler
        systems, exit lights, fire stopping, cooking hoods, rated walls
        and rated doors.

    g.  Architectural components to include flooring, doors with
        associated hardware, ceilings, painting, wall coverings,

    h.  Refrigeration for cold rooms and DX systems.

    i.  Card access systems to include readers, panels, and software.

    j.  Medical gas systems.

    k.  Nurse call systems.

    l.  Building structure and components.

    m.  Laboratory fume hood exhaust systems.

    n.  Roofs, downspouts and gutters.

    o.  Predictive maintenance monitoring equipment.

    p.  Perimeter fencing and gates.

    q.  Elevators, escalators and lifts.

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A.  Includes labor and materials for the following services:

    a.  Preventive or predictive maintenance procedures on building
        equipment and components.

    b.  Service or trouble calls related to HVAC, electrical, plumbing,
        architectural components such as doors, floors, and windows,
        lighting, fire alarms, and any other component directly related
        to the safe operation of the building.

    c.  Miscellaneous repairs less than \$10,000.

    d.  Facility management services.

    e.  24/7 emergency response (15 minutes).

    f.  Day to day operations function of routine checking of critical
        equipment or problem areas.

    g.  Maintaining an accurate building equipment inventory and
        accurate building drawings.

    h.  Operating support for program related upgrades or capital
        repairs to include shutdowns as well as providing basic
        information about the building and associated systems.

    i.  Associated support for all operations and maintenance services
        such as vehicles, vehicle maintenance, training, computer
        equipment, maintenance related software systems, office
        supplies, copiers, fax machines, phones, radios, IT support, and
        supervision.

B.  Does not includes the following:

    a.  Facility condition assessments.

    b.  Loading dock management services.

    c.  Animal care cage wash equipment maintenance and repair.

    d.  Other miscellaneous program related equipment maintenance and
        repair.

    e.  Telecommunication systems maintenance and repair.

    f.  Portable equipment such as refrigerators, freezers, and
        laboratory equipment.

2\. Utilities Costs (\$/GSF):

A.  Includes the following utility distribution systems and Central
    Utility Plant equipment:

    a.  Primary domestic water distribution system including fire
        hydrants.

    b.  Primary sanitary sewer distribution system.

    c.  Primary natural gas distribution system.

    d.  Primary compressed air distribution system

    e.  Primary chilled water distribution system.'

    f.  Primary steam and condensate return distribution system.

    g.  Primary electrical distribution system.

    h.  SCADA System.

    i.  Metering systems.

    j.  Central Utility Plant equipment to include boilers, chillers and
        air compressors.

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A.  Includes labor and materials for the following services:

    a.  Preventive or predictive maintenance procedures and repairs on
        all Central Utility Plant equipment.

    b.  Repair of all primary utility distribution systems.

    c.  Operation of Central Utility Plant.

    d.  Maintenance and repair of metering systems, and meter reading.

    e.  Purchase of all utilities to include electricity, natural gas,
        water/sanitary sewer, propane, and fuel oil.

    f.  Maintaining an accurate Central Utility Plant equipment
        inventory and accurate primary utility systems distribution
        drawings.

    g.  Operating support for program related upgrades or capital
        repairs to include shutdowns as well as providing basic
        information about primary utilities systems.

    h.  Associated support for all operations and maintenance services
        such as vehicles, vehicle maintenance, training, computer
        equipment, maintenance related software systems, office
        supplies, copiers, fax machines, phones, radios, IT support, and
        supervision.

3\. Cleaning/Janitorial Costs (\$/GSF):

> A. Includes the labor and materials for the following services:

a.  Custodial cleaning services to include offices, laboratories,
    restrooms, corridors, stairwells, building entrances, conference
    rooms, and break rooms.

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a.  Trash/Refuse collection.

b.  Window washing.

c.  Recycling operations.

d.  Pest control operations.

> B. Does not include the following:

a.  Removal of hazardous waste.

4\. Roads/Grounds Costs (\$/GSF):

Roads and Grounds costs shall be allocated based on the GSF of a
building. Because the size of campuses and the build-out per campus can
vary substantially, the cost per acre can be included in the comment
field if that helps to explain costs that might seem high as compared to
a building located off campus or on a densely developed campus.

> A Includes the following services:

a.  Maintenance of landscaping to include grass cutting, tree trimming,
    shrub trimming, mulching, fertilizing, application of herbicides,
    shrub bed maintenance, flower planting, tree planting, shrub
    planting and removal of leaves.

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a.  Snow and ice removal from all roads, parking lots, sidewalks and
    building entrances.

b.  Maintenance and repair of exterior and transportation signage and
    electronic control devices.

c.  Maintenance and repair of roads, sidewalks, parking lots, bridges,
    pavement marking and street lights.

d.  Removal of litter.

e.  Street sweeping.

f.  Parking garage cleaning, striping, lighting, and washing.

> B. Does not include the following:
>
> a\. Any new construction of roads, sidewalks, or parking lots.
>
> b\. Purchase and maintenance of interior plants.
>
> c\. Setting up for special events held outdoors.
>
> d\. Work required to comply with changes in security color codes.

# 

# Attachment 9 -- Disposition Decision Tree

![](media/image42.wmf){width="9.5in" height="4.598611111111111in"}

# Attachment 10 -- Report on Proposed HHS Enhanced Real Property Authorities

[^1]: All positions listed may not be applicable to every OPDIV.
    Position should be based each OPDIVs real property portfolio and
    infrastructure.

[^2]: No office shall exceed 215 nsf in accordance with HHS Policy title
    Office and Related Space Utilization Rate (U/R).

[^3]: Required program space in the HSP is determined by numerous
    factors such: as demography, function or discipline, staff travel
    time, service radius, work load threshold, work load limits, bed
    days, visits, man hours, exams, meals, staff, service, linen,
    billable test, births, work units, storage index, and surgical
    procedures

[^4]: Research at the National Institutes of Health is similar to a
    university biomedical research program that utilizes a large number
    of Post Doctorate Fellows in their research laboratories and
    therefore their density would be higher. The Centers for Disease
    Control and Prevention and the Food and Drug Administration
    biomedical research programs are more aligned with industry and
    their density would be lower.