The Site Selection Guide


U.S. General Services Administration Public Buildings Service 
The Site Selection Guide


U.S. General Services Administration 

Public Buildings Service 

Office of the Chief Architect 

Table of Contents


Foreword 

Introduction 

Site Selection Philosophy	 9


Site Selection Process 	 19


Overview	 21


Step 1: Confirm Readiness	 24


Step 2: Develop the Work Plan	 32


Step 3: Conduct Search	 45


Step 4: Evaluate Long List	 61


Step 5: Evaluate Short List/ 71


Recommend Site(s)


Troubleshooting Guide	 83


NEPA Activities in Site Selection	 97


Appendices	 109


A	 Glossary 111


B	 Major Federal Laws, Executive Orders, 


Regulations, and GSA Directives 118


C 	Site Investigation Team Roles/ 


Responsibilities and Worksheet 121


D	 Sample Advertisement 132


E	 Professional Organizations and


Resources for Site Selection 134


Foreword


Federal courthouses, office buildings, and other facilities represent the American 

government’s presence in communities across the nation. Not only do these buildings 

facilitate important federal missions, but they also can demonstrate clearly how the 

federal government contributes to improving the quality of life in local communities. 

These contributions include the creation of public spaces and plazas; the preservation 

of historic buildings and national landmarks; the commitment to improve environmental quality and energy conservation efforts; and, the potential to spark economic 

revitalization of our urban centers and business districts in both cities and towns. 

Critical decisions made at the very beginning of every capital development project have 

major consequences for the overall success of the project. The site selection decision 

has a dramatic impact on almost every facet of the design and construction process. 

The site affects the organization; massing; functionality; sustainability; operational and 

economic efficiency; security; and last, but certainly not least, the aesthetic qualities 

of the building. 

The site selection is a “life cycle" decision that recognizes the balance among the initial 

cost of the real estate, the overall cost of executing the project, and the cost of operating 

the facility. It also recognizes the benefit (or cost) to the local community and the environment. While the initial cost may be a significant driver, all factors must be considered 

in order to make the right decision. 

In this Guide, the U.S. General Services Administration (GSA) posits a site selection 

framework to assist the Project Team on the road to success. It addresses issues of both 

process and principle and is an extension of our quest to ensure that federal buildings 

are inviting, productive, efficient and safe places to conduct government business. We 

hope that this Guide can support GSA, our customer agencies, and our consultants in 

maintaining our legacy of quality public buildings. 

F. Joseph Moravec 

Commissioner of the Public Buildings Service 

U.S. General Services Administration 
Introduction


The primary audience for this Site Selection Guide is GSA’s real estate and design 

professionals and the customer agencies. A secondary audience for this Guide comprises 

the many stakeholders in the site acquisition process, including other members of the 

government, as well as GSA’s partners. This Guide will be used by individuals possessing a wide range of site acquisition, site selection, and design knowledge. 

GSA has broad discretion in selecting sites for public buildings under 40 U.S.C. 

§ 3304. This Guide provides an outline for the entire site selection process. It is a menu 

of best site selection practices, GSA experience, and recommendations. Suggestions 

include who the participants should be, what roles they play, when the various activities 

of the process occur, and where the requirements can be found. GSA recognizes that 

every site selection is unique and that the required activities vary for every project. 

This Guide encourages best practices for site selection in order to ensure completeness 

and consistency nationwide, to address the needs of the customer and the community, 

and to work toward a healthy environment. It is based on the premise that site selection 

is the first step toward responsible development. Most important, this Site Selection “ The quality of site design Guide is a tool for finding the most appropriate sites from economic, programmatic, represents a significant and policy perspectives. federal investment and 

should, wherever possible, 

Benefits of Using the Site Selection Guide make a positive contribuBy following the steps and suggestions in this Guide, the user can tion to the surrounding 

urban, suburban, or rural 

• 	 Ensure that the selected site is viable for the intended federal facility; landscape in terms of 

• 	 Reduce the risk of unanticipated difficulties and their impact in terms of schedule conservation, community and expense; design and improvement 

• 	 Manage expectations among participants and increase understanding of the site efforts, local economic 

selection process; and development and plan­

• 	 Encourage innovation and creativity in the site selection process while incorporat- ning, and environmentaling existing precedents and industrywide best practices. ly responsible practices." 

P-100, Facilities Standards for 

the Public Building Service 
“ The choice and development of the building 

site should be considered 

the first step of the 

design process. This 

choice should be made 

in cooperation with local 

agencies. Special attention 

should be paid to the 

general ensemble of 

streets and public places 

of which federal buildings 

will form a part. Where 

possible, buildings should 

be located so as to permit 

a generous development 

of landscape." 

Sen. Daniel Patrick Moynihan 

(D–NY) 

Tools and Resources 

This Guide includes useful tools and resources, such as simplified process charts, 

comprehensive checklists, project examples, sample worksheets, and examples, to 

illustrate the recommendations and suggestions. The following are some of the 

innovations in the Guide: 

• 	 Roles and responsibilities chart for GSA team members and contractors; 

• 	 Checklists of evaluation criteria; 

• 	 Strategies for interactions and communications with customer agencies and 

community stakeholders; 

• 	 Summary of major federal laws, Executive Orders, regulations, and GSA directives; 

• 	 List of resources for site selection expertise, including GSA Web site sources and 

professional associations; 

• 	 Summary of the NEPA process as it relates to the site selection process; and a 

• 	 Troubleshooting guide that contains the answers to frequently asked questions 

about the site selection process. 

Site Selection Philosophy


“ These buildings will be 

here for hundreds of 

years—long after we 

[have] relocated the last 

tenant, or written the 

last report. They should 

be in the right location — 

that is our overriding 

responsibility." 

Jan Ziegler, Assistant Regional 

Administrator, Region 3 

Las Cruces 

GSA’s preferred site for a 

courthouse emerged when 

the city’s plans changed. 

The project’s ability to 

anchor Main Street and 

a study of parking impacts 

won the city’s support. 

Philosophy


Site selection has a long-lasting impact on every real estate decision that GSA makes. 

The process, issues, and criteria that support this decision are of great importance, not 

only to GSA, but also to the local and federal communities, the environment, and 

future generations. 

This Guide offers Regional Offices a framework for addressing important actions and 

performing evaluations in the selection of sites for federal facilities. GSA recognizes that 

every site selection is unique and that each Project Team ultimately determines the best 

process for their project. The following discussion outlines the intent and philosophy of 

the federal government when selecting sites for new federal facilities. 

Location 

Location of federal facilities involves both the general area and the specific site. The 

location of a federal facility speaks volumes, a message heard years after construction 

is complete. It dictates almost everything that follows, from transportation access and 

environmental impact; to the federal government’s involvement with local initiatives 

and economies; to the placement, form, and cost of the building. 

The selected site has a major impact on the customer agency in terms of convenience, 

access, and the quality of the work environment. It also has an impact on the project’s initial and life cycle costs and on the community’s economy, sense of place, and social fabric. 

Federal law and Executive Orders (E.O.s) address location choices. The Rural Development 

Act requires that agencies give first priority to rural areas, unless the agency mission or 

program requirements call for locations in an urban area. For projects located in urban 

areas, the primary Executive Orders that impact location are E.O. 12072 (“Federal Space 

Management," which requires first consideration to centralized community business areas) 

and E.O. 13006 (“Locating Federal Facilities on Historic Properties in Our Nation’s Central 

Cities," which requires first consideration to historic properties within historic districts). 

Legacy 

GSA and the federal government have developed many programs and initiatives that 

support responsible development and stewardship of federal facilities. While each of 

these initiatives has its own identity, it is important to recognize the synergies among 

11 
programs, especially how programs support and inform each other. Site selection lays 

the earliest groundwork for implementing these initiatives, so it is important to address 

the numerous initiatives in a coordinated fashion. 

Design Excellence and Construction Excellence 

The choice and development of the building site should be considered the first step 

of the design process. Finding the best site for the project enhances design and construction excellence. The right site helps the Project Team and design professionals 

to address issues of quality, community, cost, security, and sustainability. 

Sustainability and Environmental Quality 

As the government’s largest landlord, GSA is in a unique position to protect the environment while providing a quality workspace for its customer agencies. GSA strives to 

balance short-term project costs with long-term operations, environmental, social, and 

human benefits while meeting the intended needs of the facility. GSA is committed to 

incorporating principles of sustainable design and energy efficiency into all of its building projects, aiming for a Silver LEED rating for all of its projects. A commitment to 

sustainability begins with the site location—avoiding development of inappropriate sites, 

reducing the environmental impact of building on a site, channeling development to 

areas with existing infrastructure, and locating near alternative means of transportation. 

E.O. 13123 (“Greening the Government Through Efficient Energy Management") 

challenges the federal government to lead the nation in energy efficient building design, 

construction, and operation. Furthermore, the government can promote energy efficiency, water conservation, and the use of renewable energy products and help foster 

markets for emerging technologies. The federal government also is committed to reducing distances driven by its workers, promoting clean air, designing for local climate 

conditions, and building in areas that already have a supporting infrastructure. 

Sites for federal facilities do not have to be pristine to be selected, but they must support public health. The Comprehensive Environmental Response, Compensation, and 

Liability Act (CERCLA) regulates the disclosure, disposal, and remediation of contaminants and allows potentially problematic sites to be improved through the development 

of federal facilities. Successful projects built on brownfields have been instrumental in 

improving water quality, beautifying an eyesore, or restoring community character. 

What does it mean to build 

sustainably? 

Choose site, design, construction, and operational 

practices that significantly 

reduce or eliminate the negative impact of buildings, 

construction, and operation 

on the environment and the 

occupants. 

12 
Washington, DC 

The Department of the 

Treasury acquired a brownfield site from the District 

of Columbia for the new 

Bureau of Alcohol, Tobacco, 

and Firearms national headquarters. The site is being 

developed in conjunction 

with a new Metro station. 

This commitment will anchor 

revitalization of this area. 

The National Environmental Policy Act (NEPA) mandates that all agencies use a systematic, interdisciplinary approach to planning and evaluating potential environmental 

impacts of projects. Related Executive Orders further mandate wetlands protection, 

floodplain management, and environmental justice. The investigation and evaluation 

of potential sites respond to these requirements. 

State environmental laws often are more stringent than federal law. The federal government intends to follow both state and federal laws. 

Historic Properties 

Projects that use historic sites and buildings can serve as examples for successful 

reclamation and reuse of cultural/historic resources and signal the government’s commitment to historic preservation, sustainability, and local communities. These projects 

set forth the federal government’s commitment to provide leadership in the preservation 

of historic resources and to foster conditions where modern development can coexist 

with historic properties. The architectural and cultural attributes of historic buildings 

and sites must be considered to ensure that projects are carried out with a minimum 

adverse effect on qualities that contribute to their significance. 

Section 106 of the National Historic Preservation Act (NHPA) describes the process 

by which federal agencies, in consultation with the Advisory Council on Historic 

Preservation, must consider potential effects on historic properties. When operationally 

appropriate and economically prudent, E.O. 13006 requires that federal agencies give 

first consideration to properties within historic districts when selecting locations for their 

facilities (subject to the requirements of the Rural Development Act and E.O. 12072). 

Community Planning 

The federal government is committed to earning multiple returns on its projects by making a positive contribution to the existing community in economical, physical, and social 

terms. Over the past fifty (50) years, the federal government has been directed to address 

community issues through E.O. 12072, the Public Buildings Cooperative Use Act, and 

the Federal Urban Land Use Act. At the heart of these directives is early and open communications with local officials and consideration of local planning efforts. GSA can identify and support benefits to the community through dialogue with stakeholders, especially 

local officials, residents, and the public. The dialogue begins early in the community 

planning stage and continues through the project development and site selection process. 

13 
At the beginning of site selection, the Site Investigation Team should consider how each 

site offers the potential to coordinate federal resources and strategies with local development and improvement efforts. Areas of common interest may include urban design, 

parking, mass transit, personal and property security, traffic flow, neighborhood conditions, local area activities, and employee and visitor amenities. 

Security 

Security has become a major concern in the construction of federal buildings; GSA 

serves as a leader in the nation’s efforts to protect the American people and the federal 

workforce. A site can provide a safe working environment without becoming a fortress, 

isolated from the community. Each facility has its own risk assessment; however, there 

are some general requirements that affect most sites. All new federal buildings should 

have a minimum standoff distance of fifty (50) feet. Some specialized facilities may 

require a higher standard of security. 

GSA recognizes that dense urban areas and historic properties may require an exemption from the standoff distance and, possibly, from blast criteria. Exemption from the 

PBS Commissioner must be issued for any reduction or modification of that requirement. In the Commissioner’s words, “The ‘achievement’ of this standoff distance must 

be based on the feasibility of the site to accommodate a pragmatic, efficient, reasonable, 

cost-effective, and well-designed facility.” 

Politics and Partnerships 

Federal projects have an enduring impact on the community at large and on the immediate neighborhood. Many individuals and groups benefit from the location and development of a federal facility. Federal investment in each facility can enhance local efforts 

for economic development or historic preservation, or it may draw attention and 

resources away from local projects. 

Building relationships and creating local partnerships are effective tools in managing political and local concerns. Working in partnership with other groups (state, regional, or city 

organizations; local community groups; or local developers) can bring additional intellectual resources to a project and involves additional stakeholders in the process. Local partnerships also may attract additional funding and financial resources to the project. 

Eugene, Oregon 

The city organized a community design exercise to 

study the proposed locations for a new downtown 

federal courthouse. The 

design exercise process 

helped resolve initial conflicts regarding location and 

led to agreement on a site 

that was successful for all. 

14 
Omaha, Nebraska 

GSA collaborated with the 

city on a donated site for a 

build-to-suit National Park 

Service building, which was 

recognized as an important 

early anchor for Omaha’s 

waterfront redevelopment. 

GSA convened a community 

workshop and incorporated 

the city’s needs into the 

competitive procurement. 

The project has a high-quality site, and Omaha moves 

forward on its waterfront 

project. 

A recent GSA-commissioned study explains why communities value high-traffic public 

agencies (including USPS, IRS, SSA, U.S. Trustees, and U.S. Courts). In one large northeastern city, the direct spending by federal employees and visitors alone exceeded $80 

million, enough to support more than one hundred (100) small businesses. In site selection, knowing the relative impacts of various agencies can help with site evaluation and 

tenant mix. (For more information about the study, see www.gsa.gov/goodneighbor.) 

Understanding the local point of view is important in assessing the opportunity for and 

impact of site selection and facility development. Local politics and political influence 

are a part of every site selection and should be addressed from the beginning. 

Project Management 

The goal of every project is a successful design and building—successful for the user, 

the community, the federal government, and the environment. Project management is 

one of the keys to a successful project. The following components are critical to successful project management. 

Communications 

Federal projects involve many, many people and generate significant interest and discussion within the community. One of the keys to successful communications is the early 

clarification of expectations and the project’s ability to meet those expectations. 

Managing the flow of information is critical to successful internal and external communications; it is equally important to know when and how to share information. 

It is beneficial to develop a project Communications Plan and use a Communications 

Specialist. This specialist creates a Communications Plan for all of the stakeholders 

(GSA, the customer agency, local officials and developers, congressional delegations, 

neighboring property owners, residents, and business community members) and the 

media. The plan also should identify issues of common interest, opportunities, and 

schedules for communications with different groups of stakeholders. 

15 
Project Team 

The Project Team evolves and changes over the life of the project, as different expertise 

is required at different phases. The Asset/Portfolio Manager starts initial project planning. As the Project Team evolves, the Project Manager (PM) oversees all project activities through construction. The PM is responsible for continuity and availability of 

information and communications through all phases of the project. 

Once the team begins preliminary fact-finding for sites, Site Investigation Team 

members are added to the Project Team. A Site Specialist is generally chosen to lead 

the Site Investigation Team. The Team Leader should be experienced with the process; 

the team should include staff and consultants who understand the goals and requirements of the site selection and acquisition process. GSA’s Center for Construction and 

Project Management has developed strong supporting tools and processes to guide 

Project Managers and their teams. 

The multiple interests of the customer, the local community, and the federal government are not always in full agreement. The Project Team considers and prioritizes all 

concerns when evaluating sites and determines which factors are critical. 

Work Plan 

The key tool for successful project management is the Project Management Plan 

(PMP). Using the PMP as the foundation, the site selection phase of a project has its 

own Work Plan, which identifies schedule, budget, staffing, and work tasks for that 

phase. The Site Selection Work Plan helps the team coordinate their tasks, plan the 

work process, understand the roles and responsibilities of GSA staff and contractors, 

and chart the anticipated schedule. 

Decision-Making 

Developing support among decision-makers and obtaining project approvals are necessary 

for the success of the project. Identifying who is responsible for making each decision and 

recognizing when decisions are needed are equally important. Timely communications 

and advanced planning support confident decision-making. 

The following are some 

activities that have a major 

influence on the schedule: 

• Community involvement, 

• Project requirements, 

• NEPA process, and 

• NHPA process. 

16 
Rockford, Illinois 

GSA and the city formalized 

a partnership to obtain a 

well-located brownfield site 

for the new courthouse, 

consistent with the city’s 

economic development program and planning goals 

and with GSA’s programmatic needs. 

Rockford expedited the site 

acquisition and provided 

funds up to $500,000 from 

EPA’s Brownfields Economic 

Redevelopment Initiative. 

Priorities and Requirements 

While federal laws, regulations, and directives contain myriad requirements, it is the 

responsibility of the Region and the Site Investigation Team to determine the requirements and priorities for each project. The priorities set during the Feasibility Study 

should be reviewed and confirmed prior to beginning the site selection process. 

Additional priorities and requirements may be added as the project progresses and 

as new policies and directives are implemented. 

Schedule 

Many site issues can impact the project delivery schedule—from assembling multiple 

parcels, to relocating displaced owner/occupants and tenants, to mitigating environmental problems. The site’s characteristics influence the time needed for data collection and 

evaluation of environmental and historic conditions (for the NEPA and NHPA processes), negotiation and acquisition, and site preparation (relocation of owner/occupants and 

tenant studies, remediation, demolition, and construction of infrastructure). Community 

involvement and support can be effective tools in moving the process forward, and adequate time must be included in the schedule for all of these activities. The project schedule identifies and tracks the critical path for site selection activities. By preparing the 

project time line and noting key activities and milestones, the team is able to anticipate 

and plan for potential scheduling issues. Regular status updates of the project schedule 

support the management of team activities and timely project completion. 

Financial Performance 

Financial performance is measured in several ways—initial costs, rent rates, life cycle costs, 

and community costs. The project site has an impact on all of these, especially the initial 

acquisition costs, which can be substantial, and the construction and operational costs. 

For this reason, the investigation should include site analysis and studies by a design 

professional to test the impact of the program on the site before final selection is made. 

This information is used to determine the infrastructure budget and other site-related 

costs and to forecast the rent rates, based on the location and quality of the building. 

17 
GSA and customer agency financial performance are critical determinants of the success 

of a project. However, external relationships can impact the project’s financial performance as well. Partnerships with local government or developers can contribute other 

financial resources that can lead to a successful project. These partners may be able to 

donate a site, share costs, or provide access to additional funding not available to the 

federal government. GSA is committed to maximizing the return on investment dollars 

in ways that support the community wherever possible while providing the best site and 

financial performance to the customer agency. 

Conclusion 

Excellence in site selection is both a commitment and a process. It is a commitment to 

provide GSA customers with well-located, high-quality sites for quality workspaces, 

public spaces, buildings, and landscapes. It is also a process of researching, evaluating, 

and selecting a site that can best serve the interests of the federal government, the users, 

and the community. 

18 
Site Selection Process


Overview


While initial costs are a 

significant driver, all of the 

factors must be considered 

in order to make the right 

decision. This Guide is 

designed to offer assistance 

to the Site Investigation 

Team and ensure that all 

appropriate requirements 

and best practices are 

implemented in order to 

identify the most suitable 

site for the customer agency 

and the local community. 

For a complete review of the 

GSA site acquisition process, 

see GSA Guidebook 1: 

Acquisition of Real Property. 

Site selection is a critical step of the overall site acquisition process, which is outlined 

in GSA Guidebook 1: Acquisition of Real Property. Guidebook 1 is an excellent resource for 

the complete site acquisition process, including information on appraisals, negotiation, 

title, closing, and condemnation. This Guide focuses on site selection exclusively. 

When does site selection really begin? Site issues are considered early in the capital 

development process and often are part of preplanning discussions with the customer 

agency and public officials. During the Feasibility Study, the site acquisition budget 

is developed for the Site and Design Prospectus. Team members use the informal 

consultations and preliminary site research to understand the costs of potential sites. 

At this time, the team also may begin preliminary NEPA and NHPA studies. 

Formal site selection commences when the GSA Central Office issues a “Limited Site 

Directive"; this follows submission of the President’s Budget (which includes the Site 

and Design Prospectus) to Congress. Typically, there are seven (7) months from the 

issuance of the Site Directive to the release of funds. Often, this amount of time is 

insufficient to complete the site investigation and still meet the project schedule. 

A typical site investigation takes nine (9) months; a more complex one can require 

much more time. Many projects require site investigative activities such as NEPA 

studies, meetings with stakeholders, preparation of offers, and so forth. 

Informal site investigations are encouraged prior to receiving the Site Directive in order 

to complete the site investigation process so that site acquisition can occur shortly after 

funds are released. 

The Process 

The Regional Offices establish the appropriate site selection process for each project. 

Until Congress authorizes and appropriates specific site acquisition funds (BA51), the 

Regions should plan for and provide planning funds (BA61) from the Regional budget. 

The local Project Team must make the critical decisions and set the criteria for each 

project. The initial decision as to whether to advertise for sites is vested in the Regional 

Administrator. The GSA Central Office, including the Office of the Chief Architect, 

offers expertise on topics related to the larger interest of the federal government and 

provides support as requested by the Regions. The Site Knowledge Bank also is available for support at all stages of the process. 

21 
The site selection process involves a series of data collection and evaluation activities 

that become more specific in each subsequent step of the site selection process (see Site 

Selection Process Diagram on page 23). Each step evaluates the suitability of the criteria 

categories. The evaluations move in a methodical manner, addressing more detailed 

criteria as the process proceeds. For example, Step 3 looks at macro-level evaluation 

of the delineated area and identifies “Go/No Go" criteria. Step 4 applies “Go/No Go" 

criteria as well as other criteria to the long-listed sites. Step 5 uses even more specific 

criteria to rank the short-listed sites. 

The Guide is divided into five chapters, (one for each step of the process), plus a 

section on troubleshooting, an overview of NEPA activities, and several appendices. 

Step 1: Confirm Readiness emphasizes that decisions made during the Feasibility Study 

should be reviewed and validated prior to commencing detailed site investigations 

(either formal or informal). 

Step 2: Develop the Work Plan reviews the development of a Work Plan and a 

Communications Plan and the selection of the evaluation criteria. 

Step 3: Conduct Search for Sites starts the real work of collecting and analyzing data, 

finalizing the delineated area and evaluation factors, advertising for sites, and compiling 

all offers to be evaluated. 

Step 4: Evaluate Long List focuses on the analysis of the long list to identify the top 

three (3) sites for the project. 

Step 5: Evaluate Short List/Recommend Site(s) describes the detailed evaluation process 

to develop the recommendation for site selection. 

Troubleshooting Guide provides GSA experts’ answers to commonly asked questions 

about site selection. 

NEPA Activities in Site Selection summarizes NEPA requirements regarding environmental protection, including levels of analysis. 

Appendices include glossary and definitions, team roles and responsibilities, and a list 

of professional organizations and resources for site selection. 

22 
Step 1 Step 2 Step 3 Step 4 Step 5 

Confirm 

Readiness 

Develop the 

Work Plan 

Conduct Search 

for Sites 

Evaluate 

Long List 

Evaluate Short List/ 

Recommend Site(s) 

Site Selection Process Diagram 

Review Feasibility 

Study and other 

documents 

Confirm status 

of project approvals 

and funding 

Confirmation 

of project 

readiness 

Select Site 

Investigation Team 

Develop 

Work Plan 

Review and revise 

general, technical, and 

financial site criteria 

Work Plan, 

project criteria, 

Communications Plan 

Commence discussions 

with customer 

agency and community 

Finalize evaluation 

factors 

Advertise 

for sites 

Conduct site tours 

and site searches 

Develop 

Communications 

Plan 

Compile 

offers 

Long list 

of sites 

Evaluate 

long list 

Select short list 

of sites 

Communicate 

short list to 

stakeholders 

Notify 

offerors 

Short list 

of sites 

Conduct 

detailed site 

evaluation 

Communicate/review 

recommendations 

Prepare final Site 

Investigation Report 

Recommend 

preferred site(s) 

Selection of 

final site(s) 

23 
Step 1: Confirm Readiness 

Purpose 

The Regional Offices establish the appropriate process for each project, based on the 

project requirements, expected time needed for site selection, availability and expertise 

of Regional staff, and other factors. (See Exhibit 1.1: Capital Program Delivery Process.) 

The purpose of the readiness review is to assess when to begin the formal and informal 

site selection activities, to determine whether there are any significant changes in the 

assumptions of the Feasibility Study and Site and Design Prospectus, and to identify 

any emerging issues and information that can impact site selection. 

A readiness review can identify changes in GSA regulations and programs, local market 

and real estate development conditions, the mission or operations of the customer 

agency, or the current availability of sites since the completion of the Feasibility Study. 

Identifying changes early on allows the Team Leader to plan and manage the schedule, 

budget, and team resources appropriately. 

Recommended Activities 

Review Feasibility Study and Other Documents 

Review the Site and Design Prospectus, Feasibility Study, and Project Management Plan 

to identify new and unchanged conditions for the project. 

Confirm Status of Project Approvals and Funding 

Confirm approvals, funding, and schedule for GSA and the customer agency. 

Duration 

This task typically takes two (2) weeks. 

Step 1 

Confirm 

Readiness 

Review Feasibility 

Study and other 

documents 

Confirm status 

of project approvals 

and funding 

Confirmation 

of project 

readiness 

24 
Review Feasibility Study and Other Documents 

The Feasibility Study (with the Project Management Plan, when available) comprises the 

business proposal for the project. As part of the capital delivery program, it establishes the 

design and site acquisition budgets that GSA proposes to Congress. The Feasibility Study 

reflects all relevant input documents and related information that define the customer 

agency’s operation and facility needs. The study identifies the basic requirements of the 

project, defines viable alternatives, analyzes the alternatives, evaluates delivery methods, 

and recommends the preferred solution while taking into account portfolio and facility 

needs, GSA and customer agency parameters, and financial and technical constraints. 

The Team Leader should review the Site and Design Prospectus, the Feasibility Study, 

and related documents to assess their validity to provide ongoing support for site selection. Identify any topics or assumptions that may need to be modified because of recent 

changes in the customer agency, local community, or economic conditions. The review 

also should consider recently enacted changes to GSA programs, initiatives, and federal 

regulations to identify conditions and factors that have emerged since completion of the 

Feasibility Study and ensure that such conditions and factors are addressed in the site 

selection process. 

The Team Leader should confirm key project criteria: 

• Project requirements; 

• Site cost assumptions; 

• Relocation cost assumptions; 

• Project approvals and funding; and 

• Project schedule. 

25 
26 

Calendar Year 1 Calendar Year 2 Calendar Year 4 

NEPA / NHPA Construction Design Site

Site and Design 

Prospectus 

Site and Design 

Prospectus 

to Congress 

Agency 

Request 

Feasibility 

Study 

Informal Site Consultations 

Planning Call Site Directive Allowance Document 

Informal Site Investigations 

Program 

Development 

Study (PDS) 

Site Acquisition 

Activities 

Construction 

Prospectus 

Site and Design 

Appropriation 

Site and Design 

Authorization 

Site 

Investigation 

A/E Selection 

Commence ESA 

Phases I, II 

Commence 

Special Studies 

NHPA (Section 106) 

Cultural Resource 

Assessment 

Additional 

Actions if 

Required 

Commence NEPA 

CATEX, EA, EIS 

Predesign 

A/E 

Concepts 

ESA Phase III 

Remediation 

Informal Consultations 

NEPA, CERCLA, 

Special Studies 

A/E Award 

Closing & Title 

Fiscal Year 0 Fiscal Year 1 Fiscal Year 2 Fiscal Year 3 

Planning Call 

Final NEPA Report 

Exhibit 1.1: Capital Program Delivery Process 

Calendar Year 3 
27 

Calendar Year 4 Calendar Year 5 Calendar Year 6 Calendar Year 7 

Construction 

Prospectus 

Site Remediation 

Construction 

Prospectus to OMB 

Construction 

Prospectus 

to Congress 

Construction 

Appropriation 

Construction 

Authorization 

A/E Design Development A/E Construction Document 

Construction 

Allowance 

Document 

A/E Design 

Complete 

Fiscal Year 3 Fiscal Year 4 Fiscal Year 5 Fiscal Year 6+ 

Allowance Document 

Site Acquisition 

Activities 

Predesign 

Planning Call 

A/E 

Concepts 

A/E Award 

Additional 

Actions if 

Required 

ESA Phase III 

Remediation 

Final NEPA Report 

Closing & Title 

Site Construction 

Building Construction 
Recommended Activities 

1. 	 Review previously prepared documents and studies and assess the validity and 

usefulness of this information. 

• Review Feasibility Study to determine any changes to project requirements for 

the building, parking, and site location; budget and financial analysis; market 

conditions and development costs; neighborhood and community conditions. 

• Review input documents used to establish the basis for the Feasibility Study. 

See Exhibit 1.2 for a list of typical input documents. 

• Revalidate the “preferred alternative” identified in the Feasibility Study. If the 

scope and/or the cost varies significantly from the Feasibility Study’s preferred 

alternative, then the financial analysis should be reverified as still being the 

best and preferred solution, using the PBS financial tools. Determine whether 

the preferred alternative includes donated or purchased sites. Consider how 

advertising for sites can support the evaluation process. 

• Review the impact of the project on Regional performance measurements, 

targets, and strategic goals. 

• Determine whether the delineated area has been formally or informally established. 

Determine whether the Site and Design Prospectus defined a delineated area. 

2.	 Review GSA programs at the Regional and national levels. 

• Identify new GSA policies, directives, or programs. 

• Review any new Executive Orders and federal regulations. 

3. 	 Update customer agency requirements. 

• Review program goals and special requirements in light of current agency needs, 

personnel projections, and operation. 

4.	 Update community stakeholders, local officials, and congressional delegations on 

project status. 

• Identify and plan to meet with stakeholders to discuss project scope and schedule. 

Identify changes to the project conditions, assumptions, 

and priorities by reviewing 

the following: 

• 	 Previous documents and 

studies for the project; 

• 	 GSA programs, policies, 

and initiatives; and 

• 	 Customer agency mission, operation, and 

requirements. 

After the review, update 

community stakeholders, 

local officials, and congressional delegations. 

Look for information about 

the potential for long-leadtime items such as environmental or historic conditions 

that will generate NEPA and 

NHPA investigations. 

28 
5.	 Review local real estate conditions. 

• Discuss local market and development conditions. If the Feasibility Study 

describes a delineated area, then review the neighborhood and market conditions. 

• Discuss any sites (as represented by state and local planning officials or others) 

that could be donated to the government, are a part of a redevelopment area, 

and/or could be acquired at a substantial discount or through exchange. 

6.	 Identify items that may impact the scope, schedule and critical path, and team 

composition, especially long-lead-time items such as NEPA studies and public 

meetings, NHPA studies, and meetings to build community support. 

Outcomes 

• 	Updated project requirements, program goals, and special requirements 

• 	Renewed contact with customer agency and updated input 

• 	Renewed contact with stakeholders and local officials and receipt of their updated 

input 

Duration 

This task typically takes one (1) week. Factors impacting duration: 

• 	Time elapsed since Feasibility Study completion 

• 	Team Leader’s familiarity with project 

•	 Change in team members and representatives from GSA, customer agency, local 

officials, and stakeholders. 

References 

“NEPA Activities in Site Selection”; “Appendix A: Glossary”, “Appendix B: Major Federal Laws, Executive Orders, 

Regulations, and GSA Directives”; “Appendix E: Professional Organizations and Resources for Site Selection” 

U.S. General Services Administration, Office of Real Property, March 2001, Facility Standards for the Public 

Buildings Service, www.hydra.gsa.gov/pbs/pc/facilitiesstandards/; U.S. General Services Administration, Office 

of Governmentwide Policy, Office of Real Property, April 1998, General Reference Guide for Real Property Policy, 

www.gsa.gov/attachments/GSA_PUBLICATIONS/extpub/refguide_1.pdf 

29 
Exhibit 1.2: Feasibility Study Input Worksheet 

Input Documents1 Federal Construction Lease Construction 

Studies/Surveys 

Accessibility Survey 

Agency Requirements/Requests or 

Judge/Courtroom and “any Court” 

Analysis (Courthouse only) 

Appraisals 

Asset Business Plan 

Construction Cost Estimate 

Cultural Resource Study 

Environmental Studies2 

Fire/Safety Study 

Floodplain Analysis 

Hazardous Materials Survey 

Housing Plans 

Market Analysis 

Master Plan 

Occupancy Agreements 

Parking Study Supplemental Data Sheet 

Site/Geotechnical Studies 

Threat/Risk Assessment 

Wetland Determination 

Site Plan 

Cost Form 3596 

Note: 1. Not all documents are developed for every project. 

2. Studies may include CERCLA, NEPA, and others. 

30 
The Office of the Chief 

Architect issues the 

Site Directive after the 

President’s Budget is signed 

and submitted to Congress. 

The design award and real 

estate purchase contract(s) 

are contingent upon project 

authorization and funding 

appropriation by Congress 

and necessary for the 

acquisition and purchase 

of the site. The Allowance 

Document transfers the 

appropriated funds to 

the Region. 

Confirm Status of Project Approvals and Funding 

After the Site and Design Prospectus is prepared and enters the review and approval 

cycle, each Region decides when to begin preliminary site investigations. The timing 

reflects preferences of the Regional Office, the complexity of the project requirements, 

and potential acquisition strategies. In the past, some Regions waited until the Site 

Directive or Allowance Document was issued to begin site selection. This is not recommended because it can create a significant delay in the provision of the facility. 

Until specific site acquisition funds (BA51) are authorized and appropriated by 

Congress, the Regions should plan for and provide planning funds (BA61) from the 

Regional budget. The availability and the amount of funding should be reviewed at this 

time. Check the Site and Design Prospectus budget and the source of funding for preliminary site investigations. 

Recommended Activities 

Review the Site and Design Prospectus for the amount of funding requested. Verify 

progress of the site and design authorization and appropriation and identify the date for 

the release of funds for design and site acquisition. 

Confirm the availability of funds to carry out preliminary site investigation activities, 

especially those activities that may precede receipt of the Allowance Document. 

Preliminary site selection funds may be available from the Region’s Budget Activity 61 

(BA61) funds or through an RWA from the customer agency. Common site selection 

expenses may include travel and contractors. Step 2 (Develop the Work Plan) of the 

Guide provides more information about identifying contractors for the project. 

Outcome 

Confirmation of amount and type of funding for site selection 

Duration 

This task typically takes one (1) week. 

31 
Step 2: Develop the Work Plan 

Purpose 

The Site Selection Work Plan is an important project management tool. The site selection process is complex and requires careful management of the schedule, budget, and 

team resources. Creating and using the Work Plan establishes a framework for organizing and leading the site selection effort. 

Composing a Site Selection Work Plan can: 

• 	 Provide guidance to ensure that site selection is performed accurately and completely; 

• 	 Ensure that the appropriate experts and professionals participate at the right time; 

• 	 Complete the site selection tasks in an efficient manner; and 

• 	 Keep stakeholders informed and aid in reaching consensus for the 

recommended sites(s). 

Recommended Activities 

Select Site Investigation Team 

Develop a project-staffing plan that addresses roles, responsibilities, reporting structures, and decision-makers. The plan also should identify at what point in the process 

each member joins the team. 

Develop Work Plan 

Develop a Work Plan that addresses scope, schedule, approval process, and budget. 

Review and Revise General, Technical, and Financial Site Criteria 

Review and customize site selection criteria for the specific needs of the project, 

customer agency, location, and budget. 

Develop Communications Plan 

Develop a communications strategy that informs the customer agency, GSA, local 

community, congressional delegations, and other stakeholders of the process, activities, 

and results. 

Step 2 

Develop the 

Work Plan 

Select Site 

Investigation Team 

Develop 

Work Plan 

Review and revise 

general, technical, and 

financial site criteria 

Work Plan, 

project criteria, 

Communications Plan 

Develop 

Communications 

Plan 

32 
GSA always provides the 

leadership and “in-house" 

subject matter expertise on 

site selection, even if some 

expertise and roles are 

outsourced. 

When determining team 

composition, it is important 

to consider the following: 

•	 Appropriate team size; 

• Availability of GSA staff 

or contractors to fill 

roles; 

• 	 GSA Central Office participation; 

• 	 Need for outside experts; 

and 

• 	 Nature of the project, the 

location, and the potential sites. 

Don’t forget to include a 

Communications Specialist 

to assist with both political 

and media concerns. 

Duration 

This task typically takes two (2) weeks. Factors impacting duration: 

• 	 The project type and location (Some properties will need more analysis and require 

more specialized evaluation than others. For example, dense urban sites or brownfield 

properties may require greater investigation on historic preservation, renovation, or 

remediation efforts.) 

• 	 Customer agency participation and expectations 

• 	 Ability of Team Leader to manage the process based on experience, workload, 

and support 

Select Site Investigation Team 

A strong and competent Project Team contributes more to successful site selection than 

any other item identified in this Guide. 

The Asset Business Team is organized by Portfolio during initial project planning and is 

responsible for project creation. In the early stages, the Asset/Portfolio Manager typically 

leads the team, which comprises representatives from major GSA disciplines and the 

customer agency. The Asset Business Team evolves into the Project Team. This team brings 

in particular specialties (as contractor/consultants or as team members), based on the individual needs of the project. When the project scope is fully identified, the Project Team is 

restructured. Led by a Project Manager, the reorganized team includes other members, such 

as an appraiser, Urban Development Officer, or Historic Preservation Officer, as required. 

The Project Manager designates a Team Leader, as appropriate, for project planning and 

delivery. The Team Leader develops the Work Plan and the Communications Plan. 

The Site Investigation Team can be viewed as a subset of the overall Project Team. The 

Project Manager manages the overall construction project and ensures that each program 

subteam has the necessary resources and assistance to accomplish their “part" of the project. The program areas such as procurement and sites, which are subsets of the overall 

project, also may have Team Leaders, that is, the Site Investigation Team Leader leads the 

Site Investigation Team and coordinates acquisition and relocation of real property. 

33 
Staffing for the project addresses roles, responsibilities, reporting structures, and decision-making authority. The size of a Site Investigation Team is determined by the complexity of the project. The composition is dependent on which GSA staff are available, 

what expertise must be contracted, and when team members’ expertise is required. 

Recommended Activities 

1. 	 Identify the Team Leader (usually a Portfolio Manager or Site Acquisition 

Contracting Officer from the Region); select members for the Site Investigation 

Team, including core GSA team members (ideally continuing from the Feasibility 

Study effort); and choose a Program Coordinator from the GSA Central Office. 

2. 	 Write the project-staffing plan. This plan should include roles, responsibilities, 

functions, and a detailed list of activities and should articulate decision-making and 

leadership/management responsibilities. (See Exhibit 2.1: Site Investigation Team 

Member Worksheet for potential team members.) Use the tools in “Appendix C: 

Site Investigation Team Roles/Responsibilities and Worksheet" for a description of 

team member roles and responsibilities and for help when mapping team member 

responsibilities. Identify requirements for contractors to support the Site 

Investigation Team. 

3. 	 Initiate the selection of contractors and manage their participation. Contracted services may include architectural programming, real estate market surveys, real estate 

appraisals, NEPA and environmental site assessments, NHPA and historic preservation and cultural investigations, civil engineering, and other specialty functions. 

Outcomes 

• 	 Identification and definition of team members and contractor roles 

• 	 The right expertise on the team 

Duration 

This task typically takes two (2) weeks. 

References 

“Appendix C: Site Investigation Team Roles/Responsibilities and Worksheet" 

GSA Guidebook 1: Acquisition of Real Property, “Chapter 1, Section 2: Authority"; “Chapter 1, Section 3: Site 

Selection Criteria"; “Chapter 1, Section 13: Site Acquisition Report" (especially the notes about team composition); 

“Chapter 1, Section 14: Responsibilities of the Site Specialist" 

Site Investigation Teams 

(including any GSA Central 

Office members) should 

have regular meetings with 

Regional Management 

(ARA or RA). 

Team Leaders and members 

should have access to 

and be familiar with GSA 

Guidebook 1: Acquisition of 

Real Property, which offers 

a comprehensive look at all 

aspects of the process. 

34 
Exhibit 2.1: Site Investigation Team Member Worksheet 

Site Investigation Team: GSA 

Team Leader Site Selection Specialist 

Contracting Officer Project Manager 

Property Development Manager Portfolio Manager 

Regional Counsel Regional Historic Preservation Officer 

Office of the Chief Architect Representatives Other GSA Specialists 

Center for Courthouse Programs Archaeologist 

Border Station Center Architect 

Urban Development Specialist Civil Engineer 

Program Coordinator Appraiser 

Regional Environmental Quality Advisor 

Site Investigation Team: Customer Agency 

Administrative Services Representative Human Resources Representative 

National Office Representative Real Estate Group Representative 

Site Investigation Team: Contractor/Consultant 

Architect Landscape Architect 

Historic/Cultural Preservation Consultant Archaeologist 

Code Review Expert Geotechnical Engineer 

Civil Engineer Environmental Engineer (Conservation) 

Structural Engineer (Seismic) Security/Blast Assessment Consultant 

Traffic Engineer Biologist 

Hydrologist Environmental Scientist 

Industrial Hygienist Real Estate Broker 

Real Estate Appraiser Cost Estimator 

Constructability Advisor Demographic Analyst 

Labor Analyst Local Tax Advisor 

Title Search Consultant Acquisition Law Advisor 

Financial Advisor (Negotiation of Transaction) Zoning Attorney 

Land Use Planner Urban Planner 

35 
Exhibit 2.2: Site Selection Process Schedule 

36 

Task Name Duration 

Step 1: Confirm Readiness 2 weeks 

Review Feasibility Study and other documents 1 week 

Confirm status of project approvals and funding 1 week 

Step 2: Develop the Work Plan 2 weeks 

Select Site Investigation Team 2 weeks 

Develop Work Plan 2 weeks 

Review and revise general, technical, and financial site criteria 2 weeks 

Develop Communications Plan 2 weeks 

Step 3: Conduct Search for Sites 9 weeks 

Commence discussions with customer agency and community 4 weeks 

Finalize evaluation factors 1 week 

Commence NEPA, ESA, NHPA, and other special studies 4 weeks 

Advertise for sites 5 weeks 

Conduct site tours and site searches 2 weeks 

Compile offers 1 week 

Step 4: Evaluate Long List 3 weeks 

Continue NEPA, ESA, NHPA studies 3 weeks 

Evaluate long list 1 week 

Select short list of sites 1 week 

Communicate short list to stakeholders 1 week 

Notify offerors 1 week 

Step 5: Evaluate Short List/Recommend Site(s) 25 weeks 

Conduct detailed site evaluation 17 weeks 

Draft NEPA, NHPA reports for preferred site and other short-listed sites 8 weeks 

Site evaluation—ESA Phase I 5 weeks 

Site evaluation—ESA Phase II 8 weeks 

Evaluate sites—prepare technical rankings 2 weeks 

Communicate/review recommendations 1 week 

Prepare final Site Investigation Report 4 weeks 

Recommend preferred site(s) 1 week 
3 weeks

37 

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 
Develop Work Plan 

Develop a detailed Site Selection Work Plan. Review the Project Management Plan (PMP) 

and coordinate the site investigation activities with it. The Work Plan is a key tool that the 

team can use to manage the work. The plan can be shared with the customer agency and 

some stakeholders to explain the process and its requirements, as well as the schedule. 

Recommended Activities 

1. 	 Develop the project budget. Evaluate funding (BA61 or RWA) for contractors, 

travel, and other expenses. Determine whether funds are sufficient for the project 

needs. Review site acquisition budget and update as necessary. Review procurement 

requirements in order to bring in contractors on schedule. 

2. 	 Review project characteristics. Identify key factors about the project or the location 

that impact the Work Plan. Document project history and local context. Verify coordination with other completed or ongoing studies. Review project requirements and 

location characteristics to identify key criteria that impact scope, schedule, and budget. 

3. 	 Update the site selection schedule. Review typical schedule milestones. Determine 

whether there are any long-lead-time items, such as NEPA, NHPA, or other special 

studies or lengthy negotiations with community groups, that have a strong influence 

on scope, schedule, budget, or team composition. Include time for team meetings, 

GSA and customer agency review periods, and vacations. 

4. 	 Use Exhibit 2.2: Site Selection Process Schedule as an initial planning baseline for 

typical schedule and task durations. Determine how this project deviates from Exhibit 

2.2 to develop an appropriate time line and schedule, as every project and process 

is unique in some aspect. Identify and commit to major site selection milestones. 

5. 	 Identify project approval processes. Review the approval processes for GSA, the 

customer agency, local government, and others. Determine typical time frames 

and milestones. Add this information to the project schedule and understand 

coordination requirements. 

6. 	 Establish project management controls for site investigation in coordination with 

the PMP. Plan how to work together as a team and how to manage the release of 

predecisional information, including the budget and schedule. Identify measures 

of success or project performance metrics. 

7. 	 Update the project directory from the PMP to include all GSA and customer 

agency representatives, local officials, and other team members. 

The Work Plan includes 

information in the following 

areas: 

• Staff, 

• Schedule, 

• Scope, 

• Budget, 

• Approvals, 

• Controls, and 

• Communications. 

Typical site selection activities average nine (9) months 

to complete. Longer, more 

complex site selections may 

require two (2) years to 

complete. 

Determine when to initiate 

contracting for NEPA, NHPA 

(Section 106), and other 

required documentation. 

38 
There are three categories 

of site selection criteria: 

• Project requirements, 

• Technical factors, and 

• Financial factors. 

8. 	 Review the draft Work Plan with key stakeholders, including the customer agency, 

GSA Regional Office, and GSA Central Office. Confirm coordination requirements within GSA and among GSA, tenant agencies, and other outside organizations. Provide a clear understanding of roles, responsibilities, and time frames for 

activities. Determine major project concerns, limitations, and key milestones 

involved in site selection, scheduling, funding, procurement, and so forth. 

Duration 

This task typical takes two (2) weeks. 

Outcomes 

• 	 Confirmation of scope of site selection activities 

• 	 Establishment of approval process and participants 

• 	 Definition of schedule and milestones 

• 	 Validation of budget 

References 

“Troubleshooting Guide”; “NEPA Activities in Site Selection”; “Appendix C: Site Investigation Team Roles/ 

Responsibilities and Worksheet” 

GSA Guidebook 1: Acquisition of Real Property, “Chapter 1, Section 2: Authority”; “Chapter 1, Section 3: Site 

Selection Criteria”; “Chapter 1, Section 4: Site Sustainability Considerations”; “Chapter 1, Section 5: Environmental 

Justice”; “Chapter 1, Section 13: Site Acquisition Report” (especially the notes about team composition); “Appendix 

18: Specifications for GSA Site Investigation Report: GSA Form 1433”; “Appendix 19: Site Acquisition Time Line”; 

“Appendix 20: Utilities List Form”; “Appendix 21: Site Investigation—List of Items Needed”; “Appendix 22: Tabulation 

of Undesirable Characteristics”; “Appendix 23: Construction Management Site Data Inventory: GSA Form 1239” 

Review and Revise General, Technical, and Financial Site Criteria 

The site selection process comprises a series of data collection and evaluation activities. 

Appropriate criteria topics are identified for each project and used as an evaluation 

framework. The criteria topics always must be selected based on each project’s need and 

each community’s offerings of sites. As a result, there are no universal lists of criteria for 

every site selection. The evaluation framework is developed each time. This evaluation 

framework ensures that each site selection is based on a complete and correct set of criteria. Each step uses the framework, but the criteria may become more specific as the 

process proceeds, defining the evaluation standard in each step. 

39 
This Guide includes four criteria checklists to help review and define the appropriate evaluation criteria for each step of the process. Each checklist uses three categories of criteria: 

• 	 Project requirements are based on the customer agency’s needs, facility and parking 

requirements, and operation. 

• 	 Technical factors reflect technical functions such as best practices in site design, 

architecture, and facility construction and operation; as well as federal requirements 

and policies, including historic preservation, sustainability, and so forth. 

• 	 Financial factors are those that contribute to the facility’s design, construction, and 

operation. 

Each of these three categories comprises a series of subcategory topics, which are 

included in every checklist. Examples of the type of criteria and the level of evaluation 

are provided in the checklist for each step. Remember that not every criteria topic is 

needed for every project. 

Recommended Activities 

1. 	 Review Exhibit 2.3: Site Selection Criteria Category Checklist to identify the criteria categories appropriate for this project and to eliminate categories that are not 

needed. The criteria categories are offered as a menu of possibilities. It is unlikely 

that a project requires all of the categories. Make sure to refer to the Feasibility 

Study for local and site factors previously identified. 

2. 	 Prioritize the major criteria. Consider how the type and importance of criteria for 

this project may impact the Work Plan and success of the site selection. 

3. 	 Identify potential topics for future NEPA, NHPA, and special studies. Determine 

whether contractors or GSA specialists should be brought on board to support the 

Site Investigation Team. 

Outcomes 

• 	 Identification of the site selection criteria categories early in the Work Plan 

• 	 Fine-tuning of the team’s effort, based on the project and location 

Duration 

This task typically takes two (2) weeks. 

40 
References 

“NEPA Activities in Site Selection”; “Appendix B: Major Federal Laws, Executive Orders, Regulations, 

and GSA Directives” 

GSA Guidebook 1: Acquisition of Real Property, “Appendix 1: Fact Sheet on Summaries of NEPA, Associated Laws, 

and Executive Orders”; “Appendix 2: Fact Sheet—Comprehensive Environmental Response, Compensation, and 

Liability Act (CERCLA)”; “Appendix 3: Statutes, Regulations, and Administrative Directives That Influence and Control 

Site Selection”; “Appendix 4: List of Regional Environmental Specialists”; “Appendix 5: Examples of Site Selection 

Criteria”; “Appendix 6: E.O. 12072—Federal Space Management“; “Appendix 7: Fact Sheet on E.O. 11988—Floodplain 

Management”; “Appendix 8: P-100—Facilities Standards and Site Planning Criteria” (excerpts); “Appendix 9: U.S. 

Courts Design Guide” (excerpts); “Appendix 10: Commissioner Robert Peck’s Memorandum to Assistant Regional 

Administrators, dated July 31, 1998, Implementation of E.O. 13006—Locating Federal Facilities on Historic Properties 

in Our Nation’s Central Cities”; “Appendix 11: Fact Sheet—Section 106 of the National Historic Preservation Act 

(NHPA)”; “Appendix 12: Fact Sheet—GSA Policy on Environmental Justice” 

U.S. General Services Administration, Office of Real Property, March 2001, Facilities Standards for the Public 

Buildings Service, www.hydra.gsa.gov/pbs/pc/facilitiesstandards/; U.S. General Services Administration, Office 

of Governmentwide Policy, Office of Real Property, April 1998, General Reference Guide for Real Property Policy, 

www.gsa.gov/attachments/GSA_PUBLICATIONS/extpub/refguide_1.pdf; American Institute of Architects, 1994, The 

Architect’s Handbook of Professional Practice: Site Analysis (Section 3.62) “Chapter 2”, Washington, DC: AIA 

Develop Communications Plan 

Effective communications bring important benefits to the project by managing customer 

agency, stakeholder, and community expectations; building consensus; supporting the 

project schedule; and enhancing coordination within the team and with the customer 

agency. The Communications Specialist team member can assist the Team Leader and 

others with these activities. 

Recommended Activities 

1. Understand the context of the project and the community. 

• 	Review previous communications approaches and strategies. Review contacts 

made with federal, state, and local agencies during the Feasibility Study. 

• 	Review project and local history, local issues, and activities that may create interest or controversy around the project, such as local elections and other development activities. 

• 	Identify key stakeholders in terms of the following:


Organization (size and structure);


Project stake;


Level of influence;


Issues of interest; and


Leaders and spokespersons, for contact information.


41 
Exhibit 2.3: Site Selection Criteria Category Checklist 

Project Requirements 

Required Site Area • Minimum/Maximum Area 

• Expansion Capabilities 

Location Preferences • Delineated Area Boundaries 

• Adjacencies 

Site Coverage • Building Footprint Area 

• Parking 

• Circulation and Open Space 

Security Requirements • Setbacks 

• Entry Control 

• Site Access 

Sustainability • Redevelopment and Rehabilitation Potential 

• Alternative Transit Availability 

• Energy Efficiency or Reduction in Usage 

• Habitat Preservation or Improvement 

• LEED Credit Potential 

Neighborhood Character/ 

Immediate Surroundings 

Traffic and Transportation • Public Transit/Walkability 

• Service Access 

• Public Parking 

• Traffic Capacity 

Image and Visibility 

Local Planning Requirements/ • Land Use Plans 

Initiatives • Local Initiatives 

Budget • Site and Design Prospectus 

Schedule 

Technical Factors 

Physical Elements • Site Context/Location 

• Hydrology/Topography 

• Physical Features 

• Existing Improvements and Buildings 

• Vegetation and Landscape 

• Archaeological Features 

• Environmental Hazards 

• Threatened, Rare, and Endangered Species 

42 
43 

Technical Factors (cont.) 

Zoning and Local Codes 

Public Streets and Alleys, Drives, Curbs and Walks 

Subsurface/Geotechnical Conditions 

Seismic Conditions/Requirements 

Energy Conservation/Utilities • Water 

• Electric 

• Gas 

• Voice and Data 

Sewer • Sanitary Sewer 

• Storm Drainage 

Historic Preservation/Site History • Historic Preservation Eligibility or Designation 

• Former Site Uses, History of Existing Structures 

• Local Groups 

Existing Use, Ownership, and Control • Current Uses 

• Adjacent Uses 

• Type of Land Ownership 

• Function and Pattern of Land Use 

Community Services • Location, Type, and Size 

Financial Factors 

Site Acquisition and Relocation Costs 

Demolition/Remediation Costs 

Site Construction and Preparation Costs 

Infrastructure Improvements 

Local Economic Development Impact 

Funding Sources Through Partnering 

GSA Financial Performance 
2. 	 Develop a schedule of planned communications around project milestones, such as 

activity commencement and completion dates. Develop a protocol for tracking and 

responding to potential problems. 

3. 	 Identify communications venues that may be used to distribute information about 

the project, such as the following: 

• GSA Web site. 

• 	Customer agency Web site or newsletter. 

• 	City or local customer agency Web site. 

• 	Local newspapers, TV, and radio. 

• 	Local interest newsletters and Web sites. 

4. 	 Summarize this information and prepare the Communications Plan. Review the 

Communication Plan with the Site Investigation Team and the communications 

staff for the Region, GSA Central Office, and customer agency. 

Outcome 

•	 Communications Plan with analysis of stakeholders, potential issues, 


and media venues 


Duration 

This typically takes two (2) weeks. Factors impacting duration: 

• 	 Number of stakeholders 

• 	 Size and scope of project 

• 	 Volatility of issues 

References 

“Appendix E: Professional Organizations and Resources for Site Selection” 

U.S. General Services Administration, Office of Real Property, October 2001, Real Estate and Workplace Contacts 

Directory: A Guide to Real Estate Contacts in the Federal Government, International Organizations, and Related 

Association, www.gsa.gov/attachments/GSA_PUBLICATIONS/pub/Contactsdir_2001.pdf 

44 
Step 3 

Conduct Search 

for Sites 

Commence discussions 

with customer 

agency and community 

Finalize evaluation 

factors 

Advertise 

for sites 

Conduct site tours 

and site searches 

Compile 

offers 

Long list 

of sites 

Step 3: Conduct Search for Sites 

Purpose 

GSA’s site selection process supports effective and efficient performance of the customer 

agency’s missions and programs. Additionally, the process provides an opportunity 

to support federal policies for sustainability, community planning, historic preservation, 

and environmental quality in the delineation of the search area and the development 

of criteria chosen to identify successful sites. 

There is no legal requirement that GSA obtain competition in selecting sites for public 

buildings. However, soliciting for sites is one way of “proving” that the chosen alternative is the best one. The evaluation process should be completed regardless of how the 

site is obtained in order to document the rationale for the selection. This methodical 

analysis will answer many questions often asked by Congress, OMB, and the taxpayer 

regarding how the site was selected. 

The search for potential sites requires an understanding of GSA’s real property acquisition procedures, as well as familiarity with real estate and development activities in the 

local community. Examining a variety of sites demonstrates that the selected site offers 

the government the best site for all factors considered. This process also provides viable 

second- and third-choice sites. If the preferred site is eliminated later, then these 

alternative sites can be used, without restarting the site selection process and adversely 

impacting the schedule. The examined sites may include sites presented by offerors, 

identified by the Site Investigation Team, or used in the Feasibility Study. This step 

describes the activities necessary to complete the search for sites and the evaluation 

of the site offers. 

Recommended Activities 

Commence Discussions With Customer Agency and Community 

Through discussions with the customer agency and local community, identify appropriate 

areas and potential sites, define evaluation and other factors, and understand the potential 

to support local planning and development activities. 

Finalize Evaluation Factors 

Conduct background investigations to define the evaluation factors and ensure that 

they comply with customer location requirements, federal mandates, Prospectus limitations, and best practices. 

45 
Advertise for Sites 

Determine the delineated area for site selection based on project requirements, plus 

technical and financial factors. Prepare and issue an advertisement for site offers, 

including donated sites, in accordance with GSA policies and procedures. Review site 

offers for completion. 

Conduct Site Tours and Site Searches 

Tour the local marketplace, view the delineated area, and identify potential sites. 

Compile Offers 

Compile information from submitted offers and all other sources to establish the long 

list of potential sites. 

Duration 

This task typically takes nine (9) weeks. 

Commence Discussions With Customer Agency and Community 

Through discussions with the customer agency and local community, identify appropriate 

areas and potential sites, define evaluation and other factors, and understand the potential 

to support local planning and development activities. 

Recommended Activities 

1. 	 Meet with the customer agency and local community and engage key stakeholders, 

including the customer agency, GSA Central Office, local government, local planning agencies, community groups, and congressional delegation. 

During the meeting(s), review project goals and local development goals to identify 

possible synergy. Request comments on potential delineated areas and sites, as well 

as on evaluation factors, to ensure that the process identifies several possible sites. 

Use Exhibit 3.1: Sample Agenda to help prepare for the meeting(s). 

2. 	 Keep minutes or other reports for all meetings and phone calls. Coordinate all contact with local authorities with the appropriate GSA Regional staff and communicate 

regularly with the Regional Administrator. The Team Leader should be the control 

point for all communications. 

46 
3. 	 Meet with representatives of local government and civic organizations, including 

zoning boards, health departments, fine arts commissions, fire marshals, regional 

planning commissions, and local/urban design review boards, to ascertain development issues. In these meetings, explore the potential to leverage federal and local 

development efforts and to fine-tune the evaluation factors in support of the 

project and local needs. 

4. 	 Contact the state environmental agency and State Historic Preservation Office, 

when appropriate, and begin to discuss the potential sites’ compliance with state 

policy, programs, and regulations. 

5. 	 Discuss the needs for publicity, press releases, and other communications activities. 

Determine who will issue information and how inquiries and potential problems will 

be addressed. Review schedules for internal and external communications milestones. 

Outcomes 

• 	 Trust and development of consensus aided through ongoing dialogue with all 

project stakeholders 

• 	Definition of delineated area based on local knowledge, customer and local input, 

and the process 

• 	Identification of potential sites 

Duration 

This task typically takes four (4) weeks. Factors impacting duration: 

• 	 Total number of meetings to be scheduled with agencies and groups 

• 	 Characteristics of the potential delineated area 

• 	 Shared or competing nature of local groups and agencies 

• 	 Time frame to plan and develop the potential for synergistic partnerships with local 

government, community groups, and developers 

47 
Exhibit 3.1: Sample Agenda 

Meeting With Customer Agency or Community 

1. Introduce those in attendance 

2. Review description of government project 

3. Briefly describe overall process, including earlier Feasibility Study and other studies 

4. Review current site selection activities, purpose, outcome, and schedule 

5. Inquire about the local program and planning activities that may be supported or impacted 

6. Review potential delineated area and potential sites 

7. Identify potential opportunities and pitfalls 

8. Identify additional sites 

9. Assign next steps 

• Collect further data 

• Plan additional meetings 

Fine-tune the sample agenda, based on project history and time line. 

Consider these points in preparing for your meeting(s): 

• Are the meeting participants familiar with the proposed project and the Feasibility Study? 

• Have they been involved in site acquisition for other projects? 

• What is the previous working relationship between this group and GSA and the Team Leader? 

Is this a first-time meeting or a follow-up? 

• What are the local impacts of the project? Consider the impact on taxes, job creation, growth, 

revitalization, and other local issues. 

• Has there been any previous community involvement? Will any be planned? 

48 
“ The Government will 

select the site considered 

most advantageous to the 

United States, all factors 

considered. In order to 

ensure that the selected 

site is most advantageous 

to the United States, the 

Government also will 

consider any unique 

attributes or other 

nuances of a site deemed 

worthy of consideration.” 

GSA Guidebook 1: Acquisition of 

Real Property 

Sample Minimum “Go/No 

Go” Requirements 

•	 Is the site within the 

delineated area? 

•	 Does the offeror control 

the site (through ownership) or hold a valid 

option? 

•	 Can the minimum square 

footage required for the 

facility be accommodated 

on site? 

Finalize Evaluation Factors 

At this point, the process moves from discussing needs and possibilities to describing 

initial evaluation requirements for the project site. Identifying the appropriate evaluation factors is the initial level of site selection. 

Minimum Requirements and General Evaluation Factors 

Minimum requirements and general evaluation factors are used to evaluate sites (and 

are included in the advertisement for sites). Both help to determine whether the offered 

site is adequate for the agency’s needs, function, and operation. 

The minimum requirements and the general evaluation factors may be drawn from any of 

the categories of criteria found in Exhibit 3.2: Criteria Categories for the Delineated Area. 

The weight that the criteria receive in the evaluation distinguishes the criteria defined as 

minimum requirements from those used as general evaluation factors. The criteria weight 

may vary for each project and site. 

Minimum requirements must be satisfied. These factors are mission critical and are 

rated as a simple “Go/No Go.” If the site complies with the minimum requirements, 

then it can be considered further; if it does not, then it is eliminated. Only those factors 

that are absolutely essential should be defined in this manner. 

General evaluation factors identify desirable attributes, but not necessarily essential 

factors. The ability of each site to satisfy the factors is evaluated, and factors may be 

prioritized or ranked against each other. 

Cost considerations identify each site’s impact on the proposed cost of acquiring, 

constructing, and operating the site and the facility. 

Recommended Activities 

1. 	 Collect data about the potential project and project area to select the appropriate 

criteria. Become aware of the types of environmental, historic, cultural, and archaeological resources present. Their presence or absence may indicate the type and 

amount of effort needed for the NEPA and NHPA evaluation of the short-listed 

sites. Be sure to review those federal policies and Executive Orders that have an 

impact on the criteria chosen for this project. Plan for preliminary data collection 

based on this knowledge. Become familiar with local infrastructure systems and 

their capacity to support the project. 

49 
2. 	 Use Exhibit 3.2: Criteria Categories for the Delineated Area as a checklist to review 

potential project requirements, technical factors, and financial factors that may be 

satisfied by the project area. Choose the criteria categories that are appropriate for 

each project, the customer agency, and the community; not every type of criteria 

listed is relevant for every project. 

3. 	 Finalize evaluation criteria. The criteria should be written specifically for each project, based on local conditions, customer agency requirements, GSA policies and 

guidelines, and other technical requirements. 

Outcome 

• 	Determination of minimum requirements and general evaluation factors representing the correct criteria for site selection 

Duration 

This task typically takes one (1) week. 

References 

“NEPA Activities in Site Selection”; “Appendix B: Major Federal Laws, Executive Orders, Regulations, and GSA 

Directives“ 

GSA Guidebook 1: Acquisition of Real Property; “Appendix 1: Fact Sheet on Summaries of NEPA, Associated Laws, 

and Executive Orders“; “Appendix 3: Statutes, Regulations, and Administrative Directives That Influence and Control 

Site Selection“; “Appendix 5: Examples of Site Selection Criteria“; “Appendix 14: Examples of Advertisements for 

Sites”; “Appendix 21: Site Investigation—List of Items Needed” 

U.S. General Services Administration, Office of Governmentwide Policy, Office of Real Property, April 1998, General 

Reference Guide for Real Property Policy, www.gsa.gov/attachments/GSA_PUBLICATIONS/extpub/refguide_1.pdf 

Sample Cost Considerations 

•	 Comparison of $/sf; 

•	 Additional cost for extension of infrastructure; 

•	 Greater time to acquire; 

and 

•	 Impact of parcel configuration on efficiency 

of layout. 

Sample General 

Evaluation Factors 

•	 Are floodplains present 

on the site? 

•	 Does the site include 

historic structures that 

can be utilized for the 

required program? 

•	 Does the site include 

unbuildable areas? 

50 
Exhibit 3.2: Criteria Categories for the Delineated Area 

Project Requirements 

Required Site Area Define minimum/maximum site area 

• Site Geometry 

• Site Contiguity 

Define expansion capabilities 

Location Preferences Define delineated area proximities and adjacencies, 

based on project requirements & technical factors 

Site Coverage Define site coverage and open space requirements 

Security Requirements Define setbacks and other security requirements 

Sustainability Review redevelopment and rehabilitation potential 

Analyze alternative transit availability 

Evaluate energy efficiency or reduction in usage 

Consider habitat preservation or improvement 

Determine LEED credit potential 

Neighborhood Character/ Establish neighborhood compatibility with 

Immediate Surroundings proposed use 

• Favorable/Unfavorable Surroundings 

• Improving/Declining Neighborhood 

• Demographics 

Traffic & Transportation Define requirements/proximity for 

• Public Transit/Walkability 

• Bike Paths 

• Public Parking Areas 

• Overall Road/Traffic Capacity 

Image & Visibility Establish appropriate character/image for project 

Local Planning Requirements/ Determine consistency with comprehensive 

Initiatives land use plan 

Determine potential to support local 

planning initiatives 

Budget Review Prospectus and Allowance Documents 

Schedule Determine site availability requirements 

51 
Exhibit 3.2: Criteria Categories for the Delineated Area (cont.) 

Technical Factors 

Site Context/Location Information Review context from 

• Area Map and Aerial Photos 

• Local Street and Topographic Maps 

• City Master Planning Map(s) 

Preview project impact on local goals, programs, 

and issues 

Physical Elements Hydrology 

Check for: 

• Existing Floodplains and Watersheds 

• Wetlands 

• Drainage Problems 

• Stream Valley Buffers 

Topography 

• Determine Impact on Development Patterns 

Physical Features 

• Identify Unique Features or Landmarks 

• Identify Existing Improvements and Buildings 

• Evaluate Potential of Existing Structures 

Vegetation and Landscape 

• Evaluate Potential of Existing Vegetation 

and Landscape 

Archaeological Features 

• Determine Known Archaeological/Cultural 

Districts/Areas 

Environmental Hazards 

• Determine Known Hazards 

Threatened, Rare, and Endangered Species 

• Determine Existence of Known Species 

Sustainability 

• Determine Consistency With Sustainable Design 

Principles 

Conservation Program and Regulations 

• Determine Known Conservation Regulations, 

Initiatives, and Areas 

52 
53 

Zoning and Local Codes Determine overall impact of local codes 

• Height Restrictions 

• Floor Area Ratio 

• Setback Requirements 

• Parking Ratios 

Public Streets and Alleys Determine special requirements for roadways and streets 

Subsurface/Geotechnical Conditions Determine local geotechnical, subsurface, 

and soil conditions 

Seismic Conditions/Requirements Determine state and local seismic requirements/ 

parameters/zones 

Energy Conservation/Utilities Determine utility/infrastructure requirements for project 

Assess local systems’ capacities and conditions 

Sewer Determine local sanitary sewer capacity and condition 

Determine local storm water regulations and capacity 

Historic Preservation/Site History Determine existing historic or cultural districts 

Identify local historic planning groups and programs 

Existing Use, Ownership, and Control Determine impacts of existing use, ownership, and 

control 

Community Services Establish proximity requirements to community services 

Financial Factors 

Site Acquisition and Relocation Costs Establish site acquisition budget 

Demolition/Remediation Costs Establish range of site demolition/remediation costs 

Site Construction and Preparation Costs Establish range of site construction and preparation costs 

Infrastructure Improvements Review plans for local infrastructure improvements 

Local Economic Development Impact Establish target local economic development 

impact goals 

Funding Sources Through Partnering Establish target funding levels/percentages 

through partnering 

GSA Financial Performance Establish GSA financial performance targets 

Note: This checklist is not exhaustive. Each project and each location will have unique factors. Use this checklist as a starting point to 

select the most appropriate factors for each project. 
Advertise for Sites 

Soliciting or advertising for sites is a way of demonstrating, through comparison and 

evaluation, that one alternative is the best one. No matter how the site is obtained, the 

evaluation process always must be completed. 

If an acceptable site is identified for donation or exchange by a local government or if 

the federal government already has an acceptable site, then the advertising process may 

not be necessary. The Region makes the final determination with input from the PM 

and Site Investigation Team Leader whether to advertise for sites. (For more detail, see 

the “Troubleshooting Guide,” Managing the Acquisition: Does the site selection process 

require a competitive procurement?) When a site is not advertised, it is not necessary to 

establish a delineated area. 

The advertising for a site focuses on a particular area suitable for the project. Typically, 

the site search delineated area is the central business area unless the customer agency 

has location requirements that justify a site outside that area. The choice of one area 

over another may create opportunities for both the project and the community. Some 

project requirements, technical factors, or financial factors may be satisfied by the 

choice of the project area. Setting the boundaries of where to locate the project and 

search for potential sites is the purpose of defining the delineated area. 

The Delineated Area 

Establishing the delineated area is a significant action. The future location and character 

of the project determines the relationship to the local community and cost of the project. More than that, the area selected also holds the potential to support other federal 

and local planning initiatives. 

The delineated area defines the project area in geographic terms. The delineated area 

should be large enough to provide a number of sites for comparison and evaluation. It 

may be as small as several blocks in a dense urban area, or as large as an entire central 

business area in a rural community. 

The Site and Design Prospectus may set parameters on the delineated area, so be sure 

to review the Prospectus to ensure “Prospectus integrity.” Project requirements, technical factors, or financial factors that can be addressed by the general location or that are 

partially influenced by location should be considered in the definition of the delineated 

area. Examples of location-specific factors (as distinguished from site-specific factors) 

The selection of the delineated area must comply 

with all government laws 

and Executive Orders. 

The Regional Counsel 

ensures that all applicable 

regulations and Executive 

Orders are followed. 

The definition of the delineated area creates the first 

opportunity to support local 

planning initiatives. 

54 
“Exercise careful judgment 

in stating selection criteria in the advertisement 

in order to preserve discretion for GSA to consider other factors. The 

statement of minimum 

criteria will serve to 

assure submission of 

offers that are at least 

minimally responsive.” 

GSA Guidebook 1: Acquisition of 

Real Property 

are proximity to other federal and public facilities, shops and services, and transportation routes and systems; or inclusion in a particular neighborhood, land use or zoning 

use district, or redevelopment area. There are a number of Executive Orders that deal 

with general location, such as first consideration of inclusion in a central business area 

(E.O. 12072) or historic district (E.O. 13006). In addition, note that E.O. 11988 

(“Floodplain Management”) takes precedence over E.O. 12072 and E.O. 13006. When 

the delineated area is defined to satisfy these factors, it ensures that all potential sites 

within the delineated area also comply. 

The development of the advertisement must follow all federal regulations and guidelines, 

Executive Orders, and other applicable laws. The advertisement’s language ensures that 

site owners supply adequate information to the GSA to enable selection of the best site, 

based on its ability to meet the project requirements, technical factors, and financial 

factors. The description of the delineated area and the evaluation factors are key items 

included in the advertisement for sites. 

Recommended Activities 

1. 	 Review GSA procedures, Executive Orders, and other laws that apply to advertising 

for sites, including delineated area definition, minimum requirements, and general 

evaluation factors. “Appendix D” includes a sample advertisement. Use the list of 

references at the end of this section to identify materials in GSA Guidebook 1: 

Acquisition of Real Property. Be sure to review those federal policies and Executive 

Orders that impact defining the criteria. 

2. 	 Determine whether a delineated area or general project location area was identified 

in the Feasibility Study or Site and Design Prospectus. Set boundaries for the delineated area. 

3. 	 Prepare the advertisement and review it internally before publication. 

4. 	 Request that the offeror provide site information that will help the team review 

offers. For example, the advertisement usually requests an offer letter; an accurate 

description of the site; evidence of ownership; and a plat of the site. In addition, 

site topography; location map; title; property surveys (with metes and bounds); 

utility information; soil information; existing structures and condition; as well as 

any previous development studies, traffic reports, and surveys, among other items, 

also could be requested. 

55 
5. 	 Determine the advertising period. The optimum situation is to leave the advertisement 

open for thirty (30) days. However, if the schedule does not permit, or if the advertisement is being used mainly as a validation formality and the preferred site is fairly firm, 

then the advertisement may run for a shorter period. The time limitation for responding to the advertisement does not preclude the Site Investigation Team from accepting 

late offers. The team should continue to investigate sites for as long as it is feasible. 

6. 	 Place public notices and advertisements for potential sites in a variety of venues, 

including local publications (preferably, two daily local newspapers; if not, then use 

a weekly) and the FedBizOpps Web site to ensure the widest possible circulation. 

Provide copies of the advertisement to the local Property Management Office for 

display in public areas of the federal building lobby if possible. If it becomes necessary to amend the announcement or advertisement, then it should be revised as 

early as practicable and through the same process as above. 

7.	 Meet with walk-in offerors at the place and times posted in the public notice and 

advertisement. 

8. 	 Review offers for completeness. Make sure that each offeror’s file is complete. 

Request missing information from offerors in order to complete the files and prepare for the evaluation. 

Outcomes 

• 	Selection of a delineated area to satisfy project requirements, technical factors, and 

financial factors 

•	 Completion and publication of the advertisement in accordance with GSA procedures 

• 	Receipt of offers for review 

Duration 

This task typically takes five (5) weeks. Factors impacting duration: 

• 	Project schedule 

• 	Purpose of soliciting offers for this project 

• 	Number of options for publication 

•	 Local interest in providing sites 

References 

“Troubleshooting Guide”; “NEPA Activities in Site Selection”; “Appendix B: Major Federal Laws, Executive Orders, 

Regulations, and GSA Directives”; “Appendix D: Sample Advertisement” 

GSA Guidebook 1: Acquisition of Real Property, “Appendix 5: Examples of Site Selection Criteria”; “Appendix 14: 

Examples of Advertisements for Sites” 

Send copies of public 

notices, advertisements, and 

publication schedules to the 

Commissioner of Public 

Buildings, the Office of the 

Chief Architect, and the 

Congressional and 

Intergovernmental Affairs 

Office in case they receive 

inquiries about site selection activities. 

56 
Remember to bring a 

camcorder or a camera to 

record your observations 

and add graphic documentation to the project record. 

If the delineated area is modified, then the site search 

should be readvertised. 

Conduct Site Tours and Site Searches 

There is no substitute for the actual experience of visiting the delineated area and 

potential sites. A field visit often reveals important views and visual relationships; information about the neighborhood character and amenities; as well as a better understanding of scale, proximity, and adjacencies. 

By touring the local marketplace and viewing the delineated areas and potential sites, 

additional information may be gained that identifies other potential sites and suggests 

fine-tuning of the evaluation criteria. The team can identify potential sites to be analyzed and considered without a formal offer from the site owner or agent. 

Recommended Activities 

1. 	 Tour delineated area to understand the neighborhood and identify other potential 

sites and evaluation criteria. Prepare a worksheet to help collect and record information about each site (see Exhibit 3.3: Site Tour Evaluation Worksheet). 

2. 	 Include customer agency representatives, a real estate representative, an appraiser, 

and an architect/engineer from either the GSA Regional Office or the GSA Central 

Office in the site visits. 

3. 	 Visit any sites that could be donated to the government. 

4. 	 Visit sites that are part of a redevelopment area. 

5. 	 Consider potential site exchange opportunities. 

6. 	 Tour sites identified by local groups. 

7. 	 Make additional inquiries into the marketplace. 

Outcome 

Application of local and field knowledge to define the delineated area and the evaluation factors for developing the advertisement 

Duration 

This task typically takes two (2) weeks. 

Reference 

GSA Guidebook 1: Acquisition of Real Property; “Appendix 21: Site Investigation—List of Items Needed” 

57 
Exhibit 3.3: Site Tour Evaluation Worksheet 

Site Information 

Site Name: 

Site Size: 

Site Address: 

Site Location: 

Character of the Parcel 

Distinguishing Features: 

Existing Structures on Site: 

Other Existing Development: 

Topography: 

Physical Features: 

Access and Circulation: 

58 
Vegetation: 

Water Bodies, Wetlands, Floodplain, Surface Drainage: 

Immediate Surroundings 

Neighborhood Character: 

Land Uses: 

Shading and Solar Access: 

Noise Sources (Street, Rail, Aircraft): 

Odors: 

Views and Vistas: 

Adjacent Land Uses: 

Adjacency to Roads and Public Transit: 

Former Site Uses, History of Existing Structures: 

Historic Preservation, Special Districts, and so forth: 

59 
Compile Offers 

Compile the information from all of the submitted offers and from any other sites that 

the team identified for evaluation. Organize the information so that the team will be 

able to access and review the information easily. This activity establishes the long list of 

potential sites for evaluation. 

Recommended Activities 

1. 	 Compile all site data from the various offers and from any other identified sites 

into a standardized data collection format, such as folders, binders, or a database. 

2. 	 Make sure to date stamp and log all offers. Label and record all maps, drawings, 

and electronic data for future reference. 

3. 	 Determine whether there are any common characteristics among the long list 

of sites that require NEPA, CERCLA, NHPA, or special studies. If this is the case, 

then it may be possible to start the preliminary data collection and analysis tasks 

of these studies. 

Outcome 

• 	Organization of the long list of offered sites, with backup materials for easy review 

Duration 

This task typically takes one (1) week. 

Reference 

GSA Guidebook 1: Acquisition of Real Property, “Appendix 23: Construction Management Site Data Inventory— 

GSA Form 1239” 

60 
Step 4: Evaluate Long List


Step 4 

Evaluate 

Long List 

Evaluate 

long list 

Select short list 

of sites 

Communicate 

short list to 

stakeholders 

Notify 

offerors 

Short list 

of sites 

Purpose 

In this step, the Site Investigation Team—using their knowledge of the project and its 

requirements, technical factors, and financial factors—reviews and evaluates the long 

list. Typically, the three (3) most suitable sites that satisfy the evaluation criteria 

compose the short list for further analysis. Creating the short list is a significant step 

toward selecting the site. 

The team coordinates with representatives of the customer agency and any contractors, 

such as professional services firms, for NEPA and NHPA studies. The team also should 

coordinate closely with representatives of local government, the congressional delegation, 

and stakeholders. 

Recommended Activities 

Evaluate Long List 

The team reviews both offered and unoffered sites for their suitability to support the 

project requirements, technical factors, and financial factors described in the advertisement and determined by the Site Investigation Team. 

Select Short List of Sites 

Develop a summary of short-listed sites for review. 

Communicate Short List to Stakeholders 

The team reviews the short list with the GSA Regional Office team, customer agency, 

local government, and stakeholders, as appropriate, on a confidential basis. 

Notify Offerors 

Offerors are notified if their sites have been accepted for the short list and further study. 

Offerors whose sites did not meet the minimal (“Go/No Go”) criteria also are notified, 

and their offers are returned. 

61 
Duration 

This step typically takes three (3) weeks. Factors impacting duration: 

• 	Number of submissions 

•	 Complexity of the submitted sites 

• 	Involvement of local stakeholders 

Evaluate Long List 

At this time, the team meets to review and evaluate all of the potential sites assembled 

as the long list. Allow sufficient time for the team to review, discuss, compare, and evaluate all of the sites. Focus on their potential as well as their constraints for the project. 

Recommended Activities 

1. 	 Schedule the meeting for the team to review and evaluate all of the sites. Make sure 

that each team member receives all materials to review prior to the meeting. 

2. 	 Review the minimum requirements and the general evaluation factors published in the 

advertisement. In addition, the Site Investigation Team has the discretion to consider 

any other factors and to evaluate the criteria at any degree of detail that is appropriate. 

Use Exhibit 4.1: Criteria Categories for Evaluation of the Long-Listed Sites to help 

determine whether there are additional criteria for the team to use for evaluation. 

3. 	 Agree on a methodology to manage the evaluation activities. Site Investigation 

Teams can choose any methodology, as long as it allows a careful consideration of 

the evaluation factors. Prepare a worksheet to track the investigation and complete 

an analysis of each site. 

4. 	 Review each site and then compare the sites overall. Identify the three (3) most 

suitable for the project. 

In addition to taking photographs, it is helpful to videotape the sites and the surrounding areas. The video is 

useful to the team during 

analysis of sites and provides a great briefing tool 

for the Regional 

Administrator, Assistant 

Regional Administrator, and 

Business Line Managers. 

Always solicit and consider 

donated sites, but carefully 

study the site before 

accepting a donation. 

Don’t accept a donated site 

just because it is free. There 

are always considerations, 

tradeoffs, and costs associated with every site. 

62 
Exhibit 4.1: Criteria Categories for Evaluation of the Long-Listed Sites 

Project Requirements 

Required Site Area Verify minimum site area 

Assess expansion capabilities or excessive 

assemblage potential 

Location Preferences Verify location preferences (other agencies, 

services, etc.) 

Assess remoteness/accessibility 

Determine convenience to public 

Site Coverage Check preliminary/macro-level site coverage 

(building, parking, circulation, and open space) 

Assess construction staging (materials, equipment) 

Security Requirements Verify setback compliance 

Review site access 

Sustainability Identify potential LEED credits for sustainable 

site goals 

• Reuse buildings/storm water management 

• Rehabilitate damaged sites/brownfield development 

• Provide or improve habitat 

• Preserve natural resources 

• Reduce pollution from automobiles/alternative 

transport availability 

• Increase energy efficiency/reduce energy usage 

Neighborhood Character/ Review neighborhood character 

Immediate Surroundings • Surroundings 

• Economic conditions 

• Demographics 

Traffic and Transportation Screen site and neighborhood for 

• Public transit 

• Bike paths 

• Public parking areas 

• Overall road/traffic capacity 

63 
Exhibit 4.1: Criteria Categories for Evaluation of the Long-Listed Sites (cont.) 

Project Requirements (cont.) 

Image and Visibility Examine visibility of site and development 

Study proximity/visibility from major roads 

Local Planning Requirements/ Check consistency with comprehensive land use 

Initiatives plan and support of local planning initiatives 

Budget Identify factors that indicate whether site acquisition 

or development costs may exceed allocated funds 

Schedule Coordinate site availability with project schedule 

Technical Factors 

Site Context/Location Information Check context and location 

• Review property description 

• Examine aerial photo(s) 

• Analyze survey/plat 

Determine site development impact on its 

surroundings 

Physical Elements Screen for hydrology (watersheds, wetlands, floodplains, surface drainage), including 

• 100-year or 500-year floodplains, floodway 

• Wetlands 

• High water table 

• Drainage problems 

• Stream valley buffers 

Review topography 

• Perform steep slopes analysis 

• Identify portions of the site that are unusable 

Study physical features 

• Assess factors that may impact development 

Map coastal zone and development implications 

Catalog existing improvements and buildings 

• Evaluate potential demolition or extensive site 

clearing costs 

• Assess need for asbestos abatement 

64 
65 

Review landscape/vegetation 

• Identify landscape with amenity value or clearing 

requirements 

Study archaeological features 

• Survey known archaeological resources 

Evaluate environmental hazards 

• Assess known environmental hazards 

• Identify potential for lengthy environmental studies 

Identify threatened, rare, and endangered species 

• Evaluate potential existence of threatened, rare, and 

endangered species 

Assess sustainability 

• Identify potential for support of sustainability goals 

in project requirements 

Review conservation program and regulations 

• Assess potential conservation requirements and 

opportunities 

Zoning and Local Codes Review compliance with macro-level 

(This category may have a greater code/zoning requirements 

impact for Lease Construct projects.) 

Determine setbacks 

Check maximum building heights 

Verify maximum lot coverage 

Review proposed changes in zoning process that 

will affect this location 

Identify issues that will require a longer review and 

approval time frame 

Assess potential of project acceptance 
Exhibit 4.1: Criteria Categories for Evaluation of the Long-Listed Sites (cont.) 

Technical Factors (cont.) 

Public Streets and Alleys Check compliance with public works codes for 

streets, roadways 

Subsurface/Geotechnical Conditions Review geotechnical, subsurface, and soil conditions 

that impact development of this site 

Seismic Conditions/Requirements Check for seismic risks 

Energy Conservation/Utilities Determine energy conservation potential 

Assess utility capacity for program requirements and 

anticipated uses 

Sewer Review sanitary sewer capacity and planned expansion 

Assess storm sewer capacity and planned expansion 

Identify existing utility easements 

Historic Preservation/ Check presence of existing historic 

Cultural Resources districts/areas/buildings 

Determine eligibility for listing on the National 

Register of Historic Places 

Verify historic landscapes 

Research cultural resources 

Assess impact on historic or cultural planning groups 

and programs 

Existing Use, Ownership, and Control Identify ownership status/type/complexity 

Check compatibility of current uses with 

proposed use(s) 

Review compatibility of adjacent uses with 

proposed use(s) 

Community Services Define proximity to community services 

Determine proximity to schools and parks, public safety, 

and so forth 

66 
67 

Financial Factors 

Site Acquisition and Relocation Costs Check impact on site acquisition budget 

Demolition/Remediation Costs Assess impact on site demolition/remediation budget 

Site Construction and Review impact on site construction 

Preparation Costs and preparation budget 

Identify offeror-funded improvements 

Infrastructure Improvements List required contributions to local infrastructure 

Local Economic Development Impact Review potential to achieve local economic 

development impact with site 

Funding Sources Through Partnering Locate potential funding sources through partnering 

(e.g., economic development, remediation) 

GSA Financial Performance Support GSA financial performance goals 
Outcomes 

• 	 Evaluation of all sites 

• 	Identification of the short-listed sites 

Duration 

This task typically takes one (1) week. 

References 

“NEPA Activities in Site Selection”; “Appendix B: Major Federal Laws, Executive Orders, Regulations, and GSA Directives” 

GSA Guidebook 1: Acquisition of Real Property, “Appendix 18: Specifications for GSA Site Investigation Report—GSA 

Form 1433”; “Appendix 21: Site Investigation—List of Items Needed” (for city or county sites as applicable); “Appendix 

22: Tabulation of Undesirable Characteristics”; “Appendix 24: Fact Sheet—Environmental Site Assessments (ESAs)”; 

“Appendix 25: Environmental Site Assessment Criteria”; “Appendix 26: Cultural Resource Assessment (Phase I) 

Requirements”; “Appendix 27: Environmental Impact Statement (EIS) Requirements”; “Appendix 28: Environmental 

Assessment (EA) Requirements” 

U.S. General Services Administration, Public Buildings Service, October 1999, National Environmental Policy Act: NEPA 

Desk Guide; U.S. General Services Administration, CATEX Checklist; U.S. General Services Administration, Public 

Buildings Service, Historic Buildings Program, A Guide to Cultural Resource and Historic Preservation Information, 

www.gsa.gov/Portal/content/products_content.jsp?contentOID= 115580&contentType=1007; Administrative Office of 

the U.S. Courts, U.S. Courts Design Guide, “Chapter 4” and “Chapter 5”, hydra.gsa.gov/pbs/pc/tc_files/ stds/courts.pdf; 

U.S. General Services Administration, Public Buildings Service, U.S. Port of Entry Guidelines; U.S. Department of Justice, 

United States Marshals Service, Judicial Security Division, May 2000 (rev.), USMS Pub. No. 64. 

Select Short List of Sites 

Following the site evaluation meeting, complete several follow-up tasks before evaluating 

the short-listed sites. These include an evaluation summary of the long list, a plan for further 

review and evaluation, and additional contractor involvement. 

Recommended Activities 

1. 	 Confirm the short list of the top three (3) selected sites for further study. 

2. 	 Draft the summary of findings and justification for sites that did not advance to 

the short list (see GSA Guidebook 1: Acquisition of Real Property, “Appendix 22”). 

Note topics for further investigation during the short-list analysis, such as need 

for an ESA; the scoping analysis for CATEX/EA/EIS; or special studies, such as 

required by NHPA, Section 106. 

3. 	 Identify and plan follow-up actions with others at GSA, the customer agency, the 

congressional delegation, and other stakeholders. Keep in mind that these contacts 

may be potential sources for additional data collection in Step 5. 

4. 	 Give contractors advance notice of when short-listed sites will be ready for evaluation. 

Be sure to include the following items in your budgets: 

•	 Costs for relocating 

tenants, utilities, and 

roadways; 

•	 Site maintenance and 

security (to secure the 

site after ownership is 

transferred to the GSA); 

•	 Asbestos abatement; 

•	 Site remediation; 

•	 Demolition; and 

•	 Historic preservation. 

68 
Outcomes 

• 	Documentation of short-listed sites and undesirable sites 

• 	Preparation of draft summary 

• 	Identification of follow-up tasks with contractors, customer agency, and stakeholders 

Duration 

This task typically takes one (1) week. 

References 

“Troubleshooting Guide”; “NEPA Activities in Site Selection” 

GSA Guidebook 1: Acquisition of Real Property, “Appendix 20: Utilities List Form”; “Appendix 22: Tabulation of 

Undesirable Characteristics”; “Appendix 23: Construction Management Site Data Inventory—GSA Form 1239”; 

“Appendix 24: Fact Sheet—Environmental Site Assessments (ESAs)”; “Appendix 25: Environmental Site Assessment 

Criteria”; “Appendix 26: Cultural Resource Assessment (Phase I) Requirements”; “Appendix 27: Environmental 

Impact Statement (EIS) Requirements”; “Appendix 28: Environmental Assessment (EA) Requirements” 

Communicate Short List to Stakeholders 

Communicate the status of the proposed short list to customer agency representatives 

and other stakeholders on a confidential basis to update them on the process and solicit 

further input about each of the potential sites. 

Recommended Activities 

1. 	 Plan meetings with customer agency representatives and local authorities to discuss the 

short list of sites. Seek input on issues to be explored in evaluating the short list, as well 

as linkages between the potential sites and local plans and initiatives. Describe upcoming activities and the schedule to complete the selection. Consider the need for future 

press releases or other communications with the public and customer agency employees. 

2. 	 Continue communications with local businesses and community groups as appropriate. 

Outcomes 

• 	Customer agency’s, local authorities’, and stakeholders’ input for short-list analysis 

•	 Continuation of effective communications between GSA and stakeholders 

Duration 

This task typically takes one (1) week. Factors impacting duration: 

• 	Number of meetings necessary 

• 	Degree of local interest in or opposition to the project or certain sites 

69 
Notify Offerors 

To complete the activities associated with identifying the short-listed sites, notify offerors of the status of their submittals. 

Recommended Activities 

1. Develop letters to notify all offerors of the status of their submittals. 

2. Create letter templates for noncompliant sites and for short-listed sites. 

3. Describe next steps to offerors whose sites have been short-listed. 

4. Return materials to offerors whose sites were not short-listed. 

Outcome 

• Notification of status/decision to offerors 

Duration 

This task typically takes one (1) week. 

Reference 

GSA Guidebook 1: Acquisition of Real Property, “Appendix 17: Contract to Sell Real Property—GSA Form 1226” 

70 
Step 5: Evaluate Short List/Recommend Site(s)


Purpose 

The purpose of this step is to evaluate the short-listed sites and to recommend a final 

site selection. This step of the site selection process historically has been the most difficult. The inherent pressures and conflicts all come into focus with the completion of 

the final detailed analysis and evaluation. The team may avoid many of these complications by following a structured and thorough process. 

Additionally, the completion of NEPA (CATEX, EA, EIS), ESA (Phases I, II, III), and 

NHPA (Section 106) reports, as well as special studies, occurs during this step. It is 

not uncommon for these activities to take six (6) months to twelve (12) months to complete, and they may lead to elimination or change in preference of the short-listed sites. 

Recommended Activities 

Conduct Detailed Site Evaluation 

This is the final evaluation of the short-listed sites. This activity focuses on completion 

of the required environmental reports and other studies necessary to finish the final Site 

Investigation Report. 

Communicate/Review Recommendations 

The Team Leader communicates the status of the proposed preferred site(s) to 

customer agency representatives and other stakeholders to solicit their final input 

about the preferred site(s). 

Prepare Final Site Investigation Report 

To complete the site selection activities, the team prepares the final Site Investigation 

Report, according to the format specified in GSA Form 1433. 

Recommend Preferred Site(s) 

The final action closing the site selection process is the Regional Administrator’s 

signature on the Site Investigation Report. 

Step 5 

Evaluate Short List/ 

Recommend Site(s) 

Conduct 

detailed site 

evaluation 

Communicate/review 

recommendations 

Prepare final Site 

Investigation Report 

Recommend 

preferred site(s) 

Selection of 

final site(s) 

71 
GSA exercises due diligence 

by conducting a Phase I ESA 

prior to purchasing a property 

to ensure that all environmental conditions have been 

identified. 

Materials containing radon, 

asbestos, lead paints, and 

lead-contaminated drinking 

water are not within the 

scope of the Phase I ESA, 

but these factors could 

be addressed by the same 

contractor. 

In no event should a site 

selection be made prior to 

substantial completion of 

the NEPA process. 

Duration 

This task typically takes twenty-five (25) weeks. Factors impacting duration: 

• 	Preparation of NEPA, ESA, and special studies 

•	 Coordination of various studies within the project 

•	 Communications with and buy-in from stakeholders, local authorities, and 

community groups 

Conduct Detailed Site Evaluation 

Detailed site studies are necessary for the final evaluation of the short-listed sites. The 

focus of this activity must be to complete the assessment of the project requirements 

and the technical and financial factors, including the site plan test fits, environmental 

studies, and appraisal reports, plus the development of other information to round out 

the final Site Investigation Report. 

Recommended Activities 

1. 	 Review Exhibit 5.1: Criteria Categories for Evaluation of the Short-Listed Sites to 

identify the criteria needed to review the short list. The evaluation should address 

all three areas: project requirements, technical factors, and financial factors. 

2. 	 Review GSA Form 1239: Construction Management Site Data Inventory and GSA 

Form 1433: Specifications for GSA Site Investigation Report. 

3. 	 Meet with the Regional Environmental Quality Advisor to scope the required level 

of NEPA analysis (CATEX, EA, or EIS). Determine the need for any public meetings. GSA regulations require that the scoping process shall be in accordance with 

the Council on Environmental Quality (CEQ); consequently, thirty (30) days may 

be required to organize and attend a public meeting. 

Before a final site selection can be made, the NEPA contractor must be notified of the 

top three (3) sites, as well as the preferred site. The NEPA analysis of the three (3) sites 

is used in the decision-making process for the final site selection. Regions and teams 

must avoid making site selection decisions before the NEPA process is complete. 

72 
Project Managers must understand that mitigation measures outlined in the final 

EIS are binding and can have significant impacts on design and construction. 

Mitigation measures may be required for such aspects as height and massing 

controls, material limitations, building egress limitations, controls on construction 

activities, and so forth. Such measures could have significant functional and cost 

impacts. Consequently, these added costs could sway a site selection. (See “NEPA 

Activities in Site Selection” for more background on NEPA, ESA, and NHPA 

studies and analysis.) 

4. Determine whether any ESA studies are appropriate, and if so, decide how many 

phases may be required for each site. Discuss the need for special studies. 

5. Meet with the Regional Historic Preservation Officer to discuss whether a Section 106 

study should be conducted. Any other special studies should commence at this time. 

6. Begin preappraisal actions. A preliminary estimate of value or a fee appraisal can 


be prepared at this point.


7. Hold a team meeting to coordinate GSA staff and contractors who are performing the 

necessary studies. Use the meeting as an opportunity to review schedules, coordination, Communications Plan, and interactions with local authorities and stakeholders. 

8. Monitor team activities to keep work on schedule and be available to address issues 

and problems that may emerge. Keep internal stakeholders up to date on the team’s 

progress and any outstanding issues. 

9. Keep in contact with customer agency representatives and other stakeholders


throughout the process.


10. Plan a team meeting to review and evaluate all of the short-listed sites after all of 

the draft study reports are completed. Make sure that each team member receives 

all materials in adequate time to review them before the meeting. Review the 

methodology used for the evaluation activities in Step 4 and refine the methodology if needed. Prepare a worksheet to track the complete analysis of each site. 

11. Review each site and then compare the sites overall, documenting the advantages 

and disadvantages of each. Identify the most suitable sites for the project and rank 

the short-listed sites. 

12. Prepare a draft Site Investigation Report. 

Tips on Completing a Site 

Investigation Report 

•	 Use a summary format 

with supporting exhibits, 

• Tab all referenced 

exhibits, and 

•	 Use panoramic photos 

for best results. 

73 
Exhibit 5.1: Criteria Categories for Evaluation of the Short-Listed Sites 

Project Requirements 

Required Site Area Test site area, configuration, geometry, functionality, 

and expansion capabilities 

Location Preferences Rank site location characteristics 

Site Coverage Study site coverage (building, parking, circulation, 

and open space) 

Determine building massing and number of levels 

Assess requirements for cut/fill 

Plan construction staging 

Security Requirements Determine setback compliance 

• 10-year building 

• 30-year building 

Plan perimeter control 

• Vehicular access 

• Service access 

• Building entry and access 

Sustainability Evaluate sustainable design and LEED opportunities 

• Location and site potential 

• Renewable energy systems 

• Smart growth strategies 

Neighborhood Character/ Assess neighborhood character 

Immediate Surroundings • Crime statistics 

• Economic conditions 

• Demographics 

• Existence of noise or odor 

Evaluate physical project impacts on adjacent uses, 

wind, shading, and views 

Traffic and Transportation Evaluate traffic and transportation opportunities 

• Proximity of public transit 

• Number of public transit stops/lines 

• Proximity to public parking 

Evaluate adequacy of roadway and intersection 

capacity 

74 
75 

Image and Visibility Identify view shed/view corridors 

Determine vistas 

Assess visibility 

Local Planning Requirements/ Check consistency with comprehensive land use plan 

Initiatives and support of local planning initiatives 

Budget Identify site impacts on project budget 

(additional studies, tunnels, demolition 

of existing structures, etc.) 

Schedule Perform detailed investigation of site schedule 

(negotiation, acquisition, preparation/remediation, etc.) 

Technical Factors 

Site Context/Location Information Evaluate impact on adjoining sites and neighborhood(s) 

Analyze external conditions that may limit development 

• EMI interference, FAA height limitations 

Physical Elements Review site impacts of hydrology 

• Floodplains 

• Surface drainage issues and percolation rate(s) 

• Wetlands and mitigation potential 

• Stream valley buffers 

Evaluate need for additional studies, approval 

procedures (city, county, state, USDOE, USACOE, 

FEMA, others), time frames, and costs 

Examine topography 

• Identify existing topographic features that will limit 

development of this site 

Review physical features 

• Analyze other factors that may impact development 

of this site 

Identify coastal zone requirements 
76 

Technical Factors (cont.) Survey existing improvements and buildings 

• Study existing improvements, buildings, features 

(overhead wires, utility poles/guy wires) that will 

conflict or support the development of this site 

Assess landscape/vegetation 

• Survey existing vegetation (large trees, stands 

of trees) that will conflict with or enhance the 

development of the site 

Analyze archaeological features 

• Research archaeological resources 

Identify environmental conditions 

• Conduct an additional study to define/mitigate 

environmental hazards 

• Determine how the project impacts threatened, 

rare, and endangered species 

Evaluate sustainability 

• Identify any physical elements that support 

sustainability goals 

Review conservation program and regulations 

• Evaluate impact of conservation requirements 

Zoning and Local Codes Report zoning compliance of the site and investigate 

(This category may have a greater any issues that require review and approval 

impact for Lease Construct projects.) 

Review compliance with macro-level code/zoning 

requirements 

Check setbacks 

Determine maximum building heights 

Establish maximum lot coverage 

Define proposed changes in zoning process 

that will affect this location 

Determine issues that will require a longer review 

and approval time frame 

Assess potential of project acceptance 

Exhibit 5.1: Criteria Categories for Evaluation of the Short-Listed Sites (cont.) 
77 

Public Streets and Alleys Check public works codes for proposed streets and 

roadways 

Subsurface/Geotechnical Conditions Study geotechnical, subsurface, and soil conditions 

that impact development of this site 

Seismic Conditions/Requirements Evaluate seismic risks 

Energy Conservation/Utilities Evaluate energy conservation potential 

Study capacity of current or proposed utilities 

to support the project 

Describe any required utility easements 

Sewer Review sanitary sewer service capacity, potential 

restrictions on use, and planned expansion 

Identify requirements for on-site storm water design 

Historic Preservation/Site History Document site’s cultural and historic resources, 

including historic landscapes 

Determine whether existing structures are eligible for 

listing on the National Register of Historic Places 

Assess development impact on historic groups 

and programs 

Identify historic preservation parameters 

and restrictions for development of the site 

Existing Use, Ownership, and Control Evaluate site(s) for 

• Ownership status/type and control 

• Compatibility of current uses with proposed use(s) 

• Compatibility of adjacent uses with proposed use(s) 

Community Services Determine adequacy of 

• Public safety 

• Fire protection 

• Other required services 

Assess proximity to 

• Schools 

• Parks 

• Other services 
78 

Financial Factors 

Site Acquisition and Relocation Costs Develop detailed costs for site acquisition and 

relocation of tenants 

Demolition/Remediation Costs Establish detailed costs for site demolition/ 

remediation/relocation 

Site Construction and Estimate detailed site costs for site preparation 

Preparation Costs and improvements such as relocating utilities from 

streets and alleys 

Infrastructure Improvements List required contributions/costs to local infrastructure 

Local Economic Development Impact Assess measurable positive local economic 

development impact 

Funding Sources Through Partnering Identify potential funding partnerships 

GSA Financial Performance Predict satisfaction of GSA’s Regional performance 

measurements, targets, and strategic goals 
Duration 

This task typically takes seventeen (17) weeks. 

References 

“NEPA Activities in Site Selection”; “Appendix B: Major Federal Laws, Executive Orders, Regulations, and GSA 

Directives” 

GSA Guidebook 1: Acquisition of Real Property, “Appendix 1: Fact Sheet on Summaries of NEPA, Associated Laws, 

and Executive Orders”; “Appendix 2: Fact Sheet—Comprehensive Environmental Response, Compensation, and 

Liability Act (CERCLA)”; “Appendix 8: P-100—Facilities Standards and Site Planning Criteria” (excerpts); “Appendix 9: 

U.S. Courts Design Guide” (excerpts); “Appendix 20: Utilities List Form”; “Appendix 24: Fact Sheet—Environmental 

Site Assessments (ESAs)”; “Appendix 25: Environmental Site Assessment Criteria”; “Appendix 26: Cultural Resource 

Assessment (Phase I) Requirements”; “Appendix 27: Environmental Impact Statement (EIS) Requirements”; 

“Appendix 28: Environmental Assessment (EA) Requirements” 

GSA U.S. General Services Administration, Public Buildings Service, October 1999, National Environmental Policy 

Act: NEPA Desk Guide; National Historic Preservation Act 1966, www.gsa.gov/attachments/GSA_POLICIES/pol/nhpa.pdf; 

Administrative Office of the U.S. Courts, U.S. Courts Design Guide, hydra.gsa.gov/pbs/pc/tc_files/ stds/courts.pdf; U.S. 

General Services Administration, Public Buildings Service, U.S. Port of Entry Guidelines.; U.S. Department of Justice, 

United States Marshals Service, Judicial Security Division, May 2000 (rev.), USMS Pub. No. 64 

Communicate/Review Recommendations 

After the team reaches a consensus to recommend the selected site(s), the team communicates the status of the proposed recommendation to the customer agency representatives 

and other stakeholders to solicit any final input about the preferred site(s). 

Recommended Activities 

1. 	 Prepare materials and schedule meetings to discuss short-listed sites with project 

stakeholders: 

• GSA ARA. 

• Customer agency representatives. 

• Local authorities and agencies. 

• GSA Central Office. 

Seek input on issues to be addressed when announcing the preferred site(s), including linkages between the potential site(s) and local plans and initiatives. Describe 

the remaining schedule and activities required to complete the acquisition. 

Project information at this 

stage is very confidential. 

Carefully manage the number of stakeholders who 

have access to confidential 

information. 

79 
2. 	 Consider the need for press releases or other communications with the public, 

Congressional Representatives, and customer agency employees. 

3. 	 Plan meetings or continue ongoing communications with local businesses and 

community groups as appropriate. 

Outcomes 

• 	Awareness by customer agency and local authorities of preferred site(s) and further 

activities in the acquisition process 

•	 Consensus approval of recommendation 

• 	Effective communications between GSA and stakeholders 

Duration 

This task typically takes one (1) week. 

Prepare Final Site Investigation Report 

To complete the site selection activities, prepare the final Site Investigation Report 

according to the format specified in GSA Form 1433. 

Recommended Activities 

1. 	 Assemble all supporting documents for the Site Investigation Report from team 

members and contractors. (See Exhibit 5..2: Typical Supporting Exhibits) Review 

all documents to ensure that they are complete and correct. 

2. 	 Draft the final Site Investigation Report per GSA Form 1433. 

Outcomes 

• 	Final Site Investigation Report 

• 	Documentation on preferred site(s) 

Duration 

This task typically takes four (4) weeks. Factors impacting duration: 

•	 Coordination of and completion time for supporting documents and reports 

References 

GSA Guidebook 1: Acquisition of Real Property, “Appendix 18: Specifications for GSA Site Investigation Report— 

GSA Form 1433”; “Appendix 23: Construction Management Site Data Inventory—GSA Form 1239” 

80 
Recommend Preferred Site(s) 

The final action that closes the site selection process is the Regional Administrator’s 

signature on the Site Investigation Report. Once this document is signed, then site 

acquisition activities may proceed. 

Recommended Activities 

1. 	 Present final Site Investigation Report to RA for signature. 

2. 	 Notify PBS Commissioner of site selection recommendation, after the RA signs the 

Site Investigation Report. 

3. 	 Announce formal site selection, complete fee appraisal, and then begin negotiations 

for the actual purchase of the property. Negotiations for acquisition begin with the 

preferred site, after the RA concurs with the site recommendation. If this is not 

successful, then the next site is considered. The short-listed sites already have been 

compared financially through the use of preliminary estimates of value and/or asking prices and purchase options. It is important to have a firm site decision before 

officially beginning negotiations since relocation benefits are triggered by the “initiation of negotiations.” Owner/occupants and tenants who move off the site during 

site selection activities may have a basis for relocation claims if the government has 

entered into negotiations. 

4. 	 Develop a short synopsis of the site selection, for example, size of property, location, type of building to be constructed, the customer agency, and proposed 

construction date. Transmit this information to the Office of Intergovernmental 

and Congressional Affairs, with a copy to the PBS Commissioner. The Office 

of Intergovernmental and Congressional Affairs is responsible for notifying the 

congressional delegation and coordinating public release of the site announcement. 

Outcomes 

•	 Completion of site investigation 

• 	Initiation of appraisal activities 

Duration 

This task typically takes one (1) week. 

81 
Exhibit 5.2: Typical Supporting Exhibits 

1. Site Directives 

2. Site Selection Criteria 

3. Public Notice 

4. GSA Form 1239: Construction Management Site Data Inventory 

5. Photos of Recommended Site(s) 

6. Site Plans of Recommended Site(s) 

7. Boundary Survey/ Zoning Report 

8. Soil Testing Information/Phase I Environmental Audits 

9. Seismic Map 

10. Water, Storm Sewer, and Sanitary Sewer Maps 

11. Flood Zone Map 

12. Real Estate Value Analysis 

13. CATEX/EA/EIS Reports 

14. Cultural Resource Summary Overview 

15. Preliminary Site Assessment 

82 
Troubleshooting Guide


Troubleshooting Guide


There are five topics of interest addressed in this section: understanding the site selection process, working with the public, managing expectations, working with GSA, and 

managing the acquisition. GSA staff with experience in site selection and acquisition 

developed answers to some of the most common questions and concerns about finding, 

selecting, and acquiring the right site. The following are among the contributors: 

• 	Rob Andrukonis, AIA, Director, Center for Courthouse Programs, 

Office of the Chief Architect 

• 	Vinita Canright, Special Assistant, Center for Construction and Project 

Management, Office of the Chief Architect, Heartland Region 

• 	Gary Roberts, Realty Specialist, Public Buildings Service 

• 	Harmon Eggers, Deputy Associate General Counsel, Real Property Division 

• 	Frank Giblin, Director, Urban Development Program, Office of the Chief Architect 

• 	Bill Jenkins, National Realty Services Officer, Public Buildings Service 

• 	Jan Kuykendall, Director, Site Acquisition Staff/Site Knowledge Bank, 

Greater Southwest Region 

• 	Sharon Roach, Regional Counsel, National Capital Region 

• 	Mike Roper, Director of Development, Public Buildings Service, 

Southeast Sun Belt Region 

• 	Bayard T. Whitmore, Center for Historic Buildings, Office of the Chief Architect 

Understanding the Site Selection Process 

When does site selection start? 

Site selection officially begins once the Site Directive is received from the GSA Central 

Office, following submission of the President’s Budget (which includes the and Site and 

Design Prospectus) to Congress. However, preliminary site investigation activities are 

permitted and encouraged prior to receiving the Site Directive. Funding for preliminary 

site investigations typically comes from Regional planning budgets. 

85 
How much of the site selection process actually can be performed before the site 

funding is approved? 

As long as all major federal stakeholders (GSA decision-makers, customers, etc.) agree 

that it is appropriate to proceed with site selection activities before funding is approved, 

most activities leading to site selection can be conducted, pending the availability of 

funds. It is also important to conduct such preliminary actions when a property is 

offered for donation or a property exchange is being proposed. 

How can we get funding for the site selection process before the Site and Design 

Prospectus has been approved? 

Funding for preliminary site selection work (before site and design funds are released) 

comes through the Regional Budget Activity 61 fund. It is recommended that Regions 

budget for these expenses to ensure that funds are available. Sometimes, it also can 

come out of the customer agency budget in the form of an RWA. 

I thought that the site was selected in the Feasibility Study. Why are we doing it over? 

Possible sites are reviewed during the Feasibility Study to develop a realistic budget for 

the Prospectus. While a preferred site may be identified in the Feasibility Study, GSA has 

neither a formal, approved project nor congressional authority at this point. Selection of 

a site during the feasibility phase is predecisional because insufficient data have been 

gathered, and all potential sites have not yet been identified or evaluated. Upon receipt 

of the Site Directive and initiation of the formal site investigation, the site selection 

process begins a more detailed level of analysis and investigation of all potential sites. 

Will every site selection follow the step-by-step process in this Guide? 

The site selection process can be streamlined or more comprehensive, depending on the 

project. These recommendations are not mandatory. This Guide has been developed to 

provide assistance on important issues of site selection. 

86 
Two things to keep in mind: 

1. 	 Early opposition is better 

than late opposition. 

2.	 Partnering to meet mutual interests is always 

better than working in 

opposition. 

What are some of the “red flags” of the site selection process, indicating that a project 

may require more time or be more complex? 

These types of conditions are likely to extend your process: 

•	 Community opposition or opposition from owners/tenants 

• 	Multiple owners 

• 	Site that is oddly configured or too small 

• 	Potential archaeological issues 

• 	Discovery of unidentified historic structures, floodplain, underground utilities, and 

environmental contamination 

• 	Need for site remediation of any environmental contamination during previous use 

of the property 

• 	Detailed studies to support NEPA, NHPA, CERCLA, or other special studies 

• 	Insufficient public parking or access to transit 

Working With the Public 

Won’t public involvement in the process make my job harder by bringing out more 

opponents and contentious parties? 

No, not in the long run. Avoiding public involvement can cause significant delays. One 

of the biggest threats to a project is strong opposition that arises at the 11th hour, with 

delays measured in years rather than weeks. Opposition often is based on legitimate 

concerns that were not understood, identified early, nor sufficiently addressed. For this 

reason, make sure that you have covered all of the bases of special interests before selecting the short list. Don’t rely solely on city officials for project support; they may not 

share the interests of the person or group that stops your project. 

Try to understand the “opportunity costs” as a community would see them. Be well 

versed in the benefits that the project can bring to the area—from architectural quality, 

the numbers of employees and visitors, and their potential spending, to the value of the 

public space at the federal building. (The Office of the Chief Architect and your Urban 

Development Advisor can help assemble this information.) Maintaining open communications is the best way to understand how a community is assessing your project. 

87 
When can the process be made public without raising the concern of our authorizing 

stakeholders (OMB, Congress) and without driving up the site costs? 

The premature release of project-specific site information can create speculative land 

purchases and inflated land value. However, it’s difficult to validate the claim that discreet discussions with public officials and design professionals early in the project will 

change the market’s knowledge enough to significantly affect site costs. 

Discussions with public officials may be done at a relatively low profile, but once brokers or other players in the local market are brought in, it is hard to keep a lid on it. 

Care must be taken in these early discussions to fully investigate all alternatives and to 

avoid making commitments or giving the impression that a site has been preselected. 

By the time the Site and Design Prospectus has been submitted to Congress, open public 

discussions can occur. Two reminders: (1) Both the schedule and the funding available for 

site acquisition will be in public documents (the Site and Design Prospectus) before 

authorization is granted to acquire a site. (2) Make sure that the congressional and administration leadership are a part of the “announcement of the project,” as appropriate. 

What is GSA’s responsibility to existing tenants when a municipality assembles 

a site for GSA? 

If a municipality assembles a site for a GSA project, then GSA must ensure that both the 

site acquisition and the relocation of site occupants are accomplished in accordance with 

the Uniform Relocation Assistance and Real Property Acquisition Policies Act, 42 U.S.C. 

§§ 4601–4655 and the implementing regulations in 49 CFR, Part 24. These are statutory 

requirements that must be followed when federal funds are used in any part of the project 

(not just site acquisition). 

Managing Expectations 

How do I avert expectations that a certain building or location will be selected or 

already was selected? 

The most effective way to manage expectations of the Region, team, customer agency, 

and community is through education about the site selection and acquisition process. 

This should occur during the early stages of preliminary planning and feasibility, before 

Developing an effective 

Work Plan and a good 

Communications Plan is 

the best way to ensure 

that the project stays on 

the right track. 

88 
expectations are set. The customer must understand the Capital Program Delivery Process 

(see Exhibit 1.1). The Feasibility Study is only the beginning of the process. Site selection 

follows a few years later, and the final decision is made only after funds are authorized. 

Stakeholders don’t need all of the details, but they need to understand that site selection 

is based on specific criteria. Some of these are congressionally imposed, and some are 

developed in concert with the customer to meet operational needs. They must understand who makes the site selection decision and the myriad required activities before 

reaching that point. The customer agency must know whether there are any outstanding 

issues, how the issues are addressed, and what effect they have on the final decision. 

The community must understand that the process is complex and that their voice is 

heard. However, the final decision is based on which site is the most advantageous to 

the federal government and the taxpayer. 

The site selection process attracts the interest of many different groups. How do I 

control the flow of information? 

Be proactive through a well-planned press release before gossip and misinformation 

spread. If early and appropriate information is provided about the site selection process, 

then the expectations and assumptions about preselection of sites can be minimized. 

Make sure that the entire team and local representatives understand that the site information is confidential. Determine whether the Team Leader or the Project Manager 

will be the point of control. GSA, as the building owner, provides the point person on 

site selection discussions. A good Communications Plan addresses the sharing of critical 

site information in a timely and prudent manner. Until the information is made public, 

the release of site investigation information should be controlled and limited to only 

those persons having a “need to know.” 

How do I manage some of the more subjective evaluation criteria, such as site prominence, suitability of environs, or neighborhood character? 

The team must develop the priorities and criteria to address these issues. In the site 

evaluation, the team must reach a consensus on the evaluation criteria based on all of 

the information regarding the customer’s operational and security needs, the type of 

facility to be constructed, costs, local community concerns, and the comprehensive plan 

for the city’s redevelopment/revitalization. 

89 
The following language, which provides the government with the opportunity to select 

the best site, considering all factors (including subjective factors), is to be included in 

the advertisement: 

“The Government will select the site considered to be most advantageous to the United States, all factors 

considered. In order to ensure that the selected site is most advantageous to the United States, the 

Government also will consider any unique attributes or other nuances of a site deemed worthy of consideration, even if not listed in the advertisement. 

“None of the above listed evaluation criteria are considered to be more important than any other. 

However, as sites are evaluated, each site’s unique attributes may result in one or more criteria 

becoming more important as to that particular site.” 

What if the customer agency or community is pushing a site that is not the best one? 

Prepare to discuss the pros and cons of each of the alternative sites, based on factual 

findings. This helps to identify and build consensus for the site that is most advantageous to the government. 

Often, the best way to validate your decision is to advertise for alternative sites. This 

approach ensures that the site decision is based on the best information available. Just 

as looking at comparable sales helps to assess the value of the property in the appraisal 

process, investigating comparable site alternatives helps to evaluate the sites in terms of 

the project requirements, as well as the technical and financial factors. Advertising is 

also an opportunity to solicit donated sites and emphasize our consideration for use of 

historic buildings in accordance with E.O. 13006. 

If the site issue presented by the customer agency is not resolved, then the Team Leader 

typically presents the issue to the Director and/or ARA for consideration. The Team 

Leader summarizes the outstanding points and recommends alternatives. At this point, 

the Office of the Chief Architect also may be contacted to solicit additional assistance 

in resolving the matter with the customer. 

Working With GSA 

Where do I find a Site Specialist? 

Regional associates who have real property acquisition, relocation, and site selection 

experience can be identified by the Site Knowledge Bank. You also may contact the Site 

Knowledge Bank at 817-978-4662 for project advice, consultation services, and training. 

90 
What training currently is available related to site selection and acquisition? 

The Site Knowledge Bank is responsible for providing real property acquisition, relocation, and related training, along with national advisory and consultation services. The 

Site Knowledge Bank schedules and offers training each year to the Regional associates, 

based on their level of experience, training, and special needs. Class offerings vary each 

year, depending upon class size, availability, and the specific needs and requests of management and Regional associates. 

The Contracting Officer Warrant Program (COWP) also offers training. There are specified training curriculums and education requirements for each warrant and level (such as 

Basic, Simplified Acquisition, Realty Leasing, Real Property Disposal, and Personal 

Property Disposal). However, there is no training for Site Acquisition under the COWP. 

What is the role of the GSA Central Office in site selection? 

The GSA Central Office, including the Office of the Chief Architect, the National 

Office of Realty Services, and the Portfolio Management Office, provide support to the 

Regions during all stages of the project delivery process. Those offices are the liaisons to 

OMB and Congress and offer expertise in most areas of development and design. The 

Program Coordinator from the Office of the Chief Architect provides multiple levels of 

support throughout the life of the project. 

The Office of the Chief Architect offers expertise in Architecture, Engineering, Urban 

Development, Construction and Project Management, Historic Buildings, and 

Courthouse Programs. 

What are the differences between Federal Construct and Lease Construct in site selection? 

While many requirements and processes are common to both, there are a few differences. 

• 	First, with Federal Construct, the land is purchased outright. With Lease 

Construct, the government does not take fee title to the land, but assigns the 

option to the developer. 

• 	Second, with Federal Construct, the team must evaluate the overall cost of the site 

plus relocation and all other site costs to ensure Prospectus integrity. With Lease 

Construct, the team must evaluate the cost of the land in addition to the anticipated rental rate to ensure integrity with the net rent, authorized in the Prospectus. 

91 
•	 Third, with Federal Construct, every effort is made to meet local regulations and 

codes, but it is not a requirement. With Lease Construct, the developer is required 

to meet all regulations and codes (or seek variances and waivers). 

• 	Fourth, with Federal Construct, the government has the right of eminent domain. 

With Lease Construct, the practical difficulties associated with the execution of this 

authority would likely preclude its use. 

Where do you find scopes of work for appraisals, title, metes and bounds surveys, 

and relocations? 

Scopes of work for appraisals, appraisal reviews, title, land surveys (boundary/topography/utilities), acquisitions, and relocations are included on the Realty Services Web site 

under Realty Library>Site Acquisition (insite.pbs.gsa.gov/pe). 

The scopes of work for all of the environmental documents (EA; EIS; ESA Phases I, II, 

III; Cultural Resource study) are included in GSA Guidebook 1: Acquisition of Real 

Property. GSA Guidebooks, including this one, will be made available online (check the 

GSA Web site for availability). 

GSA usually contracts for this work. The appraisal and title must meet Department of 

Justice Standards for federal land acquisitions. 

How do we obtain an exemption from the Interagency Security Committee (ISC) 

recommendation for a 50-foot standoff distance from a potential explosion? 

The ARA (or designee) should send a memorandum requesting the exemption to the 

Commissioner of PBS, through the Office of the Chief Architect. The request should 

briefly outline the reasons for the exemption, describe the mitigation efforts required to 

achieve the intent of the security requirements (ballistic glazing, wall hardening, landscape barriers, elimination of parking), provide the related costs, and address alternative 

solutions to the exemption. 

All exemption requests will be processed by the Office of the Chief Architect in consultation with the Office of the Federal Protective Service. Exemptions for Lease Construct 

projects also are to be reviewed by the National Realty Services Officer. The Center for 

Construction and Project Management in the Office of the Chief Architect can assist in 

drafting a request for your project. See the PBS Commissioner’s Memorandum dated 

April 26, 2002, for further information, and call the Office of the Chief Architect or 

the Office of the Federal Protective Service with any questions. 

92 
It is assumed that the need to select a site that does not conform to the ISC criteria 

will be the exception. However, it is recognized that buildings in the central business 

areas of major cities, as well as annexes and modifications to historic buildings, present 

additional challenges regarding blast criteria. 

Managing the Acquisition 

What law regulates the acquisition of property? 

The acquisition must be performed in accordance with the Uniform Relocation 

Assistance and Real Property Acquisition Policies Act and the implementing regulations 

in 49 CFR, Part 24. The Site Specialist must be both knowledgeable of the Uniform 

Act requirements and able to communicate them clearly to the property owner. 

Are we required to advertise for sites? 

While it is usually preferable to advertise for sites, it is not required. Soliciting for sites 

is one way of “proving” that the alternative is the best one. If a local government has 

identified an acceptable site for donation or exchange, or if the federal government has 

an acceptable site, then the advertising process may not be necessary. The evaluation 

process always must be completed, regardless of how the site is obtained. 

Does the site selection process require a competitive procurement? 

There is no legal requirement that GSA obtain competition in selecting sites for public buildings, nor is GSA required to solicit proposals for the sale of sites by public advertisement. 

In particular, 40 U.S.C. § 3304 (formerly Section 5 of the Public Buildings Act of 

1959, 40 U.S.C. § 604) provides in pertinent part: 

“(b) Acquisition of Land or Interest in Land for Use as Sites.—The Administrator may acquire land or an 

interest in land the Administrator considers necessary for use as sites, or additions to sites, for public 

buildings authorized to be constructed or altered under this chapter. 

****** 

“(d) Solicitation of Proposals for Sale, Donation, or Exchange of Real Property.—When the Administrator is 

to acquire a site under subsection (b), the Administrator, if the Administrator considers it necessary, by public advertisement may solicit proposals for the sale, donation, or exchange of real property to the Federal 

Government to be used as the site. In selecting a site under subsection (b) the Administrator ... may— 

(1) select the site that the Administrator believes is the most advantageous to the Government, all factors considered; and 

(2) acquire the site without regard to Title III of the Federal Property and Administrative Services Act of 

1949 (41 U.S.C. 251 et seq.).” 

93 
Accordingly, as a matter of law, GSA is not required to comply with the Competition in 

Contracting Act (CICA), which requires full and open competition and a statement of 

all significant factors and subfactors that the agency expects to consider in evaluating 

competitive proposals. Nevertheless, to the extent that GSA’s site selection criteria are 

known and identifiable, disclosure of these criteria enables potential offerors to make 

more informed decisions regarding whether to submit their sites for consideration. Also, 

the time involved in site selection is potentially shortened when offerors know the criteria that the government will use and, therefore, can submit more responsive proposals. 

Therefore, when site selection is made among competing sites, GSA should notify 

offerors of at least minimum site requirements and known evaluation criteria. There is 

still the opportunity, however, to retain discretion for the government to consider other 

factors, resulting in selection of the most advantageous site. See the sample site advertisement that covers all of these factors (“Appendix D”). 

How does the team determine the fair market value of a potential site? 

During the Feasibility Study, the team relies upon either the Regional appraiser, who 

should be part of the Site Investigation Team, or a contract appraiser to provide a preliminary estimated value of the potential sites. The appraiser gathers market data, comparable sales data, and tax assessment records during the site investigation visits. Only a 

limited appraisal or estimate of value is needed at this point. 

When the site is selected officially and GSA is ready to begin negotiations, then the 

team contracts for a fee appraisal, based on title, boundary/topography/utility surveys, 

and environmental studies (e.g., Phases I, II, III,) that are provided to the appraiser. 

The government is required to offer “just compensation” for the property, which is to 

be no less than the approved appraised fair market value (AFMV). 

Does GSA pay a broker’s commission? 

GSA does not pay a broker’s commission based on a percentage of a property’s appraised 

value. A broker, however, often represents an individual property owner or assembles a 

site comprising multiple owners. In such cases, the asking price of land includes a fee for 

the broker. This does not necessarily increase the AFMV of the property. 

94 
How does the team guard against “price inflation,” when the owner learns that the 

federal government is interested in a site? 

If the property owners know the total site budget, then they often expect that the government has “deep pockets.” Many times, the owners will ask how much site money 

has been budgeted and expect that GSA can offer much more than the AFMV. GSA 

must control property owners’ expectations by addressing the specific property value 

and answering the property owners’ questions in an honest, straightforward manner 

during the site investigation. Maintaining the competitive process as long as possible 

also discourages this type of expectation. 

The owner should be advised that the appraisal will be based on the property’s highest 

and best use. Any perceived increase or decrease in the value of the property due to the 

proposed project cannot be considered in the AFMV. 

Only arm’s length transactions (or comparable sales of property) are taken into consideration in the valuation of the property. Purchases under the threat of condemnation, or those 

involving other considerations such as special financing, are not considered comparable. 

Is there any reason to advertise when there is an offer to donate a site? 

Just because the site is free doesn’t necessarily make it the best site for the project. 

Soliciting for sites is one way of “proving” that the alternative is the best one, even if no 

money is involved in the acquisition. The site that is being offered as a donation may 

not be the only one available for donation. If you read the advertisement for sites 

included in GSA Guidebook 1: Acquisition of Real Property, we ask for donated sites. 

However, if we have made a formal commitment or Memorandum of Agreement with 

a local municipality regarding a site to be donated, then it may not be advisable to 

advertise for sites. This is one of the reasons we should be very careful not to make 

binding agreements regarding a site too early in the process (preliminary planning and 

feasibility stages). The scope of the project may change, programs may change, and so 

forth. We need to look at all alternatives. If we do not include any money for a site in 

the Prospectus, expecting to take a donated site, then we had better be sure that we 

have fully analyzed the site and do not anticipate substantive changes in the project. 

95 
How much investigation needs to be performed on a donated site? 

Offers of site donations or exchanges should trigger some preliminary site investigative 

studies. Especially because the shortcomings of free sites may not be readily apparent, 

these sites require the same level of site investigation and preacquisition due diligence as 

required for purchased sites. Be sure to follow NEPA, NHPA, appraisal, and title search 

procedures thoroughly on donated or exchanged sites as early as possible. If there are 

problems, then you may need to proceed with either mitigation or a new site selection. 

How do we respond to a property owner or tenant who asks, “When will you make 

the site selection? We are thinking about replacing our HVAC system [or carpet, etc.]. 

Should we spend the money?” 

GSA cannot provide advice to a property owner or a tenant on these issues. But, GSA 

can return offers quickly and advise them when their property is no longer under consideration. If the owner’s site is included in the short list, then the answer must wait 

until a final site selection is made. However, the “preferred site” is addressed in the 

NEPA document, which is public information. 

In some cases, problems were discovered after a site had been acquired. How do 

I know whether we have performed enough site investigation studies (hazmat, 

historical, archaeological, etc.)? 

The best way is to talk to the appropriate people (GSA Central Office, consultants, SHPO, 

local community, etc.) and fully engage them in the process. Make sure that issues from 

the criteria checklists have been considered fully. Follow through on NEPA and other 

required studies. Maintain open lines of communications, follow local news stories, ask lots 

of questions, and maintain an interest in local issues. Don’t rely solely on information provided by brokers or owners. If you learn something questionable, then follow through until 

you’re satisfied with the answers. Discussions of “lessons learned” with colleagues in other 

Regions and in the GSA Central Office also can help avoid pitfalls. 

96 
NEPA Activities in Site Selection


NEPA Activities in Site Selection


This Site Selection Guide does not try to address the NEPA activities in great detail; 

GSA’s NEPA Desk Guide serves that purpose. The following discussion is provided as 

a summary of the NEPA process and related activities. 

The analysis required by the NEPA is an excellent source of information for site selection 

and site design. The studies provide an understanding of the potential and constraints of 

the delineated area, as well as the preferred sites, to the Site Investigation Team and, later, 

to the Design Team. 

The National Environmental Policy Act (NEPA) of 1969 

The NEPA requires analysis and a detailed statement of the environmental impact of 

any proposed federal action that significantly affects the quality of the human environment. The federal government is required to use all practicable means and measures to 

protect environmental values consistent with other essential considerations of national 

policy to avoid environmental degradation; preserve historic, cultural, and natural 

resources; and “promote the widest range of beneficial uses of the environment without 

undesirable and unintentional consequences.” Therefore, the NEPA makes environmental protection a part of the mandate of every federal agency and department. 

Three Levels of Analysis 

Based on the impact of the proposed actions, there are three levels of NEPA analysis: 

• Categorical Exclusion (CATEX), 

• Environmental Assessment (EA), and 

• Environmental Impact Statement (EIS). 

The Regional Environmental Quality Advisor (REQA) classifies the action with the 

Team Leader to develop an approach for the level of analysis for each Site Investigation 

Report. See Exhibit E.1: NEPA in a Nutshell (included from the GSA’s NEPA Desk 

Guide) for a summary of this assessment process. 

99 
Exhibit E.1: NEPA in a Nutshell 

Define Proposed 

Action and Alternatives 

Define Purpose and Need 

Checklist

Automatic 

Complete 

CATEX 

Checklist 

Extraordinary 

Circumstances? 

Automatic 

or 

Checklist 

Obviously 

Need 

EIS? 

Yes 

Yes No 

Yes 

Make Action Decision ROD

Implement Decision (with mitigation and/or monitoring 

where specified in EA/FONSI or EIS/ROD) 

FONSI? 

Prepare EA 

No 

No Prepare EIS 

Is It Likely

Yes to Be a No 

CATEX? 

NOI 

Scoping 

100 

Source: NEPA Desk Guide 
Categorical Exclusion (CATEX) 

An action that normally does not require the preparation of an EA or an EIS is called a 

Categorical Exclusion (CATEX). To qualify as a CATEX, the proposed action must not 

demonstrate any significant impacts on the environment. GSA uses two types of CATEX: 

•	 The “Automatic” CATEX is a type of action that experience has shown never poses 

a significant impact on the quality of the human environment. 

•	 The “Checklist” CATEX is a type of action that requires completion of a checklist 

to ensure that extraordinary circumstances do not exist. 

More intrusive activities require additional NEPA analysis in the form of an EA or an EIS. 

Environmental Assessment (EA) 

An Environmental Assessment (EA) is a document that is prepared to determine 

whether an EIS is necessary. Although a specific format for an EA is not prescribed in 

the regulations, an EA should include discussions of the need for the proposed action; 

alternatives, including the proposed action; and a list of agencies and persons consulted. 

If an agency determines, through an EA, that the proposed action will not have a significant effect on the human environment, then it need not prepare an EIS, but must 

prepare a Finding of No Significant Impact (FONSI). 

Environmental Impact Statement (EIS) 

An Environmental Impact Statement refers to a detailed written statement as required 

by Section 102(2)(c) of the National Environmental Policy Act, 42 U.S.C. §§ 4321 et. 

seq. An action requires an EIS when it is a major federal action with the potential for 

demonstrating a significant effect on the quality of the human environment. Agencies 

should focus on significant environmental issues and alternatives to the proposed 

action. Documentation for this level of analysis comprises a draft EIS and a final EIS, 

including responses to agency and public comments, and a Record of Decision (ROD), 

signed by the Regional Administrator, that describes GSA’s final action decision. 

Scoping 

Scoping means determining the scope or range of environmental analysis needed. 

Although scoping is discussed largely in the context of EIS preparation, there actually is 

a scoping element associated with any kind of NEPA analysis. Scoping is a key tool to 

help eliminate unimportant issues, focus the analysis on important issues, and prevent 

redundancy and excess bulk in documents. Scoping streamlines the NEPA process by 

101 
limiting the range of analysis to only those issues that are significant. This tool also 

ensures that a full range of action alternatives is explored and that all potential impacts 

are identified at the beginning of the planning process. 

There are two kinds of scoping: internal and external. 

•	 GSA personnel and contractors carry out internal scoping within GSA. It may be 

the only kind of scoping done on a CATEX or a simple EA, or it may be used 

prior to and in conjunction with external scoping. Internal scoping includes interdisciplinary analysis, review of previous actions, and review of pertinent background data. The REQA always should be involved in internal scoping. 

• 	External scoping is required by the Council on Environmental Quality (CEQ) regulations. This aspect includes formal public involvement, discussions with consultants from agencies with jurisdiction by law or expertise, and publication of notices 

and draft documents. It is used to refine, adjust, or correct the issues identified by 

internal scoping 

Public Participation 

The level and kind of public involvement varies widely and depends on the nature of the 

action and the issues involved. It is important to remember that public involvement 

establishes ongoing dialogue with concerned members of the public, as feasible, to reach 

an agreement. Public involvement is appropriate in three phases of the NEPA process: 

• 	During scoping; 

• 	During the actual analysis of alternatives, the affected environment, and potential 

impacts; and 

• 	During the review of results of analysis as recorded in CATEX Checklists, EAs, 

and EISs. 

Parallel Activities 

There are two other categories of studies that may occur during the same time frame 

as the NEPA activities: 

•	 An Environmental Site Assessment (ESA) is an evaluation of previous environmental conditions. 

• 	Special studies, such as environmental, cultural, and social analysis, provide 

background for preparing NEPA documents and are interdisciplinary analysis. 

The purpose of a Phase I 

ESA is to identify the site’s 

recognized environmental 

conditions that resulted 

from past actions. As such, 

a Phase I ESA does not 

meet the requirements of 

the NEPA to consider the 

environmental impacts of 

planned or future actions 

and decisions. 

ESA Activities 

Phase I 

• Records review 

• Site visits 

• Interviews 

Phase II 

• Sampling 

Phase III 

• Remediation 

102 
The relevant information from these studies should be coordinated with the NEPA analysis. 

The studies themselves may be referenced or included in the appendix. Exhibit E.2 shows 

NEPA, Environmental Site Assessment, and special studies activities during site selection. 

Environmental Site Assessment/CERCLA 

The Environmental Site Assessment (ESA) that is performed for all GSA real property 

acquisitions is sometimes called a “due diligence process.” In general, this refers to being 

careful, or diligent, when taking on the responsibilities of real estate ownership. In particular, 

this refers to being careful that the property being acquired does not entail significant and 

insurmountable liabilities associated with the cleanup or management of past hazardous 

waste activities. The Environmental Site Assessment serves as a risk assessment and management tool for environmental liabilities associated with all GSA real estate acquisitions. It is a 

flexible process. A transaction screen is a commonly used tool for this assessment. The level 

of assessment will vary from one property to the next, depending upon the nature/type of 

property; historical use; type of transaction; proposed use of the property; and information 

obtained in the course of the assessment. Based on the information developed during the 

ESA, the transferor may be required to perform additional cleanup, or restrictions on the 

full use of the property may come to light. In addition, the assessment may reveal that the 

transferor must provide special assurances to GSA that the transferor will maintain any 

cleanup remedies in place (e.g., a cap on a landfill) and perform any additional cleanup 

required after transfer. Indeed, it is possible that the ESA may determine that a given site is a 

“No Go,” as discussed throughout this Guide, because of the unaddressed or unaddressable 

risks to human health and the environment posed by contamination at a given parcel. 

Phase I 

The purpose of a Phase I ESA is to identify the site’s recognized environmental conditions that resulted from past actions. However, these studies do provide background 

information for NEPA documents. Relevant information obtained as a result of Phase I 

or Phase II ESAs should be reviewed by GSA experts, summarized, and coordinated 

with NEPA documentation. Phases I and II ESAs can be included in the appendix of 

NEPA documentation or included by reference. 

Phase I ESAs involve reviewing records; performing a site visit; and interviewing owners, occupants, and local government officials. A trained and experienced environmental 

professional must conduct this work. In addition, because a Phase I ESA includes 

reviews of local government files and interviews, adequate lead time is important. 

103 
104 

DEVELOP THE 

WORK PLAN 

CONFIRM 

READINESS CONDUCT SEARCH FOR SITES 

EVALUATE LONG LIST EVALUATE SHORT LIST / RECOMMEND SITE(S) 

POST 

ACQUISITION 

NEPA Hire Consultant 

Hire Consultant 

Hire Consultant 

Issue ReportIssue

Issue Report

Report 

YES 

NO 

Ye s 

No 

Collect & Analyze 

General Data 

Scope & Perform NEPA Studies 

(CATEX, EA, EIS) 

(Refer to “NEP A in a Nutshell”) 

Action 

Decision 

Environmental 

Site Assessment 

T ransaction 

Screen 

Phase I 

Environmental 

Site Assessment 

Phase II 

Investigation Phase III 

Remediation 

Risk 

Risk 

Land

Risk YES

Sale 

ESA 

Special 

Studies 

Special 

Studies 

NHP A (Section 106) 

CERCLA 

Cultural Resource Assessment 

NHP A (Section 106) 

Issue Draft Report 

Issue Final Report

Update EIS 

Exhibit E.2: NEPA Activities in Site Selection 

NO 
Waiting until the last minute can hinder the quality of work performed and, thus, 

increase the risk of overlooking an important detail. 

Phase II 

If the Phase I ESA determines that hazardous substances may be present, then a Phase 

II ESA usually is conducted to confirm the presence or extent of contamination. This is 

accomplished by collecting and analyzing samples. 

Phase III 

The Phase III ESA finding concludes with a recommendation for site remediation necessary to mitigate the identified adverse environmental impacts. This finding includes 

available remedial options and their respective estimated costs. Phase III ESA remediation is performed after site acquisition. The level of remediation anticipated may be 

quantified to assist in evaluating alternatives or in negotiating the terms of the lease or 

site purchase. 

Generally, a Phase III ESA is not incorporated into the NEPA analysis since it usually is 

not conducted until after the decision has been made and the site acquisition has been 

completed. When the current site owner or offeror agrees to complete the remediation, it 

generally would not be done until after the lease or purchase agreement has been signed. 

Special Studies 

Special studies include those environmental, cultural, social, and other types of analysis 

that may be necessary as part of the NEPA analysis planning process for a project. 

Decisions about the need for and kinds of special studies should be based on scoping. 

Begin performing any necessary special studies as early as possible in the course of EA 

or EIS analysis (and, when necessary, in the course of completing a CATEX Checklist). 

Special studies take time, and if a study begins too late, then it can hold up completion 

of both the NEPA review and the project schedule. 

The following are some common types of studies needed for GSA NEPA analysis: 

• Environmental Justice studies 

• Social impact assessments 

• Cultural resource studies/NHPA section 106 

• Environmental due diligence reports 

• Floodplain delineations 

105 
• Wetland delineations 

• Air quality studies 

• Water quality studies 

• Natural resources studies 

• Endangered species surveys 

These studies provide the background for preparing NEPA documents (EAs and EISs), 

which form the basis for environmental decision-making. Special study reports are 

hardly ever suitable for inclusion “as is” in a NEPA document. In-house experts must 

review the reports and analyze and summarize the data, as appropriate. These reports 

often are appended to NEPA documents, or included by reference and made available 

for inspection by the interested public. 

Special studies should not be performed in isolation from one another. Remember that 

NEPA requires interdisciplinary analysis, not merely multidisciplinary analysis. This 

means that the various disciplines, performing various studies, should interact with one 

another, share data, and cooperate in information gathering and analysis. This coordination can result in significant cost efficiencies because the same data or analytic 

method often may be useful to more than one study. 

Cultural Resource Studies/NHPA Section 106 

Many GSA projects require cultural resource or historic preservation studies. Section 

106 of the National Historic Preservation Act (NHPA) requires that GSA consider the 

effects of its undertakings on historic properties—defined as districts, sites, buildings 

(over 45 years old), structures, and objects included in or eligible for inclusion in the 

National Register of Historic Places (a list of significant historic properties maintained 

by the National Park Service)—and provide the Advisory Council on Historic 

Preservation (ACHP) with an opportunity to comment on those effects. Section 106 is 

a multiphase evaluation starting with general research and, potentially, resulting in full 

archaeological excavation and capture. The objective of Section 106 review is the mitigation of adverse effects on historic properties resulting from previous undertakings. 

Actions considered an “undertaking” require a determination of the “area of potential 

effect” (APE). The APE is determined by conducting a Cultural Resource Assessment, 

in consultation with the State Historic Preservation Officer (SHPO) or Tribal Historic 

Preservation Officer (THPO), as appropriate. Once agreement is reached on the APE, a 

106 
more detailed evaluation of the effect of the undertaking on historic properties within 

the APE is prepared, and the agency’s finding of effect is submitted for review. If GSA 

determines that there will be no adverse effect on historic properties, and if the SHPO 

or THPO concurs, then the agency has completed the review. If GSA determines that 

an undertaking will have an adverse effect on historic properties, then the agency works 

in consultation with the SHPO or THPO to resolve those effects (e.g., building demolition, disruption of an archaeological site) either through avoidance or mitigation. 

Section 106 provides for the preparation of a Memorandum of Agreement (MOA), 

which stipulates how adverse effects are to be resolved. This document is signed by 

the agency as well as by the SHPO or THPO. If the agency and the SHPO or THPO 

cannot reach an agreement on a finding of adverse effect and its mitigation, then the 

matter can be referred to the Advisory Council on Historic Preservation for comment, 

or the site(s) can be deemed unacceptable. 

References 

“Appendix B: Major Federal Laws, Executive Orders, Regulations, and GSA Directives” 

GSA Site Selection Guidebook 1: Acquisition of Real Property, “Appendix 1: Fact Sheet on Summaries of NEPA, Associated Laws, 

and Executive Orders”; “Appendix 2: Fact Sheet—Comprehensive Environmental Response, Compensation, and Liability Act 

(CERCLA)”; “Appendix 3: Statutes, Regulations, and Administrative Directives That Influence and Control Site Selection”; 

“Appendix 4: List of Regional Environmental Specialists”; “Appendix 5: Examples of Site Selection Criteria”; “Appendix 7: Fact 

Sheet on E.O. 11988—Floodplain Management”; “Appendix 11: Fact Sheet—Section 106 of the National Historic Preservation Act 

(NHPA)”; “Appendix 12: Fact Sheet—GSA Policy on Environmental Justice”; “Appendix 18: Specifications for GSA Site 

Investigation Report—GSA Form 1433”; “Appendix 19: Site Acquisition Time Line”; “Appendix 20: Utilities List Form”; “Appendix 

21: Site Investigation—List of Items Needed”; “Appendix 22: Tabulation of Undesirable Characteristics”; “Appendix 23: 

Construction Management Site Data Inventory— GSA Form 1239”; “Appendix 24: Fact Sheet—Environmental Site Assessments 

(ESAs)”; “Appendix 25: Environmental Site Assessment Criteria”; “Appendix 26: Cultural Resource Assessment (Phase I) 

Requirements”; “Appendix 27: Environmental Impact Statement (EIS) Requirements”; “Appendix 28: Environmental Assessment 

(EA) Requirements” 

U.S. General Services Administration, Public Buildings Service, October 1999, National Environmental Policy Act: NEPA Desk 

Guide; To access GSA NEPA PORTAL: www.insite.PBS.gsa.gov/pxe; National Historic Preservation Act 1966, gsa.gov/attachments/GSA_POLICIES/pol/nhpa.pdf; U.S. General Services Administration. GSA Environmental Book, hydra.gsa.gov/pbs/pt/callin/envbook/ebook.htm; U.S. General Services Administration, Public Buildings Service, Historic Buildings Program, A Guide 

to Cultural Resource and Historic Preservation Information, 

www.gsa.gov/Portal/content/products_content.jsp?contentOID=115580&contentType=1007 

107 
108 
Appendices


111 

Abbreviations and Acronyms 

ABP Asset Business Plan 

ACHP Advisory Council on Historic Preservation 

A/E Architecture/engineering firm 

ARA Assistant Regional Administrator 

BA51 Budget Activity 51 (Prospectus level) 

BA61 Budget Activity 61 (study monies and salaries) 

BER Building Evaluation Report (or Building 

Condition Assessment) 

CADD Computer-aided design and drafting 

CATEX Categorical Exclusion (National Environmental Policy 

Act process) 

CEQ Council on Environmental Quality 

CFR Code of Federal Regulations 

CILP Capital Investment and Leasing Program 

CO Contracting Officer representing the General Services 

Administration and the U.S. government 

COR Contracting Officer’s Representative 

(prime contact for contractors) 

COTR Contracting Officer’s Technical Representative 

EA Environmental Assessment 

ECCA Estimated construction cost at award 

EIS Environmental Impact Statement 

EO Executive Order 

ESA Environmental Site Assessment 

FAR Floor area ratio 

FEMA Federal Emergency Management Agency 

FONSI Finding of No Significant Impact 

Appendix A: Glossary 
112 

FS Feasibility Study 

GSA General Services Administration 

LEED Leadership in Energy and Environmental Design 

LPP Local Portfolio Plan 

MOA Memorandum of Agreement 

MOU Memorandum of Understanding 

NEPA National Environmental Policy Act 

NHPA National Historic Preservation Act 

NOI Notice of Intent 

NTP Notice to Proceed (given by the Contracting Officer) 

OMB Office of Management and Budget 

P-100 Facilities Standards for the Public Buildings 

Service 

PBS Public Buildings Service 

PDS Prospectus Development Study 

PMP Project Management Plan 

POR Program of Requirements 

PT Office of Portfolio Management 

RA Regional Administrator 

REQA Regional Environmental Quality Advisor 

ROD Record of Decision 

RWA Reimbursable Work Authorization 

SHPO State Historic Preservation Officer 

SIR Site Investigation Report 

USCDG U.S. Courts Design Guide 

Appendix A: Glossary (cont.) 
113 

Definitions 

11-B: An 11-B is a congressionally required study in which GSA reports to Congress regarding the 

housing needs of a specific locality. This study may or may not recommend a new project. If it 

does, then the need for the project must be justified through a study such as a Local Portfolio Plan 

or a Prospectus Development Study. 

Allowance Document: The Allowance Document transfers the appropriated funds to the Region. 

Architect/Engineer (A/E): The A/E is the architecture/engineering firm selected to perform the 

design of a project. 

Asset Business Plan (ABP): The ABP is a document that provides all information, strategy, and 

long-term plans necessary to manage the business of operating and optimizing an asset. The GSA 

Asset Business Plan is a Web-based asset management tool that provides building history and 

projections for many areas, including space and income, that are used to develop long-range 

strategies for the asset, reinvestment plans, and capital investment priorities. 

Building Evaluation Report (BER): The Building Condition Assessment is done through a BER 

that documents the condition and deficiencies of a building. GSA will identify the BER work 

(called work items) that is to be addressed by the Prospectus Development Study (PDS). 

However, a PDS also must recognize other impacted work that may not be fully described in 

the BER work items or the Feasibility Study. 

Building Owners and Managers Association (BOMA): BOMA provides information to and a 

network forum for industry professionals. 

Categorial Exclusion (CATEX): Under the National Environmental Policy Act, a CATEX is an 

action that normally does not require the preparation of an Environmental Assessment or an 

Environmental Impact Statement. 

Communications Plan: A Communications Plan identifies spokespersons for GSA, the customer 

agency, and stakeholders; schedules key communications to be disseminated in conjunction 

with project milestones; identifies potential issues; and includes strategies for responding to 

those issues. 

Computer-Aided Design (CAD): All new construction and major renovations entail drawings 

created in a standard GSA format, with the help of computer-based programs such as CAD. 
114 

Cost Benchmark: A Cost Benchmark is the cost model, based on real, similar facilities, used to 

evaluate project costs for a similar type of building. 

Customer Billing Record (CBR): The CBR is the mechanism that GSA uses to establish rent 

billing and is created through an Occupancy Agreement. 

Design Excellence: For projects that require significant architectural and engineering treatment, programming direction must reflect GSA’s commitment to Design Excellence. General 

design principles and philosophies are presented in the architecture and interior design 

chapter of the Facilities Standards for the Public Buildings Handbook. 

Due Diligence: “Environmental Due Diligence” is a term that describes the responsibilities of 

a landowner, such as GSA, to conduct an appropriate inquiry prior to the purchase or development of a parcel of commercial real estate and ensure that all “recognized conditions” have 

been identified. 

Environmental Assessment (EA): The EA is a concise public document that is prepared pursuant 

to the National Environmental Policy Act (NEPA) to determine whether a federal action would 

significantly affect the environment and thus require preparation of a more detailed 

Environmental Impact Statement (EIS). It also 

• Briefly provides sufficient evidence and analysis for determining whether to prepare 

an EIS or a Finding of No Significant Impact (FONSI); 

• Aids in an agency’s compliance with the NEPA when no EIS is necessary, which leads 

to a FONSI; and 

• Facilitates preparation of an EIS when one is necessary. 

Environmental Impact Statement (EIS): The National Environmental Policy Act requires that 

federal agencies prepare an EIS for major projects or legislative proposals that significantly 

affect the environment. It is a decision-making tool that describes the positive and negative 

effects of the undertaking and lists alternative actions. An EIS is a detailed study that leads 

to a Record of Decision. It records decisions made and mitigation measures that relate to the 

environmental impacts of a project. 

Environmental Site Assessment (ESA): An ESA is a study of a property’s past use, the environmental conditions at the site and adjoining sites, and the likely presence of hazardous substances. 

An ESA can contribute to the “innocent landowner” defense under the Comprehensive 

Environmental Response, Compensation, and Liability Act. (CERCLA) 

Appendix A: Glossary (cont.) 
115 

Facilities Standards for the Public Buildings Service: The P-100 is the primary GSA design 

criteria/standards document and is typically referenced for compliance in architecture/engineering firm contracts. 

Feasibility Study: GSA uses this study to evaluate Prospectus-level proposed projects to 

ensure that they meet tenant agency space needs and government-owned facility requirements. 

This study also determines the preferred alternative and basis for preparing a Prospectus 

Development Study, which will meet the housing needs of the customer agency. 

Funding Appropriation: Congress sets aside funding for a project or a particular use. 

Funding Authorization: Congress approves funding for a project or a particular use. 

(Funds must be authorized and appropriated before becoming available for a project.) 

General Construction Cost Review Guide (GCCRG): The Public Buildings Service General 

Construction Cost Review Guide, which is generally published yearly, provides costs to construct space by space type, escalation and location factors by localities, and a system for 

developing Cost Benchmarks. 

Input Document: An input document is a supporting document, study, or report used to complete 

the Feasibility Study. 

Leadership in Energy and Environmental Design (LEED): GSA has adopted the LEED rating system of the U.S. Green Building Council as a measure for sustainable design. The P-100 and the 

Capital Investment and Leasing Program (CILP) require that all new and fully renovated building 

projects meet criteria for basic LEED Certification (higher levels of achievement are Silver, Gold, 

and Platinum). As of fiscal year 2003, all new and fully renovated buildings must meet a Silver 

LEED rating. 

Lease Construction: Lease construction is new construction of a facility for government use in 

response to GSA’s formal solicitation for offers. The construction may be on either a preselected 

site assigned by GSA to the successful offeror or the offeror’s site. 

Local Portfolio Plan (LPP): The LPP is a document that provides the method for managing local 

portfolios and client needs within a specific locality. The LPP provides the basis for market considerations; long-term tenant needs; existing leased and owned facilities; and community considerations to make decisions related to markets, tenant housing, and hold/divest decision-making. 
116 

Long List: A long list is a list of all prospective sites considered in the site selection process. 

Notice of Intent (NOI): The NOI describes the proposed action, possible alternatives, and the 

proposed NEPA scoping process. It states the name and address of a person within GSA who 

can answer questions about the proposed action and EIS. 

Occupancy Agreement (OA): An Occupancy Agreement is similar to a lease between GSA and 

each tenant agency in a building that establishes the rent and space assignment for each 

agency. 

Pro Forma: The investment pro forma analyzes the predicted return on investment and income 

potential of the project. 

Program of Requirements (POR): The POR defines the scope of the project and the tenant 

improvements or reimbursables associated with a project. 

Project Development Rating Index (PDRI): The GSA project team performs a project evaluation, 

utilizing the Construction Industry Institute’s PDRI process, prior to submitting the Feasibility 

Study or Prospectus Development Study for funding a capital project. This process determines 

the Project Team’s effectiveness in preparing a quality submission and assures minimization of 

risks and mitigation of potential negative issues. This self-evaluation aids in determining areas 

of project development that may need additional work or study prior to the project’s submission 

for funding. 

Project Management Plan (PMP): This is defined on the GSA/PBS Web site. For Project 

Management Plan requirements, visit pmcoe.gsa.gov/What_We_Offer/what_we_offer.asp. 

Prospectus: The Prospectus is a formal document sent to the Office of Management and Budget 

and Congress to receive funding authorization. It includes project scope information, budget, 

and schedule, plus a housing plan. This, if approved, results in authorization letters from both 

the House and Senate that approve the project, whereas an appropriations bill actually funds 

the project. 

Public Buildings Service (PBS): The General Services Administration’s Public Buildings Service 

organization manages, owns, and constructs space for housing federal agencies. 

Short List: The sites on the short list are the best candidates from the long list and are further 

evaluated to develop a recommendation for site acquisition. The short list typically includes 

three (3) sites. 

Appendix A: Glossary (cont.) 
117 

Site Directive (also referred to as Limited Site Directive): The Office of the Chief Architect 

issues the Site Directive either after the President’s proposed Budget (which includes the Site 

Design and Prospectus) is submitted to Congress or after Congress approves and the President 

signs the Budget. With receipt of the Site Directive, Regions are authorized to begin formal site 

selection actions (and acquisition and professional services procurement actions) up to the 

point of award. The award is contingent upon project authorization and funding appropriation 

by Congress. 

System for Tracking and Administering Real Property (STAR): STAR is GSA’s building inventory 

database for space management, leases, and rent billing. 

Transaction Screen: The Transaction Screen (see ASTM E 1528-93, Environmental Site 

Assessments) is an inquiry process designed to meet CERCLA’s “innocent landowner” defense, 

but does not require the judgement of an environmental professional. It includes a questionnaire 

with guidelines for interviewing owners and occupants of a property, observing site conditions, 

and conducting limited research. Based on the results, the user can determine whether additional information is required, proceed to a Phase I ESA, or research other areas of concern. 

The same type of process can be applied to other lines of inquiry. 

Work Plan: The Work Plan is a key tool that the team can use to manage the site selection 

process. The Work Plan includes information relating to a project’s staff, schedule, scope, 

budget, approvals, controls, and communications. 
Appendix B: Major Federal Laws, Executive Orders, 

Regulations, and GSA Directives 

Real Property Acquisition Uniform Relocation Assistance and Real Property 

Acquisition Policies Act, 42 U.S.C. §§ 4601–4655; 

and implementing regulations in 49 CFR, Part 24 

40 U.S.C. §§ 3301–3315 (formerly the Public Buildings 

Act of 1959, 40 U.S.C. §§ 601–619) 

Federal Management Regulation Part 102–73— 

Real Estate Acquisition, 41 CFR, Part 102–73 

PBS Commissioner’s Memorandum, “Implementation 

of the Interagency Security Committee (ISC) Design 

Criteria Regarding Site Selection,” April 26, 2002 

Location, Consultation, & Coordination Rural Development Act, 7 U.S.C. § 2204b-1 

Farmlands Protection Act, 7 U.S.C. §§ 4201 et seq. 

40 U.S.C. §§ 901–905 (formerly the Federal Urban 

Land Use Act, 40 U.S.C. §§ 531–535) 

Federal Management Regulation Part 102–83 — 

Location of Space, 41 CFR, Part 102–83 

E.O. 11988, “Floodplain Management,” May 24, 1977 

E.O. 12072, “Federal Space Management,” August 16, 

1978 

E.O. 13006, “Locating Federal Facilities 

on Historic Properties in Our Nation’s Central 

Cities,” May 21, 1996 

118 
119 

Historic Preservation American Indian Religious Freedom Act, 

42 U.S.C. §§ 1996–1996a 

Archaeological Resource Protection Act, 

16 U.S.C. §§ 470aa–470mm 

National Historic Preservation Act, 

16 U.S.C. §§ 470 et seq. 

Native American Graves Protection and Repatriation 

Act, 23 U.S.C. §§ 3001 et seq. 

Religious Freedom Restoration Act, 

42 U.S.C. §§ 2000bb–2000bb-4 

Federal Management Regulation Part 102–78— 

Historic Preservation, 41 CFR, Part 102–78 

E.O. 13007, “Indian Sacred Sites,” May 24, 1996 

Environmental Protection Clean Air Act, 42 U.S.C. §§ 7401 et seq. 

Coastal Zone Management Act, 

16 U.S.C. §§ 1451 et seq. 

Comprehensive Environmental Response, 

Compensation, and Liability Act, 

42 U.S.C. §§ 9601 et seq. 

Endangered Species Act, 16 U.S.C. §§ 1531 et seq. 

Fish and Wildlife Coordination Act, 

16 U.S.C. §§ 661 et seq. 

Federal Water Pollution Control Act (Clean Water 

Act), 33 U.S.C. §§ 1251–263 et seq. 

National Environmental Policy Act, 

42 U.S.C. §§ 4321 et seq. 
Appendix B: Major Federal Laws, Executive Orders, 

Environmental Protection (cont.) Safe Drinking Water Act, 42 U.S.C. §§ 300f et seq. 

Solid Waste Disposal Act, 42 U.S.C. §§ 6901 et seq. 

Toxic Substance Control Act, 15 U.S.C. §§ 2601 et seq. 

Wild and Scenic Rivers Act, 16 U.S.C. §§ 1271 et seq. 

E.O. 11514, “Protection and Enhancement 

of Environmental Quality,” March 5, 1970; 

as amended by E.O. 11991, May 24, 1977 

E.O. 11593, “Protection and Enhancement 

of Cultural Environment,” May 13, 1971 

E.O. 11990, “Protection of Wetlands,” 

May 24, 1977 

E.O. 12088, “Federal Compliance With Pollution 

Control Standards,” October 13, 1978; 

as amended by E.O. 12580, January 23, 1987 

E.O. 12580, “Superfund Implementation,” 

January 23, 1987; as amended by E.O. 12777, 

October 18, 1991, and E.O. 13016, August 28, 1996 

E.O. 12898, “Federal Actions to Address 

Environmental Justice in Minority Populations and 

Low-Income Populations,” February 11, 1994 

E.O. 13101, “Greening the Government 

Through Waste Prevention, Recycling, and Federal 

Acquisition,” September 14, 1998 

E.O. 13123, “Greening the Government 

Through Efficient Energy Management,” 

December 2, 1999 

Regulations, and GSA Directives (cont.) 

120 
Appendix C: Site Investigation Team Roles/Responsibilities and Worksheet 

Team Leader 

The Team Leader can be from any discipline, for example, 

real estate, asset management, or project management, as 

long as he or she has a thorough knowledge of the site selection process, real estate transactions, and the Uniform 

Relocation Act. Some of these duties also can be accomplished by other GSA staff and consultants. The Team Leader 

can allocate distribution of responsibilities. 

• Has knowledge of Uniform Relocation Act, complex real 

estate transactions, and condemnation. 

• Plans, coordinates, leads, and assigns team responsibilities. 

• Prepares and publishes newspaper advertisements soliciting site(s) and donation of site(s). 

• Opens and records all offers received. 

• Prepares a synopsis of all offered sites. 

• Leads team to identify and inspect unoffered sites that are 

deemed to be suitable for consideration. 

• Photographs all sites, interviews offerors, and answers 

acquisition and relocation questions. 

• Arranges meetings with local municipalities; guides team in 

analyzing sites; and gathers all reports, correspondence, 

and data for inclusion in the Site Investigation Report (SIR). 

• Compiles the data and writes the SIR. 

• Acts as primary contact with property owners regarding 

the site investigation. 

• Gathers data for relocation estimate and preliminary 

survey of site. 

• Serves as single point of contact for the 

Communications Plan. 

Roles/Responsibilities GSA Outsource 

121 
Appendix C: Site Investigation Team Roles/Responsibilities and Worksheet (cont.) 

Asset/Portfolio Manager 

• Ensures that site selection maintains Prospectus integrity 

(i.e., size, delineated area, cost). 

• Ensures NEPA and NHPA Section 106 compliance. 

• Obtains floodplain/wetland status. 

• Conducts initial research on land use and local plan compatibility (Comprehensive Plan, Master Plan, Redevelopment Districts, 

ordinances, special plans, etc.) with the proposed action. 

• Follows up with local planning and other applicable 

departments. 

Communications Specialist 

• Works with Team Leader to develop Communications Plan 

for project. 

• Assists in outreach to community and stakeholders. 

• Drafts communications for release to the public and the 

media. 

• Assists Team Leader with development and release of all 

external and internal communications. 

Local GSA Regional Officer/Urban Development Specialist 

This person may have a different title, but will be a virtual part 

of the Urban Development Center. 

• Provides team input and guidance regarding the coordination with local communities and stakeholders. 

• Identifies local entities that can bring alternate sites and 

solutions to bear on the site selection process. 

• Coordinates meetings with local municipalities, development organizations, and other stakeholders for the purpose 

of design charrettes and so forth. 

Roles/Responsibilities GSA Outsource 

122 
123 

Project Manager 

• Facilitates resolution of issues and problems through 

the GSA Central Office, ARA, and local managers. 

• Ensures that appropriate funds and human resources are 

available to support the team. 

• Acts as customer agency liaison with Regional Account 

Manager. 

• Works with Asset Manager to determine delineated area 

and agency-specific selection criteria. 

• Advises team on overall project schedule and when site 

selection impacts design award and demolition. 

• Integrates all program schedules into overall 

Project Management Plan. 

• Answers design and construction questions and concerns 

of offerors and local stakeholders. 

Regional Counsel 

This is a team support member who is called upon as needed 

for legal advice and typically does not accompany the team 

on site investigation trips. 

• Assures compliance with all environmental and acquisition 

laws and advises the team on legal questions that may 

arise regarding aspects of acquiring the property. Consults 

with the team on complicated title issues and condemnation aspects of site selection. 

• Reviews NEPA and Finding of No Significant Impact 

(FONSI) or Record of Decision (ROD) to ensure compliance 

with environmental laws before site is officially selected. 

• Reviews agent’s authorizations for legal sufficiency and 

reviews offers. 

Roles/Responsibilities GSA Outsource 
124 

Regional Counsel (cont.) 

• Participates in the development and review of 

Memorandums of Agreement with the State Historic 

Preservation Officer (SHPO). Consults on content of other 

documents, as requested. 

Regional Environmental Quality Advisor 

• Provides technical advice to the team. 

• Manages and reviews all GSA NEPA analysis. 

• Acts as primary contact for NEPA activities and oversees 

NEPA process for projects in the Region. 

Regional Historic Preservation Officer 

• Determines need for archaeological/cultural resource studies. 

• Communicates and coordinates with SHPO and Advisory 

Council on Historic Preservation. 

• Reviews consultants’ reports and summarizes results and 

recommendations. 

• Acts as the Contracting Officer’s Technical Representative 

(COTR) for consultants’ contracts. 

• Participates in and/or leads public meetings regarding the 

cultural resources impacted by the project, for example, 

historic buildings or districts, archaeological resources. 

Regional Realty Representative or Designee 

This person participates as customer agency liaison on sitespecific lease construction site investigations. He or she also 

leases and assigns space in federal buildings. 

• Receives information for review and comment on federal 

construction sites. 

Appendix C: Site Investigation Team Roles/Responsibilities and Worksheet (cont.) 

Roles/Responsibilities GSA Outsource 
125 

• Coordinates with customer to establish preferred delineated area in accordance with the Prospectus (if applicable). 

• Coordinates with customer to establish agency-specific 

selection criteria. 

• Prepares and negotiates the assignable options. 

• Assists in analyzing site alternatives. 

Customer Agency Representative 

This person can make site decisions for the customer agency 

and accompany the team on the investigation and inspection of 

sites. Some agencies may prefer to receive information for 

review, comment, and approval of a recommended site. 

• Participates in both the analyzing and ranking sites. 

Architect/Engineer 

• Prepares Building Program Assessment. 

• Manages subsurface/geological information and studies. 

Obtains floodplain and seismic data for alternate sites 

and ensures that site costs include provisions for each 

if necessary. 

• Evaluates utilities/energy availability, capacity. 

• Reviews zoning information, conducts Building and Zoning 

Code reviews. 

• Develops Master Plan. 

• Prepares site plans (proposed building footprint, parking, 

setbacks) for short-listed sites. 

• Develops drawings of site’s existing conditions/ 

improvements. 

• Checks information on streets/traffic, topography, 

demolition/clearing of site. 

• Ensures that sustainable design criteria are considered in 

the site selection, as well as in the feasibility/site drawings. 

Roles/Responsibilities GSA Outsource 
Appendix C: Site Investigation Team Roles/Responsibilities and Worksheet (cont.) 

Real Estate Appraiser 

• Gathers ownership information for unoffered sites. 

• Gathers tax information and comparable sales data. 

• Develops preliminary estimate of value for top three (3) 

sites. 

• Acts as COTR for fee appraiser contract. 

Real Estate Due Diligence Consultant 

• Prepares Building Condition Assessment or Building 

Evaluation Report (BER) if applicable. 

• Prepares time line for capital improvements. 

• Prepares Building and Zoning Code reviews. 

Security Assessment Specialist 

• Verifies all federal security requirements. 

• Ensures that proper security design criteria, setbacks, and 

so forth are incorporated into site plans and Feasibility 

Studies. 

• Provides crime statistics and special security studies as 

required. 

• Inspects sites with the team and assists in analyzing the 

security risks and costs associated with each site. 

Archaeological Consultant 

• Assists the Regional Historic Preservation Officer with 

archaeological/cultural resource studies. 

Roles/Responsibilities GSA Outsource 

126 
127 

Civil Engineering Consultant 

• This person may perform some of the tasks listed under 

Architect/Engineer. Conducts land survey. 

• Conducts special studies for storm water runoff/ 

retention and so forth. 

• Conducts site planning, master planning, and land use 

planning in concert with Architect. 

Construction Consultant 

• Provides detailed cost estimating. 

• Ensures constructability. 

• Provides these services on a limited-scope basis. (This 

task is distinct from site design. The design contract should 

not be awarded until the site is identified.) 

Environmental Due Diligence Consultant 

Most regions use an umbrella environmental services contract. 

• Conducts NEPA study. 

• Conducts Phases I, II, and III Environmental Site Assessments, as 

required. 

• Assists with NHPA, archaeological, and cultural resource 

studies, as required. 

Financial Consultant 

• Assists in determining project’s financial viability. 

Roles/Responsibilities GSA Outsource 
Appendix C: Site Investigation Team Roles/Responsibilities and Worksheet (cont.) 

Geotechnical (Soils) Engineering Consultant 

• Prepares soil bearing analysis and report. 

• Prepares hydrology/geology reports. 

Real Estate Broker/Consultant 

• Assists in locating sites and providing demographic 

information. 

• Assists in title search, market research, and trends analysis. 

• Functions as Site Investigation Advisor. 

Traffic Engineer 

• Conducts traffic study and provides consulting services. 

Roles/Responsibilities GSA Outsource 

128 
129 

Using the Team Roles/Responsibilities Worksheet 

The Team Leader uses the worksheet to develop a complete roster of GSA team and contractor 

roles/expertise and to identify the appropriate level of responsibility for each team member for 

each step of their involvement in the project. This exercise provides information to manage individual and team member activities, support efficient coordination across the team, and keep the 

activities moving smoothly and on schedule. 

To complete the worksheet, select the appropriate roster of GSA team members and contractors 

for the project (adding or deleting roles as required). The descriptions of team roles and responsibilities on the previous pages may be helpful. Next, identify the level of responsibility for each 

step of their involvement. Finally, share the completed worksheet with all GSA team members 

and contractors. 

The six levels of project responsibility are listed below. 

1. Authorizes and/or actuates 

2. Approves 

3. Performs 

4. Recommends and/or reviews and counsels 

5. Must be notified or consulted 

6. Receives documentation 
130 

Appendix C: Site Investigation Team Roles/Responsibilities Worksheet 

Team 

Leader 

Asset/ 

Portfolio 

Manager 

Communications 

Specialist 

Urban 

Development 

Specialist 

Project 

Manager 

Regional 

Counsel 

Regional 

Environmental 

Quality 

Advisor 

Regional 

Historic 

Preservation 

Task/Site Investigation Team Members Officer

Regional 

Realty 

Representative 

Step 1: Confirm Readiness 

Review Feasibility Study and other documents 

Confirm status of project approvals and funding 

Step 2: Develop the Work Plan 

Select Site Investigation Team 

Develop Work Plan 

Review general, technical, and financial criteria 

Develop Communications Plan 

Step 3: Conduct Search for Sites 

Commence discussions with customer agency 

and community 

Finalize evaluation factors 

Commence NEPA, ESA, NHPA studies 

Advertise for sites 

Conduct site tours and site searches 

Compile offers 

Step 4: Evaluate Long List 

Continue NEPA, ESA, NHPA studies 

Evaluate long list 

Select short list of sites 

Communicate short list to stakeholders 

Notify offerors 

Step 5: Evaluate Short List/Recommend Site(s) 

Conduct detailed site evaluation 

Complete NEPA, ESA, NHPA studies 

Communicate/review recommendations 

Prepare final Site Investigation Report 

Recommend preferred site(s) 
Geotechnical 

Customer Real Estate Security Civil Environmental (Soils) Real Estate 

Agency Architect/ Real Estate Due Diligence Assessment Archaeological Engineering Construction Due Diligence Financial Engineering Broker/ Traffic 

Representative Engineer Appraiser Consultant Specialist Consultant Consultant Consultant Consultant Consultant Consultant Consultant Engineer 

131 
132 

Appendix D: Sample Advertisement 

U.S. GOVERNMENT 

WANTS TO ACQUIRE SITE 

ANYTOWN, ANY STATE, USA 

Public notice is given that the U.S. General Services Administration (GSA) will conduct an 

investigation of possible sites to be used for the construction of a U.S. courthouse in 

Anytown, Any State, USA. As part of this investigation, GSA hereby solicits a no-cost 

option to purchase property or a donation of a site to the United States of America. 

A minimum site area of approximately three (3) acres is required within the delineated 

area bounded as follows: 

EAST: 2nd Avenue NE 

SOUTH: 3rd Street NE 

WEST: 1st Avenue NW 

NORTH: 6th Street NW 

Owners of parcels aggregating less than the size of the site specified, but to which abutting parcels may be added to produce a site of the required size, are encouraged to offer 

such properties for inspection. The Federal Government is soliciting sites that are for sale, 

as well as sites that may be donated. Offers of a no-cost option to purchase property or for 

a donation of a site should be submitted in letter form and should include an accurate 

description and sketch of the site offered. Offers should be received on or before Month, 

Day, Year. 

Owners may submit their own proposals. Proposals submitted by agents must be accompanied by documentary evidence of the agent’s authority to make such offers. This is to 

advise those persons submitting offers that due to procedural regulations under certain 

laws, options should remain open through Month, Day, Year. The government will make 

every effort to expedite the site selection. 

Representatives of the General Services Administration will be in (City), (State), the week of 

(dates) and may be contacted on (dates) from (hrs) to (hrs) at the building address and room 

number and telephone number. 

This site acquisition is being conducted pursuant to statutory authority contained in 

40 U.S.C §§ 3301–3315 (formerly the Public Buildings Act of 1959, 40 U.S.C. §§ 601–619). 

Pursuant to this authority, GSA is authorized to conduct this site selection without regard 

to the competitive procurement procedures contained in Title III of the Federal Property 

and Administrative Services Act of 1949, as amended, commonly referred to as the 

Competition in Contracting Act. 
133 

The following criteria are being used to consider offered sites that satisfy the minimum 

requirements: 

(List minimum requirements applicable to all sites, e.g., size, location in delineated area, 

zoning, physical elements, and other minimal “Go/No Go” criteria.) 

(List general evaluation factors, known and identifiable at the time of publication of the 

notice, which will be applicable to all sites, e.g., distance from public transportation, proximity to the airport, environmental considerations.) 

In compliance with the National Historic Preservation Act and E.O. 13006, when operationally appropriate and economically prudent, the government will consider historic buildings and sites within historic districts. Demolition of historic buildings in anticipation of 

Government use may disqualify an offeror from consideration. Additional information is 

available by visiting www.gsa.gov/historicpreservation or by contacting GSA at the address 

listed below. 

Mail responses to the following address: 

General Services Administration 

Janice K. Kuykendall 

Director, SARCOE 

819 Taylor St. NW 

Fort Worth, TX 76126 

Phone: 817-978-4662 

In addition to the above criteria, the total project cost, comprising both the site acquisition 

cost and estimated development and operating costs, will be considered. The Government 

will select the site deemed to be most advantageous to the United States, all factors considered. In order to ensure that the selected site is most advantageous to the United 

States, the Government also will consider any unique attributes or other nuances of a site 

deemed worthy of consideration, even if not listed in the advertisement. 

None of the above-listed evaluation criteria is considered to be more important than any 

other. However, as sites are evaluated, each site’s unique attributes may result in one or 

more criteria becoming more important with respect to that particular site. 

This advertisement is not a basis for negotiation, and the right is hereby reserved, as the 

interest of the government may require, to reject any or all offers and give consideration to 

sites other than those offered in response to this advertisement. 
Appendix E: Professional Organizations and Resources for Site Selection 

Community Planning and Development 

American Farmland Trust (AFT) 

1200 18th St. NW 

Washington, DC 20036 

Phone: 202-331-7300 

Fax: 202-659-8339 

info@farmland.org 

www.farmland.org 

AFT works to stop the loss of productive farmland and to promote farming practices that lead to 

a healthy environment. 

Congress for the New Urbanism (CNU) 

The Hearst Building 

5 Third St. 

Suite 725 

San Francisco, CA 94103-3296 

Phone: 415-495-2255 

Fax: 415-495-1731 

cnuinfo@cnu.org 

www.cnu.org 

CNU works with architects, developers, planners, and others involved in the creation of cities 

and towns, teaching them how to implement the principles of New Urbanism (coherent regional 

planning; walkable neighborhoods; and attractive, accommodating civic spaces). 

Development Training Institute (DTI) 

2510 St. Paul St. 

Baltimore, MD 21218 

Phone: 410-338-2512 

Fax: 410-338-2751 

info@dtinational.org 

www.dtinational.org 

DTI offers comprehensive services to individuals and organizations working in community 

development. 

134 
135 

International Downtown Association (IDA) 

910 17th St. NW 

Suite 210 

Washington, DC 20006-2603 

Phone: 202-293-4505 

Fax: 202-293-4509 

www.ida-downtown.org 

IDA provides guidance in creating healthy and dynamic centers that anchor the well-being of 

towns, cities, and regions throughout the world. 

International Economic Development Council (IEDC) 

734 15th St. NW 

Suite 900 

Washington, DC 20005 

Phone: 202-223-7800 

Fax: 202-223-4745 

www.iedconline.org/aboutus_top.html 

IEDC’s mission is to advance the current and future needs of both its members and the profession, providing one source for information and professional development. 

National Association of Development Organizations (NADO) 

400 N Capitol St. NW 

Suite 390 

Washington, DC 20001 

Phone: 202-624-7806 

Fax: 202-624-8813 

info@nado.org 

www.nado.org 

NADO provides training, information, and representation for regional development organizations 

in small metropolitan areas and rural America. 
Appendix E: Professional Organizations and Resources for Site Selection (cont.) 

Community Planning and Development (cont.) 

National Charrette Institute (NCI) 

321 SW 4th St. 

Suite 800 

Portland, OR 97204 

Phone: 503-228-9240 

Fax: 503-228-2010 

info@charretteinstitute.org 

www.charretteinstitute.org 

NCI helps communities achieve healthy transformation and realize buildable plans through a 

collaborative planning process. 

National Neighborhood Coalition (NNC) 

1030 15th St. NW 

Suite 325 

Washington, DC 20005 

Phone: 202-408-8553 

Fax: 202-408-8551 

nncnnc@erols.com 

www.neighborhoodcoalition.org 

NNC serves as a link to Washington for neighborhood and community-based organizations and 

as a networking resource for representatives of regional and national organizations involved in 

community development and other neighborhood issues. 

Smart Growth America 

1200 18th St. NW 

Suite 801 

Washington, DC 20036 

Phone: 202-207-3350 

Fax: 202-207-3349 

sga@smartgrowthamerica.org 

www.smartgrowthamerica.org 

Smart Growth America is a nationwide coalition that promotes the protection of farmland and open 

space, revitalization of neighborhoods, affordable housing, and more transportation choices. 

136 
137 

Surface Transportation Policy Project 

1100 17th St. NW 

10th Floor 

Washington, DC 20036 

Phone: 202-466-2636 

Fax: 202-466-2247 

stpp@transact.org 

www.transact.org 

The goal of the Surface Transportation Policy Project is to ensure that transportation policy and 

investments help conserve energy, protect environmental and aesthetic quality, strengthen the 

economy, promote social equity, and make communities more livable. 

Trust for Public Land (TPL) 

116 New Montgomery St. 

4th Floor 

San Francisco, CA 94105 

Phone: 415-495-4014 

Fax: 415-495-4103 

www.tpl.org 

TPL’s mission is to conserve and protect land for human enjoyment and to improve the health and 

quality of life of American communities. 

U.S. Conference of Mayors 

1620 I St. NW 

Washington, DC 20006 

Phone: 202-293-7330 

Fax: 202-293-2352 

info@usmayors.org 

www.usmayors.org/uscm/home.asp 

U.S. Conference of Mayors is the official nonpartisan organization of cities with populations of 

30,000 or more. Primary roles are to promote the development of effective national urban/suburban policy, strengthen federal–city relationships, ensure that federal policy meets urban needs, 

provide mayors with leadership and management tools, and create a forum in which mayors 

can share ideas and information. 
Appendix E: Professional Organizations and Resources for Site Selection (cont.) 

Community Planning and Development (cont.) 

U.S. Department of Energy’s Smart Communities Network 

Smart Communities Network 

www.sustainable.doe.gov 

The Smart Communities Network provides a menu of information and services on how communities can adopt sustainable development as a strategy for well-being. 

Design, Planning, and Engineering Professionals 

American Institute of Architects (AIA) 

1735 New York Ave. NW 

Washington, DC 20006 

Phone: 800-AIA-3837 

Fax: 202-626-7547 

infocentral@aia.org 

www.aia.org 

AIA advances the value of architects and architecture through AIA member resources and as 

the collective voice of the profession. 

American Planning Association (APA) 

1776 Massachusetts Ave. NW 

Washington, DC 20036-1904 

Phone: 202-872-0611 

Fax: 202-872-0643 

www.planning.org/aicp/index.htm 

APA is a public interest and research organization committed to urban, suburban, regional, and 

rural planning. 

American Society of Civil Engineers (ASCE) 

1801 Alexander Bell Dr. 

Reston, VA 20191 

(800) 548-2723 

www.asce.org 

ASCE’s vision is to position engineers as global leaders building a better quality of life. 

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American Society of Landscape Architects (ASLA) 

636 I St. NW 

Washington, DC 20001-3736 

Phone: 202-898-2444 

Fax: 202-898-1185 

www.asla.org 

ASLA strives to meet the needs and interests of the nation’s landscape architects and the public 

they serve. 

Institute of Transportation Engineers (ITE) 

1099 14th St. NW 

Suite 300 W 

Washington, DC 20005-3438 

Phone: 202-289-0222 

Fax: 202-289-7722 

ite_staff@ite.org 

www.ite.org 

ITE members include traffic engineers, transportation planners, and other professionals 

involved with surface transportation systems worldwide. 

Environmental Management 

Air & Waste Management Association (A&WMA) 

One Gateway Center 

420 Fort Duquesne Blvd. 

Pittsburgh, PA 15222 

Phone: 412-232-3444 

Fax: 412-232-3450 

info@awma.org 

www.awma.org 

A&WMA provides training, information, and networking opportunities to environmental 

professionals. 
Appendix E: Professional Organizations and Resources for Site Selection (cont.) 

Environmental Management (cont.) 

Center for Public Environmental Oversight (CPEO) 

278-A Hope St. 

Mountain View, CA 94041 

Phone: 650-961-8918 or 650-969-1545 

Fax: 650-961-8918 

lsiegel@cpeo.org 

www.cpeo.org 

CPEO promotes and facilitates public participation in the oversight of environmental activities at 

federal facilities, private Superfund sites, and brownfields. 

Environmental Council of the States (ECOS) 

444 N Capitol St. NW 

Suite 445 

Washington, DC 20001 

Phone: 202-624-3660 

Fax: 202-624-3666 

ecos@sso.org 

www.sso.org/ecos 

ECOS is the national nonprofit, nonpartisan association of state and territorial environmental 

commissioners. 

Environmental Law Institute (ELI) 

1616 P St. NW 

Suite 200 

Washington, DC 20036 

Phone: 202-939-3800 

Fax: 202-939-3868 

law@eli.org 

www.eli.org 

ELI works with local and regional partners to strengthen environmental laws; develop new theories and practical approaches to ensure their effectiveness; and improve the capacity of citizens and governments to use the law to protect the environment. 

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Global Development Research Center— 

Urban Environmental Management 

www.gdrc.org/uem 

The Global Development Research Center is a virtual organization that brings together research 

and development at the global level; education and training at the regional level; and policy and 

program development at the local level. 

National Association of County and City Health Officials (NACCHO) 

1100 17th St. NW 

2nd Floor 

Washington, DC 20036 

Phone: 202-783-5550 

Fax: 202-783-1583 

www.naccho.org 

NACCHO provides education, information, research, and technical assistance to local health 

departments and facilitates partnerships among local, state, and federal agencies to promote 

and strengthen public health. 

National Association of Local Government Environmental Professionals (NALGEP) 

1350 New York Ave. NW 

Suite 1100 

Washington, DC 20005 

Phone: 202-638-6254 

Fax: 202-393-2866 

nalgep@spiegelmcd.com 

www.nalgep.org 

NALGEP brings together local environmental officials to network and share information on local 

and national environmental issues. 
Appendix E: Professional Organizations and Resources for Site Selection (cont.) 

Environmental Management (cont.) 

U.S. Green Building Council (USGBC)/LEED 

1015 18th St. NW 

Suite 805 

Washington, DC 20036 

Phone: 202-82-USGBC or 202-828-7422 

Fax: 202-828-5110 

info@usgbc.org 

www.usgbc.org 

USGBC is a coalition of leaders from across the building industry working to promote buildings 

that are environmentally responsible, profitable, and healthy places to live and work. USGBC 

is the primary resource for the LEED (Leadership in Energy and Environmental Design) rating 

system for “green” buildings. 

Historic Preservation 

National Main Street Center of the National Trust for Historic Preservation 

1785 Massachusetts Ave. NW 

Washington, DC 20036 

Phone: 202-588-6219 

Fax: 202-588-6050 

mainst@nthp.org 

www.mainstreet.org 

The National Main Street Center works with communities across the nation to revitalize their 

historic or traditional commercial areas. 

National Trust for Historic Preservation (NTHP) 

1785 Massachusetts Ave. NW 

Washington, DC 20036 

Phone: 202-588-6000 

Fax: 202-588-6038 

www.nationaltrust.org 

NTHP is the leader of the vigorous preservation movement that is saving the best of our past 

for the future. 

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Material Standards 

American Society for Testing and Materials (ASTM) 

100 Barr Harbor Dr. 

West Conshohocken, PA 19428-2959 

Phone: 610-832-9585 

Fax: 610-832-9555 

www.astm.org 

ASTM develops and provides voluntary consensus standards for materials and related technical 

information and services. 

Real Estate 

Appraisal Institute (AI) 

550 W Van Buren St. 

Suite 1000 

Chicago IL 60607 

Phone: 312-335-4100 

Fax: 312-335-4400 

www.appraisalinstitute.org 

AI is a worldwide organization dedicated to real estate appraisal education, publications, 

and advocacy. 

Building Owners and Managers Association (BOMA) International 

1201 New York Ave. NW 

Suite 300 

Washington, DC 20005 

Phone: 202-408-2662 

Fax: 202-371-0181 

www.boma.org 

BOMA provides information to and a network forum for industry professionals. 
Appendix E: Professional Organizations and Resources for Site Selection (cont.) 

Real Estate (cont.) 

CoreNet Global 

440 Columbia Dr. 

Suite 100 

West Palm Beach, FL 33409 

Phone: 800-726-8111 

Fax: 561-697-4853 

www.corenetglobal.org 

CoreNet Global serves a global network of corporate real estate and related professionals who 

create strategic value for their enterprises. In 2001, the Boards of Directors of NACORE and 

IDRC voted to approve a merger, forming CoreNet Global. 

International Facility Management Association (IFMA) 

1 E Greenway Plaza 

Suite 1100 

Houston, TX 77046-0194 

Phone: 713-623-4362 

Fax: 713-623-6124 

ifmahq@ifma.org 

www.ifma.org 

IFMA is a professional association for facility managers, supporting the largest community of 

facility management professionals in the industry. 

International Right of Way Association (IRWA) 

Pacifica Harbor Business Center 

19750 S Vermont Ave. 

Suite 220 

Torrance, CA 90502-1144 

Phone: 310-538-0233 

Fax: 310-538-1471 

info@irwaonline.org 

www.irwaonline.org 

IRWA is dedicated to the advancement of right-of-way and real property acquisition work as a 

fully recognized profession. 

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International Society of Facilities Executives (ISFE) 

200 Corporate Pl. 

Suite 2B 

Peabody, MA 01960-3840 

Phone: 978-536-0108 

Fax: 978-536-0199 

isfe@isfe.org 

www.isfe.org 

ISFE’s mission is to provide a forum to exchange facility management experience and knowledge among senior facilities managers worldwide. 

National Association of Industrial and Office Properties (NAIOP) 

2201 Cooperative Way 

3rd Floor 

Herndon, VA 20171-3034 

Phone: 703-904-7100 

Fax: 703-904-7942 

www.naiop.org 

NAIOP represents the interests of developers and owners of industrial, office, and related commercial real estate throughout North America and promotes effective public policy to create, 

protect, and enhance property values. 

Online Site Magazines 

Site Selection Online 

www.siteselection.com 

Web site directs users to a number of related Web sites that can assist in the site selection process. 

Urban Land Institute (ULI) 

1025 Thomas Jefferson St. NW 

Suite 500 W 

Washington, DC 20007 

Phone: 202-624-7000 or 1-800-321-5011 

Fax: 202-624-7140 

www.uli.org 

ULI’s mission is to provide responsible leadership in the use of land to enhance the total environment. 
Acknowledgements


This Guide endeavors to capture the expertise of the GSAs Site Knowledge Bank and 

impart it to others involved in site selection. Our Site Selection Task Force set the direction for this effort; our consultants, Gensler and Eckland Consultants, organized the 

Task Force members’ knowledge, experience, and process into an intelligible document. 

Special thanks go to Jan Kuykendall, Vinita Canright, Frank Giblin, and Harmon 

Eggers, each of whom provided critical insights and wrote, read, and edited beyond 

the call of duty. Thanks also to Mary Ann Lasch, who made it all come together. 

Gianne Conard, AIA 

Site Selection Task Force Chairman 

Task Force Members 

• 	Rob Andrukonis, AIA, Director, Center for Courthouse Programs, 

Office of the Chief Architect 

• 	Harmon Eggers, Deputy Associate General Counsel, Real Property Division 

• 	Frank Giblin, Director, Urban Development Program, Office of the Chief Architect 

• 	Bill Guerin, AIA, Deputy Assistant Commissioner 

• 	Donald Horn, AIA, Environmental Strategies and Safety Division 

• 	Bill Jenkins, National Realty Services Officer 

• 	Jan Kuykendall, Director, Site Acquisition Staff/Site Knowledge Bank, 

Greater Southwest Region 

• 	Gary Roberts, Realty Specialist 

• 	Mike Roper, Director of Development, Southeast Sun Belt Region 

•	 Les Shepherd, AIA, Director, Center for Architecture, Engineering, 

and Urban Development, Office of the Chief Architect 

• 	Bayard T. Whitmore, AIA, Center for Historic Buildings, Office of the Chief Architect 

Consultants 

• 	Jeff Barber, AIA, Gensler 

• 	Mary Ann Lasch, FASLA, Gensler 

• 	John Lowe, AIA, Gensler 

•	 Bob DiBlasi, AIA, Eckland Consultants 

• 	Sheldon Goldstine, FARA, Eckland Consultants 

• 	Jenny McMahon, Graphic Designer, Gensler 

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