GSA

Lease Management 

Customer Guide

Issued January 26, 2015
Issued January 26, 2015 i GSA Public Buildings Service

Table of Contents

INTRODUCTION .................................................................................................................................................1

CHAPTER 1: SUMMARY OF LAM RESPONSIBILITIES..............................................................................2

A. MAJOR DUTIES ..................................................................................................................................................2

CHAPTER 2: GLOSSARY ................................................................................................................................3

CHAPTER 3: NEW LEASES ............................................................................................................................5

A. PRE-OCCUPANCY AND LEASE TRANSITION......................................................................................................5

B. NON-FULLY SERVICED LEASES: SERVICE CONTRACTS...................................................................................8

C. MOVES/RELOCATION.......................................................................................................................................10

CHAPTER 4: OCCUPANCY........................................................................................................................... 12

A. LEASE INSPECTIONS........................................................................................................................................12

i. The Inspection Process ...............................................................................................................................12

ii. Periodic Services .........................................................................................................................................13

B. CURE PROCESS...............................................................................................................................................15

C. OVERTIME UTILITIES........................................................................................................................................18

i. RWA Forecasting and Acceptance ............................................................................................................18

ii. Hourly Usage Requests ..............................................................................................................................19

D. SITUATIONS REQUIRING IMMEDIATE ACTION AND UNRESOLVED SERVICE CALLS ........................................20

E. SUBSEQUENT REPAIRS AND ALTERATIONS ....................................................................................................22

F. OUTLEASING....................................................................................................................................................23

G. GSA CHILD CARE PROGRAM..........................................................................................................................26

CHAPTER 5: SECURITY ................................................................................................................................ 27

A. PHYSICAL SECURITY .......................................................................................................................................27

i. Facility Security Assessments and Physical Security Requirements.....................................................27

ii. Facility Security Committee.........................................................................................................................28

B. PERSONNEL (CONTRACTOR) SECURITY.........................................................................................................28

C. EMERGENCY MANAGEMENT............................................................................................................................30

CHAPTER 6: LEASE EXPIRATION AND TERMINATION.......................................................................... 32

CHAPTER 7: RELATIONSHIP MANAGEMENT........................................................................................... 34

CHAPTER 8: SUSTAINABILITY PROGRAM ............................................................................................... 35

A. PARTNERSHIP..................................................................................................................................................35

B. RECYCLING......................................................................................................................................................35

C. GREEN PURCHASING.......................................................................................................................................36

D. CONSTRUCTION WASTE MANAGEMENT..........................................................................................................36

E. ENERGY STAR .................................................................................................................................................36

F. LEED...............................................................................................................................................................37
Issued January 26, 2015 ii GSA Public Buildings Service

APPENDIX............................................................................................................................................................I

LESSOR TRANSITION PACKAGE (SAMPLE)..............................................................................................II

CUSTOMER WELCOME BROCHURE (SAMPLE)......................................................................................III

INSPECTION CHECKLIST ............................................................................................................................. VI

DEFICIENCY(S) IDENTIFIED LETTER ....................................................................................................... VII

NO APPARENT DEFICIENCIES LETTER ................................................................................................. VIII

INSPECTION CLOSE-OUT LETTER .............................................................................................................IX

LEASE INSPECTION FORM ............................................................................................................................X

CHILD CARE FACILITY CHECKLIST ............................................................................................................XI

5 STEPS TO A GOOD BUILDING RECYCLING PROGRAM .................................................................. XV

ENVIRONMENTAL PRODUCTS AND RECYCLING LETTER .............................................................. XVII

LEASED BUILDING RECYCLING AND WASTE DATA WORKSHEET .............................................. XVIII

LEASED BUILDING ENVIRONMENTAL PRODUCTS INFORMATION................................................. XX
Issued January 26, 2015 1 GSA Public Buildings Service

Introduction

The Lease Management Program supports the lessor’s compliance with the lease and fosters effective 

communication between the lessor, tenant agencies, and appropriate GSA offices. The Lease Management Desk 

Guide (LMDG) was developed to enhance national consistency for this program. The LMDG is the result of 

collaboration between GSA’s National Office of Facilities Management and Services Programs (FMSP) and Office of 

Leasing personnel, Regional FMSP points of contact (POCs), and Regional Subject Matter Experts (SMEs) from the 

Property Management and Leasing Communities. The Guide outlines the minimum requirements for the Lease 

Administration Manager (LAM). This guide is not intended to create or amend any policies or procedures with 

respect to leasing and defers to the Leasing Desk Guide (LDG), Lease Acquisition Circulars (LAC) or General Services 

Administration Acquisition Manual (GSAM).
Issued January 26, 2015 2 GSA Public Buildings Service

Customer 

Liasion

Lease Contract 

Management

Project 

Management 

Chapter 1: Summary of LAM Responsibilities

A. Major Duties

This section summarizes the major duties of the LAM which 

are broken into the core competencies listed below. The 

process for each task is described in more detail throughout 

this guide.

Customer Liaison

 Serve as the tenant agency advocate, and 

representative between the lessor and 

tenant agency.

 Administer the Tenant Satisfaction Survey

 Follow the Occupancy Management Playbook, and complete Occupancy Profiles as necessary.

Project Management

 Serve as Project Manager/Contracting Officer’s Representative (COR) for most post occupancy 

alterations/work under the simplified acquisition threshold (SAT). The current threshold can be 

found in FAR 2.1

Lease/Contract Management and Performance Improvement

 Verify the lessor complies with lease terms and conditions.

 Investigate tenant agency concerns and building issues.

 Coordinate and enforce the application of policies and standards for the operation of amenity 

spaces and perform routine inspections of amenity operations.

 Serve as liaison between Subject Matter Experts (SMEs) and coordinate with SMEs on programs 

relating to facility safety, fire protection and environmental issues such as air quality, radon, 

PCB's, asbestos, hazard communication, etc. 

 Coordinate tenant agency relocation and personal property moves.

 Participate in pre and post occupancy activities, including: space requests, market surveys, 

design kickoff meetings, acceptance meetings, space condition inspections and key collection.

 Solicit price proposals from lessors for alterations and improvements, and any other actions 

under the lease, that are at or below the Simplified Acquisition Threshold, currently $150,000.

 Review and evaluate offers for price reasonableness as measured against the scope of work and 

independent government cost estimate.

 Prepare award documents for the Lease Contracting Officer (LCO) or Contracting Officer (CO).

 Prepare GSA Form 220, Inspection Report for Work Under Contract and GSA Form 3025, 

Receiving Report.

 Coordinate contract services for non fully serviced leases

 Serve as COR for services procured outside the lease for non-fully serviced leases (Janitorial, 

Utilities, etc.).
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Chapter 2: Glossary

1. Broker: An individual or entity that acts on behalf of another person as an agent to negotiate for the 

lease, purchase, or sale of office space, buildings, land, or any other real estate. Sellers and Lessors are 

often represented by a broker, and the Government sometimes retains a broker to represent it in lease 

procurements. A Broker may not bind the United Sates or perform any other inherently governmental 

functions. The acronym “LCO/LS” is used throughout this guide to represent all leasing staff (Lease 

Contracting Officer, Leasing Specialist, and sometimes Broker).

2. Contracting Officer (CO): A warranted non-real estate CO for services and construction with the authority 

to enter into, administer, and/or terminate contracts and make related determinations and findings.

3. Contracting Officer’s Representative (COR): A qualified individual appointed by a CO to assist in the 

technical monitoring or administration of a contract or lease. A COR must be a Government employee and 

possess the necessary qualifications (training) and experience commensurate with the responsibilities 

delegated to him or her. A COR can be a GSA employee or someone selected and nominated by the client 

agency and then formally appointed to the contract by the Contracting Officer. Designation of COR must 

be in writing and enumerate the specific authorities being delegated by the CO to the COR.

4. Lease Administration Manager (LAM): An individual who possesses a COR’s Delegation of Authority from 

the LCO and is responsible for day-to-day lease management and verifying Lessor’s compliance with lease 

terms and conditions. This role may include employees who have responsibilities in both federally owned 

and leased buildings.

5. Lease Contracting Officer (LCO): An individual holding a valid Government-issued warrant providing 

authority to enter into and administer leases on the Government's behalf. The LCO job classification is GS1170, Realty Specialist. The LCO has exclusive authority to enter into, amend, and administer leases on 

the Government’s behalf to the extent provided in his or her certificate of appointment as LCO. The 

acronym “LCO/LS” is used throughout this guide to represent all leasing staff (Lease Contracting Officer, 

Leasing Specialist, and sometimes Broker) during the transition process.

6. Leasing Specialist (LS): Individual who assists LCOs and may perform all duties that do not legally obligate 

the Government. The LS’s job classification is GS-1170, Realty Specialist. The acronym “LCO/LS” is used 

throughout this guide to represent all leasing staff (Lease Contracting Officer, Leasing Specialist, and 

sometimes Broker) during the transition process.

7. Reimbursable Work Authorization (RWA): RWA is an agreement between PBS and a client agency, 

whereby PBS agrees to provide goods and services and the client agency agrees to reimburse PBS for the 

cost of these goods and services, indirect costs, and fees. It is a written statement from another Federal 

agency or non-Federal source (when authorized by statute) requesting PBS to procure commodities and 

services on its behalf.

8. Routine Access: Routine access is defined as regularly scheduled access. For example, a contractor who 

reports to the facility on a regular basis in the performance of ongoing responsibilities has routine access 

and a personnel investigation must be conducted. A contractor who is summoned for an emergency 

service call is not required to have a personnel investigation and is treated as a visitor.
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9. SAT: Simplified Acquisition Threshold. See FAR 2.1.

10. Small Project: All design, construction, repair, and/or alterations projects under the prospectus 

threshold.

11. Subject Matter Experts (SMEs): GSA Regional or National experts in subject matters such as: childcare, 

concessions, engineering, architecture, historic preservation, fire protection, facility safety and 

environmental, etc.

12. Substantial Completion: As defined in the GSA Form L201C, Standard Lease Model, October 2012: “[The 

point at which the] space may be used for its intended purpose, and completion of remaining work will 

not interfere unreasonably with the Government's enjoyment of the Space. Acceptance shall be final and 

binding upon the Government with respect to conformance of the completed Tenant Improvements (TIs) 

to the approved Design Intent Drawings (DIDs), with the exception of items identified on a punch list 

generated as a result of the inspection, concealed conditions, latent defects, or fraud, but shall not relieve 

the lessor of any other Lease requirements. 
Issued January 26, 2015 5 GSA Public Buildings Service

Chapter 3: New Leases

A. Pre-Occupancy and Lease Transition

Active lease projects are typically triggered by an agency space request or the approaching expiration of a current 

tenant agency’s lease. There are several steps that the LCO/LS must take at the onset of the space request. The 

LDG details the requirements development process in Chapter 1, Requirements Development, and further outlines 

the lease acquisition process in Chapter 2, New or Replacing Lease. 

This section outlines the LAM’s activities, key milestones, and deliverables for a successful transition from lease 

acquisition to tenant agency occupancy.

Active Lease Project

 The LAM is notified that there is an active lease project and establishes a COR file.

 The LAM will participate as an active member of the project team.

Market Survey

 The LAM is an integral member of the lease project team on every market survey and should 

attend whenever possible.

 The LAM will share any know information regarding the sites (such as local information or lessor 

past performance in existing leased locations) prior to the market survey, with the project team.

Lease Award

LDG, Chapter 2, New or Replacing Lease describes lease award as follows: 

Awarding a lease means creating a legally binding agreement with terms and conditions 

that GSA and the Lessor must honor. It obligates the Lessor to provide the stated space 

and services required by our client agency, and obligates the Government to pay the 

agreed amount in rent. 

 The LCO/LS will post the lease to GSA’s internal leasing system (G-REX), and notify the LAM when 

the lease is awarded. The LAM will access the lease through G-REX. 

 More information regarding the award process may be found in the LDG, Chapter 2, Part 5, 

Award Determination.

Lease Construction

The following timeline is a suggested framework based on a typical lease procurement. Time periods are 

adjusted as needed.
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The schedule below includes, but is not limited to, the following discussion topics:

Construction 

Kick-off 

Meeting

120 Days Prior 

to Completion

90 Days Prior to 

Completion

60 Days Prior to 

Completion

30 Days Prior to 

Completion

Substantial 

Completion

30 Days 

Following 

Occupancy

60 Days 

Following 

Occupancy

•Introduce team members and establish the points-of-contact.

•Establish the role of the LCO.

•Review construction schedule and establish milestones for interim inspections.

•Review finish selections.

•Set schedule for progress and construction meetings.

•Review move and furniture delivery, phone, data, and security (special requirements).

•Discuss material Safety Data Sheets (MSDS) sheets (if necessary and applicable).

•Discuss change order procedures.

Construction Kick-off Meeting

•Discuss unique issues.

•Meet to establish a plan for transitioning the space.

•The team will determine the frequency and duration of any meetings.

•Start the security clearance process

120 Days Prior to Substantial Completion

•Begin move coordination including site visits.

•Customize the Welcome Brochure.

•Prepare the Lessor Transition Package

90 Days Prior to Substantial Completion

•Review deliverables.

•Deliver the Lessor Transition Package to the lessor.

60 Days Prior to Subtantial Completion

•Deliver Welcome Brochure.

•Follow-up on progress of key issues.

•Schedule the Occupancy Profile interview for 30 days following occupancy.

30 Days Prior to Substantial Completion
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•Document acceptance inspection.

•Discuss with PM the Lessor Transition Package.

•May assist in the development of the Occupant Emergency Plan (OEP).

Subtantial Completion

•LAM completing transition, making adjustments.

•Begin quality assurance inspections.

30 Days Following Occupancy

•GSA should have all submittals and the process should be complete.

60 Days Following Occupancy

Roles and Responsibilities of the Key Players

LAM

 Attend market survey when possible and provide feedback.

 Provide past performance information to the LCO.

 Attend all meetings when possible and provide comments as necessary.

 Coordinate security (HSPD-12) clearances for post occupancy contractors.

 Prepare, share and discuss the Lessor Transition Package with the lessor in collaboration with the 

Project Manager.

 Assist in the follow up of punch list items as necessary.

 Develop and communicate the tenant agency transition documents: Customer Welcome 

Brochure and Occupancy Profile.

 Assist tenant agency in development of the Occupant Emergency Plan (OEP), inquire as to the 

establishment of the Facility Security Committee (FSC).

 Perform day-to-day lease management activities upon substantial completion.

LCO

 Award, execute and transmit lease to the lessor and provide access to all team members, 

including the LAM.

 Issues a letter of delegation to the appointed COR.

Project Manager/Leasing Specialist, etc. Role

(These tasks may be performed by different team members/titles depending on regional structure 

and practices to include the broker, LCO/LS).

 Notify LAM that a tenant agency space request was received, creating an active lease project.

 Collect relevant past performance information from the LAM.

 Invite the LAM in a timely fashion to scheduled market survey.

 Request the schedule of periodic services and deliverables from lessor and transmit to LAM.

 Invite FPS and other stakeholders to meetings as required in the LDG, Chapter 2.

 Provide project schedule to the project team.

 Schedule and facilitate all meetings (including kick-off, design intent, and construction). 

 Conduct final walk-through/acceptance inspection.

 Prepare and transmit Lease Transaction Checklist in collaboration with the LAM.

 Communicate Lessor Transition Packet in collaboration with the LAM.
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Lessor

 Deliver space build-out per agreed upon schedule.

 Complete punch-list items timely.

 Provide required documents in accordance with the lease.

 Keep System for Award Management (SAM) current.

Tenant Agency

 Attend pre-occupancy planning and project meetings.

 Prepare for move including agency procurements in coordination with PM and project 

schedule.

 Assist in identifying punch-list items.

 Develop the Occupant Emergency Plan (OEP).

B. Non-Fully Serviced Leases: Service Contracts

Lessors typically provide fully serviced leases. In limited cases GSA must procure services such as custodial, 

operations and maintenance (O&M), and utilities. The process is outlined below.

•LCO notifies the LAM of non-fully serviced lease.

Notification

•The LAM coordinates the procurement for the service contract and is responsible for 

delivering the completed scope of work and estimate for services to the CO. 

Coordinate

•The LCO/LS modifies the draft Occupancy Agreement (OA) to reflect the services not included 

within the lease and provides the final OA to the tenant agency.

Occupancy Agreement

•LAM serves as the COR for the service contract.

Delegation
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Roles and Responsibilities of the Key Players

LAM

 Coordinate service contract request upon notification.

 Provide the CO with the completed estimate and scope.

 Forward a completed GSA Form 49, Requisition/Procurement Request for Equipment, Supplies 

or Services, for funding approval.

 Forward service contract award information to the LCO/LS to incorporate into the OA as 

appropriate.

 Serve as COR for service contract.

LCO/LS

 Notify LAM of need and provide information via the Non-Fully Serviced Lease-Information 

Form.

 Modify OA to include “Other Services” line item (if applicable).

 Prepare the appropriate budget activity (budget activity 53) Fund Certification (if applicable).

 Sign Fund Certification and return to the appropriate Funds Manager (budget activity 53, if 

applicable).

 Notify LAM that funds have been certified.

 Notify LAM when lease acceptance date is firm.

 Issues final OA to tenant agency (according to established process).

CO

 Solicit and negotiate service contract action.

 Award Contract.

 Appoint service contract COR and notify the LCO/LS.

 Forward documentation to LAM for coordination and distribution.
Issued January 26, 2015 10 GSA Public Buildings Service

C. Moves/Relocation

Below is the process the LAM follows when performing the role of the Project Manager for moves and relocations.

Roles and Responsibilities of the Key Players

LAM

 Manages the entire move process, if designated to coordinate the move.

 Completes move needs assessment with the tenant agency and confirms tentative move date, 

following established PBS project management procedures.

 Coordinates/collaborates with all stakeholders: tenant agency, move contractor, LCO/LS, PM, 

lessors and CO throughout the process. 

 Prepares the GSA Form 49, Requisition/Procurement Request for Equipment, Supplies or 

Services, and supporting acquisition documents such as the SOW and IGE, providing to the CO.

 Verify that tenant agency funds are available through an existing RWA or secures a new RWA to 

cover the costs associated with the move, following established RWA policy

 Documents receipt and acceptance of move services following established acquisition 

procedures, providing the documentation to the CO.

•The LAM is notified by a project team member when a tenant agency requires GSA assistance 

to handle the move..

Notification

•The LAM collaborates with the tenant agency to develop the move SOW.

•The LAM coordinates the procurement for the move contract and is responsible for delivering 

the completed scope of work and estimate for services to the CO. 

•LAM must follow applicable, established GSA project management procedures, acquisition 

requirements, and sustainability guidance to manage the move process efficiently and 

effectively.

Coordinate

•LAM coordinates the physical move schedule with the tenant agency, lessors at both 

locations, and the move contractor.

Move Schedule

•LAM serves as the COR for the move contract.

COR
Issued January 26, 2015 11 GSA Public Buildings Service

CO

 Sends out request for quotes (RFQ) and determines whether they are fair and reasonable when 

received.

 Awards the move contract.

 Processes payment to the contractor.

Tenant Agency

 Completes move needs assessment with the LAM/PM.

 Provides documentation/Inventory of goods to be relocated which becomes part of the SOW.

 Establishes tentative move date, participates in pre-move space assessment.

 Manages its own aspects of the move process.

Relocation/Move Contractor

 Confirms move needs assessment with the tenant agency, LAM/PM.

 Coordinates/collaborates with tenant agency, LAM, PM, LCO/LS, and lessors before, during, and 

post move.

 Prepares/submits complete, responsive, fair, and reasonable move proposal.

 Provides insurance and requisite security data, if required, in a timely manner.

 Participates in pre-move and post move space assessment, and supplies boxes/rentable crates as 

needed.

 Completes the entire physical move process.
Issued January 26, 2015 12 GSA Public Buildings Service

Chapter 4: Occupancy

A. Lease Inspections

The lease inspection process addresses lease compliance issues (i.e. cleaning, maintenance, tenant safety, etc). The 

inspection procedures outlined in this section establish guidance mandating the use of the GSA 500, Lease 

Inspection Form, for lease inspections. This section also outlines standard practices to be utilized nationwide in the 

inspection of our leased space. 

It is essential that the LAM knows the lease. The terms, conditions, requirements, and deliverables may differ for 

each lease. These differences are based on the date the lease was written and varying tenant agency mission 

requirements.

i. The Inspection Process 

The LAM must use the Inspection Checklist for every lease. This document provides a roadmap through the entire 

Inspection Process. The Inspection Checklist includes the following steps:

Before the Inspection:

During the Inspection:

•Review initial lease, lease amendments, prior lease inspections, Tenant Satisfaction Survey 

results, MARS reports, fire protection surveys, facility safety surveys, environmental surveys, 

miscellaneous Incident Reports, and sustainability requirements.

Review documentation

•Always coordinate the inspection with the tenant agency representative and invite the lessor 

in advance. Also conduct a pre-inspection tenant agency interview by reviewing lease terms 

and conditions and prior inspections and survey results.

Schedule Inspection

•The LAM is required to use the Lease Inspection Form, GSA Form 500, during the inspection. 

Notes and photos must be used to provide further explanation of deficiencies.

Conduct Inspection
Issued January 26, 2015 13 GSA Public Buildings Service

After the Inspection:

If the deficiency(s) noted in the initial letter to the lessor are not corrected by the due date, the LAM will refer to 

the Cure Process section in the Lease Management Desk Guide.

ii. Periodic Services

A periodic service is defined as any service and/or maintenance that is performed on a cyclical basis. The costs of 

these services are typically built into the rent. Examples of periodic services may include but are not limited to: 

painting of common and tenant agency spaces, carpet shampooing and replacement, dusting surfaces more than 

70 inches from the floor, and stripping and refinishing floors. The lease requires the lessor to provide a schedule of 

periodic services to be performed other than daily, weekly or monthly. It is important to note that periodic services 

may vary from lease to lease and understanding the requirements in each lease is critical. If the schedule is not 

received within 60 days after occupancy, the LAM should follow up with the LCO/LS. Once the schedule is provided 

to the LAM, the LAM is responsible throughout occupancy to obtain schedule updates from the lessor when 

changes occur.

Using the schedule provided by the lessor, the LAM is encouraged to create a chart of periodic services with 

required time frames and follow up with the lessor on a recurring basis throughout the year to verify the items are 

performed. This interaction may be in the form of a site visit, telephone call, or email and must be documented. 

The LAM must document and report all significant or continuing periodic service lease term compliance failures by 

the lessor.

Prior to annual inspections, review the periodic schedule and discuss it with the tenant agency to verify services 

that were delivered since the last inspection. This should be completed in conjunction with the pre-inspection 

tenant agency interview which is discussed in Chapter 5, Occupancy, A. Lease Inspections. 

•The lease inspection findings must be compiled in the Lease Inspection Form, GSA 500. 

Deficiencies Found

•Transmit Form 500 and the inspection findings letter, photos, and other supporting 

documentation to the lessor within 3 business days after the inspection. Copy the LCO/LS and 

the tenant agency point-of-contact.

Transmit Deficiency Letter

•Once the lessor provides notification that the lease deficiency findings have been corrected, 

the LAM must verify satisfactory completion via re-inspection.

Reinspect

•If deficiencies were corrected, the LAM issues the Close-out Letter to the lessor.

Close-out
Issued January 26, 2015 14 GSA Public Buildings Service

Prior to inspections, and on a recurring basis, the LAM should:

Roles and Responsibilities of the Key Players

LAM

 Conduct one (1) inspection annually at a minimum using GSA Form 500, Lease Inspection Form, 

and initiate at least one additional tenant agency interaction annually regarding lease compliance 

and level of customer satisfaction.

 Communicate with LCO/LS (and RCCC when applicable) on issues relating to lease compliance.

 Complete inspection documentation.

 Engage the tenant agency (and child care provider when applicable) in the inspection process to 

foster a positive customer relationship and tenant experience.

 Confirm periodic services are performed.

 Use the Child Care Facility Checklist where centers are present.

LCO/LS

 Support the LAM in enforcing lease terms and conditions.

 Help interpret the lease requirements, as necessary.

 Provide lease documents, as necessary.

 Issue Rent Deduction letters, when appropriate.

Lessor

 Provide the LAM access to the space for the inspection, when needed.

 Provide documentation required by the lease.

 Provide the corrective action plan and correct lease inspection deficiencies within the correction 

period.

•Review the periodic schedule and make note of which items should have been completed 

since the last inspection. 

Review

•Follow up with the lessor to verify the services are being performed. 

Follow up

•Check for services that are due within the upcoming year. 

Check

•Coordinate larger periodic requirements (e.g., carpet and paint replacement) between the 

lessor and tenant agency. 

Coordinate

•Notify the LCO/LS when the agency requests to waive substantial periodic requirements so 

that the LCO can negotiate a possible one time deduction in the rental payments. 

Notify
Issued January 26, 2015 15 GSA Public Buildings Service

Tenant Agency (and Child Care Provider when applicable)

 Notify the LAM if there are recurring issues or if the lessor is not responsive.

 Accompany the LAM on the inspection when possible.

 Allow access to leased space.

Regional Child Care Coordinator (when applicable)

 Overall program oversight and issues related to child care space.

 Monitor providers compliance with GSA License Agreement

 Serves as child care technical expert (State licensing, health, safety and all issues related to child 

care program and child care space.)

 Replacement of equipment

 Approval of all major and minor repairs and alterations

 Communicate issues with LAM

 Accompany the LAM on the inspection when possible

B. Cure Process

Lessor deficiencies may be identified by the tenant agency or during on-site annual inspections. When deficiencies 

are identified, the LAM must notify the lessor in writing, prescribing a time frame appropriate for the corrective 

action. The amount of time allotted will depend on the complexity of the deficiencies and the impact on the tenant 

agency’s ability to utilize the space. The letter should provide the lessor an opportunity to contact the LAM and 

request additional time for corrective action, if necessary. Depending on the urgency of the situation, the LAM may 

choose to contact the lessor by phone. If this contact method is used, the LAM must document the call in the form 

of a letter and forward it to the lessor and tenant agency.

The Notice of Non-compliance Letter references clauses in the lease and notifies the lessor that failure to resolve 

deficiencies by the due date could result in “Failure in Performance” or “Default by lessor” as applicable in the 

contract. This letter provides essential written documentation for the LCO/LS to move forward with the Cure 

Process if necessary.

Deficiencies Identified

•LAM Issues Lessor a Deficiency Letter

•Allotted time passes

•The LAM reinspects 

Deficiencies Uncured

•LAM consults the LCO and determination is made

•Cure Process triggered

•LAM issues Notice of Non-Compliance letter to the lessor

•Allotted time passes

•LAM reinspects
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At any time during the process, when the LAM inspects the space and determines that the deficiency(s) have been 

resolved, the LAM must transmit the Inspection Close-Out Letter to the lessor and provide a copy to the LCO/LS and 

tenant agency.

Setting Deadlines to Correct Deficiencies 

The amount of days provided to the lessor will depend on the complexity of the deficiencies and their impact on 

the projected interruption of services.

The Notification of Default - Final Opportunity to Cure requires the lessor to resolve the deficiencies within the 

prescribed timeframe. If not resolved, the Government may, without further notice, contract to resolve the 

deficiencies and take a rent deduction. The final costs of said deduction will include the actual cost of correcting 

the deficiencies as well as administrative fees.

The Notice of Exercise of Lease Right – Commencement of Work letter informs the lessor that GSA will contract for 

work to remedy the deficiencies he failed to correct. This letter should include the work commencement date, the 

name of the contractor performing the work, a copy of the contractor’s certificate of insurance, and the estimated 

cost for the work. 

The letter will also cite the paragraph in the lease either “Failure In Performance” or “Default by the Lessor”. 

Deficiencies remain uncured

•LAM consults the LCO.

•LCO consults regional counsel and determination is made to continue the cure process

•GSA issues Notification of Default - Final Opportunity to Cure letter to the lessor

•Allotted time passes

•LAM reinspects

Deficiencies remain uncured

•LAM consults the LCO.

•LCO consults regional counsel and determination is made to continue the cure process

•GSA issues Notice of Exercise of Lease Right – Commencement of Work letter to the 

lessor
Issued January 26, 2015 17 GSA Public Buildings Service

The Notice of Exercise of Lease Right - Deduction letter will serve as the notification of the amount of rent 

deduction that will be taken to compensate for the work. Appeal Rights are provided in the letter.

Roles and Responsibilities of the Key Players

LAM

 Manage the cure process.

 Complete inspection(s) of facility to confirm deficiency(s).

 As COR, consult with LCO/LS early and throughout the process.

 Issue Notification of Non-compliance Letter.

 Consult with LCO to determine, depending on situation, who will prepare and issue Notification 

of Default - Final Opportunity to Cure Letter and Notification of Commencement of Work Letter.

 As COR, may prepare cure letters and either issue to Lessor or forward to LCO/LS for signature as 

agreed.

 Consult Regional Counsel as needed.

 Conduct further inspections of the facility.

 Coordinate efforts to procure contracted resolution.

 Serve in the Project Manager role for contracted resolution, as needed.

LCO/LS

 Consult with the LAM early in the process and determine who will issue Notification of Default -

Final Opportunity to Cure Letter and Notification of Commencement of Work Letter 

 Consult Regional Counsel as needed.

 Issue Notification of Rent Deduction Letter.

CO

 Procure outside contract for resolution

GSA Contracts for Work

•GSA's Project Manager (PM) will proceed in accordance with the GSA action plan

•The PM will monitor the completion of work until the deficiencies are resolved

•LCO sends the Notice of Exercise of Lease Right - Deduction
Issued January 26, 2015 18 GSA Public Buildings Service

C. Overtime Utilities

Under the LCO’s letter of authority, the LAM is responsible for the coordination of overtime utility RWAs within 

assigned leases. This includes RWAs for hourly usage and 24 hour HVAC, such as in computer rooms.

Sample lease language, from the GSA Form L201C, Standard Lease Model, October 2012, regarding the 24-hour 

HVAC requirement and overtime HVAC usage is provided below for reference. It is important that the LAM 

consults each individual lease for specific information regarding overtime utilities. 

1.17 HOURLY overtime HVAC RATES (AUG 2011) 

The following rates shall apply in the application of the paragraph titled "Overtime HVAC Usage:" 

1.18 24-HOUR HVAC REQUIREMENT (APR 2011) 

The hourly overtime HVAC rate specified above shall not apply to any portion of the Premises that is required to have heating and 

cooling 24 hours per day. If 24-hour HVAC is required by the Government for any designated rooms or areas of the Premises, such 

services shall be provided by the Lessor at an annual rate of $X.XX per ABOA SF of the area receiving the 24-hour HVAC. 

Notwithstanding the foregoing, Lessor shall provide this service at no additional cost to the Government if the Lessor provides this 

service to other tenants in the Building at no additional charge.

i. RWA Forecasting and Acceptance

The LAM is responsible for completing the following steps:

Verify

Receive and verify acceptance of the RWA from the appropriate tenant agency representative based on 

adjusted estimate.

Request RWA

Send the estimate to the appropriate tenant agency representative asking if changes are necessary, 

requesting an RWA, and notify them that services will not be provided until the RWA is received and accepted.

Verify

Verify estimates are prepared in the RETA estimating tool.

Estimate

Complete an estimate for each tenant agency based on previous year’s overtime utilities usage and hourly 

rate. Refer to each specific lease for the current hourly overtime HVAC and 24-hour HVAC rates

Review

Review previous year’s overtime utility RWAs for assigned leases near the end of the RWA 12 month cycle. 

This includes both 24-hour HVAC and hourly overtime usage.
Issued January 26, 2015 19 GSA Public Buildings Service

ii. Hourly Usage Requests

Sample lease language, from the GSA Form L201C, Standard Lease Model, October 2012

6.06 OVERTIME HVAC USAGE (JUN 2012) 

A. If there is to be a charge for heating or cooling outside of the Building’s normal hours, such services shall 

be provided at the hourly rates set forth elsewhere in the Lease. Overtime usage services may be ordered 

by the Government's authorized representative only. 

B. When the cost of service is $3,000 or less, the service may be ordered orally. An invoice shall be 

submitted to the official placing the order for certification and payment. Orders for services costing more 

than $3,000 shall be placed using GSA Form 300, Order for Supplies or Services, or other approved service 

requisition procurement document. An invoice conforming to the requirements of this Lease shall be 

submitted to the official placing the order for certification and payment. 

C. Failure to submit a proper invoice within 120 days of providing overtime utilities shall constitute a waiver 

of the Lessor’s right to receive any payment for such overtime utilities pursuant to this Lease. 

When the tenant agency contacts the LAM with a request for hourly overtime, the LAM must:

Verify Funding

•Check the lease COR files 

or RETA to verify there is 

an accepted RWA for 

overtime utility hourly 

usage.

Verify Authority

•Verify the tenant agency 

representative requesting 

the overtime utility 

services has the authority 

to request these services 

on behalf of their agency.

Overtime Rates

•Consult the lease for 

the overtime rates.

Funds Approval

•Obtain funds 

approval from the 

RWA financial 

manager to obligate 

funds.

Procurement

•Coordinate with a CO for procurement. 

Utlize a GSA Form 300, referencing the 

lease number. 

•If stated in the lease, orders under the 

micro purchase level may be placed 

orally by a warranted contracting 

officer with at least a micro purchase 

warrant.

Record

•Maintain a running record 

of the number of hours 

requested and used by the 

tenant agency.

Review Invoice

•Review the lessor’s 

invoice for accuracy.

Verify Receipt

•Verify the receipt of 

services and submit a 

receiving report.

Amend RWA

•Work with the financial manager 

throughout the 12 month cycle as 

necessary, amending the RWA to reflect 

the actual number of hours used and 

number of hours remaining. 

•This will verify GSA is properly billing the 

tenant agency for services rendered.
Issued January 26, 2015 20 GSA Public Buildings Service

D. Situations Requiring Immediate Action and Unresolved Service Calls

Situations Requiring Immediate Action

This section establishes procedures the LAM follows when building issues are encountered, during inspections or 

by tenant agency contact, that prevent or significantly impact the tenant’s ability to occupy or otherwise use the 

leased space and require immediate action. This section is not intended to address security or disaster 

emergencies

Unresolved or “Escalated” Service Calls

In most cases, standard service calls from the tenant agency should be directed to and resolved by the lessor’s 

designated representative. In situations when the lessor does not respond or does not respond adequately to the 

request, the LAM may be contacted by the tenant agency to assist in resolution of the problem.

The lease should include language that requires the lessor to provide a representative to respond to deficiencies 

and emergency situations. Always refer to the specific lease regarding this requirement. Note the example excerpt 

below from the GSA Form L201C, Standard Lease Model, October 2012. 

6.14 Onsite Lessor Management (APR 2011) 

The Lessor shall provide an onsite Building superintendent or a locally designated representative available 

to promptly respond to deficiencies, and immediately address all emergency situations. 

Procedures

The process for situations requiring immediate action and escalated service calls is the same. Note this is a 

standard process and may need to be adjusted to apply to special circumstances.

Situations that require immediate action include but are not limited to the following:

Office or building 

conditions that pose a 

probable human health 

risk

Building leaks and 

flooding. Power outages.

Loss of the ability to 

temper the space for an 

extended period of time, 

or anything that prevents 

the use of the leased 

premises.
Issued January 26, 2015 21 GSA Public Buildings Service

When the LAM becomes aware of any situation that may be considered a building emergency or receives an 

“escalated” service call, the LAM must complete the following steps:

•Notify the lessor immediately and document the notification by following up in writing.

•Notify the LCO/LS.

•Contact regional SME(s), as applicable

1. Notify

•Confirm the lessor takes appropriate action to remedy the situation.

2. Confirm

•If the lessor does not remedy the situation in a timely manner, consult the LCO/LS and 

collaboratively determine if the situation is a potential cure process trigger event. 

•The LCO is ultimately responsible for making this determination.

3. Consult

•If it is determined this is a trigger for the Cure Process, refer to Chapter 4, B. Cure Process for 

details.

4. Potential Cure

•Upon resolution, the LAM must document the file and close out the process by following up 

with the tenant agency and the LCO/LS.

5. Close
Issued January 26, 2015 22 GSA Public Buildings Service

E. Subsequent Repairs and Alterations

This section describes the LAM’s role in subsequent alterations under the Simplified Acquisition Threshold (SAT) in 

leases and sets forth the procedures for handling these requests. If the cost of the alterations work exceeds the 

SAT, the LAM will not serve in the role as project manager. However, the LAM should be a member of the project 

team. 

When a tenant agency submits a request for a repair and alterations (R&A) project, a conversation between the 

LAM and the LCO/LS shall take place to determine project complexity, potential cost, the amount of time left on 

the lease, and whether or not the project changes the terms or conditions of the lease. This step kicks off the 

project intake process.

The LAM shall:

Work that may alter historic spaces, materials or site characteristics of a historic property that may disturb 

archeological artifacts, or may affect adjoining properties in a historic district, is subject to National Historic 

Preservation Act Section 106 review, coordinated by GSA’s Regional Historic Preservation Officer (RHPO). Chapter 

•Maintain partnership with lessor and the LCO/LS.

Partner

•Verify the tenant agency representative requesting the R&A project has the authority to 

request this on behalf of their agency.

Verify Authority

•Follow established RWA and project management guidance and tools for all projects.

Follow Protocols

•Manage the R&A project process.

Manage

•Utilize technical project management expertise when necessary.

SMEs
Issued January 26, 2015 23 GSA Public Buildings Service

8 provides guidance for integrating required reviews into project development to ensure against delays or cost 

increases resulting from compliance oversights.

Child Care Centers and Building Projects

Be aware of other building projects or changes that could have a direct impact on the operations of the child care 

center, such as access (both pedestrian and vehicular), parking, or drop-off areas. Work with the RCCC to find a 

workable solution for the tenants and the child care operations. 

Child Care Center Projects 

Child care projects are not typical RWA projects because of the way they are priced. Child care centers are typically 

“joint use”. Reference the Pricing Desk Guide, Section 2.16 for the TI process and coordinate BA61 or BA54 funds 

requests with the RCCC for necessary repairs or improvements. 

Procurement Method 

If the project affects the terms of the lease, a Lease Amendment (LA) is required and must be completed by the 

LCO/LS. If the LCO/LS determines that the project does not affect the terms of the lease, the procurement may 

either be completed through an LA or via GSA Form 300, Order for Supplies or Services, by the CO with COR 

designation authority for the specific lease (reference the Office of Leasing Guidance - currently in draft). The GSA 

Form 300, Order for Supplies or Services must reference the lease number. This applies only when the lessor 

performs the alterations work. Note: Davis Bacon Act does not apply when the lessor performs the work. 

In rare cases when the lessor cannot or will not perform the alterations work, refer to the LDG, Chapter 8.

F. Outleasing

Outleasing is the sublease of space to non-Federal tenants whether it is federally owned or leased space. This 

section specifically identifies the LAM’s roles and responsibilities in leased buildings. 

The LAM shall participate on the project team for commercial outleasing in existing assigned leases. The LAM will 

continue all lease management responsibilities, in collaboration with the LCO/LS as appropriate, verifying that the 

lessor complies with the terms and conditions in the lease. For outleases, the LAM will also work with the GSA 

outleasing representative as well as the new commercial tenant. 

In most cases, the LCO will delegate COR responsibilities to the LAM for the outlease, such as conducting periodic 

inspections, ensuring the Lessee utilizes the space as agreed upon, and conducting close out inspections when the 

contract is terminated or expires.
Issued January 26, 2015 24 GSA Public Buildings Service

COR Responsibilities

Inspections

Close Out Inspection

•Confirm the Lessee utilizes the space as agreed upon in the contract terms and 

conditions. Confirm

•Verify the Lessee’s personnel working in the outleased premises wear 

identification at all times which visibly identifies them as non-Federal employees, 

only in building where the entire building is government.

Verify

Inspect •Perform all required inspections in accordance with the outlease.

•Document inspection deficiencies and work closely with the Lessee and LCO/LS 

to correct deficiencies. If the Lessee requires additional time, the Lessee must 

submit a request for a time extension to the LCO/LS through the LAM. The LAM 

should indicate concurrence or state the reasons for not concurring and forward 

the request to the LCO/LS for final determination.

Document

•Report and document unsatisfactory performance, potential disputes, problem 

areas, or disagreements that could lead to a claim to the LCO/LS. Report

•Inspect the outleased premises just prior to the termination or expiration of the 

outlease and immediately following when the Lessee moves out. Inspect

Determine •Determine if the space has sustained only reasonable wear and tear.

Verify •Verify there is no Lessee equipment or personal property left on the premises.

Collect •Collect all keys, access badges and parking passes.

•If premises have been sub-metered, conduct a final reading of the utilities for 

final billing. Conduct
Issued January 26, 2015 25 GSA Public Buildings Service

Roles and Responsibilities of Key Players

LAM

 Serve as the outlease COR, conducting inspections of the outleased space.

o Document Lessee deficiencies and confirm resolution.

o Confirm the Lessee utilizes the space as agreed upon in the contract terms and 

conditions.

o Verify the Lessee’s personnel working in the outleased premises wear identification at 

all times which visibly identifies them as non-Federal employees.

 Report and document unsatisfactory performance, potential disputes, problem areas, or 

disagreements that could lead to a claim to the LCO/LS.

 Complete close out inspections upon the termination or expiration of the outlease.

LCO/LS

 Negotiate, secure and maintain the outlease contract.

 Provide support to the LAM on deficiencies and issues.

Lessee

 Utilize the space as agreed upon in the contract terms and conditions
Issued January 26, 2015 26 GSA Public Buildings Service

G. GSA Child Care Program

Leases containing GSA controlled child care programs require additional and unique attention. When a LAM is 

responsible for a lease location containing a GSA child care program, it is imperative that the LAM follows the 

procedures set forth in GSA’s Property Manager's Child Care Desk Guide, as they apply to lease locations, in 

collaboration with the RCCC.

To sustain a safe, well-maintained leased child care facility, the LAM must:

.

•Know the lease and special requirements unique to child care (cleaning, painting, 

etc.). See Property Manager's Child Care Desk Guide for details. Research

Inspect •Perform regular lease inspections with the center director.

•Establish clear roles and lines of communication to promote all parties working 

together to successfully deliver a quality facility and program. Communicate

•Define a process with the RCCC on how to address maintenance or facility type 

issues Define
Issued January 26, 2015 27 GSA Public Buildings Service

Chapter 5: Security

The purpose of this chapter is to outline the roles and responsibilities of the LAM and the GSA security program 

national procedures or policies that must be followed. 

A. Physical Security

i. Facility Security Assessments and Physical Security Requirements 

Department of Homeland Security, Federal Protective Service (FPS) is charged with securing and protecting our 

facilities, both owned and leased. The FPS conducts risk assessments on all of our owned and leased facilities. 

These Facility Security Assessments are important as they help determine the level of threat at each facility and 

subsequently determine what, if any, security countermeasures (protective measures) are required. See ISC 

Physical Security Criteria for Federal Facilities for more information.

Risk Assessment Schedule 

There may be a need for an out of cycle assessment to be conducted, for example: a high security agency or law 

enforcement agency might be looking to move into a facility where the current FSL is rated low. 

Risk Assessments should typically be conducted on the following schedule: 

Level I and Level II: Every 5 Years Level III, Level IV, and Level V: Every 3 Years 

Risk Asessments

•Prior to beginning a risk assessment, FPS may ask the LAM for unique information about the facility, the 

lease, the lessor, and the last assessment conducted. 

•The LAM will work closely with FPS during this assessment and confirm FPS has the necessary information 

about the lease and tenants in the facility. 

•The LAM will serve as the liaison between FPS and the lessor as necessary.

•FPS will notify the LAM of their findings at the end of the assessment. 

•The LAM will work with the FPS, the lessor, and the tenant agency to determine whether any security 

countermeasures will be implemented, in addition to the logistics of funding.
Issued January 26, 2015 28 GSA Public Buildings Service

ii. Facility Security Committee

On July 6, 2001 the ISC published a document entitled Facility Security Committees, an Interagency Security 

Committee Standard. This document outlines the duties and responsibilities of the members of the FSC. This FSC 

document is intended to be used with the FSL and ISC Physical Security Criteria for Federal Facilities, an 

Interagency Security Committee Standard documents. 

In the case of new construction, major modernization, alteration, or lease actions, the FSC also will include the 

construction or lease procurement project team and the planned tenant(s).

The FSC members must have decision making authority. See the ISC Physical Security Criteria for Federal Facilities 

for further procedures.

B. Personnel (Contractor) Security

Contract Suitability 

The Contract Suitability program allows for contractors working in federal, and some leased space to be 

adjudicated appropriately to promote safe and secure facilities. This section outlines the LAM’s role in Contract 

Suitability. 

•Committee responsible for addressing facility-specific security issues and approving the 

implementation of security measures and practices.

•Consists of representatives of all Federal tenants in the facility, the security organization, and 

the owning or leasing department or agency. 

•Formerly known as the Building Security Committee (BSC). 

Facility Security Committee (FSC) 

•The LAM will participate at the FSC meetings. GSA is not a voting member unless GSA is a 

tenant of the facility, including cases where the space is vacant.

•In some cases, where FSCs are not participating or conducting recurring meetings, the LAM 

will assist in working with the FSC Chair, and the FPS to convene a meeting, especially where 

the FPS is presenting assessments. In facilities, where an FSC tenant agency representative is 

not willing to participate, a letter of record should be drafted by the LAM and sent to the 

regional security POC, in addition to the LAMs supervisor. The regional security POC will assist 

the LAM and FPS in either working with the FSC, documenting the issues concerning the FSC, 

or implementing the FSC escalation process if necessary. 

FSC Meetings 
Issued January 26, 2015 29 GSA Public Buildings Service

In leased buildings, HSPD-12 requirements vary, depending on the facility security level (FSL) determination. 

Reference: GSA Homeland Security Presidential Directive-12 Personal Identity Verification & Credentialing 

Handbook (2181.1) Oct 2008. 

See the GSA HSPD-12 Handbook for more information.

The LCO/LS is responsible for ensuring that each lease contains the security clearance language and if not, 

complete an LA to include this language. It is also the LCO/LS’s responsibility to verify HSPD-12 security 

requirements are followed prior to occupancy in Level III facilities (solely occupied by the Federal Government) and 

Level IV facilities. 

The LAM will confirm that the lessor adheres to the clearance requirements in the lease. It is the LAM’s 

responsibility to have a working knowledge of the security clearance process and to work with the lessor and the 

GSA security program office to complete and maintain clearances. Each LAM is required to annually, or as needed, 

obtain a list from the lessor of all staff and contractors that have routine access to government space. 

The LAM will provide the lessor’s list to the regional security POC, as applicable. Any lessor staff or contractors that 

are no longer employed shall be reported to the regional security POC in order to keep a current database. 

•Background checks are required of all lessor employees and 

contractors who require routine access to GSA-controlled 

lease space. 

Security designation Level IV 

facility

•Background checks conforming to the same standards 

required in GSA-controlled Federal office buildings are 

required.

Security designation Level III 

facility (solely occupied by the 

Federal Government)

•Background checks are required for the lessor’s contractors 

regardless of security level. 

Leased buildings with GSA 

controlled Child Care Centers

•In leased buildings, that do not contain a GSA controlled 

child care center , the lessor is not required to comply with 

HSPD-12. 

Level I, II, or Level III (not solely 

occupied by the Federal Government)
Issued January 26, 2015 30 GSA Public Buildings Service

C. Emergency Management

Occupant Emergency Plans 

Occupant Emergency Plans (OEPs) are not only important, but are required for each facility. OEPs are established 

to help determine how the tenant agencies will react to any certain hazard. OEPs should be created using an “All 

Hazards” approach, meaning it should address evacuation procedures, shelter in place (SIP), and the response to a 

chemical/biological release. 

Designated Official (D.O) 

The “Designated Official is the highest ranking official of the primary occupant agency of a Federal facility, or, 

alternatively, a designee selected by mutual agreement of occupant agency officials.” 41 CFR 102-71.20 

The responsibility of the D.O. is described in 41 CFR 102-74.230: “The Designated Official is responsible for 

developing, implementing and maintaining an Occupant Emergency Plan. The Designated Official's responsibilities 

include establishing, staffing and training an Occupant Emergency Organization with agency employees. Federal 

agencies, upon approval from GSA, must assist in the establishment and maintenance of such plans and 

organizations.”

The D.O. also makes decisions in coordination with GSA and FPS to determine a course of action during emergency 

situations. The CFR states that all tenants are required to cooperate with the D.O. 

The LAM must confirm that a current OEP is established and maintained in each facility as part of the annual 

inspection. Although GSA may not have the D.O. authority, it is GSA’s responsibility to confirm the tenants are 

following the CFR.

The FPS Inspector and the Emergency Management Office will assist with reviewing OEPs or training as necessary. 

OEP templates are available through FPS for the D.O. In a leased facility, where a lessor has an established 

emergency plan, it is suitable for the federal agency(s) to use this plan. However, the plan must be written using an 

Annually, the LAM will review the OEP on file to verify the following: 

The OEP is current and updated as 

needed, should tenancy change. The OEP includes all hazards. 

Verify that at least one training 

session has been conducted with all 

tenants. 
Issued January 26, 2015 31 GSA Public Buildings Service

“All Hazards” approach, be up-to-date (within last three years), and must be distributed to all federal agencies. The 

LAM will assure the lessor conducts training pertaining to their emergency plan. Refer to the Occupant Emergency 

Plans guidance for details establishing OEPs.

Roles and Responsibilities of the Key Players

LAM

 Execute HSPD-12 requirements for leased buildings that meet any of the following criteria:

o Security designation Level IV

o Security designation Level III solely occupied by the Federal Government

o Contains a GSA controlled child care center

 Determine whether contractors are temporary or long term

 Monitor the duration of project. Should contractors be required on site for more than six 

months, have them fill out the paperwork for long term contractors

 Monitor departing contractors to verify credentials and or building passes are returned.

 Confirm new contractors complete the proper background check forms, as necessary.

 Complete Privacy Act 101 Training, available from the GSA online university

 Verify an updated OEP has been created for each facility.

LCO/LS 

 Verify that each lease contains the security clearance language.

 Verify HSPD-12 security requirements are followed prior to occupancy in Level III facilities (solely 

occupied by the Federal Government) and Level IV facilities.

FPS

 Conduct risk assessments on all of our owned and leased facilities.

 Load the Executive Summary of each assessment into G-REX.

 Assist with reviewing OEPs or training as necessary.

D.O.

 Develop, implement and maintain an Occupant Emergency Plan.

 Make decisions in coordination with GSA and FPS to determine a course of action during 

emergency situations.
Issued January 26, 2015 32 GSA Public Buildings Service

Chapter 6: Lease Expiration and Termination

Situations where a lease term is ending, or a tenant agency is vacating a portion or all of its space in a leased 

location could result in any of the following: 

While many of the initial actions for lease termination and expiration are completed by the LCO/LS, the LAM 

should be familiar with the procedures involved. The LDG Chapter 6, Change in Square Footage - Expansion or 

Reduction, Part 2, Reductions, outlines this process.

Roles and Responsibilities of the Key Players

LAM

 If the tenant agency provides notice to vacate to the LAM directly, forward information to the 

LCO/LS and DHS FPS immediately.

 Coordinate with FPS to cease monitoring of security equipment, security systems, and request 

any guard services, if applicable.

 Collaborate with LCO/LS and FPS regarding release of space.

 Explain responsibilities & requirements of vacating space to the local tenant agency POC and 

facilities staff.

 Collaborate with tenant agency regarding the physical move.

 Schedule space condition inspection with all parties.

 When applicable, confirm if partial releasable space is marketable.

 Complete space condition inspection and provide to LCO/LS.

 Collect keys from the tenant agency and return keys to the lessor and notify FPS.

New or 

replacing lease. 

Succeeding or 

superseding 

lease. 

Move to 

federally owned 

space. 

Closing the 

office. 

LAMs Responsibilities

Inform tenant 

agency of all 

requirements 

and coordinate 

moving 

equipment, 

furniture, etc.

Coordinate with 

tenant agency, 

LCO/LS, lessor, 

property 

manager to 

schedule 

advance 

inspection

Coordinate 

final space exit 

inspection 

after the 

agency has 

vacated

Take pictures 

or video to 

document 

condition of 

space

Collect keys 

from tenant 

agency and 

return to lessor

Complete GSA 

Form 1204 

“Condition 

Survey Report”
Issued January 26, 2015 33 GSA Public Buildings Service

LCO/LS

 Determine if space can be released pursuant to OA terms.

 Send a termination letter to the lessor in accordance with lease terms.

 Document all lease closeout activities in the official lease file.

 Coordinate with necessary parties to request/advise removal of building and lease from

inventory unless there is a definitive backfill candidate.

Tenant Agency

 Provide notice to vacate in accordance with the Occupancy Agreement terms when required.

 Coordinate with FPS to cease monitoring of security equipment, security systems, and request 

any guard services, if applicable.

 Understand obligations regarding vacating space.

 Collaborate with LAM regarding the physical move.

 Participate in space condition inspection.

Lessor

 Participate in space condition inspection.

 Allow additional garbage receptacles on premises
Issued January 26, 2015 34 GSA Public Buildings Service

Chapter 7: Relationship Management

The LAM establishes and maintains communication with the lessor, tenant agencies, and GSA business lines. 

Communication is vital for obtaining tenant agency feedback with regard to service delivery. The LAM must 

document all conversations in support of lease management and maintain the documentation in the official file. If 

lease enforcement is necessary, the documentation will be used in support of the LAM’s findings. 

Any correspondence in support of lease enforcement must be provided to the lessor in writing. The LAM must 

report any serious continuing lessor failures, such as not performing within the terms of the lease to the LCO/LS. 

At a minimum, the LAM should incorporate the following areas in the lease management program communication 

plan requirements: 

Maintain Communication with Stakeholders

•Ensure that communications are maintained with all stakeholders, depending on the situation. 

•Stakeholders include tenant agencies, lessors, LCO/LSs, environmental specialists, health and facility safety 

specialists, fire protection engineers. 

•The LAM shall inform stakeholders of all issues, projects, site visits, tenant satisfaction, and lease 

compliance as appropriate. 

Communicate Property Management Issues

•Communicate with tenant agencies regarding a broad range of property management issues, including, but 

not limited to, emergency preparedness plans, site inspections, facility audits, work order progress reports 

and other related reports. 

Advocate

•Advocate for the tenant agency and act as a champion and critical liaison between the tenant agency and 

the lessor. 

Liaison

•Operate as a liaison between the tenant agency and the lessor for diverse facilities management issues and 

lessor requests for changes to operations, building standards or similar issues. 

Strengthen

•Continually work with Federal tenants and lessor facility staff to strengthen business relationships and 

verify that the terms and conditions of the lease are satisfied. 

Communication Plan

•Discuss a communication plan with tenant agencies and reach an agreement on the frequency and type of 

preferred communication. 
Issued January 26, 2015 35 GSA Public Buildings Service

Chapter 8: Sustainability Program

Sustainability requirements have been phased into GSA leases increasingly since 2000, including requirements for 

recycling, construction waste management, green purchasing, energy efficiency upgrades, Energy Star, and LEED. 

GSA’s newest green lease places more emphasis on sustainability, making it imperative that LAMs understand 

these requirements and their role in GSA sustainability practices so they can confirm lessors are adhering to the 

requirements.

A. Partnership

B. Recycling

Sustainability Brochure

•LCO/LS and LAM provide brochure to lessor discussing sustainability requirements and why they are 

important

5 Steps to a Good Building Recycling Program

•LAM provides the lessor with the “5 Steps to a Good Building Recycling Program”

The lease requires that the lessor complies with federal, state, or local law for recycling 

programs; or in other cases if there is a market for recovered materials, the recycling 

program must include:

•Paper

•Corrugated cardboard

•Glass

•Plastics and metals 

During periodic inspections, the LAM will check to make sure that recycling programs are 

effective:

•Verifying recycling areas exist if in the lease

•That recycling services operate as detailed

•That recycling is in compliance with the law

•Tenants are aware of the programs

8 weeks before the annual inspection, LAM sends the lessor:

•Environmental Products and Recycling Letter 

•Leased Building Recycling and Waste Data Worksheet

•Leased Building Environmental Products Worksheet

•The lessor is requested to return both worksheets at least two weeks prior to the inspection
Issued January 26, 2015 36 GSA Public Buildings Service

C. Green Purchasing

D. Construction Waste Management 

E. Energy Star

Green purchasing requirements are included in the following sections of the lease:

•Janitorial services

•Landscaping

•Landscape maintenance 

•Recycled content products 

•Environmentally preferable building products and materials 

LAM as Project Manager shall inform the lessor of contract requirements for 

construction waste management before construction begins and ensure compliance. 

The plan should:

•list all materials to be used and indicate how they will be separated and recycled

•Include requirements to maintain and submit records about types and quantities of materials that 

are recycled, landfilled, or disposed of in accordance with hazardous waste requirements. 

Energy Star applies to all agencies, with 4 exceptions:

•When size of lease is 10,000 rentable SF or less

•When an agency remains in a building currently being occupied

•When no technically acceptable Energy Star space is offered

•When an offer is for a lease in a building of historic or architectural significance 

New Lease Construction

•Required to receive the “Designed to Earn the Energy Star” designation prior to issuance of first 

building permit

•Must achieve Energy Star within 18 months

•LAM and LCO/LS cooperatively address requirements of the lease

For New, New Replacing, Historic, succeeding or superseding leases with no Energy 

Star label the LAM must:

•Confirm the lessor has made “cost-effective, energy efficient upgrades specified in the lease offer”

•Or has since obtained Energy Star

•Work with LCO/LS to gain proof of energy-efficient upgrades or Energy Star certifications and 

record it in the lease
Issued January 26, 2015 37 GSA Public Buildings Service

F. LEED

If LEED is required from lessor or if tenant agency is pursuing LEED-CI the LAM will check with LCO/LS for 

documentation or obtain it at inspection

LEED-NC (New Construction)

•Silver-level rating is required for all new lease construction projects over 10,000 SF

LEED-CI (Commercial Interiors) Request

•When tenant agencies request LEED-CI (Commercial Interiors) for their individual tenant agency 

space, the rating must be achieved at the “Certified” level. 
Issued January 26, 2015 38 GSA Public Buildings Service

Roles and Responsibilities of the Key Players

LAM

 Know the sustainability requirements of the lease, recognizing that different lease models have 

differing requirements.

 Reinforce sustainability requirements in communications with lessor and/or lessor’s property 

manager, and with Customers.

 Give the lessor 5 Steps to a Good Building Recycling Program

 If in accordance with the lease, send the Environmental Products and Recycling Letter, the 

Leased Building Recycling and Waste Data worksheet, and the Leased Building Recycling 

and Waste Data worksheet to the lessor 8 weeks prior to annual inspection, and follow up to 

verify a response prior to the inspection.

 During the annual inspection, spot check information submitted by the lessor in response to the 

Environmental Products and Recycling Letter.

 Obtain LEED, Energy Star, and energy-efficiency upgrade documentation from the lessor, as 

required by the lease.

 When serving as project manager, refer lessor to construction waste management requirements, 

inspect the site, and obtain documentation.

 Document sustainability data obtained from the lessor and from observations, on GSA Form 500, 

Lease Inspection Form and in the national tool.

 Share information obtained from the lessor with the LCO/LS and Customers.

LCO/LS

 Know the sustainability requirements of the lease, recognizing that different lease models have 

differing requirements.

 Provide the lessor with sustainability information during the Transition Process.

 Use information obtained from the LAM to determine lessor compliance and performance.

 Assist the LAM through the Cure Process, if the lessor does not provide required submittals or 

correct lease deficiencies within time frames established by the lease.

Lessor

 Know the sustainability requirements of the lease and comply with them.

 Communicate the sustainability requirements to the property management company and 

property contractors.

 Complete required energy-efficiency upgrades and Energy Star and LEED certifications as 

applicable within the timeframes established in the lease.

 Provide information and documentation in a timely manner to the LAM as requested.

 Provide action plans and correct lease inspection deficiencies within time frames established by 

the lease and LAM.
Issued January 26, 2015 I GSA Public Buildings Service

APPENDIX
Appendix

Issued January 26, 2015 II GSA Public Buildings Service

LESSOR TRANSITION PACKAGE (SAMPLE)

The GSA recognizes that a Government lease contains unique components. In an effort to develop a partnership 

and understanding about the lease administration, GSA is providing some additional resources. These resources 

are intended to answer some of the common questions encountered in lease administration and to develop a 

partnership for the delivery of a quality lease. These resources do not relieve the lessor from the responsibility of 

reading the full lease.

Listing of resources available to the lessor:

1. Lessor FAQ’s

2. Standard Inspection Form

3. Copy or a link to the inspection and cure process charts

4. Sustainability brochure

5. Link to the security site for security clearance

6. Copy of the tenant satisfaction survey

Please direct any questions to the Lease Administration Manager for this Lease
Appendix

Issued January 26, 2015 III GSA Public Buildings Service

CUSTOMER WELCOME BROCHURE (SAMPLE)

The customer welcome brochure follows on the next two pages.
General Services Administration

www.gsa.gov

Name

Lease Administration Manager

Service Center

GSA, PBS, Region Name

Office: (000) 000-0000 

Cell: (000) 000-0000 

Fax: (000) 000-0000 

AGENCY

City, State

Building Name

Address

City, State Zip
Contact Information

Lessor Property Management

Name

Property Mgmt. Company Name

(000) 000-0000

Service Call Line

Emergency Contact Line

GSA Contacts

LAM

Lease Admin Manager

Name

(000) 000-0000

Office Reception

(000) 000-0000

FOM

Field Office Manager Name

PM

Property Manager

Name

(000) 000-0000

FAS

Federal Acq Services

Phone Contact

(000) 000-0000

Security Information

1-877-437-7411 Denver Mega Center

NAME

FPS Contact 

(000) 000-0000

What to expect from GSA

• Annual Inspection of Lease Space

- On-site once a year

• Tenant Satisfaction Survey

- Surveyed three year cycle

• Emergency Management Assistance

- OEP Creation

• Facility Security Committee

• Project Management

- Alterations of space

• Green Teams

What to expect from Lessor

• Service Calls

Maintenance Schedule of Services

Description Frequency

Carpet Cleaning Annual

Window Washing Bi-annual

Janitorial schedule Weekly

Painting Schedule

(common areas) Every 3 years

Painting Schedule (tenant 

space) Every X years

Recycling Paper only

Space Information

Building Name Name

Effective

Lease Date MM/DD/YYYY

Lease 

Expiration Date MM/DD/YYYY

Agency Name

City, State

Our Mission Statement

“The mission of GSA is to deliver the best 

value in real estate, acquisition, and 

technology services to government and the 

American people.”

Customer Service

GSA [Insert Region Name] Region is 

committed to helping you, our tenant 

agencies; better serve the public, at the best 

value to the taxpayer, while providing a 

quality workplace.
Issued January 26, 2015 VI GSA Public Buildings Service

INSPECTION CHECKLIST

INSPECTION CHECKLIST

Complete: 

Yes, No or 

N/A

Date ITEM

Before Inspection

1 Review Lease Contract, Lease Amendments, and Occupancy Profile

2 Review lease for all deliverables, including, janitorial / periodic services, and 

sustainability requirements

3 Review previous inspection report and lessor response(s)

4 Review Tenant Satisfaction Survey results since the last inspection

5 Review MARS report completed since last inspection

6 Review safety, fire protection and environmental survey report(s) for any 

open/outstanding deficiencies.

7 Review incident reports made since last inspection

8 Eight weeks before the inspection, send the lessor the Sustainability Letter and 

Worksheets

9 Review the two completed Sustainability worksheets prior to the inspection and 

calculate the building’s waste diversion rate based on lessor’s information on the Leased 

Building Recycling and Waste Data Worksheet. Compare the lessor’s information on the

Leased Building Environmental Products Worksheet with the GSA Sustainable Facilities 

Tool.

10 Review the “5 Steps to a Good Building Recycling Program” and also local, state and 

federal recycling laws, in order to have a basis for evaluating the lessor’s performance.

11 Review any open/outstanding Energy Star or energy efficiency upgrade requirements 

that need to be met with LCO

12 Review any outstanding LEED requirements that need to be met with LCO/LS

13 Schedule inspection date and time with tenant agency and lessor

14 Conduct a Pre-Inspection Tenant Agency Interview by reviewing lease requirements, 

prior inspections, and survey results

During the Inspection

15 Prepare and Utilize the GSA Standard Inspection Form, GSA Form 500, to document 

deficiencies with photos

After Inspection

16 Transmit inspection report and findings letter to the tenant agency, lessor, and LCO/LS

17 File inspection report and findings letter in the COR file.

Follow-up

18 Confirm the lessor provides response to inspection report and findings letter by 

required due date

19 LAM performs follow-up inspection to document updated status of deficiency(s)

20 a) If deficiency(s) have been corrected, LAM transmits Inspection Close out letter to 

the tenant agency, lessor, and LCO/LS documenting the successful completion of all 

items noted in the inspection report and findings letter

b) If the deficiency(s) noted in the initial letter to the lessor are not corrected by the 

due date, the LAM will refer to the Chapter 5: B. Cure Process.
Issued January 26, 2015 VII GSA Public Buildings Service

DEFICIENCY(S) IDENTIFIED LETTER

Shipping Tracking Number

«Day, Month ##, Year»

«Lessor_Name»

«Lessor_Address»

«Lessor_City», «Lessor_State» «Lessor_Zip_Code»

RE: «Lease Number»: INSPECTION - DEFICIENCIES IDENTIFIED

Building: «Building_Name»

Location Number: «Bldg_Code»

Dear «Attention»:

This letter is in reference to Lease Number «Lease_No» for the «Agency_Name» located at «Building_Address», 

«Bldg_City», «Bldg_State» «Bldg_Zip». An inspection was completed on «Ins_Date» and the following deficiencies 

need to be addressed in accordance with the terms of the lease:

● «Deficiency_Comments» Paragraph [#] of the lease requires [fill in requirement]

The General Services Administration (GSA) requires that the above deficiency(s) be addressed by 

«Action_Due_Date», at which time GSA will conduct a follow-up inspection. If you are unable to correct the 

deficiency(s) by the above due date, please contact me within 5 business days to discuss an alternate plan.

The covenant to pay rent is contingent upon your ability to provide the required services outlined in the lease. 

Corrective action is required. The deficiencies identified above and your response will be documented and serve as 

a basis for evaluating lease contract performance.

GSA appreciates your cooperation in promptly correcting deficiencies. If you have any questions please feel free to 

contact me.

Sincerely,

«LAM Name»

Contracting Officer’s Representative

«Phone», «Email»

Enclosure: Lease Inspection Form

cc: Official File

«Agency Representative»

«LCO Name», Lease Contracting Officer
Issued January 26, 2015 VIII GSA Public Buildings Service

NO APPARENT DEFICIENCIES LETTER

Shipping Tracking Number

«Day, Month ##, Year»

«Lessor_Name»

«Lessor_Address»

«Lessor_City», «Lessor_State» «Lessor_Zip_Code»

RE: «Lease Number»: INSPECTION - NO APPARENT DEFICIENCIES

Building: «Building_Name»

Location Number: «Location_Code» 

Dear «Attention»:

This letter is in reference to Lease Number «Lease_No» for the «Agency_Name» located at «Building_Address», 

«Bldg_City», «Bldg_State» «Bldg_Zip». An inspection was completed on «Ins_Date» and there were no apparent 

deficiencies identified.

Your diligence in maintaining this lease will be documented and serve as a basis for evaluating contract 

performance. 

Sincerely,

«LAM Name»

Contracting Officer’s Representative

«Phone», «Email»

Enclosure: Lease Inspection Form

cc: Official File

«Agency Representative»

«LCO Name», Lease Contracting Officer
Issued January 26, 2015 IX GSA Public Buildings Service

INSPECTION CLOSE-OUT LETTER

Shipping Tracking Number

« Month, Day ##, Year»

«Lessor_Name»

«Lessor_Address»

«Lessor_City», «Lessor_State» «Lessor_Zip_Code»

RE: «Lease Number»: INSPECTION – FOLLOW UP DEFICIENCY CORRECTION

Building: «Building_Name»

Location Number: «Bldg_Code»

Dear «Attention»:

This letter is in reference to Lease Number «Lease_No» for the «Agency_Name» located at «Building_Address», 

«Bldg_City», «Bldg_State» «Bldg_Zip». As you are aware, an inspection was completed on «Ins_Date» and the 

following deficiencies were noted:

«Briefly Note Deficiencies Identified»

This letter serves as acknowledgement that as of «Date_of_Correction», all noted deficiencies have been 

corrected.

The General Services Administration (GSA) appreciates your cooperation in correcting these deficiencies and we 

look forward to working with you in the future. 

Should you have any questions please do not hesitate to contact me.

Sincerely,

«LAM Name»

Contracting Officer’s Representative

«Phone», «Email»

Enclosure: Follow-up Lease Inspection Form

cc: Official File

«Agency Representative»

«LCO Name», Lease Contracting Officer
Issued January 26, 2015 X GSA Public Buildings Service

LEASE INSPECTION FORM

The GSA Form 500, Lease Inspection Form is available in the GSA Forms Library.
Issued January 26, 2015 XI GSA Public Buildings Service

CHILD CARE FACILITY CHECKLIST

Child Care Facility Checklist7/20/2013

Center name:

GSA facility representative performing review:

GSA child care center representative attending review:

Date of review:

Date of last review:

# Item Agree Disagree

Not 

Applicable

1 General

Alterations or renovations have not been made since the last inspection.

2 Maintenance

a Walls and ceilings are free of peeling paint and cracked or falling plaster. 

b Ceiling tiles are clean and in good condition.

c Carpet and floors are in good condition.

d Government-provided equipment is clean and in good condition.

e There are no missing handles or pieces on equipment.

f Storage areas are neatly maintained.

3 Preventive Maintenance Issues

a

Records are onsite documenting monthly tests of smoke detectors, fire alarm 

notification appliances, and carbon monoxide detectors or appropriate testing 

intervals are noted in the O&M contract. 

b GFCI electrical outlets are tested monthly. Date of last test ____. 
Issued January 26, 2015 XII GSA Public Buildings Service

c Preventive maintenance is performed on the kitchen equipment, as required.

4 General Safety

a

Operable windows are protected to prevent children from climbing through. 

Any screens have been secured. 

b

Cords on window coverings (blinds or curtains) are not looped and are held with 

a secure tie-down device.

c All doors accessible to children have finger-pinch protection (both sides).

d

Water temperature is 100 degrees minimum and 110 degrees maximum at all 

sinks accessible to children.

e There are no tripping hazards within the center.

f The center is free of sharp edges on building fixtures and equipment.

g There are no exposed nails, bolts, screws, or pipes.

h

Regular playground safety inspections are conducted and documentation is 

available.

5 Environmental

a

There are no odors prevalent within the center, including toilet and diaperchanging areas.

b Supplies are properly labeled and stored (e.g., bleach, detergent).

d

The program and facility consistently meet the standards on the Eco-Healthy 

Child Care Checklist.

6 Means of Egress Reliability

a

Means of egress that lead to exits are clear of obstructions and tripping hazards. 

Furnishings, baby gates, backpacks, or other objects do not obstruct access to or 

visibility of exits. 

b

Mirrors are not installed on exit doors or placed adjacent to any exit that might 

confuse the direction of egress.

c

Exit access doors are operable from inside without keys, access cards, or other 

special knowledge or effort.

d Exit signs are visible, illuminated, and unobstructed.

e

Exit discharges (e.g., building lobby, sidewalks) from the child care center are 

clear and unobstructed.
Issued January 26, 2015 XIII GSA Public Buildings Service

f

In cold climates, exterior exit discharges are protected from accumulation of ice 

or snow or a plan is in place to keep the area outside the doors clear during 

inclement weather. 

7 Evacuation Route Signage, Evacuation Drills, and OEPs

a Evacuation route signage is posted in each child care activity room.

b Records are onsite, documenting monthly evacuation drills.

c The center's evacuation plan is incorporated into the main building's OEP.

d

The center's OEP is current and a copy is onsite. Date of last update:

_____________

e

Records are onsite, documenting periodic training of child care center staff in 

OEP procedures.

8 Fire Safety: Artwork and Decorations

a

Artwork and decorations attached directly to walls do not exceed 20 percent of 

wall areas in child care centers without automatic fire sprinklers.

b

Artwork and decorations attached directly to walls do not exceed 50 percent of 

wall areas in child care centers protected by automatic fire sprinklers.

c

Decorations are not hanging from fire sprinklers or any fire alarm or emergency 

system device.

9 Fire Safety Issues

a

Entrance doors to rooms containing mechanical equipment, electrical 

equipment, or supplies are properly identified.

9 Fire Safety Issues

b

Combustible storage is not located in rooms containing mechanical equipment, 

electrical equipment, or supplies.

c

Portable fire extinguishers located within the child care center are accessible

(not blocked by strollers, etc).

d

Fire alarm manual-pull stations located within the child care center are 

accessible (not blocked by strollers, etc).

e There is clear space below all fire sprinklers of 18 inches or more. 

10 Electrical Issues

a Electrical outlets are not showing signs of arcing or disrepair.
Issued January 26, 2015 XIV GSA Public Buildings Service

b

Unauthorized personal electrical appliances are not located in the child care 

center.

c Portable electrical fans or space heaters are not located in the child care center.

d Extension cords are not being used in place of the fixed wiring.

e

Power strip cords are not placed through doorways, under carpeting, or near 

water and are out of children’s reach.

f Power strip cords are not attached to another power strip cord (“daisy-chained”)

11 Security 

a

Security measures are used properly and in working order (e.g., locked doors, 

perimeter security system, cameras, proxy card readers, and duress buttons).

b Outside doors are kept locked to prevent unauthorized entry.

c

Blast protection on exterior windows is current. Last inspection:_____ Last 

replacement:______________

d

If film-type protection is present, nothing is taped to the interior side of 

windows.

Summary of findings:

(Include action plans and dates each finding will be corrected.)
Issued January 26, 2015 XV GSA Public Buildings Service

5 STEPS TO A GOOD BUILDING RECYCLING PROGRAM

5 STEPS TO A GOOD BUILDING RECYCLING PROGRAM

1. Designate a building recycling coordinator and gain support for the program.

2. Assess current practices and analyze the waste stream.

3. Develop a building waste and recycling policy and management plan.

4. Educate building tenants and promote the recycling program.

5. Monitor and evaluate performance, and adjust program as needed.

1. Designate a building recycling coordinator and gain support for the program.

The building recycling coordinator is usually the lessor’s property manager. The coordinator is responsible for 

developing the program, monitoring progress, and promoting the program. He or she is the liaison between 

building tenants, custodial staff, and recycling and trash haulers, and may opt to form a Green Team to support 

development and communication of the building’s recycling program.

2. Assess current practices and analyze the waste stream.

Assess the building’s current waste management practices and analyze the waste stream by completing a waste 

audit. Many waste management companies will perform a waste audit for a nominal fee. Otherwise, the property 

manager can complete the audit himself/herself or use a third-party consultant. A waste audit entails reviewing 

janitorial, trash hauling and recycling contracts and invoices; walking through the building to observe what types of 

waste are generated and how they’re collected; and inspecting the building’s trash stream to determine the types 

and quantities of materials contained in it and to estimate what percentage is recyclable or compostable. If sorting 

the waste is not feasible, the auditor can perform a visual inspection.

State and local laws usually require recycling some or all of the following items, and even where laws don’t require 

it, there might be a market: paper, corrugated cardboard, glass, plastics and aluminum cans. Other recyclable 

materials include toner cartridges, batteries, techno-trash, electronic waste (computers, cell phones, etc.), lamps 

from lighting fixtures, landscaping waste, and furniture. In buildings with cafeterias, composting food waste is 

recommended.

If recycling language is not included in the property’s waste hauling or janitorial contracts, this is the time to add it. 

Conduct a market survey to learn what options there are for having all possible recyclable materials picked up.

3. Develop a building waste and recycling policy and management plan.

Develop a Waste and Recycling Policy and Management Plan for the building. The purpose of the policy is to 

establish goals for waste reduction and recycling, and to minimize the amount of waste generated at the building. 

The management plan should describe the recycling program - what materials will be collected, how, and by whom 

– and specify waste and recycling contract language.

The policy and management plan should be consistent with local, state, and federal requirements for the disposal 

and recycling of solid waste, and also be in accordance with the Federal Management Regulation (FMR) for the 

disposal of government-owned personal property. The property manager should discuss the importance of 

recycling with the custodial contractor, and consider best ways to collect recyclable materials and monitor tenants’ 

participation in the recycling program. At a minimum, the building’s management plan should provide for 

recycling paper, cardboard, plastic, glass, and metals (aluminum/tin), as well as food and other organic waste 

(where feasible).
Issued January 26, 2015 XVI GSA Public Buildings Service

4. Educate building tenants and promote the recycling program.

Recycling and waste reduction efforts must be communicated to building tenants. The building recycling 

coordinator should promote waste minimization, recycling, and purchasing green products (recyclable and 

reusable materials). It is best to meet with a representative from each agency to ascertain their container needs 

and find out what types of waste they are generating. It also helps to encourage them to establish an internal 

network to promote recycling, for example, having a champion in each office.

Training building tenant’s points of contact and people who handle recyclable materials is critical. Multi-lingual 

training may be needed. The training should include the reasons for recycling, a description of how the program 

works, and detailed instructions about what is and is not acceptable. Without proper training, it is very probable 

that employees or contractors will contaminate recycling containers with non-recyclable materials. Recycling 

programs can fail if the material becomes so contaminated that a recycling company refuses to accept it and it has 

to go into the trash.

There is no such thing as too much publicity about recycling programs. The more people hear about it, the more 

likely they are to become enthusiastic and want to participate. Posters, flyers, presentations, electronic messages, 

and so on can be used to promote the program. Ask your recycling and trash hauler if they have educational and 

promotional materials that you can use in the building. 

5. Monitor and evaluate performance, and adjust program as needed.

To monitor the success of the building’s recycling program, the building’s recycling coordinator should review 

monthly invoices showing the amount of trash and recyclables picked up from the building and the cost or revenue 

associated with those services. This will enable him to track waste diversion performance, the percentage of total 

waste that is diverted away from landfills towards recycling. He will also be able to determine whether the total 

amount of waste generated at the building is increasing or decreasing. To calculate the diversion rate, divide the 

total waste stream (volume of landfilled waste plus recyclables) by the amount recycled.

If the building’s overall trash volume is decreasing, the property manager should review the building’s waste 

disposal costs and services to determine if he needs fewer waste pickups or dumpsters, which would reduce 

property management costs.

Periodically, the recycling coordinator should assess the program to see how well it is working. Based on 

observations, does everyone in the building understand how it works? What would make the program work 

better? If there are problems in collecting or sorting, would a different type of program or containers help? Have 

there been any changes in local laws or conditions to indicate a change in the program is needed? Continually 

asking how the program can be improved helps keep it strong.

The recycling coordinator should keep tenants informed about the outcome of their recycling efforts to help 

motivate them and inform them of their progress towards agency goals.

Additional Resources at EPA’s WasteWise Program: http://www.epa.gov/wastes/conserve/smm/wastewise/
Issued January 26, 2015 XVII GSA Public Buildings Service

ENVIRONMENTAL PRODUCTS AND RECYCLING LETTER

«Month Day##, Year»

«Lessor_Name»

«Lessor_Address»

«Lessor_City», «Lessor_State» «Lessor_Zip_Code»

RE: «Lease Number»: Environmental Products and Recycling

Building: «Building_Name»

Location Number: «Bldg_Code»

 

Dear «Attention»:

Lease ##### requires you to use environmentally beneficial products, equipment, services and practices in your 

building services. The lease sections on janitorial services, landscape maintenance, recycled content products, 

environmentally preferable building products and materials, and landscaping describe the requirements and 

identify GSA and EPA websites where you may obtain detailed information, including a list of mandatory recycled 

content products known as Comprehensive Procurement Guideline (CPG) items. You will find a complete list of 

required green products grouped by functional category at the following website:

http://www.gsa.gov/greenproductscompilation .

Additionally, Lease ##### requires you to have a recycling program in place, as described in the section on 

recycling. A comprehensive recycling program typically includes recycling materials such as paper, corrugated 

cardboard, glass, plastics, metals and others. 

As part of our annual inspection of this leased location, we’re asking you to complete the enclosed worksheets, 

Leased Building Environmental Products Information and Leased Building Recycling and Waste Data. Please 

attach copies of your records showing how much waste was collected during the past 12 months and its 

disposition, by weight and type of material; that is, how much was landfilled and how much was recycled. This 

information is generally readily available from your trash hauler. GSA will use this information to calculate the 

property’s waste diversion rate and identify lessors doing an exceptional job at recycling.

We would appreciate receiving the completed worksheets and your waste/recycling records by «Date (6 weeks 

after date of letter)». The information you provide will be used during our periodic inspection of the subject lease 

location. If you have any questions, please do not hesitate to contact me at «Phone Number». Thank you.

Sincerely,

«LAM Name»

Contracting Officer’s Representative

«Phone»

«Email»

Enclosures: Leased Building Environmental Products Information worksheet

 Leased Building Recycling and Waste Data worksheet

cc: Official File

«LCO Name», Lease Contracting Officer
Issued January 26, 2015 XVIII GSA Public Buildings Service

LEASED BUILDING RECYCLING AND WASTE DATA WORKSHEET

Leased Building Recycling and Waste Data

Building Information

Lease Number:

Building Name:

Building Address:

Federal Agency Tenant:

Lessor Name:

Lessor Address:

Reporting Date Range:

Recycling & Waste Hauler Company Information

Point of Contact:

Company Name:

Phone #:

Email:

Disposal Site Address:

Recycling & Waste Hauler Company Information

Point of Contact:

Company Name:

Phone #:

Email:

Disposal Site Address:

Recycling & Waste Hauler Company Information

Point of Contact:

Company Name:

Phone #:

Email:

Disposal Site Address:

Waste Type

Waste or 

Hauling 

Company

Recycled 

Tons

Compost 

Tons

Trash 

Tons

Recycled 

Volume

Compost 

Volume

Trash 

Volume

Trash

Paper

Cardboard

Glass

Plastic

Metal

Landscaping Debris

Other:

Other:

Other:

Total
Issued January 26, 2015 XIX GSA Public Buildings Service

SOURCES FOR WASTE AND RECYCLING DATA VARY BY BUILDING

AND MAY INCLUDE ANY OF THE FOLLOWING:

 Custodial contractor 

 Operations and Maintenance contractor

 Cafeteria vendor

 Landscape maintenance contractor

 Solid waste services contractor

 Recycling services contractor

 Tenants’ contractors (e.g., paper shredding services)

 GSA Excess / Personal Property Disposal transporters

ACCEPTABLE MATERIALS TO REPORT ON THIS FORM

 Paper – mixed, newspaper, shredded, etc.

 Cardboard

 Glass bottles

 Plastic containers and packaging

 Metals (aluminum and tin cans)

 Landscape waste

 Pallets

 Food-related waste (compostable)

 Toner cartridges

 Bulky waste/debris (e.g., furniture, carpet, etc. from building occupants and routine O&M)

 Solid waste hauled to landfill/incinerator

UNACCEPTABLE MATERIALS TO REPORT ON THIS FORM

 Electronic waste (computers, cell phones, etc.)

 Construction and Demolition waste

 Hazardous waste

 Major appliances

 Grease, oil and oily wastes

 Universal wastes (e.g., fluorescent lamps containing mercury)

 Batteries
Issued January 26, 2015 XX GSA Public Buildings Service

LEASED BUILDING ENVIRONMENTAL PRODUCTS INFORMATION 

Leased Building Environmental Products Information 

Building Information

Lease Number:

Building Name:

Building Address:

Federal Agency Tenant:

Lessor Name:

Lessor Address:

Reporting Date Range:

Product Information

Type of Service Product Type and Brand Content: Material and Percentage

Example: Janitorial Kimberly Clark toilet tissue minimum 20% postconsumer material

Example: Landscaping Cedar Grove compost 95% minimum biobased content