Federal Real Property
Strategy Needed to Address Agencies' Long-standing Reliance on Costly Leasing Gao ID: GAO-08-197 January 24, 2008In January 2003, GAO designated federal real property as a high-risk area, citing the government's overreliance on costly, long-term leasing as one of the major reasons. GAO's work over the years has shown that building ownership often costs less than operating leases, especially for long-term space needs. GAO was asked to identify (1) the profile of domestically held, federally leased space including the overall amount and type of space agencies lease, and any related trends; (2) the factors that drive agencies to lease space that may be more cost-effective to own; and (3) any actions taken by the administration and alternative approaches proposed to address this issue. GAO reviewed fiscal year 2006 Federal Real Property Profile (FRPP) leasing data and relevant documents and interviewed officials from the General Services Administration (GSA), the Office of Management and Budget (OMB), and the U.S. Postal Service (USPS). GAO also reviewed 10 building leases that were among those with the largest dollar value in 3 locations GAO visited.
Federal agencies rely extensively on leasing, occupying about 398 million square feet of leased building space domestically in fiscal year 2006, according to FRPP data. GSA, USPS, and the U.S. Department of Agriculture lease about 71 percent of this space, mostly for offices, with the military services leasing another 17 percent. GSA is increasing its use of leased space and predicts that in 2008 it will, for the first time, lease more space than it owns. In the 10 GSA and USPS leases GAO examined, decisions to lease space that would be more cost-effective to own were driven by the limited availability of capital for building ownership and other considerations, such as operational efficiency and security. For example, for four of the seven GSA leases GAO analyzed, leasing was more costly over time than construction--by an estimated $83.3 million over 30 years. Although ownership through construction is often the least expensive option, federal budget scorekeeping rules require the full cost of this option to be recorded up-front in the budget, whereas only the annual lease payment plus cancellation costs need to be recorded for operating leases, making them "look cheaper" in any year even though they generally are more costly over time. USPS is not subject to the scorekeeping rules and cited operational efficiency and limited capital as its main reasons for leasing. While the administration has made progress in addressing long-standing real property problems, efforts to address the leasing challenge have been limited. GAO has raised this issue for almost 20 years. Several alternative approaches have been discussed by various stakeholders, including scoring operating leases the same as ownership, but none have been implemented. The current real property reform initiative, however, presents an opportunity to address the leasing challenge.
RecommendationsOur recommendations from this work are listed below with a Contact for more information. Status will change from "In process" to "Open," "Closed - implemented," or "Closed - not implemented" based on our follow up work.
Director: Team: Phone:GAO-08-197, Federal Real Property: Strategy Needed to Address Agencies' Long-standing Reliance on Costly Leasing
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Report to the Subcommittee on Federal Financial Management, Government
Information, Federal Services, and International Security, Committee on
Homeland Security and Governmental Affairs, U.S. Senate:
United States Government Accountability Office:
GAO:
January 2008:
Federal Real Property:
Strategy Needed to Address Agencies' Long-standing Reliance on Costly
Leasing:
Federal Real Property:
GAO-08-197:
GAO Highlights:
Highlights of GAO-08-197, a report to the Subcommittee on Federal
Financial Management, Government Information, Federal Services, and
International Security, Committee on Homeland Security and Governmental
Affairs, U.S. Senate.
Why GAO Did This Study:
In January 2003, GAO designated federal real property as a high-risk
area, citing the government‘s overreliance on costly, long-term leasing
as one of the major reasons. GAO‘s work over the years has shown that
building ownership often costs less than operating leases, especially
for long-term space needs. GAO was asked to identify (1) the profile of
domestically held, federally leased space including the overall amount
and type of space agencies lease, and any related trends; (2) the
factors that drive agencies to lease space that may be more cost-
effective to own; and (3) any actions taken by the administration and
alternative approaches proposed to address this issue. GAO reviewed
fiscal year 2006 Federal Real Property Profile (FRPP) leasing data and
relevant documents and interviewed officials from the General Services
Administration (GSA), the Office of Management and Budget (OMB), and
the U.S. Postal Service (USPS). GAO also reviewed 10 building leases
that were among those with the largest dollar value in 3 locations GAO
visited.
What GAO Found:
Federal agencies rely extensively on leasing, occupying about 398
million square feet of leased building space domestically in fiscal
year 2006, according to FRPP data. GSA, USPS, and the U.S. Department
of Agriculture lease about 71 percent of this space, mostly for
offices, with the military services leasing another 17 percent. GSA is
increasing its use of leased space and predicts that in 2008 it will,
for the first time, lease more space than it owns.
In the 10 GSA and USPS leases GAO examined, decisions to lease space
that would be more cost-effective to own were driven by the limited
availability of capital for building ownership and other
considerations, such as operational efficiency and security. For
example, for four of the seven GSA leases GAO analyzed, leasing was
more costly over time than construction”by an estimated $83.3 million
over 30 years. Although ownership through construction is often the
least expensive option, federal budget scorekeeping rules require the
full cost of this option to be recorded up-front in the budget, whereas
only the annual lease payment plus cancellation costs need to be
recorded for operating leases, making them ’look cheaper“ in any year
even though they generally are more costly over time. USPS is not
subject to the scorekeeping rules and cited operational efficiency and
limited capital as its main reasons for leasing.
While the administration has made progress in addressing long-standing
real property problems, efforts to address the leasing challenge have
been limited. GAO has raised this issue for almost 20 years. Several
alternative approaches have been discussed by various stakeholders,
including scoring operating leases the same as ownership, but none have
been implemented. The current real property reform initiative, however,
presents an opportunity to address the leasing challenge.
Figure: GSA Operating Leases for the Federal Bureau of Investigation
(FBI) Field Offices in Chicago, Illinois, and Tampa, Florida:
This figure is a combination of two photographs of the GSA operating
leases for the Federal Bureau of Investigation (FBI) Field Offices in
Chicago, Illinois, and Tampa, Florida.
Source: GSA.
[End of figure]
What GAO Recommends:
OMB, in conjunction with the Federal Real Property Council (established
by the administration to help support reform efforts in real property),
and in consultation with key stakeholders, should develop a strategy to
reduce agencies‘ reliance on leased space for long-term needs when
ownership would be less costly. OMB generally agreed with the report
and GAO‘s recommendation.
To view the full product, including the scope and methodology, click on
[hyperlink, http://www.GAO-08-197]. For more information, contact Mark
Goldstein at (202) 512-2834 or goldsteinm@gao.gov
[End of section]
Contents:
Letter:
Results in Brief:
Background:
Federal Agencies Rely Extensively on Leasing, Especially for Office
Space Needs; GSA Predicts It Will Lease More Space Than It Owns in
2008:
Decisions to Lease Selected Federal Properties Are Not Always Driven by
Cost-effectiveness Considerations:
Various Alternatives for Addressing the Leasing Challenge Have Been
Debated, but No Action Has Been Taken to Resolve This Difficult Issue:
Conclusions:
Recommendation for Executive Action:
Agency Comments and Our Evaluation:
Appendix I: Objectives, Scope, and Methodology:
Appendix II: Comments from the Office of Management and Budget:
Appendix III: Comments from the General Services Administration:
Appendix IV: GAO Contact and Staff Acknowledgments:
Related GAO Products:
Tables:
Table 1: Profile of Building Asset's Leased Square Footage in the
United States and U.S. Territories by Federal Agencies, Fiscal Year
2006:
Table 2: Comparative Cost Advantages and Disadvantages of Construction
versus Leasing for Selected GSA Buildings:
Figures:
Figure 1: Federal Real Property Profile of Leased Square Footage by
Predominant Usage in the United States and U.S. Territories, Fiscal
Year 2006:
Figure 2: FBI Field Office in Chicago, Illinois, and Tampa, Florida:
Abbreviations:
Agriculture: U.S. Department of Agriculture:
CAF: capital acquisition fund:
CBO: Congressional Budget Office:
FBI: Federal Bureau of Investigation:
FRPC: Federal Real Property Council:
FRPP: Federal Real Property Profile:
GSA: Government Services Administration:
OMB: Office of Management and Budget:
TAPS: The Automated Prospectus System:
USPS: U.S. Postal Service:
United States Government Accountability Office:
Washington, DC 20548:
January 24, 2008:
The Honorable Tom Carper:
Chairman:
The Honorable Tom Coburn:
Ranking Member:
Subcommittee on Federal Financial Management, Government Information,
Federal Services, and International Security:
Committee on Homeland Security and Governmental Affairs:
United States Senate:
In January 2003, we designated federal real property as a high-risk
area,[Footnote 1] citing the government's overreliance on costly
leasing as one of the major reasons for our designation. Other reasons
for the designation included unreliable data, excess and deteriorating
property, and challenges associated with protecting assets against the
threat of terrorism. Under certain conditions, such as fulfilling short-
term space needs, leasing may be a lower-cost option than ownership.
However, our work over the years has shown that building ownership
often costs less than operating leases, especially for long- term space
needs. For example, in 1995, we found that 55 of 73 operating leases
that the General Services Administration (GSA) had entered into cost a
total of $700 million more than construction.[Footnote 2] In 1999, we
reported that for eight of nine major operating lease acquisitions GSA
had proposed, construction would have cost less than leasing and saved
the government $126 million over 30 years.[Footnote 3]
In February of 2004, the President signed Executive Order
13327,[Footnote 4] which created the Federal Real Property Council
(FRPC). Real property management also was added to the President's
Management Agenda[Footnote 5] to address the problems we had raised in
our high-risk report. The order required executive branch
agencies[Footnote 6] to standardize real property data for inclusion in
a governmentwide database of owned and leased space, known as the
Federal Real Property Profile (FRPP). FRPP is maintained by GSA on
behalf of FRPC, which controls access to the data. Shortly after
signing the executive order, the President added the Federal Asset
Management Initiative, commonly referred to as the real property
initiative, to the President's Management Agenda. Under the executive
order, the Office of Management and Budget (OMB) was given the
responsibility to, among other things, review the efforts of agencies
in achieving the governmentwide policies established in the executive
order. In our April 2007 update on real property high-risk
issues,[Footnote 7] we concluded that these efforts provided a good
foundation for strategically managing federal real property, but that
more progress was needed for us to remove real property management from
our high-risk list.
You requested that we evaluate federal leasing trends and challenges.
To do so, we addressed the following questions:
1. What is the profile of domestically held, federally leased space,
including the overall amount and type of space agencies lease, and what
are any related trends?
2. What factors drive agencies to lease space that may be more cost-
effective to own?
3. What actions has the administration taken, and what alternative
approaches have been proposed, to address agencies' reliance on costly
leased space?
To answer the first question, we used publicly available data from
FRPP, as well as additional data analyses we requested from OMB. These
additional analyses used data from the three civilian real-property-
holding agencies with the largest portfolios of leased building space
held within the United States and U.S. territories--GSA, the U.S.
Postal Service (USPS), and the U.S. Department of Agriculture
(Agriculture)--to develop a more detailed analysis and assessment of
FRPP data. We used data from GSA's Public Building Service to examine
trends in leasing because GSA had historical data and GSA's tenants
represent a cross-section of federal agencies. These data are different
from those of FRPP. FRPP data are governmentwide, while Public Building
Service data are more detailed and are only for properties that GSA
controls. The FRPP data were generally reliable for describing the
inventory, but data quality concerns, such as missing data, which we
identified both during this review and previously,[Footnote 8] would
limit the usefulness of FRPP for other purposes, such as strategic
decision making. OMB is taking action to address these data quality
concerns. USPS and Agriculture could not provide us with an electronic
copy of historical data on their leases; therefore, we could not
include information from these agencies in our analysis of trends. We
determined that the FRPP and GSA Public Building Service data were
sufficiently reliable for the purposes of our review by reviewing GSA's
data systems and other reports. In addition, we defined "domestic" or
"domestically held" leased space as being in the United States and U.S.
territories.
To answer the second question, we analyzed seven GSA and three USPS
building leases to determine the estimated cost of leasing versus the
cost of new construction. We visited GSA regional offices in Atlanta,
Georgia; Chicago, Illinois; and Fort Worth, Texas; and USPS facility
service offices in Lawrenceville, Georgia; Bloomingdale, Illinois; and
Dallas, Texas, to determine the reasons that led these agencies to
lease certain building space. We selected these locations because
multiple agencies leased space there, the number of larger-dollar-value
leases was high, and the locations were geographically diverse. The
building leases we selected were among the larger-dollar-value leases
within these locations. Our findings from visits to, and economic
analyses of, federally leased space cannot be generalized to federally
leased space nationwide. USPS provided similar data for its leases but
requested that we not provide them in this report because of a Postal
Regulatory Commission ruling that such data should not be disclosed to
the public.
To answer the third question, we analyzed administration and agency
efforts to address long-standing problems in real property and past
proposals for reforming federal leasing policy. For this question, we
did not focus on issues related to USPS, because USPS is not subject to
OMB guidance on leasing. In addressing each of the three questions, we
interviewed agency officials and obtained and analyzed relevant laws
and documents. Additional information on our methodology appears in
appendix I. We conducted this performance audit from July 2006 to
January 2008 in accordance with generally accepted government auditing
standards. Those standards require that we plan and perform the audit
to obtain sufficient, appropriate evidence to provide a reasonable
basis for our findings and conclusions based on our audit objectives.
We believe that the evidence obtained provides a reasonable basis for
our findings and conclusions based on our audit objectives.
Results in Brief:
Federal agencies rely extensively on leasing, occupying about 398
million square feet of leased building space domestically in fiscal
year 2006, according to data from FRPP. Over half of the leased square
footage is used for offices, with the remaining space allocated for a
mix of warehouses, family housing, schools, and other uses. GSA (which
acts as a leasing agent for most federal agencies), USPS, and
Agriculture were the dominant civilian agencies, leasing roughly 71
percent of this space, with the military services leasing an additional
17 percent. FRPP is a relatively new inventory, and as a result,
governmentwide data on leasing trends are not available. However, GSA
maintains historical data on leasing and ownership that are useful for
trends because GSA's tenants represent a cross-section of federal
agencies. The most striking trend in GSA-leased space is that,
according to GSA, for the first time, it predicts it will lease more
space than it owns in 2008. From fiscal year 2003 through fiscal year
2006, GSA increased its leased space from about 160 million square feet
to about 172 million square feet while its owned space decreased from
about 180 million square feet to about 174 million square feet. GSA
also analyzes trends in its leased portfolio, including trends in lease
extensions and vacancy rates.
In the 10 leases we examined, decisions to lease space for long-term
needs that would have been more cost-effective to own were driven by
the limited availability of capital for ownership and other
considerations, such as security and operational efficiency. For four
of the seven GSA leases we analyzed, leasing was more costly over the
long term than construction--by an estimated $83.3 million over 30
years. For example, GSA executed leases for the Federal Bureau of
Investigation's (FBI) field offices in Chicago in 2006 and in Tampa in
2005. These leases were estimated to cost $40 million and about $7
million more, respectively, than federal construction over 30 years.
GSA officials said they entered into these leases because GSA lacked up-
front capital at that time and there were security considerations. For
GSA, limited funding for construction is exacerbated by federal budget
scorekeeping rules, which require, for ownership and capital leases,
that the full cost of the government's commitment be recorded in the
budget in the first year. In contrast, for operating leases, only the
amount needed to cover yearly lease payments plus cancellation costs is
required to be recorded in the annual budget, thereby making operating
leases "look cheaper" in any given year. This is a long- standing
challenge, and overreliance on leasing is one of the major reasons we
designated federal real property management as a high-risk area.
Although USPS is not subject to the federal budget scorekeeping rules,
USPS officials said that limited up-front capital to fund construction
projects also is a hindrance for USPS.
The administration has made considerable progress in focusing on long-
standing problems in the real property area, such as poor data and
excess property, but efforts to address the leasing challenge have been
limited. The 2004 executive order on real property management,
establishment of FRPC, and other related initiatives have given greater
emphasis to improving real property management and have brought a more
strategic focus to fixing the problems. However, the impact of budget
scorekeeping rules--though rooted in sound budget policy and designed
to promote transparency--on real property costs has not been addressed.
We have raised this issue for almost 20 years. Over this time, several
proposals have been discussed, such as scoring operating leases the
same as ownership when they are used to meet a long-term need or
establishing capital acquisition funds at agencies to fund ownership.
However, none of these proposals have been implemented. OMB staff said
that the administration's efforts have not yet addressed the leasing
challenge and that basic improvements, such as developing a reliable,
governmentwide inventory of space and establishing performance
measures, had to occur before OMB could take on broader, more complex
policy issues such as the leasing challenge. Nonetheless, with progress
being made and increased commitment by OMB and Congress to address long-
standing real property problems, there is reason to be optimistic that
the leasing challenge can be addressed. We are therefore recommending
that OMB, in conjunction with FRPC and other stakeholders, develop a
strategy to reduce agencies' reliance on leased space for long-term
needs when ownership would be less costly.
OMB generally agreed with the report and its recommendation but asked
that we narrow the recommendation to focus on how to identify those
instances in which agencies are relying on costly leasing. A means of
identifying such leases could logically be part of the strategy we are
recommending and seems worthwhile pursuing. However, our report
objectives did not include how best to identify costly leases, and
therefore we chose not to change our recommendation. OMB also provided
technical clarifications, which we incorporated where appropriate. GSA
also agreed with the report and provided technical clarifications,
which we incorporated where appropriate. USPS and Agriculture did not
provide comments on the draft report.
Background:
The federal real property environment has many stakeholders and
involves a vast and diverse portfolio of assets that are used for a
wide variety of missions. Real property is generally defined as
facilities, land, and anything constructed on or attached to land.
According to FRPP data, the federal government owned and leased 1.2
million assets with a replacement value of $1.5 trillion in fiscal year
2006. The Department of Defense, USPS, GSA, and the Department of
Veterans Affairs hold the majority of the owned and leased facility
space. The makeup of the federal government's facilities reflects the
diversity of agencies' missions and includes office buildings, prisons,
post offices, courthouses, laboratories, and border stations.
GSA is authorized by law to acquire, manage, utilize, and dispose of
real property for most federal agencies. These authorities are
contained in title 40 of the U.S. Code, and GSA is responsible for its
implementation. Agencies are subject to title 40 authorities unless
they have their own specific real estate authority and are exempted
from title 40. Under title 40, GSA is authorized to enter into lease
agreements for up to 20 years that the Administrator of GSA considers
to be in the interest of the federal government and necessary to
accommodate a federal agency.[Footnote 9] GSA uses this authority to
lease space on behalf of many federal government agencies. In 1996, GSA
began a program called "Can't Beat GSA Leasing" that offered federal
agencies the choice of using GSA as their leasing agent or assuming
responsibility for their own leasing. Under this program, GSA delegated
leasing authority for general purpose space to the heads of all federal
agencies. GSA's original delegation consisted of six conditions, which
included the requirements that federal agencies acquire and utilize
leased space in accordance with all applicable laws and regulations. In
December of 2002, GSA revised its regulations to specifically state
that all agencies must follow the budget scorekeeping[Footnote 10]
guidelines and OMB's requirements for leases, capital leases, and lease
purchases identified in appendixes A and B of OMB Circular A-
11.[Footnote 11] Federal agencies also may have their own independent
statutory authority related to real property. In November 2007, GSA
amended its delegations of leasing authority to acquire general purpose
office space and special purpose office space. GSA said its basis for
amending these delegations of authority was to increase oversight and
to facilitate compliance with all applicable laws and regulations
governing the acquisition of real property, since several recent audits
of its delegation program found instances in which agencies had failed
to meet the requirements of their leasing delegation. USPS, which is an
independent establishment in the executive branch, is authorized to
sell, lease, or dispose of property under its general powers and is
exempt from most federal laws dealing with real property and
contracting.[Footnote 12]
Since 2003, we have reported that federal real property is a high-risk
area due to excess and deteriorating property, reliance on costly
leasing, unreliable data, and security challenges. Specifically,
problems are exacerbated by underlying obstacles that include competing
stakeholder interests, legal and budgetary limitations, and the need
for improved capital planning. For example, agencies cited local
interests as barriers to disposing of excess property, and agencies'
limited ability to pursue ownership leads them to lease property that
may be more cost-effective to own over time. In February of 2004, the
President signed Executive Order 13327 and added real property
management to the President's Management Agenda, which scores agencies
on their progress in meeting performance targets. The order applies to
24 executive branch departments and agencies,[Footnote 14] but not to
USPS. Agencies under that executive order have, among other things,
designated senior real property officers, established asset management
plans, standardized real property data reporting, and adopted various
performance measures to track progress. The administration's
establishment of FRPC also supports reform efforts. Furthermore, OMB
staff said that the administration intends to work with Congress to
provide agencies with tools to more effectively manage their real
property assets. To meet the order's requirement for standardized real
property data reporting, FRPC worked with GSA to develop FRPP.[Footnote
15] The first governmentwide reporting of inventory data for FRPP took
place in December of 2005, and selected data were included in the
fiscal year 2005 Federal Real Property Report, published by GSA on
behalf of FRPC in June of 2006. In our April 2007 update on real
property high-risk issues, we reported that the administration and
major real-property- holding agencies had made progress toward
strategically managing federal real property and addressing some long-
standing problems.
Federal Agencies Rely Extensively on Leasing, Especially for Office
Space Needs; GSA Predicts It Will Lease More Space Than It Owns in
2008:
Federal agencies rely extensively on leasing, occupying about 398
million square feet of leased building space domestically in fiscal
year 2006, according to data from FRPP. According to fiscal year 2006
FRPP information, GSA and USPS hold the majority of the federal
government's leased building space, totaling about 270 million square
feet, or about 67 percent of the leased inventory of space within the
United States and U.S. territories. Agriculture holds 4 percent of
leased space. In fiscal year 2006, GSA, which acts as a leasing agent
for other agencies, had 6,750 leases and provided slightly less than
169 million square feet of leased building space to nearly every
department within the federal government. Table 1 shows the amount of
domestically leased space by agency, according to FRPP.
Table 1: Profile of Building Asset's Leased Square Footage in the
United States and U.S. Territories by Federal Agencies, Fiscal Year
2006:
Agency name: GSA;
Leased square footage: 168,929,552.
Agency name: USPS;
Leased square footage: 99,527,123.
Agency name: Army;
Leased square footage: 43,665,656.
Agency name: Agriculture;
Leased square footage: 16,752,216.
Agency name: Air Force;
Leased square footage: 15,800,618.
Agency name: Navy;
Leased square footage: 9,173,844.
Agency name: Transportation;
Leased square footage: 7,854,759.
Agency name: Veterans Affairs;
Leased square footage: 7,589,059.
Agency name: Energy;
Leased square footage: 6,657,275.
Agency name: Health and Human Services;
Leased square footage: 4,160,208.
Agency name: Interior;
Leased square footage: 4,025,243.
Agency name: Labor;
Leased square footage: 3,776,466.
Agency name: Justice;
Leased square footage: 3,227,893.
Agency name: Treasury;
Leased square footage: 1,474,853.
Agency name: Homeland Security;
Leased square footage: 1,470,675.
Agency name: Commerce;
Leased square footage: 1,197,995.
Agency name: National Archives and Records Administration;
Leased square footage: 545,258.
Agency name: National Aeronautics And Space Administration;
Leased square footage: 524,029.
Agency name: Defense/Washington Headquarters Service;
Leased square footage: 499,559.
Agency name: Corps of Engineers;
Leased square footage: 303,769.
Agency name: Environmental Protection Agency;
Leased square footage: 243,732.
Agency name: National Science Foundation;
Leased square footage: 188,527.
Agency name: State;
Leased square footage: 183,848.
Agency name: Office of Personnel Management;
Leased square footage: 91,271.
Agency name: Peace Corps;
Leased square footage: 18,886.
Agency name: U.S. Agency for International Development;
Leased square footage: 3,553.
Agency name: Total;
Leased square footage: 397,885,867.
Source: OMB.
[End of table]
Office Space Is the Predominant Type of Federally Leased Space:
According to FRPP data, over half of the space, in terms of square
footage, is office space, with a mix of other uses including
warehouses, family housing, and schools. The single largest category of
federally leased space--office-related purposes--accounts for
approximately 201 million square feet, or 51 percent of all domestic
leased building space. This category includes office space and military
headquarters space. The second largest category of leased space, "all
other," includes space for post offices and laboratories, as well as
other buildings that cannot be classified in other categories. About
104 million square feet of leased space were reported in this category.
In addition, agencies reported leasing about 29 million square feet of
building space for warehouses and about 22 million square feet for
family housing--a category that includes, among other things, public
housing and military personnel housing. Figure 1 shows domestic leased
square footage by predominant usage.
Figure 1: Federal Real Property Profile of Leased Square Footage by
Predominant Usage in the United States and U.S. Territories, Fiscal
Year 2006:
This figure is a pie chart showing federal property profile of leased
square footage by predominant usage in the United States and U.S.
territories, fiscal year 2006.
Office: 201,323,405: 51%;
All other: 103,781,617: 26%;
Warehouses: 29,116,818: 7%;
Family housing: 22,394,749: 6%;
Miscellaneous: 12,621,830: 3%;
School: 11,026,595: 3%;
Other institutional uses: 9,221,927: 2%;
Service: 8,398,931: 2%.
[See PDF for image]
Source: GAO.
Note: The "other institutional uses" category includes buildings such
as libraries, chapels, museums, and outpatient clinics. The
miscellaneous category includes the remaining leased building space
predominant use categories--laboratories; dormitories/barracks;
hospital, prison, and detention centers; industrial, navigation and
traffic aids; communication systems; and post offices. The service
category includes buildings used for service activities, such as
maintenance and repair shops.
[End of figure]
As the federal agency that leases the most space, GSA leases space for
a variety of purposes, but about 152 million square feet, or 90 percent
of its leased portfolio, is leased exclusively for offices. GSA also
leases about 15 million square feet, or about 9 percent of its overall
leased portfolio, for warehouses for agencies. Additionally, GSA leases
building space for such purposes as laboratories, family housing, and
other miscellaneous uses. These uses account for about 1 percent of its
leased space. Agriculture had more than 3,700 leases totaling nearly 17
million square feet of building space in fiscal year 2006. About 92
percent of Agriculture's leased space, or slightly more than 15 million
square feet, is for offices. Agriculture also has a little over a
million square feet leased under the all other, warehouse, and service
categories. According to FRPP data, USPS has roughly 28,100 leases,
which are categorized as all other. According to OMB staff, because of
a USPS data-coding error, the square footage for USPS assets was
included in the "all other" category and accounts for about 95 percent
of the square footage reported for this category. USPS told us that the
majority of its leased buildings are used primarily for customer
service post offices, and a portion of its building space is used for
retail facilities and carrier annexes.[Footnote 16]
We did not develop data on the overall yearly cost of leased space to
the federal government. OMB staff said that variation in costs included
in lease payments among agencies would create data consistency
problems. As an indicator of asset value, FRPP tracks replacement
value--or the cost to replace leased space with owned space--and the
estimated replacement value of the federal government's existing
domestic leases totals $48 billion.
Data Quality Remains a Challenge:
In April of 2007, we reported that although agencies have made progress
in collecting and reporting standardized real property data for FRPP,
data reliability is still a challenge at some of the agencies, and
agencies lack a standard framework for data validation.[Footnote 17]
For this review, we assessed the fiscal year 2006 FRPP leasing data and
found them to be generally reliable for the purpose of profiling the
leased inventory. However, we noted some data quality issues that would
be cause for concern if FRPP were used for more than describing the
inventory, such as strategic decision making. For example, USPS
categorized its 28,108 leased assets "mission dependent not critical"
and did not include annual operating costs for each leased asset. The
categorization of USPS's leased facilities as "mission dependent not
critical" and "not mission critical" could be questioned, since USPS's
facilities serve as the main channel for providing mail delivery
service to all people residing in the United States. In our April 2007
report, we recommended that OMB develop a framework that agencies can
use to better ensure the validity and usefulness of key real property
data in FRPP. OMB concurred with this recommendation and has required
agency-specific validation and verification plans and, according to OMB
officials, has developed an FRPP validation protocol to certify agency
data. According to OMB staff, each score card agency has developed and
implemented an agency-specific data validation and verification plan.
GSA's Reliance on Leasing Continues to Increase:
FRPP is a relatively new inventory, a result of implementing Executive
Order 13327, and therefore governmentwide data on leasing trends were
not available. However, GSA, whose tenants represent a cross-section of
federal agencies, maintains historical data that are useful in
examining trends. The most striking trend in GSA-leased space, GSA
predicts, is that for the first time it will lease more space than it
owns in 2008. From fiscal year 2003 through fiscal year 2006, GSA
increased its leased space from about 160 million square feet to about
172 million square feet while its owned space decreased from about 180
million square feet to about 174 million square feet.[Footnote 18]
Besides tracking total leased square footage, as all federal agencies
are required to do for FRPP, GSA captures, analyzes, and evaluates a
number of other leasing trends, including trends in lease extensions,
vacancy rates in leased facilities, negative net operating income
leases,[Footnote 19] and GSA lease rates compared with market lease
rates. GSA conducts trend analysis using the data from prior years that
it retains, or annually archives. GSA officials stated that annually
archiving data is the key to establishing baselines and conducting
trend analysis because it aggregates data for similar fields over time,
which allows for analyses of comparable data each year. According to
GSA officials, these analyses can then be used to better anticipate and
react to market changes, helping to ensure the most efficient
management of the lease portfolio. GSA officials said they can use
annually archived data to isolate key trends, examine the causes of
these trends, and identify potential solutions. According to GSA
officials, they are broadening the use of outside published data to
forecast market conditions and rent for leasing activity.
GSA officials told us that trend analysis with annually archived data
can identify "low-value" leases--those for which the government is
currently paying above-market rates. Such analysis also can identify
leases in markets where rental rates are forecasted to grow quickly and
the government risks paying higher lease rates in the future. Second,
trend analysis of market data comparisons can indicate whether a lease
extended without full competition is more expensive than a lease fully
competed in the free market. GSA estimated that approximately 65
percent of its expiring leases were extended at the request of tenant
agencies. GSA officials said that leases that are extended could
potentially place GSA at risk, especially in areas where the agency may
be overpaying because of changing market rates. According to GSA
officials, information on vacancy rates is crucial for asset managers
to effectively manage and minimize vacancies.
Decisions to Lease Selected Federal Properties Are Not Always Driven by
Cost-effectiveness Considerations:
In the 10 leases we examined, decisions to lease space that would be
more cost-effective to own were driven by the limited availability of
capital for ownership and other considerations, such as operational
efficiency and security. To examine the cost-effectiveness of leasing
decisions, we analyzed economic analyses--30-year net present value
calculations--that GSA provided for seven building leases and that USPS
provided for three leases.[Footnote 20] We found that leasing was more
costly over the long-term than construction for four of the seven GSA
leases, and these four GSA leases were estimated to be $83.3 million
more costly over 30 years than construction.[Footnote 21] Table 2 shows
the results of our analyses for the seven selected GSA lease
acquisitions, the comparative cost advantages and disadvantages of
construction versus leasing for these acquisitions, and the reasons
cited by agency officials for leasing. USPS provided similar data for
its leases but requested that we not provide them in this report
because of a Postal Regulatory Commission ruling that such data should
not be disclosed to the public.
Table 2: Comparative Cost Advantages and Disadvantages of Construction
versus Leasing for Selected GSA Buildings:
Square feet in thousands, dollars in millions.
[See PDF for image]
Source: GSA.
Source: GSA.
[End of table]
Case Examples: FBI Field Offices in Chicago, Illinois, and Tampa,
Florida:
For FBI's field office in Chicago, Illinois, the 30-year net present
value cost of meeting FBI's long-term space need with an operating
lease was estimated to cost $40 million more than construction. In this
instance, GSA officials stated, limited availability of up-front
capital and security considerations prevented them from pursuing
ownership at that time. According to GSA officials, before deciding to
enter into the lease in 2006 for the new field office, which has a 14-
year term, GSA pursued other options for its tenant agency, including
repair and alteration and building construction. Ultimately, these
options proved unfeasible because, according to GSA officials, massive
repairs were needed at one of the proposed facilities and existing
facilities could not meet new building security requirements
established after the September 11, 2001, terrorist attacks.
For the FBI field office in Tampa, Florida, the 30-year net present-
value cost of meeting FBI's long-term space need with an operating
lease was estimated at about $7 million more than construction over a
30-year period in 2005. According to a GSA official, building
construction was never considered as a viable option because of the
perceived lack of necessary up-front capital. A GSA official stated
that FBI had outgrown existing space in several leased facilities
throughout the city and cited enhanced security requirements,
anticipated expansion, and the immediacy of FBI's space need as major
reasons for consolidating existing leases into one central location.
The term of the lease is 15 years. Primarily because of the amount of
square footage required, virtually all downtown Tampa locations were
eliminated. GSA is using operating leases to help FBI meet long-term
needs for field offices. For instance, GSA is using operating leases in
40 of 41 new FBI field office locations across the country. Figure 2
shows the FBI field offices in Chicago and Tampa.
Figure 2: FBI Field Office in Chicago, Illinois, and Tampa, Florida:
This figure is a combination of two photographs of the GSA operating
leases for the Federal Bureau of Investigation (FBI) Field Offices in
Chicago, Illinois, and Tampa, Florida.
Source: GSA.
[End of figure]
Case Example: Bureau of Alcohol, Tobacco, and Firearms and Secret
Service, Chicago, Illinois:
GSA entered into 10-year operating leases in Chicago for the Bureau of
Alcohol, Tobacco, and Firearms and the Secret Service in the same
building, estimated at a 30-year net present value to cost $33 million
more than construction. GSA officials said that the prior leases for
both agencies, which also were housed previously in the same facility,
expired and the original lessor opted not to retain the agencies as
tenants for various reasons, including the need for enhanced security
requirements. GSA did not have any owned federal space available in its
existing inventory to meet the specialized security needs of both
agencies, so finding another location that met their security needs was
a major factor in choosing the new space.
Funds for Ownership Are Limited:
For GSA, limited funding for construction is exacerbated by federal
budget scorekeeping rules which require, for ownership and capital
leases, that the full cost of the government's commitment be recorded
up front in the budget. In contrast, for operating leases, only the
amount needed to cover yearly lease payments plus cancellation costs is
required to be recorded in the budget, thereby making operating leases
"look cheaper" in any given year.[Footnote 22] This is a long-standing
problem, and overreliance on leasing is one of the major reasons we
designated federal real property management as a high-risk area. The
budget scorekeeping issue and efforts to resolve it will be discussed
at length later in this report.
GSA real property officials in the regions we visited told us that for
most space requests they fulfill, constraints on capital funding
influenced their pursuit of ownership as a realistic option. While
several of the GSA officials we spoke with noted that construction
funds are available for capital projects in their region, these dollars
tend to be designated for the construction of agency headquarters,
courthouses, and border stations and typically are not used for federal
office space, such as that needed to fulfill FBI's field office needs.
Specifically, for fiscal years 2006 through 2008, the President
requested funding for GSA primarily for courthouses or border stations,
although for all 3 years GSA requested funds to cover other
construction and repair and alteration projects. According to GSA real
property officials, these types of constraints on construction funding
for federal office space often limit their ability to pursue ownership
for general purpose office space.
For this review, GSA developed and provided a 30-year net present-value
analysis of leasing versus ownership for the building leases we
selected. When proposing a lease, GSA no longer provides this type of
analysis to Congress. According to GSA officials, until the submission
of the fiscal year 1995 capital investment and leasing program, GSA
included the results of a 30-year net present-value analysis of housing
alternatives in lease prospectuses. Now, according to GSA officials,
GSA instead performs a scoring analysis for all lease prospectuses. The
scoring analysis, GSA officials said, includes an estimate of
construction costs. Other estimated costs include those for the
proposed asset's design, management, and inspection and site
acquisition. According to GSA, these combined estimates provide a total
asset value based on cost that forms the basis for determining whether
the proposal scores as a capital or an operating lease. GSA officials
said GSA's authorizing committees requested that they provide this
information with lease prospectuses in lieu of the 30-year net present
value analysis.
Although USPS is self-financed and not dependent on appropriations or
subject to the scorekeeping rules that apply to other federal agencies,
USPS officials said that limited up-front capital to fund construction
projects is also a hindrance to ownership. USPS's leasing guidance
states that a lease-versus-purchase analysis is to be conducted when
new construction leasing or the purchase of a building is the
recommended building acquisition alternative. These lease-versus-
purchase analyses consider the net present value and the return on
investment of acquisition alternatives. The lease-versus-purchase
analysis at USPS includes the purchase of a newly constructed building,
but also can include the exercise of options available in certain lease
contracts to purchase a currently leased building. USPS officials at
the three facilities service offices we visited said major reductions
in capital funding dictated many of their decisions about leasing and
ownership. In particular, USPS headquarters officials stated that they
would prefer to own all of the larger facilities, such as mail-
processing facilities, but that capital constraints can prevent
ownership of all such facilities.
Operational Considerations Also Drive Decisions to Lease:
While GSA and USPS officials emphasized that the limited availability
of capital was a major impediment to building ownership, they also
cited operational requirements--such as changes to an agency's mission,
immediate space needs, security requirements, or a desire for
flexibility--as drivers of the decision to lease rather than own space.
Other factors, such as shorter-term or smaller space needs, also may
influence agencies' decisions to lease space. GSA and USPS officials
cited agency mission as a reason they chose to pursue leasing rather
than building ownership for certain projects. For instance, USPS
officials said they strive to locate postal service buildings in areas
that will optimize the efficiency of mail delivery. Thus, when deciding
between leasing and constructing a building, they may consider
operational factors such as the size of a facility, traffic routes,
access to parking, and convenience for the customer. USPS officials
noted, particularly for customer service post offices, that leasing in
existing retail space, rather than constructing a new facility, is
usually the optimal way to reach customers. However, as we have
previously reported,[Footnote 23] significant challenges remain related
to USPS's planning and implementation of its infrastructure
realignment, which is designed to reduce excess capacity as well as
reflect changes in operations. Further challenges persist related to
USPS's identification and disposal of excess property. We previously
have recommended that USPS develop a facilities plan that includes a
strategy for how USPS intends to rationalize the postal facilities
network and remove excess processing capacity and space from the
network.[Footnote 24] In some instances, officials told us that
operational requirements take precedence over economic considerations.
For instance, automation at USPS has affected operational planning
requirements for future facilities by changing the expected need for
square footage. GSA officials also cited changes in a tenant agency's
mission as dictating an immediate need for space. For instance,
expanding mission requirements for the Department of Homeland Security
created additional space requirements. Faced with a changing mission
and relatively immediate space needs, agencies may opt for lease
construction rather than federal construction, GSA officials told us,
because lease construction is perceived to take less time than federal
construction. Under lease construction, an agency works with the
private sector to design and build a building that the government
leases to meet the agency's mission needs. The private developer
finances the construction of the building and agrees to lease the
finished building to the agency. This arrangement allows an agency to
obtain a new building suited to its needs without having to pay the up-
front costs associated with federal construction. GSA officials said
that it is highly challenging to determine when a tenant agency's
mission may change and what space needs may subsequently emerge.
Both GSA and USPS cited the need for flexibility in their space
assignments as a reason for leasing rather than owning space. Certain
agencies that GSA obtains space for, such as the Social Security
Administration, try to locate their facilities close to their
customers. As demographic shifts occur in certain areas of the country,
customers can potentially move to new areas. GSA real property
officials stated that leasing rather than ownership is frequently used
to give these agencies the flexibility to relocate closer to their
customers, if necessary. Postal officials also cited flexibility as a
reason for leasing retail post office space. According to Postal
Service officials in the Southwest Facilities Service Office, recent
population increases in Texas and Northwestern Arkansas may expand the
need for retail postal facilities in these areas. Because the majority
of the space USPS obtains in the region is small and subject to
demographic shifts, leasing provides flexibility to meet changing
operational needs.
Security Considerations Can Lead to Leasing:
Due to the expansion of security requirements in recent years, such as
those for blast-resistant building exteriors and the need for greater
setbacks, GSA officials said that agency requirements have become more
stringent and complex. In some circumstances, GSA officials said, these
security needs cannot be met in existing federal buildings, causing
agencies to pursue lease construction. When acquiring space for the FBI
field office in Chicago, GSA first pursued the option of repair and
alteration and then building purchase. GSA officials said that after
reviewing the federal inventory and investigating the site with the
most potential, GSA determined that the repairs needed to make existing
federal building space comply with post-September 11 security
requirements would be cost prohibitive. Given the costliness of the
repair and alteration method and the limited availability of capital
for construction, GSA officials selected lease construction as the
method to acquire a building for FBI. Similarly, when looking for new
space to consolidate FBI operations in Tampa, GSA real estate
specialists told us they eliminated downtown Tampa--where existing
federal buildings were located--as a site because of the difficulty of
locating space with the required 100-foot building setbacks. GSA did
find, however, a private developer for a lease construction project
away from the downtown area on the Western Shore of Tampa.
Leasing Can Meet Short-term Needs and Is Sometimes Practical:
An additional factor that may cause agencies to lease space is a
customer's temporary or short-term space needs. For instance, GSA
officials said that over 200 GSA-owned and leased buildings were
damaged by Hurricane Katrina, necessitating the relocation of 2,600
federal employees from 28 federal agencies, many of which were GSA
tenant agencies. To meet this emergency need, GSA expanded its use of
leases to house agencies in temporary space to fulfill a short-term
need. GSA Regional officials told us they still have a number of
Hurricane Katrina-related leases in their portfolio.
Agencies also choose leasing over ownership because it is a practical
way to address issues such as a limited amount of available federal
space in a geographic area or a need for a small amount of square
footage. GSA officials stated that in certain rural locations,
construction would not be economically advantageous. The amount of
square footage needed also may dictate whether an agency chooses to
lease rather than own space. For instance, more than 80 percent of
GSA's leases are for 20,000 square feet or less. When agencies require
less than 20,000 square feet, GSA officials stated, leasing is usually
cost-competitive with ownership, and federal construction is an
unlikely option. Additionally, USPS officials told us that many of
their assignments are for 3,000 square feet or less and that for
assignments of this size, construction is not often practical.
Various Alternatives for Addressing the Leasing Challenge Have Been
Debated, but No Action Has Been Taken to Resolve This Difficult Issue:
The administration has made considerable progress in focusing on long-
standing problems in the real property area such as poor data and
excess property. The executive order on real property management,
establishment of FRPC, and other related initiatives have given greater
emphasis to improving real property management and bringing a more
strategic focus to fixing the problems. However, the administration's
efforts to address the leasing challenge have been limited. As
mentioned previously, building ownership through construction or
purchase is often the least expensive way to meet agencies' long-term
requirements.[Footnote 25] For operating leases, only the amount needed
to cover yearly lease payments plus cancellation costs is required to
be recorded in the annual budget, thereby making operating leases "look
cheaper" in any given year even though they are generally more costly
over time. We have raised this issue for almost 20 years in several
reports and testimonies. For example, we have reported as follows:
"Efforts to increase ownership are — hampered by a budgetary bias
against capital investment. GSA must record in 1 year's budget the
total cost of a newly constructed or purchased building, but is
required to record only 1 year's lease payments for a leased building.
As a result, leasing appears to be less costly for the current year
despite its greater long-term costs" (December 1989, GAO/GGD-90-11).
"...consideration [should] be given to revisiting the scoring of
operating leases. In principle, those leases that are perceived by all
sides as long-term federal commitments ought to be scored in a way that
is comparable to direct federal ownership. Applying the principle of
full recognition of the long-term costs to all instruments is more
likely to promote the emergence of the most cost-effective alternative"
(October 1993, GAO/T-AIMD-GGD-94-43).
"...GSA's economic analysis for 55 ... leases it proposed showed that
federal construction would have been a less costly alternative and
would have saved approximately $700 million (present value) over a 30-
year period" (July 1995, GAO/T-GGD-95-149).
"...a GSA present value cost analysis estimated that the recently
leased U.S. Patent and Trademark Office-complex currently being
constructed in Alexandria, Virginia, by a private company, cost
taxpayers about $48 million more to lease over the 20-year lease period
than it would have cost to purchase it" (April 2003, GAO-03-609T).
"Federal real property is a high-risk area due to excess and
deteriorating property, reliance on costly leasing, unreliable data,
and security challenges ... Energy, Interior, GSA, State, and VA
reported an increased reliance on leasing to meet space needs" (April
2007, GAO- 07-349).
A complete listing of these reports appears at the end of this report
in the Related GAO Products section.
It is important to recognize in any discussion about the budget
scorekeeping rules that their intended purpose is rooted in sound
budget principles and transparency. For Congress to efficiently
allocate resources, it needs to know and vote on the full cost of any
program it approves at the time the funding decision is made. Hence,
the scorekeeping rules require that budget authority for the cost of
purchasing an asset--whether through construction or purchase--be
recorded in the budget when it can be controlled, that is, up front, so
that decision makers have the information needed and an incentive to
take the full cost of their decisions into account. Under current
budget scorekeeping rules, the budget records the full cost of the
government's commitment in the year the commitment is made. As a
result, for operating leases, only the amount needed to cover the first
year lease payments plus cancellation costs need to be recorded,
thereby disguising the fact that over time, leasing will cost more than
ownership.[Footnote 26]
Scoring Can Have an Effect on Public-Private Partnerships:
In addition to encouraging the use of operating leases, the budget
scorekeeping rules have a clear impact on public-private partnerships.
One type of partnership that agencies such as the Department of
Veterans Affairs and the Department of Defense have specific statutory
authority to enter into is called an enhanced use lease agreement. Such
an agreement is a lease agreement for property under an agency's
control or custody that the agency can (1) enter into with a public or
private entity and (2) receive as payment under the lease either cash
or other consideration, such as repairs of the property. According to
the Congressional Budget Office (CBO), in a public-private partnership,
a business entity is created by public and private parties for a
single, specified purpose with activities that are predetermined by the
contracts and other arrangements between the parties involved.
The scoring of H.R. 3947, the Federal Property Asset Management Reform
Act of 2002, illustrates how scoring has, and will continue to have, an
impact on the prospects for greater use of public-private partnerships.
The bill--which was not enacted--would have authorized most federal
real-property-holding agencies, including GSA, to enter into
partnerships and other business arrangements with private firms to
improve the government's real property. Agencies could have sold,
leased, or conveyed government property as part of the business
arrangements and retained or spent the proceeds without further
appropriations. CBO expected that many of the ventures that agencies
would enter into would be used to finance investment on behalf of the
government. Because of the extent of the government's control and use
of the projects likely to be undertaken, CBO concluded that spending by
the ventures associated with that financing should be treated as
governmental and recorded as budget authority and outlays. CBO reported
that spending would increase by $1 billion between 2004 and 2012. CBO's
report contains a full explanation of CBO's conclusions.[Footnote 27]
Alternatives to the Current Budget Scorekeeping Rules Have Been
Proposed:
Over the nearly 20 years that we have been raising the scorekeeping
issue as a problem that needs to be addressed, several alternatives
have been discussed by, for example, the President's Commission to
Study Capital Budgeting and us. In addition to improving capital
planning overall so that the most cost-effective capital investments
can be identified, other alternatives have included scoring operating
leases up front and establishing capital acquisition funds at agencies
to fund ownership. Although these alternatives would pose various
implementation challenges, they serve to illustrate proposals that have
been considered.
Scoring Long-term Leases Up Front:
An alternative that could result in long-term savings for the
government, proposed in the past by us, would be to recognize that many
operating leases are used for long-term needs and should be treated on
the same basis as ownership. This would make such instruments
comparable in the budget to direct federal ownership and would foster
more cost-effective decision making by OMB and Congress. Applying the
principle of full, up-front recognition of the long-term costs to all
options for satisfying long-term space needs--whether through
construction, purchase, lease-purchase, or operating lease--is more
likely to result in the selection of the most cost-effective
alternative than using the current scoring rules. It is important to
note that there would be implementation challenges if this option were
pursued. Additionally, it would be challenging to reach consensus on
what constitutes long-term space needs that would warrant this up-front
budgetary treatment.
In commenting on various options for correcting the scoring issue, CBO
reported that ending the distinction between various types of leases
has been considered in the private sector. According to CBO, the
Financial Accounting Standards Board--noting that private firms often
devise leases that barely fall within the limits for operating leases-
-has considered requiring firms to capitalize all leases in their
books, rather than maintain the current distinction between capital
leases and operating leases. In the context of federal budgeting, CBO
reported that capitalizing all leases could mean scoring all leases up
front on the basis of the present value of lease payments over the
lease term, without attempting to distinguish between leases that are
equivalent to purchases--capital leases--and those that are not--
operating leases.
Establishing Capital Acquisition Funds to Pursue More Ownership:
The President's Commission to Study Capital Budgeting recommended in
1999 that Congress and the executive branch have one or more agencies
with capital-intensive operations establish a separate capital
acquisition fund (CAF) within their budget that would receive
appropriations for the construction and acquisition of large capital
projects.[Footnote 28] CAFs would use authority to borrow from
Treasury's general fund and then charge operating units within the
agency rents equal to the debt service (interest and amortization
costs) on those projects. Although the Commission's discussion of CAFs
was within the context of identifying measures short of capital
budgeting that the government could adopt, CAFs have implications for
the scoring issue because they represent a vehicle for providing up-
front funding for ownership. The main advantage of CAFs, according to
the Commission, is that they should improve agencies' planning and
budgeting. If units or divisions within agencies are charged the true
costs of their space and of other large capital items, they are likely
to make more efficient uses of those assets, according to the
Commission report. The report said that CAFs would not replace the
Federal Buildings Fund, GSA's governmentwide revolving fund. Authority
to acquire buildings through CAFs could be delegated by GSA as agencies
demonstrate their effectiveness in using this instrument. In 2005, we
reported that implementation issues could overwhelm the potential
benefits of CAFs, which could be achieved through simpler
means.[Footnote 29]
Real Property Initiative Has Not Yet Addressed the Leasing Challenge:
In our April 2007 report updating our designation of federal real
property as a high-risk area, we recommended that OMB, in conjunction
with FRPC, develop an action plan for how FRPC will address key
problems, including the continued reliance on costly leasing when
ownership would be more cost-effective over the long term. OMB agreed
with our recommendation and developed an action plan that included, as
a priority action, "analyz[ing] real property budget scoring issues."
OMB staff added that in their view, basic improvements, such as
developing a reliable, governmentwide inventory of space and
establishing performance measures had to occur before the
administration could take on broader, complex policy issues such as how
to address the leasing challenge. As a result, the current real
property reform initiative has lacked a comprehensive analysis of
alternatives and potential solutions to the leasing challenge. Without
such an analysis, agencies' reliance on costly leasing is likely to
continue and opportunities for using other instruments, such as public-
private partnerships, may be limited. OMB staff said that efforts to
resolve the leasing challenge could benefit from the input not only of
FRPC, but also of other outside stakeholders, including Congress. At a
minimum, consensus on resolving this difficult issue would involve
analyzing current and past legislative and administration proposals
that address the budget scorekeeping issue in relation to real
property, gauging stakeholders' perspectives on what proposals are most
viable, and determining the conditions under which leasing is an
acceptable alternative even if it is not the most cost-effective
option.
Conclusions:
The leasing challenge--under which agencies have become overreliant on
costly operating leases to meet long-term space needs--has persisted
for many years. We have reported since the late 1980s that this problem
has cost taxpayers hundreds of millions of dollars and needs to be
addressed. Overreliance on costly leasing was, and continues to be, a
major reason why real property management is on GAO's high-risk list.
Trends show continued reliance on significant amounts of leased space.
In particular, GSA predicts that in 2008 it will lease more space than
it owns--an unprecedented situation. The predilection for leasing has
been driven, in part, by federal budget scorekeeping rules, which make
operating leases an attractive alternative to ownership. The
scorekeeping rules, though rooted in sound budget policy and intended
to improve transparency, have had this undesirable effect. Various
alternatives have been proposed to remedy the problem, but it persists,
and reaching a resolution will not be easy. Whatever change is under
consideration--whether it involves scoring leases up front like
ownership or using other methods to spur ownership--will involve making
choices among competing priorities for limited federal resources.
Whether to increase funding for federal real property at the expense of
other programs and initiatives is properly a policy decision that only
Congress and the President can make. Nonetheless, with the improvements
in federal real property management made thus far and increased
commitment by OMB and Congress to address long-standing real property
problems, there is reason to be optimistic that stakeholders can reach
a consensus on how to address the leasing challenge.
Recommendation for Executive Action:
The Director of the Office of Management and Budget should direct the
Deputy Director for Management, Office of Management and Budget, in
conjunction with the Federal Real Property Council and in consultation
with key stakeholders including Congress, to develop a strategy to
reduce agencies' reliance on leased space for long-term needs when
ownership would be less costly. The strategy should, at a minimum,
analyze current and past legislative and administration proposals that
addressed the budget scorekeeping issue in relation to real property,
gauge stakeholders' perspectives on what proposals are most viable, and
identify the conditions, if any, under which leasing is an acceptable
alternative even if it is not the most cost-effective option.
Agency Comments and Our Evaluation:
We provided a draft of this report to OMB, GSA, Agriculture, and USPS
for review and comment. OMB generally agreed with the report and
concurred with our recommendation. OMB also provided technical
clarifications, which we incorporated, where appropriate. OMB's
comments are discussed in more detail below. OMB's letter is contained
in appendix II. GSA also agreed with the report and provided technical
clarifications, which we incorporated where appropriate. GSA's letter
appears in appendix III without the enclosure that contained the
technical clarifications. USPS and Agriculture did not provide comments
on the draft report.
While generally agreeing with our report and recommendation, OMB asked
us to narrow the scope of the recommendation and identified other
issues inherent to the acquisition of leased space, including (1)
leasing as a more practical option in certain situations, (2) the
validity of the 30-year net economic analysis comparing the acquisition
costs of owned and leased space, and (3) challenges associated with
pursuing building ownership. OMB asked us to narrow the scope of the
recommendation to identify instances in which agencies are relying on
costly, long-term leasing. A means of identifying such leases could
logically be part of the strategy we are recommending and seems
worthwhile pursuing. However, our report objectives did not include how
best to identify costly leases, and therefore we chose not to change
our recommendation. Over the last decade, our work has shown that GSA
relies heavily on operating leases to meet new long-term space needs
and that building ownership often costs less than operating leases,
especially for long-term space needs. In these reports, we cite
examples of leases that were estimated to cost millions of dollars more
than construction over the long-term, including operating leases for
the Patent and Trademark Office in Northern Virginia and the Department
of Transportation's headquarters building and the Securities and
Exchange Commission building in Washington, D.C. In this report, we
identify examples in which the comparative cost advantage of building
ownership would result in significant financial savings over the long
term, including the FBI field office buildings in Chicago, Illinois,
and Tampa, Florida (see table 2). Also, OMB said that we carefully
selected long-term lease arrangements in our report. Our report
methodology clearly indicates that we chose GSA's regional offices in
Atlanta, Georgia; Chicago, Illinois; and Fort Worth, Texas; and USPS
facility service offices in Lawrenceville, Georgia; Bloomingdale,
Illinois; and Dallas, Texas, because these locations had a high number
of larger-dollar-value leases and were geographically diverse.
OMB said that our report recognizes 80 percent of GSA's leases are for
20,000 square feet or less. OMB also said that when there is general
purpose office space available in a competitive marketplace, leasing
may be a more viable option. Our report acknowledges that leasing is a
practical way to address issues such as a limited amount of available
federal space in a geographic area or a need for a small amount of
square footage. In addition, we cite operational requirements--such as
changes to an agency's mission, immediate space needs, security
requirements, or a desire for flexibility--as drivers of the decision
to lease rather than own space. OMB said that the 30-year economic
comparison of leasing to ownership will almost always show that
ownership is more cost-effective than leasing, especially when
including land values, and that the federal government may not recoup
the value the 30-year comparison suggests. We believe that the 30-year
net present-value analysis, which GSA has used for decades and that
measures multiyear cash flows in present-dollar terms so the value of a
dollar received today can be compared against the value of a dollar
received in the future, remains a valid measure for evaluating long-
term costs of leasing versus building ownership. Finally, OMB states
that in instances where there is a long-term need or if there is a need
for a special purpose facility not readily available in the leasing
market, that acquisition is an appropriate strategy and that agencies
should budget accordingly. Our report discusses at length GSA's and
USPS's concerns that they lack the up-front capital to pursue building
ownership for facilities. For example, GSA officials we spoke with in
the field said that construction funds are available for capital
projects in their region but these dollars tend to be designated for
the construction of agency headquarters, courthouses, and border
stations and typically are not used for federal office space, such as
that needed to fulfill FBI's field office needs.
As agreed with your offices, unless you publicly announce the contents
of this report earlier, we plan no further distribution until 30 days
from the report date. At that time, we will send copies of this report
to the Director and Deputy Director of OMB, the Administrator of GSA,
and the Postmaster General of the United States. Additional copies will
be sent to interested congressional committees. We also will make
copies available to others upon request, and the report will be
available at no charge on the GAO Web site at [hyperlink,
http://www.gao.gov].
If you have any questions about this report, please contact me at (202)
512-2834 or at goldsteinm@gao.gov. Contact points for our Offices of
Congressional Relations and Public Affairs may be found on the last
page of this report. GAO staff who made key contributions to this
report are listed in appendix IV.
Signed by:
Mark L. Goldstein:
Director, Physical Infrastructure Issues:
[End of section]
Appendix I: Objectives, Scope, and Methodology:
Our objectives were to identify (1) the profile of domestically held,
federally leased space, including the overall amount and type of space
agencies lease, and discuss any related trends; (2) the factors that
drive agencies to lease space that may be more cost-effective to own;
and (3) the actions, if any, the administration has taken, and what
alternative approaches have been proposed, to address agencies‘
reliance on costly leased space.
To identify the profile of domestically held, federally leased space,
we examined the Federal Real Property Profile (FRPP), the government‘s
real property database, and federal fiscal year 2006 leasing data and
obtained breakouts of leased building space by federal agency and
predominant usage. FRPP is maintained by the General Services
Administration (GSA) on behalf of the Federal Real Property Council,
which controls access to the data. We eliminated federal agencies from
consideration that lease their building space overseas. We identified
three civilian real-property-holding agencies that are the largest in
terms of leased building space held within the United States and U.S.
territories for a more detailed analysis and assessment of FRPP data.
These agencies are GSA, the U.S. Postal Service (USPS), and the U.S.
Department of Agriculture (Agriculture), which collectively hold 71
percent of domestic, federally leased space. We analyzed GSA‘s, USPS‘s,
and Agriculture‘s fiscal year 2006 FRPP leasing data, including the
data for elements such as real property type, use, legal interest,
status, reporting agency, using organization, size, rate of
utilization, value, condition index, mission dependency, annual
operating and maintenance costs, and general location. To analyze the
major trends in leased space, we were not able to use FRPP, since
fiscal year 2005 was the first year federal agencies were required to
submit information on their leased real property assets to FRPP.
Therefore, we reviewed annually archived GSA leasing data for fiscal
years 2003 through 2006, including analyses of certain aspects of the
leased portfolio such as vacancy rates in leased buildings, lease
extensions, and leases that are operating at a negative net operating
income. Because GSA leases a variety of different space types for many
government agencies, its leased portfolio provides a governmentwide
perspective on federally leased building space. Issues related to
collection techniques and availability precluded USPS and Agriculture
from providing us with an electronic copy of annually archived leasing
data, and therefore we could not include information from these
agencies in our analysis of trends under this objective. We also
reviewed GSA‘s System for Tracking and Administering Real Property and
GSA-generated reports on real property, including the State of the
Portfolio and the Lease Portfolio Reports. We assessed the reliability
of the leasing data provided by the Office of Management and Budget
(OMB) and GSA and interviewed OMB officials because OMB oversees the
implementation of Executive Order 13327, which addresses real property
management and FRPP. We determined that these data were sufficiently
reliable and valid for the purposes of this review.
To determine the factors that drive agencies to lease building space
that may be more cost-effective to own, we focused on GSA and USPS, the
two agencies that lease the most building space. To determine the major
factors that guide these decisions, we interviewed GSA and USPS
headquarters and regional officials with authority over leasing
building space. In addition, we visited GSA regional offices and USPS
facility service offices that are either in the same metropolitan area
or near to it. We visited GSA regional offices in Atlanta, Georgia;
Chicago, Illinois; and Fort Worth, Texas; and USPS facility service
offices in Lawrenceville, Georgia; Bloomingdale, Illinois; and Dallas,
Texas. We selected these locations because they had space leased to
multiple agencies and a high number of larger-dollar-value leases and
were geographically diverse. The leases we selected were among the
larger-dollar-value leases within these locations. To determine the
cost of leasing versus the cost of new construction ownership, we
selected seven GSA and three USPS building leases. For GSA buildings,
we used GSA economic analyses we requested that compared the estimated
costs of leasing with the estimated costs of ownership, while for USPS
buildings, we reviewed analyses previously prepared by USPS officials
comparing these estimated costs. For GSA properties, we worked with
budget allocation specialists from GSA‘s real property division to
estimate the costs of leasing versus ownership over a 30-year period.
We developed this estimate through a net present value analysis of both
leasing and purchasing using GSA‘s The Automated Prospectus System
(TAPS). To estimate leasing costs, we used data from the selected
leases for each of the sample buildings, such as usable square footage,
tenant alteration costs, services and utilities, and lease terms. If
this information could not be located on a particular GSA lease, TAPS
program defaults were used. Certain rental rates, such as ’step rents“
that increase over a period of years, were adjusted to present-value
terms, as appropriate. To estimate the costs of new construction
ownership, we used cost data from GSA‘s General Construction Cost
Review Guide (for estimated construction costs), commercial real estate
data from CoStar (for estimated land costs), and the Public Building
Service‘s Design and Construction Professional Services Budget
Estimating Tool (for estimated design and review and management and
inspection costs). All inputs for both estimated leasing and ownership
costs were adjusted to 2005 dollars using OMB inflation and interest
rate data and certain TAPS program defaults from that year. We selected
2005 as the base year because it was the most recent year for which the
General Construction Cost Review Guide contained updated actual
construction data, rather than estimates. After estimating the costs of
both leasing and ownership, we compared these amounts to determine
which method of financing would have greater financial savings over the
long term. Our findings from visits to, and economic analyses of,
federally leased space cannot be generalized to federally leased space
nationwide.
To assess the actions, if any, the administration has taken, and what
alternative approaches have been proposed, to address agencies‘
reliance on costly leased space, we reviewed previously issued GAO
reports on real property management and leasing. We also reviewed past
proposals for reforming federal leasing policy, including reports by
the President‘s Commission to Study Capital Budgeting and by the
Congressional Budget Office on budget scoring. We also interviewed OMB
officials about efforts to address agencies‘ reliance on leasing as
part of ongoing reform efforts. We conducted this performance audit
from July 2006 to January 2008 in accordance with generally accepted
government auditing standards. Those standards require that we plan and
perform the audit to obtain sufficient, appropriate evidence to provide
a reasonable basis for our findings and conclusions based on our audit
objectives. We believe that the evidence obtained provides a reasonable
basis for our findings and conclusions based on our audit objectives.
Appendix II: Comments from the Office of Management and Budget:
Executive Office Of The President:
Office Of Management And Budget:
WASHINGTON. D. C 20503:
Mr. Mark Goldstein:
Director, Physical Infrastructure:
U.S. Government Accountability Office:
440 G Street, NW:
Washington, DC 20548:
Dear Mr. Goldstein:
Thank you for the opportunity to comment on the Government
Accountability Office's (GAO's) draft report entitled "Federal Real
Property: Strategy Needed to Address Agencies Long-standing Reliance on
Costing Leasing" GAO-08-197. In general, the Office of Management and
Budget (8&4B) agrees with your assessment of the need for a strategy to
optimize agencies' use of and spending on leased space. We recommend
that GAO narrow the scope of the recommendation to more specifically
address how to identify those instances where agencies are relying on
costly leasing. As GAO recognized in its report, the Federal government
has built a strong foundation for right-sizing the government's real
property inventory since the President signed Executive Order (EO)
13327. Federal Real Property Management. Central to this foundation has
been developing the tools to better manage this inventory. Since the
President signed the EO:
1. all agencies established Asset Management addressing maintenance,
and disposition of their real property assets;
2. the Federal Real Property Council (FRPC) established a standard
taxonomy and identified 24 data elements. including four performance
measures, that are captured on all assets in the Federal portfolio;
3. all agencies, for the third consecutive year, reported the required
constructed asset level inventory and performance data to the Federal
Real Property Profile; and:
4. agencies have reliable performance information to assist them in
identifying underperforming assets suitable for investment or
disposition.
As a direct result of these accomplishments, we know what assets we
own, their location, and how they are performing. This has led to the
disposal of over $7 billion in unneeded assets since 2004. Congress
also recently introduced legislation to further reform real property
disposal by providing agencies needed authorities to expedite the
disposal, through sale or demolition, of unneeded assets.
Now that new tools for improved asset management are in place, OMB, the
FRPC, and the Congress are better prepared to address more complex
policy issues such as the leasing challenges raised in this report. Our
plan is to separate our analysis and effort in two distinct pieces.
First, we will identify opportunities to improve the management of
existing leases, including opportunities to optimize the leases the
government currently manages. Then. we will analyze prospects for
improving the acquisition of new leases.
As we perform our review. we will keep in mind a number of factors that
we believe should influence the decision as to whether the Government
should own or lease space. GAO's report, which is based on a review of
several carefully selected long term lease arrangements, suggests that
the Government is overly reliant on long-term leasing to its financial
detriment. We believe there are broader considerations in evaluating
the Federal government's approach to leasing that are not addressed in
your report. Specifically:
* As your report recognizes 80 percent of GSA leases are for 20,O00
square feet or less. In cases where the space needs are relatively
small in scale, the economic analysis more typically points to a lease
arrangement as the most practical or viable option. Therefore, for a
significant percentage of GSA's lease inventory, the leasing
alternative is a sensible option.
* A 30-year economic comparison of leasing to ownership w ill almost
always show that ownership is more cost effective than leasing due to
the residual value of appreciated land values. However, agencies' needs
are not static: they need to grow. decline and move operations to
better meet their needs. Leasing affords agencies the flexibility to
adapt to changing requirements. Such flexibility is not contemplated in
a 30-year comparison where value is derived from ownership.
* Further, productive ownership depends upon the owners' ability to
dispose of the asset when requirements change or better economic
options are available. As GAO has noted, the Federal Government faces
challenges in disposing of assets. While we are making strides in
improving the management of the owned inventory, historical experience
suggests that there can be additional costs that may not included in
the owned to leased comparison. In an ownership scenario, the Federal
Government may not ultimately recoup the value that a 30-year
comparison suggests.
* Ownership also requires periodic investment to maintain physical
infrastructure. Agencies and Congress often defer needed maintenance to
fund other needs, resulting in facilities that require greater repair'
and renovation costs than would have been needed if properly
maintained. As an alternative, leasing can offer a consistent level of
service.
* Government ownership is advantageous in cases where there is a
Government need for facilities that are not available on the leasing
market. However, if general purpose office space is available in a
competitive marketplace, leasing is typically a cost effective option.
* Finally the budget scorekeeping rules referred to in the draft report
are modeled on the Financial Accounting Standards Boards' standards for
operating and capital leases. They are designed to ensure that capital
leases and purchase options are treated the same way. The scoring rules
encourage agencies to seek the lower cost option when acquiring
space by requiring the full cost of capital leases to be scored upfront
in the same manner as purchase and construction.
We agree with GAO that there are some instances where the Government
should have pursued ownership rather than leasing an asset. However,
the assumption should not be made that the information available today
was known at the time the leasing decision was made. In instances where
there is a long term need or there is a need for a special purpose
facility that is not readily available in the leasing market, we
believe that acquisition is an appropriate strategy and that agencies
should budget accordingly. We believe GAO, along with the Executive
branch, would be well served to consider how to identify instances
where operating leases are most likely to be misused to the
Government's financial detriment.
We are continuing our work to ensure that government-wide efforts will
ultimately lead to improved asset management and the removal of Federal
real property management from the GAO High Risk list. We want to thank
GAO for the opportunity to comment on this draft report and we look
forward to our continuing work in the area of improving Federal Real
Property Asset Management.
Sincerely,
Signed by:
Danny Werfel:
Acting Controller:
[End of section]
Appendix III: Comments from the General Services Administration:
GSA Administrator:
January 7, 2008:
The Honorable David M. Walker:
Comptroller General of the United States:
Government Accountability Office:
Washington, DC 20548:
Dear Mr. Walker:
The U.S. General Services Administration (GSA) appreciates the
opportunity to review and comment on the U.S. Government Accountability
Office's (GAO) draft report, "Federal Real Property: Strategy Needed to
Address Agencies' Long-standing Reliance on Costly Leasing," (GAO-08-
197). GAO recommends that the U.S. Office of Management and Budget
(OMB), in conjunction with the Federal Real Property Council, consult
with key stakeholders and Congress and develop a strategy to reduce
agencies' reliance on leased space for long-term needs when ownership
would be less costly.
GSA agrees with GAO's findings and recommendation, and, as appropriate,
we will work with OMB and the Federal Real Property Council to support
real property reform efforts. We have enclosed technical comments that
update and clarify statements in the draft report.
If you would like to discuss the contents of this letter further, or if
you have any additional questions or concerns, please do not hesitate
to contact me. Staff inquiries may be directed to Mr. Kevin Messner,
Associate Administrator, Office of Congressional and Intergovernmental
Affairs, at (202) 501-0563.
Cordially,
Signed by:
Lurita Doan:
Administrator:
Enclosure:
cc: Mark L. Goldstein, Director, Physical Infrastructure
Administration:
[End of section]
Appendix IV: GAO Contact and Staff Acknowledgments:
GAO Contact: Mark Goldstein, (202) 512-2834 or goldsteinm@gao.gov:
Staff Acknowledgments: In addition to the contact person named above,
Elizabeth Repko, Susan Michal-Smith, David Sausville, Gary Stofko, and
Adam Yu also made key contributions to this report.
[End of section]
Related GAO Products:
Federal Real Property: Progress Made toward Addressing Problems, but
Underlying Obstacles Continue to Hamper Reform. GAO-07-349. Washington,
D.C.: April 13, 2007.
High-Risk Series: An Update. GAO-07-310. Washington, D.C.: January
2007.
Federal Real Property: NIH Has Improved Its Leasing Process, but Needs
to Provide Congress with Information on Some Leases. GAO-06-918.
Washington, D.C.: September 8, 2006.
Federal Real Property: Reliance on Costly Leasing to Meet New Space
Needs Is an Ongoing Problem. GAO-06-136T. Washington, D.C.: October 6,
2005.
Federal Real Property: Further Actions Needed to Address Long-standing
and Complex Problems. GAO-05-848T. Washington, D.C.: June 22, 2005.
U.S. Postal Service: Bold Action Needed to Continue Progress on Postal
Transformation. GAO-04-108T. Washington, D.C.; November 5, 2003.
Budget Issues Alternative Approaches to Finance Federal Capital. GAO-03-
1011. Washington, D.C.: August 21, 2003.
General Services Administration: Factors Affecting the Construction and
Operating Costs of Federal Buildings. GAO-03-609T. Washington, D.C.:
April 2, 2003.
High-Risk Series: Federal Real Property. GAO-03-122. Washington, D.C.:
January 2003.
Budget Scoring: Budget Scoring Affects Some Lease Terms but Full Extent
Is Uncertain. GAO-01-929. Washington, D.C.: August 31, 2001.
General Services Administration: Comparison of Space Acquisition
Alternatives”Leasing to Lease-Purchase and Leasing to Construction.
GAO/GGD-99-49R. Washington, D.C.: March 12, 1999.
General Services Administration Opportunities for Cost Savings in the
Public Buildings Area. GAO/T-GGD-95-149. Washington, D.C.: July 13,
1995.
Budget Issues: Budget Scorekeeping for Acquisition of Federal
Buildings. GAO/T-AIMD-94-189. Washington, D.C.: September 20, 1994.
Public Buildings Budget Scorekeeping Prompts Difficult Decisions, GAO/T-
AIMD-GGD-94-43. Washington, D.C.: October 28, 1993.
Federal Office Space Increased Ownership Would Result in Significant
Savings. GAO/GGD-90-11. Washington, D.C.: December 22, 1989.
[End of section]
Footnotes:
[1] GAO, High-Risk Series: Federal Real Property, GAO-03-122
(Washington, D.C.: January 2003).
[2] GAO, General Services Administration: Opportunities for Cost
Savings in the Public Buildings Area, GAO/T-GGD-95-149 (Washington,
D.C.: July 13, 1995).
[3] GAO, General Services Administration: Comparison of Space
Acquisition Alternatives”Leasing to Lease-Purchase and Leasing to
Construction, GAO/GGD-99-49R (Washington, D.C.: Mar. 12, 1999).
[4] Executive Order 13327”Federal Real Property Asset Management, Feb.
6, 2004.
[5] The President‘s Management Agenda, announced in the summer of 2001,
is the administration‘s strategy for improving the management of the
federal government in five areas, including strategic management of
human capital, competitive sourcing, improved financial performance,
expanded electronic government, and budget and performance integration.
[6] The executive order applies to 24 executive branch agencies, but
not to the United States Postal Service (USPS). However, USPS submitted
real property information to the Federal Real Property Profile (FRPP),
the centralized real property database, in fiscal years 2005 and 2006,
but did not include any usable data on performance measures.
[7] GAO, Federal Real Property: Progress Made Toward Addressing
Problems, but Underlying Obstacles Continue to Hamper Reform, GAO-07-
349 (Washington, D.C.: Apr. 13, 2007).
[8] GAO-07-349.
[9] 40 U.S.C. § 585.
[10] Budget scorekeeping rules are designed to ensure that the effects
of legislation on the deficit are consistent with established
conventions and comply with statute.
[11] 41 C.F.R. § 102-73.135.
[12] 39 U.S.C. §§ 401 and 410.
[13] See the list of related GAO products at the end of this report.
[14] The executive order applies to the Departments of Agriculture,
Commerce, Defense, Education, Energy, Health and Human Services,
Homeland Security, Housing and Urban Development, the Interior,
Justice, Labor, State, Transportation, the Treasury, and Veterans
Affairs; the Environmental Protection Agency; National Aeronautics and
Space Administration; U.S. Agency for International Development; GSA;
the National Science Foundation, the Nuclear Regulatory Commission; the
Office of Personnel Management; the Small Business Administration; and
the Social Security Administration.
[15] OMB officials told us that Federal Management Regulations require
all executive branch agencies, including independent agencies, to
report data for FRPP. USPS is not subject to the executive order but
provided OMB with data for FRPP in fiscal year 2005 that did not
include any usable data on performance measures.
[16] Carrier annexes house the carrier routes without a retail or post
office box operation.
[17] GAO-07-349.
[18] GSA uses end-of-the-fiscal-year leased square footage calculations
for its State of the Portfolio report, whereas its FRPP submission is
based on data for the end of the calendar year.
[19] A GSA-leased building has a negative net operating income when the
rental payments from tenant agencies generate a negative net return to
GSA.
[20] A 30-year net present value analysis measures multiyear cash flows
in present-dollar terms, so the value of a dollar received today can be
compared against the value of a dollar received in the future. Such an
analysis allows managers to compare the cost of a multiyear lease, with
payments spread over a number of years, with ownership, which requires
up-front expenditures of capital.
[21] GSA performed the economic analyses for the seven building leases
at our request to demonstrate the long-term costs of construction
versus leasing. GSA had already decided to enter into these leases and
used actual rental rates for the individual leases in its analyses.
[22] For GSA operating leases, only the budget authority needed to
cover the annual lease payment is required. According to scorekeeping
guidelines, for funds that are self-insuring under existing authority,
only the amount of budget authority needed to cover the annual lease
payment is required to be scored. In November 2005, OMB clarified its
requirements by stating that the only funds that are considered self-
insuring are certain revolving funds in GSA.
[23] GAO, High-Risk Series: An Update, GAO-07-310 (Washington, D.C.:
Jan. 19, 2007).
[24] GAO, U.S. Postal Service: Bold Action Needed to Continue Progress
on Postal Transformation, GAO-04-108T (Washington, D.C.: Nov. 5, 2003).
[25] In assessing alternatives to address the leasing challenge, we did
not focus on USPS, which is not subject to OMB guidance related to
leasing.
[26] An operating lease is a lease that meets the six criteria listed
in the scorekeeping guidelines in OMB Circular A-11, app. A.
Specifically, (1) ownership of the asset remains with the lessor during
the term of the lease and is not transferred to the government at or
shortly after the end of the lease term; (2) the lease does not contain
a bargain-price purchase option; (3) the lease term does not exceed 75
percent of the estimated economic life of the asset; (4) the asset is a
general purpose asset, it is not for a special purpose of the
government, and it is not built to the unique specifications of the
government lessee; (5) there is a private sector market for the asset;
and (6) the present value of the minimum lease payments over the life
of the lease does not exceed 90 percent of the fair market value of the
asset at the beginning of the lease term.
[27] Congressional Budget Office, The Budgetary Treatment of Leases and
Public/Private Ventures (Washington, D.C., February 2003).
[28] President‘s Commission to Study Capital Budgeting, Report of the
President‘s Commission to Study Capital Budgeting (Washington, D.C.,
February 1999).
[29] GAO, Capital Financing: Potential Benefits of Capital Acquisition
Funds Can Be Achieved through Simpler Means, GAO-05-249 (Washington,
D.C.: Apr. 8, 2005).
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