Defense
THE MAGAZINE OF MILITARY HOUSING, LODGING & LIFESTYLES
COMMUNITIES FALL 2016
www.phma.com
Caring for Our
Environment Sustainable practices that benefit military housing
PHMA membership meeting to be held on December 5 page 4
Department of the Navy’s solar projects page 6
RCI and PAL champion soon to retire page 10
Lendlease a pioneer for green construction page 14
CONTENTS 14 SPECIAL SECTION – Caring for Our Environment
14 A Pioneer in Green Building
Lendlease’s dedication to sustainability is shown through real, tangible benefits for Service members, their families, and all government travelers. By Meryl Exley and Lacey Jamison
18 Better, Greener Buildings
As one of the first multi-family partners of the Better Buildings Challenge, Balfour Beatty Communities has achieved a 2 percent energy savings across participating military housing communities. By Tabitha Crawford, CEM, CDSM
18 26 The ‘Eco’ Dilemma
When working to embrace sustainable practices, it’s best to assess your current needs, consider best practices and solutions, develop the financial case, and then make a plan for implementation. By Sheila Schnellenberger
28 Time to Play
The new homes and play spaces constructed at Camp Lejeune will not only improve quality life for Service members and families but also reduce the community’s carbon footprint. By Eric Torrey
FEATURES 21 Upgrading the Laundry
With the heavy wear and tear that comes with life on base, military housing facilities need commercial-grade laundry equipment that is rugged, dependable, and built to last. By Susan Peppler
24 Partners in Green
Lincoln Military Housing has partnered with Miracle Method to refresh and renew surfaces across its portfolio, thereby creating efficiencies and reducing costs. By Breanna Sneeringer
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Defense
THE MAGAZINE OF MILITARY HOUSING, LODGING & LIFESTYLES
Fall 2016 u Volume 27, Number 3 u www.phma.com
COMMUNITIES A Publication of the Professional Housing Management Association Publisher Editor Production Assoc. Art Director Ad Sales Manager
10 DEPARTMENTS 4 President’s Message
PHMA President Del Eulberg announces membership meeting on December 5 (via telephone) and reveals the difficult path ahead for the association.
30 Military Marketplace 32 Corporate Sustaining Members
34 Ad Index
6 Services Corner: Navy
Navy and Marine Corps publicprivate venture projects are committed to finding solutions to reduce overall energy costs using solar energy. By Emily Mitchell
10 Services Corner: Army
As Rhonda Hayes prepares for retirement, let’s take a look back at her dynamic and impactful 30-year career in Army Housing. By Mary-Jeanne Marken
ABOUT THE COVER: Construction of the new lodging facility (Candlewood Suites) located on Redstone Arsenal (Army installation), Huntsville, Alabama.
Josephine Rossi Barbara Sincere Christine Umbrell Janelle Welch Alison Bashian
Publishing Offices PO Box 938 Purcellville, VA 20134 703-662-5828 Advertising Sales Manager Alison Bashian 440/232-0108 alisonb@contentcommunicators.com Editorial Office 15004 NE 11th Street, Vancouver, WA 98684 571/594-1730 phmadefensecommunities@earthlink.net PHMA Office 154 Fort Evans Road, NE, Leesburg, VA 20176 703/771-1888; fax 703/771-0299 phmaoffice@earthlink.net www.phma.com Executive Director Jon R. Moore Defense Communities (ISSN #1088-9000 USPS #004-502) is published bimonthly by Content Communicators LLC, PO Box 223056, Chantilly VA 20153-3056, for the Professional Housing Management Association, 154 Fort Evans Road, NE, Leesburg, VA 20176. PHMA members receive this publication at the annu al subscription rate of $30. Nonmembers’ annual subscription rate is $100. Send sub scription requests to Defense Communities at PHMA. Periodi cals postage paid at Leesburg, VA, and additional mailing offices. Defense Communities, ©2016, Professional Housing Management Association. All rights reserved. All contents of this publication are protected by copyright; however, they may be reproduced in whole or in part with prior approval of the publisher. Prior to photocopying items for educational classroom, internal, or personal use, or to request rights to republish an article, please request reprint permission from Editor, Defense Communities, phmadefensecommunities@ earthlink.net. Unless otherwise stated, articles and editorials express the views of their authors and not necessarily those of PHMA, the editors, or the publisher. Announcements and adver tisements in this publication for products and services do not imply the endorsement of PHMA or any of its members or staff. Postmaster: Send subscription/address changes to: Defense Communities, 154 Fort Evans Road, NE, Leesburg, VA 20176 or e-mail: phmaoffice@earthlink.net.
Defense Communities magazine is designed to keep those who operate and manage the whole spectrum of military housing and facilities maintenance informed on the industry’s latest technology, products, and services. It provides a forum for members to share lessons learned, news and events, and training opportunities and updates.
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P R ES I D E NT ’S MES S AG E
A Lasting Legacy on Military Housing By Del Eulberg, Major General (Ret.), USAF
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have shared my thoughts on a wide range of topics with you over the past seven years as the national president of PHMA, but this is one of the toughest columns I have ever had to write. As I have stated in previous columns, the last five years have been difficult and a real challenge for our association. Department of Defense budget constraints, sequestration, and restrictions on conferences all have had an impact on PHMA and our members. Given the importance of these challenges and their associated impact, I would like to expand on the challenges at hand. We all have seen training budget impacts over the years, and that is not new. However, we also have seen new (and necessary) policies and procedures from the Services and Office of the Secretary of Defense on the approval of conference attendance (or training seminars), which have greatly reduced training opportunities, such as our annual Professional Development Seminars (PDS). In addition, each Service continues to reduce headquarters personnel within the Pentagon, and has taken further personnel reductions at the intermediate headquarters (HQ) or Field Operating Agencies (HQ Navy Installation Command; Army Installation Management Command; and the Air Force Civil Engineer Center, or AFCEC). For example, the Air Force (AF) has reduced and consolidated the majority of headquarter support functions from the Major Commands to an AF Installation & Mission Support Command. In addition, housing functions traditionally accomplished at Air Staff and the Major Commands are being consolidated at AFCEC. Given the successful privatization by the Services of the majority of family house in the United Sates, housing staffs also are seen as “execution” rather than “policy and resources” (a traditional headquarters function), and present an opportunity for efficiencies by relying more on staffs at the installations. These efficiencies or reductions have hit a number of support functions hard—to include our housing staffs across all the Services. Let me be clear here: I am not suggesting that this transformation is a bad thing. It is a reality we have had to face as an association and as housing professionals. Over the past five years, we have witnessed the historical shift in how the Services manage their support functions (including housing and lodging portfolios). Therefore, budget reductions are a second-order effect of the successful programs. Having said that, the cancellation of PDS has had the largest impact on PHMA, as it drastically reduced the association’s ability to train and support our membership and chapters and generate operating capital. As you all know, the Board and PHMA leadership pivoted to a new delivery model with 4 DEFENSE COMMUNITIES
online training classes—revalidating class content to ensure Service-specific needs are met; increasing value of belonging to chapters and to PHMA; and emphasizing our outreach to sustaining members. Over the past five years, we also greatly reduced operating costs by reducing headquarters PHMA staff and salaries each year, leveraging our relationship with the MHLI to share staff and drive efficiencies, reducing costs of publishing Defense Communities, and reducing and eventually discontinuing PHMA scholarships. None of these decisions was made or executed lightly. Despite our best efforts, the new delivery model and reductions in operating costs did not fully cover our costs, and, as a result, our reserve account was used to stay operational. Most importantly, we also have seen the inevitable reduction in PHMA membership year after year. Our Board has met many times over the past couple of years to discuss the best way forward for our association, and I’m proud to say that the Board has always remained focused on our mission of providing essential training to our housing and lodging professionals. In consultation with the MHLI leadership and Board, the PHMA Board drafted a motion to transfer ownership of the headquarters PHMA building in Leesburg, Virginia, to the MHLI. If approved by the membership, this will allow the MHLI to continue to provide training to housing professionals. To that end, the PHMA Board has had to make the tough decision to take the necessary steps towards dissolving the association. Both the transfer of assets to MHLI and dissolution of PHMA must be voted on by the membership. To that end, there will be a membership meeting by phone on Monday, December 5, at 1pm (EST) to vote on the PHMA Board of Director’s motions for dissolution of PHMA and distribution of assets. Visit the PHMA website, www.phma.com, for call-in information. Everyone who has participated and been involved in PHMA over the years fully understands and appreciates what a positive impact the association has made on our housing and lodging professionals and the military members and families they serve. To celebrate our history and many accomplishments, our next issue of Defense Communities will focus on the history of PHMA and the men and women who made it all happen. God Bless you all for your service. n
Del Eulberg is President, Eulberg Consulting LLC. He retired from the Air Force in 2009 as The Civil Engineer, HQ USAF, and subsequently served as a VP and Officer for five years at Booz Allen Hamilton.
Photo courtesy of Balfour Beatty Communities
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Aerial photo of the solar panels installed on homes in Dolphin Gardens residential community, located in New London, Connecticut.
Department of the Navy Embraces Solar Energy By Emily Mitchell
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ith energy costs holding steady or increasing, public-private venture (PPV) project utility costs are key areas of focus within Department of Navy (DoN) PPV housing. A quick look across the DoN PPV portfolio finds projects spending large amounts on utilities. Higher energy costs translate into fewer savings for the project companies to provide planned upgrades to homes, community centers, and playgrounds. Energy rate volatility makes budget planning difficult on an annual basis, and increases the risk to provide planned updates and improvements to the homes long term. For these reasons, Navy and Marine Corps PPV projects are committed to finding solutions to reduce overall energy costs using solar energy. Three PPV locations, Hawaii; San Diego; and New London, Connecticut, highlight the multiple types of system designs capable of achieving energy savings. Solar energy is the one of the most recognizable forms of renewable energy. Harnessing sunlight into photovoltaic panels and providing energy to homes has become much more cost effective and common in recent
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years. In 2011, DoN PPV housing implemented the first solar project in Hawaii; four more projects across the portfolio followed. Locations are diverse, from Southern California to New England. So, what determines if a site is a good location for solar energy? Let’s take a look at the factors considered in pursuing a solar project, several of the types of solar within the portfolio, and the potential for savings by switching to solar.
Criteria for Solar Success Geographic location, commodity costs, and renewable energy incentives are three of the areas that are evaluated when considering the economic feasibility of a solar project. These criteria, coupled with the physical home condition, provide a solid business case for the proposed solar project to move forward. Geographic location. Hours of sunlight vary seasonally and by latitude; this impacts the amount of electricity that can be produced by the panels—and if they will be less productive due to rain or snow during
Photo courtesy of Ron Kelley
Solar energy offers a way to off-set the higher rate by paying a flat monthly rate for the amount of energy the panels can produce. For a time of use rate, this allows residents to use less conventional power during the most expensive time of day. For the tiered usage, this shifts residents that are hitting the highest tier into lower-tiered pricing. Three items to review for potential savings are: 1) the current conventional commodity costs in kilowatt hours; 2) the proposed solar rate in kilowatt hours; and 3) the potential savings that may be realized by using less conventionally sourced energy during peak times or by substituting flat solar rates during usage volumes that would have triggered entering into higher tiers.
Solar panels installed on the roofs of carpets of Unaccompanied Housing complex in San Diego, California.
certain times of the year. Colder, higher latitude sites can be favorable when high rates and potential incentives are included as factors. Online resources, such as PV Watts Calculator (pvwatts.nrel.gov), highlight potential solar panel generation by location throughout the United States. With just a few clicks, owners can determine the amount of annual solar energy generated by location and determine if solar savings are possible for their project. Commodity costs. Current conventional electricity rates provide the second factor in considering a solar project. Utilities, in deregulated states, provide consumers a choice in their energy provider. Costs are broken down into commodity costs, distribution charges, and fees. Reviewing the rate difference between solar providers and the current commodity charge is a key evaluation factor. In addition to the rate savings when comparing solar energy to conventional power, reduction in conventional consumption also may offer savings. Commercial utilities in peak demand areas, use time of use charges or tiered usage charges. These rate structures increase costs when residents consume more energy during the peak demand hours of 11:00 a.m. to 7:00 p.m. for time of use. Tiered usage rates increase commodity costs as resident usage increases over a monthly period—for example, the first 300 kilowatt hours (kwh) may be billed at 11 cents; the next 300 kwh are billed at 15 cents, and then over 600kwh are 20 cents.
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Renewable energy incentives. Incentive are available that can offset costs, making solar energy projects more financially feasible. These include Renewable Energy tax credits offered by the Federal government, which allow owners to claim up to 30 percent for systems in place by 2019. Other incentives vary by state but may include state renewable energy tax credits, incentives to generate power by local utilities, and a range of low- to no-interest loans for the installation of solar panels. Incentives may vary between a regulated market—one where a main utility owns all energy infrastructure—and a deregulated market—one where the commodity (electricity) is separated from the distribution. Understanding the incentives offered can benefit the potential project costs overall.
Putting Rooftops to Work PPV residents are seeing solar energy expand across the portfolio as rooftops generate energy directly above their heads. Navy and Marine Corps projects in Hawaii, San Diego and New London, Connecticut, have rooftop as well as ground-mounted and structured arrays installed and producing photovoltaic energy. Installing 1kw (DC) of photovoltaic panels on a rooftop has the ability to generate 1,500 kwh annually. Multiplying each rooftop’s potential energy production by the number of homes in a PPV neighborhood illustrates the large amount of renewable energy that can be achieved. Using the PPV rooftop panels to shift electricity purchases from conventional energy to photovoltaic not only allows residents to support a form of renewable energy but also provides a long-term savings to improve the neighborhoods. In Oahu, Navy and Marine Corps PPV families were some of the first residents to see the shift to solar energy. High energy rates and favorable incentives led to exploration of solar energy’s potential. Beginning in 2011
Photo courtesy of Lincoln Military Housing
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Photo courtesy of Hunt Companies
with a ground-mounted solar array and then following with rooftop solar panels, the PPV projects shifted a portion of their energy purchases from conventional power to renewable energy. San Diego has both family housing and single-Sailor housing powered by solar energy in Southern California. Family housing is installing rooftop solar panels. Single sailors live in newly constructed high-rise apartments that are equipped with ground-mounted arrays and a structured solar canopy over surface parking lots. The installation of solar panels in family housing began in 2014 and was followed by single-Sailor units in 2015. New London may not be the first location to come to mind for solar energy given the extreme winter conditions; however, high electricity rates and favorable solar energy incentives make this a location where PPV projects can benefit from solar. Since 2014, New England locations, such as Newport, Rhode Island; Saratoga Springs and Mitchel, New York; and Earle, New Jersey, have solar panels installed and are generating renewable energy.
Aerial view of The Village residential community located in San Diego, California. Aerial view of the ground mounted array of solar panels located at Pearl City Peninsula residential community in Hawaii.
Throughout the entire DoN PPV portfolio, rooftop and ground-mounted arrays have the ability to generate substantial solar power. Three of the benefits for PPV projects to shift to solar energy include increasing stability of resident energy costs, shifting demand to renewable energy sources, and reducing overall project energy costs. By evaluating location, commodity costs, and potential tax credit incentives, the shift to solar energy provides the PPV project the benefit of utility cost savings—leaving more resources to improve housing in the future. n Emily Mitchell is a public-private venture program specialist for Naval Facilities Engineering Command Atlantic, in Norfolk, Virginia.
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A Lasting Legacy: ‘Auf Wiedersehen’ to Rhonda Hayes By Mary-Jeanne Marken
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honda Hayes recently celebrated a special anniversary: 30 years as a Department of the Army employee. The anniversary date also represents the day that she became eligible to retire. Even more remarkable is the fact that, for 28 of those 30 years, she has served Soldiers and their families as a housing professional. Her contributions to the Army’s housing program span three decades—a period of time in which the Army’s housing inventory transitioned from dilapidated homes to the current inventory of well-maintained and modern residential communities. There are many people who claim responsibility for this success (the transformation of Army housing), and Rhonda Hayes is among those individuals. Rhonda’s hard work, reliability, integrity, and dedication to the Army’s housing program have made a positive difference for today’s Soldiers and families and for many future generations. Rhonda graduated from the University of Arkansas with a degree in dental hygiene, and had every intention of being the best dental hygienist. Then she “married” into the Army when she became the wife of 1st Lieutenant Rockie Hayes, and it was off to Fort Hood, Texas. It was during their first duty assignment at Fort Hood that Rhonda made the decision to switch careers. She applied for and was accepted into the Army’s Housing Intern Program. By the time she completed the program, she had become a member of PHMA; earned a master’s degree in public administration; and started a family, with the birth of her and Rockie’s first of three daughters. Rhonda’s first position in Army housing was as referral/customer service manager at Fort Hood. However,
On July 19, 2012, the Honorable Katherine Hammack, Assistant Secretary of the Army, Installations, Energy and Environment and Ms. Rhonda Hayes, Chief, Capital Ventures Directorate “launched” the Residential Communities Initiative Program history book.
being an Army spouse, before long it was time to pack the household goods and make a permanent change of station (PCS) to Frankfurt and later Mainz, Germany. The first PCS allowed Rhonda to truly understand the importance of moving a family and finding housing at a new duty station. After unpacking, it was time to return
On December 5, at the New Gannam Community Center located at Hunter Army Airfield, Georgia, Rhonda Hayes, Chief, Capital Ventures Directorate (CVD) and Holly Guzowski, Program Manager, CVD were presenters at the Kenneth E. Heller dedication ceremony. Balfour Beatty Communities, the Army’s privatization partner hosted the ceremony in honor of the late LTC Heller. LTC Kenneth E. Heller, Jr., 52, of Richmond Hill, Georgia, died January 14, 2006. He served proudly as an Army aviator for 24 years. As a dedicated soldier, LTC Heller always concerned himself with the welfare of the brave men and women defending our freedom here and abroad. Following his retirement from the Army in 2004, LTC Heller continued to serve his country as Deputy Residential Communities Initiative (RCI) Program Manager, working to provide new and renovated top-quality homes for soldiers and their families stationed at Fort Stewart and Hunter Army Airfield. 10 DEFENSE COMMUNITIES
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to Army housing. Rhonda’s membership in the European Chapter of PHMA led her to being selected as chief of unaccompanied personnel housing in Darmstadt, Germany. It did not take long for the Garrison leadership to realize Rhonda’s potential and valuable contributions, and as a result, she was promoted to chief of housing and quickly became a valuable member of the Garrison Commander’s team. Never satisfied with the status quo, Rhonda consolidated all housing functions under her leadership, to include on-post housing, the housing budget office, housing facilities operations, leased housing, off-post housing referral, and a furnishings warehouse for family housing and barracks, which transformed the Darmstadt housing office from one of the most challenged to a model of efficiency. Among her many accomplishments was her initiative to approach the Air Force and acquire a large government housing area that was slated for turn-back to the host nation, with the closure of Rhein Main Air Base. This enabled her to close a densely populated high-rise leased building, saving the government millions in expensive lease costs while greatly enhancing the quality of the housing communities for Soldiers. Even in austere times of budget shortfalls, Rhonda always worked tirelessly to effect changes to enhance quality of housing for Soldiers and families.
Privatization of Army Lodging (PAL) Program - Ribbon Cutting Ceremony on June 25, 2013 at Joint Base Myer-Henderson Hall, Virginia. (FROM LEFT TO RIGHT) Marc Sierra, Managing Director Lend Lease Public Partnerships / HON Katherine Hammack, ASAIE&E/ Arthur Holst, Arthur E. Holst, Vice President Operations, IHG/ COL Fern O. Sumpter, CDR, JBMHH/Rhonda Hayes, Chief, CVD.
Back to the States Time passed by quickly, and before long, CPT Hayes received orders for a permanent change of station to the National Capital Region. Rhonda packed up her desk and the family, which now included three daughters, and relocated to Northern Virginia. Rhonda’s hard work and stellar reputation in the Army housing program in Europe led to her being selected as the chief of housing at Fort Meade, Maryland, prior to her departure from Germany. So, after unpacking again, it was time to return to Army housing and take care of Soldiers and their families. Once again, Rhonda’s exceptional performance and dedication were soon recognized and she was promoted to the deputy director of public works at Fort Meade. While Rhonda was serving as deputy director, Army housing leaders were beginning to study the idea of privatizing the Army’s family housing inventory. In
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1994, Congress began debating the Military Housing Privatization Initiative legislation and the Army developed the Capital Venture Initiative (CVI) Program. Rhonda had a pretty good idea that the privatization of Army housing was going to be the future, so while continuing to serve as deputy director, she took the time to complete graduate courses at the University of Maryland, School of Public Affairs in Real Estate Development. The Army’s CVI program was established but it was moving forward very slowly, and it was a few years before the Army leadership embraced the concept to privatize housing. Ultimately, Rhonda was selected to work in the Army’s (newly named) Residential Communities Initiative (RCI) Program at the Army Secretariat. Here, Rhonda truly found her passion and purpose. “In my view, Rhonda Hayes was the driving force behind the success of the Army’s RCI program,” said Mark Lavin, senior vice president for Balfour Beatty Communities (BBC). “She kept the momentum going, is very fair in all her negotiations and helped thousands of Soldiers and their families receive the quality homes they deserve.” Many would agree with this statement. During the early years, Rhonda led the team through the procurement (source selection) process. This phase of the RCI Program was critical to the future success, and no one understood that as well as Rhonda. She was responsible for working with the Army Corps of Engineers to develop the process. She also was responsible for the long-term strategic planning and projects scheduling and the overall execution of projects, which included family housing inventories at 44 Army installations. As a direct result of Rhonda’s integrity during the procurement phase and dedication to ensuring projects were “closed” and executed on time, the Army expanded its privatization initiatives to include the Unaccompanied Personnel Housing (UPH) and the Privatization of Army Lodging (PAL) programs. It is hard to fully appreciate or even express the challenges and constant opposition that the Army senior leadership and RCI Program faced during the early years. The RCI team members were far outnumbered by the naysayers, both at the Army staff and installations, and Congressional. During this challenging and difficult time, team work was the primary key to the successful execution of the RCI program. In many workplaces, team work does not exist. However, the RCI team not only worked together but played together. Rhonda led the team by her example, sense of humor, and “work hard, play hard” attitude. Under Rhonda’s stewardship and leadership, 98 percent of the Army’s family housing inventory in the United States is privatized.
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Paving the Way True partnerships are dynamic, and they only work if all sides are working towards shared goals in an environment of trust and respect. Rhonda has been a force multiplier in forging the partnerships under the RCI program to its highest potential, as expressed by multiple RCI executives. “Rhonda is a true champion, not only for military members and their families but for the MHPI program as a whole,” said Diana Kinlaw, former project director for BBC. “She is a tough negotiator but an extremely fair one. She ensured that the RCI’s interests were safeguarded and that the privatized partner was treated equitably as well.” Chris Williams agrees. “I have the utmost respect for Rhonda and the work that she has done and continues to do for the Army’s RCI program and Soldiers and their families,” he said. “Her commitment to ensuring the continued success of the program is commendable.” As the RCI program began to mature and execution of projects was coming to an end, Rhonda was selected as the first chief of the capital ventures directorate within the Army’s Office of the Assistant Secretary for Installations, Energy and Environment. As a direct result of success of the RCI program and Rhonda’s leadership, unaccompanied housing also was privatized at four Army installations. The Army’s privatized housing successes speak directly to Rhonda’s abilities to effectively manage and lead a team; to focus on the principal objectives and completion; and to share her vision with clarity, honesty, and transparency. If privatizing family and unaccompanied housing wasn’t enough of a challenge for Rhonda Hayes, when the Army began to consider the privatization of its lodging inventory, she raised her hand and volunteered her team to meet the challenge. It seemed like déjà vu. Once again, Rhonda was meeting with Congressional committee and staff members and the Army senior leadership, educating them about benefits of privatizing the Army’s lodging inventory. She pushed forward the concept of integrating all the various and diverse lodging inventory (across the United States) into a single project. Her tenacity, determination, and leadership were instrumental in the execution and success of the PAL Program. “If it wasn’t for Rhonda, the Privatization of Army Lodging (PAL) program wouldn’t exist,” said Gretchen Griffon, senior vice president and general manager lodging, for Lendlease. “She is responsible for the vision of the program and the successful delivery of the new hotels, enhanced amenities, and quality of life improvement for Soldiers and their families. Personally speaking, I have enjoyed learning from Rhonda and appreciate her leadership and inspiration.”
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The PAL program is currently outperforming in every key developmental, operational and financial metric versus original projections. Unlike the RCI program, the success of the PAL Program cannot be attributed to many because, this time, there is no dispute. The success of the Army’s PAL Program is directly attributed to the team led by Rhonda Hayes. Rhonda’s expert knowledge, unwavering dedication, and exemplarily performance are directly related to its success. “Rhonda has worked tirelessly to ensure the best development outcomes for our six MHPI project companies,” said Phillip Carpenter, chief operating officer for Lendlease Communities. “Our Privatized Lodging Program is a model for all Services to follow, and would not be the success that it is without the dedication and tenacity that she has brought to the partnership in its four phases during the initial development period.” So, the Army had privatized most of the family housing inventory and the entire lodging inventory in the United States—what was left for Rhonda to do? Plenty. The daunting task of oversight and accountability of the RCI projects and PAL portfolio was a reality. Rhonda led the team to develop the criteria and strategy to provide oversight and ensure accountability from the Army’s partners, while at the same time, allowing the new “owners” to manage and operate housing for Soldiers and families. During Rhonda’s spare time, she coordinated the publication of the RCI Program history book. This publication is not just a historical account of the Army’s housing privatization program but a great tribute to the innovative and success of the program, and a wonderful recognition of the hard work of all those who were fortunate enough to be a part of the RCI program team. Bottom line: Rhonda is a consummate professional, doing whatever it takes to accomplish the mission above expectations and standards. Her office demeanor is as colleague, coach, and mentor. Her expertise in financial matters has earned her the respect of her peers and superiors within the Army and Department of Defense, as well as the private sector RCI and PAL project partners. Rhonda is innovative, decisive, and always has a positive attitude, giving 100-percent effort toward improving the lives of Soldiers and families. Terri Edelman, executive vice president for BBC, perhaps best summarizes Rhonda’s contributions as follows: “Rhonda has been the rock for the Army privatization program. She not only was one of the pioneers of the program but she also was key in the establishing the foundation and continuing the development, which has resulted in the success of privatized housing. Her passion, commitment, and dedication remain unmatched. She is truly admired for
her intelligence, candor, and professionalism and should always be remembered for her unparalleled contributions.” Rhonda has been a loyal and dedicated employee of the Department of the Army for 30 years and is now preparing for her next adventure and challenge: retirement. By the time 2016 comes to an end, Rhonda will have said her goodbyes to many colleagues and friends within the Department of Defense housing program, the Corps of Engineers, and the Army’s private sector partners. It is time for Rhonda and Rockie to finally return home to Arkansas. Rhonda will be the first to tell you that no one is irreplaceable, and she is right (again); however, after her retirement, there will be a large void on the Capital Ventures Initiative team that will be hard to fill. Rhonda’s achievements will make a lasting impact on the entire Army family. Her vision, hard work, and dedication at every position and level of the housing program—from face-to-face interactions with Soldiers at the installations, to developing a vision and strategy for the Army’s RCI programs. Her legacy will continue to benefit Soldiers and families housing, housing services, and their communities for generations to come. Very few Soldiers will ever know who Rhonda Hayes is or that she dedicated 30 years of her life to improving theirs; however, for those of us fortunate enough to have worked with or for Rhonda Hayes, we know, and that is all that matters. The RCI program serves as the benchmark for the most successful P3 program to date, one in which the public and private sector create a true partnership for the benefit of Soldiers and their families. No one has been more integral to the formation of these extremely successful ventures than Rhonda Hayes. She always knew that, as partners, Corvias and the Army could work together to positively impact the quality of life for Army families. Rhonda’s ability to push for solutions and creativity has resulted in a series of successes, whether it was single unaccompanied housing (SUH), unaccompanied personnel housing (UPH) for junior enlisted, or portfolio-wide renewable energy. We will miss her partnership, talents, and “get it done” mentality. Our toast to Rhonda from the entire Corvias Team: You are an embodiment of optimism and hard work. Thank you for inspiring us and making the impossible seem fun. We will miss you. Congratulations on your retirement! n Mary-Jeanne Marken is program manager for Capital Ventures Directorate, ASA IE&E, DASA IH&P.
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Special Section: C ARING FOR OUR ENVIRONMENT
A Pioneer for Green Building Lendlease is shaking up the green housing industry without shaking up its guest experience By Meryl Exley and Lacey Jamison
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n 2009, Lendlease closed on the acquisition and redevelopment of the Privatization of Army Lodging (PAL) program, the only privatized lodging program in the Armed Forces. Lendlease expanded its involvement with the PAL program from 2010 through 2012 with the second phase of development and construction, adding 4,600 additional hotel rooms on 11 installations to the portfolio. In 2013 and 2015, Lendlease completed the final phases of PAL. Now, with more than 14,000 guestrooms across 41 Army installations, the PAL program has created a unique and innovative opportunity to embrace sustainability and green technology throughout the asset delivery process. From processing nearly 224 tons of debris and achieving a 79 percent diversion rate at the construction site for the first all-Cross Laminated Timber (CLT) hotel in the country at Redstone Arsenal, to installing occupancy sensors and energy management systems in hotel rooms across the portfolio, Lendlease’s dedication to sustainability is shown through real, tangible benefits for Service members, their families, and all government travelers. “We’re committed to seeking out and employing cost-effective, long-term solutions for the Unites States Army and our partners,” said Rhonda Hayes, chief of Capital Ventures Directorate (Installations, Energy and Environment). “With Lendlease’s help, the Army’s lodging program has developed a forward-thinking strategy to deliver cost savings and sustainability to every party involved.” The conventional new hotels constructed through the PAL program are 27 percent more energy efficient than the older buildings they replace. As a result, this percentage totals out to reducing electrical costs across the portfolio by around $120 per guestroom, per year. Because of Lendlease’s sustainability-focused structure and mindset,
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the PAL program has the potential to save more than $500,000 a year on energy costs. “Our vision as a company has always been to create the best places, to build structures with integrity that last for generations to come,” said Claire Johnston, managing director for Lendlease Communities. “We’re translating that vision for the Army with real equipment that will serve future generations in a healthy, productive way.”
Many Ways to Save The PAL team lives this vision with every hotel it builds and renovates. In addition to reminding guests to take measures to conserve energy, such as turning lights off
The PAL program has created a unique and innovative opportunity to embrace sustainability and green technology. and thinking twice about asking for new bed linens every day during their stay, new PAL hotels will implement Variable Refrigerant Flow (VRF) AC systems that offer significant operational and energy efficiency improvements over conventional Packaged Terminal Air Conditioner (PTAC) units. Many changes, which go unnoticed by guests, are raising expectations and bolstering the importance of sustainability and conservation in hotel settings. “Our hotels serve thousands of guests over the course of the year, and we work diligently to anticipate their immediate needs while also planning for how the future needs of both guests and the Army will change,”
said Gretchen Griffin, general manager, lodging, for Lendlease. “While we know our guests appreciate the fact that their hotel rooms are environmentally friendly, they’re more concerned with a comfortable place to relax for the night. We’re in the business of successfully delivering both.” The ultimate example of hidden sustainability comes in the form of the Candlewood Suites on Redstone Arsenal. To the unknowing eye, the structure looks the same as any other Candlewood Suites in the United States; the curvature of the roof line and welcoming entrance do not suggest that the hotel is the first in the country made of sustainable and innovative CLT. The
material, which provides an increased thermal mass to protect the building envelope against erratic outdoor temperature swings, is FSC-certified and delivers a 31 percent estimated energy reduction when compared to hotels of similar size in similar climate. “Our hotel at Redstone Arsenal checks all of the boxes for Lendlease, the Army, and our guests,” said Griffin. “It’s groundbreaking in being the first all-CLT hotel, provides long-term conservation solutions, and gives guests access to upscale amenities in a comfortable setting. We’re shaking up the industry without shaking up our guests’ experience.” The structure, which took 10 working weeks to erect, FALL 2016 15
Entry lobby area – Candlewood Suites – Redstone Arsenal.
Candlewood Suites located on Redstone Arsenal, Huntsville, Alabama.
employed social sustainability efforts to complete the project, as well. Of the 11-man Lendlease crew that worked on the project, seven were veterans who were obtained through the services of Still Serving Veterans. The Huntsville, Alabama-based organization works to ensure veterans and their families receive all the benefits and services they have earned while significantly expanding their career opportunities. “Performing sustainable work is a treasured value at Lendlease, and we consider implementing social sustainability measures just as important as building sustainable structures,” said Griffin. “We partnered with the Army and intended to assist Service members and their families by providing reasonable, comfortable accommodations in convenient locations across the country. We know service doesn’t end when a Service member leaves the Armed Services, so reaching out to and employing veterans easily aligns with who we are as a company.” As sustainable construction and green technology grows in popularity, Lendlease has established itself as a leader in the industry through the PAL program. As of mid-2016, nearly 2,000 additional guest suites in 14 future hotels are slated for delivery over the next six years. The first Staybridge Suites on a military installation is under construction on Fort Belvoir in Virginia, and five additional hotels are currently in the design and planning phase. “We’re dedicated to delivering safe, sustainable buildings that promote healthy communities and provide support and respite for our nation’s heroes,” added Johnston. “Through our partnership with the U.S. Army and IHG Army Hotels, we’re on track to accomplish this now, and for generations to come.” n
Front desk area – Candlewood Suites – Redstone Arsenal.
Meryl Exley is vice president, director of marketing for Lendlease. Lacey Jamison is marketing coordinator for Lendlease. For more information about Lendlease, go to www.lendlease.com/us.
16 DEFENSE COMMUNITIES
ADVERTISING INDEX Company
Contact
Phone
Website
Corvias Group
Amanda Filipowski
401/228-2800
www.corvias.com
Dorma-Kaba
800/849-8324
www.kaba-adsamericas.com
1
HD Supply
877/610-6912
www.hdsupplysolutions.com
Cover 2
Salsbury Industries
Ricardo Alva
323/846-6700
www.mailboxes.com
27
Valley Forge Fabrics
Jason Gans
954/971-1776
www.valleyforge.com
17
Wells Fargo Home Mortgage
Customer Service
800/644-8083
www.wellsfargo.com
Cover 3
Yardi Systems, Inc.
Spencer Stewart
800/866-1144
www.yardi.com
34  DEFENSE COMMUNITIES
Page C4
5