DefenseCOMMUNITIES

THE MAGAZINE OF MILITARY HOUSING, LODGING & LIFESTYLES

SPRING 2016 www.phma.com

PHMA honors 2015 award recipients

page 6

The ‘rebirth of family housing’ at NAS Jacksonville

page 26

A look at Maxwell AFB’s new park for military families

page 33

Clark Realty Capital discusses its partnership

with the DoDpage 42

Balfour Beatty Communities reflects on its partnership with the military

For the Troops

CONTENTS

2 DEFENSE COMMUNITIES

SERVICES SPOTLIGHT: The Services reflect on 20 years of privatized military housing14 ARMY

14 For the Troops After 20 years of successful partnerships, Balfour Beatty Communities remains committed to evolving in order to meet the needs of military families.By Kathy Grim

18 Apocalypse Now?The Services must be on guard for current and future threats to the housing privatization program.By Rhonda Hayes

22 Privatization FlashbacksTwo reprinted press releases from Lincoln Military Housing, dated 2006 and 2009, demonstrate how far military housing has come over the last two decades.

26 NAVY26 Rebirth of Family HousingBalfour Beatty Communities reflects on how privatization has improved quality of life and built community for Service members and families at Naval Air Station Jacksonville. By Maureen Omrod

30 AIR FORCE30 Setting the StandardTwenty years of privatization partnerships and collabora-tion have led to a new standard for military living— welcoming communities, inviting homes, and so much more.By Ron Marlin

33 Victory in Freedom ParkA joint effort between the public and private sectors resulted in a wonderful park for military families to enjoy at Maxwell Air Force Base.By Brenda Christman

36 COAST GUARD36 Teamwork Begins With Our Leaders Leaders that ask questions, listen to workers, encourage collaboration, and accept mistakes as learning opportunities are transforming the face of military housing.By Bob Sullivan

SPECIAL SECTION - 20th ANNIVERSARY OF THE MILITARY HOUSING PRIVATIZATION INITIATIVE 38 Lend Lease—Snapshots of Success

Lend Lease shares a timeline of awards, highlights, and more from its 20 years of privatization partnerships.By Lacey Jamison

38 Privatization Success—The Proof Is in the PuddingThe proof of MHPI’s success lies in the many stories of superb service and experiences from military families across the country. By Vicki Sharp

42 A History of FirstsClark Realty Capital highlights the biggest achievements and moments in the history of its partnership with the Department of Defense.

3022

SPRING 2016 3

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Defense Communities (ISSN #1088-9000 USPS #004-502) is pub lished bi month ly by Content Communicators LLC, PO Box 223056, Chantilly VA 20153-3056, for the Pro fes sion al Hous ing Man age ment As so ci a tion, 154 Fort Evans Road, NE, Leesburg, VA 20176. PHMA mem bers re ceive this pub li ca tion at the an nu-al sub scrip tion rate of $30.

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Postmaster: Send subscription/address changes to: Defense Communities, 154 Fort Evans Road, NE, Leesburg, VA 20176 or e-mail: phmaoffice@earthlink.net.

Publisher

Editor

Production Assoc.

Art Director

Ad Sales Manager

Josephine RossiBarbara SincereChristine UmbrellJanelle WelchAlison Bashian

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, prod-ucts, and services. It provides a forum for members to share lessons learned, news and events, and train-ing opportunities and updates.

Spring 2016 u Volume 27, Number 1 u www.phma.com

ABOUT THE COVER: Warrior’s Walk is ded-icated to the Soldiers and attached units of the 3rd Infantry Division, Fort Stewart/Hunter Airfield, Georgia, who served in Operations Iraqi Freedom and Enduring Freedom.

Please send your articles for Defense Communities to

Barbara Sincere at phmadefensecommunities@earthlink.net.

DefenseCOMMUNITIES

THE MAGAZINE OF MILITARY HOUSING, LODGING & LIFESTYLES

DEPARTMENTS

4 President’s Message PHMA President Del Eulberg highlights an important historic lesson for unity and collabora-tion that continues to ring true.

6 Association News PHMA recognizes the top per-formers from across the military housing platform.

59 Military Marketplace

61 Corporate Sustaining Members

63 Ad Index

48 Connecting the DotsBringing military families together through events and common interests can help lay the groundwork for the friendships and support networks that can help families navigate difficult deployments and more.By Ashley Gorski Poole

50 More Than a Housing PartnerCorvias Military Living looks back on high points from the past 20 years that demonstrate the success of the MHPI program, as well as the value of collaborative partnerships.By Brandon Masters

54 In Reuse We TrustBy refinishing and repurposing existing furniture instead of buying new, military housing can cut costs, save taxpayers money, and lower carbon emissions. By Ashley Burke

Our nation’s history is filled with events that have shaped our national identity. We are

known for our independence, innova-tive spirit, generosity, and diversity. America was built on people of all nationalities traveling to its shores to build a better life for their families. These traits define how we approach

challenges. Our very existence relied upon those traits when we

came together to fight the British to gain our indepen-dence. George Washington led the Continental Army, which was made up of volunteers from all walks of life that were ill equipped and up against one of the world’s strongest Army and Navy. General Washington’s dar-ing decision to cross the freezing Delaware River on Christmas Eve and march his men in the snow and mud for 10 miles before engaging and defeating the British in Trenton, New Jersey, and return the following evening was—and is—a remarkable feat. That singular event changed the course of history. We came together to do the impossible, and it defined us as a nation.

This proud moment in our history demonstrates how overcoming seemingly impossible challenges always begins with defying the status quo, looking at a problem from a different angle, and being willing to take the risk. If we are to be successful, we must continue our collec-tive efforts to accomplish our missions more effectively and efficiently. We also must take time to celebrate our successes and share best practices.

One example of success for housing professionals that quickly comes to mind is the passage of legislation that authorized housing privatization in 1996. Housing privatization is an example of leveraging the private sec-tor to provide our military families with the homes they deserve and of government and private sector working together to achieve success. Over the past 20 years, this “new and innovative” approach to providing housing for our military families has clearly been a success that changed the quality of life for our Service members and their families. In my 30-plus years of service, the only other game changer with similar impact was the Department of Defense’s effort in the early 1990s to lead the nation in providing accredited childcare at every military installation.

We learned many lessons and the journey was not

an easy one—especially housing privatization—but we were successful. I know we can continue to improve and innovate, but we also must not take these successes for granted. As we celebrate our successes, we must look for new opportunities to leverage the private sector in all areas of support on our military installations. This type of innovation has proven itself and is an example of a win-win situation that benefits both the military and the private sector.

Like those who came before us, we should never for-get our strength as a nation relies on our ability to work side by side with our neighbors to get the job done. Public-private and public-public partnerships are two examples of how we can take on the status quo, improve quality of life for our military families, and reduce the cost of doing business. We must be united and innova-tive in order to face our nation’s financial challenges—currently, our national debt stands at more than $19 trillion. Regardless of politics, I am confident that we will find a way to come together and tackle our current financial crisis. After all, we are Americans, and we have a long history of taking on tough challenges together. n

PRESIDENT’S MESSAGE

4 DEFENSE COMMUNITIES

Tackling Our Toughest Challenges TogetherBy Del Eulberg, Major General (Ret.), USAF

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.

As we celebrate our successes, we must look for new opportunities

to leverage the private sector in all areas of support on our

military installations.

ASSOCIATION NEWS

6 DEFENSE COMMUNITIES

The Professional Housing Management Association (PHMA) is proud to announce our 2015 Award win-ners. This year’s recipients exemplify PHMA’s vision

and mission to contribute to better quality housing for our military members and their families. These individu-als and teams serve as a catalyst in inspiring housing pro-fessionals and their organizations to continue to provide exemplary customer service and build and revitalize for the future.

PHMA & Chapter Awards

Terri Edelman

The “Deke” Giles AwardTerri Edelman Executive Vice PresidentBalfour Beatty Communities

Terri Edelman, executive vice president of community man-agement for Balfour Beatty Communities, has direct respon-sibility for the oversight of

approximately 43,000 homes and military families located on 55 military installations (17 Army, 18 Navy, and 20 Air Force) in 26 states and the District of Columbia—she has little time to call her own. Despite the exhausting demands on her time and resources, she unfailingly steps forward to respond gen-erously to assist those in need of support, whether it is a military partner, base command, the Department of Defense (DoD), Balfour Beatty Communities staff, or other industry housing professionals.

Terri has made a positive impact on the military hous-ing privatization program since its inception and has helped set many of the industry’s standards. One of the greatest gifts Terri brought to the program was her desire and ability to understand the needs of all stakehold-ers— DoD personnel; Service members and their fami-lies; financial institutions; and community managers. In her typical, no-nonsense but heartfelt style, she worked tirelessly to satisfy the economic and emotional needs of all parties through consistent collaboration and com-munication efforts.

Her knowledge, guidance, and support helped lay a strong foundation for the industry, one that embraces

open communication and collaboration among all par-ties. Her leadership style has nurtured and inspired so many of her peers to do their best work on behalf of Service members and their families. In inimitable Terri style, she continues to help move the industry forward through her knowledge, insight, and passion, because that’s simply what Terri does. Her personal mission to improve the lives of Service members and their families is made possible by tireless efforts.

Dinah Edgington

Special Recognition AwardDinah EdgingtonVice President Royal Chapter #63

Dinah Edgington is a member of the housing team at Royal Air Force Lakenheath, United Kingdom, who served as the 2015 vice president of the Royal

Chapter #63. Her efforts during the past year made a significant contribution to a smooth-running chapter. She also maintained good communication between the bases across the United Kingdom. Her work and the work of her team reflects PHMA’s ideals; she consistently focuses resources to accomplish the highest standards of service for Armed Forces members and their families.

Dinah’s work individually and with the Chapter has resulted in significant donations for charity and schol-arship funds. These efforts have resulted in increased membership for the Chapter and PHMA. She leads by example.

Outstanding Chapter AwardRoyal Chapter #63

The Royal Chapter is an active partici-pant in the local community, and is dedicated to the

development of its members and the services provided. The Chapter holds quarterly meetings and events to pro-mote PHMA ideals, ensuring that the local community

PHMA Recognizes Top Performers of 2015By Kati Trump

SPRING 2016 7

ASSOCIATION NEWS

and Armed Forces Members receive the best services.Individual- and Chapter-sponsored activities raised

more than $2,500 for charity in 2015, which provided the ability to make a difference in the local community, both on and off base. Additionally, the members’ will-ingness to donate time to events, such as “Fall Clean Up” and “PHMA Golf Day,” was unparalleled.

Ed Salinas: Royal Chapter

#63

Outstanding Chapter OfficerEd SalinasRoyal Chapter #63

Ed Salinas served as the treasurer for the Royal Chapter #63. His efforts greatly contributed to the success of the Chapter’s endeav-ors, both in the local community and base housing. The standards

Ed and his team achieved consis-tently reflect the ideals of PHMA

and have resulted in exceptional support to Service members and their families.

Through his efforts to raise funds for local charities, Ed paved the way for profound changes in the lives of those with life-threatening illnesses or life-long condi-tions. He has diligently volunteered as the Chapter trea-surer for years. He actively promoted PHMA ideals and help to bring PHMA’s vision to the local community.

Sarah Wright: Royal

Chapter #63

Outstanding Chapter MemberSarah WrightRoyal Chapter #63

Sarah Wright is an essential member of the Royal Chapter, supporting endeavors that pro-vide excellent service to military members and the local com-

munity. Her dedication to col-leagues and military families has

increased participation at Chapter events, helped raise funds, and improved quality of life for many families. Sarah constantly goes above and beyond to support the Chapter’s efforts, and her achievements do not go unno-ticed by her peers.

Her work reflects her level of commitment to the goals and objectives of PHMA. Sarah’s ability to excel in providing exceptional customer service makes her an ideal role model for what the Royal Chapter can achieve.

United States Air Force

Helen Kenyon - Housing Manager

RAF Lakenheath, UK

Outstanding Senior Housing ManagerHelen KenyonHousing ManagerRoyal Air Force, Lakenheath, United Kingdom

Helen Kenyon is an essen-tial member of the 48th Civil Engineer Squadron, exemplify-

ing the creed of PHMA as both a housing manager and an offi-

cer on the local Chapter board. She has led her team through difficult transitions, and she tirelessly and flaw-lessly executes day-to-day operations of 1,532 military family housing units, 10 dorms, $20 million in furnish-ing management section inventory, and the largest lease

Defense Communities Writing Excellence Awards

1st Place: “The Next Generation of Bachelor Housing” by Kevin Harrington, Angela Pettigrew, Mary Simmerman, and Rick Worrell, from the January/February 2015 issue of Defense Communities.

2nd Place: “Be Present!” by Laylan Pennel, from the May/June 2015 issue of Defense Communities.

3rd Place: “Finding Solutions Together” by Ashley Gorski Poole, from the July/August 2015 issue of Defense Communities.

A special thank you to everyone who contrib-uted articles and photos for Defense Communities during 2015. There would be no magazine without your support and dedication. A special “Thank you” to all of our vendors and privatization part-ners that advertised in Defense Communities this year. Again, there would be no magazine with your continued support.

8 DEFENSE COMMUNITIES

ASSOCIATION NEWS

in U.S. Air Forces in Europe—these are just the top tip of the iceberg of her notable accomplishments. Her skill base and knowledge have reaped multiple awards, fund-ing, and improvements for her team, Royal Air Force Lakenheath, and the local community; and enhanced quality of life for our Armed Forces Members and their families.

Gregory L. ArceneauxHousing Privatization

ManagerJoint Base Charleston, SC

Outstanding Mid-Level Housing ManagerGregory L. ArceneauxHousing Privatization ManagerJoint Base Charleston, South Carolina

As acting Housing Chief, Gregory Arceneaux excelled performing duties and managing the transi-tion for the new element chief. He expertly managed a vast port-folio of 1,700 housing units and

4,500 dorm spaces, and motivated 10 staff members and two privatized housing partners. He was instru-mental in reviewing 1,198 properties with 17 agents to ensure Basic Allowance for Housing validation for Joint Base Charleston. Gregory set the bar as subject matter expert and provided top-notch eMH training/guidance to coworkers, reducing research time by 75 percent. He is known not only squadron-wide, but also among the community, as he volunteers to support the food bank, American Red Cross, St. Judes, Goodwill, and more.

SSgt Curtis BarnhillUnaccompanied Housing

F.E. Warren AFB, WY

Outstanding Housing/Billeting EmployeeStaff Sergeant Curtis BarnhillNon-Commissioned Officer in Charge, Unaccompanied HousingF.E. Warren AFB, Wyoming

In 2015, F.E. Warren had an influx of 435 Airmen to the dorms due to the Force Improvement Plan initiated by Air Force Global Strike Command. Staff Sergeant

Barnhill’s outstanding ability to manage early Basic Allowance for Housing to current residents and Change of Occupancy Maintenance allowed rooms to be avail-able for in-bound personnel. Furthermore, his superb mentoring convinced one individual to self-identify that he or she had become dependent on prescription drugs. With self-identification, this individual was able to seek treatment without affecting his or her career.

509th Civil Engineer Squadron and Balfour Beatty Communities

Whiteman AFB, MO

Outstanding Housing Team – Privatized Location509 CES/Balfour Beatty CommunitiesWhiteman Air Force Base, Missouri

The outstanding partnership between Balfour Beatty Communities and Air Force housing professionals at Whiteman Air Force Base Missouri continues to deliver exceptional housing support to more than 5,600 active, guard, and reserve military members and their families. Overall resident satisfaction increased for the fifth con-secutive year to an outstanding 86.8 percent. Twelve-month average occupancy topped 96.3 percent and demand for on-base housing remained strong. Net oper-ating income exceeded pro forma by 14.9 percent, and net revenue was up $100,000 over projections. A profes-sional cadre of Airman Dormitory Leaders oversaw five dorms consisting of 627 rooms and nearly $1.5 million in furnishings and infrastructure upgrades, and built an unprecedented relationship with residents.

48th Civil Engineer Squadron Housing Management Office RAF Lakenheath, UK

Outstanding Housing Team – Traditional Location48th CES Housing Management Office Royal Air Force Lakenheath, United Kingdom

The 48th Civil Engineer Squadron provides day-to-day support to the United States Air Forces in Europe United

SPRING 2016 9

ASSOCIATION NEWS

Kingdom Director, 3 Wings, and more than 7,600 active-duty Service members and civilian personnel. Their flawless management of a $28 million financial plan, $20 million furnishings inventory, and $28 billion in property assets, plus their ability to secure additional funding, has resulted in superior customer service. The continued efforts to execute and implement projects resulted in huge quality of life improvements for both unaccompanied and military family housing personnel. The high standard the team achieves is a true reflection of the ideals and goal of PHMA, resulting in exceptional support to Armed Forces members, their families, and the local community.

United States Army

Brian A. JostSupervisory Housing

Management SpecialistIMCOM Europe Region

Outstanding Senior Housing Manager Brian A. JostSupervisory Housing Management SpecialistInstallation Management Command Europe Region

Brian Jost provided outstanding leadership and achieved unparal-leled success improving the qual-ity of life for Soldiers and their family members in 2015. His extraordinary analytical compe-

tence and ability to resolve complicated housing matters earned him the reputation of an innovative leader. Brian leads Europe in devising a method to improve tenant unit stewardship of the Army’s barracks; takes initiative in the development of manpower process maps and workload drivers; and proactively exercises fiscal leader-ship, increasing the Region’s overall funding for housing from $156 million up to $238 million, which includes $45 million for 100 projects awarded to repair family housing.

Deborah A. HuttonProgram Manager

Office Assistant Chief of Staff – Installation

Management

Outstanding Senior Housing Manager Deborah A. HuttonProgram ManagerOffice of the Assistant Chief of Staff for Installation Management Deborah Hutton’s leader-ship propels the U.S. Army’s improvement of the Residential Communities Initiative (RCI)

program through detailed action plans that accelerate effectiveness to maximize investment, identify best prac-tices, and improve the suitability of RCI housing. Her effort to create the Army’s privatized housing dashboard in eMH is a lynchpin to check individual project perfor-mance in the financial, operational, and long-term out-look analysis for each project that reports to Congress. Deborah’s skillful mastery of the 2015 RCI satisfaction survey solidifies the Army’s ability to achieve project cost reductions; recognizes RCI partners in the local commu-nity; and helps build devotion, passion, and integrity in serving Soldiers and families.

Balfour Beatty Communities & US Military Academy Army Garrison RCI West Point, NY

Outstanding Housing Team – Privatized LocationBalfour Beatty Communities & West Point Army Garrison Residential Communities Initiative West Point, New York

Cooperative spirit, challenging situations, and creative solutions are the hallmarks of the partnership between Balfour Beatty Communities and the Army Garrison at West Point. The West Point team faces challenges that no other Residential Communities Initiative project experi-ences due to the unique mission, location, and history of “The Point.” More than 2 million visitors a year tour West Point’s historic campus and neighborhoods, requir-ing a monumental effort by maintenance personnel. The maintenance staff completes more than 1,000 work orders per month, with a 97 percent customer satisfac-tion rate. This is especially noteworthy, as nearly 40 percent of the homes are historic and require specialized maintenance.

10 DEFENSE COMMUNITIES

ASSOCIATION NEWS

United States Coast Guard

Robert J. SullivanHousing Officer

USCG Base Honolulu, HI

Outstanding Senior Housing ManagerRobert J. SullivanBase Honolulu Area Housing OfficerUnited States Coast Guard Base Honolulu, HawaiiRobert Sullivan led a complex housing program covering the entire Pacific Rim with limited staff. He managed Coast Guard-owned housing units on three Hawaiian Islands, two represen-tational facilities, and 11 leases;

and ensured housing needs were met for 200 families at Department of Defense (DoD) public-private ven-ture sites. He expertly administered interagency agree-ments with multiple DoD agencies in Guam, Japan, and Singapore. His tireless efforts ensured the annual Basic Allowance for Housing rental data collection was a true reflection of the housing costs on four different islands. Robert reviewed 600 inbound Permanent Change of Station orders to ensure housing needs were met. He also spent off-duty time with veterans in need of long-term and transitional rehabilitative care.

DCC Joseph M. AnderHousing Maintenance

Coordinator USCG Base Ketchikan, AK

Outstanding Mid-Level Housing ManagerDamage Controlman Chief Joseph M. AnderOwned Housing Maintenance Coordinator, Area Housing Office KetchikanUnited States Coast Guard Base Ketchikan, AlaskaChief Joseph Ander demonstrat-ed outstanding initiative and dedication as the owned hous-ing maintenance coordinator for Southeast Alaska. He expertly

oversaw the maintenance and improvements to Coast Guard-owned family housing, unaccompanied person-nel housing (UPH), and the District 17 representational facility. Chief Ander also assumed additional duties while the area housing officer position was vacant. He spearheaded a kitchen area retrofit project and installed new furnishings in the UPH. Chief Ander actively man-aged personnel issues with patience, mentored junior personnel, and trained housing staff members. He took an active role in the collection of Cost of Living

Allowance retail price data and annual Basic Allowance for Housing rental data collection, as well as the Chief Petty Officer Association.

YN1 Brandon M. WebsterHousing Office Representative

USCG Base Alameda, CA

Outstanding Housing/Billeting EmployeeYeoman 1 Brandon M. WebsterAlameda Area Housing Office RepresentativeUnited States Coast Guard Base Alameda, California

Petty Officer Brandon Webster demonstrated professionalism and dedication to every Coast Guard Member and family that he served. He supported 30 com-mands by overseeing more than

950 Coast Guard-owned housing units, 500 unaccom-panied beds, and two local housing offices. Petty Officer Webster spearheaded the annual Basic Allowance for Housing data collection process (incorporating 11 dif-ferent military housing areas) and successfully provided training to other members of the housing community. He was an active volunteer as the Base Alameda Softball League Commissioner, as well as head coach of the Oakland Military Institute’s high school softball and flag football teams. Petty Officer Webster is a full-time student, working to obtain his bachelor’s degree, with a current 3.5 GPA.

United States Marine Corps

Oscar L. AlmondFamily Housing Branch

MCB Quantico, VA

Outstanding Senior Housing ManagerOscar L. AlmondHead, Family Housing BranchMarine Corps Base Quantico, Virginia

As Head, Family Housing Branch, Marine Corps Base, Quantico, Virginia, Oscar Almond demon-strated exceptional customer ser-vice and professional expertise in administering public-private venture oversight and housing

referral programs tailored to referral processes for Service members, exceptional family members, military Officers, and International Officer Students. His efforts greatly

SPRING 2016 11

ASSOCIATION NEWS

minimized the expected and often unexpected stress-ors associated with adjusting to a new duty station. He provided superlative contributions to Marine Corps housing processes and procedures, greatly benefitting Service members and their families. Oscar’s commitment to service was evident as he managed processes critical to operational success, resulting in superior customer satisfaction.

Lee J. Johnson Jr.Referral Assistant

MCB Camp Pendleton, CA

Outstanding Housing/Billeting EmployeeLee J. Johnson Jr.Referral AssistantMarine Corps Base Camp Pendleton, California

From Oct. 1, 2014, through Sept. 30, 2015, Lee Johnson Jr. served in an outstanding man-ner as housing referral assistant, family housing branch, hous-ing division, AC/S GF, Marine Corps Base, Camp Pendleton,

California. He went above and beyond to inspect addi-tional communities and ensure housing met the mission requirements for the Basic Allowance for Housing data collection submission. Lee served a high volume of walk-in customers and received the most Interactive Customer Evaluations from satisfied customers. He diligently functioned in two collateral duty programs: the housing safety officer and the General Services Administration vehicle representative.

Marine Corps Base Hawaii PPV Phase 6 TeamKaneohe Bay, HI

Outstanding Housing Team – Privatized LocationMarine Corps Base Hawaii Public Private Venture Phase 6 TeamKaneohe Bay, Hawaii

The Marine Corps Base Hawaii Public-Private Venture (NAVFAC Pacific and MCBH Kaneohe Bay Housing) team successfully negotiated and awarded a short-fused, 260 new home project worth $157 million for Hawaii Phase VI from Invitation for Proposal release in just over four months. In essence, the team executed one of the most complex privatization projects to date. This project involved the acquisition of the only Section 802 Rental Guarantee Housing project in existence and the early termination of this lease, and resulted in a seamless tran-sition of the current residents on Sept. 30, 2015.

United States Navy

Daniel M. WonderlyeMH System Manager

Commander, Navy Installations Command

Outstanding Senior Housing ManagerDaniel M. WonderlyeMH System ManagerCommander, Navy Installations Command

Dan Wonderly is the eMH sys-tem manager at Commander, Navy Installations Command, at the Washington Navy Yard. Dan’s superior development and management of eMH is vital to

the Navy Housing program. He is the “visionary” of this secure, web-based application providing 31 Service Modules, which currently support more than 700,000 assignable housing units worldwide. Since the Air Force

12 DEFENSE COMMUNITIES

ASSOCIATION NEWS

formally joined eMH in January 2013, it is now the first Department of Defense jointly utilized housing system and has replaced 14 systems, generating millions in annu-al savings. The successful structure of eMH is due to Dan’s extensive housing experience. He has worked at every level and is expertly aware of the needs of housing managers to manage their inventory across the enterprise. Dan is the heart and soul of the eMH team, and his contributions are a credit to the housing programs across all of the services.

Gary FredericksonFacility ManagerBalfour Beatty Communities

NAS Meridian, MS

Outstanding Mid-Level Housing ManagerGary FredericksonFacility Manager, Balfour Beatty CommunitiesNaval Air Station Meridian, Mississippi

Gary Frederickson has been part of the Naval Air Station Meridian team for over 16 years. Since assuming the duties and respon-sibilities as facility manager, Gary has unveiled an unmatched work

ethic and total focus on providing our nation’s Service members “A-Class” customer service and a place to call home. He consistently demonstrates outstanding leader-ship skills and technical expertise that is second to none. In addition to his day-to-day maintenance duties, he man-aged the planning and execution of several major roof replacements, community center renovations, and property landscape improvement projects, all while maintaining focus on resident satisfaction and the training and develop-ment of his team. Gary displays an unparalleled ability to accomplish many roles levied upon him and successfully accomplishes every job and team goal with ease. His per-sonable demeanor and easygoing attitude makes him an invaluable asset to every resident, the Navy, and the entire Balfour Beatty Communities team.

Jessica EnnisLife Works Coordinator

Balfour Beatty Communities

NS Mayport, FL

Outstanding Housing/Billeting EmployeeJessica EnnisLife Works Coordinator, Balfour Beatty CommunitiesNaval Station Mayport, Florida

Jessica Ennis is the LifeWorks coordinator for Balfour Beatty Communities at Naval Station Mayport in Jacksonville, Florida. As the LifeWorks coordinator,

Jessica continually creates a sense of community as she works to enhance the quality of life for residents through exclusive free events hosted each month. Her unfailing dedication to Mayport’s residents, unwavering depend-ability, and strong personal character provide the solid foundation for both the Balfour Beatty Communities team and her personal successes associated with increas-ing customer satisfaction results. Jessica’s determination and solid commitment to providing the best customer service is without equal. She significantly contrib-utes her support and dedication to the Balfour Beatty Communities housing team and her customers.

NAS Jacksonville Navy Housing Team & Balfour Beatty Communities

Jacksonville, FL

Outstanding Housing Team – Privatized LocationNaval Air Station Jacksonville Navy Housing Team & Balfour Beatty CommunitiesJacksonville, Florida

Balfour Beatty Communities and Naval Air Station (NAS) Jacksonville’s Navy housing team of profession-als work in unison to serve the military families at NAS Jacksonville. They are a model partnership that consistently demonstrates customer-driven excellence. Resident satisfaction is the primary goal of the entire housing team. The team’s emphasis is on providing qual-ity housing, and it prides itself in doing everything it can to provide a strong, community feel through appearance and condition. The housing installation team consistent-ly maintains occupancy above 95 percent with military families. Additionally, the housing team works diligently on providing our military families an affordable, quality community to call home.

14 DEFENSE COMMUNITIES

Time and change go hand in hand. Just ask Rick Taylor. The former Civil Engineer Corps Officer had made a conscious decision to avoid living on the Navy installation during his approximate 12 years of service. Prior to privatization, the state

of disrepair disheartened him. He didn’t blame the military because the way military budgets were structured, funds for housing were frequently the first to be cut.

Mark Lavin agreed with Taylor’s sentiment, but felt com-pelled, while on active duty, to live on the installation with his family of eight. “There were times when trying to live on base meant sacrifice,” said Lavin. “It was not uncommon for military families to live in their cars until base housing became available.” Such challenges didn’t end once move-in to government quarters was complete. Often the facilities were old, considered substandard, and in need of major repairs given the lack of military funding.

Jeannie C. Adams, Chief, Housing RCI Division, Directorate of Public Works, Fort Stewart/Hunter Army Airfield, now retired, recalls those bleak times, too: “The conditions were simply horrible for heroes who deserved to come home to wonderful homes. The military simply didn’t have the funds to make that happen.”

Several years after Congress passed the Military Housing Privatization Initiative (MHPI) in 1996, Taylor began working for GMH Military Housing (now Balfour Beatty Communities, BBC) as a civilian. At the time, the company had been submitting requests for proposals without much success. “My first order of business was to attend a debrief-ing meeting after one of those unsuccessful project bids,” said Taylor. “It was an eye-opener for me. What we lacked in those early days was an appreciation for the unique culture of the military as well as the unique challenges military families faced. From that moment on, we paid close atten-tion to what decision makers told us when we lost potential projects, fine-tuning services to suit their requirements.”

For the TroopsBalfour Beatty Communities reflects on its

partnership with the military

By Kathy Grim

SERVICES SPOTLIGHT: The Services reflect on 20 years of privatized military housing

SPRING 2016 15

Another first lesson for BBC employees was the value of educating all stakeholders. “Prior to privatization, residents who resided on military installations never had to sign a lease,” said BBC Executive Vice President Terri Edelman. “I remember calling that first town hall meeting at Fort Stewart to tell them about the new leases. Families were up in arms, asking us who we thought were, and certain we were just in it for the money. They had no understanding of the program and were naturally skeptical, critical, and adverse to this change, fearing that, as a civilian organiza-tion, we would not respect their strong military culture.”

That attention to detail and both the military philoso-phy and needs of military families resulted in BBC being awarded the company’s first MHPI housing project at Fort Stewart/Hunter Army Airfield. “I can close my eyes and still remember why I picked BBC,” said Adams. “They touched not only my brain, but my heart.”

Fort Stewart touched BBC President Chris Williams’ heart as well. “I remember one of our early meetings with the Commanding General,” he said. “I could feel the weight of the world in his eyes. I instantly understood this program would be about so much more than bricks and mortar.”

That philosophy prompted retired Lieutenant Colonel Lavin to take on the role of BBC’s senior vice president of project development. Known as “the colonel” by his BBC peers, he has helped initiate and manage the develop-ment plans for all BBC military projects.

The walkway is dedicated to the Soldiers and attached units of the 3rd Infantry Division, Fort Stewart/Hunter Airfield, Georgia, who served in Operations Iraqi Freedom and Enduring Freedom. Over the years, on this field, Fort Stewart has honored dignitaries and held special events. For decades, many brave Soldiers have marched here prior to going to battle, and this is where they are welcomed when they return home from battle. It is this field where warriors walk, and it is here on this walkway that we remember our courageous Soldiers who demonstrated exceptional valor, honor, and respect for their Army, their country, and their belief in their cause during Operations Iraqi Freedom and Enduring Freedom.

The eastern redbud trees along the walkway are a sym-bol of life and will be a living tribute to the brave Soldiers who paid the ultimate price for our freedom.

God bless them and God bless the United States of America!

These words are found on a plaque that welcomes visitors to the Warriors Walk on Fort Stewart/Hunter Airfield, Georgia.

Where Warriors Walk

ALL PHOTOS COURTESY OF BALFOUR BEATTY COMMUNITIES

16 DEFENSE COMMUNITIES

A series of early successes sealed BBC’s relationship and partnership with the military. “Given the program’s duration, we laid out a 50-year strategic plan that includ-ed renovations, new construction homes, a responsive maintenance program, and perpetual reinvestment,” said Edelman. Part of that plan included budgeting several mil-lion dollars for deferred maintenance projects. “Residents benefited quickly through a variety of initiatives, some as simple as improving the curb appeal, landscaping, and cutting the grass. Then we moved forward tackling the massive backlog of the work order lists. We literally took teams of maintenance technicians to an installation and went door-to-door to complete the backlog and show our residents that privatization works and we were there to stay. This proactive, hands-on sensibility became part of our operating philosophy—one we shared with everyone from our leasing specialists, work order administrators, maintenance technicians, and roads and grounds crews. What we were able to demonstrate to our residents is that we were not there to change their culture, but enhance the quality of life within the culture that already existed.”

Beyond the immediate repairs, the implementation of a resident “Bill of Rights,” and the construction of a new playground, perhaps what affected the greatest perception shift among military leaders, residents, and their families was BBC’s construction of “Warriors Walk.” In 2003, the company felt compelled to create a tree-lined memo-rial walkway following the loss of many Soldiers during Operation Iraqi Freedom. “We wanted to honor each Fort Stewart Soldier who had given his or her life in service of our country,” said Williams. “Never did I imagine that Warriors Walk would be visited by presidents and other dignitaries, or grow to almost 500 trees.”

Laying a Strong FoundationThe germ of another idea was born at the same time—that of creating a foundation that is committed to honoring Service members who are active duty, wounded warriors, or fallen.

“Those of us who work in the military privatization pro-gram know there’s a greater good we’re meant to serve in addition to building and maintaining communities, which is helping our military families, veterans, and those return-ing Service members,” said Williams. “Our contractors, subcontractors, and vendors all participate in this cause, and between our employees and outside support, we’ve been able to contribute almost $1 million over the past 10 years toward scholarships as well as grants to organiza-tions, such as The Wounded Warrior Project, Homes for Our Troops, and the Intrepid Fallen Heroes Fund.”

Focusing on Health and WellnessThe more privatization projects that BBC secured, the more it believed its team had a responsibility not only to satisfy housing requirements but to contribute to the health and well-being of Service members and families. That sensibil-ity came to fruition with the creation of LifeWorks, a pro-gram aimed at strengthening community relationships by providing both educational and social events for residents of all ages. While programs vary from base to base, all are offered free to BBC residents.

“I would say LifeWorks is BBC’s primary claim to fame,” said Edelman. “Through LifeWorks, we offer programs on topics, such as emotional health, stress relief, exercise and nutrition, financial management, environmental aware-ness, and personal safety. Every branch of the Service has told us they admire the program for its benefits to resi-dents of all ages.

“It also provides an opportunity for us to engage with the local community outside the base,” said Edelman. “If one of our bases is hosting an event, our team will speak with local businesses to contribute goods or make finan-cial donations. When all is said and done, we hold almost 8,000 events per year across all of our bases.”

SERVICES SPOTLIGHT: The Services reflect on 20 years of privatized military housing

SPRING 2016 17

Resident Stories Matter MostTwenty years later, that is just one of many impressive num-bers: BBC now has 56 military housing communities in its portfolio and manages more than 43,500 homes.

While BBC is proud of those numbers, it’s the stories told by residents, such as Paula Robinson, that the company believes capture the true meaning of privatization. Robinson, the wife of an enlisted Soldier and mother of three, has lived on Fort Stewart for the past seven years. Like the majority of military families, she’s far away from her own family but considers BBC’s staff part of her military family. “There are so many stories I can tell,” she said. “I’ll never forget the fear that shot through me the day a pipe burst in our home, sending water everywhere, saturating our furniture. A BBC employee was there within 20 minutes. They quickly moved us into one of the ‘Soldier homes’ they keep available for emergencies. They made sure we were safe and comfortable, and felt supported.”

When Robinson was going through cancer surgery, her husband had his hands full taking care of their children. “At the same time, we had several weather-related issues with the house. Not only did they [BBC] make sure everything was fixed by the time we got home, they called to follow up to see if there was anything else we needed.”

Robinson said she brags about the programs and ameni-ties to all of her friends, many of whom also have moved into housing on Fort Stewart as a result of her praise. “My children have beautiful parks to play in. We’ve got a splash park here, which is terrific because it gets so hot during the summer. BBC sponsors hot dog days, ice cream celebration days, and other activities there. The housing managers here don’t just show homes in the community; they create memo-rable experiences. I can go on and on about why I feel so privileged to live here.”

As the military continues to shift its priorities, Curt Savoy, BBC project director at Fort Eustis, says BBC will adapt as well. “We’ve always been open and willing to discuss the difficult issues and have been quick to involve government parties in the process,” he said. “I think it has given us a bet-ter product and will continue to help us deliver the highest quality homes and services.”

Of course, success also is steeped in BBC’s commitment to keep in step with its residents. “The expectation of residents is so different today than it was in the ’70s or ’80s. We have Soldiers and families moving in now who know” only priva-tized housing, Williams said. “By listening to and acting on their feedback, we will continue to grow with our customers. BBC is committed to evolving in order to meet the needs of military families because they deserve nothing less.” n

Kathy Grim is senior vice president of marketing and communications for Balfour Beatty Investments.

LOOKING BACK ON THE RESIDENTIAL COMMUNITIES INITIATIVE (RCI) PROGRAM

“Having grown up as a military brat, and serving in the military, the transition to privatized housing is significantly better than it used to be. In my opinion, it has cre-ated the greatest benefits for the Army’s Junior- and Mid-Grade enlisted Soldiers and families. Aside from the amenities provided, such as splash parks, playgrounds, com-munity centers, and, of course, Starbucks, the complete rebuild of Junior- and Mid-Grade enlisted housing on Fort Campbell is the same or better quality the Army used to put Company-Grade Officers and Senior NCOs in—one of the best decisions the Department of the Army has made regard-ing the welfare of Soldiers.” –Joseph M. Sincere, MAJ, Field Artillery – 1/320th FA Executive Officer, 101st Air Assault Division

“Privatization is a perfect blend of public/private-sector expertise working together in a partnership to create first-class communi-ties with thousands of new and renovated homes for our Service personnel and fami-lies.” –Tom Kraeer, Retired Program Manager, Residential Communities Initiative Program

38 DEFENSE COMMUNITIES

When the authorization to privatize mili-tary housing was signed 20 years ago, most of the metrics for success were to be measured in financial terms. The official taglines for the privatization

initiative were “private capital to help leverage govern-ment funding,” and “efficient use of limited government resources.” Great stuff, but behind all the financial wheel-ing and dealing, the solicitation processes, and the start-ups, there were other important goals to meet. Those goals

were related to the recruitment, readiness, and retention of Service members. Those buzzwords represent real peo-ple, military families—moms, dads, kids, and pets—who would be directly affected as a result of this initiative for the rest of their military careers.

Before we get to the success stories, keep in mind that the government housing folks were and still are committed to providing exceptional customer service for Service mem-bers and their families, regardless of where they choose to reside. Prior to privatization, they were working hard with

Privatization Success— The Proof Is in the Pudding

Stories from around the country showcase the achievements of military housing privatization

By Vicki Sharp, NALP, CAPS, CDPM, PMIC

1996 The 1996 National Defense Authorization Act gives life to the Military Housing Privatization Initiative.

2001 Actus Lend Lease financially closes on the first privatized military housing contract, Fort Hood Family Housing (FHFH).

2005 Lendlease financially closes Army Hawaii Family Housing (Island Palm Communities), the largest Army privatization project.

2005 Lendlease closes on Fort Drum Mountain Community Homes (FDMCH), and Atlantic Marine Corps Communities (AMCC).

2005 First Air Force project, Hickam Communities in Hawaii, awarded.

2006 Lendlease is chosen by U.S. Air Force to privatize housing at Soaring Heights Communities located on Davis-Monthan and Holloman Air Force Base.

2006 Campbell Crossing becomes home to the first ever handicap accessible Boundless Playground® on a military installation.

2007 Tierra Vista Communities on Peterson and Schriever Air Force Base added to the portfolio.

2007 Lendlease and the U.S. Army establish the North Haven Communities partnership to develop and manage its family housing at Fort Wainwright and Fort Greely.

2007 Lendlease Community Fund is established to support community-driven efforts for families who live in Lendlease communities, and communities where Lendlease employees work and live.

2007 FDMCH begins development of The Timbers, one of five Army UOQ projects with 192 suite-style apartments and a clubhouse.

2008 FDMCH becomes the largest Energy Star community in New York State.

2008-2009 In partnership with the Army and Bank of America- Merrill Lynch, Lendlease closes on the Privatization of Army Lodging (PAL) Program.

2009 AMCC home to the first and only Boundless Playground® on a Marine Corps Installation.

2009 Soaring Heights Communities becomes the largest solar-powered community in the Continental U.S.

2011 Hickam Communities housing office became first building in Lendlease’s portfolio to achieve Certified LEED for New Construction Silver.

2009 FHFH completes largest number of LEED Silver homes in the Army portfolio.

2009 Lendlease completes the first all-new, master planned housing community on Schriever Air Force Base.

2010-2012 Army awards second phase of the PAL project to Lendlease.

2010 Campbell Crossing completes first two zero-energy homes on a military installation.

2011 AMCC completes its first net zero home at Camp Lejeune, NC.

2011 Island Palm Communities establishes the Kunia Agriculture Park through a partnership with Monsanto and the Hawaii Agriculture Foundation.

2011 North Haven awarded the Top U.S. Army Residential Communities Initiative (RCI) project.

2011 IPC’s Simson Wisser neighborhood becomes one of the first in the nation to achieve Certified LEED for Neighborhood Development.

2013 Final phase of the PAL program awarded to Lendlease.

2014 AMCC completes the largest solar hot water system project in the Continental U.S.

2014 AMCC completes the largest LEED Gold neighborhood on a Marine Corps installation.

2015 Campbell Crossing pilots a Building Energy Management System (BEMS).

2015 Knox Hills in partnership with Fort Knox, receives Overall Installation Award for CEL Army Survey.

2016 PAL completes construction of the first hotel in the U.S. constructed with cross laminated timber.

TH ANNIVERSARY OF THE MILITARY HOUSING PRIVATIZATION INITIATIVE

Lend Lease—Snapshots of Success

SPRING 2016 39

very limited and constrained budgets that did not allow for some of the programs and successes that will be shared here. Upon privatization, the change for military families living on our military installations was virtually immedi-ate.

I believe we have met/exceeded our goals for privatiza-tion where the Service members and families were con-cerned, but don’t take my word for it! Here are just a few of the success stories that I have personally experienced or have heard about in my travels to various installations across the country:

Frozen at Fort Hood: I will always remember the resi-dent at Fort Hood, Texas, who awoke to a very cold house because the heat had stopped working during the night. First thing in the morning, she quickly called in a service order. Later in the day, she called our office to thank us for the fast service, stating that the technician had arrived at her door before she could even get dressed. She was thrilled at the level of service.

Dish Distress in Hawaii: I recall a resident at the Army Hawaii housing project calling in for service on her dishwasher. She said she knew that there was probably no funding for that type of repair until the new budget was passed, but wanted to be sure she was on the service order list for October. She was shocked when she was told that a service technician would be out to take care of the

dishwasher the next day. Stories such as this became com-monplace, as the privatized housing project had an ongo-ing source of revenue (rent income), allowing for robust and timely maintenance activities to be provided on a fast and continual basis.

Determined for New Digs: As the implementation of privatization continued over the next several years, many families were pleasantly surprised to see that deferred maintenance items were being completed. Of course, with new homes springing up, everyone tried to find a way to be assigned to one of the newly constructed homes. Some were extremely creative in their efforts. I especially liked the Captain’s wife who demanded that her family be relo-cated to new housing because her daughter was always sick in the old home. When I explained that the new housing was being built for the junior enlisted Soldiers and their families, she became quite upset. In trying to help her out, I offered her a different home in her same neighbor-hood that was ready for occupancy and was in very good condition. After we walked through the house together, she was very pleased and said they would take it. However, the next day, she called and said that she and her children had walked around the area, but her son didn’t see anyone he was friends with, so they declined to take the home. She also said her husband would sign anything required to allow them to move into a home in the junior enlisted

1996 The 1996 National Defense Authorization Act gives life to the Military Housing Privatization Initiative.

2001 Actus Lend Lease financially closes on the first privatized military housing contract, Fort Hood Family Housing (FHFH).

2005 Lendlease financially closes Army Hawaii Family Housing (Island Palm Communities), the largest Army privatization project.

2005 Lendlease closes on Fort Drum Mountain Community Homes (FDMCH), and Atlantic Marine Corps Communities (AMCC).

2005 First Air Force project, Hickam Communities in Hawaii, awarded.

2006 Lendlease is chosen by U.S. Air Force to privatize housing at Soaring Heights Communities located on Davis-Monthan and Holloman Air Force Base.

2006 Campbell Crossing becomes home to the first ever handicap accessible Boundless Playground® on a military installation.

2007 Tierra Vista Communities on Peterson and Schriever Air Force Base added to the portfolio.

2007 Lendlease and the U.S. Army establish the North Haven Communities partnership to develop and manage its family housing at Fort Wainwright and Fort Greely.

2007 Lendlease Community Fund is established to support community-driven efforts for families who live in Lendlease communities, and communities where Lendlease employees work and live.

2007 FDMCH begins development of The Timbers, one of five Army UOQ projects with 192 suite-style apartments and a clubhouse.

2008 FDMCH becomes the largest Energy Star community in New York State.

2008-2009 In partnership with the Army and Bank of America- Merrill Lynch, Lendlease closes on the Privatization of Army Lodging (PAL) Program.

2009 AMCC home to the first and only Boundless Playground® on a Marine Corps Installation.

2009 Soaring Heights Communities becomes the largest solar-powered community in the Continental U.S.

2011 Hickam Communities housing office became first building in Lendlease’s portfolio to achieve Certified LEED for New Construction Silver.

2009 FHFH completes largest number of LEED Silver homes in the Army portfolio.

2009 Lendlease completes the first all-new, master planned housing community on Schriever Air Force Base.

2010-2012 Army awards second phase of the PAL project to Lendlease.

2010 Campbell Crossing completes first two zero-energy homes on a military installation.

2011 AMCC completes its first net zero home at Camp Lejeune, NC.

2011 Island Palm Communities establishes the Kunia Agriculture Park through a partnership with Monsanto and the Hawaii Agriculture Foundation.

2011 North Haven awarded the Top U.S. Army Residential Communities Initiative (RCI) project.

2011 IPC’s Simson Wisser neighborhood becomes one of the first in the nation to achieve Certified LEED for Neighborhood Development.

2013 Final phase of the PAL program awarded to Lendlease.

2014 AMCC completes the largest solar hot water system project in the Continental U.S.

2014 AMCC completes the largest LEED Gold neighborhood on a Marine Corps installation.

2015 Campbell Crossing pilots a Building Energy Management System (BEMS).

2015 Knox Hills in partnership with Fort Knox, receives Overall Installation Award for CEL Army Survey.

2016 PAL completes construction of the first hotel in the U.S. constructed with cross laminated timber.

By Lacey Jamison

40 DEFENSE COMMUNITIES

neighborhood. When we refused the request, she went to the hospital and got a prescription (so to speak) for her daughter to be relocated to one of the new homes. We cer-tainly had a lot to learn about the tenacity and resourceful-ness of someone who wants a new home.

As comedians say, “I’ve got a million of ’em,” but what I really would like to share are what I call the “heart sto-ries.” When you take care of someone’s home, you basically adopt them, especially in cases where the Service member is deployed. Because we take care of their home, families often look to us for far more than just maintaining the building. They are looking for a friend, a confidante, and sometimes a shoulder to lean on when the going gets tough.

Answering the Call in Kentucky: At Fort Campbell, Kentucky, one of the team members received a call for help because a resident was going into labor with her first child and didn’t have anyone to drive her to the hospital. Her husband was deployed and her mom had not arrived yet. In the typical “go above and beyond” fashion of those who work in the housing customer service industry, the team member got the resident to the hospital, stayed with her throughout the delivery, and was even the first per-son (other than Mom) to hold the newborn. When Dad returned home, he brought flowers to our team member and cried as he gave them to her, telling her that he felt his

wife and new baby couldn’t live in a better place. This is what it’s all about!

No Tears in Texas: At Fort Hood, Texas, we held a National Night Out event for all our residents. The event was similar to an old-fashioned carnival; the team cre-ated and hosted games, such as ring toss, egg drop, and a cakewalk. All of the residents had a terrific time, as did our team members! The next day, I received a note from one of the younger residents. The note said “Thank you for the party. My mom and I went there and we had fun. We even won a cake, and we took it home and ate it. It was really good, and my mom didn’t cry last night.” Wow, that truly is making a difference for a family of a Service member, and explains why so many individuals join and stay in the housing business. (I will never forget this story. It’s one I share with my audiences throughout my travels and train-ing, for housing professionals in both government-owned and privatized housing.)

So, did we achieve our goals of recruitment, readiness, and retention? Judging by these stories above—and the many, many more out there—I would say we hit the ball out of the park! n

Vicki Sharp, NALP, CAPS, CDPM, PMIC, is a veteran of the U.S. Army. Reach her at vicki.sharp@thesharpsolution.net.

“On behalf of Jones Lang LaSalle (JLL), it has been our honor to have been part of DoD’s Military Housing Privatization Initiative since 1999. It is humbling to work for a great team of dedicated government employees across the Services, delivering what is arguably one of the largest public-private partnerships in the world and certainly within the U.S. Moreover, it is a program in which, unlike some other public-private partnerships attempted in such areas as infrastructure, the projects were underwrit-ten well, executed superbly, and structured carefully in a manner that has made them sustainable. That is a big difference from the old paradigm in housing, with periods of construc-tion boom followed by years of operations and maintenance neglect. Even with the vicissitudes of the financial crash in 2008 and the more

restrictive interpretation of the scoring rules than the ‘Raines Memo’ first envisaged, these projects have continued to be successful thanks to the hard work and adaptable approach from both the private-sector developers (don’t call them contractors because they are not) and the government employees managing the projects. These projects are definitely not based on the old way of doing things. They are operated like a business and use the best private-sector prac-tices to provide the Service members and their families with a quality of life they deserve and have earned. JLL looks forward to continuing to support this most important of initiatives.”

—Barry Scribner, co-president, public institutions, International Director, Jones Lang LaSalle

TH ANNIVERSARY OF THE MILITARY HOUSING PRIVATIZATION INITIATIVE

SPRING 2016 63

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