2012 ENERGY STAR Award Application Exhibit 4: Customized ... 1 - 20.pdfExhibit 24: 2011 ENERGY STAR...

2012 ENERGY STAR® Award Application

EXHIBIT 1-20: TABLE OF CONTENTS

Exhibit 1: Sustainability Policy

Exhibit 2: RPI budget memo

Exhibit 3: ENERGY STAR Roles and Responsibilities memo

Exhibit 4: Customized asset management ENERGY STAR reports

Exhibit 5: Property Management ENERGY STAR Guidelines Memo

Exhibit 6: LINK dashboard interface with ENERGY STAR benchmarking performance

Exhibit 7: Screenshots from Eco Tracker

Exhibit 8: ENERGY STAR/Energy Efficiency best Management Practices Toolkit

Exhibit 9: Customized reports that use ENERGY STAR’s Reporting and Analysis Tool

Exhibit 10: Select energy best practices surveys and baseline evaluation tools

Exhibit 11: RPI acquisition checklists

Exhibit 12: Sample building annual business plan

Exhibit 13: Sample assessment report for multi-family sustainable pilot program

Exhibit 14: Sample third-party property management agreements

Exhibit 15: Kilowatt crackdown Award Flyer for One Newport, and the PSE building.

Exhibit 16: Building-specific Marketing Materials and press release template

Exhibit 17: Energy Performance Report for the 119 eligible benchmarked buildings

Exhibit 18: Energy Performance Report for 16 excluded buildings

Exhibit 19: The RPI Quarterly Report

Exhibit 20: Modified RPI Quarterly Report for NewTower, the MEPT trustee

Exhibit 21: The Promoting and Communicating Success summary document

Exhibit 22: Sustainable Tenant Improvement Manual (TI Manual)

Exhibit 23: Screenshots from Bentall Kennedy website

Exhibit 24: 2011 ENERGY STAR Sustained Excellence Award press release

Exhibit 25: Bentall Kennedy’s 2010 CSR report

Exhibit 26: New client intro slides detailing RPI program and key ESG components

Exhibit 27: Bentall Kennedy’s 2011 PRI disclosure

Exhibit 28: Bentall Kennedy ranking in the GRESB Report

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Exhibit 1

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1215 Fourth Avenue • Suite 2400 • Seattle, WA 98161Phone: 206.623.4739 • Fax: 206.682.4769

I N T E R N A L M E M O R A N D U M

Montreal • Washington, D.C. • Ottawa • Boston • Toronto • Chicago • EdmontonSan Francisco • Winnipeg • Dallas • Calgary • Los Angeles • Vancouver • Seattle

To: Asset Managers and Analysts

From: Christian Gunter

Date: 8/26/11

Regarding: 2012 RPI Budget Guidance

CC: Mike McCormick, Jeanette Flory, Gary Carpenter, Bob Ratliffe

The following RPI 2012 budget memo provides budget guidance for: 1) BORiS; 2) Eco-Tracker; 3)Energy/Sustainable Audits; 4) ENERGY STAR; 5) Post-certification LEED EB: O&M; 6) LEED CommercialInterior (“CI”) certification.

Bentall Online Risk Information System “BORiS:” BORiS is Bentall Kennedy’s proprietary environmentalmanagement tracking and reporting system. BORiS is used across the entire BK Canadian portfolio and isplanned for deployment in the US for 2012. BORiS will replace the current BK (US) environmental managementsystem and tools. Per Mike McCormick and Jeanette Flory:

Please include $.004 psf annually for all BK US assets for 2012. The cost should be consideredrecoverable and will likely be incurred semi-annually or annually (to be determined).

For assets with a Phase I ESA more than 5 years old, Bentall Kennedy Canada has recommendedevaluating budgeting for an update to address any site, or environmental regulation changes.

Eco Tracker: As you know, Eco Tracker is Bentall Kennedy’s proprietary energy/water/waste budgeting,variance analysis, capital planning, tracking, and reporting tool. Eco Tracker was developed in partnership withEnergy Profiles Limited (“EPL”). EPL is an energy consultant based in Toronto. The tool has been used acrossthe BK Canadian portfolio for over five years as a performance management and measurement tool. An “EcoTracker Light” version has also been created for select assets (i.e., industrial, non-enclosed retail, etc.).

When Eco Tracker is launched during 1Q12, utility data (energy, water and waste) will be input by EPL into Eco-Tracker and then dumped directly into ENERGY STAR Portfolio Manager. This change will free up additionaltime for property teams. EPL will provide ongoing budgeting/variance analysis for utilities as given projected andactual billing from real time meter readings and utility bill review. Per Mike McCormick and Jeanette Flory:

Please use the attached Eco Tracker Detailed Budget spreadsheet (Exhibit A) provided by EPL to budget for allidentified assets. The spreadsheet provides Eco Tracker and Eco Tracker Light costs per asset that should beexpensed quarterly, except for Eco Tracker Light which will be expensed annually. Both options should betreated as a recoverable expense (where possible) and is consistent with our approach in Canada.

Improved Operational Efficiency/Sustainability: As always, please ensure your teams utilize operations andmaintenance “best practices” and low-and no-cost strategies to increase operating efficiency. Additionally:

Budget for recommended energy efficiency measures if feasible/accretive as provided in recentlycompleted energy audits completed during 2009-2011 including:

o Audits conducted by McKinstry (delivered in print form to each asset manager)o Audits conducted by GBS for EB: O&M Group I assets: R:\RPI\Environmental\High

Performance Property Operations\LEED EBOM\Group I Final Auditso Audits conducted by GBS for EB: O&M Group II assets: R:\RPI\Environmental\High

Performance Property Operations\LEED EBOM\Group II_Audits_TAB\Final Audits

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Exhibit 2

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o Audits conducted by the Chelsea Group can be found at: R:\RPI\Environmental\HighPerformance Property Operations\Michigan Portfolio\Asset Reports

Consider budgeting for energy audits for newly acquired office, multi-family and retail (where auditshave not been completed within the last three years) allocating $4,500 to $7,500 depending on propertytype, building size, and systems complexity.

ENERGY STAR: ENERGY STAR labeled asset budgets should include a $500-$1,000 allocation for re-applying for the ENERGY STAR label, as should budgets for currently unlabeled assets that expect to achievean ENERGY STAR score of ≥75. Other ENERGY STAR action items include:

Select an achievable ENERGY STAR Target Score and use ENERGY STAR’s Target Finder togenerate the related energy use percentage reduction, inserting the Target Score in PortfolioManager. Please include the projected savings in each Annual Business Plan.

Budget for tenant energy conservation/efficiency awareness activities during 2012. Select ENERGY STAR labeled products for multi-family unit appliance upgrades where possible.

LEED EB: O&M Ongoing Quality Control and Education: Each LEED EB: O&M certified building within theBK portfolio must be re-certified in the next five years. In advance of re-certification, Bentall Kennedy will updateits current volume certification program during 2012-2013 given the new EB: O&M rating system. BentallKennedy will also launch its EB: O&M Quality Control (”QC”), Tracking and Education program during 4Q11.

The QC program will include, annual review of policies, plans, tracking of key indicators (via Eco Tracker andexisting Toolkits), quarterly educational webinars for asset and property managers and random third-partyconducted asset sustainable audits during 2012. As such:

Please include $850 per certified building for education and training, audits and program updates.

Green Leasing/LEED Commercial Interior Certification: During 2011, Bentall Kennedy piloted a LEEDCommercial Interior certification program at MEPT’s 1900 16th St. Bentall Kennedy have been encouraging (butnot requiring in most cases) tenants to achieve LEED CI. Each office asset should be using the Bentall KennedySustainable TI Guide.

For assets seeking to: 1) require LEED CI; 2) offer it as part of a tenant improvement allowance or; 3) simply asa service for tenants, BK has negotiated pre-fixed LEED CI consulting services covering three-tiers of servicesfrom Green Building Services (“GBS”). Details on the GBS pricing, commissioning services and expectedUSGBC fees are provided as follows:

Tier 1: Basic LEED project assistance ($8,970 + USGBC/GBCI registration and fees), where the tenantand design/construction team is largely responsible for completing submittals. GBS provides training,peer review, QC, technical assistance and tools.

Tier 2: Full LEED CI consulting and documentation (Pricing to be negotiated, but includes Tier 1),where GBS completes all submittals plus project management and all of Tier 1.

Fundamental Commissioning: Required for each LEED CI project to be paid for by tenant or landlord:$7,500 for projects <15,000 sf and $.50 psf for projects >15,000 sf.

Enhanced Commissioning (optional): $3,500 for projects <15,000 sf and for projects >15,000 sf 45%of fundamental commissioning price psf.

USGBC Costs: Registration fee of $900 per tenant and combined LEED-CI Design and Constructionreview of $2,250 (<50,000 sf). >50,000 sf is $.045 psf.

Institutional Advisors Since 1978

1215 Fourth Avenue • 2400 Financial Center • Seattle, WA 98161 Phone: 206.623.4739 • Fax: 206.682.4769

E X T E R N A L M E M O R A N D U M

SEATTLE • CHICAGO • LOS ANGELES • SAN FRANCISCO • DALLAS • WASHINGTON, D.C.

To: MEPT and SEPAC Asset Managers and Analysts

From: ENERGY STAR Committee

Date: 9/21/09

Regarding: ENERGY STAR: Asset Management Responsibilities and Processes

CC: Preston Sargent and Bob Ratliffe

The following document provides the current list of ongoing Asset Manager and Analyst responsibilities as they relate to Kennedy monthly ENERGY STAR benchmarking program for MEPT SEPAC assets. The following information provides additional directives for standardizing the information presented in “EPA/ENERGY STAR Portfolio Manager,” the on-line ENERGY STAR benchmarking tool, for each building. New information included in the memo is highlighted in bold for your reference. General Duties:

• Asset Managers should continually work with their respective property management teams to improve building energy efficiency by implementing cost-effective solutions and best practices.

• Asset Managers should review the benchmarking information entered by property managers into MRI (i.e. ENERGY STAR score, expanded designation information and related comments) PRIOR to the monthly benchmarking deadline which falls on the last day of the following month. This new monthly deadline became effective on September 30, 2008. Utility data within Portfolio Manager must be no older than 45 days.

• On a monthly basis, Asset Managers should analyze their respective portfolios, proposing the addition/removal of buildings for benchmarking based on program criteria previously distributed. It is the responsibility of the Asset Manager to contact the ENERGY STAR Committee (Christian, Kelli, Norman, Margie and Andy) with any proposed changes (additions/removals) to the benchmarking portfolio.

o Asset managers should use the newly created ENERGY STAR report within LINK at Reporting/Asset Reports/Building Listing (ENERGY STAR) to help facilitate this process (Exhibit A).

• Asset Managers should highlight best practices at their buildings by communicating success stories to the ENERGY STAR Committee as well as to their Directors.

• Asset Managers should track building level efforts to improve energy efficiency. o Property Managers should create a tracking list of all energy efficiency projects noting

implementation date, expected cost, energy savings, and estimated payback. • Currently, the ENERGY STAR/LEED designation tracking sheet (R:\RPI\Energy Star\Energy Star

Benchmarking\EStar Designations\EStar and LEED Designation Tracking.xls ) is used to maintain an updated list of all buildings holding Energy Star and LEED designations, or that are in the process of obtaining same. The ENERGY STAR information will be incorporated into the aforementioned MRI and LINK ENERGY STAR reports which will be updated on a monthly basis by Property Managers for Asset Manager review and approval. However, LEED related project information will continue to need to be updated within this same spreadsheet at this time.

• Asset Managers should pursue ENERGY STAR designations for benchmarked buildings as well as annual recertification, score permitting. Please note all buildings with ENERGY STAR scores of ≥ 75, but that have not yet received the designation as “in-process.”

EPA/ENERGY STAR Portfolio Manager (“Portfolio Manager”) Access:

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Exhibit 3

• All Asset Managers and Analysts are required to set up a user name and password for access to Portfolio Manager, regardless of whether or not you are currently responsible for buildings that are being benchmarked.

• Instructions to set up access to Portfolio Manager, as discussed in the ENERGY STAR sponsored Webinar in August 2008 and provided electronically upon request, are attached in Exhibit B.

Communicating ENERGY STAR Successes: • Asset Managers should work with Property Managers to promote ENERGY STAR and communicate

improvements in energy efficiency at the portfolio and individual building level. o Once an ENERGY STAR designation is received (or-renewed), a press release (Exhibit C)

should be created to highlight the energy efficiency achievements at the asset. The press release should be reviewed and approved by the Asset Manager prior to distribution.

o Additionally, each Asset Manager should work with his/her respective Property Manager to create an ENERGY STAR Building Profile after receiving the designation as highlighted on www.energystar.gov. The Building Profile is an important marketing tool to promote the asset and its respective energy-related achievements on the ENERGY STAR website.

A sample Building Profile is attached as Exhibit D. o Asset and Property Managers should also review the Ideas for Promoting ENERGY

STAR manual (Exhibit E) and technical assistance program ideas created by Ahbra Williams (Exhibit F), to help promote ENERGY STAR and energy saving activities at the property level.

Owner/Contact Information: As the number of ENERGY STAR designated buildings has grown, so has the variety of listed ownership entities for MEPT within ENERGY STAR. Please have your Property Managers make the following changes within EPA/ENERGY STAR Portfolio Manager to maintain consistency:

• For MEPT, ensure that the building’s owner is displayed as MEPT/Kennedy Associates. • For SEPAC buildings, Bob Ratliffe will contact each client to determine the appropriate owner’s

designation for each, which will be communicated to each SEPAC Asset Manager. • For all benchmarked buildings, please include Kennedy’s contact information as the owner’s contact,

noting either Mike McCormick or Jeanette Flory by MEPT region and Scott Matthews for each SEPAC building.

• Updated contact information for the respective Property Manager should also be entered into Portfolio Manager in the field provided.

• When a building qualifies for the ENERGY STAR label or is re-certified, please make sure that correct building information, ownership entity and contact information for Kennedy and the Property Manager are noted in the required Statement of Energy Performance (SEP) form.

o The SEP is approved by the Professional Engineer and becomes the basis for information displayed in the ENERGY STAR website for labeled buildings.

o For existing, incorrectly noted ENERGY STAR labeled buildings, Kennedy will work directly with ENERGY STAR to update the currently noted owner, property manager etc.

Updated Requirements

Benchmarking Water Usage:

• In addition to tracking electricity related usage through the ENERGY STAR benchmarking process, Kennedy also has the ability to track water usage data through Portfolio Manager. Asset Managers should instruct Property Managers to begin inputting all required water meter data (noted as inside and outside) where possible on a monthly basis as part of the regular benchmarking update within Portfolio Manager. This change affects all benchmarked

buildings and is effective immediately. Tracking water use to reduce potable water consumption is a key tenet of Kennedy’s Responsible Property Investing initiative.

Set an ENERGY STAR Baseline Period:

• ENERGY STAR’s Portfolio Manager also provides the ability to set a Baseline Period for each benchmarked building which allows Kennedy to compare the performance of the Baseline year to the current performance of the building. This allows Kennedy to more effectively quantify the results of the benchmarked portfolio over specific periods, and significantly enhances Kennedy’s reporting capability to its clients.

• A Baseline Period must be a 12-month period for which your building receives an energy performance rating. Asset Managers should work with Property Managers to define the Baseline as the earliest stabilized 12 month period for which each benchmarked building has a rating, but no earlier than 2000. Please have the required information set and incorporated within Portfolio Manager which became effective as of September 30, 2008.

Set an ENERGY STAR Target Score:

• Asset Managers should also work with Property Managers to set annual energy reduction goals and Target Scores that are reasonably obtainable. Annual goals in energy reduction are meant to be in the form of a percentage change and should be realistically set based on each building’s past energy performance and projected energy efficiency initiatives (operating expenses or capital) for the remainder of 2009 and budgeted for 2010 in concert with the Annual Business Plan process. The Target Score should be entered within Portfolio Manager for each building to facilitate progress tracking and continuous discussion with the Property Manager.

• Target Score guidelines are as follows. Buildings with 3Q08 ENERGY STAR scores of:

o 65-74 should increase to a score of ≥75 to obtain an ENERGY STAR designation. o 45-64 should try to increase the building’s score by 5%+ o 30-44 should try to increase the building’s score by 10%+ o 0-29 should try to increase the building’s score by 15%+

Cumulative Investment in Facility Upgrades

• ENERGY STAR’s Portfolio Manager also provides the ability to enter and track data related to the total investment made in projects intended to improve energy efficiency within each benchmarked building. Tracking this data within Portfolio Manager allows Kennedy to determine capital expenditures and other costs incurred to improve energy performance on a portfolio level

• Each Asset Manager should instruct their respective Property Managers to begin inputting all costs spent on energy efficiency projects to date, as well as continue updating this data on a monthly basis as part of the regular benchmarking update within Portfolio Manager for all benchmarked buildings. This change was effective as of September 30, 2008.

Exhibit A: ENERGY STAR Link Report

Exhibit B

Establish Your Personal EPA/ENERGY STAR Portfolio Manager Account 1.) Go to http://www.energystar.gov/benchmark 2.) In the box on right side of the screen that says “Portfolio Manager Login,” click the link labeled “New User? Register.” 3.) Fill out the form, including all fields marked as “required.” 4.) Ignore the section marked “(Optional) Master Account Feature.” Do not check the box marked “Display my user and organization name to Portfolio Manager users who wish to share facilities with my account.” 5.) Click “Save Profile” at the bottom of the page. 6.) If your choices for username and password are accepted, then your account has been established and you will receive an e-mail confirmation. If the username and/or password are already in use, you will be asked to choose a different one before proceeding. Please write down your login information and be sure to keep it handy! 7.) Once your account is established, email your username to Norman Hawkins for Office buildings and Andy Sanborn for Industrial buildings. You will receive an email from the Kennedy Associates ENERGY STAR Team once buildings have been shared in your account and instructions for creating and managing views. 8). You can access Portfolio Manager by going to http://www.energystar.gov/benchmark, entering your username and password in the box and clicking on the button marked “Login” in the “Portfolio Manager” box. Managing Views The My Portfolio page uses views to display summarized data. A view is a set of columns that display various data in a table. Portfolio Manager provides the ability for a user to create their own view by selecting the columns (up to seven) to display on the My Portfolio page. It also enables the user to select the number of facilities that can display on the My Portfolio page (e.g., 25, 50). There are over 70 different data columns that can be selected. Portfolio Manager includes eight standard views of your facility data:

• ENERGY STAR Recognition - displays the progress or status of submitted ENERGY STAR applications and/or Building Profiles.

NOTE: not available in the Facility Performance table on the Facility Summary page.

• Performance: Environmental - displays the amounts of CO2 gases reduced along with baseline and actual energy intensities.

• Performance: Targets - displays current and target site energy intensities, annual energy cost, and

target rating.


• Performance: Financial - displays totals of investments and costs in aggregate and per square foot. • Performance: Rating/Improvement - displays baseline and current periods, baseline and current

annual energy intensity, and baseline and current ratings.


• Performance: Water Use - displays the water use for indoor, indoor and outdoor and wastewater. Also displays total indoor and outdoor water use cost.

• Summary: Energy Use - displays total energy used and saved in aggregate and per square foot (or

square meter).

• Summary: Facilities - the default view that displays each facility's adjusted percent energy reduction, rating, eligibility for the ENERGY STAR designation, and Period Ending Date.


Any view can be set as the default view. The default view will display automatically after logging into Portfolio Manager. Create a View Follow the steps below to create a custom view:

1. From the My Portfolio page or the Facility Summary page, select the Create View link. The Create New View page will open.

2. Enter a name for the view. 3. If this view is to be the default view displayed on the My Portfolio page, select the box labeled Set

this View as My Portfolio Default. A check will appear in the box. 4. Select each column to be included in the view by selecting an order number from the Preferred

Column Order drop-down menu to the left of the facility data name. The number that is selected will represent the column order (left to right) on the My Portfolio page.

NOTE: Columns are marked as "n/a for campuses" if the column data is not relevant for a campus; if selected, 'N/A’ will display as column data in a view. NOTE: Up to seven different facility data elements can be selected. No two can have the same order number. To de-select, set the order number to "blank" in the drop-down menu. The Kennedy ENERGY STAR Committee requests you create two views selecting the following data fields: • Baseline Rating • Current Rating • Current Energy Period Ending Date • Annual Energy Cost • Total Energy Cost per SF • Cumulative Investment in Facility Upgrades • Adjusted Energy Reduction • Eligibility for the ENERGY STAR • ENERGY STAR Application Status • Energy Use Alerts • Space Use Alerts • Building Profile Status • CO2 Reduced

5. Select the Save button. You will be returned to the My Portfolio page.

Edit a View Follow the steps below to edit a custom view: NOTE: Only views created by a user can be edited.

1. From the My Portfolio page or the Facility Summary page, in the View box select the view to be edited. The page will update to show data for the selected view.

2. Select the Edit View. The Edit View page will open. 3. Select each column to be included in the view by selecting an order number from the Preferred

Column Order drop-down menu to the left of the facility data name. The number that is selected will represent the column order (left to right) on the My Portfolio page.

4. NOTE: Up to seven different facility data elements can be selected. No two can have the same order

number. To de-select, set the order number to "blank" in the drop-down menu. 5. Use the Set this view as My Portfolio Default to update the view’s status as the My Portfolio page

default view (if the box is checked, the view is the default view. If the box is not checked, the view is not the default view).

6. To change the name of the view, type a new name in the View Name text box. 7. Select the Save button. You will be returned to the My Portfolio page.

Delete a View Follow the steps below to delete a custom view: NOTE: Only views created by a user can be deleted.

1. From the My Portfolio page or the Facility Summary page, in the View box select the view to be

edited. The page will update to show data for the selected view. 2. Select the Edit View. The Edit View page will open. 3. Select the Delete View button to the right of the view name. The Delete View confirmation page will

open. 4. Select the Delete button. You will be returned to the My Portfolio page.

Exhibit C

SAMPLE PRESS RELEASE

[ORGANIZATION OR NAME OF BUILDING]

Earns the ENERGY STAR for Superior Energy Efficiency

(Date, City, State) [NAME OF BUILDING/FACILITY], owned/managed by [ORGANIZATION], has earned the U.S. Environmental Protection Agency’s (EPA’s) prestigious ENERGY STAR, the national symbol for superior energy efficiency and environmental protection. Commercial buildings and industrial plants that rate in the top 25 percent of facilities in the nation for energy efficiency may qualify for the ENERGY STAR. INSERT QUOTE FROM ORGANIZATION OFFICIAL (SAMPLE QUOTE BELOW) "[ORGANIZATION] is pleased to accept EPA’s ENERGY STAR in recognition of our energy efficiency efforts,” said [Organizational Representative Name, Title]. "Through this achievement, we have demonstrated our commitment to environmental stewardship while also lowering our energy costs.” Commercial buildings that earn the ENERGY STAR use an average of 40 percent less energy than typical buildings and also release 35 percent less carbon dioxide into the atmosphere. [ORGANIZATION] improved our energy performance by managing energy strategically across our entire organization and by making cost-effective improvements to our building(s). [ORGANIZATION] has saved [INSERT DOLLARS OR PERCENT] in annual energy bills and prevented greenhouse gas emissions equal to the electricity use from [XXXXXX] households for a year*. “Whether you are running a grocery store, a school, or an office building, getting the most out of your energy dollars – while reducing your carbon footprint – just makes sense,” said EPA Administrator Stephen L. Johnson. To earn the ENERGY STAR, [ORGANIZATION] took the following actions:

• INSERT GENERAL INFORMATION AND/OR INTERESTING DETAILS ABOUT TECHNOLOGIES USED, ENERGY MANAGEMENT PROGRAM, EMPLOYEE AWARENESS, ETC.

EPA’s national energy performance rating system provides a 1-100 scale that helps organizations assess how efficiently their buildings use energy relative to similar buildings nationwide. A building that scores a rating of 75 or higher is eligible for the ENERGY STAR. Commercial Buildings that can earn the ENERGY STAR include offices, bank branches, financial centers, retailers, courthouses, hospitals, hotels, K-12 schools, medical offices, supermarkets, dormitories, and warehouses.

ENERGY STAR was introduced by EPA in 1992 as a voluntary, market-based partnership to reduce greenhouse gas emissions through energy efficiency. Today, the ENERGY STAR label can be found on more than 50 different kinds of products, new homes and commercial and industrial buildings. Products and buildings that have earned the ENERGY STAR designation prevent greenhouse gas emissions by meeting strict energy-efficiency specifications set by the government. In 2006, Americans, with the help of ENERGY STAR, saved about $16 billion on their energy bills while reducing the greenhouse gas emissions equivalent to those of 27 million vehicles. For more information about ENERGY STAR visit www.energystar.gov. For more information about [NAME] visit [INSERT URL]. To calculate greenhouse gas emissions, please visit http://www.epa.gov/cleanenergy/energy-resources/calculator.html

Exhibit D

ENERGY STAR Labeled Building Profile:

Alexander Park I – 600 Alexander Park was built in 1999 and consists of 141,176 square feet of beautiful Class A office space situated within a well known Princeton, New Jersey office park. Amenities of this building include an on-site cafeteria with waterfront patio dining, scenic landscaping, and a 24 hour card access system. The building is also within walking distance to the Princeton Junction train station and local municipal bus service. Recognizing the potential to improve Alexander Park I’s energy and financial performance, Kennedy Associates Real Estate Counsel, LP (“Kennedy”) directed CB Richard Ellis to proactively use the EPA’s ENERGY STAR program in 2005 for the tools and resources necessary to help achieve superior energy performance. 600 Alexander Park has a current rating of “81” and officially earned the Energy Star designation in December 2007. Receiving the Energy Star designation has been considered a significant accomplishment given the fact that the building is heated using fan powered VAV boxes with electric reheat and cooled using DX cooling coils and air-cooled condensing coils. Examples of Technologies and Practices at the 600 Alexander Park Building:

• Solar cool gray tempered insulated glass windows • The use of 480 volt 3-Phase fan powered boxes • Motion sensors for restroom lighting and programmable automatic air fresheners, 2003 • Energy efficient lighting systems and bulbs • Variable frequency drives for (6) 460 volt, 40 horsepower with a max RPM of 1760 supply fans • Variable frequency drives for (6) 460 volt, 15 horsepower with a max RPM of 1760 return air fans • Retrofit with Touch Free restrooms, everything from automatic flushers, faucets and soap dispensers

in February, 2008 Kennedy continues to request that the CB Richard Ellis (CBRE) management and maintenance teams, take proactive steps, utilizing best practices to maximize energy efficiency including:

• Periodic review and constant tracking of energy use patterns to determine and correct energy inefficiencies

• Daily engineering staff walkthroughs of vacant spaces to ensure only emergency lighting is illuminated and HVAC is appropriately programmed for vacancy

• Examination of the EMS settings in order to ensure the building automation reflects actual needs of the tenants. Through this process, it was discovered that the building’s HVAC systems were being turned on for five hours each Saturday based on lease requirements, even though the majority of the tenants were not in the building over the weekend. A simple re-programming of the system and a note to the tenants making Saturdays “By Request Only” eliminated the unneeded energy consumption resulting in an immediate energy reduction

• Change start up times of HVAC units based on fifteen minute increments to stagger demand and cut back on peak usage of electricity

• Installation of a timer on the domestic hot water heater to be able to shut it down twelve hours per day or from 6pm – 6am Monday through Sunday

• A review of common area lighting schedules allowed for the elimination of “on” periods during relatively unoccupied weekend hours

• Time clocks are checked every two weeks to make sure the time is set correctly and that building systems and lighting come on and off at the right time.

• Reach out to employees and tenants in order to spread the word that energy efficiency is good for the bottom line as well as good for the environment.

• Ask for tenant cooperation to help curtail excessive demand on area power grid during high kilowatt draw summer heat waves by shutting off all but necessary lighting.

• Tenants are reminded to turn off all office equipment and computers at night and over the weekend. • The janitorial staff is instructed to shut off lighting when any space is vacated. • Tenants are told to “stop playing with the blinds”. Most tenants do not realize how important the

window blinds and coverings are to controlling their environment. All tenants are notified to keep their blinds in place (down) and use them throughout the day to help reflect sun/heat.

Other steps Alexander Park is taking to reduce its carbon footprint:

• The building has an active recycling program for tenants to recycle paper, cardboard, glass, plastics, bulbs, batteries, etc. There are recycle bins in each tenant suite for paper, glass and plastics recycling as well as centrally located compact fluorescent and battery recycling containers. Waste Management supplies recycling services to the building. All of the paper and waste removal products are made with recycled materials.

• At Kennedy’s request, the building staff, along with its contract cleaning service, instituted green cleaning chemicals rated by the US Green Building Council for all of its regularly scheduled cleaning tasks.

• There is a bicycle rack at the building to promote cycling to work vs. generation of vehicle emissions. • The building participates in non-chemical goose control through the use of a Border Collie service.

Exhibit E

Celebrate Your ENERGY STAR Labeled Building:

Promote Your Success with ENERGY STAR

You have been recognized by ENERGY STAR for your hard work and commitment to saving energy—now celebrate your achievement! In large and small ways, share recognition of your accomplishment with your colleagues, employees and the community:

Display the ENERGY STAR in a prominent place at your facility site—the entranceway or the main reception area are much better choices than the storage room or basement!

Issue a press release (previously noted) announcing that you have earned the prestigious ENERGY

STAR and distribute it to local media (see www.energystar.gov/labeledbuildings for a sample). Hold an organization-wide employee meeting and present the ENERGY STAR plaque to an official

of your organization. Take photos for the company newsletter, and also send a photo with caption to the local newspaper.

Distribute certificates of recognition/appreciation/participation to organizations or individuals who

contributed time and effort to earning the ENERGY STAR. Reserve a special parking space for your energy manager for a month in recognition of his/her

achievement and publicize this among your employees. Make plans to announce that your facility has earned the ENERGY STAR at a scheduled meeting

where press typically will be in attendance if applicable. Write a letter celebrating your achievement to your town councilman, Chamber of Commerce, Board

of Education, congressperson or senator, or other official representatives for your organization. Encourage them to challenge other organizations like yours to earn the ENERGY STAR.

Invite local government officials, regional EPA officials, and members of the press to tour your

ENERGY STAR facility along with your top company or organization officials. Present a certificate of achievement to company officials.

Host an ENERGY STAR Event

One of the best ways to share your energy efficiency achievements is to host a recognition event with your employees and community. Recognition events may include a special employee luncheon, an energy fair, or any other type of event that brings people together to learn about energy efficiency and ENERGY STAR. Use the steps below to create your event or modify the outline to suit your organization’s needs.

Select a date and time for the event that is convenient for employees, the media, and other guests you may wish to invite.

Contact your local elected officials and regional EPA office to schedule their attendance. It’s especially important to include those who have helped support your organization’s efforts to earn the ENERGY STAR, and recognizable public figures will help bring media attention to the event.

Develop an agenda with a timeframe of 15-30 minutes for the award presentation and speakers. You may have one or more speakers. For example:

10:45 a.m. – Invited guests, speakers, attendees arrive - 11:00 a.m. – Welcome, opening remarks by organization representative or event coordinator - 11:05 a.m. – First speaker – Local elected official - 11:10 a.m. – Second speaker – Local leader/champion of the environment - 11:15 a.m. – Third speaker – EPA representative or other official - 11:20 a.m. – Presentation of ENERGY STAR to organization by EPA or other official - 11:25 a.m. – Acceptance of the ENERGY STAR and remarks by organization leader or

energy manager - 11:30 a.m. – Event concludes

You may wish to assign one person to coordinate the event and speakers, designate a communications contact to work with members of the media before and during the event, and schedule a photographer or videographer to record the event. A small reception may be nice. Share your photos, articles, and materials with ENERGY STAR and your event may be posted on www.energystar.gov as an example for other organizations.

You can customize ENERGY STAR sample communications materials or develop your own to support the event. Possible materials include:

A press release or a press kit including the press release, information about your facility and organization, and facts about ENERGY STAR labeled facilities.

Posters and/or banners to draw attention to the podium or stage. Your ENERGY STAR facility profile—how you succeeded in making your facility a top energy

performer nationwide. Make sure to provide copies to attendees and to the media. The day after the event, deliver event photos with written captions to editors at local newspapers and business publications that were not represented at your event. For additional guidance on how to coordinate your ENERGY STAR label event or media outreach, contact Maura Beard, Strategic Communications Director, ENERGY STAR Commercial Buildings and Industrial Facilities, 202.343.9991, [email protected]

Exhibit F ENERGY STAR Technical Assistance Materials: The following ENERGY STAR promotional materials are available on the Kennedy R drive under RPI/Energy Star/Energy Star Tech Assistance. Key materials include:

1. ENERGY STAR Video: ENERGY STAR recommends proving showing this video to employees, tenants and even clients

2. ENERGY STAR Challenge Brochure: Provides information for property management teams on

ways to promote Energy Star

3. Sample ENERGY STAR Promotional Language: Stock paragraphs for use in promoting ENERGY STAR on websites, letters, etc.

4. ENERGY STAR Training Presentation: Self-guided presentation intended for property

managers working to improve energy performance ratings for commercial office buildings

5. ENERGY STAR Informational Card: Information about successes of Energy Star buildings

6. Commercial Real Estate Pamphlet: Overview of ENERGY STAR/commercial real estate

7. 2008 ENERGY STAR Commercial Office and Industrial Update: Provides updated information on use of ENERGY STAR with these product types and associated news

8. ENERGY STAR Fast Facts: Data for use in PowerPoint presentations

9. ENERGY STAR Brand Book: Information on how to use the ENERGY STAR logo in promotional

materials

Energy Star Asset Management Updates 3Q11

AM Facility Name Building Type Current Energy Period Ending DateCurrent Rating

(1‐100)Eligibility for the ENERGY STAR

Total Energy Cost per Sq. Ft. (US Dollars ($))

BT 25100 Globe Street Office 9/30/2011 100

Not Eligible: Less than one year since the period ending date of the last ENERGY STAR application. Eligible again on 01/31/2012 0.07

BT Kansas Commerce Ctr ‐ Bldg 23 ‐ 25304 Warehouse (Unrefrigerated) 5/31/2007 95 Not Eligible: Current period ending over 120 days N/A

BT Lighton Plaza I ‐ 2431 Office 8/31/2011 88


BT Lighton Plaza II ‐ 2432 Office 8/31/2011 94


BT Lighton Tower ‐2433 Office 8/31/2011 90


BT Sbay/Cerritos ‐ Cerritos Comm. ‐ KSCB01 Warehouse (Unrefrigerated) 9/30/2011 91


BT Sbay/Susana ‐ Susana Road ‐ KSSB01 Warehouse (Unrefrigerated) 9/30/2011 93

Not Eligible: Less than one year since the period ending date of the last ENERGY STAR application. Eligible again on 05/31/2012 N/A

BT Sycamore Vista 1325 ‐ 1765570 Warehouse (Unrefrigerated) 9/30/2011 77 ENERGY STAR Application In Process 0.81BT Sycamore Vista 1335 Warehouse (Unrefrigerated) 8/31/2011 96 Eligible 0.47BT Sycamore Vista 1345 Warehouse (Unrefrigerated) 9/30/2011 98 ENERGY STAR Application In Process 0.32BU C&W Kennedy Agave Center D ‐ 1614, 1725 Office 8/31/2011 77 Eligible 1.64BU C&W Kennedy Agave Center E ‐ 1615, 1729 Office 9/30/2011 57 Not Eligible: Rating must be 75 or above 1.67

BUC&W Kennedy Agave Corporate Center‐Agave 2 ‐ 1612, 1711 Office 9/30/2011 78


BUC&W Kennedy Agave Executive Center‐Agave 3 ‐ 1613, 1721 Office 8/31/2011 95 Eligible 1.22

BU Centrepointe Chino II ‐ Bldg 1 ‐ 1751 Warehouse (Unrefrigerated) 9/30/2011 93 ENERGY STAR Application In Process N/ABU Centrepointe Chino II ‐ Bldg 2 ‐ 1752 Warehouse (Unrefrigerated) 9/30/2011 90 ENERGY STAR Application In Process N/ABU Centrepointe Chino II ‐ Bldg 3 ‐ 1753 Warehouse (Unrefrigerated) 10/31/2011 99 ENERGY STAR Application In Process N/ABU Centrepointe Chino II ‐ Bldg 4 ‐ 1754 Warehouse (Unrefrigerated) 9/30/2011 88 ENERGY STAR Application In Process N/ABU Centrepointe Chino II ‐ Bldg 5 ‐ 1755 Warehouse (Unrefrigerated) 10/31/2011 100 ENERGY STAR Application In Process 0.2BU Centrepointe Chino, Bldg A ‐ 1311 Warehouse (Unrefrigerated) 10/31/2011 93 ENERGY STAR Application In Process 0.37BU Centrepointe Chino, Bldg C ‐ 1313 Warehouse (Unrefrigerated) 8/31/2011 46 Not Eligible: Rating must be 75 or above N/ABU Centrepointe Chino, Bldg D ‐ 1314 Warehouse (Unrefrigerated) 8/31/2011 1 Not Eligible: Rating must be 75 or above N/ABU Centrepointe Chino, Bldg E ‐ 1315 Warehouse (Unrefrigerated) 9/30/2011 99 ENERGY STAR Application In Process 0.03BU Highlands Corp Center Bldg A ‐ 1151 Office 9/30/2011 2 Not Eligible: Rating must be 75 or above 3.26BU Highlands Corp Center Bldg B ‐ 1152 Office 9/30/2011 36 Not Eligible: Rating must be 75 or above 1.63BU Hollis Business Center A ‐ 1771 Office 8/31/2011 43 Not Eligible: Rating must be 75 or above 4.52BU Hollis Business Center B ‐ 1772 Office 7/31/2011 80 Eligible 4.71BV Forest Park 20 ‐ 1131 Warehouse (Unrefrigerated) 10/31/2011 18 Not Eligible: Rating must be 75 or above N/A

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Exhibit 4

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BV LYNDWOOD EXEC CENTER BLDG A ‐ 1891 Office 9/30/2011 75


BV LYNDWOOD EXEC CENTER BLDG B ‐ 1892 Office 9/30/2011 80


BV Westbrook Corporate Center ‐ 1171 Office 9/30/2011 76 Eligible 2.46CH 908 N Elm Office 8/31/2011 52 Not Eligible: Rating must be 75 or above 0.24CH 911 N Elm Medical Office 9/30/2011 68 Not Eligible: Rating must be 75 or above 0.26CH Duke Medicine Plaza Medical Office 9/30/2011 9 Not Eligible: Rating must be 75 or above 2.66CH Huguley Medical Bldg. Medical Office 3/31/2011 45 Not Eligible: Rating must be 75 or above 2.88CH Lakeview Medical Office 9/30/2011 58 Not Eligible: Rating must be 75 or above 1.96CH Memorial Hermann Katy Medical Plaza 1 Medical Office 9/30/2011 63 Not Eligible: Rating must be 75 or above 3.13

CH Memorial Hermann Sugar Land Medical Plaza 1 Medical Office 9/30/2011 70 Not Eligible: Rating must be 75 or above 3.63CH Michigan Road Medical Office 9/30/2011 23 Not Eligible: Rating must be 75 or above 2.66CH Mooresville MOB Medical Office 9/30/2011 13 Not Eligible: Rating must be 75 or above 2.54CH St. Francis Medical Office 9/30/2011 53 Not Eligible: Rating must be 75 or above 2.26CH The Care Group Medical Office 10/31/2011 51 Not Eligible: Rating must be 75 or above 2.56GK CABRILLO TECHNOLOGY CENTER ‐ 1321 Office 9/30/2011 7 Not Eligible: Rating must be 75 or above 3.94GK CABRILLO TECHNOLOGY CENTER ‐ 1322 Office 9/30/2011 73 Not Eligible: Rating must be 75 or above 1.9GK CABRILLO TECHNOLOGY CENTER ‐ 1323 Office 9/30/2011 78 Eligible 2.47GK Coal Creek Business Park PhII ‐ 1871 Office 2/28/2011 29 Not Eligible: Rating must be 75 or above 3.72GK Coal Creek Corporate Center ‐ 1432 Office 11/30/2010 54 Not Eligible: Rating must be 75 or above 2.4GK Coal Creek Signature Building Office 9/30/2011 99 Eligible 3.33GK Corporate Pointe at West Hills ‐ 8401 Medical Office 9/30/2011 3 Not Eligible: Rating must be 75 or above 8.84GK Corporate Pointe at West Hills ‐ 8403 Medical Office 9/30/2011 55 Not Eligible: Rating must be 75 or above 4.14GK Corporate Pointe at West Hills ‐ 8407 Office 9/30/2011 N/A Not Eligible: Rating must be 75 or above 0.89GK Corporate Pointe at West Hills ‐ 8411 Retail (Misc) 9/30/2011 N/A Not Eligible: Rating must be 75 or above 4.43GK Corporate Pointe at West Hills ‐ 8413 Office 9/30/2011 N/A Not Eligible: Rating must be 75 or above 1.87

GK Corporate Pointe at West Hills ‐ 8501 Office 9/30/2011 82


GK Corporate Pointe at West Hills ‐ 8511 Office 9/30/2011 N/A Not Eligible: Rating must be 75 or above 0.24GK Corporate Pointe at West Hills ‐ 8521 Office 9/30/2011 80 ENERGY STAR Application In Process 1.63GK Corporate Pointe at West Hills ‐ 8531 Office 9/30/2011 N/A Not Eligible: Rating must be 75 or above 0.67

GK Gates Corporation World Headquarters Office 9/30/2011 100


GK MISSION TRAILS INDUSTRIAL PARK ‐ 1391 Warehouse (Unrefrigerated) 8/31/2011 66 Not Eligible: Rating must be 75 or above 0.68

GK MISSION TRAILS INDUSTRIAL PARK ‐ 1392 Warehouse (Unrefrigerated) 6/30/2010 N/A


GK MISSION TRAILS INDUSTRIAL PARK ‐ 1393 Warehouse (Unrefrigerated) 8/31/2010 N/A Not Eligible: Rating must be 75 or above 0.02GK MISSION TRAILS INDUSTRIAL PARK ‐ 1394 Warehouse (Unrefrigerated) 10/31/2011 99 ENERGY STAR Application In Process 0.21GK MISSION TRAILS INDUSTRIAL PARK ‐ 1395 Warehouse (Unrefrigerated) 9/30/2011 48 Not Eligible: Rating must be 75 or above 0.56





GK Peakview Office Plaza A ‐ 1671 Office 9/30/2011 80 Eligible 1.88GK Russell Ranch Road 2331 Office 9/30/2011 87 Eligible N/AGK Russell Ranch Road 2332 Office 8/31/2011 93 Eligible N/AHJ 212 Corporate Center ‐ 0981 Warehouse (Unrefrigerated) 9/30/2011 N/A Not Eligible: Rating must be 75 or above 0.15HJ 212 Corporate Center ‐ 982 Warehouse (Unrefrigerated) 9/30/2011 70 Not Eligible: Rating must be 75 or above 0.72HJ Alderwood Corporate Center ‐ 932 Warehouse (Unrefrigerated) 7/31/2011 1 Not Eligible: Rating must be 75 or above 2.53HJ Alderwood Phase II ‐ Bldg B ‐ 1112 Warehouse (Unrefrigerated) 5/31/2011 55 Not Eligible: Rating must be 75 or above 0.7HJ Alderwood Phase II ‐ Bldg C ‐ 1113 Warehouse (Unrefrigerated) 6/30/2010 16 Not Eligible: Rating must be 75 or above 1.13HJ Brewery Block 2 ‐ 1931 Office 9/30/2011 58 Not Eligible: Rating must be 75 or above 2.75

HJ Cheyenne Distribution Center Warehouse (Unrefrigerated) 9/30/2011 94


HJ Rivergate Corp. Center I ‐ Bldg A ‐ 2002 Warehouse (Unrefrigerated) 5/31/2011 93


HJ Rivergate Corp. Center I ‐ Bldg B ‐ 2001 Warehouse (Unrefrigerated) 5/31/2011 76


HJ Rivergate Corporate Center II ‐ 2071 Warehouse (Unrefrigerated) 9/30/2011 100


HVT Canyon Park 228 Building A ‐ 1331 Office 9/30/2011 46 Not Eligible: Rating must be 75 or above 1.83HVT Canyon Park 228 Building B ‐ 1332 Office 9/30/2011 62 Not Eligible: Rating must be 75 or above 1.32HVT Tualatin Corp Center III ‐ 891 Warehouse (Unrefrigerated) 9/30/2011 79 Eligible 0.49HVT Tualatin Corp Center III ‐ 892 Warehouse (Unrefrigerated) 2/28/2011 N/A Not Eligible: Rating must be 75 or above 1.61HVT Tualatin Corporate Center ‐ 572 Warehouse (Unrefrigerated) 9/30/2011 N/A Not Eligible: Rating must be 75 or above 0.14HVTHVT Tualatin Corporate Center ‐ 573 Warehouse (Unrefrigerated) 9/30/2011 39 Not Eligible: Rating must be 75 or above 1.08HVT Tualatin Corporate Center II ‐ 861 Warehouse (Unrefrigerated) 9/30/2011 70 Not Eligible: Rating must be 75 or above 0.69HVT Tualatin Corporate Center II ‐ 862 Warehouse (Unrefrigerated) 4/30/2011 74 Not Eligible: Rating must be 75 or above 0.61HVT Tualatin Corporate Center II ‐ 863 Warehouse (Unrefrigerated) 9/30/2011 89 Eligible 0.35JL 777 Sixth Street NW ‐ 2781 Office 10/31/2011 67 Not Eligible: Rating must be 75 or above 3.5JL Milestone Business Park ‐ Flex Building ‐ 2402 Office 9/30/2011 25 Not Eligible: Rating must be 75 or above 1.71JL Milestone Business Park ‐ Milestone IV ‐ 2601 Office 10/31/2011 N/A Not Eligible: Rating must be 75 or above 1.19JL Milestone Business Park ‐ Office Bldg ‐ 2401 Office 9/30/2011 70 Not Eligible: Rating must be 75 or above N/AJL Newport Tower Office 9/30/2011 89 ENERGY STAR Application In Process 3.91KD 1660 International Drive ‐ 1361 Office 10/31/2011 83 Eligible 1.55KD 1717 Rhode Island ‐ 2021 Office 9/30/2011 49 Not Eligible: Rating must be 75 or above 3.68KD Commerce Executive VI ‐ 1161 Office 10/31/2011 60 Not Eligible: Rating must be 75 or above 1.71KD Courthouse Tower ‐ 1621 Office 9/30/2011 74 Not Eligible: Rating must be 75 or above 2.01MR Brown Campus 2 ‐ KBCB01 Warehouse (Unrefrigerated) 9/30/2010 N/A Not Eligible: Rating must be 75 or above 0.39MR Brown Campus 3 ‐ KBCB02 Office 9/30/2010 N/A Not Eligible: Rating must be 75 or above 1.71MR GSW Gateway 2 ‐ 2352 Warehouse (Unrefrigerated) 9/30/2010 N/A Not Eligible: Rating must be 75 or above N/AMR Pinnacle Park 1 ‐ 2361 Warehouse (Unrefrigerated) 10/31/2010 N/A Not Eligible: Rating must be 75 or above 0.02MR Pinnacle Park 2 ‐ 2362 Warehouse (Unrefrigerated) 10/31/2010 1 Not Eligible: Rating must be 75 or above 0.02PP 801 Massachusetts Avenue Office 9/30/2011 40 Not Eligible: Rating must be 75 or above 1.79





PP Burlington 300 ‐ 1851 Office 8/31/2011 97


PP Burlington 400 ‐ 1231 Office 8/31/2011 79 Eligible 3.3PP Burlington 500 ‐ 0481 Office 8/31/2011 61 Not Eligible: Rating must be 75 or above 3.2

PP Meadows Office Bldg I ‐ 1521 Office 8/31/2011 91


PP Meadows Office Bldg II ‐ 1881 Office 8/31/2011 92


RC 3500 Lacey Road ‐ 2251 Office 10/31/2011 72 Not Eligible: Rating must be 75 or above 2.59RC Alexander Park ‐ 1541 Office 10/31/2011 75 Eligible 2.63RC Alexander Park II ‐ 1801 Office 10/31/2011 32 Not Eligible: Rating must be 75 or above 3.92RC Barrington Pointe ‐ 781 Office 9/30/2011 94 Eligible N/ARC GREENSPOINT II, Bldg E ‐ 1571 Office 9/30/2011 65 Not Eligible: Rating must be 75 or above N/ARC Greenspoint II, Bldg F ‐ 1572 Office 9/30/2011 49 Not Eligible: Rating must be 75 or above N/ARC Greenspoint III ‐ 1581 Office 9/30/2011 98 Eligible N/ARC Greenspoint Office Building ‐ 461 Office 9/30/2011 98 Eligible N/ARC Kirts Office Park ‐ 643 Office 8/31/2011 18 Not Eligible: Rating must be 75 or above 2.97RC Patriots Plaza I ‐ 2061 Office 9/30/2011 72 Not Eligible: Rating must be 75 or above 3.95RC Patriots Plaza II ‐ 2261 Office 9/30/2011 N/A Not Eligible: Rating must be 75 or above 1.21RC Patriots Plaza III ‐ 2262 Office 9/30/2011 N/A Not Eligible: Rating must be 75 or above 1.65

RC Shaw Park Plaza ‐ 1451 Office 8/31/2011 81


RC West 70 Commerce Center I ‐ 1081 Warehouse (Unrefrigerated) 9/30/2011 53 Not Eligible: Rating must be 75 or above 0.69RC West 70 Commerce Center III ‐ 1631 Warehouse (Unrefrigerated) 9/30/2011 64 Not Eligible: Rating must be 75 or above 1.05RC West 70 Commerce Center V ‐ 1681 Warehouse (Unrefrigerated) 9/30/2011 53 Not Eligible: Rating must be 75 or above 0.68

SR 20 North Clark Street ‐ 2821 Office 9/30/2011 95


SR 200 West Madison Office 9/30/2011 78


SR Arena Corporate Center I ‐ 1971 Office 9/30/2011 79 ENERGY STAR Application In Process 2.39

SR Arena Corporate Center II ‐ 1972 Office 9/30/2011 91


SR Arena Corporate Center III ‐ 1973 Office 8/31/2011 98


SR Harman International Business Campus‐PAR A ‐ 371 Office 8/31/2011 96






SR Pacific Vista Business Center A ‐ 1711 Office 8/31/2011 88


SR Pacific Vista Business Center B ‐ 1712 Office 8/31/2011 76


SR Pacific Vista Business Center C ‐ 1713 Office 8/31/2011 74


SR Pacific Vista Business Center D ‐ 1714 Office 8/31/2011 76


SR Pacific Vista Business Center E ‐ 1715 Office 9/30/2011 68 Not Eligible: Rating must be 75 or above 2.02

SR The Centre at HIBC ‐ 1591 Office 8/31/2011 75


SR Two Conway Park ‐ 1301 Office 9/30/2011 74


Institutional Advisors Since 1978

1215 Fourth Avenue • 2400 Financial Center • Seattle, WA 98161 Phone: 206.623.4739 • Fax: 206.682.4769


SEATTLE • CHICAGO • LOS ANGELES • SAN FRANCISCO • DALLAS • WASHINGTON, D.C.

To: Property Managers

From: Kennedy Associates

Date: 1/27/09

Regarding: ENERGY STAR: Updated Requirements and Processes

CC:

The following memo sent originally in September 2008, provides an updated list of requirements as they relate to the ENERGY STAR benchmarking process as well as directives for standardizing the information presented in Portfolio Manager. General Duties:

• Property Managers should continually work with their respective property teams to improve building energy efficiency by implementing cost-effective solutions and best practices. These efforts and ideas should be communicated to the Asset Manager during ongoing discussions.

• MONTHLY ENERGY STAR benchmarking commenced September 30, 2008. Property Managers should input the most current utility information (i.e., use and cost data) into Portfolio Manager prior to the end of each month. Utility data > 45 days old must be updated.

• Monthly ENERGY STAR scores generated from the Facility Performance section of Portfolio Manager should be entered into MRI as previously noted. Delays in ENERGY STAR monthly data input, negatively impact Kennedy’s ability to report in a timely fashion to its clients.

• The MRI ENERGY STAR input screen has been modified to include expanded information related to tracking designations received or in process. This should be updated on a monthly basis during the regular information update.

• The monthly updated information should be discussed and reviewed with the Asset Manager (i.e. ENERGY STAR score, expanded designation information and related comments) PRIOR to the monthly benchmarking deadline which falls on the last day of the following month.

• If this has not already been implemented, Property Managers should create a tracking list of all energy efficiency projects noting implementation date, expected cost, energy savings, and estimated payback. The tracking list should continually be updated in order to present new information or ideas.

Communicating ENERGY STAR Successes: • Once an ENERGY STAR designation is received (or-renewed), a press release (Exhibit A) should

be created to highlight the energy efficiency achievements at the asset. The press release should be reviewed and approved by the Asset Manager prior to distribution.

• Once an ENERGY STAR designation is received (or-renewed), a Building Profile should be drafted as highlighted on www.energystar.gov. The Building Profile is an important marketing tool to promote the asset and its respective energy-related achievements on the ENERGY STAR website.

o A sample Building Profile is attached as Exhibit B. o Asset Managers should review and approve the Building Profile.

• Property Managers should also review the Ideas for Promoting ENERGY STAR manual (Exhibit C) and technical assistance program ideas (Exhibit D), to help promote ENERGY STAR and energy saving activities at the property level.

Owner/Contact Information:

GregD

Exhibit 5

Please make the following changes within Portfolio Manager to maintain consistency with the portfolio:

• For MEPT, ensure that the building’s owner is displayed as MEPT/Kennedy Associates. • For all benchmarked buildings, please include Kennedy’s contact information as the owner’s contact • Updated contact information for the Property Manager should also be entered into Portfolio Manager

in the field provided. • When a building qualifies for the ENERGY STAR label or is re-certified, please make sure that

correct building information, ownership entity and contact information for Kennedy and the Property Manager are noted in the required Statement of Energy Performance (SEP) form.

o The SEP is approved by the Professional Engineer and becomes the basis for information displayed in the ENERGY STAR website for labeled buildings.

o For existing, incorrectly noted ENERGY STAR labeled buildings, Kennedy will work directly with ENERGY STAR to update the currently noted owner, property manager etc.

Updated Requirements

Benchmarking Water Usage:

• In addition to tracking electricity related usage through the ENERGY STAR benchmarking process, we also have the ability to track water usage data through Portfolio Manager. Property Managers should begin inputting all required water meter data (noted as inside and outside) where possible on a monthly basis as part of the regular benchmarking update. This change affects all benchmarked buildings and was effective as of September 30, 2008. Tracking water use to reduce potable water consumption is a key tenet of Kennedy’s Responsible Property Investing initiative.

Set an ENERGY STAR Baseline Period:

• ENERGY STAR’s Portfolio Manager also provides the ability to set a Baseline Period for each benchmarked building which allows Kennedy to compare the performance of the Baseline year to the current performance of the building. This allows Kennedy to more effectively quantify the results of the benchmarked portfolio over specific periods, and significantly enhances Kennedy’s reporting capability to its clients.

• A Baseline Period must be a 12-month period for which your building receives an energy performance rating. Property Managers should define the Baseline as the earliest stabilized 12 month period for which each benchmarked building has a rating, but no earlier than 2000. Please discuss the recommended Baseline Period with the Asset Manager to have the required information incorporated within Portfolio Manager and was effective as of September 30, 2008.

Set an ENERGY STAR Target Score:

• Property Managers should set annual energy reduction goals and Target Scores that are reasonably obtainable. Annual goals in energy reduction are meant to be in the form of a percentage change and should be realistically set based on each building’s past energy performance and projected energy efficiency initiatives (operating expenses or capital) budgeted for 2009 in concert with the Annual Business Plan process. The Target Score should be entered within Portfolio Manager for each building to facilitate progress tracking and continuous discussion.

• Target Score guidelines are as follows. Buildings with ENERGY STAR scores of:

o > 75 should work to increase their ENERGY STAR score as much as possible, and

maintain/renew the ENERGY STAR designation o 65-74 should increase to a score of ≥75 to obtain an ENERGY STAR designation. o 45-64 should try to increase the building’s score by 5%+

o 30-44 should try to increase the building’s score by 10%+ o 0-29 should try to increase the building’s score by 15%+


• ENERGY STAR’s Portfolio Manager also provides the ability to enter and track data related to the total investment made in projects intended to improve energy efficiency within each benchmarked building. Tracking this data within Portfolio Manager allows Kennedy to determine capital expenditures and other costs incurred to improve energy performance on a portfolio level.

• Property Managers should begin inputting all costs spent on energy efficiency projects to date, as well as continue updating this data on a monthly basis as part of the regular benchmarking update within Portfolio Manager for all benchmarked buildings. This change was effective as of September 30, 2008.

Exhibit A



Earns the ENERGY STAR for Superior Energy Efficiency

(Date, City, State) [NAME OF BUILDING/FACILITY], owned/managed by [ORGANIZATION], has earned the U.S. Environmental Protection Agency’s (EPA’s) prestigious ENERGY STAR, the national symbol for superior energy efficiency and environmental protection. Commercial buildings and industrial plants that rate in the top 25 percent of facilities in the nation for energy efficiency may qualify for the ENERGY STAR. INSERT QUOTE FROM ORGANIZATION OFFICIAL (SAMPLE QUOTE BELOW) "[ORGANIZATION] is pleased to accept EPA’s ENERGY STAR in recognition of our energy efficiency efforts,” said [Organizational Representative Name, Title]. "Through this achievement, we have demonstrated our commitment to environmental stewardship while also lowering our energy costs.” Commercial buildings that earn the ENERGY STAR use an average of 40 percent less energy than typical buildings and also release 35 percent less carbon dioxide into the atmosphere. [ORGANIZATION] improved our energy performance by managing energy strategically across our entire organization and by making cost-effective improvements to our building(s). [ORGANIZATION] has saved [INSERT DOLLARS OR PERCENT] in annual energy bills and prevented greenhouse gas emissions equal to the electricity use from [XXXXXX] households for a year*. “Whether you are running a grocery store, a school, or an office building, getting the most out of your energy dollars – while reducing your carbon footprint – just makes sense,” said EPA Administrator Stephen L. Johnson. To earn the ENERGY STAR, [ORGANIZATION] took the following actions:

• INSERT GENERAL INFORMATION AND/OR INTERESTING DETAILS ABOUT TECHNOLOGIES USED, ENERGY MANAGEMENT PROGRAM, EMPLOYEE AWARENESS, ETC.

EPA’s national energy performance rating system provides a 1-100 scale that helps organizations assess how efficiently their buildings use energy relative to similar buildings nationwide. A building that scores a rating of 75 or higher is eligible for the ENERGY STAR. Commercial Buildings that can earn the ENERGY STAR include offices, bank branches, financial centers, retailers, courthouses, hospitals, hotels, K-12 schools, medical offices, supermarkets, dormitories, and warehouses.

ENERGY STAR was introduced by EPA in 1992 as a voluntary, market-based partnership to reduce greenhouse gas emissions through energy efficiency. Today, the ENERGY STAR label can be found on more than 50 different kinds of products, new homes and commercial and industrial buildings. Products and buildings that have earned the ENERGY STAR designation prevent greenhouse gas emissions by meeting strict energy-efficiency specifications set by the government. In 2006, Americans, with the help of ENERGY STAR, saved about $16 billion on their energy bills while reducing the greenhouse gas emissions equivalent to those of 27 million vehicles. For more information about ENERGY STAR visit www.energystar.gov. For more information about [NAME] visit [INSERT URL]. To calculate greenhouse gas emissions, please visit http://www.epa.gov/cleanenergy/energy-resources/calculator.html

Exhibit B

ENERGY STAR Labeled Building Profile:

Alexander Park I – 600 Alexander Park was built in 1999 and consists of 141,176 square feet of beautiful Class A office space situated within a well known Princeton, New Jersey office park. Amenities of this building include an on-site cafeteria with waterfront patio dining, scenic landscaping, and a 24 hour card access system. The building is also within walking distance to the Princeton Junction train station and local municipal bus service. Recognizing the potential to improve Alexander Park I’s energy and financial performance, Kennedy Associates Real Estate Counsel, LP (“Kennedy”) directed CB Richard Ellis to proactively use the EPA’s ENERGY STAR program in 2005 for the tools and resources necessary to help achieve superior energy performance. 600 Alexander Park has a current rating of “81” and officially earned the Energy Star designation in December 2007. Receiving the Energy Star designation has been considered a significant accomplishment given the fact that the building is heated using fan powered VAV boxes with electric reheat and cooled using DX cooling coils and air-cooled condensing coils. Examples of Technologies and Practices at the 600 Alexander Park Building:

• Solar cool gray tempered insulated glass windows • The use of 480 volt 3-Phase fan powered boxes • Motion sensors for restroom lighting and programmable automatic air fresheners, 2003 • Energy efficient lighting systems and bulbs • Variable frequency drives for (6) 460 volt, 40 horsepower with a max RPM of 1760 supply fans • Variable frequency drives for (6) 460 volt, 15 horsepower with a max RPM of 1760 return air fans • Retrofit with Touch Free restrooms, everything from automatic flushers, faucets and soap dispensers

in February, 2008 Kennedy continues to request that the CB Richard Ellis (CBRE) management and maintenance teams, take proactive steps, utilizing best practices to maximize energy efficiency including:

• Periodic review and constant tracking of energy use patterns to determine and correct energy inefficiencies

• Daily engineering staff walkthroughs of vacant spaces to ensure only emergency lighting is illuminated and HVAC is appropriately programmed for vacancy

• Examination of the EMS settings in order to ensure the building automation reflects actual needs of the tenants. Through this process, it was discovered that the building’s HVAC systems were being turned on for five hours each Saturday based on lease requirements, even though the majority of the tenants were not in the building over the weekend. A simple re-programming of the system and a note to the tenants making Saturdays “By Request Only” eliminated the unneeded energy consumption resulting in an immediate energy reduction

• Change start up times of HVAC units based on fifteen minute increments to stagger demand and cut back on peak usage of electricity

• Installation of a timer on the domestic hot water heater to be able to shut it down twelve hours per day or from 6pm – 6am Monday through Sunday

• A review of common area lighting schedules allowed for the elimination of “on” periods during relatively unoccupied weekend hours

• Time clocks are checked every two weeks to make sure the time is set correctly and that building systems and lighting come on and off at the right time.

• Reach out to employees and tenants in order to spread the word that energy efficiency is good for the bottom line as well as good for the environment.

• Ask for tenant cooperation to help curtail excessive demand on area power grid during high kilowatt draw summer heat waves by shutting off all but necessary lighting.

• Tenants are reminded to turn off all office equipment and computers at night and over the weekend. • The janitorial staff is instructed to shut off lighting when any space is vacated. • Tenants are told to “stop playing with the blinds”. Most tenants do not realize how important the

window blinds and coverings are to controlling their environment. All tenants are notified to keep their blinds in place (down) and use them throughout the day to help reflect sun/heat.

Other steps Alexander Park is taking to reduce its carbon footprint:

• The building has an active recycling program for tenants to recycle paper, cardboard, glass, plastics, bulbs, batteries, etc. There are recycle bins in each tenant suite for paper, glass and plastics recycling as well as centrally located compact fluorescent and battery recycling containers. Waste Management supplies recycling services to the building. All of the paper and waste removal products are made with recycled materials.

• At Kennedy’s request, the building staff, along with its contract cleaning service, instituted green cleaning chemicals rated by the US Green Building Council for all of its regularly scheduled cleaning tasks.

• There is a bicycle rack at the building to promote cycling to work vs. generation of vehicle emissions. • The building participates in non-chemical goose control through the use of a Border Collie service.

Exhibit C

Celebrate Your ENERGY STAR Labeled Building:

Promote Your Success with ENERGY STAR

You have been recognized by ENERGY STAR for your hard work and commitment to saving energy—now celebrate your achievement! In large and small ways, share recognition of your accomplishment with your colleagues, employees and the community:

Display the ENERGY STAR in a prominent place at your facility site—the entranceway or the main reception area are much better choices than the storage room or basement!

Issue a press release (previously noted) announcing that you have earned the prestigious ENERGY

STAR and distribute it to local media (see www.energystar.gov/labeledbuildings for a sample). Hold an organization-wide employee meeting and present the ENERGY STAR plaque to an official

of your organization. Take photos for the company newsletter, and also send a photo with caption to the local newspaper.

Distribute certificates of recognition/appreciation/participation to organizations or individuals who

contributed time and effort to earning the ENERGY STAR. Reserve a special parking space for your energy manager for a month in recognition of his/her

achievement and publicize this among your employees. Make plans to announce that your facility has earned the ENERGY STAR at a scheduled meeting

where press typically will be in attendance if applicable. Write a letter celebrating your achievement to your town councilman, Chamber of Commerce, Board

of Education, congressperson or senator, or other official representatives for your organization. Encourage them to challenge other organizations like yours to earn the ENERGY STAR.

Invite local government officials, regional EPA officials, and members of the press to tour your

ENERGY STAR facility along with your top company or organization officials. Present a certificate of achievement to company officials.

Host an ENERGY STAR Event

One of the best ways to share your energy efficiency achievements is to host a recognition event with your employees and community. Recognition events may include a special employee luncheon, an energy fair, or any other type of event that brings people together to learn about energy efficiency and ENERGY STAR. Use the steps below to create your event or modify the outline to suit your organization’s needs.

Select a date and time for the event that is convenient for employees, the media, and other guests you may wish to invite.

Contact your local elected officials and regional EPA office to schedule their attendance. It’s especially important to include those who have helped support your organization’s efforts to earn the ENERGY STAR, and recognizable public figures will help bring media attention to the event.

Develop an agenda with a timeframe of 15-30 minutes for the award presentation and speakers. You may have one or more speakers. For example:

10:45 a.m. – Invited guests, speakers, attendees arrive - 11:00 a.m. – Welcome, opening remarks by organization representative or event coordinator - 11:05 a.m. – First speaker – Local elected official - 11:10 a.m. – Second speaker – Local leader/champion of the environment - 11:15 a.m. – Third speaker – EPA representative or other official - 11:20 a.m. – Presentation of ENERGY STAR to organization by EPA or other official - 11:25 a.m. – Acceptance of the ENERGY STAR and remarks by organization leader or

energy manager - 11:30 a.m. – Event concludes

You may wish to assign one person to coordinate the event and speakers, designate a communications contact to work with members of the media before and during the event, and schedule a photographer or videographer to record the event. A small reception may be nice. Share your photos, articles, and materials with ENERGY STAR and your event may be posted on www.energystar.gov as an example for other organizations.

You can customize ENERGY STAR sample communications materials or develop your own to support the event. Possible materials include:

A press release or a press kit including the press release, information about your facility and organization, and facts about ENERGY STAR labeled facilities.

Posters and/or banners to draw attention to the podium or stage. Your ENERGY STAR facility profile—how you succeeded in making your facility a top energy

performer nationwide. Make sure to provide copies to attendees and to the media. The day after the event, deliver event photos with written captions to editors at local newspapers and business publications that were not represented at your event. For additional guidance on how to coordinate your ENERGY STAR label event or media outreach, contact Maura Beard, Strategic Communications Director, ENERGY STAR Commercial Buildings and Industrial Facilities, 202.343.9991, [email protected]

Exhibit D ENERGY STAR Technical Assistance Materials: The following ENERGY STAR promotional materials are available on the ENERGY STAR website at www.energystar.gov . Key materials include:

1. ENERGY STAR Video: ENERGY STAR recommends proving showing this video to employees, tenants and even clients

2. ENERGY STAR Challenge Brochure: Provides information for property management teams on

ways to promote Energy Star

3. Sample ENERGY STAR Promotional Language: Stock paragraphs for use in promoting ENERGY STAR on websites, letters, etc.

4. ENERGY STAR Training Presentation: Self-guided presentation intended for property

managers working to improve energy performance ratings for commercial office buildings

5. ENERGY STAR Informational Card: Information about successes of Energy Star buildings

6. Commercial Real Estate Pamphlet: Overview of ENERGY STAR/commercial real estate

7. 2008 ENERGY STAR Commercial Office and Industrial Update: Provides updated information on use of ENERGY STAR with these product types and associated news

8. ENERGY STAR Fast Facts: Data for use in PowerPoint presentations

9. ENERGY STAR Brand Book: Information on how to use the ENERGY STAR logo in promotional

materials

GregD

Exhibit 6

Exhibit 7

Budget Tracking

Our Environment – Management Tools: Eco Tracker

Emissions Reporting

Eco Modeler – Projection Report

EA Prerequisite 2EA Credit 1EA Credit 3.1EA Credit 3.2 - 3.3EA Credit 4EA Credit 6

Tool # Related LEED-EB

O&M Credits

Frequency of

Update/ UseTool 1 EAc3.1 Annually

Tool 2 EAp2EAc1

Annually

Tool 3 EAp2EAc1EAc3.2 - 3.3

Quarterly

Tool 4 EAp2EAc1EAc3.2 - 3.3

Annually

Tool 5 EAc3.1 Annually

Tool 6 EAc4EAc6

Annually

Tool 7 All Annually

Asset Level

ENERGY STAR Instructions Instructions for creating and maintaining an ENERGY STAR Portfolio Manager account for energy performance measurement.

Energy Efficiency Best Management Practices Toolkit

Applicable LEED-EB O&M Credits:

Minimum Energy Efficiency Performance

Emissions Reduction Reporting

Optimize Energy Performance

Purpose:The Energy Efficiency Best Management Practices Toolkit addresses monitoring and improving building energy performance. This Toolkit does this by understanding the building’s energy consumption profile, identifying how energy is used, and tracking energy consumption data so that patterns can be analyzed, while meeting the requirements of

LEED-EB O&M. Additionally, this Toolkit addresses the use of renewable energy and emissions offsets. This Toolkit contains the necessary elements to meet the USGBC LEED-EB O&M requirements, practice high-performance property operations and uphold Kennedy Associates' commitment to Responsible Property Investing during the Performance Period and on an ongoing basis. Refer to the memo from Kennedy Associates regarding their commitment to energy efficiency for further information.

Performance Measurement - System-Level Metering

A template plan for maintaining the Building Automation System (BAS) so that it effectively monitors building systems, to be completed according to the building's specific BAS requirements.

Building EngineerProperty Manager

A tool to track the energy trends in the building, including meters in place, energy consumption, energy performance, and the ENERGY STAR score.

Energy Performance Summary Workbook

Building Automation System Preventative Maintenance Plan

Responsible Parties:

Facility Manager

Energy Efficiency Tools:

Asset Manager

Performance Measurement - Building Automation System

Financial Analyst

Renewable Energy

Property Level

Quality Control Plan

A log used to describe the current Building Automation System in place at the building and its monitoring capacity.

DescriptionName

A Quality Control Plan employed to track required LEED-EB O&M performance data using the provided Tools

A tool to track renewable energy purchases made for the building.

Introduction: continued

Energy Meter Calibration Log A log to track the calibration of meters and monitoring tools present at the building per manufacturer's recommended interval.

Building Automation System Log

Renewable Energy Tool

GregD

Exhibit 8

1

2

34

56

7

8

1

2

3

4

5

6

You can access Portfolio Manager by going to http://www.energystar.gov/benchmark, entering your username and password in the box and clicking on the button marked “Login” in the “Portfolio Manager” box.

Space Use Alerts

Building Profile Status

Managing Views:

ENERGY STAR Recognition - displays the progress or status of submitted ENERGY STAR applications and/or Building Profiles. Note: not available in the Facility Performance table on the Facility Summary page.

Performance: Environmental - displays the amounts of CO2 gases reduced along with baseline and actual

energy intensities.

Performance: Targets - displays current and target site energy intensities, annual energy cost, and target rating.

Note: not available in the Facility Performance table on the Facility Summary page.

Total Energy Cost per SF

Enter a name for the view.

Performance: Financial - displays totals of investments and costs in aggregate and per square foot.

Performance: Rating/Improvement - displays baseline and current periods, baseline and current annual energy

intensity, and baseline and current ratings. Note: not available in the Facility Performance table on the Facility

Summary page.

Go to http://www.energystar.gov/benchmark

Establish Your Personal EPA/ENERGY STAR Portfolio Manager Account:

From the My Portfolio page or the Facility Summary page, select the Create View link. The Create New View page will open.

Performance: Water Use - displays the water use for indoor, indoor and outdoor and wastewater. Also displays

total indoor and outdoor water use cost.

Summary: Energy Use - displays total energy used and saved in aggregate and per square foot (or square

meter).

Summary: Facilities - the default view that displays each facility's adjusted percent energy reduction, rating, eligibility for the ENERGY STAR designation, and Period Ending Date. Note: not available in the Facility Performance table on the Facility Summary page.

Create a View


Ignore the section marked “(Optional) Master Account Feature.” Do not check the box marked “Display my user

and organization name to Portfolio Manager users who wish to share facilities with my account.”

Click “Save Profile” at the bottom of the page.

If your choices for username and password are accepted, then your account has been established and you will receive an e-mail confirmation. If the username and/or password are already in use, you will be asked to choose a different one before proceeding. Please write down your login information and be sure to keep it handy!

In the box on right side of the screen that says “Portfolio Manager Login,” click the link labeled “New User?

Register.”

Fill out the form, including all fields marked as “required.”

The My Portfolio page uses views to display summarized data. A view is a set of columns that display various data in a table. Portfolio Manager provides the ability for a user to create their own view by selecting the columns (up to seven) to display on the My Portfolio page. It also enables the user to select the number of facilities that can display on the My Portfolio page (e.g., 25, 50). There are over 70 different data columns that can be selected. Portfolio Manager includes eight standard views of your facility data:

Tool 2: continued

Once your account is established, email your username to Norman Hawkins for Office buildings and Andy Sanborn for Industrial buildings. You will receive an email from the Kennedy Associates ENERGY STAR Team once buildings have been shared in your account and instructions for creating and managing views.

Current Rating

ENERGY STAR Application Status

CO2 Reduced

Energy Use Alerts

Tool 2: ENERGY STAR Instructions


EA Prerequisite 2 Minimum Energy Efficiency Performance

EA Credit 1

Any view can be set as the default view. The default view will display automatically after logging into Portfolio Manager.

The energy usage through the end of the performance period must be entered into ENERGY STAR. The billing cycles of the utility companies will make entering the month of Novembers energy usage challenging with the fast pace of the USGBC submission deadlines. It is imperative that ENERGY STAR be kept up to date throughout the performance period and Novembers numbers be inputted as soon as it is received due to the fast paced USGBC submission deadline.

Follow the steps below to create a custom view:


Adjusted Energy Reduction

Eligibility for the ENERGY STAR

Select each column to be included in the view by selecting an order number from the Preferred Column Order drop-down menu to the left of the facility data name. The number that is selected will represent the column order (left to right) on the My Portfolio page. Note: Columns are marked as "n/a for campuses" if the column data is not relevant for a campus; if selected, 'N/A’ will display as column data in a view. Up to seven different facility data elements

can be selected. No two can have the same order number. To de-select, set the order number to "blank" in the drop-down menu.

The Kennedy ENERGY STAR Committee requests you create two views selecting the following data fields:

If this view is to be the default view displayed on the My Portfolio page, select the box labeled Set this View as My Portfolio Default. A check will appear in the box.

Annual Energy Cost

Baseline Rating

Once the energy usage for November is input into ENERGY STAR, print a copy of the Statement of Energy Performance (make sure to include November 2009) and upload to the Kennedy Associates' SharePoint Document Site.

Select the Edit View. The Edit View page will open.

Select the Delete View button to the right of the view name. The Delete View confirmation page will open.

Select the Delete button. You will be returned to the My Portfolio page.

From the My Portfolio page or the Facility Summary page, in the View box select the view to be edited. The page will update to show data for the selected view.

Current Energy Period Ending Date

Delete a View:

Follow the steps below to delete a custom view (Note: Only views created by a user can be deleted ):

Select the Save button. You will be returned to the My Portfolio page.

End of Performance Period:

EA Prerequisite 2

EA Credit 1

EA Credit 3.2 - 3.3

Building NameAddressResponsible Party

Meter Number Meter Description Energy Type (Units)

Location System Served Reading Method

Reading Interval

Meter Owner **

1 Example Meter Electricity (kWh) Elec. 103 lighting digital 15 minutes building

2345

Reading Date Range Usage (kWh) Cost ($)

month 1 3/24/09-4/23/09 10000 $1,000.00

month 2 4/24/09-5/23/09 10110 1021

month 3month 4month 5month 6month 7month 8month 9month 10month 11month 12


month 1month 2month 3month 4month 5month 6month 7month 8month 9month 10month 11month 12


month 1month 2month 3month 4month 5month 6month 7month 8month 9month 10month 11month 12

Meter #3:

Monthly Readings:

ENERGY STAR Score

Meter #2:

Monthly Readings:

ENERGY STAR Score

Tool 3: continued

82

82

Monthly Readings:

ENERGY STAR Score

Meter Record:*

Meter #1:

* Include all energy meters (e.g., electricity, natural gas, chilled water, heating water).

** If the building owner, tenant or management organization owns the meter, a calibration log must be kept.

Basic Building Information:

Tool 3: Energy Performance Summary Tool



Compile a list of energy meters and submeters present at the building and record within the Meter Record table below. Once the meter record is complete, compile monthly meter data and list in Monthly Reading table below. It may be necessary to change the metrics according to the type of metered system (kWh, therms, etc.). Add additional Monthly Readings tables as necessary.

Instructions:



EA Prerequisite 2

EA Credit 1

EA Credit 3.2 - 3.3


Meter Number Meter Description Location Energy Uses Served

Reading Method Meter Owner Mfg. Recommended

Calibration Interval

Notes

1 Example Meter 1 Rooftop Chiller manual building 2 years

2 Example Meter 2 NW Corner lighting electronic utility NA

345

Interval Date Required Date CompletedInterval 1* 4/25/2009 4/27/2009

Interval 2Interval 3Interval 4

Interval Date Required Date CompletedInterval 1 4/25/2009 4/27/2009


Interval Date Required Date CompletedInterval 1 4/25/2009 4/27/2009


*Frequency taken from Meter Record Table above

Tool 4: Energy Meter Calibration Log

Related LEED-EB O&M Credits:


Meter Record:




Complete the Meter Record based on Tool 3: Energy Performance Summary Tool. Note meters owned by third parties. For meters not owned by third parties, complete the following calibration log based on the manufacturer's recommended calibration interval.

Instructions:

Meter #3 Calibration Log:

Tool 4: continued



EA Credit 3.1


Points List Sensor / Actuator NameSensor / Actuator

TypeSensor / Actuator

Mfg.Mfg. Calibration

Interval

Mfg. Replacement Interval

(if applicable)Notes

SF-1 motor Supply Heating HW Temp Temperature Acme 2 years N/A None




Interval






Interval






Interval



Hallway Controls

Lighting System:

Space Cooling:

Ventilation:

Tool 5: continued

Tool 5: Building Automation System Log


Performance Measurement - Building Automation System

Space Heating:

Instructions

Complete the Space Heating, Space Cooling, Ventilation and Space Lighting tables below for systems monitored on the Building Automation System (BAS). The HVAC Points List should include sensors that measure: outside air temp., mixed air temp., return air temp., discharge/supply air temp., coil face discharge air temp., chilled/heating water supply temp., condenser entering water temp., wet bulb temp., relative humidity, space temp., economizer and related dampers, cooling and heating coil valves, static pressure, air and water flow rates, and terminal unit dampers and flows.

If system calibration occurred in the past year, upload the summary reports of calibration to the Kennedy Associates' SharePoint Document Site. If calibration did not occur,

upload the system maintenance contract in lieu of a calibration report to verify planned maintenance. Some sensors or actuators do not require calibration during their life time, if

this is the case documentation from the manufacturer is required. All supporting documentation should be uploaded to the Kennedy Associates' SharePoint Document Site.


EA Prerequisite 2

EA Credit 1

EA Credit 4

EA Credit 6

Building Name

Address

Responsible Party

Type Energy Provided (kWh)

Total Percentage Type Energy Provided (kWh)

Total Percentage

Source 1 PV Panels 25,000 2.5% 0.0%Source 2 0.0% Green Power 100,000 10.0%Source 3 0.0% 0.0%

Electrical (kWh) Natural Gas (therms) Total (kWh)

1,000,000 2,000 1,000,068



Total Percentage

Source 1 #DIV/0! #DIV/0!Source 2 #DIV/0! #DIV/0!Source 3 #DIV/0! #DIV/0!

Electrical (kWh) Natural Gas (therms) Total (kWh)0



Total Percentage





Total Percentage





Total Percentage




Year Two Energy Sources:

Year One Energy Sources:

On-Site Renewable Source Off-Site Renewable Source

Annual Building Energy Consumption


Year Four Energy Sources:

Tool 6: Renewable Energy Tool




Renewable Energy - On-site / Off-site

Emissions Reduction Reporting

Instructions:

Complete the Year One Energy Sources table below with information regarding on-site renewable energy product, off-site renewable energy purchases and annual building energy consumption. Continue to track this information ongoing each year. Renewable energy sources can include: photovoltaic, solar thermal, biofuel-based electrical, geothermal heating, geothermal electric, low-impact hydroelectric power, and wave or tidal power systems.

Notes: 1 therm = 100,000 Btu = 29.3 kWh; 1 kWh = 3.413 kBtu



Year Three Energy Sources:


Tool 6: continued





Year Five Energy Sources:

GregD

Exhibit 9

MEPT LEED Metrics

As of September 30, 2011

LEED Development and Existing Building Certification

Certified Buildings LEED NC/CS/ND LEED EB:

O&M

Total

Number of Buildings 12 45 57

Gross Asset Value 1,178,424,146$ 1,745,755,501$ $2,924,179,647

Square Feet 3,472,652 8,341,711 11,814,363

MEPT ENERGY STAR Metrics


EPA ENERGY STAR Benchmarking

Benchmarked Buildings Office Industrial TotalNumber of Buildings 75 37 112

Gross Asset Value 2,317,315,433$ 389,452,488$ 2,706,767,921$

Square Feet 11,012,738 6,918,068 17,930,806

Labeled Buildings Office Industrial TotalNumber of Buildings 47 14 61


Square Feet 8,304,079 3,249,539 11,553,618

Edgemoor LEED Metrics




O&M

Total


Gross Asset Value 828,924,146$ 1,115,507,640$ $1,944,431,785

Square Feet 2,614,900 4,591,827 7,206,727

Edgemoor ENERGY STAR Metrics



Benchmarked Buildings Office Industrial Total



Square Feet 7,100,710 4,934,725 12,035,435



Square Feet 4,741,848 3,249,539 7,991,387

Energy Efficiency Best Management Practices

Purpose

To identify opportunities to identify excessive energy uses in the building. This document will be used to establish a

baseline for the building’s current practices and will be reviewed against the schema requirements.

Gauging an Existing Building Baseline

Does the building have a Building Operating Plan that provides details on how the building is to be operated and

maintained, including the following information, if available?

Occupancy schedule

Equipment run time schedule

Design set points for all HVAC equipment and design lighting levels throughout the building

Identify any changes in schedules or set points for different seasons, days of the week and times of day

Auditing and confirmation of completion

Is there a Sequence of Operations for the building?

Yes

No

Unsure

Is there a Preventive Maintenance program for the building?

Yes

No

Unsure

Please take a moment to describe the mechanical and electrical systems and equipment in the building:

GregD

Exhibit 10

Analyzing Refrigerants

Identify any Halons, CFC, and HCFC refrigerants used in each piece of equipment:

Equipment Refrigerant Used

Determining Energy Performance-Energy Star Compliance

Is there an EPA Energy Performance Rating (Energy Star Rating) utilizing the EPA’s Portfolio Manager for addressing

the buildings energy performance?

Yes

No

Unsure

If yes, please provide back up documentation and rating achieved

If no, please provide the following information:

The last 12 months of all utility bills, including costs and usage amounts for each type of energy used in the

building.

Estimated number of computers in the building

Hours per week that the building is regularly occupied

Percentage or square footage of common area of major building uses:

Office

Data centers

Retail

Food service

Covered parking

Laboratories/cleanrooms

Other

Understanding Metering

Do you have any energy meters installed in your building that serve only the building?

Yes

No

Unsure

Do the meters measure all energy use in the building? Meters must be owned by third parties (e.g., utilities or

governments).

Yes

No

Unsure

If the meters do not measure all energy use in the building, describe what you do currently meter:

System Description of Metering Capability

Lighting systems and controls

Separate building electric meters that allow aggregation of all process electric loads

Separate building natural gas meters that allow aggregation of all natural gas loads

Separate meters that allow aggregation of all indoor occupant related water use for required fixtures

Separate meters that allow aggregation of all indoor process water use

Separate meters that allow aggregation of all outdoor irrigation water use

Chilled water system efficiency at variable loads (kW/ton) or cooling loads (for non-chilled water systems)

Building-specific process energy efficiency systems and equipment

Cooling load

Air and water economizer and heat recovery cycles

Boiler efficiencies

Constant and variable motor loads

Variable frequency drive (VFD) operation

Air distribution static pressures and ventilation air volumes

Building Automation System

Is there a computer-based building automation system (BAS)?

Yes

No

Unsure

If yes, which of the following systems does it monitor?

Heating

Cooling

Ventilation

Lighting

Other:

Is there a preventive maintenance program that ensures the BAS components are tested and repaired or replaced per

manufacturer’s recommendations? Describe:

Describe how the BAS system is being used to inform decisions regarding changes in building operations and energy

savings investments:

Green Power Purchasing

Is off-site green power currently being purchased for a portion of the building’s energy use?

Yes

No

If yes, is it a Green-e certified renewable energy?

Yes

No

Calculate the percentage of offsite renewable energy necessary to satisfy the performance thresholds listed below:

LEED-EB OM Points

Off-Site Renewable Energy/Certificates

1 25%

2 50%

3 75%

4 100%

1. Convert all energy used at the building into the common unit of British Thermal Units (Btu)

Annual Electricity Use [________________kWh] x [3413 Btu/kWh] = _______________ Btu

Annual Gas Use [________________therms] x [100,000 Btu/therm] = _______________ Btu

2. Find the total annual energy use (Btu) used at the project site

Annual Total Energy Use = [Annual Electricity Use] + [Annual Gas Use] = _______________ Btu

Annual Total Energy Use = [_____________Btu] + [_____________Btu] = _______________ Btu

3. Find the quantities of off-site renewable energy or certificates necessary to comply with the purchasing

requirements of LEED-EB OM by taking the following steps:

a. Insert the total annual energy use into column A

b. Multiply this value with the percentages listed in column B

c. Enter the quantity of renewable energy necessary for purchase comply with the credit requirements

A. Total Annual Energy Use

B. Off-Site Renewable Energy/Certificates

Quantity of Renewable Energy

25%

50%

75%

100%

Emissions Reductions Reporting

Does the project currently track and record emissions delivered by energy efficiency, renewable energy, or other

building emissions reductions?

Yes

No

Does the project report the emissions by using a third party voluntary reporting or certification program (e.g., EPA

Climate Leaders, ENERGY STAR, or WRI/WBCSD Protocols)?

Yes

No

Resources

ASHRAE Guidelines

www.ashrae.org

ENERGY STAR ® Building Manual

www.energystar.gov/index.cfm?c=business.bus_upgrade_manual

WRI-WBCSD Protocol

www.ghgprotocol.org

EPA Climate Leaders

www.epa.gov/climateleaders

Notes

Exhibit 10

Building Systems Auditing and Commissioning

Purpose

To identify opportunities to audit and commission the building systems in order to decrease energy consumption and

optimize mechanical system performance of the building. This document will be used to establish a baseline for the

building’s current practices and will be reviewed against the schema requirements.

Gauging an Existing Building Baseline

Has an energy audit been conducted on your building in the last 5 years?

Yes

No

Unsure

If an audit has been conducted in the last 5 years, did the audit meet the requirements of the ASHRAE Level 1 Walk

Through?

Yes

No

Unsure

Assessing Existing Building Commissioning

Has your building ever had commissioning or retro-commissioning performed?

Yes

No

Unsure

If you had commissioning performed, did you:

1. Implement the no-low cost operational improvements and create a capitol plan for major retrofits and

upgrades?

Yes

No

Unsure

http://www.ashrae.org/

http://www.energystar.gov/index.cfm?c=business.bus_upgrade_manual

http://www.ghgprotocol.org/

http://www.epa.gov/climateleaders

Exhibit 10

2. Provide training for maintenance staff that addresses energy efficiency and building, equipment, and

systems operations and maintenance?

Yes

No

Unsure

3. Update the building operating plan as necessary to reflect any changes in the occupancy schedule,

equipment run-time schedule, design set points and lighting levels?

Yes

No

Unsure

Resources

ASHRAE Guidelines

www.ashrae.org

Notes

RESPONSIBLE PROPERTY INVESTING ACQUISTIONS CHECKLIST

Existing Building Acquisition Is the proposed acquisition being benchmarked in ENERGY STAR’s Portfolio Manager? Yes No If so, provide the current ENERGY STAR score and effective date ................. Score: Date: Has the proposed acquisition received the ENERGY STAR label? ................................... Yes No If yes, year(s) received: Who pays for energy efficiency improvements under current tenant leases? Does the current lease form include any green lease requirements (i.e., provision of utility data, green cleaning, recycling, etc.)? Please describe building heating, cooling, lighting, or controls upgrades completed within the last five years: Are the building’s systems sub-metered (i.e., electric, gas, water)? .................................. Yes No Does the building’s HVAC system use CFC or HCFC-based refrigerants? ....................... Yes No Has an energy audit (ASHRAE Level I/II) been completed within the past three years? .... Yes No Has any retro-commissioning been completed at the building within the last three years? Yes No Has a Testing and Balancing (TAB) report been completed within the last three years? ... Yes No What year were the majority of the plumbing features installed or upgraded? ................................. Are low-flow/water efficient restroom fixtures utilized at the building? ............................... Yes No Does the building/site landscaping utilize smart irrigation or drip irrigation? ...................... Yes No Is native, drought tolerant landscaping present? ............................................................... Yes No Is the building LEED certified? .......................................................................................... Yes No If yes, indicate LEED certification level: ......... EB O&M CS NC CI ND Year:

o Explain and provide final LEED checklist and certification documents: Does the building have a “green cleaning” program? ........................................................ Yes No Does the building have a sustainable purchasing program (lamps, consumables, etc.)? .. Yes No Does the building have a recycling/waste management program? .................................... Yes No Does the building have a construction waste management program? ............................... Yes No Is renewable energy generated on-site, or purchased by tenants or the current landlord? Yes No Please detail any other sustainable or RPI features of the building (i.e., open space, operable windows, green/cool roofs, day-lighting/views, etc.): Does current underwriting for the proposed acquisition include a capital allocation for sustainable improvements given present levels of energy efficiency etc.? ....................... Yes No Please describe any sustainable improvements expected to be implemented post-closing covering capital improvements (i.e., lighting/HVAC retrofits, restroom upgrades, controls optimization, etc.) and ongoing operations and maintenance (i.e., green cleaning, ENERGY STAR benchmarking, waste management, sustainable tenant improvements, etc.).

GregD

Exhibit 11

A creation of

Green Screening Assessment Tool --DRAFT--

GENERAL BUILDING INFORMATION

Building Name

Street Address 1

City Toronto Province ON

Principal Use ft2

No. of Occupants -1 enter "-1" if unknown

2,500 (ASHRAE default)

Prior Certifications

ANNUAL ENERGY CONSUMPTION

Electricity 9,230,000 kWh/yr

Natural Gas 625,000 m3/yr

District Steam 0 lbs/yr

0 Ton-hrs/yr

Unnormalized

Total energy 15,886,470 ekWh/yr

Total GHGs 7,813 Tons CO2e/yr

Energy Intensity 31.8 ekWh/ft2/yr

GHG Intensity 15.6 kg CO2e/ft2/yr

*See endnotes.

Energy Star Score 52 (if known)

LEED - Existing Buildings

BOMA BESt (Building Environ. Standards)

LEED - New Construction

District Chilled

Water

123 Anywhere St.

Tomi Towers

Office

M5R 1E7Postal Code

Building Area (GFA) 500,000

Entered By

Street Address 2

Eric Chisholm

Pursuing LEED?

LEED EB prerequisite EAp2 and credit EAc1 award points for establishing specified levels of operating energy efficiency

performance as determined by the U.S. EPA's Energy Star Portfolio Manager tool, available online. If pursuing LEED EB, have an

experienced party determine an Energy Star score for your property.

This property

MNECB

Regional Average

REALpac 20 by '15

BOMA BESt

0 10 20 30 40 50

ekWh/ft2Energy Intensity

Bentall Kennedy Logo Here

Normalized Benchmarks*

Un-Normalized Benchmarks

Page 1 of 3 Bentall GSAT- Bentall Green Acquisition Tool - v1.2e.xlsx

Christiang

Image

Christiang

Exhibit 11

ANNUAL WATER CONSUMPTION

Total Water Use 35,000 m3/yr

Water Intensity 0.070 m3/ft

2/yr

*commercial and institutional buildings. See notes for more details.

Worst-performing water fixture in building

Toilet 6.0 lpf

Urinal 4.8 lpf

Faucet 3.8 lpm

Shower 16.0 lpm

OUTSIDE AIR DELIVERY

In Some Seasons

System type Mixed Air

50,000 cfm

Max OA % possible 50%

25,000

TRANSIT ACCESS

2,000 metres

Proximity to

Frequent Transit

Pursuing LEED?

LEED EB prerequisite WEp1 and credit WEc2 award points for reducing indoor plumbing fixture and fitting water use below a

building-specific baseline. This baseline is established using a complex calculation. Have an experienced party investigate further

to align with all LEED requirements specific to this property.

Pursuing LEED?

LEED EB requires that a property maintains outside air intake(s), supply air fan(s) and/or ventilation distribution system(s) to

supply at least the outdoor air ventilation rate required by ASHRAE 62.1-2007 under all normal operating conditions. Have an

experienced party investigate further to align with all LEED requirements specific to this property.

Pursuing LEED?

LEED NC credit SSc4.1 awards points for proximity to public transit access.LEED EB credit SSc4 awards points for reduction in

conventional commuting trips. Have an experienced party investigate further to align with all LEED requirements specific to this

property.

Rated Capacity of

OA Fan

Naturally

ventilated?

OA Delivered

(Worst-Case)

ASHRAE 62.1-2007 specifies minimum ventilation rates

intended to provide indoor air quality acceptable to human

occupants. Further system investigation or revisions may be

warranted.

16

3.8

4.8

6

0 5 10 15 20

Shower

Faucet

Urinal

Toilet

lpm/lpf

Fixture performance

Worse than LEED

EB baseline

Better

Bus Rail

0 500 1,000 1,500 2,000 2,500

This property

LEED requirement

metres

Proximity to Frequent Transit Access

BOMA BESt*

This property

0.000 0.020 0.040 0.060 0.080 0.100

m3 water/ft2/yr

Water Intensity

Delivered

Required

0 10,000 20,000 30,000 40,000

CFM

Ventilation


GENERAL NOTES

BACKGROUND ON BENCHMARKS

REALpac 20 by '15 (Real Property Association of Canada's 20 by '15 target)

Based on a research report released in late 2009, citing a target of 20 ekWh/ft2/yr as an achievable goal for commercial and

administration buildings. While REALpac has released a methodology for normalizing building energy use to account for

variations in region, yearly weather patterns, and building occupancy, for simplicity this tool assumes the goal is applied in an un-

normalized state. Further information can be found at www.realpac.ca.

Water Fixture Performance

Baseline fixture performance ratings specified in the LEED Canada EB:O&M Reference Guide, with a 120% allowance factor

assumed for the LEED calculation methodology.

BOMA BESt (Building Owners & Managers Association Building Environmental Standards)

Energy and water data accumulate from 456 commercial buildings across Canada, totalling 132 million ft2 of building floor area.

Intensities broken out by region. Source: BOMA BESt Energy and Environmental Report – 2009.

MNECB (Model National Energy Code for Buildings)

Simulated energy intensities per building and geographical region. The data was provided by NRCan. Source: Built Environment

Strategic Roadmap; Commercial Buildings Technology Review April 2007.

Regional Averages

Obtained from Natural Resources Canada's Office of Energy Efficiency Comprehensive Energy Use Database Tables – 2008.

5. For simplicity of ventilation calculations a cool ceiling supply is assumed for zone air distribution effectiveness. For mixed air

systems, a maximum outside air fraction of 35% is assumed for ventilation effectiveness. Underfloor air delivery systems are not

addressed.

2. Energy Conversion Factors are based on the EPA's energy conversion table found online at

http://www.energystar.gov/ia/business/tools_resources/target_finder/help/Energy_Units_Conversion_Table.htm

4. "LEED EB" references pertain to the "LEED Canada for Existing Buildings: Operations and Maintenance 2009 Reference Guide"

3. For simplicity, greenhouse gas emissions factors are based on regional 2007 values. District cooling & heating emission

factors are based on information provided by a sample utility.

1. This evaluation does not confirm compliance with any certification body. In most cases, additional requirements apply, and

further calculation refinement is necessary. Simplifications have been made so that benchmark comparisons could be shown.


2012 MEPT Budget Narrative - 1 -

Bentall Kennedy US, LP

2012 RPI BUDGET NARRATIVE

Responsible Property Investing

Please discuss Responsible Property Investing (“RPI”) related initiatives that are currently in place or are planned at the property in 2012. For items included in the 2012 budget, please detail the specific costs associated with the project and the corresponding savings, payback or return on investment (“ROI”) calculations. Please include only the items relevant to the property.

Energy Efficiency and Water Conservation

o What is your current ENERGY STAR score? When was your last ENERGY STAR label received (if applicable)?

o What is your ENERGY STAR target score for 2012 and related reduction in energy use (see ENERGY STAR Target Finder within Portfolio Manager for projected reduction with your target score)?

o How do you plan to achieve your reduction target (HVAC system upgrades, lighting retrofits, tenant outreach, etc)? Are there budgeted costs associated with these improvements?

o Please note any energy efficiency and conservation tenant education and out reach programs planned for 2012.

o Are any indoor or outdoor water efficiency upgrades planned (i.e., fixtures, smart irrigation, etc.)?

Sustainable Practices

o Was your property certified within the Bentall Kennedy LEED for Existing Building (EB) Operations and Maintenance (OM) volume program during 2010-2011? If so please provide the property’s certification level (i.e., Certified, Silver or Gold) and relevant highlights from the certification.

o Please note in the narrative if all EB: O&M policies, plans and procedures are in place for 2012 at the property.

o Please detail ongoing green cleaning, sustainable tenant build-out, recycling efforts, use of renewable energy, diversion of construction waste from local landfills, and use of recycled building materials at the property.

o For non-certified, but likely eligible properties (i.e., ENERGY STAR score >69 and >50% occupancy), please indicate if LEED EB: O&M will be evaluated for the asset during 2012.

GregD

Exhibit 12

2012 MEPT Budget Narrative - 2 -

Bentall Kennedy US, LP

Additional Asset Sustainable Asset Characteristics

o Please detail the property’s sustainable site features including: proximity to transit, bicycle racks, and showers, provision of open space or trails and mixed-use, pedestrian-friendly sites, etc.

Indoor Environmental Quality

o Are green cleaning practices being utilized?

o For office space, is the Bentall Kennedy Sustainable Tenant Improvement Manual being used to guide first and second generation build-out?

o Are recycled and/or low-emitting materials being utilized for tenant improvements?

o Discuss other building qualities or strategies that improve indoor environmental quality for building occupants.

Economic and Social Fairness

o Are Responsible Contractors employed for construction projects?

o Which building services utilize Responsible Contractors (e.g. Elevator, Janitorial, and HVAC)?

Community Outreach and Building Safety and Security

o Is a current emergency preparedness plan in place? How frequently does training occur?

o Will health and safety training and education be completed by building staff during 2012?

o Please describe any ongoing community outreach activities (blood and food drives, community concerts, green fairs, etc.)

2012 Property Summary Maryland 95 Corporate Center

#156

V. Operations

A. Operating Expenses

In 2012, Operating Expenses for MD 95 reflect a slight decrease of 1.2% ($8,620) from 2011. This is attributed to a reduction in Real Estate Taxes of 4.5% due to a lower assessment. The savings is offset by the amortized repairs in Repairs & Maintenance planned in 2011. Net Operating Income remains unchanged from 2011.

B. Capital Expenditures/Major Repairs

Brick Façade Repair ($127,781) - There are numerous cracks in the mortar joints and bricks around the entire building. A structural engineer developed a scope of work to repair and replace some of the brick façade upon which the estimate is based. This essential repair is an essential capital expense.

Sealant replacement ($105,822) – Approximately 6,500 linear feet of sealant around the brick exterior of the building is failing or likely to fail. A structural engineer developed a scope of work upon which the estimate is based. This essential repair is an essential capital expense that can be amortized and passed through to the tenant.

C. Responsible Property Investing

While no new projects are planned in 2012, several initiatives are currently in place at the property and support MEPT’s commitment to RPI.

SI, unlike its predecessor, is providing utility information in 2011 so that the building can become Energy Star rated by year-end 2012.

The 2011EMS upgrade and HVAC repairs will improve efficiency and decrease utility costs for the tenant.

Prior installation of 31 auto-faucets on all restroom sinks in the building.

Prior installation of 44 auto-flush valves in all restrooms in the building.

Prior installation of approximately 100 occupancy sensors in office areas of the building.

Also, variable frequency drives will continue to replace HVAC motors that may fail in the future. The utility company, BGE, is offering an incentive program for these replacements as they will decrease energy usage. It is anticipated that a portion of the cost will be reimbursed after each year’s installations.

VI. Asset Specific Third Party Debt

Lender

Principal Balance

as of 1/1/12 Interest Rate Term (Months) Maturity Date

Amortization

Period (Months)

None.

Prepared by JDM Associates 1

E x h i b i t 1 4 P r e p a r e d b y

Bentall Kennedy Sustainability Initiative Property Assessment for Ashton at Dulles Corner

September 14, 2011

Property Information

Description Constructed in 2009, Ashton at Dulles Corner is a, two building, four-story, multi-family, property located in Herndon, VA.

Units 453 units

Current Occupancy Rate 95% Property Owner / Investment Advisor

Edgemoor / Bentall Kennedy

Property Manager Amy Foley, Greystar

Lead Maintenance Technician Dustin Medlen, Greystar

Priority Recommendations

The following table summarizes priority recommendations resulting from JDM’s property assessment. Where available, estimated costs and savings have been projected and the list is prioritized based on the shortest payback period and highest ROI.

Recommendation Estimated

Project Cost ($)

Estimated Annual

Savings ($)

Estimated Annual Savings

(kWh)†

Simple Payback*

ROI*

Add a photocell to limit the operating hours of the visitor parking lights (page 5). $65 $615 7,665 kWh 1 month 946%

Install programmable thermostats in all of the common area spaces. Experiment with adjusting the programmable thermostats in the hallways to maximize energy efficiency, while maintaining comfort of residents and staff (page 6). $500 $2,410 30,125 kWh 3 months 482%

Add an occupancy sensor with an integrated light level sensor and replace all 60W incandescent lamps in both fitness centers with 13W CFLs (page 4). $285 $1,100 13,720 kWh 3 months 386%

Replace the thermostat in the model unit with a programmable thermostat. Program the thermostat to no warmer than 70-72˚F during the heating season and no cooler than 74˚F during the cooling season. Set the thermostat back 10˚F during non-business hours (page 8). $60 $225 5,040 kWh 3 months 375%

Add an occupancy sensor to the model unit to turn lights on/off when entering/exiting the unit (page 8). $120 $405 5,035 kWh 4 months 338%

Replace all 75W metal halide lamps with 40W self-ballasted induction lamps in the parking garage. Experiment with an occupancy sensor on one floor of the garage, connecting the sensor to every third fixture. Ensure that safety concerns of dark corners are addressed before adding occupancy sensors to other floors (page 5). $18,240 $16,430 205,380 kWh 1.1 years 90%

Total (simple payback and ROI are calculated from the aggregation

of priority recommendations.) $19,270 $21,185 266,965 kWh 11 months 110% * All numbers are presented without utility incentives.

Click here to see location online

http://maps.google.com/maps?oe=utf-8&rls=org.mozilla:en-US:official&client=firefox-a&um=1&ie=UTF-8&q=ashton+at+dulles+corner&fb=1&gl=us&hq=ashton+at+dulles+corner&hnear=0x89b64b6e7a4663ad:0x6e536688973d9759,Falls+Church,+VA&cid=0,0,4575111445929472144&ei=n8BXToCaC6aLsQLF0fW-DA&sa=X&oi=local_result&ct=image&ved=0CAQQ_BI

GregD

Exhibit 13


† Energy savings may include both electricity and natural gas savings, with the gas converted to kWh.

While the items listed in the above chart may be a priority for budgetary purposes, this document contains numerous other recommendations providing additional ways to achieve savings through no- and low- cost operational measures, which should also be evaluated and implemented. With a minimal investment, these additional measures have the potential to lower energy and water use and costs, reduce the property’s environmental footprint, enhance tenant relationships, and differentiate the property in the market.

Annual Energy and Water Consumption and Cost

Annual

Consumption1 Annual Costs Blended Price

Electricity Baseline (Incomplete, 6 months ending Jun 2011) 914,511 kWh $72,156 $.08/kWh Electricity Current (Not enough data) N/A N/A N/A

Natural Gas Baseline (Incomplete, 7 months ending Jun 2011) 66,951 Therms $65,146 $.97/Therm Natural Gas Current (Not enough data) N/A N/A N/A

Water Baseline (Incomplete, 3 months ending Jun 2011) 3,266,000 Gal $25,192 $.008/Gal Water Current (Not enough data) N/A N/A N/A

Electricity is billed by Dominion Virginia Power, natural gas is billed by Columbia Gas of Virginia, and water is billed by Fairfax Water.

1The graphs represent energy and water data provided by the property manager. Gaps exist in these graphs because in many cases 12

months of energy or water data is not available.


Observations and Recommendations Summary

Ashton at Dulles Corner was built in 2008-2009 by Fairfield Residential, the owner and operator prior to Bentall Kennedy’s acquisition of the property in December 2010. Building construction occurred in two phases; Phase I was completed in 2008 and Phase II was completed in 2009. Bentall Kennedy purchased the property in December 2010. JDM Associates conducted a walk-through of Ashton at Dulles Corner on June 15th, 2011. Lead maintenance technician, Dustin Medlen of Greystar, accompanied JDM during the walkthrough.

Ashton at Dulles Corner consists of two buildings comprising approximately 459,885 square feet of rentable space and common areas; a unit breakdown is available below. Phase I, the smaller of the two buildings, is an O-shaped building with a central courtyard. The Phase I parking garage, an entirely above grade structure with four levels, is located to the south of the primary O-shape and is offset from the resident units by several feet. The east and west ends of the garage are abutted by residents units that extend beyond the O-shaped core of Phase I. The south side of the garage is completely exposed to the elements. The layout of Phase II, the larger of the two buildings, contains two connected O-shaped buildings with a central courtyard located in the eastern half and a parking garage located in the western half. The south and west sides of the garage are directly abutted by resident units while the units to the north and east of the garage are offset by several feet. The two phases are separated by a private street with visitor, street parking on both sides. There is a lake adjacent to the property and according to the property manager; the maintenance is at the responsibility of a local HOA.

The two buildings that make up the property were designed to be sold as two separate assets. Therefore, each building contains the following amenity areas: clubhouse, common kitchen, fitness center, and an outdoor swimming pool and spa.

JDM’s site visit included observations of common areas, mechanical rooms, roofs, and several vacant and model units to review current operational practices and identify opportunities for energy and water savings. Overall, there are many opportunities to reduce costs, primarily in the area of lighting. There are ample opportunities for more efficient lighting, but also for ensuring consistency in type of lighting fixtures, color rendition, and lamps that are used across the property. There are also opportunities for better HVAC controls, building envelope improvements, and overall operational changes to reduce common area energy consumption. Energy and water cost savings recommendations are summarized below.

Observations and Recommendations Details

Additional details regarding the observations and recommendations for major systems at the property are provided below. The level of dollar savings associated with particular recommendations is indicated by a “$” using the four savings levels listed below:

Estimated Dollar Value of Savings

$ < $1,000

$$ $1,000 - $5,000

$$$ $5,000 - $10,000

$$$$ > $10,000

General

Observations:

The property contains two buildings and a total of 453 units; 282 units in Phase II and 171 units in Phase I. Monthly rents range from $1,231 for a studio apartment up to $2,229 for a three-bedroom (3BR). There are 5 studio units with an average size of 524 square feet (SF), (256) 1BR units with an average size of 826 SF, (168) 2BR units with an average size of 1,238 SF, and (24) 3BR units with an average size of 1,585 SF.


Resident electricity use is individually metered and billed directly to the residents by Dominion Virginia Power. Gas use at the property is recorded on a single house meter. Resident gas use is sub-metered and billed back to the residents by a third party billing company. Water is master metered; resident water usage is sub-metered and billed to the tenants by a third part billing company.

There is a lake adjacent to the property and according to the property manager; maintenance is at the responsibility of a local HOA.

Recommendations:

Investigate the feasibility and cost effectiveness of using the lake’s water for landscape irrigation.

Common Area

Interior Lighting Observations:

There is one leasing center that services both, Phase I and Phase II. It contains a total of (25) 26W PLs in recessed fixtures, (2) 60W floor torchieres, (3) 75W incandescent lamps in wall sconces, (10) 60W incandescent lamps in a candelabra, and LED rope lightings in the ceiling cove. The leasing center lighting operates 11 hours per day. All of the lights are controlled by manual switches.

The hallways in Phase I contain approximately (400) 13W fluorescent PLs, that emitted a very cool color temperature. The hallways in Phase II contain approximately (632) 14W fluorescent PLs, that appear to have a warm color temperature. It was noted by the property team that the 14W PLs burn out at a faster rate than the 13W PLs.

The amenity areas in Phase I and Phase II buildings can be accessed by residents 24/7.

Phase I and Phase II each have a mailroom that services their respective resident units. The mailrooms are located in the hallway on the ground floor and each contain (3) 55W linear fluorescent tubes.

Phase I and Phase II each have a men’s and women’s common area restroom. All the common area restrooms contain a combined total of (16) 13W PLs and (12) 23W CFLs controlled by manual switches.

The clubhouses in Phase I and Phase II each contain (20) 18W PLs and (3) 60W incandescent lamps that appear to operate 24/7 and are controlled by manual switches. Both clubhouses appeared to be over lit during the day when natural daylight illuminates the space. The non-ENERGY STAR qualified TVs in each clubhouse appear to be on 24/7.

The fitness centers in Phase I and Phase II each contain 3 ceiling fans and (9) 60W incandescent lamps that appear to operate 24/7 and are controlled by manual switches. Access is permitted 24/7, however high activity occurs primarily in the early morning and between 6pm - midnight. Additional plug loads in the fitness center include 2 TVs and 2 drinking fountains.

There are 6 trash rooms in each building. The lighting is controlled by a manual switch. At the time of construction, occupancy sensors were installed within each trash room. However, the previous property team indicated that they were removed after receiving several complaints from residents.

Each of the 5 elevators at the property contain (4) 32W T8 lamps that operate 24/7.

Each of the 14 stairwells at the property contain (6) 32W T8 lamps that operate 24/7.

The maintenance service areas at the property include: the pool pump room, electric meter rooms, and elevator machine rooms. The service areas combined contain a total of (25) 32W T8s.

All of the exit signs are LED.

The property does not currently track lighting purchases and associated costs. Recommendations:

Priority Items Add occupancy sensors with an integrated light level sensor and replace all 60W incandescent lamps in both

fitness centers with 13W CFLs. $$


In the leasing center, upgrade the 26W recessed lamps with 13W CFLs, the 60W incandescent lamps in the floor torchieres and 75W incandescent lamps in the wall sconces with 13W CFLs, and the 60W candelabra incandescent lamps with 3W LEDs. $

Upgrade all 14W PLs with uniform, 13W PLs and maintain consistent lamps across all hallway lighting. Uniform, 13W PL lighting will enable bulk purchasing and reduce maintenance labor, as 14W PLs were reported to be burning out more frequently than the 13W PLs. $

Upgrade the 18W PLs in both clubhouses with 9W PLs and replace all 60W incandescent lamps with 13W CFLs. Add occupancy sensors with an integrated light level sensor to limit operation of the lights during the day and consider adding an appropriately specified occupancy sensor to the televisions. $

Add appropriately specified occupancy sensors to limit operation of lights in all trash rooms. $

Upgrade the 32W T8 fluorescent tubes in each elevator with lower wattage 25W T8 fluorescent tubes after performing a mock up to confirm equivalent light and ballast compatibility with the reduced wattage lamps. $

Upgrade all 32W T8 fluorescent tubes in each stairwell with 25W T8 fluorescent tubes after performing a mock up to confirm equivalent light and ballast compatibility with the reduced wattage lamps. Considering adding occupancy sensors to every other fixture in stairwells. This will provide a base level of lighting at all times but increase light levels when occupancy in the stairwell is detected. It is recommended that the lights always be illuminated at fixtures in between landings (rather than the fixtures on the landings). $$

Upgrade the 32W T8 fluorescent tubes in the maintenance service areas including: the pool pump room, electric meter rooms, and elevator machine rooms with 25W T8 fluorescent tubes. Perform a mock up to confirm equivalent light and ballast compatibility with the reduced wattage lamps $

Begin tracking all lighting purchases and associated costs as a separate line item in order to better understand total lighting costs and longevity of lamps.

Exterior Lighting Observations:

Each swimming pool in Phase I and Phase II contains (2) 350W halogen lamps underneath the water. These lights appear to be operating 24/7.

Each courtyard in Phase I and Phase II contain (24) 32W CFLs in bollard fixtures. At the time of JDM’s visit, the photocells controlling the courtyard lighting at both buildings were buried under landscaping and not operating properly.

Each parking garage in Phase I and Phase II contains (180) 75W metal halide lamps. There is one photocell that controls all four floors of the garage. However, the photocell has been disabled and the lights currently operate 24/7 due to safety concerns regarding several dark corners.

Visitor parking along the street, which separates Phase I and Phase II, is illuminated by (20) 75W metal halide pole lamps that appear to operate 24/7.

Recommendations:

Replace all 350W halogen lamps with 37W LED swimming pool lamps and add a combination photocell-timer to limit the operation of the lights during the day. $$

Regularly verify that all photocells are operating properly and that the sensors are not obstructed by debris or shrubs.

Priority Items Replace all 75W metal halide lamps with 40W self-ballasted induction lamps. Experiment with an occupancy

sensor on one floor of the garage, connecting the sensor to every third fixture while leaving the remaining lamps on that floor on 24/7. Ensure that safety concerns of dark corners are addressed before adding occupancy sensors to other floors. $$$$

Replace all 75W metal halide pole lamps with 40W self-ballasted induction lamps in the visitor parking area. Add a photocell to limit the operating hours of the visitor parking lights. $$


Common Area General Observations:

The trash compactor room has an uninsulated stud wall against a concrete backup wall. Also located in the corner of the trash compactor room is a radiant heater.

A drum drip on the fire sprinkler system is missing in the parking garage near the access door to buildings 2A and 2H on level one.

Recommendations:

Add insulation and appropriately fire-rated drywall to the hollow stud wall in the trash compactor room.

Replace or repair the missing drum drip to ensure the dry fire sprinkler system maintains proper air pressure at all times. Inspect and service all drum drips on a regular basis to ensure pressurization throughout the system.

HVAC and Thermostats

HVAC Observations:

Heating and cooling for the hallways in Phase I and Phase II are provided by (28) 2.5 ton 13 SEER air cooled split-system heat pumps. The hallways in Phase I are heated and cooled by 12 of the 28 split system heat pumps and Phase II is heated and cooled by 16 of the 28 split system heat pumps.

Residential units typically have a 2 ton, 13 SEER gas hydronic heating system with interior blowers and split system condensers located in the exterior utility closets. An electric radiant heater is located in exterior closets to prevent damage caused by freezing of the equipment during the winter.

Regular preventative maintenance such as filter replacement and coil cleaning is conducted quarterly on common area and resident HVAC units by Greystar’s maintenance staff.

Recommendations:

Ensure that regular preventative maintenance of the HVAC equipment includes quarterly replacement of the air filters. Confirm that filters fit snug within the filter frames and that unfiltered air cannot bypass the filters. Minor adjustments and alterations to the filter frames may be necessary to ensure that these requirements are met. Additionally, inspect the conditions of the drain pans and evaporator coils quarterly when replacing filters and clean as necessary.

At a minimum of every three years and/or on turns, wash the evaporator coils, condensate drain pans, and condenser coils with a high foaming, non-acid coil cleaner to ensure that the pans and coils are thoroughly cleaned and operating at peak efficiency.

If it is deemed necessary to replace the 13 SEER HVAC systems, consider upgrading to a SEER 15 model.

Thermostat Observations:

The common area heating and cooling is controlled via 28 digital non-programmable thermostats. The common areas including the hallways, clubhouse, and fitness center in Phase I are controlled by 12 thermostats; Phase II common areas including the hallways, clubhouse, fitness center and leasing office are controlled by 16 thermostats. Common area thermostats are located behind lock boxes and are not accessible by residents.

The thermostat in the leasing office is set between 72˚F and 74˚F during the cooling season. Property management was uncertain of the heating point set point. Nighttime setback is determined daily by the property team’s assessment of the weather.

Both fitness centers are set to 68˚F, 24/7. Additionally, there are 3 ceiling fans located in each fitness center.

Both clubhouses are set to 70˚F, 24/7.

The resident split system HVAC units are controlled via digital, non-programmable thermostats. Recommendations:

Priority Items Install programmable thermostats in all of the common area spaces. Experiment with adjusting the

programmable thermostats in the hallways to maximize energy efficiency, while trying to maintain comfort for residents and staff. Methods include targeting programming for periods of increased occupancy such as evenings and weekends. $$


During business hours, program the leasing office set point to 72-74˚F during the cooling season and to 70-72˚F during the heating season. Program the nighttime setback point to 82˚F during the cooling season and to 60˚F during the heating season. $

During times of high activity, program both fitness centers’ temperature set point to 70˚F while utilizing the ceiling fans. During times of lesser activity, such as during the day or late at night, program the thermostat to 68˚F during the heating season and 74˚F during the cooling season. $

Program the temperature set point in both clubhouses to 72-74˚F during the cooling season and to 70-72˚F during the heating season and program late night setback points to 78-80˚F during the cooling season and to 65˚F during the heating season. $

Resident, Model, and Vacant Units

Resident Lighting Observations:

Foyers and hallways contain (4) 60W incandescent lamps in permanent fixtures.

Kitchens contain (4) 75W PAR-30 halogen lamps in permanent fixtures.

Dining rooms contain (3) 75W PAR-30 halogen lamps in permanent fixtures.

Living rooms contain a ceiling fan with (2) 60W incandescent lamps in a permanent fixture.

Bathrooms contain (4) 60W incandescent lamps in permanent fixtures.

Bedrooms contain a ceiling fan with (2) 60W incandescent lamps in a permanent fixture.

Closets contains (2) 60W incandescent lamps in a permanent fixture.

Units with a patio have (1) 60W incandescent lamp in a permanent fixture.

Some tenants have replaced incandescent lamps with energy efficient models.

The property management team will replace lamps in permanent fixtures that burn out within 30 days of move-in.

Recommendations:

Replace the 60W incandescent lamps with 13W CFLs in the foyer and hallways. Residents will save approximately $19,895 per year, which equals annual savings of $44 per unit. $$$$

Replace the 75W PAR-30 halogen lamps with 13W, PAR-30 CFLs in the kitchen. Residents will save approximately $19,355 per year, which equals annual savings of $43 per unit. $$$$

Replace the 75W PAR-30 halogen lamps with 13W, PAR-30 CFLs in the dining room. Residents will save approximately $14,760 per year, which equals annual savings of $33 per unit. $$$$

Replace the 60W incandescent lamps with 13W CFLs in the living room. Residents will save approximately $14,920 per year, which equals annual savings of $33 per unit. $$$$

Replace the 60W incandescent lamps with 13W CFLs in the bathroom. Residents will save approximately $9,950 per year, which equals annual savings of $22 per unit. If concerns exist about color rendition, experiment with different lamps. $$$

Replace the 60W incandescent lamps with 13W CFLs in the bedroom. Residents will save approximately $10,935 each year, which equals annual savings of $24 per unit. $$$$

Replace the 60W incandescent lamps with 13W CFLs in the closet. Residents will save approximately $7,290 each year, which equals annual savings of $16 per unit. $$$

Replace the 60W incandescent lamps with 13W CFLs on the patio. Residents will save approximately $3,730 each year, which equals annual savings of $8 per unit. $$

Resident Hot Water and Plumbing Observations:

Resident units typically have a 47-gallon, natural gas water heater set to approximately 120˚F.

The kitchen and bathroom faucets have a flow rate of 2.2 gallons per minute (gpm).

The toilets have a flush rate of 1.6 gallons per flush (gpf).

The property management team was unaware of the flow rate of the showerheads.


Recommendations:

Follow the manufacturer’s recommendations for the frequency of cleaning and draining water heater tanks to remove sediment that collects at the bottom. Work with the manufacturer to discuss methods to optimize operations and reduce energy waste.

Replace all bathroom aerators to lower the flow rate between 0.5 and no more than 1.0 gpm. $$$$

Replace all kitchen faucets to 1.5 gpm. $$$$

When replacing shower heads, use low flow models with flow rates of 2.0 gpm or less. Should the current showerheads be compatible, consider adding flow restrictors in the showerhead to reduce the flow rate of water. $$$$

Resident Laundry and Kitchen Appliance Observations:

The washing machines are not ENERGY STAR qualified.

All of the clothes dryers are electric.

The refrigerator/freezers and dishwashers in the apartment units are not ENERGY STAR qualified.

The stoves/ranges are fueled by natural gas.

The property management team has not yet been directed by Bentall Kennedy to replace any appliances that fail (if they are out of warranty) with ENERGY STAR qualified models when failures occur. All of the current appliances were installed during construction.

Recommendations:

Purchase all ENERGY STAR qualified appliances when making any replacements. $$$$

Model Unit Observations:

Some light fixtures are controlled by occupancy sensors but there is no sensor controlling the entire unit. Two floor torchiere lamps are controlled via timers. The remaining lights are turned on by leasing agents at the beginning of the business day and are turned off at the end of the day via a manual switch.

There are two model units both located in Phase II. The model units do not have programmable thermostats. The thermostats are set to a constant temperature of 75˚F during the cooling season and 70˚F in the heating season.

Recommendations:

Vacant Unit Observations:

Vacant units are set to hold at 76˚F in the cooling season and 65˚F degrees in the heating season.

Some units have unvented, gas fireplaces. During JDM’s site visit, the pilot was observed to have been left on.

Recommendations:

Program the thermostats in the vacant units to a constant temperature of 82˚F in the cooling season and 60˚F in the heating season.

Turn off the standing pilot in the gas fire places of all vacant units and give guidance to new tenants on how to operate the pilot.

Priority Items Add an occupancy sensor to the model unit that controls all light fixtures when entering/exiting the unit. $ Replace the thermostat in the model unit with a programmable thermostat. Program the thermostat to no

warmer than 70-72˚ during the heating season and no cooler than 74˚ during the cooling season. Set the thermostat back 10˚ during non-business hours. Drapes or shades, if present, should be kept shut, except during showings, to minimize heat transfer through the windows. $


Swimming Pools

Observations:

Phase I has a 24,000 gallon outdoor swimming pool, and a 3,000 gallon gas heated spa. Phase II has a 27,000 gallon outdoor swimming pool and 2,500 gallon gas heated spa. The swimming pools and spas are open to residents 9 hours per day for the pool season.

Each swimming pool is operated by two pumps (2HP and 1HP) and each spa is operated by two pumps (2HP and 1.5HP). The pumps do not have variable speed motors and operate 24/7 during the pool season.

Each swimming pool contains a gas powered heater, but the heater is never utilized. Each spa is heated to 101˚F by a natural gas heater.

Recommendations:

Add timers to the pool pumps to decrease the operating hours, or if considering replacement, install variable speed motors to optimize efficiency of pool pumps. If switching to variable speed motors, ensure that the pool contractor accurately measures the recirculation rate required and sizes the replacement pump to the minimum required rate. While a typical pump operates at the minimum required flow rate, a VSD motor saves energy by operating at the minimum required rate, and increases the recirculation rate during periods of high or extended use. $

Waste Management

Observations:

The property has 9 waste containers and (3) 8-yard compactors.

Recycling is collected in 2 large, co-mingled containers. There is no container to dispose of burnt-out lamps on the property.

Waste and recycling is collected by Waste Management three times per week on Monday, Wednesday, and Friday. Waste Management charges the property per pick-up.

Recommendations:

Consider monitoring the volume of waste per pick-up to determine whether it would be more cost effective to switch the pick-up schedule to an as needed basis.

Provide a box in the leasing office for residents to drop off burnt-out lamps from their units. The property staff can recycle lamps with Waste Management or at local hardware stores.

Air and Environmental Quality

Observations:

Make up air enters all of the residential units through leakage points at the doors, windows, and dryer vents.

The resident dryer and bathroom vents exhaust directly to the exterior. The kitchen range hood vents air into the interior of the unit.

Recommendations:

Inspect each dryer vent damper for a proper seal. Additional cleaning of the dryer exhaust duct may be required to ensure that the dampers seal completely.

Irrigation

Observations:

Landscape irrigation is provided by a sprinkler system. Fairfax water issues sewer charges to customers based on actual water consumption. It appears that the property has a separate meter to measure water that does not drain to the sanitary sewer system, such as water used for irrigation. However, it appears that the property has been charged in instances of zero consumption.

Prepared by JDM Associates

10

The sprinkler system operates every morning for a brief period of time and is controlled by a timer. There is no weather based ‘smart’ irrigation or rain shut-off mechanisms installed.

Recommendations:

Ensure that the sub-meter on the irrigation system is working properly. Investigate whether or not sewer credits are being applied by Fairfax Water and that the property is being correctly charged for domestic water consumed at the property. Continue to record and add consumption and cost data to Portfolio Manager.

When replacing plants and turf, use native and drought tolerant species when available.

Building Envelope

Observations:

Several doors appear to have been damaged due to excessive force trying to open them while the magnetic locking mechanism is active. The extent of the damage is severe enough that the doors will no longer properly close thus resulting in air leakage issues. This may also pose a potential security problem.

The doors that have not been damaged appear to have well maintained seals around the frame, yet many door sweeps at the threshold appear to be damaged, causing air leakage.

Both buildings appear to have excessive brick weep holes; some weep holes extend below grade and may allow back flow of water and insects into the cavity behind the brick.

Recommendations:

Immediately examine all exterior doors to assess any damage. Replace or repair all of the damaged doors. Consider replacing the doors with a higher grade door that contains interior structural bracing to prevent future warping.

Regularly evaluate all of the exterior doors for properly installed weather stripping and door sweeps; install new weather stripping and door sweeps as needed.

Consider grading the landscape to drain away from the building and add mesh screens over weep holes or add rope wick and fill in the open voids to prevent debris and excessive amounts of air from entering the wall cavity

Consider performing an infrared study of the roof and building envelope during colder winter months to identify any areas where air leakage or thermal losses may be occurring.

Resident Education

Observations:

Residents often replace burnt out lamps in their units themselves.

There are no resident education programs in place related to sustainability or energy efficiency.

Recommendations:

Teach residents about energy efficient lighting, how to reduce electricity consumption in their apartments year-round, and the benefits of utilizing passive solar with curtains and sun shades.

Develop a resident education program, documented with policies and procedures, to raise awareness of energy and water consumption, waste reduction and recycling, and general sustainability issues. Develop materials for distribution to residents, enlisting their assistance with reducing energy and water usage.

Consider holding an event, such as a CFL replacement party, to educate residents and staff on Bentall Kennedy’s ongoing sustainability initiative, communicating the benefits of the initiative and teaching the residents about how they can save money by making energy efficient decisions in their own units.

Prepared by JDM Associates

11

Next Steps and Checklist for Implementation

This assessment can be used as a guide for improving the operations of the property. The next step is to prioritize and track the implementation of the recommendations listed and provide a level of accountability that ensures their completion.

On the following pages, a complete list of recommended items is provided with implementation status and estimates for costs, savings, and payback. This list should be filled in or converted to a format that can easily be used by the property team. The goal is to keep the priority items at the forefront and not allow them to get lost in day-to-day operations. Continuous follow-up on the progress of project implementation is paramount to ensuring that building performance improves and that property management teams remain on track.


Recommendation Category Assessment Recommendation

Simple Payback in years/ months ROI

Estimated Cost ($) of

Improvement

Estimated annual

Savings ($)

Estimated Annual Savings (kWh/ kgal) Comments/ Assumptions

Interior Lighting

Add occupancy sensors with an integrated light level sensor and replace all 60W incandescent lamps in the fitness centers with 13W CFLs. 3 months 386% $285 $1,100 13,720

Assume the photocell turns the lights off for 16 additional hours per day, based on current lamps. In addition, assume replacing current lighting with (18) 13W CFLs at $2.49.

Interior Lighting

Replace the 32W T8 fluorescent tubes in each elevator with 25W T8 fluorescent tubes. 6 months 200% $50 $100 1,225

Assume replacing current lighting with (20) 25W tubes at $2.49 per lamp.

Interior Lighting

Replace all 32W T8 fluorescent tubes in each stairwell with 25W T8 fluorescent tubes. 6 months 195% $210 $410 5,150

Assume replacing (84) 25W lamps at $2.49 per lamp.

Interior Lighting

In the leasing center, replace the 26W recessed lamps with 13W CFLs, the 60W incandescent lamps in the floor torchieres and 75W incandescent lamps in the wall sconces with 13W CFLs, and the 60W candelabra base, incandescent lamps with 3W LEDs. 7 months 164% $225 $370 4,645

Assume replacing current lighting with (30) 13W CFLs at $2.49 per lamp, and 10 (3W) LEDs at $15.

Interior Lighting

Replace the 18W PLs in the clubhouses with 9W PLs and replace all 60W incandescent lamps with 13W CFLs. Add a combination occupancy sensors photocell to control the lights. 7 months 161% $115 $185 2,345

Assume replacing current lighting with (40) 9W and (3) 13W lamps at $2.49 per lamp. In addition, assume the occupancy sensor turns the lights off for 8 additional hours per day based on current lamps.

Interior Lighting

Add occupancy sensors with an integrated light level sensor to control the lights in the clubhouses. 1 year 104% $240 $250 3,155

Assume the occupancy sensor and photocell turns the lights off for 8 additional hours per day, based on current lamps.

Interior Lighting

Considering adding occupancy sensors to every other fixture in stairwells. This will provide a base level of lighting at all times but increase light levels when occupancy in the stairwell is detected. It is recommended that the lights always be illuminated at fixtures in between landings (rather than the fixtures on the landings). 4 years 25% $3,480 $880 10,975

Assume the photocell turns the lights off for 18 additional hours per day, based on current lamps.





Improvement

Estimated annual

Savings ($)


Interior Lighting Add occupancy sensors to control the televisions in the clubhouses. 1.5 years 67% $120 $80 1,020

Assume the occupancy sensor turns the TV off for 14 additional hours per day.

Interior Lighting

Replace the 32W T8 fluorescent tubes in the maintenance service areas with 25W T8 fluorescent tubes. 2.7 years 38% $40 $15 190

Assume replacing (25) 25W lamps at $2.49 per lamp.

Interior Lighting

Add appropriately specified occupancy sensors to control the lights in all trash rooms. 3.4 years 29% $840 $245 3,065

Assume the occupancy sensor turns the lights off for 4 additional hours per day, based on current lamps.

Interior Lighting

Replace all 14W PLs with uniform, 13W PLs and maintain consistent Kelvin temperature across all hallway lighting. Uniform, 13W PL, lighting will enabling bulk purchasing and reduce maintenance labor, as 14W PLs were reported to be burning out more frequently than the 13W PLs. 3.5 years 28% $1,575 $445 5,535

Assume replacing current lighting with (632) 13W CLFs at $2.49.

Exterior Lighting Add a photocell to control the visitor parking lights. 1 month 946% $65 $615 7,665

Assume the photocell turns the lights off for 14 additional hours per day, based on current lamps.

Exterior Lighting Add a combination photocell-timer to control the swimming pool lights. 3 months 408% $120 $490 6,130

Assume the photocell-timer turns the lights off for 12 additional hours per day, based on current lamps.

Exterior Lighting

Replace all 75W metal halide pole lights with 40W self-ballasted induction lamps in the visitor parking area. 10 months 122% $600 $730 9,110

Assume replacing current lamps with (24) 40W lamps at $30.00 per lamp.

Exterior Lighting

Replace all 75W metal halide lamps with 40W self-ballasted induction lamps in the parking garage. Experiment with an occupancy sensor on one floor of the garage, connecting the sensor to every third fixture while leaving the remaining lamps on that floor on 24/7. Ensure that safety concerns of dark corners are addressed before adding occupancy sensors to other floors. 1.1 years 90% $18,240 $16,430 205,380

Assume replacing 360 lamps at $30.00 per lamp. Additionally assume the occupancy sensors turn the lights off for 4 additional hours per day, based on current lamps.

Exterior Lighting Replace all 350W halogen lamps with 37W LED swimming pool lamps. 2.3 years 44% $2,000 $875 10,970

Assume replacing current lamps with (4) 37W lamps at $500 per lamp.





Improvement

Estimated annual

Savings ($)


Exterior Lighting

Regularly verify that the photocells are operating properly and that the sensors are not obstructed. N/A N/A N/A N/A N/A

Regularly checking that photocells are free from debris will ensure they are working properly.

Common Area General

Begin tracking all lighting purchases and associated costs as a separate line item in order to better understand total lighting costs and longevity of lamps. N/A N/A N/A N/A N/A

Understanding total lighting costs and longevity of lamps will help assess lamp life and improve ordering efficiencies and bulk purchasing.

Common Area General

Inspect common area water heater and hot water distribution piping and set to an appropriate temperature to ensure the water reaches an adequate temperature. N/A N/A $0 TBD TBD

Optimizing operations will ultimately lead to energy and cost savings while increasing the longevity of the units.

Common Area General

Replace or repair the missing drum drip to ensure the dry fire sprinkler system maintains proper air pressure at all times and inspect and service all drum drips on a regular basis to ensure pressurization throughout the system. N/A N/A $250 $0 N/A Ensures resident and staff safety.

Common Area General

Add insulation and appropriately fire-rated drywall to the hollow stud wall in the trash compactor room. N/A N/A N/A N/A N/A Ensures resident and staff safety.

HVAC

Ensure that regular preventative maintenance of the HVAC equipment includes quarterly replacement of the air filters and inspect the conditions of the drain pans and evaporator coils quarterly when replacing filters and clean as necessary. N/A N/A $0 TBD TBD


HVAC

At a minimum of every three years and/or on turns, wash the evaporator coils, condensate drain pans, and condenser coils with high foaming, non-acid coil cleaner to ensure that the pans and coils are thoroughly cleaned and operating at peak efficiency. Immediate TBD $0 TBD TBD






Improvement

Estimated annual

Savings ($)


HVAC

When replacing equipment, consider upgrading to SEER 15 equipment in the resident units.

Savings to Residents N/A

$2,500; incremental cost

per unit $260 savings

per unit 3,210

Assume $2500 is the marginal cost difference between 13 and 15 SEER. Assume the increased efficiency will reduce energy use by 13%.

HVAC

When replacing equipment, consider upgrading to SEER 15 equipment in the common areas. 9.6 years 10%

$2,500; incremental cost

per unit $260 savings

per unit 3,210

Assume a 30% reduction in energy consumption with a monthly HVAC expense $66. Assume a 15 SEER system will cost $2,500 more than current minimum energy standard of 13 SEER.

Thermostats

During business hours, program the leasing office set point to 72-74˚F during the cooling season and to 68-72˚F during the heating season. Program the nighttime setback point to 82˚F during the cooling season and to 60˚F during the heating season. 2 months 608% $60 $365 4,560

2-4% savings on heating and cooling expenses for every 1

0F change.

Thermostats

Install programmable thermostats in the hallways. Experiment with adjusting the programmable thermostats to maximize energy efficiency, while trying to maintain comfort to residents and staff. 7 months 175% $1,380 $2,410 30,125

Assume thermostat gets set back an average of 2˚F in the heating and cooling seasons.

Thermostats

Replace the thermostat in the model unit with a programmable thermostat. Program the temperature set point to 75˚F during the cooling season and to 72˚F during the heating season and program late night setback points to 78˚F during the cooling season and to 67˚F during the heating season in clubhouse. 1 year 96% $120 $115 1,440


0F change.





Improvement

Estimated annual

Savings ($)


Thermostats

Replace the thermostat in the model unit with a programmable thermostat. Program the fitness center temperature set point to 70˚F and utilize the cooling effect of the ceiling fans. During times of lesser activity, such as during the day or late at night, program the thermostat to 68˚F during the heating season and 74˚F during the cooling season. 1.1 years 86% $120 $140 1,750


0F change.

Resident Lighting

Replace the 75W PAR-30 halogen lamps with 13W, PAR-30 CFLs in the dining room.


13,590; $30/unit

$14,760; $33/unit 9,265

Assume replacing current lamps with (1359) 13W lamps at $10.00 per lamp operating 6 hours per day.

Resident Lighting

Replace the 60W incandescent lamps with 13W CFLs in the foyer and hallways.


$4,510; $10/unit

$19,895; $44/unit 248,680


Resident Lighting

Replace the 75W PAR-30 halogen lamps with 13W, PAR-30 CFLs in the kitchen.


$18,120; $40/unit

$19,680; $43/unit 242,035

Assume replacing current lamps with (1812)13 W lamps at $10.00 per lamp operating 12 hours per day.

Resident Lighting Replace 60W incandescent lamps with 13W CFLs in the living room.


$3,385; $7/unit

$14,920; $33/unit 186,510


Resident Lighting Replace the 60 W incandescent lamps with 13W CFLs in the bedroom.


$3,305; $7/unit

$10,935; $24/unit 136,690


Resident Lighting Replace the 60W incandescent lamps with 13W CFLs in the bathroom.


$4,510; $10/unit

$9,950; $22/unit 124,340


Resident Lighting Replace the 60W incandescent lamps with 13W CFLs in the closet.


$3,305; $7/unit

$7,290; $16/unit 91,130


Resident Lighting Replace the 60W incandescent lamps with 13W CFLs on the patio.


$1,130; $3/unit

$3,730; $8/unit 46,630






Improvement

Estimated annual

Savings ($)


Resident Water

When replacing shower heads, use low flow modes with flow rates of 2.0 gpm or less. Should the current showerheads be compatible, consider adding flow restrictors in the showerhead to reduce the flow of water.


$12,100; $27/unit

$11,985; $27/unit 1,045 kgal

Assume replacing 605 showerheads used by 821 residents at the existing flow rate of 2.5 gpm with a cost of $20 per showerhead with a flow rate of 2.0 gpm.

Resident Water

Replace all bathroom aerators to lower the flow rate between 0.5 and no more than 1.0 gpm.


$901; $2/unit

$10,790; $24/unit 1,350 kgal

Assume replacing 605 aerators at the existing flow rate of 2 gpm with a cost of $1.49 per aerator with a flow rate of 0.5.

Resident Water Replace all kitchen faucets to lower the flow rate to 1.5 gpm.


$675; $2/unit

$7,410; $16/unit 595 kgal

Assume replacing 453 aerators at the existing flow rate of 2.2 gpm with a cost of $1.49 per aerator with a flow rate of 1.5 gpm.

Resident Water

Follow the manufacturer’s recommendations for the frequency of cleaning and draining water heater tanks to remove sediment that collects at the bottom. Work with the manufacturer to discuss methods to optimize operations and reduce energy waste.

Savings to Residents N/A $0 TBD TBD


Laundry and Appliance

Purchase all ENERGY STAR qualified appliances when making any replacements.

Savings to Resident; 4

years 25% TBD TBD TBD

ENERGY STAR qualified equipment is generally 25% more efficient than non-ENERGY STAR qualified equipment.

Model Unit

Replace the thermostat in the model unit with a programmable thermostat. Program the thermostat to no warmer than 70-72˚ during the heating season and no cooler than 74˚ during the cooling season. Set the thermostat back 10˚ during non-business hours. 3 months 375% $60 $225 2,815


0F change.

Model Unit

Add an occupancy sensor to the model unit to turn lights on/off when entering/exiting the unit. 1.5 years 67% $605 $405 5,040

Assume sensor reduces hours of operation by 8 hours.





Improvement

Estimated annual

Savings ($)


Vacant Unit

Set all of the vacant units to a constant temperature of 82˚F in the cooling season and set to 60˚F in the heating season. Immediate N/A $0 $1,344 16,800

Assume $80/month in energy cost per unit; 70% of that cost is for heating and cooling; temperature set points change an average of 5˚F in the heating and cooling seasons; assume a 2% increase in efficiency with every 2˚F change. Assume 20 units vacant throughout the year (i.e. roughly 95% vacancy rate).

Vacant Unit

Turn off the standing pilot in all vacant units and give guidance to the tenants as to how to operate the pilot. N/A N/A N/A N/A N/A Reduces unnecessary gas use.

Swimming Pools Install variable speed motors to optimize efficiency of pool pumps. 1 year 96% $735 $710 8,850

Assumes a 25% improvement in motor efficiency.

Waste Management

Monitoring the volume of waste per pick-up to determine whether it would be more cost effective to switch the pick-up schedule to an as needed basis. N/A N/A $0 TBD TBD

Monitoring consumption and pick-up frequency has the potential to reduce costs in the future by providing guidance on how often waste needs to be picked up at the property.

Waste Management

Provide a box in the leasing office for residents to drop off burnt-out lamps from their units. N/A N/A N/A N/A N/A

Increases the visibility of the Bentall Kennedy Sustainability Initiative.

Air and Environmental Quality

Upon turnover, clean debris from dryer exhaust openings and ensure that the flapper on the outside exhaust grill properly closes and seals. N/A N/A $0 TBD TBD

Ensures air quality through proper filtration and maximizes energy efficiency.

Landscaping and Irrigation

When replacing plants and turf, use native and drought tolerant species when available. N/A N/A TBD N/A N/A Reduces irrigation water consumption.

Landscaping and Irrigation

Ensure that the sub-meter on the irrigation system is working properly. Investigate whether or not sewer credits are being applied by Fairfax Water and that the property is being correctly charged for domestic water consumed at the property. Continue to record and add consumption and cost data to Portfolio Manager. Immediate N/A $0 TBD TBD

Allows the property to properly monitor water consumption and reduce water costs.





Improvement

Estimated annual

Savings ($)


Building Envelope

Immediately examine all exterior doors to assess any damage. Replace or repair all of the wracked and damaged doors. Consider replacing the doors with higher grade doors with interior structural bracing to prevent future warping. TBD TBD TBD TBD TBD

Ensures the integrity of the air seals and increases security at the property. Reducing air leakage will also reduce potential energy waste, reducing costs.

Building Envelope

Regularly evaluate all of the exterior doors for properly installed weather stripping and door sweeps; install new weather stripping and door sweeps as needed. TBD TBD TBD TBD TBD

Ensures the integrity of the air seals to prevent unnecessary air leakage. Reducing air leakage will also reduce potential energy waste, reducing costs.

Building Envelope

Consider grading the landscape to drain away from the building and add mesh screens over weep holes or add rope wick and fill in the open voids to prevent debris and excessive amounts of air from entering the wall cavity N/A N/A N/A N/A N/A

Maintains the integrity of the wall cavity to ensure proper drainage.

Building Envelope

Consider performing an infrared study of the building envelope during colder winter months to uncover any spots where air leakage or thermal losses may be occurring. 1 year 100% $10,000 $10,000 79,365

Assume $10,000 for the entire property; generally thermal scans will pay for themselves within one year.

Resident Education

Provide a box in the leasing office for residents to drop off burnt-out lamps from their units. N/A N/A N/A N/A N/A


Resident Education

Teach residents about energy efficient lighting, how to reduce electricity consumption in their apartments year-round, and the benefits of utilizing passive solar with curtains and sun shades. N/A N/A N/A N/A TBD


Resident Education

Develop a resident education program, documented with policies and procedures, to raise awareness of energy and water consumption, waste reduction and recycling, and general sustainability issues. N/A N/A N/A N/A TBD






Improvement

Estimated annual

Savings ($)


Resident Education

Consider holding an event to educate residents and staff on Bentall Kennedy’s ongoing sustainability initiative, communicating the benefits of the initiative and teaching the residents about how they can save money by making energy efficient decisions in their own units.

Savings to Residents N/A N/A TBD TBD


Property Management Agreement Language

4.33 Manager shall diligently pursue Owner�s goals pertaining to Responsible Property Investing (RPI) at the

Property. RPI is an approach to real estate investment and management that considers the broader social and

environmental ramifications of developing and owning properties. In addition to duties specified in Section 4,

Manager shall improve the Property�s energy efficiency through the use of energy management tools such as

ENERGY STAR benchmarking, utilize operations and maintenance best practices, conduct ongoing strategic

evaluations of possible lighting retrofit and other systems upgrades, and provide tenant energy conservation education

and outreach. To improve water conservation, Manager shall evaluate the use of low-flow fixtures and irrigation

systems and native landscaping where feasible in common area and Tenant Improvement projects and changes to

existing landscaping.

4.34 Owner expects Manager to understand the relative Leadership in Energy and Environmental

Design (LEED) Standard(s) and actively participate in all tasks required to achieve possible LEED Exiting Building

(EB) Property or similar certification, as well as engage in ongoing education pertaining to sustainable property

operations, including completing BOMA Energy Efficiency Program (BEEP). When requested by Owner, Manager

shall provide detailed updates as specified by Owner on Property related RPI initiatives and activities.

4.35 Manager shall improve waste management at the Property by ensuring the Property has both

an ongoing recycling program and a program or policy to divert demolition waste from local landfill or incineration

disposal created by construction, demolition or renovation activities at the Property. To sustain the comfort and well-

being of construction workers and building occupants, Manager will use a construction Indoor Air Quality (IAQ)

management plan as described by accepted professional standards such as the Sheet Metal and Air Conditioning

National Contractors Association (SMACNA) IAQ Guideline for Occupied Building Under Construction (1995) for

the construction and occupancy phases of the Property.

4.36 Manager shall be responsible for ensuring the purchase and use of sustainable cleaning

products and materials that meet applicable environmental standards set by Green Seal and implementation of green

gleaning practices through the negotiation of applicable activities described within 4.16-4.17. Manager shall specify,

where possible, the use of building materials such as paints and coating, carpets, adhesives and sealants with Low

Volatile Organic Compound (VOC) content that meet or exceed professionally accepted Indoor Air Quality standards

required by LEED such as Green Seal and CRI Green Label.

GregD

Exhibit 14

Christiang

Image

We Salute You! Congratulations to the participants of the

2011 BoMa Seattle King County Kilowatt Crackdown

2011 Grand Prize Winner of the Kilowatt Cup – Wright, Runstad & Company

For the second year, BOMA Seattle King County, Puget Sound utilities and NEEA’s BetterBricks initiative

challenged the real estate community to reduce energy, save costs and position commercial office buildings

for the future by taking part in the Kilowatt Crackdown. The Puget Sound commercial real estate market

answered in a big way with 71 participating buildings representing over 21 million square feet of office space.

1201 Third Avenue, Wright, Runstad & CompanyGrand Prize Winner of the Kilowatt Cup

(L–R) Kilowatt Cup Trophy, City Center Plaza East Entry, 1201 Third Avenue Exterior

Christiang

Exhibit 15

PSE Building, Bentall Kennedy3rd Place, Most Improved Performance

110 Atrium Place, CBRE2nd Place, Most Improved Performance

Second and Seneca, Tishman Speyer2nd Place, Highest Performing Large Building

FAA Building, Unico1st Place, Most Improved Performance

PaRtiCiPatinG CoMPanieSAshforth Pacific | Bentall Kennedy | Carillon Properties | CBRE

Clise Properties, Inc. | GSA | Kidder Mathews | Hines | Matthew G Norton Co. Metro Property Services, LLC | Morris Piha Real Estate Services, Inc.

Tishman Speyer | Unico Properties, LLC | U.S. Navy Washington Real Estate Holdings | Wright Runstad & Co.

Puget Sound Energy offers a full array of commercial rebates, custom grants and services that support energy efficiency in your buildings and business practices. We offer financial incentives for small and large businesses and for building owners. For more information, contact a PSE Energy Advisor at 1-800-562-1482, or visit www.PSE.com. Puget Sound Energy. The energy to do great things.

Seattle City Light partners with commercial and industrial customers to conserve electricity. Saving electricity is the most cost-effective way to meet our future energy needs. To encourage adoption of energy-saving technologies, Seattle City Light offers free site facility energy surveys and technical advice, and rebates to promote energy-saving upgrades. Energy efficiency programs are available for both existing buildings and new construction. Visit www.seattle.gov/light/conserve or call 206-684-3800 for more information.

Make the most of your new building design with money from Tacoma Power to pay for energy efficiency improvements. We’ll provide up to 100 percent of the incremental costs to upgrade to a more energy-efficient design. Our cash incentives and expert assistance will help you with design and installation of upgraded lighting and mechanical systems, as well as building envelope components. Call 253-502-8619 or visit knowyourpower.com.

Snohomish County PUD offers commercial and industrial customers a variety of energy programs and technical services including financial incentives for the installation of efficient equipment in both existing buildings and new construction. For details, visit us at www.snopud.com or call 425-783-1700.

thank you to our 2011 Kilowatt Crackdown utility Sponsors:

2011 Kilowatt Crackdown Winners

Symetra Financial Center, CBRE3rd Place (tie), Highest Performing Large Building

Federal Office Building, GSA1st Place, Highest Performing Large Building

Westlake Terry West, CBRE3rd Place (tie), Highest Performing Large Building

Photo credit: Callison/Chris Eden

Building 2000, U.S. Navy2nd Place, Highest Performing Small Building

Quad I-5 A, Kidder Matthews3rd Place, Highest Performing Small Building

One Newport, Bentall Kennedy1st Place, Highest Performing Small Building

4th & Madison, HinesClimate Leader Award

The Climate Leader Award recognizes the building that made significant strides in tracking and managing their carbon footprint, as measured by the City of Seattle’s Carbon Footprint calculator.

ABOUT THE KIlOWATT CRACKdOWNThe Kilowatt Crackdown is a two year competition. This year’s winners were selected from 71 eligible buildings representing over 21 million square feet of office space. The projected annual electrical savings for the 71 buildings is over 24 million kWh, or about 6% of their entire energy use. By participating and comparing their results, these firms are leading the way in managing expenses, exploring ways to reduce energy consumption and better serving their tenants and community. From the second phase of the competition, completed in May 2012, we will select new winners from 138 eligible buildings located in 17 cities across the Puget Sound. These additional participants in The Kilowatt Crackdown represent over 30% of the entire Puget Sound office market.

ABOUT BOMA SEATTlE KING COUNTyThe Building Owners and Managers Association of Seattle King County is a professional trade association whose several hundred members from 250 firms either own or manage commercial real estate or provide goods and services to the industry. Established in 1912, BOMA is the voice of the office building and commercial real estate industry.

ABOUT NEEA’S BETTERBRICKS INITIATIvEBetterBricks is the commercial building initiative of the Northwest Energy Efficiency Alliance (NEEA), which is supported by Northwest electric utilities. Through BetterBricks, NEEA advances ideas to accelerate energy savings in new and existing commercial buildings. BetterBricks education and training, online resources and recognition of industry leaders guide and inspire building professionals to embrace best practices, improve energy performance and achieve their sustainability goals. Visit www.BetterBricks.com to connect to these powerful energy ideas and more.

Where value is built.

2011 KIlOWATT CRACKdOWN By THE NUMBERS

• 71 participating buildings

• Over 21 million sf office space

• 24 million kWh projected savings (about 6% of their entire energy use)



Earns the ENERGY STAR® for Superior Energy Efficiency

(Date, City, State) [NAME OF BUILDING/FACILITY], owned/managed by [ORGANIZATION], has earned the U.S. Environmental Protection Agency’s (EPA’s) prestigious ENERGY STAR, the national symbol for superior energy efficiency and environmental protection. This signifies that the building’s energy performance rates in the top 25 percent of facilities nationwide. INSERT QUOTE FROM ORGANIZATION OFFICIAL (SAMPLE QUOTE BELOW) "[Organization] is pleased to accept EPA’s ENERGY STAR in recognition of our energy efficiency efforts,” said [Organizational representative name, title]. "Through this achievement, we have demonstrated our commitment to environmental stewardship while also lowering our energy costs.” Commercial buildings that earn the ENERGY STAR use an average of 40 percent less energy than typical buildings and also release 35 percent less carbon dioxide into the atmosphere. [ORGANIZATION] improved its energy performance by managing energy strategically across the entire organization and by making cost-effective improvements to its building(s). [ORGANIZATION] has prevented greenhouse gas emissions equal to the electricity use from [XXXXXX] households for a year*. “Improving the energy efficiency of our nation’s buildings is critical to preserving our environment and our natural resources, “ said Kathleen Hogan, director of EPA’s Climate Protection Partnerships Division. “From office buildings to hotels, supermarkets to schools, the ENERGY STAR distinguishes those organizations who are taking environmental responsibility into their own hands.” To earn the ENERGY STAR, [ORGANIZATION] took the following actions:

INSERT GENERAL INFORMATION AND/OR INTERESTING DETAILS ABOUT TECHNOLOGIES USED, ENERGY MANAGEMENT PROGRAM, EMPLOYEE AWARENESS, ETC.

EPA’s national energy performance rating system provides a 1-100 scale that helps organizations assess how efficiently their buildings use energy relative to similar buildings nationwide. A building that scores a rating of 75 or higher is eligible for the ENERGY STAR. Commercial buildings that can earn the ENERGY STAR include offices, bank branches, financial centers, retail stores, courthouses, hospitals, hotels, K-12 schools, medical offices, supermarkets, dormitories, and warehouses.

ENERGY STAR was introduced by EPA in 1992 as a voluntary, market-based partnership to reduce greenhouse gas emissions through energy efficiency. Today, the ENERGY STAR label can be found on more than 50 different kinds of products, new homes, and commercial and industrial buildings. Products and buildings that have earned the ENERGY STAR designation prevent greenhouse gas emissions by meeting strict energy-efficiency specifications set by the government. In 2007, Americans, with the help of ENERGY STAR, saved about $16 billion on their energy bills while reducing the greenhouse gas emissions equivalent to those of 27 million vehicles. For more information about ENERGY STAR visit www.energystar.gov. For more information about [NAME] visit [INSERT URL].

*To calculate greenhouse gas emissions, please visit http://www.epa.gov/cleanenergy/energy-resources/calculator.html

http://www.energystar.gov/

GregD

Exhibit 16

FOR MORE

INFORMATION

PLEASE

CONTACT

AVAILABLE IMMEDIATELY

MILESTONE BUSINESS PARK12410 MILESTONE CENTER DRIVE : GERMANTOWN, MARYLAND 20876

Dennis Owen

Senior Vice President

301.215.4135

[email protected]

David Palank


301.215.4136

[email protected]

FEATURES: LEED Silver for Existing Building and Operations Maintenance Earned Energy Star for Superior Energy Performance in 2008 &

2009 Excellent visibility from I-270 Easily accessible from I-270 at Father Hurley Boulevard Campus environment Located minutes from Milestone Shopping Center and

Germantown Town Center Future expansion possibilities – up to 430,000 SF can be

developed in 2 additional approved buildings Efficient floor plates

OFFICE SPACE AVAILABLE

• 1st Floor – 6,866 RSF

• 2nd Floor – 23,129 RSF

LOCATION MAP

AERIAL VIEW

Ben Powell

Vice President

301.215.4132

[email protected]

“TOBY Award Winner – 2009 Office Building of the Year”

© 2010 CB Richard Ellis, Inc. This information has been obtained from sources believed reliable. We have not verified it and make no guarantee, warranty or representation about it. Any projections, opinions, assumptions or estimates used are for example only and do not represent the current or future performance of the property. You and your advisors should conduct a careful, independent investigation of the property to determine to your satisfaction the suitability of the property for your needs.

FOR MORE

INFORMATION

PLEASE

CONTACT

AVAILABLE IMMEDIATELY

MILESTONE BUSINESS PARK12410 MILESTONE CENTER DRIVE : GERMANTOWN, MARYLAND 20876

CB Richard Ellis | 7200 Wisconsin Ave. | Suite 950 | Bethesda, MD 20814 | www.cbre.com/bethesda

• 1st Floor -6,866 RSF

Dennis Owen


301.215.4135

[email protected]

Ben Powell

Vice President

301.215.4132

[email protected]

• 2nd Floor -23,129 RSF

David Palank


301.215.4136

[email protected]

WHERE INNOVATION HAPPENS

sustainability 8510 BALBOA AVE 8550 BALBOA AVE

Energy star score is 77 utilizing 80 Kbtu per square foot per year

building energy cost with current occupancy and usage runs $2.97 per square foot per year

building is in upper 23rd percentile in terms of energy performance compared to like office buildings in same climatic region.

building requires 24% less power generation from our local power company than compared to like office buildings in the United States.

building reduces Greenhouse Gas Emissions 964 metric tons or CO2 per year or the equivalent of removing 184 cars from the road per year

Pre-Retrofit Use: 271,000 gallons

Post Retrofit Use: 202,000 gallons

savings = 69,000 gallons

or $567.32

Water UsageSaved43%

•

•

•

•

•

Energy star score is 90 utilizing 58 Kbtu per square foot per year

building energy cost with current occupancy and usage runs $2.65 per square foot per year

building is in upper 10th percentile in terms of energy performance compared to like office buildings in same climatic region.

building requires 39% less power generation from our local power company than compared to like office buildings in the United States.

building reduces Greenhouse Gas Emissions 906 metric tons or CO2 per year or the equivalent of removing 173 cars from the road per year

Pre-Retrofit Use: 386,000 gallons

Post Retrofit Use: 155,000 gallons

savings = 231,000 gallons

Water UsageSaved66%

•

•

•

•

•

1215 Fourth Avenue • Suite 2400 • Seattle, WA 98161 Phone: 206.623.4739 • Fax: 206.682.4769


Montreal • Washington, D.C. • Ottawa • Boston • Toronto • Chicago • Edmonton San Francisco • Winnipeg • Dallas • Calgary • Los Angeles • Vancouver • Seattle

.

Exhibit 14To: Asset management

From: ENERGY STAR Committee

Date: 2011

Regarding: LEED EB: O&M Marketing Guidelines for High Performance Buildings

CC:

As each building, market, and tenancy is unique, Kennedy’s LEED Existing Building Operations and

Maintenance (“EB: O&M”) certification should be tailored to be strategically marketed at all EB: O&M certified

assets, yet emphasize core aspects of the certification consistently given RPI priorities. Kennedy’s pursuit of

LEED EB: O&M on behalf of MEPT reflects its commitment to Responsible Property Investing RPI and emphasis on high-performance property operations.

As a part of your sustainable marketing and tenant outreach efforts consider:

o Developing a one-page case study or building flyer which details the sustainable features of your building and its ongoing operations and maintenance drawn from the metrics included below and your knowledge of the asset and its amenities, systems, fixtures etc.

o Including images of your building’s sustainable features, the previously provided USGBC LEED EB: O&M logo and Kennedy’s ENERGY STAR Partner of the Year logo, along with customary MEPT and

Kennedy logos.

o Creating a set of specific talking bullet points on the sustainable features of your LEED certified building for the leasing team for external communication to tenants and tenant-rep brokers.

In addition to the building’s certification level, please make sure to note energy efficiency improvements

completed as well as the various sustainable policies, processes and plans implemented at the building including: green cleaning, waste management, smoking, purchasing, water efficiency, integrated pest management and hardscape/exterior management among others. These sustainable components should be highlighted as the new “Class A” standard, producing lower operating and occupancy costs, and providing

healthier and more productive environment for building occupants.

To assist in your efforts, please use the Performance Highlight summary created by GBS for each building in addition to conversations with your property teams, to highlight the following where possible:

Sustainable Sites:

o Provide information on sustainable site components like proximity to transit, open space, on-site water treatment, alternative commuting options, underground parking, gyms and other amenities.

Energy Efficiency:

o Include the current ENERGY STAR score of __, indicating that (building name) is __% more efficient than the national average (a score of 50 being average). Provide each year the building has achieved the ENERGY STAR label (i.e., 2007, 2008, 2009 etc.). Consider providing information on how much lower the asset’s energy costs are psf than market (if applicable).

o Note completion of the required ASHRAE Level I energy audit. Include summary information on existing systems as well as information on recent upgrades/retrofits completed to improve energy efficiency (i.e., lighting, HVAC/R, controls, envelope etc.).

Water Savings:

o Highlight increased (__%) of water efficiency (20% was the portfolio target) through use of _____, ______, _____ (note fixture upgrades, retrofits, etc.). Provide data on gallons saved annually and cost savings figures if available.

o Note the use of water efficient or “smart” irrigation and native landscaping if applicable.

Waste Management/Recycling:

o Describe the building’s Waste Management Policy, completion of waste audits (if applicable) and

ongoing landlord commitment to recycling for ongoing operations and tenant improvement waste diversion.

o Provide data on waste diverted each month if available in pounds/tons along with cost savings.

Indoor Environmental Quality:

o Detail the building’s green cleaning program, including use of sustainable (low-VOC) cleaning methods and equipment. Highlight use of low-emitting, recycled materials.

o Note completion of required ventilation/airflow testing to ensure the building’s compliance with

ASHRAE 62 and corresponding testing and balancing work completed in advance of certification.

o A growing body of evidence also indicates that occupying space in green buildings results in fewer employee sick days, lower employee turnover and greater productivity. Consider including language on this qualitative benefit as well.

Innovations in Operations:

o Green Lease/Sustainable Tenant Improvements: Highlight the building’s use of the Kennedy Green

Lease and Sustainable Tenant Improvement Guide which will help to ensure sustainable property operations and tenant build-out. Consider detailing key components of the Green Lease and TI Guide.

o Provide information on renewable energy if purchased by the building to serve a portion of building load, and offer the ability for the tenant to purchase additional renewable energy or Renewable Energy Credits/CO2 offsets via the Kennedy relationship with Renewable Choice (www.renewablechoice.com).

o Finally, detail building specific Innovation in Operations credits included in LEED EB O&M certification (i.e., exemplary performance credits, green education, health and wellness programs etc.).

http://www.renewablechoice.com/

Partner of the Year Comparative Energy Performance ReportFacilities included: 2012 POY FINAL GroupLocated in: Date Generated: 12/1/11

Number of facilities in report: 103*

Number of facilities in portfolio: 119

Year ending 8/2010 Year ending 8/2011 ChangeTotal Floorspace (sq. ft.) 17,752,346 17,898,037 145,691Average Rating 77 77 0Number of Facilities with a Rating 99 99 0Number of Facilities not eligible to receive a rating** 4 4 0Total Site Energy Use (kBtu) 1,141,464,043 1,125,593,782 -15,870,261Total Weather Normalized Source Energy Use (kBtu) 3,654,607,451 3,564,504,160 -90,103,291Average Weather Normalized Source Energy Intensity (kBtu/Sq. Ft.) 205.9 199.2 -6.7Average Site Energy Intensity (kBtu/Sq. Ft.) 64.3 62.9 -1.4Total Site Electric Use (kWh) 312,650,608 306,148,281 -6,502,327Total Site Natural Gas Use (Therms) 645,635 703,962 58,327Average Actual Annual Source Energy Intensity (kBtu/Sq. Ft.) 205.1 199.7 -5.4

*Only facilities with a full year of energy data in each of the two comparison years are included in the facility summary.

**Facilities that are not eligible to receive a rating are defined as buildings that currently are ineligible to receive the ENERGY STAR rating due to (1) their operating characterisitcs;

(2) their property type; and/or (3) incomplete energy data for the period being rated.

GregD

Exhibit 17

Partner of the Year Comparative Energy Performance ReportFacilities included: 2012 POY FINAL GroupLocated in: Date Generated: 12/1/11

Note: Only the facilities with a full year of energy data for each of the two comparison years

have been included on this list.

Facility Name Facility Address

Year ending 8/2010

Facility Floorspace

Year ending 8/2010

Rating

Year ending 8/2010

Average Site Energy

Intensity

(kBtu/Sq. Ft.)

Year ending 8/2010

Average Weather

Normalized Source

Energy Intensity

(kBtu/Sq. Ft.)

Year ending 8/2010

Site Electric

Use (kWh)

Year ending 8/2010

Average Site Natural

Gas Use (Therms)

Year ending 8/2011

Facility Floorspace

Year ending 8/2011

Rating

Year ending 8/2011

Average Site

Energy Intensity

(kBtu/Sq. Ft.)

Year ending 8/2011

Average Weather

Normalized Source

Energy

Intensity (kBtu/Sq. Ft.)

Year ending 8/2011

Site Electric Use (kWh)

Year ending 8/2011

Site Natural Gas

Use (Therms) Rating Change

Average Site Energy

Intensity Change (kBtu/Sq.

Ft.)

Average Site Energy

Intensity Percentage

Change

Average Weather

Normalized Source Energy


Ft.)

Average Weather



Change

Site Electric Use Change

(kWh)

Site Electric Use Percentage

Change

Site Natural Gas Use

Change (Therms)


Percentage Change

1660 International Drive - 13611660 International DriveMcLean, VA 22102 220178 83 76.7 274.8 4,949,128 0 206475 85 61.1 204.1 3,698,212 0 2 -15.6 -20.3% -70.7 -25.7% -1,250,915.8 -25.3% N/A N/A

20 North Clark Street - 282120 North Clark StreetChicago, IL 60602 393094 95 39.1 130.7 4,509,250 0 392008 95 39.2 130.9 4,502,686 0 0 0.1 0.1% 0.2 0.2% -6,563.5 -0.1% N/A N/A

200 West Madison200 West MadisonChicago, IL 60606 960300 58 78.3 268.1 22,042,412 0 1001834 77 61.2 204.5 17,977,626 0 19 -17.1 -21.8% -63.6 -23.7% -4,064,786 -18.4% N/A N/A

212 Corporate Center - 098111241 SE Hwy 212Clackamas, OR 97015 164750 89 16.4 39.2 465,528 11,071 164750 N/A 4.1 13.3 187,909 413 N/A -12.2 -74.7% -25.9 -66.1% -277,619.3 -59.6% -10,658 -96.3%

212 Corporate Center - 98211245 SE HWY 212CLACKAMAS, OR 97015 68675 71 40.8 81.3 325,418 16,904 68675 70 42.4 81.9 327,443 17,972 -1 1.7 4.1% 0.6 0.7% 2,025.4 0.6% 1,068.7 6.3%

3500 Lacey Road - 22513500 Lacey RoadDowners Grove, IL 60515 675967 78 88.1 294.3 17,458,261 0 675967 72 95.4 323 18,893,801 0 -6 7.3 8.2% 28.7 9.8% 1,435,539.9 8.2% N/A N/A

777 Sixth Street NW - 2781777 6th Street, NWWashington, DC 20001 187937 74 62.2 207.7 3,425,089 0 185050 66 77.3 258.2 4,193,032 0 -8 15.1 24.3% 50.5 24.3% 767,942.8 22.4% N/A N/A

801 Massachusetts Avenue801 Massachusetts AvenueBoston, MA 02115 206851 41 121.6 342.5 5,635,439 59,200 206851 40 126.6 348.3 5,686,308 67,913 -1 5.1 4.2% 5.8 1.7% 50,869.1 0.9% 8,713.7 14.7%

911 N Elm911 N Elm StHinsdale, IL 60521 55795 74 88.6 217.4 902,461 18,664 55795 68 119.7 249.4 895,043 36,266 -6 31.1 35.1% 32 14.7% -7,418 -0.8% 17,602.1 94.3%

Alexander Park - 1541600 Alexander ParkPrinceton, NJ 08540 141176 75 60.3 197.8 2,430,983 2,134 141176 75 61.9 207.3 2,504,733 1,872 0 1.6 2.7% 9.5 4.8% 73,749.2 3% -262.6 -12.3%

Alexander Park II - 1801700 Alexander ParkPrinceton, NJ 08540 71934 42 83.8 278.7 1,755,249 418 71934 32 92 313.4 1,939,519 8 -10 8.2 9.7% 34.7 12.5% 184,270.3 10.5% -410 -98%

Arena Corporate Center I - 19711400 S. Douglass RoadAnaheim, CA 92806 128954 80 63.3 164.2 1,664,708 24,781 127750 78 69.6 172.3 1,797,002 27,581 -2 6.3 10% 8.1 4.9% 132,294 7.9% 2,800 11.3%

Arena Corporate Center II - 19721500 S. Douglass RoadAnaheim, CA 92806 127750 88 80 224.6 2,237,857 25,899 127750 91 76 215.1 2,093,471 25,623 3 -4.1 -5.1% -9.5 -4.2% -144,386 -6.5% -276 -1.1%

Arena Corporate Center III - 19731600 S. Douglass RoadAnaheim, CA 92806 127750 99 105.9 320.1 3,451,473 17,542 127750 98 117.8 337.7 3,536,315 29,807 -1 11.9 11.2% 17.6 5.5% 84,842 2.5% 12,265 69.9%

Barrington Pointe - 7812300 N. Barrington RoadHoffman Estates, IL 60169 174300 94 53.8 179.6 2,749,543 0 174300 94 50.8 169.6 2,594,287 0 0 -3 -5.6% -10 -5.6% -155,256 -5.6% N/A N/A

Brewery Block 2 - 19311120 NW Couch St.Portland, OR 97209 219965 64 99 227.3 3,494,775 0 219965 58 103.8 237.1 3,703,481 0 -6 4.8 4.9% 9.8 4.3% 208,705.2 6% N/A N/A

Burlington 300 - 185130 Corporate DriveBurlington, MA 01803 135276 98 43.7 145.8 1,730,910 0 135276 97 45.9 153.2 1,818,420 0 -1 2.2 5.1% 7.4 5.1% 87,510 5.1% N/A N/A

Burlington 400 - 123135 Corporate DriveBurlington, MA 01803 119702 77 72.9 243.5 2,558,040 0 119702 79 71.1 235.2 2,494,760 0 2 -1.8 -2.5% -8.3 -3.4% -63,280 -2.5% N/A N/A

Burlington 500 - 048125 Corporate DriveBurlington, MA 01803 124854 70 62.4 211 2,284,800 0 124854 61 67.5 221.9 2,471,500 0 -9 5.1 8.2% 10.9 5.2% 186,700 8.2% N/A N/A

C&W Kennedy Agave Center D - 1614, 17251725 W GreentreeTempe, AZ 85254 40528 85 42.1 140.6 500,112 0 40492 77 48.6 162.4 576,984 0 -8 6.5 15.5% 21.8 15.5% 76,871.7 15.4% N/A N/A

C&W Kennedy Agave Corporate Center-Agave 2 - 1612, 1711

1711 W Greentree DrTempe, AZ 85284 85816 77 59.8 199.9 1,505,040 0 86115 78 60.7 202.8 1,532,666 0 1 0.9 1.5% 2.9 1.5% 27,626.3 1.8% N/A N/A

C&W Kennedy Agave Executive Center-Agave 3 - 1613, 1721

1721 W GreentreeTempe, AZ 85284 18864 98 30.5 101.7 168,340 0 18856 95 34.9 116.4 192,615 0 -3 4.4 14.4% 14.7 14.5% 24,274.5 14.4% N/A N/A

CABRILLO TECHNOLOGY CENTER - 13218650 Balboa San Diego, CA 92121 148542 6 102.2 343.3 4,309,046 4,777 148542 7 99.3 323.1 4,159,700 5,623 1 -2.9 -2.8% -20.2 -5.9% -149,346.4 -3.5% 846.4 17.7%

CABRILLO TECHNOLOGY CENTER - 13228680 BalboaSan Diego, CA 92121 92150 67 54.3 161.1 1,183,276 9,668 92150 73 52.1 142.6 1,060,332 11,836 6 -2.2 -4.1% -18.5 -11.5% -122,944 -10.4% 2,168 22.4%

CABRILLO TECHNOLOGY CENTER - 13238690 BalboaSan Diego, CA 92123 45021 73 72 171.7 554,509 13,476 45021 77 65.6 161.8 536,144 11,229 4 -6.4 -8.9% -9.9 -5.8% -18,364.5 -3.3% -2,247 -16.7%

Canyon Park 228 Building A - 133122722 29th Dr SEBothell, WA 98021 66710 48 81.5 272.1 1,592,735 0 66710 49 81.3 271.6 1,589,780 0 1 -0.2 -0.2% -0.5 -0.2% -2,955.3 -0.2% N/A N/A

Canyon Park 228 Building B - 133222745 29th Dr SEBothell, WA 98021 38401 62 61.1 178.6 688,059 0 38401 62 61.6 185.4 692,840 0 0 0.4 0.7% 6.8 3.8% 4,781.2 0.7% N/A N/A

Centrepointe Chino II - Bldg 1 - 175114525 Yorba AvenueChino , CA 91710 58759 92 5.2 17.4 89,780 0 58759 93 4.9 16.4 84,770 0 1 -0.3 -5.6% -1 -5.7% -5,010 -5.6% N/A N/A

Centrepointe Chino II - Bldg 2 - 175214575 Yorba AvenueChino , CA 91710 66846 83 8 26.8 157,190 0 66846 90 7 23.2 136,340 0 7 -1.1 -13.2% -3.6 -13.4% -20,850 -13.3% N/A N/A

Centrepointe Chino II - Bldg 3 - 17534775 Eucalyptus AvenueChino , CA 91710 129549 99 2.3 7.8 88,988 0 129549 99 2.5 8.2 93,719 0 0 0.1 5.6% 0.4 5.1% 4,731 5.3% N/A N/A

Centrepointe Chino II - Bldg 4 - 175414651 Yorba AvenueChino , CA 91710 170671 92 5.1 17 254,753 0 170671 88 6 20 299,165 0 -4 0.9 17.5% 3 17.6% 44,411.3 17.4% N/A N/A

Centrepointe Chino II - Bldg 5 - 175514701 Yorba AvenueChino , CA 91710 458262 99 6.5 21.7 873,132 0 458262 100 5.4 18.1 728,663 0 1 -1.1 -16.5% -3.6 -16.6% -144,469 -16.5% N/A N/A

Centrepointe Chino, Bldg A - 131114326 Monte Vista AvenueChino , CA 91710 348211 91 9.7 33.2 986,498 0 348211 94 8.8 30.4 896,572 0 3 -0.9 -9.1% -2.8 -8.4% -89,926 -9.1% N/A N/A

Centrepointe Chino, Bldg C - 131314430 Monte Vista AvenueChino, CA 91710 108680 49 25.8 86.2 821,673 0 108680 46 26.6 88.8 847,167 0 -3 0.8 3.1% 2.6 3% 25,494.6 3.1% N/A N/A

Centrepointe Chino, Bldg D - 13144730 Eucalyptus AvenueChino , CA 91710 64250 1 112.6 287.4 1,417,572 24,001 64250 1 93.4 246 1,217,765 18,431 0 -19.3 -17.1% -41.4 -14.4% -199,807.3 -14.1% -5,570 -23.2%

Centrepointe Chino, Bldg E - 13154780 Eucalyptus AvenueChino , CA 91710 61500 95 6.3 21 113,432 0 61500 99 4.7 15.7 84,983 0 4 -1.6 -25.1% -5.3 -25.2% -28,448.6 -25.1% N/A N/A

Century Square1501 4th AveSeattle, WA 98101 648639 79 70.3 231.3 13,068,991 6,798 648639 82 67.9 218.9 12,527,735 8,653 3 -2.4 -3.4% -12.4 -5.4% -541,256.1 -4.1% 1,855.6 27.3%

Cheyenne Distribution Center4150 E. Cheyenne Ave.Las Vegas, NV 89115 420000 95 6.9 23.2 853,450 0 420000 94 7.4 24.8 914,115 0 -1 0.5 7.2% 1.6 6.9% 60,665.3 7.1% N/A N/A

Commerce Executive VI - 116111480 Commerce Park DriveReston, VA 20191 139679 55 78.6 262.5 3,218,007 0 139679 60 74.9 250.2 3,067,090 0 5 -3.7 -4.7% -12.3 -4.7% -150,917 -4.7% N/A N/A

Corporate Pointe at West Hills - 84018401 FallbrookWest Hills, CA 91304 160740 5 256.2 737.4 9,639,260 82,909 160740 3 282.7 819.1 10,748,877 87,573 -2 26.5 10.3% 81.7 11.1% 1,109,617.4 11.5% 4,664 5.6%

Corporate Pointe at West Hills - 84038403 FallbrookWest Hills, CA 91304 38795 61 86.5 289 983,882 0 38795 55 113.1 377.6 1,285,516 0 -6 26.5 30.7% 88.6 30.7% 301,634.4 30.7% N/A N/A

Corporate Pointe at West Hills - 85018501 FallbrookWest Hills, CA 91304 160681 73 77.5 228.9 3,074,729 19,575 160681 81 81.5 222.8 2,888,205 32,404 8 4 5.2% -6.1 -2.7% -186,524.5 -6.1% 12,829 65.5%

Corporate Pointe at West Hills - 85218521 Fallbrook AvenueWest Hills, CA 91304 160498 79 54.1 151 1,975,542 19,347 160498 79 53.5 149.3 1,952,333 19,284 0 -0.5 -1% -1.7 -1.1% -23,209.1 -1.2% -63 -0.3%

Courthouse Tower - 16211515 North Courthouse Rd.Arlington, VA 22201 237532 83 68.7 238.5 4,784,691 0 237532 75 77.1 262.3 5,369,785 0 -8 8.4 12.2% 23.8 10% 585,093.5 12.2% N/A N/A

Duke Medicine Plaza3480 Wake Forest RoadRaleigh, NC 27609 84622 20 104.3 348.5 2,587,441 0 84622 10 127 424.1 3,149,425 0 -10 22.7 21.7% 75.6 21.7% 561,984.2 21.7% N/A N/A

Forest Park 20 - 11311220 Forest ParkwayWest Deptford, NJ 08066 165403 20 28.6 95.6 1,386,854 0 165403 20 28.7 95.7 1,388,990 0 0 0 0.1% 0.1 0.1% 2,136 0.2% N/A N/A

Four Newport3655 131st Ave SE Bellevue, WA 98006 159095 83 69.8 233 3,252,689 0 159095 81 72.5 242.3 3,382,195 0 -2 2.8 4% 9.3 4% 129,506.7 4% N/A N/A

GREENSPOINT II, Bldg E - 15713100 West Higgins RoadHoffman Estates, IL 60169 26439 74 55 193.7 425,957 0 26439 64 62.2 218.8 482,236 0 -10 7.3 13.2% 25.1 13% 56,279 13.2% N/A N/A

Greenspoint II, Bldg F - 15723150 West Higgins RoadHoffman Estates, IL 60169 31109 47 90.2 310.7 822,600 0 31109 46 92.8 318.7 846,133 0 -1 2.6 2.9% 8 2.6% 23,533.7 2.9% N/A N/A

Greenspoint III - 15812895 Greenspoint ParkwayHoffman Estates, IL 60169 40197 N/A 240.4 803.1 2,832,673 0 157764 97 36.4 126.8 1,680,728 0 N/A -204.1 -84.9% -676.3 -84.2% -1,151,945 -40.7% N/A N/A

Greenspoint Office Building - 4612800 West Higgins RoadHoffman Estates, IL 60169 238583 97 45.9 153.5 3,212,689 0 214719 97 43.3 146.9 2,727,511 0 0 -2.6 -5.7% -6.6 -4.3% -485,178 -15.1% N/A N/A

Harman International Business Campus-PAR A - 371

8550 Balboa BoulevardNorthridge, CA 91325 158063 87 50.5 168.6 2,337,882 0 159224 96 36.7 122.7 1,713,928 0 9 -13.7 -27.2% -45.9 -27.2% -623,954 -26.7% N/A N/A

Highlands Corp Center Bldg B - 115222025 30th Drive SEBothell, WA 98021 57830 26 83.4 238.8 1,413,650 0 57830 35 75.5 240.6 1,278,859 0 9 -8 -9.5% 1.8 0.8% -134,791.3 -9.5% N/A N/A

Hollis Business Center A - 17716401 Hollis StreetEmeryville, CA 94608 137203 64 117.4 337.2 3,757,846 32,882 137203 43 126.9 354.9 3,892,698 41,352 -21 9.5 8.1% 17.7 5.2% 134,852 3.6% 8,469.7 25.8%

Lakeview8902 & 9002 N. MeridianIndianapolis, IN 46260 151755 55 91.5 306.8 4,071,000 0 162025 59 84.6 266.2 4,014,900 0 4 -7 -7.6% -40.6 -13.2% -56,100 -1.4% N/A N/A

Lighton Plaza I - 24317300 College Blvd.Overland Park, KS 66210 122946 83 61.6 200.9 2,220,907 0 122946 88 54.9 179.2 1,977,116 0 5 -6.8 -11% -21.7 -10.8% -243,791 -11% N/A N/A

Lighton Plaza II - 24327400 College BlvdOverland Park, KS 66210 139675 93 44.2 144.4 1,811,002 0 125959 94 43.4 137.4 1,603,452 0 1 -0.8 -1.8% -7 -4.8% -207,550 -11.5% N/A N/A

Lighton Tower -24337500 College BlvdOverland Park, KS 66210 251877 91 50.9 163.9 3,756,384 0 251877 90 51.5 171.9 3,799,347 0 -1 0.6 1.1% 8 4.9% 42,963 1.1% N/A N/A

LYNDWOOD EXEC CENTER BLDG A - 18916085 Marshalee DriveElkridge, MD 21075 80927 88 45.6 146.6 1,081,845 0 80834 77 54.4 181.8 1,289,238 0 -11 8.8 19.3% 35.2 24% 207,393.2 19.2% N/A N/A

LYNDWOOD EXEC CENTER BLDG B - 18926095 Marshalee DriveElkridge, MD 21075 81399 81 57.4 191.8 1,370,287 0 81728 79 59.2 200 1,418,427 0 -2 1.8 3.1% 8.2 4.3% 48,139.7 3.5% N/A N/A

Meadows Office Bldg I - 15212349 Lake StreetAddison , IL 60101 118666 87 65.3 223.7 2,269,794 0 118666 91 61.6 207.5 2,142,583 0 4 -3.7 -5.6% -16.2 -7.2% -127,211 -5.6% N/A N/A

Meadows Office Bldg II - 18812250 Pinehurst BlvdAddison, IL 60101 104784 87 62.2 206.4 1,909,575 0 104784 92 55.7 189.8 1,711,084 0 5 -6.5 -10.4% -16.6 -8% -198,491.4 -10.4% N/A N/A

Memorial Hermann Katy Medical Plaza 123920 Katy FreewayKaty, TX 77494 127000 55 117.5 383.1 4,372,251 0 127000 61 118.8 390 4,420,831 0 6 1.3 1.1% 6.9 1.8% 48,580 1.1% N/A N/A

Memorial Hermann Sugar Land Medical Plaza 1

17501Sugar Land, TX 77479 127000 61 145.2 477.8 5,402,635 0 127000 68 140.8 470.3 5,241,275 0 7 -4.3 -3% -7.5 -1.6% -161,360 -3% N/A N/A

Michigan Road10801 N. Michigan RoadZionsville, IN 46077 38894 24 113.6 379.5 1,295,040 0 38894 25 114.3 381.7 1,302,840 0 1 0.7 0.6% 2.2 0.6% 7,800 0.6% N/A N/A

Milestone Business Park - Office Bldg - 240112410 Milestone Center DriveGermantown, MD 20876 190605 74 69.9 233 3,893,347 339 190605 71 76.9 256.4 4,285,388 380 -3 7 10.1% 23.4 10% 392,041.4 10.1% 41.1 12.1%

MISSION TRAILS INDUSTRIAL PARK - 13917345 Mission Gorge RdSan Diego, CA 92120 74995 65 13 43.5 286,512 0 74995 66 12.9 43.1 283,691 0 1 -0.1 -1% -0.4 -0.9% -2,820.6 -1% N/A N/A

MISSION TRAILS INDUSTRIAL PARK - 13947411 Goen PlaceSan Diego, CA 92120 292490 98 5 16.2 412,426 482 292490 99 4.7 14.9 372,198 956 1 -0.3 -6.2% -1.3 -8% -40,228.3 -9.8% 474 98.3%

MISSION TRAILS INDUSTRIAL PARK - 13957401 Katelyn CourtSan Diego, CA 92120 50571 51 12.2 40.8 181,237 0 50571 49 12.6 42.1 186,979 0 -2 0.4 3.2% 1.3 3.2% 5,742.4 3.2% N/A N/A

Mooresville MOB1215 Hadley RdMooresville, IN 46158 49127 12 117.8 393.6 1,696,655 0 49127 14 113.7 379.7 1,636,835 0 2 -4.2 -3.5% -13.9 -3.5% -59,820.3 -3.5% N/A N/A

Newport Terrace3617 131st Ave SE Bellevue, WA 98006 140017 N/A 94 314 3,857,363 0 140017 N/A 86.7 287.3 3,556,369 0 N/A -7.3 -7.8% -26.7 -8.5% -300,993.7 -7.8% N/A N/A

Newport Tower525 Washington BlvdJersey City, NJ 07310 1050199 93 104.3 348.4 32,041,600 1,672 1050199 88 97 323.7 29,820,572 1,525 -5 -7.2 -6.9% -24.7 -7.1% -2,221,028 -6.9% -147.1 -8.8%

Newport Tower3650 131st Ave SE Bellevue, WA 98006 231549 N/A 53.2 188.2 3,608,569 0 231549 N/A 44.8 146.3 3,038,231 0 N/A -8.4 -15.8% -41.9 -22.3% -570,337.5 -15.8% N/A N/A

Northgate Plaza9709 3rd Ave NESeattle, WA 98115 127389 76 62.6 219.2 2,336,742 0 127389 81 59.8 199.7 2,232,551 0 5 -2.8 -4.5% -19.5 -8.9% -104,191.3 -4.5% N/A N/A

One Newport3605 132nd Avenue SEBellevue, WA 98006 93542 83 68.3 228.2 1,872,885 0 93863 89 64 210.2 1,759,395 0 6 -4.4 -6.4% -18 -7.9% -113,490 -6.1% N/A N/A

Pacific Vista Business Center A - 171125520 Commercentre DriveLake Forest, CA 92630 114000 88 56.2 149.7 1,358,711 17,739 104550 88 60.9 159.9 1,311,853 18,956 0 4.7 8.4% 10.2 6.8% -46,858 -3.4% 1,217 6.9%

Pacific Vista Business Center B - 171225530 Commercentre DriveLake Forest, CA 92630 70558 83 75.1 165.3 831,264 24,630 70558 76 90 230.7 1,172,051 23,489 -7 14.9 19.8% 65.4 39.6% 340,787 41% -1,141 -4.6%

Pacific Vista Business Center C - 171325510 Commercentre DriveLake Forest, CA 92630 70558 72 53.6 160.9 955,309 5,227 70558 74 59.5 167.2 946,342 9,668 2 5.9 10.9% 6.3 3.9% -8,967 -0.9% 4,441 85%

Pacific Vista Business Center D - 171425550 Commercentre DriveLake Forest, CA 92630 52318 63 92.4 223.8 886,189 18,092 52318 76 74.5 186.7 753,164 13,294 13 -17.8 -19.3% -37.1 -16.6% -133,025.6 -15% -4,797.9 -26.5%

Pacific Vista Business Center E - 171525500 Commercenter DriveLake Forest, CA 92630 43575 34 101.9 288.7 1,013,637 9,811 52318 67 64.5 186.9 808,986 6,159 33 -37.4 -36.7% -101.8 -35.3% -204,651 -20.2% -3,652 -37.2%

Patriots Plaza I - 2061395 E Street S.W.Washington, DC 20024 294130 75 84.7 283 7,304,204 0 294130 72 89 297.2 7,671,709 0 -3 4.3 5% 14.2 5% 367,505 5% N/A N/A

PSE Building10885 NE 4th StreetBellevue, WA 98004 296600 73 63.1 208.5 5,370,974 3,970 297018 76 61.9 203.4 5,264,971 4,070 3 -1.3 -2% -5.1 -2.4% -106,002.9 -2% 100.3 2.5%

PSE East Building355 110th Ave NEBellevue, WA 98004 245833 68 86.7 289.5 6,244,700 0 245833 69 88.4 295.4 6,372,175 0 1 1.8 2% 5.9 2% 127,474.4 2% N/A N/A

Rivergate Corporate Center II - 207114005 N LOMBARD STREETPORTLAND, OR 97203 607000 98 8.9 24.4 1,240,950 11,424 607000 100 6 15.2 714,376 12,009 2 -2.9 -32.4% -9.2 -37.7% -526,574 -42.4% 584.5 5.1%

Russell Ranch Road 233130870 Russell Ranch RoadWestlake Village, CA 91362 111216 94 63.6 195 1,686,829 13,179 111216 87 74.6 227.2 1,992,356 15,035 -7 11 17.4% 32.2 16.5% 305,527 18.1% 1,856 14.1%

Russell Ranch Road 233230930 Russell Ranch RoadWestlake Village, CA 91362 65546 89 70.6 194.4 1,031,133 11,117 65546 93 67.8 177.6 919,435 13,059 4 -2.9 -4% -16.8 -8.6% -111,698 -10.8% 1,942 17.5%

Sbay/Cerritos - Cerritos Comm. - KSCB0114104 Arbor PlaceCerritos, CA 90701 121802 94 6.6 21.8 232,623 97 121802 91 6.6 21.8 231,901 117 -3 0 -0.2% 0 0% -722.5 -0.3% 20 20.6%

Sbay/Susana - Susana Road - KSSB0119710 Susana RoadRancho Dominguez, CA 90221 80239 90 7.8 25.8 181,377 46 80239 93 6.6 21.6 148,337 224 3 -1.2 -15.2% -4.2 -16.3% -33,040 -18.2% 178 387%

Shaw Park Plaza - 14511 North Brentwood Blvd.St. Louis, MO 63105 251409 71 94.3 314.5 6,932,654 544 279495 81 82.2 274.2 6,721,096 305 10 -12.1 -12.9% -40.3 -12.8% -211,558 -3.1% -239 -43.9%

St. Francis5255 E. Stop 11 RoadIndianapolis, IN 46237 144416 50 130.4 350.1 3,942,758 53,772 144416 53 126.4 340.4 3,842,077 51,393 3 -4 -3.1% -9.7 -2.8% -100,680.6 -2.6% -2,379.3 -4.4%

Sycamore Vista 1325 - 17655701325 Sycamore AvenueVista, CA 92081 42619 77 17.1 56.9 212,923 0 42619 75 16.6 55.3 206,959 0 -2 -0.5 -2.8% -1.6 -2.8% -5,964.5 -2.8% N/A N/A

Sycamore Vista 13351335 Sycamore Vista Vista, CA 92081 127713 96 9 30 336,558 0 127713 96 9.3 31.1 348,002 0 0 0.3 3.4% 1.1 3.7% 11,443.7 3.4% N/A N/A

Sycamore Vista 1345 1345 Sycamore AvenueVista, CA 92081 108758 99 5.9 19.6 186,669 0 108758 98 6.3 21.1 201,495 0 -1 0.5 7.8% 1.5 7.7% 14,826 7.9% N/A N/A

The Care Group10590 N. Meridian StreetIndianapolis, IN 46290 51600 51 115.8 386.8 1,751,320 12 51600 53 113.9 380.4 1,722,157 11 2 -1.9 -1.7% -6.4 -1.7% -29,163 -1.7% -0.9 -7.6%

The Centre at HIBC - 15918510 Balboa BoulevardNorthridge, CA 91325 129297 76 78.7 262 2,756,249 7,699 129297 75 87.2 277.1 3,079,274 7,706 -1 8.5 10.8% 15.1 5.8% 323,025 11.7% 7 0.1%

Tualatin Corp Center III - 89120121-20171 SW 95TH AVENUETUALATIN, OR 97062 82250 80 21.3 51.3 296,001 7,389 82250 79 22.8 52.2 296,195 8,665 -1 1.6 7.3% 0.9 1.8% 193 0.1% 1,275.8 17.3%

Tualatin Corporate Center - 5729474-9494 TUALATIN SHERWOOD ROADTUALATIN, OR 97062 43272 N/A 8.7 22.2 72,665 1,271 46238 N/A 8.3 13.7 28,595 2,837 N/A -0.4 -4.8% -8.5 -38.3% -44,071 -60.6% 1,565.3 123.1%

Tualatin Corporate Center - 573

9500-9540 SW TUALATIN-SHERWOOD ROADTUALATIN, OR 97062 31588 39 56.5 113.9 215,593 10,493 31588 39 55.9 112.4 217,449 10,242 0 -0.6 -1% -1.5 -1.3% 1,855.2 0.9% -250.8 -2.4%

Tualatin Corporate Center II - 86119701-19799 SW 95TH AVENUETUALATIN, OR 97062 54554 78 33.4 67.4 226,353 10,494 54554 70 42.3 78.8 240,141 14,898 -8 8.9 26.8% 11.4 16.9% 13,787.5 6.1% 4,403.5 42%

Tualatin Corporate Center II - 86319901-19999 SW 95TH AVENUETUALATIN, OR 97062 84000 89 14.8 38.3 244,801 4,085 84000 90 14.6 38.2 246,096 3,832 1 -0.3 -1.7% -0.1 -0.3% 1,295.5 0.5% -253 -6.2%

Two Conway Park - 1301150 N. Field DriveLake Forest, IL 60045 126791 76 65.2 216.4 2,422,817 0 130250 75 66.7 219.6 2,547,678 0 -1 1.5 2.4% 3.2 1.5% 124,861 5.2% N/A N/A

US Bank Centre1420 5th AvenueSeattle, WA 98101 1094567 79 71.6 231.3 21,749,321 42,007 1091151 72 74.3 235.3 22,544,717 41,293 -7 2.6 3.7% 4 1.7% 795,395.5 3.7% -713.5 -1.7%

Westbrook Corporate Center - 117141 Moores RoadFrazer, PA 19355 187653 76 76.6 255.9 4,213,675 0 187653 76 75.7 252.8 4,163,281 0 0 -0.9 -1.2% -3.1 -1.2% -50,393.8 -1.2% N/A N/A

Partner of the Year Comparative Energy Performance ReportFacilities included: 2012 POY Medical Office Building GroupLocated in: Date Generated: 11/23/11



Year ending 8/2010 Year ending 8/2011 ChangeTotal Floorspace (sq. ft.) 830,209 840,479 10,270Average Rating 49 51 2Number of Facilities with a Rating 9 9 0Number of Facilities not eligible to receive a rating** 0 0 0Total Site Energy Use (kBtu) 96,030,440 98,248,070 2,217,631Total Weather Normalized Source Energy Use (kBtu) 302,132,640 304,493,177 2,360,537Average Weather Normalized Source Energy Intensity (kBtu/Sq. Ft.) 363.9 362.3 -1.6Average Site Energy Intensity (kBtu/Sq. Ft.) 115.7 116.9 1.2Total Site Electric Use (kWh) 26,021,561 26,225,383 203,822Total Site Natural Gas Use (Therms) 72,449 87,671 15,222Average Actual Annual Source Energy Intensity (kBtu/Sq. Ft.) 366.3 366.5 .2




Partner of the Year Comparative Energy Performance ReportFacilities included: 2012 POY Medical Office Building Group

Located in:

Date Generated: 11/23/11




Year ending 8/2010

Facility Floorspace

Year ending 8/2010

Rating

Year ending 8/2010

Average Site Energy

Intensity

(kBtu/Sq. Ft.)

Year ending 8/2010

Average Weather

Normalized Source

Energy Intensity

(kBtu/Sq. Ft.)

Year ending 8/2010

Site Electric

Use (kWh)

Year ending 8/2010


Gas Use (Therms)

Year ending 8/2011

Facility Floorspace

Year ending 8/2011

Rating

Year ending 8/2011

Average Site

Energy Intensity

(kBtu/Sq. Ft.)

Year ending 8/2011

Average Weather

Normalized Source

Energy


Year ending 8/2011


Year ending 8/2011

Site Natural Gas


Average Site Energy


Ft.)

Average Site Energy


Change

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Ft.)

Average Weather



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(kWh)

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Percentage Change


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Percentage Change

911 N Elm

911 N Elm St

Hinsdale, IL 60521 55795 74 88.6 217.4 902,461 18,664 55795 68 119.7 249.4 895,043 36,266 -6 31.1 35.1% 32 14.7% -7,418 -0.8% 17,602.1 94.3%

Duke Medicine Plaza

3480 Wake Forest Road

Raleigh, NC 27609 84622 20 104.3 348.5 2,587,441 0 84622 10 127 424.1 3,149,425 0 -10 22.7 21.7% 75.6 21.7% 561,984.2 21.7% N/A N/A

Lakeview

8902 & 9002 N. Meridian

Indianapolis, IN 46260 151755 55 91.5 306.8 4,071,000 0 162025 59 84.6 266.2 4,014,900 0 4 -7 -7.6% -40.6 -13.2% -56,100 -1.4% N/A N/AMemorial Hermann Katy

Medical Plaza 1

23920 Katy Freeway

Katy, TX 77494 127000 55 117.5 383.1 4,372,251 0 127000 61 118.8 390 4,420,831 0 6 1.3 1.1% 6.9 1.8% 48,580 1.1% N/A N/A

Memorial Hermann Sugar

Land Medical Plaza 1

17501

Sugar Land, TX 77479 127000 61 145.2 477.8 5,402,635 0 127000 68 140.8 470.3 5,241,275 0 7 -4.3 -3% -7.5 -1.6% -161,360 -3% N/A N/A

Michigan Road

10801 N. Michigan Road

Zionsville, IN 46077 38894 24 113.6 379.5 1,295,040 0 38894 25 114.3 381.7 1,302,840 0 1 0.7 0.6% 2.2 0.6% 7,800 0.6% N/A N/A

Mooresville MOB

1215 Hadley Rd

Mooresville, IN 46158 49127 12 117.8 393.6 1,696,655 0 49127 14 113.7 379.7 1,636,835 0 2 -4.2 -3.5% -13.9 -3.5% -59,820.3 -3.5% N/A N/A

St. Francis

5255 E. Stop 11 Road

Indianapolis, IN 46237 144416 50 130.4 350.1 3,942,758 53,772 144416 53 126.4 340.4 3,842,077 51,393 3 -4 -3.1% -9.7 -2.8% -100,680.6 -2.6% -2,379.3 -4.4%

The Care Group

10590 N. Meridian Street

Indianapolis, IN 46290 51600 51 115.8 386.8 1,751,320 12 51600 53 113.9 380.4 1,722,157 11 2 -1.9 -1.7% -6.4 -1.7% -29,163 -1.7% -0.9 -7.6%

Partner of the Year Comparative Energy Performance ReportFacilities included: 2012 POY_Excluded GroupLocated in: Date Generated: 12/1/11



Year ending 8/2010 Year ending 8/2011 ChangeTotal Floorspace (sq. ft.) 0 0 N/AAverage Rating N/A N/A N/ANumber of Facilities with a Rating 0 0 0Number of Facilities not eligible to receive a rating** 0 0 0Total Site Energy Use (kBtu) 0 0 N/ATotal Weather Normalized Source Energy Use (kBtu) 0 0 N/AAverage Weather Normalized Source Energy Intensity (kBtu/Sq. Ft.) 0 0 N/AAverage Site Energy Intensity (kBtu/Sq. Ft.) 0 0 N/ATotal Site Electric Use (kWh) 0 0 N/ATotal Site Natural Gas Use (Therms) 0 0 N/AAverage Actual Annual Source Energy Intensity (kBtu/Sq. Ft.) 0 0 N/A




GregD

Exhibit 18

Partner of the Year Comparative Energy Performance ReportFacilities included: 2012 POY_Excluded Group

Located in:

Date Generated: 12/1/11




Year ending 8/2010

Facility Floorspace

Year ending 8/2010

Rating

Year ending 8/2010

Average Site Energy

Intensity

(kBtu/Sq. Ft.)

Year ending 8/2010

Average Weather

Normalized Source

Energy Intensity

(kBtu/Sq. Ft.)

Year ending 8/2010

Site Electric

Use (kWh)

Year ending 8/2010


Gas Use (Therms)

Year ending 8/2011

Facility Floorspace

Year ending 8/2011

Rating

Year ending 8/2011

Average Site

Energy Intensity

(kBtu/Sq. Ft.)

Year ending 8/2011

Average Weather

Normalized Source

Energy


Year ending 8/2011


Year ending 8/2011

Site Natural Gas


Average Site Energy


Ft.)

Average Site Energy


Change

Average Weather



Ft.)

Average Weather



Change


(kWh)

Site Electric Use

Percentage Change


Change (Therms)


Percentage Change

1215 Fourth Avenue • Suite 2400 • Seattle, WA 98161 Phone: 206.623.4739 • Fax: 206.682.4769


Montreal • Washington, D.C. • Ottawa • Boston • Toronto • Chicago • Edmonton San Francisco • Winnipeg • Dallas • Calgary • Los Angeles • Vancouver • Seattle

.

To: Sarah Stettinius, Pamela Silberman, Mike Ibarra, Headley Butler, David Antonelli, Gary Carpenter, Mike McCormick, Jeanette Flory

From: Christian Gunter, Sellen Sustainability

Date: 11/11/11

Regarding: 3Q11 MEPT RPI Report

CC: Mike McKee, Paul Boneham, Bob Ratliffe

Sustainable Development: Bentall Kennedy pursues Leadership in Energy and Environmental Design (“LEED”) Silver-certification or higher for all MEPT new development and redevelopment. At this time, all MEPT assets currently in development are on track to achieve LEED Silver certification or higher. MEPT LEED Metrics




O&M

Total


Gross Asset Value 1,178,424,146$ 1,745,755,501$ $2,924,179,647

Square Feet 3,472,652 8,341,711 11,814,363 LEED Existing Building: Operations and Maintenance (“EB: O&M”): During 3Q11, Bentall Kennedy finalized its quality control program for all EB: O&M Volume certified assets and newly acquired EB: O&M certified buildings including 200 West Madison. As planned, Bentall Kennedy will launch its EB: O&M quality control program with the help of a sustainable consultant during 4Q11. During September, Bentall Kennedy signed up to participate in the formal the Volume certification program, which was announced at Greenbuild 2011. LEED re-certification will occur for all certified MEPT assets by 2015. In preparation, Bentall Kennedy will use a sustainable consultant to update its current EB: O&M volume program for “pre-certification” given updates to the current LEED EB: O&M standard and will work closely with Bentall Kennedy’s RPI staff, asset management team, and third-party property managers to ensure success. ENERGY STAR Benchmarking: Bentall Kennedy benchmarks all eligible MEPT office and industrial buildings within ENERGY STAR’s Portfolio Manager each month. In addition, a select number of MEPT multi-family assets within the Bentall Kennedy sustainable pilot program have initiated monthly benchmarking, however, benchmark scores are not provided by ENERGY STAR at this time. During 4Q11, Bentall Kennedy will submit its ENERGY STAR Partner of the Year application, seeking its fourth consecutive Partner of the Year Award. Summary 3Q11 MEPT benchmarking metrics include:

GregD

Exhibit 19

MEPT ENERGY STAR Metrics



Benchmarked Buildings Office Industrial TotalNumber of Buildings 75 37 112


Square Feet 11,012,738 6,918,068 17,930,806



Square Feet 8,304,079 3,249,539 11,553,618 Eco Tracker: During 4Q11, Bentall Kennedy plans to initiate the deployment of Eco Tracker across the MEPT portfolio. Eco Tracker is a robust key performance indicator tracking and reporting tool created by Energy Profiles Limited with a dashboard interface. The tool is currently used by Bentall Kennedy for the entire Canadian portfolio and is superior compared to other dashboard tools piloted/examined by Bentall Kennedy in terms of functionality, reporting and cost. The tool was initially developed to track and reconcile electricity expenses and has been enhanced by the Bentall Kennedy team over the past six years to track water, waste and building emissions. The tool is used primarily by property managers and engineers, but also by asset and portfolio managers as well as some clients in Canada. Developed as a real estate specific tool, Eco Tracker provides monthly benchmarking against select baselines and various reporting functions, given projected/modeled vs. actual building performance. The full Eco Tracker program will be budgeted for all MEPT office, enclosed retail, and high-rise multi-family assets for 2012. An Eco Tracker “light” version will be budgeted and deployed at all remaining industrial, retail and multi-family assets. Data from Eco Tracker will be used to improve portfolio sustainability, reduce operating costs, identify underperforming buildings, increase transparency, and strengthen RPI reporting (both internal and external). At most buildings, the limited Eco Tracker expense will be passed back to building tenants. Multi-Family Sustainability Pilot Program: During 3Q11, Bentall Kennedy received the final report for each asset within its multi-family sustainability program for Jefferson at Plymouth, Ashton at Dulles Corner, the Residences at Congressional Village, Boardwalk at Town Center, and Hillsboro Bay Club. Each report provides recommended improvements to improve operations and maintenance practices. In addition, each report provides recommended low-and-no cost enhancements and capital improvements deemed financially feasible to increase energy efficiency and substantially reduce operating expenses. Global Real Estate Sustainability Benchmark (“GRESB”): The GRESB, sponsored in 2010 by pension plans APG, PGGM and USS, both scores and ranks investment advisors and funds (both listed and non-listed) on ESG performance in the Americas, Europe, Asia and Australia. The survey and related analytics are directed by Nils Kok at the European Centre for Corporate Engagement at Maastricht University, the Netherlands. The benchmark is intended to be used by institutional investors to engage with fund managers and listed property companies to improve the sustainability of the global property sector. During 3Q11, Bentall Kennedy completed the GRESB survey on behalf of MEPT and the Bentall Kennedy Group. In total, 340 GRESB respondents for 2011 represented $1.7 trillion in global institutional capital and 21,000 properties with an estimated market value of $1 trillion. Of all 340 respondents, only 65 Green Stars were awarded, including one for the Bentall Kennedy Group and MEPT. Globally MEPT and Bentall Kennedy ranked fifth in the GRESB Global Top 10 and first in private funds in North America with a score of 83; well above the regional average of 34. The GRESB score for each respondent score was based on ESG leadership in management and policy and implementation and measurement and included the provision of substantial quantitative environmental portfolio data from 2010. Given the year-over-year growth of the GRESB and strong reputation within the institutional real estate industry, Bentall Kennedy expects participation the survey to grow in 2012.

http://www.corporate-engagement.com/

3Q11 ENERGY STAR

Exhibit 20: 3Q11 NewTower RPI Report (ENERGY STAR Summary)

Total

Portfolio B'marked Labeled B'marked Labeled

Number of Buildings 378 75 47 37 14

GAV ($ M) $6,654 $2,317 $1,726 $389 $213

Square Feet (000) 41,382 11,013 8,307 6,918 3,250

Total

Portfolio B'marked Labeled B'marked Labeled

Number of Buildings 268 55 32 31 14

GAV ($ M) $4,437 $1,668 $1,139 $314 $213

Square Feet (000) 26,006 7,100 4,742 4,935 3,250

MEPT - Energy Star Benchmarked & Labeled

Edgemoor - Energy Star Benchmarked and Labeled

Office Industrial

Office Industrial

35% (26% labeled)

6% (3% labeled)

59%

3Q11 MEPT Energy Star (based on GAV)

Office B'marked

Industrial B'marked

Non-Energy Star

38% (26% labeled)

7% (5% labeled)

55%

3Q11 Edgemoor Energy Star(based on GAV)

Office B'marked

Industrial B'marked

Non-Energy Star

GregD

Exhibit 20

2012 ENERGY STAR Award Application Exhibit 4: Customized ... 1 - 20.pdfExhibit 24: 2011 ENERGY STAR...

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