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Improving Property Management

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Improving Property Management A Case Study in Property Management Program Improvement By Veeral Majmudar ... Inventory Control Certify agency property accountability. – PowerPoint PPT presentation

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Title: Improving Property Management


1
Improving Property Management
  • A Case Study in Property Management Program
    Improvement

By Veeral Majmudar ICPM Quarterly
Meeting October 25th, 2007
2
Introduction
  • Veeral Majmudar
  • President, The Savan Group (www.savangroup.com)
  • Management Consulting Firm (Arlington, VA)
  • Federal Private Sector Clients
  • 8A Certification Pending
  • Primary Focus Areas Asset Management
  • Guest Speaker at Agency property conferences
  • NPMA Member

3
Why am I speaking today?
  • Through my experience
  • I learned property management is a critical but
    undervalued area
  • I realized there are better ways to manage
    assets.
  • I wanted to help people maximize their resources
  • I wanted to share my experience with others

4
Why improve property management practices?
  • Increased management and oversight of property
    assets could save hundreds of millions of
    dollars.
  • - General Accounting Office, 2004

5
Other questions we all should be asking ourselves
  • Do you have asset visibility across systems and
    processes?
  • Do you have objective identification of
    compliance and performance indicators?
  • Do you have information forensics for auditing
    the supply chain?
  • Do you have a risk mitigation plan?

6
and as if that wasnt enough
7
There are numerous drivers for improvement
  • Federal Regulations dictate many of the
    improvements in asset management
  • Proper use of taxpayer dollars
  • Presidents Management Agenda Executive
    Scorecards
  • GAO Audits of the Property Management Program has
    occurred at eight agencies in the last 10 years
  • Potential for Bad Press Coverage

8
Agency response is key to property program success
  • Ensuring financial physical accountability
    through effective operational oversight
  • Ensuring cost-efficient use of personal and real
    property through effective information sharing
    and training
  • Removing procurement duplication to avoid
    unnecessary spending of tax dollars
  • Mitigating audit risks from internal (IG) and
    external parties (GAO) through site reviews
    audits

9
Case Study Agency Property Management
10
Agency personal property program Decentralized
  • One Agency Property Management Officer
  • Many Accountable Areas (AA), each consisting of
    the following
  • Property Management Officer (PMO)
  • Property Accountable Officer (PAO)
  • Property Utilization Officer (PUO)
  • Multiple Custodial Officers (CO)
  • Board of Survey
  • 25,000 pieces of property (400 MM)

11
Drivers Several Outstanding Issues
  • Lack of oversight, guidance, and accountability
  • Out-dated policy and procedures
  • Unaccounted for personal property
  • Insufficient training programs and materials
  • Inconsistent inventory reporting
  • Lack of uniform system applications
  • Lack of internal review/audit programs

12
Response Develop four focus areas of improvement
I. Policy and Regulations Establish a clear and
direct policy on agency-specific personal
property management in accordance with the
federal regulations
II. Learning and Growth Establish training
programs to ensure all property officers are
equipped to successfully implement their
responsibilities
III. Information Systems Ensure information
systems support property management needs and
meet federal requirements for tracking of
personal property
IV. Inventory Control Certify agency property
accountability. Maintain an internal audit
program that uses systemic control techniques
necessary to ensure a clean audit opinion and
asset accountability as required by law
13
Focus Area 1 Policy Procedures
PROGRAM AREA INITIATIVE ELEMENT TYPE TIMEFRAME
Policy and Regulations Develop Personnel Roster for all Accountable Areas New Completed (June 2004)
Policy and Regulations Develop Online Property Guide (incorporated into website) New Completed (Jan 2005)
Policy and Regulations Ensure Property Officers Board of Surveys Established for All Accountable Areas Revised Completed (Feb 2005)
Policy and Regulations Develop Personal Property Management Policy Manual Revised Completed (July 2005)
Policy and Regulations Implement Key Processes (excess, disposal, transfer) New Completed (July 2005)
Policy and Regulations Revise performance measures (for capitalized property) in accordance with aligning Accountable Areas with Agency facilities Revised Completed (June 2005)
Policy and Regulations Realign Accountable Areas with Agency Facilities New Ongoing
Policy and Regulations Promote the development of the Computers for Learning Program Revised Ongoing
Policy and Regulations Promote Federal Electronics Challenge (FEC) Program thru various communication channels such as emails and conference calls New Ongoing
Policy and Regulations Implement procedures for the Recycling Electronics and Asset Disposition (READ) Services requirements New Completed (Sept. 2006)
14
Focus Area 2 Learning Growth
PROGRAM AREA INITIATIVE ELEMENT TYPE TIMEFRAME
Learning Growth Develop conduct Property Officers customer survey New Completed (March 2004)
Learning Growth Establish Property Management Working Group New Completed (November 2004)
Learning Growth Develop Agency property management website New Completed (May 2005)
Learning Growth Develop and distribute Property Management Pamphlet New Completed (May 2005)
Learning Growth Develop and organize National Property Management Workshop New Completed (July 2005)
Learning Growth Conduct communications and outreach efforts New Ongoing
Learning Growth Develop Online Property Officers Training module New FY06
Learning Growth Conduct Online Property Officers Training session New Ongoing
15
Property Pamphlet
16
Focus Area 3 Information Systems
PROGRAM AREA INITIATIVE ELEMENT TYPE TIMEFRAME
Information Systems Define system requirements and recommendations for Agency-wide Property Management Database (PMD) New Completed (November 2005)
Information Systems Finalize IFMS conversion requirements New Completed (April 2005)
Information Systems Implement PMD Agency-wide (CSC Software RTP System) New Completed (July 2005)
Information Systems Discuss viability of online purchase card tracking system New FY06
Information Systems Develop procedures for the implementation of the Federal Electronics Challenge for sensitive items New Completed (September 2005)
17
Property Management System
18
Focus Area 4 Inventory Control
PROGRAM AREA INITIATIVE ELEMENT TYPE TIMEFRAME
Inventory Control Create inventory tracking matrix New Completed (April 2004)
Inventory Control Standardize inventory process mapping New Completed (November 2004)
Inventory Control Develop site review program New Completed (March 2005)
Inventory Control Conduct inventory review/audits (Site Visits) New Ongoing
Inventory Control Develop property management program performance measures New Completed (March 2006)
Inventory Control Provide technical support to the Accountable Areas Existing Ongoing
19
Inventory Process Map
20
What was the end result?
  • Twenty-nine new or revised initiatives
  • Reduced management cost by 25
  • Streamlined operational process
  • Increased proper disposal of excess inventory by
    20
  • Improved communication and training programs
  • Received public recognition from senior level
    Agency directors and officials

21
Opportunities exist to parlay the success to
other agencies
  • Improve your current business processes
  • Mitigate potential risk of audits
  • Improve lifecycle management of assets
  • Enhance training of employees and contractors
  • Properly utilize available technology to better
    management property

22
Before you do anything, however
  • You must develop a clear, concise, and measurable
    statement work
  • The problem
  • Agencies cannot articulate many of the critical
    details of a solution until they have reviewed
    the contractors proposals

23
Common mistakes on property specific SOWs
  • Lack of specifics
  • Inconsistency of requirements
  • Vagueness
  • Lack of accuracy
  • Calling a requirement by different names
  • Conflicting or unreasonable time schedules
  • Incomplete description of requirement
  • Lack of performance measures
  • Inventory accuracy improvement rates
  • Loss rates

24
Importance of an good SOW
  • To establish performance standards and a
    contractual baseline
  • To provide the contractor with a basis of
    estimate
  • To communicate effectively

25
1. Establish performance measures for contractors
to use
Performance Measures Formula
Property Record Accuracy Rate (Number of Accurate Property Records at Time of Physical Inventory /Total Number of Property Records) X 100
Reutilization Rate (Acquisition Value of Reutilized Property /Acquisition Value of Unrequired Property Reported to GSA) X 100
Excess Property Disposed on Time (Total Number of Excess Property Items Disposed of Within 180 Days in the Last Year /Total Number of Excess Property Items Disposed of in the Year) X 100
Loss Rates Number of Accountable Items Surveyed / Total Number of Accountable Items and Dollar Value of Accountable Property Surveyed x 100 Total Value of Accountable Property
26
2. Provide contractor with a basis of estimate
  • Contractors develop cost estimates based on work
    description in the SOW
  • Provide detailed descriptions of tasks
    requirements and specific deliverables
  • Request a WBS (work breakdown schedule)
  • Outlines resource allocation for requirement
  • Outlines level of effort in dollars and hours

27
3. Communicate effectively
  • SOW is ultimately a vehicle for communication
  • It must be understood by all personnel involved
    in the solicitation process
  • Contractors, legal technical personnel,
    accountants, etc.
  • Request a oral presentation on project plan once
    proposals have been received from potential
    contractors to ensure consistency with SOW.

28
The End
  • Questions?

Contact Info Veeral Majmudar Savan
Group vmajmudar_at_savangroup.com (571) 527.0901
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