|
|
Property Management Executive Council (PMEC) 2007 Issues
| Issue (short title): |
Collaboration with Other Communities (CIO, CFO, etc.) |
| Description of Issue: |
The Property Management Executive Council needs to establish ties with the other federal professional communities to ensure that asset/personal property management reaches a prominent position. |
| Background: |
Traditional personal property management has not been given the respect and its importance has been subverted due to the parochial interests of other communities. |
| Benefits to Change: |
Elevating personal property management will ensure that agency assets are property acquired, used, maintained, and accounted for. |
| Issues/Challenges/Risks to Change: |
The traditional view that personal property management is only a loading dock or warehousing issue and not a financial management issue. |
| Short term goal: |
Develop white paper and "elevator story" and explore interest with OMB. |
| Long term goal: |
Elevate the PMEC into a management council or permit it to have representation at the acquisition, financial, and other councils. |
Back to top
| Issue (short title): |
Property Management Workforce |
| Description of Issue: |
With over $3 trillion of federal personal property and growing, the federal government faces complex challenges not only managing property, but with who manages it. Specifically, the federal government faces unique and pressing challenges as it attempts to recruit, develop, and retain property management employees capable of managing 21st century property management programs and systems. |
| Background: |
In recent years, government has begun to recognize the importance of effective property management. Once considered "administrative," managing property well - identifying, protecting, valuing, and leveraging assets - has become a top priority in Congress, a "must do" for good government. The business of managing government property is changing faster than it has ever done before and the pace of change will continue to accelerate. The future property management workforce must be capable of reacting to the sea of change that is fast approaching. At issue: the federal government has no centralize plan for property management recruitment and workforce development, no capability to assess skill gaps and performance deficiencies, no ability to effectively measure knowledge and skills transfer or to measure and improve property management performance systematically. Federal expenditures for property are huge and increasing yet many agencies continue to face serious management and personnel challenges in terms of recruiting, training and retaining top property management talent. |
| Benefits to Change: |
Recent changes in the perception of government property management support the contention that property managers have an opportunity to transform their role and function. Increasingly, government leaders are recognizing that property management has an essential role to play in the effective strategic management of the organization. They are, in effect, offering property management leaders a seat at the agency strategic table. There are two key elements to the property management profession being able to take the seat: property managers must (1) help generate the perception change itself by recruiting, training and retaining only the best talent; and (2) demonstrate its value to the organization (in terms of subject matter competence), clearly and on an ongoing basis. This initiative can help property managers secure its proper place at the table and, in turn, the development of a talented and experienced workforce which will ensure accountability of assets and best value for the taxpayer. |
| Issues/Challenges/Risks to Change: |
This initiative would require devoted attention and support to address the 3-track path (recruitment, development, retention). To ensure credibility and adequate support, the participation of multiple government organizations is necessary to establish 3 cross-agency research teams to assess recruitment, development, and retention. To move forward, the effort will require support from GSA, OMB, OPM and the ICPM to adequately establish a baseline of our workforce in terms of: current types, workload, gaps in skills and competencies, seniority of current workforce, and future demands of our workforce. Moreover, opportunities to improve our workforce will likely include regulatory and statutory changes that will require OMB and OPM support. |
| Short term goal: |
Discuss and achieve PMEC consensus to move forward as soon as possible. Subsequently, execute a 3 phased plan to (1) design research action plan led by PMEC, (2) communicate and seek input from stakeholders, and (3) approve an action plan (see below process chart). |
| Long term goal: |
Execute the action plan and produce an executive report for presentation to GSA, OMB, and OPM that outlines (1) the issue, (2) the methodology and quantitative analysis used to address the issue, and (3) the proposed solution in terms of necessary policies, legislation, and/or funding. |
Back to top
| Issue (short title): |
Internal Control proposed by OMB |
| Description of Issue: |
Incorporate the concepts of OMB Circular A-123 as revised to include the Sarbanes-Oxley Act and JFMIP accounting standards into property management accountability procedures. |
| Background: |
Recent changes in the OMB Circular need to be incorporated into agency best practices when developing rules for handling accountable property. |
| Benefits to Change: |
In the long run, this would help ensure that personal property is being used efficiently and in a manner that discourages fraud, waste or abuse. |
| Issues/Challenges/Risks to Change: |
Overcoming internal agency resistance and incorporating this into standard operating procedures. |
| Short term goal: |
Incorporate the JFMIP Core requirements into the property management review guide. |
| Long term goal: |
Incorporate OMB Circular A-123 and the JFMIP requirements into the the Federal Management Regulations. |
Back to top
| Issue (short title): |
Strengthening Receiving Controls |
| Description of Issue: |
Small package carriers (e.g., FedEx and UPS) use electronic signature pads and no longer provide copies of the delivery manifest or delivery tickets at the time of delivery. Without a delivery manifest available at delivery government employees cannot verify if delivery is complete or determine overages and shortages or annotate for damage. Historically, when deliveries were made to federal facilities receiving personnel were provided with a delivery ticket, bill of lading, or a manifest, describing what was being delivered and quantities. However, in the 1990s small package carriers began to use electronic signature pads and there afterwards would leave the facility, without providing receipts or manifests of what was actually delivered. |
| Background: |
When transportation regulations were in the FPMR the regulatory requirements stated the carrier's delivery receipt, freight waybill, or the bill of lading will be used as verification of the receipt of a shipment. Upon delivery, a visual inspection of shipping containers will be made to detect any damages. All overage, shortage, or damage discrepancies must be annotated on two copies of the freight waybill or bill of lading. Both copies of the freight waybill must be signed by the authorized government employee and by the carrier's representative. Failure by a federal employee to sign the delivery receipt is interpreted as agreement with the carrier that the carrier's annotation, whatever it may be, is correct. One copy of the carrier's delivery receipt will be given to the carrier's representative, and the other copy will be retained by the receiving office. If a loss, damage, or overage is noted, it will be reported to the carrier on SF 361, Transportation Discrepancy Report. However, when the regulations were moved to the FMR these requirements were eliminated. |
| Benefits to Change: |
Re-instituting the regulations to obtain a manifest or delivery ticket at time of delivery will allow government receiving personnel to ensure what they sign for what they get. |
| Issues/Challenges/Risks to Change: |
The government continues to be at risk without the proposed change. The challenge will be on the carriers to provide a copy of what they are delivering at the time of the delivery. Consideration must be given to that nowhere in the business world is it deemed appropriate to sign for a receipt and not get a receipt copy. |
| Short term goal: |
Issue a GSA bulletin with guidance requiring the presentation of a manifest and/or delivery receipt at the time of delivery. |
| Long term goal: |
Reinstitute federal regulations requiring small package carriers to provide a copy of a delivery ticket or manifest identifying each package delivered. |
Back to top
| Issue (short title): |
Donations/Transfers to UNICOR |
| Description of Issue: |
Create policy allowing for transportation of scrap electronics to UNICOR for demanufacturing. |
| Background: |
Currently UNICOR has an efficient and effective program for demanufacturing of scrap computers. The program eliminates scrap electronics from getting in waste stream; it promotes reuse and recycling and eliminates the need for federal facilities to account for the scrap electronics in their facility's hazardous waste generator status in accordance with EPA laws and regulations. GSA's OGP has indicated that computer cannot be transferred to UNICOR, but rather recommends that the scrap electronics be donated. Current environmental laws, executive orders and regulations promote utilization and recycling rather than electronic entering the waste stream. Yet, specific property regulations and procedure are unclear in the FMR. |
| Benefits to Change: |
Avoids electronics from entering the waste stream. Is a cost effective method for federal, state and private organizations to disposal of hazardous electronics. Supports an established federal program. Supports the Nation's environmental efforts. Reduces the tax prayer burden. Promotes utilization and recycling. |
| Issues/Challenges/Risks to Change: |
Because, no specific regulation or procedure are references in the FMR for donating to another federal agency is unclear as to what standard forms (e.g., SF 120, SF 122) can be used to donated scrap electronics to UNICOR. |
| Short term goal: |
Establish a standard form to formally donate electronic equipment, in the scrap condition, to a UNICOR facility in lieu of A&D. |
| Long term goal: |
Establish policy in the FMR, for donation of scrap electronic equipment to UNICOR in lieu of A&D. |
Back to top
| Issue (short title): |
Advancing and Publishing Best Property Management Practices |
| Description of Issue: |
A system should be developed to advance and disseminate property management best practices so that all agencies may benefit from new developments. |
| Background: |
Property management practices has usually been disseminated through the FPMR/FMR and similar regulations. |
| Benefits to Change: |
A non-regulatory method of disseminating and publishing best practices without going through a formal process would ensure that these ideas are published in a timely manner. |
| Issues/Challenges/Risks to Change: |
The challenge will be deciding which best practices is relevant for inclusion including those being offered by consensus standard-making organizations. |
| Short term goal: |
Use the ICPM Personal Property Guide to incorporate best practices, relevant consensus standards, and other information as quickly as it becomes available. |
| Long term goal: |
Incorporate best practices into guides and regulations. |
Back to top
Last Reviewed 2/2/2009
|
|