volume 26, issue 3 issn-1072-2858 Property ... · primary agency coordinator for purchase cards and travel charge cards, DoDAAC coordinator, budget officer and several other related

Property Professionalthevolume 26, issue 3 www.npma.org issn-1072-2858

fleet management

C NNECTto the Real Asset World

ASSET MANAGEMENT 360

Integrated Solutions. One Smart Connection.

Asset Management 360, a true asset management solution, elevates asset management to an entirely new class of enterpriseintegration and visibility. Connecting your physical operations andend users with your ERP/Financial Systems, AM360 ultimately improves asset utilization and operational efficiencies.

SMART/PEMS Property and Equipment Management System providescomprehensive asset tracking, reporting and accountability across theentire enterprise. SMART/AMIIX provides a complementary integratedmobile scanning and tracking solution. SMART/ENCATS EnterpriseCataloging provides a common description language across the enterprise.

Accountability. Utilization. Cost Savings. Now That’s SMART!

By PMSC

2800 28th Street, Santa Monica, California 90405 USA 800.755.3968 [email protected] www.assetsmart.com

CALIBRATION AND LAB MANAGEMENT...

YOUR CUSTOMERS AND END USERS...

YOUR ERP/FINANCIAL SYSTEM...

WEB BASED ACCESS ANYWHERE IN THE WORLD...

THE CLOUD...

PROPERTY MANAGEMENT AND REPORTING...

www.assetsmart.com

www.npma.org | 3

cover story Basic Fleet Management for Property ManagersBy Gary Hatfield, Mercury Associates, Inc.

FeAtUre Article Best Practices: King County Vehicle Utilization By Russ Johnson, Northwest Chapter

Asset Management Dashboards: A PrimerBy Norman A. Pugh-Newby, CPPA, Federal Center Chapter Print Policies: Small Changes, Big Savings By Kim Doner, CPPM, Federal Center Chapter

NPMA Election-Regional Candidates June-August NPMA Courses

entire contents © Copyright 2014 by the national Property management Association, inc. All rights reserved. Reproduction of the contents of The Property Professional in whole or in part by photocopy-ing, entry into a data retrieval system or any other means is strictly forbidden.

The Property Professional is published bimonthly by the national Property management Association, inc. and is mailed third class. The articles, opinions and ideas expressed by the authors are the sole responsibility of the contributors and do not imply an opinion on the part of the officers or members of nPmA. Readers are advised that nPmA is not responsible in any way, manner or form for these articles, opinions and ideas. Readers are urged to exercise professional caution in undertaking any of the recommendations or suggestions made by the authors. The nPmA magazine welcomes and encourages contributions and suggestions from its readers. editorial policy dictates the right to edit or reject any material submitted for publication. Advertising rates will be quoted upon request. Contact the national office for information at (813) 475-6998.

PosTmAsTeR: send change of address notices to membership Coordinator, national office - nPmA, 4025 Tampa Road, suite 1203, oldsmar, Fl 34677. Phone: (813) 475-6998; Fax: (813) 749-0812. The Property Professional subscription is included in the nPmA member’s annual dues. non-member subscription rate is $35/year.

8

14

20

28

32-39

40

C NNECTto the Real Asset World

ASSET MANAGEMENT 360

Integrated Solutions. One Smart Connection.

Asset Management 360, a true asset management solution, elevates asset management to an entirely new class of enterpriseintegration and visibility. Connecting your physical operations andend users with your ERP/Financial Systems, AM360 ultimately improves asset utilization and operational efficiencies.

SMART/PEMS Property and Equipment Management System providescomprehensive asset tracking, reporting and accountability across theentire enterprise. SMART/AMIIX provides a complementary integratedmobile scanning and tracking solution. SMART/ENCATS EnterpriseCataloging provides a common description language across the enterprise.

Accountability. Utilization. Cost Savings. Now That’s SMART!

By PMSC

2800 28th Street, Santa Monica, California 90405 USA 800.755.3968 [email protected] www.assetsmart.com

CALIBRATION AND LAB MANAGEMENT...

YOUR CUSTOMERS AND END USERS...

YOUR ERP/FINANCIAL SYSTEM...

WEB BASED ACCESS ANYWHERE IN THE WORLD...

THE CLOUD...

PROPERTY MANAGEMENT AND REPORTING...

DepArtments/reports page 4 national editor’s message page 5 national president’s message page 6 special interest Groups Directors, BoArD & ADvisors page 4 Board of Advisors page 5 national executive Board page 5 national Directors ADvertiser’s inDeX page 2 Assetsmart page 7 sunflower systems page 13 npmA national education seminar, Fleet training sessions page 18 Gp consultants page 19 npmA Fall educational training seminar Back cover npmA national education seminar

C o N t E N t S volume 26, issue 3

4 | the property professional | Volume 26, Issue 3

as of June 1, 2014 nPma mailing address3525 Piedmont Road, Building Five, suite 300 Atlanta, GA 30305tel: (404) 477-5811 Fax: (404) 240-0998 me Program manager: Jennifer (Jen) stanforde-mail: [email protected] membership Senior Coordinator: TBDe-mail: [email protected] Certification and education manager: mary lynn millere-mail: [email protected] accounting: Tenez Quarlese-mail: [email protected] meeting Planning: Christine Hilgert, CPme-mail: [email protected] meeting Logistics: Ashley Ferrelle-mail: [email protected] meeting Speakers: mike Jonese-mail: [email protected]

the Property Professional editorial teamnational editor: Billie Jo Perchla, CPPm, CFe-mail: [email protected]

managing editor: Betsy Tucker, CPPAe-mail: [email protected]

editor emeritus: Dr. Douglas Goetz, CPPm, CFe-mail: [email protected]

Central Region editor: Barbara Bays, CPPme-mail: [email protected]

eastern Region editor: Toby v. Bell, CPPm e-mail: [email protected]

Western Region editor: vacant

graphic Design: Wendy Hummele-mail: [email protected]

Board of advisorsChairperson: ed Winters, CPPm, CFlockheed martin Corporation

Raam vichare, CPPm, CFDimensionR

marsha Campbell, CPPm, CFDeloitte Financial Advisory services

Kathy mcFarland, CPPm, CFHoneywell international

ivonne Bachar, CPPm, CFstanford university michael showers, CPPmnAsA

May I Introduce Toby bell, CPPM,your Eastern Region Editor

national editor’s message nPma executive Boardnational President: marcia Whitson, CPPm, CF

tel: 865-947-3047 email: [email protected]

executive Vice President: Wesley Carter, CPPm, CF tel: 803-422-7305 email: [email protected]

Immediate Past President: Cherri l. Cross, CPPm, CF


Vice President administration: ivonne Bachar, CPPm, CF tel: 650-723-9095 email: [email protected]

Vice President Certification: Rosanne (Beth) Green, CPPm, CF


Vice President Communications and marketing: Brian Thompson, CPPm, CF


Vice President Finance: Brandon Kriner, CPPm, CF tel: 202-255-1085 email: [email protected]

Vice President membership: Jessica Dzara, CPPm tel: 703-400-3170 email: [email protected]

Vice President Parliamentary Procedures: James Young, CPPm, CF


acting Vice President Professional Development: Cathy seltzer, CPPm, CF


Vice President Central Region: Gary Quinn, CPPm tel: 214-648-6060 email: [email protected]

Vice President eastern Region: Tara miller, CPPm, CF tel: 321-867-8910 email: [email protected]

Vice President Western Region: Russ Johnson tel: 206-263-6263 email: [email protected]

national DirectorsCertification governing Board Chair: Frank Gonzalez, CPPm

Certification governing Board Co-Chair: James Begis, CPPm, CFCouncil of Fellows: James Begis, CPPm, CF

awards Logistics and administration: loril stephens, CPPm, CFawards Program and Communications: Kimberly saeger, CPPs

Certification: Cinda Brockman, CPPm, CFCertification Director of Records: nancy Chapman, CPPm, CF

Chapter Support – education: Kathy Baker, CPPA Chapter Support - Leadership Development: sarah Trinh, CPPm

Historical archives: nancy Chapman, CPPm, CF Job awareness: marlene lynn, CPPm, CF

Legislative affairs: Rick Dillard, CPPm membership – administration: Rob Giacomi, CPPm, CF

membership – growth: Teri luhmann, CPPm membership – Retention: Bob mahaney, CPPs

Online Courses: Kim Doner, CPPm, CF Seminars: steven Holland, CPPm, CF

Seminars: Wayne norman, CPPm, CF Special Interest groups: Cheri Cross, CPPm, CF

Standards Development and Utilization: William Franklin, CPPAFoundation administrator: Richard Wolfe, CPPm

Foundation assistant administrator: Cherrie Wolfe, CPPmnational editor Property Professional: Billie Perchla, CPPm, CF

managing editor Property Professional: Betsy Tucker, CPPA

Billie Jo Perchla, CPPM, CF

As many of you know, Scott Hopkins had to step down due to a change in jobs. toby Bell has been a member of the Federal Center Chapter for 10 years. She has more than thirty years of experience related to property management. toby currently is the Asset Management National Policy Analyst in the Washington office Acquisition Management headquarters for the USDA Forest Service. She covers many USFS policy areas including personal property, facilities, working capital fund, and transit benefits since Aug 2007. From 2003 to 2007, she was the Chief of Supply Management and Property Disposal for the U.S. Geological Survey headquarters Reston, VA. During the 17 years prior to 2003 she worked in Germany for the Department of the Army in a variety of supervisory supply and logistic positions including several stints as a property book officer, supervisory supply officer, senior material manager, warehouse manager, primary agency coordinator for purchase cards and travel charge cards, DoDAAC coordinator, budget officer and several other related activities. toby earned her Bachelor’s degree cum laude in Management during one of her stints as property book officer. overall she has worked in property more than 30 years and prior to that worked in sports and recreation programs for youth. toby feels acting as an umpire or referee for official games gave her a strong background in helping calm people and explain their responsibilities. toby lives in Vienna, VA with her husband and three cats. She has three sons who live across the nation and none of whom work in personal property or anything close. . . We are extremely pleased to welcome her into our team and she looks forward to hearing from all of you aspiring writers in the Eastern Region. our theme for this issue is Fleet Management and leading us off is a new contributor to our magazine, Mr. Gary Hatfield with “Basic Fleet Management for Property Managers.” For the next article, because of its relevance, we decided to pull from the 2012 Best Practices Award winner and rerun “King County Vehicle Utilization Policy” by Russ Johnson your Western Region VP. We also have an article by Norman A. Pugh-Newby, CPPA entitled “Asset Management Dashboards: A Primer” dealing with management information systems and “Print Policies: Small Changes, Big Savings,” a very interesting piece by frequent contributor, Kim Doner, CPPM. And finally, a section with the bios, experience, and goals of the candidates running for Regional offices. Ladies and Gentlemen, I present this edition of the Property Professional. n

Exciting Times for npmathis is one of the most exciting articles that I have written to the NPMA membership, because it contains several very significant accomplishments, opportunities and changes. these include: n the cppm accreditation application was submitted in January with the national commission for certifying Agencies (nccA) founded by the institute for credentialing

excellence (ice). the application has been accepted and the review board is currently evaluating. We hope to announce at NES the accreditation of the CPPM. Congratulations to Beth Green, VP of Certification and the Certification Governing Board. n launching of the new certificate programs. to acquire professional success you need to regularly update your business knowledge base. NPMA is launching 12 Certificate Programs. NPMA’s Certificate of recognition formally acknowledges the practical skills and new knowledge in specialty areas of Property Management: Auditing, Basic Property Management, Contract Management, Disposal Methods, Federal Government Studies, Intermediate Property Management, Physical Inventory, Regulatory Studies, Self-Assessment, Standards, Subcontract Management and University Property Management. Congratulations to Cathy Seltzer, VP of Professional Development. n Another chapter recently held its first virtual membership meeting. the virtual membership meeting provides members who cannot otherwise attend a regular Chapter meeting educational and learning opportunities. the overall feedback from attendees for the first meeting was that it was an overwhelming success and they are anxiously awaiting the next meeting. Congratulations to Jessica Dzara, VP of Membership. n Astm e53 standards are available in a package deal! A one-year online subscription is being offered for $99 to all NPMA members. this unique online collection gives you instant access to the latest versions of more than 20 AStM standards on asset management. As the standards are revised or new standards published, they will be automatically accessible to you through your subscription, (Current purchase price ranges from $30 to $45 per standard). our thanks to the AStM for making this package deal available to the asset management community. to subscribe go to http://www.astm.org/BooKStoRE/CoMPS/ASSEtMGt.htm. there is also an opportunity for you to be a part of the development team by joining the AStM E53 committee for a cost of only $75. this membership also provides access to all of the standards, as well as provides an opportunity to shape the future of asset management. Contact Bill Franklin, [email protected], our AStM Chairperson, for more information on joining AStM. the last great news to share concerns the management of the npmA. NPMA has engaged the services of Meeting Expectations (ME) to provide association management services. ME is a full-service global meeting and association management firm that offers a variety of innovative services including strategic planning, membership growth, conference logistics, marketing, sponsorship development, registration, financial management, and technology. there will be many advantages to the NPMA including shared technology systems, access to expert specialized staff and shared purchasing power. these are indeed exciting times for the NPMA and you, as our members, will be able to continue your professional growth toward achieving your career goals. n

www.npma.org | 5

national President

Marcia Whitson, CPPM, CF

nPma executive Boardnational President: marcia Whitson, CPPm, CF


executive Vice President: Wesley Carter, CPPm, CF tel: 803-422-7305 email: [email protected]

Immediate Past President: Cherri l. Cross, CPPm, CF


Vice President administration: ivonne Bachar, CPPm, CF tel: 650-723-9095 email: [email protected]

Vice President Certification: Rosanne (Beth) Green, CPPm, CF


Vice President Communications and marketing: Brian Thompson, CPPm, CF


Vice President Finance: Brandon Kriner, CPPm, CF tel: 202-255-1085 email: [email protected]

Vice President membership: Jessica Dzara, CPPm tel: 703-400-3170 email: [email protected]

Vice President Parliamentary Procedures: James Young, CPPm, CF


acting Vice President Professional Development: Cathy seltzer, CPPm, CF


Vice President Central Region: Gary Quinn, CPPm tel: 214-648-6060 email: [email protected]

Vice President eastern Region: Tara miller, CPPm, CF tel: 321-867-8910 email: [email protected]

Vice President Western Region: Russ Johnson tel: 206-263-6263 email: [email protected]

national DirectorsCertification governing Board Chair: Frank Gonzalez, CPPm

Certification governing Board Co-Chair: James Begis, CPPm, CFCouncil of Fellows: James Begis, CPPm, CF

awards Logistics and administration: loril stephens, CPPm, CFawards Program and Communications: Kimberly saeger, CPPs

Certification: Cinda Brockman, CPPm, CFCertification Director of Records: nancy Chapman, CPPm, CF

Chapter Support – education: Kathy Baker, CPPA Chapter Support - Leadership Development: sarah Trinh, CPPm

Historical archives: nancy Chapman, CPPm, CF Job awareness: marlene lynn, CPPm, CF

Legislative affairs: Rick Dillard, CPPm membership – administration: Rob Giacomi, CPPm, CF

membership – growth: Teri luhmann, CPPm membership – Retention: Bob mahaney, CPPs

Online Courses: Kim Doner, CPPm, CF Seminars: steven Holland, CPPm, CF

Seminars: Wayne norman, CPPm, CF Special Interest groups: Cheri Cross, CPPm, CF

Standards Development and Utilization: William Franklin, CPPAFoundation administrator: Richard Wolfe, CPPm

Foundation assistant administrator: Cherrie Wolfe, CPPmnational editor Property Professional: Billie Perchla, CPPm, CF

managing editor Property Professional: Betsy Tucker, CPPA

mailto:[email protected]


special interest Group (siG)

Got Questions? Join an NPMA Special Interest Group to Get Answers! The NPMA professional community is drawn from a

broad contingent that spans industry, government, and

academia. NPMA Special Interest Groups (SIGs) mirror the

diverse backgrounds and interests of our members who

communicate and network through online SIG forums.

NPMA SIGs provide valuable professional connections to:

• Share common interests,

• Participate in discussions,

• Tap into knowledge and expertise,

• Research solutions, and

• Learn about or share issues, trends and best practices

Joining is voluntary and free to NPMA members, and you

may belong to as many SIGs as you want.

To join a Special Interest Group (SIG) and participate in

the online forums, go to http://sigs.npma.org. There you will also find instructions on how to access the

online forums.

Special Interest Groups n chApter oFFicers siG Chairperson: Jessica Dzara, CPPM n contrAct property siG Chairperson: Brian thompson, CPPM CF Co-Chair: Monty Spicer, CPPM CF n Doe/nnsA & contrActors siG Chairperson: Cheri Cross, CPPM CF n electronic stewArDship siG Chairperson: Ronnie Sparks, CPPM n eXcess property & Disposition siG Chairperson: Connie Dagley, CPPS n FeDerAl property mAnAGement siG Chairperson: Luis R. Mora, CPPM n hospitAls & meDicAl FAcilities siG Chairperson: Marsha Campbell, CPPM CF n nAsA & contrActors siG Chairperson: Mike Showers, CPPM

n property inventory mAnAGement siG Chairperson: Jim Crews, CPPM

n stAte & locAl Government siG Chairperson: Scott Pepperman n sUBcontrActor-helD property siG Chairperson: Pam McFarland, CPPM CF

n UiD siG Chairperson: Pat Jacklets, CPPM CF Co-Chair: Dan tully, CPPM

n University, colleGes & other non- proFits siG Chairperson: Bob Mahaney, CPPS

You can start right now!

Join NPMA SIGs to be part of a professional community that advances knowledge, as well as leadership, and provides the tools, resources, and opportunities to enhance and support your professional performance.

www.npma.org | 7

Visit www.npmaconferences.org/east for more information!

WHY USE SUNFLOWER ASSETS?

Transaction history of complete lifecycle asset management data is maintained from acquisition through disposal.AUDITABLE

Our customers manage over $45 billion worth of assets in our software each year. 45 BILLION

Asset data within Sunflower can be securely accessed from anywhere in the world, in real time. ACCESSIBLE

Product makes it easy to meet each customers unique requirements and provides integration with other critical applications.FLEXIBLE

The direction of our products are driven by customer feedback through our active User Group.CUSTOMER GUIDED

CONTACT US

WWW.SUNFLOWERSYSTEMS.COM

866.209.3516

[email protected]

Solutions for asset management include all types asset tags, cloud, RFID, and mobile hardware. COMPLETE

www.sunflowersystems.com

CoveR sToRY


In the Federal government and many other organizations, vehicle management is a subset of property management, so it is important for property managers to appreciate some of the key, unique demands of fleet management to perform their jobs more effectively. This article will review some of the basic but most significant concepts of vehicle fleet manage-ment, which, for the most part, can also apply to aircraft and marine vessels.

WHat IS tHe FLeet? Let’s begin by defining the typical public sector “fleet.” In general, the term encompasses all motorized mobile equipment such as cars, trucks, and buses, but it also includes off-road equipment such as tractors, forklifts, motor graders, and comparable assets because all follow the same life-cycle, have the same basic maintenance requirements, consume fuel, require an operator, etc. The fleet also typically includes anything that requires a license plate to operate on public roads, such as trailers.

fleetmanagement

basic

for Property Managers

By Gary Hatfield, Mercury Associates, Inc.

www.npma.org | 9

As applicable, most fleet programs also incorporate smaller motorized equipment, such as riding lawn mowers, but they do not include small, motorized tools such as chain saws, leaf blowers, push mowers, and the like. In fact, a common fleet practice is to set a minimum dollar acquisition threshold for inclusion in “the fleet” such as $10,000. Whereas the property manager will track even these “small-value” assets, responsibility for them will not fall under the fleet manager. Most private, state and local government entities include all the vehicles and equipment described above in their fleets. In contrast, the Federal government often segregates motorized equipment (sometimes known as the “yellow fleet”) from cars and trucks because the Federal Automotive Statistical Tool (FAST) only collects information regarding cars and trucks for the annual Federal Fleet Report1. However, astute property managers will recognize the value of tracking and managing all fleet assets because motorized equipment can often be a costly segment of the fleet.

PROPeRty management VeRSUS FLeet management The “cradle to grave” life cycle of a vehicle, and associated tracking and documentation, is similar to other types of personal property:n Planning n Acquisitionn Receiptn Storagen Distributionn Proper utilization and maintenance of propertyn Property accounting controln Disposition of property

PLannIng anD aCqUISItIOnThe planning and acquisition phase can logically be divided into two parts:1. Whether to buy or lease the vehicle?2. What type of vehicle to acquire?

To decide whether to buy or lease requires the knowledge and ability to perform a thorough financial analysis of all the factors that contribute

basic

for Property Managers

By Gary Hatfield, Mercury Associates, Inc.


to the Total Cost of Ownership (TCO ) for equal life-cycles. However, a simple TCO comparison does not always provide the “right” answer because the underlying assumptions may not correspond with the realities of the fleet operation or funding ability. Consequently, many fleets that choose to own vehicles keep them far too long, exceeding their optimal replacement cycle, which means wasted money (and reduced productivity due to vehicle downtime and technological obsolescence), mostly because the organization fails to ensure adequate capital funding to replace the fleet in a timely manner. In situations where appropriated funds are invariably unavailable when needed, except in fits and spurts, it may be better to lease some or most of the fleet, enabling a more appropriate and cost-effective fleet renewal program. When an organization decides to lease its fleet, the property manager often will not be involved in the life-cycle processes of the asset because the title is held by the lessor. This demarcation makes even more evident the distinction between property and fleet management. The leased vehicle fleet still demands planning, acquisition, receipt, distribution, etc., but the property manager may not play any role in the performance of these tasks. Determining what type of vehicle to acquire requires analysis of the needs of the job the vehicle will perform, followed by development of a specification (spec) that describes how the vehicle must be constructed (a “technical spec”) and how it should perform (a “performance spec”). Many questions must be asked and answered at this point. How many people does the vehicle normally carry? Does it carry cargo? If so, what is the weight and volume, and does it require secure storage? What type of climate and terrain is encountered? Does it operate at night? Does it pull a trailer? Specifications are critical because a vehicle is a substantial investment and must be retained for several years.

Regardless of whether a vehicle is to be purchased or leased, determination of the proper type of vehicle is important so that the user can safely and effectively do his/her job while at the same time avoiding excessively large fuel guzzlers. ReCeIPt, StORage, anD DIStRIBUtIOn From a fleet perspective, the next three phases of vehicle property management, Receipt, Storage, and Distribution, are relatively uncomplicated . Of course, proper receipt of the vehicle is critical to ensure that key vehicle data is captured and stored in the property management and/or fleet management informa-tion system and the vehicle matches the specifications. New vehicles are rarely stored for more than a few days, and they are easy to distribute. People are always eager to get their hands on a new vehicle!

UnDeRStanDIng FLeet COStS An understanding of fleet management requires awareness of basic vehicle costs. Figure 1 shows how a typical fleet dollar is spent. The costs in Figure 1 can logically be divided into two categories, fixed costs and variable (operating) costs. The variable, or operating costs, consist primarily of fuel and maintenance. These types of cost accumulate only when the vehicle is used and can often be measured as cost per mile (or hour). On the other hand, fixed costs consist of Deprecia-tion, Insurance, License and Taxes, and Indirect Costs. These types of cost accrue regardless of whether the vehicle is operated. Property managers usually understand depreciation, but in the fleet world an important distinction must be made between “book” and “market” depreciation. Book depreciation is often calculated on a “straight line,” whereas market

www.npma.org | 11

depreciation is a curve that shows that relative loss of value is much greater when the vehicle is new. Market depreciation is an important factor in the calculation of TCO. Indirect costs are often misunderstood by both property and fleet personnel, and depending on how the fleet is managed and maintained, can vary from around 2% of total cost to as much as 10% or more. Examples of things included in indirect costs are: n Facilities, including building purchase/lease, utilities, and maintenance;n Equipment costs, including office furniture, phones, shop equipment, and tools;n Computer systems including hardware, software, and support;n Management and administrative staffing costs, including training and staff offices; n Staffing overhead costs such as benefits. UtILIzatIOn, FUeLIng anD maIntenanCe Proper utilization, fueling, and maintenance are where the heavy lifting of fleet management comes into play. Some fleets choose to outsource much of this effort by using a full service leasing

or management company. For Federal fleets, this is handled by GSA’s Office of Motor Vehicle Management. However, if the organization chooses to own its vehicles, the challenges of maintaining and fueling vehicles must be addressed, usually by a full-time fleet manager and staff. Currently, one of the hot issues in fleet manage-ment right now is the problem of fleet “right sizing”– that is, determining the right number of vehicles and the right types of vehicles to meet the organization’s mission. This is one of the fundamental ways to reduce fleet cost. The Federal government has mandated that all Agencies and Department of Defense components use a “Vehicle Allocation Methodology” (VAM) to do this. Details can be found at www.gsa.gov/VAM, or by searching for GSA Bulletin FMR B-30, Motor Vehicle Management.

PROPeRty aCCOUntIng anD COntROL A significant difference between property management and fleet management is the software required. Property systems typically lack needed functionality, especially when in-house mainten-ance and fuel management is part of the program, and many owned public-sector fleets fall into that category. To manage and control, you need accounting and reporting tools and methods, including:n Fleet Management Information System (FMIS)n Performance standards (metrics)n Processes for field reporting n Data for fleet management decision-making

The FMIS should be used at all levels in the organization and include:n Acquisition Details and Costsn Upfitting/Modifications Costsn Asset Details such as VIN, Year, Make, Model, etc.

Figure 1: Distribution of Fleet Cost

http://www.gsa.gov/VAM


n Financial Recordsn Licensingn All fuel used by type, cost, and source, especially alternative fuelsn All repair/unscheduled maintenance costsn All preventive/scheduled maintenance costs n Commercial lease costsn If a Federal Fleet, GSA Fleet lease costsn Utilization – miles, hours, tripsn Motor Pool Reservations/Dispatching/Billing n Disposal Details and Funds Received

For Federal fleets, the requirement to maintain an FMIS is included in section 102-34.347 of the Federal Management Regulation (FMR) (41 Code of Federal Regulations [CFR] 102-34.347). Recom-mendations for an FMIS are included in General Services Administration (GSA) FMR Bulletin B-15.

DISPOSItIOn OF PROPeRty There is a multitude of ways to dispose of vehicles such as public auction, internet marketing, trading in the old vehicle for credit against the purchase of the new replacement vehicle, donating the vehicle, and in some cases, sending it to a salvage yard. Most organizations have already established a way to dispose of vehicles, but property managers should always be on the lookout for more efficient processes and ways to improve the income from disposal.

COnCLUSIOn Fleet management is often more complex than many other aspects of property management. Large fleets (over 500 units) usually benefit from the employment of a professional fleet manager. Property managers who have fleet responsibilities should seek to educate themselves in the business of fleet management. NPMA is planning to offer several fleet breakout sessions at the 2014 National Education Seminar in Anaheim, California, June 23 – 26. Fleet experts will present sessions to help property managers become better acquainted with the business of fleet management, including very basic introductory material, so plan to attend if you are involved with the management of vehicles and equipment! n

ABoUt the AUthor: Gary hatfield worked as a fleet manager for 25

years and has been a full-time fleet management consultant for 15 years.

He has worked recently with the Department of Defense, the U.S. Marine

Corps, the U.S. General Services Administration, Department of Homeland

Security, the U.S. Department of State and other Federal agencies as well

as state and local governments to improve fleet management. Mr. Hatfield

holds a degree in Mechanical Engineering from Purdue University and is a

member of the Society of Automotive Engineers.

enDnotes 1 the Federal Government definition of the fleet is described in the Code

of Federal Regulations, §102-34.35. Excluded are material handling

equipment and construction equipment not designed and used

primarily for highway operation (e.g., if it must be trailered or towed

to be transported). this definition is inconsistent with fleet manage-

ment best practice.

www.npma.org | 13

June 23-26Anaheim marriott hotel

Anaheim, cA

reGister toDAy!

Fleet Training Sessions a Vehicle Allocation Methodology - A Federal Perspective, GSAa Lease vs. Buy, Mercury Associatesa Fleet Policy and Internal Directives, GSAa How Voluntary Consensus Standards Impact Federal Asset Management, GSAa optimal Vehicle Replacement Cycles and total Cost of ownership, Mercury Associatesa Prioritizing Ways to Reduce Fleet Costs, Mercury Associates

a Federal Fleet Management: Lessons Learned from the Department of State, office of Logistics Management, U.S. Department of Statea Fleet Management 101 - Fleet Speak for the New Fleet Manager, Mercury Associatesa Performance Metrics for the organizational Fleet Manager, Mercury Associates a the Future of Fleet Management training, Panel Discussion a ...and several more!

From fleet fundamentals to maintenance management to optimizing efficiency – over 10 Fleet training sessions will be offered for you to choose from during NES. Fleet sessions will include:


FeATuRe ARTiCle

Best practices

King County Vehicle Utilization policy by Russ Johnson, northwest Chapter

Organization Background Information King County, located in the state of Washington, is the 14th most populous county in the US with more than 1.9 million people distributed over a wide geographical range (2,134 square miles) that encompasses both urban areas, and rural, unincorporated communities. Its main administrative offices are located in the City of Seattle. King County government has responsibility for a wide range of services that include transit, public health, district and superior courts, wastewater treatment, regional parks, an international airport, police protection, roads, land use, and other functions. A fleet of 3,800 vehicles and heavy-duty equipment support the diverse services that the County provides for its citizens. Fleet Administration Division has a mandate to operate its fleet in the most fuel-efficient and climate friendly manner. Additionally, the King County Comprehensive Plan directs the Fleet Administration Division to engage in projects and change practices that reduce the County’s emissions and promote policies that incorporate consideration

www.npma.org | 15

of impacts on air quality. King County Executive Policy requires at least half of the energy used by the County’s fleet to come from efficient and renewable energy sources. The King County Strategic Plan seeks to minimize the County’s operational environmental footprint through investments in alternative fuel vehicles, employee education, and the use of data to drive conservation investments. Finally, the Strategic Plan Implements strategies to manage costs and generate revenues in order to minimize customer costs and meet growing demand for our services and systems.

project Team members and Their Roles Jennifer Lindwall – Division Director Ms. Lindwall had overall responsibility for development and implementation of the light duty vehicle utilization policy. She pioneered the expansion of the motor pool dispatch, the online reservation system, the unattended key box system, and the car sharing pilot program with the Department of Assessments.

Russ Johnson – Dispatch Supervisor Russ had direct responsibility for the motor pool dispatch, and was directly responsible for the execution of the expansion program of the online reservation system, the unattended key box system and the Car Sharing program. He also coordinated hands-on training for users of the car sharing program.

Maria Van Horn – Fleet Coordinator Ms. Van Horn provided staff support for the development and implementation of the vehicle utilization program, convened committee meetings and kept records and tracked the return, disposal and/or redistribution of underutilized vehicles.

Jose Deleon – Information Technology Manager Mr. Deleon provided technical support for the acquisition, installation, commissioning and servicing of the online reservation system, the unattended key box system and the car share system. He also provided hands-on training for users of the car share system.

Situation analysis In mid-2007, the King County Auditor’s Office conducted a performance audit of county vehicle replacement and observed that: “Underutilizing vehicles adds to the cost of a fleet…. given the strong association between utilization and costs, and therefore, the potential for saving money.… we believe it is in the county’s interest to pursue ways to ensure that vehicles are being used cost-effectively.” At the time of that recommendation, Fleet Administration Division’s vehicle utilization advisory minimum of 800 miles per month, 9,600 miles per year had never been used as a basis for requiring vehicle fleet reductions. The County Auditor’s recommendation came against the backdrop of a shrinking economy. Over the next four years King County would experience a dramatic shortfall in its income which demanded that many cost-saving measures be enacted. Every agency, department and division in the county was challenged to reduce spending without diminishing the quality of service to its customers, the citizens of the county. The 2008 budget was cut by $40 million. In 2009, the deficit reached its peak at $93 million and shortfalls of $56, and $60 million continued in 2010 and 2011 respectively. The County Executive concurred with the 2007 recommendation of the Auditor’s Office. The Executive Policy requiring agencies to review the number of miles, frequency of use, or the business need of each vehicles used by their staff – FES12-6 (AEP) Light-Duty Vehicle Utilization Policy– was developed with input from a 22-member cross-departmental committee that met during 2008. The final document was signed by the County Executive in January 2009. While the County Auditor’s recommendation was directed at saving the County money, Fleet Administration Division and the other county agencies that participated in the policy develop-ment and vehicle utilization review were also committed to ensuring that service levels were not diminished. Ensuing activities had to do more than simply reduce the size of the County’s fleet. It had to find ways of maintaining services by maximizing the efficiencies of the remaining

King County Vehicle Utilization policy by Russ Johnson, northwest Chapter


vehicles. One solution lay in the online vehicle reservation system for the daily rental motor pool, and unattended key boxes. We needed to reduce the number of vehicles in use without sacrificing service levels. Another situation that required attention, involved employees from the Department of Assessment that drove their personal vehicles to conduct County business and submitted expense reports for reimbursements. This was one of the few remaining departments that still used personal vehicles and the cost to administer this program was more expensive than using motor pool vehicles. The challenge was to find an efficient and economical way to provide motor pool cars to remote sites.

Description of Solutions Evaluated and Best practices With the Light-Duty Vehicle Utilization Project (vehicles with a capacity of one ton or less or a gross vehicle weight less than 8,600 pounds), Fleet Administration Division set out to: • Develop a light-duty vehicle utilization policy based on industry best practices within the fleet industry. • Reduce cost by eliminating unnecessary vehicles from the County’s light-duty vehicle fleets and increase utilization of the remaining vehicles. • Improve accountability and record management using an online motor pool dispatch system. • Contribute to the overall goals and policies of the King County Strategic Plan.

We accomplished those objectives by: • Collaborating with the County Executive’s office to initiate the vehicle utilization policy development process. • Establishing an interdepartmental committee to review existing county vehicles and implement new vehicle utilization standards. • Facilitating the development and implementation of a light-duty vehicle utilization policy, signed by the County Executive in January 2009.

• Expanding the online vehicle rental reservation system and 24-hour access to vehicles. This provides customer convenience and greater productivity. • Increasing the number of locations where motor pool vehicles are available for pick- up through the key box system. The number of locations has grown from one to three. • Implementing a car sharing program with the Department of Assessment using some of the underutilized vehicles.

Best practices Evaluation As part of the review, the committee reviewed vehicle utilization standards of seven government agencies. These included cities within King County and in neighboring counties, and the states of Washington and California. Minimum annual mileage standards ranged from as little as 3,000 miles per year for some municipalities to 12,000 miles per year for the state of California. The new policy was implemented for the first time in 2009. Experience and lessons learned formed the basis for process improvements in 2010 and 2011.

Special Considerations Different departments within King County have different mileage usage patterns. For example, driving is an integral part of providing policing services. Patrol cars accumulate significant miles while nurses use vehicles as a means of getting to specific destinations in remote communities where the vehicles are parked for hours while the nurses are at work. Acknowledging these significant differ-ences led to a modified standard. The final vehicle utilization minimum standards were set at 7,200 miles per year (600 miles per month) for general purpose vehicles, 5,000 per year for specially equip-ped vehicles (vehicles that have special equipment mounted on or in them) and a 70% of the days of the year, which is approximately 169 working days, as the minimum frequency of use.

www.npma.org | 17

Car Sharing Fleet Administration used some of the underutilized vehicles to establish a car sharing program within the Department of Assessments. The car sharing module enabled efficient utilization of vehicles for employees located up to 30 miles away from the downtown motor pool dispatch.

Summary of Realized Benefits The number of underutilized vehicles was reduced resulting in a cost savings of monthly rental rates and maintenance to departments. Between 2009 and 2011 the light-duty vehicle utilization review reduced the fleet by 173 vehicles (see table above). This resulted in annual replacement and maintenance cost savings of more than $300,000. An online vehicle reservation system was purchased for the motor pool to provide vehicles and bill on an hourly basis for additional savings to departments. The unattended key boxes installed at remote sites saved employees from having to access vehicles at a centralized motor pool saving travel time and cost. Users pay only for the time that they use them (rental rate) rather than for total cost of ownership, allowing the total cost of the vehicles to be shared by multiple agencies. The services level to the citizenry was not diminished while these efficiencies were realized. With the streamlined fleet that has retained the best, most fuel-efficient vehicles, Fleet Admin-istration is able to offer its users a wide variety of vehicles to meet their business needs. Customers have shown a marked preference for the hybrid vehicles. These clean vehicles go a long way in the pool, more so than if they were owned by any one individual agency. American Recovery and

Reinvestment Act (ARRA) and other government grants made it possible to acquire additional hybrid and alternative fueled vehicles featured at the county. By reducing the number of vehicles in the fleet, we reduced the number of parking stalls the departments had to pay for in downtown facilities. The car share program reduced the use of personal vehicles for county business resulting in saved administrative cost and liability.

Lessons Learned As with any large-scale change effort, the vehicle utilization program encountered some obstacles. Some of the challenges included convincing departments that giving up underutilized vehicles would not impact service levels; educating employees that switching to the car sharing program had direct benefits to them versus using their personal vehicles for county business. Hands on training for the dispatch system made acceptance far better than online or video training. The vehicle utilization policy built in flexibility to address specific business needs. The three tiered approach to qualifying vehicles for retention effectively addressed the needs of county agencies and the diverse areas of King County that they serve.

Executive Summary In 2009, the King County Executive signed the Light Duty Vehicle Utilization Policy FES 12-6 (AEP). The policy established minimum used standards for vehicles owned by county departments. A development committee reviewed best practices of other government agencies and

PATRol CARs

0

1

3

4

suvs

3

5

2

10

PiCKuPs

6

10

13

29

vAns

12

3

9

24

ToTAl

80

40

53

173

2009

2010

2011

ToTAls

CARs

59

21

26

106


determined the best fit for King County. The resulting policy – 7,200 miles per year minimum, 5,000 miles for specially equipped vehicles (vehicles that have special equipment mounted on or in them) or utilization 70% of the days a year. This resulted in a reduction of 173 light-duty vehicles between 2009 and 2011 and an estimated savings of $346,000. Light-duty vehicles are defined as those having a capacity of one ton or less, or a gross vehicle weight less than 8,600 pounds. A county-wide vehicle utilization review included vehicles in the County with Fleet Administration Division serving as the lead agency. The effort served as the main driver for a program that reduced the number of vehicles

owned and operated by departments and divisions that were underutilized. Because the vehicle utilization policy had multiple ways of assessing the utility of the vehicles within each work unit, county operations were not diminished as a result of this review. The vehicle utilization policy was designed to save money by removing excess capacity from the county’s fleet, it also helped to accomplish environmental and energy saving goals articulated in several policies and plans promulgated in other executive policies. The program right-sized the fleet while maintaining the same level of fleet services to all departments, ensuring a more efficiently run and better maintained fleet. n

www.npma.org | 19

2014NPMA FAll EducAtioNAl trAiNiNg SEMiNAr September 30-october 1Albuquerque, New Mexico

SAvE thE dAtE


High-performing organizations need information that is timely, clearly presented, and support effective decision making to drive better perfor-mance. Dashboards satisfy this need by providing easy to understand, real time information on an organization’s key performance management parameters– often in graphical form. Dashboards help organizations improve operations by enhancing the way in which performance is measured and reported. Asset management is about having the right asset, in the right place, at the right time, to support the mission of the organization. As such, asset management is a mission enabler that needs to be closely aligned with the four basic phases of organizational management. These are: developing strategy, developing policy, conducting operations, and conducting assessment. This alignment, when present, helps to advance organizational maturity

and effectiveness. A key enabler to achieving effective asset management is the establishment of a state-of-the-art capability for monitoring, assessing and analyzing critical performance management parameters by developing an organ-ization-wide asset management dashboard system. This paper provides an overview of dashboards and a perspective on how asset management organizations may approach the development of require-ments specification for a dashboard. Why Consider Dashboards? Dashboards integrate and synthesize two key imperatives required by any evolving organization: performance management and business intelli-gence. When presented together, they form a synergistic whole that helps to propel an organization toward greater levels of maturity, effectiveness and efficiency.

Asset Management Dashboards:

A PrimerBy Norman A. Pugh-Newby, CPPA, Federal Center Chapter

Performance management is the process of measuring progress toward achieving key goals and objectives to optimize individual, group, or organizational performance. Performance management encompasses strategy setting, goal-setting, planning, budgeting, forecasting and modeling techniques.1 Business intelligence (BI), on the other hand, consists of the tools, techniques, and processes involved in turning data into information and information into knowledge to optimize decision making. BI encompasses data warehousing, data integration, reporting, analysis, and data mining technologies.2

Together, these two disciplines provide a powerful new way to communicate strategy within an organization, and monitor and analyze organizational activity.3 This approach provides insights, explanations and shared understanding of critical organizational information which facilitates optimized performance. When properly designed and deployed, dashboards provide several benefits to executives, managers, and staff. Some of the benefits are outlined below.

Communicating and Managing Strategy Dashboards serve as agents of organizational change, enabling executives to get the entire organization marching in a coordinated fashion toward the same destination. Dashboards allow executives and managers to work proactively to keep the organization on track by enabling them to quickly identify and address critical problems undermining organizational progress Monitoring and Oversight Dashboards provide each user group with information and analytical capability that is appropriate to their role and gets updated on a schedule that meets their needs. A strategic view can be provided to senior leaders in the organization to view how the asset management strategy is impacting fiscal management, profit-ability and compliance with statutory requirements. A tactical view can be structured for Asset Managers

focused on analyzing how effectively the asset management strategy is being implemented. An operational view can be structured for Accountable Property Officers and Property Custodians to track the core asset management processes in real time or close to real time. Consistent view of the Organization Presenting performance results in a dashboard provides the organization with a single, concise, and common vision of the truth. This allows asset management decision making to be driven by the same vision of truth, aggregated appropriately for the particular level of decision maker.

Root Cause Analysis Dashboards allow users to drill down into the details after spotting abnormal trends in the summary reports. This capability facilitates rapid identification of the source of the abnormality and enables the formulation of meaningful strategies to tackle and solve the issue. The ability to quickly analyze and identify the root cause of abnormal inventory results, for example, can potentially save organizations significant sums of money which will ultimately have a positive impact on the balance sheet. Integration of Data from Multiple Sources BI tools allow data from multiple data silos to be represented on a single dashboard. Execu-tives and managers are finally able to get a comprehensive view of their organization from a single system. This is particularly important in large complex organizations aggregated from a number of previously independent organizations. Each prior independent organization typically had its own asset management system and the new aggregated organization finds itself with numerous disparate asset management systems. Pulling data from the multiple asset management sources into a data warehouse that supports a dashboard is a key strategy for providing executives and managers of this complex organization with a comprehensive asset management view from a single system.

www.npma.org | 21


Reduced Costs and Redundancy BI capabilities help analysts to gain quick insights from large amounts of data in ways that would be otherwise impossible or cost prohibitive. An example of such a BI capability is the Pivot Table which easily and quickly provides multi-dimensional views and analyses of huge data files. Without a Pivot Table such analyses would be difficult, time consuming and expensive. Timely Delivery of Actionable Information Dashboards deliver the right information to the right users at the right time to optimize decisions, thereby enhancing operational efficiency and accelerating bottom-line results. “What’s best about the dashboard”, said Greg Kuechler, director of the Office of the Under Secretary of Defense, Comptroller’s Performance Measurement Team, “is that it’s made us high speed and low drag relative to the painful process we used to follow to generate performance information. What’s more, by making the metrics so easy to get to with just a few clicks of the mouse, the Dashboard has really helped us socialize and internalize our focus on performance.”4

Advancing Organizational and Asset Management Maturity Dashboards give a clear view of key data points that may be used to assess the organizations progress toward specific goals. Knowing what is going on in your organization is not merely good; it is a prerequisite to success. Being able to advance this knowledge to make reasonable forecasts about the organization’s asset management operations, and thus better decisions to guide the organization, is even better: it is what distinguishes the best from the merely good.5 Such an organization is able to keep a clear focus on its strategic goals and steer the organization effectively towards achieving those goals and the desired level of organizational and asset management maturity. In 2008, Government Fleet magazine recognized the City of Oxnard, California, as the #3 Public Sector Fleet in the country. In announcing this award, Government Fleet recognized the City’s improved fleet efficiency as being linked to its Dashboard program.

Dashboards Characteristics Organizations are increasingly using Dash-boards to provide at-a-glance views of current organizational performance and support timely decision making. In his treatise “Deploying Dashboard and Scorecards” published in The Data Warehouse Institute (TDWI) Best Practices Report of July 2006, Wayne Eckerson describes dashboards as:

“…. multilayered performance management systems, built on a business intelligence and data integration infrastructure, that enable organizations to measure, monitor, and manage business activity using both financial and non-financial data.”

Dashboard at-a-glance views are supported by their three basic characteristics, which Eckerson calls “The three threes”. These characteristics are: One: Three Applications Every dashboard contains these three applications: monitoring, analysis and reporting, and management, Eckerson writes. These sets of related functionalities are woven seamlessly and built on information designed to fulfill the needs of the user. Two: Three Layers The most distinctive feature of a dashboard, Eckerson writes, is that it contains three layers of information. A performance management system lets users peel back layers of information to get to the root cause of a problem. Each layer provides additional details, views, and perspectives that enable users to understand a problem and identify the steps they must take to address it. These three layers are:n Graphical abstracted data to monitor key performance metrics.n Summarized dimensional data to analyze the root cause of problems.n Detailed operational data that identifies what actions to take to resolve a problem.

www.npma.org | 23

Three: Three Types Eckerson’s third dashboard characteristic

consists of the three major types: operational,

tactical and strategic. Each type applies the three

applications and layers, described previously, in

slightly different ways.

n Operational dashboards track core

operational processes and often display more

real-time data. Operational dashboards

emphasize monitoring more than analysis and

management.

n Tactical dashboards track departmental processes and projects and emphasize analysis more than monitoring or management. They are often implemented using portals and run against data marts or warehouses where data is loaded periodically. n Strategic dashboards monitor the execution of corporate strategic objectives at each level of the organization and emphasize management more than monitoring and analysis. They are often implemented to support a Balanced Scorecard methodology.

Figure 1: Asset Management Dashboard Displays of Layered Information

Figure 1 shows a number of Asset Management Dashboard displays that represent the various layers of information. The dial (upper right) is an example of graphical abstracted data. The pie graphs are examples of summarized dimensional data. The chart

on the lower right represents detailed operational data. Some of the data in the chart has been redacted per request of source.

Percentage by Activity Status Inventory Accuracy

Percentage by Asset type Asset Data


An organization can have all three types of dashboards, each focused on different functional areas. Further, these dashboards should all be built on a single data infrastructure and application platform to deliver consistent performance information throughout the organization. Beware of “Quickie” Dashboards Effective Dashboards require careful planning, design and implementation. Dashboard require-ments should be determined by thoroughly assessing important organizational needs. When dash-board design and implementation are rushed the user can be left with severe operational challenges. 1. The dashboard may have limited drill-down capability or interactivity with source data which prevents execution of root cause analysis. 2. The dashboard may be difficult to use and maintain, requiring extensive IT expertise and time to maintain and modify. 3. The dashboard may constitute a data silo and not provide a single view of performance across the organization. 4. The dashboard may present fancy but function- ally ineffective graphics that do not show the data dimensions necessary to make a decision clearly and accurately.

These challenges can be prevented by the development of thorough requirements specification which will guide the building of the dashboard.

Dashboard Deployment Leading Practices The adoption of industry leading practices, operating tactics and winning strategies helps organizations chart courses to superior dashboard performance. The major source used in compiling these leading practices is The Data Warehouse Institute (TDWI). TDWI is a premier provider of in-depth, high quality education and research in the business intelligence (BI) and data warehousing (DW) industry.

Develop a Clear Strategy Develop a clear strategy on what is expected from the Dashboard solution to make it live up to its purpose as an efficient and actionable BI tool. Keep in mind, however, that after deploying a new dashboard end users typically start to see and think about information in new ways. This new thinking about information may unlock some intellectual creativity and generate ideas that will enhance the system. This is a good thing as long as organizations remain true to the principle that anything presented on the Dashboard must have direct relevance to critical organizational activities and be actionable by the organizational user.7 Develop Effective Metrics Involve both functional and technical personnel in developing metrics. Ensure the people whose performance is being measured understand, accept, and endorse the metrics. Avoid cluttering the Dashboard with more metrics than a user can understand and act on. As a rule, plan to have no more than seven metrics for a single screen.8

Additional leading practices related to metrics include: n Develop data source mapping for each metric area. n Ensure there is a direct link between the data sources and the metric table or graph. In this way changes to the data sources are automatically updated on the metric table or graph. This mapping also facilitates drill down to source data. n Design, develop and populate initial metric charts with raw data and integrate, where necessary, information from various sources, to create a cohesive product. n Develop analytic planning support that includes developing checks and balances on metric data submission. Plan for Real Time A performance management system populated with more timely data will allow executives and

www.npma.org | 25

managers keep their fingers on the pulse of the organization in ways they never could before. They will be able to work more proactively to optimize performance. Plan for the Long Haul Prepare for 20 percent growth in users, 15 percent growth in queries, and four to five new data sources each year. Design the initial footprint of your system to be 15 percent more than your most optimistic forecast and develop a plan to guide system enhancements after initial deployment of the dashboard. Without expansion planning, rapid growth in system use can place an undue burden on processing power, networks and data bases. Develop on a Single Platform When managers build their own dashboard solutions, independent of each other, the resulting dashboard silos eventually compete with each other for resources, and undermine the organization’s ability to get a single picture of performance.

Additionally, these independent dashboards can give different answers to the same question if the system assumptions and/or calculations differ.

Dashboard Requirements Specification Process The requirements specification process provides a structured methodology for defining the full range of organizational and technological requirements that will align the Dashboard with an organization’s needs and expectations, and provide a clear road map for the IT developers. The Dashboard should be designed and adapted to support both the specific needs of the Asset/Property Management Division and the broader strategic needs of the organization. While being organizationally-driven, this Dashboard should also have the requisite technological muscle to generate critical informa-tion requirements. The requirements specification process encom-passes a cascading set of seven functions as shown in Figure 2. These are:

Figure 2: Dashboard Requirement Specification Process

Define the need

Define the user

Define dashboard type

Assemble stakeholders

Fix system boundaries

Elicit requirements

Analyze, prioritize, specify


1. Define the need. The entire requirements specification process must be focused on a clearly defined need. The ultimate goal of the process is to satisfy the defined need.

2. Define the primary users. Typical primary asset management users might include roles such as Asset Management Officers, Accountable Property Officers and Property Custodians. As primary users are identified and defined think of their functional scope (Operational, Strategic, Tactical) and group them accordingly. Additionally, think of the non-typical user, e.g., the corporate finance officer who needs accurate and timely information on the acquisition and disposal of capital assets to maintain accurate Property Plant and Equipment (PP&E) data for the balance sheet. The dashboard could provide an excellent opportunity to provide data linkage between the physical asset flows and financial flows. The corporate finance officer could be a viable candidate as a primary user for the dashboard. The point here is that we may need to think out of the typical asset management box as we work to identify primary users, and indeed throughout all aspects of the requirements specification process.

3. Define the type/types of dashboard to be developed. The primary users will drive the decision for the types of dashboards to be developed i.e., whether Operational, Tactical or Strategic. While the need for tactical and operational dashboards seems intuitive, asset managers should use this opportunity to link their work to the strategic goals of the organization and thus be recognized as strategic-level players. Effective asset management, for example, positively impacts the organization’s balance

sheet. Thus, goals should be established for metrics that have the power to strategically impact the organization’s balance sheet and these metrics should be monitored on a strategic level dashboard.

4. Assembling the stakeholders.

Your stakeholders are all the groups of people who will be impacted directly or indirectly by the dashboard. Ensure you have a representative from each impacted group. The first three steps are usually executed by a small team from the office of the “Champion” for the dashboard. This core team then enlarges when you assemble the stakeholders. The “Champion” is the stakeholder who has the most to gain from the dashboard and helps to drive the development of the dashboard forward. Additionally, from the inception of the process you should have a technical advisor to help you define the technological requirements and vet the technical feasibility of user requirements.

5. Fixing system boundaries. The operational components of the organiza-tion for which the dashboard will produce reports need to be clearly defined. These operational components fall within the system boundaries for the dashboard. Fixing system boundaries helps in clarifying how the dash-board will integrate with the business process, and what its scope and limitations will be.

6. Elicit Requirements. During requirements elicitation the lead for the requirements specification process draws from the stakeholders their requirements for the dashboard and what they expect it to accomplish. Based on the number of stakeholders, the initial list of requirements gathered could run into several pages and will include both functional and technical

www.npma.org | 27

requirements. Examples of functional requirements asset managers might desire form the dashboard include: a. Summary and detailed listings of all assets b. Location data on assets c. Summary and detailed asset cost data d. Inventory performance data – scheduled vs. actual e. Inventory accuracy rates f. Lost, damaged and destroyed assets - summary and detail data g. Summary and detail data on asset disposals

Examples of technical requirements include issues such as system usability, reliability and supportability.

7. Analysis, prioritization and specification of requirements. In this final step, the requirements are clarified, analyzed for feasibility, integrated where possible, and any conflicts resolved. The requirements are then prioritized and a decision made on the final set of requirements that will be provided to the dashboard developer. This final step is usually quite intense and is best conducted at an offsite location to facilitate focus and prevent work distractions.

Summary High-performing organizations need informa-tion that is timely, clearly presented, and which supports effective decision making to drive better performance. Dashboards satisfy this need by integrating performance management and business intelligence to provide a powerful new way to communicate strategy within an organization, and monitor and analyze organizational activity. Well designed and developed Asset Management dashboards offer insight, explanations, and shared understanding of critical asset management infor-mation, and then allow the users to act upon this information when and where necessary. The require-

ments specification process is critical to the effective design of a dashboard. It provides a structured methodology for defining the full range of organiza-tional and technological requirements that will align the dashboard with an organization’s asset management strategy, needs and expectations, and provide a clear road map for the IT developers. n

aBOUt tHe aUtHOR: norman Pugh-newby is a Certified Professional Property Administrator (CPPA). He is currently a manager within the Fixed Asset management practice of Deloitte Financial Advisory services. Prior to Deloitte mr. Pugh-newby served as a career logistician within the united states Army retiring as a lieutenant Colonel after 20 years of service. mr. Pugh-newby holds additional certifications as a Project management Professional (PmP) and lean six sigma Green Belt. mr. Pugh-newby’s education includes a master of Business Administration degree from ohio university and a master of science degree in operations Research from the naval Postgraduate school.

enDnOteS 1 Wayne eckerson, “Deploying Dashboards and scorecards,” TDWi Best Practices Report, July 2006: 5.2 Wayne eckerson, “Deploying Dashboards and scorecards,” TDWi Best Practices Report, July 2006: 5.3 ibid., p. 5 4 Patricia Dees, “Putting the “Dash” in Dashboards,” American society of military Comptrollers, January 2009.5 Gabriel Fuchs, “Dashboard Best Practices,” logiXml White Paper, 2010: 3.6 City of oxnard, California, AssetWorks Case study, 2009: 3.7 Gabriel Fuchs, “Dashboard Best Practices,” logiXml White Paper, 2010: 5.8 Wayne eckerson, “Deploying Dashboards and scorecards,” TDWi Best Practices Report, July 2006: 22.


PrinT PoliCies: sMall Changes,

Big $aving$

By Kim Doner, Cppm Federal Center Chapter

Ecofont is an affordable software that decreases printing costs without sacrificing readability.

www.npma.org | 29

in 2007 President Bush signed Executive Order (EO) 13423: Strengthening Federal Environmental, Energy, and Transportation Management. This EO consolidated prior EOs and integrated sustainable practices for federal agencies. The EO set goals in several sustainable areas, including electronics stewardship (Section 2(h)). In response, federal agencies developed and submitted Sustainability Plans to implement electronics stewardship practices. After the signing of EO 13423, employees of federal agencies started hearing more about Energy Star, EPEAT, and Sustainability Scorecards.1 The Office of Management and Budget (OMB) has used the scorecard process to evaluate federal agencies’ performance towards sustainability goals since 2006, even before the EO was signed. In addition to scoring agencies on elements included in the EO such as energy and water intensity reductions; fleet petroleum reduction; greenhouse gas emissions; green building practices; and renewable energy use, in 2011 OMB began to evaluate agencies based on progress towards their individual Sustainability Plans, such as green purchasing and electronics stewardship.

in 2009 President Obama signed EO 13514, “Federal Leadership in Environmental, Energy, and Economic Performance.” EO 13514 did not rescind the requirements of EO 13423; it expanded the energy reduction and environmental performance requirements for federal agencies by establishing an “integrated strategy towards sustainability in the Federal Government and to make reduction of greenhouse gas emissions (GHG) a priority for Federal agencies.” The EO required federal agencies to take action in many areas--energy management, water conservation, and again - electronics stewardship. In order to meet the requirements of the EO, many federal agencies are focusing on revising Print Management Policies. A 2009 Federal Government Printing Report2 conducted by Lexmark and O’Keefe & Company,

on federal employee printing habits, found that each federal employee prints an average of 7200 pages each year and subsequently discards 35% of those pages. Given this statistic, each federal employee unnecessarily prints in excess of 2,500 pages each year. Further findings indicate that 54% of federal employees admit to being unaware of cost consideration when printing. By better educating employees and enforcing Print Management Policies, we can reduce printing costs and overall costs for our organizations. Personal printers carry the highest cost-per-page-printed at approximately $0.11 per page. By comparison, network printers have a cost-per-page-printed at $0.05 per page. This discrepancy is because: (1) only one end user can use a personal printer and (2) personal printer toner cartridges are more expensive than network printer cartridges, making personal printers less efficient than network printers. If federal employees currently using personal printing devices switched to network and/or Multi-Functional Devices (MFD), agencies could significantly reduce their printing costs without even printing fewer pages. Print Management Policies are not a new phenomenon, but a surprising number of federal agencies don’t have formal policies. The three most popular Print Management devices are: n Duplex printing - printing on both sides of the paper. n Multi Functional Devices - devices with multiple functions, predominantly printing, faxing, scanning and integration with other applications. n Network printers – printers that deliver functionality to multiple end user computers in a common physical location (e.g., floor or building) using a Local Area Network (LAN) connection (Ethernet cable connected to each end user computer) or a Wide Area Network (WAN) connecting users across multiple physical and geographic locations. Not as convenient as having your own personal printer at your desk, but proven to decrease equipment costs and printing practices.


Did you ever consider that playing with print margins or font size could be considered a “green” practice? No? Most federal (and non-federal) agencies haven’t either! These aspects are less likely to be looked at within a Print Management Policy; however, they can also be instrumental in cutting costs and meeting the objectives in EO 13514. Let’s take a look at how. in 2004 The State Department switched from Courier New 12 point font to Times New Roman 14 point font for ease of readability. The Federal Aviation Administration (FAA) uses Times New Roman 12 point for the same reason, but what if we combined ease of readability with economical printing? Let’s begin with the font used in printed documents. The font used in a document determines how many words you can fit on the page and ease of readability. Thus, the font directly impacts the number of printed pages when documents are printed in hard copy.

This is Times New Roman 14 point font.

This is Times New Roman 12 point font.

This is Calibri 12 point font.

I found through conducting an informal surveythat most people consider Times New Roman crisper and easier to read. Since Times New Roman is not necessarily the most compact font, the challenge is how to maintain readability while reducing paper and toner cost. It seemed to be worth studying further, so I did and I came across Ecofont3. Ecofont is an affordable software that decreases printing costs without sacrificing readability. Ecofont is not actually a font. It works with fonts that you currently use, and places little white circles in the font when you print a docu-ment. By doing so, Ecofont actually decreases the amount of toner needed for printing by up to 50%. Personally, I’ve been using it for home use and I have indeed decreased my toner consumption.

I wouldn’t recommend using it to print a publica-tion that has to be reprinted (such as a policy manual or order), but for printing everyday docu-ments, it works just fine. Common sense tells us that reducing margins can also decrease the amount of paper used to print. I’ve played with several different settings to maximize the print and minimize the paper used. Setting your default margins to .75” on all sides results in a total reduction of paper of up to 4.75%; however, this would only significantly impact printing for documents longer than 1.5 pages. One thing to note when reducing margins: a hole-punch may cut through your printed text. I was also told by my son that in an effort to “lengthen” papers without actually writing more text, college students sometimes increase the spacing after a period to 3 spaces to make docu-ments appear longer, so it stands to reason that using only one space after a period would decrease the length of a document. I haven’t tried it yet, but it makes sense. As is the case with any “policy”, the key to making Print Management Policy effective is enforcement. No matter how insignificant the savings may seem on an individual scope, the results in the aggregate will save any organization significant expenditures. A good Print Management Policy will reduce the purchase and use of personal printers, the amount of ink and toner consumed, and overall pages printed, but only if employees are on board with the changes and adhere to the policy. A few things employees need to consider:n Whether they really need to print a document, e-mail, etc. n If they could send a link to the document rather than printing it. n Letting the people who are attending a presentation decide if they want a printed copy. Send the slide deck ahead of time, letting them know they should print it if they want a copy on-hand. n Printing presentations with more than one slide per page. n Using electronic signatures.

www.npma.org | 31

n Printing in black and white rather than in color. n Not immediately resending jobs that fail to print without checking for available resources (e.g., paper in the tray, printer is turned off or in sleep mode, paper jam, out of ink, etc.). n Eliminating banner sheets and/or cover pages and pages that are “intentionally left blank”. n Reducing margins. n Proof-reading and previewing materials before printing and only printing required pages. n Avoiding printing unnecessary duplicate copies n Scanning and sending documents electronically. n Utilizing fonts that use less ink (e.g., Gothic, eco fonts, etc.).

Most employees at an organization are not involved in the procurement of Energy Star or EPEAT certified products, nor are they consulted on “sustainable purchasing” decisions; whether for cleaning products or fleet vehicles. Conversely, printing is something that almost every employee at every organization does, which means that a good Print Management Policy can produce immediate results. Certainly, organizations need to tackle the big challenges to meet their sustainability goals such as refreshing IT equipment with EPEAT-

certified devices and swapping out gas-guzzling vehicles with hybrid or alternative fuel vehicles, but the little things (like printing practices) shouldn’t be ignored. Little things that employees can do every day when making decisions about when to print and how to print, in the aggregate, will produce big results quickly and most importantly, very easily. So give it a try: next time you navigate to your print icon, think about whether or not you really need to print. If you do, think about the font and margins you used. Is there a default set on your printer for duplex printing? Print Policies can mean big savings through easy changes. n

ABoUt the AUthor: Kim Doner, cppm, is employed by SRA International as contractor support to the Federal Aviation Administration (FAA). Kim is responsible for interpreting policy as it pertains to excess and surplus personal property and drafting process and procedure guides for FAA property personnel. She worked as a federal employee for nineteen years including nine years at the US Army Logistics Management College as an instructor in property accountability and disposal. Kim is currently the Membership Secretary of the AStM Committee E53 on Property and Asset Management Standards and the US tAG to ISo 55000.

enDnotes 1 http://sustainability.performance.gov2 http://www.governmentprintingreport.com/pdfs/Government_ Printing_Report_May_12_09.pdf3 http://www.ecofont.com

http://www.governmentprintingreport.com/pdfs/Government_Printing_Report_May_12_09.pdf

http://www.governmentprintingreport.com/pdfs/Government_Printing_Report_May_12_09.pdf

http://www.ecofont.com


CenTral region CandidaTes The Region Board of Delegates elects the Region Vice President in accordance with the Region Bylaws and the National Bylaws. The Region Vice President is responsible for representing the Region on the National Executive Board.

nominee for: CenTral region viCe PresidenT gary Quinn, CPPM austin Chapter background & experience: Gary has been a member of npma

since 1999. He has contributed leadership to npma as the Vice-president and president at the chapter level, Treasurer of Central Region, Director of State and Local Government and Director of awards at the national level, and is currently the Vice president of Central Region. He has contributed as an instructor for certification training and testing, an author of the current npma Intermediate Studies manual, and made presentations at the national educational seminars since 2001. Gary has a degree in accounting from arizona State University and an mBa in management from Golden Gate University in San Francisco. He spent his first 23 years after college in the U.S. Army as a logistician, retiring in 1995 when he went to work for Texas Department of Transportation in austin, Texas. He became their property manager in 1999 and accepted a position at UT Southwestern medical Center at Dallas in 2007 as their manager of Inventory Control.

The Region Secretary is empowered and authorized to maintain the official records of all region activities except for financial affairs.

nominee for: CenTral region seCreTary Ken black, CPPM austin Chapter

background & experience: Ken has 32 years of experience in the

property management field and has been an active npma member since 2005. During his 8 years with the austin chapter he served as Chapter president, Vice-president and as Chair of the membership, program, and professional Development and nominations committees. He was a presenter at the 2013 Spring Seminar and has taught several CppS and Cppa certification classes at his local chapter. At the national level, he served on the Cppa Exam Writing Team in 2006. He is a strong supporter of the central region and welcomes the opportunity to serve as region secretary. Goals for Office: My mission for the office of Central Region Secretary is to carry out the duties in a loyal, professional manner and faithfully uphold the npma bylaws. my goals are to produce clear and accurate minutes, agendas, reports and other pertinent documents. I will ensure that all documents, agenda items and other relevant information are consistently distributed in a timely manner.

nPMa eleCTion REGIOnaL OFFICERS

www.npma.org | 33

nominee for: CenTral region Treasurer Kendrick dickerson, sr. alamo Chapter background & experience: Kendrick is an Industrial property management Specialist and a

recognized leader in npma. Kendrick holds a Ba Degree in Business administration with a special-ization in management from Saint Leo University. With over 25 years of experience, Kendrick is a U.S. navy Veteran and has worked for Raytheon Technical Services Company, Forces Surveillance Support Center and currently works for the Defense Contract management agency (DCma). Within the npma, he is currently the president of the alamo Chapter located in San antonio, Texas and he received the Chapter member of the Year award in 2012. Kendrick has contributed to the planning, hosting, co-hosting, and presenting at the 2012 national Education Seminar (NES) and 2013 Spring Conference. Goals for Office: If elected, I would bring a wide variety of experience to my office. I have partici-pated in the planning of an nES and a Regional Conference, in which I had the pleasure to learn about funding, planning and spending effectively. my goal is to enhance the activities as the Treasurer by implementing new ways to complete tasks effectively as well as efficiently and providing accurate detailed reports for the Regional and National Office. My personal goal is to complete my CPPS certification no later than May 2014 and my CPPA no later than December 2014.

nominee for: CenTral region Treasurer bebe a basquez-Watkins, CPPa Johnson Space Center Chapter background & experience: I currently work for a naSa Johnson Space Center contractor

as the Contract property administrator (mission and program Integration contract). Within just a few months of becoming a member, I was voted as the Secretary and am now in my second term as Vice president for our chapter. I have been fortunate to attend three of the famous “Goetz’ training courses”, two of the national Educa-tion Seminars and most recently one of the Regional Fall Seminars. It has been at the seminars and educational courses that I have gained exposure to numerous years of various experiences and have benefited from the many “seasoned” mentors of our property community. It is THIS community that always lends sound advice and leadership.

my current responsibilities and focus is on our Govern-ment property (Gp) at our conference facility and am preparing a move of an entire facility from one location to another. again–taking care of Gp and meetings from our aerospace community which include our International partners/distinguished members from Germany, Russia, Italy, Japan, the netherlands and numerous others. With the grace of God, I will do what is right for our region - YOU - the people. I plan to continue as Vp at the npma JSC chapter and achieve my CPPA certification this year.I will do my very best to serve and support Central Region as well as at the national level.

VOTInG WILL TaKE pLaCE aTnES JUnE 22, anaHEIm, Ca

CenTral region CandidaTes

The Region Treasurer is responsible and accountable for the financial health and activities of the Region. The Region Treasurer maintains records of income and expenses, establishes a bank account

(dual signatures), prepares annual Region budget, and executes the approved budget.

PhotoUnavailable


nominee for: easTern region viCe PresidenT roy delauder, CPPM, CFnOVa Chapter background & experience: Roy was born in Washington DC

but raised in Silver Spring, mD. He graduated from Clemson University with a Ba in History. Roy joined the navy while in college. He was assigned to 7 ships during his 20 years as a Surface Warfare Officer. Most of his ships were logistics oriented. He built on his logistics background when he became involved in property. While in the navy, he received his masters in Systems management from the University of Southern California. He has been married to his wife, Christine, for 38 years. He has two children, Nicole and matthew, and one grandchild anthony. Goals for Office:n Increase in membership by the Chapters.n Have each Chapter develop a set of Goals for the next year.n Encourage each Chapter to increase the number of guest speakers over the previous year at their Chapter meetings.n Encourage each Chapter to improve the percentage of people who are certified within their Chapter.n Recognize those Chapters who do the most to improve their certification levels and attendance at nES or the other two national conferences.

nominee for: easTern region viCe PresidenT Tara Miller, CPPM, CFSpace Coast Chapter

Tara joined the npma in 1996. She is the program manager on the KSC Institutional Support Services (KISS III) contract at Kennedy Space Center and works for Wichita Tribal Enterprises. background & experience: Tara has over twenty years of increasing responsibility in government property management and government audits, life cycle management logistics, transportation and warehousing with extensive knowledge of the Federal Acquisition Regulations (FAR) 45.5 and 52.245. Currently, she is the NPMA Eastern Region Vice President and the Secretary on the Certification Governing Board. In the past, she served two consecutive terms as the Eastern Region Treasurer for the npma and served as the Secretary and Membership Secretary for the ASTM E53 Committee on property management. In addition, she has served on local, regional and national committees for the npma. She is also a published author, having several articles published in the npma property professional and has taught at a number of nES events. Tara has a Bachelor’s in Business administration from Rollins College and a masters in management from Webster University. She is also a certified Project Management professional (pmp). Goals for Office: I truly believe that when I joined the npma, I went from having a job to having a career and I am passionate about giving back to the organization. I am a firm believer in educating, mentoring and communicating. my goals are to continue to support the Eastern Region by encouraging education at the Chapter levels, offering mentoring services and opening the communication lines between the national, Regional, and Chapter levels. I am going to continue to support the Certification Governing Board through its accreditation application for the Cppm, which I believe is important to both our members and the npma professional organization.

easTern region CandidaTes

The Region Board of Delegates elects the Region Vice President in accordance with the Region Bylaws and the National Bylaws. The Region Vice President is responsible for

representing the Region on the National Executive Board.

www.npma.org | 35

nominee for: easTern region seCreTaryConnie dagley, CPPsGreat Smoky mountain Chapter

background & experience: Connie has worked at the Oak Ridge national Laboratory in

various positions, including Finance Officer, Property administrator in the area of Excessing and property Sales. Connie has served in several offices and leadership position in her chapter, the Great Smoky mountain Chapter, including Chapter president and Chairperson of the professional Development Committee. On a regional level, she is currently serving the last two years as the Regional Director for Scholarships, which involved evaluation of foundation applications, communicating with the national Foundation administrator, Foundation Committee, Regional officers, and applicants. Additionally she maintained and evaluated spreadsheets detailing the applications, modifications and awards. On a national level, she is currently serving as the Chair of the Excessing and Disposal Special Interest Group (SIG). These responsibilities include coordinating activities, presentations, and meetings held at the national Education Seminar.

Goals for Office: The Regional Secretary is a very important position within our Region. This position is instrumental in maintaining all records, minutes, and communicating business information. Having good documentation and accurate data keeps the business processes flowing smoothly. As we are an organization mainly comprised of volunteers, it is important that when meetings are held and business conducted that they are well organized to maximize the efficiency and effectiveness of the time together.It would be my pleasure to support the Region, Regional Vp, Directors and our Eastern Region Chapters in this way. I would strive to effectively communicate important information flowed down from the national-level; and to communicate the Regional business to the national-level as needed.

nominee for: easTern region seCreTaryWilliam Franklin, CPPanOVa Chapter

background & experience: If elected to the position of Eastern Region Secretary I would bring

my experience of holding similar roles from other volunteer organizations. I have held the offices of Secretary and Vice Chairman for aSTm Committee E53, and am currently the Chairman of E53. I have also held positions on the nOVa Chapter board as Vice President and have just finished my second term as Treasurer. I was a two term president of my neighborhood Home Owners association, which taught me more about the importance of listening and patience than any volunteer position I have held . The skills learned from these various positions include organization, communication, compliance with policies and procedures, listening, and consensus. I feel all of these experiences would serve me well in this position. Goals for Office: my main mission and goals would be simple, to fulfill the Responsibilities and Duties as outlined for the Region Secretaries listed on the NPMA website. Additional goals would be finding ways to build on current processes to communicate with the Region Chapters more effectively and to work with the National Office to increase accuracy when sharing information. as with any position goals change as the year progresses. It is important to be open and willing to take the steps needed to meet the challenges, find solutions, and to move on. If elected I look forward to working with the Chapters and Eastern Region leadership.




nominee for: easTern region TreasurerCheri Cross, CPPM, CFGreat Smoky mountain Chapter

experience & background: Cheri has 23 years of experience in Capital accounting/property

management, with 20 as the property manager at Oak Ridge national Laboratory. as a member of npma for 20 years, Cheri has been active at the Chapter, Regional, and national levels. most recently, Cheri serves on the national Board as the Immediate past president. Developing “state of the art” processes, and sharing the results with others keeps her motivated within her profession. Cheri brings prior occupational experience in budget and accounting. She holds a B.S. in accounting, graduating Summa Cum Laude and as the Top Graduate from the University of Tennessee, College of Business. Goals for Office: my primary goal as Eastern Region Treasurer would be assurance that our Region was financially healthy. I would support expenditures from the Region for the professional growth of Eastern Region members and the association as a whole. I would also provide all necessary effort to serve as an Eastern Region Officer and work with the Vice president and Secretary to achieve established goals. I understand the importance of marketing, growth, diversification, and strong support services. I have a true commitment to the both the mission and vision of the npma.

nominee for: easTern region Treasurerrick Price, CPPMThree Rivers Chapter

background & experience: Rick retired from federal government service in august 2007.

He was the Organizational property management Officer (OPMO) for the Department of Energy (DOE), national Energy Technology Laboratory (nETL). Rick has 37 years of Government Service with 27 years of personal property experience, he had been the OpmO for 20 years, and His duties included the writing of personal property policy and the management of the personal property program for the laboratory. Rick was also a DOE Certified Realty Specialist, a DOE Contracting Officer, and is a Certified Professional Property Manager (CPPM) of the national property management association (npma). He was the named the DOE Outstanding property manager of the Year in 1997, and he is the president and a Charter member of the npma Three Rivers Chapter. He is presently a property consultant with a number of companies and is an instructor for npma. Rick also serves as the Executive Director of the pittsburgh Region Clean Cities.


The Region Treasurer is responsible and accountable for the financial health and activities of the Region. The Region Treasurer maintains records of income and expenses, establishes a bank account

(dual signatures), prepares annual Region budget, and executes the approved budget.

www.npma.org | 37

nominee for: WesTern region viCe PresidenTrobert Kaehler, CPPsBay area Chapter

background & experience: The Regional Vp plays a critical role in

promoting and supporting npma from top to bottom, serving as the primary conduit between the individual chapters and the National office and Executive Board. This closely mirrors the business role I have been performing for my employers during the 12+ years I have been a member of npma. I served as the president of the Bay area Chapter from 2010-2012, and am currently a Chapter Delegate. Over that span, we have implemented a number of new and exciting ways to reach out to our membership, present timely and thought-provoking content, and provide them with a more rewarding npma experience. I have also served as the chair-person of the Fall Conference 2012 committee, demonstrating my ability to work with a diverse group of people from across the region (and the country) in a team environment focused on a successful outcome. I will bring this fresh, positive attitude to the office of Regional VP. Goals for Office: The two primary functions of the Regional Vp are: 1) establish consistent and effective communication between the region membership and the executive board, and 2) promote, monitor and support new Chapter development and existing Chapter growth and expansion. To that end, if elected, I commit to the following:n I will attend at least one meeting per year at each and every Chaptern Hold a monthly meeting to communicate national news to the Chapters, and listen carefully to the needs of the regional membership and communicate those back to the Executive Board

n provide effective tools, resources, and advice to Chapters for increasing the value to their membersn Do all things with enthusiasm, professionalism and dedication to the office and membership I serve

nominee for: WesTern region viCe PresidenTKimberly saeger, CPPsCochise Chapter

background & experience: as I enter into my sixth year as an

active member of npma, I am currently serving my second term as Cochise Chapter president and first term as the National Director of Awards. My experience in these positions has taught me a lot about what npma has to offer and is what drives me to pursue a new leadership role. I bring passion and high energy; with the willingness to learn and grow to help make npma great! I am excited to see what 2014 and beyond has in store for NPMA and the world of asset management. Goals for Office: my mission and goals for Western Region Vice president would be focused around growth and participation. an ongoing struggle Chapters face is participation at the Chapter level. I want to encourage Chapters to take on this challenge, find ways to build their Chapter and ultimately work together as a region for the betterment of npma as a whole. I think npma has an exciting and bright future ahead and I would be honored to be a part of it as the Western Region Vice president, if elected.

WesTern region CandidaTes

The Region Board of Delegates elects the Region Vice President in accordance with the Region Bylaws and the National Bylaws. The Region Vice President is responsible for representing the Region

on the National Executive Board.



nominee for: WesTern region seCreTaryTamra Zahn, CPPMSaguaro Chapter

background & experience: Hello, I would like to introduce myself to those of you I have not met. I

am Tamra Zahn, the current npma Western Region Secretary (WRS). I have served 1 term as your Secretary and have enjoyed the opportunity so much that I would like you to consider me for a second term. In addition to my role as the WRS, I recently completed a 2 year term as the Saguaro Chapter president. I am in the second year of a 2 year term as Chair of the aerospace Industry association’s (aIa) Government property Systems Committee and have recently started my second term as a member at Large on the ASTM E-53 Committee. I believe that each of these roles plays a part in my property management educational development as well as provides me with the opportunity to gain more experience as a leader. Outside of property management, I love to spend time with my family and play outdoors (walking, jogging, hiking, camping and kayaking). Goals for Office: as your WRS, I have been fortunate enough to attend the Fall Conference and the National Educational Seminar in both 2012 and 2013. my goal is to ensure that I provide the support the region needs from this position for the 2014-2015 term as well. I am very thankful for the relationships I have been able to build friendships as well as working relationships with many of my Western Region teammates over the past 2 years and look forward to the new relationships to come.

The Region Treasurer is responsible and accountable for the financial health and activities of the Region. The Region Treasurer maintains records of income and expenses, establishes a bank account (dual signatures), prepares annual Region budget, and executes the approved budget.

nominee for: WesTern region Treasurerruss Johnsonnorthwest Chapter

background & experience: Hi my name is Russ Johnson and I am hoping you will elect me

to be your next Western Region Treasurer. First of all I would like to thank the npma for allowing me the privilege of serving as the WR Vice president for two terms. The Western Region weathered some challenges following what was called the great depression, company layoffs and now the uncertainty of sequestration. I have held every elected position at the Chapter level in addition to being the Regional Director of membership and Western Region Secretary during my 26 years in the npma. I have witnessed our organization experience unprecedented growth and assisted chapters who were struggling to maintain membership. Through the next two years I hope to continue building the financial stability of our region. Thank you.

nominee for: WesTern region Treasurerglenda steffenhagen, CPPM, CFSaguaro Chapter

background & experience: Glenda has experience with capital, quasi-governmental, and contract

property. Her duties have ranged from being a solo property administrator to specific functions within a larger department. In addition, she has assisted with depreciation, long range financial plans, financial reporting, analyses, and budgets. Since 2006 she has worked for Boeing in mesa, aZ.

WesTern region CandidaTes

www.npma.org | 39

Glenda has actively participated in npma on national and local levels through attendance at Board meetings as delegate; contributing to various manuals; holding all chapter offices; as a chapter committee member for Regional Seminars; and giving presentations at nES, Regional seminars and chapter meetings. Goals for Office: To serve npma as the Western Region treasurer, if elected, I will provide my financial skills and services as needed to assist the region whenever possible. additionally, I hope to optimize attendance of delegates through the management of the available Western Region funds. I look forward to using my previous experiences as chapter treasurer and from working in finance.

The Certification Governing Board Chair is elected by the National Board in accordance with the National Constitution and Bylaws and is responsible to the National Vice President of Certification for establishing and overseeing the activities of the Certification Governing Board.

nominee for: CerTiFiCaTion governing board Chair William F. beedle, CPPM, CFGreat Smoky mountain Chapter

William has been a member of npma since 2003and works for Y-12 Nuclear Security Complex

background & experience: William has over 17 years of Federal contract property management experience with the Department of Energy. Currently, he works as the property Compliance & Quality Specialist at the Y-12 national nuclear Security Complex, which is operated by B&W LLC for the national nuclear Security administration. William’s experience with the association includes: teaching workshops and professional development classes; assisting with certification reviews and re-rewrites; proctoring student certification testing; chairing special committees, and selected as the 2010 nES special secessions speaker. In addition, he has served in a number of leadership roles at the association’s national, regional, and chapter levels, most recently as Eastern Region Director of professional Development and as past national Director of membership. His formal education includes a B.S. in Business management and m.S. in Organizational management from the University of phoenix. Goals for Office: If elected, I will actively manage the npma Certification Governing Board by overseeing the certification exams process, review exam statistics, trends and implement correction actions when necessary to ensure the curriculum is in align with psychometric testing standards. I will push forward with the accreditation of the Cppm, Cppa, CppS programs and I ask for the privilege of serving as your Chair of Certification Governing Board.

VOTInG WILL TaKE pLaCE aT nES

JUNE 23-26, anaHEIm, Ca

40 | the property professional

B.

June-AugustnpmA course schedule Register today for an NPMA course! By attending an NPMA course, you’ll gain the knowledge and skills you need to succeed on the job. Don’t wait, register today! Seating is limited!

If you have questions about NPMA courses, call 813-475-6998 or email [email protected]. For more information or to register, visit the website at www.npma.org and click on the Education tab.

JUne intermediate property management studies(2014 pre-seminar)June 18-20/Anaheim, CA this course takes the property professional from the beginning life-cycle stages of property operations into the broader value-added world of organizational partnering and strategic property management concepts. Attendees will expe-rience an in-depth examination of property management topics ranging from voluntary consensus standards, requirements determinations, contracting and assistance, risk, consumables, and fleet management to value-added solutions and environmental considerations. the Intermediate Studies of Property Man-agement manual is included as part of this course.

Basic Government property management -Defense June 18-22/Anaheim, CAthis five-day course presents a detailed analysis of life cycle asset management in government property systems. In addition to the fundamentals of property management and the regulatory requirements of property management; this course includes an overview of the Federal Acquisition Regulations (FAR) and other appropriate regulations used in federal government procurement of sup-plies and services. this course is essential if you work in property management, supply-chain, logistics, quality assurance, contract management, procurement, subcontract administration, program management or internal auditing.

Fundamentals of personal property management (2014 pre-seminar)June 20-22/Anaheim, CAProperty management is first and foremost a general management assignment no different than the management of any other resource such as money, person-nel, or facilities. Personal property managers are directly accountable to a higher authority for the acquisition, use, redistribution, and disposition of personal property. As stewards of our company or agency’s personal property, we have a fiduciary responsibility to manage property in a prudent and compliant way. the Fundamentals of Personal Property Management course is designed to teach the basics of property management, cradle-to-grave, including how to effectively manage personal property.

Uii and non Uii GFpJune 20-22/Anaheim, CA this two-day course will provide you with an understanding of the govern-ment’s Unique Identification (UID) Program and the DFARS clauses on UID. the course will provide the guidance and practical knowledge that contrac-tors need to accomplish the initial report submittal to the IUID Registry and recognition of trigger events for subsequent reporting. this class will ben-efit property professionals and those who are responsible for GFP reporting. JUly contracts for property managersJuly 16-18/oldsmar, FLContracts for Property Managers will provide a basic understanding of the con-tracts field and how it relates to the property professional. this is an introductory class and is geared toward those currently working in a property position. the course will cover aspects of contracts that impact the property function, including contract clauses, understanding the contract, the FAR, FAR supplements and the different types of contracts. Contract close-out, commercial contracts and risk analysis also will be discussed. Property management professionals at all lev-els, and entry level contracting or subcontracting professionals who attend this course will gain a better understanding of the contracting process.

iso 55000: overview, principles and terminology7/21/Phoenix, AZ this course will cover the details of the first of the three Standard documents, ISo 55000, Asset management – overview, principles and terminology. In-structors Cheri Cross and Kim Doner, both members of the UStAG that de-veloped the Standard, will lead participants through an in-depth review of ISo 55000. As the document title suggests, the principles and terminology used throughout the Standard documents will be covered. other topics include a crosswalk of terms with those commonly used in Property Management, the benefits of using the Standard and development of a company-level proposal for Standard implementation. Attendance in this course is recommended as a pre-requisite for other Standards courses, as it provides basic information used throughout the ISo Standard series.

http://www.npma.org/CourseDetails.aspx?EventID=3994






iso 55001: requirements and Application 7/22 - 7/24/Phoenix, AZ this course will cover the details of two of the three Stan-dard documents, ISo 55001, Asset management – Man-agement systems – Requirements and ISo 55002, Asset management – Managements systems – Guidelines for the application of ISo 55001. Instructors Cheri Cross and Kim Doner, both members of the UStAG that developed the Standard, will lead participants through an in-depth review of both documents. As the titles suggest, participants will participate in an in-depth review of the requirements for Standard certification. Further explanation, examples and resources provided in the 55002 document will be dis-cussed for each certification requirement. Each participant will receive assistance in developing a plan for implement-ing the Standard, identification of the “gaps” faced by their company, and suggestions for actions needed to achieve Standard certification. Additionally, how the ISo Standard interacts with AStM Standards and other resources provided by NPMA will be discussed.

managing subcontracts 7/22- 7/25/Los Angeles, CA this class will provide attendees with an understanding of the contractor’s contractual requirements and responsibilities re-lating to subcontractor-held government-owned property. Class presentations and discussions will focus on the various processes that must be implemented by both the prime con-tractor and the subcontractor to ensure compliance to appli-cable contractual property control requirements. In addition, the process and methods that can be utilized in performing subcontractor property control audits will be discussed.

AUGUst Basic Government propertymanagement - Defense August 18-22/oldsmar, FL this five-day course presents a detailed analysis of life cycle asset management in government property systems. In ad-dition to the fundamentals of property management and the regulatory requirements of property management; this course includes an overview of the Federal Acquisition Regulations (FAR) and other appropriate regulations used in federal government procurement of supplies and services. this course is essential if you work in property management, supply-chain, logistics, quality assurance, contract manage-ment, procurement, subcontract administration, program management or internal auditing.

npmA certification reviews & testingThe NPMA Certification Program is designed to

elevate professional standards and enhance individual

performance for those who demonstrate a high level of

competence that is essential to the practice of property

management. If you have made a commitment to a

career in property management, you should consider

obtaining your NPMA certification. Join a distinguished

group of peers worldwide who have chosen to attain

this high level of excellence.

For information about NPMA certification, visit the website at

http://www.npma.org/pages/certification.htm

CPPS Certification Review & testing (Pre-Seminar 2014 NES) June 20-22/Anaheim, CA

CPPA Certification Review & testing (Pre-Seminar 2014 NES) June 18-20/Anaheim, CA

CPPM Certification Review & testing(Pre-Seminar 2014 NES) June 21/Anaheim, CA CPPS/CPPA Fast track Pre 2014 NES CPPS/June 19-20 CPPA/June 20-21

www.npma.org | 41







June 23-26Anaheim marriott hotel

Anaheim, cA

reGister toDAy!

visit www.npmaconferences.org/nes for more information and to register!

Documents

volume 26, issue 3 issn-1072-2858 Property ... · primary agency coordinator for purchase cards and travel charge cards, DoDAAC coordinator, budget officer and several other related