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Property Management: NASA's Goal of Increasing Equipment Reutilization May Fall Short without Further Efforts

Description: A letter report issued by the Government Accountability Office with an abstract that begins "In 2010, the planned retirement of the space shuttle will require the National Aeronautics and Space Administration (NASA) to make disposal and reutilization decisions regarding over 1.2 million types of equipment. To facilitate these and other equipment management decisions, NASA recently invested $29 million in a new program: the Plant, Property, and Equipment (PP&E) Module--a component of NASA's Integrated Enterprise Management Program. GAO was asked to assess the effectiveness of NASA's processes, systems, and controls for managing its PP&E. This report addresses whether NASA (1) effectively designed controls over steps NASA identified as key to its controlled equipment reutilization process, including sending equipment to disposal, and (2) implemented policies, controls, and processes to enhance equipment reutilization. To answer these questions, GAO reviewed NASA equipment reutilization policy and conducted on-site visits at five NASA centers."
Date: January 30, 2009
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Comprehensive facilities plan

Description: The Ernest Orlando Lawrence Berkeley National Laboratory`s Comprehensive Facilities Plan (CFP) document provides analysis and policy guidance for the effective use and orderly future development of land and capital assets at the Berkeley Lab site. The CFP directly supports Berkeley Lab`s role as a multiprogram national laboratory operated by the University of California (UC) for the Department of Energy (DOE). The CFP is revised annually on Berkeley Lab`s Facilities Planning Website. Major revisions are consistent with DOE policy and review guidance. Facilities planing is motivated by the need to develop facilities for DOE programmatic needs; to maintain, replace and rehabilitate existing obsolete facilities; to identify sites for anticipated programmatic growth; and to establish a planning framework in recognition of site amenities and the surrounding community. The CFP presents a concise expression of the policy for the future physical development of the Laboratory, based upon anticipated operational needs of research programs and the environmental setting. It is a product of the ongoing planning processes and is a dynamic information source.
Date: September 1, 1997
Partner: UNT Libraries Government Documents Department

Innovation adoption processes for third party property management companies

Description: Innovation adoption studies have never been applied to third party property management companies. These companies manage buildings for a fee as their primary business. Property management companies are influential in the adoption process for new technologies because they act as gatekeepers for technical information. This study analyzes radical and routine adoption process that are found in large, professionally operated property management companies. The process is explicated. The technical managers, and their role as technology gate keepers, are described. The distinction to the technical managers between routine and radical technology is that routine technologies do something in a new way and radical technologies do something new. Observations concerning evaluation and adoption of information technologies are described. The findings suggest methods of successfully tailoring and introducing technologies to this market.
Date: July 1, 2000
Creator: Shockman, Chris & Piette, Mary Ann
Partner: UNT Libraries Government Documents Department

Measuring Property Management Risk and Loss: Step One Toward Managing Property on a Foundation of Risk, Cost, and Benefit

Description: This is a period of ever-tightening defense budgets and continuing pressure on the public sector to be more commercial-like, Property policies, practices, and regulations are increasingly being challenged and changed. In these times, we must be leaders in understanding and defining the value of our profession from a commercial standpoint so that we can provide the right services to our customers and explain and defend the value of those services. To do so, we must step outside current property management practices, regulations, and oversight. We must learn to think and speak in the language of those who fund us--a financial language of risk, cost, and benefit. Regardless of regulation and oversight, our bosses are demanding that we demonstrate (financially) the benefits of current practice, or else. This article is intended to be the beginning of an effort to understand and define our profession in terms of risk, cost, and benefit so that we can meet these new challenges. The first step in this effort must be defining and measuring risk, cost, and benefit. Our costs, although sometimes difficult to capture, are easy to understand: they are almost exclusively the effort, both within and without the property management organization, involved in managing property. Unfortunately, property risks and benefits are not so simple or so well understood. Generally, risks and benefits are identified and measured through physical inventory results: potential and actual shortages. This paper will explore the weaknesses in the current understanding and use of shortage information as the yardstick for property management risks and performance. It will define a new framework for understanding the purpose and value of property management. And finally, it will set a course for a new method of measuring and valuing physical inventoty shortages. This new method will yield accurate and useful measures of property management ...
Date: May 17, 1999
Creator: Johnson, Curtis
Partner: UNT Libraries Government Documents Department

Property Management: Lack of Accountability and Weak Internal Controls Leave NASA Equipment Vulnerable to Loss, Theft, and Misuse

Description: A letter report issued by the Government Accountability Office with an abstract that begins "For years, GAO and others have reported that the National Aeronautics and Space Administration (NASA) does not maintain effective control over the $35 billion of property, plant, and equipment (PP&E) and materials that it reports on its financial statements. GAO's report, the first in a planned series, addresses whether NASA's control environment and internal controls over NASA-held equipment provide reasonable assurance that (1) these assets are not vulnerable to loss, theft, and misuse and (2) all equipment costs are appropriately recorded in the agency's financial statements. GAO evaluated the design of NASA's property management controls by reviewing agencywide and local policies, obtaining equipment loss reports for all NASA centers, and evaluating actions taken to hold employees accountable. To confirm its understanding of the design of NASA's property controls, GAO conducted on-site visits at two NASA centers and interviewed property management officials at the remaining seven NASA centers."
Date: June 25, 2007
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Property Management Systems Requirements: Checklist for Reviewing Systems Under the Federal Financial Management Improvement Act (Exposure Draft) (Superseded by GAO-02-171G)

Description: Guidance issued by the General Accounting Office with an abstract that begins "This publication has been superseded by GAO-02-171G, Property Management Systems Requirements: Checklist for Reviewing Systems Under the Federal Financial Management Improvement Act, December 2001. This checklist reflects the Joint Financial Management Improvement Program's Property Management Systems Requirements to assist (1) agencies in implementing and monitoring their property management systems and (2) managers and auditors in reviewing agency property management systems to determine if they substantially comply with the Federal Financial Management Improvement Act. This checklist is provided as a tool for use by experienced staff and is one in a series of documents issued by GAO to assist agencies in improving or maintaining effective operations."
Date: June 1, 2001
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

Federal Real Property Management: Answers to Hearing Questions

Description: Correspondence issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO responded to congressional questions concerning federal real property management, focusing on: (1) whether GAO would advocate a more uniform management of government-owned real property; (2) whether the dispersion of ownership is a weakness in the effective management of real property; (3) what caused the weaknesses found in the management and maintenance of federal facilities; (4) whether a successful partnership between the government and the private sector can take place without the five factors identified in GAO's previous testimony; (5) what constitutes a successful partnership; (6) how underutilized property is defined; (7) to what extent did community pressure hinder or help the government's management of federal property; (8) identifying the elements of a successful joint partnership business plan; (9) how important a statutory basis is for joint partnerships; and (10) how partnerships affect historic preservation projects."
Date: July 1, 1999
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

Property Management Systems Requirements: Checklist for Reviewing Systems Under the Federal Financial Management Improvement Act (Supersedes GAO-01-554G)

Description: Guidance issued by the General Accounting Office with an abstract that begins "This publication supersedes GAO-01-554G, Property Management Systems Requirements: Checklist for Reviewing Systems Under the Federal Financial Management Improvement Act (Exposure Draft), June 2001. The Joint Financial Management Improvement Program's Property Management Systems Requirements assist (1) agencies implement and monitor their property management systems and (2) managers and auditors review agency property management systems to determine if they substantially comply with the Federal Financial Management Improvement Act. This checklist is provided as a tool for use by experienced staff and is one in a series of documents issued by GAO to help agencies improve or maintain effective operations."
Date: December 1, 2001
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

Annual Report 2008 -- Office of the Chief Financial Officer (OCFO)

Description: It is with great pleasure that I present to you the 2008 Chief Financial Officer's Annual Report. The data included in this report has been compiled from the Budget Office, the Controller, Procurement and Property Management and the Sponsored Projects Office. Also included are some financial comparisons with other DOE Laboratories and a glossary of commonly used acronyms.
Date: December 22, 2008
Creator: Fernandez, Jeffrey
Partner: UNT Libraries Government Documents Department

Office of Inspector General audit report on aircraft and air service management programs

Description: The Department of Energy`s (DOE) Albuquerque Operations Office (Albuquerque) owns seven aircraft that support defense programs, research and development efforts, emergency response programs, and official travel of Government and contractor employees. An Office of Inspector General (OIG) report, issued in 1994, identified concerns with Albuquerque`s cost for air service. Since that report, there have been reductions in cost and personnel indicating changes in air service requirements. This audit was conducted to determine (1) whether costs to operate Albuquerque`s aircraft were excessive and (2) if individual aircraft in the fleet were justified.
Date: January 1, 1999
Partner: UNT Libraries Government Documents Department

Office of Inspector General audit report on the U.S. Department of Energy`s aircraft activities

Description: On October 19, 1998, the Office of Inspector General (OIG) was asked to undertake a review of the Department of Energy`s aircraft activities. It was also requested that they report back within 90 days. The OIG has gathered information concerning the number of aircraft, the level of utilization, and the cost of the Department`s aircraft operations. They have also briefly summarized four issues that, in their judgment, may require management attention.
Date: January 1, 1999
Partner: UNT Libraries Government Documents Department

Forging the strategic linkage between facilities management and the corporation -- Production of a sites comprehensive plan

Description: In 1996, Sandia National Laboratories (SNL) undertook a major effort to develop, produce, and execute a Sites Comprehensive Plan. Fundamentally, this document is intended to serve as a tool to clarify the strategic link between (1) current and future mission needs and responsibilities, and (2) the condition, capacity, and required amount of facilities space and infrastructure. It documents the Facilities Group`s response to programmatic requests for capability and makes the case for the required facilities investments through integrated master plans that document SNL`s short- and long-range needs. This paper outlines the history and business environment that led to the writing of the plan, the organizations and committees involved, the steps required to develop and produce it, the challenges encountered in selling it, both internally and externally, and the issues involved in executing the proposed actions set forth in the plan. The paper also articulates the benefits gained by Facilities Management (FM) and the corporation, as well as the lessons learned in producing the plan. SNL has concluded that the Sites Comprehensive Plan was a worthwhile effort in terms of retained facilities investment funding, increased awareness of facility needs, and other measures, despite the significant effort and cost required to produce it.
Date: June 1, 1997
Creator: Petersen, T.P.; Williams, J.L. & Reyes, C.M.
Partner: UNT Libraries Government Documents Department

Army National Guard (ARNG) Objective Supply Capability Adaptive Redesign (OSCAR) end-user manual

Description: The Objective Supply Capability Adaptive Redesign (OSCAR) project is designed to identify and develop programs which automate requirements not included in standard army systems. This includes providing automated interfaces between standard army systems at the National Guard Bureau (NGB) level and at the state/territory level. As part of the OSCAR project, custom software has been installed at NGB to streamline management of major end items. This software allows item managers to provide automated disposition on excess equipment to states operating the Standard Army Retail Supply System Objective (SARSS-O). It also accelerates movement of excess assets to improve the readiness of the Army National Guard (ARNG)--while reducing excess on hand. The purpose of the End-User Manual is to provide direction and guidance to the customer for implementing the ARNG Excess Management Program.
Date: December 1, 1997
Creator: Pelath, R.P. & Rasch, K.A.
Partner: UNT Libraries Government Documents Department

Configuration management plan for the Objective Supply Capability Adaptive Resdesign (OSCAR) project

Description: The Configuration Management Plan for the Object Supply Capability Adaptive Redesign (OSCAR) documents the methods used for the OSCAR project to implement configuration management and control. Specific areas addressed include the establishment of baselines and change control procedures.
Date: February 1, 1997
Creator: Rasch, K.A. & Reid, R.W.
Partner: UNT Libraries Government Documents Department

Office of Inspector General audit of alternatives to testing at the Tonopah Test Range

Description: Since the 1950s, the Department of Energy (DOE) and its predecessor agencies have done weapons program testing at the Tonopah Test Range (Tonopah). Beginning the in 1990s, DOE`s testing at Tonopah declined dramatically. This decline was coincident with the signing of various international treaties, the end of the Cold War, and the movement of some types of tests to other ranges. As a result, Tonopah was left with some bomb and work-for-others testing. The objective of this audit was to determine if there were viable, cost effective alternatives to testing at Tonopah. During the early 1990s, DOE`s Albuquerque Operations Office (Albuquerque) and Sandia National Laboratories (Sandia), which operates Tonopah for DOE, explored the alternative of testing elsewhere. Some of the data gathered by Albuquerque and Sandia provided indications that testing at another range would be practical and economical. This audit followed up on the Albuquerque/Sandia studies and also indicated that testing could be done elsewhere, at a potential cost savings of several million dollars annually. Therefore, it was recommended that Albuquerque conduct a comprehensive study of all testing alternatives. Albuquerque agreed to implement this recommendation but raised technical questions regarding issues such as environmental permits, scheduling flexibility, and cost components, which warrant a more detailed examination as part of the recommended study. It was also recommended that, if the study found that it was not feasible or economical to move the testing elsewhere, Albuquerque reduce the cost of Tonopah to the minimum level necessary to support testing requirements. Albuquerque agreed to this recommendation and stated that it and Sandia continued to actively pursue cost reductions at Tonopah.
Date: March 13, 1998
Creator: Friedman, G.H.
Partner: UNT Libraries Government Documents Department

Project management plan for the Objective Supply Capability Adaptive Redesign (OSCAR) project

Description: This document establishes the project management plan for design and development of the Object Supply Capability Adaptive Redesign (OSCAR) Project. The purpose of the project management plan is to document the plans, goals, directions, commitments, approaches, and decisions that relate to guiding a project throughout its life cycle. Special attention is given to project goals, deliverables, sponsor and project standards, project resources, schedule, and cost estimates.
Date: February 1, 1997
Creator: Rasch, K.A. & Reid, R.W.
Partner: UNT Libraries Government Documents Department

Report on selected concerns regarding property accountability at the Continuous Electron Beam Accelerator facility

Description: The Continuous Electron Beam Accelerator Facility (CEBAF) is a federally funded research and development center at Newport News, Virginia, At the time of our review, Southeastern Universities Research Association (SURA) was operating CEBAF for the Department of Energy (DOE) under a management and operating (M&O) contract administered by DOE`s Oak Ridge Operations Office. SURA is currently operating CEBAF under a performance based management contract, The purpose of our inspection was to evaluate selected management issues regarding property accountability at CEBAF that we identified as a result of a complaint received by the Office of Inspector General. The complainant alleged a lack of accountability for Government equipment at CEBAF and the lack of an equipment inventory. Specifically, the complainant alleged, among other things, that after a named supervisor departed, CEBAF personnel had no idea what equipment had been assigned to the supervisor and could not account for any missing materials.
Date: November 24, 1995
Partner: UNT Libraries Government Documents Department

Office of the Chief Financial Officer Annual Report 2007

Description: 2007 was a year of progress and challenges for the Office of the Chief Financial Officer (OCFO). I believe that with the addition of a new Controller, the OCFO senior management team is stronger than ever. With the new Controller on board, the senior management team spent two intensive days updating our strategic plan for the next five years ending in 2012, while making sure that we continue to execute on our existing strategic initiatives. In 2007 the Budget Office, teaming with Human Resources, worked diligently with our colleagues on campus to reengineer the Multi-Location Appointment (MLA) process, making it easier for our Principal Investigators (PIs) to work simultaneously between the Laboratory and UC campuses. The hiring of a point-of-contact in Human Resources to administer the program will also make the process flow smoother. In order to increase our financial flexibility, the OCFO worked with the Department of Energy (DOE) to win approval to reduce the burden rates on research and development (R&D) subcontracts and Intra-University Transfers (IUT). The Budget Office also performed a 'return on investment' (ROI) analysis to secure UCRP funding for a much needed vocational rehabilitation counselor. This new counselor now works with employees who are on medical leave to ensure that they can return to work in a more timely fashion, or if not able to return, usher them through the various options available to them. Under the direction of the new Controller, PriceWaterhouse Coopers (PWC) performed their annual audit of the Laboratory's financial data and reported positive results. In partnership with the Financial Policy and Training Office, the Controller's Office also helped to launch self-assessments of some of our financial processes, including timekeeping and resource adjustments. These self assessments were conducted to promote efficiencies and mitigate risk. In some cases they provided assurance that our ...
Date: December 18, 2007
Creator: Fernandez, Jeffrey
Partner: UNT Libraries Government Documents Department

Inspection Report "Personal Property Management at Lawrence Livermore National Laboratory"

Description: The Department of Energy's (DOE's) Lawrence Livermore National Laboratory (Livermore) is a premier research and development institution for science and technology supporting the core mission of national security. According to Livermore, as of November 2008 the Laboratory managed 64,933 items of Government personal property valued at about $1 billion. At the beginning of Fiscal Year 2008, Livermore reported 249 DOE property items valued at about $1.3 million that were missing, unaccounted for, or stolen during Fiscal Year 2007. Livermore centrally tracks property utilizing the Sunflower Assets system (Sunflower), which reflects the cradle to grave history of each property item. Changes in the custodianship and/or location of a property item must be timely reported by the custodian to the respective property center representative for updating in Sunflower. In Fiscal Year 2008, over 2,000 individuals were terminated as a result of workforce reduction at Livermore, of which about 750 received a final notification of termination on the same day that they were required to depart the facility. All of these terminations potentially necessitated updates to the property database, but the involuntary terminations had the potential to pose particular challenges because of the immediacy of individuals departures. The objective of our inspection was to evaluate the adequacy of Livermore's internal controls over Government property. Based upon the results of our preliminary field work, we particularly focused on personal property assigned to terminated individuals and stolen laptop computers. We concluded that Livermore's internal controls over property could be improved, which could help to reduce the number of missing, unaccounted for, or stolen property items. Specifically, we found that: (1) The location and/or custodian of approximately 18 percent of the property items in our sample, which was drawn from the property assigned to individuals terminated on short notice in 2008, was inaccurately reflected in Sunflower. ...
Date: May 1, 2009
Partner: UNT Libraries Government Documents Department

Report on audit of the use of Hanford site railroad system

Description: The DOE in partnership with its contractors, strives to operate, maintain, and use existing physical assets to meet mission needs. Field offices have first line responsibility to ensure stewardship of the assets. Part of stewardship responsibility involves ensuring assets are fully evaluated for use in meeting the DOE`s mission. One of Richland`s oldest, yet well-maintained multi-million dollar physical assets, is the Hanford railroad system. This system, constructed in the 1940s, includes tracks, railcars, and locomotives and provides sitewide transportation. Because of the availability of this asset, the objective of the audit was to determine if Richland ensured that Hanford contractors were fully utilizing the railroad system.
Date: March 20, 1997
Partner: UNT Libraries Government Documents Department

Remotely displaying material attributes and personnel movements

Description: The United States Department of Energy (DOE) uses sensitive or classified parts and material that must be protected and accounted for. We believe there is a need for an automated system that can help protect and monitor these parts and material. In response to this need Sandia National Laboratories (SNL) has developed a real-time personnel and material tracking system called PAMTRAK that has been installed at selected DOE facilities. PAMTRAK safeguards sensitive parts and material by tracking tags worn by personnel and by monitoring sensors attached to the parts or material. This paper describes our goals when designing PAMTRAK, the PAMTRAK system components, our current installations, and the benefits a site can expect when using PAMTRAK. So far PAMTRAK has been installed exclusively at government facilities; however, it is also applicable to private industries that need to protect high value assets. Through government programs such as CRADAs, SBIRs, and other mechanisms, the DOE often works with private industry to promote further development and commercialization of national laboratory developed technologies. SNL supports and welcomes partners and new users of PAMTRAK.
Date: August 1, 1996
Creator: Anspach, J.P.; Anspach, D.A.; Walters, B.G. & Crain, B.Jr.
Partner: UNT Libraries Government Documents Department

Technical Support Section annual work plan for FY 1997

Description: The Technical Support Section (TSS) of the Instrumentation and Controls (I&C) Division of Oak Ridge National Laboratory (ORNL) provides technical services such as fabrication, modification, installation, calibration, operation, repair, and preventive maintenance of instruments and other related equipment. Work performed by TSS is in support of basic and applied research and development (R&D), engineering, and instrument and computer systems managed by ORNL. Because the activities and priorities of TSS must be adapted to the technical support needs of ORNL, the TSS Annual Work Plan is derived from, and driven directly by, current trends in the budgets and activities of each ORNL division for which TSS provides support such as reductions in the staffing levels. TSS does not have an annual budget to cover operating expenses incurred in providing instrument maintenance support to ORNL. Each year, TSS contacts ORNL division finance managers or division finance officers to obtain information concerning projected funding levels of programs and facilities they manage. TSS workforce and resource projections are based on the information obtained and are weighted depending on the percentage of support provided to that division or program. The Long- Range Work Plan is based on estimates of impact of the long-range priorities and directions of the Laboratory. Identifiable proposed new facilities and programs provide additional basis for long-range planning. After identifying long-range initiatives, TSS planning includes future training requirements, re-evaluation of qualifications for new hires, and identification of essential test equipment needed in new work.
Date: October 1, 1996
Creator: Adkisson, B.P.; Allison, K.L.; Effler, R.P.; Hess, R.A.; Keeble, T.A.; Odom, S.M. et al.
Partner: UNT Libraries Government Documents Department

The PEP-II project-wide database

Description: The PEP-II Project Database is a tool for monitoring the technical and documentation aspects of this accelerator construction. It holds the PEP-II design specifications, fabrication and installation data in one integrated system. Key pieces of the database include the machine parameter list, magnet and vacuum fabrication data. CAD drawings, publications and documentation, survey and alignment data and property control. The database can be extended to contain information required for the operations phase of the accelerator and detector. Features such as viewing CAD drawing graphics from the database will be implemented in the future. This central Oracle database on a UNIX server is built using ORACLE Case tools. Users at the three collaborating laboratories (SLAC, LBL, LLNL) can access the data remotely, using various desktop computer platforms and graphical interfaces.
Date: May 1, 1995
Creator: Chan, A.; Calish, S.; Crane, G.; MacGregor, I.; Meyer, S. & Wong, J.
Partner: UNT Libraries Government Documents Department

Report on audit of the US Department of Energy`s identification and disposal of nonessential land

Description: This document presents the results of an audit of four US DOE facilities to determine whether any land holdings are excess to current and anticipated future needs. Facilities audited were the Hanford Site, the Oak Ridge Reservation, the Idaho National Engineering Laboratory, and the Brookhaven Laboratory. Audit findings were that 309,000 acres at the Hanford, Oak Ridge, and Idaho sites were not essential to carrying out current and foreseeable mission requirements. It is recommended that the DOE dispose of the nonessential land holdings, reevaluate requirements for remaining land holdings and dispose of any additional nonessential land, and reevaluate the policy of defining ecosystem management as a valid basis for retaining Department real property. 2 tabs.
Date: January 1, 1997
Partner: UNT Libraries Government Documents Department