PROPERTY - cdn.ymaws.com · 15 Draft Executive Order Shows Asset Leadership Network Impact BY JIM DIETER, MIAM, CPPM, CF, SR. ADVISOR, T&T, AMCL AND EXECUTIVE DIRECTOR, ASSET LEADERSHIP

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ISSN-1072-2858

02.2016VOL 28 ISSUE 1

PROPERTYP R O F E S S I O N A L

T H E

Does Your Property System Account

for New Contracts and Modifications?

Here’s Why it Should!

PASSÉ?

OUTCOME/PROCESS OF “IDENTIFICATION”

IS THE

ALSO IN THIS ISSUE2016 NPMA Awards Calendar

The Cycle Count. An Automated Approach to Managing High-Value, Mission-Critical Property

Property Management Today“It’ll Take an Act of Congress”(Actually Yes...It Did)

2016 Election Nominees

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Entire contents © Copyright 2016 by the National Property Management Association, Inc. All

rights reserved. Reproduction of the contents of The Property Professional in whole or in part by

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authors are the sole responsibility of the contributors and do not imply an opinion on the part

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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

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POSTMASTER: Send change of address notices to Membership Coordinator, National Office -

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SPECIAL FEATURES

14 Does Your Property System Account for New Contracts

and Modifications? Here’s Why it Should!

BY ANGEL ROSARIO, NUTMEG CHAPTER

18 Property Management Today “It’ll Take an Act

of Congress”(Actually Yes...It Did)

BY J.E. SKIP ADOLPH, CPPM CF, LOS ANGELES CHAPTER

20 The Cycle Count. An Automated Approach to Managing

High-Value, Mission-Critical Property

BY ERNEST SERSEN, CPPM (SPACE COAST CHAPTER)

28 2016 Election Nominees

REGULAR FEATURES

04 National President’s Column

05 Editor’s Column

07 Special Interest Groups

13 #AssetManagement – Trending Now – Using

Augmented Reality to Increase Logistics Efficiency

17 Puzzle Challenge

27 Ask the Expert

INDUSTRY CHATTER

06 Portable Scanner Market Analysis

07 ASTM E53 Committee on Asset Management 2015

Wrap Up and Changes Coming for 2016

BY BILL FRANKLIN, CPPM

12 Veteran’s Small Business Enhancement Act of 2015

BY SCOTT E. PEPPERMAN, NATIONAL ASSOCIATION OF

STATE AGENCIES FOR SURPLUS PROPERTY (NASASP)

15 Draft Executive Order Shows Asset Leadership

Network Impact

BY JIM DIETER, MIAM, CPPM, CF, SR. ADVISOR, T&T, AMCL AND

EXECUTIVE DIRECTOR, ASSET LEADERSHIP NETWORK

19 Military 3D Printing

BY JOHN HARPER

37 GAO Reports on the Implementation of the Federal

Buildings Personnel Training Act of 2010

EDUCATION

38 March and April Course Schedule

ADVERTISERS

02 AssetSmart

06 GP Consultants

16 Capitol Asset Resources 22 Metalcraft

24 NPMA SES

25 NPMA NES

40 Sunflower Systems

Is the Outcome/Processof “Identification” Passé?08

V O L 2 8 I S S U E 1

COVER STORY

C O N T E N T S

BY CHARLES A. WASZCZAK, OHIO VALLEY CHAPTER

S O C I A L facebook.com/groups/NPMAAssetManagement linkedin.com/groups/NPMA-1676387 NPMA Asset Management channel

4 THE PROPERTY PROFESSIONAL VOLUME 28, ISSUE 1

NATIONAL PRESIDENT MARCIA WHITSON, CPPM, CF

2016 IS SUCH AN IMPORTANT YEAR FOR THE NPMA AND FOR THE UNITED STATES OF AMERICA. It is an election year. All the critical leadership positions are up for election. Elections in a representative democracy are an opportunity for citizens and for our members to pick leaders of their choice to represent them in the running of our country and our Association respectively. There are three important aspects to our Associational elections:

1 Selection - The Chapters National Delegate(s) will convey the vote of the membership at the National Board Meeting held at the 2016 National Education Seminar (NES) on August 28, 2016. The slate of candidates will be posted on the website and in The Property Professional. It is important that you carefully review each candidate and make an informed decision on the most qualified person to fill each position. The National Election Committee is diligently seeking willing members to serve in each position and wants to provide at least two candidates for each position.

2 Accountability - By electing a person to serve in one of these important leadership positions, the membership will hold that person accountable in meeting the requirements of the position for which they are elected.

3 Commitment - The successful candidate should understand your expectations and be committed to lead this association in a responsible, efficient and effective manner. Success will come when membership is committed to the same goals, growth and successes as the leaders who fulfill their positions.

As you think about the upcoming elections, please consider running for one of these very important positions. Yes, it will be a time consuming commitment, but it is one that will provide immeasurable rewards in return. Here are some qualities of a good leader, as posted on a Yahoo blog:

• Leads by example: This means caring how things are done and finding ways to do things better. Being involved and involving members who have the knowledge, talent and willingness to move the association ahead.

• Sees the big picture: A goal-oriented person who can visualize the big picture. One who understands that a well-planned, carefully executed, and flexible strategic plan will provide a path to the future.

• Puts the interest of others before themselves: The leader’s job is actually enabling others to accomplish tasks by anticipating, managing and eliminating barriers for success. They are willing to take the blame for failures and learn from mistakes and are ready to listen and support others who may have a better vision or idea.

• Inspirational: The ability to inspire, motivate and enable others to be the best they can be. Creating a team of people who are confident and able to get things accomplished. Inspiring others by facing challenging situations and dealing with them in an honest and forthright manner. Our leaders need to be committed to learning and providing opportunities for others to learn.

These are qualities you should look for in your future leaders, or they are qualities which you can build by becoming one of our next leaders. Seek information, evaluate facts, and never hesitate to ask.

I look forward to working with you in the New Year, let’s make 2016 the best year you have ever had professionally!

Elections in a representative democracy are an opportunity for citizens and for our members to pick leaders of their choice to represent them in the running of our country and our Association respectively.”

‘‘

2016 ELECTION YEAR

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Greetings, The Property Professional readers, and Happy New Year! I hope that you all enjoyed a happy and restful holiday season and are excited and energized for 2016! With the arrival of a New Year, we hear much about making personal changes for the better (hence, the “New Year’s Resolution.”) Along the same vein, this year will see some changes to The Property Professional which I hope you’ll find will enhance your reading experience. For years, The Property Professional has served as one of many knowledge sharing platforms for the NPMA. Through enabling our members to share their knowledge and experience, it has brought informational content to readers on industry news, trends, and best practices, while keeping us (despite geographic challenges) in touch with one another and with the association. But just as we tend to acknowledge room for self-improvement with each January 1, we saw some room for improvement to The Property Professional with the arrival of 2016.

This year, we’re going to move away from issue “themes” to allow for more diverse content in each issue and article submissions on a variety of topics. You all have a lot to say (or write, in this case) and we want to read about it even if the topic doesn’t adhere to a specific theme. We have seen such diverse articles over the years which allow our magazine to keep current, informative and exciting, and we want to continue to encourage that diversity in article submissions. So, if you have an interesting idea or knowledge to share, we want to read about it! The other change that you’ll notice is the incorporation of “mini” articles to ensure that our readers receive a greater quantity of timely information in each issue. We will still include feature articles, but these shorter, more concise pieces will provide information on a specific topic without going into great detail, to give you just enough to “be in the know,” and perhaps inspire you to seek out additional information. Hopefully you’ll find that these changes improve on an already wonderful publication, but as always, we welcome your feedback to make the magazine even better.

This issue starts out with “Is the Outcome/Process of “Identification” Passé?” by Charles A. Waszczak, CPPM. Also in this issue, we have “An Automated Approach to Handling High-Value, Mission-Critical Property” by Ernest Sersen, CPPM; “Property Management Today ‘It’ll take an Act of Congress’ (Actually Yes… It Did)” by J.E. Skip Adolph, CPPM CF; and, “Does Your Property System Account for New Contracts and Modifications? Here’s Why It Should!” by Angel Rosario

With that, I present the first The Property Professional issue of 2016. Happy reading!

NEW YEAR,NEW LOOK !

PROPERTY PROFESSIONAL EDITOR BETSY TUCKER, CPPA

C O N T A C T U S

NPMA NATIONAL OFFICE

3525 Piedmont Rd, Building 5, Suite 300 Atlanta, GA 30305 Tel: 404-477-5811 Fax: 404-240-0998

NPMA NATIONAL OFFICE STAFF

ME PROGRAM MANAGER: Jennifer (Jen) Sanford [email protected] AND MARKETING SENIOR COORDINATOR: David Beauchamp [email protected] AND EDUCATION SPECIALIST: Lisa Golden [email protected]: Tenez Quarles [email protected] & FLEET CERTIFICATION SPECIALIST: Emily Rhodes [email protected]

THE PROPERTY PROFESSIONAL EDITORIAL TEAM

NATIONAL EDITOR: Billie Jo Perchla, CPPM, CF [email protected] EDITOR: Betsy Tucker, [email protected] EMERITUS: Dr. Douglas Goetz, CPPM, CF [email protected] REGION EDITOR: Barbara Bays, CPPM [email protected] REGION EDITOR: Toby V. Bell, CPPM [email protected] REGION EDITOR: Keith Record, CPPM keith.c.record@L-3com

NPMA EXECUTIVE BOARD

NATIONAL PRESIDENT: Marcia Whitson, CPPM, CFTel: 865-947-3047 [email protected] VICE PRESIDENT: Cinda Brockman, CPPM, CFTel: 858-361-4270 [email protected] PAST PRESIDENT: Cheri Cross, CPPM, CF Tel: 865-574-6046 [email protected] PRESIDENT ADMINISTRATION: Ivonne Bachar, CPPM, CFTel: 650-723-9095 [email protected] PRESIDENT CERTIFICATION: Rosanne (Beth) Green, CPPM, CFTel: 321-751-9014 [email protected] PRESIDENT COMMUNICATIONS AND MARKETING: Jessica Dzara, CPPM, CF Tel: 703-400-3170 [email protected] PRESIDENT FINANCE: Brandon Kriner, CPPM, CFTel: 202-255-1085 [email protected] PRESIDENT MEMBERSHIP: Ken Black, CPPM Tel: [email protected] PRESIDENT PARLIAMENTARY PROCEDURES: Dr. Douglas Goetz, CPPM, CF Tel: 937-306-8372 [email protected] PRESIDENT PROFESSIONAL DEVELOPMENT: Cathy Seltzer, CPPM, CFTel: 703-227-2530 [email protected] VICE PRESIDENT CENTRAL REGION: Gary Quinn, CPPMTel: 575-415-3299 [email protected] PRESIDENT EASTERN REGION: Tara Miller, CPPM, CFTel: 321-867-8910 [email protected] PRESIDENT WESTERN REGION: Robert Kaehler, CPPSTel: 925-209-0944 [email protected]

NATIONAL DIRECTORS

CERTIFICATION GOVERNING BOARD CHAIR: William Beedle, CPPM, CFCOUNCIL OF FELLOWS: Pam McFarland, CPPM, CFAWARDS PROGRAM AND COMMUNICATIONS: Kimberly Saeger, CPPSCERTIFICATION: Iris Thompson, CPPM, CFCHAPTER SUPPORT – EDUCATION: Kathy Baker, CPPAHISTORICAL ARCHIVES: Nancy Chapman, CPPM, CFJOB AWARENESS: Marlene Lynn, CPPM, CFGROWTH & RETENTION: Sarah WiebensonSEMINARS: Mike Showers, CPPMSPECIAL INTEREST GROUPS: Cheri Cross, CPPM, CFFOUNDATION ADMINISTRATOR: Raam Vichare, CPPM, CF


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PORTABLE SCANNER MARKET ANALYSIS

According to a December PR Newswire posted press release from Research and Markets, a Global Portable Scanner Market 2015-2019 analysis has been released. According to the report, the portability factor of scanners is contributing to the growth of the market. Further, the report states that a major challenge that the portable scanner market will face is the growing popularity of smartphones, especially when it comes to 2D barcodes. Only 2D imagers and scanners are capable of reading 2D as well as 1D barcodes. Now, smartphones have the ability to read 2D barcodes. Thus, the high adoption of smartphones in the consumer electronics market and in industries such will impact the sale of 2D imagers.In terms of revenue, this new report has estimated the global portable scanner market to post an impressive market value of more than USD 1,300 million by 2019. Factors like the high portability of these scanners coupled with their ability to assist in inventory management are expected to account for this market’s steady growth during the forecast period.The press release can be found on news.sys-con.com.

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SPOTLIGHT ON THE

SPECIAL INTEREST GROUPS (SIGS)

NPMA has launched the new SIG websites! The Special Interest Groups enhance membership knowledge and professional development. NPMA has been working hard to give the SIG website a new look, and put a greater emphasis on the user experience.

If you are currently a member of a SIG, you have automatically been placed in your associated SIG. To access the SIG, please log in to your NPMA member profile. The SIGs will be listed under groups in your member profile. An FAQ document can be found using the Frequently Asked Questions link at the bottom of the SIG Groups page.

Also, all archived material has been transferred to the new site and placed with the appropriate SIG.

If you have any questions regarding the new SIG site, please contact [email protected].

NEW SPECIAL INTEREST GROUP SITE NOW AVAILABLE!

GotQUESTIONS?

You can

start today!

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.

JOIN NPMA SIGS

S I G S AND THEIR CHAIRPERSONS

CONTRACT PROPERTY

Carolynn Bundy, CPPM, CF

and Shawn Megaw, CPPM, CF

DOE/NNSA & CONTRACTORS

Cheri Cross, CPPM, CF

ELECTRONIC STEWARDSHIP

Ronnie Sparks, CPPM

EXCESS PROPERTY &

DISPOSITION

David Robbins, CPPS

FEDERAL PROPERTY

MANAGEMENT

Angela Cooper, CPPM

FLEET MANAGEMENT

Russ Johnson

HOSPITALS &

MEDICAL FACILITIES

Norman Pugh-Newby,

CPPM, CF

NASA & CONTRACTORS

Marjorie Jackson, CPPM

STATE & LOCAL GOVERNEMENT

Patti Eldred, CPPA

PROPERTY INVENTORY

MANAGEMENT

Brian Ross, CPPS

STATE & LOCAL GOVERNMENT

Scott Pepperman

SUBCONTRACTOR-HELD

PROPERTY

Terri Snook, CPPM, CF

and Niki Milsaps, CPPM

UID

Pat Jacklets, CPPM, CF

and Dan Tully, CPPM

UNIVERSITY, COLLEGE &

OTHER NON-PROFITS

Frank Gonazelz, CPPM, CF

and Rick Dillard, CPPM

ASTM E53COMMITTEE ONASSET MANAGEMENT2015 WRAP UPAND CHANGESCOMING FOR 2016

The E53 Committee on Asset

Management had an active 2015.

Members voted on seven issued ballots

ranging from current standard reviews,

revisions, withdrawals and approving

new standards as presented. Behind the

scenes task groups and subcommittee

Chairman led the work effort to prepare

documents for inclusion on the ballots.

E53 members took a survey about their

use of the standards, how they were

being received within their organizations,

and what would they like to see in

standards development. There was

also an election held for all officer and

member at large positions.

Which leads me to my next topic – new

leadership for E53. As the outgoing

Chairman it is my pleasure to share with

you the new E53 Executive Committee:

Cinda Brockman – Chairman

Rick Shultz – Vice Chairman

Stacy McLamb – Recording Secretary

David Barder – Membership Secretary

Amber Propert – Member at Large

Tamra Zahn – Member at Large

Mike Showers – Member at Large

Scott Pepperman – Member at Large

If are not a member or your organization

does not have a member you should be

asking yourself why. For questions about

E53 or to join contact Bill Franklin at

[email protected].

SUBMITTED BY OUTGOING COMMITTEE CHAIRMAN, BILL FRANKLIN, CPPM


C O V E R S T O R Y

UESTIONINGA question came across my mind as I made an informative presentation on “identification” at the 2015

NPMA NES in Fort Worth, Texas. Is the Government Property clause outcome/process of “identification” passé?

On further reflection, this led to yet another question - has the process of “identification” morphed into a higher, over-arching and, perhaps, a more contemporary outcome/process?

Completing the circle, a third question followed - should this contemporary outcome/process replace that of “identification?”

It was with these questions in mind that I decided to thoughtfully contemplate the answers. The discussion that follows in this paper is limited to non-consumables, i.e., Equipment, Special Tooling and Special Test Equipment. Material MAY NOT be a player in this discussion. I’ll save THAT for another paper.

Q

PASSÉ?OUTCOME/PROCESS OF “IDENTIFICATION”

IS THE

BY CHARLES A. WASZCZAK, OHIO VALLEY CHAPTER

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C O V E R S T O R Y

SETTINGFAR clause 52.245-1(f )(1)(ii) compels contractors to,

“establish and implement property management plans, systems, and procedures at the contract, program, site or entity level to enable” a listing of outcomes including one involving “receipt of Government property” which contains a subsumed outcome/process requirement for “identification” of Government property. Here’s what is says:

(ii) Receipt of Government Property. The Contractor shall receive Government property and document the receipt, record the information necessary to meet the record requirements of paragraph (f )(1)(iii)(A)(1) through (5) of this clause, identify as Government owned in a manner appropriate to the type of property (e.g., stamp, tag, mark, or other identification), and manage any discrepancies incident to shipment.i

Identification, as I noted in my presentation, has two dimensions being both an action AND that of physical evidence.

> The action of identification is the process of distinguishing and physically marking property as Government owned

> The physical evidence of identification is the marking/ tag itself which permits validation of its association as being Government ownedii

Therefore, a contractor must establish Property Management System (PMS) process procedures describing how they will distinguish and physically mark property as Government owned. The efficacy of this identification process procedure is tested by the Government Property Administrator (PA) during a Property Management System Audit (PMSA) potentially using one or more of four methods:

> As a separate process review, e.g., for large contractors with a clearly separate and distinct identification step in their receiving process defining a population for the process of identification

> A “records-to-property” sample> A “property -to-records” sample> Purposefully by visually noting the presence/absence of

an identification tag

HISTORY & IDENTIFICATIONMy NPMA NES presentation established a historical as well

as a contemporary context for identification as a means of association using as examples:

> Cattle branding as evidence of ownership dating back to 2700 B.C. Egypt

> The ‘Terra Cotta’ army commissioned by China’s first Emperor Qin Shi Huang enabling 5000 years of dating artifacts to successive dynastiesiii

> Undated coinage linked to period rulers and therefore to a specific date period (coin depicting Orodes II, King of Parthia, 57-38 BCE)iv

> Artifacts raised from sunken ships linked to specific vessels and dates of loss (Tri-centennial Royal 1715 coin & Edmund Fitzgerald bell, 1975)v

> Aircraft wreckage of a specific aircraft type and hence to a specific flight number and date (MH370 “flaperon”)vi

PROCESS CONNECTIONSWhile the outcome/process of “records” is characterized

as the NEXUS, or central touch point of all other outcomes/processes, identification either facilitates or is a key in all other stewardship responsibilities. In addition to its pivotal role in facilitating records association, it also enables tracking, locatability, accountability, and disposal and is a key element in the other outcome/processes of stewardship.

IDENTIFICATION METHODSIt was at this point in my NPMA NES presentation where

the first question arose that started my thinking…I noted that, “identification methods are numerous, from a

simple mark on the item, to a barcode, to the more elaborate tagging by electronic transmitters” and noted several “mature & arriving methods of identification,” including the following:

> Labels> Bar Codes> UID (Unique Identifier)> RFID (Radio Frequency Identification) > Bio-MetricsWhat caught my attention was that after I noted the

rudimentary methods of identification such as “simple marks on an item” and “labels,” all of the other forms of identification I noted were associated with various forms of tracking methodology.

REQUIREMENT – THE BARE NECESSITIES…Let’s revisit the FAR clause outcome/requirement for

“identification.”“…identify as Government owned in a manner appropriate

to the type of property (e.g., stamp, tag, mark, or other identification)...”

If we read the words in this portion of the sentence relative to identification there are two distinct thoughts conveyed:

1. As the steward of Government contract property that a contractor might acquire (via any/every source and means as in the outcome/process of “acquisition”) the contractor is required to distinguish (identify) property that is owned by (titled in) the Government from that which is not;

2. The manner of distinction (as determined by the steward or contractor) may vary (stamp, tag, mark, or other identification) depending upon what the property is.

This seems quite simple and straight forward, until it becomes apparent that the “elephant in the room” appears when the outcome/process of identification is woven into the fabric of the contractors PMS. Which, by necessity, goes deeply (specifics as to what, how, when, where & why/why not to mark any number of vastly differing items) and broadly (interconnection to/with other outcomes/processes).

IS THE


C O V E R S T O R Y

Testing this outcome/requirement by the Government PA has two dimensions to test both “depth” and “breadth.”

> Depth of the identification outcome/process is tested in two-steps. First, in preparation for a PMSA the PA performs a subjective evaluation of the contractor’s processes/procedures to consider the “wingspan” or coverage across all manner and types of Government contract property the contractors would encounter at a given PMS covered location or site. Second, sampling techniques (noted, above) determine whether the process/procedures are being applied in routine practice.

> Breadth of the identification outcome/process is tested as a supporting item when other processes/outcomes are tested. Consider “receiving” or “records” outcome/ process testing during a PMSA, where “identity” is one of the items included in the spreadsheet, though there are both strengths and weaknesses to testing identification under another process.

SHIFTING GEARS – ACHIEVING HIGHER PERFORMANCE

Are we stuck in first gear with the outcome/process of identification?

The outcome/process of identification tends to be a passive state meaning that once a tag or label is placed, the item is “identified” – game over.

Let’s look at the commercial market for tagging and

labeling products to note something interesting. Once you get beyond the markers and paper tags sold at Staples and Office Depot, one finds robust tagging and labeling products that provide far greater capacity for information capture and even numerous means of passive and even active transmittal of that information for inventory, record keeping, reordering, locatability, etc. In fact, such tagging and labeling permits tracking capability.

Could one conclude then that a prospective outcome/process for tracking could be characterized as an active state; one that is immensely more robust than that of identification?

While the simple marking an item with a marker or a rudimentary tag or label has a place, continuing to require a contractor to have an outcome/process to merely identify an item, serves as a disincentive to evolve their PMS to one that becomes more efficient and less expensive.

So, “raising the bar” might serve to motivate the steward to do a far better job of managing Government contract property.

The fact is that those companies in the commercial market already provide the “identification systems,” having evolved their businesses to accentuate the “tracking” function.

An additional consideration is this, in an outcome/process of tracking, identification remains an integral basic component, so nothing is lost, but infinite possibilities for innovation are opened! Shifting into a higher gear will therefore permit and enable higher performance.

WWW.NPMA.ORG 11

C O V E R S T O R Y

THE CHANGEThe FAR requirement at 52.245-1(f )(1)(ii), might be modified

as follows: (ii) Receipt of Government Property. The Contractor

shall receive Government property and document the receipt, record the information necessary to meet the record requirements of paragraph (f )(1)(iii)(A)(1) through (5) of this clause, identify track as Government owned in a manner appropriate to the type of property (e.g., stamp, tag, mark, or other identification), and manage any discrepancies incident to shipment.

A NEED FOR CHANGE?Do we (Government and Contractor, alike) know where

Government contract property is? Evidently not, since the Federal Government is struggling

to accurately account for its property in order to comply with the Chief Financial Officers Act of 1990. As an example, the Department of Defense (DoD) took controversial initial steps to track Government contract property by requiring Item Unique Identification of certain items beginning with these DFARS requirements (the first two cites, have been updated since the initiation dates noted, below):

> DFARS 252.211-7003 Item Identification and Valuation (JAN 2004)

> DFARS 252.211-7007 Item Unique Identification of Government Property (SEP 2007)

> DFARS 252.245-7001 Tagging, Labeling, and Marking of Government-Furnished Property (APR 2012)

But complicating fundamental issues come into play.First, and perhaps key, Government agencies are having

contract formation issues with consistently embedding required Government property related clauses in applicable contracts (which includes cost-reimbursement instruments, noted below).vii viii Literally, there is no possibility of Government contract property accountability without writing the contract right, right?

“Accountability and auditability of Government Furnished Property (GFP) cannot be achieved if contracts do not contain the appropriate contract clauses.” ix

If there is no overall contract requirement relative to Government contract property, accountability is a moot point.

Second, there is the uncontrollable growth of Government contract property resulting from each and every cost-reimbursement type contract written by Federal agencies. Almost ALL “contractor-acquired property” is titled to the Government (exceptions might include acquisitions under contracts with educational institutions, non-profit organizations and grants).x xi Government agencies typically have virtually no visibility of this vast and ever increasing pool of Government contract property unless and until it is delivered under the contract. xii

Doesn’t it seem logical that a steward (Contractor) properly tasked by appropriate contract language should track that over which the owner (Government) lacks visibility? I believe there is both an urgent and compelling Government need to have its contact property “tracked,” not merely “identified.”

CULTURE CHANGE – FOR ALL

The Government has to want it…Besides getting the right Government contract property

clausal coverage on their contracts as a necessary first step, changing the Governments own FAR 52.245-1 requirement is not an insurmountable task. Looming large is the fact that “if” the Government wanted to add the tracking outcome/process, there’s not much a prospective contractor could do about it other than comply. But, it’s fair to say that not all elements of “Government” want the exposure that such tracking might bring. Truth be known, lack of accountability definitely has SOME benefits. In addition, Government has to want to lead contractors to further “evolve” their PMS. The Government contract property revisions initiated by June 2007 FAR changes were a beginning. “Tweaking” this a bit further to include “tracking” as an outcome/process might be a natural next step in the evolution process.

The Contractor needs to do it…Ah, the devil is in the details, which coincidently are the

contractor’s written processes and procedures! Stewards of Government contract property ALREADY perform some level of Government property tracking as evidenced by property records. Perhaps the greatest benefit of an outcome/process of “tracking” would be the expansion on this in the written PMS processes and procedures that support it. So, changing the focus from a passive (passé) outcome/process of “identification” to a more robust, active outcome/process of “tracking” could enable latent PMS efficiencies and economies, simply resulting from the focus change. Speaking of efficiencies and economies it might be time for the contractor community as a whole to provide better PMS performance vis-à-vis the freedoms tendered by the Government contract property requirements revisions initiated by June 2007 FAR changes. If commercial firms can achieve and demonstrate a better than 99% level of confidence in tracking their own assets, isn’t it time that the Government get that too?

It must be verified…Speaking of confidence levels, why shouldn’t we be asking for

improved performance from our contractors in asset tracking? One might conclude that if contractors were better able to track Government contract property (99+% confidence level) via proven process and mechanical controls that we could further reduce costly and time consuming PMSA. In effect, expecting and getting more, accrues savings and limits losses.


C O V E R S T O R Y

A STARTING POINT…The above discussion is just that, a starting point for bright

minds to engage and debate this idea. Should we require tracking instead of identification? Let’s talk about it some more and then come to an informed conclusion. We might all benefit from it!

ABOUT THE AUTHOR:

An engaging and energetic NPMA speaker at both the national and local chapter levels, Chuck Waszczak is a 12-year NPMA member, Ohio Valley Chapter VP and delegate. He is a Professor of Continuing Education at the Defense Acquisition University-MidWest Region, teaching Government property, contracting and acquisition courses as well as providing performance support to DoD and other Government agencies. Chuck is also a 31-year member of NCMA and a Lifetime Certified Professional Contracting Manager (CPCM), A DoD Acquisition Corp member and retired member of the Armed Forces. He was selected as the NPMA Federal Property Manager of the Year at the recent 2015 NPMA NES, Fort Worth, Texas.

i Federal Acquisition Regulation, http://farsite.hill.af.mil/reghtml/regs/far2afmcfars/fardfars/far/52_237.htm#P616_91924ii “Identification,” Charles A Waszczak, 2005 NPMA NES Proceedings Journaliii CHINESE DYNASTIES by Subhuti Dharmananda, Ph.D., Director, Institute for Traditional Medicine, Portland, Oregoniv History of Coins and Collecting, A Brief History of Ancient Coins, Copyright © 1999 Edward J. Waddell, Ltdv Million-Dollar Find: Shipwreck’s Golden Treasure Includes Very Rare Coin, Elizabeth Palermo, Associate Editor, Live Science, July 28, 2015, http://www.livescience.com/51679-shipwreck-treasure-hunters-gold-coins.html also - The Bell Recovery, Great Lakes Shipwreck Museum website, http://www.shipwreckmuseum.com/the-bell-recovery-63/vi ‘Certainty’ that Reunion Island debris is from MH370, French official says, Jason Hanna and Saskya Vandoorne, CNN, (http://www.cnn.com/2015/09/03/europe/mh370-investigation/), September 4, 2015vii OUSD/ATL Memorandum, “Government Furnished Property Clause Compliance,” Sep 19, 2014viii OUSD/ATL Memorandum, “Publication of the First Quarter Fiscal Year 2015 Government-Furnished Property Clause Compliance Scorecards,” Feb 25, 2015ix Ibid.x Federal Acquisition Regulation, FAR clause 52.245-1(e), Title to Government Property, http://farsite.hill.af.mil/reghtml/regs/far2afmcfars/fardfars/far/52_237.htm#P616_91924xi Defense Federal Acquisition Regulation Supplement, Procedures, Guidance and Information, 245.402, Title to contractor-acquired property, http://farsite.hill.af.mil/reghtml/regs/far2afmcfars/fardfars/dfars/Dfars245.htm#P259_15839xii Ibid.

NASASP is continuing our support of Veterans across the United States, through our proposal and backing of the Veteran’s Small Business Enhancement Act of 2015. The Bill, if passed, would allow Veteran owned small businesses to begin to acquire needed items through the Federal Surplus Personal Property Program (FSPP). They currently do not have this authority. The present status of the Bill is it has been passed in the subcommittee and is ready for a floor vote in the Senate. In the House of Representatives, we have almost 20 sponsors.

NASASP is continuing our work to get this Bill passed in both chambers and to the White House for a signature as soon as possible. We are working on Capitol Hill using our representation there to accomplish this goal. Support is still needed, so we are asking everyone to contact your Senator and Representative and ask them to support and pass S. 1400 (Senate) and HR 2221 (House). No one deserves FSPP items more than our Veterans. The Veteran’s Small Business Enhancement Act of 2015 will give them this right.

VETERAN’S SMALL BUSINESSENHANCEMENT ACT OF 2015

Submitted by Scott E. Pepperman, Executive Director, National

Association of State Agencies for Surplus Property (NASASP)

WWW.NPMA.ORG 13

In a report published by DHL Trend Research, Augmented Reality in Logistics, augmented reality has the potential to benefit four main areas associated with logistics including: warehouse operations by optimizing the picking process and space planning; transportation optimization to ensure loads are complete, international travel regulations are adhered to, traffic support, and loading efficiency; last mile delivery by providing drivers with key information about their shipments, space requirements, delivery instructions, and special handling requirements which will increase efficiency and reduce the likelihood of damaged deliveries, improve indoor and outdoor navigation, and the potential to utilize facial recognition technology to ensure the safe delivery of parcels that are of high value or that require high security; and enhanced value-added services such as providing instructions to assemble and/or repair deliveries, as well as provide customer services such as determining their shipping options.

Technology such as Google Glass may not be the best fit for every environment but for those working in complex warehouse environments where you have many employees coming and going, and it isn’t possible to memorize your entire inventory, much less be able to find it quickly, this may present an enormous advantage.

Google Glass didn’t take off as expected for entertainment purposes but did find new life in the logistics industry and Google is now targeting businesses as opposed to individuals through ‘Glass at Work.’ In addition to its early presence in the logistics environment, Glass at Work has already developed partnerships with

Imagine a world where you can locate inventory with your hands free of paper or barcode scanners. With recent strides in technology, augmented reality makes this possible.

A pilot program was recently conducted in the Netherlands using a partnership between DHL International and Ricoh Company, Ltd. to test the use of Internet connected eye wear in a logistics environment. Ricoh, a digital business and printing solutions company, is a customer of DHL International who manages the logistics associated with their high-volume order e-fulfillment. During this three week pilot, ten of their warehouse order pickers tested the use of augmented reality to pick over 20,000 items and fulfill over 9,000 orders. As opposed to the typical use of barcode scanners and paper pick lists, the pickers utilized two smart glass options including Google Glass and Vuzix M100. These wearables assisted the pickers in finding the fastest route to the products they were looking for and were also able to read barcodes for verification. The pilot resulted in a significant “more than 25% performance increase” according to DHL International. DHL’s performance improvements were based on increased productivity as well as a reduction in picking errors. Additionally, high remarks were received from the logistics professionals testing the technology with specific emphasis placed on the ease of wear ability, having their hands free, and the ability to operate more quickly.

According to the Wall Street Journal, “Exel, a Deutsche Post DHL Group unit, plans to give workers Internet-connected eyewear like Google Glass in two U.S. warehouses in a bid to boost productivity.”

ten different organizations, which seem to give them a leg up in the healthcare industry. Healthcare specific product visions focus on connecting doctors with other doctors and their patients, pulling medical records in real-time, and providing front-line workers with instant assistance from experts in the field.

SOURCES:http://www.dhl.com/en/press/releases/releases_2015/logistics/dhl_successfully_tests_augmented_reality_application_in_warehouse.html http://www.ibtimes.com.au/google-glass-used-vision-picking-scanning-paper-work-dhl-logistics-services-1460827http://www.wsj.com/articles/dhl-unit-plans-google-glass-experiment-in-us-warehouses-1439568950 https://developers.google.com/glass/distribute/glass-at-work?hl=en https://www.delivering-tomorrow.com/wp-content/uploads/2015/08/dhl-report-augmented-reality-2014.pdf https://www.youtube.com/watch?v=I8vYrAUb0BQ

ABOUT THE AUTHOR:

Jessica Dzara, CPPM, CF is the NPMA National Vice President of Communications and Marketing. Ms. Dzara is a Manager at Sunflower Systems where she has over eight years of asset management experience focusing primarily on Federal Agencies and specializing in software implementation and data analysis as well as the development of business processes, documentation and training programs. Ms. Dzara holds a BS in Graphic Communications from Clemson University and resides in Virginia.

#ASSETMANAGEMENTTRENDING NOW – USING AUGMENTED REALITY TO INCREASE LOGISTICS EFFICIENCY

By Jessica Dzara, CPPM CF, NOVA Chapter

#AssetManagement is a regular Property Professional column that highlights innovative trends in the world of asset management that can be applied to new and exciting fields.


review should look like, but WHY you review each contract is a must.

SO WHERE DOES IT SAY I HAVE TO REVIEW EACH CONTRACT?

Fundamentally speaking, you’d be hard-pressed to adequately administer a contract if you’ve never read the contract in the first place. Often times, during discussions you will hear someone ask “It Depends. What does the contract say?” If you haven’t reviewed the contract in the first place, you may be missing important requirements such as reports, or you may be missing special clauses.

WHAT’S THE IMPACT?Failure to receive and review contracts/

modifications prohibits the asset management professional from adequately meeting clausal requirements. The absence contract reviews may increase contract costs and affect delivery schedules due to inconsistent execution of contract requirements.

WHAT DOES A CONTRACT REVIEW LOOK LIKE?

Contract reviews (either pre-award or post award) do not have to be a painstaking task. First, the property professional

should identify whether the contract has Government property implications. Is there any property furnished, fabricated, acquired? Reading the contract’s statement of work can help identify the contractor’s responsibilities.

I then recommend asking yourself a series of questions, or create a quick checklist to help you through the decision tree.

Identify what type of contract are you reviewing? This will help you identify if Government property may be in the contract. For example, a firm fixed price supply contract will likely NOT have Government property furnished or acquired. By comparison, a Cost Plus Fixed Fee Research and Development Contract will likely allow the contractor to purchase property, which will become Government property. Failing to identify what type of contract your company is awarded can leave to adequately managing Government property in your possession.

WHAT IS THE CONTRACT TYPE?

Under a Firm Fixed Type, property may be furnished. Is the Government furnishing property? Is there a property listing/attachment in the contract?

Under a Cost Type, property may be furnished or acquired. Is the contractor authorized to acquire property? What is the process for acquiring said property?

DOES THE FAR 52.245-1 APPLY TO THIS CONTRACT?

Determine if the Property Clause applies to the contract. Does the aggregate cost of all property exceed the Simplified Acquisition Threshold? (SAT = $150,000)

If the clause is missing from the contract, contact your contracting department and submit for an administrative modification to add the property clause.

What Other Mandatory Clauses Must Be Added To The Contract?

Many of us property professionals have been working in the Asset Management field for quite a few years. By comparison, a good chunk of us are relatively new to the field, and are just now learning how complex and inclusive of other systems this whole asset management ‘thing’ is.

As I become familiar with industry leading practices, certification programs, and share best practices with other industry professionals, I notice that many of us newbies prefer to learn WHAT to do (property management), through a step-by-step sequence (think of a checklist). Others prefer understanding exactly WHY we do something (critical thinking), by paying special attention to the intent and reason driving WHAT we do.

In working with new defense contractors, I’ve found many companies overlook the importance of including contract reviews as part of the Property Manager’s responsibility. I know, I know. The last thing you want is another hat to juggle; however, reviewing contracts (pre and post award) can save your company a lot of time, headaches and money. Not to mention, if it’s a very important part of property management, as defined by FAR 52.245-1. If you’re a defense contractor, understanding not only WHAT a contract

DOES YOUR PROPERTY SYSTEM ACCOUNT FOR NEW CONTRACTS AND MODIFICATIONS? Here’s Why it Should!

By Angel Rosario, Nutmeg Chapter

WWW.NPMA.ORG 15

Determine if there are other missing property clauses. Here’s an example:

• FAR 52.245-1 Government Property• FAR 52.245-9 Uses and Charges (Apr 2012)• DFAR 252.211-7003 Item Unique Identification and Valuation

(Dec 2013)• DFAR 252.211-7007 Reporting of GovernmentFurnished

Property (April 2012)• DFAR 252.245-7001 Tagging, Labeling, and Marking of

Government-Furnished Property• DFAR 252.245-7002 Reporting Loss of Government Property• DFAR 252.245-7003 Contractor Property Management System

Administration• DFAR 252.245-7004 Reporting, Reutilization, and Disposal

WHERE IS THE PROPERTY ACCOUNTED FOR?Government property can only be accountable to contracts. A

Basic Ordering Agreement (BOA) is NOT a contract. As such, Government property cannot be accountable to a BOA.

Don’t believe me? FAR 16.703(a) describes a Basic Ordering Agreement as “…a written instrument of understanding, negotiated between an agency, contracting activity, or contracting office and a contractor... A basic ordering agreement is not a contract.” Since basic ordering agreements are unfunded (funding is included in each purchase order), property cannot be accounted for under the BOA. As part of your contract review, identify whether property is inadvertently and erroneously accounted to a BOA. If so, start the modification process and get in compliance.

I hope this article helps you understand WHAT is involved in conducting a cursory contract review, as well as the WHY it’s important to do it. Is the asset manager or property professional involved in your company’s contractual review panel?

They should be.

ABOUT THE AUTHOR:

Angel J. Rosario, MBA, is a Marine Corps Veteran, business owner and Vice President of the NPMA Nutmeg Chapter. Angel has been working with DoD contractors since 2011, and has earned a DAWIA Level II certification under the career field Industrial/Contract Property Management. Angel began his career in asset management in as a collateral duty while in the Marine Corps. As a Logistics Non-Commissioned Officer, Angel was responsible for administering acquisition, receipt, physical inventories, records, maintenance, transportation, storage and use of Government-owned property. After a career in the service, Angel accepted a Federal position as an Industrial Property Management Specialist assigned to a large defense contractor.

DRAFT EXECUTIVE ORDER SHOWSASSET LEADERSHIP NETWORK IMPACT

Submitted by Jim Dieter, MIAM, CPPM CF, Senior Advisor, T&T AMCL and Executive Director, Asset Leadership Network

The Asset Leadership Network was founded by the U.S.

delegates to the ISO 55000 asset management standard. We

are honored that NPMA has requested regular articles from our

leadership team on the many asset management initiatives we

are pursuing.

It is appropriate to start the series by focusing on the Draft

Executive Order ALN leaders created in 2014 and circulated

to positive response. Guided by Jack Dempsey of Jacobs

Engineers, the Draft Executive Order calls for all Federal

agencies to use the ISO 55000 asset management series to

establish a common system for delivering repeatable benefits

across the many, expansive Federal asset portfolios.

While other Federal asset management directives are long

documents, the Draft Executive Order is two pages and

succinctly states requirements to use the ISO 55000 asset

management standard series. It assigns duties to the Office of

Management and Budget and the GSA and necessitates heads

of Federal Agency Leaders to use asset management principles

for human resources, IT, real property, personal property and

other asset categories.

More information about the Draft Executive Order is available at:

http://assetleadership.net/initiatives/draft-executive-order/

Input on the Draft Executive Order can be shared by emailing

[email protected].


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WELCOME TO The Property Professional‘‘Puzzle Challenge.’’ The use of puzzles are greatfor challenging the working mind in a fun andstimulating way. In this edition, we have given youa crossword puzzle based on information taken fromthis issue. Take a look, consider the facts, rack yourbrain for some of those hidden answers, and good luck!

ANSWERS PAGE 39

ACROSS: 1 In 1815, who enacted the first legislation for the disposal of surplus naval stores remaining from the War of 1812. 4 This U.S. Government organization recently required medical device labelers to register unique device identifiers (UDIs) for implantable, life-supporting, and life-sustaining medical devices. (Acronym) 5 Executive Order 13693 requires federal agencies with fleets of 20 vehicles or more to reduce what type of emissions. (2 words) 8 The following are mature and arriving methods of what?: Labels; Bar Codes; UID; RFID; and Bio-Metrics. 10 This type of device poses a challenge to the portable scanner market. 11 By definition, cycle counting segregates your inventory by what?

DOWN:2 The contract document clarifies the responsibilities of the contractor. 3 ALN is drafting an Executive Order that, if approved, will require what type of organizations to use the ISO 55000 asset management standard. 5 DHL tested the use of Internet connected eye wear in a logistics environment using a product developed by this popular company. 6 Government property can only be accountable to what type of legally binding document? 7 Last name of the newly elected Chairman of ASTM E53 Committee. 9 Organization that is backing the Veteran’s Small Business Enhancement Act of 2015. (Acronym)

1 2

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5

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syllabus. In doing so, I took notice of a line in one particular slide that read, “In 1815 Congress enacted the first legislation for the disposal of surplus naval stores remaining from the War of 1812.” It piqued my interest. I set forth to investigate the “roots” of what we do and embarked on empirical research to find these first property management legislations. This is what I found.

To start with, we should all know, or you’re about to, that the fundamental basis of our chosen profession lies within the United States Constitution. It is commonly known as the “Territorial Clause.”

ARTICLE IV; SECTION III; PARAGRAPH 2:

“The Congress shall have Power to dispose of and make all needful Rules and Regulations respecting the Territory or other Property belonging to the United States; and nothing in this Constitution shall be so construed as to Prejudice any Claims of the United States, or of any particular State.”

Let’s examine the part that reads “…or

other property belonging to the United States.” Well as we all know by now, Government-owned property is the property of the United States. Ok, property of the U.S. Taxpayer if you want to take the fiduciary path. So, with that in the Constitution, there had to be some Congressional Legislation to address the Government’s property at the end of the war of 1812, right? Yes, there was.

The Internet is a wonderful thing, a ballooning bottomless but bountiful bucket of knowledge, if you have the inclination and time to use it. I found digitized “congressional records” dating back to, well, before I even cared. But the journey spent in uncounted hours of reading was, in fact, fascinating.

Among the seemingly endless articles and discussions, in the Congressional Record of 1876, was a discussion by representatives on the issue raised by “Envelope Manufactures, and others, against the manufacturing of envelopes by the Government.”

But then I digress…back to the object of my research.

Property Management Today“It’ll take an Act of Congress”

(Actually Yes… It Did)By J.E. Skip Adolph, CPPM CF, Los Angeles Chapter

A ccording to lore (that would be My Lore… nothing documented), sometime around October of

1814 two dockworkers stood together on a dock of Lake Ontario near Fort Niagara. They had been charged with organizing (the word “managing” really didn’t have a place in their vocabulary back then) the naval remnants, supplies, and equipment left from the War of 1812.

Now then, for those that don’t know, the War of 1812 (according to Wikipedia) basically resulted in the independence of Canada from Great Britain although the battles that ensued reached as far as New Orleans and nearly resulted in the British occupation of Baltimore and burning of the Capital in Washington, D.C. The war was fought in three theaters, one of which was the land and naval battles along the U.S.-Canadian Frontier encompassing the Great Lakes, the Saint Lawrence River, and the northern end of Lake Champlain.

As these two dockworkers stood on the wharf looking across the expansive landscape filled with barges, boats, floats, cannons, and everything that comes with them, one turned to other and asked, “What are we supposed to do with all this junk?” To which his counterpart replied, “I don’t know – but you can bet it’s gonna take an Act of Congress,” and so was the first utterance of the timeless classic phrase we have all heard or perhaps said.

Andy Anderson, known to many as “The Oyster,” always said “Our job is based on law.” Andy also taught “how do you read a Government Property Clause? – same as you read Law – From the first word to the last word.” I had the honor and pleasure of co-instructing, with The Oyster, a class for NPMA titled “Basic Government Property.” The class content and material was originally Andy’s which required me to read the 5 day material content to learn his

WWW.NPMA.ORG 19

> 13th Congress; 3rd Session> Sep 19, 1814 to Mar 3, 1815 (continued): • Sec. 4. And be it further enacted.

That the President of the United States be authorized to cause all the armed vessels thereof on the Lakes to be sold or laid up; such

vessels being first divested of their armament, tackle, and furniture, which are to be carefully preserved.

Ah-Ha – first, “divested” of their armament, and as this process of Government Property Management continued to evolve, “first divested of their armament” became “demilitarize,” then “divested of their armament” changed to “Demil,” and it only took 140 years!

So it came to be, the CFR (Code of Federal Regulations), the FPMR (Federal Property Management Regulations), the FAR (Federal Acquisition Regulations), and the OMB (Office of Management and Budget)…did I leave anyone out? All of which we have seen many changes to over the years, lately and recently (that was intentional). But you will know now, that when those changes happen

again, and continue to, they, and history is recorded, and “be it further enacted.”

i Library of Congress; A Century of Lawmaking for a New Nation: U.S. Congressional Documents and Debates, 1774 – 1875;Annals of Congress: 13th Congress, 3rd Session:“Proceedings and Debates of the Senate of the United States, at the third session of the Thirteenth Congress, begun at the City of Washington, Monday September 19, 1814”

ABOUT THE AUTHOR:

Skip Adolph is an Account Advisor and Business Analyst with Sunflower Systems where he performs business process analysis, regulatory gap analysis, data analysis, system configuration and functional process designs in preparation for asset management system software installation. Skip is a Certified Professional Property Manager and Consulting Fellow with NPMA and instructor conducting classes in asset management topics within the NPMA educational curriculum.

“PUBLIC ACTS OF CONGRESS” i > 13th Congress; 3rd Session> Sep 19, 1814 to Mar 3, 1815: • An Act to provide additional revenues

for defraying the expenses of Government and maintaining the public credit…(Ok. We all know what this’ll lead to…)

The record continued on to establish: • Sec. 2. And be it further enacted, that the barges and other vessels

composing the flotilla establishment, shall be sold or laid up under direction of the President of the United States, and the moneys arising therefrom paid into the Treasury thereof.

Hence the initial excess stage of our disposition process began. “Laid up,” suggests such items, under direction of the President of the United States, of course, be set aside for some period. Dareth does this suggest “Reutilization?” Me thinkist so, possiblyith.

But of course these “vessels” were used in battles, technically they were warships.

MILITARY 3D PRINTINGAccording to a November 2015 National Defense Magazine article by John Harper, 3D printing has the potential to revolutionize the U.S. military’s logistics system, but numerous hurdles may stand in the way.

Unlike the traditional manufacturing process, which creates items by taking raw materials and subtracting from them by drilling or whittling, additive manufacturing takes digital data and creates 3D objects by stacking printed layers of raw materials.

Brennan Hogan, a program manager at LMI who is consulting with the Defense Logistics Agency about the implications of 3D printing, noted during a panel discussion at the Brookings Institution that 3D printing could potentially enable the Defense Department to reduce inventory and storage space, and thereby lower costs. It could also allow the military to print obsolescent parts that are no longer being manufactured.

While significant benefits may be available, integrating 3D printing into the force on a large scale isn’t as simple as buying the machines and materials and installing them downrange. According to analysts and industry executives, many issues and challenges need to be addressed including quality, product manufacturer approval, intellectual property, and licensing.

The full article can be found in the November issue at: http://www.nationaldefensemagazine.org/ARCHIVE/2015/NOVEMBER/Pages/Military3DPrintingProjectsFaceChallenges.aspx.


Cycle counting is an essential and highly effective way to maintain visibility and track any trends associated with your high-value, mission-critical property. However, anyone involved in creating, implementing and managing the cycle counting process knows full well that their inventory is in a constant state of flux and reporting on it is not only tedious and time-consuming, but is like trying to hit a proverbial moving target. Not only are assets moving in and out of the warehouse, but they may have been depleted for a period of time and may have just been added or may have changed classifications mid-stream. Good auditors are sensitive to the nature of cycle counting, but that does not alleviate the Property Manager from compliance or the need to provide short, rational explanations to cover discrepancies. So, the challenge we face in crafting an effective cycle-counting program is how to both maximize the results while minimizing the effort. This article covers one approach that utilizes readily-available automation to resolve both of these issues.

WHAT IS A CYCLE COUNT?By definition, cycle counting segregates your inventory by value.

That value represents the dollar value of the asset and/or the criticality of the asset/SKU. (A SKU is a Stock Keeping Unit, a unique value that represents a distinct salable item, product or service, and all of its attributes). SKUs are generally categorized into three groups, labeled as A, B, and C. This classification system is further defined by the CSCMP (Council of Supply Chain Management Professionals) Glossary 010107 as follows:

ABC Classification: Classification of a group of items in decreasing order of annual dollar volume or other criteria. This array is then split into three classes called A, B, and C. The A group represents 10 to 20% by number of items, and 50 to 70% by projected dollar volume. The next grouping, B, represents about 20% of the items and about 20% of the dollar volume. The C-class contains 60 to 70%

of the items, and represents about 10 to 30% of the dollar volume. Exceptions can be made by program directive based on criticality or other factors deemed essential to operations. Therefore, the program looks at Extended Value, meaning the cumulative extended value (sales orders x MAVG cost) sorted in descending order, the percent of total inventory value will be:

Classed as an ‘A’ item if 0 to 75% of total extended value range with new inductees valued over $11K and are counted 4 times per calendar/fiscal year.

Classed as a ‘B’ item if 76% to 90% of total extended value range with new inductees >$1K and <=$11K and are counted 2 times per calendar/fiscal year.

Classed as a ‘C’ item if 91% to 100% of total extended value range with new inductees <=$1K and are counted 1 time per calendar/fiscal year.

CHALLENGES TO AN EFFECTIVE CYCLE COUNTSeveral factors can influence the status of the SKU and these

factors will determine their count status over the period of the year. Was there inventory available to count in all 12 periods? Was the asset added during the year or did the asset change classifications as a result of periodic review or re-assessment of criticality?

In addition, the letter of the law, so to speak, may actually satisfy an auditor, but result in increased risk to your mission. For example, “A” class SKUs must be counted once every three months. But what if you counted them all at the beginning of Q1 and then not again until the end of Q2? That is a 180-day gap in counting your most valuable, mission-critical assets!

Finally, are the resources available to establish, set up and monitor the cycle counting process both in terms of time to obtain the reports and the skill set required in processing them to create the summary reports that an auditor can review/approve?

THE CYCLE COUNT

AN AUTOMATED APPROACHTO MANAGING HIGH-VALUE,

MISSION-CRITICAL PROPERTY

By Ernest Sersen, CPPMSpace Coast Chapter

WWW.NPMA.ORG 21

A HOLISTIC APPROACH TO MANAGE THESE CHALLENGES

The challenges of cycle counting increase based on the size of the inventory involved. As the inventory grows, it is even more essential to have a holistic approach in place. It’s not enough to simply create your cycle count from a static Item Master list, create random samples and conduct your cycle counts based on the criteria above. To overcome the challenges, we need to rely on additional data and perform our cycle counts on a more regular basis. Each month, Item Master (IM) reports that include new items with classifications or older items that have been re-classified should be grouped with the Cycle Count (CC) reports, Inventory (INV) snapshots and movement reports, like Shipping (SHP) and Receiving (RCV) reports, to form the basis for a holistic view of the inventory.

How you obtain those reports is a function of your environment. If you are managing your own inventory, you will have to obtain them from whatever system(s) you are using, including text or delimited reports from databases, spreadsheets or manual logs and lists. If you have contracted the management of your inventory, your vendor may have a sophisticated system that can provide the reports you need in whatever format you desire. Whether creating them on your own or obtaining them from your vendor, they still must be consolidated into a summary report and that is what takes the most time, requires a certain skill set, is the most arduous and is most prone to errors and omissions, which all increase relative to the size of the inventory.

AUTOMATION: THE KEY TO RECLAIMING YOUR SANITY

The most efficient method of creating the Cycle Count summary report is through the use of macro automation. Microsoft Excel provides a very powerful way to automate the consolidation of these reports into one comprehensive summary. We describe a process below that compressed over 40 hours of manual, labor-intensive work each month into 5 minutes, through the power of macro automation. It also allows us to monitor the status of the counting process by creating what we refer to as a ‘glide scope’ or what we consider to be the expected number of counts each month for each classification. This balances out our counting and eliminates the prospect of all assets being counted in the same month or at the front end of one quarter and the back end of another quarter. This is quite advantageous from the auditor’s viewpoint and creates a higher degree of credibility when assessing the audit as a whole.

A CASE STUDY AND SUCCESS STORYThe following process is from a program that involves thousands

of SKUs and several million dollars of critical inventory for a national program that affects the safety of millions of people. Prior to automation, this process was kept under scrupulous oversight for years by both internal and external auditors. Then we implemented an automated, holistic, process-driven approach. This new approach, coupled with detailed process flows and corresponding step-by-step procedures, has been deemed so successful that both internal and external auditors have de-scoped it from their annual auditing efforts.

MONTHLY ARTIFACTSEach month, the inventory warehouse vendor provides a single

report that contains the current Cycle Count (CC) data and Item Master (IM). It also contains an inventory snapshot (INV) and a listing of all SKUs shipped (SHP) and received (RCV) during the month. This report is static meaning the columns are consistent month-to-month and do not change.

MONTHLY REPORTINGUpon receipt of this file, an Excel macro is executed that brings

this data into the macro, appends it to prior month’s data and then automatically updates the summary and base files used to create the monthly charts and graphs. The macro consists of the following tabs that provide summaries and details associated with the integration of the artifact data:

INFO: Provides details on the macro, tab definitions, how to execute it and any revisions/updates.

SUM: Provides current total SKUs (Valid SKU) for each classification, expected (Average or Glide Scope) counts and the results (Actual counts) along with charts that graph the data. In this chart, we assess the total number of ‘A’ SKUs. We also assess any ‘exclusion’ criteria that may include the item added to the master but not checked into the inventory system or an item that carries no inventory. We calculate the valid number of SKUs and then divide it by the period (3 for A, 6 for B and 12 for C) to obtain the average or expected number of SKU’s to be counted each monthly period. At the end of each month, we track how many are actually counted and plot that on a graph.

CC IM INV SHP RCV

aSKU aEXC AVAL aAVG aAVGc aCNT aCNTc %

JUL 58 7 51 17 17 22 22 129

AUG 59 7 52 17 34 12 34 100

SEP 62 6 56 19 53 17 51 97

OCT 64 6 58 19 19 18 18 93

NOV 65 7 58 19 39 21 39 101

DEC 64 6 58 19 58 19 58 100

JAN 65 6 59 20 20 22 22 112

FEB 63 5 58 19 39 20 42 108

MAR 64 4 60 20 59 16 58 98

ARP 65 4 61 20 20 19 19 93

MAY 66 3 63 21 41 20 39 94

JUN 69 4 65 22 63 22 61 97

A SKU’s

INFO SUM BASE


To better illustrate the data, we plot the VALID SKUs (aVAL), the CUMULATIVE AVERAGE SKUs (aAVGc) and the CUMULATIVE ACTUAL SKUs (aCNTc) at the end of each monthly period. The Actual counts should ride on top of the glide scope (the CUMULATIVE AVERAGE).

BASE: The BASE tab consolidates all of the artifact data and provides the results for each SKU to include the classification, number of times it was counted, the classification for each period and any shipping, receiving or inventory activity. This summarized data provides the basis and foundation of the tables, charts and graphs in the SUM tab.

In the example below, we find 3 of the five ‘A’ SKUs were counted in all four periods. One of the ‘A’ SKUs, added in the fourth quarter, and was counted once as required. One of the ‘A’ SKUs, added in the third quarter, and was counted twice as required. An auditor can easily examine the BASE tab through the use of filters to see exactly why some of the SKUs were not counted.

CC (Cycle Count), IM (Item Master), INV (Inventory), SHP (Shipping) and RCV (Receiving) data are appended month to month as artifacts to support the SUM and BASE tabs. There are additional benefits to capturing this data as velocity and usage can be easily identified from the shipment and receiving reports. MAVG (Moving Average Cost Data) can also be added to the macro to enable financial reporting on the value of the inventory month to month. TOP10 provides the top ten assets in terms of value and quantity.

CONCLUSIONWe cannot emphasize enough the need to carefully monitor

and accurately report on high-value, mission-critical hardware. This can only be accomplished by using an effective, holistic cycle counting process that withstands the rigor of internal and external auditing while both maximizing the analytics and minimizing the labor in support of the mission.

ABOUT THE AUTHOR:

Ernie Sersen is a Certified Professional Property Manager (CPPM) and a Subject Matter Expert (SME) for the adoption and utilization of the Sunflower Asset Management system for programs at Harris Corporation in Melbourne, Florida. He personally developed the automated Cycle Counting process above and is routinely engaged in helping other Property Managers reduce the amount of time spent manually processing data through the use of macro automation

INFO SUM BASE CC IM INV SHP RCV MAVG TOP10

FY14 - A SKU Counts Q1

ValidSKU

Average

Actual

60

40

20

0

JUL AUG SEP

ABC COUNT ANALYSIS SUMMARY

ADDED PART NUMBER ABC EXCL CYC ABC SHP RCV INV

JUL O6OM012-001 A 4 AAAAAAAAAAAA 94 33 366

JUL 1340075 A 4 AAAAAAAAAAAA 7 4 973

JUL 15310-CE-MR-6 A 4 AAAAAAAAAAAA 26 2 420

MAY ASR1001-X A 1 XXXXXXXXXXAAA 2 4 6

FEB ASR1001-X2.5G-K9 A 2 XXXXXXXXAAAAA 2 3 4

WWW.NPMA.ORG 23

NPMA’S ASSET MANAGEMENT CERTIFICATION PROGRAM

BENEFITS:

> Key to enhanced professional stature> Expanded knowledge> Gain technical competence in property management> National professional recognition> Extensive peer-level communication

Certification Level

Minimum Experience

Prerequisite Certification Renewal Period

CPPS Certified Professional

Property SpecialistNone required None required Five years

CPPA Certified Professional

Property Administrator

Three years CPPS Five years

CPPM Certified Professional

Property ManagerSix years CPPA Five years

ENHANCE YOUR PROFESSIONAL STATURE BY ACHIEVING CERTIFICATION.

Learn more at http://www.npma.org/?page=Certification

Certification training courses are available through NPMA.

Visit our website or call404-477-5811 to find the course

that’s right for you.

ASKUS

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2016 NPMAAWARDS CALENDAR

JACK E. GRIFFITHS PROPERTY PERSON OF THE YEARThis award is given to an active NPMA member who has contributed time and support in an outstanding manner and who has made significant contributions to property asset management. Chapter presidents send nominations to Region Vice President by April 30, 2016.

ANDY C. ANDERSON LIFETIME ACHIEVEMENT AWARDThis award is given to NPMA members who have contributed to the profession and NPMA over a long period of time (20+ years of experience + 15 years of NPMA membership). Any member can nominate an individual for this award. Nomination letter to National Director of Awards via [email protected] by April 30, 2016.

CARL IANNACONE TRIBUTE AWARDThis award is given to NPMA members who have contributed time and support to the enrichment and betterment of the profession and NPMA. Any member can nominate an individual for this award. Nomination letter to National Director of Awards via [email protected] by April 30, 2016.

ROOKIE OF THE YEAR AWARDThis award is given to NPMA members who have been in the property profession for less than 5 years and have a shown outstanding performance, contribution and enthusiasm in the profession and NPMA. Any member can nominate an individual for this award. Nomination letter to National Director of Awards via [email protected] by April 30, 2016.

CHAPTER OF THE YEARNPMA honors three chapters that are most prominent in advancing the association’s objectives and goals. Awards are presented to the Small, Medium, and Large Chapters of the Year. Chapter presidents send chapter petitions to the National Director of Awards via [email protected] byMay 31, 2016.

OUTSTANDING MEMBERThe Outstanding Member Award is given for exceptional service at the chapter level, and is based on the level of commitment and dedication to the profession and NPMA. Chapter presidents send nominations to National Director of Award via [email protected] by May 31, 2016.

FEDERAL PROPERTY PERSON OF THE YEARThis award is to recognize individuals in the federal government for outstanding leadership and accomplishments in the property management field. Each Nomination should be signed by an appropriate official of the nominating agency to signify official status of the nomination and forwarded to Lynn Brown at [email protected] by May 31, 2016.

The NPMA Awards committee has created a Calendar of important dates and deadlinesfor the 2016 NPMA Awards Submission and Selection Process.

AWARD SUBMISSION DEADLINESJack E Griffiths Property Person of the Year (PPY) .................................. April 30, 2016 Andy C. Anderson Lifetime Achievement Award (LA) ........................... April 30, 2016Carl Iannacone Tribute Award (CIT) .......................................................... April 30, 2016Rookie of the Year (RY) .................................................................................... April 30, 2016Chapter of the Year (COY) ................................................................................ May 31, 2016Outstanding Member (OM) .............................................................................. May 31, 2016Federal Property Person of the Year (FPPY) ................................................ May 31, 2016

If you have any questionsabout NPMA awards,

please contact Kimberly Saegerat [email protected]

ASKUS

WWW.NPMA.ORG 27

DEAR EXPERT PANEL,We use barcode ID labels and barcode

scanners to track and inventory assets. Our field operations can have a harsh effect on the labels which sometimes results in the scanners unable to read the barcodes. I was wondering if there are any Government Property regulations that establish whether a worn barcode label should be replaced with a duplicate ID or should it be replaced with a different new ID?

FROM, BETTY BARCODE

DEAR BETTY BARCODE,It depends. Good question though and

a condition that exists in almost any asset management operation. As far as a regulatory requirement on replacing the label, there is none. So Business Rules and Policy take precedence.

The challenge with deciding to use duplicate or re-ID with new is with the Audit Trail. Duplicate barcode ID wouldn’t have much impact however applying a new barcode ID should have the Audit Trail “link” the old ID to the new ID. Some note on retiring the old ID should communicate that a new ID has replaced it – and likewise, the new ID record origination should communicate that it has replaced the old ID.

FAR Records of Government Property: “…shall enable a complete, current, auditable record of all transactions…”

FROM, YOUR EXPERT PANEL

DEAR EXPERT PANEL,We have a rather wide mix of DoD

contracts and Federal grants which the Government Property requirements differ. Add to that, some the contracts have unique requirements for accountable property while others remain standard. Is it possible to create a single set of property procedures that cover all the requirements?

FROM, PERRY PROCEDURE

DEAR PERRY PROCEDURE,It depends, and especially with this

scenario. To publish a single set of property procedures that cover all those requirements would be challenging to say the least. Suggest you start with “the contract, and grant, takes precedence”. Consider creating a matrix of all your contract and grant property management requirements. Isolate the common denominators of those requirements where a set of procedures might apply to all. Then recognize the “exceptions” and create procedural addendums to that exception based on the process requirement (i.e. acquisition, utilization, or disposition). Make sure the addendum references the contract or grant that it applies to. While the effort may be cumbersome, the results will tell you if the approach is reasonable. Of course you should always discuss any changes to your property procedures with your Government Property Administrator. And doing so, you may likely receive some very useful feedback towards the end results.

FROM, YOUR EXPERT PANEL

BY YOUR NPMA ‘EXPERT’ PANEL

ASK THEExpert

Questions

DO YOU HAVE A BURNING QUESTION for our panel of experts? We want to hear from you. Email [email protected] to submit your question.

ASKUS


2016 NPMA NOMINEES NATIONALName: Cinda Brockman

Position Sought: President

NPMA Certification Level: CPPM, CF

Chapter Affiliation: San Diego Mission Chapter

Length of NPMA Membership: 30 years

Current Job Title: GAM Senior Self-Governance Manager

Employer: Honeywell

STATEMENT OF EXPERIENCE: Cinda Brockman, CPPM CF has more than 30 years of experience in property management, including

government property, capital assets and leased equipment. She has been an active member of NPMA since 1986 and has held a variety of positions for the San Diego Mission Chapter, Western Region and National Board. Cinda brings invaluable management experience to this role; she has run a corporate property organization overseeing 25 employees and an annual budget of $25M, and has held numerous leadership positions in industry groups.

Cinda is currently serving as Executive Vice President for NPMA and is the President of the San Diego Mission Chapter. Prior to 2014, Cinda served as Western Region Director of Special Interest Groups (SIG) and was National Director for Certification (2012-2014). She represented SAIC as Chair on the Aerospace Industries Association’s Property Committee from 2010-2012. Cinda currently serves as Vice Chair for ASTM International Committee E53 and has been elected E53 Chair for 2016-2018. She is also a member of the Asset Leadership Network (ALN) Steering Committee where the focus has been on the recent publication of ISO 55000.

Cinda has been a frequent presenter at Western Region Seminars and NES. As National Director of Certification, she lead a team on updating and revising the curriculum for the CPPA manual and assisted the Certification Governing Board with its first application for accreditation of one of NPMA’s certifications.

Cinda currently works as an Internal Governance Property Manager for Honeywell. Previously she was a Consultant in Property Management for A2B Tracking Solutions, and prior to that was with SAIC for 33 years where she served as the VP, Director of Corporate Property for thirteen years. Cinda holds a Bachelor’s of Science degree.

MISSION AND GOALS:In representing NPMA as the President, I would bring my years of experience as a property professional to continue to strengthen

NPMA as the leading organization for Asset Management along with mentoring younger members to become our future NPMA leaders. As Executive Vice President for NPMA, I created and implemented a Strategic Plan for the Executive Board where goals and timelines have been established, and would continue to execute on the plan we have established to guide our organization into the future.

I would continue to play an active role in ensuring that the Special Interest Groups (SIG) are receiving the attention and oversight needed to accomplish their missions. I would also ensure that the NPMA Executive Board understands and votes on standards being written by ASTM E53 Committee and other initiatives such as ISO 55000. I would be an active, vocal member of the Executive Board to move the association forward in a positive manner to the benefit of all members. NPMA is one of my passions, as demonstrated by my career-long involvement, and I want to take that to the next level. My goal is to bring my work, leadership and volunteer experiences to the table, offer a fresh view on the Executive Board, and encourage a cohesive team environment.

WWW.NPMA.ORG 29

2016 NPMA NOMINEESNATIONALName: Brandon J. Kriner

Position Sought: Executive Vice President


Chapter Affiliation: Los Angeles Chapter


Current Job Title: Director, Property Management

Employer: Northrop Grumman Aerospace Systems

I do not plan on participating in any activity for which I would receive payment from the NPMA other than

normal and reasonable reimbursements in accordance with the NPMA Travel Policy.

STATEMENT OF EXPERIENCE: I have served in a leadership position with NPMA at the Chapter, Region and National level for the past 9 years. I have served as the

NPMA VP of Finance since 2012. In that role I worked with the Executive Board to implement financial reforms and controls that led to positive revenue in each year of my term. I served as Eastern Region VP from 2010-2012 and became familiar with many of the opportunities and challenges that our chapters face. I served as Treasurer and then President of the NOVA chapter from 2007-2009, gaining leadership experience at the chapter level.

MISSION AND GOALS:My mission is to serve the President, the Executive Board, and the members to continue to make NPMA a strong, vibrant association.

My goals for office would be to continue to develop and implement the NPMA Strategic Plan and to continue to pursue strategic partnerships with other Property and Asset Management organizations to expand the educational, networking, and career growth opportunities for our members. I will also partner with Meeting Expectations and the Executive Board to ensure that this growth is pursued in the spirit of fiscal responsibility and in preservation of the values and traditions of NPMA.

Name: Cheri L. Cross

Position Sought: Vice President Finance


Chapter Affiliation: Volunteer Chapter


Current Job Title: Property Manager

Employer: UT-Battelle, LLC (Oak Ridge National Laboratory)

STATEMENT OF EXPERIENCE:I have served in leadership positions with the NPMA at National, Regional and Chapter levels. Previous

positions include President, Executive Vice President, Eastern Region Vice President, and Chapter President. I have also chaired various committees and am currently serving as the National Director of the Special Interest Group Program. I earned my B. S. in Accounting from the University of Tennessee, graduating Summa Cum Laude as the “Top Graduate” from the College of Business. My career has involved budgeting, cost accounting, capital accounting and all financial aspects involved with being the Property Manager at Oak Ridge National Laboratory for 21 years.

MISSION AND GOALS:My mission as VP of Finance would be to provide exemplary fiscal responsibility through management and reporting of NPMA finances.

This would include overseeing the records of all income, expenses and bank accounts; preparing and presenting budget forecasts; and issuing reports when required/requested. My goals would be clean audit opinions of both the NPMA and NPMA Foundation records, and a sound financial position to enable the growth of NPMA services and membership.

It has always been my honor to serve the NPMA, and I look forward to continued service to our members and the Association.


2016 NPMA NOMINEES NATIONALName: Gary Quinn

Position Sought: Vice President Finance

NPMA Certification Level: CPPM

Chapter Affiliation: Austin


Current Job Title: Director, Property Management

Employer: Retired

I do not plan on participating in any activity for which I would receive payment from the NPMA other than

normal and reasonable reimbursements in accordance with the NPMA Travel Policy.

STATEMENT OF EXPERIENCE: My educational background is in Accounting with a Bachelor of Science in Accounting and a Master’s in Business Administration

(MBA) in Management. Within NPMA, I have been a Chapter President and the Treasurer of Central Region for two terms. I am currently in my second term as the Vice President of Central Region. On a personal level, I have been on the Finance Committee at our last three churches over the last 20 years and was the Treasurer of one of the churches for four years. As such, I led the development of approximately $1 million dollar annual budgets, and successfully monitored and managed income and expenses.

MISSION AND GOALS:Overseeing the records of all income and expenses and bank accounts in the name of NPMA, and issue periodic reports. My goal is to

continue positive financial growth of NPMA through,1. Projecting the financial growth and other significant financial developments; monitor compliance with policies.2. Review financial status of the Organization, and provide counsel relative to the financial income and expenses compared to the

budget, compliance with reserve policy, and cash flow issues.3. Submit financial reports of budget versus income and expenses, and annual financial reports for the previous and current year, along

with the financial budget for the following year, for presentation to and approval by the National Board at the annual meeting.

Name: Tara S. Miller

Position Sought: Vice President of Administration


Chapter Affiliation: Space Coast Chapter

Length of NPMA Membership: 19 Years

Current Job Title: Program Manager of the KSC Institutional Support Services (KISS) III contract.

Employer: Wichita Tribal Enterprises, LLC.

I do not currently receive payment from the NPMA, nor do I plan to receive payment from NPMA for being

an NPMA instructor or any other position.

STATEMENT OF EXPERIENCE:I have served in leadership positions with the NPMA at the Chapter and Regional levels. For the past four years, I serviced as the

Eastern Region Vice President and before that I served two terms as the Eastern Region Treasurer. Before that, I held several positions at the Chapter level to include Chapter Vice President as well as Chapter Program Chair. In addition, I also served as the ASTM E53 Secretary for two terms.

MISSION AND GOALS: NPMA continues to grow and expand and I plan to assist in ensuring our administrative responsibilities can keep up with the growth

while documenting and maintaining records for historical and current purposes. The current NPMA Operations Manual is in the process of being updated and I will ensure it is followed. Our organization is made up almost entirely of volunteers. I believe it is crucial to recognize the people who make our organization so outstanding; therefore, I have a goal to revitalize our Awards Program.

I am looking forward to continuing to serve the NPMA President and Executive Board as well as the NPMA Association. My 20 years of being an active NPMA member and my many years of management experience will aide in this endeavor.

WWW.NPMA.ORG 31

2016 NPMA NOMINEESNATIONALName: Kimberly Saeger

Position Sought: Vice President of Administration

NPMA Certification Level: CPPS

Chapter Affiliation: Cochise Chapter


Current Job Title: Sr. Property Administrator

Employer: Raytheon Missile Systems

I do not plan on participating in any activity for which I would receive payment from NPMA during my term

of office.

STATEMENT OF EXPERIENCE: As I enter into my seventh year with NPMA, I have served in several leadership roles including Chapter President, Vice President and

National Director of Awards. As current National Director of Awards, I have gained extensive knowledge of the awards program within NPMA. I am pleased to say that the awards teams has been able to make several enhancements to the awards program over the last few years which included the creation of two new awards (The Carl Iannacone Tribute Award and Rookie of the Year Award), as well as streamlined criteria for the Chapter of the Year and overall awards submission process improvements. Professionally, I have been in property management for almost 9 years. Currently, I supervise the physical inventory efforts and serve as team lead for several other property functions. The positions I have held within NPMA and in my career have provided me with the opportunity to experience what NPMA and the asset management profession has to offer and is what drives me to pursue a new leadership role. I bring leadership, passion and high energy; with the willingness to learn and grow to help make NPMA great! I am excited to see what 2016 and beyond has in store for NPMA and the world of Asset Management.

MISSION AND GOALS: Recognizing the hard work and dedication of our members is what makes NPMA stand out above the rest! My mission and goals for

Vice President of Administration would be focused around continued improvement and increased participation in the NPMA Awards Program as well as maintaining clear and consistent records of the Association’s business as National Secretary. I am committed to providing support to the National President, Executive Board and members of NPMA. I think NPMA has an exciting and bright future ahead and I would be honored to be a part of it as the Vice President of Administration.

Name: Bill Beedle

Position Sought: Vice President of Certification

NPMA Certification Level: CPPM CF

Chapter Affiliation: Great Smoky Mountain Chapter


Current Job Title: Supply Chain Management, Business Specialist

Employer: Consolidated Nuclear Security, LLC (Y-12 National Security Complex)

STATEMENT OF EXPERIENCE:I have served in leadership positions with the NPMA at National, Regional, and Chapter levels. Previous

positions include, Eastern Region Director of Professional Development, National Director of Membership, and Chapter President. I have also served on a number various NPMA committees, including active participation as a member of DOE/NNSA Contractor Precious Metals Council. My contribution with the NPMA has included over 10 years of experience writing/reviewing certification materials, teaching workshops and courses, and most recently chairing the Association’s Certification Governing Board. I have also earned a Bachelor’s of Science and Master’s of Organizational Management Degrees through the University of Phoenix.

MISSION AND GOALS: My mission as VP of Certification would be to provide outstanding service through the oversight of the NPMA certification program.

This would include: working closely with the Certification Governing Board, continually promoting the value of the certification program, maintaining proctor integrity and instructions, revising and reviewing certification materials, while advancing the National Property Management Association.

It has always been my honor and privilege to serve the NPMA, and I look forward to continued opportunity to support the membership of the Association.


2016 NPMA NOMINEES NATIONALName: Iris Thompson

Position Sought: Vice President Certification


Chapter Affiliation: Alamo Chapter

Length of Membership: 12 years

Current Job Title: Government Property Administrator

Employer: Elbit Systems of America

STATEMENT OF EXPERIENCE: Iris Thompson has over 25 years of experience in Property Management and has been a member of NPMA for

over 12 years. Iris is a Certified Professional Property Manager (CPPM) and earned her Consulting Fellow (CF) distinction in 2014. Iris is actively involved with NPMA and is the incumbent National Director of Certification, Central Region Director of Awards,

and the Board of Consulting Fellows Secretary. She serves as a certification proctor, is a member of the Certification Governing Board, and a member of ASTM E53. At the Chapter level, she is a Charter Member of the Alamo Chapter and has been an active member from the chapter’s inception. She has been recognized as the chapter’s Outstanding Member in 2005, 2009, 2013, and 2015. Iris has been a member of the Chapter’s Board and has held almost every board position. Under her leadership as Chapter President, the Alamo Chapter was recognized as National Chapter of the Year, hosted the 2013 Regional Seminar, co-hosted the 2012 NES, and implemented a chapter newsletter… Alamo News.

Iris is the Government Property Administrator at Elbit Systems of America – San Antonio Operations where she brings her experience and leadership to mentor/coach others. She hopes to bring her experience and energy to continue to serve the NPMA community.

Name: Jessica Dzara

Position Sought: Vice President Communications


Chapter Affiliation: NOVA Chapter


Current Job Title: Manager

Employer: Sunflower Systems

STATEMENT OF EXPERIENCE: As an experienced marketing and asset management professional, I have the skills and knowledge to enhance

NPMA’s professional reputation and exposure.As current VP Communications, I improved communications through: streamlined monthly announcements for Chapter leaders;

revamped the Newsflash e-newsletter’s content and design; returned the Property Professional magazine to print with an updated design and new features including #AssetManagement, Ask the Expert, and the Puzzle Challenge; enhanced social media presence with the addition of YouTube; implemented a full month of activities for Asset Management Awareness Month in 2015 and Fleet Management Awareness Month in 2016; and led the NPMA website re-design.

With growing interest in asset management the coming years present great opportunity for NPMA. Effective marketing and brand awareness campaigns are critical to provide us with exposure to new constituencies, publicize our knowledgebase, and enhance our position as key industry leaders.

MISSION AND GOALS: If re-elected as VP Communications, I will focus on effective and professional communications to our members, support new

and existing Chapters in developing marketing strategy, and build awareness through the continuation and improvements to Asset Management Awareness and Fleet Management Awareness Months. I appreciate your confidence in me to advance our profession!

WWW.NPMA.ORG 33

2016 NPMA NOMINEESNATIONAL

Name: Dr. Douglas N. Goetz

Position Sought: Vice President Parliamentarian


Chapter Affiliation: Ohio Valley Chapter


Current Job Title: President

Employer: GP Consultants LLC

I am currently, and have served as an NPMA Instructor since 1986, doing numerous classes for the NPMA

including the ever popular NYC class. I plan to continue doing classes if elected and allowed to by the NPMA.

STATEMENT OF EXPERIENCE: Having been a member for over 30 years I have witnessed our Association grow and adapt to those changing times and professional

needs. Having this historical knowledge enables me to provide input as to future directions. My ability to work with complex regulations helped enormously with the challenge of rewriting the NPMA Bylaws during the past year in office. As an academic steeped in research, the ability to work with Robert’s Rules of Order is critical. But, it is not just knowing the rules – rather it is ability to apply them maintaining consistency and order to our association’s operations.

MISSION AND GOALS:There is no doubt that the Parliamentarian’s responsibility is to ensure that we “Follow the rules.” Having successfully rewritten

the National Bylaws, my current challenge is to rewrite the NPMA Operations Manual, another daunting challenge, with our VP of Administration. Regional Board Meetings, Executive Board Meetings, and the National Board Meeting all present their own challenges to ensure the actions taken are properly handled and processed – that is my goal, and should be the goal of whomever is elected. I have served our association with a passion and will continue to do so if elected.

Name: Jim Young

Position Sought: VP Membership


Chapter Affiliation: Gulf Coast Chapter


Employer: Atlantic Nuclear Services

STATEMENT OF EXPERIENCE: Jim has over 32 years’ experience in Property Management, and is retired from DynMcDermott, a DOE

Contractor, where he served as a Property Analyst and the Real Property Manager. Jim developed, implemented and managed logistics and property management procedures, programs and systems for the United States

Navy, Department of Energy and Charity Hospital. Additionally, he managed over 100 employees as the Operations Manager for Atlantic Nuclear Services.

Jim is a charter member of the Gulf Coast Chapter and has been an NPMA member for 27 years. Jim serves as the Gulf Coast Chapter President, National Delegate and an NPMA Proctor. Jim brings proven experience to the Executive Board, having previously served as the Central Region Vice President, VP Administration, VP of Parliamentary Procedures and the VP of Membership. During a prior term as VP of Membership, he developed and implemented the NPMA Group Membership Program and created the original NPMA Lifetime Achievement Award.

MISSION AND GOALS: I believe leadership is giving back and helping NPMA and its members to reach their highest potential. If elected VP, I will work with

our President, the National Board and all NPMA members to promote the continued growth of NPMA, strengthen our educational, seminar, certification and professional accreditation programs. Remember, NPMA is only as strong as its members. Your continued efforts and support are essential to NPMA.


2016 NPMA NOMINEES REGIONALName: Bill Franklin

Position Sought: Eastern Region Vice President


Chapter Affiliation: NOVA Chapter


Current Job Title: Manager of Asset Management

Employer: Noblis

STATEMENT OF EXPERIENCE:I currently hold the positon of Eastern Region Secretary and have held several Chapter officer positions

including Vice President, Treasurer and Delegate. I am the past Chairman of ATSM E53 Committee on Asset Management, a position I held for the past four years but have been involved with this committee since 2007. My leadership experience within NPMA at both the Region and Chapter level as well as ASTM have defined my style and approach to leadership: understanding the need, determining the path to fulfill the need, and finding the compromise to get it done.

MISSION AND GOALS:My goals include continuing the open flow of communication from Chapters to National and National to Chapters. We have made

great strides in communication and it can continue to improve. I will focus on: ensuring Chapters of the Eastern Region are properly represented in Chapter of the Year submissions as well as other key individual awards; and using the budgeted funds to give back to the Chapters through scholarships and support of Chapter events, even if it means nudging Chapters through the process as opposed to expecting independent action. Providing a voice for the Chapters at the National level and working with the Executive Board to continue to drive our organization forward is the Region’s mission, which if elected would be my mission.

Name: Rick Price

Position Sought: Eastern Region Treasurer


Chapter Affiliation: Three Rivers Chapter


Current Job Title: Retired

STATEMENT OF EXPERIENCE: I have been involved with the NPMA for over 22 years and have been a Chapter President, Eastern Region

Secretary and for the last 2 years I have served as Treasurer for the Eastern Region. As the Organizational Property Management Officer for the Department of Energy, National Energy Technology Laboratory for 20

years I have developed budgets and worked within those budgets to run an organization efficiently and still maintained the ability to make certain all were able to meet their goals of funding and training needed to maintain the expertise. I also am an Instructor for NPMA and I’m a member of the Certification Governing Board (CGB)

MISSION AND GOALS: If elected, Treasurer, Eastern Region, I will continue supporting the Vice President, Directors and Chapters, be responsible and

accountable for the financial health and activities of the Region. If elected I will maintain records of income and expenses, establish a bank account, prepare annual Region budgets, and execute the approved budget. Financial Information is important to our membership, and needs to be communicated to support all chapters and members.

WWW.NPMA.ORG 35

2016 NPMA NOMINEESREGIONALName: Ken Black

Position Sought: Vice President Central Region


Chapter Affiliation: Austin Chapter

Length of NPMA Membership: 10 years, 4 months

Current Job Title: Manager, Property Management Branch

Employer: Texas Department of Transportation

STATEMENT OF EXPERIENCE: I have 34 years of experience in the property management field and have been an active NPMA member

since 2005. During that time I have served in leadership positions at the national, regional and chapter levels. I am currently serving as National Vice President of Membership and Secretary of the State & Local Government SIG. Previous service includes Central Region Secretary, Austin Chapter President, Vice-President, and Chair of Chapter Membership, Professional Development, Program, and Nominations committees. I also served on the 2014 Intermediate Studies Supplement Manual rewrite team, the 2006 CPPS exam writing team, and am currently serving on the CPPA exam writing team.

MISSION AND GOALS:My mission for Vice President of Central Region is to carry out the duties in a loyal, professional manner, to faithfully uphold the

NPMA bylaws, and to provide sound leadership and support to regional chapters and members. My goals are to increase participation from region members at the chapter, regional and national levels by encouraging and mentoring members to serve as officers and present at educational events; to help chapter presidents overcome the challenges of member participation at meetings; to host exceptional educational events including NES, fall and spring seminars; and to increase participation in the NPMA awards program. I am a strong supporter of the central region and welcome the opportunity to serve as Vice President.

Name: Lauren Grooms

Position Sought: Central Region Secretary

NPMA Certification Level: CPPA

Chapter Affiliation: Austin Chapter

Length of NPMA Membership: 5 years, 10 months

Current Job Title: Property Administrator

Employer: Signature Science, LLC

STATEMENT OF EXPERIENCE:I have been an active member of NPMA since early 2010 and have worked in property for the past 7 years.

In my time with the Austin chapter, I have held the Vice-President, Secretary and Treasurer positions. I have also served as the Election Committee Chair and have helped organize several of the Boss’s Day Luncheons our chapter has hosted. Additionally, I was elected as the Austin Chapter President for the 2016-2018 term.

MISSION AND GOALS:As the Central Region Secretary, my mission would be (1) to dutifully uphold the NPMA Bylaws, and (2) to provide administrative

support and professional guidance to the Vice President, Directors, and Region Chapters. To this end, my goals as Secretary are to:a) Create, distribute, and maintain accurate and concise records,b) Formulate and promote NPMA plans among the property-management community,c) Foster clear communication between Chapter leaders and members


2016 NPMA NOMINEES REGIONAL

Name: Robert Kaehler

Position Sought: Western Region Vice President

NPMA Certification Level: CPPS

Chapter Affiliation: Bay Area Chapter


Current Job Title: President

Employer: Ascot Associates

I do not plan on participating in any paid activity with the NPMA during my term of office.

STATEMENT OF EXPERIENCE: I have been the Western Region Vice President for the past term, and would be honored to be able to continue and complete the

initiatives we have started. In particular, I want to continue to improve the communications to the Chapter, deliver program content to the Chapters, and drive the University Outreach Program we have initiated this year.

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 15 years I have been a member of NPMA. I served as the President of the Bay Area Chapter from 2010-2012, and have also been a Chapter Delegate.

MISSION AND GOALS: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:• Continue to attend at least one meeting at each and every Chapter• Regularly communicate National news to the Chapters, and listen carefully to the needs of the regional membership and

communicate those back to the Executive Board• Implement our University Outreach Program to connect the NPMA with university students in an effort to help develop our next

generation of asset management professionals• Provide effective tools, resources, support and advice to Chapters for increasing the value to their members• Do all things with enthusiasm, professionalism and dedication to the office and membership I serve

Name: Kendrick Dickerson

Position Sought: Central Region Treasurer

Chapter Affiliation: Alamo Chapter


STATEMENT OF EXPERIENCE: Kendrick is a Material, Fleet and Safety Manager, and a recognized leader in NPMA. Kendrick has a degree

in Business Administration 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, Department of the Navy, and the Department of Defense. Kendrick has 27 years of experience in the Property Management field and has been an NPMA member since 2008. During his five (5) years with the Alamo Chapter, he has served as Chapter

President, Secretary and Membership Director. He was a Presenter at the 2012 NES and the 2013 Spring Seminar. He is a strong supporter of the Alamo Chapter and Central Region and welcomes the opportunity to serve a second term as the region Treasurer.

MISSION AND GOALS: If elected, my mission for the office of Central Region Treasurer would be to continue delivering financial statements in a timely and

professional manner. My goals are to produce and present clear and accurate financial statements and provide reimbursements in a timely manner. My personal goal is to complete my CPPA certification no later than December 2016.

WWW.NPMA.ORG 37

2016 NPMA NOMINEESREGIONALName: Gina Gant

Position Sought: Western Region Secretary

Chapter Affiliation: Cochise Chapter


Employer: Raytheon

STATEMENT OF EXPERIENCE: Gina began her property management career in 2011 when taking a property administrator position at

Raytheon Missile Systems. In 2013, she became a member of the National Property Management Association (NPMA). She is a charter member of the Cochise Chapter. As of 2015, Gina serves as the Cochise Chapter Secretary and Treasurer. Currently, she is a property administrator for 85 subcontractors with almost $30

million in property. Before accepting a position with Raytheon, she worked at SAIC for 6 years as a financial assistant. She received her B.A. from Northern Arizona University in Public Management and Business Administration. In addition to working full-time, Gina works very hard, part-time at the YMCA as a Diabetes Prevention Lifestyle Coach/Sports Coordinator where she coaches youth basketball and volleyball. She currently resides in Tucson, Arizona with her husband, Will and their three children Razin (7), Zena (7), and Savion (5).

MISSION AND GOALS:Gina is a dedicated team player. Gina thrives in a team environment and fully believes a team that is communicating well will be the

most productive and successful. If elected Secretary, she will effectively communicate the Region business information to all Officers and Region Chapters. She will support and promote the NPMA Strategic Plan for managing the growth and focus of this diverse organization. Gina believes she can bring real passion and energy to this role if she is elected. Gina has a strong desire to help others and develop as a professional. Her attitude has always been that if she is going to do something, she should put every effort into it, in order to succeed.

According to a U.S. Government Accountability Office (GAO) report (GAO-16-39) released November 19, 2015, The General Services Administration (GSA) has largely met its lead-agency responsibilities for implementing the Federal Buildings Personnel Training Act of 2010 (the Act) government-wide. For example, GSA has identified core competencies and a recommended curriculum for federal buildings personnel, drafted a charter for an interagency advisory board to help coordinate government-wide implementation, and has developed software tools to assist agencies with compliance efforts. Based on the findings, GAO recommends that GSA develop a legislative proposal to establish agency authorities and reporting responsibilities—as well as an interagency group—to enhance accountability for implementation of the Act.

The report states that GAO conducted this study because the federal government's management of its real property holdings costs billions of dollars and has been on GAO's High Risk List since 2003.

The report examines (1) the progress GSA has made in implementing the Act's requirements, (2) the actions selected agencies have taken to respond to the Act, and (3) the factors that have affected implementation of the Act. To conduct this study, GAO reviewed the Act and agency documentation and studies. GAO also interviewed officials from agencies that occupy about 90 percent of federal real property gross square footage.

GAO REPORTS ON THE IMPLEMENTATION OF THEFEDERAL BUILDINGS PERSONNEL TRAINING ACT OF 2010


INTERMEDIATE PROPERTY MANAGEMENT STUDIES

MARCH 1-3 // OLDSMAR, FLORIDA

APRIL 29 - MAY 5 // MINNEAPOLIS, MINNESOTAThis 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 experience 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. If you have at least one year of property management experience, this course provides the tools to succeed as a professional property manager.

WHERE IN THE FAR (WORLD) IS PROPERTY MANAGEMENT AND HOW DOES IT AFFECT ME

APRIL 4-7 // OLDSMAR, FLORIDA Government property administration can be very complicated

to understand. If you’re asking yourself, “How can I help my company understand the application of FAR,” this is the class for you! This class is for the property professionals involved with the management of Government property. Sometimes Government property regulations are confusing and complicated to understand. This course goes through the FAR clauses. It is essential for property professionals who are seeking solutions by learning techniques within Government contracting for the resolutions of everyday problems. Also provided within this class you will receive guidance on how to cope with the changing world of rules and regulations. This five-day course presents a detailed map of the FAR and will help with application of the regulations. This course is essential if you work in property management, procurement, shipping and receiving, contract management, procurement, subcontractors, warehousing, and disposal.

CONTRACT PROPERTY FUNDAMENTALS

APRIL 4-8 // LOS ANGELES, CALIFORNIA Dr. Goetz will offer a comprehensive intensive four and a half

day course covering the critical aspects of contract property management under the Federal Acquisition Regulations (FAR).

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 404.477.5811 or email [email protected]. For more information or to register, visit the website at www.npma.org and click on the Education tab.

DON’T WAIT

Visit www.npma.org to register

WWW.NPMA.ORG 39

FLEET MANAGEMENT – CERTIFIED FLEET SPECIALIST

APRIL 19-21 // ATLANTA, GEORGIA The NPMA, in partnership with Mercury Associates, is

proud to offer the first Certification for the Federal Fleet Manager. The Certified Federal Fleet Specialist (CFFS) level training is designed for persons who have basic Fleet Management responsibilities or dual roles such as the vehicle control officer. Course subjects include Basic Fleet Management, Fleet Information Management: Regulations, Systems and Data, and Optimizing the Fleet. Certification testing will be performed during the 3-day course.

FLEET MANAGEMENT – CERTIFIED FEDERAL FLEET ADMINISTRATOR

APRIL 30 - MAY 2 // MINNEAPOLIS, MINNESOTAThe NPMA, in partnership with Mercury Associates, is proud

to offer the first Certification for the Federal Fleet Manager. The Certified Federal Fleet Administrator (CFFA) level training is designed for persons who have successfully completed the Certified Fleet Specialist training. Fleet Management responsibilities or dual roles such as the vehicle control officer. Course subjects include, Fuel Management, Leased Fleet Management, Asset Management and Disposal Management. Certification testing will be performed during the 3-day course.

FUNDAMENTALS OF PERSONAL PROPERTY MANAGEMENT

APRIL 30 -MAY 5 // MINNEAPOLIS, MINNESOTAEvery organization, regardless of its size or type has

critical business functions that are integral parts of meeting its objectives and accomplishing the mission. Property management is first and foremost a general management assignment no different than the management of any other resource such as money, personnel, 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.

The Fundamentals of Personal Property Management manual is included as part of this course.

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 www.npma.org/pages/certification.htm

CPPA CERTIFICATION REVIEW & TESTING

MARCH 1-3 // OLDSMAR, FL

APRIL 29 - MARCH 5 // MINNEAPOLIS, MINNESOTA

CPPM CERTIFICAITON REVIEW & TESTING

MARCH 4 // OLDSMAR, FL

CPPS CERTIFICATION REVIEW & TESTING

APRIL 30 -MAY 5 // MINNEAPOLIS, MINNESOTA

M A R C H - A P R I L

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