WWW.NPMA.ORG ISSN-1072-2858

06.2020VOL 32 ISSUE 3

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

T H E

IN THIS ISSUE

41 Years in Property/Asset Management… A Journey Through the Years!

Are You Listening?

The Forecast Is Sunny

Tales from a Teleworker

Transferring Government Property from Contract to Contract

RELIEF OF STEWARDSHIP –

RETURNING“FOUND/ORPHANED”GOVERNMENTCONTRACT PROPERTYTO THE GOVERNMENT

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Association, Inc. and is mailed third class. The articles, opinions and ideas expressed by the

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

of the officers or members of NPMA. Readers are advised that NPMA is not responsible in

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SPECIAL FEATURES

14 41 Years in Property/Asset Management...

A Journey Through the Years

BY TERRI SNOOK, CPPM, CF, LOS ANGELES CHAPTER

17 Transferring Government Property from Contract to

Contract (A Thought Piece on Adding vs. Transferring

Government Property; Is There a Difference?)

BY THOMAS RUCKDASCHEL, CPPM, CF, FEDERAL CENTER CHAPTER

20 The Forecast Is Sunny: Weathering the

Elements of a PMSA

BY KIMBERLY SAEGER, CPPM, COCHISE CHAPTER

22 Tales from a Teleworker

BY BRANDON KRINER, CPPM, CF, BAY AREA CHAPTER

24 Are You Listening?

BY KIM DONER, CPPM, CF, FEDERAL CENTER CHAPTER

REGULAR FEATURES

04 National President’s Column

05 Editor’s Column

27 Connection Corner

28 Ask the Expert

29 Member Forum

INDUSTRY CHATTER

06 Team Coverage: Covid-19 and the Federal Workplace

07 Pandemic Delays GSA's E-Commerce Plans

19 Fiber-optic Internet Cables Could Monitor Earthquakes

25 JUST IN: Space Development Agency to Award

First Satellite Contracts by August

EDUCATION

30 June-August Course Schedule

ADVERTISERS

02 AssetSmart

06 GP Consultants

07 ASTM International

07 KBR

13 National Education Seminar

26 Foundation 50th Anniversary T-shirts

29 2020 Fall Education Seminar (FES)

32 Sunflower Systems

Relief of Stewardship –Returning “Found/Orphaned” Government Contract Property to the Government08

V O L 3 2 I S S U E 3

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

COVER STORY

4 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

Social distancing – a term that has become embedded forever within our brains and until a few weeks ago (as I write this in April), something that I never thought we would all be told to do as a nation. We certainly have practiced it before in our lives– staying away from “that” relative you don’t want to talk to at a family gathering, telling folks to “keep your distance” if they appear sick, and hiding from our kids when we just need those few minutes alone. Now that it is an official mandate by our state, local, and federal governments it takes on a whole new meaning. The world we live and work in is now adapting to a new normal and I have no idea what the future will look like when this article is published. But I do know that our members, leadership, and staff at ME have the fortitude and strength to adapt to the ever-changing work environment.

I suspect that many of you were involved in decisions made as your organizational workforce transitioned to a work from home environment. If your organizations did not have formal processes in place or had to update processes, I hope that you or someone within your asset management group was part of those discussions. The value that all of you bring during this period of transition is needed now more than ever. Who else in your organization knows where everything is located, what staff has assigned to them, and can answer those important questions like – “Can I take my monitor home?” It is during the tough times where our knowledge and expertise of all things assets and our organizational systems rise to the top. We deal with daily surprises and requests frequently. We are used to being called upon to act or provide information and while this situation is highly unusual, we can handle it. And most importantly your organizations’ leadership should know you can handle it.

Hopefully you are reading the NPMA Newsflash and emails to keep abreast of the current resources available to you, many of which are free, and the changes being made to adapt many of our in-class courses to online instructor led courses. There is much already available via the NPMA website that you can take advantage of – the online webinars, our publications, our certification programs, the career center, and the member forum. The Executive Board wants to ensure that opportunities currently in place, and those to come, offer you the path to stay connected and continue your career growth.

We understand the struggle is real. The COVID-19 virus has impacted us all. As we have moved through these last few months, my hope is that the impact has lessened. We have walked through the fire and have come out a stronger nation and people that will not soon forget the ways we have come together. NPMA will continue to be a positive force. We will continue to look at ways to innovate and bring learning opportunities that allow individual and group participation. Our work in supporting our members and your organizations has not changed; just the way we must execute has changed. Let’s all hope that we can still gather in Dallas for NES 2020 but if not, know that NES 2021 in Reno will be one grand celebration.

‘‘

NATIONAL PRESIDENT BILL FRANKLIN, CPPM

THE STRUGGLE IS REAL

NPMA will continue to be a positive force. We will continue to look at ways to innovate and bring learning opportunities that allow individual and group participation."

WWW.NPMA.ORG 5

We have heard a phrase repeated frequently lately: Don’t let a crisis go to waste! What lessons will our nation learn from this one? In the past few months we have all become familiar with previously unused words, e.g. pandemic, coronavirus etc. Most of our previous experiences are with hurricanes, tornadoes and other weather events; earthquakes or tsunamis, or military conflicts. We have also heard various questions like how many facemasks and ventilators are available locally, in state or national stockpiles. Inventory managers can provide needed input. More questions concerning asset management also have arisen about temporary hospitals and hospital beds. The answers to these questions during any crisis can be provided by those in our profession. We just need to better educate leaders and organizations about what necessary information we can bring to them to better respond to crises.

During our recent COVID-19 experience we all suffered personally through shortages of toilet paper and paper towels, hand sanitizers, bottled water and so forth. Our supply systems are mostly Just in Time (JIT) ordering instead of local on-hand supply storage to save money. This means we have saved money by not having warehouses for local, state and national stockpiling. This may be a shortsighted savings that needs to be addressed. The severe disruption to the supply chain could not be met and shortages existed for months meaning that demands could not be met. Had leaders and managers paid a little more attention to information available from asset managers, they might have been better able to respond to the changing needs.

Near the end of my time working for the military, the Army began really pushing the idea of Total Asset Visibility (TAV) and its effect on readiness. In my job it had great relevance to a reporting process I had initiated previously in the battalion where I worked. Due to our ensuring almost all items on the authorization documents were on hand and serviceable, our battalion had the highest readiness rating—readiness to go to war. When I had first arrived, we were at the lowest. Good asset management practices provided the difference for battalion leadership and unit performance.

Prior to that, I was the Property Book Officer (PBO) for the Stuttgart Central Issue Facility (CIF)—OPM job series was Inventory Management. I spent two years issuing to military members and bringing our stock of Kevlar helmets, fragmentation vests, etc. to the 100+ 7th Corps military units up to required levels. This allowed us to respond in Nov 1990 to Desert Shield/Storm in Southwest Asia during the first Gulf War. This was definitely a crisis response. Also at the CIF we responded to the Wall coming down between East and West Germany in 1989. This crisis brought special requests for inventory information about blankets from the Department of State that could be immediately provided—from our CIF.

Many NPMA members and retirees provided supplies and equipment in Hurricane Katrina support to FEMA in 2005. This type of immediate asset management support has been needed in the past and will continue to be in the future. It is up to us, as asset managers, to make it efficient and effective and to keep our leaders and organizations informed as to asset availability.

What large or small crises have you helped support? What inventory management issues have you experienced and how did you address them? What crises do you see ahead that asset management can help organizations to address? Please share your experiences and ideas with your fellow NPMA members and The Property Professional!

National Editors Note: Our cover story for this issue comes from the illustrious law professor and dancer extraordinaire the `WAZ' (Charles A. Waszczak). Additionally, recently I reached out to 15 CFs for articles and the first five responders make up the remainder of issue 32-3 of The Property Professional.

ASSET MANAGEMENT& CRISIS

EASTERN REGION EDITOR TOBY BELL, CPPM

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 jsanford@meetingexpectations.comEDUCATION/MEMBERSHIP SENIOR COORDINATOR: Carly Loomis membership@npma.orgCERTIFICATION SPECIALIST: Heather Duff certification@npma.orgASSOCIATION MANAGER: Lisa Williams conferences@npma.org FLEET CERTIFICATION MANAGER: Rebecca Clusserath fleet@npma.orgART DIRECTOR: Dimitri Papadimitriou dimitri@meetingexpectations.com

THE PROPERTY PROFESSIONAL EDITORIAL TEAM

NATIONAL EDITOR: Billie Jo Perchla, CPPM, CF bjperchla@yahoo.comMANAGING EDITOR: Keith Record, CPPMkeith.c.record@L3Harris.comEDITOR EMERITUS: Dr. Douglas Goetz, CPPM, CF dgoetz@att.netCENTRAL REGION EDITOR: Scott Petersen, CPPM, CF scott.w.petersen@raytheon.comEASTERN REGION EDITOR: Toby V. Bell, CPPM toby.bell@hotmail.comWESTERN REGION EDITOR: Glenda Steffenhagen-Poole, CPPM, CF gsteffenhagen@gmail.com

NPMA EXECUTIVE BOARD

NATIONAL PRESIDENT: Bill Franklin, CPPMEXECUTIVE VICE PRESIDENT: VacantIMMEDIATE PAST PRESIDENT: Cinda Brockman, CPPM, CFVICE PRESIDENT ADMINISTRATION: Jessica Dzara, CPPM, CFVICE PRESIDENT CERTIFICATION: Cathy Seltzer, CPPM, CFVICE PRESIDENT COMMUNICATIONS AND MARKETING: Kimberly Saeger, CPPMVICE PRESIDENT FINANCE: Bob Kaehler, CPPSVICE PRESIDENT MEMBERSHIP: Ivonne Bachar, CPPM, CFVICE PRESIDENT PARLIAMENTARY PROCEDURES: Loril Stephens, CPPM, CFVICE PRESIDENT PROFESSIONAL DEVELOPMENT: Tara Miller, CPPM, CFVICE PRESIDENT CENTRAL REGION: Ken Black, CPPM, CFVICE PRESIDENT EASTERN REGION: Wes Carter, CPPM, CFVICE PRESIDENT WESTERN REGION: Amanda Jensen, CPPM

NATIONAL DIRECTORS

AWARDS PROGRAM AND COMMUNICATIONS: Brian Thompson, CPPM, CFCERTIFICATION: VACANTCERTIFICATION GOVERNING BOARD CHAIR: Rosanne "Beth" Green, CPPM, CFCOMMUNICATIONS - MARKETING: Scott Ray, CPPMCOUNCIL OF FELLOWS CHAIR: Donna King, CPPM, CFFOUNDATION ADMINISTRATOR: Patricia Jacklets, CPPM, CF MARKETING - ASSET MANAGEMENT AWARENESS: Danielle Lyons, CPPS MARKETING - SOCIAL MEDIA: Angel Rosario MEMBERSHIP - CHAPTER SUPPORT: Kim Kaehler, CPPAMEMBERSHIP - COMMUNICATIONS: Colton Clemmer, CPPSMEMBERSHIP - GROUP MEMBERSHIP OUTREACH: Mike Puryear, CPPM, CFMEMBERSHIP - MEDIA: Scott Petersen, CPPM, CF

6 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

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FCW is covering the impact of the coronavirus pandemic on the federal workforce and government operations. NOTE: CDC and OPM maintain up-to-date information for the latest on the outbreak and guidance on individual and agency response. Please check back often for stories and insights behind the headlines about how the coronavirus response is affecting telework, acquisition, service delivery, collaboration, technology and more. New guidance allows teleworking feds to connect and access agency and cloud resources from their homes while staying in compliance with the Trusted Internet Connection program.

For the full coverage page: https://fcw.com/articles/2020/03/11/covid19landingpage.aspx

TEAM COVERAGE: COVID-19 AND THE FEDERAL WORKFORCE

By FCW Staff

WWW.NPMA.ORG 7

•

• •

• • • •

DEFENSE SPACE INTEL TECHNOLOGY

GAM_NPMA_r2.indd 1 10/25/2019 12:07:50 PM

www.astm.org/ COMMITTEE/E53

Committee E53Standard Practices for Asset ManagementJoin industry experts in developing Asset Management Standards!

PANDEMIC DELAYS GSA'S E-COMMERCE

PLANS

By Mark Rockwell

The General Services Administration's (GSA) push to create an electronic purchasing portal for federal agencies has been shoved to the sidelines by the government's more urgent demands for IT hardware and service support for telework.

"Not surprisingly, GSA's resources have shifted to support the COVID-19 response, and we're having to prioritize certain activities to support the immediate needs of the federal government," said Laura Stanton, deputy assistant commissioner for Category Management, Information Technology Category, in an April 1 post on the agency's Interact site.

"We will continue to move forward as we are able, recognizing that many of our acquisition professionals are prioritizing COVID-19 response work over other acquisition initiatives," Stanton said.

For the full article go to: https://fcw.com/articles/2020/04/01/gsa-ecommerce-portal-delayed.aspx

BY CHARLES A. WASZCZAKOHIO VALLEY CHAPTER

RELIEF OF STEWARDSHIP –

RETURNING“FOUND/ORPHANED”GOVERNMENTCONTRACT PROPERTYTO THE GOVERNMENT

WWW.NPMA.ORG 9

Did you ever wonder why the Plant Clearance person is an “officer” and the Government Property person is an “administrator?” Both have certificates of appointment, so why are they not both either “officers” or “administrators?”

More about that later…Let’s first discuss the Federal Acquisition Regulation (FAR)

concept of Stewardship responsibility.

STEWARDSHIP RESPONSIBILITY“The Contractor’s responsibility extends from the initial

acquisitioni and receipt of property, through stewardship, custody, and use until formally relieved of responsibility by authorized means, including delivery, consumption, expending, sale (as surplus property), or other disposition, or via a completed investigation, evaluation, and final determination for lost property. This requirement applies to all Government property under the Contractor’s accountability, stewardship, possession or control…”ii

Generally speaking, assumption of responsibility for Government contract property is fairly straight-forward for a contractor as noted in the FAR requirement above.

The contractor assumes stewardship responsibility for all classifications of propertyiii in all of the following instances:

• Property they acquire under cost-reimbursementiv contracts; or as cost reimbursable contract line items (CLINS) under fixed-price instruments on behalf of the Government as contractor-acquired property (CAP);v

• Property they acquire as Government-furnished propertyvi (GFP), under ANY contract type;

• Even GFP they may receive that have “discrepancies incident to shipment”vii to include that which is mistakenly sent them (characterized as “misdirected”).viii

RELIEF OF STEWARDSHIP RESPONSIBILITYFormal relief of stewardship responsibility seems rather

straight-forward as generally covered by the same FAR paragraph and more specifically under FAR 52.245-1(f )(1)(vii)(C).

Relief of stewardship for overages and misdirected GFP that are discrepancies incident to shipment are first reported to the Government Property Administrator as directed in FAR 52.245-1(f )(1)(ii)(A) for action and subsequent contractor appropriate relief of stewardship for that Government property, under FAR 52.245-1(f )(1)(vii)(C).

Seems like a comprehensive treatment of all situations save one – How does a contractor gain stewardship relief of Government property discovered AFTER contract close-out?

Of course, the periodically audited Contractor’s property management system (PMS) contract closeout process/outcome should be extremely well-equipped to preclude this happening.ix

Consider these contract requirements placed on the contractor that serve to largely preclude Government property remaining with the contractor after contract closeout:

• Receive, document and create an individual record of all Government property (both GFP and CAP)x

• Establish and maintain records of all Government property accountable to the contract including both GFP and CAPxi

• Conduct periodic inventories and a final inventory upon contract completionxii

• Perform and report contract property closeout including physical inventory of all property upon completion of the contract and disposing of excessxiii

• Provides contract close out letters reflecting property zero balance in a timely mannerxiv

Yet through this safety net of contractor proper receipt, Government property record keeping, inventory, disposal action and ultimately contract closeout, “orphaned”xv Government property still happens when it is “discovered” and must be dealt with – now without the benefit of a contract. Remember, “stewardship” is conclusive until “appropriate relief” is achieved via one of the methods noted in FAR 52.245-1(f )(1)(vii)(C)(1)-(4).

RELIEF OF STEWARDSHIP RESPONSIBILITY FOR “FOUND/ORPHANED” GOVERNMENT PROPERTY

So, how is relief of stewardship going to happen for orphaned Government contract property?

Consider the plant clearance policy of the Department of Defense (DoD), Contract Management Agency (DCMA), whose role is post-award administration of contracts:

“Ensure that Government property no longer required for contract performance is disposed of efficiently, expeditiously, and consistent with Federal Acquisition Regulation and Defense Federal Acquisition Regulation Supplement (DFARS) requirements, and in accordance with contract terms and conditions.”xvi

Let’s consider relief of stewardship through a theoretical “inadvertent” abandonment of orphaned Government contract property as well as DCMAs three plant clearance policy conditions (contract terms and conditions, the FAR and DFARS).

1. Abandonment of Government contract property cannot be inadvertent, therefore a contractor remains steward of that orphaned property. Abandonment of sensitivexvii Government contract property cannot happen “without the Contractor’s written consent.”xviii Abandonment of non-sensitive Government contract property can only take place “upon notice to the Contractor”xix “at which time all obligations of the Government regarding such property shall cease.”xx Appropriate execution of either of these would demonstrate Government intent to relinquish property title to the contractor and coincidently, relief of stewardship responsibility.xxi

2. Contract terms and conditions - Since the contract under which the orphaned Government property was attributed is now closed, contract terms and conditions that may have applied to such property no longer (legally) exist. The parties to that contract (Government & contractor) have agreed that all contract actions were conclusive, final payment made, residual funds deobligated and legal ties that were the contract irrevocably severed. Absent the contract document and any disposition guidance it may

C O V E R S T O R Y

10 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

have contained, the contractor remains steward of the orphaned property.

3. FAR and DFARS – Both are silent and therefore ineffective as neither specifically address the appropriate means/methods of disposal of orphaned Government contract property. The contractor consequently remains steward of such property.

To briefly recap, the steward of orphaned property is stymied. It’s not theirs, there’s no contract and no FAR/DFARS direction. Written direction lacking, there’s seemingly no way to rid themselves of such property and no relief of their perpetual stewardship responsibility.

In the absence of written guidance/direction, other methods may be pursued in order to properly dispose of and obtain appropriate relief of stewardship responsibility for orphaned items of contract Government property. Several of these are both noted then discussed below to include possible drawback to their effectivity:

• Submit on inventory disposal schedule with a closed contract number

• Utilize property record data, National Stock Number (NSN)/serial number to find the Government item manager; then seek disposal direction

• Submit a “found property” report to the Property Administrator (PA)

• Seek to reopen the closed/retired contract then submit an inventory disposal schedule

• Request to attach orphaned property to another active contract

• The PLCO works with the Defense Logistics Agency (DLA) Disposition Services to effect disposition

Submit on inventory disposal schedule with a closed contract number

The Government contract property disposition process is detailed in FAR 52.245-1( j). In addition, DFARS clause 252.245-7004xxii details the same process by electronic means. Both require the same data element submission via either paper or electronic SF 1428, inventory disposal schedules. One of the many key elements of required information includes the associated contract number for the property listed on the SF 1428. Since the process is, for all intents and purposes, fully mechanized for Department of Defense (DoD) contractors with integrated reporting through Procurement Integrated

Enterprise Environment (PIEE), an appropriate contract number is needed for the PLCO to open a disposition case. Even though the contract is physically completed, closed out and archived, a disposition case can still be opened and may be successfully completed under certain conditions. As long as there is no funding needed to affect

such disposition then the PLCO can complete the disposition process and relieve the contractor of stewardship responsibility through the issuance of disposition directions and the contractor accomplishing that disposition. However, if funding is needed for actions like packaging, handling, shipping, and/or demilitarization (DEMIL) then the disposition process becomes more complicated. As no funds exist for orphaned property disposition, funding must be sought and obtained from either a Government source or provided by the contractor to complete successful disposition and relief of stewardship responsibility.

Utilize property record data, NSN/serial number to find the Government item manager; then seek disposal direction

When an orphaned item is discovered, there may be a range of data that might be available on that item. A record card with FAR 52.245-1(f )(1)(iii)(A) data is optimal. Yet, more typically, the only data may be that found on the item itself such as nomenclature, part number or NSN. If the latter is the case, research may lead the contractor to a Government item manager who may provide additional item information including item sensitivity or possibly accountable property of record information. Depending upon the item and whether it is a sensitive item, an item manager may be very willing to reassume Government possession for restock or disposition of the orphaned item. If the item manager can provide funding for packaging, handling, shipment, DEMIL, etc., then disposition and relief of stewardship responsibility may be successfully accomplished. However, item managers may not be so likely inclined if a non-sensitive item is involved and/or funding is needed. The item manger may be able to provide additional information as to the appropriate accountable property of record (APR) holder, who may be holding this on their Accountable Property System of Records (APSR) under DODI 5000.64, and who may be willing and financially able to physically reacquire the item from the contractor and thereby relieve them of stewardship responsibility.

Submit a “Found Property” report to the PAInforming the Government PA of found property comes with

a mixed bag. On one hand, the PA is well situated to support and augment contractor efforts to discover information on the orphaned property in order to affect proper relief of stewardship by return to the appropriate Government owner. On the other hand, the PA has system surveillance responsibilities. The revelation of found Government property constitutes, as a minimum, probable defects with several processes including records, inventory and contract closeout. Effecting proper disposition of the found item and appropriate relief of stewardship may be the contractor’s primary focus, but correcting system processes defects/deficiencies made evident by the discovery of orphaned Government property must be treated as a co-equal goal. A recurring drawback is obtaining any funding needed to disposition the orphaned item unless the contractor is willing to absorb any costs in order to obtain relief of stewardship responsibility.

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Seek to reopen the closed/retired contract then submit an inventory disposal schedule

The process of closing and then retiring a contract document can literally take years of effort on the part of the contractor and the Government. While the contractor undertakes closeout actions, the Government closes its payment file, contract administration file and finally the procuring office file. Once closed the contract is then retired and archived. Whether a closed contract can be “re-opened” for the express purpose of effecting proper disposition and appropriate relief of stewardship of an orphaned item then becomes a question of complexity involved. Funding for disposition is an additional hurdle and may be coincident to successful contract reopening for purposes of disposition such items. Government program offices and contracting officers (if either can be located) are extremely reluctant to undertake this course of action. More success may come with a simple, recently closed contract rather than a more complex, aged-closure contract. The decision to select this alternative will involve levels beyond the contractor property manager, the Government PA and the Plant Clearance Officer (PLCO) and it will be difficult.xxiii

Request to attach orphaned property to another active contract

Another solution may be to seek attachment of orphaned property to an active contract. This action would require a contract modification by the Procuring Contracting Officer adding the property to the active contract listing and documentation of the contract file, detailing the “adoption” of the orphaned property in order to effect disposition. Submittal of and acceptance of the SF 1428 inventory disposal schedule should now be routine. Successful disposition would result in appropriate relief of stewardship for the once orphaned item. The same funding issues as noted above may be mitigated but will be a strong consideration. Program managers are very reluctant to use current funds to pay for previous contracting issues.

The PLCO works with DLA Disposition Services to effect disposition

One final option is the cooperative use of DLA Disposition Services via the cognizant PLCO to disposition an orphaned item. DLA Disposition Services is primarily used to dispose of property of the Government held by the various DoD agencies when that property is located on a base or installation. Whereas the disposal of Government contract property held by contractors is the domain of the PLCO. However, in some contracting situations where contractors are performing on Government installations or in remote locations, they may be contractually directed to dispose of property using DLA Disposition Service rather than their own FAR 52.245-1( j) property disposal system. Since DLA Disposition Services is a fee-for-service operation, property owning agencies will not monetarily benefit from proceeds resulting from screening and sale of excess property when this office is utilized rather than the PLCO. DCMA in its PLANT CLEARANCE MANUAL 2501-04, addressed this action. It states,

3.13. USE OF DEFENSE LOGISTICS AGENCYDISPOSITION SERVICES (DLADS).The disposal of excess contractor inventory is the responsibility of the contractor and every attempt should be made to reutilize and/or recover any proceeds from the sale and/or scrap value of the property. The PLCO may direct the contractor to turn in excess contractor inventory to DLADS only in unusual or compelling situations and the PCO has determined it to be in the best interests of the Government. The PLCO must have concurrence from the PCO to use DLADS for the disposition of excess contractor inventory.

However, where a contract number cannot be supplied nor property attached to another active contract, disposal via DLA Disposition Services may accomplish the purpose of proper disposition and appropriate relief of stewardship for the contractor. Funding issues may still be encountered.

CAUGHT BETWEEN A ROCK AND A HARD PLACE…

The Government property clause, FAR 52.245-1, is a “risk mitigation” requirement placed upon contractors doing business with the Government, where Government contract property will either be acquired as CAP or furnished them as GFP. Such contractors become stewards of this property titled in the Government and assume wide-ranging, cradle-to-grave stewardship responsibilities until appropriately relieved.

Stewardship even includes reporting discrepancies incident to shipment of Government property that includes that which may be mistakenly shipped/delivered to them. While not a routine occurrence, an appreciative Government has a process in place for them to report such incidents, provide both direction to and funding for redirection of the Government property and appropriately relieve the contractor of any further stewardship responsibility.

Yet relief of stewardship for “found” or “orphaned” Government property, has no clear-cut process, no funding and therefore, an unclear path to relief of stewardship.

But is this more problematic for the contractor or the PLCO?Disposition and direction relative to disposition is the domain

of the PLCO. The contractor seeks relief of stewardship through proper disposition direction for found/orphaned property from the PLCO. Yet it’s the PLCO who has no clear-cut policy direction or more importantly, a source of funding to direct and enact disposition direction. Arguably, one could conclude that the PLCO is lacking all the appropriate tools to issue appropriate and timely disposition instructions in this instance. If the PLCO lacks the ability to fulfill their certificate of appointment, it remains unclear who can.

THE REST OF THE STORYDid you know that Plant Clearance Officer’s used to have

“contracting” authority?Consider the titles of the following Government officials,

noting the similarity of title endings for most:

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12 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

A common thread ALL share is that they all must earn and receive a certificate of appointment, describing their authority and limits thereto.xxiv Yet, we note two things. First the PA is odd-title out. They were/are “administrators,” not “officers.” Second, is the fact that PLCOs do not have contracting authority yet titled as if they did!

The answer to the naming riddle is simply this - The PLCO used to have “contracting” authority just like the other “officers” noted above and evidenced below:

Armed Services Procurement Regulation, Part 24 – Disposition of Personal Property in Possession of Contractors, Section 24.102 – Duties and Responsibilities of the Plant Clearance Officer -

(q) “Contracting for packing, crating and handling costs incident to the removal of Government property from the contractor’s plants when appointed in accordance with Subpart D Part of this chapter;”xxv

So, what happened to their contracting authority?In 1976, a PLCO with contracting authority was found to have

committed a significant “malfeasance of office.”xxvi Part of the “corrective action” was apparently the loss of the ability for ANY PLCO to have contracting authority which continues to this day…

“And now you know...the rest of the story.xxvii

REFERENCESi The use of this term is NOT that provided in FAR paragraph 2.101. In fact, this term must be broadly interpreted by looking not simply at the root word “acquire” for a more precise. definition, but rather at synonyms of the word. Website www.lexico.com describes the synonyms for “acquire” to include – “obtain, come by, come to have, get, receive, gain, earn, win, come into, come in for, take possession of, take receipt of, and be given. buy, purchase, procure, possess oneself of, secure. gather, collect, pick up, appropriate, amass, build up, hook, net, land.” Given these synonyms, the term “acquisition” as used in context, takes on an expansive, if not all-inclusive meaning rather than the narrow “buy” connotation defined by the FAR and somewhat automatically ascribed to the term by those very familiar with FAR applicationii FAR 52.245-1 – Government Property (Jan 2017) paragraph (b)(2). Note that the clause specifies acquisition as the start, physical stewardship starts at the receipt of said Government property.iii Classifications include: Material, Special Tooling, Special Test Equipment and Equipmentiv Such property must meet the tests of “reasonability (FAR 31.201-2), allocability & allowability (FAR 31.201-3)”v FAR 52.245-1(a) Definition of “Contractor-acquired property”vi FAR 52.245-1(a) Definition of “Government-furnished property”vii FAR 52.245-1(a) Definition of “Discrepancies incident to shipment”viii The contractor fully controls the acquisition of CAP and is therefore responsible for correction of any/all overages, shortages, deficiencies or misdirected CAP with the appropriate vendor FAR clause 52.245-1(f)(1)(ii)(B).ix Audit includes both contractor self-audit as well as PA-conducted property management system audits (PMSA)

x FAR 52.245-1(f)(1)(ii)xi FAR 52.245-1(f)(1)(iii)(A)xii FAR 52.245-1(f)(1)(iv)xiii FAR 52.245-1(f)(1)(x)xiv The DoD Guidebook for Contract Property Administration, December 2014, Section 9, page 26, PROPERTY CLOSEOUT, references property closeout letters as source documents.xv Deprived of any existing contract document supportxvi DCMA Manual 2501-04, Feb 14, 2019, Chg. #1, Feb 21, 2020, Section #1, para 1.2 Policyxvii FAR 52.245-1(a) – Definition of Sensitive Propertyxviii FAR 52.245-1(k)1)xix FAR 52.245-1(k)(2)xx Ibid.xxi Though in discussions with other Property professionals the term “constructive abandonment” has been used, we are unaware of any legal precedent, i.e., court case supporting this construct for Government property in the possession of contractors.xxii 252.245-7004 Reporting, Reutilization, and Disposal, para b, specifies completion of SF 1428, Inventory Schedule B, within the Plant Clearance Automated Reutilization Screening System (PCARSS)xxiii DCMA has instruction on reopening a closed contract in DCMA Manual 2501-07 which may be found at https://www.dcma.mil/Portals/31/Documents/Policy/DCMA-MAN-2501-07.pdf?ver=2019-01-15-105034-927 (Link dated 3-30-2020). Regrettably Table 17 in the manual does not provide an example where remaining Government property has been found on a closed contract.xxiv See DFARS SUBPART 201.6—Career Development, Contracting Authority, and Responsibilities; specifically, DFARS 201.603 for Contracting Officers and DFARS 201.670 for Property Administrators and Plant Clearance Officers.xxv Federal Register, Vol 33, No. 98 – Saturday, May 18 1968, page 7408. The Federal Register that day included extensive Miscellaneous Amendments to SUBCHAPTER A – Armed Service Procurement Regulations which included the entirety of paragraph 24-102(a)-(r) dealing with PLCO Duties and Responsibilities.xxvi Malfeasance - The performance by a public official of an act that is legally unjustified, harmful, or contrary to law; wrongdoing (used especially of an act in violation of a public trust). Definition of Malfeasant at Dictionary.com - www.dictionary.comxxvii This phrase was used by American radio broadcaster, Paul Harvey Aurandt (4 September 1918 – 28 February 2009), as the conclusion to his “Rest of the Story” segment of his broadcast.

ABOUT THE AUTHOR

Chuck Waszczak, is an associate of GP Consultants, LLC. Though formally retired from the DoD, he continues to teach Government contract property curricula with GP Consultants. While with the Defense Acquisition University he served as a Professor of Continuing Education providing performance support to DoD and other agencies as well as teaching Government contract property, contracting and acquisition courses. As an engaging and energetic speaker at both the national and local chapter levels, he is an active 16-year member of the National Property Management Association (NPMA), Ohio Valley Chapter serving as a current delegate and former VP. Chuck is also a 36-year member of NCMA and a 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 2015 NPMA NES, Fort Worth, Texas.

C O V E R S T O R Y

TITLECONTRACTING

AUTHORITY

Procuring Contracting Officer (PCO) YES

Administrative Contracting Officer (ACO) YES

Terminations Contracting Officer (TCO) YES

Plant Clearance Officer (PLCO) NO

Property Administrator (PA) NO

WWW.NPMA.ORG 13

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CELEBRATE 50 YEARS OF THE NPMA!Enhance your credibility, efficiency, and productivity at the 2020 NES in Dallas, Texas.

14 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

A JOURNEY THROUGH

THE YEARS!

41 YEARS IN PROPERTY/ASSET

MANAGEMENT...

By Terri Snook, CPPM CF, Los Angeles Chapter

WWW.NPMA.ORG 15

the corrective action required. We were fortunate to have a Government Property Administrator (GPA) with foresight and confidence to accept that our internal audit team could perform audits with integrity. Far before Contractor Self-Assessment (CSA), we were able to implement “Self-Governance,” whereby through agreement with the GPA, we performed a select few of the DCMA audits and provided the results to her.

The second function I performed was subcontractor surveillance. Since we had over 300 subcontractors, we spent a great deal of time on the road. I admit, this was my favorite function! The small “Mom and Pop” shops supporting our programs were hungry for information, as most do not normally perform on direct contracts with the Government, therefore are not familiar with the regulations. It was truly rewarding to be able to provide the guidance necessary for them to maintain adequate property management systems. I again was able to apply previous experience in determining to what level the management system needed to be, relative to the size of their organization.

As a major subcontractor on the F18 program, I was also educated in the different requirements we had, as opposed to a prime contractor. I am thankful for my 11 years at Northrop Grumman for providing the experience necessary to become a professional Property Management System auditor.

I have gone on in my career to other companies (Boeing, HRL Laboratories, and Aerospace Corporation) where I have been able to apply my expertise in implementing system improvements, and in a few cases revamp the Property Management System as corrective action to a Level II or III CAR (Corrective Action Request) from the DCMA. Very rewarding, indeed!!

So…are there other ways we can advance our careers? YES!! The biggest non-industry contributor to my career has been the National Property Management Association (NPMA). This organization has provided education, networking, and growth since 1984, when I first joined. The past 35 years has given me the opportunity to serve as various levels within the Chapter and Region. For others, there are opportunities at the National level as well. I have personally served at Chapter

of Special Test Equipment (STE) and Special Tooling (ST). This was all of what was then considered “Group Property,” or the official record-keepers for our group within the company…there were 15 groups. The property support here was more administrative. I remained at this level for five (5) years, interfacing with corporate property personnel, Government personnel, and our Division Property Administrators. There were nine (9) divisions within our group, so there was a great deal of interfacing, providing guidance, and processing of various documents.

My next step was moving on to the division level, where we dealt more with the actual property. I finally got to see what some of these items looked like and how they were utilized. Seeing an actual oscilloscope, power supply, multimeter, etc. brought to life what I had only seen on paper. At this level, I was able to increase my networking and interfacing with program office personnel, contract administrators, engineers, and line organizations. I was now at the contract performance level, supporting the movements, shipments, inventories, receipts, and calibration of the equipment. This gave me a new perspective on “being flexible” in order to support contract schedules. How many times did we have to ship a deliverable on a holiday or weekend and back into the documentation?!

I was also able to support customer/government/corporate audits on a more hands-on approach. We had to locate the property and provide utilization information to the auditors. What an educational experience. I developed the ability to facilitate audits, provide data, and to incorporate corrective actions to a positive end.

After 11 years at Hughes Aircraft, I was able to utilize this experience when I accepted my next position at Northrop Grumman as an Internal/Subcontractor Surveillance Auditor. Utilizing my experience at “being audited,” provided me with the insight necessary to become a fair and professional auditor. Seeing how things were done at the contract performance level allowed me to be more analytical in evaluating risk to the customer to determine if something was a major find or an observation that could be fixed during the audit. This was important in determining the overall rating and

Whew!!! Has it really been that long? Seems like just yesterday that I began this journey as a clerk in our surplus/storage warehouse. Who would have thought that filing property move documents, answering phones and interfacing with some Property personnel would lead me down this road to Property Compliance?

First of all, Property…I couldn’t even spell it, much less understand what it was! Like most of us, I got into this field by accident. Oh, but sometimes accidents can be a blessing, because this journey has been so rewarding in many ways. It has brought me the satisfaction of becoming an expert in my field and utilizing that expertise to guide my companies to success in maintaining approved Property Management Systems. More than that though, has been the “family” of Property Professionals across the country, as well as across the various industries. The friendships I have made throughout the last 41 years are invaluable!

So…how did it all start? At the bottom, of course! I began this journey at the Hughes Aircraft Company (sadly, no longer in existence) as a clerk in our Surplus/Storage warehouse, which at the time was not part of the Property Management organization. If I remember correctly, we were managed by General Services. I did such menial tasks as answering phones and filing. However, that filing consisted of “Property” documents and required a great deal of interfacing with the Property Management personnel. That was my first exposure to “networking,” which resulted in interviewing and transferring to Property Management. Thus, began my career!

As a Property Coordinator, I was first assigned to Plant Clearance. Now, remember, this was the “old” manual process. No, we didn’t even have personal computers! Everything was manual. Property history was maintained on ledger cards and all transactions were backed up by paper documents. Property move orders, shippers, manual reports, batch inputs, massive paper property listings, and yes, microfiche! Anyone remember those? Once I felt comfortable with Plant Clearance, I asked to learn something else! This is important. Keep on learning and expanding your knowledge. I am thankful for my first boss in Property Management for allowing this for me. I was then moved on to Acquisition

16 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

ABOUT THE AUTHOR

Terri Snook, CPPM, CF, obtained vast experience as a property professional, working 40+ years at various DoD contractors, including Hughes Aircraft, Northrop Grumman, Boeing and Aerospace Corporation. She began her career as a Property Coordinator at Hughes Aircraft in 1977, learning property from the ground up, advancing to her current level as Property Compliance Staff IV at The Aerospace Corporation. With 20+ years’ experience performing internal self-assessment audits and subcontractor surveillance, she was currently brought on board at Aerospace Corporation to implement the Contractor Self-Assessment (CSA) program. Terri has presented at previous NPMA seminars, providing well received information on preparing for, and what to expect in a Property Management System Analysis (PMSA). She has been a member of NPMA since 1984, serving in many capacities at both the Chapter and Regional levels. She is currently the President of the Los Angeles Chapter and Secretary of the Western Region. Terri obtained her CPPM certification in 1992 and her Consulting Fellow (CF) designation in 2005.

we can help them in understanding the property provisions of the contract. Know and understand the regulations; FAR, DoD Far Supplement, NASA Far Supplement, DOE-DEARS. We are one big Property TEAM! We can’t do it by ourselves, we need all these other organizations and THEY NEED US!

So, in summary, I want to reiterate that Property Management is a rewarding and challenging career field, providing great opportunities for advancement. But, in order to take advantage of those opportunities, learn all of the functions/outcomes. Know Property from cradle to grave…don’t get “Pigeon-holed” or “Siloed”. Join NPMA and seek out every opportunity for training and education. Learn from the mentors and CFs. Attend the seminars and webinars. Network! PARTICIPATE!!

As you can see, this has been my personal journey through my property career and some of the things I have learned along the way, some good, some bad. I hope I have provided you with some tips on how to make the best of YOUR career so it can be as rewarding, although challenging, as mine! Thank you for your time!

President, Vice President, and Secretary in the Los Angeles Chapter; Vice President of both the Saguaro and Alamo chapters; and Secretary of the Western Region. It is not enough to become a member; you must also be active. Take advantage of the seminars (NES, SES, and FES), the free webinars, and onsite classes. Get your certification! It is invaluable to your career. I also want to take this opportunity to mention the Consulting Fellows (CFs). They are your mentors, those that have given many years and support to the organization. They have invaluable knowledge and expertise to share. Speaking of giving back! Present at the seminars and workshops and submit articles! They don’t have to be long, just share your knowledge. Most importantly, NPMA provides us with the greatest professional network we could ask for. Get to know your “Property family”…pick up the phone and ask somebody for answers.

Get to know the other organizations that are vital to our existence. Contracts, Subcontracts, Procurement, Receiving/Shipping, to name a few. I would also suggest aligning with the National Contract Management Association (NCMA). Not only can they provide important contract information to us, but

WWW.NPMA.ORG 17

TRANSFERRINGGOVERNMENT PROPERTY

FROM CONTRACT TO CONTRACT(A Thought Piece on Adding vs. Transferring Government Property; Is There a Difference?)

By Thomas Ruckdaschel, CPPM, CF, Federal Center Chapter

18 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

in the context of FAR 45.106, can occur only on existing previously awarded contracts and are therefore considered “post-award” actions. In all cases, the first question should be…was the furnishing of Government property considered prior to award? Indeed, there may be a number of legitimate reasons, but that’s for another article.

Second, assuming the property is truly required on the gaining contract, proper justification is required; FAR policy at 45.102 now comes into play. For DoD contracting officers, DFARS PGI 245.103-70, Furnishing Government Property to contractors, provides policy and additional operational guidance. Bottom line: adding GFP to an existing contract must be justified. With our justification now in place, the contractual transfer of property from one contract to another can occur. But what exactly is a “contractual transfer of accountability”? Neither the FAR nor DFARS defines such transfers, but we can draw some conclusions from existing regulatory language.

Contracting officers have inherent authority to increase (or decrease) the amount of GFP.iv But if a contracting officer increases the amount of property on a contract, and the source of that GFP is another contract, does this “add” make the transaction a “transfer”? Not necessarily. Each contract stands on its own; simply adding GFP to an existing contract is more of an initial provisioning of GFP, not a transfer, per se. In this author’s view, for a “true” contractual transfer of accountability to take place, there must be some relationship, some connection, some “nexus” between the two contracts.

At a minimum, the two contracts (losing and gaining) must be with the same contractor. A “transfer” between Joe’s Machine Shop contract and Mary’s Vehicle Repair contract would not be a true transfer of contractual accountability. For a true contractual transfer of accountability to occur, 1) both contracts must be with Joe’s Machine Shop (or Mary’s Vehicle Repair), and 2) there must be some nexus between the two contracts. One example could be a follow-on production and sustainment contract within a program. Absent this nexus, and if the two contracts are not with the same contractor, adding GFP to an existing contract is simply an initial provisioning (of GFP) to the gaining contract. A “transfer” has not occurred.

The need for contract modifications (SF 30)

The requirement to create contract modifications (SF 30) to transfer property between contracts is basic and foundational, for doing so is required when changing the terms of a contract.ii Indeed, transferring Government property from contract to contract involves a change to contract terms. Over the years, the DD Form 1149 became a proxy for contract modifications, a “tribal practice” going back decades. DoD policy is now clear that “no other forms or documents, such as the DD 1149, may be used.” Shoulda been done long ago!

Contractor acquired property (CAP) cannot be transferred between contracts as “CAP.” Only Government-furnished property (GFP) may be transferred between contracts.

DFARS PGI 245.402-71 now makes clear that CAP cannot be transferred from contract to contract as “CAP.” In other words, if we want to transfer CAP to another contract, the property must first undergo a change of state, i.e., CAP must be formally converted to GFP. This is accomplished by its delivery as a contract line item, a basic and foundational requirement that is both good contracting practice and consistent with DoD’s Financial Improvement and Audit Readiness efforts.iii Instructions on how to create line items for CAP can be found at PGI 245.402-71(3)(iii). Bottom line: only GFP can be transferred between contracts.

Contractual transfers of accountability

The DFARS PGI language builds on the requirements of FAR 45.106, which says: “Government property shall be transferred from one contract to another only when firm requirements exist under the gaining contract (see 45.102). Such transfers shall be documented by modifications to both gaining and losing contracts. Once transferred, all property shall be considered Government-furnished property to the gaining contract.” But there are several issues and requirements that must be addressed before a contractual transfer of accountability can take place (warning: informed opinion coming!).

First, contractual transfers of accountability from contract to contract,

The purpose of this article is to discuss the meaning of the word “transfer” as related to the contractual transfer of property between Department of Defense (DoD) contracts. This excludes “noncontractual” transfer actions such as shipments, movements, logistics transactions, interservice transfers of accountability (from one “property book” to another), and “debits & credits” under Material Management and Accounting Systems (where material and associated costs move between contracts).

In 2016, the DoD posted several important changes to the Defense Federal Acquisition Regulation Supplement (DFARS), Procedures, Guidance and Information (PGI) [DFARS Case 2014-P020]. In particular, the policy for transferring Government contract propertyi from contract to contract was expanded and clarified. The affected PGI parts/subparts/sections include: PGI 245.102-70; PGI 245.103-71; and PGI 245.103-73. The amended policy contains the following three precepts:

1. The transfer of Government property accountability from contract to contract must be accomplished via a contract modification (Standard Form (SF) 30).

2. No other forms or documents, such as the DD Form 1149, Requisition and Invoice/Shipping Document, are authorized for the transfer of Government property accountability from one contract to another contract.

3. Contractor acquired property (CAP) cannot be transferred from one contract to another.

WWW.NPMA.ORG 19

So how do we define “same contractor”? Many large corporate entities have different divisions and subsidiaries. Fortunately, the FAR already tells us how to identify contractors; each offeror (by extension, contractor) is identified by its “unique entity identifier (UEI)”.v So, what is a UEI? UEI is a number or other identifier used to identify a specific commercial, nonprofit, or Government entity (See FAR part 2, Definitions). In accordance with FAR 4.605, Procedures, contracting officers are required to “…identify and report a unique entity identifier for the successful offeror on a contract action.” The unique entity identifier shall correspond to the successful offeror’s name and address as stated in the offer and resultant contract, and as registered in the System for Award Management database in accordance with the provision at 52.204–7, System for Award Management.”

In summary, there is a real and substantial difference between “transferring” property between contracts of the same contractor (as identified by its UEI) and simply “adding” GFP to an existing contract of a contractor with a different UEI. Common usage has always been to use the term "transfer" universally. And while there are similarities between these transactions, true contractual transfers of accountability must be “UEI to UEI.”

Philosophically speaking, all transfers are “adds.” But not all adds are “transfers.”

Referencesi As defined at DoD Instruction 4161.02ii Contract Modification is defined at FAR part 2iii Paragraph F. IV. Of Department of Defense Strategy and Implementation Guidance for General Equipment Valuation March 2016. https://comptroller.defense.gov/Portals/45/documents/fmr/archive/04arch/Vol_04_Ch_06_2016-03-14_GenEquipVal.pdfiv 52.245-1(d)(3)(i)v As defined at DoD Instruction 4161.02

ABOUT THE AUTHOR

Tom Ruckdaschel, CPPM, CF, is an independent consultant specializing in Federal Government Contract Property Requirements & Related DoD Business Systems. Tom has over 35 years’ experience in property management and was a major contributor to the FAR Government property rewrite effort and related DoD FAR supplement rules.

FIBER-OPTIC INTERNET CABLES COULD MONITOR

EARTHQUAKES

A study provides new evidence that the same optical fibers that deliver high-speed internet and HD video to our homes could one day double as earthquake monitors.

Buried fiber-optic cable doubles as roadway sensor

Verizon and NEC tested how fiber-optic cables can collect and analyze data based on vibrations from vehicles on the road to determine vehicle size, direction and speed of travel.

Connected pavement will be able to notify first responders when a car goes off the road.

“This is the first time that fiber-optic seismology has been used to derive a standard measure of subsurface properties that is used by earthquake engineers to anticipate the severity of shaking,” says coauthor Greg Beroza, professor in Stanford University’s School of Earth, Energy & Environmental Sciences.

To transform a fiber-optic cable into a seismic sensor, the researchers connect an instrument called a laser interrogator to one end of the cable. It shoots pulses of laser light down the fiber. The light bounces back when it encounters impurities along the fiber, creating a “backscatter signal” that is analyzed by a device called an interferometer.

A collective effort from Stanford IT services, Stanford Geophysics, and OptaSense Ltd. made the three-mile Stanford fiber-optic array and data acquisition possible. Financial support for the work came from the Stanford Exploration Project, the US Department of Energy, and the Schlumberger Fellowship.

For the full article go to: https://gcn.com/articles/2020/04/02/fiber-optic-cables-earthquake-detection.aspx

By Jim Erikson

20 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

When the Defense Contract Management Agency (DCMA) moved from auditing ten outcomes to 22 elements, it may have seemed like a storm rolled in. It is probably safe to say that Property Managers around the industry were feeling under the weather, “How could we possibly be audited more?” Didn’t we just consolidate 15 functions to 10 outcomes?” “Why do we need to separate the outcomes?”

Now that time has passed and we are becoming more familiar with the requirements, it is time to weather the elements and look towards a sunny forecast. Following these tips outlined

below can help you prepare for a bright future and a successful Property Management System Analysis (PMSA).

1. KNOW THE REQUIREMENTSThe first step in preparing for your

PMSA is to become familiar with the regulatory requirements. If you don’t know them, start reading! Knowledge of the FAR, DFARS and any other Government regulation that you may be contractually required to follow is critical to success. How can you expect to pass an audit if you don’t know what they are auditing you on? Another important tip is to understand how they are going to audit? What are the populations, criteria,

confidence levels and sampling plans that are going to be used? What types of questions will the auditor want answered? One reference that has been helpful to many is Dr. Douglas Goetz’s Book, Contract Property Management Systems Analysis, Self-Assessment and Subcontractor Surveillance: A Primer. Doug’s book is a wealth of knowledge on auditing practices that can help you prepare (and don’t worry, Doug didn’t pay me to say that). When looking further into audit criteria, it is also imperative to stay current on changes. We are looking at 22 elements, but are there 23? Right now, it depends! Bottom line is new regulations and procedures

By Kimberly Saeger, CPPM, Cochise Chapter

THE FORECAST IS SUNNY: WEATHERING THE

ELEMENTS OF A PMSA

WWW.NPMA.ORG 21

to those around you only builds a stronger system. Whether you conduct internal process training or visit NPMA for the latest webinar, class or seminar; knowledge is power…but sharing the knowledge is key!

5. RAISE THE BARAfter reading through these tips, there

is no time like the present to Raise the BAR and Be Audit Ready. So now is

the time to step back and put on your compliance hat. Become the property expert in your organization, know the requirements and document, document, document. In order to have a successful PMSA and achieve compliance, we must hold people accountable for their roles and responsibilities for the property they manage. As much as we want to think we property folk can do it all, we can’t! We need those around us to be knowledgeable and follow processes. Always remember… weathering the elements of a PMSA CAN and WILL have a sunny forecast if you continue to drive your organization to be the best in Property/Asset Management.

ABOUT THE AUTHOR

Kimberly Saeger, CPPM, has worked for Raytheon Missiles & Defense in Property Management & Logistics for almost 13 years. She has held many roles during her career that spread across many of the property functions. In her current role, she serves as the Manager for the Compliance and Systems Support Team. Kim received her Bachelor’s from University of Arizona and her MBA from Grand Canyon University. Kim has been an active member of the NPMA since 2008. She has served at both the Chapter and National level for NPMA. Kim is currently serving on the National Executive Board as VP of Communications and Marketing.

you cannot meet a timeframe you put in your procedures.

3. KEEP SUPPORTING DOCUMENTATION

No matter which element is in front of you, there will always be the requirement to provide objective evidence and supporting documentation. Therefore, as we work through the lifecycle of elements in our day-to-day jobs as property managers, we must ensure we are documenting what we do. The easiest way to have a smooth audit is to submit a population, pull a random sample and be able to provide the supporting documentation. Sounds simple right?

4. PROMOTE PROPERTY AWARENESS

I’m not sure we could ever be successful property managers without the people around us. Whether they are from your own department or other functional areas, we need people to manage property. This, at times, can also feel like standing in the rain without an umbrella, miserable. Many elements of a PMSA are discipline dependent, so it can be difficult to drive consistency and compliance if those around you are not familiar of requirements and regulations. Therefore, it is up to YOU, as the property manager, to promote property awareness! The best avenue is education. Providing knowledge

are always coming out. Don’t be left in the dark because you are working behind a cloud of the past. The last tip relative to requirements is to know your Contract. There are many times when the contract itself will have special requirements about how to track, manage, report and even disposition the Government’s Property. Be sure you are in the KNOW!

2. UNDERSTAND WHAT YOUR PROCEDURES SAY

Written procedures have now become its own element, but it doesn’t have to seem like lightning struck. Ensuring that you have clear and concise written procedures is important, but more importantly is the fact that your processes are in line with what you are actually doing on the factory floor or your environment. One of the main things any auditor will look for is “Are you doing what you said you would do according to your procedures?” Additionally, one of the recent focus areas with DCMA has been relative to timeframes. Property processes from acquisition through disposition should be time bound, but reasonable for the process to which they are applied. Be sure timeframes are documented in your procedures and that these requirements are flowed to all personnel – to perform to the standard they need to be made aware of the standard. And most importantly, do not back yourself into a deficiency because

22 PMSA ELEMENTS22 PMSA ELEMENTS

Property Management (Written Procedures) Physical Inventory

Contractor Self-Assessment Reports

Acquisition Maintenance

Receiving Consumption

Discrepancies Incident to Shipment Utilization

Identification Declaration of Excess

Records Subcontractor-Awards and Flow Down

Receipt and Issue System Subcontractor - Reviews

Movement Relief of Stewardship

Storage Disposal

Storage Commingling Property Closeout

#23 – UID

22 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

follow per a telework agreement. This policy should describe acceptable use of company physical and electronic assets as well as network resources. The policy should also contain guidance regarding timekeeping, duration of telework and conditions for eligibility of telework. Failure to have a documented process presents the risk of both employer and employee expectations not being met.

2. Stop micromanaging: Managing remote employees requires somewhat of a different mindset. In short, managers have to let go of the tendency to micromanage and shift to a more outcome-based set of expectations. For example, if a report is due to your customer by Friday at 5, task the employee with preparing a draft and submitting it to you for review by Wednesday afternoon. The onus is on the employee to deliver the expected result, and you have a

Of course, not all jobs lend themselves to telecommuting, particularly those that involve working with sensitive information or those that require hands-on activities. However, one outcome of the COVID-19 crisis may be a change in culture and perspective toward telework.

Several of my colleagues have mentioned that they are having difficulty adjusting to teleworking, and many employers are struggling to adapt to this new way of working without any transition time or ability to plan. I’ve been working remotely for the past three years, and I’d like to share some tips that I’ve observed during this time.

TIPS FOR MANAGERS:1. Set the ground rules: It’s important

to establish some ground rules before diving into teleworking. Your HR organization should have a documented telework policy that remote employees are required to

The COVID-19 pandemic has funda-mentally affected many aspects of our lives, including the way we do business. Many government agencies and private companies have long held fast to a “bodies in seats” culture, where managers perceive “visibility” in the office as evidence of employee productivity. Some organizations have been slowly embracing telework as an alternative and discovering its many benefits, including:

• Greater employee productivity due to eliminating commutes and lack of “water cooler talk” and other office distractions

• Reduced overhead from leasing and operating the large office buildings required for every employee to have an assigned workspace

• Improved employee retention due to greater flexibility

• Reduced environmental and infrastructure impact associated with fewer vehicles on the roads

TALES FROM A TELEWORKER

By Brandon Kriner, CPPM,CF, Bay Area Chapter

WWW.NPMA.ORG 23

calls and miss those genuine human interactions. Make a concerted effort to reach out to important colleagues, customers and others just to connect. You may have a specific topic that you would like to discuss, or it could be as simple as “I haven’t talked to you in a while- how are things going?” This takes practice and conscious planning, but it’s one of the most important things you can do.

7. Be there when it matters: Even if you work remotely full-time, it’s important to be physically present on a regular basis. There is still no substitute for face-to-face interaction with colleagues and clients when it’s important. Making the effort to be physically present at important meetings and events will earn the trust and respect of others, and remind them of your humanity- you’re more than just a disembodied voice on the phone or a head on the webcam- you’re a member of the team and you care enough to be there.

Teleworking can be tremendously beneficial for both employers and employees. Successful remote work arrangements take planning and concentration and should be carefully considered before jumping in. Managers and employers should expand their openness to teleworking, perhaps implementing pilot programs where feasible. Ultimately, as long as teleworking is the exception in our workplace culture, consider it a privilege. It is up to remote workers to earn that privilege by continually staying productive, meeting expected outcomes and deliverables, and maintaining close connections with colleagues and customers.

ABOUT THE AUTHOR

Brandon Kriner, CPPM, CF, is a Director at CGI Federal, Inc. where he works closely with clients to realize the greatest value from their assets. He previously held senior Asset Management positions at Northrop Grumman and L3Harris Technologies. Brandon is a former NPMA National President and participates in the NDIA Government Property Systems Committee.

with all of the equipment you need to do your job. Of course, living space varies from person to person and not everyone has the luxury of a dedicated home office. Even if your desk is the kitchen table, clean all the non-work-related items off and dedicate that space to work during the workday. Again, this will put you in a work mindset and make you more productive.

4. Reduce distractions: Your workspace should be free of unnecessary distractions. Make sure that you have childcare during work hours, and make it clear that friends and neighbors are not free to drop by during these hours. If other family members are home during the day, make sure they respect your ability to concentrate on your job. Maintaining a separation of work and personal time is essential.

5. Take micro-breaks: Taking micro-breaks- short, 5-10 minute breaks throughout the day to stretch, stand, move around and refresh your brain- is an oft-recommended practice even in an office setting. However, there’s that tendency for management and colleagues to walk by your office workspace, see an empty chair and think, “Susie’s not at her desk- she must not be working.” Contrary to the perception of teleworkers goofing off, I have found that it’s even easier to find myself heads down on work for hours at a time without a break at home, because I’m free of all the office distractions. No one stops by to talk about the big game last weekend or ask questions that could have easily been an email. Loud meetings aren’t spilling into the hallway from nearby conference rooms. Take some time every few hours to get up and move for a few minutes. Take a walk around the block. Empty the dishwasher. Fold some laundry-and then get back to it.

6. Emphasize connectedness: “Out of sight, out of mind” is just human nature. It is naturally easier to connect with those that we physically see and interact with each day. Those of us that work remotely have to work even harder to stay connected with our colleagues and customers. It’s easy to hide behind email, instant messaging, and conference

checkpoint to ensure accountability. This is a change in mentality for those that are used to stopping by an employee’s workspace several times a day to “status check.”

3. Pull the plug if needed: If employees aren’t meeting the deliverable expectations that you set, the same performance counseling methods you’d use in the office are still valid. Talk to the employee, explain the expectations, and gain commitment that they will meet them. Ultimately, if the employee demonstrates that he or she can’t handle a telework assignment, your telework agreement should allow you to terminate it and bring the employee back to the office.

TIPS FOR EMPLOYEESJust as managers need to consider a

different perspective, employees new to remote work will need to adjust to a new way of operating. Finding yourself at home in the middle of the workday can be a surreal experience. You may feel disconnected and somewhat uncomfortable if you’ve been used to office life. The following tips can help employees overcome these feelings and be more productive than ever.

1. Keep a schedule: It’s important to set and maintain a schedule just as you would if you were going into the office. Start and end the workday at the same time you normally would, and make your hours coincide with your colleagues and customers as much as possible. Your management and customers will quickly recognize that you are “on” and participating in critical tasks even though you are not physically present.

2. Get dressed: Do not work in your pajamas or sweatpants. This is a no-brainer if you are going to be on a webcam, but even if you’re not, getting dressed is another activity that will put your mind in “work mode” and not make you feel like it’s a Saturday morning hanging out at home. I may not wear the same attire that I would in an office setting (I am not in a suit and tie in my home office), but putting on clothing that I would feel comfortable being seen in gives me a psychological boost.

3. Create a good workspace: If possible, have a well-organized workspace

24 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

want without having the right conversation, you’re not effectively communicating and you are setting yourself up for failure.

When working with a client, knowing who the key decision maker is will allow you to better understand expectations, which will allow you to communicate more effectively. Repeat the issue, question, or task to ensure you understand what is required. Do not make assumptions. Ask for clarification if you need it. Offer advice only if asked for it. Be an effective listener. Stay present in the listening process rather than anticipating what you are going to say next.

Understand the language being used. If you are unclear of the meaning of an acronym or a word, ask for clarification. We can sometimes get caught up in ‘’industry speak” or “internal language” without understanding the language. Effective communication always uses appropriate language. Effective communication avoids technical jargon, ambiguous and complex words, unfamiliar words or terms, etc.

Provide your client with enough information for them to make an informed decision. Communicate recommendations in writing so the client has time to read and understand your recommendation. In your written document or email, restate the task or purpose, include references, describe the current process or procedure if one exists, explain any risks and mitigations, explain the options, state which option you recommend, explain why the recommendation benefits the client, and any cost savings or time to implement the recommended solution. Check your grammar, spelling, and punctuation.

Communication…we do it every day with our families, friends, strangers, co-workers, and our clients. But in today’s business environment of email, texts, phone calls, and web-based meetings, how well are we really communicating with our clients?

Communication implies that there is a mutual understanding of what’s being spoken or written. With effective communication, both parties are on the same page, collaborate better, and build stronger relationships. Being approachable while remaining professional with your client is key to developing a stronger client relationship. When communicating with your client in person or on the phone:

1. Do more listening than talking2. Do use positive language when speaking3. Don’t be afraid to ask questions4. Don’t interrupt5. Don’t speculate6. Don’t argue7. Avoid jargon, catch phrases, and clichés8. Avoid assumptions9. Take notes10. Check your non-verbal language (no eye rolling, sighing, etc.)We’ve all been in a situation where we think we have understood

a task or assignment, only later to find out we did not understand at all. To avoid miscommunication with your client ensure you understand what they want. It’s important not to make assumptions about your client or their needs. If you think you know what they

ARE YOULISTENING?

By Kim Doner, CPPM CF, Federal Center Chapter

WWW.NPMA.ORG 25

Be succinct and clear in your recommendation(s). Unless you’ve been tasked with developing a process, don’t feel the need to explain every step of the process unless that is part of your deliverable. Written documents should be concise; however, don’t sacrifice completeness to be concise. Include relevant and necessary facts.

It’s easier to communicate face-to-face than virtually. During in-person meetings, you can easily pick up on tone and body language allowing you to adapt and make sure that you and your client understand one another. But how do you nurture client relationships when your communication is primarily virtual? I’m a full-time teleworker and most of my communication with my client is via email or telephone.

Email is a reactive form of communication. When sending an email you typically require a response. Before sending an email re-read it to ensure the tone that you are trying to communicate comes across. Let your client know that you are part of their team, use “we” instead of “I.” Using “we” fosters collaboration.

Limit the use of “you.” “You” can come across as an accusation, especially in situations where tensions are high. Instead of saying “you told me,” say “Based on our last conversation, I understood…. Please let me know if anything has changed.” Crafting your language this way will help to avoid finger pointing and keep you as part of the client's team. Preserving the client relationship is more important than asserting yourself as being right. Establishing informal relationships, along with the formal relationship, helps to ensure the success of communication.

Persuasiveness is an important aspect of effective communication. Business communication is more effective when it excludes irrelevant opinions. Effective communication requires feedback. Feedback ensures that the message has reached the client and that both of you are in sync. When communication considers the interest of both you and your client, it is effective. If the message ignores the interest of the client, communication will fail.

Ineffective communication can result in failure of the communication process or create an effect that is undesirable. Barriers to effective communication can include selective perception, information overload, silence, emotional responses, and political correctness.

Communicating and working with your client will be more productive and comfortable if you both understand one another.

ABOUT THE AUTHOR

Kim Doner, CPPM, CF, works for Grant Leading Technology and provides property disposal support and asset management analysis to the Federal Aviation Administration. Kim is a member of the NPMA Federal Center Chapter, the Asset Leadership Network (ALN), ASTM International, and is a founding member of the American Technical Advisory Group (TAG) from ASTM to the International Standards Organization (ISO) for ISO 55000 series of standards (Asset Management).

The Space Development Agency plans to have the first constellation of tracking and communications satellites in low-Earth orbit by 2022, the agency’s director said April 2.

The first step will be to a "tranche zero constellation,” Derek Tournear told reporters during a press call. “We're soliciting notionally 20 satellites to make up that mesh network, and we plan to have that on orbit fourth quarter of FY ’22.”

“The agency released a draft request for proposals to members of industry earlier this year for the transport layer, which is intended to be the main support for the joint all-domain command-and-control communication system moving forward,” Tournear said. The plan is to solicit feedback from the draft RFP up until April 17. He anticipates releasing a final RFP May 1. “The agency wants to have companies on contract in August to begin procuring the 20 satellites that will make up the tranche zero transport layer,” he said.

The agency is planning on “multiple performers” building the satellites and does not yet have a price tag on the contracts. “We don't have a preconceived notion on what these initial awards will be. We want people to bid and say exactly how much it's going to cost them to build out these satellites,” he said.

For the full article go to: https://www.nationaldefensemagazine.org/articles/2020/4/2/sda-director-lays-out-goals-for-transport-layer-satellites

By Mandy Mayfield

JUST IN:SPACE DEVELOPMENT AGENCY

TO AWARD FIRST SATELLITE CONTRACTS BY AUGUST

26 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

Grab Your Region’s Color and Support the NPMA Foundation

Cost is $20

Buy today through our Custom Ink Fundraiser

Visit www.npma.org for the link.

CELEBRATE50 YEARSOF NPMA

WESTERN

EASTERN

CENTRAL

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BRINGING CHAPTERS TOGETHER

ConnectionCORNER

Connection corner is a new column in The Property Professional designed for Chapters to share information with the membership. In this edition, we interviewed Chapter President, Scott Ray, from the Higher Education and Research Chapter. Formally known as the California College and University Chapter, the Higher Education and Research Chapter is a medium chapter in the Western Region and winners of the 2019 Medium Chapter of the Year. Check out what Scott had to say.

What Industries make up your chapter membership?

The Chapter is made up of University, Colleges and Non-Profits.

What type of meetings does your Chapter hold?

We hold all of our meetings virtually. This has been a success for our Chapter because we have members spread across the United States.

How does your Chapter drive participation?

To drive participation in our Chapter we promote Chapter activities and events via the Chapter newsletter, email and by posting meetings in other NPMA publications.

Does your Chapter participate in community service?

We have had some individual members participate in community service projects, but we have not done so as a Chapter.

Tell us something unique / interesting about your Chapter?

The Higher Education and Research Chapter is unique in that we operate completely virtually. All of our meetings including board and normal Chapter meetings are all held online. It has presented some challenges for some meetings, but we are much better at addressing them when they arise!

Another unique aspect, as mentioned, is that our Chapter membership is spread-out throughout the US! We have members located in all regions from California to Louisiana and Virginia among others! The only time most of us are able to see each

other is at NES, SES or FES. Our most recent gathering of Chapter members was when we had the pleasure of co-hosting the 2019 FES with the Bay Area Chapter in San Francisco, CA.

We open all of our monthly Chapter meetings to anyone interested in the presentation content regardless of NPMA membership.

FINALLY, A SHOUTOUT TO ALL HIGHER EDUCATION AND RESEARCH MEMBERS!

Share Your Story

WANT TO SHARE SOMETHING FROM YOUR CHAPTER?Email Kim Saeger, VP of

Marketing & Communications at vpmarketing@npma.org today!

EMAILUS

Supporting Higher Education and Research across the Nation!

CELEBRATE50 YEARSOF NPMA

28 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

BY YOUR NPMA ‘EXPERT’ PANEL

ASK THEEXPERT

DEAR EXPERT PANEL,I have been having a fight with my

Engineering, Quality Assurance and Manufacturing folks about maintenance. And the question is… is Maintenance really a Property and Asset Management Function?

SIGNED - FIGHTING ABOUT MAINTENANCE

DEAR FIGHTING,Great question with a Goetzian answer

– “it depends.” [Note – you have to chuckle whenever you hear him say that, but, the more I hear him say this phrase, the more I understand that the CONTEXT of a question is even more important than the question!]

So, let’s deal with a couple of different contexts and address maintenance on a broad scale first.

GENERALLY SPEAKING, maintenance applications within commercial enterprises and even within the Government are done by very specialized entities. Large corporations have entire staffs of trained engineers and mechanics who are responsible for the day to day and periodic maintenance requirements and capital rehabilitation efforts. Within those major corporations there may not be a separate “Property or Asset Management” office/group. IF we were to look at the ISO 55000 standards “Asset Management”i

The three documents making up this voluntary consensus standard are replete with references to maintenance and maintenance organizations as well as maintenance literature. Quite clearly “maintenance” organizations are stakeholders in the asset management paradigm – and though this SHOULD be the case, there are still lines of division that exist that we in the Property and Asset Management world need to break down.

Maintenance within the Government, and let me be specific to the Department of Defense (DoD) for a moment, needs to be broken down into two groupings:

1. Maintenance within the military operations

2. Maintenance of Government property by a contractor under contract

Many of our members were previously in the military – AND were in the maintenance field, e.g. for the Army MOS 91A or MOS 91M, for the Air Force Specialty Codes 2A or 2M plus MANY MORE. They will tell you that their drivers for maintenance were the “tech manuals” for every weapon system out there. “The US DoD collection of Technical Manuals is one of the largest inventories of paper publications in the World. These documents are used to support the operation, maintenance, training, and logistic support of the many weapon systems in the DoD inventory.”ii The DoD even has a separate office for this requirement, i.e., the Office of the Assistant Secretary of Defense for Sustainment.iii

Now for those NPMA members working under a contract under the Federal Acquisition Regulations (FAR) there is the requirement in the Government property clause, FAR 52.245-1, for contractors to have a Property Management System, and that PMS has an outcome requirement under (f )(ix) for “Maintenance.” This paragraph has two requirements – the first, enable the identification, disclosure, and performance of normal and routine preventative maintenance and repair. The second, disclose and report to the Property Administrator the need for replacement and/or capital rehabilitation. With this as our contractual requirement, MAINTENANCE is a Property Requirement! Now, the tougher rhetorical question – are we expert enough to create and craft this part of our procedures? Here is where corporations and other entities may take a different tack. Though it is Property Outcome – the actual procedures (as part of the PMS) may be created and crafted by Engineering or Quality personnel who have the technical

expertise to know WHAT needs to be done when, where and how. Keeping in mind that it is STILL embedded/linked to the PMS. And any changes, significant changes to that portion of the PMS procedures, SHOULD/MUST be coordinated with the Property and Asset Management group responsible for the PMS – lest changes are made that are contrary to the contractual requirements.

So, is maintenance a Property/Asset Management requirement? I have to answer, it depends. But we should DEFINITELY be involved with all of our stakeholders ala ISO 55000, and we need to comply with the FAR GP Clause and its requirements when contractually imposed.

RESPECTFULLY SUBMITTED, YOUR EXPERT PANEL

REFERENCESi Available from https://www.iso.org/standard/55088.htmlii Jorgensen, Eric L., “The move to Paperless Technical Manuals in the US DOD” Available at https://www.navsea.navy.mil/Portals/103/Documents/NSWC_Carderock/calseuro.pdfiii https://www.acq.osd.mil/log/MPP maintenance_overview.html

LEGAL DISCLAIMER:This email and the advice contained within is for recommendation purposes only. NPMA makes no representations or warranties of any kind, express or implied, including without limitation any implied warranty of fitness for a particular purpose. Please note that additional issues may exist that could affect the treatment of the recommendation. The recommendation does not consider or reach a conclusion with respect to additional issues. This is not to be construed as legal advice and NPMA is not liable for any damages, etc. that result from following (or not following) their advice. In no event shall NPMA be liable for any lost profits, lost data, or any form of special, incidental, indirect, consequential or punitive damages of any kind (whether or not foreseeable), whether based on breach of contract, tort (including negligence), product liability or otherwise, even if it is informed in advance of the possibility of such damages.

WWW.NPMA.ORG 29

GOT QUESTIONS? SUBMIT YOUR TOPIC ON THE NPMA MEMBER FORUM TODAY!

MISSION:The Member Forum is your path to the knowledge and experience of asset management professionals from all functional areas within NPMA. The Member Forum is a networking opportunity where you can ask questions, present problems, and receive quality advice. This is the place for everyone; no boundaries based on functions, no boundaries based on type of organization, where we can all learn from each other.

CONTACT US: SCOTT RAY, Director of Communications and Membership Media: scottray@stanford.edu

KIM SAEGER, VP of Communications and Marketing:

vpmarketing@npma.org

LINK TO THE FORUM: WWW.NPMA.ORG/FORUMS

NPMAMEMBERFORUM

SAVETHEDATENOVEMBER 12 - 13, 2020PORTLAND, OR

REG I STER TODAYWWW.NPMACONFERENCES.ORG/FES

Fall EducationSeminar

Hosted by the Northwest Chapter

30 THE PROPERTY PROFESSIONAL VOLUME 32, ISSUE 3

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 education@npma.org. For more information or to register, visit the website at www.npma.org and click on the Education tab.

DON’T WAIT

CPPS CERTIFICATION REVIEW

JUNE 1-4 // ONLINE JUNE 16-18 // ONLINE AUGUST 20-22 // DALLAS, TX (PRE-NES)

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. Topics include acquisitions, receiving, identification, storage and warehousing, movement, maintenance, physical inventory and more.

CPPA CERTIFICATION REVIEW

JUNE 8-11 // ONLINE JUNE 22-25 // ONLINE JULY 6-9 // ONLINE JULY 28-30 // NEW ORLEANS, LA AUGUST 20-22 // DALLAS, TX (PRE-NES)

This course takes the property professional from the beginning life-cycle stages of property operations into the broader value-added world of organizational partnering and strategic property management concepts. Attendees will 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.

Schedule subject to change. Visit www.npma.org/events for most current schedule.

Visit www.npma.org to register

WWW.NPMA.ORG 31

CPPM CERTIFICATION REVIEW

JUNE 12 // ONLINE JUNE 26 // ONLINE JULY 10 // ONLINE JULY 31 // NEW ORLEANS, LA AUGUST 23 // DALLAS, TX (PRE-NES)

This one-day class will provide an intensive review before you sit for the CPPM exam. Functional areas covered include acquisition, audits, consumption, contracts and agreements closure, control, disposition and retirement, environmental considerations, identification, maintenance and more.

FEDERAL GOVERNMENT PROPERTY MANAGEMENT

JUNE 29-JULY 1 // ONLINE JULY 22-24 // ONLINE JULY 28-30 // WASHINGTON, DC METRO AREA

This course is specifically for FEDERAL property and asset managers to navigate managing property accountable to their federal agency. For these managers who not only manage property on their sites but also manage property in the hands of contractors, we will address regulations unique to these federal requirements. We provide ample time to network with other federal managers and to apply your learning.

The class will engage students in the life cycle phases of property management from requirements gathering to final record closeout, with discussions of roles and responsibilities, process relationships, value and risk management responsibilities, performance measures and impacts on sound property management.

FLEET MANAGEMENT – CERTIFIED FEDERAL FLEET ADMINISTRATOR

AUGUST 21-23 // DALLAS, TX (PRE-NES) The 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.

This course aims to provide a level of knowledge for people who perform fleet management duties, either part time or full time, at the mid-organization level. The course presents new material and expands upon concepts covered in the Certified Federal Fleet Specialist (CFFS) course, such as environmental Executive Order requirements, understanding fleet costs, and the use of fleet data and performance indicators to improve performance.

FLEET MANAGEMENT - CERTIFIED FEDERAL FLEET SPECIALIST

AUGUST 21-23 // DALLAS, TX (PRE-NES)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 and Fleet Information Management: Regulations, Systems and Data, and Optimizing the Fleet.

SUSTAINABLE LEADERSHIP IN PROPERTY MANAGEMENT

AUGUST 23 // DALLAS, TX (PRE-NES) Studies show that sustainability initiatives help to bolster

cutting-edge approaches to management practices. This course examines how property managers endeavor to find ways to bring sustainability efforts to the forefront of organizational life to ensure its relevancy and effectiveness in the future.

J U N E - A U G U S T