OFFICE OF PROPERTY MANAGEMENT
Public Oversight and Performance Hearing
On Fiscal Year 2007/2008
Testimony of Robin-Eve Jasper
Interim Director
Office of Property Management
Adrian M. Fenty
Mayor
COMMITTEE ON WORKFORCE DEVELOPMENT AND GOVERNMENT OPERATIONS
Councilmember Carol Schwartz, Chairman
Friday, February 15, 2008
12:00 p.m.
Room 500
Council Chambers
John A. Wilson Building
1350 Pennsylvania Avenue, NW
Washington, DC 20004-3003
Good afternoon Chairperson Schwartz and members of the Committee on Workforce Development and Government Operations. I am Robin-Eve Jasper, Interim Director of the Office of Property Management (OPM). I am pleased to be here today to discuss OPM’s performance and accomplishments through Fiscal Year 2007.
In our approach to working with client agencies, we are attempting to focus on three key areas: reducing cost, improving efficiency and delivering high quality customer service. Before I address these areas specifically, I would like to review last year’s performance measures to highlight OPM’s strengths and those areas needing improvements.
Performance Measures
In FY07, OPM successfully met or exceeded eight of its eleven agency-wide Key Result Measures (KRMs). For completed projects our agency achieved improvements in delivery within projected timelines. However, for FY08, OPM will implement new project tracking tools and monitor construction commencement and completion. We continue to demonstrate our commitment to fiscal responsibility by billing and collecting rent receivables. And we have improved protective services for our tenants by maintaining a fully licensed staff and responding quickly to emergencies.
However, there are always areas for improvement. I would like to address the three KRMs OPM did not meet in FY07 so that I can outline plans to improve performance in FY08.
Customer Satisfaction: Surveys
While the percent of customers satisfied with OPM managed facilities increased from FY06 to FY07 by over 13%, OPM was still 10% below its target of 85%. Our review of the previous surveys showed the form used was too long and was sent to only one contact per agency. We revised the survey to one page and have made it widely available to all employees in the facilities we manage. The next phase of improvements will include making the survey available online to increase response rates, reduce our dependence on paper and allow for more survey anonymity. We take customer satisfaction very seriously and review the surveys monthly at our senior management meetings. We discuss our successes and shortcomings with the goal of continual improvement.
Response to Emergency Repairs
Another critical component of customer service is our response time to emergency repairs. Our performance data for FY07 does not accurately capture our efforts in this area and our performance is better than reflected. First, the data collected represents only a subset of the true universe of all emergency repair requests handled by OPM. Second, the term “emergency” was defined by the requestor, not OPM. Thus, if a tenant called in an emergency repair for a light bulb to be replaced, it was included as an “emergency” in our data. These issues have now been addressed and we have defined an emergency as a threat to agency operations, life/safety or building structure.
Parking Fees
Last, while we did not meet our goal of aligning District parking fees with private parking rates, we did make significant headway in this program. In FY07, we instituted a $40 dollar increase to parking fees paid by government employees at core District-owned buildings. District employees in these facilities now pay $80 monthly for parking, which is 34.78% of the private sector standard of $230 dollars. While this is an improvement over FY06, OPM intends to bring other facilities in line and to issue subsequent increases to more closely align these rates over the next two years.
While meeting tenants needs through providing safe, secure and functional space is one of OPM’s most important functions, I would like to next focus on our leasing responsibilities. We face significant challenges in this program area and it is a critical component of our performance measurement.
Reducing Leased Space
Reducing leased space in the District’s portfolio is a priority of the Fenty Administration and yourself, Chairperson Schwartz, as well as of the Council. In order to realize savings on leased space OPM has focused on managing leases more efficiently and increasing the number of agencies housed in District-owned space. I am pleased to report that in the past year OPM was able to accommodate three new agencies created by the Mayor (Office of the State Superintendent of Education, Office of the Education Ombudsman and Office of Disability Rights) within space that was either in pre-existing leased or District-owned space. Additionally, OPM ended two leases by consolidating agencies into other space within the District’s property portfolio. Two more leases are under consideration for termination and consolidation in the near future; saving the District approximately $800,000 to date.
Preventative Maintenance Plan
OPM is also focusing on facility maintenance to help manage present and future expenditures and to assure that we maintain and, where appropriate, improve the quality of government-owned space. Currently, we address maintenance needs as problems occur. And, unlike most landlords, we have no a long-term plan or system in place for preventative routine maintenance. This means that instead of performing preventative maintenance, OPM must react to deferred repairs that have gone unaddressed on a case-by-case basis when they become emergencies. Adding to this challenge is the large amount of equipment in facilities that is now reaching to the end of its life cycle. This creates funding and capacity problems for the agency.
To move away from this method of operation, OPM plans to implement a preventative maintenance plan for all District-owned buildings. We are in the process of procuring building assessments on owned buildings. Based on this information, OPM will prepare a preventative maintenance and replacement reserve plan. This plan is a key step in assuring that timely attention is paid to equipment and capital needs. Also, it will promote the strategic deployment of OPM facilities staff and reduce the need for emergency repairs while saving District taxpayers money.
Protective Services
OPM continues to enhance security at District buildings through its Protective Services Division (PSD). Through a city-wide security assessment, OPM is developing a new strategy for security at District buildings. This assessment will enable us to deploy officers in a more effective and efficient manner while integrating new security technologies to aid in improving the scope of security services provided. The strategy also includes increasing PSD’s presence in neighborhoods to enhance community policing.
Working with Local, Small and Disadvantaged Businesses
While it is not a goal captured in our performance plan, we are committed to contracting with local, small and disadvantaged business enterprises (LSDBEs). In FY07, OPM exceeded its target of $24.8 million of discretionary spending on LSDBE contracts by almost 50%.
To take the next step in improving business with LSDBEs, OPM is working jointly with the Office of Finance and Resource Management (OFRM) to identify opportunities to accelerate the processing of invoices for project contractors. When payments to small contractors take too long, the operations of those we do business with can be greatly impacted. To reduce the costs associated with delays in payment, OFRM and OPM are working to streamline the payment process for these vendors. This will help remove a barrier that LSDBEs have faced in the past.
Improving Fixed Cost Management
OPM is also working with OFRM to increase the efficiency of government operations by improving fixed cost projections, allocations and payments. In the past, fixed costs have been a source of confusion to client agencies because of the varying rates paid by agencies for apparently similar services.
Working with our colleagues in OFRM, OPM is implementing a standardized system of costs for all agencies within a facility. This will ensure not only that agencies are paying a standardized amount for services, but also that each agency is receiving a uniform level of service.
OPM has done considerable work over the past year to rise to the many challenges we face. Looking to the future, OPM remains committed to meeting the needs of our customers efficiently and effectively.
I appreciate the opportunity to testify before the Committee today and I am happy to answer any questions at this time.
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