GENERAL SERVICES ADMINISTRATION

1
GENERAL SERVICES ADMINISTRATION PUBLIC BUILDINGS
SERVICE HUMAN CAPITAL STRATEGY
2
Public Buildings Service

• Nations largest commercial real estate
  organization
• We provide 336 million square feet of office
  space in 1,600 owned and 6,400 leased buildings
• More than 1 million federal employees served
• PBS designs, builds, owns, leases, manages,
  operates, renovates, and disposes of properties
• 7,400 associates in 11 regional offices
  headquarters

3
Public Buildings Service

• Agencies use of PBS is completely voluntary
• We strive to run like a business -- and benchmark
  against the private sector
• Customer satisfaction 85and our operating costs
  are 11 below the commercial average
• PBS performance measures have saved the
  taxpayers 800 million over the last five years
• Good Practices program shares key knowledge

4
(No Transcript)
5
How did this Happen?

• Enlightened Leadership
• Expanded role and trust in career employees
• Change in culture
• Threat of being out of business
• No risk we could try anything
• Linking budget to performance
• Human Capital Strategy

6
Our Human Capital Makes the Difference

• Message to associates Innovation matters and
  performance pays!
• By attending to the right things, PBS ensures a
  healthy operation and grows the business.

7
The PBS Vision

• Prior (and current) view Buildings are our
  assets and providing space is our business.
• But - research shows that we will not be relevant
  and competent if we continue along this path.
• Shift needed toward a PBS whose business
  is to provide workplace solutions for
  our customers in order to increase
  their productivity.

8
The PBS Vision

• Associates need to move away from task
  orientation to a greater focus on managing the
  customer relationship, managing the business, and
  managing the projects.
• Implicit in this approach is therecognition that
  our associates are our most important asset.

9
Why Change?
Times change . . . We had taken our current
track about as far as it could go

• Presidents Management Agenda
• Strategic management of Human Capital
• Competitive Sourcing
• Improved Financial Performance
• Expand Electronic Government
• Budget and Performance Integration

10
Why Change?

• Trends in the marketplace affecting us and our
  customers
• Increasing technology capabilities
• Reduced resources
• Increasing complexity
• Increasing Information obsolescence
• Increasing competition for higher skilled talent

11
Human Capital Strategy

• Our initial assessment revealed a significant
  opportunity to improve our positioning and HC
  productivity
• Identified Value Proposition
• Clearly articulated strategic position
• Articulated Business processes across the
  organization
• Redefined roles
• Matched skills to roles

12
Identify Value Proposition
Design (Buildings and Space)
Space Acquisition (Lease and Construction)
Occupancy Administration
Regulatory Study and Advocacy
Asset Management Owned and Leased Inventory
Portfolio Optimization including disposal and
historic preservation
Operations Building Maintenance -- Leased and
Federally Owned including security ( interface
with Homeland Security)
Client Stategy (Requirements Development)
Offering Strategy and Planning
Key Capabilities
Workspace for Agencies
Research and Anaytical Services Research and
Development of key components of key value
proposition as well as a repository for critical
information for all users , subject matter
expertise and cataloging of all important
components of PBS products, processes, and
capabilties. Centralized business management and
analysis, including SMEs to build capabilities,
business analysis, collection of data (financial
and other performance measures) for all other
processes, diagnosis, interpretation, analysis
and reporting
Agency Workspace Acquistion , Development and
Management Policy, consulting, procurement,
including real estate location and planning and
/or operations including all of the value added
aspects (project management, client management,
vendor management) of offerings.
Operation/Business Process Design
Collateral Throughputs --Enviromental
Programs --Social Programs --Historical
Preservation
Improved performance of those who would use the
information (PBS,agencies, private companies,
citizens) --
ROI on portfolio of Govt Real Estate (owned and
leased)
Improved Performance (productivity, ROI) of
Agencies
Brand Support for US
Throughputs (Offerings)
13
Articulating Positioning
To be THE source for Federal government
organizations seeking workplace solutions that
optimize the value of their investments. We
provide a complete array of acquisition and
disposal services for vendor management services,
special support operations, and consulting
services which allow our customers to
concentrate their efforts on their core
missions. We create value by offering the
acquisition processes, financial mechanisms,
vendor management, consulting, property disposal
and government-wide information and special that
enable individual agencies to achieve a higher
return the their investments while optimizing the
value of the expenditures of the government.
Future Offering
Workplace Solutions
We understand your business and its value
proposition and offer workplace solutions that
leverage the breadth of our resources and
optimize the use of your resources.
Workspaces
B Case Offering
Real Estate
Supplies and Equipment Procurement
Workspace Solutions
Technology- IT, Telephony
We understand your business and your workspace
needs and offer workspace solutions that leverage
the breadth of our resources.
Current Offering
Buildings and Workspace
We respond to requests for buildings and
workspace and offer competent service to guide
agencies through the requirements.
14
PBS Business Process Designs -- "B" Case
Strategic Direction, Analysis and Portfolio
Management
Portfolio of Vendor, Contractor, Alliance
Relationships
Offering Development
Portfolio of Enterprise Offerings
Business Analytics (Decision Support)
Real Estate Portfolio Management
Human Capital Asset Management

Ongoing Operations
Technology Capital Asset Management
Space /Resources Acquisition
Customer Requirements
Design Acquisition
Occupancy Administration
Operations and Maintenance

Physical Capital Asset Management
Transaction Management
Financial Budgeting and Reporting
Research and Knowledge Center (Data, tools,
templates, methodologies, reporting, measures,
subject matter expertise)
Regulatory Study and Advocacy
Research (Original and Library)
Expert Services/ Consulting
Knowledge Systems Architecture
15
Business Process Design
Each B case business process is articulated to
uncover the work of human capital. This is
used as the foundation of the HC strategy.
16
PBS Challenge
Reality Check A shrinking workforce in
PBS20,000 associates in 19826,400 today
And now Edgars goneSomethings going on
around here
17
PBS Challenge

• GSA has a generation gap with its associates.
  Most associates are under the age of 28 or over
  the age of 55 years of age.
• The Human Capital strategy will help identify the
  future skills that PBS needs to focus our
  training and recruitment in order to continue our
  ability to add value for our customers.

18
Competency Based Assessment

• Relationships Management
• Customer Driven
• Analytical Thinking

1) Real Estate Programs 2) Real Estate Financial
Analysis 3) Rent Pricing
19
Assessing the Candidate
20
Assessing the Job
Job Profiles Competency Weights
21
The Placement Process
22
The Payoff

• Maintain and develop talent already in
  organization
• Strengthen organizational culture and teamwork
• Examination of mission
• Consideration of job competencies
• Individual reflection

23
Business Strategy
Human Capital Strategy
24
Positioning

• Knowledge of Government Services
• Knowledge of space solutions
• Knowledge of our customers

25
What isPBS Business Strategy?

• Based on
• Meeting customer needs
• Providing outstanding customer service
• Goals include
• Formalizing our customer-management approach
• Supporting GSA associates so they are prepared to
  satisfy customers to the fullest extent
• Recognizing and rewarding superior
  customer-service behavior

26
Regional Approach

• Success in achieving B-case service in the
  regions is based on process work
• 4 Processes require refinement for
• National, customer-facing consistency
• Skills and training so all associates are
  positioned to succeed
• Needed infrastructure, tools, and templates to
  reinforce predictable outcomes
• Translation to effective day-to-day operations

Fundamentally, the HCAM strategy begins with
customer interfaces our interactions with
customers that build the relationship.
27
Customer Experience(Business Strategy)

• Predictable, consistent, positive outcomes
  required.
• Perceptions depend on success of our customer
  interactions managed in the transaction
  lifecycle.

28
Getting to Customer Driven
29
What is the TMP?

• Its a tool that helps us achieve our business
  strategy by
• Standardizing key customer interactions within
  and across Regions.
• Using standardization to help us improve
  productivity and get permission from customers to
  do more in the future.

30
Work Categories
Realty
Occupancy Administration and OM
Large Construction
Procurement/Vendor
Account Management
Asset Management
Analysis/Financial Management
Administrative
Disposal
31
Human Capital

• Process training
• Skills assessment
• Skills training
• Gap closure strategy

32
Communication and Change Management

• Participatory process
• Frequent communication from senior executives
• What is in it for them?
• Web-site