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Appendix A—Jakarta Detailed Comparisons
A-2
Appendix A – Contents
Motorpool Details
Motorpool—Activities
Motorpool Vehicles
Vehicles Not Counted in Motorpool
Motorpool Infrastructure
Motorpool Service Characteristics
Motorpool Survey Results – Jakarta
Comments about Motorpool – Jakarta State/ICASS
Comments about Motorpool – Jakarta USAID
Motorpool Cost Comparison Statistics
Motorpool Costs Comparisons
Property Management Details
Property Management—Warehousing General
Property Management—Warehousing Personnel
Property Management—Inventories
Property Management—Warehouse Inventory
Property Management—Inventory Control
Property Management Survey Results – Jakarta
Comments about Property Management – Jakarta State/ICASS
Comments about Property Management – Jakarta USAID
Property Management Costs Comparison Statistics
Property Management Costs Comparisons
A-3
Appendix A – Contents (Cont’s)
Residential Maintenance Details
Residential Maintenance—Personnel
Residential Maintenance—Personnel
Residential Maintenance—Description
Residential Maintenance—Service Levels
Residential Maintenance Survey Results - Jakarta
Comments about Residential Maintenance – Jakarta State/ICASS
Comments about Residential Maintenance – Jakarta USAID
Residential Maintenance Costs Comparison Statistics
Residential Maintenance Costs Comparisons
Leasing Details
Leasing
Leasing Survey Results – Jakarta
Comments about Leasing – Jakarta State/ICASS
Comments about Leasing – Jakarta USAID
Leasing Costs Comparison Statistics
Leasing Costs Comparisons
A-4
Jakarta Motorpool Details
A-5
Motorpool—Activities
Activity State/ICASS USAIDOpportunities/
CommentsDrive 19 drivers
Drivers work 2 overlapping shifts that cover 6 a.m. to 6 p.m. State employs 2 drivers on 12-hour shifts at night and on weekends (3.5 FTE for nights and weekends)
13 drivers (includes Director’s driver who drives for motorpool approximately 30 % of the time)
Drivers work 2 overlapping shifts that cover 6 a.m. to 6 p.m. USAID does not have drivers on night or weekend shift
Both motorpools have capacity that handles the most extreme peaks of demand
Consolidation of motorpools could reduce numbers of drivers and vehicles required to handle peak demand periods while maintaining these very high service levels
Schedule Scheduling can be coordinated
Fuel Embassy pumps (shared) Embassy pumps (shared) Consolidation may reduce record keeping effort
Maintain Minor maintenance is conducted in house by 3 maintenance personnel
More major maintenance is performed at 3 different garages, one for each type vehicle
Drivers inspect and clean
Maintenance is performed by 1 garage for all vehicles
Drivers inspect and clean vehicles
Consolidation of garage contract maintenance would reduce total administrative effort—fewer contacts, records, and payment vouchers
A-6
Motorpool—Activities (Cont’d)
Activity State/ICASS USAIDOpportunities/
CommentsDispatch Supervisor and 2 dispatchers
(dispatchers also perform administrative duties during overlap of shifts—only one dispatcher on duty at any one time)
Supervisor/dispatcher and 1 dedicated dispatcher
Only 1 dispatcher is required to handle volumes
Consolidation of motorpools could:
Reduce 1 dispatcher
Reduce total vehicle and driver requirements through coordination of trips
Trip logs are not used to manage scheduling or capacity planning
Logs could be maintained electronically and used to plot peak demand requirements and need for drivers and contractors
Detailed accounting of service usage could enable billing based on usage enabling more prudent use by service customers
A-7
Motorpool—Activities (Cont’d)
Activity State/ICASS USAIDOpportunities/
CommentsRecords Trip logs and cumulative
reports are paper-basedTrip logs are paper-based and transcribed to an Excel spreadsheet
Records entered into the computer should be maintained and used (see “dispatch”)
Selection and installation of a better log system could provide automated reports for scheduling, maintenance, capacity planning, and dispatching
Clean/maintain facilities
Janitorial contract Janitorial contract Use best contract reducing contract administration
Train No planned training
5 drivers have received DS training
Supervisors, all drivers, and the dispatcher have received DS training
Develop and administer common training program
Meetings Meetings are accomplished ad hoc, less than 1 hour per week
Few meeting, supervisor meeting once per week
A-8
Motorpool—Activities (Cont’d)
Activity State/ICASS USAIDOpportunities/
CommentsManage drivers 1 supervisor and GSO for
transportation part-time
Vehicle policies are not written
1 supervisor, DEXO (10 %), and EXO (5 %)
Vehicle policies are written
Consolidated operations would likely require 2 supervisors. Overhead management could be reduced by one part-time manager
Plan resources No observations
Order vehicles, parts, & supplies
No observations
Expedite airport arrivals
Daily
Daily pouch pickup at airport
Daily Coordinate airport runs
Manage special events/visits
5 per year on average 4 special delegation support per year on average
Consolidate resources to support events/visits
Answer complaints
No observations
Handle breakdowns
No observations
Accident reports 5 per year on average 4 in the past 12 months
Estimate 2 hours per accident
A-9
Motorpool—Vehicles
Vehicles State/ICASS USAIDOpportunities/
CommentsVehicles 3 vans
4 light SUV (Toyota Kijang) (2x4)
11 Sedans
2 vans
8 light SUV (Toyota Kijang and Kresta) (2x4)
1 sedans
(1 Camry dedicated to the Mission Director, new Camry just arrived)
ICASS and USAID use mostly similar types of vehicles.
Vehicle utilization appears to be low in both ICASS and USAID. Vehicle inventories could be reduced with consolidation.
Other motorpools on post include:DAO (4 vehicles)ODC (1 vehicle)FAS (1 vehicle)FCS (2 vehicles)NAMRU (6 vehicles—off compound)
Vehicles could be consolidated into one motorpool reducing requirements/costs without adversely impacting service
Special use vehicles/ others
2 9-pax and 2 10-pax buses
12 warehouse, 11 residential maintenance????
1 Mission Director, 3 maintenance (1 4x4, 2 vans), 3 warehouse (pickup, 2 vans), 4 disposal (2 Jeeps, 2 vans)
Disposal vehicles should be eliminated
Total vehicles 18 total vehicles (excl special) 11 motorpool vehicles
A-10
Vehicles Not Counted in Motorpool
Non-ICASS Vehicles
Armored BMW—Ambassador
Armored Ford LTD—DCM
Armored Suburban—motorpool
2 Armored Cherokees—motorpool
1 Armored Landcruiser—MSG use
1 Armored GMC van—MSG
1 Armored GMC van—motorpool use
2 Armored vehicles—Regional affairs
5 trucks and 1 SUV dedicated to warehouse
8 trucks and 1 SUV dedicated to maintenance
USAID vehicles dedicated to other purposes
Camry (CD 12-05) Director
Van (B 76100-12) Warehouse
Van (B 75739-12) Warehouse
Ford Ranger (B 75219-12) Warehouse
Kijang (CD 12-134) Maintenance
Van (B 75741-12) Maintenance
Van (B 75742-12) Maintenance
4 other vehicles slated for disposal
A-11
Motorpool—Infrastructure
Infrastructure State/ICASS USAIDOpportunities/
CommentsFacilities Driver waiting area and a
separate dispatch area on the compound
Dispatch and waiting areas are shared with 4 other motorpools
Facility is located adjacent to parking lot
Driver waiting area and a separate dispatch area on the compound
Facility is located on opposite side of building from the parking lot
Facilities could be combined and reconfigured
Miscellaneous motorpools (DAO, FCS, etc.) could be moved into current USAID facilities and charged for the space, or
All motorpools could be consolidated into a single motorpool space
Communications All motorpools on compound use a common communications system
All motorpools on compound use a common communications system
This system could easily be used to coordinate trips and reduce overall requirements
Computers/ software
Use MS Outlook application for trip request
Use Excel spreadsheet for recording dispatches and compiling trip reports
Use MS Outlook application for trip requests
A consolidated motorpool should maintain dispatch information on a computer and use software to analyze demand trends for efficient scheduling and capacity planning
A-12
Motorpool—Service Characteristics
Service Characteristics State/ICASS USAID
Opportunities/ Comments
Service areas Greater Jakarta area including significant activity in south Jakarta
Greater Jakarta area, including outlying areas
Consolidation of motorpools could provide better coordination of trips in this high density traffic area
Shuttles Home to office and office to home
5 shuttles/drivers in the morning/ 5 shuttles/drivers in the afternoon
Shuttles go to all major housing compounds and some individual houses (same areas for ICASS and USAID)
Home to office and office to home
8 vehicles/drivers required each morning and each evening
Shuttles go to all major housing compounds and some individual houses (same areas for ICASS and USAID)
ICASS and USAID shuttles duplicate one another.
Consolidation could significantly improve service levels and/or reduce the shuttle vehicle and driver requirements.
Though further investigation is needed, estimate 3 to 4 drivers and vehicles and fuel could be saved.
Service levels Requests for cars and drivers are almost always filled except in the case of rare last minute requests
Individuals can use official drivers and vehicles for personal trips within 30 days of arrival/departure (including weekends)
Requests for cars and drivers are almost always filled except in the case of rare last minute requests
Individuals can use official drivers and vehicles for personal trips within 30 days of arrival/departure (including weekends)
Service levels are extraordinarily high
High service levels can be maintained through consolidation while reducing drivers and vehicles
A-13
Motorpool—Service Characteristics (Cont’d)
Service Characteristics State/ICASS USAID
Opportunities/ Comments
Coordination ICASS and USAID rarely request to share vehicles, but are willing to do so
The mission has a quota for 25 imported vehicles. Imported vehicles typically have unique capabilities, but the agencies at post have not coordinated the requirements
Decide at a higher level the appropriate priorities for quotas
Special requirements
4 buses are on the compound that are used infrequently to support VIP delegations
Replace the buses with smaller, less obtrusive vehicles
Contract out capacity that is seldom needed
A-14
Motorpool Survey Results – Jakarta
Strongly Disagree
Disagree Neutral Agree Strongly Agree
MeanMean
State/ICASS(n=18)
USAID(n=24)
Note: Questions within a shaded box (1e) indicate that the difference between the means of State/ICASS and USAID is statistically significant at 0.05.
0%
0%
0%
0%
0%
0%
0%
0%
8%
0%
0%
0%
0%
0%
0%
0%
8%
0%
0%
0%
17%
33%
33%
33%
33%
25%
50%
25%
67%
58%
58%
67%
75%
50%
58%
0% 20% 40% 60% 80% 100%
1g. Overall, you are satisfied with the motorpool operation.
1f. You are kept informed of the status of your vehicle & driver requests.
1e. The motorpool policy is written, available, and appropriate.
1d. Motorpool (drivers) staff are well trained and courteous.
1c. Drivers are familiar with the local traffic patterns, laws and customs and deliver
you to your destination safely and on time.
1b. Motorpool services are provided on time.
1a. Vehicles are well maintained and clean.
0%
5%
5%
0%
0%
0%
0%
0%
5%
10%
0%
4%
0%
0%
8%
18%
29%
8%
4%
8%
4%
29%
36%
38%
29%
38%
38%
25%
63%
36%
19%
63%
54%
54%
71%
0% 20% 40% 60% 80% 100%
4.42
4.50
4.75
4.67
4.50
4.42
4.67
4.67
4.46
4.42
4.54
3.57
3.95
4.54
A-15
Comments about Motorpool – Jakarta State/ICASS
The drivers are always courteous and punctual and get me where I need to go.
We have our own drivers so I don't ever use. They appear to be knowledgeable.
ODC is not a member of the Embassy Motorpool.
It is noticed that some of our DS personnel are being provided home to office and office to home transportation without paying for the service. I agree that the Duty Officer for the week should be allowed to drive the office car but not that everyone
I am Agency head of Naval Medical Research unit 2 (NAMRU2) located 3 miles from the Embassy and we have our own motor pool, both vehicles and drivers, under the umbrella of the US Embassy.
A-16
Comments about Motorpool – Jakarta USAID
Great drivers - all of them (USAID)
On occasion a request for pickup has been misunderstood, i.e., wrong time, wrong place.
Vehicle selection is poor (locally-produced Toyota Kijangs). Extremely high levels of pollution are introduced into the vehicle cabins due to inadequate equipment (lack of "recirculate" feature on A/C and vents forces outside air to be blown in)
Motorpool services are provided by USAID for only USAID employees. No ICASS motorpool services are currently provided.
Motorpool staff are courteous, friendly, helpful and very professional.
I would point out I'm the EXO and have a motorpool that comprises 14 drivers, a motorpool dispatcher and supervisor. I personally do not use the motorpool a great deal but monitor it's performance closely thru staff assigned to oversee its operation.
The USAID motorpool does an excellent job of maintaining records. For example, I once asked if an employee had taken the shuttle on a particular day. They were able to immediately locate the record and tell me yes and the time of day
USAID and State maintain separate motorpools are our Mission (Indonesia). My responses pertain only to the USAID motorpool.
Could not function without a dedicated USAID Motorpool. Having drivers and staff under the Mission is imperative to being able to function.
A-17
Motorpool Cost Comparison Statistics
Motorpool Statistic DescriptionState/ ICASS USAID
Total number of motorpool customersTotal of USDH, offshore PSCs and FSN-5 and above for all customer agencies 242 167
Number of vehiclesNumber of vehicles dedicated to motorpool including shuttle vehicles 26 11
Vehicles/customerTotal of vehicles divided by number of customers (total population of staff who can use service) 0.11 0.07
Total kilometers driven in a yearTotal kilometers driven taken from vehicle odometers for annual report 255,663.00 109,070.00
Average vehicle kilometers per yearTotal kilometers driven divided by number of vehicles (take out special use vehicles) 9,833.19 9,915.45
Average trips/day/vehicleAverage trips per day divided by number of vehicles (take out special use vehicles) 1.38 2.49
Number of drivers Drivers dedicated to motorpool 18 12.3
Drivers/customerTotal motorpool drivers, including shuttle drivers, divided by number of customers 0.07 0.07
Average trips/day/driverFrom sample trips logs, the total trips divided by days in sample divided by number of drivers in motorpool 2.00 2.23
Driver utilizationAverage trips/day/driver times the average hours/trip divided by hours in a workday 34.34% 45.02%
Number of supervisors/ dispatchersTotal number of supervisors, dispatchers, or supervisor/dispatchers in motorpool 4 3
A-18
Motorpool Costs Comparisons
Motorpool Cost Factors Description State/ ICASS
Totals USAID Totals
State/ ICASS Costs Per Customer
USAID Costs Per Customer
State/ ICASS Costs Per Kilometer
USAID Costs Per Kilometer
ManagementCosts of managers other than supervisors/dispatchers
$ 29,408.80 $ 26,863.95 $121.52 $160.86 $0.12 $0.25
DriversTotal of salaries, benefits, and entitlements for drivers
$ 116,190.93 $ 89,048.60 $480.13 $533.23 $0.45 $0.82
Drivers drivingDriver utilization multiplied times total labor costs of drivers
39,899.97$ 40,089.68$ $164.88 $240.06 $0.16 $0.37
Drivers standing by1-driver utilization multiplied times total labor costs of drivers
76,290.96$ 48,958.92$ $315.25 $293.17 $0.30 $0.45
Supervisor/dispatchers Costs of supervisor/dispatchers 23,140.81$ 29,883.25$ $95.62 $178.94 $0.09 $0.27
Other clerical or labor Costs of clerks or other staff assigned to direct vehicle operations
4,803.41$ 1,839.10$ $19.85 $11.01 $0.02 $0.02
Vehicle maintenanceTotal costs of maintenance including parts, labor, and maintenance facilities
57,864.63$ 3,184.00$ $239.11 $19.07 $0.23 $0.03
Vehicle fuel Total costs of fuels and lubricants 11,974.85$ 7,542.00$ $49.48 $45.16 $0.05 $0.07
Vehicle depreciationPurchase price divided by 5 to 7 years depending on type vehicle; or zero, if totally depreciated
121,241.67$ 29,350.00$ $501.00 $175.75 $0.47 $0.27
Other costsCosts of facilities, overhead, etc. divided by total kilometers
6,422.00$ 3,227.00$ $26.54 $19.32 $0.03 $0.03
Total 371,047.10$ 190,937.90$ 1,533.25$ 1,143.34$ 1.45$ 1.75$
A-19
Property Management—Warehousing General
Factor State/ ICASS USAIDOpportunities/
CommentsFacilities Temporary facility while
permanent GO facility is being renovated
Renovation expected to be completed in April 2005
Temporary facility is spacious with storage, shops, and maintenance areas
Remote warehouse facility
One large bay with one minor bay off of large
2 offices
Carpet and other items in a storage area
Other small areas in back
OBO renovation of ICASS warehouse did not consider space requirements of USAID
USAID is looking for another facility
ICASS may require still more space
Coordinate single facility to meet both requirements for additional space
Climate controlled areas
Welcome kit area
Office areas
Office supply area
Liquids and other items storage area
Welcome kit area
Records area
1 climate controlled bay
Square meters 4930 net square meters in temporary facility
???? Available in permanent facility under renovation
1,207 net square meters
A-20
Property Management—Warehousing General (Cont’d)
Factor State/ ICASS USAIDOpportunities/
CommentsCustomers Posts: Jakarta, Dili,
Surabaya, Medan
Agencies: State, Library of Congress, FBIS, ODC, Foreign Agricultural Service, ATO, Commerce, Justice, NAMRU, MSG, SSP, Public Affairs Section, DAO
Posts: Jakarta, Dili
Agencies: USAID
Communications Phones are adequate Poor phone lines
VPN to post
Vehicles 5 trucks
1 SUV
2 vans
1 pickup
[2 Jeep Cherokees (not used—disposal); 1 sedan/ 1 van (not used—disposal)]
Consolidation of warehouses could reduce the need for at least 2 vehicles
A-21
Property Management—Warehousing General (Cont’d)
Factors State/ ICASS USAIDOpportunities/
CommentsNumbers of households supported
? 22 DHs
16 PSCs
Special services Upholster furniture
Refurbish furniture
Clean drapes
Provide and deliver water under contract
Propane gas is contracted
Fire extinguishers are provided by OBO
Upholster furniture
Refurbish furniture
Clean carpets
Provide water under contract, but deliver water directly
Propane gas is contracted
USAID provides own fire extinguishers
Determine highest value approaches and adopt as best practice
Equipment 2 forklifts (1 additional to be ordered)
1 Caterpillar forklift An additional facility will be required after completion of ICASS warehouse renovation
Split forklifts between two future facilities
A-22
Property Management—Warehousing General (Cont’d)
Factors State/ ICASS USAIDOpportunities/
CommentsObservations Similar household items are
managed independently for several agencies
12 sets of washers/ dryers in warehouse
36 ceiling fans stocked
Large number of excess lamps
Payments Some space is made available on request to agencies for special purposes
Projects do not pay for space used in warehouse
To reduce build-up of warehouse inventories, set up system whereby all users must pay for use of warehouse capacity
A-23
Property Management—Warehousing Personnel
Factor State/ ICASS USAIDOpportunities/
CommentsPersonnel 1 American GSO , 1 S/GSO
(part-time)
38 FSNs
2 Americans (part-time)
4.5 FSNs
4 contractors
Management 1 GSO (40 %), S/GSO (3 %) EXO (5%), DEXO (15%)
Clerical 11 Secretary (50%), 2 supply clerks
Warehousemen 17 1 property manager
1 assistant property manager (vacant)
Drivers/ warehousemen
5 1.5
Mechanical/ technical
2
Janitorial 2
Laborers 4 contractors
A-24
Property Management—Inventories
Factor State/ ICASS USAIDOpportunities/
CommentsWarehouse Inventory items/ value
Total: 21,242 with value of $ 11 million (total of all agencies) with value of $ 7.68 millions
Warehouse: 3,801 with value of $ 908,295
Total: 12,858 with value of $ 4.82 millions
Warehouse: 3,519 with value of $ 1.1 millions
Total inventory can be reduced significantly with furniture, appliance, and equipment pools
Types of inventory by funding
State program, PAS Program, ICASS equipment
Operating expense, RHUDO, trust funds, project funds (Child Survival, Development Assistance)
Purpose of inventory
Property for disposal and stocks on hand
Supplies for offices, residential maintenance and vehicle maintenance
Property for disposal and stocks on hand
Supplies for offices
A-25
Property Management—Warehouse Inventory
Factor State/ ICASS USAIDOpportunities/
CommentsProminent items of inventory
Residential appliances
Residential furnishings
Administrative supplies
Office furniture
Office equipment
IT/telecom equipment
Fans and air conditioning equipment
Vehicle parts
Tools
Residential maintenance supplies
PAS program computer equipment
Residential appliances
Residential furnishings
Administrative supplies
Office furniture
Office equipment
IT/telecom equipment
Fans and air conditioning equipment
Water filters
Program and administrative/ financial management records
Appliance and furniture inventories should be reduced through formation of furniture, appliance, and equipment pools
Pools would reduce the total per capita requirements for on hand stocks to ensure availability when needed
In combination with a housing pool, movement of furniture, appliances, and equipment would be reduced resulting in less wear and tear on all and reducing need for staff and equipment to store and move items
A-26
Property Management—Inventory Control
Factors State/ ICASS USAIDOpportunities/
CommentsNEPA criteria Inventory most items
All items that have serial number is barcoded
All items valued at greater than $ 50 (AID 500 Regulation)
Consolidation of inventory would require rationalization of inventory criteria
Volume of services 30,722 items inventoried in FY2003 (all agencies)
12,858 items inventoried in FY2003
Records systems in use
NEPA system BarScan system
4 barcode readers
Adopt best system and process
Accuracy of physical inventories
3 % not reconciled in FY2003
Care of goods Furniture is wrapped
Clean carpets
Clean furniture
Clean and store curtains
Furniture is wrapped
Clean carpets
Cover furniture in lieu of cleaning
Employees pay for curtains from allowance
Adopt best practice for both operations
A-27
Property Management—Inventory Control
Factors State/ ICASS USAIDOpportunities/
CommentsWelcome kits Make up 50 kits during
moving season
Kits include TV/VCR
12 welcome kits Further investigate advantages of each system and adopt best practice
Disposal Conduct auctions twice per quarter
How conducted?
Conduct annual auction
In house sealed bid auction
Follow through on plans to reduce items in ICASS warehouse by 50 %
Develop consolidated auction reducing level of effort
Conduct auction soon to reduce inventories in both warehouses
A-28
Property Management Survey Results – Jakarta
3o. Overall, you are satisfied with the furniture, appliance & equipment operation.
3b5. The residential furniture & appliance policy is written, available, and appropriate.
3a5. You are kept informed of the status of your requests for service.
3b4. The welcome kit was complete and serviceable.
3a4. The welcome kit was available and delivered on time.
3b3. Furniture, appliances and equipment are reasonably up-to-date and well maintained.
3a3. Your work orders for furniture and equipment are dealt with correctly and in a timely manner.
3b2. The annual inventory & reconciliation of records was completed in a timely manner.
3a2. All items in your office have bar code labels indicating they are in the non-expendable property inventory.
3b1. You have been provided with the annual inventory & reconciliation of records report and it
was done in a timely manner.
3a1. All items in your residence have bar code labels indicating they are in the non-expendable property inventory.
Mean
Strongly Disagree
Disagree Neutral Agree Strongly Agree
Mean State/ICASS (n=18) USAID (n=24)
Note: Questions within a shaded box indicate that the difference between the means of State/ICASS and USAID is statistically significant at 0.05.
3.00
3.00
3.43
3.57
3.40
3.73
4.12
4.06
3.35
3.63
3.82 0%
0%
6%
12%
12%
0%
7%
14%
21%
19%
24%
12%
0%
18%
0%
0%
13%
20%
7%
0%
13%
6%
12%
38%
12%
6%
6%
20%
13%
14%
21%
25%
24%
59%
63%
65%
35%
29%
47%
47%
36%
29%
38%
41%
18%
0%
0%
47%
53%
20%
13%
29%
29%
6%
6%
0% 20% 40% 60% 80% 100%
4.14
3.90
4.13
3.77
3.96
3.78
4.32
3.86
3.50
3.59
3.754%
5%
4%
0%
0%
4%
4%
0%
0%
5%
0%
4%
9%
21%
14%
5%
13%
0%
9%
4%
5%
5%
25%
23%
17%
23%
5%
13%
17%
27%
9%
20%
14%
46%
50%
38%
27%
45%
39%
52%
41%
57%
35%
45%
21%
14%
21%
36%
45%
30%
26%
23%
30%
35%
36%
0% 20% 40% 60% 80% 100%
A-29
Comments about Property Management – Jakarta State/ICASS
Luckily, I am a non-State agency and so have furniture and some appliances from our own pool. Maintenance/repair requests are very confusing--there is some sort of automated system and you often receive confirmation for the last request that you made.
The GSO Warehouse operation does not employ the NEPA system and I have as yet to get an inventory of my residence. It has now been 5 months since I have arrived at post.
The GSO office does a good job at Preventive Maintenance for the homes under its jurisdiction. They advise you of the dates the workers will be arriving for PM well ahead of time and they service the house very well and will try to take care
A-30
Comments about Property Management – Jakarta USAID
Frequent errors in NXP record keeping. Equipment and furniture listed as being provided to residence when it was not.
Welcome kit was very basic compared to others I have seen.
The last NXP inventory has not been fully reconciled. Items at my residence were not included on the listing provided after the physical inventory done last year. Requests for service are dealt with in a haphazard manner - sometimes immediate
Quality of USAID Mission's furniture is exceptional. USAID Warehouse staff very responsive to individual Mission members' needs.
Apartment fully furnished by landlord.
It would be good to be able to lease a small refrigerator from USG (as only one standard size refrigerator fits it in apartment), however, no small refrigerators are available for lease.
Welcome kit when I arrived in 1999 was inadequate. Sheets/towels old and nasty. Cookware cheap and burnt food. This may have been changed by now, but was unsatisfactory upon my arrival at post.
A-31
Property Management Costs Comparison Statistics
Warehousing/Property Management Statistics Description State/ ICASS USAID
Number of property management customers
Total of government-owned and short-term leased residences. May include vacant residences. Does not include residences used for offices or clubs
136 40
Number of non-expendable items in inventory
The number of non-expendable items in ICASS NEPA and USAID BarScan databases
21,242.00 12,858.00
Value of non-expendable items in inventory
The value of non-expendable items in ICASS NEPA and USAID BarScan databases--includes residential, office, and other items
$7,682,580.85 $4,820,145.00
Value of non-expendables/customerValue of all non-expendable items divided by the number of customers
$56,489.57 $120,503.63
Net area in warehouseArea of the warehouse floor space, including isles and offices. Area includes space in containerized trailors used for storage. Deos not include areas in parking lots
4,930.00 1,207.00
Number of non-expendable items in warehouse
Items in the NEPA and BarScan inventories that are stored in the warehouse area(s)
3,801.00 3,519.00
Value of non-expendable items in warehouse
Value of items in NEPA and BarScan inventories that are stored in the warehouse area(s)
$908,295.48 $1,121,191.00
Percentage of value of goods in warehouse
Value of items stored in warehouse divided by value of total items in respective inventories expressed as a percentage
11.82% 23.26%
A-32
Property Management Costs Comparisons
Warehouse/Property Management Cost Factors Description
State/ ICASS Totals USAID Totals
State/ ICASS Costs Per Customer
USAID Costs Per Customer Comments
Management by American staff
Costs of USDH and offshore PSCs who manage property or warehouses
$72,861.11 $35,392.85 $535.74 $884.82
Management by locally engaged staff
Costs of all FSN and US locally hired staff who manage property or warehouses
$19,658.20 $17,490.00 $144.55 $437.25
LaborCosts of warehousemen, clerks, storekeepers, drivers, and others involved in property management or warehousing
$184,880.24 $20,963.87 $1,359.41 $524.10
Rent Annual cost of the warehouse lease $90,000.00 $75,400.00 $661.76 $1,885.00
Facilities operationsOther costs of operating the facility such as janitorial contracts, etc.
$1,480.00 $625.00 $10.88 $15.63
VehiclesFuel, maintenance, and depreciation of vehicles used in warehouse operations
$32,586.80 $11,574.33 $239.61 $289.36
Furniture repairCost of refinishing or reupholstering furniture used in residences
$0.00 $0.00 $0.00 $0.00Includes costs of furniture and appliance repair that may have been in Residential Maintenance cost center
ContractsAnnual costs of contracts for warehousing and other services excluding furnishings repair
$0.00 $4,170.00 $0.00 $104.25
Total $401,466.35 $165,616.05 $2,951.96 $4,140.40
A-33
Residential Maintenance—Personnel
Factors State/ ICASS USAIDOpportunities/
CommentsPersonnel
Managerial 5 Total
2 OBO facilities maintenance managers (paid by OBO)
S/GSO (? %)
Admin (? %)
EXO (5%)
DEXO (10%)
Local hire American, Operations Specialist (Dili) (50/25% ST/LT)
Residential maintenance could be consolidated and would save work
Further investigation is required to determine staff reduction opportunities, but the following should be considered:
Foreman 7
Clerical 4 Secretary (50%)
Drivers 8
Janitorial 1
Tradesmen 66
A-34
Residential Maintenance—Personnel
Factors State/ ICASS USAIDOpportunities/
CommentsPersonnel (Cont’d)
Engineer/ draftsman
1
Laborers 2
Contractors Project manager (60% GO/LTL)
Maintenance foreman (60% GO/LTL)
Asst maintenance foreman (60% GO/LTL)
9 tradesmen (60% GO/LTL)
3 laborers
USAID take advantage of OBO FMS
Eliminate contract through consolidation
A-35
Residential Maintenance—Description
Factors State/ ICASS USAIDOpportunities/
CommentsManagement systems
Windows for Workorders (PASS system that is linked to ILMS)
MicroSoft Outlook forms with macros—able route work orders
Select and implement best system and processes
Properties supported
68 STL
68 GO properties, of which, 15 are stand alone properties
36 STL
4 GO stand alone
Consolidate residential maintenance operations to reduce overall workload, take advantage of OBO FMS, and share extensive skills/specialties
Facilities Carpenter shop
Sheet metal/ welding shop
Air conditioning shop
Plumbing shop
Using GO house for storage
Use GO house for maintenance
Use an existing GO house as contract management site
Extensive shops and capabilities of ICASS operations could absorb requirements for USAID with some additions
Vehicles 8 trucks and 1 SUV with drivers
1 light SUV (disposal)
2 Mitsubishi Vans (1 slated for disposal)
Consolidation could reduce need 1 to 2 vehicles
A-36
Residential Maintenance—Service Levels
Factors State/ ICASS USAIDOpportunities/
CommentsSpecial capabilities Air conditioning
refurbishment
Locksmith
Furniture refinishing
Carpet installers
Petty cash operation
Key making operation USAID take advantage of ICASS capabilities
Work load 3300 work orders at annual cost of $ 48,000
2 to 3 work orders per day
Service Levels Emergency work orders are worked the same day
Other work orders are completed within approximately 5 days
Make ready always completed in one week
No work order backlog
Emergency work orders assessed and worked immediately
Routine requests worked in 2-3 days, but almost always less than one week
Residents contact contractor directly
DEXO is called and approves/ disapproves immediate work
Employ best practices to achieve highest service levels
Operating hours On call 24/7 On call 24/7
A-37
Residential Maintenance Survey Results - Jakarta
Note: Questions within a shaded box indicate that the difference between the means of State/ICASS and USAID is statistically significant at 0.05.
4o. Overall, you are satisfied with the residential maintenance services provided.
4b5. The residential maintenance policy is written, available, and appropriate.
4a5. You are kept informed of the status of your requests for service.
4b4. There is a clear and published definition of what “emergency maintenance” means.
4a4. Emergency repairs are done quickly so as to minimize damage and inconvenience.
4b3. Preventative maintenance is done regularly and the area is cleaned up afterwards.
4a3. The residential maintenance office notified you in advance, of scheduled maintenance activities.
4d2. The work crews routinely clean up the work area after completion.
4c2. You are routinely asked to provide written or verbal feedback on the quality of repairs made.
4b2. Work orders are responded to in a timely manner.
4a2. Routine maintenance repairs are performed correctly the first time.
4c1. Upon your arrival at your new residence, you were given verbal and/or written instruction on how to operate and clean appliances – alarms,
generators, location of circuit breakers and water cut-off valves
4b1. Residential maintenance staff promptly corrected any problems identified during your move-in.
4a1. Upon your arrival at post, your residential unit was ready for move-in, with the utilities on, repairs & painting completed and the unit
thoroughly cleaned.
Strongly Disagree
Disagree Neutral Agree Strongly Agree
MeanMean State/ICASS (n=18) USAID (n=24)
0%
0%
6%
0%
0%
0%
0%
0%
17%
6%
0%
29%
7%
19%
12%
13%
31%
0%
0%
0%
6%
12%
33%
6%
25%
35%
7%
13%
35%
56%
19%
60%
20%
12%
0%
18%
17%
24%
0%
6%
14%
13%
35%
25%
38%
27%
53%
35%
41%
59%
22%
59%
63%
24%
50%
25%
18%
6%
6%
13%
27%
53%
53%
12%
11%
6%
13%
6%
21%
31%
0% 20% 40% 60% 80% 100%
8%
9%
9%
0%
0%
18%
5%
8%
17%
0%
4%
26%
13%
17%
13%
23%
26%
6%
0%
14%
33%
17%
35%
22%
22%
43%
17%
17%
29%
32%
26%
33%
11%
32%
5%
13%
13%
35%
26%
4%
9%
0%
33%
32%
30%
44%
67%
27%
48%
54%
22%
22%
39%
22%
43%
39%
17%
5%
9%
17%
22%
9%
10%
8%
13%
22%
9%
4%
17%
26%
0% 20% 40% 60% 80% 100%
3.38
3.71
2.41
3.63
3.53
2.78
3.71
4.41
4.41
4.07
3.53
3.06
3.25
3.59
3.39
3.35
2.35
3.26
3.43
2.78
3.38
3.24
2.95
4.11
3.72
3.04
3.00
3.38
A-38
Comments about Residential Maintenance – Jakarta State/ICASS
I find myself putting in the same requests regarding my A/Cs. They should probably be replaced. Also the problem with the stairwell ceiling is ongoing. Security upgrades created a hothouse and the ceiling paint always chips off.
On balance I am neutral. My earlier experiences were not positive. As I said, the new FMU team has arrived and they are excellent--so I guess we are hoping this positive wave to continue!!
Too many times I have to go back and request the maintenance be done.
A-39
Comments about Residential Maintenance – Jakarta USAID
X is very responsive, but on a number of occasions it has taken multiple visits and a very long time to correct simple problems, I.e, air conditioning and internet/cable problems.
Residential maintenance workers inevitably arrive without the necessary equipment or supplies to accomplish the required service. Two, three, even four return visits are usually required to get the job done. No apparent oversight or quality control
Regular routine maintenance is mentioned in the maintenance contract but is not carried out. For example, no one cleans/maintains the air conditioners or air cleaners unless you specifically request it and even then, they do not always perform
My unit is leased and not owned by USAID. All maintenance is done by the management of the complex. I am not happy with their maintenance record at all. They seem to never be able to fix anything correctly the first time; it takes a long time
The USAID Mission staff earns my kudos for a job well done.
Residential maintenance done by landlord.
Neutral means: most of the time, but I cannot consistently agree as it does vary. Maintenance crews often leave area dirty, especially with cigarette butts, wrappings, etc. Clean up not always good.
A-40
Residential Maintenance Costs Comparison Statistics
Residential Maintenance Statistics DescriptionState/ ICASS USAID
Total number of residencesTotal of government-owned and short-term leased residences. May include vacant residences. Does not include residences used for offices or clubs
136 40
Number of government-owned residences
Number of residences that are government-owned 68 4
Number of leased residences Number of residences that are short-term leases 68 36
Total residential square meters maintained
Total of floor space in all residences that are maintained 21,046.00 4,846.00
Average number of make readys per year
Average number of new residences to be prepared for occupancy and the average number of existing residences that must be maded ready due to occupant turnover
27.2 14.4
Total residential maintenance staffTotal of all US direct hire staff, offshore PSCs, and locally engaged staff that are managerial, clerical, skilled, or unskilled performing residential maintenance
73 3.2
Contractors Total number of contractors, if known 0 17.4
Staff to residence ratioTotal residential maintenance staffing divided by the number of residences maintained
0.54 0.52
A-41
Residential Maintenance Costs Comparisons
Residential Maintenance Cost Factors Description
State/ ICASS Totals USAID Totals
State/ ICASS Costs Per Residence
USAID Costs Per
Residence Comments
Management by USDH or USPSC
Costs of USDH and offshore PSCs who manage residential maintenance
$121,442.63 $70,392.43 $892.96 $1,759.81
Management by LESCosts of all FSN and US locally hired staff who manage property or warehouses
$92,262.32 $19,752.75 $678.40 $493.82
Skilled tradesmen and other labor costs
Costs of warehousemen, clerks, storekeepers, drivers, and others
$396,395.63 $12,251.14 $2,914.67 $306.28
MaterialsCosts of all materials that go into maintenance of residences
$33,600.00 $0.00 $247.06 $0.00
FacilitiesCosts to rent, operate, and maintain the offices and shops
$40,570.00 $41,062.00 $298.31 $1,026.55
VehiclesFuel, maintenance, and depreciation of vehicles used for residential maintenance
$38,276.48 $3,709.00 $281.44 $92.73
ContractsCosts of all contracts related to residential maintenance
$0.00 $45,788.00 $0.00 $1,144.70
Total Total costs without OBO $722,547.07 $192,955.32 $5,312.85 $4,823.88
Management by OBOCosts of facilities maintenance supervisors paid for by OBO (includes the ongoing maintenance costs for GO/LTL Residential Properties also paid for by OBO)
$287,320.00 $2,112.65 $0.00Paid for by OBO--not an ICASS cost
Total with OBO Total of all costs $1,009,867.07 $192,955.32 $7,425.49 $4,823.88
A-42
Leasing
Activity State/ ICASS USAIDOpportunities/
CommentsCustomers Posts: Jakarta, Dili,
Agencies: State, Agriculture, Commerce, DAO, Interior, Justice, Library of Congress, NAMRU, Office of Defense Cooperation
Posts: Jakarta, Dili
Agencies: USAID
Initiate housing pool to improve quality of housing and share Government owned housing
Maximize advantages of OBO funds and programs
Leases 68 STL residential
1 STL warehouse
36 STL residential
1 STL warehouse
Workload Average of 15 new leases per year
Renewal of approximately 20 leases per year
(check these workload stats!!!)
Average of 12 new leases per year
Renewal of approximately 20 leases per year
(check these workload stats!!!)
Consolidate lease operations simplifying administration and improving average availability of leases
Reduce potential for competition for leases between ICASS and USAID through consolidation
Personnel 1 American LES housing assistant (80%)
1 A/GSO Contracting Officer (20%)
1 S/GSO (5%)
1 FSN Leasing Agent full time (80%)
EXO (5 %)
DEXO (15 %)
1 Leasing FSN (60 %)
Reduce staff
Share knowledge, and best practices
A-43
Leasing (Cont’d)
Activity State/ ICASS USAIDOpportunities/
CommentsIdentify properties Advertisements
Personal contacts
Housing board
Spouse
Share information with USAID
Advertisements
Personal contacts
Housing board
Share information with ICASS
Improve morale by applying common standards for housing
Negotiate leases Site visit
Pre-lease inspection
Negotiation by contracting officer
Schedule occupancy
Site visit
Preliminary negotiation by FSN
Final negotiation by DEXO
Pre-lease inspection
Lease accomplished by procurement office
Schedule occupancy
Negotiate as one organization reducing contacts with landlords and reducing potential for State and USAID unintentionally competing against one another
A-44
Leasing (Cont’d)
Activity State/ ICASS USAIDOpportunities/
CommentsArrange payments 1 year in advance 1 year in advance
Paid out of Bangkok to entities inside and outside of the country
Payments are almost always late due to delays in the system
Generates volume of questions that must be answered by leasing FSN
Offshore payments waiver
Reduce total administrative efforts by consolidating payment administration
Maintain records FSN maintains all lease records
FSN maintains all lease records
Consolidate record keeping and reporting
Renew leases Lease renewal involves review of maintenance and negotiation of price
Lease renewal involves review of maintenance and negotiation of price
Consolidate renewals
A-45
Leasing Survey Results – Jakarta
2c. Overall, you are satisfied with the leasing office.
2b. The leasing office ensures that the landlord of your residence expeditiously resolves
problems with the residence OR the required repairs are made by staff in accordance with the
terms of the contract.
2a. Your residence is the appropriate size and layout for your family’s needs and MORE or
LESS comparable in size and layout to others at post regarding seniority and family size.
Strongly Disagree
Disagree Neutral Agree Strongly Agree
MeanMean
State/ICASS(n=18)
USAID(n=24)
Note: There are no statistically significant differences between the means of State/ICASS and USAID for Leasing, Jakarta
9%
10%
0%
18%
0%
14%
9%
30%
7%
0%
10%
21%
64%
50%
57%
0% 20% 40% 60% 80% 100%
4.21
3.90
3.91
3.58
3.67
3.670%
0%
13%
4%
13%
8%
46%
29%
13%
29%
38%
42%
21%
21%
25%
0% 20% 40% 60% 80% 100%
A-46
Comments about Leasing – Jakarta State/ICASS
In my first residence--a large house in Menteng, the Embassy's leasing office (GSO)was not very efficient when dealing with repairs. There were many things wrong with the house--water heater, electricity, security alarm, etc.
The living quarters are fine but it is actually government owned. There are times that the property maintenance leaves room for improvement. Not adequately supervised to see that the maintenance items are handled properly.
My biggest problem with housing is that the military and State Dept cultures tend to clash here. Some housing issues are very contentious and the Embassy housing board has only 2 or 3 military reps.
A-47
Comments about Leasing – Jakarta USAID New security issues in Indonesia require all staff to be in either compounds or apartments. USAID is complying with this
100%, thus, the Mission Director is now living in a non-representational apartment. State, however, still has 35% of their staff.
Extremely poor oversight of maintenance.
Security including inspection of vehicles and use of barriers (both gates and fences) needs to be periodically tested to maintain the vigilance and attentiveness of the guards.
House is seriously short on storage space.
AID handles its own leasing thru my office. We do a good job!
I have heard rumors about kickbacks but have no proof. The maintenance office does not always notify the landlord about needed repairs or maintenance; for example, painting of residence before a new person/family moves in.
As a result of the evacuation in 2002/2003, the Mission has been forced to move to "clustered" housing, which means most people live in apartments. This is unfortunate; not only from a security point of view, but also from a quality of living point of view.
Again, autonomous control of maintenance of housing by USAID Mission has proven essential to avoid being lost in the numbers under a greater Embassy scheme.
Residence does not have enough storage space.
Don't care for the housing; do not like being in a compound.
A-48
Leasing Costs Comparison Statistics
Leasing Statistics DescriptionState/ ICASS USAID
Total number of leasesTotal number of properties leased including residences, warehouses, offices, and parking lots. Does not include Government-owned property
69 36
Number of residential leases Total number of residential properties leased 68 36
Number of non-residential leasesOther leases that include residences, warehouses, offices, parking lots, or other properties
1 0
Average area of residential properties Average area of residential properties calculated using FAM criteria 154.75 113.28
Average rents of residential leasesTotal annual residential lease costs divided by number of residential leases
$32,707.76 $31,147.00
Residential Property FloatTotal number of residences, including Government-owned, divided by the number of employees eligible for housing at post (number of customers) express as percentage
98.55% 76.92%
A-49
Leasing Costs Comparisons
Leasing Cost Factors DescriptionState/ ICASS
Totals USAID Totals
State/ ICASS Costs Per
LeaseUSAID Costs
Per Lease
Management by USDH or USPSC
Costs of USDH and offshore PSCs who manage leases
$59,152.74 $35,392.85 $857.29 $983.13
Management by LESCosts of all FSN and US locally hired staff who manage leases
$15,420.14 $12,071.37 $223.48 $335.32
OtherCosts of vehicles, office supplies, or other costs associated with leasing
$0.00 $0.00 $0.00 $0.00
Total Costs Total annual costs $74,572.88 $47,464.22 $1,080.77 $1,318.45