Report 2015-117 Recommendation 12 Responses

Report 2015-117: California Department of General Services' Real Estate Services Division: To Better Serve Its Client Agencies, It Needs to Track and Analyze Project Data and Improve Its Management Practices (Release Date: March 2016)

Recommendation #12 To: General Services, Department of

To ensure that its project management staff are adequately trained and have the information necessary to deliver projects as efficiently and effectively as possible, the division should conduct a comprehensive survey every other year of all of its client agencies to inform necessary improvements to its processes and training program and, in the interest of transparency, make the survey results public.

Annual Follow-Up Agency Response From October 2018

As previously reported, the Project Management and Development Branch (PMDB) established a bi-monthly workgroup of Branch Chief level or higher representatives from its major clients (CHP, DMV, OES, DDS, DSH, and CalFire).

At the inaugural meeting, PMDB proposed either a structured, electronic client survey or an annual focus group approach to capturing client feedback. When discussed, the clients unanimously requested that PMDB avoid surveys and focus groups given the complexity and inherent duration of construction projects (multiple years, broken up into phases that involve different teams of DGS staff, etc.). The clients requested that the existing monthly meetings and this bi-monthly workgroup be the forum where client feedback is captured and trends/issues are collaboratively solutioned.

Given that this workgroup is established and project trends/issues will be discussed at each meeting, PMDB considers this recommendation fully implemented.

California State Auditor's Assessment of Annual Follow-Up Status: Will Not Implement

Although the division's decision to establish bi-monthly work groups of only its major clients may be helpful, this approach does not implement our recommendation that it survey all of its client agencies to inform necessary improvements to its processes and training program. Further, without a survey of all of its client agencies, the division will not implement the portion of our recommendation that, in the interest of transparency, it make the survey results public.

Annual Follow-Up Agency Response From November 2017

The Project Management and Development Branch (PMDB) established a bi-monthly workgroup of Branch Chief level or higher representatives from its major clients (CHP, DMV, OES, DDS, DSH, and CalFire) with a fourfold purpose: 1) proactively vet policy/procedure changes to get client feedback prior to implementation, 2) provide a venue where client feedback on projects and PMDB staff can confidentially be discussed, 3) discuss best practices and lessons learned, and 4) proactively discuss future workload and what counsel/advice PMDB could provide clients in their planning.

In the inaugural meeting, PMDB proposed either a structured, electronic client survey or an annual focus group approach to capturing client feedback. When discussed, the clients unanimously requested that PMDB avoid surveys and focus groups given the complexity and inherent duration of construction projects (multiple years, broken up into phases that involve different teams of DGS staff, etc). The clients requested that the existing monthly meetings and this bi-monthly workgroup be the forum where client feedback is captured and trends/issues collaboratively solutioned.

Given that this workgroup is established and project trends/issues will be discussed at each meeting, PMDB considers this recommendation fully implemented.

California State Auditor's Assessment of Annual Follow-Up Status: Will Not Implement

Although the division's decision to establish bi-monthly work groups of only its major clients may be helpful, this approach does not implement our recommendation that it survey all of its client agencies to inform necessary improvements to its processes and training program. Further, without a survey of all of its client agencies, the division will not implement the portion of our recommendation that, in the interest of transparency, it make the survey results public.

1-Year Agency Response

In consultation with subject matter experts located in DGS' Office of Strategic Planning, Policy & Research, RESD is actively developing and implementing a comprehensive client survey process. Currently, an implementation plan is being developed for the survey (proposed recipients, distribution method and frequency, and report out standards). The results of the survey will be published on DGS' website and applied to training program curriculum.

California State Auditor's Assessment of 1-Year Status: Pending

6-Month Agency Response

In consultation with subject matter experts located in DGS' Office of Strategic Planning, Policy & Research, RESD is actively developing and implementing a comprehensive client survey process. Currently, an implementation plan is being developed for the survey (proposed recipients, distribution method and frequency, and report out standards). The results of the survey will be published on DGS' website and applied to training program curriculum.

California State Auditor's Assessment of 6-Month Status: Pending

60-Day Agency Response

In consultation with subject matter experts located in DGS' Office of Strategic Planning, Policy & Research, RESD will develop and implement a comprehensive client survey process which will routinely survey clients of each of its construction management projects. The planning for this process is in its early stages. The results of the survey will be published on DGS' website and applied to training program curriculum.

California State Auditor's Assessment of 60-Day Status: Pending

All Recommendations in 2015-117

Agency responses received are posted verbatim.