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Viewing cable 07MANILA1166, 2007 GSO of the Year Award Nomination

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Reference ID Created Released Classification Origin
07MANILA1166 2007-04-13 07:47 2011-08-26 00:00 UNCLASSIFIED Embassy Manila
VZCZCXYZ0009
OO RUEHWEB

DE RUEHML #1166 1030747
ZNR UUUUU ZZH
O 130747Z APR 07
FM AMEMBASSY MANILA
TO SECSTATE WASHDC IMMEDIATE 6053
UNCLAS MANILA 001166 
 
SIPDIS 
 
SIPDIS 
For A/LM DAS Moser from Ambassador Kenney 
 
E.O. 12958: N/A 
TAGS: AMGT APER RP
SUBJECT: 2007 GSO of the Year Award Nomination 
 
REF: State 24881 
 
1. Summary. I am proud to nominate the entire General Services 
Section of Mission Manila for the honor of the 2007 GSO of the Year 
Award.  They have reached remarkably high levels of achievement and 
customer satisfaction in a year marked by typhoons, budget 
reductions, and an OIG inspection. End Summary 
 
2. Working through typhoons, designing process improvements, using 
the internet to promote open competition, adopting Department 
initiatives, saving money, and empowering its locally-employed 
staff, GSO Manila is on a quest to excel by improving customer 
service and changing the way they do business. 
 
3. The GSO team vividly demonstrated its commitment to customers and 
the U.S. Mission in the Philippines on Thursday, September 28, 2006 
when a major typhoon hit Manila at 11 0'clock in the morning. 
Although the typhoon closed the Embassy, most GSO employees reported 
to work.  The Contracting and Procurement Unit put aside their own 
family and personal concerns to ensure that all end of fiscal year 
actions were completed, working 24 hours straight as the typhoon 
swirled outside.  The warehouse and motor pool teams arrived to 
secure facilities and, when safe, run messages of assistance to 
families in need despite downed power lines, blocked streets, and 
winds upward to 100 miles per hour.  The maintenance team worked 
through driving rain and high winds, putting their own safety aside 
during the height of the storm to cut down branches and secure 
equipment that had fallen on Mission grounds and which could have 
been turned into life-threatening flying objects.  In the aftermath 
of the storm, GSO provided temporary lodging as well as laundry and 
refrigerator/freezer stations for Mission families who were without 
electricity for almost one week; while LES received excess building 
materials to repair their damaged homes, potable water; and access 
to our laundry and refrigeration banks. 
 
4. Forever working to improve, Manila's Property and Supply Unit 
(P&S) applied process mapping to streamline most of its processes. 
Working with finance and procurement colleagues, senior LES in P&S 
re-engineered Post's outsourced warehouse delivery service request 
process by applying bulk funding to contract instruments and 
reducing order-driven paperwork by a staggering 60% and employee 
overtime by 10 hours per pay period.  The same formula was used to 
improve the process for receiving maintenance and vehicle repair 
parts. 
 
5. The Contracting and Procurement unit (C&P) designed and 
implemented an external website to allow contractors to register 
their services, access solicitations, and submit bids.  The expected 
results include savings of 4000 man hours, $6,000 in advertisement 
costs, and huge reductions in photocopying and paper needs. 
 
6. Supporting Department management improvement initiatives, Manila 
is also a leader in competitive sourcing, with over 100 full-time 
positions occupied by contract workers, and C&P is working on a full 
competitive sourcing analysis of eight additional cost centers.  As 
Post prepares for new construction and the co-location of USAID 
service providers on Embassy grounds, GSO is already planning with 
USAID on how best to share motor pool and warehouse services. 
 
7. Additionally, as part of Manila's effort to enhance its new 
Professional Development Center to facilitate training at Post and 
in the region, GSO's Visitors Section has negotiated a 37% reduction 
in hotel rates for FSI-sponsored and other training hosted in 
Manila. 
 
8. The most impressive feature of GSO's strong performance is that 
it is planned and implemented by LES.  It was local staff who made 
the ministry contacts and negotiated a  significant reduction for 
the in-processing time for military personnel shipments.  Throughout 
GSO, LES have embraced the opportunity to improve their jobs and 
their service.  At a recent presentation to the entire Management 
Section staff, over 10 LES made presentations on work improvement 
initiatives while the annual C&P Customer Outreach Workshop included 
presentations by every member of the unit. 
 
9. I recognize that a nomination for an entire GSO is unique.  Yet, 
it makes sense.  Manila GSO is a team and each GSO initiative has 
been accomplished with the support of colleagues while generating 
critical financial savings and other economies.   GSO Manila 
represents the work of over 300 people including full-time 
contractors.  Together, they have established the General Services 
Office's reputation as a leader in process improvement and customer 
service. 
 
Kenney