| Summary, etc. |
The Power Sector Assets and Liabilities Management (PSALM) Corporation was created by virtue of Republic Act (RA) No. 9136, the Electric Power Industry Reform Act (EPIRA), to manage the orderly sale, disposition, and privatization of the generation assets, real estate and other disposable properties, and independent power producer (IPP) contracts of the National Power Corporation (NPC). The objectives are to liquidate all financial obligations and stranded contract costs of NPC in an optimal manner, and to broaden the ownership base to promote competition and efficiency in the power industry. The Corporation is committed to effectively manage and dispose of its real estate assets in accordance with its mandates and goals. In pursuit of its core business, PSALM needs to efficiently and effectively manage its real estate assets which also deems it is more expedient to achieve its corporate targets by developing an implementing instrument that will contain guidelines, processes, and procedures for the management of its real estate assets. This instrument will help raise revenue to increase funds for PSALM's liability management program pending the disposal of its real estate properties. It was timely that his Public Management Development Program (PMDP) Scholar was required to submit and implement a Reentry Project (ReP), an integrating activity wherein this Scholar would draw from her experiences and her knowledge in tackling the various course and activities in the PMDP curriculum to address agency or customer-specific concerns and opportunities. The ReP was also the final requirement for the completion of the PMDP, thus a strong support system was instituted towards its completion. This consisted of the following: a) Faculty adviser, b) Institutional partner, and c) Program representative. The Manual is a collaborative undertaking of the Office of the President and Chief Executive Officer (OPCEO), the Asset Management Group (AMG), the Office of the General Counsel (OGC), the Office of the Corporate Social Responsibility, and the PSALM departments such as Human Resource, Administration and General Services Department, Information Systems and Technology Department, Budget and Property Monitoring Department, Corporate Planning Department (CorPlan), Controllership Department, and Treasury Department. It is being done in consultation and benchmarking with various government agencies and financial institutions, energy agencies, and private power companies. The implementation of the ReP is guided by specific and long-term objectives, identified components, intended outputs, and its benefits to the Corporation. To effectively execute its implementation, this Project has a distinct management plan that includes communication management, cost management, human resource, and time and risk management. A detailed presentation of the actual implementation and its results are described in Chapter 4. The chapter also explains that facilitative factors that contributed to its successful implementation, the limiting factors encountered, and the manner by which this Scholar, as Project Manager, addressed the challenges. Also presented are the lessons learned from various benchmarking and consultation workshops, interviews, focus group discussions, and a series of meetings and workshops with the Project Team and the stakeholders. Experiences gained from the formulation of the guidelines, process and procedures helped address the challenges in sound management to effectively comply with PSALM's corporate mandates. From the lessons learned and the challenges encountered during the ReP implementation, this Scholar, as project manager, disclosed her aspirations that she translated into a personal development plan to further strengthen her skills and technical knowledge in project management. This ReP acknowledges that the management and disposal of real estate assets can be achieved by ensuring the appropriate organizational setup, the continuous capacity building for human resources, the establishment of innovative and efficient systems and business processes, and the maintenance of a strategic and collaborative partnership with stakeholders. Finally, it is reassuring to note that the Project's specific objective to develop a draft manual for the management and disposal of PSALM's real estate assets gained management's approval, with the President and CEO issuing instructions to "consider both the existing and the proposed Table of Organization for the synchronization of functions," and stating that "the Manual, as the main output of the ReP, will be a great contribution to PSALM management." |