CADA:  An Opportunity to Advance and Protect the State's Investment (Report #149, January 1999)

California's Real Property Management: A Cornerstone for Structural Reform (Report #137, December 1995)    WP 6.1

Over the last decade, the Little Hoover Commission has advocated repeatedly that the State reform its management of real property. Sincere efforts have been made to make the current system function better, but those attempts have failed. Given the State's perennial fiscal woes, the government must seize ways to save money and generate revenue through the management of its real property. The evolution of public organizations, the marketplace and technology, compels the State to systematically change how real property is provided by internal bureaucracies, accounted for in budgets and used by individual departments. This Commission report makes three findings and three recommendations, and provides short-term and long-term measures that can be taken.

Squeezing Revenues Out of Existing State Assets (Report #116, June 1992)   WP 6.1

For the past seven years, the Commission has analyzed and suggested improvements in the system the State uses to manage real property. To date, few steps have been taken. The Commission produced this issue paper based on its past reports and a June 1992 public hearing. Three recommendations include giving the Department of General Services the necessary authority to dispose of surplus state lands, negotiate lease-purchase agreements and negotiate long-term leases.

Real Property Management in California: Moving Beyond The Role of Caretaker (Report #105, October 1990)

California is failing to manage its property effectively because of inadequate procedures and organizational structures, resulting in a failure to maximize real property assets. This report contains four findings and 17 recommendations, including that the current Public Works Board should be recast to make it the central administrative structure for the State's real property management. In addition, the Commission recommends that the Board's responsibilities include long-range planning, appraisal, acquisition, financing, disposal of property and joint development with public or private agencies.

Review of the State Controller's Office Move to the Capitol Bank of Commerce Building (Report #76, December 1986)

This letter report presents background information on the rationale for the State Controller's Office move to the Capitol Bank of Commerce Building and an analysis of the cost impact. The Commission makes three recommendations to help ensure that the State precludes similar instances from occurring in the future and to improve the State's management of its real property assets by creating a State Office of Assets Management.

California State Government's Management of Real Property (Report #70, March 1986)

Despite the State's long experience as a major property holder and user, there are serious problems in the manner in which the State of California buys, leases and manages real property. This report concludes that the State's property management system is not strategic, is not systematic, and lacks performance incentives. This study contains 12 findings and nine recommendations. These recommendations include authorizing a pro-active assets management pilot program; adopting an organizational structure for State property management; developing a comprehensive inventory system; and awarding performance incentives to both departments and individual property managers to achieve increased revenues.