PUBLIC SECTOR PROPERTY ASSET MANAGEMENT Policy, strategy and implementation: discontinuity of interest at the operational level − Case study of Budapest" PAL BAROSS FRICS Assistant to the Deputy Mayor for Municipal Finance and Assets BUDAPEST MUNICIPALITY
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PUBLIC SECTOR PROPERTY ASSET MANAGEMENT Policy, strategy and implementation: discontinuity of interest at the operational level − Case study of Budapest"
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PUBLIC SECTOR PROPERTY ASSET MANAGEMENT
Policy, strategy and implementation: discontinuity of interest at the operational
level − Case study of Budapest"
PAL BAROSS FRICSAssistant to the Deputy Mayor for
Municipal Finance and Assets BUDAPEST MUNICIPALITY
The „British experience”
THE POLICY PROPOSITION
MAGNITUDE OF ALLOCATION TO FUNCTIONS
MY „PAST” AS A DEVELOPER
MY OFFICE PROJECT
OFFICE ENVIRONMENT
MY „PRESENT” AS A PUBLIC EMPLOYEE
“all and all it is just another brick in the wall...” Pink Floyd
WHAT BUDAPEST CITY OWNS – AND WHY?
1. Land and buildings used to deliver a direct service to the public – for example, schools, health centers, elderly persons’ homes, residential units, public parks, cemeteries, …..
2. Those that support service delivery in some way – most notably the town hall and other local administrative offices, vehicle depots…...
3. ‘Non-operational’ property – that is, property which is not used for, or in support of, mainstream service delivery. This includes commercial and industrial property and surplus property awaiting sale
4. Infrastructure companies….. and their property assets
WHAT DO WE OWN?• In terms of property types? (schools, libraries,
swimming pools, community halls, leisure centers, office space, industrial space, flats, theatres, movie halls, hospitals, health centers …) NO IDEA
• In terms of values (price, operating costs, efficiency of use, environmental footprint..) NO IDEA
• In terms of legal structure of holding (freehold, condominium, contested ownership, rent…) NO IDEA
• In terms of budget allocation within the overal municipal budget what realistic savings to be achieved from rationalization, disposal or redevelopment. NO IDEA
WHO MANAGES IT?
• There is a fragmented management structure of companies, agencies, committees, institutions, departments with un-transparent budgets, non-existent benchmarks, ad-hock decisions about use, disposal or refurbishment.
WE HAVE NO IDEA HOW MUCH RESOURCES ARE TIED UP IN THE BUDAPEST MUNICIPAL PROPERTY PORTFOLIO
OUR APPROACH
PRIORITIES:1. CREATE A MANAGEMENT INFORMATION CENTERD
PROPERTY INFORMATION SYSTEM (CADASTER)2. USE PROPERTY AS A SUPPORT FOR SERVICE DELIVERY3. CONSOLIDATE PROPERTY MANAGEMENT FUNCTION
IN A SINGLE ORGANISATION4. ALL FUTURE RUNNING, MAINTENANCE,
REFURBISHMENT OR DEVELOPMENT DECISIONS WILL BE BENCHMATKED AGAINST „ECOLOGICAL FOOTPRINT”
Dr. Gabor Bagdy MRICS, Deputy Mayor for Budget and Assets, Budapest
OUR BUSINESS DISCILPINE
Asset management includes strategic considerations as well as a range of property services.
STRATEGIC ISSUES•ACCOMODATION REVIEW AND SPACE MANAGEMENT•PROPERTY INFORMATION•BUDGET MANAGEMENT•ENERGY MANAGEMENT