外文翻译新加坡住宅区物业管理体系的选择Word文档下载推荐.docx

外文翻译新加坡住宅区物业管理体系的选择Word文档下载推荐.docx

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原文：

ChoiceofpropertymanagementsystemforresidentialstratadevelopmentsinSingapore

Casestudyoftworesidentialstratadevelopments

ThissectionpresentsacasestudyoftworesidentialstratadevelopmentsinSingapore–referredtohereas“StrataDevelopmentA”and“StrataDevelopmentB”.Thecasestudyprovidesinsightsintothetwodevelopments’choiceofpropertymanagementsystemanditsimplications.

BasedoninterviewswiththepropertymanagerandManagingAgentofthetwodevelopments,thedifferentpropertymanagementsystemsareexaminedtoestablishhowappropriateandsuitabletheyareforeachstratadevelopment.Theseprovidevaluablelessonsforotherresidentialstratadevelopmentsontheimplicationsofeachpropertymanagementsystem.

Choiceofresidentialstratadevelopmentsforcasestudy

Thetwodevelopmentswereselectedforthecasestudybasedonthefollowingcriteria:

•Location:

ThetwostratdevelopmentsarelocatedincloseproximitytoeachotherinaprimeresidentialareainSingapore.Assuch,theysharesimilarlocationalattributeslikedistancetoamenitiesandaccesstopublictransport.

•Age:

Theconstructionofthetwostratadevelopmentswerecompletedaroundthesametime,StrataDevelopmentAin1977andStrataDevelopmentBin1979.Theimplicationoftheageofthestratadevelopmentsisthatitprovidesagoodcomparisonwithregardtothephysicaldeteriorationandtheextentofupkeepandmaintenancerequiredforbothofthestratadevelopments.

•Tenure:

Thetwostratadevelopmentssharesimilartenures–bothhold999-year

leaseholdtitles.

•Differentmanagementsystems:

StrataDevelopmentAhasalwaysemployedanin-housemanagementteamfortheirstratadevelopmentwhileStrataDevelopmentBhasalwaysemployedaManagingAgenttomanagetheirstratadevelopment.

•Dataavailability:

TheChairsoftheManagementCouncils,aswellasboththepropertymanagerandManagingAgentofbothstratadevelopmentswereresponsiveandforthcomingwithregardstotheinformationrequiredforthisstudy.

StratadevelopmentA

StrataDevelopmentAisaresidentialstratadevelopmentwithinaprimeresidentialarea.Thedevelopmentconsistsof470units,whichinclude38townhousesandsixshophouses,withtherestoftheunitsbuiltintofivehigh-risetowerblocks.Thetenureofthepropertyis999yearsleasehold.Sincethedevelopmentwascompletedin1977,ithasemployedanin-housemanagementteamtooverseeitspropertyandfacilitymanagementneeds.

Therewasjustonetime–arelativelybriefperiodofaboutsixmonths–whenaManagingAgentwasengagedasaconsultant:

thiswaswhenthestratadevelopmentwasseekinganewpropertymanager.Eventhen,theManagingAgentwasneverinvolvedinthelineofauthorityoftheManagementCouncilorofthein-housemanagementteam.Rather,theroleoftheappointedManagingAgentwasmerelytoactasaconsultantonanyissuestheManagementCouncilorpropertymanagermayhaveencounteredinthemanagementofthestratadevelopmentduringtheinterim.

Thein-housemanagementteamforStrataDevelopmentAcomprisesof28staffmembers.ThepropertymanageracknowledgesthatitisrareforaresidentialstratadevelopmentinSingaporetoemployanin-housemanagementteamofthissize.Thepropertymanagerheadstheteam,allofwhomareunderthedirectpayrollofthedevelopment’sManagementCorporation（Figure3）.

Thepropertymanager,whoholdsaPolytechnicDiplomainPropertyManagement,isassistedbyapropertyofficer,achiefsecurityofficer,anadministrativeofficerandtwoaccountsofficers.Inaddition,thepropertyofficerleadsateamofsixmaintenancestaffthattakecareofthedailyphysicalmaintenanceofthestratadevelopment,including

theperiodicservicingofthestratadevelopment’swatertanksandpumps,andreplacementandrepairofanyfaultyelectricaldevices.Thechiefsecurityofficerleadsateamofsixteensecurityguards,whosejobincludesthemanningofthedevelopment’sthreeentry-exitpoints,andthepatrollingofthestratadevelopmenttoensurethesafetyoftheresidentsinthestratadevelopment.Theonlyaspectoftherunningofthestratadevelopmentwhichisnothandledbythein-housemanagementteamiscleaningandwastedisposal,whichissub-contractedtoanexternalcleaningcompany.

ByhavingtheentireteamunderthedirectemploymentoftheManagementCorporation,theissueofcommandandcontrolismoreefficaciousaswhencomparedtothesituationifthestratadevelopmentwasrunbyaManagingAgent.Byhavingallthestaffreporttohim,thepropertymanagerhasabettergraspoftheday-to-dayhappeningsinthestratadevelopment.Withthisoverview,heisabletorespondmorequicklytosituationsoremergenciesthatarise.

Thepropertymanageralsopointedoutthatinhisexperienceatthedevelopment,beyondthephysicalaspectsofrunninganin-housemanagementteam;

hehasfoundthatthestaffintheteamdemonstrateahighdegreeofcommitmentandloyaltytotheiremployer.ThismaybecontrastedwithastratadevelopmentmanagedbyaManagingAgent,wherethestaffareemployedbytheManagingAgent’sfirmandtypically

rotatedbetweendevelopments.Insuchacase,itismorelikelythattheircommitmentisdirectedtowardstheiremployer（theManagingAgent’sfirm）,ratherthantotheManagementCouncilsthattheyareassignedtoworkwith,whichmayinturnchangefromtimetotime.

ThestudyofStrataDevelopmentAalsorevealsthattheemploymentofanin-housemanagementteamnotonlyallows,butrequirestheManagementCounciltoassumegreaterpowerandcontroloverhowthestratadevelopmentisrun,thanifitwerehandledbyaManagingAgent.Suchcontrolcantranslateintobettermanagementofboththedailyactivitiesoftherunningofthestratadevelopment,aswellastheformulationandcontinuedimplementationoflong-termgoalsandstrategiesoftheManagementCouncil.However,itmustbeemphasizedthatthesuccessofsuchasystemislargelydependantonacommittedandcompetentManagementCouncilholdingoffice.TheCouncilwouldhavetobecomprisedofdedicatedvolunteermemberspreparedtooverseethein-housemanagementteam,togetherwiththeirpropertymanageratthehelm.BasedonthestudyofStrataDevelopmentA’sManagementCouncil,itisnotedthatsuchaManagementCouncilmainlycomprisesretirees,oftenwithknowledgeandexperienceinrealestatematters,andwhoarewillingtoundertakethesupervisionoftheirin-houseteaminordertomeettheirownexpectations.Itappearsthateventheageprofile,educationalbackgroundandemploymentstatusofthesubsidiaryproprietorsbecomerelevanttotheissue.ThemainobjectiveofsuchaManagementCouncilseemstobetoretaincontroloverpracticallyallaspectsoftherunningandoperationsoftheplace;

CouncilmembersalsosharetheviewthatthiswillbedilutediftheyemployaManagingAgent.AstheManagementCounciliselectedbytheSubsidiaryProprietorsatGeneralMeeting,itisimpliedthatthemajorityofSubsidiaryProprietorsareinfavourofsuchamodeofManagement.

StratadevelopmentB

StrataDevelopmentBisaresidentialstratadevelopmentalsosituatedwithinthesameprimeresidentialarea.LikeStrataDevelopmentA,thepropertyhasa999-yearleaseholdtitle.Itcomprises623units,intwoeight-storey-highblocksofterraces,three

14-storeyslabblocksandtwo16-storeypointblock.Sinceitscompletionandoccupationin1979,thedevelopmenthascontinuedtoengagethesameManagingAgentfirmforitspropertyandfacilitymanagementneeds.Thisseemstocontradicttheearlierdiscussionaboveonthepossiblelackofcontinuity（asoneofthedisadvantages）whenemployingaManagingAgent.

ItwillberecalledthattheinitialdurationofaManagingAgent’sappointmentundersection66oftheBMSMAisonlyamaximumofthreeyears.AchangeofManagingAgentcanleadtodisruptionintherunningofthedevelopment.However,thecaseofStrataDevelopmentBprovesthatcontinuityisnotabenefitreservedjustforin-housemanagementteams–thedevelopmenthasretainedtheservicesofthesameManagingAgentfirmsinceitsinceptionin1979.

DespitetheturnoverofmembersofeachnewManagementCouncil,theManagingAgentinStrataDevelopmentBhasactedastheconstantandplaysaregulatoryroleintheequation.ThishasprovenbeneficialtothestratadevelopmentastheManagingAgentcanadvisetheincomingManagementCouncilonanypendingissues,aswellascontinuewithitslong-termplanandstrategiesforthedevelopment.

ThevalueofaManagingAgent’sfirm’sresources（discussedearlier）wasparticularlyevidentinthecaseofStrataDevelopmentBin2004,whenthepropertyofficerofthedevelopmenttenderedhisresignationtotheManagingAgent’sfirm.Withintheshortperiodofamonth,areplacementpropertyofficerhadtobeappointed,andasmoothhandingoverofdutiesforthenewpropertyofficerfromhispredecessorhadtobeensured.Whilethismighthavebeenamoredifficulttaskifthedevelopmentwasmanagedbyanin-housemanagementteam,theresourcesoftheManagingAgent’sfirmallowedaswiftreplacementthroughtheirexistingpooloftrainedstaff.Thefirm’spolicyofregularlyrecruitingandtrainingnewstaffensuredthatthereplacementofthepropertyofficerforthedevelopmentdidnotescalateintoaseriousproblemandcreatemanagerialandoperationalproblemsforthedevelopmentduringthetransitionstage.

ThemainreasonscitedbyStrataDevelopmentB’sManagementCouncilastowhyithasalwaysengagedaManagingAgentaretheexperienceandprofessionalismoftheirappointedManagingAgent.T