外文翻译新加坡住宅区物业管理体系的选择.docx
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外文翻译新加坡住宅区物业管理体系的选择.docx
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外文翻译新加坡住宅区物业管理体系的选择
中文3145字
本科毕业设计(论文)
外文翻译
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
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