PROPERTY MANAGEMENT "MAINTENANCE MANAGEMENT _ ASTUDY ON THE MANAGEMENT OFINTRODUCTION e It has long been established that the government or administrative centre of any nation bears the responsibility of providing adequate and satisfactory service oriented facilities for its masses. SOO Ae eae Oe MEM LCC et af VO CeCe a RCM am Ty owner of the properties in question or by being the major beneficiary of the functions these properties contribute towards (Nutt and McLennan, 2000).INTRODUCTION Rationally, the government should take the lead in spearheading a major property asset management transformation, from being just a requisite arm of its services into a well defined and effective division of the government (Mahadi, 1998). © The reality however is that this effort has often led to problems of efficacy, due to inadequate information for informed decision making (Singh, 1996).INTRODUCTION © Governments are seemingly willing to spend and invest in the initial provision or development of these public property assets but when it comes to subscribing to a comprehensive property asset management system, the end result is often found wanting. e This disparity in terms of managing public property assets may lie within the objectives and inner workings of the government itself.RESEARCH PREMISE SCORING SESE ISeC mari nUr Malaysian government, this study aims to identify and study the focus of the COS Ue OME Um CWE Lon comprehensive property management practices or simply towards MOAI C IEEE UE EC Uli alone.CONCEPT OF PROPERTY ASSET MANAGEMENT ¢ Definitions of the property management concept clearly exhibit that the dominating concern is the achievement of property objectives through various, inter-connected and synergetic activities congruent to the functional capabilities, physical well-being and value CEU LO CUCM CULE property management does not merely associate itself with the maintenance of buildings and properties alone but rather an all-encompassing envelope that covers every aspect of managing a property, from acquisition to disposition (Jolicoeur and Barret, 2004).ISSUES AND PROBLEMS IN MANAGING PUBLIC ASSETS e Managing property assets should never be seen as an afterthought of the development process, but rather a systematic approach towards a definite objective. Avis (1990) surmises that property management is still the ‘Cinderella’ of organizational management. © Governments mainly view their property assets as a RUE CM ACU MCC CE LC ay responsibilities rather than acknowledging the inherent value of the properties themselves.THE MALAYSIAN SCENARIOSTUDY METHODOLOGY AND APPROACH e A structured questionnaire form was used as the mode and POMC Lem rug itm ° 5 key themes (Process, Organization, Knowledge, Technology, Performance) expounded to 25 statements. SMUT MECH CORT LH © To what extent the respective ministries were involved in the entire PC eens (ae eas © The adequacy of available resources as well as the manner in which these resources were utilized during the execution of the management activities; The current trends in managing public sector properties, either property management based or merely maintenance management oriented.ANALYSIS FINDINGSANALYSIS FINDINGS © General consensus is that currently the practice of public sector property management in Malaysia is one that is more akin to maintenance management; © No one single theme recorded all positive responses; SRE RUM UCRUUUCCOM BUC IEC Rom CaO | TRC RMON TR ante BWC Cr OLE CC ROTOR OMe Mie Ld used towards general property upkeep and not for overall property management.ANALYSIS FINDINGS 42% of the respondents seem to possess adequate exposure to facilities management concept; Only 25% of these ministries have professionally trained key personnel within their organization; ET Mer Reem oC Un CCm e management; Expansion of knowledge in property and facilities management is not a vital concern for most agencies; Readily available hardware to execute management activities; Use of Information Technology is seemingly found wanting.ANALYSIS FINDINGS Most government agencies do not have the chance to share experiences or knowledge with private property management Cita Only 42% are satisfied with the activities undertaken to manage the properties; 67% have users or tenants that are not fully satiated with RU Oy a RUE ea ooo POU es eee CM ar MeO mC these ministries (92%); Only 17% agree there is a direct connection between CE Uae Ce Lee eos Focus is towards core responsibilities but not towards results of property management activities.CONCLUSION © Overall findings illustrate that the approach adopted is more towards reactive property management rather NET creel) cir a © Majority of management areas and activities are still inclined towards operational maintenance activities; Peace MMH UCR ae SOE lee Urea © Shortcomings in the aspects of personnel training, use of Information Technology as well as an avenue for knowledge and technological transfer from outside the government should be addressed and rectified.CONCLUSION ° Suggested corrective and remedial steps: o Establishment of clear and uniform procedures and guidelines for the entire property life cycle; © Strategic property planning incorporated into the inception stage of physical property development; © Ensuring key personnel have the required and relevant Eee OCS UCR Ce UL © Adoption of Corporate Real Estate Management concepts and principles; © Objectively measuring performance in terms of property management activities and incorporating the performance as one of the Key Performance Indicators for COT a