Suchergebnisse

There is a growing recognition of the importance of government-owned capital assets, both conceptually and in practice, in large part due to the 2008 global financial crisis. However, a sizeable gap remains between the academic and professional "universe of knowledge" surrounding government asset management, and the actual asset management practiced by governments. In particular, the majority of governments around the world are wholly uninformed when it comes to good asset management. The purpose of this paper is to reduce this gap and suggest an instrument specifically for local governments, for the evaluation of their asset management, in order to help them to identify the weakest elements of asset management and thus focus limited resources on improving these elements. The instrument consists of essentially a composite image of good asset management practices for three main asset types: buildings, land, and infrastructure. The instrument specifies each asset management practice by its key characteristics and then converts each characteristic into a survey question. Answers are scored and a total score for each asset type is calculated. The assessment instrument can be used by local governments, their advisers, and by researchers interested in comparative analysis of asset management in different jurisdictions or countries.

There is a growing recognition of the importance of government-owned capital assets, both conceptually and in practice, in large part due to the 2008 global financial crisis. However, a sizeable gap remains between the academic and professional "universe of knowledge" surrounding government asset management, and the actual asset management practiced by governments. In particular, the majority of governments around the world are wholly uninformed when it comes to good asset management. The purpose of this paper is to reduce this gap and suggest an instrument specifically for local governments, for the evaluation of their asset management, in order to help them to identify the weakest elements of asset management and thus focus limited resources on improving these elements. The instrument consists of essentially a composite image of good asset management practices for three main asset types: buildings, land, and infrastructure. The instrument specifies each asset management practice by its key characteristics and then converts each characteristic into a survey question. Answers are scored and a total score for each asset type is calculated. The assessment instrument can be used by local governments, their advisers, and by researchers interested in comparative analysis of asset management in different jurisdictions or countries.

The Urban Institute (UI) worked with five cities in post‐Soviet Kyrgyzstan to apply better management practices through the development of Strategic Land Management Plans. Kyrgyzstan transferred property to local governments, but municipal land management had remained poor owing to a proliferation of responsible agencies, lack of rule of law, corruption, and passiveness on the part of local governments. UI worked with local governments to make an inventory of municipal land, publicize the results, and develop a strategy that articulated principles for land management and an implementation plan. This led to several improvements including proper registration of parcels and proactive policies to lease and sell land through open competition. It also established a model for determining public policy that countered corruption and public deliberation of costs and benefits in the use of local assets. Donor involvement to promote good land legislation, the property registration system, and decentralization was also critical to success. Santrauka Urbanistikos institutas bendradarbiavo su penkiais posovietinės Kirgizijos miestais, kad, plėtodamas strateginėsžemėtvarkos planus, įvestų geresnę vadybos praktiką. Kirgizijoje nuosavybė perduota vietos valdžiai,tačiau žemėtvarkos būklė savivaldybėse išliko vargana dėl atsakingų tarnybų gausos, įstatymų trūkumo,korupcijos ir vietos valdžios pasyvumo. Urbanistikos institutas bendradarbiavo su vietos valdžia, siekdamasinventorizuoti savivaldybių žemę, paskelbti rezultatus ir sukurti strategiją, pabrėžiančią žemėtvarkos principusir įgyvendinimo planą. Tai leido kai ką patobulinti, įskaitant deramą sklypų registravimą ir aktyviąžemės nuomos bei pardavimo per atvirus konkursus politiką. Be to, sudarytas modelis, nustatantis viešąjąpolitiką, kovojančią su korupcija, ir viešus sąnaudų ir naudos svarstymus naudojant vietinį turtą. Prie gerųžemės įstatymų, nuosavybės registravimo sistemos ir decentralizacijos sėkmingo propagavimo daug prisidėjo ir rėmėjai. First published online:18 Oct 2010

AbstractAs a result of government decentralization and property devolution from central to local governments, many city governments in transition countries became the largest real property owners in urban areas. For transitional countries lacking sufficient democratic traditions, efficient asset management represents a dramatic and multifaceted challenge. Kyrgyzstan happened to be among the first transitional countries where cities obtained systematic technical assistance in adapting the most advanced methodology of municipal asset management, which was recently developed under the auspices of the World Bank. Based on experience of work within five pilot cities, the article summarizes factors and methods that help develop a sense of strong ownership and internalization of new asset management vision and approaches among local officials and elected members of city councils. The article presents the experience of how the government of Uzgen, a city of about 40,000 people in South Kyrgyzstan, has changed its attitudes and approach regarding management of municipal property. The article demonstrates how two key processes—improving professional aspects of municipal asset management and developing local democracy though public involvement—have been reinforced by each other. One of the main lessons from Uzgen's experience is that municipal property asset management—because it deals with tangible issues—is a perfect focal point for developing local democracy and communication between a local population and its government. Copyright © 2001 John Wiley & Sons, Ltd.

Introduction / Olga Kaganova, James McKellar, and George Peterson -- Federal asset management in Australia / Francis Conway -- The management framework for real property-government of Canada / James McKellar -- New Zealand : state real property asset management / Peter Dow ... [et al.] -- State real property asset management in France / Bernard Bizet -- A "composite image" of central government asset management reforms / Francis Conway, Olga Kaganova, and James McKellar -- Governments as balance sheet entities / George Peterson -- U.S. cities : an entrepreneurial approach to municipal real estate asset management / John Hentschel and Marilee Utter -- Real property management in the Swiss communes / Bernard Dafflon -- Public real estate management in Germany : an empirical study / Karl-Werner Schulte and Christian Ecke -- A need for guidance in countries with emerging markets / Olga Kaganova -- Implementing municipal asset management reform in countries with emerging markets : lessons learned / Olga Kaganova and Charles Undeland -- Information systems on public property : Canada and beyond / Alan Jowett -- Alternative delivery models : the special purpose corporation in Canada / James McKellar -- Current generation of property-related public-private partnerships / Olga Kaganova and Sarah Polen -- Conclusion: Sharing experiences-what we do and do not know / Olga Kaganova and James McKellar

The guidebook consists of five chapters. Chapter one overviews the CIP process and the challenges of that process in UB, including how the CIP process is linked with other areas of government activities such as long-term planning, asset management, and financial planning and budgeting. Chapter two considers more specifically how urban planning, strategic planning, and asset management serve (or should serve) as the foundation of potential capital investment projects. Chapter three presents a step-by-step outline of the CIP process in UB, along with suggestions for new approaches and strategies that could be added based on international good practices. Chapter four discusses some issues associated with implementing and monitoring investment projects. These chapters are designed to provide practical advice on how the CIP process in UB can be improved. Chapter five presents recommendations for next steps in the city's journey towards more efficient and sustainable capital investment. It considers both short and medium-term improvements and strategic directions.

Chinese municipalities have developed a large stock of capital assets during a period of rapid growth and urbanization, but have yet to modernize asset management practices. Cities face challenges such as premature decline of fixed assets and spiking liabilities related to operating and maintaining assets. This paper evaluates the asset management practices in three selected small cities and towns in China, using a benchmarking assessment tool followed by an in-depth field assessment. The paper finds that overall performance is below half the international benchmark for good practice in all three cities. Management practices are considerably more advanced for land than for buildings and infrastructure. Key deficiencies in data availability and reporting, governance, capacity, and financial management indicate increased risks for local government finance and the delivery of public services. For small cities and towns where public revenues are often uncertain and limited, urban public services will be at risk of deterioration unless good asset management practices are put in place. The paper recommends strategic actions for upper and lower levels of government, to advance local asset management practices and facilitate the reform agenda.