外文翻译---新加坡住宅区物业管理体系的选择

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1、中文3160字，2284单词本科毕业设计（论文）  外   文   翻   译  原文：  Choice of property management system for residential strata developments in Singapore Case study of two residential strata developments     This section presents a case study of two residential strata developments

2、in Singapore referred to here as “Strata Development A” and “Strata Development B”. The case study provides insights into the two developments choice of property management system and its implications.     Based on interviews with the property manager and Managing Agent of the two developm

3、ents, the different property management systems are examined to establish how appropriate and suitable they are for each strata development. These provide valuable lessons for other residential strata developments on the implications of each property management system. Choice of residential strata d

4、evelopments for case study     The two developments were selected for the case study based on the following criteria:     Location: The two strat developments are located in close proximity to each other in a prime residential area in Singapore. As such, they share similar locati

5、onal attributes like distance to amenities and access to public transport.     Age: The construction of the two strata developments were completed around the same time, Strata Development A in 1977 and Strata Development B in 1979. The implication of the age of the strata developments is t

6、hat it provides a good comparison with regard to the physical deterioration and the extent of upkeep and maintenance required for both of the strata developments.     Tenure: The two strata developments share similar tenures both hold 999-year leasehold titles.     Different mana

7、gement systems: Strata Development A has always employed an in-house management team for their strata development while Strata Development B has always employed a Managing Agent to manage their strata development.   2     Data availability: The Chairs of the Management Councils, as we

8、ll as both the property manager and Managing Agent of both strata developments were responsive and forthcoming with regards to the information required for this study. Strata development A     Strata Development A is a residential strata development within a prime residential area. The dev

9、elopment consists of 470 units, which include 38 townhouses and six shop houses, with the rest of the units built into five high-rise tower blocks. The tenure of the property is 999 years leasehold. Since the development was completed in 1977, it has employed an in-house management team to oversee i

10、ts property and facility management needs.     There was just one time a relatively brief period of about six months when a Managing Agent was engaged as a consultant: this was when the strata development was seeking a new property manager. Even then, the Managing Agent was never involved

11、in the line of authority of the Management Council or of the in-house management team. Rather, the role of the appointed Managing Agent was merely to act as a consultant on any issues the Management Council or property manager may have encountered in the management of the strata development during t

12、he interim.     The in-house management team for Strata Development A comprises of 28 staff members. The property manager acknowledges that it is rare for a residential strata development in Singapore to employ an in-house management team of this size. The property manager heads the team,

13、all of whom are under the direct payroll of the developments Management Corporation (Figure 3).     The property manager, who holds a Polytechnic Diploma in Property Management, is assisted by a property officer, a chief security officer, an administrative officer and two accounts officers

14、. In addition, the property officer leads a team of six maintenance staff that take care of the daily physical maintenance of the strata development, including the periodic servicing of the strata developments water tanks and pumps, and replacement and repair of any faulty electrical devices. The ch

15、ief security officer leads a team of sixteen security guards, whose job includes the manning of the developments three entry-exit points, and the patrolling of the strata development to ensure the safety of the residents in the strata development. The only aspect of the running of the strata develop

16、ment which is not handled by the in-house management team is cleaning and waste disposal, which is sub-contracted to an external cleaning   3 company.     By having the entire team under the direct employment of the Management Corporation, the issue of command and control is more effi

17、cacious as when compared to the situation if the strata development was run by a Managing Agent. By having all the staff report to him, the property manager has a better grasp of the day-to-day happenings in the strata development. With this overview, he is able to respond more quickly to situations

18、 or emergencies that arise.     The property manager also pointed out that in his experience at the development,beyond the physical aspects of running an in-house management team； he has found that the staff in the team demonstrate a high degree of commitment and loyalty to their employer.

19、 This may be contrasted with a strata development managed by a Managing Agent, where the staff are employed by the Managing Agents firm and typically rotated between developments. In such a case, it is more likely that their commitment is directed towards their employer (the Managing Agents firm), r

20、ather than to the Management Councils that they are assigned to work with, which may in turn change from time to time.     The study of Strata Development A also reveals that the employment of an in-house management team not only allows, but requires the Management Council to assume greate

21、r power and control over how the strata development is run, than if it were handled by a Managing Agent. Such control can translate into better management of both the daily activities of the running of the strata development, as well as the formulation and continued implementation of long-term goals

22、 and strategies of the Management Council. However, it must be emphasized that the success of such a system is largely dependant on a committed and competent Management Council holding office. The Council would have to be comprised of dedicated volunteer members prepared to oversee the in-house mana

23、gement team, together with their property manager at the helm. Based on the study of Strata Development As Management Council, it is noted that such a Management Council mainly comprises retirees, often with knowledge and experience in real estate matters, and who are willing to undertake the supervision of their in-house team in order to meet their own expectations. It appears that even the age profile, educational background and employment status of the subsidiary proprietors become relevant to the issue. The main objective of such a Management Council seems to be to retain