How to do a good job in enterprise property management service investigation report

First, the status quo of property management services.

During the investigation, the research team carefully visited a number of property service enterprises such as xx Residential Property Management Service Center, Hengde Property, Xindi Property and New Century Property, and went deep into the owners' homes to learn about the specific situation. On March 25th, a symposium was held, presided over by the director of the District Housing and Construction Bureau, and attended by some urban people's congress deputies, CPPCC members, heads of relevant departments of the Municipal Housing and Construction Bureau system, heads of neighborhood offices, community neighborhood committees, representatives of property service enterprises and owners. At the forum, all parties discussed the present situation, existing problems and solutions of property management services.

(a) the status quo of property management institutions. Xx District 2065438+April 2003 65438+July 2003, the property management service center in xx District of xx City was established, and 1 metre leaders were approved. The main responsibilities of the property management center are: to implement the policies, regulations and relevant provisions of property management; Responsible for carrying out the assessment of property management standards and project Excellence activities in the whole region; Responsible for guiding the establishment and filing of owners' congress and owners' committee; Responsible for the collection and supervision of the use of special housing maintenance funds; Responsible for the training of property management practitioners; Responsible for coordinating and handling property management contradictions and disputes. In practical work, the collection and supervision of residential special maintenance funds and the training of property management practitioners are the responsibility of the relevant functional departments of the Municipal Real Estate Administration. At the same time, due to various reasons, the property management service center is still directly responsible for the collection of water, electricity, heating and other expenses of 47 residential buildings and the maintenance of the secondary pipe network.

(B) the status quo of property services companies. There are 46 property service enterprises in the urban area of xx District, of which 1 has obtained the second-class qualification of the property enterprise qualification certificate; 34 people with three-level qualifications; Eight are tentatively classified as Grade III, and three are applying for qualification. * * * 23 property service projects/kloc-0, with a service area of 8.008 million square meters, including 69 residential buildings with a service area of 6.8042 million square meters; The property in the custody office area is 445,600 square meters; Custody business circle property service of 326,300 square meters; Other property service projects are entrusted with 43 1.900 m2. There are 10 owners' committees in residential areas where property management is implemented, accounting for 14.49% of the proportion of residential areas. Property service employees 1500. Among them, there are 284 enterprise managers, including 2 14 with certificates, and 20 have obtained the national professional qualification certificate of property manager.

(III) Current situation of the property management market.

After continuous standardization and improvement in recent years, the property management market in xx District has gradually matured. The scale of the property management market is constantly expanding, and all kinds of high-tech talents are gradually moving towards the property management market. Some property companies began to explore diversified development channels. Some old management models need further improvement.

1. Early property management accounts for a large proportion, accounting for more than 90% of the property management service market. Most of the pre-property management service enterprises are headed by former employees or relatives of the construction unit. In actual management and operation, the main operating expenses are subsidized by the construction unit.

2. The operating conditions of property service enterprises are not optimistic. Among the enterprises surveyed, only five are operating normally, and the rest are loss-making enterprises.

3. The proportion of "specialized", "refined" and "strong" property enterprises in the market is small, while "miscellaneous", "chaotic" and "poor" property enterprises occupy the dominant position in the market, and the overall property service market is in a disorderly state. There are only less than 20% professional, capable and powerful enterprises in the property service market, and more property companies only passively charge water, electricity, heating and other fees, which is a kind of "miscellaneous", "chaotic" and "poor" phenomenon for services that really belong to property companies such as environmental sanitation, community greening and public facilities maintenance.

Second, the existing problems.

(A) the management system is not perfect and the mechanism is not smooth. The main manifestations are unclear powers, incomplete institutions and poor operation.

-Permission unknown. The property management of xx City Real Estate Management Bureau was devolved to xx District Real Estate Management Bureau, but some responsibilities and authorities were not devolved synchronously. The real estate management bureau of xx District has no right to register, trade and handle the property rights within the administrative divisions of xx District, to collect, manage and approve the special maintenance funds for houses, and to approve the qualifications of property enterprises.

-Incomplete organization. Property management services cover a wide range, and management agencies are seriously out of touch. According to the State Council's "Property Management Regulations" and other laws and regulations, street offices and community neighborhood committees should bear corresponding responsibilities in property management services. However, in practice, there is no corresponding service organization and full-time staff, so it is impossible to effectively supervise the service behavior of property enterprises.

-Poor operation. The establishment of the property management service center in the whole region is short, the age structure of personnel is too large, and the professional and cultural quality is low, which is not very instructive to the property management service in the whole region. There is no up-and-down linkage mechanism in management, and there is no necessary reward and restraint mechanism.

(two) municipal facilities supporting more debts. Xx is an enterprise because of mines, and a city because of enterprises. In the 1970s and 1980s, due to the lag of the overall urban planning and construction, most houses in the old city did not receive special maintenance funds, and there were no property service enterprises. The infrastructure was seriously damaged, and the houses could not be maintained and repaired in time, resulting in many "out-of-control" communities.

(3) The implementation of property management service policy is not in place. According to Article 45 of the Property Management Regulations issued by People's Republic of China (PRC) the State Council on June 8, 2003, water supply, power supply, gas supply, heating, communication, cable TV and other units shall charge relevant fees to the end users within the property management area. The realty service enterprise entrusted to collect the fees mentioned in the preceding paragraph shall not collect additional fees such as handling fees from the owners. Article 52 "Water supply, power supply, gas supply, heat supply, communication, cable TV and other units shall bear the responsibility for the maintenance of relevant pipelines and facilities in the property management area according to law", and Article 36 of the Regulations on Property Management in Gansu Province "Water supply, drainage, power supply, gas supply, heat supply and other business units shall, in accordance with the following provisions,

(a) the owner's terminal metering water meter and other water supply facilities and equipment; (two) the owner's terminal metering meters and other power supply facilities and equipment (centralized meters, outdoor power supply facilities and equipment for users); (3) Gas facilities and equipment other than the owner's gas appliances and hoses connecting gas appliances; (four) the owner's outdoor household valves and other heating facilities and equipment; (V) Owner's outdoor drainage facilities and equipment Article 51 of the Interim Measures for Property Management in xx City "In the property management service area, water supply, power supply, gas supply, heat supply, communication, cable TV and other units shall charge relevant fees to the end users, subject to the values displayed by the user's measuring instruments. End users refer to users who receive services such as water supply, power supply, gas supply, heat supply, communication, cable TV, etc. and have the ultimate legal family property rights. The loss of water, electricity, heating, gas and other pipelines and networks other than the proprietary part of the owner shall be borne by the supplier and cannot be shared with the owner. In the above-mentioned related industries, the losses caused by not charging the end users shall be borne by the supply units, and the supply units shall not use monopoly industries to charge unreasonable fees to the property service enterprises. If the above-mentioned units collect service fees from owners or other users, they may entrust relevant property service enterprises to collect them, and both parties shall sign paid service contracts. No unit may charge the owner extra fees such as handling fees. " Fifty-eighth "water supply, power supply, heating, gas supply, communications, cable television and other units, to undertake the maintenance and conservation of pipeline facilities in the property management service area. Commissioned by the realty service enterprise on behalf of the maintenance, maintenance, shall sign an entrustment contract with the realty service enterprise, and pay the maintenance and maintenance costs. Where the units specified in the preceding paragraph need to temporarily occupy or dig roads and sites due to maintenance, they shall notify the owners' committee and the realty service enterprise in advance, and make restitution in time. If losses are caused, compensation shall be made. "In actual work, relevant business units did not comply with the above provisions.

(D) Property management services publicity is not in place. First of all, the participation of owners is not high, and the awareness of market-oriented operation of property management services is not strong. Only 60% of communities provide market-oriented operation and management services. There are also many communities where enterprises and institutions in urban areas build their own houses and manage services in street communities, and some communities are even completely out of management. However, the owners living in these communities are very dependent, always want to rely on the government or enterprises to solve the property problems, and have strong resistance to the market-oriented operation of property services. Secondly, the performance is that the owners demand too much from the property service enterprises, the responsibilities and rights between the owners and the property service enterprises are unclear, the service content is unknown, and the basis of service charges is not publicized. Third, the owners don't understand the principles of government-guided prices and market-regulated prices of property service charges, and the property fees collected are not publicized as required, which has formed the impression that "fees don't work" in the minds of owners. The poor publicity of property management services directly leads to the great opposition and concentration of contradictions between owners and property service enterprises. For example, the publicity of Li Shuang Property Company in the south area of Anmin Community is not in place, which leads to the deepening of the contradiction between the owners and the property enterprises, the owners refuse to pay the property fees, the property enterprises have difficulties in operating, and the service quality cannot be guaranteed, which is a vicious circle.

(E) Property management personnel are not competent in administration according to law. There are 7 staff members in the Property Management Service Center, all of whom are workers. The average age is about 50 years old. They have a large age structure and a low level of education. They are not very clear about the laws and regulations related to property management and are not good at using administrative and legal means to solve problems in property management. Their ability of administration according to law is not strong, and their awareness of administration according to law is not high. The staff related to property management services in sub-district offices and community neighborhood committees do not have the corresponding professional knowledge, and the staff changes greatly, and there is also a phenomenon that the ability of administration according to law is not strong.

(six) the service behavior of property service enterprises is not standardized. The management of some property service enterprises is loose and disorderly. Property management services are rarely implemented in accordance with enterprise qualification standards. Although most property service enterprises have formulated a series of relevant property service rules and regulations, few of them can really be implemented. The common dilemma faced by property service enterprises is: (1) The current market price is NO. 2008 102 low. (2) Rising prices, asymmetric labor costs and property charging standards, and the inability to raise the wages of employees in the property industry have led to the fact that property management companies cannot retain people, the personnel are relatively unstable, and the mobility of employees is high, especially the security personnel. (3) The property management in old residential areas is difficult and the property charging rate is low; (4) The functions of water supply, power supply and heating enterprises are not clearly defined, and they are not well exercised and their services are not in place, resulting in large losses for property service enterprises in this respect.