Public real estate management

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As a public real estate management ( PREM ) refers to the property management of the public sector .

Real estate management in the private sector

In the last decades of the 20th century, a process of professionalization began in the management of real estate owned by companies whose core business is not real estate (“non-property companies”). In many cases there was a fragmentation of responsibilities, e.g. B. in corporations that had grown through takeovers of other companies. The individual group companies often operated their own real estate policy and did not have a compatible database. Gradually, under the pressure of competition, people began to use the property not only as a means of production (e.g. as an office building, factory or warehouse), but also to look at the real estate portfolio strategically ( corporate real estate management CREM). This was often accompanied by a transfer of the real estate to subsidiaries that rented the objects to the companies or organizational units using them (landlord-tenant model) in order for them to participate directly in the real estate costs. This should create greater cost awareness. The leasing units were able to professionalize themselves as part of a specialization in real estate and exploit previously unrecognized potential, e.g. B. make it usable for the company through structural expansion.

Transfer to the public sector

The deficits that led to the introduction of CREM in the private sector also existed in the public sector, albeit in an increased form there (including a lack of cost and performance accounting ). Authors from the real estate business criticized the way public authorities deal with their real estate portfolio. This criticism contained some general administrative-critical arguments, such as a lack of performance incentives for public employees or budget law ( cameralistics ). However, specific deficits, such as the coexistence of property management, construction management and user administration, insufficient data bases and lack of real estate management knowledge of the responsible employees were criticized.

The success of corporate real estate management in the private sector prompted decision-makers, in particular the finance ministries responsible for public real estate , supported by the Federal Audit Office , representatives of the real estate industry and management consultancies, to develop and implement similar models for the public sector. In many cases, new real estate organizations have been founded which - with or without transfer of ownership - exercise the landlord function vis-à-vis the authorities using them (landlord-tenant model). The legal forms of these institutions are different, e.g. B. State companies according to § 26 State Budget Code (LHO) , institutions under public law and special funds (not exhaustive). Examples are the Federal Agency for Real Estate Tasks and the Construction and Real Estate Company NRW . The Bundesimmobiliengesellschaft (BIG) was founded in Austria in 1992 and was entrusted with the management, construction and sale of public real estate.

The success of these restructurings, which show partly similarities and partly differences at local, state and federal level, cannot yet be conclusively assessed.

The Public Real Estate Network (PuRE-net), to which public real estate organizations from various European countries belong, has existed since 2011 .

Individual evidence

  1. ↑ Petra Straßheimer: Public Real Estate Management in: Karl-Werner Schulte , Wolfgang Schäfers (Ed.): Handbuch Corporate Real Estate Management. Pages 857-887. (868 ff.).
  2. ↑ Report by the State Audit Office of North Rhine-Westphalia on the landlord-tenant model of the construction and property management special fund in North Rhine-Westphalia. Accessed on October 2, 2015.
  3. ↑ website, PURE-net accessed on September 25, 2013.

literature