Real Estate Assets for Social Impact: The Case of the Public …
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– define Quality plans for database management (definition of data entry, updating
processes, etc.);
– carry out technical and administrative due diligence for buildings not yet surveyed
or for which a valorization strategy has been defined;
– establish plans and programs for building and plant maintenance (Maintenance
and Energy Management);
– consolidate technical and operational skills, and managerial ones.
The active management of real estate assets is crucial if we manage to adequately
monitor information and time. It is only through knowledge that it is possible to define
lines of action, plan interventions, deliberate, and take decisions. The preliminary
analysis of assets, aimed at understanding the characteristics of the properties, lays
the foundations for strategic management phase (Ciaramella 2016).
3 Survey and Scenario: Clustering and Evaluation of Real
Estate Assets
The choice of the most appropriate valorization strategies cannot be separated from
the mission of Institution, the role that single asset plays in the core business and
real estate value both as balance sheet value and market value. Asset management
should focus on two levels of performance: the increase in revenues and the increase in
profitability (Burns 2002), in which the quantification of both a reduction in expenses,
but also, a more efficient use of resources available, in order to maximize business
purposes. According to Huffman (2003), the management strategies of real estate
derive from the set of corporate strategies.
Based on these statements and thanks to the highly strategic view of ASP governance, an assessment of the most probable market value of the Company’s available
assets was necessary.
The Client, with the support of the research group, made a selection of the assets
available which did not play a key role in the provision of services and in pursuit of
the corporate mission but could have an attractiveness toward the market and allow
new resources to be introduced in order to improve the offer of services.
As better outlined in the social balance (2017), ASP conceives the management
of assets “according to criteria of efficiency, transparency and fairness, has the
objective of enhancing the available assets, both real estate and agricultural, to
generate resources to be allocated to citizen welfare. The action of optimization
and effectiveness is expressed through recovery of arrears, maximization of profits
also resulting from actions of organizational rationalization and transparency in the
leasing process”. The asset management perspective is therefore not attributable to
pure economic efficiency, but to sustain, through the profitability of the assets, the
costs of the citizen welfare system.
Following the patrimony survey, the Client and the ABC group selected the real
estate units by linking them to homogeneous clusters by use, location, and in-depth
81
– define Quality plans for database management (definition of data entry, updating
processes, etc.);
– carry out technical and administrative due diligence for buildings not yet surveyed
or for which a valorization strategy has been defined;
– establish plans and programs for building and plant maintenance (Maintenance
and Energy Management);
– consolidate technical and operational skills, and managerial ones.
The active management of real estate assets is crucial if we manage to adequately
monitor information and time. It is only through knowledge that it is possible to define
lines of action, plan interventions, deliberate, and take decisions. The preliminary
analysis of assets, aimed at understanding the characteristics of the properties, lays
the foundations for strategic management phase (Ciaramella 2016).
3 Survey and Scenario: Clustering and Evaluation of Real
Estate Assets
The choice of the most appropriate valorization strategies cannot be separated from
the mission of Institution, the role that single asset plays in the core business and
real estate value both as balance sheet value and market value. Asset management
should focus on two levels of performance: the increase in revenues and the increase in
profitability (Burns 2002), in which the quantification of both a reduction in expenses,
but also, a more efficient use of resources available, in order to maximize business
purposes. According to Huffman (2003), the management strategies of real estate
derive from the set of corporate strategies.
Based on these statements and thanks to the highly strategic view of ASP governance, an assessment of the most probable market value of the Company’s available
assets was necessary.
The Client, with the support of the research group, made a selection of the assets
available which did not play a key role in the provision of services and in pursuit of
the corporate mission but could have an attractiveness toward the market and allow
new resources to be introduced in order to improve the offer of services.
As better outlined in the social balance (2017), ASP conceives the management
of assets “according to criteria of efficiency, transparency and fairness, has the
objective of enhancing the available assets, both real estate and agricultural, to
generate resources to be allocated to citizen welfare. The action of optimization
and effectiveness is expressed through recovery of arrears, maximization of profits
also resulting from actions of organizational rationalization and transparency in the
leasing process”. The asset management perspective is therefore not attributable to
pure economic efficiency, but to sustain, through the profitability of the assets, the
costs of the citizen welfare system.
Following the patrimony survey, the Client and the ABC group selected the real
estate units by linking them to homogeneous clusters by use, location, and in-depth