Improving of the management of non-residential fund of the Moscow city

In the management of non-residential housing in Moscow, there are problems of planning and forecasting of budget revenues of the city of Moscow from the lease of non-residential premises. Management functions of uninhabited fund in Moscow as accounting, planning and forecasting are not implemented in full, there are no related control system of non-residential town, planning and forecasting.

The presence of this kind of consistency would help to determine the size and structure of the space of non-residential premises, the city handed out, not based on an existing balance approach, and based on the active policy of the city authorities, taking into account the economic and social efficiency in the use of all real estate property complex.

According to the author, each of these areas making management decisions for disposal of can and should be systematic. All planned activities with objects should be reflected in a single database registration of non-residential city.

Currently, long-term planning control non-residential property. Events with objects lease, become known by planning unit, and entered into the database after the fact and are not reflected in the formation of the targets of the budget of the city of Moscow.

To solve the problems associated with the creation of an integrated system of management decision-making on management of non-residential premises and the establishment of a system for forecasting and planning can be proposed functional diagram given in the appendix.

Another problem management rent commercial premises is that the territorial bodies of the executive power of the city of Moscow is not executing the program updates nonresidential, rental, and involvement in economic turnover additional areas. These problems must be solved innovation program non-residential premises in Moscow. Innovation program provides not only the reconstruction of the premises, but also compensation for their retirement through new construction business centers, offices, in which the city will own part of the premises for rent. In addition, the objects introduced into economic circulation on the program of innovation, it is expected to lease through auctions to determine the cost of rent, which should increase budget revenues.

In our opinion, taking into account the above-mentioned limited capacity of the city increasing the volume of leased space, the increasing tendency of decrease of the leased premises and fund urban slowdown in revenues from the lease of the city budget, ignoring the implementation of the program of innovation leads to a reduction of financial resources administrative districts in future periods.

Another way of increasing the area, the city handed out, can serve as a normative setting the level of sales and other areas of the seizure of the leased Fund, according to the author, not more than 50% of the commissioned facilities as a result of new construction, reconstruction and renovation.

Naturally, the successive approximation the average rent charged for the rental of non-residential premises owned by the city, to market prices is only possible if the reduction contingent of tenants that use space on favorable terms, significantly below market.

To solve this problem it is necessary to develop and add to the fiscal balance of form to allow for assessment of the lease of nonresidential premises in accordance with market classification.

When analyzing the effectiveness of non-residential premises lease was a trend to some reduction in the yield of the control of such kind of property of Moscow. On the graph in Appendix contains information about the income of the budget of the city of Moscow from the management of state property for 1 ruble invested Budget 2007 levels. As can be seen from the graph in 2007 budget revenues of the city lies a higher return from the management of non-residential premises as rent and other sources as compared to last year. In our opinion, the formation of budget revenues of the city of Moscow from the management of state property in a subsequent Department of property of Moscow should pay attention to the ratio of the cost of management and provide income. This part should be, in my opinion, to adhere to, at least, adequate growth of spending budget revenues, and ideally revenue growth should outpace the growth of management costs. Only in this case property management can be considered effective.