Property Management

Kemp, Chris

1984 Property Management

doi: 10.1108/eb006576

Old timers in the contract cleaning industry have traditionally told commercial building owners that they are likely to spend, each year, an amount equivalent to around onetwentieth of their construction costs on cleaning. If this was ever true, it is no more if it was an analogy to boost the importance of what is generally a nonconsidered industry, it was a perverse misrepresentation. In fact, contractors can today clean most new office buildings for an annual charge of no more than half of one per cent of the capital cost. Contractedout cleaning is one of the great unrecognised bargains of commercial life in the UK today.

Roberts, Barry

1984 Property Management

doi: 10.1108/eb006577

Introduction Many local authorities hold some corporate land that is land held other than for the purposes of carrying out the statutory functions of the authority. Such land is often part of a corporate heritage, dated in some cases from the days of Elizabeth I. More recently, it may have been augmented by land bought for the benefit, improvement or development of the area, under s. 120 of the Local Government Act, 1972, or similar provisions in earlier acts.

Arnison, C.J.

1984 Property Management

doi: 10.1108/eb006578

I suggested in the first part of this paper that the key issue which has inhibited property managers from functioning in a positive and creative way is their traditional role as agent for the landlord. It will be helpful to examine the form and extent of the inhibitions deriving from such a relationship before considering what changes are desirable.

Graham Williams, V.

1984 Property Management

doi: 10.1108/eb006579

What should be insured, what can be insured, how best to insure it are things which are forever changing. What if situations are limitless so I shall be concerned here only with insurance against damage to property and ignore consequential loss, liabilities, construction risks, obligations under leases and other aspects.

Hall, Patrick; Hargitay, Stephen

1984 Property Management

doi: 10.1108/eb006580

Introduction The principal objective of a portfolio manager's work is the construction and maintenance of successful, efficient portfolios of investment assets. It is necessary, therefore, that methods are designed and made available through which the success and efficiency of portfolios may be assessed. Only through the continuous monitoring of the achieved results can long term investment strategies succeed.