2010年-世界发展银行全球_Poland_-_Public_Land_and_Property_Asset_Management_in_Warsaw___Strategic_Opportunities_39页_606kb

Summary of Report: Public Land and Property Asset Management in Warsaw

Core Content

This report, prepared by the World Bank for the City of Warsaw, focuses on the strategic management of municipal land and property assets, particularly in the context of financial sustainability and urban development. It evaluates the current state of land and property holdings, financial performance, institutional arrangements, and the potential of Public-Private Partnerships (PPPs) in improving asset management practices. The report also outlines key challenges and risks associated with the current system and provides recommendations for a more effective and strategic approach.

Main Achievements

• Strategic Centralization of Land Management: The City has moved from decentralized borough-based control to a more centralized approach.
• Introduction of New PPP Models: Warsaw has started to engage the private sector in the delivery of public services, moving from joint-ventures to contract-based arrangements.
• Operational Advancements: The City has made progress in managing its property assets, including the auctioning of land and the management of municipal rentals.

Key Issues and Risks

• Outdated Legal Framework: The City's needs and capabilities have outgrown the legal framework, which lacks modernization and clarity.
• Lack of Strategic Asset Management: Asset management is driven by short-term operational needs rather than long-term strategic goals.
• Fragmentation of Land Management: Tension exists between local development planning and land sales planning, leading to a lack of coordination.
• Unbalanced Land Ownership: Public land ownership is highly uneven, with some districts having excessive public land (up to 57%) and others facing a potential shortage (as low as 2.3%).
• Risk of Private Interests Overriding Public Goals: There are concerns that private interests may be influencing land decisions more than they should, especially in areas with high potential for public use.
• Strategic Opportunities Overlooked: Due to the lack of a strategic framework, opportunities for financial gains through land and property management are being missed.

Key Financial Insights

• Land Value and Ownership: Land constitutes about 80% of the City's total assets, but its book value is underestimated due to re-evaluation from historic to market value.
• Revenue Trends: Land under perpetual usufruct generates less revenue than it could under market-based arrangements. During the 2007–2009 real estate crisis, land sale revenues dropped dramatically.
• Operating Expenses: Property-related operating expenses account for over 12% of the 2009 municipal current budget. Improving asset management could save at least 168 million PLN annually.
• Subsidies Impact: Both revenues and expenses are affected by explicit and hidden property-related subsidies, which need to be re-evaluated and re-targeted to reduce costs.

Public-Private Partnerships (PPPs)

• Shifting Approach: Warsaw is transitioning from commercial real estate development to public service delivery through PPPs.
• Challenges:
  • PPPs are complex instruments and require more technical assistance than what is typically provided by commercial consulting firms.
  • Past experiences with the first generation of PPPs have created skepticism and mistrust among both public and private stakeholders.
• Transportation PPPs: The City has limited experience with PPPs in building transportation infrastructure, particularly Park & Ride (P & R) facilities. These could be commercialized through land-for-parking models, similar to international examples.
• Recommendation: A new generation of PPPs should be implemented with a focus on feasibility studies and the inclusion of a Private Sector Advisory Group to restore goodwill.

Recommendations

1. Modify Legal Framework: Update the legal framework to include a restitution law that would allow for the re-evaluation of land claims and modernize existing regulations.
2. Strategic Approach to Land and Property Assets: Implement a strategic framework that aligns with long-term urban development goals and financial sustainability.
3. Improve Spatial Management: Address the uneven distribution of public land and ensure that land sales and development are aligned with spatial needs.
4. Enhance Institutional Coordination: Establish a more coordinated system among the four vice mayors responsible for asset management to avoid fragmentation and ensure consistent action.
5. Systematic Land Screening: Conduct a comprehensive screening of all municipal land to identify under-used parcels and release them for re-use.
6. Launch Strategic Task Force: Form a temporary Asset Management Task Force to facilitate cooperation between key city departments and promote strategic planning.
7. Focus on PPP Feasibility: Explore the feasibility of using PPPs for public services before approving public funding, and prioritize areas with high potential for financial and spatial returns.

Conclusion

The report emphasizes that a more strategic and coordinated approach to managing land and property assets is essential for the financial and spatial sustainability of Warsaw. It highlights the need for legal reform, institutional restructuring, and the effective use of PPPs to unlock the full potential of the City's land resources.