Thesis (Ph.D.) - University of Queensland, 2006. / Includes bibliographical references.

Thesis (M.S.)--Virginia Polytechnic Institute, 1962. / Vita. Abstract. Includes bibliographical references (leaves 87-88). Also available via the Internet.

Student Number : 0210329K - MSc research report - School of Construction Economics and Management - Faculty of Engineering and the Built Environment / The government of Lesotho is experiencing a rapid rate of dilapidation of its dwelling houses, and if this goes unabated, the government will lose even more in terms of the expenditure on maintenance and repair, and eventually the houses themselves, thereby losing a good asset base. The research considers the possible causes of the rapid rate of dilapidation of the Lesotho government dwelling houses. It draws attention to the level of effectiveness of the property management structure and or framework of the Lesotho government. Further it considers the possible overall effects of the current continued dilapidation on the management of the property assets by the Lesotho government. The research draws attention to the present system of property management practiced by the government, and compares it with that of the private sector, considers the ways in which the government may have to adapt, and suggests that while the government dwelling houses are neglected in terms of maintenance, there will be some countervailing opportunities for a more effective strategic use of the property asset. A number of respondents drawn from the private sector, two government departments, and the housing occupants, were interviewed using administered and self-administered questionnaires for this research. The hypotheses ‘that efficient property asset management is significantly dependent on a good property management framework/structure’ and ‘that there is a correlation between the declining property values and the level of rentals payable to the Lesotho government’ were confirmed. This is seen in the fact that the Lesotho property management structure lacks the capacity to manage their pool of available housing structure. Moreover, that the kind of expertise available is not fitting to be able to manage the government houses. The Lesotho government lacks the required expertise for the management of its housing assets, and this has led to a rapid dilapidation of the housing stock for the inadequacy in management resulted in poor maintenance of the housing stock, as the management failed to identify key issues in property management. 3 Keywords: Property Dilapidation, Maintenance, Dwelling houses, Government Property Management.

Thesis (master's)--Thammasat University, 2003. / Includes bibliographical references (leaves 108-111).

Thesis (Ph.D.)--McMaster University, 2004. / Advisor: John C. Weaver. Includes bibliographical references (leaves 151-166) Also available via World Wide Web.

Immovable asset management is the key element in enabling better service delivery by the national government. An improvement in the management of government’s immovable assets is required in South Africa to ensure that assets are optimally utilised for service delivery. The entire research attests to the importance of excellent management of government immovable assets throughout its life cycle within a framework of cost effectiveness, efficiency and reduced risk. The study discusses three technical challenges which comprise the incompleteness of the asset register, immovable asset life cycle management, a lack of implementation of the immovable asset management plan, the asset performance measures and standards for the immovable assets. The National Department of Public Works was targeted as a potential candidate to participate in this research. Primary data was collected through questionnaires and interviews to reveal the strengths and weaknesses and to develop the current theories and models. Secondary data was collected from books, journals, internet and conference papers. The asset management branch in the department was formed recently. The results of the research indicated that the asset management frameworks and the immovable asset management plans are not implemented as designed and there is no integration between the asset’s life cycle processes. The corrosion of information in the asset register was because of a lack of asset-computerized systems, competent personnel and adequate skills. In conclusion, immovable assets should be managed through integrated life cycle processes, policies and procedural documents should be developed and planning is important to the management of immovable assets. The asset register should work as a basic system for the management of immovable assets.

An examination of a proposed state self-insurance fund to replace commercial fire insurance on public properties. / Master of Science

There is a strong belief amongst human resource specialists, professionals and academics that strategic human-resource management is critical to the success of the business and wellbeing of employees, and the organisation in which they work. There are two sides to human resources, as a strategic partner: Firstly, how it looks and portrays itself; and secondly, how the organisation views the importance of its human capital. Ulrich, Younger, Brockbank and Ulrich (2012) and the RBL Group (2012) identified six human-resource competencies for human resource (HR) practitioners. These not only identify the role they play in an organisation; but they also assist an organisation in achieving its objectives. These competencies, which apply to all HR practitioners, are: strategic positioner, change champion, credible activist, capability builder, technology proponent, innovator, and integrator. The implementation of the Government Immovable Asset Management Act No.19 of 2007 (GIAMA), and its policy implementation, are critical to infrastructural developments, economic development, and skills development, redressing any imbalances from the past and current history, and also developing a public service that assists the country in being internationally competitive. An HR practitioner with a worldview is critical in facilitating one of the most important transformative pieces of legislation. The research problem in this study is to investigate the role of human resources in the implementation of GIAMA and its policy framework in the Eastern Cape Province’s Port Elizabeth Regional Office by the National Department of Public Works. To achieve this objective, a quantitative study was undertaken on the role of human resources as a “strategic partner”. It involved an extensive literature review to assess the role of strategic human resources. An empirical study was later conducted to investigate the role of human resources in the Port Elizabeth Regional Office (from the National Department of Public Works); and how well this office succeeds in playing its assigned role. The conducted survey was compared with the literature review, to determine whether the Port Elizabeth Regional Office’s human resources are in line with the objectives of being a “strategic partner”. The overall findings revealed that the role of human resources is not that of a “strategic partner”. It also revealed that of the six competencies identified by Ulrich et al. (2012) and the RBL Group (2012), none of them could really be viewed as strategic. Notwithstanding the progressive pieces of legislation, it was appalling to receive the outcome, which indicated organisational failure for the past six years (see Figure 1.1). The conclusion of the study indicated that the Port Elizabeth Regional Office (from National Department of Public Works) must implement legislative recommendations as a starting point, and grow from there. The legislation and regulations are very supportive, and encourage innovative thinking – to achieve government goals – and to be on a par with the private sector.

Thesis. 1976. M.C.P. cn--Massachusetts Institute of Technology. Dept. of Urban Studies and Planning. / Microfiche copy available in Archives and Rotch. / Bibliography: leaves 117-120. / M.C.P.cn

Thesis (MPAM.) -- University of Limpopo, 2021 / The study aims to investigate challenges in implementation of asset management strategy in the Limpopo Department of Public Works, Roads and Infrastructure, in order to recommend possible alternatives to improve asset management in the department. The Department achieved qualified audit opinions on asset management from the regularity audit conducted by the Auditor General for the financial years 2013/14 to 2015/16, which indicate that there is a lack of compliance, ineffectiveness and inappropriateness of asset management systems within the Department. This study examines the effectiveness of asset management practices in the LDPWRI and to determine the challenges faced by the LDPWRI in the implementation of asset management strategy and also to recommend strategic interventions that should be undertaken to improve asset management in the department. The information obtained from the literature identified the procedure which is used to manage assets in South Africa, the implementation process of asset management, and policies applied in the LDPWRI. The research process in this study includes methods such as a qualitative and quantitative approach necessary to collect the data. Furthermore, interviews and questionnaires were used in assessing the attitude of the participants. The primary data from the participants was obtained by the researcher to understand behaviour, working conditions, and the asset management process by the employees. The data revealed various challenges that are prevalent in how the inventory, record keeping, and the implementation of the strategies are implemented. The results showed that there are major challenges in managing inventory, and the information of the inventory is not recorded. There is also poor record keeping of the inventory. Furthermore, while the employees indicated that there is asset management strategy, a few indicated that there is no asset management strategy. The recommendations include that Asset Management strategies should be communicated to all employees and easily accessible on the Intra-Net of the Department for ease of reference and consultation. Urgent drastic steps should be taken to ensure that vacancies in the Asset Management and Logistics Directorate are filled without fail and within the acceptable service standards as stipulated by DPSA.