义乌市直属公房经营管理所,是实行企业化管理的事业单位。根据政企分设的精神,在1991年进行的机构改革中与房管处分开,成为专门从事直属公房经营管理工作的单位。这一改革,在省内房管部门中尚属首家。引起了省内外同行的强烈反响。政企分设后,有利的因素是:由于扩大了企业经营自主权,增强了企业活力,提高了参与市场的竞争能力,有利于企业的发展,但同时,也使我们面临着一些新的困难:一是职能减少,这意味着经济收入来源减少。全所41名干部职工,靠经营管理全市6.7万平方米直管公房过日子,随着旧城改造和房改工作的进行,直管公房呈迅速递减的趋势。人多事少,全所年租金收入约80万元,而总支出需110万元,收不抵支。并且商业部门不断向市里反映,欲争产权,国资部门也插手争管理权,使我所的前途和命运面临萎缩的严重困难;二是超负荷投资经济压力大,原房管处于1991年在新火车站广场旁受让了1300平方米国有土地的使用权,用以建多功能商厦。此项投资光土地出让金就需500余万元,总造价在3000万元左右。当时实际只投资不足300万元。机构分开后,这块任务划归我所,由我所投资建设。2.5千万元左右的资金缺口这一巨大的经济重负象沉重的包袱压在我们头上。在如此困难面前如何来振兴事业,发展事业,确实是一个新的严峻? Yiwu City, under the direct management of public housing, is the implementation of enterprise management institutions. According to the spirit of separation of government and enterprises, the institutional reform carried out in 1991 was separated from the Office of Housing and Administration and became a unit that specializes in the operation and management of public houses directly under the Central Government. This reform, the first in the province’s housing department. Aroused strong repercussions of colleagues both inside and outside the province. After the separation of government and enterprises, the favorable factors are: due to the expansion of business autonomy, enhance the vitality of enterprises, improve the competitiveness of participating in the market, is conducive to the development of enterprises, but also make us face some new difficulties: First, the reduction of functions means that the source of income is reduced. The entire 41 cadres and workers rely on the management of the city’s 67,000 square meters of straight-line public housing to live, with the transformation of the old city and housing reform work carried out, straight public housing showed a rapidly declining trend. There are many people with less things, and the annual rent income of the whole year is about 800,000 yuan while the total expenditure needs to be 1.1 million yuan. In addition, the commercial departments continuously reported to the city that they wanted to fight for property rights and the state-owned assets departments also intervened to fight for their management power. As a result, the future and destiny of our company faced serious difficulties of shrinking. Second, the over-investment economy was under heavy economic pressure. Next to the train station square has been granted the right to use 1300 square meters of state-owned land to build multi-functional commercial buildings. The investment of light land transfer required more than 500 million, the total cost of 30 million yuan. At that time, the actual investment was less than 3 million yuan. After the organization is separated, this task is assigned to me by our investment and construction. 2.5 million yuan of funding gap this huge economic burden as a heavy burden on our heads. How to rejuvenate and develop the cause in such a difficult situation is really a new and serious one?