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Various studies have shown that corporate real estate can contribute to organisational performance. However, the concept of Public Real Estate Management (PREM) has not been well known in Thailand. This paper aims to present the concept of PREM, to describe Key Performance Indicators (KPIs) that are being used in practice, to discuss KPIs that shou...
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... and need for performance measurements. Performance measurement: • enhances improvement • can ensure that managers adopt a long-term perspective • makes communication more precise • helps an organisation to allocate its resources to the most attractive improvements activities • is central to the implementation of an effective and efficient planning, control, or evaluation system • can affect the motivation of individuals and encourage right organisation behaviour • can support management initiatives and manage change In connection to performance measurement, Neely et al. (1995) made a distinction in three terms: • Performance measure: a metric to quantify the efficiency and/or effectiveness of an action • Performance measurement: the process of quantifying the efficiency and effectiveness of action • Performance measurement system: a set of metrics to quantify the efficiency and effectiveness of an action One of the most well-known organisational performance measurement systems is the Balanced Scorecard (BSC) that was developed by Robert Kaplan and David Norton in 1992 ( Figure 1). Nowadays many Thai organisations have adopted the BSC for measuring the organisational performance. The basic notion of the BSC is that organisational performance ought to be evaluated from more than simply a financial perspective. The BSC helps to translate the strategy into actions from four perspectives: • Financial: Traditional measures of profitability, revenue, and sales growth • Customer: Customer retention, customer satisfaction, and market research • Internal business processes: Processes to meet or exceed customer expectation • Learning and growth: How the organisation and its people grow and meet new challenges. There is a growing need for organisational performance management and measurement that covers these four perspectives, and that can be applied in various situations in a changing internal and external context. A careful selection of appropriate performance measures i.e. Key Performance Indicators (KPIs) that takes into account the organisational context is essential to be able to evaluate the influences of the corporate real estate performance on the organisational performance, achieving the organisa- tional objectives and supporting the core business. In a previous study (Riratanaphong, 2014), a step-by-step plan for prioritisation of corporate real estate performance measures and KPIs has been introduced to enable an evaluation of the influences of the corporate real estate performance on organisa- tional performance, achieving organisational objectives and supporting the core business. This step-by-step plan includes six main steps: 1) Inventory of KPIs that the organisation cur- rently applies. 2) Clustering of all KPIs in two groups: organisa- tional performance and real estate performance. 3) Classification of all measures in a limited number of clear performance areas in order to get a clear overview, e.g. into the six categories of Bradley ...
Citations
... In another word, performance measurement can also be defined as a significant tool to create judgments and decisions on business improvement (Riratanaphong & van der Voordt, 2015). Performance measurement can aid the decision makers to answer some deliberately significant inquiries such as: 1) where is our current position? ...
The aim of this study is to assess the possibility of the village asset performance measurement implementation that is yet available in Indonesia. The assessment is focused on the regulation perspective and readiness of the village. This study uses qualitative approach that examines the condition of natural objects where the author acts as a key instrument that digs up data, examines data, and interprets data. The research samples were taken by applying purposive sampling and snowball sampling techniques. The results show that there are at least two challenges and opportunities of asset performance measurement implementations. Firstly, the opportunity for implementation comes from the existing Village Law that enables the government to make lower regulations as a basis to implement asset performance measurement. In addition, the complexity of village natures and autonomies should be adopted by the regulation created by the government. Secondly, village administration readiness is also an implementation challenge. Other challenges include village leadership issues, land problems, professionalism, and human resources. This study was conducted in the Indonesian context. Further research is required to create an experiment of asset performance measurement experiment so that the hurdles of the implementation can be furtherly analyzed. These findings are likely to have significant implications for both local and central governments to create policies and regulations related to asset performance measurement implementation.
... Beberapa penelitian terdahulu menawarkan parameter untuk mengukur kinerja aset untuk entitas pemerintahan di tingkat Pusat maupun Daerah, diantaranya penelitian yang dilakukan oleh Setiyono (2018), Hariyono (2007), Haas (2003), Hwang (2018), Puspitarini (2019) dan Riratanaphong (2015). Dari sisi regulasi, Pemerintah Pusat juga telah memiliki perangkat pengukuran kinerja BMN, yaitu melalui Keputusan Kementerian Keuangan (KMK) Nomor 349 Tahun 2018 tentang Tata Cara Pelaksanaan Evaluasi Kinerja Barang Milik Negara. ...
This study aims to analyze the performance of village assets, by taking a case study of Labruk Lor Village, Lumajang Regency, East Java Province. Measurement of asset performance as part of the evaluation of asset management provides parameters for the village government to determine whether an asset has been used/utilized optimally. With the stipulation of the village as one of the subjects of development in 2 (two) consecutive RPJMN, namely the 2015-2019 RPJMN and 2020-2024 RPJMN, enhancement of both quality and quantity of village assets is becoming unavoidable. The research method used in this study is descriptive qualitative that is conducted through interviews, field observations and literature research. Respondents, selected using a purposive sampling method, are village officials, village asset users, policy makers, as well as village officials. This research is based on 2 (two) Basic Indicators, namely inventory and information on village assets and 4 (four) Progressive Indicators, namely Physical Condition, Asset Use, Utilization and Financial. The results showed that the asset performance of Labruk Lor village obtained a value of 0.636 (enough) for Basic Performance, and an average of 0.785 (good) for Advanced Performance. ABSTRAK Penelitian ini bertujuan untuk melakukan analisis kinerja aset desa, dengan mengambil studi kasus Desa Labruk Lor, Kabupaten Lumajang, Provinsi Jawa Timur. Pengukuran kinerja aset sebagai bagian dari evaluasi pengelolaan aset memberikan parameter bagi pemerintah desa untuk mengetahui apakah suatu aset telah digunakan/didayagunakan dengan optimal. Dengan ditetapkannya desa sebagai salah satu subyek pembangunan dalam 2 (dua) RPJMN berturut-turut, yaitu RPJMN 2015-2019 dan RPJMN 2020-2024, maka peningkatan kualitas dan kuantitas aset atau kekayaan desa menjadi hal yang tidak bisa dihindari. Metode penelitian bersifat kualitatif deskriptif melalui teknik wawancara, observasi lapangan dan penelitian dokumen. Narasumber dipilih dengan menggunakan metode purposive sampling, yaitu terhadap perangkat desa, pemanfaat aset desa, penyusun kebijakan pengelolaan pengukuran kinerja aset publik, serta pejabat pengelola aset desa. Analisis kinerja aset desa dalam riset ini didasarkan pada 2 (dua) Indikator Dasar, yaitu inventarisasi dan informasi aset desa dan 4 (empat) Indikator Lanjutan, yaitu kondisi fisik, penggunaan, pemanfaatan dan finansial. Hasil penelitian menunjukkan bahwa kinerja aset desa Labruk Lor memperoleh nilai 0,636 (cukup) untuk kinerja dasar, dan rerata 0,785 (baik) untuk kinerja lanjutan. Kata kunci: pengukuran kinerja, kinerja, aset publik, aset desa, pengelolaan aset Klasifikasi JEL: R5; H110 1. PENDAHULUAN
... Besides this originality and scientific relevance, municipalities of both countries could benefit from this comparison by learning from best practices. Our practical suggestions for public administration come directly from the survey research which apart from the concepts of GG and NPM, are based on the achievements of Public Real Estate literature [6,7,[10][11][12][13][14][15][16][17][18][19][20]. ...
... Also, internationally and scientifically the subject gained popularity. It starts to be recognized by international researchers around the world [19,21,[25][26][27]. Due to the main objective of the paper the focus of our review was on MREM studies which directly refer to the public management paradigm (see Table 1). ...
Since the economic crisis (2008) municipalities became more aware of their real estate portfolio. Their first reaction to the sense of urgency to pay more attention to this extensive property was to improve their real estate administration. Now, ten years later, municipalities are ready to focus more on the professionalization of the management of their real estate. The purpose of this study is to present the role of individual concepts of public management in Polish and Dutch municipal (public) real estate management. The paper is based on the results on survey research based on public real estate management theory and two public management approaches: new public management and good governance. First, preliminary research was carried out in a Polish metropolitan area after which all Polish metropolitan areas where questioned about their real estate management issues. This questionnaire was also sent to all Dutch municipalities one year later. The Hellwig’s taxonomic method was performed on both separately to assess the level of implementation of good governance and new public management principles in real estate management practices. The research shows that new public management standards are applied at a similar level in municipal real estate management in Poland and The Netherlands. Good governance standards are used a little more broadly in Poland than in The Netherlands. The research shows that in Poland and The Netherlands the concepts of new public management and good governance are not applied as a whole but are deployed as a collection of instruments. Most municipalities choose some of these instruments to apply to their municipal real estate (MREM). Both in Poland and in The Netherlands there are differences noticed in the application of new public management and good governance principles depending on the type of municipality. Besides this originality and scientific relevance, municipalities of both countries could benefit from this comparison by learning from best practices. Practical recommendations and suggestions for public administration concern: (i) the necessity to develop municipal real estate management plans; (ii) increase regularity of asset valuation and (iii) assessment of real estate management performance; (iv) greater transparency in real estate management; and (v) increasing the participation of citizens in the process of managing real estate.
