scholarly journals 2014 PELUANG WIRAUSAHA BISNIS PROPERTI DI PUSAT BISNIS (CENTRAL BUSINESS DISTRICT) DENGAN POLA KERJASAMA PEMERINTAH-SWASTA (KASUS WILAYAH KAKI SURAMADU SISI SURABAYA)

2017 ◽  
Author(s):  
M Ikhsan Setiawan ◽  
agus sukoco ◽  
agus dwi sasono
Keyword(s):  
Real Estate ◽  
Central Business District ◽  
Public Private Partnership ◽  
Private Partnership ◽  
Business District

Wirausaha bisnis properti menjadi primadona dalam 4 tahun terakhir. Badan Koordinasi Penanaman Modal menyatakan realisasi investasi PMDN (Penanaman Modal Dalam Negeri) dan PMA (Penanaman Modal Swasta) sektor real estate, konstruksi serta perhotelan mengalami peningkatan yang signifikan sejak tahun 2010, dimana tahun 2013 mencapai Rp. 28,758 trilyun (BKPM, 2013). Bursa Efek Indonesia mencatat nilai kapitalisasi pasar (market cap) untuk sektor properti, real estate, dan konstruksi mencapai Rp 234,531 Trilyun (BEI, 2013). Survey Bank Indonesia menunjukkan dalam 3 tahun terakhir terjadi peningkatan yang signifikan dalam harga jual unit strata title di Jabodetabek, Banten dan Bandung untuk segmen perkantoran, ritel, kondominium dan lahan industri, serta peningkatan tarif sewa properti komersial dan tarif hotel bintang 3, 4 dan 5 (BI, 2013). Boston Consulting Group dalam risetnya menyatakan salah satu faktor pendorong belanja konsumen dalam bentuk pemilikan/investasi properti adalah meningkatnya jumlah kelas menengah di Indonesia saat ini mencapai 74 juta jiwa dan tahun 2020 akan mencapai 141 juta jiwa (BI, 2013). Sehingga dipastikan bisnis properti akan menjadi andalan investasi dalam 10-20 tahun yang akan datang dibutuhkan wirausaha baru agar bisnis properti ini semakin berkualitas dan kompetitif. Peluang bisnis properti semakin luas dengan terbukanya pemerintah daerah untuk bekerjasama agar diperoleh peningkatan pendapatan daerah. Otonomi daerah melalui Undang-undang nomor 22/1999 dan nomor 34/2004 menuntut pemerintah propinsi, kabupaten dan kota melakukan inovasi peningkatan pendapatan daerah, hal tersebut terlihat pada Anggaran Pendapatan Belanja Daerah tahun 2013 dengan defisit keuangan daerah mencapai Rp 54,217 Trilyun (Kemendagri, 2013). Potensi pendapatan daerah seharusnya mampu menutupi defisit bila melihat laporan neraca pemerintah daerah se-Indonesia pada tahun 2010 terdapat aset tanah pemda senilai Rp 558,456 Trilyun dan aset gedung/bangunan pemda senilai Rp 228,343 Trilyun (Kemendagri, 2010). Pengembangan ekonomi daerah dapat berupa kolaborasi antara Pemerintah Pusat, Pemerintah Daerah, BUMN, BUMD, dan Swasta. Public-Private Partnership (Kerjasama Pemerintah-Swasta) menjadi salah satu solusi pembangunan daerah guna tercapainya peningkatan perekonomian wilayah dan telah terbukti di beberapa negara tetangga antara lain di Malaysia dan Singapore

scholarly journals The Development of the Central Business District (CBD) Based on Public-Private Partnership

2017 ◽  
Vol 1 (1) ◽  
pp. 9-14
Author(s):  
Agus Sukoco ◽  
M Ikhsan Setiawan ◽  
Iswachyu Dhaniarti ◽  
Cholil Hasyim
Keyword(s):  
Central Business District ◽  
Public Private Partnership ◽  
Development Model ◽  
Public Facility ◽  
Private Partnership ◽  
Sales Revenue ◽  
Identification Evaluation ◽  
Central District ◽  
Business District ◽  
Economical Feasibility

This research aims to develop a model of the development of the Central Business District (CBD) based on Public-Private Partnership. Objective is (1) To design a development model Central Business District-based public-private partnership (public-private partnership) through case studies in Surabaya (Suramadu Surabaya side managed by Badan Pengembangan Wilayah Suramadu), (2) Develop a feasibility analysis of the technical-economical (feasibility study) the development of Business Central District-based public-private partnership (public-private partnership) in Surabaya (Suramadu Surabaya side) managed by the BadanPengembangan Wilayah Suramadu, by mapping, identification-evaluation of the obstacles encountered, opportunities and strategies and formulations can be developed. Lease (HGB) 30 year Rp.500.000 /m2/yr; Sales 80%; Sales price /m2Rp. 15,000,000 /m2 (up 10%/yr); Management & Rental Public Facility 5% of sales revenue. Based on the analysis of the feasibility of investment in the CBD area pessimistic conditions, showed decent results with NPV Rp. 7,152,755,613,547, IRR 14.34%, 1.37 PI and PBP 17 years.

Forging Collective Capacity for Urban Redevelopment: “Power To,”“Power Over,” or Both?

2006 ◽  
Vol 5 (1) ◽  
pp. 5-22 ◽  
Author(s):  
Richard Gendron
Keyword(s):  
Local Development ◽  
Central Business District ◽  
Public Private Partnership ◽  
Political Elites ◽  
Private Partnership ◽  
The Public ◽  
Loma Prieta Earthquake ◽  
Urban Development Policy ◽  
Business District ◽  
Collective Capacity

This paper explores the dynamic of cooperation between economic and political elites in a public‐private partnership that was created to guide the redevelopment of downtown Santa Cruz, California, following the devastating Loma Prieta earthquake of 1989. While the public‐private partnership was instrumental in the success of post‐earthquake reconstruction of the central business district, the consensus and cooperation between progressive political leaders and local business elites in this “partnership” were often more apparent than real. This occurred not only because of the longstanding tensions between the local pro‐growth coalition and progressive political leadership of the city but also because the public‐private partnership became a mechanism for potential regime transformation. Thus, the “collective capacity” needed to proceed with post‐earthquake redevelopment of the central business district was “forged” in two senses: It was created to effect necessary redevelopment, but it was also counterfeit. Political elites sought to limit both the scope and the duration of the partnership to check the increasing power of economic elites in the aftermath of the earthquake. Although regime theory acknowledges the relationship between “power over” and “power to,” I argue that its emphasis on the latter overlooks critical sources of conflict in the creation and implementation of local urban development policy. Consequently, I further argue that an analysis of both conceptions of power is necessary to understand not only how local development policies are enacted but “who benefits” from them.

scholarly journals 2015 PENGEMBANGAN PUSAT BISNIS (CENTRAL BUSINESS DISTRICT) DENGAN POLA KERJASAMA PEMERINTAH-SWASTA (KASUS WILAYAH KAKI SURAMADU SISI SURABAYA)

2017 ◽  
Author(s):  
M Ikhsan Setiawan ◽  
agus sukoco
Keyword(s):  
Real Estate ◽  
Net Present Value ◽  
Central Business District ◽  
Present Value ◽  
Business District

Anggaran infrastruktur mencapai Rp 290 Trilyun dalam APBN-P (Anggaran Pendapatan Belanja Negara- Perubahan) tahun 2015 menjadi peluang tersediri bagi pengembangan bisnis properti, adanya pengembangan infrastruktur akan memicu peningkatan bisnis properti di daerah. Bursa Efek Indonesia tahun 2014 mencatat nilai kapitalisasi pasar (market cap) untuk sektor properti, real estate, dan konstruksi gedung mencapai Rp 360 Trilyun (BEI, 2014). Survey Bank Indonesia menunjukkan peningkatan signifikan dalam harga jual unit strata title di Jabodetabek, Banten dan Bandung segmen perkantoran, ritel, kondominium dan lahan industri, serta peningkatan tarif sewa properti komersial dan tarif hotel bintang 3, 4 dan 5 (BI, 2014). Otonomi daerah melalui Undang-undang nomor 22/1999 dan nomor 34/2004 menuntut pemerintah propinsi, kabupaten dan kota kreatif meningkatkan pendapatan daerah. APBD (Anggaran Pendapatan Belanja Daerah) tahun 2013 defisit keuangan daerah mencapai Rp 54,217 Trilyun (Kemendagri, 2013). Pengembangan bisnis properti daerah dapat berupa kolaborasi antara Pemerintah Pusat, Pemerintah Daerah, BUMN, BUMD, dan Swasta. Tujuan penelitian ini menganalisis bisnis properti melalui pola kerjasama pemerintah-swasta dalam pengembangan pusat bisnis seaport-waterfrontcity dengan mengambil studi kasus di area Jembatan Suramadu sisi Surabaya. Analisis dengan HGB 30 tahun dan biaya sewa Rp 500.000,- /m2 per tahun dengan penjualan optimis 100%, menunjukkan hasil yang layak dengan NPV Rp. 19.251.719.084.088, IRR 18,51%, PI 1,99 dan PBP 11 tahun.Kata Kunci: Bisnis Properti, Kerjasama Pemerintah-Swasta, Net Present Value

scholarly journals The Dynamic of Location Attributes Toward Malaysian Real Estate Investment Trust Performance

2018 ◽  
Vol 7 (2.29) ◽  
pp. 1121
Author(s):  
Rohaya Abdul Jalil ◽  
Izran Sarrazin Mohammad ◽  
Tiong Chai Ping
Keyword(s):  
Real Estate ◽  
Investment Decision ◽  
Pearson Correlation ◽  
Descriptive Analysis ◽  
Central Business District ◽  
Real Estate Investment Trust ◽  
Real Estate Investment ◽  
Investment Decision Making ◽  
Business District

The Malaysian real estate investment trusts (M-REITs) properties intensive location contributes toward higher rental yield. Nevertheless, the location diversification depends on the type of properties in the portfolio, puzzled shareholder in their investment decision making in M-REITs. This study aim to determine the dynamic of location attributes toward financial performance. The pearson correlation and descriptive analysis of ten years (2006 until 2015) data is used. This study indicate that there is correlation between attributes of economic location with dividend yield(DY) (cor: 0.241). Yet, the market capitalization, have a negative correlation (cor: -0.246), which contradict with prior study on REITs’ location attributes. This study also show that attributes of location of M-REITs properties should located between 5km to 10km from central business district (CBD).This study conclude that in order to ensure M-REITs properties remain competitive for commercial occupancy. The investment on M-REITs proven that dynamic of location attributes is priority, which support that M-REITs design for a long term investment goal.  

Institutional investor attitudes to technology-enhanced university vertical campuses in the digital era

2019 ◽  
Vol 44 (3) ◽  
pp. 146-159 ◽  
Author(s):  
Graeme Newell ◽  
Zaharah Manaf ◽  
Jufri Marzuki
Keyword(s):  
Real Estate ◽  
Asset Management ◽  
Industrial Revolution ◽  
Central Business District ◽  
University Education ◽  
Successful Operation ◽  
Digital Era ◽  
Office Space ◽  
Real Estate Sector ◽  
Business District

Universities internationally have recently increased their campuses to attract a broader coverage of students in a very competitive university education market (e.g. international students). This has seen many universities establish a Central Business District (CBD) office presence via vertical campuses in addition to their traditional campuses. To take advantage of the digital era, a key ingredient in this university space is smaller technology-enhanced teaching spaces in these vertical campuses rather than traditional large lecture theatres. Universities have considered a range of options to access this vertical campus office space, with the attractiveness of universities as major office space tenants and university education assets now being critically assessed as a potential real estate sector for investors; for example, included in a real estate fund. Using an extensive stakeholder survey of Australian universities, pension funds, real estate funds and appraisers, critical issues in the successful operation and management of vertical campus office assets are assessed for these various stakeholders in the vertical campus office asset management process in the digital age. Specific strategic and practical management issues for these vertical campus office assets as a real estate sector in this fourth Industrial Revolution and universities as major office space tenants are highlighted.

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