INSTITUTIONAL FORM ANALYSIS IN MANAGING CONNECTIVITY TO WEST JAVA INTERNATIONAL AIRPORT AND KERTAJATI AEROCITY AREA

• Main Author: Azkarifa, Shofi
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/51623
• Institution: Institut Teknologi Bandung

West Java International Airport (BIJB) Kertajati is an airport established by the West Java Provincial Government with the Aerotropolis concept to increase regional economic growth. As for supporting the development of this airport, it is necessary to manage an integrated transportation system. The distinctive feature of aerotropolis transportation is the distribution of connectivity to the airport into aeorotrain and aerolanes. In the context of BIJB Kertajati, these two types of infrastructure connect the airport with its external area. Unfortunately, current institution’s condition shows that ther is no legal regulation or institution that accommodates the integrated transport management of BIJB Kertajati. Therefore, an analysis of the institutional form of connectivity management to BIJB Kertajati is needed. This study proposes an institutional form through a series qualitative analysis such as content analysis, descriptive-qualitative analysis, and stakeholder analysis. The institutional form is obtained by identifying the level of decision making through an overview of the interest, importance and influence of each stakeholder to produce key stakeholders. After that, the level of decision making of key stakeholders is identified based on the visible role of the interest. The decision-making level is then analyzed by looking at the relationship and potential capacity development of each actor involved to formulate a proposal for an institutional form for the management of connectivity to the integrated BIJB Kertajati. The existing institutional form of access management shows a vertically integrated scheme, where each level of decision-making is occupied by actors who tend to be the same actor, and horizontally separated, which different managers for each aerolanes and aerotrain manage the access. This can be seen from the form of relations which is dominated by the form of direct contracts between institutions at the strategic level to the operators. Then in each type of access, the authority isv separated in different institutions and there has not been significant coordination to manage the intermodal transportation system. PT Bandara Internasional Jawa Barat (BIJB) as the commercial manager of BIJB Kertajati and Aerocty Area has the potential to carry out a more comprehensive tactical role. This can be seen from the interest in managing intermodal transport and also statements from stakeholders who need a form of coordination and institutions that can play a significant role in integrating aerotrain and aerolanes. In this case, PT BIJB must increase the capacity to be able to determine routes, integrated tariffs between modes, and provide transportation. The government at the strategic level also needs to design regulations to give PT BIJB authority to regulate intermodal access to BIJB Kertajati. Based on this, it is concluded that the proposed institutional form for management of access to BIJB Kertajati will be separated vertically, and integrated horizontally. Where PT BIJB increases its capacity to manage the tactical level in all types of connectivity both aerolanes and aerotraines. The proposed institutional form should encourage the integration of institutional functions horizontally and divide roles vertically in which one institution can be concentrated at one strategic, tactical, and operational level. However, considering the capacity and current form of authority, the proposed form is not fully compact and integrated. Yhe strategic and operational levels still tend to be separated horizontally. Currently, there is no business entity that is able to provide and manage technical services for each aerolanes and aerotrain access. Likewise, at the strategic level, the authority for managing transportation in Indonesia is separated from different ministries and agencies. At the tactical level, the role pushed to PT BIJB also needs to be gradually increased. This study also recommends the change of institutional forms gradually from year to year. Where in the first and second years, it is prioritized for institutions at the strategic level to review and prepare for the division of authority, and operators to complete access development. After that, in the next stage, PT BIJB can gradually carry out a tactical role by coordinating route determination, tariffs and also transportation provision