IDENTIFIKASI MODEL KELEMBAGAAN DALAM PENGELOLAAN EKOWISATA DI TAMAN NASIONAL GUNUNG GEDE PANGRANGO, JAWA BARAT

• Main Author: Dzaky Haidar, Aridiyon
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/56601
• Institution: Institut Teknologi Bandung

Taman Nasional Gunung Gede Pangrango(TNGGP) is one of the oldest National Park in Indonesia, which has great potential for nature tourism while became part of Cibodas Biosphere Reserve that must be preserved. This opportunity captured by Jawa Barat Provincial Government with including TNGGP in Provincial Tourisme Master Plan as ecotourism object. On the other hand, TNGGP is a conservation area based on the Regulation of the Minister of Environment and Forestry of the Republic of Indonesia Number P.7/Menlhk/Setjen/OTL.0/1/2016 which managed by the Technical Implementation Unit under the Ministry of Environment and Forestry. These facts show different focuses for TNGPP management involving national and provincial government and there has not been clear definition regarding special authority boundaries which affects TNGPP managements authority and double function of TNGPP as conservation and ecotourism area. To be able to create integrated development in TNGGP, required an institutional model that could portrait the role and coordination system of all stakeholders to achieve TNGGP as preservation area while optimizing the tourism potency. This study aims to identify the institutional model in the TNGGP Management. This research was conducted using content analysis, stakeholder analysis, and gap analysis. The Results show indicate that Balai Besar TNGGP (Technical Unit under MOEF), Dishut, DLH, and Disbudpar as the main actors in TNGGP management. The result also found that coordination in TNGGP management was not optimal, therefore Institutional model using the Destination Management Organization was formulated. This DMO put Dishut, Balai Besar TNGGP, and Disparbud as institutions with high community intensity. The results of DMO modelling may be a reference of institutional model to improve the management quality by increasing participations.