Institutional Oversight and Challenges in Public-Private Partnership: The Cibitung Main Market Revitalization Case
DOI:
https://doi.org/10.59110/aplikatif.v4i2.619Keywords:
Local Government, Public-Private Partnership, Performance Measurement, Revitalization, SupervisionAbstract
This study aims to evaluate the implementation of the revitalization program of Pasar Induk Cibitung by applying Kadarman’s (2001) control theory, which includes three essential functions: setting standards, measuring performance, and correcting deviations. The research addresses emerging problems in the cooperation between the regional government and private partner, particularly delays in project completion and public service delivery. A qualitative descriptive method was used, involving in-depth interviews, documentation review, and literature analysis. The study reveals that the set standards in physical development, service management, and trader accommodation have not been met. Performance measurements indicate inconsistencies in target achievements and low satisfaction among market users. Moreover, the lack of responsive corrective actions has prolonged unresolved issues, leading to operational stagnation and declining stakeholder trust. The findings underscore the importance of effective supervision mechanisms and institutional commitment to ensure the revitalization goals serve the public interest. This study contributes to improving project oversight practices and informing policy development in the context of public-private partnerships.
References
Alvina, B. W., & Harsasto, P. (2020). Evaluation of traditional market revitalization based on partnership: A case study of Bandarjo traditional market, Semarang Regency. Journal of Politic and Government Studies, 9(2), 31–40. https://ejournal3.undip.ac.id/index.php/jpgs/article/view/26998/23752
Andrianto, M. S., Matoati, R., & Ermawati, W. J. (2023). Revitalization of organization and business determination of BUMDes Cibadak Mandiri of Desa Cibadak, Ciampea, Bogor. 9(1), 12. https://doi.org/10.22146/jpkm.79467
Artina, D., & Diana, L. (2023). Authority of the Pekanbaru City local government in supervising Sukaramai Trade Center market. SIBATIK JOURNAL: Journal of Social, Economic, Cultural, Technological, and Educational Sciences, 2(6), 1693–1706. https://doi.org/10.54443/sibatik.v2i6.922
Cahyani, N. M., Suamba, I. K., & Dewi, I. G. A. A. O. (2022). Governance of traditional markets and traders’ income after market revitalization: A case study of Kapal Market, Mengwi District, Badung Regency. Journal of Agribusiness and Agritourism, 11(1), 304. https://doi.org/10.24843/jaa.2022.v11.i01.p28
Cao, Y., Zhou, F., Pulver, E., Molnar, L., Robert, L., Tilbury, D., … & Yang, X. (2021). Towards standardized metrics for measuring takeover performance in conditionally automated driving: a systematic review. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3867520
Chakraborty, D. (2024). Reworking spaces: A new market in a new town. Sociological Bulletin, 74(1), 60-78. https://doi.org/10.1177/00380229241306086
Chang, J., & Lin, C. (2022). Establishing urban revitalization and regional development strategies with consideration of urban stakeholders based on the ISA-NRM approach. Sustainability, 14(12), 7230. https://doi.org/10.3390/su14127230
Coyne, C. J., Romero, M. R., & Storr, V. H. (2022). The market as a space for building a peaceful society. Peace Review, 34(3), 333–342. https://doi.org/10.1080/10402659.2022.2092395
Danisworo, M., & Martokusomo, W. (2002). Revitalization of urban areas: Notes on the development and utilization of urban areas. Info Urdi.
De Carlo, A., Dal Corso, L., Carluccio, F., Colledani, D., & Falco, A. (2020). Positive Supervisor Behaviors and Employee Performance: The Serial Mediation of Workplace Spirituality and Work Engagement. Frontiers in Psychology, 11, 1834. https://doi.org/10.3389/fpsyg.2020.01834
Engkus, E. (2021). Implementation of traditional market revitalization policy in Bantar Gebang, Bekasi City. Jurnal Governansi, 7(2), 149–160. https://doi.org/10.30997/JGS.V7I2.4138
Gewa, C., Onyango, A., Opiyo, R., Cheskin, L., & Gittelsohn, J. (2021). Food environment in and around primary school children’s schools and neighborhoods in two urban settings in Kenya. International Journal of Environmental Research and Public Health, 18(10), 5136. https://doi.org/10.3390/ijerph18105136
Holmes, A. C., Acker, L. D., & Boettcher, M. L. (2022). Supervision, Leadership, and Management: Distinct, Yet Complementary. New Directions for Student Services, 2022(179), 5–15. https://doi.org/10.1002/ss.20393
Horbliuk, S., & Dehtiarova, I. (2021). Approaches to urban revitalization policy in light of the latest concepts of sustainable urban development. Baltic Journal of Economic Studies, 7(3), 46-55. https://doi.org/10.30525/2256-0742/2021-7-3-46-55
Irawati, T., & Setyowati, R. (2022). Performance evaluation of traditional market’s facilities and infrastructures. Jurnal Teknik Sipil, 18(1), 12–32. https://doi.org/10.28932/jts.v18i1.3703
Irwansyah, I. (2020). Policy on structuring and maintenance of the Bireuen Main Market. Jurnal Public Policy, 6(2), 123–132. https://doi.org/10.1234/jpp.v6i2.5678
Kadarman. (2001). Strategic management. PPM Institute.
Kepirianto, C., Poedjosoedarmo, S., & Suhandano, S. (2019). Accommodation strategy in buying and selling conversations at Gang Baru traditional market, Chinatown Semarang. HUMANIKA, 26(2), 81–95. https://doi.org/10.14710/HUMANIKA.V26I2.24791
Laode, K., & Ridzal, N. A. (2022). Pengaruh good corporate governance terhadap kinerja karyawan pada PT. PLN (Persero) UP3 Baubau. Journal of Culture Accounting and Auditing, 1(2), 27–43. https://doi.org/10.30587/jcaa.v1i2.4832
Lestari, A. H., Zakaria, S., & Yunita, D. (2022). Revitalization of Tagog Padalarang traditional market by the Department of Industry and Trade, West Bandung Regency. Jurnal Administrasi Pemerintahan (Janitra), 1(2), 121. https://doi.org/10.24198/janitra.v1i2.38246
Paithankar, T., Bhatia, K., & Tank, V. (2024). Rethinking market as public spaces through placemaking strategies: Case of Chh. Sambhajinagar, Maharashtra. International Journal of Innovative Science and Research Technology, 24(8), 255-267. https://doi.org/10.38124/ijisrt/ijisrt24aug255
Perreault, W. D., & McCarthy, E. J. (2006). Basic marketing: A global-managerial approach. McGraw-Hill.
Petrowski, N., Castro, F., Davis-Becker, S., Gladstone, M., Alves, C., Becher, Y., … & Cappa, C. (2023). Establishing performance standards for child development: learnings from the ecdi2030. Journal of Health Population and Nutrition, 42(1). https://doi.org/10.1186/s41043-023-00483-2
Pineda, V. S. (2022). What is inclusive and accessible public space? The Journal of Public Space, 7(2), 5–8. https://doi.org/10.32891/jps.v7i2.1607
Pratami, A. R., Priyono, R., & Arintoko, A. (2019). Determinants of traders’ income at revitalized vs. non-revitalized traditional wet markets. Economic Journal of Emerging Markets, 14(2). https://doi.org/10.20884/1.ERJPE.2019.14.2.1329
Ragheb, G., & Ragheb, A. (2021). A multi-criteria decision for touristic revitalization of historic waterfront based on AHP analysis: A case study of Ezbet El-Borg city, Damietta, Egypt. International Journal of Sustainable Development and Planning, 16(8), 1437-1448. https://doi.org/10.18280/ijsdp.160804
Ridzal, N. A., Bertuah, E., Heningtyas, O. S., Situmorang, B., Kartika, E., Ilyas, M., ... & Das, N. A. (2022). Good corporate governance (Tata Kelola Perusahaan Yang Baik). Media Sains Indonesia.
Rusmana, A., Siregar, H. B., & Muda, I. (2021). Analysis of the revitalization of the trade office in the development of regional traditional markets. International Journal of Business, Economics, and Law, 24(1), 147–156. https://doi.org/10.5220/0009938801450152
Saragih, L. S., & Meak, S. V. (2022). Post-revitalization of traditional market from a marketing perspective. Revenue: Journal of Marketing, 1(2), 58–67. https://doi.org/10.38043/revenue.v1i2.3737
Sugiyono. (2012). Quantitative, qualitative, and R&D research methods. Alfabeta.
Tanjung, R., & Syarvina, W. (2022). Analysis of the revitalization of the trade office in the development of the Mampang Mandailing Natal Market. Journal of Indonesian Management (JIM), 2(1). https://doi.org/10.53697/jim.v2i1.443
Tures, A. (2023). Cooperation between organisations and projects. In Lecture notes in networks and systems (pp. 287–294). https://doi.org/10.1007/978-3-031-34629-3_24
Vassileva, A., & Ignjatijević, S. (2020). BOT (build-operate-transfer) projects as a successful model of public-private partnership. 23, 23–36. https://doi.org/10.5937/REV2092023V
Wanyama, S., & Eyamu, S. (2021). Perceived organizational support, graduate research supervision, and research completion rate. Employee Relations, 43(6), 1414-1430. https://doi.org/10.1108/er-05-2020-0205
Yaqin, N., Ambarwati, R., & Hermawan, S. (2023). The existence of traditional markets in the face of modern markets. Kontigensi: Scientific Journal of Management, 11(1), 115–125. https://doi.org/10.56457/jimk.v11i1.329
Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). SAGE Publications.
Zabielaitė-Skirmantė, M., Burinskienė, M., & Maliene, V. (2023). Influence of revitalization on the social and economic well-being of residents: Case study of Lithuania. Sustainability, 15(9), 7304. https://doi.org/10.3390/su15097304
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Uum Rahma Wati, Lukmanul Hakim, Kariena Febriantin

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.