P-ISSN: 2808-0467

E-ISSN: 2808-5051

Homepage: https://iss.internationaljournallabs.com/index.php/iss

1660

OVERVIEW OF PROGRAM POLICY IMPLEMENTATION VILLAGE-

BASED NEIGHBORHOOD-OWNED ENTERPRISES (BUMRT)

Asnar

Faculty of Teacher Training and Education, Universitas Mulawarman, Samarinda, East Kalimantan, Indonesia

asnar3101@gmail.com

PAPER INFO ABSTRACT

Received:

November 2022

Revised:

November 2022

Approved:

November 2022

Background: National development aims to build independence including

development, including the neighborhood. One of the government's current

missions is to build the area to the bottom level, namely neighborhood,

achieved through community empowerment to create a more productive

society with business diversity, availability of facilities to support the

economy, and optimize the potential that exists for economic growth.

Aim: This study aims to determine the Implementation of the Village-Based

Neighborhood-Owned Enterprise (BUMRT) Policy in Sidomulyo Village,

Samarinda Ilir District, Samarinda City, along with its supporting and

inhibiting factors.

Method: It is a qualitative research. Purposive and accidental samplings were

used. Data were collected through in-depth interviews, role-playing

observations, and documentation. For the analysis, it used Miles and

Huberman's interactive model data analysis technique.

Findings: The human resources available at BUMRT only consist of 6

members. At the planning stage, the village government prepares the budget

needs of BUMRT based on the budget proposal submitted by BUMRT. At

the budgeting stage, the village government budgets need to be distributed to

Community Groups (Pokmas), and then Pokmas distribute budgets related to

BUMRT needs. At the evaluation stage, reporting and accountability of the

use of funds by BUMRT are carried out. There are activities such as

socialization to the community, formation of preparatory teams, proposed

draft BUMRT regulations, business license making, employee training, and

capital facilitation and assistance, as well as the existence of BUMRT. They

are expected to improve the welfare of the community, especially

economically, as well as reducing unemployment.

KEYWORDS

policy implementation, village-based neighborhood-owned enterprise, BUMRT

Commons Attribution-ShareAlike 4.0 International License (CC BY-SA 4.0)

INTRODUCTION

National development aims to build independence, including development to the bottom

of the region, namely the Neighborhood Association (Ermaya, 2016). One of the current

government missions is to build the region to the bottom level (Hardaniati, 2012), namely the

Neighborhood Association, which can be achieved through community empowerment to create

a more productive society with business diversity (Fitriska, 2017), the availability of facilities

and facilities to support the economy (Gultom & Tini, 2020), and optimize the existing

potential for economic growth (Romarina, 2016). The goal is to provide opportunities for

regions at the bottom level as the backbone of the national economy.

In Samarinda City, the enactment of Samarinda Mayor Regulation Number 11 of 2022

concerning Technical Guidelines for the Implementation of Community Development and

Empowerment (Pro-Bebaya) is a momentum for the community to optimize development in

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1661 Interdisciplinary Social Studies, 2(2), Nov 2022

the Neighborhood Association area, both in terms of infrastructure development and

community empowerment which is identically aimed at improving the standard of living of the

community from the economic side.

The usefulness of Pro-Bebaya funds is felt by the people of Samarinda City today, because

before the existence of Pro-Bebaya, in Samarinda City itself, it was felt that development and

community empowerment activities were running slowly due to limited funds. This can be seen

from the community's proposal at the Subdistrict-level Development Plan Deliberation

(Musrenbang), which always proposes the same development and community empowerment

activities every time a Development Plan Deliberation (Musrenbang) is held in the Village

because it feels that the proposal is not accommodated so that with this Pro-Bebaya, it is hoped

that development and community empowerment activities can be carried out more quickly,

evenly and can be a more prosperous community. This is the challenge that the government

currently has to achieve in implementing the Pro-Bebaya.

The Samarinda City Government in implementing Pro-Bebaya uses the Type IV Self-

Management system, where Development and Community Empowerment Activities in the

Village for the fiscal year 2022 are planned by the Regional Apparatus in charge of the budget

and/or based on the proposal of the Community Group (in this case the Lurah as the Budget

User Power of Attorney plans activities to be carried out in Pro-Bebaya starting from the

Village Musrenbang which will then be discussed to the level of Musrenbang Kota), and

implemented by the Community Group implementing/organizing the Self-Management. Self-

management organizers are determined by the leadership of the Self-Management

Implementing Community Group. This Community Group is directly elected by the village

community through elections facilitated by the local Village Government and the elected

community group only works until the end of the fiscal year (only 1 fiscal year) and can then

be re-elected through the initial election procedure.

One of the important elements to be achieved from the existence of Pro-Bebaya itself is

the Development of Village-Based Neighborhood-Based Business Entities. On the other hand,

the Development of Village-Based Neighborhood-Owned Enterprises is also the Flagship

Program of the Mayor of Samarinda.

One of the villages in Samarinda City, namely Sidomulyo Village, has a Business Entity

Owned by Neighborhood Association (BUMRT) located in Neighborhood Association 040

and is engaged in tent rental services, chairs, and other equipment for formal events and events

such as weddings, circumcisions, and concerts. However, along the way, the existence of

BUMRT is not optimized due to several obstacles, including the absence of regulations in

Samarinda City that explicitly specifically regulate BUMRT, the absence of legal status in

BUMRT, the absence of Articles of Association (AD/ART) in BUMRT, the absence of

Business Licensing Documents or documents such as Taxpayer User Numbers (NPWP), as

well as limited capital that hinders the development of BUMRT. If this BUMRT is optimized,

then there are several benefits felt by the surrounding community, including improving the

economy and community welfare, optimizing the assets and potential of neighboring

neighborhoods, increasing community businesses, creating market opportunities and networks,

creating jobs, and reducing unemployment.

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Based on the description above, the author is interested in conducting a study with the title

"Overview of Program Policy Implementation Village-Based Neighborhood-Owned

Enterprises (BUMRT)."

Implementation

Implementation is an action or implementation of a plan prepared carefully and

meticulously (Closa, 2021). In simple terms, implementation can also be interpreted as

implementation or implementation. Usman (2004) suggested that implementation is an

expansion of activities that adjust to each other. Wahab (2021) said that implementation is

actions carried out either by individuals/officials or government or private groups directed at

achieving the goals outlined in policy decisions.

The word implementation boils down to the activity, the existence of an action, or

mechanism of a system. The mechanism means that implementation is not just an activity, but

an activity planned and carried out seriously based on certain references or norms to achieve

certain activity goals (Chimhowu et al., 2019). In the Big Indonesian Dictionary (KBBI)

implementation is defined as implementation or application. That means that every activity to

be carried out is a genuine implementation to achieve the goal.

Implementation is a process of implementing a policy into a policy action from political

to administrative (Pülzl & Treib, 2017). Policy development in this case refers to improving a

program. Implementation is the expansion of activities that mutually adapt the process of

interaction between goals and actions to achieve them and requires a network of implementers,

and effective bureaucracy (Datnow & Park, 2021). Implementation is a dynamic process, in

which the implementation of a policy carries out an activity that will generate a result following

the goals or objectives of the policy itself (Grindle, 2017). Policy implementation is something

important and even more important than policymaking. Policies are just dreams or good plans

neatly stored in the archives if they are left unimplemented (Agustina, 2019).

From some of the definitions mentioned above, it can be seen that policy implementation

involves three things. First the existence of policy goals or objectives, secondly the existence

of activities or activities to achieve goals, and the third is the existence of activity results.

Policy

Today, the term policy is more often and widely used concerning government actions or

activities such as the behavior of the state in general. To see the success of a policy and action

in decision-making depends largely on the implementation of the policy itself (Fan & Hui, 2020).

Policy is an action that leads to a goal proposed by a person, group, or government in a certain

environment in connection with certain obstacles while looking for opportunities to achieve

the goal or realize the desired goal (van Meter & van Horn, 1975).

Policy implementation is, in principle, a way for a policy to achieve its further objectives

explained that it is nothing more and nothing less (Rubini, 2012). Implementation concerns the

action of how far it has been programmed is truly satisfactory (Abdullah et al., 2019).

Subarsono (2005) tried to adopt a wisdom system model that concerns several components that

must always be present for the demands of wisdom to be realized as the result of policy. 6

variables affect the successful implementation of wisdom as follows:

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1) Standards of discretion and objectives, i.e. a comprehensive breakdown of the

objectives of policy decisions in the form of regulatory documents towards the

determination of specific and concrete standards for assessing program performance.

2) Resource, wisdom covers more than just target standards, but also demands the

availability of resources that will streamline implementation. These resources can be

in the form of funds or other incentives that will support effective implementation.

3) The characteristics of the implementing agent include organizational characteristics

that will determine the success or failure of a program, including the competence and

size of the agent's staff, legislative and executive support, organizational strength,

and degree of openness of communication with outside parties and policy-making

bodies.

4) Communication between organizations and implementing activities. Implementation

requires institutional mechanisms and procedures that regulate communication

patterns between organizations ranging from higher to lowest authority.

5) Social, economic, and political conditions. Environmental variables for program

implementation, including the economic resources of implementing organizations,

how the nature of public opinion, elite support, roles, and interest groups and the

private sector in supporting the success of the program.

6) Disposition of the attitude of the executors. In the organization in which the program

is implemented, it can change its rejective, neutral, and accepting attitudes related to

the system of personal values, loyalty, self-interest, and so on.

Policy Implementation

According to Nugroho (2004), policy implementation is in principle a way for a policy to

achieve its goals (no more and no less). Furthermore, Nugroho (2004) stated that good planning

or a policy will play a role in determining good results. The concept (which is supported by

future data and information) contributes to a proportion of about 60 percent to the success of

the policy and a proportion of about 40 percent to the implementation that must be consistent

with the concept.

To Subarsono (2005), six variables affect implementation performance, namely:

1) Policy standards and objectives. Policy standards and objectives must be clear and

measurable so that they can be realized. If policy standards and objectives are blurred,

there will be multiple interpretations and easily create conflicts among

implementation agents.

2) Resources. Policy implementation needs to support resources, both human resources

and non-human resources.

3) Relations between organizations. In many programs, the implementation of a

program needs support and coordination with other agencies. For this reason,

coordination and cooperation between agencies are needed for the success of a

program.

4) Characteristics of the executing agent. What is meant by the characteristics of the

implementing agency is that it includes the bureaucratic structure, norms, and

relationships that occur within the bureaucracy, all of which will affect the

implementation of a program.

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5) Social, political, and economic conditions. These variables include environmental

economic resources that can support successful policy implementation; the extent to

which interest groups provide support for policy implementation; the characteristics

of the participants, i.e. in favor or rejection, of the nature of public opinion in the

environment; and whether the political elite supports policy implementation.

6) Disposition of implementors. The disposition of the implementor includes three

important things, namely the implementor's response to the policy (Influencing his

willingness to implement the policy), cognition (Understanding of the policy), and

the intensity of the implementor's disposition (The value preference possessed by the

implementor).

With the existence of various theories of public policy implementation, we must choose

the right theory, to solve the problem to be addressed. People must be observant in choosing a

theory that fits the needs of the chosen policy. However, there is one most important thing, that

is, the implementation of the policy must display the effectiveness of the policy itself.

In principle, there are four "rights" that need to be fulfilled in terms of achieving the

effectiveness of policy implementation (Nugroho, 2004):

1) Policies that are already in place. The accuracy of this policy is judged by the extent to

which the existing policy has contained things that do solve the problem to be solved.

The second side of the policy is whether the policy has been formulated according to

the character of the problem to be solved. The third side is whether the policy is made

by an institution that has the authority that is following the character of the policy.

2) Exactly the implementation. Implementation actors are not just governments. Three

institutions can be implementers, namely the government, cooperation between the

government, the public/private sector, or the implementation of privatized policies.

Policies that are a monopoly, such as ID cards. Policies that are empowering to the

community, such as overcoming poverty. Policies that direct community activities.

3) Right on target. This precision relates to three things. First, whether the targets

intervened are as planned, do not overlap, or do not conflict with other policy

interventions. Second, whether the target is in a state of readiness for intervention or

not. Third, whether the policy intervention is new or renews the implementation of the

previous policy.

4) The fourth right is the right environment. There are two most decisive environments,

namely the policy environment and the policy external environment. The policy

environment is the interaction between policymaking and policy-implementing

agencies with other related institutions. The external environment as an exogenous

variable consists of public opinion, that is, the public perception of policy and the

implementation of policies, the institution of interpretation with strategic institutions in

society, and certain individuals who can play an important role in interpreting policies

and implementing policies.

Mazmanian and Sabatier (1983) for policy implementation require special measures,

namely identifying problems to be implemented, asserting the goals to be achieved, and

designing the structure of the implementation process. Meanwhile, the success factors of

implementation are the clarity of the program's objectives at the level of consensus among

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implementers of these goals, the degree of change from the old habits that the program desires,

and the type of person who benefits from the client.

Program

The program is the first element that must exist to create an activity. Through the program,

all forms of plans will be more organized and easier to operate. Martono and Harjito (2007)

explained that a program is a form of plan that will be carried out or implemented. He also

explained that the program is the first element that must exist to achieve an activity.

According to van Meter and van Horn (1975), six factors affect policy implementation,

namely the basic size and objectives of the policy, sources, communication between

organizations and implementing activities, characteristics of implementing bodies, conditions

(economic, social, and political), and tendencies of implementers.

Edwards III et al. (2022) identified factors that influence the successful implementation of

policies, namely:

1) Communication: Communication is a policy tool for conveying orders and directives

from policymaking sources to those who are authorized and responsible for

implementing the policy.

2) Resources: Resources are one of the important factors in the implementation of

policies/programs because no matter how well the policy is formulated without

adequate resource support, the policy will have difficulty in implementation. Without

adequate resources, policy implementation will fail. The resources in question are the

number of people or staff as implementers who have adequate expertise, information,

and other supporting facilities.

3) Disposition: The disposition or attitude of the implementers is defined as the

willingness or intention of the implementers to implement a policy and also as the

physiological motivation of the implementers in carrying out activities. The elements

of this motivation are understanding and knowledge, the direction of the response from

the implementation of the policy, and the intensity of the response itself.

4) Bureaucratic Structure: The bureaucratic structure is the institutional structure of the

implementation of the program. There are two elements in this, namely routine

procedures or standard operating procedures and fragmentation (splitting/dividing for

some parts of power).

Neighborhood-Owned Enterprises (BUMRT)

Neighborhood-Owned Enterprises (BUMRT) are entities formed at the initiation of the

community and/or the Village Government to utilize all economic potentials, economic

institutions, as well as the potential of natural resources and human resources to improve the

welfare of the community around the Neighborhood Association in particular, and the village

in general.

Business Entities Owned by Neighborhood Association (BUMRT) have functions,

including:

1) Institutions that serve the economic needs and/or general services of the community;

2) Social institutions that must side with the interests of society through their contribution

to the provision of social services;

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3) Commercial institutions that open wider space to the community to increase income, in

other words, create jobs and reduce unemployment; and

4) Institutions that can explore and utilize the potential of economic businesses to increase

income.

METHOD

The type of research used by researchers in this study is qualitative research. The research

focus in this study includes:

1) Implementation of the Neighborhood-Owned Enterprises (BUMRT) Business Entity

Program Policy in Sidomulyo Village, Samarinda Ilir District, Samarinda City, with

input, process, output, and outcome indicators.

2) Factors influencing the Implementation of the Neighborhood-Owned Enterprises

(BUMRT) Program Policy in Sidomulyo Village, Samarinda Ilir District, Samarinda

City, with indicators of Supporting Factors and Inhibiting Factors.

Data sources taken in this study include:

1) Informants: In determining informants, researchers use the purposive sampling method.

As a first step, the researcher chose the Village Chief of Sidomulyo Village Office,

Samarinda Ilir District, Samarinda City, as a key informant. As for informants,

including the Head of the Economic Development Section, the Head of the Community

Empowerment Welfare Section at the Sidomulyo Village Office, Samarinda Ilir

District, Samarinda City, as well as the managers of several members of the

Neighborhood-Owned Enterprises (BUMRT) in the Neighborhood Association 040

area of Sidomulyo Village, Samarinda Ilir District, Samarinda City, as informants. The

researcher determines the number of informants based on the level of data saturation,

meaning that if the information obtained by the researcher is from the repetition of the

public experience and there is no significant difference in information, then the process

of collecting information as data is considered complete.

2) Location: In this case the research site, available facilities, natural state, and socio-

cultural state. Based on the characteristics of this region, the researcher obtains data on

the focus of the study.

3) Documents: Sources of data obtained through other report materials, as well as other

matters relevant to the problem under study.

Data collection techniques in this study are interviews, observations, and documentation

studies. As for data analysis techniques, after the collection of data, researchers simplify the

data, present the data, and draw conclusions.

RESULTS AND DISCUSSION

Implementation of the Neighborhood-Owned Enterprises (BUMRT) Business Entity

Program Policy in Sidomulyo Village, Samarinda Ilir District, Samarinda City

Input

Inputs related to the Implementation of the Village-Based Neighborhood Association

(BUMRT) Business Entity Program Policy in Sidomulyo Village, Samarinda Ilir District,

Samarinda City are related to the allocated budget and available human resources.

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1667 Interdisciplinary Social Studies, 2(2), Nov 2022

For BUMRT in Sidomulyo Village, the budget is still in the form of initial capital which

is self-help, which is Rp. 39,000,000 (Thirty-Nine Million Rupiah), while the capital from the

government until now does not exist. The human resources available at this BUMRT only

consist of 6 people.

Process

The process related to the Implementation of the Neighborhood-Owned Enterprises

(BUMRT) Program Policy in Sidomulyo Village, Samarinda Ilir District, Samarinda City, is

related to procedures carried out starting from planning, budgeting, to the evaluation stage.

At the planning stage, the village government prepares the budget needs of BUMRT based

on the budget proposal submitted by BUMRT. At the budgeting stage, the village government

budgets budget needs to Community Groups (Pokmas), and then Pokmas distribute budgets

related to BUMRT needs. At the evaluation stage, reporting and accountability of the use of

funds by BUMRT are carried out.

Output

Outputs related to the Implementation of the Neighborhood-Owned Enterprises (BUMRT)

Program Policy in Sidomulyo Village, Samarinda Ilir District, Samarinda City, are related to

activities such as socialization to the community, formation of preparatory teams,

implementers, and supervisors, proposed draft BUMRT regulations, facilitation of business

license making, employee training, and capital facilitation and assistance.

Outcome

The results related to the Implementation of the Neighborhood-Owned Enterprises

(BUMRT) Program Policy in Sidomulyo Village, Samarinda Ilir District, Samarinda City, are

expected to improve the welfare of the surrounding community, especially from the economic

side, as well as create jobs and reduce unemployment.

Factors Affecting the Implementation of the Neighborhood-Owned Enterprises

(BUMRT) Program Policy in Sidomulyo Village, Samarinda Ilir District, Samarinda City

Supporting Factors

From the author's observations at the research site, the author knows the factors that

influence the Implementation of the Village-Based Neighborhood-Owned Enterprises

(BUMRT) Program Policy in Sidomulyo Village, Samarinda Ilir District, Samarinda City, in

terms of support, namely the full support of the Mayor of Samarinda, because the

Neighborhood-Owned Enterprises (BUMRT) is one of the 9 Priority Programs of the Mayor

of Samarinda, which is also in its development can optimize the available budget of the

Community Development and Empowerment Program (Pro-Bebaya).

Inhibiting Factors

The factors that affect the Implementation of the Neighborhood-Owned Enterprises

(BUMRT) Business Entity Program Policy in Sidomulyo Village, Samarinda Ilir District,

Samarinda City, in terms of obstacles, namely there is no regulation in Samarinda City that

explicitly specifically regulates BUMRT, there is no legal status in BUMRT, there is no

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Articles of Association (AD/ART) in BUMRT, the absence of Business Licensing Documents

or documents such as Taxpayer User Numbers (NPWP), as well as limited capital that hinders

the development of BUMRT.

CONCLUSION

Implementation of the Neighborhood-Owned Enterprises (BUMRT) Business Entity

Program Policy in Sidomulyo Village, Samarinda Ilir District, Samarinda City is reviewed

from four indicators, namely Input, Process, Output, and Outcome. Inputs or inputs are related

to the allocated budget and available human resources. For BUMRT in Sidomulyo Village, the

budget is still in the form of initial capital which is self-help, which is Rp. 39,000,000 (Thirty-

Nine Million Rupiah), while the capital from the government until now does not exist. The

human resources available at this BUMRT only consist of 6 (six) people. The process is related

to the procedures carried out starting from planning, and budgeting, to the evaluation stage. At

the planning stage, the village government prepares the budget needs of BUMRT based on the

budget proposal submitted by BUMRT. At the budgeting stage, the village government budgets

budget needs to Community Groups (Pokmas), and then Pokmas distribute budgets related to

BUMRT needs. At the evaluation stage, reporting and accountability of the use of funds by

BUMRT are carried out. Outputs or outputs related to activities such as Socialization to the

Community, Formation of Preparatory Teams, Implementers, and Supervisors, Proposed Draft

BUMRT Regulations, Facilitation of Business License Making, Employee Training, and

Capital Facilitation and Assistance, as well as Outcomes or Results related to the

Implementation of Neighborhood-Owned Enterprises (BUMRT) Program Policies in

Sidomulyo Village, Samarinda Ilir District, Samarinda City, are expected to increase the

welfare of the surrounding community, especially in terms of the economy, as well as creating

jobs and reducing unemployment.

The supporting factor for the Implementation of the Village-Based Neighborhood Owned

Enterprises (BUMRT) Program Policy in Sidomulyo Village, Samarinda Ilir District,

Samarinda City, is the full support of the Mayor of Samarinda because the Neighborhood

Association Owned Enterprises (BUMRT) are one of the 9 (Nine) Priority Programs of the

Mayor of Samarinda, which also in its development can optimize the available budget of the

Community Development and Empowerment Program (Pro-Bebaya). The factors hindering

the Implementation of the Neighborhood-Owned Enterprises (BUMRT) Program Policy in

Sidomulyo Village, Samarinda Ilir District, Samarinda City, namely there is no regulation in

Samarinda City that explicitly specifically regulates BUMRT, there is no legal status in

BUMRT, there is no Articles of Association and Household (ADART) in BUMRT, there is no

Business Licensing Document or documents such as Taxpayer User Number (NPWP), and

limited capital that hinders the development of BUMRT.

Based on the existing conclusions, the advice that may be given by the author and useful,

namely the Neighborhood-Owned Enterprises (BUMRT) needs to be optimized for its

existence, through the establishment of special BUMRT regulations, then facilitating business

licenses and capital, because the benefits of BUMRT will affect the welfare of the community

from the economic side, create jobs, and reduce unemployment. Furthermore, the development

of BUMRT yang well managed can support the community's economy in certain conditions

and situations, such as inflation.

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1669 Interdisciplinary Social Studies, 2(2), Nov 2022

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