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INTERNATIONAL JOURNAL OF SOCIAL SCIENCES 15

th August 2018. Vol.65. No.1

© 2012-2018 TIJOSS & ARF. All rights reserved ISSN 2305-4557 www.Tijoss.com

39

APPLYING ASOCA FRAMEWORK TO IDENTIFY STRATEGIC PROGRAM

FOR IMPLEMENTING VILLAGE FUND POLICY:

The case of Karimun District, Riau Archipelago Province, Indonesia

Muhammad Firmansyah1, Aries Djaenuri

1, Khasan Effendi

1, Sampara Lukman

1

1 Institute of Government Science, West Java, Indonesia.

Correspondence: [email protected]

Abstract

Rural development became one of the centers of attention of many scientists when

Jokowi-JK realized village fund policy (KDD). However, the availability of funds alone

does not guarantee the acceleration of the village development. Previous researches

show that various factors strongly influence the implementation, effectiveness, and

performance of village funds as a panacea for village backwardness. Although village

funds realized with the principle of respecting local wisdom, so far, no scholar has

given particular attention to the question of how to identify the potential of this local

wisdom. Starting with ASOCA's mindset, this article seeks to identify the strategic

programs of development and empowerment of village communities that can be funded

by village funds. This article is the result of empirical research with the qualitative

approach in Jang Village and Rawa Jaya Village, Moro District, Karimun Regency,

Riau Islands Province. The primary data source for the study came from informants

selected purposively from a pool of KDD executors involved in the implementation of

village funds, at district, sub-district and village levels. While the secondary data of the

study comes from the official publication of government organizations, civil society

organizations, and private corporations. Drawing on data analyzed using the

interactive model, we identified six strategic programs of the development and

empowerment of village communities in each village. We also discuss the implications

of research findings for further research agenda on village funds and the practical

implications of research findings for village fund management practices, at the village,

sub-district and district levels.

Keywords: ASOCA, village fund, strategic analysis, rural development, Karimun

1. Introduction

The meaning of development continues to

evolve until today (Pieterse, 2010; Somjee, 1991;

Todaro & Smith, 2011; Willis, 2005).

Development is still believed to be the path

towards change and promises new hope to solve

the problem of poverty, underdevelopment and

turn into the dominant discourse in the third world

countries, including in Indonesia (Fakih, 2011). In

Indonesia, the passion to develop after the

independence has emerged in the era of Soekarno's

government. This spirit grew steadily in the

Suharto era (Mas’oed, 2008) The development

continues to be one of the important agendas of

each ruling regime in Indonesia. Simply put,

development is the process of changing all aspects

of community life into a better direction through a

planned effort (Kartasasmita, 2001). Development

is culture-specific and time-specific

(Tjokrowinoto, 1995) The meaning of

development depends on the context of who uses

it, for what purposes, is the term used in various

contexts, and is often used in specific political and

ideological connotations and gradually,

development as a theory turns into an approach

and ideology, even into a paradigm in social

change (Kuhn, 1970).

Currently, one of the development discourses

in Indonesia that attract the attention of many

people is about village development or rural

development which emphasizes the principle of

participation, initiatives from below, cooperation

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40

and collaboration (Beratha, 1992) The trigger is a

Jokowi-JK’s political decision in realizing the

village fund policy (kebijakan dana desa or KDD)

as mandated by Article 72 Paragraph 1 sub-

paragraph d of Law No. 6 of 2014 on Villages that

significantly respects the diversity of potential,

opportunities, needs, aspirations and practices of

local wisdom owned by each village. Law No. 6 of

2014 on Villages understands local wisdom as a

process of development implementation that is in

harmony with the "needs and interests of the

village community." However, the inconsistency

of central government began to appear when

issuing several rules such as the Regulation of

Village, Disadvantage Region, and Transmigration

Number 05 of 2015, the Regulation of Village,

Disadvantage Region, and Transmigration Number

21 of 2015, the Regulation of Village,


22 of 2016, the Regulation of Village,


4 of 2017 on the priority of village funds utility.

This regulation is not only contrary to the principle

of local wisdom but also dictates village

government institutions and villagers to spend

village funds as embodied in the RPJMD and

APBD. In other words, the provisions on the

priority of the use of village funds issued by the

central government actively disrespect the

deliberative processes occurring in the village.

On the other hand, although village funds

provide the capability of village government

institutions and villagers to carry out the

development according to their potential,

conditions, and aspirations, it cannot be denied that

village funds are financial aid from the central

government to the village government. If not

carefully managed, the village funds have the

potential to create a culture of dependence and

beggar culture among the villagers. Therefore, the

values that the central government wants to

transfer through village funds (e.g., transparency,

participation, local wisdom, consensus

deliberations) must deal with the collective

memory of village elites and villagers who have

been comforted into top-down programs that tend

to spoil the public.

So far, KDD studies by Indonesian scientists

are still concentrating on issues of accountability

(Arifiyanto, 2014; Latrini & Widhiyani, 2017;

Nahruddin, 2014; Setiawan, Habodin, & Wilujeng,

2017; Setyoko, 2011), transparency (Amirruddin,

Muhammadiah, & Azikin, 2012), the effectiveness

of policy formulation (Atmojo, Fridayani, Kasiwi,

& Pratama, 2017; Hilman, 2017), policy

implementation (Raharjo, Sjamsuddin, &

Hardjanto, 2013; TSL, Mappamiring, & Samma,

2013), the quality of village democracy (Widodo,

2017), the role of Village Owned Enterprises

(Badan Usaha Milik Desa or BUMDes) (Sidik,

2015), village information systems (Dilson &

Noviardi, 2017; Setiaji & Setiawan, 2016), and

village financial administration (Sutaryo &

Nuwandiri, 2016). No research has yet attempted

to show how to identify strategic programs that

may be funded by village funds. This research tries

to fulfil this purpose by using ASOCA (Suradinata,

2013) concept (agility, strength, opportunity,

culture, and ability) which modifies the concept of

SWOT because it is less focus on aspects of

culture and agility.

2. Methods

This research used qualitative approach with

case study design. Qualitative research is a

research that seeks to explore perceptions of

research informants through the interaction of

researchers with research informants in a natural

context. While the case study design refers to a

research process that seeks to collect specific

information about people, social settings, events,

and groups that enable researchers to understand

phenomena, events, events functioning, working,

or operating (Berg, 2001).

Two types of data

become the primary source of this research,

namely: primary data and secondary data. Primary

data was data derived from research informants

collected through in-depth interviews and field

observations. Secondary data were research data

derived from publications of government

organizations (e.g., Central Bureau of Statistics,

reports, meeting minutes, etc.), non-governmental

organizations, and information available on the

internet. Data collection techniques in this study

conducted in-depth interviews, documentation,

observation, and focus group discussions.

Procedures and techniques of data processing used

in this study were interactive data model analysis

consisting of three components of data analysis,

data reduction, data presentation, and conclusion

(Miles, Huberman, & Saldana, 2014).

The

informants of this study were thirty-five people

from the parties involved in the implementation of

KDD, at the district, sub-district and village level,

in Karimun District selected purposively by

snowball technique. The number of informants at

the district level reaches five people and was

instituted in the form of District Village Fund





41

Facilitation Team. Informants at the sub-district

level were chosen from sub-district facilitation

teams (camat or sub-district heads, district

secretaries, heads of village community

empowerment sections). At the village level, the

informants included village heads, village

apparatuses, KDD implementation teams at the

village level, BUMDes boards, community

beneficiaries, community leaders and village

counsellors. This research was conducted in Jang

Village and Rawa Jaya Village, Moro Sub-district,

Karimun District because these villages are

representing Karimun District as a whole. Jang

village, for example, its population is

predominantly fisherman, its territory has limited

agricultural land, non-split village, and its distance

is relatively close to the capital of Moro Sub-

district. Meanwhile, Rawa Jaya Village has the

attributes as the split village, the livelihoods of the

relatively diverse population (fishers, aquaculture

fishers, farmers), the area has vast agricultural

land, and the distance is relatively far from the

capital of Moro District.

One crucial issue in qualitative research is

trustworthiness. This research will apply

triangulation and peer debriefing techniques to

achieve a certain degree of reliability.

Triangulation is a technique of checking the

validity of data by checking and comparing the

degree of confidence of data from various sources

and data collection techniques. Triangulation in

this research is done by comparing the research

data that comes from observation, in-depth

interview, secondary data, and focus group

discussion. While peer debriefing is achieved by

discussing the process and the results of research

with people who have the expertise to understand

the research topic.

3. Result

3.1 The Setting

3.1.1 Jang Village

Geographically, Jang Village is bordered by

Pulau Manda Besar, Pulau Manda Kecil, and

Sanglar Village (South), Moro Village (North),

Sugie Village (East), and Moro Island Village

(West). The area of Jang village reaches 14.7 km2

or 140 hectares. Administratively, Jang Village

consists of three sub-villages (dusun) (Dusun Jang

Dalam, Dusun Jang Luar, and Dusun Kericik),

three community units, and ten neighborhood

units. The position of Dusun Jang Dalam and

Dusun Jang Luar is on Jang Island, while Dusun

Kericik is located on Durian Island. In other

words, some areas of Jang Village are separated by

sea and have to use sea transportation if they want

to go to Dusun Kericik within about 30 minutes.

Jang Village was formed based on Karimun

District Regulation No. 14 of 2004. Currently,

Jang Village is led by Nurbi who has been in office

since 2013. Of the total village apparatus of 11

people, the majority of Jang Village's apparatus is

only graduated from Junior High School. Only the

Secretary and the Village Treasurer have high

school education level.

Jang Village already has one unit of Village

Office, one unit of Village Community Meeting

Center, one unit of Early Childhood Education,

two units of Primary School, one unit of

Community Health Center, two units of

community managed (Posyandu). There is no

doctor or nurse in Jang Village. There is only one

midwife to serve the delivery process and the

health of pregnant women. The young generation

of Jang Village must go to Moro District Capital to

continue their education to junior and senior high

schools. The cost of sea transportation for the

students is Rp50,000 per month.

The total population of Jang Village reaches

1,963 (1,060 males and 903 females) or 582

households with a population density of 133

people per km2. The economics sources of Jang

Village's population are fishery sector, fishery

product processing, and small and medium trade.

Jang Village's economic wheel is quite dynamic.

Almost everyone works and when this research is

done, the unemployed (20-35 years) productive

workforce is hardly found. By 2017, there are only

296 (6.63%) poor people in the village. The

welfare of Jang Village residents is marked by the

fulfilment of primary and secondary needs. The

structure of residential buildings of the villagers is

generally a brick wall. Almost everyone has

electronic tools even though they were second-

hand products from Singapore or Malaysia.

Jang Village can be reached from the center of

Moro District by using a traditional boat

(pompong) for 10 minutes or just about 2 km.

While the travel time needed to go to the capital of

Karimun Regency located on Karimun Island takes

approximately 1 hour by using a speedboat. Most

of the village roads in Jang Village have been

cemented. This road is well maintained because it

has never been passed by four-wheeled vehicles.

Residents only use two-wheeled vehicles as a

means of land transportation, both bicycle (ontel)

and motorcycle. Although residents still rely on





42

diesel power plants that live only 12 hours (18.00 -

06.00) per day, Jang Village has been reached by

cell phone signal because its position is relatively

close to the capital of Moro District. Villagers can

also access television broadcasts via satellite dish.

3.1.2 Rawa Jaya Village

Geographically, the village of Rawa Jaya is

located on the largest island in Moro Subdistrict,

namely Sugi Island. The village of Rawa Jaya is

bordered by Keban (North), Rukau (South), Sugie

(West), Mie (East). The total area of Rawa Jawa

village is 20 km2 or 265 hectares. Distance to

Moro, capital of District Moro, reach 23 km (45

minutes). While the distance to Tanjung Balai, the

capital of Karimun District, reaches 86 km (1.5

hours). The population of Rawa Jaya Village is

dominated by the age group of 20-49 years (446

persons or 50.08 percent) and 5-19 years (205

persons or 23.19 percent). The rest is the age group

of >50 years. Malay ethnic (814 people) are the

ethnic majority in Rawa Jaya Village. Other

ethnicities are Javanese (32 people), Chinese (21),

and Flores (17 people). Villagers of Rawa Jaya

Village embraced Islam (853 people), Catholic (28

people), Buddhist (3 people).

Rawa Jaya is still young village because it was

established in 2013. Previously, itwas part of

Keban Village. The village of Rawa Jaya has three

hamlets (Kampung Kang Hamlet, Dusun Buah

Rawa, Dusun Binge Strait), three community units,

and seven neighborhood units. Unlike Jang

Village, the whole of Rawa Jaya Village is on one

island. Currently, Rawa Jaya Village led by M.

Sirad for the period of 2016-2022. Because the

village government is still young, facilities and

infrastructure of Rawa Jaya Village are still

minimum. However, Rawa Jaya already has one

unit of Early Childhood Education (Pendidikan

Anak Usia Dini or PAUD), two units of Primary

School, one unit of Sub-district Facility Center

(Puskesmas Pembantu), and one unit of Village

Integrated Health Center (Pos Pelayanan Terpadu

or Posyandu). There is only one village midwife in

Rawa Jaya. If there are people who need health

services, usually they go directly to the existing

Puskesmas in District Moro or Karimun public

hospital.

The fishery sector is the economic base of

Rawa Village. In addition to capture and

aquaculture fishers, they also develop agricultural

sectors (rubber and coconut), carpentry household

furniture, canoes, and pompons. However, the

economic potential of Rawa Jaya Village has not

been fully developed. There are 183 unemployed

sleeping lands. Therefore, the level of welfare of

the people of Rawa Jaya Village is still low when

compared with the Jang Village residents. Of the

884 people in Rawa Jaya Village, the number of

poor people in 2017 was recorded at 134 people or

15.02% of the population. This poverty rate is

higher than the poverty rate of Jang Village.

In general, the condition of infrastructure in the

form of the connecting road between sub-villages

has not been good, only about 40% have been

cemented. However, Rawa Jaya does not yet have

the public facility of land transportation.

Motorcycles are the primary means of human

mobility and goods. The village of Rawa Jaya has

not been reached by cellular phone. Population

access to broadcast television still relies on dish

antenna. People's homes have not been powered by

electricity and still rely on electricity from

individual-owned small generator machines.

3.2 ASOCA Narrative

ASOCA is an acronym of ability, strength,

opportunity, culture, and agility. Researchers limit

the notion of ability as ability, skill, strength, or

effort with self-ability that can be explained in

three levels, i.e. individual, group, and village

government institutions. Researchers differentiate

economics ability and social ability. Economic

capability relates to production process activities,

distribution, and allocation of goods and services

oriented for economic gain. While social ability is

the activity of the population in the context of

social life that is not profit-oriented. The

combination of the three analytical levels and these

two capability categories is shown in Table 1 and

Table 2.

Table 1 Analysis of the Ability of Villagers,

Villagers Group, and the Village Government at

Jang Village

Level of

analysis

Ability

Economics Social

Individua

l

a. Able to run

the role of a

traditional

fisherman;

b. Able to

process

Competent to

communicate

using

Hookean

(Chinese) and

English





43

marine fish

into cracker

c. Able to sell

cracker to

out of the

Jang Village

Groups Able to

transform fish

cracker

processing into

home industry

a. Married

couples can

maintain

the integrity

of family

institutions,

although

separated

by distance

and time

b. Able to

carry out

informal

education

for mothers

through

study

groups

(majlis

ta’lim)

c. Able to

carry out

the

commemor

ation of

Islam

regularly

Village

governme

nt

Able to

identify the

potential of

Village

Owned-

sources

Income

(Pendapatan

Asli Desa or

PADes)

a. Able to

manage

horizontal

conflicts

wisely;

b. Able to

implement

participator

y planning

c. Able to

build a

good

relationship

with the

outsiders;

d. Able to

learn or

replicate

community

empowerm

ent

programs

adopted by

another

village

Source: primary data

Table 2 Analysis of the Ability of Villagers,


Rawa Jaya Village

Level of

analysis

Ability

Economics Social

Individual

a. Able to

work as a

traditional

and

aquaculture

fisherman;

b. Able to save

money for

economic

crisis

(paceklik)

a. Friendly,

open-

minded,

easy to

communicat

e to the

outsider,

and simple

life

b. Villagers

participatio

n in social-

economics

activity is

high

Groups Able to

cooperate to

each other’s

and

have joint

venture

(topa-topa)

traditions

Able to

organize

themselves

within groups

Village

government

Able to

identify

potential of

Village

Owned-

sources

Income

(Pendapatan

Asli Desa or

PADes)

a. Able to

implement

participator

y planning

b. Able to

build a

strength

teamwork

c. Able to

build a

good

relationship

with the

outsiders;





44


Meanwhile, strangeness comes from the word

"strength" which means hard to beat, strong,

reliable, very strong, steadfast and solid. As with

capability, strength can be analyzed in three levels:

individual level, institutional group level, and

government institution level. If these three levels

of analysis are tabulated with two types of strength

(economic strength and social strength), then it

will result in Table 3 and Table 4.

Table 3 Analysis of the Strengthens of Villagers,


Jang Village

Level of

analysis

Strengthens

Economics Social

Individual a. Traditional

fishers who

rely on local

knowledge of

seasonal

cycles, lunar

cycles, sea

cycle currents,

sea tides,

wind

direction, fish

migration

paths,

traditional

fishing gear,

and operate of

the wooden

boat

(pompong)

b. Understandin

g international

water

boundaries;

c. Understand

the movement

of ships

(tankers,

cargo) passing

through the

Malacca

Straits;

d. Knowing

unofficial

ports in the

a. Having a

personal

social

network

by

kinship

to

Malaysia

n

citizens;

b. Having a

good

relationsh

ip with

Chinese

business

man

(toke) in

Karimun

District;

c. Friendly,

open and

easy to

communi

cate with

new

outsiders;

d. The

proximity

of

geograph

ic

location

with

Riau Islands

region;

Knowing how

to cross the

Strait of

Malacca to

Malaysia

(Joho and

Melaka);

e. Skilled

communicatin

g with ships

(cargo and

tankers)

passing

through the

Strait of

Malacca in

the context of

supplying

goods

(cigarettes,

fresh water,

canned drinks,

fruits) needed

by the crew,

whether by

barter system

or cash

payment

system;

f. High

entrepreneuria

l spirit

Singapor

e and

Malaysia;

e. It has

genealogi

cal straps

with

ethnic

Malay

residents

in

Singapor

e and

Malaysia.

Group

a. The existence

of informal

networks and

ties between

Jang villagers

who work as

crew

members,

trade in the

Malacca

Strait, and the

activity of

smuggling of

goods

(smokil);

b. Have a joint

venture (topa-

topa) tradition

to form

business

a. All

househol

ds in

Jang

Village

have a

kinship

relations

hip with

each

other;

b. Malay

customs

are still

firmly

rooted in

Jang

Village

residents





45

capital; c. Self-

perceptio

n as

Malay

identity

is robust;

Village

governme

nt

Own potential

village

revenues

(PADes) from

village asset

management;

a. Populist,

charisma

tic, and

legitimat

e

b. The

spirit of

social

change

is very

high;

c. The

spirit of

dedicatio

n as a

rural

governm

ent

apparatu

s.

Source: primary data.

Table 4 Analysis of the Strengthens of Villagers,

Villagers Group, and Village Government at

Rawa Jaya Village

Level of

analysis

Ability

Economics Social

Individu

al

a. Having

expertise as

a traditional

reliable

fisherman

b. High

entrepreneu

rial spirit;

c. Not

consumptiv

e, local

knowledge

about

seasonal

cycles,

lunar

cycles, sea

a. The spirit to

have high

formal

education;

b. Cohesive;

c. Religious

tolerance is

very high;

d. Mobility is

higher

because the

road

infrastructu

re is already

paved

cycle

currents,

sea tides,

wind

direction,

fish

migration

paths, use

of

traditional

fishing

gear, and

operation of

the wooden

boat;

d. Has a

tradition as

a cultivated

fisherman

and farmer;

e. Understand

the

boundaries

of

internationa

l waters and

unofficial

ports in the

Riau

Islands

region;

f. Able to

save money

for

economic

crisis

Groups Have a joint

venture (topa-

topa) tradition

to form

business

capital;

a. All

households

in Rawa

Jaya

Village

have a

kinship

relationship

with each

other;

b. Malay

customs are

still firmly

rooted in

the

inhabitants

of Rawa





46

Jaya

Village;

c. Self-

perception

as a Malay

identity is

very strong;

Village

governmen

t

Own potential

village

revenues

(PADes) from

village asset

management;

Populist,

charismatic,

legitimate,

creative, and

innovative


Opportunity means space, both concrete and

abstract and provides an opportunity, the

possibility to perform activities that are beneficial

to the effort to achieve goals and program goals.

This opportunity is assumed to apply to the entire

population of Jang Village regardless of socio-

economic background. This opportunity comes

from the economic and environmental

environment. Table 5 and Table 6 show the

economic opportunities and social opportunities of

Jang Village and Rawa Jaya Village.

Table 5 Analysis of Jang Village Opportunity

Level

of

analys

is

Opportunity

Economics Social

Internal a. Job opening

for the

villagers due

to the flow of

village funds

b. Opening

opportunities

for

establishing

jointly funded

village-based

business

groups,

reducing

households of

poverty,

unemployme

nt, and

increasing

a. Cellular

accessible

mobile

networks

create

opportunities

to search for

new

information

and

knowledge

from the

internet;

b. Opening

opportunities

to increase

knowledge,

insight, and

skills of the

household

productivity;

c. Make a

motorized the

wooden boat

(pompong)

repair

business

population

through

education and

training

funded by

village funds;

c. Opening

opportunities

to develop

people's

interests,

talents and

hobbies with

village funds;

External a. Becoming a

supplier of

crew needs of

ships (tankers

and cargo) in

the Malacca

Strait;

b. Being a ship

worker

(helmsman,m

achine

interpreter,

chef, sailor)

and loading

and

unloading

services for

the national

and

international

ship fleets

c. Being a

freelance

skipper for

small and

medium-

sized ships

(tugboat);

d. Being a

worker in the

modern

tourism

industry

(Telunas

Resort)

Opportunities for

certification of

expertise in the

field of shipping






47

Table 6 Analysis of Rawa Jaya Village

Opportunity

Level

of

analysi

s

Opportunity

Economics Social

Internal a. Job

opening

for the

villagers

due to the

flow of

village

funds

b. Opening

opportunit

ies for

establishin

g a

communit

y-funded

fish

farming

group to

reduce

poverty,

unemploy

ment and

household

productivit

y;

c. Open

opportunit

ies to

revive

agriculture

and

clothing

convection

industries;

a. Cellular

accessible

mobile

networks

create

opportunit

ies to

search for

new

informati

on and

knowledg

e from the

internet;

b. Opening

opportunit

ies to

increase

knowledg

e, insight,

and skills

of the

populatio

n through

education

and

training

funded by

village

funds;

c. Opening

opportunit

ies to

develop

people's

interests,

talents

and

hobbies

with

village

funds;

Externa

l

a. The

existence

of fish

storage

network in

Batam

Island;

b. Sell their

fish

products

to a

neighborin

g village

by land;


Culture means mind, art, culture, outcome,

customs, and something about an already

developed culture (civilized, advanced) or

something that is a habit that is difficult to change

because of an agreement in a certain environment

that is constantly nurtured. With the culture of

people will be advanced and modern and always

live in his day. Table 7 shows a culture focused on

the attitudes of the population regarding economic

livelihoods and education processes in Jang

Village and Rawa Jaya Village.

Table 7 Analysis of Jang Village and Rawa Jaya

Village Culture

Village Culture

Jang a. Community traditions that refer

to the teachings of Islam are still

holding strong;

b. Malay culture's teaching and

philosophy is still active;

c. Collective attitudes that see “ship

workers” (kerja di kapal),

“marine trade” (berlayar),

“fisher” (melaut) as a proven

source of livelihood to improve

the family economy;

d. Attitudes that underestimate

formal education as a way to

change destiny;

Rawa

Jaya

a. Community traditions that refer

to the teachings of Islam are still

holding strong;

b. Malay culture's teaching and

philosophy is still active;

c. Dare to try new economic

opportunities;

d. Attitudes that value formal and

informal education, both non-

religious education and Islamic





48

education through Islamic

boarding school;


Agility means perfect the development of

reason, sharp mind, perfection in growth,

sharpness of mind and intelligence, the ability to

process information in decision making. As Table

8 shows, the researcher sees intelligence in two

levels: community level and government

institution level. In Jang Village, the rationality of

the population is seen when they prefer to work in

the marine and shipping sectors as the primary

source of family income because it earns more

income than other sectors. The intelligence of the

inhabitants was also seen as they survived and

managed to deal with policy changes prohibiting

smuggling activities by capturing economic

opportunities in the Malacca Strait. At the level of

government institutions, indications of village head

intelligence and government apparatus are seen

when they (a) prefer physical infrastructure

development programs because they are easy to

do, involve many people, and impact on the

positive image of village governance; (b) able to

resolve horizontal conflict peacefully; and (c) able

to respond to all technical provisions related to the

implementation of village fund policies.

Meanwhile, in Rawa Jaya Village, the

intelligence of the population is seen when they

successfully diversify their livelihoods and

prioritize youth education investment as a means

of vertical mobility. At the village government

level, village head intelligence and village

apparatus are seen through household database

making activities that will be used as the basis for

planning future community empowerment

programs through village funds. Like Jang Village

Government, they are also able to respond to all

technical requirements related to the

implementation of village fund policies. However,

their intelligence is very visible when successfully

designing empowerment programs that are aligned

with the meaning of empowerment in Law No. 6

of 2014 on the Village.

Table 8 Analysis of Villager and Village

Government Agility

Level of

analysis Agility indicator

Jang

Village

Villagers a. Preferably “ship workers”

(kerja di kapal), “marine

trade” (berlayar) and “fisher”

(melaut) as a source of family

income because the tax-

paying is higher than any

other sectors;

b. When smuggling (smokel)

activity is banned, Jang

villagers survive and adapt to

the shipping regime in the

border regions of Indonesia -

Malaysia, and Indonesia -

Singapore;

Village

government

a. Prefers infrastructure

development as it is easy to

do, involves many people,

and impacts on the positive

image of village governance;

b. Be able to resolve horizontal

conflicts peacefully;

c. Be able to respond to all

technical provisions related to

the implementation of village

fund policies;

Rawa Jaya Village

Villagers a. Able to diversify livelihoods

from capture fishers to

cultivation fishers and

farmers;

b. Prioritizing youth education;

Village

government

a. Building a household

database to develop

empowerment programs to be

timelier and more beneficial;

b. Be able to respond to all

technical provisions related to

the implementation of KDD;

c. Be able to translate the

meaning of community

empowerment into programs

and activities.






49

3.3 ASOCA Strategy

3.3.1 Jang Village

Starting from the narrative and situation of

ASOCA in Jang Village, the researchers

formulated six strategies available for selecting

and running Jang Village Government with

funding from village funds (see Table 9), namely:

first, identifying community empowerment

programs elsewhere in harmony with the culture of

Jang Village residents. The substance of this

strategy is the learning process of others in

empowering the community by using village

funds. The learning process does not necessarily

mean imitating a 100 percent empowerment

program from another party, but it contains

elements of observation, imitation, and

modification.

Secondly, establish a Village Owned Enterprise

(BUMDes) that will employ "sea-going" villagers

and become a business player in the Malacca Strait

as well as the shipping industry. Currently, Jang

Village Government already has BUMDes. Their

planned effort is to manage the provision of clean

water infrastructure built by the PAMSIMAS

Program (Community-based Water Supply and

Sanitation) and managing the village (market)

week. In contrast to these two business plans,

strategy 2 requires that BUMDes initial capital

from village funds is used as initial BUMDes

working capital to become a business player, either

in capture fisheries, food traders in the Malacca

Strait, or other marine trading activities. BUMDes

of Jang Village will have no difficulty with the

experienced workforce and understand the ins and

outs of 'activity at sea' because the majority of Jang

Village's population is born, raised, and grown in

this activity.

Third, organize villagers to encourage policy

changes at the district, provincial and central levels

in the trade, marine and shipping sectors to respect

the unique culture of Jang Village residents better.

The Central Government has issued Law No. 36 of

2000 on the Free Trade Zone and Free Port to

maximize trade tradition among countries in the

border area. In fact, some of Karimun Regency has

become a free trade area through Government

Regulation Number 48 of 2007 on Free Trade Area

and Karimun Free Port. The problem is, this

regulation only regulates trading activities in the

formal sector. In fact, the majority of fishers in

coastal villages involved in interstate commerce

are mostly informal sector actors. For small traders

to benefit from their geographic and social

networking with Singapore and Malaysia, there

needs to be an effort from Jang Village

Government and other coastal villages in Karimun

and other districts in the Riau Islands Province to

encourage policy changes on free trade zones. So

that the small-scale inter-country trade activity

they do is not considered as illegal by Indonesia,

Malaysia, and Singapore laws.

Fourth, build an informal education and

training system built on the local knowledge19 of

the population of the Strait of Malacca to equip

young people with the knowledge, insight, and

skills required to become business people in the

Malacca Strait. What is meant by local knowledge

is the accumulation of knowledge and skills gained

from generation to generation because of the result

of their interaction with the environment. If local

knowledge of "activity at sea" is systematized,

then Jang Village Government can establish an

informal training institute for young people who

do not wish to pursue higher education and have a

zeal to depend on their "marine activities." If this

local knowledge is combining with modern

knowledge of the sea, trade, shipping, then in the

future it can be a Training Center can be managed

Karimun District Government to empower the

young generation who drop out of school.

Fifth, build infrastructure projects that support

"activity at sea." Jang Village Government loves

infrastructure programs because of its eye-

catching, labor-absorbing nature, and its

immediate impact. Surprisingly, no infrastructure

project sustains "marine activity" conducted by

residents, such as harbor goods, boat moorings,

and so forth. Therefore, the development of rural

infrastructure that sustains "activities at sea" by the

population needs to be prioritized by Jang Village

Government in the future.

Sixth, cooperate with other village

governments that have the same culture to build

infrastructure that supports "marine activity."

Without having to cooperate with other village

governments, Jang Village Government could

build a port of goods and boat moorings in their

village area. However, providing marine traffic

signs, as well as establishing and operating a

fishing radio communication center that will be the

center of information that fishermen need (for

example, weather forecasts and ship crash rescue

actions) can only be done in cooperation with other

village governments because of the nature of this

infrastructure as non-exclusive and non-rivalry

public goods.





50

Table 9 Matrix Strategy for Jang Village

CULTURE

The collective

attitudes of

citizens who

see "the

activity at the

sea" (ship

workers,

marine trade,

and fisher) as

the primary

source of

livelihood for

Jang Village

residents.

OPPORTUNIT

Y

Leverage

national and

international

shipping industry

business

opportunities in

the Malacca

Strait.

ABILITY

Able to learn or

replicate

community

empowerment

programs

adopted by

other villages.

STRATEGY

1

Jang Village

Government

identifies

community

Empowermen

t programs

elsewhere

that are

aligned with

the Jang

Village

community

culture.

STRATEGY 2

The Village

Government

formed a

BUMDes that

will employ all

villagers who

"the activity at

sea" to become

business players

in the Malacca

Strait and

shipping

industry.

STRENGT

H

a. Populist,

charismatic

, and

legitimate.

b. Possessing

traditional

fishing

skills that

rely on

STRATEG

Y 3

Organize

villagers to

encourage

policy

changes at

the district,

provincial

and central

levels of

STRATEGY 4

Establish an

informal

education and

training system

built on the local

knowledge of

the population

about the Strait

of Malacca to

equip young

local

knowledge,

understandi

ng

internation

al waters,

marine

vessels in

the

Malacca

Strait,

unofficial

port

locations in

the Riau

Archipelag

o, crossing

the Strait of

Malacca to

Malaysia,

skilled at

sea on the

Straits of

Malacca.

government

in the trade,

marine and

shipping

sectors to

respect better

the unique

culture of

Jang Village

residents

formed by

interaction

with the

Malacca

Strait.

people with the

knowledge,

insight, and

skills required to

become business

people in the

Malacca Strait.

AGILITY

a. Likes

infrastructu

re

developme

nt because

it is easy to

work on,

involves

many

people, and

impacts on

the positive

image of

village

governmen

t.

b. Prefer

“ship

workers”,

“marine

trade”, and

“fisher” as

a source of

family

income

because tax

home pay

is more

STRATEG

Y 5

Building

infrastructur

e projects

that support

"activities at

sea" by

residents

(e.g., harbor

goods, boat

moorings).

STRATEGY

6

Establish

cooperation

with several

village

governments

that have the

same culture to

build

infrastructure

that supports the

"activity at the

sea" by

residents.





51

significant

than other

sectors.


3.3.2 Rawa Jaya Village

Referring to the situation of ASOCA Desa

Rawa Jaya, then six strategies can be run by Rawa

Jaya village government (see Table 10). First,

strengthening the capacity of institutions of joint

business groups in fisheries, agriculture, and home

industry sectors through education, training,

comparative study and mentoring. Simply put,

groups are groups of people working together to

achieve specific collective goals. In the Malay

tradition, cooperation is illustrated in the adage

many hands make light work" or "the same hill

climbed, the sea is equally crossed." In general, the

majority of socio-economic groups in the village

are managed by voluntary mechanisms which put

forward the principle of 'by members, and for

members.' The core process of strengthening group

institutions is not just the transfer of new

knowledge, attitudes, behaviors, skills, and

technologies that are considered useful to be

learned, but instead to the process of collective

awareness by utilizing their knowledge and life

experiences as learning materials. Of course, this

process takes a long time and should be

sustainable.

Second, providing new knowledge and skills to

villagers in agriculture, fisheries, home industry. If

strategy one is focused on group institutions, then

strategy focus 2 is individual. In the fishery sector,

for example, the potential of marine fish culture in

Rawa Jaya Village is still limited to certain fish

species. Though varieties of marine fish that can

be cultivated very much at all. In the agricultural

sector, farmland in Rawa Jaya Village is still

empty. Beyond the coconut commodity, many

coconut commodities can be developed by the

people of Rawa Jaya Village. In the household

industry sector, fish processing products into

ready-to-market finished goods have not yet

appeared in Rawa Jaya Village. Fishers prefer to

sell their catch fish and cultivation directly to

collecting traders.

Third, strengthening the capacity of production

volume and marketing of joint business groups in

fisheries, agriculture and home industry sectors

through knowledge and technology innovation,

capital increase, and business management quality

improvement. If strategy 1 focuses on group

institutions and strategy two focuses on villagers,

then strategy 3 focuses on productive economic

activities run by villagers of Rawa Jaya Village.

The main issue is the increased production and

marketing penetration that are closely related to

each other. If production increases but market

absorption is weak, then the excess supply will

cause the selling price to decrease and the profit

margin received by Rawa Jaya Village will be less.

The small profit earned will ultimately lead to low

savings that can be used for additional venture

capital.

Fourth, to facilitate the villagers to conduct

diversified testing of agricultural products,

fisheries, and home industry. If strategy 3 focuses

on increasing production capacity and market

penetration through strengthening marketing

aspect, then strategy 4 focuses on diversifying

agriculture product, fishery, and home industry.

For the villagers, product diversification is full of

uncertain risks and is unlikely to be done

individually as it requires capital. In this context,

village funds can be used to finance pilot and pilot

projects of agricultural, fishery and home industry

diversification. The results of this pilot project

became the basis for the villagers and the Rawa

Jaya Village Government to decide which

commodities to be developed next.

Fifth, develop the upstream sector of fisheries

and upstream sector of small and medium-sized

agriculture. If the fourth strategy focuses on

product diversification, then the fifth strategy

focus on the development of the upstream sector in

fisheries and agriculture sectors. Currently,

cultivated fish feed comes from household food

scraps and small fish in the sea. There is no

nutritional composition used by aquaculture

fisherman to ensure the development of their fish

on time. In fact, fish feed technology for the

household industry is available on the market.

Meanwhile, the preservation of the catch still relies

on the iceberg bought from the factory because the

majority of fishing boats traditionally owned by

fishermen do not have the freezer on the boat.

Meanwhile, fish seeds still rely on the catch from





52

the sea and not sourced from the process of the

hatchery in the modern. These phenomena can be

used as an object of business for Balqis BUMDes.

Finally, the sixth strategy, to build the export-

oriented of a fish processing home industry.

Although the villagers of Rawa Jaya Village

possess the skills of capture fishers and cultivated

fishers, their business is only oriented to meet the

domestic market. What they sell is not processed

fish products, but fresh fish is preserved. In fact,

fresh fish can be processed into a variety of

processed products, both semi-finished and ready

to eat. At this point, village funds can be used by

Rawa Jaya Village Government to develop fish

processing industries. Due to the proximity to

Singapore and Malaysia, it will be more strategic if

the processed products developed are made to

meet the Singapore and Malaysia markets.

Table 10 Matrix Strategy for Rawa Jaya Village

OPPORTUNI

TY

a. Having

opportunit

ies to

form joint

business

groups in

fisheries,

agricultur

e, and

home

industry

sectors

with

village

funds;

b. Having

opportunit

ies to

develop

knowledg

e, insight,

skills,

interests,

talents,

and

hobbies

with

internet-

based or

conventio

nal village

CULTURE

Dare to try

new

economic

opportunitie

s.

funds;

c. Supplying

the needs

of the fish

market on

Sugi

Island and

Batam

Island.

ABILITY

a. Villagers of

Rawa Jaya

Village can

work as

fishing and

aquaculture

fishers,

saving,

simple

living,

establish

business

capital

(topa-topa),

organize

themselves

into joint

business

groups,

participatin

g in social-

community

activities;

b. Rawa Jaya

Village

Governmen

t

institutions

can

implement

participator

y planning,

build good

relationship

s with

outsiders

and strong

teamwork

STRATEGY

1

Strengthening

the capacity of

institutions of

joint business

groups in

fisheries,

agriculture, and

home industry

sectors through

education,

training,

comparative

study and

mentoring.

STRATEGY

2

Providing

new

knowledge

and skills to

villagers

(fishers and

farmers) in

agriculture,

fishery, home

industry;

STRENG

TH

STRATEGY

3

STRATEGY

4





53

a. Villagers of

Rawa Jaya

have

expertise as

fishermen

and farmers

based on

local

knowledge,

entrepreneu

rial spirit,

unconventi

onal,

compact,

tolerant,

topa-topa,

kinship and

strong

customs

tradition,

and

understand

the

boundaries

internationa

l waters and

unofficial

ports in the

Riau

Islands

region;

b. The Rawa

Jaya village

government

institutions

have the

Village

Own-

sources

Income, the

spirit of

village

developme

nt, and

populist,

charismatic

, legitimate,

creative,

and

innovative

characters.

Strengthening

the capacity of

production

volume and

marketing of

joint business

groups in

fisheries,

agriculture and

home industry

sectors through

knowledge and

technology

innovation,

capital

increase, and

business

quality

management

improvement

The village

government

could facilitate

villagers (the

fisher and the

farmers) to

conduct

product

diversification

trials in the

agriculture,

fisheries and

home industry

sectors.

AGILITY

a. The

STRATEGY

5

STRATEG

Y 6

villagers

can

diversify

livelihoods

and

prioritize

youth

education;

b. Rawa Jaya

Village

Governmen

t

institutions

can build a

household

database as

policy

information

, respond to

technical

provisions

of village

fund

policies,

and

translate

the

meaning of

community

empowerm

ent into

empowerm

ent

programs

and

activities

that are

aligned

with local

needs and

potentials;

Develop the

upstream sector

of fisheries and

upstream sector

of small and

medium- sized

agriculture.

Build export-

oriented fish

processing

industry.


4. Discussion

This article draws on the idea that the

availability of village funds should be sustained by

a deep-rooted creative idea born of local village

circumstances, conditions, history, potential, and

knowledge. Using ASOCA's mindset, the

researcher successfully mapped the current

situation of each ASOCA element (agility,

strength, opportunity, culture, ability) in Jang

Village and Rawa Jaya Village. Based on the





54

ASOCA narrative constructed by researchers

based on interviews, observation, and secondary

data analysis, the researchers identified six

strategic programs available and may be selected

by Jang Village and Rawa Jaya villages to utilize

village funds to carry out village development and

village community empowerment. These findings

further strengthen the ability of ASOCA

framework as a tool for policymakers to formulate

strategic programs to deal with changes in the

internal and external environment.

A practical implication of this finding is that

firstly, village funding stakeholders need to adopt

ASOCA's mindset as a participatory mapping and

planning tool at the village level. ASOCA may

complement some of the tools today used by

village counsellors (e.g., village maps, village

history, season cycles, institutional diagrams).

Secondly, environmental scanning with ASOCA,

as demonstrated in the case of Jang Village and

Rawa Jaya Village, shows that the role of the

district government remains strategic in addressing

structural problems in the village due to Central

Government policies or cross-village and cross-

district programs. Third, learning from the case of

Jang Village and Rawa Jaya Village representing

Karimun Regency as an archipelago region that

relies on trade, shipping and fishery sectors as the

primary source of livelihood of the population, the

Karimun District Government needs to pay

particular attention to these three sectors and their

derivative sectors.

Following the steps of previous Indonesian

researchers, this research seeks to elaborate on the

phenomenon of village funding that has been

rolling since 2015. During the process of collecting

and analyzing research data, the researcher

identified several advanced research agenda that

need to be elaborated further. First, one of the tools

used by the Central Government to map the village

area nationally is through the Build Village Index

(IDM). However, IDM is not very friendly with

coastal villages. Therefore, serious efforts are

needed from Indonesian scientists to build a

special coastal IDM. The culture and agility

elements in ASOCA, for example, have not yet

been fully embraced by IDM. Secondly, learning

from the experiences of Rawa Jaya Village and

Jang Village, researchers in Indonesia need to keep

ongoing research to map variations of local

wisdom practices in coastal areas. This variation

mapping is expected to produce a general pattern

of the shape, type, and nature of changes in the

local wisdom that today must adapt to socio-

economic-political and ecological changes at the

country, regional and global levels.

Acknowledgement

We declare that no conflict of interest during the

research process. We would thank for all informant

who are willing to share their experience in village

fund implementation.

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