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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: muhd.firmansyah68@gmail.com
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
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
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,
Disadvantage Region, and Transmigration Number
22 of 2016, the Regulation of Village,
Disadvantage Region, and Transmigration Number
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
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© 2012-2018 TIJOSS & ARF. All rights reserved ISSN 2305-4557 www.Tijoss.com
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
INTERNATIONAL JOURNAL OF SOCIAL SCIENCES 15
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© 2012-2018 TIJOSS & ARF. All rights reserved ISSN 2305-4557 www.Tijoss.com
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
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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,
Villagers Group, and the Village Government at
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;
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44
Source: primary data
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,
Villagers Group, and the Village Government at
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
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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
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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
Source: primary data
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
Source: primary data
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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;
Source: primary data
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
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48
education through Islamic
boarding school;
Source: primary data
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.
Source: primary data
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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.
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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.
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51
significant
than other
sectors.
Source: primary data
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
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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
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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.
Source: primary data
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
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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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