THE PERFORMANCE EVALUATION OF COMMUNITY EMPOWERMENT AND VILLAGE GOVERNMENT INSTITUTION IN IMPLEMENTING DESA MANDIRI PROGRAM IN INDRAGIRI HILIR REGENCY RIAU PROVINCE 1 1
Drs. Akhmad Marzuki, M.Si, 2Amos Siswanto
Public Administration Institute Jatinangor West Java Province Indonesia
ABSTRACT Desa Mandiri program in Indragiri Hilir regency was first initiated in 2006 as a local development program that uses community empowerment approach, funded by the regional government budget of Indragiri Hilir regency. This program is implemented with the objective to fulfil local development in order to be an independent village. Indragiri Hilir regency’s Long-term Plan on Local Development (RPJPD), with its vision “Indragiri Hilir Berjaya dan Gemilang 2025”, shows that local development also includes the efforts to advance the villages in order to fulfill Desa Mandiri program in Indragiri Hilir regency. The priority of rural development in Indragiri Hillir regency through local initiative by raising Desa Mandiri program is strongly related with the development vision of Riau province Desa Mandiri program that is implemented by the local government of Indragiri Hilir regency is under supervision of BPMPD. In its implementation, this program needs to be evaluated. The evaluation on the work performance of BPMPD Indragiri Hilir regency Riau province is one of the ways that could be done to achieve a better work performance. Work performance evaluation is used as a feedback to the results or achievements from an organization, team, or individual. Work performance evaluation gives feedback especially to the goals, performance aims, plans, and the process of work performance implementation (Wibowo, 2007:261). Work performance evaluation can be used to locate the position of certain institutions especially when there are deviations and inhibiting factors that need to be regenerated in order to achieve the goals of the institution. Keyword: Community Empowerment, Performance Evaluation I. INTRODUCTION 1.1. Background Since the enforcement of regional autonomy, which is a delegation of an authority for local government to conduct, to direct, and to regulate its own importance, the implementation of government policy on local autonomy has transformed a few villages to be independent villages. This improvement is due to the new constitution number 22 year 1999 on local government and constitution number 25 year 1999 about the finance balance between central and local government. These constitutions are the basis of the implementation of local autonomy. The alteration of constitution number 22 year 1999 and constitution number 25 year 1999 was adapted based not only on the rapid growth in some
regions, but also on the development of technology and information. Along with the complexity of society’s demands, the government released constitution number 32 year 2004 about the local government and constitution number 33 year 2004 about finance balance between central and local government. In the constitution number 32 year 2004 about local government, it is explained that central government has to delegate a greater authority to local government to do its own affairs. With the growth of the society, the government then released regulation number 23 year 2014 about local government as the replacement of regulation number 32 year 2004. National growth is continuously improved in order to achieve a better state. From time to time, various policies has been implemented according to
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the objectives of national development. National development policy in Indonesia has implemented gradually and is programmed in Rencana Pembangunan Jangka Panjang 25 Tahun (RPJP). Meanwhile, the middle-term development plan is included in Rencana Pembangunan Jangka Menengah (RPJM) or used to be known as Rencana Pembangunan Lima Tahun (REPELITA). Based on the strategic plan of Community Empowerment and Village Government Institution (BPMPD) Indragiri Hilir regency year 2013, the meaning of development is a process that includes community’s efforts to develop economic activity and to raise its wealth. Sociologically, development can be inferred as an effort to change social structure, or in other word, to channel social change to a better form. According to Totok and Poerwoko (2012:2) development is a continuous effort to regenerate the quality of people’s lives, or to improve it. One of the development programs that has been implemented by local governments focused on the development in rural level. This matter is corresponding with the policy of Riau province and the constitution number 32 year 2004 about local government, constitution number 33 year 2004 about regional autonomy, government regulation number 72 year 2005 about village, and government regulation number 73 year 2005 on regency. Based on government regulation number 72 year 2005, it is explained that: Village is village custom or is usually known as other names, then known as village. It is a unity of law community with the border that is in charge to organize and to handle government affairs, community’s needs based on community’s ideas, origin rights, and or traditional rights that are
accepted and respected in Indonesian government system. The government of Indragiri Hilir regency made a breakthrough in rural infrastructure development program with rural empowerment system in order to implement autonomy on independent village which is then known as Desa Mandiri program. Indragiri Hilir regency emphasizes rural development that is oriented to its community. On national level, we have Program Nasional Pemberdayaan Masyarakat – Mandiri Pendesaan (PNPM-MP), and Usaha Ekonomi Desa Simpan Pinjam (UED-SP) on Riau province level. In Indragiri Hilir regency, there is also a society empowerment program that has a goal to fulfill the independency of village residents through Desa Mandiri program. Desa Mandiri program in Indragiri Hilir regency was first initiated in 2006 as a local development program that uses community empowerment approach, funded by the regional government budget of Indragiri Hilir regency. This program is implemented with the objective to fulfil local development in order to be an independent village. Indragiri Hilir regency’s Long-term Plan on Local Development (RPJPD), with its vision “Indragiri Hilir Berjaya dan Gemilang 2025”, shows that local development also includes the efforts to advance the villages in order to fulfill Desa Mandiri program in Indragiri Hilir regency. The priority of rural development in Indragiri Hillir regency through local initiative by raising Desa Mandiri program is strongly related with the development vision of Riau province to be able to solve K2I problems (ignorance, poverty, and infrastructure).
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Picture 1.1 Important Components in The Implementation of Desa Mandiri Program Desa Mandiri (Community, Public Figure, Intellectuals, Journalist, Social Institution)
Brand Integrity
BRAND
Brand Identity
Supervisor (Consultant)
Brand Identity
Vision and Mission (Local Government) Source: Technical Instruction of Desa Mandiri Program’s Implementation Desa Mandiri program that is implemented by the local government of Indragiri Hilir regency is under supervision of BPMPD. In its implementation, this program needs to be evaluated. The evaluation on the work performance of BPMPD Indragiri Hilir regency Riau province is one of the ways that could be done to achieve a better work performance. Work performance evaluation is used as a feedback to the results or achievements from an organization, team, or individual. Work performance evaluation gives feedback especially to the goals, performance aims, plans, and the process of work performance implementation (Wibowo, 2007:261). Work performance evaluation can be used to locate the position of certain institutions especially when there are deviations and inhibiting factors that need to be regenerated in order to achieve the goals of the institution. Based on the technical instruction of rural empowerment in order to implement Desa Mandiri program in Indragiri Hilir regency year 2012, the improvement level of a village is divided into four levels as : poor village, developing village, developed village, and independent village. It is hoped that with this program, all villages in Indragiri Hilir regency can improve and then classified as independent villages. The attention from Indragiri Hilir regency government to rural growth is highly important. Rural area has the most domiciles from its local population spread. Rural development needs to be
done with a new spirit to fulfil fair and significant improvements. This is the rural development objectives that have to cover all of the needs in a balanced manner. H. Indra Muchlis Adnan, SH, Indragiri Hilir regent for 2008-2013 stated that geographic condition of Indragiri Hilir regency is tough. It also includes the great distance between each village. Desa Mandiri program was initiated by the local government of Indragiri Hilir regency to overcome the lack of insfrastructures in these villages. (www.detikriau.org, 7/2/2014). Rural area is the heart of Indragiri Hilir regency. Based on Indragiri Hilir Regency data in 2013, it is said that there are 203 villages and 33 administrative villages. Therefore, rural development in Indragiri Hilir is very important. The improvement of a village determines the aims of the bright growth of Indragiri Hilir regency. If the villages are well developed then the regency will too. There is no way this regency will be successful if the development in the villages is neglected. Based on the concept of village type and budgeting in Indragiri Hilir regency year 2013, rural areas in Indragiri Hilir regency consists of three topography categories as follows: lands, beaches and tidal swamps. The rural areas in this regency also have locality features that are unique to its rich ethnicity. This geographic condition and locality features is not only a challenge, but also a chance to develop this rural areas according to each potentials.
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Village is not actively involved and not being serious in managing this featured rural development program.) (www.inhilklik.com, 27/03/2013). Based on the report of Government Institution Performance Accountability Report year 2013 (LAKIP, abbr., Indonesian), the competent apparatus in BPMPD is limited. This leads to the bad communication and socialization between the institution apparatus and village apparatus. This then leads to the lack of understanding from the village apparatus which cause them having a hard time in composing a better work plan. Based on the problems mentioned above, motivated by the obstacles in implementing Desa Mandiri program in Indragiri Hilir regency, the author wished to evaluate the performance along with the efforts that have been done by BPMDP Indragiri Hilir regency in implementing this program that runs from 2006 to 2013. The author wished to perform the research with the title “
Table 1.1 The Accomplishment of Desa Mandiri Program Year 2006 - 2013 Year No Village Category 2006 2013 1 2 3 4 1 Poor Village 41 13 2 Developing Village 153 206 3 Developed Village 28 4 Independent Village 1 Source: Diagnostic Study Data and Desa Mandiri Program Design in Indragiri Hilir Regency The table above shows that in 2006, when the independent village program was first initiated, there were 41 poor villages and 153 developing villages. There were neither developed villages nor independent villages. But in 2013, there had been a major progress. There were 13 poor villages, 206 developing villages, 28 developed villages, and one independent village. For seven years of Desa Mandiri program’s implementation, there has been only one village that fulfilled the standard of independent village. This shows that it takes quite a long time to build an independent village. Based on the regulation of Indragiri Hilir regent number 9 year 2010, BPMPD acts as the secretariat of infrastructure field’s managing sector for Desa Mandiri program. BPMPD is the program’s managing sector at the regency level. The implementation of Desa Mandiri program is known as the primary development program in Indragiri Hilir regency. It is essential for the villages that received Desa Mandiri program to be more active in implementing the program. Desa Mandiri program will run effectively if it is supported by village’s apparatus that are capable to be actively involved in realizing this program. The village apparatus’ understanding on this matter is highly needed to support the continuity of this program. Yet in reality, there are some obstacles coming from the involvement of The Village Head on implementing this program. As the head sector of Facilities and Expeditious Technology, H. Suhaimin stated, “Di antara penyebab terkendalanya pekerjaan tersebut dikarenakan Kepala Desa yang tidak aktif dan tidak serius dalam mengelola program unggulan pembangunan desa tersebut.” (Among the obstacles of this program, one of it is because The Head
1.2 1.2.1
Problems Problem’s Identification Based on the background of research proposal, the implementation of Desa Mandiri program from 2006 to 2013 is the program of Indragiri Hilir regency government in order to actualize the acceleration of rural development. In its implementation, there are yet some obstacles which are explained as follows: 1. The limited amount of human resource that meets the competency required by BPMPD Indragiri Hilir regency, Riau Province. 2. The village’s apparatus’ lack of understanding about Desa Mandiri development program. 3. The lack of participation from the community in realizing Desa Mandiri development program. 4. The frail of village apparatus in composing work plan. 5. The low quality of village’s apparatus manner in facing policies. 6. The lack of promotion and socialization from the government to the community about the advantages of Desa Mandiri program. 7. The lack of communication between BPMPD apparatus and village government apparatus that causes the tardiness of the realization and the disbursement of Desa Mandiri development program.
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1.2.2
Problems Limitation In the research proposal the author focuses on the institution’s performance evaluation in implementing Desa Mandiri program with Community Empowerment and Village Government (BPMPD) as the research locus.
1.4
The Definition of Observed and Studied Objects 1.4.1 The Definition of Evaluation Totok and Poerwoko (2012:265) explained that: A few principal understandings on evaluation are: 1. Evaluation is an activity of observing and analyzing certain circumstances, events, natural causes, or objects. 2. To compare things that are observed, with the experience or the knowledge that has been acquired before. 3. To perform assessment on every observed matters, based on the result of the comparison or the measurement that has been done.
1.2.3
Problems Formulation Based on the afore-explained problem’s identification, the problem’s formulation is presented as follows: 1. How does the performance evaluation of BPMPD function in implementing Desa Mandiri program in Indragiri Hilir regency Riau province? 2. What are the inhibiting factors for BPMPD to implement Desa Mandiri program in Indragiri Hilir regency Riau province? 3. What are the efforts from BPMPD to overcome the inhibiting factors in implementing Desa Mandiri program in Indragiri Hilir regency Riau province?
1.4.2
The Definition of Performance Fahmi (2011:2) stated that Performance is the result acquired by an organization whether it’s profit oriented or nonprofit oriented for a period of time. The definition of performance explained by Armstrong and Baron (1998:15) and Wibowo (2007:7) is as follows: Work result that has a strong relation with the strategic goals of an organization, consumer’s satisfaction, and that gives a contribution to the economy. Based on Government Regulation number 58 year 2005 subsection 1 verse 35, performance is the result from an activity or a program that will or has been achieved related to the budgeting use with the measured quantity and quality.
1.3 Purposes and Objectives 1.3.1 Purposes The purposes of this internship are: 1. To determine the performance of BPMPD in implementing Desa Mandiri program in Indragiri Hilir regency Riau province. 2. To figure the inhibiting factors for BPMPD in implementing Desa Mandiri program in Indragiri Hilir regency Riau province. 3. To find out the efforts that has been done by BPMPD in implementing Desa Mandiri program in Indragiri Hilir regency Riau province.
1.4.3
Performance Evaluation The meaning of performance evaluation that is stated by Leon C. Mengginson (198:310) in A.A. Anwar Prabu Mangkunegara (2005:69) is explained as follows: Performance appraisal is a process that is used by the director to determine whether an employee has done his job according to his duty and responsibility. Dermawan Wibisono (2006:193) stated that Performance evaluation is a performance appraisal that is compared with the plans or the standards that has been agreed.
1.3.2 Objectives The objectives of this internship are: 1. To analyze how is the performance of BPMPD in implementing Desa Mandiri program in Indragiri Hilir regency Riau province. 2. To analyze the inhibiting factors in implementing Desa Mandiri program in Indragiri Hilir regency Riau province. 3. To analyze the efforts from BPMPD in implementing Desa Mandiri program in Indragiri Hilir regency Riau province.
1.4.4
Independent Village Based on the technical guidance of Desa Mandiri implementation, Desa Mandiri (Independent Village) is a future goal that is hoped to be obtained according to the vision and mission of the triumphant
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and glorious Indragiri Hilir regency year 2025. Desa Mandiri program is the highest level in village development. Desa Mandiri is a village that is able to organize its affairs and its people’s needs based on its creativities and ideas.
4.
Definition of Operational Concept Concept Dimension Indicator 1 2 3 The a. Local government’s Evaluation of achievement of its vision Objectives and mission and Targets b. Target achievement according to institution’s strategic plans c. The implementation of institution’s function The a. Planning process Evaluation of b. Error Levels Plans The a. Facilities The Evaluation of Performance Evaluation of The BPMPD in Environment Implementing The a. The mechanism and Desa Mandiri Evaluation of procedure of program Program Performance implementation
6.
5.
The Evaluation of Performance Measurement
a. Work Motivation b. Capability c. Work Result Quality d. Communication e. Initiative The a. Input Evaluation of b. Output Result c. Outcome d. Benefit e. Impact Source: Wibowo (2007; 265) Modified by the author
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