The Process of Mental Revolution Control with "Dewi SARTIKA"

Model Development Program for Accelerating Village Performance

in Indonesia's 122 Underdeveloped Regions: Case Study in Wersawe

Village, West Manggarai Regency, Flores

Lelo Yosep Laurentius

, Hendry Hartono

, Lim Sanny

and Adi Prasojo

Character Building Development Center, Computer Science Department, School of Computer Science, Bina Nusantara

University, Jakarta, 11480, Indonesia

Management Department, BINUS Business School Undergraduate Program, Bina Nusantara Universit, Jakarta, 11480,

Indonesia

Character Building Development Center, Industrial Engineering Department, Faculty of Engineering,Bina Nusantara

University, Jakarta, 11480, Indonesia

Keywords: Control, Mental Revolution, Performance, Development, Program.

Abstract: This study aims to implement President Jokowi's mental revolution movement easily but comprehensively

at the village level through the "Dewi SARTIKA" model development program, which has an efficient and

effective framework to accelerate village performance in 122 underdeveloped regions. The program has a

transparency design of village performance assessment and stakeholder participation. The performance of

"Dewi SARTIKA" will be a regional innovation incubator, namely all forms of renewal in the

implementation of the regional government. The main actors of the program are the government,

researchers and local governments. The main stakeholders are village officials, NGOs, Civil Society

Organizations (CSOs), community groups, and business organizations. This research is an innovation from

the results of the CIPP model evaluation on the Wersawe Village-based ecotourism development program in

West Manggarai Regency, Flores in 2016-2018. Data was collected through FGDs, analysis of news

content, document studies, field surveys, observations, recordings, and in-depth interviews of three key

sources. Analysis and interpretation of data show that the acceleration of the development of 122

disadvantaged areas requires a "Dewi SARTIKA" development program as a role model that needs to be

implemented in each sub-district so that it becomes a benchmarking for other villages. This finding leads to

the need for regulatory innovations in the region through regent regulations regarding the implementation of

the "Dewi SARTIKA" model development program at the village level.

1 INTRODUCTION

President Indonesia, Mr. Joko Widodo (Jokowi)

offered a mental revolution movement to position

Indonesia as a superpower at the international level.

Its implementation requires a certain control system

at the village level so that it creates community

transformation. Because, mental revolution is a

movement of change in Indonesia so that citizens

always take the initiative to serve, clean, orderly,

independent, and united. Management engineering

development program "Dewi SARTIKA" model is

an intervention with a systems approach to

managing the movement of change. The intervention

also serves to bridge the government's initiative

through the third program Nawacita, namely to build

Indonesia from the periphery by strengthening

regions and villages within the framework of the

Unitary State of the Republic of Indonesia. This

intervention involves strategic partnerships between

stakeholders, namely the government, academics,

NGOs, local governments, Civil Society

Organizations (CSOs), community groups and

business organizations. The main actors of this

intervention are the government and local

governments because organizationally they play a

role in making strategic planning (goals, objectives,

strategies and plans) based on the law. Other

Laurentius, L., Hartono, H., Sanny, L. and Prasojo, A.

The Process of Mental Revolution Control with "Dewi SARTIKA" Model Development Program for Accelerating Village Performance in Indonesia’s 122 Underdeveloped Regions: Case Study

in Wersawe Village, West Manggarai Regency, Flores.

DOI: 10.5220/0008428701590164

In Proceedings of the 2nd International Conference on Inclusive Business in the Changing World (ICIB 2019), pages 159-164

ISBN: 978-989-758-408-4

159

stakeholders contributed to creating performance

appraisal standards for village development

programs with the "DewiSARTIKA" model based

on mapping the potential of the village, which of

course differed between regions. This intervention is

a very important management tool in two ways.

First, control strategies in the form of standards,

measurements, comparisons, and actions to

accelerate village performance. Second, the process

strategy between the input and output of the use of

village budget funds each year efficiently and

effectively. This control strategy and process

strategy will create a balance of flows of natural

resources and the environment. The balance of flows

of natural resources and the environment is a picture

of the flow of natural inputs from the environment

into the economy and the flow of waste from the

economy to the environment (PP 46, 2017).

Wersawe Village has Cunca Wulang (Moon

Waterfall) as a favorite destination for domestic and

foreign tourists. However, the facilities and

infrastructure are very limited and very unorganized.

The problem lies in the performance of the local

government and the village administration which

does not give an example of how citizens should

adapt quickly from simple farming habits to small

and medium-sized entrepreneurs in the tourism

sector who are growing very rapidly. As a result,

local communities have not optimally utilized the

environment as an economic instrument to increase

their income which directly impacts on improving

the level of welfare of their daily lives. This is

clearly seen in the low level of public hygiene in

homes and public spaces. 90% of people's homes do

not have bathrooms and toilets. Residents do not

build clean public toilet facilities for tourists. Local

people are accustomed to disposing of their

household waste directly into the Cunca Wulang

river flow because residents do not have trash cans

in their homes. Local government also has not made

a water management system to provide clean water

to people's homes, which will usually be occupied

by foreign tourists to stay on average 2-3 days. The

National Electricity Company (PT-Perusahaan

Listrik Negara- PT PLN) has not yet provided an

electricity network to Wersawe Village. Even so,

residents tried to use solar panels for household

lighting at night. Tourist Information Center to serve

tourist retribution registration is also like a shack in

figure 1. This office does not have a laptop or PC.

This office only has stationery, tables, chairs and

registration books. Residents also do not have kiosks

for the daily needs of tourists. The existing kiosk

only provides the basic needs of the local

community.

Figure 1: Tourism Information Center in Warsawe

Village.

Wersawe Village is a research sample because it

has a Cunca Wulang destination as support for

ecotourism in Labuan Bajo and is only about 30 km

from Labuan Bajo. The ecotourism of Labuan Bajo

and the coastal areas of West Manggarai Regency

has the character of marine, forest, mountain and

karst ecotourism ecosystems.

The researchers used the Stufflebeam CIPP

evaluation model (Context, Input, Process, Product)

which aims at continuous improvement in

organizational development. The CIPP Evaluation

Model is a continuous effort to help leaders and

members of their organizations to obtain, regulate,

and use feedback systematically to validate program

objectives, meet the needs of planning goals,

program beneficiaries, and pass accountability tests

(Stufflebeam, 2014). Management engineering

development program model "Dewi SARTIKA" is

an innovation from the evaluation results of the

CIPP model on ecotourism-based regional

development programs in West Manggarai Regency.

Then, the management engineering model "Dewi

SARTIKA" has a framework to measure the process

of accelerating village performance. In the context

of the position of Labuan Bajo, this intervention

focuses on developing ecotourism into the leading

sectors of the village and/or region.

The main problem found in the evaluation results

is the results of general data analysis at each CIPP

stage and the results of questionnaire data analysis

of 83.00% of respondents, have illustrated that the

West Manggarai Regency Government and

Wersawe Village Apparatus do not have a

mechanism that acts as a control measure and

organizing actions to develop the ecosystem of

Wersawe Village, especially at the Cunca Wulang

destination. Therefore, management engineering

development program "Dewi SARTIKA" model

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uses the theoretical framework of the control process

(Robbins & Coulter, 2016) as shown in figure 2. The

control process is a three-step process for measuring

actual performance, comparing actual performance

with standards, and taking managerial actions to

correct deviations or inadequate standards. Step 123

of this theoretical framework must be implemented

in each of the "SARTIKA" indicators as a system

that controls the process of change in the village.

Building awareness of these issues is often a first

step to fostering active and effective citizenship and

encouraging citizens to engage (Gaventa & Barrett,

2010).

Figure 2: The Control Process. (Source: Robbins &

Coulter (2016)).

Goals and objectives nationally and regionally

are accelerated regional performance. The

acceleration of the performance of Wersawe Village

requires engineering management development

program model "Dewi SARTIKA". Because, this

engineering is a management tool that formulates

control strategies and process strategies between

input and output of the use of village budget funds in

five priority matters. Those five things are

(Permendes 19, 2017) : a) Priority in the use of

village funds to finance the implementation of

programs and activities in the field of village

development and empowerment of rural

communities; b) Priority in the use of village funds

to finance the implementation of programs and

activities that are cross-sectoral in nature; c)

Programs and activities that are cross-sector in

nature include areas of superior product activities in

the village or rural areas, Village-Owned Enterprises

(Badan Usaha Milik Desa-BUM Desa) or BUM

Desa together, embung, and village sports facilities

in accordance with the authority of the village; d)

The construction of village sports facilities in

accordance with village authority is a business unit

managed by BUM Desa or BUM Desa together; e)

Priority in the use of village funds to finance the

implementation of programs and activities in the

field of village development and empowerment of

rural communities must be published by the village

government to village communities in public spaces

that can be accessed by village communities.

2 RESEARCH METHODOLOGY

The method used in this study is content analysis.

Content analysis is an analytical technique that

assesses and analyzes objectively to assess research

factors (Kerlinger, 1973). This content analysis was

used to analyze the results of the research factors

from the evaluation of the CIPP model that had been

carried out on an ecotourism-based regional

development program in West Manggarai Regency.

Determination of the source of the interview was

conducted purposively, namely the Head of the

Regional Development Planning Agency, Head of

the Culture and Tourism Office, and the Village

Head of Wersawe. Researchers conducted

observations, interviews and distributed

questionnaires to collect primary data. There were

86 respondents who filled out a questionnaire

designed for the component Context, Input, Process,

Product. The respondents' backgrounds are spread as

follows: business organizations (6.7%), local

government apparatus (10.12%), village apparatus

(10.12%), foreign tourists (20.23%), domestic

tourists (10.12 %), community groups (15.17%), and

local travel operators (15.17%).

3 COPYRIGHT FORM

All national regulations encourage the optimization

of the potential of the region to become a superior

product and service product through a cross-sectoral

strategic partnership. The main problem related to

the inability of the community to create regional

superior products lies in the lack of competency of

the regional government and village government to

design a program that can encourage the process of

regional superior product innovation. Management

engineering development program model "Dewi

SARTIKA" at the same time is a system of

organizational development and human resources.

Because, the process of implementing the "Dewi

SARTIKA" model adopts strategic planning

processes, utilization strategies, institutional

strengthening strategies, and community

empowerment strategies in every aspect of

"SARTIKA". However, the implementation of the

"Dewi SARTIKA" development program in the

village depends on the regulations of the village

The Process of Mental Revolution Control with "Dewi SARTIKA" Model Development Program for Accelerating Village Performance in

Indonesia’s 122 Underdeveloped Regions: Case Study in Wersawe Village, West Manggarai Regency, Flores

161

administration and the regent's regulatory support.

Because, the results of data analysis showed that

79% of respondents doubted the District Head of

West Manggarai Regency and the Wersawe Village

Head to manage their agency to regularly provide

guidance, supervision, consultation, monitoring,

evaluation, education and training in developing

entrepreneurship to the community.

Transformation is the adoption of new

technology, massive strategic shifts, the re-

establishment of processes, mergers and

acquisitions, restructuring into different business

units, and various efforts to significantly improve

innovation and changes in organizational culture

(Kotter & Cohen, 2002). The development

management engineering model of "Dewi

SARTIKA" requires strategic thinking, innovative

thinking and situation management skills from the

regents and village heads to create partnerships with

ecotourism actors and stakeholders. However, data

analysis showed 77% of respondents thought that

regents and village heads ignored the participation of

stakeholders in ecotourism development, namely

community members, community institutions,

village consultative bodies, community

empowerment cadres, religious leaders, community

leaders, and NGOs. In addition, 83% of respondents

agreed that the regent and village head had not

allocated funds for skills training and

entrepreneurship development for the community.

Because the regents and village heads do not

involve stakeholders and do not allocate funds for

skills training and development of citizen

entrepreneurship, currently the residents of Wersawe

Village have a number of crucial issues, namely: a)

Tourist visits to the Cunca Wulang destination

always increase every day, but there are potential

conflicts among community groups because there is

no business system that regulates equitable

distribution of income among the local community;

b) The weak process of control and supervision of

local governments towards the Cunca Wulang

destination has caused some criminal acts against

tourists in the Wersawe Village; c) Lack of

coordination of partnerships between government,

NGOs, local government, Civil Society

Organizations (CSO), community groups and

business organizations has led to the lack of a

standard data management system in the Tourist

Information Center office, especially data on tourist

character; d) Tourist visits to the Cunca Wulang

location are only limited to enjoying the natural

panorama, other economic activities according to the

needs of tourists do not yet exist because the

community members have not received training and

entrepreneurship development that supports tourism

activities. Accelerating underdeveloped areas into

developed regions requires a system approach.

Management engineering development program

model "Dewi SARTIKA" is an accelerated

intervention with a focus on a systems approach to

redesigning organizational structures and human

resource strategies . This intervention focuses more

on the control strategy and the strategy of the

ecotourism development process involving

stakeholders. The role of stakeholders focuses on

how to make detailed performance appraisals on

every aspect of "SARTIKA" so that the process of

implementing the "Dewi SARTIKA" model creates

multiple impacts on various aspects of people's lives.

So, this "Dewi SARTIKA" model development

program serves as a mental revolution control

system at the village level with a focus on improving

ways of thinking, behavior patterns, and improving

motivation that drives village performance. Because,

a village is a legal community unit that has territorial

limits that are authorized to regulate and manage

government affairs, the interests of the local

community based on community initiatives, origin

rights, and/or traditional rights that are recognized

and respected in the system of government of the

Unitary Republic of Indonesia (UU 6, 2014).

Meanwhile, the village government is the

administration of government affairs and the

interests of the local community in the system of

government of the Unitary State of the Republic of

Indonesia.

Figure 3: Management Engineering Model Development

Program.

The management model of the Dewi SARTIKA

model development program is shown in figure 3.

The output of the "Dewi SARTIKA" model is

regional innovation with a number of fundamental

principles (PP 38, 2017), namely: increased

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162

efficiency; improvement in effectiveness; improving

service quality; does not cause a conflict of interest;

oriented to the public interest; done openly; fulfill

propriety value; and can be accounted for the results

are not for self-interest.

Healthy is a state of well-being from the body,

soul, and social which allows every person to live

productively socially and economically (UU 23.

1992). ‘Social accountability’ refers to a form of

civic engagement that builds accountability through

the collective efforts of citizens and civil society

organizations to hold public officials, service

providers, and governments to account for their

obligations with responsive efforts (Houtzager and

Joshi, 2008). At the same time as strengthening civic

engagement and amplifying ‘citizen voice’, social

accountability initiatives aim to increase the

transparency of governance in many areas, ranging

from local service delivery to national processes of

development policy formulation (UNDP, 2013).

Environmental friendly criteria cover all aspects of

the environment throughout the product life cycle,

including among others the selection of raw

materials, the selection of types of energy for

production, manufacturing, utilization and post-

utilization (PP43, 2017). Local wisdom is the noble

values that apply in the order of life of the

community to protect and manage the environment

sustainably (UU 32, 2009). Local wisdom is usually

directly related to customary law communities,

namely community groups who have traditionally

settled in certain geographical areas because of ties

to ancestral origins, strong relationships with the

environment, and a value system that determines

economic, political, social institutions, and law (UU

32, 2009). Appropriate technology is a technology

that fits the needs of the community, can answer

community problems, does not damage the

environment, can be utilized and maintained by the

community easily, and produces added value from

economic aspects and environmental aspects

(Permendagri 10, 2010). Infrastructure is technical,

physical, system, hardware, and soft facilities

needed to service the community and support the

network structure so that the community's economic

and social growth can run well (Perpres 38, 2010). A

beautiful and sustainable Indonesia is one of the

missions of the eight national development missions

for 2005-2025. The realization of a beautiful and

sustainable Indonesia is characterized by the

following (UU 17, 2007): a) Improvement of

management and utilization of natural resources and

preservation of environmental functions reflected by

the continued functioning of its functions, carrying

capacity and recovery capacity in supporting the

quality of social and economic life harmonious,

balanced and sustainable; b) The maintenance of a

wealth of diversity and distinctiveness of natural

resources to realize added value, national

competitiveness, and national development capital;

c) Increased awareness, mental attitude, and

behavior of the community in natural resource

management and preservation of environmental

functions to maintain comfort and quality of life.

Management engineering model development

program "Dewi SARTIKA" is a change management

strategy, which is specifically for regional

government and village government. This

engineering will accelerate regional innovation

competencies based on village capabilities in aspects

of "SARTIKA". Because, this engineering focuses

on redesigning the organizational structure and

human resource strategy by taking into account the

internal environment and the external environment

comprehensively on the aspects of "SARTIKA".

Therefore, we propose a number of steps for change

management for the initiative to form Dewi

SARTIKA in villages in various regions, namely: a)

Regents and village heads cooperate with

stakeholders across sectors to organize education

and communication programs; b) Regents and

village heads work together with cross-sector

stakeholders to build commitment to change through

participation and involvement in implementation

"Dewi SARTIKA; c) Regents and village heads

work together with stakeholders across sectors to

support and provide training needed by the

community; and d) Regents and village heads

collaborate with cross-sector stakeholders to

negotiate an agreement on mutual awards and

incentives from the success of Dewi SARTIKA.

Starting from the President initiating a mental

revolution movement, then all regions, especially

122 disadvantaged regions, need to develop a

comprehensive framework and partnership, which

supports the Indonesian change movement that is

more serving, clean, orderly, independent, and

united in various villages in 122 underdeveloped

regions . This can only be achieved if the regional

government and village government dare to take

total responsibility and determine moral choices to

carry out the mental revolution movement by

practicing the "Dewi SARTIKA" model

development program.

So, the management engineering of Dewi

SARTIKA's model development program in this

study has a strategic contribution, namely: 1)

Creating synchronization of central-regional

The Process of Mental Revolution Control with "Dewi SARTIKA" Model Development Program for Accelerating Village Performance in

Indonesia’s 122 Underdeveloped Regions: Case Study in Wersawe Village, West Manggarai Regency, Flores

163

development regulations through intervention in

village organizational and human resource

development systems in each region; 2) Enhancing

the capability of the regent and village head

leadership in strategic thinking, innovative thinking,

and situation management skills in various aspects

of community empowerment; 3) Improving the

quality of human resources in regional government

and village government, especially the management

function control skills; 4) Improve the quality of

strategic planning through a process of collaboration

and cross-sector partnerships with stakeholders; and

5) Improve the quality of innovation of goods and

services; and 6) Increase regional superior products

that are sustainable.

4 CONCLUSIONS

Management engineering development program

"Dewi SARTIKA" model, which focuses on assessing

village performance by partnerships between regents,

village heads and stakeholders across sectors is a

diagnostic tool to examine the correlation between the

design of regional or village development

organizations through the empowerment of human

resources. The diagnosis aims to make the process of

change in the system and culture of work in regional

government and village government have a dual

impact on the citizens of the community. Therefore,

the implementation of a system-based intervention

approach such as the "Dewi SARTIKA" model

focuses on systematizing stakeholder evaluations

that create accountability in all aspects of

SARTIKA. So, the successful implementation of

this model relies on regent regulations and village

head regulations and accountability of stakeholders'

assessment processes. Regulation on regional or

village innovation incubator models through the

"Dewi SARTIKA" model development program will

illustrate the capabilities of the leadership of the

regents and village heads in strategic thinking,

innovative thinking, and situation management

skills. Whereas, the accountability of the assessment

process will describe the process of accelerating

performance in the context, inputs, processes and

products.

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