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EMPLOYMENT DIAGNOSTIC ANALYSIS WORKSHOP AT MAROS
Maros, 22-23 December 2012
Prepared by:
PUSAT STUDI PDPM-LPPM ITS
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1. Background
Unemployment and poverty are common social problems.
Productive employment creation program which is defined as
employment that is capable of making the most of existing
resources potency and on sustainable basis will be ultimately
needed to cope with these problems. The government has made
efforts to create programs and facilitated employment program
implementation. However, employment programs are very complex.
The government has limited knowledge and capacity to design,
carry out, monitor and evaluate the programs. Therefore
contributions from stakeholders such as private entities and
the community are imperative in employment activities. The
major critical milestone will be the understanding and
performing analysis of the existing employment issues and
designing programs and priorities to address the same.
The Employment Diagnostic Analysis Workshop is aimed at
delivering assistance for better development planning process
based on the principle of knowledge sharing among the
stakeholders that have interests in employment issues at local
level and encourage them to participate in the employment
programs planning and implementation.
The Workshop adopted the methodology that was introduced by
ILO (International Labor Organization) which is continued to
be developed through a collaboration between Pusat Potensi
Daerah dan Pemberdayaan Masyarakat – Center for Local Potency
and Community Empowerment (PDPM) of Institut Teknologi Sepuluh
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Nopember (ITS) Surabaya Indonesia and the Stockholm School of
Economics (SSE) of Sweden under the coordination of the
National Development Planning Board (Bappenas) financed by the
Swedish Government through the Swedish International
Development Agency (SIDA).
2. Purpose and Outcomes
This Workshop is especially aimed to relevant stakeholders
(government, private enterprises, and public) who have
concerns in employment issues in order to:
a. Have better understanding of the issues, challenges and
opportunities in developing inclusive and sustainable
economic growth and job creation.
b. Conduct collective employment analysis to ensure reliable
employment program planning process.
c. Facilitate dialogue to create discussion forum among
stakeholders to further assess the problems and challenges
in creating productive jobs and give recommendations to
local government in drafting relevant policies.
d. Build strong foundation for local governments in the making
of strategic policies for economic development and job
creation in the area.
e. Share collective commitment to promote social dialogue
between government and stakeholders in the area.
Whereas the benefits/outcomes of this Workshop are as follows:
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a. Better understanding of development direction and plans in
the area, including related problems and challenges.
b. Better understanding of the concept of joint employment
program planning as effort to create inclusive and
sustainable jobs.
c. Understanding of contemporary condition (problems,
challenges and opportunities) of productive resources
development (human and natural resources) and equal
opportunity for the people to get jobs in the area.
d. Understanding of contemporary economic conditions, including
identification of problems, challenges and opportunities to
develop conducive economic growth in the area and fair and
sustainable opportunities.
e. Understanding of contemporary condition (problems,
challenges and opportunities) of equality and sustainable
socio-economic development in the area.
f. Identification of potential leading sectors in the areas
which can generate inclusive and sustainable productive
jobs.
g. Give recommendations of policy that is required to follow
up opportunities and address the problems and challenges of
job creation in the area through leading sectors.
h. Recommendation for further studies to support the foregoing.
In the framework of supporting the realization of the Vision
of Maros Regency in the year 2010-2015: “To make the people of
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Maros prosperous based on faith and ruled by clean and
professional government”.
3. Definition
As described earlier, this Workshop is aimed at developing
alternative policy direction and programs to create inclusive
and sustainable and productive jobs. The terminology above is
defined as follows:
Productive Job means employment that is capable of offering
job opportunities so that one can earn decent income and able
to support him/her and his/her family and move out from
poverty line. Hence, productive job is closely related to the
reduction of unemployment and working poor rates.
Inclusive means all people regardless of gender who live in
cities or rural areas have equal opportunity to get productive
jobs. This term is closely related to equality.
Sustainable means productive employment that concerns
environmental protection not only for today’s present
generation but also for future generations.
4. Methodology
To achieve the purposes mentioned above, the Workshop consists
of two phases:
- Pre Workshop activity, also called the preparatory phase,
identify WHAT are the characteristics of jobs and relevant
challenges faced by the area. This activity is carried out
by ITS and SSE Team members by examining statistical data.
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HUMAN RESOURCES
NATURAL RESOURCES
SUSTAINABLE
PRODUCTIVE ECONOMY
EQUALITY
EQUAL AND SUSTAINABLE
DEVELOPMENT
ADDRESS EMPLOYMENT
DEFICIT
ALLEVIATE POVERTY
Private
Gov.
Public
- Workshop, aims to present employment data and relevant
challenges, confirm initial findings, and figure out WHAT
causes employment and poverty problems and collect inputs
HOW to address these challenges. This activity is carried
out collectively facilitated by local Regional Development
Planning Board (Bappeda) supported by speakers and
facilitators from ITS.
The thinking framework of diagnostic analysis phase referred
to the employment diagram (see Figure 4.1). Figure 4.1
Employment Diagnosis Framework features that inclusive and
sustainable and productive job is fundamentally dependent on
four factors, as follows:
- The availability of productive resources (Human Resources
and Natural Resources).
- Support of economic driving factor.
- The implementation focuses on the aspect of equality.
- The implementation considers the aspect of sustainability.
PROCESS
PRODUCTIVE RESOURCES
Figure 4.1 Employment Diagram
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Employment Diagnosis Framework features that job creation is
based on two productive resources, namely human resources and
natural resources. Both need to be empowered in the framework
of productive economy while consider equality and
sustainability and involve three development elements, namely
government, private enterprises and the public. If it works,
the sustainable development base on equality will be able to
address the deficit of productive jobs employment and poverty.
Hence, the planning stage comes as early critical stage and
this Workshop is aimed at facilitating a joint planning and
discussion with reference to the concept mentioned above.
5. Agenda and Participants
The Workshop was held on 22-22 November 2012. Discussion
results from one session were used as input materials for the
next session, as follows:
Day 1: (a) Presentation of the Vision and Mission of Maros
Regency; (b) Explanation of methodology; (c)
Employment dynamics in Maros Regency, and (d)
Analysis of economy and sustainability.
Day 2: (e) Analysis of human resources and other productive
resources followed by discussion on the topics of
(f) equality (inequality) and summary of
recommendations for the local government.
Workshop Framework is featured in Figure 5.1.
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Session 1. Methodology of Joint Manpower Program Planning
Session 2. Development
Strategy
Session 3. Facts about economic
development in the areas
Session 4. Facts about manpower in the area
Session 5. Facts about equality and sustainability
Question & answer: Understanding of Manpower Dynamics
Session 6. Presentation and
Discussion A Productive Human
and Natural Resources
Session 7. Presentation and
Discussion B Achieve Development
Goals based on equality
Session 8. Presentation and
Discussion C Achieve Sustainable Development Goals
Session 9. Presentation and Discussion
D Selection of Leading Sectors for inclusive and sustainable
employment
Session 11. Discussion F
Recommendations and Further Studies
Session 10. Discussion E
Policy Recommendations Review of results of discussion A-D & prepare
policy recommendation & RKA.
Figure 5.1 Workshop Framework
Complete workshop schedule is presented in Appendix A.
The Workshop was attended by 46 participants including 28
government officers, 8 private persons and 10 participants
from the community, 73.91% (34 persons) male and 26.09% (12
persons) female. Participants’ comments and expectations of
the Workshop are presented in Appendix C.
6. Workshop results
The workshop results are presented in 4 sub section: Demographic
Composition, Employment Dynamics including economy and
workforce.
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Sources: Maros Regency in Figures, BPS, 2010 Figure 6.1. Distribution of Rural/Urban Population
6.1 Demographic Composition
6.1.1 Population distribution
With a total area of approximately
1619.12 km2 the population of Maros
regency is about 319,002 persons with
average density is approximately 197
persons/km2. Maros regency consists of
14 kecamatan (district) and 103
kelurahan/desa (villages). The majority
of the population lives in villages that account for about
221,147 persons (66.19%), and live in the urban area which
accounts for 107,855 persons (33.81%).
6.1.2. Distribution of the population by age and sex
Men population is about 155,965 (49%) and women population is
approximately 163,037 (51%). The distribution of population by
age and sex is shown in Figure 3.2. The working age population
aged 15 years and above accounts for approximately 218,295
(68.4%) and the remaining 100,707 (31.6%) persons are
population under 15 years.
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Sources: Maros in Figures
Figure 6.2 Pyramid Chart of Maros Population
6.2 Employment Dynamics
6.2.1 Labor Force Population
The population of labor force is approximately 140,254 people
(44%) where more than 50% (approximately 75,000 person) are
elementary school graduates or below, the remaining are junior
or senior high school graduates and above. Labor forces who
graduated education above senior high school accounts for only
38%. Furthermore, the distribution of women with higher
education background is higher than men. (See Figure 4.1).
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Sources: Maros in Figures 2010
a) By education b) by Education and Sex
Sources: Maros in Figures 2010
Figure 6.3 Labor force Population by education and sex
The population of working ages who are employed is
approximately 126,653 person and unemployed is approximately
12,611 (see Table 6.1) where 51% are unemployed of elementary
graduates, while unemployed of secondary school graduate
accounts for 7.5%, and the remaining are senior high school
graduates (42.2%).
Table 6.1 Distribution of Labor Force Population by Education Level in
Maros regency
Employment Status
Education Level
Total < Elementary
Junior
Secondary
> Senior high
school
Labor force 74,948 21,233 44,083 140,264
Employed 68,515 20,291 37,847 126,653
Unemployed 6,433 942 6,236 12,611
Non labor force *) *) *) 78,031
Source. Maros In Figures, BPS 2010
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6.2.2 Labor Force Participation and Productive Workforce
Deficit
In general, employment participation rate is still low where
the ratio of labor force population to Working Population is
64.3% which means 43.7% of the population is not employed due
to unemployed or not working actively (housewives, students,
etc.). While the ratio of Working Population to working age
population (employment rate) is about 58% (see Table 6.2)
Table 6.2 Projection of Participation Rate of Employed and Unemployed
Population
Distribution of Working Age Population by sex - 2010
Men Women Total
1 Population 155 965 163 037 319 002
2 Working Population Aged 15+ 104 165 114 130 218 295
3 Labor force 88 147 52 117 140 264
4 Employed 82 847 43 806 126 653
5 Unemployed 5,300 8,311 13,611
6 Inactive (persons) 16 018 62 013 78 031
7 Actual Dependency Ratio (%) 0.88 2.72 1.52
8 Dependency ratio by age (%) 0.50 0.43 0.46
9 Activity rate (%) = [3] / [2] * 100 84.6% 45.7% 64.3%
10 Employment rate (%) = [4] / [2] * 100 79.5% 38.4% 58.0%
11 Unemployment rate (%) = [5] / [3] * 100 6.0% 15.9% 9.7%
Source. Maros in the Figures, 2011
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Figure 6.4. Projections of Deficits of Productive Employment
The number of working age population is 140,264 people (64%)
where 58% of them are employed. Therefore there are still
about 9.7% unemployed (36110 people). From the total Working
Population, about 18,517 persons are unproductive workers. The
predicted Employment Deficit in Maros regency is derived from
the number of unemployed population plus unproductive workers
in a total of approximately 31,128 persons (See Figure 6.4).
In terms of education level, the quality of labor force
population is relatively low where 9% of elementary school
graduates are unemployed, 942 persons of secondary school
graduates are employed and 6,236 persons of senior high school
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graduates are employed (See Table 6.1). This figure suggests
that Maros regency is having a serious unemployment problem
involving less educated unemployment.
6.2.3 Employment absorption in various economy sectors
Agriculture, forestry, hunting and fishery sectors absorb most
employment in a total of 55,695 persons followed by trade
sector 22,402 people, and the third sector is services for
approximately 22 persons (see Figure 6.2).
Sources: http://pusdatinaker.balitfo.depnakertrans.go.id
Figure 6.5 Distribution of Working Population by Sectors in Maros regency
in 2010
Agriculture, mining and quarrying, construction and wholesale/
retail and restaurants are dominated by less educated
population (elementary or below). While financial, electricity
and services sectors employ more educated population. (See
Figure 6.5)
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Sources: http://pusdatinaker.balitfo.depnakertrans.go.id
Figure 6.6 Distribution of Workers’ Education by Sectors.
The average wages made by elementary school graduates working
in agriculture, trade and construction are relatively low as
compared to other sectors (mining, transport, electricity and
gas, warehousing and financial services). It appears that
education background affects the amount of earnings in each
sector. Further, sectors that pay better wages in Maros
regency are services, finance, electricity and gas.
Table 6.3 Average Wage/Salary Per Sector by Workers’ Education Level.
Workers / Employees’ Average Net Monthly Wage / Salary in Maros Regency year 2010
Agriculture,
forestry
hunting and
fishery
Mining
and
excavation
Manufacturing Electricity,
Gas and Water Construction
<= elementary 415,951 978 151 862 736 1089076 635 667
junior high school 646 893 8,000,000 756 559 - 853 458
Senior high school - - 967 184 1,000,000 923 130
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Vocational high school 1,250,000 -
Diploma I, II, III / Academy - - - -
University 372 894 2200392 801 977 1058564 814 905
Wholesale,
retail,
restaurant &
hotel
Transportation,
warehouse and
communication
Finance,
Insurance,
building and
land lease, and
company
services
Services
<= elementary 506 391 706 960 776 773 1173178
junior high school 670 894 1177709 1361681 1127967
Senior high school 524 874 2473750 150,000 1054392
Vocational high school 1,500,000 1981547 - 1156766
Diploma I, II, III / Academy -
-
-
-
2209244 2887827
University 622 082 1256769 1221239 1561672
Sources: http://pusdatinaker.balitfo.depnakertrans.go.id
6.2.4 Employment challenges in Maros Regency
From earlier description, it is clear that Maros regency faces
productive labor force deficit for approximately 32,128
persons, consisting of 13,611 unemployed and 18, 517
unproductive labors. Employment problem in Maros regency
involves less educated workforce especially villagers. In more
detail, based on secondary data analysis, the following
employment issues are found in Maros regency:
In terms of education, the quality of workers is low because
the majorities are elementary school graduate or lower.
Due to poor quality of human resources, agriculture hunting
forestry and fishery are the two sectors which create the
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highest employment rate (agriculture 55.695, trade 22.402
and social service 22.000 labors)
The average income per sector is varied with the lowest
earning is in agriculture and construction especially for
less educated workers (elementary graduate or dropouts).
The distribution of men and women workforce equals to the
number of elementary school graduates or dropouts, however,
the percentage of male workers of junior and senior high
school graduates seems higher than women’s. As for higher
educated workforces, the distribution of women is higher
than men.
Discussion about important issues related to employment issues
are found the following matters:
Less educated workers are caused by people assumption that
elementary or junior high school is enough for them.
The weaknesses of this kind of workforce are poor work
ethics, poor punctuality, act little and ask too much
(demand high pay), lack of confidence, lack of discipline,
always ask for backup, like wasting times, prone to
corruption, collusion and nepotism practice, doubter, lack
of seriousness in work.
Less skilled with poor entrepreneurship knowledge.
Lack of creativity to manage existing resources, lack of
management skills and not ready for competition.
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The number of employment in Maros regency is very
little/limited in addition to unavailability of information
or access to human resources training/skills and employment.
6.3 Gap Issues
6.3.1 Income Gap and Poverty
Maros regency is facing poverty problem although the poverty
levels in the area continues to decline to 36,331 people
(11%), in fact below national poverty rate nationwide which
reached 13.5% in 2010 and 11.96% in 2012 (BPS, 2012). This
poverty rate is closely related to income gap in various
sectors or types of work and various levels of education.
Agriculture and construction sectors have lower incomes than
other sectors. Whereas elementary graduates working in various
sectors make the lowest income or below the poverty line.
Therefore the improvement of people’s welfare and poverty
alleviation will be achieved if the government of Maros
regency is able to offer opportunities to increase income in
sectors paying low income especially for less educated
workers.
6.3.2 Gender Equality
The distribution of men and women in low educated workforce
(elementary school or dropouts) seems almost the same,
however, for junior and senior high school-based workforce,
the percentage of men is higher than women. For higher
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educated worker force the distribution of women is higher than
men. (See Figure 6.7)
Sources: Maros in Figures, BPS, 2010
Figure 6.7 Working Population educational background by sex
Even though women’s participation in Maros regency is still
low, namely: 1) women’s activity rate is 45.7% while men’s
activity rate reaches 87%; 2) employment rate (the ratio of
Working Population and working age population) men is 79.5%
and women is 38.4%. (see Table 6.2). The question is higher
educated women workforce population is classified as unemployed?
6.3.3 Rural and Urban Gap
The number of workforce living in rural areas nearly double
the number of workforce living in urban areas, which is about
66% live in rural areas. Urban workforce population generally
has higher education where male workers of senior high school
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graduates account for 57% while female workers account for
about 54%. In rural areas, senior high school male graduate or
above account for only 31% and female accounts for
approximately 26% and the remaining are junior high school
graduate or below (see Figure 5.2). This suggests that
educational opportunities for rural and urban areas are highly
imbalanced. In other word, in Maros regency the chance to take
higher education for the villagers is smaller than urban
population.
(A) distribution of workforce (b) education background of workforce population
Sources: http://pusdatinaker.balitfo.depnakertrans.go.id
Figure 6.8 Distribution of Workers by Rural and Urban Areas
Challenge to fulfill manpower deficit for approximately 32,128
persons which should be addressed by the government of Maros
regency generally live in rural areas and are less educated.
It will require brilliant innovation to provide productive
employment for them. The question is what sector able to
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provide productive employment in Maros regency that pay above
the poverty line?
6.4 Economic sector and determination of key sector
Maros’ economic growth rate has been continuing to increase in
recent years. In 2010, its economic growth rate was 7.1%. As
the buffer zone of the capital city of South Sulawesi
province, Maros is situated at key point to determine the
priority sectors to be developed due to various advantages the
area has. Maros regency plays an important role in supporting
trading sector in Makassar; its agricultural sector constitutes
one of national rice production and also national tourism
destination. The important thing to note is unemployment and
poverty rates are higher than the average rate of South
Sulawesi province.
Sources: Maros in Figures 2011, Pusdatinaker 2010
Figure 6.9 the Ratio of GRDB to Employment Distribution by Sector
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Figure 6.9 features the Ratio of Sectors’ contribution to GRDB
and Job Creation. It is seen that in terms of economy 38.5% of
GRDB IS contributed by agriculture, followed by manufacturing
(23.3%), trade (8.45%), and other services OF 14%. However,
the contribution of each sector in job creation is uneven.
Agricultural provides employment up to 44% while manufacturing
industry provides accounts for only 6.13%, trade and tourism
account for 17.7% and other services account for up to 17.42%.
These reflect gap in productivity among sectors. Manufacturing
sector is the most productive sector due to its significant
contribution to the economy despite little number of
workforces. However it turns out that the data mentioned
mineral processing industry.
Therefore the determination of sector that is able to provide
decent jobs needs to be considered. The determination of
sectors should consider the following matters:
a. Have demand/market
b. In accordance with the characteristics of existing
workforces (open unemployed in accordance with existing
education level/skills)
c. High labor intensive
d. Pay decent wages
e. Sustainable
Based on the above criteria there are 4 potential sectors,
namely Agriculture, Trade, Food Processing, and Tourism.
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Figure 6.10 Market System Framework
presented in Donut Chart
The following Market System
Framework presented in Donut
Chart is used to direct
subjects need to be corrected
for each sector by
assessing:
1) Problems to maintain the
chain of value in the
sector;
2) Regulatory support to establish conducive sound business
climate
3) The availability of supportive functions to grow the
sector.
7. Discussion concerning Efforts to Reach Productive
Employment Target in various sectors
The government of Maros regency is aware that employment
issues are crucial and it is the tasks and responsibilities of
the government to manage this problem. The problem is how to
design and manage employment restructuring (labor force and
non labor force) by involving all stakeholders including
private, state-own enterprises and local enterprises. The high
unemployment rate will be difficult to overcome; however, at
least there are 4 things that can be done by the government of
Maros, as follows:
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1. Give priority to low-educated children to get certain
skills/expertise trainings.
2. Improve the quality of internship program
3. Provide competency-based trainings at each work place
4. Provide entrepreneurship trainings to youths.
As discussed earlier, the four selected sectors determined as
key sectors are agriculture, trade, industry and tourism.
Hence, the following section describes current condition of
each sector, policy recommendation, and success indicators.
Selection criteria and program recommendations:
Absorb labors
Offer high added value
Has connection with other sectors (multiplier effect)
Provide equal Job Opportunities
Guaranteed sustainability (market)
Effortless application
Affordable Cost
7.1 Agriculture sector
7.1.1 Current conditions: Weaknesses and Opportunities
The agricultural sector still adopts traditional technology.
Based on discussion result, the weaknesses and challenges of
agricultural sector are:
The absence of extensive agribusiness systems from upstream
to downstream so if this sector is developed there is an
opportunity to develop agribusiness system extensively from
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upstream to downstream because agribusiness is labor
intensive. Besides, agricultural sector should be developed
into an integrated farming system (entrepreneurial farmer).
Another opportunity is open organic agriculture to meet
current high market demand for these products in addition to
sell the product at supermarkets
In terms of human resources/employment, agricultural sector
employs less educated workers. Currently, urbanization rate
is high which has made the number of people working in
agricultural very little for many youths are no longer
interested working in agricultural sector. Actually,
employment in agricultural sector is widely opened and
requires high skills in the field of agro business.
The condition of infrastructure is viewed to be under
standard, road access to the farms is damaged so the
government should take a measure to renovate the access
roads to agricultural areas. Besides, wider and more
adequate irrigation system is need as well.
Environmental issues being faced is the frequent use of
chemical fertilizers that affect soil fertility. Therefore
environmentally friendly technologies are needed such as
utilizing agricultural waste or manure as organic fertilizer.
In terms of products, until now there is no quality standard
of agricultural products so that farmers do not know what
kind of qualities desired by the market. Market information
is unavailable either and agricultural partnership has not
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been established. Therefore it is necessary to establish
partnership and agribusiness business meeting. For the
purpose of promotion, agriculture exhibition is required to
procure more market demand.
7.1.2 Policy and Program Recommendations
To further develop the agricultural sector and able to provide
productive employment, the following integrated policy and
program are required:
1. Improve human resources capacity by giving training on
agribusiness development and integrated farming.
2. Improve basic agricultural facilities/infrastructure
3. Carry out organic farming programs
4. Develop market information network program
5. Develop primary product zone.
In developing the programs the government’s role is the
regulator, private sector is the partner while farming
community is the actor.
7.1.3 Success Indicators
Aspect SUCCESS INDICATORS FOR AGRICULTURAL SECTOR
Human resources
quality
The availability of skilled labor in the
village
Products and
Productivity
Increasing production and agricultural
productivity
Development of environmentally friendly
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agricultural production quality
Development of organic farming tradition
Employment
Absorption
Reduction in unemployment in the village
Facilities and
infrastructure
Fulfillment of basic facilities that
support farming business
Promotion Effortless access to markets and
production facilities and information on
any media
Establishment of partnerships among
farmers, entrepreneurs and financiers
Business
development
Improvement of primary products in
each area continuously and the
establishment of agribusiness system
7.2 Trade Sector
7.2.1 Current conditions: weaknesses and opportunities
Discussion of trade sector covered small and medium scale
business which remains unable to provide sufficient employment
due to:
Still adopt traditional system so the proceeds are
relatively small. Residents/sellers do not utilize of
contemporary technology (internet, etc.). On the other hand,
lack of access to financial institutions (poor network).
Market shares should be high due to continuous flow of
28
people crossing the area and the existence of PTB. In
addition, Maros is the satellite area of the provincial
capital (Makassar) and urban population tends to be
consumptive.
Human resources Quality
The quality of human resources is inferior and tends to be
feudal who consider education is not important. The level of
knowledge to develop trade business is minor that made them
unable to create employment
Infrastructure
Trade business in Maros regency is supported by 21
traditional markets spread across 14 districts with 2
markets are first class and 19 markets are second class.
Over the last two years, budget allocated for market
renovation is large nearly 10 billion so the quality is
good. For next year the budget to be allocated is
amounting to 17 billion.
However, the management of these markets is not good and
needs further development (typically dirty and not
managed properly)
Besides markets, other means of trade business is shop
house which are quite expensive while there is no modern
market is available (clean and attractive market)
The role of private companies in the development of
market does not exist for example through CSR funds
29
Environment
Market management is not performed properly (high
accumulated wastes without property management)
Promotion
The lack of promotion due to the absence of knowledge while
promotional media are not available especially for people
living in the village. In addition, access to information
about trading commodities cannot be accessed immediately by
businessmen.
Products sold
Generally the products not well packed with inferior
product quality; many products are not durable, short
expiration date
There are many Indomaret stores in Maros regency but none
of local product is sold in the store due to inferior
quality because agricultural products still use
pesticides.
7.2.2 Policy and Programs
Policies that support the development of trade in Maros
regency are:
Integrate trade development program with tourism development
programs
Provide flexibility to merchants to gain access to capital
through cooperation with financial institutions.
30
To improve the quality of human resources in trade business,
the government must adopt policy for students by providing
special funding to continue to higher education level.
The drafting of regional regulations governing merchant
association
Based on the discussions results, program required to
develop trade sector, among others:
o Improve the quality of human resources:
Training on use/manufacturing of promotional facility,
product development, use of technology, access to information
for merchants
Training on procedures for handicraft packaging to make them
interesting and have selling value
Regular guidance for merchants/entrepreneurs/private companies
in the village
o Trade business development programs:
The establishment of merchant associations to facilitate
farmers to market their products and avoid selling their
products to middlemen
o Improvement of market environmental:
Procurement of waste recycling machine whether plastic
or organic
Appoint waste manager to facilitate waste collection
from markets
7.2.3 Success Indicators
31
Aspect SUCCESS INDICATOR OF TRADE BUSINESS SECTOR
human
resources
quality
Increased trade capacity amid market access
and capital
Many marketing outlets established by the
community
Number of trading businesses that have
internet sites for transaction
Products and
Productivity
Increase in the number of existing
businesses
Increase in productions
Labor
Absorption
The number of people working in trade
sector
The number of business representative
established in rural areas
Facility and
infrastructure
The availability of reliable
telecommunication access in Maros
The Availability of access roads from
production centers to trade business center
The availability of reliable means of
transportation and accessible from
production center to trade center
Promotion The frequency of trade exhibitions held in
various areas (local, provincial, national)
Number of promotion counter that can be
accessed by employers in Maros
32
Number of business websites promoted in
various media
Business
development
Business formulation
The availability of credit access for
business development.
7.3 Food Processing Industry
7.3.1 Current conditions: weaknesses and opportunities
The number of products is less varied; processing is conducted
at household level. Manufacturers have little knowledge of
quality while production facility is also very limited.
On the other side, feedstock is much available that allow
various products to be made, for example:
- Food product: rice
- Fishery product: fish, crabs
- Farm product: corn (nasi koboi), popcorn, animal feed
- Forest product: bamboo crafts
Human resources Its number is relatively insufficient
while the number of labor force is high
despite non trained.
Environment Wastes generated from production process
have not been handled properly. An
environmentally friendly production
processes should be developed.
Promotion Printed media (newspapers) have been
circulated widely even to rural areas and
33
many people who read them frequently even
get online. However, promotion of
processed product cannot be made due to
high advertising cost on printed and
electronic media. Many manufacturers do
not know how to promote their product on
electronic media. In addition, certain
knowledge is needed to make product brands
more interesting to people.
7.3.2 Policy and program
To support the development of processing industry the
government of Maros regency needs to take the following
measures:
Conduct certification of processing industry to allow them
maintaining standard quality
Recommend the development of key food/commodity products,
chili, tomatoes, corn, shrimp, etc.
Establish an integrated industrial zone in each district
based on relevant key products using current technological
advances
Maintain specific policy to ensure equality in terms of
employment absorption at district level
The following programs are recommended for the development of
processing industry:
Development of micro, small and medium enterprises (SMEs)
34
Promote other market-oriented agricultural businesses.
Foster a focused home industry development continuously
7.3.3 Key Success Indicators
The success of manufacturing sector development can be
assessed based on the following indicators:
Aspects SUCCESS INDICATORS OF FOOD PROCESSING SECTOR
Human
resources
quality
Improved women participation in food
processing activities
Improved human resource capacity to produce
quality products and meet food standards
Products and
Productivity
Increased number of businesses holding PIRT
licenses
Increased production volume
Reasonable wages earned in food processing
business
Labor
Absorption
Increased number of people working in food
processing sector
Increased number of food processing
business in villages
Facility and
infrastructure
The availability of reliable telecommunication
access in Maros
The Availability of road access from the
central of production to trade center.
The availability of reliable and affordable
means of transportation from the central of
35
production to trade center.
Promotion The existence of souvenir shop in Maros
The Promotion of food production centers
and local culinary
Business
Development
Business formalization
Increased credit application for business
development
7.4 Tourism
The famous tourist destination in Maros is Batimurung
waterfall. This object has been the destination of local
tourists but not foreign tourists. Actually Maros has unique
cultural potentials that could be developed as tourist
attraction, such as traditional wedding and local ceremony.
7.4.1 Current condition: weaknesses and opportunities
The development of tourism in Maros regency should be
conducted openly, however, so far no investor is interested
to make investment there. There is no regulation existed to
govern tourism in Maros, for example the determination of
tourist destination area any matters supporting tourism
development.
inadequate facilities and infrastructure of tourism such as
hotel, restaurant and transportation to the tourist
destinations. The development of facilities and infrastructure
36
will increase tourist visits as they will eager to spend
more times in Maros regency.
The environment around tourist destinations has not been
managed adequately especially concerning domestic waste
management. People living surrounding tourist destination
should be given knowledge of tourist business and
environmental management to support tourism sector
development in Maros regency.
The quality of human resources in tourism business needs to
be upgraded. Improvement of human resources quality
especially the youths will support faster tourism
development.
Other tourist objects other than natural objects in Maros
have not been explored entirely given that Maros has pretty
unique culture and commercial value as tourist destination.
Tourism promotion in Maros regency is hardly developed for
both local and foreign tourists due to promotional budget.
Here is a commentary by a foreign tourist:
Do not waste your time. “*)
Reviewed July 3, 2012
We had one day to kill in Makassar, and decided to check
out the waterfalls and butterfly park at Bantimurung.
What a waste of a day. We spent two hours on at least 3
different bemos in the penetrating heat to get there.
Getting off the minibus we walked past numerous stalls
37
selling food, drink, and most disappointingly, Welcome to
Thunderbird framed butterflies. Do not encourage this
despicable practice - its no wonder there are very few
butterflies left in what must have once been an
incredible sight. We were expecting a 20 000 admissions
each based on Lonely Planets (Often incorrect) advice,
and arrived to face 50 000 rupiah each - more than we
were willing to pay but considering the effort we took to
get there Decided to bite the bullet. Basically this is a
dirty public pool fed by a large waterfall. The waterfall
itself is impressive, but is ruined by its surroundings -
litter, concrete, dilapidated facilities, and hawkers. We
walked to the top of the river only to find a walkway
that was accessible with a flashlight, roommates guides
willingly offer - at this point we were done, and chose
to make the walk straight back out the gates, only to
find no bemos returning to Rantepao. We waited 45
minutes, punctuated with swathes of locals wanting to
take pictures with us (which is normally fun, but less so
when you’re in a bad mood, and after 40 or 50
occurrences), until we waved down a minibus, for a 2 hour
ride back to the city. Waste of money, not to mention a
whole day. Stay away.
Visited May 2012
Was this review helpful? Yes
Problem with this review?
38
Ask Patrick W about Bantimurung
7.4.2 Policy and Program Recommendation
Tourism development in Maros regency should be initiated with
regulation in the form of affirmative action, including:
A master plan to develop Bantimurung as the city’s tourist
icon
A master Plan to develop rural tourism
Regulation as to increase pure local income for village
tourist destination.
Regulation that provides protection of women’s workers
especially at tourism destination.
Further integrated programs are needed among the community
especially the locals and the government (local cultural
preservation program), namely:
Capacity building programs for tourism workers especially
women (skills and perspectives)
Village-based tourism development program
Community capacity building program on environmental management
subject and activities supporting tourist business.
Special protection program for women working in tourism
business.
7.4.3 Success indicators
Aspect INDICATORS
Development of
Tourism
The existence of new tourism destinations
and tourist villages
39
Destinations Well managed, friendly and comfortable
tourist area
Employment
Absorption
Employment absorption in tourist business.
Increased number of female workers in
tourism business
Cooperation The development of rural tourist funded by
CSR
The existence of cooperation with private
sector and the community on the subject of
tourism management (capital/investment/
village partnership etc)
Promotion Developing promotional program of complete
tourism package in Maros
Increased number of foreign and domestic
tourists
40
Appendix A. Agenda Workshop
TIME SESSION
Day 1,
Goal of day 1: Understand strategic direction, the condition
of economic development in the area, identify key sectors and
value-added strategy for sustainable economic growth
8:00 to 08:30 Registration
8:30 to 9:00 Opening
Welcome Speech
Workshop Committee Chairman
Opening Speech
Regional Secretary of Maros Regency
Photo Session
09:00 to 09:15 Coffee Break 1
09:15 to 09:45 Introduction
Major Facilitator - ITS Team (Lantip
Trisunarno, MT)
09:45 to 10:00 Session 1. Introduction of the Methodology
of Joint Manpower Program Planning
Keynote Speaker: Dr. Janti G
10:00 to 11:00 Session 2. Development Strategy of Maros
regency
Keynote Speaker: Bappeda Chairman of Maros
Regency. Moderator: ………
11:00 to 12:00 Session 3. Enhance Job Opportunities - Focus
41
On the Level and Quality of Economic
Development - understanding the facts on
economic development in Maros regency
Keynote Speaker: Dr. Janti Gunawan
12:00 to 13:00 Lunch Break
13:00 to 13:15 Energizer
Session 4. Enhance Job Opportunities - Focus
On The Level and Quality of Economic
Development (continued) – understanding of
key sectors
Group facilitator
2:30 p.m. to
15:00
Coffee Break
15:00 to 16:30 Session 5. Enhancing Job Opportunities -
Focus On The Level and Quality Economic
Development (continued) - the value chain
and value-added
Facilitator
42
Day 2,
Goal of day 2: Understand the condition of productive
resources and challenges to resources-basis (human and
natural resources) development and its implications.
Review of existing policy and measures, how to achieve fairer
and sustainable development – preparing policy recommendation
and action plans
08:30 to 08:45 Opening of Day 2
Summary of Day 1, Introduction Day 2 and Ice
Breaking
Major facilitator
8:45 to 9:45 Session 7. Analysis of Employment Conditions
in Maros regency
Presentation and questions and answer about
the conditions, dynamics and unique
characteristics of employment, economy and
labor in the area.
Keynote speaker: Dr. Agnes Tuti
09:45 to 10:00 Coffee Break
10:00 to 12:00 Session 8. Discussion on challenge to the
aspects of productive resources in Maros
Objective: Collect major challenges to the
development of productive resources in Maros
Group Discussion
12:00 to 13:00 Lunch Break
43
13:00 to 13:15 Energizer
13:15 to 15:15 Session 9. Achieve Development Goals based
on Equality
Keynote speaker: Dr.. Eddy Soedjono
15:15 to 15:45 Coffee Break
15:45 to 16:45 Session 10: Summary and Conclusions and
Policy Implications and Further Study
Group discussion and presentations to
propose policy recommendations and further
studies - if necessary - to follow up the
results of discussions on Day 1, 2 and 3 by
reviewing the identified problems,
challenges and opportunities.
Facilitator: Dr. Janti Gunawan
16:45 to 16:55 Evaluation
16:55 to 17:00 Closing
44
9. Appendix B. List of workshop participants
Government Officers
No Name Agency Position Phone
1 H. M Natsir BPSK Head 81242998050
2 Makmur BAPPEDA Kasubag Pros 4115618278
3 Hj. Syamsiah Tourism Secretary 81355057769
4 Hj. Djohar Daud Legal. Dept. 82348737177
5 Nurwati Ishak BKKBN Secretary 82348605561
6 H. Nurdin Kopermdag 85255153330
7 Abd. Rauf Public figure 85298344252
8 Nurul Ashar Dinsosnaker Trans Personnel manager 81355409130
9 Drs. H. Muh. Nawir, Msi Dinsosna Kertrans Kadis
10 A. Mappelawa Kec. Cambi Camat
11 Abdul Gaffal Social Service Kasi Pembina 82189908848
12 Ir. Jammaludi Ali Kec. Maros Kades 81334517785
13 khairil anwar monev Bappeda Staff 8194118237
14 H. Sattu Talib Kantor Camat M.Loe Kasi Pembangunan 81342248251
15 Muh. Yani Kec. Maruut
16 SULTAN TOMAS
17 Jammaludin Agri. Service Ka. Sabag program 81342177085
18 Wahyu Kiswatiningsih BPS Kab. Maros Social div. Staff 85255704981
19 Fatmawati DPKP Sekdie 821989830337
20 H. B. Burhan Kec. Tauralil Camat 81342435293
21 Diagustra Branda BAPPEDA Staff 89694987444
22 Erlan Trisla Bappeda Staff 89694987444
23 Asis. Se. Kec. Camba 85299002488
24 Nur Alam Bappeda Staff
25 H. Abdul Haris Kec. M. Loe District Head 8114209771
26 A.s Chaidir DPRD Maros WAKA 812455297
45
27 Lovy Hendrajaya DPRD Maros Head Com III 85398823022
28 Ade Permana 85256304301
Public
1 Muliati Kec. M. Loe Women Activist 81289844924
2 Hj. Dhaniar Anggota Koperasi Member
3 Hajerah Wanita usaha Member
4 Rosniah Kec. Camba Women Activist
5 Syahril HPPMI Sekum 85241757574
6 Opik HPPMI Bidang 82347271501
7 Muh. Syadiq T. HPPMI Head of education div. 85242355546
8 Muh. Asri HMB Head 85255060562
9 M. Irdan AB LAPS Head 81342185091
10 Rusman Anno JARI CSR PM 81356559874
Private Companies
1 Gunawan Gani PT. SBM 82187119477
2 Akbar PT.SBM 8234665387
3 Abd. Raup Private 8234798589
4 Nurasia Private 81342236869
5 Mustamin Private 85242412855
6 Nurkhaes M. Bank Sulsel 85341247777
7 A. Amin Private 81242907080
8 A. Singke Private 85242881823
46
10. Appendix C. Expectations, Concerns & Effect of the Workshop
Before the Workshop began, participants were asked to share
their expectations, concerns, and contributions to be
provided. This activity was to ensure the same understanding
for an effective workshop and improve any deficiencies from
workshops (if any). During this session participants were
asked to play an active role since development planning stage.
The following tables summarize participants’ expectations:
Expectation Concerns Contribution
During Workshop (output)
Manpower planning is
performed
systematically and synergy
among relevant stakeholders
There is concern about
minimum wage framework.
Provide information and
inspiration for the community
facilitate meeting between
labor and company to
acquired legal protection
Post workshop (outcome)
Absorbed labor force with
available job opportunities ->
reduced
unemployment
Build small scale businesses
and new entrepreneurs
The workshop works merely as
concept, ceremonial and
formality without follow-up
Current activities not related to
the programs and labor needs
Increased unemployment,
poverty and crime rates due to
inadequate jobs.
Many companies still employ
school-aged children and pay
no attention to education
SMEs do not absorb many
labors.
Participate actively in
designing plans to create jobs
Provide training / internship in
accordance with company
requirements
Facilitate activities in the area,
contribute in creating jobs
Provide sufficient data for the
government and community to
make policy
Provide job information to job
seekers
Propose the revocation of labor
contract system, decent wages
to labors
Improve labor monitoring to
give maximum protection to
build sound relationship
between labors, employers and
government.
47
Appendix D. Workshop Evaluation
48
Appendix E. Workshop Documentation
49
For further information please contact:
Pusat Studi PDPM LPPM-ITS
Kampus ITS Sukolilo-Surabaya
Telp. 031-5962271
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