Syntax
Literate: Jurnal Ilmiah Indonesia p�ISSN: 2541-0849 e-ISSN: 2548-1398
Vol.
7, No. 09, September 2022
INTENTIONAL DESIGN OF MARKETPLACE REVITALIZATION PROGRAM:
OUTCOME MAPPING FOR THE CASE OF THE BANJARAN MARKET
Chairil
Zidane1*,
Allis Nurdini2
1*
Master�s Program of Development Studies, School of Architecture,
Planning, and Policy Development, Institut Teknologi Bandung, Indonesia
2 Housing and Settlement
Research Group, School of Architecture, Planning, and Policy Development,
Institut Teknologi Bandung, Indonesia
Email: 1*[email protected], 2[email protected]
Abstract
Marketplace
revitalization is a solution from the government and related stakeholders to
maintain the existence of the declining traditional marketplace. One of the
Indonesian marketplaces that intervened with the revitalization program for
this case study is Banjaran Market, in Bandung Regency, West Java which aims to
improve infrastructure performance and the socio-economic development of its
surrounding community. The complexity and expected behavioral changes in the
marketplace revitalization program need to be simplified to be easily
understood by the implementing team, beneficiaries, and donors via Outcome
Mapping analytical method. This study started by collecting qualitative data,
then focusing on Step Zero and the Intentional Design stage to establish the
vision, identify boundary partners, state outcome challenges, and conceptualize
strategies that influence boundary partners� behavioral changes. The results
show that the Banjaran Market merchant association is the boundary partner of
the revitalization program, with the expected behavioral change indicated by
�relationship� in the form of openness, not hindering program implementation,
which in turn builds the community and business management capacity, according
to the regional government and medium-term development plans. This study is
accustomed to be an evaluation of other marketplace revitalization programs in
Indonesia, for inclusive and sustainable community engagement and development.
Keywords:
behavior, boundary partners, marketplace, Outcome Mapping, revitalization
program
Introduction
Marketplaces or
traditional markets are one of the urban components that contribute to the region�s
economic and social development in Indonesia, both for the merchant community
and the society, as well as their impact on the surrounding environment. The
Directorate General of Culture in �Menguak Pasar Tradisional� ed. 1
Revitalization has
various definitions in the context of architecture and urban planning which
refers to its physical aspect, but in the context of government programs,
revitalization is defined as an effort to support economic and businesses
growth which are declining over time and conduce a role in supporting the
availability of staple goods and stabilizing national consumption prices.
Marketplace revitalization includes the concepts of physical, management,
economic, and social revitalization, although the most concrete form is the
physical renewal of the marketplace facilities. One of the marketplaces in
Indonesia that is quite feasible to receive the revitalization assistance
program based on the revitalization program requirements
by the Ministry of Trade is the Banjaran Market in Bandung Regency, West
Java Province. According to a publication from Bandung Regency Government
Public Relations
The main focus of the
Banjaran Market revitalization program should not only be on the physical
renewal of the market building but on encouraging behavioral changes in various
stakeholders who work directly with the program, which should have the capacity
to empower and improve the welfare of the merchants. The capacity of those
stakeholders needs to be improved so that the ultimate revitalization program
goals can be achieved. However, the program�s effort to contribute to
behavioral changes of its target actors has many limitations. Deprez et al.
Outcome Mapping is used
to measure development outcomes or achievements and help build the capacity of
individuals, groups, and organizations in the revitalization program to achieve
behavioral changes in actors who hold full responsibility for improving the
social and economic quality of the community (particularly the market merchants)
and the quality of the Banjaran Market�s built environment. Several studies
related to the marketplace revitalization program in the last three years have
been investigated, and it was concluded that the marketplace revitalization
program in Indonesia has yet to achieve behavioral change among its boundary
partners to improve the social and economic conditions of market merchants and
the physical condition of marketplace environment. Most similar studies, such
as the study by Damsyah and Abidin
The study using the
Outcome Mapping approach seeks to provide novelty to the research gaps
mentioned above, as well as to answer the following research questions: 1) What
is the vision of the revitalization program? 2) Who are the boundary partners
of the revitalization program? 3) What is the desired form of behavioral change
in boundary partners as the outcome challenge of the revitalization program? 4)
How can the strategies used in the revitalization program influence the behavioral
changes of its direct partners? Therefore, by answering the research questions
above, this Outcome Mapping study will explain how the Banjaran Market
revitalization program as a built environment can contribute to the social and
economic development of Banjaran District, Bandung Regency, West Java Province
through changes in the behavior of the program�s boundary partners.
Research Method
The
research took place within the Banjaran Market revitalization program area,
encompassing Banjaran Station and expanding the trading space for street vendors.
Located on Banjaran Highway, Banjaran Village, Banjaran District, Bandung
Regency, West Java Province, both Banjaran Market and Station became the focal
points. Commencing on January 11, 2023, following the government's announcement
of plans to revitalize Banjaran Market, the initial phase involved gathering
secondary data and preparing research instruments. Primary data collection
occurred from March 31 to April 15, 2023, at Pasar Banjaran during operating
hours. The final phase, spanning April to June 2023, focused on triangulating
and concluding the results using the Outcome Mapping approach. This analytical
methodology, emphasizing behavioral change, was chosen for its effectiveness in
managing result-based development programs. The study prioritized the
Intentional Design stage of Outcome Mapping, aligning with the program's
planning phase. Utilizing Step Zero analysis, the research determined the
strategic direction and boundary partners for the Banjaran Market
revitalization program. With a comprehensive approach, the study integrated
various qualitative analysis tools, including SWOT analysis, simple network
analysis, and participatory stakeholder analysis. Visualization maps were
created to illustrate the flow of activities contributing to the program's
ultimate goal, emphasizing behavioral changes in boundary partners. The study's
design aimed to address gaps in analysis results due to limited resources,
capacity, and time, setting the groundwork for subsequent Outcome Mapping
stages when program obstacles are resolved and stakeholder consensus on the
program's Intentional Design is achieved.
Results and
Discussion
Program Focus or Ultimate
Beneficiaries
The
initial analysis of Step Zero is to determine the focus or ultimate target of
the beneficiaries of the Banjaran Market revitalization program. Starting from
the national perspective, the priority program to accelerate marketplace
revitalization by the Ministry of Trade of the Republic of Indonesia focuses on
optimizing the performance of marketplaces which is expected to have a positive
impact on the economy and welfare of local communities, mainly on economic
actors such as market merchants. Optimizing the performance of the marketplace
as intended can mean performance on technical, functional, and management
aspects that are utilized by building occupants. Meanwhile, from the
perspective of the Banjaran Market revitalization program, the ultimate beneficiaries
are the market merchants, both individually and in a community. The Banjaran
Market revitalization program also does not rule out the possibility of
targeting the improvement of the welfare of the street vendors who are active
around the Banjaran Market and Station. Overall, the mentioned beneficiaries
must be involved in the planning and implementation of the Banjaran Market
revitalization program, where beneficiary economic growth and welfare
improvement as measured in the Banjaran District or Bandung Regency statistics
will be long-term indicators of the program.
Scope of Program Area
and Overview of Program Realization
The
scope of the program area of the marketplace revitalization is the Banjaran
Market, including the Banjaran Station which is an expansion area for street
vendors trading activities. The program area is located on Banjaran Highway,
Banjaran Village, Banjaran District, Bandung Regency, West Java Province.
Banjaran Market is categorized as a marketplace or traditional market, which
was built independently (self-help) by the local community in 2007. The
Banjaran Market area has a total land area of approximately 14.720 m2,
consisting of a station area of 2.950 m2 and a market area of 3.065
m2 in the front and 8.705 m2 in the back. Banjaran Market
has available stalls inside of its building with a total of around 360 units to
be occupied by 1.600 merchants (including street vendors). The street vendors
do their trading activities erratically by taking advantage of the highway near
the Banjaran Station, so the revitalization program will also target the street
vendors outside the Banjaran Market area. The existing condition of Banjaran
Market needs to be improved and repaired in terms of the level of cleanliness
and interior space arrangements, mainly in the wet market area. Pasar Banjaran
does not have a regional public company unit that manages trading activities
like in other marketplaces in general, where the regional public company unit
has the potential to become a boundary partner of the revitalization program.
The Banjaran Market is only formally managed by the Department Technical
Implementation Unit and the Build-to-Delivery partners who act as the
implementing team for the revitalization program.
Program Common Strategy
and Budgeting
The
common strategy for the Banjaran Market revitalization program is to encourage
physical improvements to the building and the surrounding environment in
Banjaran Market and Station areas which are extensions of the street vendors�
trading area, as well as improving cleanliness, safety, and comfort for the
marketplace building users. The marketplace revitalization program at the
national level has a total budget of IDR 3.000.000.000.000 for the realization
of 5.000 units of marketplace revitalization in Indonesia for the fiscal year
of 2015-2019. Whereas in the Banjaran Market revitalization program, the
program�s investment value reached IDR 125.000.000.000 which did not source
from the regional budget but through investment auctions with Build-to-Deliver
partners since early 2023. Investment auctions with third parties ensure that
the program implementation does not burden the regional budget, which can then
be allocated to other regional priority programs.
SWOT Analysis
Figure
1. SWOT Analysis of the Banjaran Market revitalization program
Source:
Analysis (2023)
Strengths
� Weaknesses � Opportunities � Threats (SWOT) analysis of the Banjaran Market
revitalization program based on the program focus or ultimate beneficiaries,
the scope of the program area and overview of program realization, program
common strategy and budgeting are shown in Figure 1.
Simple Network and
Relevant Participatory Stakeholder Analysis
The
strategy that is most appropriate for the case of the Banjaran Market
revitalization program is highly dependent on the decisions taken by all
stakeholders, mainly to sustain economic and social aspects according to the
main issues experienced by the merchants, and to increase their satisfaction
Table 1
Stakeholders� Roles and Responsibilities
|
Stakeholders |
Roles
and Responsibilities |
|
Regent
and Vice Regent of Bandung Regency |
Implementor (initiator) of the
revitalization program, policymakers |
|
Department
of Industry and Trade |
Implementor (initiator) of the revitalization
program |
|
Department
Technical Implementation Unit of Banjaran Market |
Communication and outreach
facilitator for program initiator team |
|
Build-to-Deliver
Partners |
Selected partner for the revitalization program |
|
Integrated
Service Unit of Banjaran Station � Department of Transportation |
Banjaran Station manager as
trading area expansion for street vendors |
|
Banjaran
Market Merchants� Community |
Merchants, benefit from the revitalization
program |
|
Banjaran
Station�s Street Vendors |
Merchants, benefit from the
revitalization program |
|
People
of Banjaran District |
Regular buyers and residents around the
marketplace |
|
Commission
B of Regional People�s Representative Council of Bandung Regency |
Communication and outreach
facilitator for program boundary partners and beneficiaries |
|
Urban
Poor Advocacy Network of Banjaran |
Advocate for market merchants (during conflict) |
|
Banjaran
Market Merchant Association |
Representatives and mediators
for market merchants, and mass gatherers in Banjaran Market |
Source: Analysis (2023)
Based
on the analysis and justification of the conflict, the Banjaran Market merchant
associations have become a central actor in the revitalization program because
they have many direct relationships with other actors, as a form of
communication and to exert influence on program stakeholders. In addition, they
have the potential to become boundary partners in the revitalization program,
based on their roles and responsibilities to the program beneficiaries and
initiator team. The recommendation from the results of the network and
stakeholders analysis is that it is necessary to establish an intense
communication forum between market merchants and the community with the
Government of Bandung Regency and the Department of Industry and Trade,
principally to discuss the issue of the revitalized Banjaran Market stall
rental price.
Intentional
Design
Vision
The
vision of the Banjaran Market revitalization program, as declared by the
Government of Bandung District and agreed upon by the program initiator team is
to increase the competitiveness of the marketplace by meeting the health
standards. The revitalization program in theory must be able to support the
local economy and competitiveness of the marketplace in the area, not only
oriented toward physical improvement as mentioned by Purwanti
According
to the analysis, behavioral change can best be observed through the management
revitalization of the Banjaran Market merchants to be more competitive compared
to other business actors from contemporary shopping centers in Banjaran
District and Bandung Regency. The concept of social revitalization is also
applicable to increase the transparency and distribution of information on the
prices of the staple commodities traded in the Banjaran Market to prevent
unfair merchant competition. In this current conditions of conflict between the
stakeholders of the Banjaran Market revitalization program, a new vision, which
is derived from the main vision, needs to be stipulated in the form of boundary
partners� behavioral changes who are willing to follow the directions of the
initiator team to support program sustainability, as well as maintain
solidarity and orderliness in the Banjaran Market merchant community from
outsiders� negative issues.
Mission
The
mission of the Banjaran Market revitalization program was sought from the
documents and attachments of the Regional Medium-Term Development Plan of
Bandung Regency for 2021-2026, based on the third strategic issue, which is an
unrealized inclusive and competitive economy. The program, according to the
policy direction of the Strategic Program of the Regent and Vice Regent of
Bandung Regency from 2021 to 2026, is included in the program�s group to
improve trade facilities distribution with a main strategy to develop and
manage the trade facilities distribution in the form of the marketplace or
traditional market. Referring to the derivative vision of the Banjaran Market
revitalization program to achieve behavioral change in boundary partners, which
is the willingness to follow the direction of the program initiator team and
maintain solidarity and orderliness within the Banjaran Market merchant
community, has program missions that focus only on the boundary partners and
supported by the initiator team and facilitators, as follows: 1) Building the
capacity of stakeholders who work directly with boundary partners in the form
of repressive actions on the conflict over rejection of the revitalization
program; 2) Demanding the establishment of revitalization program orientation
that focuses on the social and economic development of the Banjaran Market
merchant community without becoming straightforwardly provoked dissidents; 3)
Delivering the aspirations of the Banjaran Market merchant community fairly
without the influence of political interests.
Boundary Partners
The
most important and principal Outcome Mapping analysis in the Intentional Design
stage is identifying the program�s boundary partners, based on the survey
results as well as network and stakeholder analysis for the Banjaran Market revitalization
program analyzed in Step Zero. From the results of this analysis in Figure 2,
the Banjaran Market merchant association has many direct relationships with the
key stakeholders and has a central role in the Banjaran Market network, so they
can be identified as the program�s boundary partners. The current role of the Banjaran
Market merchant association towards behavioral change within the sphere of
influence is still infirm and insignificantly influential, where they only
accumulating and focus the aspirations of the merchant community so that they
are in line with their own goal in the conflict arena over the rejection of the
Banjaran Market revitalization program. Behavioral changes of Banjaran Market
merchant association as the program�s boundary partners are expected to
maintain the sustainability of the Banjaran Market revitalization program
because the success of the program depends on their actions which are equally
influenced by the program�s impact on social and economic development of market
merchants during and after revitalization. According to the degree of power and
interest in the stakeholder analysis, the Banjaran Market merchant association
is grouped in the boundary partner typology of beneficiary (local community) by
the IDRC in Kibel
Figure
2. Stakeholders spheres of the Banjaran Market revitalization program
Source:
Analysis (2023)
Outcome Challenges
The
outcome challenges of the Banjaran Market revitalization program related to the
form of behavioral change for the Banjaran Market merchant association as the
program�s boundary partners. The analysis shows that the expected behavioral
change to achieve the main vision, formally, is when the Banjaran Market
merchant association was able to improve its management capacity as well as
transparency and distribution of information on staple commodity prices in the
Banjaran Market for all members of the merchant community, where this behavior
change is an effort to strengthen the competitiveness of the Banjaran Market.
The behavioral change in Banjaran Market merchant association to achieve the
main and derivative vision is in the form of �relationship�, by being more open
and trustful to the direction of the program initiator team when they are still
getting social and economic benefits from the program to the market merchants.
In addition, the Banjaran Market merchant association must be able to reduce egoistic
attitudes in responding to the conflict over the rejection of the Banjaran
Market revitalization program, and must not give any negative influence
(provocation or incitement) that can exacerbate the intensity of the conflict
and resistance from the market merchant community itself. Steps towards
behavioral changes in the Banjaran Market merchant association can be observed
through their actions in requesting earnestly all the Banjaran Market merchants
to maintain conformity and togetherness in the community. This action can
maintain the stability of all stakeholders� power and influence from the
revitalization program, by preventing any formation of new groups or factions
that can divide the market merchant community and sever the conflict.
Progress Markers
The
expect-to-see and like-to-see progress markers are related to the achievement
of the program�s main vision, which is building capacity (HR) through
management revitalization (financial and economic activities) of market merchants,
as well as social revitalization through information transparency and
distribution on the staple commodity prices to strengthen Banjaran Market
competitiveness. The expect-to-see progress marker is easier to achieve and shows
reactive participation from the Banjaran Market merchant association if the
program can execute well, while the like-to-see progress marker shows the
learning process and active participation from Banjaran Market merchant
association initiatives. The expect-to-see progress marker conceptualized based
on the results of the analysis: Banjaran Market merchant association assisting
to create a clean, safe, comfortable, orderly, and healthy Banjaran Market
environment and facilities by managing the market by Indonesian National
Standard (SNI) and SOP of Marketplace and having creative business models. As
for the like-to-see progress marker conceptualized based on the results of the
analysis: the Banjaran Market merchant association actively participates in
stakeholder communication forums to provide constructive input and demands for
the implementation of the revitalization program, as well as creating a
conducive atmosphere during daily market activities.
The
love-to-see progress marker is related to the achievement of the program�s
derivative vision, which is the Banjaran Market merchant association supporting
the implementation of the revitalization program unconfined from the conflict,
through their attitudes and the market merchant community who are more open and
trustful. The love-to-see progress marker is more transformative than other
progress markers and should be set to a higher expectation or standard to
demonstrate the greatest possible behavior change in the Banjaran Market
merchant association, based on their capabilities and capacities. The love-to-see
progress marker conceptualized based on the results of the analysis: Banjaran
Market merchant association helps to foster the market merchant community
members to develop more creative business models, and participate in realizing
an inclusive and prosperous market merchant economy which can be measured
through their increased productivity and net income.
Strategy Map
The
strategy map still correlates with the previous outcome challenges and progress
markers to aid in developing strategies that support the behavioral changes of
the Banjaran Market merchant association as the boundary partner of the
Banjaran Market revitalization program. The overall content in the strategy map
is not only for the Banjaran Market merchant association but also for the
environment and external organizations outside the Banjaran Market that will
drive behavioral changes and program outcomes. The strategy map consists of six
cells or components, including the following: 1) I-1 is a strategy that causes
direct linkages and creates outputs for the program stakeholders; 2) I-2 are
strategies that are always driven or led by experts in the field of marketplace
development programs and conflict management; 3) I-3 are strategies aimed at
fostering and building the support networks in the Banjaran Market; 4) E-1 are
strategies that cause changes in the physical environment of the Banjaran
Market and revitalization program policies; 5) E-2 are strategies aimed at all
stakeholders and observers of the wider marketplace revitalization program to
create a persuasive environment; 6) E-3 are strategies that create learning
networks or actions, and are participatory for Banjaran Market merchant
association.
The
strategy map was supposedly formulated based on the results of deliberations
and agreements with all workshop participants for the Banjaran Market
revitalization program, per the Outcome Mapping work guidelines
Organizational
Practices
Organizational
practices analysis based on the stakeholder analysis that needs to be studied
and developed by the Banjaran Market merchant association as the boundary
partners of the Banjaran Market revitalization program is listed in Table 2
below.
Table 2
Program�s organizational practices
|
No. |
Organizational
Practices |
Current
Actions |
|
1 |
Prospecting for new ideas,
opportunities, and resources |
Banjaran Market merchant
association has tried to offer solutions that are considered mutually
beneficial, but not yet to be called new ideas or opportunities. The
agreement is still in the form of an understanding that only focuses on the
ultimate impact of the program because of the deadline. |
|
2 |
Seeking feedback from key informants |
Banjaran Market merchant association has voiced
complaints and responses regarding the revitalization program and they had
received responses from the informants who had legal knowledge and interest
in the marginalized groups. |
|
3 |
Obtaining the support of your
next highest power |
Banjaran Market merchant
association asks for support from formal advocacy or legal counsel, but their
position is lacking in participation. |
|
4 |
Assessing and (re)designing products, services,
systems, and procedures |
Banjaran Market merchant association and
community have not yet conducted tests and improvements to the marketplace�s
basic systems and procedures. |
|
5 |
Checking up on those already
served to add value |
Banjaran Market merchant
association and community have not maintained good relationships with the
program implementation team. This action can be observed in their contradictory
demands, causing a �trade-off� in the program. |
|
6 |
Sharing your best wisdom with the world |
Banjaran Market merchant association has not been
able to share its experiences and insights with the world or with the
facilitators and beneficiaries of similar revitalization programs. This
behavior can only be developed when the program or intervention is acceptable
and well executed. |
|
7 |
Experimenting to remain
innovative |
Banjaran Market merchant
association could not find innovations in reforming revitalization program
policies that will be more effective than the current program. Experiments are
best conducted when they are assisted by research institutions or
non-governmental organizations (NGOs). |
|
8 |
Engaging in organizational reflection |
This revitalization program has the potential to
become a lesson for the Banjaran Market merchant association when they
receive the same intervention in the future. They have the choice of whether
this program will be made into a sustainable tradition or not, determined
after the program is realized. |
Source: Analysis (2023)
Logical
Model of Outcome Mapping Visualization Map
Figure
3. Logical model of Outcome Mapping visualization map
Source:
Analysis (2023)
The
Outcome Mapping visualization map of the Banjaran Market revitalization program
in Figure 3 is illustrated to elaborate and compile the input components of the
Intentional Design stage analysis from the organizational practices to the
vision. Visualization map can also make it uncomplicated for the facilitators
and stakeholders to understand the planning flow of the revitalization program
activities sequentially from the beginning to the end of program
implementation, or to obtain outcomes that are higher than the direct outcomes
Conclusion
This
study attempted to correlate the vision and mission of the Banjaran Market
revitalization program with the outcome challenges and strategy map to the
identified boundary partners of the program, the Banjaran Market merchant
association. Their behavioral changes are expected to be indicated by
�relationship�, in the forms of openness and trust in the direction of the
program initiator team and not hindering the program implementation, which will
eventually have the capability and capacity to manage the community of market
merchants and their businesses, so that they can compete with other marketplace
and trading facilities. It would be preferable if this descriptive-qualitative
study by using the Outcome Mapping Approach could focus more on explaining the
chronicle or narrative of the Banjaran Market merchant association and their
behavior changes and involvement in the Banjaran Market revitalization program,
including their activities that affected the program�s conflict and lawsuits.
Analysis at the Intentional Design stage which discusses behavioral changes of
Banjaran Market merchant association as the program�s direct partners should be
emphasized more, and information on the revitalization program can be included
in the introductory part of the research.
The
study on the Banjaran Market revitalization program at the Step Zero and
Intentional Design stages, through the conceptualization of progress markers
and strategy maps, is expected to be the basis for the Outcome and Performance
Monitoring and Evaluation Planning stages of the revitalization program through
further research if the intervention can sustain. Data for the formulation of
outcome journals at the Outcome and Performance Monitoring stage of the
revitalization program can be processed and quantified from the progress
markers at the Intentional Design stage if this study is to be resumed. The
analysis from this study optimistically can be developed in another case of the
marketplace revitalization program from different areas with distinctive
geographical characteristics, allowing the exploration of many factors that
affect the sustainability of the program. A successful revitalization program
can support the development and involvement of local communities in an
inclusive urban environment.
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Copyright holder: Chairil
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