implementation is supervised by the village
government and the community (Firdaus, 2020) .
According to Article 117 of Law no. 11 of 2020
concerning Job Creation explains that Village-
Owned Enterprises are established by villages and
managed in a spirit of kinship and cooperation.
Village-Owned Enterprises can carry out economic
activities and/or public services in accordance with
applicable laws and regulations. The existence of
Village-Owned Enterprises is very necessary to
mobilize village potential and help alleviate poverty.
As a result, it is hoped that the public sector will be
able to increase productivity and efficiency in its
operations, as well as provide facilities and
incentives to help the economy grow. As a result,
Village-Owned Enterprises has become a means of
forming an independent rural economy in order to
increase Original Regional Income (Kushartono &
Agunggunanto, 2016) .
There are many Village-Owned Enterprises in
Indonesia’s villages, in order to develop the village's
potential or stand with the support of the local
government. Segaramakmur, inTarumajaya District
Bekasi Regency, is one of the villages that has
transitioned from an agricultural to an industrial
area. It is hoped that it can accommodate workers
from local villages and increase village’s economic
activities. However, this causes village communities
to have a variety of livelihoods, such as rice and
pond farmers, industrial employees, and traders
around the Marunda Center industrial area and
others, which of course affects their business capital
conditions. So the community hopes that the
establishment of Segaramakmur’s Village-Owned
Enterprises can help to improve the welfare of the
community.
Segaramakmur has Regional Original Income
around Rp. 24,174.00 (twenty four million one
hundred seventy four thousand rupiah). The area of
Segaramakmur is 692,241 Ha. Currently, the
population is recorded by the Central Statistics
Agency in 2022 as 13,644 people. Based on the
topography, the livelihoods of the residents are
varied. There are 40% of residents who work as
private employees in the area, 10% of people work
as Civil Servants, 40% of people work as
entrepreneurs, and 10% of people work as farmers
(Yusuf Abdulah, Head of People's Welfare of
Segaramakmur Village 2019). The growth of
industry makes it dominant for village residents to
become private employees as their livelihood. But
on the other hand, there are also people who make a
living as rice cultivators or shrimp and fish farmers,
and there are also people who work as traders.
However, establishing a Village-Owned
Enterprise in Segaramakmur is not without any
challenge. Firs, there is a trauma of failure based on
previous efforts. Second, there are several problems
that hinder the progress of this business unit
program, such as constraints on business capital,
weak managerial systems between policy actors and
implementers who do not synergize in implementing
program policies, Village-Owned Enterprises cannot
attract the younger generation as potential unit to
introduce and develop. Through this main problem,
the author was inspired to discuss this topic as a
theme in this article.
Based on those description, it is possible to
formulate the problems as follows. First, what's the
process of implementing community empowerment
program policies in Segaramakmur through village-
owned enterprises?. Second, what factors help and
hinder the implementation of community
empowerment program through village-owned
enterprises? The aim of this research is to find the
best way in the process of implementing the
Community Empowerment Program through
Village-Owned Enterprises in Segaramakmur
Village and to obtain solutions to the supporting and
inhibiting
factors experienced by the
community.
2 LITERATURE REVIEW
Implementation is defined by Pradika (2016) as any
modification to an idea, concept, policy, or
innovation in a practical setting to produce a desired
result, such as a change in the subject's
understanding, skills, values, or attitudes. A policy
or program is seen as an activity carried out by
someone with the hope that results will be achieved
or have an impact. There are various patterns policy
implementation that have been raised by various
experts. According to George C. Edward III's theory,
legal implementation is influenced by some different
factors, including communication, daily activities,
disposition, and bureaucratic structure.
Communication is an understanding of what they
will do. The program can run if communication runs
smoothly, so that every request for information and
every regulation that will be implemented must be
sent or communicated to the appropriate person.
Furthermore, the policies communicated must be
consistent, accurate and precise. According to
George C. Edward III, resources consist of several
elements including staff, information, authority and