THE DEVELOPMENT STRATEGY FOR EMPOWERING THE DEFENSE AREA OF A NON-MILITARY ASPECT IN PACIRAN, LAMONGAN

Budi PRAMONO* A. K. SUSILO**

* Defense University, Citeureup, Sentul, Bogor, West Indonesia 16810 **Indonesia Naval Technology College, Bumimoro, Morokrembangan, , Jawa Timur Indonesia 60178

The Regional government of Lamongan has made various eff orts in dealing with this non-military threat, but it is still not suffi cient for the conditions expected. One of which is by cooperating with several side agencies to overcome it (TNI-Polri and other related agencies). This study aims at designing a strategy for developing a state defense system of a non-military aspect in Paciran, in resisting non-military threats. This study employed SWOT-Analytical Hierarchy Process (AHP) method. What makes this study diff er from previous research is there are aspects of the astagatra (8 aspects of life) criteria included in the internal factors of the SWOT analysis. Furthermore, the SWOT and AHP factors are used to determine strategies in supporting non-military defense aspect policies. In the formulation of a strategy for developing the empowerment of the non-military aspect of defense in Paciran-Lamongan, the selected strategy has been identifi ed, namely the ST strategy (using strength to deal with threats) consisting of six sub strategies. This research is expected to provide input for regional governments in capability development based on regional developments in facing non-military threats.

Key words: Non-military, Analytical Hierarchy Process (AHP), Strength Weakness Opportunity Threat (SWOT), Strategy.

1. INTRODUCTION Needless to say, this possibility will also have an impact on the The existence of the Paciran displacement of small traders in area as one of the accesses to large the local area. In addition, the high ships has an impact on the entry number of productive ages is not of capitalism’s power in that area. accompanied by the existence

195 THE DEVELOPMENT STRATEGY FOR EMPOWERING THE DEFENSE AREA OF A NON-MILITARY ASPECT IN PACIRAN, LAMONGAN of educational facilities and analysis. Furthermore, the SWOT infrastructure around the Paciran and AHP factors are used to determine area. The Regional government strategies in supporting non-military of Lamongan Regency has made defense aspect policies. various eff orts in dealing with this There are several references to non-military threat, but it is still not support this research. References to suffi cient for the conditions expected. non-military defense, among others One of which is by cooperating with Indonesia Defense Strategy Dealing several side agencies to overcome it With Shift The United States Strategy (TNI-Polri and other related agencies). In Asia Pacifi c (Sari, 2017). A There are several weaknesses in review on defense innovation : from overcoming these eff orts, including spin-off to spin-in (Leske, 2018). the eff orts to overcome non-military Research on the plans and programs threats still partially carried out of the complex and interdependent between related stakeholders, the politics of national security carried development of the state defense out by the Republic of Macedonia system, in this case Lamongan (Grozdanoska, 2014). Regency, still using hardpower, the Some references regarding the existence of a communication gap SWOT-AHP include An Extension of between the central government, Neutrosophic AHP–SWOT Analysis provincial governments and district for Strategic Planning and Decision- governments in the development of Making (Abdel-Basset, et al., the national defense system. 2018). Marketing Strategy Planning Based on these problems, Using IE, SWOT and AHP Matrix strategy of state defense system Approaches to Get Priority Strategy development of a non-military Alternatives (Tyas & Chriswahyudi, aspect is required in Paciran area, 2017). SWOT - AHP Model For Lamongan Regency in confronting Prioritzation Of Strategies Of The non-military threats. This study Resort Stara Planina (Nikolića, et al., aims at designing a strategy for 2015). The Application of the SWOT developing a state defense system and AHP Methods for the Assessment of a non-military aspect in Paciran, of regions Strategic position in Lamongan Regency in resisting non- the Aspect of Wind Energy (Wota military threats. This study employed & Wozniak, 2015). Prioritization SWOT-Analytical Hierarchy Process of strategies for protected area (AHP) method. What makes this management with local people using study diff er from previous research the hybrid SWOT-AHP analysis: the is there are aspects of the astagatra case of Kakum conservation area, (8 aspects of life) criteria included Ghana (Fiagbomeh & Bürger-Arndt, in the internal factors of the SWOT 2015). Performances Of Air Defence

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Systems Measured With AHP- enemy by using resources eff ectively SWOT Analysis (Şandru, 2016). (Athapaththu, 2016). Koks and Kilika Integrated SWOT-AHP Approach in (2016) analyzed the role of strategy in the Assessment of GSCM in Turkey product development as a breakdown (Koca & Behdioglu, 2017). in business growth in response to a This research is expected theoretical perspective of direct to provide input for regional strategic relationship to the role of governments in capability market characteristics. Purwono et development based on regional al (2015) provided an analysis of the developments in facing non-military strategy for developing business of threats. Next, it contributes to non- Rumah Tempe Indonesia (Indonesian military defense science in the Tempe House) in Bogor by concept of developing non-military formulating alternative strategies and defense forces and capabilities. prioritizing development strategies. This paper consists of several Arini and Utomo (2017) provided a parts. Part 2 discusses the theoretical study of strategies for developing the and methodological studies related competitiveness of Micro, Small and to research, namely the concept Medium Enterprises (MSMEs) in of strategy, PEST analysis, non- Tarakan (a city in North Kalimantan military, SWOT method, AHP province, Indonesia) to face the method, research method, and ASEAN Free Trade Area. research stages. Section 3 describes data analysis and discussion of the 2.2. PEST (Political, Economic, development strategies of defense Social and Technological) of non-military aspects. Section Analysis 4 describes the conclusions and recommendations of the study. PEST Analysis is the most common approach to considering the 2. MATERIAL/METHODS. external environment of a business/ organization (Gupta, 2013). In 2.1. Strategy Concept. analyzing the macro environment of an organization, it is important Strategy is a word having many to identify the factors and a number meanings, and all of them are relevant of important variables that might and useful to those tasked with setting infl uence the level of supply and strategies for companies, businesses, demand of the organization and its or organizations (Özleblebici, et costs (Koumparoulis, 2013). PEST al., 2015). The strategy comes from analysis is used to analyze Political, Greek, namely Stratego, which Economic, Social, and Technological, is defi ned as a plan to destroy the and it describes a framework for

197 THE DEVELOPMENT STRATEGY FOR EMPOWERING THE DEFENSE AREA OF A NON-MILITARY ASPECT IN PACIRAN, LAMONGAN macro environmental factors used puts government agencies outside the in the component of the strategic fi eld of defense as the main element, management environment scan. according to the form and nature of the threats faced supported by other elements of the nation’s strength. The key strength in dealing with non- military threats is the main element which is also a guarantee of synergy between military and non-military defense in the implementation of state defense. Non-military threats are essentially threats using factors Fig. no. 1. Main aspects of PEST considered to have the ability to analysis. endanger the sovereignty of the State, (Gupta, 2013). the territorial integrity of the State and the safety of the entire nation. 2.3. Non-military Non-military threats can come from outside or within the country. Non- Based on Law No.3 of 2002 military threats possess diverse regarding the state defense system characteristics from military threats in encountering non-military threats in which they are unphysical, and

Fig. no. 2. Scheme to integrate military and non-military defense components (Kemenhan, 2015)

198 Journal of Defense Resources Management Vol. 11, Issue 2 (21) /2020 their form is invisible. Some non- 2.4. SWOT Method military threats include: a. Ideological threats SWOT analysis is the most (individualism, materialism, common technique that can be used radicalism, anarchism). to analyze strategic cases (Hill & b. Political threats (trust in Westbrook, 1997). SWOT is a tool government, separatism, often used to analyze the internal environment, democratization). and external environment to achieve c. Economic threats a systematic approach and support (unemployment rate, for decision situations (Wheelen infrastructure, economic & Hunger, 1995). SWOT is an inequality, low acronym for strength (S), weakness competitiveness). (W), opportunity (O) and threat d. Socio-cultural threats (poverty, (T). The fi rst two factors (strengths education level, racial confl ict, and weaknesses) relate to internal social inequality, foreign factors of the organization, while culture, human traffi cking, opportunities and threats cover the corruption). broader context or environment in e. Public safety threats (natural which the entity operates (Collins- disasters, thuggery, terrorism, Kreiner & Wall, 2007). food and energy, narcotics Internal and external factors crimes). are referred to as strategic factors, f. Technological threats (cyber and are summarized in the SWOT threats, technology lag, spread analysis. Strengths and weaknesses of viruses). are factors in the system allowing g. Legality threat (human rights and hindering the organization from issues, overlapping regulations, achieving its goals. Opportunities legal intervention). and threats are considered as external Table 1. Matrix SWOT Source: (Malik, et al., 2013) INTERNAL/ STRENGTH (S) WEAKNESS (W) EXTERNAL FACTORS (Maximal) (Minimal)

Opportunities (O) S-O Strategy W-O Strategy (Maximal) (Maximal-Maximal) (Minimal - Maximal)

Threat (T) S-T Strategy S-O Strategy (Minimal) (Maximal- Minimal) (Minimal- Minimal)

199 THE DEVELOPMENT STRATEGY FOR EMPOWERING THE DEFENSE AREA OF A NON-MILITARY ASPECT IN PACIRAN, LAMONGAN factors facilitating and limiting down to the most detailed sub-criteria the organization in achieving its (Makkasau, 2012). respective goals (Wasike, et al., AHP describes a complex 2010). problem of a multi-factor or multi- criteria into a hierarchy. According to Saaty, hierarchy is defi ned as a 2.5. Analytic Hierarchy Process representation of a complex problem (AHP) in a multi-level structure, where the fi rst level is the goal, followed by Analytic Hierarchy Process the factor, criteria, sub-criteria level (AHP) is a general measurement and so on. Down to the last level of theory. AHP was used to derive the alternative with a hierarchy of a the ratio scale of both discrete and complex problem, it can be broken continuous comparison pairs. This down into groups then arranged comparison can be taken from actual into a hierarchy as the problem measurements or from a fundamental will appear more systematically scale refl ecting the strengths of structured. One of the main preference and objectivity (Saaty, advantages of AHP diff erentiating 1987). AHP is a mathematically it from other decision-making based procedure which is very models is that there is no absolute good and suitable for the evaluation consistency requirement. Therefore, conditions of qualitative attributes. the existence of problems can be felt These attributes are mathematically and observed, but the completeness quantitative in 1 (one) set of paired of numerical data does not support comparisons. The advantages of to model problems quantitatively. AHP compared to others are due In determining the weight of each to the hierarchical structure, as a criterion in AHP, it can be described consequence of the selected criteria, as follows:

Fig. no. 3. AHP Structure.

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In preparing the AHP and alternatives by taking procedure, it can be grouped into two into account the relationship steps (Saaty, 1990): between other factors/sub a. Hierarchy formation, factors or criteria/sub criteria. (Decomposition). Hierarchy Instinctively, humans can is used to show the eff ect estimate modest quantities through and objective from highest to their senses. The most straightforward lowest level. A hierarchy can process is to compare two things also be used to decompose a with a justifi able accuracy of the complex problem; hence, the comparison. For this reason, Saaty problem becomes structured (2006) determined quantitative scales and systematic. of 1 to 9 to assess the comparison of b. Pairwise Comparative. the importance of another element. Pairwise comparison is The scale of the comparison can be implemented to consider explained as follows: decision factors or objectives

Table 2. Rating Scale of AHP (Saaty, 1990)

Scale of Defi nition Explanation Interest Equally Two activities contribute equally to an 1 Important objective More One activity is slightly more 3 Important important than the other activities One activity is more important than 5 Important the other activities Very One activity is very important 7 Important compared to other activities Extremely One activity is extremely important 9 Important compared to other activities

2, 4, 6, 8 Median

Describes the dominance of the second alternative Reciprocal over the fi rst alternative

201 THE DEVELOPMENT STRATEGY FOR EMPOWERING THE DEFENSE AREA OF A NON-MILITARY ASPECT IN PACIRAN, LAMONGAN

2.6. Method/Stages Table 3. Research Subject.

Based on the research focus No Respondent/Expert Total and objectives, the research approach 1. Government of Lamongan 1 used in this study is a quantitative 2. Regency 1 approach. In this study, data sources 3. Commander/Staff of 2 consisted of two types, primary 4. Indonesian Navy (TNI 1 and secondary data. The main data 5. AL) 1 were obtained from interviews and Head/Staff of Related questionnaires from 6 (six) selected Agencies experts. These experts provided Commander/Staff Kodim information that will serve as the Head/Staff of Sub-District main data source in the early stages of research development. Research The research site was in subjects are selected according to Paciran sub-district, Lamongan the needs of the empowerment of the Regency. Paciran is one of the sub- area where this research took place, districts in the Lamongan Regency, including: Government of Lamongan which is in the Northern Hemisphere Regency, commanders of Indonesian of the capital city of Lamongan Navy (TNI AL), several Heads of Regency with a distance of + 43 Km. related agencies, commanders of Paciran sub-district consists of 16 Kodim, and District Heads were villages, 1 urban village, 34 hamlets, selected because the work units are 95 RW, 379 RT. The area of Paciran directly related to the development is 61,304 Km2 located at an altitude of empowering the defense aspect of of 2 meters above sea level. the Paciran area.

Fig. no. 4. Map of Lamongan Regency, (BPS-Lamongan, 2016)

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2.7. Research Stages and factors and the Astagatra corridor Objectives to identify internal factors as well as non-military defense strategies. a. Formulation and development Second, the strategy formulated in the strategy of national defense SWOT analysis will form a strategic in encountering non-military hierarchy structure to identify the threats in Paciran, Lamongan linkages between the strategies. Regency This condition aims at analyzing the b. Determining the priority correlation between the development of the national defense strategy for empowering non- military defense in mapping related development strategy in strategies. Hierarchy preparation facing non-military threats in and strategy determination in this Paciran, Lamongan Regency

Fig. no. 5. Research Flow Chart

In this study, there are several study were carried out employing the stages to achieve the expected Analytic Hierarchy Process (AHP) objectives. First is the identifi cation method. Hierarchy or decision and formulation strategies. In this structure is made to describe the study, SWOT analysis method identifi ed system elements or was used to identify and formulate strategic alternatives. several strategies for developing empowerment of non-military 3. RESULT defense in the Paciran area. The SWOT analysis method used in this The research stage began development strategy is integrated with data collection by conducting with the Analysis area corridor of interviews with six expert PEST Theory to identify external personnel (E1; E2; E3; E4; E5; E6)

203 THE DEVELOPMENT STRATEGY FOR EMPOWERING THE DEFENSE AREA OF A NON-MILITARY ASPECT IN PACIRAN, LAMONGAN in the development strategy for 3.1. Formulation and Strategy empowering defense area. After all data are collected, the data are The external environment is divided into 2, namely external external factors that can aff ect the and internal analysis. To fi nd out choice of direction and action and the strengths and weaknesses in aff ect the organizational structure internal conditions related to posture and internal processes. External development, and to fi nd out the environmental analysis indicates opportunities and threats, a SWOT the opportunities and threats analysis is used. SWOT also serves to faced in development strategy for determine the current condition of the Indonesian Navy (TNI AL)’s posture empowering defense area. External development. After the analysis analysis aims at gaining knowledge was carried out, it was extended by about new opportunities can aff ect developing 4 types of strategies, strategy development and is not namely: Strength-Opportunity (S- only limited to opportunities to O) Strategy, Weakness-Opportunity implement the strategy but can (W-O) Strategy, Strength-Threat also take the form of obstacles or Strategy (S-T), and Weakness-Threat challenges. (W-T) Strategy.

Fig. no. 6. Analysis of External Factors for Empowering Defense Areas.

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Table 4. Analysis of External Factors for Empowering Defense of Paciran, Lamongan.

Factor Analysis Opportunity Resistance - In line with the development for empowering defense areas World Maritime Axis Policy - Synergizing with port development in Lamongan.

Geographical - Located in a strategic position Position and in waters of northern Java Physical Form

Population - Maritime awareness awareness is still low in Paciran (Maritime in particular and domain Lamongan in general Awareness). - Abundant workforce - Become a social Population burden if not properly demographics prepared

Population - Most of them are in the central composition and south Lamongan region.

The character of - Lamongan as the history of a the Indonesian maritime country, a maritime nation gateway - Economic growth above the - Uneven economic national average growth between the Economic growth North and Central Lamongan regions

- There is a maritime service - Maritime Service industry in the North Industry (Injasmar) Maritime Service Lamongan Region does not absorb all the Industry workforce from the local community

205 THE DEVELOPMENT STRATEGY FOR EMPOWERING THE DEFENSE AREA OF A NON-MILITARY ASPECT IN PACIRAN, LAMONGAN

Factor Analysis Opportunity Resistance

Information - Having suffi cient basic - Still being partial system information system infrastructure infrastructure and maritime and technology technology - Empowerment of defense areas is only Budget supported from the central budget - The socio-cultural level of Socio-cultural religion is quite good in the North Lamongan region

3.2. Internal Factor Analysis internal business processes are said to possess strength if these Analysis of the internal resources and internal business environment aims at identifying a processes acquire the capability that number of strengths and weaknesses will create distinctive competencies, in the internal business processes so that an organization will gain an and resources. Resources and advantage.

Fig. no. 7. Analysis of Internal Factors for Empowering Non-military Defense Area of Paciran-Lamongan Region .

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In the development strategy Indonesian Navy (TNI AL); 3) AT of non-military defense in Paciran Mahan theory; 4) Non-Military area, analysis of internal factors Defense Theory. Based on the is used to identify strengths and results of data collected through weaknesses (Fig. no. 7). The interviews with relevant experts, analysis of internal factors is based research documents, observations on several aspects, including 1) and some literature, internal factors Main Duties of the Indonesian can be formulated. Identifi cation of Navy (TNI AL); 2) The role of the these internal factors, including:

Table 5. Analysis of Internal Factors for Empowering Defense of Paciran, Lamongan. Factor Analysis Strength Weakness - As the biggest power in - Soldiers’ welfare is still The role of the . low. Indonesian Navy - As a balancing force in Asia (TNI AL) Pacifi c. - Character as a maritime society - The area is mostly for - Lamongan is located close to agriculture. the . - The city government - Physical form as a maritime has not maximized its AT Mahan Theory city maritime potential. - The workforce is abundant. - The strength of Municipal Police is still limited. Main Duties of the - Suffi cient defense and security - Intelligence Indonesian Navy capabilities capabilities have not (TNI AL) been supported by an • Defense - Regional intelligence information system • Security capabilities integrated with capabilities. • Intelligence other units. - Cyber capabilities are • Support - The ability to support and still separate. • Empowerment empower the defense area is - The ability to support of Defense Areas quite good and has cooperated still depends on non- with other Regional Leadership alternative energy Conference (Muspida). - Non-military personnel are still lacking at a technical level

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Factor Analysis Strength Weakness Non-Military - There is suffi cient available - Development of non- Power reserve power of Banser, Ansor military defense areas and Muhamadiyah. that are not in line with development - State defense is based on religious ideology that is quite - Partial political party. strong. - Limited non-military technology.

3.3. Determination of Strategic IFAS - EFAS. Based on the results Priorities of interviews and questionnaires, it was found that the strategy of non- After the internal factors military defense area in Paciran- are grouped into strengths and Lamongan still has weaknesses and weaknesses, external factors are threats. Based on the SWOT matrix, grouped into opportunities and the following analysis results are threats. The next step is to weight obtained: Table 6. Strength Analysis of Strategy for Empowering Defense Areas.

No Internal Strategy Factors Weight Rating Score

S Strength

1 As the biggest navy power in 0.101 4.500 0.455 Southeast Asia.

2 As a balancing force in Asia 0.131 4.167 0.544 Pacifi c

3 Character as a maritime 0.077 3.667 0.282 society

4 Lamongan is located close to 0.107 3.833 0.411 the Java Sea

5 Physical form as a maritime 0.055 4.500 0.248 city

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No Internal Strategy Factors Weight Rating Score

6 The workforce is abundant. 0.116 3.667 0.424 Suffi cient defense and security 7 0.110 4.167 0.460 capabilities Regional intelligence 8 capabilities integrated with 0.070 3.833 0.268 other units The ability to support and empower the defense area is 9 quite good and has cooperated 0.063 3.500 0.220 with other Regional Leadership Conference (Muspida). There is suffi cient available 10 reserve power of Banser, 0.094 3.333 0.313 Ansor and Muhamadiyah. State defense is based on 11 religious ideology that is quite 0.076 4.667 0.357 strong Total 1.000 3.985

Fig. no. 8. Histogram of Strength Aspect

209 THE DEVELOPMENT STRATEGY FOR EMPOWERING THE DEFENSE AREA OF A NON-MILITARY ASPECT IN PACIRAN, LAMONGAN

Table 7. Weakness Analysis of Strategy for Empowering Defense Areas.

W Weakness 1 Soldiers’ welfare is still low 0.090 3.500 0.316 2 The area is mostly for agriculture 0.093 3.667 0.340 The city government has not maximized its 3 0.102 3.333 0.342 maritime potential. 4 The strength of Municipal Police is still limited 0.112 3.833 0.429 Intelligence capabilities have not been supported 5 0.086 2.833 0.242 by an integrated information system capabilities 6 Cyber capabilities are still separate 0.071 3.000 0.214 The ability to support still depends on non- 7 0.078 3.333 0.259 alternative energy Non-military personnel are still lacking at a 8 0.106 3.667 0.387 technical level Development of nonmilitary defense areas that 9 0.104 3.167 0.331 are not in line with development 10 Partial political party 0.081 3.000 0.242 11 Limited non-military technology. 0.077 3.333 0.258 Total 1.000 3.360

Fig. no. 9. Histogram of Weakness Aspect.

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From the results of the analysis each respondent gives a score on on Table 6 and Table 7 above, the suffi cient internal factors. Strength factor has a total score of In the power factor analysis, 3.981, while the Weaknesses factor sub-factor of S2, in which Indonesia has a total score of 3.247. The is as a balance of strength in the Asia average score of Strength has a total Pacifi c region, has the highest score value of 3,985 meaning that each of 0.543. Whereas, in the analysis respondent gives a good score on of the weakness factors, sub-factor the company’s internal factors. The of W4, which is the limited strength average score of Weaknesses has a of the personnel of the civil service total value of 3.333 meaning that unit, has the highest score of 0.444.

Table 8. Opportunity Analysis of Strategy for Empowering Defense Areas

No External Strategy Factors Weight Rating Score

O Opportunity

In line with the development for 1 0.119 4.167 0.494 empowering defense areas

Synergizing with port development in 2 0.134 4.500 0.604 Lamongan

Located in a strategic position in waters of 3 0.197 4.667 0.921 northern Java

4 Abundant workforce 0.099 3.500 0.347

Most of them are in the central and south 5 0.100 3.500 0.350 Lamongan region

Lamongan as the history of a maritime 6 0.302 3.500 1.059 country, a maritime gateway

Economic growth above the national 7 0.048 3.667 0.177 average

Total 1.000 3.929 3.951

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Fig. no. 10. Histogram of Opportunity Aspect.

Table 9. Threat Analysis of Strategy for Empowering Defense Areas.

T Threat

Maritime awareness is still low in Paciran 1 0.109 4.167 0.452 in particular and Lamongan in general

Workforce Become a social burden if not 2 0.044 4.333 0.189 properly prepared

Uneven economic growth between the 3 0.313 4.833 1.512 North and Central Lamongan regions

Maritime Service Industry (Injasmar) 4 does the availability of not absorb all the 0.389 3.833 1.490 workforce from the local community

Information systems and technology 5 0.053 3.833 0.204 infrastructure are still partial

Empowerment of defense areas is only 6 0.093 4.000 0.374 supported from the central budget

Total 1.000 4.167 4.220

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Fig. no. 11. Histogram of Threat Aspect

From the analysis results of 3,951; and Threats 4,220. Seen Table 8 and Table 9 above, the from the aggregate score obtained opportunity factor has a total from each respondent, the internal score of 3.95, while the constraint condition of the strength factor factor has a total score of 4.222. has a better aggregate score than The average score of Opportunity the weakness factor. Furthermore, has an aggregate score of 3,929. from external conditions, the The average score of Weaknesses threat factor has a better average has an aggregate score of 4.167. score than the opportunity factor. In the opportunity factor analysis, Therefore, these conditions can be the sub-factor of O6, in which identifi ed in the following SWOT Lamongan is as the history of the diagram: maritime gateway country, has the highest score of 1.059. Meanwhile, in the analysis of threat factors, the Table 10. Matrix EFAS-IFAS on SWOT. sub-factor of T3, which is uneven economic growth, has the highest S W quadrant Axis score of 1.512. 3.981 3.364 0.618 X Furthermore, the aggregate score of each factor can be detailed O T Quadrant as follows: Strength 3,981; Weaknesses 3,364; Opportunities 3.951 4.220 -0.268 Y

213 THE DEVELOPMENT STRATEGY FOR EMPOWERING THE DEFENSE AREA OF A NON-MILITARY ASPECT IN PACIRAN, LAMONGAN

Fig. no. 12. EFAS-IFAS Diagram SWOT Analysis.

From results of Table 10 +0.618, and the Y axis which is the and Fig. no. 12 above, It shows diff erence between Opportunities that the development strategy and Threats obtains a score of for empowering the defense area -0.286. in Paciran-Lamongan is in the This condition indicates positive-negative quadrant (ST the development strategy for Strategy). This condition is the empowering the defense areas in most dominant position of internal the Paciran-Lamongan has a strong factors in anticipating all existing condition and a fairly prominent threats. The results of the diagram threat. Therefore, it is necessary show that the X axis which is the to make related eff orts by utilizing diff erence between Strength and existing strengths to anticipate or Weaknesses obtains a score of overcome the current threats.

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Table 11. Sub Strategy for Empowering Defense Areas.

STRENGTH THREAT S1. As the biggest navy power in T1. Maritime awareness is still low in Southeast Asia. Paciran in particular and Lamongan S2. As a balancing force in Asia Pacifi c. in general S3. Character as a maritime society T2. Workforce Become a social burden S4. Lamongan is located close to the if not properly prepared Java Sea. T3. Uneven economic growth between S5. Physical form as a maritime city the North and Central Lamongan S6. The workforce is abundant. regions S7. Suffi cient defense and security T4. Maritime Service Industry capabilities (Injasmar) does the availability of S8. Regional intelligence capabilities not absorb all the workforce from integrated with other units. the local community S9. The ability to support and empower T5. Information systems and technology the defense area is quite good and infrastructure are still partial has cooperated with other Regional T6. Empowerment of defense areas is Leadership Conference (Muspida). only supported from the central S10. There is suffi cient available reserve budget power of Banser, Ansor and Muhamadiyah. S11. State defense is based on religious ideology that is quite strong. ST (Strength-Threat) Strategy (ST)1. Arousing maritime awareness with the spirit of the character of the maritime community, physical form and the location of the city of Lamongan as a maritime city. (ST)2. Preparing an abundant workforce is directed at supporting the development of the Maritime City because there is a fairly good economic potential. (ST)3. Building available maritime potential and supporting potential to provide economic equality in the Lamongan region. (ST)4. The development of the potential of Maritime Service Industry (Injasmar) by prioritizing local workforce to support the acceleration and absorption of local labor. (ST)5. Collaboration between muspida that has been quite well established can be utilized by building an information system connected to networks and technology, so that it is mutually integrated. (ST)6. Providing allowances in the form of a religious organization because of a strong enough religious basis to support the minimum budget for empowering the regional defense areas.

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Although the ST strategy is the identity of the maritime community best alternative strategy having the as a form of state defense to ensure the highest weighting score, it is uncertain survival of the Republic of Indonesia that all the existing sub-strategies towards the world’s maritime axis. can be implemented simultaneously. In the maritime community, Therefore, it is necessary to prioritize including in Paciran-Lamongan, if they encounter resource constraints various sectors and sub-sectors of the in the implementation of those sub- maritime economy have grown having strategies. The determination of created social segments or categories policy priorities from several policy like miners, industrial workers, sub-strategies resulted from the tourism managers and employees, SWOT analysis in this study were marines, academics/researchers, carried out using The Analytical bureaucrats and others. Another Hierarchy Process (AHP). tangible form of empowerment is to authorize fi shing boats in the 4. DISCUSSION context of business development supported by qualifi ed marine Based on the results of the fi shery’s technology accompanied SWOT analysis and the expert by building human resources for validation, the selected ST strategy the maritime community itself. It obtained 6 (six) alternative sub- will defi nitely experience a positive strategies in the context of developing impact in exploring existing marine empowerment of defense areas resources and reduce the risk of in Paciran-Lamongan. These sub confl ict between fi shermen and weak strategies include: economies. Empowerment itself a. Arousing maritime awareness means creating opportunities for with the spirit of the character maritime communities to determine of the maritime community, their needs, plan and carry out their physical form and the location activities, which in turn establishes of the city of Lamongan as a permanent independence in the life maritime city. of the community itself. One form of the glory of the b. Preparing an abundant Indonesian nation and state is the workforce is directed at breadth and abundance of maritime supporting the development resources that can be utilized by many of the Maritime City because people, especially the coastal areas there is a fairly good economic of Paciran-Lamongan. Therefore, it potential. is extremely signifi cant to foster and The success of other cities in empower the determined attitude and developing their maritime sector shows

216 Journal of Defense Resources Management Vol. 11, Issue 2 (21) /2020 the importance of local government c. Building available maritime support and integrated policies to potential and supporting create a strong maritime ecosystem. potential to provide economic For this reason, the synergy of equality in the Lamongan maritime infrastructure development region. includes several related sectors like Maritime development is no shipping, fi sheries, tourism, shipping longer positioned as a peripheral and maritime human resources and sector, but it is perceived as a driving their institutions. Currently, economic force for the economy as well as a products and activities in the maritime source of progress and prosperity for sector in the Paciran-Lamongan do the people of Paciran-Lamongan. If not refl ect the undoubted potential the potential of the maritime sector due to a number of constraints can be managed and maximized by such as the weak shipbuilding and the local government, of course, it ship component industry, foreign will be qualifi ed to provide signifi cant domination in shipping services, other value to development. Maritime and limited quality maritime human economic potential consists of marine resources. wealth in the form of renewable The demographic bonus natural resources like fi sheries, coral reefs, mangrove forests, seaweed, can cause a demographic disaster and biotechnology products. There is if human resources are not of also the potential for marine energy: good quality characterized by low tides, waves, wind, and OTEC or levels of education and skills. For Ocean Thermal Energy Conversion. that, it is necessary to consider d. The development of the policies to optimize changes in the potential of Maritime Service population structure. Considering Industry (Injasmar) by this demographic challenge is a prioritizing local workforce cross-sectoral issue, it is necessary to support the acceleration to strengthen intensive coordination and absorption of local labor. with various stakeholders in All Injasmar companies formulating sustainable national operating in Paciran-Lamongan must development planning policies. prioritize the recruitment of local Cooperation between central and workers. It is because the existence regional governments, business of companies investing in this area actors, industry, education sector and is an eff ort to create jobs for the community need to be carried out to local community. An understanding prepare the potential of young age between the Government of Lamongan groups in responding to demographic Regency and the company in recruiting challenges. workers should be existed. It is not

217 THE DEVELOPMENT STRATEGY FOR EMPOWERING THE DEFENSE AREA OF A NON-MILITARY ASPECT IN PACIRAN, LAMONGAN just an appeal, companies to sign towards data automation for all a Memorandum of Understanding levels of administration and regional (MoU), regarding the company’s government services to support the participation in empowering and implementation of Good Government. placing local workers. Therefore, local f. Providing allowances in workforce receives priority. In fact, It the form of a religious is not only in acceptance, but also in organization because of a skills training and apprenticeship for strong enough religious basis local men. to support the minimum e. Collaboration between budget for empowering the muspida that has been quite regional defense areas. well established can be utilized In essence, religious harmony by building an information is a noble value has long been taught system connected to networks and passed on by the ancestors and technology, so that it is of the Indonesia. This nation has mutually integrated. successfully constructed many An information system traditional systems and local wisdoms collaboration between Muspida can to create an atmosphere of harmony increase the security of information and peace in a pluralistic society. on security. Currently, organizing However, considering religious Regional Governments with more harmony is a dynamic condition extensive authority in the regions is that must continually be maintained, one of the essences of decentralization the Government together with all and regional autonomy. Preparation components of society must continue of decentralization principles and to strive to protect and preserve it. granting autonomy to regions will g. To maintain the existing further support regional independence harmonious conditions, in formulating policies according coordination between religious to the local wants, needs and institutions, government characteristics. One of the necessary offi cials, media agencies, policies that need to be carried out by and fi gures had also been Regional governments in information carried out periodically, either technology development is the monthly, semiannually or existence of an institution functioning annually. Interfaith Leader as an information technology manager, Coordination was attended by whether in the form of information representatives from religious infrastructure, information technology councils and administrators or network infrastructure; as a data of religious organizations. processing center work unit which Periodically and from time is expected to act as a driving force to time, coordination of

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the control of religious and absorption of regional labor harmony is also carried out. as sub strategy 4 (ST-4) with a The involvement of various weight of 0.165; 5) Collaboration elements of society in the between muspida that has been eff ort to maintain harmony quite well established can be also has a very high urgency, utilized by building an information especially among youths, system connected to networks and students, and students in the technology so that sub-strategy 5 area of Paciran-Lamongan. (ST-5) is mutually integrated with a weight of 0.163; 6) Providing 5. CONCLUSIONS allowances in the form of a religious In the formulation of a strategy organization because of a strong for developing the empowerment of enough religious basis to support the the non-military aspect of defense minimum budget for empowerment in Paciran-Lamongan, the selected of regional defense areas with a strategy has been identifi ed, namely weight of 0.111. the ST strategy (using strength to deal with threats) consisting of six Future Work (Further Research) sub strategies. The six sub strategies include: 1) Arousing maritime - In strategic management, awareness with enthusiasm as there are three stages: strategy the character of maritime society, development, strategy physical form and location of implementation and strategy Lamongan city as Maritime city as evaluation. As a suggestion sub strategy 1 (ST-1) with a weight for further research, it is of 0.212; 2) Preparing an abundant necessary to determine workforce directed at supporting an appropriate strategy the development of Maritime cities implementation plan. because there is a fairly good - To further complement the economic potential as sub strategy research results, further 2 (ST-2) with a weight of 0.195; research should be carried 3) Developing available maritime out on mitigation and risk potential and supporting potential analysis. to provide economic equality in the - In further research, it is Lamongan region as sub strategy necessary to formulate a 3 (ST-3) with a weight of 0.154; road-map in the development 4) Development of the potential for of strategy of non-military Injasmar by prioritizing local native aspects not only in terms of labor, to support the acceleration naval aspects.

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