Persepsi Stakeholders terhadap rencana strategis bidang pariwisata Kota Yogyakarta

JEFRIZAL, Ir. Kawik Sugiana, MEng.,PhD

2002 | Tesis | Magister Perencanaan Kota dan Daerah

Salah satu pedekatan perencanaan yang berkembang saat ini adalah pendekatan perencanaan strategis. Pendekatan ini mulai diadopsi dalam praktek perencanaan pembangunan daerah. Hal ini dIdasarkan pada suatu keyalunan bahwa perencanaan strategis dapat dipraktekan dalam lingkungan organisasi pemerintah atau pada sektor pubfik. Proses perencanaan strategis sangat bervariasi dan tidak mengenal standar baku, dalam arti lain adalah disesuaikan dengan kebutuhan, situasi dan kondisi setempat. Dalam proses perencanaan strategis, peranan dan keterlibatan stakeholders merupakan komponen yang sangat krusial, karena adanya kepuasan stakeholders merupakan kunci keberhasilan suatu organisasi publik atau swasta. Penelitian ini bertunjuan untuk : 1) mendeskripsikan proses dan keterlibatan stakeholders dalam perencanaan strategis daerah Kota Yogyakarta, 2) mengidentifikasi keragaman persepsi stakeholders terhadap rencana strategis bidang pariwisata Kota Yogyakarta, dan 3) menganalisis hubungan antara faktor-faktor yang mempengaruhi persepsi dengan persepsi stakeholders. Metode penelitian menggunakan pendekatan deskriptif kuantitatif-kualitatif dengan paradgma rasionalistik dan menggunakan alat analisis indepth Dari hasil penelitian diketahui, bahwa penerapan proses perencanaan strategis Daerah Kota Yogyakarta menggunakan 10 (sepuluh) tahapan sebagai benkut: 1) memperkuat mandat; 2) mengembangkan kesepakatan awal; 3) kajian lingkungan; 4) mengidentifkasi isu-isu strategis; 5) merumuskan pemyataan awal visi dan misi; 6) merumuskan strategi kebijakan; 7) merumuskan program-program dan kegiatan prioritas; 8) merumuskan kerangka acuan dan evaluasi kinerja; 9) menyusun drafl awal dokumen rencana strategis; dan 10) menyusun draft rancangan peraturan daerah tentang rencana strategis daerah. Bentuk keterlibatan stakeholders pada proses perencanaan strategis dimaksud dapat dkelompokan menjadi 2 (dua), yaitu pertama, kelompok yang terlibat secara langsung dan terus menerus pada setiap tahapan, berasal dan Lingkungan Pemerintah Daerah Kota Yogyakarta (stakeholders internal). Kedua adalah kelompok yang tidak terlibat secara langsung, atau hanya terlibat pada tahapan atau kegiatan-kegiatan terbatas seperti seminar, lokakarya, dan rapat kerja. Stakeholders ini berasal dari pihak legislatif, tokoh masyarakat, organisasi sosial kemasyarakatan/LSM, pihak swasta, dan unsur perguruan tinggi (stakeholders eksternal). Kelompok kedua ini kecuali dari pihak legislatif, keterlibatannya baru dalam bentuk public hearzng, atau terlibat secara pasif. Persepsi stakeholders dilihat dan respon memiliki perbedaan terhadap rumusan program-program pembangunan bidang pariwisata berdasarkan faktor kepentingan. Stakeholders yang memilki kepentingan cenderung memberrkan respon positif, sedangkan yang tidak memiliki kepentingan cenderung memberikan respon negatif. Begitu juga menurut faktor keterlibatan stakeholders dalam proeses perencanaan, stakeholders yang terlibat secara aktif cenderung memberikan respon positif, sedangkan yang terlibat secara pasif lebih cenderung memberikan respon negatif terhadap rencana strategis bidang pariwisata Kota Yogyakarta.

One of the approaches to planning presently being developed involves the strategic planning. The adoption of strategic planning was initiated in the course of development planning activities and implementation. The adoption of strategic planning was based on the assumption that implementations of strategic planning within government institutions and the public sectors were possible. Process for the formulation and implementation of strategic planning vary, moreover there exists no standardized form of strategic planning. In other words, strategic planning should be adapted to the environments’ needs, conditions and circumstances. The role and participation of the different stakeholders become a crucial element within the strategic planning process as stakeholders’ satisfaction functions as key element for the success of any public or private organization. The goals of the research were : (1) To describe the process and involvement of the stakeholders in the formulation of Yogyakarta’s strategic plans, (2) To identify stakeholders’ varying perceptions of the strategic plans intended for the tourism sector in Yogyakarta, (3) To analyze the relationship between the factors which influenced stakeholders’ perception and the stakeholders’ perception themselves. The research employed a descriptive, quantitativequalitative method, implementing the rationalistic approach with an in-depth analysis technique. Research results showed the implementation of Yogyakarta’s strategic planning process to undergo the ten stages below : (1) Mandate affirmation, (2) Development & elaboration of initial agreements, (3) Analysis & assessment of the environment, (4) Identification of strategic issues, (5) Formulation of the vision, mission and goal, (6) Formulation of policy strategies, (7) Program formulation, (8) Performance evaluation & formulation of the Terms of Reference, (9) Composition of the initial draft for the strategic planning document, (10) Composition of draft involving the regulatory plans for the regional strategic plans. Stakeholder involvement can be classified into two main categories, i.e. first, stakeholders who were directly involved and continually participated in every stage of the process, e.g. stakeholders from Yogyakarta’s regional government office (internal stakeholders) and second, stakeholders who were indirectly involved or stakeholders whose participation was limited to a number of activities such as seminars, trainings and meetings, e.g. stakeholders from the legislative body, public figures, non government organizations, the private sectors and university officials (external stakeholders). Involvements of the stakeholders from the second category (with the exception of those from the legislative body) were limited to public hearing only, whereas their participation is regarded as passive participation. The stakeholders view’, when analyzed through their response, constituted of differences in perception from that of the program guidelines intended for the tourism sector when concerned with the priorities involved. Stakeholders with a vested interest tended to provide a positive response, whereas stakeholders lacking a vested interest tended to provide a negative response. Furthermore, stakeholders who actively participated in the process tended to provide a positive response, whereas stakeholders who passively participated in the process tended to provide a negative response towards the strategic plans intended for the tourism sector of Yogyakarta.

Kata Kunci : Perencanaan Kota,Pariwisata,Persepsi Stakeholders