EVALUASI REVITALISASI PASAR TRADISIONAL BERBASIS KEMITRAAN, STUDI KASUS: PASAR TRADISIONAL BANDARJO KABUPATEN SEMARANG

Abstract

The situation in the era of global competition have cornered the existence of
traditional markets where the presence of modern markets has increased and become the
people's choice to shop because it is considered more comfortable and cleaner. Therefore, the
policy of traditional market revitalisation is a big push for the local government to maintain
the existence of traditional markets. In 2017-2018, the government of Semarang Regency has
revitalised the traditional market of Bandarjo because the existence of Bandarjo Plaza
building was considered to be old and not yet functioned optimally. This study discusses how
to revitalise the traditional market of Bandarjo, and the process of implementing partnerships
as a means of revitalising the traditional market of Bandarjo. This type of research used
descriptive qualitative data collection technique in the form of interviews, observation and
documentation. The data obtained is then carried out the process of qualitative data analysis
by data reduction, data presentation and conclusions.
The result of this study is the collaboration between Disperindag (Department of
Industry and Commerce) and Persada started after the revitalisation planning stages, which
are the implementation and management stage. During the revitalisation stage, Persada
cooperated with Disperindag in the socialisation related to the development schedule,
relocation, and supervision. After revitalisation, Persada was given the authority to manage
government assets in the form of MCK (Bathing, Washing and Toilet) and parking.
Partnership in the stage of implementation and management between Persada and the
Department of Industry and Commerce, does not have equality with the principle of
partnership. The absence of SOP (Standard Operating Procedure) or the standard of market
cleanliness results in different perceptions where market cleanliness and MCK according to
market visitors are not clean enough while Persada considers it is clean.
The conclusion of this study is that the partnership between Disperindag and Persada
cannot be said to be productive because the role of Disperindag looks more dominant than
Persada in managing the traditional market of Bandarjo. Based on these conclusions, the
suggestion that can be given is that the partnership between Disperindag and Persada is
expected to be continued and to be accompanied by improving management of the traditional
market of Bandarjo through the creation of SOP (Standard Operating Procedure), especially
for market cleanliness and MCK (Bathing, Washing, Toilet) issues.
Keywords: Process Evaluation, Partnership, Traditional Market Revitalisation,
Management