Implementation of Social Conflict Management Programs in Sumedang

Regency by the Sumedang Regency National and Political Unity Office

SONI AKHMAD NULHAQIM1*, WANDI ADIANSAH2

1Department of Social Welfare, Faculty of Social and Political Sciences,

Universitas Padjadjaran,

Sumedang,

INDONESIA

2Center for CSR Studies, Social Entrepreneurship and Community Development,

Sumedang,

INDONESIA

*Corresponding Author

Abstract: - The Sumedang Regency National and Political Unity Office is the leading sector in the

implementation of social conflict management programs in Sumedang Regency. Various conflict management

programs in Sumedang Regency are directed at handling ATHG and potential conflicts so that they do not

become open conflicts. The implementation of these conflict management programs is carried out through four

main aspects, namely communication, resources, attitudes, and bureaucracy. This research aims to analyze the

four aspects of the program implementation in the social conflict management programs by the Sumedang

Regency National and Political Unity Office. The research method used in this study was a qualitative

descriptive research method. The data sources in this study were primary data sources and secondary data

sources. Data collection was carried out using observation techniques (non-participatory observation), in-depth

interviews, Focus Group Discussions (FGD), and literature studies. Sequentially, the data that had been

collected were analyzed through the stages of data reduction, data display, data interpretation, and concluding

(data interpretation). The research results show that in the aspect of communication, the Sumedang Regency

National and Political Unity Office carries out a communication process both internally and externally and is

facilitated directly by the Sumedang Regency Integrated Social Conflict Management Team. In the aspect of

resources, there are three main resources, namely budgetary resources, human resources, and equipment

resources. In the aspect of attitudes, the program implementers have good attitudes, knowledge, understanding,

and competence towards the programs as well as being quick to respond to cases and spry to the tasks given. In

addition, the implementers also have high obedience, dedication, willingness, and loyalty when implementing

the programs. In the aspect of bureaucracy, the division of authority and bureaucratic structure in implementing

the program internally and externally is carried out in a clear and tiered manner from the regency to the

ward/village levels.

Key-Words: Program Implementation, Social Conflict Management

Received: May 26, 2023. Revised: August 8, 2023. Accepted: October 3, 2023. Published: October 17, 2023.

1 Introduction

Indonesia is a country that has a diversity of

community characteristics ranging from diversity in

the aspects of culture, society, politics, religion, and

ethnicity, to diversity in the aspect of language and

so forth. On the one hand, the diversity owned by

Indonesia is a nation's wealth, but on the other hand,

this diversity can become a potential conflict if not

managed properly. This is evidenced by the many

events of social conflicts that have occurred in

Indonesia, both horizontal and vertical conflicts

such as separatism, conflicts over the distribution of

power and resources, communal conflicts, ethnic

conflicts, political conflicts, and religious conflicts,

[1]. Based on data from the Central Bureau of

Statistics, in 2018, there were 3,147 incidents of

conflicts in all provinces in Indonesia

accumulatively. Furthermore, based on Village

Potential Statistics data for 2018, as many as 3,150

villages or 3.75% of a total of 84,000 villages in

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Indonesia were included in areas prone to social

conflicts, [2].

Conflict is one of the social dynamics that

always occurs in social life. The authors in, [3],

stated that conflict referred to disagreement between

individuals or groups that could increase tension as

a result of blocking each other in achieving goals.

Meanwhile, social conflict is defined as feuds and/or

violent physical clashes between two or more

community groups that take place at a certain time

and have wide-reaching impacts resulting in

insecurity and social disintegration, thereby

disrupting national stability and hindering national

development (Regulation of the Minister of Social

Affairs Number 26 of 2017 on Guidelines for the

Implementation of Social Conflict Management in

the Social Sector). Based on this definition, it can be

understood that social conflict can cause various

negative impacts, and in response to this, it is

necessary to carry out various strategies in the

context of efforts to handle and manage social

conflict.

Previous studies have examined social conflict

management in Indonesia through systematic

literature reviews. As this review provides an

overview of the current understanding and

approaches to conflict management in Indonesia,

[4]. Another study explored the effectiveness of

cultural accommodation in resolving community

conflicts in Indonesia. This study highlights the use

of local wisdom approaches in conflict resolution,

[5]. Meanwhile, a differentiating study focused on

the rapid expansion of oil palm in Indonesia and its

impact on social conflict. This study examines the

relationship between the growing value of oil palm

and the occurrence of conflict, [6]. Furthermore, this

study investigated the roots of social conflict in

Aceh during the Kingdom of Aceh Darussalam and

explored conflict resolution strategies used to

achieve peace, [7].

Each region in Indonesia has its conflict

potential according to the characteristics of the

region. In this case, each region also has a conflict

management policy that is implemented directly by

the local government. This conflict management

policy at the regional level is implemented by

various related agencies and departments

collaboratively. Therefore, this study differs from

the previous one by looking at how to handle

conflicts through the approach of local government

policies through the Office of National Unity and

Politics. In implementing the policy, [8], mentions

that several aspects will affect the level of success.

These aspects are communication, resources,

attitudes, and bureaucracy. In this study, the

research team is interested in seeing how these four

aspects are in the implementation of social conflict

handling policies at the Office of National Unity and

Politics by focusing on Sumedang Regency,

Indonesia.

2 Literature Review

2.1 Social Conflict

According to Law Number 7 of 2012 of the

Republic of Indonesia on Social Conflict

Management, what is meant by social conflict is

feuds and/or violent physical clashes between two

or more community groups that take place within a

certain time and have wide-reaching impacts

resulting in insecurity and social disintegration,

thereby disrupting national stability and hindering

national development. Conflict can also be defined

as a relationship between two or more parties that

have or feel they have goals that are not in line and

cause disharmony among the parties involved, [9],

[10], [11], [12]. Conflict occurs in all aspects of

social relations, the forms of which are relations

between individuals, relations between individuals

and groups, or relations between groups and groups,

[13].

Conflict occurs when sections of society see a

conflict as something normal and negotiable,

whereas different perspectives on conflict can result

in different perspectives depending on who

experiences the conflict, [14], [15]. For example, the

conflict that occurs between the people and the

government is different from the conflict between

the people and private corporations, [16], [17].

Furthermore, it is different from situations of

agrarian conflicts which are more common between

people and corporations, [18], [19], [20], or

conflicts over the management of the environment

and natural resources which cause land grabbing

among people, between people and corporations,

and between people and the government, [16], [21].

2.2 Social Conflict Management

A literature review and study on conflict

management identified organizational response to

conflict as a key area of research, [22]. A study

conducted in 2018 mapped the intellectual structure

of conflict management studies by investigating key

themes, concepts, and their relationships for the

period 2007-2017. The study identified five key

themes that help track the direction of conflict

management research: negotiation, mediation, trust,

conflict, and communication, [23]. Another study

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conducted in 2018 investigated the key themes,

concepts, and relationships of conflict management

studies for the period 2007-2017.

The study found that conflict management

literature focuses on three key themes: workplace

conflict and conflict management styles, conflict

resolution and negotiation, and conflict management

in organizations, [24]. A 2020 study contributed to

the program conflict literature by investigating the

unique nature and solutions of conflict within

program teams, [25]. Overall, the studies suggest

that conflict management research has diversified

over the years, with a focus on various themes,

concepts, and relationships. The studies provide

insights into the direction of conflict management

research and identify avenues for future research.

2.3 Policy Implementation

Over the past five years, there has been a growing

body of literature on policy change and

implementation, [26]. Researchers have studied

policy implementation to improve the way it is

carried out, [27]. Explicit studies of policy

implementation have gone in and out of fashion

over the past quarter century, [28]. Existing

frameworks, models, and theories have been used to

understand policy implementation and evidence-

based practice from a policy perspective, [29].

Previous studies have found it useful to make a

conceptual distinction between dispositional

processes and policy implementation processes,

although both are interactive in practice toward

policy implementers, [30].

The study of policy implementation involves the

actions of different levels of agencies, institutions,

organizations, and their actors and is influenced by

the context throughout, [31]. It is important to

implement policy changes by involving complex

organizational tasks and coordination efforts. This

includes ensuring that various departments or

agencies work together effectively and have the

necessary resources and capacity to implement the

policy, [32]. If so, policy failure can occur when

there are overly optimistic expectations regarding

the outcome of a policy. Unrealistic expectations

can lead to disappointment and undermine the

success of policy implementation, [33].

3 Method

The research method used in this research is

descriptive qualitative, [34]. This research's data

sources are primary and secondary. Data collection

techniques were conducted through field

observation (non-participatory observation), in-

depth interviews, Focus Group Discussion (FGD),

and literature study. Furthermore, primary data

sources were obtained directly through Focus Group

Discussion activities and in-depth interviews with

apparatus and stakeholders involved in

implementing social conflict-handling policies at the

Sumedang Regency Office of National Unity and

Politics. Meanwhile, secondary data sources will be

obtained or collected by researchers from various

existing sources in the form of previous research

reports, annual reports from related agencies, and

documents relevant to the studied problem.

Sequentially, the collected data were analyzed

through the stages of data reduction, presentation,

display, interpretation, and conclusion, [35].

4 Results and Discussion

The Sumedang Regency National and Political

Unity Office (Kesbangpol) was formed based on the

Sumedang Regency Regional Regulation Number 9

of 2014 concerning the Establishment of Regional

Apparatus Organizations in the Sumedang Regency.

The Sumedang Regency National and Political

Unity Office has the task of carrying out the

preparation and implementation of regional policies

in the context of implementing the Regent's duties in

the field of national and political unity. Meanwhile,

the functions of the Sumedang Regency National

and Political Unity Office are as follows:

A. Formulation of technical policies in the field of

national and political unity.

B. Provision of the support for the implementation

of government affairs in the field of national

and political unity.

C. Development and implementation of tasks in the

field of national and political unity.

D. Management of administration, household, and

office finance.

E. Implementation of other tasks given by the

Regent in accordance with his/her duties and

functions.

Based on Sumedang Regent Regulation Number

34 of 2015 concerning Job Descriptions of Positions

at the Sumedang Regency National and Political

Unity Office, the organizational structure of the

Sumedang Regency National and Political Unity

Office consists of:

A. Head of the Office.

B. Head of Administrative Subdivision.

C. Head of Development of National and

Democracy Unity Section.

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D. Head of Community Resilience and Conflict

Management Section.

E. Head of Inter-agency Relations Section.

The National and Political Unity Agency

(Kesbangpol) in Indonesia promotes national unity

and integration among various ethnicities, cultures,

traditions, and religions. This body was established

to ensure that the promise of unity, as stated in the

third principle of Pancasila as the nation's ideology,

is upheld. Furthermore, this body is intended to

prevent conflict and tension between different

groups. Kesbangpol carries out communication

activities to guide the community and promote

national integration. The issue of national unity has

been a big concern for Indonesian leaders since the

republic was founded in 1945, which binds various

ethnicities, cultures, traditions, and religions.

4.1 Potential for Social Conflicts in

Sumedang Regency

In this study, the researchers focus on the

implementation of social conflict management

programs by the Sumedang Regency National and

Political Unity Office. The conflict management

carried out by the Sumedang Regency National and

Political Unity Office is directed at efforts to handle

various potential conflicts in the form of ATHG

(Threats, Challenges, Obstacles, and Disturbances)

in Sumedang Regency so that they do not become

open conflicts. In this case, there is potential for

social conflicts in Sumedang Regency, for example,

the potential for conflicts in the development of

national strategic projects in the infrastructure

sector, the potential for conflicts in holding

elections, the potential for conflict in the field of

religion and beliefs, the potential for conflicts due to

disturbances to security and order, the potential for

conflicts between community organizations, as well

as the potential for conflicts in the implementation

of various government affairs and policy

implementation, etc.

The most threatening potential for social

conflicts that occurs in Sumedang Regency is the

potential for conflicts from the construction of a

national strategic project in Sumedang Regency,

namely the construction of the Jati Gede Dam, [36],

[37], [38], [39], [40], [41], [42], and the construction

of the Cisumdawu (Cileunyi Sumedang Dawuan)

toll road, [43], [44], [45], [46], [47], [48], [49], [50].

The development of these two national strategic

projects has the potential to give birth to social

conflicts, especially those related to the problem of

claims for compensation for the community's land

that is used as the location of the project.

The next potential for social conflicts in

Sumedang Regency is the potential for conflicts in

holding general elections and elections for village

heads, [51], [52]. The potential for conflicts in the

holding of this election is when the legislative and

presidential elections were held in 2019, [53], and

when they will be held again in 2024, [54].

Meanwhile, the potential for conflicts in the

elections for village heads is when elections were

held simultaneously in 89 villages in 26 sub-districts

throughout Sumedang Regency in October 2021,

[55].

In the field of religion and beliefs, there is also a

potential conflict that has occurred, namely the

existence of a religious sect and belief that deviate

and are considered heretical. This belief is carried

out by a community organization (Ormas) named

Merdeka Hakikat Keadilan (MHK) in Bangbayang

Village, Situraja Sub-district, Sumedang Regency,

[43], [56].

Furthermore, in 2021, there was also a potential

threat in Sumedang Regency with the discovery of

an illegal drug warehouse in Sukamulya Hamlet,

Paseh Kidul Village, Paseh Sub-District, Sumedang

Regency, [42], [46], [57]. This posed a threat of

social conflict because when the case was

uncovered, the community thought that the local

government and the authorities did not supervise

activities carried out in their area so that the illegal

drug warehouse could operate freely.

In terms of community organization, there was

also the potential for social conflict, which was also

quite threatening. Conflicts between community

organizations in Sumedang Regency have also

occurred. This is evidenced by the cases of clashes

between community organizations that occurred in

Sumedang Regency, namely the case of a clash

between Pancasila Youth (PP) Community

Organization and the Banten Large Family Potential

Development Agency (BPPKBB) in North

Sumedang District, [58], as well as the case of a

clash between Community Organizations and Youth

Organizations in Tanjungsari Sub-district, [59].

In the field of implementation of various

government affairs and implementation policies, the

potential for social conflict in the Sumedang

Regency also often occurs. This is caused by several

factors, for example, the frequent changes in

national policies related to the implementation of

the duties and functions of SKPD which cause the

implementation of policies in the community to be

disrupted. This often causes turmoil in the

community due to changes in these policies.

Furthermore, the potential for conflict also often

arises as a result of the process of implementing

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democracy that is not in accordance with the

applicable regulations carried out by political elites.

Public awareness that is still low in understanding

the aspects of democracy which provides wide

opportunities for the community to express

dissatisfaction with government policies in negative

ways is also a potential for conflict in Sumedang

Regency. The existence of this attitude also causes

the potential for demonstrations carried out by the

community to be quite high.

One of the examples of cases of social conflicts

in the implementation of government affairs and

implementation policies that have occurred in

Sumedang Regency is the case of the distribution of

COVID-19 social assistance in 2020, [60]. The

problem of inaccuracy in targeting is a common

problem found in the distribution of social

assistance. Apart from that, the difference in data on

social assistance recipients submitted by the village

which was different from the data used by the

central party (Provincial Government and the

Indonesian Ministry of Social Affairs) was also a

serious problem in this case. Not to mention the

problem of social jealousy between residents who

received assistance and residents who did not

receive assistance, which also exacerbated problems

at the village government level. The village

government as the party closest to the community

automatically became the party that most often

received complaints about these problems. In

dealing with the problems of implementing this

social assistance distribution policy in 2020, the

Sumedang Regency Government recorded at least

612 citizen complaints about this social assistance,

[61].

4.2 Social Conflict Management Programs at

the Sumedang Regency National and

Political Unity Office

To handle various potential conflicts in Sumedang

Regency so that they do not become open conflicts,

there is a team specifically formed for implementing

social conflict management in Sumedang Regency.

The team is the Sumedang Regency Social Conflict

Management Integrated Team which is chaired

directly by the Regent with The Head of the

Sumedang Regency National and Political Unity

Office serving as the secretary in the integrated

team.

The National Unity and Politics Agency

(Kesbangpol) promotes national unity and

democracy in Indonesia through various programs

and activities that aim to improve people's

understanding of the country's ideology and local

cultural values and encourage participation in the

democratic process. As such, it is responsible for

developing plans and programs relating to national

unity and politics. In addition, it formulates policies

relating to national unity and politics, including

policies relating to the popularization of state

ideology and local cultural values, as well as

policies relating to the maintenance of social

stability and conflict resolution. Furthermore, it is

responsible for empowering community

organizations and encouraging their participation in

the democratic process. The Sumedang Regency

National and Political Unity Office has several main

programs to handle various potential conflicts. The

programs for handling social conflicts at the

Sumedang Regency National and Political Unity

Office are as follows:

The program to foster and develop economic,

social, and cultural resilience. This program is

carried out through activities in the form of

preparing policy formulation materials,

implementing policies, and implementing

coordination in economic, social, and cultural

resilience, facilitating the prevention of

narcotics abuse, and facilitating harmony

between religious people and adherents of

beliefs in the region.

The program to increase national vigilance,

improve quality, and facilitate social conflict

management. This program is implemented

through activities in the form of implementing

policies and coordination in the fields of early

warning, intelligence cooperation, and

monitoring of foreigners, foreign workers, and

foreign institutions, inter-state border vigilance,

facilitating institutions in the field of national

vigilance, and handling of conflicts in the

region.

The program strengthens the ideology of

Pancasila and its national character. This

program is carried out through activities in the

form of formulating technical policies and

coordinating in the fields of ideology, national

insight, national defense, national character,

national assimilation, unity in diversity, and

national history.

The program is to increase the role of political

parties and educational institutions through

political education and the development of

political ethics and culture. This program is

implemented through activities in the form of

preparing policy formulation materials,

implementing policies and implementing

coordination in the fields of political education,

political culture ethics, and democracy

promotion, facilitating government institutions,

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representatives, and political parties, general

elections/regional head elections, and

monitoring the political situation in the region.

The program empowers and supervises

community organizations. This program is

implemented by implementing policies in the fields

of registration of mass organizations, empowerment

of mass organizations, evaluation and mediation of

mass organization disputes, and supervision of

community organizations and foreign community

organizations in the region.

4.3 Implementation of Social Conflict

Prevention and Management Programs at

the Sumedang Regency National and

Political Unity Office

The implementation of social conflict management

programs at the Sumedang Regency National and

Political Unity was studied based on four aspects of

program implementation according to, [8], which

consist of communication, resources, attitudes, and

bureaucracy. The following is an explanation of

these four aspects.

4.3.1 Communication

In implementing various social conflict-handling

programs in Sumedang Regency, the Office of

National Unity and Politics of the Sumedang

Regency conducts internal and external

communication with various parties. Internally,

communication is carried out between the head of

the office and subsections and sections and between

sections in the Office of National Unity and Politics

of Sumedang Regency. This communication is

carried out with the aim that internal parties can find

out what programs will be implemented, how the

coordination process is, the objectives, targets and

targets, and the stakeholders involved in the

program. This process is important because previous

literature has shown that effective communication

strategies and government coordination determine

the success indicators of future programs, [30].

Similarly, involving a two-way communication

process for ongoing public action and the speed and

scale of government response is critical, [62]. Thus,

two-way communication processes, transparency,

public engagement, effective planning and

implementation of communication programs, and

coordination among stakeholders can be considered,

[63].

Meanwhile, external communication is a

communication and coordination process with

various stakeholders involved in conflict

management efforts in Sumedang Regency. This

communication and coordination process is directly

accommodated in the Sumedang District Integrated

Team for Social Conflict Management. Stakeholders

involved in the communication and coordination

process of handling social conflicts accommodated

in this integrated team consist of the Regent and

Deputy Regent of Sumedang Regency, the

Sumedang Regency National and Political Unity

Agency, the Sumedang Regency Regional House of

Representatives (DPRD), the Sumedang Regency

Regional Work Unit (SKPD), the Sumedang Resort

Police (POLRES), the 0610 Sumedang Military

District Command (KODIM), the Sector Police

(POLSEK) in Sumedang Regency, the Military

Rayon Command (KORAMIL) in Sumedang

Regency, State Attorney of Sumedang Regency,

Regional State Intelligence Agency (BINDA) of

West Java Province, Ministry of Religious Affairs

(KEMENAG) of Sumedang Regency, National

Narcotics Agency (BNN) of Sumedang Regency,

Regional Election Commission (KPUD) of

Sumedang Regency, Sumedang Regency General

Election Supervisory Agency (BAWASLU),

Political Parties, Sumedang Regency National

Diversity Forum (FPK), Community Early

Vigilance Forum (FKDM), Sumedang Regency

Religious Harmony Forum (FKUB), Sumedang

Regency Musrenbang Delegation Forum (FDM),

and Community Organisations.

In communicating and coordinating various

efforts to handle social conflicts, the Sumedang

Regency Integrated Social Conflict Management

Team conducts regular coordination meetings every

month or as needed to respond quickly to ATHG

(Threats, Challenges, Obstacles, and Disruptions)

that occur in Sumedang Regency and can have the

potential for conflict. This coordination meeting is

chaired directly by the Regent of Sumedang

Regency and attended by relevant stakeholders

regarding the current ATHG issues. The relevant

stakeholders who attended this coordination meeting

were determined directly through identification

conducted by the Sumedang Regency National

Unity and Political Agency.

In handling social conflicts, the Sumedang

District Integrated Social Conflict Management

Team has a supporting element in the form of the

Sumedang District Regional Early Warning

Communication and Information Centre

(PUSKOMIN). The Sumedang District Early

Warning Centre is under and responsible to the

Head of the Sumedang District Government Early

Warning Team. The Early Warning Centre

comprises the District Level Centre, Sub-district

Level Centre, and Village Level Centre. The Early

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Warning Centre team is a mandate from the

Regulation of the Minister of Home Affairs of the

Republic of Indonesia Number 2 of 2018

concerning Early Warning in the Region as

amended by the Regulation of the Minister of Home

Affairs Number 46 of 2019, which mandates the

need to establish an Early Warning Communication

and Information Centre (ECCIN) in the Regency.

This policy was followed up with Sumedang Regent

Decree Number 121 of 2022 concerning

establishing an Early Warning Communication and

Information Centre in the Sumedang Regency

Region.

The Early Warning Centre is a forum for

communicating, consolidating, and controlling

regional stability information systems to counteract

any potential ATHG. The Early Warning Centre is a

supporting element of the Local Government Early

Warning Team in providing fast, precise, and

accurate reports on ATHG that occur in the region.

The Early Warning Centre is tasked with collecting

data/information on regional situations and

conditions and monitoring the development of

regional situations and conditions. In addition, the

Early Warning Centre is also tasked with

inventorying, clarifying, and tabulating data on the

situation and conditions at the regional level to be

coordinated with relevant agencies. In addition, the

Early Warning Centre is also tasked with compiling

daily, weekly, and monthly reports on the regional

situation, providing reports and information,

attention reports, and special reports, as well as

providing recommendations to local governments.

To support the performance of regional stability

reports, networks and synergies assist the Early

Warning Center with state intelligence, TNI, Polri

and vertical agencies, the Integrated Team for

Handling Social Conflict, the Foreigner Monitoring

Team, the National Insight Education Centre, the

National Renewal Forum, FKUB, the Political

Development Monitoring and Evaluation Team, and

the Monitoring Team for Community Organisations

and Foreign Organisations.

Various forms of communication and

coordination carried out in the context of

implementing various social conflict handling

programs in Sumedang Regency by the Sumedang

Regency Office of National Unity and Politics are

carried out routinely through both formal and

informal communication. Formal communication is

carried out by holding forums and coordination

meetings at the Regency and Sub-district levels.

Informally, communication and coordination are

carried out, for example, through telephone

communication networks or virtual communication

networks. The difference between this research and

previous research is that the Office of National

Unity and Politics conducts a communication and

coordination process with various parties to handle

conflicts in the Sumedang Regency. This condition

can be influenced by the role of each stakeholder

through the formation of the Integrated Social

Conflict Handling Team to handle social conflicts in

the Sumedang Regency. Binding rules also support

this condition through Sumedang Regent Decree

Number 121 of 2022 concerning establishing an

Early Warning Communication and Information

Centre as a communication and coordination effort

in the Sumedang Regency Region.

4.3.2 Resources

The implementation of the program resources is one

important aspect of the success of the program. This

also applies to the implementation of social conflict

management programs by the Sumedang Regency

National and Political Unity Office. Resources in

the implementation of this program consist of three

main resources, which consist of budgetary

resources, human resources, and equipment

resources.

Table 1. Budgetary Resources for Social Conflict

Management Programs at the Sumedang Regency

National and Political Unity Office

No.

Program Name

Budget

The program to foster and develop

economic, social, and cultural

resilience

Rp412,000,000.00

The program to increase national

vigilance raising, improve quality

improvement, and facilitate social

conflict management

Rp2,195,300,000.00

The program to strengthen the

ideology of Pancasila and its national

character

Rp102,500,000.00

The program to increase the role of

political parties and educational

institutions through political

education as well as the development

of political ethics and culture

Rp105,000,000.00

The program to empower and

supervise community organizations

Rp1,171,246,000.00

Total Program Budget

Rp3,986,046,000.00

Source: Action Plan for Programs and Activities of the

Sumedang Regency National and Political Unity Office

for 2021

Budgetary resources are in the form of funds

allocated for the implementation of social conflict

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DOI: 10.37394/232015.2023.19.100

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management programs by the Sumedang Regency

National and Political Unity Office. These

budgetary resources come from the APBD

(Regional Revenues and Expenditures Budget) Fund

of Sumedang Regency. Table 1 below is a

breakdown of budget resources for social conflict

management programs at the Sumedang Regency

National and Political Unity Office.

The second resource is human resources in the

form of staff or people involved in program

implementation. The human resources in the

implementation of the social conflict management

programs by the Sumedang Regency National and

Political Unity Office are in the form of internal

human resources and external human resources.

Based on data from the Strategic Plan for the

Sumedang Regency National and Political Unity

Office for 2019-2023, there are 15 internal human

resources in the Sumedang Regency National and

Political Unity Office. Based on the level of

education, the human resources in the Sumedang

Regency National and Political Unity Office consist

of 8 employees with a high school level of

education and 7 employees with an undergraduate

level of education. Meanwhile, based on gender,

there are 5 male and 10 female employees. Table 2

below is a breakdown of human resources in the

Sumedang Regency National and Political Unity

Office.

Table 2. Human Resources in the Sumedang

Regency National and Political Unity Office

No.

Division

Number of HR

Head of the Office

1 people

Head of Administrative Subdivision

7 people

Head of Development of National and

Democracy Unity Section

2 people

Head of Community Resilience and

Conflict Management Section

2 people

Head of Inter-agency Relations Section

3 people

Total HR

15 people

Source: Strategic Plan for the Sumedang Regency

National and Political Unity Office for 2019-2023.

In addition to internal human resources, the

implementation of the social conflict management

programs by the Sumedang Regency National and

Political Unity Office is also assisted by various

external human resources consisting of the

Sumedang Regency Social Conflict Management

Integrated Team, the Sumedang Regency Early

Warning Communication and Information Center

(PUSKOMIN) Team, community organizations, and

the people of Sumedang Regency directly.

Furthermore, the third resource in the

implementation of the social conflict management

programs by the Sumedang Regency National and

Political Unity is in the form of equipment

resources. These equipment resources are in the

form of facilities and infrastructure or other

supporting facilities that can facilitate the program

implementation process. For infrastructure in the

form of a building, the Sumedang Regency National

and Political Unity Office already have an adequate

office located on Jalan Pangeran Santri, Kotakulon

Village, South Sumedang Sub-district, Sumedang

Regency. Meanwhile, for supporting facilities, the

Sumedang Regency National and Political Unity

Office has workspace, computer equipment,

telecommunication equipment, and transportation

facilities in the form of 2 units of four-wheeled

operational vehicles and 7 units of two-wheeled

operational vehicles.

4.3.3 Attitudes

The implementation of various social conflict

management programs by the Sumedang Regency

National and Political Unity Office is also supported

by the good attitude of the program implementers.

The implementers of this program have good

knowledge, understanding, and competence

regarding the social conflict management programs.

In this case, the internal parties in the Sumedang

Regency National and Political Unity Office fully

understand their respective duties and functions in

the various conflict management programs.

Meanwhile, external parties and related stakeholders

in the conflict management programs also have

good knowledge and understanding of the

implemented programs. This is because in the

process of preparing for the program

implementation, a good socialization stage which is

carried out directly by the Sumedang Regency

National and Political Unity Office for these

relevant stakeholders is also carried out.

In the process of implementing the programs,

the implementers also have a quick response to

ATHG and cases that become potential conflicts in

Sumedang Regency. In addition, the program

implementers also have a swift attitude towards the

tasks given and have high loyalty to the tasks. This

is because each task given is the result of a decision

that becomes a mutual agreement and becomes a

direct instruction from the Regent as the Head of the

Sumedang Regency Social Conflict Management

Integrated Team.

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4.3.4 Bureaucracy

In the bureaucratic aspect, the arrangement of the

bureaucratic structure in the implementation of the

social conflict management programs by the

Sumedang Regency National and Political Unity

Office is clear because it is led directly by the

Regent as the Chairman of the Sumedang Regency

Social Conflict Management Integrated Team.

Furthermore, in a bureaucratic way, the workflow of

the social conflict management programs is also

carried out through good coordination with other

stakeholders down to the sub-district and

ward/village levels.

The division of authority in the implementation

of social conflict management programs at the

Sumedang Regency National and Political Unity

Office is also carried out internally in accordance

with the distribution of programs in each section.

Furthermore, the relationship between the

Sumedang Regency National and Political Unity

Office and other stakeholders related to the social

conflict management programs is also carried out

well through active coordination and collaboration.

5 Conclusion

The following are conclusions from the research

results regarding the implementation of the social

conflict handling program by the Sumedang

Regency Office of National Unity and Politics:

First, in the communication aspect, the Office of

National Unity and Politics of Sumedang Regency

conducts a communication process both internally

and externally and is facilitated directly by the

Sumedang Regency Integrated Team for Handling

Social Conflict. Second, in the resource aspect, there

are three main resources, namely budget resources,

human resources, and equipment resources. Third,

in the attitude aspect, the program implementers

have good attitudes, knowledge, understanding, and

competence related to the program and are

responsive to cases and alert to the assigned tasks.

In addition, the implementers also have high

obedience, dedication, willingness, and loyalty to

implement the program. Fourth, in the bureaucratic

aspect, the division of authority and the bureaucratic

structure in the implementation of the program

internally and externally are carried out in a clear

and tiered manner from the district level to the sub-

district/village level.

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Contribution of Individual Authors to the

Creation of a Scientific Article (Ghostwriting

Policy)

- Soni Akhmad Nulhaqim provided the idea,

conceptualization, and framework of the research,

implemented the concept, and described the

research phenomenon.

-Wandi Adiansah has improved grammar in social

academia and organized, laid out, and searched for

secondary data.

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

Thanks to the Prime Basic Research Grant from the

Ministry of Research and Technology of the

National Innovation and Research Agency

Indonesia has supported and funded this research.

Conflict of Interest

The authors have no conflict of interest to declare.

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.en

_US

WSEAS TRANSACTIONS on ENVIRONMENT and DEVELOPMENT

DOI: 10.37394/232015.2023.19.100

Soni Akhmad Nulhaqim, Wandi Adiansah

E-ISSN: 2224-3496

1070

Volume 19, 2023