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Strategi Koperasi Unit Desa “Tani Makmur” dalam Peningkatan Kesejahteraan Masyarakat di Kalurahan Tirtonirmolo Kecamatan Kasihan Kabupaten Bantul Naufal Abdi Hanan; Oktarina Albizzia
SOSIO PROGRESIF | Media Pemikiran Studi Pembangunan Sosial Vol 1 No 1 (2021)
Publisher : Sekolah Tinggi Pembangunan Masyarakat Desa APMD

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (202.884 KB) | DOI: 10.47431/sosioprogresif.v1i1.121

Abstract

The problem of poverty is a problem which until now has not been able to be overcome by the central government in general and regional governments in particular. Various ways to overcome this problem have been taken by the government but this problem has not been able to be resolved. This poverty arises because there is a lack of tools to fulfill basic needs or difficult access to education and employment. Therefore, researchers are interested in conducting research with the title Unit Strategy of the Village Cooperative "Tani Makmur" in Improving Community Welfare in Tirtonirmolo Village, Kasihan District, Bantul Regency, Yogyakarta. This study used descriptive qualitative method. The types of data used in conducting this research are primary data and secondary data. Data collection techniques used were observation, interviews, and documentation. The purpose of this research is to find out the Tani Makmur Village Unit Cooperative Strategy in Improving Community Welfare in Tirtonirmolo Village, Kasihan Subdistrict, Bantul Regency, Yogyakarta and to find out the constraints faced by the Tani Makmur Village Unit Cooperative in Improving Community Welfare in Tirtonirmolo Village, Kasihan District, Bantul Regency, Yogyakarta. Based on the research that has been done, the final results of the study stated that the Strategy of the Village Unit Cooperative "Tani Makmur" in improving welfare has been going well. Seen from the increasing number of people who joined the cooperative. With the quality of the management and good service from every business unit in KUD "Tani Makmur" KUD makes the community and members become more trusting. So that the goal of establishing the KUD to improve the welfare of the community and members is more or less achieved. There are several obstacles such as the lack of labor in the field, the lack of young people who are in KUD "Tani Makmur". The advice given is to increase the management's knowledge and skills, involve young people in management, and do more collaboration with other parties.
Pemberdayaan Difabel Siaga Bencana (Difagana) dalam Sistem Manajemen Bencana Inklusif di Daerah Istimewa Yogyakarta Oktarina Albizzia; Yuli Setyowati; Aulia Widya Sakina
Islamic Management and Empowerment Journal Vol 4, No 1 (2022): Islamic Management and Empowerment Journal
Publisher : IAIN Salatiga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.18326/imej.v4i1.%p

Abstract

Penyandang disabilitas merupakan kelompok rentan, beresiko tinggi dan cenderung terabaikan ketika bencana. Berdasarkan hal tersebut, maka tahun 2016, dibentuk Difabel Siaga Bencana (Difagana) di DIY, sebagai Difagana pertama di Indonesia yang diberdayakan oleh Dinas Sosial. Tujuan penelitian ini adalah untuk mengetahui upaya pemberdayaan Difagana DIY yang diarahkan pada tercapainya tujuan ekonomi, sosial dan ekologi melalui tahap: aksesibilitas, pengetahuan, dan keterampilan. Penelitian ini menggunakan metode kualitatif deskriptif yang dianalisis menggunakan teknik analisis interaktif data dan diuji keabsahannya menggunakan teknik triangulasi data. Hasil Penelitian menunjukkan bahwa pemberian aksesibilitas penyandang disabilitas dalam kelembagaan dirasa masih belum memperhatikan aspirasi dan kebutuhan anggota Difagana. Meski demikian, peningkatan pengetahuan tentang kebencanaan telah terealisasi melalui pemberian pendidikan dan pengetahuan terhadap setiap anggota Difagana dan peningkatan keterampilan penanggulangan bencana dinilai telah berhasil menumbuhkan kesadaran dan keswadayaan sosial penyandang disabilitas dalam menghadapi situasi bencana. 
MINDSET OF THE FUTURE OF STREET TRADER IN TERAS MALIOBORO Oktarina Abizia; Sugiyanto Sugiyanto; Rini Dorojati; Irsasri Irsasri
International Journal of Social Science Vol. 2 No. 6: April 2023
Publisher : Bajang Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.53625/ijss.v2i6.5602

Abstract

Malioboro as the icon of the city of Yogyakarta and the philosophical axis is included in the world heritage nomination which connects the imaginary line of the South Coast, Yogyakarta Mataram Palace, Tugu Palputih and Mount Merapi. The presence of Malioboro since 1817 has attracted street vendors (PKL). In 2022 the number of Malioboro PKL will be 1838 traders, and all of them selling in the halls of Jalan Malioboro. These street vendors are an attraction for tourists because of the unique tradition of selling. Research with a qualitative approach, information is determined, primary and secondary data collected through observation, interviews and documentation studies. Secondary data from electronic media and print media as well as local government. Primary and secondary data are integrated into analysis content. Data validation through credibility, transferability and conformability tests. The research results show that starting January 26 2022 the relocation of Malioboro street vendors to Teras Malioboro 1 and Teras Malioboro 2 (one year of street vendor relocation) did not improve the welfare of street vendors but instead brought sorrow, because out of 1838 street vendors 70% of street vendors had decreased income. On the other hand, the relocation of Malioboro street vendors is a design for economic management as well as strengthening the carrying capacity of the Malioboro area as a pedestrian-oriented non-motorised space, so that the concept of transportation used is local becak and horse carts, with the aim of increasing the class of tourists visiting Jogja and tourists can see the combination of local wisdom and modern management means that street vendors and local governments have different mindsets.