Implementation policy arrangement And relocation street vendors (Pedagang Kaki Lima/PKL) in Bangko City Regency Merangin is effort government area in create order order room city at a time guard sustainability activity economy informal sector. Responding condition said, the government set policy arrangement And relocation as instrument control use room the previous public utilized in a way No regular by street vendors. Study This aim For analyze implementation policy, identifying constraint implementation, as well as study the impact to life social And economy trader. Study This use approach qualitative with type descriptive. Data collected through observation, interview deep, and documentation, as well as supported by secondary data from agency related like Service Cooperatives, Small and Medium Enterprises, Trade And Industry Regency Merangin (Dinas Koperasi, Usaha Kecil, Menengah, Perdagangan dan Perindustrian/DKUKMPP Merangin), Unit Police Supervisor Praja Regency Merangin (Satpol PP Merangin), documents policie, and field data society. Data analysis using the Miles model and Huberman which includes reduction, data presentation, and withdrawal conclusion, with implementation model policy George C. Edwards III as framework analysis. Results study show that implementation policy has implemented through regulation, relocation, and coaching, but not optimal because limitations understanding And compliance traders, means infrastructure that has not been adequate, and weakness coordination And supervision. Policy This capable increase order order room And reduce conflict room public, but impact on decline income trader in term short consequence change access customer And less location strategic. Although Thus, the policy own potential create stability business And legality trade in term long. By Because that, is necessary strengthening on aspect communication, resources power, disposition implementer, and coordination institutions to achieve balance between arrangement city And sustainability social economy trader .
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