<![CDATA[This study was conducted at the Regional Disaster Management Agency (BPBD) of Nunukan Regency with the aim of identifying the disaster mitigation management strategies employed to enhance community knowledge, attitudes, and behaviors. The study also explores the factors that hinder and support the implementation of these strategies. The research adopts the strategic management framework proposed by Wheelen and Hunger (2008) and employs a qualitative descriptive approach. Informants were selected using purposive sampling, and data were collected through interviews, observation, and documentation. Data analysis followed the interactive model by Miles, Huberman, and Saldana (2014). The findings reveal that BPBD Nunukan implements four primary strategies: (1) leveraging strengths and opportunities, (2) capitalizing on opportunities while minimizing weaknesses, (3) using strengths to counter threats, and (4) minimizing weaknesses and avoiding threats. Mitigation activities include public outreach, training programs, technical guidance, the establishment of the Disaster Risk Reduction Forum (FRPB), Disaster-Resilient Villages (Destana), Student Disaster Awareness Programs (Sispena), and the installation of disaster risk signposts. Supporting factors include the existence of local disaster management policies, relevant activity programs, effective inter-departmental coordination, collaboration with local institutions and communities, the use of media such as social platforms and official websites, and partnerships with national radio (RRI). Conversely, inhibiting factors include limited budgets, inadequate infrastructure, insufficient human resources in both quality and quantity, the absence of standardized operating procedures (SOPs) for disaster mitigation, and geographical challenges specific to the Nunukan Regency.]]>
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