Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 100 THE INFLUENCE OF TECHNICAL ASSISTANCE (BIMTEK) ON THE INCREASING NUMBER OF BUMDES IN SOUTH MINAHASA, INDONESIA Noldy Richard Supit1, Grace Nathania Clara Sabandar2, Nandang Rukanda3 1 Ministry of Villages, Underdeveloped Regions and Transmigration, Indonesia2 Indonesia Technology-Enhanced Language Learning (iTELL) Assocciation, Indonesia3 NonFormal Education Department, IKIP Siliwangi, Cimahi, Indonesia 1 noldylagrande@gmail.com, 2 ghechan83@gmail.com, 3 email-author-3@ymail.com ABSTRACTThe villages currently have various economic problems such as low landtenure and relatively small business scale, some even tend to subsistence;limited access to finance and tend to be patterned 'ijon'; lack of market accessand low bargaining power; less knowledgeable about good production mode;available facilities and infrastructure that have not supported productioninput, production process, and post production. The presence of BUMDes inthis case becomes the answer to these problems, which are expected to bethe motor of the village economy. However, until the end of 2017, the numberof BUMDes in Indonesia is still limited to 18,446 units. This means that out of74,958 villages in Indonesia, there are only 25% of villages that ownBUMDes. This article is aimed to give a description on how TechnicalAssistance (BIMTEK) program on BUMDes delivered by Ministry of Villages,Underdeveloped Regions and Transmigration was able to influence thenumber of established BUMDes in the Region of North Minahasa, Indonesia.The two-day BIMTEK was done on 25th and 26th of September 2017 followedby field observation on the 2nd until 4th of April 2018. This resulted onadditional of 41 BUMDes in the Region of South Minahasa, which was roughly53 % growth in six months period. Keywords : Technical Assistance (BIMTEK), Badan Usaha Milik Desa(BUMDes) INTRODUCTIONIn an effort to improve the welfare of the community, the Indonesian Governmentthrough the Ministry of Villages, Underdeveloped Regions and Transmigration formedBUMDes program, a financial institution whose main objective is to provide fundings togroups of people in a community who need to run a business, besides the BUMDes isalso aimed to set up businesses to improve the economy of the community (Samadi,Rahman, & Afrizal, 2015). Badan Usaha Milik Desa (BUMDes) is considered as amultipurpose economic institution, because in addition to being a business entity,BUMDes is also present to meet the economic needs of the rural community while alsoassisting the administration of rural government (Direktorat PUED Kementerian Desa,PDTT, 2016). The growth of BUMDes in the last three years since the launch of the Lawof Villages number 6 Year 2014 has increased but still far from the expectations and Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 101 targets set. Until the end of 2017, the number of BUMDes in Indonesia is still 18,446units. This means that out of 74,954 villages in Indonesia, there are 75% of villages thatdo not own BUMDes.BUMDes in practice after its establishment should be managed professionally andindependently which means that it requires people who have the competence tomanage it. Recruitment of employees or managers must be adjusted to the standards setforth in the rules and articles of association (AD/ ART) of BUMDes. As an institution thatis required to gain profit for the village, for certain there are some mechanisms thatmust be obeyed by the manager of BUMDes in cooperation with other parties.Especially in the Region of South Minahasa, North Sulawesi Province, the number ofBUMDes that are formed is relatively small. By the end of 2017 from a total of 167villages, the BUMDes that have been established only reached 47 Units. (DirektoratPUED Kementerian Desa, PDTT, 2017) Some issues such as limited understanding,misperception, capital and investors, business market share are still low, the level oflow operational business management, human resource and technology competenciesnot yet adequate, and moral hazard potential BUMDes by the head of the village andcertain groups become obstacles in the establishment and operation of BUMDes.Besides that, the role of the government is still larger, although not able to viewphysically, but in the form of socialization that lacks optimal knowledge for thecommunity is also an inhibiting factor.Efforts to increase the number of BUMDes should have been done and cannot beseparated from the discourse of the model of socialization from top to bottom (topdown planning). In accordance with the demands of a new paradigm that focus onhuman-centered development, the forms of socialization and training through theTechnical Assistance program (BIMTEK) are naturally enlarged and become the coreprocess of community empowerment in the establishment of BUMDes.Based on the background of the stated idea, this research was intended to take a morespecific dimension that is analyzing about the influence of BIMTEK delivered by theMinistry of Villages, Underdeveloped Regions and Transmigration in an effort toincrease the number of BUMDes in the District of North Minahasa within a certainperiod of time. The BIMTEK program is based on the consideration that its design andimplementation can provide a clear picture of how the BUMDes establishment andmanagement process in each village. The program was held in Manado City on the 25thand 26th of September 2017, attended by 83 participants from registered villages of theDistrict of South Minahasa. Six months following the implementation of the BIMTEKprogram, The Ministry of Villages, Underdeveloped Regions and Transmigration,evaluated the outcome of the program by calculating the recent number of the BUMDeswhich has been established in the area. Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 102 THEORETHICAL REVIEW The Concept of Community EmpowermentCommunity empowerment is a development process in which communities take theinitiative to begin the process of social activities to improve their own situation andcondition. Community empowerment can only occur if the community itselfparticipates.According to Mardikanto (Mubarak, 2010), there are six goals of communityempowerment, namely:a. Institutional Improvement, "Better Institution". With the improvement of activities /actions carried out, it is expected to improve institutions, including the developmentof business intimacy networks.b. Business Improvement, "Better Business". Improving education "enthusiasm forlearning", improving accessibility, activities and institutional improvement, isexpected to improve the business carried out.c. Improved Income, "Better Income". With the occurrence of business improvementsmade, it is hoped that it will be able to improve the income earned, including familyand community income.d. Environmental Improvement, "Better Environment". Improved income is expectedto improve the "physical and social environment" because environmental damage isoften caused by poverty or limited income.e. Improvement of Life, "Better Living". Income levels and improved environmentalconditions are expected to improve the living conditions of every family and society.f. Community Improvement, "Better Community". A better life that is supported by abetter "physical and social" environment, is expected to materialize into a bettercommunity life. The Concept of Technical Assistance (BIMTEK)Technical Assistance (BIMTEK) is a process of providing targeted support to anorganization with a development need or problem. BIMTEK is a broad term that areable to surround different forms of support. (Soler, Cocozza, & Henry, 2013) One thingthat distinguishes BIMTEK from other forms of intervention is the intention to build theability to achieve a certain goal, related to innovation or general capacity. Fruchter,Cahill, and Wahl (1998) show that the term BIMTEK or technical assistance, "containsthe assumption of intentionality, both in making planned efforts to bring about change,and in the nature, structure, and purpose of assistance," (p. 13). In the purpose of thisresearch, BIMTEK can be defined as assistance from the authorities given to individuals,organizations, and civil servants to increase knowledge, skills or attitudes in supportingcertain final goals.There are at least two ways a BIMTEK program can be delivered, indirect or direct.Indirect BIMTEK means that the provider trusts some media or tools that thebeneficiary organization can use as a manual or guide. Meanwhile Direct BIMTEKprovides more helpful services such as coaching and consultation, not only face-to-facebut also through online such as via telephone, email, fax or chats. (Strengthening NonProfits, 2018) Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 103 The main principles of a BIMTEK program will surely shape the engagements of theprogram and the beneficiary party. While each engagement will vary in duration, topic,form, and structure, it should be shaped by the following principles (Strengthening NonProfits, 2018):1. Collaborative. Work together with the organization's staff to identify underlyingneeds and long-term goals of capacity building engagement.2. Systematic. Use a systematic approach when providing a BIMTEK. Establishing
asystematic approach ensures that all beneficiary organizations get equal treatmentand increases the likelihood of high-quality BIMTEK provision and, in turn,measurable outcomes from that BIMTEK provision.The four phases in a systematic approach to BIMTEK are:a. Requestb. Analyzec. Implementd. Evaluate3. Targeted. Determine which areas of organization have the urgent importance, andwhere technical assistance will have the greatest impact. Target your efforts onthose areas.4. Adaptive. As the technical assistance provider, you must remain adaptive throughoutthe engagement. Be flexible according to the needs of the beneficiary organization.5. Customized. Respond to the unique needs of each beneficiary organization bydesigning and delivering tailored technical assistance engagements.6. Asset-based. Organizations, like people, can more easily build on strengths thandevelop brand new competencies. Every organization has its own unique pool ofresources and relationships from which it can draw. Technical assistance shouldhelp the organization identify, engage, and leverage the assets that exist.7. Accountable. Create a mutual agreement, such as a Memorandum of Understanding,and draft a work plan that outlines specific actions and responsibilities.8. Results-driven. Identify measures that indicate improvements in managementpractices or organizational performance, and track those that have BIMTEK real,measurable results.Technically the implementation of BIMTEK does not seem too intimidating, but when itrefers to the principles of BIMTEK implementation, this type of program holds a veryimportant role especially in achieving beneficial target for a certain community. The Concept of BUMDes (Badan Usaha Milik Desa)According to Minister of Home Affairs Regulation No. 39 of 2010, BUMDes are villagebusinesses formed / established by the village government where capital ownershipand management are carried out by the village government and the community. Thepurpose of the establishment of BUMDes is the government's efforts to improve thefinancial capacity of village governments in administering the government andincreasing people's income through various economic activities of rural communities.The existence of these BUMDes is also strengthened by UU No. 6 of 2014 which isdiscussed in Bab X pasal 87-90, among others, stating that the establishment of BUMDeswas agreed through village meetings and managed with a spirit of kinship and mutualcooperation. Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 104 So it can be said that BUMDes has two main functions, namely as social institutions andvillage commercial institutions. BUMDes as a social institution has a contribution as aprovider of social services, while the function as a commercial institution means thatBUMDes aim to gain profits through offering local resources (goods and services) to themarket (Prasetyo R. , 2016).The type of business managed by BUMDes has been regulated in ministerial regulationscovering services, distribution of nine basic commodities, trade in agricultural products,and or small industries and households and can be developed according to potentialneeds. From the various efforts made by the BUMDes, it is expected that later it can beused for business development, village development, empowerment of ruralcommunities, and providing assistance to the poor through grants, social assistance, andrevolving fund activities stipulated in the Village Revenue and Expenditure Budget. METHODSuharsimi Arikunto (2002) said that instruments are tools or facilities used in researchtime using a method. The use of these instruments are to make it easier to gain theresults, in the sense of being more accurate, complete and systematic so that it is moremanageable.To make it possible to achieve the aim addressed in this article, a set of questionnairewas provided and given to the participants after the two-day BIMTEK by The Ministry ofVillages, Underdeveloped Regions and Transmigration. Questionnaire is a technique ofindirect data collection (researchers do not directly ask questions with respondents).The instrument or data collection tool is also called a questionnaire containing anumber of questions that must be answered or responded to by respondents (Sutopo H., 2006). The questionnaire was intended to get the information of the total of BUMDespresent during the BIMTEK program and to evaluate whether the participants got theintended essence of the program given.Other than the questionnaire, in order to review the result of the BIMTEK program,there is a recent data of the total number of BUMDes in the Region of South Minahasabased on field observation done by The Ministry of Villages, Underdeveloped Regionsand Transmigration. Observation itself is one of data collection tools that is carried outthrough recording or site visit (Sutopo H. , 2006). This method is used to obtain morecomplete and detailed data or information. Information obtained through theseobservations is then implemented in writing. In some cases, this observation methodcan also use non-human sources such as documents and records. RESULT AND DISCUSSION ResultThe data result of this research will be divided into two parts, the first one is based onthe questionnaire given following the BIMTEK program which was held on 25th and 26th Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 105 of September 2017 and the latter is based on the observation data by The Ministry ofVillages, Underdeveloped Regions and Transmigration on 2nd until the 4th of April 2018. Questionnaire on BUMDes BIMTEK program delivered by The Ministry of Villages, Underdeveloped Regions and TransmigrationThis questionnaire is intended to determine several important points:1. The number of participants present during the BIMTEK program2. The number of BUMDes present in the participants’ villages3. The goods (natural or non natural products) that each district owns4. Whether the BIMTEK was helpful and informative for the participants to understandabout BUMDesThe result is as follow: The number of participants present during the BIMTEK program: 83 people consists ofthe heads of the districts of South Minahasa region and their staffs. Table 1. The number of BUMDes present in the participants’ villages(data acquired on the 26th of September 2017 through questionnaire) No. Districts of South Minahasa Region Total of Villages Total of BUMDes 1 Tumpaan 10 4 2 Tompaso Baru 10 2 3 Tenga 18 2 4 Tatapaan 11 5 5 Tareran 13 4 6 Suluun Tareran 9 2 7 Sinonsayang 13 2 8 Ranoyapo 12 4 9 Motoling Barat 8 1 10 Motoling Timur 8 0 11 Motoling 7 1 12 Modoinding 10 1 13 Maesaan 12 0 14 Kumelembuai 8 4 15 Amurang Timur 8 1 16 Amurang Barat 8 2 17 Amurang 2 2167 37 The goods (natural or non natural products) that each village ownsThis information is needed so that either the people of the districts and The Ministry ofVillages, Underdeveloped Regions and Transmigration have a better idea of what needsto be developed further through available BUMDes or to be built. It can be seen through Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 106 the data below that the districs understand their potentions and eager to develop themmore. Table 2. The description of goods in the participants’ villages(data acquired on the 26th of September 2017 through questionnaire) No. Districts of South Minahasa Region Goods 1 Tumpaan Fisheries 2 Tompaso Baru Farming: coconut, corn, cloves, rice, brownsugar 3 Tenga Farming: coconut, corn, cloves 4 Tatapaan Farming: coconut, corn, rice, fisheries 5 Tareran Farming: coconut, corn, cloves 6 Suluun Tareran Farming: coconut, corn, cloves, Cap Tikus,brown sugar, tourism 7 Sinonsayang Farming: coconut, corn, rice, fisheries,tourism 8 Ranoyapo Farming: coconut, corn, rice 9 Motoling Barat Cap Tikus, brown sugar, corn 10 Motoling Timur Cap Tikus, brown sugar, corn 11 Motoling Cap Tikus, brown sugar, corn 12 Modoinding Farming: various vegetables, corn 13 Maesaan Farming: cloves, rice, coconut, corn 14 Kumelembuai Cap Tikus, brown sugar, coconut, cloves,corn, tourism 15 Amorang Timur Farming: coconut, corn, fisheries, tourism 16 Amorang Barat Farming: coconut, corn, fisheries, tourism 17 Amorang Farming: coconut, corn, fisheries, tourism Whether the BIMTEK was helpful and informative for the participants to understand about BUMDes Fig. 1. Result of the Satisfaction Level of the BIMTEK on BUMDes25th & 26th of September 2017 Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 107 Based on the results of the questionnaire, it can be implied that the 83 participants wereshowing enthusiasm and participating actively during the BIMTEK. And based on thesatisfaction level shown on the Figure 1, 28% of the participants were very satisfiedwhile 67% of the participants also found the BIMTEK informative. Overall, the BIMTEKreached their intended target, which was to deliver a helpful and informativeknowledge on BUMDes, it fulfilled all the necessary primary principals that a BIMTEKshould have. Observation Data on the number of BUMDes in the District of South Minahasa (after six months following the BIMTEK)The purpose of the observation done by The Ministry of Villages, UnderdevelopedRegions and Transmigration is to gain data to identify the total number of BUMDesfollowing the BIMTEK. The observation was done by visiting each villages in the Districtof North Minahasa from the 2nd to 4th of April 2018. The result is as follow: Table 3. The number of BUMDes present in the participants’ villages(data acquired on the 2nd 3rd, and 4th of April 2018 through observation / field research) No. Districts of South Minahasa Region Total of Villages Total of BUMDes 1 Tumpaan 10 4 2 Tompaso Baru 10 5 3 Tenga 18 4 4 Tatapaan 11 9 5 Tareran 13 10 6 Suluun Tareran 9 5 7 Sinonsayang 13 5 8 Ranoyapo 12 6 9 Motoling Barat 8 4 10 Motoling Timur 8 0 11 Motoling 7 4 12 Modoinding 10 7 13 Maesaan 12 4 14 Kumelembuai 8 4 15 Amurang Timur 8 2 16 Amurang Barat 8 3 17 Amurang 2 2167 78 Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 108 Fig. 2 The growth of the number of BUMDes after six monthsThe result of the field observation shows that there are growth on the numbers ofBUMDes in several villages in the Region of South Minahasa after six months followingthe BIMTEK. From the previous data that were received during the BIMTEK the totalnumber of BUMDes in the Region of South Minahasa was only 37, whileas by April 2018,the number grew until 78 established BUMDes in the area. This data shows that thereare around 53% growth in the number of BUMDes after just six months following theBIMTEK. DiscussionThis chapter discusses results of the survey on the BIMTEK provided by The Ministry ofVillages, Underdeveloped Regions and Transmigration in more detail. The chapterincorporates results from the survey and the theory on BIMTEK.Referring to the points of stated theory of main principles of a BIMTEK in the beginning,here are the discussions on the broad outline of the BIMTEK provided by The Ministryof Villages, Underdeveloped Regions and Transmigration of Indonesia: Collaborative.The Ministry of Villages, Underdeveloped Regions and Transmigration collaboratedwith the local government office and also the local authorities concerning the content ofthe BIMTEK. The BIMTEK were especially designed for several functionaries to not onlydeliver the knowledge but also share experiences related the field. Collaborationbetween parties has been defined as activities carried out by parties intended toimprove the quality of the public by making these parties work together rather thanseparately or individually (Bardach, 1998). Selin and Chevez (1995) describecollaboration as a joint decision-making approach to solving problems where power isshared and stakeholders take collective responsibility for their actions and subsequentresults of these actions. This supports the idea that the local authorities and the centralgovernment getting together to create a BIMTEK to create a more powerful impact toimprove the empowerment of the community. Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 109 Systematic.The Ministry of Villages, Underdeveloped Regions and Transmigration as the BIMTEKprovider made sure that they followed the proper systematic approach provided by thegovernment.a. Request – Regardless of how the request originates, there are some key informationthat can be provided and documented from the request (Strengthening Non Profits,2018): Basic information, such as the place and date of BIMTEK. Narrative description of the undergoing problem and requested assistance. Preliminary analysis of underlying issues and needs contributing to the presenting problem. Actions necessary to overcome community issues. The request of the BIMTEK itselfcame from the local authorities of the Region of South Minahasa and was properlycommunicated to The Ministry of Villages, Underdeveloped Regions andTransmigration.b. Analyze – since the request came from the local government, then together with TheMinistry of Villages, Underdeveloped Regions and Transmigration, they were able toanalize which should be the target and the material suited for the BIMTEK. This wasdone not only from assessment interview but also document review and site visit.This is an ideal way of analizing since the BIMTEK provider does not only implyingfrom the document but also can see the necessity directly.c. Implement – it was done onsite at Manado City on 25th and 26th of September 2017,which means the BIMTEK can be categorized as a direct BIMTEK. The representative(instructor) of Ministry of Villages, Underdeveloped Regions and Transmigrationcame to deliver the material and directly answer questions as well as help withtrivial matters.d. Evaluate – There are many benefits to evaluation. Evaluation pre-BIMTEK or in thebeginning of the BIMTEK can guide the provider to create or carry a high-qualitytraining sessions (Compassion Capital Fund National Resource Center). While anevaluation during the implementation can help the provider to a more engaging andtargeted session. Lastly, evaluation after the implementation helps the provider toimprove services. The evaluation on the BIMTEK by The Ministry of Villages,Underdeveloped Regions and Transmigration for the Region of South Minahasawere done in two parts which are: short-term and also intermediate-term. Theshort-term evaluation is in form of questionnaire given directly following theBIMTEK program, whileas the intermediate-term evaluation was collected throughsite visit and observation data by The Ministry of Villages, Underdeveloped Regionsand Transmigration on 2nd until the 4th of April 2018. Targeted.Most companies or organizations prever the development of targeted skills for severalreasons, the first is because it has a faster result (Echols, 2018). The main driver is notsourced internally but comes from outside the organization that has an impact on thecompany or organization. Designing a holistic learning program - targeted training - canbe achieved successfully if you can build together learning strategies, learning goals, anduse of technology to make training for many people and learning unified (Site Staff,2006). The result of this effort is happy, knowledgeable, educated, productiveprofessionals who, as part of the whole, can make a meaningful contribution to thesuccess of an institution or organization. Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 110 Together with the local government of the Region of South Minahasa, The Ministry ofVillages, Underdeveloped Regions and Transmigration agreed on the topic of theBIMTEK which was “Building the Region of South Minahasa through BUMDes”. BUMDesis aimed to help in the welfare of the local people around Indonesia. This topic wasselected remembering the necessity of the local people who still needs guidance andinstructions on how to develop through BUMDes.The BUMDes program itself is mandated by UU No. 6 of 2014 concerning Villages, asstated (Pasal 87) that: (1) Villages can establish Village-Owned Enterprises called BUMDesa; (2) BUM Desa is managed with a spirit of kinship and mutual cooperation; and (3)BUM Desa can run business in the economic sector and / or public services inaccordance with the provisions of the legislation. Furthermore, related to themanagement of BUMDes, regulated in the Regulation of the Minister of Villages,Underdeveloped Regions and Transmigration of Indonesia Number 4 of 2015concerning Establishment, Management and Management, and dissolution of Village-Owned Enterprises. Adaptive.Adaptive training, also referred to as accelerated learning or personalized learning, is ageneral term for approaches that change the activity or content presented duringtraining activities based on participant needs (Durlach, 2011). This training approachuses individual differences variables (eg, knowledge) to personalize trainingexperiences through very realistic reflections of work, culture, and work needs (Bauer,2012).Personalization of material and activities is made by analyzing data describing thecurrent background or field conditions of participants and information about trainingneeds based on skills or abilities, talents, personalities, learning styles or preferences,and performance (Bauer, 2012). Cumulatively, trainees receive customized instructionsand feedback (Billings, 2012). Customized.For this discussion, the definition of a customized learning experience offered by the Bill& Melinda Gates Foundation (Groff, 2017) rather fit, which states: “Personalized learning seeks to accelerate participants’ learning by tailoring the instructional environment—what, when, how and where the participants learn—to address the individual needs, skills and interests of each participant. Participants can take ownership of their own learning, while also developing deep, personal connections with each other, their trainers and other adults.”As mentioned before, this BIMTEK was a request of the government of the Region ofSouth Minahasa to the The Ministry of Villages, Underdeveloped Regions andTransmigration of Indonesia. Thus, The Ministry of Villages, Underdeveloped Regionsand Transmigration as the BIMTEK provider not only prepared the suitablerepresentative to convey the BIMTEK (the trainers are strictly selected from those whoreally understand the people and situation in the Region of South Minahasa) but alsothe material of the BIMTEK that was customized according to the discussion betweenboth sides. Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 111 Asset-based.Asset-based practices are not always described using the term 'assets' but can use otherterms such as 'community development', 'community involvement' etc (McLean, 2018).All of these have key features in assessing capacity, skills, knowledge and positiveconnections in a society. Asset-based training activities are consisted of how thecommunity run their business and what they are trying to achieve, how they providetheir services and how they engage with their clients or participants, and therelationships they build.A number of benefits of assets-based approach training have been proposed forindividuals and communities. For those who are involved in it, the potential benefitsinclude: more control over their lives and where they live; the ability to influencedecisions which affect them and their communities; the opportunity to be engaged howand as they want to be and to be seen as part of the solution, not the problem. Thisprocess may then lead to increased wellbeing through strengthening control,knowledge, self-esteem and social contacts, giving skills for life and work. Asset basedactivities ensure that engagement with individuals is meaningful and empoweringrather than tokenistic and consultative.This BIMTEK helped the local government of the Region of South Minahasa to identifythe current asset and also the possible asset that can be able to developed. BUMDes asthe theme of the BIMTEK is the solution of the local government to be able to expandthe opportunity to develop these assets. This point also will be discussed futher in thesection. Accountable.Memorandum of Understanding or MoU consists of goals, role, responsibilities, andperiod of the BIMTEK were signed between the local government of the Region of SouthMinahasa and The Ministry of Villages, Underdeveloped Regions and Transmigration ofIndonesia prior of the BIMTEK itself. It is essential to describe the detail of BIMTEKthrough an MoU or work plan (Strengthening Non Profits, 2018). This will ensure thatevery department operates within the same schedule, plan and priorities and thatBIMTEK providers have outlined. The MOU and / or work plan will function as aroadmap used by BIMTEK providers and recipient organizations during the BIMTEKagreement period. Results-driven.The key to the successful implementation of quality and productivity improvements isto focus on producing measurable results. Schaffer and Thomson (1992) reported that aqualified BIMTEK easily slip when it is too focused on the activities (activity-centered),and they describe the shortcomings and basic solutions to these efforts. Very often theBIMTEK provider focuses on the activities rather than outcomes, and eventuallybecomes confused between the processes and results.The following are four key benefits of a results-based approach that are usuallyoverlooked by activity-centered programs (Schaffer & Thomson, 1992): Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 112 1. Quality improvement tools are only introduced when needed. Managementintroduces innovation when it helps accelerate progress towards achievingmeasurable goals. Compare this with an activity-centered program, where allemployees can be ritually released for training because it is the "right" thing to do.2. Trial and error reveals what works. Because management introduces innovation oneby one and associates it with short-term goals, it can be found what works and whatdoesn't. Learn from this experience and use what works.3. Strengthening that often energizes the repair process. There is no motivator that isstronger than repeated success. Projects that produce results show employees andmanagers their ability to succeed. It also builds confidence and management skills toachieve continuous improvement.4. Management is built on previous success. By using each project as a testing site,management gradually creates a foundation of experience to build performanceimprovements throughout the organization.The result expected from this BIMTEK was that the local government of the Region ofSouth Minahasa are able to grasp the knowledge of advancing or levering the asset ofeach region in South Minahasa through BUMDes. CONCLUSIONIn conclusion, the results and discussions show that the participants had positiveenthusiasm toward the BIMTEK program delivered by The Ministry of Villages,Underdeveloped Regions and Transmigration for the Region of South Minahasa. Theyclaimed that the BIMTEK on BUMDes was helpful and informative for them to be able toestablish new BUMDes for their villages. This was shown by the data acquired from thequestionnaires. Thus, it is save to say that the program reached the predeterminedtargets which are to gain some data on the villages and delivered an adequate assistancefor the participants. The field observation after six months of the BIMTEK also shows asignificant growth percentage of the number of BUMDes in the area. Again, this factshows that BIMTEK gave a great influence, help and assistance for the participants to beable to establish the villages’ BUMDes.Besides all the positive responds and results on the BIMTEK program delivered for theRegion of South Minahasa on the year of 2017, there are still many problematic issuesthat can be brought up for further research such as: will the BUMDes last after theBIMTEK?; what problems do the BUMDes face when they establish the BUMDes andwhile they implement their programs? Therefore, it is strongly suggested that theseproblems could be discussed on future studies. Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 113 BIBLIOGRAPHY Arikunto, S. (2002). Metodologi Penelitian. Jakarta: PT. Rineka Cipta.Bardach, E. (1998). Getting Agencies to Work Together : The Practice and Theory of Managerial Craftsmanship. Washington D.C., U.S.A: Brookings Institution Press.Bauer, K. N. (2012). Using Adaptive Difficulty to Optimize Videogame-based TrainingPerformance. Military Psychology, XXIV.Billings, D. R. (2012). Efficacy of Adaptive Feed-back Strategies in Simulation-basedTraining. Military Strategies, XXIV(2).Compassion Capital Fund National Resource Center. (n.d.). Delivering Training andTechnical Assistance.Direktorat PUED Kementerian Desa, PDTT. (2017). Laporan Jumlah BUMDES (Badan Usaha Milik Desa) tahun 2017. Jakarta: Kementerian Desa, PDTT.Direktorat PUED Kementerian Desa, PDTT. (2016). Frequently Asked Questions (FAQ) Tentang BUM Desa. Jakarta: Kementerian Desa, PDTT.Durlach, P. &. (2011). Designing Adaptive Instructional Environments. Orlando, USA: U.S.Army Research Institute.Echols, M. (2018, July 26). Chief Learning Officer. Retrieved from Targeted Training andFormal Education: Fitting the Pieces Together:https://www.clomedia.com/2018/07/26/targeted-training-and-formal-education-fitting-the-pieces-together/Fruchter, N., Cahill, M., & Wahl, E. (1998). Building to Capacity: A Review of Technical Assistance Strategies. New York City, New York, US: Institute for Education andSocial Policy, New York University.Groff, J. S. (2017). Personalized Learning: The State of the Field & Future Directions. (C.f. Redesign, Ed.)McLean, J. (2018). Putting Asset-based Approaches into Practice. Briefing Paper Concepts Series.Mubarak, Z. (2010). Evaluasi Pemberdayaan Masyarakat Ditinjau Dari Proses Pengembangan Kapasitas Pada Program PNPM Mandiri Perkotaan Di Desa Sastrodirjan Kabupaten Pekalongan. Semarang: UNDIP. Jurnal Empowerment Volume 8 Nomor 2, September 2019 e-ISSN : 2580-7692 p-ISSN : 2252-4738 114 Prasetyo, R. A. (2016, Maret). PERANAN BUMDES DALAM PEMBANGUNAN DANPEMBERDAYAAN MASYARAKAT DI DESA PEJAMBON KECAMATANSUMBERREJO KABUPATEN BOJONEGORO. Jurnal Dialektika.Samadi, Rahman, A., & Afrizal. (2015). PERANAN BADAN USAHA MILIK DESA(BUMDES) DALAM PENINGKATAN EKONOMI MASYARAKAT ( STUDI PADABUMDES DESA PEKAN TEBIH KECAMATAN KEPENUHAN HULU KABUPATENROKAN HULU ). e-Journal Mahasiswa Prodi Manajemen.Schaffer, R., & Thomson, H. (1992). Successful Change Programs Begin With Results. Harvard Business Review.Selin, S. &. Chevez, D. (1995). Developing a Collaborative Model for EnvironmentalPlanning and Management. Environmental Management, XIX(2).Site Staff. (2006, September 1). Understanding the Workforce: Designing Targeted Training, Part 1. Retrieved from Chief Learning Officer:https://www.clomedia.com/2006/09/01/understanding-the-workforce-designing-targeted-training-part-1/Soler, M., Cocozza, J. J., & Henry, A. (2013, December). Providing and Receiving TechnicalAssistance: Lessons from Models for Change. Chicago, Illinoi, US.Strengthening Non Profits. (2018). Definition and Core Principles of Technical Assistance.Retrieved from Delivering Technical Assistance: strengtheningnonprofits.orgSutopo, H. (2006). Metode Penelitian Kualitatif: Dasar Teori dan Terapannya dalam Penelitian. Surakarta: Universitas Sebelas Maret.