Perencanaan Strategis Pembangunan Desa Silalahi III Kabupaten Dairi dalam Rangka Pengembangan Potensi Ekonomi Lokal Desa

Abstract

The local economic potential of a village is an important asset for promoting community growth and welfare. However, efforts to maximize this potential are often hampered by development programs that are unfocused and not aligned with the village's vision and mission. Many government programs are general in nature and do not accommodate the specific strengths of the village, resulting in suboptimal and unsustainable development. Therefore, a targeted and sustainable village development plan is needed to optimize local economic potential. This study aims to describe the process of strategic planning for optimal village development in the context of local economic potential in Silalahi III Village, Dairi Regency. This research uses descriptive research methods with a qualitative approach, data collection techniques through interviews, observation, and documentation. Data were obtained and analyzed qualitatively with David and David's theory (2016) which includes environmental analysis, vision-mission, and strategy matching and selection. The results of the study indicate that the strategic planning process for the development of Silalahi III village has been carried out through a deliberative planning process to discuss the vision and mission of the village head, the key points of the Village Council (BPD), and the general initiatives of the community, thereby formulating strategies for the development of local economic potential. Although this process has been carried out, the resulting strategies have not fully focused on the development of existing local economic potential in the village. The strategic planning process has not been maximized in developing the village's local economic potential, and there are several shortcomings in the strategic planning. First, the analysis of the external and internal environment was not followed up with mapping using the IFE and EFE matrices, making it difficult to prioritize strategic economic potential. Second, the analysis of the vision and mission was not thorough, resulting in strategies that are not fully aligned with the development mission. Third, the selection and implementation of strategies were not supported by a comprehensive SWOT analysis, relying more on community consensus and previous strategies. Therefore, there is a need to improve the quality of environmental analysis through the use of the IFE and EFE matrices, as well as strengthen the analysis of vision and mission to ensure alignment with development objectives. Additionally, it is recommended to conduct a more in-depth SWOT analysis to ensure that the resulting strategies are more effective in developing the local economic potential of the village.