CREATIVE COLLABORATION IN THE IMPLEMENTATION OF PRESIDENTIAL ACT ON REGULATING, REVITALISING AND BUILDING SYNERGY OF THE TRADITIONAL MARKETS, SHOPPING CENTRES AND MODERN MARKETS IN INDONESIA
Written by:
Gunawan Tanuwidjaja
Urban Planner & Researcher
Green Impact Indonesia, Integrated Urban, Drainage and Environmental – Planning and Design Consultant
INDONESIA
https://greenimpactindo.wordpress.com/
Mustakim
Senior Architect
Maman Hidayat Wangsadirja
Community Based Development Expert
Dwi Sugiarto
Community Based Development Expert
Septian Hornas Lumeno
IT Engineer
Wong Chun Yie
IT Engineer
Kamelia Oktaviani Wiriaatmadja
Economist
Agus Sudarman
Research Assistant
Roni Kurniawan
Research Assistant
ABSTRACT
Creative processes play important part in urban economy. The collaboration is needed because of importance of constructive interactions between economic player, the market and the regulator. On the other hand, the creativity is often challenged by reality and market demand. And in order to achieve sustainable cities’ economy, the municipalities must plan and provide sustainable market places, including markets (including traditional markets), industrial areas and offices for catering creative economic activities. One good example of successful economy development in the cities is Singapore. And for better understanding, this paper will discuss the Singapore and Jakarta effort in providing sustainable commercial centres.
Due to our interests in the informal economy, this paper will discuss more on the traditional market as the centre of informal economy of Indonesia. Traditional markets, which largely were illegal, unplanned and unmanaged, were reported supporting at least 12 millions traders and possible 33 millions workforces, in related sectors. Catering for approximately 43% population in Indonesia, traditional markets could be seen as strategic economic strength of the cities as well as chaotic economic battlefields. The battle between the traditional market and modern market became clearly feasible in major cities of Indonesia in recent years.
National Government and Local Municipalities actually should collaborate with other cities stakeholders. We believe that the creative collaboration in regulating, revitalising and generating mutual symbiosis between traditional and modern markets are the key important efforts in producing sustainable market places in the creative cities of Indonesia. This paper was written with intention to share the importance of creative collaboration in Integrated Sustainable Commercial Planning and Development.
Keywords: Sustainable Market Places, Sustainable Traditional Market, Mutual Collaboration between Traditional Markets and Modern Markets, Integrated Sustainable Commercial Planning & Development.
Introduction
The creative process can be defined as the discovery of new ideas which make better and colourful life. The creativity also could be defined as a new way of implementing of the existing ideas or concepts in the new territories. Graham Wallas (1926) presented the model of creative process consisting of: preparation, incubation, intimation, illumination and verification.[1] The creativity can be incorporated in synergistic effort of improving human life or creative collaboration where two or more people or organizations work together in an intersection of common goals by sharing knowledge, learning and building consensus.” This ensures our sustainability. [2]
Creative collaboration plays important part of human life especially in economic system. The economic system is formed by the collaborations of people, merchants, investors and governments. The collaboration is needed because of the enormous amount of resources required for building the system. Two economy theories on creative process in the economic system are Romer (1986) and Florida (2002). Romer explained that, “The creativity is needed in process of producing new technologies and products. And it was essential in achieving economic growth.” Florida (2002) in the “The Creative Class Theory” stated that, “Regions with Technology, Talent and Tolerance or ‘3T’ will consequently draw numbers of creative professionals, and the area would have an excellent economic development.” [3] This actually enforces the notion that “the creative collaboration is substantial for economic developments.” Resulting from creative cooperation, the economic activities emerge in the urban landscape such as trades, industries, and services. And they have to be facilitated with excellent planning, land acquisition, construction and facilities management.
Due to our interests in the informal economy sector and the current crisis of traditional markets, we further decided to discuss the implementation of Presidential Act No 112 Year 2007. This program is very strategic to implement because at least 12 millions traders and possible 33 millions workforces depend on the sustainability of traditional market. The role of provision of the sustainable commercials (including traditional market) actually lies in the hand of Trade Authority and Urban Planning Authority in collaboration with other stakeholders. This actually shows how the creative economy influences the collaborative nature of commercial-place-making.
One excellent example of Sustainable Commercial Planning & Development is Singapore. The case study shows the 40-years-collaboration in commercial planning between Government, Private Sector and People achieving the Sustainable Economy of the City-State Singapore. On the other hand, we are going to depict Jakarta Metro Region’s less sustainable economic pattern. Jakarta Metro was selected to illustrate the indefensible economy with degrading environmental condition, depleting natural resources, increasing pollution as well as unsustainable urban planning and development control pattern.
Singapore’s Story of Creative Collaboration in Commercial Planning & Development
Transforming from simple village in nineteenth century, Singapore has become a strong economic country-state capitalising on its creativity for the international market demand (Yuen, Belinda, 2000). [4] With annual growth of 2-10% and Gross National Income (GNI) $ 250,387.9 M, the city has proven its resourcefulness to become “the Global City” (2008). And this show how creative commercial planning & development process generated “The Sustainable International Shopping Hub.” [5]
The revolution of Singapore from undeveloped island to modern urbanised city with thriving commercial areas was initiated by Ministry of National Development (MND). And Urban Redevelopment Authority (URA) under MND plays role as Urban Planning Authority, who formulates long term plans accommodating the social and economic needs of a growing population of Singapore (MND, 2001; DBJ Report, 2004). [6] Since then, the integrated urban and economic – planning and development were conducted with collaboration of Urban Redevelopment Authority (URA), Economic Development Board (EDB), Singapore Tourism Board (STB), Jurong Town Corporation (JTC/ Industrial Land Authority), Housing Development Board (HDB), Land Transport Authority (LTA), National Parks Board (NParks) and Public Utilities Board (PUB/Integrated Water Management Authority). And this creative collaboration resulted in “Sustainable Urban Development” (Wong T. C. et.all.,2008).[7]
The effort on creating sustainable commercial was continued including Concept Plan 2001. The Concept Plan 2001 brought creative concept of “creating a thriving, world-class city in the 21st Century.” And the plan proposed the “Ring Concept” plan with Expressways and a Mass Rapid Transit (MRT) system as the main “ring” connectivity of the island. Adjacent to the” ring” some high-density-high-rise towns and several lower-density housings were located. This ring structure actually circles the central water catchment area which designated as Conservation Park and Open Spaces. Lastly, the commercial areas were planned in the core area of each new town for more convenient and sustainable marketing. The collaboration aspect in the making of Concept Plan 2001 was found in the gathering public aspiration, such as: two focus group discussions, a public consultation and internet feedback. Incorporating the inputs of people and private sectors the final Concept Plan 2001 was later gazetted. [8]
Figure 1. The Ring Concept Plan in 2001
Figure 2. The Concept Plan 2001
Source: Urban Redevelopment Authority of Singapore, http://www.ura.gov.sg
The key proposals of the Concept Plan were translated into detailed Development Guide Plans or DGPs for the 55 planning areas in Singapore. And later these plans were converted into Master Plan 2003. The Master Plan was used as the detailed guide for the city’s physical development for the next 10-15 years. The latest master plan gazetted was Master Plan 2008. [9]
Discussing further the Commercial Planning, Singapore Creative Collaboration was implemented with several strategies. First, the rational commercial planning was conducted by URA in the Concept and Master Plan. The Commercial hierarchy was set up following study from other developed countries in the following table.
Table 1. Commercial Typology of Singapore
Source: Concept Plan 2001
No | Commercial Centres | Average Catchment Radius (km) | Average Catchment Area (ha) | Catchment Population (Person) | Catchment Population (Density Unit) or Up to |
1 | Metropolitan | Serving National Population | |||
2 | Regional Centres | 5 | 14.000 | 500.000 | 166.667 |
3 | Sub-regional Centres Type 1 | 3 | 3.000 | 200.000 | 66.667 |
4 | Town Centres (TC) Type 1 | 1.5 | 700 | 20.000 | 60.000 |
5 | Neighbourhood Centres (NC) Type 1 | 0.4 | 50 | 2.000 | 6.000 |
6 | Amenity Centre | 0.5 | 50 | 15.000 | 5.000 |
Table 2. Detail of Commercial Typology of Singapore
Source: Concept Plan 2001
No | Commercial Centres | Gross Commercial Floor Area (sqm) approximation only | Land Area Per Centre (Gross Site including roads) (approx) | Intensity x Plot Ratio (approx) | ||||
Office | Retail | Entertain-ment | Hotel | Total | ||||
1 | Metropolitan | 7.000.000 | 5.000.000 | 3.000.000 | 15.000.000 | 2.000 | ||
2 | Regional Centres | 800.000 | 400.000 | 20.000 | 200.000 | 1.420.000 | 70 | 1.7 |
3 | Sub-regional Centres Type 1 | 61.000 | 178.000 | 89.000 | 328.000 | 30 | ||
4 | Town Centres (TC) Type 1 | 39.000 | 34.000 | 13.000 | 0 | 86.000 | 32 | 0.82 |
5 | Neighbour-hood Centres (NC) Type 1 | – | 8.000 | 0 | 0 | 8.000 | 6.0 | 0.6 |
6 | Amenity Centre | 0 | 840 | 0 | 0 | 840 | 0.8 | 0.24 |
Table 3. Detail of Facilities provided in the Singapore’s New Town Commercial
Source: Concept Plan 2001
No | Facilities | Optimum Area Re-quired (sqm) | Catchment Population (Person) | Percen-tage in TC | Percen-tage in NC | Percentage in Ame-nity Center |
1 | Shops | 400 | 23 | 20% | 50% | 30% |
2 | Kiosks | 15 | 200 | 30% | 70% | |
3 | Emporium | 6.500 | 20.000 | 100% | ||
4 | Supermarket | 1.200 | 20.000 | 100% | ||
5 | Eating Houses | 450 | 250 | 7% | 23% | 70% |
6 | Restaurants | 2.000 | 333 | 30% | 70% | |
7 | Office Space | 60 | 150 | 70% | 30% | |
8 | Cinemas | 1.800 | 10.000 | 100% | ||
9 | Mini Market | 450 | 2.000 | 100% | ||
10 | Market Produce Shop | 130 | 1.000 | 100% | ||
11 | Market Produce Look-up Shop | 40 | 1.667 | 100% | ||
12 | Wet Market & Cooked Food Centre | 2.000 | 5.000 | 100% | ||
13 | HDB Area Office | 2.000 | 20.000 | 100% |
Note: in Singapore 1 DU = 3 persons
Following the rational commercial planning, URA allocated strategic areas in Central Region for Commercial Areas or Shopping Streets with proper planning; careful design; as well as constant monitoring of commercial spaces intake and prices. For example, Orchard originally was a landed residential area. But because of excellent intake of commercial space and increasing rental and sale price commercial space, the Government allowed some parcels to be developed as Commercial Areas. The increasing intake of commercial spaces is described in the following table. [10]
Table 4.Available and Vacant Commercial Properties (End of Period)
Source : Urban Redevelopment Authority, presented in Yearbook of Statistics Singapore, 2009
AVAILABLE AND VACANT COMMERCIAL PROPERTIES
(End of Period) |
Thousand sq m nett | |||||||
1998 | 2003 | 2004 | 2005 | 2006 | 2007 | 2008 | ||
Private Sector | ||||||||
Office Space | ||||||||
Available | 4,700 | 5,180 | 5,167 | 5,156 | 5,212 | 5,157 | 5,298 | |
Vacant | 750 | 964 | 857 | 673 | 549 | 350 | 487 | |
Shop Space | ||||||||
Available | 1,921 | 2,020 | 1,992 | 1,999 | 2,100 | 2,061 | 2,080 | |
Vacant | 199 | 218 | 185 | 156 | 162 | 148 | 139 | |
Public Sector | ||||||||
Office Space | ||||||||
Available | 1,033 | 1,344 | 1,326 | 1,309 | 1,317 | 1,367 | 1,358 | |
Vacant | 88 | 205 | 182 | 156 | 121 | 123 | 100 | |
Shop Space | ||||||||
Available | 1,182 | 1,145 | 1,147 | 1,145 | 1,152 | 1,157 | 1,150 | |
Vacant | 79 | 70 | 74 | 76 | 87 | 83 | 61 | |
Total | ||||||||
Office Space | ||||||||
Available | 5,733 | 6,524 | 6,493 | 6,465 | 6,529 | 6,524 | 6,656 | |
Vacant | 838 | 1,169 | 1,039 | 829 | 670 | 473 | 587 | |
Shop Space | ||||||||
Available | 3,103 | 3,165 | 3,139 | 3,144 | 3,252 | 3,218 | 3,230 | |
Vacant | 278 | 288 | 259 | 232 | 249 | 231 | 200 |
Figure 3. Total Available and Vacant Office & Shop Spaces in Singapore
Source : Urban Redevelopment Authority, presented in Yearbook of Statistics Singapore, 2009
Further, Retail Sales Index was also evaluated by URA before executing the land sales in Singapore. And generally Singapore Retail was still profitable although the impact of global crises was felt.
Table 5.Retail Sales Index 2007 & 2008
Source: http://www.singstat.gov.sg/stats/themes/economy/biz/retailtrade.pdf
Key Indicators | 2007 | 2008 | ||
Establishments | ↑ | 4,40% | 19.490 | 20.340 |
Employment | ↑ | 6,40% | 105.580 | 115.503 |
in billion SGD | in billion SGD | |||
Operating Receipts | ↑ | 4.0% | 39,2 | 40,7 |
Operating Expenditures | ↑ | 4,40% | 37,2 | 38,8 |
Operating Surplus | ↓ | 0,20% | 2,2 | 2,2 |
Value Added | ↑ | 3,90% | 4,8 | 5,0 |
Table 6. Establishments & Employment, 2008
Source: http://www.singstat.gov.sg/stats/themes/economy/biz/retailtrade.pdf
Retail Activity | Establishments | Employment | |
General Merchandise | 3174 | 30.960 | |
Transport Equipment | 1449 | 13.310 | |
Personal Goods | 8797 | 41.653 | |
Household Equipment | 2573 | 14.634 | |
Others | 4167 | 14.946 |
Table 7. Operating Receipts & Value Added, 2008
Source: http://www.singstat.gov.sg/stats/themes/economy/biz/retailtrade.pdf
Retail Activity | Operating Receipts | Value Added | |
in Million SGD | in Million SGD | ||
General Merchandise | 3174 | 30.960 | |
Transport Equipment | 1449 | 13.310 | |
Personal Goods | 8797 | 41.653 | |
Household Equipment | 2573 | 14.634 | |
Others | 4167 | 14.946 |
Table 8. Operating Receipts & Value Added, 2008
Source: http://www.singstat.gov.sg/stats/themes/economy/biz/retailtrade.pdf
Retail Activity | Cost Type and % Share | |||||||||
1st | 2nd | 3rd | 4th | 5th | ||||||
Component | % | Component | % | Component | % | Component | % | Component | % | |
General Merchandise | Pur | 79,7 | Rent | 8,1 | Rem | 6,6 | Util | 1,4 | Dep | 1,0 |
Transport Equipment | Pur | 72,5 | Tax | 19,6 | Rem | 3,6 | Rent | 0,7 | Ad | 0,6 |
Personal Goods | Pur | 69,7 | Rent | 11,3 | Rem | 10,7 | Ad | 1,6 | Dep | 1,1 |
Household Equipment | Pur | 77,2 | Rem | 8,1 | Rent | 5,7 | Ad | 1,4 | Dep | 0,9 |
Others | Pur | 62,1 | Rem | 13,8 | Rent | 11,4 | Com | 2,1 | Dep | 1,4 |
Notations
Ad : Advertisement
Com : Commission & agency fees
Dep : Depreciation
Pur: Purchases of goods for sale
Rem : Remuneration
Rent: Renting of offices, shops & other premises
Tax: Government taxes & fees
Util: Utilities charges
Table 9. Establishments, Operating Receipts & Value Added by Firm Size, 2008
Source: http://www.singstat.gov.sg/stats/themes/economy/biz/retailtrade.pdf
Employment Size | Operating Receipts | Operating Receipts | Value Added | |
in Million SGD | in Million SGD | in Million SGD | ||
Less than 10 | 18.300 | 12.233 | 1.613 | |
10 to 99 | 1.940 | 16.868 | 2.088 | |
100 & above | 100 | 11.645 | 1.320 |
Total value added generated by the retail trade industry of Singapore increased by 3.9 per cent to $5.0 billion in 2008. This actually showed that Singapore Retail Sector was thriving in 2007 – 2008 period. But the global crises also impacted Singapore with increase of total operating receipts and total operating expenditure causing reduction of profitability.
Profitability Ratio of retail trade was reported to decrease from 5.7% in 2007 to 5.4 % in 2008. Within the industry, retailers of personal goods attained the highest profitability ratio of 7.2 per cent followed by retailers of general merchandise, transport equipment and household equipment.
Figure 4. Profitability Ratio 2007 & 2008
Figure 5. Retail Sales per Square Metre, 2007 & 2008
Source: http://www.singstat.gov.sg/stats/themes/economy/biz/retailtrade.pdf
Due to increase of profitability; sales and rental prices of commercial spaces in 1970-2000’s, URA and other related agencies were confident to allow more area developed for commercial development in strategic areas or revitalized in Singapore. And URA further conducted the Government Land Sale program (GLS) releasing land sites either via public tender for all uses including commercial. Because of this the private sector could collaborate with government and the people in the developing innovative ideas for commercial development. [11]
The URA’s Development Control Division has to evaluate and approve projects carried out by the private and public, in collaboration with the Sale of Sites Program, Singapore Tourism Board, as well as Economic Development Board. And lastly URA also ensures the infrastructure provision, environmental improvements and building construction standards for selected with various government agencies. [12]
Secondly, The Singapore Government prescribed a new Commercial Area serving a New Town. The Commercial areas were normally located in the Town Centre. And they were also close to MRT or Bus Station for more convenient access for the New Town residents as well as tourists. One of successful example of the Regional Commercial Centre is Tampines. And sizeable commercial area was provided in Tampines. And the Centre was successful attracting visitors from the area as well as other part of Singapore. [13]
And lastly the strategy of historical areas revitalization and utilisation for commercial areas was adopted. The rationales were to find higher economy value of the historical areas and to create interesting tourism places in Singapore. This strategy was successful with increasing number of foreign tourists and local shoppers in the historical commercial areas such as Kampong Glam, Chinatown, Kampong Bugis, Little India, Joo Chiat, etc.
Additional to that, Loo et. all. (2002) found that most of the town centres were sustainable. But some neighbourhood centres were lacked of vitality or were not viable anymore because of growing affluence and increased mobility of the residents. This indicated that the Singapore’s retail hierarchy have to be rationalised and adapted to the present economic trend. [14]
The Government also introduced resettlement of street hawkers since 1971. The program actually catered basic stall facilities and services such as piped potable water, electricity and garbage collection and disposal. And it was reported that by 1996, all street hawkers was resettled into food centres and markets. In 2005, there are nearly 50,000 street vendors which were facilitated. Most of the food centres and traditional markets facilities were located in the Town Centres and the Neighbourhood Centres. Some excellent examples of revitalisation of traditional markets were presented below (Loo, 1991; Medina Pizzali, A.F., 2001). [15]
Figure 6. The Situation of Geylang Serai Temporary Wet Market
Source: http://www.flickr.com
Figure 7. The Situation of Tampines Wet Market
Source: http://www.flickr.com
The Singapore Commercial Planning and Development was proven to be successful. On the other hand, some neighbourhood centres were found less feasible for commercial use. So the Singapore’s method needs to be adjusted in real application using market study. But the creative collaboration between agencies as well as between government – private – people could be replicated. And traditional markets should be planned and constructed carefully catering the informal retail sectors in every city.
Jakarta METRO REGION’s LESS sustainable Commercial Planning & Development
Jakarta has become a metro region covering Jakarta, Bogor, Tangerang, Bekasi, Depok, Puncak and Cianjur. The Jakarta Metro Region, or Jabodetabekpunjur region, faced high number of population (24 million persons) and urban sprawling. Because of lack of sustainable planning and development control, the Jakarta Metro Region faced major problems such as: traffic jams, floods, conversion of green open space, environmental degradation (air, land and water pollutions), urban slums and uncontrolled street hawker.
Discussing the Commercial Planning & Development practice in Jakarta Metro Region, we further found tight competition between modern retail (modern market) and traditional wet market (traditional market). Natawidjaja (2006) found that new modern market (supermarket) sales have increased 15% per year, while the traditional market sales decreased 2% per year. Pricewaterhouse Coopers (2005) also found that the supermarket sales would increase by 50%, while hypermarket sales would grow by 70% between 2004 and 2007. This actually shows that the traditional market could not compete in the fair economic battleground with the modern market. [16]
Further, the current condition shopping centres (retail centres) in Jakarta Metro Region was also described Collier International. Unfortunately, Collier describes that the retail market in Jakarta Metro Region currently faces tough period. No positive trend is found in rental rates and occupancy levels. New projects feel the major impact of shoppers numbers decrease. This describes the over-supply of shopping centres in Jakarta Metro Region. [17]
Figure 8.Cumulative Supply, Demand and Occupancy Rate
Source: http://www.colliers.com/Markets/Indonesia/
Further, overcrowding of retail centres was also found in the region. Currently, there are 449 shopping centres including 90 exclusive retail malls based on data of Association of Shopping Centres of Indonesia (Asosiasi Pengelola Pusat Belanja Indonesia/ APPBI). [18] Suryadarma (2005) further described the negative impact of the severe competition. He found that informal traditional traders with the same commodity suffered the great impact of the presence of supermarkets and hypermarkets. And the modern markets won over traditional markets because of lower prices, shopping comfort and credit-type payment. [19]
Traditional markets, especially in Jakarta, found difficulty to compete with modern markets because of poor planning, inconvenient access, overcrowding with trading activities, lack of air circulation and poor sanitation. The 151 traditional markets were not properly facilitated. The records showed that only 27 were in good condition. 13 markets were poor and 111 markets were in very poor condition. Further Hasan Basri, head of the Jakarta branch of the Indonesian Traditional Market Traders Association (APPSI), stated that the markets in Jakarta were under serious threat of the modern market, even causing 7 markets to be closed. [20] Furthermore, approximately, 70.000 traditional traders in Jakarta faced limitation to develop their businesses because of poor planning strategies, insufficient collateral, weak networking and weak procurement management (Wiboonpongse and Sriboonchitta 2006). [21]
.
Further the, 100.000 street hawkers operated in Jakarta, especially in front of the traditional markets. Because of direct access to the road, most consumers preferred to buy in the street hawkers. Eventually this caused social conflict as well as public disturbance to the surrounding. [22]
On the other hand, revitalisation projects often were not transparent and causing social unrest. The examples of Pasar Koja, Pasar Tanah Abang etc, showed that the processes were executed by Municipal Government without involving the market traders related to the markets. This further caused the traders could not be accommodated in the new buildings, more expensive rental spaces, and further social conflicts. [23] Due to this economic competition, we predicted that poverty would rise in Jakarta. Although 2009 Jakarta Statistics reported that 323 thousands persons were poor, but we were confident that urban poor number was greater than this. Even the number would increase as degradation of the informal economic sector. [24]
In conclusion, less sustainable commercial planning and development have caused Jakarta Metro Region suffering from many problems. Further, informal economy sector of Jakarta suffered from great impacts of unbalanced retail development. Many traditional markets, traders, suppliers, workers faced hard competition with the modern markets (supermarkets, shopping centres, hypermarkets, retail malls, etc). Because of that effective regulation in spatial planning, as well as economic development are needed to encounter this problem.
Creative Collaboration in Regulating, Revitalising and Building Synergy of the Traditional Markets, Shopping Centres and Modern Markets in Indonesia
Understanding the importance of traditional markets in informal economy, we would like to discuss the Presidential Decree No. 112 of 2007 for Development of Traditional Markets, Shopping Centres and Modern Stores. Learning from Singapore’s Sustainable Commercial Planning and Development and the community based development practice, we would like to suggest integrated approach in regulating, revitalising and building synergy between the traditional and modern markets. Traditional markets are very important to Indonesia economy because they support at least 12 millions traders and possible 33 millions workforces in related sectors of farming, cottage industries, hawkers, and informal workers nationally. The 13,450 traditional markets were found supporting the creative economies most of local people in the cities. [25]
The current implementation of Presidential Decree No. 112 of 2007 for Development of Traditional Markets, Shopping Centres and Modern Stores could not be implemented effectively due to: [26]
- Unclear classification of Traditional Markets
- Uncompleted database of Traditional Markets
- Single-sectored approach in the implementation of the Regulation
- Ineffective coordination between Ministry of Trade (MENDAG), Ministry of Cooperation, Small and Medium-sized Business (MENEG KUKM) and Municipal Governments
- Hindrances from “status quo” party
- Limited human resources capacity and funding in Government agencies, traditional markets management institutions, as well as informal traders
- Lack of community participation in the process
- Too short of time for the project implementation
As stated in Presidential Decree No. 112 of 2007, Government of Indonesia is obliged to implement:
- Spatial Planning and Development Control of the Traditional Markets, Shopping Centres and Modern Stores;
- Regulating the supply chain to The Modern Markets (including from The Small – scale Industries);
- Development and Supervision of The Traditional Market (including the Empowerment Program), Shopping Centres and Modern Markets
- Revitalisation of the Traditional Market.
And because of this understanding, we suggest an integrated approach in implementing the regulation. The methodology is described in several steps below:
- Developing Web-GIS-Based Database of Traditional Markets, Shopping Centres and Modern Stores (with Collaboration of all Stakeholders)
- Regulating the supply chain to The Modern Markets (including from The Small – scale Industries)
- Spatial Planning and Development Control of the Traditional Markets, Shopping Centres and Modern Stores (with Collaboration of all Stakeholders)
- Development and Supervision of The Traditional Market (including the Empowerment Program), Shopping Centres and Modern Markets
- Revitalisation of the Traditional Market (with Community Based Empowerment)
- Program Evaluation (with all stakeholders)
And all these steps needs to be developed in collaboration of all Stakeholders, such as Ministry of Trade, Ministry of Industry, Ministry of Cooperatives and SMEs, Ministry of Internal Affairs, Ministry of Public Works (especially The Spatial Planning Directorate), Ministry of Marine Affairs and Fisheries, Ministry of Health, Indonesia Investment Coordinating Board (BKPM), Commission for the Supervision of Business Competition (KPPU), Central Bureau of Statistics, Municipal Governments & Local Agencies, Association of Traditional Markets Management Indonesia (ASPARINDO), Association of Traditional Markets’ Traders Indonesia (APPSI), Association of Shopping Centres of Indonesia (APPBI), Suppliers and Local Communities of the Markets. [27]
Web-GIS Based Database of Traditional Markets, Shopping Centres and Modern Stores is needed to support the decision making process as well as monitoring and evaluation of the program. Why we need the GIS, because we need to implement the zoning regulation, analyse the local condition more thoroughly and integrate the economic data before regulating traditional and modern markets.
Further, to ensure the value chain between the Local Suppliers (especially the small – scale industries) and the Modern Markets, Government must evaluate and control the practices of Modern Markets to the suppliers.
The Spatial Planning and Development Control of the Traditional Markets, Shopping Centres and Modern Stores also must be conducted in order to give competitive edge to the traditional market, as well as to create sustainable commercials. This effort could be done with implementing feasibility study of current traditional market; market (social-economic) study; revitalisation or relocation of traditional market; and development control (planning) especially in prescribing zoning regulation for modern market development. Public workshops should be conducted to integrate all stakeholders input in the spatial plans and the field implementation.
Further, the Development and Supervision of The Traditional Market, Shopping Centres and Modern Markets also have to be conducted to further ensure the sustainability of the markets especially traditional ones.
Participatory-Traditional Market Revitalisation of should be conducted to ensure the sustainability of the traditional markets. The rationale of this step is to achieve the Sustainable Commercials and to give win-win solution. This process required continuous effort and collaboration of all stakeholders. And it could be done with:
- Program Introduction
- Visioning
- Stakeholders Workshops (regular in every stages)
- Market Study
- Participatory Mapping (internal)
- Cost Benefit Analysis
- Preparing Business Plan (including the Stakeholders Involvement)
- Participatory Planning and Design
- Temporary Resettlement and Compensation
- Detailed Engineering Design (DED)
- Development Control (Building and Infrastructure)
- Building and Infrastructure Construction
- Participatory Management
- Participatory Monitoring and Evaluation
Lastly but not least, Program Evaluation with all stakeholders should be conducted to ensure successful, effective, participatory and manageable of the implementation of Presidential Decree No. 112, Year 2007. And it could be concluded that the current efforts of Ministry of Trade and other agencies are conducted with sectored approach. We suggested the integrated approach to achieve direct impact and positive change in by the communities of traditional markets as well as the common people of Indonesia. And creative collaboration is the answer for the successful integrated approach.
CONCLUSION
Creative Collaboration theoretically could bring excellent economic development. And this theory was proven in the Commercial Planning and Development in Singapore. Creative collaboration between Urban Redevelopment Authority and others has made its Singapore Commercial Centres become “The Sustainable International Shopping Hub in South East Asia.” And it made Singapore economy to flourish despite of the limited land resources.
On the other hand, Indonesia also needs the creative collaboration concept to solve the conflict between “Traditional Markets and Modern Markets.” This was suggested after evaluating the current situation of Traditional Markets in major city, especially Jakarta Metro Region. Creative collaboration concept in “Integrated Approach in Regulating, Revitalising and Building synergy between the Traditional and Modern markets” could be executed by Ministry of Trade and other relevant agencies. And we believe that this would be able to provide “Win-Win” solution to the problems.
ACKNOWLEDGEMENT
We would like to express our gratitude to
- Ir. Imam Santoso Ernawi, MCM, M.Sc., Director General of Spatial Planning, Public Works Department.
- Ir. Sri Apriatini Soekardi, MM., Director of Spatial Planning Directorate II.
- Dr. Ir. Doni Janarto W. M.Eng.Sc., Head of Sub-Directorate Inter-Regional Directorate II.
- Dr. Ir. I.F. Poernomosidhi Poerwo, M.Sc, MCIT. MIHT., Scientific Officer and Ex-Director of Spatial Planning Directorate II, Ministry of Public Works, Indonesia.
- Mr. Ir. Dodo Juliman, UN-HABITAT Indonesia Program Manager.
- Dr. Ir. Woerjantari Soedarsono M.T., Ms. Ade Tinamel ST.MT. from Urban Design Lab, ITB.
- Mr. Ir. Eko Purwono MSAS. Department of Architecture, ITB.
- Mr Yuen Heng Mun, Mr Allister Yong Winston, Mr Loh Kwok Pheng, Mrs Noorliza and Ms Amanda Ong from Jurong Consultants Pte Ltd.
- Mrs Joyce Martha Widjaya, Senior Researcher of Research Institute of Socio-Economic and Community Development, Public Works Department.
ENDNOTES
[1] Wallas, G. (1926)
Merriam-Webster’s Online Dictionary (2009), http://www.merriam-webster.com/
Encyclopædia Britannica Online (2009), http://www.britannica.com/
Oxford English Dictionary (2009), http://www.oed.com/
[3] Romer, P. (1986)
Florida, R. (2002)
[4] Yuen, B., (2000)
Dale, O.J. (1999)
[5] http://www.singstat.gov.sg/
[6] DBJ Report (2004), www.dbj.go.jp
Ministry of National Development (2001), http://www.mnd.gov.sg,
Urban Redevelopment Authority of Singapore, http://www.ura.gov.sg
Dale, O.J. (1999)
[7] Urban Redevelopment Authority of Singapore, http://www.ura.gov.sg
Wong T-C., Yuen B., and Goldblum C. (Eds.) (2008)
[8] Urban Redevelopment Authority of Singapore, http://www.ura.gov.sg
[9] Ibid.
[10] Ibid.
[11] Op.Cit.6
[12] Op.Cit.6
[13] Op.Cit.8
[14] Loo-Lee Sim, Shi-Ming Yu , Lai-Choo Malone-Lee (2002)
[15] Loo Lee Sim, (1999),
http://streetnet.org.za/english/ASIANHAWKERS.pdf
Medina Pizzali, A. F. (2001), http://www.fao/org/DOCREP/005/y2258E.htm
[15] Natawidjaja, Ronnie S. (2006) http://www.pecc.org/food/papers/2005-2006/Indonesia /indonesia-paper. pdf
Pricewaterhouse Coopers (2005) http://www.pwc.com/gx/eng/about/ind/retail/growth/ indonesia.pdf
[16] Collier International (2009), http://www.colliers.com/Markets/Indonesia/
http://pks-dpcpancoran.blogspot.com/2009/03/meninjau-ulang-pembangunan-mal-di.html
[17] Suryadarma, Daniel et al (2007)
[18] Natawidjaja, Ronnie S. (2006), http://www.pecc.org/food/papers/2005-2006/Indonesia /indonesia-paper. pdf
Suryadarma, Daniel et al (2007)
Wiboonponse, Aree and Songsak Sriboonchitta (2006), http://www.regoverningmarkets.org/
http://www.jakarta.go.id/en/pemerintahan/perusahaan_pemda/pasar_jaya/pasar3a.htm
[19] Ibid.
[20] http://streetnet.org.za/english/ASIANHAWKERS.pdf
http://www.jakarta.go.id/en/pemerintahan/perusahaan_pemda/pasar_jaya/pasar3a.htm
http://www.infoanda.com/wap/id/link.php?lh=WwtWBlwEAFtd
[21] http://www.indosiar.com/tags/penggusuran-pasar
http://www.tempointeraktif.com/hg/jakarta/2004/11/26/brk,20041126-05,id.html
[22] http://jakarta.bps.go.id/BRS/Sosial/Miskin09.pdf
[23] Data in 2000, Kuswartojo, T. et all, (2005)
Klik untuk mengakses 112-07.pdf
http://asparindo.com/?idmenu=92&id=20
BIBLIOGRAPHY
Collier International (2009), The Knowledge Report, Property Market Review, Jakarta. http://www.colliers.com/Markets/Indonesia/
Dale, Ole Johan (1999) Urban Planning in Singapore: The Transformation of a City, London: Oxford University Press
DBJ Report (2004), Building A 21st Century City, Optimizing Land Resources and Nurturing A Garden Within A City, March 200, Singapore: Development Bank of Japan, Representative Office in Singapore, www.dbj.go.jp
Encyclopædia Britannica Online (2009), http://www.britannica.com/
Florida, Richard (2002) The Rise of the Creative Class: And How It’s Transforming Work, Leisure, Community and Everyday Life, Basic Books
http://asparindo.com/?idmenu=92&id=20
Klik untuk mengakses Miskin09.pdf
http://pks-dpcpancoran.blogspot.com/2009/03/meninjau-ulang-pembangunan-mal-di.html
http://streetnet.org.za/english/ASIANHAWKERS.pdf
Klik untuk mengakses 112-07.pdf
http://www.indosiar.com/tags/penggusuran-pasar
http://www.infoanda.com/wap/id/link.php?lh=WwtWBlwEAFtd
http://www.jakarta.go.id/en/pemerintahan/perusahaan_pemda/pasar_jaya/pasar3a.htm
http://www.tempointeraktif.com/hg/jakarta/2004/11/26/brk,20041126-05,id.html
Kuswartojo, T. et all, (2005), Perumahan dan Permukiman Indonesia (Housing and Settlement in Indonesia), Bandung: ITB Publisher
Loo, Lee Sim (1999), Restructuring the small-scale retail sector in Singapore, Journal: International Journal of Retail & Distribution Management, Volume 27, Issue 2, Page 83 – 91, Emerald Group Publishing Limited.
Loo, Lee Sim, Yu Shi-Ming , Malone-Lee Lai-Choo (2002), Re-examining the retail hierarchy in Singapore: Are the town centres and neighbourhood centres sustainable?, Journal Town Planning Review, Issue Volume 73, Number 1 / March 200, Pages 63-81, Liverpool: Liverpool University Press
Medina Pizzali, A. F. (2001), Low Cost Fish Retailing Equipment and Facilities in Large Urban Areas of South East Asia, FAO Fisheries Technical Paper No 405, Rome: FAO, http://www.fao/org/DOCREP/005/y2258E.htm
Merriam-Webster’s Online Dictionary (2009), http://www.merriam-webster.com/
Ministry of National Development (2001), Building a 21st Century City, http://www.mnd.gov.sg,
Natawidjaja, Ronnie S. (2006) ‘Modern Market Growth and the Changing Map of the Retail Food Sector in Indonesia.’ Pacific Food System Outlook 9th Annual Forecasters, http://www.pecc.org/food/papers/2005-2006/Indonesia /indonesia-paper. pdf
Oxford English Dictionary (2009), http://www.oed.com/
Pricewaterhouse Coopers (2005) Global Retail and Consumer Study From Beijing to Budapest, http://www.pwc.com/gx/eng/about/ind/retail/growth/ indonesia.pdf
Romer, Paul M. (1986) Increasing Returns and Long-Run Growth, Journal of Political Economy, Vol. 94, No. 5 (Oct. 1986), pp. 1002-1037, http://www.jstor.org/stable/1833190
Singapore Department of Statistics (2009), Yearbook of Statistics Singapore 2009, http://www.singstat.gov.sg/
Suryadarma, Daniel et al (2007) The Impact of Supermarkets on Traditional Markets and Retailers in Indonesia’s Urban Centers, Research Report, Jakarta: The SMERU Research Institute
Urban Redevelopment Authority of Singapore, http://www.ura.gov.sg
Wallas, Graham The Art of Thought New York: Harcourt, Brace and Company.
Wiboonponse, Aree and Sriboonchitta, Songsak (2006) ‘Securing Small Producer Participation in Restructured National and Regional Agri-Food Systems: The Case of Thailand.’ Regoverning Markets http://www.regoverningmarkets.org/
Wong T-C., Yuen B., and Goldblum C. (Eds.) (2008), Spatial Planning for a Sustainable Singapore, Singapore: Springer in Association with the Singapore Institute of Planners
Yuen, Bellinda (2000) Singapore Housing: A Strategy for Urban Development and Regeneration, The City Region in a World of Globalisation: Urban Strategies for Sustainable Development Conference, in Bergen Norway, 18 – 22 June 2000, http://publications.ksu.edu.sa
Download PDF in
waaaah lengkap bangetttttt
Terimakasih atas masukkannya, tetapi saya sebenarnya masih baru dalam bidang ini.
Semoga sama – sama bisa membangun. BTW Blog Anda juga menarik!
Selamat ya!
Wah terimakasih pak atas pencerahannya pak Gun, oya satu pertanyaan dari saya apakah kegiatan ini sudah di implementasikan oleh pemerintah? Mengingat ide ini sangat baik guna kemajuan bangsa. Makasih&Salam.
pencerahannya, oya satu pertanyaan dari saya apakah kegiatan ini sudah berjalan? Dan sudah di implementasikan oleh pemerintah pak?, mengingat kegiatan ini sangat baik guna kemajuan bangsa.
Salam Pak Made,
Saya sebenarnya menyusun konsep ini untuk salah satu Tim Ahli
Bu Menteri Perdagangan, Dr. Marie Elka Pangestu.
Tetapi karena ketidak cocokan maka kerjasama itu gagal.
Kami berharap dapat memaparkan konsep ini pada kesempatan Seminar Arte-Polis di Bandung
kepada Beliau dan tim terkait Bulan Juli tahun ini.
Selain itu kami juga memang sedang mengembangkan komunikasi dengan Pemda
Jatim dan Madura. Siapa tahu memang ada yang tertarik dan terpanggil untuk menerapkannya.
Silahkan berbagi dengan pihak – pihak lain jika Anda mengetahuinya.
Salam!
Komentar dari rekan dari Forum AMI
ini berita di kompas tentang pasar, semoga berguna
saya juga gelisah mengenai semakin berkurangnya pasar tradisional di seluruh indonesia setiap tahunnya
pasar cikini pun akan dihilangkan..diganti dengan mall atau apa lah ngga tahu..akan ditutup mulai tanggal 26 maret ini
alasan pada umumnya adalah… pasar tradisional tidak menguntungkan… jad ilebih baik dikelola swasta
(pertanyaannya..menguntungkan untuk siapa? pedagangnya merasa untung koq..cukup untuk hidup mereka)
salam,
silvia
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http://cetak.kompas.com/read/xml/2010/03/15/03185351/pasar.tradisional.terjepit
Pasar Tradisional Terjepit
Banyak Peraturan untuk Membatasi Ekspansi Ritel Modern
Senin, 15 Maret 2010 | 03:18 WIB
Jakarta, Kompas – Pedagang dan pasar tradisional kian terjepit oleh ekspansi usaha ritel modern. Dalam rentang waktu tahun 2003-2008, pertumbuhan gerai ritel modern fantastis, yaitu mencapai 162 persen.
Bahkan, pertumbuhan gerai minimarket mencapai 254,8 persen, yakni dari 2.058 gerai pada tahun 2003 menjadi 7.301 gerai pada tahun 2008, sementara jumlah pasar tradisional dalam kurun lima tahun tersebut cenderung stagnan.
Pesatnya pertumbuhan ritel modern itu seiring gencarnya penetrasi ritel asing ke Indonesia. Data BisInfocus 2008 menyebutkan, jika pada tahun 1970-1990 pemegang merek ritel asing yang masuk ke Indonesia hanya lima, dengan jumlah 275 gerai, tahun 2004 sudah 14 merek ritel asing yang masuk, dengan 500 gerai. Tahun 2008, merek ritel asing yang masuk sudah 18, dengan 532 gerai.
Menurut Ketua Asosiasi Pengusaha Ritel Indonesia (Aprindo) Tutum Rahanta, gencarnya ritel asing masuk ke Indonesia karena aturan yang ada memang sangat terbuka. ”Jadi, mereka tidak melanggar aturan. Aprindo pun tak bisa berbuat apa-apa,” ujarnya di Jakarta beberapa waktu lalu.
Namun, Direktur Hubungan Korporat PT Carrefour Indonesia Irawan D Kadarman membantah bahwa ritel modern makin ekspansif belakangan ini. Menurut dia, pembukaan gerai baru Carrefour justru menurun jumlahnya. ”Tahun 2006 Carrefour Indonesia membuka sembilan gerai. Tahun-tahun berikutnya tak sebanyak itu,” katanya.
Saat ini jumlah gerai yang di bawah manajemen Carrefour Indonesia ada 46 gerai, sementara yang di bawah PT Alfa Retailindo Tbk berjumlah 33 gerai. Carrefour mengakuisisi Alfa Retailindo.
Keluhan dari kalangan pedagang di pasar tradisional atas gencarnya penetrasi ritel modern sudah sering dilontarkan. Di Pasar Beringharjo, Yogyakarta, misalnya, hampir semua pedagang di pasar itu mengeluhkan turunnya omzet mereka sejak ritel dan pasar modern berdiri di sepanjang Jalan Malioboro, yang menjadi lokasi Pasar Beringharjo.
Data Dinas Perindustrian, Perdagangan, dan Koperasi Provinsi DI Yogyakarta menyebutkan, dalam periode tahun 2002-2006 jumlah pasar modern di DIY tumbuh lebih dari 55 persen. ”Omzet pedagang pasar tradisional rata-rata turun 35 persen dibanding tahun 2006,” kata Ketua Forum Silaturahmi Peguyuban Pasar Seluruh Kota Yogyakarta Ujun Junaedi.
Hasil kajian Asosiasi Pedagang Pasar Seluruh Indonesia (APPSI) menyebutkan, kehadiran satu toko ritel waralaba modern membuat setidaknya omzet 14 pedagang grosir merosot, apalagi saat ini banyak pasar dan ritel modern yang didirikan di dekat pasar tradisional. ”Bahkan, satu toko swalayan yang menyediakan aneka komoditas kebutuhan rumah tangga berdiri tepat di belakang Beringharjo. Pedagang Beringharjo sempat berang, tapi tak bisa berbuat apa-apa,” kata Ujun.
Jumlah penduduk Indonesia yang besar merupakan potensi bagi pasar ritel. Apalagi, kata Tutum, gaya hidup masyarakat dalam berbelanja mulai beralih dari pasar tradisional ke pasar modern. Dengan demikian, mengembangkan pasar ritel modern adalah peluang bisnis yang menjanjikan.
”Dan setiap pebisnis ritel selalu berdalih bahwa untuk pengembangan usaha dibutuhkan dana segar. Ironisnya tidak ada investor lokal yang kuat bersaing dengan asing. Akibatnya, kepemilikan saham sedikit demi sedikit dimiliki investor asing,” kata Tutum.
Oleh karena itu, jika ingin melindungi pedagang ritel tradisional, kuncinya ada pada regulasi pemerintah. ”Semestinya Indonesia menerapkan sistem investasi dengan perencanaan yang matang, seperti di China. Investor asing bukan hanya harus bermitra dengan pengusaha lokal, tetapi juga menerapkan sistem deposit sebelum rencana bisnis dilakukan,” tutur Tutum.
Dengan aturan itu, lanjut Tutum, kalau investor asing berencana membuka toko, nilai investasi yang harus dideposit sudah ditentukan terlebih dahulu. Uang deposit itu dapat digunakan sebagai jaminan apabila kebijakan pemerintah menyangkut usaha kecil dan menengah (UKM) sebagai pemasok pasar modern dilanggar oleh investor asing.
Pentingnya regulasi pemerintah juga disampaikan Ketua Dewan Pengurus Daerah Asosiasi Pengusaha Ritel Indonesia (DPD Aprindo) Jawa Tengah Budi Handojo Soeseno. Regulasi itu tidak hanya untuk menciptakan persaingan bisnis yang adil, tetapi juga untuk mencegah timbulnya gesekan sosial. Peran pemerintah daerah dalam menciptakan iklim usaha yang sehat dan mencegah gesekan sosial, menurut Budi, sangat besar.
Aturan sudah banyak
Sebenarnya peraturan yang mengatur tentang usaha ritel telah cukup banyak. Di tingkat pusat saja setidaknya ada 10 peraturan yang mengatur tentang usaha ritel, mulai dari Keputusan Presiden (Keppres) Nomor 118 Tahun 2000 tentang Perubahan dari Keppres No 96/2000 tentang Sektor Usaha yang Terbuka dan Tertutup dengan Beberapa Syarat untuk Investasi Asing Langsung hingga yang terbaru, yaitu Peraturan Pemerintah (PP) No 112/2007 tentang Penataan dan Pembinaan Pasar Tradisional, Pusat Perbelanjaan, dan Toko Modern dan Permendag No 53/2008 tentang Pedoman Penataan Pembinaan Pasar Tradisional, Pusat Perbelanjaan, dan Toko Modern.
Bahkan, menurut Menteri Perdagangan Mari Elka Pangestu, sudah ditetapkan aturan tentang investasi asing di sektor usaha ritel.
”Investor asing hanya boleh masuk di level hipermarket dan supermarket. Luas lahan di atas 1.200 meter persegi, di bawah itu hanya boleh franchise (waralaba) atau waralaba milik orang Indonesia. Untuk minimarket, ada aturan jam buka, yaitu pukul 10.00-22.00. Sementara orang ke pasar hanya sejak subuh hingga sekitar pukul 08.00,” kata Mari.
Namun, kenyataannya aturan jam buka bagi minimarket itu tidak berlaku. Banyak minimarket yang sudah beroperasi sejak pukul 07.00. Bahkan, ada sejumlah minimarket yang kini buka 24 jam dan menjual komoditas segar, seperti sayuran dan bahan pangan lain yang dijual di pasar tradisional.
Peraturan memang sudah cukup banyak, bahkan masih ditambah dengan berbagai peraturan daerah (perda). Kota Solo, misalnya, saat ini menyiapkan dua perda tentang pasar tradisional dan perda tentang pasar modern.
Dalam rancangan perda tentang pasar tradisional, misalnya, diatur kepemilikan kios masing-masing pedagang tak boleh lebih dari empat dan persentase antara jumlah kios dan lapak 70 persen berbanding 30 persen.
Adapun dalam rancangan perda tentang pasar modern, menurut anggota DPRD Kota Solo, Swantinawati, diatur antara lain tentang zonasi daerah, jarak pasar modern dengan pasar tradisional. Namun, faktanya, pasar tradisional tetap terpojok. (OSA/ARN/ARA/DEN/UTI/GAL)
Komentar dari P Sutan Djio dari Kompasiana
Pasar Tradisional seharusnya diberi subsidi, misalnya biaya operasional dan perawatan gedung ditanggung o/ pemerintah; shg dgn dmk harga bs lbh murah/bersaing; krn di psr tradisional baik pembeli maupun penjual adalah dr kalangan bawah. Kalangan atas maunya berbelanja di tempat yg bersih dan nyaman, dan bersedia membayar harga yg lbh tinggi untuk itu.
Dgn adanya otonomi daerah yg lbh bertgjwab adl pemda; pasar2 tradisional yg mengelola langsung adalah pemda, bkn pem pusat.
Terimakasih untuk masukkan Ibu Silvi dan Pak Sutan
Kami percaya bahwa Pasar Tradisional perlu dibantu pengembangannya
dilindungi untuk waktu tertentu, dikembangkan daya saingnya
Kemudian manajemennya dipersiapkan agar siap berkembang.
Pedagangnya dibantu permodalan, teknis dan juga pemasarannya jika perlu
Penataan Pasar bisa dilakukan jika keinginan seluruh pihak dapat terwadahi
dan studi kelayakannya cocok
Semoga bisa menjadi masukkan bagi Pemerintah kita saat ini!
Salam
Dari RSGISForum: Share Riset Green Impact Indonesia
Trimkasih bnyak Mas, InsyaAllah akan sangat berguna.
Sy tugas di Dinas PU Cipta Karya Pemkab Cirebon sangat snang dng sharing ini.
Salam kenal
Yayan Hendriyan
Respon dari Pak Tomo, Dari forum AMi – Permasalahan Pasar Tradisional vs Pasar Modern
Pak Gunte,
Dahulu saya memang pernah terlibat dalam riset PKL di Kabupaten Sleman terutama
di seputaran Kampus UGM (Barat GSP dan Kantor Pusat UGM), Utara RS Panti Rapih,
Jalan Colombo, Kledokan hingga Babarsari. Keberadaan mereka akan terus
tergusur dengan pemodal besar yang akan berada di sekitar mereka ataupun
ketidakberpihakan pemerintah.
Untuk pasar tradisional, ada hal yang menarik di tempat tinggal saya di
Gamping. Dulu ketika saya kecil, pasar tradisional sederhana saja lalu ada
tukar guling. Pasar tradisional pindah ke seberang jalan, bekas pasar
tradisional menjadi ruko.
Sesuai berjalannya waktu, muncullah sebuah swalayan di depan pasar tradisional
tersebut. Berjalannya waktu lagi, muncul pasar pusat sayuran dan buah dan
pasar sentral. Kesemuanya itu tradisional. Beberapa bulan ini saya baru lihat,
muncullah indomaret yang menjadi satu dengan pasar sental tersebut. Padahal
dalam jarak sekitar 1,5 km ada juga indomaret.
Beda di Kabupaten Bantul, Bupati Idham Samawi (saya ada kontaknya jika bermintay
saya akan pm) setahu saya menolak pasar modern atau supermarket di Bantul dengan
membuat peraturan untuk melindungi pasar tradisional untuk tetap hidup.
Saya juga pernah melihat sebuah pasar tradisional hilang di Jalan Oerip
Soemohardjo yang berada di lantai 2 (lantai 1 berupa ruko). Setelah pasar
menjadi mall tetapi tidak laku sekarang menjadi call center sebuah operator
seluler. Jika dilihat pasar secara nilai ekonomi tidak besar tetapi jika
dialihfungsikan akan menghasilkan uang yang besar.
Saat ini yang akan direlokasi adalah Pasar Ngasem yang berdekatan dengan
Tamansari, akan dimulai relokasi Bulan April rencananya. Bekasnya akan
dikembalikan sebagai fungsi utama bagian dari Tamansari (katanya).
Jika dilihat dari luas Kota Jogja, Jogja ini kecil kotanya hanya butuh waktu
kira kira 30 menit untuk mencapai pusat kegiatan. Mulai diserbu dengan namanya
Circle K, Indomaret, Alfamart dan sebagainya. Ini kadang bertetangga atau hanya
berbeda beberapa meter saja.
Saya jadi ingat sebuah iklan property yang setiap sabtu muncul di Metro TV
tentang pasar basah di salah satu perumahan di Jakarta Utara. Apakah pasar
tradisional harus modern seperti itu dengan perbandingan dengan pasar
tradisional singapura? Setiap daerah memiliku ciri khas masing-masing dalam
pasar tradisionalnya, tinggal bagaimana kita menyikapinya.
Tapi ada yang menarik, pemodal besar menjadi pkl, sedangkan pkl menjadi pemodal
besar.
Salam,
Tomo Hendrawan
Pak Tomo Yth
Saya setuju dengan masukkan Pak Tomo, bukan berarti setiap pasar harus jadi modern. Perlu dikaji kondisi sosial ekonomi kawasan yang dilayaninya. Selain itu juga perlu ditanyakan kepada stakeholders apakah pasar2 tsb perlu revitalisasi. Saya rasa jawabannya perlu tetapi levelnya harus sesuai dengan keinginan pedagang, konsumen, manajemen pasar bahkan investor dan Pemda. Kalau bisa dilakukan stakeholders forum dan pemberdayaan sosial sebelum direvitalisasi.
Kami juga mengusulkan kepada Menteri Perdagangan untuk melakukan proses ini. Sayangnya proyek seperti ini cukup pendek hanya 1 tahun harus bisa terbangun Pasarnya. Jadi sia – sia ngomong pemberdayaan.
Biasanya langsung gusur dan terus dibangun baru. Pedagang langsung diusir. Coba saja lihat kondisi akhir2 ini. Karena katanya ada 140 M untuk dana ini.
Utk PKL juga perlu diatur agar tidak semrawut. Mungkin bisa dibuat di Jalan2 yang tidak ramai atau pedestrianised road. Tentu saja dengan pemberdayaan dan kesepakatan stakeholders.
Terimakasih untuk informasinya
Salam
Respon P Rozald dari forum AMi Permasalahan Pasar Tradisional vs Pasar Modern
fenomena seputar pasar tradisional
harga jual sulit murah, karena:
1. biaya non teknis/ preman dll bertumpuk, 2 atau 3 kali (atau lebih):
aparat pemda/ pasar jaya, kelurahan/ kecamatan, preman setempat.
sumbangan untuk warga, dll
2. biaya modal tinggi: rentenir, bank
pasar, dll ( apalagi akses ke
modal ini pun sangat terbatas)
3. umumnya yang dijual adalah komoditi yang tidak tahan lama/= tidak
laku buang, dan cenderung seragam. perlu pengaturan dan diversifikasi komoditi.
4. kartelisasi dari sekelompok pedagang (dalam wadah organisasi koperasi pasar)=
sekelompok pedagang kaya yang berlindung dibalik baju pedagang miskin
5. banyak ormas (bahkan orsospol) bermain didalamnya
6. dll (masih banyak lagi)
walaupun sarana-prasarananya diperbaiki, namun apabila infrastruktur
ekonomi penunjang kegiatan ber’dagang’nya tidak tersentuh, tidak
akan bisa membuat pasar tradisional mampu bersaing dengan pasar/ ritel
modern.
ini hanyalah gambaran paling sederhana. persoalan sebenarnya mungkin lebih
‘berat’.
mental pedagang pasar pun pada akhirnya menjadi ‘rusak’ karena kondisi-kondisi
ini.
diperlukan perbaikan yang menyeluruh dan komprehensif untuk membantu para
pedagang pasar tradisional ini.
Rozald
Respon dari Pak Rully dari forum AMi – Permasalahan Pasar Tradisional vs Pasar Modern
tambahan (dan ini selalu jadi alasan pengelola pasar modern)
harga jual sulit murah, karena:
7. cara pembelian dengan partai besar memungkinkan pasar modern memperpendek
rantai distribusi karena membeli langsung dari pabrik.
8.cara pembelian dengan partai besar memungkinkan pasar modern untuk menekan
harga dari produsen
9.variasi merchandise yang banyak memungkinkan pasar modern melakukan subsidi
silang dan menjual beberapa produk lebih rendah dari harga belinya (yang mana
sulit dilakukan pasar tradisional)
10. cara pembayaran yang mundur ke produsen memungkinkan pasar modern memutar
uangnya dahulu (dan ini sebenarnya inti bisnis mereka)
11. karena bekerja dibawah satu manajemen, memungkinkan pengelolaan pasar modern
jauuuhhhh lebih efisien
12. jaminan traffic pengunjung yang tinggi memungkinkan pasar modern menerapkan
fee listing merchandise kepada pemasok.
13. dengan modal yang besar walaupun tidak harus membeli tanah, membuat pasar
modern bisa menyediakan parkir yang berlebihan, dibanding pasar tradisional yang
selalu bermasalah dengan parkir
14. metoda dan fasilitas penyimpanan
15….masih banyak lagi…
Intinya memang tidak mungkin pasar tradisional menyaingi pasar modern, jadi
memang harusnya pasar modern hanya boleh ada jaaaauuuuhhhh di pinggir kota dan
jauuuuhhhhh dari pasar tradisional sehingga pasar tradisional bisa hidup, orang
mau kesana karena untuk ke pasar modern relatif jauh dan hanya dilakukan untuk
pembelanjaan rutin bulanan bukan harian.
Kehidupan di pasar tradisional ini penting karena disana “soul” kota bisa
terasa, diantara transaksi pedagang-penjual, diantara becek kios daging dan
ikan, diantara display berantakan toko kelontong…
Salah satu retailer asing di Indonesia yang berasal dari salah satu negara Eropa
(yang menaranya terkenal itu) cerita bahwa di Indonesia ini mereka jauh lebih
nyaman karena di negara asalnya mereka tidak bisa sembarangan buka toko kalau
disana ada local market, atau ada rencana dibuat local market, dan hanya boleh
buka toko yang kecil. Sementara disini seakan tinggal tunjuk jari …beres.
hadooohhhh apa pula ini
Pengetahuan ini hasil beberapa tahun bekerja dan melayani client pasar modern
dan berhasil mewawancarai pelaku pengelola pasar modern.
r.heriawan
architect
Terimakasih Pak Rozald dan Pak Rully buat tambahan informasinya
Jadi harus bagaimana kita sekarang?
Ketika kami menyusun konsep ini, sempat kami menjadi “Konsultan Proposal” atau Konsultan yang hanya membuat Proposal. Sekarang jadi “Konsultan Mimpi” atau Konsultan yang hanya bermimpi.
Semoga suatu saat nanti, ada Aparat Pemerintah yang ingin menerapkan semua masukkan yang positif ini.
Terimakasih
Dear Gunte,
sorry hanya baca sekilas, tapi menimbang pasar tradisional dan modern, rasanya selama tingkat ekonomi masyarakat tidak menaik secara merata dan signifikan, pasar tradisional akan terus hidup, baik secara legal maupun ilegal. No worries!
Sebagai penghuni daerah pasar tumpah, (sedikit curhat judulnya) mau tak mau saya merasa kesal harus melihat tumpukan sampah yang masuk ke selokan maupun menumpuk di depan rumah setiap harinya, dan lalat-lalat maupun comberan berbau yang banjir di musim hujan. Di lain pihak, saya juga merasa kehadiran pasar ini memang benar-benar “menghidupkan” banyak orang, termasuk saya yang jadi konsumen.
Terlepas dari pro kontra pasar tradisional maupun modern, yang pasti sebagai konsumen kalau bisa saya akan memilih pasar yang bersih dan nyaman, tidak berarti harus dengan gedung mewah, lantai perkerasan dan ruang ber-AC dan pengharum semprot, yang penting:
1. SAMPAH terkelola dengan baik.
sampah = sumber bau, vektor penyakit, dan gangguan terhadap infrastruktur kota, yang terlihat jelas pada umumnya pasar tradisional yang kini sudah mengenal plastik dan turunannya. (yang menjadi satu pertanyaan juga sebagai konsumen yang sadar, apakah yang disebut “pasar modern” telah mengelola sampahnya dengan “cara modern” juga??) salah satu inisiatif CSR tentang ini menjadi runner-up BBC World Challenge, dengan project pengomposan sampah organik di pasar tradisional. betapa ideal jika di tiap pasar (modern maupun tradisional) telah tersedia tempat pemilahan sampah dan sistem daur ulang yang tepat guna (bukan dengan mendaur-ulang makanan seperti yang heboh diberitakan beberapa waktu lalu ;).
2. DRAINASE terkelola dengan baik.
untuk masalah drainase, jelas, bukannya takut kuman, tapi alangkah baiknya jika kita bisa mencegah penyebaran berbagai penyakit zoonosis yang diakibatkan ceceran darah, lendir, ataupun kotoran hewan yang dijual. Sebagaimana sampah, limbah memiliki potensi bau dan vektor penyakit.
3. SANITASI memadai.
Pernah mengalami membawa anak yang kebelet pipis saat kita berbelanja? Bahkan mall mewah sekalipun terkadang luput memikirkan hal ini. Betapa repot saat kita harus melintasi alley ratusan meter hanya untuk menemukan WC, yang terkadang kondisinya pun jauh dari bayangan modernitas sebuah mall. Apalagi di pasar tradisional… Bukan cuma perkara pipis dan buang air besar (saya teringat masalah open defecation yang dibasmi dengan memperkenalkan WC di desa-desa, tapi masih banyak terjadi di ruang kota), juga masalah cuci tangan (bagusnya kini di beberapa supermarket telah disediakan wastafel kecil plus sabun di samping counter ikan dkk.)
4. KENYAMANAN RUANG (sebetulnya ini mungkin bukan judul yang tepat…) memadai, pada intinya CAHAYA dan VENTILASI yang memadai (yang terlihat seringkali luput pada peremajaan pasar tradisional), terutama mengingat bangsa kita yang perokok (dan ini juga terjadi di pasar modern dengan gedung full AC dan asap rokok maupun knalpot berputar di dalam ruangan! Betapa oh!!)
5. INFORMASI dan INTERAKSI yang hangat.
Mungkin ini sekedar romantisme, tapi betapa menyenangkan saat kita bisa dengan mudah bertanya pada pemilik kios dan mendapatkan berbagai referensi, seperti kios tetangga yang menjual barang anu yang kebetulan dia tak ada stok (atau terkadang sang pemilik kios yang mengambilkan); rahasia memasak pepes ikan; cara membedakan telur yang baru dan yang lama saat dicelupkan ke dalam air; plus minus panci merk X dibandingkan dengan merk Y; hingga gosip terbaru dari tayangan infotainment pagi. Dan saat kita dihargai sebagai seorang pelanggan dan menjalin hubungan simbiosis mutualisme, bukan sekedar satu dari sekian konsumen yang harus dicatat data alamat dan teleponnya oleh SPG dan harus terus ditingkatkan jumlahnya sebagai pertanda kemajuan dan ditelepon untuk promosi ini itu hanya demi kepentingan penjualan.
Menimbang tradisional atau modern, barangkali suatu ketika kita (saya, Anda, para entrepreneur dan arsitek yang visioner, pihak pemerintah pengelola pasar, para pedagang, para pembeli, para produsen, kontraktor) harusnya menemukan titik tengah… melestarikan nilai-nilai positif yang terkandung dalam relasi antar manusia di pasar tradisional, dan memenuhi tuntutan kepraktisan (modernitas) pasar modern tanpa mengabaikan faktor lingkungan. And everybody’s happy…
Salam,
Eveline
ibu rumah tangga
Terimakasih Ibu Eveline untuk komentarnya.
Saya setuju untuk masukkan Ibu mengenai Perbaikan Pasar Tradisional.
Dan memang solusi integratif seperti ini yang akan menaikkan kompetensi
Pasar Tradisional dalam persaingan.
Tetapi untuk Perlindungan Pasar Tradisional saya kurang setuju.
Karena sebentar lagi atau sejak Januari akan diterapkan China – ASEAN Free Trade Agreement.
Sedikit masukkan saja, kalau China-Asean Free Trade Agreement
atau Pasar Bebas benar – benar berlaku bukan hanya Pasar Tradisional yang akan tergusur.
Setiap pabrik, perusahaan di Indonesia yang tidak kompetitif akan gulung tikar.
Selanjutnya keluarga akan kehilangan mata pencahariannya.
Nanti ekonomi akan makin sulit.
Jadi mungkin perlu dipikirkan untuk mengurangi dampak persaingan bebas,
serta menambah kompetensi seluruh UKM dan Usaha di Indonesia,
termasuk yang beroperasi di Pasar Tradisional.
Salam Hormat
Gunawan
Retail di Indonesia tetap jaya..