CO-CD base management model of Universitas Terbuka community service program

These studies were to respond whether the UT social-aid management had been executed under CO-CD principles (Ife J. 1995) and what CO-CD base community service management model can be built. The goals of these evaluational studies were UT social-aid managerial performance profile (2011-2013) and CO-CD management model development. The methods used were Survey and FGD. For data collection were involving the UT officers, the counterparts, and the documents. The analysis used combination between the Performance Analysis (Irawan P., 2003) and the CIPP (Stuffelbeam, D, L., & Shinkfield, A, J., 1985). The findings showed that the quantitative targeting in program completion was credible in achievement (85%). However, the “qulitative targeting” of the management goals was indicating far from a good-stage (≤5.0_Interval-Force: 1-10 Scale). The “Gap” was due to the absent of socialization_needs-analysis_maintenance_release factors on the UT social-service grand-policy. The trial of CO-CD Base Management Model had been imposed to the community that turned out to be very effective to self-help, and the ensuing SOP had been successfully defined. Conclusion, ‘CO-CD Principles’ were not designed in UT community service programs management. However, if efficiency and effectivity likely to be achieved, the SOP of ‘CO-CD Base Management Model has to be adopted.


Introduction
The implementation of community engagement program is mandatory for all universities. Through the involvement their lecturers, it is expected to be run effectively. The objectives of UT's community engagement program so called 'Abdimas-Bansos' are to develop the capacity of the marginal community and to revitalize the environmentally critical areas.
The management of Abdimas program, accountabelly has to be subjected to Permenkeu No. 13 Year 2003, and substantially based on the community empowerment the principles known as CO-CD (Community Organization -Community Development). The monitoring and evaluation activities of the UT Abdimas program have been limited to the general performance issues of administration and financial accountability. Similarly, the substantive aspects of intervention in community empowerment and improvement of critical areas are also still weak in design. The weakness of the conceptual basis of CO-CD on the community engagement program management have been still low in its effectivity and inefficiency pursuing its objectives of the Abdimas program.
The strength of the UT strategic plan policy on the Abdimas program is an appropriate momentum for the development of the CO-CD base management model for UT Abdimas program.

Basic Assumption
By optimizing the integrative community ang enabler resource management, between the needs base and the appropriate 'CO-CD' intervention capability will certainly increase the positive impact on the community development outcomes.

Research Locus
This study covered the identification of various managerial problems of UT Abdimas-Bansos program 2011-2012-2013, which samples were drawn from the total population of 46 program activities that had been selected in 15 communities spread over Jabodetabek and 3 greening-partners in 4 reforestation areas on the island of Sulawesi and Java.

Methodology
The main methods used were a survey for performance analysis and FGD for the CO-CD Management Base development. The performance analysis of UT Abdimas-Bansos program management was basically descriptive qualitative, and the data collection techniques used were Depth-Interview, Observation, and Document Review.

Population and Sample
The population in this study were all managers within the PPM-LPPM-UT and partners of the UT Abdimas-Bansos program organizer. The description of the relationship among samples and data collection techniques to be implemented in this study is shown in the following diagram.

Data Analysis
The explanation of the use of research tools had focused on answering the two research questions, such as the following: The principles of data analysis were used Performance Analysis (Irawan P., 2003) to analyze and illustrate the value of UT Abdimas-Bansos management performance through which responded by the interview guidline instrument, that covered the standard issues of UT Abdimas-Bansos management, the actual management performance, the implementation gap, the implementation problematics, the cause of problematis, and alternative solution of the UT Abdimas-Bansos management. Then in parallel CIPP analysis instruments (Stuffelbeam, D, L., & Shinkfield, A, J., 1985) had been employed to identify stage by stage of managerial performance processes. Miles-Huberman Interactive Model Model Data Analysis had also been used in the process of checking the validity of data through the check and recheck process of key informant responses, through phasing and clustering of data collected (Cluster-1 and Cluster-2) before each of them is conclusively drawn. Management 2011Management -2013 The realization of the program in general is the absence of socialization stage by the managers of PPM-UT to the partners causing the emergence of the disefficiency and the effectiveness of program implementation. The results of the training intervention on training product and the fulfillment of institutional needs directly can be realized, but this performance is not incapable of creating Sustainably Self-help condition. This is because the coordinating partners of NGO/Community Group Leaders only follow the TOR (Terms of Reference) as the work reference in the implementation of the program of Bimus-Bansos Th 2011-2013. While TOR is not based on CO-CD. There is no 'Maintenance' or 'Release' phase in any unit of intervention program implementation to ensure the achievement of self-help of beneficiary communities. Therefore, it is necessary to draw up a TOR script that explicitly mentions the indicative targets of the 'Maintenance' and 'Release' stages.

Results of Interview with the Working Partner on Greening Program 2011-2013.
The interview results taken from the NGO Working Partners to do with their management performance are presented in Table 1 1 in the Appendix. 1 The data contained in Table 1

Document Review Results of UT Abdimas-Bansos 2011-2013 Management Performance
The result of the 2011-2013 document review taken from the Abdimas reports indicated that quantitatively had succeeded 85% accountable. The remaining 15% was a failure related to the failed performance and commitment of the Working-Partners in executing the program. However, qualitatively the management performance results measured by CO-CD principles were still showing substantial weakness. The overall, the management of the UT Abdimas-Bansos 2011-2013 programs were not executed according to CO-CD principles. As with no socialization phase, weak needsassesment and organizing practices such as poor scheduling and loose quality outcomes were the major crucial issue of the performance. Of the 11 (eleven) Abdimas-Bansos UT Th 2011-2013 programs, not all can be executed thoroughly, and only 7 (seven) program packages can be completed.
From the perspective of Needs Analysis component, the weakness was inconsistent application of variables and indicators of needs-assessment parameters to the candidate-communities. The perspective of Program-Implementation component, the emergence weaknesses was in the technical implementation of the intervention, which case was of the difficulty creating consistency between the planning and the program realization. The next, in the perspective of Maintenance and Release components of CO-CD, UT did not adopt these components. The Maintenance and Release components of the CO-CD intervention program were not recognized in UT Abdimas-Bansos [2011][2012][2013]. So that, of the six crucial components in the CO-CD management procedure, UT was limited to only three components e.g.: organizational, needs analysis, and program implementation component.

Results of the Observation of UT Abdimas-Bansos Management Performance
The UT 'Greening' projects, which were especially taken place at Situ-Gintung Tangerang   o The domination of UT community-service programs 2011-2013 almost all areas of community development were focused on welfare sector, and none of programs adopted the maintenance and release phase.
o UT community-service program on Greening and Forestation sector, in average after 2 years of running had shown ineffective at all. The low rate of success of the reforestation programs was due to the poor needs analysis factor and the results very difficult to be objectively verified by PPM-UT.

Result of Self Observation on the Program Implementation
The self-observation results showed that in the Socialization component, there was no socialization activity prior to its implementation to the beneficiary partners. So the Working-Partners found it difficult to understand the background and purpose of program. The various organizing activities were troublesome, especially the difficulty of understanding the procedures of financial accountability under the scheme of 'Pure Bansos or Non-pure Bansos'). The implementation of needs analysis activities became difficult to understand, because the stage of socialization was not adopted. There was unsuitable needs assement parameter set by PPM-UT applied to the candidate-communities, whose needs did not meet criteria of assement parameter. So it must undergo the process of adjusting the proposal to the criteria determined by UT as the donor. The overall implementation of activities carried out in the allocation is very limited in time wise, so that the results becoming less maximal. There were no 'Maintenance' and 'Disengagement' activities to be implemented, after being given further aid of training-nontraining assistance.

Trial Results of the CO-CD Base Management Model
The trial implementation of the CO-CD Base Management Model of UT Abdimas program was conducted from March to November 2015. The goals, besides testing the implementability of the CO-CD management model were also developing a learning studio for the poor children (30 members) in Cilengok village, Padarincang sub-district, Serang regency, to access learning resources. The capacity development program was called "Science and Technology for Society: Learning Center for Unfortunate Children". The implementation of the trial CO-CD Base Management program was consistently following the CO-CD principles designed by the Enabler Team (lecturers) from UT. This intervention design-pattern was arranged into 6 phases of activities, namely: Socialization Phase, Organizing Phase, Needs Analysis Phase, Implementation Phase, Maintenance Phase, and Release Phase. The CO-CD intervention design was a pilot-project in synergy with the research program of the CO-CD Base Management Model development program granted by DIKTI 2015. The

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IORA-ICOR 2017 IOP Publishing IOP Conf. Series: Materials Science and Engineering 332 (2018) 012044 doi:10.1088/1757-899X/332/1/012044 colaborative synergy between the UT Abdimas program and the DIKTI research program was to improve the efficiency and effectivity of both given project-programs. On the side of the CO-CD Base Management Model program development, a full trial that based on the six phases of CO-CD intervention principles was simulated to the beneficiary community.
The trial result of the CO-CD Base Management Model through the "Science and Technology for Society: Learning Center for Unfortunate Children" project in Cilengo Village, Padarincang Subdistrict, Serang Regency was been reportedly successful. All six phases of CO-CD principles had been successfully executed to the community up to the self-help level (Reports can be seen on Webbsite: Simpen UT).

Manuscript Dovelopment Results of CO-CD Base Management Model
This CO-CD Base Model Management manuscript had been developed for three types of UT community engagement for enablers, e.g.: Lecturers as individual (Abdipelmas-Mandiri), Lecturers at regional office, and Lecturers at headquater. These three types of community engagement have different characteristics, so the management model is also slightly done differently but remains in the same based on CO-CD principles. This CO-CD Base Management Model is aims to provide a stronger leverage to the impact of the results of the implementation of the UT community engagement program. The manuscript of UT Abdimas CO-CD Base Management Model provides technical guidance to all UT stakeholders such as the managers of the UT Abdimas working unit (PPM-LPPM-UT), the lecturers in community engagement implementation that start with the proposal submission, reporting activities, procedures for obtaining certificates, and the potential working-partners of the beneficiary communities. This manuscript can be accessed on UT Webbsite: Simpen UT, which systematically is as follows:  The more detail of the CO-CD principles in developing the model of the proposal would look like this below in Tabel 3 3 . 1) Describe briefly, clearly and as fully as possible the current partner condition 2) Display data both qualitatively and quantitatively in support of partner condition information 3) Explain the meaning of partner's existence to the environment (impact of its existence) Community Problematics 1) Partners or communities are people who will get abdimas or community programs that are willing to be involved in the abdimas program. 2) Identify problems faced by partners. θ Write down clearly your justification with your partner in determining priority issues to address. 3) Keep the problem specific, concrete and really a partner issue.
Strategies and Solutions offered 1) Describe the strategies and approaches offered to support the implementation of the Abdimas program, shall be based on CO-CD procedures and principles, including: Socialization, Organizing, Critical Needs Analysis of partners / communities, Implementation / Training-nontraining, Maintenance of Intervention Results, and Release -Self-help sustainability. 2) Write down each stage of activity in accordance with CO-CD procedures / principles that demonstrate concrete steps to the solution of mutually agreed issues to the disposal stage, 3) Describe how partner participation in program implementation is at least 8 CD-CD determinant factors. Targeting Outputs 1) Write the type of output that will be produced in accordance with the activity plan either in the form through Training and Nontrainig; 2) If the output is in the form of product or goods or certificate and the like, state also its specifications based on the principles of Critical Needs of partners / communities, Training-nontraining interventions Strategy, and Self-help Sustainability according to 8 factors dterminan CO-CD. Feasibility of Implementing Community Service at the Region 1) Describe the Implementation Team Qualification, Team Skills Relevance, Team Synergy and Community Experience, especially for the Team Leader; 2) Schedule of Activities, covering all stages of CO-CD-based implementation procedures.

Discussion
The overall data taken from the interviews and observations that are presented in Table 1 and Table 4 have confirmed the findings that the implementation of the UT community-engagement 2011-2013 did not adopt the CO-CD principles. The key findings that can be discussed are as follows: In the case of project proposal submission that which executed by the working-partners, there was a major difference between the 'Initial-Proposal' and the 'Revised-Proposal'. The difference between the two proposals were due to the wrong perception of the working-partners in which no socialization was given by PPM-UT managers prior to the proposal submission.

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Quantitatively, the overall UT community-engagement programs apparently could be well organized, which 85% of the program realization was completely executed. However, when it was qualitatively measured from the perspective of CO-CD principles, the management of UT community-engagement programs was necessarily in need of managerial reformation. The reason is that the program managers and working-partners did not adopt CO-CD principles, neither is in existent in the Terms of Reference for implementation.
The absence of a written feed-back from the needs analysis results supposedly made by PPM-UT reviewers to the working-partners, it led to the uncontrollable proposal quality improvements. So it is crucial that the working-partners who submited a proposal are given a written feed back through the PPM-UT standard selection process.
In the short term there was a direct physiological and physiological impact of the intervention on the beneficiary community members. However, in the long term it was not sustainably leading to selfhelp. This situation was due to the absence of CO-CD Base Terms of Reference for communityengagement program implementation during [2011][2012][2013]. Therefore, the UT Terms of Reference for community-engagement program has to be developed based on the principles of sustainable self-help. The short term psychological and physiological impact of the intervention on the beneficiary community members so far have been so inefficient in donation-wise. At the same time there has always been no assurance in the achievement of sustainable self-help, and it is notified due to the absence of CO-CD base on the Terms of Reference that covers the instruments to control sustainable success rates.
In the case of CO-CD Base Management Model development, the trial had been imposed on the unfortunate community in learning access at Cilengok Village that turned out to be very effective in creating self-help. Furthermore, the formulation of CO-CD Base Management Model, the ensuing manuscript had been successfully defined.

Conclusion
The findings showed that the quantitative targeting was found credible as achievement (85%). However, the "qulitative targeting" of the performance management goals is indicating the far from a good-stage (≤5,2_Interval-Force 1-10). The "Gap" was due to the absent of socialization_needs-analysis_maintenance_release factors on the UT social-service grand-policy.
More specifically, the 'Program Socialization' component was not adopted in the guidelines of the implementation of the UT community-engagement programs (Abdimas-Bansos 2011-2013). The non-adoption of CO-CD principles had resulted in the absence of the Socialization component. While the components of 'Organizing', the scheduling and execution of community-engagement programs, especially Abdimas-Bansos 2012 was very weak, marked by the absence of absolute absorption of that year budget program. The programs implementation schedule was so cramped (Oct-Nop-Dec 2012), so that the outcomes were not optimal. In the 'Needs Analysis' component, the crucial issue was about 'to determine the appropriate tolerance level' in the provision of social-aid to the prospective beneficiary communities. In the case of the 'Program Implementation' component, it was marked by a heavy workload due to the short duration of the program implementation period, and the weakness of the community-engagement program managers to perform the planning consistency with its realization. Furthermore, the 'Program Maintenance component was not adopted at all in the design of the UT Community-Engagement Terms of Reference, so that there was no assurance that the outcome of the intervention could bring about the self-help stage to the beneficiary community. Similarly in the 'Release' or disengagement component, the UT management did not adopt this component so that the results of the intervention could not achieve the maximum Self-help condition.
In the scope the trial of CO-CD Base Management Model, this model had been imposed to the beneficiary community at Cilengok Village that turned out to be very effective upto the self-help condition, and the ensuing manuscript of CO-CD Base Management Model had been successfully defined.

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Recommendation A CO-CD Training program is required for all Abdimas-UT program stakeholders. UT needs a CO-CD base Terms of Reference, which covers all six CO-CD components. The weak factor in the program scheduling requires the controls strengthening through sufficient time allocation including multi-year enforcement. For the weakness of the Needs Analysis, it is necessary to give timely more tolerance in the selection process to the managers and the working-partners. In the 'Implementation' component, an instrument for evaluating and monitoring is required to be implemented from the beginning of socialization until the release phase. Recommendations on the issue of non-adoption of the the 'Program Maintenance' and 'Program Release' stage in the community-engagement program intervention, it is required a university-level policy on the importance of adopting the CO-CD principle at the UT community-engagement management system, started from the strategic-plan up to the implementation guidelines and the best-practices CO-CD training programs for all UT stakeholders.
The pilot test of the CO-CD base management model had demonstrated the effective outcomes, so that this community-engagement management model should immediately be utilized as a standard terms of reference for UT community-engagement program implementation, if efficiency and effectivity are likely to be achieved.

Acknowledgments
First of all on behalf of the research team, we would like to thank the Research Center of UT and the Directorate of Research and Community Service of Directorate General of Higher Education for giving us opportunity to execute such this multiyear research and development (2014)(2015). This crucial research and development were only possible to be completely done due to the unremitting working moral of our team mate to finish the projects optimally. Dr Sudira and Drs. Hasoloan M.Si as team mate were playing significant contribution to this project. Also, we would like to express our gratitude to all colleagues at UT Research Center, who had kindly helped providing administrative support needed to finish accountably these multiyear projects.  1) 25% failure rate failed to live.
2) Ibidem (having the same case as above colomn). . 2) The lack of a CO-CD perspective by all UT stakeholders, especially PPM-UT managers on Greening Programs implementation and Comdev (Community Development) progams causes the stage of needs analysis was done poorly and the CO-CD principles was not included in the TOR of Cultivation and Reforestation Program nor Comdev Programs. 3) No CO-CD base needs analysis in the TOR for the UT forestation and community service programs needs analysis.

4) Weak application of firmed variables and indicators
on the needs analysis instrument on the community needs for selection and decision to give social aids. 2011_ Procurement of trash / plant in Tangerang Selatan