Electronic Theses and Dissertation

Sektor pertanian memegang peranan sentral sebagai tulang punggung perekonomian Indonesia, berfungsi ganda sebagai penyedia pangan strategis dan jaring pengaman sosial. Namun, realitas di lapangan menunjukkan paradoks yang persisten: meskipun agraris, Indonesia masih bergulat dengan inefisiensi produksi, konversi lahan, dan stagnasi regenerasi petani. Data Badan Pusat Statistik (BPS) tahun 2023 mencatat impor beras nasional menembus angka 2,1 juta ton, sebuah indikator nyata akan kerentanan ketahanan pangan domestik. Di sisi lain, sektor ini menyerap 29% tenaga kerja nasional, sehingga setiap peningkatan produktivitas akan berdampak langsung pada pengentasan kemiskinan dan pemerataan ekonomi wilayah. Oleh karena itu, paradigma pertanian tradisional harus segera ditransformasi menuju pertanian modern yang berbasis korporasi dan teknologi (FAO, 2021; World Bank, 2020).Kabupaten Simeulue, sebagai wilayah kepulauan di Provinsi Aceh, menghadapi tantangan spesifik berupa rantai logistik yang mahal dan keterbatasan akses input luar. Meski demikian, potensi agraris wilayah ini menunjukkan tren positif. Data BPS Aceh (2025) mencatat peningkatan luas panen padi dari 5.780,84 hektare (2023) menjadi 6.809,33 hektare (2024), dengan produktivitas rata-rata 3,42 ton/hektare. Capaian ini didorong oleh intervensi pemerintah melalui program Cetak Sawah dan Perluasan Areal Tanam (PAT).
Namun, evaluasi lapangan menunjukkan petani lokal masih terkekang oleh empat kendala struktural: (1) Aksesibilitas, yakni keterbatasan jangkauan terhadap teknologi presisi dan permodalan formal; (2) Kognitif, berupa minimnya pengetahuan tentang praktik pertanian berkelanjutan (sustainable farming); (3) Pasar, di mana posisi tawar petani lemah akibat rantai tata niaga yang panjang; dan (4) Infrastruktur, terutama jaringan irigasi tersier yang belum optimal. Sebagai respons strategis, Kementerian Pertanian meluncurkan inisiatif Brigade Pangan (BP). Berbeda dengan kelompok tani konvensional, Brigade Pangan didesain sebagai entitas bisnis berbasis korporasi yang mengelola hamparan lahan minimal 200 hektar secara terpadu. Legitimasi kelembagaan ini diperkuat oleh Permentan Nomor 40 Tahun 2020 dan UU Nomor 19 Tahun 2013, yang memberikan mandat legal bagi petani untuk berkonsolidasi guna mencapai skala ekonomi (economies of scale). Melalui pola kemitraan strategis yang melibatkan pemerintah, swasta (off-taker), dan akademisi, Brigade Pangan bertujuan menciptakan ekosistem pertanian yang terstruktur, efisien, dan melek teknologi guna menjamin kelayakan hidup pelaku utamanya, yaitu petani (Kementerian Pertanian, 2024a).
Penelitian ini didesain untuk merumuskan strategi presisi bagi pengembangan Brigade Pangan di Simeulue. Tujuan utamanya adalah: (1) Mengidentifikasi determinan internal dan eksternal yang mempengaruhi kinerja program; dan (2) Menyusun hierarki prioritas strategi yang paling relevan untuk diimplementasikan. Pendekatan yang digunakan adalah mixed-method dengan desain survei. Populasi penelitian adalah anggota aktif Brigade Pangan, dengan pengambilan sampel menggunakan teknik purposive sampling sebesar 30% dari total populasi (105 responden), jumlah yang dinilai representatif secara statistik (Arikunto, 2020).
Analisis data dilakukan secara bertingkat. Tahap pertama adalah analisis deskriptif kualitatif untuk memetakan kondisi eksisting. Tahap kedua menggunakan matriks IFAS (Internal Factor Analysis Summary) dan EFAS (External Factor Analysis Summary) untuk memetakan posisi strategis dalam diagram SWOT. Tahap akhir, yang menjadi inti penelitian ini, adalah penggunaan Quantitative Strategic Planning Matrix (QSPM). Metode QSPM dipilih karena kemampuannya meminimalisir subjektivitas dalam pengambilan keputusan strategis melalui pembobotan nilai daya tarik (Sum Total Attractiveness Score/STAS) berdasarkan penilaian pakar David et al. (2023).
Pemetaan lingkungan internal dan eksternal menghasilkan identifikasi faktor-faktor kunci sebagai berikut:
1) Kekuatan (Strengths): Aset Alam dan Modal Sosial, Kekuatan fundamental Brigade Pangan di Simeulue terletak pada penguasaan aset produksi. Ketersediaan lahan hamparan >200 hektar yang didukung sumber daya air memadai (skor 0,374) memungkinkan penerapan mekanisasi penuh (full-mechanization) yang mustahil dilakukan pada lahan sempit. Modal sosial juga tergolong tinggi, terlihat dari antusiasme masyarakat untuk berpartisipasi (skor 0,373). Selain itu, akses terhadap teknologi modern (alsintan) dan dukungan kemitraan multipihak (skor 0,365) menjadi pilar pendukung operasional yang solid.
2) Kelemahan (Weaknesses): Kapasitas SDM dan Manajemen, Sisi internal organisasi masih menyisakan celah kerentanan. Kelemahan paling mencolok adalah absennya sistem evaluasi dan monitoring yang berkelanjutan (skor 0,243), yang berpotensi memicu inefisiensi penggunaan anggaran. Selain itu, terdapat resistensi kultural dari petani tradisional terhadap perubahan pola tanam (skor 0,226), serta koordinasi antar pemangku kepentingan yang belum padu (skor 0,240). Ketergantungan tinggi pada pendanaan eksternal (skor 0,198) juga menjadi titik kritis yang mengancam kemandirian program.
3) Peluang (Opportunities): Momentum Kebijakan dan Teknologi, Lingkungan eksternal menawarkan momentum emas melalui dukungan kebijakan pemerintah pusat yang kuat terhadap swasembada pangan. Peluang lain meliputi adopsi teknologi 4.0 untuk efisiensi input, serta potensi pasar beras premium yang terbuka lebar jika integrasi dengan industri pengolahan dapat direalisasikan. Model pendekatan partisipatif (sekolah lapang) juga berpeluang besar untuk mengakselerasi transfer pengetahuan.
4) Ancaman (Threats): Iklim dan Dinamika Sosial, Ancaman eksternal yang perlu dimitigasi meliputi dampak perubahan iklim global yang memicu anomali cuaca (banjir/kekeringan), yang sangat berisiko bagi pertanian kepulauan. Selain itu, potensi konflik sosial akibat ketimpangan distribusi bantuan dan fluktuasi harga pasar akibat impor beras juga menjadi variabel risiko yang signifikan.
Sintesis matriks SWOT menghasilkan empat rumpun strategi utama:
1) Strategi S-O (Agresif): Mengapitalisasi lahan luas dan teknologi untuk program intensifikasi (OPLA) guna meningkatkan Indeks Pertanaman (IP) menjadi 2,5. Ini mencakup pelaksanaan sekolah lapang berbasis teknologi dan formalisasi kontrak bisnis dengan industri hilir.
2) Strategi S-T (Diversifikasi): Menggunakan kekuatan penyuluh untuk melakukan edukasi mitigasi iklim, serta membentuk unit bisnis mandiri (Koperasi) untuk melawan ancaman ketergantungan finansial.
3) Strategi W-O (Turn-around): Mengatasi kelemahan infrastruktur dengan mengajukan investasi irigasi presisi (embung/tetes) dan mendorong regulasi perlindungan lahan (Qanun) berbasis kearifan lokal Kono Lada.
4) Strategi W-T (Defensif): Melakukan diversifikasi sumber pendanaan (Crowdfunding/Dana Desa) dan menyederhanakan modul pelatihan menggunakan platform digital agar mudah diakses petani yang resisten.5
Prioritas Strategi Berdasarkan Analisis QSPM Berdasarkan penilaian pakar, berikut urutan prioritas strategi yang direkomendasikan:
1) Optimalisasi Manajemen Brigade & Mekanisasi (STAS: 7,450)
Fokus: Transisi penuh ke teknologi pertanian guna mengatasi kelangkaan tenaga kerja muda. Target: Menekan kehilangan hasil (loses) hingga

The agricultural sector plays a central role as the backbone of the Indonesian economy, serving both as a strategic food provider and a social safety net. However, the reality on the ground reveals a persistent paradox: despite its agrarian nature, Indonesia still grapples with production inefficiencies, land conversion, and stagnant farmer regeneration. Data from the Central Statistics Agency (BPS) in 2023 recorded national rice imports reaching 2.1 million tons, a clear indicator of the vulnerability of domestic food security. Furthermore, this sector employs 29% of the national workforce, so any increase in productivity will have a direct impact on poverty alleviation and regional economic equality. Therefore, the traditional agricultural paradigm must be immediately transformed into a modern, corporate- and technology-based agriculture (FAO, 2021; World Bank, 2020). Simeulue Regency, as an island region in Aceh Province, faces specific challenges in the form of expensive logistics chains and limited access to external inputs. Nevertheless, the region's agricultural potential shows a positive trend. Data from the Aceh Statistics Agency (BPS) (2025) recorded an increase in rice harvested area from 5,780.84 hectares (2023) to 6,809.33 hectares (2024), with an average productivity of 3.42 tons/hectare. This achievement was driven by government intervention through the Rice Field Printing and Planting Area Expansion (PAT) program. However, field evaluations indicate that local farmers are still constrained by four structural constraints: (1) Accessibility, namely limited access to precision technology and formal capital; (2) Cognitive, in the form of minimal knowledge about sustainable farming practices; (3) Markets, where farmers' bargaining position is weak due to the long trade chain; and (4) Infrastructure, particularly the suboptimal tertiary irrigation network. As a strategic response, the Ministry of Agriculture launched the Food Brigade (BP) initiative. Unlike conventional farmer groups, the Food Brigade is designed as a corporate-based business entity that manages a minimum of 200 hectares of land in an integrated manner. This institutional legitimacy is reinforced by Ministerial Regulation No. 40 of 2020 and Law No. 19 of 2013, which provide a legal mandate for farmers to consolidate to achieve economies of scale. Through a strategic partnership involving the government, the private sector (off-takers), and academia, the Food Brigade aims to create a structured, efficient, and technologically literate agricultural ecosystem to ensure the livelihoods of its primary actors, namely farmers (Ministry of Agriculture, 2024a). This research was designed to formulate a precise strategy for the development of the Food Brigade in Simeulue. The main objectives were: (1) Identifying internal and external determinants influencing program performance; and (2) Developing a hierarchy of priorities for the most relevant strategies for implementation. The approach used was a mixed-methods survey design. The study population was active members of the Food Brigade, with purposive sampling of 30% of the total population (105 respondents), a number considered statistically representative (Arikunto, 2020). Data analysis was conducted in stages. The first stage involved a qualitative descriptive analysis to map existing conditions. The second stage used the Internal Factor Analysis Summary (IFAS) and External Factor Analysis Summary (EFAS) matrices to map strategic positions in a SWOT diagram. The final stage, which is the core of this research, involved the use of the Quantitative Strategic Planning Matrix (QSPM). The QSPM method was chosen for its ability to minimize subjectivity in strategic decision-making through weighting the Sum Total Attractiveness Score (STAS) based on expert assessments by David et al. (2023). The mapping of the internal and external environments resulted in the identification of the following key factors: 1) Strengths: Natural Assets and Social Capital. The fundamental strength of the Food Brigade in Simeulue lies in its control of production assets. The availability of over 200 hectares of land supported by adequate water resources (score 0.374) allows for full mechanization, which is impossible on limited land. Social capital is also high, as evidenced by the community's enthusiasm for participation (score 0.373). Furthermore, access to modern technology (agricultural machinery) and support from multi-stakeholder partnerships (score 0.365) are pillars of solid operational support.Weaknesses: Human Resource and Management Capacity. The internal organization still has vulnerabilities. The most glaring weakness is the absence of a sustainable evaluation and monitoring system (score 0.243), which has the potential to trigger budget inefficiencies. Furthermore, there is cultural resistance from traditional farmers to changes in cropping patterns (score 0.226), as well as ineffective coordination between stakeholders (score 0.240). High dependence on external funding (score 0.198) is also a critical point threatening the program's independence. 3) Opportunities: Policy and Technology Momentum. The external environment offers a golden opportunity through strong central government policy support for food self-sufficiency. Other opportunities include the adoption of 4.0 technology for input efficiency, as well as the wide-open market potential for premium rice if integration with the processing industry can be realized. A participatory approach model (field schools) also offers significant potential to accelerate knowledge transfer. 4) Threats: Climate and Social Dynamics. External threats that need to be mitigated include the impact of global climate change, which triggers weather anomalies (floods/droughts), which pose a significant risk to island agriculture. Furthermore, the potential for social conflict due to unequal distribution of aid and market price fluctuations due to rice imports are also significant risk factors. The SWOT matrix synthesis yielded four main strategy clusters: 1) S-O (Aggressive) Strategy: Capitalize on extensive land and technology for the intensification program (OPLA) to increase the Cropping Index (IP) to 2.5. This includes implementing technology-based field schools and formalizing business contracts with downstream industries. 2) S-T (Diversification) Strategy: Leverage the strengths of extension workers to provide climate mitigation education and establish independent business units (cooperatives) to counter the threat of financial dependence. 3) W-O (Turn-around) Strategy: Address infrastructure weaknesses by proposing investments in precision irrigation (embung/tetap) and promoting land protection regulations (Qanun) based on the local wisdom of Kono Lada. 4) W-T Strategy (Defensive): Diversify funding sources (Crowdfunding/Village Funds) and simplify training modules using digital platforms to make them easily accessible to resistant farmers. 5 Strategic Priorities Based on QSPM Analysis Based on expert assessment, the following is the recommended strategic priority order: 1) Optimizing Brigade Management & Mechanization (STAS: 7,450) Focus: Full transition to agricultural technology to address the shortage of young labor. Target: Reduce yield losses to