Government of Samarinda Draft Strategic Plan , s
d ... ...gi «... ..... .,-:._...-.,._�_. .,.
Bili NMr ahan-Samarinda Strategic Ptan.doc
Page 7 '
THE GOVERNMENT OF THE CITY OF SAMARINDA
DRAFT
STRATEGIC PLAN
OF THE CITY OF SAMARINDA
FOR 200I-2005
A Collaboration Between
The Development Agency of the City
Of Samarinda
And
The Social and Economic Research Center
•
Of The Research Institute Of Mulawarman University,
Samarinda
BiIlvMonahan-Samarinda Strategic Plan rdoc _ .,,Page?
CHAPTER I
FOREWORD
1.1 BACKGROUND
The performance of the City Government needs to be improved,especially at the beginning of this era
of globalization and with the implementation of Law 22 of 1999 on regional Government and Law 25
of 1999 on Financial Apportionment between the Central alio Regional governments,together wiith the
increasing and strengthenin demands frpj."the.public.Hence,it is necessary to prepare an appropriate
'formulation that-kindles on all the public's aspirations. rs rs because this tter wtlT"iiiftii ncelTie
overall development process.
Developments,both domestically and internationally,demand that we improve,not only our
human resources,but also the organizational performance of our institutions so they are better prepared
more attentive to needs and stronger in facing these challenges.
Economies in the globalization era will no longer acknowledge national boundaries and it is
even forecast that the roles of nations will also progressively decline.The globalization trend is being i
accelerated by the ever faster advance of technology, particularly in the sectors of transportation,
telecommunications and information that have made possible the speedier flow of money,goods and
services and informationi [a`rger quantities,with ever improving quality and at ever lower cost.The
competition between nations in producing goods and services will become progressively stronger and
more competitive,while technological progress will speed up the process of globalization in several
areas of national life. Hence a nation's use of science and technology will determine its success in
confronting globalization in the economic area and in other areas of life.
To speed up this process, a high degree of mastery of science and technology is needed,
because with this,the process will be speedier and more effective in achieving the desired aims.Apart
from this,in the globalization era,the flow of trade goods and services will become faster and increase
in magnitude.Hence,the needs of the people of Samarinda for housing will continue to increase,both
in quantity as well as in quality. All of this will have socio-economic consequences for the entire
community.To deal with this,the government must quickly take steps to dram en down de„ipAgIs from
the public so that these problems do not all justile up,later becoming an ever-increasing burden.
A constraint currently faced by the city of Samarinda is"the lack of nrofessit}gatst to the
point that this has become an obstacle in resolving,the problem mentioned abow.Hence,an important
determinant rn overcoming the problem is to improve professionalism, while imbuing this with sr elf-
confidence ar4,piaty(Imtaq)and Qgy(Iptek).
Apart from the challenge above,the other problems to be faced by Samarinda stem from the
implementation of Law 22,af l9_9,,aon re ionalgover ment and Law.,25 of 1999 on Financia
Ap rtionment between Central and Regional governments that give extensive powers to the City in
carrying out its functions of empowerment and development.
Autonomy contains within it the elements of delegation of authority and the opportunity to
exercise complete discretion,and the proper distribution of resources.This all demands That we have
ua i resources,and a better erformance Q the .¢,r}(.Currently,though,the quality of
thg apparatus of government(bureaucracy)is still inadequate.Apart from this, the orientation of the
bureaucracy is to a governance that is tra clAackled topatterns that place greater iiuortaice on
reputation and evaluation by,the�,entra government and more local interests.
w�. tier challen es for Samarinda are the political demands being made,,by,t e pubhcthat want
y`l'o"6
the principles of democrace apofplied in all aspects life,including in this the performance of e
government apparatus.. Within the bureaucracy, his egiaflds a capability of tUis apparaTus to
aPPrehend the aspirations of the public, and to exercise transparency in decision magi g,.,,to,1 ;
professional, responsive and accountable in t►l"eit work. Hence it is necessary to improve the
performance of the Regional Government to create clean government.
Starting out from the above considerations,rt is necessary to prepare a Strategic Plan for the
City of Samarinda,with the primary aim that all challenges posed and wishes o., a peo a of°the city
c n be saiiisfactonly met" iisis because the Strategic plan will form a guide for the City of Samarinda
in achieving its vision,mission and aims.
1.2 INITIAL AGREEMENT
This strategic plan considers not only the ideal condition that the institution hopes to achieve in to
1 itIire(vision)and the reason s the institution was"established(mission),as it is also cicar that there are
aims and targets that should be achieved.To achieve these aims,itis necessary to have an appropriate
strategy,so that the vision and mission that are prroc aimed can be appropriately ai g�u y realized.
So that an ideal outcome can be achieved, rior consensus of all the keho ders in..
Samarinda City is needed.This consensus.is needed because..t is stta egic plan;in the end is directed
'towards satisfying the interests of the community.,,
Samarinda Strategic Plan for 2001-2005 page 2
Page Bill MonaSamarinda Strategic ahn- na gc Ptan.doc e 3
,.,�.�,.��.,.�. ...,...,.:-. �.,.�..�� .z.-�. .._... ..,�a Y.., _.,�. ..�
These stakeholders comprise:
,k' • The Mayor of Samarinda and his entire lineup of staff;
/ • The Samarinda City Council;
• The public.
1.3 MANDATE
This Strategic Plan has been prepared on the basis of the powers contained in the laws in effect as its
legal basis for preparing and carrying it out,including:
1. Decision No IV/MPR/1999 of the People' Consultative Assembly(MPR)on Outline of Major Gov.
Policies 1999-2004;
2. Republic of Indonesia Law 22 of 1999,on Regional Autonomy;
3. Republic of Indonesia Law 25 of 1999,on Financial Apportionment between the Central and Regional
Governments;
4. Republic of Indonesia Law 25 of 2001,on National Planning Program;
5. Government Regulation 25 of 2000, on Powers of the Government and Powers of Provinces as
autonomous areas;
6. Government Regulation 84 of 2000,on Guidelines for Organizational Setup of Regions
•
Samarinda Strategic Plan for 2001-2005 page 3
Bill Monahan-Samarinda Strategic Pianpdoc �r, �a_.. a,Re 4
G i. ,. s
CHAPTER II
VISION,MISSION AND VALUES
2.1 ILL)for the City of Samarinda
To meet and deal with political demands,and those from the
implem
entation of
regional auto m
mz and
d
the toua together strengths,weaknesses,opportunities andewth
an eefo Pwento ama . issaryto establa vitor
, . , ..
e vision tor tyoS ma
"The materialization of Samarinda as a city of Services,Industry,Trade,and Dwellings,(SITD)that
7
considers environmental considerations,all to achieve a high quality,pious and prosperous
population." .0
""`Mod6
•
The adoption of gik vision k,„tbez itnar motivator that will determinethe directiop in which the City
of Samarawilt be developed,whilmultaneousl forming the consensus of all the stakeholders.
A's a ere try
vices City;Th 's eve opmen will emphasize`i�faii ii?,hotels, lit sr'
49 _nna recreation and sports,heal'ih and education,where the reach of these services should.extend as far as
possible outside the administrative area of the City of Samarinda,to include not only East Kalimantan
and Kalimantan as a whole,but also part of eastern Indonesia.
As an Industrial City;Samarinda must be able to capture investment opportunities,both
domestic and foreign.Nevertheless,this may only be realized in the long term,as many support factors
tare needed for the development of the industrial sector,particularly for manufactunng'ipas !y suds
' "'t1 e availability of raw materials manpower,Lsegment of local,regional and global markets,access.4o
markets in various regions and internationally,an export harbor and so forth.To date,industry in
Samarin" a i'as"heen made up otthe wood venei t industry,sawn timber,particle board and plywood
manufacturing and other medium scale industries,
�y,. As a Trade City;it is anticipated that Samarinda can take a role as trade center,in which it
+� will be supported by the construction of an airport,a port and the Trans Kalimantan highway.
As a Dwelling Area City;The development of housing in Samarinda has strategic potential,
remembering that its geographic location makes it very suitable for development as a city of dwelling
areas.Samarinda has sufficient land of the right condition for development under its urban planning
ii , r'�?' requirements.In the space of 5 years Samarinda will be able to build up new housing areas taking into
y i ' ' account environmental considerations.
2.2 The 'ssion or Samarinda 1
The mission of the City of Samarinda,which refers back to its development vision,is as follows:
1. To increase the number and quality of upstream and downstream industries with good
potential;
t' 2. To improve infrastructure and facilities in the services sector;
3. To improve infrastructure and facilities in the trade sector;
4. To produce dwelling areas that take into account environmental considerations;
5. To improve the quality of human resources to support the four SITQfield,that are tob.e
C developed-see above.
CA 23 J Values.__.
The social values that have developed in the community include the following qualities:
1. Fairness and justice;
2. Calmness; .
3. Togetherness;
4. Openness;
5. Accountability;
6. Aspirations for a better future;
7. Responsiveness
2.4 Aim
1. To give the public first class service;
2. To create a favorable investment climate;
3. To create new work opportunities;
4. To increase city-sourced income; reef _- -
5. To improve the qualms of human resources with the mastery of Science and Technology,
while exhibiting self-confidence and piety.. `� < .
I
2.5 j get_
To materialize prosperity in a just community.
Samarinda Strategic Plan for 2001-2005 page 4
Blll onahan-Sa .. ..__ _.._._....._,..__... _.. _ __ ..
M mannda Strate is Plan
.doc
.�.�...�,�-..H:,�...s<v,.�.A�v_�.�_�_�_.�,.-.......,..:_..�.�.,.H_.�:.,:... ..._-... Pack
•
CHAPTER III
CONDITION ANALYSIS
3.1 INTERNAL AND EXTERNAL CONDITIONS
This condition analysis,in order,is to see the strengths,weaknesses,opportunities and threats from the
four SITD Strategic sectors,namely Services,Industry,Trade,and Dwelling Areas that are all
environmentally friendly.
3.1.1.SERVICES SECTOR
STRENGTHS I WEAKNESSES
1. Adequate availability of facilities and 1. Poor quality human resources
activities facilities in the services 2. Vertical,horizontal and diagonal work
businesses area. networks have not developed.
2. Adequate development of support technolc,g . Poor management of services businesses.
for services businesses(communications,
information,transportation)
OPPORTUNITIES I THREATS
1. Improve community living standards. 1. The entry of outside services businesses w
2. The increasing need for services. high technology.
3. The increase of various activities in the 2. The entry of services businesses with high
services sector. quality management and human
resources.
Samarinda Strategic Plan for 2001-2005 page 5
Bill Monahan-Samarinda Strategic Plan.doc tta g�
3.1.2.INDUSTRIAL SECTOR
STRENGTHS WEAKNESSES
1. Availability of adequate numbers of 1. Human resources with poor skills in their
adequately trained laborers with wages utilization of industrial technology.
that are fixed by regulation. 2. Lack of showrooms as a support facility fc
2. Center of Trade in East Kalimantan. marketing of products.
3. Availability of sources of raw materials foi 3. Low level of management capability of
processing. industrial businessmen,particularly for
4. Adequate infrastructure. small and medium businesses.
5. Existence of large businesses that already 4. Technology and equipment used are still a
have ISO 2000,19001 and 14001 low level.
/ accreditation. 5. The low quality of products of home indur
and handicrafts as export commodities.
6. The lack of business capital in small and
medium size businesses.
7. Partnership relations between the private
sector and local government are not fully
developed.
8. Lack of manufacturing companies.
OPPORTUNITIES THREATS
1. The coming of open markets(AFTA,APE'2). Competition from the same commodities
ASPEC)in the globalization era. from other provinces.
2. The opening up of maritime potential. 2. The limited market potential.
3. The extensive availability of markets outsi4le3. The entry of outside products that use higt
the city where local industrial products technology.
can be sold 4. The extended economic crisis.
4. Extensive local investment opportunities 5. Unfavorable political and security conditic
available for investors.
5. Extensive development possibilities for
handicraft products for export.
6. The open networks for collaboration between
different areas,nationally and
internationally for the marketing of
goods and services.
7. The opening up of collaboration networks
between diffemet areas,nationally and
internationally for the marketing of
goods/services
3.1.3.TRADE SECTOR
STRENGTHS WEAKNESSES
1. Availability of adequate infrastructure and 1. Lack of an adequate information network.
facilities. 2. Poor management skills and businessmen':
2. Availability of adequate transportation anc limited capital.
harbor facilities and infrastructure. 3. Unfavorable business climate.
3. Relatively high per capita income. 4. Lack of business incentives.
4. Capital city of province.
5. Strategic geographic location.
OPPORTUNITIES THREATS
Samarinda Strategic Plan for 2001-2005 page 6
Bill Monahan hrSamarinda Strategic Plan.doc r_:..,.. .A .' -1 . Page 7
1. The coming of free markets 1. Trade competition using high technology.
1. The opening up of networks for collaboranoh Domestic trade competition,nationally.
between different areas,nationally and
internationally.
1. The opening up of new market segments.
4. A relatively large population as a potential
market.
3.1.4.DWELLINGS SECTOR
STRENGTHS WEAKNESSES
1. Extensive unused land. 1. Lack of consistency of the city governmen
2. Existence of RT and RW neighborhood applying the RT/RW regulations.
administration system 2. The limited social and public facilities.
3. The lack of awareness of the public who ar
users/residents in maintaining and
managing the available facilities.
OPPORTUNITIES THREATS
1. The increasing population growth rate 1. The entry of external investment
(newcomers). 2. Intervention from housing and dwelling ar
2. The increases in business and work middlemen.
opportunities in the sectors of services,
industry and trade.
CHAPTER IV
STRATEGIC FORMULATIONS
Based on the 4(four)strategic areas mentioned above,in the effort to successfully develop these,
formulations are needed,as follows:
1. Capacity Building in Services.
The utilization and development of the City's strategic position.
❑ The improvement and development of the airport and seaport to increase
the city's foreign exchange.
❑ Improve the flow of goods and services.
Cl Improve the quality of human resources.
2. Development of the Industrial Sector
a. The development of businesses producing new competitive products.
b. The development of products for export that meet international standards(ISO 2000,
14001,19000).
c. The development of small and medium scale businesses that are based on local
materials and are labor-intensive.
d. The development of industrial businesses based on using local raw materials.
3. Development of the Trade Sector
The development of new businesses/products that are competitive. •
Cl Make things easier for the business world and investors,primarily to
improve the quality of new products in facing the free market,and
reduce dependence on the rest of the world;
❑ Create prime products to reduce dependence on other areas;and
❑ Improve the quality of human resources.
4. Capacity Building in Dwelling Areas and Housing
"
a Improve the quality of human resources.
a Utilize underproductive land and that has Getter future prospects.
❑ Fully utilize potential areas for development to become popular dwelling
areas.
L) Controlling dwelling areas and housing under the city's urban planning
development regulations.
Samarinda Strategic Plan for 2001-2005 page 7
Bill Monahan-Samarinda Strategic Plan.doc pW � �a •_mr� r Page 8J
SWOT ANALYSIS:INDUSTRIAL SECTOR
STRENGTHS WEAKNESSES
INTERNAL 1. Availability of capable 1. The poor skills of human
manpower resources in their utilization
EXTERNAL 2. East Kalimantan center of Ira le of industrial technology.
3. Availability of raw materials o2. Lack of showrooms as suppo:
processing. facilities for marketing
4. Adequate infrastructure. products.
5. Businesses that have ISO 20003. The poor management skills i
19001 and 14001 business,particularly small
accreditation. and medium industry.
4. The technology and equipme
that are used are still of low
standard.
5. The low quality of the produc
of home industry and
handicrafts as export
commodities.
6. The lack of capital for small
medium scale businesses.
7. Partnership relations between
the private sector and local
government are not fully
developed.
8. The lack of or improper or nc
functioning of facilities.
9. Lack of manufacturing
companies.
10. Unsatisfactory models for sm
and medium scale industry.
•
Samarinda Strategic Plan for 2001-2005 page 8
•
Bill Monahan-Samarinda Strategic Plandoc Page 9
OPPORTUNITIES GROWTH OPTIMISATION
I. The coming of the free mark(t 1. Increase collaboration betwe(nl. Utilize existing
(AFTA,APEC,ASPEC)in businessmen. educational/training
the globalization era. 2. Form information-networkint; institutions.
2. Sea and river routes have the institutions in the industrial 2. Optimize the patterns of
potential to improve sector. partnership between large
product transport. 3. Increase prime industries that and small industry.
3. The potentially large external are competitive. 3. Utilize existing financial
markets where products of institutions.
local industry can be sold. -
4. Extensive available investment
opportunities.
5. Extensive available
development opportunities
for handicrafts for export.
6. Opening up of networks for
collaboration between
different areas,nationally
and internationally for
marketing of goods and
services.
THREATS DIVERSIFICATION(S-T) LEADERSHIP COST(W-T)
•
1. Competition from the same 1. Increase the variety of produatsl. Deregulation and reduction o
commodities from other produced,in accordance bureaucracy of the
provinces. with the region's potential. industrial services sector.
2. Limited market potential. 2. Push industrial business player. Assist with the marketing of
3. Entry of external products us:ng to get ISO accreditation products in the industrial
higher technology. sector.
4. The extended economic crisis. 3. Create legal certainty and •
5. Unfavorable political and security that is supportive
security conditions for business players in the
industrial sector.
SWOT ANALYSIS:TRADE SECTOR
STRENGTHS WEAKNESSES
1. Adequate infrastructure. 1. Lack of knowledge and skills
INTERNAL 2. Availability of adequate small and medium scale
infrastructure and facilities businessmen.
EXTERNAL for transportation and 2. Limited availability of
harbors. businessmen's capital.
3. Strategic geographic location 3. Low level of the spirit of
4. A large part of the populatior entrepreneurship among the
are a potential market. public and government
5. Increasing level of income 4. Lack of access to governmem
offices on trade
opportunities
OPPORTUNITIES GROWTH OPTIMIZATION(W-Ol
1. The coming of the free market.l. Build wholesale distribution 1. Utilize education/training
2. The opening up of a partnersl ip centers. institutions for the trade
network between regions, 2. Develop electronic trading. sector.
and nationally and 2. Utilize existing financial
internationally. institutions as sources of
3. The opening up of market capital.
segments 3. Optimize the role of the
Chamber of Commerce in
disseminating trade
opportunity information.
Samarinda Strategic Plan for 2001-2005 page 9
, --_
�ho ---'--------'---'------------~~~---------'-- --�—
THREATS DIVERSIFICATION COW COST(W-l}
I. Trade competition using a I. Develop the variety of trade I. Evaluate physicatrade
higher level of technology. ovouooddieo distribution routes.
2. Trade competition between 2. Develop trade zones. 2. air/build more efficient
regions on a national scale. physical trade distribution
networks.
Samarinda Strategic Plan for 200 -2005 page 10
---------`- -- -- —`------~' -----`--` --`-- --------`--- --- ----- --------
BilaMonahan-Samarinda
SWOT ANALYSIS:RESIDENTIAL AREAS AND HOUSING SECTOR
STRENGTHS WEAKNESSES
1. Availability of a regional urbanl. Weakness of planning in
INTERNAL plan. building dwelling areas and
2. Availability of extensive land housing.
2. The lack of publicity of the
EXTERNAL program for dwelling areas
and housing that meet
urban planning standards,
and are environmentally
friendly.
3. The weakness of monitoring
development of residential
areas.
4. The limited capacity of the
government to fund
residential area
construction.
5. The incomplete system of urt
planning and land use.
6. The lack of public and social
facilities.
7. The lack of public awareness
maintaining public and
social facilities.
•
Samarinda Strategic Plan for 2001-2005 page 11
Bili Monahan_Samannda Sfrafejic Plan.doc m r.w ...__.r..._ A .. -. Page 12
•
OPPORTUNITIES GROWTH OPTIMIZATION
I. The increasing population 1. Develop residential areas that 1. Optimize available land use
growth rate from arrivals. are environmentally under the RT/RW system.
2. Increasing public interest in friendly. 2. Intensify supervision of the
home ownership. 2. Construct/improve public an 1 implementation of the
3. Samarinada as an SIT city of social facilities and utilities. RT/RW system.
Services,Industry,and 3. Increase public awareness of
Trade environmentally friendly
dwelling areas.
4. Control of slum areas.
THREATS DIVERSIFICATION LOW COST
1. Entry of external investment. 1. Construct multi-story housinl..I. Implement the RT/RW syster
2. Intervention by land 2. Construct self-contained consistently.
middlemen/brokers. residential areas. 2. Apply penalties for RT/RW
violations.
3. Increase publicity of the
program. -
4. Give incentives and
disincentives.
Samarinda Strategic Plan for 2001-2005 page 12
tionahan:timarindaStrategic Plan.docPage 13
_ .
CHAPTER V
PROGRAM IN STRATEGIC AREAS
The formulation of the vision,mission and aims of the City of Samarinda yielded 4 strategic
formulations,namely for Samarinda to be a city of Services,Industry,Trade,and Dwelling areas and
Housing.
These formulations were made the bases with which to seek solutions to the strategic issues of
the City of Samarinda.Each of these are being followed simultaneously through a development
program that has been planned based on the prevailing conditions and strategic issues of Samarinda.
Next,the strategic fields that need special handling to achieve the Vision,Mission,and Aims
already mentioned,were put into policy,programs and targets as follows:
Samarinda Strategic Plan for 2001-2005 pagb 13
PillMonahan-Samarinda Strategic Plan docs T _ Y » Page 14�
5.1 SERVICES FIELD
POLICIES PROGRAMS TARGETS AIMS
- To spur,promote and - Develop the working - Increase income - Provide simplification
develop area of the harbor through the flow of for users of services.
infrastructure. and safety facilities health services and - Provide the best
- To improve the qualir' for seafarers. related goods and. possible service to
of human resources. - Increase river transport- Improve the flow of the public.
and crossing goods and services
services by widening the
- Build special ports fou services route
containers, - Simplify the permit
warehouses and process,and support
,.. storage areas. this by providing
- Increase information b adequate facilities
l the public.
Construct port facilitiGs
to an international
scale.
- Improve human
resources and
application of QCD
(Quality,Cost and
Delivery)
•
•
Samarinda Strategic Plan for 2001-2005 page 14
iF
Bill Monahan Samarinda Siiateg c Plan.doc ti �.. ` _ ry ��rYM Page 15
5.2 INDUSTRIAL FIELD
POLICIES PROGRAMS TARGETS AIMS
- To spur,and support - Support an increase in - Create work/business - Reduce the level of
growth and agricultural products opportunities in unemployment.
development of by empowering industrial fields - Increase the number o
industrial businesses small and medium where the no.of industrial
using an approach of industries making . jobs in 2005 is businesses.
commodities with farming machinery projected to be - Create an
high added value &equipment. 12,299 people,from industrial/business
through applied - Develop industrial being 10,138 in structure that is
science and areas in general, 2000(with an favorable.
technology and the complete with annual growth rate - Improve the HR
improvement of infrastructure and of 3.94%.) quality.
human resources. areas for tofu - Strengthen the
- To improve business makers,based on the industrial structure,
opportunities services&industry for small,mid size
through control of example and areas and major industry.
industries based on for plywood
local raw materials. industry,veneers,
- Industries that absorb coal,etc.
manpower(work - Set up and control
opportunities) warehousing areas.
- Develop small and - Develop major and mrd
medium scale size industry
industries. through construction
of industrial areas.
- Improve HR capabilit.
and mastery of
Science and
technology.
Samarinda Strategic Plan for 2001-2005 page 15
am
I Bill MonahmP
an -Saarinda Strategic Plan.doc#. _..._.�.� , w age 16
f
53 TRADE FIELD .
POLICIES PROGRAMS TARGETS AIMS
- Improve marketing, - Development of - Increase non-oil&gas - Increase non-oil&gas
especially of local business services exports from year exports.
products. and entertainment to 2000 with a growth - Improve the facilities
- Promote the support economic rate of 11.3%per yr. and infrastructure
development of growth. - Increase business that support trade.
export commodities. - Increase the role and opportunities. - Simplify the
- Improve services to function of central - Increase employment import/export permit
trade businesses, markets,local opportunities with a process
development of markets,and centers growth rate of - Improve collaboration
export products, of secondary 7.33%per yr,with between large,mid
import control, services activities as the hope of size,and small
ensure the stability well as tourist absorbing as many business.
of supply of goods markets for prime people into the - Streamline the flow of
and services, products. workforce as goods and services.
consumer - Develop businesses of possible,at a growth
protection,public the middle class. rate of 8.07%per yr.
and producers' - Develop protection fo.- Create a favorable
interests through consumers. business climate.
quality supervision - Improve the quality of- Construction of
- Repair and export commodities. traditional markets
improvement of - Improve the efficienc.- or economic centers,
infrastructure so it and productivity of and renovation of
can change informal traders in expanding other support
street traders into their markets,both facilities plus the ,
formal traders. domestically and construction of a .
- Provide access and overseas. promotion center in
simplicity for - Develop mid size the City of
marketing of businesses through Samarinda.
commodities and capital injections - The growth of trading
•
other activities - Management training businesses,with a
- Ensure accessibility and education for predicted growth
• /ease for small entrepreneurship rate of 4.7%/yr.
businessmen to - Increase partnerships - Create strong,capable.
obtain capital among businesses. small and mid size
through credit businesses to deal
programs. with the coming of
- Improve management the global markets
and guidance - Build up strong
through traineeships, relationships
comparative studies, between small and
and promotions. mid size businesses
with state-owned
businesses and the
private sector.
Samarinda Strategic Plan for 2001-2005 page 16
BillMtmahan-Samarinda Strategic Plan.doc �T ,y _ .,.w. ..._ ___ Page 17
5.4 FIELD OF RESIDENTIAL AREAS AND HOUSING
POLICIES PROGRAMS TARGETS AIMS
/
,'- Promote public interest- Development of - Increase the - Increased work
in construction and healthy housing that attractivenesslinteres opportunities.
le development of fit does not flood. t of the public in - Increased city-source(
' &appropriate
` - Urban planning that is owning appropriate income.
housing. more favorable. housing. - Improved public
- Simplify the - Improve the quality o'- Avoid the growth of welfare.
administration infrastructure and slums. - An improvement in th
process for permits. housing - Improve public health environment into
- Increase construction. and welfare. one that is healthy
professionalism - Improve residential - Improve the socio- and disease-free.
area support economic status of
facilities and the public.
infrastructure. - Improve the city's
- Improve and develop tidiness and beauty,
affordable housing reflecting the unique
for the middle class artistic features of
and below. Samarinda so it
- Improve promotion to becomes attractive to
attract public tourists.
interest. - Improve security and
- Guide developers so comfort for the
they become more public through
professional creating a favorable
- Improve supervision of environment.
developers - Improve socio
economic values/
status.
- Simplify the paths of\
communication and J
information to the
public.
Samarinda Strategic Plan for 2001-2005 page 17
JA
"Bill Monahan-S ...._..�...___ . .. _....� __..
Samarinda StratePlan.doc
Page 18`
SWOT ANALYSIS:SEZVICES SECTOR
STRENGTHS WEAKNESSES
1. Adequate facilities and 1. Low HR quality
INTERNAL infrastructure available for 2. Lack of development of the
services businesses. vertical,horizontal,and
• 2. Sufficient development of diagonal work network.
EXTERNAL business support 3. Poor management of services
technology businesses.
(conununications services,
information,transportation)
OPPORTUNITIES 1. Improve the capability of 1. Utilize existing educational
1. Improved standard of living of resources potential institutions to the best
the public 2. Improve the quality of the advantage.
2. Increased need for services resources potential that is 2. Make best use of existing wo:
needed networks.
THREATS I. Open up and extend business I. Simplify procedures to give t_
1. Entry of outside service areas in accordance with best possible services.
businesses with high their potential. 2. Deregulate and minimize
technology. 2. Push local entrepreneurs to da bureaucracy in the
2. Entry of services businesses business to the limits of provision of services.
with high quality their competency. 3. Improve the quality of the
management and human relevant human resources.
resources.
Samarinda Strategic Plan for 2001-2005 page 18