FACTORS OF VILLAGE STATE OWNED COMPANY ARE IN ACTIVE IN JAMBI PROVINCE

The purpose of this study is to formulate a model of the inactive Village State Owned Company factors in Jambi Province. This type of research is a type of qualitative research research with a phenomenological type. This qualitative research analysis was assisted by using the Nvivo qualitative research software. Based on the research results, it can be concluded that the main factors causing the inactivity of BUMDes in Jambi province can be divided into 3, these are: BUMDes management factors, village officials and the community.


Introduction
The village is a legal community unit that meets territorial boundaries and has the authority to regulate and manage government affairs, manage community interests based on community initiatives and rights of origin, and/or traditional rights that are recognized and recognized and respected in the government system of the Unitary State of the Republic of Indonesia (NKRI). The village is a state representative in a narrow scope that carries out both physical development and human resource development, intending to improve the quality of life and life for the maximum welfare of the village community.
According to the Village Law No.6 of 2014, efforts to empower village communities and efforts to increase local revenue, especially village original income, are through the formation of Village-Owned Enterprises (BIUMDesa). To support the existence of the Village State Owned Company, a Ministerial Regulation (Permendesa) No 4. of 2015 was issued by the Ministry of Villages, Transmigration and Disadvantaged Areas (Kemendes PDT). In Permendes No. 4 of 2015 states that improving the quality of the village will be through 4 (four) programs, namely, Village-Owned Enterprises, Village Embunges, One Village One Product, and Village Sports Facilities.
The purpose of establishing Village State Owned Company is to obtain benefits that will strengthen Village Original Income (PADes), advance the village economy, and improve the welfare of village communities. Village State Owned Company is expected for each village to become economically independent. With the independence of the village, it is hoped that the allocation of village funds will only be a stimulus. It is also hoped that Village State Owned Company will become the driving force for village development. Thus Village State Owned Company is a strategic village business entity with capital wholly or mostly is separated village assets, which are legal entities, established by the Village Government, managed economically and independently and professionally.
Village State Owned Company in Jambi Province continues to grow and develop from year to year. However, this growth was followed by an increasing number of inactive Village State Owned Company. The following is the data regarding the development of Village State Owned Company in Jambi Province, namely: Tabel (1) shall be stipulated through a Village regulation (PerDes). 3) Article 89: Village state owned company has business results that are used to: 1). Business development; and 2). village development, empowerment of village communities, and assisting poor rural communities through grants, social assistance, and provision of revolving funds as determined by the Village Revenue and Expenditure Budget (APBDes). 4) Article 90: The Central Government, Provincial Government, Regency/ City Government, and Village Government make efforts to develop Village state owned company through 1) Providing grants and/or access to capital. 2) Providing technical assistance and access to markets, and 3). Give priority to Village state owned company in managing natural resources in the village itself. Mayu's (2016) research on factors inhibiting the growth and development of Village state owned company has been carried out in Rokan Hulu Regency. The results of his research found several obstacles to the development of Village state owned company, namely leadership, managerial, governance, scale and reach of business, local emancipation, cooperation, village tradition.

Failure Factors of Village state owned company in Various Regions
Other research on the inhibiting factors for Village state owned company in West Sumbawa Regency was conducted by Ibrahim, Sutarna, Abdullah, Kamaluddin, Mas'ad (2019). The results of their research concluded that several factors were inhibiting the development of Village state owned company including budget factors, management resource factors, lack of support from the private sector.

Research Methods
This study uses a qualitative research method with a phenomenological type. This qualitative research analysis will be assisted by using the Nvivo software. The object of this research is stakeholders from Village state owned company in villages in Jambi Province.

Result and Discusssion
The qualitative stage of this research was carried out by tabulating the results of the questionnaire and then inputting it into the Nvivo Pro 11 software. Based on the results of the Nvivo calculation output, the following figure is shown:  Figure 1 It can be seen that the most frequent words appear in the highest order in the questionnaire answered by the respondents, namely: Village state owned company, manager, village, community, and so on.
Based on Figure 1 It was also found that the factors underlying the inactivity of Village state owned company in Jambi Province came from 3 main factors: 1. Village state owned company management factors 2. Village apparatus factors 3. Village Community Factors The following is the Nvivo output in the form of a hierarchy chart of Village state owned company management factors which can be seen in the following figure:  Figure 2. It can be seen that there are 2 main sides to the problem of the Village state owned company management factor, the 2 sides consist of the Village state owned company management side and the Village state owned company formation mechanism side.
The following is the output of Nvivo in the form of a hierarchy chart of village apparatus factors which can be seen in the following figure:  Figure 3. It can be seen that from the village apparatus factor, there are 2 major parts which include the participation of the village party and coordination of Village state owned company capital and financial management.
The following is the output of Nvivo in the form of a hierarchy chart of the Village Community factors which can be seen in the following  Figure 4. It can be seen that from the village community factors there are 2 major parts which include the lack of community participation and limited information about Village state owned company.
The following shows the output of Nvivo in the form of a project map of each factor which can be seen in the following figure:  Figure 5. It can be seen that the inactivity of Village state owned company in Jambi province from the Village state owned company management factor is divided into 2 main sides, namely in terms of the mechanism for establishing Village state owned company and the side of Village state owned company management. In terms of the Village state owned company formation mechanism itself, which includes 2 things, namely the selection or appointment of managers that are not following the system, as well as the chairman of the Village state owned company who is not serious in management. Meanwhile, in terms of Village state owned company management, it includes 3 things, namely, Village state owned company managers who are not responsible for carrying out their duties, then Village state owned company managers are also not mandated, as well as the inability of managers to carry out management functions.
Next, the Nvivo output results are displayed in the form of a project map of the village apparatus factors as follows:  Figure 6. It can be seen that the inactivity of Village state owned company in Jambi province is divided into 2 main factors, namely coordination of Village state owned company capital and financial management and participation of village officials. In terms of coordination of Village state owned company capital and financial management, it consists of 2 things, namely the absence of financial support or capital from the village head and the absence of regulation and evaluation of honoraria or salaries for Village state owned company managers. Meanwhile, on the participation side of village officials, the problem of inactivity is due to 2 things, namely the unpreparedness of village officials to support the Village state owned company program, there is a difference in the perception of village officials about Village state owned company.
Next, the Nvivo output results are displayed in the form of a project map of the village community factors as follows:  Figure 7. It can be seen that the inactivity of Village state owned company in Jambi province from the village community factor is divided into 2 main sides, namely the side of limited information about Village state owned company and the side of lack of community participation. On the limited side of information regarding Village state owned company includes 2 things, namely misunderstanding about Village state owned company funding sources to the community and lack of socialization about Village state owned company to the community while on the lack of community participation it is divided into 2 things, namely village communities who are not involved in Village state owned company management and village youth who are less interested in managing Village state owned company. Furthermore, the Nvivo output in the form of a mind map can be seen in the following Figure:

Conclusion
Based on the research results, it can be concluded that the main factors causing the inactivity of Village state owned company in Jambi Province can be divided into 3, namely: Village state owned company management factors, village officials, and the community. From the Village state owned company management factor, the problem of inactivity is divided into 2 sides, namely the Village state owned company management side and the Village state owned company formation mechanism side. In the village apparatus factor, the problem of inactivity is divided into 2 sides, namely the coordination side of capital management and the financial side of Village state owned company and the participation of village officials. Meanwhile, from the village community factor, the problem of inactivity is also divided into 2 sides, namely the side of limited information about Village state owned company and the lack of community participation.

Suggestion
Based on the conclusions described above, the researchers suggest that all administrators and managers of the Jambi Province Village state owned company can increase their responsibility and awareness in developing Village state owned company, eliminating the culture of collusion and nepotism to form a good and honest Village state owned company management structure. The Village Government in Jambi Province should take an active role in increasing the participation of village communities in the Jambi Province Village state owned company program, and supporting policies and programs made by Village state owned company managers both in the form of moral support and cash injections to form the desired coordination. The Jambi Province Village Community should further increase their participation awareness of the Village state owned company program to improve mutual welfare and take the initiative to seek information about Village state owned company in their respective villages.