STRATEGIES AND POLICIES FOR CULTURAL HERITAGE MANAGEMENT IN JATISURA VILLAGE, JATIWANGI, MAJALENGKA REGENCY

• Main Author: Atharinafi, Zahrul
• Format: Theses
• Language: Indonesia
• Subjects: Perencanaan wilayah
• Online Access: https://digilib.itb.ac.id/gdl/view/71540
• Institution: Institut Teknologi Bandung

Jatiwangi is a town within the confines of Majalengka Regency, known to have a latent yet economically potential cultural heritage in the form of terracotta production as roof tiles. The local terracotta industry has become an economic driver in the decades past and a vital source of employment for a rural populace, but is threatened by natural resource exhaustion, competition with alternative roofing materials, and competition for precious human resources with other industries in the area. Jatiwangi Art Foundation (JAF) is a non-profit founded as a collective of local and guest artists striving to preserve pre-existing cultural heritage surrounding terracotta production and headquartered in our case study location at Jatisura village. Jatiwangi Art Foundations’ presence in Jatisura has become a magnet for universityled community development projects in the area, focused on architectural projects such as Alun – Alun Jatisura. For JAF and various community development projects to have long lasting sustainable impact towards Sustainable Development Goals (SDGs), a village-level heritage management strategy framework is needed create local impact. Current discourse suggests that cultural heritage strategy formulation must be produced with public participation involving locals and local stakeholders in the process. A study phase was conducted using a pre-post testing methodology on the locals’ perception of JAF, Alun- Alun Jatisura, and its respective sociocultural impact. In addition, phenomenological observations and interviews were conducted as an accompaniment. Draft analyses were presented to locals and local stakeholders as discussion material in a participatory focus group discussion (FGD) session that produced a logic model of strategic objectives, in addition to correcting and improving upon previous analyses. Three main strategic objectives were uncovered: 1) human resource development, 2) entrepreneurship development and 3) youth leadership development. From derived strategies, we hope that our strategies can effectively be operationalized by village government to produce new economic assets derived from transforming pre-existing cultural heritage into new forms and new media not previously used, to drive incoming transactions from culture consuming tourists and surrounding populace. Our bottom – up, participative methodology was capable of filling information gaps, with participatory processes acting as a correction factor towards the researchers’ draft findings, generating a verifiable and less biased final findings and derived strategies.