THE STRATEGY FOR DEVELOPING MARITIME POTENTIAL AS THE MAIN TASK OF THE NAVY IN SUPPORTING NATIONAL RESILIENCE IN SENDANG BIRU, MALANG(A CASE STUDY).

make efforts in its fulfillment, because it can have an impact on the potential threat of national resilience of a nation. The problem examined in this study is a strategy for developing maritime potential in supporting national resilience in the Malang Regency. The purpose of this study is to provide an analysis of the strategy of empowering maritime potential in the SendangBiru area to support national resilience. The method used in this study uses the integration of the SWOT analysis method, Interpretative Structural Modeling (ISM) and Balance Scorecard (BSC). The SWOT analysis is used to identify criteria for national marine security threats, identification of weaknesses and strengths of maritime potential. ISM is used to form a hierarchical relationship between variables in selected strategies while the Balance Scorecard is to create a framework for implementing and evaluating strategies for developing maritime potential in Malang Regency. The results of the study indicate that the chosen and suitable strategy to be implemented is to build maritime domain awareness, meaning knowledge about what is happening at sea in an aquatic area that can have an impact on security and the economy.

Increasing population development, technological developments and the need for food and energy that continues to rise requires a nation to make efforts in its fulfillment, because it can have an impact on the potential threat of national resilience of a nation. The problem examined in this study is a strategy for developing maritime potential in supporting national resilience in the Malang Regency. The purpose of this study is to provide an analysis of the strategy of empowering maritime potential in the SendangBiru area to support national resilience. The method used in this study uses the integration of the SWOT analysis method, Interpretative Structural Modeling (ISM) and Balance Scorecard (BSC). The SWOT analysis is used to identify criteria for national marine security threats, identification of weaknesses and strengths of maritime potential. ISM is used to form a hierarchical relationship between variables in selected strategies while the Balance Scorecard is to create a framework for implementing and evaluating strategies for developing maritime potential in Malang Regency. The results of the study indicate that the chosen and suitable strategy to be implemented is to build maritime domain awareness, meaning knowledge about what is happening at sea in an aquatic area that can have an impact on security and the economy.

…………………………………………………………………………………………………….... Introduction:-
The existence of territory tends to have important values for a country. Geographical value can be seen as a territorial area that describes the sovereignty of the state and even requires a military force to defend it, especially if the region has a wealth of natural resources. Indonesia as an archipelagic country has been recognized internationally through the third United Nations marine law convention, the 1982 United Nations Convention on the Sea of Law (UNCLOS 1982), then ratified by Indonesia under Law No. 17 of 198517 of (Putri, 2017. According to UNCLOS 1982, the total area of Indonesia's sea is 5.9 million km2, consisting of 3.2 million km2 of territorial waters and 2.7 km2 of waters in the Exclusive Economic Zone, this watershed does not include continental shelf. In the current era of globalization, Indonesia as an archipelagic country has potential problems that pose a threat to an island nation. The threat is in the form of violations of law which include piracy, people smuggling, smuggling of goods, illegal fishing, sea pollution, illegal exploration and exploitation of natural resources, and other violations in ISSN: 2320-5407 Int. J. Adv. Res. 7(2), 1028-1040 1029 the sea area. An overview of global trends in the fields of population, food supply, non-renewable and renewable resources, and environmental impacts including global climate change shows that the situation has changed significantly during the first decade of the twenty-first century.
Increasing population and increasing middle class groups will affect the increase in purchasing power and encourage increased food consumption. When food productivity decreases, it certainly impacts on social, economic, and political issues that develop in society. This then will slowly give birth to a threat to global security.The dynamics of the global environment will always have an influence on national development, both positive and negative influences. Positive influence will benefit the government in supporting national policy lines, while negative influences will pose a potential threat to national stability.
The dynamics of the global environment will always have an influence on national development, both positive and negative influences. Positive influence will benefit the government in supporting national policy lines, while negative influences will pose a potential threat to national stability.The method used is an integration in answering problems that exist in Indonesia, especially in Malang Regency. the integration method of SWOT analysis is very effective for determining the influence of internal and external factors, after the strategy is identified from the SWOT analysis the Interpretative Structural Modeling (ISM) method is very appropriate to determine the relationship between the components contained in the selected sub strategy while the Balance Scorecard (BCS) is very effective and it is appropriate to make a strategic goal and evaluation plan in developing maritime potential in Malang Regency.
This study also refers to previous studies such as research with titles Empirical Study of Fitness Industry Cases-Based on SWOT (Chang & Yang, 2013), Coping with Imprecision in Strategic Planning: A Case Study Using Fuzzy SWOT Analysis (Hosseini-Nasab, Hosseini-Nasab, & Milani, 2011), SWOT Analysis of Central Economical Zone Developing E-Commerce-Take Henan for Example (Ge, 2016)

Research purposes:-
The purpose of this study is to provide an analysis of the strategy of empowering maritime potential in the SendangBiru area to support national resilience.

Research Methods:-
To solve problems in the observed research, steps are needed and determined to describe the approach and model of the problem. The steps taken are: 1030 The concept of Strength, Weakness, Opportunity, Threat (SWOT) Analysis:-SWOT analysis is one of several strategic planning tools used in businesses and organizations to ensure that there are clear objectives for the project or business (Osita, R., & Justina, 2014). Analysis using SWOT has a tendency to superficial theoretical roots (Valentin, 2005). SWOT analysis is the most common technique that can be used to analyze strategic cases. we can see that the definition of analysis using SWOT is related tocareful consideration (Abubakar & Garba Bala Bello, 2013). SWOT is a tool that is often used to analyze internal and external environments to achieve systematic approaches and support for decision situations. SWOT is an acronym of strength (S), weakness (W), opportunity (O) and threat (T). The first two factors (strengths and weaknesses) are related to internal organizational factors, while opportunities and threats cover the broader context or environment in which the entity operates.
Internal and external factors are referred to as strategic factors, and are summarized in the SWOT analysis. Strengths and weaknesses are factors in the system that allow and prevent the organization from achieving its objectives. Opportunities and threats are considered as external factors that facilitate and limit the organization in achieving its own goals. SWOT analysis shows the right strategies in four categories SO, ST, WO and WT. The strategy identified as SO, involves taking advantage of opportunities using existing strengths. ST is a strategy related to the use of force to eliminate or reduce the effects of threats. Likewise, the WO strategy seeks to benefit from the opportunities presented by external environmental factors by paying attention to its weaknesses. The fourth and final is WT, where the organization tries to reduce the impact of its threat by considering its weaknesses. SWOT analysis can be used to summarize the main issues of the business environment and strategic capabilities of an organization that are most likely to have an impact on the development of the strategy (Khan, Alam, & Alam, 2015).

Table 1:-Matrix SWOT Analysis
The Concept of Interpretative Structural Modeling (ISM):-Interpretive structural modeling (ISM) is used for ideal planning, is an effective method because all elements can be processed in a simple matrix. ISM was first proposed by Warfield in 1973. Analysis using ISM begins with identification of variables, which are relevant to the problem being discussed and then the solution technique is determined (Attri, Dev, & Sharma, 2013). Interpretive structural modeling is a methodology that aims to identify the relationship between certain items, which defines a problem or related issue and a suitable modeling technique to analyze the influence of one variable on another variable (Aalam, Arshad, & Khan, 2017).
ISM has been well proven to identify structural relationships between system-specific variables. The basic idea is to use practical experience and expert knowledge to break down complex systems into sub-systems and build multilevel structural models. ISM is a learning process that allows individuals or groups to develop maps of complex relationships between many elements involved in complex situations. The ISM-based approach is one of the most versatile and powerful techniques that has been used to solve complex multi-factor problems. The ISM is interpretative, because the assessment of the group chosen for the study determines whether and how the variables are related.

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This ISM method can find the main subfactor and is able to provide a real picture of the hierarchical structure of the subfactor as a knowledge base that can be applied (Approach Using Interpretive Structural Model (ISM) to Determine Key Sub-Factors at Factors: Benefits, Risk Reductions, Opportunities and Obstacles in Awareness it Governance , 2018).ISM is often used to provide a basic understanding of complex situations, and to develop a series of actions to solve a problem. The ISM starts with identifying elements that are relevant to the problem or problem and extends to group problem solving techniques. A structural self interaction matrix (SSIM) is developed based on a comparison of pairs of elements.
For developing SSIM, the following four symbols have been used to denote the direction of relationship between KSBs (i and j): • V is used for the relation from KSB i to KSB j (i.e. if KSB i influences or reaches to KSB j). 1. A is used for the relation from KSB j to KSB i (i.e. if KSB j reaches to KSB i). 2. X is used for both direction relations (i.e. if KSB i and j reach to each other). 3. O is used for no relation between two KSB (i.e. if KSB i and j are unrelated). Sub-elements are classified into 4 quadrants, namely : 1. AUTONOMOUS (weak driver-weak dependent variables), that is sub element with DP value < 0.5 X and D value <0.5 X where X is the number of subelements. Generally, sub-elements in this sector are not associated with the system, and may have low relationship even though the relationship can be strong. 2. DEPENDENT (weak driver-strongly dependent variables) that is sub element with DP value < 0.5 X and D value > 0.5 X . Sub-elements in this sector is dependent. 3. LINKAGE (strong driver-strongly dependent variables) that is sub element with DP value > 0.5 X and D value > 0.5 X. Sub-elements in this sector should be studied carefully because relationship among sub-elements is unstable. Every action on the sub elements will have impact on other sub-elements and the feedback effects can magnify the impact. 4. INDEPENDENT (strong driver-weak dependent variables) that is sub element with DP value > 0.5 X and D value <0.5 X. Sub-elements in this sector are the rest of system and are called as independent variables.

The Concept of Balance Scorecard (BSC):-
The Balanced Scorecard is a strategic planning model that can be used by any organization for achieve good breakthrough results (Ronchetti, 2006).This method of measuring performance with the Balanced Scorecard was first introduced by Kaplan and Norton. The Balanced Scorecard method is one method of measuring strategic and systematic performance, which tries to involve the overall perspective involved in the company simultaneously, namely: financial (financial) perspective; Learning and growth perspective (learning and growth), internal business process perspective (company internal processes), and customer (customer) perspective.
The Balanced Scorecard emphasizes that financial and nonfinancial measures must be part of the information system for all employees in the company, both subordinate employees, leaders, top managers of the company (Alrafadi & Md-Yusuf, 2011). In line with this, the tools to meet the steps that are better than the ability of a company that will be able to create long-term value by identifying the key relevant drivers (Alao & Esther, 2013). The goals of the measurements in the Balanced Scorecard are not a collection of performance measures, but rather are derived from the company's vision, mission and strategy in tangiable goals and sizes.
After recording the success of applying the Balanced Scorecard as an expansion of executive performance, the Balanced Scorecard is then applied to a more strategic management stage before performance appraisal. In planning 1032 systems, performance measurement occurs at the implementation stage of the plan. Personnel cannot be held accountable for their performance if at the planning stage, these personnel do not plan performance that will be realized in the future. Therefore, following the successful implementation of the Balanced Scorecard in 1992, the Balanced Scorecard approach was then applied in the planning process. Starting in 1993, Renaissance Solution, Inc. (RSI) a consulting company led by David P. Norton implemented the Balanced Scorecard as an approach to translating and implementing strategies in various client companies. From then on, the Balanced Scorecard no longer only functions as a performance measurement tool, but develops into the core of the strategy management system. In the beginning of 2000, the Balanced Scorecard has become the core of the strategy management system, not only for executives, but for all company personnel, especially in companies that have used information technology intensively in their business operations. The Balanced Scorecard provides a clear and reasonable framework for all personnel to produce financial performance through the realization of various non-financial performance. Figure 1:-Balance Scorecard Model The summary of the four perspectives, namely: 1. Financial perspective, providing financial goals that need to be achieved by the organization in realizing its vision. 2. Customer perspective, provides an overview of the targeted market segments and customers along with the demands of the needs served by the organization in an effort to achieve certain financial goals. 3. Internal and process business perspective, provides an overview of the processes that must be built to serve customers and to achieve certain financial goals. 4. Learning and growth perspective, is a driver for building personnel competencies, information system infrastructure and the atmosphere of the work environment needed to realize financial goals, customers and internal business processes.
Strategy Management:-Management strategies can be defined as art and science in formulating, implementing, and evaluating crossfunctional decisions that enable organizations to achieve their goals. This definition implies that strategic management focuses on integrating management, marketing, finance / accounting, production / operations, research and development, and information systems to achieve organizational success. The term strategic management in this text is used synonymously with the term strategic planning. The latter term is more often used in the business world, while the first is often used in the academic world.
The aim of management strategy is to utilize and create new and different opportunities for tomorrow; Long-term planning, on the contrary, tries to optimize for tomorrow's trends today. The results of strategic plans from managerial choices are difficult among many good alternatives, and that signifies commitment to certain markets, policies, procedures, and operations in lieu of other action programs.
Strategic management has now evolved to the point where its core value is in helping organizations operate successfully in a dynamic and complex environment. To be competitive in a dynamic environment, companies become less bureaucratic and more flexible. In a stable environment like in the past, competitive strategies only involve defining competitive positions and then maintaining them.
Strategic environment as a macro category environment can be analyzed using PESTEL devices (Politics, Economy, Social-Culture, Technology, Environmental, Legal). The analysis only measures the relevant elements that affect the 1033 life or course of an organization or a particular entity in the specified period. Then an assessment of the level of influence of these elements will be carried out relative to that particular organization or entity. Through analysis of PESTEL devices, it can be described the level of threats and opportunities for certain organizations.
Thus the strategic environment surrounding maritime security will be assessed through political, economic, sociocultural, technological, environmental and legal factors if each of these factors has a strong relevance to maritime security. In each of these factors a number of phenomena variables will be selected which will be the basis for assessing the level of influence of each of these factors on maritime security.

The role and duties of the navy:-
In the strategy of developing the Maritime Potential, it cannot be separated from the role and duties of the Navy. The task and role of the Navy in the future due to the dynamic development of the global, regional and national strategic environment will be increasingly complex.
In accordance with Article 9 of

Result And Analysis:-SWOT Analysis:-
The SWOT analysis data was obtained through observations on the object of research on the basis of the existing theory and then proceeded with interviews on the object of the assessment after quisioning was carried out on stakeholders in the SendangBiru area of Malang district. In analyzing with the SWOT method approach, stages of identification of aspects and criteria are carried out which are the variables in the study. The research aspects and criteria identified were influential variables and interacted with the SendangBiru area development strategy.
Variable Identification Stages carried out by conducting literature studies and conducting interviews with Expert. From the process of understanding the study of literature and conducting interviews with the Expert, there are influential variables. The following is the identification of the variables shown in table 3. Based on data on the strengths, weaknesses, opportunities and threats that have been obtained and then developing a strategic approach Strenght -Opportunities use existing forces to create opportunities, Strength -Threats uses existing forces to avoid and eliminate the threats that exist, Weakness -Opportunities eliminate weaknesses that exist to create opportunities, Weakness -Threat eliminates weaknesses to avoid threats. Table 4:-Symbol and strategy in SWOT Based on the SWOT analysis, the total strategy that has been formulated is seventeen sub-strategies that determine the strategy for developing maritime potential to support the task of the Navy to support national resilience. The next stage of the strategy will be modeled in the ISM method.

ISM Analysis:-
The first step in processing ISM is to create a Structural Self Interaction Matrix (SSIM), where contextual relationships are made by variables i and variables j. Modeling engineering is done by incorporating the results of the evaluation of the strategic environment into input model elements. In this study strategic environmental evaluation uses SWOT which is a framework of factors Strengths, Weaknesses, Opportunities and Threats. Strategy formulation which is the interaction between internal and external factors SWOT is SO strategy (interaction of strengths and opportunities), WO strategy (interaction of weaknesses and opportunities), ST strategy (interaction of strengths and threats) and WT strategies (interaction of weaknesses and threats).

Figure 2:-Sub element classification diagram
Outgoing ISM-VAXO model for classification of supporting sub-elements based on driver power level (DP) and dependency level (D) (in figure 2), shows that there are no development support sub-elements not related to the system (sector 1 Autonomous = 0). Sub-elements x2, x3, x4, x6, x7, x8, x9, x10, x11, x12, x13, x14, x15, x16 and x17 are in sector 3 (Linkage) so that they must be studied carefully because of the unstable nature of the relationship but it is very related to each other while sub-elements x1 and x5 are in sector 1 (independent) which means that it must be seen also whether the sub-elements affect or not affect sub-elements in sector 3.
Output of the ISM-VAXO model shows the relationship hierarchical structure between the supporting sub-elements consisting of 8 levels (Figure 2) assuming the relationship that one supporting sub-element influences the benefits of the other supporting sub-elements. The model hierarchy means that sub-elements at a level are supported by the fulfillment of sub-elements at the level below. Model output shows the position of sub-elements Building maritime domain awareness (x14) as a key sub-element supporting the Maritime Potential Development Strategy system as  1036 the Navy's main task in supporting Food resilience which occupies the highest level (level 8) with the largest total DP. Figure 3:-The hierarchical structure of the supporting elements 1. Strategy for defense diplomacy 2. Strengthening the empowerment of maritime communities. 3. Government policy in infrastructure development in the blue spring area 4. Increasing the role of the maritime potential service to coastal communities 5. Increase marine defense systems 6. Cooperation and the development of marine technology with developed countries. 7. Adding education and marine academies, especially in coastal areas 8. Improving the welfare of fishermen 9. Establish a maritime potential management body 10. Increasing and strengthening the role of science 11. Enhancing marine research and information systems 12. Strengthening and government policies in managing maritime potential 13. Carry out the implementation of regional empowerment 14. Build maritime domain awareness 15. Establish a task force to eradicate illegal fishing and terrorism 16. Development of human resource competency standards in maritime affairs 17. Development of tourism potential After discovering 17 strategies mapped in the SWOT Technique and added with the determination of the Level on the ISM, the next step is to analyze the strategy using the Balance Score Card.

Strategy with Balance Scorecard:-
The first step in the balanced scorecard method is to determine the vision, mission and strategy to be taken. Following are the existing visions, missions and strategies: Vision: "To be superior in developing Maritime Potential as the main task of the Indonesian Navy to support Food Security" Mission: 1. Doing business in building enthusiasm and love for the development of maritime potential to meet the needs of fish fulfillment and always provide the best service to the community. 2. Increasing the ability of productive and innovative Human Resources and full of creativity to support the best service to the community.

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3. Improve the ability to conduct defense diplomacy to ensure the calm and comfort of the community in their activities.
After determining the vision, mission and strategy, the next step is to determine the respective perspectives in the Balance Scorecard, and then look at the relationship between vision, mission and strategies that are used as a tool to achieve future goals. Conclusions can be drawn in the strategic objectives seen in Table 3.5 Table 7:-Recapitulation of Vision, Mission and strategies to form strategic goals After mapping all strategic targets into each perspective, then a causal link between various strategic objectives will be made. The measurement system used in making a causal relationship must refer to various objectives from the four Balance Scorecard perspectives. This image will also show changes from a strategic goal to a certain perspective and will have an impact on changes to other strategic objectives.

Conclusions:-
The strategy for developing maritime potential to deal with marine security threats in Malang Regency is the existence of favorable defense diplomacy, productive, innovative and creative maritime communities, legal umbrella for infrastructure development in the Blue Spring region, increasing the role of Maritime Potential Offices to educate people in the Sendang area Blue, Increasing the quality and quantity of marine defense defense equipment 1039 to protect the integrity of the NKRI, Collaboration with developed countries in the field of marine technology, Addition of Academy of Education in the maritime field in the Coastal area, Fishermen's life more prosperous, Establishment of Maritime Potential Management Agency with legal Umbrella clear, the application of real use of science in the field, research applications and information systems in the field of marine that are easily accessible in the community, definite legal umbrella in the management of maritime potential, implementation of community empowerment efforts Rakat coastal area, Maritime Domain Awareness efforts are established, Establishment of the illegas fishing and terrorism eradication task force, Increased Competency Standards for Human Resources in the marine sector, Increased tourism potential for coastal areas.
The evaluation model of the strategy for developing maritime potential in Malang Regency by using the SWOT Method to identify internal and external factors is then continued by using the ISM method to determine the relationship between the variables then using the Balance Score Card method to determine the target strategies to be achieved that need to get priority scale and get attention is at X14 which is Building maritime domain awareness means knowledge of what is going on in the sea in a waters region that can have an impact on security and the economy. Bibliography:-