IMPLEMENTATION OF THE SIAGA VILLAGE PROGRAM

The evaluation of the implementation of the Siaga Village program was carried out by filling out a questionnaire given to 30 respondents. It was found that the implementation of the Siaga Village program in Abuan Village, Susut District, Bangli Regency was in a very good category (Table 1 ). The implementation of policies or programs is a crucial stage in the public policy process. A policy or program must be implemented to have the desired impact or purpose. Policy implementation is seen in a broad sense as a means of public administration in which actors, organizations, procedures, techniques, and resources are organized together to carry out policies to achieve the desired impact or goal.

The data in Table 1, indicate that that program Siaga village has been running as a maximum, because of all the variables studied, both of variable communication, availability of resources, the attitude and commitment of the program managers, and bureaucratic structures are all in the category of good to very good. This is following the annual report of the Puskesmas Susut II in 2019, that Abuan Village in Bangli Regency is an active Siaga village for the Pratama stage, of the 8 phasing criteria, only the criteria for the Siaga village forum have made this program unable to reach a higher stage. In 2019 there was Siaga village forum characterized by the Decree of the forum, but the forum does not run on a regular well each quarterly or monthly, as evidenced by the absence of documents showing the list of attendees, meeting minutes, as well as photo documentation of activities. Another criterion that can affect the consistency of the Siaga Village program is the commitment of the policyholders and the community itself. Several studies have been conducted to determine the condition of the Siaga Village program. Misnaniarti ( (Misnaniarti, 2011) ) in his research found that the Siaga village in Ogan Ilir Regency was still based on a top-down and the formation of a Siaga village had not fully utilized the potential of various existing community-based activities. Maharani, et al. ( (Maharani, Martanti, & Bahiyatun, 2018) ) also stated that the implementation of the Siaga village program in Semarang Regency had experienced a hiatus for several years, then the Siaga village was re-established with a Siaga village organizational structure, and implementing midwife for a Siaga village, a village ambulance facility, and Siaga village training for cadres.

IDENTIFICATION OF INTERNAL AND EXTERNAL FACTORS

Determination of internal and external factors based on the results of field observations, document review, questionnaire distribution, and Focus Group Discussion (FGD). Internal factors consist of Strengths and Weaknesses, while external factors consist of Opportunities and Threats. These factors are presented in Table 2 and Table 3 .

The results of the calculation of the internal factor value obtained the total value (strengths and weaknesses) is 3.41. The matrix above shows the components in the strength factor have a balanced weight, namely 0.08 for 5 components and 0.07 for 5 components as well, while the rating value varies. The results of the score (multiplication of weight with rating) obtained the highest strength value found in 2 components with a value of 0.31, namely about the development of clean and healthy living behavior, and access to health services. Weakness factors have varying weights with the highest score being 0.12, namely regarding the involvement of community leaders in village forums on health and components of the Decree Forum which have not been updated regularly every year.

The table above shows the results of the calculation of the value of external factors with the total value (opportunities and threats) of 3.32. The opportunity factor that has the highest score is 0.36, there are three components, namely support from the village, the commitment of village officials and the community as well as community and organizational participation, while in the threat factor the highest value is the negative information component (Hoak) from social media about Covid-19 and other health. with a score of 0.11. This means that there is still a lot of unofficial or irresponsible information circulating in the community, especially through social media.

SIAGA VILLAGE IMPLEMENTATION STRATEGY

The combination of the IFAS and EFAS matrices produces an external-internal matrix containing nine types of cells that show the total value combination according to the weights of the IFAS and EFAS matrices in a strong position in the range 3.00-4.00 which places the implementation of Siaga villages to prevent Covid-19 in Abuan Village, Bangli Regency is in the cell I in the internal and external matrices.

Based on Figure 1 , the strategy that suits these cells is to grow and develop with vertical integration, which can be done with a strategy that increases cooperation and coordination with the components involved in the growth of the Siaga village program in efforts to prevent COVID-19. The strategic obtained include:

• Strategy 1, continue to carry out the development of Clean and Healthy Behavior Household by cadres/officers of the Puskesmas.

• Strategy 2, carry out village forums regularly every month, discussing health, including Covid-19 in the village, involving figures/policyholders in the village and the community.

• Strategy 3, update the Village Head Forum Decree regularly issued by the Village Head every year.

• Strategy 4, to disseminate information about Covid-19 through various media including social media

• Strategy 5, activating the role of health cadres during the Covid-19 pandemic in the form of prevention efforts in the form of socialization and handling so that people avoid negative information (hoax) from social media about Covid-19 and other health.

Community Empowerment in Prevention of Covid-19 is all the efforts made by all components of society by exploring their potential so that they are empowered and able to play a role in preventing Covid-19 transmission, this is following the objectives of the Siaga Village program. Sulaeman, et al. ( (Sulaeman et al., 2012) ) stated that there are factors related to people's ability to identify health problems and people's ability to solve health problems. The health sector community empowerment model includes the ability to identify and solve health problems. Internal and external factors in a community at the level of community members, community institutions, community leadership, and access to health information have an important role in community empowerment in the health sector. The impact of the empowerment program in the health sector is changing people's behavior and increasing awareness in maintaining health as one of the capital in improving welfare ( (Pramudyani, Setiawan, Fajariyansyah, & Aji, 2019) ).

The factors that determine the implementation of the Siaga Village program in prevention efforts in Bangli Regency, Bali province consist of the dominant internal factors like strengths, namely the Clean and Healthy Lifestyle in each household by cadres/officers, and access to health service places that are reached by the community. Whereas a weakness in the village forum that discusses health (including Covid-19) which involves figures/policyholders in the village and the community that has not been routinely implemented every month. The external factor as the biggest threat is the existence of negative information (hoax) from social media about Covid-19 and other health aspects, while as an "opportunity" nothing is dominant. The implementation of Siaga Village programs requires collaboration from various parties, including village officials, community leaders, youth, NGOs, and all members of the community ( (Rochmawati, 2010) ). The success of the Siaga Village Program requires the active role of various parties ranging from the central, provincial, district/city, sub-district to village and sub-district ( (Kesehatan & I, 2015) ), and top-down and instructional approaches must be reduced (Kemenkes RI. 2012). Thus the success of its implementation requires the support of implementing officials to achieve the program goals ( (Suriyati, Widnyana, & Sukerta, 2019) ).

Clean and healthy living habits are a set of behaviors that are practiced based on awareness as a result of learning that makes a person or family able to help themselves in the health sector and play an active role in realizing the health of their community ( (Bali, 2012) ). A clean and healthy lifestyle is a reflection of a family lifestyle that always pays attention to and maintains the health of all family members. All health behaviors are carried out with awareness so that family members can help themselves in the health sector in the community. A clean and healthy lifestyle must be implemented as early as possible so that it becomes a positive habit in maintaining health ( (Proverawati & Rahmawati, 2012) ).