Institutional Capacity, Interagency Coordination, and Enforcement Integrity in Street Vendor Governance: Explaining the Failure of Coaching-Based Regulation in Indonesia
DOI:
https://doi.org/10.53905/Veritas.v2i03.9Keywords:
street vendor governance, local government coaching, informal economy, market management, public administration, qualitative case studyAbstract
Purpose of the study: : Local governments in developing countries increasingly rely on coaching (pembinaan) — the combination of extension (penyuluhan), direction (pengarahan), and guidance (bimbingan) — as a soft-governance instrument to formalize street vendors without resorting solely to eviction. This study examines the role performed by the Market Service (Dinas Pasar) of Pekanbaru City in coaching street vendors (pedagang kaki lima, PKL) at Senapelan Market, and identifies the factors that constrain the effectiveness of that role.
Methodology: A qualitative descriptive case-study design was employed. Data were collected through semi-structured interviews with one key informant (the Head of the Market Service Technical Implementation Unit) and eight informants (three Market Service staff and five street vendors, selected through purposive sampling), complemented by direct field observation and documentary review. Data were analyzed using the interactive qualitative model of data condensation, display, and conclusion drawing/verification.
Results: The coaching role of the Market Service has not been optimally implemented across all three indicators — extension, direction, and guidance — as evidenced by the persistence of vendors trading on sidewalks and road bodies despite repeated interventions. Three interrelated factors constrain this role: (a) the limited service capacity of Market Service personnel, (b) weak inter-unit coordination and communication, and (c) inconsistent integrity/enforcement discipline among field officers.
Conclusions: Coaching outcomes at Senapelan Market remain suboptimal because instrumental (extension, direction, guidance) and institutional (capacity, coordination, integrity) dimensions of local governance are misaligned; strengthening officer capacity, inter-agency coordination, and consistent, transparent enforcement — alongside vendor-inclusive relocation planning — is required to translate coaching policy into behavioral compliance.
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