第 56 卷 第 1 期
2021
年 2 月
JOURNAL OF SOUTHWEST JIAOTONG UNIVERSITY
Vol. 56 No. 1
Feb. 2021
ISSN: 0258-2724 DOI：10.35741/issn.0258-2724.56.1.5
Research articleEconomics
E
VALUATION OF
C
OOPERATIVE
D
EVELOPMENT
P
OLICIES IN
M
ALUKU
P
ROVINCE
,
I
NDONESIA
印度尼西亚马鲁库省合作发展政策的评估
Josef Papilaya a, Muhammad Rijal b*, Jeanete Ophilia Papilaya a
a
Economic Education Study Program, Faculty Teacher Training and Education, Pattimura University Molucas, Indonesia, josef_papilaya@yahoo.co.id, jeanete.papilaya@fkip.unpatti.ac.id
b State Institute for Islamic Studies Ambon
Molucas, Indonesia, rijal_rijal82@yahoo.co.id
Received: November 13, 2020 ▪ Review: December 8, 2020 ▪ Accepted: January 16, 2021
This article is an open-access article distributed under the terms and conditions of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0)
Abstract
Cooperatives have characteristics that differ them from business entities or other organizations. For cooperatives to develop well, the Government is expected to encourage cooperatives' development to improve the community's welfare. The method used in this study is a quantitative method employing SEM analysis. The research results show that: 1) the business environment does not significantly influence collaborative business skills; 2) coaching and supporting facilities significantly influence collaborative business skills; 3) coaching, business environment, and the availability of supporting facilities simultaneously affect business skills; 4) coaching, business skills and the availability of supporting facilities exert a significant impact on the development of cooperative businesses; 5) the business environment has no significant effect on the development of cooperative businesses.
Keywords:Coaching, Business Environment, Supporting Facilities, Business Development
摘要 合作社具有与业务实体或其他组织不同的特征。 为使合作社良好发展，政府有望鼓励合作 社发展以改善社区福利。 本研究中使用的方法是采用扫描电镜分析的定量方法。 研究结果表明： 1）商业环境对协作商业技能的影响不大； 2）指导和支持设施会大大影响协作业务技能； 3）教 练，业务环境和支持设施的可用性同时影响业务技能； 4）指导，业务技能和支持设施的可用性 对合作企业的发展产生重大影响； 5）商业环境对合作企业的发展没有重大影响。 关键词: 教练，商业环境，辅助设施，业务发展
I. I
NTRODUCTIONAccording to Law Number 25 of 1992 concerning cooperatives, they are defined as business entities consisting of persons or individuals or legal entities by basing their activities on the principle of joint operations and people's economic movement based on kinship. From the above understanding, it is clearly seen that cooperatives are joint ventures established to gather economic potential and strength in the community to provide a decent level of livelihood and welfare for members in particular and society in general [1], [2].
Cooperatives are an alliance of the weak to defend their living needs [3]. They are intended to achieve the prosperity of cooperative members' life at the cheapest possible cost. Shared needs take precedence over profits in cooperatives. The above opinion emphasizes that cooperatives are established jointly for the common interests by focusing on meeting the needs and welfare of members and not based on profit considerations. Cooperatives help organizations that carry out "business management" in a group that draws the concept of helping to help [4], where the business activities are solely aimed at the economy.
This understanding shows that each cooperative has different characteristics from other business entities or organizations. The distinguishing characteristic of cooperatives with other business entities is the dual aspects of cooperatives, namely the social and economic aspects [5]. Therefore, in carrying out their business, each cooperative must implement both aspects to improve its members' welfare. Cooperatives are also defined as joint ventures engaged in the economy of their members who are generally of a weak economy and join voluntarily and on the principles of equality of rights and obligations, conducting a business to meet the needs of their members [6].
Some of the experts' definitions suggest that the cooperative is an economic movement based on the principle of kinship that aims to improve members' welfare [7]. In connection with this, a high spirit and enthusiasm should always support the construction of cooperatives to realize democracy in the economy based on Pancasila and the 1945 Constitution, being a strong pillar of the national economy [8]. At the beginning of cooperatives' establishment in some areas, the development was advanced, but lately, cooperatives experienced ups and downs to the dissolution.
In the next development, cooperatives in Indonesia experienced unfavorable developments,
even with the closure of the business. The development of cooperatives is an important aspect of improving people's welfare. The Ministry of Cooperatives and Small and Medium Enterprises (SMEs) targets around 3,000 new cooperatives by 2018. These measures are in line with the closure of 40.013 sick cooperatives over the past three years. Minister of Cooperatives and SMEs, Anak Agung Gede Ngurah Puspayoga revealed that the Government carried out a comprehensive reform of cooperatives in the last three years. One of them is a rehabilitation program. "We have made a database. There are about 75 thousand healthy cooperatives, we are fostering another 75 thousand cooperatives to be healthy, and approximately 45 thousand cooperatives we disperse," he said during a Press Conference in his office, Jakarta, Friday (5/1/2018).
Meanwhile, Deputy for Institutional Affairs of the Ministry of Cooperatives and SMEs, Meliadi Sembiring said that the Government made a database, bearing in mind that decades of cooperative data in Indonesia have never been updated. Based on the data as of December 2017, the number of cooperatives was 153,171 units with 26.54 million active cooperative members. At the same time, the number of Micro, Small and Medium Enterprises (SMEs) is 59.70 million units. "We are not trying to disperse, but we want to fix the database, which has not been updated for decades. It has been updated twice, and, as a result, 40.013 cooperatives are dissolved," said Meliadi. According to him, the number of cooperatives that will be closed or dissolved can increase. The Ministry of Cooperatives and SMEs will again update this data during the national coordination meeting this February. "In the second month, I want the National Coordination Meeting to get the database updated again, and the number will definitely increase".
Some determinants of cooperative success are determined by the following factors:
1. The ability to create reasonable market positions and price controls, among others by a) acting together in dealing with the market through concentration of strength from members; b) shortening the marketing network; c) possessing functioning organizational equipment such as administrators, Members' Meetings, and Examining Agencies, as well as skilled and dedicated managers; d) having the ability as a business unit in regulating the quantity and quality of goods marketed through warehousing activities, careful quality research and so on.
2. The optimal use of available facilities and infrastructure to enhance efficiency.
3. The influence of cooperatives on members relating to changes in attitudes and behaviors that are more in line with the demands of environmental changes, including changes in technology, markets, and community dynamics.
Furthermore, the relationships and patterns of collaborative cooperation with other economic actors must be harmonious. The nature of the relationship must be mutually beneficial and does not cause cooperative dependence on other economic structures, and is based on horizontal and vertical cooperation between cooperatives themselves [9]. Development of cooperation with other economic actors is prioritized in developing relations with medium-sized entrepreneurs and large state-owned companies [10].
With such a position and role of cooperatives and under the cooperative development program policies in the reform era, which is focused on the efforts to establish cooperatives, repositioning cooperatives' role is essentially aimed at harmonizing cooperatives' role in accordance with their basic ideas and principles. In addition to returning to cooperative development goals, cooperatives' repositioning is programmed to eliminate problems faced by cooperatives.
Factors that influence the development of cooperatives refer to the aspects of coaching. The supporting factors for implementing cooperative and SME development strategies include the existence of the Amangtiwi Association and the Amangtiwi Cooperative that houses SMEs, the use of cooperative technology, the access to capital from the Cooperative and SME Office. The Government's role in the form of laws and regulations is an important factor for realizing good cooperative performance. These normative acts are regulated and issued so that the system can function properly. The Government plays an important role in fostering Indonesian cooperatives.
Business environment aspects are discussed in [20]. The members' participation significantly influences KPRI Cotton's success, and the business environment greatly affects the success of KPRI Kapas. The members' participation exerts a significant impact on the business environment in the KPRI Cotton District of Susukan Banjarnegar Regency.
Based on the background and constraints faced above, our research objective is to find out: 1) Is there any influence of coaching on collaborative skills in Ambon City, Seram District, and District of Central Maluku?
2) Does the business environment influence collaborative skills in Ambon City, West Seram District and Central Maluku Regency?
3) Do the available supporting facilities influence collaborative skills in Ambon City, West Seram District and Central Maluku Regency?
4) Is there a simultaneous influence on implementing coaching policies, the business environment, and simultaneous supporting facilities on collaborative skills in Ambon City, West Seram District and Central Maluku Regency?
5) Does coaching influence cooperatives' development in Ambon City, West Seram Regency and Central Maluku?
6) Does the business environment influence the cooperative business development in Ambon City, West Seram Regency and Central Maluku Regency?
7). Do the available supporting facilities influence cooperatives' development in Ambon City, Seram Barat Regency and Central Maluku Regency?
8). Is there a simultaneous influence of coaching, business environment and the available supporting facilities on the development of cooperatives in Ambon City, West Seram Regency and Central Maluku Regency?
II. M
ETHODSThis type of research is an evaluation technique that is usually carried out in the context of decision making. The goal is to collect data that will be used for decision making [11].
A. Population and Sample
Researchers determine a generalization area consisting of research objects/subjects with certain qualities and characteristics, and then conclusions are drawn [12]. The population is the whole subject of research. Based on the opinion above, the population in this study included management (30 respondents) and members (120 respondents) of six cooperatives, 150 people in total. Each response in each cooperative took 40 people randomly selected.
Also, researchers conducted interviews with cooperatives' management because they were more aware of the data, especially the data about the financing program, the business environment, and the supporting facilities available.
B. Research Approach and Design
This study uses path analysis and structural modeling (SEM) with predetermined construct variables (latent) under study. Variables are
categorized into two groups, namely three independent (exogenous) variables, namely Development (X1), business environment (X2) supporting facilities (X3), and two dependent variables, namely skills (Y1) and business development (Y2) as exogenous (bound) variables. Pathway design was used to analyze the causal relationships between variables to determine the direct effect [13].
The following shows the causal relationship between coaching variables (X1), Business environment (X2), Availability of Supporting Facilities (X3) and the development of Cooperatives (Y2) through Skills (Y1).
C. Data Collection Technique
This study employs primary data, that is, the data directly taken from the respondents. Data collection techniques used were questionnaires aimed at respondents. The questionnaire in this study uses a Likert scale with five answer choices: Strongly Agree given a score of 4, Agree given a score of 3, Disagree given a score of 2, and Strongly Disagree 1, Undecided given a score of 0. The data in this study were revealed using five questionnaires, namely: Coaching Variable Questionnaire, Business Environment Variable Questionnaire, Supporting Facilities Variable Questionnaire, Skill Variable Questionnaire, and Development Variable Questionnaire.
D. Data Analysis Technique
Data analysis techniques in outline consist of descriptive analysis, testing of measurement models, overall models, structural models, and analyzing influence between variables. Three programs were used in data processing and data analysis: the EXCEL program, SPSS 15.0 (for descriptive analysis and linearity testing) and Lisrel 8.72 (for measurement model testing, overall model testing, structural model testing and influence analysis between variables.
III. R
ESEARCHR
ESULTS ANDD
ISCUSSIONA. Trial Research Instrument Test Results This study deals with the relationship between coaching, business environment, and supporting facilities with KUD members' business skills and development in Maluku Province. There are five variables in this study, namely: 1) coaching, 2) business environment, 3) supporting facilities, 4) skills, and 5) business development.
A trial was conducted on 50 KUD members in Ambon City, SBB Regency, and Central Maluku
Regency who were not included in the sample list. This trial is intended to get a measuring instrument or tool with the quality that meets the valid and reliable elements.
1) Coaching Instruments (X1)
Table 1.
Coaching variable
Variable Sub Variable Item Number of Items
Coaching Briefing 1 -8 8
Training 9 – 15 7
Motivation 16 – 20 5
Number of items 20
Table 2.
Coaching variable test results
Item Number rcalculated rtable Information 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 0.712 0.529 0.591 0.538 0.642 0.368 0.608 0.663 0.694 0.643 0.530 0.452 0.240 0.489 0.419 0.712 0.529 0.591 0.549 0.642 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Drop Valid Valid Valid Valid Valid Valid Valid
The table above shows that 20 items of the coaching instrument after being tested and analyzed were compared to rtable or critical value r with α = 0.05 having degrees of freedom n - 2 = 50 - 2 = 48 obtained 0.284. Then 19 valid items, and one invalid item that can be dropped (number 13) were obtained.
The reliability test was performed for 19 items, and the calculation result was obtained 0.89. Thus, the coaching instrument was declared reliable because it had a high correlation coefficient.
2) Business Environment Instrument (X2)
Table 3.
The business environment instrument
Variable Sub Variable Item Number
of items Business environment Employees 21-28 8 Business Security 29 – 34 6 Community Support 35-40 6 Total 20
Table 4.
Business environment variable test results
Item Number rcalculate rtable Information 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 0.709 0.500 0.594 0.252 0.640 0.384 0.610 0.671 0.700 0.653 0.558 0.438 0.663 0.488 0.411 0.713 0.500 0.594 0.531 0.640 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 Valid Valid Valid Drop Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid
The table above shows that 20 items of the business environment instrument after being tested and analyzed were compared to rtable or critical value r with α = 0.05 having degrees of freedom n - 2 = 50 - 2 = 48 is 0.284. Then 19 valid items and one invalid item that can be dropped (number 24) were obtained.
A reliability test was performed for 19 items, and a calculation result of 0.89 was obtained. Thus, the business environment instrument was declared reliable because it had a high level of the correlation coefficient.
3) Supporting Facilities Instruments (X3)
Table 5.
Supporting facilities variables
Variable Sub Variable Item Number
of Items Supporting facilities External 41 – 43 3 Internal 44 – 47 4 Number of items 7 Table 6.
Variable test results for business support facilities
Item Number rcalculate rtable Information 41 42 43 44 45 46 47 0.656 0.650 0.651 0.681 0.646 0.624 0.727 0.284 0.284 0.284 0.284 0.284 0.284 0.284 Valid Valid Valid Valid Valid Valid Valid
The table above demonstrates that seven items of the supporting facilities instrument after being tested and analyzed were compared to rtable or critical value r with α = 0.05 having degrees of freedom n - 2 = 50 - 2 = 48 is 0.284. The
obtained seven valid items mean that no items can be dropped or declared invalid.
The reliability test was conducted for seven items, and the calculation result was 0.78. Thus, the supporting facilities instrument was declared reliable because it had a high level of the correlation coefficient.
4) Skills Instruments (Y1)
Table 7. Skills
Variable Sub Variable Item Number of Items
Skills Skillful at work 48 – 53 6
On-time at work 54 – 59 6
Number of items 12
Table 8.
Skills variable test results
Item Number rcalculate rtable Information 48 49 50 51 52 53 54 55 56 57 58 59 0.639 0.621 0.641 0.556 0.622 0.429 0.668 0.722 0.705 0.665 0.601 0.543 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid
The table above shows that twelve items of the supporting facilities instrument after being tested and analyzed can be compared to value r with α = 0.05 having degrees of freedom n - 2 = 50 - 2 = 48 is 0.284. The obtained 12 valid items mean that there are no items that can be dropped or declared invalid.
The reliability test was performed for twelve items, and the calculation result was 0.85. Thus, the skill instrument was declared reliable because it had a high level of the correlation coefficient.
5) Business Development Instruments (Y2)
Table 9.
Business development instruments
Variable Sub Variable Item Number
of items Business Development Business Unit Growth 60 -63 4 Member Increase 64 – 66 3 Increase in Business Capital 67 – 73 7 Number of items 14 Table 10.
Business development test results
60 61 62 63 64 65 66 67 68 69 70 71 72 73 0.658 0.602 0.618 0.515 0.659 0.440 0.681 0.722 0.697 0.634 0.609 0.505 0.267 0.514 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 0.284 Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Drop Valid
The table above demonstrates that 14 items of business development instruments after being tested and analyzed were compared to rtable or critical value r with α = 0.05 having degrees of freedom n - 2 = 50 - 2 = 48 is 0.284. This analysis resulted in the obtained 13 valid items and one invalid item that can be dropped (number 72).
The reliability test was performed for 13 items. As a result of the calculation (0.85), the business development instrument was declared reliable because it had a high correlation coefficient level.
B. Description of Variable Frequency Distribution
1) Description of the Variable Frequency of Guiding Policy Implementation
The frequency distribution of coaching variables can be seen in table 11.
Table 11.
Variable frequency distribution for guiding policy implementation
Interval Category Frequency Percentage
46-53.6 Very low 12 8 53.9-61.6 Low 21 14 61.7-64.9 Middle 40 26,67 69.5-77.2 High 32 21,33 77.3-85.0 Very high 45 30 Amount 150 100
Based on the above table 11, the score of the success rate for implementing the business climate creation policy makes 8% in the very low category, 14% in the low category, 26.67% in the medium category, 21.33% in the high category, and 30% in the very high category. These results indicate that the successful implementation of strategic policies in the training program is already very high, at 30%. It was included in the very high category.
2) Evaluation of the Strategic Policy for Creating a Business Environment
The frequency distribution of the variables implementing the policy of creating a cooperative business environment can be seen in table 12.
Table 12.
Variable frequency distribution for strategic policy implementation
Interval Category Frequency Percentage
32.0-37.4 Very low 16 10.68 37.5-42.8 Low 17 11.33 42.9-48.2 Middle 32 21.33 48.3-53.7 High 44 29.33 53.8-59.0 Very high 41 27.33 Amount 150 100
Table 12 illustrates the high score of successful implementations of the business climate creation policy, making 10.68% in the very low category, 11.33% in the low category, 21.33% in the medium category, 29.33% in the high category, and 27.33% in the very high category. These results indicate that the percentage of successful implementation of strategic policies in creating a business climate in the category of high, very high, medium, low, and very low. Thus, the tendency of respondents tends to state that the implementation of strategic policies to create a business climate is high.
3) Implementation of the Strategic Policy for Creating Business Support Facilities
The frequency distribution of the variable implementation of supporting facilities creation policies can be seen in table 13.
Table 13.
Variable frequency distribution for strategic policy implementation
Interval Category Frequency Percentage
20.0-22.4 Very low 41 27.33 22.5-24.10 Low 20 13.33 24.11-26.20 Middle 18 12 26.21-32.0 High 36 24 32.1-34.0 Very high 35 23.34 Amount 200 150 100
Table 13 illustrates the score for the successful implementation of the business climate creation policy, making 27.33 % in the very low category, 13.3% in the low category, 12% in the medium category, 24% in the high category, and 23.34% in the very high category. These results indicate that the success rate of implementing strategic policies to create business support facilities in the category is very high, high, medium, low, and very low. Thus, it is known that in general, the tendency of respondents tends to state that the implementation of strategic policies to create business support facilities achieved is very low.
4) Skills
The results of subsequent studies presented frequency distribution data with five categories.
Table 14 shows the tendency of spreading the frequency scores for the implementation success level.
Table 14.
Variable frequency distribution for skills
Interval Category Frequency Percentage
28,0-33,4 Very low 16 10.67 33.5 - 38.8 Low 24 16 38,9-44,2 Middle 38 25,33 44.9 - 52.10 High 49 32,67 52.20 – 59 Very high 23 15,33 Amount 200 100
Based on the table, the score of the skills development success rate makes 10.67 % in the very low category, 16% in the low category, 25.33% in the medium category, 32.67 % in the high category, and 15.33% in the very high category. These results indicate the success rates of Small Business skills in the medium, high, and very high categories. Thus, the tendency of respondents tends to state that the implementation of strategic policies supporting business facilities achieved is moderate.
5) The Development of Small Industries in the Handicraft Industry
Table 15 presents the frequency distribution results for further processed data.
Table 15.
Variable frequency distribution for cooperative development
Interval Category Frequency Percentage
44.0-52.2 Very low 10 6.67 52.3-60.4 Low 14 9.33 60.5 – 68.4 Middle 44 29.33 68.5-68.6 High 39 26.34 68.9-85.0 Very high 38 25.33 Amount 150 100
The table illustrates the success rate score of implementing the business climate creation policy, making 6.67% in the very low category, 9.33% in the low category, 29.33% in the medium category, 26.34 % in the high category, and 25.33% in the very high category. These results indicate the successful implementation of policies and the impact on the cooperative businesses' development in the very high, high, medium, low, and very low categories. Thus, the respondents tend to state that the implementation of business development policies in the medium category.
C. Effect of Coaching on the Development of Cooperative Businesses
The process of cooperative business development in each region is very influential for cooperatives' development [14]. The
development must be carried out intact both from the Office of Cooperatives and Small and Medium Enterprises and cooperatives' management to synergize with the cooperative business development programs themselves [15]. But in reality, the cooperatives chosen as the sample in this study did not show their development well. As noted, in particular, the "USPEK" Unit Cooperative in the village of Uraur, West Seram Regency, was not working as it should. In plain view, this cooperative is only a building with no business activities. The Office of Cooperatives for Small and Medium Enterprises responsible for coaching seems to have never done any business coaching for cooperatives [16].
Likewise, the cooperative in Alang village operates similarly as the Super cooperative in Liliboy village. Indeed, there are activities with a shop business, but the Pertok business prepares daily basic necessities and keeps its management activities only on Sundays. They calculated how much money came in during the week, and the daily business activities were still apparent. However, based on the results of interviews with cooperatives' management, they stated that so far, the process of coaching towards cooperatives by the Office of Cooperatives of Small and Medium Enterprises in Central Maluku district never ended. Annual Meeting activities are always carried out. As stated, the Office of Small and Medium Enterprises Cooperatives' management was present in opening the Annual Member Meetings only to open the meeting because they are responsible for giving directions at the end of the year Membership Meeting. It can be seen from the committee's statement that they only came to open the annual member meeting, but the rest never existed. This disappointment was conveyed by the governing body of the "SUPER" village unit cooperative in the village of Allang. For "SENYUM" Sipan Lending Kiperation in Hutumury village, attention on the part of the Ambon City Kiperation and Small and Medium Enterprises Agency was quite good. Because how many coaching programs are carried out directly by the Ambon City Koperasu and Small Medium Enterprises Agency. It works well. When the researchers visited the Smiles cooperative for data collection, officers from the Office of Cooperative Small and Medium Enterprises Cooperative also met in the context of a meeting with the Smiles cooperative in Hutumury village. This cooperative already has its own business entity. There are many coaching processes carried out by the Ambon City Cooperative and SME Office.
Guidelines include:
a. Training for Karaharaha and KSP management in Ambon city.
b. Training for making financial reports with a financial opening system through the Cooperative Accounting System
c. Finding capital assistance for cooperatives.
d. Fostering cooperatives specially to manage their financial management.
e. Providing briefings to members of the cooperative at a member meeting.
f. Providing coaching for cooperatives must pay taxes for the State from the results of their business and others.
D. Effect of the Business Environment on Cooperative Business Development
The cooperative business environment is very influential for cooperative development [17]. We encountered the following results during our visit to the "USPEK" cooperative in the village of Uraur. The cooperative was not progressing because of a lack of coaching and business environment factors: the humanitarian conflict that occurred in 1999 in Maluku. Several savings and loan businesses were established in the village of Uraur, and the community prefers to obtain loans there. This fact is also an obstacle for further KUD "USPEK" development, and also members of the cooperative "USPEK" paid no attention to developing their business. Therefore, the "USPEK" cooperative is no longer developing. It was also found that the cooperative is close to Kairatu sub-district. Many businesses have developed because all community needs can be obtained in the Kairatu and Gemba villages, making it easy for the community to fulfill all the needs in both villages. The business environment is not supported from the business aspect. It becomes an obstacle for the cooperative's management and members to maintain this cooperative and coaching from the Office of Cooperatives and SMEs in West Bargain Regency.
Unlike the KSP in the Hutumury Village, the business environment is very supportive of the community to participate in maintaining cooperation as a business entity that can help the surrounding community because cooperatives contribute to society by lending money for various needs, for example, the education needs of school children and students and even other urgent needs. The business environment is very good in this cooperative because it is supported by employees with good experience [18]. The same thing applies to KUD.
Based on data analysis obtained g = 0.14 with t = 1.70, when t <1.96, then t is not significant, and Ho is accepted. Conclusion: The business environment does not significantly influence cooperatives' business skills in Ambon City, West Seram Regency and Central Maluku Regency.
The results of this study do not comply with previous research. The results show that the creation of KUMKM business climate, entrepreneurship development, competitive advantage, and micro-scale business empowerment significantly influence the development of KUMKM in Nunukan Regency with a significance level of 0.000. The coefficient of determination (R2 of 47.20% and the remaining 53.40% is explained by other factors not included in this study. T-test results (partially), namely: Creation of the SME Business Climate, Entrepreneurship Development and Competitive Advantages for SMEs, and Empowerment The Micro Scale Business significantly influences the development of KUMKM with the value of Fcalculated = 20.892 and Ftable = 2.76 [19]. Likewise, the results of research raised by Khasanah Setiaji, in his journal, The Influence of Member Participation and the Business Environment on the Success of the Cooperative Employees of the Republic of Indonesia (KPKI) District of Susukan Banjarnegara District, show that there is a significant influence of the business environment on the success of KPRI Cotton. The participation of members and the business environment also significantly influence the success of KPRI Kapas Susukan District Banjarnegara District [20, 21].
E. Effect of Supporting Facilities on Cooperative Development
Cooperatives need supporting facilities for cooperative development efforts. However, there are no relevant research results on the cooperative "USPEK" in the village of Uraur and "SMILE" in the village of Alang. Formerly the "SMILE" cooperative in Alang village had a "MOBIL" land transportation facility that served the community's transportation in the Alang village. Still, along with the development of transportation access expansion by the Central Maluku Regency and Ambon City, where the road facilities were already quite good, this also contributed to affect the cooperatives' activities. Most cooperative and community members choose to shop in the city of Ambon, especially in the nearest supermarket where supplies of basic necessities are replenished every day
because the distance traveled to the city is close and easy to reach. These factors also affect cooperative development activities.
F. Cooperative Business Development
Village Unit Cooperatives that were sampled in the study recently showed that business development had not provided significant developments. The development of the business aspect does not show a prominent achievement. This is conditioned by many challenges faced. Among others, there is more open access to transportation to the city center; therefore, many members of the cooperative and even the local people do not shop at the cooperative concerned. The rather advanced development only occurred at the Kopertai KSP Smile Hutumuri village, where the number of assets available up to the 2016 financial year was Rp 2,908,102,619. As for the "SUPER KUD" Village Cooperative Unit in the Liliboy village, the remaining results of operations amounted to Rp 72,508,815 in 2016.
Statistical analysis results show that based on data analysis obtained Ho = 0.22 with t = 4.46 because t> 1.96; thus, t is significant and Ho is rejected. It can be concluded that coaching has a significant effect on business development in Ambon City, West Seram Regency, and Central Maluku Regency.
IV. C
ONCLUSIONBased on the discussion above, the following conclusions can be drawn:
1) Coaching has a significant effect on collaborative business skills in Ambon City, West Seram Regency, and Central Maluku Regency.
2) The business environment does not significantly influence cooperatives' business skills in Ambon City, West Seram Regency, and Central Maluku Regency.
3) The availability of supporting facilities significantly influences cooperatives' business skills in Ambon City, West Seram Regency, and Central Maluku Regency.
4) Guidance, business environment, supporting facilities significantly influence collaborative business skills.
5) Coaching has a significant effect on business development in Ambon City, West Seram Regency, and Central Maluku Regency.
6) The effort environment has no significant impact on business development in Ambon City, West Seram Regency, and Central Maluku Regency.
7) Provision of business support facilities has a significant effect on business development in
Ambon City, West Seram Regency, and Central Maluku Regency.
8) The availability of supporting facilities significantly affects business development in Ambon City, West Seram Regency, and Central Maluku Regency. Business environment, available supporting facilities, and business skills significantly affect business development in Ambon City, West Seram Regency and Maluku Regency.
