TGO Journal of Community Development

Bantengan Arts Development Planning Model in Malang Raya

Mon, 05 Jan 2026 00:00:00 +0000

This activity aims to strengthen the organizational capacity of the Bantengan Galogo Djati art association in Malang Raya through structured mentoring activities. The method used consists of three stages, namely preparation, implementation, and evaluation, which will be carried out from October to November 2025. The preparation stage results in a clearer management structure and a systematic work plan. The implementation stage provides organizational management training, simulation of art activities, and strengthening coordination between members so that the quality of performances increases. Evaluations are carried out to assess the effectiveness of mentoring, identify successes and obstacles, and prepare recommendations for improvement. The results of the activity show an increase in organizational capacity, the formation of a funding strategy, and the opening of opportunities for collaboration with external parties. The discussion emphasized that mentoring plays an important role in maintaining the sustainability of the Bantengan tradition while opening up development opportunities through digitalization and cross-sector cooperation networks. Thus, this activity supports previous research on the importance of organizational planning in the preservation of traditional arts, as well as making a real contribution to the development of culture and creative economy in Malang Raya.

Making Chopper Machines to Improve the Quality and Quantity of Goat and KUB Chicken Business Feed

M. Faiz Firdausi, Danny Umar Siddiq, Novia Lailatul Fitri — Mon, 05 Jan 2026 00:00:00 +0000

The purpose of this activity is to improve the efficiency of feed provision in the goat and chicken farming business of Kampung Unggul IAARD (KUB) through the manufacture and application of the Chopper machine. The activity was carried out in the Real Work Lecture (KKN) program in East Kasiyan Village, Puger District, Jember Regency. The implementation method consists of observation, design and design, implementation, and evaluation. The resulting Chopper machine has a production capacity of ±250 kg/hour with a smoother and uniform 1-2 cm shredding result. Trials showed that the time of chopping 8.5 kg of feed, which previously required ±30 minutes manually, was reduced to ±10 minutes with the Chopper machine. This result has an impact on increasing time and effort efficiency, better feed quality, and increased livestock productivity. In addition, training on the use and maintenance of machines also strengthens partners' independence in operating appropriate technology in a sustainable manner.

Developing Recruitment, Training, and Retention Systems in a Culinary MSME: Evidence from Lynn’s Kitchen

Mon, 20 Apr 2026 00:00:00 +0000

This article reports a community service program that developed an integrated human resource management (HRM) system for a growing culinary MSME, Lynn’s Kitchen. The program addressed typical HR problems in small food businesses, such as informal recruitment, unplanned training, high employee turnover, and low job satisfaction. Over a two-week intensive intervention, the team implemented a structured approach that combined pre-surveys, competency-based recruitment workshops, a five-module staff training program, and a basic employee retention scheme. The intervention resulted in a formal recruitment system with clear job descriptions and competency-based selection steps, a training curriculum that substantially strengthened employees’ knowledge and practical skills, and revised compensation, career path, and engagement practices that improved job satisfaction and reduced projected turnover. At the business level, the integrated HRM system contributed to higher employee productivity, better operational efficiency, and improved customer evaluations. The findings indicate that investing in systematic recruitment, training, and retention practices is a strategic choice for culinary MSMEs that seek to enhance both their human capital and business sustainability.

Operational Management Assistance at the Jaran Kencak Arts Organization

Emmy Ermawati, Mimin Yatminiwati, Een Yualika Ekmarinda — Fri, 01 May 2026 00:00:00 +0000

The purpose of this study is to understand the need for operational management assistance in the art of Jaran Kencak Sri Katon Makmur in Lumajang Regency, East Java, and to formulate strategies that can support the sustainability and development of the traditional art. The methods used included in-depth interviews with the organization's leaders, players, local governments, and the community, which were then confirmed through a Forum Group Discussion (FGD). The data analysis technique was carried out with a descriptive qualitative approach, so that the research results emphasized more on the interpretation of meaning and socio-cultural dynamics. The results of the activity show that all parties have the same view on the importance of operational management assistance. The organization's leaders emphasized the need for more systematic planning, the players wanted a clear schedule and distribution of roles, the government saw great potential in the development of cultural tourism, while the community considered Jaran Kencak as a cultural identity that must be maintained. Confirmation through the FGD strengthens the findings, emphasizing that mentoring is an urgent need to maintain the sustainability of the arts. Art that does not have a management system tends to be stagnant, while art that is supported by structured management is able to survive and thrive. The practical implication of this research is the need for a sustainable mentoring program involving the government, academics, and the community, so that Jaran Kencak art can adapt to the dynamics of the times, expand the reach of the audience, and contribute to regional development through the art and tourism sectors.