Transformasi Kelembagaan Kemitraan Penyadapan Getah Pinus di KPH Bandung Selatan

Abstract

Kemitraan penyadapan getah pinus antara KPH Bandung Selatan dan penyadap saat ini masih lemah, bersifat informal, dan rentan terhadap perilaku oportunis akibat ketiadaan kontrak formal, tata kelola operasional yang kurang transparan, serta pendapatan penyadap di bawah UMK yang menurunkan minat tenaga kerja baru. Analisis produktivitas menunjukkan perlunya strategi pengelolaan tenaga kerja melalui rekrutmen usia produktif (24-45 tahun), pengaturan jam kerja optimal 8-10 jam/hari, dan distribusi pohon pangkuan 1.101-1.400 pohon. Kapasitas kelembagaan KPH tergolong sedang dengan kelemahan pada teknologi dan manajerial, sementara kapasitas penyadap cenderung rendah sehingga transformasi kemitraan menuju kontrak formal dengan model interlocked transaction menjadi penting untuk memperjelas hak kewajiban dan mengurangi biaya transaksi. Penerapan sistem pembayaran non-tunai (cashless) dinilai strategis untuk meningkatkan transparansi dan efisiensi, namun memerlukan mitigasi risiko melalui penguatan infrastruktur keuangan lokal, peningkatan literasi digital, serta skema transisi cash and carry untuk mengakomodasi penyadap lokal.

The pine resin tapping partnership between KPH Bandung Selatan and the tappers is currently weak, informal, and vulnerable to opportunistic behavior due to the absence of formal contracts, non-transparent operational governance, and tapper incomes below the regional minimum wage, which reduces the interest of new workers. Productivity analysis indicates the need for a labor management strategy through the recruitment of workers in the productive age range (24–45 years), setting optimal working hours at 8–10 hours/day, and distributing assigned trees between 1,101 and 1,400 per tapper. KPH’s institutional capacity is classified as moderate, with weaknesses in technology and managerial aspects, while tapper capacity tends to be low; therefore, transforming the partnership towards a formal contract with an interlocked transaction model is important to clarify rights and obligations and reduce transaction costs. The implementation of a cashless payment system is considered strategic for improving transparency and efficiency, but it requires risk mitigation through strengthening local financial infrastructure, increasing digital literacy, and introducing a transitional cash-and-carry scheme to accommodate local tappers.