i

Proceeding



International Seminar
BUSINESS, STATE, CIVIL SOCIETY AND THE
ROLE OF UNIVERSITY:
In Search of a Common Platform for Collaboration






















ii

Foreword
The central premise of the twentieth century such as state vs market is obsolete.
Government often finds it lacks skill, political will and the budget to get everything
done while the private sector itself is often struggling to survive. Consequently, the state
cannot solve all problems and neither can the private sector.
Meanwhile, the prevailing assumption of state and market collaboration was challenged
by concerns in civil society. Rather than defining citizenship as a legal status, citizens
nowadays take a broader view that concerns individual or collective capacity to
influence the public domain. They look beyond self- interest, adopt shared values
together with the public and private sectors to achieve public goals as common interests.
Yet, the collaboration between state, business and civil society requires social glue
that sustains their engagement. One might argue that universities play an important role
in bridging the collaboration.
Thus, it is intriguing to address the following questions:
1. How best to combine public and private sectors to achieve public goals?
2. How to sustain shared values and to engage civil society to achieve public
goals?
3. What are the ideals and best practices of collaboration that may involve the three
stakeholders?
4. What are the roles of universities to sustain the effective collaboration among
stakeholders?
It is in these perspectives, the seminar on Business, State, Civil Society and the Role of
University: In Search of a Common Platform for Collaboration is organized by Center
of Policy and Management Studies (REFORMA)-Department of Public Policy and
Management, Faculty of Social and Political Sciences Universitas Gadjah Mada in
collaboration with Universite Le Havre-France, under French-Indonesian Joint
Working Group. The seminar served as an intellectual space for scholars, policymakers
and practitioners to share and learn perspectives, experiences, challenges and
opportunities as well as insightful understanding for identifying the proper sphere of
higher-education institution in the context of the benefit and streghtening the democratic
public governance. And this proceedings brings you academic papers presented in the
seminars panel discussion session.


Seminar Convenor




iii

CONTENT
Cover .............................................................................................................................. i
Foreword ........................................................................................................................ ii
Content ........................................................................................................................... iii
The Urgency of The New Pranata Mangsa System to Manage Agricultural
Sector in Rural Area .................................................................................................... 1
Muh Arif Fahrudin Alfana, Kristian Hendra P, Tyas Gita A, Fardyansari C.
A Sustainable Comprehensive Service in Hiv/Aids Management Based on
Collaborative Governance Among Stakeholders in Surakarta City ...................... 14
Argyo Demartoto
Hybrid Organization: Collaborative Governance to Achieve Public Goals .......... 35
Putri Rahayu, Raditya Priambodo, Iqbal Natsir, Kuncono Cahyo
Universities - a Central Node in Indonesian Political Discussion and Discourse,
Now and Into the Future ............................................................................................. 55
Michael York
Collaborative Governance in Porgram of Makassar Green and Clean (Mgc)
2008 2013 .................................................................................................................... 75
Nasrulhaq
Business Role to Achieve Public Goals : Best Practice British Etroleum CSR in
Teluk Bintuni, Papua Barat ....................................................................... ................. 98
Aryo Dwi Harprayudi
Public Private Partne rship : Collaborating Bureaucracy, Business & University 117
Yorri Kusuma Nugraha
Mobility of Human Resources In Science And Technology (Researchers) to Micro,
Small and Medium Enterprises Sector ...................................................................... 127
Agustinus Sulistyo Tri Putranto


1

THE URGENCY OF THE NEW PRANATA MANGSA SYSTEM
TO MANAGE AGRICULTURAL SECTOR IN RURAL AREA
Muh Arif Fahrudin Alfana
1
, Kristian Hendra P
2
, Tyas Gita A
3
, Fardyansari C.
4
(
1.
Faculty of Geography UGM,
2.
Post-Graduate Student in Department Of Social
Development & Welfare UGM,
3.
Post-Graduate Student in Linguistics Program
UGM,
4.
MMPDAS UGM)

Abstract
Pranata mangsa is the provisions of the season that has been established by our
ancestors based on the nature phenomenon. The informations of pranata mangsa has
been a standard for the farmers especially in Java Island to determine the
agricultural activity for so many years. The changes of the weather that happens
recently gives impact on the agricultural field, for example it changes the environment
circumstances and also the soils fertility, this phenomenon causes the calculation of
pranata mangsa is not relevant anymore. The aim of this study is to discover the
needs of the farmers in the provisions of the seasons and also guidance in agricultural
development whether it is for increasing their prosperity or only to survive.
The study is held in Imogiri and Temon, Bantul Daerah Istimewa Yogyakarta which
the majority of its population still depends on agricultural field and still be guided in
local wisdom. This study uses purposive sampling method in gathering the primary
information in the field and secondary data. The result of this study shows that the
provisions of the season which also called pranata mangsa is still used by the people
of those districts despite te fact that the system is not relevant to be implied. The
people in those areas are highly dependent on the condition of the natures condition
in determining the planting season thus the workshops from the governments and
findings and discoveries from the scientists are highly expected so the irrelevancy of
the pranata mangsa can be solved.
The calculation of the new pranata mangsa becomes an urgent need for the
farmers. The pests attack and unpredictable rainfall are one of the crop failures.
Agricultural department as the government role has to optimalized the counseling for
the farmers. Climate Informations from the Geographic Information Department has
to be accessible for the farmers. Furthermore the discovery sharing from the scientists
and pundits is also very important for the farmers. The collaboration of the society,
government, and the intellectuals is very important in order to solve the agricultural
problem. The inference of them all is the discovery of the new provisions of the season
that can be used by the farmers in the village to manage their land.
Key words: Climate change, farmers, pranatamangsa



2

A. BACKGROUND OF CHOOSING THE SUBJECT
Local people in Java Island are generally still very bound with its culture. The
culture is rooted and is used to control the lives of Javanese People. This type of
culture is often called as local wisdom. Local wisdom (according to Indonesian
Ministry of Social Affair) is viewed as an outlook of life, knowledge, and any life
hack strategy that is embodied in activities that are done by local people in order to
solve any problems in correlation of fulfilling their needs.
One of the local wisdom that is owned by Indonesia is Pranata Mangsa.
Pranata mangsa is the provisions of the season that has been established by our
ancestors based on the nature phenomenon in order to decide the agriculture activity.
In centuries, this system is well known among the local people to understand the
climate condition in order to do the agriculture activities. Pranata mangsa is a local
knowledge to know the nature phenomenon indicator like rainy season, dry season,
spring, blooming season and etc. The purpose of the pranata mangsa knowledge is to
decrease the risk of the plant (paddy) for not eligible in growing related to the rainfall
condition. The accomplishment of result optimalization and the preventation of high
cost production are also another reason for using pranata mangsa. In this age, those
nature phenomenon become irrelevant due to the global climate change and the
disappearing of indicator markers. For instance, the changing of rainy season and dry
season are affecting the blooming season and harvesting season.
The climate change has changed the world view in several things. The climate
change has caused the changing environment and affected on soil fertility. The
susceptibility of an area with the climate change, the endurance degree, and adapting
ability of the climate change effect depend on the economic-social structure,
infrastructure, the emerged impact, and the provided technology. In Indonesia, the
efforts in mitigation and climate changed has started in 1990, even t hough Indonesia
does not have any obligation in accomplish the emission reduction target.
The global climate change has affected and changed several nature activities.
It caused many shifted seasons, for instance the beginning of rainy and dry season.
This will cause some trouble for the farmers like the crop failure which happened

3

recently. Within so many problems related to the seasons, the farmers knowledge of
the pranatamangsa calendar is interesting to be investigated. However, a deep
investigation from the farmers point of view has not been done by many.
In these days, there are issues among the people that the farmers have left the
tradition. It is due to the extreme climate change. The result that can be seen from the
climate change is the harvest failure and the unsatisfying harvesting products. The
successful of the harvesting depends on the climate factor. There is a tendency of
people leaving the pranata mangsa. Thus, it is an urgency for the farmers to have the
new pranata mangsa since the farmers find it useful and easy to use.
B. RESEARCH AIM
The aim of this research is to see the farmers responds of the needs of new
pranata mangsa and the calculating system in running the agriculture activity. This
research is also aimed in assessing the adaptation and the strategies of the local people
with the current pranata mangsa. The third aim of this research is to describe the
farmers adaptation with the climate change and the pranata mangsa that is used in
cropping pattern.
C. THEORETICAL BACKGROUND
1) Pranata Mangsa
Pranata mangsa is the provisions of the seasons, climates, and natural
phenomenon that has been established by our ancestors based on the natural
events such as rainy seasons, dry season, spring, and stars coordinate in the
universe, and etc (Wiriadiwangsa, 2005). The drastic climate change has
changed the relevance of pranata mangsa in determining the agricultural
season pattern in Indonesia. Pranatamangsa is divided into 12 seasons which
has certain characteristics on each seasons. The division months in pranata
mangsa can be seen in Tabel 1. Nowadays, the calculation of pranatamangsa is
no longer relevant. It is due to the climate change that shifts the growing
season.


4

2) Climate Change
The climate change causes the change in rain pattern that makes the
beginning of each season shifted. The dry season will last longer that caused
drought disaster, lowering the productivity and the acre of cropping field.
Meanwhile, the rainy season will last in a short term that caused the increasing
of rainfall, which can caused flood and landslide. (Meiviana et al., 2004).
Ratag (2007) has investigated that the change of rainfall pattern in year 1900-
2000 for rainy season in September-October-November. It is found that the
rainfall intensity has increased since the length of the rainy seasons is shorter
in a year and it is predicted that it will continue in the future. The changed
rainfall pattern and the shifted of the beginning of the season are also causing
the changing in cropping period and pattern. This phenomenon will be a
trouble for the farmers as they get used to in the pranata mangsa pattern
(Wiriadiwangsa, 2005).
Salinger (2005) has analyzed the change in temperature and rainfall
caused by the climate changed. It resulted that the climate change will make a
serious impact on two sectors that are agriculture and forestry. Naylor et al.
(2007) specifically stated that the agriculture production in Indonesia is
influenced by the rainfall, whether it is variation between seasons or among
the years, the effect of the monsoon Australia-Asia and El Nio-Southern
Oscillation (ENSO) is very dynamic. In other way it can be said that the
unnatural pranata mangsa calculation is no longer relevant.







5

Tabel 1. Pranata Mangsa Division
Bulan Pranotomongso Bulan Masehi Penciri
Kasa (Kahiji) 22/23 June - 2/3 August. Planting Crops Season
Karo (Kadua) 2/3 August - 25/26 August.
Musim kapok bertunas tanam palawija
kedua
Katiga (Katilu)
25/26 August -18/19
September.
Sprouting Yam Season, harvesting
corps.
Kapat (Kaopat)
18/19 September - 13/14
October.
Dry Seasons, Kapok tree bearing fruit,
banana planting
Kalima (Kalima)
13/14 October - 9/10
November.
The beginning of rainy seasons,
tamarind tree sprouting, turmeric
growing leaves
Kanem (Kagenep)
9/10 November - 22/23
Desember.
The fruits starting to rot, time to work
on the rice field
Kapitu (Katujuh)
22/23 Desember - 3/4
February.
Flood season, storm, landslide, begin
to plant the paddy
Kawolu (Kadalapan) 2/3 Februayi.
Paddy seasons is off, many pests, many
plant disease.
Kasonga (Kasalapan) 1/2 March - 26/27 March.
The paddy blooming, the sound of
turaes (insect) are heard.
Kadasa (Kasapuluh) 26/27 March -19/20 April.
Paddy begin to bear, the birds making
nest, planting corps in the drier lands.
Desta (Kasabelas) 19/20 April - 12/13 May.
Still have any time for planting the
crops, the birds feeding their children.
Sada (Kaduabelas) 121/13 April- 22/23 June.
Piling straw season, cold weather in the
morning
tanda-tanda udara dingin di pagi hari
Source :(Wiriadiwangsa, 2005)
D. RESEARCH METHOD
This research is an investigation of farmers respond of the urgency in new
pranata mangsa in managing their cultivating system in te village. This research
method is associated with three main aspects in the research which are population
existence, the research object, anf the analysis method (Yunus, 2010). This research
based on its object is categorized as survey analysis with qualitative and quantitative
method for the analysis. Meanwhile based on its population existence, this research
use the sampling method. Analysis unit from this research is farmers household
degree. The respondent of this research is bread maker of the family or the adult
member of the family that can give information.

6

The gathering data method is done by combining two methods that are
quantitative and qualitative. The qualitative gathering data method is done in case
study of 10 farmers household as the correspondent with deep interview and
observation to gain detail information. The correspondent is chosen by purposive
random sampling. The information that is taken from this method is the living strategy
that is used by the poor families in their lives. However, the quantitative gathering
data method is done by taking 100 sample of farmers household in Imogiri and
Temon.


7

E. RESULT AND DISCUSSION
1) The Preview Regional Studies
The regional studies are located in two districts that are Imogiri sub-
district in bantul District and Temon subdistrct in Kulon Progo district.
Visually this areas can be seen Pict 1. Imogiri has a large paddy field space
that produce many rice crop since the area is sloppy and suitable for
agriculture. The agriculture condition imogiri sub-district is one of the biggest
economic forces (Podes 2011).
The main cultivating in Imogiri is irrigation field. The rice field
commodity becomes the largest in this sub-district within 12.898 ton. The
agriculture development in this area increased in 2012 that is shown by the
production increasing in 13.879 ton (BPS, 2011). This improvement is
triggered by the strong coordination between the farmers and the head of
farmer group in deciding the agriculture system in Imogiri. Sharing
information, determining first crop pattern, distributing fertilizer is routine
activities that are done by the farmers group to ensure that their crop will
successfully harvested. M (39 years old), the chief of farmers group in Imogiri
said that:
Agriculture is the main activity in this village. Thus in organizing it we always
coordinated among the farmers so we will have a good result. Every 40 days we hold
a meeting to discuss about the farmers needs and another issues. The distribution of
fertilizer, when the first crop season, what kind of paddy we will plant are examples
of the issues that we discuss in our meetings
Besides imogiri, Temon is also the top agriculture area in Kulon progo
district. Most of the farming in this area is rainfed paddy fields which are
extremely depended on seasons. According to BPS 2009, the approximate
paddy field production in Temon is 6,53 ton/kw or having a reduction about
0,12 ton/kw from 2007 in 6,65 ton/kw. According BPS the approximate
production is also experiencing a reduction in 2012 5,75 ton/kw. The condition
of this decreasing can be a reference that from year to year there has been a
lowering production. Factors that influenced the reduction in productivity are

8

the price of fertilizer, the unstable price, the harvest failure, and the wrong
calculation of the seasons. Y (41 years old), a farmer in Temon said:
In our sub-district most of the field is rainfed paddy field, so the climate is really
determining the cultivation. Pranata mangsa used to be helpful enough for us, but
now its calculation is no longer compatible for the nature condition. In the fifth-sixth
mangsa we used to be ready in planting the paddy, now it is often that w cannot plant
the paddy on those seasons. As u can see we havent done anything for the farm,
guess the planting season will be back in one or two months.
2) Pranatamangsa Knowledge
In this industrialization the understanding of the people in the local
wisdom is decreasing even disappearing. The local knowledge of pranata
mangsa which used to be very important to be mastered in Javanese farmers
are being ignored. Most of the correspondents said that they are no longer use
pranata mangsa, some of them never heard of it.
Tabel 2. The Farmers Awareness of Pranata Mangsa
Regional Studies
The Awareness
Pranata Mangsa
N Total
Know and
Understand
Know Never heard of it
Imogiri Bantul 13 35 2 50
Temon Kulon Progo 19 16 5 50
Source: Field interview
Generally 58% of the farmers in those areas do not fully understand on
pranata mangsa in detail. The farmers in Imogiri are the most farmers that do
not aware on pranata mangsa. Most of the farmers in north Imogiri never
heard of this ancient pranata mangsa. It is because the established of dams that
dam up the river and flow it to farmers field so that the farmers are no longer
aware on the use of pranata mangsa. The farmers rely on the water that is
flowed by the irrigation. In contrary, the farmers in south Imogiri still count on
the rainfall that is explained in pranata mangsa. Most of the farmers in these
area is depended on the rainfall to begin the cropping season, since it is
depended on the rainfall they can only harvest once and the harvest production
is low that it cannot be sold and only consumed y themselves. It is different
from the irrigation field that have a enormous amount in harvesting so that it

9

can be sold and also consumed by themselves. This finding is also found in
Temon, which most of the respondents who arent aware of pranata mangsa
have the irrigation cultivating system. Most of them explain briefly when
asked deeply on what is pranata mangsa. One of the responden W (36 years
old). Temon citizen said:
It is hard for me to understand the pranatamangsa estimation, especially for young
farmers like me. Besides pranata mangsa is no longer relevant in this current
situation so the reason to ignore it are stronger.
The calculation of the mangsa (months)division in pranata mangsa is
based on the climate change observation. It means that this heritage
calculation is also based on rationality and science. It can be seen by the
significant examples and details that describe the characteristics of each
mangsa. For instance in mangsa kasa, it is described that the climate is dry, the
leaves fall, and the grasshoppers make nest and lay eggs.
It has been told that the other knowledge that is in pranata mangsa is
the knowledge of the variety of pests that attack the plant including the
characteristic, the emergence perods, and the plant they will attack. For
example ganjur pest is described as an animal looked like mosquitoes but do
not capable to fly, so the spread is only limited. This kind of pests attack
paddy that is late in cropping. Ganjur lay eggs in the paddy leaves, then
hatched the larva in the paddy trunk. This attck will kill the paddy since its
fotosintesis process is irrupted.
One of other things that make the pranata mangsa system less popular
according to the correspondent is the assumption that this calendar system is
based on the superstitious. However, the philosophy of pranata mangsa is
really related with the spirituality of Javanese culture. Pranata mangsa is based
on the view that nature is not an enemy that has to be defeated but a kind
friend that give blessing and must be dearly loved. The purpose of this ethic is
internalization the human behavior that is believed by the modern era, which
teach the farmers to be more economical. For thousands of years our ancestors
have studied the season patter, climates, and other phenomenon. Thus they can

10

make a calendar which is not based on Syamsiah (Christian) or Komariah
(Islam) but based on the natural events like rainy season, dry season, blooming
season, the coordinates of the stars in universe, and also the effect of the full
moon in ocean tides. However, the calculation and the data that are used in the
system is very traditional. Furthermore, the recent natural condition is also
different with the past. Our ancestors make the pranotomongso formula based
on the natural phenomenon which those phenomenon nowadays is on chaos
and harder to be estimated.
3) The farmers strategy in facing the climate change
Global warming has become fearness to everyone. The climate mess
affects the cultivating cycle. Several years ago both dry season and rainy
season both lasted for 6 months. However, the current condition is the dry
season is often longer which clearly incur losses for the farmers. They cannot
predict the appropriate time to begin planting. This results in the risk of the
harvest failure.

Tabel 3. The farmers strategy in facing the climate change
Regional Studies
Strategi Petani
N Sum
Building
Pump
Strengthen the
Farmers
Association
Await for the
falling rain
Imogiri Bantul 10 34 6 50
Temon Kulon
Progo
5 25 20 50
Sum 15 59 26 100
Source: Field interview
Many adapting strategies have been done by the farmers that use
pranatamangsa. They use water pumps (15%) which the water is pumped from
the river or artesian well, the strengthen of farmers association (59%) and
await for the falling rain in (26%). The building pumps strategies are done by
the farmers who have a wide field area and have a high- income. However, the
other two strategies that are strengthen the farmers association and await for

11

the falling rain are done by the poor farmer in both regional studies. The
extreme changing climate really affects the harvest production, for instance the
harvest failure, the shifted rainy season to crop and etc. The shifted of rainy
season is very much affecting the agriculture.
4) The Urgency Of The New Pranata Mangsa For The Local Farmers
Pranata mangsa is a heritage calendar that is viewed as a very
important thing in agriculture. The climate change has made the estimation
made by pranata mangsa is no longer relevant to use. However, 80% of
correspondent sais that pranata mangsa is still needed by the farmers. S (56
years old), a respondent, said that:
Pramata mangsa used to be very accurate so the deciding cropping pattern season
is only based on its estimation. Nowadays all of the estimation are fal se. The
calculation like pranata mangsa is demanded by all of the farmers, for the wealthy
farmer like me or for young farmers. It is even better that pranata mangsa is renewed
so that the farmers can easily determine the season.
The new pranata mangsa calculation becomes an urgency for the
farmers. Pests attact and late rain fall prediction are some of the many in
causing the harvest failure. Agriculture department as government body
should reinforce the agriculture workshop program to be more optimal. The
farmers should be easily accessed the climate information from the
Geographic Information Agency. Besides the research sharing from the
intellectual in agriculture can be a valuable information for the farmers. The
collaboration between the people, government, and intellectual is important in
solving those problems. The result from all those cooperative bodies will
effect on the emerging of new pranata mangsa that can be useful for the
farmers in the village in cultivating their farms.
Naylor et al. (2007) suggested that in order to have a agriculture
continuity related to the climate changed there should be changes in
cultivating calendar, cultivating patter, and even plant rotation for every
agroecological zone. This study analyses the climate change and rainfall
pattern change and its affect on Indonesias Agriculture. There are many
methods that have been developed in determining the rain characteristic in a

12

region: Boerema (1941) introduces rainfall types, Thornthwaite (1948)
introduces climate type, Schmidt dan Ferguson (1951) modified rain types that
are made by Mohr, and Trojer (1976) introduces rainfall classification.
Oldeman (1975) used wet and dry month that happens continually in a year to
decide the rainfall pattern. Wet month is determined based on the water supply
that considered fulfill the crop water requirement. Thus, the Olderman method
is known as agroclimate classification since it is also functioned in describing
length of growing period potential, especially paddy. The Oldeman method
has been chosen is this study, so that the change of rainfall pattern with the
growing period can be identified. A complicated calculation has to be
simplified in order to make it accessible for the farmer.
F. CONCLUSION
Several conclusions can be drawn from the research investigation. It is found
that the climate change caused some of the changing cropping pattern in agriculture
field in two areas. The local people knowledge of pranata mangsa that has been a
reference in their agriculture system is no longer relevance. The adaptation form of
the farmers in facing the climate change I usually done by waiting the rain to fall. This
is because the farmers still rely on the natural events. Nature has been the strongest
force that is hard to be conquered. The limited capital and access in modern
agriculture makes the farmers harder to improve. The farmers also strengthen the
solidarity of the farmers group in their district. Therefore the new pranatamangsa is
extremely needed by the farmers for they only depend their agricultur system on the
natural events. There are 80% of the farmers that said that pranata mangsa is needed.
The cultivating workshops are needed to be enhanced. Department of agriculture as
the government body has to optimalize on the workshop program. The farmers need
to have an easy access on the climate information from Geographic Information
Agency. Besides, the research sharing from the pundits is also important in solving
those problems. There is an urgency of the collaboration among the people,
government, and the intellectual to solve the problems. The result from all those
cooperative bodies will effect on the emerging of new pranata mangsa that can be
useful for the farmers in the village in cultivating their farms.

13

REFERENCES
Badan Pusat Statistik. 2011. Potensi Desa. Jakarta: Badan Pusat Statistik.
Badan Pusat Statistik. 2011. Kulon Progo dalam Angka 2010. Yogyakarta : Badan
Pusat Statistik Yogyakarta
Badan Pusat Statistik. 2011. Kecamatan Temon dalam Angka 2010. Yogyakarta :
Badan Pusat Statistik Yogyakarta
Boerema, J. 1941. Rainfall types of Indonesia. Verhandelingen Royal Magnetical and
Meteorological Obs., Batavia, No. 34. 105 p.
Meiviana, A., D.R. Sulistiowati, dan M.H. Soejachmoen. 2004. Bumi Makin Panas.
Ancaman Perubahan Iklim di Indonesia. Kementerian Lingkungan Hidup
Republik Indonesia dan Yayasan Pelangi Indonesia. Jakarta.
Naylor, R.L., D.S. Battisti, D.J. Vimont, W.P. Falcon,and M.B. Burke. 2007.
Assessing risks ofclimate variability and climate change forIndonesian rice
agriculture. Proceedings ofthe National Academy of Sciences of the United
States of America. PNAS 104(19):7752-7757.
Ratag, M. 2007. Perubahan Iklim Indonesia Periode 1900-2000. Badan Meteorologi
dan Geofisika. Jakarta. (tidak dipublikasikan).
Salinger, M.J. 2005.Climate variability and change: past, present and future-an
overview. Climatic.Change 70:9-29.
Schmidt, F.H., and J.H.A. Fergusson. 1951. Rainfall types based on wet and dry
period ratios for Indonesia with Western New Guinea. Djawatan Meteorologi
dan Geofisik. Jakarta.
Trojer, H. 1976. Weather classification and plantweather relationship. Food and
Agricuture Organization. Working paper No 11. 85p.
Wiriadiwangsa, D. 2005.Pranata Mangsa, Masih Penting untuk Pertanian. Tabloid
Sinar Tani, Periode 9-15 Maret 2005.







14

A SUSTAINABLE COMPREHENSIVE SERVICE IN HIV/AIDS
MANAGEMENT BASED ON COLLABORATIVE GOVERNANCE
AMONG STAKEHOLDERS IN SURAKARTA CITY
Dr. Argyo Demartoto, M.Si
Sociology Department of Social and Political Sciences
Faculty of Surakarta Sebelas Maret University
demartotoargyo@gmail.com
Abstract
This research aimed to find out the form and the effectiveness of collaborative
governance among stakeholders for a sustainable comprehensive service in HIV/AIDS
management in Surakarta City. The research method employed was explorative one. The
sampling technique used was purposive sampling. The data collection was conducted
with observation, in-depth interview, Focused Group Discussion, and documentation
methods. The result of research showed that the Surakarta Citys Local Commission of
AIDS Management Commission (KPAD) serves as the stakeholder coordinating
institution, whether government organization, non-governmental organization, private
organization, college, people with HIV/AIDS including family, friend and community
caring about AIDS to provide promoting, preventive, curative, and rehabilitative services
relative to HIV/AIDS. Considering Anthony Giddens structuring theory and DeSeves
successful collaboration in governance, in Surakarta City, there was still power hierarchy
in networked structure particularly in governmental organization or related Local
Apparatus Work Unit. The stakeholders worked according to their own main duty and
function. There had been a commitment to a common purpose among the stakeholders but
HIV/AIDS cases tended to increase in the group with risk of being infected by HIV/AIDS,
even housewives and child. The trust among participant factor was relatively good in the
term of confidentiality about people with HIV/AIDS. Governance factor had been
sufficiently good corresponding to Surakarta Mayors Decree Number
443.2.05/98/1/2012 about The Second Amendment to Surakarta Mayors Decree Number
443.2.05/28-A/1/2010 about The Establishment of Commission, Work Group and
Secretariat of AIDS Management in Surakarta City. In practice, however, some
stakeholders were less active, and human resource and budget were limited. Currently,
the Local Regulation concerning AIDS management in Surakarta City was being
developed. The access to authority factor was sufficiently good because KPAD was very
cooperative and applied and uncomplicated procedure. Distributive
accountability/responsibility was less good because not all stakeholders felt responsible
for this problem. Information sharing among the stakeholders had run well such as
communication, information, education about HIV/AIDS, training, capacity building and
research supporting by College. Access to resource had not been maximal yet
particularly regarding the limited operating fund for program and activity that was still
dependent on international donor agency. To improve the quality and the effectiveness of
collaborative governance among the stakeholders, there should be obvious norm,
structure, and process in coping with AIDS.
Keywords: Collaborative governance, stakeholders, Sustainable Comprehensive Service, HIV
and AIDS.

15

A. INTRODUCTION
Decreasing HIV/AIDS infection rate with target achievement in 2015 is a part
of Millennium Development Goals (MDGs), because HIV/AIDS has been pandemic,
including in Indonesia. Since 2000 until today, the number of People Living with
HIV/AIDS (PLWHA) increases rapidly, even the HIV/AIDS infection rate has been
very high in some locations (concentrated level epidemic) (WHO, 2010). There are
several public policies related to HIV/AIDS management. The National HIV/AIDS
Management Action Strategy and Plan in 2010-2014 is the one at national level. The
National Medium- Term Development Plan of 2010-2014 also mandates HIV/AIDS as
one of prioritized issues. At macro level, in Republic of Indonesias President
Instruction Number 1 of 2010 included MDGs achievement acceleration and Republic
of Indonesias President Regulation Number 75 of 2006 about National Commission
for AIDS Management indicates the intensification of AIDS management. It is
followed up by the release of Republic of Indonesias Interior Minister Regulation
Number 20 of 2007 about General Guidelines on the Establishment of AIDS
Management Commission and Community Empowerment in the attempt of
HIV/AIDS management in local area.
Surakarta Citys commitment to dealing with HIV/AIDS problems arose with
the issuance of Surakarta Mayor Decree Number 443.2.05/144/1/2006 on June 8,
2006 about HIV/AIDS Management Commission and KPA Secretariat, amended with
Surakarta Mayor Decree Number 443.2.05/98/1/2012 on November 20, 2012 about
the establishment of AIDS Management Commission, Work Group and Secretariat.
This technical policy was confirmed by the Circular of Surakarta Citys Local
Secretariat Number 910/10 concerning the Preparation of Kelurahan Development
Fund Implementation of 2013, mandating the allocation of 5% Kelurahan
Development Fund in each Kelurahan for the activities aiming to deal wit h HIV/AIDS
by the People Care About AIDS.
A variety of programs and activity has been carried out by the stakeholders in
collaboration to deal with HIV/AIDS, but the number of HIV/AIDS patients increases
steadily. In 2013, there are 29,037 HIV and 5,608 AIDS cases. Meanwhile,
cumulatively, there are HIV/AIDS cases 127,416 HIV and 52,348 AIDS cases with

16

total death of 9,585 people in the period of April 1, 1987 to December 31, 2013
(Ditjen PP & PL Kemenkes RI, 2013). In the meantime, regarding the cumulative
number of HIV/AIDS by province in the period of April 1, 1987 to December 30,
2013, Central Java Province is in the sixth rank among the 33 provinces in Indonesia
with 7,421 cases: 3,983 HIV and 3,438 AIDS, with 812 deaths (Komisi
Penanggulangan AIDS Provinsi Jawa Tengah, 2013).
Surakarta City is the one in the second highest case rank in Central Java. The
trend of HIV/AIDS case development, particularly in Surakarta City really becomes
an iceberg phenomenon and skyrockets steadily. In 2010 and 2011, there are 33 cases,
in 2012 25 cases and 2013 49 cases of HIV and AIDS. Data on HIV/AIDS
experiences fluctuating trend over years.
This article aimed to study the role, form and effectiveness of sustainable
comprehensive service in HIV/AIDS management based on collaborative governance
among stakeholders in Surakarta City.
B. METHOD
This study was an exploratory research taken place in Surakarta City because
there were individuals and or institutions collaborating to deal with HIV/AIDS:
government institution, non- government organization, private, College, and civil
society as well as PWLHA (including family, friends), medical service personnel and
hospital. The author took the sample with certain consideration, the one considered as
capable of providing data maximally (Denzin & Lincoln Eds., 2000). The author
collected the data through in-depth interview, non-participatory observation, Focused
Group Discussion and documentation, so that primary and secondary data were
obtained, that were than analyzed in-depth through an Interactive Model of Analysis
consisting of three components: data reduction, data display and conclusion drawing
(Miles and Huberman, 1994).




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C. LITERATURE REVIEW
1) A Sustainable Comprehensive Public Service
In Republic of Indonesias Law Number 36 of 2009 about Health and
Republic of Indonesias President Regulation Number 72 of 2012 about
National Health System, it is stated that the service given to meet the societys
health need can be promoting, preventive, curative, and rehabilitative services.
Health service is generally provided by individual and or social institution
constituting direct service in the form of examination, medication, treatment,
medical measure, diagnostic measure and medical supporting measure.
Meanwhile another service is direct service supporting service, the
administrative service (Muzaham, 1995; Sarwono 1997; Pohan, 2006). In
HIV/AIDS management, a sustainable comprehensive health service is
required, whether promoting, preventive, curative and rehabilitative, involving
a network among all of existing resources in the attempt of providing a
holistic, comprehensive service and treatment, and broad support (Ditjen PP
dan PL Kemenkes RI, Ditjen Penyuluhan Kemenhukham RI, 2012;
Demartoto, et al. 2014).
The public service perspective involves collaborative governance
concept because it emphasizes on citizenship values and or indirect
democracy, although certain stakeholders are possible not involved physically
but their interests are accommodated as optimally as possible in decision
making process. Stakeholder is those affected or exposed to the effect of an
action, program, policy or those who should be involved in decision making
process regarding mutually problem solving (Subarsono, 2005; Nugroho,
2012).
Stakeholder is explained by agent and structure or human agent
concept. The meaning of agent points more to the character of an active agent
or actor. Agent and actor are used interchangeably, with inherent aspect
concerning what they do and the capacity to understand what they do while
they do something (Giddens, 1990). Stakeholders serve as purposive agent

18

because they have two tendencies: having reason for their action and
elaborating this reason continuously and repeatedly. Stakeholders take some
action as having objective, aim, or motive. Structuring contains three
dimensions: interpretation/understanding, stating the way the agent
understands something; appropriate direction, stating how something should
be done; power in acting, stating the way the agent achieves a desire (Giddens,
1991: 4).
2) Collaborative Governance and Reason of Collaborating
Collaboration is generally divided into two definitions. Collaboration
in the meaning of a process is a series of processes or the way of
governing/managing or instructing institutionally. Meanwhile the one in
normative definition is aspirations or philosophical objectives for the
government in order to achieve its interaction with its partners (Ansell and
Gash, 2009).
Collaborative governance arises adaptively or intentionally created
consciously because of complexity and interdependency among institutions,
latent conflict among the interesting groups and the attempt of looking for new
ways of achieving political legitimacy. In addition, the making collaborative
governance is important because of, among other, the failed implementation of
policy in the field, groups incapability, particularly due to the separat ion of
rule regimes to use other institution arenas to inhibit decision, interesting
group mobilization, and high cost and regulation politicization (Ansell and
Gash, 2009). In addition to the seven reasons above, there are two other
reasons for the emergence and the development of collaborative governance:
increasingly broad thought on interesting group plurality and managerialism
accountability failure (particularly the increasingly politicized scientific
management) and its implementation failure (Ansell and Gash, 2009).
The tendency carried out by collaborative governance builds on
organizational development and knowledge growth as well as institutions or
organizations capacity along with the experiences obtained from environment

19

when the organization works in certain period of time (Ansell and Gash,
2009). In collaborative governance analysis, there should be obvious limits of
definition that are of course varying in the term of formality level, duration,
focus, institution diversity, valence, stability or volatility, initiative, and
problem statement, whether it is probe-driven or opportunity-driven (Donahue,
2004, 3-4).
3) The successful collaboration in governance according to DeSeve
De Seve (2007) mentions six important items that can be the parameter
to measure collaborations success in governance. The first is networked
structure. The network may not create hierarchy because it will not be
effective, and the network structure should be organic with an as flat as
possible organizational structure, in which there is no rule (power) hierarchy,
domination and monopoly; everyone is equal in the term of obligation,
responsibility, authority, and opportunity for accessibility (Giddens, 1991;
Jones, 2004; Millward and Provan, 2006). The second is commitment to
common purpose referring to the reason why a network must exist, because of
attention and commitment to achieving positive objectives. These objectives
are usually articulated in an organizations general mission. The third is trust
among participants based on professional or social relationship; the belief that
the participants rely on information or other stakeholders effort in a network
in order to achieve mutual objective.
The fourth is the presence of Governance certainty or clarity in the
management, including boundary and exclusivity, confirming who are and
who are not the members; rules confirming a number of limitation on
stakeholder members behavior; self-determination, the freedom of deciding
on how the network will be operated and who is allowed to operate it, and
network management concerning rejection/challenge resolution, resource
allocation, quality control, and organizational maintenance. The fifth is access
to authority, the availability of standard (measures), the provision of clear and
broadly acceptable procedure. For most members of network, it should give an

20

impression that a member of network is given authority to implement the
decision or to undertake his/her work.
The sixth is Distributive accountability/responsibility, sharing the
governance (arrangement, organization, management along with other
stakeholders) and sharing a number of decision makings to all members of
network; thus sharing responsibility to achieve the intended results. The
seventh is information sharing, the easy access for the members, privacy
protection (an individuals personal identity confidentiality), and limited
access for non-members as long as it is acceptable to all parties. This access
easiness can encompass easy and safe system, software, and procedure to
access information. The eighth is access to resources, the availability of
financial, technical, human and other resources necessary to achieve the
network objective. If possible, the government should provide financial or
other resources (or through cooperation with financial institutions or other
private institution to invest).
4) Collaborative Constraint
To create an effective collaborative, the public servants (including the
leaders) are required to have skills and willingness to join the partnership
pragmatically, product (output)-oriented. The dependency on procedure and
not willing to take risk is one of constraints in the organization of
collaboration effectiveness. In public service, risk-reward calculus even
creates rejection to organize/arrange a flexible and practical work procedure
that can actually be done through collaboration, but in fact it even generates
the dependency on other party. Otherwise, a culture involving failure as a part
of innovatively organization learning is very appropriate to collaborative
efforts (Government of Canada, 2009).
The collaboration fails because the top-down approach is still
maintained by the government when establishing collaboration with other
parties, the presence of governments domination and government does not
implement the agreement based on cooperative and egalitarian mentality as

21

required for the implementation of collaboration. In addition, it also fails
because the participation among interesting groups or stakeholders is still
considered as trivial or unimportant (Government of Canada, 2009).
The institutions adopting vertical structure very tightly, institutions
vertical accountability and policy direction are not compatible with the
collaboration because it requires the horizontal work procedures or
organization between government and non- government. The collaboration
tends to have spontaneity characteristics (sometimes not requiring formally
firm rule and sometimes not required to be consistent with Standard Operating
Procedure in mechanistic public organization), cannot replace the objectives
decided centrally and democratic states general needs (Government of
Canada, 2009).
In the time when the role of media increases and the public supervision
is getting tighter and emerges simultaneously from various parties, it is
difficult to imagine that the policy makers face only few preconditions in the
term of cataloguing, direction, and rationalization of public expenditures.
Meanwhile, collaboration requires flexibility precondition when arriving at
mutually-owned/public resource use/expense. Another constraint with
collaboration is the emergence of and the rigidity of definition and condition
limitation decided by the government as it is bound by expectation, procedure,
availability, and resource, thereby it is difficult to establish collaboration with
the actors outside organization in order to get uniform understanding
(Government of Canada, 2009).
Still another constraint is no development of innovative strategies, and
even if some innovations are made, they do not reflect on public fund
investment substantially; even such the fund is likely out of observation,
particularly when the fund is not fruitful. An innovative (forward- looking)
leadership is the one that can introduce a variety of values and objective to be
the core of collaborative government, and inspiration to specified agenda but
still can lead to achieving positive outputs through partnership. Collaboration
can be inhibited, when the leaders of groups collaborating are less or not

22

innovative. Collaboration can fail because there is a change in the previously
approved agreement and the emergence of different new interests among the
stakeholders including the leaders of individual groups (Government of
Canada, 2009).
D. RESULT AND DISCUSSION
1) The Role of Stakeholders, the Form of Collaborative Governance
Surakarta City grows into a dynamic urban area with complex urban
problems such as health (HIV/AIDS), environment, demographic, city layout,
transportation, criminality, population dynamic, and other social problems.
Surakarta city has a variety of health facilities including 11 general hospitals, 2
mental hospitals, 13 maternal and infant hospital, 38 treatment centers or
clinics, 14 permanent Puskesmas (community health centers), 25 subsidiary
Puskesmas, 17 mobile Puskesmas, 585 Posyandus (integrated service post),
and 138 pharmacies. Those providing Sexual Infectious Disease clinic and
Voluntary Counseling and Testing (VCT) facilities are Doctor Moewardi
Hospital, Dr. Oen Hospital, Puskesmas Manahan and Puskesmas Sangkrah. In
Surakarta City, there are some NGO concerned with HIV/AIDS with different
target group such as Mitra Alam Foundation (Injected Drug User), Women
Solidarity for Humanity and Human Rights (Solidaritas Perempuan untuk
Kemanusiaan dan Hak Asasi Manusia [SPEK-HAM])) for sexual female
workers, Gessang Foundation (Men Who Have Sex With Men Community),
Himpunan Waria Solo (Solo Transsexual Assosiation) and Kelompok
Dukungan Sebaya Solo Plus (Peer Support Group Solo Plus) (for PLWHA).
To deal with, to manage and to organize HIV/AIDS, the local
governments institution units alone are not enough, so they should collaborate
with Non-Government Organization (NGO) with their own attention, private,
college and civil society.
The collaboration among stakeholders can be categorized into the one
in normative context because all stakeholders have same aspiration and
objective of lowering HIV/AIDS transmission according to a consensus that

23

individual stakeholders work corresponding to their main duty and function, to
provide sustainable comprehensive service in dealing with HIV/AIDS.
A sustainable comprehensive service involves a network among all
resources existing in Surakarta City, to provide holistic and comprehensive
service and treatment, and broad support to key population, PLWHAs and
their family and the public. A sustainable comprehensive service involves
treatment in hospital treatment at home during the course of disease. Before
decided to provide a sustainable comprehensive service, some point should be
taken into account, namely adequate resource such as fund support, material
and tool, human resource, from either government or society and well-
established cooperation among them. It includes clinical management, service
to patient directly, education, prevention, counseling, palliative treatment, and
social support.
Surakarta Citys AIDS Management Commission (KPAD of Surakarta
City) has been establishing since 2005. KPAD of Surakarta City has duty and
function included in Strategic Plan of Surakarta Citys KPA in 2011-2015. It is
particularly responsible for the implementation of HIV and AIDS management
in Surakarta; for leading the implementation of advocacy and coordination
with policy makers at municipal level; for coordinating entire activities
conducted by Local Apparatus Work Unit (SKPD), Mass Organization,
Service Clinic and NGO related to HIV and AIDS issues existing in Surakarta.
It is also responsible for coordinating Work Group of KPA such as Prevention
and Support Work Group, Service and Treatment Work Group, Harm
Reduction Work Group (reducing adverse effect of injected drug user) and
Empowerment Work Group that have existed in implanting the activities
relative to its main duty and function and reporting all activities conducted to
the Chief of Surakarta Citys AIDS Management Commission and all
members existing as feedback to what have been done.
The work groups of Surakarta Citys AIDS Management Commission
serve to help the commission in formulating operational policy related to
AIDS management program; coordinating the program planning,

24

implementation and monitoring; developing certain program consistent with
the need; activating the stakeholders in applying the national and local policies
for certain program; holding program mentoring, mentoring and evaluation as
well as making and delivering the work report to the Chief of KPA through
KPAs secretary periodically.
The Surakarta Citys KPA attempts to provide a sustainable
comprehensive service in handling HIV/AIDS. It can be seen from the table
below.
Table 1. Programs and Activities of Surakarta Citys KPAD in managing
HIV/AIDS in Surakarta City in 2011-2015
No Program Activity Objective
1. Prevention &
coverage
Socialization Confirming information on Sexual
Infectious Disease, HIV/AIDS for
high-risk group and the public
Training Reinforcing the capacity for high-
risk group and the public
Coordination
meeting
Inventorying the problems in all
HIV/AIDS preventing & managing
activities.
People concerned
with AIDS
Establishing an organization People
Concerned with AIDS of Surakarta
City
2. Health service Facilitation visit to
the field
Providing confirmation and
facilitation to HIV/AIDS client in
Surakarta area
Referring the client
to Sexual Infectious
Disease and VCT
Sending the high-risk client to
access Sexual Infectious Disease
and VCT health service
The availability of
disposable tools in
Sexual Infectious
Disease clinic
Ensuring the logistic availability in
Surakarta
Supplementary
food providing
support for
PLWHA
PLWHA in Surakarta
3. Harm reduction The availability of Reinforcing the therapeutic service

25

disposable tools clinic Rumatan Methadon
Transportation cost
support for medical
personnel
Giving overtime incentive support
The meeting
between injected
drug user
Reinforcing IDU
4. Empowerment Empowerment
support for
PLWHA
Reinforcing PLWHA
Skill Training PLWHA and key population
Source: Analysis Result, 2014, Work Plan of Surakarta Citys KPAD
In promoting and preventive activity, Surakarta Citys Health Service
develops leaflet and makes socialization around drug and HIV/AIDS in the
Junior High School and Senior High School students as well as a variety of
mass organization in some Subdistrict and Kelurahans in Surakarta City. The
activity is felt as more effective and efficient, because its implementation
involves the members of society, so that the process of knowledge transfer
about HIV/AIDS, including transmitting, preventing and managing method for
an individual that has developed HIV/AIDS will be realized more quickly
(Fortenberry, et al. 2007). Most funds for preventive measures originate from
Global Fund-AIDS Tuberculosis Malaria (GF-ATM), a foreign donor agency
devising to cease the fund giving for Indonesia in 2015.
Health Service serves as the provider of Voluntary and Testing (VCT)
service, HIV/AIDS treatment and therapeutic service Rumatan Methadon. In
Surakarta City, there are two Puskesmas providing VCT service: Puskesmas
Sangkrah and Puskesmas Manahan. The treatment for PLWHA of Injection
Drug Users (IDU) is directed to Puskesmas Manahan, while other risky
populations are directed to Puskesmas Sangkrah. VCT activity, according to
the Chief of Surakarta Citys Health Service, is important because it is the
entrance to entire HIV/AIDS medical service, including Antiretroviral
Therapy (ART), Opportunistic Infection prevention as well as Prevention of
Mother to Child Transmission (PMTCT), Ensuring the availability of ARV in
sustainable manner becomes a very important and predominant thing. Today

26

all of PLWHAs, either from Surakarta or from out of Surakarta still get ARV
freely that can be accessed in Puskesmas and VCT Hospital.
Care Support and Treatment (CST) for PLWHA can be accessed in
Dr. Moewardi Hospital, Dr. Oen Surakarta Hospital and Puskesmas Manahan.
CST service in a follow-up counseling for PLWHA, is facilitated by medics,
psychologists and Peer Support Group (PSG) Solo Plus. The existence of PSG
is important to motivate each other among the PLWHAs, reference
management, to facilitate the CD4 test referral, PMTCT and hepatic and renal
function test, facilitation for PLWHA both in hospital and at home. CST
service involves not only service units, but also other stakeholders. So far,
CST in Surakarta City is still limited to PLWHA while for the family and
people existing surrounding PLWHA have not received yet CST training
(Parker and Aggelton, 2003; National Working Positive Coalition, 2009).
APBD (Local Income and Expense Budget) Fund of Surakarta City
can cover Supplementary Meal Administration for PLWHA. Unfortunately, in
practice, its distribution still encountered constraints because PLWHAs
establishing network in Peer Support Group and VCT client in Surakarta
Citys health service unit come not only from Surakarta City. The PLWHA
empowerment is important to make PLWHA powerful and free in deciding
their choice as citizen and to support HIV/AIDS management, not transmitting
it to the society. The forms of empowerment taken by Surakarta Citys Local
Commission of HIV/AIDS management skews to entrepreneurship training,
and business capital.
Other services are psychosocial service, and healthy life behavior
counseling, facilitating the access to a variety of health service required by
client as well as referral to VCT clinic, a referral program to general
population and the population with risk of infected with HIV/AIDS to find out
HIV status to get treatment and to prevent risky behavior immediately.
KPAD of Surakarta city have not had yet an instrument of evaluating
HIV/AIDS program. It can be seen from no determination of who and what to

27

be evaluated in the implementation of HIV/AIDS management annually.
Monev program of HIV/AIDS management has ever been conducted in 2013
with survey on the society about their knowledge on HIV/AIDS. Social
Cultural Division of Surakarta Citys Local Development Planning Agency, as
Monev Work Group makes an evaluation on the society, to see the
effectiveness of People Concerned With AIDS in every Kelurahan that has
socialized HIV/AIDS within the common society. Monitoring was been
conducted with 466 male (45%) and 566 female respondents (55%) to find out
understanding, knowledge, and information on HIV/AIDS prevention and
management in Surakarta City.
Meanwhile, academicians, either lecturers or students of Colleges
existing in Surakarta city also participated in the activities of research and
service to the society regarding HIV/AIDS management. Many findings of
studies have examined HIV/AIDS issues from medical, social, sexual behavior
aspects of groups with high risk of infected with HIV/AIDS such as
transsexual, Gay, MSM, sexual female worker, injected drug users, prostituted
child, and common people. Currently, a local regulation is being developed
about the management of HIV/AIDS and all stakeholders engage within it
(Puteranto, 2003).
The private party like companies existing in Surakarta City plays many
roles, for example, by providing fund to celebrate the World AIDS Day,
Nationwide AIDS Reflection Night, to supply condom and lubricant such as
supplementary meal administration for PLWHA.
2) The effectiveness of Collaborative Governance: A Critical Study
Collaborative Governance between stakeholders has established a
Network Concerned With AIDS in Surakarta City. In organizational structure
of Surakarta Citys AIDS Management Commission, there are Chief, deputy
of chief, secretary, deputy of secretary and members. it indicates that there is a
power hierarchy in the term of obligation, responsibility and authority in
managing AIDS (Giddens, 1991).

28

The commission as the coordinator of all stakeholders is viewed by
NGO as always dependent on NGO that obtains fund aid from donor
institution. The Collaboration with NGO keeps running despite less optimal,
while the Local Apparatus Work Unit (SKPD) and other institution is only
limited to coordination meeting. Out of all SKPDs existing, few have AIDS
management program. It is because of limited APBD fund of Surakarta City
Government for funding the AIDS management program and activity. As a
result, SKPD as the member of KPA obligatorily supporting the AIDS
managing effort becomes passive and less responsible. HIV/AIDS
management issue is as if the responsibility of KPA, Health Service and NGO
concerned with AIDS only.
The collaborating stakeholders have similar reason and objective, to
prevent and to reducing HIV/AIDS transmission rate in Surakarta. But it is
noteworthy that the commitment of each stakeholder has not achieved intact
vision and mission. It, for example, can be seen from NGOs commitment not
always to government institution, recalling that NGO feels more responsible to
the donor institution that has funded all of its activities. Inadequate
commitment to the stated objectives can be considered as a manifestation of
lower effectiveness of collaboration among the stakeholders existing.
In some collaboration, mutual trust is desirable among the participants.
For that reason, there should be trust within KPA that data and information
provided by stakeholders is accurate. So far, KPA reduces all data coming into
KPA, processes it into KPAs monthly report to the Mayor of Surakarta. In
addition, there should a trust among the target or facilitated group involved
and following every program held by KPA. However, mutual trust attitude
among stakeholders is still low. NGO feels that KPA seems to coordinate the
members of KPA infirmly and impose all of target group reaching jobs to
NGO only, so that there is no mutual trust to cooperate up to the lowest level
of society.
The governance in collaboration concept among stakeholders to
manage HIV/AIDS in Surakarta had not been able to implement maximally.

29

The determination of who is involved has been included into Surakarta
Mayors Decree Number 443.2.05/98/1/2012 on November 20, 2012. In
addition, there has been a clear rule of game and consensus on how to
implement the collaboration. But it is only no more than written agreement,
the practice of which in the field is still far below the expectation.
In network management, the characteristic of an effective collaboration
is that the collaboration is supported by all members of network without
conflict and dispute in achieving the objective, the availability of human
resource with qualified competency and adequate and sustainable financial
resource availability, the assessment on the performance of each collaborating
member, and keeps maintaining the existence of individual members to keep
adaptive and running in sustainable manner corresponding to their vision and
mission without harming the collaboration itself.
The collaboration running so far still has weakness. It can be seen from
many conflicts and dispute relative to other collaboration actors less
activeness leading the HIV/AIDS management to be as if KPAs and NGOs
burden only. In the term of human resource, many professional personnel are
still needed to reach the field for the better management. Financial resource
seems to be the most serious problem this collaboration encounters in which
NGO is highly dependent on foreign donor agency, whereas when the fund
will be given continuously to them has not been determined certainly. So far,
NGOs focuses more on their own interest and existence rather than running
collaboration. So far the fund of Surakarta Citys APBD is very small and
inadequate. KPA, as a government institution, should take over all expenditure
of HIV/AIDS management fund.
KPA of Surakarta City has had provision and standard operating
procedure. KPA as the coordinator that organizes all HIV/AIDS management
program, while NGO functions to be targeted or facilitated group reaching
officer, so that they are willingness to have their health examined voluntarily
in IMS and VCT clinic and to report it routinely to KPA. NGOs feel burdened
with this role because SKPD or other institutions actually related to and

30

becoming the members of KPA do not help it maximally. KPA, as the
coordinator, should coordinate all of its members more firmly, so that duty and
obligation can be distributed more evenly and all members of KPA are
responsible collectively according to their own portion and focus scope.
So far, information sharing has run well. It is in line with KPAs
statement. For example, NGO delivers both information and data related to
field coverage they obtain successfully, number of PLWHA, confidentiality of
client status as PLWHA are safeguarded well (Goffman, 1974; Green, 1995;
Herek, 2002). The data is processed by KPA and then forwarded to the Mayor
of Surakarta as monthly report. So far the KPA is always opened to give
information about its program and activity, and training to be held by KPA.
In providing resource, KPA has made as maximally as possible
endeavor. For example, there are trainers for training, advocacy, monitoring
and evaluation. But the largest constraint is limited fund the Surakarta City
government has in managing HIV/AIDS (Isna, 2005; Latief, 2005).
3) Challenge of Collaborative Governance
The Surakarta City government tries to manage HIV/AIDS
professionally, through establishing the Surakarta Citys Commission of AIDS
Management consisting of various stakeholders including government, non-
government institution, private, College and Civil society. The collaborative
governance keeps running in the presence of job and responsibility division for
each party, to make the HIV/AIDS handled better and more effectively. But in
practice, there are still some shortage and weaknesses. Those playing most
active role are NGOs reaching the targeted group up to the lowest level, while
SKPD and other institutions are passive and considered that it is not a part of
their responsibility, although they belong to the list of Surakarta City KPA
members. KPA, as the coordinator agency, does have firm attitude to this
problem.
The concern is when NGO is no longer responsive to and willing to get
involved in Network Concerned AIDs Surakarta (Jaringan Peduli AIDS

31

Surakarta). It is because NGO is overburdened, while the government does
not care about NGO sustainability when someday it is no longer funded by the
foreign donor institution. So far KPA and Health Service are dependent on
NGOs obtaining fund grant from foreign donor agency, such as GF-ATM,
Family Health International (FHI)-USAID, HIV Cooperation Program for
Indonesia (HCPI)-AUSAID. The APBD fund for managing HIV/AIDS is very
limited, only 75 millions rupiahs a year and this fund belongs to Health
Service. So far, Health Service uses the fund only for education about drug
and HIV/AIDS among students and mass organization. KPA and Health
Service should start to think about the sustainability of HIV/AIDS
management program.
The largest anxiety concerns the sustainability of optimally running
collaboration among the stakeholders in managing HIV/AIDS, when the
government does not intervene with the fund necessary for HIV/AIDS
management program in Surakarta City because NGOs cannot be dependent
on international donor institutions merit forever.
E. CONCLUSION AND RECOMMENDATION
1) Conclusion
The collaborative governance among stakeholders in managing
HIV/AIDS in Surakarta has run but ineffectively, some improvement is still
require for achieving the quality and effectiveness of collaboration. The author
found latent conflict between stakeholders and less optimum coordination
between the members of Surakarta Citys KPAD.
At macro-policy level, the National Medium- Term Development Plan
of 2010-2015, HIV/AIDS has not become a prioritized issue standing alone.
HIV/AIDS is still included into Social Benefit Development facilitation policy
for those with Social Welfare problems and the program of preventing and
managing infectious disease. It leads to limited local budget for program
planning and implementation as well as the commitment of HIV/AIDS
management policy in Surakarta City.

32

2) Recommendation
All stakeholders should reconcile and sit together and participate in
HIV/AIDS management program, by taking the affirmative action into
account for both key population and common people.
There should be a routine coordination between the daily
administrators of Surakarta Citys KPAD and its members constituting the
activators of HIV/AIDS management program in Surakarta City, for example
quarterly and/or annually to discuss planning, implementation and evaluation
on program implementation.
Surakarta City government should increase the budget for HIV/AIDS
management program to make the NGO no longer dependent on foreign donor
institution, so that accountability and binding with government will be created
to improve the effectiveness of collaboration.
There should be networking and cooperation with KPAD of Soloraya
areas because PLWHA under Peer Support Group Solo Plus and those
accessing the health service for Sexual Infectious Disease, HIV/AIDS, as well
as those receiving supplementary meal and economic empowerment, come not
only from Surakarta City but also from 6 regencies surrounding Surakarta.









33

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The Health Sector. Version 2.0 July 2010

35

HYBRID ORGANIZATION: COLLABORATIVE GOVERNANCE
TO ACHIEVE PUBLIC GOALS
Putri Rahayu, Raditya Priambodo, Iqbal Natsir, Kuncono Cahyo

Abstract
Nowdays governance not just run by goverment alone. Private is also contribute in
the governance. Not just private, civil society is also play an important role. Because
of this complexity of governance, the three stakeholders (Public, Private, and Civil
Society) must work together to run the governance system to achieve the public goals.
The base purposes of public (goverment) is to provide service to civil society. One of
the contemporer administration paradigm is New Public Service (NPS). The NPS
where choosen because this paradigm is acknowledge the citizen status, the citizen is
manifestation of the shared value in the society. The private sector play an important
role in the society to provide the service. When the public lack the resource to provide
the service, some of the service is provided by the private sector. This condition force
the public and private to collaborate. To ensure the succes of collaboration, civil
society must be included. One example of collaborative stakeholder can be found in
several major universities in Indonesia, that caled Majelis Wali Amanat or MWA.
MWA consist from all stakeholder from local figure to student.
Keywords: NPS, Collaborative Governance, MWA
A. INTRODUCTION
Collaboration between the private sector had been done and is able to provide
a variety of benefits and advantages to the parties involved in it. Even the forms of
collaboration between the private sector is growing according to the needs and desired
goals. Collaboration is done not only in the rules and implementation, but also unify
or to form a new division which contains the parties involved in the collaboration.
This suggests that the collaboration is carried out by the private sector had crossed the
line shape of an organization.
Reflecting on the experience and results obtained by the private sector to
collaborate, the public sector is interested in applying what has been done by the
private sector before. Collaboration among government agencies was carried out and
started popping the institutions in which there are several divisions that result in the
smelting of the various government agencies that have focused on the same field. This
collaboration is able to provide benefits to the government in running the government

36

and increase the effectiveness of each program. This happens because, in essence,
almost all programs are planned and run by the government definitely needs help and
should be run by several agencies, can not be done by one agency alone. The
existence of this institution collaboration facilitate communication and coordination
among government agencies, so that the program can work more quickly resolved.
Budget spent in running the program was also borne by many bureaus, making budget
savings. In addition, this form of collaboration can also provide a longer effect for
programs that run as a collaboration between the agencies have the responsibility to
maintain the continuity of the program outcomes.
Over time, collaboration among government agencies is not enough to be able
to meet the various needs of the community began to grow and flourish. Limited
capacity of human resources in the government bureaucracy into the cause. Moreover,
the selfishness of each institution is increasing in line with the wishes and interests of
those institutions that are considered to have good performance. The new
breakthrough is done, by doing collaboration between government (public sector) and
private (private sector). Collaboration is done initially is limited to the execution of
the work program planned by the government. Then, the collaboration was done not
only at the level of execution and implementation of the work program, but began
reaching at the planning, monitoring, and evaluation of programs. So the role of the
private sector is becoming more widespread and thorough in the collaboration
between public and private. The expected impact of this collaboration is the shared
value provided by the private sector to the public sector. In the end, the collaboration
does not stop between the public and private sectors, but also involves the community
which will result in a consensus to achieve public goals. It has been described also in
view of the NPS theory, that public administration paradigm that emphasizes the
principles of democracy should be implemented with the use of collaboration and
consensus by all stakeholders.




37

B. LITERATUR REVIEW
1) New Public Service (NPS)
The achievement of public goals can not be separated from what
perspective or paradigm of what is used by an institution to see its people. This
paradigm will be crusial especially in the hybrid organization and
collaborative governance, because it consists of many actors that required a
paradigm that can actually make society as a society. One paradigm really see
people as people in the public administration paradigm is the paradigm of New
Public Service or NPS.
Prior to the first paradigm NPS has several paradigms that are used by
the public administration. These paradigm is the paradigm of the Old Public
Administration "OPA" and the paradigm of New Public Management "NPM".
Despite this there are two paradigms. Both paradigms are considered less
suitable if an organization uses a hybrid of the two paradigms. Kelemahnya of
this paradigm is very focused on one actor. Like NPM is very focused on the
private sector.
In Old Public Administration (OPA) paradigm, the purpose of
government was simply to deliver services efficiently, and that problems were
to be addressed primarily by changing the organization's structure and control
systems (Denhardt and Denhardt. New Public Service Serving, Not Steering.
169).
Different with the OPA paradigm, New Public Management (NPM)
Paradigm can be understand that NPS paradigm is grounded in the idea that
the best way to understand human behavior is to assume that govermental and
other actors make choice and undertake action based on their own self-
interests (Denhardt and Denhardt. New Public Service Serving, Not Steering.
169).


38

Old Public
Administration
New Public
Management
New Public Service
Primary
Theoretival And
Epistemological
Foundations
Political theory,
social and political
commentary
augmented by naive
social science
Economic theory,
more sophisticated
dialogue based on
positivist social
science
Democratic theory,
varied approaches to
knowledge including
positive, interpretive,
critical, and
postmodern
Prevailing
Rationalty And
Associated Models
Of Human
Behavior
Synoptic rationality,
administrative
man
Technical and
economic rationality,
economic man, or
the selfinterested
decision maker
Strategic rationality,
multiple tests of
rationality (political,
economic,
organizational)
Conception Of The
Public Interest
Politically defined
and expressed in law
Represents the
aggregation of
individual interests
Result of a dialogue
about shared values
To Whom Are
Public Servant
Responsive
Clients and
constituents
Customers Citizens
Roles Of
Government
Rowing (designing
and implementing
policies focusing on
a single, politically
defined objective)
Steering (acting as a
catalyst to unleash
market forces)
Serving (negotiating
and brokering
interests among
citizens and
community groups,
creating shared
values)
Mechanism For
Achieving Policy
Objectives
Administering
programs through
existing government
agencies
Creating
mechanisms and
incentive structures
to achieve policy
objectives through
private and
nonprofit agencies
Building coalitions
of public, nonprofit,
and private agencies
to meet mutually
agreed upon needs
Approach To
Accountability
Hierarchical
administrators are
responsible to
democratically
elected political
leaders
Market-driventhe
accumulation of
self-interests will
result in outcomes
desired by broad
groups of citizens
(or customers)
Multifaceted
public servants must
attend to law,
community values,
political norms,
professional
standards, and
citizen interests
Administrative
Discretion
Limited discretion
allowed
administrative
officials
Wide latitude to
meet
entrepreneurial goals
Discretion needed
but constrained
and accountable

39

Assumed
Organizational
Structure
Bureaucratic
organizations
marked by top-down
authority within
agencies and control
or regulation of
clients
Decentralized public
organizations with
primary control
remaining within the
agency
Collaborative
structures with
leadership shared
internally and
externally
Assumed
Motivational Basis
Of Public Servant
And
Administrators
Pay and benefits,
civil-service
Protections
Entrepreneurial
spirit, ideological
desire to reduce size
of government
Public service, desire
to contribute to
society.
(Denhardt and Denhardt. New Public Service Serving, Not Steering. 28-29).
There is no any clear definition about NPS. There just Seven (7)
principal that defined NPS theooritical. That seven (7) principal is (Denhardt
and Denhardt. New Public Service Serving, Not Steering. 42-43) :
a) Serve Citizen, Not Customer | The public is the result of a dialogue about
shared value rather than aggregation of individual self- interest
b) Seek The Public Interest | Public Administration must contribute to
building a collective, shared notion of the public interest
c) Value Citizenship Over Entrepreneurship | The public interest is better
advanced b y public servant and citizens commited to making meaningful
contribution to society than by entrepreneurial managers acting as if public
money were their own
d) Think Strategically, Act Democratically | Policies and programs meeting
public needs can be most effectively and responsibly achieved through
collective efforts and collaborative processes
e) Recognize That Accountability Is Not Simple | Public servants should be
attentive to more than the market; they should also attend to statutory and
constitutional law, community values, political norms, proffesional
standards, and citizen interest
f) Serve Rather Than Steer | It is increasingly important for public servants to
used shared, value-based leadership in helping citizens articulate and meet
their shared interest rather than attempting to control or steer society in
new directions

40

g) Value People, Not Just Productivity | Public organizations and the
networks in which they participate are more likely to be succesful in the
long run if they are operated through processes of collaboration and shared
leadership based on respect for all people
Because there is not any clear NPS definition, NPS just can only
understand by using the seven (7) Principal. With this seven (7) principal, NPS
can be understand as
perspective (paradigm) of public administration that insists on the principle of
democracy, the democratic principle is implemented by using collaboration and
consensus by all stakeholders, in order to achieve public goals. Collaboration and
consensus democracy creates a community that will eliminate discrimination. Since
the subject and object of democracy is the people, peoples have to be viewed as a
whole where the peoples have in accordance with the principles of democracy, from
the people, by the people and for the people.
In this paper, there is some principal that will be more highlighted than
the others principles. The principals that will be more highlighted is Serve
Citizen, Not Customer, Seek The Public Interest , and Think Strategically,
Act Democratically. This principal is more highlighted because to know what
the public want (public interest) the public or in this case is the citizen, is
needed to see them as citizen. Also democratic principal is needed to achieve
concencus from all stakeholder. The first principle has been clearly explained
that the citizen is not regarded as a customer where there is segmentation in
providing services. The second principle explains the interests that exist in the
public domain interact which then led to a consensus. While the four
principles already widely described in the two previous principles.
2) Collaborative Governance
Collaborative Governance as we know is the concept of co-operation
between governments and the private sector in addressing a public issue. But
here, there are many perspectives and build the frame of the concept of
collaborative governance. Collaborative governance (Anshel and
Gash,Collaborative Governance in Theory and Practice,544) is a governing
arrangement where one or more public agencies directly engage non-state

41

stakeholders in a collective decision- making process that is formal, consensus-
oriented, and deliberative and that aims to make or implement public policy or
manage public programs or assets.
More widely, collaborative governance as the processes and structures
of public policy decision making and management that engage people
constructively across the boundaries of public agencies, levels of government,
and/or the public, private and civic sphere in order to carry out a public
purpose that could not otherwise be accomplished (Emerson et Al.An
Integrative Framework for Collaborative Governance.2)
Based on the two of definition above, there are some pressure points in
the collaborative governance. First, the exixtence of multiple stakeholders are
involved, not only public agencies but also the private sector, and the public.
Second, thet do collaboration in order to achieve joint decisions by consensus
and have a goal to make or implement public policy. Third, collaborative
governance is also aiming to achieve a public puspose which can not achieved
solely by the government.
The integrative framework of collaborative governance is explained in
the picture below. There are several variables that related each other and
generating some of proposition that describe the concept of collaborative
governance.
(Emerson et Al. An Integrative for Collaborative Governance.6)

42

Here is an explanation about each variables that is in the integrative
framework of collaborative above .
a) General system is an external system that provides opportunities and
challenges, also influence the general parameters in the CGR
(Collaborative Governance Regime). General system context contains
some of the things that is resource condition, legal policy network, prior
failure to address issues, political dynamics/ power relations, network
connectedness, levels of conflict/trust, and socio-economic/cultural health
& diversity.
b) Drivers are the conditions that support and facilitate cooperation among
stakeholders in collaborative governance. Some drivers which can promote
the establishment of collaborative goernance are leadership, consequential
incentives, interdependence, and uncertainty. Leadership can be identified
by the presence of leaders who are well positioned to initiate and support
the CGR and availability of resources. Incentives come from internal like
problems, resource needs, interest, or opportunites and external like
situational or institutional crises, threats, or opportunities. Interdependence
occurs when an individual or organization can not achieve its own
objectives that need to collaborate with other parties. Uncertainty refers to
the challenge of managing a problem that can not be resolved internally so
encourage to collaborate in order to reduce and share risks together.
c) Collaborative Governance Regime (CGR) are systems that collaborate in
terms of behaviour, decision making, and activities. CGR was formed and
initiated by drivers that emerge from the system context
d) Collaborative Dynamics , there are three of collaborative dynamics, ie
principled engagement, shared motivation, and the capacity for joint
action. Each of three dynamics have each stages.
Principled Engagement occurs when different stakeholders at different
points mer directly or indirecly to solve problems or create a new
value. Principled engagement includes cross organizational network,
private and public meetings, and among other settings. There are

43

several stages in the principled engagement, ie discovery, definiton,
deliberation, and determination.
Shared Motivation, emphasizes the elements of interpersonal and
ralational on collaborative dynamics and sometimes lead to social
capital. This dynamics initiated by principled engagement and a mid-
level outcomes of collaborative dynamics. Shared motivation speed up
the process of principled engagement. The stages in the shared
motivation is mutual trust, mutual understanding, internal legitimacy,
and shared commitment.
Capacity for Joint Action is a collection of several functional elements
that come together to create the potential for taking efectibve action. Or
it can be said that the capacity for joint action is the relationship
between strategy and performance. There are several elements that
build the capacity for joint action that is procedural and institutional
arranegements, leadership, knowledge, and resources.
e) Collaborative Actions is generally seen as an outcome that is consistent
with the process and sometimes associated with the impact. In the context
of CGR, some of the measures referred to as securing endorsement,
educating constituens or the public, enacting policy measures, marshalling
external resources, deploying staff, siting, and permitting facilities,
building or cleaning up, carrying out new management practices,
monitoring implementation, and enforcing compliance.
f) Impact in general can be interpreted as the result of a process that has been
done. The impact can be intentional and unintended effects. Impact also
includes value-added in the context of a social or technological innovation
developed by collaborative action.
g) Adaptation occurs when there is a transformation of the effects produced
by CGR. Transformation occurs in the context of the system, CGR, and
collaboration dynamics
Based on framework above, there are ten propositions that can explain
the relationship between variables. (Emerson, et Al. An Integrative for
Collaborative Governance.)

44

a) One or more of the drivers of leadership, consequential incentives,
interdependence, or uncertainty are necessary for a CGR to begin. The more
drivers present and recognized by participants, the more likely a CGR will be
initiated.
b) Principled engagement is generated and sustained by the interactive processes
of discovery, definition, deliberation, and determination. The effectiveness of
principled engagement is determined, in part, by the quality of these
interactive processes.
c) Repeated quality interactions through principled engagement will help foster
trust, mutual understanding, internal legitimacy, and shared commitment,
thereby generating and sustaining shared motivation.
d) Once generated, shared motivation will enhance and help sustain principled
engagement and vice versa in a virtuous cycle.
e) Principled engagement and shard motivation will stimulate the development of
institutional arrangements, leadership, knowledge, and resources, thereby
generating and sustaining capacity for joint action.
f) The necesary levels for the four elements of capacity for joint action are
determined by the CGRs puspose, shared theory of action, and targeted
outcomes.
g) The quality and extent of collaborative dynamics depends on the productive
and self-reinforcing interactions among principled engagement, shared
motivation, and the capacity for joint action.
h) Collaborative actions are more likely to be implemented if 1)a shared theory
of action is identified explicitly among the collaboration partners and 2) the
collaborative dynamics function to generate the needed capacity for joint
action.
i) The impacts resulting from collaborative action are likely to be closer to the
targeted outcomes with fewer unintended negative consequences when they
are specified and derived from a shared theory of action during collaborative
dynamics.
j) CGRs will be more sustainable over time when they adapt to the nature and
level of impacts resulting from their joint actions.

45

3) Hybrid Organization
The increasing complexity that government face in public sector, make
the government, as a manager of public sector, unable to handle it alone. Thus,
it ask for a colaboration from another stakeholder, that is private and society,
to help government to manage the public sector. The other two sakeholder,
private and citizen, just like government, have a responsibilities to solve the
problem that public face. Private has moral responsibilities, considering
private operate in the society, thus affect its condition. As for, society, it is
responsible for the public affair, because society reflecting the public
condition, so its presence in this colaboration is crucial to guarantee the
decision match the characteristic of the citizen. Because of that reason, there is
a need for a vessel that help foster the collaboration among those three
stakeholders. One of the concept that can be adopted to serve this purpose is
hybrid organization.
Hybrid organization is a broad concept and many definition given by
scientists across the world. Borys and Jamison define hybrid organizaton as
organizational arrangement that use resources and/or governance structures
from more than one existing organization (Borys and Jamison, 1989; 235).
According to this definition, any organizational arrangement that consist of
two or more organization, wether it is in the same sector (ex: government and
government, private and private) or among different sectors (ex: private and
government, private, governent and society, etc) can be seen as hybrid
organization. However, most of the existing literature see hybrid organization
as a collaboration between public and private. The example is Perry and
Rainey wich define hybrid organization as an entity created by the federal
government (either by act of congress or executive action)to adress a specific
public policy (Perry and Rainey in Kopell; 12). Seeing the context of this
paper that try to explain the collaboration among three sector, wich is public,
private and society, the definition that will be used is the definition stated by
Borys and Jamison.

46

According to the definition stated by Borys and Jamison, there are five
major types of hybrid organization (Borys and Jamison, 1989; 235). The first
one is merger, where there is a combination between two or more organization
into one new organization. Then, there is acquitition where one organization
buy another organization to make it their own. The third is joint venture where
several organization form a new ad hoc organization that separated from its
parent organization. The fourth is license agreement where there is an
agreement between two organizations to share their resources to a limited
degree and for a limited amount of time. The last is supplier arrangement
where one organization sells its product to another organization. In the
context of collaboration among society, public and private, merger and
acquitition is imposible to be applied, because it is imposible to fully combine
public and/or society into one new organization. Therefore, the possible type
of hybrid that can be applied in this paper is join venture, license agreement
and supplier arrangement.
In hybrid organization, there are several aspect that needs to be
adressed to ensure the arrangement in hybrid organization working properly,
that is :
a) Purpose
In hybrid organization, every member organization has its own purpose
that is different and evend conflicting with the purpose of the hybrid
organization. If its not managed carefully, it can disrupt the collaboration
among those organization and lowering its performance
b) Boundary
The boundary stated here is, a specified in the degree of resource sharing
in this arrangement. Without any limititation of resource usage, an
organization can use hybrid resource for its own interest
c) Value Creation
Organizational value is an important aspect in hybrid organization. To
achieve common goal, there is a need for a new value that suits hybrid
characteristics and purpose to be created. Without any common value

47

among the organization, it will be very hard for the hybrid organization to
achieve its common goal
d) Stability
e) The previous aspects have explained the potential problem when several
organization arranged into a new organization, thus its stability become
distrupted. Therefore, it is important for hybrid organization to note its
tability.
C. CONTENT
Collaboration government will not exist if the actor is able to resolve the issue
and the public's happening in the community. With the actor's inability to resolve the
issue, the actor who will definitely not be able to find other ways to solve it or are also
looking for another actor who is considered to be and want to do the same work that
the existing public problem can be resolved. How to solve the problem with many of
these actors, in accordance with some principles contained in the administrative
paradigm "New Public Service" or NPS. NPS does impose some principle of dialogue
and consensus of many actors to get the best results. The principles that explain the
importance of dialogue and consensus is the principle of "Serve the Citizen, Not
Customer", "Seek The Public Interest", and "Think Strategically, Act
Democratically". From three (3) impose the principle that the existence of this
collaboration, it is not all directly explain the importance of collaboration, but rather
used as a good way so that collaboration can be managed optimally.
The principle of "Think Strategically, Act Democratically" NPS is a principle
in highly stressed over dialogue and consensus. The importance of the existence of
consensus in decision- making in the public sphere is very important, and it must come
from the consensus of all actors. With the consensus of all actors or stakeholders,
theoretically and the results of this consensus can present the desire from the society,
or more as desired ideal form all stakeholders or actors. In the process of running a
democracy, one of which the process of participation by all stakeholders participation
of community participation is said to be very difficult (Ambar Wida). The trouble is
community based participation by communities rarely have enough power to convey
his wishes. In addition to not having power, people also do not understand the

48

circumstances in sangta public system so even if they participate, they will not know
what to do. Though Citizen engagement is seen as an appropiate and Necessary part
of policy implementation in a democracy (Denhardt and Denhardt. New Public
Service Serving, Not Steering. 114). Although the private sector is not too difficult to
be invited to the collaboration, the more dipenting when there is private sector interest
them against the decision. Basic orientation is a private sector customer, so they will
make strategic decisions as they conduct their regular business.
When the government has to engage in dialogue and consensus
(Collaboration) to note is how they know who the object of the results of their
decisions. Besides the determination of the decision objects can also be made
stakeholders or actors who come from various backgrounds is seen from the
perspective of the object. So they really know what object it needs to be prioritized,
and how this decision to prioritize the object. NPS principles in explaining the very
objects in public is "Serve the Citizen, Not Customer". Citizen are described as
bearers of rights and duties within the context of a wider community (Denhardt and
Denhardt. New Public Service Serving, Not Steering. 60). With citizens as bearers of
rights already known that decisions must be taken in collaboration to meet the right of
the citizen. Often the decision is taken not to all citizens, but only for the majority
class alone. In any society, there are factions inside vertical. There are peoples have
the upper class, middle class, and lower class. The middle class is the majority, so the
decision is often taken just for them. Lower classes rarely get attention because they
are more often classified as minority. Upper class numbered although not as much as
the middle class, they often prioritized equivalent or nearly equivalent to the majority
class is middle class. Equality is a priority because they have sufficient resources or
the power to make their interests are met. This principle actually wants a decision
made under the class class also noticed that during these rights are rarely met.
Because the community itself consists of various groups both vertically and
horizontally, the public interest must be known or taken into account in decision
making. "Seek The Public Interest" is a principle in the NPS aims to interest of all
stakeholders are met. This principle can not be separated with the principle of citizen.
Public in a country is a citizen, ie they are the bearers of rights, so that should be

49

noted. With the entire community concerned, their interests will also be considered.
According to Cochran (1974; 330) "public interest Becomes an ethical standard for
evaluating public policies and a specific goal of the which the political order should
pursue (Denhardt and Denhardt. New Public Service Serving, Not Steering. 68). The
point is that the public interest is used to assess a policy, because the policy or
decisions are made for the public, decision object (peoples have) actively or passively
to assess the decisions or policies made. When the decision is made not match the
public interest, the resistance of the people themselves will rise.
Public participation, transparency, consensus, and collaboration within
Generally Accepted concepts are highly developed countries of the world as planning
dogma (Shmueli and Plaut., 2004; 295). Given a paradigm that emphasizes the
importance of collaboration, it also needs to be very aware of is the way to
collaboration itself. The collaboration is intended to allow a decision taken is the
result of dialogue and consensus of all stakeholders. But as it is known, any actor or
any stakeholder has its own interest. Collaborative Governance aims to achieve a
public purpose can not be achieved solely by the government. According to Emerson,
Nabatchi, and Balogh (2011; 10) there is a principle called "Principled Engagement".
The principle is often used as the basis of decision making. Therefore, in order to run
the collaboration, the principles of which are in collaboration, particularly in the
"Collaborative Dynamics" needs to be followed. This principle needs to be passed or
followed because Through this iterative process, collaboration partners develop a
shared sense of purpose and a shared theory of action for that purpose Achieving
(Emerson, Nabatchi, and Balogh., 2011; 11). Principled Engagement consists of four
(4) basic elements, namely (Emerson, Nabatchi, and Balogh., 2011; 12):
1. Discovery | Discovery refers to the revealing of individual and shared
interests, concerns, and values, as well as to the identification and analysis of
relevant and significant information and its implications.
2. Definition | Definition process characterizes the continuous efforts to build
shared meaning by articulating common purpose and objectives; agreeing on
the concepts and terminology participants will use to describe and discuss
problems and opportunities; clarifying and adjusting tasks and expectations of

50

one another; and setting forth shared criteria with which to assess information
and alternatives.
3. Deliberation | Deliberation, or candid and reasoned communication, is broadly
celebrated as a hallmark and essential ingredient of successful engagement.
4. Determinations | Determinations including procedural decisions and
substantive determinations. Substantive determinations are often considered
one of the outputs or end products of collaboration or conflict resolution.
Participation is very important peoples have in the system of public
administration that goals are met. Unfortunately participation in the Indonesian
peoples have particular was ugly. Only in recent years the participation of new
communities have Increased, this is also due to increase of the administrative reforms
of the Government of Indonesia.
One example of best practice is the participation of communities have done by
South Kore government. South Korean government implements at least three (3) ways
to enhance the shape of community participation (Lah. 2006. 361). The third form is
1. Revitalization of the policy community, which comprises the various
conference groups that collect opinions and build broad consensus among
government, interest groups, experts, and related parties in each stage of the
policy- making process.
2. Extension of public information disclosure and increased accessibility.
3. Cooperative relationship between central and local governments.
Of the three forms, both forms of "Extension of public information disclosure
and Increased accessibility" is more very likely be a way to increase the participation
of communities have.
Tridharma
The Indonesian government has launched a concept that should be applied in
their entirety by colleges and universities in Indonesia. This concept was later used as
the basis of ideology and is known as the three responsibilities of Higher Education.
Implementation of tridharma is the role of universities in creating while maintaining

51

effective collaboration among stakeholders. Actually, tridharma itself is also a form of
application implementation universities globally. Basic implementation is education,
research, and service (Chen. 2012; 101).
Tridharma itself is central to the implementation of the three pillars consisting
of university education and teaching, research and development, and community
service or community empoweriment.
1) Education and Teaching
Education is a tool that is used in the context of the transfer of knowledge
through lectures. Through this education is expected to appear in the next
generation of qualified human resources.
2) Research dan Development
Research and development is one important part of the education chain.
Without research, the development of science will be hampered. Research
conducted by universities also can serve as an evaluation study, solving the
problems faced by the community, and renewing of the old theories.
3) Community Service/Community Empowerment
4) Knowledge obtained from the university should then be used to improve the
welfare of the community. This can be done one of them by organizing
community service or community empowerment. Through this service, the
community is expected to benefit from the presence of the university.
Although until now the community service is still less popular when compared
to teaching and research. This happens because there is still a stigma that
community service does not provide benefits or direct benefits for college and
tend to spend a lot of cost.
But basically, the concept itself tridharma provide an opportunity for the
university to engage with the public and private sectors in carrying out teaching,
research, and community service or community empowerment. Forms of cooperation
that exists can be used to solve the problems faced by the public. Collaboration is
done allows the university to perform its role in the academic field. The results of this
collaboration can also vary, such as theories of the academic results of the analysis are
then disseminated to each stakeholder. Also, it can also form a new entity where the

52

inside of the various stakeholders (public, private and university) are used to achieve
the goal.
The role of universities other than through tridharma can also be realized
through the Majelis Wali Amanat (MWA). MWA itself has members from the
government, society, and UGM students numbering 23 people. The details are:
a) Minister of Education and Culture of Republik of Indonesia or a representative
b) Sri Sultan Hamengkubuwono (as governor)
c) 8 (eight) public figures
d) 2 (two) UGM alumni
e) UGM Rector
f) 3 (three) professors
g) 3 (three) the non-professorial lecturer
h) 2 (two) the administrative staffs
i) 2 (twi) college students.
In this case, the Minister of Education and Culture, or a representative to
represent the interests of the Government of Indonesia, Sri Sultan Hamengkubuwono,
8 (eight) public figures, and two (2) UGM alumni representing the interests of the
general public, while the Rector, 3 (three) professors, three (3) non-professorial
lecturer, 2 (two) administrative personnel, and 2 (two) college students represent
community interests UGM. Here the interests of the general public can also be a form
of interest to the private sector. Because the general public has a very broad sense and
not specifically differentiated. Therefore, the MWA is considered to represent the
interests of the private sector in determining the direction of policy in this case is
within the scope of Gadjah Mada University.
D. CONCLUSION
From the explanation above, we can conclude that the best way to bring public
and private sector into collaboration is by think democratically and use consensus as
main way to solve any dispute between them. To make that collaboration work, both
must treat their object, that is society, as citizen not as customer. NPS paradigm itself
has given 7 principles that can be used, where there are three principles that are

53

relevant to the issues of collaboration between the public and private sectors. The
principle is "Serve the Citizen, Not Customer", "Seek The Public Interest", and
"Think Strategically, Act Democratically". Meanwhile, in the form of collaborative
government itself there is a principle called "Principled Engagement". The principle is
often used as the basis of decision making. Therefore, in order to run the
collaboration, the principles of which are in collaboration, particularly in the
"Collaborative Dynamics" needs to be followed. This principle needs to be passed or
followed because through this iterative process, collaboration partners develop a
shared sense of purpose and a shared theory of action for that purpose Achieving
consisting of discovery, definition, deliberation, and determination.
The role of the university itself can be translated into three responsibilities that
have been applied since long. Tridharma consists of education and teaching, research
and development, and community service. Tridharma implementation is not without
reason. Globally, the organization of the university application forms based on
education, research, and service. Only in Indonesia did not implement the third pillar
of the service, but replacing them with community service or community
empowerment. While one form of best practice that is able to embrace the three
stakeholders can be reflected by the presence of the Majelis Wali Amanat (MWA).
MWA is one form that contains a representative body of stakeholders who have the
highest authority in the university.

54

REFERENCES
Borys, Bryan and Jemison, David B, 1989, Hybrid Arrangements as Strategic
Alliances: Theoritical Issus in Organizational Combinations, The Academy of
Management Review, Vol. 14, No. 2, pp. 234 249
Chen, Shuang-Ye. 2012. Contributing knowledge and knowledge workers: the role of
Chinese universities in the knowledge economy. London Review of Education,
10:1. From: http://dx.doi.org/10.1080/14748460.2012.659062
Cochran, Clarke. 1974. Political Science and The Public Interest. Journal of Politics
36(2): 327-255
Denhardt, Janet and Denhardt, Robert. 2003. The New Public Service Serving, Not
Serving. New York: M.E. Sharpe
Emerson, Kirk, Nabatchi, Tina, and Balogh, Stephen. 2011. An Integrative Framwork
for Collaborative Governance. Journal of Public Administration Research and
Theory 22. Doi: 10.1093/jopart/mur011
Kopell, Jonathan G S, 2003, The Politics of Quasy Government : Hybrid Organization
and The Dynamics of Bureaucratic Control, Cambridge University Press
Lah, T.J. 2010. Public Policy Processes and Citizen Participation in South Korea. (In
Berman, Evan, Moon, M. Jae, and Choi, Huengsuk. 2010. Public
Administration In East Asia Mainland China, Japan, South Korea, And Taiwan.
Florida: CRC Press, Taylor & Francis Group.)
Sekretariat MWA, 2012, Tentang MWA, accessed through the official website of
MWA http://mwa.ugm.ac.id/dev/?q=node/11
Shmueli, Deborah and Plaut, Pnina. 2004. Translating Public Participation into
Planning PolicyThe Israeli Experience. (In Levi-Faur, David and Vigoda-
Gadot, Eran. 2004. International Public Policy and Management Policy
Learning Beyond Regional, Cultural, and Political Boundaries. Florida: CRC
Press, Taylor & Francis Group.)







55

UNIVERSITIES - A CENTRAL NODE IN INDONESIAN
POLITICAL DISCUSSION AND DISCOURSE,
NOW AND INTO THE FUTURE
Michael York

Abstract
Universities have long been a pillar for social change, and political discourse, having
influence in the affairs of business, state and civil society since the middle ages. This
is unlikely to change as universities ushers in a new era of political discourse,
intellectual enrichment and global cooperation. Universities play a central role in
influencing national attitudes and discussions through education, information
dissemination and engagement, and Indonesian universities have been extremely
active in all these areas.
This paper will examine the role of universities in past political upheaval, protest and
change in Indonesia, particularly during the ousting of the Orde Baru in 1998. This
paper will proceed to examine the contemporary role of political societies at a
university level, discussing the channels in which they engage the Indonesian youth,
the way they disseminate information, the messages they disseminate, and their model
for growth and attracting new members. This paper will gain insight directly from two
different types of student movements including, Aksi Kamisan, a human rights protest
based in Jakarta and Yogyakarta, and the Social Movement Institute Indonesia (SMI),
supporting the alternative political education of Indonesias youth.
This paper will then surmise the impact of these political groups and discussions on
political discourse in the wider community and into the future. The Indonesian youth
is becoming increasingly educated and a significant demographic within Indonesias
democracy. Over the coming decades, the number of university students will continue
to grow and become increasingly active, aware of, and involved in politics. It is
therefore inevitable that students and the university population will wield a
formidable political force that can be exerted in the social arena, to force change, as
it has in the past. The basis of these changes, as in the past, are the universities that
provide access to knowledge.
Keywords: Political Change, Engaging Youths in Political Discourse, Universities
and Political Education, Youth and Political Influence






56

A. INTRODUCTION
Indonesia has suffered centuries of occupation and dictatorship under the rule
of foreign powers, followed by two undemocratically elected corrupt presidents who
would hold power from independence in 1945 up until 1998, when finally Indonesian
citizens took political control through the ousting of President Soeharto, and the
election of President Habibies Administration in a tumultuous and hostile political
landscape. Student sparked the mass protests across Indonesia to demand change and
an end to dictatorship. This transition of power was prompted by the Indonesian
youth, politically educated, and disillusioned by the ongoing failures and corruption of
the Indonesian leadership that continued occupy Indonesia in the same way foreign
powers had in the past, enriching only the corrupt elite.
Following the installment of Habibie Administration, the Indonesian populous
became increasingly aware of its political influence, its capacity to forge change while
united, their rights as citizens of a democratic nation, and the responsibility of the
government to its citizens. Education and access to knowledge were driving forces
behind these phenomena and the proliferation of political groups and parties played an
important role in this. This paper will briefly discuss political activism among the
youth in previous politically notable phenomena, and the way these movements are
adapting to new challenges within Indonesian society, including mediums of
communication and access to knowledge. This paper will discuss these issues in the
context of two different forms of student movements including, Aksi Kamisan, a
human rights protest, and the Social Movement Institute Indonesia (SMI), supporting
the alternative political education among Indonesias youth.
It is inevitable that Indonesias youth demographic will continue growing,
becoming increasingly assertive, educated and articulate in conveying its demands to
the government. Student unions and social institutions will play an important role in
sharpening the political teeth and shaping the political views of Indonesias youth
that will eventually play a dominant role in Indonesian politics.



57

B. RESEARCH METHODS DIRECT ENGAGEMENT
The research presented in this paper analyses two different forms of research.
The first is a literature review which provides a historical synopsis of university
student movements in Indonesia and the impact they have had in carving Indonesias
unique, troubling and complicated history. Following this, the paper will turn its
attention to contemporary political phenomena; looking at how political and student
movements are adapting to a new set of political and social issues and projecting their
political and social views. The author of this paper, as an Australian university student
in Indonesia gathers first hand insight through active engagement with student
political movements, activities and protests and provides insight into how they
operate, their objectives and inspiration and how they aim to evolve into the future.
This paper analyses two types of political movements, firstly activism, and secondly
alternative political education, outside the university sett ing. In order to gain insight
into these two types of political movement, the author engages directly with Aksi
Kamisan, a peaceful political protest that brings any issue of human rights, political or
social importance to the attention of the community through public acts of peaceful
political protest, and the Social Movement Institute, which provides an alternative
political education through engagement, discussion, research and interaction with the
community. The author collects first hand data from SMI thought involvement in
discussions and events.
This research is important as it provides insight into why university students
become politically involved, their motivations and grievances and the methods they
employ to spread their messages and influence in the community. This will become an
important tool in political campaigning and gaining the support of Indonesias youth
in the future. As university students eventually enter Indonesias political arena in a
number of capacities they will bring the skills and attributes exercised in these
political groups, and implement them within Indonesias political and economic
landscape.


58

C. STUDENT MOVEMENTS THROUGHOUT INDONESIAS HISTORY
A SYNOPSIS
Indonesia has suffered a long history of occupation; stained with violence,
dictatorships and repression, political reformation desperately needed however,
seemingly unreachable. Under the occupation of the Dutch and the Japanese,
education was not disseminated among the masses, held exclusively within the ruling
classes and the wealthy to preserve and enhance their dominance and control over
Indonesias vast uneducated and ignorant population.
Following the fall of foreign occupation in Indonesia, restriction of the right to
education continued to be enforced, education, especially at a university level, was
reserved only for the Indonesian elite. Literature that defied authority and the interests
of the elite was banned and destroyed, activists kidnapped and murdered. This
repression would further condemn Indonesia to nearly 50 years of dictatorship and
non-democratic rule under President Soekarno, commonly known as the Orde Lama
(Old Order 1945-1966) and President Soeharto, or the Orde Baru (New Order 1966-
1998), in which the aspirations of the Indonesian populous were not represented or
furthered through democratic process, leaving a legacy of rampant corruption,
collusion and nepotism that continues to haunt Indonesia today. Despite these
restrictions, political movements among the youth have played an important role in
shaping Indonesian history and politics.
Indonesias nascent political movements began to emerge under Japanese
occupation. Indonesias Founding Father and First President Soekarno was involved
within Indonesian student movements. Studi Klub is noted as one of Indonesias first
political movements and immerged in the larger cities of the Java Island between
1924 and 1926. This movement provided a forum for political debate during a period
of expedition growth in support for the Indonesian nationalist movement. Most
student political movements at the time revolved around anti-colonialism, the
expulsion of foreign regimes and Independence of Indonesia. They often held
seminars and courses to develop understanding among members about social issues of
concern. The chapters in Bandung and Surabaya published magazines that discussed
popular issues surrounding colonialism and occupation. These issues were not only

59

internal issues developing in Indonesia, but also rumblings of anti-occupation
sentiment that were developing throughout Asia. (Prasetyo, 2014, p.61).
Soekarnos biography notes, he was brought up with the best education, was
involved in radical organizations and was isolated as punishment for is political views
(Prasetyo, 2014, p.97). The philosophy in which he grew up with, rejected the
dismantling of the Indonesian Communist Party, and rejected the use of force to
continuously undermine and repress others. He did not want the Indonesian people to
hurt and kill each other, and was accused by a Colonial court for provocations and
spreading revolutionary sentiments that were perceived as dangerous (Prasetyo, 2014,
p.97). During the occupation of Japanese forces, university students suspected for
leading and engaging with political movements we arrested and detained, some even
executed in an attempt to maintain social order. Barisan Benteng was an organization
consisting of thousands of young people primarily between the ages of 13 and 25
which fought against Japanese fascism in Indonesia. Following the demise of
Japanese forces in 1945, continuous attempts by the Dutch to annex regions of
Indonesia as well as stall and hinder Indonesian claims for international recognition
were met with harsh and enduring responses, condemnation and criticism from
student unions. Students and their political unions were aware of the formidable
challenges they faced, however noted the only friend of revolution is time,
revolution also means patience and revolution is preparation (Prasetyo, 2014, p.60)
preparation for the future.
Upon the Independence of Indonesia, President Soekarno declared the
Pancasila, or Five Principles (nationalism, internationalism, democracy, social
prosperity, and belief in God), still the sacrosanct state doctrine. When the collapse of
Japan became imminent, Sukarno at first wavered. Then, after being kidnapped,
intimidated, and persuaded by activist youths, he declared Indonesias independence
on August 17, 1945 (Encyclopedia Britannica, 2014). Students gathered from all
faculties, united as educated citizens of Indonesia to deal with issues of nationality
and humanity, to defend Indonesia as a sovereign state with rights and dignity for its
people to exercise their political will. Indonesian political and youth movements
remained active, despite adversity, throughout Soekarnos political career.

60

The transition of power in 1965-1966 from the Orde Lama to the Orde Baru
was preceded by a dramatic military coup and subsequent massacre used as a vehicle
to annihilate the influence of communism and intimidate its remaining supporters. Its
estimated that as many as 1 million people were killed in this conflict. Indonesia has
also suffered internal political struggles and bids for independence by regions
including Aceh, Papua and East Timur, which have ragged war, violence and
terrorism throughout Indonesia for decades. University political groups have played a
defining role in Soehartos rule. In October 1977, 8000 people gathered at the front of
Institut Teknologi Bandung, to demand Soeharto step down and be punished for acts
of corruption. It is reported that Soeharto embezzled valuables worth between $US
15-35 billion during his time in office, ranked as the worlds most corrupt president,
ever. This systemic and rampant corruption and economic mismanagement crippled
Indonesia and continues to do so. In November 1977 as many as 3000 university
students protested against corruption within government and the lack of development
in rural and regional areas on Indonesia.
The horrific events of the 12
t h
November 1991 at Santa Cruz are further
example of student movements represses by violence and military force, however
undeterred to fight for political freedoms, rights and dignity. This mass killing was
perpetrated by Indonesian Government forces based in Santa Cruz near Dili, East
Timur, before the nations independence. Indonesian security forces killed as many as
200 people, mainly students who had gathered in their thousands to mourn the death
of Sebastiao da Silva, also killed by Indonesia security force (Tempo Dunia, 2013).
This drew scathing international condemnation, and was a contributing factor in the
Australian and American decision to intervene. The Indonesian Government has
refused to identify the final resting place of a number of the deceased students.
May 1998 was an immense turning point in Indonesian politics and
demonstrates the sheer strength and influence of the student movements. President
Soeharto was forced from office in violent protests across Jakarta and Indonesia,
following his 32 year dictatorship and gross economic mismanagement during his rule
which ravaged the Indonesian nation and economy. Protests spiked following
increases in the price of fuel, daily goods and staple foods as a result of the Asian

61

Financial Crisis in 1997/98. These protests were met with violence and military
aggression across Jakarta, protestors including university students were killed,
disappeared and tortured, with many cases abandoned and today left unresolved.
The event that triggered the riots occurred at Trisakti University Jakarta.
Students were confronted on the campus of Trisakti University Jakarta by riot police
and military personnel. It is unknown what caused the shooting, but security forces
began to shoot toward the students. The shots caused wide spread panic and hysteria,
with many students taking shelter among the university buildings, while other threw
rocks back at the security forces. Six students were killed in the shooting and many
others injured, kidnapped, tortured and detained. This triggered the wide spread riots
across Jakarta and Indonesia more broadly. Since the over throw of dictatorship in
Indonesia, Indonesian student movements continue to be extremely active within
Indonesian society. Despite the fall of the Soeharto Regime in 1998, attitudes of this
era still remain. Officials under the Soeharto Administration continue to hold high
office, indulge in corruption and other ill practices and continue to drain the wealth of
Indonesia. Current political parties are increasingly highlighting the elimination of
corruption as a political priority.
Indonesias youth has continued to influence policy following the Orde Baru.
Most notable protest action by KAMMI, Kesatusn Aksi Mahasiswa Muslim
Indonesia, against US and coalition forces in Afghanistan. This movement took to the
streets of Jakarta to protest against the systematic perpetration of human rights abuses,
primarily against Muslims by American and Coalition Forces in Afghanistan
following the September 11 attacks in New York. Indonesia was reluctant to support
American counter-terrorism mechanisms and conflicts in the Middle East and raised
concern over human rights abuses and the rejection of international legal frameworks.
Political pressure placed upon the Megawati Administration by student movements
and public protests was excruciating and forced the Megawati Government to release
a statement condemning the human rights abuses and the execution of the war in
Afghanistan, demanding that the American Government consider the injustices it has
committed against others nations, quoting, blood cannot be cleansed with blood. The
Australians condemned the statement, noting it had the capacity to undermine

62

international efforts to counter international terrorism and disrupt security
arrangements within the region. The speech also received harsh criticism from the
United States and caused a temporary freeze in diplomatic relations with the
Americans. Following the statement, Megawatis popularit y was restored, and the
protests eased. (Sukam, 2003). Australian and American counterterrorism
mechanisms in Indonesia have been a source of protest and controversy in the past.
As illustrated it this brief historical synopsis, university students have played a
central role in demanding change, and implementing that change. Since the fall of
Soeharto, students have played a significant role in many other protest movements
against government policy. The success of university students in over hauling society
has rested on their ability to access education, ability to share ideas and reach
common goals.
D. YOUNG PEOPLE IN POLITICS POLITICALLY EDUCATED
The Indonesian media has noted the increase in the number of young and new
candidates running for seats in Indonesias Legislative House, which is an important
and encouraging sign of political changes and reform in Indonesian politics and
leadership. Koran Tempo, a large and trusted Indonesian language news publication
notes many of the 6,607 legislative candidates played an active role in politics and
political groups while at university. A number of political parties have also
established organisasi sayap kepemudaan (youth wing), for example the Angkatan
Muda Partai Golkar (youth wing of the Golkar Party) as a way to encourage further
political engagement by Indonesias youth.
Younger people are also playing a more influential role in politics as they are a
larger demographic in Indonesian society. Indonesia has a very young population
compared to other nations with the youth demographic constituting of between 30-
40% of the total voting population which is a margin large enough to win the
election. In 2004, the number of young voters reached 27 million from a total 147
million voters. In the 2009 election there were approximately 36 million youth voters
from a total of 171 million voters. Data from the Badan Pusat Statistik (BPS) Central
Statistics Agency said in 2010 the number of people aged 15-19 was 20.871.086

63

people, and ages 20-24 was 19.878.417 people. This is a total of 40.749.503 people
and therefore an important part of Indonesian politics (Pemilu, 2014).
Moreover, university students are one of the most vocal demographics and
likely to take advantage of their voting rights according to the Indonesian Electoral
Commission. Political parties are therefore targeting their campaigns towards the
younger generations to create a political interest through interactive and new methods
and engaging with schools and universities. The Lingkaran Survei Kebijakan Publik
(LSKP) believes political parties are targeting the younger generations as they do not
yet have fixed political affiliations, and can be influenced by political parties (Kompas
2013). Attracting and recruiting younger member through universities, as they
become more informed about the world, inquisitive and active in politics will ensure
the long term success of Indonesian political parties. Indonesias population statistics
also show a large and sustained growth in youth demographics over the next 30 years
as Indonesias population reaches 400 million people, therefore political investment
and education in the youth demographic is a worthy investment into the future.
Enrolment and attendance at Indonesian universities continues to increase
rapidly across all faculties, as well as the number of Indonesian students studying
overseas. Kompas, a major Indonesian news publication noted in 2011 that the
number of Indonesian university students studying in Indonesia had reached 4.8
million, or 18.4% of Indonesias population between 19-24 years of age. Studying
overseas is also gaining popularity, increasing as much as three fold in Germany and
other European nations. These percentages still lags other developed countries
however have grown substantially since 2000 and are projected to continue on an
upward trend.
Women are also playing a greater role in Indonesian politics and this is having
positive impacts. Current legislation requires 30% of positions within the election
process to be held by women. This includes all levels of government from national,
through to local. The Centre for Political Analysis at the University of Indonesia
(PuskaPol, 2014) notes women still face a number of challenges in entering
Indonesias political arena, including regulation, its interpretation and
implementation, cultural, religious and family values geographic restraints and

64

political understanding and knowledge among women (PuskaPol, 2014). To combat
this, PuskaPol is implementing programs to increase the political education of women,
especially in remote and regional areas. University education and engagement with
foreign cultures will continue to influence political attitudes in Indonesia and erode
these barriers.
Aside from a mainstream political education, Indonesia is witnessing a
dramatic increase in internet and social media users. The Association for the
Operation of Internet Services in Indonesia (APJII) notes there are as many as 71.19
million internet users in Indonesia in 2013 which increased 13% on the previous year.
This represents 28% of Indonesias population. According to International Telecom
Union, as much as 50% of Indonesias population will become internet users buy
2015. This is also one of Indonesias Millennium Development Goals, having 50% of
Indonesia connected to the Internet. As many as 33 million Indonesians are accessing
Facebook each day which is providing a huge new platform for social and political
interaction. Indonesia is the worlds 8
t h
largest user of the internet. This is increasing
the ability of individuals to access information, individually critique Indonesias
political leaders and exchange opinions among others regarding political issues from a
range of perspectives. Information is also becoming harder to suppress, and this is
promoting the development of alternative political views and expressions. This will
benefit Indonesias political movements over the long term.
Education at a university level is an extremely important part of empowering
and mobilizing the youth of any nations and Indonesia is seeing dramatic
developments in these areas. This access to education and information is changing and
reforming attitudes among this extremely influential group, as Indonesias youth
increasingly engages with the outside world. This will influence political conduct in
Indonesia into the future, and activism is an important way in which student wield this
influence.
CASE STUDY 1 Activism, Kamisan
Kamisan is a peaceful protest conducted each Thursday (Hari Kamis) from
4pm until 5 pm in three Indonesian cities, Jakarta, Bandung and Yogyakarta.

65

Everyone is welcome to join this protest, however its mainly attended by high school
students, university students, victims of human rights abuses and/or families of
victims, interested members of the public and academics in the field of human rights
who together, demand the government respect and adhere to human rights law and
acknowledge the abuses of the past. This protest was inspired by the 1998 human
rights abuses at University of Trisakti, one of the founders of Kamisan, is the mother
of a Trisakti shooting victim. Since the shooting, she has devoted her life to the
protection of human right in Indonesia and raising awareness in the community about
this issue and its importance in facing Indonesias dark history and bright future.
Protestors stand with black umbrellas, banners, display photos of victims and
signs while flyers are distributed among pedestrians. These flyers contain short essays
written by students and participants, expressing the theme of the political protest on
the particular day. Speeches are also given through a megaphone regarding the state of
human rights and the concerns of the Indonesian community. As 2014 is a political
year with the election of a new president, election issues and the role of presidential
candidates in previous human rights abuses have become of particular concern.
Kamisan in Jakarta is held in front of the Presidents Palace in central Jakarta.
Each week protestors pass a letter to the President expressing their concerns and
demands regarding human rights protections for Indonesians living in Indonesia and
abroad. Kamisan has a tradition of letter writing as a form of protest. This protest
addresses both past and present human rights abuses. Kamisan in Jakarta has taken
place in front of the Presidents Palace for over 300 weeks. The strategic positioning
of the protest at Jakartas Independence Square in front Presidents Palace allows it to
be seen by the thousands of people that pass through the area within that hour. Each
week, the protest activities are documented photographically, and the photos uploaded
to blogs, along with the flyers and essays to spread the message of the protest and its
importance to the community.
To commemorate the 300
t h
Aksi Kamisan, an Indonesian artist and movie
maker Happy Selam produced a short film showing the emotions and the strength of
protestors and their constant struggle for the governments and past military regimes of
Indonesia to recognize and reconcile the human rights abuses of the past and make

66

changes for the future. The film was used to promote the protest and the inspiration
behind it. At the launching of the film, Happy Selam urges others to remember that
Indonesia is a nation that has suffered a huge toll as a result of human rights abuses
and its important these abuses and reconciled and justice is done. Despite hundreds of
letters being sent to the President, not one has been answered, however this has never
broken the spirit of protestors. She also asks viewers to imagine how they would react
if a member of their family or a friend was disappeared, tortured or murdered while
trying to ensure human rights for Indonesia and its citizens. The launching of the film
was held in Jakarta and brought together people from different human rights
organizations and the public to celebrate Aksi Kamisan. The launching ceremony also
included a number of political commentaries critical of the government, its conduct
and management. This was an excellent event used to promote the film, Aksi Kamisan
and boost support of the protest and its worthy cause. (Tempo, 2013).
Aksi Kamisan is an important, interesting and visual way to continue the
struggle of university students and other members of the community that were
murdered and brutalized by government forces. This protest, its continued growth,
strength and longevity is proof that the people who fought for the freedom of
Indonesia from tyranny and dictatorship will never be forgotten and will inspire others
to continue this struggle.
CASE STUDY 2 Social Movement Institute
The Social Movement Institute (SMI) is an organization that promotes
political education and discussion among Indonesians youth from all sectors of the
political spectrum in much the same way Studi Klub did in a previous era. The
organization, founded in 2013, does not receive donations from any party and is run
on a voluntary basis. SMI is involved in a variety of issues mainly human rights
abuses committed under previous regimes within Indonesia, international human
rights issues including Palestine, political education and research, and the de-
radicalization of detained terrorists. The aim of the organization is to make the
community, particularly university students and younger people aware of Indonesias
current political situation and encourage them to become act ively involved through

67

peaceful political expression, discussions and the sharing of experiences, respect for
political difference to foster cooperation among organization to forge political change.
Inspiration
SMI is inspired by the traditional lack of freedom within Indonesian political
discourse. Throughout Indonesias political history, political associations of
any form that criticize, or are perceived as hostile to the interests of the ruling
party suffer extreme repression including violence and human rights abuses,
most notable the massacre of 1965-66 following the ousting of Indonesias
first President Soekarno, and the Jakarta riots of 1998 which overthrew
Indonesias second President Soeharto, both which resulted in the murder,
disappearance and torture of many university students and activists. To this
day there is no acknowledgment of these tragedies and others committed by
government forces, and no knowledge regarding the whereabouts of
disappeared activists. This movement is inspired by the freedom of expression
and access to knowledge as fundamental rights that cannot be revoked, nor
refused by any party, for any reason under any circumstances. This
organization promotes objective criticism of the government in both a
historical and contemporary context and continuous research.
SMI is also inspired by freedom from donors and does not receive financial
resources from international or domestic donors. This allows the organization
to express views of any political affiliation without consequences or reprisal
from the donating party. This also removes administrative requirements that
hinder political discussion and expression, thus increasing its capacity to be
objective and provide both supportive testimony and critical counter argument.
Membership and Participation
SMI does not necessarily have permanent members however a more
appropriate term may be a fluid pool of supporters. These are people who
support the creation of a source of information and a forum for the
exchange of ideas. As SMI rejects the idea of a signal political affiliation as

68

a requirement for membership, it promotes political discussion, the assertion
of a political idea, and defence of its validity among the views of others.
SMI invites and is supported by people of all academic disciplines and
ideological backgrounds and encourages them to participate and be mentored
and guided by others with similar interests. Regular participants with SMI
come from both scientific, humanities and arts based felids as well as non-
academic backgrounds. SMI also supports and encourages these young people
to explore their own and alternative political views and affiliations, and to
become open to the views of others. Many of the more senior participants
were involved in the 1998 riots resulting in the ousting of Soeharto and other
significant political movements in Indonesias history and have firsthand
experience in political change. SMI continues to expand its pool of supporters
through people-to-people networks, community engagement, support for
events and discussion, dissemination of information and cooperation with
other similar bodies.
Dissemination of Information and Expression
SMI uses all and any form of expression that allows people to convey a
message and a view from one person to another. Some of the most common
methods of information dissemination are as follows.
Expression through the written word
The written word, hailed as one of humankinds most impressive achievements
and is an important and traditional medium through which political view and
discussions are conveyed. SMI uses different forms of texts to convey the
sentiments of this body and its supporters to the community.
Books
Books are an important part of the research function of SMI. SMI often
undertakes research covering issues across the spectrum of political and social
issues. These books are then distributed throughout the community via
supporters and related institutions.

69

Essays and Position Papers
SMI participants often get the opportunity to write essays, articles, position
papers and other documents on a range of issues concerning their particular
political affiliation or issues of concern. These written texts are used as tools
to educate and foster capacity building among supporters, as well as develop
knowledge, ability to critically analyses political issues and articulately
convey information in a written form. These texts are often distributed to the
community at gatherings, protests, meetings and other events in the form of
newsletters and leaflets which assists in educating the wider community and
spreading the Social Movement Institutes name.
SMI often holds workshops to teach students and participants to effectively
write articles and other texts as well as has essay competitions, book reviews
and other activities to develop knowledge and capacity while promoting
political change.
Expression through Art
Art has always been an important part of social movements and the expression
of ones thoughts and feelings. Art is used in a number of ways to express
graphically the view of the artist in a simplified more attractive medium. SMI
effectively uses art to attract the attention of others and convey a simple
message.
Cartoons and Caricatures
Cartoons and caricatures are often used to create humor within the context of
serious social and political issues and convey a simple message that may be
lost or degraded in essay or written form. Cartoons also simplify complex
issues that are ill understood by large sectors of the community.
Photos
Photos are used to inspire and provide impetus to act. Photos are used
effectively by SMI and other Indonesian social movements to depict the

70

struggle of people for their rights to be acknowledged, respected and upheld.
Photos are used in written publications, presentations leaflets and so forth.
Photos are also used to show community engagement and encourage others to
become involved.
Expression through Discussion
One of the primary goals of SMI is to promote dialogue and discussion among
students, social researchers, activists and other interested parties.
Friday Night Discussions
Casual discussions are important forums in which ideas are exchanged and
explored. This form of engagement allows people to become more aware of
other peoples concerns and their interpretation of social and political events.
As SMI brings together people of all political affiliations, this exchange is of
particular importance.
Formal Education
SMI also provides education in a more formal sense, through lectures and
establishing schools. SMI often invites visiting experts, researchers and
activists etc. to share their experiences and knowledge with younger
participants. In terms of a more formal schooling, SMI will establish schools
to education workers and laborers within the primary production industries
such as horticulture and farming. These establishments will educate workers
on their social and political rights and become a part of the growth and
development strategy for SMI. Supporters of SMI will establish the first
school next month. As repeated through this paper, the main aim of SMI is to
educate and inform as a foundation for political involvement and change and
this is one of the ways SMI will continue to develop and grow into the future.
Expression through Socialization
Socialization is obviously a central part of promoting any political or social
organization. SMI needs to connect with the community in order to spread its

71

message and inform people about politics and social issues through events,
meeting, gatherings etc. SMI does this through a number of ways including the
distribution of signs banners and posters and other visual forms of
communication. T-shirts, stickers and other forms of memorabilia are used to
make the Social Movements Institute, its papers, books, events and other
products recognizable within the community. The SMI also uses social media
networks to engage other members of the community, share photos,
information, blogs and so on.
SMI community events bring the community together to promote its work and
concerns, attract new supporters and create a dialogue between the
organization and community to ensure its work remains effective and relevant
in the community. At the recent 1
st
year anniversary of the institute,
participants, supporters and friends of SMI gathered to watch wayang
(traditional Indonesian puppets). This event attracted people from throughout
the community and was very successful in bringing the community together.
E. OUTCOME
The outcomes of this research is that youth movements are much more than
just angry student protests and facebook followers, instead a real and deep exchange
of ideas and knowledge among young motivated people who want to make peaceful
deep and structural changes in their community, and country at large. This research
shows that political groups provide an important forum for people of all political
affiliations, to share, exchange, become informed and connected with academics,
other activists, political figures and members of the community that genuinely have an
interest in Indonesias politics and social development. These social movements are
no longer used only to indoctrinate and radicalize. Political movements in Indonesia
are preparative rather than reactive, preparing Indonesias youth for the future,
equipping this demographic with knowledge and skills to lead in the future. Its
important that political parties start to engage with these movements and use their
political will and knowledge to change Indonesia.

72

Political parties and other entities can become involved in this exchange of
knowledge. Representatives of political entities have the capacity to participate in the
discussion and research of student social movements and this would provide political
entities with a better and deeper insight into the grievances and aspirations of
Indonesias youth. Other than addressing historically issues, political entities can also
uses these groups as thinks tanks, feelers within the youth demographic and vehicles
of information dissemination. As expressed through this paper, these youth social
movements are highly educated and engaged within Indonesias social and political
landscape and would provide quality information, advice and feedback to political
entities. Political entities need to open a two way dialogues on a number of fronts
including policy initiatives, social dynamics and youth sentiment in the community,
and use this information effectively to create targeted political campaigns and ongoing
engagement.
Beside academic knowledge acquired through these youth groups, participants
also gain other important academic skills that will play an important role in
Indonesias development. Research, writing, lobbing, organizing and preparing events
as well as the capacity to engage the community, convey information through
different mediums and rally support for a cause are also skills that will make
Indonesias youth generation more politically effective and wield a greater capacity to
effect political change within the community, now and into the future. These skills
will go beyond the political realm to create a more capable and well- rounded
Indonesian workforce and leadership for the future. It is therefore important that
political entities take a more active role in developing the capacity of this
demographic as they become more informed and influential. Understanding the
methods of information communication and dissemination is important in planning an
effective political strategy, learning to engage with Indonesias youth and
implementing effective policy. Adapting with new technologies and mediums of
communication will also play an important role.
F. CONCLUSION
From a historical perspective, Indonesias student movements are an
admirable and heroic demonstration of commitment, unity and integrity for the cause

73

of ones nations. They are worthy examples of access to knowledge and education as
an opportunity for change and evolution, but also strength through unity against
military hostility and aggression. Modern student movements honor the audacity and
courage of previous students and refuse to forgive and forget the loss and destruction
committed by past regimes that continue to influence current political attitudes at the
highest levels of Indonesian power. Indonesian students continue to protest and
condemn the violence against those who defied, and continue to defy government
order and will demand accountability and responsibility from those at fault.
2014 has been a particularly important year for political groups as Indonesia
votes for a new president. Among the front runners, a politically questionable
individual whos involvement in the military and violent crackdowns against
Indonesian university students in the 1998 ousting of President Soeharto continue to
raise concerns.
As noted in this paper, since Indonesias independence from dictatorship in
1998, Indonesia has experienced astounding development, its former self barely
recognizable. Political education and expression has becoming more acceptable and
education among is budging youth demographics is at a record high and continues to
grow along with its middle class and productive population. As the Studi Klub was at
the forefront of Indonesias bid for independence, student movements will again be at
the forefront as Indonesia moves again and experiences a new form of political
change, from a middle power state, to take its rightful place on the world stage as a
developed superpower in the South East Asian region. All the while Indonesias youth
political culture will remain tied to the ideals of Indonesias first political movements
that struggled for dignity and integrity for every Indonesian and their right to
education and expression of political will against dictatorship, corruption and human
rights abuses.




74

REFERENCE
Antara 2013. APJII: penguna internet di Indonesia terus meningkat
http://www.antaranews.com/berita/414167/apjii-penguna- internet-di-
indonesia-terus- meningkat
Encyclopedia Britannica, 2014, Soekarno, Indonesian independence. Available at:
http://www.britannica.com/EBchecked/topic/572207/Sukarno/6967/Indonesi
an- independence
Kompas, 2013. Lingkaran Survei Kebijakan Publik. Accessed on 16 May 2014.
Available at
http://nasional.kompas.com/read/2013/04/28/12160320/30.Persen.Pemuda.A
patis.Bukti.Figur.Partai.Lemah
Pemilu 2014. Jumlah Pemilih Pemilu 2014, Pemuda Kuasai 40 Persen Suara.
Published on the 14 February 2014. Available at
http://www.pemilu.com/berita/2014/02/jumlah-pemilih-pemilu-2014-
pemuda-kuasai-40-persen-suara/
Prasetyo, E. 2014. Bangkitlah Gerakan Mahasiswa. Resist Book. Social Movement
Institute. Yogyakarta. Indonesia.
Pusat Politik. 2014. Program kepemimpinan perempuan dalam pemilu. Universitas
Indonesia Retrieved on 21 May 2014. Available at
http://www.puskapol.ui.ac.id/technology/program-kepemimpinan-
perempuan-dalam-pemilu.html
Retnowati Abdulgani-Knapp 2007. Soeharto The Life and Legacy of Indonesias
Second President. Kata Penerbit Jakarta.
Sukma, R. 2003. Islam in Indonesian Foreign Policy. Routedge Curzon. New York.
Tempo Dunai, 2013. Timor Leste Peringati Tragedi Santa Cruz. Available at:
http://www.tempo.co/read/news/2013/11/12/118529203/Timor-Leste-
Peringati- Tragedi-Santa-Cruz
Tempo, 2013. 7 Tahun Aksi Kamisan, Happy Salma Luncurkan Film Pendek.
http://www.tempo.co/read/video/2014/01/21/1473/7-Tahun-Aksi-Kamisan-
Happy-Salma-Luncurkan-Film-Pendek





75

COLLABORATIVE GOVERNANCE IN PORGRAM OF
MAKASSAR GREEN AND CLEAN (MGC) 2008 2013
Nasrulhaq
Graduate Student, Department of Public Policy and Management, Faculty of Social and
Political Science, Universitas Gadjah Mada
Abstract

From 2008 to 2013, collaborative governance effort for sector of environment
was practiced in Makassar city through Makassar Green and Clean (MGC) program.
Collaborators in the MGC program are very complex. The involved parties are
government of Makassar city (local government), PT. Unilever Indonesia (company),
Media Fajar (media), Yayasan Peduli Negeri (non government organization) and civil
society. Although collaborative governance form is less perfect, the main issues of
collaborative governance have occurred during implementation of program such as
engagement, motivation and capacity. Moreover, action of environmental control and
management done every stage of activity has characteristic. This study used
qualitative method with study case approach to research developing issues. The main
data were collected through in-depth interview. For process of data triangulation,
documentation study and observation with passive participation were used to
complete data of research. In the MGC program, collaboration based on the
memorandum of understanding. Each party has duty and obligation. Progress of the
core values like trust-building, shared understanding and internal legitimacy is good.
Unfortunately, some values are dissatisfactory such as institution, commitment and
leadership. In general, the collaborative environmental governance includes the best
practice, but it is still on stage of exploration. This paper tries to elaborate dynamics
and action of collaborative governance in the MGC program.

Key words : collaborative, governance, environment.
A. BACKGROUND
In the development of governance, the collaborative governance becomes a
trend and a new phenomenon which exciting to be researched and examined.
Collaborative governance itself has been developed over the last two decades (Gash
and Ansell, 2007, 543). Until now, the collaboration practice between governments,
the private sectors and the communities are growing in various areas. In several big
cities such as Jakarta, Surabaya, Medan, and Makassar have been practicing with the
concepts and principles that are relatively same. While, the difference between one
region with other region are lain on its sector, objectives, structure, process and
effects. The existence of those differences then the collaborative governance becomes

76

attractive to be understood more. In this case, it means to find out the portrait of best
practices and worst practices. The spirit to examine about the phenomena MGC is
departed from the awareness that the collaborative governance is a public policy
instrument (Gray et al, 2003, 8).
One of other portrait of collaborative governance practice in Indonesia is an
attractive program in Makassar Green and Clean (MGC). MGC program was started
since June 28, 2008 in Makassar city, which Yayasan Peduli Negeri (YPN), the City
Government of Makassar, and PT Unilever Indonesia as its pioneer until Media Fajar
and PT Pertamina were also following up. In that collaboration, the social community
was actively to be involved as a facilitator and a cadre of environmentalists.
Henceforth, in 2010 was built Forum Kampung Bersih and Hijau (FORKASIH) as
public associations. The fundamental reason claimed MGC program as a form of
collaborative governance because this program involving government and non-
governmental organs to actively in collaborating. Furthermore, this program was also
a characteristic of the governance practice. In addition, the issues like trust,
understanding, commitment, leadership, institutional and resources were appeared in
the MGC. Thus, the activity of collaborative governance existed in the MGC program.
The collaboration practice of MGC program in 2008-2013 was successful
rated by many circles in the Makassar city particularly about its achievement during it
was executed. Achievements of MGC program that more detailed were mentioned in
the Status Lingkungan Hidup Daerah (SLHD) report of Makassar city in 2013. SLHD
of Makassar city in 2013 was releasing that MGC program in 2008 reached 100 RT,
50 RW, and 43 districts, and it was involving 50 facilitators, and 1,000 environment
cadres. In 2009, the program had been reaching out to 286 RT, 139 RW and 139
districts as well as to involve 163 7.135 cadre facilitator and the environment. In
2010, has reached 320 RW, 143 districts and 15,000 environment cadres. Those
numbers continued to grow from year to year until now. In 2011, one of the main
activities was stimulating the waste bank, especially for bank waste that its income
reached an average of 500 thousand to 2 million per month. While, its customers had
already reached 2.083 approximately heads of the family, which its income 453
million in 2013. The increase of quantity of MGC program was already very rapidly,

77

so it could be illustrated that the presence of the MGC program was well received
generally by the community town in Makassar.
The success of reforestation efforts and waste management could be achieved
because the governance principle that included the Makassar Government, PT
Unilever Indonesia, Media Fajar, Yayasan Peduli Negeri and FORKASIH in the
MGC program were able to collaborate each other. Budiati stated that in the
governances domain, the principle of environmental sector was a something that has
to exist absolutely, particularly about the cooperation and synergistic relationships
(2012, 5). Design of public-private -society in the collaborative environmental was
one of the elaborations of the governances concept. Government and non-
government organizations had already begun to set out about what it was called as the
collaborative environmental governance sector. The collaboration of MGC program
could be success because the environmental program of local government was
synergized with the action of corporate social responsibility (CSR), company, and the
movement of society care for the environment. Biddle said that many researchers had
been suggesting about the collaborative governance was an anticipated way to bring
the better outcomes for the environmental (2011, 9).
Discussion about the public policy of the environmental sector could be
associated with collaborative governance in the MGC program, which that it meant
that the main payload were the inter-correlation among City Government of
Makassar, PT Unilever Indonesia, Media Fajar, Yayasan Peduli Negeri and
FORKASIH. Of course, there were also having the supporting and the inhibitor factor
that accompany the environment programs or environment activities, which were
involving multiple parties. The good dynamics of the parties that were involved in the
corporate governance of course will give the successful of the collaboration. Instead,
the bad dynamics of the parties that were involved will be the failure of the
collaboration. To determine a good or bad of a relationship among the government,
private, and public that it could be examined through the engagement process,
motivation, and collaborators capacity during the MGC program was implemented.
Those items above were very interesting to be studied. By Emerson, et al (2011) said
that those items above as the dynamics of collaborative governance.

78

Collaborative governance in environments sector sometimes still discussed,
among the substances or symbols (Rodrigue, Magnan and Cho, 2012). As for the
practice of collaboration done on the program had been indicated that the centrality of
MGC program had charged of its substance, so it gave the resulting impact on the
environmental conditions and the collaborators that being the very fundamental
reason. The Collaboration that had been done already good enough for a collaborative
research study about the sustainable development. Reminding that there st ill rare areas
that managed its environment which be emphasized on the collaborative governance
practice. In Status Lingkungan Hidup Indonesia (SLHD) 2012 explained that the
importance of the role of multiparty which it consist of the corporate world, Badan
Usaha Milik Negara (BUMN), non- governmental organizations (NGO), indigenous
legal community, media, colleges and the wider community in managing the
environment. Unfortunately, the SLHD report was not contains yet about the
description about the existence of collaboration whose been done by those parties.
The MGC practice interested to be study more, particularly the issue dynamics of
collaborative governance that had been occurred.
B. BASIS THEORY
1) Environmental Governance
Environmental governance is popularized by the United Nations
Environment Programme ( UNEP ) in order to support sustainable
development. The coverage is at all levels including international, regional,
national and local. The meaning of the contextt is highly dependent on the
level, such as regional environmental governance for the regional level and
local environmental governance for the local level. In the Indonesian context,
it is known as kepemerintahan lingkungan atau tata kelola lingkungan.
Because of the limited literature in Indonesian language, the word
environmental governance in the form of a single unit is still used the in
original one as usual use of the word good governance and corporate
governance. Thus, environmental governance as the original word is still used
in this paper in order to facilitate the interpretation of the concept of
governance itself.

79

Basically, the definition of governance in environmental governance
still refers to the general sense of governance. By Word Bank (2013),
governance is defined as the way power is exercised through a country's
economic, political and social institutions. By the United Nations
Development Program (the World Bank, 2013), governance is defined as the
exercise of economic, political and administrative authority to manage a
country 's affairs at all levels. Although the WB and UNDP as the pioneer of
the concept of governance have given the restrictions from the beginning, but
the definition of these two institutions have not seen enough to be fully
referenced in understanding governance itself. Currently, the term governance
is more focused on the change of the bureaucracy to market or network. It is
more generally known as a governance-based government, private and public.
Talking about environmental governance means discussing the role
and relationships among stakeholders. Elucidating about the commitment,
communication and collaboration, especially things related to regulatory and
environmental policies. This includes programs and activities based
environment. Basically, environmental governance is interpreted as a
collaborative effort among actors that are governments, private sector and
communities at local, national and international in order to control
environmental problems. Besides , it can also be said as an environmental
management that emphasizes the collaborative aspects of multi-stakeholders
ranging from local to global scope. In essence, it describes the process of
environmental governance and institutions (Rashce, 2010, 501). The shape is
not only the participation of social groups but also the development of the
concept of each party (Taylor, 2011, 263). From this, it can be understood that
the policy environment is no longer a sector-regional task but it is universally
the duty of public-private-society.
2) Collaborative Governance
Collaborative governance is a new paradigm in understanding the
existence of multiple stakeholders. The emergence of the concept of
governance is in order to encourage the involvement of multi-stakeholders.

80

Therefore, it is important to understand it more deeply, no longer limited to
just understand the relationship of understanding and agreement among the
actors. There are certain characteristics in the relationship so that the study of
public administration should shift toward collaborative study (Silvia, 2011,
66). Study of collaborative governance has also become a common strategy in
the literature of public administration by Lee and Yoo (2012, 143).
Collaborative study is supported by a decentralized system that gives authority
to local governments to initiate construction of its own country. In addition,
the presence of CSR (corporate social responsibility) on the environmental
level also encourages the importance of collaboration to connect companies
with local government. Each party has an interest that led effort to collaborate.
In this theoretical basis, the context of a collaboration is broader than a
partnership. According to Bevir, partnership (kemitraan) occurs when private
agents replace public role while collaboration occurs when public and private
agencies perform active functions (2009, 161)
Collaboration leads to negotiation, not competition (Bevir, 2009, 47). It
distinguishes patterns in the collaboration with the pattern of market
governance. Surely, the market always leads to competition. Actually, the term
collaboration is almost similar to the term network. But if the traced substance
is based on academic study then the difference is found. Ansell & Gash and
Goldsmith & Eggers (in Goliday, 2010) explain that collaborative governance
involves relationship management to manipulate the regulatory and system,
while network governance only focuses on the implementation of civil works.
Nevertheless, from a variety of existing literatures, rare writings are found that
specifically distinguish the difference between collaborative with partnership
and network. All three are interpreted the same as a new paradigm that is
different from the hierarchy and market. In this study, collaboration is
considered to be more appropriate to use to describe the complexity of new
governance in the era of decentralization.
Furthermore, a description of the collaborative governance is explained
in detail by Chris Ansell and Alison Gash in a journal titled Collaborative

81

Governance in Theory and Practice. They define collaborative governance as
follows :
A government arrangement in which one or more public agencies directly engage
non-state stakeholders in a process of collective decision-making that is formal,
consensus-oriented, and consultative and aim to make or implement public policy or
manage assets and public programs (Ansell and Gash, 2007, 544-545).
Following up on the idea of Ansell and Gash, new posts appear later in
the journal under the title An Integrative Framework for Collaborative
Governance by Emerson, Natabachi and Balogh (2011). The writing slightly
expand and refine the ideas before, including the idea of Ansell and Gash.
Basically, the concept is understood by Emerson, Natabachi and Balogh on
collaborative governance is not much different from previous writers. It is just
constructed in a more integrative and complete framework so that there is a
new outlook on several items. The items are emphasized namely 1). Defining
the scope is not limited to the initiation of formal and government, 2).
Collaborative governance is known as multi-partner governance including
public-private partnerships, private-social partnerships, administration-based
coordination management and community-based collaboration.
3) Main Theme and Collaboration Framework
Collaborative governance as a new paradigm in public policy also has
a common theme and integrative concept framework. Understanding the
common theme is inevitable in order to direct the foundation thought so that it
is not overlap with other studies. Likewise, it is similar to integrative
framework that can be used as a foothold in the theoretical framework. Main
themes relating to collaboration can be seen in the image below:





82

Figure 1. Themes in the Collaborative Practice











Sources: Osborne Stephen. P (2010, 164)
The image above illustrates that the themes are interrelated, framed as
one process that does not separate from each other. Obviously, the main point
is varied and comprehensive. So, collaboration not only describe the structure
but also the process of internalizing the fundamental values. On that basis, the
implementation of the above points is not easy. The involvement of multiple
parties in a case will be its own difficulties rather than simply controlled by
one party. In any conditions, difficult or easy, therein lies the essence of the
struggle in achieving the best results. Therefore, collaborative governance has
become the best model in the management and public policy. What to do
further is to design a strategy based on the locus. Solely, to respond to
collaborative advantage, not just to respond to collaborative inertia. If the
maximization of collaboration can be realized well, it is certain that the actual
realization of collaborative governance will be reached.
Each collaborative activity involves a group of community (Bevir,
2009) and a group of organization (Imperial, 2005) to work together to reach
the purposes. Collaborative activities may include operational level, decision-
making and institutional (Imperial, 2005, 288). Collaboration activities at
every level are what must be aligned with the theme of collaborative practice
by Stephen P. Osborne. For the record, the main themes of collaboration may

83

be completed at the level of decision- making but weak on the level of
operational or institutional, and vice versa. For one case, collaboration
alignment at every level should not be ignored. It is rarely found where and
how the process of framing of a role are addressed (Dewulf, 2011, 53) so
sometimes it ignores the universal substance.
Integrative framework summarizes all aspects of the relat ionship
starting from the pre-conditions to the post-conditions. Understanding
collaborative governance framework will facilitate every researcher interested
in the study. Integrative framework of collaborative governance can be seen in
the image below :
Figure 2. Integrative Framework for Collaborative Governance














Source: Emerson, Natabachi and Balogh (2011, 6)

Emerson, Natabachi and Balogh (2011) describe the integrative
framework of collaborative governance in the three boxes that are mutually
integrated. The first box represents the context of the general system. The
second box represents a Collaborative Governance Regime (CGR). The third
box represents the dynamic and collaborative action. Positioning of system of

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the context is influencing and influenced by the CGR. Context of the system
includes the influence of social, political, and economical environment.
Starting from the context this system, it is emerge what we call leadership,
encouragement, interdependence and uncertainty within the framework of the
so-called drivers. CGR in the framework of the above concept is positioned as
the central feature (the main feature). CGR box summarizes the dynamics and
collaborative action. The process of the dynamics to the action is to be a major
item in the understanding the collaborative governance. The dynamics of
collaboration includes three main interrelated components namely a principled
engagement, shared motivation and capacity for action. The third component
that is interactive and iterative is discussed from decision making to action.
From that, collaborative action is then affected in achieving a common goal of
CGR. Furthermore, the actions taken result impacts and adaptation, both in
scope of the CGR and in the context system.
In addition, Tirrell and Clay conceptualize that the transition occurs in
collaborative activities are divided into 5 stages. They summarize ranging
from the lowest level to the highest level. Explanation of the stages are
summarized below (Tirrel and Clay, 2010, 30) :
a) Stage 1: Exploration
At this stage a meeting among interested parties is done formally and
informally, such as in the form of pre-meetings, meetings and information
sharing. It is also includes discussion and opinions sharing.
b) Stage 2: Formation
At this stage, collaboration becomes a reality. Creation and approval begin
to appear. Operational structures and procedures are developed. Besides,
the purposes of the action are formulated and developed.
c) Stage 3: Growing
At this stage, the priority setting and planning are emphasized.
Operational processes are routinely addressed. In this stage, an effort to
fight for consensus in the formulation and implementation has also been
done.

85

d) Stage 4: Adult
This stage has entered the stage of development. Funding, participation
and access to stable. All strategies are designed with a sustainable basis.
The results of the collaboration are distributed to all parties and the
collaboration purposes are assessed.
e) Stage 5: Final
This stage, collaboration has been working in ideal and perfect. There is
the satisfaction of each party for the results. Successful collaboration is to
solve the problem. When there is a decrease then the update is done.
C. METHODOLOGY
Methodology which be used for this research was based on the level of its
naturalist; for example, qualitative method. The qualitative method was intended to
explore and understand about the meaning of social problems (Creswell, 2010, 4),
event it gave the details of the complex phenomena that were difficult to be revealed
by quantitative methods (Strauss and Corbin, 2009, 5). While, the Methodology
approach was a case study. Creswell (2010, 20) understood that the case study as a
research that investigated about the program, event, activity, process or a group of
individuals. The Unit of analysis in this research was the practice of collaborative
governancet that had been done the parties in the MGC program.
Data collection was carried out by three techniques that supported to each
other in order to sharpen your data analysis and process of triangulation technique.
Gathering techniques that used by the participant in the observation were in-depth
interviews, and documentation. Data analysis was done by qualitative analysis based
on the data, facts, and information collected by upholding representative searches to
avoid data bias (Miles and Huberman, 1992, 426). The data analysis stage included
the data reduction, data display, and conclusion. In order to support and maximize the
data analysis, the researcher laid out steps (Creswell, 2010, 276) includes 1). To
cultivate and prepare data, 2). Read the whole data, 3). Analyze in more detail based
on the data coding.


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D. MAKASSAR GREEN AND CLEAN (MGC) PROGRAM
Makassar Green and Clean (MGC) Program was founded on June 28, 2008
through the cooperation which be called as the agreement by PT Unilever Indonesia
(through Yayasan Unilever Indonesia) as the first party, PT Pertamina (Persero) as the
second party, PT Media Fajar (daily Fajar) as a third party, Yayasan Peduli Negeri as
the fourth party, the City Government of Makassar as the fifth. MGC Program was a
program that moved in an attempt to the management and control of the environment.
This Program was oriented in community empowerment sectors of the environment.
The involvement of various parties in the program described an order of the MGC
program was describing about a collaboration which very complex. It was based on
the involvement of various parties with their different backgrounds, which they were
coming from the elements of the government, private sector, media, and non-
governmental organizations (NGO).
In detail, the duties and the responsibilities of collaborator in the MGC
program as follows:
Table 1. The duties and responsibilities of Collaborators
City Governments
of Makassar
Unilever Indonesia
Yayasan Peduli
Negeri
Media Fajar
1. Helping to supply
the Infrastructure.
2. Making the policy
support.
1. Providing the funding
programs.
2. Formulate a form of
activity.
1. Providing the field
staffs.
2. Implementing the
empowerment.
1. Promoting the
program.
2. Enable the
publication media.
Source: Results of the research data process
The table above showed a division of tasks that was very detailed. Therefore,
the City Government of Makassar had the authority in controlling the situation and
conditions of urban areas, like the facilities and infrastructure that could be supporting
a program achievement, so the Governments objectives and tasks were about the
policy support and facilities. PT Unilever Indonesia had the funds and the concept of
corporate social responsibility (CSR) of the environment sector. Therefore, its duties
and responsibilities directed at the realm of funding and design activities. Yayasan

87

Peduli Negeri as a non-governmental organization which it active in the
environmental issues, it had a team that assumed capable to move until the grassroots
level. Thus, its task was related with the energy field and pioneer of community
empowerment. Lastly, the Media Fajar as the biggest media in Makassar city, which
also had the supporting from the group in various regencies, and cities of South
Sulawesi certainly had always been active in covering local news in particular. Based
on those capacity considerations, Media Fajar became to focus in giving information
of every activity so the publication and dissemination of information could run
optimally.
In addition, some communities included in the MGC program as the subject or
host activities. The community program be included in the MGC program was divided
into two categories, for example, a facilitator and a cadre of environment.
Environmental facilitators recruited from the head of RT or RW or community leaders
in every neighborhood. There was one person every RT as the facilitator environment.
Furthermore, the environment cadres were recruited from the surrounding community.
Each RT gave the 20 environment cadres. In carrying out the task, the environmental
cadres were divided into 4 groups, there were the set up environment environmental
cadre, community awareness groups, economic empowerment groups, and waste
recycling groups.
Based on the increasing of the facilitator numbers in every year then in 2010
was formed Forum Kampung Bersih and Hijau (FORKASIH). FORKASIH formally
formed by the Mayor (Walikota) of Makassar. The staffs of FORKASIH were alumni
of the environment facilitators. This Forum was created in order the alumni facilitator
of Makassar city had a place to coordinate with very well . In essence, this forum was
created to formalize and strengthen about the community involvement in realizing the
sustainable development that was environmentally lived in Makassar city.
FORKASIH was formed in two levels: the level of town and sub-district levels.
However, until now there had not yet of the FORKASIHs staffs in sub-district level
whom were formed formally. All things that related with the activities about the clean
and green area of Makassar city were still monitoring from this forum. While, its
work was as the explanation bellow:

88

a. Attainment the Green and clean neighborhoods;
b. Availability of inputs to the Government regarding the concept and
strategies of city and urban environmental management;
c. To Increase the activity and action plan this based on the empowerment
community;
d. To increase the capacity of the community in management and
independence to manage of residential environmental communities;
e. To be placed to communicate between the communities, Government, and
the corporate world.
E. ISSUE DYNAMICS OF THE COLLABORATIVE GOVERNANCE
1) Engagement
In Generally, each party could be involved actively. The seriousness of
the City Government of Makassar on the MGC was evidenced by the program
that had made in the Local Regulation of Makassar city number 4 of 2011
about the wasted management. This Perda (local regulation) indirectly
strengthen the implementation of the MGC program in Makassar city. It was
emphasized the question of partnership and cooperation about the corporate as
well as community participation. The implementation of the program for six
months in one-year was provided the special section in press and on line media
by Fajar. With regard to Unilever Indonesia, this company always gave tribute
to the region that excels in caring for the environment every year. For YPN, its
engagement was evidenced by doing and overseeing program in the
community without be paid. Its regular officers who routinely work in field as
many as 12 people.
There was a symbiotic-mutualism (mutually beneficial) between those
who woke up in the MGC. As one of the major pioneers, Unilever Indonesia
always continued to give priority to the interests of the company together
because it was one of the largest garbage producers in Indonesia. The things
that made Unilever Indonesia could not be separated from the common
interest. In addition, the City Government of Makassar had the full

89

responsibility to the situations and conditions of environment, so it always
appeared to oversee of the activities agenda. Media Fajar was compelled to do
CSR through MGC program after it observed the environmental situation was
still alarming. Although there were differences in duties and responsibilities, it
did not mean that what had been done by the parties were only in accordance
with what was agreed upon, but they sometimes did more than what they had
been decided together because they wanted to maximize the common interest.
Communication in MGC program was done very intensely when the
implementation of MGC program was doing for 6 months. While, the
implementation of the activities had been completed in every year, the
communication among the City Government of Makassar with Unilever
Indonesia, City Government of Makassar with the Media Fajar, and Unilever
Indonesia with Media Fajar were becoming to less intense. Thus, YPN was
party that always tried to build of the intensively communication in any time.
Later, a report from YPN party would become as the discussion materials by
all parties. In that point, the new communication would go back intensely.
Communication among the parties were always done by phone and face-to-
face.
The communication in the formal form meetings were a lot of done
when pre-launching and after awarding in every year. Before the launching of
the current year, the parties that involve in MGC program were doing a
conference in order to establish about the formal plans of their events for the
next one year. Furthermore, especially after the awarding then a formal
meeting was held again, where it was attendance all parties to discuss about
the achievement for one year to run. In the meeting, it was discussed more
about the things that related with the targets and the results. The intensity of
communication was done increasingly and directly through face-to- face when
the greenest was an assessment and the cleanest would be done. In that period,
the city government in Makassar, Unilever Indonesia, Media Fajar, and
Yayasan Peduli Negeri were almost dialoguing face to face directly in every
week.

90

Between launching and awarding phase, there was a formal meeting
conducted at the time of dissemination. The participants who involved in the
socialization were very much. Satuan Kerja Perangkat Daerah (SKPD) that
consisted of the Officials and agencies even the Village Chief and Sub-district
head in Makassar city were attended. They were attended because the MGC
program was not limited only about the responsibility sector of Office
Landscaping and Cleanliness but also the responsibility of the regional
districts and sub-districts. The extent of the Makassar city with diverse
characters in its own calculation of the city into the community held a
socializing once a year. Unfortunately, formal meeting such as the
socialization was not done on a regular in every year.
2) Motivation
Shared motivation in the MGC program was seen from the subject of
mutual trust, mutual understanding, together commitments, and internal
legitimacy. Speaking about the motivation certainly was inseparable from the
individual of collaborators. However, the motivation in an institution was very
difficult to be separated from the individuals motivation whose drove that
institution. The motivation in an institution appeared due to the motivation of
the individual. Although the MGC program was formed on behalf of the
institution, the personal aspect remained to be inseparable from the
collaboration. Therefore, the motivation of the MGC program was driven by
individual credits directly.
Mutual trust arose from the good performance whose be showed by
each party. The comparison between trust and performance were always
directly proportional in the MGC program. The better performance, then
confidence would increase. Over the years, the City Government of Makassar
as the authority of Makassar city increasingly believed in the parties whose
had been involved in MGC program. It was characterized by the recognitions
that were often uttered by government officials. The MGC program was very
trusted to give the positive values in improving about the conditions and the
hygiene in urban greenery.

91

Trust was strengthened because YPN always made the report program
of product development with very well to Unilever Indonesia, City
Government of Makassar, and Media Fajar. To count of one-year program,
there were usually made three reports. Based on those reports, it was
conducted an assessment at regularly. The accumulation of quantitative and
qualitative reports brought out the full trust of the City Government of
Makassar, as well as vice versa. Based on the trust to Environmental Status,
then the Makassar city in 2013 was referred to program MGC as the best
government program that always made reference to several other whereas in
eastern Indonesia. The ability of maintaining trust with YPN parties in MGC
program inspired some local governments in eastern Indonesia in order to
build the cooperation, particularly with YPN. Some of them called Sinjai
Green, and Clean (SGC), Morowali Green Office (MGO), and Gerakan
Enrekang Bersih (GEB). Essentially, each party mutually built the confidence
to each other that based on the duties and responsibilities during
implementation of the MGC program. Trust was started from a good
performance. In generally, all parties were working in accordance with the
tasks entrusted.
Meanwhile, mutual understanding to the role of each party was very
well. Mutual understanding of the element was regarded to the capacity of the
parties which be involved. In the MGC program, all parties understood to each
other. If there were not versed about their capacity or deliberately deny then
the other party would try to provide the understanding to them. If there were
parties out of the agreement, the other party had always trying to remind
wisely. Furthermore, when there was an important and urgent needed, certain
party had always try to build the negotiations with other parties. Then, if there
were having the important needed and urgent then the other party would
always attempt to build the mutual understanding through negotiations with
other party. After they had the mutual understanding, every party would
always give a positive response to each other. It meant that a sense of mutual
understanding was always there.

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The collaboration practice that carried out for six years (2008-2013)
was indicating a strong internal legitimacy in the ranks of collaborators. Each
launching and awarding, there was a mobilization of members that conducted
by each party. Every year, the City Government of Makassar would involve
many of its officers to join in the escort program. The officials of Unilever
Indonesia in Jakarta would also to be involved in this program. The Media
Fajar would also be engaging its journalists and its Presidents. YPN itself
involved its entire administrator. FORKASIH was involving the majority of its
administrator actively.
The accumulation of the interaction from a subordinate to a superior
makes an organizational to be strong as legitimacy. Ultimately, strengthen the
legitimacy of the collaboration. The legitimacy of the program MGC was
started from the recognition of individuals who continued be processed until
be the organizations recognition, subsequently it became a holistic recognition
by all parties that be involved. For decision- making, collective action
remained be committed by presenting a representative Government,
companies, the media and the non- governmental organizations. Collective
action itself had already become a major part of a cooperation agreement. For
the socialization of the program to the community, every representation
conveys the scope of program credits.
For the commitment item, in generally it had been good between the
organizations, but in the organization internally, it was not good enough. Lack
of a commitment internally took place in the city of Makassar. The Program
sometimes did not go smoothly because the Village Chief and his staffs would
not give the full attention. Some of Village Chiefs gave his responsibilities to
be handed by the head of the RW or RT. In internal of the city government,
there was still difficult doing massive movement. To monitor 143 Village
Chiefs was not easy. The lack commitment problem of Village Chiefs was
hindering the easy of society.


93

3) Capacity
Basic point which be stressed in the capacity was how far that
collaboration managed the institutional principles, leadership and resources. If
it was based on the organization profile, the collaborators would not doubt to
manage the collaborative practice. City Government of Makassar had many
staffs. Unilever Indonesia had a lot of experience in doing CSR-related
environment. Similarly with the Media Fajar that had worked in the press
world. However, there were certain constraints on the side. Such barriers
occurred because some officials who involved were not doing their functions
optimally.
The Problems which be occurred on the institutional arrangement
program MGC was located in the internal local government, particularly the
members of SKPD that be associated with MGC. The local government was
unable to bring up the norm that binds to whole officials of SKPD. Some
officials not respected yet on the institutional arrangement. A set of values,
norms, and rules those were only comprehensible but not well done. The
number of government employees who joined by itself could have an impact
on the institutional arrangement. In the case of MGC, the impact was less
good. The actions and the mindsets of some government employees that
related with the institutional values of SKPD were not optimal. There was still
looking the stiffness of mindset to the activities which did in the community.
In the case of collaborative governance in MGC program, the
leadership which be formed was picturing a network pattern. Although it was
based on the network pattern, the presence of a leader or a coordinator
continued to be very important in maximizing the coordination functions to all
related stakeholders. It meant that there was having a party that coordinated
about the MGC program. The main purpose was to run off the program with
very well and right on target. It was irony again if it reoccurred in the local
government ranks. City Governments of Makassar tended to less active in
coordinating with other parties. The lack of time and the density of the task

94

became the fundamental reasons of coordination to other stakeholders, both of
the government and the non-government agencies.
Beside of the leadership, the resource was also an important part in the
capacity for action. The resources meant the financial resources (Sumber Daya
Keuangan - SDK) and human resources (Sumber Daya Manusia - SDA).
Human Resource (SDM) problem was similarity with the SDK. Both of them
had the same limitation. For SDM, there were limitations on the quantity and
quality. For this time, the quantity and quality of human resources that moved
to make the decision until the evaluation was still limited. The basic problem
of SDM was occurred in the ranks of the government. Beside the Human
Resources of the government was good. Therefore, the government should
more involve its human resources that had a good capacity.
For the SDK, its limitations were lain in the quantity. The position of
the Unilever Indonesia as the primary funders became an independent problem
about MGC program. The fund budgeted in each year amount 300-400 million
was not enough to get the better achievement. The mechanism of
implementation of the MGC activities that was only passed in any RW/RT per
village per year caused by reason of the limitation fund. Finally, the area or
location that had been constructed was not reconstructed again. The Unilever
Indonesia party found difficulties to finance all activities to all RW/RT per
village per year for six consecutive years. The limited budget of the company
and the breadth of the area of Makassar city were often becoming the internal
problem.
F. LESSON LEARNED
Programs that based on Green and clean involved the collaboration among the
governments, companies, the media, NGOs and the community was still rare to be
founded in Indonesia. The collaborative practice was conducted in Makassar city
provided valuable lessons. The waste management and greening activities conducted
for six consecutive years by the local governance without the obstacle meant that it
was could be used as an example to practice. The most fundamental thing of MGC

95

program to be studied was the collaborative governance which be involving many
parties. One of them was involving the community actively. Each party gave the task
and the responsibility for waste management and greening efforts should be checking
off the capacity of its collaborators. Based on those ways, all parties that involved
would be responsible. The community was not becoming only as an object of the
program, but also as a subject. To corroborate the existence of each party, the creation
of formal legality in the form of a cooperation agreement and a letter of decision
directly applied.
G. CONCLUSION
In general, the dynamics of engagement, motivation, and capacity in Makassar
Green and Clean (MGC) 2008 2013 began from the setting agenda to the
transformation of the action had been running well. Related issues included the
aggregation of interests, intensive communication, mutual trust, mutual
understanding, commitment together, internal legitimacy, arrangement of institutional,
the leadership of the collaborators and resources. From the nine issues that were
examined in this study, four issues were not perfect, for example, the commitment, the
institutional arrangement, the collaborators leadership, and the resources. It was
happened because one of the components of the collaborators had not been fullest
participate. The problem lay in the Makassar city, particularly in the part of Satuan
Kerja Perangkat Daerah (SKPD) staffs. Their actions affected for the setting agenda
and the transformative action. The imperfections issues did not mean that the
collaboration was not good. The Obstacles that be mentioned before did not occur at
all of MGCs program area. On the other hand, the MGC program was still seen as a
case then its problem remains as a concern in this study.






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BUSINESS ROLE TO ACHIVE PUBLIC GOALS : BEST
PRACTISE BRITISH PETROLEUM CSR
IN TELUK BINTUNI, PAPUA BARAT
Aryo Dwi Harprayudi
aryo.dwi.h@ugm.ac.id
Public Policy and Management Deptartment UGM Student

Business is an important element in development of a country. In developing
countries such as Indonesia, welfare of the Community is dependent on Community
ability to access and use public services. However, convergence of public service to
Government in fact is very difficult to achieve. Because public service is very
complex, it is impossible to do all only by government. Therefore, role of business
should be able to push government to achive public goals. In this research we will
discuss about role of British Petoleum (BP) in Papua Barat, Indonesia, to support the
Public goals of the Teluk Bintuni Government.
A. BP IN INDONESIA
In 1999, BP acquires ARCO which is oil and gas companies from the United
States. ARCO found a large natural gas in the Teluk Bintuni, Papua Barat. After the
acquisition of BP to the ARCO, Indonesian Government pointed BP as contractor to
process the gas in the Teluk Bintuni. BP Operations Phase began in 2009
1
.
As the requirements before the start of the operational phase, BP following the
procedures in Indonesia, which is to made the Environmental Impact Assessment
(EIA/AMDAL). BP EIA was passed in 2002 by the Minister of Environment. In time
of BP operation, in 2012 BP improve its production capacity by adding refinery.
Because the construction of the refinery is a large project and have an important
impact, in accordance with Environmental Minister Republic of Indonesia regulation
number 5/2012 clause 2, paragraph 1 BP need to made the second EIA.

1
British Petroleum, Preface, Environmental Impact Assessment Document, (2013)

99

In this second BP EIA assisted by Universitas Cendrawasi (UNCEN), Papua,
as consultants. Universitas Cendrawasi have very important role, because it provides
recommendations regarding compensation to affected communities by the BP
operations. There are many existing commitments in the BP EIA , in the fields of
economic, social, environmental, cultural, health and education, which then described
into operational activities in Tangguh Sustainability Program (TSP).
B. BP SOCIAL PROGRAMS
TSP document intended as a guide for Implementing Corporate Social
Responsibility (CSR). This document is the second TSP, because it goes in the
implementation of the 2011 - 2015, for the first TSP have a period of 2005-2009.
Programme TSP-2 are grouped into five main programs, namely
2
:
1. Governance
2. Communications and External Affair
3. Community Health
4. Education
5. Livelihood
Another objective of the TSP is to anticipate and minimize impact of BP's
activities. As we know drilling activity, marine transportation, and other activities
have a negative impact to the community. It is seen from several studies and
projection data from BP. Rapid industrialization that began in the Teluk Bintuni is
expected to have an impact, such as: demographic change as a result of migration
flows, changes in economic structure and livelihood as a result of the emergence of
new businesses to support industrialization, as well as changes in the form of social
tensions from vertical to horizontal, etc. In the long term these changes can increase
marginalization risk of indigenous people in Teluk Bintuni if it is not managed
properly.
By considering the impact assessment, risks of marginalization becomes very
important for indigenous people that made the direction of social development in the
villages around BP changed the approach to be "sustainable development that focuses

2
British Petroleum, Executive Summary, Community Investment Program Document 2011-2015, (2011)

100

on indigenous people". The approach was chosen with the aim to protect indigenous
people from the impact of marginalization
3
. Policies for those indigenous people will
be the spirit of every social programs of BP.
BP In Teluk Bintuni

Source: Brit ish Petroleum, Community Investment Program Document 2011-2015 (2011)
TSP document also contains principles of management that emphasizes need
for cooperation and social responsibility sharing between BP and government and
other stakeholders. BP does not intend to take over the responsibility of the
government or make dependence community, but plays a role as a support in the
development.
During the implementation, TSP will be evaluated in the Mid-term Evaluation
and Final Evaluation to ensure the direction and performance of the program. Every
six months (Mid-term Evaluation), an evaluation of the program conducted by
Universitas Indonesia (UI). UI conduct an overall evaluation of programs ranging
from external affair, governance, health and others. Universitas Indonesia offering a
recommendation to the BP social team for continuation of social programs.
C. BP, TELUK BINTUNI GOVERNMENT AND COMMUNITY
In the implementation of social programs, it is impossible to do this without
cooperation from other parties, government and community. Social programs in the
Teluk Bintuni is not only conducted by BP, but also by the local and national
governments. The program is carried out by local governments such as the Strategic

3
British Petroleum, Tangguh Social Management, Environmental Impact Assessment Document, (2013)

101

Plan for development of the village (RESPEK) and the Special Allocation Fund
(DAK). While the program of the National Government such as the National Program
for Community Empowerment (PNPM Mandiri)
4
.
Cooperation Among Stakeholders


Source: Brit ish Petroleum, Community Investment Program Document 2011-2015 (2011)
Therefore, BP should be able to do a good coordination with local and national
government in the implementation of the program. BP actually only support the
position of the government programs, not replace governments or eliminate
government functions. For that BP has identified the stages of cooperation with the
government, community and other stakeholders in the implementation of the
program, it can be seen from the table below:






4
Beneficiary Impact Evaluation of RESPECT in Papua and Papua Barat, Social Analysis Center, accessed 28
May 2014, http://akatiga.org/index.php/penelitian/galeri-penelitian/238-evaluasi-dampak-penerima-manfaat-dari-
pnpm-respek-di-papua-dan-papua-barat

102

Stages of BP Development Interventions
For Community With Community By Community
Main Actor BP BP, Government and
Community
Government and
Community
Relationship Socialization and
Consultation
Collaboration Strategic Relation
Implement Actor BP and External
Contractor
BP, External
Contractor,
Government,
Community
Community and
Government
Activity Infrastructure
Development, and
Aid
Jointly Program,
Resource Sharing
and Capacity
Development
Supporting and
Facilitating
Source: BP, Environmental Impact Assessment (2013)
Conceptually, in the past six years, development intervention conducted by BP
through a TSP can be identified as "for community development". This type of
intervention emphasizes the role of external agencies and BP as a motor of
development. However, following the growth of local capacity and involvement of
local actors this time, implementation of the TSP is now moving to the "with
community development" in which BP worked intensely in cooperation with local
institutions to conduct a variety of social programs. BP intends to move forward to the
next phase "by community development", in which local actors, namely local
community and local governments, become motor of development which using local
resources
5
.
D. TELUK BINTUNI PUBLIC GOALS AND BP CSR
In the concept of "with community development", business should be able to
support public goals of the government. In this case BP should be able to support
Teluk Bintuni Government public goals. Teluk Bintuni Government Public Goals can
be seen from Regional Mid-Term Development Plan 2011 - 2015 (RPJMD). There is

5
British Petroleum, Tangguh Social Management, Environmental Impact Assessment Document, (2013)

103

a development mission established by the Teluk Bintuni Government public goals
namely
6
:
1. Creating religious, good quality, independent, and competitive human
resources
2. Good and clean governance, good public service and community satisfaction
orientation
3. Establish high quality basic infrastructure to support local acceleration of
regional development and regional competitiveness
4. Build regional economy based on natural resources and people's economic
which independent, tough, and for the creation of a competitive business
environment that encourages investment and employment growth and
development of the regional economy
5. Actualize management of natural resources and environment wisely and
responsibly that give benefits to community and local government
6. Establish good democracy, peace, harmony, order, security, and enforce rule
of law
From six public goals which made by Teluk Bintuni Government, BP also
have same commitment to promote development in the Teluk Bintuni. Furthermore,
the explanation can be seen below:
Public Goals 1 :
Creating Religious, Good Quality, Independent, And Competitive Human
Resources
BP Commitment:
a. Provide job skills training as needed for indigenous people
b. Local Government supports to improve the ability of education department
office in order to achieve the standards quality of education
c. Providing educational grants for outstanding students from Indigenous
Peoples in elementary, junior, and senior high school in BP operations area

6
Teluk Bintuni Government, Vision, Mission, Goals and Objectives, Mid-term Development Plan Document
2011-2015, (2010)

104

Providing Educational Grants For Outstanding Students From
Indigenous Peoples In Elementary, Junior, And Senior High School In BP
Operations Area

d. Support universities in Papua such as Universitas Negeri Papua, Universitas
Cendrawasi, and Universitas Sains dan Teknologi Jayapura, in order to ensure
continuity of education for Indigenous Peoples students.
Example of program description below:
Local Government Supports To Improve The Ability Of Educatiom
Department In Order To Achieve The Standards Quality Of Education


Education is a very important factor for the development of people into
religious, qualified, independent, and competitiveness. Therefore, BP have a
concentration in the development of education in the Teluk Bintuni. There are several
programs that focus on education, such as school infrastructure construction, bringing
teachers to Teluk Bintuni and scholarships to indigenous people.
Specifically, the mission of the program is realized through the development
of assistance for teachers, education department employees, as well as school
committees related to the implementation of educational activities. BP also conduct
community education development in Teluk Bintuni through the provision of
education and support, such as providing books, assistance to honorary teachers,
opening new school, and training related to improving the quality of education to all
education providers (from education department , to the teachers)
7
.
British Council mid-term education report in Teluk Bintuni shows, only in the
period November 2009 - April 2010, there have been 25 classes from 6 different
schools which get support to improve the quality of the classroom. In t he same period,
BP has provided assistance book as much as 2,916 books
8
.
Besides assistance on educational infrastructure, BP also provide scholarships
to selected students through access to higher educated. Specifically for this program,
in collaboration with Oil an gas Vocational School Cepu and 3 Senior High School
Buper Jayapura. Parents who live in the villages in Teluk Bintuni generally less

7
British Petroleum, Tangguh Social Management, Environmental Impact Assessment Document, (2013)
8
British Council, Basic Education Programme in Papua Barat, Mid-Term Evaluation in Papua Barat (2010)

105

prepare a financial plan for their children's education. Therefore, many students found
who can not continue their education to a higher level
9
. Scholarships for higher
education both at Indonesia and abroad for indigenous people can be implementing
through the cooperation with the local government.
BP education programs has brought improvements to several aspects of
education for most people Bintuni Bay District. A significant increase of the
elementary student attendance rate in 2007 was 74.9% to 92.3% in 2009. Increased
numbers also occur in the presence of junior high school students, from 74.2% in
2007 to 93.9% in , 2009
10
.
Student Attendance Figures in the Teluk Bintuni

Source: Brit ish Council, Mid-Term Evaluation (2010)
On the same hand, the increase in attendance number does not only occur in
students, but also in elementary and junior high school teachers. The increase
occurred in 2007, where the presence of elementary teachers only about 45.4% to
87.4% in 2009. Increasing teacher attendance rate SMP occurred from 2007 which
only amounted to 58.6%, to 91.3%
11
.





9
British Petroleum, Op.Cit.
10
Ibid.
11
British Petroleum, Tangguh Social Management, Environmental Impact Assessment Document, (2013)
Siswa SD
Siswa SMP
74,9
74,2
92,3
93,9
2007
2009

106

Teachers Attendance Figures in the Teluk Bintuni

Source: Brit ish Council, Mid-Term Evaluation (2010)
Public Goals 2 :
Good And Clean Governance, Good Public Service And Community Satisfaction
Orientation
BP Commitment:
a. In cooperation with other institutions to implement programs of governance and
civil Society strengthening
b. Support efforts of the Teluk Bintuni Government in develop professional
capacity building of institution at village and district levels in the Teluk
Bintuni
c. Supports Local Government in providing good public services for Community,
especially in the areas of health, education and people's economic at the district,
and village level
d. Obeying laws and regulations on anti-bribery and anti-corruption, and uphold and
encourage ethical business practices.
Example of program description below:
Support Efforts Of The Teluk Bintuni Government In Develop Professional
Capacity Building Of Institution At Village And District Levels In The Teluk
Bintuni
To create good governance, it needs to prepared government officials capacity
who have good integrity and competence. To support these efforts, in a certain time
Guru SD
Guru SMP
45,4
58,6
87,4
91,3
2007
2009

107

period required for the capacity building of government officials at the village, and
districts through training and mentoring.
Governance strengthening in the districts and villages get support from the
University of Gadjah Mada (UGM). UGM is actively and regularly conducts training
and assistance to Teluk Bintuni government officials. This strengthening aims to
improve the quality of the institutional and personnel resources in terms of public
services. The program is executed in the form of assistance and training that includes
the development of Social Administration Information System (SIAK), Civil
registration, strategic planning, governance administration, budget planning and
district officials duties (TUPOKSI), as well as training in order to prepare the Team
organizers Development Planning Meeting (TPM)
12
.
Good Governance Index

Source : PSKK UGM (2011)
Public Goals 3 :
Establish high quality basic infrastructure to support local acceleration of regional
development and regional competitiveness


12
PSKK UGM, ISP Governance Program In Teluk Bintuni 2009 2012, ISP quarterly report, (2010)

108

Supports Teluk Bintuni Government Efforts In Developing The Teluk
Bintuni Hospital (RSUD) Into A Referral Hospital

BP Commitment:
a. Supports Teluk Bintuni Government efforts in developing the Teluk Bintuni
Hospital (RSUD) into a referral hospital
b. Improvement and development of basic infrastructure to appreciate the existence
of Indigenous Peoples who affected by the activities of BP
c. Supports availability of health infrastructure, access to health, and medicine
in the Teluk Bintuni
Example of program description below:


Supports Availability Of Health Infrastructure, Access To Health, And Medicine
In The Teluk Bintuni

Health is a fundamental aspect that must be owned by humans in performing
any activity. So, presence of hospital with good quality become important factors in
creating a healthy and competitive human resources .
In the Teluk Bintuni, there are Teluk Bintuni Region Hospital (RSUD) which
is a owned by local government were established in 2008, but it was able to operate
properly in 2011 due to the multiple constraints in the form of the ability of medical
personnel, the ability of management and the availability of supporting
infrastructure
13
. As new hospitals, Teluk Bintuni RSUD require a development of
facilities and infrastructure in order to provide optimal health services to community.
Therefore, Teluk Bintuni RSUD need to supported in order to become an accredited
hospital and could be a referral hospital for people in the Teluk Bintuni and Papua
Barat.
Therefore, BP will support the Teluk Bintuni Government efforts in
developing the Teluk Bintui RSUD become a referral hospital. BP did like: create a
blueprint for the development of Teluk Bintuni RSUD into Referral hospital, and

13
British Petroleum, Baseline, Environmental Impact Assessment Document, (2013)

109

support the Teluk Bintuni government to provide operating budget, major
infrastructure and support for the development of Bintuni hospitals into referral
hospital
14
.
In addition to the development of Teluk Bintuni RSUD, there are important
things to be done related to the development of health infrastructure. That is about t he
development of health facilities in Teluk Bintuni north shore and the south shore. The
indigenous people who are in the Teluk Bintuni north shore and the south shore
frequently complain with quality of health care and management of patients at the
community health center (Puskesmas).
Low quality of health services due to lack of such facilities and infrastructure,
as well as bad capability in handling of emergency at Puskesmas. It is seen by many
patients referred to Teluk Bintuni RSUD that should be handled in the Puskesmas,
such as tuberculosis, sexually transmitted infections (STIs), etc. Indications of poor
health care in Puskesmas can be seen from the high maternal and infant mortality,
which is 600 per 100,000 live births based on the 2012 annual report issued by the
Teluk Bintuni Government
15
.
Therefore, to improve the quality of health services in north shore and south
shore area, it needed Puskesmas and Posyandu that have a good quality health care
service and health care workers who have a necessary competence. BP did like: make
a blueprint for the facilities development in Teluk Bintuni north shore and south shore
with build good quality of Puskesmas and Posyandu.






14
British Petroleum, Tangguh Social Management, Environmental Impact Assessment Document, (2013)
15
Badan Pusat Statistik, Health, Teluk Bintuni in Figures 2012 (2012)

110

Health Facilities in Teluk Bintuni 2008-2011
Years Hospital Puskesmas Pos Yandu Clinic Polindes/Poskeskam
2008 - 12 81 2 6
2009 - 15 87 2 10
2010 - 15 90 2 14
2011 1 20 118 1 11
Source: Teluk Bintuni in Figures 2011 (2011)
Public Goals 4 :
Build regional economy based on natural resources and people's economic which
independent, tough, and for the creation of a competitive business environment that
encourages investment and employment growth and development of the regional
economy
BP Commitment:
a. The contractor build recruitment strategies for: indigenous people, Bintuni-
Fakfak, Papua Barat, and Papua, as well as National.
b. Contractors doing recruitment by giving priority to indigenous people
c. Optimizing the absorption of the agriculture, fisheries, and household activities.
Products
d. Involves local employment from indigenous people who have a competence in
accordance with BP requirements
e. Provide training and mentoring of agriculture, animal husbandry and fishery
product processing for indigenous people
f. Support efforts of the Teluk Bintuni Government in developing a wider
market network for local products produced by Indigenous People.




111

Support Efforts Of The Teluk Bintuni Government In Developing A Wider
Market Network For Local Products Produced By Indigenous People

Example of program description below:
Provide Training And Mentoring Of Agriculture, Animal Husbandry And
Fishery Product Processing For Indigenous People


Develop People's economic activities in the Teluk Bintuni in agriculture,
fisheries, animal husbandry, and household industry. These activities very potential to
developed, because supported by natural resources and harmonized with social and
cultural situation.
To develop livelihoods based on local wisdom and natural resources, it needed
support to fulfill the business infrastructure, training and intensive mentoring.
Therefore, BP supports Indigenous Peoples in getting capability to earn an income,
especially skills related to activities based on natural resources because indigenous
traditional knowledge, and BP also provide support to development of infrastructure
for agricultural production, fishing, and other activities for Indigenous People.
16
.
Livelihood programs aims to improving capability of indigenous people to
create a variety of income which competitive and sustainable. The program is
expected to support an increase in the value added of households industries through
improvement of existing production processes and product development as well as the
diversification of livelihoods for indigenous people. This program targets is
indigenous people who live in Teluk Bintuni. The program includes the primary
sector as related to agriculture, fisheries and animal husbandry. For the secondary
sectors such as small and medium enterprises and tertiary sectors such as trade
professionals
17
. Expectations of this program is that it can be the beginning for
business growth in a larger scale.
Besides conduct training for indigenous people in the Teluk Bintuni, BP in
cooperation with the Government also conducts market development in the Teluk
Bintuni. Therefore, to expand market network in the Teluk Bintuni, BP made a

16
British Petroleum, Tangguh Social Management, Environmental Impact Assessment Document, (2013)
17
Ibid

112

strategy document for the development of local products managed by Indigenous
Peoples and cooperate with business from outside the Teluk Bintuni
18
.
Type of Local Business in Teluk Bintuni
Type of
Business
2006 2007 2008 2009 2010
Large Market - - 1 1 1
Village Market 2 3 4 6 6
Store 21 48 57 67 96
Stall 406 509 660 789 937
Food Stores 31 47 51 58 72
Restaurant 2 2 3 5 8
Incorporated
Company
2 17 24 30 15
Firm 51 115 202 175 88
Cooperative 1 - 3 3 3
Others 1 5 6 133 148
Source : Teluk Bintuni in Figures 2011, (2011)
Public Goals 5 :
Actualize management of natural resources and environment wisely and responsibly
that give benefits to community and local government
BP Commitment:
a. Supporting Teluk Bintuni Governments in provision of clean water and
sanitation for communities
b. Minimize and avoid adverse impact on community health and environment by
minimizing pollution from operating activities
c. Improving environmental conditions which can minimizing incidence of disease
in community
d. Example of program description below:

18
British Petroleum, Tangguh Social Management, Environmental Impact Assessment Document, (2013)

113


Supporting Teluk Bintuni Governments In Provision Of Clean Water And
Sanitation For Communities

Issues of environmental health in the Teluk Bintuni is clean water and
sanitation. Residential on the north shore mostly surrounded by sea and marsh, it
made community access to clean water and sanitation was blocked. Data from P2PL
(Disease Control and Environmental Health) explained that most of the indigenous
people who lived in north shore have difficulty to getting clean water and
environment sanitation which less qualified health
19
.
Therefore, efforts to provide clean water and healthy sanitary, BP should get
support from community. So that Communities who live in the Teluk Bintuni can get
access to clean water and sanitation maximally. So far, BP and Teluk Bintuni
Government programs get good resulted from year to year so that people can more
easily access clean water.
Community Drinking Water in Teluk Bintuni Year 2008-2011
No Years
Drinking Water Source (%)
Total
P
l
u
m
b
i
n
g

P
r
o
t
e
c
t
e
d

w
e
l
l
s

U
n
p
r
o
t
e
c
t
e
d

w
e
l
l
s

P
r
o
t
e
c
t
e
d

W
e
l
l
s
p
r
i
n
g

U
n
p
r
o
t
e
c
t
e
d

W
e
l
l
s
p
r
i
n
g

R
i
v
e
r

A
r
t
e
s
i
a
n

w
e
l
l

R
a
i
n
w
a
t
e
r

B
o
t
t
l
e
d

w
a
t
e
r

O
t
h
e
r
s

1 2011 - 16,42 8,50 0,98 5,18
2,3
8
14,2
1
32,8
8
1,9
7
15,7
7
100,00
2 2010 na 22,37 18,24 0,40 0,95
1,7
6
5,76
25,5
1
2,0
8
22,9
3
100,00
3 2009 4,76 5,84 6,49 0,86
4,3
5
5,19
37,3
4
8,9
2
0,86 100,00
4 2008 - 10,31 0,76 8,78
0,7
4
6,91
42,1
1
0,3
9
26,9
4
100,00
Source: Teluk Bintuni in Figures 2011, (2011)

19
British Petroleum, Baseline, Environmental Impact Assessment Document, (2013)

114

In Cooperation With External Agencies Conduct Mentoring Administration
System (SIAK) For Government Officials

Conduct Studies On In-Migration And Its Negative Impact

Public Goals 6 :
Establish good democracy, peace, harmony, order, security, and enforce rule of law
BP Commitment:
a. Conduct studies on in-migration and its negative impact
b. In cooperation with external agencies conduct mentoring Administration
System (SIAK) for government officials
c. Coordinate with the government to implement prevention of prostitution in the
Teluk Bintuni
Example of program description below:





The existence of BP in the Teluk Bintuni became an attraction for community
who lived outside Teluk Bintuni to come in to seek job opportunities and doing
business. The number of uncontrolled migration will give pressure to shift the
indigenous people existence and opportunities in the field of economic, social,
political, and cultural. So if this continuesly happening it will be threaten for peace,
harmony, order, security for indigenous people in the Teluk Bintuni.
Indigenous People Existence Projections From 2003 To 2027

Source: Brit ish Petroleum, Environmental Impact Assessment Document, (2013)

115

From these conditions, BP is committed to supporting every government effort
to give larger portion of the indigenous people development which in Teluk Bintuni.
So, existence of indigenous people will receive more benefits and there is no
marginalization. To conduct this, BP in collaboration with Teluk Bintuni Government
commited to: Create public forum to discuss the impact of immigration to Indigenous
People regularly, support Administrative Information Systems (SIAK) program
conducted by Teluk Bintuni Government, and establish agreements with other
stakeholders in the Teluk Bintuni to mitigate impact of in- migration
20
.
E. PROBLEM AND RECOMMENDATION
From cooperation which developed between BP, community and government,
there are several issues that seem to need to be fix. The problem like: communities
still being the object of development, lack of regular monitoring and coordination
between BP, community and government still lacking. From some of the existing
problems, authors assume that coordination between BP, community and government
should be solved as priority.
An understanding of cooperation, not only can be done in a formal
socialization. Idea of the cooperation between BP, community and Government,
should be developed with new innovations to give more room for closer partnership.
An understanding of partnership should be principles and mindset which must be a
reference in each programs.
It can use regularly programs mentoring to discuss specifics issue of each
programs. So far, coordination just in general matters and not focus on specific
programs. Hopes in future for programs discussion between BP, community and
government can conducted with a team that focuses on a particular program so that
the intensity of the discussion and recommendation could run more open.
In conclusion, business have important role in the development in region.
Businesses like double-edged sword, because it can destroy and also develop the
environment. This is where important role of government and the community to
monitor the performance of a business. Cooperation between business, community

20
British Petroleum, Tangguh Social Management, Environmental Impact Assessment Document, (2013)

116

and government will create harmony with progress together and create prosperity in a
region.
REFERENCE
Badan Pusat Statistik, Teluk Bintuni in Figures 2012 (2012)
Beneficiary Impact Evaluation of RESPECT in Papua and Papua Barat, Social
Analysis Center, accessed 28 May 2014, http:// akatiga.org/ index.php/
penelitian/galeri-penelitian/238-evaluasi-dampak-penerima-manfaat-dari-
pnpm-respek-di-papua-dan-papua-barat
British Council, Mid-Term Evaluation in Papua Barat (2010)
British Petroleum, Community Investment Program Document 2011-2015, (2011)
British Petroleum, Environmental Impact Assessment Document, (2013)
Environmental Minister Republic of Indonesia Regulation number 5/2012
PSKK UGM, ISP quarterly report, (2010)
Teluk Bintuni Government, Mid-term Development Plan Document 2011-2015,
(2010)















117

PUBLIC PRIVATE PARTNERSHIP: COLLABORATING
BUREAUCRACY, BUSINESS & UNIVERSITY
Yorri Kusuma Nugraha
Transportation Communication & Informatics Department, Yogyakarta Special
Region Government

Bureaucracy is a part of government which have functions to formulating,
executing and evaluating for public policy. To carry out its functions, bureaucracy
have a big authority to managing public resources and use it for public interest. Public
policy as the real form of bureaucracys work is no longer only related to what will be
done or will not be done by government, but has more structured, in official and
written.
It should be recognized that in the past, bureaucracys role tend too big and
monopolize almost all aspects of societys life. Over the time, this paradigm has
changed. Bureaucracy can not only a single player to maintaining all of public
interests. This is caused by the limitations of bureaucracy itself. These limitations are:
a) Limitation of human resource in bureaucracy
This point seemed to find its meaning in Indonesian context. Capability of
bureaucracy personnel often questioned if we saw the policy products. We
certainly agree that public policy should be able to anticipate potential of
problems so thats why it is very important to giving attention for the quality
of policy product.
b) Limitation of institutional
Division of works in the bureaucracy often make overlapping authority
between agencies, especially if in the fat bureaucratic structure, it could made
unefficient in work because the step that must done became another agency
working area. Coordination effort, should be recognized, easy to say but
difficult to do.



118

c) Limitation of budget
With many public interest that must handled by bureaucracy, there is a
demand to giving same attention to all working sector. We know it is an
utopian. Like or dislike, bureaucracy must make a priority for their working
program in a fiscal year. Consequently, the budget may indeed be less than
optimal to fullfill public needs. This can be compounded by the leakage rate of
budget, if it high enough.
d) Limitation of time
Bureaucracy often forced to finish all of their working program in one fiscal
year. Well, it have to admit that one fiscal year doesnt enough to finish all of
public policy matter and not every issue is allowed to convert in multi years
program.
And then, it has made classification of works between bureaucracy and the
public itselves which divided in to four quadrant to share working load but the result
sometimes is not satisfied. The quadrant is :
Strategic Sector Sector That Are Not/Less
Strategic
Public are able to carry out I. Government II. Public
(with public)
Public are not able to carry out III. Government IV. Public

Example for each quadrant : I. Education
II. Trade
III. National defense
IV. Civil registration
To overcome this limitations, so it is need to push the role of other sector
outside bureaucracy for working together handling public needs. Private parties
or business is the answer. We know about this form of cooperation with PPP
terminology or Public-Private Partnership. This term has already known since 1980s
decade. British government under PM Margaret Thatcher has published the policy

119

which allowed private sector to invest and operate road infrastructute because of
economic recession that burden the government budget. British government realize in
the middle of recession, infrastructure and transportation development must keep
running in order to restore the economic situation. Same policy that has runned by US
government in 1930s decade when economic depression hit the country. Later in its
development, Hall formulating PPP classification in to :
1. Outsourcing : private sector as an operator only. They dont give a mandate to
build or invest.
2. Private Finance Initiatives (PFI) : private sector doing an investation for public
facilities and the they provide public service work for certain period of time
but public facility owned by government.
3. Concession : almost similar with PFI, but the burden for return on investment
is borne by the public.
4. Lease : private sector do not doing an investment but they collaborate with
government to operate and maintain the facility. Public bear the cost of
investment through rates.
5. BOT (build, operate, transfer) : private sector build and own facility for certain
period of time and then, the ownership transfered to government.
Indonesia itself has known this PPP pattern since the 1970s through highway
construction projects Jakarta-Bogor-Ciawi (Jagorawi) and then it was operated by
PT. Jasa Marga. However, this pattern of partnership did not became an option
because the funding came from foreign debt beside PPP cooperation pattern itself that
is not yet widely known.
PPP models that we are talking here not just only to the procurement of goods
and services for government because the period is very short. The coverage of PPP
working area is more bigger, including : investation and managing public service
facility, transfer of technology, design and build. Until recent days, as has been known
since long time ago, infrastructure issue still become a favourite object about PPP.
Irrigation, drinking water, oil and gas, telecommunication and transportation are the
parts of infrastructure but minus land transportation based on road. Why minus land
transportation based on road. Because PPP regulation, that is Presidential of the

120

Republic of Indonesia Regulations number 67/2005 until the third change of
regulations on 2011 about Government Cooperation with Enterprises for Providing of
Infrastructure has rules in article 4, paragraph 1a that transportation infrastructure in
PPP including seaport, airport, railway and train station. Nevertheless, this shouldnt
hinder PPP initiative like bus terminal, providing bus fleet and also PPP in social
sector like education which is very important for public interest too.
But we should know that PPP practice can not run smoothly. We can take
several example in Yogyakarta. First example, the development of Giwangan bus
terminal in Yogyakarta city. Private sector that should managing and developing the
area like has mandated by the city government did not completed their obligation
because aspects of the financial benefits that are considered not feasible. Second
example is development of 34 Trans Jogja bus shelter which has became of
Yogyakarta city government responsibility. City government has giving their mandate
to one of big advertising company in Yogyakarta. After they finished to build the
shelters, city government will give exclusive rights to manage advertisement but until
this day, the company never did their work about advertisement management.
Or cooperation plan for iron sand mining and new airport development, both in
Kulon Progo Regency, Yogyakarta Special Region. From t he early stage, these
plans has been rejected by local communities. The locals afraid if these cooperation be
implemented, they will be suffered from pollution, loss of rice fields as their
ocupation and and evicted from their homes. Plan for build new airport development
also still holds the potential problems about safety issues for area flight operations.
This look alike that policy plan wasnt preceded by an adequate studies. Another
example outside Yogyakarta Special Region, we can see the failure of Semarang City
government to develop Mangkang terminal bus on 2010. This program was planned to
cooperated with private sector but for this case, Semarang City government didnt
have a clear policy about cooperation mechanism and not supported by an adequate
study about the direction for terminal development for next period.
For anticipating the potential failure of PPP, then this is where should need the
role of the university or any form of college. University or college are an academic
entity whose existence is in addition to educating students to have the academic and

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professional ability, also improve peoples lives through science and technology
development works. While associated with the power system, university still
considered to have an independent position and the relative lack of practical political
intervention.
Related with PPP, university have three as an assessor, justificator and
monitoring assistance. Assessor is role of university to conduct a feasibility study
about PPP plan. According to public policy view, feasibility in here not just mean a
financial benefits, but furthermore, how big the impact of PPP on the progress of the
region. This point can be further elaborated as: how the PPP will be used to increase
the public welfare, how the PPP impact on environment or transportation analysis or
potential economic growth if PPP will happen. This point is very urgent because in
facts, government often make a deal with business or private sector without an
adequate studies.
With the role of university as an assessor, PPP plan will have a mature concept
and a clearer policy direction. From our experience in land transportation sector for
example, private sectors are reluctant to engange in transportation projects because
because of the commitment and governance policies of the transport from government
is not yet clear. Obscurity governance and policy direction in land transportation has
been occured for a long time and being not condusive for big investor. For sea and air
transport sector at present has been able to attract the banking sector in financing
infrastructure. This positive signal from banking sector caused by governance policies
considered more better or highly regulated rather than land transportation, especially
based on road. However, land transportation based on road can not be ignored because
this mode of transportation is more closely related to our daily life as a human. This
calls for reforming land transportation sector has been touted at least since the last few
years but has not been effective.
For university role as a justification, this is closely related with the role of
assessor. If PPP plan have a mature and sustainable concept, then of course, there are
many positive reasons that able to published. Besides that, role as justifikator also
useful for raising public opinion for supporting PPP plan so it will have sociology
legitimation. Must be recognized that there is still a gap between the public and

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bureaucracy resulting public resistance to bureaucratic policies plans. This situation
caused by confidence levels and the public' s ignorance of public policy scheme.
Keywords here is public policy communication. Bureaucracy have tended that the
communication policy only as a side job so poor in working method. Policy
communication not only inviting people or representation from public, perfunctory
exposure, perfunctory dialogue, lunch and finished; no it is not! In Indonesian society
context who do not have equitable and capabilities access of information technology,
it is important to diversify the working methods of public policy communications. So
university can bridging tha gap with public surveys and collecting public opinion.
Like have mentionde earlier, public still consider that university image is relatively
good so if university can take the role, perhaps public acceptibility for PPP plan will
be more higher. This method has been applicated by US bureaucracy for a long time.
And for the third role, university also able for assistance about policy
monitoring and oversight in order of public policy scheme, including PPP. The
fundamental weakness from public policy in Indonesia is still weak in policys
oversight even has good in policy planning. This suggests that the existing policy only
for as long as there used to be. This poor oversight will affecting policy performance
and then, also affecting thrust level of public to bureaucracy institutions.
The public will assume that the bureaucracy is a group of people who are
less intelligent and have concerns if they are the parties whose affected by the policy,
it will not give them for advantage. If university can assisting monitoring works for
PPP policy, we believe that they will follow objective standards that in line with their
expertise. This monitoring result will be a good feedback that useful for doing an
improvement for current or future policy plan. In this PPP issue, bureaucracy as part
of executive should establish working system which accomodating involevement of
private parties and university for giving their contribution as active. So it isnt only
government with business, business with university or government with university but
this is three parties effort. If there are only two parties like government with business,
the worst risk is failure of cooperation. And also if only business with university for
another example, positive work generated will not necessarily get the support policy.

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At the end of last year, Bappenas RI (Indonesian National Development
Planning Agency) has claimed that nearly all of PPP plan were failed. Bappenas
thought that caused of this problem was the less commitment from local bureaucracy.
PPP commitment that has planned in central government level often canceled for
executed becauce local governments feel burdened or feel not in line with PPP
concept in their working area. It is true that there may be certain circumstances in a
region that may hinder the implementation of the PPP, but the unfortunate thing is if it
was due to the unpreparedness of the local bureaucracy itself. This failure to follow
the commitment will be decreasing value of the investment feasibility in a region and
that is of course shrink opportunities of local government for making cooperation.
This situation could be avoid if local government bulit partnership with university or
other higher academic institutions to gain second opinion about feasibility and
expected effect of PPP plan scheme. And also, local government shouldnt always
depend on central government to opening PPP opportunity. Local government must
build their own initiative to attract PPP so they will have a big probability to suit with
their local condition. This is very useful for certain sector which is not acommodated
in formal regulation like land transportation based on road and other social sector
outside of infrastructure issue. Coordinating and communication with central
government can be done in parallel and should not be a barrier execution of
cooperation, so there is the practice of bureaucratic discretion that is commonly
known in the terminology of public administration.
INTERNATIONAL EXPERIENCE
In United States, Europe and Japan has has awakened mutualism symbiotic
relationship between bureaucracy, business and university actor, named Triple Helix.
Through a concept coined by Henry Etkowitz and Loet Leydesdorff since the late
1990s. This concept application is the creation of a synergistic working relationship
between the three actors for the development of science and technology to be applied
in the process of national development.



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With application of Triple Helix concept, the benefits are:
a. Capacity building for bureaucracy. Triple helix will make intensive interaction
dynamics between the actors so as to prevent the creation of exclusivity from
each party.
b. Efficiency in policy process. Bureaucracy can share their role with business
sector for example, to investment and managing infrastructure facility and
with university to study and policy monitoring. Through this pattern,
bureaucracy will be able to run their function as an efficient with assistance
from both partners. Perhaps it will be adding more chain in policy planning
but it will increasing the effectiveness of the work itself.
c. Efficiency in public resources. It can not be denied that in the assessment
process of any public policy, already require public resources both in
terms of budget, equipment, human resources and administrative support.
Then if there is a failure of cooperation plan, up to almost 100%, as reported
by Bappenas, we could imagine, how many time, money and other resource
that wasted and gave no result to public. So it is very important to
sthrengthening policy plan through an adequate studies and back- up policy.
d. Minimize an assimetric development process. Optimization of the process of
national development is an ideal result from collaboration of three parties.
Implementation of PPP which evenly distributed throughout the national
territory will be able to remove the dichotomy of Java outside Java, Western
Indonesia Eastern Indonesia.
e. Creating a better government accountability. Collaboration between three
parties making policy process that will be more democratic because
partisipation space opened with more wider. This situation made corruption
perception index in USA & Europe are more better than third world countries.
Important lesson we must note here, whether according to the concept of triple
helix or other similar concepts, bureaucracy should be dominant role. Of course,
dominant in here does not mean as state etatism but bureaucracy as mediator or
facilitator between the parties. How about the concrete form of it? Bureaucracy
should make policies that are conducive to the smooth implementation of the PPP :

125

1. Regulations to set the PPP governance in a mature. Clear pattern of
coordination between central and government must strengthened.
Coordinating work from central to province and province government to city
or regency government must be done by intensively so all of government level
realize their responsibility and eager to execute PPP in their working area. So
it should be built an effective concensus between central and local
government.
2. Guarantee and sustainability public budgets to support assesment, research and
monitoring work in order to optimizing realization of PPP.
3. Guarantee and sustainability fund from public budget for PPP implementation,
adjusted for the portion of the government's responsibility.
4. Guarantee and sustainability transfer of technology process obligation to
develop competitiveness of our national products.
5. Local government should develop their discretion to attracting & conducting
PPP initiative. Thus, local government also build their own collaboration with
business sector and universities for planning together about PPP project that
they want to conduct and adapt it to their local situation. Indonesia has already
applicating local autonomy since 2000 so local government have take an
authority to manage development process in their working area, and then, they
must create and allocating four items which have mentioned above.
So bureaucracy position is dominant but in line with it, in order to manage public
resources, only bureaucracy that have an authority to do that.











126

REFERENCE
Aid for Development Effectiveness Secretariat. Funding for PPP on
Infrastructure and Adjustment to PPP on Social Sector. Jakarta : 2012
Capital Investment Coordination Board. Concept & Implementation for PPP &
PFI in Providing Infrastructure. Jakarta : 2013
Economic Challenges Metro TV on 21 April 2014
Government Regulation No. 60/1999. Higher Education
Gunsairi MPM. PPP Scheme in Providing Infrastructure. Yogyakarta : 2014
Nugraha, Yorri Kusuma. Anticipate Resistance of Public Policy. Harian Jogja Daily
on 17 April 2014
Nugroho, Riant. Public Policy. Jakarta : Elex Media Komputindo, 2012
President of the Republic of Indonesia Regulation No. 67/2005. Government
Cooperation with Private Sector in Providing Infrastructure
President of the Republic of Indonesia Regulation No.56/2011. Third Change on
Government Cooperation with Private Sector in Providing Infrastructure
www.andy-pio.blogspot.com/Public Private Partnership from Legal, Form &
Application
www.merdeka.com/Cooperation Project Between Government-Private Sector Were
Not Run in 2013. 24 December 2013
www.okezone.com/Not Clear, Private Sector Unwilling To Involve in Transportation
Project. 8 June 2011
www.triple- helix.uff.br
www.ugm.ac.id/Government Should Push Investment in Transportation Sector. 14
January 2009








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MOBILITY OF HUMAN RESOURCES IN SCIENCE AND
TECHNOLOGY (RESEARCHERS) TO MICRO, SMALL AND
MEDIUM ENTERPRISES SECTOR
Agustinus Sulistyo Tri Putranto
Senior Researcher, Institute of Public Administration, Jakarta

Abstrac
National competitiveness at the global level, it is related to the ability of an economy that
is supported by a variety of factors determinant therein. One is the ability of innovation in
the industrial sector. Index Indonesia's competitiveness according to the World Economic
Forum (WEF) in 2012 was ranked 50 of 144 countries, down from rank 46 in 2011.
Meanwhile, the report by the World Intellectual Property Organization (WIPO) in 2012,
the global innovation index is only occupied Indonesia ranked 100 (out of 141 countries),
which previously was ranked 99 (out of 125 countries), under the other ranked Southeast
Asian countries, such as Thailand (57), Brunei (53), and Malaysia (32). These data
confirms that Indonesia is still weak in innovation in the industrial sector.
Industrial innovation activities relating to research, development, and application of
science and technology in various stages of the industry. Innovation in the industry, in
small - medium - large industry, will encourage an increase in added-value products
through efficient processes and superior products.
One of the obstacles is identified as the main problem of lack of innovation activities in
industry is the lack of funding, for research and development activities of the industry is
the high cost. And it is also due to the unavailability of professional experts in the field.
On the other hand, experts with a wide range of competencies and outcomes of
technology products research and development process are widely spread in various R &
D institutions and universities, which are generally government-owned institutions.
Currently, the use of experts as well as the products of research R & D institutions and
universities by industry is not optimal. Feels there are barriers and obstacles in the
process of dissemination or utilization. This is what causes many experts as experts in the
laboratory and the results of these studies were only kept in the desk drawer.
To overcome these problems required policies that could encourage the flow (mobility) of
human resources in science and technology (researchers) from R & D institutions and
universities to industry (in this case SME sector), in order to increase innovation in the
industry while enhancing the competence of R & D institutions and universities in
implementing the R & D results into the real issue in the industry. Because the process
involves the movement (mobility) of human resources in science and technology
(researchers) from R & D institutions/universities with the status of civil servants to the
private institutions, then one of the policies that need to be made is the policy governing
the mobility of human resources in science and technology (researchers) to SME sector.
Keywords: Mobility human resources science and technology (researcher), the SME
sector, public policy.

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A. INTRODUCTION
This paper was inspired by the condition that the Micro, Small and Medium
Enterprises (SME sector) in Indonesia is need of human resources in science and
technology to assist its survival and improve the competitiveness of its product. On
the other hand, many government agencies have the human resources of science and
technology (in the context of this paper are researchers) with a range of expertise and
research results that are beneficial to the SME sector. However, in practice there is no
significantly mobility human resources in science and technology (researchers) to the
SME sector. Many research results related to industrial SMEs are only completed in
the laboratory and into book reports. This is proven by the number of SME sector who
do not have human resources in science and technology (researcher). Many research
results are simply stored in a desk drawer and not disseminated. Whereas in the UU
No. 20 Tahun 2008 tentang UMKM (SME sector) in the explanation part mentioned
that SMEs are able to expand its business activities and employment provide
economic services to the wider community, and may play a role in the distribution
process and improve household incomes, encourage economic growth and play a role
in realizing national stability. Its mean the SME sector has a strategic role in the
Indonesian economy.
How should the implementation of mobilization of human resources in science
and technology (researchers) in the government agencies to SME sector? How the
mobility of government officials and the public to the private sector regulated? And
the strategic question is what about the existing policies, if it does accommodate the
mobilization of human resources in science and technology (researchers) to the SME
sector? How to UU No. 5 Tahun 2014 tentang ASN (Civil State Apparatus) recently
passed? Is also able to accommodate those needs? This will be the focus of discussion
in this brief article.
B. SME SECTOR CHALLENGES
SME sector in Indonesia plays a very important in the national economy. Not
only because there are many, which is approximately 99.99% of all industrial units in
Indonesia, but also because a large contribution in the national GDP, which is
approximately 57.49% (Bappenas, 2014). In 2014, the number of industrial sectors in

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Indonesia, there were approximately 56,533,383 as much effort. Approximately 55.85
million of the total or 98.79% in the micro enterprises category, 629,418 or 1.11% in
the small enterprises category and 48 997 or 0.09% in the medium enterprises
category. While that makes a big effort just as much as 4,968 or 0.01% (Kementerian
Koperasi dan UKM: 2014). From these data, the majority of SME sector are micro
enterprises. In the graph can be observed in Figure 1 below.
Figure 1. Total Industrial SME Sector

Source: Kementerian Koperasi dan UKM, 2012
The data indicate that the Indonesian economy is largely supported by the SME
sector, especially micro industry enterprises. Micro industry enterprises with its
limitations became the basis of the national economy. While the aggregate make a
significant contribution to national GDP (approximately 57.49%), but its
sustainability is very vulnerable. Especially to facing the global challenges and
international competition. It is seen from the Indonesian competitiveness indicators
that have not been so encouraging. Some data competitiveness indicators below show
the explanation.



99%
1%
0%
0%
Mikro
Kecil
Menengah
Besar

130

Table 1. Indonesia Competitiveness Indicators

Source: Bappenas, 2014
For example, the indicator Ease of Doing Business issued by the World Bank,
Indonesia ranks is 120th. Losing away to Malaysia who is in 6 position. This
indicators indicate how the ease of doing business in a country. Furthermore, in the
Corruption Perception Index issued by Transparency International, Indonesia's index
is 32, too far behind Singapore which gets the index 87. Similarly for the other
indicators, Indonesia is still not encouraging. Even in comparison with countries in
Asia, such as Malaysia, Singapore, Thailand and others. This reflects that there are
many things to be done related to the development of the SME sector, especially to
improve national competitiveness.
In the UU No. 17 Tahun 2007 tentang Rencana Pembangunan Jangka Panjang
(National Long Term Development Plan) or RPJPN 2005-2015, noted that Indonesia' s
development vision is to create an independent Indonesia, progressive, just and
prosperous. This vision led to the achievement of national objectives as stated in the
Preamble of the 1945 Constitution. The objectives are to protect the whole Indonesian
EoDB
2014
CTRY RANK
SGP 1
MYS 6
THA 18
BRN 59
RUS 92
CHN 96
VNM 99
PHL 108
BRA 116
IDN 120
IND 134
KHM 137
LAO 159
MMR 182
CPI
2013
CTRY SCORE
SGP 87
BRN 55
MYS 49
BRA 43
CHN 39
THA 37
IND 36
PHL 34
IDN 32
VNM 31
RUS 28
KHM 22
MMR 15
LAO 13
CoC
2012
CTRY SCORE
SGP 2,15
BRN 0,64
MYS 0,30
BRA -0,07
THA -0,34
CHN -0,48
IND -0,57
VNM -0,56
IDN -0,66
PHL -0,58
RUS -1,01
LAO -1,04
KHM -1,04
MMR -1,12
GOV. EFF.
2012
CTRY SCORE
SGP 2,15
MYS 1,01
BRN 0,83
THA 0,21
PHL 0,08
CHN 0,01
BRA -0,12
IND -0,18
IDN -0,29
VNM -0,29
RUS -0,43
KHM -0,83
LAO -0,88
MMR -1,53
GCR (TOTAL)
2013-2014
CTRY RANK
SGP 2
MYS 24
BRN 26
CHN 29
THA 37
IDN 38
BRA 56
PHL 59
IND 60
RUS 64
VNM 70
LAO 81
KHM 86
MMR 139
GCR (INST.)
2013-2014
CTRY RANK
SGP 3
BRN 25
MYS 29
CHN 47
LAO 63
IDN 67
IND 72
THA 78
PHL 79
BRA 80
KHM 91
VNM 98
RUS 121
MMR 141
EoDB : Ease of Doing Business (IFC, WB) (2014)
CPI : Corruption Perception Index (TI)
CoC : Control of Corruption (WB)
Gov. Eff. : Government Ef f ectiveness Index (WB)
GCR : Global Competitiveness Report (WEF)
GCR (Inst.): Global Competitiveness Report (Variabel Institution) -
WEF
SGP: Singapore
MYS: Malaysia
THA: Thailand
BRN: Brunei
CHN: China
VNM: Vietnam
RUS: Russia
IDN: Indonesia
BRA: Brazil
IND: India
KHM: Cambodia
PHL: Philipina
LAO: Laos
MMR: Myanmar

131

nation and the entire country of Indonesia and to promote the general welfare, the
intellectual life of the nation and participate in the establishment of a world order
based on freedom, abiding peace and social justice. In realizing this vision pursued
through the 8 (eight) mission of national development, namely :
1. Realizing the public values, moral, ethical, cultured, and civilized by the
philosophy of Pancasila,
2. Achieve competitive nation to achieve a more prosperous society,
3. Brought democratic society based on law,
4. Realizing Indonesia is safe, peaceful and united,
5. Achieve equitable development and justice,
6. Realizing Indonesia green and sustainable,
7. Realizing Indonesia became independent island nation, advanced, powerful
and based on national interests,
8. Realizing Indonesia plays an important role in the association world.
These eight mission will deliver Indonesian nation became an independent nation,
progressive, and prosperous Indonesia as a national development vision.
Associated with efforts to improve the competitiveness of the SME sector is already
contained in the second mission, namely : realizing the nation's competitiveness in
order to achieve a more prosperous society. It is not only devoted to the SME sector
but for all sectors that support the national economy. This mission will be achieved by
promoting the development of human resources quality and competitiveness,
improving the acquisition and utilization of science and technology through research,
development and application towards sustainable innovation, build an advanced
infrastructure and reforming the law and the state apparatus, and strengthen the
domestic economy based on advantages of each region towards a competitive
advantage by building linkages of production systems, distribution and services
including domestic services.
In the current conditions, the challenges are more difficult to realize the vision
and mission. Especially when Indonesia joined in various international trade forums.
For example, the ASEAN Free Trade Area (AFTA), the ASEAN-China Free Trade

132

Area (ACFTA), and the broader coverage of the globalization of international trade.
Competition is increasingly open would requires a variety of efforts to improve the
management of the SME sector which is the main actor of the nation's economy.
These challenges must be faced with a variety of strategies that the domestic industry
(particularly the SME sector) is able to deal with it and sustainable.
On the other hand, data from the Kementerian Koperasi dan UKM showed that
only 17% of the SME sector has been incorporated, the remaining 83% have not been
incorporated. The impact of this condition is difficult to access capital, since banks
will only provide loans to finance the SME sector has been incorporated. However, in
practice the problems faced by the SME sector is not just about capital. According to
the Deputy of Production Kementerian Koperasi dan UKM, there are six (6) major
problems in the SME sector, the difficulty of access : to capital, to human resources,
market, poor distribution, poor quality and continuity of production (sumutpos.co,
Wednesday, January 15, 2014).
In this paper, problems of the SME sector will be focused on the issues of
human resources. This is due not only seen as a human resource or part of the asset
but also as the main actor of industrial in SME sector. Human resource in SME sector
is expected to improve and develop the SME sector to be able to compete in a
globalized era of free competition and international trade. In this context the mastery
of science and technology by human resource in SME sector becomes a necessity.
Innovation and use of the appropriate technology can be utilized to develop the SME
sector. Its need government intervention because the limitations of SME sector. But
before discussing about this, we needs to understand about SME sector itself.
C. EXISTING CONDITIONS SME SECTOR
What or who exactly is meant by the SME sector? In UU No. 20 Tahun 2008
tentang Usaha Mikro, Kecil dan Menengah (UMKM), explained that basically MSE is
a term for an attempt to scale the micro, small and medium sized businesses or
enterprises. In Article 1 explained that what is meant by micro businesses is
productive enterprises owned by individuals and/or entities individuals who meet the
criteria as set forth in Micro this Act. Furthermore, the definition of small business is

133

a productive business stand-alone, which is conducted by an individual or business
entity that is not a subsidiary or branch company is not owned, controlled, or be a part
either directly or indirectly from a medium or large businesses as set as small
businesses that meet the criteria in this Act. And is a medium- sized business is
productive economic activities that stand alone, which is done by the individual or
business entity that is not a subsidiary or branch company owned, controlled, or be
part either directly or indirectly with small or large businesses with total net assets or
annual sales revenue as stipulated in this Act.
Technically, the criteria of SME is described in Article 6 of UU No. 20 Tahun
2008. In subsection (1) explained that the criteria for micro business is to have a
maximum net worth of Rp 50 million, excluding land and buildings, as well as having
an annual sales turnover of Rp 300 million. In paragraph (2) described a small
business criteria is to have a net worth of more than Rp 50 million, excluding land and
buildings, and has annual sales of more than Rp 300 million. As for the criteria
medium business described in paragraph (3), which has a net worth of more than Rp
500 million, excluding land and buildings, and has annual sales of more than Rp
2,500 million.
We already explained that the majority of Indonesia's economy is supported
by the micro. When depicted in the graph then the business sector involved in the
business in Indonesia is as described below.
Figure 2. Business Sector in Indonesia

Source : Kementerian Koperasi dan UKM, 2014
USAHA
BESAR
4,968
(0.01%)
USAHA MENENGAH
48,997 (0.09%)
USAHA KECIL
629,418
(1.11%)
USAHA MIKRO
55.85 JUTA
(98.79%)

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The figure further confirms that the Indonesian economy was built on micro
business sector. Micro-businesses are built with annual turnover of less than Rp 300
million and assets of just less than Rp 50 million. That is to say micro businesses are
still very vulnerable to survive. Likewise, the above sectors, small and medium
enterprises are no less vulnerable. Third sector, called the SME sector to be well
managed to survive. If there is no reinforcement, coaching, development and support
ongoing efforts by the Government of course will be very vulnerable, especially in the
face of global competition.
Although built with little capital, because there are many (98.79% of total
business) then the contribution to the national GDP is quite significant. Data released
by the Bappenas (data for year 2012) shows that the total contribution of the SME
sector there was 57.49%. While big business sector numbering only about 4,968
businesses accounted for as much as 42.51%. In detail can be seen in Figure 3 below.
Figure 3. National GDP Contribution of SME sector (%)

Source : Bappenas, 2014
Meanwhile, if viewed from the proportion of the value of national exports, the
contribution of big business sector is quite significant (85.94%). The second largest
sector which accounts for national export is medium enterprise sector (10.03%).
While small and micro business sector only accounted respectively for 1.27% and
2.74%. This confirms that indeed the production of industrial SME sector are still not
31,32
11,66
14,51
42,51
Mikro
Kecil
Menengah
Besar

135

many are able to penetrate foreign markets or otherwise eligible to export. The data
can be seen in Figure 4 below.
Figure 4. National Export Value in SME sector (%)

Source : Bappenas, 2014
The picture looks different when looking at employment related data for each
sector. The data indicate that the micro absorb most of the workforce, reaching
90.12%. The data confirms that the micro indeed dominate the life of people, the
majority of Indonesian people working in the microenterprise sector. As for the small
business sector, medium and large respectively labour absorption was 4.09%, 2.95%
and 2.84%. In detail can be seen in Figure 5 below.







1,29
2,74
10,03
85,94
Mikro
Kecil
Menengah
Besar

136

Figure 5. Employment Absorption of SME sector (%)

Source : Bappenas, 2014
Furthermore, if the observed data concerning the percentage of the value of
national SME sector investment, the contribution of large-scale enterprise sector is
still quite significant, amounting to 48.55%. Most major business sectors among
others. This is in line with the mastery of assets and turnover that was already great.
So worth the contribution investment is large enough. Investment to other business
sectors in accordance with the business scale respectively. Micro seen the smallest,
7.66%, the small business sector for the next 17,95% and medium enterprise sector
amounted to 25.84%. In detail can be observed in Figure 6 below.








90,12
4,09
2,95 2,84
Mikro
Kecil
Menengah
Besar

137

Figure 6. National Investment of SME sector (%)

Source : Bappenas, 2014
From the data presented related portrait SME sector in Indonesia, suggests that
the SME sector is must be managed properly. For example is to strengthen its human
resources aspects. Human resources becomes a strategic aspect because it saw that the
SME sector plays an important role in the nation's economy, SME sector form the
basis for industrial enterprises in Indonesia. Particularly the SME sector is entering a
micro scale, amounting to 98.79% of the total ground water industry. Moreover,
notice that the SME sector absorbs a large workforce. In particular micro-scale
business sector to absorb labour as much as 90.12% of the total workforce. Other
strategic function is the contribution of the SME sector in national GDP (57.49%).
Human resources needs to understand science and are able to utilize the results of
science and technology (referred to as the human resources in science and technology
or researchers) to develop the SME sector is very important. But the SME sector itself
does not have such a qualification of human resources. As known to recruit human
resources in science and technology (researchers) requires a high cost. Salaries that
must be paid is certainly high incompatible with the character of the SME sector
which has a limited budget. Research activities that require a large budget, which
cannot be done by the SME sector. How the needs of human resources in science and
technology (researchers) can be met by the SME sector?
7,66
17,95
25,84
48,55
Mikro
Kecil
Menengah
Besar

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D. EXISTING CONDITION HUMAN RESOURCES IN SCIENCE AND
TECHNOLOGY (RESEARCHERS)
Research activities and the availability of human resources in science and
technology (researchers) in Indonesia is actually quite adequate. Even many of the
research reports conducted by government agencies can be utilized by the SME
sector. For example such as how to using the IT for marketing, namely the on- line
advertising. The technology used is simple but can save costs and energy and has a
wide reach. Today, many home-based businesses or micro-devices developing this
technology to sold their products and provide satisfactory results.
Research institutions that could help the SME sector currently scattered both
in the Ministry, and the Institute of Higher Education, and even some local
government-owned research institutes that help SMEs in their owned region.
Similarly, the number of researchers is quite adequate, although still less when
compared with the existing demands. When compared with other countries, especially
in Asia, the number of researchers in Indonesia is sufficient. But when compared with
the number of existing population ratio is still very low. In Figure 7, presents a
number of researchers in several countries of Asia and the ratio of the total
population.
Figure 7. Number of Researchers and on Population Ratio

Source : Bappenas, 2014
-
5.000
10.000
15.000
20.000
25.000
30.000
35.000
Vietnam
(2002)
Malaysia
(2006)
Filipina
(2007)
Thailand
(2007)
Indonesia
(2009)
Singapura
(2009)
9.226
9.704
6.915
21.424 21.367
30.788
116
365 78 316 90
6.173
Jumlah Peneliti Rasio Peneliti per 1 Juta Penduduk

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Even the basic data year taken is not the same because of the limited
availability of data. In 2009, the number of researchers in Indonesia there are 21.367
people. The ratio per 1 million people is 90, meaning that every 1 million people t here
are 90 researchers. Compared to Singapore with the basic same year, the number of
researchers is as much as 30.788 people, and the ratio per 1 million people was 6.173.
The big number of Indonesian population is not yet able to provide sufficient
researchers in quantity so that the ratio is low. Even compared to other Asian
countries with different basic year, the ratio is still low. The number of researchers in
Vietnam (2002) reached 9.226 people and the ratio is 116. Even in Malaysia who
have 9.704 researchers in 2006 with a ratio of 365. While the Philippines in 2007 is
under Indonesia, where the number of researchers is 6.915 and the ratio is 78. The low
ratio of the number of researchers with a population in Indonesia demanded an effort
to increase the number of researchers, both in quantity and quality.
Even in the research budget, Indonesia is still inferior to other Asian countries.
In Figure 8 below, shows that the allocation of research budgets in Indonesia
amounted to only 0.08% of GDP, while Malaysia allocates 0.63%, Thailand allocates
0.21% and most of it is Singapore which allocates 2.43% of GDP in research
activities. Observing these conditions it is not wrong if the budget allocation for
research activity needs to be increased. Especially for research appropriate activities
to develop the SME sector.









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Figure 8. Total Research Budget, Income per Capita and GDP Growth

Source : Bappenas, 2014
Especially for researchers who are in Ministries and Agencies (K/L), data per
February 2014 are as many as 9,016 people (LIPI, 2014). The researchers distributed
in 38 (thirty-eight) K/L, both in the central and regional levels. In Figure 9 it can be
seen that the distribution of the largest number of researchers in the Kementerian
Pertanian and LIPI. In the Kementerian Pertanian totaled 1.765 researchers plus 69
active Research Professor, approximately 20.3% of total researchers in Indonesia.
While in LIPI there are 1.544 researchers and 69 active Research Professor,
approximately 17.9% of total researchers in Indonesia. As for researchers in the other
K/L amount is less than half the existing research in the Kementerian Pertanian and
LIPI. The third largest researchers is in the Kementerian Pendidikan dan Kebudayaan,
which has 685 researchers.






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Figure 9. The Number of Researchers in the Ministry/Agency

Source : LIPI, 2014
Meanwhile, if viewed from the level, the majority of researchers in the K/L is
located on the first level (pertama) researchers, as 29.58% or 2,667 people. This
amount is comparable with researchers at the level of young (muda) and middle
(madya) levels. The number of young researchers are 2,509 people, or 27.83%, and
middle levels are 2,614 researchers or 28.99%. While the number of the principal
(utama) researchers are still very little, only 971 people, or 10.77%. and the Research
Professor are the less, only 255 people or 2.83%.
Figure 10. The Number of Researchers in Level

Source : LIPI, 2014
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From these data it can be observed the fact that many researchers are stuck in
the middle levels. They cannot rise to a higher level, which is the principal
researchers or Research Professor. At middle levels, many researchers who give up,
retire, resign, or even be suspended. This condition is caused due to the increasing
demands of credit score assessment (PAK) is required of researchers to be able to rise
to the rank of principal researchers or even a Research Professor. While the job or
duties from the organization is not able to provide workload and responsibility
sufficient to meet the demands of researchers in the credit score assessment. Even
there is high demands for the utilization of research results as well as guidance and
consultation requests from researchers, especially those related to the MSE sector.
This is where the appearance of the gap of demand and supply over human resources
in science and technology (researchers). On the one hand there is considerable
demand from SME sector to develop its industrial sector, on the other hand there is
supply of human resources in science and technology (researchers) which requires the
media to her/his career. This case will be reviewed in this paper.
E. PORTRAIT OF PROBLEMS AND SOLUTIONS ALTERNATIV
Gap of demand and supply over human resources in science and technology
(researchers) should look for a solution. Since the fulfillment of this gap will benefit
the two parties, for the SME sector which helped to develop the industry and for
human resources in science and technology (researchers) to develop her/his career.
The existence of this demand and supply needs the mobility demands of human
resources in science and technology (researchers) that exist in government agencies to
get down to the SME sector. The basic question is, what about the existing policy?
Are able to accommodate those needs? What about the careers of human resources in
science and technology (researchers) that helps the SME sector? Since it is impossible
or development assistance activities carried SME sector in the short term, but it must
be done continuously. While often the SME sector are not close to the location of the
researcher in charge. Science and technology so that the mobility of human resources
(researchers) need clarity in terms of the related policies. Thats why we need policy
guidelines to ensure the mobilization of human resources in science and technology
(researchers) remain on the right corridor. Because there is the movement of human

143

resources from the public sector to the private sector. We do not need, good intentions
precisely constrained and challenged in policy.
The first policy guidelines that can be used is the UU No. 20 Tahun 2008
tentang UMKM or SME sector. In Article 16 Paragraph (1) states that : Government
and Local Government to facilitate business development in the areas of : (a)
production and processing, (b) marketing, (c) human resources, and (d) design and
technology. Then in Paragraph (2) states that : The business community and the
public to participate actively doing development referred to in paragraph (1). From
this article, it can be explained that the Government and Local Government can and
must provide facilitation for business development in the SME sector. Field
development is covering the areas of production and processing, marketing, human
resources, and design and technology. In the development, the business community
and the community should play an active role. As defined in the Explanation section
of the UU which states that : In an effort to improve the capability and institutional
participation Micro, Small, and Medium Enterprises (SME sector) in the national
economy, then the empowerment need to be implemented by the Government, Local
Government, Business World, and society overall, synergistic and continuous.
The role of human resources in science and technology (researchers) in the
development of the SME sector is very large. Because, as described before in Article
17 through Article 20, the development efforts in their respective fields of activities
carried out by the research and development and knowledge transfer to the SME
sector. It is the role and the main task of human resources in science and technology
(researchers).
Another policy that can be used as the basis for the implementation of the
mobilization of human resources in science and technology (researchers) is UU No.
18 Tahun 2002 tentang Sistem Nasional Penelitian, Pengembangan dan Penerapan
Ilmu Pengetahuan dan Teknologi (the National System of Research, Development and
Application of Science and Technology). In the explanation explained that the success
of developed countries to develop the ability of science and technology, when the
country is able to synergize resources and institutional development of science and
technology with many other factors. It is very appropriate for the fulfillment of all the

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gap of demand and supply of human resources in science and technology
(researchers). In this case the synergy between government agencies that have human
resources in science and technology (researchers) to the SME sector. This relationship
must be built on the basis of the need and benefit for mutual benefit and to realize the
goal of increasing production to be able to international competition.
In this context there are three (3 ) factors that must be considered, namely :
The first factor is the ability to regenerate network between institutional elements of
science and technology to form a chain that links the ability to make updates in the
field of science and technology with the ability to take advantage to the products
(goods and services) that have economic value. Network through various forms of
transactions that take place so that the resources of science and technology flowing
from the institutional to another. Thus, existing resources can be utilized effectively.
The second factor is the ability to foster a competitive business climate, so that
competition among economic actors is not only determined by the market share or
natural resources, but rather determined by the innovative ability to produce quality
goods and services and beneficial to human life. The growing climate as it raises the
pull for research and development to continue to seek a breakthrough in science and
technology and produce a variety of inventions that not only enriches science and
technology, but also provide new opportunities for economic actors to develop a
range of innovations that have high economic value.
The third factor is the ability to grow the carrying capacity. Advances in
science and technology are not only dependent on the direct actors involved. Support
of other parties is necessary, especially with regard to support professional
development, resource allocation, establishment of business certainty, the
implementation of capital flow, standardization of empowerment, the determination
of requirements and evaluation, both to protect the interests of human life and to
preserve the environmental functions. Synergy institutional and resource development
of science and technology with the three factors that form an environment conducive
to the growth of science and technology capacity to the economic activity.

145

About the mobilization of human resources in science and technology
(researchers) affirmed in Article 16 Paragraph (1) of UU No. 18 Tahun 2002, namely:
Universities and R & D institutions to arrange for technology transfer of intellectual
property and the results of research and development activities, which are fully or
partially funded by government and/or local governments to businesses, government,
or society sector, to the extent not contrary to public order and legislation. This article
confirms and require every universities and R & D institutions (in this context, both
owned by government and private) to conduct technology transfer of intellectual
property that can be understood as guidance or consultation activities and
dissemination of results of research and development activities that could be
understood as the utilization of technology.
The function and role of government in the implementation of the
mobilization of human resources in science and technology (researchers) is quite
large. As described in Article 18, the Government functions grow and develop the
motivation, provide stimulation and facilities, as well as create a climate conducive to
the development of the national system of research, development, and application of
science and technology in Indonesia. While the role of government as defined in
Article 21 is to develop policy instruments that can be shaped support resources,
financial support, incentives, implementation of science and technology programs.
Policy instrument intended to grow and develop the motivation, provide stimulation
and facilities, as well as creating a conducive environment.
From the two policies, UU No. 20 Tahun 2008 tentang UMKM and UU No.
18 Tahun 2002 tentang Sistem Nasional Penelitian, Pengembangan dan Penerapan
Ilmu Pengetahuan dan Teknologi confirms that the mobilization of human resources
in science and technology (researchers) to the SME sector can be implemented and
legal. So it should be implemented. If there is currently no implementation of the
mobilization of human resources in science and technology (researchers) to the SME
sector then it is the implementation problem of existing policies.
What about the latest policies governing the staffing of government, UU No. 5
Tahun 2014 tentang Aparatur Sipil Negara (ASN)? UU No. 5 Tahun 2014 is the
replacement of the UU No. 43 Tahun 1999 tentang Pokok-Pokok Kepegawaian. As

146

described in Article 6 of UU No. 5 Tahun 2014, ASN consisting of civil servants
(PNS) and Government Employees to Work Agreement (PPPK). PNS is an
Indonesian citizen who meet certain requirements, was appointed as a permanent
employee ASN by the competent authority for government positions. While PPPK is
an Indonesian citizen who meet certain requirements, which is appointed by the work
agreement for a specified period in order to carry out the duties of government. From
the definition, the opportunity have been opened between the government sector and
the private sector and the public to contribute to each other. Especially in carrying out
government duties. The private sector and the public is given the opportunity to
participate directly involved in government activities, particularly in the context of
this discussion is the research and development of science and technology. The
private sector and the public can be involved as PPPK and after completing his
contract could come back and use his experience to develop the appropriate field.
About activities related to research and development of science and
technology, the positions that can accommodate is the functional position. As
described in Article 13 of UU No. 5 Tahun 2014, ASN positions consists of : high
leadership positions (Jabatan Pimpinan Tinggi/JPT), office administration (Jabatan
Administrasi/JA) and functional position (Jabatan Fungsional/JF). JPT is is a group of
high office in government agencies. JA is a group of positions that contains the
functions and duties related to public service and public administration and
development. While JF is a group of positions that contains the functions and duties
related to functional services based on expertise and specific skills.
Furthermore, in Article 10 of the UU No. 5 Tahun 2014 also noted that the
functions of the employee ASN are 3 (three), namely as : implementing public policy,
public servants as well as adhesives and unifying the nation. While the duty are 3
(three) as defined in Article 11, namely : (1) implementing public policy made by the
Pejabat Pembina Kepegawaian in accordance with the provisions of laws and
regulations, (2) providing professional public service and quality , and (3)
strengthening the unity and integrity Indonesia. The function and role as a public
servant is very precise in relation to helping SME sector in developing their business
sector.

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In order to develop employee competencies, also open opportunity for the
exchange of civil servants to the private sector employees as mentioned in Article 70
Paragraph (6). It reads : In addition to the development of competence as referred to
in Paragraph (1), competence development can be conducted through exchanges
between civil servants with private employees within a period of 1 (one) year and the
implementation is coordinated by LAN and BKN. This article confirms the existence
of synergy between government and private sector agencies, between government
employees (civil servants) with private employees to learn and develop their
competence and utilize a variety of facilities and infrastructure that exist on both
sides. All focused to achieve a common goal.
F. CONCLUSION
From that three policy- in UU level that are discussed in this paper, the main
problems in this paper, how existing policy accommodate the implementation of
mobilization human resources in science and technology (researchers) to the SME
sector has been answered. In short answer, it can be done, its meant the mobility is
legal activities. Mobilization of human resource in science and technology
(researchers) to the SME sector is a mandatory policy. The Government shall
facilitate this activity by developing policy instruments : resources support, financial
support, provision of incentives, and implementation of science and technology
programs.
Recent policy, UU No. 5 Tahun 2014 tentang ASN, which until now has not
been followed with a variety of regulations implementing (RPP) could be the entrance
to the legality of the implementation of the mobilization of human resources in
science and technology (researchers) to the SME sector. So, these activities do not
harm the career of human resources in science and technology (researchers) who are
mobilized to the SME sector. RPP that can accommodate the needs of human
resources in science and technology (researchers) mobilization to the SME sector,
among others:
1. RPP on career patterns, provides that a career of human resources in science
and technology (researchers) still exist even though they do not work in the

148

public sector but perform as civil servant in the SME sector, of course, within
a specified period as note in the agreement.
2. RPP on the development of competence, requires that one form of employee
competency development is to work outside government agencies, for
example in the SME sector.
3. RPP on performance evaluation, the performance contract of the human
resources in science and technology (researchers). That by working in the
SME sector they have performance output and performance objectives the
same as when they work in the government agency.
4. RPP on functional position, that the task of JF is to help the sector outside
government agencies (eg SME sector). About locus of course be set according
to the type of position. Not all JF linked to the SME sector, only a few JF that
is needed by the SME sector, for example : researchers, engineers and so on.
That is only 4 (four) RPP that can accommodate the needs of the possibility of
mobilizing human resources in science and technology (researchers) to the SME
sector. Maybe there are another possible RPP that might indirectly accommodate
those needs. The ultimate goal is the establishment of a strong network among
government agencies as a provider of human resources in science and technology
(researchers) with the SME sector. In other words, the fulfillment of the demand and
supply gap of human resources in science and technology (researchers). So the vision
to create an independent Indonesia, progressive and prosperous, and the mission to
realize a competitive nation to achieve a more prosperous society and welfare can be
realized. It certainly is not easy, needs the active role of government, the private and
the public involved in the activities of SME sector. Of course, the main actor of
human resources in science and technology (researchers) are required to constantly
develop its capabilities and the ability to update to suit the needs of the SME sector.
Development of appropriate technologies will be strategic opportunities to develop
the SME sector to the future.



149

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