1 AIIRA Project, Center for Regulation, Policy and Governance (CRPG)MANAGING ORGANIZATIONAL CULTURE ON COMMUNITY BASED WATER SERVICE IN INDONESIA: A COMPARATIVE FIELD STUDY ON EAST JAVA AND EAST NUSA TENGGARA AIIRA Project, Center for Regulation, Policy and Governance (CRPG) Jibriel Avessina

2 Historical Context The community based water service concept has been formaly recognized in Indonesia on The purpose behind implementation of the concept are that the community have an improved water acessibility. Since 2003, international aid agency conducted rural water supply projects and programmes to provide water services infrastructure. The aid agency also set up Community based Organisation (CBO) to maintain sustainability of community based-water services. The CBO have the purpose to: CBO ensure community participation to have a major role in its development, The Community own the water system or facility, The Community have total self-responsibility for its operation and maintenance .

3 Historical Context In reality, the sustainability of community based service face serious constrain while some CBO is no longer functional, inactive between 2-5 years period post construction. Some CBOs are able to maintain its existence, growth and provide water services to the community. Culturally, there are two explanation as an explanation to understand it. Firstly the constrain may not have been in existence at the time CBOs were formed. But as CBO move forward, a “organizational pattern ” could be major influence, on demand, affordability and ownership issue . Secondly, The CBO have to adopt behaviour of how everything are done based on the people action that are in place.

4 As a part of our research we conduct field study using multisite ethnography, at two locus, to understand cultural role and function of CBO among local society. Ende, East Nusa Tenggara as a representation of underdeveloped region in Eastern Indonesia (Outside Java) Lamongan, East Java as a representation of Community Based Organisation in Java

5 The Existing CBO Condition at Maukaro DistrictParameter CBO Koja Aje CBO Koja Kumi CBO Ae Pu`u Annual Meeting Once a Year Once Coverage area 4 Village (Multisystem) 3 Village (Multisystem) Operational Maintanance Technical resources Dependency Technical Resources Dependency Regeneration no Willingness to Pay Yes, almost 80 percent Not Known Social sanction/Punishment Yes No Authority Weak, Limited Not functional Local-level Decision Making Collective Not Functional

6 The Existing CBO Condition at Maukaro DistrictParameter CBO Koja Aje CBO Koja Kumi CBO Ae Pu`u Tariff Flat Rate Cultural context Traditionalist,Hierarchal CBO`s power position Not Significant Post-Construction Assistance Limited by local Government Not known Not Known Leadership Pattern Charismatic Professionalisation No Organisational type association

7 Field Context A. CBO Koja Aje succesfully provide 3 Villages. Water infrastructure was built on by Pro-AIR. B. Maukaro Village Kolikapa Village Ratesuba Village Kabhirangga Village C. Organisational pattern: CBO Chairman Secretary Treasury Technical Officer Zone Coordinator D.Post Construction Limited supervision by local Government

8 Finding: The role of Adat leader and Power relation within CBOSeven Type of Mosalaki: 1. mosa kaba laki wéa a mosa laki who is rich in livestock and gold (chains) 2. mosa tana laki watu OR mosa watu laki tana a mosa laki who owns a large plot of land 3. mosa nua laki bo’a a mosa laki within the village (not the greatest of mosa laki; a ‘local hero’) 4. mosa wiwi laki lema a mosa laki with exceptional oratorical skills 5. mosa toa laki wela a mosa laki who frequently practices ritual killing of water buffaloes and pigs 6. mosa pedu laki rona OR mosa péu laki rona OR mosa wiu laki pi’u OR mosa pedu laki pada a mosa laki who always gives good advice to others 7. mosa po laki péra/pu`u a mosa laki able to instruct others

9 Findings Two Structure : One LoyaltyTraditional Structure : The Mosalaki`s hierarchal system Formal Structure : Formal Bereaucracy People would follow the traditional structure, except for “charismatic” state official. Potential Conflict among The Mosalaki system and formal bureaucracy

10 Findings The Mosalaki` is a hierarchal traditional elite at Ende, East Nusa Tenggara, they “culturally own” all land, forest at Maukaro, Ende. The people must obey a cultural ownership system of Mosalaki. The Mosalaki have a power to maintain social order; punishment or social sanction is given by Mosalaki`s. People would follow all Mosalaki`s edict. The Mosalaki voluntary giving his right for small amount of soil for water services infrastructure. Mosalaki is given priviledge having personal standpipe Mosalaki is given priviledge by CBO to not pay monthly incentive as a compensation for water services

11 Finding The “Mosalaki system” is excluded on daily CBO organisational system The Universality and Inclussiveness Cultural Structure in Maukaro, Ende : 1. Mosalaki/Noblemen 2. Commoner 3. Former Slave Practically, The Mosalaki have unequal culturally position with Commoner and Former Slave so that an “equal degree” on community participation. Social punishment would not be effective, since the mosalaki are not involved in social punishment conduct by CBO. Mosalaki makes decision on behalf of the community, various agreements and resolution-conflict under Mosalaki`s Supervision.

12 Stakeholder Context Post Construction Role:Role of Central Government (No Action) Role of Local Government (Limited role) Role of Donor Agency (Limited role) Role of CBO Official (Major role)

13 Finding

14 Field Context on LamonganFour Category of cultural boundaries at Lamongan. The Traditional-agrarian The Traditional-religious (Predominantly on South Lamongan) The Modernist-religious (Predominantly on Western Lamongan) The Traditional-Industrial (Predominantly on North Lamongan)

15 Findings Configuration of Local Elite in Lamongan Rural area:Local Cleric (Religious leader) Local Landlord Local Educator/Intelectual Local Entreupreneur Local “Youth Leader” (Local gang-leader)

16 The Existing CBO Condition at Tlanak Village and Kemlagilor Village,Lamongan Regency (Field finding)Parameter CBO Tlanak CBO Kemlagilor Annual Meeting Always Once a Year Coverage area 4 Village (Multisystem) 2 Village (Multisystem) Operational Maintanance Technical resources, relatively independent Technical Resources Dependency Regeneration no yes Willingness to Pay Yes,almost 97 percent Yes,almost 80 percent Social sanction/Punishment Yes No Authority association Local-level Decision Making Decision made by CBO official, Confirmation through Stakeholder meeting. Decision made by CBO Official

17 The Existing CBO Condition at Tlanak Village,LamonganParameter CBO Tlanak CBO Kemlagilor Tariff Progressive tariff, Monthly conrtibution /m3 Flat Rates 1000/m3 Cultural context Traditionalist religious Traditionalist Industrial CBO`s Power position Strategic, economical and Politically Valuable Strategic, Political Post Construction Yes Leadership Pattern Charismatic Formal Professionalisation No Organisational type Association, Cooperation

18 Tlanak A. The CBO Tirto Agung (CBO Tlanak) succesfully provide water service for 4 Villages. The Water infrasturcture was build on by MSLIC-2 Program design by Worldbank and AUSAID. CBO Tirto Agung Distribute water into more than 6000 Consumer. B. Coverage Area: Tlanak Village Janggur Village Kandangrejo Village Karangcangkring Village C. The CBO Tirto Agung (Tlanak) applied both Association type and Cooperative type as an Organisational Model.

19 Tlanak D. Organisational pattern: CBO Chairman Secretary TreasuryTechnical Officer Technical Operator Sales and Administrative E..Post Construction SGP (Second Generation Program) from INDII on 2011, They have regularly supervision by NGO and consultant

20 Tlanak: Professionalisation and Power relation within CBOThe `Hidden Power` structure in Tlanak Village: Power consolidates in CBO`s leader The Chairman of CBO nearly absolutely control the CBO`s strategic decision making process. Public stakeholder meeting only as a “Confirmation” about strategic decision made by The CBO leader Different social degree mean different power bargain at public meeting The CBO`s Official involved softly in village politics (The head village election) The CBO official running the CBO the organisation adopt actor-oriented There is no regeneration system provided by CBO, Community Management versus Community Participation?.

21 Tlanak CBO official relatively have knowledge to maintain modern organisation CBO official have access to technical expert to fix technical problem on daily O/M activity Progressive tariff /m3 Independent from Local Government Self sustainable Profit: Milllion/month

22 Tlanak Community Management are relatively applied in CBO Tirto AgungWater Committee Formation Training and Capacity Building Setting and Collecting water tariff Management and implementation of operation and maintenance activity Progressive tariff at /m3

23 Tlanak

24 Tlanak

25 Kemlagilor Findings The Kemlagilor Village adopt relatively traditional culture in a hierarchal traditional elite of the Jago that largely influence Socil sutructure at Kemlagilor, Turi District, Lamongan. The people must have to follow a cultural system of Jago as a patron of underworld activity among the regions. The Jago have a power to maintain social order, punishment or social sanction is given by Jago`s. Jago often fight each other from different group to preserve their honor/respect/prestige. Jago also involved in Village politics

26 Kemlagilor A. CBO Margo Tirto (CBO Kemlagilor) provide service for 2 Village. The water Water was build on by MSLIC-2 Program design by Worldbank and AUSAID. CBO Tirto Agung Distribute water into more than 2000 Consumer. Services B. Kemlagilor Village Kemlagigede Village C. Organisational pattern: CBO Chairman Secretary Treasury Technical Officer Technical Operator Zone Leader Limited supervision by NGO

27 Kemlagilor - D. Post ConstructionSecond Generation Program provide by INDII The CBO relatively hold strategics political value among society The CBO official involved directly into local village politics. There are 5 time replacement on CBO Official E. Cultural Structure at Kemlagilor Village: Jago/Youth Leader/Gangleader Local Village official Clerics Commoner -

28 Findings Kemlagilor Decision making determined by CBO officialPublic participation only as formality as a confirmation of strategic decision that make by CBO Leader Succession of CBO officials are the impact within internal conflict among community. The CBO Official do not have sufficient knowledge to maintain CBO Operational activity People willingness to pay approximately up to 80 percent Political conflict influence operational and mantainance of CBO activity