COLLABORATIVE

ENVIRONMENTAL PLANNING
ASDL 16
KEY CONCEPTS

COLLABORATIVE ENVIRONMENTAL PLANNING

WHAT IS?

WHY COLLABORATE?

HOW TO COLLABORATE?

ENVIRONMENTAL CONFLICT AND RESOLUTIONS

 COLLABORATIVE ENVIRONMENTAL
01 PLANNING
INTRO

TANTANGAN DINAMIKA LINGKUNGAN 
PERUBAHAN, KETIDAKPASTIAN, KOMPLEKSITAS &
KONFLIK (MITCHELL, 2003).

ASPEK KUNCI DARI SUSTAINABLE DEVELOPMENT
PEMBERDAYAAN MASYARAKAT LOKAL, SWASEMBADA
DAN KEADILAN SOSIAL UNTUK MENCAPAI
PERGESERAN PENGELOLAAN LINGKUNGAN

TRADISIONAL (DOMINASI PEMERINTAH & SWASTA)
KE PENDEKATAN YANG MENGKOMBINASIKAN
PENGALAMAN, PENGETAHUAN DAN PEMAHAMAN
BERBAGAI KELOMPOK MASYARAKAT
WHAT IS CEP? : CEP Elements
STAKE HOLDER INVOLVEMENT
SCIENTIFIC BASIS
HOLISTIC, PROACTIVE APPROACH
INTEGRATED SOLUTIONS
Early and extensive engagement of
stakeholders in the process of planning,
decision making, and implementation.
Stakeholders are those effecting change in the
environment and affected by it
Strong and sound scientific information and
analysis on which to base decisions
Holistic understanding of environmental problems
and their context, and proactive efforts to resolve
and prevent them
Integration of wide range of creative solutions to
problems, such as flexible regulation, economic
incentives and compensation, negotiated
agreements, voluntary actions, and educational
programs
WHY COLLABORATE?

TO SHARE INFORMATION AND BUILD UNDERSTANING
BY EDUCATING AND LEARNING THE PUBLIC AND
ENGAGING IN JOINT FACT FINDING

TO MAKE WISE DECISSION AND BUILD SUPPORT FOR
THEM BY ADDRESSING COMMON PROBLEMS, AND
RESOLVING DISPUTES

TO GET THE WORK DONE BY MOBILIZING RESOURCES
AND SHARING MANAGEMENT RESPONSIBILITY

TO DEVELOP AGENCIES, ORGANIZATIONS, AND
COMMUNITIES BY BUILDING STAFF CAPACITY AND
ENHANCING SOCIAL CAPITAL AND COMMUNITY
OBJECTIVES OF COLLABORATIVE
ENVIRONMENTAL MANAGEMENT
DEVELOP A “SHARED VISIONS”
RESOLVE CONFLICT
FORMULATE CREATIVE SOLUTIONS
Some collaborative efforts intend for the
stakeholders to com up with a vision or
direction that they can agree to and buy
into
Some collaborative efforts aim to engage
stakeholders in a process of resolving
conflicts among through negotiation and
mediations
All collaborative efforts hope to use
dialogue and group processes to develop
creative solutions that may not have
emerged from traditional planning
exercises
 HOW TO COLLABORATE? (Randolph, 2003)

STAKEHOLDER INVOLVEMENT: THE HEART OF CEP
STEP DESCRIPTION
IDENTIFY A critical first step is to identify all stakeholders and give them an
STAKEHOLDERS opportunity to participate; additional stakeholders may be identified
during the process and should be included
ESTABLISH A foster commitment and engagement, the stakeholder group must be
AUTHORITY given some authority for action and responsibility for implementation
STRUCTURE THE Care must be taken to design a process that:
PROCESS -gives stakeholders the opportunity to participate
-has accepted milestone and deadlines
-divides group into sub group of 10-15 to achieve a working scale
ACHIEVE TRUST Trust is critical to the success of effort and should be established early,
trust is build on respect and understanding.
SHARE AUTHORITY Although stakeholders should have shared authority so that each has
AND ASSIGN ROLES the opportunity to affect decision , some “quiet leadership” is required
in the form of facilitator
ENGAGE IN COLLABORATIVE
LEARNING

POSSIBLE STEPS IN THE PROCESS INCLUDE:

State the issues, perceptions, and values

Identify hidden agendas

Develop shared values

Restate the problem

Seek creative solutions

TECHNIQUE N DESCRIPTION
MEDIA TOOLS FOR COLLABORATION
Public announcements, press releases (Randolph, 2003)
PUBLIC MEETINGS Often lacking interaction
WORKSHOPS More interactive encounters with stakeholders using games to enhance
interaction and creative thinking
REVIEW & COMMENT Opportunity for external agencies, groups, and publics to review draft
ON DRAFT DOCS and offer comment before the plans are finalized
SURVEYS, INTERVIEWS, Designed to interested parties, and to generated responses,
POLLS perceptions, and ideas
ADVISORY COMEETTEES Small group with representatives of different interest which is called on
, TASK FORCES throughout processes to “advice’ planners and decision maker
FOCUS GROUP Onetime meeting of a diverse “cross section” group to get their
reaction to ideas, action, or plans.
ELECTRONIC Use of information tech and internet to foster communication and
NETWORKS dialogue among participants
CONFLICT RESOLUTION Negotiations, mediations, arbitration “alternative dispute resolutions”
TECHNIQUES (ADR) techniques to achieve acceptable solutions instead of litigation
STAKEHOLDERS Long term relationship with interest groups, agencies, or firms to
COLLABORATION, collaborate in plans and their implementations
PARTNERSHIPS
 ENVIRONMENTAL CONFLICT AND
02 RESOLUTIONS
KEY CONCEPTS
1. KONFLIK LINGKUNGAN : DEFINISI DAN TIPOLOGI
2. MELIHAT KONFLIK SEBAGAI SUATU KEWAJARAN
3. MODEL PENYELESAIAN KONFLIK LINGKUNGAN
4. PENYELESAIAN KONFLIK MELALUI JALUR HUKUM
/LITIGASI
5. ALTERNATIVE DISPUTE RESOLUTION (ADR)
6. KONFLIK LINGKUNGAN DALAM PERSPEKTIF
‘POLITICAL ECOLOGY’
7. MENANGANI KONFLIK PADA ‘AKAR MASALAHNYA’
SIFAT

KONFLIK  MANIFEST & UNMANIFEST

MENYANGKUT PERBEDAAN PERSEPSI/CARA
PANDANG, BISA SANGAT SUBJEKTIF

TERDAPAT PIHAK-PIHAK YANG MERASA
DIRUGIKAN

KONFLIK POSITIF KARENA MEMBANTU
MERUMUSKAN PERSOALAN LINGKUNGAN YANG
BELUM TERPECAHKAN; MEMPERTANYAKAN
STATUS QUO-MENCARI SOLUSI INOVATIF
….

KONFLIK LINGUNGAN MELIBATKAN AKTOR DAN
LEMBAGA (STAKEHOLDERS)

KONFLIK LINGKUNGAN SERINGKALI TERKAIT ERAT
DENGAN ISU-ISU LAIN (SOSIAL, EKONOMI,
POLITIK & KULTUR)

KONFLIK LINGKUNGAN SERINGKALI SULIT
DILACAK SUMBER PERSOALANNYA: KOMPLEKS
DAN JUGA RELATIF
MELIHAT KONFLIK SEBAGAI SUATU
KEWAJARAN

KECENDERUNGAN BUDAYA TIMUR YANG
CENDERUNG “MENGINGKARI KONFLIK”

STRUKTUR SOSPOLBUD YANG PIRAMIDAL-
OTORITER CENDERUNG MEREDAM KONFLIK

PENGEMBANGAN MASYARAKAT YANG SEMAKIN
PLURAL, DEMOKRATIS, DAN RASIONAL

BAGAIMANA KONFLIK “DIKELOLA”
TIPOLOGI KONFLIK

JENIS : PEMILIKAN/PENGUASAAAN/EKSPLOITASI
SDA, TGL, PENCEMARAN, KERUSAKAN
LINGKUNGAN HIDUP

SKALA: LOKAL, REGIONAL, NASIONAL,
INTERNASIONAL

DIMENSI: MURNI LINGKUNGAN, KOMPLEKS

AKTOR/ INSTITUSI : INDIVIDU, KELOMPOK,
GABUNGAN
MODEL PENGELOLAAN KONFLIK

TERDAPAT 3 PENDEKATAN:

KEKUATAN POWER BASED

BENAR-SALAH BASED/RIGHT BASED

KEPENTINGAN/INTEREST BASED

SAAT INI CENDERUNG MENGGUNAKAN

PENDEKATAN KEKUATAN/REPRESIF; BOIKOT;
DEMONSTRASI MASSA; PENDEKATAN MILITER;
PENYERANGAN/PEMBAKARAN DLL

PENDEKATAN PERSUASIF PERLU DIKEDEPANKAN
…

PERDATA
PENGADILAN
PIDANA

MODEL
KONSULTASI
PENGELOLAAN PUBLIK
KONFLIK
NEGOSIASI
DILUAR
PENGADILAN
MEDIASI

ARBITRASI
PENYELESAIAN KONFLIK MELALUI
JALUR HUKUM/LIGITASI

PROSES : PANJANG, COSTLY, TIME CONSUMING

PENEKANAN PADA: FACTS, PRECENDENTS,
PROCEDURES, ARGUMENTS

MEKANISME: BELUM JELAS (?)

APARAT: BELUM SIAP? (JAKSA, HAKIM, POLISI,
INVESTIGATOR)

DUKUNGAN: KELANGKAAN DATA/INFO

OUTPUT: WINNER AND LOOSER (CITRA PIHAK
BERSENGKETA JATUH)
MENGAPA ALTERNATIF DISPUTE
RESOLUTION?
“TO FACILITAE CONSENSUS DECISION MAKING BY DISPUTING
PARTIES, THERBY AVOIDING LEGAL OR ADMINISTRATIVE
PROCEEDINGS”

OUTPUT: WIN-WIN SOLUTION

PROCESS: PERSUASION THAN COERCION

PENEKANAN : JOINT AGREEMENT THAN IMPOSED SETTLEMENT

CONSTRUCTIVE COMMUNICATION AND IMPROVED

UNDESTANDING INSTEAD OF NEGATIVE CRITICISM

LONG LASTING SETTLEMENTERS BECAUSE OF SHARED
COMMITMENT

EFFECTIVE SHARING AND USE OF INFORMATION

GREATER FLEXIBILITY
TIPE2 ADR

PUBLIC CONSULTATION PENJELASAN YANG JUJUR
DAN LENGKAP PADA PUBLIK SEBELUM KEPUTUSAN
DIAMBIL

NEGOTIATION PERTEMUAN/REMBUGAN MEREKA
YANG BERTIKAI TANPA PERANTARA UNTUK MENCAPAI
KONSENSUS

MEDIATION  ADA PIHAK KETIGA YANG BERTINDAK
SEBAGAI PERANTARA/FASILITATOR, TAPI TIDAK PUNYA
HAK UNTUK MENENTUKAN SETTLEMENT

ARBITRATION  ADA PIHAK KETIGA YANG PUNYA
KEWENANGAN UNTUK MENGAMBIL KEPUTUSAN
FACTORS 4 EFFECTIVE SUCCESSFUL
ADR

SEMUA PIHAK TERWAKILI DALAM PROSES ADR

ADA KESABARAN DAN KEMAUAN UNTUK
MENYELESAIKAN PERSOALAN

ADA KESADARAN TERDAPATNYA
MASALAH/PERBEDAAN/PERSOALAN

ADA KESABARAN UNTUK MENGIKUTI PROSES YANG
MUNGKIN PANJANG

ADA MOTIVASI UNTUK MENEMUKAN SOLUSI
BERSAMA

PERAN MEDIATOR SANGAT MENENTUKAN
PERAN MEDIATOR SANGAT KRUSIAL

AS GUARDIAN OF THE PROCESS A MEDIATOR

CAN INTERVERE TO CORRECT
MISCOMMUNICATIONS TO CLARIFY
AMBIGUOUS MESSAGES, AND TO CHALENGE
DECEPTIVE COMMUNICATIONS. ALSO A
MEDIATOR CAN POINT OUT WHEN DIFFERENCE IN
INTERPRETATIONS HAVE RISEN..
(OZAWA AND SUSSKIND, 1985:35)
PENDEKATAN POLITICAL ECOLOGY
DALAM KONFLIK LINGKUNGAN

PERSOALAN LINGKUNGAN TAK LEPAS DARI
HUBUNGAN KEKUASAAN

MENGAKUI ADANYA PERBEDAAN KEPENTINGAN

MENGAKUI ADANYA KETIMPANGAN
STRUKTURAL DALAM ALOKASI, PEMILIKAN,
PENGUASAAAN DAN PEMANFAATAN SDA

MENGAKUI PERLUNYA PERJUANGAN AKAN
ENVIRONMENTAL RIGHTS DAN
ENVIRONMENTAL JUSTICE
MENANGANI KONFLIK PADA ‘AKAR
MASALAHNYA’

PERUBAHAN STRUKTURAL PEMILIKAN,
PENGUASAAN, DAN PEMANFAATAN
LINGKUNGAN DAN SUMBERDAYA ALAM

PERJUANGAN AKAN ENVIRONMENTAL RIGHTS
DAN ENVIRONMENTAL JUSTICE

PROSES PENGAMBILAN KEPUTUSAN
PEMBANGUNAN YANG TERBUKA DAN ADIL

PERWUJUDAN “ENVIRONMENTAL GOOD
GOVERNANCE”
SEKIAN
TERIMAKASIH