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Syaiful Anwar
Bogor Agricultural University
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http://jurnal.kemendagri.go.id/index.php/jbp/index
Received: 28 August 2018; Accepted: 9 November 2018; Published online: 13 November 2018
DOI: 10.21787/jbp.10.2018.303-315
Abstract
Currently, the Jakarta water is suffering from a high level of pollution, both the groundwater or the river. This
is mainly caused by domestic wastewater disposal that has not been properly controlled. Efforts to develop domestic
wastewater management are inadequate. Infrastructure development is very slow, the community participation
and care, the wastewater management competencies and capacities are all very low. For this reason, it is necessary
to increase the role of domestic wastewater management operators and regulators, to accelerate the construction of
domestic wastewater treatment infrastructure, improve the participation and care of the community, and to improve
the competence and capacity of domestic wastewater management service managers. The purpose of this study was
to determine the role of the operators and regulators in the development of domestic wastewater management in DKI
Jakarta. To achieve this goal, this study was conducted using the method of interpretive structural modeling (ISM) as a
method for analyzing the interrelationships between institutions in the framework of developing domestic wastewater
management. The result of this study shows that the key institutions that could accelerate the wastewater infrastructure
development are the Coordinating Ministry of Economic Affairs, National Development Planning Agency, and the Ministry
of Public Works and Public Housing. The key institutions in enhancing the participation and care of the community are
the Water Resources Office, the Environmental Office and the regional owned company Managing DKI Jakarta Waste
Water. The key institutions related to improving the competence and capacity of domestic wastewater service managers
are the Ministry of Public Works and Public Housing.
Table 3.
Reachability Matrix (RM) of the Role of Institutions in the Acceleration of Infrastructure Construction
Driven
Institution Code A1 A2 A3 A4 A5 A6 A7 A8 Ranking
Power
A1 1 1 1 1 1 1 1 1 8 1
A2 1 1 1 1 1 1 1 1 8 1
A3 1 1 1 1 1 1 1 1 8 1
A4 0 1 1 1 1 1 1 1 7 2
A5 0 0 0 0 1 1 1 1 4 3
A6 0 0 0 0 0 1 0 1 2 4
A7 0 0 0 0 1 1 1 1 4 3
A8 0 0 0 0 0 0 0 1 1 5
Dependence 3 4 4 4 6 7 6 8
Hierarchy 5 4 4 4 3 2 3 1
3
Level 1
A3 A2 A1
KEY INSTITUTION
2
A2
Figure 2. Diagram of the Hierarchical Structure of the (7,2)
Role of Institutions in the Acceleration of Infrastructure 1
Construction A1
D
(7,1)
0
by the Coordinating Minister for Economic Affairs, 1 2 3 4 5 6 7 8
and one of its members is the Head of Bappenas.
Sector I Sector II
KPPIP as a coordination unit in decision making is (Autonomous) (Dependent)
the point of contact to encourage coordination for
remove the bottleneck in the National Strategic Figure 3. Driving Power (DP) and Dependence (D) of the Role of
Projects and Priority Projects, including the Institutions in Increasing the Community Participation and Care
development of the Jakarta Sewerage System
Project which has also been included as a potential
on other institutions so that they are less able to
project in the Public Private Partnership (PPP) Plan
contribute to the acceleration of the construction
in Indonesia Infrastructure Project 2015 published
of domestic wastewater treatment infrastructure in
by Ministry of National Development Planning/
DKI Jakarta.
National Development Planning Agency (2015, p.
132).
Although the Coordinating Ministry of B. Efforts to Improve the Community
Economic Affairs is in Sector IV (independent), Participation and Care
while Bappenas and the Ministry of Public Works In the effort to increase public participation
and Public Housing, and Bappeda are between and care for domestic wastewater management in
Sector IV and Sector III (linkage), as shown in Figure DKI Jakarta, expert opinions were generated as well
1, the four institutions can still said to have a strong as the SSIM matrix presented in Table 4.
influence and low dependence (strong driver-weak
dependent variables), so that it has the power to Table 4.
move other institutions in ensuring the acceleration Structural Self Interaction Matrix (SSIM) of the Role of
of the construction of domestic wastewater Institutions in Increasing the Community Participation and Care
treatment infrastructure in DKI Jakarta.
The Water Resources Office and PD PAL Jaya, Institution
A1 A2 A3 A4 A5 A6 A7 A8
Code
which are located between Sector III (linkage)
and Sector II (dependent), have a tendency to be A1 - O A A A A A A
carefully monitored because they are not stable A2 - A X A A A A
(strong driver-strongly dependent variables), so
A3 - X X X A A
that every effort and feedback made by these two
institutions will have an influence on the success A4 - A X X V
of the program to accelerate the development of A5 - X X X
domestic wastewater treatment infrastructure in
A6 - X X
DKI Jakarta. While the Environmental Office and
the Community in Sector II (dependent) have a A7 - X
weak influence and high dependency (weak driver- A8 -
strongly dependent), their nature is more dependent
Driven
Institution Code A1 A2 A3 A4 A5 A6 A7 A8 Ranking
Power
A1 1 0 0 0 0 0 0 0 1 5
A2 0 1 0 1 0 0 0 0 2 4
A3 1 1 1 1 1 1 0 0 6 3
A4 1 1 1 1 0 1 1 0 7 2
A5 1 1 1 1 1 1 1 1 8 1
A6 1 1 1 1 1 1 1 1 8 1
A7 1 1 1 1 1 1 1 1 8 1
A8 1 1 1 0 1 1 1 1 7 2
Dependence 7 7 6 6 5 6 5 5
Hierarchy 1 1 2 2 3 2 3 4
The data were arranged in an SSIM matrix that Office, and PD PAL Jaya. The results of the analysis
uses the symbols V, A, X, O, that show a conceptual show that the institution should not only focus on
relationship, and then compile the reachability physical development. This is in line with research
matrix (RM) by replacing the symbols V, A, X, O with conducted by Kurniawan (2013, p. 506) which
1 and 0, then by using the transitivity rule. revise the states that regulatory institutions and facilitators
SSIM matrix so that it becomes a closed matrix as of wastewater management, Bappeda, Environment
presented in Table 5. Agency, and Public Works Agency, are still focused
The description of the relationship between the on the construction of WWTPs.
driving power and dependence of the institutions Besides that according to the Governor
related to efforts to increase the public participation Regulation Number 272 of 2016 on the Organization
and care for domestic wastewater management can and Work Procedure of the Water Resources Office,
be seen in Figure 4. the duties and functions of the Water Resources
Figure 4 explains that key institutions in Office are 1) coordinating with the community in the
efforts to increase community participation and framework of implementing wastewater treatment
care for wastewater management in DKI Jakarta management; 2) carry out technical assistance
are the Water Resources Office, the Environmental for wastewater treatment plants carried out by
the community; 3) carry out cooperation with the
community in the framework of the construction,
Level 5 A1 maintenance and maintenance of infrastructure for
wastewater management.
The Governor Regulation Number 284 of
Level 4 A2
2016 on The Organization and Work Procedure
of the Environmental Office, stated that the duties
and functions of the Environmental Office are 1)
Level 3 A3
carrying out coaching and developing community
participation with relevant agencies and partners
in environmental management; 2) carry out
Level 2 A8 A4
counseling on the environment to the community;
3) community development to participate in
environmental maintenance; 4) carrying out training
Level 1 activities for environmental management cadres;
A7 A6 A5
KEY INSTITUTION 5) fostering and empowering people to improve
environmentally friendly areas; 6) developing,
Figure 4. Diagram of the Hierarchical Structure of the Role
of Institutions in Increasing the Community Participation
forming, fostering and developing environmental
and Care care community forums.
Table 7.
Reachability Matrix (RM) of the Institution Role in Increasing the Capacity or the Management
Driven
Institution Code A1 A2 A3 A4 A5 A6 A7 A8 Ranking
Power
A1 1 0 0 0 0 0 0 0 1 4
A2 0 1 1 1 0 0 0 1 4 1
A3 1 1 1 1 1 1 1 1 8 1
A4 1 1 1 1 1 1 1 1 8 2
A5 1 1 0 1 1 1 1 1 7 2
A6 1 1 0 1 1 1 1 1 7 3
A7 1 1 0 0 1 1 1 1 6 3
A8 0 1 0 1 1 1 0 1 5 4
Dependence 6 7 3 6 6 6 5 7
Hierarchy 2 1 4 2 2 2 3 1