PILOT CI T IES - DOCUMENTATION

Transcription

1 PILOT CI T IES - DOCUMENTATION Low Carbon City Wakatobi, Indonesia DELGOSEA NON-STATE ACTORS AND LOCAL AUTHORITIES IN DEVELOPMENT ACTIONS IN PARTNER COUNTRIES (MULTI-COUNTRY) FOR NON-STATE ACTORS LOCAL GOVERNMENT DEVELOPMENT FOUNDATION This project is co-funded by the European Union. A project implemented by the consortium: Konrad-Adenauer-Stiftung e.v., Thailand Environment Institute (TEI), Local Government Development Foundation Inc. (LOGODEF), United Cities and Local Governments for Asia and Pacific (UCLG-ASPAC), Association of Indonesian Regency Governments (APKASI), Association of Cities of Vietnam (ACVN), and National League of Communes/Sangkats of the Kingdom of Cambodia (NLC/S).

2 The Partnership for Democratic Local Governance in Southeast Asia (DELGOSEA) was launched in March 2010 and is co-funded by the European Union and the Konrad-Adenauer-Stiftung (KAS) of Germany through the German Ministry of Development Cooperation. DELGOSEA aims to create a network of cities and municipalities to implement transnational local governance best practices replication across partner countries: Cambodia, Indonesia, Philippines, Thailand and Vietnam. It supports the role of Local Government Associations (LGAs) in providing and assisting the transfer and sustainability of local governance best practices replication by local governments. Most importantly, through the exchange of best practices in the region, DELGOSEA intends to contribute to the improvement of living conditions of disadvantaged groups in Southeast Asia by helping increase their participation in local planning and decision-making.

3 i Copyright by DELGOSEA Project All RIGHTS RESERVED Except from brief quotation in a review which this publication is part of, it must not be reproduced in any form without the permission of the DELGOSEA project, represented by the project applicant Konrad-Adenauer-Stiftung e.v. The views or statements presented in this publication are solely those of the authors and do not necessarily represent those of the DELGOSEA project. The Project will not accept any liability with respect to damages or consequential actions taken as a result of the information provided in this publication.

4 ii Documentation of the Transfer Processes of Wakatobi Regency, Indonesia The Partnership for Democratic Local Governance in Southeast Asia (DELGOSEA) was launched in March 2010 and is co-funded by the European Union and the Konrad-Adenauer-Stiftung (KAS) of Germany through the German Ministry of Development Cooperation. DELGOSEA s aim was the creation of a network of cities and municipalities to implement the replication of best practices within local governance across national borders, concentrating on five partner countries: Cambodia, Indonesia, Philippines, Thailand and Vietnam. It supports the role of Local Government Associations (LGAs) in assisting the transfer and sustainability of best practice replication by local governments. Most importantly, through the exchange of best practices in the region, DELGOSEA contributes to the improvement of living conditions of disadvantaged groups in Southeast Asia by helping increase their participation in local planning and decision-making.

5 1 About this Publication Since the Partnership for Democratic Local Governance in Southeast Asia (www. DELGOSEA.eu) began in March 2010, 16 pilot cities from five countries have committed themselves to enhancing their local service delivery so that living conditions in their municipalities could be improved. The 16 cities have chosen best practices from other countries in one of four areas people s participation, institutional governance, urban inclusive services and fiscal management to learn from and replicate these success stories in their own cities. The purpose of this publication is to illustrate the replication process of Wakatobi. Starting with a brief description of the best practice example chosen for replication, it continues with a brief overview of the transfer concept itself, i.e. the adoption of the best practice into the specific political, cultural and legal frameworks of the respective pilot city. Chapter 2 focuses on the methodology, activities and results of the replication process, as achieved by August, which is followed in Chapter 3 by a concrete example of the real impact the project has on people living in Wakatobi. Chapter 4 is looking at the challenges, the sustainability as well as recommendations for future actions. What have been the main challenges encountered during replication, and how can these be overcome? What can we learn from the experiences of Wakatobi and what would be our recommendations for those who would be interested to replicate a best practice in their own locality? Finally, how can we sustain our project activities after the project funding has ended? Chapter 5 then provides the overall evaluation results of the replication process so far. The evaluation was carried out by a specifically trained coach who accompanied the city during the last 12 months of replication. Over the last few months DELGOSEA has produced many publications. In total, 16 best practice descriptions have been published, as well as a textbook and teaching guidelines on the best practice transfer, and now, with this publication, our experiences during the replication process itself. All publications can be downloaded from

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7 3 Documentation of Wakatobi, Indonesia: Low Carbon City List of Authors: Nadar S.IP,M.Si, is the Head of Development Administration Section at the Regional Secretariat Wakatobi Regency. He served as the Secretary of the Working Group in DELGOSEA s Working Group and as the local coach. Noval Monali, is a civil servant employee at the Department of Culture and Tourism of Wakatobi Regency. He was actively involved in the best practice (BP) transfer to develop the concept design, public awareness strategies on the waste management, as well as in monitoring and evaluation of the BP replication activities. La Ode A.Ready Putra, works as a civil servant at the Wakatobi Planning and Development Agency. He was actively involved in the BP replication project from the preparation of the concept design to the monitoring and evaluation phase.

8 4 Table of Contents Documentation of the Transfer Processes of...ii Wakatobi Regency, Indonesia About this Publication...1 Chapter 1: Introduction into the...5 Best Practice and the Transfer Concept 1.1 Description of Best Practice Description of the Transfer Concept...6 Chapter 2: Methodology, Activities and Results of...9 Best Practice Replication in Danang City 2.1 Description of the Methodology Description of Results, Main Activities and Outputs...11 Chapter 3: The Impact of Best Practice Replication Impact of Replication on the People Living in Wakatobi Regency Success Stories...15 Chapter 4: Challenges, Sustainability and...17 Recommendation for Future Actions 4.1 Challenges and Problems during Replication and the Solutions Mechanisms to Ensure Sustainability and...17 Activities Foreseen after August 4.3 Recommendations for Other Cities which Intent to...18 Replicate a Best Practice from Another Country or City Chapter 5: Monitoring and Evaluation of the Replication Process Annex...20

9 5 Chapter 1: Introduction of the Best Practice and the Transfer Concept It was a big fortune for the Wakatobi Regency being elected as one of DELGOSEA pilot places in Indonesia. Purpose and values developed by the DELGOSEA project are in line with the vision and missions of the local government s short and long terms development planning, especially in bringing into reality the practices of democratic local governance principles. As per direction of Project the initial step begins with an intensive study to determine which best practice to choose from amongst 16 BPs in the area of local government in five participating countries. The best practice selection could be selected from four thematic areas: peoples participation in planning and decisionmaking, institutional government, inclusive urban public services, and fiscal management and investment planning. From these four areas the Wakatobi government selected the Low Carbon City BP from Muangklang Thailand as the model for replication based on the consideration that it was successfully implemented in Muangklang by the local government under the leadership of Muangklang Mayor Mr. Somchai Chariyacharoen supported by all stakeholders including the local communities. Although there is a fundamental difference between Muangklang in the livelihood sectors (Muangklang is an agriculture area while Wakatobi depends on its sea resources) and both cities follow similar basic principles for development, i.e. basing it on environmental preservation. The Prasae River serves as the Muangklang s main source of water for agricultural plantation while the Wakatobi government is very concerned to preserve the sea and its ecosystem for a sustainable regional development, which is based on two key sectors namely marine and fishery and the tourism sectors. The Low Carbon City program consists of four main strategies: 1. City of trees: a strategy to turn Muangklang into a city with green gardens to preserve and produce oxygen; 2. City of waste reduction: a strategy for managing waste in order to minimize the environmental degradation and keep its sustainability, and to turn waste into valuable products in order to increase the local economy. The waste management has three principles: reduce, reuse and recycle; 3. City of energy efficiency: a strategy to establish urban life in order to implement the efficient use of energy and reduce the impact of pollution resulting from emissions; 4. City of sustainable consumption and quality of life promotion: a strategy to ensure the maintenance of urban food security systems.

10 6 The following innovations were implemented: A comprehensive waste management system was set up. Instead of constructing a complete building with a sophisticated incinerator, a simple outdoor conveyer belt was used. Separable organic wastes are also collected for producing compost. This meant that a large amount of the daily disposal could be reduced at the municipal landfill. Introduction of natural gas vehicles (NGV). Buses with conservative tramlike appearance have encouraged people to use public transport around town instead of private cars. This reduces overall fuel consumption. Improvement of water quality: In the municipal market, discarded vegetable leaves and fruit peels are collected to produce E.M. (Effective Micro organism) concentrate. The concentrate is then used to improve the water quality of the river by adding it into the municipal sewer at different locations. The rest can be fed to animals in the municipal farm. Their manure is collected and sold; The municipality also introduced grease traps to equip houses and shops along the riverside and in the city. Grease traps reduce the river s organic load, thus greatly improve the overall water quality of the river. Collected grease is transformed into fuel bars, which serve as supplementary fuel in the municipal slaughterhouse and reduce the use of firewood. These activities were mainly funded through the local government s annual budget and with some contribution (financial and material) from private companies such as Apina Industry, National Starch and Chemical as well as from neighboring area like Rayong Province, which supported grease traps for Muangklang municipality to install in houses. 1.1 Description of Best Practice The name of Wakatobi is an acronym of four main islands: Wangi-Wangi, Kaledupa, Tomia and Binongko. The Wakatobi archipelago is widespread over Km2 and consists of the 823 km2 land areas or only 3% of its overall area. Wakatobi population currently accounts for as many as 115,502 inhabitants, with the majority of them working as fishermen and inter-island traders. Wakatobi is blessed with rich natural sea resources. It has the highest biodiversity in the world. Based on the recorded data, there are approximately 942 species of fish in Wakatobi underwater areas. Of more than 850 species of coral reefs in the world, 750 species are in the Wakatobi marine waters and the surrounding areas (source: Operation Wallacea, 1997). In addition, Wakatobi lies in the coral triangle area (World Coral Triangle), which is one factor that enables Wakatobi to play an important role in the

11 7 development of Indonesia s maritime potential. As a newly established autonomous region, Wakatobi is speeding up its efforts to carry out development activities in various fields. With the background of the objectives and conditions of the region as mentioned above, Wakatobi s regional vision is: The realization of the Real Underwater Heaven in the Coral Triangle Center supported by two leading sectors namely the Marine Fisheries and Tourism. The development activities carried out so far have positive impacts in terms of inmproving the economic condition but on the other side have also brought negative consequences. The main problem is the increasing pressure on the environment as a result of increased community activities and the implementation of physical development. The indicators showed that the waste problem was the most crucial and therefore needed to be handled urgently. The conditions at the beginning of the project showed that for many reasons the waste management system in Wakatobi was not working well. Public awareness and participation to support the waste management program was very low. Most people tended to litter and did not have the knowledge and skills to manage waste and turn it into something more useful. This condition was exacerbated by the lack of capacity of the local government staff responsible for the public service, the limited human resources, and lack of supporting facilities and infrastructure. This led to high volumes of untreated waste and especially the concentration of waste disposal at sea. If this problem was not addressed immediately, it would have accelerated the environmental destruction in Wakatobi. Based on the facts above, waste management is now prioritised in the regional development agenda and placed as one of the Regional Development Grand Strategies called the Integrated Waste Management. Supporting Factors The Regional Vision Local Government Grand Development Strategies Delgosea Project (transfer of knowledges) Status of Wakatobi Area The world s coral tiangle center Clean sea water with the highest bio diversity Multipurpose tourism destination Picture 1. Background of the BP Transfer Concept Pressured Population growth The intensity of development activities Environmental degradation: eksploitation, of environment, increased waste productions, etc.

12 8 Based on the chart above, Wakatobi Government established a work plan with the theme: The Development of Integrated Waste Management System to Preserve the Sea Water Quality. The pilot areas are in Wangi- Wangi Sub-district and Southern Wangi-Wangi Sub-district. It is expected that the Wakatobi government can learn from the successful experience of Muangklang City in managing the Low Carbon City program.

13 9 Chapter 2: Methodology, Activities and Results of Best Practice Replication in Danang City 2.1 Description of the Methodology a. The project s initial phase Wakatobi s participation in the DELGOSEA project was formalized in the Memorandum of Understanding (MoU) that was signed on November 1st, 2010 by the former Executive Director of Association of the Indonesian Regencies (APKASI), Mr. Rudi Alfonso and Dr. Rudolf Hauter, the Secretary General of the United Cities of Local Government. As the follow up of the MoU, the Wakatobi Government took concrete steps by conducting intensive discussions with key stakeholders at the central and local levels, with the main purpose of identifying the most relevant strategic issues that should be chosen as priorities in the implementation of the best practice (BP) transfer in Wakatobi. The main parties involved in the discussions were ADKASI and the Wakatobi Parliament. The preparation phase of the BP replication program began with the establishment of the Working Group (WG) which was officially approved by the Wakatobi Head of Regency with the Decree No. 110 A/2011 and subsequently amended by Decree No. 382.A/ 2011 about the establishment of the Working Group as the core team in the Wakatobi BP replication. The WG consists of representatives of the local government and parliament, universities, NGOs and media. To introduce the overall DELGOSEA project and the selected Low Carbon City BP to the Working Group and the relevant agencies within the Wakatobi Government, an information meeting was held in Wakatobi from 17 to 18 February, This introduction was followed by a capacity development workshop for members of the Working Group from 2-5 May 2011, aimed to produce a BP transfer concept design. This transfer concept set realistic project achievements, measurable and integrated across sectors, including the budget support from the government units (the budget proposal was then submitted to the local parliament for approval). b. The development and approval of the BP transfer concept The draft of the BP transfer concept that was developed in these workshops needed to be refined and presented in a systematic way, so that it could be understood easily by all the stakeholders involved in the project. For that purpose a small team of five people was formed for a month and charged to develop a clear and concise BP transfer concept in close consultation with all members of the Working Group.

14 10 Although much could be learned from studying the best practice and discussing it in the Working Group meetings, there are substantial waste management activities that require a deeper observation in the field. With the support of the DELGOSEA project, a study visit was conducted to Muangklang, Thailand, from June 2011 with seven participants from the Wakatobi government and the national coach led by the DELGOSEA national coordinator. In Muangklang, the visitors received a warm, friendly and very impressive welcome from the mayor and the people of Muangklang City. The agenda of the field visit included a presentation by the Muangklang mayor about the four strategies of the Low Carbon City, visits to the Learning Center and the landfill site, a boat trip along the Prasae river to see the condition of the river, visits to schools to watch and discuss with the manager and students about student participation in environmental management through the implementation of Garbage Bank and River Spy, and a city tour. The participants felt that they gained much background knowledge by having been able to observe directly the whole waste management system implemented by the City Government of Muangklang. The knowledge and experience gained during the study visit were valuable inputs for the improvement of the existing work plan. After several rounds of changes, the transfer concept was finally signed on August 22, 2011 by the Head of the Wakatobi Regency as an official planning document to be used as a reference and for guidance by the Regency. c. Budgeting and implementation The Wakatobi government is expected to fund activities as outlined in the work plan not just from the municipalities budget but also from other sources such as DELGOSEA and the private sector. The allocation of the budget for the program and its activities is in accordance with responsibilities of respective government units, including: the Planning and Development Agency, Department of Hygiene, the Environmental Agency, the Department of Education, the Office of Industry and Trade, the Department of Public Works, District Office, and others. The total budget allocated is IDR , - (Two Hundred Fifty Million) in the fiscal year 2011 and IDR. 4,219,150,000, - (Four Billion Two Hundred Nineteen Thousand One Hundred Fifty Thousand) in the fiscal year. The BP replication program and activities as agreed in the Wakatobi transfer concept began in October 2011 and ended in August to fit with the timeline of the DELGOSEA EU-cofinanced project. However, the BP replication project is continuing and has become part of the long-term strategy for Wakatobi in line with the local government s development plan. Many different members of the local community were actively involved in the execution of activities including community leaders, religious leaders, youth leaders, women leaders, non-governmental organizations, the media, business people and housewives as members of the dasawisma group (ten

15 11 households group). The program also gained full supports from school principals, teachers and students. d. Monitoring and evaluation To measure the extent of achievement of the BP replication, the progress was regularly monitored and evaluated each month. At the task force/ working group level, the evaluation was done through regular internal meetings every month as well as additional meetings whenever needed. The DELGOSEA team also conducted monitoring in two phases. The first phase lasted from October to December 2011 and the second phase from February to May. 2.2 Description of Results, Main Activities and Outputs Based on the analysis of the existing condition of waste management in Wakatobi and learning from Muangklang best practice, Wakatobi s replication strategy has three main objectives (also called strategy elements) with several results and activities linked to each of them: a. Increasing awareness and public participation Results to be achieved from the implementation of this strategy element are an increase in stakeholder awareness and behavior change towards waste management. Various activities were carried out to achieve this result, including: 1. Increasing awareness of and participation in waste management at school level 1.1. A workshop for teachers to help them integrate school subjects about the environment and in particular waste management system was held on 30 November It was agreed that the responsibility to provide environmental education for all students, in particular on hygiene and waste management issues, is the responsibility of all teachers. Currently, all schools in the city have implemented a pilot site for learning about environmental education and waste management knowledge. 1.2 Clean Saturday activities at schools. This activity has been institutionalized in all the schools in the pilot sites. Every Saturday for about half an hour, before entering the classroom, all students at each school clean the school grounds. Currently 80% of the existing number of schools in Wakatobi are very clean and healthy and have beautiful school gardens.

16 12 2. Increase awareness of and participation in waste management at the level of citizens. 2.1 A manual about the waste management system was printed and distributed in all communities, both to the general public and to schools libraries. The booklets were written in a very simple form so they could be easily understood by all people. 2.2 Public education about the waste management system through public education meetings and distribution of leaflets. 2.3 Clean Saturday in every village: all members of the community spent about an hour in the morning to clean the streets, parks and other parts of the village environment. 3. Strategic communication through the media 3.1 Designing waste icon and logo; 3.2 Promotion of activities through the local printing media called Radar Buton Newspaper; 3.3 Promotion of awareness and behavior changes through publication and dissemination of information via the electronic media: local radio and local television (Wakatobi TV). b. Increasing stakeholder coordination Well-functioning coordination is very important for the success of the BP implementation. Not only is this true in itself, it is also explicitly part of the DELGOSEA project itself where the participatory principle has always been emphasized. Strategies to improve coordination amongst local stakeholders were therefore developed with the aim to increase the involvement of all stakeholders. The Regent Decree on the Establishment of the Working Group on Replication of Best Practice, which originally only consisted of less than ten members, was changed to a new decree in October 2011 to include broader stakeholders involvement and facilitate the coordination process between all parties concerned. Key stakeholders involved in coordinating the replication process not only came from the Working Group but also from other parts of the community: the local government, the legislative, government units, NGOs, press, the private sector, schools, organizations and sub-districts governments. c. Development of regulations and the Solid Waste Management Facilities Center The main aim of this objective/strategy element is to ensure the effectiveness and sustainability of the Integrated Waste Management System in Wakatobi as part of an effort to preserve the quality of the seawater. The government

17 13 of Wakatobi has realized that it needs an adequate waste regulatory system as well as adequate waste management facilities. 1. Development of Regulations Ideally, a waste regulatory system is developed in three stages, going down from the district level to the village level. At the district level, the required regulatory system is in the form of legislation and the Waste Management Strategic Plan with a minimum of five years planning. At the village level, the regulation can be established by agreement and in form of village regulations. 2. Development of Infrastructure and Waste Management Facility Center One of the main reasons that waste management became such a big problem in Wakatobi was the lack of publicly owned infrastructure and facilities as well as the lack of qualified staff to operate such facilities. In the local government allocated a budget for the procurement of waste management infrastructure. This was done through the relevant technical units, i.e. the Sanitation Department, the Environment Agency and the Department of Public Works. To improve management capacity, the Sanitation Department recruited additional personnel in (27 people) and put a new operations officer in charge of handling waste problems along the coast and canals of Mola village. 3. The construction of the Waste Management Centre (Learning Center) building The Learning Center (LC) is expected to deliver significant benefits for the effort to overcome the waste problem in Wakatobi. It is following the design and example of the successful Learning Center in the location in the best practice, Muangklang, Thailand. The local government has a vision to turn Wakatobi into the location of a new waste management best practice in the region.

18 14 Chapter 3: The Impact of Best Practice Replication 3.1 Impact of Replication on the People Living in Wakatobi Since the project activities have only been implemented for a few months and are still on-going, there is not yet enough data available for measuring the precise impact. However, first impressions are available, relating to the environmental, social and economic impact of the project. a. Environmental impact Even without hard data being available, the success of the BP replication is visible in pictures, which show dramatic changes in the quality of the seawater and the cleanliness of the canal. One of the indicators for environmental impact was an improvement in the clarity of the seawater compared to the time before the project, especially in the vicinity of the pilot city. This has visibly been achieved. There has clearly been a reduction in the volume of waste disposed in the sea at various monitoring points. The same could be witnessed on land, where plastic waste had been noticeably reduced. The residential neighborhoods look neater, cleaner and healthier. b. Social Impact The project has already shown some noticeable, if not necessarily measurably, impact on community life. The participation level in the various replication activities is high and is reflected in the many efforts undertaken to maintain awareness of environmental actions as well as the practice of waste management at household level, in schools, government offices, business and public places. There is also an increased sense of community when it comes to dealing with sanitation and waste management. People have switched from seeing waste as a problem that only the government should deal with to a collective challenge that can be addressed through communal actions. This is very noticeable in the turnout and the atmosphere during the Clean Saturday activities. c. Economic impact When done properly and effectively, waste management, especially recycling, can be a source of income. This aspect of the best practice was one of the last to be developed, but there is already some evidence that local livelihoods have improved as a result of the project activities. 1. Groups of housewives in the pilot site city are utilizing waste products for manufacturing of handicraft products that they sell and thereby provide additional family income; 2. Local businesses have become involved in waste management, including the collection of plastic and packaging projects for resale;

19 15 3. As the water quality improved, both the fisheries sector and marine tourism industries have started to develop very well. Sea catches have already increased and the number of tourists who come for diving is on the up. 3.2 Success Stories There are a variety of smaller and larger success stories to be told as a result of the best practice replication in Wakatobi the progress of the project is reflected in the narrative of change in the pilot city. Some examples are: a. A workshop with teachers The Wakatobi Local Government has starting the implementation of BP replication in October To strengthen the coordination and set a clear job division among the government units, they conducted a meeting on Menami Ship in Wangi-Wangi, the capital of Wakatobi on November 29th, A workshop with teachers from all schools in Wangi-Wangi took place a day after, discussing the integration of waste management information into the relevant school subjects, in order to build pupils awareness of a healthy life style and environmental concern in their daily life. b. An Environmental Hero Mr. Tona is an environmental campaigner from Mola Bajo. He is a professional diver who works as a Dive Master Trainer in Wakatobi. His desire to create a clean environment in the village of Bajo prompted him to clean the canal around his and his neighbor s home himself, so that young children can swim in its clear water. He claimed that he was motivated by the aspiration to create a waste-free village Mr. Tona suggested that this activity could be continued through the provision of infrastructure and supporting tools and equipment, as well as through institutional strengthening and empowerment so that this activity will not take place in isolation, but gradually become part of the culture. c. Cleaner school and harbor environment During a monitoring visit, the so-called investigation team found some progress in schools and the harbor area. Children are more aware of how to keep their environment clean, for example, they are not anymore throwing their rubbish on the ground, but put it in their pockets until they find a rubbish bin of which there are more around then there used to be. The harbor and the shipping boats are cleaner and people show more discipline in keeping the sea environment clean. d. Establishment of the Waste Management Learning Centre In February, the Working Group conducted a meeting to determine the location of the Waste Management Learning Centre. This was also an

20 16 opportunity to discuss preparations for the establishment of the center, such as procurement of equipment, training for employees, including some training on how make the grease traps for household and Effective Microorganisms (EM). It was decided that the DELGOSEA coordination office would liaise with the best practice city of Muangklang to involve experts from the city for some capacity building activities. Further activities were carried out to make sure the building was constructed and personnel trained. e. Clean Saturday in Wakatobi Every Saturday, the community of Wakatobi gets together in a joint cleanup session to ensure that their environment remains free of rubbish. All schools, government offices and ordinary citizens allocate some time for this community service. f. Setting up of the Waste Management Partner Community Forum (Compost Forum) As a pilot project, so-called compost forums were established in the sub-regencies of Wangi-Wangi and South Wangi-Wangi. This initiative is designed to disseminate the best practice replication program to all levels of community and to reach out to people living in remote areas. The idea is to implement awareness-raising activities on the importance of keeping the environment clean, to teach the community to recycle waste as well as building community support for the program. People will be taught about hygiene and sanitation practices, including the composting of organic waste materials and the making of grease traps for their households. A first meeting of these forums in May attracted 60 and 90 people respectively, representing a cross-section of the community, including teachers, housewives, religious leaders, community leaders and ethnic leaders.

21 17 Chapter 4: Challenges, Sustainability and Recommendation for Future Actions 4.1 Challenges and Problems During Replication and the Solutions While the best practice replication is going well and no major challenges have been encountered, there are a few activities that are not going as well as had been expected for the following reasons: 1. At the beginning, the roles and responsibilities of each stakeholder, especially government agencies and units were not optimally integrated, which led to some coordination problems. This has now been addressed, new coordination mechanisms have been set up and the system is operating more smoothly. 2. In some parts of the municipality, especially the downtown residential area, the level of public awareness was slow to rise and the participation in cleanup activities remained relatively low. Since Wakatobi is aware of this challenge, a new communication strategy has been developed, targeting specifically the areas where the community involvement is low. 3. The regulatory framework for waste management was insufficient at the start of the project and the enforcement rate of existing legislation was low and inconsistent. New legislation is being created and there has been a dramatic improvement in the way existing rules are applied. 4. The resources of the local government, in particular for the procurement of facilities and infrastructure is limited and the support of central government through several line-ministries is needed to support the continuing success of the replication process. Since the project is integrated into the local development plan, however, it is expected that there will be a budget for these activities in the next financial year. 4.2 Mechanisms to Ensure Sustainability and Activities Foreseen after August To realize the goals and objectives specified in the replication process requires considerable time. Since the DELGOSEA project implementation period was short, it was clear from the start that a strategy had to be in place to continue the activities. The replication program has therefore been included in the Wakatobi Grand Strategic Planning document, i.e. the local development plan until Therefore the annual activities of the BP replication program will get the budget support from the local government as well as from the local council, where members have strong commitment to support the continuation of this replication process.

22 18 Most of infrastructures and facilities of the Waste Management Learning Centre are in the development and procurement stage. It is expected that the Learning Center will be operational in December after the official launching event at the Wakatobi District anniversary event. The aims of the replication for future years have been further defined by a regional regulation in which the policy priorities and targets to make Wakatobi as the location of Best Practice in Integrated Waste Management are laid out. This will be supported by a variety of activities and sustainable financing. As a next stage it is planned to formulate the Rancanagan Regulation on Waste Management that would be the legal base for the implementation of the Integrated Waste Management System in Wakatobi, not only in 2 (two) districts in the coverage area of the current pilot city but in all districts in Wakatobi region. 4.3 Recommendations for Other Cities Intent to Replicate a Best Practice from Another Country or City During the start-up period: Wakatobi made very positive experiences with the replication of a best practice and can only encourage other cities to take up the challenge. There are, however, a few details that should be kept in mind when embarking on such a project: 1. It helps with the progress of the replication if the necessary regulatory framework is in place before the start of the implementing activities. This saves time and makes it easier to get projects off the ground. 2. A very close study of the best practice example is recommended; ideally a study visit should take place very early on, so that the local government can be certain that the best practice is a good match for the problems and challenges in its own city. 3. To avoid coordination problems, it is helpful to assign a contact person in each department involved (or each stakeholder organizations) and to establish a regular schedule of meetings to ensure that the cooperation between various parts of the government as well as other organizations is functioning well. 4. A good communication strategy is very important. It should include print media, but also meetings with community representatives from an early stage on, to ensure optimal people participation. If the community does not take a project to heart, its chances of success are slim.

23 19 Chapter 5: Monitoring and Evaluation of the Replication Process Monitoring and evaluation was at the heart of the DELGOSEA strategy, and Wakatobi was visited four times between October 2011 and June by the National Coach, representatives of the LGA and DELGOSEA. The aim was not just to monitor the process, but also to offer guidance and assistance to the city. Any problems could be addressed quickly and solutions found in a participatory process. The last monitoring report showed that the project has achieved a significant improvement in several environmental aspects, especially in managing waste and creating a clean and green environment. There was also a noticeable increase in information about environmentally-friendly living and routine sanitation issues via local television, radio churches and mosque, which helped to get the community involved in the project. A great innovation was the Compost Forum a novel and successful initiative to disseminate waste management information as well as to assist community members in waste segregation and recycling. It was noticeable that the BP replication process in Wakatobi got serious support from local government and other stakeholders. This is mainly reflected in the budget for the policy alignments and the adoption of the activities into the existing regulatory system. The most encouraging development is that communities in the pilot city responded positively and were getting involved to help succeed with the project.

24 20 Annex Name of Pilot City, Country: Wakatobi Name of Reporter: Dendy Borman Thematic Area: Inclusive Urban Public Services Project Title: The Preservation of Sea Water Clarity through Integrated Waste Management Monitoring Period: June Specific Objective (as stated in the project design) Preservation of sea water clarity through integrated waste management Indicators (as stated in the project design) 80% sorted waste brought to landfills Teaching materials about waste management is integrated in teaching subjects in kindergartens, elementary and junior high schools Households industries are doing waste sorting and waste disposal to its proper places Communication strategy built up through community media Health promotion and information distribution through socialization Grease trap using in households Possible Risks (external and internal) Sanitazion Dept Education Dept Santitation/ Enviromental body and communication Dept Health Dept Sanitazion Dept Internal: The Local Council does not approve the budget for replication process. External: Communities refuse to involve in the project Technical coordination at the implementation level

25 21 Results (as stated in the project design) Indicators (as stated in the project design) Status quo at the beginning of the project Status in June Result I: 60 % of households and schools in pilot area are aware and able to do waste segregation, dispose waste in the collective garbage bins at the scheduled times Act 1.1. Waste management campaign at schools to build awareness and participation Please list all activities which lead to result I: Step 1 Involving students to monitor waste at canals and village areas through Canal Spy Program Step 2 Clean Saturday Program to clean canals and schools Planned October 2011 October 2011 Executed October 2011 Extend to Q2 October 2011 Steps achieved-until last period Local couch/ WG Head of Regency issued a circular letter about the Saturday Clean Program which should be conducted every Saturday in all offices and villages in Wakatobi. October 29th, 2011, the government conducted the first Saturday Clean Program as a mass activity participated by students in Wangi Wangi (+/- 700 students), civil servants from all offices, as well as military personnels by all schools in Wangi Local couch/ WG Clean Saturday Program was organized in Oct 29, 2011 The program was participated by all schools in Wangi Wangi with total 719 children. The event will be conducted every Saturday in offices and schools. Steps achieved-in current period School students continue to be taught to maintain a clean environment by teachers. The term of canal spy will be change consider that the spy program will implement to other school outside Mola which dont have canals. There will be a workshop for teacher and student in next monitoring visit (April) to discuss some program of Education department including canal spy and waste bank. Delgosea office (Nat. Cordiantor) promised to create guidelines fot canal spy. Coordination among government officials are increasing showing by the frequency of coordination meetings to share information and informal meetings to discuss the implementation of activities. Problem faced and follow up action Waiting for the budget release and the right time to invite a National Figure especially for Children Psychology that is also familiar with children programs (e.g. Kak Seto) to deliver a workshop for Bajau children.

26 22 Please list all activities which lead to result I: Step 3 Establishing Waste Bank at school Step 4 Meeting and lobbying to integrate waste management education on the local subject school curriculum (MULOK) Planned November 2011 October 2011 Executed April Eduaction dept. (Pak La Ijo) Local couch/ WG Eduaction Dept. Steps achieved-until last period Steps achieved-in current period Problem faced and follow up action Not conducted yet Cancelled; no follow up yet so far. One Workshop was organized in November 2011 participated by schools in Wangi Wangi In progress There is agreement among Education dept and schools that Waste management would not put in spesific subject (MULOK) but will intergated to all subject in school. In progress.

27 23 Results (as stated in the project design) Indicators (as stated in the project design) Status quo at the beginning of the project Act 1.2. Waste management socializations at the community level to increase people awareness and participation Please list all activities which lead to result I: Step 1 Drafting technical guidelines about waste management system Planned October 2011 Executed January Steps achieved-until last period Status in June Steps achieved-in current period Local couch/ WG WG is developing a pocketbook about the waste management program and guidelines Step 2 Distribution of information to community about the waste management system Step 3 Social Activities every Saturday to clean the environment Step 4 Free garbage campaigns to keep the environment clean (e.g: the use of reusable shopping bags) October 2011 October 2011 every Saturday in every month. Februariy October 2011 October 2011 All Month in Local couch/ WG using the Bupati Circular Letter Local couch/ WG using the Bupati Circular letter The information distributed to community using the Bupati Circular letter The Saturday Clean Program conducted in October 2011 distributed through local newspaper, local television and billboards On going. Every Saturday in schools but not in all villages Problem faced and follow up action Done The waste management pocket books are printed and distributed to communities. Done On-going and assisted by members of the Forum Kompos. On-going campaigns through the groups of community such as Dasa Wisma and Forum Kompos.

28 24 Results (as stated in the project design) Indicators (as stated in the project design) Act 1.3. Building awareness through communication strategy Please list all activities which lead to result I: Step 1 Waste management information through religious activities in churches and mosques Step 2 Creating free garbage icons and logos as campaign tools Step 3 Create local television advertisements about free waste environment Planned December 2011 all months in Q1 and Q2 Q1 and Q2, Executed All Month in January All month in Local Coach/ Camat Wangi-Wangi and Camat Wangi-Wangi selatan Steps achieved-until last period Steps achieved-in current period The information was delivered when people gathering in Mosque or Church every Friday and Every Sunday WG/ Local Coach The logo of Clean Wakatobi movement placed/broadcasted in every available media (billboard, backdrops, books, etc) Local coach It is not a short movie/ fragment but in newsticker or running text Step 4 Developing free waste environment materials a. Establishing billboards of Free waste village b. Placing the information board at the village hall Q1, January February One billboard placed in Mola, two billboard (logo of GO WASH) were placed in strategic location in Wangi-Wangi Problem faced and follow up action On going. Done. On-going. The advertisement on tv changed to radio advertisement which is more efffective and budget efficient. Done.

29 25 Results (as stated in the project design) Indicators (as stated in the project design) Act 1.4. Distribution of information about the using of grease trap in households Please list all activities which lead to result I: Step 1 Establishing the information team Step 2 Scheduling the campaign activity Planned Executed Q1, January to May Q1, January Steps achieveduntil last period Steps achieved-in current period WG/ Local Coach The information team would be in local community group in form of Dasa Wisam and Forum Kompos Problem faced and follow up action Done in Wangi-Wangi and Wangi-Wangi Selatan, and will be expanded to all sub districts in Wakatobi. Local Coach Campaign activities will be integrated into the program of each local government unit.

30 26 Results (as stated in the project design) Result II: Adequate waste facilities and infrastructures at the village and regency levels available Please list all activities which lead to result II: Activity 2.1 Developing 5 units of temporary landfills in pilot areas Activity 2.2 Procurement of 10 units of wheelie bins Activity 2.3 Procurement of 5 waste boats Indicators (as stated in the project design) 5 units temporary landfills available 10 wheelie bins 5 waste boats 1 waste truck 1 wheelie bin for Mola Harbor Size 2m3 (one organic waste landfill and one non-organic waste landfill) Planned Executed Status quo at the beginning of the project Steps achieved-until last period Status in June Steps achieved-in current period Problem faced and follow up action Q2&Q3 Q1 & Q2 Q1 & Q2 April - June Head of Clean and sanitazion dept The procurement procedure is in progress. Bidding will be in May- June. Facilities are expected to run in August. April - June The procurement procedur is in progress. Bidding will be in May- June. The facilities are expected to run in August April - June The procurement procedure is in progress. Bidding will be in May- June. Facilities are expected to run in August.

31 27 Please list all activities which lead to result II: Activity 2.4 Procurement of 1 waste truck Activity 2.5 Procurement of 1 unit of wheelie bin for Mola harbor Activity 2.6 Developing of 1 temporary garbage bin at Mola harbor made from plastic Activity 2.7 Procurement of one unit plastic wheelie bin Activity 2.8 Developing of Grease Trap Step 1 TOT on the making of grease trap by expert from Muangklang Step 2 Producing/developing grease trap Planned Executed Steps achieved-until last period Steps achieved-in current period Problem faced and follow up action Q2 April - June The procurement procedure is in progress. Bidding will be in May- June. Facilities are expected to operate in August. Q2 April - June The procurement procedure is in progress. Bidding will be on May-June. The facilities expected to run on August Q1 & Q2 April - June The procurement procedur is in progress. Bidding will be in May- June. Facilities are expected to run in August. Q1 April - June The procurement procedure is in progress. Bidding will be in May- June. Facilities are expected to run in August. Q1 & Q2 May June Training on the making of grease trap and EM is scheduled in June/July. Q1 June CANCELLED Training on the making of grease trap and EM is scheduled in June/July. Q1 & Q2 May June Will be developed after the TOT.

32 28 Please list all activities which lead to result II: Activity 2.9 Developing and operating 2 units of conveyor belt Step 1 Training for intergrated landfill management and operation by expert from Muangklang Step 2 Training the operation of conveyor belt & Appointing technical team to operate and do the maintenance of the conveyor belt Planned Executed Steps achieved-until last period Steps achieved-in current period Problem faced and follow up action Q1 The procurement procedur is in progress. Bidding will be in May- June. facilities are expected to run in August. Conveyor belt will be set up when the infrastructure is ready so it is important for the local government to stick on the procurement schedule Q1 June In June/July. Q1 June The procurement procedur is in progress. Bidding will be in May- June. Facilities are expected to run in August. Conveyor belt will be set up when the infrastructure is ready so it is important for the local government to stick on the procurement schedule.

33 29 Please list all activities which lead to result II: Activity 2.10 Procurement of 1 unit tractor Step 1 Procurement of tractor Step 2 Technical staff training for operating and maintaining the tractor Activity 2.11 Procurement of 1 unit of compactor Step 1 Procurement of compactor Step 2 Technical staff training for operating and maintaining the tractor Planned Executed Steps achieved-until last period Steps achieved-in current period Problem faced and follow up action Q1 & Q2 Q1 & Q2 May/ June The procurement procedur is in progress. Bidding will be in May-June. Facilities are expected to run in December. Tractor will be operated when the infrastructure is ready so it is important for the local government to stick on the procurement schedule. In process. Q1 & Q2 Will be conducted after the procurement. Q1 May - June The procurement procedur is in progress. Bidding will be in May- June. Facilities are expected to run in December. Q1 May In process. Compactor will be set up when the infrastructure is ready. Q1 June Will be conducted after the tractor purchased (depends on the budget availability).

34 30 Please list all activities which lead to result II: Activity 2.12 Procurement of 2 units of crushers Step 1 Procurement of crushers Step 2 Technical staff training for operating and maintaining the tractor Planned Executed Steps achieved-until last period Steps achieved-in current period Problem faced and follow up action Q1 The procurement procedur is in progress. Bidding will be in May- June. Facilities are expected to run in August. Crusher will be set up when the infrastructure is ready. Q1 May - June In progress. Q1 June Will be conducted after crusher bought (depends on the budget).

35 31 Results (as stated in the project design) Result III: 10 % of community s income increased through waste management activities Please list all activities which lead to result III: Activity 1 Training for small scale households industries Step 1 Training of the making of EM and grease trap by Muangklang experts Step 2 Training on the making of plastic waste for handicraft Indicators (as stated in the project design) Since the training that initiated by local governmrnt is not yet conducted there is possibility that income level will not increase to 10% but pioneering in take advantage of waste product had been initiated by local people Planned Executed Status quo at the beginning of the project Steps achieved-until last period Status in June Steps achieved-in current period Problem faced and follow up action Q1 & Q2, Q1 & Q2, April Local Coach CANCELLED The training is aligned to Industrial, Trading & Koperasi Dept.programs, but the Dept do not have a clear training schedule. WG will coordinate intensively with the head of office to conduct the training Q1 & Q2, The training is aligned to Industrial, Trading & Koperasi Dept.programs, but the Dept do not have a clear training schedule. WG will coordinate intensively with the head of office to conduct the training. There is one household workshop that produces handicrafts from plastic waste in Mola Village. WG could develop a cooperation with it to conduct training for the local people.

36 32 Results (as stated in the project design) Result IV: Sewage treatment at the village and town levels functioned Please list all activities which lead to result IV: Activity 1 Drafting of local ordinance and strategic plans (at the regency and village level) (including in it point that regulate the provision of incentive to market actors which doing waste sorting Activity 2 Establishing Community Forum of Waste Management Partners Activity 3 Managing Waste collection Step 1 Appointing trained employee team Indicators (as stated in the project design) Sewage treatment at the village and town levels functioned Status quo at the beginning of the project Status in June Planned Executed Steps achieved-until last period Steps achieved-in current period Problem faced and follow up action Q1, January Working Group/ Local Coach Strategic plan is integrated to Wakatobi Strategic Plan (RPJMD). The 1st local ordinance is Surat edaran Bupati (Bupati Circular Letter) Strategic plan is integrated to Wakatobi Strategic Plan (RPJMD). Q1, January May Q2, Local Coach In Progress The establishment process starts from schools involving teachers, student and the civil servants There also initiative to develop Dasawisma group and Forum Kompos in each village in wangi-wangi Forum Kompos and dasa Wisma is established and the forum had started to impelement their program and activities. Q2, April- May Training of appointed employee had conducted by TRKP3K Department

37 33 Please list all activities which lead to result IV: Step 2 Procurement of two waste collection vehicles Step 3 Setting up collection schedules Step 4 Defining two different locations for organics and non organics landfills Activity 4 Planned Executed Steps achieved-until last period Steps achieved-in current period Problem faced and follow up action Q2, The procurement is in the process, the amount may vary from logframe depend to budget allocated. Q2, Collecting schedule had been setup by Dinas TRKP3K. There will collection of garbidge on 6 am everyday. Q2, February March Wakatobi Local Government has determined a location for landfill and learning center but it still have difficulties with infrastructure support such road access and electricity. However they are doing efforts to improve the condition.

38 34 Results (as stated in the project design) Result V: Environment sanitation quality improved Please list all activities which lead to result V: Activity 1 Provision of proper family and public toilets Step 1 Build 3 public toilets Step 2 Building of 50 set proper family toilets: Collecting data of families which do not have proper toilets Building toilet for those who do not have proper ones Indicators (as stated in the project design) % of households have and use proper toilets Planned Executed Q2 & Q3, January Q2 & Q3, Q2 & Q3, Status quo at the beginning of the project Status in June Steps achieved-until last period Steps achieved-in current period Local Coach Wakatobi LG had developed one public toilet in Mola. This facility was build by cooperation with Ministry of Marine Affairs and Fiheries Problem faced and follow up action Done Wakatobi LG had developed one public toilet in Mola. This facility was build by cooperation with Ministry of Marine Affairs and Fiheries The building of public toilets will need to be adjusted to the budget provided by Wakatobi LG. In the present time one unit public toilet consists of 4 toilets built in Mola. This public toilet built with the cooperation of Wakatobi LG and the Ministry of Marine Affairs and Fisheries.

39 35 Contact Details For further information on Wakatobi Regency, please contact Mr. Abdul Manan Mobile Phone: Mr. Nadar Mobile: Website: If you want to contact stakeholders of the DELGOSEA Network - locally or region - wide, visit DELGOSEA Links: Website: Facebook: Youtube: Twitter:

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41 The project has five partner organizations, running the national offices in their respective countries. DELGOSEA partners are: ACVN, Association of Cities of Vietnam, Vietnam LOGODEF, Local Government Development Foundation, Philippines NLC/S, National League of Communes/Sangkats of the Kingdom of Cambodia, Cambodia TEI, Thailand Environment Institute, Thailand UCLG ASPAC, United Cities and Local Governments Asia Pacific, Indonesia LOCAL GOVERNMENT DEVELOPMENT FOUNDATION

42 The content of this publication is the sole responsibility of the implementing consortium under the lead of Konrad-Adenauer-Stiftung e.v. and can in no way be taken to reflect views of the European Union. LOCAL GOVERNMENT DEVELOPMENT FOUNDATION This project is co-funded by the European Union. A project implemented by the consortium: Konrad-Adenauer-Stiftung e.v., Thailand Environment Institute (TEI), Local Government Development Foundation Inc. (LOGODEF), United Cities and Local Governments for Asia and Pacific (UCLG-ASPAC), Association of Indonesian Regency Governments (APKASI), Association of Cities of Vietnam (ACVN), and National League of Communes/Sangkats of the Kingdom of Cambodia (NLC/S).