Stakeholder

dalam Penataan Ruang

R Widodo D Pramono
MPWK-UGM
 Reminder materi minggu lalu
(Reminder for Last week's material)
Pertanyaan Penting dalam
perencanaan program
pengembangan kota/wilayah
• Apakah komoditasnya(what is the commodity)?
• Siapa Konsumen/usernya(who become the
comsumers/Users)?
• Seberapa kemauan & kemampuan
membayarkonsumen/usernya(How
much is their willingness to pay)?
• Siapa saja Stakeholdernya(who become
stakeholders of the business/programs??
• Adakah dan siapa yang tertarik menjadi Shareholer
(which stakeholders are interested to become
shareholders/to collaborate)?
Kriteria Kelayakan Program
Apakah benar ada Kebutuhan,
ada Pasar ( is there really a Comodity is relay needed, there
market demand)? are potential market for this
commodity
Apakah para Stakeholder mau
bersepakat menerima (are all
stakeholder willing to accept There is stakeholder’s support/
program/bussiness to be run? acceptance
Apakah para shareholder akan
senang karena ada keuntungan (are There are stakeholders to be
all shareholder will be happy getting
shareholder to collaborate
proportional benefits/profits)?
 Azas Implementasi RTR
PERAN PEMERINTAH
1. Pelaksanaan RTR (disebut dalam undang-undang sbg •REGULATOR
Pemanfaatan Ruang) adalah dalam bentuk
prog/kegiatan fisik atau non fisik spt: •FASILITATOR
• investasi pembangunan infrastruktur, •KOORDINATOR
• pembelian/akuisisi tanah untuk fungsi khusus (misalnya •PENJAMINAN
LP2B, taman kota, Kasiba-Lisiba)
• keg. pelaksanaan perijinan pembangunan (misal berdasar
peraturan zonasi), dan insentive-disensentive
pembangunan,

2. Pelaksanaan/penyelengaraan dan PERAN SWASTA

•SUMBER IDE
pembiyaan program/kegiatan •SUMBER DANA INVESTASI
dapat dilaksanakan oleh •Keseriusan IMPLEMENTASI
• pemerintah, •Keberanian mengambil resiko
• swasta,
• Masyarakat
3. Hasil langsung dari kegiatan oleh pemerintah adalah MASYARAKAT LUAS
OUTPUT dari implementasi KEGIATAN/PROYEK •PENERIMAAN
4. BENTUK/HASIL KEGIATAN masy/swasta yang terpicu •DUKUNGAN
oleh OUTPUT adalah OUTCOME dari IMPLEMENTASI
•RASA MEMILIKI
•DATA PUBLIK
 KUNCI KEBERHASILAN
IMPLEMENTASI RTR:

• AKTOR SEBAGAI PENENTU

KEBERHASILAN, KETERLAMBATAN, &
KEGAGALAN PROYEK MELALUI
• PENERIMAAN, TIDAK MENGGANGGU
• KOMITMEN KONTRIBUSI SUMBER DAYA DAN
PEMBIAYAAN MODAL
• KEMAUAN MEMAKAI DAN WILLINGNESS TO PAY
(RETRIBUSI, PAJAK, PEMBELIAN)
• BERIKUT CONTOH SH MEMPENGARUHI KELANCARAN
PROYEK
 Contoh sulitnya Implementasi:
Reaktor Nuklir Muria (Muria Nuclear Reactor)
Walau litbang iptek nuklir telah dilakukan sejak hampir 60
tahun yang lalu, tetapi negeri ini belum juga masuk ke era
nuklir. Belum ada satupun Pembangkit Listrik Tenaga Nuklir
(PLTN) yang beroperasi di negeri ini. Penerimaan publik
terhadap nuklir yang masih kurang dan permainan politik tidak
sehat menghambat penerapan moda energi paling murah,
bersih, selamat, reliabel dan sustainabel ini [1].
Rencana pembangunan PLTN sebenarnya sudah dimunculkan
beberapa kali. Misalnya di Semenanjung Muria. Tetapi gagal
karena terjadi penolakan warga setempat. Kajian kelayakan
teknologi PLTN Korea Selatan juga pernah dilakukan [2], tetapi
tidak ada langkah konkrit untuk diterapkan dan akhirnya
menghilang. Masih banyaknya mitos-mitos yang beredar
tentang nuklir dan kurangnya kepercayaan akan disiplin kerja
anak negeri menjadi hambatan lain.
Indonesia plans to build nuclear power plants (nuclear
power) in the Muria, Central Java. Muria Mountains are
considered the most qualified as a place to stand and
operation of nuclear power plants. Besides being safe
from the earthquake, Muria area is also very close to the
water source (Java Sea) is needed to cool the nuclear
reactors. Muria nuclear power plant development will
begin in 2012 and inaugurated in 2016 is ready with a
total budget of Rp 30 trillion. Expected in 2015-2016
Muria nuclear power plant has been able to operate
with a capacity of 1000 with an investment mwat elektic
us $ 1500-1800 per kwh. Nuclear power plants require
uranium and Indonesia has two uranium mines, the
mines and the black teen-mining rirang-red soil. The two
uranium mines are located in west kalimantan. If the
Muria nuclear power plant is built will be able to
overcome the electrical energy crisis currently being
experienced by our country. Muria nuclear power plant
is planned to have six nuclear reactors with their
helplessness, or a total 600 mw 3600 mw, will slightly
reduce the electrical energy crisis, the network mainly
Java-Madura-Bali. If Indonesia has a nuclear power
plant, then Indonesia will also be entered into the ranks
of the few countries of the world's nuclear elite but
nuclear Indonesia will be used only for peaceful
purposes
 Contoh sulitnya
Implementasi: Pasar Desa
Kawasan Agropolitan

• Pasar Desa Kawasan

Dari serapan di lapangan, warga pernah Agropolitan Alas-Utan di
memanfaatkan pasar itu selama 12 hari yaitu Dusun Wanagiri, Desa Sabedo,
saat pembukaan. Setelah dicoba, tidak ada Kecamatan Utan, dalam kondisi
satupun pembeli yang mau berbelanja di kios memprihatinkan. Selain dinilai
ataupun pasar yang sudah disediakan ini. mubazir karena menghambur-
Pembeli justru lebih berhenti dan tidak turun hamburkan uang karena tidak
dari kendaraannya berbelanja sejangkauan pernah dimanfaatkan, pasar
tangan. Pembeli enggan ke pasar itu karena yang dibangun menggunakan
harus masuk dengan medan yang agak dana APBN dan APBD NTB
menurun. Tahun Anggaran 2013 ini juga
tidak terurus. Tampak dipenuhi
tumbuhan liar dan terlihat
bangunan rusak parah.
 Contoh sulitnya
Implementasi: Bandara YIA

2 Bulan Jelang
Operasional, Progres
Pembangunan
Bandara NYIA
Sudah 53%
Kuntadi · Senin, 11
Februari 2019 - 18:42
WIB

BERITA Proyek Kereta Api

Komnas HAM Minta Pembangunan NYIA Dihentikan
Sementara, Jokowi Perlu Evaluasi
Menuju NYIA
By Pitra | Desember 20, 2017 Terganjal Lahan
 Contoh sulitnya Implementasi: Reklamasi Teluk
Jakarta
Data yang diperoleh Kompas.com dari Badan Perencana Pembangunan
Daerah (Bappeda) DKI Jakarta menyebutkan, sembilan pengembang
tersebut adalah: PT Kawasan Ekonomi Khusus (KEK) Marunda PT Pelindo
II PT Manggala Krida Yudha PT Pembangunan Jaya Ancol PT Kapuk Naga
Indah (anak perusahaan Agung Sedayu) PT Jaladri Eka Pasti PT Taman
Harapan Indah PT Muara Wisesa Samudera (anak perusahaan Agung
Podomoro) PT Jakarta Propertindo.
RIBUNNEWS.COM, JAKARTA 2016/08/15- Keinginan
Menteri Koordinator Kemaritiman dan Sumber
Daya, Luhut Binsar Panjaitan mengkaji kembali proyek
reklamasi Teluk Jakarta patut diapresiasi.
Pasalnya, proyek reklamasi menguntungkan secara
ekonomi baik untuk Pemprov DKI Jakarta yakni dengan
meningkatnya Pendapatan Asli Daerah (PAD) dan
menguntungkan masyarakat yakni terbukanya lapangan
pekerjaan dan peluang bisnisnya.

Jakarta, CNN Indonesia -- Gubernur DKI Jakarta Anies Baswedan menyerahkan pengelolaan tiga pulau reklamasi yang sudah
terbangun kepada badan usaha milik daerah (BUMD) DKI Jakarta yakni PT Jakarta Propertindo (Jakpro).
Tiga pulau yang sudah jadi itu adalah Pulau C, Pulau D, dan Pulau G.
Anies telah menerbitkan Peraturan Gubernur Nomor 120 Tahun 2018 tentang penugasan kepada PT Jakpro dalam
pengelolaan tanah hasil reklamasi pantai utara Jakarta. Pergub tersebut diteken Anies pada 9 November dan diundangkan
pada 16 November.
Contoh sulitnya Implementasi: KAWASAN INDUSTRI PIYUNGAN

50 Hektare Belum Laku, Apa

Kendalanya? (Rabu, 21
September 2016 08:20 WIB)

KAWASAN INDUSTRI PIYUNGAN

Gara-gara Kandang,
Negoisasi Seret (Kamis, 13
Oktober 2016 09:20 WIB)
Stakeholder Theory

• Revealed by R Edward Freeman (Strategic Management: A

Stakeholder Approach (Freeman, 1984)

The theory argues that a firm should create value for all
stakeholders, not just shareholders. ...

Theory about how bussiness actually does and can work.....

Freeman the original firm;s

stakeholder model
 Stakeholder Theory dalam Pergeseran Teori
& Model Perencanaan (Stakeholder Theory in the
Shifting of Planning Theory & Models
Mainly From the book A
Reader in Planning Theory,
A Faludi, 1973)
• Terjadi terutama pada Theory Of..... Tipologi Teori perencanaan
PROSEDUR.... Semakin demokratis, semakin
kuat peran SH

• Pada theory IN..... Lebih dipengaruhin pada

perkembangan teknologi ----mulai dari ilmu (Faludi1973,
Friedman 1969)
kuantitatif--- GIS--pemodelan dinamik--
BIG data-- pemodelan 3 D???
(Faludi1973, )

• Pada theory FOR...... Tidak banyak berubah...

Lebih pada penajaman, misalnya pada isu
kemiskinan, kesenjangan, SDGs, Local Agenda,
Climate Change-
Misalnya Davidoff
Dipaparkan juga oleh Healey (1992), the communicative 1965, Fainstein,
turn inplanning theory, juga oleh Allmendinger (2002, p.8) 2002
dan Faludi (1986)

11
 Possibility Typologizing Planning Approach
(Procedural), SH position

APROACH/MODEL Process Media Product Indonesian practices

Rational (Scientific) Comphrehensive Mainly top down, “studio” Blue print RTRW berdasar UU
spatial planning (A Systematic-Scientific by 24/1992 & permen PU
Faludi, 1974) “planner” 11/2009

Strategic spatial Systematic-Scientific by “studio” Prioritozed Tidak eksplisit pada praktek RTR
planning (Salet & “planner” action plan berdasar UU 26/2007, Permen
ATR 1/208, di luar RTR,
Faludi 2000) dipraktekkan dalam perenc
Pembangunan

rational- (Plus) Participatory Can be Top down- Public Accepted/Supp Dalam pedoman RTR
(Arnstein 1969) in bottom up consultation orted plan maupun perenc
Spatial Planning combination; public forum, Pembangunan selalu
(Innes 1995, Healy involvent by planner ditekankan
1996)

Democratic, plularistic Collaborative & Consensus among Public Commited Dijalaknakan pada tingkat
concensus (Innes stake holder discourse Action proyek-proyek/program,
1995,Healy 1998, plan/roles jika ada tuntutan dr masy
Woltjer 2000 ) (setelah reformasi 2000
an)
Advocative (1960s planners seek to Public forum, Suportive plan Diperjuangkanoleh para
by Paul Davidoff and represent the interests including for groups aktovos, NGO
Linda Stone Davidoff, of various groups judicial
Fanstein 2002) within society institution
 Pergeseran Perencaaan Ruang
(Penatan Ruang) di Indonesia)
(Indonesian Spatial Planning Shift )

UUPR. No
26/2007..... Sama
Peratuan2 dg uu 23/1992,
Menter UUPR. No penekanan RDTR=
RUU
Stadsvorming 1980 – 24/1992: Statutory
Perencanaa
Ordonantie, Stb 1987 ; PR Renc Pengendalian Guna
n Wilayah
1948/168 (SVO, atau lebih Umum Lahan,
Localen- perkotaan di
UU Ordonansi banyak RTRW pd
Raden Jawa (1939); Ada aspek Pidana
Desentralis Pembentukan Kota) pada setiap
Ordonantie PR = thd pelanggaran,
asi (1903) Stadsvormingverorde Pedoman level, Renc
, Stb (1905) persyaratan
PR=otono ning, Stb 1949/40 ; Pembangu Rinci pada Integrasi dg
PR=prasyar pembangun
mi PR = Peratuaran na bag kota dokumen renc
at an
pengelolaa pembentukan FISIK Infrastrukt atau kab; pembangunan
pembangu perumahan,
n kota KOTA (master plan) ur substansi (UUSPPN no
nan kota transportasi
terutama akibat (Infrastructu renca adlh 25/2004)...
, tempat
perangPembentukan re SR dan PL Diperkuat dg UU CK
kerja dan
Kota Developme (detailed (more integrated
rekreasi. nt Plan) development-
Guidelines)
spatial planning)
 Perkembangan keterkaitan Pendekatan
Pembangunan dengan penataan ruang
di Indonesia (The development of the relationship between the
Development Approach and spatial planning in Indonesia)

Kerja Sama (kolaborasi)

Peran Serta Swasta
(public Private
Keinginan thd Partnership): Perpres
Ketegasan 38/2015
negara dalam
penataan ruang Kerja sama antar
(Desire for state (kolaborasi) Daerah (inter
Partisipatory assertiveness in regional collaboration) UU
Top Down spatial planning )
23/2014, PP 28/2018

Refomasi (1998), Ketegasan Kompromi,

desentralisasi (uu /assertiveness fleksibilitas program
UU 26/2007 pembangunan
22/1999), Pemilu
UU 32/2009 dengan penatan
langsung (2004) UU 2/2012 ruang (Compromise,
Partisipasi Masy. Secara flexibility of development
program with spatial
konsultatif (26/2007 UU
planning )
11/2012; UU; UU UU CK no 11/2020.
23/2014) PP 21/2021
SH highlight in COLLABORATIVE
PLANNING
• JOURNAL ARTICLE: Collaborative Planning in a Stakeholder Society

• Patsy Healey, The Town Planning Review, Vol. 69, No. 1 (Jan., 1998), pp. 1-21
• Describe the emerging forms for the system and practice of British
planning, set in the context of managing conflicts over the
use and development of land, and promoting
particular qualities of places. In some periods, these two
purposes came together, at other times, they drifted apart. Economic,
environmental, social and political pressures in the 1990s encourage
reintegration. This presents a demanding challenge requiring both the
invention of new ways of working and changes in the formal
arrangements of the planning system. It promises a more sustainable
approach to addressing contemporary concerns with qualities of place in
a 'stakeholder society’.

• Stakeholder society is the society that formed by the interplay between the
constraining force of structure on human agency and, over time, the
transforming force of agency on structure (Healey, 2003(Healey, ,
2007a(Healey, , 2007bInnes & Booher, 2014). It needs complexity and
diversity of urban governance contexts and the importance for practical
action of grasping the particularities of situated governance dynamics.
Therefore emphasized the use of `social theory', and `power', and the
development of `institutionalist' analysis
Masuknya teori Stakeholder
dalam Teori Perencanan
(Adoption of Stakeholder Theory in Planning Theory )

• Oleh Patsy Healy, 1998

Stakeholder menjadi
komponen
terpenting dalam
evolusi perencanaan
masyarakat
demokratis saat ini
(Stakeholders are the
most important
component in the
evolution of today's
democratic society
planning )
Collaborative Planning

• Collaborative planning as an approach in a multi-

stakeholder society is thus justified because it is more efficient

(reducing regulatory transaction costs in the longer term), because it

is more politically legitimate and because it 'adds value' to the on-

going flow of place-making actions, through building shared

knowledge and understanding, generating opportunities for

creative synergy, and developing the capacity among stakeholders

to work together locally to solve common problem (Heally 1998)

Collaborative Planning more
than participatory Planning

To participate is
not necesary
to share.....

The basic idea COLLABORATION

OR
to collaborate CONFLICT MANAGEMENT
is to share
 “basic” process Collaborative
Planning
• Democratic/Collaborative
• Discussion, debating, making
consensus, sharing, making
commitment AMONG STAKE
HOLDER

BERBEDA DGN
• Rational yg fokus prosesnya
• Estimating, predicting, projecting/forecasting, targeting, making
scenarios
“BASIC” PROCESS COLLABORATIVE
PLANNING

• Democratic/Collaborative
• Discussion, debating, making
consensus, sharing, making
commitment
AMONG STAKE HOLDER

DIFFERENT FROM:
• Rational Planning process that focus on
• Estimating, predicting,
projecting/forecasting, targeting,
making scenarios from the scientific
perspective of planners
 WHO ARE
STAKEHOLDERS

?
 STAKE HOLDER
DEFININTION

• A stakeholder is defined as persons or groups

whose interests and activities strongly affect
and are affected by the issues concerned,
• who have a ‘stake’ in a change,
• who control relevant information and resources
and
• whose support is needed in order to implement
the change
(Morgan and Taschereau, 1996, after Freeman
1984)
 can
[A stakeholder] is any group or individual who

affect or is affected
by the organization’s objectives (Freeman, 1984, p. 5,
cited in Freeman and McVea, 2001)
 For Useful SH identifikation
to INVOLVE in SPATIAL PLANNING

SH adalah PERLU MELIHAT SECARA

• orang/kelompok yang/Person or group SU’UDZON...
that)
• Mau/berkeingingan/terpaksa/me SH = org/kelompok yg egois, jgn
maksaKan utk TERLIBAT dalam melihat secara naif, mereka sukarela
suatu urusan/proyek (wiling, menyumbang demi keberhasilan
forced, impose themselves to proyek.... Semua ada maunya
involve)
• Keterlibatannya dapat (their
involvement may) Jika tidak dalam rangka
• MEMBANTU/MENDUKUNG memperjuangkan kepentingannya,
(support) mereka tidak akan mau terlibat,
apalagi menyumbang
• MENGGANGGU/MENGHAMBAT
(disturb)
• HANYA demi tercapai/terjaganya
KEPENTINGAN DIRI (ONLY for the sake of
achieving/maintaining SELF INTEREST)

• Kepentingan bisa MATERIAL/NON

MATERIAL (The form of interest can be
MATERIAL / NON MATERIAL )
 Stakeholder dalam Program/proyek
PWK (Stakeholders in Urban and Regional
Planning Programs/Projects)

• Untuk bisa berkembang kota/wilayah Sebagaimana pada definisi SH di slide

harus mampu memproduksi barang sebelumnya (As in the definition of SH in
/jasa untuk masyarakat internal maupun
eksternal (terutama untuk kota) (To be the previous slide)
able to develop a city/region must be
able to produce goods/services for • Ada SH yang berpeluang
internal and external communities mendapatkan keuntungan
(especially for cities)
(affected positively) , dan ada
juga yang berpeluang dirugikan
• Sistem produksi dan layanan akan (affected negatively)
berkulaitas dilakukan dengan program
tata kelola (the quality of producds and
delivery can be achieved only through • Ada SH yang memberikan
good governance) kontribusi positif (affect
positively), dan ada pula yang
memberikan kontribusi negatif
• Proses produksi hingga sampainya pada
konsumen melibatkan berbagai (affect negatively)
pemangku kepentingan/Stakeholder
(Good governance requires involvement
of skateholders) Cermati 2 Kasus di slide berikut..........
 2 Bulan Jelang
Operasional, Progres
Pembangunan
Bandara NYIA
Sudah 53%
Kuntadi · Senin, 11
Februari 2019 - 18:42
WIB

BERITA Proyek Kereta Api

Komnas HAM Minta Pembangunan NYIA Dihentikan
Sementara, Jokowi Perlu Evaluasi
Menuju NYIA
By Pitra | Desember 20, 2017 Terganjal Lahan
 Reklamasi Teluk Jakarta
Data yang diperoleh Kompas.com dari Badan Perencana Pembangunan
Daerah (Bappeda) DKI Jakarta menyebutkan, sembilan pengembang
tersebut adalah: PT Kawasan Ekonomi Khusus (KEK) Marunda PT Pelindo
II PT Manggala Krida Yudha PT Pembangunan Jaya Ancol PT Kapuk Naga
Indah (anak perusahaan Agung Sedayu) PT Jaladri Eka Pasti PT Taman
Harapan Indah PT Muara Wisesa Samudera (anak perusahaan Agung
Podomoro) PT Jakarta Propertindo.
RIBUNNEWS.COM, JAKARTA 2016/08/15- Keinginan
Menteri Koordinator Kemaritiman dan Sumber
Daya, Luhut Binsar Panjaitan mengkaji kembali proyek
reklamasi Teluk Jakarta patut diapresiasi.
Pasalnya, proyek reklamasi menguntungkan secara
ekonomi baik untuk Pemprov DKI Jakarta yakni dengan
meningkatnya Pendapatan Asli Daerah (PAD) dan
menguntungkan masyarakat yakni terbukanya lapangan
pekerjaan dan peluang bisnisnya.

Jakarta, CNN Indonesia -- Gubernur DKI Jakarta Anies Baswedan menyerahkan pengelolaan tiga pulau reklamasi yang sudah
terbangun kepada badan usaha milik daerah (BUMD) DKI Jakarta yakni PT Jakarta Propertindo (Jakpro).
Tiga pulau yang sudah jadi itu adalah Pulau C, Pulau D, dan Pulau G.
Anies telah menerbitkan Peraturan Gubernur Nomor 120 Tahun 2018 tentang penugasan kepada PT Jakpro dalam
pengelolaan tanah hasil reklamasi pantai utara Jakarta. Pergub tersebut diteken Anies pada 9 November dan diundangkan
pada 16 November.
Pemetaan Stakeholder
(stakeholder mapping)

Identifikasi posisi relatif SH dalam

proses bisnis proyek dan peran
mereka sesuai dengan kepentingan,
sumber daya, dan kekuasaan/
kewenangan mereka (Identification of the relative
position of SH in the project business process and their role according to
their interests, resources, and power/authority)
 Proses Bisnis Program/Proyek

1 2 3 4 5 6 7 8
Revenue
Setting Up Commodi
Initiation, Institutional Commo Gatheria
Legalization Input Proudction ty
Preparati Consencus dity ng &
and of Operation Procuren System
Prodctio
Delivery-
on & (constructi distributi
Contractual ment n consump
Planning o) on/sharin
tion
g
 Identifikasi & Positioning SH
dalam Proses Bisnis
(dentification & Positioning of SH in Business Process)

Phase 1 2 3 4 5 6 7 8
Initiatio Institutio Legalization Input Setting Up Commudity Commodity Reveneu
n, nal of Operation Procurenme Proudction Prodction Delivery- Gatheriang
Preparat Consencu nt System consumptio &
ion & s and (constructio n distribution/
Planning Contract n) sharing
ual
SH affected

SH involve
/affect

Konflik (jika ada)

Konsensus/
Komitment yan
terjadi
 Stakeholder’s GIVE & GAIN in
Projects

Sikap UMUM SH: Dapatkan untung yang maksimal, tanpa memberikan kontribusi
apapun, menjadi FREERIDER
(GENERAL attitude of SH: Get maximum profit, without making any contribution, become a FREERIDER )
Good or Bad Project

• Good Project = NO FREE RIDERS, NO VICTIMS, GAIN

• Good Project; GAIN = GIVE

• GENERAL SH’s Attitude:

• Gain the maximum profit, without giving any contribution (becoming FREE
RIDERS) or minimalize contribution (GAIN>GIVE)
• FREE RIDERS potentially harmful,
• thwart or stop the project,
• threatening sustainability
• If there is a free rider, there is a potential for a group to be harmed or become
victims
• Victims = give positif but gain negatif or zero
• existence of victims, encouraging conflict
Atribute Pemetaan Stakeholder
(stakeholder’s Atribute to be mapped)

1. Kepentingan (interest)

2. Sumber Daya (resources)

3. Power yang dapat muncul dari mengkoversi sumber

daya (resources converted-power)

4. Aksi yang dapat dilakukan dengan power yang

dimilikinya (power converted-actions)

5. Kecenderungan Sikap terhadap Stateholder lain

(disasosiative/konflik atau
assosiative/kerjasama/kolaboratif )-pola hubungan
antar stakeholder (Attitudes to other-inter SH
relationships)
 Stake Holder Profiling

SH INTEREST RESOURCES POWER POTENTIAL POSITION process POTENTIAL

CONVERTED ACTION OF ACTION can be RELATION
IN THE involved with other
BUSSINESS (voluntary, SH
PROCESS invited,
force)

A
B
C
D
E
F
SH Interest

• SH's interest in the project is the benefit or avoidance of losses due

to the procurement process as well as project operation

• Variety of SH’s Interests

1. Commodity Utility

2. Financial Gain/Loss

3. Environmental impact (to safety, comfort, hidonic value)

4. Political Gain/Recognition/Loss

5. Social/Professional Recocnition/Loss
SH Resources

• is something that is owned/controlled/ accessible to SH in the form

of goods or non-goods that can be used to contribute to or
disrupt the project business process

• Variety:
• Financial Resources (money, land, machine, skill/method,
labour)
• Non financial Resources (authority, social influence)

• resources can be converted into power to carry out actions

SH Power

• Dahl’s definition of power (1951)

• power as the ability to make somebody do something that
otherwise he or she would not have done.
• The degree of influence that an individual or organization has
among their peers and within their society as a whole.
Read more: http://www.businessdictionary.com/definition/social-power.html

• Power is the mechanism through which stakeholders influence the

direction and decisions for a project.

• This power can be used to retain the status quo or to enforce

fundamental change.

• Gaining approval for controversial decisions or implementing

successful change during projects is therefore largely dependent on
stakeholders' attitudes and motives.
Power determine Project

• Financial Power
• is the converted power of resources that
can be calculated in monetary terms and
can affect the success or failure of the
project from the financing side
• Non Financial Power
• is the power converted from resources
that cannot be calculated in monetary
terms, which can affect the success or
failure of the project from various aspects
Greene and Elfre’s (1999, p178)
seven forms & sources of non financial
power

1. Coercive - based on fear. Failure to comply results in punishment (position

power);
2. Connection - based on ‘connections’ to networks or people with influential
or important persons inside or outside organisations (personal + political
power);
3. Reward - based on ability to provide rewards through incentives to
comply. Is expected that suggestions be followed (position power);
4. Legitimate - based on organisational or hierarchical position (position +
political power);
5. Referent - based on personality traits such as being likeable, admired etc
thus able to influence (personal power);
6. Information - based on possession to or access to information perceived
as valuable (position, personal + political power); and
7. Expert - based on expertise, skill and knowledge, which through respect
influences others (personal power).
Yuk’s (1998) Typologi of non
financial Power & Sources

1. Position power derived from statutory or organisational

authority: formal authority; control over rewards; control over
punishments; control over information; and ecological
(physical/social environment, technology and organisation)
control.

2. Personal power derived from human relationship influences or

traits: expertise; friendship/loyalty; and charisma.

3. Political power derived from formally vested or conveniently

transient concurrence of objective and means to achieve
these: control over decision processes; coalitions; cooption;
and institutionalisation.
Stakeholder Analysis:
Importance/Influence Matrix

Source: APMAS Knowledge Network

SH Category based on Degree of Actions,
Regard to Interest and Power
SH Action

• Is behavior that has an impact on business processes

• Variety
1. GIVE /provide formal/legal support

2. GIVE financial support (without expect financial

GAIN)

3. Invest (GIVE Financial capital to expec financial GAIN)

4. GIVE social support (social mobilization)

5. PROTEST/OPPOSE PROJECT

6. ASK compensation
 Ragam Peluang Aksi SH

Tergantung dari interplay

antara power dan interest
Kunci terjadinya aksi kolaboratif
antar SH

• Teryakinkan/Convinced (the benefits: communication strategy)

• Ada saling percaya/Trust (social capital)

• Saling menguntungkan/MUTUAL BENEFITS, SHARING OF RELATIVE

PROPORTIONAL BENEFITS

• Mempertimbangkan kapasitas masing-masing/Realistic (within-not

exceed- the capacity of parties)
Key & Non Key Stakeholder

• Ky SH is the those determines the project can be implemented and

operates in a sustainable manner, may consits of:

1. Pra conditioning SH
• provide conditions for project execution
• Formal/legal
• Socio-culture
• Input Procurenment
2. Contractual SH
• Clear identity (Individual or Organisation)
• can become a legal subject
• Commited SH through Consensus process
• clear form and value of contribution
• clear form and value of the benefits to be obtained
• violations of commitment can be prosecuted
3. project sustainability determinant SH (consumers)
• guaranteeing revenue to cover production costs

• Non Key SH: those may affect or affected project’s bussiness process,
but
• does not determine the running or stopping of the project,
• although it can affect the quality of the project (efficiency and effectiveness of the process)
 Konsensus SH terkait Proyek/Program
(Brigth et all 2005)

Consencus Building mechanism in

Collaborative Planning
1. Adalah sejauh mana pemangku kepentingan bersedia
berkomitmen pada proposal untuk mencapai tujuan yang
disepakati kelompok. (the extent to which stakeholders are willing to
commit to the proposal to achieve the group's agreed goals )

2. Harus ada Perjanjian, sebagai pra kondisi setelah proses

konsensus di mana ada komitmen-komitmen oleh setiap SH yang
dapat diterima bersama (There must be an Agreement, as a
precondition after the consensus process in which there are
commitments by each SH that can be mutually accepted )
3. Komitmen-komitmen SH adalah proposal–proposal tindakan para
SH sebagai sarana untuk mencapai tujuan masing-masing
maupun kelompok. (SH's commitments are SH's proposals for action as a
means to achieve individual and group goals )

4. Konsensus dapat dilakukan untuk tidak menjadga

kepentinganmasing-masing atau untuk sekedar memberi
kompensasi pada umumnya cukup dalam bentuk berita acara,
sedangkanuntuk berkolaborasi dalam bentuk kontrak kerjasama
5. Konsensus untuk berkolaborasi, konsepnya, Komitmen berkonotasi
lebih dari sekedar persetujuan lisan; ini berkonotasi dengan
kewajiban untuk mengeluarkan waktu, tenaga, dan sumber daya
untuk memenuhi persyaratan proposal, yang konsekuensinya
mereka akan dapat bagian (kepentingan) sebagaimana yang
mereka harapkan (Conceptually, Commitment connotes more than a
verbal agreement; this connotes an obligation to expend time, effort
and resources to fulfill the requirements of the proposal, as a
consequence they will get the share (interest) as they expect)
Skema Kolaborasi dan
Kontraktual antar SH
(Collaboration and Contractual Scheme between SH )

Pertemuan mendatang.......
(next session…..)