Moderator’s Note: Dear members, we are happy to post the Consolidated Reply (CR) of the Query regarding Handling Difficult People in Community. We thank members for sharing their valuable knowledge and experiences. Your active participation, queries, responses, critiques and suggestions are welcome for the progress of our Community. We hope this forum significantly impacts development scenario in Indonesia particularly in providing useful solutions for difficult issues in the Economic Development sector. Please be aware that we encourage members to submit their queries. Best regards, Thamrin Simanjuntak
Solution Exchange for the Economic Development Community
Consolidated Reply
Query: Handling Difficult People in Community - Experiences.
Compiled by Thamrin Simanjuntak, Moderator and Dewi Gayatri , Research Assistant
Issue Date: 23 October 2009
From Zul Ashfi Mendrofa, Agency for Technical Cooperation and Development - ACTED, Nias, North Sumatera
Posted 01 June 2009
My name is Zul Ashfi Mendrofa, I work for the Agency for Technical Cooperation and Development (ACTED) in Nias District area (please visit for more information www.acted.org).
My work keeps me in close contact with the community, community organizations and local government. The success of our work depends on how well we are able to provide support/services to communities and if stakeholders participate in and support program implementation.
In my experiences of program implementation with previous organizations, we often faced internal constraints, because of organization limitations, and external constraints in terms of “negative support” from some members of the community. “Negative support” means some community members prevent the program from being effective. This “negative support” can come in a number of forms, like:
- Rejecting agreements reached through a participatory process.
- Refusing to accept the beneficiary criteria.
- Intentionally providing incorrect information.
- Forcing other community’s member to give wrong information.
Sometimes, these types of actions threaten the security of our colleagues who are working in the field. We tried to avoid taking law-enforcing actions, but sometimes law enforcement authorities become involved.
Through this forum, I would like to request the Solution Exchange members to share their thoughts and experiences to help us address the problem of “negative support,” specifically:
· How can we prevent negative/counter productive reactions from community members?
· What are ways to overcome these obstacles without sacrificing the program objectives and disappointing the larger community?
Responses were received, with thanks, from
1. Sugata Mukhopadhyay, Catholic Relief Services India , New Delhi , India
2. Pandapotan Manullang, Development Practitioner, North Sumatera
3. Auriza Satifa. Development Practitioner, Banda Aceh, Aceh
4. Toto Kartarahardja, Association of Indonesian Administration School Graduates (Persadi), Bekasi, West Java
5. Leonardo Marbun, Fisherman Community Studies and Development Center (P3MN), Medan , North Sumatera
6. Bastian, the Association for Advancement of Small Business (PUPUK), Bandung , West Java
7. Aloysius Redi M. Hale, World Relief Indonesia . Gunung Sitoli, Nias, North Sumatera (2 responses)
8. Doddy Aristides, International Labour Organization, Gunung Sitoli, Nias, North Sumatera
9. Yap Winarto, Independent Consultant, former UNICEF, Banda Aceh
Further contributions are welcome!
Members shared their experiences in response to the query from Mendrofa on handling difficult people in community during the implementation of development programmes, particularly in preventing negative reactions from community members and to overcome these obstacles.
Member’s experiences involved rejection of project plans by individuals or leaders or community and possible solutions that can address this as follows:
1. In Lolomatua, Salawa, Hilisataro ( South Nias ), the land owner declined to give a part of their land for road-side walls, but they resolved the problem when the contractor paid them to work and build the walls.
2. In East Kalimantan the village leaders rejected the project plan since they believed to have a similar program which according to them already accomplished its goals though it was not sustainable. Then, members who were assisting the CSR project suggested to the village leaders to work together in reviewing the program and later on discovered the remaining gaps.
3. Citing an experience in Papua, members explained how the background of individuals who facilitated the programme could influence the community to trust and participate. Members detailed how the village midwife programme experienced barriers because the public did not trust village midwives who were still young and inexperienced comparing them to traditional midwifes. Therefore this project involved senior traditional midwifes.
4. Respondents also shared experience of when a project plan was cancelled such as in Central Aceh where community members generally rejected the project plan because of their previous experience with other organizations whose plan has not been followed up and realized. Respondents also noted an experience in Banda Aceh where the community rejected the proposed project because they found that the additional income raised from the project was not big enough.
Learning from their experiences, respondents emphasized the application of community participatory approach in order to prevent individuals, leaders and community from rejecting a project. This approach involved participation of all stakeholders in every phase of the program. However, members noted that each community is unique, thus success of projects with a particular community does not guarantee success in doing the same with other communities. Members also mentioned that as part of participatory approach, it is also necessary to use a personal approach with community members since some community members can often provoke others to obstruct the programme. Therefore considering an experience in Nias, members suggested home visits or personal discussion to find solutions and involve them in activities without being critical of them.
As a part of community participatory approach, members also described the importance of designing relationship while preparing the project. This, they noted, involved all stakeholders namely, project beneficiaries, local government, community leaders and senior citizens who will also be involved in introducing the project. Members observed a resulting ‘halo effect’ where people tend to listen attentively from the beginning because they recognize the speaker. Members realized that the ‘halo effect’ especially works when reputable persons or leaders introduce the proposed project. Therefore members suggested coordinating with local government staff and thereby ensure the involvement of government representatives in the program since the local government entails the authority and responsibility to serve the community.
Respondents noted that since they usually introduced the plans for the project through the program meeting, they suggested in this meeting to involve the community, local leaders and local government staff and also adopting local customs while conducting these events. As an example of this members shared the experience of the multi-partner initiative strategy implemented in India to improve awareness on polio vaccine. Upon completing the preparation stage members continued to the implementation stage and noted that stakeholders such as donors, government staff, NGO practitioners, community leaders and members held specific roles and tasks to be accomplished. It’s necessary to let the community have the opportunity to run the program independently with the project holder playing the role of a facilitator, highlighted respondents.
Since community participatory approach influences the entire project life cycle, respondents provided several key checks to ensure whether the community participatory approach was conducted properly; 1) provide overview of the background of beneficiaries including economic, social, environment aspects, 2) involve all parties in the meeting, 3) explore the possibility of modifying the strategy in response to findings from participatory meetings, 4) ensure the possibility of achieving expected impacts with limited resources. In addition, members explained activities which assisted participatory approach, such as creating a field school for community learning activities and conducting Training of Trainers program to prepare community members to become trainers for their community.
In general, members explained that good project preparation is the key to avoiding problems in the future. The preparation includes developing project policies and regulations by involving participants, stakeholders and community leaders with access to the program since the beginning. Members found this approach encourages community, traditional leaders and stakeholders to participate, manage and maintain program activities continuously.
National
North Sumatera
The Role of NGO as Facilitator (from Leonardo Marbun, P3MN, Medan , North Sumatera )
The community’s general opinion was that a program conducted by an NGO did not have any positive contribution for them. In the preparation stage, intensive interactions between NGO and community affected the level of community’s acceptance, and then in the implementation phase it became necessary to let the community run the program independently with community groups directly taking care of funding. The role of NGO is limited to providing assistance and working as a facilitator. Read more
Participative Approach and Coaching to Involve People, North Sumatera (from Aloysius Redi M. Hale, World Relief Indonesia . Gunung Sitoli, Nias, North Sumatera )
There were community members who provoked others to obstruct a program. World Relief and local partners communicated with them at their homes or when there was a chance to find solutions, and asked them about alternate solutions without criticizing them. They then created a field school, involving people who opposed the program and conducted community learning activities, and delivered Training of Trainers to prepare community members as trainers for their community.
East Kalimantan
Sustainable CSR program of Mining Companies in East Kutai (from Bastian, PUPUK, Bandung , West Java )
The head of the village and sub-district showed some resistance initially because they believed that they have a similar program which according to them had already accomplished its goals although it was not sustainable. PUPUK staff together with them reviewed the program through discussions and assigned a project officer from PUPUK to be a liaison of all parties and thus ensure that all parties benefit from the program. The PUPUK’s CSR programs in the company run continuously. Read more
From Doddy Aristides, International Labour Organization, Gunung Sitoli, Nias, North Sumatera
South Nias
Written Agreement to Avoid Change of Decisions, Hilisataro, Hiliganowo, Gomo
The preparation stage showed the need for a written agreement, such as during the preparation of irrigation project when someone has approved the donation of their land to be used for public utilities (such as water pipes or irrigation) then project holder must follow-up on the approval to get a written agreement. Otherwise, in some cases they changed their mind and needed more discussion and written agreement to follow up.
Clear Agreement and Compensation Scheme in Preparing Road Project, Lolomatua
Members of the community refused to contribute part of their land needed for constructing road-side walls. However, the problem was resolved when they were asked to work and build the walls in exchange for payment by the contractor. Additionally during a road project, the trees owner agreed to clear out the trees but three weeks later the owner's son requested compensation payment. Now it is realized that drawing up of agreements in the preparation stage is deemed necessary. Read more
Problems of Authority in Distributing Equipment, Village of Salawa
The village head frequently misused his authority for example in programs which distributed equipment for livelihood assistance such as boats, fish dryer and others. It was not rare to see the aid being distributed to non-eligible beneficiaries who did not live in that village. Since at the time ILO didn’t work directly with communities, local contractors took care of these problems. This resulted in difficulties in the follow up till the end of project and contract.
From Yap Winarto, Independent Consultant
Aceh
Project Rejected due to Previous Experiences of Cancellation, Bener Meriah
Community didn’t give good response when ILO conducted a preparatory exercise for the Rural Water Supply project. People were skeptical of the project because other NGOs and INGOs had come conducted surveys or assessments earlier in the area but there was no realization of the projects. Therefore community was reluctant to collaborate with new organizations to implement the proposed project. Read more
Clear Project Revenue to Avoid Rejection, Banda Aceh
The community was not interested in applying a new cultivation method on fertile land (made fertile by waste water). They thought the method will give no significant advantage, but later on found the benefit was too marginal to be considered as a source of additional income. Moreover the facilitator could not give an example to counter the negative opinion. Thus, it has become lesson learnt that explaining the clear income projection of agricultural projects at the preparation stage could eliminate the possibility of rejection.
Papua
Individual Background influence Community to Trust, Depapre
In Papua, the village midwife programme experienced barriers because the public did not trust village midwives who are still young, single and have no children. They considered them inexperienced (since they never gave birth themselves), and compared them to the traditional midwives. Therefore, this program then involved traditional senior midwives. Read more
International
India
Multi-partner Initiative to Eliminate Misconception (from Sugata Mukhopadhyay, Catholic Relief Services India , New Delhi , India )
In many places people resisted the polio campaign because of the misconception that the oral polio vaccine will make their male children sterile. A multi-partner initiative of MOH and public health services, UN organizations, international and local NGOs, CBOs, SHGs, and the local rural governance overcame this problem through awareness, participation, mobilization activities to allow people adequate access to service and information.
Recommended Documentation
Farmers Field Schools (from Aloysius Redi M. Hale, World Relief Indonesia . Gunung Sitoli, Nias, North Sumatera )
Guideline; by K. Gallagher; Global Farmer Field School ; Wageningen , Netherlands ; 1999; English version available at http://www.farmerfieldschool.net/document_en/FFS_GUIDe.doc (DOC, Size: 58 KB)
Guides village based agricultural project which applies adult non-formal education involving participants and stakeholders in collaboration and coordination activities
Capacity Building for Local Resource-based Road Works in Selected Districts in Aceh and Nias (from Doddy Aristides, International Labour Organization, Gunung Sitoli, Nias, North Sumatera)
Evaluation; ILO; May 2007; English version availalb at http://www2.ilo.org/wcmsp5/groups/public/---ed_mas/---eval/documents/publication/wcms_099778.pdf (PDF, Size: 74 KB)
Describes mid evaluation and recommendation for next phase in improving participatory approach which involved stakeholders included local trainers, women, community members
Increment of Fuel Price and Poverty of Fishermen (from Leonardo Marbun, P3MN Medan , North Sumatera )
Article; by Leo Marbun; P3MN; Bahasa Indonesia version available at http://pppmnmedan.wordpress.com/nelayan/
Describes the situation of fishery, covers the role of stakeholders in government policies, regulations, traditional financial system and also household subsidy programs
From Yap Winarto, Independent Consultant
Water & Environment Sanitation: a Fundamental Part of UNICEF Indonesia ’s Mission
Project Brief; UNICEF; Indonesia ; English version available at http://www.unicef.org/indonesia/reallives_3325.html
Informs project activities which involves stakeholders including school teachers, students and local partners so they accept the project of clean water supply and utilization of toilets
UNICEF and Papuan Midwives Tackle Maternal Malaria
Project Brief; UNICEF; Indonesia ; 2008; English version available at http://www.unicef.org/indonesia/reallives_9388.html
Details working with local government of health office to prevent rejection by trained village midwives so the community trusts them to diagnose, provide treatment and advice
From Bastian, the Association for Advancement of Small Business (PUPUK), Bandung , West Java
Various Models of Corporate Social Responsibility Applications
Report; Meeting Changing Expectations; World Business Council for Sustainable Development (WBCSD); Geneva, Switzerland; 1998; English Version available at http://www.wbcsd.org/DocRoot/hbdf19Txhmk3kDxBQDWW/CSRmeeting.pdf (PDF, Size: 2.6MB)
Discusses effective ways of companies to ensure acceptance by the community and stakeholders to work together toward sustainable activities which benefit all parties
The Effectiveness Analysis of PT. Kaltim Prima Coal's Corporate Social Responsibility Implementation
Thesis synopsis; by Nurdiana; Bogor Agricultural University , Indonesia ; 24 November 2008; English version available at http://elibrary.mb.ipb.ac.id/gdl.php?mod=browse&op=read&id=mbipb-12312421421421412-nurdiana-653
Describes the company’s CSR program and recommendation to ensure project acceptance such as improving relations with community and stakeholders by providing applicable training
Indonesia Fact Sheet
Profile; Chevron IndoAsia Unit, Jakarta , Indonesia ; March 2009; English version available at
http://www.chevron.com/documents/pdf/indonesiafactsheet.pdf (PDF, Size: 61 KB)
Informs business portfolio, explorations, productions and CSR programs which benefit community groups and all stakeholders, and also provide relief and recovery in disaster area
CSR – Speak up on Partnerships
News; The Jakarta Post; Jakarta ; 18 September 2008; English version available at
http://www.thejakartapost.com/news/2008/09/18/csr-speak-partnerships.html
Describes Chevron partnership with national and local government, national and international organization and community to benefit community in the operation area and disaster areas
From Pandapotan Manullang, Development Practitioner, North Sumatera
A Field Manual for the Preparation of a Participatory Community Development Plan
Manual; by Ali Nefzaoui et.al.; International Center for Agricultural Research in the Dry Areas; Syria; 2007; English version available at
http://www.karianet.org/files/Community%20Development%20Field%20Manual%20en.pdf (PDF, Size: 1.02 MB)
Guides detailed process of participatory approach including the tasks, roles, attitude and behavior of facilitators, specific equipment and tools, methods and products of each activity
Participatory Development: Guidelines of Beneficiaries Participation in Agricultural and Rural Development
Guidelines; by Bernard Van Heck; FAO; Rome , Italy ; 2003; English version available at
http://www.fao.org/docrep/007/ad817e/ad817e00.htm#Contents
Details manual to prepare participants, groups, organizations, training, monitoring, evaluation and management of project cycle involving stakeholders by applying participatory approach
From Dewi Gayatri, Research Assistant
Tools Participatory Approaches and Community Empowerment in Agroindustry Rural Development
Artikel; by Kusnaka Adimihardja and Harry Kikmat; Asean Seminar, University Technology Malaysia ; 2007; English version available at
http://perencanaan.depsos.go.id/dtbs/slot/analisis/paparan/0159212692007_ARTIKEL%205%20TOOLS%20PARTICIPATORY%20COMMUNITY%20EMPOWERMENT.pdf (PDF, Size: 41 KB)
Explains practical guidelines, equipment and tools of data collection and interview by applying participatory approach to facilitate activities, analyze social groups, gender and livelihoods
Principle of Participative Planning
Guideline; PNPM Mandiri; Jakarta ; 2008; Bahasa Indonesia version available at
Explains process and purposes of each method (ZOPP, PRA, RRA) such as coordination, time frame, framework, objectives which involve stakeholders by applying participatory approach
Method of Social Approach in Participative Development
Guideline; By Yohanes Budi Cahyono, UK Petra, Surabaya , 2006; Bahasa Indonesia version available at http://lppm.petra.ac.id/ppm/COP/download/Metode%20Pendekatan%20Sosial%20dalam%20PEMBANGUNAN%20PARTISIPATIF.ppt (PowerPoint, Size: 120 KB)
Describes principles of participatory development including indicators such as approach to target participants, time frame and strategies of social approach
Recommended Organizations and Programmes
Agency for Technical Cooperation and Development, Nias, North Sumatera (from Zul Ashfi Mendrofa)
Jalan Pattimura No. 42, Desa Mudik, Gunung Sitoli, Nias, North Sumatera , Indonesia ; Tel.: +62-639323515; http://www.acted.org/
Supports vulnerable people affected by natural disasters, economic and social crisis and war by involving communities to break the poverty cycle and work on their way to develop
Fisherman Community Studies and Development Center (P3MN), Medan , North Sumatera (from Leonardo Marbun)
Jalan Bunga Wijaya Kusuma No. 37C Padang Bulan, Medan , Sumatera Utara , Indonesia ; Tel.: +62-61-8220312; http://pppmnmedan.wordpress.com/about/
Promotes empowerment of traditional fishery and local organizations in dealing and working with companies and government through sustainable marine products and environment
World Relief Indonesia Gunung Sitoli, Nias, North Sumatera (from Aloysius Redi M. Hale)
Rukan Graha Jatibaru, Jalan Taman Jatibaru Timur No. 56, Blok A/6, Jakarta 10150 , Indonesia ; Tel.: +62-21-3854230; Fax: +62-21-3504879; http://wrindonesia.org/
Works with local government and organizations involving community and stakeholders to rehabilitate and improve life quality through livelihood, housing, health and child development
Grameen Bank (from Toto Kartarahardja, Association of Indonesian Administration School Graduates - Persadi, Bekasi, West Java )
2, Dhaka - 1216, Bangladesh , Tel.: +880-2-8011138; Fax: +880-2-8013559; grameen.bank@grameen.net; http://www.grameen-info.org/
Experienced in convincing community members, leaders and government to involve women in financial activities, manage transactions, participate in decision making in family & community
United Nations Children’s Fund, Banda Aceh (from Yap Winarto, Independent Consultant)
Wisma Metropolitan II, 10-11th Floors, Jalan Jenderal Sudirman Kav.31, Jakarta 12920 , Indonesia ; Tel.: +62-21-5705816; 5705514; Fax: +62-21-5711326; jakarta@unicef.org; http://www.unicef.org/
Works with government, organizations, community and stakeholders in improving life quality of children and mothers through health services, water, education and combating trafficking
Catholic Relief Services India , New Delhi , India (from Sugata Mukhopadhyay)
5, Community Centre, Kailash Colony Extension Zamrudpur, New Delhi 110048, India ; Tel.: +91-11-29237256, 29237257; http://crs.org/india/
Alleviates poverty through sustainable development program by applying participatory approach involving beneficiaries, local organizations, local leaders and local government
From Bastian
The Association for Advancement of Small Business (PUPUK), Bandung , West Java
Langenarjan Lor Street, 15 A, Panembahan, Kraton, Yogyakarta, 55131, Indonesia ; Tel.: +62-274-384318; Fax: +62-744- 384318; pupuk@pupuk-jogja.org; http://www.pupuk-jogja.org/
Facilitates network, coordination and communication to support government in developing policies to strengthen micro and small business involving stakeholders to benefit all parties
Kaltim Prima Coal
Menara Kadin Indonesia , 28th Floor, Jakarta , Indonesia ; Tel.: +62-549-521800; Fax: +62-549-521701; Djoko.Soelistiono@kpc.co.id; http://www.kpc.co.id/
Implements CSR project involving community members, local leaders and resources persons in agribusiness, education, environment and strengthening community capacity
Chevron IndoAsia Business Unit
Gedung Sarana Jaya, Jalan Budi Kemuliaan I No. 1, 17th Floor, Jakarta 10110 , Indonesia ; ysianip@chevron.com; Indonesia-HR@chevron.com; http://www.chevron.com/countries/indonesia/
Implements CSR program to benefit community and stakeholders through education, vocational training, small and micro business, disaster relief and recovery
From Doddy Aristides
International Labour Organization, Gunung Sitoli, Nias, North Sumatera
Menara Thamrin 22nd Floor, Jalan MH Thamrin 14, Jakarta 10250 , Indonesia ; Tel.: +62-21-3913112;
Fax: +62-21-3100766; http://www.ilo.org/public/english/region/asro/jakarta/; http://www.un.or.id/ilo
Works with government and involves community and stakeholders in the dialogue to develop and improve employment, human resource and social protection for all parties
AusAID, Jakarta
Jalan H.R. Rasuna Said Kav C 15-16, Kuningan, Jakarta 12940 , Indonesia ; Tel.: +62-21-25505556; Fax: +62-21-25505582; http://www.indo.ausaid.gov.au/; Ausaid.Jakarta@ausaid.gov.au
Works primarily with government in maternal health services, education and livelihoods by involving community, leaders and all stakeholders in decision-making of the program
PPK/PNPM (Sub-District Development Program/National Program for Community Development)
Jalan Medan Merdeka Barat No. 3, Jakarta 10110 , Indonesia ; Tel.: +62-21-3860565; Fax: +62-21- 3534695; http://www.ppk.or.id/content.asp?pid=484&mid=485
Alleviates poverty, strengthen local government, local organizations involving participants, local leaders and all stakeholders to promote national program of community empowerment
NRP (Nias Reconstruction Program funded by AusAID)
Australia Centre, Jalan R.A. Kartini No. 32, Medan 21152 , Indonesia ; Tel.: +62-61-4157810, 4554520; Fax: +62-61-4156820; http://www.indo.ausaid.gov.au/projects/niasrecon.html
Supports recovery, rehabilitation, reconstruction of communities and restoration of local government services through livelihood activities and infrastructure to benefit all stakeholders
Recommended Communities and Networks
From Dewi Gayatri, Research Assistant
Development of Facilitator on Community Empowerment (PFPM)
http://www.fasilitator-masyarakat.org/; info@dsfindonesia.org; Tel.: +62-21-52993199; Fax: +62-21-52993299
Facilitates a forum and provides information, articles, manuals, guidelines and news to improve capacity of facilitators to support community empowerment in sustainable activities
Forum of Village Development
http://www.forumdesa.org/modules/xhnewbb/; fppd@indosat.net.id; Tel./Fax: +62-274-886208
Facilitate a forum of village community development, provides online bulletin and books regarding government regulations, modules and guidelines for national program in rural areas
Recommended Portals and Information Bases
From Thamrin Simanjuntak, Moderator
Knowledge Access in Rural Inter-Connected Areas Network http://www.karianet.org/en/taxonomy/term/15; Tel.: +20-2-7627729, Fax: +20-2-3367056
Provides resources on rural poverty reduction by facilitating knowledge sharing, integrating exchange of experiences and learning processes in applying community development
Seattle Community Network
http://www.scn.org/mpfc/a-intrin.htm; scan@scn.org; copyright by Phil Bartle
Provides free training materials on community development and includes guidelines for trainers and practitioners to involve participants and stakeholders in development program
Sugata Mukhopadhyay, Catholic Relief Services India , New Delhi , India
I wholeheartedly thank Pak Mendrofa for raising this critical issue often associated with our public health and development programs.
We faced a similar situation in our polio eradication initiative in India . In many places people used to be resistant to the polio campaign because of the misconception that the negative effect of the oral polio vaccine/OPV will make their male children sterile. The situation is under control now though isolated incidences of such resistance are still present.
It was a multi-partner initiative of MOH and public health services, UN organizations, international NGOs, local NGOs and CBOs, SHGs, the panchayeti raj institution (local rural governance) that enabled the community to overcome the misconception through strategic awareness generation, community participation and community mobilization activities. Involvement of local leaders (like teachers, religious leaders, private doctors, quacks, social workers, businessmen, women's groups, elected and selected members of administrative and political bodies, heads of the villages) in the polio program proved to be very effective to neutralize such resistance. Equal stress has been given to strengthen the routine immunization activities so that common people can realize the gravity of immunization to protect their children including the additional, supplementary doses of oral polio vaccine that is so much needed to eradicate the crippling disease.
We learnt a very good lesson from the polio program - that people should have adequate access to basic services and information through an effective primary healthcare system otherwise mere emphasis on one vertical program to eradicate one communicable disease without adequate attention to overall healthcare can generate myths, misconceptions and doubts among the common people.
In India , there already is an initiative known as NRHM (National Rural Health Mission) where all the vertical public health programs (TB, EPI, RCH, Disease Surveillance, etc.) are integrated for comprehensive and joint implementation and monitoring through a strengthened primary healthcare system and effective referral system at the district level.
Pandapotan Manullang, Development Practitioner, North Sumatera
I am Pandapotan Manullang, I would like to give notes that might be useful.
Working with the community actually has a distinct difficulty. A community is unique and always different from another. So, the success of some work with a particular community does not guarantee the success of doing the same with another community.
A method that utilizes a community participatory approach is the answer to that obstacle. It means participation of the community in activities in every phase of the program, and it has to be carried out from the beginning. And this is indeed the artistic side of working with the communities.
On the other hand, the differences in perception of the program, between members of the community and the field facilitators, often make the situation worse and the community’s participation is far from what is expected.
Community members, individually or collectively, will always try to find out what benefits or advantages, directly or indirectly, will be received from a program. The field workers are required to be patient and work more closely with the community.
The community views on benefit that will be obtained are not uniform. They depend on the differences in perception of each individual. We can not expect all individuals to follow the guidance and participate in the program, but the important thing is that the processes carried out in each phase must always apply the participatory method, in a fair and transparent manner. This is also the side benefit that will be obtained by the community.
Auriza Satifa. Development Practitioner, Banda Aceh, Aceh
I am one of those people who work with the community. I think we should coordinate better with the government’s program and ensure the involvement of government representatives in our program. Actually, the government also has the authority and responsibility to serve the community. Within this framework, we can explain to the community about their rights and obligations as good citizens.
In the field, you might interact with traditional leaders and people who have been opposing the current village government. You could have a persuasive approach and avoid showing any legal reasons for policies (use peace to reach consensus). The community should need us and not be frightened. Every time we create a program, we should invite the community’s members and local government representatives to meetings and involve them in discussions. In conducting events, we must consider and adopt the local customs and religion. We should gather more information about the community at common public places, such as cafes, churches and mosques.
Regarding organization’s internal problems; these can be resolved through internal meetings which refer back to the objectives of organization.
Toto Kartarahardja, Association of Indonesian Administration School Graduates (Persadi), Bekasi, West Java
I submit three points here:
· In a “change” paradigm, people will be happy to accept and support change if the change brings advantages; people will be resistant if they think the change will bring disadvantages.
· There is a "halo effect" in the process. People tend to listen more because they recognize the speaker and less because of the actual content. That is why we need to involve local leaders, senior citizens who have a strong influence on the community, rather than young people who are assumed to have no experience.
· We can learn from Muhammad Yunus, Grameen Bank. He also faced obstacles and resistance from the local money lenders. It is clear that the local money lenders were going to lose some of their customers.
I think your case is quite unique. If you describe the activities in more detail, we can provide a specific therapy. We had a good experience dealing with people in Nias, when we worked in a community development program. We easily obtained support from the community. They even provided their own land and property for construction of roads without compensation - a significant contribution.
Leonardo Marbun, Fisherman Community Studies and Development Center (P3MN), Medan , North Sumatera
I am Leonardo Marbun from the Fisherman Community Studies and Development Center (P3MN), Medan , North Sumatra .
I would just like to share experiences from P3MN. The development program that we carried out was not always accepted by the community. What we may think to be good may not necessarily be good according to the community. Many programs faced obstacles, not because the program’s concept was not good but because the preparation phase of the program was inadequate. From our experience, sometimes, a program conducted by an NGO was not considered a positive contribution and was also categorized as a profit-seeking business.
According to me, we need to design the relationship pattern between NGOs and the beneficiaries better. This could take some time. Rejection from the community should be considered a challenge, even if it is only by a few people. Thus, intensive interactions and organized assistance are the key tasks which will help improve the level of community’s acceptance. Rejection is also a type of critical remark, but sometimes it is crooked and is needs to be straightened so that the rejection does not become provocation.
It is necessary to let the community have the opportunity to run the program by themselves. P3MN has always practiced this approach. Program activities and funding have been taken care of directly by the community’s groups. We just provide assistance and become facilitators. However, this does not guarantee a positive perception towards the program.
One point that we should remember is that change will not occur if it is expected to come from outside parties such as NGOs. So I quote Lao Tse (700 BC) here: "Go to the people, live among them, learn from them, love them, start with what they know, build on what they have; but of the best leaders: when the work is accomplished, the people all remark “We have done it ourselves".
The work might not have been completed yet; the process of community empowerment is on going; challenges keep coming, sometimes they frustrate us. Pak Mendrofa should maintain close communication with the community, those people who might not understand and realize the importance of the program.
It is also important to be aware that program implementation is not the final goal - it is the entry point with a short-term target. People should be encouraged to achieve goals they have been dreaming of.
Bastian, the Association for Advancement of Small Business (PUPUK), Bandung , West Java
Field conditions are very dynamic; also, we deal with different parties such as individuals, government officers, community’s groups, and traditional leaders from various institutions.
Based on our experience, particularly during the implementation of CSR (Corporate Social Responsibility) Programs with the NGO PUPUK-Bandung (The Association for Advancement of Small Business) which is located in Garut, West Java (CSR Chevron Geothermal Indonesia Ltd.), and in East Kutai, Kalimantan (CSR PT. Kaltim Prima Coal - KPC), on activities such as:
1. Formulating participatory planning (which involves all stakeholders)
2. Implementation through collaboration (who does what)
So far, we have succeeded in obtaining agreement from all parties, even though there was some resistance in the beginning. We faced resistance from the sub-district and village officers (the Head of Village and the Head of Sub-District). They believed that they have a similar program which according to them had already accomplished its goals - although it was not sustainable. What we did was that we reviewed the program through discussions; and not just once. We also assigned a project/community officer from PUPUK (besides the existing company’s Comdev CSR officer) with the role to liaise all parties.
We had them sit together and engage in the planning process, so that we could all know which programs were accomplished, which were not yet done, and which still needed to be strengthened; including how they implemented the programs. These discussions ensured there was no “double account", overlap, etc. and we could ensure that all parties have their own portion of ‘the cake’. Moreover, we discovered the remaining gaps.
The point is to involve those people who are opposing us. We offer them involvement where appropriate. Of course we need to have a strategy (grand design) – we should not start with nothing; this includes identifying those who are vocal, resistant, etc.
We found that our approach was very effective. The PUPUK’s CSR programs in the two big companies mentioned above (Chevron and KPC) will continue in the long term. Please note that PUPUK has competencies in economic programs (economic development) with a focus on markets and business; matching supply and demand, and strengthening the linkages through value chain development. And it is not just “businesslike”.
Aloysius Redi M. Hale, World Relief Indonesia , Gunung Sitoli, Nias, North Sumatera
Pak Mendrofa has done a good thing by applying a participatory approach in dealing with the community. But why are there community members who still do not support the program?
I want to ensure that the participatory method was carried out properly. So, let us answer the questions below:
Have we got an overview of the condition of our prospective beneficiaries? (economic, social, environment, growth condition, etc.)
Was the meeting attended by representatives from all parties?
Have we used appropriate ways of communication?
Can we achieve the expected impacts with our limited resources?
Will we change or modify our strategy in response to the findings from the participatory meetings?
If our answer is "no" to most of the above questions, then obstacles are likely to occur the way they did with Pak Mendrofa.
We need to remember here that the participatory method seeks to overcome the understanding gap between us (program initiator) and the community, which may occur due to the difference in the views of life, knowledge, expectations, approach towards problems, and the language!
This should apply to both sides; we want to know about the community and the people want to know about our institutions and the program. Once we find that this gap has been overcome, we can run the program. There will be no suspicion, mistrust, over expectation and misleading information given.
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There are always challenges in implementing a program which uses the participatory approach. I say that these are challenges not problems. The difference is that while responding to a problem which has occurred we might get involved in a larger problem (remember that we always have limitations in terms of funds, manpower, expertise, time, etc.), and in the end we might completely fail in implementing the program for the community.
I have had some experiences using the participatory approach such as below:
Personal approach:
Have an effective approach for certain persons in the frame of participative principles. Currently, program organizers put more emphasis on the community group approach; and when a problem arises and we remain indifferent or take apathetic actions, the condition becomes worse. My suggestion is we should have a special approach for the community members who oppose the program, to improve their way of thinking.
Example: There are some community members who always provoke friends to obstruct the program. We should communicate with them, at their homes or whenever there is a chance. This is to find solutions and not to be critical of them. We should ask them about alternate solutions that they have in mind. Hopefully we should arrive at a common solution.
Coaching:
Use the appropriate methods of assistance, which are effective and efficient, such as:
· Create a field school for community learning activities.
· Train some community members to become trainers for their community through the TOT (Training of Trainers) program. This way we can involve those people who always oppose the program.
· Make more visits for discussions based on the technical topics. The more we communicate with community members, the faster we can improve the unstable condition.
These are some solutions to the challenges we faced in developing the economy of the community through the participatory approach.
Doddy Aristides, International Labour Organization, Gunung Sitoli, Nias, North Sumatera
From my own experiences and those of other colleagues who have been working in Nias, we saw that obstacles occurred in certain regions of the island: in South Nias districts, namely Hilisataro, Hiliganowo, Gomo, etc.; and in Nias districts namely Lahemo, Mandrehe, Sirombu, etc.
In dealing with the community, we must have a clear guideline on how to take the project further and also have flexibility in negotiating. For example, in the exemption of land cases if someone has approved the donation of their land to be used for public utilities (such as water pipes or irrigation) then we must follow-up the approval to get a written agreement. Otherwise, they might change their mind in the future.
Another incident that occurred in South Nias was when I was observing a road project in Lolomatua. Members of the community refused to have any part of their land used for road-side walls. But when they were asked to work to build the walls in exchange for payment by the contractor, then the problem was resolved. Also during a road project, some coconut trees had to be cleared out for the construction of the road. The owner of the trees had stated his agreement in the village meeting and also announced that he would not ask for payment. But for the next three weeks, construction activity was halted because the owner's son would only allow the trees to be cut down if there was compensation payment. These sort of cases always occurred.
The problem is slightly more complicated when it comes to dealing with the Village Head or Salawa. Frequent misuse of power or authority in some villages occurred while handling the incoming assistance. For example, in housing development programs or programs which distributed equipment for livelihood assistance in kind such as boats, fish dryer and others, it was not rare to see the aid being distributed to non-eligible beneficiaries who did not even live in that village sometimes .
Perhaps our friends at the PPK/PNPM (Sub-District Development Program/National Program for Community Development) programs or former members of the NRP (Nias Reconstruction Program funded by AusAID) are exposed to these kind of issues more frequently, since they are dealing directly with the community.
Currently, the ILO project in Nias does not work directly with communities, but through the contractors. So, problems with the community are taken care of by the local contractors.
In the near future we (ILO) will work directly with the community in some sub-districts in conjunction with the PPK/PNPM for the village bridge development projects. Information gathered from our discussion here in this forum will also become valuable reference material for me.
Yap Winarto, UNICEF, Banda Aceh
If there is rejection from the community, we need to conduct research to find out and identify the causes.
Rejection might occur when the community is in doubt.
When we conducted a preparatory exercise for the Rural Water Supply project in Bener Meriah and Central Aceh districts, people were skeptical of the project as NGOs and INGOs had come to the place earlier and conducted surveys or assessments but there was no realization of the projects.
When we conducted training sessions on drinking water for villages in Flores , a member of community said that he was not sure about the capability of educated people. He said, "See the drinking water pipe system created by an engineer .... does not work at all. But see the pipe system there that works well, .it was made by me, and I only have an elementary school education."
Rejection also occurs as a result of introducing something against the community’s religious beliefs. For example, in Banda Aceh, we can not advise the usage of human faeces-based fertilizer.
The community might also believe that a new method will give no significant advantage. Such an incident occurred during a project for sanitation system dissemination with a wet land construction model for newly built houses donated in several locations in Banda Aceh. They found that the advantage of cultivation on fertile land (made fertile by waste water) was not big enough to be called a source of additional income. Moreover, the facilitator could not give an example to counter the negative opinion.
Community leaders might also be leading these actions of refusal. This happened in Banda Aceh, where a community leader refused to let a small piece of hilly land be used for a water reservoir. This was a result of his disappointment when his son’s company did not qualify in the selection process for a contractor for an INGO’s project. Approaches were made through the Mukim, and Sub-District Head but yielded no result. The piece of hilly land was sold to be used as land-fill mining for construction works.
A community refused to move from a refugee camp to their new houses because they could continue receiving the “jadup” (cost of living support) by remaining registered at the camp while their new houses were being rented by other people. They actually wanted to get double benefits.
Different organizations may use different approaches. For instance, there are organizations that require contributions in kind from the community, but there are others which do not require any contribution; they even provide better aid and compensation. The community rejects certain organizations while preferring organizations which give more. They assume that it is their right to obtain this aid.
In Papua, the village midwife programme experienced barriers because the public did not trust village midwives who are still young, single and have no children. They were considered inexperienced (since they have never given birth themselves), and they were compared to the traditional midwifes.
In conclusion I would say, we must find out why the community is rejecting our programme and hold discussions to find solutions. Sometimes research needs to be done comprehensively to include approaches dealing with anthropological and sociological aspects.
Many Thanks to all who contributed to this Query!
If you have further information to share on this topic, please send it to Solution Exchange for the Economic Development Community at se-ecdv-id@solex-un.net with the subject heading “Re: [se-ecdv-id] Query: Handling Difficult People in Community - Experiences. Additional Reply”.
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