The Conceptual Models of Dynamic Governance Toward Sustainable Urban Water Management in Metropolitan Area

Abstract

Water is a key resource needed for human life. Urban water supply has not met the target of fulfilling water rights in terms of quantity, quality, continuity, and affordability. Urban water management system still traditionally emphasizes the physical construction of infrastructure and are still managed fragmented. This research aims to develop the conceptual models of dynamic governance model in urban water governance. The research approach uses a qualitative method by using soft system methodology (SSM) to develop the conceptual model. Research results are the conceptual models of dynamic governance in urban water governance at the policy hierarchy process starting from policy, organizational and operational levels to achieve the goals of sustainable urban water management. The conceptual models are described through the pathways of activities based on the interaction between dynamic capabilities and organizational culture. The dynamic governance model is adapted in Bandung Metropolitan Area as an implementation strategy in the fast-growing urban area.

1 Introduction

1.1 Context

Urbanization and urban population growth has accelerated the socio-economic development of a country, but at the same time it has increased environmental problems both on a global and local scale (e.g., see Ichimura, 2003; Zhao et al., 2006; Marcotullio & Solecki, 2010). Water is a key resource needed by humans to sustain life and build community welfare (WHO, 2012). The life of urban communities requires the availability of sufficient water in terms of quantity, quality, continuity, and affordability.

Water need continues to increase along with the increase in the world’s population, even though the amount of water available on earth is relatively constant and its quality is even decreasing (Hatmoko et al., 2013). Urbanization has an impact on changes in the water cycle as indicated by the increasing demand for water, reduced evapotranspiration and water infiltration, poor water runoff, and increased waste disposal (McGrane, 2016). Urban water resources continue to be under pressure due to the changes in land use, environmental pollution and climate change pose a threat to water security to meet human needs, risk of water-related disasters, and the decline of urban ecosystem functions (Pahl-Wostl et al., 2012).

Many experts argue that the water crisis in urban areas is caused by governance failures (e.g., see UNDP, 2006: Nababan, 2012; Gupta et al., 2013). Urban water cycle starting from surface water, ground water, drinking water, and wastewater is handled separately by various institutions according to their respective duties and authorities. The current urban water management still uses a traditional approach that relies on the construction of physical infrastructure networks and causes adverse economic and environmental impacts (Mitchell, 2006; Briony et al., 2013).

In a rapid changing world and full of uncertainty, there is no one who can guarantee that a current development success will continue in the future (Kasim, 2015). It is believed that the current urban water management will not be able to meet the needs and challenges of future development that are increasingly dynamic due to the changes of global political-economic, the decreasing environmental quality, and the increasing climate change impact. In order to anticipate and respond to these rapid changes, a more dynamic, flexible, and responsive urban governance system is needed. Dynamic governance is an approach used in public policy process in the midst of an ever-changing and uncertain situation (Neo & Chen, 2007). Dynamic refers to the characteristics of actors and institutions that always have new ideas, able to act quickly, adaptive, innovative, and have the ability to learn and execute policies effectively.

1.2 The Objective

This chapter aims at two main objectives. First is to develop the conceptual models of dynamic governance in urban water management in the metropolitan area using a soft system methodology. Second is to adapt the conceptual models of dynamic governance in sustainable urban water management in the Bandung Metropolitan Area as a fast-growing metropolitan area in Indonesia. The novelty in this article is to combine dynamic governance concepts and models in the policy hierarchy process from the policy, organizational and operational levels to achieve sustainable urban water management.

1.3 Structure of the Chapter

The chapter is divided into several sections: after the introduction, the second section examines the literature reviews including a brief description of sustainable urban water management, dynamic governance concept and policy hierarchical process, and a brief profile of the Bandung Metropolitan Area. The third section presents the results of the analysis and discussion. The final section is the conclusion.

2 Methods

This research was carried out using a qualitative method to develop a conceptual model of dynamic governance in urban water management at the policy, organizational and operational levels. The analytical tool used is the soft system methodology (SSM), a method used to structure thinking in complex situations based on the results of in-depth interviews (Checkland & Scholes, 1990). In-depth interviews were conducted with key informants representing groups of actors involved in the public policy process for urban water management, namely: non-government executive actors, government executive actors, and non-government actors. The adaptation of the dynamic governance model into sustainable urban water management in the Bandung Metropolitan Area is carried out using a strategic planning approach to outline the stages and strategic steps to achieve sustainable urban water management.

There are seven stages carried out in the analysis using SSM. The first stage is to describe a complex and unstructured problem situation in urban water management based on desk studies and exploration of various data and information as well as in-depth interviews with problem owners. In the second stage, the researcher created a rich picture to describe the complexity of urban water governance issues at the policy, organizational, and operational levels. The third stage is to define the root definition in developing a system that is relevant to the problem situation using the CATWOE (Customer, Actors, Transformation, World View, Ownership, and Environment) checklist. This checklist uses the six mentioned elements to explore the system where the problem took place. In the fourth stage, the researcher constructs a conceptual model based on the results of problem identification on the policy hierarchy process at the policy, organizational, and operational levels. The fifth stage compares the conceptual model with real-world problem situations. In the sixth stage, researchers make improvements to the conceptual model. The seventh stage is the implementation of the action. The seventh stage was not carried out in this research because it takes a long time and is not measurable to complete. The stages of SSM are summarized in Fig. 14.1.

Fig. 14.1

Stages of soft system methodology. (Source: Checkland & Scholes, 1990)

3 Literature Review

3.1 Sustainable Urban Water Management

The urban water cycle is a series of activities in the use of water starting from taking water sources, processing raw water and processing drinking water, and reusing wastewater into raw water sources (Dijk, 2012; Monfort et al., 2014). The development of urban areas affects the urban water cycle and the surrounding area (Molinos-Senante & Sala-Garrido, 2016). Urban socio-economic activities have an impact on taking groundwater and surface water sources, covering the ground surface and preventing groundwater recharge, increasing the risk of flooding and pollution of water bodies due to unmanaged waste. In addition, the impacts of climate change increase climate variability and extreme climate events that affect urban water availability (de Oliveira et al., 2015).

Urban water management still uses the traditional approach emphasizing the provision of physical infrastructure that is managed separately and supported by capital-intensive investments. Traditional urban water management will not be able to cope with the pressures and changes that occur due to rapid urbanization, environmental changes, economic activities, and the impacts of climate change (Marlow et al., 2013). Much of the literature discusses the importance of changing traditional approaches to more environmentally, socially, and economically sustainable urban water management (Pahl-Wostl, 2007; Brown et al., 2009; Alegre et al., 2012). Sustainable water management is defined as a strategy to conserve future water resources, increase water availability and manage clean water to ensure sustainability for current and future generations (Ding & Gosh, 2017).

Sustainable urban water management has been discussed since the 2000s together with the implementation of local agenda for sustainable development or Agenda 21. Several concepts that address sustainable urban water management include: Integrated Urban Water Management (Biswas, 2004; Maheepala et al., 2010; Burn et al., 2012), Total Water Cycle Management (Water by Design, 2010), Water Sensitive Urban Design (Wong & Brown, 2009), Low Impact Development (Clar et al., 1998), and Sponge City (Wang et al., 2017). Each concept uses a variety of meanings, but has the same basic principles adopted.

Unlike the conventional hydrological management, the IUWM includes urban area as a critical element for the catchment areas and provides opportunities to integrate with non-urban sectors. IUWM is a new approach where water supply, sanitation, storm water, and wastewater are managed in an integrated manner with land use planning and economic development (Furlong et al., 2016). Total water cycle management (TWCM) is a comprehensive water cycle management approach including wastewater recycling, wastewater treatment, and rainwater capture (Chanan & Woods, 2006). Water sensitive city (WSC) is a concept to create a livable and resilient city uniting sustainable urban drainage systems or green infrastructure with water recycling schemes (Brown et al., 2009). The water cycle is managed in a holistic and integrated manner through a transitional scheme starting from drinking water supply, sewerage, drainage, and environmental protection. Low impact development (LID) is an approach to wastewater management that is carried out naturally through land development technology (Clar et al., 1998; Table 14.1).

Table 14.1 Comparison of SUWM characteristics

Based on the above concepts and approaches to urban water management, the basic principles in sustainable urban water management include: (a) encouraging stakeholder participation in planning and decision-making processes, (b) integrating urban water cycle management both across sectors and between urban and non-urban areas, (c) applying a long-term strategic approach through policies, plans, and programs, (d) applying an interdisciplinary approach and the relationship between water, land use, and energy, (e) taking into account the local context and sustainability includes aspects of environmental conservation, social equality, economic efficiency, political and institutional interests, both formal and informal (Wong & Brown, 2009; Bahri, 2012). The framework for sustainable urban water management that can be developed based on the above principles can be seen in Fig. 14.2.

Fig. 14.2

The framework of sustainable urban water management. (Source: Analysis, 2018)

3.2 Dynamic Governance

It is increasingly recognized that efforts to achieve sustainable development are part of the governance challenge (Redclift, 2005). Governance is an enabling condition for achieving sustainable development goals. The challenges faced by urban development are increasingly complex, requiring a more flexible, anticipatory, and responsive governance system so that they are able to adapt and cope with the changes. Many governance theories are used to explain the ability to respond to changes including dynamic governance (Neo & Chen, 2007) and adaptive governance (Folke et al., 2005).

The concept of dynamic governance is widely discussed in the literature on organizational science, strategic management, and public policy. The main source of reference is the concept of dynamic governance which has been successfully applied by government organizations in implementing policies, plans, programs, and actions for public services in Singapore. In environmental governance regimes, the concept of dynamic governance is known as adaptive governance as a new approach to natural resource management to respond to the complexities and uncertainties of the changing global environment (Chaffin et al., 2014).

Dynamic governance is the result of the interaction between capability and organizational culture to develop adaptive policy pathways so that change and continuous learning occur as well as the ability to execute policies effectively to overcome emerging challenges and problems (see Fig. 14.3). The organization capability basically refers to the knowledge, attitudes, skills, and resources that are mobilized to carry out important tasks in achieving the desired goals (Neo & Chen, 2007). Systematic capabilities are embedded in people and processes so that good ideas can be translated into realistic policies, plans, and programs. Capabilities consist of three elements, namely: the ability to think ahead, the ability to think again, and the ability to think across. Organizational culture refers to the beliefs and values ​​of a particular group that are shared as an accumulation of shared learning processes and histories (Neo & Chen, 2007). Culture consists of elements: values, beliefs, and behavior adopted in an organization (Nurmantu, 2007). Dynamic governance shows the ability of an organization to develop adaptive policies in order to maintain sustainable development in the midst of rapid and uncertain changes.

Fig. 14.3

The framework of dynamic governance. (Source: Neo & Chen, 2007)

3.3 Policy Hierarchical Process

Public policy is a system built from its constituent elements, namely: public policy, policy actors, and policy environment (Dunn, 1999). Public policy is seen based on the substance of the legislation in all sectors related to urban water management. Public policy actors influence policy, both government actors and non-government actors (Anderson, 2011). Actors can be individuals or groups that actively participate in the public policy process.

The policy process as a hierarchy is divided into three levels, namely: policy, organizational, and operational (Bromley, 2009). This concept put public policy as an institutional transaction that connects individual interests and collective decisions for resource allocation. The policy level is the formulation of public policies in the form of legislation and strategic policies at national and regional levels formulated by the legislative and judicative. The organizational level is the implementation of public policies in the form of institutional arrangements and technical regulations to implement public policies in the form of operational regulations and policies. The operational level is the implementation of policies carried out by central government, local governments, private sector, and community.

The pattern of interaction among actors at the operational level is seen based on perceptions, assumptions, and policies to be implemented. Perceptions, assumptions, and policies are influenced by the limited rationality and opportunistic nature of actors toward these policies. This pattern of interaction provides results that are accepted or rejected depending on the interests of each actor. If there is a difference of interest, the results tend to be rejected. On the other hand, if there are similarities in interests between actors, the result is a compromise. The results of the policy process are assessed based on externalities that occur and provide feedback to institutions at the policy and organizational levels (Fig. 14.4).

Fig. 14.4

Policy hierarchy process. (Source: Bromley, 1989)

3.4 Theoretical Reflection

This research adopts the dynamic governance concept conducted in Singapore combined with the theory of the public policy hierarchy process. Theoretically, the dynamic governance model was developed in an interdisciplinary approach to environmental science, especially linking the concept of sustainable development with the concept of environmental governance and metropolitan urban areas. The concept of dynamic governance becomes an enabling environment for the achievement of sustainable urban water management objectives. This dynamic governance model was developed within the framework of a policy hierarchical policy starting at policy, organizational, and operational levels as a response to the complexity of environmental problems. A case study of metropolitan urban areas reflects the complexity of socio-ecological and multi-level governance issues.

Sustainable urban water management is closely related to targets and indicators of fulfilling state obligations on the right to water, which include: quantity, quality, continuity, and affordability. The water quantity refers to the amount of water that is sufficient and sustainable for minimal needs for daily living. The water quality refers to the quality of water that must meet the qualifications of healthy, safe, and proper. The continuity refers to water availability at any time. The affordability refers to physically accessible, economically affordable, and non-discriminatory. The fulfillment of targets and indicators is carried out comprehensively by taking into account aspects of environmental, social, and economic sustainability development. Governance is the main prerequisite to ensure the realization of targets and indicators for sustainable urban water management. The combination of the concept of dynamic governance and the theory of the policy hierarchy process is shown in Fig. 14.5.

Fig. 14.5

Theoretical framework of the conceptual model of dynamic governance in sustainable urban water management. (Source: Author’s own figure, 2018)

3.5 Bandung Metropolitan Area as a Case Study

The Bandung Metropolitan Area (BMA) is a national strategic area as stipulated in the National Spatial Plan. It comprises five administrative cities/districts namely: Bandung City, Cimahi City, Bandung District, West Bandung District, and Sumedang District. The total area of the BMA is approximately 348.261 ha. The total population of the BMA in 2018 was 8.7 million, which accounted for 2.9% of the Indonesian population.

The BMA has experienced rapid urban population growth in the core areas where land availability is very limited, and periurban areas, a place where the socioeconomic transformation process from rural to urban occurs. Similar to other developing countries, periurban areas dynamically grow and develop. Rapid population growth and increased economic activity led to land use changes, mostly the conversion of agricultural land into built-up areas. The expansion of built-up area led to changes in hydrological functions.

Uncontrolled land-use conversion in the catchment area of the BMA has resulted in declining water resources and scarcity of clean water in the dry season, low water quality, water pollution, and flood during the rainy season. Several water problems in the BMA include: pollution of water sources, deficit of raw water sources, exploitation of groundwater, and inadequate drinking water and wastewater infrastructure services. The current urban water management in the BMA is conducted separately by actors and institutions at the national, provincial, and city/district levels. This fragmented urban water management could negatively affect the future urban sustainability.

4 Construct a Conceptual Model of Dynamic Governance in Sustainable Urban Water Management

4.1 Description of the Problem Situation

There are three analyses carried out to describe the problem situation, namely: first analysis (intervention), second analysis (social), and third analysis (political) on the perceptions of the actors in order to obtain a rich picture of the problem.

First Analysis

The first analysis is a step to determine the three parties who play an important role related to the problem situation, namely: (a) Clients. The clients in this research are the Central Government in this case the Ministries/Institutions, the Provincial Government, and the District/City Governments, (b) Practitioners in this research are researchers, (c) The Owner of the issues is actors related to urban water management in Bandung Metropolitan Area which are categorized into.

Second Analysis

The second analysis (social system) includes three important social elements, namely: roles, norms, and values. Roles, Indonesia’s water management involves various actors and institutions at different levels of government starting from national to local. Actors are people and/or institutions at different levels of government whose tasks and responsibilities are relevant to, and directly involved in, the urban water sector. With its nature of multi-actors and multi-sectors, the coordination among actors and institutions becomes key requirement in order to improve the efficacy and efficiency of urban water governance. Types of actors in urban water governance can be categorized into three different groups namely: Nonexecutive Government Actors, Executive Government Actors, and Nongovernment Actors. Table 14.2 shows the types of actors in urban water governance.

Table 14.2 Types of actors in urban water governance

Norms

Regulatory framework is a critical element in shaping urban water governance. Indonesia’s water regulatory framework is continuously evolving. Water law refers to all law related to water including water resources, ground water, public regulation of waters (environmental, public health, pollution, etc.), and other related water issues. Since its independence, Indonesia has stipulated three water laws namely Law No. 11/1974 on irrigation and Law No. 7/2004 on water resources. However, Law No. 7/2004 was annulled by the Constitutional Court in 2015 and has been revised by Law No 17/2019 on Water Resources. This law attempts to strike a balance between public and private interest by giving the public the first priority in access to water sources. Private sector engaged in drinking water supply must also enter into a contract with the regional government-owned enterprise in charge of the drinking water supply in the area. However, Law No. 11/2020 on Job Creation (Omnibus Law) has amended several provisions on water resources law such as the deleting of seven articles with regard to the division of authorities on water resource among government levels and the changes of some articles. Water is a highly complex problem with many different functions. Water issues are discussed in many sectoral laws such as forestry, environmental, energy, health, and local governance. There is also strong linkage between water and land use and spatial plan as regulated in Law No. 26/2007 on spatial planning. Table 14.3 presents the laws and their relevance to urban water management.

Table 14.3 Laws and their relevance to urban water management

Values

Values ​​are standards or criteria that are considered appropriate to the role of each actor. In urban water management, the roles of actors at different levels of government do not yet represent the values ​​that are considered important as the basis for action in the policy hierarchy process from policy, organizational and operational levels. The values ​​that need to be developed at all these levels are leadership, cooperation, and collaboration as well as mutual awareness. In order to mobilize resources efficiently and effectively, the important values ​​to be developed are related to cooperation and collaboration between actors at different levels of government.

Urban water management involves multiple sectors and multiple actors at different levels of government. Cooperation and collaboration are absolute prerequisites for the successful implementation of urban water management at all levels. Urban water management requires the awareness of all actors to be directly involved and contribute significantly in all activities. This awareness is built on knowledge and understanding of the importance of urban water management. Actors who have high awareness will seek and get incentives to carry out actions according to their respective duties and authorities.

Third Analysis

The third analysis (political analysis) is conducted to answer how the power structure is expressed in a situation. The depiction of the power structure is carried out by explaining the political dynamics that influence each other at all levels, starting from policy, organizational, and operational. Political dynamics at the central level legislative (DPR) are shown by differences and conflicts of party political interests and the interests of electoral districts. Differences in interests affect the formulation of policies, budget allocations, and supervision of the implementation of policies and programs.

In the provision of drinking water, the legislative interest is more in the budgeting process to reflect the interests of the electoral district. The provision of drinking water is needed but is not necessarily a priority if there is no directive policy. Likewise, political dynamics at the regional level are highly dependent on the interests of the legislative. Political dynamics between executive government actors at the central Ministry/Agency level with provincial and district/city governments often occur in cross-regional water resource management and regional drinking water management. The allocation of raw water sources is usually an issue that creates a conflict of authority between the relevant actors. The head of district who have raw water sources feel that they have the authority to regulate their use, even though according to laws and regulations it is the authority of the central government.

4.2 Problems Expression Through Rich Picture

Based on the results of the description of the unstructured problem situation, the three-level analysis helps researchers get a rich picture of urban water management problems at the policy, organizational, and operational levels as shown in Fig. 14.6.

Fig. 14.6

Rich picture of urban water management problem. (Source: Analysis, 2018)

The problem of urban water management at the policy level is related to the overlapping of regulations and policies among sectors and the ineffective implementation of strategic policies. The overlapping of regulations and policies causes ineffective implementation of strategic policies at all levels of government. Synchronization and harmonization of central and regional policies in the drinking water management system (SPAM) in the era of regional autonomy has not gone well. The government formulates SPAM policies following the administrative boundaries of districts/cities, even though the condition of water resources follows geohydrological conditions that do not follow administrative boundaries.

The policy is generally applicable to all regions, whether they have or do not have water resources. This condition makes it difficult for water management models, especially for areas that do not have sufficient water sources. The target of achieving universal or 100% access to drinking water still faces many obstacles in its implementation (Interview with Directorate of SPAM, MOPW, 2017).

The problem of urban water management at the organizational level is related to the management of the urban water cycle which still separately involves many institutions/agencies at different levels of government according to their respective duties and authorities. The urban water cycle from raw water to distribution involves many institutions/agencies with duties and authorities in each of their respective sub-sectors (Interview with Directorate of SPAM, MOPW and Provincial Energy and Mineral Agency, 2017).

However, there is no single institution/agency that has the authority to secure everything from raw water to installation. The National Water Resources Council and the Water Resources Management Coordination Team are actually directed to be the institutions that coordinate all water-related stakeholders. The activities of the coordinating teams at the central and local levels are highly dependent on the leadership and support of the secretariat (Interview with Indonesian Water Partnership and West Bandung District Government/DPKPP, 2017).

The condition of urban water management is exacerbated by the limited availability of information that hinders the effective implementation of programs and activities. Availability of information is also a factor that determines the success of policy formulation and development of strategic plans for sustainable water management. Inadequate information becomes an obstacle in establishing coordination and cooperation (Interview with Provincial Housing and Settlement Agency and Ministry of Health Official, 2017).

Fundamental changes related to data and information need to be made considering that until now official data on the water balance have not been agreed even though many scientific studies have been carried out, increasing uncertainty for actors in urban water management (Interview with KRUHA representative, 2017). The problem of urban water management is also constrained by limited access to finance and the ability to reach the community. The capacity of the government and local governments in financing is very limited compared to the amount required (Interview with West Bandung District Government/DPKPP, 2017).

The problems of urban water management at the operational level are limited technical and managerial capabilities, low public awareness, and participation in the decision-making process. Technical operational and managerial skills are needed to promote better urban water management (Interview with Ministry of Health Official, 2017). Problems related to water are not limited to physical and technological aspects but involve social, economic, and institutional aspects that require good managerial skills. The low level of public awareness is often caused by a growing perception that the availability of water is very abundant and unlimited. The impacts of climate change on water resources will be significant in the future. Perceptions and understanding of the risks that threaten water availability in the future need to be continuously encouraged so that awareness arises to change and take action. Public awareness is shown by the low level of public awareness in using water efficiently (demand management). Stakeholder involvement in the decision-making process is a key prerequisite for successful urban water management. Operational policies are able to meet the needs and aspirations of the community as beneficiaries.

4.3 Conceptual Model of Dynamic Governance in Urban Water

The conceptual model of dynamic governance at the policy level (Subsystem 1) is intended to construct the dynamic governance approach in urban water management at the policy level at the central and metropolitan urban areas. The main focus is to describe future conditions and laws and regulations as well as strategic policies and to describe elements of dynamic governance by involving actors at the policy level, consisting of: (a) Actors at the Central level: DPR, BPK and related Ministries/Institutions, (b) Actors at the Metropolitan level: Provincial DPRD, District/City DPRD, Provincial Agencies, District/City Regional Agencies.

Dynamic governance can increase the effectiveness of policy development at the policy level in urban water management through strengthening the capabilities of people and processes to think ahead, think across, and think again and institutional culture. The construct of the dynamic governance conceptual model at the policy level is shown in Fig. 14.7.

Fig. 14.7

Conceptual model of dynamic governance in urban water management at the policy level. (Source: Analysis result, 2018)

At the policy level, activities to enhance people and process capabilities in: (1) Thinking ahead through drafting long-term strategic policy concepts; (2) Thinking across through synchronization and harmonization of laws and regulations; and (3) Thinking again through a continuous system of policy monitoring and evaluation.

Activities to improve organizational culture are carried out through the preparation of engagement platforms and collaboration between actors. Testing real-world conditions is done by comparing the activities in the conceptual model of dynamic governance at the policy level with how these activities are carried out in practice. Based on this comparison, further recommendations are made for the necessary changes (see Table 14.4).

Table 14.4 Comparison between the conceptual model of dynamic governance and real-word situation at the policy level

4.4 Conceptual Model of Dynamic Governance in Urban Water Management at the Organizational Level

The conceptual model of dynamic governance at the organizational level (Subsystem 2) is intended to construct a dynamic governance approach in the formulation of operational policies and institutional arrangements for urban water management at central government and metropolitan urban areas. Actors involved at the organizational level consisting of: (a) Actors at the Central level: Ministries/Institutions include: Ministry of Public Works and Housing, National Development Planning Agency/Bappenas, Ministry of Environment and Forestry, Ministry of Health, Ministry of Energy and Mineral Resources, Ministry of Home Affairs, NGOs at the central level, Professional Associations, Experts and Practitioners, Implementers of water-related programs at the central level; (b) Actors at the Metropolitan level: Provincial Agencies, District/City Agencies, Provincial/District/City level NGOs, Professional Associations, Experts and Practitioners, Implementers of Water-related Programs at the provincial/district/city level.

Dynamic governance can increase the effectiveness of developing operational policies and institutional arrangements for urban water management. The construct of the conceptual model of dynamic governance at the organizational level is shown in Fig. 14.8.

Fig. 14.8

Conceptual model of dynamic governance in urban water management at the organizational level. (Source: Analysis result, 2018)

At the organizational level, activities to improve people and process capabilities in: (1) Thinking ahead through the preparation of strategic plans and implementation schemes; (2) Thinking across through the preparation of the concept of institutional arrangements and continuous financing schemes; and (3) Thinking again through the monitoring and evaluation system of policy implementation.

Activities to improve organizational culture are carried out through the preparation of a knowledge and learning management platform. Real-world conditions are tested by comparing the activities in the conceptual model of dynamic governance at the organizational level with how these activities are carried out in practice. Based on this comparison, further recommendations are made for the necessary changes (see Table 14.5).

Table 14.5 Comparison between the conceptual model of dynamic governance and real-word situation at the organizational level

4.5 Conceptual Model of Dynamic Governance in Urban Water Management at the Operational Level

The conceptual model of dynamic governance at the operational level (Subsystem 3) is intended to construct the dynamic governance approach in the operationalization of urban water management policies at the central government and metropolitan urban areas to describe concrete actions by involving actors at the operational level consisting of: (a) Actors at Central level: Ministries/Institutions include: Ministry of Public Works and Housing, National Development Planning Agency/Bappenas, Ministry of Environment and Forestry, Ministry of Health, Ministry of Energy and Mineral Resources, Ministry of Home Affairs, NGOs at the central level, Professional Associations, Experts and Practitioners, Implementers of water-related programs at the central level, Institutional-Based Operators; (b) Actors at the Metropolitan level: Provincial Agencies, District/City Agencies, Provincial/District/City level NGOs, Professional Associations, Experts and Practitioners, Implementers of Water-related Programs at the Provincial/District/City level, Institutional-Based Operator.

Dynamic governance can increase the effectiveness of the operationalization of urban water management policies in an integrated manner. The construct of the dynamic governance conceptual model at the operational level is shown in Fig. 14.9.

Fig. 14.9

Conceptual model of dynamic governance in urban water management at the organizational level (Source: Analysis result, 2018)

At the operational level, activities to improve people and process capabilities in: (1) Thinking ahead through the preparation of a collective agenda and framework as well as a work plan for operationalizing activities; (2) Thinking across through the preparation of technical and managerial capacity building concepts; (3) Thinking again through the monitoring and evaluation system of the implementation of the work plan.

The improvement of organizational culture is carried out through the preparation of concepts to build awareness and capacity as well as the development of multi-actor and multi-sectoral networks.

Testing real-world conditions is done by comparing the activities in the conceptual model of dynamic governance at the operational level with how these activities are carried out in practice. Based on this comparison, further recommendations are made for the necessary changes (see Table 14.6).

Table 14.6 Comparison between the conceptual model of dynamic governance and real-word situation at the operational level

4.6 Activities to Reconstruct Dynamic Governance Models in Urban Water Governance at All Levels

Based on the understanding and analysis of the conceptual model in subsystem 1, subsystem 2, and subsystem 3, the activities to reconstruct the dynamic governance concept in urban water management are described as follows (Table 14.7):

Table 14.7 Activities at each level related to the dynamic governance

5 Adaptation of Dynamic Governance Model in Sustainable Urban Water Management in Bandung Metropolitan Area

Adaptation is intended to describe the activities developed in the dynamic governance model into an implementation strategy that contains the stages and priorities of the activities to be implemented. The outputs resulting from this adaptation process are systematic steps at each stage to implement dynamic governance activities in sustainable urban water management in the Bandung Basin Urban Area.

The strategy for implementing the dynamic governance model in sustainable urban water management in the Bandung Metropolitan Area is drawn up within a period of 5 (five) years. The stages are as follows:

5.1 Preparation of Regulation and Policy

This stage is the first stage carried out in the first 2 (two) years to prepare the basis for legislation and strategic policies for urban water management both at the central and regional levels. The expected results at this stage are the establishment of a synchronization mechanism and harmonization of laws and regulations related to water at the central level, the completion of government regulations as derivatives of the Water Resources Law and UUCK (Job Creation), the establishment of systems and mechanisms for strategic planning of urban water management policies at the central and local levels. at the metropolitan level and the establishment of an advocacy agenda for strategic urban water management policies.

5.2 Implementation Scheme

This stage is the second stage carried out in the second and third years to prepare institutional support for implementing strategic urban water management policies. The main focus is to prepare institutional support, financing schemes, knowledge and learning management as well as operational policy systems and mechanisms. The expected results at this stage are the formulation of a policy implementation agenda that is agreed upon by all actors at the central and regional levels, the establishment of an institutional framework for urban water management at the central and regional levels, the development of financing schemes and the establishment of an institutional form of metropolitan management as well as a strategic policy implementation scheme in the medium term.

5.3 Implementation

This stage is the third stage which begins in the second year onwards to support the implementation of strategic policies that have been formulated in the first stage and institutional support is prepared in the second stage. The expected results at this stage are the formulation of an agenda and framework as well as operationalization work plans at the central and metropolitan levels, the establishment of annual planning and budgeting systems, the establishment of incentive mechanisms and multi-actor and multi-sector network systems at the center and regions as well as the establishment of a monitoring and evaluation system supported by a database (Table 14.8).

Table 14.8 Implementation strategy for dynamic governance in sustainable urban water management in Bandung Metropolitan Area

6 Conclusion

This research resulted in a conceptual model of dynamic governance in sustainable urban water management which was developed based on a hierarchical policy process starting from the policy, organizational, and operational levels involving multi-actor and multi-sector at different levels of government. Dynamic governance is demonstrated through a series of activities resulting from the interaction of elements of dynamic capabilities of people and processes and organizational culture at every level to realize the achievement of sustainable urban water management goals.

Series of activities were developed to respond to the problem situation of urban water management at the central government level and metropolitan urban areas. Adaptation of the dynamic governance model is applied to the case of water management in the Bandung Metropolitan Area as an implementation strategy in urban areas that are fast growing and have complex socio-ecological problems related to water management.

Some suggestions based on the results of this research, especially for academics in the field of environmental science and public policy, are to conduct further research to (a) test dynamic governance models in other environmental issues, (b) adapt dynamic governance models in other metropolitan urban areas, and (c) applying the conceptual model of dynamic governance to public policy advocacy in Indonesia. Some suggestions for the government, regional government, and legislative members at the national and local level, are to: (a) adopt key steps developed in the dynamic governance model in urban water management to synchronize and harmonize laws and regulations related to water resources and its operational regulations, (b) develop platforms for collaboration, knowledge management and learning in the dynamic governance model as a vehicle to improve dynamic capabilities and organizational culture within the Government and Regional Government and legislative members, (c) improve public policy process at national, provincial and district/city levels by adopting key steps that can be developed in the formulation of water management policies involving actors and stakeholders at different levels of government.