Beberapa waktu ke depan, kami akan reshare ‘throwback, lesson learned & learning about changes in 6 villages towards community based total sanitation in Kabupaten Lombok Timur’.
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DESA KALIJAGA SELATAN
Due to the annoying bad smell of waste, currently the people of Desa Kalijaga Selatan has had the integrated waste treatment that they have developed collectively.
Initially before meeting YMP, Akwan, the Head of Desa Kalijaga Selatan has already had “Kompass”, the acronym of Kompak Aman Sehat Sejahtera (Compact, Secure, Healthy, and Prosperous), which becomes the core of his vision and mission during his leadership. The slogan
Kompass sounds like “compass” which refers to the tool used for showing the direction. “We would like to have a clear direction,” he said.
However, before meeting YMP, Akwan admitted that he did not know much about what his people can do to improve health. The acquaintance with YMP has enlightened his mind on how to deal with health issue.
Movement 45: Relying on Parents and Tuan Guru
The success of sanitation issue in Desa Kalijaga Selatan has a long history. With the introduction of STBM through YMP, Akwan was challenged to be more successful in current toilet development program than the previous ones. One of his strategies is implementing STBM through Movement 45, that is a movement to drive 4 dusuns (sub-villages) to further drive 5 pillars of sanitation. This movement has successfully motivated four dusuns: Dusun Menak Utara, Menak, Dasan Baru Utara, and Dasan Baru, to directly lead the behavioral changes among their respective residents. The lowest level of leaders become the forefront agent.
“We ask them to care for the articulation of this (total sanitation) to the people,”Akwan said. In addition to the formal leaders at the governmental structure, according to Akwan, Tuan Guru also plays important role, particularly in disseminating the religious perspective of sanitation in their preaching.
Of the five pillars of STBM, two pillars are of important issues in Desa Kalijaga Selatan. They are the first pillar: Stop Open Defecation. Sam’iyah, the village facilitator, acknowledged that initially she was intimidated by the people. Together with other cadres, Sam’iyah had to visit the people to explain sanitation issues to the households.
“A number of people questioned me why I, a university graduate, am willing to deal with toilet issue,” she complained. Sam’iyah consistently promote sanitation issue, and gradually more people support her. Fortunately, the village also made some policies to drive the behavioral changes. Akwan allocated Rp 22 millions to help 200 poor households in the form of one sack of cement and a closet for each household. The seriousness of the people to sustain sanitary and hygienic behavior is endorsed by the Village Regulation on STBM that prohibited people from open defecation, littering, and inappropriate waste disposal.
We don’t have any village property, even for waste disposal!
In addition to Open Defecation, we have waste disposal problem. The implementation of pillar 4 or domestic waste is another problem. Desa needs the final waste dumpsite. However, they do not have any available land. Several months ago, I asked Akwan about the possible availability of what we call ‘tanah bengkok’ (village property) in Desa Kalijaga Selatan. Akwan replied that the village had no property any longer. In other words, Desa cannot provide the required land for waste dumpsite. Meanwhile the lack of land for waste dumpsite has resulted in further problems. Initially, the waste is put amidst the village near the residential areas of the people. But the people protested.
“It smells bad, Pak Kades! We have cockroach entered the house! Also rats!” Akwan articulated what the people have protested pertaining the waste collection. After some shifts, finally, waste is collected in the yard of the village office. Again, Akwan was protested by the people. “What a disgusting area! It’s not a good idea to put waste at the village office yard, is it?”
Eventually, Akwan collected the people to discuss the plan to have their own final waste dumpsite.
Village Fund is not Allowed to Procure Land
As the village head, Akwan has learned that the Village Fund is not allowed to procure land. He explained this to the people when they have a discussion to find a solution to a problem. “We must not use the fund for land procurement,” he said to the people. It sounds bitter, but this has motivated the people to realize that they cannot totally rely on government funding. Therefore, they have to contribute. Each household contributed Rp50,000 that could be paid in 5 months. The collected money will be used to buy 4 ares of land for Rp38 million. The land was owned by H. Subki in Dusun Dasan Baru. Here is now the Integrated Waste Treatment Site officiated on 11 January 2016.
The location is quite strategic because it is rather far from the settlement. On top of land that has been fenced wall, stands a building financed by the Village Fund. At the yard, there is residue of waste incineration. The remaining part of the yard is idle. “For the time being, we collect and burn the waste here,” Akwan said.
The waste is transported by the pick-up car bought by the Village Allocation Fund. Therefore, Desa Kalijaga Selatan has an official transporter of waste. “The only waste transporter owned by village in Lombok Timur,” Akwan said in pride. In the future, he planned to build a Holistic Waste Treatment (Osamtu) in this place (the holistic waste treatment was introduced by Prof. Sri Tejo Wulan). Akwan and the people are proud. One of the success keys in the establishment of STBM is collaborative work (locally known as “gotong royong”).
“The people are now proud,” he claimed. Only by working together, then the STBM is no longer just a slogan!
Vision and mission Akwan already shows its commitment on sanitation. However, the behavior changes only occurred after the resource mobilization starting from the head of dusun, tuan guru, to the cadres. They were involved to establish social norms that drive sanitation (Opportunity Determinant).
The di cult economic condition of the people have hindered the changes. The people found it di cult to put sanitation as the priority (Motivation Determinant). For poor people, such as Rizkah’s family, the village administrator has provided subsidy of closet and cement. This implies that village administrators are sensitive to the people who found it di cult to put toilet as their rst priority. On the other hand, the people who felt annoyed with the bulk of waste (Emotional Drive) are motivated to directly contribute to the procurement of the land for integrated waste treatment site. Nobody feels comfortable living near the bulk of waste.
Knowledge as the Ability Determinant also contribute to the change. In addition to knowledge about health, knowledge about village’s nancial management is equally important. The people have to know that not all development programs can be nanced by the Village Fund, and accordingly are willing to contribute nancially to village development. The collective commitment has resulted in the development of integrated waste treatment site. This facility later excites the people’s pride that they can improve sanitation independently.