Dynamics of Stakeholder Collaboration in Bojonegoro ’ s Open Data Program

This paper discusses the complexity of collaboration dynamics and the open data of collaboration cycle in Bojonegoro Regency. Bojonegoro’s open data is a data development program that is collected from the PKK Dasawisma data updated once a month through the publication of Dasawisma data online. This paper has proven a very dynamic level of collaboration in open data initiation through the use of qualitative techniques by collecting data on interviews, observations, and documentation. The level of collaboration dynamics is promoted by drivers in the form of leadership, a culture of openness that has been formed, resource dependence on one another and strong local CSO roles. These drivers are determinants dynamics of open data collaboration to reach a mature collaboration cycle. Some indings indicating weaknesses are the “political will” of leaders determining the sustainability of open data; and collaborative programs that have not been aligned with the current RKPD.


Introduction
The governance movement has arrived at collaborative g ove r n a n c e ,  (Logsdon, 1991); the need for resources and sharing risks (Alter & Hage, 1993;Agranoff & McGuire, 2003); scarcity of resources (Agranoff & McGuire, 2003); previous business history to collaborate (Radin, et al., 1996); a situation where each partner has the resources needed by another partner (Chen & Graddy, 2005;Gray, 1989;Gray & Wood, 1991;Pfeffer & Salancik, 1978;Thomson, 2001); and complex issues (O'Toole, 1997). Ansell and Gash (2008) added some reasons for collaborating because of the failure of policy implementation, the inability of groups, the mobilization of interest groups, and the high cost and politicization of regulations. Goldsmith & Eggers (2004) also argue that when public sector governance is increasingly fragmented, governance network has emerged as a solution with interorganizational collaboration. Collaboration is very important for public managers. When devolution, rapid technological change, scarce resources, and increased organizational interdependence encourage an increase in the level of collaboration (Thomson, et al., 2006). The collaboration that emerged from these conditions eventually formed the concept of collaboration. E s t a b l i s h i n g c o l l a b o ra t i o n a m o n g stakeholders is very dif icult, even the level of success is as low as 20% (Huxham & Hibbert, 2008). There are groups of igures who are skeptical of collaboration. One reason for such skepticism is the quality of the participants and their demands on participating actors where there is a thin line between personal and shared interests (Huxham & Vangen, 2005). The complexity of this collaboration can be seen as a "black box (collaboration)", which is the dynamics of collaboration (Gray & Wood, 1991).
Collaboration between stakeholders is increasingly in demand by the government in the administration of the current digital era government. One program related to digital era collaboration is the open data program. Open Data is data that is freely used, modi ied, and redistributed by anyone and for any purpose (World Bank, 2017 (Kurniawan, 2016). In addition, economic success is also demonstrated by the conversion of lood areas into income-producing star fruit agro-tourism (Kurniawan, 2016 Berends, et al. (2017: 5) states that open data has an impact on macro and micro economics. The EU value of the data is estimated to have the potential economic growth potential of up to EUR 739 billion in 2020 (4% of EU GDP) (Berends, et al., 2017, p. 6 (Richardson & Allegrante, 2000).  Emerson, et al. (2012, p. 2) de ine collaborative governance as a process and structure of public policy decision making and management that involve people constructively across public institutions, government levels, and / or public, private and civic spaces to carry out public goals that are unattainable.

Collaborative Governance
Based on the above opinion of experts, it is concluded in this study that collaborative governance is a process and its dynamics aiming to achieve common public goals that are formulated and agreed upon jointly by crosssector stakeholders wherein these public goals are unattainable without working together. In

Collaboration Dynamics
The de inition of collaboration from Emerson, et al. (2012) criticizes the notions of Ansell and Gash (2008), as Ansell and Gash only focus on "species rather than genus". This means that the de inition of Collaborative governance provided by Emerson, et al., (2012). is more comprehensive. The three scholars modeled Collaborative Governance as follows: openness is a custom that is constantly practiced by the Bojonegoro Regional government along with the community in order to achieve principles of transparency, accountability, and participation. The custom is practiced via public dialogue and submission of complaints through several channels. Their custom eventually forms into culture. Some literature discusses community participation that can shape culture or even become politicized (Chavez, 2015). This is because participation originates from two basic elements namely institution and autonomy (Chavez, 2015). c) Interdependence: a condition in which individuals and organizations are unable to achieve something using their own efforts and capacities, therefore collaborative actions need to be implemented.    (Emerson, et al., 2012).

Resource Dependence among Actors.
There were dominant institutions that relate to or cooperate with all stakeholders such as the Bojonegoro Regional Communications and Informatics Of ice (Diskominfo), but there were also stakeholders who had minimal involvement because they only played a role in formulating the problem and evaluating the implementation.
Diskominfo became dominant in managing data revolution because it was the main coordinator.
The  The de inition is characterized by the existence of business continuity to clarify the intent and purpose, approve the concept that will be used to achieve that goal, and clarify the rights and obligations of each participant (Emerson, et al., 2012). At the meeting held in August 16, 2016 on the 7th loor of the regional government's new building, the agenda was an action plan meeting which resulted in 8 points. The meeting began by clarifying a list of the problems that had been collected. After the 8 points were veri ied, the meeting participants established a joint criteria for assessing information and alternative problem solving.

Figure 3. Collaboration Dynamics of Open Data Stakeholders
Source : Emerson, et al., 2012. Deliberation, dialogue or communication as part of a mutually bene icial learning process. Deliberation is carried out by promoting deliberation to reach a consensus, in accordance with democratic principles.
Collaborative governance is built on face-to-face dialogue between stakeholders, as a consensusoriented process. Communication conducted by stakeholders is carried out directly or indirectly. Determination or designation can include procedural decisions (e.g. setting an agenda, holding discussions, establishing a working group) and substantive determinations (e.g. reaching agreement on items of action to be taken or inal recommendations) (Emerson, et al., 2012). In addition, commitment was also shown by the constant coordination occurring among the stakeholders through routine meetings and personal coordination. This is not unlike the explanation presented by Thomson and Perry in Emerson et al. (2012, p. 14) wherein the ef icacy of collaborative dynamics is shown by trust built from informal and reciprocal relationships between stakeholders leading to interactions strengthening mutual trust faster in legitimacy.
Capacity for Joint Action. The capacity to carry out joint activities relates to the ability of organizations or individuals involved in collaborative actions to build data at both the village and district levels. First, institutional matters, which include guidance on the process and organizational structure needed to regulate relationships in larger, more complex and longlasting collaborative network systems, require more explicit structures and protocols for work administration and management (Emerson et al., 2012, p. 15 (Emerson, et al., 2012). Diskominfo along with Sinergantara implemented a cooperation agreement as a follow-up to the MoU, which entailed strengthening the HR of the administrators/ data operators and developing the Dasawisma application as a means for inputting, processing, and outputting in the data utilization dashboard.