An institutional analysis of sasi laut in Maluku, Indonesia

acceptable. What is important is not to further entrench current elites by allowing the system
to become inflexible, non-transparent and corrupt. Should democratic ideals one day become
the norm, the management institution must be able to evolve to accommodate increased need
for direct participation.

Various contextual realities are at work toward the revitalization of sasi as a management
institution. The national ethic of non-questioning obedience to central authority prompts
village leaders to do nothing, but the potential to collect resource rents through sasi makes
reviving the institution very attractive. For fishers themselves, the incentives are more linked
to culture than to a consciousness of the need for management. Strong market demand coupled
with high dependence on the fishery make villagers wary of management that might restrict
access or impose catch limits. On the other hand, competition among sectors may push artisanal
fishers to organize themselves and demand clear access and withdrawal rights on pelagic
fishing grounds.

Factors that contribute positively to the resilience of sasi as a local institution should be
considered during the process of modernizing local management. For instance, the legitimacy
of a village head who descends from the raja line contributes positively to the execution of his
authority with regard to sasi. A large overlap between the traditional and formal authorities
in the village government is also beneficial. Acknowledgment of the traditional village
authorities within the formal government is vital to the revitalization of sasi. Where traditional
institutions are acknowledged, enforcement of sasi regulations is more effective. Formal and
traditional institutions should also collaborate closely with religious authorities. Where there
are strong bonds among these institutions, sasi is highly resilient. On the other hand, political
instability and weak leadership seriously hamper sasi as well as any revitalization process.

The perpetuation of sasi - as opposed to the introduction of a totally new institution, especially
if it includes religious leaders - would be an asset in that compliance would be encouraged.
With the existence of a local institution involving respected traditional and religious leaders,
resource users would feel secure. While revamping the institution to increase functionality in
resource management, it will be useful to retain traditional titles and structures, as well as
elements of ceremony, to provide a strong spiritual and cultural basis. Collaboration requires
a shared value system, in this case, adat. However, where through modernization the younger
generation develops new values, the institution must adapt. The loss of interest among the
younger generations and the subsequent loss of sasi knowledge linked to adat are a threat to
sasi as a cultural institution and can, therefore, undermine its effectiveness as a resource
management structure. It is important to ascertain how important traditional language and
ritual are, and how much needs to be incorporated into a revitalized institution so that the
cultural strength of the traditional institution can benefit all without alienating younger fishers.

Collaboration, trust and legitimacy that support sasi are a function of a village size and
homogeneity. In larger, more heterogeneous villages, traditional sasi does not appear to be a
viable option. A logical alternative would be a modern village institution that provides a
transparent, inclusive decision-making process, mechanisms to change rules, mechanisms to
enforce rules and direct benefits for the fisher-managers. Also needed are a funding base (part
of which could be generated by village organizations) and a stable management structure that
includes, but is not dependent upon, the village government. Whether or not the institution is
modeled on sasi, the needs and aspirations of the various proponents (fishers, local governments,
fisheries managers, adat leaders, and environmentalists) must be successfully accommodated.
Local institutions need to be involved not only in local monitoring and enforcement but also as
partners in development planning and implementation, stock assessment and allocation,

10 An Institutional Analysis of Sasi Laut in Maluku, Indonesia

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