Vol. 9, No. 2, May 2021

JURNAL ILMIAH PEURADEUN
The Indonesian Journal of the Social Sciences
p-ISSN: 2338-8617/ e-ISSN: 2443-2067
www.journal.scadindependent.org

Vol. 9, No. 2, May 2021
Pages: 483-500

Collaborative Govenance in Preserving the Malay Culture of Riau
Syed Agung Afandi1; Reski Lestari2; Muslim Afandi3
1,3Universitas Islam Negeri Sultan Syarif Kasim Riau, Indonesia
2Sekolah Tinggi Agama Islam Negeri Bengkalis, Indonesia

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Afandi, S., Lestari, R., & Afandi, M. (2021). Collaborative Govenance in Preserving the Malay
Culture of Riau. Jurnal Ilmiah Peuradeun, 9(2), 483-500. doi:10.26811/peuradeun.v9i2.525
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Jurnal Ilmiah Peuradeun
The Indonesian Journal of the Social Sciences
doi: 10.26811/peuradeun.v9i2.525
Copyright © 2021 SCAD Independent
All Rights Reserved
Printed in Indonesia

Jurnal Ilmiah Peuradeun
Vol. 9, No. 2, May 2021
Pages: 483-500

COLLABORATIVE GOVERNANCE IN PRESERVING
THE MALAY CULTURE OF RIAU
Syed Agung Afandi1; Reski Lestari2; Muslim Afandi3
1,3Universitas Islam Negeri Sultan Syarif Kasim Riau, Indonesia
2Sekolah Tinggi Agama Islam Negeri Bengkalis, Indonesia
1Contributor Email: syedagungafandi@gmail.com

Received: Feb 29, 2020
Accepted: Sep 17, 2020
Published: May 30, 2021
Article Url: https://journal.scadindependent.org/index.php/jipeuradeun/article/view/525

Abstract
The Riau Government is committed to preserving the Riau Malay Culture as stated
in the Riau Vision 2025. The current facts show that there is a severe weakening of
the Malay Culture in Riau Province. This can be seen from the ethics, grammar,
fashion, culinary, art, and Malay traditions that the Riau Malay community is
starting to leave. The purpose of this study was to determine collaborative governance
in the effort to preserve the Riau Malay Culture. The research method used is
qualitative. The results of this study indicated that the Riau Government is not
committed to achieving its vision, which is reflected in government policies. Lack of a
roadmap for a cultural vision so that a network structure between stakeholders was
not formed, the master plan owned by each stakeholder was not integrated, and was
not interdependent, did not have a standard measure that describes procedures and
authority in action, there was no function of joint decision-making and sharing of
responsibilities, and there was no communication and flow of information between
stakeholders so that collaborative governance in the preservation of Riau Malay
culture was not carried out.
Keywords: Collaborative Governance; Malay Culture; Riau; Stakeholders.

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A. Introduction
Cultural studies are currently in the spotlight of the world. Through
the United Nations Educational, Scientific, and Cultural Organization, the
United Nations calls on every country to pay attention to cultural aspects
of development. Cultural diversity is valued and recognized in Indonesia.
The vision of culture is explicitly stated in article 28I paragraph (3) and
Article 32 paragraph (1) and (2) of the 1945 Constitution (S. A. Afandi &
Afandi, 2019). Riau society is better known as the Malay community and
has a Malay culture. The history of its occupancy is marked by the glorious
period of the Malay kingdoms that were spread throughout the Riau
region and its surroundings. However, the absence of development efforts
has led to a severe deterioration of Malay Culture (Afandi, 2017).
History proves that the Riau Malay Culture has contributed greatly to
the survival of the community, nation, and state, both during the struggle
and in defending and filling independence (Koentjaraningrat, 2011). This
then gives a distinctive feature to the region and on a broader scale has
given an identity to the state, so it is necessary to develop, maintain and
preserve to enrich the nation’s cultural treasures, strengthening national
cultural resilience as a pillar of national resilience, and to support the
continuity of national development, particularly development in Riau Province
(S. A. Afandi & Pribadi, 2019).
The Riau government has committed to preserving the Riau Malay
Culture by establishing the Riau Vision 2020 “The realization of Riau
Province as the Center for the Economy and Malay Culture in a religious,
physical and spiritual community, in Southeast Asia in 2020”. This vision
was later extended to 2025 following Law No. 17 of 2007. Furthermore,
through the Riau Province Regional Regulation No. 1 of 2012 concerning
the Riau Malay Customary Institution, it is emphasized that the Riau
Malay Customary Institution is one of the pillars in realizing the vision of
Riau 2025. The Riau Malay Customary Institution is a community organization
which in its activities carries out activities for the preservation and
development of the Riau Malay Culture. The Riau Malay Customary Institution is
not an organization that is under the government (Jamil, 2011).
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After the establishment of the Riau vision 2025, the private sector in
Riau Province has also begun to show its concern for Riau Malay Culture by
supporting cultural-themed activities and allocating Corporate Social
Responsibility (CSR) to local wisdom. However, the fact is that there have
been many shifts in the values of Malay Culture. At present, several foreign
cultures have grown and developed and have even become tourism icons of
Riau Province such as the Bakar Tongkang Ceremony, so that it is not in line
with the government’s commitment to developing tourism based on Malay
Culture with the tagline “Riau The Homeland of Melayu” (Sunandar, 2015;
Handoyo, 2018).
Collaborative governance is a process and structure of public
decision-making and management that involves people constructively across
the boundaries of public bodies, levels of government, public, private and
civil circles to carry out unattainable public goals (Abbott, 2012). Collaborative
governance can also be seen as a term of supervision that includes a broad
literature on networks, partnerships, and third party governments, as well
as an equally broad literature on democratic governance, citizen and
stakeholder engagement, consensus building, and so on (Morse, 2011).
This study aims to analyze collaborative governance in the effort to
preserve the Riau Malay Culture. According to Deseve (2009), several
important items to measure collaborative governance include network
structure, commitment to goals, mutual trust between actors, access to
power, sharing of accountability, sharing of information, and access to
resources. The urgency of this research is motivated by the phenomenon of
the severe weakening of Malay Culture in Riau Province, while culture is a
form of national wealth and identity to strengthen national integrity. This
study analyzes the collaboration between the government, community
organizations, and the private sector in overcoming the problem of
weakening the Malay Culture in Riau Province so that the extent to which
collaborative governance has been carried out will be illustrated.

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B. Method
This study uses a qualitative method. The object of this research is
stakeholders related to efforts to preserve the Riau Malay Culture. Researchers
observed various activities of the Riau Government, Riau Malay Customary
Institutions, and the private sector in efforts to preserve the Riau Malay
Culture. Qualitative research is research that is interpretive and uses
interpretation and triangulation in assessing research problems (Mulyana,
2018). The purpose of this study is to obtain a holistic understanding of
reality under study. This study uses various data sources to produce more
comprehensive data from various sources and various types of data. This
research was conducted from 2018 to 2019. Selection of informants by
purposive sampling and aims to obtain data from various points of view.
Data collection techniques through observation, interviews, and documentation.
The data analysis techniques used were data reduction, data presentation
in the form of short narrative texts, and verification by returning to the
field and making conclusions. The validity test was carried out by
triangulation (Moleong, 2010).
C. Result and Discussion
1. Network Structure
The network structure is the relationship between elements that
are united together and reflect the physical elements of the network being
handled (Deseve, 2009). This clearly describes what kind of collaboration
the government and other stakeholders build in a network. The government
and other actors see policy problems and solutions differently, so cooperation
decisions produce different decisions than if using traditional bureaucratic
decision making (not involving civil society actors) (Dobersteina, 2015).
In the effort to preserve and develop the Riau Malay Culture, as
clearly stated in the Riau 2020 vision, which was later extended to 2025,
realizing Riau Province as the center of Malay Culture in Southeast Asia,
the government does not have the network structure which is a requirement
for collaborative governance, which It should be the responsibility of the
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Riau Government to reach out to other stakeholders, namely, the Riau Malay
Customary Institution and the private sector, so that the physical elements
of the network will be owned in achieving the government’s goals.
The lack of a roadmap for the development and preservation of the
Riau Malay Culture, to unify goals and perceptions, has resulted in the
efforts made by the government and other stakeholders not being integrated.
The government has a roadmap for the development and preservation of
Riau Malay Culture that is internal, across agencies under the Riau Government,
with the Riau Provincial Cultural Office as the leading sector. The Riau
Malay Customary Institution, which is a Malay Culture organization and
the private sector, has its master plan in viewing Riau’s 2025 vision related
to this culture, according to its internal interests, but not integrated with
the Riau Government program. This is due to the lack of a roadmap which
is a mutual understanding to achieve government goals.
Thus, it cannot be determined the pattern of collaboration that is
built between the Riau Government and other stakeholders, namely the
Riau Malay Customary Institution and the private sector, in achieving the
government’s vision of culture. Even though they have the same view
regarding the vision of Riau, especially culture, the agenda that is carried
out is not integrated and does not cause a dependency relationship, as
well as the lack of communication because the planning and agenda are
carried out according to their respective master plans. If the various efforts
made by the Riau Government, the Riau Malay Customary Institution, and
the private sector can be integrated, it will certainly be more effective and
efficient in achieving the Riau vision 2025.
2. Commitment to Goals
Through the Riau Vision 2025, the Riau Government is committed
to becoming the center of Malay Culture in Southeast Asia. Regarding this
vision, in the education sector, the Riau Government has established
regulations related to local content curricula at the elementary to high school
levels, by organizing Malay Arabic writing lessons, which in its implementation

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are collaborating with the Riau Malay Customary Institution. Besides, the
government has also established a Malay study center located at the
Soeman HS Library in Riau Province, where this place provides literature
on the history and culture of Riau Malay. This has also contributed to the
enthusiasm of Riau Malay studies which were also carried out by several
foreign researchers in that location.
The government, at the initiation of the Riau Malay Customary
Institution, has also designated Malay as a companion to English and Indonesian
to be used in the delivery of official information at Sultan Syarif Kasim II
International Airport, Riau. The Riau government has also set regulations
requiring the use of Malay clothes in all government, private and school in
Riau Province on Fridays, as well as the obligation to adopt the Riau
Malay Traditional House architecture in all buildings in Riau Province,
particularly in government-owned buildings, schools, and private.
In the tourism sector, the Riau Government is committed to developing
tourism based on Malay Culture with the tagline “Riau the Homeland of
Melayu”. With the establishment of the Bakar Tongkang Ceremony as
Riau’s tourism icon, this is of course very contrary to the Riau tourism
tagline and Riau’s 2025 vision related to culture. The Bakar Tongkang
ceremony is a tradition of the Chinese community that does not reflect the
Malay Culture in the slightest, so it is not in line with the cultural vision of
the Riau Government.
In addition to the Bakar Tongkang Ceremony, in Riau Province
there are several tours based on local wisdom that are superior, such as
Bakudo Bono, Pacu Jalur, Rupat Utara Beach, and Siak Sri Indrapura
Historical Tourism, even Siak Sri Indrapura has been stipulated through
the Minister of Culture and Tourism Decree No. KM.13/PW.007/2004 as
historical relics, protected sites and areas, and has also been designated as
the Indonesian Heritage City Network, by the Ministry of Public Works
and Public Housing and the Directorate General of Human Settlements.
This object is of course very potential if it is managed optimally and has
its appeal for domestic and foreign tourists so that it will affect the local
economy. The determination of the Bakar Tongkang Ceremony as a tourism
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icon for Riau Province based on profit considerations is not in line with
the commitment to the cultural vision of Riau Province.
Related to this, the Riau Malay Customary Institution, which is a
community organization which in its activities carries out the preservation
and development of Malay Culture in Riau Province, seems silent so that
it is considered to be legitimizing the government policy, even though the
Riau Malay Customary Institution is not an organization under the
government, but is a partner of government in the field of preservation of
Malay culture. According to the Riau Provincial Regulation No. 1 of 2012
concerning Riau Malay Customary Institutions, it is also emphasized that
the Riau Malay Customary Institution is one of the pillars in realizing the
vision of Riau so that the legitimacy action carried out by the Riau Malay
Customary Institution contradicts the purpose of establishing this organization.
In the private sector, companies in Riau Province have shown their
stance by committing themselves to allocate corporate social responsibility
to ecotourism which is currently being promoted by the community,
supporting Malay Culture art studios, providing scholarships to continue
education in the field of culture, conducting coaching and developing
Micro, Small and Medium Enterprises especially related to local specialty
products. However, it is not uncommon to find disputes between companies
and the community, such as land problems, road blockages by the community
due to company operational vehicles damaging the roads, as well as
demonstrations by the community regarding environmental destruction/
pollution carried out by the company, resulting in the corporate social
responsibility program, also considered as an effort by the company to
gain public sympathy.
Overall, it can be said that the commitment of stakeholders, namely
the Riau Government, Riau Malay Customary Institutions, and the private
sector, towards the goal of preserving and developing Riau Malay Culture
has not been well implemented. This is because, in addition to the real
commitment that can be seen not showing consistency in support for the
Riau Malay Culture, it is also evident from the lack of welfare for the
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community, because the Riau Vision 2025 related to this culture leads to
the welfare of the community. However, the preservation of culture as an
identity and regional integrity will have a positive effect on the economy
of the community.
3. Mutual Trust Between Actors
Trust and respect are the most important parts of collaboration if it
is to be successful and enjoyable (Huxham, Vangen, & Eden, 2010). Trust
is the informal glue that governs the organization together in a collaborative
setting. Meanwhile, managers can make efforts to foster a trusting
environment (Piatak, Romzek, Leroux, & Johnston, 2017). Ansell & Gash
(2008) find that time, trust, and interdependence are necessary for
collaborative governance to be successful.
To achieve Riau’s 2025 vision related to Malay Culture, the Riau
Government realized that it could not stand alone. Related to this, the Riau
Government is collaborating with the Riau Malay Customary Institution, as a
stakeholder who focuses on efforts to develop and preserve the Riau
Malay Culture. The Riau Malay Customary Institution is an organization
outside the government that has focused on efforts to preserve the Riau
Malay Culture since 1970. This organization has management throughout
all cities in Riau Province, which is a forum for the people, cultural
observers, and Riau Malay leaders.
With the background of common goals, through the Riau Province
Regional Regulation No. 1 of 2012 concerning the Riau Malay Customary
Institution, the Riau Government firmly established the Riau Malay Customary
Institution as the government's partner in the efforts to preserve and
develop the Riau Malay Culture. After the enactment of the regional
regulation, although it was deemed late, this policy benefited every party.
With this policy, the Riau Malay Customary Institution received support
in the form of grants, buildings, and operational vehicles to support
organizational activities from the government. On the other hand, the
government has been greatly assisted by various programs and activities
of the Riau Malay Customary Institution, ranging from academic

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programs in the form of seminars, training, and empowerment, as well as
the initiation of various government policies.
The private sector also contributes to the development and
preservation of Riau Malay Culture, through its support in the form of
training and development of local specialty Micro, Small, and Medium
Enterprises, such as typical Malay culinary and handicrafts. This is
certainly an event for the preservation and promotion of local specialty
products that have a positive impact on the community's economy. The
contribution of the private sector can also be seen in the provision of
scholarships for students to continue their cultural studies, fostering and
developing ecotourism which is currently being carried out by the
community, as well as assistance to art studios of the Riau Malay Culture.
This private-sector policy is certainly in line with and very supportive of
the Riau Government in its efforts to achieve the Riau vision 2025 which is
also in line with the Riau Malay Culture. Thus, there appears to be an
understanding between the Riau Government and other stakeholders,
namely the Riau Malay Customary Institution and the private sector so
that they have the same policy direction regarding culture.
4. Access to Power
The availability of standards (measures) of clear procedures that are
widely accepted. For most networks, they must give the network members
the impression to give authority to implement decisions or carry out their
work. This access to power will affect the collaboration that is built between
stakeholders (Deseve, 2009; Mukhlis, Nazsir, Rahmatunnisa & Yani
Yuningsih, 2018). The most basic thing about collaborative governance is
having a roadmap which is an understanding between stakeholders so that
they have the same goals, as well as efforts that are mutually integrated and
result in dependence between stakeholders in achieving goals.
In the effort to preserve and develop the Riau Malay Culture, the
roadmap should be the basis for every stakeholder, namely the government, the
Riau Malay Customary Institution, and the private sector, in acting as an effort to
achieve goals is not owned. The similarity of goals between stakeholders related
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to this cultural agenda is a coincidence, not the result of an agreement between
stakeholders, where the inter-stakeholder program, namely the Riau Malay
Customary Institution and the private sector, focuses on culture according to
their interests, which is then in line with the agenda of the Riau Government
according to with the vision of Riau 2025 related to culture.
Even though they have the same goals, in the absence of a
roadmap that regulates the interaction between stakeholders in the effort
to preserve and develop the Riau Malay Culture, all forms of agenda are
carried out, especially by the Riau Malay Customary Institution and the
private sector as parties outside the government related to Malay Culture,
does not have a standard procedure. Riau Malay customary institutions
and the private sector implement their programs according to the interests
of each party and have full authority over each program implemented,
according to the internal procedures of their organization or company.
This is of course quite regrettable, because the relevant stakeholders,
namely the Riau Malay Customary Institution and the private sector have
the same goals as the Riau Government, but these are not integrated
through a clear frame of direction for the development of the Riau Malay
Culture. At present, the efforts being made related to the vision of Riau
Malay Culture are carried out internally by cross-agencies within the scope of
the Riau Government, and it is clear that the collaboration between the
Cultural Office, the Education Officer, and the Tourism Office to preserve
the Riau Malay Culture.
Thus, the result of not having a roadmap for the development and
preservation of Riau Malay Culture has an impact on the absence of
standard provisions in the development of the Riau Malay Culture which
is being and has been carried out by the Riau Malay Customary Institution
and the private sector in Riau Province, which should be directed in line
with the government’s agenda so that be synergized, integrated, and
facilitate and accelerate in achieving government goals.

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5. Accountability Distribution
The distribution of accountability is sharing governance (structuring,
management together with other stakeholders) and sharing some
decision-making to all network members and thus sharing responsibility
for achieving the desired results. That said, collaborative accountability
may persist within tight government networks. Professional accountability can
also be maintained through compliance with professional or industry
practices, regulations, or codes of ethics (Mills & Koliba, 2014).
The distribution of accountability among stakeholders in the effort
to preserve the Riau Malay Culture is not intertwined due to the lack of a
roadmap for the development and preservation of the Riau Malay Culture
which should be spelled out from the Riau vision 2025 so that the various
efforts made by stakeholders are integrated and make it easier to achieve
goals. Efforts to preserve the Riau Malay Culture are currently being carried
out separately by each stakeholder. The Riau Malay Customary Institution
focuses on the preservation and development of the Riau Malay Culture
following the objectives of the establishment of this organization, which is
motivated by the concern of the Riau Malay community towards its
culture. These various programs of the Riau Malay Customary Institution
are in line with the Riau vision of 2025 related to culture so that the efforts
made by the Riau Malay Customary Institution, which are their interests,
are in line with the goals of the Riau Government.
In the private sector, the company must allocate corporate social
responsibility, the obligations of all these companies in Riau Province are
adjusted to the surrounding communities, which are mostly Malay people, so
that the corporate social responsibility program is in line with local wisdom,
such as development of culinary Micro, Small and Medium Enterprises,
and typical Malay souvenirs, Malay art studios, and ecotourism, all of which
are related to Malay Culture, under the company’s social environment.
This private-sector program through corporate social responsibility is then
categorized as supporting the Riau Provincial Government's policy regarding
the preservation and development agenda of the Riau Malay Culture.

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The various efforts made by the Riau Malay Customary Institution
and the private sector as a whole are in line with the objectives of the Riau
Government, although it does not have a roadmap between stakeholders
related to this culture, the agenda of the Riau Malay Customary Institution and
the private sector is in line with the cultural vision of the Riau Government. If
it has a roadmap for the development and preservation of Riau Malay
Culture, which should have been initiated by the government, it will
provide optimal results in efforts to preserve the Riau Malay Culture.
However, currently, the Riau Government has made serious efforts in
achieving the stated goals. This can be seen with the formation of the Riau
Provincial Culture Office, although it was only in the form in 2016, exactly
15 years after the establishment of the Riau Vision 2020, which was
extended to 2025. By having this cultural service, the Riau Government
can focus more on efforts to make it the fast of Malay Culture in Southeast
Asia. Through the Riau Provincial Culture Office, the government has a
roadmap to realize these goals, even though it is not integrated with other
stakeholders outside the government.
Thus, the distribution of accountability in the form of joint management
between stakeholders, which is further in the form of sharing decisionmaking and sharing responsibility for achieving the desired results has
not been achieved, because until now efforts to preserve and develop
Malay Culture have been carried out separately, not integrated, which is
necessary. Other stakeholders, namely the Riau Malay Customary Institution
and the private sector, have the same agenda even though the backgrounds of
these various agendas are following their interests, such as the Riau Malay
Customary Institution, which since its establishment in 1970 has focused
on efforts to preserve and develop Malay Culture due to concern for the
weakening of the Riau Malay Culture, as well as the interests of the
private sector related to corporate social responsibility (CSR), in which
these companies are established within the Malay community so that the
corporate social responsibility (CSR) program leads to the development of
Malay communities so that it is in line with the vision of the Riau Government
regarding culture.
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6. Sharing of Information
The Riau Government's agenda for the preservation and development
of the Riau Malay Culture is a big job that the government could not have
done without the support of other stakeholders. This is certainly in line
with the times where the function of the government is no longer the only
actor in development. As is the current fact that the Riau Malay Culture,
especially in Pekanbaru City, has begun to be displaced by other regional
cultures which are growing rapidly through its communities in Riau
Province, such as Javanese Culture, Batak Culture, and Minang Culture,
and are increasingly being pressured by foreign cultures, which enter
through advances in information and communication technology especially in
the younger generation. This can be seen very clearly in terms of ethics,
grammar, culinary, and fashion of the Riau Malay people who are far
from their culture, including in the arts. If this is neglected, of course, the
Malay Culture which is an identity for the community and region will
slowly disappear from Riau Province.
In the effort to preserve the Riau Malay Culture, the flow of
information between stakeholders has not yet been developed. Various
efforts made by stakeholders are not integrated. The Riau government, the
Riau Malay Customary Institution, and the private sector to preserve and
develop the Riau Malay Culture have their respective master plans. This is
of course very detrimental because all stakeholders have the same vision
and goals related to culture. This will certainly be optimal if there are
communication and integrated efforts among stakeholders. This can occur
due to the lack of a roadmap which is an agreement and common goal,
which should the Riau Government have the biggest role by actively
engaging with other stakeholders so that efforts to preserve the Riau
Malay Culture become integrated and have a clear direction so that the
results will be more optimal.
So far, the integrated pattern of communication and information
flow between stakeholders, namely the government, the Riau Malay Customary
Institution, and the private sector, has only been seen in ceremonial
activities or programs, such as the annual Malay Culture festival, and
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various other similar activities in the form of ceremonial with the theme of
Riau Malay Culture. Thus, in the effort to preserve the Riau Malay Culture,
communication and flow of information between stakeholders have not
been developed so that the efforts made by each party are not integrated
and have not run optimally.
7. Access to Resources
The Riau Provincial Cultural Office is the leading sector in efforts
to preserve and develop the Riau Malay Culture. Before the establishment
of the Riau Provincial Culture Office in 2016, government affairs related to
culture were carried out by the Riau Province Education and Culture
Office, so that it did not only focus on the preservation and development
of Malay Culture but focused more on matters of education which became
a priority under the mandate of the law.
With the establishment of the Riau Provincial Culture Office in
2016, in addition to cultural affairs being more focused, with various work
programs owned, from a budget perspective, it has also increased where
the Regional Revenue and Expenditure Budget (APBD) allocation is directly
addressed to the Cultural Office, without divided by other matters so that
it can be used optimally for all activities of the preservation and development
of the Riau Malay Culture. In this way, official cultural affairs also become
the focus and responsibility of the Cultural Service.
In addition to allocating a budget to the Riau Provincial Culture
Office, the Riau Government also allocates a budget to the Riau Malay
Customary Institution, through a government grant scheme. By doing so,
the government has supported efforts to preserve the Malay Culture carried
out by the Riau Malay Customary Institution and has also directly divided
the duties and responsibilities of cultural affairs in this organization. This
of course benefits both parties because government affairs related to
culture are helped, while the Riau Malay Customary Institution has benefited,
with this budget allocation being able to strengthen the financing that has
been sourced from business units owned by the organization.

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Collaborative Governance in Preserving the Malay Culture of Riau
Syed Agung Afandi et al.

In this case, the private sector plays a role by allocating a corporate
social responsibility (CSR) budget to local wisdom, which is following the
conditions of the company's social environment. This is the obligation of
every company to its social environment so that this corporate social
responsibility (CSR) budget allocation has also encouraged the efforts of
the Riau Government regarding the cultural agenda. Thus, the financial
resources used in the efforts to preserve and develop Riau Malay Culture,
following the vision of Riau Province 2025, are sourced from the Riau
Province Revenue and Expenditure Budget (APBD), which is allocated
through the Cultural Office as the leading sector, and the Riau Malay
Customary Institution through the government grant scheme. Apart from
that, it also comes from contributions from the private sector through the
corporate social responsibility (CSR) program.
D. Conclusion
Collaborative governance is a form of governance in which the
government is no longer the only actor in development. The establishment of
the Riau Vision 2025, is currently faced with the fact that the Malay Culture
has severely weakened in Riau Province. This is in line with the government's
efforts to achieve its vision, which reflects an inconsistent attitude, by making
policies that are contrary to its vision. Besides, there is no roadmap for the
preservation of Riau Malay Culture, so even though every stakeholder,
namely the Riau Government, the Riau Malay Customary Institution, and the
private sector, have the same views regarding culture, the master plan of
each stakeholder is adjusted to their respective interests, so that the lack of
communication and the agenda between stakeholders is not integrated. The
government should be able to embrace other stakeholders, namely the Riau
Malay Customary Institution and the private sector so that they have the
same perception and roadmap in achieving the government's vision. Thus,
the characteristics of collaborative governance are not found in efforts to
preserve the Riau Malay Culture. For this reason, the Riau Government is

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expected to be able to build collaboration with the Riau Malay Customary
Institution and the private sector in the development of the cultural sector.
Acknowledgment
Thanks to the Directorate of Research and Community Service,
Directorate General of Research and Development, Ministry of Research,
Technology and Higher Education, for funding this research through the
Beginner Lecturer Research Program (PDP).
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