INDONESIA CIVIL SOCIETY SUPPORT AND STRENGTHENING PROGRAM
Indonesia CSSP: 
Impact Assessment
Nori Andriyani
Steve Mintz
Fatima Shabodien
Sheila Town
Submitted by:
Chemonics International Inc.
USAID Contract No. 497-C-00-99-00053-00
July 2002
2
INDONESIA CSSP IMPACT ASSESSMENT
Executive Summary
The Indonesia Civil Society Support and Strengthening Program (CSSP) is midway through its five￾year implementation period. The objective of CSSP is to help Indonesia during its transition from an 
authoritarian to a democratic society by helping emerging, reform-minded NGOs address key issues 
associated with increased openness, transparency and reform. By the completion of this program, the 
expectation is that CSSP will have achieved the goals of:
ß Building up strong, influential and self-sustaining groups of Indonesian CSOs, well networked 
and well connected with constituents and stakeholders, to the point where they can work in 
selected regions as well as nationally on policy reform and democratic policy making and 
practice.
ß Enabling these groups and networks to address a range of key issues by raising them in a 
measured, constructive way with government, parliament and the broader community, and 
ensuring that they are resolved in an open, democratic and inclusive manner.
In the coming two-and-a-half years it is also CSSP’s goal to consolidate the growing nexus of 
partnerships among civil society organizations (CSOs) in USAID’s six geographical focus regions, as 
well as nationally; to help these CSOs solve key problems relating to civil society and democratic 
reform; and to ensure that they can draw on service providers for their future organizational needs.
These goals provide the framework in which CSSP impacts are assessed. Specifically, this 
Assessment examines whether:
ß Viable and influential CSOs are institutionally stronger – both individually and collectively.
ß They are engaged in policy dialogue and participate in policy making and implementation.
ß They raise and help resolve key issues for continued democratic evolution.
ß Their organizations and programs are sustainable.
Since this is the midpoint of CSSP implementation, the Assessment was most interested in 
demonstrating directional impacts towards these longer-term goals.
The Impact Assessment methodology included:
ß Creating an inventory of all CSSP grants, technical assistance, and activities.
ß Reviewing program documents and interviewing all CSSP managers.
ß Determining whether CSSP grants achieved their objectives and strengthened CSO capabilities.
ß Determining impacts of advocacy development interventions.
ß Determining impacts of capacity building interventions.
ß Determining impacts of financial self-reliance interventions.
ß Determining impacts of other interventions and assistance mechanisms. 
The conclusion is that CSSP has had a very significant, positive impact on civil society development 
in Indonesia. 
Specifically, in its first 2½ years, CSSP has strengthened more than 40 viable and influential 
Indonesia CSOs through intensive training and grant assistance. More broadly, CSSP has provided 
capacity building or technical assistance to more than 200 CSOs across the country, with a focus on 
those in USAID’s six focus provinces. A summary of important CSSP impacts that are described in 
this Assessment includes the following: 
3
ß In East Java, CSSP has contributed to local governments becoming more open to comment and 
criticism, CSOs better able to engage government and advocate for service provision, more 
citizen groups being mobilized, and citizens having more information on government budgets. 
Impact examples include:
s City Forums in 18 areas are securing changes in local laws, regulations and budgets. 
s CSO publications on decentralization are read by government officials around the province.
s Government heads and civil servants are attending CSO training courses on village 
governance and local autonomy.
ß In Aceh, CSSP has contributed to increased protection and awareness of human rights, 
increased political space for civil society participation; and strengthened advocacy capacity of a 
core group of Acehnese CSOs and their extensive partner networks. Impact examples include:
s Reporting and investigation of human rights violations have increased significantly. 
s CSSP’s partner has secured the release of hostages held by the Free Aceh Movement.
s The government has declared a moratorium on unlicensed logging in national parks.
ß In Papua, CSSP has contributed to expanded recognition of human rights, an improved 
environment for democratic governance, a greater role for CSOs in resolving conflicts and 
expanded opportunities for marginalized Papuan communities. Impact examples include:
s The governor officially accepted a CSO’s list of Papua human rights violations since 1995.
s Government has asked CSOs to help structure the new Papua People’s Assembly (MRP).
s Kabupaten governments are using CSO and community data to plan local development.
ß In other provinces around Indonesia, CSSP has helped leading CSOs fight for – and achieve –
improved governance, increased participation and reduced conflict. A small number of the 
numerous examples of impact include:
s CSSP’s partner Dutha Tani helped 230 farmers in West Java obtain clear title to their lands.
s 1,000 families have reclaimed their land via a new Farmers’ Association in North Sumatra. 
s Several senior officials faced charges for corruption identified by KoAK in Lampung.
s 11 new unions have been formed in East Kalimantan for oil, timber and retail laborers.
s Land boundary disputes are being taken up by the parliament in North Sulawesi.
s SEAPA has secured the release and protection of kidnapped journalists in three provinces.
s In Central Java, 20 cases of violence against women have been taken to court, with 9 guilty
decisions already handed down. 
The structural reach of CSSP is broad, and impacts have been recorded at many levels of civil society 
and government in Indonesia. Below are some examples of network strengthening and development 
achieved by the program, the details of which are found throughout this Assessment.
ß Several national networks of CSOs joined to address specific policy issues. An example is 
Walhi, where CSSP strengthened the national network and provided grants and capacity
building to three provincial networks. In addition, more than a dozen local branches of national 
CSOs addressing regional human rights and conflict resolution concerns, such as Koalisi NGO 
HAM in Aceh and SKP in Papua. 
ß Numerous provincial or more local networks of CSOs. One example is CSSP support for local 
adat institutional networking in Kabupaten Jayapura in Papua with LPPMA. Another is the 
CSO Leksip in East Kalimantan that assists with labor union networking.
4
ß More than 25 provincial and district level CSOs addressing local concerns. Many of these 
organizations are new, and CSSP has been the first outside program support they have received. 
AlDP in Papua, for example, is carrying out its first program with CSSP and as a result has 
already developed recognized expertise in mapping human rights conflicts.
In addition to strengthening individual civil society organizations via their grant programs, CSSP’s 
tools to improve advocacy, build capacity and increase financial self-reliance among Indonesian 
CSOs have also enjoyed significant outcomes. 
CSO advocacy development. The majority of CSSP’s civil society partners are now increasingly 
engaged in policy dialogue, ranging from human rights abuses in Aceh to strengthening adat 
institutions in Papua and piloting village governance in East Java. Many have been given seats at the 
table for policy making and some have been invited by authorities to help address key regional issues. 
Others are now demanding a public role in policy development. A few examples of the impacts to 
date include:
ß Following a multi-stakeholder review and advocacy by the CSSP partner KPA, a proposed 
decree on agrarian reform issued by Indonesia’s People’s Consultative Assembly (MPR) in 
November 2001 closely mirrored the draft put forth by KPA in their draft law.
ß LAAI in North Sumatra convinced the Governor to issue a local regulation banning the hiring 
of children as laborers in fishing platforms.
ß CSOs in several other provinces – including Papua, North Sulawesi and West, Central and East 
Java – have won the right to work with government to draft local laws, regulations and 
development budget plans. 
ß Books and case studies on local autonomy produced by CSSP partners have been distributed to 
civil society groups across the country as resources in advocating for effective decentralization 
with local governments and parliaments. 
CSO management and administration. CSSP has improved the management, accounting and 
human resources of more than 100 CSOs across Indonesia during the first 2½ years of activities. 
Results from program interventions in these areas include the following: 
ß More than 60 CSOs have received training or hands-on experience in organizational self￾assessment from CSSP. This learning process allowed the organizations to focus on their 
strengths and weaknesses and provided a basis for next steps in capacity building, including in 
many cases strategic planning. 
ß CSSP has facilitated and trained more than 50 CSOs via strategic planning processes. In 
addition, another 24 civil society leaders received training of trainers to become facilitators for 
strategic planning. Many of these partners have already used their facilitation skills to 
strengthen other CSOs in their networks or regions.
ß CSSP has led the introduction of financial strategic planning (a concept developed by The 
Nature Conservancy) in Indonesia. The program created training modules and brought staff 
members from 24 CSOs to a 5-day course on how to conduct strategic financial planning. As a 
follow on, CSSP conducted strategic financial planning for Walhi Central Sulawesi and 20 
NGOs in its network.
ß With guidance and support from CSSP, Pakta is launching Indonesia’s first Internet-based 
learning center for CSOs. This website and portal is devoted to capacity building for the civil 
society sector and includes a database and opportunities for users to submit best practices.
5
CSO financial self-reliance. When CSSP began in 1999, awareness of financial self-reliance 
principles among Indonesian was low. CSSP has provided FSR training for more than 60 CSOs and 
given direct technical assistance to another 10 grantee organizations. Examples of impacts include:
ß ISAI – a major media CSO based in Jakarta – held a fundraising methods workshop for a dozen 
organizations in its own network. Several other CSO partners in East Java have formulated 
their own action plans for resource mobilization, including Lakpesdam NU, Yamajo, LBH 
Surabaya, YPSDI and LKM-Media Watch.
ß Spektra in East Java teamed with corporate sector partners PLN-Gresik and PT. Petro Kimia 
plus a government agency, DOLOG, to operate projects and render consultancy services.
ß CSSP provided in-house for Legal Aid Foundation branches from Jakarta, Semarang and 
Yogyakarta. This training session improved the abilities of the branch offices to develop their 
own proposals to donors, thereby helping this national CSO network decentralize fundraising 
functions to its branches.
Finally, CSSP has used a mechanism called the Special Activities Fund (SAF) to support short-term 
or event-based activities in a flexible manner. The SAF allows CSSP to quickly address issues that 
arise in its program regions or to offer initial limited support to CSOs being considered for grant 
assistance. Impacts from this important assistance tool have included the following:
ß A series of SAF interventions led to improvements in the law to establish a Human Rights 
Court in Indonesia. A review by the University of Indonesia Human Rights Study Center, 
followed by a workshop with the drafting team from Parliament resulted in a new law in 2001. 
The first such court, for gross human rights violations committed in East Timor in 1999-2000, 
is now in session, and future cases are being lined up. 
ß A study tour to South Africa by civil society, government and military representatives led to 
significant improvements in a draft bill to establish a Truth and Reconciliation Commission in 
Indonesia and to the unprecedented inclusion of CSO leaders in the drafting team. 
ß Participation in an international conference on women’s rights in Taipei helped two Indonesian 
human rights lawyers to draft charges for cases of gender-based crime at home.
ß A SAF program to increase regional community programming by the government-owned TVRI 
television network has led to CSOs using the network to improve local understanding of 
important issues and to new regular programming in provinces in Java, Bali and Sumatra. 
6
INDONESIA CSSP IMPACT ASSESSMENT
I. Introduction and Background
A. CSSP Program Background and Goals
Indonesia is in the midst of a difficult political transition from the authoritarian New Order of 
President Suharto to a more open society. Institutions of democracy and governance are in their 
infancy, as political parties and leadership jockey for advantage; as separatist, ethnic and religious 
conflicts ebb and flow; and as the economy remains weak, never fully recovering from the Asian 
financial crisis that contributed to the fall of the New Order. When the Civil Society Support and 
Strengthening Program (CSSP) mobilized in December 1999, Abdurrahman Wahid had just become 
the first elected President of Indonesia in decades. Then, just one year ago, his vice president, 
Megawati Sukarnoputri, assumed that position, as Gus Dur fell over accusations of corruption and 
incompetence.
CSSP was conceived by USAID to help sustain and deepen democratic reforms in Indonesia during 
this historic period of transition to a more democratic society. CSSP was specifically designed to 
enable emerging, reform-minded NGOs to address key issues associated with increased openness, 
transparency and reform. By the end of the contract, USAID hopes that CSSP “…shall have 
strengthened a viable and influential group of Indonesian CSOs to the point where these groups can 
continue to work on policy dialogue with reduced USAID funding and participate effectively in 
policy making and implementation.” In addition, USAID expects that CSSP will help Indonesian 
NGOs to raise certain key issues to the government, parliament and broader society, plus help ensure 
that these issues are resolved in favor of continued openness and democratic participation.
For its part, CSSP has defined its mission and goals in a manner that is not only consistent with the 
contractual tasks set out by USAID, but complements them with more specific and practical plans, 
drawn up in the course of annual work plans and discussions with USAID/CPT.
CSSP team members have agreed that the mission of their program is to create “a more vibrant and 
democratic society in Indonesia achieved by strengthening civil society organizations (CSOs) and 
providing key services in partnership with USAID.” (“Adanya masyarakat sipil di Indonesia yang 
lebih dinamis dan demokratris dengan memperkuat organisasi masyarakat dalam bentuk pelayanan 
tepat guna melalui kemitraan dengan USAID.”)
CSSP focuses its work on six priority regions: Aceh, East and West Java, East Kalimantan, North 
Sulawesi and Papua. (These regional focuses were adopted at the end of 2000 as a result of USAID’s 
September 2000 Strategic Plan for Indonesia.) CSSP’s aim in each of these regions is to work closely 
with USAID to create a core group of professional, well-managed, financially self-reliant CSOs, by 
which is meant not only NGOs but also associations, groups, research centers and grassroots 
institutions and organizations whose activities strengthen democracy and good governance.
In each region CSSP is concentrating on helping these CSOs address and solve one or more problems 
that these organizations identify as key to their particular region. When possible, CSSP helps CSOs 
address these problems not only from a local perspective but also with a view to addressing larger 
interests and national policy making.
Broadly speaking, these problems relate to difficulties in securing good governance and the protection 
of rights, integrating traditional cultures into contemporary political life, preventing conflict, 
managing local resources well, and protecting free media. More specifically, they are about how to:
7
ß Build and carry out transparent, honest, participatory government, especially local government 
at the district (kabupaten or kotamadya) and village (desa) levels.
ß Provide effective protection for human rights, especially in areas of conflict such as Aceh and 
Papua; for the rights of citizens, especially women, in a democracy and a market economy; and 
for the rights of disadvantaged groups including workers, farmers, fisherfolk and adat
communities.
ß Enable adat communities to participate effectively in the post-New Order political system.
ß Manage local resources – especially natural resources – equitably, openly and well.
ß Prevent conflict among groups competing over these resources, and in areas of chronic 
instability.
ß Ensure that mass media function without fear or undue constraint.
In developing these core groups of CSOs, CSSP expects to be able to bring each of them to the point 
where they are fully equipped to:
ß Manage their advocacy and other programs
ß Administer their own affairs
ß Maintain themselves financially in a way that is not overly dependent on USAID
CSSP also intends to ensure that by the end of its contract its CSO partners can draw on the services 
of respected and capable service providers in the fields of advocacy, program management and 
administration and financial self-reliance. In addition, CSSP is seeking to promote CSO partnerships 
by encouraging networks among CSOs and by supporting exchanges, experience sharing and other 
forms of cooperation within and across regions, particularly on salient issues such as how to engage 
government rather than confront it. 
B. CSSP Program Design and Contract
CSSP was designed as a five-year program aimed at achieving the important civil society objectives 
noted above. Four performance objectives (POs) have been given to CSSP:
ß PO 1: Advocacy. Strengthen the capacity of Indonesian CSOs to analyze needs and policy 
issues; articulate recommended reforms; successfully advocate for needed reforms; and help 
ensure effective implementation of those reforms.
ß PO 2: Management and Capacity Building. Improve the ability of Indonesian CSOs to plan, 
administer and manage their activities and resources
ß PO 3: Financial Self-Reliance. Enable Indonesian to apply for and secure grant funding for 
the pursuit of democracy-promotion activities from international donors and local sources. 
Also, help CSOs plan to and raise funds through individual and institutional donations and 
other income-generating activities.
ß PO 4: Grants Management. Award and manage effectively approximately 10-15 small grants 
per year to selected Indonesian CSOs, and provide technical and administrative services to 
these grantees. (This target has been informally modified during implementation.)
To achieve the above objectives, CSSP uses three main mechanisms to provide assistance to civil 
society organizations:
8
ß Grants to be awarded and administered to Indonesian CSOs. 
ß Technical assistance providing advisors in specific technical fields and associated training.
ß Special Activities Fund for studies, conferences, seminars, workshops, training and other short￾term programs or events.
The CSSP implementation contract was signed by USAID and Chemonics International in October 
1999, and mobilization was completed two months later. The contract period was originally three 
years with an option for a two-year extension, which has been exercised. The program was authorized 
at a level of $27.4 million, of which $15.6 million has been obligated to date.
The CSSP program is now at its halfway mark. Over the past 2½ years, the contract has gone through 
three distinct stages:
ß The first six months, when CSSP essentially assisted the USAID/CPT team with ongoing 
activities and existing civil society partners.
ß The next year, when CSSP began to make grant awards and carry out technical assistance, 
training and SAF programs with a national focus on critical civil society issues.
ß The past year, when CSSP adopted USAID’s regional focus on the provinces of Aceh, West 
Java, East Java, East Kalimantan, North Sulawesi and Papua.
C. Impact Assessment Objectives and Methodology
The objective of this study is to determine the impact of CSSP activities at this midpoint in its 
implementation. The assessment includes an inventory of all CSSP activities undertaken, as well as an 
analysis of the impact in terms of contributions to Indonesia’s civil society and more specific CSSP 
program and contract objectives.
The methodology used to carry out this Impact Assessment was as follows:
1. A four-person team was formed to direct and facilitate an effort by the entire CSSP office to 
determine program impacts. This team included CSSP’s Monitoring and Evaluation Specialist, 
two CSSP Grant Managers and one outside consultant. The team began work on 11 June by
organizing the Assessment, suggesting methodologies and reading through the extensive 
program materials from the first 2½ years. An important principle was that this Impact 
Assessment was an opportunity for the entire CSSP team to reflect on accomplishments and 
record impact, and thus this exercise is part of CSSP’s larger M&E system. 
2. The Impact Assessment team reviewed secondary data sources such as grant proposals, semi￾annual reports, field trip reports, CSO partner research and special studies, media coverage, 
financial documentation, and other information in the CSSP office. 
3. The Impact Assessment Team interviewed all CSSP Performance Objective and SAF Program 
Managers. During these interviews, the Team and program managers reviewed the long lists of 
CSSP activities and reached agreements on the most reasonable way to analyze impact. These 
centered on: (a) performance measures for each PO; and (b) civil society policy issues 
addressed for the advocacy PO and SAF. We also agreed on a methodology by which to 
measure impact. Aside from reviewing program files and other documentation, CSSP 
undertook a systematic telephone survey of all civil society partners who participated in the 
technical assistance, training, workshops, seminars and SAF activities to learn how CSSP 
assistance was used in their respective organizations. These surveys were quite informative and 
very useful in measuring impact of these programs. 
9
4. Telephone interviews were carried out by an independent consultant and the feedback used by 
the Impact Assessment Team and program managers to determine CSSP program impact across 
advocacy, capacity and financial self reliance performance objectives, as well as for the Special 
Activities Fund.
5. Grant reviews were organized by province, in keeping with the regional focus that CSSP has 
taken over the past year. (Yet many grants were awarded before such focus.) Because we are 
examining impact, a decision was made to examine only those grants that have either been 
completed or that are approximately 75% completed. This resulted in a universe of 28 grants. 
(Two additional grants were under audit, so were not reviewed.)
6. Field trips were organized to review grants first-hand in Papua, East Java and Aceh. For the 
other grants, questions were developed by which CSSP grant managers were to phone grantees, 
their constituents and local government stakeholders. Questions to be posed were developed for 
CSOs, their constituents and local authorities. Two sample grant reports were prepared in 
advance to guide uniformity in formatting and approach to write-ups. The measures for 
assessing the impact for grants deal with whether the grant achieved its stated grant objectives 
and whether internal capacity building resulted.
7. A separate analysis was made of the grant financial management procedures used by CSSP and 
the extent to which this increased the capacity of grantees. Five case studies were examined and 
these are presented in this Impact Assessment.
8. Chemonics partners CARE and IFES were interviewed directly to learn about their programs; 
primarily the City Forum program in East Java for CARE and the IFES SAF and other 
activities centered on polling and community broadcasting.
9. Based on this approach, findings were established for each Performance Objective, for the SAF 
Fund, and for the Grant Activities. 
10. A draft report was prepared and reviewed internally at CSSP. Based on feedback and following 
a full editing and revision process, a final Impact Assessment report was completed in early 
July.
While this report concludes that CSSP has achieved many positive impacts over the past two and one 
half years, the limitations of this Impact Assessment need to be understood. Among them are that:
ß CSSP is early in its implementation cycle; many activities and grants are not completed.
ß Civil society strengthening takes a very long time: decades. It is not realistic to expect major 
impacts in a period of months.
ß Indonesia’s political landscape remains very fluid, thereby affecting the environment in which 
CSOs operate.
ß The impact assessment was “quick and dirty”. The Team was in place for less than three weeks.
ß CSSP program and grant managers were relied upon to draft sections of this report. While the 
Impact Assessment team did offer objectivity, the fact remains that this is an internal 
assessment.
D. Impact Assessment Report Structure
This Section I provides the introduction and background to the CSSP Impact Assessment. Section II 
presents the findings.
Section II begins with a presentation in Section II A of six case studies that illustrate the full range of 
CSSP program interventions with leading CSOs and their networks across Indonesia. Each of these 
10
case studies describes the varied technical assistance and training tools applied by CSSP to strengthen 
these civil society partners, as well as summaries of their subsequent program outcomes.
Sections II B-D present the findings for the three focus provinces of East Java, Aceh and Papua, 
respectively. CSSP has been most active in these provinces for the longest period of time. Grants, 
technical services under Performance Objectives 1-3 and the SAF are combined to provide a 
provincial perspective on CSSP impact. These provincial reviews begin with local conditions and 
inventory of CSSP activities, and then provide both overall impact statements and detailed impacts for 
each major activity.
Section II E presents the impacts of grants in the three other focus provinces of East Kalimantan, 
North Sulawesi and West Java. While CSSP has many more activities in the provinces underway, 
only three of the grants are to the point that a meaningful impact can be discussed.
Section II F presents two grants that were awarded to Jakarta-based CSOs for national level impact. 
Both are media development organizations. Section II G. discusses nine other grants that are either 
completed or mostly completed in non-focus provinces in Java, Sumatra, Kalimantan and Sulawesi.
Section II H analyzes the impact of the actual grant making process on internal capacities of CSOs. 
Three case studies are presented, documenting significant impacts.
Sections II I-K discuss the impact of CSSP’s Advocacy, Capacity Building and Financial Self￾Reliance Performance Objectives. Section II L then discusses the impact of programs carried out 
through the Special Activities Fund, and Section II M examines the extent to which CSSP has 
impacted on CSO service providers.
Sections III and IV present the Impact Assessment team’s conclusions regarding overall impact of 
CSSP at this midpoint in its implementation. Lessons learned and recommendations are offered to 
help guide implementation over the next 2½ years. These are focused on consolidating existing 
impacts and maximizing future impacts.
Finally, Section V presents inventories of all CSSP grants and other assistance activities, broken down 
as follows:
ß Grant Program Inventory, By Province
ß PO 1: Advocacy Activities Inventory
ß PO 2: Capacity Building Activities Inventory
ß PO 3: Financial Self-Reliance Activities Inventory
ß Special Activities Fund Program Inventory
11
INDONESIA CSSP IMPACT ASSESSMENT
II. CSSP Impact Assessment Findings
A. Case Studies of Key Civil Society Organizations Receiving Integrated Assistance from
CSSP
One of the aspects of CSSP that separates it from other NGO support programs is the range of tools it 
has available to strengthen civil society groups. Integrating the use of these assistance tools – grants, 
technical assistance, training, capacity building and the Special Activities Fund – CSSP has achieved 
significant results with partner organizations that are helping lead Indonesia’s transition to a more 
open society.
CSSP is particularly proud of the impacts achieved with East Java City Forums, Yayasan Elpera in 
Papua, Koalisi NGO HAM Aceh, Pakta in Jakarta, SEAPA in Jakarta and Walhi in several regions of 
the country. Each of these partners has received multiple forms of assistance from CSSP including 
grants, strategic planning, financial management training or others. As such, they highlight the full 
range of services CSSP offers to Indonesian CSOs, as well as a full range of impacts achieved on the 
ground. 
The following pages present case studies of these six leading CSOs or CSO networks in Indonesia, all 
of whom have received multiple forms of assistance from CSSP, including grants, technical training 
and assistance, capacity building or event funding. These organizations and the support given to them 
by CSSP best reflect the variety of useful tools provided to Indonesian civil society by this program.
These case studies are followed by detailed assessments of CSSP impacts presented by geographic 
region and performance objective.
12
East Java City Forums: Making Development a Public Endeavor
A City Forum (CF) is an ad hoc coalition of civil society groups that forms around a particular issue of 
local governance. Forum members can include NGOs, religious organizations, private sector entities, 
traditional community groups and labor organizations, among others. From the private sector, 
participant groups can be business and professional associations, individual companies, chambers of 
commerce or street vendors. 
Initially conceived with assistance from a previous USAID program implemented by CARE, City 
Forums and their development have been significantly extended and expanded under CSSP. In 
February 2001, CSSP-CARE began working with 11 established Forums and since that time 9 new 
Forums have been added to the program.
The goal of City Forums is to help ensure that the aspirations of constituents are integrated into local 
government plans and policies. City Forums address identify civic concerns, address possible areas 
of conflict among stakeholders and craft solutions in partnership with government. CSSP’s intensive 
assistance to City Forums in East Java province enables these Forums to take on the following roles:
ß Advocate public policy via non-confrontation
ß Empower local actors in the democratization process
ß Partner with government for local planning
ß Enhance government financial transparency and accountability
ß Encourage civil society participation in the decentralization process
To accomplish this, CSSP-CARE offers Forums a menu of technical assistance from which each 
group selects priority areas. This menu includes: strategic and participatory planning, monitoring and 
evaluation, reporting, documentation, fundraising, financial management, facilitation, advocacy, 
conflict resolution, legal drafting, budgeting (APBD) and democratic principals. CSSP also trains 
Forums in how to conduct public hearings and how to lobby government effectively.
Most of this assistance is provided through a full-time program office in Sidoarjo, outside of Surabaya. 
In addition, team members from CARE and CSSP visit frequently to provide specialized inputs into 
Forum programs.
The results to date have been significant and are detailed below in this Impact Assessment. Overall, 
local governments in East Java are now accustomed to participating in public hearings and regularly 
solicit policy advice from City Forums and other CSOs. More specifically, some examples of the 
accomplishments by Forums using skills provided by CSSP-CARE are:
ß The government of Kabupaten Pamekasan signed a legal document with the City Forum of 
Pamekasan “Forum Partisipasi Masyarakat Otonomi Daerah” agreeing to fund the City Forum 
to train all the BPDs in Pamekasan District (178 villages), to a total value of Rp 475 million.
ß In Kabupaten Mojokerto the Forum reviewed the local budget (APBD) with the government and 
discovered that the poverty alleviation portion had a weak strategy. To remedy this, the Forum 
brought together government officials with village leaders, CSO representatives and local 
Parliament members for a series of meetings. Together, they developed a work plan and new 
strategy that was reviewed by officials throughout the Kabupaten. As a result, 80% of the new 
strategy was accepted and a Forum member was appointed to the implementation team. 
ß The Forum in Kabupaten Sidoarjo was instrumental in establishing a Women’s Crisis Center to 
support thousands of female factory workers who suffer abuse and sexual harassment. This 
Center has been given financial support from local government for three years of operations, 
and will deal not only with female workers directly but also their children and child workers.
ß CSSP/CARE developed a BPD Strengthening manual: Panduan Penguatan Badan Perwakilan 
Desa and a Manual of 13 BPD Training Modules. This book and its companion training manual 
has been developed by CARE and the City Forums in East Java. The provincial government 
has accepted this book and modules as the basis for training BPDs throughout East Java.
13
14
Yayasan Elpera: Empowering the Farmers and Fishermen of Fakfak
Situated on the western edge of Papua, Kabupaten Fakfak is a distinctive region in this easternmost 
province due to the religious and ethnic diversity among the local population. Due to its position on 
Papua’s west coast, Fakfak has long served as a key trading port. The majority of residents are 
fishermen, nutmeg farmers and their families, but there is also a notable population of traders, many 
of whom are in-migrants from other Indonesian provinces. 
The mixture of subsistence farmers and fishermen on the one hand and large-scale trade on the other 
has created significant development disparities among Fakfak’s population, and government services 
to the most parts of the kabupaten are insufficient to help address this situation. Yayasan Elpera is 
working to strengthen the roles of communities as well as government to bring about a more equitable 
development in the kabupaten. The CSSP-supported grant program carried out by Elpera seeks to:
ß Support equitable development in Kab. Fakfak by setting up a structure of monitoring and 
education programs about participatory decentralization, community rights and local policies. 
ß Facilitate participatory development planning through village organization, mapping of resource 
potential and expanding community engagement with government. 
ß Contribute to the reduction and prevention of conflicts in crisis areas.
Conflict in Fakfak expresses itself through two main channels: economic disparities and ethnic and 
religious differences. In both cases, issues of equity are critical, and thus Elpera’s program to 
empower local communities – both Muslim and Christian – is important beyond the civil society￾government cooperation it is building.
Elpera has received a range of assistance from CSSP – all tied to its program in Kab. Fakfak, and in 
particular focused on the management of resource information as a tool for effective development 
planning and policy in the kabupaten. Capacity interventions received through CSSP have included:
ß Training of facilitators for strategic planning
ß Social movements and analysis training
ß Information Technology and MIS Training Workshop
ß Technical assistance in database design, operation and maintenance
ß PACSA advocacy self-assessment
ß Monitoring and evaluation training
ß Financial management and QuickBooks software training
As a result of the skills developed through the above activities, Elpera has become recognized as a 
constructive partner by communities and local government alike. In particular, the increased 
engagement and trust from government is an indication of the gains made by this CSO. Some specific 
impacts of CSSP assistance are as follows: 
ß The most significant capacity that CSSP has developed in Elpera has been in database design, 
management and maintenance. These skills were developed for Elpera’s staff from scratch 
through a series of apprenticeship, training and hands-on mentoring in the field. As a result, 
Elpera staff have been comfortably operating and expanding their natural resource database in 
Fakfak and sharing data with villagers and government alike.
ß Village-level plans facilitated in the community by Elpera organizers were formally adopted by 
the local Bappeda office and subsequently formed the basis of decisions regarding local fishing 
regulations and sharing of economic data with farmers and fisherfolk. Following this success, 
Elpera has been invited by the local government to facilitate a joint strategic planning session 
for the government together with local NGOs in Fakfak. 
ß Elpera’s financial management and reporting has improved as a result of CSSP training and 
follow-up by CSSP financial management specialists and grant bookkeepers, who have met 
with the CSO in its Papua offices on three occasions.
15
16
Koalisi NGO HAM Aceh: Advocating Human Rights in the Midst of Conflict
The quasi-autonomous region of Aceh – Indonesia’s westernmost province and the original entry 
point for Arab traders in the 11th and 12th centuries – is in the midst of widespread armed conflict 
between pro-independence forces and the Indonesian military. Since the fall of the New Order regime 
in 1998, the struggle for control of this restive province has escalated significantly, with both sides 
taking a more active – and more destructive – military approach. 
Within this context, a coalition of human rights groups is carrying out an important and highly sensitive 
program to expand respect for human rights on all sides of Aceh’s conflict. The program carried out by 
Koalisi NGO HAM Aceh with support from CSSP seeks to enable Koalisi and its constituent members 
to provide a support structure for citizens of Aceh whose human rights are violated. Koalisi further 
aims to serve as a pressure group and coalition builder committed to bring an end to the pervasive 
human rights abuses that have characterized Acehnese society during the last decade. 
In addition to the program design and management assistance provided by CSSP through its grant 
manager, Koalisi has received a range of assistance from CSSP – all tied to its human rights 
advocacy and monitoring program in Aceh. At the same time, a large portion of CSSP training for 
Koalisi has focused on the institution itself and the operation of its member network. This assistance 
has included:
ß PACSA advocacy self-assessment
ß Technical assistance in human rights advocacy, arranged with Human Rights Watch
ß Conflict management and mediation training
ß Policy analysis training
ß Information Technology and MIS Training Workshop, plus attendance at the Pakta IT Camp
ß Organizational self-assessment
ß Training in fundraising and organizational sustainability
ß Technical assistance in fundraising planning
ß Financial management and QuickBooks software training
ß Program evaluation, carried out by CSSP
ß Program financial audit, carried out by CSSP & Johan, Malonda & Rekan
Koalisi’s advocacy and mediation skills, developed in partnership with CSSP, have proven critically 
useful in the midst of Aceh’s ongoing conflict. In April 2002, GAM released into the hands of PBHAM 
Aceh Timur nine students who had been detained for three months. This Post, established through 
CSSP and Koalisi, had led the process of liberating the abducted students, who according to GAM 
were being used as spies by the military. Three of the female students were apparently raped, and 
PBHAM has attended to numerous issues including: housing and trauma counseling for the victims.
The information technology skills provided to Koalisi through training and attendance at the Pakta IT 
camp have been especially useful. Koalisi's database of human rights violations in Aceh is generally 
regarded as the most credible source of human rights data for this area, and the organization is 
regularly approached for information from a range of local NGOs, embassies, journalists and 
international NGO’s. The valuable role played by Koalisi has further been acknowledged in November 
2001 when Koalisi was awarded the Human Rights Watch award for “Human Rights Defenders”.
Koalisi suffers from some governance and management problems and increased coordination would 
undoubtedly increase the potential impact of their activities. This has been acknowledged and steps 
have been put in place to deal with it. The recent evaluation commissioned by CSSP has proven 
particularly useful and has been used as a basis for management restructuring.
For example, Koalisi has faced difficulties in running its program caused by the need for ongoing 
coordination with its six member NGOs. The problem was how to maintain outstanding advances to 
all its district offices. We visited them many times to set the procedures apply for all district offices and 
Koalisi now has a proper system and procedure in managing it. It could be seen by looking at a 
smaller amount of outstanding advance more than 60 days. We also assigned auditor, Johan 
Malonda and Rekan, to audit Koalisi and the audit result was favorable where there was only 
insignificant amount of unsupported receipts and documents.
17
18
Pakta: Using Information Technologies to Develop Indonesian Civil Society
Yayasan Pakta is a leader in the use of information technology to improve CSO performance and 
achieve civil society goals.
CSSP’s interaction with Pakta has been primarily to tap the expertise of this CSO and help develop it 
into an effective, financially self-reliant service provider to Indonesian civil society. Results from these 
collaborations include the following:
ß CSSP’s financial self-reliance (FSR) assistance to Pakta has included: attendance at the 
Manila Fundraising Workshop in 2000, technical assistance in building corporate-CSO 
partnerships and developing a financial sustainability strategy, and introduction to other donors 
to fund the creation of the web-based CSO Learning Center (see below).
ß The Pakta IT camp has trained CSSP partner organization staff in the design and use of 
databases, LANs, and the Internet. CSOs participants from several provinces have returned to 
their organizations to: manage internal information systems; set up human rights databases; 
provide consulting services in LAN maintenance; and others.
ß CSSP hired Pakta to carry out an assessment of information and communications technology 
uses by Indonesian CSOs. The results of this research led to a better understanding of the 
technical and human resource needs of civil society groups and helped CSSP target 
appropriate assistance in advocacy and institutional development.
ß Through CSSP, Pakta implemented an MIS workshop for 44 CSO grantees, all of whom are 
partners of CSSP or USAID/CPT. This workshop was conducted in real time over the Internet –
the first time this was done in Indonesia. In addition, Pakta conducted an MIS workshop for 
Walhi Aceh and its network NGO partners, and Pakta is currently developing standard 
operational procedures for information management for Walhi’s national headquarters.
ß On-line or electronic management systems for CSOs that have been developed by Pakta with 
CSSP assistance include: reporting system for results-based management; day planner for 
NGO staff; and an on-line real time workshop system.
Internet-Based CSO Learning Center
With guidance and support from CSSP, Pakta is launching Indonesia’s first Internet-based learning 
center for NGOs. This website and portal is devoted to capacity building for the civil society sector and 
will include a database and opportunities for users to submit best practices.
Pakta has used its own resources to initiate the CSO Learning Center, and additional support is being 
sought from a diverse group of institutions, including: Yayasan Mitra Mandiri (United Way of 
Indonesia), Yayasan TIFA (Open Society Institute in Indonesia), Mercy Corps, Project Concern 
International, CARE International and Yayasan Kehati (Indonesian Biodiversity Foundation).
The website is in the early stages of development, but already its impact is evidenced by the extent to 
which energy and resources have been tapped without major commitment of funds from CSSP. There 
are 10 Indonesian and international CSOs providing human resources to develop the concept, build 
the website and obtain funding. The goals of this the Internet-based Learning Center are to:
ß Make capacity building documents and tools available to the CSOs in Indonesian.
ß Provide an interchange where information about trainings and events can be shared.
ß Offer fundraising information and opportunities for CSOs, including lists of donors.
ß Provide information on Indonesian CSOs by sector, funding, skills, etc.
ß List service providers or consultants for facilitation, strategic planning, evaluations, etc.
ß House a database of CSO program case studies and lessons learned.
ß Provide links to sector-specific information (e.g., conflict, health, reporting, financial 
management, etc.
19
South East Asian Press Association: Training and Protecting Indonesian Journalists
Freedom of the press in Indonesia, established formally in 1999 under the Habibie presidency, 
remains a fragile part of the nation’s broader democratic transition. Ongoing harassment of media 
professionals, self-censorship brought about by a history of strict controls and a lack of 
professionalism among journalists all prevent the press in Indonesia from fulfilling its role as an 
independent, trustworthy reporter of national events. 
SEAPA’s grant program with CSSP entails research, publicity and advocacy concerning the 
strengthening of Indonesian journalists’ rights, integrity and professionalism. Activities include 
extensive training, data collection, publications and high-profile lobbying to central and provincial 
governments and the police. 
Assistance from CSSP has focused on SEAPA’s institutional capacity and the advocacy and 
mediation skills the organization needs to carry out its program effectively. A number of interventions 
have helped SEAPA gain the skills to achieve the impacts described below. These have included:
ß Strategic planning for media protection program
ß PACSA advocacy self-assessment
ß Program evaluation
ß Information Technology and MIS Training Workshop
ß In-house internal workshop plus technical assistance in financial self-reliance
ß Monitoring and evaluation training
ß Financial management and QuickBooks software training
Applying the various forms of assistance provided by CSSP, SEAPA has achieved significant results 
in two main areas: securing media freedoms and protecting journalists.
Securing media freedoms through advocacy. When the Governor of Maluku passed a decree 
banning five publications, SEAPA protests resulted in a face-to-face meeting at which the Governor 
was convinced not to apply the decree. At the national level, SEAPA met the national chief of police to 
protest police beatings of journalists. A draft MOU submitted by SEAPA on treatment of journalists 
was accepted in principle and is under discussion with the Police’s Director for Public Affairs. Finally, 
a public statement issued by a SEAPA workshop was instrumental in preventing the government from 
re-establishing the Ministry of Information, the main media control tool used by Soeharto for 30 years. 
Protecting journalists through mediation. In East Kalimantan, tabloid journalist Hoesin was 
kidnapped for exposing malpractice in the lumber industry. SEAPA arranged his evacuation and 
protection in Jakarta, and his release after being kidnapped in Jakarta a second time. In remote Ilaga 
in Papua, SEAPA helped secure the release of two Belgian journalists kidnapped by elements of the 
separatist OPM. In Aceh, a local newspaper journalist and three others employed by TVRI were 
kidnapped by the Free Aceh Movement. These individuals were later released after SEAPA secured 
assistance for them from Human Rights Watch Asia and the Committee to Protect Journalists.
At the institutional level, SEAPA Jakarta staff, particularly the director Pak Lukas, attribute much of 
their success to CSSP. Lukas makes the point that unlike other donors, CSSP has provided much￾needed organizational capacity building. Because of CSSP, SEAPA has developed quickly into an 
organization with efficient systems based on a clear Operations and Procedures Manual and a 
coherent view of future plans, including development of a constituency to help the CSO financially.
On the financial management side, SEAPA had no accounting system in place before CSSP’s grant 
program began. Today, SEAPA is regarded as one of CSSP’s best performing grantees, receiving a 
rating of well-organized by CSSP’s financial auditors.
In addition, CSSP’s technical support in financial self-reliance has given SEAPA a durable foundation 
on which to develop ties with other donors, including UNESCO, Ebert Foundation, MDLF Prague, 
which SEAPA hopes will soon fund Alert, and the Open Society Institute in New York, to which Lukas 
will be making presentations soon. Lukas notes an incidental benefit of CSSP’s technical support: 
building the capacity of SEAPA’s close working partner AJI and its regional branches.
20
21
Walhi: Advocacy Networks in All Corners of the Archipelago
Walhi is Indonesian civil society’s largest advocacy network. In recognition of the significant 
achievements and enormous potential of Walhi across Indonesia, CSSP has targeted these national 
and provincial networks for program and organizational development assistance. Three of these 
branches have been grantees with CSSP, while others have benefited from capacity building, 
financial self-reliance and advocacy development assistance. CSSP has provided assistance to 
several provincial branches of the Walhi network as well as the national secretariat. This assistance 
has included:
Grantees: Walhi Aceh, Walhi North Sumatra and Walhi Central Sulawesi. Each of these provincial 
branches has carried out a long-term grant program with support from CSSP. In connection with these 
grants, they have all received the following assistance:
ß Grant development mentoring
ß Financial management and QuickBooks software training
ß PACSA advocacy self-assessment
ß Information technology and MIS training workshop 
ß TOT for strategic planning facilitation
ß Human resources management training
ß Technical assistance in database design, operation and maintenance
ß Monitoring and evaluation training
In addition, the following more customized assistance has been provided to one or more of these 
three grantee CSO networks: 
ß Organizational self-assessment: Walhi Central Sulawesi
ß Proposal writing training: Walhi Central Sulawesi
ß Conflict management and mediation training, Walhi Aceh and Walhi North Sumatra
ß Policy analysis training: Walhi North Sumatra
ß Fundraising and CSO sustainability training: Walhi Central Sulawesi and Walhi North Sumatra
ß Technical assistance for fundraising program planning: Walhi Aceh
ß Attendance at the 9th Asia Pacific Workshop on Fund Raising in Bali: Walhi Aceh and Walhi 
North Sumatra
ß Program evaluation: Walhi Aceh and Walhi North Sumatra
ß Program financial audit: Walhi Aceh
At the same time, several other Walhi regional and national networks have taken part in CSSP 
technical and institutional development programs. These have included:
ß Agrarian law reform seminar: Walhi national secretariat (via CSSP’s Special Activities Fund, or 
SAF, described later in this Impact Assessment)
ß Energy policy research and advocacy: Walhi Jakarta (via SAF)
ß Human resources management training: Walhi Jakarta
ß Organizational self-assessment: Walhi Jakarta and Walhi East Java
ß Roundtable TOPIC discussions: Walhi East Java (via SAF)
ß Proposal writing training: Walhi West Java, Walhi West Kalimantan and Walhi West Nusa 
Tenggara
Finally, in a special program targeting the management of Walhi networks around the country, CSSP 
brought together regional Walhi staff from several branches to train them in carrying out internal 
financial audits including developing mechanisms for such audits and securing agreement from Walhi 
branches on how this mechanism will be implemented to better manage each network’s advocacy 
program.
The impacts of CSSP’s assistance to Walhi networks around Indonesia have been extensive, and 
details are presented in several sections of this Impact Assessment. More effective advocates for 
environmental and local justice issues. Using expertise and coalition building assistance offered by 
CSSP, Walhi branches have achieved significant results in their main program areas. 
22
Some examples of these impacts include:
ß Since the start of Walhi North Sumatra’s mediation and advocacy grant program with CSSP, 
1,000 families have been able to reclaim and begin again to farm their land. Key to this process 
was the establishment of a local farmers’ association (Asosiasi Tani Bersatu, ASTAB) based in 
Labuhan Batu that emerged from Walhi’s work on land conflicts. ASTAB’s existence has shifted 
the balance in Labuhan Batu, with traditional power holders – government, police and military, 
and large plantations – acknowledging that farmers are an organized force to be reckoned with.
ß Skills gained by Walhi Aceh through CSSP capacity building efforts have this CSO engage 
government more constructively and resolve a greater number of conflicts. The organization’s 
most successful advocacy campaign to date has been the successful lobbying of government 
to impose a moratorium on unregulated logging in Aceh’s national parks. This moratorium was 
issued by the governor and Walhi has been asked to provide inputs into proposed regulations 
to better control logging in the province.
ß Walhi Central Sulawesi’s program through CSSP has improved civil society’s bargaining 
position vis-à-vis environmental policy and transparency in their province. To enhance this
CSO’s lobbying efforts, CSSP provided a customized course in advocacy and investigation 
techniques for Walhi and its 18 network members. Following the subsequent constituent 
dialogues facilitated by Yayasan Toloka, a Walhi network member, a proposed regulation on 
the use of natural resources in Tangian was prevented. This regulation had been rejected by 
the community because it did not provide for local participation. A revised version is now close 
to acceptance. In addition, in the provincial capital Palu, two pieces of legislation – one on the 
use of becaks and another on the use of coastal and marine resources – have been drafted by 
Walhi’s partner organizations and are awaiting approval.
ß Walhi Aceh faced difficulty in managing its 16 NGO network members, with the result that its 
program and financial reports were frequently late. CSSP assistance on organizational and 
financial management resulted in the implementation of standard procedures for network 
members. These procedures are now being applied by Walhi Aceh, and two indicators of 
improved management are on-time financial reports and a significant reduction in outstanding 
program fund advances being held by network members. 
23
B. East Java Province Impact Findings
B1. Provincial Context
East Java is one of Indonesia’s most densely populated provinces, with 18% of the population in 3% 
of the area. With the introduction of Law 22/99 on regional autonomy in 2000, local governments 
were expected to decentralize in haste with little if any social preparation or public consultation 
beforehand. The need to awaken local communities as to their democratic rights to participate in 
governance according to the spirit of autonomy is relatively urgent, as it is becoming more and more 
apparent that nothing will change otherwise. The legacy of 25 years of centralized decision making is 
a reluctance to take responsibility on the part of the community, especially in smaller towns.
CSSP East Java programs focus on issues of local governance, especially as relates to regional 
autonomy, by finding ways for diverse groups to engage with local government in the name of 
increasing transparency and participation in planning. The program as a whole is intended to widen 
and deepen civic participation. In particular, the CSSP East Java program has begun to focus on 
village governance, as the legacy of the Suharto years is that the village has effectively been 
disempowered and its traditions almost eradicated, to the extent that there is reluctance on the part of 
villagers to seize the opportunity that the new system should give them. 
Whatever problems and inconsistencies there are with Law 22 as it concerns the village, it still stands 
as a concrete attempt to give the village considerable autonomy and democracy. The Badan 
Perwakilan Desa (BPD) is a new village level government body put in place under Regional 
Autonomy Law 22/99 intended to act as village representative council, contributing to decisions on 
village planning and able to monitor the work of the Village Head and officials. 
B2. CSSP Activities in East Java
Through its grant program, CSSP is supporting the work of nine CSOs to address local governance 
and participation issues at the city, kabupaten and provincial levels, encouraging engagement between 
local legislatures and executives and diverse groups. The program is increasingly focused on village 
governance. It also supports one media organization in support of CSSP’s national level work. 
Through its subcontract with CARE International, CSSP also works with 18 City Forums across East 
Java. 11 Forums existed in February 2001, and these are now receiving technical assistance from 
CARE to strengthen them as citizens’ groups engaging with government. In addition to this, CARE 
has also helped a further seven Forums to establish themselves.
Current and completed grants include:
ß Researching the implementation of decentralization in East Java, East Kalimantan and East 
Nusa Tenggara, with CPPS. April-October 2001.
ß Supporting the development of parliament watch organizations in Kota Surabaya, Kabupaten 
and Kota Malang and Kabupaten Bojonegoro, with YPSDI. February 2002 – January 2003.
ß Establishment and strengthening of local citizens’ forum in Kabupatens Madiun, Lumajang and 
Lamongan, with Lakpesdam NU. February 2002 – October 2003.
ß Public service advocacy in Kabupaten Malang, with Enlightenment. May 2002 – April 2003.
ß Supporting organization and advocacy for street traders and transportation workers’ groups in 
Kabupaten Jombang, with Yamajo. October 2001 – January 2004.
ß Farmers’ organizations and access to irrigation water and engagement with local government in 
Kabupatens Nganjuk and Madiun, with Spektra. May 2002 – April 2003.
ß Media Watch and civic education on the role of the media in East Java, with LKM. January to 
December 2002.
ß Training for village representative councils and civic education for villagers in Kabupaten 
Ngawi, with PRIMA. May 2002 to April 2003.
24
ß Training for village representative councils and counterpart local NGO’s in Kabupaten Malang, 
with LPKP. June 2002 to January 2003.
In East Java there has been a concerted effort to bring to bear the work of CSSP’s various assistance 
mechanisms to the program. Most current and pending grantees have had the opportunity to engage 
with the technical team at workshops and on an individual consultancy basis on financial self-reliance, 
advocacy and capacity building. In addition, the MIRPP process (see discussion of Performance 
Objective 2, below in this section of the Assessment) was developed and piloted in East Java.
Under a subcontract, the Local Autonomy Study Center at Brawijaya University in Malang 
(PPOTODA) has conducted a research program which complements the village governance work 
both in East Java and nationally, and the products of this program include asset of photocopied 
guidelines for BPDs on drafting village regulations, and a set of recommendations for legal drafting 
for legislatures at Kabupaten and provincial levels. 
There have been a small number of Special Activities Fund programs in East Java, including support 
to a women’s group’s strategic planning meeting in November 2000, a farmers’ network strategic 
planning meeting in June 2001, a women’s group discussion on energy policy in June 2002, a series 
of roundtable dialogs on energy policy with Walhi East Java in September 2001, and a series of 
village representative councils trainings with YAPSEM Lamongan in May-June 2002.
B3. Overall East Java Program Impacts
CSSP impacts in East Java to date fall mainly into two area: civil society engagement with 
government and CSO strengthening.
B3a. CSO Engagement
ß Local governments are becoming more open to comment and criticism. As a result of 
efforts by numerous CSSP-supported organizations, local governments in East Java are now 
accustomed to participating in public hearings and have begun soliciting comment from City 
Forums and other CSOs on policy. For example, Forum Probolinggo was requested to comment 
on draft regulations as a direct result of CSSP’s support through CARE. In addition, local and 
provincial legislatures (DPRDs) are increasingly engaging with City Forums and other CSSP 
grantees including YPSDI, Spektra and Lakpesdam NU.
ß CSOs are better informed about decentralization. A broad collection of East Java CSOs 
have read the research and information materials produced by CPPS and PPOTODA.
ß More citizens’ groups have been mobilized and empowered to engage with government. 
There are now 18 active City Forums and 3 newly established Lakpesdam NU groups in 20 
cities across East Java. Moreover, with the work of YPSDI, Spektra and the expansion of the 
City Forums, at least another 10 citizens’ groups will be up and running in the next few months.
ß Citizens have greater access to information on government policies, plans and budgets,, 
plus more opportunities to participate in governance. The work of CSSP partners to 
circulate information among constituents has substantially widened the access of NU and City 
Forum members to policy information. As CSSP’s East Java program continues, this 
information will be increasingly available to farmers’ groups (through Spektra and YPSDI) and 
village representative councils (through PPOTODA, PRIMA, LPKP, Bina Swagiri and YPSM).
B3b. CSO Strengthening
ß A viable and influential group of East Java CSOs has been strengthened. CSSP’s partners 
have made the most of the support offered by CSSP and are increasingly in a position to assist 
25
each other in terms of service provision, for example Bina Swagiri and LKM Media Watch 
have provided technical assistance to Lakpesdam NU. 
ß CSOs are better able to engage local governments. Lakpesdam NU’s groups and the City 
Forums have quickly developed skills in advocacy and ability to analyze budgets. Most Forums 
now have strong capabilities to engage with local governments regarding policy changes.
ß CSOs are better networked. East Java’s CSO network were strong in place CSSP began work 
in the province, however CSSP partners have widened their networks and begun working with 
a more diverse range of groups at a provincial and national level following the various meetings 
which took place in the context of CSSP training. Importantly, traditional NGOs have been 
linked with academic and media CSOs to help the former take on more of a civil society role.
ß Five CSOs working at village level are strongly linked and providing mutual support. 
CSSP’s integrated capacity building process (see PO 2, Section II J) PRIMA, PPOTODA, 
LPKP, YPSM, Bina Swagiri is likely to lead to new levels of collaboration between these 
CSOs, all of whom are strengthening basic representative institutions at the village level. 
B4. Detailed Impacts of CSSP Grants and Other Assistance
Below is a detailed discussion of the impact of selected grants, City Forum assistance and BPD 
programs in East Java.
B4a. Grant with LKM: Grant for Civic Education and Improvement of the Press
Grant objective. LKM (Lembaga Konsumen Media) Media Watch aims to act as a watchdog for the 
national press via the production and distribution of its established monthly newsletter, which 
contains comment and analysis on local media coverage of current events. LKM hopes to influence its 
target readership – i.e., journalists – to be more responsible, professional and ethical in their work, and 
thus to provide more balanced reporting to a public that is increasingly aware of the role of the media, 
having been exposed to the weekly talk shows aired by LKM Media Watch and Suara Surabaya radio.
Program impact. The grant is being implemented from January to December 2002. The following 
are program impacts to date:
ß LKM gets free prime airtime on East Java’s most popular and profitable information radio 
station on a weekly basis. CSSP funds enable LKM to bring in special guests on hot media 
topics, and Hendry Subaktio from LKM acts as the talk show host.
ß According to an AC Nielson survey, Suara Surabaya Radio has 500,000 daytime listeners, 
while another survey indicated 6 million listeners to the morning shows. The Director of Suara 
Surabaya Radio addds that they have listeners abroad and a database of callers including more 
than 50,000 people.
ß LKM regularly receives requests for its newsletter, and the publication is now sent to 1,823 
people. Over 10% of those who receive the newsletter now pay for it on a subscription basis.
ß LKM also receives and deals with complaints from media consumers, for example on May 8 
they received a fax from an army colonel asking LKM to help put the record straight about a 
report of a sexual abuse case involving a soldier which was reported by Radar Surabaya in an 
apparently one-sided way. This issue was taken up in the newsletter.
ß LKM have continually developed their role as local media experts, providing consultancies and 
resource people on request for diverse organizations including Dinas Informasi dan 
26
Komunikasi (both East Java and Bali in 2002), Jawa Pos’ new School for Journalists and for 
AJI in May 2002, for IAIN’s student group in April 2002.
ß LKM maintains strong links with the East Java chapter of AJI and the national independent 
radio association, PRRISNI, and maintains a high profile in local media, obtaining print 
coverage every month for its work.
ß The LKM team is currently engaged in discussions regarding the revision of the draft 
Broadcasting law, and to this end Henry from LKM participated in a talk show on TVRI on 
June 20 with Minister of Information and Communication, Samsul Maarif.
Capacity building impacts. As follows:
ß LKM has greatly increased capacity to manage funds. The newly hired accountant, Dwi, has 
been able to report according to the CSSP format and use the QuickBooks software 
competently, to the extent that she regularly assists another CSSP grantee, Lakpesdam NU, 
with the use of QuickBooks accounting software.
ß Although LKM is not an advocacy organization as such, LKM note two impacts following a 
mini-PACSA led by CSSP (See Performance Objective 3, Advocacy Development, in Section 
II I below). First, they have new awareness of the advocacy process. Second they were invited 
as resource people for Lakpesdam NU’s training on dealing with the media for its constituents 
in the CSSP-funded program.
ß LKM acknowledges the usefulness of CSSP’s input on financial self-reliance and has requested 
follow-up assistance to help them increase their subscriber base. CSSP has already helped 
LKM set up a database of subscribers and contacts, and since January the number of 
subscribers has increased by more than 10%.
B4b. Grant with CPPS: Feasibility Study on Local Government Empowerment
Grant objective. This program, carried out by the Center for Public Policy Studies in Surabaya, 
intended to clarify the intentions and purposes of the regional autonomy laws and regulations; to 
identify possible problems in the implementation of decentralization policies; to disseminate the 
results of this research to civil society stakeholders; and to train those stakeholders to monitor the 
implementation of regional autonomy policies with a view to ensuring that they are carried out in 
effective and democratic ways.
Program impact. This grant was implemented from April to September 2001. Impacts include:
ß CPPS published its findings in a book entitled Implementation of Decentralization: The Cases 
of East Java, East Nusa Tenggara and East Kalimantan, and also published a set of materials 
to be used in training on decentralization. The books have been sent to more than 500 contacts 
in government, CSOs and higher education.
ß In the last year, CPPS delivered 4 training courses for 40 civil servants from kecamatan 
governments in East Java, using the materials on regional autonomy they developed and 
improved since conducting the research for CSSP.
Capacity building. Capacity building impacts include:
ß CPPS is now effectively plugged into a nationwide network of CSSP partner CSOs. This 
continues to be key to their work, to the extent that they maintain regular contact and exchange 
ideas and news. CPPS is now in a position to include CSO partners in their continuing series of 
seminars and discussions on topics such as the amendment to the 1945 Constitution.
27
ß Since CPPS had no financial systems in place prior to the grant from CSSP, the training they 
received and the effect of having to report to CSSP has been very significant. 
B4c. Grant with Lakpesdam NU East Java: Empowering Local Organizations in the Context
of Decentralization
Grant objectives. Lakpesdam NU is an offshoot of Nadhlatul Ulama (NU), the largest Islamic mass 
organization in Indonesia and one of the largest in the world. Lakpesdam’s name translates as 
“Institute for Human Resource Development Studies,” and the CSO is staffed by NU members. The 
primary aim of this grant is to support the engagement of civil society with local government in the 
context of decentralization, by supporting the establishment of three groups in three areas which are 
able to contribute to public policy making and to monitor it. The secondary aim of this grant is to 
begin building a positive relationship with Indonesia’s largest mass organization. The NU is 
particularly influential in East Java as a moderate Muslim group, and as such it is in an excellent
position to support the development of democracy.
Lakpesdam NU East Java aims to groups of their contacts (NU members and affiliated CSO activists) 
to engage with local government by arranging training and meetings in three cities. These meetings 
will be opportunities for participants to learn about policymaking in the context of decentralization, 
and also for them to form a network. They will then be ready to set up public hearings in each city 
based on the outcomes of their discussions and local needs.
Program impacts. This grant is being implemented from February to September 2002. Program 
impacts include:
ß In Lumajang Lakpesdam NU’s support has led to the formation of the new Forum Masyarakat 
Peduli APBD Lumajang (Formapalu). This Forum is the only active group of its kind in the 
area, and since March 2002 it has applied itself to analyzing and critiquing the local budget 
(APBD), noting the disconnect between development plans and the budget and giving 
comments to the local government, which is resisting engagement. They have also obtained 
media coverage on the subject of the issues with the budget in Jawa Pos, Kompas and Tempo. 
On 22 June, Formapalu held a meeting to discuss a set of issues relating to village governance, 
and they plan to follow this with a public hearing. Forum members note that since Lakpesdam 
NU’s intervention they feel empowered.
ß In Lamongan, the Lakpesdam NU group has been meeting every two weeks and gained 
considerable momentum since the CSSP grant program began. Prior to this the Forum APEM 
only met sporadically to work on a case-by-case basis. They have been able to lobby with three 
key individuals on issues relating to the APBD, however the DPRD are resistant to the idea of 
holding public hearings. They have scheduled a hearing for June 25 on the subject of an official 
visit by the entire DPRD Lamongan to East Kalimantan, and have been successful in obtaining 
media coverage of this in Jawa Pos, Memo and Duta Masyarakat. The group worked closely 
with Lakpesdam NU and YAPSEM on the recent SAF on BPD training in Lamongan, and now 
have a sense of responsibility towards the BPDs that were not reached by this small program.
ß In Madiun, the Lakpesdam group notes that relations among the executive, legislature and civil 
society groups have been less confrontational since the grant program opened. Forum Lintas 
Pelaku and Forum Peduli Pembangunan are no longer active, and Lakpesdam NU’s ability to 
support a group which reaches to grassroots is seen as a great strength. The degree of 
engagement with local government is indicated by the fact that the Bupati, Ketua DPRD, Ketua 
NU and SekDa all attended a training session conducted by the group. So far they have 
conducted informal, one-to-one lobbying concerning issues with the APBD, and they have 
established working groups to address issues with the BPD in Madiun with the aim of 
conducting training for BPD’s. This work is still at a very early stage, but there is likely to be a 
28
high degree of synergy between these groups and Bina Swagiri, Tuban. The PPOTODA village 
training materials have already been shared with them.
All of these groups state that Lakpesdam NU’s intervention has given them newfound impetus and 
knowledge, and that they are better able to organize, criticize and focus their efforts.
Capacity building. Institutional impacts include:
ß Lakpesdam NU and its contact groups have been helped significantly by assistance from other 
CSSP partners in East Java. Providers include Ismail Amir from Bina Swagiri on village 
governance and budget transparency work, and Hendry Subaktio from LKM on working with 
the media. Because Lakpesdam NU groups can benefit from the experience and knowledge of 
other CSSP partners, they are able to mobilize their own programs faster.
ß Lakpesdam NU are using their new knowledge of the advocacy process to inform their own 
work and to share with the regional groups.
B4d. City Forums, implemented with CARE International
Background. A City Forum (CF) is a coalition of civil society groups including the private sector. 
These civil society groups might include NGOs, religious organizations, business groupings, 
traditional community groups and labor organizations among others. The private sector groups 
include business associations, professional associations, companies, chambers of commerce and street 
vendors. CARE was involved with a number of Forums under the USAID-funded CLEAN Urban 
project from 1997-2000, and this program represents a continuation, extension and expansion of 
CARE’s City Forum component from that project. In February 2001, CARE began working with 11 
established Forums and 2 new ones. Since then, seven new Forums have been added.
ß A CF is dynamic and may grow or shrink or change members depending upon the type of issue 
being addressed.
ß The CF acts as a mechanism by which different civil society organizations (CSOs) and private 
sector groups are empowered and can play a dynamic role in the development of good 
governance in their locale.
ß CF participation means that people influence policy formulation, budget use (APBD), 
investment choices, management and development interventions in their communities.
ß CF encourages legislative and executive branches of local government to learn from the local 
population. Through CF's, people are given a voice and an opportunity to participate in and 
contribute to the decision-making processes that will affect their own development.
ß Forums are meant to be multi-sectoral and as inclusive of different segments of society as 
possible.
CF composition should include but not be limited to the following groups: university groups; religious 
organizations, labor groups, NGOs, media, private businesses, neighborhood and village associations, 
and traditional and indigenous groups. 
Program objectives. The ultimate goal of a City Forum is to identify concerns, areas of conflict and 
possible solutions based on a shared participatory understanding of the situation at the local level. 
This will help to ensure that the aspirations of constituents are integrated into the plans of the 
government. The program also aims to give the Forum the following roles:
ß Public policy advocacy through non-confrontation
29
ß Public service complaint center (identify, confirm, investigate, discuss, solve)
ß Empower local actors in democratization process
ß Partner to government in planning process
ß Conflict prevention and resolution
ß Enhance government financial transparency and accountability
ß Promote good governance
ß Encourage civil society participation in the decentralization process
Program impacts. City Forums have had a wide range of impacts over the past year at the provincial, 
district, city and village levels. Below is a selection of these impacts.
ß Throughout East Java, CF’s held Public Forums and public hearings on topics ranging 
from community education in Jember; a ring road in Probolinggo; street vendors in Pasuruan; 
Kediri, Malang, Sidoarjo, traditional market creation and local area development planning of 
the Pertamina oil terminal in Kediri; local area development planning in Blitar and Malang; 
public transportation system planning in Blitar and Malang; an illegal lottery in Tulungagung; 
commercial sex workers in Tulungagung; public forestry and forestry registration in 
Bojonegoro; parking rates in Mojokerto; the minimum wage in Mojokerto; the local budgeting 
system –APBD in Sidoarjo and Malang, river pollution and land reform in Sidoarjo; and the 
irrigation water supply in Ngawi.
ß Panduan Penguatan Badan Perwakilan Desa and a Manual of 13 BPD Training Modules.
This book and its companion training manual has been developed by CARE and the City 
Forums that they work with in East Java. The provincial government has accepted this book 
and the CARE/City Forum modules as the basis for training BPDs throughout East Java. CARE 
has produced 300 copies of this book for review by various interested parties including 
government, BPDs and civil society. There will be five more meetings with government and 
civil society to check and revise the book. Once this process is complete the government of 
East Java will pay for printing 10,000 copies. The funds have been budgeted for in 2003.
ß At the district (kabupaten) and city (kotamadya) levels: 
s In May 2002 the government of Kabupaten Pamekasan signed a legal document with the 
City Forum of Pamekasan “Forum Partisipasi Masyarakat Otonomi Daerah” agreeing to 
fund the City Forum to train all the BPDs in Pamekasan District (178 villages), to a total 
value of Rp. 475,000,000.
The City Forum in Pamekasan was difficult to form and motivate in the beginning but now 
they are very active, three months after the first intervention from CARE.
The Forum members were introduced to the BPD training concept by CARE. They in turn 
showed the system and materials to local government. The local government agreed to fund 
the training of BPDs in Pamekasan through Forum Pamekasan.
s In Kabupaten Sidoarjo the Forum was instrumental in establishing a Women’s Crisis 
Center in April 2002. aiming to support the thousands of female factory workers in the 
area who frequently suffer abuse and sexual harassment in the area where Marsinah was 
murdered for her labor activism in 1993, this Center has backing from the Bupati’s wife, 
Emy Susanti, who is also a well-known academic and activist. The Center now has 
financial support from the local government for the next three years of operations, and will 
deal with issues relating not only to female workers directly but also their children and 
child workers.
s In Desa Emersari, Kabupaten Sidoarjo, an ex-Village Head tried to sell off 4.6 hectares 
of community land and replace it with the same amount of non-arable land. The local 
30
community reported this to the Forum, which brought it to the attention of the DPRD and 
local government, and after 6 months agreement was reached to allow the village to keep 
its fertile land in December 2001.
s Also in Kabupaten Sidoarjo the Forum has been involved in environmental advocacy in 
connection with a leather factory which employs 3,500 workers and produces 12 tons of 
toxic waste daily. The waste is affecting public health in the area, and lead accumulation in 
nearby streams has reached 10 times the acceptable level. Community protests have not yet 
resulted in efforts by the factory to remove the harmful chemicals from its waste, however 
the Forum has been asked to intervene by the affected communities and the Kabupaten 
government. So far there have been 7 meetings to discuss the problem with representatives 
from the district legislatures, government, the leather factory and the Forum, and while the 
process continues it is clear that the Forum has successfully raised the issue of toxic waste 
with local government.
s In Kabupaten Mojokerto the Forum was able to review the APBD (budget) with the local 
government, noting that while the plan included Rp 500 million for poverty alleviation but 
with a weak strategy. To improve the strategy, the Forum brought together 23 local 
government staff with 3 village leaders, 40 CSO representatives and 4 DPRD members in a 
series of meetings, developing a work plan and a strategy which was then reviewed by 
Kecamatan officials throughout the Kabupaten. 80% of the strategy was accepted, and now 
the technical team for implementing the strategy includes one Forum member.
s In Kabupaten Tulungagung the activities of a ceramics factory caused cracks in the walls 
of mores than 70 homes. The Forum was able to resolve the conflict in March 2002 and 
helped the community to obtain compensation.
s In Kabupaten Malang the government’s water supply company, PDAM, raised the price 
of drinking water from Rp. 400 per cubic meter to Rp. 800. After the intervention of the 
Forum is was agreed to hold the price at Rp. 400.
Capacity building. CSSP/CARE offers City Forums a menu of technical assistance interventions 
from which each group identifies its own priorities. This menu includes: strategic and participatory 
planning, monitoring and evaluation, reporting, documentation, fundraising, financial management, 
facilitation, advocacy, conflict resolution, legal drafting, budgeting (APBD), and democratic 
principals. Forums are also trained in how to conduct a public hearing and how to lobby government 
effectively. The results of these interventions can be seen in the above impacts.
B4e. Village Representative Councils (BPDs)
Background. CSSP has identified five CSO partners who are working towards supporting the 
development of democracy in the village through BPDs. These organizations are: 
ß PRIMA, Ngawi (grant program started May 2002)
ß LPKP, Malang (grant program started June 2002)
ß YPSM, Jember (grant awaiting signature at USAID)
ß Bina Swagiri, Tuban (grant awaiting signature at USAID)
ß PPOTODA, Universitas Brawijaya, Malang (subcontract for research and information 
publication on laws and regulations concerning the village)
These groups are working with the BPDs in terms of capacity building, focusing on:
ß Human resource capacity in general: lack of administrative, management and financial ability, 
combined with lack of time and the incentive of reward
ß Lack of awareness of role, function and duties
31
ß Resistance by established Village Head (Kepala Desa) and officials (Perangkat Desa)
ß Lack of capacity to draft village regulations (Peraturan Desa or Perdes) and the development 
planning budget (APBDes).
Program objective. The BPD program supports the role of these representative councils in village￾level democratization, as well as the networking of BPDs at the subdistrict and district levels. These 
groups have been brought together on four occasions since September 2001. Following group 
organizational capacity building interventions from CSSP (See MIRPP under PO 2, Section II J), they
became a test case in April 2002, and have begun a long process of sharing and networking intended 
to lead to mutually reinforcing interventions by MIRPP partners for each other in a sustained manner.
Program impact. This program began in September 2001. Although these partners have had little 
time to achieve much impact in their respective programs, the MIRPP process has been used 
effectively with this group and is starting to pay dividends.
Synergies so far between CSSP’s partners involved in both BPD training and MIRPP include:
ß Bina Swagiri, Tuban invited Pak Ibnu from PPOTODA as a resource person for a training 
course for the Forum Komunikasi BPD on February 26 2002 and April 26 2002. He led 
sessions on the legal framework surrounding the village and on drafting village regulations, 
piloting the materials CSSP had contracted PPOTODA to produce.
ß Bina Swagiri’s workshop in April reached BPD representatives from 25 villages.
ß PRIMA Ngawi invited LPKP Malang to facilitate training in Ngawi on Participatory Planning 
and Gender Awareness.
ß The module produced by PPOTODA has been circulated amongst MIRPP members and a 
wider network of partners involved in village democracy programs.
ß A year from now. CSSP expects to see these partners meeting routinely, with or without grant 
funding, and exchanging not just ideas and issues but also resources and technology. Examples 
might include one partner assisting another to set up a website, another learning new 
accounting systems by sitting next to a colleague from another organization for a week, another 
giving input on journalistic skills to a partner engaged in producing a community newsletter.
C. Aceh Province Impact Findings
C1. Provincial Context
Aceh is a province of 4.5 million people located on the northern tip of Sumatra. During the past 26 
years, politically influential movements within Acehnese society, including armed groups, have 
waged a low-grade battle for secession or at least for a greater degree of autonomy from Jakarta’s 
centralizing rule. In the nine years of martial law from 1989-1998, when Aceh was officially 
designated a daerah operasi militer (military operations area, DOM), these resistance movements 
became radicalized. Suharto’s departure and the prospects under his successors of greater 
decentralization, more political autonomy for the regions and even, conceivably, outright 
independence, further stirred such secessionist sentiments.
The violence in Aceh has been acute for more than a decade, accounting for more than ten thousand 
lives lost. It appears to be both vertical (between the state and the local people) and horizontal 
(between different sectors of the Acehnese population). Outside observers and local participants are 
divided as to whether the continuing unrest is worsening, diminishing or neither. Meanwhile 
grievances nursed by the people of Aceh as a result of what they have suffered at the hands of the 
Indonesian military, police and fellow Acehnese, fuels a vicious circle of anger and retribution. 
32
The need to reduce this circle by taking steps to curb human rights violations is one of the most 
important facing activists promoting peace in Aceh. In their view perpetrators of human rights need 
be identified, arrested and taken to court, and ordinary people need to be educated about their rights as 
citizens and about the harmful spiral of violence that can be occasioned by systematic human rights 
abuses.
Despite the formal revocation of DOM in 1998, human rights violations have continued unabated 
since then, and therefore remain the key distinguishing characteristics of Aceh. The lifting of the 
DOM did however create the much-needed space for civil society movements. This period therefore 
saw growth of the CSO sector, mainly in number. The general focus of contemporary Aceh CSOs is 
on conflict resolution, democratization, protection of human rights, the use of non-violence means, 
and economic improvement.
Aceh is one of the most resource-rich regions in Indonesia. The declaration of martial rule created the 
perfect cover for the exploitation of this natural resource base. It is well-known for example, that the 
military enjoys extensive shares in the illegal logging industry and many legal logging companies 
granted the sought-after logging concessions are known to be owned by military generals. To 
understand the dynamics within this region, it therefore becomes necessary to look at these various 
interrelationships, particularly between security, economic and the environment sectors.
CSSP’s goal in Aceh is to reduce conflict in this crisis area, support measures that contribute to the 
prevention of further conflict and assist those upholding civil and human rights, especially where 
those rights are being systematically violated. To this end, CSSP provides assistance in Aceh within 
the following thematic areas:
ß Advocacy for and protect of human and civil rights of local citizens.
ß Addressing the special needs of women and children as victims of the conflict.
ß Empowerment of local communities towards the participatory management of local natural 
resources.
C2. CSSP Activities in Aceh
The first ever CSSP-managed grant was awarded in Aceh to the Coalition of Human Rights NGOs , 
Koalisi NGO HAM, in June 2000. In all, four CSSP grant programs have been implemented in Aceh:
ß Advocacy Program for Natural Resources Management through Civil Society Development, 
with Walhi Aceh. To be completed in October 2002.
ß Empowering the civil society capacity and the traditional institution (Panglima Loat) for sea
conservation in coastal areas of Aceh, with Yayasan Rumpun Bambu Indonesia (YRBI). To be 
completed in September 2002.
ß Human rights monitoring and advocacy program, with Koalisi NGO HAM Aceh. Now in the 
process of closeout. 
ß Violence against women, particularly on legal aid service for women victims of domestic 
violence, with LBH APIK Aceh (Legal Aid Institute of the Indonesian Women’s Association 
for Justice). To be completed in January 2003.
C3. Overall Aceh Program Impacts
Through its support to these partner organizations, CSSP has contributed to strengthening civil society 
in Aceh and progressed significantly towards achieving its four program objectives for the province. 
Impacts can be grouped into three general areas:
33
ß Increased awareness of human rights
ß Increased political space for civil society participation 
ß Strengthened capacity of a core group of Acehnese CSOs and their extensive partner networks
C3a. Increased Awareness of Human Rights
Since the commencement of talks between the Gerakan Aceh Merdeka (Free Aceh Movement, GAM) 
and the Indonesian government in May 2000, and the subsequent opening up of political space, 
human rights activists have worked towards an increased awareness of human rights across the 
spectrum and to foster a culture of respecting the aforesaid rights. CSSP has made a significant 
contribution to these efforts, which thus far have helped bring about the following changes: 
ß A growing recognition of the role of broader civil society in securing a lasting peace, including 
their planned inclusion in the All Inclusive Dialog as a follow up to the latest peace talks 
between the GAM and GOI in May 2002.
ß A growth of human rights awareness among civil society members.
ß A formal recognition from the GOI on issues of human rights violations.
ß Civil society members are now more likely to challenge human rights abuses.
CSSP’s role in helping create this increased awareness of and respect for Human Rights includes the 
following activities:
ß Visible monitoring of violations by Koalisi served as a check against human rights abuses.
ß Increase of human rights violation reporting by victims and their families to Koalisi, illustrating 
the growing confidence of civil society in asserting their rights.
ß Continuous efforts of legal challenge on human rights violations on high profile cases taken to 
court by Koalisi for a legal standing.
ß Koalisi and its partners maintain a database on human rights violations.
ß Koalisi has been included on list of participants in the preparation meetings for the scheduled 
All-Inclusive Dialogue slated for 2003 in Aceh. 
C3b. Increased Political Space for Civil Society Participation
With increased activity by civil society has, slowly, increased its profile and credibility with outside 
parties, including government and the private sector. Evidence of this is witnessed by the fact that :
ß NGOs are now more visible in the public arena compared to the pre-DOM era.
ß NGOs are called upon by provincial authorities to provide input on local legislation.
ß Government shows growing responsiveness to CSO advocacy campaigns.
ß Human rights NGOs are recognized in raising and addressing human and civil rights abuses.
ß NGOs are actively engaged in mediation in local level conflicts.
ß There is increased space for the development of civil society movements.
CSSP’s role in helping create this increased political space for civil society participation includes the 
following activities:
ß Increased grassroots campaigning against harmful environmental practices, resulting in a 
limited number of concessions by government and private sector. E.g.: successful campaign by 
Walhi and its partners resulted in the declaration of a moratorium on unregulated logging in 
national parks.
ß Increased role in the legislation process with Koalisi drafting one regulation on human rights 
violations, and Walhi Aceh drafting and inputting on 9 local environment-related regulations to 
34
be discussed before the DPRD. These inputs from Walhi on environment related-regulations 
were actively solicited by the local government.
ß Inputs from Koalisi on conflict resolution and support for human rights victims were solicited 
by the local government.
ß Research has been conducted mapping incidence of environmental degradation and the results 
has been broadly disseminated by Walhi Aceh.
ß Walhi Aceh has helped establish new community-based organizations that are now working on 
environmental advocacy issues at the kabupaten level.
C3c. Strengthened Capacities Among a Nucleus of Acehnese CSOs 
The core group of influential CSOs in Aceh – mostly based in Banda Aceh but with programs across 
the region – now has increased capacity to advocate on behalf of civil society on a range of critical 
issues. This is evident among CSSP’s grantees and their network partners by their demonstrating:
ß Clearer articulation of public policy issues and solutions
ß Greater ability to develop sound civil society programs
ß Greater ability to manage such programs
ß Greater ability to implement such programs
CSSP has contributed to the strengthening of these CSOs through its management, financial and 
program training, as well as its informal hands-on mentoring of CSO staff members. Organizations’ 
increased capacities is illustrated by:
ß Improved management systems now in place within these organizations.
ß CSSP grantees serve as regional resource points to the broader NGO community in the region.
ß The human rights database developed and maintained are regularly accessed by external parties 
(e.g., media, embassies, international NGOs).
ß Activities of the Walhi Aceh and Koalisi are regularly featured in local, national and 
international media.
ß Walhi is in the process of developing a GIS database.
ß Strengthening of local/kabupaten level CSOs in the region that have been supported through the 
grant managed by Koalisi and Walhi Aceh.
ß The leading role of activists in Koalisi and Walhi Aceh in the planned regional NGO integrated 
strategic plan initiative scheduled for August 2002.
ß Both of these network organizations are increasingly acknowledged to be the leading civil 
society experts in their respective fields of human rights and environment. (e.g., Koalisi’s work 
earned it a Human Rights Watch Award in 2001).
ß Qualitative change in the nature of advocacy campaigns, from protest to constructive 
engagement-mode, hence yielding increased positive outcomes as illustrated by the declared 
moratorium on illegal logging.
C4. Detailed Impacts of CSSP Grants and Other Assistance
The impact profiles below offer details on two CSSP grantees in Aceh. These profiles present the 
specific contributions CSSP and its partners have made to the provincial impacts described above.
C4a. Grant with Koalisi NGO HAM Aceh: Advocacy for Human Rights in Aceh 
Grant objective. The grant sets out to enable Koalisi and its constituent members to provide a 
support structure for citizens of Aceh whose human rights are violated. Koalisi further aims to serve 
35
as a pressure group and coalition builder committed to bring an end to the pervasive human rights 
abuses that have characterized Acehnese society during the last decade. 
Program impact. Through the activities of its six regional human rights posts (PBHAMs) and its 
central legal aid branch in Banda Aceh (TPKA), Koalisi’s primary activity is that of a human rights 
violations monitor. To this end, they currently hold the most comprehensive database on the incidence 
of human rights violations in the region. The Koalisi officials and its network of volunteers actively 
collect some data. However, by and large, Koalisi rely on the victims of human rights abuses and their 
families to approach the organization to report the incidents.
This is no mean feat given the military response to these activities. At some of the regional human 
rights posts, Koalisi have opted to remove the organizational name board from the building in an 
effort to avert police harassment. The community members who approach Koalisi are likewise often 
intimidated and threatened by the military. There therefore exists a tremendous disincentive to report 
to Koalisi. Despite this, 2,628 incidents have been reported to Koalisi over the last year, illustrating 
the confidence of people in the work of Koalisi.
At times, Koalisi’s local posts take on an even more active role in the ongoing conflict. In April 2002, 
GAM released into the hands of PBHAM Aceh Timur nine students (eight girls and one boy) who had 
been detained for three months. This Post established through CSSP and Koalisi has been leading the 
process of liberating the abducted students who, according to GAM, were being used as spies by the 
military. PBHAM Aceh Timur is currently housing some of these students, since their parents are 
afraid repercussions from the military if they return home. Three of the female students were 
apparently raped, and the PBHAM has attended to numerous issues including: release negotiations, 
security, housing and feeding, and trauma counseling for the victims.
Koalisi's database of violations is generally regarded as the most credible source of human rights data 
for this area, and the organization is regularly approached for information from a range of local 
NGOs, embassies, journalists and international NGO’s. The valuable role played by Koalisi has 
further been acknowledged in November 2001 when Koalisi was awarded the Human Rights Watch 
award for “Human Rights Defenders”. 
The Koalisi members have also established themselves as a respected resource people in the field of 
human rights. To this end, Koalisi has been included in the delegation of 13 civil society 
representatives to prepare for the historical 2003 “all-inclusive dialogue” peace talks, mediated 
through the Swiss Henry Dunant Center.
The current list of 21 qanun (local regulation) under consideration by the DPRD does not include a 
single reference to human rights protection. To this end, Koalisi is lobbying the DPRD to include a 
regulation on compensation for human rights violation victims and their families. Koalisi has taken 
the lead in drafting this qanun which the government also supported.
Capacity building. Koalisi suffers from governance and management problems and increased co￾ordination would undoubtedly increase the potential impact of their activities. This has been 
acknowledged and steps have been put in place to deal with it. The recent evaluation commissioned 
by CSSP has proven particularly useful and has been used as a basis for management restructuring.
C4b. Grant with Walhi Aceh: Advocacy Program for Natural Resources Management in Aceh 
Grant objective. The objective of the grant it to assist Walhi in its program to empower local people 
to participate in responsible natural resource management. The grant focuses primarily on building 
capacity of both Walhi and its network partner organizations. It also sets out to mobilize local 
communities by building civic awareness around issues of environment and democratic participation.
36
Program impact. Walhi’s primary activity is the support and development of a range of local 
environmental networks comprising of local NGOs that have developed grassroots community based 
organizations. When this grant started in October 2000, they were working with a total of 25 partner 
organizations, while the CSSP funding was in support of work with 16 of these organizations 
operating within the grant focus area. Walhi’s role has been that of support, training and facilitating 
networking amongst the NGO’s representing diverse regions within the Aceh province. In three cases, 
Walhi was instrumental in the establishment of the organization.
The main indicator of increased capacity of Walhi Aceh network members is the development of a 
more sophisticated means of engagement with the state and corporate sector. Historically the 
expressions of discontentment had taken the form of confrontational politics. The skills gained 
through the capacity building initiatives of Walhi has directly influenced the outcome of a more 
nuanced constructive engagement around issues of protest and has in turn resulted in an a increased 
resolution in cases of conflict. 
Walhi Aceh’s most successful campaign to date has been a lobbying of government for a moratorium 
of unregulated logging in the national parks areas. A temporary moratorium was finally declared by 
the governor with the objective of creating a regulated logging environment. Walhi has been asked to 
input into the proposed regulation by the governor.
The organization and its partners are well known in the region and the data and other publications 
produced by the organization are deemed a credible information source. The activities of Walhi and 
its partners are regularly featured in the local and national media. Since the start of this grant, the 
project and its activities had featured 91 times by the print media alone. 
Walhi is further engaged in influencing and actively participating in legislative processes of the 
DPRD. They are currently working on the drafting and inputting into 9 laws. DPRD members 
acknowledge the role of Walhi and actively solicit their input on relevant legislative measures.
In cooperation with the local Syiahkuala University, Walhi has carried out the much needed research 
documenting the extent of environmental degradation in this region. The output of this activity has 
been a series of 3 research reports focusing on marine life, forestry and pollution respectively. The 
findings are being presented to a multi stakeholder audience in a range of 3 focused seminars of which 
one has already taken place.
Capacity building. Through a range of internal capacity building programs, Walhi has also 
strengthened its own institutional capacity and that of its partners. Partner organizations are now 
better placed to tackle local environmental problems.
Walhi is now in the process of developing a geographic information system (GIS) database for the 
specific use of mapping Aceh environmental problems. Once it is completed, this GIS will serve as a 
regional resource to other CSOs and stakeholders and may have income-generation potential.
D. Papua Province Impact Findings
D1. Provincial Context
The distinct cultural and linguistic diversity of Papua, along with its mountainous terrain, colonial 
history and controversial integration into Indonesia distinguish this province from the rest of 
Indonesia. During the New Order, Papuan traditions were suppressed, natural resources exploited and 
human and civil rights ignored. When conflicts arose between natives and immigrants – Indonesian 
and others – the response from government was often harsh. Most recently, the latent independence 
movement has gained momentum in the wake of Indonesia’s overall political transition. 
Indonesia’s move to a more democratic, decentralized system has been particularly difficult in Papua. 
Violent ethnic and religious conflicts emerged and government security repression continued as 
37
during the New Order. The Government’s recent decentralization initiative faces an extremely weak 
and discredited local Papuan government. The long marginalized Papuan majority seek a return to 
traditional adat law and institutions, but after decades of inactivity, they are weak and ill-equipped to 
the challenges of the modern world. 
Many new CSOs have emerged to address these challenges. However, most suffer from Papua’s weak 
human resources capital, and they lack the basic skills in programming, advocacy and management 
they need to carry out their mission. Many of these organizations seek to support traditional Papuan 
‘adat’ institutions, advocate for human and civil rights and represent community interests in the 
exploitation of the province’s resources.
It is in this context that the CSSP Papua program operates. CSSP’s goal in Papua is to engage 
marginalized communities in peaceful political and social processes. To achieve this goal, CSSP 
provides assistance under three specific objective areas:
ß Improve local capacity to address existing and future sources of conflict in local communities.
ß Protect the human and civil rights of local residents and clarify the legal basis for those rights, 
including under adat laws.
ß Enhance local governance through strengthening representative local institutions and promoting 
citizen participation in the political process.
D2. CSSP Activities in Papua
Following an initial series of information gathering and program discussion trips in 2000, the first 
CSSP-funded assistance in Papua took place in February 2001. Soon thereafter, the first grant in the 
province was awarded in April 2001.
Four CSSP grant programs are now being implemented in Papua, and a fifth was recently completed:
ß Campaign on the Value of Religion and Equality to Create a Peaceful Multi-ethnic Society, by
Forum Kerjasama LSM Papua (Foker LSM). Completed May 2002.
ß People’s Advocacy to Reduce Human Rights Violations in Papua, with Aliansi Demokrasi 
untuk Papua (AlDP). To be completed in October 2002.
ß Democratic Empowerment of the Citizens of Fakfak, by Lembaga Pemberdayaan Ekonomi 
Rakyat (Elpera). To be completed in January 2003.
ß Creating a Network of Adat Institutions to Resolve and Prevent Social Conflicts, by Lembaga 
Pengkajian dan Pemberdayaan Masyarakat Adat (LPPMA). To be completed in November, 
2002.
ß Legal and Human Rights Education for Adat Communities, by Yayasan Sosial Bina Mandiri 
Utama (Yabimu). To be completed in September 2002. 
In addition to these grant programs, CSSP provides technical and organizational development 
assistance to Papuan civil society through its Capacity Building unit (PO 2) and Special Activities 
Fund. On several occasions, CSOs receiving this assistance have been CSSP grantees. In others, these 
interventions have been used to identify potential grantees for longer-term assistance. Sample non￾grant activities in Papua have included:
ß Capacity building for human rights CSOs. A two-week organizational assessment and 
strategic planning course in Sept-Oct 2001 for 8 prominent Papuan CSOs active in supporting 
38
human rights across the province. This initial activity was followed in April 2002 by training of 
trainers from CSO staff in conflict resolution methodologies. 
ß Training and network strengthening for regional peace building CSOs. A series of short￾term activities to support the Office of Justice and Peace (SKP) in the Papua Diocese to address 
political education, rights information, context placing for adat communities in Papua’s vast 
interior – the pedalaman. CSSP-supported programs began in September 2001 and have 
continued regularly since then.
ß Conflict reduction and peace building training for adat groups in Manokwari. In July 
2001, CSSP worked with legal rights CSO LP3BH to bring together a large contingent of adat 
and community leaders from Manokwari and other kabupatens to be trained in conflict 
management, building inter-community networks and peaceful advocacy for adat rights.
ß Organizational assessment and strategic planning with Yayasan Hamak. CSSP facilitated 
an organizational self assessment in July 2001 for this new human rights and anti-violence CSO 
led by Mama Yosepha Alomang, the internationally known community rights leader in Timika.
D3. Overall Papua Program Impacts
Over a period of just 18 months, CSSP has significantly strengthened civil society in Papua and has 
made progress toward achieving its three program objectives for the province. Impacts can be grouped 
into four general areas:
ß Improved environment for democracy and sound governance
ß Greater role for CSOs in resolving conflicts and influencing the political agenda
ß Increased capacity among an influential group of Papuan CSOs
ß Expanded information and opportunities for marginalized communities at the local level
Each of these CSSP impact areas for Papua is presented briefly below, and details of individual CSSP 
activities are provided in subsection D4.
D3a. Improved Environment for Democracy and Sound Governance
Over the past 18 months, a broad effort has been made by democratic activists and reformists in 
Papua to improve the environment for democratic practices and sound governance, often with 
assistance from USAID and other donors. CSSP has made a significant contribution to these efforts, 
which thus far have helped bring about the following conditions: 
ß Papua is more stable now than it was two years ago; there is less conflict.
ß Politically, there is less polarization and more space for dialogue and accommodation. 
ß Papua has been designated as a special autonomous province. 
ß Adat law is being recognized as a legitimate structure for village or kampung governance.
ß New adat institutions are being formed to represent traditionally marginalized communities at 
various levels of society and government.
CSSP’s role in helping create this improved environment for democracy and sound governance 
includes the following activities:
ß Public service campaigns with Foker LSM regarding tolerance and good governance.
ß Civil society-local government collaboration in Fakfak via Elpera.
ß Human rights conflict mapping and awareness in five kabupatens with AlDP.
ß Strengthening adat institutions in four kabupatens with LPPMA and Yabimu.
ß Training and development of peace building messages with SKP.
ß Organizational development of Yayasan Hamak in Timika.
39
D3b. Greater Role for CSOs in Resolving Conflicts and Influencing the Political Agenda
With increased activity by civil society have come increased CSO profiles and credibility with outside 
parties, including government and the private sector. Evidence of this is witnessed by the fact that 
Papuan CSOs are:
ß More engaged in the public arena at provincial and local levels.
ß Called upon to help provincial authorities form new adat institutions.
ß Recognized in raising and addressing past human and civil rights abuses.
ß Relied on to help resolve specific conflicts peacefully.
ß Engaged in making decentralization work in the Papuan context.
ß Becoming increasingly involved in setting the terms by which private resource extraction 
companies operate in Papua.
CSSP has contributed to increased space and voice for Papuan civil society through the following 
activities:
ß Association with, and assistance to the majority of influential CSOs that address human rights, 
conflict resolution, adat institution strengthening and local governance in Papua.
ß Support of research and advocacy campaigns focused on human and civil rights, conflict 
resolution, adat community empowerment and local governance.
ß Support for Foker LSM public service campaigns that have resulted in greater use of radio and 
TV programming for airing human rights and conflict issues, and more generally for raising 
important public policy issues. 
ß Implementation of CSO-Pemda programs in Fakfak to initiate collaborative development 
planning, via Elpera.
ß Advising a coalition of CSOs in how to address large-scale resource extraction planned for the 
Tangguh region in Bintuni Bay.
D3c. Increased Capacities among an Influential Group of Papuan CSOs
The core group of influential CSOs in Papua – in Jayapura and around the province – is becoming 
more capable of carrying out their civil society role. This can be seen among CSSP’s partners by their 
demonstrating:
ß Clearer articulation of public policy issues and solutions
ß Greater ability to develop sound civil society programs
ß Greater ability to manage such programs financially
ß Greater ability to implement such programs
CSSP has contributed to this strengthened group of CSOs through:
ß Capacity building and conflict reduction and peace building training to all of the major human 
and legal rights CSOs in Papua.
ß Strengthening the provincial networks of several leading CSOs, including SKP, Foker LSM, 
LPPMA, LBH and Yasanto.
ß Hands-on mentoring of CSO staffs in program and financial management.
D3d. Expanded Information and Opportunities for Marginalized Papuan Communities
With the opening of political space in Indonesia in 1998 have come opportunities for adat and interior 
communities in Papua once again to express their beliefs, customs and laws. Much of this expression 
has been through attempts to rebuild lembaga masyarakat adat (adat community institutions, or 
40
LMAs). Others entail educating community members about adat laws, demanding recognition of 
rights from government and engaging with the broad array of external political and social institutions.
CSSP has expanded these new opportunities at various levels of society through the following 
interventions:
ß Use of conflict mediation techniques to resolve violence between two Papuan tribes in Timika.
ß Establishment and functioning of five adat councils in Kabupaten Jayapura.
ß Establishment and functioning of an adat community alliance in Kabupaten Nabire.
ß Creating a network of conflict mediators in the Baliem Valley, Kab. Jayawijaya.
ß Creating a network in Kabupaten Fakfak used for bottom-up planning.
ß Intervention by AlDP to help resolve specific human rights-related conflicts in three locations 
where they have carried out their mapping research.
ß Completion of an assessment of adat communities and their opportunities for developing 
bottom-up representative institutions to protect local rights and customs.
D4. Detailed Impacts of CSSP Grants and Other Assistance
A detailed discussion of the impacts of the most significant grant, SAF and capacity building 
activities in Papua follows. It offers specific evidence of CSSP’s contribution to the overall impacts 
described above.
D4a. Grant with AlDP: People’s Advocacy to Reduce Human Rights Violations in Papua
Grant Objectives: The grant objectives, awarded to AlDP in February 2001, are to:
ß Map human rights violations and associated conflicts in five kabupatens from 1995-2001.
ß Disseminate and discuss the results publicly, with a focus on how to move forward to educate 
the public, government and security forces about human rights and prevent future violations.
ß Train impacted communities in the five kabupatens in how to identify, deal with and advocate 
on human rights violations and prevent future violations.
ß Conduct an intensive human rights awareness and advocacy in one kabupaten that has suffered 
from recent conflicts.
Program impact. The grant is 50% completed. AlDP has mapped human rights violations and 
associated conflict in five regions and identified 74 specific cases. In most cases, these were known to 
local and provincial activists. However, in some cases they were either relatively new or unreported, 
and the AlDP research was the first opportunity to bring these rights-related conflicts to light. For 
example, a series of attacks in Kimaam in Merauke by security forces following protests by fisherfolk 
communities against illegal fishing fleets from other countries operating in their waters. 
For all of the 74 identified cases, AlDP provided unprecedented statistical information and analysis of 
the locations, motives, methods, victims and perpetrators of the human rights violations and conflicts 
involved. As the report was being finalized for formal publication, AlDP held a one-day seminar to 
present their findings and begin the process of awareness and advocacy about the cases they
researched. Participants in this seminar – held just a few weeks ago – included leaders from impacted 
communities, human rights CSOs and representatives from government, police, military and most 
major local media organizations. 
The seminar and mapping report were widely reported by Papuan and national newspapers (e.g., 
Kompas), radio and television. Local CSOs commented on the importance of this research and its 
dissemination. The week after the seminar, the Deputy Governor of Papua, Constan Karma, officially 
41
cited the results and data from AlDP’s research as driving forces behind the establishment of a human 
rights court and local human rights commission in Papua – as called for by the recently enacted 
Special Autonomy Law for the province.
AlDP’s final report will be widely disseminated, including to the local governments and the media. 
This will be followed by the training and education in five conflicted areas, and an intensive human 
rights awareness and advocacy campaign in one location. The training and education activities will 
draw on the real-life case studies researched, to ensure their relevance to local communities.
Aside from raising awareness about human rights violations in Papua, AlDP has already intervened in 
three cases, as follows: 
ß Following the exposition of the Kimaam case in Merauke, AlDP has been asked by village 
residents to take up their case with local government, judicial and police authorities. AlDP is 
currently liaising with Pemda and local CSOs in Merauke (including LBH and SKP) to address 
the needs of these fishing communities. 
In another notable development from Merauke, the district police command (Polres) has 
cooperated extensively with the AlDP team and is now providing additional detailed 
information from its records regarding many of the conflicts identified by the mapping team in 
that kabupaten.
ß In the central mountain kecamatan of Bokondini, Kab. Jayawijaya, AlDP intervened on behalf 
of a community they were interviewing for their research. Village members wanted to lower the 
Bintang Kejora independence flag from their public square due to fears that its presence would 
serve as a flashpoint for violence between security forces and OPM/TPN independence 
fighters. Such conflicts had occurred frequently in the region with extensive loss of life. AlDP 
agreed to serve as a liaison and mediator and raised the issue with the pro-independence 
Presidium leadership in Jayapura. As a result of AlDP’s efforts, the Presidium issued a letter to 
the village leadership and local Panel saying the flag could be lowered without reprisal.
AlDP’s program promises to show further impact in the months ahead. The awareness and education 
training materials have already been prepared and coupled with relating the theory with the actual 
conditions in the selected regions, it promises to improve capabilities and skills of local people in 
areas of conflict. 
Capacity building. CSSP has played a significant role in raising the profile and capabilities of this 
CSO, which is just two years old and staffed by former student activists with little firsthand 
experience running an NGO. AlDP credits CSSP with significantly improving its credibility with the 
local government and within the CSO community. Financial management systems were non-existent 
before CSSP support. In addition, CSSP advice helped develop AlDP’s human rights profiling and 
mapping skills – an integral part of its grant program.
D4b. Grant with Foker LSM: Campaign on the Value of Religion and Equality to Create a
Peaceful Multi-Ethnic Society
Grant objectives: The objectives of this grant, which ran from June 2001 to May 2002, were to:
ß Nurture an understanding that civilized, democratic life in Papua can only be achieved through 
the principles of peace, justice and human rights.
ß Encourage behavior among community leaders, government and security forces that values 
religion and human equality in the building of democracy and a multiethnic society.
42
ß Reduce the incidences of violence and other actions against human equality that use the 
symbols of religion and ethnic identity.
Program impact. The impacts of this recently completed grant are broad and substantial. Foker 
mounted public service campaigns against violence and for acceptance of a multi-ethnic, and multi￾religious society. Two general mechanisms were used to raise awareness: 1) public service 
announcements and awareness materials; and 2) interactive dialogues on radio and television. Primary 
activities took place in four kabupatens and one kotamadya: Jayapura, Manokwari, Merauke and 
Sorong. However, the reach and impact of the program went far beyond these four districts alone.
For the awareness materials, PSAs were placed in print and electronic media in Jayapura and Sorong, 
and brochures, leaflets and stickers were distributed in all four program kabupatens. In addition, T￾shirts with printed messages of peace were handed out, in some cases using local languages of the 
kabupaten involved. Banners were also hung at strategic locations and events. Indicators of impact for 
this portion of the program included:
ß The police in Jayapura have subsequently used banners as part of their public order campaigns. 
For example, one banner recently hung by Polres Jayapura across the main road downtown 
stated: “Let’s Make Papua a Zone of Peace” – practically a verbatim repetition of the core 
Foker slogan of “Papua Zona Damai” (Papua Peace Zone).
ß One of the largest church-based mass organizations in Papua, Gereja Kristen Injili (GKI), has 
officially adopted this same peace slogan (Papua Zona Damai) for its own campaign, following 
the success of Foker’s messages across the province. GKI’s messages are being disseminated 
through the sermons given by pastors in congregations across the province.
ß The Adat Community Alliance in Papua (AMAN) asked Foker to order more T-shirts with 
peace messages and said they were willing to pay for their production, noting that the messages 
contained “powerful spirit” to help reduce tensions.
For the public dialogue portion of their program, Foker initiated regular open discussions on the 
positive value of religion in building a civilized society. They ran broadcasts of these interactive 
dialogues on public radio, involving traditional adat leaders, academics, government, community 
organizations, activists, political parties and others. These dialogues were conducted once a month for 
12 months, with Papuans calling in to voice their opinions. For most participants in nearly all 
kabupatens it was the first time they had the opportunity to express their ideas, concerns, fears and 
even anger in a forum that included representatives of the state. 
Foker also organized interactive dialogue on public television about methods of resolving conflicts in 
Papua, with military, police, religious, and community leaders, along with the press. Overall, these 
dialogues were considered highly successful. Indicators of impact include:
ß In Sorong, during the months of the Foker program, religious and ethnic-based violence in and 
around the main city markets decreased significantly. During this same period, however, 
normal criminal activity remained constant, suggesting that the Foker messages of ethnic 
tolerance were having an impact.
ß Representatives from a newly forming inter-religious forum in Papua have been meeting at 
Foker to solicit advice on how to create their own public forum to discuss peaceful relations 
among Papua’s Catholic, Christian and Muslim populations.
ß Both the police and local government in Jayapura have begun to use radio dialogues to 
publicize their programs, having recognized the usefulness of this media as an educational tool.
43
ß Local government participation in dialogues increased steadily as the program was 
implemented. In the end, governments from all kabupatens recognized the value of 
participating in these and other, future public dialogues. The Manokwari government paid for 
two of its staff to fly to and attend the final Foker program workshop in Jayapura in May 2002. 
ß During the first two months of the Foker program, local Panels (pro-independence branch 
organizations of the Presidium) in Manokwari, Sorong and Merauke did not take part in these 
dialogues. However, once the messages started spreading and gaining recognition among 
Papuans, Panel members from each of these kabupaten took part in nearly all the dialogues 
over the remainder of the program.
ß Following violent incidences in Wasior, Kab. Manokwari, this past year, there was a difficult 
situation developing among refugees from this conflict area. Many callers phoned into the radio 
dialogue from both Wasior and the capital Manokwari, and immediately thereafter, the 
situation was reported to have cooled down significantly – particularly in areas of Manokwari 
city that had received thousands of incoming refugees from Wasior.
Of all CSSP activities in Papua to date, this grant has had the broadest and most immediate impact. 
Radio PSAs reached to nearly every kabupaten and kotamadya in the province, with only the interior 
regions of these districts remaining untouched. The Impact Assessment team met with the provincial 
Provincial Chief of Police for Papua (Kapolda) to discuss the Foker program. He praised it highly and 
requested that CSSP continue such assistance. He credits it, along with other measures, as reducing 
the level of violence in Papua over the past couple of years. The Foker grant itself, provided a public 
space in which local government and police could interact with the public in a neutral setting.
In fact, one very important and indirect result of this grant program is that the standing of Foker LSM 
– and of civil society organizations in general – has increased significantly vis-à-vis dealing with the 
government. The provincial government now regularly asks for its advice on issues relating to 
peaceful coexistence. For example, Foker has recently been asked to provide specific suggestions of 
how members should be selected to serve in the newly created MRP (Majelis Rakyat Papua, or 
Papuan People’s Assembly) which is empowered to represent adat, women and community within 
Papuan provincial governance. Foker staff unanimously stated that their positive collaboration with 
government had “opened the door” for advocacy and lobbying with government on a range of issues 
dealing with rights and good governance. 
Capacity building. Foker is a well-established CSO in Papua, receiving funds from a number of 
sources, not just CSSP. Yet CSSP has made a unique contribution to strengthening this NGO forum. 
Before the grant, Foker had little experience with media campaigns against violence and for peace. It 
is now viewed as the source of expertise in the province on this subject. Financial management was 
also improved as a result of CSSP support. Foker reported to the Impact Team that the financial 
software provided by CSSP is excellent, and a major improvement from the manual systems it uses 
for activities financed from other sources.
D4c. Grant with Elpera: Democratic Empowerment of the Citizens of Fakfak
Grant Objectives: The objectives of this grant, awarded in October, 2001, are to:
ß Support participatory decentralization through the reduction and prevention of new conflict in 
crisis areas.
ß Provide support for upholding civil and human rights in Kabupaten Fakfak by enabling Elpera 
to set up a structure of monitoring, reporting and education programs about participatory 
decentralization, human rights, and newly drafted legislation.
44
Program impact. This grant is scheduled to end in January 2003 and is only 9 months into a 16-
month program. Yet, there are a number of program impacts that can be recorded at this time.
Essentially, the basis for improved bottom up planning has been established for 30 villages within 8 
kecamatan (subdistricts) in Kab. Fakfak. In addition, a model of effective, open cooperation between 
civil society and local government is being implemented. Detailed impacts include:
ß Fifteen community development facilitators have been trained as trainers and in community
organization and participatory rapid appraisal techniques. These facilitators have subsequently 
trained 34 local facilitators in development program planning to serve the 30 target villages. 
ß These facilitators, who are also village residents, are active carrying out a number of new roles 
in these villages: holding village meetings to identify problems and solutions; analyzing 
available natural and monetary resources; and now beginning to develop action plans for 
improving the welfare in the 30 villages.
ß A natural resource database has been developed, installed and linked around the program area. 
Data is being compiled by Elpera and community facilitators and is being shared with residents 
to help them sell goods in the market more profitably. 
ß Through its CSSP grant program, Elpera has crafted a new relationship between communities 
and civil servants, particularly in the area of development planning. In one instance, village￾level plans facilitated in the community by Elpera organizers were formally adopted by the 
local Bappeda office and subsequently formed the basis of decisions regarding local fishing 
regulations and sharing of economic data with farmers and fisherfolk. Following this success, 
Elpera has been invited by the local government to facilitate a joint strategic planning session 
for the government together with local NGOs in Fakfak. Departments that will take part in this 
planning include: the Regional Development Planning Board, Village Development 
Directorate, Industry Department, and the Fakfak local parliament.
ß The Kabupaten government is eagerly receiving the natural resource and economic data being 
collected to use for its development planning of the kecamatans in question. In fact, there are 
regular requests from Pemda for new data, and government departments are coordinating with 
Elpera to gather and use this information. 
Capacity building. Elpera is a well-established CSO that had reasonably solid management and 
accounting systems in place before its grant with CSSP. To be certain, financial management and 
reporting has improved as a result of CSSP training and regular follow-up by CSSP financial 
management specialists and grant bookkeepers. However, the most significant capacity that CSSP has 
developed in Elpera has been in database design, management and maintenance. These skills were 
developed for Elpera’s staff from scratch through a series of apprenticeship, training and hands-on 
mentoring in the field. As a result, Elpera staff have been comfortably operating and expanding their 
natural resource database in Fakfak and sharing data with villagers and government alike. 
D4d. Grant with LPPMA: Creating a Network of Adat Institutions to Resolve and Prevent
Social Conflicts
Grant objectives: The objective of this grant, awarded in August, 2001, is to create and strengthen a 
network of regional adat councils (Dewan Persekutuan Masyarakat Adat, DPMA) in Kabupaten 
Jayapura that can help resolve social conflicts and take on a civil society role on behalf of their adat 
community constituents.
Program impact. The program is two-thirds completed. Five adat councils have been established and 
strengthened with the support of LPPMA, a CSO dedicated to empowering adat institutions and law 
45
in Papua. The five adat institutions being assisted by LPPMA are: DPMA Arso, DPMA Kemtuk, 
DPMA Namblong, LMA Sentani, and DPMA Deponsero Utara.
Four of the DPMAs are functioning well, while one is experiencing structural problems due to 
internal conflicts. Council structures, staff configurations and offices have been established with 
LPPMA guidance. In addition, training has been provided to the DPMA leadership and each 
functioning council is already addressing conflicts and preventing new ones from arising. 
Another important impact is the recognition these DPMAs have received from their constituents as 
well as from local government, police and other external institutions including donor. In a meeting 
with the leadership of these five adat councils, the Impact Assessment team learned that specific cases 
concerning the following issues have been resolved by one or more of the DPMAs:
ß Land disputes within and between tribes (marga or sub-suku)
ß Land conflicts between adat tribes and neighboring commercial enterprises, such as plantations
ß Resource and land management issues between communities and local government
ß Labor and marital disputes
Each DPMA council represents several thousand members of local tribes in Kabupaten Jayapura, so 
approximately 12,000-16,000 marginalized Papuans are being given an ability to resolve conflict 
through traditional means. Some specific impacts are as follows:
ß DPMA Arso, along the border with Papua New Guinea, is now providing an open negotiating 
space for non-Papuan residents in its region. Recently, the Council helped resolve a dispute 
between the local coconut palm plantation management and its workers, most of whom are 
orang pendatang – migrants from other parts of Indonesia. This is significant given the 
historical tensions between local adat communities (indigenous Papuans) and such in-migrants.
ß Local government and police in Jayapura now recognize the authority of DPMAs – and the 
lembaga adat operating below them at the kampung level – to resolve local issues and disputes 
according to adat law, including criminal matters in some cases. Most significantly, in 
Namblong, the district court officially deferred its judgment on a land rights case to the DPMA 
so that the Council could make the ruling according to local adat law. The DPMA’s decision 
was than adopted officially by the court.
ß Kehati, the Indonesia Biodiversity Foundation established by USAID many years ago, has been 
assisting DPMAs in Jayapura via a program managed by LPPMA. Recently, Kehati decided to 
the management and administration of its programs to DPMAs directly, due to the council’s 
established structure and improved management systems.
Capacity building. While LPPMA has significant experience carrying out donor-funded programs, 
the CSO had not dealt with such strict financial controls before working with CSSP. Over the first 
half of its grant, financial reporting and accounting has improved significantly. Similarly, the semi￾annual performance reports submitted by LPPMA program staff have been increasingly informative.
D4e. Capacity Building for Human Rights CSOs
In October 2001, CSSP organized a collective organizational self-assessment and planning session for 
the eight most important human rights CSOs in Papua. Each of these organizations carries out 
programs around the province – in many cases through local branches. These CSOs are:
ß AlDP, a new ex-student based human rights and legal aid CSO
ß Elsham, a leading human rights advocacy and investigation CSO, with posts around Papua
ß Foker LSM, the leading NGO forum in Papua, with 50 member organizations
ß Kontras Papua, the Papua branch of the national victims and missing persons CSO
46
ß LP3AP, a relatively new CSO focused on the rights of women and children
ß Pusat HAM, the Human Rights Study Center at the local Cenderawasih University
ß SKP Jayapura, Office of Justice and Peace in the Papua Diocese, with branches around Papua
ß LBH Jayapura, the Papua branch of the national legal aid CSO, with posts around Papua.
This two-week training program offered an opportunity for participating CSOs to learn about their 
strengths and weaknesses, and draw up action plans for meeting priority needs. Stress was placed on 
networking, identification of overlapping programs and comparative advantages of each CSO, and 
drawing on internal expertise to help meet future capacity needs. 
There were two primary impacts from this assistance. First, the participant CSOs have increased 
somewhat their inter-coordination of human rights-related programs. At the same time, each CSO 
admits they could – and would like to – do more in this respect. Second, responsibilities for 
identifying follow-up trainings, planning sessions or other organizational coordination were divided 
among the groups, based on the priority organizational needs identified during the assessment. The 
first such activity was a training of trainers in conflict resolution, which was presented to CSSP by the 
CSOs early the following year (see below).
47
D4f. Conflict Resolution Training of Trainers for Human Rights CSOs
Using the results of the assessment completed the previous year (see above), the eight human rights 
CSOs drew up an action plan for meeting their priority capacity needs. One priority activity was 
conflict resolution training of trainers for key program and field staff of these organizations.
The purpose of this training, carried out by CSSP in April 2002, was to raise the capacity of human 
rights CSOs and their staffs in Papua to recognize, deal with and where possible prevent conflicts 
among their constituent communities. In addition, it was hoped that those undergoing this training 
will be able to pass on their expertise to other CSO personnel and community leaders.
By all reports, this was an exceptional training program, and the participants highly valued the 
methodologies and materials provided. The Impact Assessment team found several instances where 
new skills were already being used constructively, just two months after the training was provided. 
For example:
ß In June 2002, an incident took place in Timika in which a man from the Amungme ethnic 
group was killed by an individual from the Biak ethnic group. Tensions rose considerably 
immediately thereafter and there were concerns for horizontal conflict between these two suku 
and others in the area. To help defuse this situation, two trainees from CSSP’s conflict training 
– Albert Bolang from LBH’s Timika office and Budi Setyanto from Foker LSM – convened a 
community meeting between the two suku and used the processes from the CSSP training guide 
to carry out a peaceful dialogue that significantly reduced tensions among Timika residents. 
D4g. Training and Network Strengthening for SKP
The Office of Justice and Peace of the Papua Diocese (Sekretariat Keadilan dan Perdamaian, SKP) 
has availed itself of CSSP support in a number of relatively small, but high impact activities 
beginning in the spring of 2001. This small CSO has branches in Jayapura, Sorong, Merauke and 
Agats, as well as a more informal network of local community churches in the central mountain 
regions of Jayawijaya and Puncak Jaya. It is one of the only CSOs carrying out political education, 
rights awareness and community empowerment among interior mountain communities in Papua. SKP 
is also recognized by local and international groups as one of the main peace building organizations in 
Papua, and the CSO has taken the lead in bringing together a coalition of Catholic, Christian and 
Muslim organizations to advocate for demilitarization and reduced conflict in the province. 
The impacts of activities undertaken by CSSP on behalf of SKP have included:
ß CSSP teamed with the International Catholic Migration Commission to provide training of 
trainers for SKP staff and church leaders from around the province. The training dealt with how 
to deal with communities traumatized by conflict and rights violations. The main outcome of 
this effort was a core of new trainers that have since used their skills in target pedalaman 
communities around the province (see below). 
ß CSSP supported the initial rollout effort by three of SKP’s new trainees for a trauma counseling 
workshop for 20 leaders of community, religious and adat groups in the Baliem Valley, Kab. 
Jayawijaya. This kabupaten had suffered from sectarian violence with dozens of in-migrants 
killed in October 2000 following clashes between ethnic Papuan residents and Indonesian 
security forces. 
The Wamena training had some important outcomes. First, an organization was established 
among adat and church leaders across the region to serve as SKP’s local branch affiliate and to 
act as a civil society representative for constituent communities. This organization – the Badan 
Musyawarah Paroki, or BMP – has been very active and is for the first time helping isolated 
kampungs interact to share ideas, experiences and address the frequent violence in their midst. 
48
Second, BMP members in half of the congregations spread across the Baliem Valley have held 
village meetings to talk clearly about basic rights, community needs and the political realities in 
the province. As a result, numerous village residents – primarily men – have returned from the 
“independence struggle” to work again in their gardens and provide food for their families.
ß CSSP supported the apprenticeship of two SKP branch office staff from Agats (Merauke) and 
Sorong, to spend one month in the SKP Jayapura headquarters learning about program 
development, implementation and management, and to gain firsthand experience with the 
organization’s peace building efforts. Following the return of these staff to their home offices, 
programs in the Agats branch have been expanded and significantly improved.
D4h. Assessment and Strategic Planning with Yayasan Hamak
This new CSO is led by Mama Yosepha Alomang, a internationally recognized human and 
environmental rights leader in Timika. In July 2001, a three-person CSSP team facilitated an 
organizational self-assessment of Hamak, which focuses on human rights and anti-violence in 
Kabupaten Mimika and elsewhere in Papua. While Mama Yosepha has been active in fighting for 
land and environmental rights for many years, Hamak is new and undergoing significant growing 
pains in terms of its structure, program planning and financial management.
Present at this training were the core staff of Hamak as well as with outside formal and informal 
advisors from Timika and Jayapura, many of whom are community and women’s group leaders 
themselves. Much was gained in terms of explaining the organization to its staff and constituents. 
Numerous recommendations were agreed to, such as restructuring the Board of Directors, instituting 
procedures for considering and planning programs, developing financial management systems, and 
focusing scarce resources on priority program areas. It is unclear how many recommendations have 
been actually implemented, and thus program impact to date is uncertain.
E. Other Focus Province Grant Impact Findings 
The CSSP program also has regional concentration in the Provinces of East Kalimantan, North 
Sulawesi and West Java. However, only one grant is either completed or almost completed in each of 
these provinces. Thus there is not yet as much impact as found in Papua, East Java and Aceh.
E1. East Kalimantan Program Impact Findings
Several grant programs are under development in East Kalimantan, and there have been CSSP efforts 
in capacity building and advocacy development, described elsewhere in this Assessment. Below is a 
discussion of impacts from the one grant now being implemented. 
E1a. Grant with Leksip: Dialogue, Networking and Worker’s Education in East Kalimantan 
Background. East Kalimantan is one of Indonesia’s largest resource-rich provinces with vast logging, 
mining and plantation operations – all of which have major manpower requirements. Workers have 
migrated from all over Indonesia, and labor issues play a major role in the social stability and 
economic prospects of the province given foreign investor sensitivities to labor unrest. 
Grant objective. The objective of this grant, awarded in April 2001, is to strengthen the Lembaga 
Konsultasi Perburuhan (Leksip) to be a more efficiently run and transparent organization; influence 
the content of laws and local by-laws and ordinances on workers’ rights; and inform workers about 
their work-related rights and obligations.
Program impact. Under its CSSP program, Leksip has conducted intensive education campaigns 
about labor rights. The impact has been the formation of 11 labor unions in Samarinda, Kutai Barat, 
49
Kutai Timur and Pasir. Three are associated with mining, three with palm oil plantations, three with 
the wood industry, and the remaining two in Samarinda’s retail and taxi enterprises.
Beyond educating workers about their rights, Leksip has delivered training on organizational 
management, political education on specific manpower issues, and techniques for advocacy and 
negotiation. The first two training programs have been more successful than training in advocacy and 
negotiation since union leaders in East Kalimantan prefer to use their traditional ways of negotiation.
Leksip also facilitates networking events that permit labor unions to gather with other civil society
groups. This has helped raise the awareness about labor rights among non-labor CSOs. Likewise, 
networking events have given labor leaders an opportunity to broaden their perspectives regarding 
development problems. One union member confirmed that these events give him more space to share 
problems and explore solutions.
Leksip campaigns have impacted on the willingness of companies to give greater participation to 
unions. One labor leader stated that he can now attend labor events without cutting wages and others 
report that they are more involved in company decision making. According to labor leaders, Leksip 
often mediates when unions and companies cannot find enough common ground, and is able to 
resolve 70% of the issues where there is labor-management disagreement, thus avoiding strikes. 
Before the grant ends in November 2002, Leksip will facilitate meetings among unions, local 
government, and investors to discuss actions to address other labor problems.
Capacity building. Leksip has a dominant director who is less concerned about CSO management. 
However, staff capacity has improved, particularly in advocacy and financial management. While 
receiving support from both the Ford Foundation and CSSP, there have been no problems in 
accounting for funding from these two donors.
E2. North Sulawesi Program Impact Findings
One grant program has been completed in North Sulawesi, while several others are currently in 
development. In addition, this province has been the location of several CSSP facilitator training 
interventions using the Technologies of Participation approach. Below are the details of the one 
completed grant program in this province.
E2a. Grant with Yayasan Dian Sulawesi: Community Strengthening for Conflict avoidance
Background. In North Sulawesi as elsewhere in Indonesia, social disputes and conflicts suppressed 
during the New Order are now getting freer expression. Disputes arising as a result of ethnic and 
religious differences, the after-effects of transmigration, and disagreements over civil and land rights 
are simmering in a number of locations.
These social tensions are aggravated by a perception that the selection and recruitment of local 
government officials are biased on ethnic and religious grounds. At the village level, an additional 
source of tension is the official farmers’ credit scheme, which is perceived as selectively benefiting 
friends and family members of government officials. 
Grant objectives. Yayasan Dian Sulawesi (YDS) aims to reduce conflict and restore lasting peace 
and stability in the high-risk areas of North Sulawesi. The project aims to empower villagers and 
encourage them to form village-level organizations so that they are better able to understand and 
uphold their democratic rights, and promote peaceful solutions to potentially disruptive local 
problems. 
Through building understanding among the people of local communities, and where possible 
increasing the competence of local CSOs, it is YDS’ intention to secure the creation of a network of 
50
trained CSO social pressure groups that can contribute to resolving existing social conflicts and 
prevent new ones from arising. By promoting an understanding of democracy, pluralism and human 
rights, YDS sets out to introduce new approaches and policies favorable to peace and stability, 
including policies enacted by local parliaments.
Program impact. This grant was completed in February 2002 and had the following impacts:
YDS conducted 332 regular discussion groups, a training of trainers for 15 field workers, human right 
training for 30 participants, human right seminar attended by 90 participants, paralegal training for 
local community organizers in four districts, and conflict resolution training for YDS staff. As part of 
the awareness building campaign, YDS also published 8 editions of their newsletter, Lentera Desa, 
and hosted 10 episodes of a radio talk show.
The result has been a general increase in human rights awareness resulting directly from the YDS￾facilitated training and seminars. After the training, a human rights alliance was formed by the 
training participants. In this manner, the training served the purpose of both the transfer of tangible 
skills, and the facilitating of networking between different civil society partners. Moreover, the 
alliance has taken the lead on advocating on a land boundary dispute case, which has subsequently 
been brought to the provincial parliament.
This empowerment has also taken place at community level where there is evidence of increased 
courage and confidence in asserting rights. In some instances, people are now in a apposition where 
they are able to directly approach local government institutions without the direct assistance of YDS 
staff. 
Capacity building. Staff of YDS have attended several CSSP capacity building programs including: 
journalist training, conflict resolution training, financial management workshop, PACSA (advocacy 
self-assessment), strategic planning and fundraising training. Following these trainings and the 
experience of implementing their grant, all staff are confident to serve as resource persons and 
facilitators. In addition, YDS’ finance staff uses their newfound expertise to provide financial 
management assistance and training to local credit-saving unions in and around Manado. 
E3. West Java Program Impact Findings
E3a. Grant with Dutha Tani: Empowering Farmers in Karawang, West Java
Background. Karawang district is one of Jakarta’s satellite regions. As such, it is directly affected by 
Jakarta’s development. Creation of new housing areas as well as city infrastructure and industrial 
estate development are among the factors that have reduced productive farming lands in Karawang. 
At the same time, Karawang is a long-established rice-stock center and the main rice supplier to the 
capital.
Grant objective. The objective Dutha Tani’s program under CSSP is to have an acknowledgeable 
farmer organization. At the same time the activities that organized is aimed to develop a critical 
awareness among the member farmers, both individually and collectively.
Program impact. Dutha Tani is working in 307 villages. In 120 of these, the CSO has enabled 
farmers to form farmers’ working groups. It has conducted 3 major training of trainer programs in 
civic education for community organizers from these 120 villages. These community organizers have 
undertaken training programs in civic education in each of the 120 villages. Dutha Tani has also 
conducted a workshop in capacity-building for 120 people, one from each of the 120 farmers’ 
working groups.
Two surveys, one before and one after these preliminary training sessions and workshop, showed an 
increased awareness among farmers of the value of having a well-organized institution able to convey 
51
their needs to local governments, meaning both executive and legislature. Previously, farmers had 
been unaware of the fact that New Order organizations ostensibly representing them did not, in fact, 
consult them or attempt to reflect their true interests and concerns. With the development of their own 
organization they definitely believe that their needs will be conveyed to the right and appropriate 
department or party.
Of the 120 villages with farmers’ working groups, Dutha Tani has enabled 35 of them to develop their 
own programs of dialogues with local government on financial and development concerns. They often 
structure collaborative activities among informal networks of working groups.
Some of the successful results of these well-structured and (now) officially-accepted farmers’
working groups are as follows:
ß In an unprecedented move, four farmers’ working groups applied to the Regional Agrarian 
Office for the issuance of certificates of ownership for their land, and they have been assured 
that these certificates will be issued. The number of land certificates in question is as follows : 
60 certificates for farmers in the farmers’ working group of Lemah Abang sub-district. 50 
certifications for farmers in the farmers’ working group of Cilamaya sub-district, 50 certificates 
for farmers in the farmers’ working group of Pakisdaya sub-district and 70 certificates for 
farmers in the farmers’ working group of Batujaya sub-district. The move is unprecedented 
because in the past local government in this area (as in most others) has in effect made it 
impossible for farmers to secure land ownership certificates.
ß The farmers’ working group of Batujaya sub-district secured agreement from the Karawang 
district government (both executive and legislature) to budget for and build a 15 km. access 
road between Segaran Village and Segarjaya village for improved access to the market.
ß The farmers’ working group of Cinta Langgeng Village, Pangkalan sub-district, secured the 
agreement of the district government to budget for the renovation of the Cigentis secondary 
irrigation system, an important system locally that supplies water to 5 rice-growing villages.
All of the above activities took place in an orderly and peaceful manner. Moreover, all the activities 
mentioned above have been well responded to by the local government. As noted, they are all to be 
deal with in the next (2002-2003) district development budget for Karawang.
F. National-Level Grant Program Impact Findings
While the great majority of CSSP grants are focused on regional civil society issues, there have been a 
number of grants with a national focus. The Impact Assessment looked at two such grants to CSOs 
based in Jakarta that focus on media issues. 
F1. Grant with AJI: Investigative Reporting on Combating Corruption
Grant background and objective. The Aliansi Jurnalis Independen (Alliance of Independent 
Journalists, AJI) is one of the biggest associations of journalists in Indonesia. AJI was set up as a 
counterweight to the Government-sponsored PWI, which many journalists saw as lacking legitimacy. 
AJI’s members come from all over Indonesia and include all media types: radio, television, print, et 
al. The aim of this 4-month CSSP grant program was to help media professionals better understand 
corruption in Indonesia and to introduce investigative journalism as a way to uncover corrupt 
practices. The methodology used included amassing research on case studies and other documents, 
inviting speakers and resource persons as the basis for a series of workshops for 60 radio and print 
journalists. Editors were committed also such that stories proven to be well-researched would 
definitely be printed in the newspapers.
52
Program impact. After the training course many journalists now us the “angle” method (finding the 
angle of a story) rather than the simple “fact finding” method which is very linear and causal. Also a 
better-written story is more likely to be printed.
A website on combating corruption was developed via egroups.com that gave journalists a vehicle for 
their stories and to share experiences on future ones. As quickly as two weeks after the workshop 
ended, success was recorded by journalists from Panji Masyarakat in Jakarta and Solo Pos in Solo, 
using the new techniques they had learned, as the cases they were investigating were exposed in their 
local media.
F2. Grant with SEAPA: Monitoring and Protecting Press Freedom in Indonesia
Grant background and objective. Founded in February 2000, the Jakarta office of the Southeast 
Asian Press Alliance (SEAPA) claims to have taken a leading position in this regard as a protector of 
journalistic independence in Indonesia. Its founding director is Lukas Luwarso, previously chairman 
of AJI, also a CSSP grantee. 
The 6-person SEAPA Jakarta office is part of a 3-country alliance consisting of SEAPA Jakarta, 
SEAPA Bangkok and SEAPA Manila. SEAPA Jakarta characterizes itself as the SEAPA center for 
protection and advocacy, while the Bangkok office is the SEAPA headquarters and the Manila office 
spearheads information technology activities.
The objective of SEAPA’s grant program with CSSP is to expand SEAPA’s activities in research, 
publications and advocacy on issues relating to the protection of Indonesian journalists’ freedom, 
integrity and professionalism.
In February 2001 CSSP gave a first 12-month grant to SEAPA Jakarta for a program of research, 
training and other activities to promote the rights and independence of Indonesian journalists. In 
March 2002 two CSSP consultants undertook an evaluation of SEAPA Jakarta, and CSSP auditor 
Johan Malonda did an audit of the grant. In May 2002 Satunama in Yogyakarta assisted SEAPA 
Jakarta in developing a five-year work plan. A follow-on CSSP grant to SEAPA is now under 
discussion.
Program impact. SEAPA has trained 240 journalists in 8 regional workshops on journalistic 
standards and integrity. The trainees, many of them members of regional AJI groups, form a SEAPA 
network and alumni group which monitors and does research for SEAPA. The results of this 
monitoring and research have been published in SEAPA’s monthly magazine Alert, a bilingual 
product most of whose 1000 copies per issue are given away, and in other publications including 
Natural Press Attackers, SEAPA Jakarta’s 2001 Annual Report. The latter documents attacks on 
journalists by police, army and others. According to SEAPA these attacks soared in 2000 but have 
fallen off dramatically since then (New Order era: 10-15 a year; 2000: 122, 2001: 95, 2002 to date: 
15), partly, SEAPA staff say, because of SEAPA’s activities. 
In addition to monitoring and publicizing journalists’ problems, in the last 18 months SEAPA has 
intervened on various occasions to protect individual journalists’ lives. In Samarinda, East 
Kalimantan, tabloid journalist Hoesin was kidnapped for exposing malpractice in the lumber industry. 
SEAPA arranged his evacuation and protection in Jakarta, and his release after being kidnapped in 
Jakarta a second time. In remote Ilaga in Papua, SEAPA directly intervened and secured the release of 
two Belgian journalists kidnapped by elements of OPM. In Aceh, a local newspaper journalist and 3 
others employed by TVRI were kidnapped by GAM, but released after SEAPA secured assistance for 
them from Human Rights Watch Asia and the Committee to Protect Journalists.
SEAPA has successfully lobbied and engaged state authorities to ensure protection of journalists’ 
rights in various ways. For example: (1) When the Governor of Maluku passed a decree banning 5 
publications SEAPA protests resulted in a meeting between the Governor and senior SEAPA 
53
representatives at which the Governor was won over to SEAPA’s point of view. It was agreed that as 
a face-saving measure the Governor would not to have the decree applied. (2) Having met the head of 
the national police (Kapolri) to protest police beatings of journalists, SEAPA submitted to his office a 
draft MOU on police treatment of journalists which was accepted in principle. The MOU is currently 
under discussion with police PR head Edward Aritonang and will be signed within 3 months. (3) A 
statement issued by a SEAPA workshop in Semarang in 2001 started a successful movement against 
the re-introduction of a Ministry of Information, seen to be a return to the control and supervision of 
New Order days. The MoI idea was subsequently dropped.
Capacity building. SEAPA Jakarta staff, especially the director, attribute much of their success to 
CSSP. Lukas makes the point that unlike other donors, CSSP has provided much-needed and ‘very 
helpful’ support for organizational capacity-building. Because of CSSP, SEAPA has developed 
quickly into an organization with efficient procedures based on a well-produced ‘Operasi dan 
Prosedur’ manual and a coherent view of future plans, including development of a constituency to 
help it financially. CSSP’s grant and technical support have also given SEAPA Jakarta a durable basis 
on which to develop ties with other donors, including UNESCO, Ebert Foundation, MDLF Prague, 
which SEAPA hopes will soon part-fund Alert, and the Open Society Institute in New York, to which 
Lukas will be making presentations soon. Lukas notes an incidental benefit of CSSP’s technical 
support: building the capacity of SEAPA’s close working partner AJI and its regional branches.
G. Other Provincial Grant Impact Findings
Nine other CSSP grants were reviewed by the Impact Assessment team. Three covered Central Java, 
four were in various provinces in Sumatra, and one each in South Kalimantan and Central Sulawesi. 
Details of program and capacity building impacts are given below. 
G1. Grant with FORSA: Developing Democratic and Autonomous Villagers in Central Java
Grant objective. The aim of the program being carried out by FORSA (Institute for Interdisciplinary 
and Interfaith Studies, Salatiga) is to support the development of a democratic and autonomous village 
community, in the name of good and clean village governance. To achieve this, besides empowering 
village government officials, FORSA’s program is aiming to increase the awareness and the capacity
of the village community to become actively involve in governance.
Program impact. Broken down by location below.
ß Klaten. When this program began in the target village, village governance was neither 
transparent nor participatory, and there was no opportunity for women to have input on 
development planning. The village government resisted FORSA’s involvement as it came 
without a recommendation from the Kecamatan or Kabupaten government.
Through a series of discussions and workshops initiated by FORSA using a step-by-step 
approach, positive changes can be seen. The village government is run in a more democratic 
and transparent way. Community awareness of how the village should be governed has 
increased. An indicator of the change was shown in the recent ballot to elect a Village Head on 
6 June 2002. The election process was held democratically, organized by the villagers, and each 
candidate had to promote his/her program in order to be elected. The Bupati commented that 
this was an extraordinary development, and was surprised that the villagers had the capacity to 
arrange the ballot and elect a Village Head based on this new system.
ß Salatiga. Until now Kotamadya Salatiga has not have a regulation relating to village 
governance. FORSA’s program is operating in two selected villages. As in Klaten, the village 
government initially rejected the program, seeing it as a threat. However through a strategy of 
social preparation on the part of FORSA the village government eventually accepted the 
program. Villagers successfully developed a Community Forum (or village representative 
54
council, BPD) that was to function as control mechanism towards the village government. One 
workshop was attended by the Mayor of Salatiga. Based on the Mayor’s request, three meetings 
were held between FORSA and related government departments to take discussions forward on 
how to improve village governance in the area. Now these two villages are used as a pilot 
project by the city government for another 4 villages in Salatiga.
Capacity building. FORSA’s organizational structure has improved since the beginning of their 
program with CSSP, and their financial management capacity has increased dramatically. FORSA’s 
community organizers are now better equipped to go about their work in the field, and the FORSA 
team in general has benefited from exposure to CSSP’s training courses and workshops, notably they 
found the village governance workshop in East Java in February 2002 particularly useful, and they are 
now linked in to the group of Java-based CSO partners working on village governance through an e￾group that was set up following the workshop. They also receive regular mailings of useful materials 
produced by group members via post.
G2. Grant with IDEA: Strengthening Local Institution to Encourage Accountable
Governance, Central Java and Yogyakarta
Grant objective. The objectives of CSSP’s grant to IDEA are to: (a) Help build up strong local 
institutions that can help meet community needs; (b) promote community awareness of and opposition 
to the culture of corruption; (c) develop a strategically shaped anti-corruption movement in 
Yogyakarta and Central Java; and (d) bring about regular community participation in and control over 
the provision of public services. Objectives (a) and (b) are being addressed in Year1, while the others 
will begin in Year 2. 
Program impact. The program was designed to help create 15 village-level institutions in 5 districts 
– 3 in Yogyakarta and 2 nearby in Central Java. Each village institution consists of 10-20 persons. 
Since none of these 15 villages has BPDs as yet, IDEA is treating these institutions as embryonic 
BPDs. IDEA believes that good local institutions such as these must engage in democratic problem￾solving, empower communities for self reliance and enable communities to participate in and increase 
their bargaining power in public policy processes. So far 6 of the 15 village-level institutions are 
judged to have these qualities. This judgment was made by comparing the results of an initial 
benchmark survey of the 15 villages and a second survey undertaken after the communities in these 
villages had been through 3 IDEA capacity-building training programs.
Yogyakarta is a center of traditional culture but also a place where governance is dominated by 
hierarchical attitudes and a top-down approach, an approach that is conducive to corruption in public 
affairs. For example, government departments never involve the community in developing and 
budgeting for district development programs. However, IDEA’s involvement with them has enabled 
the 15 village-level institutions mentioned above to hold structured agenda-based discussions with 
various government departments, including PDAM (public water supplier), Department of Labor, 
Fisheries Department and Settlement and Regional Infrastructure Department. This process of 
community-government consultations is unprecedented. 
Two examples of such meetings are: (a) a formal meeting and a series of informal meetings between 
the village institutions of Terban and Ratmakan villages and the government’s Settlement and 
Regional Infrastructure Department, resulting in an agreement in principle to budget for the 
renovation of the Tanggul Banjir irrigation system in the Terban and Ratmakan area; (b) hearings by 
the DPRD of the views of the 3 village institutions in Kulon Progro district on the district 
government’s 2002-2003 development program and annual budget, resulting in the DPRD’s 
acceptance of the need to observe law no. 25, which provides for community consultation in the 
drafting of district government development program budgets.
Capacity building. IDEA is not a young CSO, having started in the mid-1990s. However, the CSSP 
grant that supports several training programs and workshops are strengthening the organization’s 
55
management and transform it from a mass organization to a CSO professionally managed and 
administered, with benchmark surveys, indicators, etc. IDEA has also been trained to use QuickBooks 
in its financial management and is using this software for its other donor-supported programs.
56
G3. Grant with SPEKHAM: Advocacy on Women’s Rights, Central Java
Grant objective. This grant being implemented by SPEKHAM (Solidaritas Perempuan untuk 
Kemanusiaan dan Hak Asasi Manusia, Women’s Solidarity for Humanity and Human Rights) seeks to 
bring about major improvements in the social and legal values applied to women’s rights in the city of 
Solo, especially with respect to violence against women. The objective of the grant is to enable 
SPEKHAM to secure a change in the social and legal values applied to women and gender issues in 
Solo, especially with respect to violence against women. The organization will realize its objective by 
training local leaders, undertaking advocacy, supporting public debate, giving legal aid, taking cases 
to court, and drafting new legislation.
The program is heading to have a significant changes in value of the law transformation that 
supported gender perspective law. Then also to strengthen SPEKHAM to be a strategic Institution that 
has enough capacity and capability to provide service and back-up toward woman that in violence and 
other gender perspective activities.
Program impact. SPEKHAM’s approach in this project was to document and expose cases involving 
the violation of women’s rights, training traditional and religious leaders to try and prevent women 
rights violations, acting as a pressure group to advocate changes in public attitudes and practices, and 
preparing materials to help the authorities pass new laws to combat the oppression of women and 
violation of their rights.
Within almost a year program, there are several activities that had already done which need society’s 
involvement, such as [a] Law advocacy services toward the victims [b] Training on gender 
perspective, training on law and woman rights [c] Focus group discussion, etc. Impacts include:
ß With constituents. Constituents – in many cases, victims – are more conscious to do law 
activity relates to the violence that happened on them. The surrounding community supports by 
giving more attention and assisting the program through developing more conducive condition 
toward the victims. Previously, this terrible matters will always be accepted as it is and never 
brought into surface. Of the 41 cases handled by SPEKHAM, 20 have been brought to litigation 
and 9 of these have been heard in court and had decisions handed down. 
ß With the government. Through related department, Social Department, now being more 
transparence, at least by asking an involvement of the broad community to develop a program 
that related to woman and children violence. SPEKHAM takes a part as an important partner. 
Now there are 3 supporting center for Woman and Children Violence has developed with 
SPEKHAM assistance.
ß With the legislature. With SPEKHAM assistance, there was also a hearing with DPRD in 
woman and children violence. Beside attended by senior officer of Social Department, the 
hearing also attended by Senior Officer of Police Department. The result so far is just a note of 
understanding. A note of taking this condition more serious, through developing a collaborative 
program between related and appropriate party. Perhaps in the future this particular body will 
take a part more strategically.
Capacity building. SPEKHAM admitted it that the grant, in which there is a part to strengthen 
organization, provide a significant impact to the whole organization. The ability to develop more 
strategic program, to do more strategic research, database development are among the increased 
capacity that SPEKHAM experienced.
G4. Grant with Walhi Central Sulawesi: Assistance to the Walhi Provincial Network
Grant objective. Walhi Central Sulawesi is the largest NGO in Central Sulawesi, and it works in 
collaboration with a range of grassroots-based network partner organizations. Walhi Central 
57
Sulawesi’s program under CSSP set out to strengthen its role and own capacity. It further intended to 
increase the bargaining position among members of civil society in the context of government policy 
on environmental affairs – especially related to regional autonomy – as well as on transparency and 
good governance. 
Program impact. As a direct result of one of the development dialogues with constituents facilitated 
by one of the network partner NGOs, Yayasan Toloka, a proposed local regulation on the use of 
natural resources in Tangian was prevented from being enacted. This regulation had been rejected by 
community members due to it being non-participatory and unaccommodating of local views. A 
revised version is now close to acceptance.
Two new pieces of local legislation, one on the use of becaks in Palu and another on the use of coastal 
and marine resources in Donggala kabupaten, have been drafted by Walhi’s partner organizations, 
Yayasan Sorak and Yayasan Yammi ready for acceptance, and is now awaiting acceptance.
Capacity building. Standard operating procedures and management systems were introduced for all 
network partners working in the field implementation unit. The network partners received training in 
the management and maintenance of these systems and received ongoing support from Walhi in this 
regard. Management practices have been systematically improved for most partners to the extent that 
organizations deemed unsystematic and disorganized prior to this grant, are now considered to be 
planned and orderly.
The executive director and other staff have gone on many different courses organized by CSSP. This 
grantee has a practice of reporting back training sessions, whereby those who have attended outside 
training courses are expected to make presentations or mini-duplicate training sessions to the rest of 
the staff. As a result, the impact of training assistance has been optimally maximized, not only within 
Walhi Central Sulawesi, but also their partners. For example, a course on advocacy and investigation 
techniques was then given to 18 partners, with most successfully completing this training and as a 
result each of the partner organizations are better able to write up cases and advocate more coherently.
G5. Grant with Yayasan Dalas Hangit: Participatory Local Governance in Banjarmasin,
South Kalimantan
Grant objective. The objective of this grant is to strengthen Yayasan Dalas Hangit as a catalyst in 
public policy making to facilitate the responsiveness of city government to the interest of stakeholders 
– especially those suffering from the effects of inefficient city administration such as small vendors, 
laborers, and poor and crowded communities. Banjarmasin has suffered from tensions between 
citizens and government, culminating in the 1997 riots that burned half the city down. Now, 
implementation of new decentralization regulations are placing added burdens on the city and its 
relationship with the public. 
Program impact. Dalas Hangit carried out a baseline study of problems faced by the marginalized in 
Banjarmasin and presented the findings to the local legislature and the general public to raise 
awareness among the local elites. The CSO conducted training programs for legislators and city 
administrators on public policy and budget processes. They were also successful in advocating for 
reductions in tariffs for clean drinking water, on behalf of the urban poor when the water authority 
contemplated a price hike.
Yayasan Dalas Hangit attempted to organize and support large numbers of the urban poor – from 
slum dwellers along river banks to laborers and vendors – but realized the groups and issues involved 
were too numerous. While helping organize many of these groups and advise them of their rights, the 
CSO developed a particularly productive relationship with 700 street vendors who they helped 
organize into five associations that are active and meet regularly. Dalas Hangit facilitated negotiation 
between these vendors and the city administration relating to government practices that threatened the 
very existence of the street vendors. Street vendors were saved on several occasions because the group 
58
helped them negotiate with the local government when authorities tried to force them to abandon their 
places of business. 
Yayasan Dalas Hangit is currently working with the street vendors on proposed legislation governing 
street vendor rules and regulations for Banjarmasin, a first of its kind. Dalas Hangit and the vendor 
associations have begun an informal process of socializing such legislation with DPRD members and 
plan to present their case in formal hearings before their grant program ends in November 2002. 
Capacity building. CSSP has also had impact on Yayasan Dalas Hangit itself. The CSO appears to 
be more organized, with better program planning as it realizes the need to match their activities with 
their capabilities. Financial and management systems and staff have also improved. The CSO is now 
one of the best partners of CSSP in terms of its reporting and financial management. Dalas Hangit’s 
advocacy skills have increased through CSSP training and field experience, as demonstrated by their 
success with clean water pricing and street vendor rights.
G6. Grant with Walhi North Sumatra: Community and Government Reconciliation for Land
Disputes in Labuhan Batu
Grant objective. Wahana Lingkungan Hidup Indonesia (Walhi) is Indonesia’s leading environmental 
action group, and has set up provincial branches throughout the country. Walhi Sumut (Sumatera 
Utara) was established in 1988 and consists of 26 CSOs based around the province. Through CSSP, 
Walhi Sumut designed a program to enable a participatory review of land use in North Sumatra to be 
carried out in a decentralized manner involving not just large plantation managers but also small 
farmers and local government. The grant was awarded in September 2000 and ended in February 
2002. The grant had the following intended outcomes:
ß Local government authorities down to the village level are to be involved in studying existing 
policies towards land use and ownership, and in helping to draft a bill for the district DPRD in 
Labuhan Batu to consider new policies towards local land use.
ß A selection of land disputes are to be taken to court with the result illegal expropriations of land 
will be discouraged.
ß A land dispute reconciliation team is to be set up, based in Labuhan Batu district.
ß A functioning network of strong and trained people’s organizations is to be established, a 
network which will be able to monitor the work of the land dispute reconciliation team.
ß A number of communication materials are to be generated for the use of interested parties in 
land disputes, and to provide useful information to affected communities as well as to local 
government officials.
Program impact. The following are the major program impacts realized from this CSSP grant.
ß Awareness to organize. The most important outcome of Walhi Sumut’s work in Labuhan Batu 
is the establishment of ASTAB (Asosiasi Tani Bersatu), a farmers’ organization based in 
Labuhan Batu that came out of Walhi Sumut’s organizing work in land conflict areas since 
September 2000. ASTAB itself was officially inaugurated in May 2002 in its first congress.
Prior to starting its work in Labuhan Batu, Walhi Sumut identified 100 land conflicts across the 
18 kecamatans (subdistricts) of Labuhan Batu. Most of these conflicts were between small 
farmers and big plantations owned by the state and private companies. On average, these 
conflicts arose more than 10 years ago.
59
ASTAB consisted of 40 village level farmer groups in 18 villages in 7 of the 18 kecamatan. For 
farmers at the village level to have the willingness to organize means an increase of awareness 
among the farmers. Through ASTAB’s work, farmer activists gained knowledge on agrarian 
policy, regulation, and law. The organization also provided a means for farmers to meet, 
discuss, learn from each other and make decisions on their interests.
ASTAB’s existence also changed the power balance in North Sumatra, particularly in Labuhan 
Batu. The traditional power holders of local government - parliament, security agencies (the 
police and military), and big plantations now have to acknowledge that everyday farmers are 
able to organize themselves. This acknowledgement is real, mainly for the political parties, 
parliament and government, as ASTAB means votes in the coming election of 2004.
ASTAB activists conducted dialogues with the local government, DPRD Labuhan Batu, and 
DPR North Sumatra province regarding their land conflict issues with the big plantations. 
These dialogues reduced violence. Indeed farmers had since 1998, the Reformasi era, had taken 
back their land by literally sitting on the land that they claimed as theirs. In response, the big 
plantation companies responded with force to get the farmers out of their reclaimed land. One 
open conflict in Aek Kulim, kecamatan Silang Kitang, in November 2001, resulted in one death 
on the Binanga Mandala plantation company’s side. 
ß Improved people’s economy. Since the start of the grant, around 1,000 out of 6,000 families 
have been able to reclaim their land. These 1,000 families are now able to till the land for their 
living. Meanwhile the 5,000 farmer families are still facing economic difficulties, as they do 
not have access to land. They have become laborers or small traders.
Forced reclaiming is actually not what the these farmers want. They felt that they had to 
reclaim the land as no other means to resolve conflict was available and that by reclaiming their 
land then they increase their bargaining position.
What ASTAB does through its dialogues with the local government, parliament and plantation 
companies is try to reduce open conflict between farmers who reclaim their land and the 
plantation companies. ASTAB’s existence and the reclaiming act of the farmers has made the 
authorities see that there is indeed a major issue in Labuhan Batu that needs immediate 
attention. 
ß Acknowledgement of grassroots CSO’s existence. For the first time in Labuhan Batu history, 
a real grassroots civil society organization, i.e. ASTAB, has made the local government aware 
that power relations are changing. In the past, what is considered a representation of the public 
is only through the local parliament, DPRD, and major CSOs, like KADIN (Indonesian 
Chamber of Commerce).
One major awakening moment for the local government was when ASTAB commemorated 
Farmers Day in September 2001, where 7,000 farmers turned up in Rantau Prapat, capital of 
Kabupaten Labuhan Batu. This acknowledgement has also made the provincial parliament 
aware that ASTAB is an important organization in resolving land conflict in Labuhan Batu. The 
DPRD Sumut has since June 2001 invited ASTAB for a meeting with them in Medan. There 
have been four meetings conducted. The most important result out of these meetings is the 
reduction of widespread open conflict between the farmers and plantations.
G7. Grant with KBH Bengkulu: Democracy and Empowerment of Bengkulu Citizens
Grant objective. The Bengkulu Legal Aid Office, or Kantor Bantuan Hukum (KBH) Bengkulu has 
been at the forefront of those trying to avoid open conflict between the oppressed groups and the 
power holders, searching instead for new, more peaceful and equitable solutions, ones that will not 
result in suffering or loss by either side. Overall KBH Bengkulu’s approach has been to teach ordinary 
60
people how to advocate for their needs in a socially constructive way, by inspiring in them a real 
consciousness of their democratic rights.
The objective of KBHB’s grant is to secure and uphold the rights of Bengkulu citizens, with particular 
reference to the land and resource rights of selected groups of farmers and fisherfolk, and to minimize 
conflict among these citizens, thus ensuring a smooth, peaceful transition to democratic, accountable 
governance throughout Bengkulu province. A secondary objective is to strengthen the capacity of 
KBH Bengkulu to act as a leading human rights support and advocacy center in Bengkulu. 
Program impact. The main points of KBH Bengkulu’s program impacts are:
ß Stronger grassroots civil society organization. KBHB has since its establishment focused its 
work on peasants’ rights. It has initiated the establishment of a mass based farmers organization 
called STAB (Serikat Tani Bengkulu or Bengkulu Peasants Union) in 2000. There were 17 
peasant groups based at the villages as member of STAB at the time the program funded by 
CSSP was started in May 2001. today, in June 2002, there are 182 peasant groups joining 
STAB. Through STAB the peasant activists were developed as leaders. In 2000 there were 8 
peasant leaders in STAB, today, in June 2002, there are 87 peasant leaders within STAB. 
With the rise of peasant leaders, the peasant organization becomes more independent from 
KBHB. STAB is now leading its own meetings, negotiations and hearings with the local 
government: camat, bupati, governor, and the local parliament. Peasant groups members of 
STAB are also more politically aware, e.g. they can delineate between the peasants’ interests 
and political parties’ interests who tried to take advantage from them as their supporters.
Another indicator for the peasants’ increased political awareness is STAB’s ability to refuse 
development projects which they know are funded by foreign loan which are not benefiting 
their village community. 
Through STAB as the peasants’ union, fishermen activists organized in the Forum Nelayan 
Bengkulu learned about how to manage a union. In August 2002 the forum participants will 
organize a congress to forward the movement into the establishment of the Bengkulu 
Fishermen Union (Serikat Nelayan Bengkulu).
ß Improved cooperation with local government and parliament. Prior to CSSP funded 
program carried out by KBHB, the reputation of KBHB is a dangerous and oppositional 
organization that threatens the provincial stability. The view of power holders, both at the 
government and parliament, has at present shift to KBHB as a partner in developing Bengkulu.
KBHB’s input is seek after by parliament and government offices. For example, the Rejang 
Lebong DPRD has asked KBHB sub-office in Curup, Rejang Lebong’s capital, to participate in 
the formulation of a local regulation (Perda) on rickshaws (becaks) after the KBHB Curup 
requested a hearing with the DPRD Rejang Lebong to advocate the rickshaws issue. 
The improved image of KBHB in the view of power holders has led to increased bargaining 
position of KBHB against the various agencies that KBHB has to advocate its issues with. The 
governor, mayor of Bengkulu city, DPRD members and head of various government offices 
have issued support letters backing up KBHB in its demand for its constituents in various 
disputes.
ß Broadening of stakeholders. KBHB’s stakeholders has initially been limited to the usual 
suspects of : other NGOs, students, journalists, and lawyers. At present, the stakeholders have 
broadened to include religious leaders, tribal leaders, university academicians, and major mass 
organizations. The broadening of stakeholders is a result of various efforts, including coalitions 
that KBHB has led, KBHB’s role as mediator in the student movement’s dispute, increase of 
61
KBHB’s role as resource on various issues in Bengkulu, success in obtaining support from 
various stakeholders such as in the case of land conflict in Sukaraja.
KBHB has led for the establishment of coalitions in Bengkulu: the OKP (Organisasi Karya 
Pemuda), and NGOs coalition for a corruption case, the CSO coalition in South Bengkulu for 
critical review on the local government’s budget and the NGOs-OKP-tribal leaders coalition in 
Rejang Lebong for protecting the forest.
ß Stronger organization. KBHB’s organization has expanded during the CSSP funded program. 
KBHB has opened three branches in the three regencies (kabupaten) of Bengkulu Utara, 
Bengkulu Selatan and Rejang Lebong. Its staff, members and volunteers has increased from 9 
persons in 1999 to 34 in June 2002. With this expansion, KBHB is then able to provide more 
and improved services to their constituents.
KBHB also expanded its work focus from education and litigation to include economic and 
culture. KBHB has led the work on Reconstructing Bengkulu’s Culture together with Bengkulu 
cultural workers and the local government in June 2002. On the economic front, KBHB has 
supported the establishment of the Koperasi Rakyat (People’s Cooperative). 
In its internal management quality, KBHB’s strong financial management has made it become 
a role model for other organizations in Sumatra. KBHB has met requests from other NGOs 
within the YPBHI network in Bengkulu, South Sumatra, Jambi and Jakarta for consultation and 
in house training. 
G8. Grant with KoAK Lampung: Empowering Civil Society by Monitoring Bureaucracy,
Judiciary and Parliamentary in Order to Eradicate Corruption, Collusion, and Nepotism
Grant objective. The Komite Anti-Korupsi (Anti-Corruption Committee, KoAK) in Lampung, 
Sumatra, was founded in 1999 by a group of university students perturbed by the pervasiveness of 
corruption in their society. KoAK Lampung’s strategy is to create awareness amongst citizens of 
Lampung and to mobilize them into acting against corruption. This CSSP grant sets out to fashion 
KoAK Lampung as a catalyst for good, clean governance, ideally by eliminating or reducing 
corruption in Lampung Province. This is to be achieved through building the capacity of a network of 
volunteers engaged in carrying out corruption monitoring and developing a comprehensive database 
of the incidences of corruption. The project also aimed to create a broad-based understanding in 
support of, and participation in an anti-corruption movement.
Program impact. Several concrete impacts have been achieved by KoAK.
ß Revocation of road-use regulation. The Lampung parliament approved a local regulation, 
regulating the charge of a road user fee for vehicles with excess weight (Perda no.11/2000). 
KoAK’s conducted an analysis of this perda and concluded that this Perda was highly flawed 
insofar as it increased the scope for corruption, contradicted several higher level regulations 
KoAK Lampung conducted further investigations in June-July 2001 in support of their analysis. 
It was found that the road inspectors routinely accepted bribes from vehicles carrying excess 
weight. As a consequence KoAK launched campaigned directed at the Home Affairs Ministry 
for the revocation of this Perda. In November 2001, the Ministry decided to revoked several 
perdas that in violation of higher level regulations throughout Indonesia. This included Perda 
no.11/2000 of Lampung. 
ß Provincial budget revision campaign. KoAK led a coalition of CSOs, seeking to revise the 
draft provincial annual budget (Rencana Anggaran Pendapatan dan Belanja Daerah or 
RAPBD) for 2002. They argue that the budget contradicted of several higher regulations, i.e. 
the Government Regulation (Peraturan Pemerintah or PP) numbers 105, 106, 109, and 110. 
62
This coalition comprised of the following major Lampung CSOs: PUSSbik, LBH Bandar 
Lampung, Lampung Parliament Watch, Academics of the University of Lampung, KBH 
Lampung and a further 25 smaller NGOs and student bodies.
The coalition analyzed the draft budget and concluded that the amount violated was Rp. 56 
billion. The resulted campaign launched by this coalition resulted in a parliamentary decision to 
reduce the budget by Rp. 9 billion. Even though the full demand of an Rp56 billion reduction 
was not achieved, the campaign did realize the networking objective by forging stranger co￾operation between the ranges of organizations in Lampung. 
ß World Bank Kecamatan Development Project. The World Bank has provided a loan to the 
GOI with the objective of carrying out the Kecamatan Development Project. One of these 
projects was carried out at the Bukit Kemuning kecamatan, where KoAK had established a 
PMPK in October 2001. The volunteers here identified that there was potential corruption 
happening at the project. With the back up of the KoAK secretariat in Bandar Lampung, they 
launched an investigation confirming evidence of corruption and mismanagement. As a 
consequence, KoAK was able to file the case at the Kotabumi district attorney. 
Filing a case at the district attorney did not mean the battle was been won, and continued 
advocacy is being carried out to keep pressure on the District Attorney’s office to process the 
case. KoAK has availed them to assist the district attorney office in collating further evidence 
and providing witness when called for. The case currently being heard before the Kotabumi 
district court. Another consequence this campaign has been a World Bank decision to postpone 
the Bukit Kemuning project pending the outcome of the trail.
ß Street children shelter case. KoAK is not only monitoring the government but also other 
institutions in Lampung, including other CSOs. One project under investigation was the Health 
and Nutrition Sector Development Program (HNSDP) a project with a grant from the Asian 
Development Bank for the year 2000/2001. Bandar Lampung is one project cites where the 
local government cooperates with eight children shelters on a project for street children.
The BIMA children shelter is one of these shelters and was allocated an amount of 
Rp.313.020.000. KoAK’s investigation found various incidences of financial irregularities, e.g. 
funds for scholarship, skill training, fee for the social workers, and food supplement. The 
investigation concluded that the persons responsible for this mismanagement to be the 
chairperson of the Yayasan Lembaga Kreativitas Anak Bangsa and head of the BIMA shelter. 
At present the case has been filed with the Lampung High Attorney. 
ß Lampung Plantation Project. For fiscal years 1998-2000, the Japanese government awarded a 
grant to the GOI through the Overseas Economics Cooperation Fund (OECF) for Indonesian 
plantation development. This project called System Program Loan, had one such site is in 
Lampung. 
The total project amount for Lampung is Rp.15.858 billion carried out in South Lampung and 
Tanggamus Regencies to rehabilitate coconut plantations. The projects under the direction of 
the Lampung Plantation Office (Dinas Perkebunan Propinsi Lampung) and involves 12,656 
farmers.
After receiving information on corruption, KoAK conducted an investigation and concluded 
that there was a strong indication for corruption and collusion that involved the Lampung 
Plantation Office and two contractors. The Lampung government audit office (BPKP) also 
conducted an audit and concluded that the state faced a loss of Rp.3 billion. High-level officials 
are suspected of involvement, including the former Head of Lampung Plantation Office the 
Lampung Governor. 
63
KoAK pursued the case and issued a statement in the Radar Lampung daily, demanding legal 
actions. In February 2001 when the BPKP held a hearing before the DPRD, again confirming 
that the governor and his family are implicated in corruption. KoAK then pressurized the 
Lampung High Attorney office to pursue legal action and the case is already on trial at the 
Lampung High Court.
Capacity building. KoAK’s primary strategy has been to establish local anti-corruption monitoring 
organizations at the kecamatan level – the so-called Citizens Posts for Monitoring Corruption (PMPK) 
There were 64 PMPKs at the start of CSSP program and there are currently 80 PMPKs. These PMPKs 
have 3,500 volunteers, 500 of which have been recruited since CSSP support began. These new 
recruits have been equipped to monitor corruption through the training provided by KoAK.
KoAK’s staff received the CSSP arranged Satunama fundraising training in Bali. All staff is required 
to produce an action plan reflecting their newly acquired skills when returning from training, in this 
way ensuring that training experiences are optimally used. Today KoAK has an improved 
management system. For example it has applied the IDF as institutional capability monitoring tool 
and it has a staff performance assessment mechanism in place.
G9. Grant with LPAD: Monitoring and Empowerment of the Riau Provincial Parliament
Grant objective. As in other parts of Indonesia, the local parliament members (DPRD) of Riau 
Province are not yet fully representing the interests of the people. Lembaga Pemberdayaan Aksi 
Demokrasi (Democracy Action Development Institute LPAD) considered it necessary to monitor the 
members of the Riau Parliament, both in their individual conduct and any policies produced by them. 
The objective of the grant is to make LPAD a catalyst in public policy making in Riau, thereby 
facilitating the responsiveness of parliament to LPAD stakeholders and the general public. The grant 
program also supports LPAD in its efforts to improve the competence of the DPR-D in carrying out 
their local governance functions.
The main activities are monitoring of the parliament members and presenting results to the public. 
LPAD is also making an effort to monitor the local regulations (perda) produced by the parliament. 
One last activity is related to strengthening the institution since LPAD is a new organization 
established in December 2000.
Program impact. The following are the main program impacts realized from this CSSP grant. 
ß Improved performance by DPRD members. LPAD’s staff has been conducting daily 
monitoring of parliament members activities since September 2001. One of the aspect being 
monitored is parliament members’ attendance. The fact that the 55 member of Riau province 
parliament are being closely monitored by a CSO has made a difference, however small. The 
parliament members’ non-attendance rate has decreased from 18.6 % for the period of 
September-December 2001 to 14.5% for the period of March-May 2002.
Another indicator for the change in behavior of parliament members is in the practice of giving 
money to journalists for news to be written or on the contrary for some info not to be written. 
These practices were in the past being done openly. At present these practices are no longer 
seen. Even some journalists are saying that it is now difficult to get money from parliament 
members.
ß Increased public awareness re: monitoring the DPRD. Despite this positive change in 
parliament members’ behavior, there is also resistance from them. LPAD is now facing some 
difficulty to officially obtain information from the parliament. Some parliament members react 
stronger than others. In one major event in March 2002, whereby LPAD announced its 
64
monitoring results to the public through the media, some parliament members threatened to sue 
LPAD. This then became quite a longstanding public debate in the media.
The public’s reaction to this dispute between LPAD and the parliament was strongly in favor of 
LPAD. Other CSOs and individual concerned citizens rallied behind LPAD. One lawyer was 
offering service free of charge. Some citizens offered to be volunteers. Many academicians 
made supporting statements in the media. LPAD is now planning to establish a forum for Riau 
citizens, particularly those residing in the capital city of Pekanbaru, who have a concern on the 
need to have a clean and accountable parliament.
Capacity building. As a new organization, LPAD had a lot of rough times, mainly in its weak 
governance that resulted into leadership dispute and financial mismanagement. However, LPAD was 
able to come out through troubled times quite smoothly. Therefore to achieve results in a short period 
and within a troubled management is quite an achievement. 
Through CSSP’s support, LPAD’s 23 staff members have improved their capability through various 
training that they organized themselves and through the series of training provided by Satunama, a 
consultant organization contracted by CSSP. The self-organized training courses are parliament 
monitoring, advocacy, data analysis, financial management and communication. Meanwhile the 
Satunama training that they found to be useful are strategic planning, financial self reliance and 
conflict management.
H. CSO Grant Management and Administration Impact Findings
Parallel to its program impacts, CSSP has realized extensive organizational improvements in CSO 
management, planning and financial accountability. Many of these gains have been achieved through 
the grant development and management processes that are built into CSSP’s work.
CSSP has a rigorous process of identifying potential grantees; working with those organizations to 
develop solid proposals; ensuring that potential grantees have sound financial management systems in 
place to receive and properly account for USAID funds; and supporting their capacity to manage 
resources and implement programs efficiently and effectively. The process itself helps grantees 
become more capable CSOs, and contributes directly to CSSP’s objective of strengthening a group of 
viable and influential civil society organizations in Indonesia. These internal organization system 
strengthening measures also contribute to the sustainability of these CSOs, as other donors become 
more confident in their ability to design and manage programs, and properly account for funds. 
As of June 2002, 11 CSSP grant programs had been completed and another 33 were ongoing. This 
means at least 44 CSOs from around Indonesia have benefited from the series of instructional 
development assistance provided by CSSP to each grantee. In addition, most of the 28 additional grant 
programs still in the development stage have received hands-on training in program planning, log 
frame development and budgeting – the initial types of assistance provided by CSSP during this 
process. 
H1. Financial Management
When a CSO is selected for a grant allocation, investigation is carried out both on the program and 
financial fitness of that CSO with the goal of providing a snapshot of the skills, financial systems and 
management capabilities of each CSO when we first encounter them. This information acts as a 
baseline survey and can be used as a diagnostic tool for developing the type of assistance that will be 
needed to ensure that each CSO achieves its grant worthiness status before the initial funds are 
disbursed. 
Occasionally the grant worthiness assessment shows that a CSO is far from being ready to receive 
funds from CSSP and is unlikely to reach grant worthiness as defined by CSSP. This assessment is 
65
used to break off negotiations with the CSO concerned, however CSSP always leaves the option open 
for CSOs to apply once again for funds when they feel they are nearer to grant worthiness. Only two 
CSOs accepted by the PRC have fallen at this hurdle however.
The grant worthiness assessment shows that just under 30% of the CSOs selected as potential grantees 
have a working financial process already in place. More than 70% need significant assistance to reach 
grant worthiness and to convince CSSP that they can cope with the stringencies of USAID’s rules and 
regulations. This technical assistance is given by CSSP’s Financial Management Specialists (FMS) in 
the course of their negotiations with each CSO and counts as a significant source of new knowledge 
for the CSO.
This technical assistance is usually divided into a standardized set of categories to allow for uniform 
delivery by the three FMSs at CSSP. Examples of impact achieved divided by these categories are: 
ß Management capabilities. Several CSSP grantees have set up clear guidelines for network 
members involved in managing activities. Yayasan Dian Sulawesi, Walhi Aceh, Elpera in 
Papua and Sawarung in Bandung are good examples. Sawarung now regularly discloses its 
financial report to network members for transparency and accountability sake. Furthermore, the 
Sawarung organizational structure gives a clearer indication of responsibilities for individual 
tasks. The comparative strictness of CSSP’s regulations is regarded by Sawarung as beneficial 
in helping them improve their management practices and they intend to keep these new 
standards as their own. Elpera’s organizational structure is clear now to all concerned. Dutha 
Tani in West Java have developed their own internal policy manual.
ß Financial management. Sawarung and Yayasan Dian Sulawesi now have an internal policy 
manual as a guideline for staff for managing activities and funds. Sawarung’s financial 
reporting system has been simplified to accommodate regular transactions, while Walhi Aceh 
has improved accounting forms. Dutha Tani have separate tasks for financial staff and their 
newly developed system can accommodate regular transactions.
ß Accounting systems. Elpera and Sawarung have now built clear job descriptions for finance 
staff in order to prevent overlapping and fraud. For Sawarung, an independent supervisory 
board of three people has now been formed to enhance organization accountability. Sawarung 
has also introduced QuickBooks financial software to its members to help them generate 
financial reports improving the time it takes to make them and their accuracy. Elpera has done 
this as well and is able to receive its district office reports in a more controllable way. Other 
organizations have also decided to use this software permanently including Yayasan Dalas 
Hangit in South Kalimantan. 
ß Internal control. All CSSP grantees are obliged to open a bank account specifically for their 
grant funds, and the segregation of funds is a concept that each of CSSP’s grant partners 
understands and carries out.
ß Property and procurement systems. Sawarung now has a clearer system and procedures for 
its vendor selection process that requires 3 quotations for assets procured for more than Rp 1 
million. The same for Dutha Tani thought they chose a Rp1.5 million threshold. The system for 
approval for assets purchased has also been improved and is now based on a division request 
rather than on an ad hoc basis. YDS, Walhi Aceh and Elpera have improved their systems in 
this regard also.
ß Budget analysis. Sawarung, Elpera and YDS now all have a work plan and monthly budget 
that are regarded as set guidelines for activities and expenditures. Sawarung also has a well￾structured budget valuable to control consistent implementation. The system built has improved 
Sawarung’s effectiveness in managing program activities and it is now ready to manage direct 
66
grants from other donors too who have been attracted by their improved status. These donors 
include the Ford Foundation. 
Furthermore, Sawarung has developed a comprehensive internal policy manual which is 
partially adopted from the USAID-CSSP regulations and requirements. The work plan and 
monthly budget model is now being used as a basis for the overall organization’s program 
activities.
Sawarung and Elpera have transferred their improved financial systems and procedures to 
network members, and Sawarung has plans to help the rest of its members to enhance their 
capabilities in finance and accounting. 
While it is easy to see from the grant worthiness list that all CSOs will have weaknesses, delivery of 
the solution has varied from organization to organization. For some, simply pointing out the benefits 
of changing systems, such as reorganizing the division of labor for internal financial controls, has 
proved effective and some CSOs have developed their own systems accordingly. Showing areas 
where systems can be “cheated” has also proven an effective methodology. However some issues are 
more complex. Solutions have involved a variety of one on one or formal training sessions. 
Budgeting issues, for example, can be discussed with financial staff alone, but a more thorough 
method would involve program staff too so they can see the connection between carrying out 
activities and proper budgeting for them. Grant Managers and FMSs have used the latter method on 
all 70% of the CSOs that needed technical assistance. 
Other training sessions have been carried out with only one staff person, the accountant for instance, 
but might last a week or so. This has been the case with “QuickBooks” financial software and USAID 
regulations training. Ongoing mentoring has also been effectively used with close to 100% of all 
grantees, according to need. 
CSSP regularly holds training workshops on financial planning and other aspects of management for 
grantee CSOs. In addition, financial reviews are carried regularly (six monthly) with each CSO and 
cross checks are invoked to see how progress is being made.
A great deal of diagnostic work has been done via the monthly financial reports that are the source 
both of requesting the next advance but are also the means by which expenditures are reported. If 
patterns appear in these reports then targeted assistance is carried out. For example:
ß One-on-one training in QuickBooks software for Yabimu in Nabire, Papua, allowed this CSO 
to reduce its outstanding advance requests.
ß Regular mentoring for SPEKHAM staff in Solo, Central Java, helped them sort out their 
systems and increase the quality and integrity of their financial reporting.
ß Repeated communications from CSSP’s grant bookkeeper helped Dutha Tani in West Java 
better understand how to collect complete documentation for their financial transactions.
ß Mentoring by CSSP’s financial management specialist enabled Walhi Aceh to clarify staff 
responsibilities and increase the number of people who review the financial reports submitted 
by member NGOs. 
ß Following training by CSSP, Koalisi NGO HAM Aceh was able itself to train and mentor other 
new grantees in their region.
To date, 11 CSOs have finished their grants with CSSP and while they are no longer in direct touch 
with us many of the systems we have helped them with are still in place. Examples of these things are 
67
mentioned above, but the clearest example is the use of QuickBooks software, which continues for 
most of the grantees, and where feasible other programs in their portfolio are switched to QuickBooks 
too. Yayasan Dian Sulawesi is an example CSO in this regard. Divisions of labor relating to internal 
control also survive. YDS also passed this financial system onto a partner organization named LSPM.
68
H2. Program Design
Support for proposal development and program design is a key element of CSSP’s grant development 
interventions with CSOs. This support not only helps produce the best program designs from our civil 
society partners, but it is also another opportunity for training. 
Simply asking many pertinent questions about the proposed program allows the potential grantee to 
be challenged in any assumptions they may have, in the feasibility of their project and in the logic 
behind the program itself. Developing logical frameworks (log frames) and work plans helps the CSO 
understand whether all the elements needed to carry out the work (financial, human and technical) are 
in place. Work plans and log frames also help CSOs to see whether they might be stretching 
themselves in terms of workload.
More than 80% of CSSP grant program budgets are reduced as a result of this mentoring phase in part 
because CSOs realize they are trying to cover too many topics, too large an area or too many activities 
in their search for significant impact. This is particularly the case when the CSO has other programs 
ongoing.
For many new CSOs, log frames themselves are a new concept. Many CSO members are not aware of 
the need for a framework in which to work other than the proposal itself. Breaking down ideas into 
actions and phases, and matching funds and human resources with activities is no easy task the first 
time around. CSSP helps new SO decide on indicators of success, evaluation criteria and whether a 
program has any impact at all. This is an important skill, since in the sometimes vague realm of 
“strengthening democracy,” it is hard to measure program impacts or to isolate one CSO’s 
contribution among a plethora of related simultaneous efforts. 
Finally, during the grant development period, CSSP staff promote the value of networking to partner 
CSOs by supporting the latter’s search for the program elements described above. Furthermore CSSP 
encourages CSOs to seek out other organizations with relevant experience. An example is CSSP’s 
work to bring together all of its partners working on farmers’ rights. Using a simple technique to 
match skills needed by some CSOs with those offered by others demonstrated the power of even basic 
networking among these organizations.
H3. Detailed Grant Management Impacts: Case Studies
Three case studies illustrate the institutional impacts from CSSP grant making. In each instance, the 
case study details the situation before assistance, based on the results of CSSP’s grant worthiness 
assessment the grant; lists CSSP interventions to improve CSO management; and summarizes the 
current, improved condition of the organization. There is also a brief discussion of future program 
funding and financial sustainability possibilities. 
H3a. Sarasehan Warga Bandung (Sawarung) 
During the grant development process, the management and financial capacity of Sawarung was as 
follows:
ß Management capability. Sawarung involved its networks in managing the activities and 
financial administration was carried out by Sawarung itself. Financial and administrative staffs 
were capable of handling transactions and financial reporting.
ß Financial management and accounting systems. Finances were well managed and reported, 
especially once the QuickBooks accounting software had been installed and finance and 
accounting staffing levels increased.
69
ß Internal control. There was task segregation in terms of the accounting function but job 
descriptions in financial division were not clear. The authorization procedure was properly 
implemented and reports for each donor produced separately.
ß Property and procurement systems. The record of fixed assets was maintained and there was 
clear separation in asset classification. But the procurement procedure and vendor selection 
process was insufficient and inappropriate.
ß Budget analysis. The variance analysis of budget deviation was inadequate and budget report 
was not well ordered. The planning for activities and fund expenditure were not structured and 
therefore it was hard for the organization to control its activities and expenditures.
The above findings showed that Sawarung was a competent organization in terms of financial 
management. The assistance provided by CSSP to improve this situation included:
ß Hands-on training by CSSP’s FMS and grant manager to ensure a clear understanding of and 
compliance with USAID-CSSP regulations and requirements. 
ß The hiring with CSSP grant funds of one new staff member with an accounting background 
who was then invited to attend financial management and QuickBooks software training held 
by Johan Malonda consulting firm. 
ß Work plan construction and management of outstanding advances. This grantee needed 
technical assistance both at the beginning of the grant and on an on going basis to help the 
grantee in its management of the program and activities.
ß Sawarung was also invited to another financial management training course conducted by 
service providers Satunama. This was broader in scope than the Johan Malonda course but it 
helped to broaden the financial staff member’s knowledge.
ß Internal policy manual development. The manual was improved following deep and intensive 
discussion with finance staff to identify weaknesses in the current system and make some 
changes such as the procedure for dealing with the networks that handle specific activities. 
The state of Sawarung’s financial management at present can be described as follows:
ß Management capability. Sawarung has now set up clear guidelines for network members 
involved in managing activities. Although networks are actively involved in program/ 
activities, the financial process and system is still centralized in Sawarung head office. 
Sawarung now on regular basis discloses its financial report to network members for 
transparency and accountability. Furthermore, the Sawarung organizational structure and is 
now better organized and gives clearer indications of responsibilities for individual tasks.
ß Financial management and accounting systems. Sawarung now has an internal policy 
manual as a guideline for staff in managing activities and funds. The financial reporting system 
has been simplified to accommodate regular transactions. 
ß Internal control. Sawarung has now built clear job descriptions for finance staff in order to 
prevent overlapping and fraud. The control aspect is not just limited to finance but also 
integrated to programmatic aspects. An independent supervisory board of three people has now 
been formed to enhance organization accountability as a network organization. 
ß Property and procurement systems. Sawarung now has a clearer system and procedure for its 
vendor selection process and now requires 3 quotations for assets procured for more than Rp 1 
70
million. The system for approval for assets purchased has also been improved and is now based 
on division request.
ß Budget analysis. Sawarung now has a work plan and monthly budget which it regards as a 
clear guideline in order to realize activities and its expenditure. The well-structured budget is 
considered valuable to control consistency implementation.
Sustainability. Sawarung had previous experience working with recognized donor agencies such as 
the Ford Foundation under AK3 institution designation which finished on March 2002. The amount of 
Ford Foundation’s grant was $168,000 (Rp 1.7 billion). Sawarung is now working with PACT for the 
program 3 months only. Further, on the upcoming September, Sawarung will obtain a direct grant 
from the Ford Foundation for a similar amount and this grant will be given directly to Sawarung not 
via another institution.
The system built has improved Sawarung’s effectiveness in managing program activities and it is now 
ready manage a direct grant. Furthermore, Sawarung has implemented a comprehensive internal 
policy manual which is partially adopted from USAID-CSSP regulations and requirements. The work 
plan and monthly budget model is now being used as basis for the overall organization’s program 
activities.
Sawarung has also transferred the improved financial system and procedure to several networks 
members and in the future, Sawarung plans to assist all of the rest of its members in order to enhance 
their capability in finance and accounting. Further, Sawarung has also introduced QuickBooks 
financial software to its members to help them generate financial reports. 
H3b. Yayasan Dian Sulawesi (YDS), North Sulawesi
During the grant development process, the management and financial capacity of Yayasan Dian 
Sulawesi was as follows:
ß Management capability. Yayasan Dian Sulawesi was a small NGO working in community 
organizing and interfaith issues in North Sulawesi area. YDS’s organization structure was 
relatively weak, with staff appointed on an ad hoc basis, imprecise job descriptions and 
frequent overlapping of tasks. YDS had some knowledge of administering USAID grants 
(working with PACT INPI for one year) but lacked competence in accounting and finance.
ß Financial management and accounting systems. Financial management standards were low, 
and financial reporting consisted only of putting together receipts and expenditure statements. 
Evidence and documents were incomplete accounting functions were performed by one person.
ß Internal control. There was no internal control in place and the approval procedure relied 
heavily on director. There was also no segregation in the function of recording, receiving, and 
payment for program and administration.
ß Property and procurement systems. The record of fixed assets was available but there was 
clear separation in asset classification. Procurement procedures and the vendor selection 
process was insufficient and improper.
ß Budget analysis. The budget report was not well structured and cost allocations were not 
planned appropriately.
The above findings showed that YDS lacked financial management capacity. The assistance provided 
by CSSP to improve this situation included: 
71
ß Hands-on training by CSSP’s FMS and grant manager to ensure a clear understanding of and 
compliance with USAID-CSSP regulations and requirements.
ß The hiring with CSSP grant funds of one new staff member with an accounting background 
who was then invited to attend financial management and QuickBooks software training held 
by Johan Malonda consulting firm. CSSP also provided technical assistance in QuickBooks 
implementation. The excel format used could not longer accommodate wide range of 
transactions and CSSP gave in house training to YDS’s finance staffs in addition to the regular 
training.
ß Work plan construction and management of outstanding advances. YDS needed technical 
assistance both at the beginning of the grant and on an on going basis to help the grantee in its 
management of the program and activities.
ß YDS was also invited to another financial management training course conducted by service 
providers Satunama. This was different in scope than the Johan Malonda course and helped 
broaden the financial staff member’s knowledge. 
ß Internal policy manual development. The manual was improved following deep and intensive 
discussion with finance staff to identify weaknesses in the current system and make some 
changes such as the procedure for dealing with the networks that handle specific activities. 
The state of YDS’s financial management at present can be described as follows:
ß Management capability. YDS now has implemented clear guidelines for district offices to run 
their programs properly. Although district offices are actively involved in program activities, 
financial management is still centralized in YDS’ head office.
ß Financial management and accounting systems. YDS now has 2 finance staff to manage the 
accounting function properly. Further, YDS now has an internal policy manual as a guideline 
for staff in managing activities and funds. The YDS financial report system has now been 
simplified to accommodate regular transactions and evidences are now better organized. 
ß Internal control. YDS has now built clear job descriptions and task segregations for finance 
staff in order to prevent overlapping and fraud. The approval system has been improved by
involving relevant staff to give authorization for transactions. 
ß Property and procurement systems. YDS now has a clearer system and procedures for 
vendor selection whereby they require 3 quotations for assets procured for more than Rp 1.5 
million.
ß Budget analysis. YDS now has a work plan and monthly budget which is regarded as a clear 
guideline in order to realize activities and its expenditure. The well-structured budget is 
considered valuable to control consistency in implementation.
Sustainability. In the coming month, YDS will take forward its financial self-reliance program by 
initiating a cattle farm business with its village constituent group.
YDS now continues to employ all USAID-CSSP financial management systems internally, and 
further YDS has introduced this system to its constituent groups ( cleaning service labor cooperatives 
and micro credit cooperatives) by conducting training. Moreover, YDS has also transferred financial 
management knowledge to other local CSO such as Lembaga Studi Pengembangan Masyarakat. 
There are also demands from several villages in Sangihe Talaud district to improve their village level 
financial management systems.
72
H3c. Dutha Tani Karawang, West Java
During the grant development process, the management and financial capacity of Dutha Tani 
Karawang was as follows:
ß Management capability. Dutha Tani Karawang was a small NGO working in farmers’ 
community organizing in the Karawang district of West Java. Dutha Tani involved some 
farmers in community organizing work. Dutha Tani’s overall management was relatively weak 
where staffs and delegation was weak, job descriptions w imprecise and task overlapping 
occurred frequently. Furthermore, Dutha Tani had no knowledge of administering a grant and 
there were no finance staff.
ß Financial management and accounting systems. Financial management was insufficient and 
reporting consisted of only receipts and evidences. Administration was performed by one 
person but he had no knowledge of accounting and finance.
ß Internal control. There was no internal control in place where the approval procedure relied 
heavily on the director and director’s instruction was regarded as unwritten regulation.
ß Property and procurement systems. There was no record of fixed assets and there was clear 
separation in asset classification and further, the procurement procedure and vendor selection 
process was insufficient and improper.
ß Budget analysis. The budget report was not well structured and cost allocation was not planned 
appropriately.
The findings showed that Dutha Tani was a vulnerable organization in terms of management and 
financial control. The assistance provided by CSSP to improve Dutha Tani’s management included:
ß Hands-on training by CSSP’s FMS and grant manager to ensure a clear understanding of and 
compliance with USAID-CSSP regulations and requirements. In the case of Dutha Tani, it took 
some time to make sure the CSO could run and administer a program properly. As a result, 
CSSP recommended that the organization recruit a capable finance staff member to handle 
accounting duties.
ß The hiring with CSSP grant funds of one new staff member with an accounting background 
who was then invited to attend financial management and QuickBooks software training held 
by Johan Malonda consulting firm. CSSP also provided technical assistance in QuickBooks 
implementation. 
ß Work plan construction and management of outstanding advances. This grantee needed 
technical assistance both at the beginning of the grant and on an on going basis to help the 
grantee in its management of the program and activities.
ß Dutha Tani was also invited to another financial management training course conducted by 
service providers Satunama. This was broader in scope than the Johan Malonda course but it 
helped to broaden the financial staff member’s knowledge. 
ß Internal policy manual development. The manual was improved following deep and intensive 
discussion with finance staff to identify weaknesses in the current system and make some 
changes such as the procedure for dealing with the networks that handle specific activities. 
The state of Dutha Tani’s financial management at present can be described as follows:
73
ß Management capability. Dutha Tani now has an improved organizational structure where staff 
are assigned based on their competence and a job description is made for each job title. An 
internal policy manual is now used as a standard operating procedure for all planned activities.
ß Financial management and accounting systems. Dutha Tani now has one bookkeeper and 
one administrative staff member to manage the accounting function properly. Further, Dutha 
Tani’s financial report system has now been established to accommodate regular transactions 
and evidences and documents are now better organized. 
ß Internal control. Dutha Tani has now built clear job descriptions and task segregation for 
finance and administrative staff in order to prevent overlapping. The approval system is 
improved by involving relevant staff to give authorization for transactions. 
ß Property and procurement systems. Dutha Tani has now clearer systems and procedures in 
vendor selection process and now they require three quotations for assets procured for more 
than Rp 1.5 million. 
ß Budget analysis. Dutha Tani now has a work plan and monthly budget which is highly
regarded as a clear guideline in order to realize activities and its expenditure. The well￾structured budget is considered valuable to control program implementation.
Sustainability. Dutha Tani had only received in-kind support from donors prior to the grant from 
CSSP. Moreover, Dutha Tani was frequently involved in managing some activities of other CSOs. 
Dutha Tani’s grant from CSSP period ends in July 2002 and it has submitted a request for a second 
grant award.
Recently, Dutha Tani has begun carrying out its financial self-reliance program by encouraging its 
farmer members to market their rice, and to do this they are applying the new system learned through 
working with CSSP. 
I. Advocacy Development Impact Findings – Performance Objective 1
I1. Introduction
The aim of CSSP’s Performance Objective 1 is to strengthen the capacity of Indonesian NGOs to 
analyze needs and policy issues; articulate recommended reforms; successfully advocate for needed 
reforms; and help ensure effective implementation of those reforms.
Civil society organizations and the civic culture they promote are instrumental in the development of 
sound government, economic growth and healthy societies. According to the Institute for 
Development Research, direct CSO policy work affects civil society and government accountability in 
several ways: 
ß Educating citizens on important civic issues and ways to access the political system.
ß Building a stronger institutional base of civil society.
ß Providing mechanisms for participation and policy change, particularly for marginalized 
sectors.
In attempting to capture the impact of CSSP’s assistance to advocacy CSOs, it is most useful to 
measure impact by gains achieved across three different dimensions: organizational capacity, policy 
space and actual impact on policies. Being able to influence policy is often used as the measure of 
success, but without the development of strong mechanisms for public participation, the ability to 
influence policy becomes the domain of the favored few. By the same token, policy victories can be 
short-lived without the development of strong CSOs able to hold government accountable over the 
long term. 
74
The organizational capacity dimension means the extent to which CSSP helped consolidate and 
expand the scope, functions, accountability and effectiveness of partner organizations (grantee and 
non-grantee alike). In everyday terms, this has meant helping CSOs develop informed constituencies, 
generate an advocacy agenda based on broad-based consensus and empirical data, formulate broad￾based strategic plans in a participatory manner, consider carefully the interests of various 
stakeholders, and other ways of expanding social capital.
The political space dimension refers to the extent to which CSSP has helped CSOs increase their 
political legitimacy and the democratic space in which they operate. This is sometimes referred to as 
“getting a seat on the table.” This entails improving the attitudes and behaviors of power elites, 
especially government, towards CSOs, and helping CSOs to cease looking at government as a 
monolithic body incapable of changing for the better. It involves expanding the ability of CSOs to 
gain and exercise power in a responsible manner so that they can hold government (not distinguishing 
between local and national government) accountable and influence its policies. This includes the 
ability to write position papers, draft regulations and laws, take part in public hearings and intelligent 
discourse, and others.
Finally, measuring actual policy changes at the policy dimension looks at how CSSP has helped its 
partner CSOs achieve favorable policy or legislative change at either national or local levels.
I2. Advocacy Development Impact Findings
In its first 2½ years of implementation, CSSP has taken three general tracks in helping CSO partners 
become better and more effective advocates. First, CSSP chose to support specific sectoral issues in 
collaboration with USAID and provide assistance to specific CSOs or coalitions of CSOs engaged in 
these issues. Assistance came in the form of funding support to hold events and technical assistance in 
the development of the strategic advocacy agenda. Second, CSSP provided technical assistance 
through advocacy training and the dissemination of information on good Indonesian practices and 
lessons in advocacy. Third, CSSP helped partner CSOs assess their advocacy capacity and refine their 
advocacy plans through facilitated and highly participatory workshops called Participatory Advocacy 
Capacity Self-Assessment (PACSA).
A random sampling of CSOs that have received advocacy assistance from CSSP revealed a plethora 
of achievements in all three dimensions of advocacy development. 
I2a. Organizational Capacity Dimension
Impacts in this area of advocacy development have included:
ß The development of a guidebook on decentralization and the role of NGOs – and the holding of 
workshops on this subject in Bengkulu, East Kalimantan and West Java – were both timely and 
useful. Leksip, for example, used the book to develop training modules to educate the labor 
sector on this important issue. Yapemas used the book as reference to provide its farmer 
constituents with information on decentralization and to train local activists in facilitating 
village meetings.
ß CSSP’s support of a series of discussions and workshops on the energy subsidy issue in Riau, 
East Java and East Kalimantan increased public awareness of the country’s energy policy, a 
subject that affects all Indonesians but was thought of as an “unreachable” national issue. In 
Surabaya, a series of discussions and seminars on the issue prompted the electronic media, 
particularly local radio stations, to feature the energy subsidy issue in their programs. 
Participating NGOs from East Java also disseminated information to their network members, 
while Kaliptra in Riau used their regular newsletters and bulletins to inform village 
75
communities about the issue. The result is a better understanding of the removal of energy
subsidies and greater community involvement in this issue in several regions.
ß CSSP support helped the Konsorsium Pembaruan Agraria (KPA) gather important inputs from 
various stakeholders (NGOs, farmer’s organizations, labor unions, academics, parliament 
members, adat communities and others) in reviewing their draft bill on agrarian reform and 
farmers’ rights. 
ß The development of an advocacy casebook helped participating organizations appreciate the 
strengths as well as recognize the weaknesses of their advocacy work. LAAI in North Sumatra 
and YLKI in Jakarta, for instance, learned that they needed to involve their constituents in 
developing their advocacy agenda—a simple enough lesson that unfortunately is often 
overlooked. Activists from YDS in North Sulawesi now actually live in the villages they are 
helping so that they can have better understanding of their constituent’s needs and priorities and 
jointly develop plans.
ß The PACSA workshops, an activity that was started in October 2001 and is expected to 
continue in the foreseeable future, has proven to be highly successful in helping CSSP’s CSO 
partners appreciate the value of building an informed and involved constituency as well as 
identify their advocacy needs. PACSA also helped them better understand the development 
problem they want to address and the various stakeholders involved, and helped refine their 
advocacy agenda and strategic plans. Since attending PACSA, Walhi in Central Sulawesi has 
replaced top down decision-making with a bottom-up approach paying careful attention to the 
articulated needs of the community as the basis of planning. Elpera in Papua now discusses 
every plan with members and constituents. BDN in Pasuruan held a PACSA workshop 
facilitated by PO 1 staff and for the first time realized the role that various stakeholders play in 
supporting or opposing their agenda of advancing the rights of marginal fisherfolk. As a result 
of PACSA, West Java Corruption Watch strengthened its relationship with its network 
members and successfully developed a joint plan.
ß CSSP’s leadership of the donor support group that is helping a coalition of NGOs advocate 
more participation in the formulation of laws and regulations was instrumental in helping the 
coalition appreciate the importance of political mapping and the need to form a broad-based 
coalition that genuinely represents multi-sectoral interests. Previously, it was composed mainly 
of Jakarta-based NGOs.
I2b. Political Space Dimension
Impacts in this area of advocacy development have included:
ß CSSP advocacy support has resulted in the broadening of democratic space and encouraged 
critical collaboration between civil society and the government. The discussion of the 
opportunities presented by decentralization for greater public participation in governance 
prompted Yapemas in West Java to change its method of advocacy from confrontational to 
collaborative. This change was recognized by the local government and Yapemas was asked to 
participate in drafting several local regulations.
ß CSSP’s support of energy subsidy activities enabled Kaliptra in Riau to submit a position paper 
to the governor, Bupati of Rokan Hulu District and the local office of the Ministry of Industry 
and Trade. The Bupati of Rokan Hulu used the position paper as reference in the prioritization 
of development projects in the district. At the national level, MPR members accepted the 
invitation of KPA to attend the review of their draft bill on agrarian reform and farmer’s rights 
and provided valuable inputs. 
76
ß After participating in PACSA, SPEKHAM in Solo began to share information on domestic 
violence with the local police and prosecutors and not just its network members. Based on the 
analysis they conducted during their PACSA workshop, which included careful consideration 
of the key problem, stakeholders, political and legal environment, YBML in Balikpapan came 
up with key points that became the basis of their position paper on the management and 
protection of the Wain River Protected Forest. This position paper was made into a draft perda 
(local regulation) and was jointly reviewed by local government officials, Wain River 
community representatives, academics and YBML activists. The draft was later submitted to 
the DPRD as a DPRD-initiated draft.
ß The PACSA workshop of Dalas Hangit in Banjarmasin, South Kalimantan, made interaction 
among labor groups, local business associations and the local office of the Ministry of 
Manpower possible. The Ministry even agreed to use the results of the workshop as the basis 
for their next annual plan. The advantages of having interaction with government was also seen 
by AMAN in Balikpapan where a constructive dialogue took place between fisherfolk, local 
government officials and the local office of the Ministry of Fishery.
ß After undergoing PACSA, Yayasan Dian Sulawesi in Manado realized that aside from focusing 
on grassroots empowerment, they needed to help the community engage with local the local 
government if they were to be effective in having their voices heard. They successfully 
arranged weekly meetings between members of the community, the Kepala Desa and the BPD 
(Village head and council, respectively). They also opened opportunities for dialogue at the 
Kecamatan level.
ß The CSO coalition advocating on the Foundation Law – brought together and facilitated by 
CSSP – was successful in “getting a seat on the table.” One of their members was invited to 
participate in the formal DPR deliberations and the Coalition actually managed to get an 
audience with President Megawati to present their views on the subject.
I2c. Policy Change Dimension
After just 2½ years, a number of CSSP partners have successfully influenced policy at both local and 
national levels. Impacts include:
ß As a result of Kaliptra’s position paper on the energy subsidy issue, the local office of the 
Ministry of Industry and Trade formed a team to monitor the prices of fuel and basic 
commodities. It also influenced the Bupati of Rokan Hulu to bring much needed infrastructure 
to the villages.
ß LAAI in North Sumatra convinced the Governor of North Sumatra to produce a local 
regulation banning the hiring of children as laborers in fishing platforms. Dutha Tani applied 
the lessons learned from PACSA in handling a case where oil spillage from Pertamina (the 
national oil company) contaminated rice fields in Karawang. They facilitated negotiations 
between the farmers, local government and Pertamina, and reached a settlement that was 
acceptable to all parties.
ß Having made interaction among labor groups, business associations and Ministry of Manpower 
officials possible, Dalas Hangit in Banjarmasin further succeeded in getting them to agree on a 
joint course of action for solving labor problems. AMAN in Balikpapan similarly succeeded in 
getting fisherfolk, local government officials and officials of Ministry of Fishery to agree to a 
joint plan of action.
ß The issuance by Indonesia’s People’s Consultative Assembly (MPR) Provision No. IX, 
November 2001, “Concerning Agrarian Renewal and Management of Natural Resources” is a 
significant breakthrough. The provisions of this MPR decree closely mirrored the important 
77
issues raised by KPA in their draft law. It is one of the most important examples of CSOs 
successfully influencing the passage of national-level policy.
I3. Advocacy Impact Conclusions
Given the context in CSSP’s advocacy mandate is being realized, the above projects illustrate quite a 
significant impact for this performance objective. During its first half of implementation, CSSP has 
greatly strengthened the ability of Indonesian CSOs to analyze needs and policy issues and articulate 
recommended reforms. The achievement in the “increasing political space” through successfully
advocating for needed reforms, has been more modest, but realistic given the brief program period.
I4. Detailed Advocacy Development Impacts
CSSP’s detailed advocacy impacts are presented below, organized by the following eight major 
activities:
ß Decentralization ß Advocacy Case Book
ß Energy subsidy policy ß PACSA
ß Agrarian reform ß Foundation Law
ß Farmer NGO and CSO networking ß Legislative process bill
I4a. Decentralization
Objective. To provide a guidebook for CSOs on the process of decentralization and the possible role 
for civil society within this process. A series of four workshops in three cities (Bengkulu, Garut in 
West Java and Samarinda in East Kalimantan) was conducted where the book was tried out as a 
reference. These were followed by a fourth workshop on ToT for village meeting facilitators in Garut.
Impact. Organizations who used the book found it quite a useful resource, as it provides in-depth 
analysis on decentralization. It was also useful to academics since not much has been published on 
this subject to date.
Other CSSP partners have also found this book helpful. The book has been used by Leksip in East 
Kalimantan as a reference in developing training modules on civic education for labor community, in 
discussions on decentralization with labor unions, as well as in doing assessment for community 
empowerment program. KBHB, on the other hand used the book as a reference in providing inputs to 
the local government. Yapemas also used the book as a reference in providing information on 
decentralization to local farmers, and in training local activists on facilitating village meetings. 
According to Pak Harry Haryono of the Golkar faction in DPRD Garut, the change in Yapemas’ style 
of advocacy, from confrontational to cooperative has been viewed positively by the local government. 
This is proven by the fact that Yapemas has been involved by the Garut government in preparing local 
regulations. So far, 11 such regulations have been discussed with the CSO.
I4b. Energy Subsidy Policy
Objective. For this activity, CSSP acted under the directive of the USAID Energy Analysis and 
Policy Office, which has been assisting the Ministry of Mining and Energy in energy policy analysis. 
The objective was to bring CSSP’s partners into energy policy discussions, thereby ensuring some 
level of civil society participation on this important issue. The aims were to spread information on the 
relationship of fuel price increases to energy subsidy reductions, gather information and community 
responses on the impacts of the price increases, and provide space for the people to interact with the 
government on energy policy. 
78
Activities. As follows:
ß Series of village discussions, a series of radio talk shows, and a seminar on 
ß energy policy in Riau. 
ß Series of focused group discussions in three kabupatens in East Java followed by a workshop 
on energy subsidy policy. 
ß One-day seminar-workshop on energy subsidy for urban poor women in Surabaya. 
ß Workshop for NGOs on energy subsidy policy in Samarinda, East Kalimantan.
Impact. At the beginning of the workshops, there was a tendency among participants to think that 
energy policy was an unreachable national issue and that fuel prices should not have been increased. 
However, after the resource persons from USAID-EAPO shared information on the nature of un￾renewable energy and the relationship of subsidies to fuel prices, this stance gradually softened.
One of the impacts of this activity has been an improved public awareness of energy policy matters. 
Local media representatives at the workshops took the initiative to further educate the people by 
addressing the subsidy issue in their local radio programs. These activities were not suggested or 
funded by CSSP, but arose purely from their own initiative.
After the East Java event, participating CSOs disseminated information to their network members. For 
example, Kaliptra in Riau disseminated subsidy information to village communities through their 
existing media (leaflet, bulletin). Kaliptra further submitted the results from village discussions as a 
position paper to the governor of Riau, the bupati of Rokan Hulu district, and the local office of the 
Ministry of Industry and Trade. This last office formed a watchdog team to monitor fuel and daily 
goods prices. Meanwhile, the bupati used the position paper as part of his reference in making the 
decision on building the road to the village. Local community in Riau formed an alliance called 
ARAK (Aliansi Rakyat Tolak Kenaikan Harga BBM – The People’s Alliance to Reject Fuel Price 
Increases). 
I4c. Agrarian Reform
Objective. To gather inputs from multiple stakeholders (NGOs, farmer organizations and unions, 
academics, parliament members, indigenous communities) in reviewing the drafts of MPR’s decree 
on agrarian reform and farmers rights bill. CSSP arranged a national conference on Agrarian Reform 
and Farmers Rights, and a national seminar-workshop on Agrarian Reform.
Impact. The draft used for the MPR’s decree resulted from the two national meetings and was 
submitted by KPA to the MPR. Most of what was suggested by this CSO in its draft was accepted in 
the final decree, known formally as TAP MPR No. IX/2002. This decree and its provisions were the 
result of four years of advocacy effort by a nationwide network. CSSP was not the only sponsor for 
this success; it took part only in the last phase of the effort. However, the two events supported by 
CSSP jointly with other donors made significant contributions to the enactment of the decree.
In a separate activity dealing with agrarian reform, farmers rights bill reviewed and discussed in the 
national conference is now in the process of “getting socialized” to a wider range of farmer 
communities in villages throughout the country, in order to build a broader grassroots public support. 
A number of CSSP partners play important roles in this regard. Among them are Yayasan Pendidikan 
Rakyat Indonesia (YPRI) and Serikat Tani Merdeka (SETAM) in Yogya, KBHB in Bengkulu, 
PUSBBIK in Lampung, Yayasan Dian Rakyat in Manado, Dutha Tani in Karawang.
I4d. Farmer NGO and CSO Networking
79
Objective. To facilitate networking among farmer NGOs and CSOs to share experiences and 
exchange information. CSSP arranged two 2-day roundtable meetings in April and August, 2001, 
attended not only by CSSP partners dealing with farmer issues, but also by other relevant CSOs.
Impact. The primary impact of this assistance has been increased cooperation and exchange among 
participating civil society groups, of which there are numerous examples:
ß KBH Bengkulu maintains information exchange with IPPHTI, a farmer’s integrated pest 
management association. KBH Bengkulu also collaborated with YPRI in Yogyakarta (another 
CSSP grantee) to provide training for farmer organizations and unions in Bengkulu.
ß YPRI helped Dutha Tani implement its program in West Java and later assisted Spektra with its 
strategic planning workshop and training of trainers for irrigation users and farmers association; 
Later this year, YPRI will organize coordination meeting with other farmer CSOs from 13 
provinces to develop modules for farmers training and will hold a training of trainers
ß Duta Awan in Solo, Central Java, exchanges information with YPRI in Yogyakarta and Spektra 
in Surabaya and has collaborated with KBH Bengkulu on participatory monitoring activities.
I4e. Advocacy Case Book
Objective. The primary objective was to document success stories as well as failures in advocacy 
while providing the opportunity to 11 participating organizations to reflect on their advocacy 
performance and learn how to document their results. Interventions consisted of a series of 
participatory workshops on research design, data and information gathering, story writing, and 
reviewing for 11 advocacy cases.
Impact. All participating organizations agreed that this activity was helpful at many levels. It was a 
valuable mechanism to reflect on past advocacy efforts and learn lessons. For example, LAAI in 
North Sumatra realized they had not involved their constituents enough when planning their advocacy 
program, resulting in a “mis-targeted achievement.” On the one hand, the advocacy was considered 
successful because it made the Governor of North Sumatra issue a regulation to ban fishing platforms 
from employing children. But on the other hand, the children simply moved from working on fishing 
platforms to working on plantations. 
YLKI, the nation’s leading consumer advocacy organization, realized that what they had done to 
advocate for electricity price cuts was not a class action as they had thought, because they had not 
involved the actual consumers in their approach. Dria Manunggal, a Yogya-based group that helps 
disabled persons, liked the participatory research method because it accommodates constituents’ 
thinking. They are now in a position where they can formulate program jointly with their constituents. 
The process transferred the practical skills of documenting experience and provided tools on 
participatory advocacy planning through the empowering mechanism of peer learning.
Activists at Humana have applied the techniques they learned to their column in the local newspaper 
and their own journal. Realizing the need for participatory programs, Yayasan Dian Sulawesi now 
applies a live-in method, through which its activists are requested to live in the villages they work on 
during the assessment and planning phases of their program. This helps give the activists an 
understanding of village conditions so they can help villagers make their development plans more 
effective.
I4f. Participatory Advocacy Capacity Self-Assessment (PACSA)
Objective. The purpose of PACSA is to provide an opportunity for CSOs to assess their advocacy 
capacity in a manner that involves their constituents and other stakeholders. PACSA also provides a 
mechanism through which an organization’s advocacy plan can be refined.
80
Adapting the Advocacy Case Book writing process, PACSA started as a mixed group event where 
CSOs were invited to share experiences and hold self-reflection sessions to explore how they had 
carried out advocacy efforts. CSSP held this group workshop in three batches. The first two were 
facilitated by the NGO INSIST and attended by 31 partner CSOs (two activists from each 
organization). The third was facilitated by the CSSP advocacy team itself and attended by five civil 
society partners in East Java (again, two participants from each). CSSP later adapted the mixed group 
process into individual organizational advocacy assessments facilitated by CSSP team members. To 
date, 11 organizations have gone through this secondary individual PACSA process.
Impact. PACSA has helped participating CSOs systemize their advocacy plans and make them more 
based on objectives. Additionally, most participants indicated that the networking exposure through 
PACSA proved useful. They learnt much from the process of examining from experiences of other 
CSOs. Examples of PACSA impacts for CSSP partners include the following:
ß Dutha Tani in West Karawang applied the participatory method learned in PACSA to handle 
the case of oil contamination in an area of paddy fields in Karawang. The CSO was successful 
in getting the farmers, oil company (Pertamina), and local government to resolve the problem 
and reach an agreement on reimbursement for the contaminated land.
ß For Walhi in Central Sulawesi, the participatory method they learned in PACSA stimulated 
them to make group decisions, whereas before, they used to have decisions made by the 
“leader” or a “figure” in the organization. It also changed their approach in making the 
advocacy plan, from self-planning to community needs based approach.
ß Elpera in Papua now discuss every plan with all members and constituents, whereas before, 
they tended to work individually by departments within the organization.
ß Mitra Dieng in Central Java got inputs from its farmer NGO colleagues attending PACSA for 
its future advocacy model.
ß SPEKHAM in Solo is able now to share information and knowledge with the local police 
office, local prosecutors, as well as its network members on violence against women issue.
ß For Bumi Darun Najah in Pasuruan, PACSA process has opened the horizon of their 
constituents (local fisher folks) in seeing advocacy.
ß YBML in Balikpapan used the result of PACSA as an outline for their position paper to the 
local parliament on community based protected forest management. 
ß Dalas Hangit in Banjarmasin had an opportunity of having labor groups interact in the PACSA 
with local business association as well as local office of Man Power Ministry. The stakeholders 
managed to agree on solutions to labor problems in the area. The representatives from local 
office of Man Power Ministry (Dinas Tenaga Kerja) would use the result of PACSA as their 
input to their board for their next annual plan.
ß This opportunity for multi stakeholder interaction was also felt by Aliansi Masyarakat Adat dan 
Nelayan (AMAN) in Balikpapan, where they have local fisher folks discuss fishing issues with 
local government officials (Lurah, Camat) and local office of Fishery Ministry (Dinas 
Perikanan), and come up with a joint plan.
ß West Java Corruption Watch felt its relationship with its network members becomes stronger as 
they now communicate more frequently. They now have a joint plan, which was discussed, 
refined, and made more strategic during the process of PACSA.
81
I4g. Foundation Law
Objective. To provide the opportunity for civil society and the public to be informed about the 
Foundation Law bill, obtain public input to the bill and propose an alternate CSO version of the bill to 
the Parliament. To achieve this objective, CSSP supported the following activities:
ß National meeting among 80 CSOs from around the country
ß Series of radio and television talk shows
ß Series of regional meetings among CSOs
These activities were jointly supported by CSSP and the Ford Foundation financially, and by NDI, 
which provided technical assistance.
Impact. The advocacy itself was considered by the CSOs as failure, because from six main points 
they proposed in their draft bill, only one was accommodated into the law, which was passed in 
August 2001. However, the CSO coalition held an evaluation workshop where they discussed (along 
with the supporting agencies) what might have caused the failure, what went wrong, and lessons 
learned. At the same time, the creation of the coalition itself and its operation was a significant impact 
collectively and for each CSO member. Indeed, this experience has led to the development of 
subsequent coalitions, including one formed to advocate on the Legislative Process bill (see below).
I4h. Legislative Process Bill
Objective. To provide the opportunity for civil society and the public to be informed about the 
Legislative Process bill, obtain public input to the bill and propose an alternate CSO version of the bill 
to the Parliament. CSSP, AusAID, The Asia Foundation, TIFA and NDI are jointly funding a strategic 
planning workshop for this coalition to be held in July 2002.
Impact. Learning from the experience of the CSO coalition that advocated for the Foundation Law, 
the support group suggested that the strategic planning workshop involve a wider range of 
stakeholders. It was essential to have the bill known and understood by the public, as the essence of 
this advocacy is to press for a legal guarantee for public participation in every legislative process. 
When asked about what change the NGO coalition feels with this advocacy now (compared to the 
Foundation Law advocacy), the coordinator said that they prepare the plan better now. CSSP’s 
advocacy specialist helped raise other people’s awareness of the bill, particularly informing 
participants of and in various local events in many places, and linked them to the NGO coalition in 
Jakarta.
Responses have come from local NGOs. A journalist organization in Solo has developed a network 
with academics and NGOs from Yogya, Solo and Semarang (Central Java area) to review the bill. 
They have been introduced to the coordinator of the coalition. A national forum of community 
participation has also expressed interest in advocating the bill. A participatory strategy must be 
developed with the coalition to accommodate initiatives from other networks such as the one in 
Central Java and the community participation forum.
J. Management and Capacity Building Impact Findings – Performance Objective 2
J1. Introduction
The goal of this CSSP performance objective is to improve the ability of Indonesian CSOs to plan, 
administer and manage their activities and resources. To accomplish this, CSSP has implemented 
capacity building interventions for a wide range of partners, including existing and potential grantees. 
While the approach has changed over time, what stands out is the way CSSP has increasingly been 
able to develop innovative practices to assist its partner organizations. These include the Health Card, 
the MIRPP process, and the capacity building website – all of which are described in this Assessment. 
82
CSSP has also trained its grantees in financial management and reporting for USAID. These grant￾related capacity interventions are presented in separate sections of this Impact Assessment report.
Some of the impacts of CSSP’s capacity building program have been on the grant development 
process within CSSP. The use of the Health Card, for example, has enabled grant managers working 
with partner CSOs to better diagnose problem areas in CSO management, and lead them to either 
initiate capacity building interventions or in two cases to decide not to pursue a grant proposal further. 
It is important to note that groups that have benefited from CSSP support include all CSSP’s current 
and pending grantees, most USAID/CPT direct grantees and other strategic civil society partners.
J2. Organizational Self-Assessment 
During the first two years of CSSP, more than 60 CSOs (24 at Satunama, 20 at an organizational self￾assessment workshop with Walhi Central Sulawesi and its network of CSOs, 20 at an organizational 
self-assessment workshop with Walhi East Java, and another 6 done on individual basis with grantees 
and non-grantees) were given training and hands-on experience in organizational self-assessment.
This learning process allowed the CSOs to focus on strengths and weaknesses and provided a basis
for next steps in capacity building, including in many cases strategic planning. Feedback from 
grantees indicates that they have used their self-assessments to identify institutional strengths and 
weaknesses and that this information has been instrumental as they develop their organization and 
program plans.
J3. Strategic Planning
Strategic planning has been a key program focus and CSSP has facilitated and trained more than 50 
Indonesian CSOs through strategic planning processes (24 at training for trainers (TOT) for strategic 
planning at Satunama, 20 at an organizational self-assessment workshop with Walhi Central Sulawesi 
and its network of CSOs, and another 10 done on individual basis with grantees and non-grantees). 
TOT for strategic planning was offered to 44 CPT and CSSP grantees. Yayasan Satunama (Methodius 
Kusumahadi who is the most experienced strategic planner in Indonesia and arguably the best trainer) 
provided TOT for strategic planning to 24 CSOs. Yayasan Rumpun Bambu (Aceh) Director Mr. 
Sanusi has used the TOT in developing a strategic plan for his CSO and in assisting 2 other CSOs in 
Aceh to develop their strategic plans.
Whenever strategic planning takes place, CSSP encourages CSO staff members to learn about 
facilitating strategic planning from the facilitator. CSSP has also encouraged potential strategic 
planning facilitators to join strategic planning workshops that are underway in their area (MISPI and 
FPHAM strategic planning sessions were facilitated by Methodius and CSSP was able to convince 
Walhi Aceh and YBRI to send apprentice strategic planning facilitators to learn with him.)
CSSP has also been involved in the development and promotion of financial strategic planning (a 
concept developed by The Nature Conservancy) in Indonesia. We developed training modules and 
brought staff members from 24 CSOs to a 5 day training on how to conduct strategic financial 
planning. As a follow on to this, CSSP conducted strategic financial planning for Walhi Central 
Sulawesi and 20 CSOs in its network. This financial strategic planning workshop was rated highly by 
participants and anecdotal evidence suggests that this has been a big help to Walhi Central Sulawesi. 
J4. Program and Resource Management
CSSP’s capacity-building program has helped strengthen more than 50 CSOs through training courses 
and workshops on issues identified by the CSOs themselves (following consultation with more than 
83
100 CSOs), including human resource management, financial management, financial self reliance, 
conflict resolution, social movement analysis and policy analysis.
CSSP grantees have also been able to increase their capacity in terms of program and resource 
management through their direct access to grant management and administrative support from CSSP 
team members, including information technology.
J5. CSO Networking
In addition to the networks resulting from the training offered at Yayasan Satunama in 2001, CSSP 
has developed two new initiatives that are also aimed at supporting networks of CSOs. Both are 
“tools” that are aimed at strengthening the ability of CSOs and CSO networks to help themselves. One 
is a system for empowering local CSOs and promoting self help while the other is ICT based. Both 
are aimed at sustainable capacity building. 
84
Matching Issues Resources People and Priorities (MIRPP). MIRPP is a systematic approach to 
matching and prioritizing issues or needs with resources or cash and people or technical skills. MIRPP 
has been devised in order to maximize the use of and strengthen local capacity building resources so 
that:
ß Capacity building should and will continue without external funding to support it. It is this 
continuity that MIRPP hopes to engender.
ß Dependence on outside assistance is reduced through coaching, apprenticeship and training of 
trainers whenever possible.
ß Local service providers are empowered, strengthened, encouraged, funded and used. 
ß Full commitment of CSO partners is gained through their direct participation in the capacity 
building process for themselves and other organizations in their network.
The MIRPP process is still very much a work in progress, however it is becoming clear that grantees 
in the pilot study in East Java have welcomed the opportunities to ‘Match Issues, Resources, People 
and Priorities’ in this way. Some partners have already reported follow-up work as a result of the 
MIRPP process in May 2002, specifically:
ß PRIMA has invited colleagues from LPKP to assist as resource people for their village 
governance training program in Ngawi, East Java. 
ß PPOTODA has provided technical assistance to Bina Swagiri and the Forum Komunikasi BPD 
in Tuban, sharing ideas and materials on the regulatory framework of the village in East Java.
CSSP is also focusing on information and communication technology. In order to support networking 
and capacity building via the Internet, CSSP has been instrumental in bringing together partners from 
the private and NGO sectors to develop the capacity building website, http://www.cbngo.or.id. The 
website is in the early stages of development, but already impact is evidenced by the extent to which 
energy and resources have been tapped without major commitment of funds from CSSP. There are 10 
Indonesian and international CSOs providing human resources to develop the concept, the website 
and to obtain funding. The goals of this the Internet-based CSO Learning Center are to:
ß Make key capacity building documents and tools available to the CSO community in Indonesian.
ß Provide free access to capacity building tools and information for Indonesia CSOs.
ß Interchange where information about upcoming events and training can be stored.
ß Networking center across sectors and geography. 
K. Financial Self-Reliance Impact Findings – Performance Objective 3
K1. Introduction
Contractually, CSSP’s mandate in terms of financial self-reliance (FSR) is to ensure that:
“Designated Indonesian NGOs will be able to apply for and secure grant funding for the 
pursuit of their democracy-promotion activities from international donors and local 
sources. In addition, Indonesian NGOs will plan to (raise) and (will) raise funds through 
individual and institutional donations and other income-generating activities.”
Most advocacy NGOs have minimal or no sources of external funds other than grants from foreign 
donors. Apart from the need to diversify sources of international donor funding, which will decrease 
as Indonesia stabilizes, the long-term viability of CSSP’s partner organizations will depend on their 
ability to mobilize alternative sources of funding.
85
When CSSP started in 1999, awareness of FSR principles and appreciation of their importance among 
Indonesian CSOs were low. From initial interactions with CSOs, team members found that:
ß Upgrading skills in FSR was not prioritized by CSOs in the process of building their capacities.
ß FSR did not figure prominently in the strategic plans of CSOs.
ß There was an absence of literature – most notably, Indonesian literature – on this subject.
ß With the exception of some larger CSOs, there was generally dependence on a single donor.
ß Receiving funds from government or the private sector was seen as a form of cooptation and 
thus viewed with much skepticism.
ß Skills were lacking in proposal writing and knowledge of donor requirements.
CSSP has carried out several activities to address these conditions and promote the development of 
more sustainable CSOs. And while the main benchmark of CSSP Performance Objective 3 is only 
self-reliance defined by a diversified and sustainable funding base, there is a range of intermediate 
steps that organizations have to attain before reaching this ultimate objective. The impact of CSSP’s 
activities can therefore be best measured using the following path of FSR development:
1. Developing an awareness about the importance of FSR and various approaches.
2. Organizational consensus reached that FSR should be a major goal.
3. Inclusion of FSR objectives in the organizational strategic plans.
4. Implementation of FSR activities.
5. Attainment of FSR through earnings or resources mobilized as a result of planned activities.
There may be some exceptions, but in general the parameters above are linked in a linear fashion. As 
a rule, progress can be seen as movement from level 0 (the level largely encountered by CSSP upon 
the start of this project) to level 5. 
K2. Overall Impacts in CSO Financial Self-Reliance
CSSP has supported a wide range of technical assistance, training, workshops, publications and other 
activities to raise awareness of the importance of FSR among Indonesian CSOs. 
CSSP’s intervention to date has concentrated on awareness raising through training and technical 
assistance for the development of concrete resource mobilization plans. During this first 2½ years, 
CSSP facilitated access to FSR and FSR-related training for more than 60 CSOs, plus provided direct 
technical assistance to another 10 grantee partners. Given that these participants also include a number 
of network or umbrella organizations, the distributed impact far exceeds the CSOs referenced here. 
In some instances CSSP enabled CSOs to attend external training opportunities. For example, as a 
result of sending nine individuals from four influential Indonesian CSOs to the 2000 8th Asia Pacific 
Fundraising Workshop in the Philippines, the participants not only gained awareness of FSR, but 
some also began to train others in self-reliance principles upon their return. For example, ISAI 
subsequently held a similar workshop intended for organizations within its own CSO network. 
The follow up 9th Asia Pacific Fundraising Workshop in Bali last year had similar impacts and a 
number of CSOs credit the workshop with helping them executive initial fundraising functions. 
Spektra expanded its network and directly contacted numerous fundraising case studies presented by 
other participating organizations. Furthermore, they also teamed with corporate sector partners 
(namely PLN-Gresik and PT. Petro Kimia) plus a government agency, DOLOG, to operate projects 
and render consultancy services.
In addition to facilitating access to FSR training, CSSP has itself trained grantees own and USAID 
partners. The Surabaya FSR training for East Java CSOs helped Lakpesdam NU, Yamajo, LBH 
Surabaya, YPSDI and LKM-Media Watch each formulate an action plan for resource mobilization. 
86
Similarly, CSSP provided in-house short-term training for LBH (Legal Aid Foundation) branches 
from Jakarta, Semarang and Yogyakarta. Subjects included proposal writing and “How To Approach 
Donors.” This training session improved the abilities of these LBH branch offices to develop their 
own independent proposals to donors, thereby helping LBH implement a decision to decentralize its 
fundraising functions to its branches. 
An activity holding significant future impact is CSSP’s work on developing corporate philanthropy in 
Indonesia. The goal is to prepare conditions that are conducive for CSOs who are looking for local 
sources of funds when the time is appropriate. Working with a support group that includes Ford 
Foundation, The Asia Foundation, Indonesia Business Link, Partnership for Governance Reform, 
Koalisi Untuk Indonesia Sehat and the Rio Tinto Foundation, CSSP helped organized a very 
successful meeting of chief executive officers and president directors in April. 
This meeting – aptly called the “CEO to CEO Meeting on Corporate Social Responsibility” –
reaffirmed the importance of philanthropy to their companies’ interests. More important, concrete 
next steps were planned by the CEOs themselves. To enhance networking and idea sharing, these 
executives decided to organize a corporate social responsibility showcase event on July 10. Each 
CEOs pledged to bring five new CEOs to this event. BP Indonesia offered its office space; Shell 
volunteered to organize the event; and PT Sigma Cipta Caraka volunteered its personnel. The larger 
group also agreed on the need for periodic meetings on this subject.
This CEO meeting is an initial, but very important step towards the long-term goal of developing 
corporate philanthropy as an alternative source of funding for Indonesian CSOs. An excerpt from the 
CEO participant statements sums it up best:
“The private sector may benefit by investing in the alleviation of poverty and illiteracy, 
and the promotion of democracy as a way to create stable and profitable markets. 
Poverty, illiteracy and repression create an unstable, high-risk business climate.”
K3. Detailed Financial Self-Reliance Impacts
With CSSP just midway through its own program, expectations and contract benchmarks for realizing 
this performance objective are modest. CSSP has had the greatest impact at the level of awareness 
raising for CSOs that have participated in CSSP-supported events. Indeed, most CSSP grantees have 
been exposed to the concepts of FSR and are aware of its implications.
Nonetheless, there have been a number of notable achievements where CSOs have developed FSR 
plans and begun implementing them. The Impact Assessment Team telephoned a representative 
sample of individuals participating in these activities and events to learn how they have used their 
new knowledge. A detailed assessment of impacts – sorted by CSSP activity – is presented below.
K3a. Raising Awareness through Workshops, Trainings and Seminars
8th Asia-Pacific Fund Raising Workshop. As an initial effort to raise awareness, CSSP sent eight 
participants to the 8th Asia Pacific Fundraising Workshop held in Manila in March 2000. These 
participants represented influential Indonesia CSOs: ISAI, LP3ES, YLKI and Pakta. In addition, three 
staff from CSSP and USAID/CPT attended. In all, 29 other Indonesians participated in the workshop, 
which was attended by 150 people from around the Asia Pacific region.
In Manila, CSSP participants not only gained awareness of the importance of FSR, but some also 
began to train others in FSR principles. For example, ISAI subsequently held a similar workshop for 
organizations in its CSO network. Similarly, Pakta subsequently developed FSR training modules that 
they now use to strengthen other CSOs. Graph 1, below, depicts the extent of FSR development that 
has been achieved by the CSOs that took part in the Manila workshop through CSSP.
87
The 8th APFRW - Manila
0
1
2
3
4
5
ISAI (2)
LP3ES (2)
YLKI (2)
LP3ES Mataram
PAKTA
Impact
Graph Key:
1. Awareness raised
2. Consensus achieved re: FSR importance
3. FSR strategic plan developed
4. FSR plan implemented
5. Greater self-reliance attained
ISAI financial sustainability and fundraising training program. The next FSR opportunity was 
this training program organized by ISAI. Twenty-four came from 14 ISAI network members around 
Indonesia. ISAI successfully produced the FSR training modules itself for this program. 
Konferensi LSM/Ornop Advokasi se-Indonesia (Indonesian Advocacy NGO Conference). This 
was a national conference, where participants from 130 advocacy organizations discussed “The 
Strategies, Roles and Sustainability of NGOs in Indonesia.” The conference was organized and 
funded by Pact, with additional financial aid from CSSP. CSSP was responsible for leading the 
important theme of financial self-reliance at this conference, and the FSR team addressed this issue in 
the plenary session. This was followed by a session for interested parties, which functioned similarly 
to a workshop. Fifty people attended this smaller session by CSSP specialists to explore alternatives 
for achieving financial self-reliance.
Sawarung financial sustainability training. Sawarung is an umbrella organization for a range of 
Bandung-based advocacy CSOs. This training session was arranged in response to the organization's 
request – an uncommon occurrence among advocacy CSOs in Indonesia. Skills and expertise were 
received by 25 participants from 11 leading CSOs in Bandung 
9th Asia-Pacific Fund Raising Workshop. CSSP supported staff from 15 partner CSOs for this 
international conference held in Bali in April 2001. A number of the participants credit the workshop 
with helping them execute initial fundraising functions. For example, LKiS-Yogyakarta created a 
publishing company after returning from this workshop. Spektra made the most spectacular progress 
by grabbing opportunities available in this workshop. This CSO expanded its network and directly
contacted numerous fundraising case studies presented by other participating organizations. They also 
teamed with corporate sector partners PLN-Gresik and PT. Petro Kimia and the government agency 
DOLOG to implement projects and provide consultancy services.
Graph 2, below, depicts the extent of FSR development that has been achieved by the CSOs that took 
part in the Bali workshop through CSSP.
88
The 9th APFRW - Bali
0
1
2
3
4
5
LKiS
Yay. SET
PUSSBIK
KOAK Lampung
Foker LSM Papua
Yay. Dalas Hangit
Walhi Sulteng
WALHI Sumut
Walhi Nasional
LBH Yogyakarta
Koalisi NGO HAM Aceh
Walhi Aceh
LBB Putijaji
LBH Jakarta
SPEKTRA
Impact
As of the time of this Impact Assessment, all of the participating organizations had, at a minimum, 
developed an increased awareness of FSR issues. Six CSOs had reached organizational consensus to 
set FSR as a goal and a further three had actually developed FSR plans. 
Public fundraising and organizational sustainability training. CSSP contracted USC-Satunama to 
carry out fundraising training in Yogyakarta for CSSP’s partners. Twenty-three CSOs took part. 
Graph 3, below, depicts the extent of FSR development that has been achieved by the CSOs that took 
part in this training. 
Satunama FSR Training
0
1
2
3
4
5
YRBI
LPAD
Koalisi NGO HAM
Dutha Tani
Elpera
Enlightment
KPMS - Sulsel
LBH Apih Aceh
PUSSBIK
SPEKHAM
SPEKTRA
Walhi Sumut
YPRK
Walhi Sulteng
Yay. Dian Sulawesi
KOAK - Lampung
YLKI
AJI
LKIS
LBH Apik
Suara Ibu Perduli
Prima
USC - Satunama
Impact
Since the training, nine participating organizations have included FSR objectives in their strategic 
plans, while a further four have carried out activities towards FSR. Only one organization, the trainer 
Satunama, can be said to have attained FSR to date.
Training in Surabaya. Apart from facilitating access to FSR training opportunities, CSSP has also 
arranged FSR training itself for its own and USAID’s partners. In Surabaya, CSSP conducted FSR 
training for five East Java grantees. In the months since the training, four of these CSOs have included 
aspects of FSR in their organizational strategic plans.
89
An FSR resource. Over the past year, CSSP has developed a reputation as a resource in FSR 
expertise and has been invited as participant or presenter at the following conferences and gatherings:
ß The British Council Breakfast Meeting with the theme “Marketing for Non-Profit 
Organizations” in September 2000. Forty CSO participants attended this meeting.
ß The National Conference of Yayasan Kesejahteraan Ibu dan Anak (The Mother-Child Welfare 
Foundation, YKAI). YKAI is an umbrella organization for groups across Indonesia. The 
conference was attended by 250 CSO activists and academics. CSSP spoke at the plenary 
session and participated in other smaller meetings.
ß The National Conference of Yappika. Two hundred people attended this conference and they 
subsequently became members of Yappika's umbrella organization. Once again CSSP was 
invited as a guest speaker with the aim of introducing the principles of financial sustainability.
K3b. Raising Awareness through Book Translation and Distribution
While there are many books on the subject of NGOs and fundraising, little is available in Indonesian. 
As part of CSSP’s FSR awareness raising program, two books have been translated: Towards 
Financial Self-Reliance by Richard Holloway and The Worldwide Fundraiser's Handbook by Michael 
Norton. The first book has been distributed since July 2000, while distribution of the second book 
began in March 2001. Following are details regarding these two publications.
Towards Financial Self-Reliance was distributed to:
ß Indonesian Participants from Manila Fundraising Training (40 copies)
ß Private voluntary organizations working on democracy and health issues (34 copies)
ß USAID/CPT’s civil society partners (18 copies)
ß ISAI Financial Sustainability Training’s participants (24 copies)
ß the NGO Conference in Bogor, participants and funding agencies (140 copies)
ß Indonesia for the Future workshop participants, Bogor (50 copies)
ß Sawarung financial sustainability participants (25 copies)
ß YKAI National Conference participants (200 copies)
ß coalition members for the Foundation Law (50 copies)
ß participant of the British Council Breakfast seminar (50 copies)
ß Yappika annual meeting participants (100 copies)
After about a year distributing this book in its beta edition, CSSP helped the author publish it in a 
final edition that included an additional 12 Indonesian case studies. The book launching took place in 
July 2001 and the publisher, Yayasan Obor, printed 2,000 copies. To date, 691 copies have been sold, 
772 have been distributed to CSOs as promotions, 289 copies are on consignment and 248 copies 
remain. CSSP has been using this book in many seminars, workshops and the provision of technical 
assistance over the past six months.
The Worldwide Fundraiser's Handbook has been distributed to:
ß USC-Satunama Fundraising Training participants (30 copies)
ß All CSSP’s partners and ex-partners (67 copies)
ß LBH offices all over Indonesia (22 copies)
ß Other CSOs (14 copies)
K3c. Achieving Consensus on the Importance of FSR among CSOs
90
During CSSP’s first year of implementation, it was discovered that there was little literature in 
Indonesian regarding fundraising or resources mobilization, especially for CSOs. Therefore, in a 
workshop held by CSSP in May 2000, with participants who attended the Manila workshop, CSSP 
accomplished the following:
ß Agreed on the terminologies pertaining to fundraising
ß Identified the full range of funding possibilities of fundraising
ß Identified the needs of training in the field of fundraising
This consensus subsequently helped develop ideas on fundraising, thus raising awareness about FSR 
in the process. The terminology has also been used for the book translation.
K3d. One-on-One Technical Assistance to CSSP Grantees
Several technical consultancies have been provided by CSSP to help CSO partners develop more 
tangible FSR plans. Examples include: SEAPA in Jakarta, PRIMA Ngawi, Walhi Aceh, Koalisi NGO 
HAM Aceh, YBRI in Aceh, Lakpesdam NU in Surabaya, YPSDI and LKM-Media Watch in 
Surabaya, LBH Surabaya and Yamajo in Jombang, East Java.
L. Special Activities Fund Impact Findings
L1. Introduction
The Special Activities Fund, or SAF, is a mechanism used by CSSP to support short-term or event￾based activities in a flexible manner. It allows CSSP to quickly address issues that arise in its program 
regions or to offer initial limited support to CSOs being considered for longer-term assistance. It also 
provides opportunities for Indonesian civil society and reform leaders to attend overseas conferences 
and training, where they can learn from other countries’ experiences with democratic governance. 
Similarly, the SAF offers a mechanism through which CSSP and USAID can interact with 
international NGOs doing work on similar issues.
SAF programs sometimes address USAID strategic objectives and results that fall outside CSSP’s 
specific Scope of Work. For example, USAID and CSSP have used this Fund to support activities 
under the Mission’s media development or justice sector reform objectives. 
Over the first year of CSSP, the Special Activities Fund was used primarily to hold or attend 
conferences, workshops and study tours covering a range of issues related to Indonesia’s democratic 
transition: human rights, reconciliation, interfaith dialogue, legal reform, legislative drafting, etc. 
Starting in Year 2, the SAF became more of a tool for individual CSOs to implement their own local 
activities addressing issues of concern to them and their constituents. 
L2. Impacts of the SAF
Over its first 2½ years of implementation, the SAF has led to a number of impacts across Indonesia, 
with an emphasis on focus provinces such as Papua and East Java. A large number of the activities 
and impacts described in this Impact Assessment under the headings of Performance Objectives 1, 2 
and 3 were in fact supported by the SAF, due to its flexibility and ease of use. Others are discussed in 
this report’s treatment of focus provinces such as Papua, or under subcontractor activities such as 
IFES. Those SAF programs that are described elsewhere in the Impact Assessment include:
ß Kaliptra energy meetings, under PO 1 on Advocacy
ß KPA agrarian reform conference, under PO 1 on Advocacy
ß Civil society empowerment workshop in East Kalimantan, under PO 2 on CSO Management
ß Manila fundraising workshop, under PO 3 on Financial Self-Reliance
ß Bina Swadaya resource mobilization workshop, under PO 3 on Financial Self-Reliance 
91
ß ISAI fundraising training, under PO 3 on Financial Self-Reliance 
ß Trauma and peace building training and network strengthening for SKP Jayapura, under Papua
ß Conflict and peace building training for adat leaders in Manokwari, under Papua
ß Political polling development with LP3ES, under IFES
ß Assistance to TVRI’s transition to a public broadcasting network, under IFES
Beyond the above programs, the main impacts of the CSSP Special Activities Fund can be grouped 
into themes in line with CSSP’s priority objectives. These are:
ß Conflict reduction, peace building and reconciliation
ß Human and women’s rights
ß Legal and justice sector reform
ß Media development
ß Public participation in governance
Below are details of the activities and impacts achieved in these areas through support from the CSSP 
Special Activities Fund. 
L2a. Conflict Reduction, Peace Building and Reconciliation
SAF programs in this thematic area have included the following: 
ß Study tour, coalition building and legislative drafting for Truth and Reconciliation efforts.
ß National adat ceremony and advocacy seminars for religious freedoms and tolerance.
ß Conflict resolution and peace building training in several locations in Papua and elsewhere.
ß Interfaith assessment, dialogues and planning among religious and civil society groups.
ß Scenario development to envision a peaceful, stable future for Indonesia.
Program impacts. Selected results from the SAF programs listed above include the following:
ß South Africa study tour and follow-up. The South Africa truth & reconciliation and conflict 
resolution tour is the largest program supported by the SAF. It comprised a series of activities 
all geared toward learning lessons from South Africa regarding its Truth and Reconciliation 
Commission and its experiences with conflict resolution during the political transition. Events 
included a study tour to South Africa and follow-up dialogues in Jakarta, culminating with 
inputs into the draft bill to establish a Truth and Reconciliation Commission in Indonesia.
The aim of these activities was to inform the political transition in Indonesia by learning 
firsthand about the experiences of South Africa in the areas of truth and reconciliation and 
conflict resolution. In addition, it was hoped that the gained knowledge would be used to 
improve efforts toward truth seeking, reconciliation and conflict resolution in Indonesia. 
Participants totaled more than 30 representatives from government departments, the National 
Commission on Human Rights, military, police, civil society and victims groups from the 
conflict-torn provinces of Aceh, Maluku and Papua.
The program gave a greater understanding on reconciliation and conflict resolution because 
participants attended meetings with those involved directly in the matter in South Africa. It also 
provided excellent reference points for the drafters of a bill to create a TRC in Indonesia. 
Important follow-up steps taken by participants and their institutions included:
s Elsam, a leading national human rights advocacy CSO, adopted learning from this program 
to organize human rights victims, including the victims of the Tanjung Priok incident. 
Elsam has been hosting and facilitating regular meetings for the victims and family of 
victims so that they feel more consolidated and less vulnerable to be enticed with money by 
the perpetrators. Elsam also educates and updates victims regarding the draft bill to 
92
establish an Indonesian TRC and instructs them how to put social and moral pressure on 
Parliament to consider discuss the draft law as soon as possible. (At present, the bill is with 
SekNeg, to be submitted to DPR perhaps later this year.)
s Following their return to Jakarta, several group members were appointed to the drafting 
team for a bill to establish a Truth and Reconciliation Commission in Indonesia. In an 
unprecedented step, civil society representatives were among those chosen. In the end, both 
the government and non-government participants in CSSP’s program had extensive 
influence in setting the agenda on truth and reconciliation issues within the Gus Dur 
administration. And while no law has yet been submitted to the DPR, competing bills from 
other agencies that were either inappropriate or insufficient to achieve real results were 
prevented by the drafting team that included South Africa participants. 
s The director of a leading interfaith dialogue CSO, Madia (Masyarakat Dialogue Antar￾Agama), found the trip to South Africa “very inspiring.” He and his colleagues witnessed 
that a society can solve its own conflicts without always relying on the government and 
other formal institutions. The visit also inspired discussions to formulate a definition of 
reconciliation that best fits the Indonesian conditions. These discussions are informally held 
by Madia each month between organizations dealing with interfaith issues.
ß Yayasan Trimulya religious tolerance ceremony and advocacy. This was a two-day 
workshop followed by one-day seminar and distribution of leaflets and banners to discuss 
religious freedom in the context of the upcoming MPR Annual Session in Summer 2001. The 
seminar was attended by more than 100 representatives from CSOs, government and adat and 
local belief groups. The idea of these events was to highlight the importance of religious 
freedom in Indonesia and to demonstrate to MPR members (in advance of their annual session) 
that Indonesians support religious tolerance and do not support the Piagam Jakarta regarding 
the application of Syariah Law and the establishment of Indonesia as an Islamic state. 
While Trimulya’s advocacy efforts were completed and MPR members received their 
declaration, Trimulya lacked the strength by itself to steer policy in a given direction. In the 
end, the Piagam Jakarta was rejected due to widespread opposition, including that of Trimulya 
and its network constituents.
L2b. Human and Women’s Rights
SAF programs in this thematic area have included the following: 
ß Participation in international conferences on women’s rights, trafficking in women, witness 
protection and an international women victims tribunal.
ß Workshop on civil rights in Papua.
Program impacts. Selected results from the SAF programs listed above include the following:
ß Regional Conference of Victimized Countries, Taipei. This workshop was organized by the 
Taipei Women's Rescue Foundation and attended by six Indonesia CSO representatives, 
primarily from legal aid foundations. The goal of the event was to select a panel of chief 
prosecutors either from each victimized country (including Indonesia) or from other countries. 
The panel would discuss the mechanics of an international tribunal to deal with cases of 
violence against women and would meet with victims and survivors to hear out their cases.
Two women legal aid lawyers from Indonesia found the trip “eye opening” and said the 
workshop had a great impact on their professional and personal perspectives on gender-based 
crimes. The presence of international human rights law experts was a notable asset. What they 
learned helped them draft charges for cases of gender-based crime here in Indonesia. In 
93
addition, the workshop materials have become a handy and useful reference for their legal 
work. At the international level, an e-group was developed among participants to share 
information on human rights violation cases.
ß Workshop on civil rights in Papua. One of CSSP’s grantee CSOs in Jayapura, Aliansi 
Demokrasi untuk Papua (AlDP) held a one-day workshop on strategies to protect civil rights in 
Papua. Attended by 30 participants from civil society, government, military and religious 
organizations, the workshop served in part as a launching for AlDP’s program of human rights 
education and advocacy. 
The workshop sought to discuss and consolidate a common vision of civil rights, the legal 
background for civil rights and how civil rights law can be implemented in Papua. It led directly 
to the development of AlDP’s grant program and established this new CSO formed by student 
activists as a credible organization in the eyes of civil society and government stakeholders. 
Furthermore, this activity and AlDP’s subsequent human rights conflict efforts (see Papua 
section) are notable for their deliberate inclusion of police and military institutions in 
discussions of human rights and conflict in Papua.
L2c. Legal and Justice Sector Reform
SAF programs in this thematic area have included the following: 
ß Publication of a review and analysis of Indonesian Commercial Court rulings
ß Training and advice on the drafting of the Human Rights Court law
ß National Law Commission hearings on legal reform
ß Legal drafting training for DPR members
Program impacts. Selected results from the SAF programs listed above include the following:
ß Book on Indonesian Commercial Court rulings. Using the SAF, CSSP helped an 
organization called CINLES research, publish and disseminate a book reviewing the case 
history and effectiveness of the Indonesian Commercial Courts. In many ways, this publication 
was the first of its kind in Indonesia, where court proceedings and rulings are seldom if ever 
made available to the public, much less printed and distributed. 
ß Human Rights Court law drafting assistance. CSSP supported a series of interventions 
designed to inform and improve the law to establish a Human Rights Court in Indonesia. the 
first step was a review of the draft Human Rights Court law by the University of Indonesia 
Human Rights Study Center. This was followed by a one-day workshop attended by the Special 
Committee for Human Rights Court Law, representatives of all factions in the DPR, DPR legal 
drafters, and the Human Rights Study Center. 
Through this assistance, the drafting team and key DPR members received specialist advice and 
training, including in legal drafting training, legal analysis and legal formulation. These efforts 
greatly improved the legislation and resulted in a new law in 2001. The first such court, for 
gross human rights violations committed in East Timor in 1999-2000, are now in session, and 
future cases are being lined up. In addition, a special court for Papua is being considered along 
the same model, following the enactment of Special Autonomy for that province.
ß National Law Commission workshops. In September 2000, CSSP supported four of the six 
national workshops organized by the National Law Commission, which had been established 
by then President Abdurrahman Wahid. These workshops were to discuss and plan an 
integrated program of national justice sector reform for Indonesia. The four CSSP-backed 
workshops, attended by law specialists from throughout Indonesia, discussed good governance
and administrative law reform; legislative capability; legal training and professional standards; 
94
and economic and financial law. The workshops paved the way for concrete reform plans in 
these sectors subsequently proposed by the National Law Commission, though to date only 
partly carried out. Support for the workshops complemented support that The Asia Foundation 
provided for the establishment of the Commission’s secretariat, as well as technical support on 
justice sector reform provided to the Commission by the USAID-funded PEG project.
L2d. Media Development
SAF programs in this thematic area have included the following: 
ß Journalism training for staff of the new Papua tabloid Jubi.
ß Public service announcements regarding democratic institutions, non-violence and appointment 
of Supreme Court justices.
ß Coordination and planning of USAID media development efforts.
ß IFES assistance to TVRI on community broadcasting.
Program impacts. Selected results from the SAF programs listed above include the following:
ß Journalism training for staff of Jubi. This was a week-long workshop for staff of the tabloid 
Jubi, based in Jayapura, Papua. Training was provided by members of ISAI, a media-focused 
CSO based in Jakarta (and also a CSSP grantee – see elsewhere in this report). The aim of the 
training was to improve personnel management, marketing, and management of the newly 
established weekly tabloid, which covers political, social and cultural topics across Papua 
province. 
Over the past two years, Jubi has merged as a leading media and voice for accurate information 
in Papua. It has won national and international awards for tabloids and is currently read by
approximately 10,000 people every week across Papua.
ß PSAs regarding the appointment process for Supreme Court justices. Working with our 
partner IFES, CSSP used the Special Activities Fund to produce a series of public service 
announcements on behalf of Commission II of the Indonesian DPR. The purpose of these PSAs 
was to educate citizens about participation in the “Fit and Proper” test process for candidates 
nominated as potential members of the National Election Commission and for candidates 
nominated for the positions of Chief Justice and Deputy Chief Justice of the Supreme Court.
The PSAs were widely received and successful. Numerous public comments were sent to the 
DPR Commission concerning the appropriateness of named candidates, as well as on the nature 
of the Fit and Proper Test process itself. As a result, the appointments of these positions were 
among the most transparent ever for senior Indonesian officials.
ß Community broadcasting assistance. Eighty-five percent of Indonesian citizenry get their 
information on current events and public policies from television; more than from radio and 
newspapers. Yet, television broadcasts are highly centralized. 99% of all television 
programming from Television Republik Indonesia (TVRI), the government station, and 100% 
of private television stations, are produced in Jakarta. There is a dearth of local programming, 
which prevents civil society from using television to inform citizenry of local issues. This is of 
particular concern in the era of local autonomy.
The objective of this SAF program TVRI to increase regional community programming that 
can be used by CSOs to improve local understanding of local issues. 
The program was implemented by the CSSP partner International Foundation for Electoral 
Systems (IFES), and involved a series of consulting services ranging from a technical review of 
draft broadcast legislation to advice to TVRI (and RRI) management on management, 
95
organization, production and marketing, the implementation of eleven regional workshops to 
discuss the role of public broadcasting, developing capacities in public affairs programming, 
overseas training, and facilitating participative local programming initiatives throughout 
Indonesia. The outcome of this program has been significant. As of June 2002, these include:
s Regular weekly programs have been established through regional TVRI stations in Bali and
Yogyakarta. TVRI Denpasar increased locally programmed shows from 7 to 26 between 
March and April 2002. TVRI Yogyakarta produced 12 shows between April and June 
2002. 
s The base of community broadcasts has been expanded in the 16 areas in which local CSOs
have been assisted to produce media programs on their activities. 291 programs have been 
produced, reaching a peak of 22 programs a week between February-April 2002.
s Community groups are able to access free air time on TVRI, though production costs are 
still being subsidized by IFES.
s Community/TVRI/RRI consultative mechanisms, known as Local Consultative Forums) 
are in place in Padang, Surabaya, Makassar, Samarinda, Manado, Jayapura, Yogyakarta, 
Bandung, Medan and Denpasar. In general, impacts have been increased society awareness 
of public issues, increased participation by governments and legislatures in solving local 
problems, strengthened CSO advocacy capabilities due to a vast increase in their audiences, 
and more direct communication between society and local officials.
Some specific examples of the impact of this program have included:
s RRI Yogyakarta provides support for CSO advocacy by giving 60 minutes each week to 
discuss social problems in the region.
s Invitations from RRI Surabaya and TVRI Denpasar to local CSOs as regular discussants on 
programs relating to social advocacy issues.
s For the first time, Pertamina, DPRD and CSOs were brought together to publicly discuss 
fuel price issues in the local media in Palembang.
s Support for a weekly NGO program in Manado as a model of regular weekly programming 
for CSO advocacy.
s Regular programming for the City Council of Surabaya to explain its programs, seek public 
input and discuss its activities.
s Media opportunities were provided for human rights advocacy regarding domestic violence 
and domestic workers that had previously been refused in Medan.
L2e. Public Participation in Governance
SAF programs in this thematic area have included the following: 
ß Workshops to empower village representative councils in East Java.
ß Workshops on local autonomy.
ß National NGO conference on civil society and democracy.
ß IFES assistance on public opinion polling
Program impacts. Selected results from the SAF programs listed above include the following:
96
ß Workshops to empower village representative councils in East Java. The objective of these 
discussions held in Lamongan, East Java, was to promote good governance at the village level 
by empowering Badan Perwakilan Desa and Kelompok Swadaya Masyarakat (Village 
Representative Councils and Community Enterprise Groups, respectively) to participate 
effectively in village governance, including providing them with tools to encourage broad 
participation by their constituents.
Thirty-two people from seven villages attended, and each village was represented by its BPD 
and KSM – including 14 women KSM members. KSMs are bodies that focus on economic 
strengthening at village level. The CSO leading this program, Yapsem, wants to bring about 
collaboration between BPDs and KSMs so that they can obtain a better understanding of the 
roles and functions of their respective institutions, and thereby constructively involve 
themselves in village governance.
The training had broad support by local authorities. It was opened by the Bupati of Lamongan, 
and several resource persons were local government officials, who gave sessions in regional 
autonomy legislation, participation in development planning, village regulations and village 
budgets. The facilitators were provided by another of CSSP’s grantees in East Java –
Lakpesdam NU.
For KSMs, which are formed by communities themselves, the training was an opportunity to 
change their perception of BPDs and local government, and to explore channels for exchange of 
information and ideas concerning village governance. For the BPDs, the activity allowed them 
to discuss problems in their villages with district officials and to compare experiences with 
BPDs from other villages. 
ß Public opinion polling. During Indonesia’s political transition from authoritarian to democratic 
rule, the absence of accurate, relevant and impartial national data on public opinion has 
hindered the development of sound public policies. The CSSP Special Activities Fund was used 
to carry out annual public opinion polls in 2000 and 2001. The objectives of this activity were 
to:
s Capture the voice of the “silent majority” so that it becomes a reference for political 
decision making of policy makers.
s Increase the credibility of polling in Indonesia especially for the making of public policy.
s Improve the quality of polling done by polling institutions in Indonesia.
From June-August 2000, the Consortium for Public Opinion Polling, working with the CSSP 
partner IFES, conducted a national public opinion poll of 3,000 respondents in 20 provinces 
throughout Indonesia. The results of this public opinion survey were presented directly to MPR 
and DPR members, as well as to the general public. A similar survey was carried out the 
following year. These activities were the first times impartial public opinion polls had been 
submitted to Indonesia’s Parliament after 30 years of autocratic government rule.
The impacts of these public opinion polls were quite significant. They included:
s Increased awareness among Indonesia’s Parliament of the importance of opinion 
polling as a tool for gauging the voice of the people. These successive polls have gained 
increased acceptance within the DPR and MPR Secretariats as legitimate and useful 
sources of data for Parliament. One illustration is the fact that the DPR and MPR recently 
commissioned IFES to test public opinion about the current political situation in 2002. The 
approval ratings for key leaders developed by the poll were also published in the MPR in￾house journal. IFES supported this third public opinion survey in 2002, but used a private 
survey company as a partner, given concerns it has about the capabilities of the Consortium 
for Public Opinion Polling, as discussed below. 
97
s Increased awareness and understanding among the public about the importance of 
public opinion polls. National television, radio and newspapers have featured the poll 
results. One very recent example of this is the 24 June 2002 article in The Jakarta Post, a 
prominent national newspaper, that highlighted the results of the 2002 survey. This article 
described the approval ratings of executive and legislative branch leaders and compared 
those results with previous surveys. The article discussed public satisfaction with the 
performance of the MPR and DPR, and with the national reform agenda in general, 
including: law enforcement, regional autonomy and corruption.
s Greater accuracy in actual polling. The CSSP supported polls were significantly more 
accurate than other polls carried out. As the referenced article in The Jakarta Post notes, 
IFES was one of only a few institutions that predicted the outcome of the 1999 general 
elections, because most surveys have a strong urban bias, while the IFES methodology is 
more representative and inclusive of rural areas and all regions of Indonesia. The
CSSP/IFES supported polls in 2000 and 2001 were also more accurate because they were 
neutral and objective, merely seeking to reflect the voice of the Indonesian people.
M. CSO Service Provider Impacts
CSSP is beginning to develop an Indonesian capacity to deliver technical assistance, training, and 
other services to CSOs. This is critically important for sustainability of civil society in Indonesia. 
These service providers will be able to continue to strengthen Indonesian CSOs, long after the CSSP 
program ends. CSSP impact in the service provider market includes:
ß Helping established Indonesian training and consulting organizations serve the civil society 
community. For example, CSSP has assisted USC-Satunama in Yogyakarta to develop about a 
dozen training programs, ranging from organizational self assessment to conflict resolution, all 
specifically directed at CSOs. 
ß Establishing a cadre of civil society professionals who can deliver services and training to 
CSOs directly. CSSP has organized and supported a number of training of trainers for capacity 
building processes such as organizational self-assessment and strategic planning. One example 
is the Technologies of Participation (ToP) training that CSSP organized in November 2001, 
which taught 22 CSO activists how to encourage participation by multiple stakeholders.
ß Strengthening CSO networks and their ability to help smaller CSOs, especially in the 
provinces. For example, LPPMA in Papua assists adat community institutions and Leksip in 
East Kalimantan aids a variety of local labor unions.
ß Pioneering programs that facilitate CSOs helping each other, trading on their respective 
capabilities. This low cost methodology – called MIRPP – is taking place now in East Java to 
strengthen village representative councils.
ß Using information and communication technologies to service Indonesia’s civil society
community. CSSP’s partner Pakta is establishing a virtual CSO service center that can deliver 
low-cost information and services to CSOs throughout Indonesia.
98
INDONESIA CSSP IMPACT ASSESSMENT
III. Conclusions
Over its first 2½ years, CSSP has had a significant impact on supporting and strengthening civil 
society in Indonesia. Specifically, in its first 2½ years, CSSP has strengthened more than 40 viable 
and influential Indonesia CSOs through intensive training and grant assistance. More broadly, CSSP 
has provided capacity building or technical assistance to more than 200 CSOs across the country, with 
a focus on those in USAID’s six focus provinces. Key CSSP partners include the following examples: 
ß Four nationally recognized CSOs (ISAI, SEAPA, AJI and YLKI ) that are addressing 
nationwide media and social sector issues.
ß Several national networks of CSOs joined to address specific policy issues. An example is 
Walhi, where CSSP strengthened the national network, as well as three regional networks. In 
addition, more than a dozen local branches of national CSOs addressing regional human rights 
and conflict resolution concerns, such as Koalisi NGO HAM in Aceh and SKP in Papua.
ß Numerous provincial or more local networks of CSOs. One example is CSSP support for local 
adat institutional networking in Kabupaten Jayapura in Papua with LPPMA. Another is the 
CSO Leksip in East Kalimantan that assists with labor union networking.
ß More than 25 provincial and district level CSOs addressing local concerns. Many of these 
organizations are new, and CSSP has been the first outside program support they have received. 
AlDP in Papua, for example, is carrying out its first program with CSSP and as a result has 
already developed recognized expertise in mapping human rights conflicts.
CSSP is particularly proud of the institutional strengthening impacts achieved with SEAPA, YLKI, 
Pakta, Elpera, Walhi, Koalisi NGO HAM, and the East Java City Forum. Case studies describing 
CSSP’s integrated assistance to these CSOs were included above in this Assessment.
All of these CSOs are fully engaged in policy dialogue, ranging from human rights abuses in Aceh to 
strengthening adat institutions in Papua, and piloting village and local governance in East Java. Many 
of these CSOs have been given a seat at the table in terms of policy making. Some have been invited 
by local authorities to help address key regional issues. Others have demanded a seat at the table. Few 
have been allowed to participate in policy implementation. One example is Dutha Tani that helped 
230 farmers in West Java to obtain clear title to their farms. KoAK in Lampung has investigated and 
highlighted local cases of corruption, involving donor projects that implicate high-level officials.
CSO partners raised and helped resolve key issues for continued democratic evolution. CSSP policy 
impacts can be usefully divided into:
ß Large scale, national impact on Indonesia. One example would be support for the national 
media with three grants to SEAPA, AJI and ISAI.
ß Provincial level impact. One example is human rights protection in Aceh with support from 
Koalisi and Walhi Aceh.
ß More local impacts. One example is the 18 city forum in East Java supported by CARE.
Policy and institutional impacts within CSSP provinces has been more striking.
99
ß In Papua, CSSP has contributed to an improved environment for democracy and governance, a 
greater for CSOs in resolving conflicts and influencing the political agenda, increased 
capabilities among an influential group of Papuan CSOs, and expanded information and 
opportunities for marginalized Papuan communities.
ß In East Java, CSSP has contributed to local governments becoming more open to comment and 
criticism, CSOs being better able to engage with local governments, and to advocate for 
changes and improvements in policies, budgets and service provision, CSOs being better 
informed about decentralization, more citizen groups being mobilized, organized and
empowered, citizens having more access to information on government policies, plans and 
budgets, and more opportunities to participate in governance; and citizens being more aware of 
the role of the media. Further, a viable and influential group of East Java CSOs has been 
strengthened and they are better networked with each other.
ß In Aceh, CSSP contributed to increased protection and awareness of human rights, increased 
political space for civil society participation; and strengthened capacity of a core group of 
Acehnese CSOs and their extensive partner networks.
CSSP impact on CSO financial sustainability is on track. CSSP has had its greatest success in 
increasing awareness of the importance of financial self reliance at the professional and CSO levels.
At the same time, CSSP has helped some CSOs develop and implement activities leading to financial 
sustainability.
CSSP is beginning to develop Indonesia civil society service providers who will assist CSOs long 
after CSSP support ends. The innovative MIRRP provides low cost technical services to CSOs 
through networking and mutually beneficial service relationships.
Impact trends for the future look very positive. To date, 11 grants have been completed, most only
months ago. CSSP anticipates greater impacts from the 28 current grants that were reviewed for the 
Assessment when they are completed. In addition, 5 grants have been awarded recently and are in 
their early stages of execution, and another 28 grants are already under development by CSSP’s grant 
and financial managers.
100
INDONESIA CSSP IMPACT ASSESSMENT
IV. Lessons Learned and Recommendations
A number of lessons have been learned that lead to recommendations concerning how CSSP might 
consolidate existing impacts and maximize future impacts. These are important considerations as 
CSSP passes the midterm of its program period. 
One important lesson and recommendation is that planning for financial self-reliance (PO 3) needs to 
be built into all grant programs from the beginning. A number of CSSP grants have been completed, 
while it is not clear whether and how the advocacy and services these CSOs provided can be 
sustained. One example is the excellent public awareness campaign for peaceful coexistence and 
conflict resolution that Foker LSM mounted in Papua. These media campaigns need to be continued, 
but continued financing for these relatively expensive measures is not assured. 
CSSP might consider revisiting the grantees who have completed CSSP programs to learn how they 
are faring. Technical support might be provided to help them secure future funding. Similar support 
should be provided to current grantees. CSSP might consider examining the sustainability issue more 
before new grants are awarded.
CSSP has begun to develop a civil society service industry, as noted above. A more deliberate effort 
to develop such service providers should be considered for the remaining years of CSSP. One 
possibility would be to design and implement a specific program focused on strengthening the service 
provider industry on the supply side, and simultaneously developing a voucher program for CSOs to 
secure training and technical assistance to stimulate the demand side. 
The Internet can be used to consolidate existing impacts and maximize future impact. PAKTA-like 
programs should be encouraged, as they offer a low-cost means of strengthening CSOs. Further, all 
new CSSP grant awards should provide for Internet access, mastery and content so that CSOs can 
better use the Internet when CSSP support ends.
A final lesson learned and recommendation concerns impact assessment itself, which is part of a good 
monitoring and evaluation plan. A more systematic effort should be made by CSSP to examine 
impacts of programs. This involves not only grants, but also technical services and training. The 
follow-up phone calls conducted by CSSP’s short-term consultant for this Impact Assessment were a 
first for CSSP. This process should become routine so that CSSP program managers better understand 
how their assistance is being used.
A-101
INDONESIA CSSP IMPACT ASSESSMENT
Attachment A: Achievement of Semi-Annual Benchmarks per USAID-CSSP Contract
The following is a brief assessment of CSSP’s achievements to date (end of June 2002) in terms of the 
semi-annual benchmarks laid down in the September 1999 contract for CSSP between USAID and 
Chemonics International.
The benchmarks set out by the CSSP contract are organized by the four Performance Objectives listed 
in CSSP’s Scope of Work. These Performance Objectives (POs) are:
PO 1 – Improve CSOs’ ability to analyze, articulate and advocate for policy reform and 
implementation
PO 2 – Improve the ability of Indonesian CSOs to plan and manage their activities and resources.
PO 3 – Improve the ability of Indonesian CSOs to obtain and raise funds for their ongoing programs.
PO 4 – Award and effectively manage grants to Indonesian CSOs
Below is an assessment of the extent to which CSSP has achieved or surpassed these benchmarks 
during its initial 2½ years. 
A. Performance Objective 1: Advocacy Development
This performance objective calls for:
“Analysis, articulation and effective advocacy for policy reform and 
implementation – Strengthen the capacity of Indonesian NGOs to analyze needs 
and policy issues; articulate recommended reforms; successfully advocate for 
needed reforms; and help ensure effective implementation of those reforms.”
PO 1 semi-annual benchmarks listed in the CSSP contract are as follows:
a. Selected Indonesian NGOs using reliable research to develop policy positions
Year 1: SA1 Credible research sources on civil society issues identified and disseminated 
Year 1: SA2 Indonesian NGOs using such research for internal discussions and debate
b. Selected Indonesian NGOs articulate policy positions through professional means (policy
papers, etc.)
Year 2: SA2 Indonesian NGOs effectively articulating positions based on solid data
c. Selected Indonesian NGOs effectively advocate their issues with the Government, parliament,
local leaders and the people
Year 3: SA1: At least two policy papers on important issues issued by supported
Indonesian NGOs’
I. A1. Assessment of PO 1 Benchmark (a) Achievement
Both benchmarks were achieved in both Years 1 and 2. Sources of credible research were identified 
and publicized, but applied research, advocacy case studies and other civil society materials were 
found to be lacking. CSSP therefore supported the production, publication and dissemination to 
interested CSOs of several important studies, including 
A-102
ß A set of nine case studies of CSO advocacy in practice, later published by the CSO INSIST as 
Mansour Fakih, ed. Memecah Ketakutan Menjadi Kekuatan: Kisah-kisah Advokasi di 
Indonesia [Dispelling Fear and Increasing Strength: Advocacy Stories in Indonesia] 
(Yogyakarta: INSIST Press, 2002).
ß Three studies of decentralization by the Center for Public Policy Studies, a group of Surabaya￾based scholars, most of them from Airlangga University. The 3 studies were: 
s A short study of NGOs and decentralization, published as CPPS Team, ed. LSM dan 
Otonomi Daerah [NGOs and Decentralization](Surabaya: CPPS/CSSP, July 2001).
s A set of eight papers on decentralization for local government officials, parliamentarians 
and CSOs, later published in 500 copies as Asfar, Muhammad, ed. Implementasi Otonomi 
Daerah (Kasus: Jatim, NTT, Kaltim) [Implementing Decentralization (Case Studies: East 
Java, NTT, East Kalimantan)](Surabaya: CPPS and others, September 2001).
s A set of eight packs of training materials on decentralization to accompany the book listed 
above (ii), published in 500 copies as Asfar, Muhammad, ed. Materi Pelatihan Otonomi 
Daerah: Penyiapan Stakeholders Lokal Pelaksana Otonomi Daerah [Training Materials 
on Decentralization: Preparing Local Stakeholders for Putting Decentralization into 
Effect](Surabaya: CPPS and others, September 2001).
ß An Indonesian parliamentary guide and accompanying CD-ROM, with 15 articles by different 
contributors on the DPR and MPR in the reform era, a description of the structure of the DPR 
and MPR, and biodata on the members of both houses. Published as Suryakusuma, Julia, ed. 
Panduan Parlemen Indonesia [Indonesia Parliamentary Guide](Jakarta: Yayasan API, July 
2001), and distributed to 2,000 interested groups and individuals, including CSOs, with a 
further 1,000 distributed to bookshops for sale.
A2. PO 1 Benchmark (a) Commentary
A number of studies by political scientists and others on the meaning and interpretation of 
contemporary aspects of civil society in Indonesia were in place when CSSP began. Others have been 
undertaken since the beginning of 2000. Such studies include
Antlov, Hans ‘Village Governance in Indonesia – Past, Present and Future Challenges’
(Jakarta: unpublished MS, July 2000)
Azra, Azyumardi Menuju Masyarakat Madani: Gagasan, Fakta, dan Tantangan [Towards Civil
Society: Opinions, Facts and Opposition] (Bandung: Rosda, 1999)
Baso, Ahmad and others Civil Society versus Masyarakat Madani: Arkeologi Pemikiran “Civil
Society” dalam Islam Indonesia [Civil Society versus Masyarakat Madani: an Intellectual
History of ‘Civil Society’ in Indonesian Islam] (Jakarta: Pustaka Hidayah, 1999)
Prasetyo, Hendro, Ali Munhanif and others Islam & Civil Society: Pandangan Muslim Indonesia
[Islam and Civil Society: Indonesian Moslem Views](Jakarta: Gramedia, 2002)
Rahardjo, M. Dawam Masyarakat Madani: Agama, Kelas Menengah dan Perubahan Sosial
[Masyarakat Madani: Religion, the Middle Class and Social Change] (Jakarta: LP3ES, 1999)
Silk, Thomas, ed. Filantropi dan Hukum di Asia [Philanthropy and Law in Asia] (Jakarta: Asia
Pacific Philanthropic Consortium, 1999)
A-103
Wolters, W.G. ‘The Making of Civil Society in Historical Perspectives’ (Jakarta: University of
Indonesia Labsosio Research Programme on the Making of Civil Society in Indonesia, 2002)
Where appropriate these and other more general works on civil society by Robert Putnam, Ernest 
Gellner, John Keane, etc. have been drawn to the attention of CSO partners, consultants and others 
working with CSSP.
CSSP has also actively distributed selected texts for the use of CSOs, among them ones translated, 
edited and/or ring-bound by CSSP itself. These have included the studies by Antlov and Silk, given 
above, and the following, some research-based, others training texts based on primary and secondary 
sources of data:
Gubbels, Peter and Catheryn Koss Dari Akar Ke Atas: Menguatkan Kapasitas Organisasi Melalui
Penilaian-Diri Terbimbing [Indonesian version of From the Roots Up: Strengthening
Organizational Capacity through Guided Self-assessment] (Oklahoma: World Neighbors,2000)
Holloway, Richard Menuju Kemandirian Keuangan [Towards Financial Self-Reliance] (n.p.: Beta
Edition, 1999)
Holloway, Richard Menuju Kemandirian Keuangan [Towards Financial Self-Reliance] [Indonesian
edition, with an introduction by Emil Salim](Jakarta: Obor Foundation, 2001)
Holloway, Richard and Brenda Tambatamba Liswaniso Handbook: How Zambian NGOs can use
Advocacy as a strategy to advance their missions (Lusaka: PACT, May 1999)
Kirana, Chandra and Ichsan Malik Kerangka Kerja Pengembangan Institusi [Indonesian version of
An Integrated Toolkit for Institutional Development] (Jakarta: WWF, USAID and others, 2000)
Norton, Michael Buku Panduan bagi Para Penggalang Dana di Seluruh Dunia [Indonesian version
of update of Sam Clarke, The Complete Fundraising Handbook] (London: Resource Alliance,
1998)
Particular studies, including those by Holloway and Antlov, were widely disseminated with the 
agreement of the authors.
In addition CSSP team members have distributed other studies and materials relevant to CSOs and 
their concerns as the occasion has arisen. For example, CSSP provided papers on foundation law to 
the CSO forum discussing CSOs’ response to the new Indonesian foundation law (see QR4, p.9 and 
QR10, p.12).
When CSSP began there was, however, a shortage of substantial studies on civil society with an 
applied dimension, relating to policy and practice. In the first months of being operational CSSP 
therefore explored a suitable avenue for undertaking a series of policy-related case studies on 
advocacy for use by the broader CSO community. The outcome was the series of 9 (originally 10) 
participatory research projects on CSO advocacy issues, coordinated by INSIST. The projects 
involved participatory research planning and research by concerned CSOs, workshop-based 
discussions among the participating CSOs and others on the results of the research and the issues 
raised, and the publication of the studies, first in loose-leaf form and then as a book. 
CSSP also looked into ways of informing CSOs about the facets of political decentralization most 
relevant to them. The outcome was the 3 CPPS studies of decentralization, used as discussion material 
by East Java and other CSOs. In addition CSSP supported the production of the Yayasan API 
guidebook on the DPR and MPR for the use of CSOs and others.
A-104
II. A3. Assessment of PO 1 Benchmark (b) and (c) Achievement
Both benchmarks have been achieved. In addition to the position papers on selected aspects of 
advocacy and political decentralization mentioned above, CSSP support in Years 1, 2 and 3, 
especially in Years 2 and 3, has enabled some 14 CSOs to undertake research and produce policy￾related papers or draft legislation on human rights, land rights, municipal management, environmental 
protection and other issues relating to democratic civil society. Among these have been:
ß Draft legislation on ‘the protection of, and restitution for, victims of violence in Aceh’ by CSSP 
grantee Koalisi NGO HAM Aceh.
ß A critical brief on the implementation of the new national Foundation Law, submitted to the 
national DPR by Yappika and other NGOs with technical support from CSSP.
ß A critical commentary on the annual budget of the Pamekasan regent (district head), submitted 
by the Pamekasan City Forum, supported by CSSP, to the head of the Pamekasan DPRD.
ß The South East Asia Press Alliance (SEAPA) 2001 Annual Report, Natural Press Attackers,
produced as part of a program supported by a CSSP grantee, documenting violations of press 
freedoms and used as advocacy material in pressing for greater government protection of 
journalists.
B.Performance Objective 2: CSO Planning and Management
This performance objective calls for:
“Internal management and planning – improve the ability of Indonesian NGOs to 
plan and manage their activities and resources. Areas of NGO operation to be 
improved by the Contractor include: financial management, internal auditing, 
accessing technical services, strategic planning, target setting, defining indicators 
of progress, collecting data, monitoring, evaluation, personnel management and 
policies, and property management.”
PO 2 semi-annual benchmarks listed in the CSSP contract are as follows:
a. Selected Indonesian NGOs have suitable financial management systems in place
Year 1: SA1 Selected Indonesian NGO grantees and potential grantees for FY2001 have
program strategies and financial management plans
Year 1: SA2 Extensive on the job training and other selected training provided for NGO
grantees on financial management, administrative policy setting, audit
management, and strategic planning and given to Indonesian grantees and/or
potential grantees
b. Strategic plans in place, including performance targets and measurement
Year 2: SA1 Financial management plans refined and spot-checked
Year 2: SA1 Strategic plans reviewed, developed, and monitoring and evaluation 
systems
installed
Year 3: SA1 Data collection commences
A-105
Year 3: SA1 Initial and/or pre-audits conducted and findings promptly resolved.
A-106
B1. Assessment of PO 2 Benchmark (a) and (b) Achievement
All the benchmarks under this Performance Objective have been achieved, though in the case of 
audits conducted the findings of only 4 out of 7 (57%) resulted in prompt resolution of problems 
identified.
In Years 1 and 2 CSSP provided advice and training to some 35 current and upcoming CSO grantees 
on basic financial management and in the administrative skills needed to meet USAID requirements 
and manage a grant-funded program. The CSOs were also trained in the development of strategic 
program plans through logframe analysis. In Years 1 and 2 CSSP awarded grants to 29 of these CSOs, 
4 of them in Year 1 and 25 in Year 2. Once grants were made, CSSP Grant Managers monitored the 
financial management reports of the CSOs concerned in the light of their financial management plans.
In Years 1 and 2 CSSP organized and ran training workshops for some 45 current and upcoming 
USAID-CPT and CSSP grantees on financial management. CSSP also ran 6 workshop on reporting, 
monitoring and gender issues. 5 of these 6 workshops, undertaken in Year 2, trained new CSO 
grantees in reporting by indicators according to USAID needs. Thereafter the CSOs began collecting 
the data required for such reporting.
In Years 1 and 2 CSSP technical staff and consultants undertook full strategic planning exercises with 
3 leading CSOs supported by USAID-CPT, and gave one-on-one advice on management and 
organizational capacity building to 7 others, as well as 8 smaller CSOs in Papua. CSSP’s CARE 
Sidoarjo team also organized a planning workshop for 11 City Forums in East Java which resulted in 
10 of them drawing up strategic plans.
In Year 2 the CSO Service Provider Satunama received CSSP support to provide training to 24 CSO 
grantees by means of 6 workshops, each 7 to 10 days long, in 3 core aspects of CSO management –
human resource management, strategic planning, and financial management – as well as in 3 other, 
related fields of technical expertise.
In Year 3 CSSP arranged for audits of 7 CSSP grantees, 5 of them mid-term and 2 towards the end of 
the grant-supported programs. The audits, which focused on potential problem grantees, produced 
findings which were promptly and effectively acted upon in the case of 4 of the 7 CSOs concerned.
B2. PO 2 Benchmark Commentary
The pervasive influence of corruption at all levels of Indonesian society, itself the target of much CSO 
work, inevitably taints the work of a larger number of CSOs than in, say, neighboring countries such 
as Australia, Singapore, Malaysia, or Thailand. This explains why despite its rigorous procedures and 
diligent monitoring, CSSP gave grants to 3 CSOs that, as audits showed, misused or misapplied grant 
funds. In all 3 cases CSSP either discontinued funding for the CSO concerned or took other steps to 
secure the return of misused funds.
C.Performance Objective 3: Funding and Financial Self-Reliance
This performance objective calls for:
“Indonesian NGO capacity to obtain funding – designated Indonesian NGOs will 
be able to apply for and secure grant funding for the pursuit of their democracy￾promotion activities from international donors and local sources. In addition, 
Indonesian NGOs will plan to and raise funds through individual and institutional 
donations and other income-generating activities.”
A-107
PO 3 semi-annual benchmarks listed in the CSSP contract are as follows:
a. Selected Indonesian NGOs acquainted with procedure for application to USAID for funding
Year 1: SA1 Selected Indonesian NGOs understand requirements for application to
USAID for funding
Year 1: SA2 Selected Indonesian NGOs apply to USAID for funding
b. Indonesian applications to Contractor are approved
Year 2: SA2 At least 4 new grantees to Contractor approved for funding
c. Selected Indonesian NGOs secure funding from [elsewhere than USAID]
Year 3: SA1 NGOs actively solicit funding from other donors
Year 3 SA1 At least one NGO receives other donor funding for the first time
C1. Assessment of PO 3 Benchmark (a), (b) and (c) Achievement
These benchmarks have been achieved, (a) and (b) very amply. During Years 1 and 2, 377 proposals 
for grant support out of a total of more than 1,000 applications received were considered for grant 
support by the joint USAID-CPT/CSSP Project Review Committee. These resulted in the USAID 
Contracting Officer giving written approval for 29 grants during those 2 years, and for a further 15 by 
May 2002, more than 80% of them for first-time USAID-CPT/CSSP grantees. All these NGOs 
receiving CSSP grants understood USAID funding requirements, the understanding being a 
prerequisite of CO approval for CSSP funding.
During Years 1, 2 and 3 selected individual CSOs approached other donors for funding for the first 
time, with CSSP encouragement and assistance. They include Yayasan PAKTA, which gained 
support from 3 other donors for its CSSP-assisted website and web network. 
C2. PO 3 Benchmark Commentary
In Year 3, CSSP began addressing the issue of financial self-reliance (FSR) and diversity on a more 
systematic basis than it had done earlier, in a manner consistent with the contract and USAID 
instructions. It did this by discussing FSR with most of its existing grantees, and by making FSR an 
integral part of grant development with upcoming grantees. With USAID’s encouragement it also 
extended the scope of its work on FSR as defined under its contract by developing corporate interest 
in corporate social responsibility, and cultivating a group of future Service Providers in the FSR field.
D. Performance Objective 4: Grant Awards and Management
This performance objective calls for:
“Small grants to selected Indonesian NGOs awarded and managed effectively –
award and manage 10-15 grants per year and provide the same technical and 
administrative services. These small grants will also support NGOs working in 
democracy-promotion, but will also support NGOs focusing on long-term civil 
society issues such as financial sustainability, domestic constituency-building and 
self-accreditation and self-regulation.”
PO 4 semi-annual benchmarks listed in the CSSP contract are as follows:
a. Solicitation for small grants issued semi-annually
A-108
Year 1: SA2 Contractor issues RFA
Year 1: SA2 Contractor and USAID review properly submitted applications
b. Proposals for small grant funding are efficiently processed and awards are timely
Year 1: SA2 Contractor awards grants after securing a written USAID approval and an
efficient negotiating process based on sufficient information and rapid,
appropriate response from applicants
c. Small grants awarded managed effectively
Year 2: SA1 Grants initiated with suitable training and information sharing
d. Regular grant monitoring and timely reporting provided to USAID and small grantees.
Year 2: SA1 Grant monitoring systems and databases established
Year 3: SA1 Feedback and consultation mechanisms between USAID, grantees, potential
grantees, and broader Indonesian society established and held on a regular
basis
D1. Assessment of PO 4 Benchmark (a) Achievement
The second benchmark under (a) was achieved, through the consideration of grant proposals at the 
weekly meetings of the USAID-CPT/CSSP Project Review Committee, proposals being presented to 
the Committee in synopsis form in accordance with a style of formatting and preparatory work 
decided on with USAID. The first benchmark under (a) was not achieved in Year 1 because USAID 
instructed CSSP not to issue RFAs. However the benchmark was partially achieved in Year 2, when 
USAID agreed to CSSP’s proposal to issue one-off RFAs for 3 of the 6 geographical focus regions 
identified in USAID Indonesia’s September 2000 Strategic Plan.
D2. PO 4 Benchmark (a) Commentary
In the 2nd quarter of CSSP’s work, USAID-CPT instructed CSSP not to issue RFAs because of the 
sensitive nature of USAID’s Democracy and Governance activities. But following changes within 
USAID-CPT and the issuance of USAID Indonesia’s Strategic Plan in mid-2000, CSSP published 
calls for expressions of interest in CSSP from CSOs in East Java, East Kalimantan and Papua, 3 of 
USAID’s 6 newly-defined geographical focus areas. Thereafter it was agreed with USAID that no 
further RFAs were needed, at least for the time being, given the size of CSSP’s grant budget and the 
volume of applications being received from CSOs in the 3 regions and elsewhere.
D3. Assessment of PO 4 Benchmark (b) and (c) Achievement
These benchmarks were achieved, amply in the case of grants awarded with written USAID 
approval (see above for grant number details). In some instances, however, the time taken to 
secure information from applicants was slower than the Contractor or USAID anticipated.
D4. PO 4 Benchmark (b) and (c) Commentary
The emphasis in CSSP’s work with new grantees was due procedure, caution and training in 
fields in which the prospective grantee was deficient. Negotiations were efficient by these 
standards, and ensured the construction of properly functioning grantee systems of 
management and administration with CSSP advice, and the provision of needed information. 
Due speed in meeting the benchmark was, however, harder to achieve, especially in Year 1 and 
the first part of Year 2, because of logistical and liaison difficulties. The result was that in a few 
A-109
cases new grants took an unexpectedly long time to be developed. By Year 3 these difficulties 
had been resolved and grant development was suitably rapid, ranging from 5 to 10 months. 
D5. Assessment of PO 4 Benchmark (d) Achievement
Both benchmarks under (d) were achieved. The first benchmark was achieved through training and 
orientating new CSSP grantees in M&E needs and procedures (see above for details of CSSP M&E 
training workshops), though arrangements for grantee M&E were being reassessed in the 2nd and 3rd
quarters of Year 3 because of USAID’s new global M&E requirements. 
The second benchmark was achieved in Years 2 and 3 by means of a series of CSSP-assisted 
workshops and roundtable discussions involving in varying ways CSOs, USAID and other donors, 
CSO constituents and partners, and other social and political interest groups. The workshops 
addressed a range of common interests and issues including the use of the media, the nature of civil 
society, civic rights, village-level governance, and participatory urban governance. 7 such workshops 
and roundtable discussions were held in Years 2 and the first part of Year 3, in Jakarta, East 
Kalimantan, North Sulawesi, West Java, East Java (twice) and Papua.
B-110
INDONESIA CSSP IMPACT ASSESSMENT
Attachment B: Summary of CSSP Tools and Instruments
CSSP’s unusual contribution to civil society depends in part on its ability to field a team of technical 
staff skilled in offering solutions to problems relating to CSO management, advocacy, financial self￾reliance and other capacity-building issues.
These technical team members use a variety of tools and instruments, some taken from other civil 
society donors and practitioners but most developed on the spot for current conditions in Indonesia.
The tools and instruments include:
1. PACSA, or Participatory Advocacy Capacity Self-Assessment. This consists of a 2- or 3-day
structured, participatory workshop of one of two kinds The first is a Group PACSA at which a 
number of CSO participants come together as a group to compare experiences in advocacy and 
draw lessons from them. The second is an Individual PACSA, at which one CSO meets with its 
members, constituents and stakeholders and develops an advocacy plan on the basis of past 
performance and present aspirations.
2. Advocacy Capacity Assessment instrument, which is usually used with PACSA.
3. Organizational Capacity Assessment instruments. CSSP technical staff have had access to 3 
different OA tools. The first, the OCA or Organizational Capacity Assessment tool, was 
developed by PACT some 10 years ago. The second, IDF or Institutional Development 
Framework, was developed by MSI and was the tool more familiar to USAID-CPT when CSSP 
began. Both tools share broadly the same framework as SCAT, the Simple Capacity 
Assessment Tool developed by Beryl Levinger and Evan Bloom and now promoted by PAKTA 
(see below, 9) and others. In December 2001 CSSP developed a modified form of SCAT and a 
SCAT Card for use with Indonesian CSO partners.
4. CSO Health Card. This short form has been developed by CSSP for use in the field as a 
reminder and tally for Grant Managers and others seeking to make a quick assessment or 
review of CSO qualities.
5. MIRPP, or Matching Issues, Resources, People and Priorities. This simple, participatory, low￾budget management tool develop by CSSP technical team members enables networks of CSOs 
to identify needs in administration, management and organizational capacity-building and 
match them to resources locally available through the connections of the network.
6. FSR Capacity Building instrument, which gives baseline information on a CSO’s fundraising 
work and FSR needs. It is accompanied by a workshop which assesses and discusses past 
experience and future plans and technical needs on a SWOT basis.
7. Grant-worthiness assessment, with strategic planning based on logical framework 
(logframe) analysis, technical advice and training given to all future CSSP CSO grantees.
8. Financial management workshops, provided for all CSO grantees of CSSP to acquaint them 
with basic financial management instruments and procedures well as with USAID requirements 
in this field.
9. Reporting workshops, provided for all CSO grantees of CSSP to acquaint them with the basic 
instruments, procedures and practices of program reporting, monitoring and evaluation, and 
with USAID requirements in these fields.
B-111
10. PAKTA website. This website, developed by website manager PAKTA with CSSP technical 
advice and support, provides Indonesian CSOs with a web-based facility for accessing 
information and advice on Indonesian CSOs and the resources available to them.
11. ToP, or Technologies of Participation, a range of techniques on participatory decision-making, 
with special reference to local governance, being made available to CSOs in North Sulawesi 
and elsewhere, and to USAID Indonesia staff, through a series of training workshops 
coordinated by the Gerry Roxas Foundation.
12. Training Modules for City Forums. Developed by CSSP’s City Forum development project, 
these 10 modules are the basis for the systematic training CARE East Java provides City 
Forums, and are suitable for use with City Forums and similar groups (for example, Citizens’ 
Forums) elsewhere in Indonesia. They are complemented by a manual, Panduan Penguatan 
Badan Perwakilan Desa [Guidebook on Strengthening Village Representative Councils]
(Jakarta: CARE for USAID/CSSP, June 2002)